Table of Contents

Oakland Architecture

The architecture represented in this Budget for FY 2001-03 spans the years from 1872 to 2001 with the Italianate Knox- Buckley House in Preservation Park to the neo-Mediterranean “The Landing” housing by the Oakland Estuary. Our cityscape is as varied as our history and the people who choose to live here.

Cover Photograph

El Embarcadero Pergola and Colonnade Lakeside Park 1912-14 Walter T. Steilberg, architect

Lake Merritt has been the gem of the city from Oakland’s early days. From Victorian mansions to high-rise apartments and office buildings, the Lake has always been a desirable location for living, working and playing.

As mayor of Oakland, Samuel Merritt had a dam built across this arm of the San Antonio Slough in 1869, creating the lake and establishing the first National Wildlife Refuge in 1870. In 1906 Mayor Frank Mott began to develop Lakeside Park, purchasing the Camron-Stanford House and adding the Boat House, the Canoe House, the McElroy Fountain, and the Edoff Memorial Bandstand within the next 12 years.

The Embarcadero Pergola and Colonnade were designed by Walter Steilberg in 1912 in a Mediterranean style. The Lawn Bowling Clubhouse, Necklace of Lights, Rotary Natural Science Center and Duck Islands and Children’s Fairyland are later additions to the Lake’s wonderful amenities. Most recently, gondola rides on the lake offer a new Mediterranean touch.

Gondola Servizio offers an authentic Italian experience during their cruises. Their charming gondoliers have learned Venetian rowing, traditional songs, history and legends to combine both an informative and entertaining experience for all passengers. The boats of Gondola Servizio are the real thing, not replicas. Each was built by hand in Venice and christened in the traditional Venetian manner. Jeff Fischer and April Quinn are the husband-wife team responsible for the gondolas on Lake Merritt. Visit Gondola Servizio at the Lake Merritt Boating Center or at their web site at www.gondolaservizio.com.

—Historical information from the Oakland Cultural Heritage Survey, CEDA Strategic Planning Division and the Gondola Servizio web site

Photograph Credits

Marcia Nowak Graphic Design Specialist Community and Economic Development Agency Marketing and Special Events

Oakland Convention and Visitors Bureau 475 14th Avenue Oakland, CA 94612 510-839-9000

Todd L. Rydstrom Acting Budget Director City Manager’s Budget Office

Historical Information

Oakland Cultural Heritage Survey Community and Economic Development Agency Strategic Planning Division Table of Contents

City of Oakland FY 2001-03 Adopted Policy Budget

Jerry Brown Mayor

Members of the City Council

Ignacio De La Fuente (District 5) President

Jane Brunner (District 1) Vice-Mayor

(At-large) Henry Chang, Jr. Danny Wan (District 2) (District 3) Nancy Nadel Dick Spees (District 4) (District 6) Moses Mayne Larry Reid (District 7)

Robert C. Bobb City Manager

Prepared by Office of the City Manager

Dolores E. Blanchard Assistant City Manager Todd Rydstrom, Acting Budget Director Principal Financial Analysts Marianna Marysheva J. Kelly Sessions

Budget & Financial Analysts

Myrna Bangloy Jeffrey Johnson Robert Davila Kirby Smith Thomas DiSanto Cheryl Taylor Table of Contents

Council Appointed Officers

Robert C. Bobb, City Manager Ceda Floyd, City Clerk

Elected Officers

John Russo, City Attorney Roland Smith, City Auditor

Assistant City Managers

Dolores E. Blanchard George G. Musgrove

Agency Directors

Deborah Edgerly William Claggett Financial Services Community & Economic Development

Gerald A. Simon Gail Waiters Fire Services Life Enrichment

Richard Word Claudette R. Ford Police Services Public Works Table of Contents

Mission Statement

The City of Oakland is committed to the delivery of effective, courteous and responsible service. 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. Table of Contents

The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Budget Presentation Award to the City of Oakland for its biannual budget for the fiscal year beginning July 1, 1999.

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 year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

November 26, 2001

Honorable Mayor Jerry Brown Oakland, California

Subject: The City of Oakland’s FY 2001-03 Adopted Policy Budget

Dear Mayor Brown:

On June 19, 2001, the City Council unanimously adopted the City’s third two-year budget, providing funding appropriations covering the period from July 1, 2001 through June 30, 2003. This two-year budget is significant in several respects: it provides additional funding for the Council’s, yours and my policy priorities and initiatives; increases Fund Reserve by $7.0 million; and introduces a zero-net increase in staff policy.

BUDGET SUMMARY

The FY 2001-03 Adopted Policy Budget reflects increased economic activity in the City of Oakland and the needs of the citizens. The financial summaries on the following page outline the two-year revenue and appropriation for All Funds and the General Purpose Fund. The FY 2001- 03 Adopted Policy Budget contains two-year revenue projections totaling $1.64 billion and appropriations totaling $1.64 billion across all funding sources.

The array of funding sources contained in the FY 2001-03 Adopted Policy Budget reflects the City’s continued efforts to maximize opportunities through grants and other special revenue sources. To the extent that the City continues to be successful in securing diverse funding sources, a variety of program areas are more readily maintained and/or expanded without applying added pressure on the City’s General Purpose Fund.

Page 1 ALL FUNDS REVENUES FY 2001-03 Adopted Budget $1,641.28 Million

Other Property Taxes ($344.53M) ($220.57M) 21.0% 13.4% State Taxes ($127.94M) 7.8%

Fund Transfers ($301.71M) Local Taxes 18.4% ($294.02M) 17.9%

Grants & Service Charges Subsidies ($202.29M) ($150.20M) 12.3% 9.2%

In the FY 2001-03 Adopted Policy Budget, the citizens of Oakland will see a continued commitment to making our city a World Class City. Particular attention was given to your goals, with a focus on public safety, education, housing and the arts. The Council’s budget priorities were also prominently woven throughout the appropriations proposed. These included:

Safe Neighborhoods Clean and Livable Communities Renewed Infrastructure Support for Youth Affordable Housing Vital Neighborhood Commerce

Page 2 ALL FUNDS APPROPRIATIONS FY 2001-03 ADOPTED BUDGET $1,635.45 Million

Non- Public Works Departmental Financial Services ($193.63M) ($353.60M) ($44.72M) 11.8% 2.7% 21.6%

Community & General Econ. Dev't Government ($124.80M) ($86.17M) 7.6% 5.3%

Credits & Life Transfers Enrichment ($128.56M) ($153.28M) 7.9% 9.4%

Capital Fire Police Improvement ($161.39M) ($273.98M) ($115.32M) 9.9% 16.8% 7.1%

Major New Initiatives for FY 2001-03. The FY 2001-03 Adopted Policy Budget goes beyond providing additional funding to cover mandates and cost-covered programs and also funds major new initiatives, including major efforts to upgrade the City’s infrastructure. Some of the Major New Initiatives include:

q Increased technology enhancements, including the replacement and upgrade of the Computer Aided Dispatch System, the Permit and Code Enforcement Tracking System and Oracle Application Upgrades; q Expanded commitment to Neighborhood Commercial Revitalization, including International and MacArthur Streetscape Projects; q Increased resources to repair and resurface streets and sidewalks; q Increased commitment to the Oakland Zoo; q Renewed effort to acquire key Parks and Recreation open space, including Joaquin Miller Lookout Point, Waterfront Trail Connections between Lake

Page 3 Merritt, Channel Park and Estuary Park, Oakland/Emeryville Cresent and the San Leandro Bay Shore; q Equipment upgrades to make personnel more efficient and reduce non- productive down time, including mechanized hand tools, cars, trucks, heavy equipment and technology; and q Enhanced Vegetation Management.

FY 2001-03 All Funds Appropriations, $1,635.45 Million

FY 2001-02 FY 2002-03 Fund Category Appropriation Appropriation

General Purpose $356.42 $372.34 Other General $80.37 $83.76 Special Revenue $121.71 $119.68 Debt Service $103.53 $104.49 Internal Service $40.76 $42.34 Enterprise $26.75 $25.74 Capital $43.57 $35.65 Trust & Agency $40.05 $38.29 Total All Funds $813.16 $822.29

The FY 2001-02 Adopted Budget reflects an increase of 266.34 FTEs (i.e. 6.2 percent) from the FY 2000-01 Adopted Budget, with an additional increase of 69.33 FTEs (i.e. 1.52 percent) in FY 2002-03. A total of 4,555.51 FTEs was authorized for FY 2001-02, and 4,624.84 FTEs were included in the FY 2002-03 Adopted Budget.

Changing Environment and Economic Revitalization in the City. When planning commenced for this two-year budget, significant shortfalls were projected. However, with the effects of the strong economy finally reaching Oakland, as well as the City’s efforts to encourage development finally generating results, the City was able to realize increased revenue yield, and identify sufficient resources to fund programs central to Mayoral and Council goals.

The improved revenues are broad-based, resulting from improving property values and property turnover for property taxes and real estate transfer taxes, to improving sales taxes and business taxes, to increasing collections fines, penalties, and services. Much of this improvement has been realized during the course of the current two-year budget. Confidence in the economy remains high; however, some recent weakening does indicate that growth may moderate in some areas of the economy over the near term. Given the 7.5 percent reserve policy, the City of Oakland is on solid financial ground to meet the needs of its citizens and weather an economic slowdown should it occur.

Continuing City Manager Initiatives. Some of the turnaround of the City’s financial position is attributed to the initiatives we have been able to bring to bear in upgrading the business and

Page 4 customer client services within the City of Oakland. I have been with the City nearly four years, and my initial visions as to the potential of the City have begun to be realized. My visions have been focused on the reinvention of City government and included three major initiatives: Banishing Bureaucracy, a comprehensive Public Safety Strategy, and Community-Oriented Government.

Oakland’s Banishing Bureaucracy initiative was and is aimed at improving the way the City conducts its business. It includes employee teams focused on improving efficiencies and effectiveness of delivering City services and reducing or eliminating barriers to processing routine activities.

The Public Safety Strategy has been focused on tackling the public safety issues of the City from a comprehensive, coordinated, citywide approach. The strategy includes implementing a crime and grime reduction strategy that focuses on the disparate efforts of individual agencies and departments and brings together existing resources to create a safe and healthy City. Continued emphasis on public safety, a central focus of both Mayor and Council goals and priorities, is reflected in the FY 2001-03 Adopted Policy Budget.

Community-Oriented Government is a vision that is bringing comprehensive, coordinated and strategic services to the community and that addresses the long-term sustainability of the community. The initiative was started by organizing the various City of Oakland services to work in partnership with one another and with the collective voice of the community along common geographic boundaries. These geographic-based teams are known as Service Delivery Systems teams within the City and integrate with the public under the overall banner of the Community Oriented Government Delivery System. The City has mobilized itself along 57 community-policing beats, six service districts and three broad management areas as a way to provide this type of service delivery within manageable sized geographic areas.

General Purpose Fund Overview

General Purpose Fund revenues and appropriations for FY 2001-03 are projected to total $729.07 million and $728.76 million, respectively. Between the adopted budgets for FY 2000-01 and FY 2001-02, estimated revenues increased $38.10 million and appropriations increased $32.58 million. The increases are enabled by the healthy growth in most of the City’s ongoing revenue sources resulting from economic expansion and improved collections.

The healthy revenue growth experienced in recent years is expected to continue albeit at slightly lower levels if the Bay Area is affected by an economic slowdown. Some of the larger, new revenue initiatives reflected for the FY 2001-03 Adopted Policy Budget include:

q $4.54 million in incremental Port Service Charge Revenue for Airport Security; q $3.20 million in incremental Port Service Charge Revenue for Airport Water Rescue;

Page 5 q $1.52 million in Service Charge Revenue pertaining to Rent Arbitration Fees; and q $1.00 million in incremental Parking Meter Revenue Through Additional Repair Staff; q $0.80 million in Service Charge Revenue pertaining to Telecom Construction Inspection Fees. q $0.50 million in incremental Parking Fine Revenue Through Additional Staff;

GENERAL PURPOSE FUND REVENUES FY 2001-03 Adopted Budget $729.07 Million

Other Property Taxes ($118.26M) ($124.79M) 16% 17.1%

Service Charges State Taxes ($105.27M) ($100.33M) 14.4% 13.8%

Local Taxes ($280.42M) 38.5%

Some of the larger, new appropriations reflected for the FY 2001-03 Adopted Policy Budget include:

q Fully fund 50 Police Officers and 6 Rangers previously funded through a COPS grant; q Establishment of the Eastmont Police Precinct; q Increased Energy costs; q Increased staffing for Recreation Centers; q Increased resources for Grime Initiatives and Clean-up Programs

Page 6 q Increased resources for Permit Processing, Planning & Zoning; and q Set-asides for projected salary and benefit increases.

GENERAL PURPOSE FUND APPROPRIATIONS FY 2001-03 ADOPTED BUDGET $728.76 Million

General Financial Services Government ($27.50M) Public Works ($63.66M) 3.8% Non- ($0.24M) 8.7% Departmental 0.0% Life ($104.8M) Enrichment 14.4% ($68.17M) 9.4% Comm & Econ Dev't ($48.55M) 6.7% Other 7.6% Credits and Transfers ($6.03M) Fire 0.8% ($152.38M) 20.9% Capital Police Improvement ($256.93M) ($0.50M) 35.3% 0.1%

FINANCIAL STABILITY

Prudent Reserve Levels. In conjunction with its decision to move to a two-year budget process for FY 1997-99, the Council approved staff’s recommendation to increase the General Fund reserve policy from 5.0 percent to 7.5 percent. This increase in the City’s reserve level was justified by the fact that a two-year budget cycle by definition is based on projections and assumptions farther into the future, and are therefore inherently subject to greater volatility. By increasing the reserve level in recognition of the greater degree of economic uncertainty, the Council will be less likely to require mid-cycle revisions. In fact, it is intended that the mid-cycle

Page 7 budget review be limited exclusively to significant variations in the City’s revenue projections and changes in Federal and State mandates.

The Council’s reserve policy further stipulates a reserve for Self-Insurance in light of the City being self-insured for liability. As a result of financial constraints over the past decade, this aspect of the reserve policy has not been met. This budget, however, provides an appropriation for projected payouts.

This increased reserve level represents a reaffirmation of the Council’s commitment to prudent fiscal policies, which continue to be recognized and highlighted by our bond rating agencies. Our most recent bond issues have reflected low borrowing costs resulting in long-term savings to Oakland taxpayers. Prudent fiscal management is critical to the City’s current and future financial stability.

Zero-Net Staffing Increase Policy. As part of the FY 2001-03 Policy Budget adoption, the City Council established a goal of zero net increase in full-time equivalents, with the exception of public safety and cost-covered positions, by the end of FY 2002-03, unless the Council specifically authorizes additions during the FY 2001-2003 budget cycle. Under this policy, staffing increases are allowed in Fire and Police services to accommodate urgently needed increases in public safety programs and services in the FY 2001-2003 Policy Budget. Additions and/or increases are also allowed for fully cost-covered positions, i.e. positions that generate revenues in excess of their total cost. Such additions/increases, however, are contingent upon the realization of the projected revenue (for example, additional parking revenues to support increase in parking staff). The remaining position increases included in the FY 2001-03 Policy Budget are proposed to be funded from the City’s General Purpose Fund or special revenue funds. Hiring of these positions will be postponed until January 2002.

My budget staff will report on the increase in fee revenues and corresponding increases in positions filled as part of quarterly reports on revenues and expenditures as well as during the mid-cycle budget review. In cases where projected fee revenues are not realized, we will propose deletions in fee-funded positions. My office will also propose a plan by the end of FY 2002-03 to freeze the number of positions in the City at the FY 2000-01 level, with the aforementioned exceptions, through attrition, deletion of vacant authorized positions, or realignment and reorganization of positions. During the mid-cycle budget review, I will present a list of current vacant positions and propose a set of deletions of authorized positions.

Federal and State Funding. Events at both the Federal and State level can have a significant impact on needs of our community as well as the resources available to the City to meet those needs. Of particular note is the impact of the energy crisis on the State’s General Fund surplus. While the City’s FY 2001-03 Adopted Policy Budget includes increased Utility Consumption Tax revenue and energy expenditure projections, until the State settles on a long-term strategy to mitigate the energy crisis, the City will be subject to both revenue and expenditure risk. Moreover, since other special and general revenues flow to the City from the State, depending on how deep the energy crisis impacts the State, the City could be at increased risk on the revenue

Page 8 front, specifically with the MVL backfill, which is budgeted in Miscellaneous revenue in the General Purpose Fund.

Reform of Local Government Finance. The “system” of local government finance in California is extremely complex, includes many features that serve as impediments to the fiscal health of cities, and increases the complexity and uncertainty of the City’s budgeting. This arrangement is the result of a tangled web of constitutional provisions and amendments, ballot measures, legislation, and court decisions. The most recent example of this environment was the passage, in November 1996, of Proposition 218. This initiative, which requires voter approval of all new or increased general taxes, assessments and property-related fees, greatly restricts the City’s ability to raise additional revenues

The passage of Proposition 218 heightens the need for statewide reform of local government finance. Our efforts to restructure City government will have limited results unless we can also restructure the fiscal environment in which the City operates. These issues have often been discussed in Sacramento but little has been accomplished. Oakland, in concert with other cities across the State, needs to continue to aggressively pursue its own agenda for fiscal reform at the state and federal levels. The current state of the economy and the energy crisis makes progress in Sacramento less likely over the near term. However, we will continue to be as innovative as we can at the local level.

A WORLD CLASS CITY

Five major initiatives included in the FY 2001-03 Adopted Policy Budget set the course for the City of Oakland to continue its journey toward becoming a World Class City. These initiatives include: Safer City, Cleaner City, Solid City, City of Caring and Culture, and Neighborhood City.

A Safer City City Council’s top priority – public safety – is a central component to quality of life, economic develop and the education of our youth. Over the last several years, the City has dedicated itself to making our streets and neighborhoods safe. Despite the recent crime reductions, the Oakland Police Department is strengthening its efforts, focusing on breaking the cycle of violence that leads to crime. The department will supplement assertive, efficient suppression efforts with programs aimed at prevention and intervention such as the STOP Program and the City of Peace initiative. This balanced approach will be implemented by a fully staffed police force that will continue its aggressive recruitment of highly qualified officer candidates. The themes of community policing, customer service, and professionalism will characterize each police officer’s conduct. Continuing with efforts such as the Eastmont Town Center station and the Neighborhood Crime Prevention Councils, the department is dedicated to increasing community access and confidence.

Page 9 The department will employ technology in unprecedented levels, using up-to-the-minute information to track crime and fashion responses. Two million dollars in State COPS Grants and Technology Grants will soon permit the department to integrate its dispatch, records management, and laptop services. As a result, a patrol officer in the field will be able to file reports, access arrest records, and communicate with crime databases, allowing for more efficient, more intelligent law enforcement.

Improving its overall effectiveness and response time, the department is expanding its 911 system. New dispatchers will permit the department to reach state guidelines of answering 90 percent of emergency calls within 10 seconds. Alternative, non-emergency numbers will also be incorporated in order to manage calls for services more efficiently.

The Police Department will continue to look for ways to coordinate efforts with the Oakland Unified School District. The Safe Passages Initiative epitomizes inter-agency collaboration to reduce and prevent youth violence. Administered in a partnership of the City, County, and School District, Safe Passages has developed a three-pronged strategy tailored to the Oakland populations: (1) a comprehensive, six part middle school early intervention and prevention plan to reach young people in the critical early adolescent years; (2) a Youth Offender plan to address the issues of youth who have committed repeat offenses and are known to the juvenile justice system; and (3) an emerging Early Childhood Intervention plan to reach very young children, ages 0-5, who have witnessed or experienced violence.

The Fire Services Agency will also play an important role in implementing the Safer City initiative. Among the Fire Services Agency’s recent achievements during the last budget cycle are:

q a quadrupling of the amount of training conducted by the department; q an organizational restructuring resulting in more efficient and effective allocation of personnel; and q an aggressive personnel program that resulted in a significant decrease in workers’ compensation costs.

The agency has positioned itself to benefit from stronger inter-agency collaborations. To increase efficiency and response time, a partnership has been formed with the Emeryville Fire Department that permits the temporary closure of Station No. 8. Station 8’s resources will then be diverted to the Grass Valley and North Oakland Stations. In this way, fire personnel and equipment can be deployed faster and with greater impact while the same physical area is covered. Another important partnership is with the Port of Oakland that will allow the development of a water rescue program at the Oakland International Airport. The Port-funded, $3.2 million program will design and implement response strategies for emergencies in the bay.

Going forward into the 21st century, the Fire Agency’s program goals reflect its strong commitment to professionalism through training, public education, technological innovation, fire prevention and disaster preparedness. Importantly, the City’s vegetation management service will be consolidated under the agency for greater impact. The agency’s community outreach programs will continue to enable residents and business owners to take advantage of

Page 10 emergency preparedness and fire prevention efforts that include the distribution of smoke detectors and seismic retrofit programs.

A Cleaner City Quality of life, crime, and business attraction are just a few of the vital conditions affected by a clean city. In as much as perception is reality, blighted areas, unkempt storefronts, and aged corridors leave impressions on both residents and visitors. Understanding its critical impact on Oakland, the Community and Economic Development Agency (CEDA) is strengthening its war against blight. Currently, the agency supports 28 Specialty Combination Inspectors dedicated to ensuring a clean city. To this unit, CEDA is adding a special projects section in Building Services. This new section will not only focus on crime and grime initiatives, but also serve to address other key programs such as creek protection and noise enforcement.

The Public Works Agency has several new initiatives underway. Infrastructure repair and maintenance is a top priority. The agency is committed to improving the quality of life for Oaklanders by replacing the City’s aging sewer lines on an ongoing basis. Adding staff to the storm drainage maintenance detail will support our City’s efforts to renew existing infrastructure. Furthermore, enhancing the City’s Energy Management Program will net several positive results, not the least of which shall be the development of a citywide plan to better manage energy usage and utility costs. Toward the goal of cleaner and more livable communities, the agency continues to move forward with its Illegal Dumping Enforcement Unit which will be trained and fully operational this fall. The Unit will aggressively investigate illegal dumping and assess the effectiveness of penalties. Video cameras have also been obtained to strengthen the initiative.

Several other program priorities have been realized in the Public Works Agency’s efforts to abate blight and to improve the physical appearance, livability and integrity of the City’s neighborhoods. Downtown cleanup crews will continue to maintain public rights of ways. Pedestrian pathways will be repaired and replaced.

A Solid City Just as roads and drainage systems are vital components to Oakland’s infrastructure, so is the information superhighway – the Internet, connectivity, and computer networks – requisite to a competitive modern city. The Office of Information Technology’s chief goal is the implementation of the Information Technology Vision 2000. This strategic plan includes re- engineering and re-constructing the City’s existing IT environment to provide better, faster customer service. Supporting programs such as E-Government, Citywide GIS and Crime Watch GIS, the Office of Information Technology will oversee the migration of City applications to a reliable platform while improving community access to important resources. Through the development of the stable, high-performance system infrastructure, the Office of Information Technology will not only immediately improve Oakland’s core business operations, but provide future capacity as well.

The City Clerk's Office is an example of the importance of technolgy's impact on open government. The Legistar Electronic Agenda Management System has made weekly City

Page 11 Council agendas and other supporting materials available on the Internet; video streaming has made it possible to watch Council and Committee meetings from anywhere in the world. In addition, the passage of the Telecommunication Licensing and Lease Agreement Ordinance and the successful negotiation of the Cable Franchise Transfer Agreement will ensure quality technology infrastructure that all Oakland residents can enjoy.

The Office of the City Attorney continues to excel in claims management and litigation management. The Office has significantly reduced the number of cases in litigation by aggressively identifying those cases that could be resolved through other means. Currently, the City Attorney’s Office is developing citywide procedures and training in risk management in an effort to limit the City's liability exposure. This emphasis is part of the City Attorney's overall goal of building-in those services needed by its customers — the City departments. As the City Attorney offers more services in-house, the City's reliance on outside counsel will be reduced.

A City of Caring and Culture Youth programs will be emphasized in acknowledgment of the role that the younger generation plays in Oakland’s present and future. Not only do strong youth programs add to the quality of life for Oakland residents, they also are an important component to business attraction. Central among the City’s youth services is the Department of Parks and Recreation. Recently, the Department has focused on leveraging its resources through partnerships with private corporations and public agencies. Sponsorships with companies such as Microsoft Corporation and Major League Baseball have enhanced Measure K – Kids First! programming. Collaboration with the Oakland Housing Authority will establish six targeted OHA sites where direct services can be provided children. Equally important are the Department’s efforts to develop computer labs and training programs at Parks and Recreation facilities in order to help bridge the digital divide.

With both cultural and youth programs, the Oakland Museum will also continue its march towards Bay Area prominence. Over the last two years, the Museum has hosted 32 exhibitions at its main site, including the celebrated Forbidden City collection. Building upon this success, the Museum is currently formulating an Exhibition Master Plan that will update the permanent exhibitions in the three main galleries and provide the basis for launching a capital campaign in 2003.

Just as important, however, the Museum has focused its resources on Oakland youth. Early next fiscal year, construction will begin on an education center in the museum that can be used by teachers, instructors, and docents. With the transfer of the Alice Arts Center to its portfolio, the Museum will also promote an active youth arts program.

Administering programs such as Head Start, Welfare-to-Work, and the Multipurpose Senior Services Program, the Department of Aging, Health, and Human Services will continue to be a central resource for all Oaklanders. Expanded funding opportunities are being assessed, and partnerships with key players such as the County of Alameda and the Oakland Unified School District will leverage resources and increase product. There are three important new programs to the department:

Page 12 1. The Community Action Agency (CAA). The purpose of the program is to reduce poverty, revitalize low-income communities and empower low-income families and individuals to become self-sufficient. Initiatives supported from the CAA include Project Choice, ASSETS Senior Employment program, and the One-Stop Career Center.

2. Project Choice. Project Choice is a crime prevention and intervention program that seeks to partner with non-profit groups, governmental agencies and private industry to create wrap-around services for at-risk populations, particularly ex-offenders and truants.

3. Youth Services/Kids First! Transferred from the Life Enrichment Agency, these two initiatives are currently developing the next four-year strategic plan of promoting youth programs and services through partnerships with community-base organizations and governmental agencies.

The Library maintains its fundamental commitment to the community and ensures access to our Main Library as well as its many branch libraries. This budget includes an expansion of hours at all libraries and additional days at certain locations to ensure better access to this vital public resource.

The Oakland Public Library will remain committed to our city’s young people through the continued operation of after school learning centers, pre-school and toddler story times, regular visits by Children’s Services librarians to Oakland School classrooms, and the establishment of several programs for teens and the annual Summer Reading programs. For the next two years, the Library is committed to providing state-of-the-art information services as well as quality educational, literacy and cultural programs to citizens. The programmatic emphasis shall be on expanding and maintaining general library operations and library youth programs. Increased circulation and collaborative efforts with the OUSD will result in higher numbers of classes and students using these facilities.

A Neighborhood City Oakland is one of the hottest real estate markets in the Bay Area, and the Community and Economic Development Agency (CEDA) is taking advantage of this momentum to steer investment towards our major corridors. Already involved in major streetscape projects along International Boulevard, MacArthur Boulevard, 98th Avenue and Hegenberger Boulevard, the agency will target two new redevelopment areas – West Oakland and East MacArthur Boulevard. Furthermore, the newly adopted Broadway / MacArthur / San Pablo Redevelopment Project Area will receive additional, dedicated staffing.

Ensuring community pride, CEDA will also concentrate efforts on expanded public participation and façade improvement projects. To its Planning and Zoning Department, the agency is adding positions dedicated to providing notification to property owners 300 feet from all proposed projects. Positions will also be added to review development plans with the goal of producing higher quality projects. In terms of development’s integration with neighborhoods, CEDA is

Page 13 launching a new initiative, the Neighborhood Property Revitalization Program (N-Prep), that will offer pre-development assistance to key sites on commercial corridors. The agency will also dedicate an additional $400,000 to the Neighborhood Commercial Revitalization program to stimulate development in underutilized, often blighted areas.

Affordable housing is one of the most pressing challenges in the Bay Area. With Oakland’s soaring rent prices, affordable housing and rent arbitration cases are backlogged. To respond to the rising demand, CEDA is adding eight new positions to the newly created Residential Rent Arbitration program. In addition, the agency is adding two new positions to support the Housing Task Force while extending two positions in Housing Development to support the expenditure of the 2000 Affordable Housing Bond. Finally, the Housing Community Services (hunger and homeless programs) will be reorganized to better serve its customers and administer the Homeless Mobile Outreach program.

CONCLUSION

Altogether the above provides a roadmap for the City of Oakland to becoming a World Class City. The strategic path outlined above is operationalized through performance-based budgeting. The FY 2001-03 Adopted Policy Budget reflects the City’s continued efforts to address the funding needs of the City and its citizens. In so doing, difficult choices between competing needs are made that limit capacity. This budget is based on the fundamental premise of providing core, infrastructure services to ensure the City’s continued ability to deliver the same or enhanced level of responsive services into the future to an expanding business community, as well as an increasingly informed, educated and demanding community. This budget endeavors to respond to your and the Council’s priorities and budgetary principles. This budget provides for public safety enhancements, infrastructure needs, economic development initiatives, arts, and continued sound financial management.

The FY 2001-03 Adopted Policy Budget lays the foundation for a brighter future, with major emphasis on preparing the City for the continued economic growth that lies ahead, and to take advantage of that growth by preparing Oakland residents to fulfill the job demands that will be required in the 21st century and to further the image of Oakland as a desirable place to live and visit, a community that exhibits the cultural diversity and vitality of the world around us.

Staff will continue to support the Mayor and Council energetically and creatively in achieving these goals.

Respectfully submitted,

ROBERT C. BOBB City Manager

Page 14 Cover Page CITY OF OAKLAND Index Click on Topics Below to Access Information

Table of Contents

FY 2001-03 Adopted Policy Budget I TABLE OF CONTENTS Cover Page Click on Topics Below to Access Information Index

Letter of Transmittal

Mayor/Council Priorities ...... A - 1 Mayor’s Goals ...... A - 3 City Council Budget Priorities ...... A - 3 General Purpose Fund Reserve Policy ...... A - 4 Zero Net Increase in Staff Policy ...... A - 4

Budget Guide...... B - 1 Two-Year Budget ...... B - 2 Two-Year Budget Calendar ...... B - 3 Two-Year Budget Process...... B - 4 Budget Amendment Process ...... B - 6 Format of Budget Document ...... B - 7 Format of Agency and Department Budgets ...... B - 10 Glossary of Budgetary Terminology ...... B - 11 Abbreviation Guide ...... B - 14

Demographics ...... C - 1 About the City of Oakland ...... C - 3 Statistical Profile ...... C - 11 Miscellaneous Construction Activity ...... C - 12 Demographic Statistics...... C - 13 Port of Oakland Activity ...... C - 14 Retail Sales Tax and Total Sales by Major Business Group ...... C - 15

Financial Summaries ...... D - 1 Summary of Adopted Budget ...... D - 3 Fund Groups ...... D - 4 Fund Balance Summary by Fund Group ...... D - 5 FY 2001-02 Adopted Revenues and Transfers In by Fund Group ...... D - 6 FY 2001-02 Adopted Appropriations by Fund Group ...... D - 7 FY 2002-03 Adopted Revenues and Transfers In by Fund Group ...... D - 8 FY 2002-03 Adopted Appropriations by Fund Group ...... D - 9 The City’s Five-Year Financial Plan ...... D - 10 Summary of the Major General Purpose Fund Revenues ...... D - 11 All Funds Revenues ...... D - 24 All Funds Appropriations ...... D - 26 General Purpose Fund Revenues ...... D -28 General Purpose Fund Appropriations ...... D -30

II FY 2001-03 Adopted Policy Budget Cover Page CITY OF OAKLAND Index Click on Topics Below to Access Information

Landscape and Lighting Assessment District ...... D - 33 Capital Improvement Program ...... D - 38 FY 2001-02 Adopted Appropriations by Fund ...... D - 52 FY 2002-03 Adopted Appropriations by Fund ...... D - 78 Fund Descriptions ...... D - 104 Article XIII B Appropriations Limit ...... D - 112

Organization Summary ...... E - 1 City Organization Chart ...... E - 2 Full-Time Equivalents ...... E - 3 Chart: Personnel Costs Across All Funds per Capita ...... E - 7 Chart: Number of FTE Employees per 10,000 Population ...... E - 7 Chart: Change in City of Oakland Workforce ...... E - 8 Chart: Number of Sworn & Total Workforce per 10,000 Population ...... E - 8

General Government...... F - 1 Organization Chart ...... F - 3 Appropriation History ...... F - 4 Appropriation History by Fund ...... F - 5 Position Titles ...... F - 7 Mayor ...... F - 9 City Council ...... F - 17 City Manager ...... F - 35 Department of Craft & Cultural Arts ...... F - 67 Office of Personnel ...... F - 81 Office of Information Technology ...... F - 105 City Attorney ...... F - 127 City Auditor ...... F - 145 City Clerk ...... F - 153

Financial Services Agency ...... G - 1 Organization Chart ...... G - 3 Goals ...... G - 3 Appropriation History ...... G - 4 Appropriation History by Fund ...... G - 5 Significant Budget Changes ...... G - 6 Staffing History...... G - 7 Position Titles ...... G - 8 Agency Budget by Division...... G - 12

FY 2001-03 Adopted Policy Budget III TABLE OF CONTENTS Cover Page Click on Topics Below to Access Information Index

Police Services Agency ...... H - 1 Organization Chart ...... H - 3 Goals ...... H - 3 Appropriation History ...... H - 4 Appropriation History by Fund ...... H - 5 Significant Budget Changes ...... H - 6 Staffing History...... H - 7 Position Titles ...... H - 8 Agency Budget by Division ...... H - 12

Fire Services Agency ...... I - 1 Organization Chart ...... I - 3 Goals ...... I - 3 Appropriation History ...... I - 4 Appropriation History by Fund ...... I - 5 Significant Budget Changes ...... I - 6 Staffing History...... I - 7 Position Titles ...... I - 8 Agency Budget by Division ...... I - 12

Life Enrichment Agency ...... J - 1 Organization Chart ...... J - 3 Appropriation History ...... J - 4 Appropriation History by Fund ...... J - 5 Significant Budget Changes ...... J - 6 Staffing History...... J - 7 Agency Administration ...... J - 10 Parks and Recreation ...... J - 13 Library Services ...... J - 35 Museum Services...... J - 57 Aging, Health & Human Services ...... J - 85

IV FY 2001-03 Adopted Policy Budget Cover Page CITY OF OAKLAND Index Click on Topics Below to Access Information

Public Works Agency ...... K - 1 Organization Chart ...... K - 3 Goals ...... K - 3 Appropriation History ...... K - 4 Appropriation History by Fund ...... K - 5 Significant Budget Changes ...... K - 7 Staffing History...... K - 8 Position Titles ...... K - 9 Agency Budget by Division...... K - 14

Community and Economic Development Agency...... L - 1 Organization Chart ...... L - 3 Goals ...... L - 3 Appropriation History ...... L - 4 Appropriation History by Fund ...... L - 5 Significant Budget Changes ...... L- 6 Staffing History...... L - 7 Position Titles ...... L - 8 Agency Budget by Division...... L - 14

Non-Departmental ...... M - 1 Appropriation History ...... M - 2 Appropriation History by Fund ...... M - 3 Budget Notes ...... M- 6 Insurance and Liability...... M - 7 Debt Service ...... M - 8 Statement of Direct and Overlapping Debt ...... M - 10 Debt Service Schedule ...... M -11 Public Support...... M - 18 Appropriation History by Organization ...... M - 20 Contingency Accounts...... M - 26 Housing Rehabilitation Loans ...... M - 27

Index ...... i

FY 2001-03 Adopted Policy Budget V TABLE OF CONTENTS Cover Page Click on Topics Below to Access Information Index

Notes

VI FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Mayor and Council Priorities

The City of Oakland is committed to the delivery of effective, courteous and responsible service. 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.

FY 2001-03 Adopted Policy Budget A-1 MAYOR/COUNCIL PRIORITIES Table of Contents

Notes

A-2 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Mayor and City Council Goals & Priorities

Mayor’s Goals

Public Safety: To implement a crime reduction strategy based on geographic accountability and numerical goals; to increase the number of Oaklanders serving as police officers; and to continue forging close ties between police officers and the people of Oakland.

Education: To create a sound working relationship between City government and Oakland’s schools; support the establishment of Charter Schools as options for all students; and expand choice and foster healthy competition.

10K: To attract 10,000 people to live in downtown Oakland to support retail businesses and restaurants.

Arts: To encourage artistic expression and craft through public grants and civic festivals and establish a school for the performing arts.

City Council Budget Priorities

Safe Neighborhoods: Achieve crime reduction through community policing and other strategies that emphasize prevention.

Clean and Livable Communities: Create clean and livable neighborhoods by combating blight, litter and illegal dumping through strategies that build pride in our city. Support the development of open space and a pedestrian-friendly city.

Renewed Infrastructure: Repair and maintain the City’s infrastructure, including streets, sidewalks, sewers and storm drains, buildings and vegetation management.

Support for Youth: Provide quality recreational and after-school programs for children and youth at schools and recreation centers.

Affordable Housing: Support the development of affordable housing opportunities in all areas of the City. Projects and programs should emphasize the importance of diversity of incomes in housing development.

Vital Neighborhood Commerce: Facilitate and coordinate City services in order to attract and support businesses emphasizing sustainability in neighborhood commercial areas and downtown.

FY 2001-03 Adopted Policy Budget A-3 MAYOR/COUNCIL PRIORITIES Table of Contents

City Council Budget Policies

7.5 Percent Reserve Policy

General Purpose Fund Reserve Policy

The City of Oakland established its General Purpose Fund Reserve as additional insurance against unforeseen expenditures, such as temporary revenue shortfalls, one-time expenditures and economic downturns. Reserves are non-obligated fund balances that are available at the end of each budget year.

In conjunction with its decision to move to a two-year budget process starting FY1997-99, the Council approved staff’s recommendation to increase the General Purpose reserve policy from five to 7.5 percent. The two-year budget cycle is based on projections and assumptions further into the future than a single-year budget and is therefore inherently subject to greater volatility; a 2.5 percentage point increase in the General Purpose Reserve attempts to mitigate this added unpredictability. By increasing the reserve level in recognition of the greater degree of economic uncertainty, the Council will be less likely to require mid-cycle revisions. In fact, it is intended that the mid-cycle budget review be limited exclusively to significant variations in the City’s revenue projections and changes in Federal and State mandates.

Zero-Net Increase in Staff Policy for the FY 2001 – 2003 Policy Budget

As part of the FY 2001-03 Policy Budget adoption, the City Council established a goal of zero net increase in full-time equivalents, with the exception of public safety and cost-covered positions, by the end of FY 2002-03, unless the Council specifically authorizes additions during the FY 2001-2003 budget cycle.

Public Safety Positions. Staffing increases are allowed in Fire and Police services to accommodate urgently needed increases in public safety programs and services in the FY 2001-2003 Policy Budget.

Cost-Covered Positions. Additions and/or increases are allowed for fully cost-covered positions, i.e. positions that generate revenues in excess of their total cost. Such additions/increases, however, are contingent upon the realization of the projected revenue (for example, additional parking revenues to support increase in parking staff). The City Manager will report on the increase in fee revenues and corresponding increases in positions filled as part of quarterly reports on revenues and expenditures as well as during the mid-cycle budget review. Moreover, the City Manager will propose deletions in fee-funded positions to the extent that projected fee revenues are not realized.

Other Positions. The remaining position increases included in the FY 2001-03 Policy Budget are proposed to be funded from the City’s General Purpose Fund or special revenue funds. Hiring of these positions will be postponed until January 2002. The City Manager will propose a plan by the end of FY 2002-03 to freeze the number of positions in the City at the FY 2000-01 level, with the aforementioned exceptions, through attrition, deletion of vacant authorized positions, or realignment and reorganization of positions. During the mid-cycle budget review, the City Manager will present a list of current vacant positions and propose a set of deletions of authorized positions.

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Budget Guide

FY 2001-03 Adopted Policy Budget B-1 BUDGET GUIDE Table of Contents

The Two-Year Budget

This is the City of Oakland’s third biennial budget document. The two-year budget is intended to improve the City’s long- term planning and enhance funding stability. The adoption of a two-year budget is intended to contribute to savings in Mayor, Council and staff time and energy by reviewing full operating budgets once every two years rather than annually.

During the off-year of the two-year budget cycle, the Mayor and Council will conduct a Mid-Cycle review limited to significant variances in estimated General Fund revenue and/or revised mandates arising from Federal, State or Court actions. The Mayor and Council also plan to use the first year of the two-year budget cycle to review, refine, and enhance the utility of agency/departmental performance measures. In turn, the validation and collection of improved and meaningful performance measures, along with comparative benchmarks, will be utilized for continuous improvement.

Although appropriations are adopted for a 24-month period, they are divided into two one-year spending plans. Agencies/ Departments ending the first year with budgetary surpluses, according to Council Policy, will be allowed to carry-forward 1/3 for their operating budget, 1/3 for their capital spending, and 1/3 for reverting to the General Fund balance.

B-2 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Two-Year Budget Calendar

Year One Sept - Oct Nov - Dec Jan - Feb Mar - Apr May - June

Mayor/Council Budget Retreat Receive Budget CMO/Mayor Deliberations; Proposed Mid- Approve Cycle Revisions Revisions to 2nd Year Budget

City Manager Review Program Review Prepare Mid- & Staff Objectives & 1st Revenue Cycle Proposed Quarter Projections & 2nd Budget Performance Quarter Revisions Measures Performance

Community Public Comment Public Comment on Performance in Conjunction Measures with Council Hearings

Year Two Sept - Oct Nov - Dec Jan - Feb Mar - Apr May - June

Mayor/Council Budget Retreat Review of Receive Budget Council Goals & Proposed Deliberations; Objectives Budget Approved Adopted Budget

City Manager Staff Internal Budget Hearings & Staff Development of Projected Targets Develop & Present Mayor/City Manager Proposed Budget

Community Participation in Council Goal Setting Public Comment Process in Conjunction with Council Hearings

FY 2001-03 Adopted Policy Budget B-3 BUDGET GUIDE Table of Contents

The Two-Year 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 budgets of governmental funds (General Funds, Special Revenue Funds, Debt Service Funds and Capital Projects Funds) are prepared on a modified accrual basis where revenues are recognized when they become measurable and available, and expenditures are recorded when the related liability is incurred; except that principal and interest payments on general long-term debt are recognized when due. Revenue availability criteria are defined as collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period (i.e., sixty days after fiscal year- end).

Budgets for proprietary funds (Internal Service Funds and Enterprise Funds) are prepared on a full accrual basis where revenues are recognized when earned, and expenses are recorded when incurred.

The fund types used by the City are as follows:

Governmental Funds

General Funds The General Funds are the general operating funds of the City. All general tax revenues and other receipts that are not allocated by law or contractual agreement to some other fund are accounted for in the General Fund. Expenditures include the general operating expenses and capital costs which are not paid through other funds. The General Purpose Fund is the largest City fund in the General Funds group.

Special Revenue Funds Special Revenue Funds are used to account for specific revenues that are legally restricted to expenditure for particular purposes.

Debt Service Funds Debt Service Funds are used to account for the accumulation of resources and payment of principal and interest on general long-term debt.

Capital Projects Funds Capital Projects Funds are used to account for the acquisition, construction and improvement of capital facilities other than those financed by proprietary funds.

Proprietary Funds

Enterprise Funds Enterprise Funds are used to account for operations that are financed and operated in a manner similar to a private business enterprise, where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges.

Internal Service Funds Internal Service Funds are used to account for the financing of services provided by one department to other departments of the government, on a cost reimbursement basis, including depreciation.

The City of Oakland adopts a budget on Generally Accepted Accounting Principles (GAAP) basis (modified accrual for governmental funds and accrual for proprietary and pension trust funds).

B-4 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Budget Development Process:

This document represents the third Biennial Budget presentation for the City of Oakland. The process for this cycle began in the fall of 2000 with staff developing broad guidelines for the FY 2001-03 budget development plan based upon preliminary projections of citywide revenue and expenditures. The financial projections were presented to and discussed with the City Council during its retreat last fall. Subsequently, a workshop was conducted for agencies and departments to provide instruction regarding the plan, including reviewing policy guidelines, explaining any changes in process and distributing required materials.

Upon receipt of agency and departmental budget submittals in January, the Budget Office provided an in-depth analysis to the City Manager’s Office of each budget request. Internal budget hearings were held among the City Manager’s Office, Agency Directors and the Budget Office, wherein discussions occurred about program priorities and resource requirements for the next two years. The Budget Office then prepared the Proposed Budget in conjunction with discussions between the City Manager and Mayor’s Office for the Mayor’s presentation to the City Council in April for deliberation.

Upon presentation of the Proposed Budget, the City Council conducts a series of public hearings to review each Agency budget as well as the Capital Improvement Program. The City’s budget is also reviewed by the Budget Advisory Committee (BAC), consisting of Oakland residents appointed by City Councilmembers and the Mayor to staggered terms. 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.

The City Charter requires that the City Council adopt 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 appropriations for the Five-Year Capital Improvement Program. The appropriations are outlined in annual spending plans. The budget’s development is based upon a modified cash basis, acknowledging expense encumbrances and revenue accruals.

Mayor and Council Goals & Priorities Reviewed & Public BAC Operationalized Input

Mayor Mayor Outlines City Council Agency/Department City Manager Budget Recommendations and ADOPTED Budgetary Goals & Deliberations and Budget Submittals Preparation Proposed Budget BUDGET Priorities Budget Approval Presentation

Budget Office Provides Budget Development Budget Office Analysis Guideline to and Recommendations Agencies/Departments

FY 2001-03 Adopted Policy Budget B-5 BUDGET GUIDE Table of Contents

Budget Amendment Process

The budget is a flexible document which provides a comprehensive framework of resource allocations for implementation of the City’s goals, priorities and program activities covering the two-year fiscal period. The two-year appropriations are apportioned to one of two sequential annual (July through June) spending plans.

Amendments to the budget may be made throughout the two-year period. Appropriation of new money or transfers between funds and Agencies requires formal action through Council resolution. Transfers between departments within an agency, divisions, accounts or projects may be made at the administrative level. These transfers can be authorized by the City Manager, Budget Office or Agency Directors, depending on the nature of the transfer.

The diagram below illustrates how the budget is applied during the two-year period. The Adopted Budget constitutes the appropriations approved by the City Council in June. The Adjusted Budget is the status of appropriations during the fiscal period between July 1 and June 30. It identifies any amendments to the budget, prior year encumbrances, carryforwards, and transfers between accounts, departments and divisions. The ability to make adjustments to the Adopted Budget during the fiscal period gives the organization the flexibility to meet changing program needs and priorities. The Actual Budget reflects expenditures as of June 30th (the end of the fiscal period). Like the Adopted Budget, the Actual Budget captures the authorized spending plan for the organization as of a fixed-date. The annual performance evaluation of each Agency director and department head includes staying within their Actual Budget, including revenue realization where appropriate.

Prior Year Council Resolutions Encumbrances

July 1

Adopted Budget Adjusted Budget Actual Budget

June 30

Carryforwards BudgetRequests Change

B-6 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Format of Budget Document

This section provides the reader with a brief explanation of the format and content of this document as it presents the FY 2001-03 Adopted Policy Budget.

This budget document is prepared and presented consistent with the organizational structure of the City. The City is comprised of a cluster of six General Government departments and six Agencies; Non-Departmental activities are also presented separately. Each of the Agencies is comprised of a number of departments and/or divisions for which budgetary information is provided within this document. The operational structure is summarized as follows:

General Government Fire Services Agency Mayor Office of the Fire Chief City Council Support Services City Manager Fire Prevention Administration Field Operations Citizens’ Police Review Board Management Services Intergovernmental Affairs Education & Testing ADA Programs Emergency Services Contract Compliance and Employment Services Technical Services Public Ethics Commission Emergency Medical Services Budget Office Communications & Mass Media Life Enrichment Agency Equal Employment Opportunity Agency Administration Risk Management Office of Parks and Recreation Department of Craft & Cultural Arts Library Services Office of Personnel Museum Services Office of Information Technology Aging, Health & Human Services City Attorney Office of the City Auditor Public Works Agency Office of the City Clerk Agency Administration Financial Services Agency Design and Construction Services Maintenance Services Administration Support Services Accounting Revenue Community & Economic Development Treasury Agency Parking Office of the Executive Director Police Services Agency Planning & Zoning Building Services Office of the Chief of Police Economic Development Bureau of Investigations Redevelopment Bureau of Services Housing & Community Development Bureau of Field Operations Non-Departmental Insurance and Liability Debt Service Public Support Contingency Accounts Housing Rehabilitation Loans

* The first two years of the Five-Year Capital Improvement Program are summarized as part of Financial Summaries. The Five-Year Capital Improvement Program is a separate, detailed budget document.

FY 2001-03 Adopted Policy Budget B-7 BUDGET GUIDE Table of Contents

The major sections of this document, with an explanation of content, are as follows:

Letter of Transmittal This is the City Manager’s budget message to the Mayor and City Council. It outlines the FY 2001-03 overall budgetary plan of the City, the budget process, goals and objectives, program initiatives and a summary of the financial position of the City.

Mayor/Council Priorities This section summarized goals and priorities of the Mayor and City Council. The section includes a summary of the 7.5 Percent Reserve and the Zero-Net Staff Increase Policies of the Council. Mayor and Council priorities and policies are reflected in the allocation of departmental resources as well as translate into the City’s financial policies.

Budget Guide This section provides the reader with 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.

Demographics This section provides the reader with general information about the City, including a comprehensive description of the City’s history, form of government, transportation modes, attractions and miscellaneous statistics about construction activity, demographics and the Port of Oakland activity.

Financial Summaries This section provides the reader with numerical tables and graphs summarizing current and historical data on the City’s expenditures, revenue and staffing levels. Descriptions of the City’s funding sources and the basis for revenue projections are also included.

Organizational Summary This section presents the citywide organization chart and a comprehensive view of historical and current staffing levels by agency and department.

Agency Operating Budgets The agency and department operating budgets are one of two major components of the City’s total budget. The other major component is the Capital Improvement Program budget. Each agency budget begins with a summary and is followed by individual department budgets which comprise the respective agency. The Agency Budgets presented include Financial Services, Police Services, Fire Services, Life Enrichment, Public Works and Community and Economic Development. In addition, the General Government and the Non-Departmental sections present data for departmental and miscellaneous spending categories not included within specific Agencies.

B-8 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget B-9 BUDGET GUIDE Table of Contents

Format of Agency and Department Budgets

The budget proposals submitted by each agency and respective department(s) of the City have been prepared to provide a large amount of information in a brief and easily understandable format. This section outlines the information presented by each agency and department.

Agency Summary Each Agency budget begins with a summary which includes the mission of the Agency, listing of departments or divisions which comprise the Agency, organization chart and four-year history of the Agency’s expenditure and staffing levels. In addition, the FY 2001-03 Adopted Budget is presented in two annual spending plans.

Department Summary Following each Agency summary is a presentation of the budget for each department(s) within the Agency. The first part of each department budget provides a chart illustrating the history of appropriations and full-time equivalents (FTE).

Organization 2001-03 Goals The second page of each agency/department begins with an organization chart which depicts the relationship among each operating unit of the agency/department. Also on the second page is a list of departmental goals for FY 2001-03. Typically, goals represent the mission or purpose of a department. Each department in the City fulfills particular needs of the community, and this section outlines those responsibilities.

Expenditures The next page displays the expenditure table representing historical and adopted costs associated with operating the agency/department. Expenditure categories represented in these summary tables are by Division, Character, and Fund.

Expenditures by Division list each division within the agency/department with comparative financial data.

Expenditures by Character are listed by Personnel Services, Operations and Maintenance, and Capital Outlay. Personnel Services are costs associated with employees, such as salaries and fringe benefits. Operations and Maintenance includes commodities and supplies, services provided to the City by outside vendors, utilities and repairs. Also in this category is the cost of maintaining City facilities. Capital Outlay represents the purchase of replacement or additional assets necessary for the operation of the City.

Expenditures by Fund outline which funds (i.e., revenue source) 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.

Authorized Staffing This section provides a listing of the classifications and number of employees that work for the department. As used in this budget, a staff-year is equivalent to one full-time employee. For example, two employees who work one-half time are considered as one staff year. The use of total staff years helps the City understand the level of personnel resources used by each department.

Expenditures by Division Expenditures by Division are presented following the departmental expenditures, which is in the same format as that provided at the departmental level.

Division Summary In addition to an overall report on each department, information presented by division, divisions are sub-units of departments and focus on a particular area of service.

Services Provided Each division includes a description of its service and highlights achievements over the past fiscal period and plans for FY 2001-03, a description of significant budget adjustments and the performance measures selected by Council for review.

B-10 FY 2001-03 Adopted Policy Budget Table of Contents 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 a past fiscal year.

Adjusted Budget The status of appropriations 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 carryforwards, and transfers between objects, divisions and departments.

Adopted Budget Revenues and appropriations approved by the City Council in June immediately preceding the new fiscal period.

Agency A major unit of the organization which is managed by an Agency Director and comprised of a number of department(s) which are related to one another by their function area.

Appropriation An authorization made by the City Council which 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 resources.

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 or between departmental budgets. Council approval is required for additional appropriations from fund balance or new revenue sources.

Budget Calendar The schedule of key dates or milestones which the City follows in the preparation, adoption and administration of the budget.

Budget Document The instrument used by the City Manager to present a comprehensive program stated in financial terms to the City Council.

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 available appropriations and available revenues.

Capital Improvement Program A plan for capital expenditures to provide for the acquisition, expansion or rehabilitation of an element of the City’s physical plant to be incurred over a fixed period of several future years.

Capital Outlay Expenditures relating to the purchase of equipment, facility modifications, land, and other fixed assets.

Carryforward Appropriations brought forward from a previous fiscal year to continue or complete a specific program or activity.

Department A major administrative segment of the City which indicates overall management responsibility for an operation or a group of related operations within a functional area. All operating departments report to an Agency.

Division A unit of organization which reports to a department.

FY 2001-03 Adopted Policy Budget B-11 BUDGET GUIDE Table of Contents

Glossary of Budgetary Terminology (continued)

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 terminated.

Enterprise Fund A governmental accounting fund in which the services provided are financed and operated 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 expenditures.

Expenditure The actual outlay of funds from the City Treasury.

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 as 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 and various revenue sources. Restricted funds may be expended for purposes specified by law or grantor regulations. Discretionary 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.

Fund Group A group of funds with similar restrictions and accounting treatment. Eight commonly used fund groups in public accounting are: general funds; special revenue funds; debt service funds; capital projects funds; enterprise funds; trust and agency funds; internal service funds; and special assessment funds.

Grant A contribution by a government or other organization to support a particular function. Grants may be classified as either categorical or block, depending upon the amount of discretion allowed the grantee.

Internal Service Fund Funds used to account for the financing of goods or services provided by one department to another department on a cost reimbursement basis.

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 current and previous fiscal years, and the views and recommendations of the City Manager.

Operating Budget A financial plan for the provision of direct service and support functions that provide basic governmental services. The operating budget contains appropriations for such expenditures as personnel services, fringe benefits, commodities, services and capital outlay. It does not include Capital Improvement Project expenditures.

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Glossary of Budgetary Terminology (continued)

Operations and Maintenance Expenditures related to operating costs including supplies, commodities, contract services, materials, utilities and educational services.

Personnel Service Expenditures related to employee compensation including wages and salaries, fringe benefits, retirement and special pay such as shift differential.

Program Category Program codes are created to approximate each of the Mayor and Council Priority Objectives, as well as some subcategories of the primary programs. These codes were in turn used to identify appropriations and will be used to record expenditures. This provides the Mayor and Council an idea as to how much is being committed and/or spent to achieve their priority objectives.

Reserve An account used to indicate that a portion of a fund’s balance 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, service charges, fines and penalties and grants.

Service Delivery System The Service Delivery System is designed to provide Oaklanders with improved services. It is a system that provides quality customer service delivery, builds community partnership, enhances community-oriented governance, and promotes full cooperation among all City agencies and their employees. Community meetings are the mechanism used to establish and build upon the partnership with our residents and to prioritize district issues.

Transfer A budgetary entry indicating the movement of money from one fund to another or from one fiscal year to the next. Transfers between funds appear as an appropriation in one fund and estimated revenue 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.

FY 2001-03 Adopted Policy Budget B-13 BUDGET GUIDE Table of Contents

Abbreviation Guide

AAMLO African American Museum & Library at Oakland ABAT Alcohol Beverage Action Team ACS Automated Collection System ADA Americans with Disabilities Act AHHS Office of Aging, Health and Human Services BAC Budget Advisory Committee BART Bay Area Rapid Transit BBAC Business Budget Advisory Committee BCR Budget Change Request BID Business Improvement District BRASS Budget Reporting and Analysis Support System CAFR Comprehensive Annual Financial Report CAO City Attorney’s Office CC City Council CD Community Development CDBG Community Development Block Grant CEDA Community and Economic Development Agency CEDAC Community and Economic Development Advisory Committee CIP Capital Improvement Program CMO City Manager’s Office COIN Caring for Oaklanders in Need CORE Citizens of Oakland Respond to Emergencies Program CPRB Citizen’s Police Review Board CRP Community Restoration Program CSO Central Service Overhead DBO Dedicated Beat Officer DEAF Deaf Education Artistic Frontier EAMS Electronic Agenda Management System EBMUD East Bay Municipal Utilities District EDI Employment Development Initiative EEC Enhanced Enterprise Community EEO Equal Employment Opportunity EI/MCS Environmental Illness/Multiple Chemical Sensitivities EIR Environmental Impact Report EMT Emergency Medical Technician EOC Emergency Operations Center FEMA Federal Emergency Management Assistance FMS Financial Management System FSA Financial Services Agency FSA Fire Services Agency

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Abbreviation Guide (continued)

FTE Full-Time Equivalent GAAP Generally Accepted Accounting Principles GIS Geographic-based Information System GOB General Obligation Bond HAAD Housing Advisory and Appeals Board HEW Federal Department of Health, Education & Welfare HHS Health & Human Services HJK Henry J. Kaiser 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 and Technology JTPA Job Training Partnership Act KTOP TV Channel 10—Oakland’s Government Channel LAN Local Area Network LBE Local Business Enterprise LEA Life Enrichment Agency LLAD Landscape and Lighting Assessment District MBE Minority Business Enterprise Measure B Voter-approved county-wide sales tax increment restricted to traffic and transportation projects (1986 & 2000) Measure I Voter-approved property tax override for bonds restricted to enhance recreational, cultural and life enrichment facilities (1996) Measure K Voter-approved property tax override for bonds restricted to open space acquisition, recreational and cultural projects (1990) MIC Municipal Improvement Capital Fund MIERS Measure I (1992) Emergency Response System MSC Municipal Service Center (7101 Edgewater Drive) MTC Metropolitan Transportation Commission MVL/MVIL Motor Vehicle In-Lieu NCR Neighborhood Commercial Revitalization NEH National Endowment for the Humanities NSC Neighborhood Service Coordinator OBRA Oakland Base Re-use Authority OHEC Oakland Higher Education Center

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Abbreviation Guide (continued)

OIT Office of Information Technology OMCF Oakland Museum of California Foundation OMERS Oakland Municipal Employees Retirement System OMF Oakland Museum Foundation OPACT Oakland Police and Clergy Together OP Office of Personnel OPED Oakland Paratransit for the Elderly & Disabled OPFRS Oakland Police and Fire Retirement System OPR Office of Parks and Recreation OPS Oakland Public Schools ORA Oakland Redevelopment Agency OSCAR Open Space, Conservation and Recreation OSCS One-Stop Capital Shop OSHA Occupational Safety & Health Administration OSV Oakland Sharing the Vision OUSD Oakland Unified School District PAL Police Athletic League PERS 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 SCDI Sustainable Community Development Initiative SDS Service Delivery System THP Transitional Housing Program UBC Uniform Building Code UCR Uniform Crime Report URM Unreinforced Masonry USAR Urban Search and Rescue UPRR Urban Parks & Recreation Rehabilitation Program WBE Women Business Enterprise Y2K Year 2000

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Demographics

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Notes

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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 for the Bay Area.

Oakland is the eighth largest city in the State of California, with an estimated population of 405,300.1 The City boasts a wealth of vast resources and opportunities including being home to the fourth busiest maritime port, the Port of Oakland, which is located adjacent to the Jack London Square and the Oakland Marina. The City is also engaged in ongoing redevelopment. For example, the Oakland International Airport is undergoing a $1.2 billion expansion, the Oakland Army Base is engaged in a $400 million revitalization/redevelopment process, and $115 million worth of improvements will be made in the Oakland City Center, to name just a few.

In concert with ongoing redevelopment efforts, the City strives to maintain a balance between old and new. Historic structures 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 will link major historical landmarks with new developments. Major corporate headquarters, including Clorox and Kaiser Permanente, are in close proximity to businesses and small shops in the downtown area.

Oakland has grown rapidly since World War II; yet it has been able to preserve its abundant natural beauty and resources. The City has 106 parks (totaling over 2,000 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.

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. Each year the Council members elect one member as President of the Council and one member to serve as Vice Mayor.

The City Manager is appointed by the Mayor and is subject to the confirmation by the City Council. The City Manager is the Chief Administrative Officer of the City and is responsible for day-to-day administrative and fiscal operations of the City.

1 Estimate for 2000. Association of Bay Area Governments.

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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 Rockridge and Piedmont areas provide lively nighttime attractions. The City’s increasingly robust neighborhood retail areas are expanding. Abandoned 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 Business Support Center 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 positioned 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 an average household income of $71,644.2 In the City of Oakland itself, some 145,720 households earn, on average, $54,000 per year, resulting in an effective buying income of $7.87 billion that generates over $4.0 billion in annual taxable sales.3

Demographics

Oakland is a cultural Mecca, rich in diversity and encompassing 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. Oakland is home to 405,300 residents.4 The City’s population has grown at a steady pace of approximately one percent per year over the last ten years and is projected to increase by another seven percent by 2005.5

2 Estimates for 2000. Association of Bay Area Governments. 3 Population and income data are estimates for 2000 (Source: Association of Bay Area Governments); retail sales data estimates are based on the sales tax projections for the City for FY 2000-01. 4 Estimate for 2000. Association of Bay Area Governments. 5 Association of Bay Area Governments.

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As of today, the City has about 145,720 households, with an average of 2.78 persons per household.6 The largest single ethnic group is African American (41.7 percent), followed by White (33.9 percent) and Asian (16.3 percent). Hispanics constitute 17.0 percent of the total population. The median age of the City’s population is 33.4.7

Of the total City’s population, 171,600 are employed. The average household income is $54,000 per year.8

Labor Force and Employment

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 at Hayward, Mills College, Laney College and others. The labor pool in the Oakland Metropolitan Area is one of the most educated in the nation. It ranks sixth in the United States in educational achievement. Nearly one-third of the area’s residents have a college degree.

Oakland’s well-educated and highly skilled labor force is one of the key factors that make the City attractive to various businesses. As part of the fourth largest economy in the United States, Oakland has a strong and diverse business environment. More than 32,000 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.

The high-tech industry also rapidly develops in Oakland; more than 300 such companies are now based in the City. Biotech leader Double Twist, the key internet portal for human genomics research, recently invested $15 million for their downtown Oakland office, and is renovating another property which will house all of its operations and staff, including 150 new downtown workers. Another biotech leader, Rainin Instruments Company, recently broke ground for a new headquarters and manufacturing facility in the City’s Coliseum Redevelopment Project Area. Zhone Technologies is yet another Internet- based company located in Oakland.

Total employment in the City is more than 188,940 jobs, of which 39.8 percent are in the service sector. Over the next five years, 17,140 new jobs are projected to be created in Oakland; the service sector will account for 47.6 percent of this job growth.9

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 of the hills 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.

6 Association of Bay Area Governments. 7 Projections 2000. Association of Bay Area Governments, 2000. 8 Projections 2000. Association of Bay Area Governments, 2000. 9 Projections 2000. Association of Bay Area Governments, 2000.

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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 (south of Oakland) 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, contributing to canning, processing and shipping companies based in Oakland. Auto makers and steel companies 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.

World War II brought tremendous changes to Oakland. Huge numbers of workers moved to the Bay Area to work in local 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. Transportation

Located in the geographical center of the Bay Area, Oakland has been recognized as a vital transportation hub for more than 100 years. The combination of train, bus, marine, aviation, freeway and the Bay Area Rapid Transit (BART) system guarantees 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.

Port of Oakland

The Port is located on the east (or mainland) side of San Francisco Bay, one of the most beautiful natural harbors in the world. The Port is the fourth-largest container port in the United States, after Long Beach, Los Angeles, and New York/New Jersey; and is among the top 20 in the world. It is served by two railroad companies: Burlington Northern Santa Fe and Union Pacific.

The Port handles 98 percent of all containerized cargo that passes through the Golden Gate. Oakland’s cargo volume also ranks San Francisco Bay among the three principal Pacific Coast gateways for U.S. containerized cargoes, along with San Pedro Bay in Southern California and Puget Sound in the Pacific Northwest.

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The Port has technically advanced facilities available not only for containers but also for break bulk, heavy-lift and other specialized cargo. The Port has 450 acres of container terminal facilities, 29 container cranes, and an additional 100 acres of storage for general cargo and special commodities. It is well on its way to building a “super-intermodal” facility— a hub of cargo transport activity with container ship docks, truck arteries and three railroads converging into the only facility of its kind on the West Coast.

The Port is currently undergoing a massive expansion which will add a new 50-foot channel to accommodate new container ships, and will include construction of new container terminals and berths at the former Navy FISCO property (Berths 55-59) and the Joint Intermodal Terminal (JIT).10 The Port of Oakland is developing a Joint Intermodal Terminal with three major rail lines designed to lower the time and cost of transporting goods.

The Port of Oakland will soon expand even further as the result of acquiring a portion of the Army Base property as a no- cost transfer estimated to take place in FY 2002-03. The Oakland Base Reuse Authority and the Port of Oakland are currently working on finalizing the transfer and developing a reuse plan.

Oakland International Airport

The Oakland International Airport is the fastest growing airport in the Bay Area. It has two terminals with 22 gates, which serve 10 airline carriers who carried over 10.6 million passengers in 2000. The Airport is projected to serve 12 million passengers by the end of 2002.

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 76 million pounds of air mail. The major cargo carriers based at Oakland International Airport include Federal Express, United Parcel Service, Airborne Express, Emery Worldwide, Ameriflight, Burlington Air Express and Evergreen.

The amount of air freight that the Airport handles nearly tripled in the last ten years, increasing from 227,930 tons in 1990 to 671,691 in 2000. During the next decade, over one million metric air cargo 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 facilities at the Airport.

The Port of Oakland and the Oakland International Airport, along with their tenants and maritime and aviation companies, provide 23,500 direct jobs, 13,000 induced jobs, and 6,200 indirect jobs. In addition, 91,400 visitor industry jobs and 498,500 related jobs are being generated. The total economic impact induced by the Port and the Airport-related activities total at $6.215 billion.11

Mass Transit

Local bus service is offered by AC Transit, which serves 13 cities and adjacent unincorporated communities in 390 square miles along the eastern shores of San Francisco, Oakland and San Pablo Bays. AC Transit serves approximately 230,000 daily riders using 152 routes in the East Bay, 148 of which connect with BART. AC Transit buses also serve the Oakland Airport, the newly constructed Amtrak Station, the ferry terminal, downtown San Francisco and other major Bay Area attractions.

The Bay Area Rapid Transit (BART) is a 95-mile, automated rapid transit system serving over 3 million people in the three BART counties of Alameda, Contra Costa, and San Francisco, as well as northern San Mateo County. Trains traveling up to 80 mph connect 17 Bay Area cities and 39 stations. Travel time between Oakland and San Francisco averages only 20 minutes on BART. People in the Bay Area ride BART because it is a safe, reliable, economical, and energy-efficient means of transportation.

10 Port of Oakland, September 2000. 11 Port of Oakland, December 2000.

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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 destinations 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

Over 170 public and private schools in Oakland provide elementary, middle, special and secondary education. There are two community colleges and four four-year institutions within the City boundaries, with the world-renowned U.C. Berkeley campus located nearby. In addition, a variety of evening extension courses are offered in Oakland by other Bay Area colleges, including U.C. Berkeley. A wide array of nonprofit, county and City-sponsored skills enhancement training programs are provided to Oakland residents, and career development is successfully encouraged at the area’s high school academies.

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. Over 1,500 physicians, 250 dentists and eight hospitals are located within the City. Overall, the health care industry in Oakland employs approximately 14,000 people.

Public Safety

Oakland uses a variety of aggressive and innovative approaches to increase public safety and lessen the levels of violence. These efforts are paying off, especially as more and more business owners and residents become involved. Recent statistics indicate that overall crime in Oakland continues to decrease, including a 19.4 percent reduction in Part I crime in 2000.12

Parks and Recreation

There are over 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. Sports, performing arts, boating, camping, gardens and many other leisure activities are available at more than 140 parks, playgrounds, community centers and other recreational facilities operated by the City. There are two public golf courses and a third driving range. Six outdoor pools offer seasonal lap and recreational swimming, instruction and showers. The Parks and Recreation Department operates more than 50 tennis courts. It also operates Oakland’s Feather River Camp, a family camp located in the Plumas National Forest. Instruction in sailing, wind surfing and kayaking are available at Lake Merritt. Over 100 boats are available for rent, including paddleboats, kayaks, rowboats, canoes and sailboats. The City provides public boat launches at its seven-acre, waterfront park on the estuary and at Lake Merritt. The Port of Oakland owns and operates three marinas with berths. The Oakland City Stables, managed by the Wildcat Canyon Ranch Program, provides horse riding lessons, year-round after school programs, an alternate education site for the school district, and summer internships for Oakland Youths. The program serves 3,000 Oakland youth annually.

12 Part I crime includes murder, rape, robbery, assault, burglary, larceny and vehicle theft. (Source: Crime Analysis Division, Oakland Police Department, 2001).

