Cover page photo courtesy of the Oakland Convention & Visitors Bureau Photograph by Barry Muniz City of Oakland FY 2005-07 Adopted Policy Budget
Mayor Jerry Brown
Members of the City Council
Ignacio De La Fuente (District 5) President
Jane Brunner (District 1) Vice-Mayor
Desley Brooks (District 6) Nancy Nadel (District 3) Henry Chang, Jr. (At-Large) Jean Quan (District 4) Pat Kernighan (District 2) Larry Reid (District 7)
City Administrator Deborah Edgerly
Prepared by Office of the City Administrator Budget Office
Marianna Marysheva Budget Director
Analytical Staff Robert R. Davila Kirby Smith Donna Howell Deborah Spaulding Myra Jew Cheryl L. Taylor
Sydney Oam Support Staff Debbie Comeaux Rowena Quindiagan Pauline Feng Kinji Wooten Leslie Pham
Elected Officers
John Russo, City Attorney Roland Smith, City Auditor
Administration
Deborah Edgerly, City Administrator Cheryl Thompson, Assistant City Administrator Niccolo De Luca, Deputy City Administrator
City Clerk LaTonda Simmons
Agency and Department Directors
Claudia Cappio & Dan Vanderpriem Community & Economic Development
Dennis Power Carmen Martinez Cultural Arts Library Services
William Noland Audree Jones-Taylor Finance & Management Parks & Recreation
Daniel Farrell Wayne G. Tucker Fire Services Police Services
Andrea Youngdahl Raul Godinez, II Human Services Public Works
Mission Statement
The City of Oakland is committed to the delivery of effective, courteous and responsive services. Citizens and employees are treated with fairness, dignity and respect. Civic and employee pride are accomplished through constant pursuit of excellence and a workforce that values and reflects the diversity of the Oakland community.
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Oakland for its biannual budget for the fiscal years 2003-04 and 2004-05.
In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications device.
The award is valid for a period of one budget cycle only. We believe our current budget for fiscal years 2005-06 and 2006-07, continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
August 19, 2005
Honorable Mayor Edmund G. Brown Jr. Honorable President De La Fuente and Members of the Oakland City Council Oakland, California
Subject: The City of Oakland’s FY 2005-07 Adopted Policy Budget
Dear Mayor Brown, President De La Fuente and Members of the City Council:
I am pleased to transmit to you the Adopted Policy Budget for the City of Oakland, for the period of July 1, 2005 through June 30, 2007. This budget was adopted by the City Council on June 21, 2005, following a series of public hearings and extensive discussions. The Adopted Policy Budget for Fiscal Years 2005-2007 incorporates a number of amendments made by the City Council to the Proposed Budget of the Mayor and City Administrator. These amendments, totaling over $8 million in the first year of the budget and over $7 million in the second year, are fully balanced by the additional revenues, and can be found under the “Legislation” tab of this document, following the budget adoption resolution.
The Fiscal Year 2005-07 budget is structurally balanced, addresses Council priorities, and follows the fundamentals of the City’s financial management policies. This financial plan effectively balances community needs and accomplishes City Council goals while maintaining the City’s financial strength.
FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 2
Budget Summary
The FY 2005-07 Adopted Budget contains two-year appropriations of just over $2 billion, including $941 million for FY 2005-06 and $1,061 million for FY 2006-07, across all funding sources: FY 2005-06 FY 2006-07 General Purpose Fund $443.51 mill $464.80 mill Other General Funds $106.65 mill $109.11 mill Special Revenue Funds $147.13 mill $143.28 mill Enterprise Funds $37.83 mill $39.26 mill Internal Service Funds $42.55 mill $43.75 mill Capital Projects Funds $16.19 mill $113.57 mill Debt Service Funds $115.56 mill $115.11 mill Trust and Agency Funds $32.07 mill $32.76 mill TOTAL $941.50 mill $1,061.64 mill
The array of funding sources contained in the budget reflects the diversity of the City’s resources, as well as our continued effort to maximize opportunities from grants and special revenue sources. The programs included in this budget are intended to reflect the Mayor and City Council goals and objectives for the City. The FY 2005-07 Adopted Budget is, in itself, the City’s strategic spending plan for the next two years.
The chart below illustrates that there are several distinct fund groups in the City, each with a number of separate funds.
Composition of City's FY 2005-07 Adopted Budget (2-Year Total Expenditure)
Capital Debt Service Internal Projects Funds Service Funds 12% Funds 6% Trust and 4% Agency Funds Enterprise 3% Funds 4%
Special Revenue Funds 14% Other General General Purpose Fund Funds 46% 11% The City’s various fund groups include: • General Funds (where the City’s General Purpose Fund resides, along with Self- Insurance Liability, Workers Compensation, Kids First, and others) FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 3
• Special Revenue Funds (mainly Federal and State grants/reimbursements, pass- throughs and donations, along with local voter-approved assessments such as the Landscaping and Lighting Assessment District, Measure Y-Violence Prevention, and Wildfire Prevention Assessment District) • Enterprise Funds (Sewer Service and Golf Courses) • Internal Service Funds (which account for internal service transactions such as facility, fleet and radio replacement, repair and maintenance) • Capital Projects Funds (which include funding restricted to capital investments and improvements and related expenditures) • Debt Service Funds (where income and payments related to City’s debt service are tracked) • Trust Funds (such as retirement trusts, and the Oakland Redevelopment Agency projects fund)
All of the City’s funds, with the exception of the General Purpose Fund (GPF), are considered restricted. Their revenues can only be spent on particular types of programs, activities and purchases.
Budget Development Principles
Faced with projected shortfalls in the General Purpose, as well as other City funds, we have adhered to three important principles during budget development.
Principle 1: Develop a budget that identifies the staffing and resources allocated to, and revenues generated by, specific programs that support the Mayor and City Council goals. First and foremost, the City must remain strategic and continue focusing on goals and priorities. The FY 2005-07 Adopted Budget reflects the Mayor and Council goals and priorities for the next two years, as listed below.
GOAL 1: DEVELOP A SUSTAINABLE CITY 1A Maximize socially and environmentally sustainable economic growth, including conserving natural resources 1B Encourage and support social equity for all Oakland residents 1C Develop and institutionalize sound financial management policies and practices GOAL 2: BUILD COMMUNITY AND FOSTER LIVABLE NEIGHBORHOODS 2A Reduce crime by implementing a comprehensive crime prevention/reduction strategy 2B Facilitate the development of housing for all incomes 2C Reduce blight and nuisance 2D Provide for clean, well-maintained and accessible streets and sidewalks, facilities, amenities, parks, recreational facilities and trees. 2E Encourage and support civic engagement GOAL 3: ENSURE THAT ALL OAKLAND YOUTH AND SENIORS HAVE OPPORTUNITY TO BE SUCCESSFUL 3A Provide effective community programs for seniors, youth, and people with disabilities
FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 4
As in the last budget cycle, the FY 2005-07 Adopted Budget is developed and presented by program, showing how each program supports specific Council goals and objectives. In proposing budget reductions for FY 2005-07, we considered the Mayor and Council priorities, and attempted to minimize the impact and, where possible, even enhance programs deemed essential to the Mayor and Council and their constituents, as reflected by the programs’ links to the FY 2005-07 goals and objectives.
Principle 2: Incorporate input from the 2005 Community Survey. A Community Survey of Oakland residents was conducted in February of 2005 to determine the community’s priorities for the upcoming budget. The results of that survey showed education and public safety as top priorities for most residents. In addition, the survey revealed the following:
o Oakland residents continue to be highly pleased with the quality of life in the community. Emergency services, safe neighborhoods and schools, and clean environment are most important to Oaklanders’ quality of life. o Among issue areas impacted by City services, crime, housing costs, and unemployment are top-tier concerns for Oakland residents. Drugs, unsafe driving, robberies and gang activity are residents’ top public safety concerns. o Affordable housing, recreation programs for youth, and safe schools are the areas where greatest gaps between the community’s priorities and satisfaction with existing service levels have been identified. o Overall satisfaction with City government’s performance has declined slightly, but satisfaction with most individual services remains high. Residents continue to perceive City employees as very helpful.
The FY 2005-07 Adopted Budget incorporates the results of the survey by continuing important public safety and community initiatives that help maintain the quality of life in the City and reduce crime. Many of these initiatives will be enhanced and expanded with the help of additional resources provided by Measure Y (the Violence Prevention Act of 2004).
Principle 3: Adhere to City’s financial policies, such as a requirement to maintain a 7.5 percent reserve level in the General Purpose Fund. The City has a number of important financial policies; many were adopted just recently. The policies impacting the development of the budget are listed below; copies of these and other relevant policies are provided in the “Supplemental” section of the budget document.
Policy Name Council Adopting Council Adoption Date Resolution / Ordinance # Policy on Balanced Budgets July 15, 2003 Resolution 77922 Reserve Policy - General Fund and June 17, 2003 Ordinance 12502 Capital Improvement Fund Long-Term Financial Planning Policy July 15, 2003 Resolution 77923 Policy on Charges for Services July 15, 2003 Resolution 77924
FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 5
The FY 2005-07 Adopted Budget adheres to the key principles contained in the above policies. Specifically:
o The FY 2005-07 Adopted Budget is balanced, at an individual fund level. In cases where insufficient revenues or excessive expenditures existed at the baseline, measures are taken to bridge the gaps. o The Adopted Budget maintains the 7.5% mandated reserve in the General Purpose Fund. o The Adopted Budget also maintains the $6 million reserve required for the Capital Improvements Contingency Fund. o The Adopted Budget is built on solid revenue and expenditure figures, which take into account the analysis of economic and demographic data at the national, local and state level, as well as legal, legislative and policy changes – both actual and anticipated. o The Adopted Budget includes revisions to the City’s Master Fee Schedule, to reflect changes in the costs of services provided by the City.
Key Budget Considerations
GPF Budget Concerns The General Purpose Fund accounts for 46 percent of the City’s budget. This is the fund where a $32 million annual shortfall was initially projected. The key factors that contributed to the GPF shortfall included: a) Slightly lower than historical increases in some of City’s revenues, such as the sales tax and the transient occupancy (hotel) tax; b) Discontinuation of one-time revenue sources, such as transfers from discretionary fund balances and reimbursements from the Oakland Redevelopment Agency (ORA) and the Oakland Base Reuse Authority (OBRA); c) Negotiated employee salary increases and higher retirement plan premiums; and d) Increased medical costs reflected in personnel expenditures.
Budget Concerns in Other Funds As part of the biennial budget process, staff had reviewed all of the City’s many funds. In some, issues were noticed – related to low revenues and/or high costs. The major concerns were identified in the following funds:
• The Landscaping & Lighting Assessment District (LLAD) Fund. LLAD revenues are flat due to the fixed assessment levels. Yet continuing increases in personnel expenses and utility costs have developed a structural gap. For FY 2005-06, the projected shortfall was $3.0 million, and for FY 2006-07 it was $4.3 million. • The Comprehensive Clean-Up Fund. The primary source of revenue into this fund is the surcharge on garbage bills (administered and collected through the Waste Management of Alameda County), which compensates the City for the FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 6
costs of cleaning up litter and illegal dumping on streets and right-of-ways. The revenues are projected to increase only 1.5 percent per year in FY 2005-07, while expenditures will grow almost 18 percent in the first year alone, mainly due to the negotiated employee salary increases and higher retirement and medical costs. As a result, an annual shortfall of approximately $3 million was projected for this fund. • The Head Start. Head Start program revenues from the federal government to the City are not keeping up with the City’s increases in costs to provide these services. Recent years show a trend of only 1.0 percent annual funding increase. In previous years, the City has provided a $1.1 million annual subsidy to Head Start to offset the difference between federal revenues and program costs – however, this amount does not fully cover the gap. As a result, a $1.3 million annual shortfall was projected for the Head Start program for FY 2005-07, after accounting for the City’s subsidy. • Funds with Negative Balances. A number of City funds had accumulated negative balances over the years due to revenue under-collection and/or over- spending. These negatives have been drawing resources from the General Purpose Fund. Funds with the most significant issues include: 1100 – Self- Insurance Liability, 1730 – Kaiser Convention Center, 1760 – Telecommunications / Cable Franchise Fund, 1790 – Contract Compliance Fund, 4100 – Equipment Fund and 4400 – Facilities Fund. The outstanding negatives in these funds must be addressed to avoid the exacerbation of problems. In the last budget cycle (FY 2003-05), reductions to expenditures were made to help address issues in most of these funds. In FY 2005-07, each of these funds has been placed on a 10-year repayment schedule; the schedules are presented in the “Non-Departmental” section of this Policy budget. The gradual repayments of the negative balances will require contributions from the General Purpose Fund, of over $3 million in FY 2005-06 and $8 million in FY 2006-07. • The Capital Improvement Program (CIP). The major concern on the CIP side for the FY 2005-07 budget cycle had to do with the discontinuation of the City’s discretionary capital funding stream, the Municipal Improvement Capital fund (MIC). The City has relied on this source for a number of years to implement capital projects for which no other funding (such as from the Federal and State sources) was available. The Mayor’s and Council’s capital “pay-go” accounts have been funded out of this source, along with many streetscape projects and major technology investments. After researching all potential options for capital funding from City’s sources, staff have identified more than $16 million in one- time funding sources that will support capital projects in the next two years. Overall, our Capital Improvement Program reflects $315 million in capital projects planned for implementation over the next five years, of which nearly $100 million is for improvements to the waterfront, Lake Merritt and other projects funded by Measure DD; well over $60 million is for street, sidewalk and traffic improvements; and more than $41 million is for sewer replacements. The details on the five-year CIP projects and funding are addressed in a separate budget document, the 2005-10 Capital Improvement Plan; a summary is included in the “Financial Summaries” section of this Policy Budget. FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 7
Budget Constraints The FY 2005-07 budget development was a challenging undertaking. First, our options to reduce costs were constrained by the drastic cuts and position freezes already made during the last four years. In addition to the constraints imposed by previous budget reductions, there are limitations on the use of the existing General Purpose Fund dollars.
As the chart below illustrates, the GPF budget must first satisfy the requirements of the City Charter, voter mandates, and applicable federal and state legislation; as well as long-term contractual obligations and debt service. More than two-thirds of the GPF budget must be used to meet these requirements.
General Purpose Fund Discretion (FY 2005-06 Adopted Budget figures)
Cost-Covering Debt / Lease programs and Fleet, Build. & 8% Contractual Radio Obligations 4% 10%
Internal Police, Dept's, Fire, 8.1% 7.8%
Discretionary 21% Parks Mainte- Mandated nance Activities Libra- 1% 57% ries Museum, Econ Recrea- Human 3% 1.0% Dev't, tion Services, 0.3% 14% 0.2%
In addition, four percent is set aside to replace and maintain the City’s vehicles, buildings and radio equipment, while another eight percent represents fee-for-service programs that are normally self-sustaining. This leaves about 21 percent from which the City Council can meet other priorities. Within this 21 percent “discretionary” portion, 8 percent is allocated to public safety, leaving approximately 13 percent for other priorities, including parks maintenance, human services, libraries, recreation programs, community support and internal government functions such as human resources and technology management.
Strong Local Economy Despite some of the challenges listed above, Oakland continues to attract strong interest and much needed growth from private development. For the past few years, we have seen accelerated growth in the assessed valuation of residential, commercial and industrial properties within the city as our private and non-profit partners continue to build infill developments and replace non-productive properties with vibrant new development. FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 8
The chart below reflects robust recent growth in the city’s assessed valuation, across the entire city including the redevelopment areas. In the last five years, the annual growth in city’s assessed valuation has ranged from 7.9 percent to 10.6 percent, with the average increase of 8.7 percent. For the most part, this robust growth has been fueled by new redevelopment activity within Oakland boundaries. Within redevelopment project areas, the annual growth has ranged from 12.4 percent five years ago to over 27.6 percent in the most recent year.
Net Assessed Value Growth - 2000 through 2005 (in million dollars)
30,000
25,000
20,000
15,000 ORA City 10,000
5,000
- 2000-01 2001-02 2002-03 2003-04 2004-05
Additional housing and commercial projects are currently under construction or in various stages of the approval processes. These include developments in the Jack London Square area and in the Oak to Ninth corridor, the Uptown project, the Leona Quarry development, and the new Wood Street project. In addition, the City continues to pursue negotiations with national retailers to bring large new shopping opportunities within Oakland’s borders.
As these retail and commercial projects are completed, they will add significant numbers of jobs and tax revenues to Oakland’s economy. In addition, the growth of passenger travel at the Oakland International Airport bodes well for hotel development in the Hegenberger corridor and downtown. The future is indeed strong, and gives us hope that our local revenues may become more robust toward the end of the current fiscal cycle.
Budget Highlights
This budget reflects the careful evaluation of City’s priorities versus available resources, and represents a sound and responsible funding strategy of which the City can be proud. It restructures the City organization and provides more efficient use of the resources that we are entrusted to manage. The detailed changes for FY 2005-07 are FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 9
reflected in this document, with a summary of key budget adjustments provided in the “Financial Summaries” section.
Overall Budget Balancing
The FY 2005-07 Adopted Budget contains a number of budget balancing measures, both on the revenue and expenditure sides. On the revenue side, enhancements are made possible due to new or increased fees, revenues from one-time land sales, anticipated bond issuances, receipt of new grants, or identification of other funding streams. Within the General Purpose Fund (GPF), the revenue enhancements are over $23 million annually, helping to close the $32 million budget gap. The GPF revenue changes are discussed in detail further in this letter.
Expenditure reductions are also mainly taking place in the General Purpose Fund, although balancing measures to eliminate shortfalls in other specific funds were required as well. Overall, expenditure reductions are the outcome of a careful evaluation of the City’s core functions, undertaken as part of the FY 2005-07 budget process. As a result of this analysis, a number of organizational restructuring changes are taking place, certain facilities are being closed, and positions and functions are being eliminated. These changes will restructure and flatten City government to maximize the efficiency of delivering services while minimizing reductions in the services themselves.
Position Reductions
Citywide FTE Change - 13-Year History
4,800
4,600 FY 05-07 Adopted Budget 4,400
4,200
4,000
3,800
3,600
3,400
8 2 4 6 -95 97 -99 -01 -03 -05 -07 94 96- 98 00 02 04 06
FY 19 FY 1995-96FY 19 FY 1997-9FY 19 FY 20 FY 2001-0FY 20 FY 2003-0FY 20 FY 2005-0FY 20 FY 1999-2000 The above chart illustrates that, in terms of staffing, the FY 2005-07 budget takes the City back to the pre-“boom” years of late 1990s-early 2000s, with slight increases. Overall, as a result of the FY 2005-07 budget changes, over 126 full-time position equivalents (FTEs) are being eliminated during FY 2005-07. These include over 115 FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 10
FTEs in the General Purpose Fund. In this budget, the layoffs are being minimized by redeploying incumbents from the eliminated positions to other available vacancies.
Organizational Restructuring A number of organizational changes are contained in the FY 2005-07 Adopted Budget. A plan to consolidate key personnel functions, in the Personnel Division of the Finance and Management Agency, is being crafted. This consolidation will reduce duplication of effort that currently exists in the City, develop consistency in recruitment, hiring, training and labor relations, and lead to efficiencies and financial savings. This plan is under development and will be presented to the City Council during the FY 2006-07 Midcycle Review. A transfer of the Malonga Casquelourd Center of the Arts from the Cultural Arts Department to the Office of Parks and Recreation is taking place. The transfer will consolidate recreational, educational and cultural programs under one department. A recent move of the Studio One into the Malonga Center makes this transfer even more sensible. The Public Art and Cultural Funding programs are being moved from the Cultural Arts Department (CAD) to the City Administrator’s Office (CAO). This transition accompanies the recent transfer of the Marketing function from the CAD to the CAO; and the two programs are being incorporated into the Marketing unit. The Street Sweeping Citation function is transferring from the Public Works Agency to the Finance and Management Agency. This movement will consolidate all parking citation functions in one agency, leading to efficiencies and increased revenue.
Facility Closures The FY 2005-07 Adopted Budget reflects the closure of two City facilities: the City Jail and the Henry J. Kaiser Convention Center. The Jail was closed on July 1, 2005, to address the health and safety issues related to the condition of the facility, and to return sworn officers to front line policing. The Kaiser Convention Center will shut its doors on January 1, 2006, allowing the City to honor the existing contracts with community groups. The Jail closure will result in savings of $2.9 million in FY 2005-06 and $2.2 million in FY 2006-07, after setting aside $3.5 million to $4.6 million per year, respectively, for Alameda County booking fees and adjusting for the revenue loss of $1.7 million currently generated through the prisoner maintenance fees. The closure of the Jail leads to the elimination of 89.0 civilian FTEs and the reassignment of 5.0 sworn positions (one lieutenant and four sergeants) to patrol. The prisoners are now being transported to Alameda County facilities. The Kaiser Convention Center closure will eliminate the growing annual City subsidy to the facility of an estimated $0.3 million to $0.4 million per year, after accounting for both expenditure reductions and the loss of current facility rental revenue. A little over 20.0 FTEs will be eliminated as a result of the closure; most of them are part- time positions. FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 11
Other Budget Reductions In addition to the budget reductions as a result of organizational restructuring and facility closures, the FY 2005-07 Adopted Budget eliminates functions, positions and non- position expenses across most City agencies and departments. The key reductions are in the General Purpose Fund, as well as in the Kaiser Convention Center, the Comprehensive Clean-Up fund, and the Head Start program. These budget balancing measures are discussed further in this letter.
Budget Enhancements While the FY 2005-07 budget necessitated reductions, a careful review of the existing distribution of City’s resources vis-à-vis Mayoral and Council priorities has revealed the need to make improvements to particular programs and functions. As a result, this budget contains the following enhancements:
Addition of a Citywide Grants Coordinator position, to be responsible for the identification of outside funding sources to supplement City’s limited resources; this function will reside in the City Administrator’s Budget Office. Addition of a Police Psychologist position, to support the development, implementation and clinical coordination of an "early warning system" designed to identify sworn employees who may be in need of help, for early intervention. The system – Personnel Information Management System, or PIMS – is required by the Negotiated Settlement Agreement that followed the Riders’ case. Research shows that those police agencies that have employed the help of a qualified mental health professional have been successful in providing intervention to those who need it, and actually helped to avert career ending misconduct. This position is essential to ensure the success of the Police Department – and the City – in our mission to identify officers in need of professional help early enough to help them, and to significantly reduce liability. Addition of three systems/IT FTEs to support the IPSS, PIMS and In-Car Videos functions in the Police Department; these positions will be housed in the Information Technology Division of the Finance and Management Agency. Increase in the City’s subsidy to the Oakland Zoo by $500,000 per year (in addition to the baseline $172,414 subsidy and an estimated $40,000 for the zookeeper position), and to the Children’s Fairyland by $100,000 per year (above the baseline $83,000 annual subsidy). These additional subsidies will provide essential support to the facilities and programs that benefit many Oakland residents, especially children and youth, and help to maintain and improve the quality of life in our City.
The above enhancements will be funded by the General Purpose Fund (GPF). Additional budget adjustments will be possible outside of the GPF due to the receipt of grants or identification of other special-purpose revenue streams. Measure Y (the Violence Prevention Act) is a good example of a new, voter-approved funding source that will enhance and add to the City’s existing violence reduction, prevention and intervention efforts. The Measure Y budget is summarized in the “Financial Summaries” section of this budget, along with other local assessments.
FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 12
General Purpose Fund Balancing To balance the General Purpose Fund (GPF) budget for FY 2005-07, this Adopted Budget includes measures on both the revenue and expenditure sides. Overall, balancing measures include increases in revenues of over $23 million and expenditure reductions of nearly $9 million, creating a slight surplus in each of the next two budget years. These balancing measures are discussed in detail below.
Revenue Changes Revenue enhancements in the GPF total $23.55 million in FY 2005-06 and $23.75 million in FY 2006-07.
REVENUE CHANGES Revenue Type (in million dollars) FY 2005-06 FY 2006-07 VEHICLE LICENSE FEE 6.30 - LICENSES & PERMITS 0.81 0.74 FINES & PENALTIES 1.00 1.16 SERVICE CHARGES 0.03 0.45 MISCELLANEOUS 3.01 0.50 FUND TRANSFERS 12.40 20.90 Total Revenue 23.55 23.75
Vehicle License Fee (One-Time enhancement): This additional revenue is the recently confirmed repayment of the VLF “backfill” loan from the State, taken in FY 2003-04. In FY 2003-04, the State of California failed to make $1.1 billion of VLF payments to local governments, and the State has agreed to repay these funds to cities and counties by August 15, 2006 (the "VLF gap loan"). The recently approved FY 2005-06 State budget contains the full repayment of the VLF loan to cities. The exact amount or timing of the repayment from the State is not yet known; however, the City is expected to receive at least the $6.3 million included in our budget. Licenses & Permits (Ongoing enhancements): Revenue enhancements in this category are due to fee increases and/or new fees by the Community and Economic Development Agency ($0.6 million per year in additional revenue), Animal Shelter (by $0.12 million), Fire ($30,000 revenue increase per year), and the Citizens Police Review Board ($16,000 in new revenue). Fines & Penalties (Ongoing enhancements): Revenue enhancements in this category are due to fines/penalties increases by the Community and Economic Development Agency ($60,000 to $80,000 per year in additional revenue); renewed Police Beat Feet project fines ($0.3 million to $0.4 million revenue increase per year); and anticipated increases in the parking fine revenue collection due to the transfer of the street sweeping citation function from the Public Works Agency to the Finance & Management Agency ($0.7 million per year). Service Charges (Ongoing enhancements): Revenue enhancements in this category are due to fee increases and/or new fees by the Community and Economic Development Agency ($0.8 million to $1.1 million per year in additional revenue), the Oakland Police Department ($0.4 million revenue increase per year) and the Animal Shelter (by $0.13 million); as well as the anticipated parking meter revenue increase (of $0.4 million annually) due to additional meter replacement efforts funded in this budget. The revenue enhancements are offset by the revenue loss of $1.7 million FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 13
per year due to the closure of City Jail. Note that the Adopted Budget does not contain an increase in the metered parking charge for FY 2005-06. However, a 25 cent per hour increase on all meters that currently charge $1 per hour is assumed beginning July 1, 2006, to bring the hourly charge on all meters in the City to $1.25. The Service Charges revenue has been increased accordingly for FY 2006-07. Miscellaneous (One-Time enhancements): The revenue enhancements in this category include the proposed sale of surplus land which will generate net proceeds of $2.6 million during FY 2005-06; additional reimbursements to the City from the Oakland Base Reuse Authority of $0.3 million to $0.4 million per year; and a $0.14 million annual recovery for the CEDA Real Estate costs. Fund Transfers (Ongoing but Decreasing enhancements): Transfers are proposed from the Pension Annuity Fund ($14 million per year); the General Purpose Fund (at $1.60 million per year, using the $3.2 million net available surplus from FY 2004-05); and Mandatory Garbage Fund ($1 million annually for the next two years, from the discretionary balance). The first transfer is possible as a result of the anticipated refinancing of the Joint Powers Financing Authority 1998 Lease Revenue Bonds. This refunding enables the City to pledge excess Pension Tax Override revenues to servicing the new 2005 bonds. Revenues from a Pension Annuity, purchased by the City in 1985 and which formerly serviced the 1998 Lease Revenue Bonds, will be used to offset General Fund payments for accrued pension liability for employees. It should be noted that the first year Fund Transfers revenue is $4.3 million lower than the sum of the transfers listed above, while the second year revenue is higher by that same amount. This is due to delaying $4.3 million of an annual, recurring repayment from the Municipal Capital Improvement Fund to the General Purpose Fund to ensure budget balancing between the two years. This delay is reflected as one of the budget “technical adjustments”, following the budget adoption resolution under the “Legislation” tab in this Policy document.
Expenditure Adjustments Expenditure reductions to balance the GPF budget total $9.2 million in FY 2005-06 and $8.8 million in FY 2006-07. The reductions are summarized in the table below, followed by the highlights for each department.
EXPENDITURE ADJUSTMENTS Agency / Department FTE (in million dollars) Changes FY 2005-06 FY 2006-07 CITY ADMINISTRATOR 3.92 0.6 0.6 CITY CLERK (1.00) (0.2) (0.2) CITY ATTORNEY (0.75) (0.3) (0.3) FINANCE & MANAGEMENT (5.00) (0.8) (0.9) POLICE SERVICES (85.00) (3.8) (2.8) FIRE SERVICES (3.00) (1.8) (1.8) PUBLIC WORKS 6.81 0.4 0.5 PARKS & RECREATION (2.69) 0.6 0.6 LIBRARY SERVICES (4.52) (0.4) (0.4) CULTURAL ARTS (16.12) (1.6) (1.7) HUMAN SERVICES (2.92) (0.4) (0.4) COMM & ECON DEVELOPMENT (5.00) (0.6) (0.8) NON-DEPARTMENTAL - (0.9) (1.2) Total (115.27) (9.2) (8.8) FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 14
City Administrator. In the City Administrator’s Office (CAO), reductions in operations and maintenance (O&M) of $0.14 million are being made, and will limit the office’s ability to purchase supplies and materials as well as utilize various contract services. The Intergovernmental Affairs Director’s position (currently vacant) is being eliminated and will be replaced with a contract, saving $0.1 million annually. In addition, a total of 1.08 Full-Time Equivalents (FTEs) dedicated to capital projects / issues will be transferred out of the General Purpose Fund (GPF) to other, more appropriate funding sources, reducing the GPF burden by $0.13 million per year. The reductions and transfers are offset by the addition of a Citywide Grants Coordinator position in the Budget Office, which will cost $0.15 million annually. A transfer of the Public Art and Cultural Funding units from the Cultural Arts Department will add 5.5 FTEs and $0.8 million annually to the CAO’s budget within the GPF (and another 0.5 FTE and $0.06 million within the 1.5% Public Art Assessment Fund). City Clerk. In the Clerk’s Office, a budgetary set-aside for the closed captioning contract is being reduced by $70,000, to align the FY 2005-07 budget with the current cost of the offsite captioning contract. In addition, a Comcast Contract administration position, costing approximately $90,000 per year, is transferred to the Information Technology Division of the Finance and Management Agency. City Attorney. The Office of the City Attorney (OCA) is transferring positions to align the distribution of staff with the services they actually provide. A total of 1.75 attorney positions costing approximately $0.4 million annually are being moved to the Oakland Redevelopment Agency. At the same time, a position costing approximately $0.1 million annually is being transferred from the Contract Compliance Fund into the GPF. Finance & Management. In the Finance and Management Agency (FMA), 9.0 positions are being eliminated, of which 4.0 are vacant. In addition, recoveries for Treasury’s staff costs related to debt issuance and portfolio management are being increased. Collectively, these actions result in an estimated $1.2 million to $1.3 million in annual savings to the GPF. At the same time, a Comcast Contract administration position costing $90,000 annually is being transferred from the City Clerk’s Office, as stated above. Furthermore, three technology FTEs to support the IPSS, PIMS and In-Car Video functions in the Police Department are being added, with an annual cost of $0.3 million. Police Services. In the Oakland Police Department, the sworn positions and essential public safety functions are being preserved and enhanced, in line with the Mayor and Council goals, residents’ priorities (as reflected in the 2005 Community Survey), and the Measure Y (Violence Prevention) mandates related to minimum Police staffing. However, to reduce costs, increase efficiency and address other concerns such as safety, a number of reduction/restructuring measures are being taken in this budget. (1) Due to the closure of the City Jail on July 1, 2005, a total of 89 non-sworn positions are being eliminated, with incumbents redeployed elsewhere throughout the City. The 5 sworn officers currently assigned to the Jail are being moved to patrol. The Jail closure results in savings of $2.9 million in FY 2005-06 and $2.2 million in FY 2006-07, after setting aside $3.5 million and $4.6 million, FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 15
respectively, for booking fees with Alameda County, and accounting for the $1.7 million annual revenue loss (discussed in the “Service Charges” section above). (2) In the Park Ranger Unit, 2 vacancies are being eliminated to save nearly $0.3 million annually, leaving a total of 8 Ranger positions in place. (3) A transfer of one officer to a special fund – to support and be reimbursed by a local Homeland Security office – will save another $0.2 million per year in the General Purpose Fund. Along with the above reductions, this budget also contains enhancements for the OPD, including the addition of a Police Psychologist position and two Police Services Technicians for the Abandoned Vehicle Unit. A total of $0.25 million annually (including 5.0 FTEs and operations & maintenance funding) is also being added to the Animal Shelter’s budget, and funding is being restored for the Beat Feet program. The last two enhancements are fully offset by additional revenues generated by these programs. As in prior years, we also looked closely at Police overtime as part of this budget. Police overspending in this area has been an issue in past years, leading to difficult budget adjustments during the course of the year. Prompted by the heightened attention to this matter after the release of the First Quarter Revenue & Expenditure Analysis for FY 2004-05, the Public Financial Management (PFM) group was hired to perform an in-depth analysis of Police overtime. Their recommendations were presented to the City Council on May 3, 2005. This budget contains overtime of $11.7 million for FY 2005-06 and $12.4 million for FY 2006-07 (including $11.2 million and $11.8 million in the GPF, respectively). These figures represent reductions of $0.7 million in year one and $0.5 million in year two. Overtime has been reduced mainly due to the closure of the Jail and the elimination of its associated overtime, as well as the transfer of the five sworn Jail officers into patrol. In addition, the Police Services overtime budget assumes strengthening of internal controls to stay within the allotted amounts. Fire Services. In the Fire Department, the essential fire safety and prevention functions are being preserved in this budget, in agreement with the Mayor and Council goals, 2005 Oakland Community Survey results, and the Measure Y mandates. At the same time, measures are taken to make the Fire Department more efficient in the delivery of its functions, to reduce costs, and to increase recoveries for services. Specifically, this budget contains the elimination of a Deputy Fire Chief after it is vacated due to retirement, a vacant Fire Captain, and a filled Program Analyst, resulting in the annual savings of $0.6 million. In addition, redeployment of a Battalion Chief will reduce overtime by $0.2 million per year; and reimbursements for paramedic services from Alameda County will reduce costs by another $0.9 million annually. Cultural Arts. This budget contains the reorganization of the Cultural Arts Department to better align functions and increase the efficiency in service delivery. The Public Art and Cultural Funding programs (including 6.0 FTEs and a $0.86 million budget across all funds, of which 5.5 FTEs and $0.8 million are in the General Purpose Fund) are being transferred to the City Administrator’s Office, joining the Marketing Division. At the same time, the Malonga Casquelourd Center for the Arts (8.95 FTEs, $0.6 million budget) is being moved to the Office of Parks FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 16
and Recreation. Budget balancing measures for the Cultural Arts Department include the elimination of mostly filled exhibit and fiscal oversight positions totaling 1.67 FTE, to save $0.2 million annually. Library Services. For the Oakland Public Library, all branches will remain open and service hours will not be impacted. However, librarian and administrative positions (a total of 4.52 FTE, 4.00 of which are filled) are being eliminated to save $0.4 million in the General Purpose Fund. Additional reductions are taking place in the Measure Q fund. Human Services. In the Department of Human Services, the key concern for this budget was a continuing reduction in federal support for the Head Start program, which is discussed under “Other Funds” further in this letter. In the General Purpose Fund, a number of budget balancing measures are taken, to save over $0.4 million per year. These include a transfer of 2.31 positions to other (mainly grant) funds, elimination of a filled Youth Leadership position (0.61 FTE), and reduction in operations and maintenance dollars. Parks & Recreation. This budget preserves the essential Parks and Recreation programs and services. However, measures required to balance the budget include the elimination of 8.64 vacant positions to save $0.5 million annually, and a transfer of 3.0 positions totaling $0.1 million per year to the self-sustaining fund. On the other hand, as discussed above, 8.95 positions (and a budget of $0.6 million per year) associated with the Malonga Center are being brought from the Cultural Arts Department into the OPR. Moreover, annual subsidies for the Oakland Zoo and Children’s Fairyland – whose contracts are administered by OPR – are being increased by $0.5 million and $0.1 million, respectively. Public Works. The Public Works Agency has a General Purpose Fund budget of $1.2 million to $1.3 million, which mainly pays for custodial and facility maintenance services (including parks facilities). Changes made to the PWA budget within the GPF include a reduction of two vacant part-time mechanics, offset by a transfer of a custodian from Fire. The net impact of these changes is a slight reduction in the GPF annual costs. In addition, per the City Council amendments to the FY 2005-07 budget, a Parks Maintenance crew of seven is being added to the PWA, including 1.0 Public Works Supervisor II, 4.0 Part-Time Park Attendants and 2.0 Gardener Crew Leaders. The annual cost of the crew is over $0.4 million, and will be funded through the additional one-time revenues, including the prior year GPF surplus and funding from the recently completed pension debt refinance. Community & Economic Development. In the Community & Economic Development Agency (CEDA), increases in fees will generate additional revenues (mainly in the Service Charges and Licenses & Permits categories) to offset the increased costs of providing these services. These revenue enhancements were discussed in the “Revenue” section of this letter. The proposed fee increases are based on the analysis of the actual costs as well as comparisons to other similar jurisdictions. CEDA will perform a more formal “nexus study” in the next budget cycle, and $100,000 in one-time funding has been set aside for this purpose in FY 2006-07. In addition to the fee increases to cover the costs, surplus property sales will take place in FY 2005-06, bringing a net of $2.6 million to the GPF. As part of this budget, FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 17
CEDA is also eliminating 5.0 administrative and support FTEs, 3.0 of which are filled, to realign and streamline functions, resulting in annual savings of $0.9 million. Non-Departmental. This category, representing 12 percent of the overall GPF budget ($55 million in FY 2005-06 and $56 million in FY 2006-07), has limited discretion due to the nature of expenditures it funds. More than $37 million is for debt and lease obligations, and over $19 million are transfers to other funds, including the Self-Insurance Liability and Kids First. It must be noted, however, that a recovery for the central services costs, which comes into Non-Departmental at over $10 million annually, partially offsets expenditures in this category. Balancing measures within Non-Departmental include applying a 10 percent cut to all discretionary categories, and reducing some items by a slightly higher amount. These reductions are offset by the additional Head Start waiver of $0.3 million. The overall net savings to the GPF budget are nearly $1.0 million per year. In addition, the FY 2005-06 Non-Departmental budget includes a $222,750 set aside for the Limited Public Financing Program (one-time, for the June 2006 election), pursuant to the City Council action on June 7, 2005, also confirmed during the budget adoption.
Balancing Other Funds
The Landscaping & Lighting Assessment District (LLAD) Fund The current assessment rate structure for the LLAD has been in place since FY 1993- 94, the year that the voters confirmed the existence of the LLAD. With the rates held constant, revenues have been flat at about $17 million annually, and expenditures have outpaced revenues. Recently, the gap has widened for several key reasons: (1) addition of new and redeveloped parks, park facilities and park-related maintenance projects; (2) addition of new trees and landscaped streetscapes; (3) aging park and recreation facilities; (4) higher utility costs; and (5) increasing personnel costs, mainly due to retirement and medical components. When combined with static revenues, all of the above factors institutionalize the revenue/expenditure gap faced by the LLAD. In past fiscal years, the LLAD structural deficit has been bridged by using up the LLAD reserve and by shifting eligible expenditures to healthier funds, including the General Purpose, State Gas Tax, Multipurpose Reserve and Comprehensive Cleanup. However, in FY 2005-07 these funds are no longer able to absorb such transfers.
During the budget development, the LLAD fund was facing a shortfall of $3 million for FY 2005-06 and $4.3 million for FY 2006-07. To balance this fund in FY 2005-07, the Council opted to use one-time revenues, as follows:
(1) In FY 2005-06, a General Purpose Fund surplus from the prior fiscal year (FY 2004-05) will be used to bridge the $3.0 million gap. (2) In FY 2006-07, the $4.3 million shortfall will be closed using: a $1.0 million repayment from the Oakland Redevelopment Agency to the City (from the Oak Center project area, per an outstanding note); $1.5 million in unallocated interest from the 2000 equipment lease bond; and to-be-determined one-time sources totaling $1.8 million. These will be identified and authorized by the Council during the mid-cycle budget review. FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 18
The above one-time sources will bridge the shortfall in the LLAD fund for the FY 2005- 07 budget cycle. Longer term, after FY 2006-07, more sustainable measures would be necessary. As discussed with the City Council during the FY 2005-07 budget development, these measures may include seeking voter approval to supplant the existing LLAD and approve a new LLAD. A new LLAD could generate additional revenue to not only maintain existing service levels, but also to provide service enhancements for the City’s parks, trees, sidewalks and citywide electrical services. Approval of a new LLAD would require a “yes” vote from 50 percent of responding property owners, weighted by the size of their potential property assessments. The process to secure approval for a new LLAD would take up to twelve months.
The Comprehensive Clean-Up Fund To eliminate the gap between revenues and expenditures in the Comprehensive Cleanup Fund, a number of measures were taken this budget cycle, including: (1) the elimination of two frozen, vacant Litter Enforcement Officer positions; (2) a transfer of a Program Manager to the Recycling Fund; (3) a transfer of a portion of the street sweeping parking citation function to the General Purpose Fund (GPF), and (4) a reduction in operations and maintenance budget by $0.4 million in each of the two years. The total savings realized from these measures are over $1.4 million annually. Additional funding to bridge the $3 million annual gap will come from the available fund balance (which will be depleted after FY 2006-07).
The Head Start Program To balance the Head Start program funding during FY 2005-07, a total of 13.59 FTEs (representing 17 positions) are being eliminated, including Family Advocates, vacant Head Start Center Directors, a vacant Food Service Worker, filled Account Clerks and vacant Administrative Assistants. These reductions are being absorbed without any reduction in number of children and families served by the program.
9 out of 25 Family Advocates (representing 6.93 FTEs, of which 3.0 are vacant) are eliminated. With this reduction, the number of families assigned to each Family Advocate increases from the current average caseload of 44 to 68. In order to help address this added caseload, the following changes are being made: (a) enrollment functions, which are a significant part of the Family Advocate’s responsibilities, will be temporarily removed as a responsibility, and managed by the central office; (b) Family Advocates will receive additional assistance with parent involvement activities from the Head Start Family Services Coordinator (their immediate supervisor); (c) the Family Services Coordinator will also work closely with the Family Advocates to solicit their participation in developing more efficient procedures to meet families’ needs in a timely manner; (d) Head Start management staff will seek community partners and resources to provide additional support; and (e) fund raising projects will be removed from the Family Advocate job description. Due to changing demographics, 68 childcare slots were transferred to the Head Start delegate agency, the Unity Council. This resulted in the closure of two Head Start centers in February 2005. At the time of the closures, the program had two vacancies for Head Start Center Director positions due to staff retirement. These positions – along with two other vacancies in the same classification, representing a total of 3.08 FTEs – are being eliminated in FY 2005-07. FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 19
The above reductions result in annual savings of $1.0 million, not fully covering the $1.3 million budget gap. To continue the viability of this important program, this budget increases the amount of the City’s annual support by $300,000, from the current $1.1 million to $1.4 million. The City’s contribution appears in the Non-Departmental portion of the budget, and will continue to be funded from the General Purpose Fund.
Funds with Negative Balances A number of the City’s funds have carried negative balances for a number of years, using the General Purpose Fund’s resources and “owing” it a repayment. The following funds have been identified as having chronic, and significant, fund balance issues: 1100 – Self-Insurance Liability 1730 – Kaiser Convention Center 1760 – Telecommunications / Cable Franchise Fund 1790 – Contract Compliance Fund 4100 – Equipment Fund 4400 – Facilities Fund
The City began to address the negative balances in the above funds during FY 2003- 05, mainly reducing expenditures, and raising revenues where possible. However, further balancing measures are necessary. For the internal services funds (Equipment and Facilities), payments from departmental users for facility and equipment maintenance are being increased gradually, to align them with the true costs of providing these services. For all other funds, additional transfers from the GPF will be made.
In this budget, the above negative funds have been put on a 10-year “repayment” schedule. The repayment schedules appear in the Non-Departmental section of the FY 2005-07 Policy Budget document.
Changes in Other Funds Key changes in a few other funds are made as part of this budget, including the Kaiser Convention Center fund (due to the center’s closure), the Library Enhancement – Measure Q fund, the Gas Tax fund, and others. These changes are reflected in the “Financial Summaries” section, under “Significant Budget Adjustments”, and are detailed in individual departmental sections.
Budget Alignment with Mayor and Council Goals
This budget reflects the goals and priorities of the Mayor and City Council. For FY 2005- 07, three Citywide goals and nine objectives have been established – these are listed in the “Budget Development Principles” section of this letter.
The charts on the following page reflect the breakdown of the FY 2005-07 appropriations and positions by Mayor/Council goal. A large portion of our budget (in terms of both dollars and positions) is allocated to “Building Community and Fostering Livable Neighborhoods.”
FY 2005-07 Adopted Policy Budget – Transmittal Letter Page 20
Breakdown of FY 2005-07 (2-Year Total) Breakdown of FY 2005-07 (2-Year Total) FTEs by Goal Expenditures by Goal 2 - Comm 3 - Youth & & Neighb 3 - Youth Seniors 1 - Sust City & Seniors 51% 11% 23% 6%
1 - Sust 2 - Comm & City Neighb 43% 66%
This budget provides a detailed analysis of the revenues, expenditures and positions by goal, at Citywide and individual department levels. Such breakdowns are contained within the “Financial Summaries,” “Organizational Summary” and individual departmental sections.
Conclusion
This budget reflects the City’s continued efforts to address funding shortfalls while maintaining core City services. It incorporates organizational improvements brought about by the necessity to close significant funding gaps and protect the City’s fiscal integrity. With the Mayor and City Council’s goals clearly in mind, we have strategically focused on preserving the most effective programs and services that directly further those goals. We have attempted to preserve core infrastructure services, and to reorganize internal processes and systems, so that we are well positioned to expand service delivery when economic conditions improve.
The Administration will continue to support the Mayor and the City Council with creativity, energy and commitment as we work to achieve these goals.
Respectfully submitted,
CITY OF OAKLAND
TABLE OF CONTENTS
LETTER OF TRANSMITTAL MAYOR/COUNCIL PRIORITIES ...... A-1 Mayor / Council Goals and Citywide Objectives ...... A-1 Citywide Program Structure ...... A-2 BUDGET GUIDE ...... B-1 City’s Two-Year Budget ...... B-1 Five-Year Financial Plan ...... B-1 Budget Process...... B-2 Format of Budget Document ...... B-5 Format of Agency and Department Budgets ...... B-6 Glossary of Budgetary Terminology ...... B-7 Abbreviation Guide ...... B-10 CITY FACTS ...... C-1 General Information ...... C-1 All-America City ...... C-1 Government ...... C-2 Commercial Sectors ...... C-2 Demographics ...... C-3 Labor Force and Employment ...... C-3 Climate ...... C-4 History ...... C-4 Port of Oakland...... C-5 Oakland International Airport ...... C-5 Transportation and Mass Transit ...... C-6 Education ...... C-6 Health Care ...... C-7 Public Safety ...... C-7 Parks and Recreation ...... C-7 Arts and Attraction ...... C-8 Chabot Space and Science Center ...... C-9
FY 2005-07 ADOPTED POLICY BUDGET i TABLE OF CONTENTS
CITY FACTS (continued) Professional / Amateur Sports ...... C-9 Media ...... C-9 Key Facts ...... C-10 Statistical Profile ...... C-12 Miscellaneous Construction Activity...... C-13 Demographic Statistics ...... C-14 Port of Oakland Activity ...... C-15 Sales Tax Statistics ...... C-16 FINANCIAL SUMMARIES ...... D-1 Introduction ...... D-1 Introduction to Financial Summaries ...... D-1 Revenue and Expenditure Forecast Methodology ...... D-2 Basis of Budgeting ...... D-6 Planning for Two-Year Budget ...... D-7 Summary Tables ...... D-9 Summary of Significant Budget Changes ...... D-10 Summary of Budget by Council Goal ...... D-18 Summary of Budget by Fund Group ...... D-19 Revenue Tables ...... D-21 Revenue by Fund Group: FY 2005-06 ...... D-22 Revenue by Fund Group: FY 2006-07 ...... D-24 All Funds Revenue by Type ...... D-26 General Purpose Fund Revenue by Type ...... D-28 Discussion of the General Purpose Fund Revenues ...... D-30 Expenditure Tables ...... D-43 Expenditures by Fund Group: FY 2005-06 ...... D-44 Expenditures by Fund Group: FY 2006-07 ...... D-46 All Funds Expenditures by Agency / Department ...... D-48 General Purpose Fund Expenditures by Agency / Department ...... D-50 FY 2005-06 Budget Summary by Fund ...... D-52 FY 2006-07 Budget Summary by Fund ...... D-79
ii FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FINANCIAL SUMMARIES (continued) Funds and Fund Balances ...... D-105 Fund Balance Summary by Fund Group ...... D-106 Fund Groups ...... D-107 Fund Descriptions ...... D-108 Local Assessments ...... D-123 Landscaping and Lighting Assessment District...... D-125 Wildfire Prevention Assessment District ...... D-128 Library Services Retention and Enhancement Act (“Measure Q”)...... D-130 Emergency Medical Services Retention Act (“Measure M”) ...... D-132 Paramedic Services Act (“Measure N”) ...... D-134 Violence Prevention and Public Safety Act (“Measure Y”) ...... D-136 Capital Improvement Program Summary ...... D-139 Capital Improvement Program (CIP) Discussion ...... D-140 2005-2010 CIP Summary by Source...... D-141 2005-2010 CIP Summary by Program ...... D-144 2005-2010 CIP Summary by Category...... D-145 Buildings & Facilities Category ...... D-146 Parks & Open Space Category ...... D-148 Sewers & Storm Drains Category ...... D-149 Streets & Sidewalks Category ...... D-150 Traffic Improvements Category ...... D-151 Technology Enhancements Category ...... D-152 Miscellaneous Category ...... D-153 Unfunded Projects ...... D-154 Other Budget Information ...... D-157 Program Financials ...... D-159 Discretionary Budget Analysis for the General Purpose Fund ...... D-166 Analysis of Funding Stability: Summary by Department ...... D-168 Contracts Funded in FY 2005-07 ...... D-177
FY 2005-07 ADOPTED POLICY BUDGET iii TABLE OF CONTENTS
ORGANIZATION SUMMARY ...... E-1 City’s Organizational Chart...... E-1 Summary of Positions by Agency/Department ...... E-2 Summary of Authorized Positions by Council Goal ...... E-4 Position Charts ...... E-5 AGENCY / DEPARTMENTAL BUDGETS Mayor ...... F-1 Goals ...... F-1 Organizational Chart by Program ...... F-2 Organizational Chart by Division ...... F-2 Programs Included in FY 2005-07 Budget ...... F-3 Summary of Historical Expenditures and Adopted Budget by Fund ...... F-4 Summary of Authorized Positions by Classification ...... F-5 Summary of Authorized Positions by Program...... F-6 Summary of Revenue and Expenditures by Program ...... F-7 Program Detail ...... F-8 City Council ...... G-1 Duties and Responsibilities ...... G-1 Goals ...... G-1 Organizational Chart by Program ...... G-2 Organizational Chart by Division ...... G-2 Programs Included in FY 2005-07 Budget ...... G-3 Summary of Historical Expenditures and Adopted Budget by Fund ...... G-4 Summary of Authorized Positions by Classification ...... G-5 Summary of Authorized Positions by Program...... G-6 Summary of Revenue and Expenditures by Program ...... G-7 Summary of Revenue and Expenditures by District ...... G-8 Program Detail ...... G-9 District Budget Detail ...... G-11 City Administrator ...... H-1 Mission Statement ...... H-1 Business Goals ...... H-1
iv FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
City Administrator (continued) Organizational Chart by Program ...... H-2 Organizational Chart by Division ...... H-3 Programs Included in FY 2005-07 Budget ...... H-4 Summary of Significant Budget Changes ...... H-6 Summary of Historical Expenditures and Adopted Budget by Fund ...... H-7 Summary of Authorized Positions by Classification ...... H-8 Summary of Authorized Positions by Program...... H-10 Summary of Revenue and Expenditures by Program ...... H-11 Program Detail ...... H-12 City Attorney ...... I-1 Mission Statement ...... I-1 Business Goals ...... I-1 Organizational Chart by Program ...... I-2 Organizational Chart by Division ...... I-2 Programs Included in FY 2005-07 Budget ...... I-3 Summary of Significant Budget Changes ...... I-4 Summary of Historical Expenditures and Adopted Budget by Fund ...... I-5 Summary of Authorized Positions by Classification ...... I-6 Summary of Authorized Positions by Program...... I-7 Summary of Revenue and Expenditures by Program ...... I-8 Program Detail ...... I-9 City Auditor ...... J-1 Mission Statement ...... J-1 Business Goals ...... J-1 Organizational Chart by Program ...... J-2 Organizational Chart by Division ...... J-2 Programs Included in FY 2005-07 Budget ...... J-3 Summary of Historical Expenditures and Adopted Budget by Fund ...... J-4 Summary of Authorized Positions by Classification ...... J-5 Summary of Authorized Positions by Program...... J-6 Summary of Revenue and Expenditures by Program ...... J-7
FY 2005-07 ADOPTED POLICY BUDGET v TABLE OF CONTENTS
City Auditor (continued) Program Detail ...... J-8 City Clerk ...... K-1 Mission Statement ...... K-1 Business Goals ...... K-1 Organizational Chart by Program ...... K-2 Organizational Chart by Division ...... K-2 Programs Included in FY 2005-07 Budget ...... K-3 Summary of Significant Budget Changes ...... K-4 Summary of Historical Expenditures and Adopted Budget by Fund ...... K-5 Summary of Authorized Positions by Classification ...... K-6 Summary of Authorized Positions by Program...... K-7 Summary of Revenue and Expenditures by Program ...... K-8 Program Detail ...... K-9 Finance and Management ...... L-1 Mission Statement ...... L-1 Business Goals ...... L-1 Organizational Chart by Program ...... L-3 Organizational Chart by Division ...... L-3 Programs Included in FY 2005-07 Budget ...... L-4 Summary of Significant Budget Changes ...... L-5 Summary of Historical Expenditures and Adopted Budget by Fund ...... L-6 Summary of Authorized Positions by Classification ...... L-8 Summary of Authorized Positions by Program...... L-11 Summary of Revenue and Expenditures by Program ...... L-12 Program Detail ...... L-13 Police Services ...... M-1 Mission Statement ...... M-1 Business Goals ...... M-1 Organizational Chart by Program ...... M-2 Organizational Chart by Division ...... M-3 Programs Included in FY 2005-07 Budget ...... M-4
vi FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Police Services (continued) Summary of Significant Budget Changes ...... M-5 Summary of Historical Expenditures and Adopted Budget by Fund ...... M-6 Summary of Authorized Positions by Classification ...... M-8 Summary of Authorized Positions by Program...... M-10 Summary of Revenue and Expenditures by Program ...... M-11 Program Detail ...... M-12 Fire Services ...... N-1 Mission Statement ...... N-1 Business Goals ...... N-1 Organizational Chart by Program ...... N-2 Organizational Chart by Division ...... N-3 Programs Included in FY 2005-07 Budget ...... N-4 Summary of Significant Budget Changes ...... N-5 Summary of Historical Expenditures and Adopted Budget by Fund ...... N-6 Summary of Authorized Positions by Classification ...... N-7 Summary of Authorized Positions by Program...... N-9 Summary of Revenue and Expenditures by Program ...... N-10 Program Detail ...... N-11 Cultural Arts ...... O-1 Mission Statement ...... O-1 Business Goals ...... O-1 Organizational Chart by Program ...... O-2 Organizational Chart by Division ...... O-2 Programs Included in FY 2005-07 Budget ...... O-3 Summary of Significant Budget Changes ...... O-4 Summary of Historical Expenditures and Adopted Budget by Fund ...... O-5 Summary of Authorized Positions by Classification ...... O-6 Summary of Authorized Positions by Program...... O-8 Summary of Revenue and Expenditures by Program ...... O-9 Program Detail ...... O-10
FY 2005-07 ADOPTED POLICY BUDGET vii TABLE OF CONTENTS
Library ...... P-1 Mission Statement ...... P-1 Business Goals ...... P-1 Organizational Chart by Program ...... P-2 Organizational Chart by Division ...... P-2 Programs Included in FY 2005-07 Budget ...... P-3 Summary of Significant Budget Changes ...... P-4 Summary of Historical Expenditures and Adopted Budget by Fund ...... P-5 Summary of Authorized Positions by Classification ...... P-6 Summary of Authorized Positions by Program...... P-8 Summary of Revenue and Expenditures by Program ...... P-9 Program Detail ...... P-10 Parks and Recreation ...... Q-1 Mission Statement ...... Q-1 Business Goals ...... Q-1 Organizational Chart by Program ...... Q-2 Organizational Chart by Division ...... Q-3 Programs Included in FY 2005-07 Budget ...... Q-4 Summary of Significant Budget Changes ...... Q-6 Summary of Historical Expenditures and Adopted Budget by Fund ...... Q-7 Summary of Authorized Positions by Classification ...... Q-8 Summary of Authorized Positions by Program...... Q-10 Summary of Revenue and Expenditures by Program ...... Q-11 Program Detail ...... Q-12 Human Services ...... R-1 Mission Statement ...... R-1 Business Goals ...... R-1 Organizational Chart by Program ...... R-2 Organizational Chart by Division ...... R-2 Programs Included in FY 2005-07 Budget ...... R-3 Summary of Significant Budget Changes ...... R-4 Summary of Historical Expenditures and Adopted Budget by Fund ...... R-5
viii FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Human Services (continued) Summary of Authorized Positions by Classification ...... R-6 Summary of Authorized Positions by Program...... R-8 Summary of Revenue and Expenditures by Program ...... R-9 Program Detail ...... R-10 Public Works ...... S-1 Mission Statement ...... S-1 Business Goals ...... S-1 Organizational Chart by Program ...... S-2 Organizational Chart by Division ...... S-3 Programs Included in FY 2005-07 Budget ...... S-4 Summary of Significant Budget Changes ...... S-6 Summary of Historical Expenditures and Adopted Budget by Fund ...... S-7 Summary of Authorized Positions by Classification ...... S-9 Summary of Authorized Positions by Program...... S-13 Summary of Revenue and Expenditures by Program ...... S-14 Program Detail ...... S-15 Community and Economic Development ...... T-1 Mission Statement ...... T-1 Business Goals ...... T-1 Organizational Chart by Program ...... T-2 Organizational Chart by Division ...... T-3 Programs Included in FY 2005-07 Budget ...... T-4 Summary of Significant Budget Changes ...... T-8 Summary of Historical Expenditures and Adopted Budget by Fund ...... T-9 Summary of Authorized Positions by Classification ...... T-11 Summary of Authorized Positions by Program...... T-14 Summary of Revenue and Expenditures by Program ...... T-15 Program Detail ...... T-17 Non-Departmental...... U-1 Overview ...... U-1 Programs Included in FY 2005-07 Budget ...... U-2
FY 2005-07 ADOPTED POLICY BUDGET ix TABLE OF CONTENTS
Non-Departmental (continued) Summary of Significant Budget Changes ...... U-4 Summary of Historical Expenditures and Adopted Budget by Fund ...... U-5 Summary of Revenue and Expenditures by Program ...... U-7 Program Detail ...... U-8 Debt Burden and Debt Capacity ...... U-16 City’s Debt Issuances ...... U-18 Debt Service Schedule ...... U-22 Ten-Year Negative Fund Rebalancing Schedule...... U-24 SUPPLEMENTAL...... V-1 Listing of Contents ...... V-1 Reserve Policy - General Fund and Capital Improvement Fund...... V-2 Policy on Balanced Budgets ...... V-5 Long-Term Financial Planning Policy...... V-7 Policy on Charges for Services ...... V-9 Investment Policy ...... V-12 Debt Management Policy...... V-32 Summary of the 2005 Community Survey Results ...... V-39 INDEX ...... W-1 BUDGET-RELATED LEGISLATION ...... X-1
x FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Mayor / Council Goals and Citywide Objectives
Goal 1: Develop A Sustainable City
Objectives:
1A. Maximize socially and environmentally sustainable economic growth, including conserving natural resources
1B. Encourage and support social equity for all Oakland residents
1C. Develop and institutionalize sound financial management policies and practices
Goal 2: Build Community and Foster Livable Neighborhoods
Objectives:
2A. Reduce crime by implementing a comprehensive crime prevention/reduction strategy
2B. Facilitate the development of housing for all incomes
2C. Reduce blight and nuisance
2D. Provide for clean, well-maintained and accessible streets and sidewalks, facilities, amenities, parks, recreational facilities and trees.
2E. Encourage and support civic engagement
Goal 3: Ensure that all Oakland Youth and Seniors Have the Opportunity to be Successful
Objectives:
3A. Provide effective community programs for seniors, youth, and people with disabilities
FY 2005-07 ADOPTED POLICY BUDGET A - 1 MAYOR AND COUNCIL PRIORITIES
Citywide Program Structure
Goal Develop A Sustainable City
Maximize socially and Encourage and support Develop and institutionalize environmentally sustainable Objectives social equity for all sound financial management economic growth, including Oakland residents policies and practices conserving natural resources
Broadway/MacArthur/ Contract Compliance Agency-Wide Admin Fire Department Programs San Pablo (CEDA) Program & Employment (PSA) Safety, Education Service (CAO) & Training (Fire)
Business Creation, Administration (CAO) Fiscal Management Attraction, Retention, Citywide Activities (N-D) and Expansion (N-D) Services (CEDA) Good Government Contract Management Advisory Services (OCA) (Auditor) (OPR) Central City East (CEDA) Human Resource Equal Access Office Auditing (Auditor) Management (FMA) (CAO) Coliseum (CEDA) Budget, Analysis and Library System Equal Opportunity Operations Support (CAO) Wide Services (OPL) Commercial Lending Program (CAO) (CEDA) CEDA's Director's Office Legal Support Fostering Safe and (CEDA) & Operations (OCA) Healthy Communities Community Development- (DHS) CDBG (CEDA) Central Administration Litigation Services (OPR) (OCA) Oaklanders Assistance Development Permit Center (Mayor) Inspection (CEDA) Central Reservations Mayor's Support (OPR) Residential Rent (Mayor) Development Permit Adjustment (CEDA) Processing and Engineering Approval (CEDA) Cultural Arts Oversight Parking Management Workforce Development (CAD) (FMA) Downtown Development (CEDA) (CEDA) Debt/Lease Payments Personnel, Safety & (N-D) Liability (Fire) Environmental Compliance and Remediation (PWA) Financial Management Policy Analysis (FMA) (Council) Fire Prevention Bureau (Fire) Fire Department Administration (Fire) Safety and Liability (PWA)
Historical Preservation (CEDA) Technology Management (FMA) Major Projects/Strategic Planning & Implementation (CEDA)
Neighborhood Commercial Revitalization (CEDA) ORGANIZATIONAL LEGEND:
OARB - Bay Bridge CAD Cultural Arts Department Gateway (CEDA) CAO City Administrator’s Office CEDA Community & Economic Development Agency CIP Capital Improvement Program Recycling and Solid Waste (PWA) DHS Department of Human Services FMA Finance & Management Agency N-D Non-Departmental Watershed and Waterways (PWA) OCA Office of the City Attorney OPL Oakland Public Library OPR Office of Parks and Recreation West Oakland PSA Police Services Agency Redevelopment (CEDA) PWA Public Works Agency
A - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Citywide Program Structure
Goal Build Community And Foster Livable Neighborhoods
Provide clean, well-maintained Reduce crime by Facilitate the and accessible Encourage and Objectives implementing a development of Reduce blight streets & sidewalks, support civic comprehensive crime housing for and nuisance facilities, engagement prevention/reduction strategy all incomes amenities, parks, recreational facilities and trees
911-Dispatch Development Keep Oakland African American Internal Affairs Programs Communication Review/Zoning Clean and Ballfields (OPR) Museum & Library (PSA) (Fire) (CEDA) Beautiful (PWA) at Oakland (OPL)
Citizens Police Measure Home Ownership Livable Camps (OPR) Agenda Review Board Y-Prevention & Rehabilitation Neighborhood Management (CAO) (DHS) (CEDA) Code Enforcement Custodial Services (Clerk) Services (CEDA) (PWA) Housing Communications Patrol Community Development (PSA) (PSA) Neighborhood Electrical and Promotion (N-D) (CEDA) Law Corp Energy Efficiency (OCA) (PWA) Criminal Records Cultural Arts Investigations (PSA) Engineering (OPR) (PSA) Planning and Design (PWA) Criminalistics Port Security Cultural Funding (PSA) (PSA) Facilities (CAO) Management and Develop. (PWA) Emergency Research, Plan’g Customer Svcs/ Medical Services & Crime Analysis Fleet Management Records Mngt (Fire) (PSA) and Maintenance (Clerk) PWA) Emergency Special Election & Response Support Operations Political Services (Fire) (PSA) Grounds (PWA) Compliance (Clerk)
Emergency Servs / Special Op’s- Museum Visitor Henry J. Kaiser Homeland Sec’y Emergency Services (CAD) Convention Center (Fire) Response (Fire) (CAD) Pedestrian Safety Malonga False Alarm Training (PWA) Casquelourd Center Program (Fire) (PSA) for the Arts (OPR) Project Delivery Fire Suppression/ (PWA) Marketing and Vice/Narcotics Field Operations Special Events (PSA) (Fire) Real Estate (CAO) (CEDA) Museum Curatorial Homeland and Exhibition Svcs Security (CAO) Recreational Ctrs and Programs (CAD) (OPR) Museum Education Sanitary & Storm Services (CAD) Sewer Mgmt and Maintenance (PWA) Constituent Affairs ORGANIZATIONAL LEGEND: (Council) Streets and CAD Cultural Arts Department Sidewalks Mgmt Public Art CAO City Administrator’s Office and Maintenance (CAO) CEDA Community & Economic Development Agency (PWA) CIP Capital Improvement Program DHS Department of Human Services Trees (PWA) Public Ethics FMA Finance & Management Agency Commission (CAO) N-D Non-Departmental Transportation & OCA Office of the City Attorney Pedestrian OPL Oakland Public Library Safety (PWA) OPR Office of Parks and Recreation PSA Police Services Agency Traffic Operation PWA Public Works Agency (PWA)
FY 2005-07 ADOPTED POLICY BUDGET A - 3 MAYOR AND COUNCIL PRIORITIES
Citywide Program Structure
Ensure that all Oakland Youth and Seniors Goal Have Opportunity to be Successful
Provide effective community Objective programs for seniors, youth, and people with disabilities
Adult Sports Davie Tennis & Programs (OPR) Citywide Tennis (OPR)
After-School Sports Empowering Seniors (OPR) and People with Disabilities (DHS) Americans with Disabilities Act Literacy Programs Programs (CAO) (OPL)
Aquatics – Boating Main Library (OPR) Services (OPL)
Aquatics – Pools Oakland Fund for (OPR) Children and Youth (DHS)
Automated Systems Self-Sustaining Program (OPR) (OPR)
Branch Library Strengthening Children, Services (OPL) Youth & Their Families (DHS)
ORGANIZATIONAL LEGEND:
CAD Cultural Arts Department CAO City Administrator’s Office CEDA Community & Economic Development Agency CIP Capital Improvement Program DHS Department of Human Services FMA Finance & Management Agency N-D Non-Departmental OCA Office of the City Attorney OPL Oakland Public Library OPR Office of Parks and Recreation PSA Police Services Agency PWA Public Works Agency
A - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
City’s Two-Year Budget
Local governments use budgets for a variety of reasons, but most importantly for accountability, planning, information and evaluation. The City of Oakland is on a two year budget cycle, with FY 2005-07 being Oakland’s fifth biennial budget. The two-year budget is intended to improve the City’s long-term planning and enhance funding stability, and operational continu- ity and efficiency.
The City of Oakland adopted a program-based budget format in FY 2003-05. The advantage of a program-based budget is that it focuses on the product of the budgeting effort rather than the line items that go into those programs. The various programs in the City’s budget are linked to the overarching goals and priorities of the Mayor and City Council as well as to the specific Citywide objectives. At a program level, not only the budget is developed and actual financials are captured (for revenues, expenditures and positions), but also performance measures and targets are set and actual performance is tracked. Therefore, the City’s program-based budget provides a good transition to a performance-based budget. The City’s budget is adopted for a 24-month period; however, the appropriations are divided into two one-year spending plans. During the second year of the two-year budget cycle, the Mayor and Council conduct a Midcycle budget review limited to significant variances in estimated revenue and / or revised mandates arising from Federal, State or Court actions. The Mayor, Council and staff also use the first year of the two-year budget cycle to review, refine, and enhance the utility of agency/departmental performance measures.
The Five-Year Financial Plan
The City also develops a Five Year Financial Plan. The Plan is an indication of management’s best assessment of future revenues, expenditures and operating results over the five-year forecast period. The plan draws upon the experience of the City’s Economic Advisory Panel, which convenes annually to review staff’s revenue projections and recommend changes.
The compilation and review of the Plan provides an opportunity to put current funding decisions in context with longer-term economic conditions while affording City management a realistic projection of the ongoing financial impact of policy deci- sions. Major goals of the Five-Year Financial Plan include the following:
1. To put the City’s two-year budget making process into a five-year planning horizon to facilitate prudent financial management.
2. To provide an environment for setting revenue and expenditure targets and for evaluating budget priorities in light of projected fiscal conditions.
3. To present a picture of the longer-term strategic financial issues facing the City, while highlighting funding priorities for budget planning.
4. To identify potential structural budget imbalances, surpluses or shortfalls.
5. To demonstrate to the policy-makers the likely impact of the short-term capital investment and financing decisions on the City’s longer-term financial capacity.
6. To provide a useful framework for reviewing and refining the City’s financial forecasts, as well as its financial management goals and priorities.
In preparing the Plan, City staff takes into account historical experience, as well as the economic uncertainties underlying the revenue outlook and growth in expenditures during the five-year period. The Plan also accounts for major demographic and legislative changes.
FY 2005-07 ADOPTED POLICY BUDGET B - 1 BUDGET GUIDE
The Budget Process
The budget process is the formal method through which the City establishes its goals, program priorities and desired service levels for the upcoming fiscal period, and identifies the resources necessary to achieve them. Essentially, it is a process through which policy is made, programs are articulated and resources are identified in order to put them into effect. The chart below summarizes the process, with details provided on the following pages.
Budget Process Flowchart – FY 2005-07 START
NOV 2004 - DEC 2004 Develop Citywide Objectives Based on DEC 2004 - JAN 2005 FEB - MAR 2005 Mayor / Council Goals NOV 29, 2004 Agencies / Departments Budget Office Reviews Develop FY 2005-07 Agency / Departmental Mayor / Council Outline Budget Proposals, in Budget Proposals for FY Budget Priorities, Set Programmatic Linked to 2005-07, Provides Goals for FY 2005-07 Citywide Terms, Linked Program / Funding Budget Office Provides to Citywide Objectives Recommendations to City Training to Agencies / and Mayor / Council Administrator/Mayor Departments on FY Goals 2005-07 Budget Development FINISH MAR - APR 2005 NEXT BUDGET CYCLE NOV 2004 - DEC 2004 City Administrator Holds Internal “Budget Hearings” With Agencies (BUDGET IMPLEMENTATION) / Departments, Makes Program / Funding MAY-JUN 2006 Recommendations to Council Makes Midcycle Mayor Adjustments to FY 2006-07 (Second Year) Budget APR 2005 (BUDGET IMPLEMENTATION) Mayor Follows Up with City Administrator, JUN 21, 2005 Budget Office and Council Makes Final Departments; Makes Budget Augmentation Final Decisions on FY MAY 2005 Decisions, Adopts FY 2005-07 Proposed Budget 2005-07 Budget Council Members Hold Community Meetings for Input from Constituents MAY - JUN 2005 on FY 2005-07 Budget MAY 2005 APR 2005 Council Deliberates on Mayor’s / City Mayor’s / City Manager’s FY 2005-07 Proposed Administrator’s FY 2005- FY 2005-07 Proposed Budget, Makes 07 Proposed Budget Budget Finalized, Budget Adjustments Document Submitted to Document Printed Budget Advisory Council / Public Committee Develops Recommendations on FY 2005-07 Budget for City Council
APR - MAY 2005
B - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
The budget process consists of several important stages: 1) Budget Development, 2) Budget Adoption, and 3) Budget Amendment.
Budget Development
Nov 2004: Priority Setting The Budget Development process for the FY 2005-07 cycle began in the fall of 2004, when the Mayor and the City Council established their goals for FY 2005-07 at the November Retreat. Also at the retreat, staff presented to the Mayor and Council the City’s preliminary revenue and expenditure projections for FY 2005-07, with the empha- sis on key anticipated issues. Nov 2004-Dec 2004: Development of Objectives Following the Council retreat, Citywide Objectives, based on the goals by the Mayor/ Council, were developed. These goals and objectives link to Programs in the City’s FY 2005-07 budget. Nov 2004-Dec 2004: Departmental Training During November–December 2004, comprehensive training was provided to all Agen- cies / Departments on the development of the FY 2005-07 budget. The key compo- nents of the budget instructions provided to Agencies / Departments at the training sessions were: a) budget development by program, with built-in performance informa- tion; and b) two-year financial outlook and actions necessary to balance the FY 2005- 07 budget. Dec 2004-Jan 2005: Departmental Budget Development Agencies/Departments began the development of their budget proposals for FY 2005- 07 in December, following budget training in November. Budget proposals were devel- oped in programmatic terms, with anticipated revenues and requested appropriations presented by programs, with linkages to Citywide Objectives and Mayor/Council Goals. In addition, throughout the budget document, revenues, expenditures, and positions are reflected by goal, objective and program. Feb 2005: Community Survey The City conducted a community survey, to gauge citizens’ satisfaction with city ser- vices and to help the Council determine what the City’s budget priorities should be. Feb-Mar 2005: Budget Office Analysis Upon receipt of Agency / Departmental budget submittals, the Budget Office provided an in-depth analysis of each budget request. Based upon the initial analysis and sub- sequent follow-up with departments to resolve issues and answer questions, recom- mendations were provided to the Mayor and City Administrator regarding the proposed programs, new initiatives, new funding requests, and budget balancing measures. Mar-Apr 2005: Internal Budget Hearings Internal budget hearings were held by the City Administrator, City Administrator Staff, and the Budget Office with Agency Directors and their program / fiscal staff. At these internal meetings, discussions occurred about program priorities and resource require- ments for the next two years; budget recommendations and questions from the Mayor, City Administrator and Budget Office were also discussed. Based on the outcomes of the internal budget hearings, follow-up discussions with Agencies / Departments when necessary and additional analysis by staff, preliminary budget decisions were made by the Mayor and City Administrator.
FY 2005-07 ADOPTED POLICY BUDGET B - 3 BUDGET GUIDE
Apr 2005: Proposed Budget Finalized Based on the decisions following the internal budget hearings, subsequent discus- sions with the Agencies / Departments, additional analysis by the Budget Office, and a series of wrap-up meetings with the Mayor and City Administrator, the FY 2005-07 Proposed Budget was finalized in April of 2005. Following technical changes in the budget system, the Budget Office prepared the Proposed Budget document for presen- tation to the City Council in May. May-Jun 2005: Council Budget Deliberations Both in preparation for and following the May 6th release of the FY 2005-07 Proposed Budget, City Council members held community meetings to obtain input from constitu- ents on the FY 2005-07 budget priorities, and to understand questions and concerns pertaining to the Administration’s budget proposal. At the same time, the City’s budget was reviewed by the Budget Advisory Committee (BAC), consisting of Oakland resi- dents and business community members appointed by City Council members and the Mayor. The BAC holds meetings throughout the year and may review the City’s overall budget, or specific topics as requested by the City Council. The BAC also convenes public meetings to encourage citizen input on the budget and presents its findings and recommendations to the City Council during hearings on the budget.
On May 17, 2005, the Mayor and City Administrator presented their FY 2005-07 Pro- posed Budget to the City Council. Upon presentation of the Proposed Budget, the City Council conducted a series of public hearings to review each Agency / Department budget.
Budget Adoption
Jun 21, 2005: Council Budget Adoption As required by The City Charter, the City Council adopted a balanced budget by June 30, preceding the start of the fiscal year commencing July 1. The Adopted Budget provides two-year appropriation authority for all funds and first- and second-year appro- priations for the Five-Year Capital Improvement Program. The appropriations are out- lined in two annual spending plans for FY 2005-07.
Budget Amendment
May-Jun 2006: Midcycle Budget Amendment At the close of the first year of the two-year budget cycle, the Mayor and Council conduct a Midcycle budget review limited to significant variances in estimated General Fund revenue and/or revised mandates arising from Federal, State or Court actions. For the FY 2005-07 budget cycle, the Midcycle Review will take place in May-June 2006, and will pertain to revenues and expenditures for FY 2006-07 (i.e. the second year of the biennial budget). Year-Round Budget Amendments The budget is a flexible document that provides a comprehensive framework of re- source allocations for implementation of the City’s goals, priorities and program activi- ties covering the two-year fiscal period. Amendments to the budget may be made throughout the two-year period. Appropriation of new money or transfers between funds and Agencies/Departments requires formal action through Council resolution. Trans- fers between divisions within an Agency/Department, accounts or projects may be made at the administrative level. These transfers can be authorized by the City Admin- istrator, Budget Office or Agency Directors, depending on the nature of the transfer.
B - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND Format of Budget Document
This section provides the reader with a brief explanation of the format and contents of the FY 2005-07 Adopted Policy Budget document. The budget document is presented in two dimensions: 1) consistent with the organizational structure of the City (i.e., by Agency / Department), and 2) according to the Mayor / Council goals. A description of major sections of this document, with an explanation of contents, is provided below.
Letter of Transmittal This is the City Administrator’s budget message to the Mayor and City Council. It outlines the FY 2005-07 overall budgetary plan of the City, including major budget / program changes and anticipated challenges.
Table of Contents This section outlines the order and page number of each section of the budget docu- ment.
Mayor/Council Priorities This section summarizes goals and priorities of the Mayor and City Council and illus- trates linkages to departmental programs.
Budget Guide This section contains an overview of the budget process. In addition, it outlines the organization of the budget and contains a Glossary of Budgetary Terminology and an Abbreviation Guide.
City Facts This section provides general information about the City, including a description of the City’s history, form of government, transportation modes, attractions and miscella- neous statistics about construction activity, demographics and the Port of Oakland activity.
Financial Summaries This section provides tables and graphs summarizing current and historical data on the City’s expenditures, revenue and staffing levels. Summaries of the Five-Year Capital Improvement Program are included in the Financial Summaries; however, the project details are published in a separate document called the 2005-10 Capital Improvement Program. Descriptions of the City’s funding sources and the basis for revenue projec- tions are also included.
Organizational Summary This section presents the citywide organization chart and a summary of historical and current staffing levels by agency and department.
Agency Programmatic Budgets The agency and department programmatic budgets are one of two major components of the City’s total budget. The other major component is the Capital Improvement Pro- gram budget. Each agency/department budget contains both summaries and detailed budgets, including details by program.
Supplemental Information This section includes budget and financial policies, including the City’s policy on bal- anced budgets, reserves, long-term planning, investment, and debt management. In- formation from the 2005 Community Survey is also provided in this section.
Index This section serves as a reference guide.
Legislation Copies of the legislation approved by the City Council to adopt the FY 2005-07 Budget are included in this section.
FY 2005-07 ADOPTED POLICY BUDGET B - 5 BUDGET GUIDE
Format of Agency and Department Budgets
This section outlines the information included in the Agency/Departmental budget sections.
Agency/Department Summary Each agency/department budget begins with its mission statement and organization chart.
Business Goals The second section lists the agency/departmental goals for FY 2005-07. Typically, these goals represent the business purpose of an agency/department, in support of its mission statement. Each department in the City fulfills particular needs of the commu- nity, and this section outlines those responsibilities.
Programs Included in the FY 2005-07 Budget This section describes all programs for each agency/department.
Significant Changes to Budget Following the Business Goals is a table highlighting major changes to the agency/ department’s appropriations included in the FY 2005-07 Policy Budget.
Appropriations The next several pages display summary information for revenues, expenditures, and positions, both historical and adopted for FY 2005-07, associated with operating the agency/department.
Summary of Historical Expenditure by Fund outlines which funds (i.e., revenue sources) will be used to pay the expenses of the department. The sources and uses of the City’s various funds are described in the Financial Summaries section.
Position Summary by Classification lists all positions within the agency/depart- ment by classification title, and provides the number of full-time equivalents (FTE) appropriated for the classification.
Position Summary by Program summarizes all positions by program.
Summary of Budget by Program summarizes revenue and expenditures by pro- gram.
Program Budget Details Following the summary pages are program budget details including a description of each program and its relation to the Mayor/Council Goals. A financial table displays information on FY 2005-07 approved revenues, expenditures and FTEs. Lastly, perfor- mance measures for the program are articulated along with performance targets.
B - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Glossary of Budgetary Terminology
The City’s Policy Budget contains specialized and technical terminology that is unique to public finance and budgeting. To assist the reader of the Policy Budget document in understanding these terms, a glossary of budgetary terminology is included as follows:
Actual Actual refers to the expenditures and/or revenues realized in the past.
Adjusted Budget The status of appropriations as of a specific date between July 1 at the beginning of the fiscal period and June 30 at the end of the period. Includes the adopted budget, budget amendments, prior year encumbrances, approved project carryforwards from prior years, and transfers between accounts, divisions and departments.
Adopted Budget Revenues and appropriations approved by the City Council in June immediately pre- ceding the new fiscal period.
Agency / Department A major unit of the municipal organization which is managed by an Agency / Depart- ment Director and comprised of a number of divisions which are functionally related to one another.
Appropriation An authorization made by the City Council that permits the City to incur obligations and to make expenditures of resources.
Appropriation Resolution The official enactment by the City Council to establish legal authority for City officials to obligate and expend funds.
Budget A financial plan for a specific period of time (fiscal period) that matches all planned revenues and expenditures with various municipal services.
Budget Adjustment A legal procedure utilized by City staff to revise a budget appropriation. City staff has the prerogative to adjust expenditures within departmental budgets. Council approval is required for transfers between departments, and for additional appropriations from fund balance or new revenue sources.
Budget Calendar The schedule of key dates or milestones that the City follows in the preparation, adop- tion and administration of the budget.
Budget Document A financial and planning tool that reflects the proposed (and later adopted) revenues and appropriations for the City (including operating and capital), performance stan- dards, targets, organizational structure and goals, along with historical financial infor- mation.
Budgetary Control The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of avail- able resources.
Capital Improvement Program A plan for capital expenditures for the acquisition, expansion or rehabilitation of an element of the City’s physical plant to be incurred within a fixed period of several future years.
Capital Outlay Expenditures relating to the purchase of equipment, facility modifications, land, and other fixed assets.
FY 2005-07 ADOPTED POLICY BUDGET B - 7 BUDGET GUIDE
Glossary of Budgetary Terminology (continued)
Carryforward Appropriations brought forward from a previous fiscal year to continue or complete a specific project, program or activity.
Contingency Reserve Portion of a fund’s balance legislatively mandated at a particular minimum level. For example, the City Council has set policies for the General Fund reserve (of 7.5 per- cent), Capital reserve (of $6 million). Please see “Supplemental” portion of this Policy Budget for details on the City Councils reserve policies.
Department / Agency A major unit of the municipal organization which is managed by an Agency / Depart- ment Director and comprised of a number of divisions which are functionally related to one another.
Division A unit of the municipal organization which reports to a department or agency.
Encumbrance Obligations in the form of purchase orders, contracts or salary commitments, which are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise termi- nated.
Enterprise Fund A governmental accounting fund in which the services provided are financed and oper- ated similarly to those of a private business. The rate schedules for these services are established to ensure that the revenues are adequate to meet all necessary expendi- tures.
Expenditure The actual expending of financial resources, as recorded in the City’s financial system.
Expenditure Category A basis for distinguishing types of expenditures. The major expenditure categories used by the City of Oakland are personnel services; operations and maintenance; and capital outlay.
Fiscal Year A twelve-month time period signifying the beginning and ending period for recording financial transactions. The City of Oakland has specified July 1 through June 30 as its fiscal year.
FTE (Full-Time Equivalent) An FTE or full-time equivalent is defined as a staff year. For example, two employees who work one-half time are considered one full-time equivalent.
Fund An accounting entity that has a set of self-balancing accounts and that records all financial transactions for specific activities or government functions. The City uses different funds to account for expenditures from various revenue sources. Restricted funds may be expended for purposes specified by law or grantor regulations. Discre- tionary or unrestricted funds may be spent for any lawful purpose designated by the City Council.
Fund Balance The net effect of assets less liabilities at any given point in time. The total fund balance includes a designated / reserved portion, usually for encumbrances, projects, or other prior commitments, as well as an undesignated / unreserved (i.e. “available”) portion.
Fund Group A group of funds with similar restrictions and accounting treatment. The seven fund groups included in the City’s budget are: general funds; special revenue funds; enter- prise funds; internal service funds; capital projects funds; debt service funds; and trust and agency funds. These are defined on page D-107.
B - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Glossary of Budgetary Terminology (continued)
Grant A contribution by a government, other organization, or a private individual, to support a particular function. Grants may be classified as either categorical or block, depending upon the amount of discretion allowed the grantee. Grants may be competitive or based on allocation.
Letter of Transmittal The opening section of the budget, which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the previous fiscal years, and the views and recommendations of the City Administrator.
Operating Budget A financial plan for the provision of City services and basic governmental functions. The operating budget contains appropriations for such expenditures as personnel services, fringe benefits, commodities, services and minor capital expenses. It does not include Capital Improvement Project expenditures.
Operations and Maintenance Expenditures related to operating costs including supplies, commodities, contract ser- vices, materials, utilities and educational services.
Personnel Services Expenditures related to employee compensation including wages and salaries, fringe benefits, retirement, premiums, allowances and special / supplemental pay such as shift differentials.
Program Budget Programs, and associated program codes, are created to articulate the programmatic functions performed by the City organization. Each program is linked to a Mayor/ Council goal and a Citywide objective. Using program codes, the budget (both rev- enues and expenditures) can be described in programmatic terms. This enables the Mayor and Council to view how much is being committed and/or spent to achieve their goals and objectives.
Reserved Fund Balance A portion of a fund’s balance that is legally restricted for a specific purpose and is, therefore, not available for general appropriation.
Revenue Funds that the City receives as income. It includes such items as taxes, licenses, user fees / charges for services, fines/penalties, grants, and internal revenue.
Transfer A movement of budgetary or actual revenues or expenditures between organizational units, accounts, projects, programs or funds. Transfers between funds appear as an expenditure (“transfer out”) in one fund and revenue (“transfer in”) in the other. Transfers between fiscal years represent the carryforward of funds received in previous years to be expended in the new year and appear as a revenue in the new year. Transfers between departments, funds or from one fiscal year to another must be approved by City Council.
FY 2005-07 ADOPTED POLICY BUDGET B - 9 BUDGET GUIDE
Abbreviation Guide
AAMLO African American Museum & Library at Oakland ABAT Alcohol Beverage Action Team ACS Automated Collection System ACTIA Alameda County Transit Investment Authority ADA Americans with Disabilities Act DHS Department of Human Services BAC Budget Advisory Committee BART Bay Area Rapid Transit BID Business Improvement District BRASS Budget Reporting and Analysis Support System CAFR Comprehensive Annual Financial Report CDBG Community Development Block Grant CEDA Community and Economic Development Agency CIP Capital Improvement Program CAO City Administrator’s Office COIN Caring for Oaklanders in Need CORE Citizens of Oakland Respond to Emergencies Program CPRB Citizen’s Police Review Board CSO Central Service Overhead EBMUD East Bay Municipal Utilities District EDI Economic Development Initiative EEC Enhanced Enterprise Community EEO Equal Employment Opportunity EIR Environmental Impact Report EOC Emergency Operations Center FEMA Federal Emergency Management Agency FMS Financial Management System (old pre-Oracle) FMA Finance and Management Agency FSA Fire Services Agency FTE Full-Time Equivalent GAAP Generally Accepted Accounting Principles GIS Geographic-based Information System GOB General Obligation Bond HAAB Housing Advisory and Appeals Board HJKCC Henry J. Kaiser Convention Center HMIP Home Maintenance & Improvement Program HOPWA Housing Opportunities for Persons with AIDS HR Human Resources HUD Federal Department of Housing and Urban Development HVAC Heating, Ventilation & Air Conditioning IAFF International Association of Firefighters IMMS Integrated Maintenance Management System ISTEA Intermodal Surface Transportation Efficiency Act IT Information Technology ITD Information Technology Division (Finance & Management Agency) JPA Joint Powers Authority KTOP TV Channel 10—Oakland’s Government Channel LAN Local Area Network LBE Local Business Enterprise LLAD Landscaping and Lighting Assessment District MIC Municipal Improvement Capital Fund MSC Municipal Service Center
B - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Abbreviation Guide (continued)
MTC Metropolitan Transportation Commission NCR Neighborhood Commercial Revitalization NEH National Endowment for the Humanities NSC Neighborhood Service Coordinator OBRA Oakland Base Reuse Authority OCA Office of the City Attorney OMCF Oakland Museum of California Foundation OMERS Oakland Municipal Employees Retirement System OPACT Oakland Police and Clergy Together OPED Oakland Paratransit for the Elderly & Disabled PFRS Oakland’s Police and Fire Retirement System OPR Office of Parks and Recreation ORA Oakland Redevelopment Agency OSCAR Open Space, Conservation and Recreation OSHA Occupational Safety & Health Administration OUSD Oakland Unified School District PAL Police Athletic League PERS State Public Employees’ Retirement System POB Pension Obligation Bond PSA Police Services Agency PTS Permit Tracking System PWA Public Works Agency RLF Revolving Loan Fund SBE Small Business Enterprise SLBE Small Local Business Enterprise SCDI Sustainable Community Development Initiative THP Transitional Housing Program UBC Uniform Building Code UCR Uniform Crime Report USAR Urban Search and Rescue VLF Vehicle License Fee WIA Workforce Investment Act
FY 2005-07 ADOPTED POLICY BUDGET B - 11 BUDGET GUIDE
Notes
B - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND General Information
The City of Oakland (“City”) is located on the east side of the San Francisco Bay in the County of Alameda. Oakland is bordered by 19 miles of coastline to the west and rolling hills to the east, which provide unparalleled vistas of the Bay and the Pacific Ocean. In between are traditional, well-kept neighborhoods, a progressive downtown, and superior cultural and recreational amenities. Oakland serves as the administrative hub of the County of Alameda, the regional seat for the federal government, the district location of primary state offices, and the center of commerce and international trade for the Bay Area.
Oakland is the eighth largest city in the State of California, with an estimated population of 411,6001, and a wealth of resources and opportunities. It is home to the Port of Oakland, which is the fourth busiest maritime port in the U.S. and among the top 25 in the world. Over the past five years, Oakland has experienced unparalleled investment and develop- ment, with 60 major development projects completed or in process. For example, the Mayor’s 10K Initiative to attract 10,000 residents to downtown is more than 80% complete, with 1,663 units completed, 646 units under construction, 1,328 units with planning approval, and 1,499 units in the planning process. Oakland International Airport is undergoing a $500 million terminal expansion program; the former Oakland Army Base is engaged in a $400 million revitalization and redevel- opment process; and $115 million of new construction and improvements have recently been completed in Oakland City Center.
In concert with ongoing redevelopment efforts, the City strives to maintain a balance between old and new. Historic struc- tures continue to be preserved and revitalized while new buildings are constructed. The City has completed its part in a $350 million revitalization effort to create a multifaceted government center that links major historical landmarks with new devel- opments. Major corporate headquarters, including Clorox and Kaiser Permanente, thrive in close proximity to businesses and small shops in the downtown area.
Oakland is a mature city that has been able to preserve its abundant natural beauty and resources. The City has over 100 parks (totaling over 2,500 acres) within its borders, as well as several recreational areas along its perimeter. Lake Merritt, the largest saltwater lake within a U.S. city, borders the downtown area. Its shoreline is a favorite retreat for joggers, office workers and picnickers. At dusk, the area sparkles as the Lake is lit with the “Necklace of Lights.” Lake Merritt is the oldest officially declared wildlife sanctuary in the United States, dating back to 1870.
All-America City
There are approximately 150 neighborhood, community and merchant organizations in Oakland, an unusually large number for any city. What soon becomes apparent to people passing through Oakland is the richness of its diversity, consisting of individuals and groups of varied ethnic backgrounds who work quietly, often voluntarily, to improve living conditions for everyone.
In recognition of these activities, in 1993, the City and its residents were awarded the National Civic League’s prestigious All-America City designation. Ten cities from among 151 applicants were selected to receive this designation. Each city had to demonstrate broad-based citizen involvement reflecting the community’s demographics, decision-making shared among its public and private sectors, creative mobilization of community resources, and willingness to confront critical local issues and achieve results that have a lasting impact.
The Equal Access Ordinance, the first of its kind in the nation, was passed on May 8, 2001 to provide language access to limited English-speaking Oakland residents. This program translates documents and outreach materials like maps into Spanish and Chinese. General translation and interpretation is provided in Spanish, Cantonese and Mandarin for people to better know about City of Oakland’s services. It also connects the government with the communities, which encourages the two to support each other. In February 2003, the City of Oakland’s Equal Access Office was awarded a National League of Cities Cultural Diversity Award for the Equal Access Ordinance authored by Oakland’s former Council Member Danny Wan and Council President Ignacio De La Fuente.
1 2004 population estimate is from the CA Dept of Finance’s California Statistical Abstract
FY 2005-07 ADOPTED POLICY BUDGET C - 1 CITY FACTS Government
The City of Oakland has a Mayor/Council form of government. The Mayor is elected at-large for a four-year term, and can be re-elected only once. The Mayor is not a member of the City Council; however, he or she has a right to vote as one if the Council members are evenly divided. The City Council is the legislative body of the City and is comprised of eight Council members. One Council member is elected “at large,” while the other seven Council members represent specific districts. All Council members are elected to serve four-year terms. The Council members elect one member as President of the Council and one member to serve as Vice Mayor.
The City Administrator is appointed by the Mayor and confirmated by the City Council. The City Administrator is responsible for day-to-day administrative and fiscal operations of the City. Commercial Sectors
Oakland has made significant gains in diversifying its economic base over the past few decades. Although manufacturing jobs have somewhat decreased since 1990, the economy now offers a healthy mix of trade, government, financial, medical, information technology, publishing and service-oriented occupations. It also has a growing skilled-crafts sector.
Oakland offers abundant resources to its businesses and residents: state-of-the-art transportation, law enforcement, and utility facilities keep the City running smoothly. Several new office and retail buildings, public facilities, hotels, convention facilities, park enhancements and outdoor art have created a cosmopolitan environment in the downtown area. Waterfront restaurants and shops at Jack London Square, as well as business districts in the downtown, Rockridge and Piedmont areas provide lively nighttime attractions. The City’s increasingly robust neighborhood retail areas are expanding. Aban- doned warehouses, foundries and long silent cigar, macaroni and tent factories have been converted into live/work studios for crafts people.
City departments have taken a more proactive approach and streamlined processes to better serve the needs of the business community. A variety of incentives are available to companies located in the City’s Enterprise, Foreign Trade, and Recycling Market Development Zones. The Economic Development staff links businesses with the many services available to them throughout the area and serves as an ombudsman for companies dealing with the City. Neighborhood Commercial Specialists work with merchants in each commercial district to promote the district, obtain loans, expedite permits and arrange for City services.
Oakland plays a pivotal role in the East Bay Trade Area; it is a city of rich history, impressive growth and a promising future. Located within one of the nation’s largest metropolitan areas, California’s eighth most populous city is strategically posi- tioned to serve as the economic heart of the East Bay. Oakland has the infrastructure and economic base to support and attract a diverse mix of advanced industries and value-oriented retail.
Downtown Oakland offers competitive office space, a fiber optic infrastructure and the amenities for both traditional and emerging enterprises. The well-maintained freeways, the mass transit systems and the ferry service make getting to and from downtown Oakland a relatively quick and easy process—travel times to San Francisco, San Jose and other Bay Area cities are surprisingly short.
The Oakland Metropolitan Area (Alameda and Contra-Costa Counties) is one of the highest spending markets in the nation, with an effective buying income of over $61.15 billion and a mean household income of $81,546.2 In the City of Oakland itself, some 145,992 households earn, on average, $67,486 per year, resulting in an effective buying income of approximately $8.0 billion that generates over $4.0 billion in annual taxable sales.3
2 The mean household income is from the US Census Bureau- American Community Survey, data for 2003. 3 Population and income data are for 2000 (ABAG); retail sales data are for 2002.
C - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND Demographics
Oakland is rich in diversity and encompasses a community of people from all over the world, working together to build a progressive City. At the same time, it has maintained a rich heritage of ethnic backgrounds and traditions. In 2003, Oakland had a total population of over 400,000; 52 percent were females and 48 percent were males. The median age was 33.3 years. Twenty-four percent of the population were under 18 years and 10 percent were 65 years and older.4
In 2003, there were 145,992 households in Oakland. The average household size was 2.62 people. For people reporting one race, 30 percent were African American (alone); 27 percent were White (White non-Hispanic); 24 percent of the people in Oakland city were identified as Hispanic (of any race); 14 percent were Asian (alone); 1 percent were American Indian and Alaska Native (alone); 1 percent were Native Hawaiian and Other Pacific Islander (alone), and 2 percent were of some other race. Two percent reported two or more races. (People of Hispanic origin may be of any race.)1
Twenty-six percent of the people living in Oakland in 2003 were foreign born. Seventy-four percent were native, including 66 percent who were born in California; among people at least five years old living in Oakland city in 2003, 37 percent spoke a language other than English at home. Of those speaking a language other than English at home, 59 percent spoke Spanish and 41 percent spoke some other language; 58 percent reported that they did not speak English “very well.”6 Labor Force and Employment
Of the City’s population 16 years and over, 210,432 are in the labor force. The mean household income is $67,486 per year.7
The Oakland Metropolitan Area is an academic environment where approximately 100,000 students attend local universities and colleges, including the University of California - Berkeley, California State University - East Bay, Mills College, Laney College and others. The labor pool in the Oakland Metropolitan Area is one of the most educated in the nation. According to U.S. Census Bureau statistics, it ranks 8th in the U.S. in educational attainment. Thirty-seven percent of Oakland residents had a bachelor’s degree or higher.
Oakland’s well-educated and highly skilled labor force is one of the key factors that make the City attractive to businesses. As part of the fifth largest economy in the United States, Oakland has a strong and diverse business environment. More than 56,000 businesses flourish in the area. Oakland’s leading industry sectors include business services, health care services, transportation, food processing, light manufacturing, government, arts, culture and entertainment.
Supported by an extensive fiber-optic infrastructure, Oakland has emerged as a technology hub with nearly 69,000 technol- ogy jobs in the metro area, providing more tech jobs than San Francisco. In recent years, Oakland posted the highest technology job growth rate in the state. Major technology companies include: Zhone Technologies, Rainin Instruments, Tucker Technologies, Vision Software, Geomatrix, CH2MHill, Cambria Environmental Technologies, Integrated Environmen- tal Solutions and others.
The Oakland labor force included over 210,000 city residents of which 188,000 (or 89.6 percent) were employed at the end of 2003. Additionally, companies located in Oakland provided jobs for nearly 180,000 people in the most recent available statistics8. Forty percent of these companies fall into the sectors specially targeted in the City of Oakland’s Economic Development Strategy. These sectors represent nearly half of the jobs and over half of the wages produced by Oakland- based firms. The most recent forecast from the state projects 16.6% job growth for the area through 2006.9
4 The information is from the US Census Bureau- American Community Survey, data for 2003 and is limited to house hold populations and excludes the populations living in institutions, college dormitories, and other group quarters. 5 US Census Bureau- American Community Survey, data for 2003. 6 US Census Bureau- American Community Survey, data for 2003. 7 US Census Bureau- American Community Survey, data for 2003. 8 Based on database from the Economic Development Alliance for Business (EDAB), as analyzed by City of Oakland Economic Development staff. Data are for 2003. 9 EDD, 1999-2006 Job Growth forecast
FY 2005-07 ADOPTED POLICY BUDGET C - 3 CITY FACTS
Climate
Oakland is fondly referred to as “the bright side of the Bay” because the sun shines over bright, clear skies almost 365 days a year. Rand McNally has ranked Oakland No. 1 for climate, perhaps because the sun shines during 73 percent of daylight hours, temperatures range in the low 50’s and upper 60’s during the winter months and the 70’s and low 80’s during the summer, while average annual rainfall is 20 inches for the City as a whole. History
Oakland’s first inhabitants, the Ohlone Indians, arrived about 1200 B.C. and lived in small tribal groups on the shores surrounding the Bay. The Ohlone Indians were a stocky hunting and gathering group who lived in such harmony with nature that they left no permanent mark on the landscape. They maintained such a peaceful attitude with each other that they had no word for war.
Spanish explorers first entered the area that is now Oakland by land in 1772. They reported the natural geography as possibly the most perfect on earth. Near the shore were magnificent oaks; on the hills stood acres of giant redwoods. In the spring, wildflowers filled the valley with golden poppies and purple iris. Deer, rabbit, bear and wildcat roamed the woods. Creeks tumbled into a Bay filled with salmon, crab, sturgeon, smelt, lobsters, clams and mussels. The marsh that would become Lake Merritt was alive with wildfowl.
Spain established a Presidio and Mission on the west side of the Bay in 1776 and Mission San Jose in what is now Fremont in 1797. Mission San Jose had jurisdiction over Oakland, the area the Spaniards called Encinal, “grove of evergreen oaks.” European diseases and settler hostility obliterated the Ohlones and most of their culture within a few years.
Oakland’s development as a commercial and transportation center began with the California Gold Rush of 1849, when Oakland became the mainland staging point for passengers and cargo traveling between the Bay and the Sierra foothills. Oakland was chartered as a city in 1852, and construction of shipping wharves began immediately. Ferry service between Oakland and San Francisco had existed for years, but by building large wharves and dredging a shipping channel, Oakland became an independent destination.
Oakland grew steadily through the 20th century. After the devastating earthquake in 1906, many people and businesses chose to relocate from San Francisco to Oakland. Consequently, Oakland’s population more than doubled between 1900 and 1910. Oakland benefited from the general prosperity of the area through the 1920’s. California farms expanded their markets by contributing to canning, processing and shipping companies based in Oakland. Automakers and steel compa- nies led the industrial expansion throughout the East Bay. Construction businesses had plenty of work as homes went up south and east of the inner city, and new high-rise office buildings were built in downtown Oakland. Henry Kaiser estab- lished a collection of companies know as Kaiser Industries from Oakland, building the great dams and highways of the west, and starting the nation’s first health maintenance organization to provide hearth care for the companies’ workers.
World War II brought tremendous changes to Oakland. Huge numbers of workers moved to the Bay Area to work in Kaiser’s shipyards, and many of these people, as well as large numbers of military personnel who mustered out at Treasure Island and the Oakland Army Base, chose to remain in the Bay Area. As a result, the City’s population increased by nearly one third between 1940 and 1950.
Oakland has a rich literary and cultural heritage. Such historical notables as writers Bret Harte, Jack London, Joaquin Miller, Ina Donna Coolbrith, Jessica Mitford, Narman Jayo, Ishmael Reed and Gertrude Stein, architect Julia Morgan, and dancer Isadora Duncan are just a few who have left their cultural mark on the City. It is also the birthplace of the West Coast Blues.
C - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Port of Oakland
The Port of Oakland has grown from its early days in 1927 as a harbor for square-riggers and steamships to the fourth busiest international container port in the U.S. The Oakland seaport is now a major gateway to Asia and the global market. Oakland International Airport was a trendsetter as commercial aviation began in the 1920’s with fledgling airlines carrying mail and passengers. Today it is a vital San Francisco Bay Area link to the rest of the nation. The Port’s waterfront has evolved through the decades to include commercial and recreational development, highlighted by Jack London Square, Oakland’s premiere entertainment spot along the estuary. Supporting some 44,000 jobs and generating nearly $7 billion in annual economic impact, the Port of Oakland is a tremendous economic engine for Northern California.
The Port manages and operates an international container seaport, a passenger, cargo and general aviation airport, and waterfront property for commercial and recreational purposes. It is the prominent container port with a 98% share of the Northern California container freight market. Roughly 38 shipping lines call on Oakland, linking the Bay Area to all the world’s major producing, consuming and trading economies. To remain an economic force for our region, Oakland’s port must compete on an international level. As a result, the Port recently expanded its seaport, nearly doubling the size of its marine terminals, installed some of the biggest and best equipment available and began expansion of its airport.
The maritime expansion created 270 acres of new marine terminals and container yards. The Joint Intermodal Terminal (JIT), adjacent to the marine terminals, is the new 85-acre near-dock rail facility that provides direct mainline access for the Burlington Northern Santa Fe and Union Pacific railroads. The Joint Intermodal Terminal (operated as Oakland International Gateway) has significantly reduced the number of truck trips and congestion on local roads and freeways.
The Port of Oakland is deepening the seaport’s navigation channels to 50 feet to accommodate the newer and larger container ships that now transit the globe. In response to concerns about the effect on the marine ecosystem, virtually all dredged materials will be used to restore wetlands and enhance habitat. The Port also has built a 34-acre park to provide more public access to the waterfront. Middle Harbor Shoreline Park combines recreation and educational facilities in an area that had been closed to the public since before World War II.
Oakland International Airport
The Oakland International Airport is one of the fastest growing airports in the country, and is consistently ranked one of the top 100 airports in the world. It has two terminals with 24 gates that serve 12 airlines carrying more than 14 million passengers last year. Unlike many airports that suffered downturns after the 9/11 tragedy, Oakland’s airport continued to register passenger growth. The Airport is embarking on an $800 million expansion that includes a two-level terminal com- plex with12 more gates, and a multi-level parking garage.
Oakland International Airport handles more than 80 percent of all Bay Area domestic air cargo, annually moving more than one billion pounds of air freight and over 11 million pounds of air mail. The major cargo carriers based at Oakland Interna- tional Airport include FedEx Express, United Parcel Service, Airborne Express and Ameriflight.
The amount of air cargo that the Airport handles more than tripled in the last fourteen years, increasing from 212,008 metric tons in 1990 to 667,278 in 2004. During the next decade, over one million metric tons will be handled through the Airport. In addition to an 11,000 square-foot international import clearance facility at the airport, the airport also serves as FedEx’s designated Pacific gateway. United Parcel Service and the United States Postal Service also operate domestic sort facili- ties at the Airport.
The Port of Oakland and the Oakland International Airport, along with their tenants and maritime and aviation companies, provide 22,600 direct jobs, 11,600 induced jobs, and 6,300 indirect jobs. In addition, 70,800 visitor industry jobs and 486,800 related jobs are being generated. The total economic impact induced by the Port and the Airport-related activities total $6.814 billion, according to a 2001 report.
FY 2005-07 ADOPTED POLICY BUDGET C - 5 CITY FACTS
Transportation and Mass Transit
Located in the geographic center of the Bay Area, Oakland has been recognized as a vital transportation hub for more than 100 years. Oakland is also the headquarters of the Alameda-Contra Costa Transit District (AC Transit), the Bay Area Rapid Transit (BART) system, and the Metropolitan Transportation Commission that oversees transit and transportation for the Bay Area. The combination of train, bus, marine, aviation, freeway and the Bay Area Rapid Transit (BART) system guaran- tees ease of travel for local residents and efficient channels of commerce for businesses relying on the City’s easy access. Oakland’s Port is a primary sea terminal for transporting cargo between the Western United States and the Pacific Rim, Latin America and Europe. Access to air cargo services is minutes away at the Oakland International Airport.
Local and transbay bus service is offered by AC Transit, the third largest public bus system in California, which serves all 13 cities and adjacent unincorporated communities in 364 square miles along the east shore of San Francisco Bay. It has been serving the East Bay since 1960. AC Transit serves approximately 230,000 daily riders with a network of more than 105 bus lines, 148 of which connect with BART. AC Transit bus routes serve the Oakland Airport, the Amtrak Station and ferry terminal located at Jack London Square, downtown San Francisco and other major Bay Area attractions. All buses are accessible to people with disabilities and have bicycle racks.
The Bay Area Rapid Transit (BART) is a 95-mile, computer-automated rapid transit system serving more than 3 million people in the three BART counties of Alameda, Contra Costa, and San Francisco, as well as northern San Mateo County. Electric-powered trains traveling up to 80 mph connect 39 stations serving 22 cities and countless communities. Travel time between downtown Oakland and downtown San Francisco averages only 11 minutes on BART. BART carries an average of 300,000 passengers each weekday (about 91 million annually ), a little less than half of them through the Transbay Tube connecting Oakland and San Francisco.
In Oakland, four BART stations – West Oakland, MacArthur, Fruitvale and Coliseum — are catalysts for transit oriented development projects that are in design or construction. In addition, a 3.2 mile BART connector from the Coliseum station to the Oakland International Airport is in design, and when completed will afford fast, reliable access to the airport from the rapidly growing East Bay population centers.
Other modes of transportation available to Oakland residents include the Alameda/Oakland Ferry Service that also links Oakland with San Francisco. Nine major U.S. and California highways pass through Oakland. Daily service to rail destina- tions throughout the U.S. is offered at the Oakland Amtrak Station. Greyhound Bus Lines also offers daily bus service to cities throughout the United States.
Education
Oakland is rich in educational institutions and opportunities. More than 170 public, 20 charter and private schools in Oakland provide elementary, middle, special and secondary education. The Peralta Community College District has its headquarters and two campuses, Laney College and Merritt College, in Oakland.
Oakland’s four-year institutions – Holy Names University, Mills College, Patten College, College of Arts & Crafts and Samuel Merritt College – offer opportunities for liberal arts education as well as specialized training in ministry, arts, and health care. Oakland serves as headquarters for the University of California Office of the President, and has the advantages of the world renowned University of California Berkeley campus nearby. In addition, a variety of extension courses are offered at downtown Oakland sites by these and other Bay Area colleges, including University of California - Berkeley, California State University – East Bay, and San Francisco State University.
C - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Health Care
Oakland’s medical facilities are among the best in the nation. The medical community provides the latest and most sophisticated medical technology for the diagnosis and treatment of disease. There are now four hospitals in full services in Oakland. Children’s Hospital Oakland delivers a high quality pediatric care for all children through regional primary and subspecialty networks, strong education and teaching programs, a diverse workforce, state of the art research programs and facilities and nationally recognized child advocacy efforts. Alta Bates Summit Medical Center offers comprehensive services designed to meet the health care needs of the diverse communities of the greater East Bay. Highland Hospital provides comprehensive, high quality medical treatment, health promotion, and health maintenance through an integrated system of hospitals, clinics, and health services staffed by individuals who are responsive to the diverse cultural needs of our community. Kaiser Permanente organizes and provides or coordinates members’ care, including preventive care such as well-baby and prenatal care, immunizations, and screening diagnostics; hospital and medical services; and pharmacy services. Kaiser Hospital is the flagship of the national system of hospitals headquartered here along with the nation’s first health maintenance organization (HMO), founded by Henry Kaiser.
Public Safety
Oakland’s public safety providers actively engage all segments of the City’s diverse residential and business communities in efforts to increase public safety and quality of life. Current police initiatives partner law enforcement agencies with local community-based social service organizations to create / enhance programs that offer ex-offenders services (training and education) and support (substance abuse recovery and mental health counseling), while maintaining strict accountability and supervision of parolees and those on probation. Oakland’s first responders, committed to proactive emergency pre- paredness, response, and mitigation, continue to develop and enhance their skills, assess local risks, and prepare strate- gies to ensure the safety and security of the City’s residential and commercial sectors in the event of a natural disaster or terrorist attack.
On November 2, 2004, Oakland voters passed the “Violence Prevention and Public Safety Act of 2004”, more commonly known as “Measure Y”, approving a series of taxes to support three primary violence prevention objectives: 1) to hire 63 new police officers assigned to Community and Neighborhood Policing, 2) to expand Violence Prevention Services, and 3) to maintain staffing and equipment for Fire Services. The specific community-policing objectives include neighborhood beat officers, school safety, crime reduction team, domestic violence and child abuse intervention, and officer training and equipment. The violence prevention services emphasize youth and children through hiring youth outreach counselors, domestic violence and child abuse counselors, providing after school program, and offering offender/parolee employment training. Fire service level is maintained through the full staffing of 25 fire engine companies and 7 truck companies, ending rotating closures. Parks and Recreation
The Office of Parks and Recreation (OPR) offers recreation programs, sports, cultural and performing arts, boating, commu- nity gardening, and other leisure activities for adults, youth, and children. The department’s Radical Roving Recreation Team targets truant youth and provides programming that encourages civic participation, personal development, and empower- ment. Instruction in sailing, wind surfing and kayaking are available at the Lake Merritt Boating Center. Over 100 boats are available for rent, including paddleboats, kayaks, rowboats, canoes and sailboats. The City provides public boat launches and advanced sailing lessons at its seven-acre Estuary Park. OPR also operates 24 recreation centers, 140 parks and playgrounds, 54 ball fields, 5 outdoor swimming pools, 50 tennis courts, 3 public golf courses, and a host of other public facilities. To expand the reach of its services, the Office of Parks and Recreation partners with local community-based organizations to run its facilities at the Oakland Zoo, Dunsmuir House and Gardens, Children’s Fairyland, Feather River Camp, Junior Center of Arts and Science, and Woodminster Amphitheatre. Complementing City parks, there are more than 79,000 acres of wilderness and parklands in the nearby East Bay Regional Park District, including 53 parks and 20 regional trails in Alameda and Contra Costa Counties.
FY 2005-07 ADOPTED POLICY BUDGET C - 7 CITY FACTS
Arts and Attractions
Oakland is home to many world-class and unique attractions for local residents and visitors. Families especially enjoy the acclaimed Oakland Zoo, which presents a myriad of animals in natural settings, teaching conservation and care for nature. The Chabot Space & Science Center is Oakland’s newest family attraction, where visitors engage in entertaining science demonstrations and watch the planets and stars through the largest telescopes available to the public in California. Lake Merritt attracts walkers, joggers, birdwatchers and people watchers in all seasons. Jack London Square, Chinatown, and Old Oakland offer a cornucopia of shopping and dining experiences, and Oakland’s historic home museums – Camron- Stanford, Dunsmuir, Pardee Home, and Peralta Hacienda – offer glimpses of lifestyles of important periods in our history.
With the country’s largest concentration of artists anywhere outside of Manhattan, Oakland boasts world-class symphony and ballet companies, the esteemed Oakland Museum of California, renowned fine artists and myriad local dance and theater groups. Oakland is the site of performing arts, gallery exhibitions, 25 major festivals and 600 major events. The City’s Malonga Casquelourd Centre for the Arts is a multi-cultural and multi-disciplinary performing arts complex, which presents local, regional and national theater, dance and music productions.
The Oakland Museum of California, known as one of the finest regional museums in the country, houses an outstanding permanent collection of California artists, including fine art and photography and is the only museum devoted to the arts, history and natural sciences of California. The Museum provides unique collections, rotating exhibitions and educational opportunities designed to generate a broader and deeper understanding of and interest in California’s environment, history, art and people.
Both the Oakland East Bay Symphony and the Oakland Ballet perform at the Paramount Theater. This fabulous art deco theater, which opened in 1931 and was authentically restored in 1973, serves as Oakland’s premier live performance facility. The Paramount Theater hosts an impressive variety of popular attractions, including Broadway shows, R & B concerts, gospel performers, comedy, and special engagements such as the Black Film Makers annual award ceremony.
Each month on third Thursday evenings, residents and visitors enjoy the diversity and quality of regional art in many Oakland galleries and exhibition spaces. Art venues from downtown to Jack London Square participate by extending their evening hours on Third Thursdays Oakland Art Night, staying open 5 to 8 p.m. to host exhibitions, artists’ lectures and demonstrations, receptions and other cultural events. Within walking distance of the galleries, patrons can also listen to live music, enjoy street performances and dine at restaurants during special extended hours.
Art & Soul is an annual world-class arts and culture festival held over the Labor Day weekend in the heart of downtown Oakland which showcases multicultural visual and performing arts, entertainment and eclectic ethnic foods. Each year, the festival draws more than 60,000 festival-goers and hosts bands and multicultural dance performances on five stages, local artists’ exhibitions, an artisan marketplace, business and community booths, opportunities to paint community murals, a Fun Zone for children of all ages and an international food court.
Oakland’s Western Aerospace Museum, located at the Airport’s North Field, showcases aviation history through special exhibits, multimedia presentations, hands-on displays incorporating 13 vintage airplanes, photographs, replicas and other artifacts, and classes for students of all ages.
The Oakland Artisan Marketplace gives artisans an opportunity to sell their work year-round in Oakland at several locations. During the summer months, light acoustic music, small theatric and poetry performances complement the marketplace. The Marketplace defines destination areas that attract visitors and residents to purchase original handmade arts and crafts items; enhances existing business areas without creating competition with retail businesses; and creates positive streetscape activity in designated community development areas.
C - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Chabot Space and Science Center
The City of Oakland is home to Chabot Space & Science Center (CSSC), an 86,000 square foot, award-winning facility featuring hands-on science and astronomy exhibits, a state-of-the-art planetarium, a large format domed screen theater, a simulated space mission experience, and the largest telescopes available for public use in California. CSSC is the continu- ation and expansion of a public observatory that has served San Francisco Bay Area schools and citizens with astronomy and science programs since 1883. It is known as the place to be when astronomical events occur. More than 50,000 school children and 2,000 teachers participate in its science education programs each year, laying the foundation for the next generation of engineers, astronauts, biochemists and medical professionals.
In addition, more than 200,000 yearly visitors have access to an array of science and technology educational experiences, including classes, lectures, shows and interactive exhibits. CSSC is a joint powers agency of the City, the Oakland Unified School District, and the East Bay Regional Park District, in collaboration with the East Bay Astronomical Society.
Professional/Amateur Sports
Oakland is a magnet for sports fans of all types. Whatever the season, Oakland pro and amateur games frequently garner large crowds and broad national media coverage. In the last three decades, Oakland’s professional sports teams have won six world championships in three major sports.
The Oakland Athletics have won six American League Championships and four baseball World Series titles. In September 2002, the Oakland Athletics won the American League Western Division championship. In January 2003, Oakland hosted the National Football League AFC Championships when the Oakland Raiders defeated the Tennessee Titans to advance to Super Bowl XXXVII.
The Coliseum and Oakland Arena complex is home to the Oakland Athletics, the Golden State Warriors and the Oakland Raiders. The Oakland Ice Center, located in downtown, provides recreational skating, practice facilities for amateur and professional figure skaters, as well as a prime venue for ice hockey team and tournament play.
The City’s fine sports reputation has made it a natural home for key events such as the 1987 and 2000 NBA All-Star games, the 1988, 1989 and 1990 World Series, the 1989 Masters Rowing Regatta, the 1991 Summer Police Games, the 1992 World Figure Skating Championships, the 1996 U.S. Olympic Boxing Team Trials and the 2004 U.S. Olympic Canoe & Kayak Team Trials.
Oakland played an integral part in the Bay Area’s bid to host the 2012 Olympics. The City continues to serve on the Bay Area Sports Organizing Committee, sponsors of the 2012 bid, and is partnering with the organization to attract more large scale national and regional sporting events to Oakland and the region.
In March 2006, Oakland and the University of San Francisco will host the 2006 NCAA Men’s Basketball West Regional Finals at the Oakland Arena. The two-day event is expected to draw thousands of visitors to Oakland.
Media
Oakland is served by daily and weekly regional newspapers, radio stations and a television station with award-winning daily newscasts. Residents with limited English skills enjoy a broad selection of Chinese and Spanish language broadcast and print media. Many of Oakland’s neighborhoods distribute local newsletters. In addition to media and cable companies located in Oakland, the city is served by major Bay Area newspapers, seven television stations (including the three national networks) and the public broadcasting system. More than 30 Bay area radio stations are easily received in Oakland.
FY 2005-07 ADOPTED POLICY BUDGET C - 9 CITY FACTS
Key Facts: Oakland, California
Oakland is the eighth largest city in California, with a population of nearly 400,000. Source: U.S. Census Bureau 2000
Oakland is the only city in California with the “big three” professional sports teams: football - Oakland Raiders, baseball - Oakland Athletics and basketball - Golden State Warriors.
“The Wave” originated at the Oakland Coliseum during an Oakland A’s baseball game on Oct. 15, 1981.
Oakland is projected to have the highest average household income growth rate (3.67%) in the U.S. for the period 2004- 2009. Source: NPA Data Services, Inc., “Viewpoint 2005 Real Estate Value Trends,” published by Integra Realty Resources as a supplement to Western Business Real Estate News, February 2005.
MONEY ranked Oakland the 6th best city to live in the U.S. Source: Money, December 2002
FORBES ranked Oakland the 5th (1999), 12th (2000), 10th (2001), 8th (2002) best place to do business in the U.S. Source: Forbes (Annual Survey of Best Places to Do Business)
Oakland is rated the nation's #1 office market through 2005. Source: Landauer Realty Office Momentum Index, Wall Street Journal, April 5, 2000
Oakland and Long Beach are the two most ethnically diverse cities in the United States. More than 125 different languages and dialects are spoken in Oakland. Source: U.S. Census Bureau 2000
Oakland is ranked #1 in climate in the U.S., based on National Oceanic and Atmospheric Administration local climatological data. Oakland has statistically the same number of sunny days as Orange County, California. Source: Rand McNally, 1993 and Places Rated Almanac, 1997
Oakland residents rank eighth in the U.S. in overall educational achievement. More than one-third of Oakland’s residents have a college degree – twice the national average. Source: U.S. Census Bureau 2000
Oakland residents rank 14th in the U.S. in the attainment of advanced degrees – making Oakland the 14th smartest City in America. Source: U.S. Census 2002 Survey
Oakland ranks 8th in the percentage of women-owned businesses. Source: Center for Women’s Business Research, based on U.S. Census Bureau data
The San Francisco/Oakland region is ranked #2 among America’s top sports cities. Source: SportsBusiness Journal, a publication of American City Business Journals, March 2004
The Port of Oakland is the fourth largest container port in the U.S., and among the top 25 in the world.
The Port of Oakland scored highest overall in a study evaluating air quality, water quality, land use and community relations. Source: Natural Resources Defense Council and the Coalition for Clean Air, March 2004
The Oakland Metro market ranked the 4th best commercial real estate market in the country. Source: Moody’s Investors Service, July 2003
Newsweek ranked Oakland among the top ten technology cities of the future. Source: Newsweek, May 2001
C - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Key Facts: Oakland, California (continued)
Oakland Metro area ranked 2nd in technology intensity and 4th highest percentage of U.S. households with computer users. Source: MetaFacts, April 2003
Oakland – San Francisco is ranked among the top 12 areas for biotech in the nation. Source: Milken Institute, July 2004
Oakland is among the America’s top five best places to retire. Source: Money 2004 Best Places to Retire
Oakland is the 8th most fun city in the U.S. Source: Cranium, November 2003
Oakland's pet dogs are the second-healthiest in the nation, according to a national survey of 5,000 veterinarians conducted by the Purina Pet Institute. Source: East Bay Business Times, 2003
Facts Compiled by: City of Oakland Marketing Division, 2005
FY 2005-07 ADOPTED POLICY BUDGET C - 11 CITY FACTS
Statistical Profile
Date of Incorporation May 4, 1852 Form of Government Mayor/Council Population* 411,600 Land Area 53.8 Square Miles Lake Area 3.5 Square Miles Miles of Streets 835.8 Miles
Fire Protection: Number of Stations 25 Number of Sworn Officers** 507 FTE Number of Civilian Positions** 80 FTE
Police Protection: Number of Stations 2 Number of Sworn Officers** 803 FTE Number of Civilian Positions** 351 FTE
Public Education: Schools 103 *** Number of Certified Teachers 2,485 FTE Number of Students 49,334 Number of Learning Centers 36
Recreation and Culture: Number of Parks 106 Number of Recreation Centers 25 Number of Library Branches 18 Number of Library Volumes 1,349,951 Number of Library Circulations 1,779,358
Employees:** Fire Protection 587 FTE Police Protection 1,154 FTE Other City Employees 2,525 FTE
Total Employees:** 4,266 FTE
* 2004 population estimate is from the CA Dept of Finance's California Statistical Abstract ** FTE data are per FY 2005-06 Adopted Budget *** Including Alternative Education Sites (9)
C - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Miscellaneous Construction Activity
Number of Number of Building Permits Authorized New Value of Building Permits (000s) Fiscal Year Issued Dwelling UnitsResidential Non-residential 1980 4,246 761 $38,985 $122,078
1984 4,336 243 21,407 50,059
1985 4,629 477 61,251 151,443
1986 5,232 704 51,124 71,733
1987 5,796 656 61,887 40,812
1988 5,099 331 82,269 91,258
1989 5,473 301 87,294 157,007
1990 5,655 565 116,664 79,786
1991 6,443 326 113,585 125,945
1992 8,967 319 101,598 133,362
1993 9,857 268 71,470 178,916
1994 8,557 642 54,710 96,004
1995 9,692 290 47,129 132,865
1996 12,154 180 75,778 115,803
1997 12,517 213 87,625 81,131
1998 13,408 287 103,316 103,889
1999 14,860 1,249 175,115 117,410
2000 16,725 898 272,170 195,270
2001 15,419 998 331,502 250,500
2002 16,643 978 178,053 295,609
2003 15,908 972 141,821 422,003
2004 16,424 857 142,608 156,670
FY 2005-07 ADOPTED POLICY BUDGET C - 13 CITY FACTS
Demographic Statistics
Median Household Total Population Calendar Income Taxable Sales Number of City per Year Population (US$) 1 (US$, 000s) 2 Employees 3 Employee 1983 347,325 20,179 2,020,979 3,254 106.7 1984 351,607 22,227 2,306,043 3,287 107.0 1985 355,300 20,712 2,342,848 3,442 103.2 1986 354,197 21,960 3,368,840 3,596 98.5 1987 356,337 23,028 2,352,164 3,664 97.3 1988 356,063N/A 2,472,515 3,666 97.1 1989 356,600N/A 2,521,699 3,998 92.8 1990 372,424 27,095 2,447,917 4,153 92.8 1991 375,400 29,084 2,406,366 4,214 91.0 1992 376,100 29,767 2,384,237 4,275 90.5 1993 377,600 31,203 2,264,740 4,098 92.7 1994 378,600 32,842 2,322,874 3,918 97.3 1995 378,600 32,482 2,495,567 3,926 97.1 1996 379,900 28,033 2,596,521 4,011 96.9 1997 384,500 27,788 2,767,367 4,039 97.4 1998 391,500 29,784 2,817,183 4,007 98.4 1999 394,70040,055 3,085,079 4,227 93.4 2000 399,484N/A 3,453,695 4,225 94.5 2001 404,633N/A 3,287,050 4,565 88.6 2002 402,777N/A 3,226,210 4,634 86.9 2003 408,50044,129 3,402,977 4,254 96.0 2004 411,600 (4) N/A N/A 4,327 95.1
(1) Methodology utilized to calculate median household income was adjusted after 1995. (2) Total taxable sales on a calendar year basis; provided by the State of California Board of Equalization. (3) Based on number of Full-Time Equivalent employees authorized for each fiscal year. (4) 2004 population estimate is from the California Department of Finance's "California Statistical Abstract"
Sources: Association of Bay Area Governments California Board of Eqalization California Department of Finance The HdL Companies
C - 14 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Port of Oakland Activity
Oakland International Airport Marine Terminals Tons Tons of # Calendar Airline of Air CalendarShipping Vessel Container Year Carriers Flights Passengers Airmail Freight Year Lines Calls TEU Imports Exports
1985 12 68,380 4,138,994 1,298 186,006 1985 51 1,825 855,642 5,277,996 7,877,996 1986 8 74,784 3,821,391 7,883 101,333 1986 52 1,878 925,089 6,027,853 7,502,950 1987 7 83,306 4,009,996 10,218 136,200 1987 49 1,691 954,861 6,279,897 7,896,807 1988 7 77,383 3,822,241 6,072 202,776 1988 54 1,722 1,031,776 5,481,926 8,621,740 1989 8 76,519 4,228,986 4,521 209,909 1989 45 1,657 1,090,597 5,493,972 8,971,282 1990 8 89,062 5,512,333 6,624 227,930 1990 40 1,715 1,124,123 5,672,446 9,301,391 1991 7 108,202 6,181,251 37,380 241,402 1991 36 1,705 1,194,718 6,403,211 9,357,549 1992 9 108,625 6,542,120 27,965 370,536 1992 34 1,913 1,291,494 7,837,708 10,263,582 1993 9 126,666 7,498,211 37,171 388,552 1993 32 1,471 1,305,134 8,148,479 10,430,963 1994 9 136,850 8,345,792 34,319 455,132 1994 36 1,597 1,491,000 9,025,189 11,951,522 1995 10 170,575 9,835,025 36,799 513,516 1995 36 1,634 1,549,886 8,964,248 13,329,086 1996 13 165,479 9,734,879 32,225 583,739 1996 40 1,677 1,498,202 8,617,657 12,926,486 1997 11 163,697 9,144,806 36,813 641,409 1997 37 1,629 1,531,187 8,399,189 12,834,962 1998 11 160,627 9,231,280 38,147 660,766 1998 36 1,740 1,575,406 9,284,568 12,695,428 1999 10 161,426 9,879,586 35,733 649,153 1999 35 1,827 1,663,756 9,448,826 14,259,767 2000 10 148,003 10,620,798 31,964 671,691 2000 48 1,883 1,776,922 9,668,640 14,833,276 2001 11 176,347 11,416,579 21,341 594,097 2001 52 1,856 1,643,585 9,144,261 13,795,200 2002 14 178,853 12,723,777 5,280 645,110 2002 51 1,733 1,707,827 9,905,575 13,071,935 2003 11 177,386 13,548,363 3,876 615,171 2003 38 1,833 1,923,104 10,759,090 14,170,929 2004 12 186,550 14,098,327 5,388 667,278 2004 37 1,902 2,044,594 N/A N/A
Aviation Facilities Harbor Facilities
Airports Operated 1 (two airfields) Miles of Waterfront 19 Paved Airport Runways 4 Harbor Area 770 acres Total Length of Runways 24,520 feet Developed 770 acres Area of Airport 2,580 acres Berthing Length of Wharves 23,031 feet
Notes: Data based on calendar year 1998 Vessel calls and Import/Export tonnage are estimates
FY 2005-07 ADOPTED POLICY BUDGET C - 15 CITY FACTS
Retail Sales Tax by Major Business Group for the City of Oakland
Number of
Locations/ Business Group FY 98-99 FY 99-00 FY 00-01 FY 01-02 FY 02-03 FY 03-04 Outlets
Auto & Transportation $8,150,025 $9,566,881 $9,402,347 $10,133,276 $10,285,692 $10,313,617 865
Business & Industry $9,893,096 $8,882,812 $7,370,041 $7,106,366 $8,063,309 $7,693,358 2,434
General Consumer Goods $4,855,666 $5,486,951 $4,922,086 $5,533,505 $5,385,740 $5,100,990 5,382
Restaurant & Hotel $3,989,761 $4,494,725 $4,084,713 $4,905,386 $4,467,716 $4,657,026 1,093
Building & Construction $4,037,915 $3,317,415 $2,935,395 $3,622,353 $3,209,258 $4,229,042 328
Fuel & Service Stations $2,156,077 $3,197,115 $2,872,509 $3,124,147 $3,140,407 $5,086,875 140
Food & Drug $3,137,943 $3,522,484 $3,383,010 $4,022,146 $3,698,871 $3,612,808 559 Total Sales Tax Revenue $36,220,483 $38,468,384 34,970,101 38,447,177 38,250,993 40,693,716
Notes: (1) Total Sales Tax figures represent fiscal year totals as reflected in the City's financial system. The sales tax revenue is recorded on a modified accrual basis, and includes proposition 172 share and revenue from the City of Emeryville, per the revenue sharing agreement with Oakland. Please see the Revenue Section for a more detailed discussion of the Sales Tax breakdown.
