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City of San Luis Obispo, Council Agenda, City Hall, 990 Palm Street, San Luis Obispo
Agenda
Revenue Enhancement Oversight Commission
Monday, March 16, 2015
5:30 pm
REGULAR MEETING
Council Hearing Room
990 Palm Street
San Luis Obispo, CA
CALL TO ORDER: Chairperson Kardel
ROLL CALL: Jeri Carroll, Amy Kardel, Ken Kienow, Michael Multari, and
Hilary Trout
MINUTES: Minutes of January 26, 2015. Approve or amend.
PUBLIC COMMENT PERIOD FOR ITEMS NOT ON THE AGENDA
At this time, people may address the Commission about items not on the agenda.
Persons wishing to speak should come forward and state their name and city of
residence. Comments are limited to five minutes per person. Items raised at this time
are generally referred to the staff and, if action by the Commission is necessary, may
be scheduled for a future meeting.
BUSINESS ITEMS
1. REOC Performance Measurements. Discuss how REOC will measure
effectiveness of the Commission, and consider authoring a viewpoint on what the
REOC hopes to accomplish. (James David)
2. Local Revenue Expenditure Planning. Discuss uses of forecasted local sales tax
revenue in 2015-17 Financial Plan. Make recommendations to Council on split
between operating and capital uses, which operating costs should carry forward
from Measure Y, and mix of capital uses based on preliminary list of Capital
Improvement Projects. (Jason Stilwell, Michael Codron, James David)
3. Tools for Tracking Measure G. Review sub-fund accounting method for tracking
local sales tax revenues and expenditures. Discuss additional tracking methods and
dashboards to show spending over time. (Wayne Padilla, Michael Codron)
COMMENT & DISCUSSION
4. Staff Communications
a. Financial Planning Process Update (Joe Lamers)
San Luis Obispo - REOC Agenda of March, 16th, 2015 Page 2
b. Agenda Forecast (James David)
5. Commission Communications
ADJOURNMENT
CITY OF SAN LUIS OBISPO
CITIZENS’ REVENUE ENHANCEMENT
OVERSIGHT COMMISSION
MINUTES
January 26, 2015
5:30 p.m.
Council Hearing Room 990 Palm Street
San Luis Obispo, California
CALL TO ORDER
A meeting of the Citizens’ Revenue Enhancement Oversight Commission was called to order on
Monday, January 26, 2015, at 5:30 p.m. in the Council Hearing Room at 990 Palm Street, San Luis
Obispo, California, by Principal Analyst David.
ROLL CALL
Commission Members
Present: Commission Members Jeri Carroll, Amy Kardel, Ken Kienow, Michael Multari, and
Hilary Trout
Commission Members
Absent: None
Others Present: Michael Codron, Assistant City Manager; Wayne Padilla, Finance and Information
Technology Director; Jason Stilwell, Interim Information Technology and Financial
Planning Director; James David, Principal Analyst; Joe Lamers, Budget Manager
Anthony Mejia, City Clerk
1. OATH OF OFFICE FOR NEWLY-APPOINTED COMMISSIONERS
City Clerk Mejia administered the Oath of Office to Commissioners Carroll, Kardel, Kienow,
Multari, and Trout.
PUBLIC COMMENT
There were no members of the public desiring to speak.
Revenue Enhancement Oversight Commission Minutes – January 26, 2015 Page 2
2. REVIEW PURPOSE AND SCOPE OF REVENUE ENHANCEMENT OVERSIGHT
COMMISSION, ELECT OFFICERS, ADOPT BYLAWS, AND SET STANDARD
QUARTERLY MEETING SCHEDULE
MOTION BY COMMISSIONER KIENOW, SECOND BY COMMISSIONER CARROLL,
CARRIED 5-0, to elect Commissioner Kardel to serve as Chair for a term ending June 30, 2016.
MOTION BY CHAIR KARDEL, SECOND BY COMMISSIONER TROUT, CARRIED 5-0, to
elect Commissioner Kienow to serve as Vice Chair for a term ending June 30, 2016.
Principal Analyst David reviewed the purpose and scope of the Commission, draft bylaws, and a
proposed schedule of standard quarterly meetings and responded to Commission inquiries.
During the course of discussion, it was agreed that the standard quarterly schedule should be
adjusted to hold a meeting in November of each year to discuss advisory body goals and to
coordinate communication points for the Annual Community Report meeting to be held in
January.
MOTION BY COMMISSIONER MULTARI, SECOND BY COMMISSIONER CARROLL,
CARRIED 5-0, to adopt the Citizens’ Revenue Enhancement Oversight Commission Bylaws, as
amended.
3. OVERVIEW OF FINANCIAL PLANNING AND LOCAL SALES TAX DECISION-
MAKING AND REPORTING
Budget Manager Lamers and Finance and Information Technology Director Padilla summarized
the City’s Financial Plan process and Comprehensive Annual Financial Report (CAFR) related to
Measure Y expenditures. Budget Manager Lamers distributed a copy of the recently adopted
Council Major City Goals, and Finance and Information Technology Director Padilla distributed
an excerpt of the CAFR, which are on file with the City Clerk.
In response to Commission inquiry, Assistant City Manager Codron and Finance and Information
Technology Director Padilla advised that staff will further explain methods of segregating
Measure G revenues/expenditures and improving transparency of accounting at the next meeting.
4. STAFF COMMUNICATIONS
Principal Analyst David reviewed the agenda forecast, noting that the Commission is scheduled to
meet in March 2015 to review new accounting methods for Measure G, and make recommendations
to Council on the use of Measure G funds in the 2015-17 Financial Plan.
The Commission requested that staff provide a summary of the community forum dot exercise
results and explain possible nexuses of proposed Measure G expenditures to language in the
ballot measure and local sales tax ordinance.
Revenue Enhancement Oversight Commission Minutes – January 26, 2015 Page 3
MOTION BY COMMISSIONER TROUT, SECOND BY VICE CHAIR KIENOW, CARRIED
5-0, to schedule the next regular Citizen’s Revenue Enhancement Oversight Commission for
March 16, 2015 at 5:30 p.m. in the Council Hearing Room.
5. COMMISSION COMMUNICATIONS
None.
ADJOURNMENT
MOTION BY COMMISSIONER CARROLL, SECOND BY COMMISSIONER TROUT, CARRIED
5-0, to adjourn at 6:59 p.m.
Anthony J. Mejia
City Clerk
Approved: XX/XX/15
Revenue Enhancement Oversight Commission
March 16th, 2015
FROM: James David, Principal Analyst
SUBJECT: REVENUE ENHANCEMENT OVERSIGHT COMMISSION (REOC)
PERFORMANCE MEASUREMENTS
RECOMMENDATION
1.Discuss how the REOC will measure effectiveness of the Commission.
2.Consider authoring Viewpoint as a way of informing the community on what the REOC
hopes to accomplish.
DISCUSSION
Purpose and Scope of the REOC
The REOC is an advisory body to the Council that provides important citizen oversight of local
sales tax revenues and expenditures. The codified charge of the REOC is to review the half-
percent sales tax revenues and expenditures, report on the City’s stewardship of this general
purpose tax, and provide recommendations directly to the City Council regarding expenditures of
these tax revenues as an integral part of the budget process. The REOC also aids in community
education and outreach about how much local sales tax is received and where that revenue is
being expended. REOC meetings are open to the public and serve as a venue for citizen
engagement.
Measuring Effectiveness
The REOC should consider how to measure the effectiveness of the Commission over time.
Based on the codified purpose of the REOC, the following categories may be appropriate
measurements:
1.Effectiveness of Reviewing
Completion of the following checks and balances annually:
•Local sales tax spending objectives are consistent with resources.
•Sources and uses are appropriately matched.
•Fiscal year-end expenditures reported in Comprehensive Annual Financial Report
meet local sales tax spending objectives.
•Actual spending is consistent with approved budget.
•The City is being equitable with local sales tax.
2.Effectiveness of Reporting
Attendance at Annual Citizen Oversight meeting.
Attendance at Annual Community Report hearing.
Number and quality of outreach events and educational activities.
Item 1
Measuring REOC Effectiveness Page 2
City of San Luis Obispo, Title, Subtitle
Number of pageviews and other analytics on REOC website.
Responses to online and mailed surveys.
Responses to the following questions posed in various citizen engagement efforts:
•Do residents feel fully informed about local sales tax revenues and expenditures?
•Do residents feel local sales tax is being used appropriately?
3.Effectiveness of Recommending
REOC’s recommended mix of local sales tax expenditures reflects the following:
•Community input.
•Alignment with Measure G language.