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Arts and Attractions

Oakland is a city of art and has one of the largest artist communities in the West. It is the site of performing arts, festivals, concerts, gallery exhibitions and events for every season. The City’s Alice Arts Center is a multi-cultural and multi- disciplinary performing arts complex, which presents local, regional and national theater, dance and music productions. The Oakland East Bay Symphony features programs that showcase the work of California composers as well as a classical repertoire. The 35-year-old Oakland Ballet has grown in reputation by leaps and bounds and performs both traditional and experimental music and dance year-round throughout the City.

Both the Symphony and the Ballet use the Paramount Theater. This fabulous art deco 1931 movie palace was authentically restored in 1973 and has since served 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.

Oakland also has a history with the California Music Awards (formerly the Bammies). BAM Magazine publisher, Dennis Erokan, conceived the show in the Rockridge district as the “Bammies,” and many Oakland-based artists have either received awards or performed on stage. In April 2001, the City of Oakland co-hosted the 24th Annual California Music Awards gala event, which took place in the Henry J. Kaiser Center.

The City of Oakland is also home to the Oakland Museum of California, which is known as one of the finest regional museums in the country. Together with rotating national art exhibits, it houses an outstanding permanent collection of California artists, including fine art and photography. One of the museum’s recent main attractions was the Forbidden City exhibition showcasing precious objects and stories from China’s Imperial Palace.

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 planes, photographs, replicas and other artifacts, and classes for students of all ages.

Chabot Space and Science Center

The City of Oakland is also home to the Chabot Space & Science Center (CSSC), an 86,000 square-foot, state-of-the-art science and technology education facility. CSSC was formed as a Joint Powers Agency with the City of Oakland, the Oakland Unified School District, and the East Bay Regional Park District, in collaboration with the East Bay Astronomical Society, and in 1992 was recognized as a nonprofit organization. CSSC is an innovative teaching and learning center focusing on astronomy, space sciences and the interrelationships of all sciences. It is the continuation and expansion of a public observatory that has served San Francisco Bay Area schools and citizens with astronomy and science education programs for over 115 years. CSSC offers programs for students, teachers and general public.

Professional Sports

Oakland is a magnet for sports fans of all types. Whatever the season, Oakland pro and amateur games often garner broad national media coverage. In the last two 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. 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, and the 1996 Olympic Boxing Team Trials.

The Oakland Coliseum complex is home to the Oakland Athletics, the Golden State Warriors and the Oakland Raiders. The Oakland Ice Rink located in downtown City Center area provides recreational skating, practice facilities for amateur and professional figure skaters, as well as a venue for ice hockey team and tournament play.

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Media

Oakland has its own daily and weekly regional newspapers, radio stations and a television station with daily award-winning newscasts. Its neighborhoods distribute 50 newsletters. In addition to media and cable companies located in Oakland, the City is served by other major Bay Area newspapers, seven television stations (including the three major networks) and the public broadcasting system. Over 30 other Bay Area radio stations are easily received in Oakland.

The above text is based on updated and edited excerpts from the Oakland and the East Bay Relocation Guide; the Guide to Oakland, published by the Oakland Metropolitan Chamber of Commerce; the Oakland Book, distributed by the Oakland Convention and Visitors Bureau; and the Oakland Metropolitan Area, published by the Oakland Metropolitan Chamber of Commerce. City of Oakland’s statistics are also provided by City Agencies and the Port of Oakland.

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Statistical Profile

Date of Incorporation May 4, 1852 Form of Government Mayor/Council Population 405,300 Land Area 53.8 Square Miles Lake Area 0.3 Square Miles Miles of Streets 835.8 Miles

Fire Protection:* Number of Stations 26 Number of Authorized Sworn Officers 492.0 FTE Number of Authorized Civilians 74.0 FTE

Police Protection:* Number of Stations 2 Number of Authorized Sworn Officers 764.4 FTE Number of Authorized Civilians 520.3 FTE

Public Education: Schools 88 Number of Certified Teachers 2,285 FTE Number of Students 53,751 Number of Learning Centers 34

Recreation and Culture: Number of Parks 106 Number of Recreation Centers 23 Number of Library Branches 17 Number of Library Volumes 1,582,000 Number of Library Circulations 1,776,000

Employees:* Fire Protection 566.0 FTE Police Protection 1,284.7 FTE Other City Employees 1,704.8 FTE

Total Employees:* 4,555.5 FTE

* Numbers are per FY 2001-02 Adopted Budget.

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Miscellaneous Construction Activity

Number of Number of Building Permits Authorized New Value of Building Permits (000s) Fiscal Year Issued Dwelling UnitsResidential Non-residential 1983 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

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Demographic Statistics

Median Household Total Population Calendar Income Median Taxable Sales Number of City per Year Population (US$) 1 Age 2 (US$, 000s) 3 Employees 4 Employee 1983 347,325 20,179 32.2 2,020,979 3,254 106.7 1984 351,607 22,227 32.5 2,306,043 3,287 107.0 1985 355,300 20,712 32.4 2,342,848 3,442 103.2 1986 354,197 21,960 32.9 3,368,840 3,596 98.5 1987 356,337 23,028 33.1 2,352,164 3,664 97.3 1988 356,063 N/A N/A 2,472,515 3,666 97.1 1989 356,600 N/A N/A 2,521,699 3,844 92.8 1990 371,100 27,095 32.7 2,447,917 4,000 92.8 1991 378,200 29,084 32.9 2,406,366 4,154 91.0 1992 378,200 29,767 33.1 2,384,237 4,180 90.5 1993 379,700 31,203 33.4 2,264,740 4,098 92.7 1994 381,400 32,842 33.7 2,322,874 3,921 97.3 1995 381,400 32,482 33.7 2,495,567 3,927 97.1 1996 387,600 28,033 N/A 2,596,521 3,998 96.9 1997 389,700 27,788 N/A 2,767,367 4,002 97.4 1998 396,300 29,784 N/A 2,817,183 4,027 98.4 1999 401,374 N/A N/A 3,085,079 4,216 95.2 2000 405,300 N/A N/A 3,459,483 5 4,216 96.1

(1) Methodology utilized to calculate median household income was adjusted after 1995. (2) Median Age information no longer reported (by Sales and Marketing Management) after 1995. (3) Total taxable sales on a calendar year basis; provided by the State of California Board of Equalization. (4) Based on number of Full-Time Equivalent employees authorized for each fiscal year. (5) Year-end estimate, based on actual receipts for the first three quarters of 2000.

Sources: Sales and Marketing Management Association of Bay Area Governments California Department of Finance The HdL Companies

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Port of Oakland Activity

Oakland International Airport Marine Terminals Tons Tons of # Calendar Airline of Air Shipping Vessel Container Year Carriers Flights Passengers Airmail Freight Lines Calls TEU Imports Exports

1985 12 68,380 4,138,994 1,298 186,006 51 1,825 855,642 5,277,996 7,877,996 1986 8 74,784 3,821,391 7,883 101,333 52 1,878 925,089 6,027,853 7,502,950 1987 7 83,306 4,009,996 10,218 136,200 49 1,691 954,861 6,279,897 7,896,807 1988 7 77,383 3,822,241 6,072 202,776 54 1,722 1,031,776 5,481,926 8,621,740 1989 8 76,519 4,228,986 4,521 209,909 45 1,657 1,090,597 5,493,972 8,971,282 1990 8 89,062 5,512,333 6,624 227,930 40 1,715 1,124,123 5,672,446 9,301,391 1991 7 108,202 6,181,251 37,380 241,402 36 1,705 1,194,718 6,403,211 9,357,549 1992 9 108,625 6,542,120 27,965 370,536 34 1,913 1,291,494 7,837,708 10,263,582 1993 9 126,666 7,498,211 37,171 388,552 32 1,471 1,305,134 8,148,479 10,430,963 1994 9 136,850 8,345,792 34,319 455,132 36 1,597 1,491,000 9,025,189 11,951,522 1995 10 170,575 9,835,025 36,799 513,516 36 1,634 1,549,886 8,964,248 13,329,086 1996 13 165,479 9,734,879 32,225 583,739 40 1,677 1,498,202 8,617,657 12,926,486 1997 11 163,697 9,144,806 36,813 641,409 37 1,629 1,531,187 8,399,189 12,834,962 1998 11 160,627 9,231,280 38,147 660,766 36 1,740 1,575,406 9,284,568 12,695,428 1999 10 161,426 9,879,586 35,733 649,153 35 1,827 1,663,756 9,448,826 14,259,767 2000 10 148,003 10,620,798 31,694 671,691 34 1,883 1,776,922 N/A N/A

Aviation Facilities Harbor Facilities

Airports Operated 1 (two airfields) Miles of Waterfront 19 Paved Airport Runways 4 Harbor Area 668 acres Total Length of Runways 24,250 feet Developed 550 acres Area of Airport 2,580 acres Berthing Length of Wharves 20,645 feet

* 4th largest container port in U.S.

Notes: Data based on calendar year 1998 Vessel calls and Import/Export tonnage are estimates * Long Beach - 1st; Los Angeles - 2nd; New York/New Jersey - 3rd; Oakland - 4th

C-14 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Retail Sales Tax and Total Sales by Major Business Group for the City of Oakland

Number of Locations/ Business Group FY 1996-97 FY 1997-98 FY 1998-99 FY 1999-00 FY 2000-01 Outlets (1)

Auto & Transportation Sales tax revenue $6,014,118 $6,553,137 $7,113,705 $8,119,039 $9,420,382 865 Estimated taxable sales (2) $633,065,053 $689,803,895 $748,811,053 $854,635,684 $991,619,158 Business & Industry Sales tax revenue $7,287,725 $7,626,297 $8,635,135 $7,538,496 $7,384,177 2,434 Estimated taxable sales (2) $767,128,947 $802,768,105 $908,961,579 $793,525,895 $777,281,789 General Consumer Goods Sales tax revenue $3,584,967 $4,001,225 $4,238,242 $4,656,561 $4,931,527 5,382 Estimated taxable sales (2) $377,364,947 $421,181,579 $446,130,737 $490,164,316 $519,108,105 Restaurant & Hotel Sales tax revenue $3,137,591 $3,263,712 $3,482,441 $3,814,498 $4,092,548 1,093 Estimated taxable sales (2) $330,272,737 $343,548,632 $366,572,737 $401,526,105 $430,794,526 Building & Construction Sales tax revenue $2,233,154 $2,275,071 $2,524,472 $2,815,361 $2,941,025 328 Estimated taxable sales (2) $235,068,842 $239,481,158 $265,733,895 $296,353,789 $309,581,579 Fuel & Service Stations Sales tax revenue $2,091,031 $2,206,648 $1,881,920 $2,713,267 $2,878,019 140 Estimated taxable sales (2) $220,108,526 $232,278,737 $198,096,842 $285,607,053 $302,949,368 Food & Drug Sales tax revenue $2,354,695 $2,628,145 $2,738,938 $2,989,395 $3,389,499 559 Estimated taxable sales (2) $247,862,632 $276,646,842 $288,309,263 $314,673,158 $356,789,321 Estimated total sales (3) $619,656,579 $691,617,105 $720,773,158 $786,682,895 $891,973,303 Total Sales Tax Revenue (4) $26,703,281 $28,554,235 $30,614,853 $32,646,617 $35,037,177

Total Sales and Use Tax Revenue $31,070,000 $30,580,000 $36,220,000 $35,210,000 $40,406,821 Estimated Total Taxable Sales (2) $2,810,871,684 $3,005,708,947 $3,222,616,105 $3,436,486,000 $3,688,123,847

Estimated Total Sales (3) $3,182,665,632 $3,420,679,211 $3,655,080,000 $3,908,495,737 $4,223,307,829

Notes: (1) Number of locations / outlets are as of FY 2000-01. (2) Assumes that 0.95% accrues to the General Purpose Fund. Sales tax revenue calculated on cash basis. (3) Assumes that 40% of total food & drug sales are taxable. (4) Data are on a fiscal year basis and include sales tax revenue only (use taxes are excluded).

Source: The HdL Companies -- data obtained from the State of California Board of Equalization.

FY 2001-03 Adopted Policy Budget C-15 DEMOGRAPHICS Table of Contents

Notes

C-16 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Financial Summaries

FY 2001-03 Adopted Policy Budget D-1 FINANCIAL SUMMARIES Table of Contents

Notes

D-2 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Summary of Adopted Policy Budget (Millions of Dollars)

FY 2001-2002 FY 2002-2003 FUND GROUP REVENUES APPROPRIATIONS REVENUES APPROPRIATIONS

GENERAL General Purpose Fund $356.73 $356.42 $372.34 $372.34 Other General 81.09 80.37 84.98 83.76 Subtotal General 437.83 436.79 457.32 456.10

SPECIAL REVENUE Grants 66.48 72.31 69.59 66.45 Landscape and Lighting Assessment 20.96 19.34 20.04 20.04 Measure B 8.20 8.68 11.95 11.95 Gas Tax 10.77 10.77 10.84 10.84 Other Special Taxes & Assessments 15.31 10.62 8.86 10.40 Subtotal Special Revenue 121.71 121.71 121.27 119.68

ENTERPRISE Sewer Service Charge 26.30 26.60 25.67 25.67 Golf Course Operations 0.44 0.15 0.44 0.07 Subtotal Enterprise 26.75 26.75 26.12 25.74

INTERNAL SERVICE 40.76 40.76 43.94 42.34

CAPITAL PROJECTS 43.57 43.57 35.65 35.65

TRUST and AGENCY Trust Funds 28.19 28.05 26.57 26.13 Oakland Redevelopment Agency 11.85 12.00 11.72 11.72 Subtotal Trust and Agency 40.05 40.05 38.30 38.29

DEBT SERVICE 103.53 103.53 104.49 104.49

TOTAL ALL FUNDS $814.19 $813.16 $827.09 $822.29

FY 2001-03 Adopted Policy Budget D-3 FINANCIAL SUMMARIES Table of Contents

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 resources.

Special Revenue Funds are used to account for revenues that can only be spent for specific purposes. The major component 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 Office of Information Technology and the Financial Services Agency to other City departments on a cost reimbursement basis.

Enterprise Funds are used to account for two types of activities: (a) 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 Projects 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 organizations, 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

D-4 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Fund Balance Summary by Fund Group (Millions of Dollars)

SPECIAL INTERNAL CAPITAL DEBT TRUST & FUND GROUP GENERAL REVENUE ENTERPRISE SERVICE FUNDS SERVICE AGENCY TOTAL

FY 00-01

Beginning Fund Balance 32.23 21.09 71.38 2.57 126.94 88.31 988.93 1,331.45 Revenues 423.42 140.95 18.91 37.04 24.40 75.19 32.33 752.25 Expenditures 440.03 127.22 24.06 38.78 33.16 87.58 18.33 769.16 Ending Fund Balance 15.62 34.82 66.22 0.83 118.18 75.93 1,002.93 1,314.54

FY 01-02 (Projected)

Beginning Fund Balance 15.62 34.82 66.22 0.83 118.18 75.93 1,002.93 1,314.54 Revenues 437.83 121.71 26.75 40.76 43.57 103.53 40.05 814.19 Appropriations 436.79 121.71 26.75 40.76 43.57 103.53 40.05 813.16 Ending Fund Balance 16.66 34.82 66.22 0.83 118.18 75.93 1,002.93 1,315.57

FY 02-03 (Projected)

Beginning Fund Balance 16.66 34.82 66.22 0.83 118.18 75.93 1,002.93 1,315.57 Revenues 457.32 121.27 26.12 43.94 35.65 104.49 38.30 827.09 Appropriations 456.10 119.68 25.74 42.34 35.65 104.49 38.29 822.29 Ending Fund Balance 17.88 36.42 66.60 2.44 118.18 75.93 1,002.94 1,320.38

FY 2001-03 Adopted Policy Budget D-5 FINANCIAL SUMMARIES Table of Contents

FY 2001-02 Adopted Revenues and Transfers In by Fund Group

SPECIAL INTERNAL CAPITAL DEBT TRUST & 2001-02 Revenue Source GENERAL REVENUE ENTERPRISE SERVICE PROJECTS SERVICE AGENCY ADOPTED Property Tax $97,165,541 $10,543,508 $107,709,049 State Taxes Sales Taxes 41,976,000 6,159,797 48,135,797 Motor Vehicle in Lieu 6,813,000 6,813,000 Gasoline Tax 7,310,300 7,310,300 Subtotal State Taxes 48,789,000 13,470,097 62,259,097 Local Taxes Business License Tax 40,816,754 40,816,754 Utility Consumption Tax 46,640,000 46,640,000 Real Estate Transfer Tax 30,000,000 30,000,000 Transient Occupancy Tax 12,569,000 12,569,000 Parking Tax 6,190,000 6,190,000 Misc. Local 6,798,416 6,798,416 Subtotal Local Taxes 136,215,754 6,798,416 143,014,170 Landscape & Lighting Assessment 17,332,699 17,332,699 Licenses and Permits 11,728,004 8,000 11,736,004 Fines and Penalties 20,955,702 671,674 105,000 7,760 21,740,136 Interest Income 3,998,045 793,100 227,875 5,019,020 Service Charges 77,242,769 3,234,987 19,926,952 3,300 100,408,008 Grants & Subsidies 2,088,770 64,269,180 8,742,899 75,100,849 Internal Service 942,000 39,290,986 775,384 41,008,370 Miscellaneous/Other 16,222,423 2,797,000 310,000 22,843,672 19,423,721 61,596,816 Subtotal Revenues 415,348,008 109,375,153 19,926,952 39,709,286 33,394,940 29,169,879 646,924,218 Transfers In 22,478,109 12,337,723 6,820,167 1,054,390 43,566,912 70,131,302 10,875,752 167,264,355 Total Gross Revenues $437,826,117 $121,712,876 $26,747,119 $40,763,676 $43,566,912 $103,526,242 $40,045,631 $814,188,573

D-6 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2001-02 Adopted Appropriations by Fund Group

SPECIAL INTERNAL CAPITAL DEBT TRUST &2001-02 Agency/Department GENERAL REVENUE ENTERPRISE SERVICE PROJECTS SERVICE AGENCY ADOPTED

General Government $34,384,477 $2,091,945 $75,977 $1,900,001 $793,626 $3,580,472 $42,826,498 Mayor 1,161,357 16,404 85,739 1,263,500 City Council 2,399,919 740,190 3,140,109 City Manager 9,009,632 1,433,683 374,758 259,052 11,077,125 Craft & Cultural Arts 1,389,937 296,450 1,686,387 Personnel Resource Mgmt. 3,420,616 752,930 4,173,546 Information Technology 7,910,267 25,920 1,900,001 87,036 9,923,224 City Attorney 6,447,465 632,342 75,977 18,978 1,695,629 8,870,391 City Auditor 1,078,695 1,078,695 City Clerk 1,566,589 46,932 1,613,521

Financial Services Agency 14,579,111 381,842 740,270 2,493,275 210,377 3,659,884 178,095 22,242,854

Police Services Agency 129,956,690 4,714,925 379,865 2,716,001 137,767,481

Fire Services Agency 74,223,539 3,361,167 117,040 77,701,746

Life Enrichment Agency 37,495,670 38,073,580 111,192 147,110 355,482 76,183,034 Agency Administration 873,322 873,322 Office of Parks & Recreation 15,538,076 13,668,194 111,192 117,761 67,000 29,502,223 Library Services 10,697,653 5,795,827 29,349 235,902 16,758,731 Museum 5,836,659 220,500 52,580 6,109,739 Aging, Health & Human Services 4,549,960 18,389,059 22,939,019

Public Works Agency 21,670,340 20,092,490 13,790,643 34,817,729 1,982,132 4,305,423 96,658,757

Community & Economic Development 24,208,915 28,455,275 198,997 88,671 90,450 8,625,849 61,668,157

Non-Departmental 62,015,706 8,874,792 275,000 99,544,228 2,719,973 173,429,699 Insurance & Liability 7,017,670 275,000 7,292,670 Debt Service 96,332,228 96,332,228 Public Support 54,798,036 8,874,792 3,212,000 715,000 67,599,828 Contingency Accounts 200,000 200,000 Housing Rehab. Loans 2,004,973 2,004,973

Credits and Transfers 37,508,603 100,780 600,000 6,101,602 322,130 17,564,336 62,197,451

Subtotal Operating Budget 436,043,051 106,146,796 15,909,119 39,299,676 9,705,162 103,526,242 40,045,631 750,675,677

Capital Improvement Program 750,000 15,566,080 10,838,000 1,464,000 33,861,750 62,479,830

Total Appropriations $436,793,051 $121,712,876 $26,747,119 $40,763,676 $43,566,912 $103,526,242 $40,045,631 $813,155,507

Authorized Positions (FTE) 3,223.74 777.23 142.66 219.12 28.36 0.20 164.20 4,555.51

FY 2001-03 Adopted Policy Budget D-7 FINANCIAL SUMMARIES Table of Contents

FY 2002-03 Adopted Revenues and Transfers In by Fund Group

SPECIAL INTERNAL CAPITAL DEBT TRUST & 2002-03 Revenue Source GENERAL REVENUE ENTERPRISE SERVICE PROJECTS SERVICE AGENCY ADOPTED Property Tax $101,419,368 $11,443,454 $112,862,822 State Taxes Sales Taxes 44,495,000 6,535,776 51,030,776 Motor Vehicle in Lieu 7,043,000 7,043,000 Gasoline Tax 7,610,700 7,610,700 Subtotal State Taxes 51,538,000 14,146,476 65,684,476 Local Taxes Business License Tax 42,856,467 42,856,467 Utility Consumption Tax 49,094,000 49,094,000 Real Estate Transfer Tax 31,000,000 31,000,000 Transient Occupancy Tax 14,608,000 14,608,000 Parking Tax 6,641,000 6,641,000 Misc. Local 6,798,416 6,798,416 Subtotal Local Taxes 144,199,467 6,798,416 150,997,883 Landscape & Lighting Assessment 20,042,318 20,042,318 Licenses and Permits 12,447,147 8,000 12,455,147 Fines and Penalties 21,542,592 680,974 108,000 6,140 22,337,706 Interest Income 4,000,025 808,100 227,875 5,036,000 Service Charges 78,720,416 3,234,987 19,927,552 3,300 101,886,255 Grants & Subsidies 2,088,770 64,427,566 8,586,516 75,102,852 Internal Service 974,000 40,462,786 775,384 42,212,170 Miscellaneous/Other 16,753,333 2,821,000 320,000 17,230,000 21,569,588 18,989,601 77,683,522 Subtotal Revenues 433,683,118 112,967,837 19,927,552 40,894,086 17,230,000 33,019,182 28,579,376 686,301,151 Transfers In 23,638,951 8,306,479 6,188,092 3,048,729 18,422,493 71,469,380 9,716,335 140,790,459 Total Gross Revenues $457,322,069 $121,274,316 $26,115,644 $43,942,815 $35,652,493 $104,488,562 $38,295,711 $827,091,610

D-8 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2002-03 Adopted Appropriations by Fund Group

SPECIAL INTERNAL CAPITAL DEBT TRUST &2002-03 Agency/Department GENERAL REVENUE ENTERPRISE SERVICE PROJECTS SERVICE AGENCY ADOPTED

General Government $35,524,276 $1,472,939 $75,977 $1,900,001 $793,626 $3,580,472 $43,347,291 Mayor 1,161,357 16,404 85,739 1,263,500 City Council 2,399,919 740,190 3,140,109 City Manager 9,349,375 814,677 374,758 259,052 10,797,862 Craft & Cultural Arts 1,409,689 296,450 1,706,139 Personnel Resource Mgmt. 3,422,797 752,930 4,175,727 Information Technology 8,269,298 25,920 1,900,001 87,036 10,282,255 City Attorney 6,914,103 632,342 75,977 18,978 1,695,629 9,337,029 City Auditor 1,079,349 1,079,349 City Clerk 1,518,389 46,932 1,565,321

Financial Services Agency 15,156,028 344,309 700,000 2,412,735 210,377 3,480,168 178,095 22,481,712

Police Services Agency 129,841,297 4,925,641 1,442,417 136,209,355

Fire Services Agency 80,206,114 3,361,167 117,040 83,684,321

Life Enrichment Agency 38,473,937 38,011,030 111,192 141,725 355,482 77,093,366 Agency Administration 973,455 973,455 Office of Parks & Recreation 15,351,047 13,658,374 111,192 117,761 67,000 29,305,374 Library Services 11,262,076 5,795,857 23,964 235,902 17,317,799 Museum 6,213,835 220,500 52,580 6,486,915 Aging, Health & Human Services 4,673,524 18,336,299 23,009,823

Public Works Agency 21,826,454 20,880,536 13,769,216 34,817,729 1,457,529 4,222,034 96,973,498

Community & Economic Development 25,828,217 28,455,275 199,297 92,795 90,450 8,469,966 63,136,000

Non-Departmental 67,567,591 8,874,792 275,000 100,698,473 2,749,973 180,165,829 Insurance & Liability 6,617,670 275,000 6,892,670 Debt Service 97,452,473 97,452,473 Public Support 60,749,921 8,874,792 3,246,000 715,000 73,585,713 Contingency Accounts 200,000 200,000 Housing Rehab. Loans 2,034,973 2,034,973

Credits and Transfers 41,679,804 741,338 600,000 5,735,786 310,174 17,292,175 66,359,277

Subtotal Operating Budget 456,103,718 107,067,027 15,847,722 39,223,260 8,429,493 104,488,815 38,290,614 769,450,649

Capital Improvement Program 12,611,100 9,890,000 3,114,000 27,223,000 52,838,100

Total Appropriations $456,103,718 $119,678,127 $25,737,722 $42,337,260 $35,652,493 $104,488,815 $38,290,614 $822,288,749

Authorized Positions (FTE) 3,299.36 778.97 142.12 219.00 21.99 0.20 163.20 4,624.84

FY 2001-03 Adopted Policy Budget D-9 FINANCIAL SUMMARIES Table of Contents

The City’s Five-Year Financial Plan

Introduction

The City of Oakland (“City”) prepares a two-year budget which serves as the policy and financial management tool for the City’s operations. In addition, the City Manager’s Budget Office develops the Five-Year Financial Plan to provide a longer- term planning horizon including estimate of the City’s revenues and expenditures over a five-year period. The financial forecasts presented in the Five-Year Financial Plan take into account the economic uncertainties underlying the revenue and expenditure outlook during the next five fiscal years and reflect the Budget Office’s best assessment of the City’s projected financial situation.

The Five-Year Financial Plan focuses on the City’s General Purpose Fund (GPF), Landscaping & Lighting Assessment District (LLAD) Fund and the Oakland Redevelopment Agency (ORA) operating funds. The Plan includes analysis of the major economic and demographic trends, historical analysis of revenues and expenditures of the funds analyzed, and five-year forecasts of the respective revenues and expenditures. The Five-Year Financial Plan is updated annually to reflect changes in economic conditions, state and federal legislation, as well as City policies that impact the City’s financial condition. The Plan is presented annually to the Mayor and the City Council, and is used in goal setting and in assessing the financial impact of major policy alternatives facing the Mayor and the Council (e.g., economic development projects, tax policy and labor negotiations).

The Five-Year Financial Plan is developed using the City’s fiscal history, labor agreements, economic forecasts from public and private agencies, forecasted impacts of major policy changes at the state and federal level, and any other anticipated events which might affect the City’s revenues or expenditures. To account for the inherent uncertainty in any forecast, the Five-Year Financial Plan includes sensitivity analysis, which facilitates assessment of forecast assumption changes and their subsequent impact on the financial projections.

The Five-Year Financial Plan is developed and submitted as its own document, separate from the FY 2001-03 Adopted Policy Budget. However, the revenue assumptions considered in the Five-Year Financial Plan also drive revenue estimates presented in the FY 2001-03 Adopted Policy Budget. A summary of the major General Purpose Fund revenues is presented on the following pages.

D-10 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Summary of the Major General Purpose Fund Revenues

This section discusses various categories of revenue received by the City’s General Purpose Fund (GPF) and summarizes revenue projections for FY 2001-02 and FY 2002-03. The projections are generally based on historical trends, revenue collections in the previous year, forecasts of economic conditions, the impact of anticipated economic development projects and expected legislative changes. Revenue projections will continue to be revised during the fiscal year as new information becomes available and discussed in the Quarterly Revenue and Expenditure Reports.

Property Tax

Property Tax is Oakland’s single largest source of revenue for the GPF. Property subject to this tax includes land, structures, and improvements. In 1978, Proposition 13 dramatically revised the system used to calculate property taxes by establishing a fixed one percent tax rate and limiting growth in assessed valuation. When the proposition became effective, the City of Oakland, like most other California communities, experienced a significant decrease in its property tax revenue (graph).

Impact of Proposition 13 on the City's Property Tax Revenue $45 Before Proposition 13 After Proposition 13 $40 $35 $30

$25 . $20 $15 $10 $5 $-

1971-72 1972-73 1973-74 1974-75 1975-76 1976-77 1977-78 1978-79 1979-80 1980-81 1981-82 Property Taxes State Bailout Assistance State Subventions

The City receives 27.28 percent of the revenue from the one percent tax on the assessed valuation of property outside of redevelopment areas within the City of Oakland (the remainder is allocated to Alameda County, special districts and school districts), along with additional levies for voter-approved debt and pension liabilities. Property Tax revenue from the one percent tax accrues to the General Purpose Fund, while revenue from levies for general obligation debt measures is allocated to debt service funds created for each bond issue.

Throughout the 1980s and early 1990s, the City’s property tax revenue accruing to the General Purpose Fund grew from below $30.0 million in FY 1980-81 to above $70.0 million in FY 1995-96. This revenue declined only once during this period, in FY 1993-94, when a $4.0 million decrease from the previous year was recorded. This decline was principally attributed to the State reallocating 21.7 percent of the City’s ‘allocated’ property tax revenues to the Educational Revenue Augmentation Fund (ERAF) beginning in FY 1992-93 and FY 1993-94.

FY 2001-03 Adopted Policy Budget D-11 FINANCIAL SUMMARIES Table of Contents

In FY 1996-97, the City’s Property Tax revenue dropped again, now more significantly, to $59.37 million; and decreased again to $47.69 in FY 1997-98. This decline was the result of the shifting of the voter-approved property tax override to a dedicated general fund reserve between FY 1996-97 and FY 1997-98.1 This override is used to pay the debt service on the Police and Fire Pension Obligation Bonds (POBs).

GPF Share of the Property Tax Revenue Has Decreased As the Result of ERAF, Debt Service & Pension Liability Shifts $140

$120 ERAF Shift $100

Total Debt $80 Service

Millions $60 Pension Override Fund

$40 General Purpose Fund $20

$-

-9 FY89-90-9 FY90-91-9 FY91-92-9 FY92-93-9 FY94-95-9 FY95-96-9 FY96-97-9 FY97-98-9 FY98-99-9 FY99-00-0

The above graph demonstrates that the City’s property taxes accruing to the GPF have changed over time as the result of the above shifts and reallocations, as well as the property tax overrides related to debt service.

The City’s Property Tax revenue is affected by the growth factor for assessed valuation allowed under Proposition 13 (the lesser of two percent or the CPI maximum per annum), new construction, reassessments triggered by property turnover, reconstruction, changes in property values, and changes in State legislation controlling the allocation of revenues among jurisdictions.

Growth in the City’s net assessed valuation (NAV) is projected to average about 5.5 percent annually over the next two years, reflecting Oakland’s recovery from the earthquake in 1989, the Oakland Hills Fire in 1991 and the economic recession of the early 1990’s, and supported by recent strength of real estate transfers and the renewed efforts to revitalize and market the City of Oakland as both a place to conduct business and a place to live. Based on these factors, General Purpose Fund property tax revenues are expected to total $61.17 million in FY 2001-02 and $63.62 million in FY 2002-03.2

D-12 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Sales Tax

The current Sales Tax rate in Alameda County is 8.00 percent. The table below illustrates that the City’s General Purpose

Distribution of the Sales Tax Revenue Share Sales & Use Tax Components SPECIAL - of Rate SPECIAL - BART State Sales Tax For § State General Fund 5.75% Oakland & § Local Revenue Fund (to counties 4.75% LOCAL - for health & welfare) 0.50% Local AC Transit § Public Safety Fund (to counties 0.50% Transport and some cities)3 ation Tax Local Sales Tax, i.e. Bradley-Burns STATE - § Local Sales Tax (to GF of city / 1.25% 4 State county where sales occurred) 1.00% LOCAL - § General Local Transportation Tax (to 0.25% Local county where sale occurred) Fund Sales Tax Special District Sales Tax 1.00% Generally used for transportation. Optional, require voter approval, used in 24 counties STATE - 5 and a few cities Public § 0.50% STATE - For Oakland, AC Transit Safety § 0.50% Local BART Fund Total Sales Tax Rate 8.00% Revenue Fund

Fund accrues only approximately 0.99 percent of the total 8.00 percent tax rate.

The City’s GPF share of the sales tax rate (i.e. 0.99 percent) is comprised of 0.94 percent from Local sales tax plus 0.05 percent from the State (Public Safety Fund) sales tax authorized by Proposition 172 in 1993. The City also receives a portion of the 0.50 percent Special District sales tax for transportation projects authorized by Measure B, a Countywide Transportation Enhancement Initiative. These Measure B receipts, however, accrue to the Measure B special revenue fund, not the GPF.

The amount of Sales Tax revenue is determined by the number and type of retail outlets and business to business sales in the City, driven by employment and personal income levels (disposable income), consumer confidence, available outlets from which to purchase goods, and the rate of inflation in the local economy. Largely because of the lack of large magnet stores and/or shopping centers, the City has not realized the sales tax revenue that would normally be expected given the level of total disposable income available to the residents within and surrounding the City of Oakland.

Over the next few years, however, a number of new retail projects are projected to be built in the City. Additional retail activity projected as the result of new project completion will increase the City’s sales tax revenue.

The City’s sales tax revenue is also affected by the retail activity in stores located on the border of Oakland and Emeryville. The City of Oakland has revenue sharing agreements with Emeryville, which allows the City to receive a portion of the sales tax revenue generated by IKEA and other stores located in the East Bay Bridge development zone.

The General Purpose Fund sales tax revenue has been growing strongly in the recent years, reflecting an economic upturn and new retail developments in the City. Growth is expected to continue at about 6.0 percent annually over the next two fiscal years, reflecting inflation, population growth and new retail activity. As a result, the General Purpose Fund sales tax revenue is projected to reach $41.98 million in FY 2001-02 and $44.50 million in FY 2002-03.

FY 2001-03 Adopted Policy Budget D-13 FINANCIAL SUMMARIES Table of Contents

Utility Consumption Tax

The City’s Utility Consumption Tax is a surcharge on the use of electricity, gas (including alternative fuels), telephone and cable television; the tax rate is 7.5 percent. Low-income ratepayers have been exempted from earlier rate increases on gas and electric bills and pay 5.5 percent.

Historical growth in the City’s Utility Consumption Tax revenue has been due to increasing the tax rate, extending the tax to new services, as well as increased consumption. Industry restructuring, technological change, and dependence on weather and volatile energy markets contribute to the variability of this revenue source.

The graph below illustrates that gas & electric and telecommunications categories account for the major portion of the UCT revenue (approximately 49 percent and 45 percent, respectively) and grow a lot faster than other UCT components. Within the gas & electric category, electricity-related UCT revenue represents 72 percent, while natural gas-related UCT revenue accounts for the remaining 28 percent.

Composition of the Utility Consumption Tax Revenue FY 1996-97 through FY 1999-00 $45 $40 $35 $30 $25 $20 Millions $15 $10 $5 $- FY 1996-97 FY 1997-98 FY 1998-99 FY 1999-00

Gas and Electric Telecommunications Cable Television Unspecified

UCT revenue is highly dependent on energy pricing (both natural gas and electricity), as energy-related utilities affect nearly half of the City’s Utility Consumption Tax revenue. The existing and anticipated energy price increases are projected to increase the City’s UCT revenue in FY 2001-02.

• Natural gas prices are projected to increase 160.0 percent in FY 2000-01, adding $3.2 million to the UCT revenue, and decrease 45.0 percent in FY 2001-02, decreasing UCT collection by $2.5 million. The projected net impact is an increase in the UCT revenue by $0.7 million by the end of FY 2001-02.

• The anticipated electricity price increases are projected to increase the electricity portion of the UCT revenue (an estimated $17.8 million in FY 2000-01) 20.0 percent, increasing the overall UCT revenue by approximately $3.0 million.

The UCT revenue is projected to increase to $46.64 million in FY 2001-02 and $49.09 million in FY 2002-03, as the result of the changes in energy prices and telecommunication and cable television revenue growth.

D-14 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Business License Tax

Nearly every city in California levies a Business License Tax on businesses for the privilege of operating within their city. In Oakland, the Business License Tax (BLT) is charged annually to businesses based in the City, and is applied to gross receipts or payroll, depending on the type of business. The Business License Tax (BLT) rate ranges from 0.06 percent for grocers to 2.40 percent for firearm dealers when applied to gross receipts, and is 0.048 percent when applied to payroll.

Business License Tax by Industry Classification Tax Rate per $1,000 of Gross Receipts

Misc. - Miscellaneous Misc. - Firearms Dealers Misc. - Media Firms Misc. - Recreation / Entertainment Misc. - Administrative Headquarters Rental - Commercial Rental - Residential Manufacturing - Manufacturing Service - Public Utilities (Electric) Service - Public Utilities (Gas, Cable, Phone) Service - Hotel / Motel Service - Contractors Service - Business / Personal Service - Professional / Semi-Prof. Sales - Wholesale Sales Sales - Auto Dealers Sales - Grocers Sales - Retail

$0.00 $5.00 $10.00 $15.00 $20.00 $25.00

The tax rate varies by category of business. The BLT rate is the highest for Firearm Dealers, followed by Rentals, Recreation & Entertainment, Professional & Semi-Professional Services, and other categories (see graph above).

Over the next two fiscal years, the BLT revenue is projected to grow at the annual rate of 5.0 percent, reaching $40.82 million in FY 2001-02 and $42.86 million in FY 2002-03.

Real Estate Transfer Tax

Real Estate Transfer Tax (AKA the Documentary Transfer Tax) revenues are generated by the transfer of ownership of existing properties. Nearly every city in California has enacted this tax, which is collected by the county and remitted to cities. The tax is applied to the sale price of the property, and the cost is split between the buyer and seller. The Real Estate Transfer Tax (RETT) rate is 1.61 percent, and it is comprised of a City and a county portion. For property sold in Oakland, of the 1.61 percent rate, 0.11 percent is allocated to Alameda County and the remaining 1.50 percent is allocated to the City.

The amount of the RETT revenue depends on both the number of properties sold and sales prices. Factors such as consumer confidence, unemployment and interest rates can have dramatic affect upon the real estate market. Historically, this revenue has been the City’s most volatile as it is directly dependent on the level of real estate sales. Volatility can result from the impact of very high-price properties, such as high rises and other large commercial properties that can account for significant swings in the annual RETT revenues.

FY 2001-03 Adopted Policy Budget D-15 FINANCIAL SUMMARIES Table of Contents

Real Estate Transfer Tax Revenue per Month** FY 1999-00 and FY 2000-01 (to date) $6

$5

$4

$3 Millions $2

$1 ** Cash Basis $0 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN

FY 1999-00 FY 2000-01

The City’s Real Estate Transfer Tax revenue was especially strong in the last quarter of FY 1999-00 and the first half of FY 2000-01 (graph). This growth is the result of the high number of real estate transactions in the City boosted by the exceptionally strong economy and high levels of consumer confidence.

RETT revenue is highly dependent on real estate transactions and represents the City’s most volatile revenue source – being strong in boom times, but disappointing during economic slowdowns. Besides transaction volume increases, RETT is also driven by the escalating prices realized by property sellers on real estate transfers over the past year.

Given strong real estate market, budget estimates for this revenue were adjusted up by $11.25 million in FY 2000-01, to $34.00 million. The projected growth in RETT revenue in FY 2000-01 is strong despite the estimated $2.8 million reduction pertaining to the “Love and Affection” exemption (applicable to properties transferred or sold from one family member to another, e.g. husband to wife). In FY 2001-02, however, the local real estate market is projected to be not as strong as in the current year, resulting in lower RETT revenue.

The RETT revenue is projected to reach $30.0 million in FY 2001-02 and $31.0 million in FY 2002-03, reflecting long- term historical trends and a slowing economy.

Transient Occupancy Tax

The Transient Occupancy Tax (TOT) represents a surcharge on room rates imposed by hotels and motels operating within the City. The tax is levied on persons staying 30 days or less in a hotel, motel, inn or other lodging facility, and is collected by the lodging facility operator, who then remits the collected tax to the City. TOT is an excise tax6 specifically designed to raise revenue by imposing a charge on temporary occupants rather than on actual property owners. The Transient Occupancy Tax is also often referred to as the Hotel Tax or the Bed Tax.

TOT revenue has grown significantly over the last fifteen years, from $3.42 million in FY 1985-86 to $11.85 million in FY 1999-00. This revenue has experienced growth mainly as the result of the increased number of hotel rooms in the City, increased occupancy rates and higher room charges.

D-16 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

TOT revenue is highly dependent on hotel room stock, average occupancy rates and room charges. As these three variables increase, so do generally TOT revenues. Substantial increases in the City’s hotel room stock over the next five years are projected, with the largest increases occurring in the next two fiscal years, i.e. FY 2001-02 and FY 2002-03. As of March 2001, four new hotel construction projects have been approved and two have been pre-approved in the City. These six projects are estimated to add more than 700 rooms to the City’s hotel inventory within the next two fiscal years.

As the result of projected increases in the hotel room inventory, TOT revenue is projected to go up 8.4 percent in FY 2001- 02 and another 16.2 percent in FY 2002-03. This revenue is projected to reach $12.57 million in FY 2001-02 and $14.61 million in FY 2002-03.

Motor Vehicle In Lieu

Motor vehicle license fees, referred to as Motor Vehicle in Lieu (MVL), are collected by the State in lieu of property taxes on vehicles and apportioned to cities and counties based on their population. The fee applies to all vehicles subject to registration in the State, and is based on the market value of the vehicle.

The annual MVL fee is two percent of the market value of the vehicle. The market value for vehicles is based on an 11-year depreciation schedule. The base equals 100 percent of the purchase price in the first three years following the sale and is scaled down each year to 15 percent of purchase price in the 11th year and thereafter.

In 1999, the State started implementing a gradual, multi-phase reduction in the MVL fee through the Assembly Bill (AB) 2797. AB 2797 permanently offset the amount of the vehicle license fee by 25.0 percent, and provided for the implementation of similar, superseding offsets of 35.0 percent and 67.5 percent to apply to specified future calendar years. The 25 percent reduction was effective May 1999 through December 1999; the 35.0 percent reduction was in place during January 2000 through December 2000. The current 67.5 percent reduction rate superseded the 35.0 percent rate in January 2001. These calendar year reductions translated into somewhat different fiscal year reductions, as illustrated on the chart below.

MVL Reduction Phase-In Schedule CY 1999 CY 2000 CY 2001 First Round 25.0% 25.0% 25.0% Second Round 10.0% 10.0% Third Round 32.5% 25.0% 35.0% 67.5%

CY1999 CY2000 CY2001 CY2002 CY2003 25.0% 35.0% 67.5% 67.5% 67.5% FY1998-99 FY1999-00 FY2000-01 FY2001-02 FY2002-03 12.5% 30.0% 51.3% 67.5% 67.5%

Source: CA Controller's Office

The City receives a backfill payment from the State as a reimbursement for the MVL reduction. This backfill payment is reflected in the Miscellaneous revenue category in an amount equal to the effective reduction in the MVL revenue. The graph on the following page illustrates the City’s total MVL revenue in FY 1997-98 through FY 2000-01, broken down into the MVL revenue and the MVL backfill.

FY 2001-03 Adopted Policy Budget D-17 FINANCIAL SUMMARIES Table of Contents

MVL Revenue Yield (MVL + MVL Backfill) $25

$20

$15 MVL Backfill million $10

MVL $5

$- FY 1997-98 FY 1998-99 FY 1999-00 FY 2000-01 Actuals Actuals Actuals Adopted

In FY 2001-02, the City’s MVL tax revenue (reflected in the MVL line item) is projected to be $6.81 million, while the MVL backfill payment (reflected in the Miscellaneous category) projected to be $14.01 million. In FY 2002-03, the MVL tax revenue is projected to reach $7.04 million, while the MVL backfill payment is projected to increase to $14.52 million. This reflects the projected annual growth of 3.4 percent for both the MVL revenue and the MVL backfill.

Parking Tax

The City introduced the Parking Tax in FY 1992-93. This tax is imposed on the occupant of an off-street parking space for the privilege of renting the space within the City. The tax is collected by the parking facility operators who then remit the collected tax to the City. The current parking tax rate is 10 percent and is applied to the gross receipts of parking facility operators.

The Parking Tax revenue is projected to grow at the average annual pace of 7.5 percent in the next two fiscal years, reflecting a five-year historical trend, reaching $6.19 million in FY 2001-02 and $6.64 million in FY 2002-03.

Licenses and Permits

The principal sources of the Licenses & Permits revenue are construction permits (80.4 percent in FY 1999-00) and planning permits (6.1 percent in FY 1999-00). Construction Permit fees are paid by developers to offset the City’s costs for providing construction inspection and plan review services. In addition, citizens and organizations are required to obtain licenses and permits for a range of activities such as police, fire and charity permits and animal licenses.

This revenue item has grown at a steady pace for the last six years after a sharp decline from the high $9.01 million in 1987-88 to the low $4.95 million in FY 1988-89. This decline was tied to the 1989 Loma Prieta Earthquake which slowed the pace of the construction activity in the City (and, consequently, the issuance of construction permits) for a number of years. Similarly, the Licenses & Permits revenue dropped in FY 1991-92 as the result of the 1991 Oakland Hills Fire. However, by FY 1995-96, this revenue experienced strong growth as a result of rebuilding activity in the Oakland Hills Area as well as areas affected by the 1989 earthquake.

D-18 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Licenses & Permits revenue is projected to increase to $11.70 million in FY 2001-02 and to $12.41 million in FY 2002-03. The forecast reflects strong growth in this revenue in FY 2001-02 due to anticipated increases in construction permit fees and valuations, and annual increases in accordance with historical averages thereafter.

Fines and Penalties

Fines & Penalties revenue is generated primarily from City Traffic Code Fines (76.4 percent in FY 1999-00), and Penalties & Interest for Late Payment of property and local taxes 12.2 percent in FY 1999-00). This revenue has grown substantially over the last fifteen years, from $3.2 million in FY 1985-86 to $14.27 million in FY 1999-00.

In FY 2001-02 and FY 2002-03, the Fines & Penalties revenue is projected to reach $18.78 million and $19.31 million, respectively. The projection for FY 2001-02 reflects: (1) a $1.00 million projected increase in parking fine revenue due to fine increases and adding enforcement and collection staff; and (2) a $0.27 million increase in sidewalk lien collection due to adding enforcement and collection staff.

Interest Income

Interest Income revenue is derived 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 decisions, the government gives consideration to safety, liquidity and yield (in that order).

The yield for this type of investment is driven by the short-term interest rates. When the economy is strong and interest rates are high, the yield on this investment will also be high. Similarly, when the economy slows down (as it did just recently), the interest rates generally go down, therefore potentially decreasing the City’s interest income.

The Interest Income revenue is projected to remain flat at $3.81 million over the next two fiscal years, reflecting a slowing economy and no projected increases in the amount of cash balance available for investment.

Service Charges

Service Charges are imposed upon the user of a service provided by the City to offset the cost of providing the service. The charge or fee level may cover all costs, including applicable overhead factors but may also be set at a lower rate that does not fully recoup costs at the discretion of the local government (i.e., subsidization).

Cities have increasingly turned to service charge or fee revenue in the wake of Proposition 13 (Article XIIIA of the California Constitution) passed in 1978. As prescribed in Article XIIIB of the California Constitution, fees charged are limited to the cost of providing the service or regulation required (plus overhead).

In the City of Oakland, Service Charges are one of the six largest revenue sources for the GPF. Franchise Fees is the largest single category of Service Charges, followed by the Revenue from the Port, Parking Fees, and miscellaneous other categories. The table and the chart below illustrate comparative shares of various Service Charges components.

FY 2001-03 Adopted Policy Budget D-19 FINANCIAL SUMMARIES Table of Contents

GPF Service Charge Revenue GPF Service Charge Revenue FY 2000-01 Adopted Budget Service Charge FY 2000-01 Park & Other Recreation Component Adopted Concessions Rentals Sales 0.8% 1.5% 0.7% 0.2% Franchise Fees$ 9,289,650 Land Other Service Charges$ 8,123,379 Facility Rentals Port Revenue$ 7,184,104 Special Services Rentals 0.1% Parking$ 5,886,533 1.5% Public Works$ 3,353,818 Franchise Other Fees$ 2,075,902 Other Fees Fees Facility Rentals$ 572,212 5.5% Concessions$ 558,165 24.6% Park & Recreation$ 301,600 Public Other Rentals$ 262,147 Works Sales$ 77,156 8.9% Land Rentals$ 24,500 Other Service Total$ 37,709,166 Port Parking Charges Revenue 15.6% 21.5% 19.1%

The Service Charges forecast for FY 2001-02 reflects the following anticipated major increases in Service Charges:

• A $4.54 million increase in Port’s service charges pertaining to Airport Security Services provided by Police.

• A $3.20 million increase in Port’s service charges pertaining to Airport Water Rescue Services provided by Fire.

• A $1.52 million increase in service charges associated with a new Residential Rent Arbitration Fee.

• A $1.00 million increase in Parking Meter Revenue due to adding meter repair staff.

• A $0.80 million increase in Public Works Fees associated with a Telecommunication Construction Inspection Fee.

The Service Charges revenue is projected to reach $52.30 million in FY 2001-02 and $52.98 million in FY 2002-03.

Grants and Subsidies

Grants and Subsidies generally include the following components (through where applicable, a special fund accrues the grant or subsidy):

• Project-related grants from the Federal government (e.g. Federal Public Works grants, Federal Disaster Relief, grants from the Metropolitan Transportation Commission, etc.);

• State Grants (e.g. grants from the State Department of Parks & Recreation, State Public Works grants, California State Library grants, etc.);

• Alameda County grants;

• Other grants (including grants from private parties, other agencies, and grants-in-aid); and

• Subventions (e.g. State Peace Officer’s Training grants, State grants to cover State mandated programs, etc.)

D-20 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

In the last five years, Grants and Subsidies revenue for the GPF stayed at or slightly below $2.0 million, representing 0.4 to 0.8 percent of all GPF revenues. In FY 2001-02, this revenue is projected to decrease to $0.62 million from $2.39 million projected for FY 2000-01. This decrease reflects a $(1.73) million reduction for one-time, prior years’ reimbursements of State-mandated costs. No increase is projected for the Grants & Subsidies revenue for the GPF in FY 2002-03, leaving it flat at $0.62 million.

Miscellaneous

In FY 2000-01, Miscellaneous Revenues is principally comprised of the following three revenue sources (graph):

1) MVL backfill payments from the State (70.7 percent in FY 2000-01),

2) ERAF payments from the State (13.9 percent in FY 2000-01), and

3) Loan Proceeds (10.7 percent in FY 2000-01).

Other miscellaneous components accounted for the remaining 4.7 percent of the GPF Miscellaneous revenue in FY 2000- 01 (year-end estimate).

Composition of the GPF Miscellaneous Revenue FY 2000-01 (estimated) ERAF Port of 14% Loan Proceeds Oakland 11% 2% Bedroom Tax 1% Coliseum 1% MVL Other Admin. Fees Backfill MVL 5% 0% 71% Misc. Sales 0% Contributions 0%

The Miscellaneous revenue is highly volatile and very unpredictable because its composition is constantly changing. For example, the establishment of the MVL backfill added a new line item to the Miscellaneous category. On the other hand, proceeds from miscellaneous property sales are likely to appear in this revenue category only in the year following a property sale, and will be eliminated thereafter.

In FY 2001-02, the Miscellaneous revenue is projected to reach $16.22 million, reflecting a 14.6 percent increase from $14.15 million estimated for FY 2000-01. This increase is the result of two changes: (1) the increase in the MVL backfill payment from $10.01 million to $14.01 million; and (2) the elimination of a one-time ERAF reimbursement from the State in the amount of $(1.96) million. In FY 2002-03, this revenue is projected to increase to $16.75 million, reflecting inflationary growth.

FY 2001-03 Adopted Policy Budget D-21 FINANCIAL SUMMARIES Table of Contents

Fund Transfers

The GPF Fund Transfers reflect reimbursements to the General Purpose Fund for expenditures pertaining to the Oakland Redevelopment Agency’s overhead and other miscellaneous components (such as Convention Center payments, lease payments, surplus balancing, etc.).

The GPF Fund Transfers are projected to be $7.13 million in FY 2001-02, down from $12.72 estimated for FY 2000- 01. This decrease is explained by a $2.82 million reduction related to one-time Real Estate Transfer Tax offset (i.e. “Love and Affection”), a $2.40 million reduction related to a FY 1999-00 estimated surplus, and partially offsetting increases in other components. In FY 2002-03, the Fund Transfers are projected to decrease slightly to $6.78 million as the result of miscellaneous increases and decreases of transfers between funds.

Footnotes

1 The voter-approved property tax override is 0.1575 and is used to fund voter-approved debt related to the 1981 Police and Fire Pension Liability.

2 The forecast does not reflect a potential reduction in the City’s property tax revenue as the result of Pacific Gas and Electric Company’s (PG&E) bankruptcy. In FY 2000-01, PG&E’s share of the City’s 1.0 percent unitary tax is $730,000. The company paid their first installment (i.e. $375,000) in November 2000. Their second installment is due in April 2001, and the City is in risk of undercollecting $375,000 in property tax revenue in FY 2000-01 and $730,000 in the future years if PG&E is unable to pay.

3 Pertains to Proposition 172 (Public Safety). The allocation formula for this 0.50 percent of the total 8.00 percent sales tax is as follows: 1) 94% is allocated to Alameda County, and 2) 6% is allocated to cities located within Alameda County (excluding the City of Dublin) based upon each city’s ERAF quota.

4 The City’s GPF accrues a net of 0.94 of the 1.00 percent Local sales tax as 0.05 of the 1.00 percent accrues to the county for operations and 0.01 percent is retained by the State for administration costs.

5 1.50 percent is the maximum rate authorized in most counties, except City & County of San Francisco (1.75%) and San Mateo County (2%).

6 An Excise Tax is a governmental levy on specific goods and are used by all levels of governments in the U.S. to tax items such as lodging, gasoline, cigarettes, and liquor, and sometimes furs, jewelry, and other goods classed as luxury items. Excise tax was first introduced by Holland in the 17th century and later spread to England (1643) and the U.S. (1791). (The Concise Columbia Electronic Encyclopedia, 3rd Edition, 1994)

D-22 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget D-23 FINANCIAL SUMMARIES Table of Contents

All Funds Revenues (Millions of Dollars)

1999-00 2000-01 2001-02 2002-03 REVENUE SOURCE UNAUDITED ACTUAL ADOPTED ADOPTED ACTUAL

PROPERTY TAX $101.38 $102.11 $107.71 $112.86

STATE TAXES Sales Tax 46.79 53.49 48.14 51.03 Motor Vehicle in Lieu 12.31 10.40 6.81 7.04 Gasoline Tax 8.05 10.42 7.31 7.61 Subtotal State Taxes 67.15 74.31 62.26 65.68

LOCAL TAXES Business License Tax 35.67 38.74 40.82 42.86 Utility Consumption Tax 41.59 48.70 46.64 49.09 Real Estate Transfer Tax 34.36 38.31 30.00 31.00 Transient Occupancy Tax 11.85 12.39 12.57 14.61 Parking Tax 5.67 6.76 6.19 6.64 Misc. Local Taxes 5.92 5.58 6.80 6.80 Subtotal Local Taxes 135.06 150.48 143.01 151.01

LANDSCAPE & LIGHTING ASSESSMENT 17.33 18.87 20.96 20.04

OTHER LOCAL FEES 26.58 30.74 33.48 34.79

INTEREST INCOME 25.11 26.14 5.02 5.04

SERVICE CHARGES 76.38 80.57 100.41 101.89

GRANTS & SUBSIDIES 94.43 96.83 75.10 75.10

MISCELLANEOUS 76.02 88.10 111.65 119.90

SUBTOTAL REVENUES 619.45 668.15 655.97 683.60

FUND TRANSFERS 104.29 84.11 158.22 143.49

TOTAL $723.74 $752.25 $814.19 $827.09

D-24 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

All Funds Revenues FY 2001-03 Adopted Policy Budget $1,641.28 Million

Other Property Taxes ($344.53M) ($220.57M) 21.0% 13.4% State Taxes ($127.94M) 7.8%

Fund Transfers ($301.71M) Local Taxes 18.4% ($294.02M) 17.9%

Grants & Service Charges Subsidies ($202.29M) ($150.20M) 12.3% 9.2%

FY 2001-03 Adopted Policy Budget D-25 FINANCIAL SUMMARIES Table of Contents

All Funds Appropriations (Millions of Dollars)

1999-00 2000-01 2001-02 2002-03 UNAUDITED DEPARTMENT ACTUAL ADOPTED ADOPTED ACTUAL

GENERAL GOVERNMENT Mayor $1.25 $1.29 $1.26 $1.26 City Council 3.25 2.68 3.14 3.14 City Manager 5.66 7.89 11.08 10.80 Department of Crafts & Cultural Arts 1.67 2.79 1.69 1.71 Office of Personnel 10.77 9.84 4.17 4.18 Office of Information Technology 8.99 8.84 9.92 10.28 City Attorney 8.46 8.66 8.87 9.34 City Auditor 1.08 1.04 1.08 1.08 City Clerk 2.27 2.22 1.61 1.57 SUBTOTAL GENERAL GOVERNMENT 43.39 45.25 42.83 43.35

FINANCIAL SERVICES AGENCY 20.67 18.84 22.24 22.48

POLICE SERVICES AGENCY 132.62 147.79 137.77 136.21

FIRE SERVICES AGENCY 72.86 77.76 77.70 83.68

LIFE ENRICHMENT AGENCY Agency Administration 0.62 0.93 0.87 0.97 Office of Parks and Recreation 26.86 27.88 29.50 29.31 Library Services 13.98 0.00 16.76 17.32 Museum 5.27 5.12 6.11 6.49 Aging, Health & Human Services 19.92 21.11 22.94 23.01 SUBTOTAL LIFE ENRICHMENT AGENCY 66.64 55.05 76.18 77.09

PUBLIC WORKS AGENCY 76.00 89.22 96.66 96.97

COMMUNITY & ECONOMIC DEVELOPMENT 57.45 56.56 61.67 63.14

NON-DEPARTMENTAL Insurance & Liability 5.51 5.46 7.29 6.89 Debt Service 81.01 79.87 96.33 97.45 Public Support 63.58 55.65 67.60 73.59 Contingency Accounts 0.05 0.06 0.20 0.20 Housing Rehabilitation Loans 2.29 1.91 2.00 2.03 SUBTOTAL NON-DEPARTMENTAL 152.43 142.95 173.43 180.17

CREDITS & TRANSFERS 202.93 66.59 62.20 66.36

SUBTOTAL OPERATING BUDGET 825.00 699.99 750.68 769.45

CAPITAL IMPROVEMENT PROGRAM 68.19 71.77 62.48 52.84

TOTAL APPROPRIATIONS $893.19 $771.76 $813.16 $822.29

D-26 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

All Funds Appropriations FY 2001-03 Adopted Policy Budget $1,635.45 Million

$353.60M $193.63M Non-Departmental $44.72M Public Works 21.6% Financial Services 11.8% 2.7%

$124.80M Community & Econ. $86.17M Dev't General Government 7.6% 5.3%

$153.28M $128.56M Life Credits & Transfers Enrichment 7.9% 9.4%

$115.32M $161.39M $273.98M Capital Improvement Fire Police 7.1% 9.9% 16.8%

FY 2001-03 Adopted Policy Budget D-27 FINANCIAL SUMMARIES Table of Contents

General Purpose Fund Revenues (Millions of Dollars)

1998-99 1999-00 2000-01 2001-02 2002-03 REVENUE SOURCE ACTUAL ACTUAL UNAUDITED ADOPTED ADOPTED ACTUAL

PROPERTY TAX $51.59 $53.58 $57.31 $61.17 $63.62

STATE TAXES Sales Tax 36.22 35.21 42.26 41.98 44.50 Motor Vehicle in Lieu 13.28 12.31 10.40 6.81 7.04 Subtotal State Taxes 49.50 47.52 52.66 48.79 51.54

LOCAL TAXES Business License Tax 33.14 35.67 38.74 40.82 42.86 Utility Consumption Tax 36.94 41.59 48.70 46.64 49.09 Real Estate Transfer Tax 28.69 34.36 38.31 30.00 31.00 Transient Occupancy Tax 9.30 11.85 12.39 12.57 14.61 Parking Tax 5.81 5.67 6.76 6.19 6.64 Subtotal Local Taxes 113.88 129.14 144.90 136.22 144.20

LICENSES & PERMITS 8.01 9.04 11.34 11.70 12.41

FINES & PENALTIES 13.06 14.27 15.60 18.78 19.31

INTEREST INCOME 3.35 3.28 3.53 3.81 3.81

SERVICE CHARGES 34.13 37.08 36.27 52.30 52.98

GRANTS & SUBSIDIES 1.16 1.98 2.82 0.62 0.62

MISCELLANEOUS 20.00 9.08 15.37 16.22 16.75

SUBTOTAL REVENUES 294.68 304.97 339.80 349.60 365.24

INTERFUND TRANSFERS 5.29 14.39 7.77 7.13 7.10

TOTAL $299.97 $319.36 $347.57 $356.73 $372.34

D-28 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

General Purpose Fund Revenues FY 2001-03 Adopted Policy Budget $729.07 Million

Other Property Taxes ($118.26M) ($124.79M) 16% 17.1%

Service Charges State Taxes ($105.27M) ($100.33M) 14.4% 13.8%

Local Taxes ($280.42M) 38.5%

FY 2001-03 Adopted Policy Budget D-29 FINANCIAL SUMMARIES Table of Contents

General Purpose Fund Appropriations (Millions of Dollars)

1998-99 1999-00 2000-01 2001-02 2002-03 DEPARTMENT ACTUAL ACTUAL UNAUDITED ADOPTED ADOPTED ACTUAL

GENERAL GOVERNMENT Mayor $1.00 $1.08 $1.15 $1.12 $1.12 City Council 2.24 2.73 2.17 2.40 2.40 City Manager 3.45 3.79 4.92 6.77 7.11 Department of Crafts & Cultural Arts 1.39 2.28 1.39 1.41 Office of Personnel 3.71 4.18 4.66 3.20 3.20 Office of Information Technology 7.39 6.73 6.36 7.83 8.19 City Attorney 4.26 6.65 6.67 5.95 6.42 City Auditor 0.96 1.01 1.04 1.03 1.03 City Clerk 1.37 1.55 1.93 1.57 1.52 SUBTOTAL GENERAL GOVERNMENT 24.38 29.11 31.18 31.26 32.40

FINANCIAL SERVICES AGENCY 11.40 13.53 14.84 13.46 14.04

POLICE SERVICES AGENCY 106.94 120.51 130.80 128.52 128.41

FIRE SERVICES AGENCY 57.12 68.80 73.13 73.20 79.18

LIFE ENRICHMENT AGENCY Agency Administration 0.40 0.62 0.93 0.87 0.97 Office of Parks and Recreation 9.40 10.91 11.51 13.31 13.12 Library Services 9.13 9.11 9.38 10.66 11.22 Museum 4.60 4.24 4.17 4.81 5.19 Aging, Health & Human Services 3.26 2.45 3.04 3.96 4.05 SUBTOTAL LIFE ENRICHMENT AGENCY 26.79 27.33 29.03 33.61 34.56

PUBLIC WORKS AGENCY 3.95 1.96 1.52 0.04 0.20

COMMUNITY & ECONOMIC DEVELOPMENT 18.31 18.90 20.00 23.46 25.08

NON-DEPARTMENTAL Insurance & Liability 1.12 2.32 1.92 2.00 2.00 Debt Service 3.52 0.43 2.54 Public Support 10.80 45.00 38.23 47.38 53.02 Contingency Accounts 0.05 0.06 0.20 0.20 SUBTOTAL NON-DEPARTMENTAL 15.43 47.80 42.74 49.58 55.22

CREDITS & TRANSFERS 13.87 10.99 9.61 2.78 3.25

SUBTOTAL OPERATING BUDGET 278.18 338.93 352.85 355.92 372.34

CAPITAL IMPROVEMENT PROGRAM 0.34 0.43 0.64 0.50

TOTAL APPROPRIATIONS $278.52 $339.36 $352.85 $356.42 $372.34

D-30 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

General Purpose Fund Appropriations FY 2001-03 Adopted Policy Budget $728.76 Million

$63.66M $27.50M General Government Financial Services 8.7% 3.8% $104.8M $0.24M $68.17M Non-Departmental Public Works Life 14.4% 0.0% Enrichment 9.4% $48.55M Comm & Econ Dev't 6.7% Other 7.6% $6.03M Credits and $152.38M Transfers Fire 0.8% 20.9%

$256.93M $0.50M Police Capital 35.3% Improvement 0.1%

FY 2001-03 Adopted Policy Budget D-31 FINANCIAL SUMMARIES Table of Contents

Notes

D-32 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Landscaping and Lighting Assessment District

The Landscaping and Lighting Assessment District (LLAD) fund supports maintenance and improvements for street lighting, landscaping, public park and recreation facilities and associated supporting activities, such as administration. Approximately 73 percent of the expenditures against this fund are for Parks and Recreation maintenance and improvement activities. The Public Works Agency spends approximately 24 percent of the funds on street lighting maintenance and installation and on electricity for the lighting. Approximately three percent of the budgeted LLAD funds are spent on financial, legal and administrative support services provided by other City departments.

The Landscaping and Lighting Assessment District was established in 1989 and the current assessment rates have been in place since 1994 (the year that voter approval confirmed the existence of the District). Approximately 99 percent of the LLAD revenues derive from property assessments. With the rates held constant since 1994, revenues have also been somewhat constant at about $17.3 million to $17.5 million annually.

The LLAD Forecast Section of the City’s Five-Year Financial Plan includes projections for the fund that indicate the LLAD will have depleted its reserve by the end of FY 2002-03. Expenditures against the LLAD fund have exceeded budgeted revenue since FY 1998-99. Factors contributing to the operating deficit have been steady increases in personnel services costs and in operations and maintenance (O&M) costs which, combined with frozen rates, institutionalize the revenue/ expenditure gap. A substantial component of the O&M costs is the electricity for the street lighting which accounted for 18 to 20 percent of the total O&M costs for the last two years. Energy cost increases significantly impact this fund.

To balance the LLAD fund for the next two years, the City’s FY 2001-02 Adopted Policy Budget includes a transfer-in from the General Purpose Fund of $3.6 dollars.