(2) Sales tax totals for each sector were determined based on the percentage breakdowns provided by the City's sales tax consultant HdL.
C - 16 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Introduction to Financial Summaries
This section contains tables summarizing revenue and expenditure data for the entire City. Summaries are presented by goal, by fund, by fund group, and by program; at the All Funds level and at the General Purpose Fund level. Tables are also presented on fund balances and fund descriptions.
In addition, summary financial data and descriptive narratives are presented on the following districts and special levies: Landscaping & Lighting Assessment District (LLAD); Library Retention and Enhancement (Measure Q); Emergency Medi- cal Services (Measure M); Paramedic Services (Measure N); Violence Prevention and Public Safety (Measure Y); and the Wildfire Prevention Assessment District.
Programmatic information is provided for the City’s Capital Improvement Program. Additional tables analyze the City’s budgetary discretion and budgetary stability.
A final table provides information related to contracts funded and planned for execution during the FY 2005-07 budget cycle.
FY 2005-07 ADOPTED POLICY BUDGET D - 1 FINANCIAL SUMMARIES
City Revenue & Expenditure Forecast Methodology
The City prepares revenue and expenditure forecasts for its Five-Year Plan and its biannual budget. The forecasts are based on agency input and historical performance. The goal is to capture fiscal effects that can reasonably be expected to materialize during the period under consideration. A more detailed forecast is prepared for the General Purpose Fund (GPF), and for some other key funds such as the Landscaping and Lighting Assessment District (LLAD) fund, the Self-Insurance Liability fund, the internal service funds, and the Oakland Redevelopment (ORA) Agency fund.
To prepare the forecast, a comprehensive analysis of the more important components of the City’s revenues and expendi- tures, i.e. the largest revenue and expenditure categories, is performed. These major components are projected into the two-to-five-year period on the basis of various related assumptions. For example, projections for property tax - the single largest source of revenues for the City’s General Purpose Fund (GPF) - are done based on the projected growth in the net assessed value of locally assessed property, which, in turn, may increase as a result of new construction and property transfers, among other factors. Similarly, forecast of the GPF expenditures is performed by separately analyzing individual expenditure functions (citywide, and by agency). Projected changes in the individual components of the City’s revenues and expenditures are then added up to forecast overall GPF revenues and expenditures, as well as financial performance of other funds such as LLAD and ORA.
Forecasting Techniques
Citywide revenues and expenditures are projected using two types of forecasting techniques: qualitative analysis and quantitative analysis.
Qualitative analysis projects future revenues and/or expenditures using non-statistical techniques. These techniques rely on human judgment rather than statistical analysis to arrive at revenue projections. Qualitative forecasting does not involve a systematic process. Unlike quantitative methods, a qualitative method may not clearly delineate or document the underlying assumptions or even the factors considered in making revenue or expenditure projections. Nevertheless, quali- tative forecasting is essential for projecting revenue or expenditure components that are unstable, or for which there is no or limited historical information, e.g. the real estate transfer tax, on the revenue side. To facilitate sound qualitative analysis, the City of Oakland seeks input from outside experts in economic forecasting, municipal finance, and other relevant fields. An example of this is the City of Oakland Economic Advisory Panel that meets annually to discuss economic, demographic and fiscal issues on the federal, state and local levels that may affect the financial performance of the City over the short- term and the long-term period.
Quantitative analysis involves looking at data to understand historical trends and causal relationships. One kind of quanti- tative analysis is time series analysis; it is based on data which have been collected over time and can be shown chrono- logically on graphs. When using time series techniques, the forecaster is especially interested in the nature of seasonal fluctuations which occur within a year, the nature of multiyear cycles, and the nature of any possible long-run trends. Causal analysis is another type of quantitative analysis; it deals with the historical interrelationships between two or more variables. One or more predictors influence, directly or indirectly, the future revenue or expenditure. The causal forecasting techniques are predicated upon selecting the correct independent variables, correctly defining their interrelationship to the dependent variable, i.e. the projected revenue or expenditure item, and, finally, collecting accurate data. An advantage of causal analysis is that it allows introducing various “what if” scenarios, which are the building blocks of sensitivity analysis.
D - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Revenue Forecast
Citywide revenues are projected along the lines of the most likely scenario. The most likely scenario is a dynamic forecast which anticipates changes in revenues triggered by new economic development, changes in the levels of service of depart- ments and agencies as approved by the City Council, changes in governmental policies at the state or federal level, and various economic and demographic changes. The purpose of this dynamic forecast is to demonstrate the potential impact of various events and actions (current or future) on the selected revenue sources. Under this scenario:
· Revenues are projected to grow at rates that are responsive to dynamic forces in the economy. Generally, the assump- tion is that short-term revenue increases will follow recent trends in the local economy but may deviate in a longer term.
· Fee increases will likely follow the projected inflation and changes in the local population due to increased service costs and changes in demand.
· Any known or anticipated changes in revenues as a result of potential changes in state revenue streams and/or legislation are reflected in the analysis.
The revenue forecast takes into consideration a number of economic and demographic trends, including changes in popu- lation, income, sales and consumer price index (CPI), among others. Additionally, anticipated changes in State or local policy are also considered.
General Purpose Fund Revenues – FY 2005-07 Forecast
For most revenue categories, growth rates during FY 2005-07 are budgeted between two to seven percent above the prior year (for FY 2004-05). However, more dramatic changes are projected for individual revenue categories. The City is relying heavily on interfund transfers, which will grow from $6.9 million in FY 2004-05 to $20.1 million in FY 2005-06 and $28.6 million in FY 2006-07. The bulk of this increase is made possible by a refinancing of the City’s Joint Powers Financing Authority 1998 Lease Revenue Bonds, which reduced the City’s annual debt obligations and also frees up $28.1 million for use by the General Purpose Fund over the next two years.
The Real Estate Transfer Tax is projected to decrease in FY 2005-06 by 10.7 percent, because of an anticipated correction in the local real estate market, but will continue its upward path in FY 2006-07. Also in FY 2005-06, Miscellaneous revenue is budgeted to decrease by 50% ($5.9 million), due to the loss of one-time land sales and transfers. Licenses & Permits are projected to increase by 12% in FY 2005-06, due primarily to fee increases driven by double-digit growth in civilian employees’ retirement costs.
Changes in FY 2006-07 are highlighted by a 12% increase projected for Property Taxes, due to the expiration of the State’s two-year ERAF takeback, which will cost Oakland $6.15 million in FY 2005-06. A more detailed discussion of FY 2005-07 revenue is presented in the section entitled Summary of the General Purpose Fund Revenues.
Non-GPF Revenues – FY 2005-07 Forecast The primary responsibility for General Purpose Fund revenue budgeting resides within the City’s Budget Office. However, responsibility for non-General Purpose Fund revenue budgeting resides with departmental fiscal staff, with the Budget Office performing a review function.
Below are examples of specific non-General Purpose Funds, and general approaches used in their revenue budgeting:
FY 2005-07 ADOPTED POLICY BUDGET D - 3 FINANCIAL SUMMARIES
Fund 1780 (Kids First! Children’s Fund). This fund was established following the passage of a local ballot measure in 1996. The ballot measure mandated that 2.5% of the City’s annual unrestricted General Purpose Fund revenues be set aside for the Kids First! Oakland Children’s Fund. The Kids First! Fund is included in the General Fund Group.
The budgeted transfer from the General Purpose Fund to the Kids First! Fund is $9.3 million for Fiscal Year 2005-06 and $9.7 million for FY 2006-2007.
Fund 2211 (Measure B). The Measure B Fund is in the Special Revenue Fund Group. For many Special Revenue Funds, the source of funding is a State or Federal grant, or pass-through. Usually, the monies received can only be spent for purposes specified by the grantor.
The source for the Measure B fund is a half-cent, countywide sales tax approved as Measure B by Alameda County voters in 1986. Measure B authorized the Alameda County Transportation Improvement Authority (ACTIA) to use the proceeds from the half-cent sales tax for a specific list of transportation projects and programs in Alameda County.
To budget revenue for Measure B, City staff refer to allocation projections produced by ACTIA. Budgeted revenue for the Measure B (2211) Fund is $8.2 million for FY 2005-2006 and $8.5 million for FY 2006-2007.
Fund 3100 (Sewer Service Fund). This is an enterprise fund. Enterprise funds raise revenue for services provided to the users.
Revenue for the Sewer Service Fund comes primarily from a sewer surcharge that is part of the East Bay Municipal Utility District (EBMUD) bill. The Public Works Agency manages the EBMUD contract. Public Works Agency staff calculate the amount of the surcharge based on existing surcharge amounts, customer base, as well as any payments from EBMUD. In FY 2005-07, the majority of the revenue will come from the proceeds of the Sewer Service Revenue Bond Series A, issued in December 2004.
Annual sewer service charge increases of eleven percent are built into both years of the FY 2005-07 Budget. The Sewer Service Fund revenue for FY 2005-2006 is $28.4 million, and is $31.3 million in FY 2006-2007.
Fund 4100 (Equipment Fund). This is an internal service fund. These funds collect revenue from other City departments in return for services provided. The Equipment Fund accounts for the replacement, repair and maintenance of the City’s fleet of vehicles, including police cars, fire trucks, street maintenance vehicles and other equipment.
Public Works staff propose the rates to be charged to user departments, and the rates are reviewed and approved by the City Administrator for incorporation into the Budget. User departments (mainly Police, Fire and Public Works) are often funded with General Purpose Fund money, so that rate increases for an internal service fund will cause General Purpose Fund expenditures to increase.
The Budgeted revenue for the Equipment Fund for FY 2005-06 is $14.2 million in FY 2005-2006 and $16.0 million in FY 2006-2007.
Other major internal service funds are Fund 4400 (Facilities), which accounts for maintenance of the City’s buildings and facilities, and Fund 4200 (Radio), which accounts for transactions related to maintenance and replacement of Police, Fire and Public Works radios.
Fund 6512 (City Administration Building Redemption). This is a debt service fund. Debt service funds are established to account for the various kinds of debt the City enters into. The debt usually originates with a local ballot measure, a general obligation bond, or an assessment district. The City Administration Building (CAB) Fund was established to pay off debt arising from the construction of the City’s administrative office buildings located at Frank Ogawa Plaza in downtown Oak- land.
D - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
The budgeted revenue for the CAB Fund is $7.4 million in both FY 2005-2006 and FY 2006-2007. This particular debt is fully funded by transfers from the General Purpose Fund. The City has a variety of other types of debt payments, which are chiefly financed via property tax overrides, special assessments and general obligation bonds.
Expenditure Forecast
Budgeting the City’s expenditures involves analyzing, at the Agency level, four primary kinds of expenditures: 1) Personnel, 2) Operations and Maintenance, 3) Capital Outlay, and 4) Debt Service.
The expenditure forecast begins with the baseline budget, which represents the cost of maintaining the current level of services, while taking into account all unavoidable costs necessary to continue at that current level. Examples of unavoid- able costs are pre-negotiated MOU salary levels, as well as health care and retirement costs that the City pays on behalf of its employees.
The baseline budget is then modified to reflect changes to programs and services that the Mayor and the City Administrator decide to include as part of the Proposed Budget. These modifications could include additions or subtractions in any of categories (1) through (3) above. Changes to debt service are less discretionary, and are made based on changes in the Treasury Division’s debt schedules.
FY 2005-07 ADOPTED POLICY BUDGET D - 5 FINANCIAL SUMMARIES
Basis of Budgeting
The City of Oakland’s basis of budgeting for its major fund groups (General Funds, Special Revenue Funds, Enterprise Funds, Internal Service Funds, Capital Project Funds) is modified accrual, per the Generally Accepted Accounting Princi- pals (GAAP).
Revenues are budgeted according to when they are both measurable and available. Revenues are considered to be available when they are collected within the current period, or soon enough thereafter to pay liabilities of the current period. The City considers property tax revenues to be available for the year levied if they are collected within 60 days of the end of the current fiscal period. All other revenues are considered to be available if they are collected within 120 days of the end of the current fiscal period. Expenditures are budgeted according to when the liability is incurred, regardless of the timing of related cash flows. The exceptions are debt service, compensated absences, claims and judgments, which are budgeted as expenditures according to when the payments are due.
The City’s basis of budgeting is the same as the basis of accounting, as reflected in the City’s Consolidated Annual Financial Report (CAFR).
D - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Planning for the City of Oakland’s Two-Year Budget
Planning for the Two-Year Budget
The City’s budget development process begins over a year in advance of the actual adoption of the two-year budget. During this advance planning process, the Budget Office identifies factors (known or anticipated) that may have a significant effect on future revenues, expenditures or staffing levels, and makes projections for the coming budget cycle.
Staff’s projections are presented to the City Council at its Biennial Retreat, typically held in the Fall preceding the new two- year fiscal cycle. At this Retreat, the Council is provided with information regarding the City’s financial situation, and is presented with options regarding how the City might react to these changes. For example, faced with a deficit in a certain fund, the Council might be asked to determine whether staff should consider increases in charges to offset the higher costs, expenditure reductions, or other options.
Also at the Biennial Retreat, the Mayor and City Council review and amend their strategic goals and Citywide objectives, which are then used to establish linkages to departmental programs and performance targets, and to develop a program- level, performance-based biennial budget.
Long-Range Planning
Five-Year Financial Plan
The City develops and annually updates a Five Year Financial Plan. The Five-Year Financial Plan is an indication of management’s best assessment of future revenues, expenditures and operating results over the five-year forecast period. The plan draws upon staff expertise, as well as the experience of the City’s Economic Advisory Panel, which convenes annually to review staff’s financial projections and to recommend changes.
The compilation and review of the Plan provides an opportunity to put current funding decisions in context with longer-term economic conditions while affording City management a realistic projection of the ongoing financial impact of policy deci- sions. Major goals of the Five-Year Financial Plan include the following:
1. To put the City’s two-year budget making process into a five-year planning horizon to facilitate prudent financial management.
2. To provide an environment for setting revenue and expenditure targets and for evaluating budget priorities in light of projected fiscal conditions.
3. To present a picture of the longer-term strategic financial issues facing the City, while highlighting funding priorities for budget planning.
4. To identify potential structural budget imbalances, surpluses or shortfalls.
5. To demonstrate to the policy-makers the likely impact of the short-term capital investment and financing decisions on the City’s longer-term financial capacity.
6. To provide a useful framework for reviewing and refining the City’s financial forecasts, as well as its financial management goals and priorities.
FY 2005-07 ADOPTED POLICY BUDGET D - 7 FINANCIAL SUMMARIES
Planning for the City of Oakland’s Two-Year Budget (continued)
In preparing the Plan, City staff takes into account historical experience, as well as the economic uncertainties underlying the revenue outlook and growth in expenditures during the five-year period. The Plan also accounts for major demographic, legislative, political and operational changes.
The projections and conclusions reached through the Five-Year Financial Plan feed into the two-year budget development process and are shared with the City Council during their Biennial Retreat.
Five-Year Capital Improvement Program
The Five-Year Capital Improvement Program presents a multi-year plan for the City’s capital investments, repairs and replacements. The program attempts to forecast capital needs of the City and ORA over a five-year period, weighing and prioritizing these needs against the anticipated level of financial resources. The funding schedule is reviewed and updated every two years to reflect changing conditions. The program is implemented by appropriation of funding for the projects contained in the first two years of the five-year program. The CIP also links to the City’s operating budget, and is consistent with the Mayor and Council goals and priorities.
Projects are proposed and adopted based on the availability of designated funding, as well as the projects’ relative priority. (City Resolution No. 78747 codified the method for determining how to prioritize the City’s infrastructure improvement needs.) The prioritization criteria include: the potential that a given project will mitigate a life, health or safety issue, the potential for bringing the City into or ensure compliance with Federal or State mandates, the need to fulfill an existing commitment, and the ability for a project to reduce City operating costs and/or increase revenue or leverage discretionary funding.
D - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary Tables
FY 2005-07 ADOPTED POLICY BUDGET D - 9 FINANCIAL SUMMARIES
Summary of Significant Adopted Budget Changes and Revenue Enhancements for FY 2005-07
Significant Organizational Changes
MALONGA CENTER The Malonga Casquelourd Center of the Arts has been moved from the Cultural Arts Department to the Office of Parks and Recreation to consolidate recreational, educational and cultural programs under one department. A total of 8.95 FTEs and an annual budget of $0.6 million have transferred.
PUBLIC ART AND CULTURAL FUNDING The Public Art and Cultural Funding programs are being moved from the Cultural Arts Department to the City Administrator’s Office. This transition accompanies the recent transfer of the Marketing function from the CAD to the CAO; and the two programs will be incorporated into the Marketing unit. A total of 6.0 FTEs and an annual budget of $0.86 million have transferred.
STREET SWEEPING PARKING CITATION The Street Sweeping Citation function is transferring from the Public Works Agency to the Finance and Management Agency. This movement will consolidate all parking citation functions in one agency, leading to efficiencies and increased revenue. A total of 13.05 FTEs and an annual budget of $0.9 million have transferred.
Facility Closures
CITY JAIL The City Jail was closed on July 1, 2005, to address the health and safety issues related to the condition of the facility, and to return sworn officers to front line policing. The Jail closure will result in savings of $2.9 million in FY 2005-06 and $2.2 million in FY 2006-07, after setting aside $3.5 million to $4.6 million per year, respectively, for Alameda County booking fees and adjusting for the revenue loss of $1.7 million currently generated through the prisoner maintenance fees. The closure of the Jail has led to the elimination of 89.0 civilian FTEs and the reassignment of 5.0 sworn positions (one lieutenant and four sergeants) to patrol. The prisoners will be transported to Alameda County facilities.
KAISER CONVENTION CENTER The Henry J. Kaiser Convention Center will close or be sold to a private operator as of January 1, 2006. This action will eliminate the growing annual City subsidy to the facility of an estimated $0.3 million to $0.4 million per year, after accounting for both expenditure reductions and the loss of current facility rental revenue. A little over 20.0 FTEs will be eliminated; most of them are part-time positions. An RFP to solicit an outside facility manager beginning January 2006 has been released, and the recommendations will be brought before the City Council prior to the Center's closure.
D - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Significant Adopted Budget Changes and Revenue Enhancements for FY 2005-07
Significant Budget Adjustments
GENERAL PURPOSE FUND (GPF) FTE FY 2005-06 FY 2006-07 Change Change (in millions) (in millions) In the General Purpose Fund, this budget addresses a $32 million shortfall - the result of relatively weak revenue growth coupled with union-negotiated increases in salaries as well as increased retirement and medical costs. Overall, balancing measures include increases in revenues of over $23 million and expenditure reductions of nearly $9 million. The major items are listed below.
Major Revenue Enhancements (by Revenue Type) VEHICLE LICENSE FEE Loan Repayment from the State of $6.25 million (One-Time Revenue) $6.25
LICENSES & PERMITS Revenue enhancements for CEDA ($0.6 million), Animal Shelter-OPD $0.81 $0.74 ($0.12 million), Fire ($30,000), CAO-CPRB ($16,000) due to fee increases and/or new fees (Ongoing but Fluctuating Revenues)
FINES & PENALTIES Revenue enhancements for CEDA, due to fee increases ($60,000-80,000); $1.00 $1.16 Police Beat Feet Project fines ($300,000-400,000); and FMA ($0.7 million), parking fines due to transfer of street sweeping citation from PWA (Ongoing but Fluctuating Revenues)
SERVICE CHARGES Revenue enhancements for CEDA ($0.8-1.1 million), OPD ($0.4 million), $1.73 $2.15 and Animal Shelter-OPD ($0.13 million), due to fee increases and/or new fees; parking meter revenue increase ($0.4-0.5 million) due to additional meter replacement (Ongoing but Fluctuating Revenues)
MISCELLANEOUS Sale of surplus assets ($2.6 million in FY 05-06); additional reimbursement $3.01 $0.50 from OBRA ($290,000-380,000), and recovery of CEDA Real Estate costs ($140,000); One-Time Revenues FUND TRANSFERS Transfers from: a) Mandatory Garbage Fund ($1 million per year - One- $15.10 $15.00 Time Revenue); b) Pension Annuity fund ($14 million per year - Ongoing but Decreasing Revenue) Use of FY 2004-05 fund balance in GPF for FY 2005-07 $1.60 $1.60
FY 2005-07 ADOPTED POLICY BUDGET D - 11 FINANCIAL SUMMARIES
Summary of Significant Adopted Budget Changes and Revenue Enhancements for FY 2005-07
GENERAL PURPOSE FUND (GPF), Continued FTE FY 2005-06 FY 2006-07 Change Change (in millions) (in millions)
Major Budget Adjustments (by Agency / Department) CITY ADMINISTRATOR Reductions in operations and maintenance budget, elimination of (2.58) ($0.38) ($0.40) Intergovernmental Affairs Director (vacant position); position swap due to Budget Office restructuring, including elimination of a filled position, transfer of positions working on capital improvements matters to other funds; Ongoing Savings Addition of a Citywide Grants Coordinator position, to be responsible for the 1.00 $0.15 $0.16 identification of outside funding sources to supplement City’s limited resources; this function will reside in the City Administrator’s Budget Office CITY CLERK Reduction of closed captioning contract set-aside due to using cheaper ($0.07) ($0.07) offsite contract; Ongoing Savings Transfer of a Comcast Franchise contract support position to the (1.00) ($0.09) ($0.09) Information Technology Division in the Finance & Management Agency CITY ATTORNEY Transfer of positions working on redevelopment matters to ORA fund; (1.75) ($0.50) ($0.52) Ongoing Savings FINANCE & MANAGEMENT Staffing eliminations due to restructuring of organization, and to reduce (9.00) ($1.04) ($1.08) costs (9 positions eliminated, 5 filled); Ongoing Savings
Increase in recoveries for Treasury Division's costs in issuing bonds and ($0.16) ($0.19) managing portfolios; Ongoing Savings Addition of three systems/IT FTEs to support the Integrated Public Safety 3.00 $0.31 $0.33 System (IPSS), Personnel Information Management System (PIMS) and In- Car Videos in the Police Department; these positions will be housed in the Information Technology Division Transfer of a Comcast Franchise contract support position from the City 1.00 $0.09 $0.09 Clerk's Office POLICE SERVICES Jail Closing - Elimination of civilian positions (85 filled), reassignment of (89.00) ($2.91) ($2.17) sworn personnel (Lieutenant and 4 Sergeants) to Patrol; Savings are after setting aside money for booking fees and $1.7 million revenue loss; Ongoing Savings Elimination of 2 vacant Rangers FTEs (2.00) ($0.27) ($0.28)
D - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Significant Adopted Budget Changes and Revenue Enhancements for FY 2005-07
GENERAL PURPOSE FUND (GPF), Continued FTE FY 2005-06 FY 2006-07 Change Change (in millions) (in millions)
POLICE SERVICES Animal Shelter - Budget increase by a net of $0.25 million, offset by 5.00 $0.25 $0.25 revenue enhancements: - Net cost includes funding for 1.0 Veterinarian, 1.0 Veterinarian Tech, 1.0 Animal Care Coordinator, 2.0 Police Records Specialists, a dishwasher, a washer / dryer System, and $36K for training (total of $0.35 million per year), net of reductions in veterinarian, hospital and K-9 care contracts (total of $0.1 million per year) - Revenues will come from additional spay / neuter, licensing and seminar Transferservices of an officer to Homeland Security fund to support related efforts (1.00) ($0.18) ($0.19) ($0.12M in savings); Utilizing sworn retired personnel for background checks to reduce overtime; Using California POST exam to reduce contract expenses; Ongoing Savings
Addition of a Police Psychologist position, to support the development, 1.00 $0.15 $0.16 implementation and clinical coordination of an "early warning system" designed to identify sworn employees that may be in need of help, for early intervention Addition of Police Services Technicians for the Abandoned Vehicle Unit 2.00 $0.14 $0.15
FIRE SERVICES Elimination of a Deputy Chief (upon retirement in December 2005), a (3.00) ($0.59) ($0.61) Captain (vacant) and a Program Analyst (filled); Ongoing Savings
Redeployment of a Battalion Chief to achieve savings in overtime; Ongoing ($0.21) ($0.22) Savings
Reimbursement of actual costs per Council-approved FRALS contract with ($0.90) ($0.93) Alameda County; Ongoing Savings PUBLIC WORKS Elimination of two part-time Mechanics (vacant), partially offset by (1.00) ($0.06) ($0.07) increased overtime set-aside; Ongoing Savings
Add funding for Parks Maintenance, including 1.0 Public Works Supervisor 7.00 $0.42 $0.45 II, 4.0 P/T Park Attendants, 2.0 Gardener Crew Leaders
PARKS & RECREATION Elimination of 8.64 positions (all vacant; $0.5 million in savings), transfer of (11.64) ($0.61) ($0.63) positions to other funds (3.0 FTEs, $0.1 million savings); Ongoing Savings
Increase in City’s subsidy to the Oakland Zoo by $500,000 per year (i.e. in $0.60 $0.60 addition to the baseline $172,414 subsidy and an estimated $40,000 for the zookeeper position), and to the Children’s Fairyland by $100,000 per year (i.e. above the current $83,000 annual subsidy)
FY 2005-07 ADOPTED POLICY BUDGET D - 13 FINANCIAL SUMMARIES
Summary of Significant Adopted Budget Changes and Revenue Enhancements for FY 2005-07
GENERAL PURPOSE FUND (GPF), Continued FTE FY 2005-06 FY 2006-07 Change Change (in millions) (in millions) LIBRARY SERVICES Elimination of librarian and administrative positions to balance budget (4.00 (4.52) ($0.39) ($0.41) filled); Ongoing Savings
CULTURAL ARTS Elimination of exhibit and fiscal oversight positions to balance budget (1.5 (1.67) ($0.20) ($0.21) filled); Ongoing Savings HUMAN SERVICES Transfer of 2.31 positions to other funds; elimination of 0.61 Youth (2.92) ($0.43) ($0.44) Leadership position (filled); reduction in operations and maintenance budget; Ongoing Savings COMM & ECON DEVELOPMENT Elimination of administrative and support positions to balance budget (3.0 (5.00) ($0.88) ($0.92) filled); Ongoing Savings
NON-DEPARTMENTAL 10% reduction to most discretionary categories (excluding debt payments, ($1.12) ($1.20) mandated transfers, etc.) Set aside funding for the Limited Public Financing Program, for the June $0.22 2006 election
NEGATIVE FUNDS REPAYMENTS (1100, 1730, 1760, 1790, 4100 and 4400) FTE FY 2005-06 FY 2006-07 Change Change (in millions) (in millions) Negative Funds (1100, 1730, 1760, 1790, 4100 and 4400) A number of the City’s funds have carried negative balances for a number of years, technically using the General Purpose Fund’s resources and “owing” it a repayment. The City began to address the negative balances in the above funds during FY 2003-05 budget process, mainly reducing the expenditure side, and raising revenues where possible. However, further balancing measures are necessary. In this budget, the above negative funds have been put on a 10-year “repayment” schedule. The repayment schedules appear in the Non-Departmental section of the FY 2005-07 Policy Budget document.
General Purpose Fund Subsidies Increase current transfers from GPF to 1100 (Self-Insurance Liability) $2.07 $3.84 New annual transfers to 1730 (Kaiser Fund) $0.19 $0.53 New annual transfers to 1760 (Telecommunications Fund) $0.15 $0.43 New annual transfers to 1790 (Contract Compliance Fund) $0.14 $0.42 Increase in Internal Services Rates to User Departments Change in annual revenue to Equipment Fund (4100) due to increased departmental rates $1.82 $3.67 Change in annual revenue to Facilities Fund (4400) due to increased departmental rates ($0.56) $2.20
D - 14 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Significant Adopted Budget Changes and Revenue Enhancements for FY 2005-07
FUND 1720 (COMPREHENSIVE CLEAN-UP) FTE FY 2005-06 FY 2006-07 Change Change (in millions) (in millions) This fund's revenues (coming primarily from surcharge on garbage bills) are projected to increase only 1.5% per year in FY 2005- 07, while expenditures will grow almost 18% in the first year alone, mainly due to the negotiated employee salary increases and higher retirement and medical costs. As a result, an annual shortfall of approximately $3 million was projected. The balancing measures are discussed below; additional funding will come from the available fund balance (which will be depleted after FY 2005-07). Major Budget Adjustments PUBLIC WORKS Elimination of 2 frozen, vacant Litter Enforcement Officer FTEs (2.00) ($0.19) ($0.20) Transfer of a Program Manager to the Recycling Fund (1710); Reduction in (1.00) ($0.60) ($0.61) operations & maintenance budget Transfer a portion of the street sweeping parking citation function from fund (7.95) ($0.63) ($0.63) 1720 to fund 1010 to balance fund 1720. In fund 1010, the transfer of positions was made possible due to the elimination of the $0.63 million Sun Server Lease payment, which is budgeted in the CIP (under "Technology Enhancements")
FUND 1730 (KAISER CONVENTION CENTER) FTE FY 2005-06 FY 2006-07 Change Change (in millions) (in millions) For a number of years, the Kaiser Center had been subsidized by the City at $0.4-0.5 million per year, creating ongoing (and increasing financial liability). The Center will no longer be run by the City, and an outside operator is being sought, through a recently issued RFP. Major Budget Adjustments CULTURAL ARTS Close facility effective January 1, 2006; delete a total of 20.20 FTEs (mainly (20.20) ($0.60) ($1.26) part-time; 3.10 filled) and associated operations & maintenance; keep funding for basic maintenance; options to sell or lease the facility are being pursued
FUND 2128 (HEALTH & HUMAN SERVICES) - Head Start FTE FY 2005-06 FY 2006-07 Change Change (in millions) (in millions) The Head Start program is included in this fund. Increases in the program revenues to the City (of only 1.0% annually) are not keeping up with the City’s increases in costs to provide these services – mainly driven by the negotiated employee salary adjustments as well as higher retirement and medical costs. As a result, a $1.3 million annual gap was projected for the Head Start fund for FY 2005-07, even after the City’s continued overhead waiver of $1.1 million.
Increase in City's subsidy The amount of the City’s annual support is increased by $300,000, from the $0.30 $0.30 current $1.1 million to $1.4 million; the City’s contribution appears in the Non-Departmental portion of the budget, and will continue to be funded from the General Purpose Fund
FY 2005-07 ADOPTED POLICY BUDGET D - 15 FINANCIAL SUMMARIES
Summary of Significant Adopted Budget Changes and Revenue Enhancements for FY 2005-07
FUND 2128 (HEALTH & HUMAN SERVICES) - Head Start FTE FY 2005-06 FY 2006-07 Change Change (in millions) (in millions) Major Budget Adjustments HUMAN SERVICES Elimination of 9 Family Advocates (6.93 FTEs, 3.0 vacant), 4 Head Start (13.59) ($1.00) ($1.00) Center Directors (3.08 FTEs, all vacant), a Food Service Worker (0.76 FTE, vacant), and 2.0 Administrative Assistants (1.88 FTE, vacant). Two Account Clerks III (both filled, 1.88 FTEs in total) will be replaced by an Accountant I
FUND 2141 (TRAFFIC CONGESTION RELIEF FUND) FTE FY 2005-06 FY 2006-07 Change Change (in millions) (in millions) Major Budget Adjustments PUBLIC WORKS Addition of funding for speed bumps; from the Prop 42 allocation authorized in $0.26 $0.26 FY 05-06 State budget
FUND 2310 (LANDSCAPING & LIGHTING ASSESSMENT DISTRICT) FTE FY 2005-06 FY 2006-07 Change Change (in millions) (in millions) Due to the flat revenue stream into this fund (because of fixed assessments), and continuing increases on the expenditure side (mainly driven by employee salary and benefits increases, as well as inflationary pressure on utility costs such as electricity and lighting), the FY 2005-06 projected shortfall was $3.0 million, and in FY 2006-07 it was $4.3 million.
Use of One-Time Revenues to Bridge Funding Gap FY 2005-06: Using FY 2004-05 GPF surplus to bridge the budget gap in $3.00 the LLAD fund FY 2006-07: Using repayment from ORA ($1.0 million); unallocated interest $4.30 from 2000 lease ($1.5 million); and yet unidentified one-time sources ($1.8 million)
FUND 5510 (CAPITAL RESERVE) FTE FY 2005-06 FY 2006-07 Change Change (in millions) (in millions) Major Budget Adjustments (by Agency / Department) CAPITAL IMPROVEMENT PROGRAM Funding for a variety of capital improvement projects, such as technology $6.56 $4.26 enhancements and support, ADA accommodations, MLK library renovation, and emergency capital improvements to various City facilities
Renewing capital "pay-go" accounts for each Council member and the Mayor, $2.70 $2.70 at $300,000 each (per year) PUBLIC WORKS Addition of funding for streetscape improvement crew (1.0 Tree Supervisor, 2.0 5.00 $0.55 $0.57 Tree Workers / Drivers, 2.0 Tree Trimmers), and O&M for trees, stakes, concrete-cutting, etc.
D - 16 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Significant Adopted Budget Changes and Revenue Enhancements for FY 2005-07
ALL OTHER FUNDS FTE FY 2005-06 FY 2006-07 Change Change (in millions) (in millions) Major Budget Adjustments (by Agency / Department) CITY CLERK - Fund 3100 (Sewer Service) Elimination of a Comcast Franchise Manager position (filled) - function no (1.00) ($0.14) ($0.15) longer required CITY ATTORNEY - Fund 2190 (Private Grants) Elimination of limited-duration Neighborhood Law Corps positions (vacant) due (2.00) ($0.12) ($0.13) to reduction of private grant funding
COMM & ECON DEVELOPMENT - Fund 2192 (Oakland Base Reuse Authority) Elimination of a filled position due to organizational realignment, and to reduce (1.00) ($0.07) ($0.30) costs; offset by the one-time funding of $0.22 million for OBRA coordination added by City Council for FY 2005-06 only FINANCE & MANAGEMENT - Funds 7100 and 7120 (Retirement systems) Realignments in staff costs between funds; reduction of duplicate functions (1.00) ($0.22) ($0.24) (and elimination of a vacant position)
LIBRARY SERVICES - Fund 2240 (Measure Q, Library Services Retention and Enhancement) Elimination of positions, mainly in the librarian category (all filled); reductions in (5.93) ($0.43) ($0.52) operations & maintenance, to align expenditures with available resources
PUBLIC WORKS - Fund 2230 (Gas Tax) Reduction in operations and maintenance budget to balance fund ($0.23) ($0.23)
PUBLIC WORKS - Fund 7760 (Overhead Clearing) Reduction and downgrading of fiscal and support positions to increase (2.00) ($0.34) ($0.36) organizational efficiency and reduce costs (all impacted positions filled)
FY 2005-07 ADOPTED POLICY BUDGET D - 17 FINANCIAL SUMMARIES
Summary of Adopted Budget By Council Goal
Fiscal Year 2005-06 Fiscal Year 2006-07 Revenues Expenditures Revenues Expenditures
GOAL 1 Develop a Sustainable City $728,607,011 $423,521,919 $857,195,706 $431,593,472
GOAL 2 Build Community and Foster 148,072,179 456,321,426 155,169,262 573,095,745 Livable Neighborhoods
GOAL 3 Ensure that all Oakland Youth and 37,809,062 61,653,628 32,071,294 56,952,462 Seniors Have the Opportunity to be Successful
TOTAL $914,488,252 $941,496,973 $1,044,436,262 $1,061,641,679 Citywide totals between tables may differ due to rounding
Breakdown of FY 2005-07 (2-Year Total) Breakdown of FY 2005-07 (2-Year Total) Revenue by Goal Expenditures by Goal
2 - Comm 2 - Comm & Neighb 3 - Youth & & Neighb 3 - Youth 16% Seniors 51% & Seniors 4% 6%
1 - Sust 1 - Sust City City 80% 43%
D - 18 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Adopted Budget by Fund Group
Fiscal Year 2005-06 Fiscal Year 2006-07 Fund Group Revenues Expenditures Revenues Expenditures
General Funds General Purpose Fund $443,756,257 443,512,056 $465,377,728 $464,800,766 Other General Funds 103,829,135 106,650,666 110,535,971 109,105,846 Subtotal General 547,585,392 550,162,722 575,913,699 573,906,612
Special Revenue Funds Grant Funds 90,425,141 93,105,160 85,431,722 87,640,406 Measure B Funds 11,566,059 10,968,296 10,668,979 10,668,979 Gas Tax Fund 7,704,399 7,826,392 7,974,051 8,102,705 Local Assessments 34,355,173 34,425,818 36,326,445 36,056,186 Other Special Funds 807,498 808,687 812,628 813,527 Subtotal Special Revenue 144,858,270 147,134,353 141,213,825 143,281,802
Enterprise Funds Sewer Service Fund 28,397,024 37,556,369 31,337,286 38,945,194 Golf Course Operations Fund 267,417 273,265 307,000 312,848 Subtotal Enterprise 28,664,441 37,829,634 31,644,286 39,258,042
Internal Service Funds 35,120,175 42,554,823 39,932,566 43,749,848
Capital Projects Funds 10,443,695 16,187,109 107,718,743 113,569,083
Debt Service Funds 116,867,053 115,557,818 116,416,553 115,111,429
Trust and Agency Funds Trust Funds 14,608,526 15,729,818 14,609,698 15,777,974 Oakland Redevelopment Agency 16,340,700 16,340,700 16,986,892 16,986,892 Subtotal Trust and Agency 30,949,226 32,070,518 31,596,590 32,764,866
TOTAL* $914,488,252 $941,496,977 $1,044,436,261 $1,061,641,681
*Budgeted expenditures exceed budgeted revenue in some cases due to the anticipated use of fund balance, which is not budgeted as revenue. Funds for which the use of fund balance is projected include, but are not limited to, some grant funds, the Sewer Service Fund, and capital project funds.
Citywide totals between tables may differ due to rounding
FY 2005-07 ADOPTED POLICY BUDGET D - 19 FINANCIAL SUMMARIES
Notes
D - 20 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Revenue Tables
FY 2005-07 ADOPTED POLICY BUDGET D - 21 FINANCIAL SUMMARIES
Adopted Revenue By Fund Group: FY 2005-06
Revenue Source General Special Revenue Enterprise Internal Service Property Tax $ 140,519,305 $ 12,211,212 $ - $ - Sales Taxes 42,424,932 10,168,283 - - Vehicle License Fee 8,316,000 - - - Gasoline Tax 7,704,399 - - Business License Tax 45,960,400 - - - Utility Consumption Tax 50,202,642 - - - Real Estate Transfer Tax 60,220,000 - - - Transient Occupancy Tax 9,817,126 - - - Parking Tax 8,649,772 7,405,133 - - Local Assessments - 33,213,423 - - Licenses and Permits 16,724,210 27,000 336,000 - Fines and Penalties 26,664,706 1,243,176 - 97,356 Interest Income - 136,000 - Service Charges 91,290,147 4,089,687 28,328,441 484,654 Grants & Subsidies 1,395,966 61,838,814 - Internal Service Revenue 1,586,561 - - 34,218,165 Miscellaneous Revenue 4,690,247 3,501,143 - 320,000
Subtotal Revenue $508,462,014 $141,538,270 $28,664,441 $35,120,175
Transfers In 39,123,378 3,320,000 - -
Total Revenue $547,585,392 $144,858,270 $28,664,441 $35,120,175
D - 22 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Adopted Revenue By Fund Group: FY 2005-06 (continued)
Revenue Source Capital Projects Debt Service Trust & Agency 2005-06 Total Property Tax $ - $ 18,270,253 $ - $171,000,770 Sales Taxes - - - 52,593,215 Vehicle License Fee - - - 8,316,000 Gasoline Tax - - - 7,704,399 Business License Tax - - - 45,960,400 Utility Consumption Tax - - - 50,202,642 Real Estate Transfer Tax - - - 60,220,000 Transient Occupancy Tax - - - 9,817,126 Parking Tax - - - 16,054,905 Local Assessments 134,422 - - 33,347,845 Licenses and Permits - - - 17,087,210 Fines and Penalties - 3,000 - 28,008,238 Interest Income 500,000 3,775,186 151,740 4,562,926 Service Charges - - 9,265 124,202,194 Grants & Subsidies - - 16,251,960 79,486,740 Internal Service Revenue - - 35,804,726 Miscellaneous Revenue - 24,257,593 14,220,654 46,989,637
Subtotal Revenue $634,422 $46,306,032 $30,633,619 $791,358,973
Transfers In 9,809,273 70,561,021 315,607 123,129,279
Total Revenue $10,443,695 $116,867,053 $30,949,226 $914,488,252
FY 2005-07 ADOPTED POLICY BUDGET D - 23 FINANCIAL SUMMARIES
Adopted Revenue By Fund Group: FY 2006-07
Revenue Source General Special Revenue Enterprise Internal Service Property Tax $ 153,977,160 $ 12,512,430 $ - $ - Sales Taxes 43,820,215 10,410,790 - - Vehicle License Fee 2,134,178 - - - Gasoline Tax - 7,974,051 - - Business License Tax 47,795,442 - - - Utility Consumption Tax 51,457,110 - - - Real Estate Transfer Tax 63,231,000 - - - Transient Occupancy Tax 10,013,469 - - - Parking Tax 8,995,763 7,701,338 - - Local Assessments - 33,891,502 - - Licenses and Permits 17,452,970 27,000 336,000 - Fines and Penalties 26,822,137 1,243,531 - 97,650 Interest Income - 136,000 - - Service Charges 95,479,823 3,859,211 31,308,286 606,249 Grants & Subsidies 1,395,966 55,633,911 - - Internal Service Revenue 1,662,528 - - 38,908,667 Miscellaneous Revenue 1,031,148 3,424,061 - 320,000
Subtotal Revenue $525,268,909 $136,813,825 $31,644,286 $39,932,566
Transfers In 50,644,790 4,400,000 - -
Total Revenue $575,913,699 $141,213,825 $31,644,286 $39,932,566
D - 24 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Adopted Revenue By Fund Group: FY 2006-07 (continued)
Revenue Source Capital Projects Debt Service Trust & Agency 2006-07 Total Property Tax $ - $ 18,191,828 $ - $184,681,418 Sales Taxes - - - 54,231,005 Vehicle License Fee - - - 2,134,178 Gasoline Tax - - - 7,974,051 Business License Tax - - - 47,795,442 Utility Consumption Tax - - - 51,457,110 Real Estate Transfer Tax - - - 63,231,000 Transient Occupancy Tax - - - 10,013,469 Parking Tax - - - 16,697,101 Local Assessments 134,422 - - 34,025,924 Licenses and Permits - - - 17,815,970 Fines and Penalties 3,000 - 28,166,318 Interest Income 400,000 3,895,125 156,408 4,587,533 Service Charges - - 10,437 131,264,006 Grants & Subsidies - - 16,893,484 73,923,361 Internal Service Revenue - - - 40,571,195 Miscellaneous Revenue 99,656,000 22,775,939 14,220,654 141,427,802
Subtotal Revenue $100,190,422 $44,865,892 $31,280,983 $909,996,883
Transfers In 7,528,321 71,550,661 315,607 134,439,379
Total Revenue $107,718,743 $116,416,553 $31,596,590 $1,044,436,262
FY 2005-07 ADOPTED POLICY BUDGET D - 25 FINANCIAL SUMMARIES
All Funds Revenue
FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 REVENUE SOURCE ACTUAL MIDCYCLE ADOPTED ADOPTED BUDGET
PROPERTY TAX $128,200,267 $126,609,532 $171,000,770 $184,681,418 SALES TAX 47,067,044 50,782,008 52,593,215 54,231,005 VEHICLE LICENSE FEE 18,177,891 24,330,000 8,316,000 2,134,178 GASOLINE TAX 7,658,307 8,434,958 7,704,399 7,974,051 BUSINESS LICENSE TAX 44,222,940 44,660,000 45,960,400 47,795,442 UTILITY CONSUMPTION TAX 48,055,776 48,607,226 50,202,642 51,457,110 REAL ESTATE TRANSFER TAX 55,664,619 47,010,000 60,220,000 63,231,000 TRANSIENT OCCUPANCY TAX 10,737,786 9,930,000 9,817,126 10,013,469 PARKING TAX 8,664,102 9,521,400 16,054,905 16,697,101 LOCAL ASSESSMENTS 24,320,867 33,169,301 33,347,845 34,025,924 LICENSES & PERMITS 13,836,791 15,029,867 17,087,210 17,815,970 FINES & PENALTIES 29,697,945 28,559,012 28,008,238 28,166,318 INTEREST INCOME 12,597,268 5,593,147 4,562,926 4,587,533 SERVICE CHARGES 103,548,777 115,723,723 124,202,194 131,264,006 GRANTS & SUBSIDIES 86,389,751 82,943,428 79,486,740 73,923,361 INTERNAL SERVICE REVENUE 32,947,142 42,308,148 35,804,726 40,571,195 MISCELLANEOUS 244,216,553 63,569,598 46,989,637 141,427,802 SUBTOTAL REVENUE 916,003,826 756,781,348 791,358,973 909,996,883 FUND TRANSFERS 144,187,066 99,589,436 123,129,279 134,439,379 TOTAL $1,060,190,892 $856,370,784 $914,488,252 $1,044,436,262
D - 26 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Breakdown of FY 2005-07 (2-Year Total) All Funds Revenue by Type
Other Property Revenues Grants 19% 11% 8% Sales 5% Misc Income 10%
Business License 5%
Interfund Transfers Real Estate 13% Transfer 6%
Local Utility Assessments Service Licenses & Consumption 3% Charges Permits 5% 13% 2%
Historical Changes in All Funds Revenue (in Millions)
$1,200 $1,000
$800
$600
$400
$200
$0 FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 Actual Midcycle Adopted Adopted
FY 2005-07 ADOPTED POLICY BUDGET D - 27 FINANCIAL SUMMARIES
General Purpose Fund Revenue
FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 REVENUE SOURCE ACTUAL MIDCYCLE ADOPTED ADOPTED BUDGET
PROPERTY TAX 70,078,309 68,540,001 94,559,109 105,718,954 Regular (Base) Property Tax 70,078,309 75,440,001 77,598,609 81,452,929 State Takeback (ERAF III) - (6,900,000) (6,150,000) - VLF-Property Tax "Swap" - - 23,110,500 24,266,025 SALES TAX 40,693,716 41,410,000 42,424,932 43,820,215 VEHICLE LICENSE FEE 18,177,891 24,330,000 8,316,000 2,134,178 VLF-Loan Repayment - - 6,250,000 - VLF-Property Tax "Swap" - - (23,110,500) (24,266,025) All Other Vehicle License Fee 18,177,891 24,330,000 25,176,500 26,400,203 BUSINESS LICENSE TAX 44,222,940 44,660,000 45,960,400 47,795,442 UTILITY CONSUMPTION TAX 48,055,776 48,607,226 50,202,642 51,457,110 REAL ESTATE TRANSFER TAX 55,664,619 47,010,000 60,220,000 63,231,000 TRANSIENT OCCUPANCY TAX 10,737,786 9,930,000 9,817,126 10,013,469 PARKING TAX 8,664,102 9,521,400 8,649,772 8,995,763 LICENSES & PERMITS 13,433,918 14,649,206 16,724,210 17,452,969 FINES & PENALTIES 26,067,687 27,535,200 26,576,002 26,733,164 INTEREST INCOME 2,007,106 - - - SERVICE CHARGES 46,943,036 51,722,639 55,487,356 58,352,738 GRANTS & SUBSIDIES 227,093 105,500 - - MISCELLANEOUS 17,203,667 9,110,493 4,690,248 1,031,148 SUBTOTAL REVENUE 402,177,646 397,131,665 423,627,797 436,736,149 INTERFUND TRANSFERS 10,564,731 6,900,000 20,128,464 28,641,580 TOTAL $412,742,377 $404,031,665 $443,756,258 $465,377,729
D - 28 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Breakdown of FY 2005-07 (2-Year Total) GPF Revenue by Type Other Misc Income Property Revenues Interfund 1% 22% Transfers 5% 5% Fines & Penalties 6% Service Charges 13% Sales Licenses & 9% Permits 4% Business Utility Real Estate License Consumption Transfer 10% 11% 14%
Historical Changes in GPF Revenue (in Millions)
$480 $460
$440
$420
$400
$380
$360 FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 Actual Midcycle Adopted Adopted
FY 2005-07 ADOPTED POLICY BUDGET D - 29 FINANCIAL SUMMARIES
Summary of the General Purpose Fund Revenues
This section provides information on the City’s General Purpose Fund revenue and summarizes projections for FY 2005-06 and FY 2006-07. The projections are based on historical trends, forecasts of economic conditions, anticipated development projects, legislative changes, and changes in the City’s fee levels and business practices. Projections are continually revised during the fiscal year as new information becomes available, and discussed in the Quarterly Revenue and Expendi- ture Reports. Projections are also periodically presented to the City’s Economic Advisory Panel for their scrutiny and comment. The Panel consists of academics, officials from local government agencies, utilities, and professionals from fields such as finance and real estate.
The City’s finances become more complicated each year, as initiatives are passed and deals are struck between the various levels of government. The discussion below attempts to present all the relevant detail, while remaining as clear as possible.
Property Tax
Property Tax is Oakland’s largest source of revenue for the General Purpose Fund (GPF). Property subject to the tax includes land, structures, and improvements. The tax is applied to a property’s value. In 1978, Proposition 13 dramatically revised the calculation of California property taxes by establishing a fixed tax rate of one percent of a property’s value, and generally limiting growth in assessed valuation to 2 percent per year. The major exception to the 2 percent cap takes place when property changes hands, in which case the fair market value becomes the basis for taxation.
In addition to the one percent tax, which accrues to the City’s GPF, there are also property taxes approved by Oakland voters, such as for public safety pension obligation bonds. These tax “overrides” are a small fraction of one percent, and the proceeds accrue to special debt service funds.
Redevelopment Areas. When a Redevelopment Area (RDA) is established, the City’s General Purpose Fund continues to receive the base tax amount that applied prior to the establishment of the RDA. However, for the duration of the RDA, the RDA collects whatever growth occurs above the base year (this growth is often referred to as the incremental growth or tax increment).
Collection and Allocation. Alameda County collects property taxes and allocates them to: cities within the County; various school districts, special districts and other governmental entities located within the County, and the County itself. As a result of this allocation, the City typically receives only 27-28 percent of the one percent tax on the non-Redevelopment Area property located within the City limits. The 27-28 percent the City collects used to be closer to 35 percent, prior to the enactment of two state-mandated funding shifts in 1992-93 and 1993-94. These shifts moved property tax proceeds away from Oakland’s GPF into an Educational Revenue Augmentation Fund (ERAF), from where it is spent on schools.
1% PROPERTY TAX
D - 30 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
GPF PR OP ER TY TAX ($ Millions)
110
100
90
80
70
60
50
40 FY96-97 FY97-98 FY98-99 FY99-00 FY00-01 FY01-02 FY02-03 FY03-04 Est FY04-05 FY05-06 FY06-07
The City’s property tax revenue has demonstrated consistent growth, averaging 4.9 percent over the last ten years and 6.6 percent over the last five. GPF property taxes have declined only twice since 1978, once due to the ERAF shifts of the early 1990s, and again in FY 1996-97 due to the establishment of a special fund to account for the Pension Obligation Bond property tax override. This override had previously accrued into the GPF.
Beginning in FY 2004-05, two State initiatives have had a significant effect on property taxes. The first mandates a one-for- one ‘swap’ of property taxes with vehicle license fees. Although this is a one-for-one swap initially, it is expected to benefit the City over time, since property tax tends to grow faster than vehicle license fees. The amount of the swap in FY 2005- 06 is projected to be $23.1 million. By providing a larger property tax base to local governments, the swap is intended to induce local governments to make land use decisions that will enhance property values (i.e. build housing), rather than building retail in an attempt to gain more sales tax.
The second initiative, part of an agreement between the State and local governments, provides for an additional, two-year transfer of the City’s GPF property taxes to the Educational Revenue Augmentation Fund. This additional transfer was agreed to in return for restrictions on the State’s ability to enact any future transfers. The transfer will average over six million dollars a year for FY 2004-05 and FY 2005-06.
Future Growth. Property tax growth is affected by the assessed valuation allowed under Prop 13 (typically a maximum of 2 percent), new construction, property turnover, changes in property values, and changes in State legislation controlling the allocation of revenue among jurisdictions.
Future growth should be strong, due to Oakland’s thriving real estate market, but will be moderated somewhat by the recent creation of the Central City East and West Oakland Redevelopment Areas. As stated above, the City’s GPF will retain the base property taxes in these Redevelopment Areas, but will no longer collect the incremental growth that occurs after the creation of the Redevelopment Areas.
GPF property tax revenue, inclusive of all transfers and ERAF shifts, is budgeted at $94.56 million in FY 2005-06 and $105.72 million in FY 2006-07. The large increase in FY 2006-07 is partly due to the expiration of the two-year ERAF shift at the end of FY 2005-06.
FY 2005-07 ADOPTED POLICY BUDGET D - 31 FINANCIAL SUMMARIES
Sales Tax
The current Sales Tax rate in Alameda County is 8.75 percent. The City’s share of this 8.75 percent is 0.99 percent, while the remainder is shared by the State, Alameda County, BART, and other governmental entities. Oakland’s 0.99 percent is comprised of 0.69 percent from Local sales tax; 0.05 percent from the State’s Public Safety Fund (authorized by Proposi- tion 172 in 1993); and 0.25 percent from legislation enacted as part of the 2004-05 State Budget, commonly known as the “Triple Flip.”
SALES TAX ALLOCATION TABLE Alameda City of Sales Tax Component Rate State County Oakland State General Fund 5.25% 5.25% Local city allocation 0.75% 0.01% 0.05% 0.69% County Mental Health/Welfare obligations 0.50% 0.00% 0.50% Public Safety Fund (Prop 172) 0.50% 0.00% 0.45% 0.05% Local County Transportation (Bradley-Burns) 0.25% 0.25% Total Statewide Base 7.25% Alameda Cnty. Transport. Improvem. Authority (ACTIA) 0.50% 0.50% Alameda County Medical (Measure A) 0.50% 0.50% Alameda County (BART) 0.50% 0.50% Total Sales Tax Rate 8.75% 5.26% 2.75% 0.74% "Triple Flip" Property Tax to Oakland 0.25% Total to City of Oakland 0.99%
Under the terms of the “Triple Flip”, beginning in FY 2005-06, the City receives 0.25 percent of sales tax in the form of property tax. Unlike the VLF-Property Tax swap, the motive for the Triple Flip was not attempting to influence local land use decisions. Instead, it was driven by the State’s desire to borrow funds to balance its FY 2004-05 Budget.
Sales Tax revenue is influenced by a variety of factors: the number of retail outlets in the City, the level of interest rates, disposable income among area residents, consumer confidence, and the rate of inflation. In the past, the City has lacked large retail magnet stores and consequently has not realized the sales tax revenue that would be expected, given the level of disposable income available to the residents of Oakland and its neighboring cities. In recent years however, a number of new projects have either been built or are in the planning stages. These projects include the recent openings of an Infiniti dealership, a Home Depot, the Fruitvale Transit Village; a Wal-Mart in the construction stage, and a Costco in the planning/ discussion stage.
Oakland’s sales taxes are also affected by retail activity in stores along the Oakland-Emeryville border. Oakland has revenue-sharing agreements with Emeryville that allow the City to receive a portion of the sales tax revenue generated by IKEA and the other stores in this area, referred to as the East Bay Bridge development zone.
Future Growth. Forecasts of future sales tax growth are moderated by the anticipated expiration of the United Aviation Fuel Agreement (about $1.4 million per year), and by the fact that sales tax revenue has grown an average of just 2.6 percent per year over the last five years. For FY 2005-06 and FY 2006-07, sales taxes are budgeted at $42.42 million and $43.82 million, respectively.
Utility Consumption Tax
The Utility Consumption Tax (UCT) is a surcharge on the use of electricity, gas, telecommunication and cable television; the tax rate is 7.5 percent per dollar expended. Low-income ratepayers have been exempted from prior increases on gas and electric bills, and pay 5.5 percent.
D - 32 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
UTILITY CONSUMPTION TAX ($ Millions)
55
50
45
40
35
30 FY96-97 FY97-98 FY98-99 FY99-00 FY00-01 FY01-02 FY02-03 FY03-04 Est FY04-05 FY05-06 FY06-07
Historical growth in UCT revenue has been due in large part to increases in the tax rate and extension of the tax to new services. Industry restructuring, technological change, weather, and the dynamics of energy markets all contribute to this tax’s variability.
The chart above illustrates that in FY 2003-04 energy and telecommunications accounted for the major portion of the UCT revenue (about 49 percent and 44 percent, respectively). Within the energy category, the electricity share typically repre- sents 70-75 percent, with natural gas accounting for the remainder.
UCT Composition in FY 2004-05
Other Cable TV 0% 7% Telecomm 44%
Energy 49%
Future Growth. Energy price forecasting is a notoriously difficult endeavor, due to the factors listed above. There does, however, seem to be a consensus that energy will be in relatively short supply in California in the near future; so price levels should remain high. The projection for the FY 2005-07 period is for four percent growth in energy revenue each year.
Telecommunications revenue has actually dropped in recent years, apparently due to increased use of mobile telephones at the expense of the more easily taxed land lines. This revenue is projected to remain flat over the next two years. Cable TV has grown at a steady six to seven percent, driven by continuous rate increases that show no sign of letting up. Future growth of six percent is forecast. Overall, UCT revenue is projected to increase to $50.2 million in FY 2005-06 and $51.5 million in FY 2006-07.
FY 2005-07 ADOPTED POLICY BUDGET D - 33 FINANCIAL SUMMARIES
Business License Tax
Nearly every city in California levies a Business License Tax for the privilege of operating a business within their city. In Oakland, the BLT is charged annually, and is applied either to gross receipts or payroll, depending on the type of business. The BLT rate ranges from 0.06 percent for grocers to 2.40 percent for firearm dealers-when applied to gross receipts—and is 0.12 percent when applied to payroll:
Rates Rates Rates Rates Basis Business Tax Category Oakland Berkeley Livermore Fremont $1,000 of receipts Retail Sales$ 1.20 $ 1.20 $ 0.80 $ 0.25 $1,000 of receipts Grocers 0.60 0.60 0.50 0.25 $1,000 of receipts Auto Dealers 1.20 1.20 0.50 0.25 $1,000 of receipts Wholesale Sales 1.20 1.20 0.80 0.25 $1,000 of receipts Business/Personal Services 1.80 1.80 1.60 1.00 $1,000 of receipts Professional/Semi-Professional 3.60 3.60 1.60 1.30 $1,000 of receipts Recreation/Entertainment 4.50 4.50 0.80 N/A $1,000 of receipts Construction Contractors 1.80 1.80 0.80 0.10 $1,000 of receipts Manufacturing 1.20 1.20 0.80 0.30 $1,000 of receipts Firearms Dealers 24.00 150.00 N/A N/A $ 1,000 of payroll Administrative HQ 1.20 1.20 N/A N/A
Oakland’s BLT rates in most cases are the same as Berkeley, which is a city of comparable size and demographics. Oakland’s rates are significantly higher than both Fremont and Livermore. Both of these cities are smaller and have significantly higher income per capita than Oakland.
The composition of the City’s BLT tax is as follows:
Business License Tax Composition: 2003 Receipts Sales Miscellaneous 14% 19%
Bus. & Personal Services 33%
Rentals 30% Manufacturing 4%
Business and personal services is the largest component, accounting for 33 percent of BLT revenue, followed by residential and commercial rental income at 30 percent. This composition has stayed relatively unchanged since 2001.
Future Growth. Annual growth in the 4-5 percent range is budgeted for FY 2005-07, which will translate into $46.0 million in BLT revenue in FY 2005-06 and $47.8 million in FY 2006-07.
D - 34 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Real Estate Transfer Tax
The Real Estate Transfer Tax (RETT) rate is 1.61 percent. Oakland’s share is 1.5 percent–Alameda County gets the remaining 0.11 percent. The tax is triggered by the transfer of property ownership.
REAL ESTATE TRANSFER TAX ($ Millions)
85
70
55
40
25
10 FY96-97 FY97-98 FY98-99 FY99-00 FY00-01 FY01-02 FY02-03 FY03-04 Est FY04-05 FY05-06 FY06-07
Interest rate movements can have a dramatic effect on the RETT, as can the state of the local economy, and the supply of housing in Oakland relative to the supply in the rest of the Bay Area. RETT revenue is the fastest growing of the City’s major revenue categories, averaging 13 percent annual increases over the last five years.
During the dot.com boom of the late 1990s, it was thought that Oakland’s housing market was being propped up by demand spilling over from Silicon Valley and San Francisco, and that once those economies cooled off, Oakland’s housing market would sag. But that has not happened. Oakland recorded its highest-ever monthly RETT revenue of $5.2 million in September 2003, and has since twice topped the $7 million mark, once in August 2004 and again in October 2004. Recent receipts indicate the market may have peaked in the opening months of calendar year 2005, coinciding with the rise of interest rates above their historically low levels. However, the market remains strong.
The budget for FY 2005-06 assumes a correction, as the effect of higher interest rates is felt and some of the speculative frenzy subsides. More normal growth of seven percent is assumed for FY 2006-07. The budget is $60.2 million for FY 2005- 06 and $63.2 million in FY 2006-07; both amounts reflect a decrease from the FY 2004-05 year-end actual.
Transient Occupancy Tax
The Transient Occupancy Tax (TOT) rate is eleven percent, and is paid by hotel lodgers who stay less than thirty days; the tax is collected and remitted by hotel operators. The rate was increased from ten to eleven percent in FY 1993-94.
About three years ago, Oakland’s TOT revenue took a double hit from which it has not yet recovered: the terrorist attack of September 11th and the end of the dot.com boom. These two phenomena have affected hotel revenue throughout the Bay Area. According to the Oakland Convention & Visitors Bureau, San Francisco and San Jose are attempting to recoup lost TOT revenue by advertising aggressively and offering packages with which Oakland hotels cannot compete, and Oakland’s TOT revenue continues to suffer.
FY 2005-07 ADOPTED POLICY BUDGET D - 35 FINANCIAL SUMMARIES
TR AN SIEN T OC C U P AN C Y TAX ($ Millions)
14
12
10
8
6
4 FY96-97 FY97-98 FY98-99 FY99-00 FY00-01 FY01-02 FY02-03 FY03-04 Est FY04-05 FY05-06 FY06-07
TOT revenue peaked at $12.4 million in 1999-2000, fell to $10.4 million in 2001-02, and reached $10.6 million in 2002-03. The $10.3 million figure for FY 2003-04 was only achieved due to a one-time accounting boost consisting of revenue due from prior years.
The budget for FY 2005-06 is set at $9.8 million and for FY 2006-07 it is $10.0 million. These figures assume annual growth of just two percent over the projection for FY 2004-05.
Vehicle License Fee
The Vehicle License Fee (VLF) is a tax on the ownership of a vehicle and is based on the vehicle’s value (a vehicle’s value is reduced each year according to standard depreciation schedules). The tax is assessed annually and collected by the State. A statewide revenue pool is created, which is affected by the existing vehicle stock and by new auto sales across all of California. The formula for allocating from this pool is complex, but for cities is generally based on population.
In 1998 the Legislature began a series of reductions in the VLF tax rate, from 2.0 percent to an effective rate of 0.65 percent over a period of years. However, the State held local governments harmless by providing them with “backfill” payments that made up for the reduced tax revenue. In FY 2003-04, the City received only nine months of backfill payments, as a result of a timing problem between Governor Davis reinstating the 2.0 percent VLF tax rate, and Schwarzenegger lowering it back to 0.65 percent.
As part of the FY 2004-05 State Budget, the Legislature mandated a VLF-property tax ‘swap’ under which local govern- ments would receive additional property tax for an equal amount of VLF revenue. The Legislature’s intention was to provide a greater incentive for local governments to make land use decisions that would enhance property values, rather than enhancing sales taxes. The general effect should be to achieve more housing and less retail. For Oakland, the amount of the swap is projected to be $23.1 million in FY 2005-06. Although the swap was initially one-for-one, Oakland benefits in the long run because its property tax revenue tends to grow faster than its VLF revenue.
The base VLF revenue budget (for the amount remaining after the property tax swap) is just $2.1 million for both FY 2005- 06 and FY 2006-07. In addition, the City is budgeting $6.25 million in FY 2005-06 in VLF Loan repayments from the State. This represents a repayment of the backfill payments the City “loaned” the State in FY 2003-04 (see above).
Parking Tax
Oakland’s Parking Tax is 18.5 percent, and is imposed on the occupant of an off-street parking space for the privilege of renting the space within the City. Ten percent goes to the City’s GPF and, since the passage of Measure Y in 2004, an additional 8.5 percent accrues to a special Measure Y fund.
D - 36 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
P AR K IN G TAX ($ Millions)
10
9
8
7
6
5
4 FY96-97 FY97-98 FY98-99 FY99-00 FY00-01 FY01-02 FY02-03 FY03-04 Est FY04-05 FY05-06 FY06-07
Approximately half of the City’s Parking Tax revenue is generated at the Oakland Airport. From FY 1996-97 through FY 2003-03, Parking Tax revenue grew at a double-digit rate per year, as the number of passengers traveling through Oakland Airport was also growing at a double-digit rate per year.
However, revenue growth declined sharply in FY 2003-04. Oakland Airport officials cite aggressive price competition from off-site parking lots. Even though the total number of parkers may remain constant, the City loses Parking Tax revenue when the Airport loses customers to these off-site lots, because the off-site lots charge less, so less tax is collected.
The off-site competition seems to have established itself on a permanent basis. In addition, the rate of growth of passenger volume at the Oakland Airport is projected to slow. For these reasons, growth in FY 2005-06 and FY 2006-07 is budgeted at a relatively modest four percent per year, which will lead to projected revenue of $8.6 million in FY 2005-06 and $9.0 million in FY 2006-07.
Licenses and Permits
Licenses and Permits revenue is mainly construction-related: 90 percent of this category comes from a combination of construction permits and permits related to construction, such as sidewalk/driveway, sewer, grading and excavating, en- croachment and obstruction. Another six to eight percent comes from planning permits.
LICENSES AND PERMITS ($ Millions)
18
16
14
12
10
8
6
4 FY96-97 FY97-98 FY98-99 FY99-00 FY00-01 FY01-02 FY02-03 FY03-04 Est FY04-05 FY05-06 FY06-07
FY 2005-07 ADOPTED POLICY BUDGET D - 37 FINANCIAL SUMMARIES
YTD through % of % of 2nd Qtr % of Permit Type FY 2002-03 Total FY 2003-04 Total FY 2004-05 Total Animal Licenses 177,643 197,571 83,146 Bicycle Licenses 1,005 708 402 Licenses 178,648 1.4% 198,279 1.4% 83,548 1%
Construction Permits 10,382,028 80.1% 10,949,518 77.5% 6,176,626 84%
Sidewalk/Driveway Permits 103,572 98,731 60,284 Sewer Permits 289,623 59,866 - Grading and Excavating Permit 354,309 1,116,167 158,691 Encroachment Permits 453,414 293,424 154,051 Obstruction Permits 98,409 54,076 16,530 Streets & Curbs Permits 1,299,326 10.0% 1,622,264 11.5% 389,556 5%
Police Permits 54,888 81,580 40,031 Fire Permits 208,719 102,523 19,026 Fire Clearance Certificate 6,607 6,891 6,779 Charity Permits 2,850 5,938 1,140 Boat Permits 0 - Residential Parking Permits 49,242 49,121 38,084 Tree Removal Permits 9,270 17,728 6,062 Security Alarm Permits 0 - 35 NPDES Monitoring 2 197 4 Special Permits 331,578 2.6% 263,978 1.9% 111,161 2%
Planning Permit - Zoning 471,323 584,479 378,858 Planning Permit - Subdivision 115,649 151,709 126,933 Planning Permit - Environmental 187,513 363,691 108,779 Planning Permits 774,485 6.0% 1,099,879 7.8% 614,570 8%
Total 12,966,064 100.0% 14,133,918 100.0% 7,375,461 100.0%
Licenses and Permits has averaged growth of 12.3 percent over the last five years, and 9.8 percent over the last two. This revenue is sensitive to large projects that can drive up revenue, such as expansion at the airport or major housing projects.
Licenses & Permits seem to be relatively immune to cyclical swings in the economy. In a slow economy, commercial construction falls off because of the general lack of demand for business products and services. However, slow economies tend to have lower interest rates that encourage homeowners to take on minor remodeling projects. High-growth economies encourage commercial construction, but tend to have higher interest rates that dampen the number of smaller, residential projects.
Another factor that should impact Oakland’s receipts in FY 2005-06 is its fee level, which in turn is driven by increases in salaries, retirement and benefit costs. For FY 2005-06, the Adopted Budget assumes fee increases of ten percent, reflecting increases in the City’s personnel costs. It is unclear whether a 10 percent rate increase will result in a full 10 percent revenue increase, or will trigger avoidance behavior on the part of permit applicants. In FY 2006-07, fee increases are expected to return to their more usual 4-5 percent growth.
The License & Permit revenue budget for FY 2005-06 is $16.7 million, and for FY 2006-07 is $17.5 million. These budgets assume growth rates of 9.5 percent and 4.4 percent respectively.
D - 38 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Fines and Penalties
Fines & Penalties consist primarily of fines for violations relating to parking on the City’s streets, which is projected to be 86 percent of total Fines & Penalties for FY 2004-05. The remaining 14 percent is comprised of various penalties and interest for late tax payments.
Growth rates in the recent past are distorted due to accounting transfers of Fines & Penalties revenue out of the General Purpose Fund and into the Comprehensive Cleanup Fund (for the most part). Revenue has also been heavily influenced by rate increases. With no planned rate increases for the FY 2005-07 period, the underlying level of Fines & Penalties revenue is budgeted at the same level as projected for FY 2004-05: $25.6 million.
However, the Adopted Budget assumes an additional $1.1 million in FY 2005-06 and an additional $1.2 million in FY 2006- 07. These increases primarily reflect two changes: $0.7 million in revenue enhancement each year from a transfer of street sweeping citation personnel from Public Works to the Parking Division, and increases resulting from the implementation of the Police Department’s Beat Feet project, which will focus on street-level vice crimes. Beat Feet is projected to generate $0.3 million in FY 2005-06 and $0.4 million in FY 2006-07. Total budgeted Fines & Penalties revenue is budgeted at $26.6 million in FY 2005-06 and $26.7 million in FY 2006-07.
Interest Income
Interest Income results from the net effects of a variety of factors. The first is the interest earned from the investment of the City’s available cash. The Government Code limits the type of investments that can be made, primarily to protect the safety of taxpayers’ money. Funds may be invested in a variety of instruments, including U.S. Treasury and agency instruments, other governmental securities, bankers’ acceptances, time deposits and commercial paper. In making investment deci- sions, the City gives consideration to safety, liquidity and yield.
INTER EST INC OME ($ Millions)
10
8
6
4
2
0
-2 FY96-97 FY97-98 FY98-99 FY99-00 FY00-01 FY01-02 FY02-03 FY03-04 Est FY04-05 FY05-06 FY06-07
Interest Income is also heavily influenced by the City’s accounting processes and procedures, and by the City’s overall fund balances. In the chart above, the large negative growth during the period of FY 1999-00 to FY 2002-03 resulted from two factors: 1) falling interest rates and 2) ‘negative interest income’, which was for the first time entered onto the General Purpose Fund portion of the City’s general ledger. Negative interest income results when there are negative fund balances in the City’s non-GPF funds and the GPF makes up the difference. This negative interest income had always been present, but had been given a different accounting treatment in prior years.
The $1.9 million in FY 2003-04 Interest Income resulted from the one-time availability of discretionary balances in non- General Funds. The Interest Income projection for the FY 2005-07 period is zero in both years because these one-time balances will not be available, and because it is expected that investment income to the GPF will continue to be offset by negative fund balances in non-GPF funds.
FY 2005-07 ADOPTED POLICY BUDGET D - 39 FINANCIAL SUMMARIES
Service Charges
Service charges are imposed on the user of a service provided by the City. The charge, or fee, may recover all or part of the cost of providing the service, at the discretion of the City. The calculation of a charge or fee can include applicable overheads.
Below are the major components of the City’s service charges, and the budgeted amount for FY 2005-06. Port Revenue consists of services provided by the City to the Port of Oakland, primarily Police and Fire, but also some general adminis- tration. Franchise Taxes include payments from PG&E, East Bay Municipal Utility District, Alameda County Waste Management, and the cable TV company, Comcast. Parking Meter Fees consist of revenue from metered parking, but do not include citation revenue (which is captured under Fines & Penalties). Personnel Services are overtime charges by Police for providing security at street fairs and other events. Public Works Fees are charged primarily by CEDA in relation to building activity. Rental Concessions are rents and concession sales, primarily at Parks & Recreation facilities. Pris- oner Maintenance charges are collected when other law enforcement agencies house prisoners in Oakland jails; they will fall to zero as a result of closing the jail. Examples of Miscellaneous include zoning fees and charges, emergency housing- related charges, building code-related permits, reimbursement for costs for Fire Plan inspection, testing and checking, and revenue related to Police False Alarms.
FY 2005-06 Adopted Service Charge Revenue
Rents & Prisoner Maint Concessions Fees 4% 3% Reimb's from Port 22%
Miscellaneous 20%
Parking Meter Charges 14%
Public Works Franchise Fees Fees 19% 14%
Service Charges as a whole are budgeted to increase over their FY 2004-05 levels by just 2.3 percent in FY 2005-06. However, this figure masks significant differences among categories. As mentioned above, almost $1.4 million of Prisoner Maintenance revenue will disappear if the Jail is closed. Other categories such as Public Works Fees and Miscellaneous Service Charges will see increases between 8-10 percent in FY 2005-06, due to a combination of 10 percent fee increases, and new programs such as Police’s Screened Traffic Accident Reports. Parking Meter revenue will increase in FY 2005-06 by $400,000 due to enhanced meter replacement. An additional $600,000 increase is budgeted for FY 2006-07 as a result of increasing parking meter rates at the City’s lowest rate meters.
Overall, Service Charges are budgeted at $55.5 million in FY 2005-06 and $58.4 million in FY 2006-07.
D - 40 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Miscellaneous
The Miscellaneous category consists largely of one-time items that do not fit well into other categories. Examples are land sales, cash payouts from bond re-financings, certain loan re-payments, and certain fund transfers.
MISCELLANEOUS REVENUE ($ Millions)
20
16
12
8
4
0 FY96-97 FY97-98 FY98-99 FY99-00 FY00-01 FY01-02 FY02-03 FY03-04 Est FY04-05 FY05-06 FY06-07
Miscellaneous revenue experiences substantial variation from one year to the next, due to the one-time and unpredictable nature of its components. The peak in 2002-03 occurred due to a large number of land sales that year.
Revenue budgeted for FY 2005-06 is $4.7 million, and for FY 2006-07 is $1.0 million. A large portion of this revenue consists of land sales. The City is in the process of selling a number of parcels and is projecting $2.6 million in revenue for FY 2005- 06. The parcels are primarily vacant land or right-of-ways. The drop-off in total Miscellaneous revenue from FY 2005-06 to FY 2006-07 is due to the ending of the land sales and discontinuation of a $1.1 million reimbursement for City services from the Oakland Base Reuse Authority.
Fund Transfers
These are transfers into the General Purpose Fund (GPF) from other funds. They can be made for a variety of reasons and have a variety of objectives. Details of the transfers budgeted for FY 2005-06 and FY 2006-07 are shown below:
FY 2004-05 FY 2005-06 FY 2006-07 INTERFUND TRANSFERS DETAIL Projected From Pension Annuity Fund - 14,100,000 14,000,000 From Capital Improvement Fund 6,300,000 2,000,000 10,600,000 From Mandatory Garbage Fund 2,500,000 1,828,464 1,841,580 From Sewer Fund 600,000 600,000 600,000 From GPF Fund Balance - 1,600,000 1,600,000 9,400,000 20,128,464 28,641,580
Pension Annuity ($14.1 million each year): The City will be refunding the Joint Powers Financing Authority 1998 Lease Revenue Bonds. This refunding will enable the City to pledge excess Pension Tax Override revenues to servicing the new 2005 bonds. Revenues from a Pension Annuity, purchased by the City in 1985 and which formerly serviced the 1998 Lease Revenue Bonds, will then be brought into the General Purpose Fund and used to offset General Purpose Fund payments for accrued pension liability for employees.
Capital Improvement Fund ($2 million in FY 2005-06, $10.6 million in FY 2006-07): This transfer covers the cost of programs and positions paid out of the General Purpose Fund, but related to capital projects.
From Mandatory Garbage Fund Balance ($1.8 million each year): Transfer from the discretionary portion of the Mandatory Garbage Fund balance, as allowed by legislation.
From Sewer Service Fund ($600,000 each year): This transfer pays building costs for staff who work on Sewer Service Fund issues and occupy space in the City Administration buildings at Frank Ogawa Plaza.
FY 2005-07 ADOPTED POLICY BUDGET D - 41 FINANCIAL SUMMARIES
Notes
D - 42 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Expenditure Tables
FY 2005-07 ADOPTED POLICY BUDGET D - 43 FINANCIAL SUMMARIES
FY 2005-06 Adopted Expenditures by Fund Group
Agency/Department General Special Revenue Enterprise Internal Service Mayor$ 2,189,334 $ - $ - $ - City Council 2,748,022 - - - City Administrator 9,670,351 1,955,587 - - City Clerk 2,233,885 - - - City Attorney 9,126,301 788,176 112,715 - City Auditor 1,305,565 25,000 - - Finance & Management 36,222,755 623,590 816,740 4,889,105 Police Services 171,548,518 10,313,656 - - Fire Services 104,319,501 9,400,097 231,453 - Public Works 36,406,231 31,106,383 17,947,162 37,572,923 Parks and Recreation 14,649,815 2,720,116 267,417 - Library Services 11,428,183 11,622,099 - - Cultural Arts 6,464,798 325,692 - - Human Services 14,327,332 34,089,733 - - Comm & Econ Dev't 24,269,105 29,693,188 53,133 92,795 Non-Departmental 102,389,665 - 6,271,014 - Subtotal Expenditures $ 549,299,361 $ 132,663,317 $ 25,699,634 $ 42,554,823
Capital Improvement 863,361 14,471,036 12,130,000 -
Total Expenditures $550,162,722 $147,134,353 $37,829,634 $42,554,823
Authorized Positions (FTE) 2,917.38 768.22 116.86 193.95
Citywide dollars and position totals between tables may differ due to rounding
D - 44 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-06 Adopted Expenditures by Fund Group (continued)
Agency/Department Capital Projects Debt Service Trust & Agency 2005-06 Total Mayor$ - $ - $ 189,760 $ 2,379,094 City Council - - 1,290,083 4,038,105 City Administrator 48,047 - 1,880,674 13,554,659 City Clerk - - 69,876 2,303,761 City Attorney 20,357 - 2,581,097 12,628,646 City Auditor - - 46,380 1,376,945 Finance & Management - 23,352 15,196,085 57,771,627 Police Services - - 1,638,056 183,500,230 Fire Services - - - 113,951,051 Public Works 552,989 - (512,642) 123,073,046 Parks and Recreation - - 69,266 17,706,614 Library Services - - 103,030 23,153,312 Cultural Arts - - 32,607 6,823,097 Human Services - - 392,277 48,809,342 Comm & Econ Dev't 9,432 - 9,093,969 63,211,622 Non-Departmental 6,300,000 115,534,466 - 230,495,145 Subtotal Expenditures $ 6,930,825 $ 115,557,818 $ 32,070,518 $ 904,776,296
Capital Improvement 9,256,284 - - 36,720,681
Total Expenditures $16,187,109 $115,557,818 $32,070,518 $941,496,977
Authorized Positions (FTE) 13.51 0.20 255.72 4,265.84
FY 2005-07 ADOPTED POLICY BUDGET D - 45 FINANCIAL SUMMARIES
FY 2006-07 Adopted Expenditures by Fund Group
Special Agency/Department General Enterprise Internal Service Revenue Mayor$ 2,304,195 $ - $ - $ - City Council 2,902,108 - - - City Administrator 10,136,491 2,239,203 - - City Clerk 2,335,421 - - - City Attorney 9,684,504 828,057 118,386 - City Auditor 1,374,735 25,000 - - Finance & Management 37,914,320 652,870 819,740 5,053,453 Police Services 181,531,735 10,812,602 - - Fire Services 109,223,503 9,582,186 242,070 - Public Works 38,102,861 32,562,790 19,042,085 38,603,600 Parks and Recreation 15,179,803 3,197,527 307,000 - Library Services 12,017,580 12,043,651 - - Cultural Arts 6,258,318 339,876 - - Human Services 15,083,683 35,222,199 - - Comm & Econ Dev't 25,162,022 29,154,636 55,447 92,795 Non-Departmental 104,695,333 - 6,271,314 - Subtotal Expenditures $ 573,906,612 $ 136,660,596 $ 26,856,042 $ 43,749,848
Capital Improvement Program - 6,621,206 12,402,000 -
Total Expenditures $573,906,612 $143,281,802 $39,258,042 $43,749,848
Authorized Positions (FTE) 2,906.37 761.72 116.86 193.95
Citywide dollars and position totals between tables may differ due to rounding
D - 46 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2006-07 Adopted Expenditures by Fund Group (continued)
Agency/Department Capital Projects Debt Service Trust & Agency 2006-07 Total
Mayor$ - $ - $ 199,316 $ 2,503,511 City Council - - 1,352,259 4,254,367 City Administrator 53,603 - 1,958,795 14,388,092 City Clerk - - 73,464 2,408,885 City Attorney 21,349 - 2,709,329 13,361,625 City Auditor - - 48,876 1,448,611 Finance & Management - 24,612 15,268,961 59,733,956 Police Services - - 1,664,486 194,008,823 Fire Services - - - 119,047,759 Public Works 573,117 - (535,926) 128,348,527 Parks and Recreation - - 69,266 18,753,596 Library Services - - 103,030 24,164,261 Cultural Arts - - 32,607 6,630,801 Human Services - - 386,758 50,692,640 Comm & Econ Dev't 9,810 - 9,433,645 63,908,355 Non-Departmental 6,300,000 115,086,817 - 232,353,464 Subtotal Expenditures $ 6,957,879 $ 115,111,429 $ 32,764,866 $ 936,007,272
Capital Improvement Program 106,611,204 - - 125,634,410
Total Expenditures $113,569,083 $115,111,429 $32,764,866 $1,061,641,682
Authorized Positions (FTE) 13.20 0.20 255.50 4,247.80
FY 2005-07 ADOPTED POLICY BUDGET D - 47 FINANCIAL SUMMARIES
All Fund Expenditures
FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 AGENCY / DEPARTMENT ACTUAL MIDCYCLE ADOPTED ADOPTED BUDGET
MAYOR $1,945,891 $1,923,348 $2,379,094 $2,503,511 CITY COUNCIL 3,317,237 3,521,195 4,038,105 4,254,367 CITY ADMINISTRATOR 10,844,031 11,714,468 13,554,659 14,388,092 CITY CLERK 2,092,159 2,272,824 2,303,761 2,408,885 CITY ATTORNEY 10,596,182 10,840,309 12,628,646 13,361,625 CITY AUDITOR 1,045,935 1,173,895 1,376,945 1,448,611 FINANCE & MANAGEMENT 40,173,613 41,096,566 57,771,627 59,733,956 POLICE SERVICES 170,172,602 160,139,542 183,500,230 194,008,823 FIRE SERVICES 92,135,343 96,734,541 113,951,051 119,047,759 PUBLIC WORKS 110,362,364 114,734,750 123,073,046 128,348,527 PARKS & RECREATION 18,638,285 17,042,805 17,706,614 18,753,596 LIBRARY SERVICES 18,389,411 21,514,563 23,153,312 24,164,261 CULTURAL ARTS 6,453,447 6,788,118 6,823,097 6,630,801 HUMAN SERVICES 33,220,837 37,417,220 48,809,342 50,692,640 COMM & ECON DEVELOPMENT 61,790,749 62,588,212 63,211,622 63,908,355 NON-DEPARTMENTAL 368,077,475 247,363,297 230,495,145 232,353,464 SUBTOTAL EXPENDITURES 949,255,561 836,865,654 904,776,296 936,007,272 CAPITAL IMPROVEMENT PROGRAM* 40,039,504 64,115,918 36,720,681 125,634,410 TOTAL $989,295,065 $900,981,572 $941,496,977 1,061,641,682
* The expenditure budget for the Capital Improvement Program does not include prior-year carryforward and Redevelopment funds.
D - 48 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Breakdown of FY 2005-07 (2-Year Total) All Funds Expenditure by Type
Finance & CIP All Other Non- Mngt 8% 0% Elected Officials Departmental 6% 2% Library 23% 2% City Administrator 1%
Human Svcs Cultural Arts 5% 1%
Police Parks & Rec 19% 2% Fire Public Works Comm & Econ 12% 13% Dev't 6%
Historical Changes in All Funds Expenditures (in Millions)
$1,200 $1,000
$800
$600
$400
$200
$0 FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 Actual Midcycle Adopted Adopted
FY 2005-07 ADOPTED POLICY BUDGET D - 49 FINANCIAL SUMMARIES
General Purpose Fund Expenditures
FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 AGENCY / DEPARTMENT ACTUAL MIDCYCLE ADOPTED ADOPTED BUDGET
MAYOR$ 1,724,282 $ 1,690,256 $ 2,085,727 $ 2,195,522 CITY COUNCIL 2,288,163 2,462,701 2,748,022 2,902,108 CITY ADMINISTRATOR 6,748,061 6,951,147 8,449,718 8,853,786 CITY CLERK 1,942,745 2,090,832 2,233,885 2,335,421 CITY ATTORNEY 7,226,451 7,249,713 8,577,801 9,108,705 CITY AUDITOR 945,354 1,009,479 1,209,565 1,274,391 FINANCE & MANAGEMENT 26,801,257 28,245,333 32,646,918 34,099,638 POLICE SERVICES 159,712,325 156,462,424 167,819,681 177,565,682 FIRE SERVICES 87,073,099 89,628,258 102,733,489 107,584,107 PUBLIC WORKS 576,014 924,506 1,648,598 1,738,261 PARKS & RECREATION 11,945,938 11,863,187 12,749,231 13,184,464 LIBRARY SERVICES 10,483,295 10,506,143 11,373,725 11,960,590 CULTURAL ARTS 5,218,630 5,187,247 5,723,159 6,114,598 HUMAN SERVICES 5,644,587 6,300,768 5,078,768 5,350,173 COMM & ECON DEVELOPMENT 18,791,156 20,620,135 23,224,505 24,103,575 NON-DEPARTMENTAL 52,014,032 52,754,119 55,209,264 56,429,745 SUBTOTAL EXPENDITURES 399,135,388 403,946,248 443,512,056 464,800,766 CAPITAL IMPROVEMENT PROGRAM 4,409,563 20,000 - -
TOTAL $403,544,951 $403,966,248 $443,512,056 $464,800,766
D - 50 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Breakdown of FY 2005-07 (2-Year Total) GPF Expenditure by Type All Other Non- 1% Human Svcs Library Departmental Fin. & Mngt 1% 3% 7% 12% Elect. Officials 3% Parks & Rec 3% City Public Works Administrator 0% 2% Cultural Arts Comm & Econ 1% Dev't 5% Police Fire 39% 23%
Historical Changes in GPF Expenditures (in Millions)
$480
$460
$440
$420
$400
$380
$360 FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 Actual Midcycle Adopted Adopted
FY 2005-07 ADOPTED POLICY BUDGET D - 51 FINANCIAL SUMMARIES
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue $443,756,257 $9,255,800 $45,960,196 $1,586,561
1010 1100 1150 1200 1600 Underground Expenditures By Fund General Self Ins. Workers Pension District Agency/Department Purpose Liability Comp Ins. Override Revolving
Mayor 2,085,727 City Council 2,748,022 City Administrator 8,449,718 City Clerk 2,233,885 City Attorney 8,577,801 281,885 City Auditor 1,209,565 Finance & Management 32,646,918 977,631 Police Services 167,819,681 3,728,837 Fire Services 102,733,489 794,868 Public Works 1,648,598 4,243,989 1,454,725 Parks & Recreation 12,749,231 238,710 Library Services 11,373,725 Cultural Arts 5,723,159 Human Services 5,078,768 Community & Economic Development 23,224,505 - Non-Departmental 55,209,264 1,605,706 (1,259,516) 44,955,747 Subtotal Operating Budget 443,512,056 10,612,110 - 44,955,747 1,454,725 Capital Improvement Program - - - - Total Expenditures 443,512,056 10,612,110 - 44,955,747 1,454,725
Transfer To/(From) Fund Balance $244,201 ($1,356,310) $0 $1,004,449 $131,836
Authorized Positions (FTE) 2,642.53 7.04 10.00
D - 52 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue $4,054,417 7,697,719 15,667,089 409,180 553,090
1700 1710 1720 1730 1740 Hazardous Expenditures By Fund Mandatory Recycling Comprehens. HJKaiser Materials Agency/Department Refuse Program Clean-Up Conv. Center Inspections
Mayor 103,607 City Council City Administrator 5,000 City Clerk City Attorney 165,742 48,433 City Auditor Finance & Management 2,225,953 96,901 275,352 Police Services Fire Services 48,869 189,185 553,090 Public Works 7,436,148 16,054,116 Parks & Recreation Library Services Cultural Arts 597,919 Human Services Community & Economic Development 235,999 Non-Departmental 1,828,464 Subtotal Operating Budget 4,054,417 7,988,659 16,670,693 597,919 553,090 Capital Improvement Program - - - - - Total Expenditures 4,054,417 7,988,659 16,670,693 597,919 553,090
Transfer To/(From) Fund Balance $0 ($290,940) ($1,003,604) ($188,739) $0
Authorized Positions (FTE) 20.12 17.61 138.54 10.10 4.00
FY 2005-07 ADOPTED POLICY BUDGET D - 53 FINANCIAL SUMMARIES
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 6,507,122 1,138,757 189,973 9,263,564
1750 1760 1770 1780 Multi- Telecom Kids Expenditures By Fund Purpose Telecomm. Land First Agency/Department Reserve Reserve Use Fund
Mayor City Council City Administrator 1,215,633 City Clerk City Attorney 52,440 City Auditor 81,000 15,000 Finance & Management Police Services Fire Services Public Works 5,568,655 Parks & Recreation Library Services 54,458 Cultural Arts 143,720 Human Services 9,248,564 Community & Economic Development 618,628 189,973 Non-Departmental 50,000 Subtotal Operating Budget 6,464,443 1,320,091 189,973 9,263,564 Capital Improvement Program - 863,361 - - Total Expenditures 6,464,443 2,183,452 189,973 9,263,564
Transfer To/(From) Fund Balance $42,679 ($1,044,695) $0 $0
Authorized Positions (FTE) 16.04 12.70 0.84 4.60
D - 54 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 138,350 1,407,317 547,585,392 925,000
1790 1820 2102 Contract OPRCA Expenditures By Fund Admin Self-Sust Total- Dept. of Agency/Department Fee Rev. Fund General Funds Agriculture
Mayor 2,189,334 City Council 2,748,022 City Administrator 9,670,351 City Clerk 2,233,885 City Attorney 9,126,301 City Auditor 1,305,565 Finance & Management 36,222,755 Police Services 171,548,518 Fire Services 104,319,501 Public Works 36,406,231 Parks & Recreation 1,661,874 14,649,815 Library Services 11,428,183 Cultural Arts 6,464,798 Human Services 14,327,332 691,149 Community & Economic Development 24,269,105 Non-Departmental 102,389,665 Subtotal Operating Budget - 1,661,874 549,299,361 691,149 Capital Improvement Program - - 863,361 Total Expenditures - 1,661,874 550,162,722 691,149
Transfer To/(From) Fund Balance $138,350 ($254,557) ($2,577,330) $233,851
Authorized Positions (FTE) 33.26 2,917.38 6.50
FY 2005-07 ADOPTED POLICY BUDGET D - 55 FINANCIAL SUMMARIES
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 4,705,404 1,052,023 11,311,930 5,339,396
2103 2105 2107 2108 2109 Dept of Expenditures By Fund HUD/ESG/ HUD/EDI Housing & Agency/Department SHP/HOPWA GRANTS HUD-108 Urban Dev. HUD-Home
Mayor City Council City Administrator City Clerk City Attorney 67,404 City Auditor Finance & Management 140,341 Police Services Fire Services Public Works Parks & Recreation Library Services Cultural Arts Human Services 4,705,404 295,041 Community & Economic Development 1,052,023 10,809,144 5,339,396 Non-Departmental Subtotal Operating Budget 4,705,404 1,052,023 11,311,930 5,339,396 Capital Improvement Program - Total Expenditures 4,705,404 1,052,023 11,311,930 5,339,396
Transfer To/(From) Fund Balance $0 $0 $0 $0
Authorized Positions (FTE) 1.12 1.30 38.48 2.38
D - 56 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 1,198,464 325,867 2,979,967
2112 2114 2120 2123 Federal US Dept. of Expenditures By Fund Dept. of Dept. of Action Homeland Agency/Department Justice Labor Agency Security
Mayor City Council City Administrator 1,832,847 City Clerk City Attorney City Auditor Finance & Management Police Services 222,120 Fire Services 100,000 Public Works Parks & Recreation Library Services Cultural Arts Human Services 1,198,464 325,867 Community & Economic Development Non-Departmental Subtotal Operating Budget - 1,198,464 325,867 2,154,967 Capital Improvement Program - - - 825,000 Total Expenditures - 1,198,464 325,867 2,979,967
Transfer To/(From) Fund Balance $0 $0 $0 $0
Authorized Positions (FTE) 2.00 64.35 1.01 4.00
FY 2005-07 ADOPTED POLICY BUDGET D - 57 FINANCIAL SUMMARIES
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 17,377,535 250,721 260,000 6,833,615 1,301,593
2128 2132 2141 2148 2159 CA State of Expenditures By Fund Dept. of CA Dept. State Traffic Library CA Agency/Department HHS of Aging Congestion Relief Services Other
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management Police Services Fire Services Public Works 260,000 Parks & Recreation Library Services 320,270 Cultural Arts Human Services 17,190,379 250,723 1,204,864 Community & Economic Development 42,224 Non-Departmental Subtotal Operating Budget 17,232,603 250,723 260,000 320,270 1,204,864 Capital Improvement Program - - 6,513,345 - Total Expenditures 17,232,603 250,723 260,000 6,833,615 1,204,864
Transfer To/(From) Fund Balance $144,932 ($2) $0 $0 $96,729
Authorized Positions (FTE) 137.51 2.24 5.42 11.15
D - 58 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 1,593,525 454,328 2,500,000 190,788
2160 2172 2185 2190 Alameda Expenditures By Fund Alameda Co. Vehicle ORA Private Agency/Department Co. Grants Abatement Grants Grants
Mayor City Council City Administrator City Clerk City Attorney 190,788 City Auditor Finance & Management Police Services 455,517 Fire Services 990,860 - Public Works Parks & Recreation Library Services Cultural Arts Human Services 602,667 Community & Economic Development 2,500,000 Non-Departmental Subtotal Operating Budget 1,593,527 455,517 2,500,000 190,788 Capital Improvement Program - - - - Total Expenditures 1,593,527 455,517 2,500,000 190,788
Transfer To/(From) Fund Balance ($2) ($1,189) $0 $0
Authorized Positions (FTE) 3.50 3.00 3.00
FY 2005-07 ADOPTED POLICY BUDGET D - 59 FINANCIAL SUMMARIES
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 3,656,730 6,909,329 8,213,987 1,000,000
2192 2195 2210 2211 2212 Workforce Expenditures By Fund OBRA Investment Measure B Measure B Measure B Agency/Department Lease Rev. Act Fund ACTIA Bike&Ped
Mayor City Council City Administrator City Clerk City Attorney 389,536 City Auditor Finance & Management 102,156 84,072 Police Services Fire Services Public Works 3,403,865 Parks & Recreation Library Services Cultural Arts Human Services 135,000 Community & Economic Development 3,169,247 6,681,154 Non-Departmental Subtotal Operating Budget 3,660,939 6,900,226 - 3,403,865 - Capital Improvement Program - - 549,234 4,810,122 1,000,000 Total Expenditures 3,660,939 6,900,226 549,234 8,213,987 1,000,000
Transfer To/(From) Fund Balance ($4,209) $9,103 ($549,234) $0 $0
Authorized Positions (FTE) 11.63 10.33 0.35 23.45 0.97
D - 60 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 1,205,705 7,704,399 11,081,117 1,205,737
2213 2230 2240 2250 Measure B Expenditures By Fund Paratransit State Measure Q Measure N Agency/Department ACTIA Gas Tax Fund Fund
Mayor City Council City Administrator 15,654 2,174 City Clerk City Attorney City Auditor 25,000 Finance & Management 105,888 Police Services Fire Services 1,136,542 Public Works 7,720,504 Parks & Recreation Library Services 11,201,829 Cultural Arts Human Services 1,205,705 Community & Economic Development Non-Departmental Subtotal Operating Budget 1,205,705 7,826,392 11,242,483 1,138,716 Capital Improvement Program - 98,335 - Total Expenditures 1,205,705 7,826,392 11,340,818 1,138,716
Transfer To/(From) Fund Balance $0 ($121,993) ($259,701) $67,021
Authorized Positions (FTE) 4.14 56.27 117.00 5.00
FY 2005-07 ADOPTED POLICY BUDGET D - 61 FINANCIAL SUMMARIES
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 19,616,345 20,557,841 1,749,270 2,000
2251 2310 2321 2330 Public Safety Landscape Wildfire Werner Court Expenditures By Fund Act 2004 & Lighting Prevention Vegetation Agency/Department Measure Y Assessment Ass. District Management
Mayor City Council City Administrator 15,000 87,738 City Clerk City Attorney 140,448 City Auditor Finance & Management 30,000 161,133 Police Services 9,382,849 Fire Services 3,929,989 1,754,512 2,000 Public Works 17,022,789 Parks & Recreation 2,720,116 Library Services Cultural Arts 325,692 Human Services 6,258,464 Community & Economic Development Non-Departmental Subtotal Operating Budget 19,616,302 20,457,916 1,754,512 2,000 Capital Improvement Program - - - - Total Expenditures 19,616,302 20,457,916 1,754,512 2,000
Transfer To/(From) Fund Balance $43 $99,925 ($5,242) $0
Authorized Positions (FTE) 64.30 144.33 1.00
D - 62 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 26,006 1,510,478 1,000,000 - 100,000
2410 2412 2416 2513 2826 Alameda Cty Traffic Expenditures By Fund Link Emergency Safety LLEBG Mortgage Agency/Department Handipark Dispatch Fund 2003 Revenue
Mayor City Council City Administrator 2,174 City Clerk City Attorney City Auditor Finance & Management - Police Services - Fire Services 1,486,194 Public Works 2,335,557 Parks & Recreation Library Services Cultural Arts Human Services 26,006 Community & Economic Development 100,000 Non-Departmental Subtotal Operating Budget 26,006 1,488,368 2,335,557 - 100,000 Capital Improvement Program - - 675,000 - - Total Expenditures 26,006 1,488,368 3,010,557 - 100,000
Transfer To/(From) Fund Balance $0 $22,110 ($2,010,557) $0 $0
Authorized Positions (FTE) 0.28 9.00 26.96 3.50
FY 2005-07 ADOPTED POLICY BUDGET D - 63 FINANCIAL SUMMARIES
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 22,024 123,146 108,000 366,000
2910 2912 2914 2990 Federal Federal Asset State Public Expenditures By Fund Asset Forfeiture Asset Works Agency/Department Forfeiture City Share Forfeit. Grants
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management Police Services 22,024 123,146 108,000 Fire Services Public Works 363,668 Parks & Recreation Library Services Cultural Arts Human Services Community & Economic Development Non-Departmental Subtotal Operating Budget 22,024 123,146 108,000 363,668 Capital Improvement Program - - - - Total Expenditures 22,024 123,146 108,000 363,668
Transfer To/(From) Fund Balance $0 $0 $0 $2,332
Authorized Positions (FTE) 2.75
D - 64 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 100,000 144,858,270 28,397,024 267,417 28,664,441
2999 3100 3200 Total Sewer Total - Expenditures By Fund Misc. Special Service Enterprise Agency/Department Grants Rev. Funds Charge Golf Course Funds
Mayor - - City Council - - City Administrator 1,955,587 - City Clerk - - City Attorney 788,176 112,715 112,715 City Auditor 25,000 - Finance & Management 623,590 816,740 816,740 Police Services 10,313,656 - Fire Services 9,400,097 231,453 231,453 Public Works 31,106,383 17,947,162 17,947,162 Parks & Recreation 2,720,116 267,417 267,417 Library Services 100,000 11,622,099 - Cultural Arts 325,692 - Human Services 34,089,733 - Community & Economic Development 29,693,188 47,285 5,848 53,133 Non-Departmental - 6,271,014 6,271,014 Subtotal Operating Budget 100,000 132,663,317 25,426,369 273,265 25,699,634 Capital Improvement Program - 14,471,036 12,130,000 - 12,130,000 Total Expenditures 100,000 147,134,353 37,556,369 273,265 37,829,634
Transfer To/(From) Fund Balance $0 ($2,276,083) ($9,159,345) ($5,848) ($9,165,193)
Authorized Positions (FTE) 768.22 116.86 116.86
FY 2005-07 ADOPTED POLICY BUDGET D - 65 FINANCIAL SUMMARIES
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 14,155,787 1,526,502 1,255,112 15,439,852
4100 4200 4300 4400
Expenditures By Fund Equipment City Agency/Department Rental Radio Reproduction Facilities
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management 910,664 1,235,519 Police Services Fire Services Public Works 16,866,274 20,706,649 Parks & Recreation Library Services Cultural Arts Human Services Community & Economic Development 92,795 Non-Departmental Subtotal Operating Budget 16,866,274 1,003,459 1,235,519 20,706,649 Capital Improvement Program - - - - Total Expenditures 16,866,274 1,003,459 1,235,519 20,706,649
Transfer To/(From) Fund Balance ($2,710,487) $523,043 $19,593 ($5,266,797)
Authorized Positions (FTE) 56.50 6.35 6.40 107.70
D - 66 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 2,742,922 35,120,175 134,422
4500 5006 5130 Total GOB Rockridge Expenditures By Fund Central Internal Measure K Library Agency/Department Stores Svc. Funds Series C 1997 Assess. Dist.
Mayor - City Council - City Administrator - 131 City Clerk - City Attorney - 20,357 City Auditor - Finance & Management 2,742,922 4,889,105 Police Services - Fire Services - Public Works 37,572,923 Parks & Recreation - Library Services - Cultural Arts - Human Services - Community & Economic Development 92,795 Non-Departmental - Subtotal Operating Budget 2,742,922 42,554,823 20,357 131 Capital Improvement Program - - - Total Expenditures 2,742,922 42,554,823 20,357 131
Transfer To/(From) Fund Balance ($0) ($7,434,648) ($20,357) $134,291
Authorized Positions (FTE) 17.00 193.95 0.07
FY 2005-07 ADOPTED POLICY BUDGET D - 67 FINANCIAL SUMMARIES
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 500,000 - 9,809,273 10,443,695
5320 5500 5505 5510 Municipal Municipal Total Expenditures By Fund Capital Projects Capital Capital Agency/Department Measure DD Improvement Public Arts Reserves Project Funds
Mayor - City Council - City Administrator - 47,916 48,047 City Clerk - City Attorney 20,357 City Auditor - Finance & Management - Police Services - Fire Services - Public Works - 552,989 552,989 Parks & Recreation - Library Services - Cultural Arts - - Human Services - Community & Economic Development 9,432 9,432 Non-Departmental 6,300,000 - 6,300,000 Subtotal Operating Budget 9,432 6,300,000 47,916 552,989 6,930,825 Capital Improvement Program - - - 9,256,284 9,256,284 Total Expenditures 9,432 6,300,000 47,916 9,809,273 16,187,109
Transfer To/(From) Fund Balance ($9,432) ($5,800,000) ($47,916) $0 ($5,743,414)
Authorized Positions (FTE) 7.94 0.50 5.00 13.51
D - 68 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 1,242,434 1,758,176 3,587,696 3,560,010 14,486,134
6004 6006 6008 6010 6014 GOB Series GOB Series GOB Series GOB Series CSCD Expenditures By Fund 1995B 1997C 1992- 1997- Authority Agency/Department Measure K Measure K Emergency Measure I 1992
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management Police Services Fire Services Public Works Parks & Recreation Library Services Cultural Arts Human Services Community & Economic Development Non-Departmental 1,208,222 1,673,580 3,339,548 3,385,866 13,994,838 Subtotal Operating Budget 1,208,222 1,673,580 3,339,548 3,385,866 13,994,838 Capital Improvement Program - - - - Total Expenditures 1,208,222 1,673,580 3,339,548 3,385,866 13,994,838
Transfer To/(From) Fund Balance $34,212 $84,596 $248,148 $174,144 $491,296
Authorized Positions (FTE)
FY 2005-07 ADOPTED POLICY BUDGET D - 69 FINANCIAL SUMMARIES
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 3,535,475 2,987,028 34,955,746 10,000,000
6015 6016 6030 6033 COP Taxable 1998 JPFA Expenditures By Fund Museum 2002 Civic Pension Lease Agency/Department Series A Improvement Obligation Bonds Revenue Bonds
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management Police Services Fire Services Public Works Parks & Recreation Library Services Cultural Arts Human Services Community & Economic Development Non-Departmental 3,535,475 2,987,028 34,955,746 10,000,000 Subtotal Operating Budget 3,535,475 2,987,028 34,955,746 10,000,000 Capital Improvement Program - - - Total Expenditures 3,535,475 2,987,028 34,955,746 10,000,000
Transfer To/(From) Fund Balance $0 $0 $0 $0
Authorized Positions (FTE)
D - 70 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 809,391 944,790 2,533,938 4,426,038
6060 6062 6310 6320 2000- 2000- Expenditures By Fund Measure K Measure K Measure G Measure DD Agency/Department Series D Bonds Series E Bonds 2002A 2003A
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management Police Services Fire Services Public Works Parks & Recreation Library Services Cultural Arts Human Services Community & Economic Development Non-Departmental 773,233 929,828 2,533,938 4,426,038 Subtotal Operating Budget 773,233 929,828 2,533,938 4,426,038 Capital Improvement Program - - - - Total Expenditures 773,233 929,828 2,533,938 4,426,038
Transfer To/(From) Fund Balance $36,158 $14,962 $0 $0
Authorized Positions (FTE)
FY 2005-07 ADOPTED POLICY BUDGET D - 71 FINANCIAL SUMMARIES
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 117,584 1,700 39,195 7,409,949
6433 6440 6485 6512 Skyline 1999 Expenditures By Fund JPFA Sewer District JPFA CAB 1996 Agency/Department 1998 Reserve Reserve Reass. Dist Redemption
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management Police Services Fire Services Public Works Parks & Recreation Library Services Cultural Arts Human Services Community & Economic Development Non-Departmental 7,409,949 Subtotal Operating Budget - - - 7,409,949 Capital Improvement Program - Total Expenditures - - - 7,409,949
Transfer To/(From) Fund Balance $117,584 $1,700 $39,195 $0
Authorized Positions (FTE)
D - 72 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 534,232 70,390 35,200 54,526 53,473
6520 6530 6540 6554 6556 Fire Area Expenditures By Fund Utility Agency/Department Underground Rockridge Skyline LaSalle Harbord
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management 23,352 Police Services Fire Services Public Works Parks & Recreation Library Services Cultural Arts Human Services Community & Economic Development Non-Departmental 491,150 70,390 29,060 54,426 53,303 Subtotal Operating Budget 514,502 70,390 29,060 54,426 53,303 Capital Improvement Program - - - - - Total Expenditures 514,502 70,390 29,060 54,426 53,303
Transfer To/(From) Fund Balance $19,730 $0 $6,140 $100 $170
Authorized Positions (FTE) 0.20
FY 2005-07 ADOPTED POLICY BUDGET D - 73 FINANCIAL SUMMARIES
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 9,935 26,260 112,473 575,280
6558 6570 6580 6585 1999 JPFA Expenditures By Fund 1996 1997 Reassessment Agency/Department Grizzly Pooled A.D.'s Pooled A.D.'s Debt Service
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management Police Services Fire Services Public Works Parks & Recreation Library Services Cultural Arts Human Services Community & Economic Development Non-Departmental 8,835 26,260 112,473 535,280 Subtotal Operating Budget 8,835 26,260 112,473 535,280 Capital Improvement Program - - - - Total Expenditures 8,835 26,260 112,473 535,280
Transfer To/(From) Fund Balance $1,100 $0 $0 $40,000
Authorized Positions (FTE)
D - 74 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 23,000,000 116,867,053
6999 7100 7120 Total Police and Expenditures By Fund Misc. Debt Service Fire Retirement Agency/Department Debt Service Funds System OMERS
Mayor - City Council - City Administrator - City Clerk - City Attorney - 83,892 20,964 City Auditor - Finance & Management 23,352 774,863 250,838 Police Services - Fire Services - Public Works - Parks & Recreation - Library Services - Cultural Arts - Human Services - Community & Economic Development - Non-Departmental 23,000,000 115,534,466 Subtotal Operating Budget 23,000,000 115,557,818 858,755 271,802 Capital Improvement Program - - - - Total Expenditures 23,000,000 115,557,818 858,755 271,802
Transfer To/(From) Fund Balance $0 $1,309,235 ($858,755) ($271,802)
Authorized Positions (FTE) 0.20 6.51 1.41
FY 2005-07 ADOPTED POLICY BUDGET D - 75 FINANCIAL SUMMARIES
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 13,500,000 321,000 569,700 103,030
7320 7420 7440 7540 Oakland Expenditures By Fund Pension State Asset Unclaimed Public Lib. Agency/Department Annuity Fund Trust Cash Trust
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management 13,500,000 Police Services 321,000 569,700 Fire Services Public Works Parks & Recreation Library Services 103,030 Cultural Arts Human Services Community & Economic Development Non-Departmental - Subtotal Operating Budget 13,500,000 321,000 569,700 103,030 Capital Improvement Program - - - - Total Expenditures 13,500,000 321,000 569,700 103,030
Transfer To/(From) Fund Balance $0 $0 $0 $0
Authorized Positions (FTE)
D - 76 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 32,607 3,658 9,265
7640 7690 7760 Oakland Kerrison Trust Expenditures By Fund Public Museum For Police Grant Agency/Department Trust Enhancement Clearing
Mayor City Council City Administrator 661,594 City Clerk City Attorney 125,244 City Auditor Finance & Management 31,060 Police Services 3,658 Fire Services Public Works (512,642) Parks & Recreation Library Services Cultural Arts 32,607 Human Services Community & Economic Development (305,256) Non-Departmental Subtotal Operating Budget 32,607 3,658 - Capital Improvement Program - - - Total Expenditures 32,607 3,658 -
Transfer To/(From) Fund Balance $0 $0 $9,265
Authorized Positions (FTE) 145.98
FY 2005-07 ADOPTED POLICY BUDGET D - 77 FINANCIAL SUMMARIES
FY 2005-06 Adopted Budget Summary by Fund
Total Revenue 16,340,700 69,266 30,949,226 914,488,252
7780 7999 Oakland Total Expenditures By Fund Redevelop. Misc. Trust & Total Agency/Department Agency Proj. Trust Fiduciary Appropriations
Mayor 189,760 189,760 2,379,094 City Council 1,290,083 1,290,083 4,038,105 City Administrator 1,219,080 1,880,674 13,554,659 City Clerk 69,876 69,876 2,303,761 City Attorney 2,350,997 2,581,097 12,628,646 City Auditor 46,380 46,380 1,376,945 Finance & Management 639,324 15,196,085 57,771,627 Police Services 743,698 1,638,056 183,500,230 Fire Services - 113,951,051 Public Works (512,642) 123,073,046 Parks & Recreation 69,266 69,266 17,706,614 Library Services 103,030 23,153,312 Cultural Arts 32,607 6,823,097 Human Services 392,277 392,277 48,809,342 Community & Economic Development 9,399,225 9,093,969 63,211,622 Non-Departmental - 230,495,145 Subtotal Operating Budget 16,340,700 69,266 32,070,518 904,776,296 Capital Improvement Program - - - 36,720,681 Total Expenditures 16,340,700 69,266 32,070,518 941,496,977
Transfer To/(From) Fund Balance $0 $0 ($1,121,292) ($27,008,725)
Authorized Positions (FTE) 101.82 255.72 4,265.84
D - 78 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $465,377,728 $11,023,600 $48,258,206 $1,662,528
1010 1100 1150 1200 1600 Underground Expenditures By Fund General Self Ins. Workers Pension District Agency/Department Purpose Liability Comp Ins. Override Revolving
Mayor 2,195,522 City Council 2,902,108 City Administrator 8,853,786 City Clerk 2,335,421 City Attorney 9,108,705 295,787 City Auditor 1,274,391 Finance & Management 34,099,638 1,013,835 Police Services 177,565,682 3,966,053 Fire Services 107,584,107 845,435 Public Works 1,738,261 4,513,977 1,525,343 Parks & Recreation 13,184,464 253,896 Library Services 11,960,590 - Cultural Arts 6,114,598 Human Services 5,350,173 Community & Economic Development 24,103,575 Non-Departmental 56,429,745 1,707,854 (1,309,622) 45,975,776 Subtotal Operating Budget 464,800,766 11,287,215 - 45,975,776 1,525,343 Capital Improvement Program - - - - Total Expenditures 464,800,766 11,287,215 - 45,975,776 1,525,343
Transfer To/(From) Fund Balance $576,962 ($263,615) $0 $2,282,430 $137,185
Authorized Positions (FTE) 2,641.61 7.04 10.00
FY 2005-07 ADOPTED POLICY BUDGET D - 79 FINANCIAL SUMMARIES
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $4,208,993 $7,792,245 $16,292,905 $527,800 $550,150
1700 1710 1720 1730 1740 Hazardous Expenditures By Fund Mandatory Recycling Comprehens. HJKaiser Materials Agency/Department Refuse Program Clean-Up Conv. Center Inspections
Mayor 108,673 City Council City Administrator 5,000 City Clerk City Attorney 174,000 50,800 City Auditor Finance & Management 2,367,413 101,785 331,649 Police Services Fire Services 48,869 194,942 550,150 Public Works 7,536,998 17,043,029 Parks & Recreation Library Services Cultural Arts - Human Services Community & Economic Development 243,534 Non-Departmental 1,841,580 Subtotal Operating Budget 4,208,993 8,110,186 17,729,093 - 550,150 Capital Improvement Program - - - - Total Expenditures 4,208,993 8,110,186 17,729,093 - 550,150
Transfer To/(From) Fund Balance $0 ($317,941) ($1,436,188) $527,800 $0
Authorized Positions (FTE) 20.12 17.61 138.54 4.00
D - 80 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $7,035,128 $1,339,238 $202,285 $9,748,510
1750 1760 1770 1780 Multi- Telecom Kids Expenditures By Fund Purpose Telecomm. Land First Agency/Department Reserve Reserve Use Fund
Mayor City Council City Administrator 1,277,705 City Clerk City Attorney 55,212 City Auditor 85,344 15,000 Finance & Management Police Services Fire Services Public Works 5,745,253 Parks & Recreation Library Services 56,990 Cultural Arts 143,720 Human Services 9,733,510 Community & Economic Development 618,628 196,285 Non-Departmental 50,000 Subtotal Operating Budget 6,648,157 1,384,695 196,285 9,748,510 Capital Improvement Program - - - - Total Expenditures 6,648,157 1,384,695 196,285 9,748,510
Transfer To/(From) Fund Balance $386,971 ($45,457) $6,000 $0
Authorized Positions (FTE) 16.04 12.70 0.85 4.60
FY 2005-07 ADOPTED POLICY BUDGET D - 81 FINANCIAL SUMMARIES
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $416,700 $1,477,683 $575,913,699 $925,000
1790 1820 2102 Contract OPRCA Expenditures By Fund Admin Self-Sust Total- Dept. of Agency/Department Fee Rev. Fund General Funds Agriculture
Mayor 2,304,195 City Council 2,902,108 City Administrator 10,136,491 City Clerk 2,335,421 City Attorney 9,684,504 City Auditor 1,374,735 Finance & Management 37,914,320 Police Services 181,531,735 Fire Services 109,223,503 Public Works 38,102,861 Parks & Recreation 1,741,443 15,179,803 Library Services 12,017,580 Cultural Arts 6,258,318 Human Services 15,083,683 925,000 Community & Economic Development 25,162,022 Non-Departmental 104,695,333 Subtotal Operating Budget - 1,741,443 573,906,612 925,000 Capital Improvement Program - - - Total Expenditures - 1,741,443 573,906,612 925,000
Transfer To/(From) Fund Balance $416,700 ($263,760) $2,007,087 $0
Authorized Positions (FTE) 33.26 2,906.37 6.50
D - 82 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $4,670,861 $967,729 $11,311,930 $5,339,396
2103 2105 2107 2108 2109 Dept of Expenditures By Fund HUD/ESG/ HUD/EDI Housing & Agency/Department SHP/HOPWA GRANTS HUD-108 Urban Dev. HUD-Home
Mayor City Council City Administrator City Clerk City Attorney 70,701 City Auditor Finance & Management 145,525 Police Services Fire Services Public Works Parks & Recreation Library Services Cultural Arts Human Services 4,670,861 294,126 Community & Economic Development 967,729 10,801,578 5,339,396 Non-Departmental Subtotal Operating Budget 4,670,861 - 967,729 11,311,930 5,339,396 Capital Improvement Program - Total Expenditures 4,670,861 - 967,729 11,311,930 5,339,396
Transfer To/(From) Fund Balance $0 $0 $0 $0
Authorized Positions (FTE) 1.16 1.30 0.00 38.46 2.38
FY 2005-07 ADOPTED POLICY BUDGET D - 83 FINANCIAL SUMMARIES
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $1,198,464 $325,867 $2,987,179
2112 2114 2120 2123 Federal US Dept. of Expenditures By Fund Dept. of Dept. of Action Homeland Agency/Department Justice Labor Agency Security
Mayor City Council City Administrator 2,107,847 City Clerk City Attorney City Auditor Finance & Management Police Services 341,832 Fire Services 212,500 Public Works Parks & Recreation Library Services Cultural Arts Human Services 1,198,464 325,867 Community & Economic Development Non-Departmental Subtotal Operating Budget - 1,198,464 325,867 2,662,179 Capital Improvement Program - - - 325,000 Total Expenditures - 1,198,464 325,867 2,987,179
Transfer To/(From) Fund Balance $0 $0 $0 $0
Authorized Positions (FTE) 2.00 64.35 1.01 4.00
D - 84 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $17,603,585 $250,721 $260,000 $330,674 $1,301,593
2128 2132 2141 2148 2159 CA State of Expenditures By Fund Dept. of CA Dept. State Traffic Library CA Agency/Department HHS of Aging Congestion Relief Services Other
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management Police Services Fire Services Public Works 260,000 Parks & Recreation Library Services 330,674 Cultural Arts Human Services 17,559,290 250,725 1,514,320 Community & Economic Development 44,295 Non-Departmental Subtotal Operating Budget 17,603,585 250,725 260,000 330,674 1,514,320 Capital Improvement Program - - - - Total Expenditures 17,603,585 250,725 260,000 330,674 1,514,320
Transfer To/(From) Fund Balance $0 ($4) $0 $0 ($212,727)
Authorized Positions (FTE) 137.42 2.24 5.42 11.15
FY 2005-07 ADOPTED POLICY BUDGET D - 85 FINANCIAL SUMMARIES
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $1,624,573 $459,103 $2,500,000 $200,928 $3,191,902
2160 2172 2185 2190 2192 Alameda Expenditures By Fund Alameda Co. Vehicle ORA Private OBRA Agency/Department Co. Grants Abatement Grants Grants Lease Rev.
Mayor City Council City Administrator City Clerk City Attorney 200,928 408,564 City Auditor Finance & Management 107,604 Police Services 460,304 Fire Services 1,020,586 Public Works Parks & Recreation Library Services Cultural Arts Human Services 603,989 Community & Economic Development 2,500,000 2,668,185 Non-Departmental Subtotal Operating Budget 1,624,575 460,304 2,500,000 200,928 3,184,353 Capital Improvement Program - - - - - Total Expenditures 1,624,575 460,304 2,500,000 200,928 3,184,353
Transfer To/(From) Fund Balance ($2) ($1,201) $0 $0 $7,549
Authorized Positions (FTE) 3.32 3.00 3.00 8.88
D - 86 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $6,974,672 $0 $8,463,274 $1,000,000 $1,205,705
2195 2210 2211 2212 2213 Workforce Measure B Expenditures By Fund Investment Measure B Measure B Measure B Paratransit Agency/Department Act Fund ACTIA Bike&Ped ACTIA
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management 88,560 Police Services Fire Services Public Works 3,567,068 Parks & Recreation Library Services Cultural Arts Human Services 140,000 1,205,705 Community & Economic Development 6,733,453 Non-Departmental Subtotal Operating Budget 6,962,013 - 3,567,068 - 1,205,705 Capital Improvement Program - - 4,896,206 1,000,000 Total Expenditures 6,962,013 - 8,463,274 1,000,000 1,205,705
Transfer To/(From) Fund Balance $12,659 $0 $0 $0 $0
Authorized Positions (FTE) 10.33 0.35 23.45 0.97 4.14
FY 2005-07 ADOPTED POLICY BUDGET D - 87 FINANCIAL SUMMARIES
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $7,974,051 $11,454,751 $1,255,205 $20,213,768 $22,043,942
2230 2240 2250 2251 2310 Public Safety Landscape Expenditures By Fund State Measure Q Measure N Act 2004 & Lighting Agency/Department Gas Tax Fund Fund Measure Y Assessment
Mayor City Council City Administrator 15,654 4,174 16,170 91,184 City Clerk City Attorney 147,864 City Auditor 25,000 Finance & Management 111,540 30,000 169,641 Police Services 9,756,941 Fire Services 1,173,893 3,902,777 Public Works 7,991,165 17,758,304 Parks & Recreation 3,197,527 Library Services 11,612,977 Cultural Arts 339,876 Human Services 6,507,846 Community & Economic Development Non-Departmental Subtotal Operating Budget 8,102,705 11,653,631 1,178,067 20,213,734 21,704,396 Capital Improvement Program - - - - - Total Expenditures 8,102,705 11,653,631 1,178,067 20,213,734 21,704,396
Transfer To/(From) Fund Balance ($128,654) ($198,880) $77,138 $34 $339,546
Authorized Positions (FTE) 54.61 117.00 5.00 64.30 144.33
D - 88 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $1,758,874 $2,000 $26,006 $1,572,547
2321 2330 2410 2412 Wildfire Werner Court Alameda Cty Expenditures By Fund Prevention Vegetation Link Emergency Agency/Department Ass. District Management Handipark Dispatch
Mayor City Council City Administrator 4,174 City Clerk City Attorney City Auditor Finance & Management Police Services Fire Services 1,754,512 2,000 1,515,918 Public Works Parks & Recreation Library Services Cultural Arts Human Services 26,006 Community & Economic Development Non-Departmental Subtotal Operating Budget 1,754,512 2,000 26,006 1,520,092 Capital Improvement Program - - - - Total Expenditures 1,754,512 2,000 26,006 1,520,092
Transfer To/(From) Fund Balance $4,362 $0 $0 $52,456
Authorized Positions (FTE) 1.00 0.28 9.00
FY 2005-07 ADOPTED POLICY BUDGET D - 89 FINANCIAL SUMMARIES
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $1,000,000 $100,000 $22,077 $123,448 $108,000
2416 2826 2910 2912 2914 Traffic Federal Federal Asset State Expenditures By Fund Safety Mortgage Asset Forfeiture Asset Agency/Department Fund Revenue Forfeiture City Share Forfeit.
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management Police Services 22,077 123,448 108,000 Fire Services Public Works 2,609,102 Parks & Recreation Library Services Cultural Arts Human Services Community & Economic Development 100,000 Non-Departmental Subtotal Operating Budget 2,609,102 100,000 22,077 123,448 108,000 Capital Improvement Program 400,000 - - - - Total Expenditures 3,009,102 100,000 22,077 123,448 108,000
Transfer To/(From) Fund Balance ($2,009,102) $0 $0 $0 $0
Authorized Positions (FTE) 28.62
D - 90 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $366,000 $100,000 $141,213,825 $31,337,286
2990 2999 3100 Public Total Sewer Expenditures By Fund Works Misc. Special Service Agency/Department Grants Grants Rev. Funds Charge
Mayor - City Council - City Administrator 2,239,203 City Clerk - City Attorney 828,057 118,386 City Auditor 25,000 Finance & Management 652,870 819,740 Police Services 10,812,602 Fire Services 9,582,186 242,070 Public Works 377,151 32,562,790 19,042,085 Parks & Recreation 3,197,527 Library Services 100,000 12,043,651 Cultural Arts 339,876 Human Services 35,222,199 Community & Economic Development 29,154,636 49,599 Non-Departmental - 6,271,314 Subtotal Operating Budget 377,151 100,000 136,660,596 26,543,194 Capital Improvement Program - - 6,621,206 12,402,000 Total Expenditures 377,151 100,000 143,281,802 38,945,194
Transfer To/(From) Fund Balance ($11,151) $0 ($2,067,977) ($7,607,908)
Authorized Positions (FTE) 2.75 761.72 116.86
FY 2005-07 ADOPTED POLICY BUDGET D - 91 FINANCIAL SUMMARIES
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $307,000 $31,644,286 $15,998,364 $1,526,502 $1,255,036
3200 4100 4200 4300 Total - Expenditures By Fund Enterprise Equipment Agency/Department Golf Course Funds Rental Radio Reproduction
Mayor - City Council - City Administrator - City Clerk - City Attorney 118,386 City Auditor - Finance & Management 819,740 956,198 1,264,481 Police Services - Fire Services 242,070 Public Works 19,042,085 17,212,456 Parks & Recreation 307,000 307,000 Library Services - Cultural Arts - Human Services - Community & Economic Development 5,848 55,447 92,795 Non-Departmental 6,271,314 Subtotal Operating Budget 312,848 26,856,042 17,212,456 1,048,993 1,264,481 Capital Improvement Program - 12,402,000 - - - Total Expenditures 312,848 39,258,042 17,212,456 1,048,993 1,264,481 $0 Transfer To/(From) Fund Balance ($5,848) ($7,613,756) ($1,214,092) $477,509 ($9,445)
Authorized Positions (FTE) 116.86 56.50 6.35 6.40
D - 92 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $18,319,890 $2,832,774 $39,932,566 $134,422
4400 4500 5006 5130 Total GOB Rockridge Expenditures By Fund City Central Internal Measure K Library Agency/Department Facilities Stores Svc. Funds Series C 1997 Assess. Dist.