•Consideration of Major City Goals and Other Important Objectives.
•Available resources (past and present), as well as projected resources are considered.
The Commission should discuss and refine this list of Performance Measurements. Some of
these measures may also be effective dashboards in an online reporting system. Additional
discussion about development of tracking tools and dashboards for the community is included in
Item #3 of this agenda.
Authoring a Viewpoint
One of the REOC’s charges is to perform outreach and educational activities that inform
residents and community members. Chairperson Kardel suggests that a good starting point is to
submit a Viewpoint to the Tribune that details what the REOC hopes to accomplish. The full
Commission should consider this request, and, if there is majority support, the REOC should
decide if a subcommittee, an additional meeting, or delegation to staff or a volunteer from the
Commission is the preferred method for composing the Viewpoint.
CONCLUSION
It is important to have early discussions about the goals and objectives of the REOC since it is a
new Council advisory body. Performance measurements that help the community and REOC
gauge how effective the Commission is at achieving its purpose are also valuable. If the REOC
decides to move forward with a set of performance measurements, staff can provide the
Commission with a resolution for adoption at the next meeting.
Revenue Enhancement Oversight Commission
March 16, 2015
FROM: Michael Codron, Assistant City Manager
Jason Stilwell, Interim Director of Financial Planning
James David, Principal Analyst
SUBJECT: LOCAL REVENUE EXPENDITURE PLANNING
RECOMMENDATION
Discuss and provide Council with recommendations on the following local sales tax allocations
being considered in the 2015-17 Financial Plan:
1.Balance between operating and capital uses,
2.Which Measure Y operating costs should not continue as Measure G operating costs, and
3.The mix of capital uses based on preliminary list of Capital Improvement Projects.
DISCUSSION
How is local sales tax revenue allocated in the Budget?
The City’s 2015-17 financial planning process is well underway. One aspect of the financial
planning process is deciding how to allocate General Fund revenues from local sales tax. Local
sales tax expenditures have historically been categorized as General Fund operating costs or
capital costs. General fund operating expenses are for staffing and programs that provide
essential services and/or support capital project implementation. General fund capital expenses
are typically purchases, construction projects or debt service. A point of discussion in the past
has been the appropriate balance between operating and capital allocations of local sales tax
dollars.
The ordinance establishing the Revenue Enhancement Oversight Commission (REOC) plays an
important role in recommending to Council how local sales tax revenue should be programmed.
In making its recommendations to Council, the REOC may wish to consider (1) the balance
between operating and capital uses of local sales tax revenue, (2) which Measure Y operating
costs should not continue as Measure G operating costs, and (3) what mix of capital investments
should be made using local sales tax. Guidance on local sales tax spending should be taken from
the voter-approved Measure G language, Council adopted Major City Goals and Other Important
Objectives (Attachment 1), and public input received at the Community Forum (Attachment 2)
as well as other citizen engagement efforts.
Balance between operating and capital uses
The adopted City budgets that have included Measure Y funding reflect a historic balance
between allocation of Measure Y revenue for capital projects and operating expenditures.
Cumulatively, the balance has been sixty-percent capital and forty-percent operating, although
individual years have varied. This balance has not been set as a policy target, but rather, it
reflects the result of the decisions made by the City Council to allocate these funds over time.
Item 2
Local Revenue Expenditure Planning Page 2
City of San Luis Obispo, Title, Subtitle The following pie charts illustrate the balance between cumulative operating and capital
expenditures of local sales tax revenue at the end of fiscal year 2012 and 2013:
This pie chart illustrates the balance between operating and capital uses for the most recent
individual fiscal year (2013-14):
One opportunity for the REOC to provide a budget recommendation to Council on local sales tax
expenditures is to consider whether there should be a guideline on the balance of future
allocation of funds between capital and operating uses. If so, the question of how to measure the
guideline and on what basis could help inform the recommendation.
Operating
46%
Capital
54%
Measure Y Uses FY 2013-14 -$5.3 Million
Examples:
Parks
Traffic Congestion Relief
Open Space Preservation
Infrastructure Maintenance
& Improvements
Examples:
Police Services
Fire Prevention &
Training
Creek & Flood
Protection
Local Revenue Expenditure Planning Page 3
City of San Luis Obispo, Title, Subtitle How should the guideline be measured? By percent or
by dollar amount? For example, the first $5,000,000
should be allocated to capital. Or 60% of the total
should be allocated to capital.
What is the basis for the guideline? A primary focus has
been on capital costs compared to operating costs.
Additional reporting has included expenditures by
category. For example, the amount allocated to
infrastructure maintenance, streets, open space, public
safety, and neighborhood wellness are also reported.
Other potential categorizations could be:
• long-term compared to short term,
• staffing compared to non-staffing,
• expenditures that reduce future costs, or
• other categorizations as determined by the
Commission such as per City Council goal.
Measure G has been authorized by voters for an eight-
year period and may generate more than $60 million in
funding. It amounts to about 13% of the City’s annual
General Fund revenue. Consideration now of a strategy
for prioritizing the use of the funds could provide focus
on investment during the duration of the tax and better
prepare for its expiration. In addition, it is important to
keep in mind that operating costs grow over time due to
compensation increases (as when an employee earns wage increases), increases in the costs of
benefits (such as pension cost increases), and negotiated cost of living adjustments (to counter
the effects of inflation and as necessary to provide competitive wages consistent with the City’s
compensation philosophy). Therefore, having a guideline for operating cost expenditures allows
the City to make adjustments as needed to maintain an appropriate level of capital expenditure
over time.
Operating costs carrying forward from Measure Y
Staff is also asking the REOC to consider if any operating costs currently funded by Measure Y
should not continue to be funded by Measure G. There are three considerations the REOC should
make in discussing this issue and providing a recommendation to the City Council:
1. The desired balance between capital expenditures and operating expenditures in the
overall portfolio of Measure G spending, as discussed in the previous section.
2. The changes necessary to pivot from Measure Y to Measure G.
3. New operating costs that should be funded by Measure G to reflect Major City Goals and
community priorities as expressed during the Community Forum.
The ballot measure language and the stated purpose of the Ordinance (SLOMC 3.15.020) differ
slightly between Measure Y and Measure G. The following table compares Measure Y and
Measure G purpose statements.
Recommend guideline for
Measure G spending?
Yes No
Discretion
within
ballot
language
How should
the guideline
be measured?
% $
Capital vs. operating
Example: infrastructure vs. services
Type of use
Examples: public safety, neighborhood
wellness, transportation, open space
Reduce long term costs/
Provide future cost savings
Ex: pay debt now & avoid future payments
Other
Example: Council Goals
Local Revenue Expenditure Planning Page 4
City of San Luis Obispo, Title, Subtitle
Measure Y – Purpose Measure G – Purpose
SLOMC 3.15.020 A (2007). To protect and
maintain essential services – such as
neighborhood street paving and pothole repair;
traffic congestion relief; public safety,
including restoring eliminated traffic patrol,
Fire Marshal and fire/paramedic training
positions; flood protection; senior citizen
services and facilities; neighborhood code
enforcement; open space preservation; and
other vital general purpose services…
SLOMC 3.15.020 A (2014). To protect and
maintain essential services and facilities —
such as open space preservation; bike lanes,
sidewalks and other traffic congestion relief
projects; public safety; neighborhood street
paving and code enforcement; flood protection;
senior citizen programs including services and
facilities; and other vital general purpose
services and capital improvement projects…
The statements above are very similar. However, some of the items included in the Measure Y
purpose statement have already been accomplished. These include restoring eliminated traffic
patrol, the Fire Marshall, and fire/paramedic training positions. In addition, there is a greater
emphasis on facilities and capital improvement projects in the purpose for Measure G.
Attachment 3 includes a complete list of operating costs currently supported by Measure Y. At
this time, staff is recommending that the REOC recommend to the Council that three positions
(Traffic Sergeant, Fire Marshall, and Deputy Fire Chief (Training Officer)) no longer be tied to
Measure G. Funding for these positions would continue through the General Fund. Staff is also
recommending that the REOC consider any additional changes in costs tied to Measure G needed
to achieve the desired balance between operating and capital expenditures.
Mix of capital uses based on preliminary CIP list
The following chart details potential capital expenditures using local sales tax dollars in the
2015-17 Financial Plan. These high-level categories are based on language in the Measure G
ordinance, and include various capital improvement projects (CIP) identified as high-priority by
an internal staff CIP review committee.