FY 2001-03 Adopted Policy Budget D-33 FINANCIAL SUMMARIES Table of Contents

Landscape and Lighting Assessment District FY 2001-03 Adopted Policy Budget

2000-01 2001-02 2002-03 Adopted Adopted Adopted ESTIMATED REVENUES Property Assessments 16,413,246 17,332,699 17,332,699 Recoveries for Damaged Street Lights 15,000 15,000 15,000 Tree Removal Permits 8,000 8,000 8,000 Street Tree Planting 0 0 0 Misc. Service Charges for Sidewalk Permits 4,200 4,200 4,200 Transfer from the General Purpose Fund 3,600,000 Total LLAD Revenue $16,440,446 $20,959,899 $17,359,899

APPROPRIATIONS

Budget Office Administer District Engineer Contract 115,465 68,107 68,107 Office of Information Technology Manage application database 25,125 25,920 25,920

City Attorney Advisory Services 91,632 94,524 94,524

Finance - Revenue Division Custodian of LLAD parcel records; administers low- 96,549 134,082 96,549 income repbate and responds to inquiries Public Works Agency Street light mntc. & installation 2,119,803 3,653,567 3,753,846 Maintenance Services 48,437 842,268 866,827 Sidewalk Repair Program 0 422,860 422,860 Graffiti abatement & Rapid Response 168,197 179,025 179,025 Total Public Works Agency 2,336,437 5,097,720 5,222,558 Life Enrichment Agency - OPR Agency Administration 443,334 1,576,452 1,576,452 Personnel and Reservations 192,582 94,404 94,404 Facilities Maintenance 3,178,977 2,895,527 2,895,527 Custodial Services 829,854 880,229 880,229 Swimming Pools 108,672 463,373 463,373 Grounds Maintenance 5,608,206 4,722,353 4,712,533 Tree Maintenance 2,451,595 2,132,750 2,132,750 Open Space Maintenance 384,221 376,755 376,755 Irrigation Repairs 221,496 234,804 234,804 Water 248,239 248,239 248,239 Community Gardens 39,473 42,185 42,185 Sidewalk Repair 354,744 27,840 27,840 Park Renovations 0 9,276 9,276 Special Programs 66,830 114,684 114,684 Total Life Enrichment Agency 14,128,223 13,818,871 13,809,051

Credits and Transfers MOU and Benefit Increase Contingency 535,712 100,780 725,609

Total LLAD Appropriation $17,329,143 $19,340,004 $20,042,318

Contribution to / Borrowing from Fund Balance ($888,697) $1,619,895 ($2,682,419)

D-34 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Funding by Source FY 2001-03 Adopted Policy Budget $38,319,798

Transfer from the Recoveries for General Purpose Fund Damaged Street Lights 0.00% 0.09%

Tree Removal Permits 0.05%

Property Other Assessments 0.16% 99.84% Street Tree Planting 0.00%

Misc. Service Charges for Sidewalk Permits 0.02% Appropriations FY 2001-03 Adopted Policy Budget $39,382,322 Budget Office 0.35%

Life Enrichment Agency - Office of Information OPR Technology 70.15% 0.13%

City Attorney 0.48%

Other 3.64% Finance - Revenue Division 0.59%

Public Works Agency 26.21% Credits and Transfers 2.10%

FY 2001-03 Adopted Policy Budget D-35 FINANCIAL SUMMARIES Table of Contents

Landscape and Lighting Assessment District FY 2001-03 Adopted Policy Budget

LLAD Funded Positions by Organization

2000-01 2001-02 2002-03 Class Description Authorized Authorized Authorized

Budget Office Budget & Operations Analyst III 0.20 0.20 0.20

Office of the Cityn Attorney Deputy Attorney II 0.85 0.85 0.85

Financial Management Services/Revenue Tax Representative II 1.30 1.30 1.30

Information Technology System Analyst III 0.00 0.25 0.25 Programmer/Analyst III 0.25 0.00 0.00

Public Works Agency Construction Inspector Sr.(Field) 0.00 0.50 0.50 Construction Inspector (Field) 2.00 1.00 1.00 Electrical Supervisor 0.50 0.50 0.50 Electrician 3.00 3.00 3.00 Electrician Leader 1.00 1.00 1.00 Office Assistant II 0.00 0.50 0.50 Painter 0.00 2.00 2.00 Tree Trimmer 0.00 1.00 1.00

Office of Parks & Recreation Accountant II 0.00 0.05 0.05 Administrative Assistant 0.00 0.50 0.50 Administrative Assistant 0.00 0.50 0.50 Adminstrative Assistant 0.00 0.50 0.50 Adminstrative Assistant 0.00 0.50 0.50 Administrative Assistant I 3.00 0.00 0.00 Administrative Assistant II 1.00 0.00 0.00 Administrative Services Manager 0.25 0.50 0.50 Arboricultural Inspec 3.00 3.00 3.00 Construction Inspector (Field) 2.00 0.00 0.00 Construction & Maintenance Supervisor 1.00 0.50 0.50 Custodial SVCS Supervisor I 0.94 0.94 0.94 Custodian 13.52 13.40 13.40 Custodian, Part-Time 2.00 0.00 0.00 Custodian, PPT 3.74 4.00 4.00 Director of Parks & Rec 0.35 0.50 0.50 Executive Assistant 0.50 0.50 0.50

D-36 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

2000-01 2001-02 2002-03 Class Description Authorized Authorized Authorized

Gardener Crew Leader 0.00 30.52 30.50 Gardener II 28.54 27.75 27.59 Gardener , Senior 30.00 0.00 0.00 Greenskeeper 4.00 4.00 4.00 Irrigation Repair Specialist 3.00 3.12 3.12 Junior trainee, PT 4.00 4.00 4.00 Management Assistant 0.50 0.50 0.50 Mamagement Intern 0.25 0.00 0.00 Office Assistant I, Part-Time 2.24 0.00 0.00 Office Assistant II 0.50 0.00 0.00 Park Attendant, PPT 0.00 5.71 5.71 Park Attendant, PT 6.57 3.17 3.17 Park Equipment Operator 7.00 7.22 7.22 Park Supervisor I 5.49 6.00 6.00 Park Supervisor II 2.00 0.00 0.00 Parklands Maintenance Work 2.00 2.00 2.00 Parks & Recreation Zone 1 M 1.00 1.50 1.50 Parkland Resources Supervisor 1.00 1.00 1.00 Payroll Personnel Clerk 1.00 1.00 1.00 Public Service Employee 51 0.50 0.00 0.00 Recreation General Supervisor 1.00 0.00 0.00 Recreation Program Director 0.50 0.00 0.00 Recreation Specialist 0.00 1.94 1.94 Recreation Specialist II 0.75 0.00 0.00 Recreation Specialist I, Part- Time 1.19 0.00 0.00 Support Services Sup 0.00 0.58 0.58 Tree High Climber 2.00 2.00 2.00 Tree Supervisor I 4.00 4.00 4.00 Tree Supervisor II 1.00 1.00 1.00 Tree Trimmer 11.00 11.00 11.00 Tree Worker/ Driver 6.00 6.00 6.00

Museum Services Gardener II 0.00 3.00 3.00 Gardener Crew Leader 0.00 1.00 1.00

CITY - WIDE LLAD FTE 167.43 165.50 165.32

FY 2001-03 Adopted Policy Budget D-37 FINANCIAL SUMMARIES Table of Contents

FY 2001-03 Capital Improvement Program

Following is a summary of the FY 2001-03 Capital Improvement Program. The full Five-Year Capital Improvement Program is included in an auxiliary volume of its own. Included in the other volume is the detail by project, along with fiscal impacts and funding sources, where available.

Five-Year Capital Improvement Program Funding Summary by Source

Source 2001-02 2002-03 2003-04 2004-05 2005-06 Total

MIC(1) $23,111,750 $27,223,000 $2,000,000 $0 $0 $52,334,750

Sewer Service 10,758,000 9,890,000 9,647,000 2,162,000 2,162,000 34,619,000

Measure K, Series D 10,750,000000010,750,000

State Grant 5,307,250 733,6000006,040,850

Measure B 4,716,830 7,787,500 12,005,000 9,125,000 9,140,000 42,774,330

Public Works Grants 4,112,000 2,870,0000006,982,000

Equipment 914,000 2,614,0000003,528,000

State Gas Tax 700,000 700,000 550,000 550,000 550,000 3,050,000

Radio 550,000 500,0000001,050,000

General Fund 500,0000000500,000

Misc. Grants 330,000 85,000000415,000

MTC(2) 325,000 325,000000650,000

Multi-Purpose Reserve 250,0000000250,000

Golf Enterprise80,000000080,000 (3) DOT 75,000 110,000000185,000

Total All Funds $62,479,830 $52,838,100 $24,202,000 $11,837,000 $11,852,000 $163,208,930

Notes: (1) Municipal Improvement Capital (2) Metropolitan Transportation Commission (3) Department of Transportation

D-38 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2001-03 Capital Improvement Program Summary by Source $115,317,930

$6,982,000 $6,040,850 $12,504,330 Public Works Grants State Grant Measure B 6% $1,400,000 5% 9% State Gas Tax $3,528,000 $10,750,000 1% Equipment Measure K, Series D $1,050,000 3% 10% Radio 1% $500,000 General Fund 0% Other $20,648,000 4% $415,000 Sewer Service Misc. Grants 18% $650,000 0% MTC 1% $250,000 Multi-Purpose Reserve 0% $185,000 DOT $80,000 $50,334,750 0% Golf Enterprise MIC 0% 46%

FY 2001-03 Adopted Policy Budget D-39 FINANCIAL SUMMARIES Table of Contents

Five-Year Capital Improvement Program Funding Summary by Type

Funding Type 2001-02 2002-03 2003-04 2004-05 2005-06 Total

City Buildings $4,200,000 $4,208,000 $0 $0 $0 $8,408,000

Equipment 1,505,000 3,114,000 0 0 0 4,619,000

NCR1 2,700,000 5,420,000 0 0 0 8,120,000

Parks & Recreation 18,771,250 2,583,600 0 0 0 21,354,850

Sewers & Storm Drains 10,883,000 10,235,000 9,647,000 2,162,000 2,162,000 35,089,000

Streets & Sidewalks 10,530,580 9,430,000 8,505,000 8,525,000 8,540,000 45,530,580

Technology 8,311,000 8,525,000 2,000,000 0 0 18,836,000

Traffic Signals 2,004,000 5,747,500 4,050,000 1,150,000 1,150,000 14,101,500

Miscellaneous 3,575,000 3,575,000 0 0 0 7,150,000

Total $62,479,830 $52,838,100 $24,202,000 $11,837,000 $11,852,000 $163,208,930

1Neighborhood Commercial Revitalization

D-40 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2001-03 Capital Improvement Program Summary by Type $115,317,930

$8,408,000 $4,619,000 Equipment $7,751,500 $7,150,000 City Buildings 4% Traffic Signals Miscellaeous 7% 4% 6% $8,120,000 NCR 7% $16,836,000 Technology 15%

$21,354,850 Parks & Recreation 20% $19,960,580 Streets & Sidewalks 18% $21,118,000 Sewers 19%

FY 2001-03 Adopted Policy Budget D-41 FINANCIAL SUMMARIES Table of Contents

2001-2006 Capital Improvement Program Summary City Buildings

Agency Project Title 2001-02 2002-03 2003-04 2004-05 2005-06 Total

LEA Alice Arts Center $775,000 $0 $0 $0 $0 $775,000

PWA Asbestos and Lead-based Paint Inspection & 100,000 100,000 0 0 0 200,000 Notification of City-owned Buildings

LEA Camron-Stanford House 0 150,000 0 0 0 150,000

LEA City Attorney Office Renovation325,0000000325,000

FIRE Construct New Station to Replace Sta. 8 1,000,000 3,100,000 0 0 0 4,100,000

PWA Environmental Inspection and Site Cleanup (MSC) 150,000 100,000 0 0 0 250,000

PWA Franklin Garage Elevator Repair & Maintenance250,0000000250,000

LEA Head Start at San Antonio Park 262,00053,000000315,000

LEA Henry J. Kaiser Events Center 125,000 125,000 0 0 0 250,000

PWA Minor Capital Improvements 250,000 250,000 0 0 0 500,000

LEA Museum Carpeting 22,500000022,500

LEA Museum CO2 Fumigation Facility Relocation27,000000027,000

LEA Museum Facilities Upgrades 0 200,000 0 0 0 200,000

LEA Museum Tree Surgery 22,500000022,500

LEA Outdoor Sculpture Restoration 68,000000068,000

LEA Scotlan Convention Center 125,000 125,000 0 0 0 250,000

PWA Shepard Canyon Portable Office Building225,0005,000000230,000

LEA Studio One 473,0000000473,000

Total City Buildings $4,200,000 $4,208,000 $0 $0 $0 $8,408,000

D-42 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

2001-2006 Capital Improvement Program Summary Equipment

Agency Project Title 2001-02 2002-03 2003-04 2004-05 2005-06 Total

PWA Equipment Replacements $914,000 $2,614,000 $0 $0 $0 $3,528,000

LEA Museum Audio-Visual Equipment73,000000073,000

LEA Museum Workshop Dust Collection Equipment 18,000000018,000

OIT Replace Mobile and Portable 800MHz Radio 500,000 500,000 0 0 0 1,000,000 Equipment

Total Equipment $1,505,000 $3,114,000 $0 $0 $0 $4,619,000

FY 2001-03 Adopted Policy Budget D-43 FINANCIAL SUMMARIES Table of Contents

2001-2006 Capital Improvement Program Summary Neighborhood Commercial Revitalization

Agency Project Title 2001-02 2002-03 2003-04 2004-05 2005-06 Total

CEDA Façade Improvement Program - Upper Fruitvale $0 $250,000 $0 $0 $0 $250,000

CEDA International Streetscape Project 0 4,600,000 0 0 0 4,600,000

CEDA MacArthur Streetscape Project2,200,00000002,200,000

CEDA Miscellaneous Improvements 500,000 570,000 0 0 0 1,070,000

Total NCR Program Funding $2,700,000 $5,420,000 $0 $0 $0 $8,120,000

D-44 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

2001-2006 Capital Improvement Program Summary Parks & Recreation

Agency Project Title 2001-02 2002-03 2003-04 2004-05 2005-06 Total

PWA ABAG Bay Trail Regional Development $250,000 $0 $0 $0 $0 $250,000

LEA Allendale Recreation Center Repairs 35,000 0 0 0 0 35,000

LEA Bella Vista Recreation Area 270,000 0 0 0 0 270,000

LEA Bertha Port Mini Park/Willow Park Playgrounds 591,000 0 0 0 0 591,000

LEA Carmen Flores Recreation Center 1,419,000 400,000 0 0 0 1,819,000

LEA Chabot Park Ballfield Renovation 104,800 0 0 0 0 104,800

LEA Chinese Garden Park Landscaping 52,400 0 0 0 0 52,400

LEA Dunsmuir Estate Vehicle Bridge Installation 62,800 0 0 0 0 62,800

LEA F M Smith Recreation Center 75,000 0 0 0 0 75,000

LEA Franklin Recreation Center 200,000 0 0 0 0 200,000

LEA Garfield Playground 200,000 0 0 0 0 200,000

LEA Greenman Field Renovation 0 733,600 0 0 0 733,600

LEA Manzanita Recreation Center Lights 20,000 0 0 0 0 20,000

LEA Martin Luther King Freedom Center 837,250 0 0 0 0 837,250

LEA Miscellaneous Acquisitions 4,545,000 0 0 0 0 4,545,000

LEA Montclair Golf Course 80,000 0 0 0 0 80,000

OPR Native Plant Nursery, Cascade Demo Garden, Fire 0 275,000 0 0 0 275,000 Circle Tot-lot

LEA Oakland Zoo 5,190,000 0 0 0 0 5,190,000

CMO Panda Exhibit 700,000 0 0 0 0 700,000

LEA Peralta Hacienda Historical Park 280,000 0 0 0 0 280,000

LEA Recreation Center Kitchen Renovations 250,000 250,000 0 0 0 500,000

LEA San Antonio Park 300,000 400,000 0 0 0 700,000

PWA TDA Article 3 Bicycle and Pedestrian Projects 325,000 325,000 0 0 0 650,000

LEA Temescal Pool Filtration Replacement 495,000 0 0 0 0 495,000

LEA Tennis Court Resurfacing - Citywide 262,000 0 0 0 0 262,000

LEA Trail Improvements 240,000 0 0 0 0 240,000

LEA Union Point Park 1,419,000 0 0 0 0 1,419,000

LEA West Oakland Playgrounds 568,000 0 0 0 0 568,000

PWA Woodminster Restrooms 0 200,000 0 0 0 200,000

Total Parks and Recreation $18,771,250 $2,583,600 $0 $0 $0 $21,354,850

FY 2001-03 Adopted Policy Budget D-45 FINANCIAL SUMMARIES Table of Contents

2001-2006 Capital Improvement Program Summary Sewers & Storm Drains

Agency Project Title 2001-02 2002-03 2003-04 2004-05 2005-06 Total

PWA 14th Avenue at East 12th Street, East 26th Street, $420,000 $0 $0 $0 $0 $420,000 East 29th Street Relief Sewer (Relief # 58-2 & 58-3)

PWA 63rd Street, Occidental Street, 61 Street, Adeline 300,0001,248,0000001,548,000 Street, 59th Street, San Pablo Avenue, Area Sewer Rehab. (Sub basin # 20-01)

PWA Crest, 82nd Avenue, & Golf Links & Blandon Road 1,490,00000001,490,000 Area Sewer Rehab. (Sub basin # 85-004)

PWA Crest, Michigan, 82nd Avenue, and MacArthur 220,0001,766,0000001,986,000 Boulevard Sewer Rehab. (Sub basin # 84-112)

PWA East 24th Street, 17th Avenue, East 14th Street & 4,656,00000004,656,000 13th Avenue area Sewer Rehab. (Sub basin # 58-01)

PWA Emergency Repair and Cyclic Replacement of 2,162,000 2,162,000 2,162,000 2,162,000 2,162,000 10,810,000 Sewers and Storm Drains

PWA Emergency Sewer Drains 350,000350,000000700,000

PWA MacArthur Boulevard, 73rd Avenue, Sunkist, 75th 109,000759,000000868,000 Avenue Area Sewer Rehab. (Sub basin # 84-105)

PWA MacArthur, 39th Avenue, Reinhardt and Madrone 0 257,000 2,065,000 0 0 2,322,000 Streets Area Sewer Rehab. (Sub basin # 81-014)

PWA Main Lake Sewer From Mandela Parkway to Poplar 0 174,000 1,337,000 0 0 1,511,000 Street Sewer Relief (Relief # 52-2)

PWA Main Lake Sewer From Poplar Street to Adeline 0 265,000 2,125,000 0 0 2,390,000 Sewer Relief (Relief # 52-3)

PWA School Street, Rhoda, Steinmentz and Maple Sewer 260,0002,094,0000002,354,000 Rehab. (Sub basin # 80-111)

PWA State Regional Water Quality Control Board Loan 78,000 78,000 0 0 0 156,000 Payment #C06-4003-461

PWA State Regional Water Quality Control Board Loan 538,000538,0000001,076,000 Payment #C06-4003-471

PWA State Regional Water Quality Control Board Loan 300,000300,000000600,000 Payment #C06-4006-310

PWA Vallejo, 67th, Mable, San Pablo Avenue & 59th 0 244,000 1,958,000 0 0 2,202,000 Streets Area Sewer Rehab. (Sub basin # 21-01)

Total Sewers & Storm Drains $10,883,000 $10,235,000 $9,647,000 $2,162,000 $2,162,000 $35,089,000

D-46 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

2001-2006 Capital Improvement Program Summary Streets & Sidewalks

Agency Project Title 2001-02 2002-03 2003-04 2004-05 2005-06 Total

PWA 29th Avenue & Chapman Street Improvements $50,000 $50,000 $0 $0 $0 $100,000

PWA 2nd and 3rd Street Hazardous Material 115,0000000$115,000 Investigation and Removal

PWA Bicycle and Pedestrian Projects 200,000 725,000 750,000 750,000 750,000 $3,175,000

PWA Citywide Sidewalk Repair 3,760,000 3,760,000 5,800,000 5,800,000 5,800,000 $24,920,000

PWA Contingency Fund for Emergency Roadway Repair 300,000 315,000 330,000 350,000 365,000 $1,660,000

PWA Courtland Avenue Curbs and Gutters 0 90,000000$90,000

PWA Curb Ramps, Phase V 115,00050,000000$165,000

PWA Downtown & Gateway Street Improvements 750,000 750,000 750,000 750,000 750,000 $3,750,000

PWA Golf Links Road 050,000000$50,000

PWA Grand Avenue Bulbouts & Street Improvements 300,000 150,000 0 0 0 $450,000

PWA Install Additional Street Lights 100,000 100,000 0 0 0 $200,000

PWA Install Lighting on City Pathways 250,000 250,000 0 0 0 $500,000

PWA Mandela Parkway Hazardous Material Removal85,7500000$85,750

PWA Matching Funds for Federally Funded Projects 800,000 800,000 800,000 800,000 800,000 $4,000,000

PWA Safe Routes to School 150,000 150,000 75,000 75,000 75,000 $525,000

PWA Sidewalk Installation 105th Avenue to Bergedo 0 170,000 0 0 0 $170,000

PWA Street Rehabilitation/Resurfacing 3,112,000 1,870,000 0 0 0 $4,982,000

PWA Street Resurfacing 242,830 100,000 0 0 0 $342,830

PWA Telegraph Avenue Bike Lanes Environmental 200,0000000$200,000 Impact Study

PWA Under Freeway Lighting (Grand and MacArthur)050,000000$50,000

Total Streets & Sidewalks $10,530,580 $9,430,000 $8,505,000 $8,525,000 $8,540,000 $45,530,580

FY 2001-03 Adopted Policy Budget D-47 FINANCIAL SUMMARIES Table of Contents

2001-2006 Capital Improvement Program Summary Technology Enhancements

Agency Project Title 2001-02 2002-03 2003-04 2004-05 2005-06 Total

OIT CEDA Loan Servicing & Tracking Server $0 $1,000,000 $0 $0 $0 $1,000,000 Replacement

OIT Centralize Geographic Information System (GIS) 134,0000000134,000 Databases

CEDA Computers for Code and Construction Inspectors 80,000 120,000 0 0 0 200,000

OIT Core Routing Project 189,0000000189,000

KTOP Council Chamber and Hearing Room Upgrades 0 200,000 0 0 0 200,000

OIT Geographic Information System (GIS) Parcel Layer 500,0000000500,000 Updates

OIT Implement Network Anti-Virus Solution 33,000000033,000

OIT Implement Network Monitoring Tools115,0000000115,000

LEA Library Cabling 116,0000000116,000

OIT Network Equipment Spares 80,00080,000000160,000

OIT Oracle 11i GAP Analysis 308,0000000308,000

KTOP Radio System for Meetings and Field Production 50,000 0 0 0 50,000

OIT Refly City (aerial photos) for Geographic 241,0000000241,000 Information System (GIS)

CEDA Replace 52 Computer Workstations at CEDA159,0000000159,000

FIRE Replace and Upgrade Computer Aided Dispatch 0 4,200,000 0 0 0 4,200,000 System

CEDA Replace Permit and Code Enforcement Tracking 1,000,000 1,000,000 0 0 0 2,000,000 System

PWA Secured, Ventilated Space for PWA Servers and 0 325,000 0 0 0 325,000 the ITS

OIT Sun Server Installation 406,0000000406,000

OIT Technology Vision 2000, Design Phase650,0000000650,000

OIT Technology Vision 2000, Implementation Phase 0 0 2,000,000 0 0 2,000,000

OIT Transition Automated Collections Functions to 0 600,000 0 0 0 600,000 Alternate Platform

OIT Transition Business License Tax Functions to New 750,0000000750,000 Platform

OIT Unattended Backup of Servers300,0000000300,000

KTOP Upgrade Analog-Digital Routers 75,000 0 0 0 75,000

OIT Upgrade Current Version of Oracle Applications 2,000,000 500,000 0 0 0 2,500,000

KTOP Upgrade Master Control Facility625,0000000625,000

FIRE Warning Sirens, Purchase Phase II 500,000 500,000 0 0 0 1,000,000

Total Technology Enhancements $8,311,000 $8,525,000 $2,000,000 $0 $0 $18,836,000

D-48 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

2001-2006 Capital Improvement Program Summary Traffic Signals

Agency Project Title 2001-02 2002-03 2003-04 2004-05 2005-06 Total

PWA 14th & Broadway Transit Center $0 $2,900,000 $2,900,000 $0 $0 $5,800,000

PWA Broadway at Broadway Terrace 0 290,000 0 0 0 290,000

PWA Citywide Pedestrian Safety Program 0 765,000 0 0 0 765,000

PWA Hazardous Condition Removal at Signalized 100,000 100,000 0 0 0 200,000 Intersections

PWA International Boulevard at 103rd & 104th Avenues 0 250,000 0 0 0 250,000

PWA International Boulevard at 25th Avenue250,0000000250,000

PWA MacArthur Boulevard at Richard Road224,0000000224,000

PWA Neighborhood Traffic Safety Program 350,000 350,000 350,000 350,000 350,000 1,750,000

PWA Neighborhood Traffic Safety Program - Circles & 200,000 200,000 200,000 200,000 200,000 1,000,000 Barriers

PWA On-Call Street & Traffic Projects 100,000 107,500 150,000 150,000 150,000 657,500

PWA Speed Survey 75,00075,000000150,000

PWA TFCA Subvention Bicycle/Smart Growth Funds80,00085,000000165,000

PWA Traffic Counts 75,00075,000000150,000

PWA Traffic Impact Fee 100,000 100,000 0 0 0 200,000

PWA Traffic Safety Measures 100,000 100,000 100,000 100,000 100,000 500,000

PWA Traffic Signal Controller Replacement 100,000 100,000 100,000 100,000 100,000 500,000

PWA Traffic Signal Loop Detection Replacement 100,000 100,000 100,000 100,000 100,000 500,000

PWA Traffic Signal Safety and Modernization 150,000 150,000 150,000 150,000 150,000 750,000 Improvement

Total Traffic Signals $2,004,000 $5,747,500 $4,050,000 $1,150,000 $1,150,000 $14,101,500

FY 2001-03 Adopted Policy Budget D-49 FINANCIAL SUMMARIES Table of Contents

2001-2006 Capital Improvement Program Summary Miscellaneous

Agency Project Title 2001-02 2002-03 2003-04 2004-05 2005-06 Total

ADA Programs ADA Accommodations Projects $150,000 $150,000 $0 $0 $0 $300,000

ADA Programs ADA Transition Plan Implementation 500,000 500,000 0 0 0 1,000,000

CMO Council and Mayor "Pay-go" Projects 1,800,000 1,800,000 0 0 0 3,600,000

PWA Environmental Compliance 125,000 125,000 0 0 0 250,000

Fire Vegetation Management 1,000,000 1,000,000 0 0 0 2,000,000

Total Miscellaneous $3,575,000 $3,575,000 $0 $0 $0 $7,150,000

D-50 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget D-51 FINANCIAL SUMMARIES Table of Contents

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 1010 1100 1150 1200 1600 Appropriations By Fund Underground (Millions of Dollars) General Self Ins. Workers Pension District Department Purpose Liability Comp Ins. Override Revolving General Government $ 31,261,218 $ 983,896 Mayor 1,121,082 City Council 2,399,919 City Manager 6,769,037 541,023 Craft & Cultural Arts 1,389,937 Personnel Resource Mgmt. 3,201,184 219,432 Information Technology 7,834,942 City Attorney 5,949,057 223,441 City Auditor 1,029,471 City Clerk 1,566,589

Financial Services Agency 13,462,240

Police Services Agency 128,524,673 1,432,017

Fire Services Agency 73,198,640 114,444

Life Enrichment Agency 33,608,784 358,464 Agency Administration 873,322 Office of Parks & Recreation 13,307,579 358,464 Library Services 10,656,587 Museum 4,814,639 Aging, Health & Human Services 3,956,657

Public Works Agency 42,064 664,852 956,195

Community & Economic Development 23,464,722

Non-Departmental 49,581,767 5,017,654 Insurance & Liability 2,000,016 5,017,654 Debt Service Public Support 47,381,751 Contingency Accounts 200,000 Housing Rehab. Loans

Credits and Transfers 2,778,605 (983,896) 36,336,231 (14,195)

Subtotal Operating Budget 355,922,713 7,587,431 36,336,231 942,000

Capital Improvement Program 500,000

Total Appropriations $ 356,422,713 $ 7,587,431 $ 36,336,231 $ 942,000

Authorized Positions (FTE) 2,966.62 9.00

D-52 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 1700 1710 1720 1730 1740 Appropriations By Fund HJ Kaiser Hazardous (Millions of Dollars) Mandatory Recycling Comprehens. Convention Materials Department Refuse Program Clean-Up Center Inspections General Government $ 25,920 $ 74,538 Mayor 40,275 City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology 25,920 City Attorney 34,263 City Auditor City Clerk

Financial Services Agency 987,860 86,975

Police Services Agency

Fire Services Agency 48,840 208,691 652,924

Life Enrichment Agency 554,145 880,020 Agency Administration Office of Parks & Recreation 554,145 Library Services Museum 880,020 Aging, Health & Human Services

Public Works Agency 5,797,416 10,542,998

Community & Economic Development 225,000

Non-Departmental Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers (14,839)

Subtotal Operating Budget 1,062,620 6,109,391 11,380,372 880,020 638,085

Capital Improvement Program

Total Appropriations $ 1,062,620 $ 6,109,391 $ 11,380,372 $ 880,020 $ 638,085

Authorized Positions (FTE) 12.64 22.65 103.34 16.30 8.50

FY 2001-03 Adopted Policy Budget D-53 FINANCIAL SUMMARIES Table of Contents

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 1750 1760 1770 1780 1790 1820 Appropriations By Fund Multi- Telecom Kid's Contract OPRCA (Millions of Dollars) Purpose Telecomm. Land First Admin Self-Sust Department Reserve Reserve Use Fund Fee Rev. Fund General Government $ 106,819 $ 734,398 $ 1,192,900 Mayor City Council City Manager 684,993 1,014,579 Craft & Cultural Arts Personnel Resource Mgmt. Information Technology 49,405 City Attorney 57,595 178,321 City Auditor 49,224 City Clerk

Financial Services Agency 42,036

Police Services Agency

Fire Services Agency

Life Enrichment Agency 166,216 41,066 593,303 1,293,672 Agency Administration Office of Parks & Recreation 24,216 1,293,672 Library Services 41,066 Museum 142,000 Aging, Health & Human Services 593,303

Public Works Agency 3,666,815

Community & Economic Development 402,800 116,393

Non-Departmental 7,416,285 Insurance & Liability Debt Service Public Support 7,416,285 Contingency Accounts Housing Rehab. Loans

Credits and Transfers (593,303)

Subtotal Operating Budget 4,384,686 775,464 116,393 7,416,285 1,192,900 1,293,672

Capital Improvement Program 250,000

Total Appropriations $ 4,634,686 $ 775,464 $ 116,393 $ 7,416,285 $ 1,192,900 $ 1,293,672

Authorized Positions (FTE) 20.26 11.96 0.47 1.10 15.42 35.44

D-54 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 1900 2106 2108 2111 Appropriations By Fund Dept of (Millions of Dollars) Treasurer's Total- Dept of Housing & Local Law Department Fund General Funds Defense Urban Dev. Enforcement General Government $ 4,788 $ 34,384,477 $ 329,579 Mayor 1,161,357 City Council 2,399,919 City Manager 9,009,632 276,035 Craft & Cultural Arts 1,389,937 Personnel Resource Mgmt. 3,420,616 Information Technology 7,910,267 City Attorney 4,788 6,447,465 53,544 City Auditor 1,078,695 City Clerk 1,566,589

Financial Services Agency 14,579,111 157,604

Police Services Agency 129,956,690 426,000

Fire Services Agency 74,223,539

Life Enrichment Agency - 37,495,670 135,341 Agency Administration 873,322 Office of Parks & Recreation 15,538,076 34,920 Library Services 10,697,653 Museum 5,836,659 Aging, Health & Human Services 4,549,960 100,421

Public Works Agency 21,670,340

Community & Economic Development 24,208,915 18,753,652

Non-Departmental 62,015,706 Insurance & Liability 7,017,670 Debt Service - Public Support 54,798,036 Contingency Accounts 200,000 Housing Rehab. Loans -

Credits and Transfers 37,508,603

Subtotal Operating Budget 4,788 436,043,051 19,376,176 426,000

Capital Improvement Program 750,000

Total Appropriations $ 4,788 $ 436,793,051 $ 19,376,176 $ 426,000

Authorized Positions (FTE) 0.04 3,223.74 61.77 5.00

FY 2001-03 Adopted Policy Budget D-55 FINANCIAL SUMMARIES Table of Contents

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 2112 2114 2116 2117 2120 2124 Appropriations By Fund Federal Federal (Millions of Dollars) Dept. of Dept. of Dept. of Dept. of Action Emergency Department Justice Labor Transport. Treasury Agency Management General Government $ 179,564 Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney 179,564 City Auditor City Clerk

Financial Services Agency

Police Services Agency 1,421,672 32,000

Fire Services Agency 38,160

Life Enrichment Agency 916,504 304,927 Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services 916,504 304,927

Public Works Agency 927,771

Community & Economic Development

Non-Departmental Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget 1,601,236 916,504 927,771 32,000 304,927 38,160

Capital Improvement Program 75,000

Total Appropriations $ 1,601,236 $ 916,504 $ 1,002,771 $ 32,000 $ 304,927 $ 38,160

Authorized Positions (FTE) 1.00 87.05 8.68 1.62 0.50

D-56 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 2125 2126 2128 2132 2138 2140 Appropriations By Fund (Millions of Dollars) Dept. of Dept. of CA Dept. CA Dept. Department EPA Education HHS of Aging of Ed. Cal Trans General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency

Police Services Agency

Fire Services Agency

Life Enrichment Agency 35,000 14,195,216 314,988 10,000 Agency Administration Office of Parks & Recreation Library Services 35,000 10,000 Museum Aging, Health & Human Services 14,195,216 314,988

Public Works Agency 95,584

Community & Economic Development 127,359

Non-Departmental Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget 95,584 35,000 14,322,575 314,988 10,000

Capital Improvement Program

Total Appropriations $ 95,584 $ 35,000 $ 14,322,575 $ 314,988 $ 10,000

Authorized Positions (FTE) 1.00 151.04 3.00

FY 2001-03 Adopted Policy Budget D-57 FINANCIAL SUMMARIES Table of Contents

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 2146 2148 2154 2158 2159 2160 Appropriations By Fund CA State CA CA Integ. COPS State of (Millions of Dollars) Emerg. Library Waste Man. Grant CA Alameda Department Services Services Board AB 1913 Other Co. Grants General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency

Police Services Agency 872,425

Fire Services Agency 103,540

Life Enrichment Agency 112,188 1,410,515 156,204 Agency Administration Office of Parks & Recreation Library Services 112,188 Museum Aging, Health & Human Services 1,410,515 156,204

Public Works Agency 133,596 36,636

Community & Economic Development 250,000

Non-Departmental Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget 133,596 112,188 36,636 872,425 1,410,515 509,744

Capital Improvement Program 5,307,250

Total Appropriations $ 133,596 $ 112,188 $ 36,636 $ 872,425 $ 6,717,765 $ 509,744

Authorized Positions (FTE) 1.44 2.18 0.25 12.03 3.67

D-58 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 2162 2164 2172 2185 2190 2192 Appropriations By Fund Congestion Alameda Oakland (Millions of Dollars) Mitigation Co. Vehicle Redevelop Private OBRA Department MTC & Air Quality Abatement Agency Grants Lease Rev. General Government $ 304,710 Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology - City Attorney 304,710 City Auditor City Clerk

Financial Services Agency

Police Services Agency 444,859 35,000

Fire Services Agency 25,000

Life Enrichment Agency Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency 70,427

Community & Economic Development 1,349,848 1,662,728

Non-Departmental Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget 70,427 444,859 1,349,848 60,000 1,967,438

Capital Improvement Program 325,000

Total Appropriations $ 395,427 $ 444,859 $ 1,349,848 $ 60,000 $ 1,967,438

Authorized Positions (FTE) 0.48 3.00 0.69 13.30

FY 2001-03 Adopted Policy Budget D-59 FINANCIAL SUMMARIES Table of Contents

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 2195 2210 2230 2240 2250 Appropriations By Fund Workforce (Millions of Dollars) Investment Measure B State Measure O Measure N Department Act Fund Gas Tax Fund Fund General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency 90,156

Police Services Agency

Fire Services Agency 131,404 1,204,013

Life Enrichment Agency 953,536 5,307,876 Agency Administration Office of Parks & Recreation Library Services 5,307,876 Museum Aging, Health & Human Services 953,536

Public Works Agency 3,004,864 9,939,891

Community & Economic Development 296,216

Non-Departmental 8,874,792 Insurance & Liability Debt Service Public Support 8,874,792 Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget 9,261,164 3,958,400 10,071,295 5,307,876 1,204,013

Capital Improvement Program 4,716,830 700,000

Total Appropriations $ 9,261,164 $ 8,675,230 $ 10,771,295 $ 5,307,876 $ 1,204,013

Authorized Positions (FTE) 4.00 26.46 94.79 88.65 3.00

D-60 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 2310 2410 2412 2416 2826 2910 Appropriations By Fund Landscape Alameda Cty Traffic Federal (Millions of Dollars) & Lighting Link Emergency Safety Mortgage Asset Department Assessment Handipark Dispatch Fund Revenue Forfeiture General Government $ 188,551 Mayor City Council City Manager 68,107 Craft & Cultural Arts Personnel Resource Mgmt. Information Technology 25,920 City Attorney 94,524 City Auditor City Clerk

Financial Services Agency 134,082

Police Services Agency

Fire Services Agency 1,859,050

Life Enrichment Agency 13,818,871 36,748 Agency Administration Office of Parks & Recreation 13,598,371 Library Services Museum 220,500 Aging, Health & Human Services 36,748

Public Works Agency 5,097,720 237,142

Community & Economic Development 513,405

Non-Departmental Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers 100,780

Subtotal Operating Budget 19,340,004 36,748 1,859,050 237,142 513,405

Capital Improvement Program

Total Appropriations $ 19,340,004 $ 36,748 $ 1,859,050 $ 237,142 $ 513,405

Authorized Positions (FTE) 165.57 0.51 15.60 3.00 4.63

FY 2001-03 Adopted Policy Budget D-61 FINANCIAL SUMMARIES Table of Contents

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 2912 2914 2990 2992 2999 Appropriations By Fund Federal Asset State Public Parks & Total (Millions of Dollars) Forfeiture Asset Works Recreation Misc. Special Department City Share Forfeit. Grants Grants Grants Rev. Funds General Government $ 1,089,541 $ 2,091,945 Mayor City Council City Manager 1,089,541 1,433,683 Craft & Cultural Arts Personnel Resource Mgmt. Information Technology 25,920 City Attorney 632,342 City Auditor City Clerk

Financial Services Agency 381,842

Police Services Agency 941,819 520,000 21,150 4,714,925

Fire Services Agency 3,361,167

Life Enrichment Agency 34,903 330,763 38,073,580 Agency Administration Office of Parks & Recreation 34,903 13,668,194 Library Services 330,763 5,795,827 Museum 220,500 Aging, Health & Human Services 18,389,059

Public Works Agency 485,715 63,144 20,092,490

Community & Economic Development 46,067 5,456,000 28,455,275

Non-Departmental 8,874,792 Insurance & Liability Debt Service Public Support 8,874,792 Contingency Accounts Housing Rehab. Loans

Credits and Transfers 100,780

Subtotal Operating Budget 941,819 520,000 531,782 34,903 6,960,598 106,146,796

Capital Improvement Program 4,112,000 330,000 15,566,080

Total Appropriations $ 941,819 $ 520,000 $ 4,643,782 $ 34,903 $ 7,290,598 $ 121,712,876

Authorized Positions (FTE) 2.65 0.50 10.17 777.23

D-62 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 3100 3200 4100 4200 Appropriations By Fund Sewer Total - (Millions of Dollars) Service Enterprise Equipment Department Charge Golf Course Funds Rental Radio General Government $ 75,977 $ 75,977 $ 766,034 Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology 766,034 City Attorney 75,977 75,977 City Auditor City Clerk

Financial Services Agency 740,270 740,270 40,270 40,270

Police Services Agency

Fire Services Agency 117,040 117,040

Life Enrichment Agency 51,192 60,000 111,192 Agency Administration Office of Parks & Recreation 51,192 60,000 111,192 Library Services Museum Aging, Health & Human Services

Public Works Agency 13,790,643 13,790,643 15,416,229

Community & Economic Development 193,449 5,548 198,997 88,671

Non-Departmental 275,000 275,000 Insurance & Liability 275,000 275,000 Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers 600,000 600,000

Subtotal Operating Budget 15,843,571 65,548 15,909,119 15,456,499 894,975

Capital Improvement Program 10,758,000 80,000 10,838,000 914,000 550,000

Total Appropriations $ 26,601,571 $ 145,548 $ 26,747,119 $ 16,370,499 $ 1,444,975 - Authorized Positions (FTE) $ 142.66 142.66 66.56 6.16

FY 2001-03 Adopted Policy Budget D-63 FINANCIAL SUMMARIES Table of Contents

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 4300 4400 4500 4550 Appropriations By Fund Equipment Total (Millions of Dollars) City Central Parts Internal Department Reproduction Facilities Stores Stores Svc. Funds General Government $ 1,133,967 $ 1,900,001 Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology 1,133,967 1,900,001 City Attorney City Auditor City Clerk

Financial Services Agency 2,412,735 2,493,275

Police Services Agency

Fire Services Agency

Life Enrichment Agency Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency 18,783,800 617,700 34,817,729

Community & Economic Development 88,671

Non-Departmental Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget 1,133,967 18,783,800 2,412,735 617,700 39,299,676

Capital Improvement Program 1,464,000

Total Appropriations $ 1,133,967 $ 18,783,800 $ 2,412,735 $ 617,700 $ 40,763,676

Authorized Positions (FTE) 6.40 125.00 15.00 219.12

D-64 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 5006 5008 5010 5012 5014 Appropriations By Fund GOB GOB GOB Series Oakland JPA 2000- Measure (Millions of Dollars) Measure K Series 1992 1,997.00 Admin Building K Series D Department Series C 1997 Measure K Measure I Series Capital Project General Government $ 13,410 Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney 13,410 City Auditor City Clerk

Financial Services Agency

Police Services Agency

Fire Services Agency

Life Enrichment Agency 62,606 23,964 60,540 Agency Administration - Office of Parks & Recreation 57,221 60,540 Library Services 5,385 23,964 Museum Aging, Health & Human Services

Public Works Agency 166,723 164,430

Community & Economic Development

Non-Departmental Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget 76,016 190,687 224,970

Capital Improvement Program 10,750,000

Total Appropriations $ 76,016 $ 190,687 $ 10,974,970

Authorized Positions (FTE) 0.14 3.70 2.65

FY 2001-03 Adopted Policy Budget D-65 FINANCIAL SUMMARIES Table of Contents

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 5500 5505 5999 6002 Appropriations By Fund Municipal Municipal Misc. Total GOB Series (Millions of Dollars) Capital Projects Capital Capital 1991A Department Improvement Public Arts Projects Project Funds Measure K General Government $ 483,766 $ 296,450 $ 793,626 Mayor 16,404 16,404 City Council City Manager 374,758 374,758 Craft & Cultural Arts 296,450 296,450 Personnel Resource Mgmt. Information Technology 87,036 87,036 City Attorney 5,568 18,978 City Auditor City Clerk

Financial Services Agency 210,377 210,377 13,500

Police Services Agency 379,865 379,865

Fire Services Agency

Life Enrichment Agency 147,110 Agency Administration Office of Parks & Recreation 117,761 Library Services 29,349 Museum Aging, Health & Human Services

Public Works Agency 1,346,916 304,063 1,982,132

Community & Economic Development 90,450 90,450

Non-Departmental 427,093 Insurance & Liability Debt Service 427,093 Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers 6,101,602 6,101,602

Subtotal Operating Budget 8,612,976 296,450 304,063 9,705,162 440,593

Capital Improvement Program 23,111,750 33,861,750

Total Appropriations $ 31,724,726 $ 296,450 $ 304,063 $ 43,566,912 $ 440,593

Authorized Positions (FTE) 21.87 28.36

D-66 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 6004 6006 6008 6010 6016 Appropriations By Fund GOB Series GOB Series GOB Series GOB Series (Millions of Dollars) 1995B 1997C 1992- 1997- Civic Department Measure K Measure K Emergency Measure I Improvement General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency 3,300 6,800 160,080

Police Services Agency

Fire Services Agency

Life Enrichment Agency Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency

Community & Economic Development

Non-Departmental 1,206,083 1,657,393 3,663,603 2,354,894 3,212,000 Insurance & Liability Debt Service 1,206,083 1,657,393 3,663,603 2,354,894 Public Support 3,212,000 Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget 1,206,083 1,657,393 3,666,903 2,361,694 3,372,080

Capital Improvement Program

Total Appropriations $ 1,206,083 $ 1,657,393 $ 3,666,903 $ 2,361,694 $ 3,372,080

Authorized Positions (FTE)

FY 2001-03 Adopted Policy Budget D-67 FINANCIAL SUMMARIES Table of Contents

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 6030 6033 6042 6046 Appropriations By Fund Taxable 1998 JPFA (Millions of Dollars) Pension Lease Department Obligation Bonds Revenue Bonds Lakeshore 1 Ocean View General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency 4,860 3,407,589 1,150 615

Police Services Agency

Fire Services Agency

Life Enrichment Agency Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency

Community & Economic Development

Non-Departmental 36,892,043 16,604,667 Insurance & Liability Debt Service 36,892,043 16,604,667 Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers 11,726 1,310

Subtotal Operating Budget 36,896,903 20,012,256 12,876 1,925

Capital Improvement Program

Total Appropriations $ 36,896,903 $ 20,012,256 $ 12,876 $ 1,925

Authorized Positions (FTE)

D-68 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 6048 6060 6062 6505 Appropriations By Fund 2000- 2000- (Millions of Dollars) Measure K Measure K CAB 1996 Department Lower Hubert Series D Bonds Series E Bonds Redemption General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency 500 2,150 2,150 6,000

Police Services Agency

Fire Services Agency

Life Enrichment Agency Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency

Community & Economic Development

Non-Departmental 767,589 438,953 7,549,536 Insurance & Liability Debt Service 767,589 438,953 7,549,536 Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers 12,139 (421,531)

Subtotal Operating Budget 12,639 769,739 441,103 7,134,005

Capital Improvement Program

Total Appropriations $ 12,639 $ 769,739 $ 441,103 $ 7,134,005

Authorized Positions (FTE)

FY 2001-03 Adopted Policy Budget D-69 FINANCIAL SUMMARIES Table of Contents

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 6512 6518 6520 6530 6540 Appropriations By Fund Fire Area (Millions of Dollars) CAB 1996 Medical Hill Utility Department Redemption Parking Refund Underground Rockridge Skyline General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency 26,445 3,230 3,000 4,400 840

Police Services Agency

Fire Services Agency

Life Enrichment Agency Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency

Community & Economic Development

Non-Departmental 264,950 Insurance & Liability Debt Service 264,950 Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers 504,908 65,513 30,400

Subtotal Operating Budget 26,445 268,180 507,908 69,913 31,240

Capital Improvement Program

Total Appropriations $ 26,445 $ 268,180 $ 507,908 $ 69,913 $ 31,240

Authorized Positions (FTE) 0.20

D-70 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 6554 6556 6558 6562 6570 6580 Appropriations By Fund Lakeshore (Millions of Dollars) Phase IV 1,996.00 1,997.00 Department LaSalle Harbord Grizzly Debt Service Pooled A.D.'s Pooled A.D.'s General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency 2,210 2,130 590 345 1,800 3,000

Police Services Agency

Fire Services Agency

Life Enrichment Agency Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency

Community & Economic Development

Non-Departmental 14,201 46,695 117,665 Insurance & Liability Debt Service 14,201 46,695 117,665 Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers 54,925 53,055 9,685

Subtotal Operating Budget 57,135 55,185 10,275 14,546 48,495 120,665

Capital Improvement Program

Total Appropriations $ 57,135 $ 55,185 $ 10,275 $ 14,546 $ 48,495 $ 120,665

Authorized Positions (FTE)

FY 2001-03 Adopted Policy Budget D-71 FINANCIAL SUMMARIES Table of Contents

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 6585 6999 7100 7120 Appropriations By Fund 1999 JPFA Total Police and (Millions of Dollars) Reassessment Misc. Debt Service Fire Retirement R Department Debt Service Debt Service Funds System OMERS General Government $ 515,577 $ 309,605 Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. 457,785 295,145 Information Technology City Attorney 57,792 14,460 City Auditor City Clerk

Financial Services Agency 3,200 3,659,884

Police Services Agency

Fire Services Agency

Life Enrichment Agency Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency

Community & Economic Development

Non-Departmental 543,788 23,783,075 99,544,228 Insurance & Liability Debt Service 543,788 23,783,075 96,332,228 Public Support 3,212,000 Contingency Accounts Housing Rehab. Loans

Credits and Transfers 322,130

Subtotal Operating Budget 546,988 23,783,075 103,526,242 515,577 309,605

Capital Improvement Program

Total Appropriations $ 546,988 $ 23,783,075 $ 103,526,242 $ 515,577 $ 309,605

Authorized Positions (FTE) 0.20 4.20 2.90

D-72 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 7160 7200 7220 7260 7280 7300 Appropriations By Fund OMERS HIPT (Millions of Dollars) efinancing HIPT Local 790 HIPT HIPT HIPT Department Bond Unrep. Retirees WCofE IBEW Units A&W General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency

Police Services Agency

Fire Services Agency

Life Enrichment Agency Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency

Community & Economic Development

Non-Departmental 300,000 300,000 25,000 10,000 80,000 Insurance & Liability Debt Service Public Support 300,000 300,000 25,000 10,000 80,000 Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget 300,000 300,000 25,000 10,000 80,000

Capital Improvement Program

Total Appropriations $ 300,000 $ 300,000 $ 25,000 $ 10,000 $ 80,000

Authorized Positions (FTE)

FY 2001-03 Adopted Policy Budget D-73 FINANCIAL SUMMARIES Table of Contents

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 7320 7350 7420 7440 7530 Appropriations By Fund Police and Police and Mayor's (Millions of Dollars) Fire Retirement Fire State Asset Unclaimed International Department Refinance Facility Trust Trust Cash Committee General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency

Police Services Agency 200,000 300,000 153,300

Fire Services Agency

Life Enrichment Agency Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency

Community & Economic Development

Non-Departmental Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers 17,564,336

Subtotal Operating Budget 17,564,336 200,000 300,000 153,300

Capital Improvement Program

Total Appropriations $ 17,564,336 $ 200,000 $ 300,000 $ 153,300

Authorized Positions (FTE)

D-74 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 7540 7580 7640 7690 7752 Appropriations By Fund Oakland Lila Wallace Oakland Kerrison Trust (Millions of Dollars) Public Lib. Readers Digest Public Museum For Police Rehab Department Trust Foundation Trust Enhancement Trust General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency

Police Services Agency 1,543,584

Fire Services Agency

Life Enrichment Agency 126,858 109,044 52,580 Agency Administration Office of Parks & Recreation Library Services 126,858 109,044 Museum 52,580 Aging, Health & Human Services

Public Works Agency

Community & Economic Development

Non-Departmental 2,004,973 Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans 2,004,973

Credits and Transfers

Subtotal Operating Budget 126,858 109,044 52,580 1,543,584 2,004,973

Capital Improvement Program

Total Appropriations $ 126,858 $ 109,044 $ 52,580 $ 1,543,584 $ 2,004,973

Authorized Positions (FTE) 0.40 2.84

FY 2001-03 Adopted Policy Budget D-75 FINANCIAL SUMMARIES Table of Contents

FY 2001-02 Adopted Appropriations by Fund

2001-02 Adopted 7760 7780 7999 Appropriations By Fund Oakland Total Total (Millions of Dollars) Grant Redevelop. Misc. Trust & New Department Clearing Agency Proj. Trust Fiduciary Appropriations General Government $ 199,102 $ 2,556,188 $ 3,580,472 $ 42,826,498 Mayor 85,739 85,739 1,263,500 City Council 740,190 740,190 3,140,109 City Manager 259,052 259,052 11,077,125 Craft & Cultural Arts 1,686,387 Personnel Resource Mgmt. 752,930 4,173,546 Information Technology 9,923,224 City Attorney 199,102 1,424,275 1,695,629 8,870,391 City Auditor 1,078,695 City Clerk 46,932 46,932 1,613,521

Financial Services Agency 178,095 178,095 22,242,854

Police Services Agency 519,117 2,716,001 137,767,481

Fire Services Agency 77,701,746

Life Enrichment Agency 67,000 355,482 76,183,034 Agency Administration 873,322 Office of Parks & Recreation 67,000 67,000 29,502,223 Library Services 235,902 16,758,731 Museum 52,580 6,109,739 Aging, Health & Human Services 22,939,019 - Public Works Agency 4,185,916 119,507 4,305,423 96,658,757

Community & Economic Development 8,625,849 8,625,849 61,668,157

Non-Departmental 2,719,973 173,429,699 Insurance & Liability 7,292,670 Debt Service 96,332,228 Public Support 715,000 67,599,828 Contingency Accounts 200,000 Housing Rehab. Loans 2,004,973 2,004,973

Credits and Transfers 17,564,336 62,197,451

Subtotal Operating Budget 4,385,018 11,998,756 67,000 40,045,631 750,675,677

Capital Improvement Program 62,479,830

Total Appropriations $ 4,385,018 $ 11,998,756 $ 67,000 $ 40,045,631 $ 813,155,507

Authorized Positions (FTE) 66.04 87.82 164.20 4,555.51

D-76 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget D-77 FINANCIAL SUMMARIES Table of Contents

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 1010 1100 1150 1200 1600 Appropriations By Fund Underground (Millions of Dollars) General Self Ins. Workers Pension District Department Purpose Liability Comp Ins. Override Revolving General Government $ 32,401,017 $ 983,896 Mayor 1,121,082 City Council 2,399,919 City Manager 7,108,780 541,023 Craft & Cultural Arts 1,409,689 Personnel Resource Mgmt. 3,203,365 219,432 Information Technology 8,193,973 City Attorney 6,415,695 223,441 City Auditor 1,030,125 - City Clerk 1,518,389

Financial Services Agency 14,039,157

Police Services Agency 128,409,280 1,432,017

Fire Services Agency 79,181,215 114,444

Life Enrichment Agency 34,561,684 358,464 - - - Agency Administration 973,455 Office of Parks & Recreation 13,120,550 358,464 Library Services 11,221,010 Museum 5,191,815 Aging, Health & Human Services 4,054,854

Public Works Agency 198,178 664,852 956,195

Community & Economic Development 25,084,024 - - - -

Non-Departmental 55,216,542 4,617,654 - - - Insurance & Liability 2,000,016 4,617,654 Debt Service Public Support 53,016,526 Contingency Accounts 200,000 Housing Rehab. Loans

Credits and Transfers 3,251,660 38,428,144

Subtotal Operating Budget 372,342,757 7,187,431 983,896 38,428,144 956,195

Capital Improvement Program -

Total Appropriations $ 372,342,757 $ 7,187,431 $ 983,896 $ 38,428,144 $ 956,195

Authorized Positions (FTE) 3,041.74 8.44 9.00

D-78 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 1700 1710 1720 1730 1740 Appropriations By Fund HJ Kaiser Hazardous (Millions of Dollars) Mandatory Recycling Comprehens. Convention Materials Department Refuse Program Clean-Up Center Inspections General Government $ 25,920 $ 74,538 Mayor 40,275 City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology 25,920 City Attorney 34,263 City Auditor City Clerk

Financial Services Agency 987,860 86,975

Police Services Agency

Fire Services Agency 48,840 208,691 652,924

Life Enrichment Agency - - 554,145 880,020 - Agency Administration Office of Parks & Recreation 554,145 Library Services Museum 880,020 Aging, Health & Human Services

Public Works Agency 5,797,416 10,542,998

Community & Economic Development - 225,000 - - -

Non-Departmental - - - - - Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget 1,062,620 6,109,391 11,380,372 880,020 652,924

Capital Improvement Program

Total Appropriations $ 1,062,620 $ 6,109,391 $ 11,380,372 $ 880,020 $ 652,924

Authorized Positions (FTE) 12.64 14.21 103.34 16.30 8.50

FY 2001-03 Adopted Policy Budget D-79 FINANCIAL SUMMARIES Table of Contents

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 1750 1760 1770 1780 1790 1820 Appropriations By Fund Multi- Telecom Kid's Contract OPRCA (Millions of Dollars) Purpose Telecomm. Land First Admin Self-Sust Department Reserve Reserve Use Fund Fee Rev. Fund General Government $ 106,819 $ 734,398 $ 1,192,900 Mayor City Council City Manager 684,993 1,014,579 Craft & Cultural Arts Personnel Resource Mgmt. Information Technology 49,405 City Attorney 57,595 178,321 City Auditor 49,224 City Clerk

Financial Services Agency 42,036

Police Services Agency

Fire Services Agency

Life Enrichment Agency 166,216 41,066 - 618,670 - 1,293,672 Agency Administration Office of Parks & Recreation 24,216 1,293,672 Library Services 41,066 Museum 142,000 Aging, Health & Human Services 618,670

Public Works Agency 3,666,815

Community & Economic Development 402,800 - 116,393 - - -

Non-Departmental - - - 7,733,395 - - Insurance & Liability Debt Service Public Support 7,733,395 Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget 4,384,686 775,464 116,393 8,352,065 1,192,900 1,293,672

Capital Improvement Program -

Total Appropriations $ 4,384,686 $ 775,464 $ 116,393 $ 8,352,065 $ 1,192,900 $ 1,293,672

Authorized Positions (FTE) 20.26 11.96 0.47 1.10 15.42 35.94

D-80 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 1900 2106 2108 2111 Appropriations By Fund Dept of (Millions of Dollars) Treasurer's Total- Dept of Housing & Local Law Department Fund General Funds Defense Urban Dev. Enforcement General Government $ 4,788 $ 35,524,276 $ 329,579 Mayor 1,161,357 City Council 2,399,919 City Manager 9,349,375 276,035 Craft & Cultural Arts 1,409,689 Personnel Resource Mgmt. 3,422,797 Information Technology 8,269,298 City Attorney 4,788 6,914,103 53,544 City Auditor 1,079,349 City Clerk 1,518,389

Financial Services Agency 15,156,028 157,604

Police Services Agency 129,841,297 113,664

Fire Services Agency 80,206,114

Life Enrichment Agency - 38,473,937 - 135,341 - Agency Administration 973,455 Office of Parks & Recreation 15,351,047 34,920 Library Services 11,262,076 Museum 6,213,835 Aging, Health & Human Services 4,673,524 100,421

Public Works Agency 21,826,454

Community & Economic Development - 25,828,217 - 18,753,652 -

Non-Departmental - 67,567,591 - - - Insurance & Liability 6,617,670 Debt Service Public Support 60,749,921 Contingency Accounts 200,000 Housing Rehab. Loans -

Credits and Transfers 41,679,804

Subtotal Operating Budget 4,788 456,103,718 - 19,376,176 113,664

Capital Improvement Program -

Total Appropriations $ 4,788 $ 456,103,718 $ - $ 19,376,176 $ 113,664

Authorized Positions (FTE) 0.04 3,299.36 61.27 1.00

FY 2001-03 Adopted Policy Budget D-81 FINANCIAL SUMMARIES Table of Contents

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 2112 2114 2116 2117 2120 2124 Appropriations By Fund Federal Federal (Millions of Dollars) Dept. of Dept. of Dept. of Dept. of Action Emergency Department Justice Labor Transport. Treasury Agency Management General Government $ 179,564 Mayor - City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney 179,564 City Auditor City Clerk

Financial Services Agency

Police Services Agency 2,165,921 32,000

Fire Services Agency 38,160

Life Enrichment Agency - 930,125 - - 276,503 - Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services 930,125 276,503

Public Works Agency 1,416,941

Community & Economic Development ------

Non-Departmental ------Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget 2,345,485 930,125 1,416,941 32,000 276,503 38,160

Capital Improvement Program 110,000

Total Appropriations $ 2,345,485 $ 930,125 $ 1,526,941 $ 32,000 $ 276,503 $ 38,160

Authorized Positions (FTE) 1.00 87.05 13.50 1.62 0.50

D-82 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 2125 2126 2128 2132 2138 2140 Appropriations By Fund (Millions of Dollars) Dept. of Dept. of CA Dept. CA Dept. Department EPA Education HHS of Aging of Ed. Cal Trans General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency

Police Services Agency

Fire Services Agency

Life Enrichment Agency - 35,000 14,098,981 294,705 10,000 Agency Administration Office of Parks & Recreation Library Services 35,000 10,000 Museum Aging, Health & Human Services 14,098,981 294,705

Public Works Agency 95,584 7,367

Community & Economic Development - - 127,359 - -

Non-Departmental - - - - - Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget 95,584 35,000 14,226,340 294,705 10,000 7,367

Capital Improvement Program

Total Appropriations $ 95,584 $ 35,000 $ 14,226,340 $ 294,705 $ 10,000 $ 7,367

Authorized Positions (FTE) 1.00 151.06 3.00 0.07

FY 2001-03 Adopted Policy Budget D-83 FINANCIAL SUMMARIES Table of Contents

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 2146 2148 2154 2158 2159 2160 Appropriations By Fund CA State CA CA Integ. COPS State of (Millions of Dollars) Emerg. Library Waste Man. Grant CA Alameda Department Services Services Board AB 1913 Other Co. Grants General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency

Police Services Agency 872,425

Fire Services Agency 103,540

Life Enrichment Agency - 112,188 - - 1,408,096 156,204 Agency Administration Office of Parks & Recreation Library Services 112,188 Museum Aging, Health & Human Services 1,408,096 156,204

Public Works Agency 36,636

Community & Economic Development - - - - - 250,000

Non-Departmental ------Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget - 112,188 36,636 872,425 1,408,096 509,744

Capital Improvement Program 733,600

Total Appropriations $ - $ 112,188 $ 36,636 $ 872,425 $ 2,141,696 $ 509,744

Authorized Positions (FTE) - 0.25 14.21 3.67

D-84 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 2162 2164 2172 2185 2190 2192 Appropriations By Fund Congestion Alameda Oakland (Millions of Dollars) Mitigation Co. Vehicle Redevelop Private OBRA Department MTC Air Quality Abatement Agency Grants Lease Rev. General Government $ 304,710 Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney 304,710 City Auditor City Clerk

Financial Services Agency

Police Services Agency 444,859 35,000

Fire Services Agency 25,000

Life Enrichment Agency - - - - - Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency 189,581

Community & Economic Development - - 1,349,848 - 1,662,728

Non-Departmental - - - - - Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget 189,581 444,859 1,349,848 60,000 1,967,438

Capital Improvement Program 325,000

Total Appropriations $ 514,581 $ 444,859 $ 1,349,848 $ 60,000 $ 1,967,438

Authorized Positions (FTE) 1.62 3.00 0.69 13.30

FY 2001-03 Adopted Policy Budget D-85 FINANCIAL SUMMARIES Table of Contents

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 2195 2210 2230 2240 2250 2310 Appropriations By Fund Workforce Landscape (Millions of Dollars) Investment Measure B State Measure O Measure N & Lighting Department Act Fund Gas Tax Fund Fund Assessment General Government $ 188,551 Mayor City Council City Manager 68,107 Craft & Cultural Arts Personnel Resource Mgmt. Information Technology 25,920 City Attorney 94,524 City Auditor City Clerk

Financial Services Agency 90,156 96,549

Police Services Agency

Fire Services Agency 131,404 1,204,013

Life Enrichment Agency - 1,034,516 - 5,307,876 - 13,809,051 Agency Administration Office of Parks & Recreation 13,588,551 Library Services 5,307,876 Museum 220,500 Aging, Health & Human Services 1,034,516

Public Works Agency 3,125,524 10,005,384 5,222,558

Community & Economic Development 296,216 - - - - -

Non-Departmental 8,874,792 - - - - - Insurance & Liability Debt Service Public Support 8,874,792 Contingency Accounts Housing Rehab. Loans

Credits and Transfers 15,729 725,609

Subtotal Operating Budget 9,276,893 4,160,040 10,136,788 5,307,876 1,204,013 20,042,318

Capital Improvement Program 7,787,500 700,000

Total Appropriations $ 9,276,893 $ 11,947,540 $ 10,836,788 $ 5,307,876 $ 1,204,013 $ 20,042,318

Authorized Positions (FTE) 4.00 27.71 95.47 88.65 3.00 165.32

D-86 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 2410 2412 2416 2826 2910 2912 Appropriations By Fund Alameda Cty Traffic Federal Federal Asset (Millions of Dollars) Link Emergency Safety Mortgage Asset Forfeiture Department Handipark Dispatch Fund Revenue Forfeiture City Share General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency

Police Services Agency 881,924

Fire Services Agency 1,859,050

Life Enrichment Agency 36,748 - - - - - Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services 36,748

Public Works Agency 237,142

Community & Economic Development - - - 513,405 - -

Non-Departmental ------Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget 36,748 1,859,050 237,142 513,405 - 881,924

Capital Improvement Program

Total Appropriations $ 36,748 $ 1,859,050 $ 237,142 $ 513,405 $ - $ 881,924

Authorized Positions (FTE) 0.51 15.60 3.00 4.63

FY 2001-03 Adopted Policy Budget D-87 FINANCIAL SUMMARIES Table of Contents

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 2914 2990 2992 2999 Appropriations By Fund State Public Parks & Total (Millions of Dollars) Asset Works Recreation Misc. Special Department Forfeit. Grants Grants Grants Rev. Funds General Government $ 470,535 $ 1,472,939 Mayor - City Council - City Manager 470,535 814,677 Craft & Cultural Arts - Personnel Resource Mgmt. - Information Technology 25,920 City Attorney 632,342 City Auditor - City Clerk -

Financial Services Agency 344,309

Police Services Agency 358,698 21,150 4,925,641

Fire Services Agency 3,361,167

Life Enrichment Agency - - 34,903 330,793 38,011,030 Agency Administration - Office of Parks & Recreation 34,903 13,658,374 Library Services 330,793 5,795,857 Museum 220,500 Aging, Health & Human Services 18,336,299

Public Works Agency 480,675 63,144 20,880,536

Community & Economic Development - 46,067 - 5,456,000 28,455,275

Non-Departmental - - - - 8,874,792 Insurance & Liability - Debt Service - Public Support 8,874,792 Contingency Accounts - Housing Rehab. Loans -

Credits and Transfers 741,338

Subtotal Operating Budget 358,698 526,742 34,903 6,341,622 107,067,027

Capital Improvement Program 2,870,000 85,000 12,611,100

Total Appropriations $ 358,698 $ 3,396,742 $ 34,903 $ 6,426,622 $ 119,678,127

Authorized Positions (FTE) 2.60 10.67 778.97

D-88 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 3100 3200 4100 4200 Appropriations By Fund Sewer Total - (Millions of Dollars) Service Enterprise Equipment Department Charge Golf Course Funds Rental Radio General Government $ 75,977 $ 75,977 $ 766,034 Mayor - City Council - City Manager - Craft & Cultural Arts - Personnel Resource Mgmt. - Information Technology - 766,034 City Attorney 75,977 75,977 City Auditor - City Clerk -

Financial Services Agency 700,000 700,000

Police Services Agency -

Fire Services Agency 117,040 117,040

Life Enrichment Agency 51,192 60,000 111,192 - - Agency Administration - Office of Parks & Recreation 51,192 60,000 111,192 Library Services - Museum - Aging, Health & Human Services -

Public Works Agency 13,769,216 13,769,216 15,416,229

Community & Economic Development 193,449 5,848 199,297 - 92,795

Non-Departmental 275,000 - 275,000 - - Insurance & Liability 275,000 275,000 Debt Service - Public Support - Contingency Accounts - Housing Rehab. Loans -

Credits and Transfers 600,000 600,000 - -

Subtotal Operating Budget 15,781,874 65,848 15,847,722 15,416,229 858,829

Capital Improvement Program 9,890,000 - 9,890,000 2,614,000 500,000

Total Appropriations $ 25,671,874 $ 65,848 $ 25,737,722 $ 18,030,229 $ 1,358,829 - Authorized Positions (FTE) 142.12 142.12 66.50 6.10

FY 2001-03 Adopted Policy Budget D-89 FINANCIAL SUMMARIES Table of Contents

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 4300 4400 4500 4550 Appropriations By Fund Equipment Total (Millions of Dollars) City Central Parts Internal Department Reproduction Facilities Stores Stores Svc. Funds General Government $ 1,133,967 $ 1,900,001 Mayor - City Council - City Manager - Craft & Cultural Arts - Personnel Resource Mgmt. - Information Technology 1,133,967 1,900,001 City Attorney - City Auditor - City Clerk -

Financial Services Agency 2,412,735 2,412,735

Police Services Agency -

Fire Services Agency -

Life Enrichment Agency - - - - - Agency Administration - Office of Parks & Recreation - Library Services - Museum - Aging, Health & Human Services -

Public Works Agency 18,783,800 617,700 34,817,729

Community & Economic Development - - - - 92,795

Non-Departmental - - - - - Insurance & Liability - Debt Service - Public Support - Contingency Accounts - Housing Rehab. Loans -

Credits and Transfers - - - - -

Subtotal Operating Budget 1,133,967 18,783,800 2,412,735 617,700 39,223,260

Capital Improvement Program 3,114,000

Total Appropriations $ 1,133,967 $ 18,783,800 $ 2,412,735 $ 617,700 $ 42,337,260

Authorized Positions (FTE) 6.40 125.00 15.00 219.00

D-90 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 5006 5008 5010 5012 5014 Appropriations By Fund GOB GOB GOB Series Oakland JPA 2000- Measure (Millions of Dollars) Measure K Series 1992 1,997.00 Admin Building K Series D Department Series C 1997 Measure K Measure I Series Capital Project General Government $ 13,410 Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney 13,410 City Auditor City Clerk

Financial Services Agency - -

Police Services Agency - -

Fire Services Agency - -

Life Enrichment Agency 57,221 - 23,964 - 60,540 Agency Administration - - - - - Office of Parks & Recreation 57,221 - - - 60,540 Library Services - - 23,964 - - Museum - - - - - Aging, Health & Human Services - - - - -

Public Works Agency 35,955 - 164,430

Community & Economic Development - - - - -

Non-Departmental - - - - - Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers - - -

Subtotal Operating Budget 70,631 - 59,919 - 224,970

Capital Improvement Program -

Total Appropriations $ 70,631 $ - $ 59,919 $ - $ 224,970

Authorized Positions (FTE) 0.07 1.25 2.65

FY 2001-03 Adopted Policy Budget D-91 FINANCIAL SUMMARIES Table of Contents

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 5500 5505 5999 6002 Appropriations By Fund Municipal Municipal Misc. Total GOB Series (Millions of Dollars) Capital Projects Capital Capital 1991A Department Improvement Public Arts Projects Project Funds Measure K General Government $ 483,766 $ 296,450 $ 793,626 Mayor 16,404 16,404 City Council - City Manager 374,758 374,758 Craft & Cultural Arts 296,450 296,450 Personnel Resource Mgmt. - Information Technology 87,036 87,036 City Attorney 5,568 18,978 City Auditor - City Clerk -

Financial Services Agency 210,377 - - 210,377 13,500

Police Services Agency - - - -

Fire Services Agency - - - -

Life Enrichment Agency - - - 141,725 - Agency Administration - - - - Office of Parks & Recreation - - - 117,761 Library Services - - - 23,964 Museum - - - - Aging, Health & Human Services - - - -

Public Works Agency 953,082 - 304,062 1,457,529

Community & Economic Development 90,450 - - 90,450 -

Non-Departmental - - - - 427,865 Insurance & Liability - Debt Service - 427,865 Public Support - Contingency Accounts - Housing Rehab. Loans -

Credits and Transfers 5,735,786 5,735,786

Subtotal Operating Budget 7,473,461 296,450 304,062 8,429,493 441,365

Capital Improvement Program 27,223,000 27,223,000

Total Appropriations $ 34,696,461 $ 296,450 $ 304,062 $ 35,652,493 $ 441,365

Authorized Positions (FTE) 18.02 21.99

D-92 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 6004 6006 6008 6010 6016 Appropriations By Fund GOB Series GOB Series GOB Series GOB Series (Millions of Dollars) 1995B 1997C 1992- 1997- Civic Department Measure K Measure K Emergency Measure I Improvement General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency 3,300 6,800 160,080

Police Services Agency

Fire Services Agency

Life Enrichment Agency - - - - - Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency

Community & Economic Development - - - - -

Non-Departmental 1,205,195 1,657,993 3,544,378 3,374,631 3,246,000 Insurance & Liability Debt Service 1,205,195 1,657,993 3,544,378 3,374,631 Public Support 3,246,000 Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget 1,205,195 1,657,993 3,547,678 3,381,431 3,406,080

Capital Improvement Program

Total Appropriations $ 1,205,195 $ 1,657,993 $ 3,547,678 $ 3,381,431 $ 3,406,080

Authorized Positions (FTE)

FY 2001-03 Adopted Policy Budget D-93 FINANCIAL SUMMARIES Table of Contents

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 6030 6033 6042 6046 Appropriations By Fund Taxable 1998 JPFA (Millions of Dollars) Pension Lease Department Obligation Bonds Revenue Bonds Lakeshore 1 Ocean View General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency 4,860 3,228,688 1,370 770

Police Services Agency

Fire Services Agency

Life Enrichment Agency Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency

Community & Economic Development

Non-Departmental 39,204,994 16,023,333 Insurance & Liability Debt Service 39,204,994 16,023,333 Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers 11,695 1,306

Subtotal Operating Budget 39,209,854 19,252,021 13,065 2,076

Capital Improvement Program

Total Appropriations $ 39,209,854 $ 19,252,021 $ 13,065 $ 2,076

Authorized Positions (FTE)

D-94 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 6048 6060 6062 6505 Appropriations By Fund 2000- 2000- (Millions of Dollars) Measure K Measure K CAB 1996 Department Lower Hubert Series D Bonds Series E Bonds Redemption General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency 2,150 2,150 6,000

Police Services Agency

Fire Services Agency

Life Enrichment Agency - Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency

Community & Economic Development

Non-Departmental 767,139 438,953 7,550,459 Insurance & Liability Debt Service 767,139 438,953 7,550,459 Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers (421,531)

Subtotal Operating Budget 769,289 441,103 7,134,928

Capital Improvement Program

Total Appropriations $ 769,289 $ 441,103 $ 7,134,928

Authorized Positions (FTE)

FY 2001-03 Adopted Policy Budget D-95 FINANCIAL SUMMARIES Table of Contents

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 6512 6518 6520 6530 6540 Appropriations By Fund Fire Area (Millions of Dollars) CAB 1996 Medical Hill Utility Department Redemption Parking Refund Underground Rockridge Skyline General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency 26,445 3,235 1,890 4,475 1,000

Police Services Agency

Fire Services Agency

Life Enrichment Agency - - - - - Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency

Community & Economic Development - - - - -

Non-Departmental - 266,600 - - - Insurance & Liability Debt Service 266,600 Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers 509,368 64,693 30,000

Subtotal Operating Budget 26,445 269,835 511,258 69,168 31,000

Capital Improvement Program

Total Appropriations $ 26,445 $ 269,835 $ 511,258 $ 69,168 $ 31,000

Authorized Positions (FTE) 0.20

D-96 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 6554 6556 6558 6562 6570 6580 Appropriations By Fund Lakeshore (Millions of Dollars) Phase IV 1,996.00 1,997.00 Department LaSalle Harbord Grizzly Debt Service Pooled A.D.'s Pooled A.D.'s General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency 2,250 2,170 590 345 1,800 3,050

Police Services Agency

Fire Services Agency

Life Enrichment Agency Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency

Community & Economic Development

Non-Departmental 14,201 35,620 114,643 Insurance & Liability Debt Service 14,201 35,620 114,643 Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers 53,530 51,660 9,453

Subtotal Operating Budget 55,780 53,830 10,043 14,546 37,420 117,693

Capital Improvement Program

Total Appropriations $ 55,780 $ 53,830 $ 10,043 $ 14,546 $ 37,420 $ 117,693

Authorized Positions (FTE)

FY 2001-03 Adopted Policy Budget D-97 FINANCIAL SUMMARIES Table of Contents

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 6585 6999 7100 7120 Appropriations By Fund 1999 JPFA Total Police and (Millions of Dollars) Reassessment Misc. Debt Service Fire Retirement Department Debt Service Debt Service Funds System OMERS General Government $ 515,577 $ 309,605 Mayor - City Council - City Manager - - - Craft & Cultural Arts - Personnel Resource Mgmt. - 457,785 295,145 Information Technology - City Attorney - 57,792 14,460 City Auditor - City Clerk -

Financial Services Agency 3,250 3,480,168

Police Services Agency -

Fire Services Agency -

Life Enrichment Agency - - - - - Agency Administration - Office of Parks & Recreation - Library Services - Museum - Aging, Health & Human Services -

Public Works Agency -

Community & Economic Development - - - - -

Non-Departmental 536,569 22,289,900 100,698,473 - - Insurance & Liability - Debt Service 536,569 22,289,900 97,452,473 Public Support 3,246,000 Contingency Accounts - Housing Rehab. Loans -

Credits and Transfers 310,174

Subtotal Operating Budget 539,819 22,289,900 104,488,815 515,577 309,605

Capital Improvement Program -

Total Appropriations $ 539,819 $ 22,289,900 $ 104,488,815 $ 515,577 $ 309,605

Authorized Positions (FTE) 0.20 4.20 2.90

D-98 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 7160 7200 7220 7260 7280 7300 Appropriations By Fund OMERS HIPT (Millions of Dollars) Refinancing HIPT Local 790 HIPT HIPT HIPT Department Bond Unrep. Retirees WCofE IBEW Units A&W General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency

Police Services Agency

Fire Services Agency

Life Enrichment Agency Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency

Community & Economic Development

Non-Departmental 300,000 300,000 25,000 10,000 80,000 Insurance & Liability Debt Service Public Support 300,000 300,000 25,000 10,000 80,000 Contingency Accounts Housing Rehab. Loans

Credits and Transfers

Subtotal Operating Budget 300,000 300,000 25,000 10,000 80,000

Capital Improvement Program

Total Appropriations $ 300,000 $ 300,000 $ 25,000 $ 10,000 $ 80,000

Authorized Positions (FTE)

FY 2001-03 Adopted Policy Budget D-99 FINANCIAL SUMMARIES Table of Contents

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 7320 7350 7420 7440 7530 Appropriations By Fund Police and Police and Mayor's (Millions of Dollars) Fire Retirement Fire State Asset Unclaimed International Department Refinance Facility Trust Trust Cash Committee General Government Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency

Police Services Agency 400,000 300,000 153,300

Fire Services Agency

Life Enrichment Agency Agency Administration Office of Parks & Recreation Library Services Museum Aging, Health & Human Services

Public Works Agency

Community & Economic Development

Non-Departmental Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans

Credits and Transfers 17,292,175

Subtotal Operating Budget 17,292,175 400,000 300,000 153,300

Capital Improvement Program

Total Appropriations $ 17,292,175 $ 400,000 $ 300,000 $ 153,300

Authorized Positions (FTE)

D-100 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 7540 7580 7640 7690 7752 Appropriations By Fund Oakland Lila Wallace Oakland Kerrison Trust (Millions of Dollars) Public Lib. Readers Digest Public Museum For Police Rehab Department Trust Foundation Trust Enhancement Trust General Government $ - $ - $ - $ - $ - Mayor City Council City Manager Craft & Cultural Arts Personnel Resource Mgmt. Information Technology City Attorney City Auditor City Clerk

Financial Services Agency

Police Services Agency 70,000

Fire Services Agency

Life Enrichment Agency 126,858 109,044 52,580 - - Agency Administration Office of Parks & Recreation Library Services 126,858 109,044 Museum 52,580 Aging, Health & Human Services

Public Works Agency

Community & Economic Development - - - - -

Non-Departmental - - - - 2,034,973 Insurance & Liability Debt Service Public Support Contingency Accounts Housing Rehab. Loans 2,034,973

Credits and Transfers

Subtotal Operating Budget 126,858 109,044 52,580 70,000 2,034,973

Capital Improvement Program

Total Appropriations $ 126,858 $ 109,044 $ 52,580 $ 70,000 $ 2,034,973

Authorized Positions (FTE) 0.40 2.84

FY 2001-03 Adopted Policy Budget D-101 FINANCIAL SUMMARIES Table of Contents

FY 2002-03 Adopted Appropriations by Fund

2002-03 Adopted 7760 7780 7999 Appropriations By Fund Oakland Total Total (Millions of Dollars) Grant Redevelop. Misc. Trust & New Department Clearing Agency Proj. Trust Fiduciary Appropriations General Government $ 199,102 $ 2,556,188 $ 3,580,472 $ 43,347,291 Mayor 85,739 85,739 1,263,500 City Council 740,190 740,190 3,140,109 City Manager 259,052 259,052 10,797,862 Craft & Cultural Arts - 1,706,139 Personnel Resource Mgmt. 752,930 4,175,727 Information Technology - 10,282,255 City Attorney 199,102 1,424,275 1,695,629 9,337,029 City Auditor - 1,079,349 City Clerk 46,932 46,932 1,565,321

Financial Services Agency 178,095 178,095 22,481,712

Police Services Agency 519,117 1,442,417 136,209,355

Fire Services Agency - 83,684,321

Life Enrichment Agency - - 67,000 355,482 77,093,366 Agency Administration - 973,455 Office of Parks & Recreation 67,000 67,000 29,305,374 Library Services 235,902 17,317,799 Museum 52,580 6,486,915 Aging, Health & Human Services - 23,009,823 - - Public Works Agency 4,222,034 4,222,034 96,973,498

Community & Economic Development - 8,469,966 - 8,469,966 63,136,000

Non-Departmental - - - 2,749,973 180,165,829 Insurance & Liability - 6,892,670 Debt Service - 97,452,473 Public Support 715,000 73,585,713 Contingency Accounts - 200,000 Housing Rehab. Loans 2,034,973 2,034,973

Credits and Transfers 17,292,175 66,359,277

Subtotal Operating Budget 4,421,136 11,723,366 67,000 38,290,614 769,450,649

Capital Improvement Program - 52,838,100

Total Appropriations $ 4,421,136 $ 11,723,366 $ 67,000 $ 38,290,614 $ 822,288,749

Authorized Positions (FTE) 66.04 86.82 163.20 4,624.84

D-102 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget D-103 FINANCIAL SUMMARIES Table of Contents

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. All City taxes, fees and service charges. 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 Insurance City payroll deductions for Workers' Workers' Compensation Insurance Claims Compensation Insurance. claims and administration.