Mayor - City Council - City Administrator - 3,131 City Clerk - City Attorney - 21,349 City Auditor - Finance & Management 2,832,774 5,053,453 Police Services - Fire Services - Public Works 21,391,144 38,603,600 Parks & Recreation - Library Services - Cultural Arts - Human Services - Community & Economic Development 92,795 Non-Departmental - Subtotal Operating Budget 21,391,144 2,832,774 43,749,848 21,349 3,131 Capital Improvement Program - - - - Total Expenditures 21,391,144 2,832,774 43,749,848 21,349 3,131
Transfer To/(From) Fund Balance ($3,071,254) ($0) ($3,817,282) ($21,349) $131,291
Authorized Positions (FTE) 107.70 17.00 193.95 0.07
FY 2005-07 ADOPTED POLICY BUDGET D - 93 FINANCIAL SUMMARIES
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $99,656,000 $400,000 $0 $7,528,321 $107,718,743
5320 5500 5505 5510 Municipal Municipal Total Expenditures By Fund Capital Projects Capital Capital Agency/Department Measure DD Improvement Public Arts Reserves Project Funds
Mayor - City Council - City Administrator 50,472 53,603 City Clerk - City Attorney 21,349 City Auditor - Finance & Management - - Police Services - Fire Services - Public Works - 573,117 573,117 Parks & Recreation - Library Services - Cultural Arts - - Human Services - Community & Economic Development 9,810 9,810 Non-Departmental 6,300,000 6,300,000 Subtotal Operating Budget 9,810 6,300,000 50,472 573,117 6,957,879 Capital Improvement Program 99,656,000 - - 6,955,204 106,611,204 Total Expenditures 99,665,810 6,300,000 50,472 7,528,321 113,569,083
Transfer To/(From) Fund Balance ($9,810) ($5,900,000) ($50,472) $0 ($5,850,340)
Authorized Positions (FTE) 7.63 0.50 5.00 13.20
D - 94 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $1,242,184 $1,757,438 $3,516,160 $3,562,410 $14,471,009
6004 6006 6008 6010 6014 GOB Series GOB Series GOB Series GOB Series CSCD Expenditures By Fund 1995B 1997C 1992- 1997- Authority Agency/Department Measure K Measure K Emergency Measure I 1992
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management Police Services Fire Services Public Works Parks & Recreation Library Services Cultural Arts Human Services Community & Economic Development Non-Departmental 1,207,972 1,672,842 3,268,012 3,388,266 13,977,213 Subtotal Operating Budget 1,207,972 1,672,842 3,268,012 3,388,266 13,977,213 Capital Improvement Program - - - - Total Expenditures 1,207,972 1,672,842 3,268,012 3,388,266 13,977,213
Transfer To/(From) Fund Balance $34,212 $84,596 $248,148 $174,144 $493,796
Authorized Positions (FTE)
FY 2005-07 ADOPTED POLICY BUDGET D - 95 FINANCIAL SUMMARIES
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $3,532,975 $3,139,239 $35,975,775 $10,000,000
6015 6016 6030 6033 COP Taxable 1998 JPFA Expenditures By Fund Museum 2002 Civic Pension Lease Agency/Department Series A Improvement Obligation Bonds Revenue Bonds
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management Police Services Fire Services Public Works Parks & Recreation Library Services Cultural Arts Human Services Community & Economic Development Non-Departmental 3,532,975 3,139,238 35,975,775 10,000,000 Subtotal Operating Budget 3,532,975 3,139,238 35,975,775 10,000,000 Capital Improvement Program - - - Total Expenditures 3,532,975 3,139,238 35,975,775 10,000,000
Transfer To/(From) Fund Balance $0 $1 $0 $0
Authorized Positions (FTE)
D - 96 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $810,185 $943,071 $2,531,938 $4,420,662
6060 6062 6310 6320 2000- 2000- Expenditures By Fund Measure K Measure K Measure G Measure DD Agency/Department Series D Bonds Series E Bonds 2002A 2003A
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management Police Services Fire Services Public Works Parks & Recreation Library Services Cultural Arts Human Services Community & Economic Development Non-Departmental 774,027 928,109 2,531,938 4,420,662 Subtotal Operating Budget 774,027 928,109 2,531,938 4,420,662 Capital Improvement Program - - - - Total Expenditures 774,027 928,109 2,531,938 4,420,662
Transfer To/(From) Fund Balance $36,158 $14,962 $0 $0
Authorized Positions (FTE)
FY 2005-07 ADOPTED POLICY BUDGET D - 97 FINANCIAL SUMMARIES
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $117,584 $1,700 $39,195 $7,410,926
6433 6440 6485 6512 Skyline 1999 Expenditures By Fund JPFA Sewer District JPFA CAB 1996 Agency/Department 1998 Reserve Reserve Reass. Dist Redemption
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management Police Services Fire Services Public Works Parks & Recreation Library Services Cultural Arts Human Services Community & Economic Development Non-Departmental 7,410,926 Subtotal Operating Budget - - - 7,410,926 Capital Improvement Program - Total Expenditures - - - 7,410,926
Transfer To/(From) Fund Balance $117,584 $1,700 $39,195 $0
Authorized Positions (FTE)
D - 98 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $525,792 $64,619 $34,400 $57,631
6520 6530 6540 6554 Fire Area Expenditures By Fund Utility Agency/Department Underground Rockridge Skyline LaSalle
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management 24,612 Police Services Fire Services Public Works Parks & Recreation Library Services Cultural Arts Human Services Community & Economic Development Non-Departmental 483,530 64,619 31,075 58,390 Subtotal Operating Budget 508,142 64,619 31,075 58,390 Capital Improvement Program - - - - Total Expenditures 508,142 64,619 31,075 58,390
Transfer To/(From) Fund Balance $17,650 $0 $3,325 ($759)
Authorized Positions (FTE) 0.20
FY 2005-07 ADOPTED POLICY BUDGET D - 99 FINANCIAL SUMMARIES
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $51,705 $9,683 $25,665 $113,558
6556 6558 6570 6580
Expenditures By Fund 1996 1997 Agency/Department Harbord Grizzly Pooled A.D.'s Pooled A.D.'s
Mayor City Council City Administrator City Clerk City Attorney City Auditor Finance & Management Police Services Fire Services Public Works Parks & Recreation Library Services Cultural Arts Human Services Community & Economic Development Non-Departmental 52,388 8,588 25,665 113,558 Subtotal Operating Budget 52,388 8,588 25,665 113,558 Capital Improvement Program - - - - Total Expenditures 52,388 8,588 25,665 113,558
Transfer To/(From) Fund Balance ($683) $1,095 $0 $0
Authorized Positions (FTE)
D - 100 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $561,049 $21,500,000 $116,416,553 $0
6585 6999 7100 1999 JPFA Total Police and Expenditures By Fund Reassessment Misc. Debt Service Fire Retirement Agency/Department Debt Service Debt Service Funds System
Mayor - City Council - City Administrator - City Clerk - City Attorney - 88,296 City Auditor - Finance & Management 24,612 811,097 Police Services - Fire Services - Public Works - Parks & Recreation - Library Services - Cultural Arts - Human Services - Community & Economic Development - Non-Departmental 521,049 21,500,000 115,086,817 Subtotal Operating Budget 521,049 21,500,000 115,111,429 899,393 Capital Improvement Program - - - - Total Expenditures 521,049 21,500,000 115,111,429 899,393
Transfer To/(From) Fund Balance $40,000 $0 $1,305,124 ($899,393)
Authorized Positions (FTE) 0.20 6.51
FY 2005-07 ADOPTED POLICY BUDGET D - 101 FINANCIAL SUMMARIES
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $0 $13,500,000 $321,000 $569,700
7120 7320 7420 7440
Expenditures By Fund Pension State Asset Unclaimed Agency/Department OMERS Annuity Fund Trust Cash
Mayor City Council City Administrator City Clerk City Attorney 22,092 City Auditor Finance & Management 257,228 13,500,000 Police Services 321,000 569,700 Fire Services Public Works Parks & Recreation Library Services Cultural Arts Human Services Community & Economic Development Non-Departmental - Subtotal Operating Budget 279,320 13,500,000 321,000 569,700 Capital Improvement Program - - - - Total Expenditures 279,320 13,500,000 321,000 569,700
Transfer To/(From) Fund Balance ($279,320) $0 $0 $0
Authorized Positions (FTE) 1.41
D - 102 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $103,030 $32,607 $3,658 $10,437
7540 7640 7690 7760 Oakland Oakland Kerrison Trust Expenditures By Fund Public Lib. Public Museum For Police Grant Agency/Department Trust Trust Enhancement Clearing
Mayor City Council City Administrator 688,370 City Clerk City Attorney 131,868 City Auditor Finance & Management 32,524 Police Services 3,658 Fire Services Public Works (535,926 ) Parks & Recreation Library Services 103,030 Cultural Arts 32,607 Human Services Community & Economic Development (316,836) Non-Departmental Subtotal Operating Budget 103,030 32,607 3,658 - Capital Improvement Program - - - - Total Expenditures 103,030 32,607 3,658 -
Transfer To/(From) Fund Balance $0 $0 $0 $10,437
Authorized Positions (FTE) 145.98
FY 2005-07 ADOPTED POLICY BUDGET D - 103 FINANCIAL SUMMARIES
FY 2006-07 Adopted Budget Summary by Fund
Total Revenue $16,986,892 $69,266 $31,596,590 $1,044,436,261
7780 7999 Oakland Total Expenditures By Fund Redevelop. Misc. Trust & Total Agency/Department Agency Proj. Trust Fiduciary Appropriations
Mayor 199,316 199,316 2,503,511 City Council 1,352,259 1,352,259 4,254,367 City Administrator 1,270,425 1,958,795 14,388,092 City Clerk 73,464 73,464 2,408,885 City Attorney 2,467,073 2,709,329 13,361,625 City Auditor 48,876 48,876 1,448,611 Finance & Management 668,112 15,268,961 59,733,956 Police Services 770,128 1,664,486 194,008,823 Fire Services - 119,047,759 Public Works (535,926) 128,348,527 Parks & Recreation 69,266 69,266 18,753,596 Library Services 103,030 24,164,261 Cultural Arts 32,607 6,630,801 Human Services 386,758 386,758 50,692,640 Community & Economic Development 9,750,481 9,433,645 63,908,355 Non-Departmental - 232,353,464 Subtotal Operating Budget 16,986,892 69,266 32,764,866 936,007,272 Capital Improvement Program - - - 125,634,410 Total Expenditures 16,986,892 69,266 32,764,866 1,061,641,682
Transfer To/(From) Fund Balance $0 $0 ($1,168,276) ($17,205,421)
Authorized Positions (FTE) 101.60 255.50 4,247.80
D - 104 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Funds and Fund Balances
FY 2005-07 ADOPTED POLICY BUDGET D - 105 FINANCIAL SUMMARIES
Fund Balance Summary By Fund Group (Millions of Dollar)
SPECIAL INTERNAL CAPITAL DEBT TRUST & FUND GROUP GENERAL REVENUE ENTERPRISE SERVICE FUNDS SERVICE AGENCY TOTAL
FY 03-04
Beginning Fund Balance 66.01 14.20 106.02 7.20 101.03 70.56 586.92 951.94 Revenues 561.74 125.24 21.03 32.04 203.28 95.25 165.86 1,204.45 Expenditures 563.78 127.77 19.62 38.99 138.09 106.14 148.81 1,143.20 Ending Fund Balance 63.96 11.67 107.43 0.25 166.23 59.68 603.96 1,013.18
FY 04-05
Beginning Fund Balance 63.96 11.67 107.43 0.25 166.23 59.68 603.96 1,013.18 Revenues 526.03 128.34 23.95 33.27 0.38 123.72 40.17 875.86 Expenditures 524.01 127.80 55.09 42.40 10.83 123.11 40.87 924.11 Ending Fund Balance 65.98 12.21 76.29 (8.88) 155.78 60.29 603.26 964.93
FY 05-06 Budget
Beginning Fund Balance 65.98 12.21 76.29 (8.88) 155.78 60.29 603.26 964.93 Revenues 547.59 144.86 28.66 35.12 10.44 116.87 30.95 914.49 Appropriations 550.16 147.13 37.83 42.55 16.19 115.56 32.07 941.50 Ending Fund Balance 63.41 9.93 67.12 (16.32) 150.03 61.60 602.14 937.92
FY 06-07 Budget
Beginning Fund Balance 63.41 9.93 67.12 (16.32) 150.03 61.60 602.14 937.92 Revenues 575.91 141.21 31.64 39.93 107.72 116.42 31.60 1,044.44 Appropriations 573.91 143.28 39.26 43.75 113.57 115.11 32.76 1,061.64 Ending Fund Balance 65.41 7.87 59.51 (20.13) 144.18 62.91 600.97 920.72
Note 1: Fund groupings in this table are consistent with all other documents in the FY 2005-07 Adopted Budget document, but differ from groupings reported in the City's Consolidated Annual Financial Report.
Note 2: FY 2004-05 Revenue & Expenditure figures reflect the FY 2004-05 Midcycle Adopted Budget, except for the following funds: General Purpose, Telecommunications, Contract Compliance, Equipment, Facilities. Figures for these funds are taken from the FY2004-05 Second Quarter Revenue & Expenditure Report.
Note 3: FY 2003-04 Fund Balance figures include audit adjustments and are the sum of all designated and undesignated reserves.
Note 4: Fund balance issues in some of the internal service funds (Facilities and Equipment) were identified in FY 2003-05, and measures were taken at that time to address them. Additional actions are being proposed for FY 2005-07, by placing these funds on a 10-year "repayment schedule"
D - 106 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Fund Groups
The City of Oakland has established seven fund groups, all of which have different types of restrictions governing the purposes for which appropriations and expenditures can be made and revenues can be realized.
General Funds are primarily unrestricted in use and account for monies used to carry out day-to-day operations. The major fund in this group is the General Purpose Fund, comprising approximately 90 percent of the General Fund group’s re- sources.
Special Revenue Funds are used to account for revenues that can only be spent for specific purposes. The major compo- nent of this fund group is grant funding.
Internal Service Funds are used to account for goods and services provided by the Public Works Agency, the Information Technology Division, and the Finance & Management Agency to other City departments on a cost-reimbursement basis.
Enterprise Funds are used to account for two types of activities: (1) Those that are financed and operated in a manner similar to private business enterprises, where the intent of the City is that the cost of providing goods or services to the general public be financed or recovered through user charges; or (b) Those where the City Council has decided to make a periodic determination of revenues earned, expenses incurred, and/or net income The Council’s purposes can be related to capital maintenance, public policy, management control accountability or other purposes.
Capital Project Funds are used to account for the acquisition or construction of major capital facilities.
Trust and Agency Funds account for assets held by the City as a trustee or as an agent for individuals, private organiza- tions, other governmental units and/or other funds. The major component of this fund group accounts for activities related to the administration of the Oakland Redevelopment Agency.
Debt Service Funds are used to account for long-term debt, principal and interest.
FY 2005-07 ADOPTED POLICY BUDGET D - 107 FINANCIAL SUMMARIES
Fund Descriptions
Fund Number Fund Description Source of Funds Uses of Funds
1010 General Purpose Fund Revenues from most of the City's Discretion of the City Council. Most taxes, fees and service charges. City departments receive General Purpose Fund support.
1100 Self-Insurance Liability Transfer of funds from the General Self-insurance liability claims and Purpose Fund. settlements, outside legal services and court costs.
1150 Workers' Compensation City payroll deductions for Workers' Compensation Insurance Insurance Claims Workers' Compensation Insurance. claims and administration.
1200 Pension Override Tax Revenue Property tax override Payment to the Police and Fire Retirement System.
1600 Underground District Revolving Repayments from homeowners. Undergrounding of homeowner Fund connections to telephone, electricity and cable; usually in concert with street light undergrounding.
1700 Mandatory Refuse Collection Assessments on delinquent refuse Collection of delinquent refuse collection customers. collection bills.
1710 Recycling Program Special surcharge on refuse City's recycling program and related collection bills. activities.
1720 Comprehensive Clean-Up Special surcharge on refuse Illegal dumping enforcement; street collection bills. sweeping, custodial services and other clean-up related activities.
1730 Henry J. Kaiser Convention Rental and concession revenues HJK facility operating costs. Center from HJK facility events.
1740 Hazardous Materials Fees from inspections by Hazardous Materials Inspection Inspection Emergency Service Hazardous Program. Materials Unit.
1750 Multi-Purpose Reserve Fees from City-owned off-street Off-street parking facilities revenue is parking facilities, other revenues at restricted by Council policy to Council discretion. parking facility construction and operation. All other revenue maybe spent at Council discretion.
D - 108 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Fund Descriptions (continued)
Fund Number Fund Description Source of Funds Uses of Funds
1760 Telecommunications Reserve Cable television franchise fees. Operation of the City's cable television station (KTOP) and other telecommunications-related operations.
1770 Telecommunications Land Use Fee revenue generated from use of Uses related to real estate. public property for telecommunications equipment.
1780 Kids First Oakland Children's Transfer from the General Purpose Programs for children and youth. Fund Fund (equal to 2.5% of unrestricted revenues).
1790 Contract Administration Fee Assessment on capital improvement Administration and compliance projects and contracts. monitoring of contracts.
1810 Oak Knoll Vista Emergency Kaufman and Broad of Northern Repairs of any future damage that may Repairs California occur as the result of the development of Tract 6249.
1820 OPRCA Self-Sustaining Fees for recreation-related program. Self-funded recreation programs for Revolving Fund Parks & Rec. Dept.
2102 Department of Agriculture Department of Agriculture. Year-round lunch program for school children.
2103 Department of Housing and U.S. Department of Housing and Emergency shelters, housing for Urban Development (HUD) -- Urban Development persons with AIDs and transitional Emergency Shelter Grant housing programs. (ESG)/ Supportive Housing Program (SHP)/ Housing Opportunities for Persons with AIDS (HOPWA)
2104 Department of Commerce Economic Development Traffic and road improvements for the Administration Del Monte Cannery shopping center
2105 Department of Housing and U.S. Department of Housing and Commercial grants and loans and Urban Development (HUD) -- Urban Development associated operational costs to Economic Development promote economic development. Initiative (EDI) Grants
FY 2005-07 ADOPTED POLICY BUDGET D - 109 FINANCIAL SUMMARIES
Fund Descriptions (continued)
Fund Number Fund Description Source of Funds Uses of Funds
2106 Department of Defense (DOD) Department of Defense. Miscellaneous police-related activities and programs.
2107 Department of Housing and U.S. Department of Housing and Loan guarantees for commercial and Urban Development (HUD) -- Urban Development. residential loans. 108
2108 Department of Housing and U.S. Department of Housing and Grants to non-profit organizations for Urban Development (HUD) -- Urban Development. housing and community development Community Development Block in low- and moderate-income areas. Grant (CDBG) 2109 Department of Housing and U.S. Department of Housing and Support for first-time homebuyers, Urban Development (HUD) -- Urban Development. housing rehabilitation and housing HOME Investment Partnerships development. (HOME)
2110 Department of the Interior U.S. Department of the Interior Park-related programs.
2111 2000 Local Law Enforcement U.S. Department of Justice Local Law Enforcement Block Grant
2112 Department of Justice Asset forfeitures, State and Federal Law enforcement activities, particularly grants. drug law enforcement.
2114 Department of Labor Federal funds administered by Calif. Employment training programs. Employment Development Dept.
2116 Department of Transportation State pass-through of Federal Aid Construction and improvements of for Urban Systems Act funds. streets and highways.
2117 Department of Treasury U.S. Department of the Treasury. Miscellaneous programs.
2118 National Foundation of the Arts National Endowment for the Arts Support the presentation of traditional and Humanities folk artists and artisans in the Oakland Chinese community.
2120 Federal Action Agency Federal Government. Various social services programs.
2123 US Dept. of Homeland Security FY04 Urban Area Security Initiative Offset the state and city's costs of Grant funds grant management and administration to support the newly established Homeland Security Unit
D - 110 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Fund Descriptions (continued)
Fund Number Fund Description Source of Funds Uses of Funds
2124 Federal Emergency Federal Government. Disaster recovery activities. Management Agency
2125 Environmental Protection US Environmental Protection Support the revitalization of neglected Agency Agency urban land project.
2126 Department of Education U.S. Department of Education. Library programs.
2128 Department of Health and Federal funds administered by Various social services programs for Human Services (DHHS) California Department of Economic low-income residents. Opportunity.
2132 California Department of Aging California Department of Aging. Health and social case management services for frail elderly residents.
2134 California Parks and Recreation State of California. Capital projects related to park and recreation acquisition and development.
2138 California Department of State of California. Library programs. Education
2140 California Department of State of California. Capital projects related to Transportation transportation.
2141 State Traffic Congestion Relief Alameda County Transportation-related projects. Fund
2144 California Housing and US Dept of Housing and Urban Provide grants for Emergency Community Development Development (HUD) Housing Program and Winter Relief Program
2148 California Library Services State Public Library Commission Library operations. and Foundation.
FY 2005-07 ADOPTED POLICY BUDGET D - 111 FINANCIAL SUMMARIES
Fund Descriptions (continued)
Fund Number Fund Description Source of Funds Uses of Funds
2152 California Board of Corrections Federal Bureau of Justice Narcotics Enforcement Research. Assistance, US Dept of Justice
2154 California Integrated Waste State of California. Used oil recycling programs. Mgmt. Board
2158 5th Year, State COPS Grant Alameda County Special Revenue Fund for the 5th year State COPS Grant; AB 1913, Chapter 353, Statutes of 2000.
2159 State of California Other State of California. Miscellaneous programs.
2160 County of Alameda Grants County of Alameda. Street improvements within the City of Oakland.
2162 Metropolitan Transportation Metropolitan Transportation Projects that benefit pedestrians and Commission - Transportation Commission. bicyclists. Development Act (TDA)
2163 Metropolitan Transportation Metropolitan Transportation Projects that benefit pedestrians and Commission - Transportation Commission. bicyclists. Program Grant
2166 Bay Area Air Quality State of California. Projects and activities that promote Management District clean air.
2172 Alameda County Vehicle Vehicle registration surcharge. Removal of abandoned vehicles from Abatement Authority City streets.
D - 112 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Fund Descriptions (continued)
Fund Number Fund Description Source of Funds Uses of Funds
2175 Alameda County Source Alameda County Source Reduction Purchase products and supplies with Reduction & Recycling and Recycling Board recycled content
2185 Oakland Redevelopment Oakland Redevelopment Agency. Loans to qualified businesses within Agency Grants the Central District.
2190 Private Grants Corporations and private Restricted to specific programs. individuals.
2192 Oakland Base Reuse Authority Oakland Base Reuse Authority Reimbursements to City agencies (OBRA) Lease Revenues (OBRA). and departments for OBRA-related activities.
2195 Workforce Investment Act U.S. Department of Labor Employment and training services for Oakland residents; overseen by Oakland Workforce Investment Board and the Mayor.
2210 Measure B - ACTA Alameda County Transportation Traffic and transportation projects, Authority (ACTA) - 1/2 percent including street and signal Alameda County sales tax construction, maintenance and authorized by Measure B. repair.
2211 Measure B - ACTIA Alameda County Transportation Traffic and transportation projects, Improvement Authority (ACTIA) - including street and signal 1/2 percent Alameda County sales construction, maintenance and tax re-authorized by Measure B in repair. 2002.
2212 Measure B - Alameda County Transportation Bicycle and pedestrian projects. Bicycle/Pedestrian Pass-Thru Improvement Authority (ACTIA) - Funds 1/2 percent Alameda County sales tax re-authorized by Measure B in 2002.
2213 Measure B - Paratransit - Alameda County Transportation Paratransit projects. ACTIA Improvement Authority (ACTIA) - 1/2 percent Alameda County sales tax re-authorized by Measure B in 2002.
2214 ACTIA Reimbursable Grants ACTIA funds Represents ACTIA competitive grant funds primarily on reimbursement basis.
FY 2005-07 ADOPTED POLICY BUDGET D - 113 FINANCIAL SUMMARIES
Fund Descriptions (continued)
Fund Number Fund Description Source of Funds Uses of Funds
2230 State Gas Tax State of California - allocation of Uses related to local streets and gasoline tax revenues. highways. Includes acquisition of real property, construction, improvement, repairs and maintenance of streets and lighting.
2240 Measure Q - Library Services Voter-approved special parcel tax Maintenance of library operations. Retention-Enhancement authorized by Measure Q.
2250 Measure N Fund Voter-approved special parcel tax To provide paramedic services on fire authorized by Measure N. trucks.
2251 Public Safety Act / 2004 Special parcel tax; parking tax Violence prevention through social- Measure Y services intervention, long-term crime- prevention programs, police services, fire-safety and paramedic support
2310 Landscaping & Lighting Landscape & Lighting Assessments Operation, construction, maintenance, Assessment District (assessed on property tax bills). repair of street lighting, landscaping, and related activities.
2320 Fire Suppression Assessment Fund fire prevention and suppression District services for areas affected by and susceptible to the hazards present during the Oakland Hills fire of 1991
2321 Wildland Fire Prevention Special voter-approved tax Vegetation management services Assessment District Fund
2330 Werner Court Vegetation Special tax from parcels in a Vegetation management services in Management District subdivision located in the Oakland that area Hills
2410 Link Handipark Surcharge on handicap parking Programs for the aged. offenses.
2412 Alameda County Emergency Voter-approved special parcel tax Emergency-related programs. Dispatch Service Supplemental authorized by Measure M. Assessment
2416 Traffic Safety Fund Fines and forfeitures of bail for Traffic safety projects including violations of the State Vehicle Code. construction and improvement of streets, signs and signals.
D - 114 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Fund Descriptions (continued)
Fund Number Fund Description Source of Funds Uses of Funds
2511 Local Law Enforce Block Grant Federal government - Department Uses related to law enforcement. (LLEBG) 2001 of Justice
2512 Local Law Enforce. Block LLEBG Grant Project funds; Supplement front line policing efforts Grant (LLEBG) 2002 Forteited Unclaimed Money Trust by providing personnel, equipment to funds expand services
2513 Local Law Enforce. Block LLEBG Grant Project funds Reduce crime and improve public Grant (LLEBG) 2003 safety
2514 Local Law Enforce. Block LLEBG Grant Project funds Employment of DNA analyst support Grant (LLEBG) 2004 staff; Family Violence Prevention advocate services
2822 Title 1 Loans -Revolving U.S. Housing and Urban Home improvement loans to qualified Development. residents.
2824 FHA 203K Loan - Revolving U.S. Housing and Urban Home improvement loans to qualified Development. residents.
2826 Mortgage Revenue Proceeds of Housing Revenue Housing development programs. Bonds.
2910 Federal Asset Forfeiture - Federal government Uses related to law enforcement. 15% Set-Aside
2912 Federal Asset Forfeiture City Federal government Uses related to law enforcement. Share
2914 State Asset Forfeiture State of California Uses related to law enforcement.
2916 Vice Crimes Protection - Court Vice Crime Offenders Future vice investigations Ordered to Police
2990 Public Works Grants Various State and Federal grants. Public Works projects.
FY 2005-07 ADOPTED POLICY BUDGET D - 115 FINANCIAL SUMMARIES
Fund Descriptions (continued)
Fund Number Fund Description Source of Funds Uses of Funds
2992 Parks and Recreation Grants Proceeds of bonds authorized by Park and open space acquisition, Measure A and other grants. capital improvement projects and programs; Year-Round Lunch Program.
2996 Parks & Recreation Grants Parks & Recreation grants. Track Parks & Recreation grants for 2001 2001 separately from Fund 2992, which tracked prior year grant activities.
2999 Miscellaneous Grants Various State and Federal grants Restricted to specific activities not specified to other listed approved by the granting source. sources.
3100 Sewer Service Fund Sewer service charges (charged on Acquisition, construction, EBMUD bills). reconstruction, relocation, maintenance, operation and repair of sewer facilities.
3200 Golf Course City golf course fees and City golf course operations, concession charges. maintenance and capital improvements.
4100 Equipment Rental Equipment rental charges to Maintenance and replacement of City operating departments. vehicles and other motorized equipment.
4200 Radio Fund Radio rental charges to operating Maintenance and replacement of City departments. radios and other communications equipment.
4300 Reproduction Reproduction equipment rental Maintenance and replacement of City charges to operating departments. reproduction equipment.
4400 City Facilities City facility rental charges to Operation and maintenance of City operating departments. facilities, including custodial services.
4450 City Facilities Energy California Energy Commission Implement energy conservation Conservation Loan capital projects in city facilities.
4500 Central Stores Reimbursements from Supplies, materials and equipment departments. for City operations.
4550 Equipment Parts Stores Reimbursement from equipment Automotive parts for City's fleet rental fund. operations.
D - 116 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Fund Descriptions (continued)
Fund Number Fund Description Source of Funds Uses of Funds
5006 GOB Series 1997C, Measure Proceeds from General Obligation Open space acquisition and K bonds authorized by Measure K. development.
5008 GOB Series 1992 Emergency Proceeds of General Obligation Emergency preparedness and Response bonds authorized by Measure I. seismic reinforcement of public facilities.
5010 GOB Series 1997, Measure I Special property tax assessment Construction of library, parks, and authorized by Measure I. cultural facilities.
5012 JPFA Admin Building Series Proceeds from lease revenue Construction of City Administration 1996 bonds and other funding sources. Building.
5014 2000 Measure K Series D Proceeds from General Obligation Open space acquisition and Capital Projects Funds bonds authorized by Measure K. development.
5110 Rockridge Library Special property tax assessment. Construction of Rockridge Library.
5130 Rockridge Library Assessment Special property tax assessment. Uses related to the construction and District assessment district for the Rockridge Library.
5310 Measure G Cap Imp-Zoo, General obligation bonds Capital Project: Oakland Zoo, Museum, Chabot Museum and Chabot Space & Science Center improvements
5320 Measure DD Cap Imp-clean Proceeds from General Obligation Capital projects to improve water Water, Safe Parks & Open bonds authorized by Measure DD quality; provide educational and Space Trust Fund for Oakland in 2002. recreational facilities for children; clean up Lake Merritt; restore Oakland's creeks, waterfront, and Estuary; and renovate parks and open space.
5500 Municipal Improvement Capital Interest on the sale of City Construction, purchase, lease, or property; funds accrued from improvements of City capital assets. insurance from loss of City Hall West.
5502 CHW Insurance Proceeds Insurance proceeds from the Applied to City Hall restoration. earthquake-damage City Hall West.
5505 Municipal Improvement Capital- 1.5% assessment on eligible City's Use for Public Art activities. Public Art capital projects.
FY 2005-07 ADOPTED POLICY BUDGET D - 117 FINANCIAL SUMMARIES
Fund Descriptions (continued)
Fund Number Fund Description Source of Funds Uses of Funds
5510 Capital Reserves One-time revenues, mainly from Capital projects bond refinancing / restructuring and financing deals
5999 Miscellaneous Capital Projects Proceeds of General Obligation Open space acquisition and park bonds. facilities construction.
6002 GOB Series 1991A, Measure Special property tax assessment Debt service on Measure K General K authorized by Measure K. Obligation Bonds.
6004 GOB Series 1995B, Measure Special property tax assessment To pay principal and interest on K authorized by Measure K. bonds.
6006 GOB Series 1997C, Measure Special property tax assessment Bank and bond expenditure for both K authorized by Measure K. principal and interest.
6008 GOB Series 1992, Emergency Special property tax assessment Debt service on 1992 General Response authorized by Measure I (1992). Obligation Bonds.
6010 GOB Series, Measure I Special property tax assessment Bank and bond expenditure for both authorized by Measure I. principal and interest.
6014 CSCD Authority 1992 Fund transfer from Municipal Bank and bond expenditure for both Improvement Capital Fund principal and interest.
6015 COP - Oakland Museum 2002 Certificates of Participation- Bank and bond expenditure for both Series A Oakland Museum 2002 Series A principal and interest.
6016 Civic Improvement Corp. 1985 Funds held by Trustee. Payment of debt service and bond administration costs of Capital Improvement Construction monies.
6030 Taxable Pension Obligation Transfer from the General Purpose Bank and bond expenditure for both Bonds 1997 Series A Fund. principal and interest.
6031 Taxable Pension Obligation Transfer from the General Purpose Bank and bond expenditure for both Bonds 1997 Series B Fund. principal and interest.
6033 1998 JPFA Lease Revenue Annuity Revenues from Police & Bank and bond expenditure for both Bonds Fire Retirement System Fund principal and interest.
6042 Lakeshore Lighting I - Debt Assessment on homeowners Pay indebtedness incurred for street Service within districts. light undergrounding.
D - 118 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Fund Descriptions (continued)
Fund Number Fund Description Source of Funds Uses of Funds
6046 Ocean View Drive - Debt Assessment on homeowners Pay indebtedness incurred for street Service within districts. light undergrounding.
6048 Lower Hubert Road Lighting Assessment on homeowners Pay indebtedness incurred for street District - Debt Service within districts. light undergrounding.
6060 2000 Measure K Series D Debt Special property tax assessment Debt service incurred for acquisition Service Funds authorized by Measure K. and development of open space, and Oakland Zoo projects.
6062 2000 Measure K Series E Debt Special property tax assessment Refinancing related to Measure K Service Funds authorized by Measure K. General Obligation Bonds.
6310 Measure G 2002A Debt Srv- General obligation bonds Debt Service: Oakland Zoo, Museum Zoo, Museum, Chabot and Chabot Space & Science Center improvements
6414 1992 Lease Revenue Conv. Ctr Proceeds of bond sale. Principal and interest. - Reserve
6512 CAB 1996 Redemption Assessment on homeowners Pay indebtedness incurred for street within districts. light undergrounding.
6518 Medical Hill Parking District Special assessments. Principal and interest. Refunding Improvement Bonds 1994
6525 Fire Area Utility Underground, Special Assessments. Pay for street light undergrounding 1994B - Redemption liability.
6530 Rockridge Area Water District - Special Assessments. Pay for street light undergrounding Redemption liability.
6540 Skyline Sewer District - Repayment agreement with Pay for street light undergrounding Redemption homeowners. liability.
6550 Proctor Utility Underground - Repayment agreement with Pay for street light undergrounding Redemption homeowners. liability.
6552 Lakeshore III Utility Repayment agreement with Pay for street light undergrounding Underground - Redemption homeowners. liability.
6554 LaSalle Utility Underground - Repayment agreement with Pay for street light undergrounding Redemption homeowners. liability.
FY 2005-07 ADOPTED POLICY BUDGET D - 119 FINANCIAL SUMMARIES
Fund Descriptions (continued)
Fund Number Fund Description Source of Funds Uses of Funds
6556 Harbor Utility Underground - Repayment agreement with Pay for street light undergrounding Redemption homeowners. liability.
6558 Grizzly Peak Utility Repayment agreement with Pay for street light undergrounding Underground - Redemption homeowners. liability.
6562 Lakeshore Phase IV - Debt Repayment agreement with Pay for street light undergrounding Service homeowners. liability.
6570 1996 JPFA Pooled Other special assessment Principal and interest. Assessment Revenue Bonds - districts. Assessment Fund
6580 1997 JPFA Pooled Other special assessment Principal and interest. Assessment Revenue Bonds - districts. Revenue Fund
6585 1999 JPFA Reassessment Other special assessment Principal and interest. District Debt Service districts.
6999 Miscellaneous Debt Services Revenue from sale of season Debt service on the Coliseum and tickets. renovation Lease Revenue Bonds.
7100 Police and Fire Retirement City Police and Fire Retirement City administrative costs related to System System contributions. the Police and Fire Retirement System.
7120 Oakland Municipal Employees City Municipal Employees City administrative costs related to Retirement System (OMERS) Retirement System contributions. the Oakland Municipal Employees Retirement System.
7200 Health Insurance Premium Transfer of funds from the General Retiree medical insurance Trust - Unrepresented Retirees Purpose Fund. reimbursements.
7260 HIPT - Western Council of Transfer of funds from the General Retiree medical insurance Engineers Purpose Fund. reimbursements.
7280 Health Insurance Premium Funded with transfer from General Retiree medical insurance Trust - I.B.E.W. Fund reimbursements.
7300 Health Insurance Premium Funded with transfer from General Retiree medical insurance Trust - Units A & W Fund reimbursements.
7320 Pension Annuity Fund Pension Annuity receipts Transfer to General Purpose Fund to support accrued pension liability payments
D - 120 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Fund Descriptions (continued)
Fund Number Fund Description Source of Funds Uses of Funds
7350 Police and Fire Facility Trust Fees for presenting public safety Track receipts and expenditures courses related to an affiliation agreement with Peralta Community College
7420 State Asset Trust Confiscated funds held in the Dispensed by order of criminal court. course of Police activities.
7440 Unclaimed Cash Funds from Police asset forfeitures- Transfer to General Fund after holding redistributed from State. period to fund city services.
7450 Affordable Housing Jobs/Housing Impact Fee Increase, improve, and preserve the supply of affordable housing in the City of Oakland
7530 Mayor International Committee Gifts to the City Mayor's Hunger Relief Program
7540 Oakland Public Library Trust Donations, endowments and Library Programs contributions from individuals and private corporations.
7580 Lila Wallace Readers Digest Foundation. Library-related programs. Foundation
7640 Oakland Public Museum Trust Donations and proceeds from fund- Museum programs and raising activities. improvements.
7690 Kerrison Trust for Police Private, individual donation. Uses related to police service Enhancement enhancements.
7752 Rehabilitation Trust - City Miscellaneous City revenues. Grant funded loans. Funded
7760 Grant Clearing Recoveries of departmental burden Administrative costs in departments charges to other subordinate that are largely supported by grant programs within departments. and other restricted funding sources.
Capital project funding for Personnel costs that are directly personnel expenditures. supported by capital projects.
FY 2005-07 ADOPTED POLICY BUDGET D - 121 FINANCIAL SUMMARIES
Fund Descriptions (continued)
Fund Number Fund Description Source of Funds Uses of Funds
7780 Oakland Redevelopment Oakland Redevelopment Agency. City staff and other costs related to Agency Projects (ORA) Oakland Redevelopment Agency projects.
7999 Miscellaneous Trusts Donations and endowments. Miscellaneous programs and services.
D - 122 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Local Assessments
FY 2005-07 ADOPTED POLICY BUDGET D - 123 FINANCIAL SUMMARIES
Notes
D - 124 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Landscaping and Lighting Assessment District
LLAD Background
The Landscaping and Lighting Assessment District (LLAD) was initially formed on June 23, 1989 and confirmed in 1994 after City of Oakland voters defeated a ballot initiative challenging it. The LLAD utilizes direct benefit assessments as a funding source to support maintenance, operations, and improvements of public landscaping, park and recreation facilities, and street lighting in selected areas within the City of Oakland. The State of California Landscaping and Lighting Act of 1972 governs the LLAD.
The method of assessment is based upon parcel type, location and the special benefit it receives. Over 99 percent of the LLAD revenues derive from parcel assessments and are paid by property owners along with property taxes. The remaining LLAD revenues primarily derive from fees collected as a result of damaged street light poles or other lighting fixtures. The average rate for a single family home on the FY 2005-06 property tax roll is projected to be $106. All funds collected through the assessment are placed in a special fund.
Revenues from LLAD assessments support landscaping, facilities management and grounds-keeping related to parks and open space. Proceeds also fund electricity for street lighting throughout Oakland. The importance of the LLAD can best be illustrated through a description of the many functions that are funded by it:
· Gardeners who maintain 134 parks and public grounds, and nearly 100 landscaped street medians. · Tree-related services, including tree inspections, planting, watering, pruning, and hazardous tree removal. · Electrical staff that maintains 36,219 streetlights, including 2,500 calls for streetlight repair annually. · PG&E bills for streetlights and park facilities’ electrical costs. · More than 132 million gallons of water that are used annually to irrigate parks and medians. · Maintenance of ballfields and specialized turf, including soccer, football, baseball, lawn bowling and the putting green. · Maintenance of recreation centers, restrooms, tennis courts and children’s play equipment in City parks. · Custodial services at 54 park facilities, and at 16 stand-alone restroom facilities at ball fields and parks. · Maintenance of five swimming pools, including water quality testing, application of chemicals, mechanical system maintenance and cleaning of decks, locker-rooms and shower areas.
These functions comprise 98.1 percent of proposed LLAD expenditures and reside within the Public Works Agency, Cultural Arts Department (for the Oakland Museum of California) and the Office of Parks and Recreation. The remaining funds are spent on financial, legal, and administrative support services provided by central City departments.
The current assessment rate structure for the LLAD has been in place since FY 1993-94, the year that the voters confirmed the existence of the LLAD. With the rates held constant since FY 1993-94, revenues have been flat at about $17 million annually. An increase in the rates requires a vote of the electorate in accordance with State Proposition 218, passed by California voters in November 1996.
FY 2005-07 ADOPTED POLICY BUDGET D - 125 FINANCIAL SUMMARIES
Expenditures have outpaced revenues for the LLAD since FY 1998-99. Recently, the gap has widened for several key reasons:
· Addition of new and redeveloped parks, park facilities and park-related maintenance projects. Since LLAD was confirmed over a decade ago new parks, park facilities and park-related maintenance projects have been added to the City through such voter-approved bond measures as Measure K, I and DD and the East Bay Regional Park District’s Measure AA. These bonds have funded creation and acquisition of such parks and facilities as Grizzly Peak Open Space, Dunsmuir Ridge, Redwood Creek, King Estates, Castle Canyon, Union Point Park and Dover Street Park. Rehabilitated parks and opens spaces, such as Frog Park, Splash Pad, Memorial Park, Peralta Hacienda Park and Greenman fields have added to the amount of land in the City that requires landscaping and maintenance.
· Addition of new trees and landscaped streetscapes. Over the last dozen years, over 8,000 new trees have been added in Oakland. These trees, along with newly landscaped streetscapes developed since 1993 add to the LLAD maintenance burden without adding commensurate resources.
· Higher utility costs. Energy price fluctuations significantly affect this fund. Utility costs (including electricity and water) have increased in the last 10 years, due not only to inflation but also to the addition of roughly 11,000 new streetlights since 1990.
· Aging park and recreation facilities. The limited LLAD budget has required that the City defer preventive mainte- nance on park and recreation facilities and focus only on the most pressing needs. However, deferred maintenance ironically increases long-term maintenance costs.
When combined with static rates, all of the above factors institutionalize the revenue/expenditure gap faced by the LLAD. In past fiscal years, the LLAD structural deficit has been bridged by borrowing from the reserve and by shifting eligible expenditures to healthier funds, including the General Purpose, State Gas Tax, Multipurpose Reserve and Comprehensive Cleanup Funds.
To balance the LLAD fund and avoid reductions to LLAD services in FY 2005-07, the City Council opted to use a portion of the surplus projected in the General Purpose Fund (GPF) for FY 2003-04 to close the gap between LLAD revenues and expenditures in FY 2005-06. For FY 2006-07, the City Council approved the plan to divert a $1 million repayment from the Oakland Redevelopment Agency to the LLAD fund and to use $1.5 million of unallocated lease interest to bridge the deficit. The remaining deficit of $1.8 million in FY 2006-07 will be closed by as yet unidentified sources.
D - 126 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Landscaping and Lighting Assessment District FY 2005-07 Adopted Policy Budget
2004-05 2005-06 2006-07 Midcycle Adopted Adopted Adopted Estimated Revenues Property Assessments* $17,687,567 $17,508,720 $17,692,024 Recoveries for Damaged Street Lights 19,773 17,891 20,153 Tree Removal Permits 8,000 27,000 27,000 Miscellaneous Service Charges for Sidewalk Permits 4,675 4,230 4,765 One-Time Revenue Sources to Bridge LLAD Funding Gap - 3,000,000 4,300,000 Total Revenues $17,720,015 $20,557,841 $22,043,942 Estimated Expenditures City Attorney Advisory Services (IP18) 126,408 140,448 147,864 City Administrator - Budget Office Budget Analysis and Operations (IP12) 89,749 87,738 91,184 (includes funding for the Assessment Engineer)
Finance and Management - Revenue and Information Technology Financial Management (IP59) 110,040 127,341 134,025 Technology Management (IP62) 29,139 33,792 35,616 Subtotal 139,179 161,133 169,641 Cultural Arts Cultural Arts Oversight (NB20) 60,000 60,000 60,000 Museum Visitor Services (NB21) 245,827 265,692 279,876 Subtotal 305,827 325,692 339,876 Public Works Custodial Services (NB08) 1,715,086 - - Grounds (NB07) 6,317,075 7,642,323 8,080,191 Recreation, Cultural, Civic (NB30) 69,378 - - Trees (NB09) 2,511,209 2,823,690 2,978,468 Electrical and Energy Efficiency (IN07) 3,814,874 3,861,763 3,902,930 Facilities Management and Development (IN02) 466,827 2,375,562 2,471,275 Keep Oakland Clean and Beautiful (NB35) 31,318 30,001 31,864 Streets and Sidewalks Mgmt and Development (IN04) 265,995 289,450 293,576 Subtotal 15,191,762 17,022,789 17,758,304 Parks and Recreation** Central Administration and Reservations (NB01 & IP57) 106,914 138,597 157,939 Recreation, Cultural, Civic (NB03) 2,130,792 1,767,580 2,101,580 Adult Sports (NB04) 298,116 237,392 283,596 Aquatics (NB05) 423,207 334,893 400,074 Ball Fields (NB10) 410,058 241,654 254,338 Subtotal 3,369,087 2,720,116 3,197,527 Total Expenditures $19,222,012 $20,457,916 $21,704,396 Contribution To/(From) Fund Balance (1,501,997) 99,925 339,546 Estimated Ending Fund Balance 100,446 300,296 979,388 *The reduction in projected assessment revenue from FY 2004-05 to FY 2005-06 is due to a declining number of parcels assessed for the LLAD. ** The reduction in LLAD funding to Parks and Recreation is due to transfers from this agency to PWA that occurred during FY 2004-05.
FY 2005-07 ADOPTED POLICY BUDGET D - 127 FINANCIAL SUMMARIES
Wildfire Prevention Assessment District
In January 2004, Oakland hills property owners approved the Wildfire Prevention Assessment District (WPAD). The WPAD continues and expands vegetation management and fire prevention programs in the fire-prone Oakland hills. These pro- grams were initiated a few years after the 1991 Oakland hills firestorm, which destroyed 3,000 homes and killed 25 people.
The district imposes a levy based on the benefit a property receives from fire prevention programs and is calculated using the following factors: a] use of the parcel (e.g., single-family, condominium, apartment, commercial, industrial, public, etc.); b] size of the parcel; c] the development status of each parcel (e.g., developed, improved, undeveloped).
This measure required constitution of a Citizens Advisory Committee comprised of representatives of the Mayor’s Office and the four (4) Council Districts within the Assessment District. The Citizens’ Advisory Committee takes responsibility to propose the WPAD budget and recommend program priorities for City Council approval.
This district includes approximately 25,000 parcels and is anticipated to generate about $1.75 million in each fiscal year of 2005-07, net of Alameda County administrative costs. The base parcel tax rate for a single-family home is $65 annually. This act does not allow for increases indexed to annual inflation; therefore, rates will remain flat through its duration. The district is authorized through July 1, 2014, unless re-approved by the property owners in the district.
D - 128 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Wildfire Prevention Assessment District FY 2005-07 Adopted Policy Budget
2004-05 2005-06 2006-07 Midcycle Adopted Adopted Adopted Estimated Revenues Voter-Approved Special Tax $1,770,000 $1,749,270 $1,758,874 Total Revenues $1,770,000 $1,749,270 $1,758,874
Expenditures by Department and Program Services Roving Fire Patrol 100,000 40,000 40,000 Goat Grazing 250,000 200,000 200,000 Yard Waste Disposal 225,000 - - Property Owner Chipping - 100,000 100,000 Vegetation Management 900,000 1,125,000 1,125,000 Fire Prevention Education & Training - 120,000 120,000 CORE Program 150,000 - - Subtotal 1,625,000 1,585,000 1,585,000
District Administration Annual Audit 10,000 10,000 10,000 City Staff/Board Expenses 10,000 10,000 10,000 Public Opinion Survey (one-time cost) 17,000 - - Mail-In Balloting (one-time cost) 43,000 - - Public Outreach 10,000 40,000 40,000 Assessment Engineering 51,000 15,000 15,000 Subtotal 141,000 75,000 75,000
Operating Reserves 4,000 94,512 94,512
Total Expenditures $1,770,000 $1,754,512 $1,754,512
Contribution To/(From) Fund Balance - (5,242) 4,362
Estimated Ending Fund Balance 179,989 174,747 179,109
FY 2005-07 ADOPTED POLICY BUDGET D - 129 FINANCIAL SUMMARIES
Library Services Retention and Enhancement Act
In March 2004, the City of Oakland voters approved the extension of the Library Services Retention and Enhancement Act of 1994, also referred to as Measure Q. The act re-authorized a special parcel tax on residential and non-residential parcels for the purpose of raising revenue for library services. Measure Q continued varying tax rates for single-family residential parcels, multiple unit residential parcels, and non-residential parcels.
In 1994, the base parcel tax rate for a single-family home was $29.28. Following the passage of Measure Q in 2004, the rate for a single family home was increased to $75 per parcel. Rates on other types of property were increased as well. Certain low-income homeowner and low-income residential hotels are exempt from this levy. Annual rate increases are determined by an inflation factor tied to the Consumer Price Index, capped at 5 percent in any given year. Growth is projected to be 1.2 percent in FY 2005-06 and 2.0 percent in FY 2006-07.
This measure covers approximately 103,000 parcels and is expected to generate approximately $10.98 million in FY 2005- 06 and $11.35 million in FY 2006-07. The measure requires a reserve level of $0.5 million, which is maintained as part of the FY 2005-07 budget. Measure Q will sunset on July 1, 2024, unless the City Council submits an ordinance to the voters of the City of Oakland extending the tax and the voters approve this extension.
D - 130 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Library Services Retention and Enhancement Act FY 2005-07 Adopted Policy Budget
2004-05 Projected 2005-06 2006-07 Year-End Adopted Adopted Estimated Revenues Voter-Approved Special Tax $10,852,051 $10,981,117 $11,354,751 Transfers from Reserves - 100,000 100,000 Total Revenues $10,852,051 $11,081,117 $11,454,751
Expenditures by Department and Program City Administrator - Budget Office Budget Analysis and Operations (IP12) 27,510 15,654 15,654 (funding for the Assessment Engineer)
City Auditor Auditing (IP54) 25,000 25,000 25,000
Library Main Library Services (NB16) 1,424,580 1,499,880 Branch Library Services (NB17) 4,283,685 4,442,936 African American Museum and Library at Oakland (NB18) 452,666 473,726 Literacy Programs (NB19) 354,911 372,575 Library Systemwide Services (NB37) 4,784,322 4,823,860 Subtotal 9,639,720 11,300,164 11,612,977
Total Expenditures $9,692,230 $11,340,818 $11,653,631
Contribution To/(From) Fund Balance 1,159,821 (259,701) (198,880)
Estimated Ending Fund Balance 1,256,409 996,708 797,828
FY 2005-07 ADOPTED POLICY BUDGET D - 131 FINANCIAL SUMMARIES
Emergency Medical Services Retention Act
In June 1997, the City of Oakland voters approved the Emergency Medical Services Retention Act of 1997, also referred to as “Measure M.” The act authorized a special parcel tax for the purpose of raising revenue necessary to retain and enhance emergency dispatch and medical services, and replaced funding from a previous assessment that was invalidated by State Proposition 218 (Right to Vote on Taxes Act) approved by California voters in November 1996.
The 1997 base parcel tax rate for a single-family home was $9.00. The act also authorized the City Council to increase the tax rate by an annual inflation based on the Consumer Price Index with a maximum increase of 5 percent in any given year. For the first three years of its existence, no increases were implemented. However, beginning in June 2000, the City Council adopted legislation implementing a rate increase. The rate for a single family home on the FY 2004-05 property tax roll was $10.64. Growth is projected to be 1.2 percent in FY 2005-06 and 2.0 percent in FY 2006-07.
This act covers approximately 103,000 parcels and is expected to generate approximately $1.51 million in FY 2005-06 and $1.57 million in FY 2006-07. The act does not have a sunset date.
D - 132 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Emergency Medical Services Retention Act FY 2005-07 Adopted Policy Budget
2004-05 2005-06 2006-07 Midcycle Adopted Adopted Adopted Estimated Revenues Voter-Approved Special Tax $1,503,261 $1,510,478 $1,572,547 Total Revenues 1,503,261 1,510,478 1,572,547
Expenditures by Department and Program City Administrator - Budget Office Budget Analysis and Operations (IP12) 4,217 2,174 4,174 (funding for the Assessment Engineer)
Fire Services Dispatch Communication (PS20) 1,199,366 901,502 942,250 Emergency Medical Services (PS19) - 584,692 573,668 Subtotal 1,199,366 1,486,194 1,515,918
Total Expenditures $1,203,583 $1,488,368 $1,520,092
Contribution To/(From) Fund Balance 299,678 22,110 52,455
Estimated Ending Fund Balance 158,009 180,119 232,574
FY 2005-07 ADOPTED POLICY BUDGET D - 133 FINANCIAL SUMMARIES
Paramedic Services Act
In June 1997, the City of Oakland voters approved the Paramedic Services Act of 1997, also referred to as “Measure N.” The act authorized a special parcel tax for the purpose of raising revenue necessary to increase, enhance, and support para- medic emergency services.
The 1997 base parcel tax rate for a single-family home was $7.18 annually. The act also authorized the City Council to increase the tax rate by an annual inflation based on the Consumer Price Index with a maximum increase of 5 percent in any given year after the third year of its implementation. Therefore, the rate remained flat until FY 2000-01. The rate for a single family home on the FY 2004-05 property tax roll was $8.48. Growth is projected to be 1.2 percent in FY 2005-06 and 2.0 percent in FY 2006-07.
This act covers approximately 103,000 parcels and is expected to generate approximately $1.21 million in FY 2005-06 and $1.26 million in FY 2006-07. The act does not have a sunset date.
D - 134 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Paramedic Services Act FY 2005-07 Adopted Policy Budget
2004-05 2005-06 2006-07 Midcycle Adopted Adopted Adopted Estimated Revenues Voter-Approved Special Tax $1,946,343 $1,203,838 $1,253,306 Miscellaneous Fees $1,899 $1,899 Total Revenues $1,946,343 $1,205,737 $1,255,205
Expenditures by Department and Program City Administrator - Budget Office Budget Analysis and Operations (IP12) 12,653 2,174 4,174 (funding for the Assessment Engineer)
Fire Services Emergency Medical Services (PS19) 1,729,464 1,136,542 1,173,893 Subtotal 1,729,464 1,136,542 1,173,893
Total Expenditures $1,742,117 $1,138,716 $1,178,067
Contribution To/(From) Fund Balance 204,226 67,021 77,138
Estimated Ending Fund Balance 2,270,650 2,337,671 2,414,809
FY 2005-07 ADOPTED POLICY BUDGET D - 135 FINANCIAL SUMMARIES
Violence Prevention and Public Safety Act
In November 2004, the City of Oakland voters approved the Violence Prevention and Public Safety Act of 2004. The Act – also known as Measure Y — authorizes a special parcel tax on residential and non-residential parcels utilizing benefit assessments and a parking surcharge on commercial parking lots. Measure Y revenues are generated for such activities as community and neighborhood policing; violence prevention services with an emphasis on youth; and fire services. Measure Y assesses an 8 ½ percent surcharge on every rented parking space in commercial parking lots throughout the City.
The measure also establishes varying parcel tax rates for single-family residential parcels, multiple unit residential parcels, and non-residential parcels. To calculate tax levies, a single-family residential unit equivalent is computed for the multiple unit and non-residential parcels, based on frontage and total area. Exemptions exist for certain low-income homeowner and low-income residential hotels. In 2005, the base parcel tax rate for a single-family home is $88.00; beginning in FY 2006- 07, annual growth determined by an inflation factor tied to the Consumer Price Index, capped at 5 percent in any given year, could be applied. Growth is projected to be two percent in FY 2006-07.
Measure Y is estimated to generate a total of $39.8 million from parking surcharge and parcel tax collections during FY 2005-07. Measure Y is authorized until January 1, 2015.
D - 136 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Violence Prevention and Public Safety Act FY 2005-07 Adopted Policy Budget
2005-06 2006-07 Adopted Adopted Estimated Revenues Voter-Approved Special Tax $12,211,212 $12,512,430 Parking Tax 7,405,133 7,701,338 Total Revenues $19,616,345 $20,213,768
Expenditures by Department and Program City Administrator - Budget Office Budget Analysis and Operations (IP12) 15,000 16,170 (funding for Assessment Engineer)
Finance and Management Agency Financial Management (IP59) 30,000 30,000
Police Services Agency Agencywide Administration (PS01) 417,186 557,610 Patrol (PS11) 8,490,498 8,716,807 Police Training (PS09) 475,165 482,524 9,382,849 9,756,941
Fire Services Agency Fire Suppresion/Field Operations (PS17) 3,929,989 3,902,777
Department of Human Services Measure Y (PS37) 6,258,464 6,507,846
Total Expenditures $19,616,302 $20,213,734
FY 2005-07 ADOPTED POLICY BUDGET D - 137 FINANCIAL SUMMARIES
Notes
D - 138 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Capital Improvement Program Summary
FY 2005-07 ADOPTED POLICY BUDGET D - 139 FINANCIAL SUMMARIES
Capital Improvement Program
Definition The Capital Improvement Program includes, in general, new and continuing projects costing more than $5,000. These projects are designed to upgrade and repair existing facilities, parks/open space, streets, sidewalks and sewers; purchase technology-related equipment and service contracts; mitigate traffic hazards; improve pedestrian and bicycle safety; and improve disabled persons’ access to City facilities and sidewalks. Projects costing less than $5,000 or involving minor maintenance and repair of existing facilities, machinery or equipment are included in the Minor Capital Improvement Project incorporated into the CIP.
The Capital Improvement Program attempts to forecast capital needs of the City and ORA over a five-year period. However, the funding schedule is reviewed and updated every two years to reflect changing conditions. As part of the biennial budget, the City Council appropriates funding for the projects contained in the first two years of the five-year program.
Categories The 2005-2010 Capital Improvement Program is organized around seven categories, as in the prior 2003-2008 Capital Improvement Program publication, explained below.
Buildings and Facilities This category of projects includes improvements and new developments of recreation centers, fire stations, community centers, and other City buildings, facilities, and structures.
Parks and Open Space Projects in this category include improvements to playgrounds and tot lots, improvements to park facilities and City swim- ming pools; and improvements to Oakland’s waterways.
Sewers and Storm Drains Projects in this category include reconstruction of sewer mains throughout the City as required by the infiltration/inflow program. The Cease and Desist Order issued to Oakland and other Bay Area communities by the State Water Resources Control Board of the California Environmental Protection Agency requires that the City plan and implement management practices and capital repairs and replacements to the aging sewer facilities to prevent sewage discharges into creeks, area lakes, and the San Francisco Bay. Funding for emergency repair and replacement of sewer and storm drain facilities is also included.
Streets and Sidewalks Projects in this category include street improvements, street safety projects, street lighting, and sidewalk repair, as well as streetscape improvements. These projects are designed to address the maintenance backlog of City streets and side- walks.
Traffic Improvements This category includes traffic and transportation-related improvements, including traffic calming, traffic signals, modernization of traffic signals and signal controllers, and signal synchronization. It also includes bicycle and pedestrian safety improvement projects.
Technology Enhancements Projects in this category include all technology-related projects, including investments in hardware and software, and related service contracts.
Miscellaneous This category of projects includes those that cross multiple categories or do not intuitively fit under a single category.
D - 140 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
2005-2010 Capital Improvement Program Summary by Source*
Source 2005-06 2006-07 2007-08 2008-09 2009-10 2005-10 Total
City California Library Services 6,513,345 0 0 0 0 6,513,345 Capital Improvements Reserve 9,256,284 6,955,204 6,922,578 6,415,839 5,594,647 35,144,552 Measure B - ACTA 549,234 0 0 0 0 549,234 Measure B - ACTIA 4,810,122 4,896,206 14,330,000 14,230,000 14,480,000 52,746,328 Measure B - Bicycle/Pedestrian Pass- 1,000,000 1,000,000 650,000 550,000 550,000 3,750,000 Throughs Measure DD 0 99,656,000 0 0 0 99,656,000 Measure Q 98,335 0 0 0 0 98,335 Self Insurance Liability - Energy 195,938 370,975 0 0 0 566,913 Settlements Sewer Service 12,130,000 12,402,000 12,060,000 2,300,000 2,300,000 41,192,000 Telecommunications Reserve - I- 863,361 0 0 0 0 863,361 NET/PEG Traffic Safety 675,000 400,000 0 0 0 1,075,000 U.S. Department of Homeland Security 825,000 325,000 0 0 0 1,150,000
Subtotal City 36,916,619 126,005,385 33,962,578 23,495,839 22,924,647 243,305,068
ORA 10% School Set Aside/Coliseum 3,500,000 0 0 0 0 3,500,000 Broadway/MacArthur/SanPablo 100,000 100,000 0 0 0 200,000 Operations Central City East Operations 1,250,000 1,450,000 2,100,000 0 0 4,8,00,000 Central District TA Bond Series 2005 27,000,000 19,000,000 0 0 0 46,000,000
Central District Unrestricted Land 4,882,821 3,876,773 0 0 0 8,759,594 Sales Proceeds Chinatown Parking Lot 370,000 390,000 0 0 0 760,000 City Center Garage West Operating 1,742,731 1,862,999 0 0 0 3,605,730 Income City Center Parking West 1,465,680 1,557,068 0 0 0 3,022,748 Coliseum Capital 400,000 100,000 0 0 0 500,000 Coliseum Operations 0 200,000 0 0 0 200,000 Multi Service Center/Rent - County 98,113 98,113 0 0 0 196,226
Oakland Army Base Redev Area- 100,000 100,000 0 0 0 200,000 Operations Subtotal ORA 40,909,345 28,734,953 2,100,000 0 0 71,7 44,298
Total 77,825,964 154,740,338 36,062,578 23,495,839 22,924,647 315,049,366
* Projects supported by the Self-Insurance Liability - Energy Settlement fund and a portion of the Coliseum Capital fund ($300,000 in FY 2005- 06) are appropriated from prior year unspent balances, and do not require new funding.
FY 2005-07 ADOPTED POLICY BUDGET D - 141 FINANCIAL SUMMARIES
FY 2005-07 Summary by Source -- City $ 162,922,004
Traffic Safety 0.66% U.S. Department of Telecommunications Homeland Security Reserve - I-NET/PEG 0.71% 0.53% California Library Services Sewer Service 4.00% 15.06% Capital Improvements Self Insurance Liability - Reserve Energy Settlements 9.95% 0.35% Measure Q Measure B - ACTA 0.06% 0.34%
Measure B - ACTIA 5.96%
Measure B - Bicycle/Pedestrian Pass- Throughs 1.23%
Measure DD 61.17%
D - 142 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-07 Summary by Source -- ORA $ 69,644,298
Multi Service Center / Rent Coliseum Operations - County 0.29% 0.28% Oakland Army Base Redev Area-Operations Coliseum Capital 0.29% 0.72% 10% School Set Aside / Coliseum 5.03% City Center Parking West Brdway/MacArth/SP 4.34% Operations City Center Garage West 0.29% Subsidy 5.18% Central City East Operations Chinatown Parking Lot 3.88% 1.09%
Central District Unrestricted Land Sales Proceeds 12.58%
Central District TA Bond Series 2005 66.05%
FY 2005-07 ADOPTED POLICY BUDGET D - 143 FINANCIAL SUMMARIES
2005-2010 Capital Improvement Program Summary by Program
Program Name Code 2005-06 2006-07 2007-08 2008-09 2009-10 2005-10 Total
Americans with Disabilities Act Programs YS10 768,075 768,075 768,075 768,075 768,075 3,840,375 Aquatics - Pools NB05 263,426 501,600 0 0 0 765,026 Branch Library Services NB17 10,368,679 0 0 0 0 10,368,679 Central Administration NB01 0 52,250 29,000 0 0 81,250 Central City East SC18 1,150,000 1,250,000 2,100,000 0 0 4,500,000 Constituent Affairs IP52 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 12,000,000 Downtown Development SC13 35,359,345 26,584,953 0 0 0 61,944,298 Electrical and Energy Efficiency IN07 500,000 500,000 650,000 650,000 650,000 2,950,000 Empowering Seniors and People with Disabilities YS14 141,410 0 0 0 0 141,410
Engineering Planning and Design IN05 13,785,000 14,057,000 14,015,000 4,255,000 4,255,000 50,367,000 Facilities Management and Maintenance IN02 842,446 1,127,718 0 0 0 1,970,164 Fire Suppression/Field Operations PS17 645,585 206,250 0 0 0 851,835 Information Technology Management IP62 3,740,020 3,211,088 3,112,003 2,947,764 2,126,572 15,137,445 Main Library Services NB16 221,161 0 0 0 0 221,161 Marketing and Special Events SC02 863,361 0 0 0 0 863,361 Mayor's Support IP01 300,000 300,000 300,000 300,000 300,000 1,500,000 Project Delivery IN06 0 99,656,000 0 0 0 99,656,000 Recreation Centers and Programs NB03 297,983 590,425 313,500 0 0 1,201,908 Special Operations PS13 325,000 325,000 0 0 0 650,000 Streets and Sidewalks Management and IN04 2,072,356 1,334,206 10,325,000 10,325,000 10,325,000 34,381,562 Maintenance
Strengthening Children, Youth and Their Families YS13 43,890 0 0 0 0 43,890
Transportation and Pedestrian Safety NB33 2,807,000 2,807,000 2,050,000 1,850,000 2,100,000 11,614,000
Total 76,894,737 155,671,565 36,062,578 23,495,839 22,924,647 315,049,364
D - 144 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
2005-2010 Capital Improvement Program Summary by Category
2005-06 2006-07 2007-08 2008-09 2009-10 2005-10 Category Total
Buildings & Facilities 46,085,941 26,382,978 0 0 0 72,468,919
Parks & Open Space 597,984 100,836,218 342,500 0 0 101,776,702
Sewers & Storm Drains 12,130,000 12,402,000 12,060,000 2,300,000 2,300,000 41,192,000
Streets & Sidewalks 6,577,356 5,939,206 14,580,000 12,480,000 12,480,000 52,056,562
Traffic Improvements 3,107,000 3,107,000 2,500,000 2,300,000 2,550,000 13,564,000
Technology Enhancements 4,603,381 3,211,088 3,112,003 2,947,764 2,126,572 16,000,806
Miscellaneous 3,793,075 3,793,075 3,468,075 3,468,075 3,468,075 17,990,375
Total 76,894,737 155,671,565 36,062,578 23,495,839 22,924,647 315,049,364
FY 2005-07 ADOPTED POLICY BUDGET D - 145 FINANCIAL SUMMARIES
Buildings & Facilities 2005-2010 Capital Improvement Program
2005-10 Client Project 2005-06 2006-07 2007-08 2008-09 2009-10 Total
City Council Citywide Capital Allocation Pool - 1,076,550 0 0 0 0 1,076,550 Community and Economic Central District-10K Housing 5,000,000 0 0 0 0 5,000,000 Development Agency
Community and Economic Central District-City Center Garage 3,208,411 3,420,067 0 0 0 6,628,478 Development Agency West Improvements
Community and Economic Central District-Downtown Projects 4,682,821 3,676,773 0 0 0 8,359,594 Development Agency
Community and Economic Central District-Downtown Tenant 3,000,000 500,000 0 0 0 3,500,000 Development Agency Improvement Program (Retail/Entertainment Catalyst Project)
Community and Economic Central District-Fox Theater Master 13,000,000 0 0 0 0 13,000,000 Development Agency Plan
Community and Economic Central District-Multi Service 98,113 98,113 0 0 0 196,226 Development Agency Center/Rent - County
Community and Economic Central District-Uptown Forest City 4,000,000 0 0 0 0 4,000,000 Development Agency Retail/Residential
Community and Economic Central District-Uptown Garage 500,000 17,000,000 0 0 0 17,500,000 Development Agency (Central District Parking Garage Development) Community and Economic Chinatown Parking Garage 370,000 390,000 0 0 0 760,000 Development Agency
Department of Human Minor Capital Improvement - 141,410 0 0 0 0 141,410 Services Downtown Oakland Senior Center Upgrades Department of Human Minor Capital Improvement - Head 43,890 0 0 0 0 43,890 Services Start Centers Fire Services Agency Minor Capital Improvement - Floor and 234,080 0 0 0 0 234,080 Tile Replacements at Various Fire Stations Fire Services Agency Minor Capital Improvement - OSHA 145,255 0 0 0 0 145,255 Repairs at Various Fire Stations
Fire Services Agency Minor Capital Improvement - Roll-Up 60,000 0 0 0 0 60,000 Door Replacement at Fire Station 1
Fire Services Agency Minor Capital Improvement - Roof 206,250 206,250 0 0 0 412,500 Replacement/Repairs at Various Fire Stations Oakland Public Library 81st Avenue Community Branch Library 10,013,345 0 0 0 0 10,013,345
D - 146 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Buildings & Facilities 2005-2010 Capital Improvement Program
2005-10 Client Project 2005-06 2006-07 2007-08 2008-09 2009-10 Total
Oakland Public Library Martin Luther King, Jr. Library 355,334 0 0 0 0 355,334 Renovation Oakland Public Library Minor Capital Improvement - Fire 221,161 0 0 0 0 221,161 Alarm Upgrade at Main Library Parks and Recreation Minor Capital Improvement - Malonga 160,548 160,548 0 0 0 321,096 Casquelourd Center for the Arts
Police Service Agency Police Administration Building Retrofit 0 0 0 0 0 0
Public Works Agency Emergency Generator at 5050 250,000 0 0 0 0 250,000 Coliseum Way Public Works Agency Emergency Generator at MSC #4 250,000 0 0 0 0 250,000
Total 47,017,168 25,451,751 0 0 0 72,468,919
FY 2005-07 ADOPTED POLICY BUDGET D - 147 FINANCIAL SUMMARIES
Parks & Open Space 2005-2010 Capital Improvement Program
2005-10 Client Project 2005-06 2006-07 2007-08 2008-09 2009-10 Total
Parks and Recreation Aquatics/Pool Covers (Fremont, 47,025 161,975 0 0 0 209,000 DeFremery, Live Oak, and Lions Pools) Parks and Recreation Arroyo Viejo Recreation Center 70,015 172,425 0 0 0 242,440 Parks and Recreation DeFremery Pool / General Repair 104,500 209,000 0 0 0 313,500 Parks and Recreation DeFremery Recreation Center 44,413 0 0 0 0 44,413 Parks and Recreation Elmhurst Park Tot Lot 5,800 0 0 0 0 5,800 Parks and Recreation Fremont Pool / Security Fence 52,250 130,625 0 0 0 182,875 Parks and Recreation Minor Capital Improvement - Discovery 36,575 0 0 0 0 36,575 Center Parks and Recreation Minor Capital Improvement - Garden 0 35,943 0 0 0 35,943 Center Field House Parks and Recreation Minor Capital Improvement - Lake 36,575 0 0 0 0 36,575 Merritt Boating Center / Floating Dock Replacement Parks and Recreation Minor Capital Improvement - Leona 0 52,250 29,000 0 0 81,250 Lodge Upgrades Parks and Recreation Minor Capital Improvement - 0 104,500 313,500 0 0 418,000 Mosswood Recreation Center Parks and Recreation Minor Capital Improvement - Temescal 59,651 0 0 0 0 59,651 Pool Parks and Recreation Montclair Recreation Center 104,500 313,500 0 0 0 418,000 Parks and Recreation San Antonio Recreation Center 36,680 0 0 0 0 36,680 Public Works Agency Creeks and Waterways Restoration 0 3,000,000 0 0 0 3,000,000
Public Works Agency Estuary Waterfront Access, Parks and 0 28,256,000 0 0 0 28,256,000 Clean Up Public Works Agency Lake Merritt Channel Improvements 0 21,000,000 0 0 0 21,000,000
Public Works Agency Lake Merritt Improvements 0 47,400,000 0 0 0 47,400,000
Total 597,984 100,836,218 342,500 0 0 101,776,702
D - 148 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Sewers & Storm Drains 2005-2010 Capital Improvement Program
2005-10 Client Project 2005-06 2006-07 2007-08 2008-09 2009-10 Total
Public Works Agency 7th Street Sanitary Relief Sewer 0 558,000 3,782,000 0 0 4,340,000 (Relief 6405-2.000, 3.000 & 4.000)
Public Works Agency Alice Street, Fallon Street, 12th Street 576,000 3,904,000 0 0 0 4,480,000 and 2nd Street Area Sewer Rehabilitation (Sub-Basin 64-01)
Public Works Agency Coolidge Avenue, Montana Street, 414,000 2,806,000 0 0 0 3,220,000 Brookdale Avenue, and Berlin Way Area Sewer Rehabilitation (Sub-Basin 80-112) Public Works Agency Emergency Repair and Cyclic 2,300,000 2,300,000 2,300,000 2,300,000 2,300,000 11,500,000 Replacement of Sewers and Storm Drains Public Works Agency Franklin Street, 3rd Street, Broadway 1,037,000 0 0 0 0 1,037,000 and 11th Street Area Sewer Rehabilitation (Sub-Basin 64-06)
Public Works Agency International Blvd., 62nd Avenue, 60th 288,000 1,952,000 0 0 0 2,240,000 Avenue and San Leandro Area Sewer Rehabilitation (Sub-Basin 83-101)
Public Works Agency Jones Avenue, 98th Avenue and Edes 0 306,000 2,074,000 0 0 2,380,000 Avenue Sewer Rehabilitation (Sub- Basin 86-303) Public Works Agency Main Lake Sewer in Grand Avenue 2,318,000 0 0 0 0 2,318,000 from Chestnut Street to Filbert Street Relief Sewer (Relief 52-4.000)
Public Works Agency Main Lake Sewer in Grand Avenue 2,074,000 0 0 0 0 2,074,000 from Filbert Street to Isabella Street Relief Sewer (Relief 52-5.000)
Public Works Agency Middle Harbor Road Sanitary Relief 224,000 0 0 0 0 224,000 Sewer (Relief (6404-1.000) Public Works Agency San Leandro Blvd., Edes Avenue and 0 576,000 3,904,000 0 0 4,480,000 85th Avenue Area Sewer Rehabilitation (Sub-Basin 85-101) Public Works Agency Sanitary Sewer & Storm Drain Pump 825,000 0 0 0 0 825,000 Station Upgrades Public Works Agency Shetland, Malcolm, Scotia Avenues, 2,074,000 0 0 0 0 2,074,000 and Skyline Blvd. Area Sewer Rehabilitation (Sub-Basin 85-303)
Total 12,130,000 12,402,000 12,060,000 2,300,000 2,300,000 41,192,000
FY 2005-07 ADOPTED POLICY BUDGET D - 149 FINANCIAL SUMMARIES
Streets & Sidewalks 2005-2010 Capital Improvement Program
2005-10 Client Project 2005-06 2006-07 2007-08 2008-09 2009-10 Total Community and Economic Central City East Streetscape 1,150,000 1,250,000 2,100,000 0 0 4,500,000 Development Agency Improvements
Community and Economic Central District - Downtown 1,000,000 1,000,000 0 0 0 2,000,000 Development Agency Streetscape Master Plan
Community and Economic Central District-Downtown Façade 500,000 500,000 0 0 0 1,000,000 Development Agency Improvement Program
Public Works Agency Citywide Sidewalk Repair 799,234 650,000 5,250,000 5,250,000 5,250,000 17199,234 Public Works Agency Citywide Sidewalk Survey 0 75,000 75,000 75,000 75,000 300,000 Public Works Agency Citywide Street Survey 55,000 55,000 55,000 55,000 55,000 275,000 Public Works Agency Emergency Roadway Repair - 400,000 400,000 400,000 400,000 400,000 2,000,000 Contingency Fund Public Works Agency Matching Funds for Federally Funded 500,000 500,000 800,000 800,000 800,000 3,400,000 Projects Public Works Agency On-Call Curb Ramp 200,000 200,000 200,000 200,000 200,000 1,000,000 Public Works Agency On-Call Street Projects 200,000 200,000 200,000 200,000 200,000 1,000,000 Public Works Agency Pedestrian Streetscape Program 200,000 200,000 200,000 200,000 200,000 1,000,000 Public Works Agency Repair and Rehabilitation of City Paths 300,000 300,000 300,000 300,000 300,000 1,500,000 and Sidewalks Public Works Agency Street Rehabilitation/Resurfacing 1,273,122 609,206 5,000,000 5,000,000 5,000,000 16,882,328
Total 6,577,356 5,939,206 14,580,000 12,480,000 12,480,000 52,056,562
D - 150 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Traffic Improvements 2005-2010 Capital Improvement Program
2005-10 Client Project 2005-06 2006-07 2007-08 2008-09 2009-10 Total Public Works Agency Bicycle Lane Design and Construction 100,000 100,000 0 0 0 200,000
Public Works Agency Citywide Guardrail Program 150,000 150,000 150,000 150,000 150,000 750,000 Public Works Agency Citywide Sign Replacement Program 200,000 200,000 200,000 0 0 600,000
Public Works Agency Disabled Parking Zone Program 150,000 150,000 150,000 150,000 150,000 750,000 Public Works Agency Hazard Elimination/Signal 350,000 350,000 350,000 350,000 350,000 1,750,000 Modernization Public Works Agency Integrated Transportation Management 377,000 377,000 500,000 500,000 750,000 2,504,000 Center Match Public Works Agency LED Traffic Signal Replacement 200,000 200,000 350,000 350,000 350,000 1,450,000 Public Works Agency Neighborhood Traffic Safety Program 200,000 200,000 200,000 200,000 200,000 1,000,000
Public Works Agency Pedestrian Countdown Signals 100,000 100,000 100,000 100,000 100,000 500,000 Public Works Agency Safe Routes to School Program 100,000 100,000 100,000 100,000 100,000 500,000 Public Works Agency Traffic Signal at 7th St. and Willow St. 0 265,000 0 0 0 265,000
Public Works Agency Traffic Signal at High St. and Santa 265,000 0 0 0 0 265,000 Rita St. Public Works Agency Traffic Signal at International Blvd at 0 250,000 0 0 0 250,000 7th Ave Public Works Agency Traffic Signal at Mountain Blvd. and La 0 265,000 0 0 0 265,000 Salle Ave. Public Works Agency Traffic Signal at Piedmont Ave. and 265,000 0 0 0 0 265,000 Linda Ave. Public Works Agency Traffic Signal at Telegraph Ave at 66th 250,000 0 0 0 0 250,000 St Public Works Agency Traffic Signal Capital Replacement 100,000 100,000 100,000 100,000 100,000 500,000 Project Public Works Agency Traffic Signal Controller Replacement 100,000 100,000 100,000 100,000 100,000 500,000
Public Works Agency Traffic Signal Loop Detection 100,000 100,000 100,000 100,000 100,000 500,000 Replacement Public Works Agency Traffic Signal Operation Citywide 100,000 100,000 100,000 100,000 100,000 500,000
Total 3,107,000 3,107,000 2,500,000 2,300,000 2,550,000 13,564,000
FY 2005-07 ADOPTED POLICY BUDGET D - 151 FINANCIAL SUMMARIES
Technology Enhancements 2005-2010 Capital Improvement Program
2005-10 Client Project 2005-06 2006-07 2007-08 2008-09 2009-10 Total City Administrator's Office KTOP-TV Legislative Broadcast 277,219 0 0 0 0 277,219 Equipment City Administrator's Office KTOP-TV Production Equipment 480,388 0 0 0 0 480,388
City Administrator's Office KTOP-TV Studio Equipment 105,754 0 0 0 0 105,754
Finance and Management IPSS Support and Maintenance 1,301,818 1,301,818 1,442,623 1,442,623 1,442,623 6,931,504 Agency Finance and Management Oracle Corporation Software License 683,949 683,949 683,949 683,949 683,949 3,419,745 Agency and Support Finance and Management Server Replacement 171,034 73,982 0 0 0 245,016 Agency Finance and Management Sun Server Lease Agreement 958,435 985,431 985,431 821,192 0 3,750,489 Agency Finance and Management Upgrade to Windows 2003 Active 624,784 165,908 0 0 0 790,691 Agency Directory Services
Total 4,603,381 3,211,088 3,112,003 2,947,764 2,126,572 16,000,806
D - 152 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Miscellaneous 2005-2010 Capital Improvement Program
2005-10 Client Project 2005-06 2006-07 2007-08 2008-09 2009-10 Total City Administrator's Office ADA Accommodations 245,575 245,575 245,575 245,575 245,575 1,227,875
City Administrator's Office ADA Transition Plan 522,500 522,500 522,500 522,500 522,500 2,612,500
City Council Council District 1 Pay-Go Projects 300,000 300,000 300,000 300,000 300,000 1,500,000 City Council Council District 2 Pay-Go Projects 300,000 300,000 300,000 300,000 300,000 1,500,000 City Council Council District 3 Pay-Go Projects 300,000 300,000 300,000 300,000 300,000 1,500,000 City Council Council District 4 Pay-Go Projects 300,000 300,000 300,000 300,000 300,000 1,500,000 City Council Council District 5 Pay-Go Projects 300,000 300,000 300,000 300,000 300,000 1,500,000 City Council Council District 6 Pay-Go Projects 300,000 300,000 300,000 300,000 300,000 1,500,000 City Council Council District 7 Pay-Go Projects 300,000 300,000 300,000 300,000 300,000 1,500,000 City Council Council District At-Large Pay-Go 300,000 300,000 300,000 300,000 300,000 1,500,000 Projects Mayor Mayor Pay-Go Projects 300,000 300,000 300,000 300,000 300,000 1,500,000 Police and Fire Services Tactical and Mutual Aid Equipment for 325,000 325,000 0 0 0 650,000 Agency Public Safety
Total 3,793,075 3,793,075 3,468,075 3,468,075 3,468,075 17,990,375
FY 2005-07 ADOPTED POLICY BUDGET D - 153 FINANCIAL SUMMARIES
Unfunded Projects 2005-2010 Capital Improvement Program
2005-10 Client Project 2005-06 2006-07 2007-08 2008-09 2009-10 Total Cultural Arts Department Camron-Stanford House Preservation 80,771 81,542 0 0 0 162,313 and Restoration Cultural Arts Department Great Hall Improvements 125,201 0 0 0 0 125,201
Cultural Arts Department Minor Capital Improvement - James 50,575 0 0 0 0 50,575 Moore Theater Cultural Arts Department Minor Capital Improvement - Museum 59,094 0 0 0 0 59,094 Lecture Hall Cultural Arts Department Museum Roof Repairs and 180,625 180,625 0 0 0 361,250 Waterproofing Department of Human Minor Capital Improvement - East 14,450 0 0 0 0 14,450 Services Oakland Senior Centers Installation of 8 Automated Flushing Systems
Department of Human Minor Capital Improvement -- West 77,330 0 0 0 0 77,330 Services Oakland Senior Centers Air Conditioning Installation Finance and Management Archive and Purge Data Management 0 479,170 0 0 0 479,170 Agency Solution Finance and Management Business Tax and Automated 608,713 1,045,000 0 0 0 1,653,713 Agency Collections Application Modernization
Finance and Management Citizen Relationship Management 627,000 0 0 0 0 627,000 Agency (CRM) Finance and Management Disaster Recovery Phase Two 0 1,220,000 295,000 345,000 395,000 2,255,000 Agency Finance and Management GIS Infrastructure Project 151,525 0 0 0 0 151,525 Agency Finance and Management Network Monitoring Tools 0 428,450 0 0 0 428,450 Agency Finance and Management Oracle-Advanced Benefits 345,000 0 0 0 0 345,000 Agency Finance and Management Oracle-Self Service HR 200,000 0 0 0 0 200,000 Agency Finance and Management Police Administration Building Network 0 368,340 26,125 26,125 26,125 446,715 Agency Upgrade Finance and Management Police LRMS and CMS Data Sharing 0 178,695 71,269 0 0 249,964 Agency Finance and Management Public Safety Wi-Fi Network 0 418,000 313,500 0 0 731,500 Agency Finance and Management Upgrade Backup Equipment 0 850,000 140,000 40,000 40,000 1,070,000 Agency Fire Services Agency Construction of a Fire Department 0 32,459,514 0 0 0 32,459,514 Multi-Service Training Facility
D - 154 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Unfunded Projects 2005-2010 Capital Improvement Program
2005-10 Client Project 2005-06 2006-07 2007-08 2008-09 2009-10 Total Fire Services Agency Construction of New Fire Station to 10,117,895 0 0 0 0 10,117,895 Replace Station #18 Fire Services Agency Construction of New Fire Station to 0 4,058,947 0 0 0 4,058,947 Replace Station #25 Fire Services Agency Construction of New Fire Station to 0 4,058,947 0 0 0 4,058,947 Replace Station #29 Fire Services Agency Emergency Operation Center Kitchen 0 109,725 0 0 0 109,725
Fire Services Agency Handheld Inspection Project 50,160 150,480 0 0 0 200,640 Fire Services Agency Minor Capital Improvement - 0 88,825 0 0 0 88,825 HVAC/Duct Cleaning Work Parks and Recreation Allendale Recreation Center 41,800 240,350 2,100,450 0 0 2,382,600 Parks and Recreation Bushrod Recreation Center 78,375 235,125 0 0 0 313,500 Parks and Recreation Concordia Tennis Courts 52,250 52,250 0 0 0 104,500 Parks and Recreation Davies Tennis Stadium 52,250 0 0 0 0 52,250 Parks and Recreation Dimond Recreation Center 130,625 391,875 0 0 0 522,500 Parks and Recreation F. M. Smith Recreation Center 36,575 67,925 0 0 0 104,500 Parks and Recreation Lake Chabot Golf Course 653,125 1,959,375 0 0 0 2,612,500 Parks and Recreation Lincoln Square Recreation Center 156,750 470,250 0 0 0 627,000 Parks and Recreation Live Oak Pool/Locker Rooms & ADA 195,938 587,813 0 0 0 783,751 Repairs Parks and Recreation Lowell Park Tot Lot 41,800 0 0 0 0 41,800 Parks and Recreation Manzanita Recreation Center 29,783 89,348 0 0 0 119,131 Parks and Recreation Maxwell Park 52,250 156,750 0 0 0 209,000 Parks and Recreation Moss House Renovation 78,375 235,125 0 0 0 313,500 Parks and Recreation Poplar Recreation Center 78,375 130,625 0 0 0 209,000 Parks and Recreation Rainbow Recreation Center 36,575 120,175 0 0 0 156,750 Parks and Recreation Redwood Heights Recreation Center 130,575 391,875 0 0 0 522,450
Parks and Recreation Sequoia Lodge 26,125 78,375 0 0 0 104,500 Parks and Recreation Shepherd Canyon Field 78,375 130,625 0 0 0 209,000 Parks and Recreation Tennis Courts & Fields Lighting 71,478 0 0 0 0 71,478 Assessment Public Works Agency Coliseum Creek Clean-Up 100,000 500,000 0 0 0 600,000 Public Works Agency Downtown & Gateway Street 0 0 750,000 750,000 750,000 2,250,000 Improvements Public Works Agency Enhanced Street Lighting 100,000 100,000 100,000 100,000 100,000 500,000
FY 2005-07 ADOPTED POLICY BUDGET D - 155 FINANCIAL SUMMARIES
Unfunded Projects 2005-2010 Capital Improvement Program
2005-10 Client Project 2005-06 2006-07 2007-08 2008-09 2009-10 Total Public Works Agency Infrastructure Work Management 500,000 0 0 0 0 500,000 System Public Works Agency Matching Funds for Federally Funded 300,000 300,000 0 0 0 600,000 Projects Public Works Agency Necklace of Lights 0 0 25,000 25,000 25,000 75,000 Public Works Agency On-Call Traffic Engineering Services 100,000 100,000 100,000 100,000 100,000 500,000
Public Works Agency Park Equipment 100,000 0 0 0 0 100,000 Public Works Agency Park Fencing 100,000 100,000 100,000 100,000 100,000 500,000 Public Works Agency Streetlight Infrastructure Replacement 1,260,000 1,260,000 1,260,000 1,260,000 1,260,000 6,300,000
Public Works Agency Streetlight Relamping 400,000 400,000 400,000 400,000 400,000 2,000,000
Total 17,669,738 54,274,121 5,681,344 3,146,125 3,196,125 83,967,453
D - 156 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Other Budget Information
FY 2005-07 ADOPTED POLICY BUDGET D - 157 FINANCIAL SUMMARIES
Notes
D - 158 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND Program Financials
Program Name FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 Year-End Actuals Midcycle Budget Adopted Budget Adopted Budget Rev Exp Rev Exp Rev Exp Rev Exp Mayor Mayor's Support 140 1,603,600 0 1,552,464 0 1,909,031 0 2,008,580 Oaklanders Assistance Center 0 342,291 0 370,884 0 470,063 0 494,931 Department Total 140 1,945,891 0 1,923,348 0 2,379,094 0 2,503,511 City Council Policy Analysis (840) 1,713,125 0 761,875 0 957,827 0 1,003,493 Constituent Affairs 0 1,604,112 0 2,759,320 3,080,278 0 3,250,874 Department Total (840) 3,317,237 0 3,521,195 0 4,038,105 0 4,254,367 City Administrator Administration 0 2,162,537 200,745 2,429,904 146,810 3,029,407 166,777 3,218,442 Americans with Disabilities Act 0 187,771 0 194,773 0 242,846 0 254,342 Budget,Programs Analysis and Operations 0 1,878,229 0 1,934,062 0 2,187,860 0 2,292,389 Support Citizens Police Review Board 47,237 959,619 23,008 916,390 35,683 1,053,949 36,037 1,107,769 Contract Compliance & 978,358 914,908 843,535 1,035,236 0 75,312 0 79,332 Employment Service Cultural Funding 0 683,776 9,961 462,958 0 371,046 0 388,623 Equal Access 0 366,110 0 453,981 0 444,640 0 455,020 Equal Employment Opportunity 0 504,357 0 528,254 0 665,823 0 700,155 Homeland Security 0 35,030 7,808,348 156,117 2,832,847 1,832,847 2,832,847 2,107,847 Intergovernmental Affairs 0 193,327 0 187,202 Program not used in FY 05-07 Marketing 0 2,410,465 943,949 2,601,103 1,001,315 2,898,798 1,064,869 3,003,914 Public Art 66,790 316,887 379,696 575,776 53,395 484,355 53,395 500,411 Public Ethics Commission 404 231,016 0 238,712 0 267,776 0 279,848 Department Total 1,092,790 10,844,031 10,209,242 11,714,468 4,070,050 13,554,659 4,153,925 14,388,092 City Clerk Agenda Management 110,848 758,115 38,273 905,241 34,630 993,613 39,008 1,058,537 Election & Political Compliance 400,000 709,322 0 724,167 0 653,212 0 666,412 Record Management/Customer 0 624,722 20,600 643,416 18,638 656,936 20,996 683,936 DepartmentServices Total 510,848 2,092,159 58,873 2,272,824 53,268 2,303,761 60,004 2,408,885 City Attorney Advisory Services 56,200 6,400,258 0 6,488,467 0 6,768,530 0 7,121,454 Legal Support & Operations 508,566 288,804 40,000 819,914 0 1,476,635 0 1,627,967 Litigation Services 36,674 3,533,006 87,947 3,247,409 71,998 4,192,693 82,031 4,411,276 Neighborhood Law Corp 276,088 374,115 302,034 284,520 190,788 190,788 200,928 200,928 Department Total 877,528 10,596,182 429,981 10,840,310 262,786 12,628,646 282,959 13,361,625 City Auditor Auditing 0 1,045,935 6,122 1,173,895 5,539 1,376,945 6,240 1,448,611 Department Total 0 1,045,935 6,122 1,173,895 5,539 1,376,945 6,240 1,448,611
FY 2005-07 ADOPTED POLICY BUDGET D - 159 FINANCIAL SUMMARIES
Program Financials
Program Name FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 Year-End Actuals Midcycle Budget Adopted Budget Adopted Budget Rev Exp Rev Exp Rev Exp Rev Exp Finance & Management Financial Management 414,043,242 18,787,028 378,722,006 18,525,416 429,710,472 31,821,727 543,004,213 32,666,066
Human Resource Management 47,811 3,338,921 0 3,995,167 0 5,307,326 0 5,512,842
Technology Management 5,066,113 9,784,827 4,222,493 10,038,959 4,542,433 10,720,327 4,687,197 11,174,949
Parking Management 0 8,262,837 1,250,000 8,537,024 0 9,922,246 0 10,380,098 Department Total 419,157,166 40,173,613 384,194,499 41,096,566 434,252,905 57,771,626 547,691,410 59,733,955 Police Services Agency-Wide Administration 4,904,468 27,303,263 758,078 19,058,170 1,157,899 25,187,354 1,287,791 27,187,354 Communications 1,284 8,904,500 359,761 8,359,235 0 9,011,767 0 9,555,754 Criminal Investigations 319,131 13,751,019 287,591 8,513,999 611,489 19,088,146 615,519 19,941,443 Criminalistics 637,667 2,679,748 6,668 2,009,966 1,604 2,239,227 1,681 2,357,119 False Alarm Program (14,131) 81,261 600,000 38,656 600,000 160,576 600,000 168,040 Internal Affairs 0 1,997,803 0 1,285,372 0 2,213,954 0 2,321,504 Jail 1,629,595 9,098,020 1,522,013 8,072,110 Program not used in FY 05-07 Patrol 256,194 66,431,403 3,700 72,201,565 160,000 88,268,031 160,000 93,398,472 Port Security 2,712,265 4,133,427 5,120,878 4,861,678 4,750,586 4,024,653 5,221,922 4,201,623 Records 165,610 3,598,282 264,581 2,965,356 249,990 3,367,402 268,847 3,501,022 Research, Planning, Crime 0 590,451 0 1,429,006 0 788,496 0 828,396 Analysis Special Operations 300,545 4,461,402 360,396 6,065,267 1,643,056 12,900,845 1,658,207 13,543,947 Traffic Operations 3,278,446 10,375,298 2,248,477 8,964,236 4,405,476 9,617,873 4,510,545 10,154,307 Training 199,569 3,069,279 165,529 3,479,114 64 3,639,380 72 3,766,091 Vice/Narcotics 658,720 2,892,365 1,104,970 5,551,136 1,056,849 2,992,526 1,084,421 3,083,751 Youth Program 1,191,765 10,805,081 1,012,400 7,284,676 Program not used in FY 05-07 Department Total 16,241,128 170,172,601 13,815,042 160,139,542 14,637,013 183,500,230 15,409,005 194,008,823 Fire Services 911-Dispatch Communication 30,000 5,622,924 1,533,261 3,479,751 1,552,478 3,465,289 1,615,807 3,605,454 Administration 15 1,448,725 0 1,378,211 0 1,571,277 0 1,647,909 Emergency Medical Services 3,433,993 889,265 2,832,498 2,551,870 2,196,597 2,712,094 2,275,791 2,768,147 Emergency Response Support 0 3,198,748 0 3,339,888 0 3,345,323 0 3,567,645 Services Emergency Services/Homeland 575,366 1,187,634 558,692 1,489,075 0 429,972 0 450,094 Security Fire Department Safety, 0 800,293 0 896,019 0 1,015,062 0 1,055,076 Education & Training Fire Prevention Bureau 1,688,114 5,521,800 2,809,404 4,813,051 3,819,732 6,093,688 3,951,451 6,264,257 Fire Suppression/Field 725 68,341,266 0 73,306,897 0 89,009,638 0 93,198,102 Operations
D - 160 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program Financials
Program Name FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 Adopted Year-End Actuals Midcycle Budget Adopted Budget Budget Rev Exp Rev Exp Rev Exp Rev Exp Safety and Support Operations 0 874,301 0 994,138 0 840,033 0 850,407 Special Operations-Emergency 6,247,729 4,250,385 5,442,000 4,485,641 5,543,370 5,468,675 5,500,946 5,640,668 Response Department Total 11,975,942 92,135,343 13,175,855 96,734,541 13,112,177 113,951,051 13,343,995 119,047,759 Public Works Electrical and Energy Efficiency 1,453,949 7,137,479 1,450,433 7,030,613 1,734,861 7,416,912 1,819,870 7,608,484 Engineering Planning and Design 14,127,569 3,967,386 6,136,497 4,134,266 2,107,905 3,425,311 2,165,054 3,580,152 Environmental Compliance and 183,503 844,924 330,498 958,529 0 1,191,729 0 1,208,661 Remediation Facilities Management and 16,499,424 20,306,033 15,593,017 20,541,863 15,035,324 22,147,748 17,804,480 22,924,747 Maintenance Fleet Management and 12,104,069 15,979,760 12,163,027 15,910,385 14,155,787 16,828,040 15,998,364 17,173,105 Maintenance Keep Oakland Clean and 17,127,518 12,806,525 16,092,438 13,199,110 15,589,089 14,209,650 16,214,905 15,118,020 Beautiful Parks, Grounds & Medians 0 6,761,649 0 8,762,771 0 10,179,744 0 10,754,794 Project Delivery 475,372 5,229,931 8,402,542 6,013,535 87,265 1,057,553 88,437 1,103,223 Recycling and Solid Waste 7,107,643 6,480,474 7,403,350 7,360,097 7,697,719 6,881,095 7,792,245 6,958,112 Safety and Liability 2,778,953 4,038,817 1,728,236 2,527,895 0 4,238,854 0 4,508,467 Sanitary & Storm Sewer Mgmt 19,142,376 8,663,809 21,702,591 8,409,202 26,289,119 13,078,893 29,172,232 13,957,347 and Maintenance Streets and Sidewalks Mgmt and 10,354,779 6,563,510 8,434,958 7,441,195 7,839,081 7,740,512 8,116,814 8,128,157 Maintenance Transportation and Pedestrian 11,768,474 7,959,044 15,243,292 8,675,573 16,635,700 10,047,267 17,406,213 10,481,850 Safety Trees 22,499 2,482,971 12,675 2,490,348 31,230 3,359,470 31,765 3,533,874 Watershed and Waterways 491,576 1,140,052 366,000 1,279,372 366,000 1,270,268 366,000 1,309,534 Department Total 113,637,705 110,362,363 115,059,554 114,734,754 107,569,080 123,073,046 116,976,379 128,348,527 Parks & Recreation Activity Centers 409,065 1,446,975 275,372 1,040,608 Program not used in FY 05-07 Aquatics – BoatingProgram not used in FY 03-05 136,974 276,086 143,823 290,311 Aquatics – Pools 330,273 1,778,573 166,331 1,835,943 193,299 1,517,549 202,964 1,633,010 Ballfields 164,731 586,169 0 765,570 0 311,086 0 327,466 After-School Sports 0 0 0 0 21,891 640,788 22,986 671,739 Camps (918) 66,916 0 72,334 0 84,144 0 85,968 Cultural Arts Program not used in FY 03-05 32,480 1,029,824 34,104 1,071,236 Recreational Centers and 942,899 7,007,954 1,285,274 7,159,438 1,225,620 7,486,743 1,286,901 8,105,780 Programs Central Administration 48,114 3,662,116 0 3,032,582 69,266 2,841,683 69,266 2,870,805 Contract Management 0 321,563 0 401,774 267,417 1,357,413 307,000 1,400,440
FY 2005-07 ADOPTED POLICY BUDGET D - 161 FINANCIAL SUMMARIES
Program Financials
Program Name FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 Adopted Year-End Actuals Midcycle Budget Adopted Budget Budget Rev Exp Rev Exp Rev Exp Rev Exp Automated Systems 529,690 794,115 389,716 663,675 0 427,308 0 450,120 Golf Course 57,721 161,170 493,916 60,000 Program not used in FY 05-07 Trust Fund 129,115 65,027 69,266 69,266 Program not used in FY 05-07 Adult Sports 81,393 2,070,014 167,691 1,355,548 59,502 584,887 79,016 646,630 Malonga Casquelourd Ctr Center 411,735 677,691 389,295 586,066 324,692 596,979 324,692 619,431 for the Arts Davies & Citywide TennisProgram not used in FY 03-05 0 44,096 0 46,064 Self-Sustaining ProgramsProgram not used in FY 03-05 0 82,116 0 86,508 Central ReservationsProgram not used in FY 03-05 541,511 425,912 568,586 448,088 Department Total 3,103,818 18,638,285 3,236,861 17,042,804 2,872,652 17,706,614 3,039,338 18,753,596 Library Services African American Museum & 60,716 853,800 0 992,178 0 768,180 0 801,204 Library at Oakland Branch Library Services 84,417 6,929,178 0 7,054,235 6,513,345 8,348,484 0 8,817,499 Library System Wide Services 6,690,232 6,085,722 6,052,198 7,780,193 12,178,443 9,341,292 12,594,004 9,549,526 Literacy Programs 90,701 480,097 65,793 609,831 170,460 617,941 178,884 648,989 Main Library Services 1,025 4,040,614 6,415,937 5,078,126 0 4,077,415 0 4,347,042 Department Total 6,927,091 18,389,411 12,533,928 21,514,563 18,862,248 23,153,312 12,772,888 24,164,260 Cultural Arts Cultural Arts Oversight 259,994 1,997,218 309,324 2,096,939 188,402 2,156,598 205,884 2,355,733 Henry J. Kaiser Convention Center 526,978 971,917 790,000 1,100,437 220,280 597,919 0 0 Museum Curatorial and Exhibition Services 4,262 1,721,734 0 1,767,734 0 2,030,569 0 2,136,809
Museum Education Services 0 452,965 0 487,559 0 552,948 0 582,264 Museum Visitor Services 0 1,309,612 0 1,335,449 0 1,485,063 0 1,555,995 Department Total 791,234 6,453,447 1,099,324 6,788,118 408,682 6,823,097 205,884 6,630,801 Human Services Empowering Seniors and People 6,376,662 8,671,472 4,417,354 8,390,154 4,943,187 8,300,257 4,943,115 8,475,422 with Disabilities Fostering Safe and Healthy 1,782,655 6,014,163 6,505,767 8,324,069 6,815,598 9,131,333 6,782,377 9,484,844 CommunitiesMeasure Y- Violence Prevention 0 0 0 0 0 6,240,433 0 6,488,256 Oakland Fund for Children & 0 631,597 39,000 1,263,837 9,263,564 9,304,789 9,748,510 9,795,820 Youth Strengthening Children, Youth & 14,418,555 17,903,606 15,727,446 19,439,160 16,285,958 15,832,528 16,512,008 16,448,297 Their Families Department Total 22,577,872 33,220,838 26,689,567 37,417,220 37,308,307 48,809,340 37,986,010 50,692,639
D - 162 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program Financials
Program Name FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 Adopted Year-End Actuals Midcycle Budget Adopted Budget Budget Rev Exp Rev Exp Rev Exp Rev Exp Comm & Econ Dev't Broadway / MacArthur / San 0 211,438 0 486,420 0 209,232 0 218,654 Pablo Bus Creation, Attraction, 2,970,793 1,849,301 0 2,037,317 0 1,307,242 0 1,358,774 Retention, Expansion CEDA's Director's Office 14,267 (656,975) 0 (232,239) 0 (274,269) 0 (284,281) Central City East 0 148,321 0 930,530 0 645,949 0 673,116 Coliseum 65,830 1,252,322 0 757,144 0 1,160,993 0 1,210,233 Commercial Lending 336,644 2,806,535 2,080,767 3,006,149 1,221,750 1,914,325 1,236,138 1,865,045 Community Development-CDBG 13,590,167 5,014,566 9,961,000 3,398,173 9,342,203 4,018,656 9,243,521 3,823,732 Development Permit Inspections 6,563,020 5,075,784 6,553,230 5,273,968 7,925,433 5,665,137 8,270,883 5,963,429 Development Review / Zoning 2,280,103 3,674,596 2,080,112 2,450,258 2,254,297 2,892,438 2,290,438 3,034,406 Downtown Development 0 2,109,935 0 1,864,065 0 1,871,583 0 1,959,769 Dev't Permit Processing & 9,924,017 5,354,676 10,129,022 5,156,760 13,170,627 5,853,393 13,958,533 6,121,609 Engineering Approval Major Projects and Strategic 97,072 1,377,050 439,009 2,251,993 386,912 1,988,013 448,034 2,029,042 Planning Historic Preservation 0 31,652 0 152,196 0 177,252 0 185,781 Home Ownership and 8,277,898 6,860,875 5,300,000 8,926,939 4,725,659 8,293,940 4,725,659 8,445,693 Rehabilitation Housing Development 45,825 12,449,409 5,690,841 6,944,100 5,013,737 6,427,917 5,013,737 6,508,358 Livable Neighborhood Code 4,296,503 2,735,739 5,213,609 4,475,037 3,594,957 4,791,754 3,520,133 4,956,414 Enforcement Services Neighborhood Commercial 76,257 1,698,322 0 1,797,059 0 1,907,468 0 1,957,488 Revitalization OARB - Bay Bridge Gateway 2,213,681 1,302,963 3,561,250 2,951,524 3,436,730 3,041,955 3,191,902 2,485,909 Pedestrian Safety 106,589 0 0 80,174 0 227,272 0 238,498 Real Estate 2,624,702 1,976,644 1,100,824 2,476,069 3,816,710 2,729,375 1,427,730 2,759,044 Residential Rent Adjustment 1,194,468 1,171,550 1,300,000 1,024,774 1,542,529 1,163,048 1,839,221 1,134,109 West Oakland Redevelopment 0 292,750 0 545,925 0 317,794 0 330,079 Workforce Development 5,278,674 5,053,297 6,096,655 5,833,877 6,909,329 6,881,154 6,974,672 6,933,453 Department Total 59,956,509 61,790,750 59,506,319 62,588,212 63,340,873 63,211,621 62,140,601 63,908,354 Non-Dept'l Citywide Activities 3,380,963 5,444,901 612,000 3,907,779 13,422,113 4,899,714 12,444,681 4,549,080 Community Promotion 8,630,408 9,549,890 8,803,136 10,256,459 0 1,954,816 0 1,954,816 Debt/Lease Payments 362,645,047 343,100,106 184,958,834 221,036,922 178,327,249 210,142,729 188,774,759 209,660,915 Fiscal Management 23,655,234 9,982,578 21,981,647 12,162,136 25,983,310 13,497,886 29,148,184 16,188,653 Department Total 398,311,652 368,077,475 216,355,617 247,363,296 217,732,672 230,495,145 230,367,624 232,353,464
FY 2005-07 ADOPTED POLICY BUDGET D - 163 FINANCIAL SUMMARIES
Program Financials
Program Name FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 Adopted Year-End Actuals Midcycle Budget Adopted Budget Budget Rev Exp Rev Exp Rev Exp Rev Exp Capital Improvement Americans with Disabilities Act 0 20,892 0 500,000 0 768,075 0 768,075 Programs Aquatics-Pools 0 0 0 0 0 111,901 0 130,625 Branch Library Services 0 61,863 0 0 0 6,868,679 0 0 Capital Project 4,880,279 9,786,454 0 0 0 0 0 0 Central Administration (Parks & 0 0 0 0 0 0 0 52,250 Recreation) Constituent Affairs 0 1,706,387 0 1,600,000 0 2,400,000 0 2,400,000 Cultural Arts Oversight 0 10,572 0 0 0 0 0 0 Downtown Development 0 33,784 0 2,604,000 0 0 0 0 Electrical and Energy Efficiency 0 858,068 0 300,000 0 500,000 0 500,000 Empowering Seniors and People 0 0 0 0 0 141,410 0 0 with Disabilities Engineering Planning & Design 1,990 9,832,182 0 42,679,523 0 12,970,342 0 13,292,742 Environmental Compliance and 0 356,978 0 700,000 0 0 0 0 Remediation Facilities Management and 0 88,210 0 0 0 1,773,673 0 160,548 Maintenance Financial Management 0 17 0 0 0 0 0 0 Fire Suppression/Field 0 0 0 0 0 645,585 0 206,250 Operations Fleet Management & 0 63,010 0 0 0 0 0 0 HenryMaintenance J. Kaiser Convention 0 13,144 0 0 0 0 0 0 Center Information Technology 0 0 0 0 0 2,840,020 0 2,311,088 Management Main Library Services 0 0 0 598,400 0 221,161 0 0 Malonga Casquelourd Center for 0 3,854 0 0 0 0 0 0 the Arts Marketing 0 138,275 0 378,000 0 863,361 0 0 Mayor's Support 0 8,554 0 200,000 0 300,000 0 300,000 Neighborhood Commercial 0 47,460 0 0 0 0 0 0 Revitalization Project Delivery 148,039 8,530,830 0 4,834,265 0 979,666 0 100,660,267 Public Art 0 23,826 0 0 0 0 0 0 Recreation Center & Programs 0 0 0 0 0 253,570 0 626,368 Recycling and Solid Waste 0 643 0 0 0 0 0 0 Safety, Liability and Compliance 0 35,288 0 0 0 0 0 0 Sanitary & Storm Sewer Mgmt 0 97,093 0 231,000 0 0 0 0 and Maintenance
D - 164 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program Financials
Program Name FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 Adopted Year-End Actuals Midcycle Budget Adopted Budget Budget Rev Exp Rev Exp Rev Exp Rev Exp Capital Improvement Special Operations 0 0 0 0 0 325,000 0 325,000 Streets and Sidewalks Mgmt and 0 3,361,606 0 1,415,000 0 2,072,356 0 1,259,206 Maintenance Strengthening Children, Youth & 0 0 0 0 0 43,890 0 0 Their Families Technology Management 0 3,258,021 0 6,053,010 0 0 0 0 Transportation and Pedestrian 0 1,701,315 0 2,022,720 0 2,641,992 0 2,641,991 Safety Watershed and Waterways 0 1,178 0 0 0 Department Total 5,030,308 40,039,504 0 64,115,918 0 36,720,681 0 125,634,410 CITYWIDE TOTAL 1,060,190,892 989,295,063 856,370,784 900,981,570 914,488,252 941,496,973 1,044,436,262 1,061,641,679
FY 2005-07 ADOPTED POLICY BUDGET D - 165 FINANCIAL SUMMARIES
Discretionary Budget Analysis for the General Purpose Fund FY 2005-06 Adopted Budget
AGENCY / FY 2005-06 Set-Asides for Fleet, Debt / Lease and Cost-Covered Federal State DEPARTMENT Adopted Budget Facility and Radio Contractual Services Mandates Mandates Appropriation Maintenance / Obligations (GPF TOTAL) Replacement Mayor 2,085,727 149,282 - - - - City Council 2,748,022 111,043 - - - - City Administrator 8,449,718 469,113 117,661 146,810 319,656 - City Clerk 2,233,885 205,951 - 16,286 - 81,528 City Attorney 8,577,801 574,544 - 71,998 - - City Auditor 1,209,565 111,419 - - - - Finance & Management 32,646,918 1,156,852 585,150 4,249,610 - 3,188,761 Police Services 167,819,681 6,964,895 $3,930,652 9,374,619 3,908,979 6,691,904 Fire Services 102,733,489 3,258,637 - - 5,103,545 683,916 Public Works 1,648,598 39,457 - - - - Parks & Recreation 12,749,231 892,571 - - - - Library 11,373,725 444,043 - - - - Human Services 5,078,768 846,697 - 69,747 - - Cultural Arts 5,723,159 887,422 381,861 - - - Comm. & Econ. Devpt. 23,224,505 133,906 - 21,806,497 - - Non-Departmental 55,209,264 - 40,896,502 175,000 - - TOTAL 443,512,056 16,245,832 45,911,826 35,910,567 9,332,180 10,646,109
Percentage of Total 100.0% 3.7% 10.4% 8.1% 2.1% 2.4%
EXPLANATIONS: Set-Asides for Fleet, Facility and Radio Maintenance / Replacement: Includes expenditures for vehicle acquisition and maintenance, maintenance of City buildings and other facilities. Debt / Lease and Contractual Obligations: This category includes debt related to the Oakland Coliseum, and the Kaiser Convention Center. Cost-Covered Services: This category includes projects or programs that generate revenue that is equal to or greater than the cost of providing the service.
Mandates: Federal Mandates includes mandates from the FBI and the Dept. of Justice for Oakland police to comply with the Federal Government Code and Federal Penal Code. State Mandates includes costs imposed on the Fire Department to comply with Workers’ Compensation regulations and arson investigation requirements in the Uniform Fire Code. Local Mandates include the City Charter, Oakland-voter-approved ballot measures such as Kids First, local ordinances and directives from the Mayor or City Council. Grant Matching Requirements include matches for HUD-funded Emergency Shelter grants and a Senior Companion grant match. Council / Mayor Directives include transfers to the Self-Insurance Liability Fund and other similar directives. TOTAL Non-Discretionary category is a sum of all categories above (i.e. from Fleet, Facility and Radio Set-Asides to Mandates) TOTAL Discretionary category is a difference between TOTAL Adopted Budget and Non-Discretionary
D - 166 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Discretionary Budget Analysis for the General Purpose Fund FY 2005-06 Adopted Budget
AGENCY / Local Grant Matching Council / TOTAL TOTAL Non- TOTAL DEPARTMENT Mandates Requirements Mayor Mandates Discretionary Discretionary Directives
Mayor 160,176 - - 160,176 309,458 1,776,384 City Council 414,576 - - 414,576 525,619 2,222,403 City Administrator 900,672 - 158,772 1,379,100 2,112,684 6,337,034 City Clerk 841,466 - 60,000 982,994 1,205,231 1,028,654 City Attorney 232,248 - - 232,248 878,790 7,699,011 City Auditor 264,348 - - 264,348 375,767 833,798 Finance & Management - - - 3,188,761 9,103,621 23,543,297 Police Services 107,052,399 - 2,071,594 128,354,510 148,802,623 17,542,298 Fire S ervices 85,567,081 - - 91,354,542 94,613,179 8,120,310 Public Works - - - - 39,457 1,185,385 Parks & Recreation - - - - 892,571 11,856,660 Li brary 9,059,989 - - 9,059,989 9,504,032 1,671,021 Human S ervices 475,139 847,675 2,130,225 3,453,039 4,369,483 709,285 Cultural Arts - - - - 1,269,283 4,412,656 Comm. & Econ. Devpt. - - 77,500 77,500 22,017,903 1,206,601 Non-Departmental 9,411,564 1,388,803 10,695,350 21,495,717 62,567,219 (7,580,705) TOTAL 214,379,658 2,236,478 15,193,441 260,417,500 358,586,920 82,564,092
Percentage of Total 48.6% 0.5% 3.4% 59.0% 81.3% 18.7%
General Purpose Fund Discretion (FY 2005-06 Adopted Budget figures) Cost-Covering Debt / Lease programs and Fleet, Build. & 8% Contractual Radio Obligations 4% 10%
Internal Police, Dept's, Fire, 8.1% 7.8%
Discretionary 21% Parks Mainte- Mandated nance Activities Libra- 1% 57% ries Museum, Econ Recrea- Human 3% 1.0% Dev't, tion Services, 0.3% 14% 0.2%
FY 2005-07 ADOPTED POLICY BUDGET D - 167 FINANCIAL SUMMARIES
Analysis of Funding Stability: Summary by Department
FY 2005-06 FY 2006-07 Budget Budget Source of Funding Amount % of Total Amount % of Total Funds Stability Mayor's Office 1010 -- General Purpose Fund 2,085,727 87.7% 2,195,522 87.7% City Funds Ongoing/Stable
1720 -- Comprehensive Clean-up 103,607 4.4% 108,673 4.3% City Funds Ongoing/Stable 7780 -- Oakland Redevelopment Agency Projects 189,760 8.0% 199,316 8.0% City Funds Ongoing/Stable Agency/Department Subtotal 2,379,094 100.0% 2,503,511 100.0%
City Council 1010 -- General Purpose Fund 2,748,022 68.1% 2,902,108 68.2% City Funds Ongoing/Stable 7780 -- Oakland Redevelopment Agency Projects 1,290,083 31.9% 1,352,259 31.8% City Funds Ongoing/Stable Agency/Department Subtotal 4,038,105 100.0% 4,254,367 100.0%
City Administrator's Office 1010 -- General Purpose Fund 8,449,718 62.3% 8,853,786 61.5% City Funds Ongoing/Stable 1710 -- Recycling Program 5,000 0.0% 5,000 0.0% City Funds Ongoing/Stable 1760 -- Telecommunications Reserve 1,215,633 9.0% 1,277,705 8.9% City Funds Ongoing/Stable 2123 -- U.S. Department of Homeland Security 1,832,847 13.5% 2,107,847 14.6% Federal Funds Ongoing/Stable 2240 -- Measure Q 15,654 0.1% 15,654 0.1% City Funds Ongoing/Stable 2250 -- Measure N 2,174 0.0% 4,174 0.0% City Funds Ongoing/Stable 2251 -- Public Safety/Measure Y 15,000 0.1% 16,170 0.1% City Funds Ongoing/Stable 2310 -- Lighting and Landscape Assessment District 87,738 0.6% 91,184 0.6% City Funds Ongoing/Stable 2412 -- Measure M 2,174 0.0% 4,174 0.0% City Funds Ongoing/Stable 5130 -- Rockridge Library Assessment District 131 0.0% 3,131 0.0% City Funds Ongoing/Stable 5505 -- Municipal Improvement Capital - Public Arts 47,916 0.4% 50,472 0.4% City Funds Ongoing/Stable 7760 -- Grant Clearing 661,594 4.9% 688,370 4.8% City Funds Ongoing/Stable 7780 -- Oakland Redevelopment Agency Projects 1,219,080 9.0% 1,270,425 8.8% City Funds Ongoing/Stable Agency/Department Subtotal 13,554,659 100.0% 14,388,092 100.0%
City Attorney's Office 1010 -- General Purpose Fund 8,577,801 67.9% 9,108,705 68.2% City Funds Ongoing/Stable 1150 -- Workers Compensation Insurance Claims 281,885 2.2% 295,787 2.2% City Funds Ongoing/Stable 1710 -- Recycling Program 165,742 1.3% 174,000 1.3% CIty Funds Ongoing/Stable
1720 -- Comprehensive Clean-up 48,433 0.4% 50,800 0.4% City Funds Ongoing/Stable 1750 -- Multipurpose Reserve 52,440 0.4% 55,212 0.4% City Funds Ongoing/Stable 2108 -- HUD-CDBG 67,404 0.5% 70,701 0.5% Federal Funds Unstable/Irregular 2190 -- Private Grants 190,788 1.5% 200,928 1.5% Private Funds Unstable/Irregular
D - 168 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Analysis of Funding Stability: Summary by Department (continued)
FY 2005-06 FY 2006-07 Budget Budget Source of Funding Amount % of Total Amount % of Total Funds Stability City Attorney's Office 2192 -- Oakland Base Reuse Authority (OBRA) Lease Revenue 389,536 3.1% 408,564 3.1% City Funds Ongoing/Stable 2310 -- Lighting and Landscape Assessment District 140,448 1.1% 147,864 1.1% City Funds Ongoing/Stable 3100 -- Sewer Service Fund 112,715 0.9% 118,386 0.9% City Funds Ongoing/Stable 5006 -- GOB Series 1997C, Measure K 20,357 0.2% 21,349 0.2% City Funds Unstable/Irregular 7100 -- Police and Fire Retirement System 83,892 0.7% 88,296 0.7% City Funds Unstable/Irregular 7120 -- Oakland Municipal Employees' Retirement System 20,964 0.2% 22,092 0.2% City Funds Unstable/Irregular 7760 -- Grant Clearing 125,244 1.0% 131,868 1.0% City Funds Ongoing/Stable 7780 -- Oakland Redevelopment Agency Projects 2,350,997 18.6% 2,467,073 18.5% City Funds Ongoing/Stable Agency/Department Subtotal 12,628,646 100.0% 13,361,625 100.0%
City Auditor's Office
1010 -- General Purpose Fund 1,209,565 87.8% 1,274,391 88.0% City Funds Ongoing/Stable
1750 -- Multipurpose Reserve 81,000 5.9% 85,344 5.9% City Funds Ongoing/Stable 1780 -- Kid's First Oakland Children's Fund 15,000 1.1% 15,000 1.0% City Funds Ongoing/Stable 2240 -- Measure Q 25,000 1.8% 25,000 1.7% City Funds Ongoing/Stable
7780 -- Oakland Redevelopment Agency Projects 46,380 3.4% 48,876 3.4% City Funds Ongoing/Stable Agency/Department Subtotal 1,376,945 100.0% 1,448,611 100.0%
City Clerk's Office
1010 -- General Purpose Fund 2,233,885 97.0% 2,335,421 97.0% City Funds Ongoing/Stable
7780 -- Oakland Redevelopment Agency Projects 69,876 3.0% 73,464 3.0% City Funds Ongoing/Stable Agency/Department Subtotal 2,303,761 100.0% 2,408,885 100.0%
Community and Economic Development Agency
1010 -- General Purpose Fund 23,224,504 36.7% 24,103,574 37.7% City Funds Ongoing/stable 1710 -- Recycling Program 235,999 0.4% 243,534 0.4% City Funds Ongoing/Stable
1750 -- Multipurpose Reserve 618,628 1.0% 618,628 1.0% City Funds Ongoing/stable
FY 2005-07 ADOPTED POLICY BUDGET D - 169 FINANCIAL SUMMARIES
Analysis of Funding Stability: Summary by Department (continued)
FY 2005-06 FY 2006-07 Budget Budget Source of Funding Amount % of Total Amount % of Total Funds Stability Community and Economic Development Agency 1770 -- Telecommuntications Land Use 189,973 0.3% 196,285 0.3% City Funds Ongoing/stable 2107 -- HUD-108 1,052,023 1.7% 967,729 1.5% Federal Funds Ongoing/Stable 2108 -- HUD-CDBG 6,926,364 11.0% 6,830,123 10.7% Federal Funds Ongoing/Stable 2108 -- HUD-CDBG 3,882,780 6.1% 3,971,455 6.2% Federal Funds Unstable/Irregular 2109 -- HUD-Home 5,339,396 8.4% 5,339,396 8.4% Federal Funds Unstable/Irregular 2128 -- Department of Health and Human Services 42,224 0.1% 44,295 0.1% Federal Funds Ongoing/stable 2185 -- Oakland Redevelopment Agency Grants 2,500,000 4.0% 2,500,000 3.9% City Funds Ongoing/Stable 2192 -- Oakland Base Reuse Authority (OBRA) Lease Revenue 3,169,247 5.0% 2,668,185 4.2% City Funds Unstable/Irregular 2195 -- Workforce Investment Act 6,681,154 10.6% 6,733,453 10.5% Federal Funds Ongoing/Stable 2826 -- Mortgage Revenue 100,000 0.2% 100,000 0.2% City Funds Unstable/Irregular 3100 -- Sewer Service Fund 47,285 0.1% 49,599 0.1% City Funds Ongoing/stable 3200 -- Golf Course 5,848 0.0% 5,848 0.0% City Funds Ongoing/stable 4200 -- Radio / Telecommunications 92,795 0.1% 92,795 0.1% City Funds Ongoing/stable 5320 -- Measure DD Cap Imp- Clean Water,Safe Parks & Open Space 9,432 0.0% 9,810 0.0% City Funds Ongoing/Stable 7760 -- Grant Clearing (305,257) -0.5% (316,836) -0.5% City Funds Ongoing/Stable
7780 -- Oakland Redevelopment Agency Projects 9,399,225 14.9% 9,750,481 15.3% City Funds Ongoing/Stable Agency/Department Subtotal 63,211,620 100.0% 63,908,354 100.0%
Department of Human Services
1010 -- General Purpose Fund 5,078,768 10.4% 5,350,173 10.6% City Funds Ongoing/Stable 1780 -- Kid's First Oakland Children's Fund 9,248,564 18.9% 9,733,510 19.2% City Funds Ongoing/Stable
2102 -- Department of Agriculture 691,149 1.4% 925,000 1.8% Federal Funds Ongoing/Stable
2103 -- HUD-ESG/SHP/HOPWA 4,705,404 9.6% 4,670,861 9.2% Federal Funds Ongoing/Stable 2108 -- HUD-CDBG 295,041 0.6% 294,126 0.6% Federal Funds Ongoing/Stable 2114 -- Department of Labor 1,198,464 2.5% 1,198,464 2.4% Federal Funds Ongoing/Stable
2120 -- Federal Action Agency 325,866 0.7% 325,867 0.6% Federal Funds Ongoing/Stable 2128 -- Department of Health and Human Services 17,190,379 35.2% 17,559,290 34.6% Federal Funds Ongoing/Stable 2132 -- California Department of Aging 250,723 0.5% 250,725 0.5% State Funds Ongoing/Stable
2159 -- State of California Other 1,204,864 2.5% 1,514,320 3.0% State Funds Ongoing/Stable
D - 170 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Analysis of Funding Stability: Summary by Department (continued)
FY 2005-06 FY 2006-07 Budget Budget Source of Funding Amount % of Total Amount % of Total Funds Stability Department of Human Services 2160 -- County of Alameda Grants 602,667 1.2% 603,989 1.2% County Funds Ongoing/Stable 2195 -- Workforce Investment Act 135,000 0.3% 140,000 0.3% Federal Funds Ongoing/Stable 2213 -- Measure B - Paratransit - ACTIA 1,205,705 2.5% 1,205,705 2.4% County Funds Ongoing/Stable
2251 -- Public Safety/Measure Y 6,258,464 12.8% 6,507,846 12.8% City Funds Ongoing/Stable 2410 -- Link Handipark 26,006 0.1% 26,006 0.1% State Funds Ongoing/Stable
7780 -- Oakland Redevelopment Agency Projects 392,277 0.8% 386,758 0.8% City Funds Ongoing/Stable Agency/Department Subtotal 48,809,341 100.0% 50,692,640 100.0%
Finance & Management Agency
1010 -- General Purpose Fund 32,646,918 56.5% 34,099,638 57.1% City Funds Ongoing/Stable
1150 -- Workers Compensation Insurance Claims 977,631 1.7% 1,013,835 1.7% City Funds Ongoing/Stable 1700 -- Mandatory Refuse Program 2,225,953 3.9% 2,367,413 4.0% City Funds Ongoing/Stable 1710 -- Recycling Program 96,901 0.2% 101,785 0.2% City Funds Ongoing/Stable
1720 -- Comprehensive Clean-up 275,352 0.5% 331,649 0.6% City Funds Ongoing/Stable 2108 -- HUD-CDBG 140,341 0.2% 145,525 0.2% Federal Funds Ongoing/Stable 2192 -- Oakland Base Reuse Authority (OBRA) Lease Revenue 102,156 0.2% 107,604 0.2% City Funds Ongoing/Stable 2195 -- Workforce Investment Act 84,072 0.1% 88,560 0.1% Federal Funds Ongoing/Stable 2230 -- State Gas Tax 105,888 0.2% 111,540 0.2% State Funds Ongoing/Stable
2251 -- Public Safety/Measure Y 30,000 0.1% 30,000 0.1% City Funds Ongoing/Stable
2310 -- Lighting and Landscape Assessment District 161,133 0.3% 169,641 0.3% City Funds Ongoing/Stable 3100 -- Sewer Service Fund 816,740 1.4% 819,740 1.4% City Funds Ongoing/Stable 4200 -- Radio / Telecommunications 910,664 1.6% 956,198 1.6% City Funds Ongoing/Stable 4300 -- Reproduction 1,235,519 2.1% 1,264,481 2.1% City Funds Ongoing/Stable 4500 -- Central Stores 2,742,922 4.7% 2,832,774 4.7% City Funds Ongoing/Stable
6520 -- Fire Area - Redemption 23,352 0.0% 24,612 0.0% City Funds Ongoing/Stable 7100 -- Police and Fire Retirement System 774,863 1.3% 811,097 1.4% City Funds Ongoing/Stable
FY 2005-07 ADOPTED POLICY BUDGET D - 171 FINANCIAL SUMMARIES
Analysis of Funding Stability: Summary by Department (continued)
FY 2005-06 FY 2006-07 Budget Budget Source of Funding Amount % of Total Amount % of Total Funds Stability Finance & Management Agency
7120 -- Oakland Municipal Employees' Retirement System 250,838 0.4% 257,228 0.4% City Funds Ongoing/Stable
7320 -- Police and Fire Retirement System Refinancing 13,500,000 23.4% 13,500,000 22.6% City Funds Ongoing/Stable 7760 -- Grant Clearing 31,060 0.1% 32,524 0.1% City Funds Ongoing/Stable
7780 -- Oakland Redevelopment Agency Projects 639,324 1.1% 668,112 1.1% City Funds Ongoing/Stable Agency/Department Subtotal 57,771,627 100.0% 59,733,956 100.0%
Fire Services Agency
1010 -- General Purpose Fund 102,733,489 90.2% 107,584,107 90.4% City Funds Ongoing/Stable
1100 -- Self Insurance Liability 794,868 0.7% 845,435 0.7% City Funds Ongoing/Stable 1710 -- Recycling Program 48,869 0.0% 48,869 0.0% City Funds Ongoing/Stable
1720 -- Comprehensive Clean-up 189,185 0.2% 194,942 0.2% City Funds Ongoing/Stable 1740 -- Hazardous Materials Inspections 553,090 0.5% 550,150 0.5% City Funds Ongoing/Stable 2123 -- U.S. Department of Homeland Security 100,000 0.1% 212,500 0.2% Federal Funds Ongoing/Stable 2160 -- County of Alameda Grants 990,860 0.9% 1,020,586 0.9% County Funds Ongoing/Stable 2250 -- Measure N 1,136,542 1.0% 1,173,893 1.0% City Funds Ongoing/Stable
2251 -- Public Safety/Measure Y 3,929,989 3.4% 3,902,777 3.3% City Funds Ongoing/Stable 2321 -- Wildfire Prevention Assessment District 1,754,512 1.5% 1,754,512 1.5% City Funds Ongoing/Stable 2330 -- Werner Court Vegetation Management` 2,000 0.0% 2,000 0.0% City Funds Ongoing/Stable 2412 -- Measure M 1,486,194 1.3% 1,515,918 1.3% City Funds Ongoing/Stable 3100 -- Sewer Service Fund 231,453 0.2% 242,070 0.2% City Funds Ongoing/Stable Agency/Department Subtotal 113,951,051 100.0% 119,047,759 100.0%
Library
1010 -- General Purpose Fund 11,373,725 49.1% 11,960,590 49.5% City Funds Ongoing/Stable 1760 -- Telecommunications Reserve 54,458 0.2% 56,990 0.2% City Funds Ongoing/Stable 2148 -- California Library Services 320,270 1.4% 330,673 1.4% State Funds Unstable/Irregular 2240 -- Measure Q 11,201,829 48.4% 11,612,977 48.1% City Funds Ongoing/Stable
2999 -- Miscellaneous Grants 100,000 0.4% 100,000 0.4% Misc Funds Unstable/Irregular
D - 172 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Analysis of Funding Stability: Summary by Department (continued)
FY 2005-06 FY 2006-07 Budget Budget Source of Funding Amount % of Total Amount % of Total Funds Stability Library 7540 -- Oakland Public Library Trust 103,030 0.4% 103,030 0.4% Private Funds Unstable/Irregular Agency/Department Subtotal 23,153,312 100.0% 24,164,260 100.0%
Cultural Arts
1010 -- General Purpose Fund 5,723,159 83.88% 6,114,598 92.22% City Funds Ongoing/Stable 1730 -- Henry J Kaiser Convention Center 597,919 8.76% - 0.00% City Funds Unstable/Irregular
1750 -- Multipurpose Reserve 143,720 2.11% 143,720 2.17% City Funds Ongoing/Stable
2310 -- Lighting and Landscape Assessment District 325,692 4.77% 339,876 5.13% City Funds Ongoing/Stable 7640 -- Oakland Public Museum Trust 32,607 0.48% 32,607 0.49% Private Funds Unstable/Irregular Agency/Department Subtotal 6,823,097 100.0% 6,630,801 100.0%
Parks and Recreation
1010 -- General Purpose Fund 12,749,231 72.0% 13,184,464 70.3% City Funds Ongoing/Stable
1100 -- Self Insurance Liability 238,710 1.3% 253,896 1.4% City Funds Ongoing/Stable 1820 -- OPRCA Self Sustaining Revolving Fund 1,661,874 9.4% 1,741,443 9.3% City Funds Ongoing/Stable
2310 -- Lighting and Landscape Assessment District 2,720,116 15.4% 3,197,527 17.1% City Funds Ongoing/Stable 3200 -- Golf Course 267,417 1.5% 307,000 1.6% City Funds Ongoing/Stable 7999 -- Miscellaneous Trusts 69,266 0.4% 69,266 0.4% Misc Funds Unstable/Irregular Agency/Department Subtotal 17,706,614 100.0% 18,753,596 100.0%
Police Services Agency
1010 -- General Purpose Fund 167,819,681 91.5% 177,565,682 91.5% City Funds Ongoing/Stable
1100 -- Self Insurance Liability 3,728,837 2.0% 3,966,053 2.0% City Funds Ongoing/Stable 2123 -- U.S. Department of Homeland Security 222,120 0.1% 341,832 0.2% Federal Funds Ongoing/Stable 2172 -- Alameda County Vehicle Abatement Authority 455,517 0.2% 460,304 0.2% County Funds Ongoing/Stable
2251 -- Public Safety/Measure Y 9,382,849 5.1% 9,756,941 5.0% City Funds Ongoing/Stable 2910 -- Federal Asset Forfeiture - 15% Set-aside 22,024 0.0% 22,077 0.0% Federal Funds Unstable/Irregular 2912 -- Federal Asset Forfeiture City Share 123,146 0.1% 123,448 0.1% Federal Funds Unstable/Irregular
FY 2005-07 ADOPTED POLICY BUDGET D - 173 FINANCIAL SUMMARIES
Analysis of Funding Stability: Summary by Department (continued)
FY 2005-06 FY 2006-07 Budget Budget Source of Funding Amount % of Total Amount % of Total Funds Stability Police Services Agency 2914 -- State Asset Forfeiture 108,000 0.1% 108,000 0.1% State Funds Unstable/Irregular 7420 -- State Asset Trust 321,000 0.2% 321,000 0.2% Trust Funds Unstable/Irregular 7440 -- Unclaimed Cash 569,700 0.3% 569,700 0.3% Trust Funds Ongoing/Stable 7690 -- Kerrison Trust for Police Enhancement 3,658 0.0% 3,658 0.0% Private Funds Unstable/Irregular
7780 -- Oakland Redevelopment Agency Projects 743,698 0.4% 770,128 0.4% City Funds Ongoing/Stable Agency/Department Subtotal 183,500,230 100.0% 194,008,823 100.0%
Public Works Agency
1010 -- General Purpose Fund 1,648,598 1.3% 1,738,261 1.4% City Funds Ongoing/Stable
1100 -- Self Insurance Liability 4,243,989 3.4% 4,513,977 3.5% City Funds Ongoing/Stable 1600 -- Underground District Revolving Fund 1,454,725 1.2% 1,525,343 1.2% City Funds Ongoing/Stable 1710 -- Recycling Program 7,436,148 6.0% 7,536,998 5.9% City Funds Ongoing/Stable
1720 -- Comprehensive Clean-up 16,054,116 13.0% 17,043,029 13.3% City Funds Ongoing/Stable
1750 -- Multipurpose Reserve 5,568,655 4.5% 5,745,253 4.5% City Funds Ongoing/Stable 2141 -- State Traffic Congestion Relief Fund 260,000 0.2% 260,000 0.2% State Funds Ongoing/Stable 2211 -- Measure B - ACTIA 3,403,865 2.8% 3,567,068 2.8% County Funds Ongoing/Stable 2230 -- State Gas Tax 7,720,504 6.3% 7,991,165 6.2% State Funds Ongoing/Stable
2310 -- Lighting and Landscape Assessment District 17,022,789 13.8% 17,758,304 13.8% City Funds Ongoing/Stable 2416 -- Traffic Safety Fund 2,335,557 1.9% 2,609,102 2.0% State Funds Ongoing/Stable 2990 -- Public Works Grants 363,668 0.3% 377,151 0.3% State Funds Unstable/Irregular 3100 -- Sewer Service Fund 17,947,162 14.6% 19,042,085 14.8% City Funds Ongoing/Stable 4100 -- Equipment 16,866,274 13.7% 17,212,456 13.4% City Funds Ongoing/Stable 4400 -- City Facilities 20,706,649 16.8% 21,391,144 16.7% City Funds Ongoing/Stable 5510 -- Capital Reserves 552,989 0.4% 573,117 0.4% City Funds Ongoing/Stable 7760 -- Grant Clearing (512,642) -0.4% (535,926) -0.4% City Funds Ongoing/Stable Agency/Department Subtotal 123,073,046 100.0% 128,348,527 100.0%
Non-Departmental
1010 -- General Purpose Fund 55,209,264 23.95% 56,429,745 24.29% City Funds Ongoing/Stable
1100 -- Self Insurance Liability 1,605,706 0.70% 1,707,854 0.74% City Funds Ongoing/Stable
1150 -- Workers Compensation Insurance Claims (1,259,516) -0.55% (1,309,622) -0.56% City Funds Ongoing/Stable
D - 174 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Analysis of Funding Stability: Summary by Department (continued)
FY 2005-06 FY 2006-07 Budget Budget Source of Funding Amount % of Total Amount % of Total Funds Stability Non-Departmental 1200 -- Pension Override Tax Revenue 44,955,747 19.50% 45,975,776 19.79% City Funds Ongoing/Stable 1700 -- Mandatory Refuse Program 1,828,464 0.79% 1,841,580 0.79% City Funds Ongoing/Stable 1760 -- Telecommunications Reserve 50,000 0.02% 50,000 0.02% City Funds Ongoing/Stable 3100 -- Sewer Service Fund 6,271,014 2.72% 6,271,314 2.70% City Funds Ongoing/Stable 5500 -- Municipal Capital Improvement 6,300,000 2.73% 6,300,000 2.71% City Funds Unstable/Irregular 6004 -- GOB Series 1995B, Measure K 1,208,222 0.52% 1,207,972 0.52% City Funds Ongoing/Stable 6006 -- GOB Series 1997C, Measure K 1,673,580 0.73% 1,672,842 0.72% City Funds Ongoing/Stable 6008 -- GOB Series 1992, Emergency Response 3,339,548 1.45% 3,268,012 1.41% City Funds Ongoing/Stable 6010 -- GOB Series 1997, Measure I 3,385,866 1.47% 3,388,266 1.46% City Funds Ongoing/Stable 6014 -- CSCD Authority 1992 13,994,838 6.07% 13,977,213 6.02% City Funds Ongoing/Stable 6015 -- COP-Oakland Museum 2002 Series A 3,535,475 1.53% 3,532,975 1.52% City Funds Ongoing/Stable 6016 -- Civic Improvement Corp. 1985 2,987,028 1.30% 3,139,238 1.35% City Funds Ongoing/Stable
6030 -- Taxable Pension Obligation Bonds 1997 Series A 34,955,746 15.17% 35,975,775 15.48% City Funds Ongoing/Stable 6033 -- 1998 JPFA Lease Revenue Bonds 10,000,000 4.34% 10,000,000 4.30% City Funds Ongoing/Stable 6060 -- 2000 Measure K Series D Debt Service Funds 773,233 0.34% 774,027 0.33% City Funds Ongoing/Stable 6062 -- 2000 Measure K Series E Debt Service Funds 929,828 0.40% 928,109 0.40% City Funds Ongoing/Stable
6310 -- Measure G 2002A Debt Srv-Zoo, Museum, Chabot 2,533,938 1.10% 2,531,938 1.09% City Funds Ongoing/Stable 6320 -- Measure DD 2003A Debt Srv-Clean Water, Safe Parks & Open Space 4,426,038 1.92% 4,420,662 1.90% City Funds Ongoing/Stable
6512 -- CAB 1996 - Redemption 7,409,949 3.21% 7,410,926 3.19% City Funds Ongoing/Stable
6520 -- Fire Area - Redemption 491,150 0.21% 483,530 0.21% City Funds Ongoing/Stable 6530 -- Rockridge Area Water District - Redemption 70,390 0.03% 64,619 0.03% City Funds Ongoing/Stable 6540 -- Skyline Sewer District - Redemption 29,060 0.01% 31,075 0.01% City Funds Ongoing/Stable 6554 -- LaSalle Utility Underground - Redemption 54,426 0.02% 58,390 0.03% City Funds Ongoing/Stable
FY 2005-07 ADOPTED POLICY BUDGET D - 175 FINANCIAL SUMMARIES
Analysis of Funding Stability: Summary by Department (continued)
FY 2005-06 FY 2006-07 Budget Budget Source of Funding Amount % of Total Amount % of Total Funds Stability Non-Departmental 6556 -- Harbord Utility Underground - Redemption 53,303 0.02% 52,388 0.02% City Funds Ongoing/Stable 6558 -- Grizzly Peak Utility Underground - Redemption 8,835 0.00% 8,588 0.00% City Funds Ongoing/Stable 6570 -- 1996 JPFA Pooled Assessment Revenue Bonds 26,260 0.01% 25,665 0.01% City Funds Ongoing/Stable 6580 -- 1997 JPFA Pooled Assessment Revenue Bonds 112,473 0.05% 113,558 0.05% City Funds Ongoing/Stable 6585 -- 1999 JPFA Reassessment District Debt Service 535,280 0.23% 521,049 0.22% City Funds Ongoing/Stable 6999 -- Miscellaneous Debt Service 23,000,000 9.98% 21,500,000 9.25% City Funds Ongoing/Stable
7320 -- Police and Fire Retirement System Refinancing - 0.00% - 0.00% City Funds Ongoing/Stable Agency/Department Subtotal 230,495,145 100.0% 232,353,464 100.0%
Capital Improvement Program 1760 -- Telecommunications Reserve 863,361 2.4% - 0.0% City Funds Ongoing/Stable 2123 -- U.S. Department of Homeland Security 825,000 2.2% 325,000 0.3% Federal Funds Ongoing/Stable 2148 -- California Library Services 6,513,345 17.7% - n/a City Funds Ongoing/Stable 2210 -- Measure B 549,234 1.5% - n/a City Funds Ongoing/Stable 2211 -- Measure B - ACTIA 4,810,122 13.1% 4,896,206 3.9% City Funds Ongoing/Stable 2212 -- Measure B - Bicycle/Pedestrian Pass-Thru Funds 1,000,000 2.7% 1,000,000 0.8% City Funds Ongoing/Stable 2240 -- Measure Q 98,335 0.3% - n/a City Funds Ongoing/Stable 2416 -- Traffic Safety Fund 675,000 1.8% 400,000 0.3% City Funds Ongoing/Stable 3100 -- Sewer Service Fund 12,130,000 33.0% 12,402,000 9.9% City Funds Ongoing/Stable 5320 -- Measure DD Cap Imp- Clean Water,Safe Parks & Open Space - n/a 99,656,000 79.3% City Funds Ongoing/Stable 5510 -- Capital Reserves 9,256,284 25.2% 6,955,204 5.5% City Funds Ongoing/Stable Agency/Department Subtotal 36,720,681 100.0% 125,634,410 100.0%
GRAND TOTAL 941,496,974 1,061,641,681
* Differences between summary tables in this section are due to rounding.