Local Revenue Expenditure Planning Page 5
City of San Luis Obispo, Title, Subtitle The proposed projects that form the basis of this chart are only preliminary and subject to
change. Additional internal review is in progress, and the Council will complete final review in
June. Furthermore, there are additional funds available from last year’s Measure Y revenue, and
this year’s MeasureY/G revenue, which may be allocated to some of the projects on the 2015-17
preliminary CIP list. This may change the mix of capital uses going forward. Lastly, the total
dollars in this chart equal 60 percent of forecasted Measure G revenue for 2015-17 (total
Measure G revenue forecast = $14.5M for next two fiscal years, so 60 percent capital
expenditures = $8.7M). If the REOC and/or Council decide on a different balance of capital
versus operating expenditures, the mix of capital uses will change accordingly. Nevertheless, the
chart is meant to provide an overview of staff work to date on identifying potential capital
investments using local sales tax revenue.
CONCLUSION
The REOC plays an important advisory and oversight role to the Council by reviewing, reporting
and recommending on local sales tax revenues and expenditures. Based on the level of
community support in renewing the local sales tax (70 percent of the vote), it appears that
citizens feel staff and Council have done a sufficient job allocating local sales tax revenue at the
project level. While the REOC may consider tracking expenditures at the project level, staff does
not feel the role of the REOC is to recommend for or against specific project or program
proposals (with some exceptions). Instead, staff has presented a high-level approach to
considering local revenue expenditure planning that can frame the REOC’s recommendations to
Council in advance of their Strategic Budget Direction hearing on April 21st. If the majority of
the REOC members wish to review the draft local revenue expenditure plan and make
recommendations on a project-by-project basis, another meeting will need to be scheduled within
the next two weeks.
ATTACHMENTS
1. Press Release about Major City Goals and Other Important Objectives
2. Public Input from the 01/13/15 Community Forum
3. Measure Y Funding Detail (2013-15 Financial Plan Supplement)
City of San Luis Obispo, News Release
The City of San Luis Obispo is committed to including persons with disabilities in all of our services, programs
and activities. Telecommunications Device for the Deaf (805) 781-7410.
DATE: January 24, 2015
RELEASE: Immediate
CONTACT: Katie Lichtig, City Manager 805-781-7114
COUNCIL SETS GOALS FOR 2015-17
Results of Council Goal-Setting Workshop on January 24, 2015
The City of San Luis Obispo is in the process of developing the 2015-2017 biannual
financial plan. A key component of the process is soliciting community input into the priorities
for the upcoming two fiscal years.
Following extensive community outreach, including advice from all of the City’s
advisory bodies, nearly 800 survey responses from the City’s “Community Budget Bulletin,”
and input from approximately 400 attendees at the January 13, 2015, Community Forum, the
Council met all day on Saturday, January 24, 2015, to set goals for 2015-17.
In a constrained fiscal environment and multiple competing requests, the City Council’s
goals emphasize open space protection and maintenance, multi-modal transportation, and
housing. The City Council also recognized the importance of addressing other community
needs and identified neighborhood wellness, Laguna Lake restoration, fiscal responsibility, and
a focus on the downtown as other important objectives to allocate resources to during the 2015-
17 financial planning period. The full text of these goals, along with photos of the workshop, are
attached.
After the session, City Manager Katie Lichtig said, “The Council had a difficult job
today to distill the broad community input into clear and focused objectives. They have
requested City staff develop more detailed work plans, which will be presented to the City
Council in April. The deliberation today will be reflected in those plans. I believe they struck a
balance by establishing Major City Goals that clearly focused on priorities and core services that
are important to the community.”
The goal setting session followed the January 13, 2015, Community Forum held to
solicit input into the direction the City should head in the upcoming fiscal year. The standing
room only crowd of over 400 people at the Community Forum provided their thoughts and
testimony to the City Council on a variety of topics. The evening concluded with the attendees
voting on their top priorities by placing colored dots on the sheets capturing the night’s
comments. Photos from the forum are attached.
The community forum and goal setting workshop are important steps in the City
Council’s adoption of major city goals. The major city goals guide the development of the
Attachment 1
City of San Luis Obispo Goal Setting Press Release January 24, 2015
2015-2017 financial plan which is scheduled to come before the City Council in the upcoming
June for adoption prior to the beginning of the next fiscal year which begins on July 1.
Next Steps. City staff will return with detailed work programs for the Council’s
consideration in implementing these goals on April 21, 2015. The Council will also provide
“strategic budget direction” at that time. This will be followed by issuance of the Preliminary
2015-17 Financial Plan on May 29, 2015.
For More Information. Please call Katie Lichtig, City Manager, for added information
about the goal-setting workshop and the City’s budget process at 781-7114.
Attached:
Photos from 1/13/15 Community Forum, and 1/24/15 Goal Setting Workshop
Full Text of the 2015-17 Major City Goals
###
City of San Luis Obispo Goal Setting Press Release January 24, 2015
City of San Luis Obispo Goal Setting Press Release January 24, 2015
City of San Luis Obispo Goal Setting Press Release January 24, 2015
City of San Luis Obispo Goal Setting Press Release January 24, 2015
MAJOR CITY GOALS
SUMMARY
MAJOR CITY GOALS
These represent the most important, highest priority goals for the City to accomplish over
the next two years, and as such, resources to accomplish them should be included in the
2015-17 Financial Plan.
Community Development
Open Space Preservation. Protect and maintain open space.
Housing. Implement the Housing Element, facilitating workforce, affordable, supportive
and transitional housing options, including support for needed infrastructure within the
City’s fair share.
Transportation
Multi-Modal Transportation. Prioritize implementation of the Bicycle Master Plan and
improve and maintain bicycle, pedestrian, and transit facilities.
OTHER IMPORTANT OBJECTIVES
Goals in this category are important for the City to accomplish, and resources should be
made available in the 2015-17 Financial Plan if possible.
Community Development
Neighborhood Wellness. Improve neighborhood wellness, work with residents, Cuesta, and
Cal Poly; increase public safety, code compliance, and collaborative solutions.
Laguna Lake Restoration. Initiate implementation of the Laguna Lake Natural Reserve
Conservation Plan.
Downtown. Adopt a Downtown Concept Plan, develop a plan for expansion of Mission
Plaza, and improve safety, infrastructure, and maintenance in the Downtown.
General Government
Fiscal Sustainability and Responsibility. Implement the City’s Fiscal Responsibility
Philosophy with a focus on the reduction of unfunded liabilities.
Summary of Community Forum Results Attachment 2
PUBLIC COMMENTS
Over 400 members of the community participated at the Community Forum held on
January 13, 2015, at the Ludwick Community Center. The community members were
provided with three key ways to share their ideas with the Council and each other:
1. Public Comments. Participants were provided an opportunity to share with the
Council what they were proposing, why it was important and how it might be
accomplished.
2. Voting with “Dots.” Using the public comments recorded on flip charts and posted
on the walls as the “ballot,” participants were provided with 12 “dot stickers” (6
green and 6 orange) to place on the sheets to “vote” for ideas that they felt should be
the top priorities for 2015-17. The green dots indicated a vote for overall goal
priorities and the orange dots indicated a vote for Measure G priorities. The
information provided in this report reflects the number of dot “votes” received, not
necessarily the number of individuals voting on the idea.
3. Supplemental Comments. Participants were also provided with half-page “sticky
notes” to submit supplemental comments to the public input. This provided
community members uncomfortable with public speaking an opportunity to share
their ideas.
RESULTS SUMMARY
The following pages summarize the results of each of these participation opportunities:
public comments; “voting with dots;” and supplemental comments. Wherever practical,
staff added the votes per topic areas to provide a summary of the top priorities, emerging
from the forum, to create the chart below.