1200 Pension Override Tax Revenue Property tax surcharge. To pay liabilities accrued for Police and Fire Retirement System.

1550 OPRCA Self-Sustaining Revolving Fees for recreation-related program. Self-funded recreation programs for Fund Parks & Rec. Dept.

1600 Underground District Revolving Fund Repayments from homeowners. Undergrounding of homeowner 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. collection bills.

1720 Comprehensive Clean-Up Special surcharge on refuse Clean Oakland programs such as collection bills and citations issued "We Mean Clean" activities illegal during street cleaning. dumping enforcement; street sweeping.

1730 Henry J. Kaiser Convention Center Rental and concession revenues HJK facility operating costs. from HJK facility events.

1740 Hazardous Materials Inspection Fees from inspections by Emergency Hazardous Materials Inspection Service Hazardous Materials Unit. Program.

1750 Multi-Purpose Reserve Fees from City-owned off-street Restricted by Council policy to parking facilities. parking facility construction and operation.

1760 Telecommunications Reserve Cable television franchise fees. Operation of the City's cable television station (KTOP) and other telecommunications-related operations.

1780 Kid's First Oakland Children's Fund Transfer from the General Purpose Programs for youth. Fund (equal to 2.5% of unrestricted revenues).

D-104 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Fund Descriptions (continued)

Fund Number Fund Description Source of Funds Uses of Funds

1790 Contract Administration Fee 3.0% Assessment on capital Administration and compliance improvement projects and contracts. monitoring of contracts.

2102 Department of Agriculture Department of Agriculture. Fund year-round lunch program for school children.

2103 Department of Housing and Urban U.S. Department of Housing and Fund emergency shelters, housing Development (HUD) -- Urban Development for persons with AIDs and transitional Emergency Shelter Grant (ESG)/ housing programs. Supportive Housing Program (SHP)/ Housing Opportunities for Persons with AIDS (HOPWA)

2105 Department of Housing and Urban U.S. Department of Housing and Commercial grants and loans and Development (HUD) -- Economic Urban Development associated operational costs to Development Initiative (EDI) Grants promote economic development.

2106 Department of Defense (DOD) Department of Defense. Fund miscellaneous police-related activities and programs.

2107 Department of Housing and Urban U.S. Department of Housing and Fund loan guarantees for commercial Development (HUD) -- 108 Urban Development. and residential loans.

2108 Department of Housing and Urban U.S. Department of Housing and Grants to non-profit organizations for Development (HUD) -- Community Urban Development. housing and community development Development Block Grant (CDBG) in low- and moderate-income areas.

2109 Department of Housing and Urban U.S. Department of Housing and Fund first-time homebuyers, housing Development (HUD) -- HOME Urban Development. rehabilitation and housing Investment Partnerships (HOME) development.

2110 Department of the Interior U.S. Department of the Interior Park-related programs.

2111 2000 Local Law Enforcement Grant U.S. Department of Justice Local Law Enforcement Block Grant Funds (LLEBG) for law enforcement staff and expenditures.

2112 Department of Justice Asset forfeitures, State and Federal Law enforcement activities, grants. particularly drug law enforcement.

2114 Department of Labor Federal funds administered by Calif. Employment training programs. Employment Development Dept.

2112 Department of Justice Asset forfeitures, State and Federal Law enforcement activities, grants. particularly 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 for Construction and improvements of Urban Systems Act funds. streets and highways.

FY 2001-03 Adopted Policy Budget D-105 FINANCIAL SUMMARIES Table of Contents

Fund Descriptions (continued)

Fund Number Fund Description Source of Funds Uses of Funds

2117 Department of Treasury U.S. Department of the Treasury. Miscellaneous programs.

2120 Federal Action Agency Federal Government. Various social services programs.

2126 Department of Education U.S. Department of Education. Library programs.

2128 Department of Health and Human Federal funds administered by Various social services programs for 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.

2141 State Traffic Congestion Relief Fund Alameda County Transportation-related projects.

2138 California Department of Education State of California. Library programs.

2148 California Library Services State Public Library Commission and Library operations. Foundation.

2154 California Integrated Waste Mgmt. State of California. Used oil recycling programs. 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 Oakland Paratransit for the Elderly Commission Commission. and Disabled program.

2172 Alameda County Vehicle Abatement Vehicle registration surcharge. To remove abandoned vehicles from Authority City streets.

2185 Oakland Redevelopment Agency Redevelopment Agency. Loans to qualified businesses within Grants the Central District.

2190 Private Grants Corporations and private individuals. City-wide programs.

2192 Oakland Base Reuse Authority Oakland Base Reuse Authority To reimburse Community and (OBRA) Lease Revenues (OBRA). Economic Development Agency (CEDA) for its OBRA-related activities.

2195 Workforce Investment Act U.S. Department of Labor Provide employment and training services for Oakland residents; overseen by Oakland Workforce Investment Board and the Mayor.

D-106 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Fund Descriptions (continued)

Fund Number Fund Description Source of Funds Uses of Funds

2210 Measure B Fund 1/2 percent Alameda County sales Traffic and transportation projects, tax authorized by Measure B. including street and signal construction, maintenance and repair.

2230 State Gas Tax Allocation of State gasoline tax. Uses related to local streets and highways. Includes acquisition of real property, construction, improvement, repairs and maintenance of streets and lighting.

2240 Measure O Fund Voter-approved special parcel tax Maintenance of library operations. authorized by Measure O.

2250 Measure N Fund Oakland special parcel tax. To provide paramedic services on fire trucks.

2310 Landscape & Lighting Assessment Landscape & Lighting Assessments Operation, construction, maintenance District (assessed on property tax bills). and repair of street lighting and landscaping.

2410 Link Handipark Surcharge on handicap parking Programs for the aged. offenses.

2412 Alameda County Emer. Disp. Serv. Alameda County. Emergency-related programs. Supplement. A

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.

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.

2990 Public Works Grants Various State and Federal grants. Public Works projects.

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 2001 Parks & Recreation grants. Track Parks & Recreation grants for 2001 separately from Fund 2992, which tracked prior year grant activities.

FY 2001-03 Adopted Policy Budget D-107 FINANCIAL SUMMARIES Table of Contents

Fund Descriptions (continued)

Fund Number Fund Description Source of Funds Uses of Funds

2999 Miscellaneous Grants Various State and Federal grants not Library operations, including literacy specified to other listed sources. programs.

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 concession City golf course operations, 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.

4500 Central Stores Reimbursements from departments. Supplies, materials and equipment for City operations.

4550 Equipment Parts Stores Reimbursement from equipment Automotive parts for City's fleet rental fund. operations.

5006 GOB Measure K Series C 1996 Proceeds from General Obligation Open space acquisition. bonds authorized by Measure K.

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 1996 Proceeds from lease revenue bonds Construction of City Administration and other funding sources. Building.

5110 Rockridge Library Community Special property tax assessment. Construction of Rockridge Library. Facilities

5500 Municipal Improvement Capital Interest on the sale of City property; Construction, purchase, lease, or funds accrued from insurance from improvements of City capital assets. loss of City Hall West.

D-108 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Fund Descriptions (continued)

Fund Number Fund Description Source of Funds Uses of Funds

5502 CHW Insurance Proceeds Insurance proceeds from the Applied to City Hall restoration. earthquake-damage City Hall West.

5505 Municipal Improvement Capital- Insurance from loss of City Hall West. Personnel general overhead-Public Public Art 1.5% assessment on eligible City's Art purposes. Capital projects.

5999 Miscellaneous Capital Projects Proceeds of General Obligation Open space acquisition and park bonds. facilities construction.

6002 GOB Series 1991A, Measure K Special property tax assessment Debt service on Measure K General authorized by Measure K. Obligation Bonds.

6004 GOB Series 1995B, Measure K Special property tax assessment To pay principal and interest on authorized by Measure K. bonds.

6006 GOB Series 1997C, Measure K Special property tax assessment Bank and bond expenditure for both 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.

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 Bonds Transfer from the General Purpose Bank and bond expenditure for both Fund. principal and interest.

6031 Taxable Pension Obligation Bonds Transfer from the General Purpose Bank and bond expenditure for both 1997 S Fund. principal and interest.

6042 Lakeshore 1 Assessment on homeowners within Pay indebtedness incurred for street districts. light undergrounding.

6048 Lower Hubert Assessment on homeowners within Pay indebtedness incurred for street districts. light undergrounding.

6060 2000 Measure K Series D Special property tax assessment Debt service incurred for acquisition authorized by Measure K. and development of open space, and Oakland Zoo projects.

6062 2000 Measure K Series E Special property tax assessment Refinancing related to Measure K authorized by Measure K. General Obligation Bonds.

6512 CAB 1996 Redemption Assessment on homeowners within Pay indebtedness incurred for street districts. light undergrounding.

FY 2001-03 Adopted Policy Budget D-109 FINANCIAL SUMMARIES Table of Contents

Fund Descriptions (continued)

Fund Number Fund Description Source of Funds Uses of Funds

6520 Rockridge Water Redemption Special benefit assessment on Debt Service on Rockridge Water property owners in water Improvement Bonds. improvement District.

6525 Fire Area/B Special Assessments. Pay for street light undergrounding liability.

6530 Rockridge Special Assessments. Pay for street light undergrounding liability.

6540 Skyline Repayment agreement with Pay for street light undergrounding homeowners. liability.

6550 Proctor Repayment agreement with Pay for street light undergrounding homeowners. liability.

6552 Lakeshore III Repayment agreement with Pay for street light undergrounding homeowners. liability.

6554 LaSalle Repayment agreement with Pay for street light undergrounding homeowners. liability.

6556 Harbor Repayment agreement with Pay for street light undergrounding homeowners. liability.

6558 Grizzly Repayment agreement with Pay for street light undergrounding homeowners. liability.

6999 Miscellaneous Debt Services Revenue from sale of season tickets. Debt service on the Coliseum and renovation Lease Revenue Bonds.

7100 Police and Fire Retirement System City Police and Fire Retirement City administrative costs related to System contributions. the Police and Fire Retirement System.

7120 Oakland Municipal Employees City Municipal Employees Retirement City administrative costs related to Retirement System (OMERS) System contributions. the Oakland Municipal Employees Retirement System.

7200 Health Insurance Premium Trust Transfer of funds from the General City contributions to a retiree health Purpose Fund. insurance trust fund.

7200 HIPT - Unrepresented Retirees Transfer of funds from the General Retiree medical insurance Purpose Fund. reimbursements; max $75/mo.

7260 HIPT - Western Council of Engineers Transfer of funds from the General Retiree medical insurance Purpose Fund. reimbursements; max $75/mo.

7280 Health Insurance Premium Trust - Funded with transfer from General Purpose Retiree medical insurance I.B.E.W. Fund reimbursements; max $75/mo.

D-110 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Fund Descriptions (continued)

Fund Number Fund Description Source of Funds Uses of Funds

7300 Health Insurance Premium Trust - Funded with transfer from General Purpose Retiree medical insurance Units A Fund reimbursements; max $75/mo.

7320 Police & Fire Retire Sys Refinance Funded with transfer from General Purpose Pay obligations. Annuity Fund

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 District.

7420 State Asset Trust Confiscated funds held in the course Dispensed by order of criminal court. of Police activities.

7440 Unclaimed Cash Funds from Police asset forfeitures- Transfer to General Fund after redistributed from State. holding period to fund city services.

7530 Mayor International Committee Gifts to the City. Mayor's Hunger Relief Program. Deposit

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 Museum Trust Donations and proceeds from fund- Museum programs and raising activities. improvements.

7752 Rehabilitation Trust - City Funded Miscellaneous City revenues. Grant funded loans.

7760 Grant Clearing Recoveries of departmental burden Administrative costs in grant-funded charges to other subordinate departments. programs within departments.

7780 Oakland Redevelopment Agency Oakland Redevelopment Agency. City staff and other costs related to Projects (ORA) Oakland Redevelopment Agency projects.

7999 Miscellaneous Trusts Donations and endowments. Miscellaneous programs and services.

FY 2001-03 Adopted Policy Budget D-111 FINANCIAL SUMMARIES Table of Contents

ARTICLE XIIIB APPROPRIATIONS LIMIT Fiscal Year 2001-02

Article XIIB of the California Constitution, created by the passage of Proposition 4 in November 1979, establishes a limit on the amount of tax revenue which can be appropriated by government jurisdictions. Each year, the limit is recalculated by multiplying the previous year’s limit by adjustment factors for population growth and inflation. Proposition 111, passed in June 1990, gave cities the option of using their own growth or the growth of the entire county in which the city is located as the population adjustment factor. The cities were also given the option of using the increase in the California Per Capita Income or the increase in the assessed valuation of non-residential property in the City as the inflation adjustment factor. Each city may decide each year which two factors to use. For FY 2001- 02 Oakland is using the population growth of Alameda County and the increase in the California Per Capita Income. These adjustment factors must be applied to retroactively recalculate the appropriations limit for FY 1987-88 (i.e. the base year) and each year thereafter in order to arrive at the limit for FY 2001-02.

FY 2000-01 Appropriations Limit $300,565,673 FY 2001-02 Adjustment Factors Alameda County Population Change = 1.60% California Per Capita Income Change = 5.80% Combined Change = 1.0160 x 1.0580 = 1.074928 FY 2001-02 Appropriations Limit $323,086,458

Not all City appropriations are subject to the limitation of Article XIIIB. The intent of Proposition 4 was to restrict the appropriation of “proceeds of taxes.” Determining which appropriations are subject to the limit requires classifying the funding source as proceeds of taxes or non-proceeds of taxes. Property tax and local taxes are subject to limitation. State taxes that are subvented to the City count against the City’s limit if their use is unrestricted, as in the case of sales tax and motor vehicle in lieu. State subventions that are restricted in use are applied against the State’s limit rather than the City’s so they are considered non-proceeds of taxes for the City’s calculation. This includes Measure B sales tax, gas tax, and state grants and state-mandated cost subventions included in the Grants and Subsidies category. Interest income is prorated so that the interest earned on tax revenue is included as proceeds of taxes.

Most of the City’s other revenue sources are classified as non-proceeds of taxes: franchise fees, Landscape and Lighting Assessments (special benefit assessment districts are excluded from the limitation), fines and penalties, license and permit fees, service charges, rentals and concessions, federal grants, Oakland Redevelopment Agency reimbursements (redevelopment agencies are exempt from Article XIIIB), internal service revenues, and other miscellaneous revenues. Enterprise funds – sewer service charges and golf course revenues – are also exempt from the limitation. Fund transfers are re-appropriations of revenue received in previous years; these funds were included in the calculation of appropriations subject to limitation in the year they were received and are not counted twice.

The following table estimates the City’s appropriations subject to limitation.

D-112 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Article XIIIB Appropriations Subject to Limitation (Millions of Dollars)

Proceeds of Non Proceeds Revenue Total Taxes of Taxes

PROPERTY TAX $107.71 $107.71

STATE TAX Sales Tax 48.14 41.98 6.16 Motor Vehicle in Lieu 6.81 6.81 Gas Tax 7.31 7.31 Subtotal, State Taxes $62.26 $48.79 $13.47

LOCAL TAXES Business License Tax 40.82 40.82 Utility Consumption Tax 46.64 46.64 Real Estate Transfer Tax 30.00 30.00 Transient Occupancy Tax 12.57 12.57 Parking Tax 6.19 6.19 Special Taxes 6.80 6.80 Subtotal, Local Taxes $143.01 $143.02

LANDSCAPE & LIGHTING ASSESSMENT 17.33 17.33

OTHER LOCAL FEES 33.48 33.48

SERVICE CHARGES 100.41 100.41

GRANTS & SUBSIDIES 75.10 75.10

MISCELLANEOUS 111.65 16.21 95.44

FUND TRANSFERS 158.22 157.31

SUBTOTAL REVENUES $809.17 $315.73 $492.54

INTEREST (Prorated) 5.02 3.80 1.22

TOTAL REVENUE $814.19 $319.53 $493.76

EXEMPTIONS* ($46.54)

APPROPRIATIONS SUBJECT TO LIMITATION $273.29

APPROPRIATIONS LIMIT $323.09

OVER/(UNDER) LIMIT ($49.80)

FY 2001-03 Adopted Policy Budget D-113 FINANCIAL SUMMARIES Table of Contents

Notes

D-114 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Organization Summary

FY 2001-03 Adopted Policy Budget E-1 ORGANIZATION SUMMARY Table of Contents

Electorate

City Attorney City Council Mayor City Auditor

City Manager

Assistant City Manager

City Clerk

Department of Crafts & Cultural Arts

Office of Personnel

Office of Information Technology

P olice Services Financial Services Agency Agency

Fire Services Life Enrichment Agency Agency

P ublic W orks Community & Economic Agency Development Agency

E-2 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Full-Time Equivalents

Two Year Budget

FY 1998-99 FY 1999-00 FY 2000-01 FY 2001-02 FY 2002-03 General Government Authorized Authorized Authorized Authorized Authorized

Mayor (1) Administration 11.50 12.50 12.50 12.50 12.50 Subtotal 11.50 12.50 12.50 12.50 12.50

Council ^ Administration 2.50 4.50 4.50 4.50 4.50 District One 2.50 2.50 2.50 2.50 2.50 District Two 2.50 2.50 2.50 2.50 2.50 District Three 2.50 2.50 2.50 2.50 2.50 District Four 2.50 2.50 2.50 2.50 2.50 District Five 2.50 2.50 2.50 2.50 2.50 District Six 2.50 2.50 2.50 2.50 2.50 District Seven 2.50 2.50 2.50 2.50 2.50 Council-At-Large 3.00 3.00 3.00 3.00 3.00 Subtotal 23.00 25.00 25.00 25.00 25.00

City Manager Administration 18.00 18.00 19.00 16.50 17.50 Citizens Police Review Board 6.00 7.00 7.00 10.00 10.00 ADA Programs 4.00 1.00 2.00 2.00 2.00 Oaklanders Assistance Center 2.00 0.00 0.00 0.00 0.00 Intergovernmental Affairs 3.00 3.00 4.00 4.00 4.00 Contract Compliance & Employment 15.00 15.00 19.00 19.00 19.00 Public Ethics Commission (2) 0.00 2.00 2.00 2.00 2.00 Budget Office 0.00 18.00 18.00 17.00 17.00 Office of Communication & Mass Media (3) 0.00 0.00 10.81 18.81 18.81 Equal Employment Opportunity (4) 0.00 0.00 0.00 6.00 6.00 Risk Management (5) 0.00 0.00 0.00 5.00 5.00 Subtotal 48.00 64.00 81.81 100.31 101.31

Department of Craft and Cultural Arts 0.00 23.27 23.27 12.80 12.80

Personnel Resource Management Administration and Operations 18.32 18.32 18.32 16.25 16.25 Employment and Classification 18.00 21.00 21.00 20.50 20.50 Employee Relations Equal Opportunity (4) 3.75 6.75 6.75 4.00 4.00 Human Resource Development 3.50 3.50 3.50 5.00 5.00 Benefits / Risk & Retirement (5) 13.00 15.00 15.00 9.00 9.00 Subtotal 56.57 64.57 64.57 54.75 54.75

(1) Totals do not include elected officials. (2) Public Ethics Commission was created in FY 1997-98 with 2 FTE. These positions were reflected in the City Clerk's authorized staffing for FY 1997-98 and FY 1998-99. The Public Ethics Commission was transferred to the City Manager's Office effective FY 1999-00. (3) The data for OCMM for FY 2000-01 only represents KTOP. Effective 2001, OCMM has three new sections, KTOP, Web Development, and Film. KTOP was transferred from City Clerk in FY 2000-01. (4) Equal Employment Opportunity moved from the Office of Personnel to the Office of the City Manager in FY 2001-02. (5) The Office of Risk Management moved from the Office of Personnel to the City Manager's Office in FY 2001-02.

FY 2001-03 Adopted Policy Budget E-3 ORGANIZATION SUMMARY Table of Contents

Full-Time Equivalents

Two Year Budget

FY 1998-99 FY 1999-00 FY 2000-01 FY 2001-02 FY 2002-03 General Government Authorized Authorized Authorized Authorized Authorized

Office of Information Technology Administration Services 0.00 0.00 0.00 15.00 15.00 Customer Services 0.00 0.00 0.00 36.00 36.00 Strategic Operations 0.00 0.00 0.00 32.00 36.00 Administrative Services 2.00 5.00 9.00 0.00 0.00 Strategic Planning/ Project Management 3.00 0.00 0.00 0.00 0.00 Application and Production Support 32.00 29.00 27.00 0.00 0.00 Telecommunications & Network Services 31.50 20.50 22.00 0.00 0.00 Internetworking 1.00 17.00 17.00 0.00 0.00 Project Management 0.00 5.00 4.00 0.00 0.00 Subtotal 69.50 76.50 79.00 83.00 87.00

City Attorney Administration & Legal Support Services 20.00 30.00 31.34 36.34 48.00 Litigation 15.00 15.00 15.00 15.00 15.00 Advisory 20.85 20.85 21.19 27.84 28.00 Subtotal 55.85 65.85 67.53 79.18 91.00

City Auditor 10.00 12.00 12.00 12.00 12.00

City Clerk 23.81 23.81 13.00 13.00 13.00

General Government Total 298.23 367.50 378.68 392.54 409.36

Financial Services Agency

Administration 3.00 4.00 4.00 4.00 4.00 Accounting 25.00 38.00 38.00 50.00 49.00 Purchasing 15.00 0.00 0.00 0.00 0.00 Revenue 46.00 51.00 51.00 55.00 55.00 Treasury Operations 11.00 12.00 12.00 12.00 12.00 Budget Office (1) 17.00 0.00 0.00 0.00 0.00 Parking Operations 28.00 61.00 61.00 69.00 69.00

Financial Services Agency Total 145.00 166.00 166.00 190.00 189.00

Police Services Agency

Office of the Chief of Police 17.00 18.00 17.00 21.00 21.00 Investigations 178.00 194.00 194.13 184.13 185.13 Services 285.50 320.50 328.50 330.50 337.50 Field Operations 648.18 687.95 701.56 749.06 749.56

Police Services Agency Total 1,128.68 1,220.45 1241.19 1284.69 1293.19

(1) Budget Office transferred to the City Manager's Office in FY 1999-00.

E-4 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Full-Time Equivalents

Two Year Budget

FY 1998-99 FY 1999-00 FY 2000-01 FY 2001-02 FY 2002-03 Fire Services Agency Authorized Authorized Authorized Authorized Authorized

Office of the Fire Chief 2.00 3.00 4.00 3.50 3.50 Support Services 28.00 27.00 48.50 55.50 55.50 Fire Prevention 16.00 16.00 0.00 0.00 0.00 Operations 479.00 480.00 434.00 434.00 450.00 Management Services 9.00 9.00 8.00 9.00 9.00 Education and Testing 7.00 7.00 0.00 0.00 0.00 Emergency Services 12.50 15.50 14.00 14.00 14.00 Emergency Medical Services 0.00 0.00 3.00 3.00 3.00

Fire Services Agency Total 553.50 557.50 558.50 566.00 582.00

Life Enrichment Agency

Agency Administration 3.99 6.00 6.00 4.00 4.00

Office of Recreation and Parks Administration 55.89 39.41 40.50 43.37 43.37 Cultural Arts 40.32 0.00 0.00 0.00 0.00 Area 1 149.93 112.71 113.30 133.22 134.47 Area 2 164.94 84.32 109.37 113.54 113.54 Area 3 0.00 106.40 108.34 121.80 121.80 Subtotal 370.76 342.84 371.51 411.93 413.18

Library Services Administration 24.30 18.43 16.24 20.31 20.90 Main Library Services 99.52 99.36 99.36 103.61 107.21 Branch Services 100.57 100.88 100.88 118.83 124.45 African American Museum & Library 4.48 4.48 4.48 10.73 11.73 Subtotal 228.87 223.15 220.96 253.48 264.29

Museum Services Administration 3.34 3.34 3.34 3.41 3.41 Museum Services, Security & Operations 22.74 21.40 21.40 25.40 25.40 Curatorial Services 19.50 18.63 18.63 19.10 19.10 Education 6.22 4.47 4.47 5.50 5.50 Development 2.00 2.00 2.00 1.00 1.00 Alice Arts Center 0.00 0.00 0.00 5.55 5.55 Henry J. Kaiser Convention Center 0.00 16.80 16.80 18.30 18.30 Subtotal 53.80 66.64 66.64 78.26 78.26

FY 2001-03 Adopted Policy Budget E-5 ORGANIZATION SUMMARY Table of Contents

Full-Time Equivalents

Two Year Budget

FY 1998-99 FY 1999-00 FY 2000-01 FY 2001-02 FY 2002-03 Life Enrichment Agency Authorized Authorized Authorized Authorized Authorized

Aging, Health & Human Services Administration 12.50 23.00 18.50 14.64 14.64 Long-term Care 26.40 27.43 27.43 27.66 27.66 Community Support 97.09 102.07 102.07 104.55 105.55 Children, Youth & Family Division 114.86 128.37 128.37 144.81 144.81 Subtotal 250.85 280.87 276.37 291.66 292.66

Life Enrichment Agency Total 908.27 919.50 941.48 1039.33 1052.39

Public Works Agency

Agency Administration 26.00 35.00 35.00 40.00 40.00 Design & Construction Services 135.00 131.00 123.50 128.00 128.00 Support Services 175.93 209.18 212.18 211.50 211.50 Maintenance Services 316.75 282.00 283.00 311.50 313.00

Public Works Agency Total 653.68 657.18 653.68 691.00 692.50

Community & Economic Development Agency

Office of the Executive Director 0.00 27.00 28.00 27.50 29.00 Planning & Zoning 24.93 39.50 43.80 49.30 51.80 Building Services 114.10 126.00 128.00 142.50 155.00 Economic Development 0.00 39.00 41.00 47.65 47.10 Redevelopment 0.00 41.75 49.19 51.00 51.00 Housing & Community Development 0.00 59.65 59.65 74.00 72.50 Agency Admininstration/Operations 49.50 0.00 0.00 0.00 0.00 One-Stop Capital Shop 7.00 0.00 0.00 0.00 0.00 Municipal Lending Services 29.00 0.00 0.00 0.00 0.00 Projects 53.34 0.00 0.00 0.00 0.00 Programs 28.66 0.00 0.00 0.00 0.00

Community & Economic Dev. Agency Total 306.53 332.90 349.64 391.95 406.40

City Total ** 3,993.89 4,221.03 4,289.17 4,555.51 4,624.84

** The City Total FTE count does not include the Mayor and eight Councilmembers.

E-6 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Personnel Costs Across All Funds per Capita*

CEDA General Government Financial Services $73/9% $83/10% $29/3% Public Works $114/13%

Police Services $283/32% Life Enrichment $118/14%

Fire Services $160/19%

* FY 2001-02 Data

Number of FTE Employees per 10,000 Population*

CEDA General Government Financial Services 9.7 9.7 4.6 Public Works 16.7 Police Services 31.1

Life Enrichment Fire Services 25.2 13.9

* FY 2001-03 Data, Average of 2 Years

FY 2001-03 Adopted Policy Budget E-7 ORGANIZATION SUMMARY Table of Contents

Change in City of Oakland Workforce FTE

5000

4000

3000

2000

1000

0 Authorized Authorized Authorized Authorized Authorized

1998-99 1999-00 2000-01 2001-02 2002-03

Sworn Police Sworn Fire Citywide FTE Total

Number of Sworn & Total Workforce per 10,000 Population

150

120

90

60 Employees per 10,000 Population 30

0 Authorized Authorized Authorized Authorized Authorized

1998-99 1999-00 2000-01 2001-02 2002-03

Sworn Police Sworn Fire Citywide FTE Total

E-8 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

General Government

Elected Officials Appointed Officials

Mayor City Manager City Council City Clerk City Attorney City Auditor

City Manager’s Office

Office of Personnel Office of Information Technology Department of Craft & Cultural Arts

FY 2001-03 Adopted Policy Budget F-1 GENERAL GOVERNMENT Table of Contents

Notes

F-2 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

General Government

Electorate

City Attorney City Council Mayor City Auditor

City Manager

Assistant City Manager City Clerk

Department of Craft & Office of Information Cultural Arts Technology

Office of Personnel

FY 2001-03 Adopted Policy Budget F-3 GENERAL GOVERNMENT Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 General Fund Actual Actual Actual Adopted Adopted

Mayor $998,787 $1,081,605 $1,154,062 $1,121,082 $1,121,082 City Council 2,243,112 2,734,702 2,167,250 2,399,919 2,399,919 City Manager 3,446,521 3,786,042 4,920,329 6,769,037 7,108,780 Office of Personnel 3,705,311 4,179,567 4,656,568 3,201,184 3,203,365 Office of Information Technology 7,387,721 6,728,801 6,356,695 7,834,942 8,193,973 Department Craft & Cultural Arts 0 1,385,814 2,280,875 1,389,937 1,409,689 City Attorney 4,261,279 6,650,119 6,673,988 5,949,057 6,415,695 City Auditor 959,038 1,011,204 1,042,877 1,029,471 1,030,125 City Clerk 1,374,357 1,550,896 1,928,438 1,566,589 1,518,389

Total $24,376,126 $29,108,750 $31,181,082 $31,261,218 $32,401,017

All Funds

Mayor $1,267,603 $1,252,288 $1,291,923 $1,263,500 $1,263,500 City Council 2,970,438 3,251,749 2,680,691 3,140,109 3,140,109 City Manager 4,625,737 5,656,166 7,888,824 11,077,125 10,797,862 Office of Personnel 5,541,419 10,766,146 9,844,404 4,173,546 4,175,727 Office of Information Technology 11,976,137 8,986,870 8,837,748 9,923,224 10,282,255 Department Craft & Cultural Arts 0 1,668,577 2,786,644 1,686,387 1,706,139 City Attorney 6,060,335 8,459,802 8,656,672 8,870,391 9,337,029 City Auditor 998,329 1,084,606 1,043,502 1,078,695 1,079,349 City Clerk 2,196,886 2,268,547 2,220,178 1,613,521 1,565,321

Total $35,636,884 $43,394,751 $45,250,586 $42,826,498 $43,347,291

Expenditures by Character

Personnel Services $28,468,309 $30,053,992 $34,775,271 $33,493,294 $34,949,413 Operations & Maintenance 7,038,750 13,349,204 10,473,133 9,333,204 8,397,878 Capital Outlay 129,825 (8,446) 2,182 0 0

Total $35,636,884 $43,394,751 $45,250,586 $42,826,498 $43,347,291

F-4 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted 1010 General Purpose $24,376,126 $29,108,750 $31,181,082 $31,261,218 $32,401,017 1100 Self Insurance Liability (40) 320,643 1,311 0 0 1150 Worker's Compensation 935,503 890,945 1,066,829 983,896 983,896 1400General Payroll Revolving Fund 09,345000 1550 OPRCA Recreation Center Operating Funds 0 168,673 (508) 0 0 1700 Mandatory Refuse Collection 25,796 0 0 25,920 25,920 1710 Recycling Program 0 163 0 0 0 1720 Comprehensive Clean Up 69,934 67,900 66,501 74,538 74,538 1730 Henry J. Kaiser Convention Center 0 34,203 (46,445) 0 0 1750 Multi Purpose Reserve 70,321 101,559 29,272 106,819 106,819 1760 Telecommunications Reserve 929,998 824,495 923,096 734,398 734,398 1770Telecommunications Land Use 07,771000 1790 Contract Administration Fee 1,246,769 1,274,162 1,545,309 1,192,900 1,192,900 1820 OPRCA Self Sustaining Revolving Fund 0 (24,786) 218,460 0 0 1900 Treasurers Fund Oakland 0 0 0 4,788 4,788 2101 National Archives & Records Administration 0 190 0 0 0 2106 Department of Defense 62,061 87,611 92,867 0 0 2108 Department of Housing & Urban Development 0 49,043 185,277 329,579 329,579 2112 Department of Justice 11,588 242,293 196,799 179,564 179,564 2114 Department of Labor 0 1,926 22 20,000 20,000 2116 Department of Transportation 0 0 (2,411) 0 0 2118 National Foundation of the Arts & Humanities 0 12,182 995 0 0 2124 Federal Emergency Management Agency 0 0 390 0 0 2140 California Department of Transportation 2,5470000 2159 State of California Other 145,546 29,036 2,855 0 0 2192 Oakland Base Reuse Authority (OBRA) 0 0 0 304,710 304,710 2230 State Gas Tax 0 0 938 0 0 2240 Measure O Fund 0 2,358 (835) 0 0 2310 Lighting and Landscape Assessment District 108,319 110,478 135,846 188,551 188,551 2320Fire Suppression Assessment District1300000 2826 Mortgage Revenue 0 37,232000 2992 Parks and Recreation Grant 0 0 3,255 0 0 2995Police Grants 01,054000 2999 Miscellaneous Grants 27,106 55,938 33,060 1,089,541 470,535 3100 Sewer Service Fund 76,965 68,834 73,197 75,977 75,977 4100 Equipment 0 0 310 0 0 4200 Radio Rental 2,779,361 0 922,328 766,034 766,034 4300 Reproduction 1,112,983 1,289,609 1,463,057 1,133,967 1,133,967 4400 City Facilities 136 0000 4500 Central Stores 0 0 352 0 0 5004 GOB Series 1995B, Measure K 33,547 0 8,341 0 0 5006 GOB Series 1996 Measure K 13,455 26,780 43,506 13,410 13,410 5008 GOB Series 1992 Emergency Response 88,851 13,027 47,623 0 0 5012JPFA Admin Building Series 1996146,2240000 5500 Municipal Capital Improvement (18,265) 679,691 40,925 483,766 483,766 5502 CHW Insurance Proceeds 13,7630000 5505 Municipal Capital Improvement - Public Arts 0 74,236 258,380 296,450 296,450 5550 Municipal Improvements Revenue Bonds 0 1,000000 5999 Miscellaneous CAP Project 490,898 246,042 103,712 0 0 7100 Police and Fire Retirement System 609,691 4,362,022 2,991,773 515,577 515,577 7120 Oakland Municipal Employees 159,102 1,546,609 1,397,179 309,605 309,605 7400 Security Deposits-California Waste Solutions 0 1,953000 7530 Mayor's International Committee 124,278 36,238 3,220 2,876 2,876 7540 Oakland Public Library Trust 0 469 0 0 0 7760 Grant Clearing 2,727 0 0 199,102 199,102 7780 Oakland Redevelopment Agency 1,990,315 1,635,077 2,262,505 2,533,312 2,533,312 7999Miscellaneous Trust 1,1490000 8999 General Fixed Assets Group 0 0 213 0 0 Total Budget $35,636,884 $43,394,751 $45,250,586 $42,826,498 $43,347,291

Authorized FTE 307.23 374.50 386.68 401.54 418.36

FY 2001-03 Adopted Policy Budget F-5 GENERAL GOVERNMENT Table of Contents

Funding by Source FY 2001-03 Adopted Policy Budget $86,219,541

Oakland Redevelopment Agency 6% Contract Administration Fee 0% Reproduction 3% Worker's Compensation 2% Miscellaneous Grants 2% Radio Rental 2% General Purpose Fund Telecommunications Reserve 73% 4% Police and Fire Retirement System 1% Other 6%

F-6 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized Staff Positions Mayor 11.50 12.50 12.50 12.50 12.50 City Council 23.00 25.00 25.00 25.00 25.00 City Manager 48.00 64.00 80.81 100.31 101.31 Information Technology 69.50 76.50 79.00 83.00 87.00 Personnel*** 43.57 49.57 49.57 54.75 54.75 Risk & Retirement* 13.00 15.00 15.00 0.00 0.00 Dept. of Craft & Cultural Arts 0.00 23.27 23.27 12.80 12.80 City Attorney 55.85 65.85 67.53 79.18 91.00 City Auditor 10.00 10.00 12.00 12.00 12.00 City Clerk** 23.81 23.81 13.00 13.00 13.00

Total Staff 298.23 365.50 377.68 392.54 409.36

Elected Officials Council Members 8.00 8.00 8.00 8.00 8.00 Mayor 1.00 1.00 1.00 1.00 1.00

Total Positions 307.23 374.50 386.68 401.54 418.36

* Risk Management was transferred from the Office of Personnel to the City Manager's Office in FY 2001-02. ** KTOP staff transferred from City Clerk to City Manager's Office in FY 2000-01. *** The Office of Equal Employment Opportunity transferred from the Office of Personnel to the City Manager's Office in FY 2001-02.

General Government – Staffing History Department Total FTEs FTEs 100 450 95 90 400 85 80 350 75 70 65 300 60 55 250 50 45 200 40 35 150 30 25 100 20 15 10 50 5 0 0 Authorized Authorized Authorized Authorized Authorized

1998-99 1999-00 2000-01 2001-02 2002-03

Mayor City Council City Manager** Information Technology Personnel Risk & Retirement* City Attorney City Auditor City Clerk** Craft & Cultural Arts Total FTEs

FY 2001-03 Adopted Policy Budget F-7 GENERAL GOVERNMENT Table of Contents

Notes

F-8 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Mayor

FY 2001-03 Adopted Policy Budget F-9 MAYOR Table of Contents

Notes

F-10 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Mayor (13.50 FTE)

Electorate

Mayor (13.50 FTE)

City Manager

FY 2001-03 Goals:

1. Public Safety: To implement a crime reduction strategy based on geographic accountability and numerical goals; to increase number of Oaklanders serving as police officers; and to continue forging close ties between police officers and the people of Oakland.

2. Education: To create a sound working relationship between City government and Oakland’s schools; support the establishment of Charter Schools as options for all students; and expand choice and foster healthy competition.

3. 10K: To attract 10,000 people to live in downtown Oakland to support retail businesses and restaurants.

4. Arts: To encourage artistic expression and craft through public grants and civic festivals and establish a school for the performing arts.

Charter Responsibilities:

The Mayor is Oakland’s chief elected officer. The Mayor must create an agenda that reflects the needs and aspirations of the people of Oakland. In providing leadership, the Mayor acts both as a catalyst for change and a custodian of tradition. The Mayor is specifically responsible for presenting a balanced budget to the City Council.

Plans for FY 2001-03:

The Mayor’s plans for FY 2001-03 continue to include initiatives that reduce crime, attract thousands of residents to live downtown, improve educational opportunity and foster artistic expression.

FY 2001-03 Adopted Policy Budget F-11 MAYOR Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 General Fund Actual Actual Actual Adopted Adopted

Administration $998,787 $1,081,605 $1,154,062 $1,121,082 $1,121,082

Total $998,787 $1,081,605 $1,154,062 $1,121,082 $1,121,082

All Funds

Administration $1,267,603 $1,252,288 $1,291,923 $1,263,500 $1,263,500

Total $1,267,603 $1,252,288 $1,291,923 $1,263,500 $1,263,500

Expenditures by Character

Personnel Services $963,000 $797,409 $1,010,201 $820,778 $820,778 Operations & Maintenance 304,603 454,879 281,722 442,722 442,722

Total $1,267,603 $1,252,288 $1,291,923 $1,263,500 $1,263,500

F-12 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted

1010 General Purpose $998,787 $1,081,605 $1,154,062 $1,121,082 $1,121,082 1720 Comprehensive Clean Up 39,731 37,065 33,651 40,275 40,275 5500 Municipal Capital Improvement 16,372 15,144 15,912 16,404 16,404 7530 Mayor's International Committee 124,278 36,238 3,220 0 0 7780 Oakland Redevelopment Agency 88,435 82,236 85,078 85,739 85,739

Total Budget $1,267,603 $1,252,288 $1,291,923 $1,263,500 $1,263,500

Authorized FTE 12.50 13.50 13.50 13.50 13.50

FY 2001-03 Adopted Policy Budget F-13 MAYOR Table of Contents

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Staff Positions Administrative Assistant to the Mayor 2.00 2.00 2.00 2.00 2.00 Mayor's Public Service Employee 51 4.00 4.00 4.00 4.00 4.00 Mayor's Public Service Employee 14 5.00 5.00 5.00 5.00 5.00 Public Service Employee 14, PT 0.50 0.50 0.50 0.50 0.50 Mayor's Public Svs Employee 14, PPT 0.00 1.00 1.00 1.00 1.00

Total Staff 11.50 12.50 12.50 12.50 12.50

Elected Official Mayor 1.00 1.00 1.00 1.00 1.00

Total Positions 12.50 13.50 13.50 13.50 13.50

F-14 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation vs FTE

Appropriation ($ M) FTE

$2.0 15.00

14.50

$1.5 14.00

13.50

$1.0 13.00

12.50

$0.5 12.00

11.50

$0.0 11.00 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

General Fund All Funds FTE

FY 2001-03 Adopted Policy Budget F-15 MAYOR Table of Contents

Notes

F-16 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

City Council

FY 2001-03 Adopted Policy Budget F-17 CITY COUNCIL Table of Contents

Council District Map

(District 1) Jane Brunner (District 2) Danny Wan

(District 3) Nancy Nadel (District 4) Dick Spees

(District 5) Ignacio De La Fuente (District 6) Moses L. Mayne, Jr.

(District 7) Larry Reid (At Large) Henry Chang, Jr.

F-18 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

City Council (33.00 FTE)

Electorate

Council

Administration (4.50 FTE)

District 1 District 2 District 3 District 4 (3.50 FTE) (3.50 FTE) (3.50 FTE) (3.50 FTE)

District 5 District 6 District 7 At Large District (3.50 FTE) (3.50 FTE) (3.50 FTE) (4.0 FTE)

FY 2001-03 Priority Objectives:

Safe Neighborhoods: Achieve crime reduction through community policing and other strategies that emphasize prevention.

Clean and Livable Communities: Create clean and livable neighborhoods by combating blight, litter and illegal dumping through strategies that build pride in our city. Support the development of open space and a pedestrian-friendly city.

Renewed Infrastructure: Repair and maintain the City’s infrastructure, including streets, sidewalks, sewers and storm drains, buildings and vegetation management.

Support for Youth: Provide quality recreational and after-school programs for children and youth at schools and recreation centers.

Affordable Housing: Support the development of affordable housing opportunities in all areas of the City. Projects and programs should emphasize the importance of diversity of incomes in housing development.

Vital Neighborhood Commerce: Facilitate and coordinate City services in order to attract and support businesses emphasizing sustainability in neighborhood commercial areas and downtown.

FY 2001-03 Adopted Policy Budget F-19 CITY COUNCIL Table of Contents

Council District 1 – Councilmember Jane Brunner

Major Accomplishments:

District One’s major accomplishments for 1999-2001 include:

• With the help of hundreds of volunteers, the first phase of the Rockridge-Temescal Greenbelt park project was completed. In response to community concerns, I pushed to change the zoning regulations for auto-related businesses in the San Pablo Avenue corridor. Now it is far easier to enforce our blight ordinance along San Pablo and to ensure that future businesses operate with the community in mind.

• I fought to ensure that Temescal and all of North Oakland receive the greatest feasible fire protection coverage during the rebuilding of Fire Station 8. We don’t need to depend on other cities to give Oaklanders the quality of service they have learned to expect.

• I have worked hard to make sure that the City places a high priority on vegetation management, especially in our hills communities. The recent commemoration of the 10th Anniversary of the Fire Storm reminds us how important it is to keep alert and stay safe.

• I pushed the City Council for a $2.6 million increase in the City’s commitment to the development of affordable housing. Oakland needs to remain a city for all people.

• I have made sure that the City prioritize the Estuary and shoreline access in their search for open space dollars from the state and federal governments. Oakland is a waterfront city and our estuary is an important asset.

I continue to hold monthly community advisory meetings that focus on issues important to North Oaklanders. My office receives more than 3,000 calls per year from residents and we pride ourselves on our responsiveness.

Plans for FY 2001-03:

In the coming two years, I will make sure that my constituents receive reliable high quality city services.

I will continue to search for new sources of funding for affordable housing. I am looking forward to working with the business community to explore creative solutions to our housing crisis. I plan to continue to work closely with community residents on the development of an innovative mixed-use Transit Village development at the MacArthur BART Station.

I want to collaborate in the organization of a Sustainable Business Association for Oakland, to see how the City can learn from these cutting-edge businesses. Job training will remain a priority for my City Council office. The City must systematically examine the performance of job training organizations to find out what is succeeding and to determine how to support success.

I am committed to working with community members to explore funding opportunities to rehabilitate Studio One and to preserve this unique creative asset for all Oaklanders.

I will continue to work with my colleagues on the City Council to acquire more parks and open space and to improve maintenance of all of our parklands.

F-20 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Council District 2 – Councilmember Danny Wan

Major Accomplishments:

As Chair of the Council’s Finance and Management Committee, I am proud to have focused the Council’s budget policy direction by reducing the number of stated budget priorities to six concise objectives. Our adopted budget focuses our tax dollars on delivering efficient services in the basic functions of City government, including more community police officers who respond quickly, trash clean up in our neighborhoods, regular street paving, and more recreation programs for our children.

Legislatively, I sponsored two Ordinances that were adopted by the City Council. The Equal Access Ordinance will make it easier for non-English speaking residents to access basic City services such as police, fire, and street repair. The Ordinance requires that the City translate brochures advertising basic services into Spanish and Chinese, and also that the City assign more bilingual employees to public contact positions. The second Ordinance, entitled Equal Benefits, requires any business contracting with the City to offer the same benefits to registered domestic partners of their employees as they already offer to spouses of their employees.

In my District, I secured funds for a number of neighborhood improvements. Working with organized residents and our state representatives Chan and Perata, I obtained $270,000 in City funding, as well as over $1 million in State funds, to rehabilitate Bella Vista Park. The Grand Avenue commercial area will soon be more pedestrian-friendly due to construction of crosswalk bulb-outs, funded by $300,000 in capital improvement funds. In the Eastlake, the Public Works Department has committed to install an emergency storm drain to prevent chronic flooding. Working with residents concerned about pedestrian safety in Chinatown, I obtained approval for new pedestrian signals at several critical intersections. In the Grand-Lake area, after 3 years of debate about the future of Splashpad park, a plan to improve open space and improve pedestrian access and safety has been completed. The plan is the result of a successful community planning process and professional design work, which I initiated.

Plans for FY 2001-03:

I will work with the City Manager’s office and the Citizen’s Budget Committee to improve the next budget process. I will continue to advocate for a focused budget that emphasizes the delivery of core City services with excellent and efficiency. This means allocating sufficient resources to upgrade and maintain infrastructure and fund basic City services before branching away from those issues that immediately and most directly impact residents. For example, a responsible budget must dedicate sufficient resources to properly maintain our parks, streets and storm drains. I will also continue to advocate for more school-linked recreation programs so that after-school programs are more universally accessible for children throughout the City.

FY 2001-03 Adopted Policy Budget F-21 CITY COUNCIL Table of Contents

Council District 3 – Councilmember Nancy J. Nadel

Major Accomplishments:

During the last two years of my first term in office, we made progress in the following areas:

Economic Development: Due to national economic health, Oakland was able to attract more businesses and therefore more jobs. Unfortunately, there is still a disconnect between job information and the unemployed. Our office was instrumental in getting the Port to open a Job Resource and Referral office in West Oakland. The Army base was formally established as a Redevelopment area and we began the work to make all of West Oakland a Redevelopment Area. The new IKEA store at the Emeryville/Oakland border greatly enhanced sales tax income for Oakland as well as provided new retail. Auto sales on Auto Row enhanced by city-funded improvements to Broadway, also increased city revenues. We provided support to open a credit union in West Oakland, a community abandoned by traditional financial institutions.

Environment: I influenced the Port to contract for a Truck Study to better plan for locating truck and ancillary businesses away from residences. At my urging, the city began the Lake Merritt Master Plan. We installed a new Class I bike lane from Market and West Grand to Lake Merritt. I advocated for approval of a reconfiguration of the Army Base for the Port to increase cargo throughput without having to fill the Bay. I continue to lobby the US EPA to put the DC Metals site on the Superfund list for vinyl chloride removal. We found enough code violations to close a polluting plating company in West Oakland that was surrounded by residential property and a childcare center. We continued planning for transit villages at West MacArthur and West Oakland. We created a buffer zone between business and residents in West Oakland.

Housing: We increased funding for affordable housing by bonding tax increment dollars. We supported innovative new programs like the “Lease-to-own” program. We began a task force that I chair on Homelessness and Housing for Very Low Income People. We funded an innovative new affordable live-work project that is under construction in West Oakland. First time homebuyer homes opened at Acorn and enabled us to attract a grocery store to the nearby shopping center. I continue to advocate for mixed income developments. We found a developer for the Cox Cadillac site who will restore the building for retail and construct 170 new market rate housing units.

Education: We focused our Service Delivery System Team efforts on addressing blight around McClymonds High School. We finished the pool at McClymonds with city funding. We found a new location for the Second Start Adult Literacy Program downtown. We opened a new Head Start center at the Army Base. We encouraged the School District to begin an emergency high school reading program for students far behind in their reading ability.

Public Safety/Quality of Life Improvements: We funded curbs and sidewalks in the few remaining neighborhoods in West Oakland where they were needed. We began an assessment of what is needed to address the recidivism of parolees. Funds set aside for street outreach to parolees were pooled with other funds to contract in the next budget cycle for increased coaching and services for parolees to prevent their return to crime. We’ve increased lighting in West Oakland and Adams Point. We funded pedestrian improvements in the lake area and Broadway Auto Row.

Plans for FY 2001-03:

We will be assisting the community in creating a West Oakland Redevelopment Plan. We will be implementing the recommendations from our Homeless and Very Low Income Housing Task Force. We have already increased the amount of redevelopment money spent on affordable housing. We are working with BART to consider a new BART platform in the Jack London Area. My office is taking the lead in developing a retail strategy for downtown. We are lobbying for funding for Lake Merritt and the African American Museum and Library of Oakland. We have begun to implement the Project Choice Program to address parolee recidivism. We are studying the infrastructure needs for a comprehensive substance abuse treatment on demand program in Oakland. We are examining options for address the Public Works backlogs in street repair, sewer and storm drain repair as well as Parks and Recreation backlog in tree trimming and park maintenance. We will assess community needs for a comprehensive afterschool activity program citywide to consider for funding in 2003. We are contributing to the building of a greenhouse at Ralph Bunche School for an educational gardening and food production curriculum.

F-22 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Council District 4 – Councilmember Dick Spees

Major Accomplishments:

In 1999-2001, we celebrated the opening of Chabot Space & Science Center, culminating a 14-year effort. The Science Center served 46,000 school children and 3000 teachers in its first year of operation. We proceeded with undergrounding utilities for 350 homeowners in the LaSalle-Liggett-Pershing and Harbord-Estates neighborhoods, and organized cities statewide to petition the California Public Utilities Commission to allow fire safety to become a criteria for future undergrounding projects. We significantly improved the community awareness and beautification of three motels along MacArthur. We secured $ 3 million in regional and local funds for traffic improvements in the Laurel, and made traffic safety improvements on Lincoln Avenue. We won a permanent ban on trucks on I-580. We opened the new children’s room at the Montclair Library, and installed safety crosswalk lights at the Montclair Recreation Center. We completed a new parking lot for the Joaquin Miller Community Center. We restored Nicol Park. We secured over $ 1 million per year additional funds for vegetation management programs for fire safety. We completed the restoration of Sausal Creek in the Glenview area, began studies for additional restoration, and established a native plant nursery in Joaquin Miller Park. We built a community coalition in support of the BART-Oakland Airport Connector. We served on the Regional Airport Planning Committee that updated the Regional Airport System Plan. We negotiated with developers and community to expand the Safeway stores in the Dimond and Montclair, and to build 21 homes at Werner Court. We also negotiated settlements of two complex lawsuits involving billboards and the Citizens Police Review Board. We developed a program to reduce permit fees for residential seismic retrofitting and produced a how-to guide and video to encourage property owners to retrofit. We sponsored and passed ordinances to provide limited public financing for City Council and school board campaigns and to regulate independent expenditures in campaigns. We sponsored a charter amendment to clean up provisions of Measure X (the Strong Mayor Initiative).

Plans for FY 2001-03:

In 2001-03 we will celebrate the completion of the LaSalle-Liggett and Harbord-Estates utility undergrounding project and begin the next project in Piedmont Pines; complete a commercial gateway development on MacArthur and 35th Avenue; implement traffic improvements in the Laurel district; secure voter approval for a $59 million bond for expansion and renovation of the Oakland Museum of California, the Oakland Zoo and Chabot Space & Science Center; restore restrooms at Woodminster Amphitheater; build a tot lot and native plant demonstration garden in Joaquin Miller Park; work to secure funding and consensus for a new baseball stadium for the Oakland A’s; reorganize and reenergize community policing and C.O.R.E. emergency preparedness groups; secure funding and begin construction of the BART-Oakland Airport Connector; pass the lobbyist registration ordinance; negotiate revisions to the Residential Rent Arbitration Ordinance; sponsor a charter amendment to call for special elections to fill vacancies on the City Council and Mayor’s office; lead the City’s advocacy with state and federal governments; continue to work in regional, state and federal partnerships to enhance Oakland’s economic development, education, public safety and infrastructure; and continue to provide timely, effective constituent services.

FY 2001-03 Adopted Policy Budget F-23 CITY COUNCIL Table of Contents

Council District 5 – Councilmember Ignacio De La Fuente

Major Accomplishments:

During the 1999-01 budget cycle, revitalization of the Fruitvale/San Antonio continued at a rapid pace as we made significant progress in these policy and constituent areas:

Economic Development: The Fruitvale’s International Boulevard became the City’s third Business Improvement District or BID – taking advantage of a new program that allows the City to collect an assessment for district-wide services and improvements such as litter vacuuming and increased security. The Fruitvale BART Transit Village secured final funding for its $90 million construction project. I opened a permanent facility to serve Day Laborers on E. 12th Street – the center insures the workers are treated fairly and has negotiated higher average wages than similar centers in neighboring cities.

Decent Housing: I formed the Decent Housing Task Force including tenant advocates, landlords and City staff to address the issue of decent living conditions in low-income housing. Our “Dirty Dozen” campaign forced 71 problem landlords to bring their properties up to legal, habitable standards. We also instituted aggressive rental housing inspections in conjunction with the Fire Department. I fought along side the 45 families living in Oak Park apartments to win their habitability law suit and transform that slum into fully rehabilitated affordable housing.

New Schools: I celebrated the long-awaited demolition of the Montgomery Wards Building and watched construction begin on two new small schools to relieve the unconscionable conditions in overcrowded Fruitvale and San Antonio public schools. We also opened the Ascend School at the Dewey site and continued to explore additional school sites.

New Parks & Open Space: Along with the Unity Council, we completed the Master Plan for a new 9 acre park at Union Point — the first water-front park to serve San Antonio and Fruitvale. We put in grass fields for the children at Manzanita Elementary School and new playground improvements at Foothill Meadows Park, Josie De La Cruz Park (formerly Sanborn Park), Dolores Huerta Charter School and Lazear Elementary School.

Legislation: I am particularly proud to have authored, along with Councilmember Danny Wan, the Equal Access Ordinance, requiring the City to have bilingual employees in key public contact positions. I also sponsored the anti-Predatory Lending Ordinance to prevent Oakland homeowners from falling prey to unfair lending practices. I also created an ordinance allowing the City to remove problem public pay phones and a pilot program that licenses health department-approved mobile food vendors.

Plans for FY 2001-03:

During the next two years I expect to see the completion of the Fruitvale BART Transit Village, including a new health clinic for La Clinica De La Raza, expanded Cesar Chavez Library, Senior Centers, YMCA, retail and housing. I’m confident this project will spark additional economic development along International Boulevard. I also plan to see the opening of Union Point Park, additional new small schools and charter schools serving our youth, and additional improvements to Peralta Hacienda Park.

F-24 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Council District 6 – Councilmember Moses Mayne

Major Accomplishments:

Accessibility & Accountability: As the recently elected Councilmember for District 6, Central East Oakland, I have coordinated and attended over (26) meetings with City Department Directors & Officials to establish relationships, level of expectations, and insure mutual responsibility and accountability. Attended (47) community meetings to address issues relative to neighborhood crime & blight, education, police response time, and the development and revitalization of Oakland, primarily within District 6 boundaries. Attended (67) community events, (8) neighborhood site locations for “National Crime Night Out”, (25) City Council meetings & Closed Sessions, (22) Public Safety meetings, and (12) Public Works meetings. Planned and coordinated (2) Community Policing meetings, and (2) Quarterly Leadership meetings to discuss the goals of District 6 with community and business leaders. In an effort to be more accessible to my constituents, I opened a new District office located at Eastmont Town Center and established weekly office hours to better address the issues and concerns of the district. The following monetary donation requests were granted and authorized to be dispersed from my Pay-Go account in support of our youth in District 6: (1) $60,000.00 donated to Skyline Youth Center; and (2) $4,000.00 donated to Peter Pan Cooperative Nursery for a the completion of their play structure.

Public Works & Public Safety: Through the continued efforts of City and Council staff to continually communicate and follow-up, major improvements have been made in the timeliness of the delivery of services to constituents within the district relative to street sweeping, curb painting, tree and sidewalk maintenance, traffic signals, signage, and sewers. Additionally, we have successfully removed over 155 abandoned vehicles within the district, participated in Sydeshow ride-alongs with OPD and assigned staff to the Sydeshow task force to address current issues effecting safety, city ordinances, and countywide enforcement efforts.

Plans for FY 2001-03:

I will continue to strive to improve and enhance the communications between the community and the Police department in an effort to restore trust and support of our police officers. Our Neighborhood Services Coordinators in conjunction with our Neighborhood Crime Prevention Councils, are extremely active and an outstanding resource for the police department and the community, they are certainly a key element to the continued improvement in community relations and our continued efforts to reduce crime.

I will reach-out to our business community to involve the merchants in the revitalization of the MacArthur Corridor so that our new business district will become more pedestrian friendly, thereby encouraging new businesses and greater employment opportunities for the district. Additionally, I will continue to work with waste management, code enforcement & illegal dumping in an effort to eradicate the blight that is presently a deterrent to new businesses and residents.

Providing a safe learning environment for our children will remain at the top of my list of priorities, and I will continue to support youth activities and programs within district 6.

FY 2001-03 Adopted Policy Budget F-25 CITY COUNCIL Table of Contents

Council District 7 – Councilmember Larry Reid

Major Accomplishments:

Looking over the past two years in District 7, I am excited and pleased that many of our goals and objectives have either come to fruition or have begun to develop within the district. With an emphasis on enhancing the quality of life, we have achieved many economic and lifestyle “generators” that have contributed to this revision. The greatest contributor to the growth and success of District 7 stems from an empowered community, along with developing and creating infrastructure improvements throughout our neighborhoods and corridors. From sidewalk repair, streetscape design, undergrounding utilities, repairing potholes and a concentrated effort to eradicate illegal dumping, residents will begin to see a complete change in the vision for our neighborhoods.

New Housing Developments: The demand for housing along the MacArthur corridor is a direct indicator that homeownership is one of our district priorities. Palm Villas, a new housing development consisting of 78 new affordable housing units has completed its first phase. Oakland Community Housing, Inc. is preparing plans to develop 19 townhouses. MacArthur Corridor L.L.C. Development Team has submitted preliminary plans to develop 22 units of market-rate housing. At Durant Square, Signature Properties has simultaneously begun construction on 43 single-family homes, 168 new town homes, 40 new live/work units and a new 45,000 square foot grocery store. Moreover, a new housing/retail project is being planned between 94th and 97th Avenue on the International Corridor.

Public Safety: We have sponsored legislation to combat the sideshow cruising issue. Also a resolution has been introduced to support state legislation that would allow law enforcement to tow and store vehicles involved in this reckless and illegal behavior for up to thirty days. Councilmeber Henry Chang’s office and this office have co-sponsored legislation on illegal dumping to allow for an enforcement branch in the Illegal Dumping Maintenance Section.

Commercial Development: During the past two years, Just Desserts, Rainin Instruments and Sunrise Specialties have all relocated to District 7. In addition, we have seen the growth of new businesses with the openings of Courtyard Hotel by Marriott , and a Best Western Hotel. Future developments include a Lexus Dealership; a new 48,000 square foot office building; a strip mall and an Arco gas station at 98th Avenue and Biggie Street; and a Metroport development project to consist of a hotel, office space, and retail.

Airport Gateway: The streetscape of 98th Avenue and Hegenberger Road, a portion of the Airport Gateway Plan, is complete. We are working with BART, the Port of Oakland and the Oakland Chamber of Commerce to support the construction of the BART Airport Connector. A Capitol Corridor station is also planned for the Coliseum area.

Oakland/San Leandro Joint Revitalization: The Third Annual “Oakland/San Leandro Working Together” Job Fair was held at the Oakland Coliseum; the number of employers and job seekers has continued to increase each year. We also hosted the annual Emergency Preparedness Block Party.

Creating Small Business Opportunities: To support the revival of established and new small business opportunities throughout the district, we hosted a free, all day Small Business Symposium.

Martin Luther King, Jr. Freedom Center: In the past year, with the support of the City Council, the Port, and the California State Coastal Conservancy, the State Legislature, US Department of Housing and Urban Development, as well as community support from a grant from Pacific Bell, the Freedom Center has successfully received its non-profit status, and moved into new office space in the remodeled Beach Café off Doolittle Drive in the Shoreline Park. An architectural and planning team was hired to complete a business plan, site evaluation, and concept drawings. Four stakeholder meetings were held to give input to the Center’s plans and to form a Youth Advisory Board for the Center.