D - 176 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Contracts Introduction
The City’s Purchasing Ordinance, revised by the Council in 2004, provides the City Administrator with increased authority to enter into agreements for procuring supplies and commodities, and contracting for professional services. The Ordinance allows the City Administrator to award and execute otherwise restricted contracts at his / her highest contract limit (i.e. $250,000 for services and supplies, and $150,000 for professional services), provided that these contracts are related to a program or project identified in the budget, and do not fall into one of the restricted categories. The restricted categories include: 1) contracts related to affordable housing projects; 2) contracts that are funded, directly or indirectly, by funds generated by a voter-approved measure; 3) contracts funded, directly or indirectly, by the Redevelopment Agency; or 4) contracts for any technological, computer or computerized system services, software, equipment, hardware or products. Lower administrative approval limits (i.e. $50,000 for goods, equipment, supplies or services, and $15,000 for professional services) apply to contracts in these categories.
Included on the following pages are the contracts anticipated by Departments and Agencies for FY 2005-07. The contracts include all those planned for the next two years, both within and outside of the City Administrator’s approval limits, and for which funding is included in the FY 2005-07 Budget. The contract information is as of January 2005.
The contracts are listed by Department name, and provide a brief description of the contract or the vendor name (if known), a justification for the contract, the type, the period and the amount of the contract. This information is provided for illustration purposes.
FY 2005-07 ADOPTED POLICY BUDGET D - 177 FINANCIAL SUMMARIES
Contracts Funded for FY 2005-07
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known City Administrator BRASS Co ntract with CGI_A M S, Inc . to perfo rm Professional Existing 1/01/05- $52,000 $54,600 M aintenance maintenance services and consultation related Services 12 / 3 1/ 0 6 Services/ CGI-AM S to the City's BRASS Budgeting Software.
City Administrator Perform District Assessment engineering services for the Professional Existing 1/01/05- $15,654 $15,654 Engineering Serv.for Library Services Retention and Enhancement Services 12 / 3 1/ 0 6 M easure Act of 2004 (M easure Q). Contract enables the Q/Francisco & City to collect this special parcel tax from Assoc. property owners. Contractor will determine the land uses and assessment rates for each parcel subject to this special tax levy, will develop the Assessment Roll annually for the County Assessor. Contractor will also assist with any informational requests required by the City or any citizen or property owner relating to the act.
City Administrator Perform District Assessment engineering services for the Professional Existing 1/01/05- $ 4,174 $ 4,174 Engineering Serv.for Paramedic Services Act of 1997 (M easure N). Services 12 / 3 1/ 0 6 M easure M easure N pays for paramedic emergency N/Francisco & services in the City of Oakland. Contract Assoc. enables the City to collect this special parcel tax from property owners. Contractor will determine the land uses and assessment rates for each parcel subject to this special tax levy, will develop the Assessment Roll annually for the County Assessor. Contractor will also assist with any informational requests required by the City or any citizen or property owner relating to the act.
City Administrator Perform District Assessment engineering services for Violence Professional New 1/01/05- $15,670 $15,670 Engineering Serv. Prevention and Public Safety Act of 2004 Services 12 / 3 1/ 0 6 for M easure (M easure Y). Contract enables the City to Y/Francisco & collect this special parcel tax from property Assoc. owners. Contractor will determine the land uses and assessment rates for each parcel subject to this special tax levy, will develop the Assessment Roll annually for the County Assessor. Contractor will also assist with any informational requests required by the City or any citizen or property owner relating to the act.
City Administrator Perform District Assessment engineering services for the Professional Existing 1/01/05- $20,873 $20,873 Engineering Serv.for Landscaping and Lighting Assessment District Services 12 / 3 1/ 0 6 LLAD/Francisco & (LLAD), as required by the Landscaping and Assoc. Lighting Act of 1972, specifically Section 22622 of the California Streets and Highways Code. LLAD funds maintenance and improvements of open space, park grounds and structures, and street lighting in the City of Oakland. Contract enables the City to collect this parcel assessment from property owners. Contractor will determine the land uses and assessment rates for each parcel subject to this assessment, will develop the Assessment Roll annually for the County Assessor, and will file an annual Engineer’s Report as required by the above stated law. Contractor will also assist with any informational requests required by the City or any citizen or property owner relating to the district.
D - 178 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known City Administrator Perform District Assessment engineering services for the Professional Existing 1/01/05- $ 3,131 $ 3,131 Engineering Serv.for Rockridge Library Community Facilities Services 12 / 3 1/ 0 6 Rockridge Library District of 1992. Proceeds from this District Assist./Francisco & pay for construction and operations of the Assoc. Rockridge Branch Library. Contract enables the City to collect this parcel assessment from property owners. Contractor will determine the land uses and assessment rates for each parcel subject to this assessment, will develop the Assessment Roll annually for the County Assessor. Contractor will also assist with any informational requests required by the City or any citizen or property owner relating to the district. M ayor Oakland School for General support of Oakland School for the Professional Existing 7/05 - 6/07 $200,000 $200,000 the Arts Arts Services
City Auditor Auditing services (J. Provides audit services / reviews. Professional Existing 7/04-6/05 $68,640 $71,386 McGinty) Services City Clerk GRM citywide For citywide offsite storage. Professional Existing 10/02 to 10/05 $70,000 $70,000 offsite storage Services City Clerk Rapidtext for offsite For offsite closed captioning services. Professional Existing 01/04 to $90,000 $90,000 closed captioning Services 06/05 services City Clerk Ikon for printing of For the printing of the City Council and Professional Existing 12/04 to 12/05 $166,000 $166,000 the agenda packets Committee agenda packets. Services
Comm & Econ Barbara Kong- This Building Services Division contract is for Professional New 2-05 to 2-06 $14,600 Dev't Brown the Hearing Officer for code enforcement Services cases. Legislation states that a new hearing officer must be hired each year.
Comm & Econ Sustainable This Economic Development Division Professional Existing 7/1/05- $80,000 $80,000 Dev't Business Alliance contract is for the Economic Gardening Services 6/30/06 Program. Comm & Econ Urban Explorer This Economic Development Division Professional Existing 7/1/05- $14,500 $14,500 Dev't contract is for searchable web site used by Services 6/30/06 brokers and developers.
Comm & Econ Opportunity Site This Economic Development Division is for Professional New 7/1/05- $75,000 $75,000 Dev't Predevelopment Architect / economic analysis team to assist Services 6/30/06 with Opportunity Site Predevelopment efforts.
Comm & Econ Business Finance This Economic Development Division Professional New 7/1/05- $1,600 $1,600 Dev't Web Site contract is for searchable web site used by Services 6/30/06 business owner to locate appropriate. Financing. Comm & Econ Calif. Lawyers for This Economic Development Division Professional Existing 7/1/05- $14,500 $14,500 Dev't the Arts contract is for the Arts Related Use Attraction. Services 6/30/06
Comm & Econ Day Labor Provide Implementation of the Day Labor Professional Existing 7/05-6/07 $200,000 $200,000 Dev't Program/Volunteer Program Services s of America, Bay Area Inc. Comm & Econ Enterprise Zo ne Develop and implement a web-based Supplies, Existing 7/05-6/07 $15,000 $15,000 Dev't technology system Enterprise Zone hiring tax credit voucher Services or maintenance / processing system Combination Vervidian Comm & Econ Program Obtain funding development services Professional Existing 7/05-6/07 $30,000 $30,000 Dev't Development Services
FY 2005-07 ADOPTED POLICY BUDGET D - 179 FINANCIAL SUMMARIES
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Comm & Econ Business Business Services/ARC Limited Professional Existing 7/05-6/07 $60,000 $60,000 Dev't Services/ARC Services Limited Comm & Econ Business Provide business services on behalf of the Professional Existing 7/05-6/07 $350,000 $350,000 Dev't Services/Ultimate Workforce Investment Board, including filling Services Staffing job orders and generating customized and on- the-job training contracts. Comm & Econ One Stop System Provide fiscal management, agency Professional Existing 7/05-6/07 $1,350,000 $1,404,000 Dev't Administrator subcontracting, program monitoring and Services compliance, and technical assistance for service providers. Comm & Econ One Stop Career Provide job seeker services to clients, Professional Existing 7/05-6/07 $2,400,000 $2,496,000 Dev't Center Operator program support and technical assistance to Services affiliate One Stop Career Center sites; coordinate business services among partners.
Comm & Econ East Bay This Housing and Community Development Professional Existing 1/05 to 12/05 $50,000 $0 Dev't Community Law Division contract is to provide free legal Services Center representation before the Rent Program and the Rent Board to low-income landlords and tenants. Comm & Econ Paul Gibson & This Housing and Community Development Professional Existing 7/05 to 6/06 $75,000 $75,000 Dev't Associates Division contract is to evaluate CDBG funded Services contracts and activities each fiscal year.
Comm & Econ TBD This Planning and Zoning Division contract will Professional New 1/05 to 1/06 $100,000 $0 Dev't provide professional services to city staff for Services completing the Development impact fee survey.
Comm & Econ Wilbur Smith This Planning and Zoning Division contract will Professional Existing 1/05 to 1/06 $140,000 Dev't Associates: provide professional services to City staff for Services planning completing the update of Oakland's Bicycle engineering, and M aster Plan and the accompanying environmental environmental review. Comm & Econ 1st American TitleResolution #77818, passed by Council on M ay Professional Existing 7-05/6-06 $14,500 $14,500 Dev't 20, 2003, authorizes the City to obtain Real Services North American Existing 7-05/6-06 $14,500 $14,500 Estate Title and Escrow Services for the two- Title year period FY 2003-05 beginning July 1, 2003 - Fidelity Title June 30, 2005 in an aggregate amount not to Existing 7-05/6-06 $14,500 $14,500 exceed $175,000. Payment for services Commonwealth Existing 7-05/6-06 $14,500 $14,500 provided are from the approved budgets of the Arthur NaverudCity departments that use these services. Real Existing 7-05/6-06 $14,500 $14,500 Estate is preparing a report and resolution to M argetta Darnellauthorize them to provide these same services Existing 7-05/6-06 $14,500 $14,500 Jim Tom during the proposed budget period FY 2005-07. Existing 7-05/6-06 $14,500 $14,500
Samuel Kushner Existing 7-05/6-06 $14,500 $14,500
Hugh Bartlett Existing 7-05/6-06 $14,500 $14,500
Yovino-Young Existing 7-05/6-06 $14,500 $14,500
Napoleon Forte Existing 7-05/6-06 $14,500 $14,500
Sandra Pike Existing 7-05/6-06 $14,500 $14,500
Cultural Arts Landscape $960 from General Fund discretionary Professional Existing 7/2005- $960 $960 M aintenance expenditures necessary to complete the Services 6/2007 Services: funding for Independent Way's services. Independent Way
D - 180 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Cultural Arts Network Support Our last contract, which was approved by Professional New 7/2005- $24,000 $26,000 Services: Rubyworx Council, recently expired and they have Services 6/2007 provided exemplary service at an unbeatable price of $65 per hour. Rubyworx is needed to maintain, modify, and upgrade museum computer network to support the "On-line M useum", a multi-year project to provide access to the museum collections database via the Internet and computer terminals in the museum. Cultural Arts Landscape M useum Visitor Services has an existing, Professional Existing 7/2005- $60,000 $60,000 M aintenance Council approved contract for landscape Services 6/2007 Services: maintenance with the Independent Way. Independent Way Museum crews are responsible for landscaping over 4 acres of unique terrain, and have less assistance due to 790 cutbacks.
Human Services M ercy Brown Bag Provide bags of groceries to low income Professional New 07/04-06/05 $22,000 $22,000 seniors twice per month. Services
Human Services First Presbyterian Partner with churches to provide transpiration Professional New 07/04-06/05 $22,500 $22,500 Ch. Of Oak. to seniors each year. Services
Human Services United Seniors of Provide exercise and nutrition programs for Professional New 07/04-06/05 $22,500 $22,500 Oakland Oakland seniors. Services
Human Services Seton Senior Center Expand senior center services to monolingual Professional New 07/04-06/05 $39,361 $39,361 Vietnamese seniors. Services
Human Services Family Bridges, Inc. Provide Information and Referral services to Professional New 07/04-06/05 $44,990 $44,990 monolingual seniors annually. Services
Human Services Ala. Co. Comm. Distribute produce at sites for pick up by low Professional New 07/04-06/05 $45,000 $45,000 Food Bank income seniors. Services
Human Services Adult Day Services Subsidize days of Adult Day Care low income Professional New 07/04-06/05 $45,000 $45,000 Network seniors annually. Services
Human Services Bay Area Provide meals 5 days per week to low income Professional New 07/04-06/05 $45,000 $45,000 Community homebound seniors. Services Services Human Services Legal Assistance Provide outreach, information and legal Professional New 07/04-06/05 $45,000 $45,000 for Seniors representation to grandparent caregivers. Services
Human Services Lifelong M edical Provide health education and outreach to low Professional New 07/04-06/05 $45,000 $45,000 Care, Inc. income seniors with chronic diseases. Services
Human Services St. M ary's Center Provide outreach to assist frail seniors to Professional New 07/04-06/05 $45,000 $45,000 remain independent. Services
Human Services Hong Lok Senior Provides social, educational, and recreational Professional Existing 07/04-06/05 $97,000 $97,000 Center services at no charge to monolingual and bi- Services lingual seniors. Human Services Fruitvale San Provides social and recreational services at Professional Existing 07/04-06/05 $200,000 $200,000 Antonio Sr. Cnt no charge. Services
Human Services People's Provide financial literacy classes. Professional New 01/05-12/05 $29,150 $29,150 Community Services Partnership Federal Credit Union (PCPFCU) Human Services Family Provide family self sufficiency support and Professional New 01/05-12/05 $50,000 $50,000 Independence activities. Services Initiative (FII)
FY 2005-07 ADOPTED POLICY BUDGET D - 181 FINANCIAL SUMMARIES
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Human Services BAY AREA Provides personal care, domestic services Professional Existing 07/04-06/05 $20,000 $20,000 COMMUNITY and respite care. Services SERVICES
Human Services LIFELINE Provides emergency response services. Professional Existing 07/04-06/05 $24,000 $24,000 Services Human Services ACCENT CARE Provides personal care, domestic services Professional Existing 07/04-06/05 $31,500 $31,500 and respite care. Services
Human Services ASIAN NETWORK Provides personal care, domestic services Professional Existing 07/04-06/05 $31,500 $31,500 and respite care. Services
Human Services COM M UNITY This is Certified Home Health Agencies and Professional Existing 07/04-06/05 $31,500 $31,500 CARE provides professional staff for home visits, Services such as Registered Nurses, LVN, Physical therapist and CAN.
Human Services M ANOS Provides personal care, domestic services Professional Existing 07/04-06/05 $31,500 $31,500 and respite care. Services
Human Services NIGHTINGALE This is Certified Home Health Agencies and Professional Existing 07/04-06/05 $31,500 $31,500 provides professional staff for home visits, Services such as Registered Nurses, LVN, Physical therapist and CAN.
Human Services SPECTRUM Provides domestic care, bathing services, Professional Existing 07/04-06/05 $35,500 $35,500 transportation, and hourly respite services to Services MSSP clients.
Human Services BAY AREA VITAL Provides emergency response services. Professional Existing 07/04-06/05 $65,000 $65,000 LINK Services
Human Services SPECTRUM Provides domestic care, bathing services, Professional Existing 07/04-06/05 $35,500 $35,500 transportation, and hourly respite services to Services MSSP clients.
Human Services BAY AREA VITAL Provides emergency response services. Professional Existing 07/04-06/05 $65,000 $65,000 LINK Services
Human Services (VAN) FRIENDLY Provides van service for paratransit riders. Professional Existing 07/04-06/05 $8,000 $8,000 TRANSPORTATIO Services N Human Services (VAN) VETERANS Provides van service for paratransit riders. Professional Existing 07/04-06/05 $10,000 $10,000 TRANSPORTATIO Services N Human Services REBUILDING Provides home accessible home Professional Existing 07/04-06/05 $15,000 $15,000 TOGETHER- improvements for paratransit riders living in Services BERKELEY Albany and Emeryville. Human Services CENTER FOR Provides home accessible home Professional Existing 07/04-06/05 $30,000 $30,000 INDEP ENDENT improvements for paratransit riders living in Services LIVING Berkeley. Human Services REBUILDING Provides home accessible home Professional Existing 07/04-06/05 $30,000 $30,000 TOGETHER- improvements for paratransit riders living in Services OAKLAND Oakland. Human Services V.I.P. Provides wheelchair lift vans for paratransit Professional Existing 07/04-06/05 $31,500 $31,500 TRANSPORTATIO riders. Services N Human Services (TAXI) VETERANS Provides cab service for paratransit riders. Professional Existing 07/04-06/05 $120,000 $120,000 TRANSPORTATIO Services N Human Services (TAXI) FRIENDLY Provides cab service for paratransit riders. Professional Existing 07/04-06/05 $133,000 $133,000 TRANSPORTATIO Services N Human Services (SHUTTLE) BAY Provides senior shuttle service. Professional Existing 07/04-06/05 $150,000 $150,000 AREA Services COMMUNITY SERVICES
D - 182 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Human Services Oakland Asian A comprehensive safety net of services for Professional Existing 07/04-06/05 $21,000 $21,000 Students youth with limited resources in the Services Educational Chinatown/Central Empowerment Zone. Services (OASES) Human Services Center for Youth Provides 21 disadvantaged Oakland youth Professional Existing 07/04-06/05 $35,000 $35,000 Development aged 15-18 with an intensive educational Services through Law program and paid internships during the summer and follow-up mentoring.
Human Services Next Step Learning Provides cost-free, individualized, innovative Professional Existing 07/04-06/05 $38,196 $38,196 Center programs in basic literacy, pre-GED instruction, Services and GED preparation.
Human Services Bay Area Outreach Provides an on-going weekly sports and Professional Existing 07/04-06/05 $40,000 $40,000 & Recreation recreation program for 25 physically disabled Services Program Oakland children and youth, ages 5-20.
Human Services North Oakland Provides daily homework help or tutoring, Professional Existing 07/04-06/05 $45,000 $45,000 Community Charter cultural enrichment, music, Spanish instruction Services School and fine art instruction for North Oakland youth. Human Services Through the Provides prevention services to low income Professional Existing 07/04-06/05 $45,000 $45,000 Looking Glass children with disability or significant medical Services issues and/or with parents and/or parenting grandparents with deafness, disabilities, or significant medical issues. Human Services Family Violence Law A violence prevention program that educates Professional Existing 07/04-06/05 $46,987 $46,987 Center middle and high school youth as well as Services parents, educators, adolescent health care providers and youth service workers about the harmful dynamics of domestic and dating violence. Human Services ARC Associates Offers classes to West Oakland youth in video Professional Existing 07/04-06/05 $50,000 $50,000 and animation production, music theory, beats, Services music history, and instrumentals with a paid internship upon completion.
Human Services Bay Area SCORES An innovative after school program offering Professional Existing 07/04-06/05 $50,000 $50,000 soccer, service-learning and literacy Services enrichment activities to be offered to children attending four elementary schools in Oakland, California. Human Services Community An exciting, innovative youth-driven, youth-led Professional Existing 07/04-06/05 $50,000 $50,000 Recovery Services, project that challenges the environmental Services dba Alcohol Policy effects of alcohol in communities. Network Human Services Dimensions Dance Community based program for Oakland youth Professional Existing 07/04-06/05 $50,000 $50,000 Theatre that provides free dance education and training Services in a variety of forms and styles taught by professional dancers, along with other support services. Human Services Eastside Arts Focused on healthy transitions to adulthood Professional Existing 07/04-06/05 $50,000 $50,000 Alliance for youth ages 15-20 who live in the Lower San Services Antonio area of Oakland. Human Services Leadership Provides low to well-performing students with Professional Existing 07/04-06/05 $50,000 $50,000 Excellence a solid curriculum in character development, Services conflict resolution, and social analysis.
Human Services Spanish Speaking Provides academic enrichment activities for Professional Existing 07/04-06/05 $50,000 $50,000 Unity Council students to make a significant impact in Services student's academic performance.
FY 2005-07 ADOPTED POLICY BUDGET D - 183 FINANCIAL SUMMARIES
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Human Services Attitudinal Healing Provide in-school and after-school Professional Existing 07/04-06/05 $50,000 $50,000 Connection programming that enhances the intellectual Services and practical skills, and emotional literacy of children and youth between the ages of 6 and 14 residing in the inner-city neighborhood of West Oakland in Alameda County. Human Services New Hope Serving the residents of the Lower San Professional Existing 07/04-06/05 $50,000 $50,000 Covenant Church Antonio District by providing support for Services children's success in schools through a preschool, tutorial program and youth organizing program.
Human Services Destiny Arts Center Empowering a diverse community of youth, Professional Existing 07/04-06/05 $52,950 $52,950 ages 3-18, through arts education and violence Services prevention in a collaborative environment that promotes peace. Human Services Alameda County Provides Health Career Training internships, Professional Existing 07/04-06/05 $58,500 $58,500 Health Care health and violence prevention education, and Services Foundation a graduate program to youth year round.
Human Services OPR-M agnet Programs designed to support deaf and hard Professional Existing 07/04-06/05 $60,000 $60,000 Inclusio n of hearing youth. Services Human Services M arcus Foster Provides the opportunity for economically Professional Existing 07/04-06/05 $67,500 $67,500 Educational Institute challenged children and youth to attend Services conferences, camps, trainings, lessons, workshops, exchange programs and more.
Human Services East Oakland An afterschool and summer program Professional Existing 07/04-06/05 $70,000 $70,000 Boxing Association developed to facilitate Oakland youth's Services success in schools by providing free tutoring, mentoring, art, theater, dance, gardening and nutrition, computer training, field trips and physical education. Human Services Pro Arts Develops youth leaders, artists, and scholars Professional Existing 07/04-06/05 $72,500 $72,500 by bringing together school teachers, Services community artists, and youth leaders to provide programming that addresses the social, cultural, and intellectual needs of our students. Human Services East Bay Asian Provides an integrated afterschool program of Professional Existing 07/04-06/05 $72,595 $72,595 Youth Center academic support, enrichment, and recreation Services to students five days a week for 150 school days. Human Services Regents of the Impacts the access to higher education and Professional Existing 07/04-06/05 $72,679 $72,679 University o f college expectations of youth in the East Services California Oakland neighborhoods surrounding the Eastmont Town Center. Human Services Leadership Provides African-American youth throughout Professional Existing 07/04-06/05 $74,771 $74,771 Excellence Oakland with comprehensive leadership Services training, educational workshops, recreation activities, counseling, and case management services. Human Services Oakland Butterfly Provides opportunity for youth to improve Professional Existing 07/04-06/05 $74,900 $74,900 and Urban Gardens academic skills, cultivate personal skills, Services develop community values and build business and jobs skills. Human Services Black Dot Artists, Participants learn a cross-section of visual art Professional Existing 07/04-06/05 $75,000 $75,000 Inc. skills that include spray can techniques, Services "graffiti" writing, traditional mural painting, and computer/digital media.
D - 184 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Human Services DiversityWorks A youth-to-youth grant making program which Professional Existing 07/04-06/05 $75,000 $75,000 awards grants to fund projects that reduce the Services incidence of youth violence involving police, improves relations between youth and Oakland business leaders, and increases the number of youth friendly venues and events sponsored by business leaders.
Human Services Oakland Kids First Provides leadership training for over 500 youth Professional Existing 07/04-06/05 $75,000 $75,000 to be engaged in advocacy that improves Services learning conditions, and wins an expanded role for student participation in decision making at Oakland's public schools. Human Services Opera Piccola Provides creative arts, youth development and Professional Existing 07/04-06/05 $75,000 $75,000 literacy strategies to help youth succeed in Services school and transition to adulthood. Human Services Pacific News Provides writing and conversation workshops Professional Existing 07/04-06/05 $75,000 $75,000 Service for youth within Juvenile Hall along with Services publication of their work, aftercare and mentoring when they leave the hall, and supportive employment. Human Services Asian Immigrant Empowering limited English speaking Chinese Professional Existing 07/04-06/05 $75,033 $75,033 Wo men's and Chinese-Vietnamese youth to bring about Services Advocates positive change in their communities.
Human Services La Clinica De La A school-linked, youth empowerment after Professional Existing 07/04-06/05 $78,000 $78,000 Raza- Youth school program that targets 602 Latino youth Services Brigade ages 11-20 living in the Fruitvale and San Antonio neighborhoods. Human Services DHS- Even Start Provides participants with on-site infant and Professional Existing 07/04-06/05 $90,000 $90,000 toddler enrichment and care, as well as on-site Services adult education and parent education instruction. Human Services Ala Costa Center A comprehensive after school program for Professional Existing 07/04-06/05 $90,000 $90,000 students with developmental disabilities, Services providing parent support, conflict resolution and interpersonal skill-building into every interaction. Human Services Global Education Offer an entrepreneurship and employment Professional Existing 07/04-06/05 $92,919 $92,919 Partnership training program to youth from low-income Services families at Castlemont, Fremont, and M cClymonds High Schools. Human Services Asian Health Program that seeks to promote a long term Professional Existing 07/04-06/05 $100,000 $100,000 Services strategy of healthy living and preventative care Services among high risk youth by assisting them in accessing health care services. Human Services Boys & Girls Clubs Provides after school tutoring, homework Professional Existing 07/04-06/05 $100,000 $100,000 of Oakland assistance, and academic enrichment services Services for 500 youths ages 6-13 from 3 club houses located in the most under served areas of Oakland. Human Services Donald P. Diverts youth from the traditional juvenile Professional Existing 07/04-06/05 $100,000 $100,000 M cCullum Youth justice system by providing rehabilitative Services Court counseling and community based service sentences to first time offenders. Human Services East Bay Agency for Provides comprehensive school based after Professional Existing 07/04-06/05 $100,000 $100,000 Children-Seqouia school programming, mental health services, Services adult education, a parent center and a medical clinic. Human Services East Bay Asian Provides an integrated afterschool program of Professional Existing 07/04-06/05 $100,000 $100,000 Youth Center academic support, enrichment, and recreation Services to students five days a week for 150 school days.
FY 2005-07 ADOPTED POLICY BUDGET D - 185 FINANCIAL SUMMARIES
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Human Services East Bay Provides tutoring, subject matter laboratories, Professional Existing 07/04-06/05 $100,000 $100,000 Conservation homework help, a drop-in recreation program, Services Corps club activities, and a variety of enrichment classes focused on youth empowerment and community service. Human Services Lincoln Child Center Leading a collaborative of other youth-focused Professional Existing 07/04-06/05 $100,000 $100,000 organizations to enrich student's lives with Services academic, cultural, and recreational opportunities. Human Services M arcus. A. Foster Provides the opportunity for economically Professional Existing 07/04-06/05 $100,000 $100,000 challenged children and youth to attend Services conferences, camps, trainings, lessons, workshops, exchange programs and more. Human Services The M entoring An intensive intervention program aimed at Professional Existing 07/04-06/05 $100,000 $100,000 Center reducing recidivism among juvenile repeat Services offenders. Human Services M useum of Addresses the needs of low-income, minority Professional Existing 07/04-06/05 $100,000 $100,000 Children's Art students who are at high risk for academic Services failure and in need of safe, supervised after- school activities. Human Services Oakland Youth Afterschool based developmentally Professional Existing 07/04-06/05 $100,000 $100,000 Chorus appropriate multicultural music education Services classes for East and West Oakland children.
Human Services Opera Piccola Provides creative arts, youth development and Professional Existing 07/04-06/05 $100,000 $100,000 literacy strategies to help youth succeed in Services school and transition to adulthood.
Human Services Project Re-Connect Facilitates consistent, positive behavior in the Professional Existing 07/04-06/05 $100,000 $100,000 home, society and school addressing the need Services of parents and children in developing strategies that prepare them for making positive life changes. Human Services YM CA of the East Provides academic support, mentoring and Professional Existing 07/04-06/05 $100,000 $100,000 Bay counseling, enrichment, and recreation five Services days a week, along with frequent weekend activities and quarterly special events.
Human Services Youth ALIVE! Provides violence prevention and intervention Professional Existing 07/04-06/05 $100,000 $100,000 programs to build healthy transitions to Services adulthood and strengthen youth leadership.
Human Services Girls, Inc. Designed to increase the literacy skills, self- Professional Existing 07/04-06/05 $105,000 $105,000 esteem and success of first and second grade Services girls, whose academic performance is below grade level and who, therefore, may be at risk of school failure. Human Services Spanish Speaking Provides academic, enrichment and recreation Professional Existing 07/04-06/05 $115,000 $115,000 Citizen's opportunities to students, focusing on those Services Foundation most in need.
Human Services Parental Stress Provides infant-parent psychotherapy and Professional Existing 07/04-06/05 $125,000 $125,000 Service, Inc. case management to children and families who Services have experienced domestic violence and/or violence within their communities.
Human Services Lincoln Child Center Leading a collaborative of other youth-focused Professional Existing 07/04-06/05 $144,000 $144,000 organizations to enrich student's lives with Services academic, cultural, and recreational opportunities. Human Services Lincoln Child Center Leading a collaborative of other youth-focused Professional Existing 07/04-06/05 $144,000 $144,000 organizations to enrich student's lives with Services academic, cultural, and recreational opportunities.
D - 186 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Human Services ACYD/Scotian Provides a self empowerment group for young Professional Existing 07/04-06/05 $150,000 $150,000 Youth Center women, a study group for young women, a Services social club for young men, a fashion design and self reflective art program, a video art and media training academy, and an academic mentoring group. Human Services East Bay Agency for Provides comprehensive school based after Professional Existing 07/04-06/05 $150,000 $150,000 Children school programming, mental health services, Services adult education, a parent center and a medical clinic. Human Services La Clinica De La Provides pregnant and parenting teens and Professional Existing 07/04-06/05 $172,136 $172,136 Raza- Teens and their children with safe opportunities, support, Services Tots and relationships with caring adults.
Human Services East Bay Asian Provides an integrated afterschool program of Professional Existing 07/04-06/05 $174,117 $174,117 Youth Center academic support, enrichment, and recreation Services to students five days a week for 150 school days. Human Services Youth Employment Provides after school employment, leadership, Professional Existing 07/04-06/05 $174,606 $174,606 Partnership, Inc. conflict resolution and personal development Services training. Human Services Asian Community Provides six Youth Leadership Organizations Professional Existing 07/04-06/05 $175,000 $175,000 M ental Health based in ethnic communities and Services Services neighborhoods throughout Oakland. Human Services Change Thru Provides outreach, intensive case Professional Existing 07/04-06/05 $175,000 $175,000 Xanthos, Inc. management, violence prevention, health Services treatment and education, mental health counseling, educational support, youth development and housing support services to Oakland's runaway/homeless youth. Human Services M elrose Leadership An extended day academic enrichment, Professional Existing 07/04-06/05 $175,000 $175,000 Academy community based arts and athletics program Services for middle school youth.
Human Services OPR-Discovery A comprehensive, after school, educational Professional Existing 07/04-06/05 $175,000 $175,000 Centers enrichment program with fun hands-on Services science, tutoring, homework help, computers, conflict resolution, woodworking, gardening, environmental science, art, music and video for low income East and West Oakland youth.
Human Services Sports4Kids Provides free tutorial and Professional Existing 07/04-06/05 $175,000 $175,000 sports/recreation/fitness programs at 22 Services underserved Oakland elementary schools.
Human Services Oakland Asian A comprehensive safety net of services for Professional Existing 07/04-06/05 $190,000 $190,000 Students youth with limited resources in the Services Educational Chinatown/Central Empowerment Zone. Services (OASES)
Human Services Oakland Asian A comprehensive safety net of services for Professional Existing 07/04-06/05 $198,000 $198,000 Students youth with limited resources in the Services Educational Chinatown/Central Empowerment Zone. Services (OASES) Human Services Bay Area A youth led grant program designed to Professional Existing 07/04-06/05 $200,000 $200,000 Community promote the individual and community Services Resources development of youth in the Oakland, California area. Human Services Community Health A youth to youth grant making and leadership Professional Existing 07/04-06/05 $200,000 $200,000 Academy development program, promotes youth Services empowerment while providing resources for positive youth-determined activities.
FY 2005-07 ADOPTED POLICY BUDGET D - 187 FINANCIAL SUMMARIES
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Human Services Oakland Youth Afterschool based developmentally Professional Existing 07/04-06/05 $200,000 $200,000 Chorus appropriate multicultural music education Services classes for East and West Oakland children.
Human Services M useum of Addresses the needs of low-income, minority Professional Existing 07/04-06/05 $205,000 $205,000 Children's Art students who are at high risk for academic Services failure and in need of safe, supervised after- school activities. Human Services East Bay Asian Provides an integrated afterschool program of Professional Existing 07/04-06/05 $211,175 $211,175 Youth Center academic support, enrichment, and recreation Services to students five days a week for 150 school days. Human Services Bay Area A youth led grant program designed to Professional Existing 07/04-06/05 $213,829 $213,829 Community promote the individual and community Services Resources development of youth in the Oakland, California area. Human Services M useum of Addresses the needs of low-income, minority Professional Existing 07/04-06/05 $215,000 $215,000 Children's Art students who are at high risk for academic Services failure and in need of safe, supervised after- school activities. Human Services YM CA of the East Provides academic support, mentoring and Professional Existing 07/04-06/05 $250,000 $250,000 Bay counseling, enrichment, and recreation five Services days a week, along with frequent weekend activities and quarterly special events.
Human Services M arcus Foster Provides the opportunity for economically Professional Existing 07/04-06/05 $250,000 $250,000 Educational Institute challenged children and youth to attend Services conferences, camps, trainings, lessons, workshops, exchange programs and more.
Human Services First Place Fund for A collaboration of nonprofit and public Professional Existing 07/04-06/05 $300,000 $300,000 Youth agencies servicing Oakland youth preparing to Services emancipate or who have recently "aged out" of the foster care system.
Human Services Native American A comprehensive culturally appropriate Professional Existing 07/04-06/05 $300,000 $300,000 Health Center continuum of care that targets Native Services American Youth and serves a broad spectrum of youth from all ethnic backgrounds.
Human Services Sexual M inority A collaborative to provide a safe space drop in Professional Existing 07/04-06/05 $300,000 $300,000 Alliance of Alameda facility to youth of color, including youth Services County focused HIV/STD education, weekly support groups, peer counseling training/services, game and movie nights, a computer lab, and weekend recreational activities. Human Services Youth Together Develops multiracial youth organizers and Professional Existing 07/04-06/05 $300,000 $300,000 engages school community allies to promote Services positive school change.
Human Services HTA Provide comprehensive program evaluation Professional Existing 08/04-07/05 $37,000 $240,000 for Project Choice. Services
Human Services The M entoring Provide pre and post release coaching and Professional Existing 07/04-06/05 $121,186 $240,000 Center support services for juvenile offenders Services returning to Oakland from California Youth Authority. Human Services Centerforce Provide pre and post release coaching and Professional Existing 07/04-06/05 $240,000 $240,000 support services to returning ex-offenders Services coming from San Quentin State Prison.
D - 188 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Human Services YWCA of Oakland Provide Senior Aides enrollees with 6 units of Professional Existing 07/05-06/06 $15,000 $15,000 college level child care training to prepare them Services for jobs in the child care field.
Human Services San Lorenzo Unified Provides and delivers nutritious lunches Professional Existing 06/04-09/04 $417,380 $417,380 School District and/or snacks M onday through Friday during Services the summer months to designated Summer Food Service Program sites.
Human Services Native American Provides comprehensive integrated Professional Existing 10/03-09/09 $999,923 $999,923 Health Center community-based mental health services for Services children, youth and their families.
Fire annual audit It is required in the Wildfire Prevention Professional New To be $10,000 $10,000 Assessment District measure -- annual audit. Services negotiated
Fire Engineering Firm This is a seasonal job that needs to be Professional Existing 1/1/2005- $13,335 $13,335 Francisco & Assoc. performed only a few times a year. Services 12 / 3 1/ 2 0 0 7
Fire Goats Grazing- Goats can eat the vegetation by the cliff and Supplies / Existing 7/1/01- $250,000 $250,000 Ecosystem area that is difficult for people to reach. Services 6/30/05 Fire Bush removal- when a parcel is in violation of the vegetation Supplies, Existing To be $832,772 $832,772 various contractor code, CEDA contracts the private contractor s Services or negotiated as needed (CC to clear the parcel on the Fire Department's Combination Williams, Arthur behave. It depends on the size and type of the Young, etc.) parcels. Individual contracts are usually under $20,000. Fire Bush removal-East the contract will include the chipping and Services Existing To be $300,000 $300,000 Bay Conservation vegetation clearing in various area. The negotiated Corp Wildfire Fire Prevention Assessment District for renewal fund is new and does not have adequate fund for heavy equipment. In addition, the vegetation clearing is a seasonal job. Finance & Employee M edical Ongoing contract to provide mandated Professional Existing 7/1/2001 to $250,000 $250,000 M anagement Services - Occupational M edical Services to City Services 6/30/2007 Concentra M edical employees. Includes pre-employment Centers physicals, drug testing, fitness-for -duty exams and retirement packet reviews. Finance & Inmate M edical Ongoing contract to provide mandated Professional Existing 7/1/2001 to $720,625 $742,240 M anagement Services - Prison medical services to individuals incarcerated at Services 6/30/2007 Health Services the Oakland City Jail.
Finance & GL Actuarial Ongoing contract to conduct an actuarial Professional Existing 7/1/2005 to $15,000 $15,000 M anagement Analysis - Unknown analysis of the expenditures incurred within the Services 6/30/2009 City's Self-Insured General Liability Program and project loss expenditures by department in upcoming years. Finance & WC Actuarial Ongoing contract to conduct an actuarial Professional Existing 7/1/2005 to $10,000 $10,000 M anagement Analysis - Unknown analysis of the expenditures incurred within the Services 6/30/2009 City's Workers' Compensation Program.
Finance & WC Claims A udit - Ongoing contract to conduct a claims Professional Existing 7/1/2005 to $15,000 $15,000 M anagement Unkno wn management audit to assess the performance Services 6/30/2009 of the City's WC Third Party Administrator.
Finance & WC TP A Services - Ongoing contract to provide claims Professional Existing 9/1/2001 to $1,812,563 $1,903,191 M anagement JT2 Integrated administration services for the City's Workers' Services 8/30/2007 Services Compensation Program. Finance & Administrative Hearing Officers - Parking citations Professional Existing 7/05-6/07 $25,000 $25,000 M anagement hearing examiners - Services Douglas Jones Jr. Finance & Administrative Hearing Officers -Parking citations Professional Existing 10/05-6/07 $25,000 $25,000 M anagement hearing examiners - Services Preston Ray
FY 2005-07 ADOPTED POLICY BUDGET D - 189 FINANCIAL SUMMARIES
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Finance & Global AtRoad provides position & location Professional Existing $15,828 $15,828 M anagement positioning/At Road information about enforcement vehicles. The Services system is very vital to the Parking Division, as it keeps the employees and management in contact. This service could not be provided in house. Finance & BRINKS/MABI Armored Carrier picks up the bank deposits for Professional Existing $25,735 $25,735 M anagement LABEL CO./ and the Parking Citation Assistance Center Services Crystal Data (PCAC) and Parking M eter Collections. M abi Label Company prints Residential Parking Permits; Crystal Data provides maintenance service for the copy machines and also pro
Finance & Coin counting Parking coin counting machines count coins Supplies, Existing $30,272 $30,272 M anagement machine service on a daily basis. In order to keep them Services or /Cummins Allsion & functional at all times, these machines need Combination M oney Systems regular maintenance.
Finance & Meter Mechanisms, Aging Parking M eters need to be replaced with Supplies, Existing $232,043 $232,043 M anagement posts and efficient mechanisms, posts and doors. Services or doors/Mackay Combination Meters Finance & Citation Processing Inglewood processes all citations, inputs Professional Existing $769,980 $769,980 M anagement System / citations into the Parking Ticket System Services INGLEWOOD (PTS), sends out parking citation notices and performs collections from Franchise Tax Board (FTB) and DM V. Finance & Tech Support for Essential business application used for Supplies, New 9/05-9/06 $6,000 $6,800 M anagement testing software - tracking of all applicants and examines and test Services or Sigma Data data related to City employment. Technical Combination Systems supports is necessary to assist analysts and support staff when Finance & On-line recruitment Outside professional recruitment website; Supplies, New 7/05-06/06 $8,700 $8,700 M anagement ads - Hotjobs internet recruiting is one of the strongest Services or methods of advertising for jobs appealing to Combination local, state and national applicants
Finance & Geoff Rothman Salary Survey for Executive M anagement Professional New 2/06-5/06 $16,000 $0 M anagement classifications per City Council Services
Finance & Geoff Rothman Salary survey and classification review for Professional New 7/05-11/05 $50,000 $0 M anagement Accounting related classifications to reduce Services the number of classes and allocate positions based upon duties. Due to multiple reorganizations in the City over the past fourteen years, positions are now skewed with various levels handling the same duties and responsibilities. Finance & Geoff Rothman Labor Negotiation/ research for FIRE & Police Professional New 7/05-6/07 $30,000 $0 M anagement contracts. Services Finance & Computer Insights - Consultant delivers training classes on over 13 Professional Existing 7/05-06/07 $20,000 $20,000 M anagement various - training different topics as part of the ongoing Citywide Services classes on different Training program topics Finance & Computer Labs - Service warranty on existing computer training Supplies, New $35,000 M anagement Upgrade machines labs (2) will expire. ITD Director recommends Services or upgrading all machines in both labs so that Combination Oracle, budget programs, and other ongoing training programs
D - 190 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Finance & License agreement City's previous mandated Prevention of Supplies, New $60,000 M anagement for mandatory Workplace Harassment online training Services or Harassment program has expired. State law requires Combination Prevention training refreshers/updates every 2 years. An RFP and contract will be needed. Finance & Bottom Line Software maintenance for the printing of Supplies, Existing 7/1/05- $ 11, 2 0 0 $ 12 , 9 0 0 M anagement paychecks Services or 6/30/07 Combination Finance & Applied Innovation Help Desk Software maintenance Supplies, Existing 7/26/05- $ 8,100 $ 8,100 M anagement Services or 7/26/07 Combination Finance & ASAP Software M icrosoft Enterprise License Annual Renewal Supplies, Existing 7/1/05- $65,000 $65,000 M anagement Services or 6/30/07 Combination Finance & AVAYA Octel Voice M ail Annual M aintenance Supplies, Existing 7/30/05- $40,000 $40,000 M anagement Services or 7/30/07 Combination Finance & Ciphertrust SPAM filter software maintenance Supplies, Existing 7/1/05- $25,000 $25,000 M anagement Services or 6/30/07 Combination Finance & Compuware Network M onitoring Tools software Supplies, Existing 7/1/05-7/1/07 $7,000 $7,000 M anagement maintenance Services or Combination Finance & DLT Software maintenance for "Quest Tools", Supplies, Existing 5/15/06- $21,500 $21,500 M anagement software used for monitoring and controlling Services or 5/15/07 the oracle domains Combination Finance & Iron M ountain Pickup, delivery, storage costs. The total cost Supplies, Existing 8/15/05- $ 8,000 $ 8,000 M anagement of offsite storage and protection of copies of Services or 8/15/07 data tapes Combination Finance & Liebert M aintenance cost of existing UPS System Supplies, Existing 4/24/06- $ 11, 0 0 0 $ 11, 0 0 0 M anagement Services or 4/24/07 Combination Finance & Net IQ Corporation Renewal of Software product that contain Supplies, Existing 9/1/05-9/1/07 $17,000 $17,500 M anagement comprehensive compilation of information Services or security resources Combination Finance & Network D LANDesk Patch M anager maintenance Supplies / Existing 11/16/05- $20,000 $22,000 M anagement Services 11/ 16 / 0 7 Finance & Symantec Antivirus Symantec Antivirus license renewal Supplies / Existing 10/15/05- $50,000 $50,000 M anagement Services 10/15/07 Finance & Veritas Annual maintenance for software used to Supplies / Existing 3/2/06-3/2/07 $12,000 $12,500 M anagement back up data to tape and Services Finance & Vertex Annual maintenance for software used for tax Supplies / Existing 8/1/05- $ 9,000 $ 9,900 M anagement calculations Services 7/30/07 Finance & SUN hardware maintenance for F3500, v880, L180 Supplies / New 7/1/05- $93,750 M anagement pieces of equipment. Services 6/30/09 Finance & Unknown Auditing Services as required by the City Professional Existing 7/05-6/07 $603,000 $603,000 M anagement Charter Services Finance & Unknown Auditing Services as required by the City Professional Existing 7/05-6/07 included above included above M anagement Charter Services Finance & Unknown Auditing Services as required by the City Professional Existing 7/05-6/07 included above included above M anagement Charter Services Finance & Laser Performance Service contract for payroll printers Professional Existing 7/05-6/07 $18,000 $18,000 M anagement Products Services Finance & Laser Performance Service contract for check sealer, printers and Professional Existing 7/05-6/07 included above included above M anagement Products other equipment Services Finance & DM G, M aximus Prepare reimbursement requests to the State Professional Existing 7/05-6/07 $19,000 $19,000 M anagement of California for state mandated -costs Services
FY 2005-07 ADOPTED POLICY BUDGET D - 191 FINANCIAL SUMMARIES
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Finance & Uknown Auditing Services as required by M easure Y Professional New 7/05-6/07 $30,000 $30,000 M anagement Services Finance & Professional Serve subpoenas to taxpayers for court and Professional Existing $33,000 $33,000 M anagement Process Services locate taxpayer. Services
Finance & Hinderliter, Prepares sales tax trends, identifies key Professional Existing 8/1/04- $137,000 $98,300 M anagement DeLlanas & revenue-producing businesses, provides Services 3/31/07 Associates legislative information and reallocates approximately $300,000 in annual sales tax revenues from other jurisdictions. Finance & Alameda County Joint venture with Alameda County for Professional Existing ongoing $130,736 $130,736 M anagement electronic data sharing and document Services transfers. Finance & Armored car Daily, secure transport of cash receipts from Supplies, Existing 8/04- $5,343 $5,343 M anagement delivery City offices to bank vault Services or service/Brinks Combination Finance & Custody/safekeepin Safekeeping and custodial services for City's Supplies, Existing 5/99-5/05 $25,000 $25,000 M anagement g services/ Wells securities Services or Fargo Combination Finance & Banking Banking depository and related services for Supplies, Existing 5/99-5/05 $275,000 $275,000 M anagement services/Bank of Citywide revenues Services or America Combination Finance & Assessment district Delinquency management and foreclosure Supplies, Existing 7/04-6/05 $9,000 $9,500 M anagement delinquency services for City's land-based special Services or mgmt./NBS assessment districts (Funds 6520, 6530, 6540, Combination 6554, 6556, 6558, 6562, 6570, 6580, 6585)
Finance & Assessment district Record-keeping and tax-roll preparation for Supplies, Existing 7/04-6/05 $14,500 $15,000 M anagement administration/NBS City's land-based special assessment districts Services or (Funds 6520, 6530, 6540, 6554, 6556, 6558, Combination 6562, 6570, 6580, 6585)
Police Hazardous Provides for the disposal and removal of Supplies, Existing 07/05-06/07 $5,000 $5,000 M aterials Disposal - hazardous by-products of the film Services or Safety Kleen, Inc. development process, as required as a Combination hazardous material mitigation measure. Police Hazardous Provides for the disposal and removal of Supplies, Existing 07/05-06/07 $5,000 $5,000 M aterials Disposal - biohazard waste produced by the Criminalistics Services or Stericycle Division's laboratory. Combination Police FT Infra-red Provides for the service and maintenance of Supplies, Existing 07/05-06/07 $5,000 $5,000 Spectrophotometer the FT Infra-red Spectrophotometer . Services or M aintenance - Combination Thermo Electron Scientific Corp. Police Ultra-violet Provides for the service and maintenance of Supplies, Existing 07/05-06/07 $5,000 $5,000 Spectrophotometer the Ultra-violet Spectrophotometer. Services or M aintenance - Combination Perkin-Elmer Police Pipettors Provides for the service and recalibration of Supplies, Existing 07/05-06/07 $5,000 $5,000 M aintenance - Pipettors. Services or Rainin Combination Police Thermometer Provides for the service and recalibration of Supplies, Existing 07/05-06/07 $5,000 $5,000 M aintenance - temperature control devices. Services or ERTCO Combination Police M otorcycle Radio Provides for the purchase and repair of Supplies, Existing 07/05-06/07 $5,000 $5,000 Communications motorcycle radio communications equipment. Services or Equipment Repair - Combination Setcom Police Blood Alcohol Provides for the purchase and repair of blood Supplies, Existing 07/05-06/07 $5,000 $5,000 Testing Equipment alcohol testing equipment and preliminary Services or Repair - alcohol screening devices. Combination Into ximeters
D - 192 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Police Hazardous Provides for the disposal of kitchen grease Supplies, Existing 07/05-06/07 $5,398 $5,830 M aterials Disposal - and cooking oils mandated by the California Services or Darling Co. Uniform Retail Food Facilities Law and the Combination California Code of Regulations, Title 15, Article 11, Section 1245. Police Skip Tracing Data - Provides for the access to a web-based Professional Existing 07/05-06/07 $5,600 $5,600 M erlin Info Systems database providing personal information to Services assist investigations. Police Secure Storage Provides for the secure storage of all Professional Existing 07/05-06/07 $6,000 $6,500 Facility Rental - Iron homicide investigation files. Services M ountain Police Software Provides for the maintenance of software Professional Existing 07/05-06/07 $6,800 $6,800 M aintenance - AC utilized by the animal shelter. Services Soft Police Camera Repair Provides for the repair of cameras for crime Supplies, Existing 07/05-06/07 $10,000 $10,000 Services - Sarber's scenes, the Identification Section and the Services or Cameras photo lab. Combination
Police Photo Processor Provides for the service, maintenance and Supplies, Existing 07/05-06/07 $10,000 $10,000 M aintenance- supplies of the Noritsu photo processor to Services or Noritsu American develop crime scene photos. Combination Corp. Police M icrofilm Reader Provides for the maintenance of the microfilm Supplies, Existing 07/05-06/07 $10,000 $10,000 M aintenance - reader and supplies, thereby, allowing agency to Services or IKON, Inc. retrieve archived records and provide Combination mandated information to courts, public, agency members and outside agencies.
Police Pronet Tracking Provides for the purchase of pronet tracing Supplies, Existing 07/05-06/07 $10,540 $10,540 Devices - To be devices, used to reduce bank and other Services or determined commercial robberies and to apprehend Combination suspects committing these crimes. Police Copier Services - Provides for copy machine leases, Supplies, Existing 07/05-06/06 $11,500 $0 NewCal maintenance and supplies. Services or Combination Police Afaria Wireless Provides support for the Afaria Wireless Supplies, Existing 07/05-06/07 $12,000 $12,000 Software Software. Services or M aintenance - Combination XcelleNet / Sybase Police Alameda County Provides for the licensing to access the Professional Existing 07/05-06/07 $12,827 $11,600 Assessor's Data - Alameda County Assessor's data. Services First American Solutions Police Boarding Services - Provides for boarding of M ounted Unit's Supplies, Existing 07/05-06/07 $14,000 $14,000 Piedmont Stables horses. Services or Combination Police PC More Hits Provides for the service and maintenance of Supplies, Existing 07/05-06/07 $14,999 $14,999 Digital the PC M ore Hits Digital Enhancement Services or Enhancement Instrument. Combination Instrument M aintenance - Foray Police Capillary Provides for the service and maintenance of Supplies, Existing 07/05-06/07 $14,999 $14,999 Electrophoresis two Capillary Electrophoresis Genetic (DNA) Services or Genetic Analyzer A nalyzers. Combination M aintenance - Applied Biosystems
Police Canine Board & Provides for the care of the Airport Police Professional Existing 07/05-06/06 $15,000 $15,000 Care Services - Section Explosive Detection Canines in Services Tyson Kennels accordance with the Federal Transportation Security Administration's requirements.
FY 2005-07 ADOPTED POLICY BUDGET D - 193 FINANCIAL SUMMARIES
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Police Bio-hazardous Provides for the purchase of bio-hazard safety Supplies, Existing 07/05-06/07 $15,000 $16,000 Containers - Lab containers for hypodermic needles and Services or Mark Safety syringes to protect from biohazards including Combination Distributors HIV and Hepatitis. Police Shredding Service - Provides for the shredding of documents of a Supplies, Existing 07/05-06/07 $17,000 $17,000 Automatic confidential nature. Services or Response Combination Police Cold Storage Provides for the cold storage of all evidence Supplies, Existing 07/05-06/07 $17,500 $19,000 Services - containing DNA, which must be stored for the Services or Schaefer's Cold term of incarceration of suspects; for 7+ years Combination Storage for sexual assaults, homicides or where a suspect has not been identified.
Police Mobile Data Provides for the repair of mobile data Supplies, Existing 07/05-06/07 $18,315 $20,150 Computer Display computer displays, which provide officers with Services or Repair - Litton information, in police vehicles. Combination
Police Gas Provides for the service and maintenance of Supplies, Existing 07/05-06/07 $20,000 $20,000 Chromatographs/M the three Gas Chromatographs/M ass Services or ass Spectrometers Spectrometers. Combination M aintenance - Full Spectrum Instruments Police Emergency Provides for emergency veterinary care for Professional Existing 07/05-06/07 $20,947 $20,947 Veterinary Services - animals housed in the animal shelter. Services Bay Area Pet Hospital Police Hay & Feed Supplies Provides hay and feed for M ounted Unit's Supplies, Existing 07/05-06/07 $21,000 $21,000 - Vista M adera Feed horses. Services or & Tack/Concord Combination Feed
Police Drug & Alcohol Provides for drug and alcohol testing services Supplies, Existing 07/05-06/06 $22,839 $22,839 Testing Services - for blood and urine samples taken as evidence Services or National M edical in narcotics and DUI arrests. Combination Services Police Disposal Services - Provides for the disposal of deceased Professional Existing 07/05-06/07 $24,480 $24,480 Koefran animals. Services Police Wireless Network Provides for the maintenance of the wireless Supplies, Existing 07/05-06/07 $24,570 $27,025 M aintenance - network serving 220 vehicles and 40 Services or PADCOM motorcycles. Combination Police Temporary Services Provides temporary cooking staff to maintain Supplies, Existing 07/05-06/07 $27,000 $29,160 - HM M anagement appropriate kitchen staffing levels. Services or Corp. Combination Police Telephone Services - Provides for cellular telephone service. Supplies, Existing 07/05-06/07 $28,000 $28,000 AT&T Services or Combination Police Telephone Services - Provides for cellular telephone service. Supplies, Existing 07/05-06/07 $28,000 $28,000 Verizon Services or Combination Police Pager Services - Provides for pager service. Supplies, Existing 07/05-06/07 $28,000 $28,000 Skytel/Arch Services or Wireless Combination Police Veterinary Supplies - Provides for the purchase of veterinary Supplies, Existing 07/05-06/07 $28,000 $28,000 To be determined supplies for animals housed in the animal Services or shelter. Combination Police Laundry Services - Provides billeted inmates with clean linens and Supplies, Existing 07/05-06/07 $30,000 $31,200 Laundry Express beddings mandated by the California Code of Services or Regulations, Title 15, Article 13, Sections 1270 - Combination 12 7 1.
D - 194 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Police Transcription Provides for the transcription of statements Professional New 07/05-06/07 $31,500 $31,500 Services - To be taken during internal investigations required by Services determined the court-mandated Negotiated Settlement Agreement. Police Physical Fitness Provides for M OU-mandated physical fitness Professional Existing 07/05-06/07 $33,000 $36,300 Assessments - assessments for members. Services Sutter Health Services Police Cellular Digital Provides for the support of wireless IP Supplies, Existing 07/05-06/07 $33,600 $37,000 Packet Data services. Services or Support - Verizon Combination Police Helicopter Fuel - Provides for the purchase of fuel for the Supplies, Existing 07/05-06/06 $37,804 $37,804 Swissport helicopters. Services or Combination Police Food Supplies -Pet Provides for the purchase of food for animals Supplies, Existing 07/05-06/07 $38,000 $38,000 Food Express housed in the animal shelter. Services or Combination Police Technical Support - Provides technical support for mobile wide Supplies, Existing 07/05-06/07 $40,000 $40,000 Motorola area coverage from antennas located at PAB. Services or Combination Police Personnel Provides for the maintenance of the M otorola Supplies, New 07/05-06/07 $42,000 $45,000 Information System (Chrisnet) Personnel Information Services or M aintenance - To M anagement System (PIM S), which is Combination be determined mandated by the Settlement Agreement.
Police Laboratory Supplies - Provides for purchase of general laboratory Supplies, Existing 07/05-06/07 $49,999 $49,999 VWR supplies. Services or Combination Police Vehicle Rental Provides for the rental of vehicles for the Supplies, Existing 07/05-06/07 $50,000 $50,000 Service - Auto Violence Reduction Program. Services or Wo rld Combination Police Vehicle Provides for vehicle identification service. Professional New 07/05-06/07 $55,000 $55,000 Identification Services Service - National Insurance Crime Bureau Police Office Supplies - Provides for the purchase of paper and toner Supplies, Existing 07/05-06/07 $65,000 $65,000 Give Something cartridges. Services or Back Combination Police Counseling and Provides for M OU-mandated counseling and Professional Existing 07/05-06/07 $71,500 $78,650 Referral Services - referral services for members. Services M anaged Health Network Police Promotional Provides career promotional testing and Professional New 07/05-06/07 $75,000 $50,000 Testing - To be examinations 3 times annually. Services determined Police Translation Provides for 911 translation services. Professional Existing 07/05-06/07 $75,000 $75,000 Services - Language Services Line Police Vehicle Rental Provides for undercover vehicles used for Supplies, Existing 07/05-06/07 $75,000 $75,000 Service - Enterprise narcotics and surveillance operations. Services or Rent-A-Car Combination Police Sexual Assault Provides for the processing of adult rape Professional Existing 07/05-06/07 $80,000 $80,000 Exams - Children's examination kits. Services Hospital
FY 2005-07 ADOPTED POLICY BUDGET D - 195 FINANCIAL SUMMARIES
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Police Imaging Services - Provides the ability to convert hardcopy Supplies, Existing 07/05-06/07 $80,000 $80,000 Accu-Image reports to digital images for storage and more Services or efficient distribution. The increase in funding is Combination required to convert a full year's reports from hardcopy to digital records. Increase in funding will enable the agency to meet existing mandates to provide reports in response to subpoenas and public records request in a timely manner.
Police Copier Services - Provides for copy machine leases, Supplies, Existing 07/05-06/07 $97,061 $97,061 Oce Corporation maintenance and supplies. Necessary to meet Services or the myriad of mandates to provide information Combination to the courts, public, agency members and outside agencies. Police Sexual Assault Provides for the processing of adult rape Professional Existing 07/05-06/07 $100,000 $100,000 Exams - Highland examination kits. Services Hospital Police Reagents / Supplies - Provides for provision of DNA typing kits and Supplies, Existing 07/05-06/07 $100,000 $100,000 Applied Biosystems reagents for DNA analysis. Services or Combination Police Telephone Services - Provides for cellular telephone service. Supplies, Existing 07/05-06/07 $120,000 $120,000 Nextel Services or Combination Police Arrestee Provides for the receiving and processing of Professional Existing 07/05-06/07 $134,000 $134,000 Processing agency arrestees who cannot be housed at the Services Overflow - Alameda jail. County Sheriff's Office Police Helicopter Provides for the maintenance and repair of the Supplies, Existing 07/05-06/06 $250,000 $250,000 M aintenance helicopters. Services or Services - Big Valley Combination A viatio n, Inc. Police Office Supplies - Provides for the purchase of general office Supplies, Existing 07/05-06/07 $280,000 $280,000 Corporate Express supplies. Services or Combination Police Fingerprint Provides for access to fingerprint Supplies, Existing 07/05-06/07 $300,000 $325,000 Identification identification database (CAL ID), which is Services or Database - CAL ID utilized by the Jail Division to identify arrestees Combination and by Criminalistics Division to search and identify latent prints from crime scenes and objects. Police Food Supplies - Provides food supplies mandated by the Supplies, Existing 07/05-06/07 $356,238 $370,487 Compass Group California Code of Regulations 15, Article 11 Services or USA Sections 1240 - 1242. Combination Police Telephone Services - Provides for land-line telephone service. Supplies, Existing 07/05-06/07 $400,000 $400,000 SBC Services or Combination Police Independent Provides for the agreement for independent Professional Existing 07/03-07/08 $1,012,130 $1,137,130 M onitoring Services monitoring services per the Negotiated Services - Relman & Settlement Agreement. Associates Police Counseling Provides for four on-site domestic violence Professional Existing 07/05-06/07 $400,000 $450,000 Services - Family advocates to provide counseling services to Services Violence Law Ctr. victims of domestic violence. Previous funding has expired and DHS may pick up cost through its M easure Y spending plan.
Police Dictaphone Provides for the maintenance of Dictaphone Supplies, Existing 07/05-06/07 $7,385 $8,880 Freedom Freedom recorders and computer using Services or M aintenance/Upgra residual funds from State ECO, pursuant to Combination de - Dictaphone Resolution No. 79004. Corp.
D - 196 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Police Computer Supplies - Provides for the purchase 36 17" LCD Supplies, New 07/05-06/06 $31,320 $0 To be determined monitors compatible with Printak CAD System Services or for use in the Call Taker Unit and other CAD Combination positions in the 9-1-1 Center in compliance with OSHA mandate using residual funds from State ECO, pursuant to Resolution No. 79004.
Police Computer Supplies - Provides for the purchase 20 Compaq Supplies, New 07/05-06/06 $39,150 $0 To be determined desktop computers to be used with Printrak Services or CAD system using residual funds from State Combination ECO, pursuant to Resolution No. 79004.
Police Computer Supplies - Provides for the purchase 46 19" LCD Supplies, New 07/05-06/06 $50,025 $0 To be determined monitors compatible with Printak CAD System Services or for use by CAD dispatch in the 9-1-1 Center in Combination compliance with OSHA mandate using residual funds from State ECO, pursuant to Resolution No. 79004. Police 9-1-1 Equipment Provides for the upgrade, replace and maintain Supplies, New 07/05-06/06 $576,240 $0 Upgrade - SBC components of the M 1 Automated Call Services or Distributor, Plant VESTA 9-1-1 IWS, iNOVA Combination reader boards and software associated with said equipment using California 9-1-1 Emergency Communication's Office grant pursuant to Resolution No. 79004. Police Fingerprint Provides for fingerprint verification of recruits Professional Existing 07/05-06/07 $6,000 $6,600 Verification during background process. Services Services - CA Department of Justice Police Credit Check Provides for credit check of recruits during Professional Existing 07/05-06/07 $6,000 $6,600 Services - Equifax background process. Services Police Range Rental - Provides for the bi-annual qualification shoots Professional New 07/05-06/07 $6,000 $8,400 Davis Street Range so that members achieve and maintain Services proficiency in the use of firearms, which is mandated by General Order B-12. Police Range Rental - Provides for training in firearms during the Professional New 07/05-06/07 $7,020 $9,828 Concord Police Basic and Lateral Academy pursuant to POST Services Officer's mandate 1081(a)(1). Association Range Police Badges - Ed Jones Provides for the purchase, replace and Supplies, Existing 07/05-06/07 $15,000 $15,000 Co. refurbish badges. Services or Combination Police Testing Services - Provides for written testing services, including Professional Existing 07/05-06/07 $15,400 $16,940 To be determined testing supplies, score determination and Services proctors) for officers and dispatchers.
Police Hand-held Radios - Provides for the purchase of 63 M otorola Supplies, New 07/05-06/07 $20,500 $20,500 To be determined Jaguar radios. Services or Combination Police M .O.U. M andated Provides for the purchase of firearms required Supplies, New 07/05-06/07 $30,000 $51,000 Firearms - LC by M OU. Services or Action Combination Police Psychological Provides multi-phase psychological testing of Professional Existing 07/05-06/07 $86,900 $95,590 Testing - Johnson, all applicants seeking employment. Services Roberts & Assoc. Police In-Vehicle Provides for the purchase of M otorola Jaguar Supplies, New 07/05-06/07 $120,064 $120,064 Computers - To be hand-held radios. Services or determined Combination Police M .O.U. M andated Provides for the purchase of firearms, Supplies, Existing 07/05-06/07 $400,000 $560,000 Equipment - ammunition, targets, pepper spray and safety Services or Adamson Industries equipment required by M OU for POST Combination mandated training.
FY 2005-07 ADOPTED POLICY BUDGET D - 197 FINANCIAL SUMMARIES
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Public Works Graphic Artist Graphic artist will develop new outreach/public Professional New 7/05-6/07 $50,000 $50,000 information materials, print and web, to Services promote waste diversion and other environmental programs. Products to be determined. Public Works East Bay Recycling internship (job training for at-risk Supplies, Existing 8/03-7/05 $290,000 $290,000 Conservation youth) to support of Recycling Hotline. Option Services or Corps for two one-year extensions. Contract covers Combination several other projects, and some have been discontinued. Public Works Waste M anagement Residential recycling collection. Supplies, Existing 1/05-12/12 N/A N/A of Alameda County Services or Combination Public Works California Waste Residential recycling collection. Supplies, Existing 1/05-12/12 N/A N/A Solutions Services or Combination Public Works Litter Removal and Team Oakland is a youth employment and Supplies, Existing Jul03-Jul05 $250,000 $250,000 Beautification environmental education program for youth 15- Services or Provided by Team 25 years old. The goals are to: 1) clean, green Combination Oakland and beautify the City; 2) provide youth employment opportunities; 3) impart employability and leadership skills to youth; 4) raise the environmental awareness of youth. Keep Oakland Beautiful (KOB) Unit of the Public Works Agency oversees the program to ensure that youth focus on appropriate cleanup and beautification efforts.
Public Works On-call engineering M isc. engineering studies required for planning Professional New 7/1/05- $50,000 $50,000 for parking lots of future parking lots. Services 6/30/07 Public Works Business Technical Consultant will recruit new businesses into the Professional New 7/05-6/07 $50,000 $50,000 Assistance Small Business Recycling Program described Services in the City's residential recycling contracts, and will solicit businesses into the open-market food scraps diversion services. Consultant services may include training and other technical assistance to Oakland businesses, and input on related promotional materials. This contract will be a critical component to increasing waste diversion in the commercial sector and making progress toward the Council's 75% diversion goal.
Public Works LED Traffic Signal LED Traffic Signal M odules, Advanced Traffic Supplies, Existing M AR 04 - $50,000 $50,000 M odules, Advanced Products, Inc. - All pedestrian and vehicular Services or FEB 05 Traffic Products, Inc traffic signal indications utilize CALTRANS Combination Requires approved LED modules for energy contract conservation, except for the programmed extension visibility indications. Electrical uses this term or new contract for the continuous operation and contract. maintenance of the pedestrian and vehicular indications at the 671 traffic signalized intersections. In addition, if the CIP for LED Replacements is funded, this term contract is necessary to supply the LED modules. The City has utilized existing CALTRANS contracts and terms for this contract.
D - 198 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Public Works LED Pedestrian LED Pedestrian M odules, Jam Services - All Supplies, Existing FEB 04 - $70,000 $70,000 Signal pedestrian and vehicular traffic signal Services or FEB 05 Jam Services indications utilize CALTRANS approved LED Combination Requires modules for energy conservation. Electrical contract uses this term contract for the continuous extension operation and maintenance of the pedestrian or new indications at the 671 traffic signalized co ntract. intersections. In addition, if the CIP for LED Replacements is funded, this term contract is necessary to supply the Pedestrian LED modules. Public Works Video Detectors, Video Dection Equipment, Synchronex, Iteris - Supplies, Existing JAN 04 - $100,000 $100,000 Synchronex, Iteris The City has standardized on the use of Iteris Services or JAN 05 video equipment for vehicular detection at Combination Requires actuated traffic signal intersections. There are contract over 123 video detection cameras currently extension installed at traffic signalized intersections. If or new CIP for Loop Detection is funded, this contract contract. is necessary to supply the video detection equipment for in-pavement loop detection replacements or modifications. The City has utilized existing CALTRANS contracts and terms for this contract.
Public Works Traffic Signal Traffic SignalControllers, Dynamic Traffic Supplies, Existing M AR 04 - $100,000 $100,000 Controllers, Signal Systems, Inc. - The City has Services or MAR 05 Dynamic Traffic standardized on the use of Type 170 traffic Combination Requires Systems Inc. signal controllers at actuated traffic signalized contract intersections. If CIP for Traffic Signal extension or Controller Replacement is funded, this new contract. contract is necessary to supply the Type 170 traffic signal controllers for replacements and modifications. The City has utilized existing CALTRANS contracts and terms for this contract. Public Works Traffic Signal Traffic Signal Controller Cabinets, M cCain Supplies, Existing APR 04 - $100,000 $100,000 Controller Cabinets, Traffic Supply - The City has standardized on Services or FEB 06 McCain Traffic the use of Type 332 and 336 actuated traffic Combination Requires Supply signal controller cabinets to house the Type contract 170 traffic signal controllers. If the CIP for extension or Traffic Signal Controller Replacement and new contract. Traffic Signal Capital Replacement is funded, this contract is necessary to supply the cabinets to house the traffic signal controllers. The City has utilized existing CALTRANS contracts and terms for this contract.
Public Works On-call engineering M isc. engineering services for Professional New 7/1/05- $30,000 $30,000 services for street street/transportation projects. Services 6/30/07 projects
Public Works M iscellaneous Services for past restoration project Professional Existing 7/05 - 6/07 $150,000 $150,000 Landscaping and adjustments (usually for first five years after Services technical services project installation)
Public Works On-call construction Misc. contract services for Project Delivery. Professional New 7/1/05- $25,000 $25,000 services for CIP Services 6/30/07 projects
Public Works On-call construction Misc. contract services for sewer projects. Professional New 7/1/05- $30,000 $30,000 services for sewer Services 6/30/07 projects
FY 2005-07 ADOPTED POLICY BUDGET D - 199 FINANCIAL SUMMARIES
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Public Works On-Call Pump On-Call Sewer Pump Station Repair - Sewer Supplies, Existing Jan 05 - June $48,500 $48,500 Station Repair M aintenance uses a term contract for on-call Services or 07 Requires maintenance and repair of sewer pump Combination new contract stations. Public Works On-Call Sewer On-Call Sewer Repair - Sewer M aintenance is Supplies, New July 05 - June $75,000 $75,000 Repair requesting a new term contract to mitigate Services or 07 Requires urgent or emergency sewer breaks, backups Combination new contract and overflow incidents requiring bi-pass pumping equipment to keep sewer line operational until emergency repair contractor can respond to incident. Public Works on-call engineering M isc. engineering services for Sanitary Sewer Professional New 7/1/05- $92,447 $92,447 services for sewer Services. Services 6/30/07 wo rk. Public Works Sewer Line Root Sewer Line Root Foaming, Duke's Root Supplies, Existing Jan 05 - Dec $223,000 $224,000 Foaming, Duke's Control, Inc. - Current two-year sole source Services or 06 Root Control, Inc. contract to continue City's Root Foaming Combination Program for calendar year 2005-06. Council approved on Dec. 21, 2004 a contract for a Not- To-Exceed amount of $447,000;contract anticipated to be executed in February 2005. Root foaming will mitigate sewer blockages/overflows caused by tree root intrusion into sewer pipes and comply with EPA order to reduce number of sewer overflows. Public Works Sewer Line Root Sewer Line Root Foaming - This term contract Supplies, Existing Jan 07 - Dec $0 $224,000 Foaming will continue City's Root Foaming Program for Services or 07 Requires calendar year 2007. Root foaming will mitigate Combination contract sewer blockages/overflows caused by tree extension or root intrusion into sewer pipes and comply with new contract EPA order to reduce number of sewer overflows.
Public Works M iscellaneous Lab Necessary in order to implement illicit Professional New 7/05 - 6/07 $150,000 $150,000 and water quality discharge and watershed monitoring program Services monitoring in accordance with NPDES permit Public Works Clean Lake Needed in order to help City meet mandated Professional New 7/05 - 6/07 $150,000 $150,000 Contract State and Federal regulations to improve Lake Services M erritt water quality Public Works Industrial and Expanded needs to help meet newly mandated Professional New 7/05 - 6/07 $150,000 $150,000 Commercial inspection program requirements Services Inspection Program Public Works State Permit Fees M andated Clean Water State Permit fees Supplies, Existing 7/05 - 6/07 $30,000 $30,000 (increase From $10,000 to $30,000 in the last Services or two years due to State budget changes) Combination Public Works Specialty Truck Heavy-duty truck & construction equipment Supplies, Existing 7/04-7/05 $5,000 $5,000 Parts, Inc. transmission, power steering unit, driveline Services or parts , maintenance, and repair Combination Public Works Allied Trailer Supply Recreation vechicle accessory parts, Supplies, Existing 10/04-10/05 $6,000 $6,000 Stores maintenance, and repair Services or Combination Public Works Automotive New/recycled antifreeze and removal of used Supplies, Existing 1/04-1/05 $7,000 $7,000 Environmental antifreeze Services or Services Corp Combination Public Works Crime Scene Clean interior of police vehicles of blood, etc. Supplies, Existing 7/04-7/05 $7,000 $7,000 Cleaners Services or Combination Public Works Peninsula Color Body Shop supplies Supplies, Existing 7/04-7/05 $7,000 $7,000 (Banner) Services or Combination
D - 200 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Public Works West Coast Wire Provides wire rope, pully, rigging parts, and Supplies, Existing 7/04-7/05 $8,000 $8,000 Rope & Rigging repair Services or Combination Public Works Cromer/East Bay M ower, tractor, forklift maintenance, repair, Supplies, Existing 7/04-7/05 $10,000 $10,000 Clarklift, Inc. and parts Services or Combination Public Works Fischer Industrial Provides airless spray gun maintenance, repair, Supplies, Existing 7/04-7/05 $10,000 $10,000 Finishing Systems, and parts Services or Inc. Combination Public Works H. V. Carter Provides Jacobsen parts, maintenance, and Supplies, Existing 4/04-4/05 $10,000 $10,000 repair Services or Combination Public Works M elrose Ford Provides parts and repair not covered under Supplies, Existing 11/04-11/05 $10,000 $10,000 warranty Services or Combination Public Works Outboard M otor Provides parts, repair, and maintenance Supplies, Existing 4/04-4/05 $10,000 $10,000 Boat Shop Services or Combination Public Works Pineapple Kawasaki Kawasaki and Honda motorcycle parts, Supplies, Existing 4/04-4/05 $10,000 $10,000 maintenance repair, and warranty adjustments Services or Combination Public Works Pleasanton Truck & Heil parts, repair, and warranty Supplies, Existing 4/04-4/05 $10,000 $10,000 Equipment Services or Combination Public Works Termco Spray Provides sprayer parts, repair, and services Supplies, Existing 7/04-7/05 $10,000 $10,000 Technology Services or Combination Public Works Allstar Fire Seagrave fire apparatus parts, repair, and labor Supplies, Existing 1/04-1/05 $10,000 $10,000 Equipment, Inc. Services or Combination Public Works Pankey's Radiator Radio repair Supplies, Existing 4/04-4/05 $10,000 $10,000 Shop Services or Combination Public Works Ryerson Steel & Provides steel stock and supplies Supplies, Existing 3/04-3/05 $10,000 $10,000 Aluminum Services or Combination Public Works Union Rubber Provides tire patches, valve cores, stems, Supplies, Existing 3/04-3/05 $10,000 $10,000 Company wheel weights, and hand tools Services or Combination Public Works Unisource Corp. Provides disposable shop towels, Kimberly- Supplies, Existing 7/04-7/05 $10,000 $10,000 Clark #41005 Services or Combination Public Works Altec Industries Provides labor, material to repair, test, certify Supplies, Existing 5/04-5/05 $12,000 $12,000 diggderrick, and aerial equipment Services or Combination Public Works Hoses Unlimited Provides high pressure air hose parts, repair; Supplies, Existing 8/04-8/05 $12,000 $12,000 and hose fabrication Services or Combination Public Works G.A.C. Cylinder Provides hydralic cylinders parts, service, and Supplies, Existing 8/04-8/05 $12,000 $12,000 Repair Service repair Services or Combination Public Works Barstad & Donicht Provides truck trailer parts, repair, and Supplies, Existing 10/04-10/05 $15,000 $15,000 Inc. accessories Services or Combination Public Works Diamond Diesel Provides parts, repair diesel injector, pumps, Supplies, Existing 7/04-7/05 $15,000 $15,000 Service Inc. etc. Services or Combination Public Works Westates truck Provides parts, maintenance, repair, and Supplies, Existing 12/04-12/05 $15,000 $15,000 Equipment warranty of fire apparatus Services or Combination Public Works Doc Bailey Provides Simon cranes, Versalift equipment Supplies, Existing 7/04-7/05 $15,000 $15,000 Construction maintenance, repair, parts, and services Services or Equipment Combination
FY 2005-07 ADOPTED POLICY BUDGET D - 201 FINANCIAL SUMMARIES
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Public Works Foss Upholstery Provides automotive/equipment upholstery Supplies, Existing 7/04-7/05 $15,000 $15,000 service Services or Combination Public Works Harrison's M arine M ercury outboard motor maintenance, parts, Supplies, Existing 10/04-10/05 $16,000 $16,000 and repair Services or Combination Public Works Cummins West, Inc. Provides Cummins engine, Onan generator Supplies, Existing 4/04-4/05 $18,000 $18,000 parts, maintenance, and repair Services or Combination Public Works Rapac Network Fuel management parts, service, and warranty Supplies, Existing 8/04-8/05 $19,000 $19,000 International Services or Combination Public Works Edward R. Bacon Sreco sewer rodding parts, maintenance, and Supplies, Existing 10/04-10/05 $20,000 $20,000 Company repair Services or Combination P ublic Wo rks F.H. Dailey Provides parts, repair and warranty on GM Supplies, Existing 2/04-2/05 $20,000 $20,000 Chevrolet vehicles Services or Combination Public Works Fleet Pride Provides hydralic hoses, air brake parts, drive Supplies, Existing 2/04-2/05 $20,000 $20,000 line parts, repair, and maintenance Services or Combination Public Works Oakland Truck GM C truck repair, parts, maintenance, and Supplies, Existing 4/04-4/05 $20,000 $20,000 Center labor Services or Combination Public Works Tennant Company Provides sweepers, sidewalk cleaner parts, Supplies, Existing 4/04-4/05 $20,000 $20,000 maintenance, and repair Services or Combination Public Works U-Save Power Citywide Contract PO to purchase Supplies, Existing 11/04-11/05 $20,000 $20,000 Equipment miscellaneous power tools Services or Combination Public Works Acme Fire For stock (available in auto body shops) Supplies, Existing 6/04-6/05 $20,000 $20,000 Extinguisher electrical components, batteries, etc and non- Services or stock (send out for repairs) electrical Combination components, batteries, etc. Public Works AirGas, ncn Provides welding equipment, maintenance, Supplies, Existing 2/04-2/05 $20,000 $20,000 parts, and repair Services or Combination Public Works American Bristol Provides breathable air truck parts, Supplies, Existing 8/04-8/05 $20,000 $20,000 Industries maintenance, and repair Services or Combination Public Works M avry Welding Provides welding supplies Supplies, Existing 3/04-3/05 $20,000 $20,000 Supply Services or Combination Public Works Prudential Overall Provides uniforms Supplies, Existing 9/04-9/05 $20,000 $20,000 Supply Services or Combination Public Works U.S. Spring Service Provides vehicle spring repair and replacement Supplies, Existing 4/04-4/05 $20,000 $20,000 Services or Combination Public Works United Rentals Trucks and equipment rentals Supplies, Existing 1/04-1/05 $24,500 $24,500 Services or Combination Public Works Transcom (formerly Provides brake and clutch parts, maintenance, Supplies, Existing 10/04-10/05 $30,000 $30,000 Universal Fleet and repair Services or Supply, Inc.) Combination Public Works Bayshore International-Harvester parts and repair Supplies, Existing 7/04-7/05 $49,999 $49,999 International Trucks, Services or Inc. Combination Public Works Bob Dron Harley- Stock H-D motorcycle parts Supplies, Existing 4/04-4/05 $49,999 $49,999 Davidson Services or Combination
D - 202 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Public Works Bob Dron Harley- Non-Stock H-D motorcycle parts, Supplies, Existing 4/04-4/05 $49,999 $49,999 Davidson maintenance, repair, and warranty adjustments Services or Combination Public Works Buchanan Auto Stock electrical components, batteries, etc. Supplies, Existing 4/04-4/05 $49,999 $49,999 Electric Services or Combination Public Works Buchanan Auto Non-Stock electrical components, batteries, Supplies, Existing 4/04-4/05 $49,999 $49,999 Electric etc. Services or Combination Public Works Burton's Fire Pierce fire apparatus parts, maintenance, Supplies, Existing 3/04-3/05 $49,999 $49,999 Apparatus repair, and warranty adjustments Services or Combination Public Works East Bay Ford Provides Parts, repair, maintenance, warranty Supplies, Existing 4/04-4/05 $49,999 $49,999 Truck Sales Inc. services on light-duty to 9000 Ford trucks Services or Combination Public Works GCS Western Provides Tymco sweeper parts, repair, Supplies, Existing 7/04-7/05 $49,999 $49,999 Power & Equipment maintenance, and warranty adjustments Services or Combination Public Works Golden Gate Truck Provides freightliner parts, repair, and warranty Supplies, Existing 4/04-4/05 $49,999 $49,999 Center Services or Combination Public Works Hi-Tech E.V.S. Provides Simon Duplex maintenance, parts Supplies, Existing 7/04-7/05 $49,999 $49,999 repair, and certification Services or Combination Public Works M unicipal Provides hydraulic hose lines, air brake parts, Supplies, Existing 4/04-4/05 $49,999 $49,999 M aintenance drive train repair, parts, and maintenance Services or Equipment Combination Public Works Negherbon Lincoln Provides Dodge, Chrysler parts, maintenance, Supplies, Existing 8/04-8/05 $49,999 $49,999 Mercury repair, and warranty adjustments Services or Combination Public Works Nixon-Egli Provides M obil/Athey repair, parts, and labor Supplies, Existing 7/04-7/05 $49,999 $49,999 Equipment Services or Company Combination Public Works Nortrax West Provides heavy-duty truck and construction Supplies, Existing 4/04-4/05 $49,999 $49,999 equipment repair and maintenance Services or Combination Public Works Ricker M achinery Provides Elgin and paving equipment parts, Supplies, Existing 10/04-10/05 $49,999 $49,999 Co. maintenance, and repair (stock & non-stock) Services or Combination Public Works Stewart & Provides parts, labor, maintenance, testing & Supplies, Existing 4/04-4/05 $49,999 $49,999 Stevenson certification of aerial ladder apparatus Services or Combination Public Works Stewart and Detroit Diesel, Allison, Reliabilt parts, Supplies, Existing 7/04-7/05 $49,999 $49,999 Stevenson (formerly maintenance, repair, and warranty adjustments Services or Sierra Detroit Diesel Combination Allison)
Public Works Turf & Industrail John Deere AM T, mowers parts, repair, and Supplies, Existing 4/04-4/05 $49,999 $49,999 Equipment warranty Services or Combination Public Works Turf Star, Inc. Provides Toro and grounds maintenance Supplies, Existing 7/04-7/05 $49,999 $49,999 equipment, maintenance, parts, and repair Services or Combination Public Works Adamson Whelen light systems and Unitrol control units, Supplies, Existing 7/04-7/05 $49,999 $49,999 Industries/a division parts, repair, labor, and warranty Services or of Professional Combination Police Supply Public Works All American Short term truck and van rental Supplies, Existing 3/04-3/05 $49,999 $49,999 Rentals Services or Combination
FY 2005-07 ADOPTED POLICY BUDGET D - 203 FINANCIAL SUMMARIES
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Public Works Aquarius Systems Acquatic weed harvester parts, maintenance, Supplies, Existing 3/04-3/05 $49,999 $49,999 and repair Services or Combination Public Works Bay Area Oil Re-refined oil and lubricants, and removal of Supplies, Existing 2/04-2/05 $49,999 $49,999 Company c/o 76 waste o il Services or Lubricants Combination Public Works Bowman Fasteners and shop supplies Supplies, Existing 7/04-7/05 $49,999 $49,999 Distribution Barnes Services or Group Combination Public Works Chevron USA Credit card fuel Supplies, Existing 11/04-11/05 $49,999 $49,999 Services or Combination Public Works Clay Street Garage Validated parking and monthly stall rental Supplies, Existing 7/04-7/05 $49,999 $49,999 Services or Combination Public Works Cobel Glass Automotive safety glass Supplies, Existing 7/04-7/05 $49,999 $49,999 Services or Combination Public Works Crane Certification Certification of cranes, personnel lifts, etc. Supplies, Existing 8/04-8/05 $49,999 $49,999 Services or Combination Public Works Emergency Vehicle Parts, labor, warranty services for Whelem light Supplies, Existing 7/04-7/05 $49,999 $49,999 Systems bars, strobes, control units, and accessories Services or Combination Public Works Enterprise Rent-A- Short term car, van, and pickup rental Supplies, Existing 7/04-7/05 $49,999 $49,999 Car Services or Combination Public Works George Oren Tire High-speed pursuit tires and non-stock tires Supplies, Existing 6/04-6/05 $49,999 $49,999 Specialist NON-STOCK Services or Combination Public Works George Oren Tire High-speed pursuit tires and non-stock tires Supplies, Existing 3/04-3/05 $49,999 $49,999 Specialist STOCK Services or Combination P ublic Wo rks N.S.T.C. Parts and service for City owned car wash Supplies, Existing 4/04-4/05 $49,999 $49,999 Corporation Services or Combination Public Works Petrotek Parts and service for City's fuel management Supplies, Existing 4/04-4/05 $49,999 $49,999 system Services or Combination Public Works Quality Tech Repair, maintenance, parts, repair and labor for Supplies, Existing 7/04-7/05 $49,999 $49,999 cars, vans, and light trucks Services or Combination Public Works Safety Kleen Provides parts cleaner/solvent recycling Supplies, Existing 4/04-4/05 $49,999 $49,999 Services or Combination Public Works Snap-on Tools Provides tools, mobile tool cabinets, auto Supplies, Existing 8/04-8/05 $49,999 $49,999 Corp. equipment, hand/custom tools, and kits Services or Combination Public Works Suds M achine, Inc. Police vehicle washing Supplies, Existing 4/04-4/05 $49,999 $49,999 Services or Combination Public Works Thiel's Tire Truck and construction equipment tires and Supplies, Existing 12/04-12/05 $49,999 $49,999 tubes - STOCK Services or Combination Public Works United Rotary Brush Provides sweeper brushes Supplies, Existing 11/04-11/05 $49,999 $49,999 Corp. Services or Combination Public Works Vaden Industries, RNI system maintenance, repair, and parts Supplies, Existing 8/04-8/05 $49,999 $49,999 inc. Services or Combination
D - 204 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Public Works Western States Oil Full load delivery of unleaded/diesel fuels Supplies, Existing 7/04-7/05 $49,999 $49,999 Company Services or Combination Public Works Thiel's Tire Truck and construction equipment tires and Supplies, Existing 8/04-8/05 $60,000 $60,000 tubes - NON-STOCK Services or Combination Public Works Experience Auto Auto body repair and painting Supplies, Existing 4/04-4/05 $100,000 $100,000 Body Services or Combination Public Works Quality Auto Service Auto body repair and painting Supplies, Existing 4/04-4/05 $100,000 $100,000 Services or Combination Public Works Thiel's Tire Truck and construction equipment tires and Supplies, Existing 8/04-8/05 $100,000 $100,000 tubes - STOCK Services or Combination Public Works Grainger, Inc. Provides miscellaneous hardware and supplies Supplies, Existing 11/04-11/05 $150,000 $150,000 Services or Combination Public Works Rube & Dan's Body Auto body repair and painting Supplies, Existing 4/04-4/05 $150,000 $150,000 Shop Inc. Services or Combination Public Works Redding Petroleum Full load delivery of unleaded/diesel fuels Supplies, Existing 7/04-7/05 $400,000 $400,000 Services or Combination Public Works NAPA Auto Parts Stock automotive parts and accessories Supplies, Existing 11/04-11/05 $500,000 $500,000 Services or Combination Public Works NAPA Auto Parts Non-stock automotive parts and accessories Supplies, Existing 9/04-9/05 $500,000 $500,000 Services or Combination Public Works Olympian Oil Full load diesel and unleaded fuel Supplies, Existing 9/04-9/05 $500,000 $500,000 Services or Combination Public Works Nella Oil Company Full load delivery of unleaded/diesel fuels Supplies, Existing 9/04-9/05 $1,000,000 $1,000,000 Services or Combination Public Works Conoco Phillips/76 Full load delivery of unleaded/diesel fuels Supplies, Existing 4/04-4/05 $1,100,000 $1,100,000 Services or Combination Public Works Aqua Temp Contract PO to provide boiler parts & Supplies, Existing 11/1/04- $10,000 $10,000 Company accessories and automatic temperature Services or 10 / 3 1/ 0 5 control systems at City facilities. Combination Public Works Consolidated Contract PO to provide motor parts and repair Supplies, Existing 1/1/04- $10,000 $10,000 Electrical [Allen-Bradley parts]. Services or 12 / 3 1/ 0 5 Combination Public Works A-Total Fire Contract PO to provide fire sprinkler Supplies, Existing 9/1/04- $16,900 $16,900 Protection maintenance at City facilities. Services or 9/30/05 Company Combination Public Works Acme Fire Contract PO to provide fire extinguisher Supplies, Existing 7/1/04- $20,000 $20,000 Extinguisher maintenance and re-charge services at City Services or 6/30/05 facilities. Combination Public Works Burris Window Contract PO to provide window shades and Supplies, Existing 10/1/04- $20,000 $20,000 Shades blinds for City facilities. Services or 9/30/05 Combination Public Works Anderson Carpet Citywide Contract PO to provide floor Supplies, Existing 3/1/04- $24,000 $24,000 and Linoleum covering (carpet, linoleum, etc.) at City Services or 2/28/05 facilities. Combination Public Works Bay Area Contract Contract PO to provide carpet repair and new Supplies, Existing 5/20/04- $24,000 $24,000 Carpets, Inc. carpet installation at City facilities. Services or 5/19/05 Combination Public Works Cobel Glass Contract PO to purchase and/or install Supplies, Existing 8/1/04- $49,000 $49,000 Company windows and mirrors at City facilities. Services or 7/31/05 Combination
FY 2005-07 ADOPTED POLICY BUDGET D - 205 FINANCIAL SUMMARIES
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Public Works Bell M oving Citywide Contract PO to provide moving Supplies, Existing 2/15/04- $49,999 $49,999 Company services for City departments. Services or 12 / 3 1/ 0 4 Combination Public Works Bowman Contract PO to purchase automotive & Supplies, Existing 8/1/04- $49,999 $49,999 Dis tributio n, Inc . industrial fasteners. Services or 7/31/05 Combination Public Works Commair Contract PO for HVAC unit repairs, over 15 Supplies, Existing 8/1/04- $49,999 $49,999 M echanical tons. Services or 8/30/05 Services Combination Public Works Fire/life safety This contract provide fire/life safety Supplies, Existing 8/1/04 - $49,999 $49,999 inspections and inspections and maintenance of City Hall Services or 7/31/05 maintenance-Civic where this proprietary equipment is installed. Combination Center(Edwards Technology) Public Works Fire/life safety This contract provides fire/life safety Supplies, Existing 8/1/04 - $49,999 $49,999 inspections and inspections and maintenance for Dalziel and Services or 7/31/05 maintenance-Civic LJW buildings where this proprietary equipment Combination Center(Simplex is installed Technology) Public Works M c M illian This contract provides for the maintenance Supplies, Existing 4/1/04- $49,999 $49,999 Technology(security and software support for the security access Services or 3/31/05 equipment) equipment for the Civic Center. Combination Public Works Bluewater Contract PO to provide asbestos abatement Supplies, Existing 5/1/04- $50,000 $50,000 Environmental at City facilities. Services or 4/30/05 Services Combination Public Works Chain Link Fence & Citywide Contract PO to provide and install Supplies, Existing 9/1/04- $80,000 $80,000 Supply, Inc. chain link fencing. Services or 8/31/05 Combination Public Works Kone Elevator This contract provides maintenance for Civic Supplies, Existing 4/1/03- $183,750 $192,938 maintenance, Civic Center elevators. Services or 3/31/05 Center Combination Public Works Security Contract This contract provides security services for Professional Existing 4/1/04 - $210,000 $220,500 (All other City the all of the other City buildings such as Services 12 / 3 1/ 0 5 Buildings) libraries and senior centers and Civic Complex buildings. This is necessary for safety of employees as well as the public. To be re-bid
Public Works Cal Steam-East Bay Citywide Contract PO to purchase Supplies, Existing 3/1/04- $254,620 $254,620 miscellaneous plumbing supplies. Services or 2/28/05 Combination Public Works CED, dba as City Citywide Contract PO to purchase electrical Supplies, Existing 7/1/04- $ 4 14 , 7 13 $ 4 14 , 7 13 Electric Supply supplies. Services or 6/30/05 Combination Public Works Security Contract This contract provides security services for Professional Existing 4/1/04- $420,000 $441,000 (Civic Center) the Civic Center Complex buildings. This is Services 12 / 3 1/ 0 5 necessary for safety of employees as well as the public. To be re-bid by December 05. Rates unknown. Public Works ABC Security Citywide Contract PO to provide Security Supplies, Existing 4/1/04- $1,500,000 $1,500,000 Services Guard services at City facilities. Services or 12 / 3 1/ 0 5 Combination Public Works Property Survey Needed for implementation of M easure DD Professional New 7/05 - 6/07 $150,000 $150,000 (creek Acquisition) Creek Acquisition components of program Services Public Works Appraisals (creek Needed for implementation of M easure DD Professional New 7/05 - 6/07 $150,000 $150,000 Acquisition) Creek Acquisition components of program Services Public Works Creek Acquisition Needed for implementation of M easure DD Professional New 7/05 - 6/07 $150,000 $150,000 technical analysis Creek Acquisition components of program Services for properties (hydrology, biology, geotech)
D - 206 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Public Works On-call technical Needed for implementation of M easure DD Professional New 7/05 - 6/07 $150,000 $150,000 services Creek Acquisition and creek restoration Services (Landscape, biology, components of program etc . . ) Public Works Restorer Pilot Needed for implementation of M easure DD Professional New 7/05 - 6/07 $150,000 $150,000 study, Lake Merritt Lake M erritt water quality component of Services water quality program Public Works Aerator Pilot study, Needed for implementation of M easure DD Professional New 7/05 - 6/07 $150,000 $150,000 Lake Merritt water Lake M erritt water quality component of Services quality program Public Works On call Creek Needed for implementation of M easure DD Professional New 7/05 - 6/07 $150,000 $150,000 Restoration Design creek restoration components of program Services Services Public Works On call creek Needed for implementation of M easure DD Professional New 7/05 - 6/07 $150,000 $150,000 restoration creek restoration components of program Services Landscape services Public Works M uralist Services Needed for implementation of M easure DD Professional New 7/05 - 6/07 $150,000 $150,000 creek restoration components of program Services Public Works Graphic Designer Needed for implementation of M easure DD Professional New 7/05 - 6/07 $150,000 $150,000 services creek restoration components of program Services Public Works On-call engineering M isc. engineering services for Project Professional New 7/1/05- $30,000 $30,000 services for CIP Delivery. Services 6/30/07 projects Public Works Professional Consultant services for American Public Professional New 7/15/05- $75,000 $50,000 Services for Works Association Self-Assessment and Services 12 / 3 1/ 0 6 Consultant to be Accreditation identified to perform services related to self-assessment and accreditation
Public Works Trench Contract, Trench Contract, Standard Electric - Electrical Supplies, Existing DEC 04 - $75,000 $75,000 Standard Electric uses this term contract for trenching Services or DEC 05 requirements during the maintenance and Combination Requires operations of traffic signals and street lighting. contract In addition, this trenching contract is necessary extension. to support the CIP for Traffic Signal Capital Replacement and Streetlight Enhancement.
Public Works Streetlight & Traffic Streetlight and Traffic Signal Standards, Supplies, Existing AUG 02 - $100,000 $100,000 Signal Standards, Francisco Electric - Electrical uses this term Services or AUG 05 Francisco Electric contract for the procurement of streetlight and Combination Requires traffic signal standards required for the contract continuous operation and maintenance of extension 36,200 streetlights and 671 traffic signalized or new intersections. In addition, this term contract contract. allow the City to provide streetlight and traffic signal poles for the CIP for Traffic Signal Capital Replacement, Streetlight Enhancement, and various traffic signal and pedestrian safety modification/modernization projects. Public Works Ornamental Ornamental Streetlights and Standards, Supplies, Existing NOV 03 - $100,000 $100,000 Streetlights & Francisco Electric - Electrical uses this term Services or OCT 04 Standards contract for the procurement of ornamental Combination Requires new streetlight fixtures and ornamental poles contract. required for the continuous operation and maintenance of the ornamental streetlights and traffic signals. In addition, the City has supplied the ornamental poles and fixtures required for streetscape projects and underground projects with the better pricing from this term contract.
FY 2005-07 ADOPTED POLICY BUDGET D - 207 FINANCIAL SUMMARIES
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Public Works Electrical Supplies, Electrical Supplies, Graybar Electric Co., Inc. - Supplies, Existing JUN 04 - JUN $150,000 $150,000 Graybar Electric Co., The City uses this term contract for electrical Services or 06 Inc. supplies for both the Electrical Division and Combination Requires Facilities. This contract allows the City to contract purchase electrical supplies necessary to extension or provide continuous and reliable operations and new contract. maintenance of all electrical facilities. Public Works Asbestos/lead- 4 "as-needed" contracts for $200,000 to Professional New 6/05 to 6/07 $800,000 $800,000 based paint/mold ensure City compliance relating to Services environmental asbestos/lead-based paint; no funds allocated consulting to these contracts-- monies provided on a project-by-project basis. NOTE: These contracts are not budgeted in the baseline operating budget for Remediation, but are funded from capital projects as needed.
Public Works General 6 "as-needed" contracts for $400,000 to Professional New 6/05 to 6/07 $2,400,000 $2,400,000 environmental ensure City/ORA compliance with Services consulting environmental regulations; no funds allocated to these contracts-- monies provided on a project-by-project basis Public Works Portosan Company, Contract PO to provide portable toilets for use Services Existing 7/1/04- $20,000 $20,000 LCC at City facilities. 6/30/05 Public Works Omega Termite Contract PO to provide outdoor pest control Services Existing 9/1/04- $49,999 $49,999 Control, Inc. at City facilities. 8/30/05 Public Works Naka Nursery Contract PO to purchase live plants for Supplies Existing 7/1/04- $49,999 $49,999 landscape maintenance at City facilities. 6/30/05 Public Works Hanson Aggregates Contract PO to provide sand for landscape Supplies Existing 2/1/05-1/31/06 $49,999 $49,999 maintenance at City facilities. Public Works Ewing Irrigation Contract PO to provide irrigation supplies for Supplies Existing 1/1/05-3/31/05 $49,999 $49,999 landscape maintenance at City facilities. Public Works American Soil Contract PO to provide top soil for landscape Supplies Existing 6/30/02- $250,000 $250,000 P ro duc ts , Inc. maintenance at City facilities. 6/30/05 Public Works West Coast Turf Contract PO to provide sod installation for Combination Existing 3/1/05- $49,999 $49,999 landscape maintenance at City facilities. 2/28/06 Public Works Sierra Pacific Turf Contract PO to provide fertilizers and grass Supplies Existing 2/1/05-1/31/06 $49,999 $49,999 Supply seed for landscape maintenance at City facilities. Parks & Recreation M inor Computer M inor Computer Hardware for Cultural Arts. Supplies Existing 07/05-6/07 $5,000 $7,000 Hardware Parks & Recreation Misc. Athletic, M isc. Athletic, Crafts and Cultural Supplies Supplies, Existing 07/05-6/07 $65,000 $65,000 Crafts and Cultural Services or Supplies Combination Parks & Recreation Commercial Commercial Transportation for various Rec. Supplies, Existing 07/05-6/07 $12,000 $14,000 Transportation Centers Field Trip and Training. Services or Combination Parks & Recreation M isc Athletic, Craft M isc Athletic, Craft Supplies for Boating and Supplies Existing 07/05-6/07 $30,000 $35,000 Supplies for Aquatics. Aquatics & Boating Parks & Recreation Office Supplies for Office Supplies for Central Administration. Supplies Existing 07/05-6/07 $15,000 $15,000 Admin. Parks & Recreation Athletic Supplies Athletic Supplies and Children's uniform. Supplies Existing 07/05-6/07 $6,000 $6,000 Parks & Recreation Miscellaneous M iscellaneous supplies for Admin. Supplies Existing 07/05-6/07 $45,000 $45,000 supplies Parks & Recreation Postage and Postage and M ailing of Important Documents. Supplies Existing 07/05-6/07 $5,000 $5,000 M ailing Parks & Recreation Data Processing Personnel background check by California Supplies, Existing 07/05-6/07 $5,000 $5,000 Service Department of Justice for OPR for job Services or applicants. Combination Parks & Recreation Miscellaneous M iscellaneous Contract and Professional Professional Existing 07/05-6/07 $8,000 $8,000 Contract Services for various Staff Training and Services Development.
D - 208 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Contracts Funded for FY 2005-07 (continued)
CITY OF OAKLAND
Description of FY 2005-06 FY 2006-07 Responsible Contract & New / Explanation of Need / Justification Contract Contract Contract Contract Agency/ Vendor Existing for P roposed Contract Type Period Amount (not- Amount (not- Department Name(s), If Contract to-exceed) to-exceed) Known Parks & Recreation Miscellaneous M iscellaneous Educational Expenditures to Supplies, Existing 07/05-6/07 $50,000 $60,000 Educational acquire knowledge for employees Services or advancement. Combination Parks & Recreation Children's Fairyland M aintenance subsidy to Children's Fairyland Supplies, Existing Jan 2005 - $83,000 $83,000 Services or Dec 2019 Combination Parks & Recreation Oakland Zoo Operations subsidy to Oakland Zoo Supplies, Existing 15 yrs until $172,400 $172,400 Services or 10 / 3 1/ 2 0 19 Combination Parks & Recreation Professional Jack London Aquatic Center M anagement Professional Existing 1/1/05- $170,000 $170,000 Services Fee Services 12 / 3 1/ 0 7 Parks & Recreation Misc. Athletic, M isc. Athletic, Crafts and Cultural for Rec. Supplies, Existing 07/05-6/07 $200,000 $200,000 Crafts and Cultural Centers and Programs. Services or Combination Parks & Recreation Food and bottled Food and bottled water for the children or Supplies Existing 07/05-6/07 $8,000 $8,000 water customers on a selected occasion. Parks & Recreation M isc. Operating M isc. Operating Expenditures for Recreation Supplies Existing 07/05-6/07 $9,000 $9,000 Expenditures Centers and Programs. Parks & Recreation Miscellaneous M iscellaneous Services Supplies, Existing 07/05-6/07 $150,000 $150,000 Services Services or Combination Parks & Recreation Miscellaneous M iscellaneous Supplies Supplies, Existing 07/05-6/07 $40,000 $45,000 Supplies Services or Combination Parks & Recreation Clothing Clothing or Uniform for the children and staff. Supplies Existing 07/05-6/07 $5,000 $5,000
Oakland Oakland Commerce The Agency will enter into a professional Professional Existing 7/05 - 6/07 $100,000 $100,000 OAKLAND REDEVELOPMENT AGENCY
Oakland Oakland Commerce The Agency will enter into a professional Professional Existing 7/05 - 6/07 $100,000 $100,000 Redelopment Corp services agreement with OCC for the purpose Services Agency of providing business retention services.
Oakland M arketing and M arketing graphic design services for the Professional New 7/05 - 6/07 $20,000 $20,000 Redelopment Graphic Design Coliseum Redevelopment Project area Services Agency marketing program. Oakland Architectural Site Schematic architectural planning for the Professional New 7/05 - 6/07 $25,000 $25,000 Redelopment Planning Coliseum Transit Village project and M ixed Services Agency Use TOD Project. Oakland Utility and Civil Utility and Civil Engineering consultant to Professional New 7/05 - 6/07 $35,000 $35,000 Redelopment Engineering support undergrounding and utility work in the Services Agency Consultant Coliseum Area. Oakland Geotechnical Geotechnical consultant to support the Professional New 7/05 - 6/07 $35,000 $35,000 Redelopment Consultant brownfields work in the Coliseum Area. Services Agency Oakland Landscape Landscape Streetscape designs for key roads Professional New 7/05 - 6/07 $40,000 $40,000 Redelopment Architect such as Edes Avenue, Coliseum Way and 66th Services Agency Ave. Oakland Planning Consultant Planning consultants for the CEQA studies of Professional New 7/05 - 6/07 $40,000 $40,000 Redelopment the Coliseum Transit Village and the Coliseum Services Agency Tidewater Waterfront study. Oakland Bond Fiscal Fiscal Consultant Bond Preparation Report Professional New 7/05 - 6/07 $40,000 $0 Redelopment Preparation Report for the Coliseum Tax Allocation Bond Series Services Agency B 2006. Oakland Parking and Traffic Parking feasibility and design for the Coliseum Professional New 7/05 - 6/07 $50,000 $50,000 Redelopment Consultant Transit Village replacement parking program. Services Agency Oakland Retail Development Retail Development Consultant for the I-880 Professional New 7/05 - 6/07 $50,000 $50,000 Redelopment Study for I-880 Triangle Project. Services Agency Triangle Project Oakland Planning Consultant Advanced Feasibility Studies for the major Professional New 7/05 - 6/07 $60,000 $60,000 Redelopment Coliseum projects such as CTV or Coliseum Services Agency Auto Mile.
FY 2005-07 ADOPTED POLICY BUDGET D - 209 FINANCIAL SUMMARIES
Notes
D - 210 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
City of Oakland
Electorate Electorate
City Attorney Mayor City Council City Auditor City Attorney Mayor City Council City Auditor
City Administrator City Administrator
City Agencies and City Administrator City Agencies and City Administrator Departments Divisions / Units Departments Divisions / Units
City Clerk Administration City Clerk Administration
Community & Americans with Community & Americans with Economic Development Disabilities Act Programs Economic Development Disabilities Act Programs
Cultural Arts Budget Office Cultural Arts Budget Office
Finance & Management Citizens Police Review Board Finance & Management Citizens Police Review Board
Contract Compliance & Fire Services Contract Compliance & Fire Services Employment Services Employment Services
Human Services Human Services Equal Access Equal Access
Equal Employment Library Services EqualOpportunity Employment Library Services Opportunity
Marketing Parks & Recreation Marketing Parks & Recreation
Police Services Public Ethics Police Services Public Ethics
Public Works Public Works
FY 2005-07 ADOPTED POLICY BUDGET E - 1 ORGANIZATION SUMMARY Summary of Positions by Agency/Department FY 1994-95 through FY 1998-99
FY 1994-95 FY 1995-96 FY 1996-97 FY 1997-98 FY 1998-99 Agency/Department Adopted Adopted Adopted Adopted Adopted Budget FTE Budget FTE Budget FTE Budget FTE Budget FTE
Mayor 14.00 13.60 14.50 14.50 14.50 City Council 29.60 30.10 30.50 31.00 31.00 City Administrator 53.29 35.62 37.29 40.00 40.00 City Attorney 51.10 48.60 53.60 55.35 55.35 City Auditor 8.00 8.00 8.00 10.00 10.00 City Clerk 12.10 22.39 22.36 23.81 23.81 Finance and Management 248.52 252.02 265.25 241.07 241.07 Police Service 1,082.47 1,103.67 1,128.17 1,128.68 1,128.68 Fire Service 531.00 535.00 534.00 565.50 553.50 Cultural Arts 71.18 100.15 98.88 94.12 94.12 Life Enrichment Administration 2.00 4.00 4.00 Human Services 243.74 248.02 242.60 251.23 252.73 Parks & Recreation 367.19 328.45 344.29 348.52 322.11 Library Services 200.96 229.91 232.70 227.41 226.10 Public Works 683.22 677.07 688.08 694.76 706.93 Community & Economic Development 321.75 293.14 308.51 309.53 302.88
TOTAL FTE 3,918.12 3,925.74 4,010.73 4,039.48 4,006.78
E - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND Summary of Positions by Agency/Department FY 1999-00 through FY 2006-07
FY 1999-2000 FY 2000-01FY 2001-02 FY 2002-03 FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 Adopted Adopted Adopted Adopted Adopted Midcycle Adopted Adopted Budget FTE Budget FTE Budget FTE Budget FTE Budget FTE Amended Budget FTE Budget FTE Budget FTE 13.50 13.50 13.50 13.50 17.00 17.00 17.00 17.00 33.00 33.00 33.00 33.00 31.50 31.50 31.50 31.50 77.81 77.81 95.31 96.31 84.55 88.05 89.30 89.30 65.85 65.85 79.18 91.00 79.00 79.65 77.65 77.65 12.00 12.00 12.00 12.00 10.00 10.00 10.00 10.00 13.00 13.00 13.00 13.00 12.00 14.00 12.00 12.00 303.07 303.07 332.75 335.75 329.75 330.75 351.80 350.80 1,220.45 1,215.70 1,284.69 1,293.19 1,181.21 1,175.63 1,153.63 1,151.13 557.50 557.50 566.00 582.00 586.67 587.67 587.00 586.50 88.91 88.91 91.06 91.06 73.02 73.54 61.77 51.67 6.00 6.00 4.00 4.00 280.87 276.37 291.66 292.66 308.92 308.39 285.86 285.86 342.84 352.13 411.93 413.18 211.50 220.64 210.15 210.15 223.15 220.96 253.48 264.29 215.73 253.49 244.89 244.89 657.18 653.68 691.00 692.50 811.41 839.59 838.16 838.16 331.90 335.90 391.95 406.40 301.50 297.30 295.22 291.22
4,227.03 4,225.38 4,564.51 4,633.84 4,253.76 4,327.20 4,265.93 4,247.83
FY 2005-07 ADOPTED POLICY BUDGET E - 3 ORGANIZATION SUMMARY Summary of Authorized Positions By Council Goal
FY 2005-06 FY 2006-07 Adopted Budget Adopted Budget FTE* FTE* GOAL 1 Develop A Sustainable City 973.76 967.76
GOAL 2 Build Community and Foster Livable Neighborhoods 2,806.25 2,794.15
GOAL 3 Ensure That All Oakland Youth and Seniors Have The 485.92 485.92 Opportunity To Be Successful TOTAL 4,265.93 4,247.83
* Full-Time Equivalents
Breakdown of FY 2005-06 FTEs by Goal Breakdown of FY 2006-07 FTEs by Goal
GOAL 3 GOAL 3 GOAL 1 GOAL 1 11% 11% 23% 23%
GOAL 2 GOAL 2 66% 66%
E - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Citywide FTE Change - 13-Year History
4,800
4,600
4,400
4,200
4,000
3,800
3,600
3,400
6 7 8 9 0 9 9 9 9 -01 -02 6- 7- 8- 00 9 9 9 2 00 01 02-03 03-04 9- 0 0 1994-95 1995- 19 19 19 20 20 2006-07 Y Y Y Y Y Y Y Y 2 Y 2 Y F F F F F F F F F FY 2004-05FY 2005-06F Y 199 F
Breakdown of FY 2005-07 Adopted Budget FTEs (2-Year Total) by Agency / Department
Elected City Comm & Econ Officials Administrator Dev't 3% 2% City Clerk 7% 0% Public Works 20% Finance & Mgmt Library 8% 6%
Police Service Parks & Rec 27% 5% Human Fire Service Services Cultural Arts 14% 7% 1%
FY 2005-07 ADOPTED POLICY BUDGET E - 5 ORGANIZATION SUMMARY
Notes
E - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Mayor
Goals
· Public Safety: Implement a crime reduction strategy based on geographic accountability and targeted goals and to continue forging close ties between police officers and the people of Oakland.
· 10K: Attract 10,000 people to live in downtown Oakland to support retail businesses and restaurants.
· Education: Create a working relationship between City government and Oakland’s schools; support the establish- ment of Charter Schools as options for all students; and expand choice and foster healthy competition.
· Arts: Encourage artistic expression and crafts through public grants, civic festivals and establishing a school for the performing arts.
FY 2005-07 ADOPTED POLICY BUDGET F - 1 MAYOR
Organizational Chart by Program
MAYOR’SMAYOR’S OFFICE OFFICE 17.0017.00 FTE FTE
MayorMayor 1.001.00 FTE FTE
SupportSupport Staff Staff 16.0016.00 FTE FTE
OaklandersOaklanders Mayor’sMayor’s Support Support AssistanceAssistance Center Center 10.0010.00 FTE FTE 6.006.00 FTE FTE
Organizational Chart by Division, with Supervisory Levels
MAYOR’SMAYOR’S OFFICE OFFICE 17.0017.00 FTE FTE
MayorMayor 1.001.00 FTE FTE
AdministrationAdministration OaklandersOaklanders Assistance Assistance Center Center (10.00(10.00 FTE) FTE) (6.00(6.00 FTE) FTE) 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 9.009.00 Line Line Staff Staff 5.005.00 Line Line Staff Staff
F - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Programs Included in FY 2005-07 Budget
· MAYOR’S SUPPORT (IP01) - Serves the Mayor in implementing his goals and responding to queries and concerns of Oakland citizens, businesses, and elected officials.
· OAKLANDERS ASSISTANCE CENTER (IP02) - Provides constituent service center for information and trouble- shooting various concerns and problems for all Oakland citizens.
FY 2005-07 ADOPTED POLICY BUDGET F - 3 MAYOR
Summary of Historical Expenditures and Adopted Budget by Fund
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund 2003-04 Midcycle Adopted Adopted Actual Adopted Budget Budget
1010 General Purpose Fund $1,724,282 1,690,256 $2,085,727 $2,195,522 1100 Self Insurance Liability 250 - - - 1720 Comprehensive Clean-up 48,586 51,674 103,607 108,673 7780 Oakland Redevelopment Agency Projects 172,773 181,418 189,760 199,316 TOTAL $1,945,891 $1,923,348 $2,379,094 $2,503,511
Authorized FTE 17.00 17.00 17.00 17.00
General Purpose Fund (GPF) 89% 88% 88% 88% Expenditures as Percentage of Department's Total, all Funds Expenditures
General Purpose Fund (GPF) 0.4% 0.4% 0.5% 0.5% Expenditures as Percentage of Citywide GPF Expenditures
F - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Classification
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Administrative Assistant - - 1.00 1.00 Assistant - 1.00 1.00 1.00 Budget & Grants Administrator 1.00 1.00 1.00 1.00 Chief of Staff 1.00 - - - Mayor 1.00 1.00 1.00 1.00 Mayor's Public Service Employee 14 8.00 8.50 7.50 7.50 Mayor's Public Servics Employee 14, PPT 0.50 0.50 0.50 0.50 Mayor's Public Service Employee 51 5.00 5.00 5.00 5.00 Public Service Employee 14, PT 0.50 - - - TOTAL 17.00 17.00 17.00 17.00
FY 2005-07 ADOPTED POLICY BUDGET F - 5 MAYOR
Summary of Authorized Positions by Program
FY 2004-05 FY 2005-06 FY 2006-07 Midcycle Adopted Adopted Program Name FY 2003-04 Authorized Budget Budget FTE FTE FTE FTE Mayor's Support 11.50 11.50 11.00 11.00 Oaklanders Assistance Center 5.50 5.50 6.00 6.00 TOTAL 17.00 17.00 17.00 17.00
F - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Revenue and Expenditures by Program
HISTORICAL SUMMARY
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Program
Revenue Expenditures Revenue Expenditures Mayor's Support $140 1,603,600 $0 1,552,464 Oaklanders Assistance Center 0 342,291 0 370,884 TOTAL $140 $1,945,891 $0 $1,923,348
ADOPTED BUDGET SUMMARY
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Program
Revenue Expenditures Revenue Expenditures Mayor's Support $0 $1,909,031 $0 $2,008,580 Oaklanders Assistance Center 0 470,063 0 494,931 TOTAL $0 $2,379,094 $0 $2,503,511
FY 2005-07 ADOPTED POLICY BUDGET F - 7 MAYOR
Program IP01 Mayor's Support
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: Unit works directly with the Mayor in implementing his goals and responding to queries and concerns of Oakland citizens, businesses, and elected officials.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $1,666,447 $1,143,832 $522,615 9.70 1720Comprehensive Clean-up - 103,607 70,380 33,227 0.50 7780Oakland Redevelopment Agency P - 138,977 94,836 44,141 0.80 TOTAL $0 $1,909,031 $1,309,048 $599,983 11.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $1,753,862 $1,206,263 $547,599 9.70 1720 Comprehensive Clean-up - 108,673 74,124 34,549 0.50 7780 Oakland Redevelopment Agency P - 146,045 100,140 45,905 0.80 TOTAL $0 $2,008,580 $1,380,527 $628,053 11.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
None
F - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IP02 Oaklanders Assistance Center
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Encourage and support social equity for all Oakland residents.
Program Description: The Oaklanders Assistance Center is the constituent service center for information and troubleshooting various concerns and problems for all Oakland citizens.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $419,280 $419,280 $0 5.50 7780Oakland Redevelopment Agency P - 50,783 34,500 16,283 0.50 TOTAL $0 $470,063 $453,780 $16,283 6.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $441,660 $441,660 $0 5.50 7780 Oakland Redevelopment Agency P - 53,271 36,336 16,935 0.50 TOTAL $0 $494,931 $477,996 $16,935 6.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
None
FY 2005-07 ADOPTED POLICY BUDGET F - 9 MAYOR
Notes
F - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
City Council
Duties and Responsibilities
The Oakland City Council consists of eight Councilmembers, with seven nominated and elected from districts and one Citywide (“At-Large”). All Councilmembers are elected to a term of four years.