1
Summary of Community Forum Results Attachment 2
PUBLIC COMMENTS
89 people submitted Speaker Cards and there were 59 speakers who presented their
recommended goals, summarized by topic as follows:
Public Comment Summary By Topic # of speakers
•Homelessness and housing 9
•Neighborhood wellness 7
•Bicycle transportation 6
•Infrastructure funding 5
•Clean energy/climate action plan 4
•Trails and open space 4
•Laguna Lake 4
•Pension Funding 3
•Downtown Economic Development Issues 3
•Pickleball courts 2
•Tennis court lights 2
•La Loma Adobe restoration 1
•BMX in Santa Rosa Park 1
•Senior Center 1
•Public funding of elections 1
•Sinsheimer Stadium upgrades 1
•South Broad Street expansion project 1
•Billboard removal 1
•Freedom 1
•Public Safety 1
•Jack House bay window restoration 1
2
Summary of Community Forum Results
“VOTING WITH DOTS”
Results Summary: “Voting with Dots”
Green
Dots
Orange
Dots
FUNCTION: COMMUNITY DEVELOPMENT
Topic Area: Neighborhood Wellness 100 80
• Effective enforcement & financing to support 6 8
• Establish a nuisance noise standard 6 3
• Set density limits for bars downtown 19 16
• General Wellness (Post-it): 5 3
o Issue more citations
o Charge four times the amount of current fines
o Moratorium on selling houses to investors – homeowner
residents only
o Have landlords post signs inside rentals about good neighbor
behavior
o Arrest noisy drunken students, not just ask them to walk home
• Continue Neighborhood Wellness goal 8 6
• Encourage Cal Poly to house students on campus 38 30
• Neighborhood stability 3 1
• Increase peace and quiet 5 2
• More Police/Neighborhood Specialists 10 11
Topic Area: Economic Development & Infrastructure 17 13
• Focus on Economic Development & Infrastructure 17 13
Topic Area: Housing 142 119
• Housing Supports Businesses 4 0
• Diversity of Low Income Community (Vets, Seniors, etc.) Housing
Needs 16 20
• Mayor’s Challenge Provide Housing For Homeless Veterans 16 14
• Build & support new sustainable/mixed-use villages in our city.
Support efforts to save/reuse water, renewable energy, connectivity
paths, walkability, more transit connectivity & stops, add trees, food
forests, and interesting outdoor discovery places for children. Love
You SLO! 2 0
• Fund infrastructure costs ($1 Million for each Specific Plan) to support
workforce housing 39 31
• Need housing that people can afford (both own & rent) – diverse 50 39
• Increase amount of workforce housing 15 15
Topic Area: Rental Inspection Program 17 7
• Oppose Rental Inspection Program 17 7
Topic Area: Urban Forest 1 0
• Due to drought, City trees are damaged & dying - consider addressing. 1 0
3
Summary of Community Forum Results
“VOTING WITH DOTS”
Topic Area: Mission Plaza Extension 0 1
• Complete Mission Plaza extension – Broad Street to Nipomo; Broad
“dogleg” improvements - partner with Art Center and History Center
to complete expansion. Pursue completion of “Cultural” District as
illustrated in Downtown concept Plan. 0 1
Topic Area: Billboards Along Highways – Implement Program to
Remove 29 37
Topic Area: Downtown 88 45
• Update Downtown Concept Plan 22 16
• Historic Preservation 12 2
• Maintain Downtown as center for employment, cultural, retail, &
housing uses – Heart of the City 54 27
Topic Area: Homelessness 80 88
• Sunny Acres/Sober Living in County 28 34
• Need Housing for Homeless/Implement Housing Element 21 27
• Homeless Services 31 27
Topic Area: CDD Misc. 12 2
• Streamline Permit Process & Lower Fees 7 1
• Update City Zoning Code 2 0
• Build up w/rooftop uses (private/public gardens/restaurants) 3 1
FUNCTION: TRANSPORTATION
Topic Area: Bike And Pedestrian Improvements 352 415
• Commit Funding To Significant Projects & Staffing In The Bike Plan 23 33
• Completion Of Railroad Safety 21 22
• Bike Boulevards 30 26
• Class 1 Bike Trail At Prado 15 21
• Cycle Track At Madonna 6 7
• Full Time Bike Coordinator 13 19
• Make SLO Better Biking – 120 Total Recommendations 5 10
• Complete Bob Jones Trail City To Sea Next 3 Phases 58 71
• Lower Rent For Bike Coalition Offices 13 32
• Crosstown Connected Bike Lanes (Especially For School
Connections) 55 62
• Safer Streets At Bishops Peak, Pacheco Schools, Broad & Foothill 41 46
• Safer La Entrada Intersection 3 6
• Safer Ferrini Intersection 12 16
• Safer Bike Boulevard Connection 11 4
• Bike And Walking Paths For Citizens Of All Ages 45 40
• Tank Farm, Buckley, Prado – Improve Pedestrian And Vehicle Safety 1 0
4
Summary of Community Forum Results
“VOTING WITH DOTS”
Topic Area: Infrastructure Improvements 2 5
• Pave Palm Street/East Santa Rosa & Palm Street/Pepper Street 2 5
Topic Area: Transportation Planning 13 8
• Comprehensive Environmental Impact Report Of Prado Road Project 13 8
Topic Area: Transit 4 5
• Redesigning Transit System To Encourage “Choice” Ridership And
Extend Routes South Of City (Airport) 2 2
• Increase Frequency Of Service To Downtown 1 1
• Incorporate Real Time Data And Other “Smart City”
Connections/Principals Into The Transit And Parking Systems 1 2
FUNCTION: LEISURE, CULTURAL, & SOCIAL SERVICES
Topic Area: Laguna Lake 346 267
• Implement Laguna Lake Conservation Plan a.s.a.p 105 81
• Sediment removal should be made a Major City Goal 73 47
• Critical habitat loss for birds during drought 42 34
• Diverse (neighbors and residents) support the care of the lake 19 18
• Improvements now will improve recreation, natural resources 66 67
• Do not set up an assessment district. The whole city should pay. 41 20
Topic Area: Jack House 2 6
• Fund a portion of the elevator remodel at Jack House to complete
its historic restoration 2 6
Topic Area: Sinsheimer Tennis Courts 69 72
• Light the tennis courts at Sinsheimer Park. Allows play by workers
and students at night, especially in winter. 69 72
Topic Area: BMX at Skate Park 85 42
• Let bikes in Santa Rosa Skate Park 85 42
Topic Area: Diamond Sports 18 15
• Promote healthy and active lifestyles by partnering with local
organizations to maintain Sinsheimer Park stadium and fund
design and construction 18 15
Topic Area: Open Space 154 183
• Incorporate mountain bike specific trails 19 24
• Continue support of ECOSLO docents and SLO stewards 2 2
• Treat open space and trails as infrastructure and budget for repairs and
maintenance 19 32
5
Summary of Community Forum Results
“VOTING WITH DOTS”
•Open Space should be a major city goal 27 17
•Trail signs, parking lots, signage and other amenities should be
maintained and improved
•Protect and enhance city open space 57 54
•Support Miossi & Ahern acquisition 20 29
•Support Irish Hills 8 23
•Keep access open during LOVR traffic changes 2 2
Topic Area: Restore La Loma Adobe 27 17
•Friends of La Loma Adobe and city work to create a MOU & lease
agreement to facilitate preservation & restoration of adobe. 27 17
Topic Area: Kids 3 3
•Provide children with positive programs for gang diversion 3 3
Topic Area: Seniors 22 39
•Make the senior center a priority in the 2015-17 Financial Plan 16 33
•Complete a needs study of the center to better understand future
needs 6 6
Topic Area: Pickle Ball 15 14
•Construct pickle ball courts in SLO 13 12
•Convert under used areas in parks 2 2
FUNCTION: GENERAL GOVERNMENT
Topic Area: Pension Reform 116 37
•Control benefit costs.36 6
•Pay down pension debt.80 31
Topic Area: Elections 48 33
•Publicly-funded elections.14 13
•Establish campaign finance laws.34 20
Topic Area: Economic Development Plan 76 83
•Implement next phase of Economic Development Plan.14 12
•Establish infrastructure investment fund in the City to make consistent
investments in needed Capital Projects (significant dollar initial
investment).
44 49
•For investment fund, prioritize in the south portion of the city.3 8
•Needed infrastructure in Chevron project which is beyond developer
responsibility needs to be funded by the City.7 2
•Support high-density housing in south part of city.8 12
Topic Area: Miscellaneous 6 5
•Restore respect for the Constitution.0 2
•Invest locally, not in outside entities.6 3
6
Summary of Community Forum Results
“VOTING WITH DOTS”
FUNCTION: PUBLIC SAFETY
Topic Area: Fire Department 10 33
• Give opportunities for certificate training. 10 33
Topic Area: Police Department 44 65
• Support Police Department. 24 34
• Police enforcement
20 31
FUNCTION: PUBLIC UTILITIES
Topic Area: Clean Energy 266 121
• Support the formation of an alternative energy district (clean energy)
and the staff to support it 238 104
• Continue to Invest in climate action plan; for example: Clean Energy
and Solid Waste Recycling 28 17
Topic Area: Infrastructure 35 49
• Investment fund (Water/Sewer related 31 37
• Extend sewer/water to Sunny Acres 4 12
Topic Area: Water Resource Recovery Facility 6 1
• WRRF: Support plant/Tour It 6 1
7
Summary of Community Forum Results
“POST-IT” COMMENTS/CONCERNS
FUNCTION: COMMUNITY DEVELOPMENT
Neighborhood Wellness:
Living on Palm Street between Toro and Johnson, get lots of bar foot traffic. The volume
of just their talking when returning from bars at 11:30 – 2:30 on Thursday, Friday,
Saturday nights is very loud. Wish they would be ticketed for disturbing the peace.