Plans for FY 2001-03:

Plans for 2002 include review and approval of the business plan and design concept by the original partner agencies; seeking bids for architectural design for the MLK Center; development of the (c)(3) Board; formal partnerships for programs with government agencies and other non-profits; and continued fundraising for capital costs and seed monies for new programs. We will also support the development of the East Oakland Sports Complex.

F-26 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Councilmember-At-Large – Vice Mayor - Henry Chang, Jr.

Major Accomplishments: During the past year I have devoted much of my efforts to making improvements in the following program areas. Crime Reduction: I have spearheaded the City’s efforts to develop an effective and long lasting gun tracing program. The purpose of this program is to identify where weapons are coming from in order to target illegal gun sales. I have also continued to strongly support the expansion of our Community Policing Program. I believe that these two initiatives have been instrumental in lowering our violent crime rate and making our community a safer place to live and work. However, I also believe that we still have a long way to go. Blight Abatement: I have consistently supported increasing funds to hire additional code enforcement inspectors to fight illegal dumping and to keep Oakland clean. I have provided dumpsters to various organizations to conduct neighborhood clean-ups. These clean-up programs have had a positive effect on the quality of life of our citizens by creating a more attractive view of their surroundings. I have also worked with City Staff to support a more aggressive program for removing abandoned vehicles which become a blight issue in our neighborhoods. Support for Children, Youth and Seniors: I have worked diligently with the Oakland Fund for Children & Youth to strengthen after school programs. I presently serve on the Education Partnership Committee as Co-Chair. One of the Committee’s key goals is to improve the coordination of youth programs and to develop funding priorities for youth services throughout the City. I have also played an instrumental role with Save Our Seniors in the development of the West Oakland Senior Shuttles to which my office provided funding support. I have also worked with City staff to improve paratransit services in general for seniors. The At-Large Council office also contributed funds for the installation of a traffic signal at 29th Street and Broadway to improve pedestrian safety for seniors. Foreign Trade: I have continued to identify and establish foreign trade relationships. The City of Oakland ranks as one of the top 12 cities in the United States to do business in. I am committed to having Oakland identified as the gateway to the Pacific Rim. I have also worked vigorously to bring oversees companies to Oakland and have linked foreign businesses with small, local businesses through the establishment of an Economic Trade Center. As a member of the OBRA, I have supported the Port of Oakland in its expansion to the Oakland Army Base. Streamlined Development Process: Last year, the City Council approved changes to the city’s residential design review, thus concluding a six-year process. The new design review regulations are much less subjective. I also continuously look at ways to increase affordable housing opportunities through the removal of outdated and burdensome regulations. Additional Accomplishments: In my capacity as a member of ACTA/ACTIA, I have ensured that traffic improvement and public transit projects that benefit Oakland receive appropriate consideration and funding. I played a key role in the planned expansion of AC transit services to the Jack London Square area. I have strived to make Oakland’s government more customer friendly. In so doing, I supported the passage of the Equal Access Ordinance where bilingual assistance is provided to citizens for critical city issues, ensuring them proper referral to public and private relief agencies. My office has provided constituents the service they need by answering and/or channeling their inquiries about city related matters, complaints, or concerns to the appropriate city office. In the last two years, the At- Large Council office has received approximately 4,650 constituent contacts via phone, e-mail, letters, faxes, and walk-ins. Finally, I have personally worked on the Giant Panda Project for the last three years. This is part of a joint research project with the Oakland Zoo and the University of California at Davis. The main purpose of the project is to conduct research and identify ways to protect this endangered species. The future benefits to our city once this project is completed will be enormous in terms of worldwide recognition and would further put Oakland on the map. We are looking for corporate sponsors to support this important project so that no city funds are required. I also served as Chair of the Life Enrichment Committee, Co-chair of the Education Partnership Committee, member of the Rules & Legislation Committee, Public Works Committee, Public Safety Committee, OBRA, board member of the Alameda County Lead Poisoning Prevention Program and member of the Alameda County Transportation Authority/Improvement Authority (ACTA/ACTIA). Plans for FY 2001-03: I will continue to expand on my work in public safety, youth and senior programs, citizen involvement, constituent services, housing development, economic development, and establishing convenient channels for governmental service access.

FY 2001-03 Adopted Policy Budget F-27 CITY COUNCIL Table of Contents

Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Division Actual Actual Actual Adopted Adopted

Council Administration $218,697 $435,159 $252,189 $383,725 $383,725 Council District One 309,559 391,303 296,634 340,077 340,077 Council District Two 333,588 356,318 267,789 340,077 340,077 Council District Three 323,832 315,195 310,959 340,077 340,077 Council District Four 358,845 339,288 306,604 340,077 340,077 Council District Five 358,044 346,168 292,301 340,077 340,077 Council District Six 387,786 404,232 328,101 340,077 340,077 Council District Seven 319,420 319,845 299,128 340,077 340,077 Council Member At Large 360,667 344,240 326,986 375,845 375,845

Total $2,970,438 $3,251,749 $2,680,691 $3,140,109 $3,140,109

Expenditures by Character

Personnel Services $2,445,434 $2,640,857 $2,442,716$ 2,616,334 $ 2,616,334 Operations & Maintenance 525,004 619,337 237,975 523,775 523,775 Capital Outlay 0 (8,446) 0 0 0

Total Budget $2,970,438 $3,251,749 $2,680,691 $3,140,109 $3,140,109

Expenditures by Fund

1010 General Purpose $2,243,112 $2,734,702 $2,167,250 $2,399,919 $2,399,919 2826 Mortgage Revenue 0 37,232 0 0 0 2995 Police Grants 0 1,054 0 0 0 2999 Misc. Grants 20,210 14,632 0 0 0 1400 General Payroll Revolving Fund 0 9,345 0 0 0 5500 Municipal Capital Improvement 0 (8,446) 0 0 0 5999 Misc. CAP Project 0 1,604 0 0 0 7780 Oakland Redevelopment Agency 707,116 458,973 513,441 740,190 740,190 8999 General Fixed Assets Group 0 2,652 0 0 0

Total Budget $2,970,438 $3,251,749 $2,680,691 $3,140,109 $3,140,109

Authorized Staffing (FTE) 23.00 25.00 25.00 25.00 25.00

Councilmembers 8.00 8.00 8.00 8.00 8.00

F-28 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character – All Divisions: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Council Administration Actual Actual Actual Adopted Adopted

Personnel Services $123,206 $286,392 $189,303 $279,596 $279,596 Operation & Maintenance 95,491 157,212 62,886 104,129 104,129 Capital Outlay 0 (8,446) 0 0 0

Total Budget $218,697 $435,159 $252,189 $383,725 $383,725

Authorized Staffing (FTE) 2.50 2.50 4.50 4.50 4.50

District 1 Councilmember Jane Brunner

Personnel Services $252,187 $299,477 $273,173 $287,640 $287,640 Operation & Maintenance 57,372 91,826 23,461 52,437 52,437

Total Budget $309,559 $391,303 $296,634 $340,077 $340,077

Authorized Staffing (FTE) 2.50 2.50 2.50 2.50 2.50

Councilmember 1.00 1.00 1.00 1.00 1.00

District 2 Councilmember Danny Wan

Personnel Services $280,328 $285,315 $255,369 $287,640 $287,640 Operation & Maintenance 53,260 71,003 12,420 52,437 52,437

Total Budget $333,588 $356,318 $267,789 $340,077 $340,077

Authorized Staffing (FTE) 2.50 2.50 2.50 2.50 2.50 - Councilmember 1.00 1.00 1.00 1.00 1.00

FY 2001-03 Adopted Policy Budget F-29 CITY COUNCIL Table of Contents

Expenditures by Character – All Divisions: Two Year Budget 2000-01 District 3 1998-99 1999-00 Unaudited 2001-02 2002-03 Councilmember Nancy Nadel Actual Actual Actual Adopted Adopted

Personnel Services $275,948 $276,188 $293,549 $287,640 $287,640 Operation & Maintenance 47,884 39,007 17,410 52,437 52,437

Total Budget $323,832 $315,195 $310,959 $340,077 $340,077

Authorized Staffing (FTE) 2.50 2.50 2.50 2.50 2.50

Councilmember 1.00 1.00 1.00 1.00 1.00

District 4 Councilmember Dick Spees

Personnel Services $312,813 $300,448 $287,789 $287,640 $287,640 Operation & Maintenance 46,032 38,841 18,815 52,437 52,437

Total Budget $358,845 $339,288 $306,604 $340,077 $340,077

Authorized Staffing (FTE) 2.50 2.50 2.50 2.50 2.50

Councilmember 1.00 1.00 1.00 1.00 1.00

District 5 President Ignacio De La Fuente

Personnel Services $307,070 $302,421 $279,959 $287,640 $287,640 Operation & Maintenance 50,974 43,747 12,342 52,437 52,437

Total Budget $358,044 $346,168 $292,301 $340,077 $340,077

Authorized Staffing (FTE) 2.50 2.50 2.50 2.50 2.50

Councilmember 1.00 1.00 1.00 1.00 1.00

F-30 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character – All Divisions: Two Year Budget 2000-01 District 6 1998-99 1999-00 Unaudited 2001-02 2002-03 Councilmember Moses L. Mayne Jr. Actual Actual Actual Adopted Adopted

Personnel Services $337,980 $342,715 $303,638 $287,640 $287,640 Operation & Maintenance 49,806 61,517 24,463 52,437 52,437

Total Budget $387,786 $404,232 $328,101 $340,077 $340,077

Authorized Staffing (FTE) 2.50 2.50 2.50 2.50 2.50

Councilmember 1.00 1.00 1.00 1.00 1.00

District 7 Councilmember Larry Reid

Personnel Services $251,708 $259,849 $259,569 $287,640 $287,640 Operation & Maintenance 67,712 59,996 39,559 52,437 52,437

Total Budget $319,420 $319,845 $299,128 $340,077 $340,077

Authorized Staffing (FTE) 2.50 2.50 2.50 2.50 2.50

Councilmember 1.00 1.00 1.00 1.00 1.00

Councilmember-At-Large Henry Chang, Jr.

Personnel Services $304,194 $288,052 $300,367 $323,258 $323,258 Operation & Maintenance 56,473 56,189 26,619 52,587 52,587

Total Budget $360,667 $344,240 $326,986 $375,845 $375,845

Authorized Staffing (FTE) 3.00 3.00 3.00 3.00 3.00

Councilmember 1.00 1.00 1.00 1.00 1.00

FY 2001-03 Adopted Policy Budget F-31 CITY COUNCIL Table of Contents

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized Staff City Council Administrative Assistant 3.50 3.50 3.50 3.50 3.50 City Councilmember's Assistant 16.00 16.00 16.00 16.00 16.00 City Council Policy Analyst 0.50 2.50 2.50 2.50 2.50 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Executive Assistant to City Council 1.00 1.00 1.00 1.00 1.00 Receptionist to the City Council 1.00 1.00 1.00 1.00 1.00 Total Staff 23.00 25.00 25.00 25.00 25.00

Elected Officials Councilmember 8.00 8.00 8.00 8.00 8.00

Total Positions 31.00 33.00 33.00 33.00 33.00

F-32 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation vs FTE

Appropriation ($ M) FTE $3.5 (M) 35

$3.0 (M) 30

$2.5 (M) 25

$2.0 (M) 20

$1.5 (M) 15

$1.0 (M) 10

$0.5 (M) 5

$0.0 (M) 0 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

GENERAL FUND ALL FUNDS FTE

FY 2001-03 Adopted Policy Budget F-33 CITY COUNCIL Table of Contents

Notes

F-34 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

City Manager

City Manager Robert C. Bobb

Assistant City Managers

Dolores E. Blanchard George G. Musgrove, Ed.D.

FY 2001-03 Adopted Policy Budget F-35 CITY MANAGER Table of Contents

Notes

F-36 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

City Manager (100.31 FTE)

CMO Administration (16.50 FTE)

Citizen's Police Review Americans With Board Disabilities Act (10.00 FTE) (2.00 FTE)

Public Ethics Intergovernmental Commission Affairs (2.00 FTE) (4.00 FTE)

Contract Compliance & Budget Office Employment Services (17.00 FTE) (19.00 FTE)

Office of Communication & Risk Management Mass Media (5.00 FTE) (18.81 FTE)

Equal Employment Opportunity (6.00 FTE)

Goals for FY 2001-03:

1. To support the Mayor and City Council’s Goals.

2. To provide the necessary leadership and direction to achieve crime reduction for the safety of our citizens.

3. To create a clean and livable community through the implementation of programs that reduce blight and litter.

4. To provide fiscal oversight of all City financial activities.

5. To provide leadership to ensure the successful implementation of all major economic development activities and projects.

6. To hold City associates accountable to the highest standards of customer service for all Oakland citizens.

FY 2001-03 Adopted Policy Budget F-37 CITY MANAGER Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 General Fund Actual Actual Actual Adopted Adopted

City Manager Administration $2,164,064 $1,842,078 $2,454,036 $2,239,432 $2,353,685 Citizens Police Review Board 537,579 549,478 599,888 691,755 800,696 Intergovernmental Affairs 193,210 176,383 404,281 323,354 323,354 ADA Programs 450,918 80,469 88,387 194,681 194,681 Contract Compliance 100,750 45,813 (45,726) 117,123 177,241 Ethics Commission 0 153,832 206,832 220,771 222,733 Budget Office 0 934,227 1,094,217 1,185,092 1,185,852 Office of Communication & Mass Media * 0 3,763 118,413 871,525 925,411 Equal Employment Opportunity** 0 0 0 490,304 490,127 Risk Management*** 0 0 0 435,000 435,000

Total $3,446,521 $3,786,042 $4,920,329 $6,769,037 $7,108,780

All Funds

City Manager Administration $2,301,705 $1,952,906 $2,754,470 $3,411,497 $2,906,744 Citizens Police Review Board 537,579 549,478 603,247 691,755 800,696 Intergovernmental Affairs 204,513 418,092 573,611 506,389 566,389 ADA Programs 458,159 80,541 88,497 194,681 194,681 Contract Compliance 1,123,781 1,187,766 1,326,603 1,282,902 1,283,020 Ethics Commission 0 153,832 206,832 220,771 222,733 Budget Office 0 1,138,921 1,526,985 1,746,285 1,747,045 Office of Communication & Mass Media * 0 174,630 808,579 1,556,518 1,610,404 Equal Employment Opportunity** 0 0 0 490,304 490,127 Risk Management*** 0 0 0 976,023 976,023

Total $4,625,737 $5,656,166 $7,888,824 $11,077,125 $10,797,862

Expenditures by Character

Personnel Services $4,637,391 $4,668,684 $6,548,065 7,938,143 8,225,936 Operations & Maintenance (11,654) $987,482 1,340,759 3,138,982 2,571,926

Total $4,625,737 $5,656,166 $7,888,824 $11,077,125 $10,797,862

* Data for FY 2000-2001 is only for KTOP. KTOP was transferred from the City Clerk's office in FY 2000-2001. ** Equal Employment Opportunity was moved from Office of Personnel to the Office of the City Manager in FY 2001-2002. *** The Office of Risk Management was moved from Office of Personnel to the City Manager's Office in FY 2001-2002.

F-38 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted

1010 General Purpose $3,446,521 $3,786,042 $4,920,329 $6,769,037 $7,108,780 1150 Workers Compensation Insurance Claims 0 0 0 541,023 541,023 1710 Recycling Program 0 54 0 0 0 1760 Telecommunications Reserve 0 170,871 710,122 684,993 684,993 1790 Contract Administration Fee 1,071,564 1,110,981 1,372,329 1,014,579 1,014,579 2101 National Archives and Records Admin. 0 190 0 0 0 2108 Department of Housing and Urban Devel. 0 0 129,910 276,035 276,035 2112 Department of Justice 11,303 220,105 129,515 0 0 2140 California Department of Transportation 2,547 0 0 0 0 2310 Lighting and Landscape Assessment Dist. 468 21,600 43,174 68,107 68,107 2999 Miscellaneous Grants 6,896 41,306 0 1,089,541 470,535 3100 Sewer Service Fund 6,770 0 0 0 0 5008 GOB Series 1992 Emergency Response 88,851 13,027 47,623 0 0 5012 JPFA Admin Building Series 1996 410 0 0 0 0 5500 Municipal Capital Improvement (145,428) 115,028 (19,846) 374,758 374,758 5550 Municipal Improvements Revenue Bonds 0 1,000 0 0 0 5502 CHW Insurance Proceeds 13,763 0 0 0 0 7100 Police and Fire Retirement System 0 108,955 0 0 0 7760 Grant Clearing 2,727 0 0 0 0 7780 Oakland Redevelopment Agency 119,345 67,008 555,668 259,052 259,052

Total Budget $4,625,737 $5,656,166 $7,888,824 $11,077,125 $10,797,862

Authorized FTE 48.00 64.00 81.81 100.31 101.31

FY 2001-03 Adopted Policy Budget F-39 CITY MANAGER Table of Contents

Funding by Source FY 2001-03 Adopted Policy Budget $21,874,987

Miscellaneous Grants 7.5%

Municipal Capital ImprovementOakland Redevelopment Agency 3.6% 2.5% Lighting and Landscape Assessment District 0.7% Department of Housing and Urban Development 2.7%

Contract Administration Fee 9.8%

Telecommunications Reserve 6.6% Workers Compensation Fund General Purpose Fund 0.0% 66.7%

Significant Budget Changes for the City Manager’s Office

Creation of New Office of Communication & Mass Media The new Office of Communication & Mass Media will plan to create an infrastructure to support citywide communication and mass media programs by effectively using traditional media, such as print and radio, in addition to electronic media, such as the world wide web and cable TV-KTOP (6.0 FTE and $200,000 per year for web development). Creation of the Equal Access Program In order to ensure equal access for all of Oakland’s citizens, the new Equal Access Program has been created within the Administrative Division of the City Manager’s Office. The Office coordinates and monitors all activities involved with improving access to non-English speaking citizens. This office will oversee the implementation of the City’s Equal Access Ordinance and will be responsible for all liaison efforts with Agencies/Departments. (1.0 FTE and $250,000 per year in O&M). Transfer of the Equal Employment Opportunity Program The Equal Employment Opportunity Program (EOP) was transferred from the Office of Personnel to the Office of the City Manager effective July 1, 2001, as well as expanded by 3.0 FTEs. EOP will implement and oversee State and Federal Equal Employment Opportunity (EEO) and disability program mandates. (6.0 FTE and $22,618 per year in O&M). Transfer of the Risk Management Division The Risk Management Division was transferred from the Office of Personnel to the Office of the City Manager effective July 1, 2001. The Division’s plans for FY 2001-03 include implementing a Fleet Safety Program, continuing the development of the Integrated Disability Management Program, and completing a series of RFPs (5.0 FTE and $611,019 per year in O&M). Oakland Sharing the Vision and Citizen Academies To complement these efforts, the City Manager’s Office assumed management responsibility for Oakland Sharing the Vision (OSV), the city’s strategic planning process. In the last year, OSV has completed its third update of the Oakland Strategic Plan and has reinstituted the Citizens’ Academy, a program to educate citizens about how government works and how they can become a part of the process (1.0 FTE).

F-40 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Staffing History: Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Authorized Authorized Authorized Authorized Authorized City Manager Administration 18.00 18.00 19.00 16.50 17.50 Citizens Police Review Board 6.00 7.00 7.00 10.00 10.00 ADA Programs 4.00 1.00 2.00 2.00 2.00 Oaklanders Assistance Center 2.00 0.00 0.00 0.00 0.00 Intergovernmental Affairs 3.00 3.00 4.00 4.00 4.00 Contract Compliance & Employment 15.00 15.00 19.00 19.00 19.00 Public Ethics Commission 0.00 2.00 2.00 2.00 2.00 Budget Office 0.00 18.00 18.00 17.00 17.00 Ofc. of Communication & Mass Media * 0.00 0.00 10.81 18.81 18.81 Equal Employment Opportunity** 0.00 0.00 0.00 6.00 6.00 Risk Management*** 0.00 0.00 0.00 5.00 5.00

Subtotal 48.00 64.00 81.81 100.31 101.31

* The Data for OCMM for FY 2000-01 only represents KTOP. Effective 2001, OCMM has three new sections: KTOP, Web Development, and Film. KTOP was transferred from City Clerk in FY 2000-01. ** Equal Employment Opportunity moved from the Office of Personnel to the Office of the City Manager in FY 2001-02. *** The Office of Risk Management moved from the Office of Personnel to the City Manager's Office in FY 2001-02.

FY 2001-03 Adopted Policy Budget F-41 CITY MANAGER Table of Contents

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized Accountant II 0.00 4.00 3.00 2.00 2.00 Accountant III 0.00 0.00 0.00 1.00 1.00 ADA Case Coordinator 0.00 0.00 0.00 1.00 1.00 ADA Project Coordinator 1.00 1.00 1.00 1.00 1.00 Administrative Analyst I 1.00 1.00 1.00 1.00 1.00 Administrative Analyst II 1.00 1.00 1.00 1.00 1.00 Administrative Assistant I 4.00 4.00 4.00 5.00 5.00 Administrative Assistant II 3.00 3.00 3.00 3.00 3.00 Administrative Services Manager I 0.00 0.00 0.00 2.00 2.00 Agency Administrative Manager 0.00 1.00 1.00 1.00 1.00 Assistant City Manager 2.00 2.00 2.00 2.00 2.00 Assistant to the City Manager 2.00 6.00 6.00 6.00 6.00 Asst. Safety & Loss Control Specialist 0.00 0.00 0.00 1.00 1.00 Budget & Operations Analyst III 0.00 6.00 7.00 6.00 6.00 Budget Director 0.00 1.00 1.00 1.00 1.00 Cable Operations Tech 0.00 0.00 1.00 1.00 1.00 Cable TV Production Assistant, PPT 0.00 0.00 3.80 3.80 3.80 Cable TV Production Assistant, PT 0.00 0.00 3.01 3.01 3.01 Cable TV Station Manager 0.00 0.00 1.00 1.00 1.00 City Manager 1.00 1.00 1.00 1.00 1.00 City Manager Analyst 2.00 2.00 4.00 5.00 5.00 Complaint Investigator II 3.00 3.00 3.00 3.00 3.00 Complaint Investigator III 1.00 1.00 1.00 2.00 2.00 Contract and Employment Services Mgr. 1.00 1.00 1.00 1.00 1.00 Contract Compliance Field Tech 0.00 0.00 2.00 2.00 2.00 Contract Compliance Officer 4.00 4.00 5.00 6.00 6.00 Contract Compliance Officer, Assistant 2.00 2.00 2.00 1.00 1.00 Contract Compliance Supervisor 1.00 1.00 1.00 0.00 0.00 Director Oakland Pedestrian Safety 0.00 0.00 0.00 0.00 1.00 Disability Benefits Coordinator 0.00 0.00 0.00 1.00 1.00 Employee Fleet Safety Coordinator 0.00 0.00 0.00 1.00 1.00 Employment Services Rep 1.00 1.00 1.00 1.00 1.00 Employment Services Supv 1.00 1.00 1.00 1.00 1.00 Equal Opportunity Specialist 1.00 0.00 0.00 2.00 2.00 Exec. Assistant 0.00 1.00 2.00 3.50 3.50 Exec. Assistant to the City Manager 1.00 1.00 1.00 1.00 1.00 Executive Assist to the Assistant City Mgr 2.00 3.00 2.00 2.00 2.00 Executive Dir to the Ethics Comm. 1.00 1.00 1.00 1.00 1.00 Film Coordinator 1.00 0.00 0.00 1.00 1.00 Financial Analyst 0.00 2.00 2.00 2.00 2.00 Financial Analyst, Principal 0.00 2.00 2.00 3.00 3.00 Job Developer 1.00 1.00 1.00 1.00 1.00 KTOP Engineer 0.00 0.00 1.00 1.00 1.00 KTOP Production Coordinator 0.00 0.00 1.00 1.00 1.00 Manager, Affirmative Action 1.00 0.00 0.00 0.00 0.00 Manager, Claims and Risk 0.00 0.00 0.00 1.00 1.00 Office Assistant II 1.00 0.00 0.00 1.00 1.00 Program Analyst II 0.00 0.00 1.00 1.00 1.00 Project Manager 2.00 1.00 1.00 1.00 1.00 Public Safety Coordinators 0.00 0.00 0.00 3.00 3.00 Public Service Employee 14 3.00 1.00 1.00 1.00 1.00 Public Service Employee 51 1.00 1.00 1.00 1.00 1.00 Receptionist 0.00 0.00 0.00 1.00 1.00 Receptionist to City Manager 1.00 1.00 1.00 1.00 1.00 Revenue Analyst 0.00 1.00 1.00 1.00 1.00 Support Services Administrator 1.00 1.00 1.00 1.00 1.00 Webmaster 0.00 0.00 1.00 1.00 1.00

Total 48.00 64.00 81.81 100.31 101.31

F-42 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation vs FTE

Appropriation ($ M) FTE $12 (M) 120 $11 (M) $10 (M) 100 $9 (M) $8 (M) 80 $7 (M) $6 (M) 60 $5 (M) $4 (M) 40 $3 (M) $2 (M) 20 $1 (M) $0 (M) 0 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

General Fund All Funds FTEs

FY 2001-03 Adopted Policy Budget F-43 CITY MANAGER Table of Contents

Administration

Services Provided: The City Manager’s Office directs and coordinates all City agencies and departments to ensure efficient and cost effective services to the community. The City Manager’s Office manages City resources to meet the goals and objectives of the Mayor and Council. The Administrative Division provides overall leadership in planning, policy analysis, policy implementation, and interagency programs. The City Manager’s Office establishes and ensures high standards of service delivery and performance for each organizational associate. The Administration directly manages several departments and divisions including the Budget Office, the Office of Information Technology, Office of Personnel, Citizens Police Review Board, ADA Programs, Contract Compliance, Oaklanders’ Assistance Center, Fund Development and Government Relations, Oakland Sharing the Vision, Equal access programs and communications including the City’s cable television station, KTOP. The Administrative Division also provides support to City Council and Committee meetings; coordinates responses to Council requests for information and action; and plans and develops the weekly agenda for City Council meetings in association with the City Clerk. Additionally, the City Manager is the Administrator of the Oakland Redevelopment Agency and the Administrative Hearing Officer for the City.

Highlights: Major accomplishments during the FY 1999-01 budget cycle included continued implementation of the City’s reinvention strategy. This strategy comprised internal efficiency and streamlining efforts of the Banishing Bureaucracy initiative, focused and coordinated crime reduction efforts of the Public Safety strategy, and geographically based service delivery to realize Community Oriented Government. These interrelated activities formed the basis for continuous improvement in the efficiency and effectiveness of City government. To complement these efforts, the City Manager’s Office assumed management responsibility for Oakland Sharing the Vision (OSV), the city’s strategic planning process. In the last year, OSV completed its third update of the Oakland Strategic Plan and reinstituted the Citizens’ Academy, a program to educate citizens about how government works and how they can become a part of the process. The City Manager’s Office managed the City’s transition through the Year 2000 process, oversaw the continued implementation of the City’s integrated financial system, and completed the City’s third two-year budget. Finally, during this past budget cycle the City Manager rounded out the City’s management team with key agency and department director hirings. This new executive team serves as the Administration’s cabinet, responsible for implementing the City Manager’s strategy. In the off budget year the City Manager conducted a citywide citizen survey to gather information about citizens’ thoughts and perceptions on a variety of public activities. This survey will be administered every two years to continue to track citizen perceptions about city services and the results will be used during annual program reviews and budget deliberations.

Plans for FY 2001-03: Plans for FY 2001-03 include continued implementation of the City Manager’s Reinvention Strategy, focusing on streamlining internal processes and customer service, beautification, and civic engagement. Customer service improvements will include the establishment of a single telephone number system to provide the Oakland community with user-friendly access to City information. While the City will continue to combat blight and its associated ills, the City Manager’s Office will direct efforts towards beautifying the city, including participation in the Keep America Beautiful program. Engagement of all of the City’s diverse residents and communities will be enhanced through a reorientation of OSV’s strategic planning process towards neighborhood-based visioning and planning. Through these and other efforts, the City Manager’s Office will continue to support and help achieve the goals established by the Mayor and City Council.

Significant Budget Changes The Office of Pedestrian Safety was moved into the City Manager’s Administration in 2001, from Councilmember Miley’s office. This office is the recipient of the two Pedestrian Safety Grants from the federal government: one for $619,005 and another for $669,321. These grants are responsible for increasing the operations and maintenance portion of the City Manager’s Administration for FY 2001-03. The Equal Employment Opportunity Program (EOP) was transferred from the Office of Personnel to the Office of the City Manager effective July 1, 2001, as well as expanded by 3.0 FTEs. EOP will implement and oversee State and Federal Equal Employment Opportunity (EEO) and disability program mandates

F-44 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Administration Actual Actual Actual Adopted Adopted Personnel Services $2,028,232 $1,643,985 $2,268,271 $1,821,377 $1,935,630 Operation & Maintenance 273,473 308,922 486,198 1,590,120 971,114

Total Budget $2,301,705 $1,952,906 $2,754,470 $3,411,497 $2,906,744

Authorized Staffing (FTE) 18.00 18.00 19.00 16.50 17.50

Appropriation History: General Fund $2,164,064 $1,842,078 $2,454,036 $2,239,432 $2,353,685 All Funds 2,301,705 1,952,906 2,754,470 3,411,497 2,906,744

Administration Appropriation History

$3,500,000

$3,000,000 AL L FUNDS $2,500,000 GENERALGE NE FUND $2,000,000

$1,500,000

$1,000,000

$500,000

$0 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

FY 2001-03 Adopted Policy Budget F-45 CITY MANAGER Table of Contents

Citizens’ Police Review Board

Services Provided: The Citizens’ Police Review Board is the civilian police oversight agency for the City of Oakland. It has original concurrent jurisdiction over complaints against police officers’ and park rangers’ use of excessive force or communications of bias based upon an individual’s legally protected status. It has supplemental jurisdiction over all other complaints, originally filed with the Oakland Police Department’s Internal Affairs Division, which are not completed within ninety days or result in a finding that is not satisfactory to the complainant. The Board meets bimonthly and conducts public hearings on fully investigated complaints. Where agreeable to the parties, staff mediates complaints to resolution or, if either party remains dissatisfied, refers the complaints on to full Board hearing. The Board issues detailed statistical reports and policy recommendations, on a biannual basis, to the Public Safety Committee regarding complaints filed with the Board, the processing of these complaints and their dispositions. The Board conducts outreach about its processes and availability to the Oakland, interacts on a quarterly basis with the Bay Area Police Oversight Network, and on an annual basis with National Association for Civilian Oversight of Law Enforcement. On behalf of the City Manager the Division is also responsible for staffing the Public Safety Committee and the Medical Marijuana Working Group; coordinating the development of an Oakland Grime Court; the issuance of special activity permits and special events permits; the conduct of administrative hearings regarding the suspension, revocation or restriction of permits and dangerous and/or vicious dogs; enforcement of the Smoking Pollution Control Ordinance; and various ad hoc duties as assigned by the City Manager.

Major Accomplishments: Major accomplishments in FY 1999-01 include: conducted 33 evidentiary hearings, involving 65 subject officers; four meetings were held solely for policy discussions; conducted 5 successful mediations; closed 59 case by summary dismissal; published two detailed statistical reports; developed and distributed outreach materials in English, Spanish and Vietnamese. The Board sustained complaints in 15 cases and made disciplinary recommendations ranging from additional training to a five-day suspension without pay. At the request of the Board the City Council appointed a nine-member Task Force to address the CPRB case backlog in October 1999. Staff provided support to the Task Force until they presented their recommendations to the City Council in June 2000. Staff taught a two-hour course on the function and procedures of the Citizens’ Police Review Board to police officer trainees in four police academy classes and provided six one-hour presentations at the request of the NAACP and two local high schools. Staff has responded to approximately 75 public information requests and in excess of 200 inquiries, referring approximately half of these to other agencies when CPRB did not have jurisdiction to address the complaint. During this budget cycle, the Special Activity Permit Unit timely processed applications for special activity permits; and conducted investigations and administrative hearings on behalf of the City Manager regarding complaints about smoking, questionable cabaret and special permit operations and potentially vicious/dangerous dogs. Additionally, this unit coordinated bimonthly meetings of the City’s multi-agency Special Events Committee and provided overall administrative review of the taxicab permit process and Bingo operations in the City.

Plans For FY 2001-03: Plans for FY 2001-03 include: opening 120 cases; forty cases will be brought to full evidentiary hearing; forty cases will be mediated to resolution; four detailed statistical reports will be compiled on a semiannual basis; outreach brochures will be published in English, Spanish and Vietnamese and multilingual public service announcements will be produced and televised on KTOP; classes on the Citizens’ Police Review Board will be taught to every new police academy class and annually to the advanced officer’s school. The division will continue to staff the Public Safety Committee and provide coordination of the Medical Marijuana Working Group and the development of an Oakland Grime Court. A continued aggressive enforcement of the smoking ban in bars shall be carried out with the assistance from the Police Department and other code enforcement personnel. Additionally, this unit shall continue to conduct administrative hearings on behalf of the City Manager and monitor special events and activities in the City of Oakland to insure public safety and maintain positive venues that provide entertainment and generate revenue for the City of Oakland, including bingo games.

F-46 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Citizen's Police Review Board Actual Actual Actual Adopted Adopted Personnel Services $525,903 $521,780 $572,914 $668,155 $786,996 Operation & Maintenance 11,676 27,697 30,332 23,600 13,700

Total Budget $537,579 $549,478 $603,247 $691,755 $800,696

Authorized Staffing (FTE) 6.00 7.00 7.00 10.00 10.00

Appropriation History: General Fund $537,579 $549,478 $599,888 $691,755 $800,696 All Funds 537,579 549,478 603,247 691,755 800,696

Selected Performance Measures:

Activity: Citizens' Police Review Board Division: City Manager's Office

Objective: To provide a fair, timely and just forum to hear citizens' complaints against sworn members of the Oakland Police Department and sworn members of the Park rangers.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of complaints accepted for Investigation 100% 20.3% 25% 25% Percent of complaints mediated successfully 80% 0.0% 50% 50% Percent of priority cases prepared for hearing within 6 months of initiating investigation 100% 41.2% 100% 100% Percent of post-hearing reports on sustained cases submitted to the City Manager within 30 100% 25.0% 100% 100% days of hearing Percent of cases subject for dismissal submitted to the Board within 60 days of discovery of 100% 69.4% 100% 100% proper grounds for dismissal Percent of complainants who rate the Board as fair 80% 33.3% 80% 80% Percent of officers who rate the Board as fair 80% 50.0% 80% 80% Percent of complainants who rate the Board as timely 50% 16.7% 50% 50% Percent of officers who rate the Board as timely 50% 100.0% 50% 50% Percent of complainants who rate the Board as just 80% 0.0% 80% 80% Percent of officers who rate the Board as just 80% 100.0% 80% 80%

FY 2001-03 Adopted Policy Budget F-47 CITY MANAGER Table of Contents

Communications & Mass Media

Services Provided:

The Office of Communications & Mass Media (OCMM) is a new program for the City of Oakland. This function is responsible for community information and media relations activities, general city services marketing, employee communications and production of City Beat employee newsletter, cable franchise administration, emergency communications and other strategic outreach support to the City administration. Additionally, the OCMM supervises the City’s government access channel, KTOP, the City’s website, Oaklandnet.com, and the Oakland Film Office. The OCMM director helps coordinate the effective use of and access to these technologies and programs, and provides general supervision to the staff in charge of each division.

Major Accomplishments:

Accomplishments in FY 2000-01 included the development of a work program that integrates best local government communications practices with the use of media, cable and web technology, as well as other forms of broad community outreach. Significant time and effort has been applied to strengthening relations and coordination between the City administration and the media. Specific examples of this include successful management of a number of issues related to the Oakland Police Department, wild fire safety, the energy crisis, the China 2000 Expo, and various personnel issues. A comprehensive seismic retrofit brochure and accompanying video have been produced by the OCMM. These information tools have a long shelf life and will be widely distributed by the Office of Emergency Services and the Office of Building Services to instruct homeowners on how to retrofit their homes for earthquake safety. The OCMM has worked extensively with KTOP staff to complete the transition from a small, analogue production operation to a digital production facility comparable to a commercial television station, in both size and infrastructure. The Oakland Film Office (OFO) was transferred to the OCMM in October 2000. There has been an emphasis on structuring the OFO work plan, creating a central office location, and providing support to staff so that major projects can be completed. The OFO has been successful in securing a number of important filming projects and screenings in Oakland. Most significantly, portions of The Matrix II was and The Matrix III will be filmed in our city, due to the efforts of the OFO staff. Oaklandnet.com, the City of Oakland web operation became a part of the OCMM in January 2001. Plans are underway to develop an information architectural plan for improving the site and managing its content and use in a consistent manner.

Plans for FY 2001-03:

The Adopted Budget of the Office of Communication & Mass Media was increased in FY 2001-03 by adding 6.0 FTEs and $200,000 in operations & maintenance for web development per year. Plans for FY 2001-03 include: the creation of an infrastructure to support communications and mass media programs; overall supervision and coordination of the communications resources of the City, including KTOP, Oaklandnet.com and the Oakland Film Office; strategic communications and mass media planning and execution of communications methods, programs, products and services; production and dissemination of a monthly employee newsletter; quarterly media relations training that includes all pertinent laws and ordinances regarding public information, and media relations skills; general communications and public outreach/ education support to city departments (project specific); continued coverage of legislative proceedings on KTOP; development of local programming for KTOP about City services, programs and activities; development and marketing of KTOP production studio as an enterprise facility to support capital needs in conjunction with the Oakland Film Office; complete redesign of Oaklandnet.com, including the creation of a citywide web team to assist in ongoing content development and maintenance; design and implementation of a marketing program for Oaklandnet.com; development and distribution of marketing materials for the Oakland Film Office for the purpose of acquiring additional filming activity in Oakland.

F-48 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 Office of Communications & 1998-99 1999-00 Unaudited 2001-02 2002-03 Mass Media * Actual Actual Actual Adopted Adopted Personnel Services $172,560 $686,034 $1,244,141 $1,298,027 Operation & Maintenance 2,070 122,545 312,377 312,377

Total Budget $174,630 $808,579 $1,556,518 $1,610,404

Authorized Staffing (FTE) 0.00 10.81 18.81 18.81

Appropriation History: General Fund $3,763 $118,413 $871,525 $925,411 All Funds 174,630 808,579 1,556,518 1,610,404

* Office of Communication & Mass Media (OCMM) is a new division. The data for FY 2000-01 is only for KTOP. Data for FY 2001-03 includes all of OCMM which is comprised of KTOP, Web Development, and Film. KTOP was transferred from City Clerk's office to City Manager's Office in FY 2000-01.

Selected Performance Measures

Activity: KTOP Division: City Manager's Office

Objective: To provide gavel-to-gavel coverage of Council/Committee, Boards and Commissions (B&C) meetings and broadcast original and acquired programming that connects and engages viewers with their City government, fellow citizens and the world at large.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Number of hours of Council/Committee, Board and Commission meetings televised on KTOP 1600 1964 1600 1800 (U12) Number of hours of original programs and special events televised on KTOP (U13) 550 625 550 550 Number of hours of acquired programs and special events televise don KTOP (U14) 2200 1981 1500 1750

FY 2001-03 Adopted Policy Budget F-49 CITY MANAGER Table of Contents

ADA Programs

Services Provided:

ADA Programs Division’s ongoing activities include the ADA Capital Improvement Program, City capital improvement project review, information and referral, complaint investigation, program and policy development, auxiliary aids and services delivery, Mayor’s Commission on Persons with Disabilities (MCPD) staffing, technical assistance and training, and administrative activities.

Major Accomplishments:

Major accomplishments in FY 1999-01 included: completed ADA Capital Improvement Transition Plan Phase I: Major City Buildings; completed ADA Capital Improvement Transition Plan Phase II: City Swim Facilities; implemented Phase I and II of the citywide auxiliary aids and services program; established an information and referral system for internal and external clients; published an ADA compliance manual for community based organizations; and all disability complaints accepted by ADA Programs in FY 1999-01 were resolved without litigation.

Plans For FY 2001-03:

Plans for FY 2001-03 include: implement ADA Capital Improvement Transition Plan Phase III: Park and Recreation Facilities; increase disability compliance monitoring of city-funded capital improvement projects; investigate and successfully mediate all complaints of disability discrimination; update and expand City Administrative Instruction #123 which implements the ADA; provide auxiliary aids and services to customers with disabilities; provide programmatic and physical access accommodations to customers with disabilities; develop an emergency housing assistance program through fund development and community partnership; expand information and referral services for customers with disabilities; provide technical assistance and training to community based organizations serving Oakland; provide ADA and disability awareness training and education activities to city staff; and conduct Disability Awareness Month activities and celebrations.

F-50 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 ADA Programs Actual Actual Actual Adopted Adopted Personnel Services $402,348 $60,877 $66,657 $171,176 $171,176 Operation & Maintenance 55,811 19,664 21,840 23,505 23,505

Total Budget $458,159 $80,541 $88,497 $194,681 $194,681

Authorized Staffing (FTE) 4.00 1.00 2.00 2.00 2.00

Appropriation History: General Fund $450,918 $80,469 $88,387 $194,681 $194,681 All Funds 458,159 80,541 88,497 194,681 194,681

FY 2001-03 Adopted Policy Budget F-51 CITY MANAGER Table of Contents

Contract Compliance and Employment Services

Services Provided:

The Division of Contract Compliance and Employment Services (CC & ES) provides services to external and internal customers under four major units: Contract Compliance/Projects, Local Employment (LEP), Certification and Administrative Operations. Contract Compliance/Projects Unit monitors and enforces City policies relative to the Local/Small Local Business Enterprise (L/SLBE) Program for Construction, Professional Services and Procurement; Local Trucking; Living Wage; Prevailing Wage; and the Disadvantaged Business Enterprise (DBE) Program. The Certification Unit certifies L/ SLBE and DBEs . The LEP Unit monitors and enforces the 50 percent employment goals, maintains a workforce database for the Local Construction Employment Referral Program, and monitors the 15 percent Apprenticeship Workforce Development Partnership System. In addition, the unit resolves outstanding penalties and non-compliances by negotiating work hours for Oakland residents, otherwise lost by non-compliances. The Administrative Support Unit addresses internal operations in the assessment and collection of the 3 percent contract assessment fees, accounts payable, payroll, personnel, preliminary budget drafts, drafting of performance measures, and monitoring performance standards for CEDA job training contracts.

Major Accomplishments:

Major accomplishments in FY 1999-01 included: upgraded the division’s computer network systems by transitioning from MAC to PC; implemented the 15 percent Apprenticeship Workforce Development Partnership System; revised and received federal approval for the Disadvantaged Business Enterprise Program for Department of Transportation (DOT) funded projects; upgraded certified payroll tracking system for more efficient analysis of workforce data; completed 482 certifications of LBE/SLBE/DBEs; met 50 percent workforce goal with 373,469 hours worked by Oakland residents; exceeded L/SLBE construction goal with 60 percent of construction contracts awarded ($17.9 million) to L/SLBE construction firms; 68 percent of professional service contracts ($5.36 million) awarded to L/SLBE professional service firms; reviewed 132 contracts for compliance with Living Wage with 96 percent compliance; resolved outstanding non-compliances and negotiated 45,264 additional work hours for Oakland residents; established an internal 3 percent assessment system that allows for the collection and pay down of deficit; published revised Certification directories; established CC & ES Web Site; participated in developing the State of California’s unified certification process; business can now request a certification application via the web; implemented a new L/SLBE Program with Trucking goals and local preferences for mentor protege relationships and joint ventures; 310 residents are ready and willing to act on job referrals; conducted five “How To Do Business With Oakland” workshops; expanded the post award meeting to cover the details of reporting payroll data resulting in a 50 percent reduction in “incomplete” return payrolls; implemented an Ombudsman/Contractor Dispute Program; increased customer service response time by 15 percent; established an official field presence on construction projects; standardized pre-proposal, pre-bid and post-award meetings; conducted nine Citywide Standardized Contracting Training Workshops; and advertised for a disparity study.

Plans For FY 2001-03:

Plans for FY 2001-03 include: address outstanding employee feedback issues; implement Apprenticeship Pathway Support Service System; award Contract for Disparity Study; put forth Sheltered Market Program; identify areas where waivers to 3 percent assessment may apply; revise Local Employment Program’s penalty structure; revise Local Employment Program document; reduce time and resources dedicated to payroll entry by 20 percent; develop two fold payroll reporting system to include internal capacity to scan payroll records and external use of company generated disks for payroll reporting; continuous improvement of post award and close out process in order to reduce response time by at least 10 percent; move workforce data base & local construction employment referral program from AS400 to a local server; increase public relations and make public the city’s accomplishments with regard to compliance; and upgrade web site.

F-52 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 Contract Compliance/ 1998-99 1999-00 Unaudited 2001-02 2002-03 Employment Services Actual Actual Actual Adopted Adopted Personnel Services $1,499,440 $1,115,601 $1,166,601 $1,167,951 $1,168,069 Operation & Maintenance (375,659) 72,165 160,002 114,951 114,951

Total Budget $1,123,781 $1,187,766 $1,326,603 $1,282,902 $1,283,020

Authorized Staffing (FTE) 15.00 15.00 19.00 19.00 19.00

Appropriation History: General Fund $100,750 $45,813 ($45,726) $117,123 $177,241 All Funds 1,123,781 1,187,766 1,326,603 1,282,902 1,283,020

Contract Compliance Appropriation History

$1,310,000 All Funds $1,110,000

$910,000

$710,000

$510,000

$310,000 General Fund $110,000

($90,000) 1998-99 1999-00 2000-01 2001-02 2002-03 1998-99Actual 1999-00Actual Unaudited 2000-01Adopted 2001-02Adopted 2002-03 Actual Actual UnauditedActual Adopted Adopted Actual

FY 2001-03 Adopted Policy Budget F-53 CITY MANAGER Table of Contents

Selected Performance Measures:

Activity: Contract Compliance Division: City Manager's Office

Objective: Monitoring and enforcement of the City's programs in L/SLBE/DBE and local employment

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of construction dollars awarded to L/SLBE/DBE and Local Employment 60% 57% 70% 75% Percent of professional services dollars awarded to L/SLBE firms 60% 39% 70% 75% Percent of construction workforce hours worked by Oakland residents 50% 53% 55% 60%

Contract Compliance

80% 75% 75% 70% 70% 70%

60% 60% 60% 60% 57% 53% 55% 50% 50%

39% 40%

30%

20%

10%

0% 2000-01 2000-01 2001-02 2002-03 Projected Actual Projected Projected

Percent of construction dollars awarded to L/SLBE/DBE and Local Employment Percent of professional services dollars awarded to L/SLBE firms Percent of construction workforce hours worked by Oakland residents

F-54 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget F-55 CITY MANAGER Table of Contents

Budget Office

Services Provided:

The City Manager’s Budget Office provides financial and operations analyses for all City operations. These activities include analysis of budget submissions; preparation and monitoring of the City’s Proposed and Adopted Policy Budgets, including the Capital Improvement Program (CIP), the Landscaping and Lighting Assessment District (LLAD), and the Oakland Redevelopment Agency (ORA); maintaining the computerized budgeting system, Budget Reporting and Analysis Support System (BRASS); monitoring and forecasting revenues and expenditures; and monitoring budget to actual financial data and nonfinancial performance measurements. In addition, the Budget Office performs operational and management studies of City functions and contracted services; provides cost analyses of labor union proposals; analyzes departmental fees and charges; prepares, maintains and distributes the Master Fee Schedule; and develops, updates and reports on the City’s rolling Five-Year Financial Plan.

Major Accomplishments:

Major accomplishments during FY 1999-01 included preparation of the FY 1999-01 Policy Budget, Five-Year Capital Improvement Program, Landscape and Lighting Assessment District Budget, and Oakland Redevelopment Agency Budget; preparation of quarterly revenue and expenditure reports; completion of updates to the Five-Year Financial Plan; development and production of semi-annual status reports on the Capital Improvement Program; preparation of quarterly performance measurement reports and provision of Citywide user training; analysis of fee rates and charges; addition of the City’s Adopted Budget to Oakland’s web page; development and implementation of Budget Office process improvements; participation in implementation of the position control module of the new Human Resource and Information System; implementation of system enhancements to the Budget Reporting and Analysis Support System (BRASS) and provision of Citywide user training; union costing for contract negotiations with non-sworn represented employees. The City was awarded the Government Finance Officers’ Association Distinguished Budget Presentation Award and received its first California Society of Municipal Finance Officers Award for Excellence in Operational Budgeting.

Plans For FY 2001-03:

Plans for FY 2001-03 include preparation of the FY 2001-03 Policy Budget, Five-Year Capital Improvement Program, Landscaping and Lighting Assessment District and Oakland Redevelopment Agency Budgets within Mayor and Council guidelines and timeframe; preparation of quarterly revenue and expenditure reports; continuing updates to the Five-Year Financial Plan; development and production of semi-annual status reports on the Capital Improvement Program; preparing quarterly performance measurement reports; identification of savings through restructuring, productivity and operation analysis; analysis of fee rates and charges; updating of the Master Fee Schedule; enhanced analysis of agency program performance in conjunction with mid-cycle review of the two-year budget; incorporating economic development and demographic factors into revenue forecasts; and continued development of customer service improvements.

F-56 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Budget Office Actual Actual Actual Adopted Adopted Personnel Services $0 $871,933 $1,184,227 $1,560,462 $1,561,222 Operation & Maintenance 0 266,988 342,758 185,823 185,823

Total Budget $0 $1,138,921 $1,526,985 $1,746,285 $1,747,045

Authorized Staffing (FTE) 0.00 18.00 18.00 17.00 17.00

Appropriation History: General Fund $0 $934,227 $1,094,217 $1,185,092 $1,185,852 All Funds 0 1,138,921 1,526,985 1,746,285 1,747,045

Budget Office Appropriation History

$2,000,000 All Funds $1,800,000

$1,600,000

$1,400,000 General Fund $1,200,000

$1,000,000

$800,000

$600,000

$400,000

$200,000

$0 1999-00 2000-01 2001-02 2002-03 Actual Unaudited Adopted Adopted Actual

FY 2001-03 Adopted Policy Budget F-57 CITY MANAGER Table of Contents

Intergovernmental Affairs

Services Provided:

The Intergovernmental Affairs Division provides grant research and some grant writing support to various City agencies and departments; monitors funding activities on behalf of the City at large; provides staff support for development of the City’s Federal and State Legislative Agenda; and directs the activities of the Safe Passages Program.

Major Accomplishments:

Accomplishments in FY 1999-01 included: successfully assisted staff in securing partial funding for the Oakland School for the Arts; funding was secured from the State of California, with supplemental from a local corporation; developed and implemented an MS Access based database that provides a strategic manner for the City to track and manage all grant making efforts by various agencies and departments, resulting in a substantial decline of multiple applications for single grants; successfully managed the Department of Justice’s Weed and Seed grant in conjunction with the Oakland Police Department. Additionally, managed and developed a strategy for implementation of the Department of Justice’s Data Sharing Grant that allows for the development of a framework for sharing information among “need to know” parties providing services for juveniles in Alameda County.

Plans for FY 2001-03:

Plans for FY 2001-03 include: fully implementing the tracking database used for monitoring funding opportunities and tracking of all grant-making activities; expanding the Safe Passages Program to include new schools, thereby reducing the number of crimes committed by youth in and around schools, as well as reducing the truancy rate; conducting a number of workshops meant to acquaint City Staff and the Community with fund development, as well as the myriad of services provided by the division; developing a program where the City of Oakland provides development and grant writing support for community based organizations on a fee basis; and developing a relatively comprehensive database of non- profit community based organizations for the purpose of establishing strategic alliances in securing funds and developing community-based programs.

F-58 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Intergovernmental Affairs Actual Actual Actual Adopted Adopted Personnel Services $181,468 $176,980 $416,153 $304,670 $304,670 Operation & Maintenance 23,045 241,112 157,458 201,719 261,719

Total Budget $204,513 $418,093 $573,611 $506,389 $566,389

Authorized Staffing (FTE) 3.00 3.00 4.00 4.00 4.00

Appropriation History: General Fund $193,210 $176,383 $404,281 $323,354 $323,354 All Funds 204,513 418,092 573,611 506,389 566,389

Intergovernmental Affairs Appropriation History

$700,000

$600,000 All Funds $500,000

$400,000

$300,000 General Fund $200,000

$100,000

$0 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

General Fund

FY 2001-03 Adopted Policy Budget F-59 CITY MANAGER Table of Contents

Public Ethics Commission

Services Provided:

The City of Oakland Public Ethics Commission was created in November 1996. Its mission is “to promote the highest confidence in the ethics of the government of the City of Oakland”. The seven-member Commission, comprised of three mayoral appointees and four members who are appointed by the Commission as a whole, oversees compliance with government ethics laws. These laws include: 1) the City of Oakland Sunshine Ordinance; 2) the City of Oakland Campaign Reform Ordinance (OCRA); 3) the Code of Conduct for Council Members; and 4) the Limited Public Financing Act. The Commission also takes an active part in informing the public about their rights to obtain information about City government and helps create easier access to information and meetings of public bodies in the City. Educating City officials, employees, Board and Commission members and candidates for elected office about ethics laws and investigating complaints about possible violations to these laws are also within the Commission’s purview.

Major Accomplishments:

Major accomplishments in FY 1999-01 include: completed the recruitment and hiring of a full-time Executive Director who began work in April 2000; the Commission revised and consolidated its administrative procedures for handling complaints; and the new procedures are expected to streamline the Commission’s review process and create opportunities for early and constructive complaint resolution. During 2000, a total of 31 complaints were filed with the Commission, compared with 13 in 1999 and 29 in 1998. The Commission adopted amendments and a series of administrative regulations to the existing Limited Public Financing Act, a program that will provide public matching funds to qualified candidates in the District Six special election in April 2001. The Commission also drafted and distributed its “How To Notice A Public Meeting”, the first in a planned series of “How To” guides for members of City boards and commissions, City staff and the public. The Commission’s Executive Director addressed the California Political Attorneys Association’s annual conference in September, 2000, on Oakland’s campaign finance laws. Individual Commissioners continued their ongoing efforts to speak to local schools and community groups about ethics in government.

Plans for FY 2001-03:

Plans for FY 2001-03 include administering and analyzing the Limited Public Matching Fund program for the District Six special election; conducting training seminars on Oakland’s campaign finance laws prior to local elections; reviewing City Council salaries pursuant to City Charter requirements; developing additional training materials for City staff on ethical and financial conflict of interest issues; investigating and resolving citizen complaints in a timely manner; conducting public outreach through community meetings, KTOP broadcasts and the Commission’s website; and reviewing and recommending improvements to the Oakland Sunshine Ordinance.

F-60 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Ethics Commission Actual Actual Actual Adopted Adopted Personnel Services $104,967 $187,207 $167,521 $167,633 Operation & Maintenance 48,865 19,625 53,250 55,100

Total Budget $153,832 $206,832 $220,771 $222,733

Authorized Staffing (FTE) 2.00 2.00 2.00 2.00

Appropriation History: General Fund $153,832 $206,832 $220,771 $222,733 All Funds 153,832 206,832 220,771 222,733

FY 2001-03 Adopted Policy Budget F-61 CITY MANAGER Table of Contents

Equal Employment Opportunity Programs

Services Provided:

The Equal Employment Opportunity Programs (EEOP) implements and oversees State and Federal Equal Employment Opportunity (EEO) and disability program mandates. Adherence to these programs benefits the City by 1) ensuring that the City adheres to Federal & State EEO laws; 2) ensuring the City’s workforce reflects the diversity of the community; 3) preventing and mitigating claims against the organization, and; 4) maintaining a work environment free of discrimination and harassment. These efforts are accomplished through implementation and enforcement of the California Fair Employment & Housing Act (FEHA), Title Vii of the Civil Rights Act of 1964, and the Americans with Disabilities Act (ADA), the investigation of complaints of harassment and discrimination, the mediation and resolution of disputes, and providing technical EEO and ADA advise to City management staff. Specifically, the EEOP provides staff support and advise to City staff on EEO and ADA compliance, provides ADA job related accommodation to City employees and job applicants, establishes liaisons with community groups and selected area schools, submits legally required equal opportunity statistical and analytical reports to federal and state agencies and presents equal opportunity reports to the City Council on employment and disability compliance activities.

Major Accomplishments:

Accomplishments during the FY 1999-01 budget years include the completion and submission of EEO and ADA activity reports to the City Council and the federal Dept. of Justice, and the revision and/or development of City policies including those on sexual harassment, racial harassment and discrimination, and ADA reasonable accommodation processes. The Division investigated an average of 117 harassment/discrimination complaints annually and responded to an average of 25 contacts daily from City staff and the general public. Additionally the Division was actively involved in community outreach activities, including participating as site coordinators for the City’s “Walk a Child to School Day” program, coordinating the department’s participation at Lowell Middle School’s Career Week activities and Lazear Elementary School’s “Take Our Children to Work Day”, co-facilitation of the Oakland Multiple Sclerosis Society’s “Project Access: Visibility and Education”, participation in youth employment community efforts led by such organizations as Laotian Family Community Development, Spanish Speaking Citizens Foundation, and the Private Industry Council (PIC).

Plans for FY 2001-03:

Plans for FY 2001-03 include submitting the City’s EEO-4 (Workforce Analysis) to the Dept. of Justice as required, submitting the Year 2000 Workforce Status Report and the Measure G Relevant Labor Workforce Report to the City Council as mandated, producing and distributing a quarterly EEO performance report to the City’s agency and department directors, Updating the City’s Disability Accommodations Policy (AI 139), and developing an Equal Access Language policy for the City as mandated by the State of California’s Dymally/Alatorre Bilingual Services Act, Presidential Executive Order #13166 mandating improved access to services for persons with limited English proficiency, and City Manager and Council mandates. Additional plans include aggressive monitoring of the City’s recruitment, examination and selection process and procedures to ensure compliance with all applicable mandates, coordinating the development and facilitation of ADA employment training programs for supervisory and management staff, continuing the implementation of the City’s reasonable employment accommodation policy, participation in the citywide workplace discrimination and harassment prevention training and the ongoing maintenance of thorough and cost effective investigation, mediation and dispute resolution programs.

F-62 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Office of Equal Employment Opportunity Actual Actual Actual Adopted Adopted Personnel Services $467,686 $467,509 Operation & Maintenance 22,618 22,618

Total Budget $490,304 $490,127

Authorized Staffing (FTE) 6.00 6.00

Appropriation History: General Fund $490,304 $490,127 All Funds 490,304 490,127

* The Equal Employment Opportunity Division transferred from the Office of Personnel in FY 2001-02.

FY 2001-03 Adopted Policy Budget F-63 CITY MANAGER Table of Contents

Risk Management Division

Services Provided:

The Risk Management Division plans, directs and administers all Risk Management, Insurance and Safety programs related to Health & Safety Mandates, Injury/Illness Reduction, Regulatory Compliance, Workers’ Compensation and General Liability Loss Reduction. It provides direct services to departments and employees related to risk management/ safety consultation, liaison with policy carriers and other administering agencies, etc. It represents the City on Cal/OSHA compliance matters and disability retirement applications. The Insurance Administration Services Unit serves as liaison for the City to the insurance brokerage community in order to procure coverage necessary to protect collateral used for Revenue Bond and Capital Improvement Bond financing and to protect City properties, equipment and personnel from catastrophic loss. The unit also reviews contracts and agreements to ensure compliance with insurance requirements, and manages claims against City insurance policies.

Major Accomplishments:

Major accomplishments during FY 1999-01 included: implementation of over 1,100 worksite inspections for a healthy and safe work environment; completion of over 250 health and safety trainings; closure of over 2,300 Workers’ Compensation claims; implementation of three new MOU-driven benefits/safety programs; implementation of a new Transitional Duty Program for injured associates; and development of two Administrative Instructions for the Fleet Safety Program. Further, the Division coordinated the change from a premium payment to self-funded dental coverage; Negotiated or modified contracts for Occupational/Jail Medical Services; and Implemented the Risk Management Incentive Program as related to General Liability Losses.

Plans for FY 2001-03:

Plans for 2001/03 include continuing to provide a high level of customer service and product quality in all areas of responsibility; Implementation of a comprehensive Fleet Safety program and citywide Loss Control Programs based on Loss Trends and Forecasts; Target areas of high risk exposures for focused & localized Loss Control/Safety Services program; Continue the development of the Integrated Disability Management Program; and Complete RFPs for Occupational Medical and Jail Medical Services, Workers’ Compensation Third Party Administration Services, Workers’ Compensation Program Review Services and various Training Services.

F-64 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Risk Management Actual Actual Actual Adopted Adopted Personnel Services $365,004 $365,004 Operation & Maintenance 611,019 611,019

Total Budget $976,023 $976,023

Authorized Staffing (FTE) 5.00 5.00

Appropriation History: General Fund $435,000 $435,000 All Funds 976,023 976,023

* The Office of Risk Management transferred from the Office of Personnel effective July 1, 2001.

FY 2001-03 Adopted Policy Budget F-65 CITY MANAGER Table of Contents

Notes

F-66 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Department of Craft & Cultural Arts

Department Director Benjamin Hazard

FY 2001-03 Adopted Policy Budget F-67 CRAFT & CULTURAL ARTS Table of Contents

Notes

F-68 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Department of Craft & Cultural Arts (12.80 FTE)

Administration (4.00 FTE)

Public Art Cultural Funding Special Projects (2.00 FTE) (3.00 FTE) (3.80 FTE)

FY 2001-03 Goals:

1. To celebrate Oakland’s artistic and cultural wealth and encourage creative expression through live music, visual, and performing arts.

2. To coordinate efforts with private and nonprofit organization such as the Oakland Symphony, Oakland Ballet Company, Children’s Theatre, and the Oakland Blues ’N Jazz Festival.

3. To support downtown revitalization, citywide economic development, and flourishment of neighborhood arts and cultural events.

4. To provide alternatives and positive experiences for diverting youth from criminal activity.

FY 2001-03 Adopted Policy Budget F-69 CRAFT & CULTURAL ARTS Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 General Fund Actual Actual Actual Adopted Adopted Local Arts Support Unit $748,011 $1,041,138 $1,389,937 $1,409,689 * Alice Arts Center 429,047 0 0 0 ** Studio One 93,934 0 0 0 ** City-Wide Programs Unit 114,822 153,212 0 0 Cultural Facilities 0 1,086,525 0 0 Total $1,385,814 $2,280,875 $1,389,937 $1,409,689

All Funds Local Arts Support Unit $851,287 $1,342,550 $1,686,387 $1,706,139 * Alice Arts Center 482,126 0 0 0 ** Studio One 160,337 0 0 0 ** City-Wide Programs Unit 174,827 165,306 0 0 Cultural Facilities 0 1,278,788 0 0 Total $1,668,577 $2,786,644 $1,686,387 $1,706,139

Expenditures by Character Personnel Services $1,324,972 $2,170,035 $952,883 $980,734 Operations & Maintenance 343,605 616,609 733,504 725,405 Total $1,668,577 $2,786,644 $1,686,387 $1,706,139

* Alice Arts Center was transferred to the Life Enrichment Agency effective FY 2000-01. ** Studio One was transferred to the Life Enrichment Agency and City-Wide Programs Unit was transferred to the Non-Departmental budget effective FY 2000-01.

Craft & Cultural Arts Appropriation History

$3.0 (M)

ALL FUNDS

$2.5 (M)

$2.0 (M)

$1.5 (M) GENERALNERAL FUND FUND

$1.0 (M)

$0.5 (M)

$0.0 (M) 1999-00 2000-01 2001-02 2002-03 Actual Unaudited Adopted Adopted Acutal

F-70 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted

1010 General Purpose $1,385,814 $2,280,875 $1,389,937 $1,409,689 1100 Self-Insurance Liability 0 313 0 0 1550 OPRCA Recreation Center Operating Funds 168,673 (508) 0 0 1710Recycling Program 109000 1720 Comprehensive Clean-Up 0 183 0 0 1730 Henry J. Kaiser Convention Center 34,203 (46,445) 0 0 1820 OPRCA Self Sustaining Revolving Fund (24,787) 218,460 0 0 2112 Department of Justice 0 (413) 0 0 2116 Department of Transportation 0 (2,411) 0 0 2118 National Foundation of the Arts & Humanities 12,182 995 0 0 2240 Measure O Fund 2,358 (835) 0 0 2310 Lighting and Landscape Assessment District 1,289 844 0 0 2992 Parks and Recreation Grants 0 3,255 0 0 2999 Miscellaneous Grants 0 30,571 0 0 4100 Equipment Rental 0 310 0 0 5004 GOB Series 1995B, Measure K 0 8,341 0 0 5006 GOB Series 1997C, Measure K 14,500 30,517 0 0 5500 Municipal Capital Improvement 0 7,500 0 0 5505 Municipal Capital Improvement - Public Arts 74,236 258,380 296,450 296,450 7780 Oakland Redevelopment Agency 0 (3,288) 0 0

Total Budget $1,668,577 $2,786,644 $1,686,387 $1,706,139

Authorized FTE 23.27 23.27 12.80 12.80

FY 2001-03 Adopted Policy Budget F-71 CRAFT & CULTURAL ARTS Table of Contents

Funding by Source FY 2001-03 Adopted Policy Budget $3,392,526

Municipal Capital Improvement - Public Arts 17%

General Purpose Fund 83%

Significant Budget Changes for the Department of Craft and Cultural Arts

The Department of Craft and Cultural Arts FY 2001-03 budget shows a $1.1 million decline in funding due to the transfer of the Alice Arts Center and Studio One. Nevertheless, current-funding levels will provide for traditional services and provide for the coordination and operation of an art gallery.

Local Art Support

• Coordinate and operate an art gallery to comply with the Pardee Artists Settlement Agreement in which the City Council committed to create an art gallery adjacent to City Hall Plaza. Funding for 1 FTE, a Program Analyst I, is included in the budget proposal.

F-72 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Staffing History: Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Authorized Authorized Authorized Authorized Authorized

Administration 4.00 4.00 4.00 4.00 Local Arts Support 16.77 16.77 8.80 8.80 Alice Arts Center 2.50 2.50 0.00 0.00

Total 23.27 23.27 12.80 12.80

FY 2001-03 Adopted Policy Budget F-73 CRAFT & CULTURAL ARTS Table of Contents

Two Year Budget

1998-99* 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Director of Crafts and Cultural Arts 1.00 1.00 1.00 1.00 Executive Assistant to Director 0.00 0.00 1.00 1.00 Accountant II 0.00 0.00 1.00 1.00 Office Assistant II 0.00 0.00 1.00 1.00 Cultural Arts Manager 1.00 1.00 0.00 0.00 Cultural Arts Specialist 1.00 1.00 0.00 0.00 Public Arts Coordinator 1.00 1.00 0.00 0.00 Recreation Supervisor 1.00 1.00 0.00 0.00 Alice Arts Center Director 1.00 1.00 0.00 0.00 Recreation Center Director 1.00 1.00 0.00 0.00 Recreation Program Director 2.00 2.00 0.00 0.00 Administrative Assistant II 1.00 1.00 0.00 0.00 Management Assistant 0.50 0.50 0.00 0.00 Administrative Analyst II 1.00 1.00 0.00 0.00 Program Analyst I 0.00 0.00 3.80 3.80 Program Analyst II 1.00 1.00 3.00 3.00 Program Analyst III 0.00 0.00 2.00 2.00 Recreation Specialist II, PT 2.38 2.38 0.00 0.00 Recreation Specialist I, PT 2.12 2.12 0.00 0.00 Recreation Leader I, PT 1.81 1.81 0.00 0.00 Recreation Leader II, PT 1.34 1.34 0.00 0.00 Cultural Arts Specialist, PT 0.50 0.50 0.00 0.00 Recreation Aide, PT 0.32 0.32 0.00 0.00 Recreation Specialist I, PPT 1.60 1.60 0.00 0.00 Recreation Specialist II, PPT 0.70 0.70 0.00 0.00

Total 23.27 23.27 12.80 12.80

F-74 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation vs FTE

Appropriation ($ M) FTE 3.0 30

2.5 25

2.0 20

1.5 15

1.0 10

0.5 5

- 0 ActualActual UnauditedUnaudited AdoptedAdopted Adopted Adopted 1999-001999-00 ActualActual 2001-022001-02 2002-03 2002-03 2000-012000-01

General Fund All Funds FTE

FY 2001-03 Adopted Policy Budget F-75 CRAFT & CULTURAL ARTS Table of Contents

Craft and Cultural Arts

Services Provided:

The Craft and Cultural Arts (CCA) Department is the City’s local arts agency which provides services to the arts community and sponsors culturally enriching activities, exhibitions and events for Oakland residents and visitors. CCA-sponsored programs and projects beautify neighborhoods, enhance downtown revitalization, and celebrate Oakland’s creative and cultural diversity. CCA programs provide support to nonprofit cultural and service organizations, individual artists and arts education providers through the Cultural Funding Program in the following funding categories: Sustaining and Advancement Support, Professional Assistance, Project Support, Facility Access, Creative Artist Fellowship, Arts in Education, Youth- to-Youth Arts Grants, and the Parades, Runs and Street Festivals Programs. The Public Art Program funds major works of public art throughout Oakland to enhance City facilities and other public buildings and spaces with engaging art works and design elements created by commissioned artists. Under Special Projects, CCA manages the new downtown Cultural Affairs Commission Art Gallery featuring Oakland visual artists and coordinates the Oakland Artisan Marketplace enabling many local artisans to sell their crafts and coordinate special events such as festivals, celebrations and the development of a web page that informs the public of the arts and cultural activities in Oakland.