The City Council is the governing body of the City. It exercises the corporate powers of the City and, subject to the expressed limitations of the City Charter, is vested with all powers of legislation in municipal affairs adequate to provide a complete system of local government consistent with the Constitution of the State of California. The Council has no administrative powers.
Goals
· Develop a Sustainable City – Maximize socially and environmentally sustainable economic growth, including conserving natural resources. Encourage and support social equity for all Oakland residents. Develop and institu- tionalize sound financial management polices and procedures.
· Build Community and Foster Livable Neighborhoods – Reduce crime by implementing a comprehensive crime prevention/reduction strategy. Facilitate the development of housing for all incomes. Reduce blight and nuisance. Provide for clean, well-maintained and accessible streets and sidewalks, facilities, amenities, parks recreational facilities and trees.
· Ensure that all Oakland Youth and Seniors have the Opportunity to be Successful – Provide effective commu- nity programs for Seniors, Youth and People with disabilities.
FY 2005-07 ADOPTED POLICY BUDGET G - 1 CITY COUNCIL
Organizational Chart by Program
CITYCITY COUNCIL COUNCIL 31.5031.50 FTE FTE
Policy Analysis (IP52) Constituent Affairs (IP53) Policy Analysis (IP52) Constituent Affairs (IP53) (24.85 FTE) (6.65 FTE) (24.85 FTE) (6.65 FTE)
Organizational Chart by Division, with Supervisory Levels
CITYCITY COUNCIL COUNCIL 31.5031.50 FTE FTE
Council Admin District One District Two District Three District Four District Five District Six District Seven Council At Large Council Admin District One District Two District Three District Four District Five District Six District Seven Council At Large (3.50 FTE) (3.50 FTE) (3.50 FTE) (3.50 FTE) (3.50 FTE) (3.50 FTE) (3.50 FTE) (3.50 FTE) (3.50 FTE) (3.50 FTE) (3.50 FTE) (3.50 FTE) (3.50 FTE) (3.50 FTE) (3.50 FTE) (3.50 FTE) (3.50 FTE) (3.50 FTE) 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 2.50 Line Staff 2.50 Line Staff 2.50 Line Staff 2.50 Line Staff 2.50 Line Staff 2.50 Line Staff 2.50 Line Staff 2.50 Line Staff 2.50 Line Staff 2.50 Line Staff 2.50 Line Staff 2.50 Line Staff 2.50 Line Staff 2.50 Line Staff 2.50 Line Staff 2.50 Line Staff 2.50 Line Staff 2.50 Line Staff
G - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Programs Included in FY 2005-07 Budget
· CONSTITUENT AFFAIRS (IP52) – This program organizes and implements City of Oakland constituent concerns.
· POLICY ANALYSIS (IP53) – This program develops City of Oakland Policies and Objectives.
FY 2005-07 ADOPTED POLICY BUDGET G - 3 CITY COUNCIL
Summary of Historical Expenditures and Adopted Budget by Fund
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund Midcycle Adopted Adopted 2003-04 Actual Adopted Budget Budget
1010 General Purpose Fund $2,288,163 2,462,701 $2,748,022 $2,902,108 1100 Self Insurance Liability 740 - - - 2190 Private Grants 7,484 7780 Oakland Redevelopment Agency 1,020,851 1,058,494 1,290,083 1,352,259
TOTAL $3,317,237 $3,521,195 $4,038,105 $4,254,367
Authorized FTE 31.50 31.50 31.50 31.50
General Purpose Fund (GPF) 69% 70% 68% 68% Expenditures as Percentage of Department's Total, all Funds Expenditures
General Purpose Fund (GPF) 0.6% 0.6% 0.6% 0.6% Expenditures as Percentage of Citywide GPF Expenditures
G - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Classification
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Administrative Assistant I, PPT - 1.00 - - Administrative Assistant II, PPT 1.00 - - - City Council Administrative Assistant 3.00 3.00 4.50 4.50 City Council Liaison 1.00 1.00 - - City Council Member 8.00 8.00 8.00 8.00 City Council Policy Analyst, Sr 2.00 - - - City Council PSE 14, PPT 1.00 1.00 - - City Councilmember's Assistant 13.50 13.50 16.00 16.00 Executive Assistant to City Council 1.00 1.00 1.00 1.00 Project Manager II 1.00 1.00 - - Senior Council Policy Analyst - 2.00 2.00 2.00 TOTAL 31.50 31.50 31.50 31.50
FY 2005-07 ADOPTED POLICY BUDGET G - 5 CITY COUNCIL
Summary of Authorized Positions by Program
FY 2004-05 FY 2005-06 FY 2006-07 Midcycle Adopted Adopted Program Name FY 2003-04 Authorized Budget Budget FTE FTE FTE FTE Constituent Affairs 24.85 24.85 24.85 24.85 Policy Analysis 6.65 6.65 6.65 6.65 TOTAL 31.50 31.50 31.50 31.50
G - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Revenue and Expenditures by Program
HISTORICAL SUMMARY
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Program
Revenue Expenditures Revenue Expenditures Constituent Affairs $0 $1,604,112 $0 $2,759,320 Policy Analysis (840) 1,713,125 0 761,875 TOTAL -$840 $3,317,237 $0 $3,521,195
ADOPTED BUDGET SUMMARY
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Program
Revenue Expenditures Revenue Expenditures Constituent Affairs $0 $3,080,278 $0 $3,250,874 Policy Analysis - 957,827 - 1,003,493 TOTAL $0 $4,038,105 $0 $4,254,367
FY 2005-07 ADOPTED POLICY BUDGET G - 7 CITY COUNCIL
Summary of Revenue and Expenditures by District
FISCAL YEAR 2005-06 District Total Total Personnel Revenue Expenditures Services O&M FTE Council Administration $0 $568,450 $417,968 $150,482 3.50 District 1 0 433,707 386,112 47,595 3.50 District 2 0 433,707 386,112 47,595 3.50 District 3 0 433,707 386,112 47,595 3.50 District 4 0 433,707 386,112 47,595 3.50 District 5 0 433,706 386,112 47,594 3.50 District 6 0 433,707 386,112 47,595 3.50 District 7 0 433,707 386,112 47,595 3.50 City-wide At-Large 0 433,707 386,112 47,595 3.50 TOTAL $0 $4,038,105 $3,506,864 $531,241 31.50
FISCAL YEAR 2006-07 District Total Total Personnel Revenue Expenditures Services O&M FTE Council Administration $0 $610,406 $440,264 $170,142 3.50 District 1 0 455,495 406,584 48,911 3.50 District 2 0 455,495 406,584 48,911 3.50 District 3 0 455,495 406,584 48,911 3.50 District 4 0 455,495 406,584 48,911 3.50 District 5 0 455,495 406,584 48,911 3.50 District 6 0 455,495 406,584 48,911 3.50 District 7 0 455,495 406,584 48,911 3.50 City-wide At-Large 0 455,496 406,584 48,912 3.50 TOTAL $0 $4,254,367 $3,692,936 $561,431 31.50
G - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IP52 Constituent Affairs
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Encourage and support civic engagement.
Program Description: This program helps to reduce crime by implementing a comprehensive crime prevention/reduction strategy. Also facilitates the development of housing for people of all incomes, reduction of blight and nuisance and provides for clean, well-maintained and accessible streets, sidewalks, facilities, amenities, parks recreational facilities and trees.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $2,748,022 $2,566,232 $181,790 22.79 7780Oakland Redevelopment Agency P - 332,256 240,396 91,860 2.06 TOTAL $0 $3,080,278 $2,806,628 $273,650 24.85
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $2,902,108 $2,702,600 $199,508 22.79 7780 Oakland Redevelopment Agency P - 348,766 253,236 95,530 2.06 TOTAL $0 $3,250,874 $2,955,836 $295,038 24.85
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
None
FY 2005-07 ADOPTED POLICY BUDGET G - 9 CITY COUNCIL
Program IP53 Policy Analysis
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: This progam develops and institutionalizes sound financial management policies and practices throughout the City. Also, encourages and supports social equity for all Oakland residents and maximizes socially and environmentally sustainable economic growth, including conservation of natural resources.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 7780Oakland Redevelopment Agency P $0 $957,827 $700,236 $257,591 6.65 TOTAL $0 $957,827 $700,236 $257,591 6.65
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 7780 Oakland Redevelopment Agency P $0 $1,003,493 $737,100 $266,393 6.65 TOTAL $0 $1,003,493 $737,100 $266,393 6.65
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
None
G - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Council Administration
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $392,342 $290,552 $101,790 2.55 7780Oakland Redevelopment Agency P - 176,108 127,416 48,692 0.95 TOTAL $0 $568,450 $417,968 $150,482 3.50
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $425,564 $306,056 $119,508 2.55 7780 Oakland Redevelopment Agency P - 184,842 134,208 50,634 0.95 TOTAL $0 $610,406 $440,264 $170,142 3.50
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
FY 2005-07 ADOPTED POLICY BUDGET G - 11 CITY COUNCIL
District 1
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $294,460 $284,460 $10,000 2.53 7780Oakland Redevelopment Agency P - 139,247 101,652 37,595 0.97 TOTAL $0 $433,707 $386,112 $47,595 3.50
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $309,568 $299,568 $10,000 2.53 7780 Oakland Redevelopment Agency P - 145,927 107,016 38,911 0.97 TOTAL $0 $455,495 $406,584 $48,911 3.50
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
District 2
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $294,460 $284,460 $10,000 2.53 7780Oakland Redevelopment Agency P - 139,247 101,652 37,595 0.97 TOTAL $0 $433,707 $386,112 $47,595 3.50
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $309,568 $299,568 $10,000 2.53 7780 Oakland Redevelopment Agency P - 145,927 107,016 38,911 0.97 TOTAL $0 $455,495 $406,584 $48,911 3.50
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
G - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
District 3
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $294,460 $284,460 $10,000 2.53 7780Oakland Redevelopment Agency P - 139,247 101,652 37,595 0.97 TOTAL $0 $433,707 $386,112 $47,595 3.50
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $309,568 $299,568 $10,000 2.53 7780 Oakland Redevelopment Agency P - 145,927 107,016 38,911 0.97 TOTAL $0 $455,495 $406,584 $48,911 3.50
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
District 4
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $294,460 $284,460 $10,000 2.53 7780Oakland Redevelopment Agency P - 139,247 101,652 37,595 0.97 TOTAL $0 $433,707 $386,112 $47,595 3.50
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $309,568 $299,568 $10,000 2.53 7780 Oakland Redevelopment Agency P - 145,927 107,016 38,911 0.97 TOTAL $0 $455,495 $406,584 $48,911 3.50
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
FY 2005-07 ADOPTED POLICY BUDGET G - 13 CITY COUNCIL
District 5
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $294,460 $284,460 $10,000 2.53 7780Oakland Redevelopment Agency P - 139,246 101,652 37,594 0.97 TOTAL $0 $433,706 $386,112 $47,594 3.50
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $309,568 $299,568 $10,000 2.53 7780 Oakland Redevelopment Agency P - 145,927 107,016 38,911 0.97 TOTAL $0 $455,495 $406,584 $48,911 3.50
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
District 6
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $294,460 $284,460 $10,000 2.53 7780Oakland Redevelopment Agency P - 139,247 101,652 37,595 0.97 TOTAL $0 $433,707 $386,112 $47,595 3.50
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $309,568 $299,568 $10,000 2.53 7780 Oakland Redevelopment Agency P - 145,927 107,016 38,911 0.97 TOTAL $0 $455,495 $406,584 $48,911 3.50
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
G - 14 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
District 7
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $294,460 $284,460 $10,000 2.53 7780Oakland Redevelopment Agency P - 139,247 101,652 37,595 0.97 TOTAL $0 $433,707 $386,112 $47,595 3.50
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $309,568 $299,568 $10,000 2.53 7780 Oakland Redevelopment Agency P - 145,927 107,016 38,911 0.97 TOTAL $0 $455,495 $406,584 $48,911 3.50
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
At-Large
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $294,460 $284,460 $10,000 2.53 7780Oakland Redevelopment Agency P - 139,247 101,652 37,595 0.97 TOTAL $0 $433,707 $386,112 $47,595 3.50
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $309,568 $299,568 $10,000 2.53 7780 Oakland Redevelopment Agency P - 145,928 107,016 38,912 0.97 TOTAL $0 $455,496 $406,584 $48,912 3.50
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
FY 2005-07 ADOPTED POLICY BUDGET G - 15 CITY COUNCIL
Notes
G - 16 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
City Administrator
Mission Statement
Direct and coordinate all City agencies and departments to ensure efficient and effective service to the community.
Business Goals
· Achieve the goals of the Mayor and City Council.
· Implement the legislative policies of the Mayor and City Council, as well as the administrative policies of the Mayor and City Administrator.
· Provide overall leadership and direction for City administration, service delivery, planning and policy analysis, and interagency programs to ensure continual innovation and improvement.
· Provide fiscal oversight and ensure sound management of all City financial activities.
· Represent and advance the City’s interests to a multitude of internal and external stakeholders.
FY 2005-07 ADOPTED POLICY BUDGET H - 1 CITY A DMINISTRATOR
Organizational Chart by Program
CITYCITY ADMINISTRATOR ADMINISTRATOR 89.3089.30 FTE FTE
Administration (IP03) Equal Access (IP05) Administration (IP03) Equal Access (IP05) (14.50 FTE) (4.00 FTE) (14.50 FTE) (4.00 FTE)
Americans with Disabilities Americans with Disabilities Equal Employment Opportunity (IP07) Act Programs (YS10) Equal Employment Opportunity (IP07) Act Programs (YS10) (5.00 FTE) (2.00 FTE) (5.00 FTE) (2.00 FTE)
Budget, Analysis & Operations Support Budget, Analysis & Operations Support Homeland Security (PS21) (IP12) Homeland Security (PS21) (IP12) (1.00 FTE) (15.50 FTE) (1.00 FTE) (15.50 FTE)
Citizens Police Review Board (IP06) Marketing (SC02) Citizens Police Review Board (IP06) Marketing (SC02) (8.00 FTE) (21.30 FTE) (8.00 FTE) (21.30 FTE)
Contract Compliance & Contract Compliance & Public Art (CE01) Employment Services (IP10) Public Art (CE01) Employment Services (IP10) (3.00 FTE) (10.00 FTE) (3.00 FTE) (10.00 FTE)
Cultural Funding (CE02) Public Ethics Commission (IP11) Cultural Funding (CE02) Public Ethics Commission (IP11) (3.00 FTE) (2.00 FTE) (3.00 FTE) (2.00 FTE)
H - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Organizational Chart by Division, with Supervisory Levels
CITYCITY ADMINISTRATOR ADMINISTRATOR 89.3089.30 FTE FTE
Administration City Administrator Administration City Administrator (13.50 FTE) (1.00 FTE) (13.50 FTE) (1.00 FTE) 2.00 Managers 2.00 Managers 11.50 Line Staff 11.50 Line Staff
ADA Programs Equal Opportunity Program ADA Programs Equal Opportunity Program (2.00 FTE) (5.00 FTE) (2.00 FTE) (5.00 FTE) 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Line Staff 4.00 Line Staff 1.00 Line Staff 4.00 Line Staff Budget, Analysis & Operation Budget, Analysis & Operation Homeland Security (15.50 FTE) Homeland Security (15.50 FTE) (1.00 FTE) 4.00 Managers (1.00 FTE) 4.00 Managers 1.00 Manager 11.50 Line Staff 1.00 Manager 11.50 Line Staff Citizens Police Review Board Marketing Oversight Citizens Police Review Board Marketing Oversight (8.00 FTE) (27.30 FTE) (8.00 FTE) (27.30 FTE) 1.00 Manager 2.00 Managers 1.00 Manager 2.00 Managers 7.00 Line Staff 25.30 Line Staff 7.00 Line Staff 25.30 Line Staff Contract Compliance Public Ethics Commission Contract Compliance Public Ethics Commission (10.00 FTE) (2.00 FTE) (10.00 FTE) (2.00 FTE) 1.00 Manager 1.00 Manager 1.00 Manager 1.00 Manager 9.00 Line Staff 1.00 Line Staff 9.00 Line Staff 1.00 Line Staff Equal Access Equal Access (4.00 FTE) (4.00 FTE) 1.00 Manager 1.00 Manager 3.00 Line Staff 3.00 Line Staff
FY 2005-07 ADOPTED POLICY BUDGET H - 3 CITY A DMINISTRATOR
Programs Included in FY 2005-07 Budget
· ADMINISTRATION (IP03) - Directs and coordinates all City agencies and departments to ensure efficient and cost effective services to the community.
· AMERICANS WITH DISABILITIES ACT PROGRAMS (YS10) - Coordinates all City ADA activities (excluding employment); investigates complaints of disability discrimination, administers ADA capital improvement programs, reviews other City capital projects for ADA compliance, develops and implements disability policies and programs, provides technical assistance and training, and staffs the Commission on Persons with Disabilities; serves the disability, business, and non-profit communities as well as City agencies and departments.
· BUDGET, ANALYSIS AND OPERATIONS SUPPORT (IP12)- Provides financial and operations analysis for all City operations; develops and monitors the City’s and Redevelopment Agency’s Budgets and the Five-Year Capital Improvement Plan; monitors and forecasts City revenues and expenditures and provides recommendations for balancing measures; leads and administers the City’s performance measurements/reporting, benchmarking, and performance based budgeting efforts; provides operations support to City Council, Mayor and City Administrator.
· CITIZENS POLICE REVIEW BOARD (IP06) – Acts as a civilian police oversight agency for the City of Oakland, established to review complaints of conduct by police officers, conduct fact-finding investigations of these com- plaints, and thereafter make advisory reports to the City Administrator of the facts of these complaints.
· CONTRACT COMPLIANCE & EMPLOYMENT SERVICES (IP10) - Supports all compliance policies that ensure social equity in public contracting and maximizes employment opportunities on city construction projects for Oakland residents; seeks to maximize the economic stability of Oakland’s diverse community via contracting, procurement and construction employment opportunities.
· CULTURAL FUNDING (CE02) - Funds Oakland based art and cultural activities that reflect the diversity of the City for the citizens and visitors to Oakland focusing on three key areas of support: General Support, Neighborhood Arts, and Arts in Education.
· EQUAL ACCESS (IP05) - Monitors and facilitates City Agencies’ compliance with the Equal Access to Services Ordinance; develops translation quality control guidelines and language assessment tests; ensures Agencies’ public document translation, and recommends number of bilingual personnel needed at Agencies’ public contact areas.
· EQUAL EMPLOYMENT OPPORTUNITY (IP07) - Investigates Equal Employment Opportunity (EEO) claims of discrimination and harassment via a neutral fact finding process; receives and responds to informal EEO mediation and dispute resolution requests from employees; provides and administers an ADA/FEHA workplace accommoda- tions process for City employees and job applicants; develops and submits EEO statistical reports; conducts sexual harassment education and EEO training programs; monitors hiring practices for EEO compliance and conducts outreach to the Oakland community.
· HOMELAND SECURITY (PS21) - Secures and manages grants from federal and state agencies related to home- land security; interfaces with City Departments and Agencies, County, State, and Federal personnel; coordinates homeland security funded programs and activities, and ensures information flows to the public and business community.
H - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Programs Included in FY 2005-07 Budget (continued)
· MARKETING (SC02) - Serves to position Oakland as a desirable place to live, work, visit, celebrate and do business; includes the Special Events arm of the City. Oversees all of the City’s multimedia communications, including the KTOP television station, the Oaklandnet.com website and the Oakland film office.
· PUBLIC ART (CE01) - Serves residents and visitors by commissioning permanent and temporary works of art to help create a vision and identify for the City and its diverse neighborhoods, and provides career opportunities for local and regional artists through the commissioning of their work.
· PUBLIC ETHICS COMMISSION (IP11) – Serves to ensure fairness, openness, honesty and integrity in City govern- ment; responsible for reviewing, administering and enforcing Oakland’s Campaign Reform Act (OCRA), Sunshine Ordinance, Limited Public Financing Act, False Endorsement In Campaign Literature Act, and the Lobbyist Regis- tration Act; as well as for reviewing and adjusting the salaries for the Oakland City Council every year.
FY 2005-07 ADOPTED POLICY BUDGET H - 5 CITY A DMINISTRATOR
Summary of Significant Adopted Budget Changes For FY 2005-07
GENERAL PURPOSE FUND (GPF) FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Delete Intergovernmental Affairs Director (vacant), leave funding for (1.50) ($0.12) ($0.12) contract; position swap due to Budget Office restructuring (no net FTE or dollar change) impacting a filled position.
Reduce operations and maintenance budget (in Administration, Public - ($0.14) ($0.15) Ethics and Web development). Transfer of positions performing Capital Improvement related (1.08) ($0.13) ($0.14) functions to CIP funds. Addition of a Citywide Grants Coordinator position, to be responsible 1.00 $0.15 $0.16 for the identification of outside funding sources to supplement City's limited resources; this function will reside in the City Administrator's Budget Office. Transfer of the Public Art and Cultural Funding programs from the 5.50 $0.81 $0.84 Cultural Arts Department to the City Administrator's Office.
ALL OTHER FUNDS FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Fund 5505 (Municipal Capital- Public Art) Transfer of a Public Art position from the Cultural Arts Department to 0.50 $0.05 $0.05 the City Administrator's Office.
H - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Historical Expenditures and Adopted Budget by Fund
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund Midcycle Adopted Adopted 2003-04 Actual Adopted Budget Budget
1010 General Purpose Fund $6,748,061 $6,951,147 $8,449,718 $8,853,786 1710 Recycling Program 5,000 5,000 5,000 5,000 1750 Multipurpose Reserve (500) - - - 1760 Telecommunications Reserve 1,003,822 1,083,551 1,215,633 1,277,705 1790 Contract Administration Fee 845,576 966,884 - - 2108 HUD-CDBG 24,687 25,000 - - 2123 US Dept. of Homeland Security 35,030 156,117 1,832,847 2,107,847 2240 Library Retention & Enhancmt 2,865 15,815 15,654 15,654 2250 Measure N/Paramedic Svcs 4,000 12,653 2,174 4,174 2251 Measure Y/Public Safety - - 15,000 16,170 2310 Landsc & Light Asses Dist 116,598 89,749 87,738 91,184 2412 Measure M/Emerg Dispatch 4,018 4,217 2,174 4,174 2999 Miscellaneous Grants 5,438 - - - 5130 Rockridge Library Asses Dist 3,000 3,163 131 3,131 5500 Municipal Capital Improvement 298,901 306,922 - - 5505 Municipal Capital - Public Arts 123,472 379,696 47,916 50,472 7760 Grant Clearing 439,167 468,389 661,594 688,370 7780 Oakland Redevelopment Agency 1,184,898 1,246,165 1,219,080 1,270,425
TOTAL $10,844,031 $11,714,468 $13,554,659 $14,388,092
Authorized FTE 84.55 88.05 89.30 89.30
General Purpose Fund (GPF) 62% 59% 62% 62% Expenditures as Percentage of Department's Total, all Funds Expenditures
General Purpose Fund (GPF) 2% 2% 2% 2% Expenditures as Percentage of Citywide GPF Expenditures
FY 2005-07 ADOPTED POLICY BUDGET H - 7 CITY A DMINISTRATOR
Summary of Authorized Positions by Classification
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Accountant II 2.00 2.00 2.00 2.00 Accountant III 1.25 1.25 1.00 1.00 ADA Projects Coordinator 1.00 1.00 1.00 1.00 Administrative Analyst I 1.00 1.00 - - Administrative Analyst II 3.00 3.00 3.00 3.00 Administrative Assistant I - - 1.00 1.00 Administrative Assistant II 1.00 1.00 1.00 1.00 Administrative Assistant II (Conf.) - 1.00 1.00 1.00 Administrative Assistant II, PPT 1.00 1.00 - - Administrative Assistant to the City Administrator 1.00 1.00 1.00 1.00 Administrative Services Manager I 3.00 3.00 3.00 3.00 Administrative Services Manager II 1.00 2.00 2.00 2.00 Assistant Budget Analyst 1.00 1.00 1.00 1.00 Assistant City Administrator 2.00 1.00 1.00 1.00 Assistant to the City Administrator 3.00 4.00 5.00 5.00 Budget & Operations Analyst III 5.00 5.00 5.00 5.00 Budget Director 1.00 1.00 1.00 1.00 Cable Operations Technician 5.00 5.00 5.00 5.00 Cable TV Operations Chief Engineer 1.00 1.00 1.00 1.00 Cable TV Production Assistant 3.80 3.80 3.80 3.80 Cable TV Station Manager 1.00 1.00 1.00 1.00 City Administrator 1.00 1.00 1.00 1.00 City Administrator Analyst 2.00 2.00 2.00 2.00 Complaint Investigator II 3.00 3.00 1.00 1.00 Complaint Investigator III 1.00 1.00 3.00 3.00 Contract Compliance Field Tech 1.00 1.00 1.00 1.00 Contract Compliance Officer 3.00 3.00 3.00 3.00 CPRB Executive Director 1.00 1.00 1.00 1.00 Deputy City Administrator - 1.00 1.00 1.00 Employment Services Supervisor 1.00 1.00 1.00 1.00 Equal Opportunity Specialist 3.00 3.00 4.00 4.00 Exec Dir to Public Ethics Comm 1.00 1.00 1.00 1.00 Exec. Assistant 0.50 2.50 2.50 2.50 Exec. Assistant to the Assistant City Administrator 3.00 2.00 2.00 2.00 Exec. Assistant to the City Administrator 1.00 1.00 1.00 1.00 Film Coordinator 2.00 2.00 1.00 1.00 Financial Analyst 1.00 1.00 2.00 2.00 Financial Analyst, PPT - - 0.50 0.50 Financial Analyst, Principal 2.00 2.00 2.00 2.00 Graphic Design Specialist 1.00 1.00 1.00 1.00 Job Developer 1.00 1.00 1.00 1.00 Manager, Affirmative Action 1.00 1.00 1.00 1.00 Manager, Agency Administrative 1.00 1.00 - - Manager, Contract & Employ Services 1.00 1.00 1.00 1.00
H - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Classification
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Manager, Neighborhood Services - 1.00 - - Office Assistant 1.00 1.00 1.00 1.00 Program Analyst I 2.00 2.00 5.00 5.00 Program Analyst I, PPT 1.00 1.00 0.50 0.50 Program Analyst II 2.00 2.00 2.00 2.00 Program Analyst II, PPT 1.00 0.50 1.00 1.00 Program Analyst II, PPT 0.50 0.50 - - Program Analyst III 1.50 1.50 2.00 2.00 Public Information Officer II 1.00 1.00 1.00 1.00 Public Service Representative 1.00 1.00 - - Receptionist 1.00 1.00 1.00 1.00 Receptionist to City Administrator 1.00 - - - Special Events coordinator 1.00 1.00 1.00 1.00 Web Master 1.00 1.00 1.00 1.00 TOTAL 84.55 88.05 89.30 89.30
FY 2005-07 ADOPTED POLICY BUDGET H - 9 CITY A DMINISTRATOR
Summary of Authorized Positions by Program
FY 2004-05 FY 2005-06 FY 2006-07 Midcycle Adopted Adopted Program Name FY 2003-04 Authorized Budget Budget FTE FTE FTE FTE Administration 12.50 15.50 14.50 14.50 Americans with Disabilities Act Programs 2.00 2.00 2.00 2.00 Budget, Analysis and Operations Support 15.00 15.00 15.50 15.50 Citizens Police Review Board 8.00 8.00 8.00 8.00 Contract Compliance & Employment Services 10.00 10.00 10.00 10.00 Cultural Funding 3.50 3.50 3.00 3.00 Equal Access 2.00 2.00 4.00 4.00 Equal Employment Opportunity 4.00 4.00 5.00 5.00 Homeland Security 1.25 1.25 1.00 1.00 Intergovernmental Affairs 1.00 1.00 0.00 0.00 Marketing 20.80 21.30 21.30 21.30 Public Art 2.50 2.50 3.00 3.00 Public Ethics Commission 2.00 2.00 2.00 2.00 TOTAL 84.55 88.05 89.30 89.30
H - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Revenue and Expenditures by Program
HISTORICAL SUMMARY
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Program
Revenue Expenditures Revenue Expenditures Adminstration $0 $2,162,537 $200,745 $2,429,904 Americans with Disabilities Act Programs - 187,771 - 194,773 Budget, Analysis and Operations Support - 1,878,229 - 1,934,062 Citizens Police Review Board 47,237 959,619 23,008 916,390 Contract Compliance & Employment 978,358 914,908 843,535 1,035,236 Services** Cultural Funding - 683,776 9,961 462,958 Equal Access - 366,110 - 453,981 Equal Employment Opportunity - 504,357 - 528,254 Homeland Security - 35,030 7,808,348 156,117 Intergovernmental Affairs - 193,327 - 187,202 Marketing - 2,410,465 943,949 2,601,103 Public Art 66,790 316,887 379,696 575,776 Public Ethics Commission 404 231,016 - 238,712 TOTAL $1,092,790 $10,844,031 $10,209,242 $11,714,468
ADOPTED BUDGET SUMMARY
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Program
Revenue Expenditures Revenue Expenditures Adminstration $146,810 $3,029,407 $166,777 $3,218,442 Americans with Disabilities Act Programs - 242,846 - 254,342 Budget, Analysis and Operations Support - 2,187,860 - 2,292,389 Citizens Police Review Board 35,683 1,053,949 36,037 1,107,769 Contract Compliance & Employment - 75,312 - 79,332 Services** Cultural Funding - 371,046 - 388,623 Equal Access - 444,640 - 455,020 Equal Employment Opportunity - 665,823 - 700,155 Homeland Security 2,832,847 1,832,847 2,832,847 2,107,847 Marketing 1,001,315 2,898,798 1,064,869 3,003,914 Public Art 53,395 484,355 53,395 500,411 Public Ethics Commission - 267,776 - 279,848 TOTAL $4,070,050 $13,554,659 $4,153,925 $14,388,092
** The costs of the Contract Compliance & Employment Services Division will be recovered from CIP and professional service projects.
FY 2005-07 ADOPTED POLICY BUDGET H - 11 CITY A DMINISTRATOR
Program IP03 Administration
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial managmeent policies and practices.
Program Description: This program directs and coordinates all City agencies and departments to ensure efficient and cost effective services to the community.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $146,810 $2,363,779 $1,610,774 $753,005 11.10 7760Grant Clearing - 510,312 510,312 - 2.60 7780Oakland Redevelopment Agency - 155,316 155,316 - 0.80 TOTAL $146,810 $3,029,407 $2,276,402 $753,005 14.50
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $166,777 $2,522,814 $1,686,278 $836,536 11.10 7760 Grant Clearing - 532,656 532,656 - 2.60 7780 Oakland Redevelopment Agency - 162,972 162,972 - 0.80 TOTAL $166,777 $3,218,442 $2,381,906 $836,536 14.50
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None
H - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program YS10 Americans with Disabilities Act Programs
Mayor/Council Goal: Ensure that all Oakland youth and seniors have the opportunity to be successful.
Citywide Objective: Provide effective community programs for seniors, youth and people with disabilities.
Program Description: This program coordinates all City ADA activities (excluding employment). It investigates complaints of disability discrimination, administers ADA capital improvement programs, reviews other City capital projects for ADA compliance, develops and implements disability policies and programs, provides technical assistance and training, and staffs the Commission on Persons with Disabilities. The ADA Programs Division serves the disability, business, and non-profit communities as well as City agencies and departments. Its activities are largely mandated by the ADA or other federal, state and local laws and regulations.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $230,678 $207,108 $23,570 1.92 7760Grant Clearing - 12,168 12,168 - 0.08 TOTAL $0 $242,846 $219,276 $23,570 2.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $241,538 $217,968 $23,570 1.92 7760 Grant Clearing - 12,804 12,804 - 0.08 TOTAL $0 $254,342 $230,772 $23,570 2.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percent of qualified requests for auxiliary aids and services fulfilled (ASL, Braille, N/A 100% 95% 95% 95% etc.) Percent of ADA (disability access) complaints resolved without litigation N/A 100% 95% 95% 95%
FY 2005-07 ADOPTED POLICY BUDGET H - 13 CITY A DMINISTRATOR
Program IP12 Budget, Analysis and Operations Support
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial managmeent policies and practices.
Program Description: This program provides financial and operations analysis for all City operations; develops and monitors the City's and Redevelopment Agency's Budgets and the Five-Year Capital Improvement Plan; monitors and forecasts city revenues and expenditures and provides recommendations for balancing measures; leads and administers the City's performance measurements/reporting, benchmarking, and performance based budgeting efforts; provides operations support to City Council, Mayor and City Administrator.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $1,778,643 $1,614,744 $163,899 13.00 2240Library Retention & Enhancmt - 15,654 - 15,654 0.00 2250Measure N/Paramedic Svcs - 2,174 - 2,174 0.00 2251Measure Y/Public Safety - 15,000 - 15,000 0.00 2310Landsc & Light Asses Dist - 87,738 57,492 30,246 0.50 2412Measure M/Emerg Dispatch - 2,174 - 2,174 0.00 5130Rockridge Library Asses Dist - 131 - 131 0.00 7760Grant Clearing - 139,114 119,616 19,498 1.00 7780Oakland Redevelopment Agency - 147,232 125,736 21,496 1.00 TOTAL $0 $2,187,860 $1,917,588 $270,272 15.50
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $1,863,563 $1,694,016 $169,547 13.00 2240 Library Retention & Enhancmt - 15,654 - 15,654 0.00 2250 Measure N/Paramedic Svcs - 4,174 - 4,174 0.00 2251 Measure Y/Public Safety - 16,170 - 16,170 0.00 2310 Landsc & Light Asses Dist - 91,184 60,564 30,620 0.50 2412 Measure M/Emerg Dispatch - 4,174 - 4,174 0.00 5130 Rockridge Library Asses Dist - 3,131 - 3,131 0.00 7760 Grant Clearing - 142,910 123,096 19,814 1.00 7780Oakland Redevelopment Agency - 151,429 129,576 21,853 1.00 TOTAL $0 $2,292,389 $2,007,252 $285,137 15.50
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
H - 14 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IP12 Budget, Analysis and Operations Support (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Average number of days after the 71 69 65 65 65 quarter end when a quarterly Revenue & Expenditure report is issued to City Council and Public Maximum percent variance between 5% 5% 5% 5% 5% actual year-end surplus/shortfall and quarterly Revenue & Expenditure projections
Latest date by which current year's N/A May 16, 2003 July 15, 2004 July 15, 2005 July 15, 2006 financials are interfaced from BRASS to Oracle and available for departments
Date by which all Adopted Budget N/A Sept 15, 2003 N/A Aug 15, 2005 N/A documents (including Policy, CIP and ORA budgets and Master Fee Schedule) are published and distributed, and posted on the website (bi-ennially)
Minimum number of monthly Newsletters N/A 8 10 10 10 issued during the fiscal year, for internal and external customers
Minimum number of Inter-Department N/A 9 12 12 12 Budget Team meetings offered during the fiscal year, for fiscal/accounting staff
Date by which Performance N/A Oct 12, 2004 Nov 1, 2005 Nov 1, 2006 Nov 1, 2007 Measurement report available to Council and public
Latest date of issuance of Proposed N/A May 13, 2003 N/A May 6, 2005 N/A Policy, ORA and CIP budgets to City Council and public (bi-ennially)
FY 2005-07 ADOPTED POLICY BUDGET H - 15 CITY A DMINISTRATOR
Program IP06 Citizens Police Review Board
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: This program is the civilian police oversight agency for the City of Oakland, established to review complaints of conduct by police officers, conduct fact-finding investigations of these complaints, and thereafter make advisory reports to the City Administrator of the facts of these complaints.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $35,683 $1,053,949 $1,018,412 $35,537 8.00 TOTAL $35,683 $1,053,949 $1,018,412 $35,537 8.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $36,037 $1,107,769 $1,072,232 $35,537 8.00 TOTAL $36,037 $1,107,769 $1,072,232 $35,537 8.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of Priority cases prepared N/A 100% 80% 80% 80% for hearing within six months of initiating investigation Percentage of post-hearing reports on N/A 100% 100% 100% 100% sustained cases submitted to the City Administrator within thirty days of hearing Percentage of cases, subject for N/A 99% 75% 75% 75% dismissal, submitted to the Board within sixty days of discovery of proper grounds for dismissal
H - 16 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IP10 Contract Compliance & Employment Services
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Encourage and support equity for all Oakland residents.
Program Description: This program supports all compliance policies that ensure social equity in public contracting and maximizes employment opportunities on city construction projects for Oakland residents. The CC&ES Division also seeks to maximize the economic stability of Oakland's diverse community via contracting, procurement and construction employment opportunities.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1700 Mandatory Refuse Program $0 $0 $19,644 ($19,644) 0.10 1710 Recycling Program - - 147,852 (147,852) 1.00 1750 Multipurpose Reserve - - 0.00 2108 HUD-CDBG - - 19,644 (19,644) 0.10 2195 Workforce Investment Act - - 192,720 (192,720) 2.00 2210 Measure B Fund - - 32,616 (32,616) 0.35 2211 Measure B - ACTIA - - 183,792 (183,792) 1.55 2212 Measure B - Bike & Ped - - 117,000 (117,000) 0.97 2213 Measure B - Paratransit - ACTIA - - 12,396 (12,396) 0.11 2214 ACTIA Reimbursable Grants - - 3,252 (3,252) 0.03 2416 Traffic Safety Fund - - 54,444 (54,444) 0.73 3100 Sewer Service Fund - - 190,872 (190,872) 2.14 5320 Measure DD - - 19,824 (19,824) 0.27 7780Oakland Redevelopment Agency - 75,312 75,312 - 0.65 TOTAL $0 $75,312 $1,069,368 ($994,056) 10.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets); the costs of the Division will be recovered from CIP and professional services projects.
FY 2005-07 ADOPTED POLICY BUDGET H - 17 CITY A DMINISTRATOR
Program IP10 Contract Compliance & Employment Services (continued)
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1700 Mandatory Refuse Program $0 $0 $20,676 ($20,676) 0.10 1710 Recycling Program - - 155,748 (155,748) 1.00 1750 Multipurpose Reserve - - - - 0.00 2108 HUD-CDBG - - 20,676 (20,676) 0.10 2195 Workforce Investment Act - - 202,980 (202,980) 2.00 2210 Measure B Fund - - 34,344 (34,344) 0.35 2211 Measure B - ACTIA - - 193,668 (193,668) 1.55 2212 Measure B - Bike & Ped - - 123,228 (123,228) 0.97 2213 Measure B - Paratransit - ACTIA - - 13,068 (13,068) 0.11 2214 ACTIA Reimbursable Grants - - 3,420 (3,420) 0.03 2416 Traffic Safety Fund - - 57,348 (57,348) 0.73 3100 Sewer Service Fund - - 201,048 (201,048) 2.14 5320 Measure DD - - 20,880 (20,880) 0.27 7780 Oakland Redevelopment Agency - 79,332 79,332 - 0.65 TOTAL $0 $79,332 $1,126,416 ($1,047,084) 10.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets); the costs of the Division will be recovered from CIP and professional services projects.
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage increase of the overall level N/A 21% 45% 50% 55% of L/SLBE participation in City Number of L/SLBE development through N/A 1 3 4 5 joint ventures, and mentor/protégé relationships with established businesses Percentage increase of the dollar value N/A 8% 12% 16% 18% of all contracts awarded to L/SLBEs to the highest level that is reasonably achievable Percentage of businesses achieving a N/A 58% 63% 68% 73% fair and mutually beneficial partnership Percentage increase in the use of local N/A 30% 20% 20% 20% businesses in ownership and equity participation with city development projects
H - 18 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program CE02 Cultural Funding
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Encourage and support civic engagement.
Program Description: This program funds Oakland based art and cultural activities that reflect the diversity of the City for the citizens and visitors to Oakland, focusing on three key areas of support: General Support, Neighborhood Arts, and Arts in Education.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $371,046 $279,036 $92,010 3.00 TOTAL $0 $371,046 $279,036 $92,010 3.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $388,623 $293,904 $94,719 3.00 TOTAL $0 $388,623 $293,904 $94,719 3.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of applications receiving awards from fundable applications N/A 64% 50% 50% 50%
FY 2005-07 ADOPTED POLICY BUDGET H - 19 CITY A DMINISTRATOR
Program IP05 Equal Access Program
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Encourage and support social equity for all Oakland residents.
Program Description: This program monitors and facilitates City Agencies’ compliance with the Equal Access to Services Ordinance; develops translation quality control guidelines and language assessment tests; ensures Agencies’ public document translation, and recommends number of bilingual personnel needed at Agencies’ public contact areas.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $444,640 $391,236 $53,404 4.00 TOTAL $0 $444,640 $391,236 $53,404 4.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $455,020 $412,116 $42,904 4.00 TOTAL $0 $455,020 $412,116 $42,904 4.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of translated and recorded N/A N/A 300 - 300 messages for City's multilingual telephone system Number of translated and recorded N/A N/A 320 320 320 Cityline multilingual updates on a quarterly basis Number of translated Agencies' public N/A N/A 200 200 200 documents in Spanish, Chinese and Vietnamese Number of Spanish and Chinese N/A N/A 2 2 2 language assessment tests completed for hiring purposes Number of assisted interpretation N/A N/A 100 100 100 requests per fiscal year via interpreters or translation devices
H - 20 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IP07 Equal Employment Opportunity
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Encourage and support social equity for all Oakland residents.
Program Description: This program, as mandated by federal, state and local laws and regulations, performs the following functions: Investigates EEO claims of discrimination and harassment via a neutral fact finding process. Receives and responds to informal EEO mediation and dispute resolution requests from employees. Provides and administers an ADA/FEHA workplace accommodations process for City employees and job applicants. Develops and submits EEO statistical reports. Conducts sexual harassment education and EEO training programs. Monitors hiring practices for EEO compliance and conducts outreach to the Oakland community.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $665,823 $642,900 $22,923 5.00 TOTAL $0 $665,823 $642,900 $22,923 5.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $700,155 $677,232 $22,923 5.00 TOTAL $0 $700,155 $677,232 $22,923 5.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None
FY 2005-07 ADOPTED POLICY BUDGET H - 21 CITY A DMINISTRATOR
Program PS21 Homeland Security
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: This program was established to secure and manage grants from federal and state agencies related to homeland security; to interface with City Departments and Agencies, County, State, and Federal personnel; to coordinate homeland security funded programs and activities, and to ensure information flows to the public and business community.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2123US Dept. of Homeland Security $2,832,847 $1,832,847 $126,768 $1,706,079 1.00 TOTAL $2,832,847 $1,832,847 $126,768 $1,706,079 1.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2123 US Dept. of Homeland Security $2,832,847 $2,107,847 $133,536 $1,974,311 1.00 TOTAL $2,832,847 $2,107,847 $133,536 $1,974,311 1.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of Website text updated N/A N/A N/A 100% 100% within three working days of change Percentage of email and voice N/A N/A N/A 100% 100% messages answered within one working day
H - 22 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program SC02 Marketing
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Encourage and support civic engagement.
Program Description: This program is a strategic, multi-faceted citywide marketing program designed to position Oakland as a desirable place to live, work, visit, celebrate and do business. The Marketing Program oversees all of the City's multimedia communications, including the KTOP television station, the Oaklandnet.com website and the Oakland film office. The Marketing Program also is the Special Events arm of the City and oversees the Public Art Cultural Funding Programs.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $10,858 $836,945 $422,568 $414,377 4.00 1710Recycling Program - 5,000 - 5,000 0.00 1760Telecommunications Reserve 990,457 1,215,633 1,151,004 64,629 11.80 7780Oakland Redevelopment Agency - 841,220 663,420 177,800 5.50 TOTAL $1,001,315 $2,898,798 $2,236,992 $661,806 21.30
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $12,231 $844,517 $445,140 $399,377 4.00 1710 Recycling Program - 5,000 - 5,000 0.00 1760 Telecommunications Reserve 1,052,638 1,277,705 1,212,408 65,297 11.80 7780 Oakland Redevelopment Agency - 876,692 698,892 177,800 5.50 TOTAL $1,064,869 $3,003,914 $2,356,440 $647,474 21.30
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
FY 2005-07 ADOPTED POLICY BUDGET H - 23 CITY A DMINISTRATOR
Program SC02 Marketing (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of large-scale marketing N/A 2 2 2 2 campaigns created and implemented Number of marketing tools produced for 668 8 8 business attraction Number of business-related trade 51112 13 13 shows, events at which Oakland is marketed Number of monthly updates to N/A 12 12 12 12 bus2oak.com Number of graphic design projects N/A 50 50 50 50 created and produced Number of city events photographed & N/A 8 10 8 8 archived
H - 24 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program CE01 Public Art
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Encourage and support civic engagement.
Program Description: This program serves residents and visitors by commissioning permanent and temporary works of art to help create a vision and identify for the City and its diverse nieghborhoods, and also provides career opportunities for local and regional artists through the commissioning of their work.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $53,395 $436,439 $253,224 $183,215 2.50 5505Municipal Capital - Public Arts - 47,916 47,916 - 0.50 TOTAL $53,395 $484,355 $301,140 $183,215 3.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $53,395 $449,939 $266,724 $183,215 2.50 5505 Municipal Capital - Public Arts - 50,472 50,472 - 0.50 TOTAL $53,395 $500,411 $317,196 $183,215 3.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of new public art projects N/A 55% 75% 60% 60% awarded to Oakland-based artists
FY 2005-07 ADOPTED POLICY BUDGET H - 25 CITY A DMINISTRATOR
Program IP11 Public Ethics Commission
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Encourage and support civic engagement.
Program Description: This program was created with the goal of ensuring "fairness, openness, honesty and integrity" in city government. The Oakland Public Ethics Commission is responsible for reviewing, administering and enforcing Oakland's Campaign Reform Act (OCRA), Sunshine Ordinance, Limited Public Financing Act, False Endorsement In Campaign Literature Act, and the Lobbyist Registration Act. The City Charter also requires the Commission to review and adjust the salaries for the Oakland City Council every year.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $267,776 $256,776 $11,000 2.00 TOTAL $0 $267,776 $256,776 $11,000 2.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $279,848 $268,848 $11,000 2.00 TOTAL $0 $279,848 $268,848 $11,000 2.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None
H - 26 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
City Attorney
Mission Statement
Provide the highest quality legal services to the City of Oakland, its employees, officers, agencies, boards and commis- sions; promote open government and accountability to the residents of Oakland in accordance with the letter and spirit of the law.
Business Goals
· Assist the Mayor, City Council, and City Administrator in achieving their goals for the City.
· Promote open government and accountability to the residents of Oakland in accordance with the letter and spirit of the law.
· Minimize public liability exposure and reduce claims through effective advocacy, and develop risk policies and training programs.
· Respond efficiently to the needs of City Agencies and Departments.
· Expand and secure the future of the Neighborhood Law Corps program.
FY 2005-07 ADOPTED POLICY BUDGET I - 1 CITY ATTORNEY
Organizational Chart by Program
OFFICEOFFICE OF OF THE THE CITY CITY ATTORNEY ATTORNEY 77.6577.65 FTE FTE
Advisory Services (IP18) Legal Support & Operations (IP19) Litigation Services (IP17) Neighborhood Law Corp (IP20) Advisory Services (IP18) Legal Support & Operations (IP19) Litigation Services (IP17) Neighborhood Law Corp (IP20) (37.65 FTE) (10.00 FTE) (27.00 FTE) (3.00 FTE) (37.65 FTE) (10.00 FTE) (27.00 FTE) (3.00 FTE)
Organizational Chart by Division, with Supervisory Levels
OFFICEOFFICE OF OF THE THE CITY CITY ATTORNEY ATTORNEY 77.6577.65 FTE FTE
CITYCITY ATTORNEY ATTORNEY (1.00 FTE) (1.00 FTE)
Support Support 1.00 Line Staff 1.00 Line Staff
Administration Advisory Litigation Administration Advisory Litigation (33.00 FTE) (25.65 FTE) (17.00 FTE) (33.00 FTE) (25.65 FTE) (17.00 FTE) 3.00 Managers 4.00 Managers 4.00 Managers 3.00 Managers 4.00 Managers 4.00 Managers 30.00 Line Staff 21.65 Line Staff 13.00 Line Staff 30.00 Line Staff 21.65 Line Staff 13.00 Line Staff
I - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Programs Included in FY 2005-07 Budget
· LITIGATION SERVICES (IP17) - Advocates the City’s interest in claims and lawsuits filed against and on behalf of the City, its officers, employees and agencies.
· ADVISORY SERVICES (IP18) - Provides legal advice and counsel to the City in a wide range of legal issues that challenge a modern American city.
· LEGAL SUPPORT & OPERATIONS (IP19) - Directs, sets policy and manages the operations of the City Attorney’s Office.
· NEIGHBORHOOD LAW CORPS, NLC (IP20) - Serves predominantly low-income neighborhoods by prosecuting nuisance cases as prioritized by the residents; provides residents with legal information and referrals.
FY 2005-07 ADOPTED POLICY BUDGET I - 3 CITY ATTORNEY
Summary of Significant Adopted Budget Changes For FY 2005-07
GENERAL PURPOSE FUND (GPF) FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Transfer of positions working on redevelopment matters to Oakland (1.75) ($0.50) ($0.52) Redevelopment Agency
ALL OTHER FUNDS FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions)
Fund 2190 (Private Grants) Elimination of limited duration Neighborhood Law Corps positions (2.00) ($0.12) ($0.13) (all vacant as of April 2005) due to reduction of private grant funding
I - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Historical Expenditures and Adopted Budget by Fund
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund Midcycle Adopted Adopted 2003-04 Actual Adopted Budget Budget
1010 General Purpose Fund $7,226,451 7,249,713 $8,577,801 $9,108,705 1150 Workers Comp. Insurance Claims 246,722 265,729 281,885 295,787 1710 Recycling Program - - 165,742 174,000 1720 Comprehensive Clean-up 42,463 43,759 48,433 50,800 1750 Multipurpose Reserve 44,420 46,163 52,440 55,212 1790 Contract Administration Fee 209,342 225,845 - - 2108 HUD-CDBG 58,972 63,656 67,404 70,701 2190 Private Grants 261,506 284,520 190,788 200,928 2192 OBRA - Oak Base Reuse Author. 403,834 421,906 389,536 408,564 2310 Landscape & Light Asses. Dist. 116,118 126,408 140,448 147,864 3100 Sewer Service Fund 97,863 101,111 112,715 118,386 5006 GOB Series 1997C, Measure K 17,817 18,377 20,357 21,349 5500 Municipal Capital Improvement 7,092 7,705 - - 7100 Police and Fire Retirement System 69,440 73,878 83,892 88,296 7120 Oakland Municipal Employees' Retirement Sy 17,371 18,482 20,964 22,092 7760 Grant Clearing 210,021 226,148 125,244 131,868 7780 Oakland Redevelopment Agency Projects 1,566,750 1,666,910 2,350,997 2,467,073
TOTAL $10,596,182 $10,840,310 $12,628,646 $13,361,625
Authorized FTE 79.00 79.65 77.65 77.65
General Purpose Fund (GPF) 68% 67% 68% 68% Expenditures as Percentage of Department's Total, all Funds Expenditures
General Purpose Fund (GPF) 2% 2% 2% 2% Expenditures as Percentage of Citywide GPF Expenditures
FY 2005-07 ADOPTED POLICY BUDGET I - 5 CITY ATTORNEY
Summary of Authorized Positions by Classification
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Accountant II 1.00 1.00 1.00 1.00 Agency Administrative Manager 1.00 1.00 1.00 1.00 Assistant City Attorney 2.00 2.00 2.00 2.00 City Attorney 1.00 1.00 1.00 1.00 Deputy City Attorney II 1.00 1.00 1.00 1.00 Deputy City Attorney III 10.00 10.00 11.00 11.00 Deputy City Attorney III, PPT - 0.65 0.65 0.65 Deputy City Attorney IV 14.00 14.00 13.00 13.00 Deputy City Attorney IV, PPT 1.00 1.00 1.00 1.00 Deputy City Attorney V 7.00 7.00 7.00 7.00 Exempt Limited Duration 5.00 5.00 3.00 3.00 Exec. Assist. to Assistant City Attorney 3.00 3.00 2.00 2.00 Exec. Assist. to the City Attorney 1.00 - 1.00 1.00 Information System Administrator 1.00 1.00 1.00 1.00 Claims Investigator II 2.00 2.00 2.00 2.00 Claims Investigator III 1.00 1.00 1.00 1.00 Legal Administrative Svcs. Manager 1.00 1.00 1.00 1.00 Legal Administrative Assistant - 12.00 12.00 12.00 Legal Assistant, Paralegal 7.00 - - - Legal Admin. Assistant, Supervising - 1.00 1.00 1.00 Legal Secretary II 12.00 - - - Legal Support Supervisor 1.00 1.00 1.00 1.00 Legal Communication Officer 1.00 1.00 1.00 1.00 Open Government Coordinator 1.00 1.00 1.00 1.00 Paralegal - 7.00 7.00 7.00 Public Service Representatives 2.00 3.00 3.00 3.00 Receptionist to the City Attorney 1.00 1.00 1.00 1.00 Special Counsel 1.00 1.00 1.00 1.00 Supervising Legal Secretary 1.00 - - - TOTAL 79.00 79.65 77.65 77.65
I - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Program
FY 2004-05 FY 2005-06 FY 2006-07 Midcycle Adopted Adopted Program Name FY 2003-04 Authorized Budget Budget FTE FTE FTE FTE Advisory Services 40.00 40.65 37.65 37.65 Legal Support & Operations 10.00 10.00 10.00 10.00 Litigation Services 24.00 24.00 27.00 27.00 Neighborhood Law Corp (NLC) 5.00 5.00 3.00 3.00 TOTAL 79.00 79.65 77.65 77.65
FY 2005-07 ADOPTED POLICY BUDGET I - 7 CITY ATTORNEY
Summary of Revenue and Expenditures by Program
HISTORICAL SUMMARY
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Program
Revenue Expenditures Revenue Expenditures Advisory Services $56,200 $6,400,258 $0 $6,488,467 Legal Support & Operations 508,566 288,804 40,000 819,914 Litigation Services 36,674 3,533,006 87,947 3,247,409 Neighborhood Law Corp (NLC) 276,088 374,115 302,034 284,520 TOTAL $877,528 $10,596,182 $429,981 $10,840,310
ADOPTED BUDGET SUMMARY
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Program
Revenue Expenditures Revenue Expenditures Advisory Services $0 $6,768,530 $0 $7,121,454 Legal Support & Operations - 1,476,635 - 1,627,967 Litigation Services 71,998 4,192,693 82,031 4,411,276 Neighborhood Law Corp (NLC) 190,788 190,788 200,928 200,928 TOTAL $262,786 $12,628,646 $282,959 $13,361,625
I - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IP18 Advisory Services
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: This program provides legal advice and counsel to the City in a wide range of legal issues that challenge a modern American city.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $3,591,492 $3,684,468 ($92,976) 23.94 1150Workers Comp. Insurance Claims - 16,155 11,688 4,467 0.05 1710Recycling Program - 165,742 125,256 40,486 0.75 1720Comprehensive Clean-up - 48,433 35,040 13,393 0.15 1750Multipurpose Reserve - 52,440 52,440 - 0.25 2108HUD-CDBG - 67,404 48,636 18,768 0.25 2192Oakland Base Reuse Authority - 389,536 281,820 107,716 1.50 2310Landscape & Light Asses. Dist. - 140,448 140,448 - 0.80 3100Sewer Service Fund - 80,723 58,404 22,319 0.25 5006GOB Series 1997C, Measure K - 20,357 14,688 5,669 0.07 7100Police & Fire Retirement Sys. - 83,892 83,892 - 0.40 7120Oakland Municipal Emp Ret Sys - 20,964 20,964 - 0.10 7760Grant Clearing - 125,244 125,244 - 0.75 7780Oakland Redevelopment Agency P - 1,965,700 1,483,800 481,900 8.39 TOTAL $0 $6,768,530 $6,166,788 $601,742 37.65
FY 2005-07 ADOPTED POLICY BUDGET I - 9 CITY ATTORNEY
Program IP18 Advisory Services (continued)
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $3,786,240 $3,879,216 ($92,976) 23.94 1150 Workers Comp. Insurance Claims - 16,941 12,300 4,641 0.05 1710 Recycling Program - 174,000 131,892 42,108 0.75 1720 Comprehensive Clean-up - 50,800 36,876 13,924 0.15 1750 Multipurpose Reserve - 55,212 55,212 - 0.25 2108 HUD-CDBG - 70,701 51,192 19,509 0.25 2192 Oakland Base Reuse Authority - 408,564 296,556 112,008 1.50 2310 Landscape & Light Asses. Dist. - 147,864 147,864 - 0.80 3100 Sewer Service Fund - 84,678 61,464 23,214 0.25 5006 GOB Series 1997C, Measure K - 21,349 15,456 5,893 0.07 7100 Police & Fire Retirement Sys. - 88,296 88,296 - 0.40 7120 Oakland Municipal Emp Ret Sys - 22,092 22,092 - 0.10 7760 Recycling Program - 131,868 131,868 - 0.75 7780 Oakland Redevelopment Agency P - 2,062,849 1,561,908 500,941 8.39 TOTAL $0 $7,121,454 $6,492,192 $629,262 37.65
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
NONE
I - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IP19 Legal Support & Operations
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: This program directs, sets policy and manages the operations of the City Attorney's Office.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $1,371,270 $1,309,470 $61,800 9.70 7780Oakland Redevelopment Agency P - 105,365 99,528 5,837 0.30 TOTAL $0 $1,476,635 $1,408,998 $67,637 10.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $1,517,430 $1,378,098 $139,332 9.70 7780 Oakland Redevelopment Agency P - 110,537 104,700 5,837 0.30 TOTAL $0 $1,627,967 $1,482,798 $145,169 10.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
NONE
FY 2005-07 ADOPTED POLICY BUDGET I - 11 CITY ATTORNEY
Program IP17 Litigation Services
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: This program advocates the City's interest in claims and lawsuits filed against and on behalf of the City, its officers, employees and agencies.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $71,998 $3,615,039 $3,591,924 $23,115 24.62 1150Workers Comp. Insurance Claims - 265,730 191,748 73,982 0.99 3100Sewer Service Fund - 31,992 31,992 - 0.29 7780Oakland Redevelopment Agency P - 279,932 202,308 77,624 1.10 TOTAL $71,998 $4,192,693 $4,017,972 $174,721 27.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $82,031 $3,805,035 $3,781,920 $23,115 24.62 1150 Workers Comp. Insurance Claims - 278,846 201,900 76,946 0.99 3100 Sewer Service Fund - 33,708 33,708 - 0.29 7780 Oakland Redevelopment Agency P - 293,687 212,952 80,735 1.10 TOTAL $82,031 $4,411,276 $4,230,480 $180,796 27.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of Claims settled prior to litigation 20% 35% 26% 26% 26% Percentage of defense lawsuits resolved within one year of filing 43% 38% 38% 36% 36% Percentage of claims resolved resulting in no monetary payout 80% 65% 74% 74% 74% Percentage of lawsuits resolved resulting in no monetary payout 67% 55% 51% 51% 51% Percentage of claims settled for $5,000 or less 89% 87% 90% 90% 90% Percentage of lawsuits settled for $5,000 or less 16% 18% 18% 18% 18%
I - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IP20 Neighborhood Law Corps, NLC
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce blight and nuisance.
Program Description: This program serves predominantly low-income neighborhoods by prosecuting nuisance cases, such as substandard housing, drug houses, and problem liquor stores, as prioritized by the residents. Attorneys also provide residents with legal information and referrals.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2190Private Grants $190,788 $190,788 $190,788 $0 3.00 TOTAL $190,788 $190,788 $190,788 $0 3.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2190 Private Grants $200,928 $200,928 $200,928 $0 3.00 TOTAL $200,928 $200,928 $200,928 $0 3.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
NONE
FY 2005-07 ADOPTED POLICY BUDGET I - 13 CITY ATTORNEY
Notes
I - 14 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
City Auditor
Mission Statement
Provides impartial and comprehensive information obtained through independent audit, investigation and analysis to the public, elected officials and administration of the City of Oakland.
Business Goals
· Fulfill the current and expanded responsibilities of the City Auditor in accordance with the Charter Amendment Measure “H”.
· Maintain a responsive and effective internal audit function which will promote the fiscal and operational accountability of the City Agencies and Departments.
· Help safeguard City assets from fraud, waste and abuse by evaluating the: (a) adequacy of the internal controls established by management; and (b) compliance with policies, rules and regulations.
· Respond promptly to requests for consulting services, special reviews and audits from the Mayor, City Council, City Administrator, Agency Directors and Department heads, and to inquiries from taxpayers.
· Provide legislative analytical assistance to the City Council.
· Maintain high standards of staff performance and professionalism.
FY 2005-07 ADOPTED POLICY BUDGET J - 1 CITY A UDITOR
Organizational Chart by Program
CITYCITY AUDITOR AUDITOR 10.0010.00 FTE FTE
Auditing (IP54) Auditing (IP54) 10.00 FTE 10.00 FTE
Organizational Chart by Division, with Supervisory Levels
CITYCITY AUDITOR AUDITOR 10.0010.00 FTE FTE
CityCity Auditor Auditor (1.00 FTE) (1.00 FTE)
Support Support 2.00 Line Staff 2.00 Line Staff
Auditing Performance Fraud Financial/Special Studies Audits Auditing Performance Fraud Financial/Special Studies Audits Investment Surveys (3.50 FTE) Investment Surveys (3.50 FTE) (3.50 FTE) 1.00 Managers (3.50 FTE) 1.00 Managers 1.00 Managers 2.50 Line Staff 1.00 Managers 2.50 Line Staff 2.50 Line Staff 2.50 Line Staff
J - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Programs Included in FY 2005-07 Budget
· AUDITING (IP54) - Conducts performance audits, financial audits, and attestation engagements conforming to Generally Accepted Government Auditing Standards as prescribed by the Government Accounting Office and in conformity with the mandate in Section 403 of the Oakland City Charter; tests conformity to the policies and procedures of the City as prescribed by the Charter and City Council enactments, providing surveys of residents and others, and provides impartial financial analyses of all City ballot measures and all proposed major financial expenditures before approval.
FY 2005-07 ADOPTED POLICY BUDGET J - 3 CITY A UDITOR
Summary of Historical Expenditures and Adopted Budget by Fund
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund Midcycle Adopted Adopted 2003-04 Actual Adopted Budget Budget
1010 General Purpose Fund $945,354 1,009,479 $1,209,565 $1,274,391 1750 Multipurpose Reserve 69,473 73,280 81,000 85,344 1780 Kids First Fund 15,000 15,000 15,000 2114 Department of Labor (1,054) - - - 2240 Library Services - Measure Q 25,000 25,000 25,000 7780 Oakland Redevelopment Agency 32,163 51,136 46,380 48,876
TOTAL $1,045,935 $1,173,895 $1,376,945 $1,448,611
Authorized FTE 10.00 10.00 10.00 10.00
General Purpose Fund (GPF) 90% 86% 88% 88% Expenditures as Percentage of Department's Total, all Funds Expenditures
General Purpose Fund (GPF) 0.2% 0.2% 0.3% 0.3% Expenditures as Percentage of Citywide GPF Expenditures
J - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Classification
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Assistant to the City Auditor 1.00 1.00 - - City Auditor 1.00 1.00 1.00 1.00 Chief Deputy City Auditor - - 1.00 1.00 Deputy Auditor I 2.00 2.00 2.00 2.00 Deputy Auditor III 2.00 2.00 2.00 2.00 Exec. Assistant to the City Auditor 1.00 1.00 1.00 1.00 Receptionist to City Auditor 1.00 1.00 1.00 1.00 Student Trainee, PT 2.00 2.00 2.00 2.00 TOTAL 10.00 10.00 10.00 10.00
FY 2005-07 ADOPTED POLICY BUDGET J - 5 CITY A UDITOR
Summary of Authorized Positions by Program
FY 2004-05 FY 2005-06 FY 2006-07 Midcycle Adopted Adopted Program Name FY 2003-04 Authorized Budget Budget FTE FTE FTE FTE Auditing 10.00 10.00 10.00 10.00 TOTAL 10.00 10.00 10.00 10.00
J - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Revenue and Expenditures by Program
HISTORICAL SUMMARY
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Program
Revenue Expenditures Revenue Expenditures Auditing $0 $1,045,935 $6,122 $1,173,895 TOTAL $0 $1,045,935 $6,122 $1,173,895
ADOPTED BUDGET SUMMARY
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Program
Revenue Expenditures Revenue Expenditures Auditing $5,539 $1,376,945 $6,240 $1,448,611 TOTAL $5,539 $1,376,945 $6,240 $1,448,611
FY 2005-07 ADOPTED POLICY BUDGET J - 7 CITY A UDITOR
Program IP54 Auditing
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: Under this program the City Auditor conducts performance audits, financial audits, and attestation engagements conforming to Generally Accepted Government Auditing Standards as prescribed by the Government Accounting Office and in conformity with the mandate in Section 403 of the Oakland City Charter. The City Auditor also tests conformity to City policies and procedures as prescribed by the City Charter and City Council enactments; provides surveys of residents and others; and provides impartial financial analysis of all City ballot measures and proposed major financial expenditures before approval.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $5,539 $1,209,565 $979,836 $229,729 8.83 1750Multipurpose Reserve - 81,000 81,000 - 0.79 1780Kids First! Fund - 15,000 15,000 - 0.00 2240Library Services - Measure Q - 25,000 25,000 - 0.00 7780Oakland Redevelopment Agency - 46,380 46,380 - 0.38 TOTAL $5,539 $1,376,945 $1,147,216 $229,729 10.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $6,240 $1,274,391 $1,028,976 $245,415 8.83 1750 Multipurpose Reserve - 85,344 85,344 - 0.79 1780 Kids First! Fund - 15,000 15,000 - 0.00 2240 Library Services - Measure Q - 25,000 25,000 - 0.00 7780 Oakland Redevelopment Agency - 48,876 48,876 - 0.38 TOTAL $6,240 $1,448,611 $1,203,196 $245,415 10.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
None
J - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Office of the City Clerk
Mission Statement
Enable the public to fully participate in the governmental process, by providing accurate information and services in a professional manner, and assisting the residents in making informed decisions affecting the quality of their lives.
Business Goals
· Support the Mayor, City Council, City Administrator, and Agency Directors in achieving their goals for the City through accurate recording of legislative activities and retention/retrieval of City records.
· Maintain a web-based Electronic Agenda Management System, allowing for a 24 hour virtual City Clerk’s Office.
· Ensure the safety and availability of vital public records in the care and custody of the Office of the City Clerk.
FY 2005-07 ADOPTED POLICY BUDGET K - 1 CITY CLERK
Organizational Chart by Program
OFFICEOFFICE OF OF THE THE CITY CITY CLERK CLERK 12.0012.00 FTE FTE
Election & Political Records Management & Agenda Management (IP14) Election & Political Records Management & Agenda Management (IP14) Compliance (IP15) Customer Services (IP16) 4.20 FTE Compliance (IP15) Customer Services (IP16) 4.20 FTE 2.50 FTE 5.30 FTE 2.50 FTE 5.30 FTE
Organizational Chart by Division, with Supervisory Levels
OFFICEOFFICE OF OF THE THE CITY CITY CLERK CLERK 12.0012.00 FTE FTE
City Clerk City Clerk (1.00 FTE) (1.00 FTE)
Record Management & Agenda Management Election & Political Compliance Record Management & Agenda Management Election & Political Compliance Customer Services (3.50 FTE) (2.50 FTE) Customer Services (3.50 FTE) (2.50 FTE) (5.00 FTE) 1.00 Managers 1.00 Managers (5.00 FTE) 1.00 Managers 1.00 Managers 1.00 Managers 2.50 Line Staff 1.50 Line Staff 1.00 Managers 2.50 Line Staff 1.50 Line Staff 4.00 Line Staff 4.00 Line Staff
K - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Programs Included in FY 2005-07 Budget
· AGENDA MANAGEMENT (IP14) - Coordinates, prepares, and distributes legislative agendas. Ensures posting of agendas as mandated by law. Ensures attendance of council committee, council meetings and Oakland Base Reuse Authority meetings and prepares minutes. Processes, tracks, and archives legislations and contracts. Manages Boards & Commission database and appointments.
· ELECTIONS & POLITICAL COMPLIANCE (IP15) - Facilitates the Municipal Election process within the City of Oakland and ensures that elections are conducted properly and ethically in accordance with Federal, State, and local laws. Responsible for overseeing the filing of Campaign Disclosure Statements and Statements of Economic Interest as required by the Fair Political Practices Commission.
· RECORDS MANAGEMENT/CUSTOMER SERVICES (IP16) - Processes passport applications and domestic partnership registrations. Maintains municipal records and processes records research requests pursuant to local and state laws.
FY 2005-07 ADOPTED POLICY BUDGET K - 3 CITY CLERK
Summary of Significant Adopted Budget Changes For FY 2005-07
GENERAL PURPOSE FUND (GPF) FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Reduce set-aside for closed captioning to reflect lower cost of offsite ($0.07) ($0.07) contract (currently in place). Transfer of Comcast Franchise contract support position to the (1.00) ($0.09) ($0.09) Information Technology Division in the Finance & Management Agency.
ALL OTHER FUNDS FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Fund 3100 (Sewer Service) Eliminate Cable Franchise Manager (filled); function no longer (1.00) ($0.14) ($0.15) required.
K - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Historical Expenditures and Adopted Budget by Fund
2004-05FY 2005-06 FY 2006-07 Expenditures by Fund Midcycle Adopted Adopted 2003-04 Actual Adopted Budget Budget
1010 General Purpose Fund $1,942,745 2,090,832 $2,233,885 $2,335,421 2999 Miscellaneous Grants (2,489) - - - 3100 Sewer Service Fund 93,010 120,780 - - 7780 Oakland Redevelopment Agency Projects 58,892 61,212 69,876 73,464
TOTAL $2,092,159 $2,272,824 $2,303,761 $2,408,885
Authorized FTE 12.00 14.00 12.00 12.00
General Purpose Fund (GPF) 92.9% 92.0% 97.0% 97.0% Expenditures as Percentage of Department's Total, all Funds Expenditures
General Purpose Fund (GPF) 0.4% 0.5% 0.5% 0.5% Expenditures as Percentage of Citywide GPF Expenditures
FY 2005-07 ADOPTED POLICY BUDGET K - 5 CITY CLERK
Summary of Authorized Positions by Classification
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Accountant II 1.00 1.00 1.00 1.00 Administrative Analyst I - - 1.00 1.00 Administrative Analyst I, PT 0.50 0.50 0.50 0.50 Administrative Assistant I 1.50 1.00 - - Administrative Assistant I, PPT - 0.50 0.50 0.50 Administrative Assistant II - 1.00 1.00 1.00 Adminstrative Services Manager II - - 1.00 1.00 City Clerk 1.00 1.00 1.00 1.00 City Clerk, Assistant 1.00 1.00 1.00 1.00 Citywide Records Manager 1.00 1.00 - - Deputy City Clerk 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 Legislative Recorder 2.00 2.00 2.00 2.00 Project Manager - 1.00 - - Public Service Representative - 1.00 1.00 1.00 Receptionist 1.00 - - - Support Services Supervisor 1.00 1.00 - - TOTAL 12.00 14.00 12.00 12.00
K - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Program
FY 2004-05 FY 2005-06 FY 2006-07 Midcycle Adopted Adopted Program Name FY 2003-04 Authorized Budget Budget FTE FTE FTE FTE Agenda Management 4.20 5.20 4.20 4.20 Elections & Political Compliance 2.50 3.50 2.50 2.50 Records Management/Customer Services 5.30 5.30 5.30 5.30 TOTAL 12.00 14.00 12.00 12.00
FY 2005-07 ADOPTED POLICY BUDGET K - 7 CITY CLERK
Summary of Revenue and Expenditures by Program
HISTORICAL SUMMARY
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Program
Revenue Expenditures Revenue Expenditures Agenda Management $110,848 $758,115 $38,273 $905,241 Elections & Political Compliance 400,000 709,322 - 724,167 Records Management/Customer Services - 624,722 20,600 643,416 TOTAL $510,848 $2,092,159 $58,873 $2,272,824
ADOPTED BUDGET SUMMARY
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Program
Revenue Expenditures Revenue Expenditures Agenda Management $34,630 $993,613 $39,008 $1,058,537 Elections & Political Compliance - 653,212 - 666,412 Records Management/Customer Services 18,638 656,936 20,996 683,936 TOTAL $53,268 $2,303,761 $60,004 $2,408,885
K - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IP14 Agenda Management
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Encourage and support civic engagement.
Program Description: This program coordinates, prepares, and distributes legislative agendas. Ensures posting of agendas as mandated by law. Attends council committee, council meetings and Oakland Base Reuse Authority meetings, and prepares minutes. Processes, tracks, and archives legislations and contracts. Boards & Commission database and appointments.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $34,630 $993,613 $471,840 $521,773 4.20 TOTAL $34,630 $993,613 $471,840 $521,773 4.20
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $39,008 $1,058,537 $496,680 $561,857 4.20 TOTAL $39,008 $1,058,537 $496,680 $561,857 4.20
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of legislative actions posted to Legistar within 72 hours 90% 100% 100% 100% 100%
FY 2005-07 ADOPTED POLICY BUDGET K - 9 CITY CLERK
Program IP15 Elections & Political Compliance
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Encourage and support civic engagement.
Program Description: This program facilitates the Municipal Election process within the City of Oakland to ensure that elections are conducted properly and ethically in accordance with Federal, State, and local laws. In addition, this unit is also responsible for overseeing the filing of Campaign Disclosure Statements and Statements of Economic Interest as required by the Fair Political Practices Commission.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $653,212 $247,728 $405,484 2.50 TOTAL $0 $653,212 $247,728 $405,484 2.50
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $666,412 $260,928 $405,484 2.50 TOTAL $0 $666,412 $260,928 $405,484 2.50
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None
K - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IP16 Records Management/Customer Services
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Encourage and support civic engagement.
Program Description: This program processes passport applications and domestic partnership registrations. Maintains municipal records and processes records research requests pursuant to local and state laws.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $18,638 $587,060 $438,756 $148,304 5.00 7780Oakland Redevelopment Agency P - 69,876 69,876 - 0.30 TOTAL $18,638 $656,936 $508,632 $148,304 5.30
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $20,996 $610,472 $462,168 $148,304 5.00 7780 Oakland Redevelopment Agency P - 73,464 73,464 - 0.30 TOTAL $20,996 $683,936 $535,632 $148,304 5.30
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None
FY 2005-07 ADOPTED POLICY BUDGET K - 11 CITY CLERK
Notes
K - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Finance and Management Agency
Mission Statement
Provide, through the work of employees, quality direct services to Oakland residents and businesses, and support services to the Mayor, City Council, City Administrator and City agencies/departments. Provide services that include: Portfolio and Debt Management, Customer Services, Tax Collections, Parking Enforcement and Collections, Financial Management and Maintenance of the City’s Financial System, Warehousing and Commodity Inventory, Mail Services, Human Resource Management, Information Technology Management and Risk Management.
Business Goals
· Safeguard the City’s assets by maintaining strong internal controls and adhering to established financial policies and guidelines.
· Respond to departments’ and citizens’ requests on a timely basis.
· Manage the City’s financial risk associated with workplace injuries and claims against the City for harm to persons or property.
· Enforce and collect local tax revenues and to process payments expeditiously.
· Acquire sister state judgments, which will allow the City to obtain out of state judgments.
· Enhance collection efforts to include collection of defaulted city loans in excess of $5,000.
· Manage the cash resources and investments of the City, Port and the Redevelopment Agency prudently, maximizing revenues while ensuring liquidity and compliance with the government code and the City’s investment policy.
· Issue new debt and restructured debt by the City and Redevelopment Agency at the lowest rate possible to provide financing for capital improvements and cash flow borrowing, and levying, collecting and paying scheduled debt service.
· Establish effective communication between enforcement staff, parking meter collection and parking meter repair to increase efficiency and reduce meter downtown time.
· Decrease waiting time in the Parking Division’s lobby from 20 minutes to 10 minutes.
· Provide City agencies and departments with an excellent, skilled, diverse workforce to enable effective delivery of services to the Oakland community, through active outreach, recruitment and hiring and promotion of qualified candidates, particularly Oakland residents.
· Provide and model best practices to agencies and departments and aggressively pursue cost containment opportuni- ties for City services through fiscally responsible management including a modern, competitive, flexible job classifi- cation and compensation system.
· Manage comprehensive benefits programs which serves employees needs while containing costs.
· Update and revise the purchasing policies and procedures to reflect the approved changes to the Purchasing Ordi- nance
FY 2005-07 ADOPTED POLICY BUDGET L - 1 FINANCE AND MANAGEMENT AGENCY
Business Goals (continued)
· Implement an Oracle Time and Labor system (OTL)
· Improve customer service for internal clients, businesses and the community by providing an overall Information Technology (IT) vision and strategic plan that includes the re-engineering and re-architecting of the City’s existing IT environment and associated services.
· Provide a pro-active, stable and highly reliable intra/internet environment that supports and enhances E-commerce, E-Oakland, Citywide GIS, Crime Watch GIS and migration of City applications to the WEB.
· Improve the availability, reliability and speed of the City’s network connectivity
L - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Organizational Chart by Program
FINANCEFINANCE AND AND MANAGEMENT MANAGEMENT AGENCY AGENCY 351.80351.80 FTE** FTE**
Human Resources Management Information Technology Financial Management (IP59) Human Resources Management Information Technology Parking Management (IP60) Financial Management (IP59) (IP61) Management (IP62) Parking Management (IP60) (133.00 FTE) (IP61) Management (IP62) (96.05 FTE) (133.00 FTE) (45.75 FTE) (77.00 FTE) (96.05 FTE) (45.75 FTE) (77.00 FTE)
Organizational Chart by Division, with Supervisory Levels
FINANCEFINANCE MANAGEMENT MANAGEMENT AGENCY AGENCY 351.80351.80 FTE** FTE**
Director’s Office Director’s Office (7.00 FTE) (7.00 FTE) 3.00 Managers 3.00 Managers 4.00 Line Staff 4.00 Line Staff
Accounting Human Resource Information Risk Management Accounting Human Resource Information Parking Division Revenue Division Risk Management Treasury Division Division Division Technology Division Parking Division Revenue Division Division Treasury Division Division Division Technology Division (96.05 FTE) (56.00 FTE) Division (11.00 FTE) (53.00 FTE) (45.75 FTE) (77.00 FTE) (96.05 FTE) (56.00 FTE) (6.00 FTE) (11.00 FTE) (53.00 FTE) (45.75 FTE) (77.00 FTE) 10.00 Managers 4.00 Managers (6.00 FTE) 1.00 Manager 3.00 Managers 4.00 Managers 11.00 Managers 10.00 Managers 4.00 Managers 1.00 Manager 1.00 Manager 3.00 Managers 4.00 Managers 11.00 Managers 86.05 Line Staff 52.00 Line Staff 1.00 Manager 10.00 Line Staff 50.00 Line Staff 41.75 Line Staff 66.00 Line Staff 86.05 Line Staff 52.00 Line Staff 5.00 Line Staff 10.00 Line Staff 50.00 Line Staff 41.75 Line Staff 66.00 Line Staff 5.00 Line Staff
**FTEs reflect FY 2005-06 Adopted Budget. The number of FTEs decreases by 1.0 in FY 2006-07, in the Information Technology Program/Division.
FY 2005-07 ADOPTED POLICY BUDGET L - 3 FINANCE AND MANAGEMENT AGENCY
Programs Included in FY 2005-07 Budget
· FINANCIAL MANAGEMENT (IP59) - Provides comprehensive financial services for the City and Redevelopment Agency; provides timely and accurate financial reports; maintains integrity of information in the City’s and Redevel- opment Agency’s financial systems and monitors internal controls; processes payments; processes payroll and maintains inventory of critical supplies (warehousing); collects deposits and records City revenues; procures mate- rials, supplies and services for City departments; manages the City’s and Redevelopment Agency’s investments; issues City and Redevelopment bonds and restructures debt; plans, develops and administers all risk manage- ment, insurance and safety related activities.
· HUMAN RESOURCES MANAGEMENT (IP61) - Manages all human resource functions; administers benefit programs for employees and retirees; provides employee training and support; fosters positive relationship between management and union; directs and administers classification/compensation and operates the position control system; recruits qualified workforce for the City.
· INFORMATION TECHNOLOGY MANAGEMENT (IP62) - Provides comprehensive IT support to Mayor, Council, City Administrator and City Agencies/Departments; including customer support of citywide radio system, mobile applications, the City’s Helpdesk and Application and Development maintenance/support of enterprise application; provides technology project and business development assistance.
· PARKING MANAGEMENT (IP60) - Enforces all parking regulations, processes all citations, collects meter rev- enues and conducts administrative reviews; accepts and posts related payments.
L - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Significant Adopted Budget Changes For FY 2005-07
GENERAL PURPOSE FUND (GPF) FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Elimination of 9.00 positions (5.00 filled) due to restructuring of (9.00) ($1.04) ($1.08) organization and to reduce costs. Increase in recoveries for Treasury Division's costs in issuing ($0.16) ($0.19) bonds and managing portfolios. Addition of three systems/IT FTEs to support the IPSS, PIMS 3.00 $0.31 $0.33 and In-Car Videos functions in the Police Department; these positions will be housed in the Information Technology Division. Reduction in operations and maintenance budget. ($0.21) ($0.11) Transfer of Comcast Franchise contract support position from 1.00 $0.09 ($0.09) the City Clerk's Office to the Information Technology Division. Addition of a Parking Enforcement Supervisor (Public Works 1.00 $0.09 $0.09 Supervisor I classification) to supervise Street Sweeping Parking Citation functions. Transfer of Street Sweeping Parking Citation function from the 7.95 $0.63 $0.63 Public Works Agency to the Parking Management Division (split between 2 funds; see fund 1720 details below).
ALL OTHER FUNDS FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Funds 7100 (Police and Fire Retirement System), 7120 (Oakland Municipal Employees' Retirement System) Realignments in staff costs between funds; reduction of (1.00) ($0.22) ($0.24) duplicate functions (eliminated position is vacant). Fund 1720 (Comprehensive Clean-up) Transfer of Street Sweeping Parking Citation function from the 5.10 $0.28 $0.33 Public Works Agency to the Parking Management Division.
FY 2005-07 ADOPTED POLICY BUDGET L - 5 FINANCE AND MANAGEMENT AGENCY
Summary of Historical Expenditures and Adopted Budget by Fund
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund Midcycle Adopted Adopted 2003-04 Actual Adopted Budget Budget
1010 General Purpose Fund $26,801,257 28,245,337 $32,646,918 $34,099,638 1100 Self Insurance Liability 2,815 - - - 1150 Workers Comp. Insurance Claims - 821,072 977,631 1,013,835 1700 Mandatory Refuse Program 3,630,487 1,785,504 2,225,953 2,367,413 1710 Recycling Program 83,908 84,406 96,901 101,785 1720 Comprehensive Clean-up - - 275,352 331,649 1750 Multipurpose Reserve 2,100,000 2,100,000 - - 1760 Telecommunications Reserve 233 - - 2108 HUD-CDBG 141,859 140,860 140,341 145,525 2114 Department of Labor (308) - - - 2192 OBRA - Oak Base Reuse Author. - - 102,156 107,604 2195 Workforce Investment Act 89,769 112,626 84,072 88,560 2230 State Gas Tax 74,917 82,731 105,888 111,540 2251 Measure Y/Public Safety - - 30,000 30,000 2310 Landsc & Light Asses Dist 110,315 139,179 161,133 169,641 2826 Mortgage Revenue 25 - - 3100 Sewer Service Fund 759,644 804,740 816,740 819,740 4100 Equipment 46 - - - 4200 Radio 952,425 862,234 910,664 956,198 4300 Reproduction 1,068,007 1,181,316 1,235,519 1,264,481 4500 Central Stores 2,142,833 2,592,011 2,742,922 2,832,774 5004 GOB Series 1995B, Measure K 2,929,977 - - 5010 GOB Series 1997, Measure I 4,609 - - - 5020 Rockridge Area Water Improvement Series 450 - - 1994 5500 Municipal Capital Improvement 313,813 359,268 - - 5999 Miscellaneous CAP Project (2,929,977) - - - 6002 GOB Series 1991A, Measure K (4,150) - - - 6004 GOB Series 1995B, Measure K 2,067 2,500 - - 6006 GOB Series 1997C, Measure K 3,863 4,000 - - 6008 GOB Series 1992, Emerg. Resp. 3,000 3,500 - - 6010 GOB Series 1997, Measure I 6,439 10,800 - - 6014 CSCD Authority 1992 - 4,000 - - 6015 Oakland Museum 2002 Series A 2,013 3,800 - - 6016 Civic Improvement Corp. 1985 16,740 17,900 - - 6025 Lakeshore Lighting III - Debt Svc 2,109 - - - 6030 Pension Obligation Bonds 1997-A 3,500 8,160 - - 6032 Taxable Pension Obligation Bonds Series 4,000 - - 2001 6033 1998 JPFA Lease Revenue Bonds 31,713 18,000 - - 6042 Lakeshore Lighting I - Debt Svc 21,834 - - - 6044 Lakeshore Lighting II - Debt Svc 3,977 - - - 6046 Ocean View Drive - Debt Service 2,567 - - -
L - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Historical Expenditures and Adopted Budget by Fund (Continued)
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund Midcycle Adopted Adopted 2003-04 Actual Adopted Budget Budget
6048 Hubert Lighting Dist - Debt Svcs 19,788 - - - 6060 Measure K Series D Debt Funds 2,988 2,150 - - 6062 Measure K Series E Debt Funds 2,988 2,150 - - 6310 Measure G 2002A Debt Srv-Zoo, Museum, 1,272 - - Chabot 6512 CAB 1996 - Redemption 1,470 3,000 - - 6518 Medical Hill Parking District Refunding 2,751 3,230 - - Improvement 6520 Fire Area - Redemption (439,209) 33,743 23,352 24,612 6525 Fire Area Utility Underground, 1994B - (5,661) - - - Redemption 6530 Rockridge Area Water District - Redemption (55,946) 4,400 - -
6540 Skyline Sewer District - Redemption 85,318 2,000 - - 6554 LaSalle Utility Underground - Redemption 1,426 1,650 - - 6556 Harbord Utility Underground - Redemption 1,383 1,620 - - 6558 Grizzly Peak Utility Underground - 347 545 - - Redemption 6562 Lakeshore Phase IV - Debt Service 310 310 - - 6570 1996 JPFA Pooled Assessment Revenue 1,590 - - - 6585 1999 JPFA Reassessment District Debt 541,268 - - - Service 7100 Police and Fire Retirement System 817,224 755,004 774,863 811,097 7120 Oakland Municipal Employees' Retirement 231,660 294,377 250,838 257,228 System 7320 Police and Fire Retirement System - - 13,500,000 13,500,000 Refinancing 7760 Grant Clearing 32,790 45,892 31,060 32,524 7780 Oakland Redevelopment Agency 553,081 562,551 639,324 668,112
TOTAL $40,173,613 $41,096,566 $57,771,626 $59,733,955
Authorized FTE 329.75 330.75 351.80 350.80
General Purpose Fund (GPF) 66.7% 68.7% 56.5% 57.1% Expenditures as Percentage of Department's Total, all Funds Expenditures
General Purpose Fund (GPF) 6.6% 7.0% 7.4% 7.4% Expenditures as Percentage of Citywide GPF Expenditures
FY 2005-07 ADOPTED POLICY BUDGET L - 7 FINANCE AND MANAGEMENT AGENCY
Summary of Authorized Positions by Classification
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Account Clerk II 1.00 1.00 - - Account Clerk III 3.00 3.00 2.00 2.00 Accountant I 1.00 1.00 1.00 1.00 Accountant II 9.00 9.00 12.00 12.00 Accountant III 7.00 7.00 7.00 7.00 Accounting Technician 4.00 4.00 4.00 4.00 Administrative Analyst II 2.00 3.00 3.00 3.00 Administrative Assistant I 2.00 1.00 2.00 2.00 Administrative Assistant II 4.00 3.00 4.00 4.00 Administrative Services Manager I - - 1.00 1.00 Administrative Services Manager II 1.00 - - - Agency Administration Manager 1.00 1.00 1.00 1.00 Agency Director, Admin Services 1.00 1.00 1.00 1.00 Assistant Treasury Manager 1.00 - - - Benefits Analyst 1.00 1.00 1.00 1.00 Benefits Representative 3.00 3.00 3.00 3.00 Benefits Representative, PPT 0.75 0.75 0.75 0.75 Budget and Operations Analyst III 1.00 1.00 1.00 1.00 Business Analyst III 2.00 1.00 - - Buyer 4.00 4.00 2.00 2.00 Cashier 1.00 1.00 1.00 1.00 City Administrator Analyst 2.00 2.00 1.00 1.00 Collections Officer 7.00 7.00 7.00 7.00 Computer Operator 3.00 3.00 2.00 2.00 Computer Operator, SR 1.00 1.00 1.00 1.00 Controller 1.00 1.00 1.00 1.00 Controller, Assistant 2.00 3.00 2.00 2.00 Customer Service Manager 1.00 - - - Data Entry Operator, Sr. 1.00 1.00 1.00 1.00 Database Administrator 2.00 2.00 2.00 2.00 Database Analyst II 1.00 1.00 - - Database Analyst III 1.00 - 1.00 1.00 Director, Finance & Management Agency 1.00 1.00 1.00 1.00 Director, Information Technology 1.00 1.00 1.00 1.00 Director, Personnel Resource Management 1.00 2.00 1.00 1.00 Disability Benefits Coordinator 1.00 1.00 1.00 1.00 Electronics Supervisor 1.00 1.00 1.00 1.00 Electronics Technician 4.00 4.00 4.00 4.00 Employee Assist Svcs Coordinator 1.00 1.00 1.00 1.00 Employee Assistance Counselor 1.00 1.00 1.00 1.00 Employee fleet & Safety Coordinator 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 Executive Assistant to Agency Director 1.00 1.00 1.00 1.00
L - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Classification (continued)
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Financial Analyst 2.00 2.00 1.00 1.00 Financial Analyst, Principal 1.00 2.00 4.00 4.00 Grants Coordinator, Principal 1.00 - - - Human Resource Analyst (Conf.) 4.00 4.00 7.00 7.00 Human Resource Analyst, Principal 5.00 5.00 4.00 4.00 Human Resource Analyst, Senior 2.00 2.00 5.00 5.00 Human Resource Analyst, Senior Supv. 2.00 2.00 2.00 2.00 Human Resource Clerk 2.00 2.00 6.00 6.00 Human Resource Manager 2.00 1.00 1.00 1.00 Human Resource Operations Supervisor 1.00 1.00 2.00 2.00 Human Resource Operations Tech. Senior 2.00 2.00 2.00 2.00 Human Resource Operations Technician 1.00 1.00 1.00 1.00 Human Resource Systems Analyst, Senior 3.00 3.00 3.00 3.00 Human Resource Technician 2.00 2.00 3.00 3.00 Human Resource Technician, Supv. 1.00 1.00 - - Information Systems Manager 1.00 - - - Information Systems Supervisor 3.00 3.00 3.00 3.00 Legislative Recorder 1.00 1.00 - - Management Assistant 2.00 2.00 2.00 2.00 Manager, Claims & Risk 1.00 1.00 1.00 1.00 Manager, Parking Operations 1.00 - - - Manager, Revenue 1.00 2.00 2.00 2.00 Manager, Treasury 1.00 1.00 1.00 1.00 Microcomputer Systems Specialist I - - 4.50 4.00 Microcomputer Systems Specialist II 3.00 3.00 3.50 3.00 Microcomputer Systems Specialist III 3.00 3.00 3.00 3.00 Network Architect 2.00 2.00 2.00 2.00 Office Assistant II 5.00 5.00 5.00 5.00 Operations Support Specialist 3.00 3.00 3.00 3.00 Parking Control Tech., PT 10.00 - - - Parking Control Technician 24.00 24.00 24.00 24.00 Parking Control Technician, PPT - - 6.95 6.95 Parking Control Technician, PT - 10.00 15.10 15.10 Parking Enforcement Supervisor I 3.00 3.00 4.00 4.00 Parking Enforcement Supervisor II 1.00 1.00 1.00 1.00 Parking Meter Collector 10.00 10.00 10.00 10.00 Parking Meter Collector Supervisor 1.00 1.00 1.00 1.00 Parking Meter Repair Worker 9.00 9.00 9.00 9.00 Parking Supervisor 2.00 2.00 - - Payroll Control Specialist - - 1.00 1.00 Programmer/Analyst III, PPT 1.00 1.00 1.00 1.00 Program Coordinator, Associate - - 1.00 1.00 Project Manager 3.00 5.00 7.00 7.00
FY 2005-07 ADOPTED POLICY BUDGET L - 9 FINANCE AND MANAGEMENT AGENCY
Summary of Authorized Positions by Classification (continued)
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Project Manager II 6.00 7.00 5.00 5.00 Project Manager III - 1.00 1.00 1.00 Public Service Employee 14 - 1.00 - - Public Service Rep 19.00 20.00 20.00 20.00 Public Works Supervisor I 1.00 1.00 3.00 3.00 Purchasing Supervisor 1.00 1.00 1.00 1.00 Receptionist 3.00 2.00 2.00 2.00 Reproduction Assistant 2.00 2.00 2.00 2.00 Reproduction/Offset Operator 2.00 2.00 2.00 2.00 Reproduction/Offset Supervisor 1.00 1.00 1.00 1.00 Reprographics Shop Supervisor 1.00 1.00 1.00 1.00 Retirement Systems Accountant 1.00 1.00 1.00 1.00 Revenue Analyst 2.00 2.00 2.00 2.00 Revenue Assistant 10.00 11.00 12.00 12.00 Revenue Audit Supervisor 1.00 1.00 1.00 1.00 Revenue Collections Supervisor 1.00 1.00 1.00 1.00 Revenue Operations Supervisor 3.00 3.00 2.00 2.00 Safety & Loss Control Specialist 1.00 1.00 1.00 1.00 Spatial Data Analyst III 3.00 3.00 3.00 3.00 Storekeeper 9.00 10.00 7.00 7.00 Storekeeper II - - 2.00 2.00 Storekeeper III 1.00 1.00 - - Systems Accountant III 1.00 1.00 1.00 1.00 Systems Analyst III 8.00 7.00 5.00 5.00 Systems Programmer III 3.00 4.00 5.00 5.00 Tax Auditor II 10.00 10.00 9.00 9.00 Tax Enforcement Officer II 10.00 11.00 10.00 10.00 Tax Representative II 9.00 8.00 8.00 8.00 Telecommunications Electrician 4.00 4.00 4.00 4.00 Telecommunications Electrician, Senior 2.00 2.00 1.00 1.00 Telecommunications Supervisor 1.00 1.00 1.00 1.00 Telecommunications Systems Engineer 2.00 2.00 2.00 2.00 Telecommunications Technician 1.00 1.00 1.00 1.00 Telephone Services Specialist - - 1.00 1.00 Treasury Analyst 3.00 3.00 3.00 3.00 TOTAL 329.75 330.75 351.80 350.80
L - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Program
FY 2004-05 FY 2005-06 FY 2006-07 Midcycle Adopted Adopted Program Name FY 2003-04 Authorized Budget Budget FTE FTE FTE FTE Financial Management 130.00 130.00 133.00 133.00 Human Resources Management 44.75 45.75 45.75 45.75 Informantion Technology Management 72.00 72.00 77.00 76.00 Parking Management 83.00 83.00 96.05 96.05 TOTAL 329.75 330.75 351.80 350.80
FY 2005-07 ADOPTED POLICY BUDGET L - 11 FINANCE AND MANAGEMENT AGENCY
Summary of Revenue and Expenditures by Program
HISTORICAL SUMMARY
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Program
Revenue Expenditures Revenue Expenditures Financial Management $414,043,242 $18,787,028 $378,722,006 18,525,416 Human Resources Management 47,811 3,338,921 - 3,995,167 Information Technology Management 5,066,113 9,784,827 4,222,493 10,038,957 Parking Management - 8,262,837 1,250,000 8,537,026 TOTAL $419,157,166 $40,173,613 $384,194,499 $41,096,566
ADOPTED BUDGET SUMMARY
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Program
Revenue Expenditures Revenue Expenditures Financial Management $429,710,472 $31,821,727 $543,004,213 $32,666,066 Human Resources Management - 5,307,326 - 5,512,842 Information Technology Management 4,542,433 10,720,327 4,687,197 11,174,949 Parking Management - 9,922,246 - 10,380,098 TOTAL $434,252,905 $57,771,626 $547,691,410 $59,733,955
L - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IP59 Financial Management
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial managment policies and practices.
Program Description: This program provides comprehensive financial services for the City and Redevelopment Agency. Provides timely and accurate financial reports. Maintains integrity of information in the City's and Redevelopment Agency's financial systems; monitors internal controls. Processes payments. Processes payroll. Maintains inventory of critical supplies (warehousing). Collects, deposits and records city revenues. Procures materials, supplies and services for City departments. Manages the City's and Redevelopment Agency's investments. Issues and restructures City's and Redevelopment's bond issues and debt. Plans, directs and administers all risk management, insurance and safety activities.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $384,744,906 $10,255,447 $8,409,068 $1,846,379 79.15 1150Workers Comp. Insurance - 977,631 801,612 176,019 6.00 1700Mandatory Refuse Program 4,054,417 2,192,161 1,770,688 421,473 19.77 1710Recycling Program - 96,901 93,901 3,000 1.00 2108HUD-CDBG - 140,341 97,044 43,297 1.00 2192OBRA - Oak Base Reuse Author. 220,000 102,156 102,156 - 1.00 2195Workforce Investment Act - 84,072 84,072 - 1.00 2240Library Retention & Enhancmt 100,000 - - - 0.00 2251Measure Y/Public Safety 19,616,345 30,000 - 30,000 0.00 2310Landsc & Light Asses Dist 17,508,720 127,341 125,652 1,689 1.30 3100Sewer Service Fund - 816,740 - 816,740 0.00 4500Central Stores 2,742,922 2,742,922 1,289,615 1,453,307 17.00 5130Rockridge Library Asses Dist 134,422 - - - 0.00 5500Municipal Capital Improvement 500,000 - - - 0.00 6520Fire Area - Redemption - 23,352 23,352 - 0.20 7100Police and Fire Retirement - 31,140 31,140 - 0.13 System 7120Oakland Municipal Employees' - 31,140 31,140 - 0.13 7320Police and Fire Retirement - 13,500,000 - 13,500,000 0.00 7760Grant Clearing - 31,060 27,756 3,304 0.33 7780Oakland Redevelopment Agency 88,740 639,324 639,324 - 4.99 TOTAL $429,710,472 $31,821,727 $13,526,519 $18,295,208 133.00
FY 2005-07 ADOPTED POLICY BUDGET L - 13 FINANCE AND MANAGEMENT AGENCY
Program IP59 Financial Management (continued)
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $397,672,824 $10,769,678 $8,829,476 $1,940,202 79.15 1150Workers Comp. Insurance - 1,013,835 837,816 176,019 6.00 1700Mandatory Refuse Program 4,208,993 2,331,797 1,865,068 466,729 19.77 1710Recycling Program - 101,785 98,785 3,000 1.00 2108HUD-CDBG - 145,525 102,228 43,297 1.00 2192OBRA - Oak Base Reuse Author. - 107,604 107,604 - 1.00 2195Workforce Investment Act - 88,560 88,560 - 1.00 2240Library Retention & Enhancmt 100,000 - - - 0.00 2251Measure Y/Public Safety 20,213,768 30,000 - 30,000 0.00 2310Landsc & Light Asses Dist 17,692,024 134,025 132,336 1,689 1.30 3100Sewer Service Fund - 819,740 - 819,740 0.00 4500Central Stores 2,832,774 2,832,774 1,358,087 1,474,687 17.00 5130Rockridge Library Asses Dist 134,422 - - - 0.00 5320Measure DD 99,656,000 - - - 0.00 5500Municipal Capital Improvement 400,000 - - - 0.00 6520Fire Area - Redemption - 24,612 24,612 - 0.20
7100Police and Fire Retirement - 32,748 32,748 - 0.13 System 7120Oakland Municipal Employees' - 32,748 32,748 - 0.13 7320Police and Fire Retirement - 13,500,000 - 13,500,000 0.00 7760Grant Clearing - 32,524 29,220 3,304 0.33 7780Oakland Redevelopment Agency 93,408 668,112 668,112 - 4.99 TOTAL $543,004,213 $32,666,066 $14,207,399 $18,458,667 133.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
L - 14 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IP59 Financial Management (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of demand/lien requests N/A 100% 98% 98% 98% processed within five days Percentage of revenue generated from N/A 4% 5% 5% 5% delinquent non-compliant businesses Percentage of revenue collected from N/A 48% 50% 48% 48% judgments Percentage Change (from prior year) in N/A -17% -5% -5% -5% workers' compensation claims filed Number of health and safety work N/A 144 150 150 150 environment trainings conducted Number of individual insurance policies N/A 60 59 60 60 Gross interest income per dollar N/A 2.64% 3.00% 3.25% 3.50% managed Net interest income per dollar managed N/A 2.37% 2.70% 2.95% 3.20%
Gross interest income per dollar as % of N/A 172% 105% 105% 105% benchmark Date of Completion of the N/A 31-Dec 31-Dec 31-Dec 31-Dec Comprehensive Annual Financial Report
Date of completion and filing of City's N/A 30-Sep 30-Sep 30-Sep 30-Sep State Controller's Report Date of completion and filing of N/A 31-Dec 31-Dec 31-Dec 31-Dec Redevelopment Agency's State DateController's of completion Report and filing of Federal N/A 31-Mar 31-Mar 31-Mar 31-Mar Single Audit Reports Perscentage of formal bids completed N/A 82% 90% 90% 90% within 60 days of requisition receipt Percentage of informal bids completed N/A 91% 90% 90% 90% within 20 days of requisition receipt Percentage of employee & retiree N/A 99.0% 99.0% 99.0% 99.0% paychecks processed accurately Percentage of supplemental checks N/A 99.0% 99.0% 99.0% 99.0% Percentage of employment and wage N/A 97.5% 97.5% 97.5% 97.5%
FY 2005-07 ADOPTED POLICY BUDGET L - 15 FINANCE AND MANAGEMENT AGENCY
Program IP61 Human Resource Management
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: This program manages all human resources functions. Administers benefit programs for employees and retirees. Provides employee training and support. Fosters positive relationships between management and unions. Directs and administers classification/compensation and position control system. Recruits qualified workforce for the City.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $4,343,905 $3,853,915 $489,990 38.59 7100Police and Fire Retirement - 743,723 648,324 95,399 5.98 System 7120Oakland Municipal Employees' - 219,698 174,060 45,638 1.18 Retirement System TOTAL $0 $5,307,326 $4,676,299 $631,027 45.75
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $4,510,013 $4,049,683 $460,330 38.59 7100Police and Fire Retirement - 778,349 682,950 95,399 5.98 System 7120Oakland Municipal Employees' - 224,480 178,842 45,638 1.18 Retirement System TOTAL $0 $5,512,842 $4,911,475 $601,367 45.75
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
L - 16 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IP61 Human Resource Management (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of Position Control N/A 99% 90% 90% 90% documents processed within 2 working days Percentage of class/comp requests N/A 62% 85% 70% 90% completed within 60 days Percentage of monthly checks issued to N/A 99% 99% 99% 99% OMERS and PFRS without error
FY 2005-07 ADOPTED POLICY BUDGET L - 17 FINANCE AND MANAGEMENT AGENCY
Program IP62 Information Technology Management
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: This program provides comprehensive IT support to Mayor, Council, City Administrator and City Agencies/Departments. Primary services includes customer support of citywide radio system, mobile applications, City's Helpdesk etc. Application and Development maintenance/support of enterprise application. Technology project and business development.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $1,760,819 $8,506,560 $7,683,273 $823,287 62.75 1700Mandatory Refuse Program - 33,792 33,792 - 0.25 2310Landsc & Light Asses Dist - 33,792 33,792 - 0.25 2513Local Law Enforce Blk Grant - '03 - - 98,592 (98,592) 1.00 4200Radio/Telecommunications 1,526,502 910,664 662,088 248,576 6.35 4300Reproduction 1,255,112 1,235,519 431,876 803,643 6.40 TOTAL $4,542,433 $10,720,327 $8,943,413 $1,776,914 77.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $1,905,659 $8,883,038 $8,056,413 $826,625 62.75 1700Mandatory Refuse Program - 35,616 35,616 - 0.25 2310Landsc & Light Asses Dist - 35,616 35,616 - 0.25 4200Radio/Telecommunications 1,526,502 956,198 695,148 261,050 6.35 4300Reproduction 1,255,036 1,264,481 454,964 809,517 6.40 TOTAL $4,687,197 $11,174,949 $9,277,757 $1,897,192 76.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
L - 18 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IP62 Information Technology Management (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Security breach avoidance on SUN N/A 99.90% 99.90% 99.90% 99.90% Server and Oracle Databases Availability of SUN Server and Oracle N/A 99.40% 99.40% 99.40% 99.40% Databases Percentage of Trouble calls resolved N/A 50.38% 55% 57% 57% during initial call Maintenance of uptime for SUN N/A 97.50% 99% 99% 99% Enterprise Equipment and Oracle Application Availability Meeting of all requests within 80% of N/A 89.70% 90% 90% 90% promised time Availability of Data Network N/A 99.90% 99.90% 99.90% 99.90% Meeting of Agency deadlines for printing N/A 99.00% 99.00% 99.00% 99.00% & copying Availability of GIS to users N/A 99.80% 99.80% 99.80% 99.80%
FY 2005-07 ADOPTED POLICY BUDGET L - 19 FINANCE AND MANAGEMENT AGENCY
Program IP60 Parking Management
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: This program enforces all parking regulations, processes all citations, collects meter revenues, conducts administrative reviews and accepts and posts all payments.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $9,541,006 $6,048,917 $3,492,089 89.95 1720Comprehensive Clean-up - 275,352 262,968 12,384 5.10 2230State Gas Tax - 105,888 105,888 - 1.00 TOTAL $0 $9,922,246 $6,417,773 $3,504,473 96.05
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $9,936,909 $6,360,689 $3,576,220 89.95 1720Comprehensive Clean-up - 331,649 276,240 55,409 5.10 2230State Gas Tax - 111,540 111,540 - 1.00 TOTAL $0 $10,380,098 $6,748,469 $3,631,629 96.05
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of revenue collected without N/A 99.00% 95.00% 95.00% 95.00% adjudication efforts Percentage of cases resolved prior to N/A 76.00% 80.00% 80.00% 80.00% court hearings Percentage of revenue paid without N/A 82.00% 81.00% 81.00% 81.00% adjudication efforts Percentage of meters collected weekly N/A 90.00% 90.00% 90.00% 90.00% Percentage of parking meters working N/A 87.00% 95.00% 95.00% 95.00% properly
L - 20 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Police Services Agency
Mission Statement
Provide competent, effective public safety services to all persons, with the highest regard for human dignity through efficient, professional and ethical law enforcement and crime prevention practices by working in partnership with Oakland residents, business owners and their employees, and with representatives of other public, private and community-based organiza- tions.
Business Goals
· Provide effective leadership and administrative support through comprehensive oversight of internal operations, maintaining sound fiscal practices and up-to-date technology.
· Promote public trust and discourage corruption through effective investigation of complaints involving violations of law or agency policy against members or employees.
· Provide effective and efficient criminal investigation of adult and juvenile crimes through consistent training, intelli- gence analysis, career criminal identification and prosecution, and utilization of advanced forensic evidence analysis.
· Provide timely state-of-the-art forensic analytical services on physical evidence of crimes, while making full, system- atic use of forensic science databases to solve crime.
· Effectively address crime and public safety issues by enabling staff to deliver a higher quality of service, by providing basic and in-service training to improve skills and abilities.
· Reduce crime and quality of life offenses, and effectively respond to calls for service, through a community-oriented problem solving philosophy with targeted crime reduction strategies.
· Provide targeted investigation of prostitution activity with a priority on intervention with minors and the prosecution of adults involved in human trafficking; re-establish the Narcotics Unit to target drug houses and open-air drug opera- tions.
· Reduce violence caused by career criminals and maintain involvement in youth development.
· Improve traffic safety through enforcement, prevention and removal of blighted vehicles from the street.
· Enhance security at the Oakland International Airport.
· Reduce ineffective use of resources in response to false alarms.
FY 2005-07 ADOPTED POLICY BUDGET M - 1 POLICE SERVICES A GENCY
Organizational Chart by Program
POLICEPOLICE SERVICES SERVICES AGENCY AGENCY 1,153.631,153.63 FTE FTE * *
Agency-Wide Admin (PS01) Port Security (PS33) Agency-Wide Admin (PS01) Port Security (PS33) 69.00 FTE 24.00 FTE 69.00 FTE 24.00 FTE
Communications (PS08) Records (PS07) Communications (PS08) Records (PS07) 83.00 FTE 33.00 FTE 83.00 FTE 33.00 FTE
Research /Planning & Criminal Investigation (PS03) Research /Planning & Criminal Investigation (PS03) Crime Analysis (PS06) 127.00 FTE Crime Analysis (PS06) 127.00 FTE 8.50 FTE 8.50 FTE
Criminalistics (PS05) Criminalistics (PS05) Special Operations (PS13) 16.00 FTE Special Operations (PS13) 16.00 FTE 116.13 FTE 116.13 FTE
False Alarm (PS36) False Alarm (PS36) Traffic Operations (PS14) 2.00 FTE Traffic Operations (PS14) 2.00 FTE 62.00 FTE 62.00 FTE
Internal Affairs (PS02) Internal Affairs (PS02) Training (PS09) 14.00 FTE Training (PS09) 14.00 FTE 26.00 FTE 26.00 FTE
Patrol (PS11) Patrol (PS11) Vice/Narcotics (PS12) 556.00 FTE Vice/Narcotics (PS12) 556.00 FTE 17.00 FTE 17.00 FTE
*FTE count reflects FY 2005-06 Adopted Budget. The number of FTEs goes down by 2.50 in FY 2006-07 due to grant discontinuation and impacts Administration, Criminalistics and Research and Planning.
M - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Organizational Chart by Division, with Supervisory Levels
POLICEPOLICE SERVICES SERVICES AGENCY AGENCY 1,153.631,153.63 FTE* FTE*
Chief of Police Chief of Police (1.00 FTE) (1.00 FTE)
Office of Chief of Police Office of Chief of Police (32.00 FTE) (32.00 FTE) 8.00 Managers 8.00 Managers 24.00 Line Staff 24.00 Line Staff
Bureau of Investigation Bureau of Services Bureau of Field Operations Bureau of Administration Bureau of Investigation Bureau of Services Bureau of Field Operations Bureau of Administration (153.50 FTE) (153.00 FTE) (780.13 FTE) (34.00 FTE) (153.50 FTE) (153.00 FTE) (780.13 FTE) (34.00 FTE) 40.00 Managers 18.00 Managers 91.00 Managers 8.00 Managers 40.00 Managers 18.00 Managers 91.00 Managers 8.00 Managers 113.50 Line Staff 135.00 Line Staff 689.13 Line Staff 26.00 Line Staff 113.50 Line Staff 135.00 Line Staff 689.13 Line Staff 26.00 Line Staff
*FTE count reflects FY 2005-06 Adopted Budget. The number of FTEs goes down by 2.50 in FY 2006-07 due to grant discontinuation and impacts Administration, Criminalistics and Research and Planning.
FY 2005-07 ADOPTED POLICY BUDGET M - 3 POLICE SERVICES A GENCY
Programs Included in FY 2005-07 Budget
· AGENCY-WIDE ADMINISTRATION (PS01) - Provides agency-wide administrative functions including executive leadership, fiscal services, personnel services, grant administration and information technology.
· COMMUNICATIONS (PS08) - Manages the emergency 911 call system and all calls for service and dispatches appropriate emergency response personnel.
· CRIMINAL INVESTIGATIONS (PS03) - Investigates criminal activity and develops cases for the prosecution of crimes.
· CRIMINALISTICS (PS05) - Analyzes and documents evidence for the prosecution of crime.
· FALSE ALARM (PS36) - Provides alarm permitting and recovery of costs incurred by the City responding to false alarms.
· INTERNAL AFFAIRS (PS02) - Investigates complaints and helps resolve disputes arising from internal employee actions.
· PATROL (PS11) - Provides police patrol, general investigation and crime prevention.
· PORT SECURITY (PS33) - Provides security services, traffic safety, and law enforcement in and around Oakland’s airport and seaport.
· RECORDS (PS07) - Maintains all official police reports and records.
· RESEARCH & PLANNING AND CRIME ANALYSIS (PS06) - Analyzes crime statistics and recommends plans for the effective deployment and use of resources.
· SPECIAL OPERATIONS (PS13) - Provides support services and specialized enforcement, intervention and preven- tion services to ensure community and youth safety (including school police) and create opportunities for outreach with youth and those recently released from prison.
· TRAFFIC OPERATIONS (PS14) - Promotes traffic safety, investigates traffic complaints and enforces traffic and vehicular laws.
· TRAINING (PS09) - Manages Basic and In-Service training for sworn and civilian employees mandated by Peace Officer Standards and Training (POST) and the Negotiated Settlement Agreement.
· VICE/NARCOTICS (PS12) - Provides investigative services and support for field units for the prevention, interven- tion, investigation and prosecution of vice/narcotics crimes.
M - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Significant Adopted Budget Changes For FY 2005-07
GENERAL PURPOSE FUND (GPF) FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Jail Closing - Elimination of civilian positions (85 filled), (89.00) ($2.91) ($2.17) reassignment of sworn personnel (Lieutenant and 4 Sergeants) to Patrol; Savings are after setting aside money for booking fees and $1.7 million revenue loss; Ongoing Savings
Elimination of 2 vacant Rangers FTEs (2.00) ($0.27) ($0.28)
Animal Shelter - Restructure budget by deleting 1.0 Animal Control (1.00) $0.00 $0.00 Officer (vacant), increasing Manager's salary and operations & maintenance; Ongoing Savings
Animal Shelter - Budget increase by a net of $0.25 million, offset by 5.00 $0.25 $0.25 revenue enhancements: - Net cost includes funding for 1.0 Veterinarian, 1.0 Veterinarian Tech, 1.0 Animal Care Coordinator, 2.0 Police Records Specialists, a dishwasher, a washer / dryer System, and $36K for training (total of $0.35 million per year), net of reductions in veterinarian, hospital and K-9 care contracts (total of $0.1 million per year) - Revenues will come from additional spay / neuter, licensing and seminar services
Transfer of an officer to Homeland Security fund to support related (1.00) ($0.18) ($0.19) efforts ($0.12M in savings); Utilizing sworn retired personnel for background checks to reduce overtime; Using California POST exam to reduce contract expenses; Ongoing Savings
Addition of a Police Psychologist position, to support the 1.00 $0.15 $0.16 development, implementation and clinical coordination of an "early warning system" designed to identify sworn employees that may be in need of help, for early intervention
Addition of Police Services Technicians for the Abandoned Vehicle 2.00 $0.14 $0.15 Unit
ALL OTHER FUNDS FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Allocate funding for personnel and O&M - UASI grant (purchase of a 1.00 $0.22 $0.34 SWAT Vehicle is budgeted in the Capital Improvement Program; personnel cost in FY 2005-06 is funded with carryforward fund)
FY 2005-07 ADOPTED POLICY BUDGET M - 5 POLICE SERVICES A GENCY
Summary of Historical Expenditures and Adopted Budget by Fund
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund Midcycle Adopted Adopted 2003-04 Actual Adopted Budget Budget
1010 General Purpose Fund $159,712,325 $156,462,424 $167,819,681 $177,565,682 1100 Self Insurance Liability 2,364,130 1,431,299 3,728,837 3,966,053 1720 Comprehensive Clean-up 880 - - - 1780 Kids First! Fund 2,650 - - - 2108 HUD-CDBG (3,217) - - - 2111 2000 Local Law Enfor. Block Grt 286 - - - 2112 Department of Justice 1,463,863 424,632 - - 2114 Department of Labor 1,875 - - - 2117 Department of Treasury (261) - - - 2118 Nat'l Fdn of the Arts & Humanities (779) - - - 2123 US Dept. of Homeland Security - - 222,120 341,832 2125 Environmental Protection Agency 132 - - - 2128 Dept of Health & Human Services 45 - - - 2146 CA State Emergency Services 4,423 - - - 2152 CA Board of Corrections 200,573 - - - 2154 CA Integrated Waste Mgmt Board 27,495 - - - 2158 5th Year State COPS Grant 959,029 - - - 2159 State of California Other 124,732 - - - 2160 County of Alameda Grants 39,850 - - - 2172 Alameda Cty. Vehicle Abatement Authority 212,401 503,832 455,517 460,304 2210 Measure B Fund 291 - - - 2211 Measure B - ACTIA (478) - - - 2230 State Gas Tax 917 - - - 2251 Measure Y/Public Safety - - 9,382,849 9,756,941 2310 Landsc & Light Asses Dist 248 - - - 2511 Local Law Enforce Blk Grant - '01 578,276 6,001 - - 2512 Local Law Enforce Blk Grant - '02 619,438 63,921 - - 2513 Local Law Enforce Blk Grant - '03 - 415,848 - - 2910 Federal Asset Forfeiture - 15% 2,419 - 22,024 22,077 2912 Federal Asset Forfeiture - City 224,072 - 123,146 123,448 2914 State Asset Forfeiture 3,109 - 108,000 108,000 2999 Miscellaneous Grants 956,159 - - - 5008 GOB Series 1992 Emerg. Resp. 140,730 - - - 7350 Police and Fire Facility Trust 14,469 - - - 7420 State Asset Trust 83,202 - 321,000 321,000 7440 Unclaimed Cash 621,432 153,300 569,700 569,700 7690 Kerrison Trust for Police Enhancement 1,143,100 - 3,658 3,658 7760 Grant Clearing 1,817 - - - 7780 Oakland Redevelopment Agency 672,970 678,284 743,698 770,128
TOTAL $170,172,602 $160,139,542 $183,500,230 $194,008,823
Authorized FTE 1,181.21 1,175.63 1,153.63 1,151.13
M - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Historical Expenditures and Adopted Budget by Fund (continued)
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund Midcycle Adopted Adopted 2003-04 Actual Adopted Budget Budget General Purpose Fund (GPF) 94% 98% 91% 92% Expenditures as Percentage of Department's Total, all Funds Expenditures
General Purpose Fund (GPF) 40% 39% 38% 38% Expenditures as Percentage of Citywide GPF Expenditures
FY 2005-07 ADOPTED POLICY BUDGET M - 7 POLICE SERVICES A GENCY
Summary of Authorized Positions by Classification
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Account Clerk III 4.00 3.00 3.00 3.00 Accountant II 1.00 1.00 1.00 1.00 Accountant III 1.00 3.00 2.00 2.00 Accounting Technician - 2.00 0.50 - Administrative Analyst I 2.00 3.00 3.00 3.00 Admin. Analyst II / Crime Analyst 9.00 8.50 8.00 8.00 Administrative Services Manager II 2.00 3.00 1.00 - Administrative Services Manager I 1.00 1.00 2.00 2.00 Administrative Assistant I 6.00 7.00 7.00 7.00 Administrative Assistant II 2.00 - - - Animal Care Coordinator - - 1.00 1.00 Animal Control & Shelter Manager 1.00 1.00 1.00 1.00 Animal Control Supervisor 1.00 1.00 1.00 1.00 Animal Control Officer 13.00 13.00 12.00 12.00 Captain of Police 8.00 8.00 9.00 9.00 Cook III 1.00 1.00 - - Correctional Officer 70.00 70.00 - - Criminalist II 6.75 6.00 6.00 6.00 Criminalist III 3.00 3.00 3.00 3.00 Criminalist, Asst. / Print Examiner 4.33 3.00 4.00 3.00 Crossing Guard, PPT 6.00 6.00 6.00 6.00 Crossing Guard, PT 23.13 23.13 23.13 23.13 Deputy Chief of Police 3.00 3.00 3.00 3.00 Director of Administration 1.00 1.00 1.00 1.00 Director of Police Services 1.00 1.00 1.00 1.00 Duplicating & Equipment Operator 1.00 1.00 1.00 1.00 Employee Assistance Services Coordinator - - 1.00 1.00 Executive Assistant to the Agency Director 1.00 1.00 1.00 1.00 Jail Cook 5.00 5.00 - - Jail Cook's Assistant 4.00 4.00 - - Jail Utility Worker 6.00 6.00 - - Kennel Cleaner PT 6.00 6.00 6.00 6.00 Lieutenant of Police 25.00 25.00 26.00 26.00 Management Assistant 3.00 3.00 3.00 3.00 Manager, Crime Laboratory 1.00 1.00 1.00 1.00 Microcomputer Systems Specialist II 1.00 0.25 - - Microcomputer Systems Specialist I 3.00 0.75 - - Neighborhood Services Coordinator 17.00 16.00 17.00 17.00 Office Assistant II 2.00 1.00 1.00 1.00 Payroll Personnel Clerk II - - 3.00 3.00 Payroll Personnel Clerk III - - 1.00 1.00 Police Cadet, PT 9.00 9.00 9.00 9.00 Police Communications Dispatcher 72.00 72.00 72.00 72.00 Police Communications Operator 1.00 1.00 1.00 1.00
M - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Classification (continued)
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Police Communications Supervisor 5.00 4.00 4.00 4.00 Police Drug Abatement Program Coordinator 1.00 1.00 1.00 1.00 Police Evidence Technician 15.00 15.00 15.00 15.00 Police Identification Section Supervisor 1.00 1.00 1.00 1.00 Police Officer 577.00 574.00 628.00 628.00 Police Personnel Operations Specialist 1.00 1.00 1.00 1.00 Police Property Specialist 5.00 5.00 5.00 5.00 Police Property Section Supervisor 1.00 1.00 1.00 1.00 Police Records Specialist 64.00 64.00 60.00 60.00 Police Records Supervisor 4.00 4.00 4.00 4.00 Police Services Technician I 5.00 - - - Police Services Technician II 32.00 37.00 39.00 39.00 Program and Performance Auditor 1.00 1.00 1.00 1.00 Public Service Representative, Sr. 2.00 1.00 2.00 2.00 Ranger 10.00 10.00 8.00 8.00 Reproduction Shop Supervisor 1.00 1.00 - - Sergeant of Police 125.00 128.00 136.00 136.00 Storekeeper 1.00 1.00 1.00 1.00 Technical Communications Specialist 1.00 1.00 1.00 1.00 Technical Writer 1.00 1.00 1.00 1.00 Veterinarian - - 1.00 1.00 Veterinarian Technician - - 1.00 1.00 Volunteer Program Specialist 1.00 1.00 1.00 1.00 TOTAL 1,181.21 1,175.63 1,153.63 1,151.13
FY 2005-07 ADOPTED POLICY BUDGET M - 9 POLICE SERVICES A GENCY
Summary of Authorized Positions by Program
FY 2004-05 FY 2005-06 FY 2006-07 Midcycle Adopted Adopted Program Name FY 2003-04 Authorized Budget Budget FTE FTE FTE FTE Agency-wide Administration 58.50 57.50 69.00 68.00 Communications 88.50 86.50 83.00 83.00 Criminal Investigations 58.00 58.00 127.00 127.00 Criminalistics 17.08 15.00 16.00 15.00 False Alarm 1.00 - 2.00 2.00 Internal Affairs 11.00 9.50 14.00 14.00 Jail 93.00 94.00 - - Patrol 506.00 507.00 556.00 556.00 Port Security 31.00 31.00 24.00 24.00 Records 39.00 39.00 33.00 33.00 Research & Planning and Crime Analysis 14.00 13.00 8.50 8.00 Special Operations 53.00 53.00 116.13 116.13 Traffic Operations 58.00 58.00 62.00 62.00 Training 30.00 30.00 26.00 26.00 Vice/Narcotics 45.00 45.00 17.00 17.00 Youth & Community Services 78.13 79.13 - - TOTAL 1,181.21 1,175.63 1,153.63 1,151.13
M - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Revenue and Expenditures by Program
HISTORICAL SUMMARY
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Program
Revenue Expenditures Revenue Expenditures Agency-wide Administration $4,904,468 $27,303,263 $758,078 $19,058,173 Communications 1,284 8,904,500 359,761 8,359,235 Criminal Investigations 319,131 13,751,019 287,591 8,513,997 Youth & Community Services 1,191,765 10,805,082 1,012,400 7,284,675 Criminalistics 637,667 2,679,748 6,668 2,009,967 Police False Alarm Program (14,131) 81,261 600,000 38,656 Internal Affairs - 1,997,803 - 1,285,372 Jail 1,629,595 9,098,020 1,522,013 8,072,108 Patrol 256,194 66,431,403 3,700 72,201,564 Airport Security 2,712,265 4,133,427 5,120,878 4,861,678 Police Records 165,610 3,598,282 264,581 2,965,357 Research & Planning and Crime Analysis - 590,451 - 1,429,006 Special Operations 300,545 4,461,402 360,396 6,065,267 Traffic Operations 3,278,446 10,375,298 2,248,477 8,964,236 Police Training 199,569 3,069,279 165,529 3,479,113 Vice/Narcotics 658,720 2,892,365 1,104,970 5,551,134 TOTAL $16,241,128 $170,172,602 $13,815,042 $160,139,538
ADOPTED BUDGET SUMMARY
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Program
Revenue Expenditures Revenue Expenditures Agency-wide Administration $1,157,899 $25,187,354 $1,287,791 $27,187,354 Communications - 9,011,767 - 9,555,754 Criminal Investigations 611,489 19,088,146 615,519 19,941,443 Criminalistics 1,604 2,239,227 1,681 2,357,119 Police False Alarm Program 600,000 160,576 600,000 168,040 Internal Affairs - 2,213,954 - 2,321,504 Patrol 160,000 88,268,031 160,000 93,398,472 Airport Security 4,750,586 4,024,653 5,221,922 4,201,623 Police Records 249,990 3,367,402 268,847 3,501,022 Research & Planning and Crime Analysis - 788,496 - 828,396 Special Operations 1,643,056 12,900,845 1,658,207 13,543,947 Traffic Operations 4,405,476 9,617,873 4,510,545 10,154,307 Police Training 64 3,639,380 72 3,766,091 Vice/Narcotics 1,056,849 2,992,526 1,084,421 3,083,751 TOTAL $14,637,013 $183,500,230 $15,409,005 $194,008,823
FY 2005-07 ADOPTED POLICY BUDGET M - 11 POLICE SERVICES A GENCY
Program PS01 Agency-wide Administration
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: Provides agency-wide administrative functions including executive leadership, fiscal services, personnel services, grant administration and information technology.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $1,154,241 $21,037,673 $9,734,530 $11,303,143 68.00 1100Self Insurance Liability - 3,728,837 - 3,728,837 0.00 2251Public Safety Act - Measure Y - 417,186 126,004 291,182 0.00 2513 Local Law Enforce Block Grant - - 118,872 (118,872) 1.00 7690Kerrison Trust for Police 3,658 3,658 - 3,658 0.00 Enhancement TOTAL $1,157,899 $25,187,354 $9,979,406 $15,207,948 69.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $1,284,133 $22,660,033 $10,209,105 $12,450,928 68.00 1100 Self Insurance Liability - 3,966,053 - 3,966,053 0.00 2251 Public Safety Act - Measure Y - 557,610 255,055 302,555 0.00 2513 Local Law Enforce Block Grant - - - - 0.00 7690Kerrison Trust for Police 3,658 3,658 - 3,658 0.00 Enhancement TOTAL $1,287,791 $27,187,354 $10,464,160 $16,723,194 68.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services)
M - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program PS01 Agency-wide Administration (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of Part I Violent Crime N/A -8.52% -5.00% -5.00% -5.00% reduction from prior year by implementing all components of the Violence Reduction Plan. Percentage of Part II Property Crime N/A -9.42% -5.00% -5.00% -5.00% reduction from prior year by developing and implementing a plan that reduce Part II property crime. Number of annual compliance audits N/A N/A N/A 6 6 conducted.
FY 2005-07 ADOPTED POLICY BUDGET M - 13 POLICE SERVICES A GENCY
Program PS08 Communications
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Manages the emergency 911 call system and all calls for service and dispatches appropriate emergency response personnel.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $0 $9,011,767 $8,903,620 $108,147 83.00 TOTAL $0 $9,011,767 $8,903,620 $108,147 83.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $0 $9,555,754 $9,447,607 $108,147 83.00 TOTAL $0 $9,555,754 $9,447,607 $108,147 83.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of "A" priority calls 74.89% 74.76% 75.00% 75.00% 75.00% dispatched within 1 minute. Percentage of "A" priority calls 19.28% 18.60% 25.00% 25.00% 25.00% dispatched between 1 to 5 minutes. Average seconds to answer 911 calls. 8.5 5.25 10 10 10 Average seconds to answer 7-digit 10.25 9.50 50 50 50 emergency calls.
M - 14 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program PS03 Criminal Investigations
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Investigates criminal activity and develops cases for the prosecution of crimes.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $41,789 $18,371,326 $17,975,713 $395,613 126.00 2123US Dept. of Homeland Security - 147,120 147,120 - 1.00 7440Unclaimed Cash 569,700 569,700 3,000 566,700 0.00 TOTAL $611,489 $19,088,146 $18,125,833 $962,313 127.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $45,819 $19,217,411 $18,820,501 $396,910 126.00 2123 US Dept. of Homeland Security - 154,332 154,332 - 1.00 7440 Unclaimed Cash 569,700 569,700 3,000 566,700 0.00 TOTAL $615,519 $19,941,443 $18,977,833 $963,610 127.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of investigated cases 9.76% 55.75% 19.00% 15.00% 17.00% presented to DA. Percentage of investigated cases 94.83% 91.94% 85.00% 80.00% 80.00% charged by DA. Percentage of actual homicide cases 101.72% 51.75% 20.00% 20.00% 20.00% investigated that are cleared. UCR Homicide Clearance Rate. N/A N/A N/A 53.00% 55.00% Percent of cases not charged by DA for N/A N/A N/A 82.00% 85.00% lack of evidence. Average monthly case load for property N/A N/A N/A 55.00 48.00 crimes investigators. Average monthly case load for violent N/A N/A N/A 55.00 42.00 crimes investigators.
