“MICHAEL KEMPS (incumbent)
”The city needs to publish a simple Budget-In-Brief document that describes the makeup of revenue and expense, while considering the modified accrual challenges associated with municipal accounting. The current year budget made improvements in communicating summary information. I would like to see a simple presentation that is easy to understand. It would make sense for the City to outsource an effort to improve graphic design and presentation simplicity that can be used as a template for use going forward. In addition to a standard format, our budget in brief needs to include long term liability information, including pension and capital needs. This will provide PVE voters with information that is transparent, concise, and complete. An example from Palo Alto follows: https://www.cityofpaloalto.org/files/assets/public/administrative-services/city-budgets/fy-2021-city-budget/cpa_budget_in_brief_2021_final_web.pdf””

“VICTORIA LOZZI (incumbent)
”I think the development of the Long-Range Financial Plan that clearly and simply lays out revenues and expenses, now and projected into the future, is the best way of presenting the financial picture of our city. While people may or may not be familiar with balance sheets and income statements (schedules found in the ACFR), I think most people understand budgeting – knowing what revenues you have, comparing that to your operating expenses, and making that balance. Add to that the projects or initiatives that you would like to accomplish – in our case, paying down our unfunded pension liability, tackling capital projects and improving the condition of our open space – and develop a plan for setting aside funds to pay for those initiatives in the future.””

“DAVID MCGOWAN (incumbent)
”We need to do a better job of informing our residents on the city’s budgeting process, accounting systems and basic financial condition. A condensed financial status report made available periodically via PVE website and internet would add to the understanding. A financial section addition to the bimonthly PVE report recently started by our new City Manager might be considered.

Resident understanding is impeded by the antiquated PVE accounting system and internal controls. The current accounting system was implemented more than 13 years ago and has never been upgraded. The City Council and the Financial Advisory Committee have taken this up and have assigned a committee to address an accounting upgrade including an Enterprise Resource Planning (ERP) system.

Until systemic accounting improvements can be implemented (likely will take a year or more) it will remain difficult for the City Council and city staff to have the financial visibility and understanding desired and to provide clear and comprehendible summaries to our residents.

I commit to continuing to explore improvements yielding simplicity and understandable presentation of our fiscal situation, particularly meaningful “big picture” summaries. I would like to see the City Council utilize its time on the items that we can make the most impact on. Therefore, our focus needs to be on understanding the financial impact of our decisions before they are made and how those decisions impact to our Long-Range Plan and vision.””

“DESIREE “DEZ” MYERS
”RE: What would you do (or what are you doing) to make the City’s financial situation more comprehensible, and accessible, to the average (typically very intelligent and well educated) PVE constituent?

1) Transitions from a cash-based budget to an accrual-based budget so all appropriations are included, including purchases using debt

This will allow people to understand the structural deficit and consequences/costs of running the city on debt.

2) Continue to utilize our long-term financial plan for decision making and transition this document to accrual-based so it aligns to the budget and the balance sheet.

3) Publish simple graphs to express our current state and future trajectory. Our prior Council purchased OpenGov which is a tool used to publish financial graphs to the public. OpenGov needs to be reinstated.

4) Listen and respond to what residents need and expect to evolve in an atmosphere of respect, engagement and continuous improvement.


We need to do what is needed to provide ethical disclosure to the residents and make better decisions to resolve issues.””