Major Accomplishments:

During FY 1999-01, Cultural Funding Program has given over $1,293,000 in 80 grants supporting over 9,000 artists and nonprofit organizations that produced over 14,000 events and activities; 25 arts education programs in 54 Oakland public schools that served approximately 10,000 students. The following projects totaling $338,800 were completed through the Public Art Program: Jack London Aquatic Center, Coliseum/BART Amtrak Station, Bushrod Community Center, North Hills Fire Station, Oakland Animal Shelter, Emergency Operations Center, West Oakland Youth Development Center and the new Police Communications 911 facility. CCA completed selections and contracts for $622,000 in new projects which include the I-880 Broadway Underpass Project, 4 BART Entrances and Plaza Fountain Sculpture. Special Projects included a six-week summer Careers in the Arts Apprenticeship Program (CAAP) with East Bay Institute for Urban Arts. Under CCA management, the Alice Arts Center presented a six-month Art Exhibition Series featuring 16 East Bay artists, and hosted a range of cultural and performing arts events, including the open house celebration attracting many Oakland residences and visitors. In addition, the CCA is developing the Cultural Affairs Commission Art Gallery in Frank H. Ogawa Plaza in the Lionel J. Wilson Building, and is developing the City of Oakland/State of California partnership in a new exhibition space in the Elihu Harris State Building. A new department logo and website has been developed for the CCA.

Plans for FY 2001-03:

Plans for FY 2001-03 include redesigning the Cultural Funding Program application process and providing up to $1.492 million in grants yearly to the Oakland arts community. The Public Art Program plans include completing the three new murals in the African American Museum and Library; 4 BART entrances redesign and installation and Broadway/I-880 Underpass installation; installing the Frank H. Ogawa Plaza Fountain Sculpture; developing and implementing the Adopt-a- Sculpture Program in cooperation with the Oakland Museum of California, CEDA, neighborhood groups and local businesses; coordinating the Arts Partnership Program on murals and identifying funds for the restoration and maintenance of public art. Special Projects plans include producing four to six art exhibitions in the new Cultural Affairs Commission Art Gallery and other downtown exhibition venues; expanding the Oakland Artisans Marketplace to neighborhoods and developing the Artist Work Space Program.

Significant Budget Adjustments:

The Alice Arts Center and Studio One were transferred to the Life Enrichment Agency. The transfer affected the movement of 10.47 FTE out of the Crafts and Cultural Arts Department into the Life Enrichment Agency.

F-76 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Craft and Cultural Arts Actual Actual Actual Adopted Adopted Personnel Services $1,324,972 $2,170,035 $952,883 $980,734 Operation & Maintenance 343,605 616,609 733,504 725,405

Total Budget $1,668,577 $2,786,644 $1,686,387 $1,706,139

Authorized Staffing (FTE) 23.27 23.27 12.80 12.80

Appropriation History: General Fund $1,385,814 $2,280,875 $1,389,937 $1,409,689 All Funds 1,668,577 2,786,644 1,686,387 1,706,139

Activities: Administration $292,843 $312,700 $375,292 $375,521 Cultural Facilities 0 1,278,788 0 0 Alice Arts Center 642,463 0 0 0 Local Arts Support 558,444 1,029,850 1,311,095 1,330,618 Citywide Programs 174,827 165,306 0 0 Total $1,668,577 $2,786,644 $1,686,387 $1,706,139

FY 2001-03 Adopted Policy Budget F-77 CRAFT & CULTURAL ARTS Table of Contents

Selected Performance Measures

Activity: Cultural Funding Program Division: Craft Cultural Arts

Objective: To provide financial and program support to the diverse community of Oakland- based artists and arts organizations that offer cultural activities to Oakland residents and

2000-01 2001-02 2002-03 Performance Measures 2000-01 Actual Projected Projected Projected Ratio of city support to leveraged (matching) revenue raised by organizations 1:5.88 1:2.1 1: 5.88 1:5.88 Percent of new applicants to the program 10% 19% 12% 12% Percent of financial support given to diverse communities. 38% 100% 38% 38% Percent of respondents rating the cultural arts program satisfactory or better 100% 96% 100% 100% Percent of funded events free to the public 32% 32% 30% 30%

F-78 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Alice Arts Center* Actual Actual Actual Adopted Adopted Personnel Services $329,291 Operation & Maintenance 152,835

Total Budget $482,126

Authorized Staffing (FTE) 2.50 Appropriation History: General Fund $429,047 All Funds 482,126

* Alice Arts Center was transferred to the Life Enrichment Agency effective FY 2000-01.

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Citywide Programs Unit * Actual Actual Actual Adopted Adopted Personnel Services$ 139,467 Operation & Maintenance 35,360

Total Budget $ 174,827

Authorized Staffing (FTE)

Appropriation History: General Fund$ 114,822 All Funds 174,827

* The Citywide Programs Unit was transferred to the Non-Departmental budget effective FY 2000-01.

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Studio One * Actual Actual Actual Adopted Adopted Personnel Services $153,554 Operation & Maintenance 6,783

Total Budget $160,337

Authorized Staffing (FTE)

Appropriation History: General Fund $93,934 All Funds 160,337

* Studio One was transferred to the Life Enrichment Agency effective FY 2000-01.

FY 2001-03 Adopted Policy Budget F-79 CRAFT & CULTURAL ARTS Table of Contents

Notes

F-80 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Office of Personnel

The mission of the City of Oakland Office of Personnel is to provide high quality human resource services to the public and to all City departments and agencies. As we serve, we commit to maintaining excellence, honesty, integrity and high standards in the quality of service that we provide; giving personalized, trustworthy service, courteous assistance, patience and compassion for every customer; taking responsibility as a department and as individuals for the work that we do and for the image we present as representatives of the City; working as a team to develop partnerships by continuous open communication with our internal and external customers and our City associates; promoting personal and professional growth as well as job satisfaction for all City staff, and fostering an environment in which associates’ creativity, productivity and risk taking are recognized, valued and encouraged; respecting and celebrating the diverse community in which we live and work and actively promoting diversity in our workforce, and; never forgetting to see the human side of our work, maintaining our sense of humor and valuing each other.

Department Director Walter L. Johnson, Sr.

Division Manager

Administration Jim Brown Human Resources Development Cynthia Lee Operations Vance Thompson Employment and Classification Jim Brown Employee Relations Stephanie Garrabrant-Sierra Retirement Administration Jim Brown

FY 2001-03 Adopted Policy Budget F-81 OFFICE OF PERSONNEL Table of Contents

Notes

F-82 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Office of Personnel (54.75 FTE)

Office of the Director (6.25 FTE) Administration and Fiscal Support

Human Resources Operations Employment & Employee Relations Retirement Development Division Classification (4.0 FTE) Administration (5.0 FTE) (10.0 FTE) (20.50 FTE) (9.0 FTE)

Employee Payroll Assistance Operations (1.0 FTE) (7.0 FTE)

Training Inform ation (4.0 FTE) Systems (3.0 FTE)

FY 2001-03 Goals:

1. To assist in reducing crime, and enhancing economic development and urban revitalization by providing City agencies and departments with a 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.

2. To assist the City in increasing organizational effectiveness and accountability and facilitating desired restructuring and reorganization efforts through implementation of relevant human resource policies and practices.

3. Provide organizational support to agencies and departments, and aggressively pursue cost containment opportunities for City services through fiscally responsible negotiation of labor agreements and fair and effective handling and resolution of employee concerns.

4. Provide a modern, competitive, flexible job classification and compensation system, which is responsive to changing City goals, priorities and resources as well as external markets.

5. Implement and manage comprehensive benefits programs, which serve employee needs while containing costs.

6. Design, implement and manage employee training, development and assistance programs which prepare employees to assume new work assignments and to positively adjust to changing organizational priorities, resources and service models; provide job performance development, appraisal and feedback, and provide assistance to employees impacted by organizational change, including employee counseling and outplacement services.

7. Provide comprehensive human resource information and payroll management services to City departments by effectively managing the Oracle HR/Payroll applications, by overseeing the City’s official employment records for over 5,000 employees, and by providing timely, automated workforce and employee data reports to assist in the evaluation and response to human needs.

FY 2001-03 Adopted Policy Budget F-83 OFFICE OF PERSONNEL Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Actual Actual Actual Adopted Adopted General Fund Administration & Operations $1,260,632 $1,343,738 $1,823,965 $800,538 $801,289 Employment & Classification 1,360,629 1,371,406 1,359,499 1,576,700 1,577,629 * Employee Relations/Equal Opportunity 473,350 726,133 804,641 $427,193 $427,452 Human Resource Development 285,901 368,391 359,371 396,753 396,995 * Retirement Administration 324,799 369,899 309,092 0 0 Total $3,705,311 $4,179,567 $4,656,568 $3,201,184 $3,203,365

All Funds Administration & Operations $1,489,762 $1,452,470 $1,838,909 $800,538 $801,289 Employment & Classification 1,506,184 1,409,628 1,364,783 1,576,700 1,577,629 *Employee Relations/Equal Opportunity 473,350 726,133 804,641 427,193 427,452 Human Resource Development 285,901 368,391 359,371 396,753 396,995 * Retirement Administration 1,786,222 6,809,524 5,476,700 972,362 972,362 Total $5,541,419 $10,766,146 $9,844,404 $4,173,546 $4,175,727

Expenditures by Character Personnel Services $4,324,096 $6,282,846 $6,118,092 $3,652,318 3,654,499 Operations & Maintenance 1,217,323 4,483,300 3,726,312 521,228 521,228 Total $5,541,419 $10,766,146 $9,844,404 $4,173,546 $4,175,727

*Equal Opportunity Program and Risk Management moved to the City Manager's Office effective FY 2001-02.

Office of Personnel Appropriation History

$12.00

ALL FUNDS $10.00

$8.00

$6.00

$4.00 GENERAL FUNDS

$2.00

$- 1998-99 1999-00 Actual 2000-01 2001-02 2002-03 Actual Unaudited Actual Adopted Adopted

F-84 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted

1010 General Purpose $3,705,311 $4,179,567 $4,656,568 $3,201,184 $3,203,365 1100 Self Insurance Liability 0 0 36 0 0 1150 Workers Compensation Insurance Claims 735,106 702,567 850,110 219,432 219,432 1750 Multipurpose Reserve 0 521 172 0 0 2159 State of California Other 145,546 29,036 2,855 0 0 2230 State Gas Tax 0 0 938 0 0 2310 Lighting and Landscape Assessment District 0 601 196 0 0 4500 Central Stores 0 0 352 0 0 5012 JPFA Admin Building Series 1996 21,574 0 0 0 0 5500 Municipal Capital Improvement 0 0 1,150 0 0 5999 Miscellaneous CAP Project 229,139 118,918 6,513 0 0 7100 Police and Fire Retirement System 557,531 4,201,275 2,937,186 457,785 457,785 7120 Oakland Muni. Empl. Retirement Stm. OMERS 146,063 1,533,661 1,383,535 295,145 295,145 7780 Oakland Redevelopment Agency 0 0 4,793 0 0 7999 Miscellaneous Trust 1,149 0 0 0 0

Total Budget $5,541,419 $10,766,146 $9,844,404 $4,173,546 $4,175,727

Authorized FTE 56.57 64.57 64.57 54.75 54.75

Expenditures by Fund FY 2001-03 Adopted Policy Budget $8,349,273

OMERS Police and Fire Retirement 7.1% System 11.0%

Workers Compensation Insurance Claims 5.3%

General Purpose General Fund 76.7%

FY 2001-03 Adopted Policy Budget F-85 OFFICE OF PERSONNEL Table of Contents

Significant Budget Changes for the Office of Personnel

The Adopted Budget for the Office of Personnel reflects a decrease in funding due in part to the transfer of the Office of Equal Employment Opportunity program and the Office of Risk Management to the Office of the City Manager effective July 1, 2001.

Administration and Operations

• The Adopted Budget is reconfigured to enhance support for the Human Resource/Payroll System.

Employment and Classification

• Increase in the Adopted budget is intended to develop web-based application processes to expand the pool of qualified candidates,

• Develop new outreach strategies to increase the number of local hires,

• Conduct recruitment and selection for new Police and Fire Academies.

Employee Relations

• Negotiate 10 to 12 new labor agreements with Local 790, Local 21, Electrical Workers, Engineers and Park Rangers,

• The change in the Adopted budget is due to the transfer of the Office of Equal Employment Opportunity program to the City Manager’s Office.

Human Resources Development

• The increase in the Adopted Budget is intended to increase the number and diversity of training opportunities for City Associates, and

• Implement a new program to provide “Management Coaches” for supervisors and managers to enhance skills and practical application of learned concepts.

Retirement Administration

• Implement a comprehensive Fleet Safety Program and Citywide Loss Control Program,

• Develop an “E-Benefits” Website for City Associates to provide interactive access to benefits information.

F-86 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Staffing History: Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Authorized Authorized Authorized Authorized Authorized

Administration and Operations 18.32 18.32 18.32 16.25 16.25 Employment & Classification 18.00 21.00 21.00 20.50 20.50 *Employee Relations/Equal Opportunity 3.75 6.75 6.75 4.00 4.00 Human Resource Development 3.50 3.50 3.50 5.00 5.00 * Benefits / Retirement Administration 13.00 15.00 15.00 9.00 9.00

Total 56.57 64.57 64.57 54.75 54.75

*Equal Opportunity and Risk Management moved to the City Manager's Office Effective FY 2001-02.

FY 2001-03 Adopted Policy Budget F-87 OFFICE OF PERSONNEL Table of Contents

Two Year Budget

1989-99 1990-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Director, Personnel Resource Management 1.00 1.00 1.00 1.00 1.00 Director of Retirement Systems 1.00 1.00 1.00 0.00 0.00 Asst. to Director of Retirement 1.00 1.00 1.00 0.00 0.00 Accountant II 1.00 1.00 1.00 1.00 1.00 Accountant III 2.00 2.00 2.00 1.00 1.00 Administrative Analyst II, PPT 0.50 0.00 0.00 0.00 0.00 Administrative Analyst II, PPT (Conf.) 0.00 0.50 0.50 0.00 0.00 Administrative Analyst II 0.00 0.00 0.00 2.00 2.00 Administrative Assistant I 1.00 0.00 0.00 0.00 0.00 Administrative Assistant II 0.00 1.00 1.00 0.00 0.00 ADA Case Coordinator 0.00 1.00 1.00 0.00 0.00 Administrative Services Manager I 1.00 1.00 1.00 1.00 1.00 Asst. Safety & Loss Control Specialist 0.00 1.00 1.00 0.00 0.00 Benefits Analyst 0.00 1.07 1.07 1.00 1.00 Benefits Coordinator 1.00 1.00 1.00 0.00 0.00 Benefits Representative 1.75 1.75 1.75 3.75 3.75 Disability Benefits Coordinator 0.00 0.00 0.00 0.00 0.00 Employee Assistance Counselor 0.50 0.50 0.50 0.50 0.50 Employee Assistance Counselor, PPT 0.00 0.00 0.00 0.50 0.50 Employee Assistance Service Coordinator 1.00 1.00 1.00 0.00 0.00 Employee Fleet Safety Coordinator 0.00 0.00 0.00 0.00 0.00 Equal Opportunity Specialist 0.00 1.00 1.00 0.00 0.00 Executive Assistant 2.00 2.00 2.00 1.00 1.00 Human Resource Operations Technician 1.00 0.00 0.00 1.00 1.00 Human Resource Analyst 7.00 0.00 0.00 8.00 8.00 Human Resource Analyst (Conf.) 0.00 7.00 7.00 0.00 0.00 Human Resource Analyst, Principal 4.75 4.75 4.75 5.00 5.00 Human Resource Analyst, Senior 0.00 2.00 2.00 2.00 2.00 Human Resource Analyst, Senior Supv. 1.00 1.00 1.00 1.00 1.00 Human Resource Analyst, Supervisor 1.00 0.00 0.00 0.00 0.00 Human Resource Clerk 2.00 2.00 2.00 3.00 3.00 Human Resource Manager 2.00 2.00 2.00 2.00 2.00 Human Resource Technician 0.00 0.00 0.00 1.00 1.00 Human Resource Operations 0.00 0.00 0.00 1.00 1.00 Human Resource Operations Tech. Senior 3.00 4.00 4.00 2.00 2.00 Human Resource Operations Supervisor 1.00 1.00 1.00 0.00 0.00 Human Resource Systems Analyst, Senior 2.00 2.00 2.00 2.00 2.00 Human Resource Systems Analyst, Supv. 1.00 1.00 1.00 0.00 0.00 Human Resource Technician, Senior 0.00 0.00 0.00 1.00 1.00 Human Resource Technician, Supv. 1.00 1.00 1.00 1.00 1.00 Manager, Affirmative Action 0.00 1.00 1.00 0.00 0.00 Manager, Claims and Risk 1.00 1.00 1.00 0.00 0.00 Microcomputer Systems Specialist 1.00 1.00 1.00 0.00 0.00 Office Assistant I 2.00 1.00 1.00 0.00 0.00 Office Assistant II 7.00 3.00 3.00 0.00 0.00 Project Manager 0.00 0.00 0.00 5.00 5.00 Public Service Rep 1.07 5.00 5.00 5.00 5.00 Retirement Benefits Rep. 2.00 2.00 2.00 0.00 0.00 Retirement Systems Accountant 0.00 0.00 0.00 1.00 1.00 Safety & Loss Control Specialist 0.00 1.00 1.00 0.00 0.00 Safety and Loss Control Coordinator 1.00 1.00 1.00 0.00 0.00 Student Trainee, PT 0.00 2.00 2.00 1.00 1.00

Total Office of Personnel 56.57 64.57 64.57 54.75 54.75

F-88 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation vs FTE

Appropriation ($ M) FTE 12.0 70 11.0 10.0 60 9.0 50 8.0 7.0 40 6.0 5.0 30 4.0 20 3.0 2.0 10 1.0 0.0 0 1998-99 1999-00 Actual 2000-01 2001-02 2002-03 Actual Unaudited Actual Adopted Adopted

General Fund All Funds FTE

FY 2001-03 Adopted Policy Budget F-89 OFFICE OF PERSONNEL Table of Contents

Administration

Services Provided:

The Administration Division plans, directs and administers the operations of the Office of Personnel; advises the City Council and City management on issues pertaining to human resource policy and personnel law; administers the City’s reduction-in-force (RIF) program, and manages the Temporary Personnel Placement program. The Division also oversees the Civil Service Board by providing staff support in the areas of expert personnel consultations, agenda, meeting scheduling and notification, and preparation of relevant documents. The Administration Division is the official custodian of the City’s personnel records, containing over 10,000 active and inactive employee records; and, performs employment information research and verification, and responds to requests under the Sunshine Ordinance and Public Records Act.

Major Accomplishments:

Major accomplishments during FY 1999-01 included coordinating the relocation and consolidation of Personnel staff from leased facilities to the new Lionel Wilson Building; concluding a major reorganization and creation of the new Office of Personnel, through merger of the former Office of Personnel Resource Management and the Office of Risk and Retirement Administration; establishing new service priorities and deliverables to better meet the personnel needs of City agencies and departments; providing leadership and support for the implementation of the new Human Resource/Payroll system, accomplishing critical Y2K go-live deadlines and essential system enhancements and modifications; and, ensuring ongoing system operating improvements and readiness for future upgrades. Additionally, the division developed a new protocol for the Civil Service Board, resulting in streamlining the Board’s responsibilities and expediting the hearing and resolution of grievances and other issues; and, provided continued support to City management, the Mayor and City Council in human resource policy development and interpretation, and employee communications.

Plans for FY 2001-03:

Plans for FY 2001-03 include providing leadership, resources and central support to Office of Personnel operations and staff; supporting the City Manager, Mayor and city management in achieving restructuring and long-term organizational objectives, and continuing to enhance the effectiveness and delivery of existing services within available funding parameters. Other plans include continued support of the City Manager’s Office, the Mayor and Council in the areas of human resource policy development and interpretation, and employee communications, continuing to address temporary staffing needs across the City through responsive management of the Temporary Personnel Placement Program, providing on- going staff support and policy direction to the Civil Service Board, and continuing the improvement effort underway of the City’s official personnel records system. Additional plans include engineering the updating and refining of the Civil Service Rules and procedures to eliminate unnecessary or obsolete rules and enhance their effectiveness in promoting a fair, equitable and responsive personnel system. The FY 2001-03 budget period will also see implementation of new benefit programs resulting from negotiated agreements with employee organizations, the negotiation of renewals for current benefit contracts and the conduct of bid and RFP processes as necessary.

F-90 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Operations

Services Provided:

The HR Operations Division plans, directs and administers the City’s Payroll and Human Resource Application Systems. The Division manages the development of new system features, develops test scenarios, and provides technical support to City Agencies and Departments. The Payroll Unit provides pay processing services and personnel transactions for over 5,000 full-time and part-time employees and for over 1700 retired employees. The Human Resources Information System Unit (HRIS) provides development and testing services for both payroll and human resource applications. HRIS also functions as primary liaison to City Agencies and Departments for technical support.

Major Accomplishments:

Major accomplishments during 1999 - 2001 included providing leadership, resources and support to stabilize the Payroll and Human Resource Applications in the new Oracle System. The Division played a major role in correcting system and application deficiencies and errors discovered in various Pay Elements, and Payroll/HR Reports. Conducted payroll- training workshops for Agency and Department Payroll Representatives. For each payroll period, HR Operations processed and distributed payroll checks to over 5,000 full-time and part-time employees and over 1700 retired employees. Retro payments required by various MOUs were completed and distributed. A direct deposit program was implemented to give employees an opportunity to have their payroll checks deposited directly into their bank accounts.

Plans for FY 2001-03:

Plans for FY 2001-03 include providing leadership, resources and support to stabilize the Payroll and Human Resource Applications in the Oracle System and successfully upgrade appropriate Payroll and Human Resource Applications to the next level. The Division will continue to seek opportunities to enhance the productivity of our Payroll and Human Resource Applications and reduce response time to customer requests. HR Operations will continue to provide new and on-going training for Agency and Department Payroll Representatives. The Division will continue to seek new services and enhancements to existing services for improved customer relations.

FY 2001-03 Adopted Policy Budget F-91 OFFICE OF PERSONNEL Table of Contents

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Administration & Operations Actual Actual Actual Adopted Adopted Personnel Services $1,201,980 $1,515,875 $1,329,801 $603,731 $604,482 Operation & Maintenance 287,782 (63,405) 509,108 196,807 196,807

Total Budget $1,489,762 $1,452,470 $1,838,909 $800,538 $801,289

Authorized Staffing (FTE) 18.32 18.32 18.32 16.25 16.25

Appropriation History: General Fund $1,260,632 $1,343,738 $1,823,965 $800,538 $801,289 All Funds 1,489,762 1,452,470 1,838,909 800,538 801,289

Administration & Operations Appropriation History

2

1.5

ALL FUNDS

D 1 GENERAL FUND Appropriations ($M) 0.5

0 1998-991999-00 1999-00 Actual 2000-012001-02 2001-022002-03 Actual ActualUnaudited Unaudited Actual AdoptedAdoptedAdopted Adopted Actual

F-92 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget F-93 OFFICE OF PERSONNEL Table of Contents

Employment and Classification

Services Provided:

The Employment & Classification Division is essential to City departments in providing qualified candidates for employment and maintaining a competitive classification and compensation system to retain employees in the City’s workforce. Local, statewide and national candidates are recruited to reflect the City’s diversity objectives. The Division also promotes the development and recruitment of Oakland residents by working closely with community agencies, participating in career fairs, and by providing employment information, counseling and job readiness training. The Division serves as consultants on matters such as examination appeals, position appointments, negotiations with employee bargaining groups, evaluation of the appropriateness of classification and compensation and analyses of organizational development and structure.

Major Accomplishments:

Major accomplishments during FY 1999-01 included providing significant support to citywide restructuring and reorganization efforts in the areas of classification and compensation in various agencies/departments such as CEDA, Cultural Arts, Fiscal Services Agency; providing significant support to the development and implementation of the Oracle HR system; successful completion of the recruitment and selection processes for Director of Library Services, Director of Parks and Recreation, Director of Police Services, Director of Fire Services, Agency Director of Life Enrichment, Agency Director of Public Works; and completed testing for a number of sworn and non-sworn promotional, trainee, technical and managerial positions. A total of 211 recruitments were opened during the period of July 1, 1999 - December 30, 2000, an increase of 85 percent over the previous 18-month period. Of the 15,209 applications processed, 49 percent of the applicants were Oakland residents and represented the diversity of Oakland, an increase of 15 percent over the previous period.

Plans for FY 2001-03:

Plans for FY 2001-03 include utilization of the Internet to more effectively recruit qualified candidates; use of automated testing processes to reduce manual efforts for clerical, accounting and payroll classifications; development and implementation of a more flexible and efficient classification and compensation system; expanded training for departmental users as a part of the Human Resource Training certification to enhance understanding of processes and procedures thereby reducing service delivery time; development of paid and non-paid incentives and reward programs for retention and attraction of employees. Also planned for the coming year is the development and implementation of a lateral recruitment and testing program for Police Officer. We will continue to work with the community to further enhance our outreach efforts to Oakland residents.

F-94 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Employment & Classification Actual Actual Acutal Adopted Adopted Personnel Services $1,330,627 $1,326,678 $1,423,966 $1,461,323 $1,462,252 Operation & Maintenance 175,557 82,949 115,377 115,377 115,377

Total Budget $1,506,184 $1,409,627 $1,539,343 $1,576,700 $1,577,629

Authorized Staffing (FTE) 18.00 21.00 21.00 20.50 20.50

Appropriation History: General Fund $1,360,629 $1,343,738 $1,823,965 $1,576,700 $1,577,629 All Funds 1,506,184 # 1,409,628 # 1,364,783 1,576,700 1,577,629

Employment & Classification Division Appropriation History

1.6

1.55

1.5 ALL FUNDS

1.45

1.4 GENERAL FUND

Appropriations ($M) 1.35

1.3

1.25

1998-99 1999-00 1999-00 Actual 2000-01 2001-02 2001-02 2002-03 Actual ActualUnaudited Unaudited Actual AdoptedAdoptedAdopted Adopted Actual

FY 2001-03 Adopted Policy Budget F-95 OFFICE OF PERSONNEL Table of Contents

Selected Performance Measures:

Activity: Employment & Classification Division: Office of Personnel

Objective: To provide a highly qualified and diverse candidate pool for employment and maintain a competitive classification and compensation system to retain employees in the City's workforce.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Average # days to complete a recruitment/examination 11 65 77 68 Percent of civilian recruitments completed within negotiated time period 60% 64% 90% 90% Percent of sworn recruitments completed within MOU mandated 100% 83% 100% 100% Percent of Oakland residents among total job applicant pool (sworn/civilian) 50% 45% 50% 52% Percent of internal customers rating overall employment and classification services good or 90% 100% 100% 100% better Percent or oral board panelists rating interview process good or better 95% 100% 100% 100%

Employment & Classification

120%

100% 100% 100% 100% 90% 90% 83% 80%

64% 60% 60% 50% 50% 52% 45%

40%

20%

0% 2000-01 Projected 2000-01 2001-02 2002-03 Actual Projected Projected

Percent of civilian recruitments completed within negotiated time period Percent of sworn recruitments completed within MOU mandated time period Percent of Oakland residents among total job applicant pool (sworn/civilian)

F-96 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget F-97 OFFICE OF PERSONNEL Table of Contents

Employee Relations

Services Provided:

The Employee Relations Division develops and maintains the City’s employee relations program to meet the requirements of management, employees and recognized employee organizations. The Division maintains relationships between management and unions, and provides assistance and advice to management on the application of the Personnel Rules, Memoranda of Understanding and other personnel related policy and documents. The Division also negotiates with recognized labor groups, administers negotiated contracts, resolves employee grievances and provides labor relations training. Other duties include administering the City’s retiree medical trust for sworn employees and responding to internal and external requests for information and assistance.

Major Accomplishments:

Major accomplishments during FY 1999-01 include managing the development and implementation of four new labor agreements with newly represented units, including Attorneys, Manager and Supervisors, all within separate agreements between the City and Local 21, and Park Rangers as a separate agreement under their own association. The Division also concluded the arbitrated agreement with IAFF, Local 55 (Firefighters), concluded negotiation of three-year agreements with Local 21, Units A, F and W, and with all full and part time employees represented by UPE, Local 790. The Division also established new procedures, with new administrative instructions and reporting requirements, for all disciplinary actions, and continued to provide training and support to City departments regarding the disciplinary process and performance management. Additionally, a two-day retreat for labor and management representatives was organized and conducted, designed to open and enhance communication at lower levels of the organization.

Plans for FY 2001-03:

Plans for FY 2001-03 include negotiating approximately 10-12 new labor agreements with the Oakland Police Officers Association (OPOA), Local 55, and the Park Rangers Association, and several units within both Local 790 and Local 21. New legislation in effect in 2001 is expected to significantly impact the Division as the City’s employee relations activities are brought under the purview of the State Public Employee Relations Board (PERB) and new rights for employees for interest arbitration are mandated. The Division is also developing a City of Oakland/Union Family Day which, if successful, will be an annual spring event. The Division also anticipates new training initiatives for managers and supervisors to further implement the performance appraisal system, the new disciplinary process and procedures, and reinforcement of workplace rules, procedures and policy.

F-98 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Employee Relations/Equal Opportunity Actual Actual Acutal Adopted Adopted Personnel Services $392,207 $624,318 $717,891 $391,926 $392,185 Operation & Maintenance 81,143 101,815 86,751 35,267 35,267

Total Budget $473,350 $726,133 $804,642 $427,193 $427,452

Authorized Staffing (FTE) 3.75 6.75 6.75 4.00 4.00

Appropriation History: General Fund $473,350 $726,133 $804,641 $427,193 $427,452 All Funds 473,350 726,133 804,641 427,193 427,452

Activities: Employee Relations $427,193 $427,452 *Equal Opportunity Programs 0 0 Total $427,193 $427,452

*Equal Opportunity Programs moved to the City Manager's Office Effective FY 2001-02.

Employee Relations/Equal Opportunity Appropriation History

800

700 GENERAL FUND ALL FUNDS 600

500

400

300

Appropriations ($ 000) 200

100

0 1998-991998-991999-00 1999-00 Actual 2000-01 2000-012001-02 2001-022002-03 2002-03 ActualActual ActualUnaudited Unaudited Actual AdoptedAdoptedAdopted Adopted Actual

FY 2001-03 Adopted Policy Budget F-99 OFFICE OF PERSONNEL Table of Contents

Human Resources Development

Services Provided:

The Human Resource Development Division (HRD) provides services to strengthen and maximize the productivity and effectiveness of the City’s workforce and implements programs to support the City’s mission, goals, organizational values, and policies. The Division manages the Citywide Training Program, which develops the training calendar, designs training programs for departments, and coordinates mandated citywide training programs. The Employee Assistance Program (EAP) provides brief counseling and referrals to City associates and their families, management consultation on job- performance issues, critical incident debriefing, and group facilitation. The Division also provides such support services as the Employee Recognition Program, New Employee Orientation, Threat Assessment Management, Management Coaching, and Conflict Mediation.

Major Accomplishments:

Major accomplishments of FY 1999-01 included the provision of 100 training courses to 1,650 participants on the Oracle Financial Management System, the revitalization of the Citywide Training Calendar, resulting in the provision of 142 courses to 406 participants, and orchestrating a highly successful Employee Recognition and Award Ceremony which highlighted the City’s Employees of the Year and employees with significant years of service. HRD was also instrumental in the implementation of the City’s new Performance Appraisal System and the Employee Feedback Survey. The EAP served 820 cases for counseling, case management for chemical dependency treatment, critical incident debriefing, management consultations, and group facilitation. 107 City associates participated in the New Employee Orientation. These accomplishments were funded through a one-time allocation of $53,000 and temporary salary savings as the HRD budget was cut 56 percent in 1996, eliminating four full-time positions.

Plans for FY 2001-03:

Plans for FY 2001-03 include the provision of a bi-annual Citywide Training Catalog aimed to significantly improve the City’s core competencies in the use of computer programs, our ability to re-engineer our work processes to maximize customer responsiveness, and maximize the City’s ability to manage job performance through a mandated leadership/ management certification program. The Division is also responsible for institutionalizing the City’s Performance Appraisal System and Employee Feedback Survey to maintain accountability and an on-going effort for self-improvement. To support this effort, HRD will also implement a new benefit of providing “Management Coaches” for all supervisors and managers to enhance their skills and practical application of concepts learned through training. Sexual harassment training will be provided for all City associates. HRD also plans to develop a comprehensive and updated New Employee Orientation Guidebook and Orientation Manual for Supervisors and Managers.

F-100 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Human Resource Development Actual Actual Actual Adopted Adopted Personnel Services $262,389 $332,748 $318,724 $361,506 $361,748 Operation & Maintenance 23,512 35,643 40,646 35,247 35,247

Total Budget $285,901 $368,391 $359,370 $396,753 $396,995

Authorized Staffing (FTE) 3.50 3.50 3.50 5.00 5.00

Appropriation History: General Fund $285,901 $368,391 $359,371 $396,753 $396,995 All Funds 285,901 368,391 359,371 396,753 396,995

Human Resources Development Division Appropriation History

450

400 GENERAL FUND 350

300

250

200

150 Appropriations ($ 000) 100

50

0

1998-991998-991999-00 1999-00 Actual 2000-01 2000-01 2001-02 2002-03 2002-03 ActualActual ActualUnaudited Unaudited Actual AdoptedAdoptedAdopted Adopted Actual

FY 2001-03 Adopted Policy Budget F-101 OFFICE OF PERSONNEL Table of Contents

Retirement Administration Division

Services Provided:

The Retirement Administration Division plans, directs and administers all Retirement programs related to Health, Welfare and Retirement. It secures and administers benefits related to health & welfare insurance policies, programs, contracts and services providing coverage to all agencies, departments and employees. It provides direct services to departments and employees related to benefits enrollment, eligibility, claim application, health & welfare consultation, liaison with policy carriers and other administering agencies, etc. It represents the City on Cal/OSHA compliance matters, disability retirement applications, unemployment insurance matters and other disputed or questioned benefits related issues.

Major Accomplishments:

Major accomplishments during FY 1999-01 included: the successful merger of the Workers’ Compensation and Retirement Administration sections of the Office of Retirement and Risk Administration with the Benefits section of the Office of Personnel Resource Management forming the Employee Benefits & Safety Division of the Office of Personnel; completion of over 100 benefits orientation workshops attended by over 5,200 City associates; processing over 300 retirement applications; processing over 15,000 benefits and retirement changes, enrollments and separations; and implementation of 3 new MOU driven benefits/safety programs. Further, the Division negotiated or modified contracts for Life/ADD coverage, Dependent Care Coverage, Short/Long Term Coverage and CalPERS Benefits; and implemented Flexible Spending (Cafeteria) plan.

Plans for FY 2001-03:

The Retirement Administration Division separated from the Risk Management Division, which was transferred to the City Manager’s Office, effective FY 2001-03. Plans for FY 2001-03 include continuing to provide a high level of customer service and product quality in all areas of responsibility; develop an “E-Benefits” website enabling associates direct and interactive access to their personal benefits coverage plans and options; formalize an Attendance & Leave Management System; and secure new contract for Dependent Care Program.

F-102 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited *2001-02 2002-03 Retirement Administration Actual Actual Actual Adopted Adopted Personnel Services $1,136,893 $2,483,226 $2,493,911 $833,832 $833,832 Operation & Maintenance 649,329 4,326,298 2,982,789 138,530 138,530

Total Budget $1,786,222 $6,809,524 $5,476,700 $972,362 $972,362

Authorized Staffing (FTE) 13.00 15.00 15.00 14.00 14.00

Appropriation History: General Fund $324,799 $369,899 $309,092 $0 $0 All Funds 1,786,222 6,809,524 5,476,700 972,362 972,362

Activities: Retirement Administration $5,789,699 $4,370,941 $972,362 $972,362 *Risk Administration 1,019,826 1,105,759 0 0 Total $6,809,524 $5,476,700 $972,362 $972,362

*The Office of Risk Management is moved to the City Manager's Office effective FY 2001-02.

Retirement Administration Appropriation History

FY 2001-02 and FY 2002-03 reflect the transfer of Risk Management to the City Manager’s Office

7.5 7 6.5 6 ALL FUNDS 5.5 5 4.5 4 3.5 3 2.5 Appropriations ($M) 2 1.5 1 0.5 0 1998-99 1999-00 Actual 2000-01 2001-02 2002-03 Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget F-103 OFFICE OF PERSONNEL Table of Contents

Selected Performance Measures:

Activity: Employee Benefits Division: Personnel Resource Management

Objective: To effectively support the City's risk management needs in the areas of safety/loss control and workers' compensation.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent change (from prior year) in workers compensation claims filed 4.00% 3.7% 0.04% 0.05% Average cost per workers compensation claim $2,599.00 $3,046.87 $2,599.00 $2,209.00

F-104 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Office of Information Technology

The Office of Information Technology, in partnership with other City agencies and departments, is committed to providing timely delivery of strategic, responsive, cost-effective technology solutions and quality services to meet the goals defined by the Mayor, City Council and Oakland citizens. We are dedicated to maintaining the highest standards of excellence in our technical skills, by providing total quality workmanship and expertise; in our business skills, by understanding the needs of the customer to facilitate the accomplishment of common objectives; and in our interpersonal skills, by always treating customers and staff with regard and dignity, while recognizing the value of each individual.

Agency Director Patrick J. Simon

Division Manager

Administrative Services Stalfana Bello Customer Services Robert Glaze Strategic Operations Ken Gordon

FY 2001-03 Adopted Policy Budget F-105 OFFICE OF INFORMATION TECHNOLOGY Table of Contents

Notes

F-106 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Office of Information Technology (83.00 FTE)

Director (2.00 FTE)

Administrative Services Customer Services Strategic Operations Division Division Division (13.00 FTE) (36.00 FTE) (32.00 FTE)

Administrative Customer Support Project Planning & Services (7.00 FTE) Coordination (7.00 FTE) (3.00 FTE)

Reprographic Project Planning & Systems & Database Services Coordination Administration (6.00 FTE) (3.00 FTE) (5.00 FTE)

Technology Installation Systems Operations Services (8.00 FTE) (5.00FTE)

Network Engineering & Application Maintenance Development (7.00 FTE) (13.00 FTE)

Desktop Support Geographic Information (7.00 FTE) System (2.00 FTE)

Server Maintenance & Inter/Intranet Support Services ( 7.00FTE) (1.00 FTE)

FY 2001-03 Goals:

1. To improve customer service for both internal clients, business and the community by providing an overall information technology vision and strategic plan, which includes the re-engineering and re-architecting the City’s existing information technology environment and associated services.

2. To increase staff competency, efficiency and service delivery in system development and support via training, well managed projects and best case practices.

3. To provide a proactive, stable and highly reliable intra/internet environment that supports and enhances E-commerce, E-Oakland, Citywide GIS, Crime Watch GIS and the migration of City applications to the WEB.

4. To provide and maintain reliable and customer friendly technological hardware platforms and applications for citywide users supporting the financial management, personnel and public safety operations.

5. To improve the availability, reliability and speed of the City’s network connectivity; installation of desktop, software and peripherals; and, to develop and implement policies, standards and procedures for users and facilities.

FY 2001-03 Adopted Policy Budget F-107 OFFICE OF INFORMATION TECHNOLOGY Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Actual Actual Actual Adopted Adopted General Fund Administrative Services $1,189,543 $835,515 $818,957 $1,625,515 $1,625,515 Customer Services 0 0 10,152 2,646,444 2,646,444 Strategic Operations Division 0 0 2,034,312 3,562,983 3,922,014 Strategic Planning/Project Management 714,975 0 0 0 0 Application and Production Support 2,259,310 0 0 0 0 Information System Services 0 2,160,938 0 0 0 Telecommunications & Network Svs. 1,633,492 1,551,472 1,582,192 0 0 Data Management 0 0 1,957 0 0 Internetworking 1,590,401 1,577,020 1,426,697 0 0 Project Management 0 603,856 482,428 0 0 Total $7,387,721 $6,728,801 $6,356,695 $7,834,942 $8,193,973

All Funds Administrative Services $1,189,490 $837,790 $875,604 $2,702,240 $2,702,240 Customer Services 0 0 10,152 3,521,245 3,521,245 Strategic Operations Division 0 0 3,440,721 3,699,739 4,058,770 Strategic Planning/Project Management 847,955 0 0 0 0 Application and Production Support 3,456,278 0 0 0 0 Information System Services 0 3,450,546 0 0 0 Telecommunications & Network Svs. 4,771,602 2,393,386 2,502,989 0 0 Data Management 0 0 1,957 0 0 Internetworking 1,710,812 1,631,233 1,523,721 0 0 Project Management 0 673,915 482,604 0 0 Total $11,976,137 $8,986,870 $8,837,748 $9,923,224 $10,282,255

Expenditures by Character Personnel Services $7,268,804 $6,261,832 $6,658,411 $7,166,531 $7,743,913 Operations & Maintenance 4,626,004 2,725,038 2,177,155 2,756,693 2,538,342 Capital Outlay 81,329 0 2,182 0 0 Total $11,976,137 $8,986,870 $8,837,748 $9,923,224 $10,282,255

F-108 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted

1010 General Purpose $7,387,721 $6,728,801 $6,356,695 $7,834,942 $8,193,973 1700 Mandatory Refuse Collection 25,796 0 0 25,920 25,920 1720 Comprehensive Clean Up (88) 0 0 0 0 1760 Telecommunications Reserve 153,011 0 0 49,405 49,405 2112 Department of Justice 285 0 (1,531) 0 0 2114 Department of Labor 0 1,926 0 0 0 2310 Lighting and Landscape Assessment 25,106 0 0 25,920 25,920 2320Fire Suppression Assessment District1300000 4200 Radio Rental 2,779,361 0 922,328 766,034 766,034 4300 Reproduction 1,112,984 1,289,609 1,463,057 1,133,967 1,133,967 4400City Facilities 1360000 5012 CAP P-CAB 1996 Contrib Capital 124,240 0 0 0 0 5500 Municipal Capital Improvement 105,698 531,665 0 87,036 87,036 5999 Miscellaneous CAP Project 261,759 124,620 97,199 0 0 8999 0 310,248 0 0 0 Total Budget $11,976,137 $8,986,870 $8,837,748 $9,923,224 $10,282,255

Authorized FTE 69.50 76.50 79.00 83.00 87.00

Office of Information Technology Appropriations History

$14 (M)

$12 (M)

ALL FUNDS

$10 (M)

$8 (M)

GENERAL FUND $6 (M)

$4 (M)

$2 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget F-109 OFFICE OF INFORMATION TECHNOLOGY Table of Contents

Funding by Source FY 2001-03 Adopted Policy Budget $20,205,479

Mandatory Refuse Radio Rental Collection 8% 0% Telecommunications Reserve Reproduction 0% 11% Lighting and Landscape Other Assessment 2% 0% Municipal Capital Improvement 1% General Fund 80%

F-110 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Significant Budget Changes for the Office of Information Technology

Organizational Restructuring Effective January 2001

The Office of Information Technology (OIT) has undergone an organizational restructuring such that it can maximize the use of its personnel, hardware, software, communications, facilities and other resources necessary in supporting and enhancing citywide information technology activities. Through November 2000, OIT was comprised of five divisions: Administration, Application & Production Support, Telecommunications, Internetworking, and Project Management. Effective January 2001, OIT was comprised of three divisions: Administrative Services, Customer Services, and Strategic Operations Divisions.

The OIT’s FY 2001-03 Adopted Budget exceeds the FY 2000-01 Pre-Audit Actual expenditures but is in line with the FY 2000-01 Adopted Budget. The difference is due to the under-expenditure in FY 2000-01 as a result of the delayed implementation of the Vision 2000 initiative.

Administrative Services Division

• Complete the design and planning phase (phase I) of the Technology Vision 2000 ($650,000 in the Capital Improvement Program).

Customer Services Division

• Enhance the quality and safety of citywide networks and telecommunication systems by implementing anti-virus software and network monitoring tools ($464,000 in the Capital Improvement Program).

• Improve public safety and citywide radio communications by replacing mobile and portable radio equipment used by various departments, such as the Police and Fire Departments ($1,000,000 in the Capital Improvement Program).

Strategic Operations Division

• Improve the reliability and quality of citywide financial and human resource databases by installing new hardware at OIT, CEDA, and Financial Services Agency ($2,756,000 in the Capital Improvement Program) and upgrading software necessary for these new hardware ($3,108,000 in the Capital Improvement Program). Provide Additional staff for implementing and maintaining the above mentioned hardware and software (6.0 FTEs).

• Improving public safety, enhancing various community economic development activities, and vital infrastructure projects by updating citywide Geographic Information Services (GIS) systems, which will enhance service delivery for the Policy Department, Fire Department, Public Works Agency, and CEDA ($875,000 in the Capital Improvement Program). Add staff for centralizing, implementing, and updating the new GIS systems (4.0 FTEs).

FY 2001-03 Adopted Policy Budget F-111 OFFICE OF INFORMATION TECHNOLOGY Table of Contents

Staffing History: Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Authorized Authorized Authorized Authorized Authorized

Administration Services 0.00 0.00 0.00 15.00 15.00 Customer Services 0.00 0.00 0.00 36.00 36.00 Strategic Operations 0.00 0.00 0.00 32.00 36.00 Administrative Services 2.00 5.00 9.00 0.00 0.00 Strategic Planning/ Project Management 3.00 0.00 0.00 0.00 0.00 Application and Production Support 32.00 29.00 27.00 0.00 0.00 Telecommunications & Network Services 31.50 20.50 22.00 0.00 0.00 Internetworking 1.00 17.00 17.00 0.00 0.00 Project Management 0.00 5.00 4.00 0.00 0.00

Total 69.50 76.50 79.00 83.00 87.00

Appropriation vs FTE

Appropriation ($ M) FTE 13.0 90.00 12.0 80.00 11.0 10.0 70.00 9.0 60.00 8.0 7.0 50.00 6.0 40.00 5.0 4.0 30.00 3.0 20.00 2.0 1.0 10.00 - 0.00 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

General Fund All Funds FTE

F-112 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Accountant Clerk II 0.00 0.00 2.00 2.00 2.00 Accountant II 0.00 1.00 1.00 1.00 1.00 Administrative Analyst I 1.00 1.00 2.00 2.00 2.00 Administrative Assistant II 1.00 1.00 0.00 0.00 0.00 Agency Adminstrative Manager 0.00 1.00 1.00 1.00 1.00 Assistant to the Director 1.00 1.00 1.00 0.00 0.00 Business Analyst III 2.00 2.00 2.00 2.00 2.00 Computer Operations Supervisor 1.00 1.00 0.00 0.00 0.00 Computer Operator 3.00 3.00 3.00 3.00 3.00 Computer Operator, SR 0.00 4.00 4.00 4.00 4.00 Computer Operator, Supervisor 4.00 0.00 0.00 0.00 0.00 Database Administrator 1.00 1.00 1.00 2.00 2.00 Database Analyst II 1.00 1.00 1.00 1.00 1.00 Database Analyst III 1.00 0.00 1.00 1.00 1.00 Director, Information Technology 1.00 1.00 1.00 1.00 1.00 Electronics Supervisor 1.00 1.00 1.00 1.00 1.00 Electronics Technician 4.50 4.50 4.00 4.00 4.00 Executive Assistant 1.00 2.00 2.00 2.00 2.00 Information Systems Manager 3.00 4.00 2.00 2.00 2.00 Information Systems Supervisor 4.00 2.00 4.00 3.00 3.00 Management Assistant 1.00 0.00 0.00 0.00 0.00 Microcomputer Systems Specialist I 0.00 1.00 0.00 0.00 0.00 Microcomputer Systems Specialist II 5.00 3.00 2.00 2.00 2.00 Microcomputer Systems Specialist III 0.00 5.00 3.00 3.00 3.00 Network Engineer 0.00 1.00 0.00 0.00 0.00 Network Architect 0.00 0.00 1.00 1.00 1.00 Operations Support Specialist 2.00 2.00 3.00 3.00 3.00 Programmer/Analyst II 0.00 2.00 0.00 0.00 0.00 Programmer/Analyst III 0.00 10.00 0.00 0.00 0.00 Programmer/Analyst III, PPT 0.00 2.00 2.00 2.00 3.00 Project Manager 0.00 1.00 2.00 2.00 2.00 Project Manager II 0.00 0.00 1.00 6.00 6.00 Public Service Employee 14 1.00 0.00 1.00 1.00 1.00 Reproduction Assistant 1.00 1.00 1.00 2.00 2.00 Reproduction/Offset Operator 2.00 2.00 2.00 2.00 2.00 Reproduction/Offset Supervisor 1.00 1.00 1.00 1.00 1.00 Reprographics Shop Supervisor 1.00 1.00 1.00 1.00 1.00 Spatial Data Analyst III 0.00 0.00 1.00 1.00 4.00 Strategic Operations Manager 0.00 0.00 1.00 1.00 1.00 Systems Analyst II 2.00 0.00 1.00 1.00 1.00 Systems Analyst III 12.00 0.00 7.00 7.00 7.00 Systems Programmer II 1.00 0.00 0.00 0.00 0.00 Systems Programmer III 1.00 2.00 3.00 3.00 3.00 Technical Communications 0.00 1.00 0.00 0.00 0.00 Telecommunications Technician 0.00 0.00 1.00 1.00 1.00 Telecommunications Electrician 6.00 6.00 4.00 4.00 4.00 Telecommunications Electrician, Senior 1.00 1.00 2.00 2.00 2.00 Telecommunications Supervisor 1.00 0.00 1.00 1.00 1.00 Telecommunications Systems Engineer 1.00 1.00 2.00 2.00 2.00 Customer Service Manager 0.00 0.00 1.00 1.00 1.00 Webmaster 0.00 1.00 1.00 0.00 0.00 Webspecialist 0.00 1.00 1.00 1.00 1.00

Total 69.50 76.50 79.00 83.00 87.00

FY 2001-03 Adopted Policy Budget F-113 OFFICE OF INFORMATION TECHNOLOGY Table of Contents

Administrative Services Division

Services Provided:

The Administrative Services Division provides direction relative to information technology policy and implementation issues; develops and facilitates the implementation of action plans to address current and future City information technology needs; and manages the department’s resources to meet the goals of the Mayor and Council. The Division’s responsibilities include personnel management, department wide; fiscal services, including financial accounting, oversight of expenditure and revenue projections and budget development; agenda management; customer service and training; overall administrative support for the various divisions within the department.

Major Accomplishments:

Major accomplishments during FY 1999-01 include presentation of the long-term information technology strategic plan for the City of Oakland, which was adopted by Council, and began the implementation of Phase I of the Information Technology Vision 2000 Strategic Plan; reorganization and restructuring of the department; creation of departmental Fiscal Services section and establishing policies and procedures for budget and accounting; implementation of personnel payroll reporting standards for controls; completion of performance appraisal process; and completion of mandatory contract compliance training for department supervisory staff.

Organizational Restructuring:

The new Administrative Services Division will be comprised of two section: Administrative Services and Reprographics Services. This new structure eliminates the old Project Management Division and houses all fiscal, administrative, and personnel services in a single divisions. These changes will increase the efficiency and cost-effectiveness of overall administrative services for the department.

Plans For FY 2001-03:

Plans for FY 2001-03 include the implementation of a department-wide customer service/satisfaction training program; developing a customer friendly print and electronic Citywide Directory; establishing an employee evaluation team and developing and implementation of an OIT employee recognition and incentive program.

F-114 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Administrative Services Actual Actual Actual Adopted Adopted Personnel Services $555,515 $409,263 $623,014 $971,947 $971,947 Operation & Maintenance 633,975 428,527 252,590 1,730,293 1,730,293

Total Budget $1,189,490 $837,790 $875,604 $2,702,240 $2,702,240

Authorized Staffing (FTE) 2.00 5.00 9.00 15.00 15.00

Appropriation History: General Fund $1,189,543 $835,516 $818,957 $1,625,515 $1,625,515 All Funds 1,189,490 837,790 875,604 2,702,240 2,702,240

FY 2001-03 Adopted Policy Budget F-115 OFFICE OF INFORMATION TECHNOLOGY Table of Contents

Customer Services Division

Services Provided:

Customer Services division consists of two units, Network Services and Telecommunications. The Network Services unit provides customer service, desktop support, enterprise connectivity, and network engineering for City associates connecting to the network infrastructure. Services include first-line support provided by the Help Desk for all information technology services provided by the Office of Information Technology, including application, connectivity, workstation, messaging, phone, cellular, and enterprise services support. This unit is responsible for installation and day-to-day maintenance for 1400 workstations and 64 printers connecting to 82 servers in 17 domains with over 1700 users. The Telecommunications unit is responsible for development of the City’s telecommunications policies, standards, and technical specifications for telecommunications equipment and services provides for such Citywide services as local and long distance telephone and cellular telephone service which support all City programs. Day-to-day maintenance services for more than 5500 telephone lines; a voice processing system with over 5,300 mail boxes, supporting over 2000 employees and numerous automated voice processing applications; data cabling supporting over 3,300 devices; 107 security systems; fire alarm systems; and miles of fiber optic and copper connectivity are provided in direct support of all City Agencies. Operation of the City’s trunked radio system directly supports the City’s public safety agencies in the effective and efficient delivery of services to citizens and contributes to the safety of the City’s employees. Direct support services for existing telecommunications data devices, computers and LANs including configuration, testing, and documenting, for Police and Fire Department’s Public Safety Cluster and Dispatch system.

Major Accomplishments:

Major accomplishments during 2000-01 include implementation, connectivity and maintenance for over 800 users to the City’s Financial, Payroll and Budget systems; installation for 64 printers in support of the City’s Financial, Payroll and Budget systems; implementation, connectivity and maintenance for over 200 users to Legistar and Contract application; increased access to the City’s e-mail services to 1,735 users; and implemented Exchange to 400 City’s Policy, Executive and Management users; installed and connected 50 workstations to the Internet at 23 Recreation Centers; designed and implemented a new Public Safety Network in support of Project Awesome which will support over 500 users to an integrated Computer Aided Dispatch, Records Management, Jail and Laptop Reporting system; routed the City Services Fiber Network to provide increased connectivity and reliability to nine City facilities for 1,589 users. The Telecommunication Division successfully split the Public Safety cluster into two systems (Police & Fire), while increasing reliability and response; installed system patches for Y2K compliance and upgraded 125 PC’s for Y2K compliance; deployed 200 new computers through out the Police Department; upgraded the 800 MHz Trunk Radio System; installed Services for the new Radio site for increased radio coverage in the Oak Knoll area; installed Base Radio System at Oakland Airport Fire Station; installed & designed wiring for 23 branch library locations (Gates Project); installed, designed and tested network infrastructure for Henry J. Kaiser Convention Center; installed, designed and tested network infrastructure for Police Administration Building; installed, designed and tested telephones, public address and security for Children’s Fairyland renovation; successfully relocated Vice, EMS, KTOP and Beat Health; installed new phones and security at the new Bushrod Recreation Center and the renovated Melrose library; upgraded the Sailboat House and jail visitation phone systems; and successfully Beta tested Visual Messenger, IP telephone system and Wireless LAN.

Organizational Restructuring:

The new Customer Services Division is comprised of five sections: Customer Support, Project Planning & Coordination, Technology Installation, Network Engineering & Maintenance, Desktop Support, and Server Maintenance & Support. These new sections house all network design and engineering activities, such as electronic mail, Help Desk, and desktop installations. In addition all citywide wired and wireless telecommunication networks are centralized and housed within the Customer Services Division. The Customer Services Division is comprised of the old Telecommunication & Network Services, including the Network Services Unit from the Internetworking Division. This new structure combines all communication activities, whether they are telephony, electronic, or radio based within one division. These changes will allow the department to increase and enhance the level of quality it delivers to other agencies and departments in their various communication needs.

F-116 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Plans For FY 2001-03:

Plans for FY 2001-03 include the redesign and stabilization of the City Services network in support of Technology Vision 2000. This will encompass an inventory of all devices connected to the City Services network, including workstations, software, printers, networking equipment, servers and peripherals. The Division will also develop network diagrams for the City Services and Public Safety networks; develop and publish desktop, printer and peripheral standards and develop and present leasing options for network servers and desktops to reduce total cost of ownership. Additionally, the Division’s goal is to reduce the number of domains with the City Services network; increase Exchange services within the City; implement a new Help Desk System, which will be accessible via the Web and allow users to request assistance and track the status of their help calls; transition 500 users from the current Public Safety to the new Police Department network in support of Project Awesome; and continue on-going support for workstations, enterprise services, and security. The Telecommunications division is working toward the enhancement of telecommunications services throughout the entire City. The following are just a few of the items we plan on accomplishing during this next budget cycle: reduction of total maintenance costs for telephone by expanded use of IP telephones; implementation of additional wireless LAN units in City buildings; reduction in data line costs by use of microwave transmission of data; reduction in line costs by use of data/voice migration; extension of the City’s fiber network to additional City buildings; providing additional services such as teleconferencing and telephone on the PC; and reduction of telephone line costs through reduced mileage and extension charges.

Selected Performance Measures

Activity: Applications Support Services Division: Information Technology

Objective: To provide analysis, programming and general operating support for existing information systems and to operate and maintain the central data center and the day-to-day operation of the citywide network.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of mainframe/server time available to users 98% 96.5% 98% 98% Percent of Help Desk calls resolved during the initial call 56% 58.7% 62% 68% Percent of Help Desk calls resolved within 48 hours 32% 15.2% 40% 50% Percent of public safety computer time available to users 100% 100.0% 100% 100%

FY 2001-03 Adopted Policy Budget F-117 OFFICE OF INFORMATION TECHNOLOGY Table of Contents

Expenditures by Character: Two Year Budget

2001-02 2002-03 Customer Services Adopted Adopted Personnel Services $3,031,974 $3,031,974 Operation & Maintenance 489,271 489,271

Total Budget $3,521,245 $3,521,245

Authorized Staffing (FTE) 36.00 36.00

Appropriation History: General Fund $2,646,444 $2,646,444 All Funds 3,521,245 3,521,245

F-118 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget F-119 OFFICE OF INFORMATION TECHNOLOGY Table of Contents

Strategic Operations Division

Services Provided:

Strategic operations is comprised of two units, the Applications and Production Unit and the Intranet/GIS unit. The Application and Production Support Unit provides information technology and resource systems analysis, development, maintenance, and production support services to all City departments and agencies. This unit operates the central data center, which housed the IBM AS/400, DEC AlphaServer 8400, peripherals, communication equipment, and operating system software and utilities. The Applications and Production Unit is also responsible for operation and maintenance of numerous Citywide database systems. The Intranet/GIS unit is responsible for the foundation on which most of our Future Applications will reside. The Intranet/GIS unit includes our E-commerce and E-Oakland Strategies and that will include future applications that will be WEB based. GIS is another key component of this unit, in which parcel layers, are built upon with information concerning everything from Crime statistics to Fire Hydrants. What you see and sometimes don’t see can be contained on this powerful tool.

Major Accomplishments:

Major accomplishments during FY 1999-01 included support of mission critical applications such as Human Resources/ Payroll and Financial Management legacy systems running on the IBM AS/400 computer system; establishing a Year 2000 compliant technical environment; providing support to citywide Year 2000 Task Force; assisting in the implementation of the Oracle database and applications; and replacing the DEC AlphaServer 8200 with a DEC AlphaServer 8400. The data center maintained a 100% uptime for the IBM AS/400 and 93% uptime for the DEC AlphaServer used for Oracle applications. In the field of Public Safety, Crime Watch GIS was successfully deployed along with new GIS applications in the Fire Department and Public Works; and E-commerce has been tested in Business License and is planned for deployment.

Organizational Restructuring:

The new Strategic Operations Divisions is comprised of five sections: Project Planning & Coordination, Systems & Database Administration, Systems Operations, Application Development, Geographic Information Services (GIS), and Inter/Intranet Services. These new sections house all relevant activities in regards to developing, maintaining, and updating the City’s financial and human resource databases. In addition, the City’s Intranet and GIS development activities are centralized and housed in the Strategic Operations Division. The new Strategic Operations Division is comprised of the old Internetworking Division and Application & Production Support Division, not including the Reprographics Section (moved to the new Administrative Services Division) and Network Services unit (moved to the new Customer Services Division). The future growth of citywide E-commerce and E-government activities will depend on the successful implementation and development of applications for use on internal network structure (Intranet) for city employees and for use by the general public through the world wide web (Internet). By combining all web based, database administration, and systems application and operations development activities into one division, OIT will be better able to develop and implement E-commerce and E-government programs in an efficient and cost-effective manner.

Plans For FY 2001-03:

Plans for FY 2001-03 include implementation of a new oracle server; continuing support of public safety critical Project Awesome and mission-critical Oracle applications such as Human Resources/Payroll and Financial Management, and BRASS Budgeting systems; upgrading Oracle applications and databases to later releases to insure continued support; and replacement of applications currently on the IBM AS/400 with applications running on other platforms. Other performance plans include working to maintain system availability at least 99 percent of scheduled time for the IBM AS/400 and the DEC AlphaServer; completing work requests within the agreed upon time schedule; implementation of a controlled testing process to increase application reliability; implementation of additional system security to better protect City assets; and upgrading Division personnel skills and knowledge. Planning is included in this budget for the citywide deployment of GIS and updates to our parcel layers and base maps. Continuation and expansion of Crime watch GIS, E-commerce and E- Oakland are all projects that are envisioned during this next budget cycle.

F-120 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget

2001-02 2002-03 Strategic Operations Adopted Adopted Personnel Services $3,383,622 $3,739,992 Operation & Maintenance 316,117 318,778

Total Budget $3,699,739 $4,058,770

Authorized Staffing (FTE) 32.00 36.00

Appropriation History: General Fund $3,562,983 $3,922,014 All Funds 3,699,739 4,058,770

FY 2001-03 Adopted Policy Budget F-121 OFFICE OF INFORMATION TECHNOLOGY Table of Contents

Application & Production Support

Application & Production Support transferred to Strategic Operations Division effective FY 2000-01 (see F-114).

Expenditures by Character: 2000-01 1998-99 1999-00 Unaudited Application & Production Support Actual Actual Actual Personnel Services $2,276,388 Operation & Maintenance 1,164,995 Capital Outlay 14,895

Total Budget $3,456,278

Authorized Staffing (FTE) 32.00

Appropriation History: General Fund $2,259,310 All Funds 3,456,278

F-122 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Telecommunications & Network Services

Telecommunications & Network Services transferred to Customer Service Division Effective FY 2000-01 (see F-110).

Expenditures by Character: 2000-01 1998-99 1999-00 Unaudited Telecommunications & Network Services Actual Actual Actual Personnel Services $2,289,027 $1,960,448 $2,037,144 Operation & Maintenance 2,481,642 462,938 464,990 Capital Outlay 933 0 856

Total Budget $4,771,602 $2,423,386 $2,502,990

Authorized Staffing (FTE) 31.50 20.50 22.00

Appropriation History: General Fund $1,633,492 $1,551,472 $1,582,192 All Funds 4,771,602 2,393,386 2,502,990

FY 2001-03 Adopted Policy Budget F-123 OFFICE OF INFORMATION TECHNOLOGY Table of Contents

Internetworking

Internetworking transferred to Strategic Operations Division effective FY 2000-01 (see F-114).

Expenditures by Character: 2000-01 1998-99 1999-00 Unaudited Internetworking Actual Actual Actual Personnel Services $1,447,856 $1,354,107 $1,449,184 Operation & Maintenance 229,480 277,126 74,537 Capital Outlay 33,476 0 0

Total Budget $1,710,812 $1,631,233 $1,523,721

Authorized Staffing (FTE) 1.00 17.00 17.00

Appropriation History: General Fund $1,590,401 $1,577,020 $1,426,697 All Funds 1,710,812 1,631,233 1,523,721

F-124 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Strategic Planning/Project Management

Strategic Planning/Project Management transferred to Project Management in FY 1999-00 (see F-120).

Expenditures by Character: 2000-01 1998-99 1999-00 Unaudited Strategic Planning/Project Mgt. Actual Actual Actual Personnel Services $700,018 Operation & Maintenance 115,912 Capital Outlay 32,025

Total Budget $847,955

Authorized Staffing (FTE) 3.00

Appropriation History: General Fund $714,975 All Funds 847,955

FY 2001-03 Adopted Policy Budget F-125 OFFICE OF INFORMATION TECHNOLOGY Table of Contents

Project Management

Project Management transferred a portion to Customer Services Division (see F-110) and a portion to Strategic Operations Division (see F-114) effective FY 2000-01.

Expenditures by Character: 2000-01 1998-99 1999-00 Unaudited Project Management Actual Actual Actual Personnel Services $554,257 $478,404 Operation & Maintenance 119,658 4,200 Capital Outlay 0 0

Total Budget $673,915 $482,604

Authorized Staffing (FTE) 5.00 4.00

Appropriation History: General Fund $603,856 $482,428 All Funds 673,915 482,604

F-126 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

City Attorney

The City Attorney’s Office commits to the residents of Oakland that it will provide the highest quality of legal services to the City of Oakland, its employees, officers, agencies, boards and commissions and promote open government and accountability to the residents of Oakland in accordance with the letter and spirit of the law.

City Attorney John A. Russo

Division Manager

Administrative & Legal Support Services Rosemarie Sanchez Litigation Randolph W. Hall Advisory Barbara J. Parker

FY 2001-03 Adopted Policy Budget F-127 CITY ATTORNEY Table of Contents

Notes

F-128 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

City Attorney (79.18 FTE)

City Attorney

Administrative & Support Litigation Division Advisory Division Services Division (15.00 FTE) (27.84 FTE) (36.34 FTE)

FY 2001-03 Goals:

1. To support the Mayor, City Council and City Manager in achieving their goals for the City.

2. To minimize public liability exposure and reduce claims through effective advocacy, risk policies and training programs.

3. To respond efficiently to the needs of City Agencies and Departments.

4. To establish a Neighborhood Law Corps.

5. To promote open government and accountability to the residents of Oakland in accordance with the letter and spirit of the law.

FY 2001-03 Adopted Policy Budget F-129 CITY ATTORNEY Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Actual Actual Actual Adopted Adopted General Fund Administration $1,322,637 $2,151,980 $2,615,486 $1,834,041 $2,350,354 Litigation 1,687,514 2,141,011 1,866,121 1,785,192 1,788,734 Advisory 1,251,128 2,357,128 2,192,381 2,329,824 2,276,607

Total $4,261,279 $6,650,119 $6,673,988 $5,949,057 $6,415,695

All Funds Administration $1,546,078 $2,399,326 $2,919,541 $2,312,062 $2,828,375 Litigation 1,970,754 2,319,676 2,072,092 1,997,208 2,000,750 Advisory 2,543,503 3,740,800 3,665,039 4,561,121 4,507,904

Total $6,060,335 $8,459,802 $8,656,672 $8,870,391 $9,337,029

Expenditures by Character Personnel Services $5,884,594 $5,869,537 $7,880,940 $8,421,926 $8,980,384 Operations & Maintenance 175,741 2,590,265 775,732 448,465 356,645

Total $6,060,335 $8,459,802 $8,656,672 $8,870,391 $9,337,029

City Attorney Appropriation History

$12.0 (M)

$10.0 (M)

$8.0 (M) ALL FUNDS

$6.0 (M)

GENERALFUND FUND

$4.0 (M)

$2.0 (M)

$0.0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

F-130 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted

1010 General Purpose $4,261,279 $6,650,119 $6,673,988 $5,949,057 $6,415,695 1100 Self Insurance Liability (40) 7,743 962 0 0 1150 Worker's Compensation 200,397 188,378 216,719 223,441 223,441 1720 Comprehensive Clean Up 30,291 30,835 32,667 34,263 34,263 1750 Multi Purpose Reserve 31,030 27,636 29,100 57,595 57,595 1790 Contract Administration Fee 175,205 163,181 172,980 178,321 178,321 1900 Treasurers Fund Oakland 0 0 0 4,788 4,788 2106 Department of Defense 62,061 87,611 92,867 0 0 2108 Department of Housing & Urban Development 0 49,043 55,367 53,544 53,544 2112 Department of Justice 0 22,188 69,228 179,564 179,564 2192 Oakland Base Reuse Authority (OBRA) 0 0 0 304,710 304,710 2310 Lighting and Landscape Assessment District 81,435 86,988 91,632 94,524 94,524 3100 Sewer Service Fund 70,195 68,834 73,197 75,977 75,977 5004 GOB Series1995B, Measure K 33,547 0 0 0 0 5006 GOB Series1996B, Measure K 13,455 12,280 12,989 13,410 13,410 5500 Municipal Capital Improvement 5,090 13,737 5,387 5,568 5,568 5999 Miscellaneous CAP Proj 0 900 0 0 0 7100 Police and Fire Retirement System 52,160 51,792 54,587 57,792 57,792 7120 Oakland Municipal Employees 13,039 12,948 13,644 14,460 14,460 7400 Security Deposits - California Waste Solutions 0 1,953 0 0 0 7760 Grant Clearing 0 0 0 199,102 199,102 7780 Oakland Redevelopment Agency 1,031,191 983,636 1,061,357 1,424,275 1,424,275

Total Budget $6,060,335 $8,459,802 $8,656,672 $8,870,391 $9,337,029

Authorized FTE 55.35 65.85 67.53 79.18 91.00

FY 2001-03 Adopted Policy Budget F-131 CITY ATTORNEY Table of Contents

Funding by Source FY 2001-03 Adopted Policy Budget $18,207,420

Department of Justice 2% Grant Clearing 2% Other Oakland Base Reuse 6% Authority (OBRA) 3% Worker's Compensation 2%

Oakland Redevelopment Agency 16%

General Fund 69%

Significant Budget Changes for City Attorney

To meet the significant and growing demand for legal services and to control the per unit cost of legal services to the City, the proposed budget changes streamline legal services, provide adequate staffing levels and control escalating costs by reducing reliance on outside counsel. The primary change in the proposed budget is increased staffing levels (over the two years).