FY 2005-07 ADOPTED POLICY BUDGET M - 15 POLICE SERVICES A GENCY
Program PS05 Criminalistics
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Analyzes and documents evidence for the prosecution of crime.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $1,604 $2,239,227 $1,763,682 $475,545 15.00 2513Local Law Enforce Block Grant - - 77,790 (77,790) 1.00 TOTAL $1,604 $2,239,227 $1,841,472 $397,755 16.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $1,681 $2,357,119 $1,856,574 $500,545 15.00 TOTAL $1,681 $2,357,119 $1,856,574 $500,545 15.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Identification rate with CAL-ID on latent 37.32% 26.00% 30.00% 30.00% 30.00% print searches. Percentage of violent crime cases in N/A 37.00% 10.00% 10.00% 10.00% which perpetrators are identified through DNA typing and database searches.
M - 16 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program PS36 False Alarm Program
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Provides alarm permitting and recovery of costs incurred by the City responding to false alarms.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $600,000 $160,576 $140,376 $20,200 2.00 TOTAL $600,000 $160,576 $140,376 $20,200 2.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $600,000 $168,040 $147,840 $20,200 2.00 TOTAL $600,000 $168,040 $147,840 $20,200 2.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of budgeted revenues N/A 0.00% 100% 100% 100% collected. Ratio of false alarms to installed alarms. N/A 1.4:1 1:1 1.2:1 1:1
FY 2005-07 ADOPTED POLICY BUDGET M - 17 POLICE SERVICES A GENCY
Program PS02 Internal Affairs
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Investigates complaints and helps resolve disputes arising from internal employee actions.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $0 $2,213,954 $2,186,653 $27,301 14.00 TOTAL $0 $2,213,954 $2,186,653 $27,301 14.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $0 $2,321,504 $2,294,203 $27,301 14.00 TOTAL $0 $2,321,504 $2,294,203 $27,301 14.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage change from prior year in -7.69% 24.00% -25.00% -25.00% -25.00% force and bias complaints.
M - 18 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program PS11 Patrol
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Provides police patrol, general investigation and crime prevention.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $160,000 $79,033,835 $75,396,721 $3,637,114 489.82 2251Public Safety Act - Measure Y - 8,490,498 8,490,498 - 63.00 7780Oakland Redevelopment Agency P - 743,698 663,573 80,125 3.18 TOTAL $160,000 $88,268,031 $84,550,792 $3,717,239 556.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $160,000 $83,911,537 $79,201,126 $4,710,411 489.82 2251 Public Safety Act - Measure Y - 8,716,807 8,716,807 - 63.00 7780 Oakland Redevelopment Agency P - 770,128 687,741 82,387 3.18 TOTAL $160,000 $93,398,472 $88,605,674 $4,792,798 556.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of investigated adult 61.76% 56.03% 60.00% 60.00% 60.00% personal and property crime cases presented to the District Attorney. Percentage reduction of employee's N/A N/A N/A 10.00% 10.00% preventable vehicle collisions from prior year.
FY 2005-07 ADOPTED POLICY BUDGET M - 19 POLICE SERVICES A GENCY
Program PS33 Port Security
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Provides security services, traffic safety, and law enforcement in and around Oakland's airport and seaport.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $4,750,586 $4,024,653 $3,945,689 $78,964 24.00 TOTAL $4,750,586 $4,024,653 $3,945,689 $78,964 24.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $5,221,922 $4,201,623 $4,122,659 $78,964 24.00 TOTAL $5,221,922 $4,201,623 $4,122,659 $78,964 24.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage compliance with the 5- N/A N/A N/A 100% 100% minute TRS required response time at security check points.
M - 20 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program PS07 Records
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Maintains all official police reports and records.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $249,990 $3,367,402 $3,159,518 $207,884 33.00 TOTAL $249,990 $3,367,402 $3,159,518 $207,884 33.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $268,847 $3,501,022 $3,293,138 $207,884 33.00 TOTAL $268,847 $3,501,022 $3,293,138 $207,884 33.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of daily crime reports N/A 100% 95.00% 95.00% 95.00% developed, maintained, and distributed to Crime Analysis prior to 9 a.m. on weekdays, except holidays.
Percentage of crime reports assigned to N/A N/A N/A 95.00% 95.00% an investigative unit reproduced and distributed within 16 hours of arrival.
FY 2005-07 ADOPTED POLICY BUDGET M - 21 POLICE SERVICES A GENCY
Program PS06 Research & Planning and Crime Analysis
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Analyzes crime statistics and recommends plans for the effective deployment and use of resources.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $0 $788,496 $782,996 $5,500 8.00 2513Local Law Enforce Block Grant - - 81,708 (81,708) 0.50 TOTAL $0 $788,496 $864,704 ($76,208) 8.50
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $0 $828,396 $822,896 $5,500 8.00 TOTAL $0 $828,396 $822,896 $5,500 8.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services)
Program - Specific Performance Measures None.
M - 22 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program PS13 Special Operations
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Provides support services and specialized enforcement, intervention and prevention services to ensure community and youth safety (including school police) and create opportunities for outreach with youth and those recently released from prison.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $1,495,936 $12,825,845 $11,783,169 $1,042,676 115.13 2123US Dept. of Homeland Security 147,120 75,000 113,160 (38,160) 1.00 TOTAL $1,643,056 $12,900,845 $11,896,329 $1,004,516 116.13
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $1,503,875 $13,356,447 $12,329,813 $1,026,634 115.13 2123 US Dept. of Homeland Security 154,332 187,500 112,500 75,000 1.00 TOTAL $1,658,207 $13,543,947 $12,442,313 $1,101,634 116.13
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage increase over prior year in N/A -9.38% 25.00% 25.00% 25.00% volunteer reserve staffing.
FY 2005-07 ADOPTED POLICY BUDGET M - 23 POLICE SERVICES A GENCY
Program PS14 Traffic Operations
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Provide for clean, well-maintained and accessible streets and sidewalks, facilities, amenities, parks, recreational facilities and trees. Program Description: Promotes traffic safety, investigates traffic complaints and enforces traffic and vehicular laws.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $3,951,148 $9,162,356 $9,063,779 $98,577 59.00 2172Alameda Cty. Vehicle Abatement A 454,328 455,517 403,401 52,116 3.00 TOTAL $4,405,476 $9,617,873 $9,467,180 $150,693 62.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $4,051,442 $9,694,003 $9,595,426 $98,577 59.00 2172 Alameda Cty. Vehicle Abatement A 459,103 460,304 408,547 51,757 3.00 TOTAL $4,510,545 $10,154,307 $10,003,973 $150,334 62.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of complaints 100% 100% 100% 100% 100% resolved/addressed within 30 days.
M - 24 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program PS09 Training
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Manages Basic and In-Service training for sworn and civilian employees mandated by POST and the Negotiated Settlement Agreement.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $64 $3,164,215 $2,614,960 $549,255 26.00 2251Public Safety Act - Measure Y - 475,165 - 475,165 0.00 TOTAL $64 $3,639,380 $2,614,960 $1,024,420 26.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $72 $3,283,567 $2,734,312 $549,255 26.00 2251 Public Safety Act - Measure Y - 482,524 - 482,524 0.00 TOTAL $72 $3,766,091 $2,734,312 $1,031,779 26.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services)
FY 2005-07 ADOPTED POLICY BUDGET M - 25 POLICE SERVICES A GENCY
Program PS09 Training (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of sworn members provided N/A N/A N/A 100% 100% with 40 hours of basic in-service training every 18 months. Percentage of the sergeants provided N/A N/A N/A 100% 100% with 40 hours of supervisory training every 18 months. Percentage of the commanders / N/A N/A N/A 100% 100% managers provided with 40 hours of command training every 18 months. Percentage of the newly promoted N/A N/A N/A 100% 100% sergeants provided with 80 hours of supervisory training within 6 months of promotion.
Percentage of newly promoted N/A N/A N/A 100% 100% commanders provided with 80 hours of command school within 6 months of promotion.
M - 26 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program PS12 Vice/Narcotics
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Provides investigative services and support for field units for the prevention, intervention, investigation and prosecution of vice/narcotics crimes.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $482,679 $2,418,356 $2,314,700 $103,656 17.00 2910Federal Asset Forfeiture - 15% 22,024 22,024 - 22,024 0.00 2912Federal Asset Forfeiture - City 123,146 123,146 - 123,146 0.00 2914State Asset Forfeiture 108,000 108,000 - 108,000 0.00 7420State Asset Trust 321,000 321,000 - 321,000 0.00 TOTAL $1,056,849 $2,992,526 $2,314,700 $677,826 17.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $509,896 $2,509,226 $2,429,018 $80,208 17.00 2910 Federal Asset Forfeiture - 15% 22,077 22,077 - 22,077 0.00 2912 Federal Asset Forfeiture - City 123,448 123,448 - 123,448 0.00 2914 State Asset Forfeiture 108,000 108,000 - 108,000 0.00 7420 State Asset Trust 321,000 321,000 - 321,000 0.00 TOTAL $1,084,421 $3,083,751 $2,429,018 $654,733 17.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage increase over prior year in N/A -22.51% 5.00% 5.00% 5.00% vice-related arrests. Percentage increase over prior year in N/A -7.49% 10.00% 10.00% 10.00% narcotics-related arrests.
FY 2005-07 ADOPTED POLICY BUDGET M - 27 POLICE SERVICES A GENCY
Notes
M - 28 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Fire Services Agency
Mission Statement
The proud men and women of the Oakland Fire Department are committed to providing the highest quality and highest level of courteous and responsive service to the citizens of Oakland.
This is accomplished by implementing comprehensive strategies and training in fire prevention, fire suppression, emer- gency medical services, all risk mitigation including human caused and natural disasters, emergency preparedness, 9-1-1 services and community-based fire services.
Business Goals
· Provide leadership to all aspects of the department’s operation, especially in strategic planning, fiscal management, and labor negotiation (as the Memorandum of Understanding will expire on June 30, 2007).
· Deliver emergency responses within 7 minutes, 90% of the time, from when dispatch first receives the call to arrival on the scene.
· Respond to 9-1-1 emergency medical calls within 7 minutes, 90% of the time from when dispatch first receives the call. In addition, to meet all required training mandates.
· Continue to coordinate with the Information Technology Division and the Oakland Police Department in implementing and maintaining the Integrated Public Safety System (IPSS).
· Continue the implementation and strengthening of emergency/disaster including preparedness in alignment with the National Incident Management System (NIMS) and the National Response Plan (NRP). In addition, continue to manage the periodic citywide Alerting and Warning System testing and public education efforts.
· Complete the reorganization of the Fire Department; to pursue grants and revenue collections; to effectively manage worker’s compensation program; and to strengthen the contract administration.
· Provide liaison services in fire-house maintenance, safety equipment and tool purchase, capital improvement projects among various city agencies and outside vendors.
· Continue to execute the agreement with the Federal Homeland Security agency in preparing for responding to human-caused and/or natural disasters including water and confined space rescues; and to provide airport protection services.
· Continue providing required training to new and existing personnel, which meets or exceeds all city, state, and federal mandates.
· Review and approve 100% of fire alarm and sprinkler plans within seven days; ensure public and private buildings are in compliance with the California Fire Codes; provide Citizens of Oakland Response to Emergencies (CORE) training and public education to Oakland residence and businesses; and continue the state required Certified Unified Pro- gram Agency (CUPA) for oversight and enforcement of hazardous materials regulations.
FY 2005-07 ADOPTED POLICY BUDGET N - 1 FIRE SERVICES A GENCY
Organizational Chart by Program
OAKLANDOAKLAND FIRE FIRE DEPARTMENT DEPARTMENT 587.00587.00 FTE FTE * *
911 Dispatch Fire Department Safety, 911 Dispatch Fire Department Safety, Communications (PS20) Education, and Training (PS27) Communications (PS20) Education, and Training (PS27) 23.00 FTE 5.00 FTE 23.00 FTE 5.00 FTE
Administration (PS15) Fire Prevention Bureau (PS23) Administration (PS15) Fire Prevention Bureau (PS23) 11.50 FTE 33.00 FTE 11.50 FTE 33.00 FTE
Emergency Medical Services Fire Suppression/Field Emergency Medical Services Fire Suppression/Field (PS19) Operations (PS17) (PS19) Operations (PS17) 6.00 FTE 471.00 FTE 6.00 FTE 471.00 FTE
Emergency Response Safety and Support Operations Emergency Response Safety and Support Operations Support Services (PS26) (PS16) Support Services (PS26) (PS16) 2.00 FTE 5.00 FTE 2.00 FTE 5.00 FTE
Emergency Services/ Special Operations – Emergency Services/ Special Operations – Homeland Security (PS21) Emergency Response (PS18) Homeland Security (PS21) Emergency Response (PS18) 3.00 FTE 27.50 FTE 3.00 FTE 27.50 FTE
* FTE count reflects FY 2005-06 Adopted Budget. The FY 2006-07 FTEs figure is 0.50 lower, due to a reduction in Special Operations / Emergency Response.
N - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Organizational Chart by Division, with Supervisory Levels
OAKLANDOAKLAND FIRE FIRE DEPARTMENT DEPARTMENT 587.00587.00 FTE* FTE*
Administration Fire Chief Administration Fire Chief (2.00 FTE) (1.00 FTE) (2.00 FTE) (1.00 FTE) 2.00 Line Staff 2.00 Line Staff
Fire Suppression Communications & Personnel, Safety & Fire Suppression Technical Operations Communications & Personnel, Safety & Budget & Planning Field Operations Technical Operations Fire Prevention Liability Budget & Planning Field Operations (40.50 FTE) Fire Prevention Liability (8.50 FTE) (472.00 FTE) (40.50 FTE) (56.00 FTE) (7.00 FTE) (8.50 FTE) (472.00 FTE) 3.50 Managers (56.00 FTE) (7.00 FTE) 1.00 Manager 10.00 Managers 3.50 Managers 3.00 Managers 1.00 Manager 1.00 Manager 10.00 Managers 37.00 Line Staff 3.00 Managers 1.00 Manager 7.50 Line Staff 462.00 Line Staff 37.00 Line Staff 53.00 Line Staff 6.00 Line Staff 7.50 Line Staff 462.00 Line Staff 53.00 Line Staff 6.00 Line Staff
* FTE count reflects FY 2005-06 Adopted Budget. The FY 2006-07 FTEs figure is 0.50 lower, due to a reduction in Special Operations / Emergency Response.
FY 2005-07 ADOPTED POLICY BUDGET N - 3 FIRE SERVICES A GENCY
Programs Included in FY 2005-07 Budget
· 911 DISPATCH COMMUNICATIONS (PS20) – Provides dispatch support for emergency calls, maintenance of all communication equipment and media support; coordinates with the Information Technology Division and the Oak- land Police Department in implementing and maintaining the Integrated Public Safety System (IPSS).
· ADMINISTRATION (PS15) – Provides effective leadership to the agency’s operation, including strategic planning, financial reporting, performance measures, payroll and benefits, staff development and training, liaison among citizens, departmental staff, city management, Mayor, and City Council.
· EMERGENCY MEDICAL SERVICES (PS19) – Manages programs related to all 9-1-1 medical emergencies, including continuous paramedic training in accordance with local, state, and federal guidelines, implementing Metropolitan Medical Response System (MMRS), maintaining inventory of equipment for Basic/Advanced Life Support, and developing community preventive health programs; provides paramedic related classes, such as CPR, First Aid and Automatic Emergency Defibrillation for citizens and businesses.
· EMERGENCY RESPONSE SUPPORT SERVICES (PS26) – Manages the timely and cost effective purchase, coordination, maintenance and repair/replacement of fire facilities and equipment.
· EMERGENCY SERVICES/HOMELAND SECURITY (PS21) – Develops community disaster preparedness plans/ training; manages and tests the citywide Alerting and Warning System, and continues public education efforts; implements and strengthens emergency/disaster preparedness in alignment with the National Incident Manage- ment System (NIMS) and the National Response Plan (NRP).
· FIRE DEPARTMENT SAFETY, EDUCATION, AND TRAINING (PS27) - Provides training to existing and new recruit personnel that meet or exceed all city, state, and federal mandates.
· FIRE PREVENTION BUREAU (PS 23) – Manages and directs all Fire Prevention functions, including public education, Citizens of Oakland Response to Emergencies (CORE training), inspections/investigations, engineer- ing/plan reviews, fire alarm and sprinkler plans, vegetation management, revenue collection, enforcement of the California Fire Code and all applicable regulations, Certified Unified Program Agency (CUPA), and enforcement of hazardous materials regulations.
· FIRE SUPPRESSION/FIELD OPERATIONS (PS17) – Provides Fire Suppression, Emergency Medical Services, and Airport Firefighting services to the citizens and businesses of Oakland.
· SAFETY AND SUPPORT OPERATIONS (PS16) – Manages recruitment, testing, workers’ compensation, per- sonnel performance appraisals, grievances, discipline and labor relations, contract administration, grants manage- ment; provides training in labor law to supervisory and executive level staff.
· SPECIAL OPERATIONS-EMERGENCY RESPONSE (PS18) – Provides hazardous materials mitigation, includ- ing the response to potential terrorist acts, the use of Weapons of Mass Destruction (WMD) and heavy rescue.
N - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Significant Adopted Budget Changes For FY 2005-07
GENERAL PURPOSE FUND (GPF) FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Elimination of a Deputy Chief (upon retirement in December 2005), (3.00) ($0.59) ($0.61) a Captain (vacant) and a Program Analyst (filled); Ongoing Savings
Redeployment of a Battalion Chief to achieve savings in overtime; ($0.21) ($0.22) Ongoing Savings
Reimbursement of actual costs per Council-approved FRALS ($0.90) ($0.93) contract with Alameda County; Ongoing Savings
ALL OTHER FUNDS FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Allocate funding for personnel and O&M - UASI grant (purchase of a 1.00 $0.10 $0.21 water rescue craft is budgeted in the Capital Improvement Program; personnel cost in FY 2005-06 is funded with carryforward fund)
FY 2005-07 ADOPTED POLICY BUDGET N - 5 FIRE SERVICES A GENCY
Summary of Historical Expenditures and Adopted Budget by Fund
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund Midcycle Adopted Adopted 2003-04 Actual Adopted Budget Budget
1010 General Purpose Fund $87,073,099 $89,628,258 $102,733,489 $107,584,107 1100 Self Insurance Liability 81,935 114,444 794,868 845,435 1700 Mandatory Refuse Program (58,341) - - - 1710 Recycling Program - 48,869 48,869 1720 Comprehensive Clean-up 253,582 225,572 189,185 194,942 1740 Hazardous Materials Inspections 495,359 552,192 553,090 550,150 1750 Multipurpose Reserve 996,190 20,000 - - 1800 Emergency Management Program (82,709) - - - 2123 US Dept. of Homeland Security - - 100,000 212,500 2124 Federal Emergency Mgmt Agency 596,633 243,984 - - 2128 Dept of Health & Human Services (50,431) - - - 2140 CA Department of Transportation 127,828 - - - 2160 County of Alameda Grants 499,037 886,154 990,860 1,020,586 2190 Private Grants 16,008 - - - 2230 State Gas Tax 70,638 126,300 - - 2250 Measure N - Paramedic Services Act 720,015 1,729,464 1,136,542 1,173,893 2251 Public Safety Act - 2004 Measure Y - - 3,929,989 3,902,777 2320 Fire Suppression Assessment District - 1,063 - - 2321 Wildland Fire Prevention Assessment - 1,770,000 1,754,512 1,754,512 2330 Werner Court Vegetation Management - - 2,000 2,000 2412 Measure M - Emergency Dispatch Service 1,157,516 1,199,366 1,486,194 1,515,918 3100 Sewer Service Fund 238,984 237,744 231,453 242,070 TOTAL $92,135,343 $96,734,541 $113,951,051 $119,047,759
Authorized FTE 586.67 587.67 587.00 586.50
General Purpose Fund (GPF) 95% 93% 90% 90% Expenditures as Percentage of Department's Total, all Funds Expenditures
General Purpose Fund (GPF) 22% 22% 23% 23% Expenditures as Percentage of Citywide GPF Expenditures
N - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Classification
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Accounting Technician 1.00 1.00 1.00 1.00 Administrative Analyst I 1.00 1.00 1.00 1.00 Administrative Assistant I 5.00 5.00 4.00 4.00 Administrative Assistant II 5.00 5.00 5.00 5.00 Administrative Services Manager I 3.00 3.00 3.00 3.00 Administrative Services Manager II 1.00 1.00 - - Agency Administrative Manager 1.08 1.00 - - Assistant to the Director - 1.00 1.00 1.00 Battalion Chief 12.00 12.00 12.00 12.00 Captain of Fire Department 56.00 56.00 55.00 55.00 Custodian 1.00 1.00 - - Data Entry Operator, Sr. 2.00 2.00 2.00 2.00 Deputy Chief of Fire Department 3.00 2.00 2.50 2.00 Director of Fire Services Agency 1.00 1.00 1.00 1.00 Emergency Medical Services Coordinator 1.00 2.00 2.00 2.00 Emergency Medical Services Instruc (PT) 2.00 1.00 2.00 2.00 Emergency Planning Coordinator 3.00 4.00 4.00 4.00 Emergency Services Manager 1.00 1.00 - - Emergency Services Manager, Asst 1.00 - - - Engineer of Fire Department 84.00 84.00 84.00 84.00 Equipment Technician 1.00 1.00 - - Exec. Asst. to Agency Director 1.00 1.00 1.00 1.00 Fire Communications Dispatcher 16.00 16.00 16.00 16.00 Fire Communications Dispatcher II 4.00 4.00 4.00 4.00 Fire Communications Supervisor 1.00 1.00 1.00 1.00 Fire Division Chief - 1.00 - - Fire Division Manager 1.00 1.00 3.00 3.00 Fire Equipment Technician 1.00 1.00 2.00 2.00 Fire Fighter/Paramedic Fire Fighter 280.00 280.00 281.00 281.00 Fire Investigator 3.00 3.00 3.00 3.00 Fire Marshall, Assistant (Sworn) - - 1.00 1.00 Fire Personnel Operations Specialist 1.00 1.00 1.00 1.00 Fire Prevention Bureau Insp. Civilian 5.92 6.00 6.00 6.00 Fire Protection Engineer 2.00 2.00 2.00 2.00 Fire Safety Education Coordinator 1.00 1.00 1.00 1.00 Fire Suppression Dist. Inspector 5.00 5.00 6.00 6.00 Hazardous Materials Inspector II 2.00 2.00 2.00 2.00 Hazardous Materials Inspector, Sr. 1.00 1.00 1.00 1.00 Hazardous Materials Program Supv. 1.00 1.00 1.00 1.00 Heavy Equipment Operator 2.00 2.00 1.00 1.00 Lieutenant of Fire Department 67.00 67.00 67.00 67.00 Management Assistant 1.00 1.00 2.00 2.00
FY 2005-07 ADOPTED POLICY BUDGET N - 7 FIRE SERVICES A GENCY
Summary of Authorized Positions by Classification (Continued)
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Microcomputer Systems Specialist - - 1.00 1.00 Office Assistant II 2.00 2.00 2.00 2.00 Office Manager - - 1.00 1.00 Payroll Personnel Clerk II 1.00 1.00 1.00 1.00 Permit Technician I 1.00 1.00 - - Project Manager II (PPT) 0.67 0.67 - - Program Analyst III 1.00 1.00 - - Senior Aide, PT - - 0.50 0.50 TOTAL 586.67 587.67 587.00 586.50
N - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Program
FY 2004-05 FY 2005-06 FY 2006-07 Midcycle Adopted Adopted Program Name FY 2003-04 Authorized Budget Budget FTE FTE FTE FTE 911 Dispatch Communications 26.00 26.00 23.00 23.00 Administration 11.00 11.00 11.50 11.50 Emergency Medical Services 5.00 5.00 6.00 6.00 Emergency Response Support Services 2.00 2.00 2.00 2.00 Emergency Services/Homeland Security 12.00 12.00 3.00 3.00 Fire Department Safety, Education, and Training 6.00 5.00 5.00 5.00 Fire Prevention Bureau 26.00 27.00 33.00 33.00 Fire Suppression/Field Operations 469.00 470.00 471.00 471.00 Safty and Support Operations 4.67 4.67 5.00 5.00 Special Operations-Emergency Response 25.00 25.00 27.50 27.00 TOTAL 586.67 587.67 587.00 586.50
FY 2005-07 ADOPTED POLICY BUDGET N - 9 FIRE SERVICES A GENCY
Summary of Revenue and Expenditures by Program
HISTORICAL SUMMARY
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Program
Revenue Expenditures Revenue Expenditures 911 Dispatch Communications $30,000 $5,622,924 $1,533,261 $3,479,751 Administration 15 1,448,725 - 1,378,211 Emergency Medical Services 3,433,993 889,265 2,832,498 2,551,870 Emergency Response Support Services - 3,198,748 - 3,339,888 Emergency Services/Homeland Security 575,366 1,187,634 558,692 1,489,075 Fire Dept. Safety, Education, and Training - 800,293 - 896,019 Fire Prevention Bureau 1,688,114 5,521,800 2,809,404 4,813,051 Fire Suppression/Field Operations 725 68,341,266 - 73,306,897 Safety and Suport Operations - 874,301 - 994,138 Special Operations-Emergency Response 6,247,729 4,250,385 5,442,000 4,485,641 TOTAL $11,975,942 $92,135,343 $13,175,855 $96,734,541
ADOPTED BUDGET SUMMARY
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Program
Revenue Expenditures Revenue Expenditures 911 Dispatch Communications $1,552,478 $3,465,289 $1,615,807 $3,605,454 Administration - 1,571,277 - 1,647,909 Emergency Medical Services 2,196,597 2,712,094 2,275,791 2,768,147 Emergency Response Support Services - 3,345,323 - 3,567,645 Emergency Services/Homeland Security - 429,972 - 450,094 Fire Dept. Safety, Education, and Training - 1,015,062 - 1,055,076 Fire Prevention Bureau 3,819,732 6,093,688 3,951,451 6,264,257 Fire Suppression/Field Operations - 89,009,638 - 93,198,102 Safety and Suport Operations - 840,033 - 850,407 Special Operations-Emergency Response 5,543,370 5,468,675 5,500,946 5,640,668 TOTAL $13,112,177 $113,951,051 $13,343,995 $119,047,759
N - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program PS20 911 Dispatch Communications
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Provide dispatch support for emergency calls, maintenance of all communication equipment and media support. Continue to coordinate with the Information Technology Division and the Oakland Police Department in implementing and maintaining the Integrated Public Safety System (IPSS).
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $42,000 $2,440,411 $1,499,875 $940,536 14.00 2412Measure M- Emergency Dispatch 1,510,478 901,502 834,898 66,604 8.00 3100Sewer Service Fund - 123,376 113,833 9,543 1.00 TOTAL $1,552,478 $3,465,289 $2,448,606 $1,016,683 23.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $43,260 $2,534,880 $1,573,921 $960,959 14.00 2412 Measure M- Emergency Dispatch 1,572,547 942,250 873,238 69,012 8.00 3100 Sewer Service Fund - 128,324 118,489 9,835 1.00 TOTAL $1,615,807 $3,605,454 $2,565,648 $1,039,806 23.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None.
FY 2005-07 ADOPTED POLICY BUDGET N - 11 FIRE SERVICES A GENCY
Program PS15 Administration
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: Continue providing effective leadership to the agency's operation, including strategic planning, financial reporting, performance measures, payroll and benefits, staff development and training, liaison among citizens, departmental staff, city management, Mayor, and City Council.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $1,571,277 $1,372,292 $198,985 11.50 TOTAL $0 $1,571,277 $1,372,292 $198,985 11.50
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $0 $1,647,909 $1,449,236 $198,673 11.50 TOTAL $0 $1,647,909 $1,449,236 $198,673 11.50
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None.
N - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program PS19 Emergency Medical Services
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Manage programs related to all 9-1-1 medical emergencies, including continuous paramedic training in accordance with local, state, and federal guidelines, implementing Metropolitan Medical Response System (MMRS), maintaining inventory of equipment for Basic/Advanced Life Support, and developing community preventive health programs. In addition, provide paramedic related classes, such as CPR, First Aid and Automatic Emergency Defibrillation for citizens and businesses.
Adopted Revenues and Expenditures by Fund FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 2160County of Alameda Grants $990,860 $990,860 $0 $990,860 0.00 2250Measure N/Paramedic Svcs 1,205,737 1,136,542 658,896 477,646 5.00 2412Measure M/Emerg Dispatch - 584,692 71,472 - 1.00 TOTAL $2,196,597 $2,712,094 $730,368 $1,468,506 6.00 FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 2160 County of Alameda Grants $1,020,586 $1,020,586 $0 $1,020,586 0.00 2250 Measure N/Paramedic Svcs 1,255,205 1,173,893 694,080 479,813 5.00 2412 GrantMeasure Clearing M/Emerg Dispatch - 573,668 - 75,240 - 498,428 - 0.00 1.00 7760 TOTAL $2,275,791 $2,768,147 $769,320 $1,998,827 6.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
FY 2005-07 ADOPTED POLICY BUDGET N - 13 FIRE SERVICES A GENCY
Program PS19 Emergency Medical Services (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of sworn personnel that 79.26% 96.00% 96.00% 96.00% 96.00% received all mandated training Percentage of sworn personnel with full 16.37% 20.00% 19.00% 19.00% 19.00% paramedic training Percentage of first company arriving to 69.48% 66.04% 73.00% N/A N/A EMS related emergencies w/in 5 minutes Percentage of first company arriving to 23.68% 25.86% 17.00% N/A N/A EMS related emergencies w/in 5-7 minutes Percentage of first company arriving to N/A N/A N/A 90.00% 90.00% EMS related emergnecy within 0-7 minutes Percentage of first company arriving to 6.42% 6.84% 9.00% 9.00% 9.00% EMS related emergencies w/in 7-10 minutes Percentage of first company arriving to 0.68% 1.06% 1.00% 1.00% 1.00% EMS related emergencies w/in 10 minutes
N - 14 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program PS26 Emergency Response Support Services
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Manage the timely and cost effective purchase, coordination, maintenance and repair/replacement of fire facilities and equipment.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $0 $3,345,323 $315,276 $3,030,047 2.00 TOTAL $0 $3,345,323 $315,276 $3,030,047 2.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $0 $3,567,645 $331,656 $3,235,989 2.00 TOTAL $0 $3,567,645 $331,656 $3,235,989 2.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None.
FY 2005-07 ADOPTED POLICY BUDGET N - 15 FIRE SERVICES A GENCY
Program PS21 Emergency Services/Homeland Security
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Develop community disaster preparedness plans/training; to manage and test the citywide Alerting and Warning System, and continue public education efforts. To continue the implementation and strengthening of emergency/disaster including preparedness in alignment with the National Incident Management System (NIMS) and the National Response Plan (NRP).
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $0 $429,972 $354,162 $75,810 3.00 TOTAL $0 $429,972 $354,162 $75,810 3.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $0 $450,094 $373,038 $77,056 3.00 TOTAL $0 $450,094 $373,038 $77,056 3.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None.
N - 16 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program PS27 Fire Department Safety, Education, and Training
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: Provide training to existing and new recruit personnel that meet or exceed all city, state, and federal mandates.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $0 $1,015,062 $824,009 $191,053 5.00 TOTAL $0 $1,015,062 $824,009 $191,053 5.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $0 $1,055,076 $864,023 $191,053 5.00 TOTAL $0 $1,055,076 $864,023 $191,053 5.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None.
FY 2005-07 ADOPTED POLICY BUDGET N - 17 FIRE SERVICES A GENCY
Program PS23 Fire Prevention Bureau
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources. Program Description: Manage and direct all Fire Prevention functions, including public education, Citizens of Oakland Response to Emergencies (CORE training), inspections/investigations, engineering/plan reviews, fire alarm and sprinkler plans, vegetation management, revenue collection, enforcement of the California Fire Code and all applicable regulations, Certified Unified Program Agency (CUPA), and enforcement of hazardous materials regulations.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $1,515,372 $3,437,955 $3,172,526 $265,429 26.00 1710Recycling Program - 48,869 - 48,869 0.00 1720Comprehensive Clean-up - 189,185 90,540 98,645 1.00 1740Hazardous Materials Inspections 553,090 553,090 367,488 185,602 4.00 2321Wildland Fire Prevention Assmt 1,749,270 1,754,512 205,405 1,549,107 1.00 2330Werner Court Vegetation Mngt 2,000 2,000 - 2,000 0.00 3100Sewer Service Fund - 108,077 99,876 8,201 1.00 TOTAL $3,819,732 $6,093,688 $3,935,835 $2,157,853 33.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $1,640,427 $3,600,038 $3,331,152 $268,886 26.00 1710 Recycling Program - 48,869 - 48,869 0.00 1720 Comprehensive Clean-up - 194,942 95,376 99,566 1.00 1740 Hazardous Materials Inspections 550,150 550,150 387,048 163,102 4.00 2321 Wildland Fire Prevention Assmt 1,758,874 1,754,512 210,505 1,544,007 1.00 2330 Werner Court Vegetation Mngt 2,000 2,000 - 2,000 0.00 3100 Sewer Service Fund - 113,746 105,216 8,530 1.00 TOTAL $3,951,451 $6,264,257 $4,129,297 $2,134,960 33.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None.
N - 18 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program PS17 Fire Suppression/Field Operations
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Continue to provide fire suppression, emergency medical services, and airport firefighting services to the citizens and businesses of Oakland in the most effective manner.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $0 $84,284,781 $83,145,006 $1,139,775 471.00 1100Self Insurance Liability - 794,868 - 794,868 0.00 2251Public Safety Act - Measure Y - 3,929,989 3,929,989 - 0.00 TOTAL $0 $89,009,638 $87,074,995 $1,934,643 471.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $0 $88,449,890 $87,105,596 $1,344,294 471.00 1100 Self Insurance Liability - 845,435 - 845,435 0.00 2251 Public Safety Act - Measure Y - 3,902,777 3,902,777 - 0.00 TOTAL $0 $93,198,102 $91,008,373 $2,189,729 471.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
FY 2005-07 ADOPTED POLICY BUDGET N - 19 FIRE SERVICES A GENCY
Program PS17 Fire Suppression/Field Operations (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of first company arriving to 68.00% 66.04% 73.00% N/A N/A the scene of an emergency within 5 minutes of notification to Dispatch Center. Percentage of first company arriving to 22.78% 25.86% 17.00% N/A N/A the scene of an emergency within 5 -7 minutes of notification to Dispatch Center. Percentage of first company arriving to N/A 91.90% 90.00% 90.00% 90.00% the scene of an emergency within 0-7 minutes of notification to Dispatch Center. Percentage of first company arriving to 8.00% 6.84% 9.00% N/A N/A the scene of an emergency within 7-10 minutes of notification to Dispatch Center. Percentage of first company arriving to 1.13% 1.26% 1.00% N/A N/A the scene of an emergency more than 10 minutes after notification to Dispatch Center.
N - 20 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program PS16 Safety and Support Operations
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: Continue to manage recruitment, testing, workers' compensation, personnel performance appraisals, grievances, discipline and labor relations, contract administration, grants management, and provide training in labor law to supervisory and executive level staff.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $0 $840,033 $522,783 $317,250 5.00 TOTAL $0 $840,033 $522,783 $317,250 5.00
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $0 $850,407 $533,157 $317,250 5.00 TOTAL $0 $850,407 $533,157 $317,250 5.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None.
FY 2005-07 ADOPTED POLICY BUDGET N - 21 FIRE SERVICES A GENCY
Program PS18 Special Operations-Emergency Response
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention/reduction strategy.
Program Description: Continue to provide hazardous materials mitigation, including the response to potential terrorist acts, the use of Weapons of Mass Destruction (WMD) and heavy rescue.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $5,543,370 $5,368,675 $4,613,144 $755,531 26.50 2123US Dept. of Homeland Security - 100,000 99,936 64 1.00 TOTAL $5,543,370 $5,468,675 $4,713,080 $755,595 27.50
FISCAL YEAR 2006-07
Total Total Personnel Fund Fund Description Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $5,500,946 $5,428,168 $4,672,637 $755,531 26.00 2123 US Dept. of Homeland Security - 212,500 112,500 100,000 1.00 TOTAL $5,500,946 $5,640,668 $4,785,137 $855,531 27.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None.
N - 22 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND Cultural Arts Department
Mission Statement
Provide exemplary collections, exhibitions and educational services in ways that generate wider public understanding of California’s environment, history and art; to create a broad passion and support for the museum; and to provide safe, clean, and accessible facilities and foster engaging programs reflecting the diversity of the Oakland Community.
Business Goals
· Install 12 temporary exhibitions and attract at least 250,000 visitors (125,000/year) including visitors to the galleries, students, and participants in on-site programs and special events.
· Serve 100,000 school children (50,000/year) in docent-guided tours and educational programs at the museum.
· Complete the design development phase of planning for major reinstallation of the galleries of California Art and California History, and complete the schematic design phase for reinstallation of the Natural Sciences Gallery.
· Complete the renovation of the leased warehouse at 450 Lancaster Street to meet American Association of Muse- ums accreditation standards for housing the City’s collections of artworks, historical artifacts, archival materials, ethnographic objects, photographs, and natural specimens, thereby creating the California Collections and Research Center.
· Launch and make measurable progress on a $10 million capital campaign by the Oakland Museum of California Foundation for capital improvements at the Museum.
FY 2005-07 ADOPTED POLICY BUDGET O - 1 CULTURAL A RTS DEPARTMENT
Organizational Chart by Program
CULTURALCULTURAL ARTS ARTS DEPARTMENT DEPARTMENT 61.7761.77 FTE** FTE**
Cultural Arts Museum Curatorial Museum Education Museum Visitor Cultural Arts Henry J. Kaiser (NB25) Museum Curatorial Museum Education Museum Visitor Oversight (NB20) Henry J. Kaiser (NB25) & Exhibition (NB22) Services (NB23) Services (NB21) Oversight (NB20) 10.10 FTE & Exhibition (NB22) Services (NB23) Services (NB21) 4.00 FTE 10.10 FTE 21.25 FTE 5.00 FTE 21.42 FTE 4.00 FTE 21.25 FTE 5.00 FTE 21.42 FTE
Organizational Chart by Division, with Supervisory Levels
CULTURALCULTURAL ARTS ARTS DEPARTMENT DEPARTMENT 61.7761.77 FTE** FTE**
Director Director (1.00 FTE) (1.00 FTE)
Cultural Arts Oversight Museum & Curatorial Museum Educational Services Henry J. Kaiser Cultural Arts Oversight Museum & Curatorial Museum Educational Services Henry J. Kaiser (23.42 FTE) (21.25 FTE) (6.00 FTE) (10.10 FTE) (23.42 FTE) (21.25 FTE) (6.00 FTE) (10.10 FTE) 2.00 Managers 5.00 Managers 1.00 Manager 1.00 Manager 2.00 Managers 5.00 Managers 1.00 Manager 1.00 Manager 21.42 Line Staff 16.25 Line Staff 5.00 Line Staff 9.10 Line Staff 21.42 Line Staff 16.25 Line Staff 5.00 Line Staff 9.10 Line Staff
** FTEs reflect FY 2005-06 Adopted Budget. The number of FTEs in FY 2006-07 is 10.10 FTEs lower; due to the closure of the Kaiser Center in January 2006
O - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Programs Included in FY 2005-07 Budget
· CULTURAL ARTS OVERSIGHT (NB20) - Provides strategic planning, fulfillment of goals and objectives, liaison with the Oakland Museum of California Foundation and Oakland Museum Women’s Board, and fiscal controls for the Oakland Museum of California.
· HENRY J. KAISER CONVENTION CENTER (NB25) - Provides operational and project management of the civic auditorium that hosts performing arts and promotional sporting events for local and national clients.
· MUSEUM CURATORIAL AND EXHIBITION SERVICES (NB22) - Provides exhibition development and manage- ment, and manages the Museum’s collections.
· MUSEUM EDUCATION SERVICES (NB23) - Provides strategic and project management of Museum Education programs, services to schools, children, youth and family programs, and community festivals and events.
· MUSEUM VISITOR SERVICES (NB21) - Provides public safety, security, landscaping, and custodial services to maximize positive visitor experience at the Museum.
FY 2005-07 ADOPTED POLICY BUDGET O - 3 CULTURAL A RTS DEPARTMENT
Summary of Significant Adopted Budget Changes For FY 2005-07
GENERAL PURPOSE FUND (GPF) FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Elimination of Museum positions (fiscal, curatorial, exhibits); 1.50 filled. (1.67) ($0.20) ($0.21)
Transfer of the Malonga Casquelourd Center from the Cultural Arts (8.95) ($0.57) ($0.59) Department to the Office Parks and Recreation. Transfer of the Public Art and Cultural Funding programs from the (5.50) ($0.81) ($0.84) Cultural Arts Department to the City Administrator's Office.
ALL OTHER FUNDS FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Fund 1730 (Henry J. Kaiser Center) Close Henry J. Kaiser Convention Center effective Jan. 06; eliminate (20.20) ($0.60) ($1.26) staff (20.20 FTEs, mainly part-time, 3.10 filled), and associated operations & maintenance; keep funding for basic maintenance. Pursue options to sell or lease the facility. Fund 5505 (Municipal Capital- Public Art) Transfer of a Public Art position from the Cultural Arts Department to the City Administrator's Office. (0.50) ($0.05) ($0.05)
O - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Historical Expenditures and Adopted Budget by Fund
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund Midcycle Adopted Adopted 2003-04 Actual Adopted Budget Budget
1010 General Purpose Fund $5,218,630 $5,187,247 $5,723,159 $6,114,598 1730 HJ Kaiser Convention Center 975,410 1,100,437 597,919 - 1750 Multipurpose Reserve 19,633 142,000 143,720 143,720 1820 OPRCA Self Sustaining Revolving Fund (2,907) - - - 2240 Library Svcs Retention-Enhancement 289 - - - 2310 Landscape & Lighting Assessment 225,805 305,827 325,692 339,876 4400 City Facilities 60 - - - 7640 Oakland Public Museum Trust 16,623 52,607 32,607 32,607 7780 Oakland Redevelop Agency Projects (95) - - - TOTAL $6,453,447 $6,788,118 $6,823,097 $6,630,801
Authorized FTE 73.02 73.54 61.77 51.67
General Purpose Fund (GPF) 80.9% 76.4% 83.9% 92.2% Expenditures as Percentage of Department's Total, all Funds Expenditures
General Purpose Fund (GPF) 1.3% 1.3% 1.3% 1.3% Expenditures as Percentage of Citywide GPF Expenditures
FY 2005-07 ADOPTED POLICY BUDGET O - 5 CULTURAL A RTS DEPARTMENT
Summary of Authorized Positions by Classification
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Accountant III 1.00 1.00 1.00 1.00 Administrative Analyst I 1.00 1.00 0.50 - Administrative Analyst II 1.00 1.00 1.00 1.00 Conservator, Senior 1.00 1.00 1.00 1.00 Curator of Aquatic Biology, Assoc. 1.00 1.00 1.00 1.00 Curator of Art, Associate 1.00 1.00 1.00 1.00 Curator of Art, Chief 1.00 1.00 1.00 1.00 Curator of Art, Senior 1.00 1.00 1.00 1.00 Curator of Art, Senior, PPT 0.50 0.50 0.50 0.50 Curator of Education, Chief 1.00 1.00 1.00 1.00 Curator of History, Associate 1.00 1.00 1.00 1.00 Curator of History, Chief 1.00 0.17 - - Curator of History, Senior - 1.00 1.00 1.00 Curator of Natural Science, Chief 1.00 1.00 1.00 1.00 Curator of Photography, Associate 1.00 1.00 1.00 1.00 Curator of Special Proj., PPT - 0.60 0.60 0.60 Custodian - 3.00 3.00 3.00 Custodian, PT 7.52 6.02 3.72 1.42 Development Specialist III 1.00 1.00 1.00 1.00 Director of Museum Services 1.00 1.00 1.00 1.00 Facility Manager 1.00 1.00 0.50 - Gardener Crew Leader 1.00 1.00 1.00 1.00 Gardener II 3.00 3.00 3.00 3.00 Graphic Design Coordinator 1.00 1.00 1.00 1.00 Manager, Museum Operations 1.00 1.00 1.00 1.00 Manager, Museum Services 1.00 1.00 - - Museum Collections Coordinator 2.00 1.00 1.00 1.00 Museum Curatorial Spec 1.00 1.00 1.00 1.00 Museum Curatorial Spec, PPT 0.60 0.60 0.60 0.60 Museum Docent Coordinator 1.00 1.00 1.00 1.00 Museum Guard 11.00 11.00 11.00 11.00 Museum Guard, PPT 1.00 1.00 1.00 1.00 Museum Interpretive Specialist, Art 1.00 1.00 1.00 1.00 Museum Interpretive Specialist, History - 1.00 1.00 1.00 Museum Interpretive Specialist, Nat Sc 1.00 1.00 1.00 1.00 Museum Security Guard IV 1.00 1.00 1.00 1.00 Museum Tech Spec Exhibits, PPT 0.50 0.50 - - Museum Technical Aide, PT 0.30 0.30 0.30 0.30 Park Attendant, PPT 0.75 0.75 0.38 - Park Attendant, PT 3.00 3.00 1.50 - Preparator 3.00 3.00 3.00 3.00 Preparator, PPT 0.50 0.50 0.50 0.50 Receptionist, PT 1.00 1.00 0.50 - Recreation Attendant I, PT 1.00 1.00 0.50 -
O - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Classification (continued)
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Recreation Leader II, PT 1.00 1.00 0.50 - Recreation Specialist I, PT 2.00 2.00 1.00 - Recreation Specialist II, PPT 0.75 0.75 0.37 - Recreation Specialist II, PT 2.50 2.50 1.25 - Registrar 2.00 2.00 2.00 2.00 Registrar, PPT - 0.75 0.75 0.75 Special Events Coordinator 1.00 - - - Stagehand, PPT 2.10 1.60 0.80 - Volunteer Program Specialist 1.00 - - - TOTAL 73.02 73.54 61.77 51.67
FY 2005-07 ADOPTED POLICY BUDGET O - 7 CULTURAL A RTS DEPARTMENT
Summary of Authorized Positions by Program
FY 2004-05 FY 2005-06 FY 2006-07 Midcycle Adopted Adopted Program Name FY 2003-04 Authorized Budget Budget FTE FTE FTE FTE Cultural Arts Oversight 6.00 5.00 4.00 4.00 Henry J Kaiser Convention Center 20.20 20.20 10.10 0.00 Museum Curatorial and Exhibition Services 20.40 20.92 21.25 21.25 Museum Education Services 5.00 5.00 5.00 5.00 Museum Visitor Services 21.42 22.42 21.42 21.42 TOTAL 73.02 73.54 61.77 51.67
O - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Revenue and Expenditures by Program
HISTORICAL SUMMARY
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Program
Revenue Expenditures Revenue Expenditures Cultural Arts Oversight $259,994 $1,997,218 $309,324 $2,096,939 Henry J. Kaiser Convention Center 526,978 971,917 790,000 1,100,437 Museum Curatorial and Exhibition Services 4,262 1,721,734 - 1,767,734 Museum Education Services - 452,965 - 487,559 Museum Visitor Services - 1,309,612 - 1,335,449 TOTAL $791,233 $6,453,447 $1,099,324 $6,788,118
ADOPTED BUDGET SUMMARY
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Program
Revenue Expenditures Revenue Expenditures Cultural Arts Oversight $188,402 $2,156,598 $205,884 $2,355,733 Henry J. Kaiser Convention Center 220,280 597,919 - - Museum Curatorial and Exhibition Services - 2,030,569 - 2,136,809 Museum Education Services - 552,948 - 582,264 Museum Visitor Services - 1,485,063 - 1,555,995 TOTAL $408,682 $6,823,097 $205,884 $6,630,801
FY 2005-07 ADOPTED POLICY BUDGET O - 9 CULTURAL A RTS DEPARTMENT
Program NB20 Cultural Arts Oversight
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and Institutionalize sound financial managmeent policies and practices.
Program Description: This program provides strategic planning, fulfillment of goals and objectives, liaison with the Oakland Museum of California Foundation and Oakland Museum Women’s Board, and fiscal controls for the Oakland Museum of California.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $155,795 $1,964,991 $536,556 $1,428,435 4.00 1750Multipurpose Reserve - 99,000 - 99,000 0.00 2310Landsc & Light Asses Dist - 60,000 - 60,000 0.00 7640Oakland Public Museum Trust 32,607 32,607 - 32,607 0.00 TOTAL $188,402 $2,156,598 $536,556 $1,620,042 4.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $173,277 $2,164,126 $564,696 $1,599,430 4.00 1750 Multipurpose Reserve - 99,000 - 99,000 0.00 2310 Landsc & Light Asses Dist - 60,000 - 60,000 0.00 7640 Oakland Public Museum Trust 32,607 32,607 - 32,607 0.00 TOTAL $205,884 $2,355,733 $564,696 $1,791,037 4.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Amount of private contributions, grants, earned, and other revenues N/A 6,756,048 6,391,774 6,000,000 6,100,000 Museum renovation design/development (percent completed) N/A 10% 50% 60% 75%
California Collections & Research Center design development (percent N/A 10% 30% 55% 80% completed)
O - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program NB25 Henry J. Kaiser Convention Center
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Encourage and support civic engagement.
Program Description: This program provides operational and project management of the civic auditorium that hosts performing arts and promotinal sporting events for local and national clients.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1730Henry J Kaiser Convention Center $220,280 $597,919 $483,831 $114,088 10.10 TOTAL $220,280 $597,919 $483,831 $114,088 10.10
FISCAL YEAR 2006-07**
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1730 Henry J Kaiser Convention Center $0 $0 $0 $0 0.00 TOTAL $0 $0 $0 $0 0.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
** FY 2006-07 contains no revenues, expenditures or FTEs due to the closure of the Kaiser Convention Center
Program - Specific Performance Measures None
FY 2005-07 ADOPTED POLICY BUDGET O - 11 CULTURAL A RTS DEPARTMENT
Program NB22 Museum Curatorial and Exhibition Services
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Encourage and support civic engagement.
Program Description: This program provides exhibition development and management, and manages the Museum's collections.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $2,030,569 $1,992,048 $38,521 21.25 TOTAL $0 $2,030,569 $1,992,048 $38,521 21.25
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $2,136,809 $2,098,008 $38,801 21.25 TOTAL $0 $2,136,809 $2,098,008 $38,801 21.25
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Total museum attendance 160,000 132,353 162,000 152,000 75,000 Number of new temporary exhibits 9 11 7 9 8 opening at the Main Museum
O - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program NB23 Museum Education Services
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Encourage and support civic engagement.
Program Description: This program provides strategic and project management of Museum Education programs, services to schools, children, youth and family programs, and community festivals and events.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $552,948 $552,948 $0 5.00 TOTAL $0 $552,948 $552,948 $0 5.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $582,264 $582,264 $0 5.00 TOTAL $0 $582,264 $582,264 $0 5.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of students visiting on school tours 55,000 53,769 55,000 55,000 35,000
FY 2005-07 ADOPTED POLICY BUDGET O - 13 CULTURAL A RTS DEPARTMENT
Program NB21 Museum Visitor Services
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Provide for clean, well-maintained and accessible streets and sidewalks, faciilties, amenities, parks, recreational facilities and trees.
Program Description: This program provides public safety, security, landscaping, and custodial services to maximize positive visitor experience at the Museum.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $1,174,651 $1,134,432 $40,219 17.42 1750 Multipurpose Reserve - 44,720 44,720 - 0.00 2310 Landsc & Light Asses Dist - 265,692 265,692 - 4.00 TOTAL $0 $1,485,063 $1,444,844 $40,219 21.42
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $1,231,399 $1,191,180 40,219 17.42 1750 Multipurpose Reserve - 44,720 44,720 - 0.00 2310 Landsc & Light Asses Dist - 279,876 279,876 - 4.00 TOTAL $0 $1,555,995 $1,515,776 $40,219 21.42
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of visitors saying services are good or better N/A 86% 80% 80% 80%
O - 14 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Library Services
Mission Statement
Inform, inspire and delight Oakland’s diverse community as a resource for information, knowledge, and artistic and literary expression, providing the best in traditional services, new technologies and innovative programs.
Business Goals
· Increase circulation and in-library usage of library materials and services by providing superior collections and customer service through a well-trained and diverse staff.
· Increase the public’s ability to access the Library’s services and collections by upgrading the Library’s network of public access technologies.
· Support children and teenagers’ education and career goals and build a life-long love of reading and learning through the expansion of outreach and literacy programs.
· Develop an excellent public relations program that publicizes to Council, City staff and the community, the Library’s vast resources by strengthening the Community Relations Office.
· Provide Oakland residents access to archival materials and collections of the African-American cultural and historical experience in Northern California by operating the African-American Museum and Library at Oakland (AAMLO).
FY 2005-07 ADOPTED POLICY BUDGET P - 1 LIBRARY SERVICES
Organizational Chart by Program
OAKLANDOAKLAND PUBLIC PUBLIC LIBRARY LIBRARY 244.89244.89 FTE FTE
African American Branch Library Library System-wide African American Branch Library Library System-wide Literacy Programs Main Library Services Museum & Library Services Services Literacy Programs Main Library Services Museum & Library Services Services (NB19) (NB16) (NB18) (NB17) (NB37) (NB19) (NB16) (NB18) (NB17) (NB37) 8.459.45 FTE 55.19 FTE 7.65 FTE 105.21107.61 FTE 63.9964.99 FTE 8.459.45 FTE 55.19 FTE 7.65 FTE 105.21107.61 FTE 63.9964.99 FTE
Organizational Chart by Division, with Supervisory Levels
OAKLANDOAKLAND PUBLIC PUBLIC LIBRARY LIBRARY 244.89244.89 FTE FTE
DIRECTORDIRECTOR OF OF LIBRARY LIBRARY SERVICESSERVICES 1.00 FTE 1.00 FTE
Director’s Unit Main Division Branch Division Financial & Administrative Director’s Unit Main Division Branch Division Financial & Administrative (11.32 FTE) (113.70 FTE) (107.62 FTE) (11.25 FTE) (11.32 FTE) (113.70 FTE) (107.62 FTE) (11.25 FTE) 0.80 Managers 5.00 Managers 10.00 Managers 2.00 Managers 0.80 Managers 5.00 Managers 10.00 Managers 2.00 Managers 10.52 Line Staff 108.70 Line Staff 97.62 Line Staff 9.25 Line Staff 10.52 Line Staff 108.70 Line Staff 97.62 Line Staff 9.25 Line Staff
P - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Programs Included in FY 2005-07 Budget
· AFRICAN AMERICAN MUSEUM AND LIBRARY AT OAKLAND (AAMLO) (NB18) - Represents the public services provided at AAMLO.
· BRANCH LIBRARY SERVICES (NB17) - Represents the public services provided at the 15 Branch Libraries located throughout Oakland, the Bookmobile, and Branch Administration.
· LIBRARY SYSTEM-WIDE SERVICES (NB37) - Represents the system-wide services provided by the Finance and Administrative Unit, Teen Services, Children’s Services, Community Relations, Materials Unit, Computer Ser- vices Unit, and the Acquisitions and Cataloging Unit.
· LITERACY PROGRAMS (NB19) - Represents the Literacy services provided by the Second Start Literacy Center.
· MAIN LIBRARY SERVICES (NB16) - Represents the public services provided at the Main Library, including Gen- eral Reference services, Main Library Administration, the Oakland History Room, Art/History and Literature, Maga- zines and Newspapers, Science, Business and Sociology, Children’s Room, Computer Center, etc.
FY 2005-07 ADOPTED POLICY BUDGET P - 3 LIBRARY SERVICES
Summary of Significant Adopted Budget Changes For FY 2005-07
GENERAL PURPOSE FUND (GPF) FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions)
Elimination of librarian and administrative positions (4 filled as of (4.52) ($0.39) ($0.41) April 2005) to balance budget
ALL OTHER FUNDS FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Fund 2240 (Library Services Retention and Enhancement - Measure Q) Elimination of staff (all filled as of April 2005, mainly librarian (5.93) ($0.43) ($0.52) classifications); reduction in operations and maintenance
P - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Historical Expenditures and Adopted Budget by Fund
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund Midcycle Adopted Adopted 2003-04 Actual Adopted Budget Budget
1010 General Purpose Fund $10,483,295 10,506,143 $11,373,725 $11,960,590 1760 Telecommunications Reserve 48,239 48,026 54,458 56,990 1780 Kids First! Fund 253,745 (1) - - 2108 HUD-CDBG 44,972 - - - 2114 Department of Labor (1,476) - - - 2126 Department of Education - 35,000 - - 2128 Dept of Health & Human Services 38,662 29,576 - - 2134 California Parks and Recreation 24,850 97,236 - - 2138 CA Department of Education 31,535 10,000 - - 2148 CA Library Services 153,264 178,973 320,270 330,673 2210 Measure B Fund 32 - - - 2240 Library Services - Measure Q 6,749,257 10,420,709 11,201,829 11,612,977 2993 Library Grants (22,256) - - - 2999 Miscellaneous Grants 449,750 85,871 100,000 100,000 5999 Miscellaneous CAP Proj (400) - - 7540 Oakland Public Library Trust 115,122 103,029 103,030 103,030 7580 Lila Wallace Readers Digest Foundation 20,818 - - - TOTAL $18,389,411 $21,514,563 $23,153,312 $24,164,260
Authorized FTE 215.73 253.49 244.89 244.89
General Purpose Fund (GPF) 57% 49% 49% 49% Expenditures as Percentage of Department's Total, all Funds Expenditures
General Purpose Fund (GPF) 3% 3% 3% 3% Expenditures as Percentage of Citywide GPF Expenditures
FY 2005-07 ADOPTED POLICY BUDGET P - 5 LIBRARY SERVICES
Summary of Authorized Positions by Classification
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Account Clerk II - 1.00 1.00 1.00 Accountant II 2.00 2.00 1.00 1.00 Account Clerk III 1.00 1.00 1.00 1.00 Administrative Analyst II 1.00 1.00 - - Administrative Services Manager I 1.00 - - - Administrative Services Manager II 1.00 1.00 1.00 1.00 Custodian - 1.00 1.00 1.00 Custodian, PT 1.00 - - - Curator of History, Chief 1.00 1.00 1.00 1.00 Deputy Director - - 1.00 1.00 Director of Library Services 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 Librarian I 11.00 16.40 18.00 18.00 Librarian I, PPT 2.80 4.00 0.03 0.03 Librarian I, PT 1.29 2.79 3.82 3.82 Librarian II 40.00 39.00 38.00 38.00 Librarian II, PPT 1.78 1.78 1.78 1.78 Librarian II, PT 0.70 0.70 1.37 1.37 Librarian, Adminstrative 3.00 3.00 1.00 1.00 Librarian, Senior 11.00 13.00 11.00 11.00 Librarian, Supervising PPT 0.80 0.80 0.80 0.80 Librarian, Supervising 7.00 6.00 6.00 6.00 Library Aide 8.00 8.60 7.60 7.60 Library Aide, PPT 15.29 15.88 15.48 15.48 Library Aide, PT 28.08 36.73 40.01 40.01 Library Assistant 27.00 30.60 29.60 29.60 Library Assistant, PPT 6.56 8.05 6.88 6.88 Library Assistant, PT 4.35 15.48 16.64 16.64 Librarian, Senior, PT 0.02 - 0.50 0.50 Library Assistant, Senior 8.00 8.00 9.00 9.00 Library Automation Supervisor - 1.00 1.00 1.00 Literacy Assistant 1.00 1.00 1.00 1.00 Literacy Assistant, PT 1.00 1.00 0.50 0.50 Literacy Assistant, Senior 2.00 2.00 2.00 2.00 Management Assistant 2.00 2.00 2.00 2.00 Management Assistant, PPT 1.00 1.00 - - Microcomputer Systems Specialist I 2.00 1.00 1.00 1.00 Microcomputer Systems Specialist II 1.00 1.00 1.00 1.00 Museum Collections Coordinator - 1.00 1.00 1.00 Museum Project Coordinator - 1.00 1.00 1.00 Museum Guard, PT 4.00 4.00 4.00 4.00 Office Assistant I 1.00 1.00 1.00 1.00 Office Assistant I, PT 0.40 0.40 0.40 0.40
P - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Classification (continued)
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Office Assistant I, PPT 0.93 0.93 0.93 0.93 Office Assistant II 8.00 8.00 6.00 6.00 Office Assistant II, PT 0.48 0.48 - - Office Manager 1.00 1.00 1.00 1.00 Payroll Personnel Clerk II 2.00 2.00 2.00 2.00 Program Analyst I, PT - 1.02 0.70 0.70 Stationary Engineer 0.25 0.25 0.25 0.25 Storekeeper 1.00 1.00 1.00 1.00 Student Trainee, PT - 0.60 0.60 0.60 TOTAL 215.73 253.49 244.89 244.89
FY 2005-07 ADOPTED POLICY BUDGET P - 7 LIBRARY SERVICES
Summary of Authorized Positions by Program
FY 2004-05 FY 2005-06 FY 2006-07 Midcycle Adopted Adopted Program Name FY 2003-04 Authorized Budget Budget FTE FTE FTE FTE African American Museum and Library at Oakland 9.65 11.65 7.65 7.65 Branch Library Services 93.81 107.47 107.61 107.61 Library Systemwide Services 52.48 60.32 64.99 64.99 Literacy Programs 7.37 7.37 9.45 9.45 Main Library Services 52.42 66.68 55.19 55.19 TOTAL 215.73 253.49 244.89 244.89
P - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Revenue and Expenditures by Program
HISTORICAL SUMMARY
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Program
Revenue Expenditures Revenue Expenditures African American Museum and Library at $60,716 $853,800 $0 $992,178 Oakland Branch Library Services 84,417 6,929,178 - 7,054,235 Library Systemwide Support 6,690,232 6,085,722 6,052,198 7,780,194 Literacy Programs 90,701 480,097 65,793 609,830 Main Library Services 1,025 4,040,614 6,415,937 5,078,126 TOTAL $6,927,091 $18,389,411 $12,533,928 $21,514,563
ADOPTED BUDGET SUMMARY
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Program
Revenue Expenditures Revenue Expenditures African American Museum and Library at $0 $768,180 $0 $801,204 Oakland Branch Library Services 6,513,345 8,348,484 - 8,817,499 Library Systemwide Support 12,178,443 9,341,292 12,594,004 9,549,526 Literacy Programs 170,460 617,941 178,884 648,989 Main Library Services - 4,077,415 - 4,347,042 TOTAL $18,862,248 $23,153,312 $12,772,888 $24,164,260
FY 2005-07 ADOPTED POLICY BUDGET P - 9 LIBRARY SERVICES
Program NB18 African American Museum and Library at Oakland (AAMLO)
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Encourage and support civic engagement.
Program Description: This program represents the public services provided at AAMLO.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $315,514 $226,488 $89,026 3.15 2240Library Services - Measure Q - 452,666 396,612 56,054 4.50 TOTAL $0 $768,180 $623,100 $145,080 7.65
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $327,478 $238,452 $89,026 3.15 2240 Library Services - Measure Q - 473,726 417,672 56,054 4.50 TOTAL $0 $801,204 $656,124 $145,080 7.65
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target
Annual Gate Count of all visitors N/A 36,693 40,362 44,399 48,838
Annual Exhibit, Program and Tour N/A 5,396 5,936 6,529 7,182 attendance
P - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program NB17 Branch Library Services
Mayor/Council Goal: Ensure that all Oakland youth and seniors have the opportunity to be successful.
Citywide Objective: Provide effective community programs for seniors, youth and people with disabilities.
Program Description: This program represents the public services provided at the 15 Branch Libraries located throughout Oakland, the Bookmobile, and Branch Administration.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $4,163,134 $4,002,337 $160,797 54.00 2148CA Library Services 6,513,345 - - 0.00 2240Library Services - Measure Q - 4,185,350 3,603,024 582,326 53.61 TOTAL $6,513,345 $8,348,484 $7,605,361 $743,123 107.61
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $4,374,563 $4,213,766 $160,797 54.00 2148 CA Library Services - - - - 0.00 2240 Library Services - Measure Q - 4,442,936 3,792,132 650,804 53.61 TOTAL $0 $8,817,499 $8,005,898 $811,601 107.61
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target
Percentage of change from prior year 6.74% -10% 4% 4% 4% circulation of materials Percentage of change from prior year in number of Oakland classes visiting the 7.59% 9.32% 5% 5% 5% Library.
FY 2005-07 ADOPTED POLICY BUDGET P - 11 LIBRARY SERVICES
Program NB37 Library System-wide Services
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: This program represents the system-wide services provided by the Finance and Administrative Unit, Teen Services, Children’s Services, Community Relations, Materials Unit, Computer Services Unit, and the Acquisitions and Cataloging Unit.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $844,486 $4,203,705 $3,130,775 $1,072,930 35.19 2148CA Library Services 149,810 150,235 39,810 110,425 1.06 2240Library Services - Measure Q 10,981,117 4,784,322 1,973,208 2,811,114 28.74 2999Miscellaneous Grants 100,000 100,000 - 100,000 0.00 7540Oakland Public Library Trust 103,030 103,030 - 103,030 0.00 TOTAL $12,178,443 $9,341,292 $5,143,793 $4,197,499 64.99
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $884,433 $4,370,366 $3,294,750 $1,075,616 35.19 2148 CA Library Services 151,790 152,270 41,790 110,480 1.06 2240 Library Services - Measure Q 11,354,751 4,823,860 2,077,528 2,746,332 28.74 2999 Miscellaneous Grants 100,000 100,000 - 100,000 0.00 7540 Oakland Public Library Trust 103,030 103,030 - 103,030 0.00 TOTAL $12,594,004 $9,549,526 $5,414,068 $4,135,458 64.99
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of change in number of Oakland school classes visiting the 7.59%9%5%5%5% Library (Children's Svcs) Percentage of PASS participants that 86.47% 87% 80% 75% 70% are OUSD students (Children's Svcs)
P - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program NB19 Literacy Programs
Mayor/Council Goal: Ensure that all Oakland youth and seniors have the opportunity to be successful.
Citywide Objective: Provide effective community programs for seniors, youth and people with disabilities.
Program Description: This program represents the Literacy services provided by the Second Start Literacy Center.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $93,864 $93,864 $0 1.00 2148CA Library Services 170,460 169,166 170,460 (1,294) 4.42 2240Library Services - Measure Q - 354,911 330,912 23,999 4.03 TOTAL $170,460 $617,941 $595,236 $22,705 9.45
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $98,880 $98,880 $0 1.00 2148 CA Library Services 178,884 177,534 178,884 (1,350) 4.42 2240 Library Services - Measure Q - 372,575 348,576 23,999 4.03 TOTAL $178,884 $648,989 $626,340 $22,649 9.45
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of literacy students who meet one personal literacy goal 43% 46% 50% 50% 50%
Percentage of literacy students who read 25% 27% 50% 50% 50% at level 2
FY 2005-07 ADOPTED POLICY BUDGET P - 13 LIBRARY SERVICES
Program NB16 Main Library Services
Mayor/Council Goal: Ensure that all Oakland youth and seniors have the opportunity to be successful.
Citywide Objective: Provide effective community programs for seniors, youth and people with disabilities.
Program Description: This program represents the public services provided at the Main Library. These include General Reference services, Main Library Administration, the Oakland History Room, Art/History and Literature, Magazines and Newspapers, Science, Business and Sociology, Children’s Room, Computer Center, etc.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $2,597,508 $2,212,234 $385,274 28.17 1760Telecommunications Reserve - 54,458 48,516 5,942 0.90 2148CA Library Services - 869 869 - 0.00 2240Library Services - Measure Q - 1,424,580 1,424,580 - 26.12 TOTAL $0 $4,077,415 $3,686,199 $391,216 55.19
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $2,789,303 $2,329,042 $460,261 28.17 1760 Telecommunications Reserve - 56,990 51,048 5,942 0.90 2148 CA Library Services - 869 869 - 0.00 2240 Library Services - Measure Q - 1,499,880 1,499,880 - 26.12 TOTAL $0 $4,347,042 $3,880,839 $466,203 55.19
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of change from prior year in circulation of materials 3.38% 0.26% 4% 4% 4%
Percentage of change from prior year in 24.86% -7% 2.50% 3% 3% number of visitors/users.
P - 14 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Office of Parks and Recreation
Mission Statement
Offer quality services, activities, and programs open to all Oakland citizens and visitors. Cultivate awareness about the availability, accessibility, and affordability of Parks and Recreation services. Offer fun activities in a clean, safe, healthy environment that provide opportunities for personal growth and skills development. Foster community ownership and launch best practice standards to operate and maintain our facilities, playgrounds, and parks to preserve the beauty and legacy of Oakland.
Business Goals
· Provide high quality, effective recreation and cultural enrichment programs for children, youth, teens and adults through collaboration and coordination with other agencies and community-based organizations.
· Provide high quality, effective and affordable recreational aquatic programs for Oakland youth and adults.
· Provide safe, clean, and well-maintained ball fields, tennis courts and facilities in addition to providing quality sports programs for youth, teens and adults citywide.
· Provide fiscal oversight for the department including management of budgets, receivables, payroll and financial reporting.
· Enhance and expand OPR services through comprehensive staff training and development in order to deliver high quality recreation programs that effectively meet the needs and demands of our employees and customers.
· Provide training, support, and maintenance for the department’s automated (RecWare) system; maintain desktop computer systems in the department; and to provide customer service through department’s website and online (RecWare) registration.
· Increase department revenue by developing and implementing self-sustaining adult programs, trips and tours at the Enterprise Facilities while continuing to manage facility reservations and provide high quality customer service to our patrons.
FY 2005-07 ADOPTED POLICY BUDGET Q - 1 OFFICE OF PARKS AND RECREATION
Organizational Chart by Program
OfficeOffice of of Parks Parks & & Recreation Recreation 210.15210.15 FTE FTE
Adult Sports (NB04) Ball Fields (NB10) Cultural Arts (CE05) Adult Sports (NB04) Ball Fields (NB10) Cultural Arts (CE05) 6.52 FTE 5.52 FTE 18.56 FTE 6.52 FTE 5.52 FTE 18.56 FTE
Davies Tennis & After-School Sports (YS16) Camps (NB06) Davies Tennis & After-School Sports (YS16) Camps (NB06) Citywide Tennis (IN12) 14.56 FTE 1.00 FTE Citywide Tennis (IN12) 14.56 FTE 1.00 FTE 1.37 FTE 1.37 FTE Malonga Casquelourd Aquatics-Boating (IN11) Central Administration (NB01) Malonga Casquelourd Aquatics-Boating (IN11) Central Administration (NB01) Center for the Arts (NB24) 4.28 FTE 10.00 FTE Center for the Arts (NB24) 4.28 FTE 10.00 FTE 8.45 FTE 8.45 FTE
Aquatics-Pools (NB05) Central Reservation (IP57) Recreational Centers (NB03) Aquatics-Pools (NB05) Central Reservation (IP57) Recreational Centers (NB03) 23.33 FTE 7.22 FTE 101.34 FTE 23.33 FTE 7.22 FTE 101.34 FTE
Automate d Syste ms (NB13 Contract Management (NB02) Se lf-Sustainin g Program (IP58) Automated Systems (NB13 Contract Management (NB02) Self-Sustaining Program (IP58) 6.00 FTE 1.00 FTE 1.00 FTE 6.00 FTE 1.00 FTE 1.00 FTE
Q - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Organizational Chart by Division, with Supervisory Levels
OFFICEOFFICE OF OF PARKS PARKS & & RECREATION RECREATION 210.15210.15 FTE FTE
Director Director (3.00 FTE) (3.00 FTE) 2.00 Managers 2.00 Managers 1.00 Line Staff 1.00 Line Staff
OPR Admin Recreation East/West Citywide Sports Aquatics & Boating OPR Admin Recreation East/West Citywide Sports Aquatics & Boating (46.78 FTE) (104.25 FTE) (27.97 FTE) (28.15 FTE) (46.78 FTE) (104.25 FTE) (27.97 FTE) (28.15 FTE) 5.00 Managers 23.00 Managers 3.00 Managers 1.00 Managers 5.00 Managers 23.00 Managers 3.00 Managers 1.00 Managers 41.78 Line Staff 81.25 Line Staff 24.97 Line Staff 27.15 Line Staff 41.78 Line Staff 81.25 Line Staff 24.97 Line Staff 27.15 Line Staff
FY 2005-07 ADOPTED POLICY BUDGET Q - 3 OFFICE OF PARKS AND RECREATION
Programs Included in FY 2005-07 Budget
· ADULT SPORTS (NB04) - Provides year-round adult sports programs for men and women and ensures that teamwork and sportsmanship are emphasized in the programs.
· AFTER SCHOOL SPORTS (YS16) - Develops and implements citywide sports programs for youth at recreation centers, middle schools and playground sites that teach fundamentals, teamwork and sportsmanship.
· AQUATICS - BOATING (IN11) - Provides high quality, effective and affordable recreational boating programs for Oakland youth and adults. Courses stress environmental stewardship of Lake Merritt, enhancing the overall quality of Lakeside Park.
· AQUATICS - POOLS (NB05) - Provides high quality, effective and affordable recreational swimming programs that encourage a healthy lifestyle for Oakland youth and adults.
· AUTOMATED SYSTEMS (NB13) - Ensures administrative support of OPR services and programs by providing training, support and maintenance of the department’s automated (RecWare) system; maintaining desktop com- puter systems in the department; and providing customer service through the department’s website and online registration.
· BALL FIELDS (NB10) - Provides for safe, clean and well-maintained parks, ball fields and tennis facilities citywide.
· CAMPS (NB06) - Provides self-sustaining seasonal day camps during Thanksgiving, winter, spring and summer breaks.
· CENTRAL ADMINISTRATION (NB01) - Provides fiscal oversight for the department including management of budgets, receivables and payables, payroll and financial reporting. Enhances and expands OPR services through comprehensive staff training and development, enabling staff to deliver high quality recreation programs that effec- tively meet the needs and demands of our customers and employees.
· CENTRAL RESERVATIONS (IP57) - Provides high quality customer service through facility reservations to the public at OPR’s Enterprise Facilities and more than 100 parks.
· CONTRACT MANAGEMENT (NB02) - Maintains contracts with the Oakland Zoo, Children’s Fairyland, Dunsmuir House and Gardens, City Stables, Jack London Aquatic Center, Woodminster Amphitheater, Sequoia Nursery School, Junior Center of Arts & Sciences, etc.
· CULTURAL ARTS (CE05) - Develops and delivers high quality arts programs for the citizens of Oakland through visual and performing arts and other cultural experiences. Presents and sponsors annual special events such as the holiday pageant that helps in promoting a more cohesive City.
· DAVIES TENNIS AND CITYWIDE TENNIS (IN12) - Provides safe, clean, well-maintained tennis courts and offers tennis instruction and play opportunities for adults and children.
· MALONGA CASQUELOURD CENTER FOR THE ARTS (NB24) – Provides operational and project management of services to arts groups and patrons of the Malonga Casquelourd Center for the Arts.
Q - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Programs Included in FY 2005-07 Budget (continued)
· RECREATION CENTERS AND PROGRAMS (NB03) – Provides high quality, effective recreation programs for children, youth, teens and the underserved community to maximize resources through collaborations with other agencies and community-based organizations.
· SELF-SUSTAINING PROGRAMS (IP58) - Develops and implements self-sustaining recreational programs throughout the City of Oakland for children, youth and adults, in addition to increasing general fund revenue through partner- ships and collaboration with the philanthropic community.
FY 2005-07 ADOPTED POLICY BUDGET Q - 5 OFFICE OF PARKS AND RECREATION
Summary of Significant Adopted Budget Changes For FY 2005-07
GENERAL PURPOSE FUND (GPF) FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Elimination of 8.64 positions (all vacant), transfer of 3.0 positions to (11.64) ($0.61) ($0.63) other funds
Transfer of the Malonga Casquelourd Center for the Arts from the 8.95 $0.57 $0.59 Cultural Arts Department to the Office of Parks and Recreation, to consolidate recreational, educational and cultural programs under one department.
Increase in City’s subsidy to the Oakland Zoo by $500,000 per year (in $0.60 $0.60 addition to the baseline $172,414 subsidy and an estimated $40,000 for the zookeeper position), and to the Children’s Fairyland by $100,000 per year (above the current $83,000 annual subsidy)
ALL OTHER FUNDS FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) No significant budget changes
Q - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Historical Expenditures and Adopted Budget by Fund
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund Midcycle Adopted Adopted 2003-04 Actual Adopted Budget Budget
1010 General Purpose Fund $11,945,938 11,863,187 $12,749,231 $13,184,464 1100 Self Insurance Liability 53,770 53,770 238,710 253,896 1730 Henry J Kaiser Convention Center (2,712) - - - 1750 Multipurpose Reserve 411,758 - - - 1780 Kids First! Fund 307,000 - - 1820 OPR Sustaining Revolving Fund 1,710,483 1,597,856 1,661,874 1,741,443 2108 HUD-CDBG 87,296 - - - 2134 California Parks and Recreation 25,301 21,928 - - 2140 CA Department of Transportation 45,646 7,711 - - 2190 Private Grants (86,690) - - - 2310 Landsc & Light Asses Dist 3,831,241 3,369,087 2,720,116 3,197,527 2320 Fire Suppression Assess. Dist. 2,083 - - - 2828 Grant Management 63,266 - - - 2996 Parks & Rec Grants 2001 17,706 - - - 3200 Golf Course 161,171 60,000 267,417 307,000 7999 Miscellaneous Trusts 65,027 69,266 69,266 69,266 TOTAL $18,638,285 $17,042,805 $17,706,614 $18,753,596
Authorized FTE 211.50 220.64 210.15 210.15
General Purpose Fund (GPF) 64% 70% 72% 70% Expenditures as Percentage of Department's Total, all Funds Expenditures
General Purpose Fund (GPF) 3% 3% 3% 3% Expenditures as Percentage of Citywide GPF Expenditures
FY 2005-07 ADOPTED POLICY BUDGET Q - 7 OFFICE OF PARKS AND RECREATION
Summary of Authorized Positions by Classification
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Director of Recreation Services 1.00 1.00 1.00 1.00 Assistant 1.00 - - - Account Clerk I 1.00 - 1.00 1.00 Account Clerk II 3.00 1.00 1.00 1.00 Account Clerk III - 1.00 1.00 1.00 Accountant III 1.00 1.00 1.00 1.00 Administrative Assistant I 1.00 1.00 2.00 2.00 Administrative Assistant II 1.00 1.00 1.00 1.00 Administrative Services Manager II 1.00 1.00 2.00 2.00 Aquatics Program Coordinator 1.00 1.00 1.00 1.00 Assistant to the City Manager - 1.00 - - Camp Director, Assistant, PT 0.60 0.60 0.60 0.60 Camp Director, PT 0.81 0.40 0.64 0.64 City Manager Analyst 1.00 1.00 - - Construction & Maintenance Supv I 1.00 - - - Cultural Arts Specialist, PT 0.65 4.65 4.65 4.65 Custodian, PT 1.50 3.00 3.00 3.00 Database Administrator 1.00 1.00 - - Data Entry Operator 1.00 1.00 1.00 1.00 Data Entry Operator, Senior 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 Facility Security Assistant, PPT 0.97 0.97 0.97 0.97 Gardener II 2.00 2.00 2.00 2.00 Junior Trainee, PT 4.00 4.00 4.00 4.00 Maintenance Mechanic, PT 0.50 0.50 0.50 0.50 Manager, Capital Improvements Prgm 1.00 - - - Manager, Park Services 1.00 - - - Marine & Aquatics Supervisor - 1.00 1.00 1.00 Microcomputer Systems Specialist - - 1.00 1.00 Museum Guard - 2.00 2.00 2.00 Museum Guard, PT 0.75 1.75 0.50 0.50 Office Assistant I 1.00 - - - Office Assistant I, PPT 0.54 0.54 - - Office Assistant II 1.00 1.00 1.00 1.00 Office Manager - - 1.00 1.00 Park Attendant, PPT 4.71 4.71 4.71 4.71 Park Attendant, PT 2.41 2.37 2.37 2.37 Payroll Personnel Clerk II 1.00 1.00 1.00 1.00 Payroll Personnel Clerk III 2.00 1.00 1.00 1.00 Pool Manager, PT 5.30 5.30 5.30 5.30 Program Analyst I, PPT - 0.83 1.00 1.00 Program Analyst II, PPT 0.83 - - - Program Analyst II 2.00 1.58 1.50 1.50
Q - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Classification (continued)
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Program Analyst III 1.00 1.00 - - Public Service Employee 51, PT 1.92 1.92 - - Public Service Employee 51, PPT 1.50 1.50 1.50 1.50 Public Service Representative 3.00 3.00 3.00 3.00 Public Service Representative, Senior 1.00 1.00 - - Recreation Aide, PT 2.69 3.55 3.55 3.55 Recreation Attendant I, PT 0.77 0.77 0.77 0.77 Recreation Attendant II, PT 0.68 0.68 0.68 0.68 Recreation Center Director 21.00 21.00 20.00 20.00 Recreation General Supervisor - - 3.00 3.00 Recreation Leader I, PT 40.07 45.46 41.20 41.20 Recreation Leader II, PPT 9.60 9.60 7.85 7.85 Recreation Leader II, PT 16.69 19.76 18.81 18.81 Recreation Program Director 11.00 9.00 9.00 9.00 Recreation Specialist I, PPT - 1.00 2.50 2.50 Recreation Specialist I, PT 14.53 13.72 11.41 11.41 Recreation Specialist II, PPT 9.23 8.48 7.48 7.48 Recreation Specialist II, PT 2.04 3.04 3.04 3.04 Recreation Supervisor 2.00 2.00 2.00 2.00 Refuge Naturalist 1.00 1.00 1.00 1.00 Stagehand, PT 0.75 0.75 0.75 0.75 Stagehand, PPT 0.80 - - - Sports Official, PPT - 0.85 0.85 0.85 Support Services Supervisor 0.64 0.34 - - Systems Analyst II - 1.00 1.00 1.00 Temp Recreation Aide, PT 1.15 1.15 1.15 1.15 Temp Recreation Leader I, PT 0.95 0.95 0.95 0.95 Temp Recreation Specialist I, Senior PT 0.46 0.46 0.46 0.46 Water Safety Instructor, PT 12.46 12.46 12.46 12.46 Web Specialist - - 1.00 1.00 Youth Sports Program Coordinator 1.00 1.00 - - Zoo Keeper 2.00 1.00 1.00 1.00 TOTAL 211.50 220.64 210.15 210.15
* FY 2003-04 figures reflect transfer of Park maintenance from OPR for comparison purposes, although transfer was not actualized until FY 2004-05. ** FY 2003-05 figures reflect transfer of Malonga Center to OPR for comparison purposes, although transfer did not happen until FY 2005-07.
FY 2005-07 ADOPTED POLICY BUDGET Q - 9 OFFICE OF PARKS AND RECREATION
Summary of Authorized Positions by Program
FY 2004-05 FY 2005-06 FY 2006-07 Midcycle Adopted Adopted Program Name FY 2003-04 Authorized Budget Budget FTE FTE FTE FTE Adult Sports 9.55 6.28 6.52 6.52 After School Sports 15.63 14.89 14.56 14.56 Aquatics - Boating 3.68 3.68 4.28 4.28 Aquatics - Pools 25.37 23.87 23.33 23.33 Automated Systems 6.00 5.08 6.00 6.00 Ball Fields 5.52 5.52 5.52 5.52 Camps 0.00 1.00 1.00 1.00 Central Administration 8.64 8.97 10.00 10.00 Central Reservations 5.88 5.88 7.22 7.22 Contract Management 2.00 1.00 1.00 1.00 Cultural Arts 11.43 17.16 18.56 18.56 Davies Tennis & Citywide Tennis 3.07 3.07 1.37 1.37 Malonga Casquelourd Center for the Arts 5.83 9.53 8.45 8.45 Recreation Centers and Programs 107.90 113.71 101.34 101.34 Self-Sustaining Programs 1.00 1.00 1.00 1.00 TOTAL 211.50 220.64 210.15 210.15
Q - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Revenue and Expenditures by Program
HISTORICAL SUMMARY
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Code Program *
Revenue Expenditures Revenue Expenditures NB14 Activity Centers $409,065 $1,446,975 $275,372 $1,040,608 NB05 Aquatics 330,273 1,778,573 166,331 1,835,943 NB10 Ball Fields 164,731 586,169 - 765,570 NB06 Camp (918) 66,916 - 72,334 NB01 Central Administration 48,114 3,662,116 - 3,032,582 NB04 Competitive Sports 81,393 2,070,014 167,691 1,355,548 NB02 Contract Management - 321,563 - 401,774 NB11 Golf Course 57,721 161,171 493,916 60,000 NB24 Malonga Casquelourd Center for the Arts 411,735 677,691 389,295 586,066 NB03 Recreation Center & Programs 942,899 7,007,955 1,285,274 7,159,438 NB13 Technical Services & Support Operation 529,690 794,114 389,716 663,675 NB12 Trust Fund 129,115 65,027 69,266 69,266 TOTAL $3,103,818 $18,638,284 $3,236,861 $17,042,804
ADOPTED BUDGET SUMMARY
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Code Program **
Revenue Expenditures Revenue Expenditures NB04 Adult Sports $59,502 $584,887 $79,016 $646,630 YS16 After School Sports 21,891 640,788 22,986 671,739 IN11 Aquatics - Boating 136,974 276,086 143,823 290,311 NB05 Aquatics - Pools 193,299 1,517,549 202,964 1,633,010 NB13 Automated Systems - 427,308 - 450,120 NB10 Ball Fields - 311,086 - 327,466 NB06 Camp - 84,144 - 85,968 NB01 Central Administration 69,266 2,841,683 69,266 2,870,805 IP57 Central Reservations 541,511 425,912 568,586 448,088 CE05 Cultural Arts 32,480 1,029,824 34,104 1,071,236 NB02 Contract Management 267,417 1,357,413 307,000 1,400,440 IN12 DaviesTennis & Citywide Tennis - 44,096 - 46,064 NB24 Malonga Casquelourd Center for the Arts 324,692 596,979 324,692 619,431 NB03 Recreation Centers and Programs 1,225,620 7,486,743 1,286,901 8,105,780 IP58 Self-Sustaining Programs - 82,116 - 86,508 TOTAL $2,872,652 $17,706,614 $3,039,338 $18,753,596
* For comparison purposes, FY 2003-04 programs reflect the transfer of Park Maintenance to PWA, although this transfer was not actualized until FY 04-05. Similarly, the FY 2003-05 budget reflects the transfer of the Malonga Casquelourd Center for the Arts, although this transfer did not happen until FY 2005-07.
** The Parks and Recreation Department reorganized its programs in FY 2005-07.
FY 2005-07 ADOPTED POLICY BUDGET Q - 11 OFFICE OF PARKS AND RECREATION
Program NB04 Adult Sports
Mayor/Council Goal: Ensure that all Oakland youth and seniors have the opportunity to be successful.
Citywide Objective: Provide effective community programs for seniors, youth and people with disabilities.
Program Description: This program provides year-round adult sports programs for men and women and ensures that teamwork and sportsmanship are emphasized.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $28,556 $316,549 $280,704 $35,845 6.28 1820OPR Sustaining Revolving Fund 30,946 30,946 24,924 6,022 0.24 2310Landscape & Light Asses Dist - 237,392 - 237,392 0.00 TOTAL $59,502 $584,887 $305,628 $279,259 6.52
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $46,523 $330,541 $294,696 $35,845 6.28 1820 OPR Sustaining Revolving Fund 32,493 32,493 26,256 6,237 0.24 2310 Landscape & Light Asses Dist - 283,596 - 283,596 0.00 TOTAL $79,016 $646,630 $320,952 $325,678 6.52
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage increase in annual program N/A N/A N/A 5% 5% participation
Q - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program YS16 After School Sports
Mayor/Council Goal: Ensure that all Oakland youth and seniors have the opportunity to be successful.
Citywide Objective: Provide effective community programs for seniors, youth and people with disabilities.
Program Description: This program develops and implements citywide sports programs for youth at recreation centers, middle schools and playground sites that teach fundamentals, teamwork and sportsmanship.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel Revenues Expenditures Services O & M* FTE 1010General Purpose Fund $0 $618,897 $604,922 $13,975 14.39 1820OPR Sustaining Revolving Fund 21,891 21,891 17,652 4,239 0.17 TOTAL $21,891 $640,788 $622,574 $18,214 14.56
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund $0 $648,753 $634,778 $13,975 14.39 1820 OPR Sustaining Revolving Fund 22,986 22,986 18,600 4,386 0.17 TOTAL $22,986 $671,739 $653,378 $18,361 14.56
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage annual increase in first-time N/A N/A 5% 5% 5% users age 5-18 who have traditionally not participated in competitive sports programs
FY 2005-07 ADOPTED POLICY BUDGET Q - 13 OFFICE OF PARKS AND RECREATION
Program IN11 Aquatics – Boating
Mayor/Council Goal: Ensure that all Oakland youth and seniors have the opportunity to be successful.
Citywide Objective: Provide effective community programs for seniors, youth and people with disabilities.
Program Description: This program provides high quality, effective and affordable recreational boating programs for Oakland youth and adults. Courses stress environmental stewardship of Lake Merritt, enhancing the overall quality of Lakeside Park.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $40,594 $179,706 $150,308 $29,398 3.68 1820OPR Sustaining Revolving Fund 96,380 96,380 62,292 34,088 0.60 TOTAL $136,974 $276,086 $212,600 $63,486 4.28
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $42,624 $189,112 $157,844 $31,268 3.68 1820 OPR Sustaining Revolving Fund 101,199 101,199 65,616 35,583 0.60 TOTAL $143,823 $290,311 $223,460 $66,851 4.28
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage annual increase in first time N/A N/A 5% 5% 5% users age 5-18 who traditionally have not participated in boating programs
Q - 14 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program NB05 Aquatics – Pools
Mayor/Council Goal: Ensure that all Oakland youth and seniors have the opportunity to be successful
Citywide Objective: Provide effective community programs for seniors, youth and people with disabilities.
Program Description: This program provides high quality, effective and affordable recreational swimming programs that encourage a healthy lifestyle for Oakland youth and adults.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $193,299 $1,182,656 $995,648 $187,008 23.33 2310Landsc & Light Asses Dist - 334,893 - 334,893 0.00 TOTAL $193,299 $1,517,549 $995,648 $521,901 23.33
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $202,964 $1,232,936 $1,045,928 $187,008 23.33 2310 Landsc & Light Asses Dist - 400,074 - 400,074 0.00 TOTAL $202,964 $1,633,010 $1,045,928 $587,082 23.33
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage annual increase in first-time N/A N/A 5% 5% 5% users age 5-18 who traditionally have not participated in aquatics programs
FY 2005-07 ADOPTED POLICY BUDGET Q - 15 OFFICE OF PARKS AND RECREATION
Program NB13 Automated Systems
Mayor/Council Goal: Ensure that all Oakland youth and seniors have the opportunity to be successful.
Citywide Objective: Provide effective community programs for seniors, youth and people with disabilities.
Program Description: This program ensures administrative support of OPR services and programs by providing training, support and maintenance of the department’s automated (RecWare) system; maintaining desktop computer systems in the department; and providing customer service through the department’s website and online registration.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $427,308 $427,308 $0 6.00 TOTAL $0 $427,308 $427,308 $0 6.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $450,120 $450,120 $0 6.00 TOTAL $0 $450,120 $450,120 $0 6.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of trainings provided annually N/A N/A N/A 4 4 for all staff involved with the RecWare system
Q - 16 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program NB10 Ball Fields
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Provide for clean, well-maintained and accessible streets and sidewalks, faciilties, amenities, parks, recreational facilities and trees.
Program Description: This program provides for safe, clean and well-maintained parks, ball fields and tennis facilities citywide.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $69,432 $69,432 $0 1.00 2310Landsc & Light Asses Dist - 241,654 239,004 2,650 4.52 TOTAL $0 $311,086 $308,436 $2,650 5.52
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $73,128 $73,128 $0 1.00 2310 Landsc & Light Asses Dist - 254,338 251,688 2,650 4.52 TOTAL $0 $327,466 $324,816 $2,650 5.52
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of ballfields renovated annually N/A N/A N/A 5 5 Percentage increase in field usage by N/A N/A N/A 15% 15% community and youth organizations
FY 2005-07 ADOPTED POLICY BUDGET Q - 17 OFFICE OF PARKS AND RECREATION
Program NB06 Camps
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Provide for clean, well-maintained and accessible streets and sidewalks, faciilties, amenities, parks, recreational facilities and trees.
Program Description: This program provides self-sustaining seasonal day camps during Thanksgiving, winter, spring and summer breaks.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $84,144 $37,044 $47,100 1.00 TOTAL $0 $84,144 $37,044 $47,100 1.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $85,968 $38,868 $47,100 1.00 TOTAL $0 $85,968 $38,868 $47,100 1.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None.
Q - 18 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program NB01 Central Administration
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: This program provides fiscal oversight for the department including management of budgets, receivables and payables, payroll and financial reporting. Enhances and expands OPR services through comprehensive staff training and development, enabling staff to deliver high quality recreation programs that effectively meet the needs and demands of the employees and our customers.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $2,448,570 $929,840 $1,518,730 10.00 1100Self Insurance Liability - 238,710 - 238,710 0.00 2310Landsc & Light Asses Dist - 85,137 - 85,137 0.00 7999Miscellaneous Trusts 69,266 69,266 - 69,266 0.00 TOTAL $69,266 $2,841,683 $929,840 $1,911,843 10.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $2,445,936 $983,177 $1,462,759 10.00 1100 Self Insurance Liability - 253,896 - 253,896 0.00 2310 Landsc & Light Asses Dist - 101,707 - 101,707 0.00 7999 Miscellaneous Trusts 69,266 69,266 - 69,266 0.00 TOTAL $69,266 $2,870,805 $983,177 $1,887,628 10.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of monthly financial forecast N/A N/A N/A 12 12 meetings with fiscal staff reviewing account totals and balances
FY 2005-07 ADOPTED POLICY BUDGET Q - 19 OFFICE OF PARKS AND RECREATION
Program IP57 Central Reservations
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: This program provides high quality customer service through facility reservations to the public at OPR’s Enterprise Facilities and more than 100 parks.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $541,511 $372,452 $367,608 $4,844 5.94 2310Landsc & Light Asses Dist - 53,460 53,460 - 1.28 TOTAL $541,511 $425,912 $421,068 $4,844 7.22
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $568,586 $391,856 $387,012 $4,844 5.94 2310 Landsc & Light Asses Dist - 56,232 56,232 - 1.28 TOTAL $568,586 $448,088 $443,244 $4,844 7.22
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage increase in annual facility N/A N/A N/A 10% 10% rentals
Q - 20 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program CE05 Cultural Arts
Mayor/Council Goal: Build community and foster livable neighborhoods
Citywide Objective: Encourage and support civic engagement
Program Description: This program develops and delivers high quality arts programs for the citizens of Oakland through visual and performing arts and other cultural experiences. Presents and sponsors annual special events such as the holiday pageant that helps in promoting a more cohesive City.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $965,943 $779,463 $186,480 18.06 1820OPR Sustaining Revolving Fund 32,480 63,881 34,812 29,069 0.50 TOTAL $32,480 $1,029,824 $814,275 $215,549 18.56
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $1,005,507 $819,027 $186,480 18.06 1820 OPR Sustaining Revolving Fund 34,104 65,729 36,660 29,069 0.50 TOTAL $34,104 $1,071,236 $855,687 $215,549 18.56
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage increase in annual N/A N/A N/A 7% 7% participation in Cultural Arts programs
FY 2005-07 ADOPTED POLICY BUDGET Q - 21 OFFICE OF PARKS AND RECREATION
Program NB02 Contract Management
Mayor/Council Goal: Develop a sustainable city
Citywide Objective: Encourage and support social equity for all Oakland residents
Program Description: This program maintains contracts with the Oakland Zoo, Children’s Fairyland, Dunsmuir House and Gardens, City Stables, Jack London Aquatic Center, Woodminster Amphitheater, Sequoia Nursery School, Junior Center of Arts & Sciences, etc.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $1,089,996 $64,596 $1,025,400 1.00 3200Golf Course 267,417 267,417 - 267,417 0.00 TOTAL $267,417 $1,357,413 $64,596 $1,292,817 1.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $1,093,440 $68,040 $1,025,400 1.00 3200 Golf Course 307,000 307,000 - 307,000 0.00 TOTAL $307,000 $1,400,440 $68,040 $1,332,400 1.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Average number of meetings held N/A N/A N/A 4 4 annually with each contract provider to maintain oversight of contracts and facilities
Q - 22 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IN12 Davies Tennis and Citywide Tennis
Mayor/Council Goal: Ensure that all Oakland youth and seniors have the opportunity to be successful.
Citywide Objective: Provide effective community programs for seniors, youth, and people with disabilities.
Program Description: This program provides safe, clean, well-maintained tennis courts and offers tennis instruction and play opportunities for adults and children.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $44,096 $40,596 $3,500 1.37 TOTAL $0 $44,096 $40,596 $3,500 1.37
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $46,064 $42,564 $3,500 1.37 TOTAL $0 $46,064 $42,564 $3,500 1.37
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage increase in annual youth N/A N/A N/A 7% 7% tournament participation
FY 2005-07 ADOPTED POLICY BUDGET Q - 23 OFFICE OF PARKS AND RECREATION
Program NB24 Malonga Casquelourd Center for the Arts
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Encourage and support civic engagement.
Program Description: This program provides operational and project management of services to arts groups and patrons of the Malonga Casquelourd Center for the Arts.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $324,692 $596,979 $449,088 $147,891 8.45 TOTAL $324,692 $596,979 $449,088 $147,891 8.45
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $324,692 $619,431 $471,540 $147,891 8.45 TOTAL $324,692 $619,431 $471,540 $147,891 8.45
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of arts groups in residence 587 7 7
Q - 24 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program NB03 Recreation Centers and Programs
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Provide for clean, well-maintained and accessible streets and sidewalks, faciilties, amenities, parks, recreational facilities and trees.
Program Description: This program provides high quality, effective recreation programs for children, youth, teens and the underserved community to maximize resources through collaborations with other agencies and community-based organizations.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $4,270,387 $3,964,154 $306,233 68.59 1820OPR Sustaining Revolving Fund 1,225,620 1,448,776 1,218,036 230,740 31.75 2310Landsc & Light Asses Dist - 1,767,580 70,812 1,696,768 1.00 TOTAL $1,225,620 $7,486,743 $5,253,002 $2,233,741 101.34
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $4,485,164 $4,167,746 $317,418 68.59 1820 OPR Sustaining Revolving Fund 1,286,901 1,519,036 1,279,404 239,632 31.75 2310 Landsc & Light Asses Dist - 2,101,580 74,568 2,176,148 1.00 TOTAL $1,286,901 $8,105,780 $5,521,718 $2,733,198 101.34
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of youth ages 14-18 served N/A N/A 500 500 500 annually by the Radical Roving Recreation Street Team Percentage increase in annual N/A -4% 10% 10% 10% participation in Recreation Center programming for youth ages 5-18
FY 2005-07 ADOPTED POLICY BUDGET Q - 25 OFFICE OF PARKS AND RECREATION
Program IP58 Self-Sustaining Programs
Mayor/Council Goal: Ensure that all Oakland youth and seniors have the opportunity to be successful.
Citywide Objective: Provide effective community programs for seniors, youth and people with disabilities.
Program Description: This program develops and implements self-sustaining recreational programs throughout the City of Oakland for children, youth and adults, in addition to increasing general fund revenue through partnerships and collaboration with the philanthropic community.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $82,116 $82,116 $0 1.00 TOTAL $0 $82,116 $82,116 $0 1.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $86,508 $86,508 $0 1.00 TOTAL $0 $86,508 $86,508 $0 1.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None.
Q - 26 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Department of Human Services
Mission Statement
Build strong communities by enriching the quality of life for individuals and families in Oakland.
Business Goals
· Provide high quality, effective programs for children, youth, families, seniors and other adults through direct services, grant making, and close collaboration and coordination with other public and community based agencies.
· Develop new resources and leverage existing resources to maintain and expand programs that promote social equity for Oakland residents.
· Develop and support collaborations that improve community health and safety with an emphasis on violence preven- tion and community building.
· Identify, plan and recommend proactive policy and programmatic responses to community needs and social issues that impact the health and well-being of Oakland residents.
· Create opportunities for community engagement and education through volunteerism and involvement with Boards, Commissions and community groups.
· Enhance the Department’s visibility and outreach to educate and raise awareness of community initiatives and services supported by the City of Oakland’s Department of Human Services.
· Sustain the Department’s efficient fiscal and program operations and improve and enhance service accountability through expanded performance monitoring, evaluation and continuous quality improvement.
· Foster staff development and acknowledgement.
FY 2005-07 ADOPTED POLICY BUDGET R - 1 DEPARTMENT OF HUMAN SERVICES
Organizational Chart by Program
DEPARTMENTDEPARTMENT OF OF HUMAN HUMAN SERVICES SERVICES 285.86285.86 FTE FTE
Empowering Fostering Safe Measure Y Strengthening Empowering Fostering Safe Measure Y Strengthening Seniors & People & Healthy Violence Oakland Fund for Children, Youth & Seniors & People & Healthy Violence Oakland Fund for Children, Youth & with Disabilities Communities Prevention Children & Youth Their Families with Disabilities Communities Prevention Children & Youth Their Families (YS14) (SC22) (PS37) (YS04) (YS13) (YS14) (SC22) (PS37) (YS04) (YS13) 111.46 FTE 29.96 FTE 1.30 FTE 5.81 FTE 137.34 FTE 111.46 FTE 29.96 FTE 1.30 FTE 5.81 FTE 137.34 FTE
Organizational Chart by Division, with Supervisory Levels
DEPARTMENTDEPARTMENT OF OF HUMAN HUMAN SERVICES SERVICES 285.86285.86 FTE FTE
Director Director Human Services Human Services 1.00 FTE 1.00 FTE
Children & Youth Community Housing Aging & Adult Early Childhood & Administration Children & Youth Community Housing Aging & Adult Early Childhood & Administration Services Services Services Family Services (27.06 FTE) Services Services Services Family Services (27.06 FTE) (14.00 FTE) (7.00 FTE) (107.30 FTE) (129.50) FTE 2.00 Managers (14.00 FTE) (7.00 FTE) (107.30 FTE) (129.50) FTE 2.00 Managers 1.00 Managers 1.00 Managers 6.00 Managers 4.00 Managers 25.06 Line Staff 1.00 Managers 1.00 Managers 6.00 Managers 4.00 Managers 25.06 Line Staff 13.00 Line Staff 6.00 Line Staff 101.30 Line Staff 125.50 Line Staff 13.00 Line Staff 6.00 Line Staff 101.30 Line Staff 125.50 Line Staff
R - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Programs Included in FY 2005-07 Budget
· EMPOWERING SENIORS AND PEOPLE WITH DISABILITIES (YS14) - Includes an array of programs that provide a comprehensive, coordinated network of support services, information and referrals, and activities for seniors and persons with disabilities. Included are the Multipurpose Senior Services Program (MSSP) and Linkages Program which support frail seniors and persons with disabilities to remain independent; Senior Com- panion and Foster Grandparent (SC/FG) Programs which offer volunteer opportunities for seniors to work with frail-elderly and at-risk children; Oakland Paratransit for the Elderly and Disabled (OPED) which provides subsi- dized transportation for seniors and persons with disabilities and a free senior shopping shuttle; and the ASSETS program which provides low-income seniors with employment training services and job placement. Additionally, City-sponsored Senior Center facilities offer culturally appropriate and accessible social, nutrition, education and wellness programming for seniors throughout the City. Rental of City-owned senior facilities and the Senior Services $2 Parking Set-Aside Grant Program generate revenues used to support on-going programming for lower income Oakland seniors.
· FOSTERING SAFE AND HEALTHY COMMUNITIES (SC22) - Encompasses DHS services specifically de- signed to make residents safer and to support individuals and families in key areas such as housing and income supports that contribute to the overall well-being of the Oakland community. Included are A Safe Walk to School program which provides neighborhood monitors at select schools to ensure children travel safely to/from school; the Youth Leadership and Development program which gives Oakland youth the opportunity to build leadership skills and participate in civic activities; Project Choice provides support services to juvenile/young adult high risk offenders released from state prisons. Additionally, Community Housing Services serves people in Oakland who are homeless, hungry, HIV/AIDS positive, or living on extremely low incomes by providing food and hot meal programs, housing, and emergency and transitional housing services. The Community Action Partnership (CAP) provides funding and staff support to programs designed to eliminate poverty in the community.
· MEASURE Y – VIOLENCE PREVENTION (PS37) - Passed in November 2004, Measure Y provides approxi- mately $6 million to fund violence prevention programs in four strategic areas: 1) after- and in-school programs for at-risk youth; 2) services to support children and their families who are exposed to or are victims of domestic violence; 3) outreach workers for at-risk youth and young adults; 4) employer incentives, wage subsidies and other employment strategies for youth and young adults transitioning in the criminal justice system. Program services are being designed for initial implementation in FY 2005-06. Measure Y also requires an independent evaluation for both the prevention strategies and the community policing efforts.
· OAKLAND FUND FOR CHILDREN AND YOUTH (OFCY) (YS04) – Fosters the development of young people by providing grant funds for services and programs that improve the condition and well-being of children and youth in Oakland. A 19-member Planning and Oversight Committee provides policy recommendations to the City Council and oversees strategic planning, evaluation and grant-making through a competitive proposal process. A City Charter amendment (1996 Measure K – Kids First! voter initiative) established OFCY as a mandated set-aside of funds, calculated at 2.5% of the General Purpose revenues annually, with 92% of the funds allocated to private non-profit and public agencies “to help young people become healthy, productive, and honorable adults,” and 8% for administration and evaluation of OFCY. Legislation requires completion of an OFCY Strategic Plan every four years and a comprehensive evaluation of OFCY annually.
· STRENGTHENING CHILDREN, YOUTH AND THEIR FAMILIES (YS13) - Provides services that improve the health, development and quality of life for children, youth and their families. Head Start, Early Head Start, Even Start and Summer Food Service programs, which are federally and/or state-funded supplemented with City con- tributions, offer opportunities for comprehensive early child development and education; integrated adult literacy, parenting support and parent/child interactive literacy activities; healthy nutritious lunches for low income school- aged children during the summer months; and other ancillary services to low-income young children 0 to 5 years old and their families. All programs receive reimbursement funding to serve food under the U.S. Department of Agriculture, Summer Food Service or Child Care Food Program, and must comply with applicable federal and state regulations regarding funded activities and facilities.
FY 2005-07 ADOPTED POLICY BUDGET R - 3 DEPARTMENT OF HUMAN SERVICES
Summary of Significant Adopted Budget Changes For FY 2005-07
GENERAL PURPOSE FUND (GPF) FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions)
Transfer of accounting; planning, supervisory staff to support non- (2.31) ($0.28) ($0.29) general fund grants Elimination of operations and maintenance costs to balance budget - ($0.11) ($0.11) Elimination of Youth Leadership position (filled as of April 2005) to balance budget (0.61) ($0.04) ($0.04)
ALL OTHER FUNDS FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions)
Fund 2128 (Health and Human Services) Elimination of 9 Family Advocates (6.93 FTEs, 3.0 are vacant as of April (13.59) ($1.00) ($1.00) 2005), 4 Head Start Center Directors (3.08 FTEs, all vacant), a Food Service Worker (0.76 FTE, vacant), and 2.0 Administrative Assistants (1.88 FTE, vacant), two Account Clerk III (both filled, 1.88 FTE) will be replaced by an Accountant I (0.94 FTE)
R - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Historical Expenditures and Adopted Budget by Fund
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund Midcycle Adopted Adopted 2003-04 Actual Adopted Budget Budget
1010 General Purpose Fund $5,644,587 6,300,768 $5,078,768 $5,350,173 1100 Self Insurance Liability 183 - - - 1700 Mandatory Refuse Program 22 - - - 1780 Kids First Oakland Children's Fund * 718,360 728,250 9,248,564 9,733,510 2102 Department of Agriculture 1,922 - 691,149 925,000 2103 HUD-ESG/SHP/HOPWA 2,504,291 4,682,734 4,705,404 4,670,861 2108 HUD-CDBG 1,274,744 899,771 295,041 294,126 2112 Department of Justice 196,328 539,280 - - 2114 Department of Labor 1,182,712 913,982 1,198,464 1,198,464 2120 Federal Action Agency 325,867 317,849 325,866 325,867 2124 Federal Emergency Management Agency (4,171) - - - 2128 Dept of Health & Human Services 17,037,986 17,986,550 17,190,379 17,559,290 2132 California Department of Aging 336,937 211,994 250,723 250,725 2159 State of California Other 1,745,103 2,414,566 1,204,864 1,514,320 2160 County of Alameda Grants 644,437 595,778 602,667 603,989 2166 Bay Area Air Quality Management District (11) - - - 2195 Workforce Investment Act 176,504 165,895 135,000 140,000 2210 Measure B Fund 22,073 - - - 2213 Measure B - Paratransit - ACTIA 913,705 972,508 1,205,705 1,205,705 2251 Measure Y/Public Safety - - 6,258,464 6,507,846 2310 Landsc & Light Asses Dist 29,049 - - - 2410 Link Handipark 25,786 53,978 26,006 26,006 2826 Mortgage Revenue 348,012 315,549 - - 2999 Miscellaneous Grants (3,494) - - - 3200 Golf Course 7,169 - - - 7780 Oakland Redevelopment Agency 92,737 317,767 392,276 386,758
TOTAL $33,220,837 $37,417,220 $48,809,340 $50,692,640
Authorized FTE 308.92 308.39 285.86 285.86
General Purpose Fund (GPF) 17% 17% 10% 11% Expenditures as Percentage of Department's Total, all Funds Expenditures
General Purpose Fund (GPF) 1% 2% 1% 1% Expenditures as Percentage of Citywide GPF Expenditures
* An increase in Kids First Fund from prior years to FY 2005-07 adopted budget is due to a transfer of contract appropriations from Non- Departmental to DHS effective July 1, 2005, to consolidate all Kids First spending in one department.
FY 2005-07 ADOPTED POLICY BUDGET R - 5 DEPARTMENT OF HUMAN SERVICES
Summary of Authorized Positions by Classification
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Account Clerk III 2.00 2.00 - - Accountant I 2.00 - 0.94 0.94 Accountant II - 2.00 3.00 3.00 Accountant III 1.00 1.00 1.00 1.00 Administrative Analyst II 1.00 1.00 - - Administrative Assistant I 9.00 9.00 6.94 6.94 Administrative Assistant II 7.00 8.00 6.88 6.88 Administrative Services Manager II 4.00 4.00 4.00 4.00 Case Manager I 2.00 2.00 2.00 2.00 Case Manager II 7.00 6.50 7.00 7.00 Case Manager, Supervising 1.00 0.50 1.00 1.00 Child Education Coordinator 0.96 0.96 0.94 0.94 Community Action Agency Manager 1.00 1.00 - - Cook III 1.00 1.00 0.82 0.82 Custodian 5.00 5.00 4.98 4.98 Custodian, PT 1.49 1.49 1.49 1.49 Director, Human Services 1.00 1.00 1.00 1.00 Disabilities Coordinator - 1.92 1.88 1.88 Early Childhood Ctr Director 16.41 16.41 13.33 13.33 Early Childhood Instructor 59.23 59.23 59.40 59.40 Early Childhood Instructor, PT 4.50 4.50 4.50 4.50 Executive Assistant 1.00 2.00 2.00 2.00 Family Advocate 24.98 24.98 13.34 13.34 Family Child Care Coordinator 1.00 - - - Food Program Coordinator, PPT 1.00 1.00 1.00 1.00 Food Program Driver, PT 0.50 0.50 0.50 0.50 Food Program Monitor, PT 5.00 5.00 5.00 5.00 Food Service Worker 5.84 5.84 5.18 5.18 Head Start Driver/Courier 3.12 3.12 3.08 3.08 Head Start Facilities Coordinator - - 0.94 0.94 Head Start Nutrition Coordinator 0.96 0.96 0.94 0.94 Head Start Program Coordinator 12.64 12.64 9.52 9.52 Head Start Program Planner, Monitor 1.00 - - - Head Start Supervisor - 2.00 1.88 1.88 Health & Human Serv. Prog. Planner 3.00 5.00 4.94 4.94 Housing Development Coordinator, III 2.00 2.00 2.00 2.00 Housing Development Coordinator, IV 1.00 1.00 - - Info & Referral Specialist, PPT 0.53 0.53 0.53 0.53 Job Developer 1.00 - - - Manager, Senior Services 1.00 1.00 1.00 1.00 Manager, Youth Services 1.00 1.00 0.94 0.94 Nurse Case Manager 4.00 4.00 4.00 4.00
R - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Classification (continued)
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Office Assistant II 4.00 3.50 3.38 3.38 Outreach Developer, PPT 0.80 0.80 0.80 0.80 Outreach Worker, PT 1.06 1.06 1.06 1.06 Payroll Personnel Clerk II 2.00 2.00 2.00 2.00 Program Analyst I 4.00 4.00 5.00 5.00 Program Analyst I, PT - 0.50 0.50 0.50 Program Analyst II 2.00 2.00 2.00 2.00 Program Analyst III 1.00 1.00 1.00 1.00 Public Service Representative 3.00 - - - Public Service Employee 14, PT 0.25 0.25 0.25 0.25 Recreation Specialist II, PPT 0.61 0.61 - - Senior Aide, PT 65.59 65.06 66.65 66.65 Senior Center Director 4.00 4.00 4.00 4.00 Senior Employment Coordinator 1.00 1.00 1.00 1.00 Senior Services Administrator 1.00 1.00 0.80 0.80 Senior Services Program Assistant 1.00 2.00 2.00 2.00 Senior Services Program Asst. PPT 0.53 0.53 0.53 0.53 Senior Services Supervisor 5.00 5.00 4.00 4.00 Special Needs Coordinator 1.92 - - - Student Trainee, PT 4.00 4.00 4.00 4.00 Temp Contract Svcs Employee, PT 9.00 9.00 9.00 9.00 TOTAL 308.92 308.39 285.86 285.86
FY 2005-07 ADOPTED POLICY BUDGET R - 7 DEPARTMENT OF HUMAN SERVICES
Summary of Authorized Positions by Program
FY 2004-05 FY 2005-06 FY 2006-07 Midcycle Adopted Adopted Program Name FY 2003-04 Authorized Budget Budget FTE FTE FTE FTE
Empowering Seniors and People with Disabilities 113.50 111.47 111.46 111.46 Fostering Safe and Healthy Communities 21.53 19.53 29.95 29.95 Measure Y - Violence Prevention 0.00 0.00 1.30 1.30 Oakland Fund for Children and Youth 3.61 7.11 5.81 5.81 Strengthening Children, Youth and their Families 170.28 170.28 137.34 137.34 TOTAL 308.92 308.39 285.86 285.86
R - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Revenue and Expenditures by Program
HISTORICAL SUMMARY
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Program
Revenue Expenditures Revenue Expenditures Empowering Seniors and People with $6,376,662 $8,671,472 $4,417,354 $8,390,154 Disabilities Fostering Safe and Healthy Communities 1,782,655 6,014,163 6,505,767 8,324,069 Measure Y - - - - Oakland Fund for Children and Youth - 631,597 39,000 1,263,837 Strengthening Children, Youth & Their 14,418,555 17,903,606 15,727,446 19,439,160 Families TOTAL $22,577,872 $33,220,837 $26,689,567 $37,417,220
ADOPTED BUDGET SUMMARY
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Program
Revenue Expenditures Revenue Expenditures Empowering Seniors and People with $4,943,187 $8,300,257 $4,943,115 $8,475,422 Disabilities Fostering Safe and Healthy Communities 6,815,598 9,131,333 6,782,377 9,484,844 Measure Y - 6,240,433 - 6,488,256 Oakland Fund for Children and Youth 9,263,564 9,304,789 9,748,510 9,795,820 Strengthening Children, Youth & Their 16,285,958 15,832,528 16,512,008 16,448,298 Families TOTAL $37,308,307 $48,809,340 $37,986,010 $50,692,640
FY 2005-07 ADOPTED POLICY BUDGET R - 9 DEPARTMENT OF HUMAN SERVICES
Program YS14 Empowering Seniors and People with Disabilities
Mayor/Council Goal: Ensure that all Oakland youth and seniors have the opportunity to be successful. Citywide Objective: Provide effective community programs for seniors, youth and people with disabilities.
Program Description: This area includes an array of programs that together provide a comprehensive and coordinated network of support services, information and referrals, and activities for seniors and people with disabilities. It Includes the Multipurpose Senior Services Program, Linkages, Senior Companion and Foster Grandparent Program, Oakland Paratransit for the Elderly and Disabled(OPED), ASSETS, City-sponsored Senior Centers, and the Senior Services $2 Parking Set-Aside Grant Program. Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $69,783 $3,101,091 $1,659,862 $1,441,229 21.42 2114Department of Labor 1,198,464 1,198,464 1,183,414 15,050 64.35 2120Federal Action Agency 325,867 325,866 64,047 261,819 1.01 2128Dept of Health & Human Svcs 1,637,654 1,642,836 1,199,027 443,809 13.19 2132California Department of Aging 250,721 250,723 185,148 65,575 2.24 2159State of California Other - 185,577 100,296 85,281 0.66 2160County of Alameda Grants 228,987 228,989 199,212 29,777 3.03 2195Workforce Investment Act - 135,000 115,500 19,500 1.25 2213Measure B - Paratransit - ACTIA 1,205,705 1,205,705 262,092 943,613 4.03 2410Link Handipark 26,006 26,006 26,006 - 0.28 TOTAL $4,943,187 $8,300,257 $4,994,604 $3,305,653 111.46
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $69,711 $3,258,398 $1,749,996 $1,508,402 21.48 2114 Department of Labor 1,198,464 1,198,464 1,183,414 15,050 64.35 2120 Federal Action Agency 325,867 325,867 64,047 261,820 1.01 2128 Dept of Health & Human Svcs 1,637,654 1,653,822 1,198,598 455,224 13.13 2132 California Department of Aging 250,721 250,725 191,732 58,993 2.24 2159 State of California Other - 187,447 105,564 81,883 0.66 2160 County of Alameda Grants 228,987 228,989 209,376 19,613 3.03 2195 Workforce Investment Act - 140,000 119,544 20,456 1.25 2213 Measure B - Paratransit - ACTIA 1,205,705 1,205,705 275,532 930,173 4.03 2410 Link Handipark 26,006 26,006 26,006 - 0.28 TOTAL $4,943,115 $8,475,422 $5,123,809 $3,351,614 111.46
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
R - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program YS14 Empowering Seniors and People with Disabilities (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of unduplicated clients served N/A N/A 750 750 750 through case management Number of one-way subsidized trips N/A 54,587 54,000 54,000 54,000 Number of low-income Oakland citizens N/A 274 203 203 203 age 55 years & older served Percentage of the program's authorized enrollment level transitioned into N/A 38% 37% 37% 37% employment Percentage of program participants rating services received as good or N/A 77% 85% 85% 85% better Number of members of Multipurpose N/A 2,147 2,150 2,200 2,250 Senior Centers
FY 2005-07 ADOPTED POLICY BUDGET R - 11 DEPARTMENT OF HUMAN SERVICES
Program SC22 Fostering Safe and Healthy Communities
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Encourage and support social equity for all Oakland residents.
Program Description: This area encompasses services specifically designed to make Oakland residents safer and to support individuals and families in areas such as housing and income supports that contribute to the overall well-being of the Oakland community. Includes A Safe Walk to School, Youth Leadership & Development, Project Choice, Community Housing Services and the Community Action Partnership programs.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $56,000 $1,952,681 $734,208 $1,218,473 7.32 2103HUD-ESG/SHP/HOPWA 4,705,404 4,705,404 105,216 4,600,188 1.12 2108HUD-CDBG - 296,198 266,385 29,813 10.41 2112Department of Justice - - 192,036 (192,036) 2.00 2128Dept of Health & Human Svcs 999,923 1,012,809 61,536 951,273 0.59 2159State of California Other 680,593 398,287 358,524 39,763 4.49 2160County of Alameda Grants 373,678 373,678 48,180 325,498 0.47 7780Oakland Redevelopment Agency - 392,276 386,304 5,972 3.55 7760Grant Clearing - - - - 0.00 TOTAL $6,815,598 $9,131,333 $2,152,389 $6,978,944 29.95
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $56,000 $2,055,947 $780,588 $1,275,359 7.28 2103 HUD-ESG/SHP/HOPWA 4,670,861 4,670,861 115,731 4,555,130 1.16 2108 HUD-CDBG - 294,126 271,398 22,728 10.39 2112 Department of Justice - - 202,284 (202,284) 2.00 2128 Dept of Health & Human Svcs 999,923 996,279 61,524 934,755 0.56 2159 State of California Other 680,593 705,873 377,652 328,221 4.49 2160 County of Alameda Grants 375,000 375,000 30,346 344,654 0.29 7780 Oakland Redevelopment Agency 386,758 441,660 (54,902) 3.78 7760 Grant Clearing - - - - 0.00 TOTAL $6,782,377 $9,484,844 $2,281,183 $7,203,661 29.95
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
R - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program SC22 Fostering Safe and Healthy Communities (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of participants provided with comprehensive pre-release assessment N/A 18 60 60 60 & support services Number of participants provided with coaching /case management services N/A N/A 60 60 60 Percentage of project participants with full time employment within 6 months of N/A N/A 65% 65% 65% release Percentage of project participants who have stable housing one year post N/A N/A 50% 50% 50% release
Cost per emergency bed night provided N/A $9.69 $9.69 $9.69 $9.69 Number of emergency bed nights N/A 76,392 55,000 55,000 55,000 provided Number of HIV/AIDS bedroom units N/A 288 249 249 249 provided Number of supportive/transitional N/A 81 80 80 80 housing bedroom units provided
FY 2005-07 ADOPTED POLICY BUDGET R - 13 DEPARTMENT OF HUMAN SERVICES
Program PS37 Measure Y- Violence Prevention
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce crime by implementing a comprehensive crime prevention / reduction strategy.
Program Description: This program funds violence prevention programs for after/in-school programs for at-risk youths; support services for children exposed to domestic violence & their families; outreach services to at-risk youth and young adults; and employment strategies for youth and young adults in the criminal justice system.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund ** $0 ($18,031) $0 ($18,031) 0.00 2251Public Safety Act - Measure Y - 6,258,464 147,156 6,111,308 1.30 TOTAL $0 $6,240,433 $147,156 $6,093,277 1.30
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund ** $0 ($19,590) $0 ($19,590) 0.00 2251 Public Safety Act - Measure Y - 6,507,846 154,932 6,352,914 1.30 TOTAL $0 $6,488,256 $154,932 $6,333,324 1.30
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets) * * Negative expenditure budget in Fund 1010 are due to DHS' divisional overhead recovery which is allocated to programs based on personnel services.
Program - Specific Performance Measures
None - Independent evaluation of program to be performed.
R - 14 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program YS04 Oakland Fund for Children and Youth
Mayor/Council Goal: Ensure that all Oakland youth and seniors have the opportunity to be successful.
Citywide Objective: Provide effective community programs for seniors, youth and people with disabilities.
Program Description: This progam fosters the development of young people ages 0 to 20 by providing grant funds for services and programs that improve the condition and well-being of Oakland children and youth.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel Revenues Expenditures Services O & M* FTE 1010General Purpose Fund ** $0 $56,225 $157,836 ($101,611) 1.21 1780Kids First! Fund 9,263,564 9,248,564 415,994 8,832,570 4.60 TOTAL $9,263,564 $9,304,789 $573,830 $8,730,959 5.81
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel Revenues Expenditures Services O & M* FTE 1010 General Purpose Fund ** $0 $62,310 $166,032 ($103,722) 1.21 1780 Kids First! Fund 9,748,510 9,733,510 432,822 9,300,688 4.60 TOTAL $9,748,510 $9,795,820 $598,854 $9,196,966 5.81
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets) * * Negative expenditure budget in Fund 1010 are due to DHS' divisional overhead recovery which is allocated to programs based on personnel services.
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Hours of service provided to children and youth 1,910,000 3,155,788 3,200,000 3,200,000 3,400,000 Number of unduplicated children and 12,134 19,701 15,000 15,000 15,000 youth served Percentage of children and youth rating OFCY services satisfactory or better 85% 90% 90% 90% 90% Percentage of parents rating OFCY 89% 95% 95% 95% 95% services satisfactory or better
FY 2005-07 ADOPTED POLICY BUDGET R - 15 DEPARTMENT OF HUMAN SERVICES
Program YS13 Strengthening Children, Youth and Their Families
Mayor/Council Goal: Ensure that all Oakland youth and seniors have the opportunity to be successful. Citywide Objective: Provide effective community programs for seniors, youth and people with disabilities.
Program Description: This program provides services that improve the health, development and quality of life for children, youth and their families. It includes programs such as Head Start, Early Head Start, Even Start, Summer Food Service and Child Care Food Programs.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund ** $0 ($13,198) $159,144 ($172,342) 1.42 2102Department of Agriculture 925,000 691,149 252,072 439,077 6.50 2128Dept of Health & Human Services 14,739,958 14,533,577 7,510,406 7,023,171 123.42 2159State of California Other 621,000 621,000 351,144 269,856 6.00 TOTAL $16,285,958 $15,832,528 $8,272,766 $7,559,762 137.34
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund ** $0 ($6,892) $167,412 ($174,304) 1.42 2102 Department of Agriculture 925,000 925,000 264,804 660,196 6.50 2128 Dept of Health & Human Services 14,966,008 14,909,189 7,499,862 7,409,327 123.42 2159 State of California Other 621,000 621,000 369,876 251,124 6.00 TOTAL $16,512,008 $16,448,297 $8,301,954 $8,146,343 137.34
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets) * * Negative expenditure budget in Fund 1010 are due to DHS' divisional overhead recovery which is allocated to programs based on personnel services.
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of four-year old children N/A 95.50% 95% 95% 95% showing an interest in reading-related activities (book knowledge) - Posttest Number of Summer Food Service N/A 61,929 57,097 57,097 57,097 Program (SFSP) meals delivered
R - 16 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Public Works Agency
Mission Statement
Design, construct, manage and maintain the City’s infrastructure — including streets, trees, sidewalks and pathways, parks, creeks, sewers and storm drains, buildings and structures, vehicles and equipment, street lights and traffic signals; manage community volunteer programs for beautification and clean-up projects, residential garbage and recycling, graffiti abatement and facilitates environmental compliance; strive to provide top quality, professional, effective, and timely services to residents, businesses and internal customers, focusing on relationships and on customer service and satisfaction, thus improving image and maintaining the community’s trust.
Business Goals
· Improve livability through clean, well-maintained, and accessible streets, trees, sidewalks, parks, and facilities.
· Plan, build, and renovate the City’s infrastructure to meet current and future needs of our neighborhoods, support development, and reduce the City’s exposure to liability.
· Create a sustainable City through implementing green buildings, renewable energy and efficiency projects, alterna- tive fueled vehicles, and recycling/solid waste services.
· Leverage existing resources by seeking grants, and by enhancing volunteerism and sponsorship opportunities.
· Foster collaborative opportunities with other agencies and individuals to improve service delivery.
· Continue focusing on high-quality service and customer satisfaction to be the “provider of choice” for our customers.
· Develop a well-planned capital improvement program.
FY 2005-07 ADOPTED POLICY BUDGET S - 1 PUBLIC WORKS A GENCY
Organizational Chart by Program
PUBLICPUBLIC WORKS WORKS AGENCY AGENCY 838.16838.16 FTE FTE
Electrical & Energy Recycling & Electrical & Energy Recycling & Efficiency (IN07) Solid Waste (SC17) Efficiency (IN07) Solid Waste (SC17) 29.60 FTE 11.17 FTE 29.60 FTE 11.17 FTE
Engineering Planning Safety & Liability Engineering Planning Safety & Liability & Design (IN05) (IP40) & Design (IN05) (IP40) 55.05 FTE 2.65 FTE 55.05 FTE 2.65 FTE
Environmental Compliance Sanitary & Storm Sewer Environmental Compliance Sanitary & Storm Sewer & Remediation (SC16) Mgmt. and Maint. (IN03) & Remediation (SC16) Mgmt. and Maint. (IN03) 5.15 FTE 82.80 FTE 5.15 FTE 82.80 FTE
Facilities Management Streets & Sidewalks Facilities Management Streets & Sidewalks & Maintenance (IN02) Mgmt. & Maintenance (IN04) & Maintenance (IN02) Mgmt. & Maintenance (IN04) 153.11 FTE 65.83 FTE 153.11 FTE 65.83 FTE
Fleet Management Transportation & Pedestrian Fleet Management Transportation & Pedestrian & Maintenance (IN01) Safety (NB33) & Maintenance (IN01) Safety (NB33) 59.20 FTE 55.70 FTE 59.20 FTE 55.70 FTE
Keep Oakland Keep Oakland Trees (NB09) Clean and Beautiful (NB35) Trees (NB09) Clean and Beautiful (NB35) 33.39 FTE 118.67 FTE 33.39 FTE 118.67 FTE
Watershed and Parks, Grounds & Medians (NB07) Watershed and Parks, Grounds & Medians (NB07) Waterways (NB34) 103.41 FTE Waterways (NB34) 103.41 FTE 8.01 FTE 8.01 FTE
Project Delivery (IN06) Project Delivery (IN06) 54.42 FTE 54.42 FTE
S - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Organizational Chart by Division, with Supervisory Levels
PUBLICPUBLIC WORKS WORKS AGENCY AGENCY 838.16838.16 FTE FTE
Director’s Office & Administration Design & Construction Infrastructure & Operations Facilities & Environment Director’s Office & Administration Design & Construction Infrastructure & Operations Facilities & Environment (38.00 FTE) (170.75 FTE) (247.68 FTE) (381.73 FTE) (38.00 FTE) (170.75 FTE) (247.68 FTE) (381.73 FTE) 6.00 Managers 20.00 Managers 18.00 Managers 21.00 Managers 6.00 Managers 20.00 Managers 18.00 Managers 21.00 Managers 32.00 Line Staff 150.75 Line Staff 229.68 Line Staff 360.73 Line Staff 32.00 Line Staff 150.75 Line Staff 229.68 Line Staff 360.73 Line Staff
FY 2005-07 ADOPTED POLICY BUDGET S - 3 PUBLIC WORKS A GENCY
Programs Included in FY 2005-07 Budget
· ELECTRICAL AND ENERFY EFFICIENCY (IN07)—monitors, manages, and maintains electrical and alternative energy apparatus and programs throughout the City. The components of this program include street lighting, traffic signals, energy efficiency programs, and electrical-related capital improvements.