People who want to live here permanently are forced out of their neighborhoods due to
noise that is mostly caused by students who only are here for three or four years.
Build a pedestrian bridge over South Broad Street between South Street and Orcutt Road.
Downtown:
Temporary Parklets Downtown – More creative public spaces in general.
Infrastructure Repairs (IN NEIGHBORHOODS – NOT JUST DOWNTOWN):
1. Curbs that are crumbling and breaking off
2. Bricks that are coming loose on crosswalks on Marsh Street
3. Streets all over the City that have potholes
Homelessness:
The City needs to plan and budget for job training for the homeless. Making the
homeless participating members of the City will be a great accomplishment.
FUNCTION: LEISURE, CULTURAL, AND SOCIAL SERVICES
Tennis Court Lighting
To the City Council: As a newcomer to San Luis Obispo, I am amazed at the amazing
outdoor and active opportunities the City has to offer. I have recently started playing
tennis again after not having played for almost 20 years. I strongly support having lights
at Sinsheimer so that I can play in the evening after work and enjoy a sport I loved and
love.
Dear City Council, My friends and I are huge tennis fans and love playing at Sinsheimer.
Unfortunately, the park doesn’t have lights for us to play after work. Please support this
cause. Adding lights is a low cost venture and would better recreation in the community.
Add lights to Sinsheimer tennis courts. 137 people responded positively. Tennis is the
only sport that has no lights in City parks. Very cost effective. Read the report!!!
To whom it may concern: please give us tennis players lights. We would like to play
through our winter but cannot because of no lights.
8
Summary of Community Forum Results
“POST-IT” COMMENTS/CONCERNS
Players can help pay for this with key cards purchased from City. Lights could be shut
off automatically at 9:00 or 10:00. City has lights for baseball, softball, soccer,
basketball, volleyball, roller hockey, and horseshoes, but NOT for tennis!
Add lights to Sinsheimer Park tennis courts! Why? Because there is no publicly lighted
tennis courts and the demand is there!
Tennis courts – ideally increase number of public courts and build with lights. But if that
is not possible please light the six Sinsheimer courts.
Lighted public tennis courts are a real benefit to working adults who need to exercise and
unwind at the end of the day.
Sinsheimer tennis lights – there are no adequate lighted public tennis courts in SLO
unlike every other city in the county. For about $125k, we can install a modern lighting
system that will extend and enhance tennis play time for everyone. It’s much more cost
effective than building new courts.
Please lights for our tennis courts.
Please put lights up at Sinsheimer for night time tennis enthusiasts.
As a 20 year resident of SLO I feel the community is being underserved by the lack of
adequately lit tennis courts. For nearly 5 months of the year the tennis community cannot
use our public courts after work hours. Local tennis players are forced to travel to nearby
towns or abstain from playing during the week. For an active, health conscious
community, SLO deserves well lit public courts.
Light Sinsheimer tennis courts. Play time after school and work for people who can’t
join the country club. Play tennis not video!
We need lighted courts. Better to play tennis at night than getting drunk at the bars
downtown!
BMX Bicycles at the Skate Park
I don’t ride BMX but I think allowing BMX bikes into Santa Rosa Park would be a wise
decision on the City’s behalf. It will cost the city nothing and save money simultaneously
by giving riders a place to practice their sport that that does not affect public and private
property. It is also a sport! Sports promote healthy lifestyles, as well as cycling which is
unique in combining exercise, utility, transportation and “green” living. I believe SLO is
all about those topics! (so let bikes in!)
As part owner of Flanders Bicycle, a bicycle shop in San Luis Obispo, I support the
inclusion of bicycles in the Santa Rosa Skate Park. There are many kids and adults who
ride BMX bikes and have nowhere to legally ride. They get kicked out of schools and
9
Summary of Community Forum Results
“POST-IT” COMMENTS/CONCERNS
parks. We currently have to drive clear to Greenfield, Monterey, or all the way to places
like Orange County, to ride our bikes the way we like to. The Atascadero Skate Park is
great, but is very inconvenient for families with children who need to be bed at a
reasonable time. Just as we travel to ride our bikes, there are many people who would
travel from out of the area, bringing money to local businesses.
I have been a resident of Arroyo Grande since I was 7 years old. I am now 21 years old
and operate a toy company in Grover Beach. I am grateful and excited to see that my tax
dollars have helped build a wonderful Skate Park. I ride BMX just as much as I
skateboard. Not allowing bikes won’t keep them out of the park. It will promote
discrimination from skaters. BMX bikes can be required to use plastic pegs and bar ends
as to not damage the facility. This requires no money to put into effect. There is
obviously a thriving BMX community that deserves to use a park they helped pay for.
Dear City of San Luis Obispo, I spoke on behalf of the BMX community for allowing
BMX bikes into the Santa Rosa Park. I would love to continue to work together the best
we can.
Thank you for your time, unfortunately we were cut short and did not get to finish. As of
8:30 we have collected 1,167 signatures protesting banning BMX in the park. Many of
these kids are in elementary, Jr High, and high school and cannot attend. Our group is not
requesting funding, simply we are requesting fair use of an existing facility PERFECTLY
designed for BMX. What our goal is tonight is to educate you on what we do and get an
idea of what needs to be done to change this policy. BMX & skateboards are a lot like
other sports, baseball and softball are a great example. They use the same field just in a
different way. BMX & skateboards co-exist throughout the county. In SLO alone there
are 7 (or 8) bicycle shops vs. two skate shops. I personally work for Wally’s Bicycle
Works on Higuera St. The potential economic benefits are huge. Myself and the group
representative traveled through Europe with our bikes for 5 weeks just to ride new parks.
Just as we did, BMX riders from Europe and the rest of the world do the same. This
brings money to hotels/motels, restaurants, bike shops, etc. It also provides an alternate,
safe recreational opportunity for kids and adults. There are risks associated with
everything, from walking down the street to riding a bike. We have been contacted by the
city at one point to discuss the issue and the person responsible did not follow through.
We contacted the party again as was stood up. We would love to gain the same
opportunities as other groups. All of us here attended meetings, went to fundraisers, and
pay our taxes (Measure Y). Recently we have helped make Atascadero, Paso, and
Templeton multi-use friendly. We plan to do the same here in SLO. Alternative solutions
would only cost additional money and be completely unnecessary. A facility exists, the
rules are just unacceptable. Thanks you!
I have grown up riding BMX bikes, and it has really helped shape the person I am today.
BMX bike riding is a sport as well as an art form. I believe BMX bikes and skateboards
can have a great impact on kids’ lives in a positive way. The San Luis Skate Park can
play a key role in keeping kids from riding in the street and downtown area. If there are
any issues with BMX bikes being allowed in the Santa Rosa Skate Park, please let me
10
Summary of Community Forum Results
“POST-IT” COMMENTS/CONCERNS
know and I will do what I can to work with you as well as the BMX community to work
something out.
I am a 3rd year Cal-Poly student. My family has lived in SLO for 15 years, my family has
paid the ½ cent sales tax since it was passed in Measure Y in 2006. Their tax money went
towards the construction of the skate park and now I won’t be able to use it. I ride BMX,
I do not ride skateboards. I do not know how to ride a skateboard. Allowing BMX in the
park will allow an area for youth to hangout and ride their bikes instead of using drugs
and alcohol. We aren’t asking for money or donations, we are just asking for a change in
the policy. Two BMX locations were destroyed in the last month because they were built
in illegal areas. There are no locations in San Luis Obispo to legally ride BMX bikes.
Another issue is if a parent has two kids, one which skates, and one which rides BMX,
the parent will not be allowed to have both their kids ride in the park because the child
who rides BMX will not be allowed entrance. The BMX community has brought me
many lifelong friends who I have shared many memories with. Let’s allow more kids to
join the community and meet new friends and experience many fun memories. When I
was little, my brother rode skateboards and I rode BMX. Luckily our local skate park
allowed both in the park so our parents could take us there together and not one of us
watch from the fence. BMX in the park will create a great young generation of friends in
SLO. Thanks!
I strongly agree BMX bikes should be allowed into Santa Rosa Skate Park. I believe it
would benefit the young riders in the community, give them something positive to do,
keep them out of trouble and away from drugs. I understand the insurance issue but
believe an understanding can be met as many other counties have: different hours for
bikes; restrictions on pegs, mandatory plastic bar ends; waivers. I have a hard time seeing
how an insurance policy can’t be afforded, considering the cost of the park itself. If that’s
the case, I am sure the funds can be met privately through donations and funding. Thank
you very much.