• Increase of 16.66 FTE in Administration and Legal Support Services

• Increase of 6.81 FTE in Advisory Services

The increase in staff will allow the Office of the City Attorney to:

• Increase the level of support staff to maximize productivity of attorney staff

• Establish departmental counsel positions to serve key agencies

• Enhance in-house capability to control per unit cost of legal services

• Expand institutional capacity reducing reliance on outside counsel

• Enhance proactive risk management efforts

F-132 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Staffing History: Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Authorized Authorized Authorized Authorized Authorized

Administration 20.00 30.00 31.34 36.34 48.00 Litigation 15.00 15.00 15.00 15.00 15.00 Advisory 20.85 20.85 21.19 27.84 28.00

Total 55.85 65.85 67.53 79.18 91.00

FY 2001-03 Adopted Policy Budget F-133 CITY ATTORNEY Table of Contents

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

City Attorney 1.00 1.00 1.00 1.00 1.00 Assistant City Attorney 2.00 2.00 2.00 3.00 3.00 Assistant to Agency Director 0.00 0.00 0.00 1.00 1.00 Accountant I 1.00 1.00 1.00 1.00 1.00 City Attorney, Asst. 0.00 0.00 0.00 3.00 0.00 Deputy City Attorney I 2.00 2.00 2.00 1.00 1.00 Deputy City Attorney II 6.75 6.75 6.75 2.00 2.00 Deputy City Attorney III 5.60 6.60 6.60 10.00 10.00 Deputy City Attorney IV 8.00 10.50 10.84 16.84 18.00 Deputy City Attorney V 6.00 6.00 6.00 7.00 7.00 Exec. Assist. to Assistant City Attorney 2.00 2.00 2.00 3.00 3.00 Exec. Assist. to the City Attorney 1.00 1.00 1.00 1.00 1.00 Information System Administrator 0.00 1.00 1.00 1.00 1.00 Investigator II 2.00 2.00 2.00 2.00 3.00 Investigator III 1.00 1.00 1.00 1.00 1.00 Legal Administrative Svcs. Manager 1.00 1.00 1.00 1.00 1.00 Legal Assistant 5.50 9.00 10.34 10.34 11.00 Legal Assistant, Supervising 1.00 0.00 0.00 0.00 0.00 Legal Secretary II 6.00 8.00 8.00 9.00 15.00 Legal Secretary III 1.00 1.00 1.00 1.00 1.00 Legal Support Supervisor 0.00 1.00 1.00 1.00 1.00 Office Assistant II 2.00 2.00 2.00 0.00 0.00 Open Government Coordinator 0.00 0.00 0.00 0.00 1.00 Public Service Representatives 0.00 0.00 0.00 2.00 5.00 Receptionist to the City Attorney 1.00 1.00 1.00 1.00 1.00 Special Counsel 0.00 0.00 0.00 0.00 1.00 Supervising Legal Secretary 0.00 0.00 0.00 0.00 1.00

Total 55.85 65.85 67.53 79.18 91.00

F-134 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation vs FTE

Appropriation ($ M) FTE 10.0 100 8.0 80

6.0 60

4.0 40

2.0 20

- 0 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

General Fund All Funds FTE

FY 2001-03 Adopted Policy Budget F-135 CITY ATTORNEY Table of Contents

Administration & Support Services

Services Provided:

The elected City Attorney is responsible for the overall administration of the Office of the City Attorney. The City Attorney directs, sets policy for and manages the work of the Office of the City Attorney, consistent with the City Charter, federal and state laws, court rules and procedures and City Council goals and priorities. The City Attorney provides legal services, advice and representation to the Mayor, City Council, City Manger, City departments, and City Board and commissions, and serves as general counsel for the Oakland Redevelopment Agency and the Oakland Housing Authority and co-counsel to the Oakland-Alameda County Coliseum Authority. The Administration and Support Services Division provides consolidated administrative, paralegal, claims investigation and adjustment, accounting, secretarial and clerical support to the Office of the City Attorney. These services include a wide variety of specialized legal and financial functions such as investigation services and claims adjustment and negotiations, small claims court appearances, calendaring, word processing, litigation discovery, pre-trial and trial assistance, administrative record request assistance, budget preparation and monitoring, and accounts payable and payroll. The Division provides maintenance and support of all office automated systems which include: word processing; document management; claims, litigation, outside counsel and project management; time accounting; and master calendar management.

Major Accomplishments:

Major accomplishments during FY 1999-01 included processing, investigating and resolving 1,479 claims, or an average of three claims a day. Of these resolved claims, 1,159 (or 78 percent) were denied with no monetary payout. Of the 321 claims which were settled, 296 (or 92 percent) were settled for $5,000 or less. Only 12 percent of claims filed have resulted in a lawsuit being filed. The Office has continued to provide support in all phases of litigation in areas such as police conduct, employment, dangerous condition, inverse condemnation, enforcing City municipal codes, ordinances and policies. The Office actively participated as members of the community Prosecutor Team, “Beat Feet,” Rent Ordinance Task Force and other code enforcement related teams. One hundred and twelve “Beat Feet” vehicle seizures were made and 71 settlements were negotiated with vehicle owners. In gun control litigation matters, a database for collecting statistics on guns used in crimes was developed. This database is now being used by a law firm retained by various cities to pursue gun manufacturers. Information System improvements include conversion of CityLaw (Matter Management Information System), which has enhanced reported capabilities of claims, lawsuit and assignment activity and installation of new softward for judicial council forms and jury instructions.

Plans for FY 2001-03:

Plans for FY 2001-03 include providing adequate staff resources while enhancing services to clients; increasing efficiencies by developing Departmental Counsel program; reducing reliance on outside counsel by developing in-house expertise; coordinating and developing training programs to maintain a proactive approach to risk management; establishing a Neighborhood Law Corps; and promoting open government and accountability to the residents of Oakland.

F-136 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Administration Actual Actual Adopted Adopted Adopted Personnel Services $1,837,038 $2,141,085 $2,710,345 $2,639,877 $3,253,490 Operation & Maintenance 199,453 258,241 209,195 491,675 394,375

Subtotal Budget $2,036,491 $2,399,326 $2,919,541 $3,131,552 $3,647,865 Intradepartmental Credits (490,413) 0 0 (819,490) (819,490)

Total Budget $1,546,078 $2,399,326 $2,919,541 $2,312,062 $2,828,375

Authorized Staffing (FTE) 23.00 30.00 31.34 36.34 48.00

Appropriation History: General Fund $1,322,637 $2,151,980 $2,615,486 $1,834,041 $2,350,354 All Funds 1,546,078 2,399,326 2,919,541 2,312,062 2,828,375

Administration Appropriation History

$5.0 (M)

$4.5 (M)

$4.0 (M)

$3.5 (M)

$3.0 (M) ALL FUNDS $2.5 (M)

$2.0 (M) GENERALL FUND FUND $1.5 (M)

$1.0 (M)

$0.5 (M)

$0.0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

FY 2001-03 Adopted Policy Budget F-137 CITY ATTORNEY Table of Contents

Litigation

Services Provided:

The Litigation Division advocates the City’s interest in lawsuits filed against or on behalf of the City, its officers, employees and agencies. The lawsuits which are litigated in the state or federal court systems, include inverse condemnation actions, complex civil rights actions, high-value personal injury actions, wrongful death actions, eminent domain actions, Oakland Housing Authority (OHA) evictions, personnel disputes, collection of monies for the City, employee disciplinary appeals before the Civil Service Board or hearing officers and hundreds of routine “dangerous condition of public property” personal injury actions. The Claims Investigation section of the Administration and Legal Support Services Division investigates all claims for damages filed against the City, and adjusts and settles hundreds of claims each year.

Major Accomplishments:

Major accomplishments in FY 1999-01 included reducing the City’s liability payouts; the Office aggressively identified lawsuits that could be resolved either through dismissal or settlement thus saving unnecessary litigation costs, resulting in 336 lawsuits being closed of which 182 or 54 percent were closed with no monetary payout. Of the lawsuits that were settled, 77 percent or 2,345 resulted in payouts of $5,000 or less. Also of new lawsuits filed, 111 or 36 percent have been resolved within the first year of filing. The Office has conducted sexual harassment liability and prevention training for the majority of officers, sworn supervisors and civilian supervisors in the Police and Fire Departments. In addition, the Office established and maintained risk working groups for the Public Works Agency and the Fire Services Agency and continued the management of a risk working group with the Police Department.

Plans for FY 2001-03:

Plans for FY 2001-03 include saving the City the greatest possible amount of money while minimizing liability exposure of the City through replacing some outside counsel with a mid-level staff attorney dedicated exclusively to law and motion and trial assistance; improving training of attorney staff; continuing risk management working groups with City agencies to reduce liability exposure; developing more efficient management tools (such as litigation management plans and a settlement committee); continuing the risk management working groups for the Fire Services, Police Departments, and Public Works Agencies; reviewing claims and litigation systems, policies, procedures, workloads and appropriate staffing levels to refine and enhance efficiencies and to ensure that proper controls are implemented; refining and improving outside legal counsel contracting and billing procedures; and using as appropriate, volunteer attorneys, law clerks, legal assistants, investigators and clerical personnel.

F-138 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Litigation Actual Actual Actual Adopted Adopted Personnel Services $1,833,595 $1,518,892 $1,986,010 $1,899,369 $1,899,911 Operation & Maintenance 36,800 800,784 86,082 97,839 100,839

Subtotal Budget $1,870,395 $2,319,676 $2,072,092 $1,997,208 $2,000,750 Intradepartmental Credits 100,359 0 0 0 0

Total Budget $1,970,754 $2,319,676 $2,072,092 $1,997,208 $2,000,750

Authorized Staffing (FTE) 15.00 15.00 15.00 15.00 15.00

Appropriation History: General Fund $1,687,514 $2,141,011 $1,866,121 $1,785,192 $1,788,734 All Funds 1,970,754 2,319,676 2,072,092 1,997,208 2,000,750

Litigation Appropriation History

$3.0 (M)

$2.5 (M) ALL FUNDS

$2.0 (M) GENERAL FUNDL FUND

$1.5 (M)

$1.0 (M)

$0.5 (M)

$0.0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

FY 2001-03 Adopted Policy Budget F-139 CITY ATTORNEY Table of Contents

Selected Performance Measures:

Activity: Claims & Litigation Management Division: City Attorney

Objective: To provide legal services advocating the City's interest in claims and lawsuits filed against or on behalf of the City, its officers, employees, or agencies.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of claims settled prior to litigation 24.0% 19.9% 24.0% 24.0% Percent of defense lawsuits resolved within one year of service 26.0% 36.7% 26.0% 26.0% Percent of claims resolved with no monetary payout 72.0% 85.5% 72.0% 72.0% Percent of defense lawsuits resolved with no monetary payout 43.0% 50.3% 52.0% 52.0% Percent of claims settled for $5,000 or less 95.0% 91.0% 95.0% 95.0% Percent of defense lawsuits settled for $5,000 or less 27.0% 22.6% 20.0% 20.0% Percent of defense lawsuits resolved (report on annual basis only) 20.0% 12.7% n/a n/a

Claims & Litigation

100.0%

90.0%

80.0%

70.0%

60.0%

50.0%

40.0%

30.0%

20.0%

10.0%

0.0% 2000-01 Projected 2000-01 2001-02 2002-03 Actual Projected Projected

Percent of claims settled prior to litigation Percent of defense lawsuits resolved within one year of service Percent of claims resolved with no monetary payout Percent of defense lawsuits resolved with no monetary payout Percent of claims settled for $5,000 or less Percent of defense lawsuits settled for $5,000 or less Percent of defense lawsuits resolved (report on annual basis only)

F-140 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget F-141 CITY ATTORNEY Table of Contents

Advisory Services Provided: The Advisory Division provides legal advice and counsel to the City in land use, real estate, personnel, elections, conflict of interest, municipal finance, retirement, housing and economic development. Services include drafting and reviewing contracts, legislation and other documents and providing litigation services in personnel and retirement arbitration, in the defense of ordinances and other administrative actions and in specialized areas including probate and bankruptcy. Services are provided in code enforcement, drug nuisance and prostitution abatement. The Division provides counsel to the Council committees, retirement boards, Business Tax Board of Review, Civil Service Board, Planning Commission, Citizens Police Review Board and Oakland Housing Authority, task forces and City agencies and departments. The Division provides representation to Council-created Joint Powers Authorities such as Chabot Science Center and Observatory and the Oakland Base Re-Use Authority (OBRA). The Division handles elections, conflicts of interest and open meeting and public record issues. Under contract, the Division provides general counsel services to the Oakland Housing Authority.

Major Accomplishments: Major accomplishments in FY 1999-01 included: winning important legal victories in the areas of personnel/labor, public safety and code enforcement, land use and redevelopment, and general government and finance, in addition to providing ongoing legal advice on numerous major development projects. In the area of personnel/labor, the Advisory Division prevailed in a class action suit involving police and fire retirement benefits which could have cost the City $5.5 million to $27 million. In important billboard litigation, the Federal District Court upheld the City’s restrictions on placement of alcohol and tobacco billboards near schools, and an agreement was negotiated with another billboard company that saved the City $100,000. The public safety and code enforcement team had several key accomplishments including closure of the McCullough house, a long-standing drug nuisance; completion of the first rehabilitation of a blighted property under the receivership program and appointment of receivers on several other severely blighted houses; collaborating with the Police departments Beat Health Unit on numerous drug nuisance abatement cases; and defending several challenges to the City’s blight ordinance in court. The Division also won several important land use victories: the City and School District successfully defended a CEQA challenge to the construction of a new elementary school at the former Montgomery Ward’s site; a Planning Commission determination was upheld regarding a West Oakland bakery, saving more than 31 jobs; and the City prevented a contaminated gasoline station from reopening until all on-site contamination was removed. The Land Use group provided ongoing legal advice, including review of environmental documents, staff reports, appeals, and City Council actions on all major development projects. The Division drafted major revisions to the Rent Ordinance, the Oakland Army Base site lease, and negotiated settlement agreements to resolve construction claims related to the Chabot Space & Science Center. Contributing to Oakland’s economic revitalization projects, the Division successfully fought an attempt to halt construction of the International Boulevard Housing Project, completed negotiations and documents pertaining to hazardous materials removal and parking license agreement for the Oakland Garden Hotel and closed sale of the property to a developer, and closed loans for Citizen’s Housing and a 24-unit rental housing project in Central East Oakland. Supporting City policies and legislative goals, the Division conducted numerous trainings for City staff pertaining to the Brown Act/Sunshine Ordinance, conflict of interest and sexual harassment prevention. On behalf of the City, the Division has joined several major class action lawsuits, the outcome of which could directly impact Oakland. These include cases pertaining to the census, gun litigation, and lead poisoning of children currently pending.

Plans for FY 2001-03: Plans for FY 2001-03 include hiring construction/commercial contracting, and land use/writs specialist to provide the expertise and sufficient number of attorneys to perform in-house development real estate, land use and contracting work pertaining to City’s numerous development projects and contracts; increasing the Labor/Employment unit to conduct training, actively participate in negotiations and review and draft MOU language and handle most arbitrations and advisory related litigation in-house and assist in risk management and policy revision and development of protocols to guide staff in complying with applicable laws; bringing sufficient real estate, eminent domain and land use expertise in-house to support the City’s development and renovation projects. Adding staff necessary to provide services in the new millennium which include increased reliance on high-level technology, thereby necessitating expertise in software licensing and other commercial contracting; and development of project teams and assignment of specific attorneys to provide labor/personnel and support other specialized areas of expertise.

F-142 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Advisory Actual Actual Actual Adopted Adopted Personnel Services $2,213,960 $2,209,561 $3,184,584 $3,882,680 $3,826,983 Operation & Maintenance (26,461) 1,531,239 480,455 802,564 805,044

Subtotal Budget $2,187,499 $3,740,800 $3,665,039 $4,685,244 $4,632,027 Intradepartmental Credits 356,004 0 0 (124,123) (124,123)

Total Budget $2,543,503 $3,740,800 $3,665,039 $4,561,121 $4,507,904

Authorized Staffing (FTE) 17.35 20.85 21.19 27.84 28.00

Appropriation History: General Fund $1,251,128 $2,357,128 $2,192,381 $2,329,824 $2,276,607 All Funds 2,543,503 3,740,800 3,665,039 4,561,121 4,507,904

Advisory Appropriation History

$6 (M)

$5 (M)

$4 (M) ALL FUNDS

$3 (M)

$2 (M) GENERAL FUNDFUND

$1 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

FY 2001-03 Adopted Policy Budget F-143 CITY ATTORNEY Table of Contents

Notes

F-144 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Office of the City Auditor

The mission of the City Auditor’s Office is to provide objective, unbiased analyses of financial and programmatic activities of city government to Oakland citizens, the Mayor, and the City Council. Direct services include financial, operational, policy and program audits; surveys of customer satisfaction, contract performance and compliance; performance measurement; program evaluation; issue analysis, and investigation.

City Auditor Roland Smith

FY 2001-03 Adopted Policy Budget F-145 CITY AUDITOR Table of Contents

Notes

F-146 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

City Auditor (12.00 FTE)

Administration (4.00 FTE)

Internal Community Auditing Surveys/Program (6.00 FTE) Evaluation (2.00 FTE)

FY 2001-03 Goals:

1. To fulfill the current and expanded responsibilities of the City Auditor in accordance with the Charter Amendment Measure “H”.

2. To maintain a responsive and effective internal audit function which will promote the fiscal and operational accountability of the City Agencies and departments.

3. To 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.

4. To respond promptly to requests for consulting services, special reviews and audits from the Mayor, City Council, City Manager, agency directors and department heads, and to inquiries from taxpayers.

5. To provide legislative analyst assistance to the City Council.

6. To maintain high standards of staff performance and professionalism.

FY 2001-03 Adopted Policy Budget F-147 CITY AUDITOR Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 General Fund Actual Actual Actual Adopted Adopted City Auditor $959,038 $1,011,204 $1,042,877 $1,029,471 $1,030,125

Total $959,038 $1,011,204 $1,042,877 $1,029,471 $1,030,125

All Funds City Auditor $998,329 $1,084,606 $1,043,502 $1,078,695 $1,079,349

Total $998,329 $1,084,606 $1,043,502 $1,078,695 $1,079,349

Expenditures by Character Personnel Services $930,285 $899,393 $980,999 $1,012,246 $1,012,900 Operations & Maintenance 68,044 185,213 62,502 66,449 66,449

Total $998,329 $1,084,606 $1,043,502 $1,078,695 $1,079,349

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted

1010 General Purpose $959,038 $1,011,204 $1,042,877 $1,029,471 $1,030,125 1750 Multi Purpose Reserve 39,291 73,402 0 49,224 49,224 2114 Department of Labor 0 0 22 0 0 2124 Federal Emergency Mgmt Agency 0 0 390 0 0 8999 Default Fund Payroll 0 0 213 0 0

Total Budget $998,329 $1,084,606 $1,043,502 $1,078,695 $1,079,349

Authorized FTE 10.00 12.00 12.00 12.00 12.00

F-148 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Staffing History: Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Assistant to the City Auditor 1.00 2.00 2.00 2.00 2.00 City Auditor 1.00 1.00 1.00 1.00 1.00 Exec. Assistant to the City Auditor 1.00 1.00 1.00 1.00 1.00 Internal Auditor III 3.00 3.00 3.00 3.00 3.00 Management Assistant 1.00 0.00 0.00 0.00 0.00 Program and Performance Auditor 0.00 1.00 1.00 1.00 1.00 Project Evaluator 2.00 0.00 0.00 0.00 0.00 Receptionist to City Auditor 0.00 1.00 1.00 1.00 1.00 Student Trainee, PT 0.00 2.00 2.00 2.00 2.00 Systems Analyst III 1.00 1.00 1.00 1.00 1.00

Total 10.00 12.00 12.00 12.00 12.00

FY 2001-03 Adopted Policy Budget F-149 CITY AUDITOR Table of Contents

Appropriation vs FTE

Appropriation ($ M) FTE $1,500,000 15

$1,200,000 12

$900,000 9

$600,000 6

$300,000 3

$0 0 ActualActual UnauditedUnaudited AdoptedAdopted ProposedProposed Proposed Proposed 1998-991998-99 ActualActual 2000-012000-01 2001-02 2001-02 2002-03 2002-03 1999-001999-00

General Fund All Funds FTE

F-150 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

City Auditor

Services Provided:

The City Auditor is an elected officer of the City. In accordance with the City Charter, Section 403, the City Auditor performs audits and reviews of the records, procedures and activities of the City departments. In conjunction with those audits and reviews, the City Auditor issues reports covering the financial, internal control, compliance and operational.

The Charter Amendment adopted in November 1996 added the following duties and responsibilities requiring the City Auditor to: (12) prepare impartial financial analyses of selected proposed major expenditures; (2) conduct performance audits of City departments; (3) conduct surveys, reviews and audits as the audits deemed to be in the best public interest; and (4) publicly report to Council on the implementation of the City Auditor’s recommendations.

The City Auditor provides a professional service to City government to help ensure that City operations are effective and efficient, and to act as a deterrent to fraud, waste and mismanagement of City resources. The City Auditor helps the City to be accountable to the taxpayers by ensuring the tax dollars are spent prudently and in accordance with the legislative policies and decisions of the Mayor and Council and the administrative policies and instructions issued by the City Manager.

Major Accomplishments:

Major accomplishments during FY 1999-01 included the launch of The Good Government Program (Oakland’s first whistleblower program); the creation of an internal survey program to conduct surveys of Oakland citizens, conducting surveys on such topics as community policing awareness, blight, and the Oakland Museum; the completion of various contract compliance audits such as Wildcat Canyon Ranch, the Golf Enterprise Fund, the Montclair Golf Course, and the city parking garages; the evaluation of ballot measures relating to the school board for the March 7, 2000 election; the evaluation of a wide range of major expenditure proposals involving city purchase of services and property, as well as city loans; the completion of studies on business license and local property tax burden; the proposal of a new business license tax credit program to attract new retail to Oakland; the completion of various program audits for the Office of Parks and Recreation; the completion of audits for Measures O, M, N and the Landscape and Lighting Assessment District (LLAD); the completion of a special report for City Council on the Charter School law; the completion of an analysis of Kids First! Request for Proposals and the city’s transition to a new financial and payroll system; and the completion of an audit for the TCI Cable, Inc. Franchise Fee agreement with the City of Oakland.

Plans for FY 2001-03:

Plans for FY 2001-03 include 50 audits and projects in process, another 50 awaiting assignment, and approximately 60 items for consideration or potential projects.

FY 2001-03 Adopted Policy Budget F-151 CITY AUDITOR Table of Contents

Notes

F-152 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Office of the City Clerk

It is the Mission of the Office of the City Clerk to enable the public to fully participate in the governmental process, by providing accurate information and services in a professional manner, enabling the public to make informed decisions affecting the quality of their lives.

City Clerk

Ceda Floyd

FY 2001-03 Adopted Policy Budget F-153 CITY CLERK Table of Contents

Notes

F-154 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Office of the City Clerk (13.0 FTE)

City Clerk (2.0 FTE)

Assistant City Clerk (11.0 FTE)

Agenda Management Records M anagement Political Compliance

FY 2001-03 Goals:

1. To support the Mayor, City Council, Oakland Redevelopment Agency, City Manager, and Agency Directors in achieving their goals for the City through accurate recording of legislative activities and retention/retrieval of City records.

2. To fully implement an Electronic Agenda Management System, which will streamline the Council Agenda development and production process, improve productivity, and allow for greater public access to the Council’s Agenda.

3. To implement a document imaging system that will enhance public access to vital City records.

4. To ensure the safety and availability of vital public records through the creation and maintenance of a Citywide Records Program.

FY 2001-03 Adopted Policy Budget F-155 CITY CLERK Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditure by Division Actual Actual Actual Adopted Adopted City Clerk Unit $2,196,886 $2,268,547 $2,220,178 $1,613,521 $1,565,321

Expenditures by Character Personnel Services $1,515,409 $1,308,462 $965,812 $912,135 $913,935 Operations & Maintenance 632,980 960,085 1,254,366 701,386 651,386 Capital Outlay 48,4960000 Total Budget $2,196,886 $2,268,547 $2,220,178 $1,613,521 $1,565,321

Expenditures by Fund 1010 General Purpose $1,374,357 $1,550,896 $1,928,438 $1,566,589 $1,518,389 1760 Telecommunications Reserve 776,987 653,624 212,974 0 0 1770 Telecommunications Land Use 0 7,771000 2210 Measure B Fund 30000 2310 Landscaping Lighting Asst. Dist. 1,3100000 2999 Miscellaneous Grants 0 0 2,489 0 0 5500 Municipal Capital Improvement 0 12,563 30,822 0 0 7540 Oakland Public Library Trust 0 469000 7780 Oakland Redevelopmt. Ag. Proj. 44,229 43,224 45,456 46,932 46,932 Total Budget $2,196,886 $2,268,547 $2,220,178 $1,613,521 $1,565,321

Authorized Staffing (FTE) 23.81 23.81 13.00 13.00 13.00

Significant Budget Changes for the Office of the City Clerk

• Addition of $50,000 for legal fees to negotiate cable TV franchise agreement.

• Implement alternative voting methods for citizen’s in the City of Oakland.

• Implement the interactive ability for citizens to participate in the Legislative Process.

• Complete the records management laser-fiche system integrated with EAMS.

• Implement and distribute multilingual information related to the City’s Legislative Process.

F-156 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

City Clerk 1.00 1.00 1.00 1.00 1.00 City Clerk, Assistant 0.00 0.00 0.00 1.00 1.00 Administrative Analyst II 1.00 1.00 1.00 1.00 1.00 Administrative Assistant I 2.00 3.00 3.00 3.00 3.00 Administrative Services Manager I 0.00 0.00 0.00 1.00 1.00 Administrative Services Manager II 1.00 1.00 1.00 0.00 0.00 Cable Operations Technician 1.00 1.00 0.00 0.00 0.00 Cable TV Production Assistant 3.80 3.80 0.00 0.00 0.00 Cable TV Production Assistant (PT) 3.01 3.01 0.00 0.00 0.00 Cable TV Station Manager 1.00 1.00 0.00 0.00 0.00 Citywide Records Manager 0.00 1.00 1.00 1.00 1.00 Deputy City Clerk 3.00 2.00 2.00 0.00 0.00 Executive Assistant 0.00 1.00 1.00 1.00 1.00 KTOP Engineer 0.00 1.00 0.00 0.00 0.00 KTOP Production Coordinator 0.00 1.00 0.00 0.00 0.00 Legislative Recorder 2.00 2.00 2.00 2.00 2.00 Office Assistant II 1.00 0.00 0.00 0.00 0.00 Payroll Personnel Clerk I 1.00 0.00 0.00 0.00 0.00 Political Compliance Manager 0.00 0.00 0.00 1.00 1.00 Public Service Employee 51 1.00 0.00 0.00 0.00 0.00 Receptionist 0.00 1.00 1.00 1.00 1.00 Receptionist to the City Clerk 1.00 0.00 0.00 0.00 0.00 Secretary, Administrative 1.00 0.00 0.00 0.00 0.00

Total 23.81 23.81 13.00 13.00 13.00

FY 2001-03 Adopted Policy Budget F-157 CITY CLERK Table of Contents

Appropriations vs FTE

Appropriation ($ M) FTE 2.5 25

2.0 20

1.5 15

1.0 10

0.5 5

- 0 1998-991998-991999-00 1999-00 2000-01 2000-012001-02* 2001-022002-03 2002-03 Actual Actual ActualUnaudited Unaudited AdoptedAdoptedAdopted Adopted Actual Actual Budget Budget

* Decrease reflects transfer of KTOP to City Manager's Office fice

General Fund All Funds FTE

F-158 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget F-159 CITY CLERK Table of Contents

City Clerk

Services Provided:

The Office of the City Clerk provides a variety of essential services for the residents, businesses and municipal agencies of the City of Oakland. The following is a general list of these services and responsibilities: Administrative Services provides essential administrative support to the entire Office. Through the centralization of personnel, payroll, purchasing, budgeting, financial, and other administrative services, Administrative Services is able to ensure that the daily operations of the Office are maintained. Administrative Services is also responsible for maintaining the official files for Boards and Commissions appointments, preparing the legislation appointing members, and preparing the Boards and Commissions directory. Boards and Commissions provide opportunities for residents who have special experience, expertise, and interest to participate in the City’s decision-making process by advising the City Council.

Administrative Services manages the Domestic Partnership Registration program, formally recognizes the primary relationship between two cohabiting people who are unrelated by either blood or marriage, regardless of gender, who are over the age of 18. Administrative Services also serves as the official passport agent of the U.S. Department of State.

Agenda Management Services produces and distributes the weekly City Council meeting and committee agendas. As key staff for Council meetings, Agenda Management personnel record and maintain the official minutes of the Oakland Redevelopment Agency (ORA), City Council and all City Council Committees.

Political Compliance Services administers municipal elections, including those for the offices of the Mayor, City Council, City Auditor, and the Board of Education and assist candidates in meeting their legal responsibilities before, during and after an election. Political Compliance is also responsible for ensuring that statements of economic interest and campaign disclosure are distributed to and filed by candidates for public office, elected officials, members of various boards and commissions, and numerous City employees. Political Compliance Services also conducts voter registration outreach activities throughout the year.

Records Management Services oversees the preservation and protection of the public record. Records Management maintains and indexes the City Council Agendas and the Minutes, Reports, Ordinances and Resolutions adopted by the City Council, and its Committees. This unit ensures that other municipal records are readily accessible to the public. Records Management Services also oversees and maintains the offsite citywide Records Center.

Major Accomplishments:

Major accomplishments during FY 1999-01 included completing the citywide implementation of the Legistar Electronic Agenda Management Systems (EAMS); making City Council Agendas with back-up material and minutes available on the Internet; creating the City Clerk web page; implementing Video Streaming at Council/Committee Meetings; codifying the Oakland Municipal and Planning Codes available on the Internet; creating a successful Intra-departmental Telecommunications Task Force; creating a streamlined Telecom permit and Inspection process; transitioning KTOP from the Office of the City Clerk to the Office of the City Manager; passing a Telecommunication Licensing and Lease Agreement Ordinance; and negotiating a successful Cable Franchise Transfer Agreement.

Plans for FY 2001-03:

Plans for FY 2001-03 include: implement alternative voting methods for citizen’s in the City of Oakland; implement the interactive ability for citizens to participate in the Legislative Process; complete the records management laser-fiche system integrated with EAMS; implement a Telecommunication and Cable Franchise Management Division within the City Government Structure; negotiate a successful Cable Franchise Agreement; negotiate successful Cable Over Builder Agreements; implement and distribute multilingual information related to the City’s Legislative Process; create and implement a comprehensive Citywide Records Retention Schedule.

F-160 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Selected Performance Measures:

Activity: Administration/Technical Support Division: Office of the City Clerk

Objective: To facilitate the legislative process at Council/Committee/ORA meetings by providing knowledgeable and efficient administrative and technical support.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of customers who rate the City Clerk's responses as timely and complete. 98% 99.05% 100% 100%

Activity: Records Management Division: Office of the City Clerk

Objective: To facilitate the city and public transaction of business by providing timely response to inquiries for legislative history.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of legislative actions posted to LIS within 72 hours 90% 100.00% 100% 100% Percent of inquiries responded to at time of request 80% 80.21% 75% 75% Percent of inquiries responded to within 1 working day 10% 10.44% 10% 10% Percent of requests responded to within three days 10% 2.98% 15% 15%

FY 2001-03 Adopted Policy Budget F-161 CITY CLERK Table of Contents

Percent of Customers Who Rate the City Clerk’s Responses as Timely and Complete

101%

100% 100% 100%

100%

99.05% 99%

99%

98% 98%

98%

97% 2000-01 2000-01 2001-02 2002-03 Projected Actual Projected Projected

Records Management

120%

100.00% 100% 100% 100% 90%

80% 80.21% 80% 75% 75%

60%

40%

20% 15% 15% 10% 10% 10.44% 10% 10% 2.98% 0% 2000-01 2000-01 2001-02 2002-03 Projected Actual Projected Projected

Percent of legislative actions posted to LIS within 72 hours Percent of inquiries responded to at time of request Percent of inquiries responded to within 1 working day Percent of requests responded to within three days

F-162 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Financial Services Agency

The mission of the Financial Services Agency, through the work of its employees, is to provide quality direct services to Oakland residents and businesses and support services to the Mayor, City Council, City Manager and city agencies/departments. Direct Services include portfolio and debt management, customer service, tax and parking collections (including the services of a collection agency, Parking Citations Assistance Center, and Parking Enforcement) and assistance with finance related inquiries. Support services include financial management and maintenance of the Financial System, warehousing and commodity inventory and mail services. The Agency will provide all direct and indirect services with timeliness, accuracy and courteous customer service with a focus on customer satisfaction.

Agency Director Deborah Edgerly

Division Manager

Accounting Bill Noland Parking Noel Pinto Revenue Debra Taylor-Johnson Treasury Joseph Yew

FY 2001-03 Adopted Policy Budget G-1 FINANCIAL SERVICES AGENCY Table of Contents

Notes

G-2 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Financial Services Agency (190.00 FTE)

Administration (4.00 FTE)

Accounting Revenue Treasury Parking (50.00 FTE) (55.00 FTE) (12.00 FTE) (69.00 FTE)

FY 2001-03 Goals:

1. To safeguard the City’s assets by maintaining strong internal controls.

2. To survey, analyze, and respond to departments’ and citizens’ requests on a timely basis.

3. To enforce and collect all local tax revenues and to process those payments expeditiously.

4. To manage the City’s investments prudently and to insure compliance with the government Code and the City’s Investment Policy.

5. To manage the City’s debt position and issue debt at the lowest rate possible.

6. To identify cost reductions and efficiencies while maintaining current levels of service.

7. To streamline the payment process through the use of electronic payments for utilities, office supplies and other types of volume purchases.

FY 2001-03 Adopted Policy Budget G-3 FINANCIAL SERVICES AGENCY Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 General Fund Actual Actual Actual Adopted Adopted Administration $419,375 $803,900 $743,323 $564,942 $565,231 Accounting 3,115,662 2,721,011 4,055,218 2,582,891 2,873,536 Revenue 2,761,886 3,442,259 3,380,001 3,221,417 3,298,466 Treasury 427,042 867,772 932,917 778,984 779,462 Budget 1,056,347 167,069000 Parking 3,617,207 5,532,261 5,729,088 6,314,006 6,522,462

Total $11,397,519 $13,534,273 $14,840,546 $13,462,240 $14,039,157

All Funds Administration $486,332 $803,900 $743,323 $564,942 $565,231 Accounting 5,309,489 5,335,369 6,105,584 5,666,799 5,799,101 Revenue 4,394,293 4,636,188 4,692,545 4,942,490 5,019,539 Treasury 931,319 4,181,970 1,523,170 4,712,581 4,533,343 Budget 1,565,392 184,843000 Parking 3,667,565 5,532,387 5,772,029 6,356,042 6,564,498

Total $16,354,390 $20,674,657 $18,836,652 $22,242,854 $22,481,712

Expenditures by Character Personnel Services $10,020,330 $10,567,000 $10,648,860 $11,728,303 $11,891,788 Operations & Maintenance 6,220,100 9,847,902 8,181,442 10,402,396 10,589,924 Capital Outlay 113,963 259,755 6,349 112,155 0

Total $16,354,390 $20,674,657 $18,836,652 $22,242,854 $22,481,712

Financial Services Agency – Appropriation History

$25 (M)

ALL FUNDS

$20 (M)

$15 (M)

ENERAL FUND $10 (M)

$5 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

G-4 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1998-1999 1999-2000 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted

1010 General Purpose $11,397,519 $13,534,273 $14,840,546 $13,462,240 $14,039,157 1100 Self Insurance Liability 0 2,359 19,203 0 0 1700 Mandatory Refuse Program 819,024 502,612 728,607 987,860 987,860 1710 Recycling Program 85,612 64,529 94,516 86,975 86,975 1750 Multipurpose Reserve 1,260 0 40,788 42,036 42,036 2108 Department of Housing and Urban Development 147,056 74,586 230,031 157,604 157,604 2114Department of Labor 114,00065,019000 2124 FEMA - Oakland Hills Fire 468 0 50,885 0 0 2128 Community Services Block Grant 23,967 790 11,427 0 0 2159 State of California Other 0 790 9,500 0 0 2190 Private Grants 0 0 188 0 0 2195 Workforce Investment Act 0 0 47,532 90,156 90,156 2310 Landscape & Lighting Assessment District 297,848 64,629 93,729 134,082 96,549 2320Fire Suppression Assessment District 0126000 3100 Sewer Service Fund 708,781 673,391 537,267 740,270 700,000 4100 Equipment Rental 0 0 10,606 40,270 0 4200 Radio Fund 0 0 0 40,270 0 4300 Reproduction 6900 4500 Central Stores 1,273,592 2,289,039 1,433,260 2,412,735 2,412,735 4550Equipment Parts Stores 267,5360000 5006GOB Series 1997, Measure K 5320000 5008GOB Series 1992, Emergency Response3712,425000 5012JPFA Admin Bldg Series 1996 49,0990000 5044Lakeshore Lighting District II (15,440)0000 5050 Proctor Utility Underground Assessment District 0 5,648000 5110 Rockridge Library 0 (47) 47 0 0 5120 Lakeshore Lighting District 0 (241) 302 0 0 5500 Municipal Capital Improvement 331,572 105,505 106,388 210,377 210,377 5550Municipal Improvement - Revenue 4,1640000 5999 Miscellaneous CAP Proj 178,265 (41) 41 0 0 6002 GOB Measure K Series 4,120 0 4,150 13,500 13,500 6004 GOB Series 1995B, Measure K 0 0 2,307 0 0 6006 GOB Series 1997C, Measure K 0 3,863 3,863 0 0 6008 GOB Series 1992, Emergency Response 0 0 0 3,300 3,300 6010 GOB Series 1997, Measure I 0 4,017 3,863 6,800 6,800 6016 Civic Improvement 0 0 0 160,080 160,080 6026 JPFA Assessment Revenue Bonds 1996A 0 (445) 445 0 0 6030 Taxable Pension Obligation Bonds 0 0 0 4,860 4,860 6033 1998 Pension Refinancing Debt Service 317,594 173,232 355,444 3,407,589 3,228,688 6042 Lakeshore I 507 524 0 1,150 1,370 6044 Lakeshore II (204) 256 170 0 0 6046 Ocean View 20 167 735 615 770 6048 Lower Hubert 64 47 91 500 0 6060 2000 Measure K Series D Bonds 0 0 2,375 2,150 2,150 6062 2000 Measure K Series E Bonds 0 0 2,375 2,150 2,150 6405 CAB 1996 Reserve 0 216,480 (451) 0 0 6420 Fire Area Utility Underground, 1994A-Reserve 0 402,416000 6422 Fire Area Utility 1994A 0 1,500000 6425 Fire Area Utility Underground, 1994B - Reserve (1,934) 300,640000 6430Rockridge Area Water District - Reserve 077,761000 6505 CAB 1996 Redemption 0 232 0 6,000 6,000 6512 CAB 1996 Redemption 0 0 2,945 26,445 26,445 6518 Medical Hill Parking Dist Refund Imp Bonds 1997 4,026 2,776 3,276 3,230 3,235 6520 Fire Area Utility Underground, 1994A-Redemption 12,857 410,197 10,902 3,000 1,890 6525Fire Area/B 12,723352,681000 6530 Rockridge 4,127 169,553 2,343 4,400 4,475 6540 Skyline 60 426 595 840 1,000 6550 Proctor 333 276 47 0 0 6552 Lakeshore III 474 (1,181) 585 0 0 6554 LaSalle 797 827 1,401 2,210 2,250 6556 Harbor 757 793 939 2,130 2,170 6558 Grizzly 329 88 1,154 590 590 6562 Lakeshore Phase IV-Debt Service 0 468 0 345 345 6570 1996 Pooled A.D.'s 0 0 1,800 1,800 1,800 6580 1997 Pooled A.D.'s 0 32,392 1,305 3,000 3,050 6585 1999 JPFA Reassessment District Debt Ser 0 993,623 3,305 3,200 3,250 6620 Rockridge Water - Bond Administration 0 (605) 605 0 0 6622 Fire Area Utility 1994A 0 (1,382) 1,382 0 0 6624 Fire Area Utility 1994B 0 (1,178) 1,178 0 0 6710GOB Series 1997, Measure I 3,9660000 7780 Oakland Redevelopment Agency Projects 308,548 148,822 172,438 178,095 178,095 8999 Default Fund Payroll 0 0 153 0 0

Total Budget $16,354,390 $20,674,658 $18,836,652 $22,242,854 $22,481,712

Authorized Staffing (FTE) 145.00 166.00 166.00 190.00 189.00

FY 2001-03 Adopted Policy Budget G-5 FINANCIAL SERVICES AGENCY Table of Contents

Significant Budget Changes for the Financial Services Agency

The FY 2001-03 Adopted Budget for the Financial Services Agency includes funding for compliance with new accounting rules regarding the recording and reporting of the City’s infrastructure assets and funding for the enhancement of its core services. Accounting Division • Implement GASB 34 – Additional funding is required for the mandatory implementation of a new Governmental Accounting Standards Board Act (GASB) regulation. GASB 34 mandates that governmental entities record and report public infrastructure assets such as bridges, roads, streets and storm sewers for the first time. In order to inventory, value and assess the condition of these assets, the Agency has formed a new unit consisting of 3 FTE for 2001-2002 and 2 FTE for 2002-2003. Audit fees have been increased in the Financial Services Agency and contract service fees have been increased in the Public Works Agency to accomplish this project. Total new funding for the two years is $1,060,000 - $760,000 in the Financial Services Agency and $300,000 in the Public Works Agency. Revenue Division • Expand Collection Efforts – In 2001 the Fire Department will begin transferring approximately 500 delinquent accounts annually and the Parking Division an additional 250 accounts. Two new FTE will generate $250,000 in additional net revenue to the General Fund. • Reassign staff to generate increased tax collection – An additional FTE (Revenue Assistant) is being added to perform lockbox and reconciliation duties currently performed by Tax Auditor II’s. This will allow the Tax Auditors to conduct additional audits and the net increase to General Fund revenues is projected to be $100,000. Parking Division • Expand parking meter collection during the week and weekends – The additional net revenue to the General Fund is projected to be $31,000 more than the cost of the additional 4 FTE. • Provide parking enforcement at the Oakland Airport – The additional net revenue to the General Fund is projected to be $555,000 more than the cost of the additional 4 FTE.

Funding by Source FY 2001-03 Adopted Policy Budget $44,724,566

Sewer Service Fund 3% Other 5% Mandatory Refuse Program 4%

Central Stores 11%

1998 Pension Refinancing Debt General Fund Service 62% 15%

G-6 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Staffing History: Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Authorized Authorized Authorized Authorized Authorized

Agency Administration 3.00 4.00 4.00 4.00 4.00 Accounting 25.00 38.00 38.00 50.00 49.00 Purchasing 15.00 0.00 0.00 0.00 0.00 Revenue 46.00 51.00 51.00 55.00 55.00 Treasury 11.00 12.00 12.00 12.00 12.00 Budget 17.00 0.00 0.00 0.00 0.00 Parking 28.00 61.00 61.00 69.00 69.00

Total 145.00 166.00 166.00 190.00 189.00

Staffing History

200 (FTE)

180 (FTE)

160 (FTE)

140 (FTE)

120 (FTE)

100 (FTE)

80 (FTE)

60 (FTE)

40 (FTE)

20 (FTE)

0 (FTE) Auth orize d Auth orize d Auth orize d Auth orize d Auth orize d 1998-99 1999-00 2000-01 2001-02 2002-03

Agency Administration Accounting Purchasing Revenue Treasury Budget Parking TOTAL

FY 2001-03 Adopted Policy Budget G-7 FINANCIAL SERVICES AGENCY Table of Contents

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Director, Budget and Finance Agency 1.00 0.00 0.00 0.00 0.00 Director, Financial Services Agency 0.00 1.00 1.00 1.00 1.00 Controller 1.00 1.00 1.00 1.00 1.00 Manager, Budget 1.00 0.00 0.00 0.00 0.00 Manager, Parking Operations 1.00 1.00 1.00 1.00 1.00 Manager, Purchasing 1.00 0.00 0.00 0.00 0.00 Manager, Revenue 1.00 1.00 1.00 1.00 1.00 Manager, Treasury 1.00 1.00 1.00 1.00 1.00 Account Clerk II 7.00 7.00 7.00 1.00 1.00 Account Clerk III 0.00 1.00 1.00 3.00 3.00 Accountant I 1.00 1.00 1.00 1.00 1.00 Accountant II 15.00 9.00 9.00 10.00 10.00 Accountant III 4.00 4.00 4.00 5.00 5.00 Accounting Supervisor 3.00 0.00 0.00 0.00 0.00 Accounting Technician 0.00 0.00 0.00 5.00 5.00 Administrative Assistant I 2.00 1.00 1.00 2.00 2.00 Administrative Assistant II 8.00 5.00 5.00 6.00 6.00 Administrative Services Manager I 0.00 0.00 0.00 2.00 2.00 Agency Administration Manager 1.00 1.00 1.00 1.00 1.00 Assistant Treasury Manager 0.00 0.00 0.00 1.00 1.00 Budget & Operations Analyst, Supervisor 1.00 0.00 0.00 0.00 0.00 Budget and Operations Analyst III 5.00 0.00 0.00 0.00 0.00 Business Analyst II 1.00 0.00 0.00 0.00 0.00 Buyer 3.00 3.00 3.00 3.00 3.00 Buyer, Junior 0.00 0.00 0.00 1.00 1.00 Collections Officer 6.00 6.00 6.00 7.00 7.00 Controller, Assistant 0.00 2.00 2.00 2.00 2.00 Data Entry Operator, Sr. 2.00 2.00 2.00 2.00 2.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 Financial Analyst 1.00 1.00 1.00 0.00 0.00 Financial Analyst, Principal 2.00 0.00 0.00 0.00 0.00 Grants Coordinator, Principal 0.00 0.00 0.00 1.00 1.00 Information Systems Administrator 0.00 1.00 1.00 0.00 0.00 Investment Supervisor 1.00 1.00 1.00 0.00 0.00 Management Assistant 4.00 1.00 1.00 1.00 1.00 Microcomputer Systems Specialist II 0.00 0.00 0.00 1.00 1.00 Office Assistant II 4.00 3.00 3.00 3.00 3.00 Parking Analyst 0.00 1.00 1.00 1.00 1.00 Parking Control Tech., PT 0.00 10.00 10.00 10.00 10.00 Parking Enforcement Supervisor 0.00 1.00 1.00 1.00 1.00 Parking Enforcement Supervisor I 0.00 2.00 2.00 3.00 3.00 Parking Enforcement Technician 0.00 13.00 13.00 16.00 16.00 Parking Meter Collector 9.00 6.00 6.00 9.00 9.00 Parking Meter Collector, PPT 0.00 3.00 3.00 3.00 3.00 Parking Meter Collector Supervisor 1.00 1.00 1.00 2.00 2.00 Payroll Control Specialist 0.00 1.00 1.00 1.00 1.00 Payroll Personnel Clerk I 1.00 0.00 0.00 0.00 0.00

G-8 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Project Director (GASB 34) 0.00 0.00 0.00 1.00 0.00 Project Manager (GASB 34) 0.00 0.00 0.00 1.00 1.00 Public Service Employee 14 10.00 1.00 1.00 1.00 1.00 Public Service Employee 51 2.00 0.00 0.00 0.00 0.00 Public Service Rep 0.00 13.00 13.00 13.00 13.00 Public Service Rep. Sr 0.00 1.00 1.00 1.00 1.00 Purchasing Supervisor 0.00 1.00 1.00 1.00 1.00 Receptionist 2.00 2.00 2.00 2.00 2.00 Revenue Analyst 0.00 1.00 1.00 1.00 1.00 Revenue Assistant 4.00 8.00 8.00 10.00 10.00 Revenue Audit Supervisor 1.00 1.00 1.00 1.00 1.00 Revenue Collections Supervisor 0.00 1.00 1.00 2.00 2.00 Revenue Operations Supervisor 3.00 2.00 2.00 2.00 2.00 Storekeeper 5.00 6.00 6.00 9.00 9.00 Storekeeper III 1.00 1.00 1.00 1.00 1.00 Systems Accountant III 1.00 1.00 1.00 1.00 1.00 Tax Auditor II 10.00 11.00 11.00 11.00 11.00 Tax Enforcement Officer II 0.00 0.00 0.00 6.00 6.00 Tax Enforcement Officer III 0.00 0.00 0.00 2.00 2.00 Tax Representative I 1.00 0.00 0.00 0.00 0.00 Tax Representative II 13.00 19.00 19.00 13.00 13.00 Treasury Analyst 2.00 4.00 4.00 1.00 1.00

Total 133.00 165.00 165.00 190.00 189.00

FY 2001-03 Adopted Policy Budget G-9 FINANCIAL SERVICES AGENCY Table of Contents

Appropriation vs FTE

Appropriation ($ M) FTE 25.0 200

20.0 160

15.0 120

10.0 80

5.0 40

- 0 ActualActual Actual Unaudited Unaudited AdoptedAdopted AdoptedAdopted 1998-991998-99 1999-001999-00 ActualActual 2001-02 2002-03 2002-03 2000-01 2000-01

General Fund All Funds FTE

G-10 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget G-11 FINANCIAL SERVICES AGENCY Table of Contents

Administration

Services Provided:

The Administration Division provides administrative support, oversight and leadership to the four (4) subordinate divisions in the Financial Services Agency. The Division’s primary responsibility is managing the department’s general operations to ensure efficient and effective service delivery. Other services provided by the Division include advising the Council and City Management on finance issues and producing and analyzing reports for the City Council, the City Manager and other City Agencies. The Agency Director serves as the Secretary/Treasurer of the Oakland Alameda County Coliseum Joint Powers Authority and provides staff liaison to the Council’s Finance and Management Committee, the Oakland Municipal Employees Retirement Board and the Chamber of Commerce Operations Committee.

Major Accomplishments:

Major accomplishments during FY 1999-01 included the adoption of Westlake Middle School and participation in their Junior Achievement Program which consisted of mentoring and teaching weekly math courses; restructuring of several areas of the organization to improve efficiencies and customer service; successfully upgraded and enhanced software and hardware of all agency personal computers; supported Citywide training efforts by designing the course material and personally training agencies/departments in the use of the new purchasing module; sponsored 1st Annual Executive Management Staff Retreat which focused on better ways to improve service delivery to our citizens and City associates; provided staff oversight for the new financial system; hired personnel to provide on-site and in-house system support. Each Division had significant accomplishments which are embodied in the narratives of the operating division’s highlights.

Plans for FY 2001-03:

Plans for FY 2001-03 include continuing to facilitate departmental staff participation in training for skill development and customer service improvement; consistent monitoring of agency mandated initiatives and programs related to performance appraisals, staff recognition and training; continual support for all Citywide initiatives in conjunction with Mayor and City Manager goals; aggressive monitoring of Agency Performance Measures to achieve successful results; provide on-site customized training for Supervisors and Managers; institute a career planning (supervisor academy) for mid-level managers; explore and create better ways to use technology to enhance Financial Services Agency programs and systems and expansion of our mentoring and teaching programs at Westlake Middle School.

G-12 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Agency Administration Actual Actual Actual Adopted Adopted Personnel Services$ 401,639 $ 470,639 $ 531,712 $ 483,675 $ 483,964 Operation & Maintenance 43,469 223,344 211,611 81,267 81,267 Capital Outlay 41,224 109,917 0 0 0

Total Budget$ 486,332 $ 803,900 $ 743,323 $ 564,942 $ 565,231

Authorized Staffing (FTE) 3.00 4.00 4.00 4.00 4.00

Appropriation History: General Fund$ 419,375 $ 803,900 $ 743,323 $ 564,942 $ 565,231 All Funds 486,332 803,900 743,323 564,942 565,231

Agency Administration Appropriation History

$900,000

$800,000 ALL FUNDS $700,000

$600,000

$500,000 GENERAL FUNDD $400,000

$300,000

$200,000

$100,000

$0 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget G-13 FINANCIAL SERVICES AGENCY Table of Contents

Accounting

Services Provided:

The Accounting Division is responsible for both financial reporting and procurement activities. This includes timely and accurate financial information and reports to the City Manager, the Mayor and Council, agencies and the public; maintaining the integrity of information in the City’s and Redevelopment Agency’s financial management systems; the designing, implementing and monitoring of systems of internal controls that safeguard the assets of the City and the Redevelopment Agency. In addition, the Division procures materials, supplies, equipment and services for City departments; maintains a Central Stores warehouse with an inventory of critical supplies and items; provides storage and handling of materials; liquidates surplus property; operates a shipping and receiving function; provides interdepartmental and outgoing United States mail service; and operates a library book exchange program. The Division is responsible for printing and distributing the City’s payroll checks for both active and retired employees. The Division also handles the processing of payment requests, issues and distributes vendor checks.

Major Accomplishments:

Major accomplishments during FY 1999-01 included the completion of the City’s Comprehensive Annual Financial Report (CAFR) and the Redevelopment Agency’s Annual Financial Statement; receipt of the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association; implemented the new financial management system; provided training to City associates on the different modules of the new financial system, including purchasing, accounts payable, general ledger, project accounting and inventory; implemented the pilot purchasing card program in coordination with the Treasury Division; developed procedures for the purchasing card program; completed procurement of over $30 million in purchases; developed procedures for buying fair trade organically grown coffee and coffee services; implemented electronic bidding for improved customer service; developed a desk top quick reference purchasing manual; established on-line stores catalog and stores requisitioning system; worked with vendors in implementing an on-line ordering and billing system for office supplies.

Plans for FY 2001-03:

Plans for FY 2001-03 include preparing and publishing all required financial reports in a timely manner; providing training and assistance to other agencies/departments to ensure proper accounting and procurement procedures are understood and implemented; updating and developing written guidelines and procedures on the use of the new financial management system; streamlining the payment process through the use of electronic payment for utilities, office supplies and other types of volume purchases; revising accounting forms, such as stores requisition to reflect the new chart of accounts; documenting and preparing a manual of policies and procedures on the new financial management system; and implement purchasing card program on a Citywide basis; and continue improvements and enhancements to reporting and information access to the City’s new financial management system.

The Agency will implement new reporting requirements mandated by the General Accounting Standards Board (GASB). The Agency, in collaboration with the Public Works Agency, will inventory, value and assess the condition of all public infrastructure assets.

G-14 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Accounting Actual Actual Actual Adopted Adopted Personnel Services$ 2,963,304 $ 3,117,250 $ 3,105,455 $ 3,672,140 $3,524,853 Operation & Maintenance 2,346,185 2,213,111 3,000,129 1,975,459 2,274,248 Capital Outlay 0 5,008 0 19,200 0

Total Budget$ 5,309,489 $ 5,335,369 $ 6,105,584 $ 5,666,799 $5,799,101

Authorized Staffing (FTE) 40.00 38.00 38.00 50.00 49.00

Appropriation History: General Fund$ 3,115,662 $ 2,721,011 $ 4,055,218 $ 2,582,891 $2,873,536 All Funds 5,309,489 5,335,369 6,105,584 5,666,799 5,799,101

Activities: Accounting $2,754,324 $2,672,608$ 3,062,342 3,194,574 Purchasing 2,581,046 3,432,976 2,604,457 2,604,527

Total $5,335,370 $6,105,584$ 5,666,799 $5,799,101

Accounting Appropriation History

$7 (M)

$6 (M) ALL FUNDS

$5 (M)

$4 (M)

$3 (M)

GENERAL FUND $2 (M)

$1 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget G-15 FINANCIAL SERVICES AGENCY Table of Contents

Selected Performance Measures:

Activity: Procurement Division: Accounting

Objective: To reduce the time required for processing a requisition from date of receipt to issuance of purchase order.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of formal bids completed within 65 days 70% 85% 70% 70% Percent of informal bids completed within 25 days 66% 81% 66% 66%

Bids Processed

90% 85% 81% 80%

70% 70% 70% 70% 66% 66% 66%

60%

50%

40%

30%

20%

10%

0% 2000-01 2000-01 2001-02 2002-03 Projected Actual Projected Projected Percent of formal bids completed within 65 days Percent of informal bids completed within 25 days

G-16 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget G-17 FINANCIAL SERVICES AGENCY Table of Contents

Revenue

Services Provided:

The Revenue Division collects, records, and reports on City revenues; deposits Citywide collections; enforces and monitors compliance with the provisions of the City’s ordinances and complies with State of California reporting requirements pertaining to the following taxes and fees: Business License, Parking Tax, Peddlers/Solicitors, Fair and Festivals, Cabaret Licenses, Utility Consumption, Real Estate Transfer, Transient Occupancy Tax, Sales Tax and Mandatory Garbage; assist with the development of yearly assessments for Landscape and Lighting, Fire Suppression and Measure O; identifies and brings into compliance nonregistered and delinquent tax accounts; is the collection agent for all city agencies and departments and represents the City in Small Claims Court.

Major Accomplishments:

Major accomplishments during FY 1999-01: approved 55 firms to participate in the Business Tax Incentive Program; enhanced our ability to increase revenues by establishing a new Tax Enforcement Unit; processed and transferred 875 delinquent business tax accounts valued at $1,519,292 in 1999 and $1,095,767 in 2000 to the Alameda County Tax Rolls for liening; collected $4,167,286 in noncompliance collections in FY 1999/2000; in conjunction with CEDA, implemented the collection of Business Improvement District Assessment Fees; processing of backlog files and updating and collecting on all accounts owing taxes to the City; as a result, the Audit Section collected $1,616,968 in additional revenue; increased revenue collection efforts; realized a 73% increase in the number of parking promissory notes processed by Collections; automated several Mandatory Garbage procedures; and implemented use of EDD wage and address information to aid in the enforcement of judgments.

Plans for FY 2001-03:

Plans for FY 2001-03 include: purchase an integrated computer system for the Automated Collection System (ACS); centralize and standardize lien process for all city departments; develop a method for the electronic transfer of liens to the County tax rolls; increase collections by focusing on the collections of high dollar/high collection probability account; test & implement a new integrated computer system for Business, Transient Occupancy, Parking & Cabaret Tax that includes an online data imaging & retrieval system; increase Tax Enforcement efforts; expand community outreach programs; maintain ongoing quarterly meetings with Waste Management to enhance customer service delivery and refine the process of transferring delinquent accounts to the City.

G-18 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Revenue Actual Actual Actual Adopted Adopted Personnel Services$ 2,920,230 $ 3,084,489 $ 3,301,924 $ 3,484,732 $3,561,781 Operation & Maintenance 1,474,063 1,423,165 1,384,272 1,457,758 1,457,758 Capital Outlay 0 128,534 6,349 0 0

Total Budget$ 4,394,293 $ 4,636,188 $ 4,692,545 $ 4,942,490 $ 5,019,539

Authorized Staffing (FTE) 46.00 51.00 51.00 55.00 55.00

Appropriation History: General Fund$ 2,761,886 $ 3,442,259 $ 3,380,001 $ 3,221,417 $3,298,466 All Funds 4,394,293 4,636,188 4,692,545 4,942,490 5,019,539

Activities: Administration $1,435,580 $1,359,838$ 1,389,586 $1,389,759 Audit 873,485 916,525 999,185 999,554 Business License Tax 1,401,841 1,484,703 1,422,539 1,423,360 Collection 925,282 907,089 732,924 808,610 Citywide Liens 24,389 398,256 398,256

Total $4,636,188 $4,692,545$ 4,942,490 $5,019,539

Revenue Appropriation History

$6 (M)

$5 (M) ALL FUNDS

$4 (M)

$3 (M) GENERAL FUND

$2 (M)

$1 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget G-19 FINANCIAL SERVICES AGENCY Table of Contents

Selected Performance Measures:

Activity: Mandatory Garbage Liens Division: Revenue

Objective: To increase collection of delinquent Mandatory Garbage collections and liens.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of revenue outstanding that is collected through the lien process 50% 52% 50% 50%

Activity: Citywide Collection Division: Revenue

Objective: To increase collection of delinquent and litigated accounts.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of cases heard in small claims court 5.2% 1.87% 5.20% 5.20% Percent of accounts collected before court action 95% 41% 95% 95% Percent of cases for which judgments are received in Small Claims Court 90% 92% 90% 90% Percent of revenue collected of the total amount in collection 3.0% 3.06% 3.00% 3.00% Average number of months between when a case is received and when it is brought to Court 12.00 9.66 0.02 0.02

Activity: Citywide Tax Collection, Customer Service Division: Revenue

Objective: To provide accurate, courteous and expeditious customer service

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of customer complaints resolved within 72 hours of notification 100% 93% 100% 100% Percent of customers rating services satisfactory or better 87% 99% 87% 87%

Activity: Business Tax Collection Division: Revenue

Objective: To identify and collect increased business tax revenue through research and analysis of existing businesses including efforts from the noncompliance program.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of errors identified from mailed responses to business tax notices 2.0% 2.0% 2.0% 2.0% Percent of identified non-compliant businesses registered 70% 78% 70% 70% Percent of revenue generated from non-compliant businesses 50% 17% 50% 50%

G-20 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Business Tax Collection

90.0%

80.0% 78%

70% 70% 70% 70.0%

60.0%

50% 50% 50% 50.0%

40.0%

30.0%

20.0% 17%

10.0% 2.0% 2.0% 2.0% 2.0% 0.0% 2000-01 2000-01 2001-02 2002-03 Projected Actual Projected Projected

Percent of errors identified from mailed responses to business tax notices Percent of identified non-compliant businesses registered Percent of revenue generated from non-compliant businesses

FY 2001-03 Adopted Policy Budget G-21 FINANCIAL SERVICES AGENCY Table of Contents

Treasury

Services Provided:

The Treasury Division receives and handles the City’s revenue streams; deposits and accounts for funds in the City’s and the Agency’s bank accounts; manages assets to ensure liquidity and maximize revenue through forecasting and monitoring cash flow and carrying out daily investment activities; issues new and restructured debt for the City and the Agency, to provide for financing capital improvements, establishing special assessment districts, and annual cash-flow borrowing; provides debt management functions, including timely debt service payments and determining annual rates for G.O. bonds and assessment districts; and ensures compliance with IRS and SEC laws and regulations governing bond financings.

Major Accomplishments:

Accomplishments in FY 1999-01 included: issued $187.5M in Lease Revenue Bonds (to generate savings by refunding a prior financing); issued $60M of Tax and Revenue Anticipation notes, for cash flow borrowing; established and implemented a Tobacco Divestiture Policy; restructured and closed a $600,000 Redevelopment Agency bond issue for the Tribune Towers Renovation Project; updated the City’s Investment Policy and expanded its application to the Redevelopment Agency Operating Fund; completed a $1.2M Lease Financing for energy-saving replacement traffic signals; carried out $1.2M financing for 5 new utility undergrounding/ornamental lighting assessment districts; upgraded investment management software and integrated debt management system; and conducted selection process for banking services providers and entered into new 3-year contracts.

Plans for FY 2001-03:

Plans for FY 2001-03 include: issue Tax and Revenue Anticipation notes for annual cash flow borrowing; issue $6M bonds for new utility undergrounding assessment district; carry out refinancing of Pension Obligation Bonds; and increase interest income to the General Fund through reduction of negative fund balances and insuring timely reimbursements from other funds.

G-22 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Treasury Actual Actual Actual Adopted Adopted Personnel Services $901,842 $900,415 $957,853 $891,689 $892,167 Operation & Maintenance 687,314 3,611,326 905,132 4,147,670 3,967,954

Subtotal Budget $1,589,156 $4,511,741 $1,862,985 $5,039,359 $4,860,121 Intradepartmental Transfers (657,837) (329,771) (339,815) (326,778) (326,778)

Total Budget $931,319 $4,181,970 $1,523,170 $4,712,581 $4,533,343

Authorized Staffing (FTE) 11.00 12.00 12.00 12.00 12.00

Appropriation History: General Fund $427,042 $867,772 $932,917 $778,984 $779,462 All Funds 931,319 4,181,970 1,523,170 4,712,581 4,533,343

Treasury Appropriation History

5.0

4.5 ALL FUNDS 4.0

3.5

3.0

2.5

2.0

1.5

1.0

0.5 GENERALND FUND 0.0 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget G-23 FINANCIAL SERVICES AGENCY Table of Contents

Selected Performance Measures:

Activity: Asset Management Division: Treasury

Objective: To maximize interest income and maintain adequate cash liquidity for the City, Port and Redevelopment Agency.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Gross interest income generated per dollar managed 5.5% 6.1% 5.5% 5.5% Net interest income allocated per dollar managed 5.4% 5.7% 5.5% 5.5% Gross interest income per average dollar managed as percent of same measure for selected 104% 100% 102% 102% Portfolio(s)

Interest Income Performance

120.0%

104% 102% 102% 100% 100.0%

80.0%

60.0%

40.0%

20.0%

5.5% 5.4% 6.1% 5.7% 5.5%5.5% 5.5% 5.5%

0.0% 2000-01 2000-01 2001-02 2002-03 Projected Actual Projected Projected

Gross interest income generated per dollar managed Net interest income allocated per dollar managed Gross interest income per average dollar managed as percent of same measure for selected Portfolio(s)

G-24 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget G-25 FINANCIAL SERVICES AGENCY Table of Contents

Parking

Services Provided:

The Parking Citation Assistance Center (PCAC) staff administers the Parking Ticket System (PTS) as well as provides assistance to citizens with any parking related issues. The staff processes all parking citations, including penalty collections and administrative reviews. The parking program enforces and manages provisions of the California State Vehicle and Oakland Municipal Codes.

The Parking Meter Collection Section provides daily collection and processing of parking meter revenue. The section creates and provides service requests for parking meters to be repaired and provides information on the condition of parking meters to the Parking Citation Assistance Center upon request.

The Parking Enforcement Section plans, directs and manages the parking enforcement operations of the Parking Division. The Section is responsible for enforcing parking regulations as defined in the Oakland Municipal Codes and the California Vehicle Code.

Major Accomplishments:

The major accomplishments in FY 1999-01 included the implementation of the TeleCheck Electronic Check Acceptance Service; Improved customer service by expanding customer service walk in hours to 7 p.m. during the weekdays and 9 a.m. - 3 p.m. on Saturdays; implemented the special collection program targeting aged citations in conjunction with the Franchise Tax Board; improved customer service through the implementation of a state of the art VRU (Voice Response Unit); installed new electronic locks on all parking meter to reduce thefts; acquired five new GEO trackers to upgrade and modernize to fleet; purchased portable two-way radio’s for all enforcement staff to increase communications and safety; and acquired a Global Point System to monitor enforcement efforts.

Plans for FY 2001-03:

Plans for FY 2001-03 include implementation of an automatic processing unit to process citation lockbox; increase meter revenues through the expanding of route collection during the week and adding Saturday Meter collection; upgrade the City’s handheld ticket writing equipment; prepare a Request for Proposal to select a new Citation Processing System; and continue to refine parking enforcement beats to improve customer responsiveness and efficiency.

G-26 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Parking* Actual Actual Actual Adopted Adopted Personnel Services $1,525,993 $2,827,272 $2,751,916 $3,196,067 $3,429,023 Operation & Maintenance 2,084,401 2,688,819 3,020,113 3,067,020 3,135,475 Capital Outlay 57,171 16,296 0 92,955 0

Total Budget $3,667,565 $5,532,387 $5,772,029 $6,356,042 $6,564,498

Authorized Staffing (FTE) 28.00 61.00 61.00 69.00 69.00

Appropriation History: General Fund $3,617,207 $5,532,261 $5,729,088 $6,314,006 $6,522,462 All Funds 3,667,565 5,532,387 5,772,029 6,356,042 6,564,498

Activities: Administration $373,332 $330,237 $432,726 $442,009 Citation Assistance Center 546,828 521,394 940,306 1,033,816 Special Projects and Parking Citations 3,287,095 3,477,517 2,746,173 2,790,156 Meter Collection 0 0 469,271 469,556 Enforcement 1,325,132 1,442,881 1,767,566 1,828,961

Total $5,532,387 $5,772,029 $6,356,042 $6,564,498

* Parking Operations - established in FY 1998-99 with 13 FTE in Meter Collection from Revenue Division and 15 FTE replaced former contract for Parking Citation Assistance Center. For FY 1999-00, 27 FTE transferred from Public Works Agency for Parking Enforcement.

Parking Appropriation History

$7 (M) ALL FUNDS

$6 (M) GENERAL FUND

$5 (M)

$4 (M)

$3 (M)

$2 (M)

$1 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget G-27 FINANCIAL SERVICES AGENCY Table of Contents

Selected Performance Measures:

Activity: Parking Enforcement Division: Parking

Objective: To enforce parking regulations as defined in the Oakland Traffic Code and the California Vehicle Code

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of customers rating services satisfactory or better 85% 83% 85% 85% Percent of citations issued accurately 95% 99% 95% 95% Percent of enforcement hours on City streets 97% 95% 97% 97% Percent of customer complaints processed within 3 working days 90% 99% 90% 90%

Activity: Parking Citation Adjudication Division: Parking

Objective: To provide administrative reviews and hearings of contested parking citations in accordance with California Vehicle Code Division, 17 and AB 408 and AB 1228

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of revenue collected from adjudication to total value of citations issued 0.20% 0.31% 0.20% 0.20% Percent of customer complaints resolved within 72 hours of notification 99% 92% 99% 99% Percent of customers rating services satisfactory or better 87% 100% 87% 87% Percent of cases resolved before resorting to a municipal court hearing 99% 73% 99% 99% Percent of citations paid without adjudication 95% 66% 95% 95% Percent of revenue collected without adjudication 95% 83% 95% 95%

Parking Citations Resolved

120%

99% 99% 99%99% 99% 99% 100% 95% 92% 95% 95%

80% 73% 66%

60%

40%

20%

0% 2000-01 2000-01 2001-02 2002-03 Projected Actual Projected Projected

Percent of customer complaints resolved within 72 hours of notification Percent of cases resolved before resorting to a municipal court hearing Percent of citations paid without adjudication

G-28 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget G-29 FINANCIAL SERVICES AGENCY Table of Contents

Purchasing

The Purchasing Division was combined with the Accounting Division beginning FY 99-00.

Expenditures by Character:

1998-99 Purchasing Actual Personnel Services $885,183 Operation & Maintenance 1,585,592 Capital Outlay 0

Total Budget $2,470,775

Authorized Staffing (FTE) 15.00

Appropriation History: General Fund $1,165,284 All Funds 2,470,775

G-30 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Budget Office

The Budget Division transferred to City Manager’s Office effective FY 99-00.

Expenditures by Character:

1998-99 1999-00 Budget Actual Actual Personnel Services $1,307,322 $166,935 Operation & Maintenance 242,505 17,908 Capital Outlay 15,568 0

Total Budget $1,565,395 $184,843

Authorized Staffing (FTE) 17.00 17.00

Appropriation History: General Fund $1,056,348 $167,069 All Funds 1,565,395 184,843

FY 2001-03 Adopted Policy Budget G-31 FINANCIAL SERVICES AGENCY Table of Contents

Notes

G-32 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Police Services Agency

The mission of the Oakland Police Department is to work in partnership with our residents, business owners and their employees, and with representatives of other public, private and community-based organizations to reduce crime, fear and disorder in the City of Oakland. We will carry out our responsibilities while treating everyone we contact with the utmost respect and dignity. We will also develop and employ problem-solving strategies that are carefully planned, proactive and comprehensive.