· ENGINEERING, PLANNING & DESIGN (IN05)—facilitates program, project management, engineering and inspec- tion services for City activities including sanitary sewer rehabilitation, major street improvement, storm drainage and utilities. This program also includes providing project management services on a wide variety of technical projects in support of CEDA, City Administrator, City Attorney, City Council, Parks and Recreation and others.
· ENVIRONMENTAL COMPLIANCE AND REMEDIATION (SC16)—provides environmental consulting and compli- ance services to the City organization and the Oakland Redevelopment Agency. Activities include assessing City- owned buildings for compliance with Federal and State mandates related to asbestos and lead-based paint; con- ducting Phase I property assessments; environmental sampling and site characterizations; designing and imple- menting remediation projects; negotiating cleanup options with regulatory agencies; tracking and arranging for hazardous waste disposal from City-owned properties and operations; developing and coordinating the Urban Land Redevelopment Program; and responding to health and environmental projects and directives.
· FACILITIES MANAGEMENT AND MAINTENANCE (IN02)—facilitates the safe design, construction and mainte- nance of facilities and auxiliary equipment. Activities include facility and equipment repair and maintenance (in- cluding structural, mechanical, electrical, and plumbing), building retrofit for compliance with current codes and health and safety regulations, and janitorial and security services. Staff is also responsible for the review of all Capital Improvement projects at City facilities.
· FLEET MANAGEMENT AND MAINTENANCE (IN01)—facilitates vehicle and equipment management and main- tenance for the City organization. Activities include determining fleet requirements in collaboration with depart- ments; preparing specifications for acquisition; performing preventive maintenance and repairs to the fleet; providing fuel; and disposing of surplus equipment.
· KEEP OAKLAND CLEAN AND BEAUTIFUL (NB35)—maintains and enhances the cleanliness, health, and ap- pearance of City streets and neighborhoods. Activities include street cleaning, litter and illegal dumping removal and enforcement, support of special events, graffiti abatement, and median litter abatement. It also supports volunteerism in community clean-ups and programs and Citywide Earth Day.
· PARKS, GROUNDS AND MEDIANS (NB07)—facilitates the maintenance of all parks, public grounds, open space, landscaped street medians, and streetscapes in the City. Activities include litter and debris removal, mowing, irrigation repair, weeding, planting, fertilizing, and pruning, with over 611 acres of developed park property and 1,200 acres of open space being maintained by staff. Activities also include coordination of park volunteers, and review of planned Capital Improvement projects in parks, medians, and buildings.
· PROJECT DELIVERY (IN06)—manages and implements capital improvement projects in a professional, compre- hensive, efficient, and cost effective manner. These projects serve the community and City employees in the forms of new facilities, expanded facilities, increased comfort, safety, and modernization of facilities, improved access for the disabled, improved storm and sewer services and long-term maintenance, street beautification, and improved traffic and pedestrian safety.
S - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Programs Included in FY 2005-07 Budget (continued)
· RECYCLING AND SOLID WASTE (SC17)—provides services that maintain the City’s 50 percent reduction of solid waste currently going into landfills (in accordance with State mandate) and to further reduce the waste disposed to 75 percent by 2010 (in accordance to County and City mandate). Activities include overseeing the implementation of the Construction and Demolition Debris Recycling Ordinance, and participating in planning and development of sustainable initiatives, especially in the area of Green Building and procurement. The program oversees facility recycling and manages contracts for residential services (over 329,000 units) including weekly recycling, unlimited yard trimmings, food scraps, and garbage collection. This program also provides education and public information in support of all its activities.
· SAFETY AND LIABILITY (IP40)—serves all Public Works Agency employees and aggressively addresses and improves issues of employee safety and training, reduces workers’ compensation claims, increases the number of employees returning to work, and decreases the amount of exposure and liability to the City. Activities within the program include training in sound safety and health practices, developing and enforcing safety and health rules, and investigating every accident promptly and thoroughly to determine cause and implement proper measures to pre- vent recurrence. This Public Works Agency program works closely with the City Attorney’s Office, the City’s Risk Management Division and the third party administrator.
· SANITARY AND STORM SEWER MANAGEMENT AND MAINTENANCE (IN03)—facilitates the inspection, cleaning, and repair of sanitary and storm sewer structures such as inlets, manholes, pipes, culverts, V-ditches, pump stations, and open channels. Investigation and assistance is also provided in solving problems with private sewer laterals.
· STREETS AND SIDEWALKS MANAGEMENT AND MAINTENANCE (IN04)—facilitates safe vehicular and pe- destrian passage throughout the City. The program’s two major components are streets and sidewalks. Street activities concentrate on providing safe and comfortable road surface conditions through resurfacing, asphalt over- laying, pavement reinforcement, and base repair. Other street activities include speed bump installation, crack and joint sealing, and repair of pot holes, guard rails, fencings, cross culverts, and paths and stairways. Sidewalk activity concentrates on repairing damaged sidewalks, curbs, gutters, and tree removal; and inspecting newly constructed sidewalks, assessing damaged sidewalks and providing support for claims investigations.
· TRANSPORTATION AND PEDESTRIAN SAFETY (NB33)—enhances vehicular and pedestrian safety on City streets and around schools, parks and senior centers. Activities include designing, installing, and maintaining traffic signs, signals, audible pedestrian signal heads, pavement markings, residential blue zones, speed bumps, circles, barriers and other traffic calming devices. This program manages City-owned parking facilities assuring that clean, safe and affordable parking is available Citywide. This program also promotes alternative modes of transportation such as walking and bicycling.
· TREES (NB09)—facilitates all aspects of tree maintenance and abatement of hazardous tree conditions for trees growing on the City’s public right-of-way. This program includes: planting, truck watering (limited to medians and specific commercial locations), pruning both limbs and roots and removing trees and stumps. In addition, this program provides the essential service of responding to tree-related emergency calls 24/7. Activities include overseeing various Municipal Code Ordinances including: the Protected Trees, View, Blight, Street Trees and Shrubs, Hazardous Trees, and the Sidewalk Repair and Street Trees Ordinance.
· WATERSHED AND WATERWAYS (NB34)—protects and improves the quality of storm water runoff, creeks, and riparian corridors. Activities include coordination of volunteers, creek cleanups, Creek-to-Bay Day, outreach and stewardship, illegal dumping prevention, creek improvement projects, oversight of the implementation of the Creek Protection Ordinance and the Clean Water NPDES Permit, and the stewardship of Lake Merritt.
FY 2005-07 ADOPTED POLICY BUDGET S - 5 PUBLIC WORKS A GENCY
Summary of Significant Adopted Budget Changes For FY 2005-07
GENERAL PURPOSE FUND (GPF) FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Elimination of two part-time vacant Maintenance Mechanics (1.00) ($0.06) ($0.07) (partially offset by overtime increase) Addition of funding for Parks Maintenance, including 1.0 Public 7.00 $0.42 $0.45 Works Supervisor II, 4.0 P/T Park Attendants, 2.0 Gardener Crew Leaders
ALL OTHER FUNDS FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Fund 1720 (Comprehensive Cleanup) Elimination of 2.0 frozen, vacant Litter Enforcement Officers (2.00) ($0.19) ($0.20) FTEs
Transfer of a Program Manager to the Recycling Fund (1710); (1.00) ($0.60) ($0.61) Reduction in operations & maintenance budget Transfer of Street Sweeping citation function to the Finance & (5.10) ($0.28) ($0.33) Management Agency's Parking Management Division Transfer of Street Sweeping citation function to FMA Parking (7.95) ($0.63) ($0.63) Management Division, fund 1010 - made possible through elimination of Sun Server Lease payment budgeted in CIP Fund 2141 (Traffic Congestion Relief Fund) Addition of funding for speed bumps, from the Prop 42 allocation $0.26 $0.26 proposed for release by the Governor in FY 2005-06 State budget Fund 2230 (State Gas Tax) Reduction in operations and maintenance budget to balance ($0.23) ($0.23) fund Fund 5510 (Capital Reserve) Addition of funding for streetscape improvement crew, including 5.00 $0.55 $0.57 1.0 Tree Supervisor, 2.0 Tree Worker/Drivers, 2.0 Tree Trimmers, and O&M for trees, stakes, concrete-cutting Fund 7760 (Grant Clearing) Reduction and downgrading of fiscal and support positions to (2.00) ($0.34) ($0.36) increase organizational efficiency and reduce costs
S - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Historical Expenditures and Adopted Budget by Fund
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund 2003-04 Actual Midcycle Adopted Adopted * Adopted Budget Budget 1010 General Purpose Fund $576,013 $924,506 $1,648,598 $1,738,261 1100 Self Insurance Liability 2,549,435 969,546 4,243,989 4,513,977 1600 Underground Dist. Revolving Fund 955,549 1,294,662 1,454,725 1,525,343 1700 Mandatory Refuse Program 368 - - - 1710 Recycling Program 6,109,837 7,561,103 7,436,148 7,536,998 1720 Comprehensive Clean-up 14,077,825 15,323,873 16,054,116 17,043,029 1730 Henry J Kaiser Convention Center (13,752) - - - 1740 Hazardous Materials Inspections 37,580 - - - 1750 Multipurpose Reserve 3,821,498 3,987,027 5,568,655 5,745,253 1780 Kids First! Fund (124,650) - - - 1820 OPR Sustaining Revolving Fund (982) - - - 2103 HUD-ESG/SHP/HOPWA (817) - - - 2106 Department of Defense (10,238) - - - 2107 HUD-108 (701) - - - 2108 HUD-CDBG 49,268 - - - 2109 HUD-Home 195 - - - 2110 Department of the Interior 9,710 - - - 2111 2000 Local Law Enfor. Block Grt 454 - - - 2114 Department of Labor (261) - - - 2116 Department of Transportation 253,160 - - - 2124 Federal Emergency Mgt Agency 231 - - - 2125 Environmental Protection Agency (3,823) - - - 2128 Dept of Health & Human Services 2,066 - - - 2134 California Parks and Recreation 363,508 - - - 2136 California Water Resource Board 18,225 - - - 2139 CA Department of Conservation (29,241) - - - 2140 CA Department of Transportation 104,345 - - - 2141 State Traffic Congestion Relief Fund - - 260,000 260,000 2146 CA State Emergency Services 40,304 - - - 2148 CA Library Services (530) - - - 2154 CA Integrated Waste Mgmt Board 403,295 - - - 2158 5th Year State COPS Grant (101) - - - 2159 State of California Other 86,171 - - - 2160 County of Alameda Grants (861) - - - 2162 Metro Transportation Com-TDA 121,788 - - - 2163 Metro Transportation Com-Program Grant 705,335 - - - 2164 Congestion Mitig. & Air Quality (CMAQ) (9,080) - - - 2166 Bay Area Air Quality Management District 484,533 - - - 2175 Alameda Cty. Source Reduction & Recyc. 317,533 - - - 2190 Private Grants (14,022) - - - 2210 Measure B Fund 1,244,515 - - - 2211 Measure B - ACTIA 3,218,781 3,323,101 3,403,865 3,567,068 2212 Measure B - Bike & Ped 39,743 - - -
FY 2005-07 ADOPTED POLICY BUDGET S - 7 PUBLIC WORKS A GENCY
Summary of Historical Expenditures and Adopted Budget by Fund (continued)
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund 2003-04 Actual Midcycle Adopted Adopted * Adopted Budget Budget 2214 ACTIA Reimbursable Grants 2,286 - - - 2230 State Gas Tax 8,274,292 9,782,206 7,720,504 7,991,165 2240 Library Retention & Enhancmt 416 - - - 2310 Landsc & Light Asses Dist 16,684,639 15,191,762 17,022,789 17,758,304 2330 Werner Court Veg. Mgt. District 7,087 - - - 2416 Traffic Safety Fund 385,588 414,196 2,335,557 2,609,102 2826 Mortgage Revenue 1,163 - - - 2990 Public Works Grants 443,618 366,000 363,668 377,151 2992 Parks & Recreation Grants (79) - - - 2999 Miscellaneous Grants (57,045) - - - 3100 Sewer Service Fund 14,070,217 12,681,767 17,947,162 19,042,085 3200 Golf Course (14,676) - - - 4100 Equipment 14,455,392 15,952,388 16,866,274 17,212,456 4400 City Facilities 17,835,230 18,795,674 20,706,649 21,391,144 4550 Equipment Parts Stores 579,354 - - - 5006 GOB Series 1997C, Measure K 88,432 - - - 5008 GOB Series 1992 Emerg. Resp. 27,167 - - - 5010 GOB Series 1997, Measure I (2,728) - - - 5014 2000 Measure K Series D 345,261 - - - 5320 Measure DD 567,871 300,378 - - 5500 Municipal Capital Improvement 1,031,351 179 - - 5510 Capital Reserves - - 552,989 573,117 5600 Traffic Signal Trust Fund 152,031 - - - 5999 Miscellaneous CAP Project 226,476 - - - 7540 Oakland Public Library Trust 162 - - - 7580 Lila Wallace Readers Digest Foundation (66) - - - 7690 Kerrison Trust for Police Enhancement (136) - - - 7760 Grant Clearing ** (160,414) 7,866,382 (512,642) (535,926) 7780 Oakland Redevelopment Agency 37,271 - - - TOTAL $110,362,364 $114,734,750 $123,073,046 $128,348,527
Authorized FTE 811.41 839.59 838.16 838.16
General Purpose Fund (GPF) 0.52% 0.81% 1.34% 1.35% Expenditures as Percentage of Department's Total, all Funds Expenditures
General Purpose Fund (GPF) 0.1% 0.2% 0.4% 0.4% Expenditures as Percentage of Citywide GPF Expenditures
* FY 2003-04 figures reflect transfer of Park Maintenance to PWA for comparison purposes, although transfer was not actualized until FY 2004-05 ** Change in Fund 7760 budget and expenditures is due to a change in overhead accounting methodology.
S - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Classification
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE * FTE FTE FTE Agency Director, Public Works 1.00 1.00 1.00 1.00 Assistant Director, Public Works 1.00 2.00 3.00 3.00 Agency Administrator 1.00 1.00 1.00 1.00 Account Clerk I 1.00 1.00 1.00 1.00 Account Clerk II 1.00 1.00 2.00 2.00 Account Clerk III 5.00 5.00 5.00 5.00 Accountant I 1.00 1.00 1.00 1.00 Accountant II 1.00 1.00 2.00 2.00 Accountant III 2.00 2.00 2.00 2.00 Administrative Analyst I 2.00 3.00 2.00 2.00 Administrative Analyst II 2.00 2.00 3.00 3.00 Administrative Assistant I 11.00 11.00 11.00 11.00 Administrative Assistant II 11.00 11.00 14.00 14.00 Administrative Assistant II (Confidential) - - 1.00 1.00 Administrative Services Manager I 1.00 1.00 1.00 1.00 Administrative Services Manager II 2.00 2.00 2.00 2.00 Arboricultural Inspector 2.00 2.00 2.00 2.00 Architect 1.00 1.00 - - Architectural Assistant (Office) 1.00 1.00 1.00 1.00 Architectural Assistant (Field) 1.00 1.00 - - Architectural Associate 4.00 4.00 3.00 3.00 Auto Equipment Mechanic 10.00 12.00 12.00 12.00 Auto Equipment Painter 1.00 1.00 1.00 1.00 Auto Equipment Service Worker 2.00 2.00 2.00 2.00 Blacksmith/Welder 1.00 1.00 1.00 1.00 Budget and Grants Administrator 1.00 1.00 1.00 1.00 Capital Improvement Program Manager - 1.00 - - Capital Improvement Project Coordinator 11.00 11.00 11.00 11.00 Carpenter 6.00 6.00 6.00 6.00 Chief of Party 3.00 3.00 3.00 3.00 City Architect, Assistant - - 1.00 1.00 City Land Surveyor 1.00 1.00 1.00 1.00 Civil Engineer, Principal 3.00 3.00 3.00 3.00 Civil Engineer (Field) 2.00 2.00 2.00 2.00 Civil Engineer (Office) 8.00 8.00 8.00 8.00 Civil Engineer, Supervising (Field) 1.00 1.00 1.00 1.00 Civil Engineer, Supervising (Office) 4.00 4.00 4.00 4.00 Clean City Specialist, Senior 1.00 1.00 2.00 2.00 Clean Community Supervisor 1.00 1.00 1.00 1.00 Complex Manager 1.00 1.00 - - Complex Manager, Assistant 1.00 1.00 1.00 1.00 Concrete Finisher 3.00 3.00 3.00 3.00 Const & Maint Mechanic, PPT - 1.00 - - Const & Maint Mechanic 7.00 7.00 7.00 7.00
FY 2005-07 ADOPTED POLICY BUDGET S - 9 PUBLIC WORKS A GENCY
Summary of Authorized Positions by Classification (continued)
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE * FTE FTE FTE Const & Maint Supervisor I 5.00 6.00 5.00 5.00 Const & Maint Supervisor II 1.00 1.00 1.00 1.00 Construction Inspector, Supv. (Field) 2.00 2.00 1.00 1.00 Construction Inspector, Supv. II 1.00 1.00 1.00 1.00 Construction Inspector (Field) 17.00 17.00 18.00 18.00 Construction Inspector, Senior (Field) 13.00 13.00 13.00 13.00 Custodian 39.90 40.40 40.40 40.40 Custodian Supervisor 1.00 1.00 1.00 1.00 Custodial Services Supervisor I 4.00 4.00 5.00 5.00 Custodian, PPT 8.00 8.00 8.89 8.89 Custodian, PT 21.29 24.79 24.79 24.79 Development Project and Program Cordinator 1.00 1.00 1.00 1.00 Drafting Technician, Intermediate (Office) 2.00 2.00 2.00 2.00 Drafting/Design Technician, Senior (Office) 3.00 3.00 3.00 3.00 Electro-Mechanical Machinist 1.00 1.00 1.00 1.00 Electrical Construction & Maint. Planner 1.00 1.00 1.00 1.00 Electrical Engineer II 2.00 2.00 2.00 2.00 Electrical Engineer III 2.00 2.00 2.00 2.00 Electrical Painter 3.00 3.00 3.00 3.00 Electrical Supervisor 2.00 2.00 2.00 2.00 Electrician 14.00 14.00 14.00 14.00 Electrician Leader 3.00 3.00 3.00 3.00 Electrician Helper 2.00 2.00 2.00 2.00 Energy Engineer III 1.00 1.00 1.00 1.00 Engineer, Assistant I (Field) 1.00 - - - Engineer, Assistant I (Office) 4.00 - - - Engineer, Assistant II (Field) 3.00 3.00 3.00 3.00 Engineer, Assistant II (Office) 11.82 17.00 18.00 18.00 Engineering Intern, PT 4.50 4.50 4.25 4.25 Engineering Technician I (Office) 2.00 2.00 - - Engineering Technician II (Office) 3.00 3.00 3.00 3.00 Environmental Program Specialist 4.00 4.00 4.00 4.00 Environmental Program Supervisor 1.00 1.00 1.00 1.00 Environmental Services Intern 2.00 2.00 2.00 2.00 Equipment Body Repair Worker 2.00 3.00 3.00 3.00 Equipment Parts Technician 3.00 4.00 4.00 4.00 Equipment Services Superintendent 1.00 1.00 1.00 1.00 Equipment Supervisor 2.00 2.00 2.00 2.00 Executive Assistant to the Director 1.00 1.00 1.00 1.00 Gardener Crew Leader 30.50 30.50 32.50 32.50 Gardener II 25.50 25.50 25.50 25.50 Greenskeeper 4.00 5.00 5.00 5.00 Heavy Equipment Mechanic 14.00 14.00 14.00 14.00 Heavy Equipment Operator 8.00 8.00 8.00 8.00
S - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Classification (continued)
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE * FTE FTE FTE Heavy Equipment Service Worker 8.00 8.00 8.00 8.00 Heavy Equipment Supervisor 2.00 2.00 2.00 2.00 Information Systems Administrator 1.00 1.00 1.00 1.00 Irrigation Repair Specialist 3.12 3.12 3.10 3.10 Litter/Nuisance Enforcement Officer 8.00 8.00 6.00 6.00 Microcomputer Systems Specialist I 1.00 1.00 1.00 1.00 Microcomputer Systems Specialist II 1.00 1.00 1.00 1.00 Maintenance Mechanic 7.00 7.00 8.00 8.00 Maintenance Mechanic, PPT - 1.50 0.50 0.50 Management Assistant 2.00 2.00 2.00 2.00 Management Assistant, PT - - 1.00 1.00 Management Intern 1.00 1.00 1.00 1.00 Manager, Building Services 1.00 1.00 2.00 2.00 Manager, Electrical Services 1.00 1.00 1.00 1.00 Manager, Environmental Services 1.00 1.00 1.00 1.00 Manager, Equipment Services 1.00 1.00 1.00 1.00 Manager, Capital Improvements Program 1.00 1.00 - - Manager, Park Services 1.00 1.00 - - Office Assistant I 1.00 1.00 1.00 Office Assistant I, PT - - 0.50 0.50 Office Assistant II 6.00 6.00 6.00 6.00 Painter 10.00 10.00 10.00 10.00 Park Attendant, PT 9.68 9.68 13.68 13.68 Park Attendant, PPT 1.00 1.00 1.00 1.00 Park Equipment Operator 8.00 8.00 8.00 8.00 Park Supervisor I 3.00 3.00 3.00 3.00 Parkland Maintenance Worker 2.00 2.00 2.00 2.00 Parkland Resources Supervisor 1.00 1.00 1.00 1.00 Parking Control Tech, PPT 8.50 6.95 - - Parking Control Tech, PT 5.60 5.60 0.50 0.50 Pavement Management Supervisor 1.00 1.00 1.00 1.00 Payroll Personnel Clerk III 4.00 4.00 4.00 4.00 Plumber 3.00 3.00 3.00 3.00 Program Analyst I 1.00 1.00 1.00 1.00 Program Analyst II 2.00 3.00 3.00 3.00 Program Analyst III 2.00 3.00 3.00 3.00 Project Manager 1.00 2.00 2.00 2.00 Project Manager III 1.00 - - - Project Manager III, PPT - 1.00 1.00 1.00 Public Service Representative 2.00 2.00 2.00 2.00 Public Works Maintenance Worker 82.00 85.00 84.00 84.00 Public Works Operations Manager 3.00 3.00 2.00 2.00 Public Works Supervisor I 16.00 17.00 15.00 15.00 Public Works Supervisor II 5.00 5.00 7.00 7.00
FY 2005-07 ADOPTED POLICY BUDGET S - 11 PUBLIC WORKS A GENCY
Summary of Authorized Positions by Classification (continued)
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE * FTE FTE FTE Public Works Utility Worker - 5.55 5.55 5.55 Recycling Specialist 4.00 4.00 4.00 4.00 Recycling Specialist, Senior 1.00 1.00 1.00 1.00 Sewer Maintenance Leader 18.00 18.00 18.00 18.00 Sewer Maintenance Worker 29.00 28.00 28.00 28.00 Sign Maintenance Worker 8.00 8.00 8.00 8.00 Solid Waste/Recycling Program Supervisor 1.00 1.00 1.00 1.00 Stationary Engineer 11.00 11.00 11.00 11.00 Stationary Engineer, Chief 3.00 3.00 3.00 3.00 Street Maintenance Leader 43.00 41.50 41.00 41.00 Street Sweeper Operator 17.00 20.00 20.00 20.00 Student Trainee, PT 3.00 3.00 4.00 4.00 Support Services Supervisor 6.00 6.00 6.00 6.00 Surveying Technician, Senior 3.00 3.00 3.00 3.00 Traffic Engineer Technician, Senior (Office) 1.00 1.00 1.00 1.00 Traffic Painter 7.00 7.00 7.00 7.00 Traffic Sign Maker 2.00 2.00 2.00 2.00 Training & Public Services Administrator 1.00 1.00 1.00 1.00 Transportation Engineer (Office) 5.00 5.00 5.00 5.00 Transportation Engineer, Assistant 4.00 4.00 4.00 4.00 Transportation Engineer, Supervising 2.00 2.00 2.00 2.00 Transportation Planner, Senior 1.00 1.00 1.00 1.00 Tree High Climber 2.00 2.00 2.00 2.00 Tree Supervisor I 4.00 4.00 5.00 5.00 Tree Supervisor II 1.00 1.00 1.00 1.00 Tree Trimmer 12.00 12.00 14.00 14.00 Tree Worker Driver 6.00 6.00 8.00 8.00 Watershed Program Supervisor 1.00 1.00 1.00 1.00 TOTAL 811.41 839.59 838.16 838.16
* FY 2003-04 figures reflect transfer of Park Maintenance to PWA for comparison purposes, although the transfer was not actualized until FY 2004-05. * FY 2005-07 figures reflect transfer of Street Sweeping Parking Enforcement to FMA.
S - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Program
FY 2004-05 FY 2005-06 FY 2006-07 Midcycle Adopted Adopted Program Name FY 2003-04 Authorized Budget Budget FTE* FTE FTE ** FTE ** Electrical and Energy Efficiency 28.94 28.94 29.60 29.60 Engineering Planning and Design 36.33 36.51 55.05 55.05 Environmental Compliance and Remediation 5.21 4.94 5.15 5.15 Facilities Management and Maintenance 143.92 149.92 153.11 153.11 Fleet Management and Maintenance 54.80 58.80 59.20 59.20 Keep Oakland Clean and Beautiful 127.10 134.05 118.67 118.67 Parks, Grounds and Medians 92.12 101.12 103.41 103.41 Project Delivery 52.08 53.08 54.42 54.42 Recycling and Solid Waste 10.97 11.58 11.17 11.17 Safety and Liability 20.23 18.73 2.65 2.65 Sanitary and Storm Sewer Mgt and Maintenance 83.15 82.15 82.80 82.80 Streets and Sidewalks Mgmt and Maintenance 66.61 68.11 65.83 65.83 Transportation and Pedestrian Safety 55.58 55.58 55.70 55.70 Trees 27.18 27.18 33.39 33.39 Watershed and Waterways 7.19 8.90 8.01 8.01 TOTAL 811.41 839.59 838.16 838.16
* FY 2003-04 FTE reflects transfer of Park Maintenance to PWA for comparison purposes, althrough the transfer was not actualized until FY 2004-05. ** FY 2005-07 FTE reflect transfer of Street Sweeping Parking Enforcement to FMA.
FY 2005-07 ADOPTED POLICY BUDGET S - 13 PUBLIC WORKS A GENCY
Summary of Revenue and Expenditures by Program
HISTORICAL SUMMARY
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Program
Revenue Expenditures Revenue Expenditures Electrical and Energy Efficiency $1,453,949 $7,137,479 $1,450,433 $7,030,613 Engineering Planning and Design 14,127,569 3,967,386 6,136,497 4,134,266 Environmental Compliance and Remediation 183,503 844,924 330,498 958,529 Facilities Management and Development 16,499,424 20,306,033 15,593,017 20,541,863 Fleet Management and Maintenance 12,104,069 15,979,760 12,163,027 15,910,385 Keep Oakland Clean and Beautiful 17,127,518 12,806,525 16,092,438 13,199,110 Parks, Grounds and Medians - 6,761,649 - 8,762,771 Project Delivery 475,372 5,229,931 8,402,542 6,013,535 Recycling and Solid Waste 7,107,643 6,480,474 7,403,350 7,360,097 Safety and Liability 2,778,953 4,038,817 1,728,236 2,527,895 Sanitary and Storm Sewer Mgt & Maint 19,142,376 8,663,809 21,702,591 8,409,202 Streets and Sidewalks Mgt & Maint 10,354,779 6,563,510 8,434,958 7,441,195 Transportation and Pedestrian Safety 11,768,474 7,959,044 15,243,292 8,675,573 Trees 22,499 2,482,971 12,675 2,490,348 Watershed and Waterways 491,576 1,140,052 366,000 1,279,372 TOTAL $113,637,704 $110,362,364 $115,059,554 $114,734,750
ADOPTED BUDGET SUMMARY
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Program
Revenue Expenditures Revenue Expenditures Electrical and Energy Efficiency $1,734,861 $7,416,912 $1,819,870 $7,608,484 Engineering Planning and Design ** 2,107,905 3,425,311 2,165,054 3,580,152 Environmental Compliance and Remediation - 1,191,729 - 1,208,661 Facilities Management and Development 15,035,324 22,147,748 17,804,480 22,924,747 Fleet Management and Maintenance 14,155,787 16,828,040 15,998,364 17,173,105 Keep Oakland Clean and Beautiful 15,589,089 14,209,650 16,214,905 15,118,020 Parks, Grounds and Medians - 10,179,744 - 10,754,794 Project Delivery ** 87,265 1,057,553 88,437 1,103,223 Recycling and Solid Waste 7,697,719 6,881,095 7,792,245 6,958,112 Safety and Liability - 4,238,854 - 4,508,467 Sanitary and Storm Sewer Mgt & Maint 26,289,119 13,078,893 29,172,232 13,957,347 Streets and Sidewalks Mgt & Maint 7,839,081 7,740,512 8,116,814 8,128,157 Transportation and Pedestrian Safety 16,635,700 10,047,267 17,406,213 10,481,850 Trees 31,230 3,359,470 31,765 3,533,874 Watershed and Waterways 366,000 1,270,268 366,000 1,309,534 TOTAL $107,569,080 $123,073,046 $116,976,379 $128,348,527
* FY 2003-04 figures reflect transfer of Park Maintenance to PWA for comparison purposes, though transfer was not actualized until FY 2004-05 ** Project-funded positions are budgeted in Capital Improvement Projects.
S - 14 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IN07 Electrical and Energy Efficiency
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Provide for clean, well-maintained and accessible streets and sidewalks, facilities, amenities, parks, recreational facilities, and trees.
Program Description: This program monitors, manages, and maintains electrical and alternative energy apparatus and programs throughout the City. The components of this program include street lighting, traffic signals, energy efficiency programs, and electrical-related capital improvement.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1600Underground Dist. Revolv. Fund $1,586,561 $1,454,725 $970,873 $483,852 10.00 1750Multipurpose Reserve - 330,000 - 330,000 0.00 2211Measure B - ACTIA 130,409 1,116,601 706,002 410,599 7.00 2230State Gas Tax - 48,409 - 48,409 0.00 2310Landsc & Light Asses Dist 17,891 3,861,763 448,787 3,412,976 4.50 4400City Facilities - 628,075 338,304 289,771 3.00 7760Grant Clearing ** - (22,661) 445,500 (468,161) 5.10 TOTAL $1,734,861 $7,416,912 $2,909,466 $4,507,446 29.60
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1600 Underground Dist. Revolv. Fund $1,662,528 $1,525,343 $1,021,982 $503,361 10.00 1750 Multipurpose Reserve - 330,000 - 330,000 0.00 2211 Measure B - ACTIA 137,189 1,169,803 743,096 426,707 7.00 2230 State Gas Tax - 50,481 - 50,481 0.00 2310 Landsc & Light Asses Dist 20,153 3,902,930 472,675 3,430,255 4.50 4400 City Facilities - 654,099 355,548 298,551 3.00 7760 Grant Clearing ** - (24,172) 468,720 (492,892) 5.10 TOTAL $1,819,870 $7,608,484 $3,062,021 $4,546,463 29.60
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets) ** This fund is used for project-funded staff as well as recovery of administrative overhead. Net negative expenditure budgets in Fund 7760 are due to the fact that PWA's overhead partially supports Citywide administrative services.
FY 2005-07 ADOPTED POLICY BUDGET S - 15 PUBLIC WORKS A GENCY
Program IN07 Electrical and Energy Efficiency (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of repair calls responded to 88% 87% 80% 80% 80% and repaired within a working day Average number of hours to repair traffic 1.63 1.38 2.00 2.00 2.00 signals
S - 16 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IN05 Engineering, Planning and Design
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Provide for clean, well-maintained and accessible streets and sidewalks, facilities, amenities, parks, recreational facilities, and trees.
Program Description: This program facilitates program, project management, engineering, and inspection services for City activities including sanitary sewer rehabilitation, major street improvement, storm drainage, and utilities. This program also includes providing project management services on a wide variety of technical projects in support of CEDA, City Administrator, City Attorney, City Council, Parks and Recreation and others.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2211Measure B - ACTIA $0 $204,769 $177,960 $26,809 1.90 1750Multipurpose Reserve - 51,272 - 51,272 0.00 3100Sewer Service Fund 2,107,905 3,181,154 2,114,770 1,066,384 22.40 7760Grant Clearing ** - (11,884) 3,012,324 (3,024,208) 30.75 TOTAL $2,107,905 $3,425,311 $5,305,054 ($1,879,743) 55.05
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2211 Measure B - ACTIA $0 $215,652 $187,164 $28,488 1.90 2211 Multipurpose Reserve - 51,272 - 51,272 0.00 3100 Sewer Service Fund 2,165,054 3,324,984 2,221,618 1,103,366 22.40 7760 Grant Clearing ** - (11,756) 3,171,852 (3,183,608) 30.75 TOTAL $2,165,054 $3,580,152 $5,580,634 ($2,000,482) 55.05
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
** This fund is used for project-funded staff as well as recovery of administrative overhead. Net negative expenditure budgets in Fund 7760 are due to the fact that PWA's overhead partially supports Citywide administrative services.
FY 2005-07 ADOPTED POLICY BUDGET S - 17 PUBLIC WORKS A GENCY
Program IN05 Engineering, Planning and Design (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Engineering cost as a percentage of N/A N/A 18% 18% 18% total construction cost below average benchmarked costs for major CA cities Percentage of projects completed within N/A N/A 85% 85% 85% schedule Maximum percentage of type C (design- N/A N/A 3% 3% 3% related) change orders for new construction
S - 18 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program SC16 Environmental Compliance and Remediation
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources.
Program Description: This program provides environmental consulting and compliance services to the City organization and the Oakland Redevelopment Agency. Activities include assessing City- owned buildings for compliance with Federal and State mandates related to asbestos and lead-based paint; conducting Phase I property assessments; environmental sampling and site characterizations; designing and implementing remediation projects; negotiating cleanup options with regulatory agencies; tracking and arranging for hazardous waste disposal from City-owned properties and operations; developing and coordinating the Urban Land Redevelopment Program; and responding to health and environmental projects and directives.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1710Recycling Program $0 $183,599 $106,488 $77,111 0.59 1720Comprehensive Clean-up - 70,000 - 70,000 0.00 3100Sewer Service Fund - 56,935 46,092 10,843 0.45 4400City Facilities - 885,587 135,696 749,891 1.20 7760Grant Clearing ** - (4,392) 291,804 (296,196) 2.91 TOTAL $0 $1,191,729 $580,080 $611,649 5.15
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1710 Recycling Program $0 $190,726 $112,032 $78,694 0.59 1720 Comprehensive Clean-up - 70,000 - 70,000 0.00 3100 Sewer Service Fund - 59,841 48,516 11,325 0.45 4400 City Facilities - 892,614 142,908 749,706 1.20 7760 Grant Clearing ** - (4,520) 307,164 (311,684) 2.91 TOTAL $0 $1,208,661 $610,620 $598,041 5.15
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets) ** This fund is used for project-funded staff as well as recovery of administrative overhead. Net negative expenditure budgets in Fund 7760 are due to the fact that PWA's overhead partially supports Citywide administrative services.
FY 2005-07 ADOPTED POLICY BUDGET S - 19 PUBLIC WORKS A GENCY
Program SC16 Environmental Compliance and Remediation (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of buildings posted with annual N/A 106 80 100 100 asbestos notifications Number of hazardous materials N/A25221515 business plans updated Number of hazardous waste pickups N/A N/A N/A 6 6 performed annually Number of required fuel tank tests N/A N/A N/A 6 6 performed annually
S - 20 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IN02 Facilities Management and Maintenance
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Provide for clean, well-maintained and accessible streets and sidewalks, facilities, amenities, parks, recreational facilities, and trees.
Program Description: This program facilitates the safe, well-maintained and functionally designed and constructed facilities and auxiliary equipment. Activities include facility and equipment repair and maintenance (including structural, mechanical, electrical, and plumbing), building retrofit for compliance with current codes and health and safety regulations, and janitorial and security services. Staff is also responsible for the review of all Capital Improvement projects at City facilities.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $664,764 $565,691 $99,073 12.18 2310Landsc & Light Asses Dist - 2,375,562 1,660,707 714,855 31.40 4400City Facilities 15,035,324 19,192,987 8,588,057 10,604,930 103.50 7760Grant Clearing ** - (85,565) - (85,565) 6.03 TOTAL $15,035,324 $22,147,748 $10,814,455 $11,333,293 153.11
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $697,074 $594,870 $102,204 12.18 2310 Landsc & Light Asses Dist - 2,471,275 1,748,127 723,148 31.40 4400 City Facilities 17,804,480 19,844,431 9,037,853 10,806,578 103.50 7760 Grant Clearing ** - (88,033) - (88,033) 6.03 TOTAL $17,804,480 $22,924,747 $11,380,850 $11,543,897 153.11
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
** This fund is used for project-funded staff as well as recovery of administrative overhead. Net negative expenditure budgets in Fund 7760 are due to the fact that PWA's overhead partially supports Citywide administrative services.
FY 2005-07 ADOPTED POLICY BUDGET S - 21 PUBLIC WORKS A GENCY
Program IN02 Facilities Management and Maintenance
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of non-emergency, minor N/A N/A N/A 90% 90% building maintenance requests responded to within 48 hours Percentage of non-emergency, custodial N/A N/A N/A 90% 90% maintenance requests responded to within 48 hours Percentage of facilities design projects N/A N/A 75% 90% 90% delivered on time and within budget Number of volunteer hours served N/A N/A N/A 5,000 5,000 annually
S - 22 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IN01 Fleet Management and Maintenance
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Provide for clean, well-maintained and accessible streets and sidewalks, facilities, amenities, parks, recreational facilities, and trees.
Program Description: This program facilitates vehicle and equipment management and maintenance for the City organization. Activities include determining fleet requirements in collaboration with departments; preparing specifications for acquisition; performing preventive maintenance and repairs to the fleet; providing fuel; and disposing of surplus equipment.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 4100Equipment Fund $14,155,787 $16,866,274 $4,990,598 $11,875,676 56.50 7760 Grant Clearing ** - (38,234) - (38,234) 2.70 TOTAL $14,155,787 $16,828,040 $4,990,598 $11,837,442 59.20
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 4100 Equipment Fund $15,998,364 $17,212,456 $5,255,774 $11,956,682 56.50 7760 Grant Clearing ** - (39,351) - (39,351) 2.70 TOTAL $15,998,364 $17,173,105 $5,255,774 $11,917,331 59.20
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets) ** This fund is used for project-funded staff as well as recovery of administrative overhead. Net negative expenditure budgets in Fund 7760 are due to the fact that PWA's overhead partially supports Citywide administrative services.
FY 2005-07 ADOPTED POLICY BUDGET S - 23 PUBLIC WORKS A GENCY
Program IN01 Fleet Management and Maintenance (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of fleet available for use by N/A N/A 92% 92% 92% operating personnel - Police Services Percentage of fleet available for use by N/A N/A 92% 92% 92% operating personnel - Fire Services Percentage of fleet available for use by N/A N/A 92% 92% 92% operating personnel - Public Works Percentage of fleet available for use by N/A N/A 92% 92% 92% operating personnel - All other Average maintenance cost per mile - N/A N/A $0.63 $0.63 $0.63 Police vehicles Average maintenance cost per mile - N/A N/A $0.68 $0.68 $0.68 Fire vehicles Average maintenance cost per mile - all N/A N/A $0.56 $0.56 $0.56 other vehicles Average fuel cost per mile N/A N/A $0.15 $0.15 $0.15
S - 24 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program NB35 Keep Oakland Clean and Beautiful
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce blight and nuisance.
Program Description: This program maintains and enhances the cleanliness, health, and appearance of City streets and neighborhoods. Activities include street cleaning, litter and illegal dumping removal and enforcement, support of special events, graffiti abatement, and median litter abatement. It also supports volunteerism in community clean-ups and Adopt “programs” and Citywide Earth Day.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $199,319 $182,472 $16,847 3.00 1710Recycling Program - 145,190 116,928 28,262 2.00 1720Comprehensive Clean-up 15,589,089 13,787,929 8,500,396 5,287,533 108.05 2211Measure B - ACTIA - 107,674 82,368 25,306 1.00 2310Landsc & Light Asses Dist - 30,001 - 30,001 0.00 7760Grant Clearing ** - (60,463) - (60,463) 4.62 TOTAL $15,589,089 $14,209,650 $8,882,164 $5,327,486 118.67
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $209,878 $192,168 $17,710 3.00 1710 Recycling Program - 152,672 123,168 29,504 2.00 1720 Comprehensive Clean-up 16,214,905 14,679,232 8,940,116 5,739,116 108.05 2211 Measure B - ACTIA - 114,448 86,748 27,700 1.00 2310 Landsc & Light Asses Dist - 31,864 - 31,864 0.00 7760 Grant Clearing ** - (70,074) - (70,074) 4.62 TOTAL $16,214,905 $15,118,020 $9,342,200 $5,775,820 118.67
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets) ** This fund is used for project-funded staff as well as recovery of administrative overhead. Net negative expenditure budgets in Fund 7760 are due to the fact that PWA's overhead partially supports Citywide administrative services.
FY 2005-07 ADOPTED POLICY BUDGET S - 25 PUBLIC WORKS A GENCY
Program NB35 Keep Oakland Clean and Beautiful (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of street miles swept N/A 105,200 105,000 105,000 105,000 Number of abandoned vehicles cited N/A 1,697 600 600 600 Number of volunteer hours served N/A N/A N/A 25,000 25,000 community cleanup and beautification Percentage of illegal dumping incidents responded to and resolved within 72 N/A N/A N/A 100% 100% hours Number of new illegal dumping cases N/A N/A N/A 300 270 filed Percentage of graffiti removed within 48 N/A N/A N/A 100% 100% hours
S - 26 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program NB07 Parks, Grounds, and Medians
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Provide for clean, well-maintained and accessible streets and sidewalks, facilities, amenities, parks, recreational facilities, and trees.
Program Description: This program facilitates the maintenance of all parks, public grounds, open space, landscaped street medians, and streetscapes in the City. Activities include litter and debris removal, mowing, irrigation repair, weeding, planting, fertilizing, and pruning, with over 611 acres of developed park property and 1,200 acres of open space being maintained by staff. Activities also include coordination of park volunteers, and review of planned Capital Improvement projects in parks, medians, and buildings.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $784,515 $627,974 $156,541 10.00 1720Comprehensive Clean-up - 1,806,891 1,437,900 368,991 23.00 2310Landsc & Light Asses Dist - 7,642,323 5,194,687 2,447,636 66.60 7760Grant Clearing ** - (53,985) - (53,985) 3.81 TOTAL $0 $10,179,744 $7,260,561 $2,919,183 103.41
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $831,309 $660,983 $170,326 10.00 1720 Comprehensive Clean-up - 1,898,864 1,513,452 385,412 23.00 2310 Landsc & Light Asses Dist - 8,080,191 5,471,383 2,608,808 66.60 7760 Grant Clearing ** - (55,570) - (55,570) 3.81 TOTAL $0 $10,754,794 $7,645,818 $3,108,976 103.41
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
** This fund is used for project-funded staff as well as recovery of administrative overhead. Net negative expenditure budgets in Fund 7760 are due to the fact that PWA's overhead partially supports Citywide administrative services.
FY 2005-07 ADOPTED POLICY BUDGET S - 27 PUBLIC WORKS A GENCY
Program NB07 Parks, Grounds, and Medians (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of customer complaints N/A N/A N/A 90% 90% responded to within 72 hours Percentage of fields mowed within 10 N/A N/A N/A 95% 95% days Number of volunteer hours served N/A N/A N/A 10,000 10,000
S - 28 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IN06 Project Delivery
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Provide for clean, well-maintained and accessible streets and sidewalks, facilities, amenities, parks, recreational facilities, and trees.
Program Description: This program manages and implements capital improvement projects in a professional, comprehensive, efficient, and cost effective manner. These projects serve the community and City employees in the forms of new facilities, expanded facilities, increased comfort, safety, and modernization of facilities, improved access for the disabled, improved storm and sewer services and long-term maintenance, street beautification, and improved traffic and pedestrian safety.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1720Comprehensive Clean-up $78,000 $78,000 $0 $78,000 0.00 2230State Gas Tax - 49,374 - 49,374 0.00 3100Sewer Service Fund - 1,000,729 704,933 295,796 7.15 5320Measure DD - - 160,920 - 1.00 7760Grant Clearing ** 9,265 (70,550) 4,706,716 (4,777,266) 46.27 TOTAL $87,265 $1,057,553 $5,572,569 ($4,354,096) 54.42
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1720 Comprehensive Clean-up $78,000 $78,000 $0 $78,000 0.00 2230 State Gas Tax - 49,374 - 49,374 0.00 3100 Sewer Service Fund - 1,048,753 741,113 307,640 7.15 5320 Measure DD - - 169,512 - 1.00 7760 Grant Clearing ** 10,437 (72,904) 4,952,320 (5,025,224) 46.27 TOTAL $88,437 $1,103,223 $5,862,945 ($4,590,210) 54.42
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets) ** This fund is used for project-funded staff as well as recovery of administrative overhead. Net negative expenditure budgets in Fund 7760 are due to the fact that PWA's overhead partially supports Citywide administrative services.
FY 2005-07 ADOPTED POLICY BUDGET S - 29 PUBLIC WORKS A GENCY
Program IN06 Project Delivery (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Construction management cost as a percentage of total construction cost N/A N/A 10% 10% 10% Project management cost as a percentage of total construction cost N/A N/A 7% 7% 7% Percentage of Facilities Planning and Development grant funds applied for reimbursement within 90 days of project N/A N/A 100% 100% 100% completion. Average number of weeks to process and execute contracts from City Council N/A N/A 6 6 6 approval
S - 30 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program SC17 Recycling and Solid Waste
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources.
Program Description: This program provides services that maintain the City’s 50 percent reduction of solid waste currently going into landfills (in accordance with State mandate) and to further reduce the waste disposed to 75 percent by 2010 (in accordance to County and City mandate). Activities include overseeing the implementation of the Construction and Demolition Debris Recycling Ordinance, and participating in planning and development of sustainable initiatives, especially in the area of Green Building and procurement. The program oversees facility recycling and manages contracts for residential services (over 329,000 units) including weekly recycling, unlimited yard trimmings, food scraps, and garbage collection. This program also provides education and public information in support of all its activities.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1710Recycling Program $7,697,719 $6,824,350 $1,037,424 $5,786,926 10.09 1720Comprehensive Clean-up - 65,066 50,660 14,406 0.49 7760Grant Clearing ** - (8,321) - (8,321) 0.59 TOTAL $7,697,719 $6,881,095 $1,088,084 $5,793,011 11.17
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1710 Recycling Program $7,792,245 $6,898,305 $1,092,276 $5,806,029 10.09 1720 Comprehensive Clean-up - 68,371 53,240 15,131 0.49 7760 Grant Clearing ** - (8,564) - (8,564) 0.59 TOTAL $7,792,245 $6,958,112 $1,145,516 $5,812,596 11.17
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets) ** This fund is used for project-funded staff as well as recovery of administrative overhead. Net negative expenditure budgets in Fund 7760 are due to the fact that PWA's overhead partially supports Citywide administrative services.
FY 2005-07 ADOPTED POLICY BUDGET S - 31 PUBLIC WORKS A GENCY
Program SC17 Recycling and Solid Waste (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of pounds of residential N/A 56,883,130 58,000,000 60,000,000 60,000,000 recycled materials collected annually Number of calls resolved annually via N/A 3,359 5,500 4,000 3,500 the recycling and solid waste hotline
S - 32 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IP40 Safety and Liability
Mayor/Council Goal: Develop a sustainable City
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: This program serves all Public Works Agency employees and aggressively addresses and improves issues of employee safety and training, reduces workers’ compensation claims, increases the number of employees returning to work, and decreases the amount of exposure and liability to the City. Activities within the program include training in sound safety and health practices, developing and enforcing safety and health rules, and investigating every accident promptly and thoroughly to determine cause and implement proper measures to prevent recurrence. This Public Works Agency program works closely with the City Attorney’s Office, City’s Risk Management Division and the third party administrator.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1100Self Insurance Liability $0 $4,243,989 $0 $4,243,989 0.00 7760Grant Clearing ** - (5,135) 280,070 (285,205) 2.65 TOTAL $0 $4,238,854 $280,070 $3,958,784 2.65
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1100 Self Insurance Liability $0 $4,513,987 $0 $4,513,987 0.00 7760 Grant Clearing ** - (5,510) 294,806 (300,316) 2.65 TOTAL $0 $4,508,477 $294,806 $4,213,671 2.65
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets) ** This fund is used for project-funded staff as well as recovery of administrative overhead. Net negative expenditure budgets in Fund 7760 are due to the fact that PWA's overhead partially supports Citywide administrative services.
FY 2005-07 ADOPTED POLICY BUDGET S - 33 PUBLIC WORKS A GENCY
Program IP40 Safety and Liability (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of workers compensation N/A 98% 90% 90% 90% paperwork forwarded to third party administrator within 3 business days Percentage of new supervisors and N/A 100% 100% 100% 100% managers receiving worker's compensation training within one year Number of Workers' Compensation days N/A 2,239 2,500 2,500 2,500 saved annually due to the Transitional Duty Program Provide quarterly health and safety N/A 100% 100% 100% 100% awareness training to all Public Works Agency employees Provide annual safety training to all N/A 100% 100% 100% 100% Public Works Agency employees
S - 34 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IN03 Sanitary and Storm Sewer Management and Maintenance
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Provide for clean, well-maintained and accessible streets and sidewalks, facilities, amenities, parks, recreational facilities, and trees.
Program Description: This program facilitates the inspection, cleaning, and repair of sanitary and storm sewer structures such as inlets, manholes, pipes, culverts, V-ditches, pump stations, and open channels. Investigation and assistance is also provided in solving problems with private sewer laterals.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2230State Gas Tax $0 $29,317 $0 $29,317 0.00 3100Sewer Service Fund 26,289,119 13,103,517 6,768,856 6,334,661 79.00 7760Grant Clearing ** - (53,941) - (53,941) 3.80 TOTAL $26,289,119 $13,078,893 $6,768,856 $6,310,037 82.80
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2230 State Gas Tax $0 $29,317 $0 $29,317 0.00 3100 Sewer Service Fund 29,172,232 13,983,337 7,105,123 6,878,214 79.00 7760 Grant Clearing ** - (55,307) - (55,307) 3.80 TOTAL $29,172,232 $13,957,347 $7,105,123 $6,852,224 82.80
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets) ** This fund is used for project-funded staff as well as recovery of administrative overhead. Net negative expenditure budgets in Fund 7760 are due to the fact that PWA's overhead partially supports Citywide administrative services.
FY 2005-07 ADOPTED POLICY BUDGET S - 35 PUBLIC WORKS A GENCY
Program IN03 Sanitary and Storm Sewer Management and Maintenance (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Average number of hours to respond to 2.5 2.5 2.5 80% 80% and resolve all reports of sewer backups
Number of storm water inlets inspected N/A N/A 7,000 7,000 7,000 annually Average number of hours to respond to 1.25 1.25 1.25 1.25 1.25 and resolve all reports of flooding Number of miles of sanitary sewer pipe N/A N/A 300 300 300 cleaned and inspected annually
S - 36 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IN04 Streets and Sidewalks Management and Maintenance Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Provide for clean, well-maintained and accessible streets and sidewalks, facilities, amenities, parks, recreational facilities, and trees.
Program Description: This program facilitates safe vehicular and pedestrian passage throughout the City’s limits. Street activities concentrate on providing safe and comfortable road surface conditions through resurfacing, asphalt overlaying, pavement reinforcement, and base repair. Other street activities include speed bump installation, crack and joint sealing, and repair of pot holes, guard rails, fencings, cross culverts, and paths and stairways. Sidewalk activity concentrates on repairing damaged sidewalks, curbs, gutters, and tree removal; and inspecting newly constructed sidewalks, assessing damaged sidewalks and providing support for claims investigations.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $134,682 $0 $0 $0 0.00 1720Comprehensive Clean-up - 54,342 39,995 14,347 0.00 2211Measure B - ACTIA - 1,064,079 452,172 611,907 5.00 2230State Gas Tax 7,704,399 4,894,095 3,038,224 1,855,871 38.27 2310Landsc & Light Asses Dist - 289,450 130,833 158,617 1.00 2416Traffic Safety Fund - 1,309,763 1,193,424 116,339 17.23 3100Sewer Service Fund - 167,076 129,312 37,764 1.50 7760Grant Clearing ** - (38,293) - (38,293) 2.83 TOTAL $7,839,081 $7,740,512 $4,983,960 $2,756,552 65.83
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $142,763 $0 $0 $0 0.00 1720 Comprehensive Clean-up - 54,487 40,057 14,430 0.00 2211 Measure B - ACTIA - 1,101,009 475,764 625,245 5.00 2230 State Gas Tax 7,974,051 5,015,771 3,065,692 1,950,079 36.61 2310 Landsc & Light Asses Dist - 293,576 134,029 159,547 1.00 2416 Traffic Safety Fund - 1,526,724 1,391,820 134,904 18.89 3100 Sewer Service Fund - 175,936 136,212 39,724 1.50 7760 Grant Clearing ** - (39,346) - (39,346) 2.83 TOTAL $8,116,814 $8,128,157 $5,243,574 $2,884,583 65.83
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets) ** This fund is used for project-funded staff as well as recovery of administrative overhead. Net negative expenditure budgets in Fund 7760 are due to the fact that PWA's overhead partially supports Citywide administrative services.
FY 2005-07 ADOPTED POLICY BUDGET S - 37 PUBLIC WORKS A GENCY
Program IN04 Streets and Sidewalks Management and Maintenance (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of lane miles resurfaced by 1.57 1.21% 0.70% 0.70% 0.70% contract of total lane miles Percentage change in lane miles of N/A N/A 3.84% 3.84% 3.84% streets rated in fair condition Average number of calendar days 8.00 6.00 5.00 5.00 5.00 between pothole repair requests and potholes filled by staff Average number of working days to 3.00 4.33 3.00 3.00 3.00 respond to sidewalk complaints received
S - 38 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program NB33 Transportation and Pedestrian Safety
Mayor/Council Goal: Build community and foster livable neighborhoods
Citywide Objective: Provide for clean, well-maintained and accessible streets and sidewalks, facilities, amenities, parks, recreational facilities, and trees.
Program Description: This program enhances vehicular and pedestrian safety on City streets and around schools, parks and senior centers. Activities include designing, installing, and maintaining traffic signs, signals, audible pedestrian signal heads, pavement markings, residential blue zones, speed bumps, circles, barriers and other traffic calming devices. This program manages City-owned parking facilities assuring that clean, safe and affordable parking is available Citywide. This program also promotes alternative modes of transportation such as walking and bicycling.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1750Multipurpose Reserve $6,292,122 $5,238,655 $1,545,883 $3,692,772 15.00 2141 Traffic Congestion Relief Fund 260,000 260,000 - 260,000 0.00 2211Measure B - ACTIA 8,083,578 910,742 691,788 218,954 7.00 2212Measure B - Bike & Ped 1,000,000 - - - 0.00 2230State Gas Tax - 2,648,037 1,331,270 1,316,767 17.00 2416Traffic Safety Fund 1,000,000 1,025,794 871,056 154,738 9.00 7760Grant Clearing ** - (35,961) 360,924 (396,885) 7.70 TOTAL $16,635,700 $10,047,267 $4,800,921 $5,246,346 55.70
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1750 Multipurpose Reserve $6,820,128 $5,415,253 $1,625,083 $3,790,170 15.00 2141 Traffic Congestion Relief Fund 260,000 260,000 - 260,000 0.00 2211 Measure B - ACTIA 8,326,085 966,156 727,656 238,500 7.00 2212 Measure B - Bike & Ped 1,000,000 - - - 0.00 2230 State Gas Tax - 2,794,950 1,401,031 1,393,919 17.00 2416 Traffic Safety Fund 1,000,000 1,082,378 917,316 165,062 9.00 7760 Grant Clearing ** - (36,887) 380,112 (416,999) 7.70 TOTAL $17,406,213 $10,481,850 $5,051,198 $5,430,652 55.70
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets) ** This fund is used for project-funded staff as well as recovery of administrative overhead. Net negative expenditure budgets in Fund 7760 are due to the fact that PWA's overhead partially supports Citywide administrative services.
FY 2005-07 ADOPTED POLICY BUDGET S - 39 PUBLIC WORKS A GENCY
Program NB33 Transportation and Pedestrian Safety (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of days required to repair a N/A 1 1 1 1 damaged/knocked down sign Number of traffic signals N/A 3 3 3 3 designed/installed annually Percentage of damaged / knocked-down N/A N/A N/A 90% 90% signs replaced within two business days
Traffic Signal Design cost as a N/A N/A N/A 18% 18% percentage of total construction cost below average benchmarked costs for major CA cities Percentage of traffic safety requests N/A N/A N/A 90% 90% responded to with 1) staff contact information and 2) estimated schedule for resolution, within three business days.
S - 40 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program NB09 Trees
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Provide for clean, well-maintained and accessible streets and sidewalks, facilities, amenities, parks, recreational facilities, and trees.
Program Description: This program facilitates all aspects of tree maintenance and abatement of hazardous tree conditions for trees growing on the City’s public right-of-way. This program includes: planting, truck watering (limited to medians and specific commercial locations), pruning both limbs and roots and removing trees and stumps. In addition, this program provides the essential service of responding to tree-related emergency calls 24/7. Activities include overseeing various Municipal Code Ordinances including: the Protected Trees, View, Blight, Street Trees and Shrubs, Hazardous Trees, and the Sidewalk Repair and Street Trees Ordinance.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2310Landsc & Light Asses Dist $31,230 $2,823,690 $2,230,549 $593,141 27.18 5510Capital Reserves - 552,989 329,784 223,205 5.00 7760Grant Clearing ** - (17,209) - (17,209) 1.21 TOTAL $31,230 $3,359,470 $2,560,333 $799,137 33.39
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2310 Landsc & Light Asses Dist $31,765 $2,978,468 $2,349,025 $629,443 27.18 5510 Capital Reserves - 573,117 347,328 225,789 5.00 7760 Grant Clearing ** - (17,711) - (17,711) 1.21 TOTAL $31,765 $3,533,874 $2,696,353 $837,521 33.39
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets) ** This fund is used for project-funded staff as well as recovery of administrative overhead. Net negative expenditure budgets in Fund 7760 are due to the fact that PWA's overhead partially supports Citywide administrative services.
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of trees planted annually N/A N/A 1,000 500 500 Number of trees pruned annually N/A N/A 3,000 3,000 3,000
FY 2005-07 ADOPTED POLICY BUDGET S - 41 PUBLIC WORKS A GENCY
Program NB34 Watershed and Waterways
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources.
Program Description: This program protects and improves the quality of storm water runoff, creeks, and riparian corridors. Activities include coordination of volunteers, creek cleanups, Creek-to-Bay Day, outreach and stewardship, illegal dumping prevention, creek improvement projects, oversight of the implementation of the Creek Protection Ordinance and the Clean Water NPDES Permit, and the stewardship of Lake Merritt.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1710Recycling Program $0 $283,009 $186,684 $96,325 1.18 1720Comprehensive Clean-up - 191,888 33,792 158,096 0.25 2990Public Works Grants 366,000 363,668 218,028 145,640 2.75 3100Sewer Service Fund - 437,751 153,600 284,151 1.40 5320Measure DD - - 177,264 (177,264) 2.00 7760Grant Clearing ** - (6,048) - (6,048) 0.43 TOTAL $366,000 $1,270,268 $769,368 $500,900 8.01
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1710 Recycling Program $0 $295,295 $196,524 $98,771 1.18 1720 Comprehensive Clean-up - 194,075 35,616 158,459 0.25 2990 Public Works Grants 366,000 377,151 229,164 147,987 2.75 3100 Sewer Service Fund - 449,234 161,808 287,426 1.40 5320 Measure DD - - 186,744 (186,744) 2.00 7760 Grant Clearing ** - (6,221) - (6,221) 0.43 TOTAL $366,000 $1,309,534 $809,856 $499,678 8.01
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets) ** This fund is used for project-funded staff as well as recovery of administrative overhead. Net negative expenditure budgets in Fund 7760 are due to the fact that PWA's overhead partially supports Citywide administrative services.
S - 42 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program NB34 Watershed and Waterways (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of pounds of trash removed 37,400 51,160 40,000 40,000 40,000 from Lake Merritt annually. Percentage of illicit discharge complaints N/A2%2%2%2% & inspections responded to within 72 hours. Number of volunteer hours served N/A N/A N/A 5,000 5,000 annually
FY 2005-07 ADOPTED POLICY BUDGET S - 43 PUBLIC WORKS A GENCY
Notes
S - 44 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Community and Economic Development Agency
Mission Statement
Improve the physical landscape and economic environment to foster compatible and sustainable growth of the Oakland community through the implementation of projects, programs, and the provision of services to residents, workers, busi- nesses, and property owners.
Business Goals
· Promote sustainable development that embraces the three principals of environment, economy and equity through green building practices, economic development strategies, education, community participation, smart growth, and recycling efforts.
· Complete the development required for 10,000 new residents downtown through final approval and construction of market rate, affordable housing and mixed use retail projects.
· Promote quality affordable housing citywide through rehabilitation, construction, homebuyer assistance, code enforcement, and enhanced community services.
· Leverage redevelopment and development activities through coordination with other department’s programs and projects, facilitate redevelopment through strategic planning and public/private partnerships and provide for the transition of OBRA to a fully functioning Army Base Redevelopment Area.
· Enable Oakland residents to live and work in the City through the delivery of business services that create and retain quality jobs and through the delivery of workforce development programs that improve the skills and employability of youth and adults.
· Continue residential, economic, and commercial revitalization in all of Oakland’s distinct neighborhoods through new development, redevelopment, and continued significant investment in the City’s physical assets, while balancing competing demands for housing, industrial, and retail uses.
· Increase overall effectiveness of code enforcement through establishing clear priorities, fostering better coordination with City departments, and promoting high property maintenance standards with community partners.
· Enhance existing revenue collection through better information, collection of business licenses and building permit fees, and registration of vendors. Supplement funds for capital projects and infrastructure through park land dedica- tion fees, public service impact fees, and traffic impact fees on new development, and increasing sales tax.
· Provide internal and external customer service that is responsive, timely and accurate, and to streamline processes to deliver results while including appropriate community involvement.
FY 2005-07 ADOPTED POLICY BUDGET T - 1 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Organizational Chart by Program
COMMUNITYCOMMUNITY AND AND ECONOMIC ECONOMIC DEVELOPMENTDEVELOPMENT AGENCY AGENCY 295.22295.22 FTE** FTE**
Community Development Home Ownership Broadway/MacArthur/ Community Development Home Ownership Pedestrian Safety Broadway/MacArthur/ Block Grant & Rehabilitation Pedestrian Safety San Pablo (SC05) Block Grant & Rehabilitation (NB29) San Pablo (SC05) (YS11) (NB32) (NB29) (1.43 FTE) (YS11) (NB32) (2.00 FTE) (1.43 FTE) (5.05 FTE) (20.95 FTE) (2.00 FTE) (5.05 FTE) (20.95 FTE)
Business Creation, Business Creation, Development Attraction, Retention Development Housing Attraction, Retention Permit Inspection Housing Real Estate (PS32) & Expansion Permit Inspection Development (SC14) Real Estate (PS32) & Expansion (PS31) Development (SC14) (8.00 FTE) Services (SC11) (PS31) (14.25 FTE) (8.00 FTE) Services (SC11) (45.42 FTE) (14.25 FTE) (7.20 FTE) (45.42 FTE) (7.20 FTE)
CEDA CEDA Director’s Office Livable Neighborhood Residential Director’s Office Development Permit LivableCode Enforcement Neighborhood RentResidential Adjustment (IP49) Development Permit (IP49) Processing & Code Enforcement Rent Adjustment (21.00 FTE) Processing & (NB31) (SC15) (21.00 FTE) Engineering Approval (NB31) (SC15) Engineering Approval (28.00 FTE) (10.00 FTE) (PS30) (28.00 FTE) (10.00 FTE) (PS30) (41.50 FTE) Central City East (41.50 FTE) Central City East (SC18) (SC18) Major Projects & (3.89 FTE) Major Projects & West Oakland (3.89 FTE) Strategic West Oakland Strategic Redevelopment (SC06) Planning (SC09) Redevelopment (SC06) Development Planning (SC09) (2.17 FTE) Development (14.50 FTE) (2.17 FTE) Review/Zoning (SC10) (14.50 FTE) Coliseum (SC12) Review/Zoning (SC10) Coliseum (SC12) (25.00 FTE) (7.43 FTE) (25.00 FTE) (7.43 FTE) Neighborhood Neighborhood Workforce Commercial Workforce Downtown Development Commercial Development (SC03) Downtown Development Revitalization (NB30) Development (SC03) Commercial Lending (SC13) Revitalization (NB30) (6.08 FTE) Commercial Lending (SC13) (6.15 FTE) (6.08 FTE) (SC04) (12.70 FTE) (6.15 FTE) (SC04) (12.70 FTE) (2.00 FTE) (2.00 FTE) Historic OARB Bay Bridge Historic OARB Bay Bridge Preservation( IN08) Gateway (SC07) Preservation( IN08) Gateway (SC07) (2.00 FTE) (8.50 FTE) (2.00 FTE) (8.50 FTE)
**FTEs reflect FY 2005-06 Adopted Budget. As a result of anticipated reductions in revenue for the Oakland Army Base, CEDA’s FY 2006-07 FTE will be reduced by 4 for a total 291.22.
T - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Organizational Chart by Division, with Supervisory Levels
COMMUNITYCOMMUNITY AND AND ECONOMIC ECONOMIC DEVELOPMENT DEVELOPMENT AGENCYAGENCY
295.22295.22 FTE** FTE**
Co-Director’s Office Co-Director’s Office Co-Director’s Office Co-Director’s Office (1.00 FTE) (1.00 FTE) (1.00 FTE) (1.00 FTE)
Redevelopment, Economic Redevelopment, Economic Development Services Agency Administration Development, Housing & Development Services Agency Administration Development, Housing & (165.92 FTE) (21.00 FTE) Community Development (165.92 FTE) (21.00 FTE) Community Development 10.00 Managers 4.00 Managers (106.30 FTE) 10.00 Managers 4.00 Managers (106.30 FTE) 155.92 Line Staff 17.00 Line Staff 11.00 Managers 155.92 Line Staff 17.00 Line Staff 11.00 Managers 95.30 Line Staff 95.30 Line Staff
**FTEs reflect FY 2005-06 Adopted Budget. As a result of anticipated reductions in revenue for the Oakland Army Base, CEDA’s FY 2006-07 FTE will be reduced by 4 for a total 291.22.
FY 2005-07 ADOPTED POLICY BUDGET T - 3 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Programs Included in FY 2005-07 Budget
· BROADWAY/ MACARTHUR /SAN PABLO (SC05)—Manages the Broadway/ MacArthur /San Pablo project area for the Oakland Redevelopment Agency. Activities eliminate blight, encourage in-fill development, and support key catalyst projects, including the MacArthur Transit Village.
· BUSINESS CREATION, ATTRACTION, RETENTION, AND EXPANSION SERVICES (B-CARES) (SC11)—Pro- vides services to stimulate business creation; attract businesses to Oakland; retain firms in Oakland; and/or assist in their expansion in Oakland. Services include site location assistance, permit assistance, marketing, financing referrals, employee tax credit assistance, business networking and other activities. Services benefit consumers, employees, business owners, investors, commercial brokers, property owners, and developers; and generate jobs and revenues for the City via expanded taxes property, sales, business, and utility user taxes.
· CEDA DIRECTOR’S OFFICE (IP49)—Provides agency oversight and support services for policy development; human resource planning, management and training; accounting; budget development; fiscal and grants manage- ment; information technology systems and support; agenda management and contract administration. Ensures that the Agency meets its obligations and complies with federal, state, and local laws including labor and public records laws, financial management, and auditing.
· CENTRAL CITY EAST (SC18)—Works with the Central City East (CCE) Project Area Committee (PAC) to advise the Agency on plans for redevelopment. Prepared a five-year Implementation Plan in collaboration with the CCE PAC composed of three separate components: Housing, Economic, and Redevelopment. Since approving the Implementation Plan, the PAC and Agency have been laying out the details of redevelopment programs and policies for Central City East. The PAC and staff are planning to select and develop opportunity sites for potential housing, commercial or retail development projects in the upcoming fiscal cycle.
· COLISEUM (SC12)—Develops projects to reuse underutilized properties and invest in strategic transportation and public infrastructure to stimulate major economic development to abate physical and economic blight through redevelopment of underutilized properties and replacement of obsolete infrastructure. Serves residents and busi- ness associations; and property owners and institutions such as the Port of Oakland, the Network Associates Coliseum, and the Arena, and the Bay Area Rapid Transit District.
· COMMERCIAL LENDING (SC04)—Provides tools and resources for Oakland’s business owners and entrepre- neurs. Promotes business attraction, retention and expansion leading to the creation of jobs and economic development primarily in Oakland’s low-and moderate-income communities. Contributes to Oakland’s economic revitalization by expanding the City’s tax base by focusing lending activity in the City’s economic development target industries, placing low-and moderate-income residents into sustainable jobs created by loan recipients, leveraging private investment through participation loans, and abating blight through financing commercial and mixed-use developments. Awards professional service contracts to Oakland’s small business community and administers several City funded loan programs, lending outreach, servicing of the City’s loan portfolio and recruit- ment for job placement.
· COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) (YS11)—Rebuilds and revitalizes depressed areas and sustains neighborhoods with full access to life-enhancing services. Provides funding for housing, economic devel- opment and a variety of neighborhood improvement/public service projects for low and moderate income residents in the seven Community Development areas. Develops, administers and monitors contracts that are funded by CDBG. Manages an extensive community process, which includes seven Community Development District Boards and a citywide Citizen Advisory Committee. Provides technical assistance to both bodies.
T - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Programs Included in FY 2005-07 Budget (continued)
· DEVELOPMENT PERMIT INSPECTIONS (PS31)—Assures conformance with the California Building, Electrical, Plumbing, and Mechanical codes and the Oakland Municipal Code regulating the construction of residential and non-residential buildings and structures; geo-technical remediation; and land use conditions. Performs 45,000 construction permit inspections annually.
· DEVELOPMENT PERMIT PROCESSING AND ENGINEERING APPROVAL (PS30)—Assists builders, property owners, architects, engineers, and realtors in understanding and processing appropriate construction permits related to buildings and infrastructure. Reviews construction drawings for conformance with applicable state health and safety codes, regional environmental regulations, and city development and land subdivision ordinances. Pro- vides annual services to 55,000 customers that includes major projects coordination and archived records re- search.
· DEVELOPMENT REVIEW/ZONING (SC10)—Provides information on zoning regulations and reviews proposed development applications for approximately 20,000 people seeking information or application sign-offs at the Zoning counter. Approximately 1,200 development applications are processed each year. Development applications have doubled over the past five years and fall into three main categories: 1) major cases, which are reviewed by the Planning Commission—10%; 2) administrative cases decided by the Zoning Administrator after public notice and comments—40%; and 3) residential design review cases decided by staff—50%.
· DOWNTOWN DEVELOPMENT (SC13)—Manages the Oakland Redevelopment Agency’s Central District Rede- velopment Project Area. Activities focus on eliminating physical and economic blight conditions; reusing vacant and/or underutilized sites; investing in strategic public infrastructure projects to complement existing or stimulate new development projects. A major program is the 10K Housing Initiative, which aims to attract ten thousand new residents to downtown by working with private developers to build the necessary housing for these new urban dwellers. Additionally, street, building facade and tenant improvements are funded and implemented to reduce physical blight and to assist commercial tenants. Serves residents, associations, businesses, property owners, and institutions such as BART and the Port of Oakland. Funding from the Central District Project Redevelopment Area also supports facilities such as Agency-owned parking garages, the Oakland Ice Rink, the Oakland Asian Cultural Center, and the renovation of the Fox Theater.
· HISTORIC PRESERVATION (IN08)—Fosters the economic vitality and quality of life in Oakland by means of education, regulations, and incentives. Activities include maintaining a library/archive and citywide database on historic properties; provides information to residents, real estate agents, developers, staff, and environmental con- sultants about historic properties; conducts design reviews of properties involving historic properties; and provides staff support to the Landmarks Preservation Advisory Board, which designates and reviews landmark projects. Over the past year, the program land marked two buildings; performed four major environmental reviews; completed research on 500 properties in the West Oakland Redevelopment area; and responded to over 3,000 calls, walk-ins, and e-mail inquiries about building and design.
· HOME OWNERSHIP AND REHABILITATION (NB32)—Provides financial assistance for secured, deferred, and/or interest-bearing loans to enable very-low to low-income persons to purchase homes in Oakland. Counsels and educates Oakland residents about home purchasing. Works with lenders to expand opportunities for all homebuyers and to thwart predatory lending. Manages a portfolio of 2,200 loans, totaling $42 million, monitors, and provides services for rehabilitation home maintenance loans up to $40,000 including construction project management for health and safety repairs and correction of code violations for very-low to low-income persons. Priority is given to seniors and/or persons with disabilities.
FY 2005-07 ADOPTED POLICY BUDGET T - 5 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Programs Included in FY 2005-07 Budget (continued)
· HOUSING DEVELOPMENT (SC14)—Provides safe, decent, affordable housing throughout the City and promotes neighborhood revitalization. Activities include housing and policy development. Provides financing including predevelopment loans, site acquisition loans, acquisition/rehabilitation loans, and low-moderate housing develop- ment loans for development of rental and homeownership units affordable to low-and-moderate income households through a number of programs. Provides monitoring oversight of all locally-funded rental housing developments for compliance with loan agreements. Administers third party contracts for fair housing and other housing-related services. Manages several federal and local housing programs including the HOME program.
· LIVABLE NEIGHBORHOOD CODE ENFORCEMENT (NB31)—Enforces the California Housing Code and the Oakland Municipal Code regulating the maintenance of buildings used for human occupancy and the surrounding property; land use activities on private property; and the vending of food and the use of public telephones in the public right-of-way. Staff performs 35,000 abatement inspections and code compliance complaints annually.
· MAJOR PROJECTS AND STRATEGIC PLANNING (SC09)—Handles large development projects (over 50 units or 50,000 square feet). Performs complex environmental review (environmental impact reports or EIRs) including EIRs for new development areas of the Redevelopment Agency and comments on EIR for other public agencies’ projects. Works closely with applicants to expedite projects to the maximum extent feasible while ensuring good quality development, sensitivity to community issues, and legal defensibility. Completes 10 to 125 new projects each year (pre-application review and full project review), with a full caseload of active projects in various stages of review. Some of the most notable Major Projects include: Jack London Square, Leona Quarry, Wood Street, and Uptown.
· NEIGHBORHOOD COMMERCIAL REVITALIZATION (NB30)—Improves the physical appearance and economic condition of targeted neighborhood commercial districts throughout Oakland. Utilizes the National Trust for His- toric Preservation Main Street approach to commercial district revitalization including analyzing economic data; organizing and assisting merchant associations; engaging property owners to pursue development concepts; implementing the Commercial Facade Improvement Program; developing urban design plans for streetscape im- provements; and coordinating delivery of city services. Serves more than 15 neighborhood commercial districts in which more than 3,000 small businesses operate.
· OARB - BAY BRIDGE GATEWAY (SC07)—Implements the Oakland Army Base Redevelopment Area Program and is responsible for all pre-development planning and operations of the OBRA Leasing Business. Oversees implementation of the federal and state approved Remedial Action Plan for the former OAB property, land use planning for the future master development, management and closure of the leasing businesses, and ensures compliance with all other contractual responsibilities.
· PEDESTRIAN SAFETY (NB29)—Works to improve pedestrian safety and access by coordinating education, enforcement, and engineering efforts. Serves all residents of Oakland, especially children and senior citizens, which are the high-risk groups for pedestrian fatalities. Over the past two years, the project successfully completed a traffic safety mini-grant program; the Revive Chinatown Community Transportation Plan annual Walk Your Child to School Day events; and the Walk Oakland Map and Guide, 2nd edition.
· REAL ESTATE (PS32)—Handles acquisition, disposal, property management, valuation, commercial relocation, and leasing for all City of Oakland and Redevelopment Agency property. Provides real estate consultation services; conducts real estate appraisals; and acquires, manages, and disposes of City and Agency property. In addition, this program negotiates and monitors lease agreements with renters of City/Agency-owned property, leases prop- erty on behalf of the City/Agency, facilitates the assemblage of parcels for City/Agency projects, and advises the City Council and Agency on real estate aspects of major development projects.
· RESIDENTIAL RENT ADJUSTMENT (SC15)—Provides decent, safe, affordable, and sanitary residential rental
T - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Programs Included in FY 2005-07 Budget (continued)
housing in the City of Oakland. It mitigates rent increases and promotes housing and neighborhood stability while encouraging new construction and rehabilitation of rental properties.
· WEST OAKLAND REDEVELOPMENT (SC06)—Manages projects for the Oakland Redevelopment Agency’s West Oakland Redevelopment Project area. Provides funding that aids the City’s community revitalization efforts to stimulate local economic development; increase housing resources; support housing and economic develop- ment goals of the City; fund public infrastructure investments; and remove physical and economic blight throughout the district.
· WORKFORCE DEVELOPMENT (SC03)—Promotes economic development through the direction of staffing, worker training and hiring tax credit services for hundreds of businesses. As staff to the 35-member Oakland Workforce Investment Board (WIB), creates employment and career advancement opportunities for more than 9,000 job seekers and workers annually through Oakland’s One Stop Career Centers and youth service providers. Addition- ally, promotes continuous improvement of all city-funded employment and training programs through management of the Job Training Performance Standards system.
FY 2005-07 ADOPTED POLICY BUDGET T - 7 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Summary of Significant Adopted Budget Changes For FY 2005-07
GENERAL PURPOSE FUND (GPF) FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Elimination of administrative and support positions to balance (5.00) ($0.88) ($0.92) budget (3.0 filled); ongoing savings
ALL OTHER FUNDS FTE FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Fund 2192 - Oakland Army Base Reuse Authority Elimination of a filled position due to organizational realignment, (1.00) ($0.07) ($0.30) and to reduce costs; offset by the the one-time funding of $0.22 million for OBRA coordination added by City Council for FY 2005- 06 only
T - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND Summary of Historical Expenditures and Adopted Budget by Fund
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund 2003-04 Midcycle Adopted Adopted Actual Adopted Budget Budget
1010 General Purpose Fund 18,791,156 20,620,135 23,224,505 24,103,575 1710 Recycling Program 156,416 220,000 235,999 243,534 1750 Multipurpose Reserve 467,036 833,628 618,628 618,628 1760 Telecommunications Reserve 38 - - - 1770 Telecommunications Land Use 122,864 139,717 189,973 196,285 2102 Department of Agriculture 16 - - 2103 HUD-ESG/SHP/HOPWA 1,469,508 - - - 2104 Department of Commerce 262,918 - - - 2105 HUD-EDI Grants 1,283,125 236,818 - - 2107 HUD-108 899,858 2,028,267 1,052,023 967,729 2108 HUD-CDBG 12,604,557 10,878,556 10,809,144 10,801,578 2109 HUD-Home 2,050,772 5,366,500 5,339,396 5,339,396 2112 Department of Justice (752) - - - 2116 Department of Transportation (3,050) - - - 2125 Environmental Protection Agency 877 - - - 2128 Dept of Health & Human Services 25,543 37,527 42,224 44,295 2134 California Parks and Recreation 137 - - - 2140 CA Department of Transportation 236,126 - - - 2154 CA Integrated Waste Mgmt Board 204,457 - - - 2159 State of California Other 240,176 - - - 2160 County of Alameda Grants 30,910 - - - 2166 Bay Area Air Quality Management District 24,619 - - - 2185 Oak. Redevelop. Agency Grant 2,111,146 2,500,000 2,500,000 2,500,000 2192 Oakland Base Reuse Authority 1,809,847 3,139,344 3,169,247 2,668,185 2195 Workforce Investment Act 4,824,193 5,638,529 6,681,154 6,733,453 2210 Measure B Fund 37,691 - - - 2416 Traffic Safety Fund - 50,000 - - 2810 Rehabilitation Trust Loans 300 - - - 2824 FHA 203k Loan - Revolving 921 - - - 2826 Mortgage Revenue 335,020 434,451 100,000 100,000 2990 Public Works Grants (37,691) - - - 2999 Miscellaneous Grants 2,817,580 1,298,599 - - 3100 Sewer Service Fund 80,054 42,984 47,285 49,599 3200 Golf Course 5,848 5,848 5,848 5,848 4200 Radio / Telecommunications 92,795 92,795 92,795 92,795 5014 2000 Measure K Series D Capital Projects 41,208 44,823 - - 5320 Measure DD 180,200 262,515 9,432 9,810 5500 Municipal Capital Improvement 108,765 110,283 - - 7700 Earthquake Relief Efforts (319) - - - 7760 Grant Clearing (680,004) (276,350) (305,257) (316,836) 7780 Oakland Redevelopment Agency 7,627,744 8,883,243 9,399,225 9,750,481 7810 Youth Opportunity Program Trust 3,568,146 - - - TOTAL $61,790,749 $62,588,212 $63,211,622 $63,908,355
Authorized FTE 301.50 297.30 295.22 291.22
FY 2005-07 ADOPTED POLICY BUDGET T - 9 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Summary of Historical Expenditures and Adopted Budget by Fund (continued)
2004-05 FY 2005-06 FY 2006-07 Expenditures by Fund 2003-04 Midcycle Adopted Adopted Actual Adopted Budget Budget
General Purpose Fund (GPF) 30% 33% 37% 38% Expenditures as Percentage of Department's Total, all Funds Expenditures
General Purpose Fund (GPF) 5% 5% 5% 5% Expenditures as Percentage of Citywide GPF Expenditures
T - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Classification
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Account Clerk II 3.00 3.00 4.00 4.00 Account Clerk III 2.00 2.00 2.00 2.00 Accountant I 2.00 2.00 2.00 2.00 Accountant III 2.00 3.00 3.00 3.00 Accounting Supervisor 1.00 1.00 1.00 1.00 Administrative Analyst I 5.00 5.00 3.00 2.00 Administrative Analyst II 4.00 4.00 4.00 4.00 Administrative Assistant I 15.00 15.00 13.00 13.00 Administrative Assistant II 8.00 8.00 6.00 5.00 Administrative Services Manager II 9.00 9.00 2.00 2.00 Agency Administrative Manager 3.00 3.00 - - Assistant to the Director 1.00 1.00 1.00 1.00 Comm. Dev. District Coordinator 1.00 1.00 1.00 1.00 Community Devel Program Coordinator 1.00 1.00 2.00 2.00 Construction Inspection Supervisor - Office 1.00 1.00 1.00 1.00 Construction Inspector, Sr 2.00 2.00 2.00 2.00 Deputy Director, Housing - 1.00 1.00 1.00 Deputy Director/City Planner 4.00 2.00 1.00 1.00 Deputy Director/Prg Planning - 1.00 - - Development/Redevelopment Program Manager - - 8.00 8.00 Director of Building 1.00 1.00 1.00 1.00 Director of Building & Planning 1.00 - - - Director of City Planning 2.00 1.00 - - Director of Development/Redevelopment - - 2.00 2.00 Director of Housing & Comm. Development 1.00 - - - Drafting Technician Int - Office 1.00 1.00 1.00 1.00 Employment Services Supervisor 1.00 1.00 1.00 1.00 Engineer, Assistant II - Office 4.00 4.00 4.00 4.00 Engineer, Civil - Office 8.00 9.00 9.00 9.00 Engineer, Civil Principal 1.00 1.00 1.00 Engineer, Civil Supervising - Office 3.00 3.00 3.00 3.00 Engineering Intern. PPT 0.92 0.92 0.92 0.92 Engineering Tech, Sr - Ofc 1.00 - - - Engineering Tech. II - Ofc 2.00 2.00 2.00 2.00 Executive Assistant 1.00 1.00 - - Executive Assistant to Agency Director 1.00 1.00 2.00 2.00 Hearing Officer - 2.00 2.00 2.00 Home Management Counselor III 1.00 1.00 1.00 1.00 Housing Development Coordinator III 6.00 6.00 6.00 6.00 Housing Development Coordinator IV 2.00 2.00 2.00 2.00 Inspection Supervisor, Principal 4.00 4.00 - - Loan Servicing Administrator 1.00 1.00 1.00 1.00
FY 2005-07 ADOPTED POLICY BUDGET T - 11 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Summary of Authorized Positions by Classification (continued)
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Loan Servicing Specialist 2.00 2.00 2.00 2.00 Management Assistant 9.00 8.00 8.00 7.00 Manager, Agency Administrative - - 1.00 1.00 Manager, Inspection Services 1.00 1.00 1.00 1.00 Manager, Real Estate Services 1.00 1.00 1.00 1.00 Manager, Rehabilitation Services 1.00 1.00 1.00 1.00 Manager, Zoning - - 1.00 1.00 Microcomputer Systems Specialist II 2.00 2.00 3.00 3.00 Monitoring & Evaluation Supervisor 1.00 1.00 1.00 1.00 Mortgage Advisor 2.00 2.00 2.00 2.00 Mortgage Loan Supervisor 1.00 1.00 1.00 1.00 Neighborhood Services Coordinator - 1.00 - - Office Assistant II 15.00 15.00 16.00 16.00 Office Manager 1.00 1.00 1.00 1.00 Payroll/Personnel Clerk II 1.00 1.00 1.00 1.00 Payroll/Personnel Clerk III 1.00 - 1.00 1.00 Permit Technician II 3.00 2.00 2.00 2.00 Planner I 1.00 1.00 3.00 3.00 Planner II 7.00 6.00 7.00 7.00 Planner II, Design Review 1.00 1.00 1.00 1.00 Planner III 10.00 11.00 10.00 10.00 Planner III, Hist. Pres. 1.00 1.00 1.00 1.00 Planner III, Hist. Pres., PPT 1.00 0.50 0.50 0.50 Planner IV 8.00 6.00 6.00 6.00 Planner IV, Design Review 1.00 1.00 1.00 1.00 Planning Intern, PT 3.00 2.00 2.00 2.00 Principal Inspection Supv. - 4.00 4.00 4.00 Process Coordinator II 4.00 4.00 4.00 4.00 Process Coordinator III 2.00 2.00 2.00 2.00 Program Analyst I 2.00 1.00 1.00 1.00 Program Analyst II 6.00 6.00 5.00 5.00 Program Analyst III 3.58 3.00 3.00 3.00 Program Analyst III, PPT - 0.58 1.00 1.00 Project Manager 2.00 2.00 2.00 2.00 Project Manager II - - 1.00 1.00 Project Manager III - 1.00 - - Public Service Representative 3.00 4.00 5.00 5.00 Real Estate Agent 5.00 5.00 5.00 5.00 Real Estate Agent, Supr 1.00 1.00 1.00 1.00 Receptionist 1.00 1.00 - - Rehabilitation Advisor III 3.00 3.00 3.00 3.00 Rehabilitation Paint Technician 1.00 1.00 1.00 1.00 Specialty/Combination Inspector 48.00 48.00 48.00 48.00 Specialty/Combination Inspector, Sr. 4.00 4.00 4.00 4.00
T - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Authorized Positions by Classification (continued)
FY 04-05 FY 05-06 FY 06-07 Position Title FY 03-04 Midcycle Adopted Adopted Authorized Authorized Budget Budget FTE FTE FTE FTE Storekeeper 1.00 1.00 1.00 1.00 Student Trainee, PT 3.00 4.50 5.00 5.00 Systems Analyst III 1.00 - - - Tax Enforcement Officer II - - 1.00 1.00 Transportation Planner, Senior 1.00 1.00 1.00 1.00 Urban Economic Analyst I 2.00 2.00 4.00 4.00 Urban Economic Analyst II 4.00 3.00 2.00 1.00 Urban Economic Analyst II PPT - 0.80 0.80 0.80 Urban Economic Analyst III 15.00 15.00 15.00 15.00 Urban Economic Analyst IV 4.00 2.00 3.00 3.00 Urban Economic Coordinator 4.00 3.00 2.00 2.00 TOTAL 301.50 297.30 295.22 291.22
FY 2005-07 ADOPTED POLICY BUDGET T - 13 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Summary of Authorized Positions by Program
FY 2004-05 FY 2005-06 FY 2006-07 Midcycle Adopted Adopted Program Name FY 2003-04 Authorized Budget Budget FTE FTE FTE FTE Broadway/MacArthur/San Pablo 1.50 1.50 1.43 1.43 Business Creation, Attraction, Retention, & Expansion Services 11.00 10.00 7.20 7.20 CEDA Director's Office 21.00 20.00 21.00 21.00 Central City East 1.00 1.50 3.89 3.89 Coliseum 6.00 5.75 7.43 7.43 Commercial Lending 6.00 3.00 2.00 2.00 Community Development Block Grant (CDBG) 5.75 5.75 5.05 5.05 Development Permit Inspections 48.00 45.00 45.42 45.42 Development Permit Processing & Engineering Approval 54.42 54.70 41.50 41.50 Development Review/Zoning 23.00 23.00 25.00 25.00 Downtown Development 14.00 13.80 12.70 12.70 Historic Preservation 2.50 2.00 2.00 2.00 Home Ownership and Rehabilitation 19.90 19.90 20.95 20.95 Housing Development 13.85 13.32 14.25 14.25 Livable Neighborhood Code Enforcement Services 23.00 26.00 28.00 28.00 Major Projects and Strategic Planning 7.00 7.00 14.50 14.50 Neighborhood Commercial Revitalization 6.00 7.00 6.15 6.15 OARB - Bay Bridge Gateway 8.50 8.50 8.50 5.50 Pedestrian Safety 0.58 0.58 2.00 2.00 Real Estate 8.00 8.00 8.00 8.00 Residential Rent Adjustment 11.00 11.00 10.00 9.00 West Oakland Redevelopment 2.50 2.50 2.17 2.17 Workforce Development 7.00 6.00 6.08 6.08 TOTAL 301.50 297.30 295.22 291.22
T - 14 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Revenue and Expenditures by Program
HISTORICAL SUMMARY
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Program
Revenue Expenditures Revenue Expenditures Broadway /MacArthur/San Pablo $0 $211,438 $0 $486,420 B-CARES (Business Creation, Retention) 2,970,793 1,849,301 - 2,037,317 CEDA Director's Office 14,267 (656,975) - (246,985) Central City East - 148,321 - 930,530 Coliseum 65,830 1,252,322 - 757,144 Commercial Lending 336,644 2,806,535 2,080,767 3,006,149 Community Development (CDBG) 13,590,167 5,014,566 9,961,000 3,412,918 Development Permit Inspections 6,563,020 5,075,784 6,553,230 5,273,968 Dev. Permit Proc. & Engineering Approval 9,924,017 5,354,676 10,129,022 5,156,760 Development Review/Zoning 2,280,103 3,674,596 2,080,112 2,450,258 Downtown Development - 2,109,935 - 1,864,065 Major Projects and Strategic Planning 97,072 1,377,050 439,009 2,251,993 Historic Preservation - 31,652 - 152,196 Home Ownership and Rehabilitation 8,277,898 6,860,875 5,300,000 8,926,939 Housing Development 45,825 12,449,409 5,690,841 6,944,099 Livable Neighborhood Code Enforcement 4,296,503 2,735,739 5,213,609 4,475,037 Neighborhood Commercial Revitalization 76,257 1,698,322 - 1,797,060 OARB - Bay Bridge Gateway 2,213,681 1,302,963 3,561,250 2,951,524 Pedestrian Safety 106,589 - - 80,174 Real Estate 2,624,702 1,976,644 1,100,824 2,476,069 Residential Rent Adjustment 1,194,468 1,171,550 1,300,000 1,024,774 West Oakland Redevelopment - 292,750 - 545,926 Workforce Development 5,278,674 5,053,297 6,096,655 5,833,877 TOTAL $59,956,509 $61,790,750 $59,506,319 $62,588,212
FY 2005-07 ADOPTED POLICY BUDGET T - 15 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Summary of Revenue and Expenditures by Program (continued)
ADOPTED BUDGET SUMMARY
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Program
Revenue Expenditures Revenue Expenditures Broadway /MacArthur/San Pablo $0 $209,232 $0 $218,654 B-CARES (Business Creation, Retention) - 1,307,242 - 1,358,774 CEDA Director's Office - (274,269) - (284,281) Central City East - 645,949 - 673,116 Coliseum - 1,160,993 - 1,210,233 Commercial Lending 1,221,750 1,914,325 1,236,138 1,865,045 Community Development (CDBG) 9,342,203 4,018,656 9,243,521 3,823,732 Development Permit Inspections 7,925,433 5,665,137 8,270,883 5,963,429 Dev. Permit Proc. & Engineering Approval 13,170,627 5,853,393 13,958,533 6,121,609 Development Review/Zoning 2,254,297 2,892,438 2,290,438 3,034,406 Downtown Development - 1,871,583 - 1,959,769 Historic Preservation - 177,252 - 185,781 Home Ownership and Rehabilitation 4,725,659 8,293,940 4,725,659 8,445,693 Housing Development 5,013,737 6,427,917 5,013,737 6,508,358 Livable Neighborhood Code Enforcement 3,594,957 4,791,754 3,520,133 4,956,414 Major Projects and Strategic Planning 386,912 1,988,013 448,034 2,029,043 Neighborhood Commercial Revitalization - 1,907,468 - 1,957,488 OARB - Bay Bridge Gateway 3,436,730 3,041,955 3,191,902 2,485,909 Pedestrian Safety - 227,272 - 238,498 Real Estate 3,816,710 2,729,375 1,427,730 2,759,044 Residential Rent Adjustment 1,542,529 1,163,048 1,839,221 1,134,109 West Oakland Redevelopment - 317,794 - 330,079 Workforce Development 6,909,329 6,881,154 6,974,672 6,933,453 TOTAL $63,340,873 $63,211,622 $62,140,601 $63,908,355
T - 16 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program SC05 Broadway/ MacArthur /San Pablo
Mayor/Council Goal: Develop a sustainable city. Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources.
Program Description: This program manages projects for the Oakland Redevelopment Agency's Broadway/MacArthur/San Pablo Redevelopment Project Area. This project area was adopted in July 2000 and consists of two district sub-areas. The Broadway/MacArthur sub- area incorporates Auto Row on Broadway and Telegraph Avenue between 27th and 42nd streets. The San Pablo sub-area incorporates the portion of San Pablo from 53rd to 67th streets. The purpose of this redevelopment area is to eliminate blight; and encourage in-fill development; and support key catalyst projects, including the MacArthur Transit Village. During FY 05-06, staff will manage a proposed amendment to the project area boundary to include portions of North Oakland that are not currently within a redevelopment area.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 7780Oakland Redevelopment Agency $0 $209,232 $159,084 $50,148 1.43 TOTAL $0 $209,232 $159,084 $50,148 1.43
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 7780 Oakland Redevelopment Agency $0 $218,654 $166,500 $52,154 1.43 TOTAL $0 $218,654 $166,500 $52,154 1.43
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of commercial Façade 8 2888 Improvement Grants implemented in project area Number of completed Environmental 8 0001 Impact Reports for the MacArthur Transit Village
FY 2005-07 ADOPTED POLICY BUDGET T - 17 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Program SC11 Business Creation, Attraction, Retention, and Expansion Services (B-CARES)
Mayor/Council Goal: Develop a sustainable city. Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources.
Program Description: This program provides services to multiple parties to stimulate business creation; attract businesses to Oakland; retain firms in Oakland; and/or assist in their expansion in Oakland. Services include site location assistance, permit assistance, marketing, financing referrals, employee tax credit assistance, business networking and other activities. These services benefit consumers, employees, business owners, investors, commercial brokers, property owners, and developers; and generate jobs and revenues for the City via expanded taxes: property, sales, business, and utility users.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $23,136 $0 $23,136 0.00 1710Recycling Program - 235,999 111,240 $124,759 1.00 2108HUD-CDBG - 361,128 256,632 $104,496 2.60 7780Oakland Redevelopment Agency - 686,979 393,204 $293,775 3.60 TOTAL $0 $1,307,242 $761,076 $546,166 7.20
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $23,136 $0 $23,136 0.00 1710 Recycling Program - 243,534 117,168 126,366 1.00 2108 HUD-CDBG - 378,543 270,324 108,219 2.60 7780 Oakland Redevelopment Agency - 713,561 414,132 299,429 3.60 TOTAL $0 $1,358,774 $801,624 $557,150 7.20
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
T - 18 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program SC11 Business Creation, Attraction, Retention, and Expansion Services (B-CARES) (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of existing businesses 95% 99% 95% 95% 95% assisted that chose to expand / continue in Oakland Percentage of active business leads that 15% 20% 15% 15% 15% chose to locate in Oakland Percentage of potential jobs at risk that 70% 99% 70% 70% 70% were retained
FY 2005-07 ADOPTED POLICY BUDGET T - 19 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Program IP49 CEDA Director's Office
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Develop and institutionalize sound financial management policies and practices.
Program Description: This program provides agency oversight and support services for policy development; human resource planning, management and training; accounting, budget development, fiscal and grants management; information technology systems and support; agenda management and contract administration for the entire agency. It ensures that the agency meets its obligations and complies with federal, state, and local laws including labor and public records laws, financial management, and auditing.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2192 Oakland Base Reuse Authority $0 $30,988 $22,776 $8,212 0.18 5320 Measure DD Cap Imp - - 107,532 (107,532) 1.00 7760 Grant Clearing** - (305,257) 2,046,972 (2,352,228) 19.82 TOTAL $0 ($274,269) $2,177,280 ($2,451,548) 21.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2192 Oakland Base Reuse Authority $0 $32,555 $24,012 $8,543 0.18 5320 Measure DD Cap Imp - - 113,268 (113,268) 1.00 7760 Grant Clearing** - (316,836) 2,150,088 (2,466,924) 19.82 TOTAL $0 ($284,281) $2,287,368 ($2,571,649) 21.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
** Negative expenditures in the Grant Clearing Fund (7760) are related to overhead recovery supporting administrative costs.
Program - Specific Performance Measures None
T - 20 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program SC18 Central City East
Mayor/Council Goal: Develop a sustainable city. Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources.
Program Description: This program manages projects for the Oakland Redevelopment Agency's Central City East (CCE) Redevelopment Project Area. This project area was adopted and approved at the joint public hearing of the City Council and the Oakland Redevelopment Agency on July 29, 2003. The Agency works with the Central City East (CCE) Project Area Committee (PAC) to advise the Agency on plans for redevelopment. A five-year Implementation Plan was prepared working with the CCE PAC. This Plan is composed of three separate components: Housing, Economic, and Redevelopment. Since approving the Implementation Plan, the PAC and Agency have been laying out the details of redevelopment programs and policies for Central City East. The PAC and staff are planning to select and develop opportunity sites for potential housing, commercial or retail development projects in the upcoming fiscal cycle.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 7780Oakland Redevelopment Agency $0 $645,949 $400,014 $245,935 3.89 TOTAL $0 $645,949 $400,014 $245,935 3.89
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 7780 Oakland Redevelopment Agency $0 $673,116 $421,332 $251,784 3.89 TOTAL $0 $673,116 $421,332 $251,784 3.89
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None
FY 2005-07 ADOPTED POLICY BUDGET T - 21 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Program SC12 Coliseum
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources. Program Description: This program manages projects for the Oakland Redevelopment Agency's Coliseum Redevelopment Project Area.The goal of the Coliseum Redevelopment Project Area is to intensify and reuse underutilized properties though strategic investment in complementary transportation and public infrastructure projects. Employing multiple approaches to abate physical and economic blight, the Agency has increased the frequency of leveraged private and public investment. The Coliseum project objectives are to reuse underutilized properties; and invest in strategic transportation and public infrastructure to stimulate major economic development. The approaches are to abate physical and economic blight through redevelopment of underutilized properties and replacement of obsolete infrastructure.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 7780Oakland Redevelopment Agency $0 $1,160,993 $763,718 $397,275 7.43 TOTAL $0 $1,160,993 $763,718 $397,275 7.43
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 7780 Oakland Redevelopment Agency $0 $1,210,233 $802,352 $407,881 7.43 TOTAL $0 $1,210,233 $802,352 $407,881 7.43
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None
T - 22 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program SC04 Commercial Lending
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources.
Program Description: This program provides tools and resources for Oakland's business owners and entrepreneurs. These resources promote business attraction, retention and expansion leading to the creation of jobs and economic development primarily in Oakland's low and moderate income communities. Programs contribute to Oakland's economic revitalization by expanding the City's tax base by focusing lending activity in the City's economic development target industries; placing low-moderate income residents into sustainable jobs created by loan recipients; leveraging private investment through participation loans; and abating blight through financing commercial and mixed-use developments. This program awards professional services contracts to Oakland's small business community and administers several City funded loan programs, lending outreach, servicing of the City's loan portfolio and recruitment for job placement.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2105HUD-EDI Grants $0 $0 $114,840 ($114,840) 1.30** 2107HUD-108 1,052,023 1,052,023 - 1,052,023 0.00 2108HUD-CDBG 169,727 842,301 61,848 780,453 0.70 7780Oakland Redevelopment Agency - 20,000 - 20,000 0.00 TOTAL $1,221,750 $1,914,324 $176,688 $1,737,636 2.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2105 HUD-EDI Grants $0 $0 $120,972 ($120,972) 1.30 ** 2107 HUD-108 967,729 967,729 - 967,729 0.00 2108 HUD-CDBG 268,409 877,316 65,148 812,168 0.70 7780 Oakland Redevelopment Agency - 20,000 - 20,000 0.00 TOTAL $1,236,138 $1,865,045 $186,120 $1,678,925 2.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets) ** Position is funded with carryforward funding from the prior year.
FY 2005-07 ADOPTED POLICY BUDGET T - 23 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Program SC04 Commercial Lending (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of loans approved annually 8 23252525 Total dollar volume of all loans approved $2,300,000 $765,764 $750,000 $1,250,000 $1,250,000 per year
Total project investment dollars $4,600,000 $3,163,954 $2,500,000 $2,500,000 $2,500,000 leveraged by City loans per year
Number of annual jobs to be created 66 35 21 36 36 /retained as a result of lending activity
T - 24 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program YS11 Community Development Block Grants
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources. Program Description: This program is responsible for the distribution and management of the City of Oakland's Community Development Block Grant (CDBG). Each year the U.S. Department of Housing and Urban Development distributes CDBG funds to cities for their local community development projects. The City of Oakland utilizes CDBG to rebuild and revitalize depressed areas and sustain neighborhoods with full access to life-enhancing services. CDBG provides funding for housing, economic development and a variety of neighborhood improvement/public service projects for low and moderate income residents in the seven Community Development areas. The City of Oakland receives a little over ten million dollars in CDBG funds, which allows for about 50 contracts with non-profits and/or other city departments for the provision of services. To determine the distribution of the CDBG funds, the City has an extensive community process, which includes seven Community Development District Boards and a citywide Citizen Advisory Committee. The program staffs and provides technical assistance to both bodies. In addition, The CDBG program develops, administers and monitors contracts that are funded by CDBG.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2108HUD-CDBG $9,342,203 $4,018,656 $596,724 $3,421,932 5.05 TOTAL $9,342,203 $4,018,656 $596,724 $3,421,932 5.05
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2108 HUD-CDBG $9,243,521 $3,823,732 $628,344 $3,195,388 5.05 TOTAL $9,243,521 $3,823,732 $628,344 $3,195,388 5.05
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
FY 2005-07 ADOPTED POLICY BUDGET T - 25 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Program YS11 Community Development Block Grants (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of contracts developed and 70% 77% 90% 90% 90% executed within 30 days of receipt of documents Percentage of program recipients 75% 81% 85% 90% 90% reporting service as satisfactory or better
T - 26 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program PS31 Development Permit Inspections
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources.
Program Description: This program assures conformance with the California Building, Electrical, Plumbing, and Mechanical codes and the Oakland Municipal Code regulating the construction of residential and non-residential buildings and structures; geo-technical remediation; and land use conditions.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $7,925,433 $5,665,137 $4,778,305 $886,832 45.42 TOTAL $7,925,433 $5,665,137 $4,778,305 $886,832 45.42
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $8,270,883 $5,963,429 $5,031,870 $931,559 45.42 TOTAL $8,270,883 $5,963,429 $5,031,870 $931,559 45.42
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of customers rating the City 80% 80% 80% 80% 80% inspection fair or better Number of annual customer calls per N/A 4,750 4,750 4,750 4,750 staff member
FY 2005-07 ADOPTED POLICY BUDGET T - 27 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Program PS30 Development Permit Processing and Engineering Approval
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources.
Program Description: This program assists builders, property owners, architects, engineers, and realtors in understanding and processing appropriate construction permits related to buildings and infrastructure. In addition, this program reviews construction drawings for conformance with applicable state health and safety codes, regional environmental regulations, and city development and land subdivision ordinances.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $ 13,170,627 $ 5,838,140 $ 4,586,868 $ 1,251,272 41.45 2192Oakland Base Reuse Authority - 15,253 11,328 3,925 0.05 TOTAL $13,170,627 $5,853,393 $4,598,196 $1,255,197 41.50
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $13,958,533 $6,105,613 $4,827,636 1,277,977 41.45 2192Oakland Base Reuse Authority - 15,996 11,916 4,080 0.05 TOTAL $13,958,533 $6,121,609 $4,839,552 $1,282,057 41.50
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
T - 28 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program PS30 Development Permit Processing and Engineering Approval (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of customers rating the N/A 81% 80% 80% 80% service as meeting expectations Percentage of customers served within N/A 47% 60% 60% 60% 15 minutes Number of customers served annually N/A 6,800 7,500 7,500 7,500 Average completion time (days) of major 15 10 15 15 15 addition and alteration permits Average completion time (days) for 30 29 30 30 30 grading permits Percentage of customers rating service 85% 86% 85% 85% 85% good or better Average completion time (days) for 10 12 10 10 10 single family dwelling plan checks Average completion time (days) for 17 16 17 17 17 additions/alterations to single family dwelling permits
FY 2005-07 ADOPTED POLICY BUDGET T - 29 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Program SC10 Development Review/Zoning
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Facilitate the development of housing for all incomes.
Program Description: This program provides information on zoning regulations and reviews proposed development applications for approximately 20,000 people seeking information or application sign-offs at the Zoning counter. Approximately 1200 development applications are processed each year. Development applications have doubled over the past five years and fall into three main categories: 1) major cases, which are reviewed by the Planning Commission--10%; 2) administrative cases decided by the Zoning Administrator after public notice and comments--40%; and 3) residential design review cases decided by staff--50%.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $2,254,297 $2,820,761 $2,376,976 $443,785 22.50 5320Measure DD - 9,432 121,584 (112,152) 2.00 7780Oakland Redevelopment Agency - 62,245 44,936 17,309 0.50 TOTAL $2,254,297 $2,892,438 $2,543,496 $348,942 25.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $2,290,438 $2,959,228 $2,502,034 $457,194 22.50 5320 Measure DD - 9,810 128,076 (118,266) 2.00 7780 Oakland Redevelopment Agency - 65,368 47,349 18,019 0.50 TOTAL $2,290,438 $3,034,406 $2,677,459 $356,947 25.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
T - 30 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program SC10 Development Review/Zoning (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Average zoning telephone wait time 10 15 5 5 5 (minutes) Percentage of counter visitors rating 72% 70% 80% 80% 80% service satisfactory or better Percentage of Administrative cases 40% 38% 80% 80% 80% processed within 60 calendar days after complete Percentage of Special Residential 20% 16% 80% 80% 80% Design Review processed within 21 calendar days after complete
FY 2005-07 ADOPTED POLICY BUDGET T - 31 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Program SC13 Downtown Development
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources.
Program Description: This program develops actitivities that focus on eliminating physical and economic blight conditions; reusing vacant and/or underutilized sites; investing in strategic public infrastructure projects, such as public parking garages to complement existing or stimulate new development projects. One of the major programs in support of these general goals is the 10K Housing Initiative, which aims to attract ten thousand new residents to downtown by working with private developers to build the necessary housing for these new urban dwellers. Additionally, street, building facade and tenant improvements are funded and implemented to reduce physical blight and to assist commercial tenants. Central District redevelopment serves residents, associations, businesses, property owners, and institutions such as BART and the Port of Oakland. Funding from the Central District Project Redevelopment Area also supports facilities such as Agency-owned parking garages, the Oakland Ice Rink, the Oakland Asian Cultural Center, and the renovation of the Fox Theater.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $0 $0 $0 0.00 7780Oakland Redevelopment Agency - 1,871,583 1,300,188 571,395 12.70 TOTAL $0 $1,871,583 $1,300,188 $571,395 12.70
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $0 $0 $0 0.00 7780 Oakland Redevelopment Agency 1,959,769 1,369,464 590,305 12.70 TOTAL $0 $1,959,769 $1,369,464 $590,305 12.70
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of new downtown residents 1,667 267 1,667 1,667 1,667 toward 10K goal Number of Façade Improvements N/A 30 32 32 32 completed
T - 32 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IN08 Historic Preservation
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources.
Program Description: This program uses historic preservation to foster the economic vitality and quality of life in Oakland by means of education, regulations, and incentives. The main activities of the program are to maintain a library/archive and citywide data base on historic properties; provide information to residents, real estate agents, developers, staff, and environmental consultants about historic properties; conduct design review of properties involving historic properties; and provide staff support to the Landmarks Preservation Advisory Board, which designates and reviews landmark projects.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $102,795 $89,568 $13,227 0.95 7780Oakland Redevelopment Agency - 74,457 52,392 22,065 1.05 TOTAL $0 $177,252 $141,960 $35,292 2.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $108,028 $94,284 $13,744 0.95 7780 Oakland Redevelopment Agency - 77,753 54,924 22,829 1.05 TOTAL $0 $185,781 $149,208 $36,573 2.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None
FY 2005-07 ADOPTED POLICY BUDGET T - 33 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Program NB32 Home Ownership and Rehabilitation
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Facilitate the development of housing for all incomes.
Program Description: Provides financial assistance for secured, deferred, and/or interest-bearing loans to enable very-low to low-income persons to purchase homes in Oakland. Counsels and educates Oakland residents about home purchasing. Works with lenders to expand opportunities for all homebuyers and to thwart predatory lending. Manages a portfolio of 2,200 loans, totaling $42 million, monitors, and provides services for rehabilitation home maintenance loans up to $40,000 including construction project management for health and safety repairs and correction of code violations for very-low to low-income persons. Priority is given to seniors and/or persons with disabilities.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2108HUD-CDBG $1,725,659 $3,882,780 $1,183,480 $2,699,300 12.72 2109HUD-Home 500,000 764,408 96,012 668,396 0.86 2185Oak. Redevelop. Agency Grant 2,500,000 2,500,000 - 2,500,000 0.00 7780Oakland Redevelopment Agency - 1,146,752 829,188 317,564 7.37 2185Oak. Redevelop. Agency Grant 2,500,000 2,500,000 - - 0.00 TOTAL $4,725,659 $8,293,940 $2,108,680 $6,185,260 20.95
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2108 HUD-CDBG $1,725,659 $3,971,455 $1,245,990 $2,725,465 12.72 2109 HUD-Home 500,000 770,797 101,073 669,724 0.86 2185 Oak. Redevelop. Agency Grant 2,500,000 2,500,000 - 2,500,000 0.00 7780 Oakland Redevelopment Agency - 1,203,441 873,203 330,238 7.37 TOTAL $4,725,659 $8,445,693 $2,220,266 $6,225,427 20.95
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
T - 34 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program NB32 Home Ownership and Rehabilitation (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of completed home 100% 90% 100% 90% 90% purchase transactions of total homeownership assistance loan applications received Percentage of completed home 65% 44% 65% 65% 65% rehabilitation projects of total home maintenance loan applications approved
Percentage of rehab loan and grant 80% 93% 80% 80% 80% recipients rating process and service above average
FY 2005-07 ADOPTED POLICY BUDGET T - 35 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Program SC14 Housing Development
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Facilitate the development of housing for all incomes.
Program Description: This program encompasses both development and policy. It provides financing for development of rental and homeownership units affordable to low & moderate income households through a number of programs including predevelopment loans, site acquisition loans, acquisition/rehabilitation loans, and low-moderate housing development loans. Staff provides monitoring oversight of all locally-funded rental housing developments for compliance with loan agreements. Additionally staff administers third party contracts for fair housing and other housing-related services. Staff also develops and implements housing policy and is responsible for the ongoing mgmt. of several federal and local housing programs including the HOME program. On-going goals include the development and preservation of housing affordable to low-moderate income households; promotion of neighborhood revitalization though residential development; administration of third-party contracts for fair housing and other housing-related services; and development of plans and policies for expansion of programs that serve low-moderate income households including seniors and persons with disabilities.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2108HUD-CDBG $74,341 $0 $0 $0 0.00 2109HUD-Home 4,839,396 4,574,988 198,612 4,376,376 1.52 2826Mortgage Revenue 100,000 100,000 - 100,000 0.00 7780Oakland Redevelopment Agency - 1,752,929 1,285,140 467,789 12.73 TOTAL $5,013,737 $6,427,917 $1,483,752 $4,944,165 14.25
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2108 HUD-CDBG $74,341 $0 $0 $0 0.00 2109 HUD-Home 4,839,396 4,568,599 209,172 4,359,427 1.52 2826 Mortgage Revenue 100,000 100,000 - 100,000 0.00 7780 Oakland Redevelopment Agency - 1,839,759 1,353,252 486,507 12.73 TOTAL $5,013,737 $6,508,358 $1,562,424 $4,945,934 14.25
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
T - 36 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program SC14 Housing Development (continued)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of housing units made available 250 315 300 300 300 within two years of receiving funds
FY 2005-07 ADOPTED POLICY BUDGET T - 37 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Program NB31 Livable Neighborhood Code Enforcement
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Reduce blight and nuisance.
Program Description: This program enforces the California Housing Code and the Oakland Municipal Code regulating the maintenance of buildings used for human occupancy and the surrounding property; land use activities on private property; and the vending of food and the use of public telephones in the public right-of-way. Staff performs 35,000 complaints and abatement inspections annually.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $3,379,957 $4,576,754 $2,838,916 $1,737,838 28.00 1750Multipurpose Reserve 215,000 215,000 - 215,000 0.00 TOTAL $3,594,957 $4,791,754 $2,838,916 $1,952,838 28.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $3,305,133 $4,741,414 $2,988,340 $1,753,074 28.00 1750 Multipurpose Reserve 215,000 215,000 - 215,000 0.00 TOTAL $3,520,133 $4,956,414 $2,988,340 $1,968,074 28.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of residential cases resolved 70% 72% 70% 70% 70%
Percentage of commercial cases 65% 43% 65% 65% 65% resolved Average number of days to resolve a 30 25 30 30 30 case Average number of days to perform 5 5555 initial inspection
T - 38 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program SC09 Major Projects and Strategic Planning
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources. Program Description: This program handles large development projects and works closely with applicants to expedite projects while ensuring good quality development, sensitivity to community issues, and legal defensibility. This program also prepares plans, public improvement projects, and zoning policy to guide and regulate development to ensure a functional and attractively built environment.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $386,912 $1,462,850 $1,143,947 $318,903 10.00 5320Measure DD - - 141,060 (141,060) 1.00 ** 7780Oakland Redevelopment Agency - 525,163 385,992 139,171 3.50 TOTAL $386,912 $1,988,013 $1,670,999 $317,014 14.50
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $448,034 $1,477,673 $1,204,921 $272,752 10.00 5320 Measure DD - - 142,872 (142,872) 1.00 ** 7780 Oakland Redevelopment Agency - 551,370 406,608 144,762 3.50 TOTAL $448,034 $2,029,043 $1,754,401 $274,642 14.50
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
** Position is funded through carryforward funding from the prior year.
Program - Specific Performance Measures None
FY 2005-07 ADOPTED POLICY BUDGET T - 39 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Program NB30 Neighborhood Commercial Revitalization
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources. Program Description: This program improves the physical appearance and economic condition of targeted neighborhood commercial districts throughout Oakland. This is accomplished through utilizing the National Trust for Historic Preservation Main Street approach to commercial district revitalization including analyzing economic data; organizing and assisting merchant associations; engaging property owners to pursue development concepts; implementing the Commercial Facade Improvement Program; developing urban design plans for streetscape improvements; and coordinating delivery of city services. The NCR program serves more than 15 neighborhood commercial districts in which more than 3,000 small businesses operate.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $127,500 $0 $127,500 0.00 2108HUD-CDBG - 1,704,279 684,420 1,019,859 5.65 7780 Oakland Redevelopment Agency - 75,689 55,632 20,057 0.50 TOTAL $0 $1,907,468 $740,052 $1,167,416 6.15
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $127,500 $0 $127,500 0.00 2108 HUD-CDBG - 1,750,532 720,816 1,029,716 5.65 7780 Oakland Redevelopment Agency - 79,456 58,596 20,860 0.50 TOTAL $0 $1,957,488 $779,412 $1,178,076 6.15
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of merchants/businesses/ 98% 100% 97% 98% 98% property owners rating services satisfactory or better
T - 40 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program SC07 OARB - Bay Bridge Gateway
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources.
Program Description: This program implements the Oakland Army Base Redevelopment Area Program and is responsible for all pre-development planning and operations of the OBRA Leasing Business. This program oversees implementation of the federal and state approved Remedial Action Plan for the former OAB property, land use planning for the future master development, management and closure of the leasing businesses, and ensures compliance with all other contractual responsibilities.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2192 Oakland Base Reuse Authority 3,436,730 3,041,955 923,748 2,118,207 8.50 TOTAL $3,436,730 $3,041,955 $923,748 $2,118,207 8.50
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 2192 Oakland Base Reuse Authority 3,191,902 2,485,909 678,972 1,806,937 5.50 TOTAL $3,191,902 $2,485,909 $678,972 $1,806,937 5.50
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None
FY 2005-07 ADOPTED POLICY BUDGET T - 41 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Program NB29 Pedestrian Safety
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Provide for clean, well maintained and acessible streets and sidewalks, facilities, amenities, parks, recreational facilities and trees.
Program Description: This program works to improve pedestrian safety and access by coordinating education, enforcement, and engineering efforts. The program serves all residents of Oakland, especially children and senior citizens, which are the high risk groups for pedestrian inquiries and fatalities. Over the past two years, the project successfully completed a traffic safety mini-grant program; the Revive Chinatown Community Transportation Plan Annual Walk Your Child to School Day events; and the Walk Oakland Map and Guide, 2nd edition.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $227,272 $189,906 $37,366 2.00 TOTAL $0 $227,272 $189,906 $37,366 2.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 238,498 200,037 38,461 2.00 TOTAL $0 238,498 200,037 38,461 2.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None
T - 42 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program PS32 Real Estate
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Provide for clean, well-maintained and accessible streets and sidewalks, facilities, amenities, parks, recreational facilities and trees.
Program Description: This program is responsible for acquisition, disposal, property management, valuation, commercial relocation, and leasing for all City of Oakland and Redevelopment Agency property. It provides real estate consultation services; conducts real estate appraisals; and acquires, manages, and disposes of City and Agency property. In addition, this program negotiates and monitors lease agreements with renters of City/Agency-owned property, leases property on behalf of the City/Agency, facilitates the assemblage of parcels for City/Agency projects, and advises the City Council and Agency on real estate aspects of major development projects.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $3,222,209 $1,017,111 $88,932 $928,179 0.70 1750Multipurpose Reserve - 403,628 - 403,628 0.00 1770Telecommunications Land Use 189,973 189,973 110,328 79,645 0.84 2128Dept of Health & Human Services - 42,224 31,752 10,472 0.25 2134California Parks and Recreation - - 6,636 (6,636) 0.06 ** 2192OBRA - Oak Base Reuse Author. - 81,051 60,288 20,763 0.40 3100Sewer Service Fund - 47,285 35,556 11,729 0.28 3200Golf Course Fund - 5,848 5,848 0.00 4200Radio / Telecommunication - 92,795 - 92,795 0.00 4400 City Facilities 404,528 - - - 0.00 5320Measure DD - - 85,440 (85,440) 0.67 ** 7780Oakland Redevelopment Agency - 849,460 633,276 216,184 4.80 TOTAL $3,816,710 $2,729,375 $1,052,208 $1,677,167 8.00
FY 2005-07 ADOPTED POLICY BUDGET T - 43 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Program PS32 Real Estate (continued)
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $710,035 $1,024,947 $169,632 $855,315 1.26 1750 Multipurpose Reserve - 403,628 - 403,628 0.00 1770 Telecommunications Land Use 202,285 196,285 116,052 80,233 0.85 2128 Dept of Health & Human Services - 44,295 33,408 10,887 0.25 2192 OBRA - Oak Base Reuse Author. - 133,725 100,164 33,561 0.65 3100Sewer Service Fund - 49,599 37,404 12,195 0.28 3200Golf Course Fund - 5,848 5,848 0.00 4200Radio / Telecommunication - 92,795 - 92,795 0.00 4400 City Facilities 515,410 - - - 0.00 5320Measure DD - - 46,824 (46,824) 0.36 ** 7780Oakland Redevelopment Agency - 807,922 603,564 204,358 4.35 TOTAL $1,427,730 $2,759,044 $1,107,048 $1,651,996 8.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets) ** Position funded with carryforward funds from prior year
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Percentage of clients satisfied with the 100% 100% 90% 95% 95% negotiated lease Value of actual rent collected annually $652,000 $652,000 $652,000 $652,000 $652,000
T - 44 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program SC15 Residential Rent Adjustment
Mayor/Council Goal: Develop a sustainable city. Citywide Objective: Encourage and support social equity for all Oakland residents.
Program Description: This program helps provide decent, safe, affordable, and sanitary residential rental housing in the City of Oakland. It mitigates rent increases and promotes housing and neighborhood stability while encouraging new construction and rehabilitation of rental properties.
Adopted Revenues and Expenditures by Fund FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $1,542,529 $1,163,048 $967,992 $195,056 10.00 TOTAL $1,542,529 $1,163,048 $967,992 $195,056 10.00
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $1,839,221 $1,134,109 $914,640 $219,469 9.00 TOTAL $1,839,221 $1,134,109 $914,640 $219,469 9.00
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Average time from filing petition to staff N/A93908885 decision, not including cases with delays not caused by program, in days Average time from filing appeal of staff N/A 228 250 200 180 decision to hearing decision, not including cases with delays not caused by program, in days
FY 2005-07 ADOPTED POLICY BUDGET T - 45 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Program SC06 West Oakland Redevelopment
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Maximize socially and environmentally sustainable economic growth, including conserving natural resources. Program Description: This program manages projects for the Oakland Redevelopment Agency's West Oakland Redevelopment Project area. This program implements a Redevelopment Area for the remaining portion of the West Oakland district that was not within existing Redevelopment Areas and was adopted on November 18, 2003. It provides funding that aids the City's community revitalization efforts to stimulate local economic development; increase housing resources; support housing and economic development goals of the City; fund public infrastructure investments; and remove physical and economic blight throughout the district. It allows the Redevelopment Agency to initiate various long-desired community revitalization activities in the West Oakland district.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 7780Oakland Redevelopment Agency $0 $317,794 $200,092 $117,702 2.17 TOTAL $0 $317,794 $200,092 $117,702 2.17
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 7780Oakland Redevelopment Agency $0 $330,079 $209,668 $120,411 2.17 TOTAL $0 $330,079 $209,668 $120,411 2.17
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures None
T - 46 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program SC03 Workforce Development
Mayor/Council Goal: Develop a sustainable city.
Citywide Objective: Encourage and support social equity for Oakland residents. Program Description: This program promotes economic development through the direction of staffing, worker training and hiring tax credit services for hundreds of businesses. As staff to the 35 member Oakland Workforce Investment Board (WIB), the WFD Unit creates employment and career advancement opportunities for more than 9,000 job seekers and workers annually through Oakland's One Stop Career Centers and youth service providers. The WFD Unit also promotes continuous improvement of all city-funded employment and training programs through management of the Job Training Performance Standards system.
Adopted Revenues and Expenditures by Fund
FISCAL YEAR 2005-06
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010General Purpose Fund $0 $200,000 $0 $200,000 0.00 2195Workforce Investment Act 6,909,329 6,681,154 618,660 6,062,494 6.08 TOTAL $6,909,329 $6,881,154 $618,660 $6,262,494 6.08
FISCAL YEAR 2006-07
Fund Fund Description Total Total Personnel FTE Revenues Expenditures Services O & M* 1010 General Purpose Fund $0 $200,000 $0 200,000 0.00 2195 Workforce Investment Act 6,974,672 6,733,453 651,600 6,081,853 6.08 TOTAL $6,974,672 $6,933,453 $651,600 $6,281,853 6.08
* Operations and Maintenance (includes overhead charges and offsetting recoveries related to personnel services, as well as prior year carryforward offsets)
Program - Specific Performance Measures
FY 2005-06 FY 2006-07 FY 2002-03 FY 2003-04 FY 2004-05 Adopted Adopted Actual Actual Target Target Target Number of Enterprise Zone Tax Credit N/A 10,045 4,500 12,500 12,500 Vouchers Processed Employment Rate for Adults and 62% 94% 63% 65% 65% Dislocated Workers Employment Rate for Older Youth 52% 63% 52% 55% 55% Number of Direct Placements with N/A 133 150 150 150 Business Clients
FY 2005-07 ADOPTED POLICY BUDGET T - 47 COMMUNITY AND ECONOMIC DEVELOPMENT A GENCY
Notes
T - 48 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Non-Departmental
The Non-Departmental budget is comprised of expenditures and revenues that are Citywide in nature, or which, for various reasons, can not be categorized as belonging to one specific department.
The Non-Departmental Budget is comprised of four Programs:
City-wide Activities – funds programs benefiting the entire City organization, such as Marketing & Special Events; Em- ployee Recognition, and Federal lobbying.
Community Promotion – provides funding for programs benefiting the community, such as street festivals, and support for community-based organizations.
Debt / Lease Payments – includes payments on the City’s debt and lease obligations, including the City’s Administration Complex buildings and the Coliseum Complex.
Fiscal Management – provides payments for insurance and liability, and contains transfers to the Kids First Fund, among other items.
Debt and Lease Payments are by far the largest portion of the Non-Departmental budget. These expenditures are inflexible, as the City is required to make payments on the obligations. An annual transfer for the Kids First fund (voter-mandated) and annual funding for claims and liability payments are other large components within Non-Departmental; they also are non- discretionary.
FY 2005-07 ADOPTED POLICY BUDGET U - 1 NON-DEPARTMENTAL
Programs Included in FY2005-07 Budget
· CITYWIDE ACTIVITIES (IP50) - This is a broad-based program comprised of a variety of activities that benefit the city as a whole, or city employees as a whole. Examples are Employee Recognition, Oakland Family Day, Federal lobbying, City marketing and promotion, and funding for various special events. Payments for the City’s memberships with ABAG and other organizations are included in this program.
The Limited Public Financing program is funded under Citywide Activities. This program provides matching campaign funds to qualified candidates for city and school board offices, and is administered by the Public Ethics Commission. This category also includes operating subsidies for the Oakland School for the Arts.
About 45 percent of the Citywide Activities program is budgeted in the General Purpose Fund (Over $2.0 million out of over $4.0 million total).
· COMMUNITY PROMOTION (CE04) - This program includes activities that promote the good of the community, such as arts, street festivals, tourism, public safety. Most of these services are provided by community-based organizations.
Community-based organizations funded through this program have included children’s art programs, dance and theater groups. Other activities funded have included opera, jazz, classical orchestras, clown troupes and cultural exchange programs. An educational component within this program has provided support for poets in schools, the East Bay Symphony, jazz workshops, reading camps and the California College of Arts and Crafts.
Funding for the City’s Art & Soul festival, held in Frank Ogawa Plaza in September each year, also falls under this program. Art & Soul is the City’s “flagship” festival, drawing tens of thousands of people to downtown, and generating considerable positive press for the City. The festival supports approximately 200 local artists and vendors, and dozens of local music and dance groups, by providing a forum to display their work.
The entire $1.9 million Community Promotions program is budgeted in the General Purpose Fund.
· DEBT / LEASE PAYMENTS (IN09) - This program includes funds reserved for the payment of debt and/or lease obligations. Much of the funding relates to a particular building, such as the Coliseum, the Museum, the Kaiser Center, and the City Administration Complex buildings.