We don’t want funding. We don’t need anything built. We are simply asking that an
unjust and biased rule be changed. There are 8 bike shops in SLO. There are 2 skate
shops. BMX being allowed in the skate park will bring in more revenue than skaters.
BMX uses the SAME facility that skates use everywhere else in the world...why not in
SLO? Don’t exclude BMX riders please, they are people/kids too! Thanks you.
Laguna Lake
Please improve the dog park area at Laguna; e.g, a fenced area for small dogs.
I have lived in San Luis Obispo for more than half of my 92 years. I remember when my
grandson, now age 42, fished in Laguna Lake. I would like to live to see my great
grandson, age 10, fish in Laguna Lake.
Restore the eco system at Laguna Lake with a canal like the railroad did, 1884 for steam
engines.
11
Summary of Community Forum Results
“POST-IT” COMMENTS/CONCERNS
We support dredging at Laguna Lake!
Pickle Ball Courts in SLO
Many areas in the City of SLO with paved surfaces can be used for Pickle Ball set up.
Also some tennis courts can be lined with additional area for Pickle Ball.
Open Space
City Farm! Keep access open during LOVR traffic changes. Thank you, City of SLO, for
creating City Farm.
Build mountain bike specific trails on existing open space. Early stage planning for
mountain bike specific trails on newly acquired open space.
SLO’s open space & trail system is a boon to hikers, runners, mountain bikers, and
equestrian users. Open Space trails help make SLO the great place it is. Building
mountain-bike specific trails in the City open space would increase access to healthy
outdoor activities & support our great trail community.
FUNCTION: TRANSPORTATION
Provide more painted-in bike lanes like the one at Frank’s Hotdogs on California;
especially at major intersections. Painted-in bike lanes at multi-lane intersections like
LOVR from Madonna to Hwy 101, both north and south bound would make streets safer
for bike riders.
FUNCTION: GENERAL GOVERNMENT
• Pismo Street safety issue: Hillside between Chorro and Morro is
eroding and has been blocked off for 5 years. It’s ugly, a loss of
downtown parking, and a safety risk.
0 1
• Maintenance of public restrooms downtown / Mission Plaza
restrooms
3 12
FUNCTION: PUBLIC SAFETY
Safer streets and sidewalks / prioritize repairs.
On behalf of myself and my family, I ask that we support safer bikeways. Both another family
member and myself have been hit by cars – my family member was almost killed and spent a
week in intensive care in 2011.
12
Summary of Community Forum Results
“POST-IT” COMMENTS/CONCERNS
Bring Police salaries and benefits in line with all Police services in the County of San Luis
Obispo.
FUNCTION: PUBLIC UTILITIES
Subtopic: SLO City can be the front runner in taking action to mitigate climate change. We were
the leaders in eliminating smoking in our buildings. We were the leaders in banning the
environmental nightmare of plastic bags. We love our clean and safe environments. It is the
perfect time to put all climate change issues at the top of our priority list
Subtopic: Develop portions of Tank Farm (Chevron) Site with “Clean Energy” components;
Wind Turbines, Solar, etc.
FUNCTION: OTHER
•Topic Area: SLO HOTHOUSE – INCUBATOR FOR SLO
STARTUPS : Launch startups which grow in SLO and create Jobs,
supporting economic development.123 123
13
MEASURE Y FUNDING DETAIL - REVISED FOR SUPPLEMENT
The uses of Measure Y revenues for 2013-15 in funding operating programs and capital improvement
plan (CIP) projects are aligned with top Council goals and objectives, and closely match projected revenues.
Revised 2-Yr
13-14 Revised 14-15 Revised 13-14 Revised 14-15 Revised Total
Preservation of Essential Services
Public Safety
Police Services
Traffic Sergeant 181,330199,743 381,073
Patrol Officer 177,654175,639 353,293
Police Sergeant 200,199197,411 397,610
Daytime Downtown Patrol Officers 310,400351,280 661,680
Police Marked Patrol Sedans 172,800175,600348,400
Public Safety Mobile Data Computers 184,500188,000372,500
Fire Prevention, Training & Emerg. Preparedness
Fire Marshal 140,796144,728 285,524
Training Officer or 1 FTE 176,687223,629 400,316
Administrative Assistant - Fire training 82,17382,064 164,237
Extrication Equipment - Fire Engines 60,400 60,400
Fire Engine Replacements (2): Debt Service 128,920247,503376,423
Quickest Route Software 20,600 20,600
Fire Station #2 Remodel 2,70027,80030,500
1,269,2391,374,494569,920638,9033,852,556
Maintenance Services
Streets, Sidewalks and Traffic Signal Operations
Streets Maintenance Worker 80,73576,808 157,543
Signal & Streetlight Tech 100,101100,247 200,348
Creek & Flood Protection 316,400450,000766,400
Storm Water Code Enforcement Officer 96,67945,254 141,933
Storm Water Collection Operators (2 FTE)184,580178,672 363,252
Sweeper Operator 78,40069,898 148,298
Storm Water Management Plan Implementation169,400162,000 331,400
Parks Maintenance Worker 76,58177,837 154,418
Playground Equipment Replacement 310,000
City Facility Parking Lot Maintenance 350,000
Replace Park Pedestrian Lighting 50,000
Restroom Replacement and Remodeling 290,00060,000
Sinsheimer Stadium Stair Replacement 20,000120,000
Project Management & Inspection
Field Engineering Inspector II/III 108,030113,253 221,283
894,506823,969936,4001,030,0003,684,875
Neighborhood Wellness
Enhanced Building & Zoning Code Enforcement
Building Code Enforcement Officer 91,94096,771 188,711
Permit Technician (.25 FTE)21,50121,497 42,998
Student Neigborhood Assistance Program 53,07953,079 106,158
Neighborhood Code Enforcement Specialists (2 FTE)139,183147,368 286,551
305,703318,715 624,418
Transportation (Mobility and Safety)
Traffic Safety Report Implementation 25,00025,00050,000
Traffic Operations Report Implementation 30,00030,000
Traffic Sign Maintenance 40,00040,000
Bicycle Facility Improvements 100,000100,000200,000
Neighborhood Traffic Improvements 20,00020,00040,000
Traffic Engineer 92,520100,351 192,871
92,520100,351175,000185,000552,871
Operating Programs CIP
A-19
Attachment 3
MEASURE Y FUNDING DETAIL - REVISED FOR SUPPLEMENT
Revised 2-Yr
13-14 Revised 14-15 Revised 13-14 Revised 14-15 Revised Total
Open Space Preservation
Open Space Acquisition 200,000200,000400,000
Ranger Services Staffing59,30057,028 116,328
Open Space Wildfire Fuel Reduction5,0005,000 10,000
64,30062,028200,000200,000526,328
Infrastructure Maintenance and Improvements
Santa Rosa Skatepark 1,226,3001,226,300
Street Reconstruction & Resurfacing 1,400,7001,174,3002,575,000
Downtown Renewal 608,500608,500
Central Irrigation Controller Replacement 163,323163,323
Facility Maintenance 54,00094,000148,000
Jack House Exterior Painting 25,00025,000
Johnson Avenue Underpass Pump 190,000190,000
Library Restroom Remodel 39,00039,000
Marsh Street Bridge Replacement 19,30019,300
Mission Plaza Railing Upgrade 30,00030,00060,000
Olympic Pool Replastering 25,000310,000335,000
Pedestrian and Bicycle Pathway Maintenance 60,00060,000120,000
Sidewalk Repairs 25,00025,00050,000
Tree Maintenance Equipment 100,400100,400
Sinsheimer Parking Lot Paving 80,00080,000
Mission Plaza Master Plan 100,000100,000
I.T. Replacement Fund 500,000
Facility Maintenance Reserve 500,000500,000
4,538,0232,301,8006,839,823
Contingency Reserve 1,700,000
SUB-TOTALS$2,626,269$2,679,557$6,419,343$4,355,703$17,780,872
Prior Year Encumbered/Assigned Amounts
Transportation (Mobility and Safety)
Traffic Safety Report Implementation 12,61112,611
Traffic Sign Maintenance 44,60044,600
Open Space Preservation
Froom Ranch Improvement 10,93410,934
Infrastructure Maintenance and Improvements
Street Reconstruction & Resurfacing 114,516114,516
Broad Street Creek Bank Reinforcement 18,31818,318
Olympic Pool Heater Replacement 176,721176,721
Playground Equipment Replacement 373,083373,083
Maintenance Services
Streets, Sidewalks and Traffic Signal Repairs 31,61231,612
Broadstreet Bank Reinforcement 35,00035,000
Sinsheimer Stadium Bldg. Assessment 34,55634,556
GRAND TOTALS$2,626,269$2,679,557$7,271,294$4,355,703$18,632,823
Projected Measure Y Revenues
2013-14 6,684,000
2014-15 6,775,000
Prior Year Encumbered/Assigned Value 851,951
Prior Year Revenue Available for Appropriations (See 2012-13 CAFR)4,366,900
Total $18,677,851
Operating Programs CIP
A-20
Revenue Enhancement Oversight Commission
March 16, 2015
FROM: Wayne Padilla, Director of Finance & IT
Michael Codron, Assistant City Manager
James David, Principal Analyst
SUBJECT: DISCUSSION OF NEW ACCOUNTING AND TRACKING METHODS FOR
REVENUE MEASURE ACTIVITIES
RECOMMENDATION
1.Provide direction regarding the use of a new sub-fund for tracking local revenue measure
receipts and expenditures.