Joint Powers Authority Lease Revenue Bonds were issued in 1996 to finance, design, construct, rehabilitate and equip two buildings and the Frank Ogawa Plaza; together these comprise the heart of the City’s administrative complex. The Oakland-Alameda County Coliseum Authority Lease Revenue Bonds were also issued in 1996 to finance the construction of the Coliseum Arena, as well as other costs associated with the retention of a professional basketball team, the Golden State Warriors. The Oakland Joint Powers Financing Authority Lease Revenue Bonds in 2001 financed the repurchase of the Kaiser Convention Center and the Scotlan Convention Center.
Some of the debt is for voter-approved local bond measures such as Measure DD, approved by voters in 2002 to finance, acquire, rehabilitate and improve Lake Merritt, the Oakland Estuary and the Lake Merritt Channel, as well as other assorted recreational facilities. Another recently passed bond measure, Measure G was approved by voters in 2002 for the Oakland Zoo, Oakland Museum of California and the Chabot Space and Science Center. The Oakland Zoo is utilizing these funds for construction of a new Children’s Zoo, and for a “Wild California” exhibit. The Chabot Space and Science Center will use the funds for construction of new education facilities and expanded observation deck.
Approximately 17 percent, or $37.9 million, of the Debt / Lease program is budgeted in the General Purpose Fund.
U - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Programs Included in FY2005-07 Budget (continued)
· FISCAL MANAGEMENT (IP51) - This program includes activities that contribute to the sound fiscal management of the City’s assets. Some of these activities are purely accounting in nature, such as inter-fund transfers and overhead recoveries, while others set aside contingency funds, or represent the payment of insurance premiums.
The largest item within the Fiscal Management program is the General Purpose Fund’s (GPF’s) recovery from non-GPF funds for the provision of central services. The central service overhead (CSO) compensates the GPF for services provided by the “central services” departments. The overhead recovery is a “negative” expenditure, i.e. revenue that is budgeted on the expenditure side. Examples of central services are: personnel, accounting, budgeting and legal. The basis for this recovery are salaries, so as the City reduces non-GPF personnel or waives Central Service Overhead charges on grants, the central services overhead recovery is also reduced.
Another significant item within Fiscal Management is a transfer to the Self-Insurance Liability Fund to cover annual claims and liability payouts. Fiscal Management also includes the General Purpose Fund’s transfer to the Kids First Fund. This transfer was mandated under Measure K, passed by the voters in 1996. Under this measure, 2.5% of the City’s annual, unrestricted general fund revenues are to be set aside for youth programs.
Of the approximately $13.5 million in expenditures budgeted annually in the Fiscal Management program for FY 2005-06, approximately $13 million per year, or 95 percent, is budgeted in the General Purpose Fund.
FY 2005-07 ADOPTED POLICY BUDGET U - 3 NON-DEPARTMENTAL Summary of Significant Adopted Budget Changes For FY 2005-07
GENERAL PURPOSE FUND (GPF) FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions)
10% reduction to all discretionary categories (including Cultural Arts, Training & ($0.70) ($0.66) Community Development, Chabot Space & Science Center, Marketing & Special Events) to balance the budget
Elimination of jail medical contract, leaving 2-month contingency ($0.36) ($0.48)
Reduction in liability coverage on Kaiser Convention Center and City Jail, due to ($0.06) ($0.06) facilities' closure
Set aside funding for Limited Public Financing Program, for the June 2006 election $0.22
Increase to City's annual subsidy for the Head Start program from $1.1 million to $0.30 $0.30 $1.4 million General Purpose Fund transfers to negative funds (1100, 1730, 1760, 1790) per $2.55 $5.03 ten-year repayment schedule* *note: another $0.3 million in FY 2005-06 and $2.9 million in FY 2006-07 in General Purpose Fund support to the Equipment Fund (4100) and Facilities Fund (4400) appear in user departments' budgets, such as Police and Fire
ALL OTHER FUNDS FY 2005-06 FY 2006-07 Changes (in Changes (in millions) millions) Fund 2310 (Landscaping and Lighting Assessment District) Use of one-time revenues to bridge the budget gap in the LLAD fund $3.00 $4.30
U - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND Summary of Historical Expenditures and Adopted Budget by Fund
2004-05FY 2005-06 FY 2006-07 Expenditures by Fund Midcycle Adopted Adopted 2003-04 Actual Adopted Budget Budget
1010 General Purpose Fund $52,014,032 $52,754,119 $55,209,264 $56,429,745 1100 Self Insurance Liability 3,269,912 4,617,654 1,605,706 1,707,854 1150 Workers Comp. Insurance Claims (720,014) (1,086,801) (1,259,516) (1,309,622) 1200 Pension Override Tax Revenue 65,958,429 33,962,811 44,955,747 45,975,776 1700 Mandatory Refuse Program - - 1,828,464 1,841,580 1710 Recycling Program 2,499,862 2,500,000 - - 1750 Multipurpose Reserve (17,653) - - - 1760 Telecommunications Reserve - 50,000 50,000 50,000 1780 Kids First! Fund * 6,883,047 8,098,885 - - 2112 Department of Justice 13,314 - - - 2190 Private Grants (2,142) - - - 2195 Workforce Investment Act 934,387 - - - 3100 Sewer Service Fund 1,393,558 875,000 6,271,014 6,271,314 4100 Equipment 38,155 - - - 4200 Radio / Telecommunications 27,326 - - - 5008 GOB Series 1992 Emerg. Resp. 65,515 - - - 5010 GOB Series 1997, Measure I 3,502 - - - 5012 JPFA Admin Building Series 1996 216,302 - - - 5310 Measure G 2,753,397 - - 5320 Measure DD 1,286,927 - - - 5500 Municipal Capital Improvement 5,700,000 6,300,000 6,300,000 6,300,000 5510 Capital Reserves 108,508,709 - - 5999 Miscellaneous CAP Project 1,813,643 - - - 6004 GOB Series 1995B, Measure K 1,205,285 1,203,802 1,208,222 1,207,972 6006 GOB Series 1997C, Measure K 1,658,130 1,662,743 1,673,580 1,672,842 6008 GOB Series 1992, Emerg. Resp. 3,475,353 3,406,328 3,339,548 3,268,012 6010 GOB Series 1997, Measure I 3,376,066 3,379,188 3,385,866 3,388,266 6014 CSCD Authority 1992 20,072,988 13,993,088 13,994,838 13,977,213 6015 Oakland Museum 2002 Series A 3,525,875 3,523,687 3,535,475 3,532,975 6016 Civic Improvement Corp. 1985 2,381,126 3,439,080 2,987,028 3,139,238 6030 Pension Obligation Bonds 1997-A 32,979,214 33,953,951 34,955,746 35,975,775 6032 Pension Obligation Bonds 2001 (46) - - - 6033 1998 JPFA Lease Revenue Bonds 18,815,960 17,325,544 10,000,000 10,000,000 6042 Lakeshore Lighting I - Debt Svc 10,108 - - - 6046 Ocean View Drive - Debt Service 1,782 - - - 6060 Measure K Series D Debt Funds 766,214 769,695 773,233 774,027 6062 Measure K Series E Debt Funds 917,315 928,209 929,828 928,109 6310 Measure G 2002A 2,258,332 2,533,188 2,533,938 2,531,938 6320 Measure DD 2003A 3,972,788 4,417,538 4,426,038 4,420,662 6414 1992 Lease Revenue Conv. Ctr - Reserve 920,588 229,392 - - 6420 Fire Area - Reserve 1,426 - - - 6425 Fire Area Utility Underground 1994B 27 - - - 6512 CAB 1996 - Redemption 7,550,009 7,547,271 7,409,949 7,410,926
FY 2005-07 ADOPTED POLICY BUDGET U - 5 NON-DEPARTMENTAL
Summary of Historical Expenditures and Adopted Budget by Fund (continued)
2004-05FY 2005-06 FY 2006-07 Expenditures by Fund Midcycle Adopted Adopted 2003-04 Actual Adopted Budget Budget 6518 Medical Hill Parking District Refunding Impro 262,500 262,650 6520 Fire Area - Redemption 482,156 505,140 491,150 483,530 6525 Fire Area Utility Underground, 1994B - Redem 53 - - - 6530 Rockridge Area Water District - Redemption 62,639 63,233 70,390 64,619 6540 Skyline Sewer District - Redemption 25,815 31,700 29,060 31,075 6554 LaSalle Utility Underground - Redemption 55,573 54,158 54,426 58,390 6556 Harbord Utility Underground - Redemption 49,388 47,933 53,303 52,388 6558 Grizzly Peak Utility Underground - Redemptio 9,215 8,973 8,835 8,588 6562 Lakeshore Phase IV - Debt Service - 14,984 - - 6570 1996 JPFA Pooled Assessment Revenue Bo 38,844 28,778 26,260 25,665 6580 1997 JPFA Pooled Assessment Revenue Bo 114,458 113,040 112,473 113,558 6585 1999 JPFA Reassessment District Debt Serv 885,255 540,820 535,280 521,049 6999 Miscellaneous Debt Service - 23,000,000 23,000,000 21,500,000 7200 Health Insurance Premium Trust - Unreprese (2,238,905) - - - 7220 Health Insurance Premium Trust - Local 790 (1,988,693) - - - 7260 Health Insurance Premium Trust - Western C (186,568) - - - 7280 Health Insurance Premium Trust - I.B.E.W. (62,370) - - - 7300 Health Insurance Premium Trust - Units A&W (1,289,482) - - - 7320 Pension Annuity Fund 15,328,811 16,307,516 - - 7780 Oakland Redevelopment Agency 41 - - - TOTAL $368,077,475 $247,363,297 $230,495,145 $232,353,464
General Purpose Fund (GPF) 14% 21% 24% 24% Expenditures as Percentage of Department's Total, all Funds Expenditures
General Purpose Fund (GPF) 13% 13% 13% 12% Expenditures as Percentage of Citywide GPF Expenditures
* The Kids' First appropriation for contracts was transferred to the Department of Human Services in FY 2005-07.
U - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Summary of Revenue and Expenditures by Program
HISTORICAL SUMMARY
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Code Program
Revenue Expenditures Revenue Expenditures IP50 Citywide Activities $3,380,963 $5,444,901 $612,000 $3,907,779 CE04 Community Promotion 8,630,408 9,549,890 8,803,136 10,256,459 IN09 Debt/Lease Payments 362,645,047 343,100,106 184,958,834 221,036,922 IP51 Fiscal Management 23,655,234 9,982,578 21,981,647 12,162,136 TOTAL $398,311,652 $368,077,475 $216,355,617 $247,363,296
ADOPTED BUDGET SUMMARY
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Code Program
Revenue Expenditures Revenue Expenditures IP50 Citywide Activities $13,422,113 $4,899,714 $12,444,681 $4,549,080 CE04 Community Promotion - 1,954,816 - 1,954,816 IN09 Debt/Lease Payments 178,327,249 210,142,729 188,774,759 209,660,915 IP51 Fiscal Management 25,983,310 13,497,886 29,148,184 16,188,653 TOTAL $217,732,672 $230,495,145 $230,367,624 $232,353,464
FY 2005-07 ADOPTED POLICY BUDGET U - 7 NON-DEPARTMENTAL
Program IP50 Citywide Activities
Mayor/Council Goal: Develop a sustainable City.
Citywide Objective: Encourage and support social equity for all Oakland residents.
Program Description: This program consists of activities which benefit the city as a whole, or city employees as a whole, such as Employee Recognition, Oakland Family Day, lobbying, marketing & special events.
Adopted Revenues and Expenditures by Fund
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Fund Fund Description Total Total Total Total Revenues Expenditures Revenues Expenditures 1010General Purpose Fund $830,876 $2,410,514 $612,000 $3,257,779 1760Telecommunications Reserve - - - 50,000 2195Workforce Investment Act 1,050,087 934,387 - - 3100Sewer Service Fund - 600,000 - 600,000 5999Miscellaneous CAP Project 1,500,000 1,500,000 - - TOTAL $3,380,963 $5,444,901 $612,000 $3,907,779
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Fund Fund Description Total Total Total Total Revenues Expenditures Revenues Expenditures 1010 General Purpose Fund $612,840 $2,421,250 $616,360 $2,057,500 1700 Mandatory Refuse Program - 1,828,464 - 1,841,580 1760 Telecommunications Reserve - 50,000 - 50,000 2310 Lighting & Land Asses Dist 3,000,000 - 4,300,000 - 3100 Sewer Service Fund - 600,000 - 600,000 5510 Capital Reserves 9,809,273 - 7,528,321 - TOTAL $13,422,113 $4,899,714 $12,444,681 $4,549,080
U - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND Program IP50 Citywide Activities (continued)
Key Items Included in Program
05-06 Expenditure Detail Adopted 06-07 Adopted Transfer from Mandatory Refuse Fund to General Purpose Fund $1,828,464 $1,841,580 Facilities maintenance costs related to Sewer Service funded staff 600,000 600,000 Oakland School for the Arts Support 500,000 500,000 City Physician Services 250,000 250,000 Training & Community Development 227,250 227,250 Set-aside for Lmiited Public Financing program for June 2006 election 222,750 - MOU Negotiations 200,000 200,000 Chabot Space & Science Center 180,000 180,000 Marketing & Special Events 177,250 152,250 Oakland Raiders Surcharge - transfer to OPR for youth services 175,000 175,000 City Memberships 159,000 159,000 Federal Lobbyist Contract 125,000 125,000 Jail Medical Services (2 month contingency) 116,000 - Telecommunications contract costs 50,000 50,000 Employee Recognition 35,000 35,000 Sister Cities 25,000 25,000 Oakland Family Day 15,000 15,000 City Band & Chorus 14,000 14,000 TOTAL $4,899,714 $4,549,080
FY 2005-07 ADOPTED POLICY BUDGET U - 9 NON-DEPARTMENTAL
Program CE04 Community Promotion
Mayor/Council Goal: Build community and foster livable neighborhoods.
Citywide Objective: Encourage and support civic engagement.
Program Description: This program includes activities which involve the community and promote the general good of the community, such as arts, street festivals, tourism. These services are provided by community-based organizations.
Adopted Revenues and Expenditures by Fund
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Fund Fund Description Total Total Total Total Revenues Expenditures Revenues Expenditures 1010General Purpose Fund $0 $2,666,843 $0 $2,157,575 1780 Kids' First! Fund * 8,630,408 6,883,047 8,803,136 8,098,885 TOTAL $8,630,408 $9,549,890 $8,803,136 $10,256,460
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Fund Fund Description Total Total Total Total Revenues Expenditures Revenues Expenditures 1010 General Purpose Fund $0 $1,954,816 $0 $1,954,816 TOTAL $0 $1,954,816 $0 $1,954,816
* The Kids' First appropriation for contracts was transferred to the Department of Human Services in FY 2005-07.
05-06 Key Items Included in Program Adopted 06-07 Adopted Oakland Convention & Visitors Bureau $650,000 $650,000 Cultural Arts Programs (including Organizational Assistance, Special 1,239,816 1,239,816 Events, Art & Soul, Art in the Schools, Individual Artists Program) Street Outreach / Project Choice - City's Support 65,000 65,000 TOTAL $1,954,816 $1,954,816
U - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IN09 Debt/Lease Payments
Mayor/Council Goal: Develop a sustainable City.
Citywide Objective: Develop and implement sound financial management policies and practices.
Program Description: This program manages funds reserved for the payment of debt and/or debt in the form of lease payments.
Adopted Revenues and Expenditures by Fund
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Fund Fund Description Total Total Total Total Revenues Expenditures Revenues Expenditures 1010General Purpose Fund $38,754,768 $34,962,442 $6,300,000 $38,982,482 1200Pension Override Tax Revenue 32,979,214 65,958,429 40,331,800 33,962,811 1710Recycling Program - 2,500,000 - 2,500,000 4100Equipment Fund - 1,000 - - 5008GOB Series 1992 Emerg. Resp. - 65,515 - - 5010GOB Series 1997, Measure I - 3,502 - - 5012JPFA Admin Bldg Series 1996 - 216,302 - - 5310Measure G 272,859 2,753,397 - - 5320Measure DD 72,036,927 1,286,927 - - 5500Municipal Capital Improvement - 5,700,000 - 6,300,000 5510Capital Reserves 117,200,000 108,508,709 - - 5600Traffic Signal Trust Fund 313,643 - - - 6004GOB Series 1995B, Measure K - 1,205,285 1,169,590 1,203,802 6006GOB Series 1997C, Measure K - 1,658,130 1,578,147 1,662,743 6008GOB Series 1992, Emerg. Resp. 65,256 3,475,353 3,158,180 3,406,328 6010GOB Series 1997, Measure I 2,583,412 3,376,066 3,211,844 3,379,188 6014CSCD Authority 1992 11,831,020 20,072,988 13,767,696 13,993,088 6015Oakland Museum 2002 Ser. A 3,515,846 3,525,875 3,527,487 3,523,687 6016Civic Improvement Corp. 1985 1,230,708 2,327,026 3,456,980 3,439,080 6030Pension Obligation 1997-A 32,979,214 32,979,214 33,962,811 33,953,951 60331998 JPFA Lease Rev. Bonds 15,328,811 18,810,960 17,343,544 17,325,544 6042Lakeshore Lighting I - Debt Svc - 10,108 - - 6046Ocean View Drive - Debt Service - 1,782 - - 6060Measure K Series D Debt Funds - 766,214 735,687 769,695 6062Measure K Series E Debt Funds - 917,315 915,397 928,209 6310Measure G 2002A 3,353,276 2,258,332 2,533,188 2,533,188 6320Measure DD 2003A 6,320,696 3,972,788 4,417,538 4,417,538 64141992 Lease Rev. Conv. Ctr - Res - 920,588 - 229,392 6420Fire Area - Reserve - 1,426 6512CAB 1996 - Redemption 7,550,150 7,550,009 7,550,271 7,547,271 6518Medical Hill Parking Improve. - 262,500 262,650 262,650 6520Fire Area - Redemption 313,375 482,156 505,140 505,140 6525Fire Area Underground, 1994B 47 53 - - 6530Rockridge Water District - Red. 35,580 62,639 63,233 63,233
FY 2005-07 ADOPTED POLICY BUDGET U - 11 NON-DEPARTMENTAL
Program IN09 Debt/Lease Payments (continued)
Adopted Revenues and Expenditures by Fund (continued)
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Fund Fund Description Total Total Total Total Revenues Expenditures Revenues Expenditures 6540Skyline Sewer District - Red. - 25,815 31,700 31,700 6554LaSalle Underground - Red. - 55,573 54,158 54,158 6556Harbord Underground - Red. - 49,388 47,933 47,933 6558Grizzly Pk Underground - Red. - 9,215 8,973 8,973 6562Lakeshore IV - Debt Svc - - 14,984 14,984 65701996 JPFA Pooled Assessment R 37,704 38,844 31,200 28,778 65801997 JPFA Pooled Assessment R 114,175 114,175 113,064 113,040 65851999 JPFA District Debt Service 544,795 885,255 558,123 540,820 6999Miscellaneous Debt Service - - 23,000,000 23,000,000 7100Police and Fire Retirement -45,242 - - - 7320Pension Annuity Fund 15,328,811 15,328,811 16,307,516 16,307,516 TOTAL $362,645,045 $343,100,106 $184,958,834 $221,036,922
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Fund Fund Description Total Total Total Total Revenues Expenditures Revenues Expenditures 1010 General Purpose Fund $2,000,000 $37,956,502 $10,600,000 $36,902,008 1200 Pension Override Tax Revenue 45,960,196 44,955,747 48,258,206 45,975,776 3100 Sewer Service Fund - 5,396,014 - 5,396,314 5500 Municipal Capital Improvement - 6,300,000 - 6,300,000 6004 GOB Series 1995B, Measure K 1,242,434 1,208,222 1,242,184 1,207,972 6006 GOB Series 1997C, Measure K 1,758,176 1,673,580 1,757,438 1,672,842 6008 GOB Series 1992, Emerg. Resp. 3,587,696 3,339,548 3,516,160 3,268,012 6010 GOB Series 1997, Measure I 3,560,010 3,385,866 3,562,410 3,388,266 6014 CSCD Authority 1992 14,486,134 13,994,838 14,471,009 13,977,213 6015 Oakland Museum 2002 Series A 3,535,475 3,535,475 3,532,975 3,532,975 6016 Civic Improvement Corp. 1985 2,987,028 2,987,028 3,139,238 3,139,238 6030 Pension Obligation 1997-A 34,955,746 34,955,746 35,975,775 35,975,775 6033 1998 JPFA Lease Rev. Bonds 10,000,000 10,000,000 10,000,000 10,000,000 6060 Measure K Series D Debt Funds 809,391 773,233 810,185 774,027 6062 Measure K Series E Debt Funds 944,790 929,828 943,071 928,109 6310 Measure G 2002A 2,533,938 2,533,938 2,531,938 2,531,938 6320 Measure DD 2003A 4,426,038 4,426,038 4,420,662 4,420,662 6433 JPFA 1998 - Reserve 117,584 - 117,584 - 6440 Skyline Sewer District - Reserve 1,700 - 1,700 - 6485 1999 JPFA Reass. Dist. Res. 39,195 - 39,195 - 6512 CAB 1996 - Redemption 7,409,949 7,409,949 7,410,926 7,410,926 6520 Fire Area - Redemption 534,232 491,150 525,792 483,530 6530 Rockridge Water District - Red. 70,390 70,390 64,619 64,619 6540 Skyline Sewer District - Red. 35,200 29,060 34,400 31,075 6554 LaSalle Underground - Red. 54,526 54,426 57,631 58,390
U - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IN09 Debt/Lease Payments (continued)
Adopted Revenues and Expenditures by Fund (continued)
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Fund Fund Description Total Total Total Total Revenues Expenditures Revenues Expenditures 6556 Harbord Underground - Red. 53,473 53,303 51,705 52,388 6558 Grizzly Pk. Underground - Red. 9,935 8,835 9,683 8,588 6570 1996 JPFA Pooled Assessment R 26,260 26,260 25,665 25,665 6580 1997 JPFA Pooled Assessment R 112,473 112,473 113,558 113,558 6585 1999 JPFA District Debt Service 575,280 535,280 561,049 521,049 6999 Miscellaneous Debt Service 23,000,000 23,000,000 21,500,000 21,500,000 7320 Pension Annuity Fund 13,500,000 - 13,500,000 - TOTAL $178,327,249 $210,142,729 $188,774,758 $209,660,915
05-06 06-07 Key Items Included in Program Adopted Adopted General Purpose Fund Debt Kaiser Convention Center Debt Payments 13,985,838 13,970,713 Oakland Coliseum Support City's Share of Coliseum Subsidy 10,000,000 10,000,000 City's Share of Land & Building Support 750,000 750,000 City's Share of Personal Seat Licences (PSL) Remarketing 750,000 - City Administrative Complex (CABS 1996) Debt Payments 7,409,949 7,410,926 Museum Debt Payments 3,527,125 3,527,125 Eastmont Precinct Lease Payments 1,533,590 1,243,244 TOTAL GPF $ 37,956,502 $ 36,902,008 Non-General Purpose Fund Debt 172,186,227 172,758,907 TOTAL 210,142,729 209,660,915
FY 2005-07 ADOPTED POLICY BUDGET U - 13 NON-DEPARTMENTAL
Program IP51 Fiscal Management
Mayor/Council Goal: Develop a sustainable City.
Citywide Objective: Develop & institutionalize sound financial management policies and practices.
Program Description: This program consists of activities which contribute to sound fiscal management. Some of these activities are purely accounting in nature, such as interfund transfers, while others set aside contingency funds, or represent the payment of insurance premiums.
Adopted Revenues and Expenditures by Fund
FY 2003-04 ACTUAL FY 2004-05 MIDCYCLE Fund Fund Description Total Total Total Total Revenues Expenditures Revenues Expenditures 1010 General Purpose Fund $4,025 $6,639,081 $0 $8,356,283 1100Self Insurance Liability 7,188,000 3,269,912 7,188,000 4,617,654 1150Workers Comp. Insur. Claims - (720,014) - (1,086,801) 1700Mandatory Refuse Program 12,719 - - - 3100 Sewer Service Fund - 793,558 - 275,000 6016Civic Improvement Corp. 1985 (1,328) - - - 7780Oakland Redevelopment Agency 16,451,817 41 14,793,647 - TOTAL $23,655,233 $9,982,578 $21,981,647 $12,162,136
FY 2005-06 ADOPTED FY 2006-07 ADOPTED Fund Fund Description Total Total Total Total Revenues Expenditures Revenues Expenditures 1010 General Purpose General Fund $0 $12,876,696 $0 $15,515,421 1100 Self Insurance Liability 9,255,800 1,605,706 11,023,600 1,707,854 1150 Workers Comp. Insur. Claims - (1,259,516) - (1,309,622) 1730 Mandatory Refuse Program 188,900 - 527,800 - 1760 Civic Improvement Corp. 1985 148,300 - 286,600 - 1790 Contract Administration Fee 138,350 - 416,700 - 3100 Sewer Service Fund - 275,000 - 275,000 7780 Oakland Redevelopment Agency 16,251,960 - 16,893,484 - TOTAL $25,983,310 $13,497,886 $29,148,184 $16,188,653
U - 14 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Program IP51 Fiscal Management (continued)
FY 05-06 FY 06-07 Key Items Included in Program Adopted Adopted Kids First 2.5% Mandated Transfer (Measure K) $ 9,263,564 $ 9,748,510 Funding for Self Insurance Liability (base payment) 7,188,000 7,188,000 Transfers to Negative Funds (per 10-year rebalancing plan) Fund 1100 (Self Insurance Liability) 2,067,800 3,835,600 Fund 1730 (Kaiser Convention Center) 188,900 527,800 Fund 1760 (Telecommunications) 148,300 286,600 Fund 1790 (Contract Compliance) 138,350 416,700 Insurance & Bonding Payments 1,854,000 1,854,000 Self Insurance Liability Citywide payments 1,605,706 1,707,854 Head Start Waivers 1,388,803 1,388,803 Scotlan Convention Center Support 720,000 720,000 Sewer-related claim settlements 275,000 275,000 Wildfire Prevention District (City's assessment) 148,000 148,000 Emergency Contingency Reserves (Internal Support) 100,000 100,000 Emergency Contingency Reserves (External Support) 100,000 100,000 Central Services Overhead and Accounting Recovery (11,688,537) (12,108,214) TOTAL $ 13,497,886 $ 16,188,653
FY 2005-07 ADOPTED POLICY BUDGET U - 15 NON-DEPARTMENTAL
Direct Debt Outstanding as of 7/1/2005
Principal FY 05-06 (All amounts in thousands) Outstanding Debt Service
General Obligation Debt 2002A General Obligation Bonds, Series 2002A (Measure G) 37,315 2,528 2003DD General Obligation Bonds, Series 2003 (Measure DD) 67,525 4,419 2005A General Obligation Bonds, Series 2005 A 122,170 10,986 Subtotal 227,010 17,934
Pension Obligation Bonds 1997A & B Taxable Pension Obligation Bonds, Series 1997 A & B 170,858 34,948 2001 Taxable Pension Obligation Bonds, Series 2001 195,636 - Subtotal 366,495 34,948
Lease Revenue Bonds and Certificates of Participation 1985 Civic Improvement Corporation Variable Rate Demand COP, 19851 33,900 3,288 1992 Refunding Certificates of Participation (Oakland Museum), 1992 Series A 2,203 2,750 2001 Oakland JPFA Lease Revenue Refunding Bonds, Series 2001 108,745 13,986 2002 Refunding Certificates of Participation (Oakland Museum), 2002 Series A 16,295 777 2004A-1 & A-2 Oakland JPFA Lease Revenue Refunding Bonds (Admin Building), 2004 Series A1 112,550 7,617 2005 Oakland JPFA Special Refunding Revenue Bonds, 2005 Series A-1, A-2 & B2 144,950 16,908 Subtotal 418,643 45,326
Oakland-Alameda County Colisieum Authority (50% City share) 1996A-1 & A-2 Variable Rate Lease Revenue Bonds (Taxable), Oakland Coliseum Arena Project3 61,800 5,564 2000C-1 & C-2 Variable Rate Lease Revenue Bonds Oakland Coliseum Project4 75,400 3,406 2000D Variable Rate Lease Revenue Bonds (Taxable), Oakland Coliseum Project3 15,750 4,099 Subtotal 152,950 13,069
Total Direct Debt $ 1,165,098 $ 111,276
1 Variable rate assumed to average 3.25%; total debt service includes all anticipated ancillary fees. 1 Variable rate assumed to average 3.25% on tax-exempt Series A and 5.00% on taxable Series B; total debt service includes all anticipated ancillary fees. 1 Variable rate assumed to average 6.00%; total debt service includes all anticipated ancillary fees. 1 Variable rate assumed to average 3.50%; total debt service includes all anticipated ancillary fees.
U - 16 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND CITY OF OAKLAND'S LEGAL DEBT MARGIN June 30, 2005
As of June 30, 2005, the City's legal debt limit (3.75% of valuation subject to taxation) was $903,392,821. The total amount of debt applicable to the debt limit was $227,316,041. The resulting legal debt margin was $676,076,780.
Total assessed valuation (net of exemptions)$ 29,276,916,199 Less redevelopment tax increments$ 5,186,440,966 Basis of levy$ 24,090,475,233
Debt Limit: 3.75 pecent of valuation subject to taxation$ 903,392,821 Less amount of debt applicable to debt limit$ 227,316,041 Legal debt margin$ 676,076,780
A copy of the City of Oakland's debt policy can be found in the "Supplemental" section beginning on page V-25.
City of Oakland Total Debt Service and Additional Capacity (Assumes 15% Maximum Debt Service to Revenue Capacity) 250.0
200.0
150.0
Additional Debt Service Capacity 100.0 OACCA Debt Service Millions of Dollars Millions Lease Revenue and COP Debt Service
50.0 Pension Obligation Debt Service
GO Debt Service 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
Year
FY 2005-07 ADOPTED POLICY BUDGET U - 17 NON-DEPARTMENTAL Description of City’s Debt Issuances The City of Oakland has undertaken responsibility for gathering information relating to debt issuances for which the City of Oakland, the Oakland Joint Powers Financing Authority, the Oakland-Alameda County Coliseum Authority, and the Redevelopment Agency of the City of Oakland have Continuing Disclosure Obligations. The information below is maintained and updated by the City’s Treasury Division.
General Obligation Debt. As of June 30, 2005, the City had outstanding a total of $227,316,041 aggregate principal amount of general obligation bonds. The City is obligated to levy ad valorem taxes upon all property that is within the City and which is subject to taxation by the City, for the payment of principal of and interest on the bonds.
38,000,000 City of Oakland General Obligation Bonds, Series 2002A (Measure G). On March 5, 2002, the electorate authorized the issuance of $59 million in general obligation bonds to acquire, renovate, improve, construct and finance existing and additional educational facilities for the Oakland Museum of California, the Oakland Zoo and the Chabot Space & Science Center.
The City issued the first series of Measure G bonds on November 6, 2002, in the amount of $38,000,000. The Oakland Zoo will expend 40% of proceeds on the acquisition and construction of new exhibit areas, including, but not limited to, the New Children’s Zoo and the Wild California Exhibit. The Oakland Museum of California will expend 40% of the proceeds on architectural and structural improvements to its landmark building, enhancing visitor access, and increasing the educational facilities. The Chabot Science and Space Center will expend 20% of the proceeds on the acquisition and construction of a new education facility and expanded observation deck space.
$71,450,000 City of Oakland General Obligation Bonds, Series 2003A (Measure DD). On November 5, 2002, at the City’s General Municipal Election the electorate approved an initiative measure authorizing the issuance of $198,250,000 in general obligation bonds to finance, acquire, rehabilitate and construct improvements to recreational facilities, Lake Merritt, the Oakland Estuary, creeks, and Lake Merritt Channel. On August 6, 2003, the City of Oakland successfully issued the first series of Measure DD Bonds in the amount of $71,450,000 through a competitive sale.
$122,170,000 Oakland Joint Powers Financing Authority Revenue Bonds, Series 2005 (City of Oakland General Obligation Bond Program). On June 16, 2005, the City of Oakland Joint Powers Financing Authority issued its $122,170,000 Revenue Bonds, Series 2005 (City of Oakland General Obligation Bond Program) Bonds. The bonds have interest rates ranging from 3.00% to 5.00% and mature in 2025. The Bonds, insured by Ambac Assurance Corporation, are rated Aaa/AAA by Moody’s, Standard & Poor’s, and Fitch, respectively.
The Bonds were issued to (i) purchase City of Oakland General Obligation Refunding Bonds, Series 2005 (the “Oakland GO Bonds”) in the aggregate principal amount of $122,476,041 which were issued simultaneously with the issuance of the bonds to defease all of the City’s outstanding Refunded GO Bonds (see below for description), (ii) finance certain public capital improvements to be acquired and/or constructed by the Authority, (iii) pay the premium for a financial guaranty insurance policy and (iv) pay certain costs of issuance associated with the Bonds.
The City’s Refunded GO Bonds consists of the following issues: City of Oakland, General Obligation Bonds, Series 1992, Series 1995B, Series 1997, Series 1997C, Series 2000D, and the Series 2000E bonds.
Sewer Revenue Debt. $62,330,000 City of Oakland Sewer Revenue Bonds, 2004 Series A. On December 14, 2004, the City issued $62,330,000 of Sewer Revenue Bonds, 2004 Series A. In September 2003, the City Council adopted Ordinance No. 12540 increasing the sewer service charges commencing in 2004 and establishing annual increases of 11% through the annual billing period on January 1, 2009, and thereafter increases based on the consumer price index.
The 2004 A Project involves the rehabilitation and, where necessary, replacement of sections of the existing sewer system, including the sewer pipelines and connections to private sewer lines. Upon completion of the project that is designed to reduce infiltration and inflow, increase the capacity of designated sewer pipes throughout the sewer system, and eliminate sewer overflows of untreated water into the San Francisco Bay.
U - 18 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Lease Obligations. As of June 30, 2005, the City had outstanding a total of $418,000,000 aggregate principal amount of lease revenue bonds. The bonds are limited obligations of the City. The City is NOT obligated to levy ad valorem taxes for the payment of principal of and interest on such bonds.
Oakland-Alameda County Coliseum Authority Lease Revenue Bonds (Oakland Coliseum Project) On May 20, 2000, the OACCA refunded the 1995 Series B-1 and B-2 bonds with its Variable Rate Lease Revenue Bonds (Oakland Coliseum Project) 2000 Refunding Series C-1 and C-2 (Tax-Exempt) Bonds in the amount of $150,800,000 and 2000 Refunding Series D (Taxable) Bonds in the amount of $50,500,000 (of which $31,500,000 remains currently outstanding). The amount on Deposit in the Debt Service Reserve Fund relating to the 2000 Series C&D bonds as of June 30, 2005, was $16,329,419.44.
These bonds are a joint and several obligation of both the City and the County of Alameda; each entity has covenanted to budget and appropriate one-half of the annual lease payments.
$140,000,000 Oakland-Alameda County Coliseum Authority Lease Revenue Bonds (Oakland Coliseum Arena Project). In August 1996, the Authority issued the bonds to provide funds for the following purposes: (i) to finance the costs of construct- ing the Arena located at the Oakland-Alameda County Coliseum Complex as well as other costs associated with the retention of CC Partners, a California general partnership, dba Golden State Warriers (the “Warriors”), to play professional basketball at the Arena, (ii) to provide funds to pay interest and related expenses on the Variable Rate Bonds during construction, (iii) to fund a reserve for the bonds and (iv) to pay the costs of issuance of the bonds.
$144,950,000 Oakland Joint Powers Financing Authority Refunding Revenue Bonds, 2005 Series A-1, A-2, and B. On April 28, 2005, the electorate authorized the issuance of $178 million in refunding revenue bonds. The purpose of the bonds was to (i) refund and defease all of the Oakland Joint Powers Financing Authority’s (JPFA) outstanding Lease Revenue Bonds, 1998 Series A, which were issued to refund Special refunding Revenue Bonds (Pension Financing) 1998 Series A issued by the City, and (ii) fund a portion of the City’s obligation to make payments to its Police and Fire Retirement System.
On June 21, 2005, the City, through JPFA, issued 2005 Refunding Revenue Bonds (2005 Bonds) in the amount of $144,950,000, comprised of $63,500,000 tax-exempt 2005 Series A-1 Bonds, $63,475,000 tax-exempt 2005 Series A-2 Bonds, and $17,975,000 taxable Series B Bonds. The 2005 Bonds were issued as auction rate securities.
$103,945,000 Oakland Joint Powers Financing Authority Lease Revenue Bonds (Oakland Administration Buildings), Series 1996. These bonds were issued to finance, design, construct, rehabilitate and equip two buildings and a civic plaza that are at the heart of the administrative complex of the City of Oakland for a total project cost of $102 million. These bonds were defeased in June 2004 (see $58,600,000 Series A-1 and $58,600,000 Series A-2 Oakland Joint Powers Financing Authority Lease Revenue Refunding Bonds (Oakland Administration Buildings), 2004 (Auction Rate Securities) below.
$134,890,000 Oakland Joint Powers Financing Authority Lease Revenue Refunding Bonds (Oakland Convention Centers), Series 2001. The Oakland Joint Powers Financing Authority issued $134,890,000 Lease Revenue Refunding Bonds (Oak- land Convention Centers), Series 2001 to redeem and defease the $149,825,000 California Statewide Communities Devel- opment Authority, 1992 Lease Revenue Bonds (City of Oakland Convention Centers Project). The 1992 Bonds were used to pay acquisition costs of the Kaiser Convention Center and Scotlan Convention Center. The City procures and maintains fire and lightning insurance against damage to the sites and any structures constituting any part of the facilities, with special extended property insurance coverage, including vandalism and malicious mischief insurance.
$16,295,000 City of Oakland Refunding Certificates of Participation (Oakland Museum), 2002 Series A. The 2002 Series A Certificates were issued on March 12, 2002. The proceeds of the 2002 Series A Certificates were applied to fund an escrow to refund and legally defease a portion of the $15,900,000 Refunding Certificates of Participation (Oakland Mu- seum), 1992 Series A and to pay costs of issuance. Since completion of this financing, $2,203,000 of the 1992 A Certifi- cates remain outstanding and are payable from Lease Payments on a parity with the 2002 Series A Certificates.
FY 2005-07 ADOPTED POLICY BUDGET U - 19 NON-DEPARTMENTAL
For the 2002 Series A Certificates, the Reserve Account, as of June 30, 2005, consisted of a surety policy in an amount equal to the reserve requirement ($4,089,750) with Ambac Assurance Corporation and a money market account held by the trustee in the amount of $0.50. Such account will be maintained by the Trustee until the Lease Payments are paid in full pursuant to the terms of the Lease Agreement. The 1992 Series A and 2002 Series A Certificates are secured on a parity basis by amounts in the Reserve Account.
$58,600,000 Series A-1 and $58,600,000 Series A-2 Oakland Joint Powers Financing Authority Lease Revenue Refunding Bonds (Oakland Administration Buildings), Series 2004 (Auction Rate Securities). The 2004 Bonds were issued by the Oakland Joint Powers Financing Authority on June 10, 2004, to refund and defease all of the Authority’s outstanding Lease Revenue Bonds (Oakland Administration Buildings), Series 1996 which were issued to finance a portion of the design, construction, rehabilitation, and equipping of two buildings that are part of the administrative center of the City of Oakland, finance certain public capital projects of the City, pay the premium for a financial guaranty insurance policy and a debt service reserve surety bond, and pay costs of issuance.
The City has entered into two interest rate swap agreements with Bank of America, N.A. and UBS AG relating to the 2004 Series A-1 Bonds and the 2004 Series A-2 Bonds, respectively, to create a synthetic fixed interest rate until August 1, 2026, for Base Rental Payments corresponding to the $117,600,000 initial principal amounts of each Series of the 2004 A Bonds.
The bonds, insured by AMBAC Assurance Corporation and rated Aaa/AAA, by Moody’s and S&P, respectively, are limited obligations of the Authority payable solely from lease revenues paid by the City, as lessee, to the Authority, as lessor.
Pension Obligation Bonds. $436,289,659.15 City of Oakland, Taxable Pension Obligation Bonds, Series 1997. On February 1, 1997, the City issued the Series 1997, Sub-Series A bonds, comprised of $393,790,000 of current interest bonds and $26,705,000 of capital appreciation bonds and Sub-Series B bonds comprised of $15,795,000 current interest bonds. The proceeds of the bonds were used to fund a portion of the current balance of the City’s Unfunded Actuarial Accrued Liability (UAAL) for retirement benefits to members of the Oakland Police and Fire Retirement System (PFRS), and a portion of the City’s current normal contribution to PFRS for the fiscal year ended June 30, 1997, and to pay costs of issuance of the bonds. A portion of these bonds were refunded by the City’s Taxable Pension Obligation Bonds, Series 2001.
$195,636,449.10 City Of Oakland, Taxable Pension Obligation Bonds, Series 2001. On October 17, 2001, The City of Oakland issued the Series 2001 Bonds to provide funds to purchase for cancellation and to legally defease a portion of the City’s outstanding Taxable Pension Obligation Bonds, Series 1997, and to pay costs of issuance. The issuance of the Series 2001 Bonds was part of a plan of finance undertaken by the City to extend the maturity of the Bonds to reduce annual debt service on the 1997 Bonds and to minimize the need for the City to use general fund revenues to pay such debt service on the 1997 and 2001 Bonds.
Other Long-Term Borrowings. $1,250,000 Oakland Joint Powers Financing Authority Special Assessment Pooled Rev- enue Bonds, Series 1997. In December 1997, the Authority issued bonds to finance the purchase by the Authority from the City of the following issues of assessment bonds issued by the City: $12,500 principal amount of City of Oakland Limited Obligation Improvement Bonds, Proctor Utility Underground Assessment District No. 1997-2; $30,500 principal amount of City of Oakland Limited Obligation Improvement Bonds, Lakeshore-Phase III Utility Underground Assessment District No. 1997-3; $570,000 principal amount of City of Oakland Limited Obligation Improvement Bonds, LaSalle, Liggett, Pershing and Wood Area Utility Underground Assessment District No. 1997-4; $531,250 principal amount of City of Oakland Limited Obligation Improvement Bonds, Harbord, Estates, McAndrew and Wood Area Utility Underground Assessment District No. 1997-5; and $105,750 principal amount of City of Oakland Limited Obligation Improvement Bonds, Grizzly Peak Utility Underground Assessment District No 1997-6.
$7,255,000 Oakland Joint Powers Financing Authority Reassessment Revenue Bonds, Series 1999. In July 1999, the Authority issued bonds to finance the purchase by the Authority from the City of $7,095,000 aggregate principal amount of City of Oakland Limited Obligation Improvement Refunding Bonds, Reassessment District No. 99-1, to fund a Reserve for the Bonds and to pay certain costs of issuance associated with the Bonds.
U - 20 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Redevelopment Agency of the City of Oakland.
$3,375,000 Redevelopment Agency of the City of Oakland, Acorn Redevelopment Project, 1988 Tax Allocation Refunding Bonds. On November 1, 1988, the Acorn Refunding Bonds Series 1988 in the amount of $3,375,000, with an average coupon rate of 11.64% were issued by the Agency to advance refund $2,895,000 of Acorn Tax Allocation Refunding Bonds. The bonds are a limited obligation of the Agency and are payable from and secured by a pledge of a portion of tax revenues assessed on property within the Central District Redevelopment Project Area, allocable to the Agency pursuant to Redevel- opment Law. Bonds maturing in 2007 are subject to mandatory sinking fund requirements commencing May 1, 2001, and are subject to prior redemption.
$97,655,000 Redevelopment Agency of the City Of Oakland, Central District Redevelopment Project, Senior Tax Allocation Refunding Bonds, Series 1992. On November 15, 1992, the agency issued $97,655,000 of Central District Senior Tax Allocation Refunding Series 1992 Bonds at an effective interest cost of 6.25%. The bonds were issued to defease all of the Agency’s Central District Tax Allocation Refunding Bonds Series 1986 in the amount of $84,325,000. The bonds are secured by senior tax revenue of the Agency. The Series 1992 Senior Tax Allocation Bonds are a limited obligation of the Agency and are payable from and secured by a pledge of a portion of tax revenues assessed on property within the Central District Redevelopment Project Area, allocable to the Agency pursuant to Redevelopment Law.
$39,395,000 Redevelopment Agency of the City of Oakland Subordinated Housing Set Aside Revenue Bonds, Series 2000T (Federally Taxable). On May 1, 2000, the Agency issued the Series 2000T Bonds at interest rates ranging from 7.39% to 8.03%. The Series 2000T Bonds will mature on September 1, 2018. Proceeds of the bonds were used by the Agency to increase, improve, and preserve the supply of affordable housing within the City of Oakland available to persons or families of low or very low income. The bonds are secured by a portion of the 20% housing set-aside tax increment revenues from the City’s six redevelopment project areas. These bonds were issued on a federally taxable basis to provide the greatest flexibility on the use of proceeds. A portion of the proceeds ($1,028,641) was used to pay for delivery date expenses such as cost of issuance, underwriter’s discount, insurance premium, and a surety bond.
$120,605,000 Redevelopment Agency of the City of Oakland Central District Redevelopment Project Subordinated Tax Allocation Bonds, Series 2003. On January 9, 2003, the Series 2003 Bonds were issued to refund the Agency’s Central District Redevelopment Project Tax Allocation Bonds, Series 1989A, the Central District Redevelopment Project Subordi- nated Tax Allocation Refunding Bonds, Series 1992A, the Central District Redevelopment Project Subordinated Tax Alloca- tion Bonds, Series 1993A, and the Central District Redevelopment Agency Subordinated Tax Allocation Bonds, Series 1995A, to finance certain redevelopment activities within or to the benefit of the Agency’s Central District Project Area, and to pay the costs associated with the issuance of the Series 2003 Bonds.
$23,085,000 Redevelopment Agency of the City of Oakland Coliseum Area Redevelopment Project Tax Allocation Bonds, Series 2003. On January 9, 2003, the Agency issued the Series 2003 Bonds to finance the acquisition and construction of certain redevelopment projects. The total Project Area currently includes 8,156 parcels of certain obligations to the City. Please refer to Attachment 4 for the following updated information (Coliseum Area); Land Use Summary, Twenty Largest Assessees, Twenty Largest Assessees, Detailed Land Use Information, Tax Rates, and Historical Incremental Assessed Value.
$44,360,000 Redevelopment Agency of the City of Oakland Central District Redevelopment Project Subordinated Tax Allocation Bonds, Series 2005. On February 8, 2005, the Agency issued the Series 2005 Bonds to finance various redevelopment activities within the Central District Project Area including the following: property acquisition to facilitate residential an commercial development downtown, environmental remediation, parking garage expansion, renovation, and maintenance of public facilities such as the Fox Theater, and public infrastructure such as streetscape and traffic improve- ments.
FY 2005-07 ADOPTED POLICY BUDGET U - 21 NON-DEPARTMENTAL Debt Service Schedule as of 7/1/2005 FY 2005-06
Outstanding Fiscal Year 2005-2006 Original Par Par Total Debt Series Name Amount Amount Principal Interest Service
General Obligation Bonds General Obligation Bonds, Series 2002A (Measure G)$ 38,000 $ 37,315 $ 680 $ 1,848 $ 2,528 General Obligation Bonds, Series 2003 (Measure DD) 71,450 67,525 1,375 3,044 4,419 General Obligation Bonds, Series 2005 A 122,170 122,170 5,205 5,781 10,986 General Obligation Bonds Subtotal$ 231,620 $ 227,010 $ 7,260 $ 10,674 $ 17,934
Lease Revenue Bonds / Certificates of Participation Civic Improvement Corporation Variable Rate Demand COP, 19851 $ 52,300 $ 33,900 $ 2,100 $ 1,068 $ 3,288 Refunding Certificates of Participation (Oakland Museum), 1992 Series A 39,408 2,203 1,144 1,606 2,750 Oakland JPFA Lease Revenue Refunding Bonds, Series 2001 134,890 108,745 8,535 5,451 13,986 Refunding Certificates of Participation (Oakland Museum), 2002 Series A 16,295 16,295 - 777 777 Oakland JPFA Lease Revenue Refunding Bonds (Admin. Building), Series 20041 117,200 112,550 3,350 3,413 7,617 Oakland JPFA Special Refunding Revenue Bonds, Series 20052 144,950 144,950 8,250 4,979 16,908 Lease Revenue Bonds / COPs Subtotal$ 505,043 $ 418,643 $ 23,379 $ 17,293 $ 45,326
Pension Obligation Bonds Taxable Pension Obligation Bonds, Series 1997 A & B$ 420,495 $ 170,858 $ 25,020 $ 9,928 $ 34,948 Taxable Pension Obligation Bonds, Series 2001 195,636 195,636 - - - POB Subtotal $ 616,131 $ 366,495 $ 25,020 $ 9,928 $ 34,948
Oakland-Alameda County Coliseum Authority Lease Revenue Bonds (Taxable-Oakland Coliseum Arena Project), 1996 Series A3 $ 70,000 $ 61,800 $ 1,350 $ 3,733 $ 5,564 Lease Revenue Bonds (Oakland Coliseum Project)4 75,400 75,400 - 2,639 3,406 Variable Rate Lease Revenue Bonds (Taxable), Oakland Coliseum Project3 25,250 15,750 3,050 897 4,099 OACCA Bonds Subtotal $ 170,650 $ 152,950 $ 4,400 $ 7,269 $ 13,069
Master Lease Agreements 2001, Eastmont Town Center (Police Substation)$ 11,333 $ 8,890 $ 1,067 $ 466 $ 1,534 2002, Master Lease / Purchase Agreement (Schedules 1-4) 19,768 8,055 2,580 316 2,896 2002, Master Lease / Purchase Agreement (Schedules 5-8) 14,923 8,680 1,639 347 1,986 2004, Solar Panel Tax-Exempt Lease Transaction 4,139 4,139 1,079 185 1,264 2005, Master Lease (Shoretel) 1,397 1,397 175 59 234 2005, Master Lease (Enterasys) 1,140 1,140 142 51 192 Master Lease Subtotal $ 52,700 $ 32,301 $ 6,683 $ 1,423 $ 8,106
Sewer Revenue Bonds Sewer Revenue Bonds, 2004 Series A$ 62,330 $ 62,330 $ 1,490 $ 2,991 $ 4,481 Sewer Revenue Bonds Subtotal$ 62,330 $ 62,330 $ 1,490 $ 2,991 $ 4,481
Special Assessment Bonds Oakland JPFA Special Assessment Pooled Revenue Bonds, 1996 Series A$ 465 $ 255 $ 10 $ 16 $ 26 Oakland JPFA Special Assessment Pooled Revenue Bonds, Series 1997 1,250 720 75 37 112 Oakland JPFA Reassessment Revenue Bonds, Series 1999 7,255 6,355 200 335 535 Special Assessment Bonds Subtotal$ 8,970 $ 7,330 $ 285 $ 389 $ 674
Oakland Redevelopment Agency ---Tax Allocation Bonds--- Tax Allocation Refunding Bonds, Series 1988 (Acorn Redevelopment Project)$ 3,375 $ 715 $ 340 $ 53 $ 393 Senior Tax Allocation Refunding Bonds, Series 1992 (Central District Redev. Proj.) 97,655 52,365 5,150 2,962 8,112 Subordinated Tax Allocation Bonds, Series 2003 (Central District Redev. Proj.) 120,605 112,950 2,870 5,894 8,764 Tax Allocation Bonds, Series 2003 (Coliseum Area Redevelopment Project) 23,085 22,700 395 1,102 1,497 Subordinated Tax Allocation Bonds, Series 2005 (Central District Redev. Proj.) 44,360 44,360 - 2,218 2,218 ---General Obligation Bonds--- General Obligation Bonds, 1998 (Tribune Towers Renovation) 600 350 40 20 60 ---Housing Set-Aside Bonds---- Subordinated Housing Set-Aside Revenue Bonds (Taxable), Series 2000T 39,395 36,645 1,530 2,845 4,375 ORA Bonds Subtotal $ 329,075 $ 270,085 $ 10,325 $ 15,094 $ 25,419 TOTAL DIRECT DEBT $ 1,523,444 $ 1,165,098 $ 60,059 $ 45,163 $ 111,276 ALL DEBT OBLIGATIONS $ 1,976,519 $ 1,537,143 $ 78,842 $ 65,059 $ 149,956
1 Variable rate assumed to average 3.25%; total debt service includes all anticipated ancillary fees. 2 Variable rate assumed to average 3.25% on tax-exempt Series A and 5.00% on taxable Series B; total debt service includes all anticipated ancillary fees. 3 Variable rate assumed to average 6.00%; total debt service includes all anticipated ancillary fees. 4 Variable rate assumed to average 3.50%; total debt service includes all anticipated ancillary fees.
U - 22 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND Debt Service Schedule as of 7/1/2005 FY 2006-07
Fiscal Year 2006-2007 Total Debt Series Name Principal Interest Service
General Obligation Bonds General Obligation Bonds, Series 2002A (Measure G)$ 705 $ 1,823 $ 2,528 General Obligation Bonds, Series 2003 (Measure DD) 1,405 3,010 4,415 General Obligation Bonds, Series 2005 A 5,310 5,641 10,951 General Obligation Bonds Subtotal$ 7,420 $ 10,474 $ 17,894
Lease Revenue Bonds / Certificates of Participation Civic Improvement Corporation Variable Rate Demand COP, 19851 $ 2,300 $ 996 $ 3,408 Refunding Certificates of Participation (Oakland Museum), 1992 Series A 1,059 1,691 2,750 Oakland JPFA Lease Revenue Refunding Bonds, Series 2001 8,930 5,041 13,971 Refunding Certificates of Participation (Oakland Museum), 2002 Series A - 777 777 Oakland JPFA Lease Revenue Refunding Bonds (Admin. Building), Series 20041 3,475 3,309 7,612 Oakland JPFA Special Refunding Revenue Bonds, Series 20052 8,600 4,677 16,693 Lease Revenue Bonds / COPs Subtotal$ 24,364 $ 16,492 $ 45,212
Pension Obligation Bonds Taxable Pension Obligation Bonds, Series 1997 A & B$ 27,850 $ 8,118 $ 35,968 Taxable Pension Obligation Bonds, Series 2001 - - - POB Subtotal $ 27,850 $ 8,118 $ 35,968
Oakland-Alameda County Coliseum Authority Lease Revenue Bonds (Taxable-Oakland Coliseum Arena Project), 1996 Series A3 $ 1,500 $ 3,647 $ 5,618 Lease Revenue Bonds (Oakland Coliseum Project)4 - 2,639 3,406 Variable Rate Lease Revenue Bonds (Taxable), Oakland Coliseum Project3 2,750 718 3,589 OACCA Bonds Subtotal $ 4,250 $ 7,004 $ 12,613
Master Lease Agreements 2001, Eastmont Town Center (Police Substation)$ 832 $ 411 $ 1,243 2002, Master Lease / Purchase Agreement (Schedules 1-4) 2,688 208 2,896 2002, Master Lease / Purchase Agreement (Schedules 5-8) 1,706 279 1,986 2004, Solar Panel Tax-Exempt Lease Transaction 164 128 292 2005, Master Lease (Shoretel) 183 51 234 2005, Master Lease (Enterasys) 148 44 192 Master Lease Subtotal $ 5,721 $ 1,122 $ 6,843
Sewer Revenue Bonds Sewer Revenue Bonds, 2004 Series A$ 1,535 $ 2,946 $ 4,481 Sewer Revenue Bonds Subtotal$ 1,535 $ 2,946 $ 4,481
Special Assessment Bonds Oakland JPFA Special Assessment Pooled Revenue Bonds, 1996 Series A$ 10 $ 16 $ 26 Oakland JPFA Special Assessment Pooled Revenue Bonds, Series 1997 80 34 114 Oakland JPFA Reassessment Revenue Bonds, Series 1999 195 326 521 Special Assessment Bonds Subtotal$ 285 $ 375 $ 660
Oakland Redevelopment Agency ---Tax Allocation Bonds--- Tax Allocation Refunding Bonds, Series 1988 (Acorn Redevelopment Project)$ 375 $ 28 $ 403 Senior Tax Allocation Refunding Bonds, Series 1992 (Central District Redev. Proj.) 5,470 2,653 8,123 Subordinated Tax Allocation Bonds, Series 2003 (Central District Redev. Proj.) 2,970 5,791 8,761 Tax Allocation Bonds, Series 2003 (Coliseum Area Redevelopment Project) 410 1,090 1,500 Subordinated Tax Allocation Bonds, Series 2005 (Central District Redev. Proj.) - 2,218 2,218 ---General Obligation Bonds--- General Obligation Bonds, 1998 (Tribune Towers Renovation) 45 17 62 ---Housing Set-Aside Bonds---- Subordinated Housing Set-Aside Revenue Bonds (Taxable), Series 2000T 1,650 2,721 4,371 ORA Bonds Subtotal $ 10,920 $ 14,519 $ 25,439 TOTAL DIRECT DEBT $ 63,884 $ 42,087 $ 111,686 ALL DEBT OBLIGATIONS $ 82,345 $ 61,049 $ 149,110
1 Variable rate assumed to average 3.25%; total debt service includes all anticipated ancillary fees. 2 Variable rate assumed to average 3.25% on tax-exempt Series A and 5.00% on taxable Series B; total debt service includes all anticipated ancilla 3 Variable rate assumed to average 6.00%; total debt service includes all anticipated ancillary fees. 4 Variable rate assumed to average 3.50%; total debt service includes all anticipated ancillary fees.
FY 2005-07 ADOPTED POLICY BUDGET U - 23 NON-DEPARTMENTAL Ten-Year Negative Fund Rebalancing Schedule
SELF-INSURANCE FUND (1100) FINANCIAL PROJECTION Beginning Fund Deficit Total Total Operating Year- End Amount of Change in Increase $ (22,694,000) Revenues Expenditures Deficit Fund Balance Subsidy Subsidy in Subsidy 2004-05 7,188,000 7,186,713 1,287 (22,692,713) 7,188,000 2005-06 9,255,800 10,612,110 (1,356,310) (24,049,023) 9,255,800 2,067,800 29% 2006-07 11,023,600 11,287,215 (263,615) (24,312,638) 11,023,600 1,767,800 19% 2007-08 16,981,000 11,966,872 5,014,128 (19,298,510) 16,981,000 5,957,400 54% 2008-09 16,981,000 12,653,792 4,327,208 (14,971,302) 16,981,000 - 0% 2009-10 16,981,000 12,653,792 4,327,208 (10,644,094) 16,981,000 - 0% 2010-11 16,981,000 13,355,117 3,625,883 (7,018,211) 16,981,000 - 0% 2011-12 16,981,000 14,076,670 2,904,330 (4,113,881) 16,981,000 - 0% 2012-13 16,981,000 14,823,289 2,157,711 (1,956,170) 16,981,000 - 0% 2013-14 16,981,000 15,599,100 1,381,900 (574,270) 16,981,000 - 0% 2014-15 16,981,000 16,407,728 573,272 (998) 16,981,000 - 0%
KAISER CONVENTION CENTER FUND (1730) FINANCIAL PROJECTION Beginning Fund Deficit Total Total Operating Year- End Amount of Change in Increase $ (5,032,000) Revenues Expenditures Deficit Fund Balance Subsidy Subsidy in Subsidy 2004-05 790,000 1,100,438 (310,438) (5,342,438) 2005-06 409,180 597,919 (188,739) (5,531,177) 188,900 188,900 N/A 2006-07 527,800 - 527,800 (5,003,377) 527,800 338,900 179% 2007-08 625,540 - 625,540 (4,377,837) 631,640 103,840 20% 2008-09 625,540 - 625,540 (3,752,297) 631,640 - 0% 2009-10 625,540 - 625,540 (3,126,757) 631,640 - 0% 2010-11 625,540 - 625,540 (2,501,217) 631,640 - 0% 2011-12 625,540 - 625,540 (1,875,677) 631,640 - 0% 2012-13 625,540 - 625,540 (1,250,137) 631,640 - 0% 2013-14 625,540 - 625,540 (624,597) 631,640 - 0% 2014-15 625,540 - 625,540 943 631,640 - 0%
TELECOMMUNICATIONS FUND (1760) FINANCIAL PROJECTION Beginning Fund Deficit Non-subsidy Total Total Operating Year- End Amount of Change in Increase $ (1,370,000) Revenue* Revenue Expenditures Deficit Fund Balance Subsidy Subsidy in Subsidy 2004-05 931,949 931,949 1,181,577 (249,628) (1,619,628) 2005-06 990,457 1,138,757 1,320,091 (181,334) (1,800,962) 148,300 148,300 N/A 2006-07 1,052,638 1,339,238 1,384,695 (45,457) (1,846,420) 286,600 138,300 93% 2007-08 1,118,722 1,610,212 1,440,083 170,129 (1,676,290) 491,490 204,890 71% 2008-09 1,188,956 1,680,446 1,497,686 182,759 (1,493,531) 491,490 - 0% 2009-10 1,263,598 1,755,088 1,557,594 197,495 (1,296,036) 491,490 - 0% 2010-11 1,342,927 1,834,417 1,619,897 214,520 (1,081,516) 491,490 - 0% 2011-12 1,427,236 1,918,726 1,684,693 234,033 (847,484) 491,490 - 0% 2012-13 1,516,838 2,008,328 1,752,081 256,247 (591,237) 491,490 - 0% 2013-14 1,612,065 2,103,555 1,822,164 281,391 (309,846) 491,490 - 0% 2014-15 1,713,270 2,204,760 1,895,051 309,710 (137) 491,490 - 0%
*revenue growth from COMCAST franchise fees is projected at 6.3% per year, consistent with prior year growth.
U - 24 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND Ten-Year Negative Fund Rebalancing Schedule
CONTRACT COMPLIANCE FUND (1790) FINANCIAL PROJECTION Beginning Fund Def icit Total Total Operating Year- End Amount of Change in Increase $ (5,247,000) Revenues* Expenditures Deficit Fund Balance Subsidy Subsidy in Subsidy 2004-05 843,535 1,192,729 (349,194) (5,596,194) 2005-06 138,350 0 138,350 (5,457,844) 138,350 138,350 N/A 2006-07 416,700 0 416,700 (5,041,144) 416,700 278,350 201% 2007-08 630,020 0 630,020 (4,411,124) 630,020 213,320 51% 2008-09 630,020 0 630,020 (3,781,104) 630,020 - 0% 2009-10 630,020 0 630,020 (3,151,084) 630,020 - 0% 2010-11 630,020 0 630,020 (2,521,064) 630,020 - 0% 2011-12 630,020 0 630,020 (1,891,044) 630,020 - 0% 2012-13 630,020 0 630,020 (1,261,024) 630,020 - 0% 2013-14 630,020 0 630,020 (631,004) 630,020 - 0% 2014-15 630,020 0 630,020 (984) 630,020 - 0%
* In FY 2004-05, the source of revenue w as a 3% assessment against all City contracts over $25,000, w hich is insufficient to cover the Fund's expenditures to monitor and enforce City policies on contracting and procurement.
EQUIPM ENT FUND (4100) FINANCIAL PROJECTION Beginning Fund Def icit ISF non-ISF Total Total Operating Year- End Impact Rate $ (5,539,000) Revenues Revenue Revenue Expenditures Deficit Fund Balance on GPF Inc. 2004-05 11,820,000 290,000 12,110,000 16,490,000 (4,380,000) (9,919,000) 6,906,564 2005-06 13,644,815 573,087 14,217,902 16,877,777 (2,659,875) (12,578,875) 7,179,268 2006-07 15,487,098 580,039 16,067,137 17,225,477 (1,158,340) (13,737,215) 8,186,840 2007-08 16,348,390 603,241 16,951,630 17,405,321 (453,691) (14,190,906) 8,598,588 6% 2008-09 17,257,581 627,370 17,884,951 17,749,028 135,923 (14,054,983) 9,072,008 6% 2009-10 18,217,335 652,465 18,869,800 18,115,777 754,024 (13,300,959) 9,571,566 6% 2010-11 19,230,465 678,564 19,909,029 18,582,944 1,326,085 (11,974,874) 10,098,707 6% 2011-12 20,299,939 705,706 21,005,645 19,062,159 1,943,486 (10,031,388) 10,654,957 6% 2012-13 21,428,889 733,934 22,162,824 19,553,731 2,609,092 (7,422,296) 11,241,927 6% 2013-14 22,620,625 763,292 23,383,917 20,057,981 3,325,936 (4,096,360) 11,861,318 6% 2014-15 23,878,637 793,823 24,672,460 20,575,233 4,097,227 867 12,514,922 6%
FACILITIES FUND (4400) FINANCIAL PROJECTION Beginning Fund Def icit ISF non-ISF Total Total Operating Year- End Impact Rate $ (10,052,000) Revenues Revenue Revenue Expenditures Deficit Fund Balance on GPF Inc. 2004-05 15,510,000 500,000 16,010,000 17,460,000 (1,450,000) (11,502,000) 2005-06 14,950,038 489,814 15,439,852 20,766,315 (5,326,463) (16,828,463) 8,989,812 2006-07 17,708,481 702,898 18,411,379 21,456,556 (3,045,177) (19,873,640) 10,644,021 2007-08 19,305,998 731,014 20,037,012 21,997,204 (1,960,191) (21,833,831) 11,666,496 9% 2008-09 21,047,631 760,254 21,807,886 22,624,063 (816,177) (22,650,008) 12,697,582 9% 2009-10 22,946,380 790,665 23,737,045 23,211,132 525,913 (22,124,096) 13,820,830 9% 2010-11 25,016,419 822,291 25,838,710 24,220,807 1,617,903 (20,506,192) 15,044,519 9% 2011-12 27,273,200 855,183 28,128,383 25,274,402 2,853,981 (17,652,212) 16,377,675 9% 2012-13 29,733,570 889,390 30,622,960 26,373,828 4,249,132 (13,403,080) 17,830,136 9% 2013-14 32,415,895 924,966 33,340,861 27,521,079 5,819,782 (7,583,298) 19,412,626 9% 2014-15 35,340,198 961,964 36,302,162 28,718,235 7,583,927 629 21,136,836 9%
FY 2005-07 ADOPTED POLICY BUDGET U - 25 NON-DEPARTMENTAL
Notes
U - 26 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
City of Oakland Budget & Financial Policies
Policy Entity Date of Council Resolution /Ordinance # Adoption
Reserve Policy - General Fund and City June 17, 2003 Ordinance 12502 Capital Improvement Fund
Policy on Balanced Budgets City July 15, 2003 Resolution 77922
Long-Term Financial Planning Policy City July 15, 2003 Resolution 77923
Policy on Charges for Services City July 15, 2003 Resolution 77924
Investment Policy – FY 2005-06 City and June 21, 2005 City Resolution: 79303 ORA ORA Resolution: 2005-031 Debt Management Policy – FY 2005-06 City and June 21, 2005 City Resolution: 79302 ORA ORA Resolution: 2005-030
Other Supplemental Materials
Summary of the 2005 Community Survey Results
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CityCity ofof OaklandOakland 20052005 CommunityCommunity SurveySurvey February 2005
Summary of Results
Fairbank, Maslin, Maullin & Associates Opinion Research & Public Policy Analysis Santa Monica, CA – Oakland, CA – Madison, WI - Mexico City
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates
Opinion Research & Public Policy Analysis Most residents continue to be happy with Oakland’s quality of life. Residents’ Evaluation of the Quality of Life in Oakland
Excellent Good Only Fair Poor DK/NA
2005 19% 42% 30% 8% 1%
2002 19% 45% 27% 8% 1%
2000 18% 47% 28% 6% 1%
1995 10% 42% 38% 9% 1%
0% 20% 40% 60% 80% 100% 3. How would you rate Oakland as a place to live: is it an excellent place to live, a good place, only fair, or a poor place to live?
FY 2005-07 ADOPTED POLICY BUDGET V - 39 SUPPLEMENTAL
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates
Opinion Research & Public Policy Analysis Residents most frequently name education as the issue they would like to see the City budget address. (Open-End, Top Responses, Responses Grouped) 1st Choice 2nd Choice 3rd Choice
Education/public schools 35% 15% 9%
Crime 22% 17% 6%
Housing costs/affordability 5% 5% 4%
Jobs/keeping businesses 4% 7% 7%
Drugs 4% 5% 5%
Street maintenance 4% 5% 5%
Gangs/violence 3% 4% 3%
Homelessness 2%3% 4%
Lack of police 2%3%2%
0% 10% 20% 30% 40% 50% 60% 4. In the upcoming two-year budget, what are the three most serious issues facing the residents of Oakland that you would like to see prioritized in the City government budget?
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates Opinion Research & Since 2000, education and crime have been Since 2000, education and crime have been Public Policy Analysis residents’ top concerns. (Open-End, Top Responses, Responses Grouped; Question Wording Varied by Year) 2005 2002 2000
35% Education/public schools 14% 33% 29% Crime/Drugs/Gangs 41% 30% 5% Housing costs/affordability 12% 8% 4% Jobs/keeping businesses 3% 5% 4% Street maintenance 4% 3% 2% Homelessness 4% 3% 2% Lack of police 2% 0%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% (2005) 4. In the upcoming two-year budget, what are the three most serious issues facing the residents of Oakland that you would like to see prioritized in the City government budget? (First Choice Shown) (2002 & 2000) 4. What do you think is the most serious issue facing the residents of Oakland that you would like to see City government do something about?
V - 40 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates
Opinion Research & Public Policy Analysis With responses relating to education removed, crime emerges as the clear top priority.
(1st Choice Results; Education 1st Choice Responses Re-Allocated to Second Choice Issue)
Crime/Drugs/Gangs 41%
Housing costs/affordability 7%
Jobs/keeping businesses 6%
Street maintenance 6%
Homelessness 3%
Lack of police 3%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
(2005) 4. In the upcoming two-year budget, what are the three most serious issues facing the residents of Oakland that you would like to see prioritized in the City government budget? (First Choice Shown)
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates
Opinion Research & Public Policy Analysis Oakland residents rate drugs, gangs and housing costs as among the most serious problems facing the City. Very Ser. S.W. Ser. Not Too/Not At All Ser. DK/No Opin.
Gangs and juvenile violence 57% 28% 11%4%
A lack of affordable housing 56% 28% 11% 5%
Drug usage and drug abuse 55% 29% 10% 6%
Reckless or unsafe driving 45% 31% 22% 2%
Unemployment among people who usually 42% 37% 14% 7% have jobs
0% 20% 40% 60% 80% 100%
5. I’d like to read you a list of things that some people say may be problems facing the city of Oakland. Please tell me whether you think it is a very serious problem, somewhat serious, not too serious, or not at all a serious problem in Oakland today.
FY 2005-07 ADOPTED POLICY BUDGET V - 41 SUPPLEMENTAL
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates
Opinion Research & Continued: Public Policy Analysis
Very Ser. S.W. Ser. Not Too/Not At All Ser. DK/No Opin.
Homelessness 40% 37% 19% 4%
Potholes and broken sidewalks 39% 33% 26% 2%
Inefficiency in City government 35% 35% 15% 15%
Dirty streets and sidewalks 34% 35% 30% 1%
The amount of taxes people have to pay for 34% 28% 31% 7% City services
Blight and abandoned buildings 27% 37% 31% 5%
0% 20% 40% 60% 80% 100%
5. I’d like to read you a list of things that some people say may be problems facing the city of Oakland. Please tell me whether you think it is a very serious problem, somewhat serious, not too serious, or not at all a serious problem in Oakland today.
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates
Opinion Research & Continued: Public Policy Analysis
Very Ser. S.W. Ser. Not Too/Not At All Ser. DK/No Opin.
Traffic congestion 26% 31% 41% 2%
Dirty or neglected parks 25% 33% 36% 6%
Graffiti and similar vandalism 23% 39% 35% 3%
Tensions between racial or ethnic groups 22% 32% 43% 3%
The quality of Oakland's basic city services 20% 38% 37% 5%
Neglected street trees 15% 29% 51% 5%
0% 20% 40% 60% 80% 100%
5. I’d like to read you a list of things that some people say may be problems facing the city of Oakland. Please tell me whether you think it is a very serious problem, somewhat serious, not too serious, or not at all a serious problem in Oakland today.
V - 42 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates Opinion Research & Concern about a number of issues has Public Policy Analysis increased modestly since 2002.
(% Rating Each Item as a "Very Serious" Problem in Oakland, 2005 and 2002) % 2005 2002 Increase
35% Inefficiency in City government +7% 28%
42% Unemployment among people who +6% usually have jobs 36%
The amount of taxes people have to 34% +5% pay for City services 29%
20% Quality of basic city services +4% 16%
0% 20% 40% 5. I’d like to read you a list of things that some people say may be problems facing the city of Oakland. Please tell me whether you think it is a very serious problem, somewhat serious, not too serious, or not at all a serious problem in Oakland today.
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates Opinion Research & Residents rate safety and a clean environment Public Policy Analysis as their highest priorities for city life.
(Mean importance scores on a 1 to 10 scale among those offering a response)
Having responsive fire and emergency 9.0 medical services A clean environment, including land, air, and 8.9 water
Safe neighborhoods 8.9
Having after school programs available to 8.7 children and youth
Safe schools 8.7
Having access to affordable housing 8.6
12345678910 7. I am going to read you a list of qualities that some people think make a city a good place to live. Please tell me how important you personally believe that quality is in making a city a good place to live. Split Sample.
FY 2005-07 ADOPTED POLICY BUDGET V - 43 SUPPLEMENTAL
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates
Opinion Research & Continued: Public Policy Analysis (Mean importance scores on a 1 to 10 scale among those offering a response)
Having recreation programs available for 8.5 youth
Having well maintained storm drains to help 8.4 prevent floods and mudslides
Having the city's downtown be safe and 8.4 clean
Having substance abuse treatment available 8.3 for residents who need it
Having adequate shelter available for 8.3 homeless people in Oakland
12345678910 7. I am going to read you a list of qualities that some people think make a city a good place to live. Please tell me how important you personally believe that quality is in making a city a good place to live. Split Sample.
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates
Opinion Research & The greatest satisfaction gaps are on Public Policy Analysis affordable housing and recreation programs.
(Ranked by Difference Between Importance and Satisfaction Mean Scores)
Importance Satisfaction Difference
Having access to affordable 8.6 -3.9 housing 4.7
Having recreation programs 8.5 -3.7 available for youth 4.8 8.7 Safe schools -3.6 5.1
Having substance abuse treatment 8.3 available for residents who need it -3.4 4.9 Having adequate shelter available 8.3 -3.4 for homeless people in Oakland 4.9
0246810 7. I am going to read you a list of qualities that some people think make a city a good place to live. Please tell me how important you personally believe that quality is in making a city a good place to live. Split Sample. 8. Thinking back on the list of items I just read, for each one I mention again, please tell me how satisfied you are personally with that item in the City of Oakland. Split Sample.
V - 44 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates Opinion Research & Oaklanders continue to feel safe in Public Policy Analysis most areas during the day.
Total Safe Total Unsafe Neither/No Opin. 2005 82% 14% 4%
In your neighborhood 2002 80% 14% 6% 2000 84% 11% 5%
2005 74% 17% 9% Downtown 2002 73% 17% 10% 2000 68% 20% 12%
2005 65% 22% 13% In the park closest to you 2002 69% 19% 12% 2000 64% 21% 15%
0% 20% 40% 60% 80% 100% 10. How safe do you feel walking around during the day ______? Do you feel safe, unsafe, or neither safe nor unsafe?
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates
Opinion Research & Public Policy Analysis At night, most Oaklanders do not feel safe in their nearest park or downtown.
Total Safe Total Unsafe Neither/No Opin. 2005 49% 45% 6% In your neighborhood 2002 50% 40% 10% 2000 50% 40% 10%
2005 25% 60% 15% In the park closest to you 2002 30% 53% 17% 2000 25% 58% 17%
2005 29% 58% 13% Downtown 2002 33% 51% 16% 2000 29% 58% 13%
0% 20% 40% 60% 80% 100%
11. How safe do you feel walking around at night ______? Do you feel safe, unsafe, or neither safe nor unsafe?
FY 2005-07 ADOPTED POLICY BUDGET V - 45 SUPPLEMENTAL
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates
Opinion Research & Public Policy Analysis Drugs, unsafe driving, robberies and gang violence top the list of public safety concerns.
2005 2002 2000 16% Drugs/drug abuse 19% 23% 15% Speeding/unsafe driving 18% 6% 14% Robbery/muggings 13% 16% 10% Gangs/juvenile violence 6% 5% 9% Car theft 8% 7% 2% Graffiti/vandalism 3% 3% 3% Shootings/gun violence 3% 4%
0% 5% 10% 15% 20% 25%
12. What would you say is the most serious public safety problem in your neighborhood? (Open End, Responses Grouped, Top Responses Only)
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates
Opinion Research & Public Policy Analysis About half of residents are familiar with the community policing program.
Amount Heard About Community Policing in Oakland
A Great Deal A Little Nothing/DK
2005 14% 30% 56%
2002 18% 31% 51%
2000 16% 32% 52%
0% 20% 40% 60% 80% 100%
14. Have you heard anything about community policing in Oakland?
V - 46 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates
Opinion Research & Public Policy Analysis Most residents continue to perceive community policing as an effective anti-crime strategy.
Community policing is a policy of having police officers develop close working relationships with the people in the neighborhoods they serve. How effective is this policy in helping the City of Oakland reduce crime and increase public safety?
Very Effective S.W. Effective Total Not Effective DK/NA
2005 22% 38% 23% 17%
2002 27% 37% 22% 14%
2000 30% 36% 17% 17%
0% 20% 40% 60% 80% 100% 15. How effective is this policy in helping the City of Oakland reduce crime and increase public safety?
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates
Opinion Research & Public Policy Analysis Overall satisfaction with City government services declined slightly in 2005. Residents' Evaluation of the Overall Quality of City Services
Excellent Good Only Fair Poor DK/NA
2005 2% 28% 49% 18% 3%
2002 5% 35% 42% 14% 4%
2000 4% 30% 49% 13% 4%
1995 2% 26% 46% 19% 7%
0% 20% 40% 60% 80% 100%
6. How would you rate the overall job being done by Oakland city government in providing services to the people who live here?
FY 2005-07 ADOPTED POLICY BUDGET V - 47 SUPPLEMENTAL
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates Opinion Research & Residents are most satisfied with recycling Public Policy Analysis and garbage pickup and fire protection. (Mean service satisfaction scores among those offering a response, on a scale ranging from a low of 1 to a high of 10)
Recycling pick-up 7.1
Garbage and yard waste pick-up 6.7
Fire prevention and protection 6.4
Street lighting in your neighborhood 6.3
Library services 6.2
Police protection in your neighborhood 5.9
02468 9. I would like to read you a list of specific services provided by Oakland's City government to residents of the city. For each one that I mention, please tell me how satisfied you are with that service. Please think of a scale going from 1 to 10, where 1 means you are NOT AT ALL SATISFIED with the service and 10 means you are VERY SATISFIED with the service.
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates
Opinion Research & Continued: Public Policy Analysis (Mean service satisfaction scores among those offering a response, on a scale ranging from a low of 1 to a high of 10)
Customer service at City recreation centers 5.9
Sewer and storm drain maintenance 5.8
Tree trimming 5.7
Removal of graffiti from public buildings 5.6
Landscaping on street medians and other public areas 5.6
Maintenance of public parks 5.6
02468 9. I would like to read you a list of specific services provided by Oakland's City government to residents of the city. For each one that I mention, please tell me how satisfied you are with that service. Please think of a scale going from 1 to 10, where 1 means you are NOT AT ALL SATISFIED with the service and 10 means you are VERY SATISFIED with the service.
V - 48 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates
Opinion Research & Public Policy Analysis About one in three residents has had personal or telephone contact with a City employee in the past two years.
Yes, contact No contact/DK/NA
2005 34% 66%
2002 33% 67%
2000 32% 68%
1995 31% 69%
0% 20% 40% 60% 80% 100%
16. Have you had any direct contact, either in person or by telephone, with Oakland City government in the past two years?
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates Opinion Research & Residents overwhelmingly Residents overwhelmingly Public Policy Analysis describe the employees with whom they had contact as "helpful."
(Of the 34% Who Had Contact with a City Employee)
Very helpful 39% TOTAL HELPFUL Somewhat helpful 33% 72%
Not too helpful 13% TOTAL NOT HELPFUL Not at all helpful 13% 26%
DK/NA 2%
0% 10% 20% 30% 40% 50%
18. In general, how would you rate the service you received from the City employee or employees with whom you have spoken?
FY 2005-07 ADOPTED POLICY BUDGET V - 49 SUPPLEMENTAL
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates Opinion Research & Residents most often get information from Residents most often get information from Public Policy Analysis TV news or the Oakland Tribune. 1st Choice 2nd Choice 3rd Choice
Television news 50% 19% 8%
The Oakland Tribune newspaper 19% 19% 7%
A newspaper other than the Oakland Tribune 10% 14% 8%
Word of mouth 6% 10% 20%
Radio news 4% 14% 13%
The City’s website, www.oaklandnet.com 4% 4% 6%
A neighborhood newsletter 2%4% 4%
A neighborhood website 1%1%1%
An e-mail newsgroup 1%1%1%
Other 2%2%1%
DK/NA 2% 11% 31%
0% 20% 40% 60% 80% 100% 21. Which of the following sources of information do you use most often to find out what Oakland City government is doing?
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates
Opinion Research & Public Policy Analysis Of those with Internet access, about half have visited the City's website.
(Of the 68% Who Have Internet Access)
Have Visited Have Not Visited DK/NA
2005 50% 50%
2002 38% 59% 3%
0% 20% 40% 60% 80% 100%
20. Have you ever visited the City of Oakland website?
V - 50 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Fairbank, Maslin, 2005 Oakland Community Survey Maullin & Associates
Opinion Research & Public Policy Analysis Conclusions: • Oakland residents continue to be highly pleased with the quality of life in the community. • Among issue areas impacted by City services, crime, housing costs, and unemployment are top-tier concerns for Oakland residents. • Drugs, unsafe driving, robberies and gang activity are residents top public safety concerns. • Overall satisfaction with City government’s performance has declined slightly, but satisfaction with most individual services remains high. • Residents continue to perceive City employees as very helpful. • TV news and newspapers are Oaklanders’ main sources of information about City government, though an increasing number have visited the City’s website.
FY 2005-07 ADOPTED POLICY BUDGET V - 51 SUPPLEMENTAL
Notes
V - 52 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Index
A Authorized Positions by Program City Administrator ...... H-10 Abbreviation Guide ...... B-10 City Attorney ...... I-7 City Auditor ...... J-6 Adopted Budget and Historical Expenditures by Fund City Clerk ...... K-7 City Administrator ...... H-7 City Council ...... G-6 City Attorney ...... I-5 Community & Economic Development ...... T-14 City Auditor ...... J-4 Cultural Arts ...... O-8 City Clerk ...... K-5 Finance & Management ...... L-11 City Council ...... G-4 Fire Services ...... N-9 Community & Economic Development ...... T-9 Human Services ...... R-8 Cultural Arts ...... O-5 Library ...... P-8 Finance & Management ...... L-6 Mayor ...... F-6 Fire Services ...... N-6 Parks & Recreation ...... Q-10 Human Services ...... R-5 Police Services ...... M-10 Library...... P-5 Public Works ...... S-13 Mayor ...... F-4 Non-Departmental ...... U-5 Parks & Recreation ...... Q-7 B Police Services ...... M-6 Public Works ...... S-7 Balanced Budget Policy ...... V-5 Airport, Oakland International...... C-5 Basis of Budgeting...... D-6 All-America City ...... C-1 Budget Adoption ...... B-4 All Funds Expenditures ...... D-48 Budget Amendment ...... B-4 All Funds Revenue ...... D-26 Budget by Council District ...... G-8 Amateur/Professional Sports ...... C-9 Budget by Council Goal ...... D-18 Analysis of Funding Stability ...... D-168 Budget by Fund Group ...... D-19 Arts and Attractions ...... C-8 Budget by Program Authorized Positions by Classification City Administrator ...... H-11 City Administrator ...... H-8 City Attorney ...... I-8 City Attorney ...... I-6 City Auditor ...... J-7 City Auditor ...... J-6 City Clerk ...... K-8 City Clerk ...... K-7 City Council ...... G-7 City Council ...... G-6 Community & Economic Development ...... T-15 Community & Economic Development ...... T-11 Cultural Arts ...... O-9 Cultural Arts ...... O-6 Finance & Management ...... L-12 Finance & Management ...... L-9 Fire Services ...... N-10 Fire Services ...... N-7 Human Services ...... R-9 Human Services ...... R-6 Library ...... P-9 Library...... P-6 Mayor ...... F-7 Mayor ...... F-5 Non-Departmental ...... U-7 Parks & Recreation ...... Q-8 Parks & Recreation ...... Q-11 Police Services ...... M-8 Police Services ...... M-11 Public Works ...... S-9 Public Works ...... S-14
FY 2005-07 ADOPTED POLICY BUDGET W - 1 INDEX
Budget Development...... B-3 Capital Improvement Program (CIP) Parks & Open Space Category ...... D-148 Budget Guide ...... B-1 Sewer & Storm Drain Category...... D-149 Abbreviation Guide ...... B-10 Streets & Sidewalks Category ...... D-150 Budget Adoption...... B-4 Summary by Category ...... D-145 Budget Amendment ...... B-3 Summary by Program ...... D-144 Budget Development ...... B-4 Summary by Source ...... D-141 Budget Process ...... B-2 Technology Enhnacements Category ...... D-152 Five Year Financial Plan ...... B-1 Miscellaneous Category ...... D-153 Format of Agency/Department Budgets ...... B-6 Unfunded Projects ...... D-154 Format of Budget Document ...... B-5 Glossary of Budgetary Terminology ...... B-7 Capital Improvement Reserve Fund Policy ...... V-2 Transition to Performance-Based Budget ...... B-1 Two-Year Budget ...... B-1 Chabot Space & Science Center ...... C-9
Budget and Financial Policies Charges for Services Policy...... V-9 Balanced Budget (Resolution) ...... V-5 Charges for Services (Resolution) ...... V-9 City Administrator ...... H-1 Debt Management Policy FY 2005-06 ...... V-25 Authorized Positions Investment Policy FY 2005-06 ...... V-12 by Classification ...... H-8 Long-Term Financial Planning (Resolution) ...... V-7 by Program ...... H-10 Reserve Policy (Resolution) ...... V-2 Business Goals ...... H-1 Historical Expenditures and Adopted Budget Budget Process ...... B-2 by Fund ...... H-7 Mission Statement ...... H-1 Budget Summary by Fund Organization Chart FY 2005-06 ...... D-52 by Division, with Supervisory Levels ...... H-3 FY 2006-07 ...... D-79 by Program ...... H-2 Program Detail ...... H-12 Business Goals Programs Included in FY 05-07 Budget ...... H-4 City Administrator ...... H-1 Revenue and Expenditures by Program ...... H-11 City Attorney ...... I-1 Significant Adopted Budget Changes ...... H-5 City Auditor ...... J-1 City Clerk ...... K-1 City Attorney City Council ...... G-1 Authorized Positions Community & Economic Development ...... T-1 by Classification ...... I-6 Cultural Arts ...... O-1 by Program ...... I-7 Finance & Management ...... L-1 Business Goals ...... I-1 Fire Services ...... N-1 Historical Expenditures and Adopted Budget Human Services ...... R-1 by Fund ...... I-5 Library...... P-1 Mission Statement ...... I-1 Mayor ...... F-1 Organization Chart Parks & Recreation ...... Q-1 by Division, with Supervisory Levels ...... I-2 Police Services ...... M-1 by Program ...... I-2 Public Works ...... S-1 Program Detail ...... I-9 Programs Included in FY 05-07 Budget ...... I-3 Business License Tax ...... D-34 Revenue and Expenditures by Program ...... I-8 Significant Adopted Budget Changes ...... I-4
C City Auditor ...... J-1 Authorized Positions Capital Improvement Program (CIP) ...... D-139 by Classification ...... J-5 Buidlings & Facilities Category ...... D-146 by Program ...... J-6 Discussion ...... D-140 Business Goals ...... J-1
W - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
City Auditor City Facts Historical Expenditures and AdoptedBudget Health Care ...... C-7 by Fund ...... J-4 History ...... C-4 Mission Statement ...... J-1 Key Facts ...... C-10 Organization Chart Labor Force and Employment ...... C-3 by Division, with Supervisory Levels ...... J-2 Media ...... C-9 by Program ...... J-2 Miscellaneous Construction Activity ...... C-13 Program Detail ...... J-8 Oakland International Airport ...... C-5 Programs Included in FY 05-07 Budget ...... J-3 Parks and Recreation...... C-7 Revenue and Expenditures by Program ...... J-7 Port of Oakland ...... C-5 Port of Oakland Activity ...... C-15 City Clerk ...... K-1 Professional/Amateur Sports ...... C-9 Authorized Positions Public Safety ...... C-7 by Classification ...... K-6 Retail Sales Tax by Major Business Group ...... C-16 by Program ...... K-7 Statistical Profile ...... C-12 Business Goals ...... K-1 Transportation and Mass Transit ...... C-6 Historical Expenditures and Adopted Budget by Fund ...... K-5 Citywide Objectives and Mayor / Council Goals .... A-1 Mission Statement ...... K-1 Organization Chart Citywide Program Structure ...... A-2 by Division, with Supervisory Levels ...... K-2 by Program ...... K-2 Climate ...... C-4 Program Detail ...... K-9 Programs Included in FY 05-07 Budget ...... K-3 Commercial Sectors ...... C-2 Revenue and Expenditures by Program ...... K-8 Significant Adopted Budget Changes ...... K-4 Community and Economic Development ...... T-1 Authorized Positions City Council ...... G-1 by Classification ...... T-11 Authorized Positions by Program ...... T-14 by Classification ...... G-5 Business Goals ...... T-1 by Program ...... G-6 Historical Expenditures and Adopted Budget Duties and Reponsibilities ...... G-1 by Fund ...... T-9 Goals ...... G-1 Mission Statement ...... T-1 Historical Expenditures and Adopted Budget Organization Chart by Fund ...... G-4 by Division, with Supervisory Levels ...... T-3 Organization Chart by Program ...... T-2 by Division, with Supervisory Levels ...... G-2 Program Detail ...... T-17 by Program ...... G-2 Programs Included in FY 05-07 Budget ...... T-4 Program Detail ...... G-9 Revenue and Expenditures by Program ...... T-15 Programs Included in FY 05-07 Budget ...... G-3 Significant Adopted Budget Changes ...... T-8 Revenue and Expenditures by District ...... G-8 Revenue and Expenditures by Program ...... G-7 Community Survey, 2005 ...... V-39
City Facts ...... C-1 Construction Activity, Miscellaneous ...... C-13 All-America City ...... C-1 Arts and Attractions ...... C-8 Contract Compliance & Employment Services .... H-17 Chabot Space and Science Center ...... C-9 Climate ...... C-4 Contract Listing ...... D-177 Commercial Sectors ...... C-2 Demographic Statistics ...... C-14 Cultural Arts ...... O-1 Demographics ...... C-3 Authorized Positions Education ...... C-6 by Classification ...... O-6 General Information ...... C-1 by Program ...... O-8 Government ...... C-2 Business Goals ...... O-1
FY 2005-07 ADOPTED POLICY BUDGET W - 3 INDEX
Cultural Arts Expenditure Tables ...... D-43 Historical Expenditures and Adopted Budget by Fund ...... O-5 Expenditures and Revenue by Program Mission Statement ...... O-1 City Administrator ...... H-11 Organization Chart City Attorney ...... I-8 by Division, with Supervisory Levels ...... O-2 City Auditor ...... J-7 by Program ...... O-2 City Clerk ...... K-8 Program Detail ...... O-10 City Council ...... G-7 Programs Included in FY 05-07 Budget ...... O-3 Community & Economic Development ...... T-15 Revenue and Expenditures by Program ...... O-9 Cultural Arts ...... O-9 Significant Adopted Budget Changes ...... O-4 Finance & Management ...... L-12 Fire Services ...... N-10 Human Services ...... R-9 D Library...... P-9 Mayor ...... F-7 Non-Departmental ...... U-7 Debt Burden and Debt Capacity ...... U- 16 Parks & Recreation ...... Q-11 Police Services ...... M-11 Debt Burden and Debt Capacity (Chart)...... U- 17 Public Works ...... S-14 Debt Issuances Description ...... U-18
Debt Management Policy, FY 05-06 ...... V-32 F
Debt Service Schedule – Year One ...... U-22 Facility Closures ...... D-10
Debt Service Schedule – Year Two ...... U-23 Finance and Management ...... L-1 Authorized Positions Demographic Statistics ...... C-14 by Classification ...... L-9 by Program ...... L-11 Demographics ...... C-3 Business Goals ...... L-1 Historical Expenditures and Adopted Budget Discretionary Budget Analysis ...... D-166 by Fund ...... L-6 Mission Statement ...... L-1 Distinguished Budget Presentation Award ...... Front Organization Chart by Division, with Supervisory Levels ...... L-3 by Program ...... L-3 E Program Detail ...... L-13 Programs Included in FY 05-07 Budget ...... L-4 Revenue and Expenditures by Program ...... L-12 Education ...... C-6 Significant Adopted Budget Changes ...... L-5 Emergency Medical Services Retention Act ...... D-132 Financial Summaries ...... D-1 Analysis of Funding Stability ...... D-168 Emergency Medical Services Retention Act All Funds Expenditures ...... D-48 (Legislation) ...... X-21 All Funds Revenue ...... D-26 Basis of Budgeting ...... D-6 Equal Access ...... H-20 Budget by Council Goal ...... D-18 Budget by Fund Group ...... D-19 Equal Opportunity Programs ...... H-21 Budget Summary by Fund FY 2005-06 ...... D-52 Expenditure by Fund Group FY 2006-07 ...... D-79 FY 2005-06 ...... D-44 Capital Improvement Program ...... D-139 FY 2006-07 ...... D-46 Contract Listing ...... D-179 Expenditure Forecast ...... D-5
W - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Financial Summaries Five Year Financial Plan ...... B-1 Discretionary Buget Analysis for the General Purpose Fund ...... D-164 Five Year Capital Improvement Program ...... D-135 Emergency Medical Services Retention Act ...... D-132 Buidlings & Facilities Category ...... D-146 Expenditure by Fund Group Discussion ...... D-140 FY 2005-06 ...... D-44 Parks & Open Space Category ...... D-148 FY 2006-07 ...... D-46 Sewer & Storm Drain Category ...... D-149 Expenditure Forecast ...... D-5 Streets & Sidewalks Category ...... D-150 Expenditure Tables...... D-43 Summary by Category ...... D-145 Forecasting Techniques ...... D-2 Summary by Program ...... D-144 Fund Balance Summary by Fund Group ...... D-106 Summary by Source ...... D-141 Fund and Fund Balances ...... D-105 Technology Enhnacements Category ...... D-152 Fund Descriptions ...... D-108 Miscellaneous Category ...... D-153 Fund Groups ...... D-107 Unfunded Projects ...... D-154 General Purpose Fund Expenditures ...... D-50 General Purpose Fund Revenue ...... D-28 Forecasting Techniques ...... D-2 General Purpose Fund Revenues (Summary of) ... D-30 Introduction to Financial Summaries ...... D-1 Format of Agency/Department Budgets...... B-6 Landscaping & Lighting Assessment District .... D-125 Library Services Retention and Enhancement .... D-130 Format of Budget Document ...... B-5 Local Assessments ...... D-123 Other Budget Information ...... D-157 Fund and Fund Balances ...... D-105 Paramedic Services Act ...... D-134 Planning for the Two-Year Budget ...... D-7 Fund Balance Summary by Fund Group ...... D-106 Program Financials ...... D-159 Revenue and Expenditure Forecast Methodology ... D-2 Fund Descriptions ...... D-108 Revenue by Fund Group FY 2005-06 ...... D-22 Fund Groups ...... D-107 FY 2006-07 ...... D-24 Revenue Forecast ...... D-3 Fund Transfers ...... D-41 Revenue Tables ...... D-21 Significant Adopted Budget Changes ...... D-10 Funding Stability Analysis ...... D-166 Summary Tables ...... D-9 Violence Prevention and Public Safety Act ...... D-136 Wildfire Prevention Assessment District ...... D-128 G
Fines & Penalties ...... D-39 General Fund Reserve Policy ...... V-2 Fire Services ...... N-1 Authorized Positions General Information ...... C-1 by Classification ...... N-7 by Program ...... N-9 General Purpose Fund Expenditures...... D-50 Business Goals ...... N-1 Historical Expenditures and Adopted Budget General Purpose Fund Revenue ...... D-28 by Fund ...... N-6 Mission Statement ...... N-1 General Purpose Fund Revenues, Major Organization Chart (Summary of) ...... D-30 by Division, with Supervisory Levels ...... N-2 by Program ...... N-3 Goals and Citywide Objectives ...... A-1 Program Detail ...... N-11 Programs Included in FY 05-07 Budget ...... N-4 Glossary of Budgetary Terminology ...... B-7 Revenue and Expenditures by Program ...... N-10 Significant Proposed Budget Reductions ...... N-5 Government ...... C-2
FY 2005-07 ADOPTED POLICY BUDGET W - 5 INDEX
H Investment Plicy, ORA 05-06 ...... V-13
Health Care ...... C-7 K Henry J Kaiser Convention Center ...... O-11 Key Facts ...... C-10 History of Oakland ...... C-4
Historical Expenditures and Adopted Budget by Fund L City Administrator ...... H-7 City Attorney ...... I-5 City Auditor ...... J-4 Labor Force & Employment ...... C-3 City Clerk ...... K-5 City Council ...... G-4 Landscape & Lighting Assessment District ...... D-125 Community & Economic Development ...... T-9 Cultural Arts ...... O-5 Landscape & Lighting Assessment District Finance & Management ...... L-6 (Legislation) ...... X-15 Fire Services ...... N-6 Human Services ...... R-5 Legal Debt Margin ...... V-17 Library...... P-5 Mayor ...... F-4 Legislation ...... X-1 Non-Departmental ...... U-5 Article IIIB Appropriations LImit ...... X-2 Parks & Recreation ...... Q-7 Biennial Budget ...... X-5 Police Services ...... M-6 Council Amendments ...... X-6 Public Works ...... S-7 Emergency Medical Services Retention Act of 1997 (Measure M) ...... X-19 Human Services...... R-1 Landscape & Lighting Assessment District ...... X-15 Authorized Positions Library Services Retntion & Enhancement Act by Classification ...... R-6 (Measure Q) ...... X-19 by Program ...... R-8 Paramedic Services Act of 1997 (Measure N) ...... X-25 Business Goals ...... R-1 Violence Prevention & Public Safety Act of 2004 .. X-28 Historical Expenditures and Adopted Budget Wildfire Prevention Assessment District ...... X-17 by Fund ...... R-5 Mission Statement ...... R-1 Letter of Transmittal ...... Front Organization Chart by Division, with Supervisory Levels ...... R-2 Library ...... P-1 by Program ...... R-2 Authorized Positions Program Detail ...... R-10 by Classification ...... P-6 Programs Included in FY 05-07 Budget ...... R-3 by Program ...... P-8 Revenue and Expenditures by Program ...... R-9 Business Goals ...... P-1 Significant Adopted Budget Changes ...... R-4 Historical Expenditures and Adopted Budget by Fund ...... P-5 Mission Statement ...... P-1 I Organization Chart by Division, with Supervisory Levels ...... P-2 by Program ...... P-2 Information Technology (Division of Finance & Program Detail ...... P-10 Management) ...... L-18 Programs Included in FY 05-07 Budget ...... P-3 Revenue and Expenditures by Program ...... P-9 Interest Income ...... D-39 Significant Adopted Budget Changes ...... P-4
Introduction to Financial Summaries ...... D-1 Library Services Retention and Enhancement Act ...... D-130 Investment Policy, City 05-06 ...... V-12
W - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Library Services Retention and Enhancement Miscellaneous Construction Activity ...... C-13 Act (Legislation) ...... X-19 Miscellaneous Revenue ...... D-41 Licenses & Permits ...... D-37 Mission Statement Local Assessments ...... D-123 City Administrator ...... H-1 City Attorney ...... I-1 Long-Term Financial Planning Policy ...... V-7 City Auditor ...... J-1 City Clerk ...... K-1 City of Oakland ...... Front M Community & Economic Development ...... T-1 Cultural Arts ...... O-1 Finance & Management ...... L-1 Malonga Casquelourd Center for the Arts ...... Q-24 Fire Services ...... N-1 Human Services ...... R-1 Mayor ...... F-1 Library...... P-1 Authorized Positions Parks & Recreation ...... Q-1 by Classification ...... F-5 Police Services ...... M-1 by Program ...... F-6 Public Works ...... S-1 Goals ...... F-1 Historical Expenditures and Adopted Budget by Fund ...... F-4 N Organization Chart by Division, with Supervisory Levels ...... F-2 by Program ...... F-2 Negative Fund Ten-Year Rebalancing Schedule . U-24 Program Detail ...... F-8 Programs Included in FY 05-07 Budget ...... F-3 Non-Departmental ...... U-1 Revenue and Expenditures by Program ...... F-7 Debt Burden and Debt Capacity ...... U-16 Debt Issuance Description ...... U-18 Mayor and Council Goals...... A-1 Debt Service Schedule – Year One ...... U-22 Citywide Program Structure ...... A-2 Debt Service Schedule – Year Two ...... U-23 Historical Expenditure and Adopted Budget Media ...... C-9 by Fund ...... U-5 Legal Debt Margin ...... V-17 Measure M - EMS Retention Act ...... D-132 Negative Fund Ten-Year Rebalancing Schedule .... U-24 Overview of Non-Departmental Funding ...... U-1 Measure M - EMS Retention Act (Legislation) ...... X-21 Program Detail ...... U-8 Program Included in FY 03-05 Budget ...... U-2 Measure N - Paramedic Services Act...... D-134 Revenue and Expenditures by Program ...... U-7 Significant Adopted Changes to Budget ...... U-4 Measure N - Paramedic Services Act Total Debt Burden and Debt Capacity (chart) ...... U-17 (Legislation) ...... X-23
Measure Q - Library Services Retention & O Enhancement Act ...... D-132 Oakland International Airport ...... C-5 Measure Q - Library Services Retention & Enhancement Act (Legislation) ...... X-19 Organization Chart by Division City Administrator ...... H-3 Measure Y - Violence Prevention & Public City Attorney ...... I-2 Safety Act ...... D-136 City Auditor ...... J-2 City Clerk ...... K-2 Measure Y - Violence Prevention & Public City Council ...... G-2 Safety Act (Legislation) ...... X-25 Community & Economic Development ...... T-3 Cultural Arts ...... O-2
FY 2005-07 ADOPTED POLICY BUDGET W - 7 INDEX
Organization Chart by Division Parks and Recreation Finance & Management ...... L-3 Business Goals ...... Q-1 Fire Services ...... N-2 Historical Expenditures and Adopted Budget Human Services ...... R-2 by Fund ...... Q-7 Library...... P-2 Mission Statement ...... Q-1 Mayor ...... F-2 Organization Chart Parks & Recreation ...... Q-3 by Division, with Supervisory Levels ...... Q-3 Police Services ...... M-3 by Program ...... Q-2 Public Works ...... S-3 Program Detail ...... Q-12 Programs Included in FY 05-07 Budget ...... Q-4 Organization Chart by Program Revenue and Expenditures by Program ...... Q-11 City Administrator ...... H-2 Significant Adopted Budget Changes ...... Q-6 City Attorney ...... I-2 City Auditor ...... J-2 Parks & Recreation (City Facts) ...... C-7 City Clerk ...... K-2 City Council ...... G-2 Personnel (Division of Finance & Management).. L-16 Community & Economic Development ...... T-2 Cultural Arts ...... O-2 Planning for the Two-Year Budget ...... D-7 Finance & Management ...... L-3 Fire Services ...... N-3 Police Services ...... M-1 Human Services ...... R-2 Authorized Positions Library...... P-2 by Classification ...... M-8 Mayor ...... F-2 by Program ...... M-10 Parks & Recreation ...... Q-2 Business Goals ...... M-1 Police Services ...... M-2 Historical Expenditures and Adopted Budget Public Works ...... S-2 by Fund ...... M-6 Mission Statement ...... M-1 Organization Summaries ...... E-1 Organization Chart Authorized Positions by Council Goal ...... E-4 by Division, with Supervisory Levels ...... M-3 Breakdown of FY 2005-06 FTEs by Goal (Graph) ... E-4 by Program ...... M-2 Breakdown of FY 2005-07 Adopted Budget FTEs Program Detail ...... M-12 (Graph) ...... E-5 Programs Included in FY 05-07 Budget ...... M-4 Breakdown of FY 2006-07 FTEs by Goal (Graph) ... E-4 Revenue and Expenditures by Program ...... M-11 Citywide FTE change - 13-year History (Graph) ...... E-5 Significant Adopted Budget Changes ...... M-5 Citywide Organizational Chart ...... E-1 Summary of Positions by Agency/Dept Port of Oakland ...... C-5 Fy 1994-95 through FY 1998-99 ...... E-2 FY 1999-00 through FY 2006-07 ...... E-3 Port of Oakland, Activity ...... C-15
Other Budget Information ...... D-157 Position Summary FY 1994-95 through FY 2006-07 by Agency/Dept ...... E-2
P Positions by Classification City Administrator ...... H-8 Paramedic Services Act ...... D-134 City Attorney ...... I-6 City Auditor ...... J-5 Paramedic Services Act (Legislation) ...... X-23 City Clerk ...... K-6 City Council ...... G-5 Parking Tax ...... D-36 Community & Economic Development ...... T-11 Cultural Arts ...... O-6 Parks and Recreation ...... Q-1 Finance & Management ...... L-8 Authorized Positions Fire Services ...... N-7 by Classification ...... Q-8 Human Services ...... R-6 by Program ...... Q-10 Library...... P-6
W - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
Positions by Classification Programs Included in FY 2005-07 Budget Mayor ...... F-5 City Auditor ...... J-3 Parks & Recreation ...... Q-8 City Clerk ...... K-3 Police Services ...... M-8 City Council ...... G-3 Public Works ...... S-9 Community & Economic Development ...... T-4 Cultural Arts ...... O-3 Positions by Program Finance & Management ...... L-4 City Administrator ...... H-10 Fire Services ...... N-4 City Attorney ...... I-7 Human Services ...... R-3 City Auditor ...... J-6 Library...... P-3 City Clerk ...... K-7 Mayor ...... F-3 City Council ...... G-6 Parks & Recreation ...... Q-4 Community & Economic Development ...... T-14 Police Services ...... M-4 Cultural Arts ...... O-8 Public Works ...... S-4 Finance & Management ...... L-11 Fire Services ...... N-9 Property Tax ...... D-30 Human Services ...... R-8 Library...... P-8 Public Ethics Commission ...... H-26 Mayor ...... F-6 Parks & Recreation ...... Q-10 Public Safety ...... C-7 Police Services ...... M-10 Public Works ...... S-13 Public Works ...... S-1 Authorized Positions Positions by Council Goal ...... E-4 by Classification ...... S-9 by Program ...... S-13 Positions by Agency/Department ...... E-5 Business Goals ...... S-1 Historical Expenditures and Adopted Budget Professional/Amateur Sports ...... C-9 by Fund ...... S-7 Mission Statement ...... S-1 Program Detail Organization Chart City Administrator ...... H-12 by Division, with Supervisory Levels ...... S-3 City Attorney ...... I-9 by Program ...... S-2 City Auditor ...... J-8 Program Detail ...... S-15 City Clerk ...... K-9 Programs Included in FY 05-07 Budget ...... S-4 City Council ...... G-9 Revenue and Expenditures by Program ...... S-14 Community & Economic Development ...... T-17 Significant Adopted Budget Changes ...... S-6 Cultural Arts ...... O-10 Finance & Management ...... L-13 Fire Services ...... N-11 R Human Services ...... R-10 Library...... P-10 Reserve Policy ...... V-2 Mayor ...... F-8 Parks & Recreation ...... Q-12 Retail Sales Tax by Major Bus. Group ...... C-16 Police Services ...... M-12 Public Works ...... S-15 Real Estate Transfer Tax ...... D-35
Program Financials ...... D-159 Revenue, All Funds ...... D-26
Program Structure, Citywide ...... A-2 Revenue and Expenditure Forecast Methodology ...... D-2 Programs Included in FY 2005-07 Budget Citywide ...... A-2 Revenue by Fund Group City Administrator ...... H-4 FY 2005-06 ...... D-22 City Attorney ...... I-3 FY 2006-07 ...... D-24
FY 2005-07 ADOPTED POLICY BUDGET W - 9 INDEX
Revenue and Expenditures by Program Significant Revenue Changes ...... D-10 City Administrator ...... H-11 City Attorney ...... I-8 Sports, Professional/Amateur ...... C-9 City Auditor ...... J-7 City Clerk ...... K-8 Statistical Profile ...... C-12 Revenue and Expenditures by Program City Council ...... G-7 Supplemental ...... V-1 Community & Economic Development ...... T-15 Balanced Budget Policy ...... V-5 Cultural Arts ...... O-9 Budget & Financial Policies ...... V-1 Finance & Management ...... L-12 Capital Improvement Reserve Fund Policy ...... V-2 Fire Services ...... N-10 Charges for Services Policy ...... V-9 Human Services ...... R-9 Community Survey (2005) ...... V-39 Library...... P-9 Debt Management Policy ...... V-32 Mayor ...... F-7 General Fund Reserve Policy ...... V-2 Non-Departmental ...... U-7 Investment Policy - City ...... V-12 Parks & Recreation ...... Q-11 Investment Policy - ORA ...... V-13 Police Services ...... M-11 Long-Term Financial Planning Policy ...... V-7 Public Works ...... S-14 Summary Tables ...... D-9 Revenue Forecast ...... D-3
Revenue, General Purpose Fund ...... D-28 T
Revenues, Major - General Purpose Fund Table of Contents ...... i (Summary of) ...... D-30 Transient Occupancy Tax...... D-35 Revenue Tables ...... D-21 Transportation & Mass Transit...... C-6
S Two-Year Budget ...... B-1
Sales Tax...... D-32 Ten-Year Negative Fund Rebalancing Schedule . U-24
Service Charges ...... D-40 U
Significant Adopted Budget Changes Utility Consumption Tax ...... D-28 Citywide ...... D-10 City Administartor ...... H-6 V City Attorney ...... I-4 City Clerk ...... K-4 Community & Economic Development ...... T-8 Vehicle Licence Fee (VLF) ...... D-36 Cultural Arts ...... O-4 Finance & Management ...... L-5 Violence Prevention and Public Safety Act Fire Services ...... N-5 (Measure Y) ...... D-136 Human Services ...... R-4 Library...... P-4 Violence Prevention and Public Safety Act Non-Departmental ...... U-4 (Legislation) ...... X-25 Parks & Recreation ...... Q-6 Police Services ...... M-5 W Public Works ...... S-6 Wildfire Prevention Assessment District ...... D-128 Significant Budget Adjustments ...... D-11 Wildfire Prevention Assessment District Significant Organizational Changes ...... D-10 (Legislation) ...... X-17
W - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-07 Adopted Policy Budget Legislation
Legislative Item Approval Date Resolution / Ordinance #
Appropriation Limit Resolution June 21, 2005 Resolution 79292
Budget Adoption Resolution and June 21, 2005 Resolution 79291 Council Budget Amendments
Lighting and Landscaping Assessment June 21, 2005 Resolution 79293 District Resolution
Wildfire Prevention Assessment June 21, 2005 Resolution 79294 District Resolution Measure Q Ordinance June 28, 2005 Ordinance 12682
Measure M Ordinance June 28, 2005 Ordinance 12680
Measure N Ordinance June 28, 2005 Ordinance 12681
Measure Y Ordinance June 28, 2005 Ordinance 12679
FY 2005-07 ADOPTED POLICY BUDGET X - 1 LEGISLATION
X - 2 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-07 ADOPTED POLICY BUDGET X - 3 LEGISLATION
X - 4 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
FY 2005-07 ADOPTED POLICY BUDGET X - 5 LEGISLATION
CITY COUNCIL AMENDMENTS TO FY 2005-07 BUDGET Summary of Council Amendments
City of Oakland
ADD-BACK'S / ENHANCEMENTS FY 05-06 FY 06-07 Comments Net cost includes funding for 1.0 Veterinarian, 1.0 Veterinarian Tech, 1.0 Animal Care Coordinator, 2.0 Police Records Add funding for Animal Shelter (offset by revenues Specialists, a dishwasher, a washer / dryer System, and $36K A $0.25 $0.25 - see below) for training (total of $0.35 million per year), net of reductions in veterinarian, hospital and K-9 care contracts (total of $0.1 million per year)
Funding set aside for the Limited Public Financing Program Fund the Limited Public Financing Program $0.22 $0.00 (June 2006 election), per City Council action on June 7, 2005 Add back 8 deleted Rangers $1.08 $1.13 Adding back 7 filled Rangers positions, plus one extra Include 1.0 Public Works Supervisor, 4.0 P/T Gardeners, 2.0 Add funding for Parks Maintenance $0.42 $0.45 B Gardener Crew Leaders Librarians will be restored in the Dimond and Rockridge Restore 2.0 Librarians $0.20 $0.21 branches Restore 0.6 Museum Curatorial Specialist PPT $0.04 $0.04 Add 2 Police Services Technicians for the $0.14 $0.15 Abandoned Vehicle Unit Add back Litter Enforcement and Maintenance C $0.58 $0.61 workers Add funding for OBRA Coordination - FY 2005-06 D $0.22 $0.00 only
Add exemption from Business License registation E $0.08 $0.08 for businesses with gross receipts below $2,500
Funding to come from the Prop 42 allocation proposed for F Add funding for speed bumps $0.26 $0.26 release by Governor for FY 05-06 G Add back Literacy person $0.10 $0.10 Measure Q Includes 1.0 Tree Supervisor, 2.0 Tree Workers / Drivers, 2.0 Add streetscape improvement crew, funding H $0.55 $0.57 Tree Trimmers, and O&M for trees, stakes, concrete-cutting, (trees, sidewalks, etc.) etc. Cover the LLAD budget gap of $3.0 million in FY I $3.00 $4.30 2005-06 and $4.3 million in FY 2006-07 Minor Capital Improvement - Miscellaneous: (1) Move the $931,227 appropriation from FY 06-07 to Minor Capital Improvement - Miscellaneous project can be J FY 05-06, add to the $145,232 appropriation in FY $0.93 ($0.93) found on page D-145 in the FY 2005-07 Proposed Policy 05-06; (2) Allocate the resulting $1,076,550 for Budget, or page B-23 of the 2005-2010 Proposed CIP specific neighborhood projects TOTAL ADDITIONS $8.09 $7.22
X - 6 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
CITY COUNCIL AMENDMENTS TO FY 2005-07 BUDGET Summary of Council Amendments
City of Oakland
FUNDING SOURCES FY 05-06 FY 06-07 Add revenue expectation for Animal Shelter, to Revenues will come from additional spay / neuter, licensing A $0.25 $0.25 partially offset add-back's above and seminar services A total of $3.2 million is anticipated to be available from the $8.5 million GPF surplus in FY 04-05 (after using $0.6 million Using FY 2004-05 GPF surplus $1.60 $1.60 for the Croson study, $3.0 million for LLAD and $1.7 million to B bring back workers laid off in Aug 2004) Additional $1.1 million is expected to be available from the Using additional funds from Pension Refinance $0.60 $0.50 Pension Refinance upon the upcoming deal closure Eliminate funding for Sun Server lease - paid for C $0.63 $0.63 Lease payments will be made form capital sources with CIP Use OBRA fund balance to fund one year of D $0.22 $0.00 OBRA coordination funding Use additional Proposition 42 funding proposed to F $0.26 $0.26 be released by Governor Use unspent balances in FY 04-05, which will carry G $0.10 $0.10 The 5% reserve will still be kept in the Measure Q fund over into the fund balance Use unanticipated, unallocated funding from GO Additional funding became available after deal closed on Wed, H $0.55 $0.57 refinance June 15 Using FY 2004-05 GPF surplus to bridge the $3.00 $0.00 budget gap in the LLAD fund - FY 05-06
Using repayment from ORA to help bridge the $0.00 $1.00 budget gap in the LLAD fund - FY 06-07 I Using unallocated interest from 2000 lease to help $0.00 $1.50 bridge the budget gap in the LLAD fund - FY 06-07
Using yet unidentified one-time sources to help $0.00 $1.80 bridge the budget gap in the LLAD fund - FY 06-07
Shift additional capital funds from FY 06-07 to FY J $0.93 ($0.93) 05-06 to balance above shift TOTAL FUNDING $8.15 $7.28
NET TOTAL - CITY $0.06 $0.06
Oakland Redevelopment Agency No amendments
ADDITIONAL BUDGET-RELATED DIRECTION TO STAFF: SEE THE BOTTOM PORTION OF THE COUNCIL AMENDMENT SUMMARY
FY 2005-07 ADOPTED POLICY BUDGET X - 7 LEGISLATION
CITY COUNCIL AMENDMENTS TO FY 2005-07 BUDGET Summary
City of Oakland
REVENUE EXPENDITURE NET IMPACT ON CHANGES CHANGES BUDGET
Technical Adjustments $0.00 ($0.00) $0.00
Year 1: Council Amendments $7.43 $4.37 $3.06 FY 2005-06
Total $7.43 $4.37 $3.06
Technical Adjustments $0.00 $0.00 $0.00
Year 2: Council Amendments $6.57 $2.21 $4.36 FY 2006-07
Total $6.57 $2.21 $4.36
Oakland Redevelopment Agency
REVENUE EXPENDITURE NET IMPACT ON CHANGES CHANGES BUDGET
Technical Adjustments $0.00 $0.00 $0.00
Year 1: Council Amendments N/A N/A N/A FY 2005-06
Total $0.00 $0.00 $0.00
Technical Adjustments $0.00 $0.00 $0.00
Year 2: Council Amendments N/A N/A N/A FY 2006-07
Total $0.00 $0.00 $0.00
X - 8 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
CITY COUNCIL AMENDMENTS TO FY 2005-07 BUDGET Details - Council Amendments
City of Oakland
General Purpose Fund (#1010) Expenditure Change Revenue Change Net Change (Rev - Exp) FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 Item Description Notes Change Change Change Change Change Change ADD-BACK'S / ENHANCEMENTS Funding set aside for the Limited Public Financing Program (June Fund the Limited Public Financing Program $0.22 ($0.22) $0.00 2006 election), per City Council action on June 7, 2005 Adding back 7 filled Rangers Add back 8 deleted Rangers $1.08 $1.13 ($1.08) ($1.13) positions, plus one extra
Net cost includes funding for 1.0 Veterinarian, 1.0 Veterinarian Tech, 1.0 Animal Care Coordinator, 2.0 Police Records Specialists, a Add funding for Animal Shelter (offset by revenues dishwasher, a washer / dryer $0.25 $0.25 ($0.25) ($0.25) - see below) System, and $36K for training (total of $0.35 million per year), net of reductions in veterinarian, hospital and K-9 care contracts (total of $0.1 million per year) Include 1.0 Public Works Add funding for Parks Maintenance $0.42 $0.45 ($0.42) ($0.45) Supervisor, 4.0 P/T Gardeners, 2.0 Gardener Crew Leaders Librarians will be restored in the Restore 2.0 Librarians $0.20 $0.21 ($0.20) ($0.21) Dimond and Rockridge branches Restore 0.6 Museum Curatorial Specialist PPT $0.04 $0.04 ($0.04) ($0.04) Add 2 Police Services Technicians for the $0.14 $0.15 ($0.14) ($0.15) Abandoned Vehicle Unit Add exemption from Business License registation ($0.08) ($0.08) ($0.08) ($0.08) for businesses with gross receipts below $2,500 FUNDING SOURCES Revenues will come from additional Add revenue expectation for Animal Shelter, to $0.25 $0.25 $0.25 $0.25 spay / neuter, licensing and partially offset add-back's above seminar services A total of $3.2 million is anticipated to be available from the $8.5 million GPF surplus in FY 04-05 (after Using FY 2004-05 GPF surplus $1.60 $1.60 $1.60 $1.60 using $0.6 million for the Croson study, $3.0 million for LLAD and $1.7 million to bring back workers laid off in Aug 2004) Additional $1.1 million is expected to be available from the Pension Using additional funds from Pension Refinance $0.60 $0.50 $0.60 $0.50 Refinance upon the upcoming deal closure Subtotal - GPF $2.36 $2.23 $2.37 $2.27 $0.01 $0.04
Comprehensive Clean-Up Fund (#1720) Expenditure Change Revenue Change Net Change (Rev - Exp) FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 Item Description Explanation Change Change Change Change Change Change ADD-BACK'S / ENHANCEMENTS Add back Litter Enforcement and Maintenance $0.58 $0.61 ($0.58) ($0.61) workers FUNDING SOURCES Eliminate funding for Sun Server lease - paid for Lease payments will be made form ($0.63) ($0.63) $0.63 $0.63 with CIP capital sources Subtotal - Gas Tax ($0.05) ($0.02) $0.00 $0.00 $0.05 $0.02
FY 2005-07 ADOPTED POLICY BUDGET X - 9 LEGISLATION
CITY COUNCIL AMENDMENTS TO FY 2005-07 BUDGET Details - Council Amendments
City of Oakland
OBRA Fund (#2192) Expenditure Change Revenue Change Net Change (Rev - Exp) FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 Item Description Explanation Change Change Change Change Change Change ADD-BACK'S / ENHANCEMENTS Add funding for OBRA Coordination - FY 2005-06 $0.22 ($0.22) $0.00 only FUNDING SOURCES
Use Fund Balance $0.22 $0.22 $0.00
Subtotal - OBRA $0.22 $0.00 $0.22 $0.00 $0.00 $0.00
Landscaping & Lighting Assessment District Fund (#2310) Expenditure Change Revenue Change Net Change (Rev - Exp) FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 Item Description Explanation Change Change Change Change Change Change ADD-BACK'S / ENHANCEMENTS
N/A - Keep Proposed budget as-is, cover the budget gap of $3.0 million in FY 2005-06 and $4.3 million in FY 2006-07 as indicated below
FUNDING SOURCES Using FY 2004-05 GPF surplus to bridge the $3.00 $3.00 $0.00 budget gap in the LLAD fund - FY 05-06 Using repayment from ORA to help bridge the $1.00 $0.00 $1.00 budget gap in the LLAD fund - FY 06-07
Using unallocated interest from 2000 lease to help $1.50 $0.00 $1.50 bridge the budget gap in the LLAD fund - FY 06-07
Using yet unidentified one-time sources to help $1.80 $0.00 $1.80 bridge the budget gap in the LLAD fund - FY 06-07 Subtotal - LLAD $0.00 $0.00 $3.00 $4.30 $3.00 $4.30
State Traffic Congestion Relief Fund (#2141) Expenditure Change Revenue Change Net Change (Rev - Exp) FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 Item Description Explanation Change Change Change Change Change Change ADD-BACK'S / ENHANCEMENTS Funding to come from the Prop 42 Add funding for speed bumps $0.26 $0.26 ($0.26) ($0.26) allocation proposed for release by Governor for FY 05-06 FUNDING SOURCES Use additional Proposition 42 funding proposed to $0.26 $0.26 $0.26 $0.26 be released by Governor Subtotal - Traffic Congestion Relief $0.26 $0.26 $0.26 $0.26 $0.00 $0.00
Measure Q Fund (#2240) Expenditure Change Revenue Change Net Change (Rev - Exp) FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 Item Description Explanation Change Change Change Change Change Change ADD-BACK'S / ENHANCEMENTS
Add back Literacy person $0.10 $0.10 ($0.10) ($0.10)
FUNDING SOURCES
Use unspent balances in FY 04-05, which will carry The 5% reserve will still be kept in $0.10 $0.10 $0.10 $0.10 over into the fund balance the Measure Q fund
Subtotal - Measure Q $0.10 $0.10 $0.10 $0.10 $0.00 $0.00
X - 10 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
CITY COUNCIL AMENDMENTS TO FY 2005-07 BUDGET Details - Council Amendments
City of Oakland
Capital Reserve Fund (#5510) Expenditure Change Revenue Change Net Change (Rev - Exp) FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 Item Description Explanation Change Change Change Change Change Change ADD-BACK'S / ENHANCEMENTS Includes 1.0 Tree Supervisor, 2.0 Add streetscape improvement crew, funding Tree Workers / Drivers, 2.0 Tree $0.55 $0.57 ($0.55) ($0.57) (trees, sidewalks, etc.) Trimmers, and O&M for trees, stakes, concrete-cutting, etc.
Minor Capital Improvement - Miscellaneous: (1) Minor Capital Improvement - Move the $931,227 appropriation from FY 06-07 to Miscellaneous project can be found FY 05-06, add to the $145,232 appropriation in FY $0.93 ($0.93) ($0.93) $0.93 on page D-145 in the FY 2005-07 05-06; (2) Allocate the resulting $1,076,550 for Proposed Policy Budget, or page B- specific neighborhood projects 23 of the 2005-2010 Proposed CIP
FUNDING SOURCES Additional funding became Use unanticipated, unallocated funding from GO $0.55 $0.57 $0.55 $0.57 available after deal closed on Wed, refinance June 15
Shift additional capital funds from FY 06-07 to FY $0.93 ($0.93) $0.93 ($0.93) 05-06 to balance above shift
Subtotal - Capital Reserve $1.48 ($0.36) $1.48 ($0.36) $0.00 $0.00
TOTAL - CITY $4.37 $2.21 $7.43 $6.57 $3.06 $4.36
Oakland Redevelopment Agency No amendments
FY 2005-07 ADOPTED POLICY BUDGET X - 11 LEGISLATION
CITY COUNCIL AMENDMENTS TO FY 2005-07 BUDGET Details - Technical Adjustments
City of Oakland
General Purpose Fund (#1010) Expenditure Change Revenue Change Net Change (Rev - Exp) FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 Item Description Notes Change Change Change Change Change Change Technical Adjustment to Align Moving land sales proposed for FY 06-07 to FY 05- $1.30 ($1.30) $1.30 ($1.30) Timing of Expected Revenue 06 (sales will all happen in FY 05-06) Receipts with Budgeted
Moving VLF loan repayment proposed for FY 06- Technical Adjustment to Align 07 to FY 05-06 (the repayment will be received $3.00 ($3.00) $3.00 ($3.00) Timing of Expected Revenue fully in FY 05-06) Receipts with Budgeted
Postponing a portion of repayment from Municipal Technical Adjustment to Balance Improvement Capital Fund (#5500) to GPF ($4.30) $4.30 ($4.30) $4.30 Above Alignments proposed for FY 05-06 to FY 06-07 Subtotal - GPF $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Self-Insurance Liability Fund (#1100) Expenditure Change Revenue Change Net Change (Rev - Exp) FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 Item Description Explanation Change Change Change Change Change Change Police - Adjustment to Self-Insurance Set Aside $0.39 $0.42 ($0.39) ($0.42)
Fire - Adjustment to Self-Insurance Set Aside ($0.06) ($0.06) $0.06 $0.06 Technical Adjustments to Align Self-Insurance Allocations with PWA - Adjustment to Self-Insurance Set Aside ($0.22) ($0.23) $0.22 $0.23 Revised Proposal Accepted by Council in Feb '05 (reso #79065) OPR - Adjustment to Self-Insurance Set Aside ($0.01) ($0.02) $0.01 $0.02
Non-Dept - Adjustment to Self-Insurance Set Aside ($0.10) ($0.10) $0.10 $0.10
Subtotal - Liability ($0.00) $0.00 $0.00 $0.00 $0.00 $0.00
Measure B Fund (#2211) Expenditure Change Revenue Change Net Change (Rev - Exp) FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 Item Description Explanation Change Change Change Change Change Change Technical Adjustment to Correct misallocation by shifting portion of Street Rehabilitation/Resurfacing $0.01 $0.00 ($0.01) ($0.00) funding from Citywide Sidewalk Repair Technical Adjustment to Correct misallocation by shifting portion of Citywide Sidewalk Repair ($0.01) ($0.00) $0.01 $0.00 funding to Street Rehabilitation/Resurfacing Subtotal - Measure B $0.00 $0.00 $0.00 $0.00
X - 12 FY 2005-07 ADOPTED POLICY BUDGET CITY OF OAKLAND
CITY COUNCIL AMENDMENTS TO FY 2005-07 BUDGET Details - Technical Adjustments
City of Oakland
Capital Reserve Fund (#5510) Expenditure Change Revenue Change Net Change (Rev - Exp) FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 Item Description Explanation Change Change Change Change Change Change Full project funding replaced by Oracle Corporation Software License and Support ($0.68) ($0.68) $0.00 $0.00 $0.68 $0.68 various ORA funds (see below) A portion of total project funding Sun Server Lease Agreement ($0.22) ($0.22) $0.00 $0.00 $0.22 $0.22 replaced by various ORA funds (see below) Full project funding shifted from Mayor/Council Pay-Go $0.90 $0.90 $0.00 $0.00 ($0.90) ($0.90) various ORA funds (see below) Subtotal - Capital Reserve $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
TOTAL - CITY ($0.00) $0.00 $0.00 $0.00 $0.00 $0.00
Oakland Redevelopment Agency
Expenditure Change Revenue Change Net Change (Rev - Exp) FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 FY 2005-06 FY 2006-07 Item Description Explanation Change Change Change Change Change Change Full project funding shifted from Mayor/Council Pay-Go ($0.90) ($0.90) $0.00 $0.00 $0.90 $0.90 various ORA funds to technology capital projects (see below) Full project funding shifted from Oracle Corporation Software License and Support $0.68 $0.68 $0.00 $0.00 ($0.68) ($0.68) Capital Reserve (5510; see above) A portion of project funding shifted Sun Server Lease Agreement $0.22 $0.22 $0.00 $0.00 ($0.22) ($0.22) from Capital Reserve (5510; see above) TOTAL - ORA $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
FY 2005-07 ADOPTED POLICY BUDGET X - 13 LEGISLATION
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Notes
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