2.Discuss additional tracking methods and dashboards to show spending over time.
DISCUSSION
Measure G Sub-Fund
The discussions that were held leading up to the November vote on the extension of Measure Y
often included comments about how the revenue was received and tracked. The public expressed
concern about the City’s ability to accurately report on the use of the monies when the Measure
Y cash receipts were commingled with all other General Fund revenues. While staff has been
able to accurately track and report on the use of Measure Y since its inception, hindsight shows
that a different means of tracking the revenues from the start may have helped in avoiding the
confusion expressed by the public in those meetings.
Staff has discussed this issue with representatives from other finance departments who are
tracking local revenue measure proceeds and it appears that the best methodology would utilize a
separate fund to track both the cash receipts and disbursements of Measure G in the future.
The City, like all public agencies, utilizes fund accounting to manage its financial resources. This
means that costs related to similar functions are grouped together and all revenues supporting
that function are also reported in the same fund. A fund consists of a general ledger (assets and
liabilities), revenues, expenditures and the equity that remains after all bills are paid and debts
are recognized. For example, all revenues and expenditures related to the water utility system
are reflected in the Water Enterprise Fund. All general government activities such as police, fire,
parks, administration and finance are reported in the General Fund.
Under the current reporting practices, the General Fund reflects the receipts of Measure Y
revenues along with the expenditures of Measure Y. There are no separate cost centers
established to allow Measure Y costs to be distinguished from the use of any other General Fund
revenue. This means that if Measure Y is used to support a portion of an operating program’s
costs, such as the costs for the two downtown officers, the costs for those positions are shown as
part of the total patrol costs for the police department. When Measure Y is used to support
Item 3
Tools for Tracking Measure G Page 2
City of San Luis Obispo, Title, Subtitle
capital outlay projects, the project costs are reported along with all other project costs. Staff uses
spreadsheets to track the use of Measure Y during the year.
Under the proposed new methodology, the City would create a new fund which would receive all
Measure G revenues and would reflect all Measure G spending apart from any other activity. As
a result, any unused balance of Measure G would be readily identified from the accounting
records. This will make reporting on Measure G activity much easier and hopefully easier for
the public to understand and follow the activity. It is important to note that the proposal to
separate Measure G’s accounting from the General Fund does not change the way the City
proposes to present its overall General Fund financial picture, since Measure G’s future receipts
have been estimated and reflected in the 5-Year Financial Forecast as part of the General Fund’s
total revenues.
While the new fund would be used to report solely on Measure G revenues, expenses and the
ending balance, when the annual financial statements are prepared the General Fund and the
Measure G fund would be combined as required by Generally Accepted Accounting Principles.
This report is not intended to address the format and content of the annual audit of Measure
G expenditures that will appear in the City’s Comprehensive Annual Financial Report. The
format of that report can be discussed at a later date when a representative from the audit firm
can be present to hear the proposed changes, if any that are recommended.
Additional Metrics and Dashboards
In addition to making Measure G activity readily identifiable from the accounting records, a sub-
fund could make producing meaningful metrics and dashboards easier. As part of the proposed
work plan for the Fiscal Sustainability and Responsibility Other Important Council Objective,
the City will increase use of performance management and reporting, including new public
dashboards. These performance measurements will aid in transparency and accountability
efforts related to Measure G spending.
1.Transparency
Many cities are utilizing new ways to increase community members’ access to information.
Some cities opt to post a wide variety of information or data directly on the city’s website. This
is known as an “open data portal.” While still a relatively new concept, open data portals and
corresponding open data policies for public agencies have grown significantly in popularity over
the past several years. This approach allows community members to browse various data sets,
create different visualizations for the data and even download the data for their own analysis.
Another approach to increasing transparency focuses specifically on financial data. A number of
tools are available to reimagine the information currently presented in budget books and
spreadsheets and translate them into interactive charts, graphs and other visualizations. These
tools allow community members to get a broad view of how money is spent in a given area while
also providing the ability to drill down into individual categories for greater detail. Similar to an
open data portal, these tools typically allow the public to download the raw budget data for their
own analysis as well. The City has already opted to move forward with OpenGov, a budget
visualization tool that will augment the transparency of its financial operations.
Tools for Tracking Measure G Page 3
City of San Luis Obispo, Title, Subtitle
2. Accountability
Similar to transparency efforts, there are number of approaches and tools available to aid in
demonstrating accountability to the public. Dashboards are intended to be user friendly tools for
condensing and displaying information about performance in an easily understandable format.
The City is seeking to develop a dashboard system to display a wide variety of information,
which could include a quick and comprehensive overview of the status of Measure G spending.
Another accountability tool could be a comprehensive matrix that meaningfully categorizes
different Measure G allocations listed in the sub-fund according to various criteria related to
community preferences. After the January meeting of the Revenue Enhancement Oversight
Commission (REOC), one Commissioner offered the following observations and suggestions:
I would think then that when it comes to recommendations, the role of the REOC is, generally
(and there may be exceptions) not to recommend for or against specific project proposals,
but rather to track more generally how the money is being spent relative to various criteria
related to community preferences and making sure that the "balance" isn't strongly skewed
from what the community has expressed.
To that end, I have been thinking about how to meaningfully categorize different allocations
that might be helpful to the staff, council and community. Attached for your consideration is
a first cut at a matrix (it could be organized differently and surely prettied up) that would
indicate for each proposed expenditure the amount; what is its nexus to Measure G language
(e.g. is it one of the "for examples" or a more general essential service, vital service or
capital project); how does it relate to city goal-setting or other city goals/policies; how does
it relate to public input most recently solicited re: use of Measure G funds; is it capital or
operational; if capital is it a new project or maintenance of existing assets,; if its
operational, is it maintaining an existing staff position, creating a new staff position, or
simply non-staff costs only; if its operational is it for a short term project or for an ongoing
commitment; and for any proposal, does it leverage other outside money.
I think sorting the proposals with these criteria (and there could certainly be more or
different criteria that staff or other commissioners might come up with) could, for each year
and cumulatively, tell a fuller story (and we'd want to, of course, still categorize expenditures
by functional area, too)...and it may shape the nature of a recommendation that goes beyond
whether or not specific staff proposals satisfy Measure G.
The Commissioner’s draft matrix is included as Attachment 2 for the REOC’s consideration.
CONCLUSION
Voter approval of the REOC and additional accountability measures for Measure G is a
resounding message that the Council and community want improved tracking and reporting.
Establishing a Measure G sub-fund is a solid first step towards providing a clearly delineated
source of financial information related to Measure G activity. This information can then serve as
the basis for a variety of tracking efforts to help further community understanding.
Tools for Tracking Measure G Page 4
City of San Luis Obispo, Title, Subtitle
ATTACHMENTS
1. Example of how reports using the Measure G Sub-Fund would differ from today’s reports.
2. Draft matrix for tracking expenditures suggested by REOC Commissioner.
The following financial report excerpt of the General Fund
demonstrates how much activity is combined into the one
fund, making it hard to discern Measure Y activity without the
use of spreadsheets
Attachment 1
SU
N
G
A
R
D
P
E
N
T
A
M
A
T
I
O
N
P
A
G
E
N
U
M
B
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R
:
1
DA
T
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:
0
3
/
0
4
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2
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1
5
C
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1
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:
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:
1
6
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8
5
4
0
0
7
0
4
2
H
E
A
L
T
H
&
D
I
S
A
B
I
L
I
T
Y
I
N
S
U
R
.
7
5
8
5
4
0
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7
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4
3
R
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T
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R
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H
E
A
L
T
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C
A
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.
0
0
8
5
4
0
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7
0
4
4
M
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5
3
7
.
0
7
8
5
4
0
0
7
0
4
6
U
N
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M
P
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O
Y
M
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N
T
I
N
S
U
R
A
N
C
E
.
0
0
8
5
4
0
0
7
2
2
7
C
O
N
T
R
A
C
T
S
E
R
V
I
C
E
S
2
3
,
1
6
1
.
0
0
8
5
4
0
0
7
2
6
3
M
A
I
N
T
&
M
I
N
O
R
R
E
P
A
I
R
.
0
0
8
5
4
0
0
7
2
6
5
M
E
D
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C
A
L
S
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R
V
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C
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S
1
0
5
.
0
0
SU
N
G
A
R
D
P
E
N
T
A
M
A
T
I
O
N
P
A
G
E
N
U
M
B
E
R
:
3
3
DA
T
E
:
0
3
/
0
4
/
2
0
1
5
C
I
T
Y
O
F
S
A
N
L
U
I
S
O
B
I
S
P
O
S
T
A
T
M
N
4
1
TI
M
E
:
1
7
:
5
7
:
1
6
T
R
I
A
L
B
A
L
A
N
C
E
SE
L
E
C
T
I
O
N
C
R
I
T
E
R
I
A
:
g
e
n
l
e
d
g
r
.
f
u
n
d
=
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1
0
0
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AC
C
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U
N
T
I
N
G
P
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R
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D
:
1
3
/
1
4
F
U
N
D
-
1
0
0
-
G
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A
L
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/
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-
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8
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4
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7
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5
3
A
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S
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C
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T
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N
7
5
.
0
0
8
5
4
0
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7
4
5
9
E
D
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C
A
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N
&
T
R
A
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G
2
9
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3
1
9
.
1
9
8
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4
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7
5
3
7
T
R
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S
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S
5
2
5
.
0
6
8
5
4
0
0
7
7
7
3
C
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S
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.
0
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9
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1
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9
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&
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4
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3
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3
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2
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6
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3
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5
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1
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8
,
9
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4
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2
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T
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1
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,
8
9
6
,
6
1
1
.
9
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1
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8
,
8
9
6
,
6
1
1
.
9
6
T
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T
A
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P
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1
5
8
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8
9
6
,
6
1
1
.
9
6
1
5
8
,
8
9
6
,
6
1
1
.
9
6
The following financial report of the Measure G Fund
demonstrates how much simpler it will be to track revenues,
expenditures and the ending balance
SU
N
G
A
R
D
P
E
N
T
A
M
A
T
I
O
N
P
A
G
E
N
U
M
B
E
R
:
DA
T
E
:
0
3
/
0
4
/
2
0
1
5
C
I
T
Y
O
F
S
A
N
L
U
I
S
O
B
I
S
P
O
S
T
A
T
M
N
4
1
TI
M
E
:
1
8
:
1
0
:
0
1
T
R
I
A
L
B
A
L
A
N
C
E
SE
L
E
C
T
I
O
N
C
R
I
T
E
R
I
A
:
g
e
n
l
e
d
g
r
.
f
u
n
d
=
’
1
0
1
’
A
C
C
O
U
N
T
I
N
G
P
E
R
I
O
D
:
1
5
/
1
6
FU
N
D
− 1
0
1
− M
E
A
S
U
R
E
G
F
U
N
D
FU
N
D
/
PR
O
G
R
A
M
21
0
AC
C
O
U
N
T
10
0
1
− − − − − T
I
T
L
E
− − − − −
CA
S
H
I
N
G
E
N
E
R
A
L
C
H
E
C
K
I
N
G
DE
B
I
T
S
3,
9
8
3
.
2
1
CR
E
D
I
T
S
10
1
1
0
0
1
C
A
S
H
3
5
,
0
0
0
.
0
0
10
1
1
3
0
1
T
A
X
E
S
R
E
C
E
I
V
A
B
L
E
2
5
,
0
0
0
.
0
0
10
1
1
3
0
2
A
C
C
O
U
N
T
S
R
E
C
E
I
V
A
B
L
E
10
1
1
3
0
3
A
C
C
R
U
E
D
I
N
T
E
R
E
S
T
TO
T
A
L
A
S
S
E
T
S
60
,
0
0
0
.
0
0
0
.
0
0
10
1
2
1
0
0
V
E
N
D
O
R
A
C
C
O
U
N
T
S
P
A
Y
A
B
L
E
1
0
,
0
0
0
.
0
0
10
1
2
1
0
5
S
A
L
E
S
T
A
X
P
A
Y
A
B
L
E
0.
0
0
10
1
2
2
0
2
A
C
C
R
U
E
D
P
A
Y
R
O
L
L
0.
0
0
10
1
2
7
0
0
D
E
F
E
R
R
E
D
R
E
V
E
N
U
E
0.
0
0
TO
T
A
L
L
I
A
B
I
L
I
T
I
E
S
0
.
0
0
1
0
,
0
0
0
.
0
0
10
1
3
0
3
1
D
E
S
I
G
N
A
T
E
D
0.
0
0
10
1
3
0
3
2
U
N
D
E
S
I
G
N
A
T
E
D
5
0
,
0
0
0
.
0
0
10
1
3
9
0
1
B
U
D
G
E
T
A
R
Y
F
U
N
D
B
A
L
A
N
C
E
0
.
0
0
10
1
3
9
0
2
E
X
P
E
N
D
I
T
U
R
E
B
U
D
G
E
T
C
O
N
T
R
O
10
1
3
9
0
3
R
E
V
E
N
U
E
B
U
D
G
E
T
C
O
N
T
R
O
L
10
1
3
9
0
6
E
N
C
U
M
B
R
A
N
C
E
S
0.
0
0
10
1
3
9
0
7
R
E
S
E
R
V
E
F
O
R
E
N
C
U
M
B
R
A
N
C
E
S
0
.
0
0
TO
T
A
L
E
Q
U
I
T
I
E
S
75
,
0
0
0
.
0
0
10
1
4
1
3
1
0
M
E
A
S
U
R
E
G
R
E
V
E
N
U
E
-
S
A
L
E
S
T
A
X
6
,
7
0
0
,
0
0
0
.
0
0
10
1
4
6
9
4
0
I
N
T
E
R
E
S
T
I
N
C
O
M
E
5
0
,
0
0
0
.
0
0
TO
T
A
L
R
E
V
E
N
U
E
0.
0
0
6
,
7
5
0
,
0
0
0
.
0
0
10
1
7
1
0
0
O
P
E
R
A
T
I
N
G
E
X
P
E
N
D
I
T
U
R
E
S
3
,
5
0
0
,
0
0
0
.
0
0
10
1
9
1
5
9
6
C
A
P
I
T
A
L
E
X
P
E
N
D
I
T
U
R
E
S
3
,
2
0
0
,
0
0
0
.
0
0
0
.
0
0
TO
T
A
L
E
X
P
E
N
S
E
S
6,
7
0
0
,
0
0
0
.
0
0
0
.
0
0
New Facility
or Existing
Assets
Leverage
New staff or
maintaining previous
staff
These
operational costs
are non-staff cost
only
Ongoing or short
term project Leverage
Listed example of
service
Current Major City
Goal Dot exercise resultls
Other essential
service
Current Other
Iimportant Objective Other?
Other: Previous
adopted goal, GP
goal, other
Laguna Lake
dredging: CEQA and
Permits
$300,000 parks Major city goal x/y dots capital maintenance no NA NA NA NA First step in multi-year program
New neighborhood
services $100,000 neighborhood…cod
e enforcement
Other important
objective x/y dots operations NA NA New staff posistion no ongoing no Expansion of program
Storm Drain
replacement $500,000 flood protection Other important
objective x/y dots capital maintenance no NA NA NA NA Part of on-going city wide upgrades
Cuesta grade open
space acquisition $500,000 open space
preservation major city goal x/y dots capital new Yes: $3.0 M
total value NA NA NA NA
contingent on grants; wil llikely
require increased O&M costs in
future
Fire Marshall $125,000 public safety Past major city goal
(?)operations NA NA
Maintaining existing
service/existing staff
position
no Ongoing no Continuation of position funded
through local sales tax since 2008
NOTE: THE ITEMS BELOW ARE MADE-UP AND ARE FOR ILLUSTRATION ONLY OF HOW THE CRITERIA COULD BE USED TO FURTHER SORT PROPOSED EXPENDITURES
Other Comments
Capital Operations
Project Title Proposed
Expenditure
Nexus to
Measure G
Relation to City
Goals
Public workshop
input
Capital or
Operations
Attachment 2