Agency Director Richard Word, Chief of Police

Division Manager

Investigations Michael B. Holland, Deputy Chief Services Patrick W. Haw, Deputy Chief Field Operations Peter W. Dunbar, Deputy Chief

FY 2001-03 Adopted Policy Budget H-1 POLICE SERVICES AGENCY Table of Contents

Notes

H-2 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Police Services Agency (1,284.69 FTE)

Office of Chief of Police

Professional Standards Division

Bureau of Investigation Bureau of Services Bureau of Field Operations

Criminal Records Division Patrol Division Inv estigation Division Areas I, II, III

Youth and Community Communications Special Services Division Division Operations Division

Criminalistics Personnel and Division Training Division

Intelligence Research and Planning Division Division

Jail Division

Budget and Accounting Division

FY 2001-03 Goals:

1. To reduce crime, traffic and quality of life offenses through the community-oriented and problem-solving philosophy and targeted crime strategies.

2. To reduce violence caused by career criminals, repeat offenders and weapons offenders.

3. To maintain involvement with youth development and initiate gang prevention programs.

4. To implement an integrated automated information system (Project AWESOME).

5. To maintain a high level of citizen satisfaction with police services.

6. To increase the hiring rate of Oakland residents as police officers, police cadets and dispatchers.

7. To increase the percentage of bilingual employees, particularly police officers, neighborhood services coordinators and dispatchers.

8. To achieve and maintain accreditation of the agency (through the Commission on Accreditation of Law Enforcement Agencies).

9. To reduce the number of police officers involved in preventable collisions.

10. To reduce claims, lawsuits and payouts as a result of police officer misconduct.

11. To keep overall expenditures within budget appropriations and adjusted amounts.

12. To continue planning for the Department’s eventual move from the Police Administration Building and into new facilities, including Eastmont Mall.

FY 2001-03 Adopted Policy Budget H-3 POLICE SERVICES AGENCY Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 General Fund Actual Actual Actual Adopted Adopted Agency Administration $2,639,737 $2,498,770 $11,437,477 $11,079,769 $11,079,769 Investigations 15,564,661 19,153,102 18,080,689 15,646,566 15,685,003 Services 35,791,025 39,336,565 31,760,044 25,170,748 25,856,058 Field Operations 52,940,882 59,522,362 69,519,182 76,627,590 75,788,450 Total $106,936,305 $120,510,799 $130,797,392 $128,524,673 $128,409,280

All Funds Agency Administration $3,132,841 $4,313,959 $14,687,128 $14,927,795 $13,454,211 Investigations 15,817,567 19,622,780 18,680,701 16,035,550 15,976,086 Services 39,118,392 42,278,003 36,170,456 27,528,451 28,563,710 Field Operations 57,213,634 66,402,910 78,247,598 79,275,685 78,215,348 Total $115,282,434 $132,617,652 $147,785,883 $137,767,481 $136,209,355

Expenditures by Character Personnel Services $98,476,060 $114,079,429 $126,507,000 $116,027,296 $116,630,044 Operations & Maintenance 15,922,916 18,026,971 20,514,688 21,740,185 19,579,311 Capital Outlay 883,458 511,252 764,195 0 0 Total $115,282,434 $132,617,652 $147,785,883 $137,767,481 $136,209,355

Police Services Appropriation History

$160 (M) ALL FUNDS

$140 (M)

$120 (M) GENERAL FUND

$100 (M)

$80 (M)

$60 (M)

$40 (M)

$20 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

H-4 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted

1010 General Purpose $106,936,305 $120,510,799 $130,797,392 $128,524,673 $128,409,280 1100 Self Insurance Liability 451,206 1,723,216 3,179,855 1,432,017 1,432,017 1200 Pension Override Tax Revenue 0 157 0 0 0 1700 Mandatory Refuse Program 0 0 1,904 0 0 1730 Henry J. Kaiser Convention Center 0 1,313 0 0 0 2108 Operation Safe house 78,623 10,946 193,751 0 0 2110 Department of Interior 0 544 1,373 0 0 2111 Local Law Enforcement Block Grant 0 0 646,294 426,000 113,664 2112 Department of Justice 5,288,004 7,389,908 8,318,743 1,421,672 2,165,921 2117 Department of Treasury 0 0 3,057 32,000 32,000 2118 Nat'l Foundation of the Arts & Humanities 0 0 779 0 0 2128 Department of Health & Human Services 0 41 6,032 0 0 2140 California Dept. Of Transportation 51,783 0 0 0 0 2152 California Board of Corrections 39,195 (1,914) 630 0 0 2158 5th Year State COPS Grants 0 0 17,421 872,425 872,425 2159 State of California Other 561,956 1,129,961 1,045,637 0 0 2160 County of Lameda Grants 0 100,433 1,402 0 0 2172 Alameda Vehicle Abatement 454,053 200,719 450,486 444,859 444,859 2185 Oakland Redevelopment Agency Grants 438 0 0 0 0 2190 Private Grants 0 0 0 35,000 35,000 2210 Measure B Fund 0 158 0 0 0 2310 Lighting & Landscape Assessment District 65 6,247 806 0 0 2910 Federal Asset Forfeiture - 15% 19,800 10,000 15,010 0 0 2912 Federal Asset Forfeiture City Share 51,492 175,626 163,182 941,819 881,924 2914 State Asset Forfeiture 393,215 338,849 794,705 520,000 358,698 2916 Vice Crimes Protection 17,086 52,425 27,387 0 0 2990 Public Works Grants 3,612 0 0 0 0 2995 Police Grants 0 31 0 0 0 2999 Federal Asset Forfeiture 70,141 125,087 832,068 21,150 21,150 3100 Sewer Service 0 15,043 34,481 0 0 3200 Golf Course 0 4,856 0 0 0 4100 Equipment 0 1,595 (688) 0 0 4400 City Facilities 0 209 0 0 0 4500 Central Stores 0 0 600 0 0 5508 GOB Series 1992 Emergency Response 0 0 19,274 0 0 5500 Municipal Capital Improvement 28,834 93,661 63,982 379,865 0 7350 Police and Fire Facility Trust 0 0 6,700 200,000 400,000 7420 State Asset Trust 181,362 366,057 572,800 300,000 300,000 7440 Unclaimed Cash 221,742 (78,346) 73,272 153,300 153,300 7690 Kerrison Trust for Police Enhancement 0 0 0 1,543,584 70,000 7760 Grant Clearing 0 1,188 0 0 0 7780 Oakland Redevelopment Agency 433,522 434,189 627,958 519,117 519,117 7880 Port Unemploymt. Compensation Reserve 0 91 0 0 0 8999 Default Fund Payroll 0 4,563 (110,410) 0 0

Total Budget $115,282,434 $132,617,652 $147,785,883 $137,767,481 $136,209,355

Authorized FTE 1,128.68 1,220.45 1,241.19 1,284.69 1,293.19

FY 2001-03 Adopted Policy Budget H-5 POLICE SERVICES AGENCY Table of Contents

Funding by Source FY 2001-03 Adopted Policy Budget $273,976,836 Kerrison Trust for Police Enhancement 1% Self Insurance Liability 1% Department of Justice 1%

General Purpose Other Federal Asset Forfeiture 93% 6% City Share 1% 5th Year State COPS Grants 1% Other 2% Significant Budget Changes for the Police Services Agency Agency • The FY 2000-01 Unaudited Actual budget reflects a significant over-expenditure for overtime and the attainment of full staffing levels for the first time in many years. Administration • Added $593,000 annually for operations and maintenance of the new Eastmont Police Precinct. • Renewed the Homicide Prevention Program for another two years at a cost of $330,000 annually. Bureau of Investigations • Added three Latent Print Examiners in Year 1 and one in Year 2 to relieve the backlog of cases and enhance the Department’s ability to reduce crime through effective laboratory analysis. Equivalent revenue offsets of $270,000 annually were added as these positions are expected to generate significant revenues through lab analysis for neighboring jurisdictions. • The Safe Passages violence prevention program for youth was added at an annual cost $300,000. Bureau of Services • Per U.S. Department of Justice guidebook NBSIR 84-2991, six Police Communications Dispatchers were added to Year 1 and another seven in Year 2 to improve call response time and make maximum use of the City’s Emergency 911 call system. Bureau of Field Operations • Enhanced Airport Security with the addition of one Lieutenant, 2.5 Sergeants, 12.5 Police Officers, one Police Records Specialist and operations and maintenance expense. Equivalent revenue offsets of $4,542,973 in Year 1 and $3,591,785 in Year 2 were added. • One Police Evidence Technician was added to support the Illegal Dumping program. • The successful Special Traffic Operations Program (STOP) is proposed to continue at a cost of $196,245 with equivalent revenue offsets. • Added 0.5 Volunteer Program Specialist in Year 1 and 1.0 in Year 2 per Council direction to coordinate volunteer activities at the Animal Shelter.

H-6 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Staffing History: Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Authorized Authorized Authorized Authorized Authorized

Agency Administration 17.00 18.00 17.00 21.00 21.00 Investigations 178.00 194.00 194.13 184.13 185.13 Services 285.50 320.50 328.50 330.50 337.50 Field Operations 648.18 687.95 701.56 749.06 749.56 Total 1,128.68 1,220.45 1,241.19 1,284.69 1,293.19

Sworn 696.39 748.38 747.38 764.38 764.38 Non-Sworn 432.29 472.07 493.81 520.31 528.81

Total 1,128.68 1,220.45 1,241.19 1,284.69 1,293.19

1400 (FTE)

1200 (FTE)

1000 (FTE)

800 (FTE)

600 (FTE)

400 (FTE)

200 (FTE)

0 (FTE) Actual Authorized Authorized Authorized Authorized

1998-99 1999-00 2000-01 2001-02 2002-03

Agency Administration Investigations Services

Field Operations Total

FY 2001-03 Adopted Policy Budget H-7 POLICE SERVICES AGENCY Table of Contents

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2001-03 Position Title Authorized Authorized Authorized Authorized Authorized

Director of Police Services 1.00 1.00 1.00 1.00 1.00 Deputy Chief of Police 3.00 3.00 3.00 3.00 3.00 Account Clerk II 3.00 3.00 0.00 0.00 0.00 Account Clerk III 3.00 3.00 4.00 4.00 4.00 Accountant I 1.00 1.00 0.00 0.00 0.00 Accountant II 0.00 1.00 1.00 1.00 1.00 Accountant III 0.00 1.00 1.00 1.00 1.00 Administrative Analyst I 1.00 0.00 0.00 3.00 3.00 Admin. Analyst II / Crime Analyst 1.00 4.50 8.00 8.00 8.00 Administrative Services Manager II 1.00 1.00 1.00 3.00 3.00 Administrative Services Manager I 2.00 2.00 1.00 1.00 1.00 Administrative Assistant I 11.00 8.00 7.00 6.00 6.00 Administrative Assistant II 5.00 6.00 6.00 3.00 3.00 Agency Administrative Manager 0.00 1.00 1.00 0.00 0.00 Animal Control & Shelter Manager 1.00 2.00 1.00 1.00 1.00 Animal Control Supervisor 0.00 0.00 1.00 1.00 1.00 Animal Control Officer 10.00 13.00 13.00 13.00 13.00 Captain of Police 8.00 9.00 9.00 9.00 9.00 Cook III 1.00 1.00 1.00 1.00 1.00 Correctional Officer 58.00 64.00 70.00 77.00 81.00 Criminalist Aide, PT 0.00 0.50 0.50 0.50 0.50 Criminalist, PT 1.50 0.00 0.00 0.00 0.00 Criminalist II 6.00 6.00 6.00 7.00 6.00 Criminalist III 3.00 3.00 3.00 3.00 3.00 Criminalist, Asst. / Print Examiner 4.00 4.00 4.00 7.00 8.00 Crossing Guard, PPT 11.50 11.50 11.50 11.50 11.50 Crossing Guard, PT 5.50 5.50 22.63 22.63 22.63 Duplicating & Equip. Operator 0.00 0.00 1.00 1.00 1.00 Executive Asst. to the Agency Dir. 1.00 1.00 1.00 1.00 1.00 Fiscal Operations Supervisor 1.00 0.00 0.00 0.00 0.00 Information Systems Supervisor 0.00 1.00 0.00 0.00 0.00 Jail Cook 5.00 5.00 5.00 5.00 5.00 Jail Cook's Assistant 6.00 6.00 6.00 6.00 6.00 Jail Utility Worker 6.00 6.00 6.00 6.00 6.00

H-8 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Jailer III 1.00 3.50 6.00 6.00 6.00 Kennel Cleaner PT 2.00 6.00 6.00 6.00 6.00 Lieutenant of Police 24.00 23.00 22.00 26.00 26.00 Management Assistant 4.00 4.00 5.00 5.00 5.00 Manager, Crime Laboratory 1.00 1.00 1.00 1.00 1.00 Microcomputer Systems Specialist III 0.00 0.00 1.00 0.00 0.00 Microcomputer Systems Specialist II 0.00 1.00 0.00 1.00 0.00 Microcomputer Systems Specialist I 0.00 0.00 0.00 2.00 0.00 Neighborhood Services Coordinator 19.00 19.00 19.00 19.00 19.00 Office Assistant II 6.00 5.00 4.00 4.00 4.00 Police Cadet, PT 23.00 23.00 23.00 23.00 23.00 Police Communications Dispatcher 64.00 79.00 79.00 85.00 92.00 Police Communications Supervisor 6.00 5.00 5.00 5.00 5.00 Police Drug Abatement Prgm Coord. 1.00 1.00 1.00 1.00 1.00 Police Evidence Technician 10.00 12.25 13.00 14.00 14.00 Police Identification Section Supervisor 1.00 1.00 1.00 1.00 1.00 Police Officer 538.39 590.38 590.38 602.88 602.88 Police Personnel Operations Specialist 1.00 1.00 1.00 1.00 1.00 Police Property Specialist 6.00 6.00 6.00 5.00 5.00 Police Property Section Supervisor 0.00 0.00 0.00 1.00 1.00 Police Records Specialist 69.00 68.00 67.00 71.00 71.00 Police Records Supervisor 4.00 4.00 4.00 4.00 4.00 Police Services Technician I 5.00 5.00 5.00 5.00 5.00 Police Services Technician II 41.00 41.00 41.00 40.00 40.00 Public Service Representative, Sr. 0.00 0.00 0.00 2.00 2.00 Ranger 15.00 21.00 21.00 21.00 21.00 Ranger, PT 0.79 0.32 0.18 0.18 0.18 Reproduction /Offset Operator 1.00 1.00 0.00 0.00 0.00 Reproduction Shop Supervisor 1.00 1.00 1.00 1.00 1.00 Sergeant of Police 122.00 122.00 122.00 122.50 122.50 Storekeeper 1.00 1.00 1.00 1.00 1.00 Technical Communications Specialist 0.00 1.00 1.00 1.00 1.00 Technical Writer 1.00 0.00 0.00 0.00 0.00 Volunteer Program Specialist 0.00 0.00 0.00 0.50 1.00

Total 1,128.68 1,220.45 1,242.19 1,284.69 1,293.19

FY 2001-03 Adopted Policy Budget H-9 POLICE SERVICES AGENCY Table of Contents

Appropriation vs FTE

Appropriation ($ M) FTE 160.0 1400

140.0 1200

120.0 1000 100.0 800 80.0 600 60.0 400 40.0

20.0 200

- 0 Actual Actual Unaudited Adopted Adopted 1998-99 1999-00 Actual 2001-02 2002-03 2000-01

General Fund All Funds FTE

H-10 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget H-11 POLICE SERVICES AGENCY Table of Contents

Office of the Chief of Police

Services Provided:

The Office of the Chief of Police provides administrative support to the Chief of Police in meeting his responsibilities for the overall management of the Police Department and deployment of resources in support of the goals of the City Council and the Mayor. Police Department policy is defined, implemented, audited and evaluated by the Office of Chief of Police.

Highlights:

Major accomplishments during FY 1999-01 included a 16 percent reduction in overall serious crime for the calendar year ending 1999 and nearly the same reduction in overall serious crime for the year ending 2000. As of December 2000, the Department’s sworn strength reached full staffing for the first time in several years, and over 20 new dispatchers were hired to expedite response to 9-1-1 calls. The Office of Chief of Police also added a new section, that of Inspector General. A Captain of Police was reassigned to the Office of Chief of Police and is held responsible for overseeing the audits of policies, practices, personnel and equipment. The Department also initiated Risk Management training for supervisors and managers, and problem-solving training for all officers, neighborhood services coordinators and community leaders. The Department’s Bureau of Field Operations is closer to achieving genuine geographic accountability with the formation of seven police service areas (PSAs) within the three area commands; each of the PSAs will be managed 24 hours a day, seven days a week by a police lieutenant.

Plans for FY 2001-03:

Plans for FY 2001-03 include completion of problem-solving training for all appropriate city associates, community leaders and Police Department staff to ensure that problems solved (as opposed to arrests or citations issued) become a key measure of effectiveness. The Department will also complete the installation and the training of a new integrated and automated information and technology system (Project AWESOME). The Department will continue ongoing efforts (such as the PAC Team, Crimestop briefings, Crime Response Teams, community organizing, etc.) to reduce crime, fear and disorder, and will stay focused on hiring and recruitment efforts to ensure full staffing of all authorized positions, particularly police officers and police communications dispatchers.

H-12 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Agency Administration Actual Actual Actual Adopted Adopted Personnel Services$ 2,486,673 $ 2,357,664 $ 4,084,917 $ 2,503,484 $ 2,503,484 Operation & Maintenance 646,168 1,956,295 10,602,211 12,424,311 10,950,727 Total Budget $ 3,132,841 $ 4,313,959 $ 14,687,128 $ 14,927,795 $ 13,454,211

Authorized Staffing (FTE) 17.00 18.00 17.00 21.00 21.00

Appropriation History: General Fund$ 2,639,737 $ 2,498,770 $ 11,437,477 $ 11,079,769 $ 11,079,769 All Funds 3,132,841 4,313,959 14,687,128 14,927,795 13,454,211

Activities: Administration $4,313,959$ 14,687,128 $ 14,927,795 $ 13,454,211 Total$ 4,313,959 $ 14,687,128 $ 14,927,795 $ 13,454,211

Police Administration Appropriation History

$16 (M) ALL FUNDS $14 (M)

$12 (M)

$10 (M)

$8 (M) GENERAL FUND

$6 (M)

$4 (M)

$2 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

FY 2001-03 Adopted Policy Budget H-13 POLICE SERVICES AGENCY Table of Contents

Performance Measures

Activity: Crime Statistics Division: Office of the Chief

Objective: To reduce the incidence of Part I Crimes

2000-01 2001-02 2002-03 Performance Measures 2000-01 Actual Projected Projected Projected Percent change (from prior year) in Part I violent crimes -5% -8% -5% -5% Percent change (from prior year) in Part I property crimes -5% -16% -5% -5%

Decreases in Violent and Property Crimes

0%

-2%

-4%

-5% -5% -5%-5% -5% -5% -6%

-8% -8%

-10%

-12%

-14%

-16% -16%

-18% 2000-01 Projected 2000-01 Actual 2001-02 Projected 2002-03 Projected

Percent decrease (from prior year) in Part I violent crimes Percent decrease (from prior year) in Part I property crimes

H-14 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Performance Measures

Activity: Management of Risk Factors Division: Office of the Chief

Objective: To reduce liability costs and stay within budget.

2000-01 2001-02 2002-03 Performance Measures 2000-01 Actual Projected Projected Projected Percent decrease in force and bias complaints -25% 7% -25% -25% Percent of liability budget expended 90% 222% 100% 100% Percent of POST mandated training completed 100% 100% 100% 100%

Decreases in Force and Bias Complaints

10% 7%

5%

0%

-5%

-10%

-15%

-20%

-25% -25% -25% -25%

-30% 2000-01 Projected 2000-01 Actual 2001-02 Projected 2002-03 Projected

FY 2001-03 Adopted Policy Budget H-15 POLICE SERVICES AGENCY Table of Contents

Bureau of Investigations

Services Provided:

The Bureau of Investigation (BOI) includes the Criminal Investigation Division (CID), the Youth and Community Services Division (YCSD), the Criminalistics Division and the Intelligence Division. CID houses the following sections and units: the Homicide Unit which includes the SAFE Task Force, the Special Investigations Section which includes the Arson, Weapons, Gang, Fugitive, Environmental Crimes, Inspectional Services and Property and Evidence Units; the Family Violence Detail and the Crime Analysis Section. YCSD houses the following sections and units: the Protective Services Section which includes the Child Abuse and Child Exploitation Units and the Child Abduction/Missing Persons and Runaway Detail; the Intake/Field Investigations Unit; the Youth Activities Section which includes the Traffic Safety and Bicycle Units; the Police Activities League and the Community Services Section which includes the Home Alert and Commercial Security Units, the Youth Safety and Senior Programs, Volunteers in Policing and the Advisory Committees.

Highlights:

Major accomplishments during FY 1999-01 included efforts of the CID, which contributed to a significant reduction in homicides reported to the Uniform Crime Report, 60 in 1999. Funds were secured to continue to enhance violence suppression projects. These projects contributed significantly to the reduction in homicides in 1999 and continue to reap valuable intelligence as to overall crime in the City. The Sexual Assault Felony Enforcement (SAFE) task force tracked hundreds of sexual predators on parole and probation and arrested numerous violators. In 2000, the SAFE task force received the prestigious Agency Achievement Award from the California Sexual Assault Investigators Association. The Weapons Unit sponsored Project Exile, a joint Police Department and federal partnership, which resulted in the prosecution and sentencing of numerous dangerous, repeat offenders for a total of 450 months in federal prison. The Fugitive Unit arrested more than 600 felony warrant suspects, in addition to more than 80 felony suspects arrested by the Violent Crime/Fugitive Task Force, a joint OPD/FBI task force. The YCSD obtained a software upgrade to its TRAK system to improve the quality of missing persons flyers and photo lineups. YCSD’s Child Exploitation Unit continued its efforts to focus on Internet crimes against children, inclusive of child pornography, child prostitution and child sex rings. PAL’s programs targeted over 160 middle school students. The Crime Analysis Section (CAS) worked in partnership with the Office of Information Technology and the Oakland Computer Company to bring Crime Watch to the citizens of Oakland via the Internet. CAS also installed a computer network to improve the section’s ability to track and report crime and continues to issue numerous reports and statistics on a daily basis. CAS continues to collect, collate, analyze and disseminate information on criminal activity with the City in an effort to recognize trends and eventually reduce crime. Criminalistics Division (CD) implemented a new array of DNA typing tests, greatly enhancing the power of this tool. CD received approximately $300,000 in grants for technological enhancements in the DNA and firearms area. CD’s participation in crime scene examination increased, as did their use of CALID to identify perpetrators through latent prints lifted from scenes. CD met their goal of providing 24-hour turnaround on greater than 98% of drug analysis requests.

Plans for FY 2001-03:

Plans for FY 2001-2003 include CID plans to continue participation in joint organized crime investigations with allied State and Federal law enforcement agencies. Plans to re-create a departmental sexual assault investigative unit are in progress in an attempt to provide a stronger focus on the crime as well as to provide more expert and sensitive police services to the victims of sexual assaults. The reconstituted Gang Unit will address violent crime through focused investigations, street enforcement, intelligence operations, education and community liaison work, while the Weapons Unit will address violent crimes by interdicting the flow of firearms to criminals. The Homicide Section will continue its work with the District Attorney’s Office on the clearance of open homicide cases from 1969 to the present utilizing DNA. The FBI/OPD violence suppression team will continue to target criminal enterprises/gangs in an attempt to arrest and prosecute career criminals and eliminate their organizations. YCSD will continue to work to reduce the backlog of child abuse cases and missing person cases and continue to network with other agencies with respect to child exploitation cases. The Family Intervention Referral Services Team (FIRST) program will be implemented to provide early intervention referral services to juveniles to prevent them from entering the criminal justice system. PAL plans to increase its sworn officer contingent from two to four,

H-16 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

which will allow the program to increase the number of children participating in PAL programs. The Criminalistics Division expects to receive state grant funding to support the DNA analysis of unsolved sexual assault cases and unsolved homicides. CD has been authorized to add three Latent Print Examiners in Year 1 and one in Year 2 to relieve the backlog of cases and reduce crime through effective laboratory analysis. CD also plans to fill existing vacancies and complete the training of staff in forensic biology, firearms, latent prints and drug analyses to replace the skills lost in staff resignations. The laboratory hopes to maintain its accreditation status with ASCLD/LAB, which will be reviewed during calendar year 2002. CAS plans to send staff to Sacramento State to obtain needed Crime Analysis certification, upgrade Crime Watch and improve the posting of crime maps to the Internet, finish repairing the Geographic Information Files to support the new CAD system, complete the GALE grant, and host a series of Crime Analysis classes so analysts and department commanders will have an understanding of procedures and products.

FY 2001-03 Adopted Policy Budget H-17 POLICE SERVICES AGENCY Table of Contents

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Investigations Actual Actual Actual Adopted Adopted Personnel Services $14,923,047 $17,897,782 $17,627,531 $14,802,700 $14,777,332 Operation & Maintenance 872,980 1,586,073 880,701 1,232,850 1,198,754 Capital Outlay 21,540 138,924 172,469 0 0 Total Budget $15,817,567 $19,622,779 $18,680,701 $16,035,550 $15,976,086

Authorized Staffing (FTE) 178.00 194.00 194.13 184.13 185.13

Appropriation History: General Fund $15,564,661 $19,153,102 $18,080,689 $15,646,566 $15,685,003 All Funds 15,817,567 19,622,779 18,680,701 16,035,550 15,976,086

Activities: Administration $715,994 $526,960 $526,960 Criminal Investigation Administration 760,915 664,005 661,132 Area Investigations 4,586,837 0 0 Homicide Investigations 2,668,633 1,659,368 1,659,368 Special Investigations 3,204,218 3,386,244 3,386,244 Crime Analysis 228,093 1,405,584 1,405,584 Youth Services 4,070,094 4,633,515 4,631,249 Community Services 21,673 993,968 969,948 Criminalistics 1,647,809 2,134,266 2,103,961 Intelligence 776,435 631,640 631,640

Total $18,680,701 $16,035,550 $15,976,086

Police Investigations – Appropriation History

$25 (M)

$20 (M) ALL FUNDS

GENERALL FUND FUND $15 (M)

$10 (M)

$5 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

H-18 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Performance Measures

Activity: Crime Investigations Division: Investigations

Objective: To investigate and clear criminal cases (Assault, Robbery, Domestic Violence, Burglary, Theft, Auto Theft and Arson)

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of reported cases placed under a formal investigation 35% 27% 36% 36% Percent of investigated cases presented to the District Attorney 60% 73% 55% 55% Percent of presented cases charged by the District Attorney 50% 54% 50% 50%

Criminal Investigations

80% 73% 70%

60% 60% 54% 55% 55% 50% 50% 50% 50%

36% 36% 40% 35% 27% 30%

20%

10%

0% 2000-01 Projected 2000-01 Actual 2001-02 2002-03 Projected Projected

Percent of reported cases placed under a formal investigation Percent of investigated cases presented to the District Attorney Percent of presented cases charged by the District Attorney

FY 2001-03 Adopted Policy Budget H-19 POLICE SERVICES AGENCY Table of Contents

Performance Measures

Activity: Investigate Crimes Committed by Juveniles Division: Investigations

Objective: To investigate and clear crimes committed by juveniles

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of reported cases placed under formal investigation 100% 74% 75% 75% Percent of investigated cases referred to juvenile authorities 18% 24% 20% 20%

Activity: Homicide Investigations Division: Investigations

Objective: To reduce the incidence of major crimes against persons and property by investigating and clearing criminal cases

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of investigated cases presented to the DA 19% 9% 20% 20% Percent of presented cases charged by the DA 85% 78% 90% 90% Percent of actual homicide cases presented to the DA and cleared 20% 94% 90% 90%

Homicide Investigations

100% 90% 90% 90% 85%

80% 78%

70%

60%

50%

40%

30% 19% 20% 20% 20%

9% 10%

0% 2000-01 Projected 2000-01 Actual 2001-02 2002-03 Projected Projected

Percent of investigated cases presented to the District Attorney Percent of presented cases charged by the District Attorney

H-20 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Performance Measures

Activity: Child Abuse Investigations Division: Investigations

Objective: To reduce the incidence of child/sexual abuse and child endangerment crimes by clearing criminal cases

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of cases placed under a formal investigation 100% 100% 100% 100% Percent of cases presented to DA 24% 5% 6% 6% Percent of presented cases charged by DA 25% 34% 28% 28%

Child Abuse Investigations

45%

40%

35% 34%

28% 30% 28%

24% 25% 25%

20%

15%

10% 6% 6% 5% 5%

0% 2000-01 Projected 2000-01 Actual 2001-02 2002-03 Projected Projected

Percent of cases presented to the District Attorney Percent of presented cases charged by the District Attorney

FY 2001-03 Adopted Policy Budget H-21 POLICE SERVICES AGENCY Table of Contents

Bureau of Services

Services Provided:

The Bureau of Services is comprised of six divisions which provide administrative and support services to the Police Department and the community. The Communications Division provides 9-1-1 and non-emergency telephone service as well as radio communications within the Department. The Jail Division intakes, books and processes all persons arrested in the City and provides similar services for neighboring cities. The Budget & Accounting Division administers the Department’s budget and manages all purchasing. The Research & Planning Division manages all Department grants and contracts, conducts research into special programs and projects, operates the Department’s Information Technology programs, and coordinates Departmental facilities development. The Personnel & Training Division, in conjunction with the Office of Personnel Resource Management, recruits and hires all sworn and non-sworn personnel, conducts basic and in- service training for the Department, publishes all Departmental publications, and manages personnel records. The Records Division maintains all police records and manages the Department’s fleet.

Highlights:

Major accomplishments during FY 1999-01 included an accelerated hiring and training program for sworn positions which has brought the Department to full-authorized sworn staffing for the first time in over a decade. A similar accelerated hiring program has significantly increased the number of dispatchers and 9-1-1 operators. The Bureau’s Information Technology Unit completed a Request For Proposal for an integrated law enforcement computer system and fully integrated Records Management, Jail Management, Computer-Aided Dispatch, and laptop reporting systems. The Training Section completed academic affiliation with the Peralta College District which will generate revenue toward the development of a joint Police/ Fire training facility. A lease was negotiated with Eastmont Mall and construction of a full service police precinct at the mall has commenced.

Plans for FY 2001-03:

Plans for FY 2001-03 include completing installation and implementation of the integrated computer system with the Jail Management and laptop reporting systems coming on-line at the end of 2001. The move of Area III personnel into the new Eastmont Mall facility will take place. The Department will recruit, hire and train sworn personnel to maintain full staffing and will hire and train enough dispatchers to achieve full staffing in the 9-1-1 center, including 6.0 new FTE in FY 2001-02 and 7.0 in FY 2002-03. The Department will continue feasibility studies and space planning for a new crime laboratory, Area I and II precincts and a joint Police/Fire training facility. During FY 2001-03, the Department anticipates temporarily relocating from the Police Administration Building and commencing rehabilitation of the building. The decrease of $8.6 million from the FY 2000-01 Actual to the FY 2001-02 Adopted budget is attributable to significant over-expenditures in overtime, expenditures for federally funded technical projects, and the movement of the crime analysis unit to Investigations in FY 2000-01.

H-22 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Services Actual Actual Actual Adopted Adopted Personnel Services $26,172,095 $29,406,369 $29,344,714 $22,985,103 $23,456,127 Operation & Maintenance 12,485,100 12,645,003 6,604,246 4,543,348 5,107,583 Capital Outlay 461,197 226,630 221,496 0 0

Total Budget $39,118,392 $42,278,002 $36,170,456 $27,528,451 $28,563,710

Authorized Staffing (FTE) 285.50 320.50 328.50 330.50 337.50

Appropriation History: General Fund $35,791,025 $39,336,565 $31,760,044 $25,170,748 $25,856,058 All Funds 39,118,392 42,278,002 36,170,456 27,528,451 28,563,710

Activities: Administration $3,116,213 $2,375,804 $2,859,734 Records 3,457,953 3,173,530 3,173,530 Communications 6,745,150 7,489,929 7,933,326 Personnel & Training 11,324,162 5,107,338 5,301,621 Research & Planning 4,277,637 1,123,120 786,189 Jail 7,234,149 7,546,026 7,792,106 Budget & Accounting 15,192 712,704 717,204

Total $36,170,456 $27,528,451 $28,563,710

Bureau of Services Appropriation History

$45 (M)

$40 (M) ALL FUNDS

$35 (M) GENERAL FUNDD $30 (M)

$25 (M)

$20 (M)

$15 (M)

$10 (M)

$5 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

FY 2001-03 Adopted Policy Budget H-23 POLICE SERVICES AGENCY Table of Contents

Performance Measures

Activity: Traffic Abatement Division: Services

Objective: To respond to specific, citizen-identified traffic problems.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of complaints assigned within 1 week 100% 8% 100% 100% Percent of complaints addressed/resolved within 30 days 75% 100% 100% 100%

Activity: Drug Nuisance Abatement Division: Services

Objective: To provide effective drug nuisance abatement

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of requests for services presented to the City Attorney that are abated through civil 50% 20% 50% 50% action Percent of cases closed by the Police Department not requiring City Attorney action 20% 25% 20% 25%

H-24 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Performance Measures

Activity: Frontline Community Policing Division: Services

Objective: To implement Citywide community policing

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of turnover of Neighborhood Service Coordinators 5% 2% 0% 0% Percent of turnover of community policing officers 9% 10% 19% 19% Percent of productive time spent by community policing officers on assigned beat 85% 85% 85% 85% Percent of community policing beats having verified Neighborhood Crime Prevention Councils 100% 80% 95% 100% Percent of residents indicating they feel safe in their neighborhood 50% 72% 80% 80% Percent of residents rating services satisfactory or better 50% 68% 80% 80%

Percent of Residents Rating Frontline Community Policing Services Satisfactory or Better

90%

80% 80% 80%

68% 70%

60%

50% 50%

40%

30%

20%

10%

0% 2000-01 Projected 2000-01 Actual 2001-02 2002-03 Projected Projected

FY 2001-03 Adopted Policy Budget H-25 POLICE SERVICES AGENCY Table of Contents

Bureau of Field Operations

Services Provided:

The Bureau of Field Operations manages, coordinates, and controls the activities of the uniformed police officers, park rangers, and civilian employees responsible for crime reduction, prevention, enforcement of criminal and traffic laws, and emergency services provision. Uniformed beat officers, foot patrol officers, motorcycle officers, aerial patrol officers and community police officers provide basic and project-oriented police service 24 hours a day, seven days a week. In addition, special duty officers utilize various enforcement tactics to reduce the incidence of serious crime and street-level drug sales. Beat health and community police officers work with residents and businesses to identify and eliminate crime hazards, neighborhood blight, and reduce the incidence of “street-corner” drug dealing. Animal control services are provided by trained paraprofessionals.

Highlights:

Major accomplishments during FY 1999-01 included implementation of Police Service Areas (PSAs) throughout the City. These 12 PSAs are commanded by a Police Lieutenant who focuses on crime reduction, development of community policing partnerships and officer conduct. The use of mapping, daily information and targeting hot spots has led to two years of double-digit reduction in Part I crimes. Weekly “crime stop” briefings have been implemented to discuss issues in a geographic area to ensure managerial accountability and appropriate responsiveness to crime and community issues. Additional teams have been created to monitor and mitigate recidivism among parolees. Traffic operations have been centralized to monitor citywide issues and respond to area complaints. The role of the Neighborhood Services Coordinator has been examined and enriched.

The 3.18 FTE Police Officers assigned to the redevelopment areas provide highly visible walking patrol services which created an increased level of safety for the business owners, employees and patrons in the area.

The Coliseum Enhancement Zone project is essential in ensuring all businesses in the area are provided with police services that protect the businesses, patrons and assets. The project deploys strategic patrols in the business district during periods that have been identified to be high-crime, such as robberies and burglaries which have historically terrorized business owners and patrons. The project has proven to be successful in prior years and resulted in significant decreases in robberies and burglaries as well as notable increase in business owner and customer satisfaction and their sense of security. Officers assigned to this project work in partnership with business owners and their employees through the Oakland Commerce Corporation and frequently attend numerous meetings, workshops and special events.

Plans for FY 2001-03:

Plans for FY 2001-03 include a department-wide implementation of problem-solving training and project-oriented programs towards long-term problem solving. The Bureau will continue to seek significant crime reduction measures with a decrease in citizen complaints against officers. The Bureau will continue to strengthen community-policing programs through outreach Neighborhood Crime Prevention Council (NCPC) attendance. Decentralization of Area III personnel and services is the first step in decentralizing police services. The Patrol Area I Foot Patrol Unit will continue to provide highly visible patrol services in the Central District Redevelopment Areas. The Airport Unit will add 17.0 new FTE to increase airport security to standard levels for a major metropolitan facility and will pass the cost on to the airport.

H-26 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Field Operations Actual Actual Actual Adopted Adopted Personnel Services $54,894,245 $64,417,613 $75,449,838 $75,736,009 $75,893,101 Operation & Maintenance 1,918,668 1,839,601 2,427,530 3,539,676 2,322,247 Capital Outlay 400,721 145,697 370,230 0 0

Total Budget $57,213,634 $66,402,911 $78,247,598 $79,275,685 $78,215,348

Authorized Staffing (FTE) 648.18 687.95 701.56 749.06 749.56

Appropriation History: General Fund $52,940,882 $59,522,362 $69,519,182 $76,627,590 $75,788,450 All Funds 57,213,634 66,402,911 78,247,598 79,275,685 78,215,348

Activities: Administration $6,112,522 $1,089,145 $1,090,145 Patrol 51,562,261 56,337,852 56,337,852 Special Operations 15,104,667 15,756,752 14,695,415 Traffic Operations 5,468,148 6,091,936 6,091,936

Total $78,247,598 $79,275,685 $78,215,348

Field Operations Appropriation History

$90 (M)

$80 (M) ALL FUNDS

$70 (M)

$60 (M) GENERAL FUND FUND $50 (M)

$40 (M)

$30 (M)

$20 (M)

$10 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

FY 2001-03 Adopted Policy Budget H-27 POLICE SERVICES AGENCY Table of Contents

Selected Performance Measures:

Activity: Evidence Analysis Division: Operations

Objective: To provide timely evidence analysis.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Identification rate for fingerprinting database 30% 39% 30% 30% Percent of drug cases analyzed within 24 hrs of request 100% 97% 100% 100%

Identification Rate for Fingerprinting Database

45%

40% 39%

35%

30% 30% 30% 30%

25%

20%

15%

10%

5%

0% 2000-01 Projected 2000-01 Actual 2001-02 2002-03 Projected Projected

H-28 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Selected Performance Measures:

Activity: Emergency/Non-Emergency Calls Division: Operations

Objective: To provide rapid dispatcher response to emergency and non-emergency calls for

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Average number of seconds to answer 911 calls 10 36 45 45 Average number of seconds to answer 7-digit emergency calls 50 50 50 50 Average number of seconds to answer 7-digit non-emergency calls 100 96 100 100 * Note: Dispatch time is recorded as Priority A and B calls; computer records not available for 911 7- digit calls

Average Number of Seconds to Answer 911 Calls

50 45 45 45

40 36 35

30

25

20

15 10 10

5

0 2000-01 Projected 2000-01 Actual 2001-02 2002-03 Projected Projected

FY 2001-03 Adopted Policy Budget H-29 POLICE SERVICES AGENCY Table of Contents

Notes

H-30 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Fire Services Agency

The proud men and women of the Oakland Fire Department are committed to providing the highest quality and 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, emergency medical services, all risk mitigation, emergency preparedness, 9-1-1 services and community-based fire services.

Agency Director Gerald A. Simon, Fire Chief

Division Manager

Agency Administration Janie B. Young Emergency Medical Services Jean A. English Emergency Services Henry Renteria Field Operations Daniel Farrell Support Services Ernest A. Robinson, III Technical Services Ronald K. Carter

FY 2001-03 Adopted Policy Budget I-1 FIRE SERVICES AGENCY Table of Contents

Notes

I-2 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Oakland Fire Department (566.00 FTE)

Fire Chief

Assistant to the Director Executive Assistant Council Liaison Administrative Support

Project Manager Organizational Development

Technical Services Field Operations Support Services Emergency Medical Administrative Emergency Services Services Services

Human Resources Fire Suppression Fire Prevention Paramedic Financial Emergency Personnel Services Management Planning

Workers Fire Suppression Training EMT Budget & Finance Emergency Compensation A Shift Preparedness

Fire Boat Fire Suppression 911 First Purchasing Public B Shift Communication Responder Accounts Payable Education & Receivables

Airport Fire Suppression Personnel QA / QI Payroll Hazardous C Shift Testing Time & Material Attendance Recovery

Support Services Contract EOC Management Management

FY 2001-03 Goals:

1. Provide comprehensive “all risk” emergency services, including fire prevention, fire suppression, heavy rescue, emergency medical services –basic life support and advanced life support, hazardous material emergency services, public education and training and emergency preparedness to the Oakland community in the most effective manner.

2. Provide community-based fire services that will extend our community relations and public education service delivery more directly into the community and open up fire station utilization as a valued community resource.

3. Increase level of training for every promoted rank by providing 40 hours of academy training.

4. Reduce arson in the City of Oakland by 10 percent each year for the next two years.

5. Implement plans to become a Regional Training Academy utilizing our Oakland instructor cadre to teach local, state and national fire safety programs.

6. Expand Citizens of Oakland Respond to Emergencies (CORE) training and public education to a wider audience of Oakland residents.

7. Complete implementation of the paramedic and paramedic cadet programs to assure the highest level of emergency medical response to every citizen that lives, works and recreates in Oakland.

8. Train personnel in key competency areas of all risk mitigation delivery.

9. Introduce, implement, expand, and enforce new and existing fire codes and regulations to protect citizens and property in the City of Oakland.

10. Establish an Oakland Fire Department Museum at the historic Gingerbread House Fire Station site on Moraga Avenue.

FY 2001-03 Adopted Policy Budget I-3 FIRE SERVICES AGENCY Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 General Fund Actual Actual Actual Adopted Adopted Office of the Fire Chief $430,060 $513,093 $973,019 $586,277 $586,277 Support Services 4,199,781 4,558,722 6,741,564 5,298,829 5,298,829 Fire Prevention 1,409,853 1,539,214 0 0 0 Field Operations 49,030,605 60,075,732 57,578,342 57,744,974 63,927,549 Management Services 592,007 648,243 737,165 585,029 585,029 Education and Testing 698,105 712,072 0 0 0 Emergency Services 755,640 749,932 505,284 442,461 442,461 Technical Services 0 0 6,338,916 8,541,070 8,341,070 Emergency Medical Services 0 0 251,581 0 0 Total $57,116,052 $68,797,008 $73,125,870 $73,198,640 $79,181,215

All Funds Office of the Fire Chief $448,261 $663,541 $1,057,112 $586,277 $586,277 Support Services 5,832,420 6,199,614 8,067,469 7,264,994 7,264,994 Fire Prevention 1,698,882 1,595,162 0 0 0 Field Operations 49,030,605 60,108,479 57,687,519 57,859,418 64,041,993 Management Services 667,425 698,210 749,450 642,395 642,395 Education and Testing 1,064,389 1,777,506 0 0 0 Emergency Services 1,523,337 1,818,393 1,650,024 1,301,028 1,301,028 Technical Services 0 0 6,812,099 8,566,070 8,366,070 Emergency Medical Services 0 0 1,735,242 1,481,564 1,481,564 Total $60,265,319 $72,860,907 $77,758,915 $77,701,746 $83,684,321

Expenditures by Character Personnel Services $54,447,453 $65,838,247 $70,290,314 $69,700,339 $75,882,914 Operations & Maintenance 5,817,866 7,022,660 7,468,601 7,801,407 7,801,407 Capital Outlay 0 0 0 200,000 0 Total $60,265,319 $72,860,907 $77,758,915 $77,701,746 $83,684,321

Fire Services Agency – Appropriation History

$80 (M) ALL FUNDS

GENERAL FUND

$60 (M)

$40 (M)

$20 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

I-4 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted

1010 General Purpose $57,116,052 $68,797,009 $73,125,870 $73,198,640 $79,181,215 1100 Self Insurance Liability 0 94,142 51,538 114,444 114,444 1700 Mandatory Refuse Collection 144,867 133,584 88,416 48,840 48,840 1720 Comprehensive Clean Up 147,410 121,314 91,607 208,691 208,691 1740 Hazardous Materials Inspection 402,871 456,959 701,256 652,924 652,924 1790 Contract Administration Fee 143 0 0 0 0 1800 Emergency Management Program 0 0 94 0 0 1810 Oaknoll Vista Emergency Repairs 0 8,992 0 0 0 2108 Dept. of Housing & Urban Development 0 (25,943) 3,039 0 0 2124 Federal Emergency Mgt. Agency 61,695 105,791 198,514 38,160 38,160 2128 Department of Health and Human Svcs. 0 0 69,642 0 0 2160 County of Alameda Grants 21,425 6,191 83,285 103,540 103,540 2190 Private Grants 17,483 56,294 37,829 25,000 25,000 2230 State Gas Tax 0 0 0 131,404 131,404 2240 Measure O 0 0 320 0 0 2250 Measure N 3,500 620,481 952,589 1,204,013 1,204,013 2310 Lighting & Landscape Assessment Dist. 104 4 0 0 0 2320 Fire Suppression Assessment 300,453 77,817 34,298 0 0 2412 Alameda County Emer. Dispatch Service 1,877,301 2,002,715 1,963,863 1,859,050 1,859,050 2995 Police Grants 0 1,014 0 0 0 2999 Miscellaneous Grants 0 0 21 0 0 3100 Sewer Service 132,908 135,155 141,880 117,040 117,040 4400 City Facilities 0 451 0 0 0 5008 GOB Series 1992 Emergency Response 0 213,320 61,942 0 0 5500 Municipal Capital Improvement 39,107 0 47,934 0 0 6062 2000 Measure K Series 0 0 4,016 0 0 7700 Eqrthquake Relief Efforts 0 35,444 (4,995) 0 0 8999 Default Fund Payroll 0 20,173 105,958 0 0

Total Budget $60,265,319 $72,860,907 $77,758,915 $77,701,746 $83,684,321

Authorized FTE 553.50 557.50 558.50 566.00 582.00

FY 2001-03 Adopted Policy Budget I-5 FIRE SERVICES AGENCY Table of Contents

Funding by Source FY 2001-03 Adopted Policy Budget $161,386,067

Hazardous Materials Inspection 1%

Measure N General Purpose General 1% Fund Alameda County 95% Emergency Dispatch Service 2% Other 1%

Significant Budget Changes for the Fire Services Agency

Agency • FY 2000-01 Unaudited Actual expenditures reflect retroactive personnel payments and salary updates that applied to FY 1999-00, resulting in actual expenses $5.4 million above the FY 2000-01 Adopted budget. • The FY 2001-03 Adopted budget reflects union-negotiated salary and benefit increases which amounted to $4.1 million above the Proposed budget in FY 2001-02, and $8.4 million in FY 2002-03. Operations • Close Station 8 for rebuilding for 1½ years and remove its two apparatuses from service. • Transfer existing Station 8 personnel to cover shifts at Grass Valley and North Hills currently operated on an overtime only basis. • In January 2003, hire 32 new firefighters to staff the newly reopened Station 8 at a cost of $2,225,000 in FY 2002- 03. Technical Services • Create a Water Rescue Team using existing personnel for service to the Airport in the event of a major airport disaster. • Purchase a hovercraft for the Water Rescue Team in FY 2001-02 at a cost of $200,000. • Create an annual operations and maintenance budget of $200,000 for the Water Rescue Team. Support Services • Centralize all vegetation management functions within the Fire Department, including the following: • Transfer the goat contract from the Life Enrichment Agency to Fire for $184,000 annually; • Transfer 2.0 Heavy Equipment Operators from the Public Works Agency to Fire to operate the Tiger mowers; • Transfer $65,832 in annual operations and maintenance costs from the Public Works Agency to Fire for the Tiger mowers.

I-6 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Staffing History: Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Authorized Authorized Authorized Authorized Authorized Office of the Fire Chief 2.00 3.00 4.00 3.50 3.50 Support Services 28.00 27.00 48.50 55.50 55.50 Fire Prevention 16.00 16.00 0.00 0.00 0.00 Operations 479.00 480.00 434.00 434.00 450.00 Management Services 9.00 9.00 8.00 9.00 9.00 Education and Testing 7.00 7.00 0.00 0.00 0.00 Emergency Services 12.50 15.50 14.00 14.00 14.00 Technical Services 0.00 0.00 47.00 47.00 47.00 Emergency Medical Services 0.00 0.00 3.00 3.00 3.00 Total 553.50 557.50 558.50 566.00 582.00

Sworn 492.00 492.00 492.00 492.00 508.00 Non-Sworn 61.50 65.50 66.50 74.00 74.00 553.50 557.50 558.50 566.00 582.00

Fire Services Staffing History

700 (FTE)

600 (FTE)

500 (FTE)

400 (FTE)

300 (FTE)

200 (FTE)

100 (FTE)

0 (FTE) Au t h or iz e d Au t h or iz e d Au t h or iz e d Au t h or iz e d Au t h or iz e d

1998-99 1999-00 2000-01 2001-02 2002-03

Office of the Fire Chief Support Services Fire Prevention Operations Management Services Education and Testing Emergency Services Technical Services Emergency Medical Services Total

FY 2001-03 Adopted Policy Budget I-7 FIRE SERVICES AGENCY Table of Contents

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Director of Fire Services Agency 1.00 1.00 1.00 1.00 1.00 Deputy Chief of Fire Dept. 1.00 1.00 3.00 3.00 3.00 Asst. Chief of Fire Department 2.00 2.00 0.00 0.00 0.00 Fire Marshall 1.00 1.00 0.00 0.00 0.00 Battalion Chief 10.00 10.00 12.00 12.00 12.00 Account Clerk III 1.00 1.00 1.00 1.00 1.00 Administration Analyst I 0.00 1.00 1.00 1.00 1.00 Administrative Assistant I 6.00 7.00 7.00 6.00 6.00 Administrative Assistant II 3.00 3.00 3.00 4.00 4.00 Administrative Services Manager I 1.00 1.00 1.00 1.00 1.00 Agency Administrative Manager 0.00 0.00 1.00 1.00 1.00 Assistant to the Director 1.00 1.00 1.00 1.00 1.00 Captain of Fire Department 52.00 52.00 52.00 52.00 56.00 Custodian 1.00 1.00 1.00 1.00 1.00 Data Entry Operator 1.00 1.00 1.00 1.00 1.00 Data Entry Operator, SR 1.00 1.00 1.00 1.00 1.00 Emergency Medical Services Coord. 0.00 1.00 1.00 1.00 1.00 Emergency Planning Coordinator 1.50 2.50 1.50 3.00 3.00 Emergency Services Coordinator 1.00 0.00 0.00 0.00 0.00 Emergency Services & Fire Prev Mgr. 0.00 0.00 1.00 1.00 1.00 Emergency Services Manager 1.00 1.00 0.00 0.00 0.00 Engineer of Fire Dept. 80.00 80.00 80.00 80.00 84.00 Equipment Technician 1.00 1.00 1.00 1.00 1.00 Exec. Asst. to Agency Director 1.00 1.00 1.00 1.00 1.00 Fire Communications Dispatcher 14.00 14.00 15.00 16.00 16.00 Fire Communications Dispatcher II 6.00 6.00 5.00 4.00 4.00 Fire Communications Supervisor 0.00 0.00 0.00 1.00 1.00 Fire Dept. Personnel Officer 1.00 1.00 1.00 0.50 0.50 Fire Division Chief 0.00 0.00 0.00 1.00 1.00 Fire Division Manager 0.00 0.00 0.00 1.00 1.00 Fire Fighter 264.00 264.00 264.00 264.00 272.00 Fire Fighter/Fire Boat Engineer 4.00 4.00 4.00 4.00 4.00 Fire Fighter/Fire Boat Operator 4.00 4.00 4.00 4.00 4.00 Fire Investigation Coordinator 1.00 1.00 1.00 0.00 0.00 Fire Investigator 2.00 2.00 2.00 3.00 3.00

I-8 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Fire Marshall, Assistant 0.00 0.00 0.00 1.00 1.00 Fire Prevention Bureau Insp. Civilian 3.00 4.00 4.00 4.00 4.00 Fire Protection Engineer 1.00 1.00 1.00 1.00 1.00 Fire Safety Education Coordinator 1.00 1.00 1.00 1.00 1.00 Fire Suppression Dist. Inspector 0.00 0.00 2.00 2.00 2.00 Hazardous Materials Inspector I 2.00 2.00 1.00 1.00 1.00 Hazardous Materials Inspector II 1.00 1.00 2.00 2.00 2.00 Hazardous Materials Inspector, Sr. 1.00 1.00 1.00 1.00 1.00 Hazardous Materials Prgm. Supv. 1.00 1.00 1.00 1.00 1.00 Heavy Equipment Operator 0.00 0.00 0.00 2.00 2.00 Hydrant Repair Worker, Sr. 1.00 0.00 0.00 0.00 0.00 Inspector Fire Prevention Bureau 4.00 3.00 3.00 3.00 3.00 Lieutenant of Fire Dept. 67.00 67.00 67.00 67.00 67.00 Management Assistant 2.00 2.00 2.00 2.00 2.00 Office Assistant II 3.00 2.00 2.00 2.00 2.00 Payroll Personnel Clerk I 0.00 0.00 0.00 1.00 1.00 Payroll Personnel Clerk III 1.00 1.00 1.00 0.00 0.00 Permit Technician I 0.00 1.00 1.00 1.00 1.00 Project Manager III 0.00 0.00 0.00 0.50 0.50 Program Analyst III 0.00 1.00 1.00 1.00 1.00 Public Service Employee 51 1.00 0.00 0.00 0.00 0.00 Storekeeper 1.00 1.00 1.00 1.00 1.00 Vegetation Mgmt. Supervisor 0.00 2.00 0.00 0.00 0.00

Total 553.50 557.50 558.50 566.00 582.00 *

* This total reflects 32 new Fire Fighter positions added in January 2003, the equivalent of 16.0 total FTE in 2003.

FY 2001-03 Adopted Policy Budget I-9 FIRE SERVICES AGENCY Table of Contents

Appropriation vs FTE

Appropriation ($ M) FTE 100.0 700

600 80.0 500

60.0 400

40.0 300 200 20.0 100

- 0 ActualActual Actual Actual UnauditedUnaudited AdoptedAdopted Adopted Adopted 1998-991998-99 1999-00 1999-00 ActualActual 2001-022001-02 2002-03 2002-03 2000-012000-01

General Fund All Funds FTE

I-10 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget I-11 FIRE SERVICES AGENCY Table of Contents

Office of the Fire Chief

Services Provided:

The Office of the Fire Chief provides overall management for the Fire Department and advises the City Council, Mayor and City Manager on all fire and emergency service related issues. This Division assists with the deployment of Department resources and takes lead responsibility in coordinating all activities associated with emergency response and service.

Major Accomplishments:

Major accomplishments include full implementation of the Firefighter/Paramedic Program; expansion of executive staff development and training for executive staff and Command Officers; expanded diversity training and organizational development to increase the skill levels of executive and supervisorial department personnel; continued monitoring and implementation of safety programs and services; decreased injuries to personnel resulting in safer operations and considerable salary savings.

Plans For FY 2001-03:

Plans for FY 2001-03 include construction of a new fire station; more creative and alternative methods for new and varied revenue sources; continued improvement of internal monitoring systems and databases to improve the efficiency of the department; reduction of arson related fires by an additional 10%; continued reduction of sick and injured personnel and expansion of community-based fire service programs.

I-12 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Office of the Fire Chief Actual Actual Actual Adopted Adopted Personnel Services $238,952 $311,254 $483,106 $460,620 $460,620 Operation & Maintenance 209,309 352,287 574,006 125,657 125,657

Total Budget $448,261 $663,541 $1,057,112 $586,277 $586,277

Authorized Staffing (FTE) 2.00 3.00 4.00 3.50 3.50

Appropriation History: General Fund $430,060 $513,093 $973,019 $586,277 $586,277 All Funds 448,261 663,541 1,057,112 586,277 586,277

Activities: Administration $663,541 $1,057,112 $586,277 $586,277 Total $663,541 $1,057,112 $586,277 $586,277

Office of the Fire Chief Appropriation History

$1,200,000

$1,000,000

ALL FUNDS

$800,000

$600,000 GENERAL FUND

$400,000

$200,000

$0 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

FY 2001-03 Adopted Policy Budget I-13 FIRE SERVICES AGENCY Table of Contents

Management Services

Services Provided:

The Management Services Division provides support to the Fire Chief and all other Divisions within the Fire Department. This Division provides financial management, including accounting, payroll and personnel transactions, accounts payable, purchasing and budgetary and financial analysis services for the Fire Department. This Division prepares Council Agenda items, responds to inquiries from the Council, City Manager and other Agencies; prepares, monitors and maintains professional service contracts and administers special funding received from various sources, i.e., assessments, grants and bond funds; monitors, maintains and disseminates appropriate employee information; prepares verification of employment; and receives and distributes subpoenas for legal services. The Division recommends and implements management policies and procedures essential for the efficient daily operation of the Department; compiles, develops and promulgates the Department’s proposed, adopted policy and capital improvement budgets; develops and maintains invoices and prepares liens on properties for reimbursement of costs to abate hazards and provides invoices to private parties for property damage; monitors the budget and actual expenditures; analyzes and monitors the Department’s Performance Measures to achieve Department and Council Goals; provides revenue forecasting; and coordinates and facilitates Department audits and audit responses.

Major Accomplishments:

Major accomplishments during FY 1999-01 include developing the Department’s annual Operating and Capital Improvement Budgets; collecting over $7 million in revenue, reimbursements and various fees from the State, County and general public; providing detailed budget work sessions to Department Managers; executing major technical contracts for the department; implementation of the new payroll Oracle system in the Fire Department and all its Divisions; calculating payroll retroactive payments for over 500 sworn personnel in the Department to facilitate implementation of local union contracts; providing 35 sessions to Department personnel to facilitate their understanding of the new Oracle financial system instituted by the City; facilitating payroll and related activities for the Firefighter/Paramedic Program and cadets; continued monitoring and review of the performance-based budgeting system; completing implementation of payroll data to improve the Department’s check distribution system; implementing an internal database to track and monitor all Fire Department personnel; continued modernization of large conference room facilities to accommodate larger groups of Fire Department personnel.

Plans For FY 2001-03:

Plans for FY 2001-03 include publication of a Fire Department Annual Report; enhancing procedures to seek other revenue sources; continued improvement of internal financial and payroll monitoring systems; continued preparation of monthly financial statements and other appropriate reports to enhance the efficiency of the Department and its personnel; ongoing enhancements in the Administrative Office to assist the Department in accomplishing its goal to become a world class Fire Department.

I-14 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Management Services Actual Actual Actual Adopted Adopted Personnel Services $661,238 $697,754 $747,719 $619,460 $619,460 Operation & Maintenance 6,187 456 1,731 22,935 22,935

Total Budget $667,425 $698,210 $749,450 $642,395 $642,395

Authorized Staffing (FTE) 9.00 9.00 8.00 9.00 9.00

Appropriation History: General Fund $592,007 $648,243 $737,165 $585,029 $585,029 All Funds 667,425 698,210 749,450 642,395 642,395

Activities: Administration $418,093 $355,482 $391,241 $391,241 Budget, Finance & Payroll 280,117 393,968 251,154 251,154

Total $698,210 $749,450 $642,395 $642,395

Management Services Appropriation History

$800,000

ALL FUNDS

$600,000 GENERAL FUND

$400,000

$200,000

$0 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

FY 2001-03 Adopted Policy Budget I-15 FIRE SERVICES AGENCY Table of Contents

Support Services

Services Provided:

The Support Services Division under the direction of a Deputy Chief provides personnel and human resource management of the department’s recruitment, promotional and examination process for sworn personnel. In addition, this division provides overall management of the Communications, Fire Prevention and Training Divisions.

Major Accomplishments:

Major accomplishments during FY 1999-01 include coordination and hiring of 50 firefighter/paramedics, and conducting promotional testing for Battalion Chief, Captain, Lieutenant, Engineer and Fire Investigator. The Training Section accomplishments coordinated the Weapons of Mass Destruction exercise in conjunction with the Department of Defense, federal, state, and local agencies. This section also provided over 2,500 of training to personnel. Fire Prevention Section accomplishments include launching of the Fire Safe City Initiative, distribution of nearly 700 smoke detectors and replacement batteries, execution of the annual school safety day program attended by 1,659 students, awarding of 451 security bar release retrofit grants and coordination of 28,492 vegetation management inspections. Fire Dispatch Section accomplishments include dispatching more than 60,000 emergency responses; and recertification of dispatch center personnel with EMD protocols.

Plans For FY 2001-03:

Plans for FY 2001-03 include coordinating recruitment and outreach for firefighter trainees, and continued coordination of testing for all department promoted ranks. Training Section plans include coordination and academic affiliation with Peralta College District to conduct revenue-generating state mandated training; updating department policies; and finalizing plans for the relocation of the department training center. Fire Prevention plans to centralize all citywide vegetation management functions within the Fire Department, including the goat contract previously in the Life Enrichment Agency and the tiger mowers and operators previously in the Public Works Agency; continue the expansion of the Fire Safe City Initiative partnership; continue the smoke detector give away and installation program; and implement a department- sponsored critical incident stress management program to assist neighborhoods in dealing with after fire trauma. Fire Dispatch Section plans to upgrade the Computer Aided Dispatch System from an open VMS to a Unix operating system; complete the department mobile communication van; and upgrade and replace department portable radios.

I-16 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Support Services Actual Actual Actual Adopted Adopted Personnel Services $2,093,035 $2,165,718 $3,423,791 $4,960,443 $4,960,443 Operation & Maintenance 3,739,385 4,033,896 4,643,678 2,304,551 2,304,551

Total Budget $5,832,420 $6,199,614 $8,067,469 $7,264,994 $7,264,994

Authorized Staffing (FTE) 28.00 27.00 48.50 55.50 55.50

Appropriation History: General Fund $4,199,781 $4,558,722 $6,741,564 $5,298,829 $5,298,829 All Funds 5,832,420 6,199,614 $8,067,469 7,264,994 7,264,994

Activities: Administration $3,023,432 $3,768,675 $903,282 $903,282 Communications & Dispatch 2,763,353 1,664,947 2,961,660 2,961,660 Fire Marshall's Office 0 496,311 611,564 611,564 Technical Services 0 555,303 388,252 388,252 Inspectional Services 0 216,349 986,095 986,095 Arson Investigation 0 228,571 394,964 394,964 Engineering 0 163,679 93,984 93,984 Education and Training 0 973,634 925,193 925,193 Personnel* 181,092 0 0 0 Hydrants and Water Supply* 231,737 0 0 0

Total $6,199,614 $8,067,469 $7,264,994 $7,264,994

*Transferred to Technical Services in 2000-01

Support Services – Appropriation History

$10 (M)

$8 (M)

ALL FUNDS

$6 (M)

GENERAL FUND

$4 (M)

$2 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

FY 2001-03 Adopted Policy Budget I-17 FIRE SERVICES AGENCY Table of Contents

Office of Emergency Services

Services Provided:

The Office of Emergency Services (OES) identifies, prioritizes and develops strategies to minimize all potential natural and human caused emergencies/disasters that may threaten the City and its population. OES staff develop, implement and maintain the Citizens of Oakland Respond to Emergencies (CORE) Program, the Fire Safety, Prevention and Public Education programs, Project IMPACT and other community disaster preparedness, prevention and recovery programs; collaborates with other agencies with the goal of reducing the loss of life and property and protection of the environment; works closely with the Emergency Management Board and local agencies to augment the City’s ability to prepare for, respond to and recover from natural and human caused emergencies; OES manages the City Emergency Operations Center (EOC) and maintains it in a constant state of readiness. OES is responsible for the Certified Unified Program Agency (CUPA) which provides for the inspection and enforcement of Federal and State mandated hazardous materials legislation; CUPA Inspectors provide technical assistance and conduct site inspections for over 1,400 businesses involved in underground storage tanks, hazardous materials/waste management, disposal and reduction. OES provides training and technical assistance in all of the above-mentioned programs to the general population, city officials, local based agencies and businesses.

Major Accomplishments:

Major accomplishments in FY 1999-01 include the official opening of the City’s state of the art Emergency Operations Center (EOC), which is used as the City’s incident command/management center to respond to any emergency incident or disaster that may affect the population; designed and built the EOC as a result of the lessons learned from the 1989 Loma Prieta Earthquake and the 1991 Oakland Hills Firestorm; activated the EOC in anticipation of incidents resulting from the Year 2000 Y2K rollover. Oakland was chosen by the Federal Government to implement the Federal Domestic Preparedness Program which will prepare the City to respond to a terrorist attack involving nuclear, biological or chemical weapon(s); the department led the project to implement this program using approximately $700,000 in federal funds.

Plans For FY 2001-03:

Plans for FY 2001-03 include: maintain the EOC state of readiness to respond to any natural or human caused emergency; upgrade EOC systems to take advantage of new technology; continue to train City staff and mutual response agencies in the Standardized Emergency Management System (SEMS); continue to provide training and awareness information to the population at large; identify strategies for helping prepare the City’s special needs and vulnerable populations; and lower the risk to the population through the continued enforcement of all applicable hazardous materials laws.

I-18 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Emergency Services Actual Actual Actual Adopted Adopted Personnel Services $1,272,354 $1,272,043 $1,191,193 $1,092,618 $1,092,618 Operation & Maintenance 250,983 546,350 458,831 208,410 208,410

Total Budget $1,523,337 $1,818,393 $1,650,024 $1,301,028 $1,301,028

Authorized Staffing (FTE) 12.50 16.00 14.00 14.00 14.00

Appropriation History: General Fund $755,640 $749,932 $505,284 $442,461 $442,461 All Funds 1,523,337 1,818,393 1,650,024 1,301,028 1,301,028

Activities: Emergency Services $1,818,393 $1,650,024 $1,301,028 $1,301,028

Total $1,818,393 $1,650,024 $1,301,028 $1,301,028

Emergency Services Appropriation History

$2.5 (M)

$2.0 (M) ALL FUNDS

$1.5 (M)

$1.0 (M) GENERAL FUND

$0.5 (M)

$0.0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

FY 2001-03 Adopted Policy Budget I-19 FIRE SERVICES AGENCY Table of Contents

Emergency Medical Services

Services Provided:

The Emergency Medical Services (EMS) Division is responsible for planning, developing and implementing all programs related to 9-1-1 medical emergency response. Annually, EMS responds to over forty eight thousand (48,000) calls, which represents more than 75% of the Fire Department’s activity. The EMS Division provides training for Emergency Medical Dispatchers, First Responder Defibrillator Operators, Emergency Medical Technicians (EMT) and Paramedic personnel. The Division is responsible for compliance with all applicable regulations (California Code of Regulations, Title 22, Division 9) and Alameda County EMS District protocols and contract provisions. The EMS Division provides basic and continuing education programs to ensure certification and licensing requirements are current for all personnel. Equipment and supplies for both Basic Life Support (BLS) and Advanced Life Support (ALS) service, including controlled substances, is part of the inventory maintained and distributed through the EMS Division. Quality Assurance is provided through review of all aspects of EMS operations to identify strengths and weaknesses and recommend training and/or remediation to correct deficiencies. Prospective and concurrent activities as well as retrospective analysis accomplish this goal.

Major Accomplishments:

In 2000-2001, the EMS Division implemented the following new programs to enhance service delivery to the citizens of Oakland: engine companies staffed with paramedics; department-wide Emergency Medical Technician (EMT) training; blood pressure screening; community First Aid and CPR training; Vial of Life Program; and establishment of a partnership with Children’s Hospital to provide asthma education in the schools.

Plans For FY 2001-03:

Plans for FY 2001-03 include the following: fully staff the remaining engine companies with paramedics; complete department- wide EMT training and certification; develop and coordinate First Aid and CPR training for approximately eighty (80) life safety team members and floor wardens in city buildings; train personnel in the use of automated external defibrillators in some city buildings; develop a program to provide a metropolitan medical response system to enhance the existing emergency response for a weapons of mass destruction attack, or nuclear, biological or chemical event; and train all personnel including police, fire, hospital and other city agencies to prepare for various catastrophic events.

I-20 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Emergency Medical Services Actual Actual Actual Adopted Adopted Personnel Services $1,144,650 * $313,104 $313,104 Operation & Maintenance 590,591 1,168,460 1,168,460

Total Budget $1,735,242 $1,481,564 $1,481,564

Authorized Staffing (FTE) 3.00 3.00 3.00

Appropriation History: General Fund $251,581 $0 $0 All Funds 1,735,242 1,481,564 1,481,564

Activities: Emergency Medical Services $1,735,242 $1,481,564 $1,481,564

Total $1,735,242 $1,481,564 $1,481,564

* Includes Paramedic personnel training costs for Operations staff.

Emergency Medical Services Appropriation History

$2.5 (M)

$2.0 (M)

ALL FUNDS

$1.5 (M)

$1.0 (M)

$0.5 (M) GENERAL FUND

$0.0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

FY 2001-03 Adopted Policy Budget I-21 FIRE SERVICES AGENCY Table of Contents

Selected Performance Measures:

Activity: Emergency Medical Response Division: Emergency Medical Services

Objective: To provide timely response to emergency medical calls

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of sworn personnel that received all mandated training 94% 94% 95% 96% Percent of sworn personnel with full paramedic training 3% 4% 11% 19% Percent of first company arriving to emergency medical service related emergencies within 5 74% 75% 76% 78% minutes of notification to dispatch center Percent of first company arriving to emergency medical service related emergencies within 5- 20% 20% 19% 17% 7 minutes of notification to dispatch center Percent of first company arriving to emergency medical service related emergencies within 7- 5% 4% 4% 4% 10 minutes of notification to dispatch center Percent of first company arriving to emergency medical service related emergencies over 10 1% 1% 1% 1% minutes after notification to dispatch center Percent of cardiac arrest patients in savable condition when emergency personnel arrived 28% 13% 25% 25% who are discharged from the hospital

Emergency Medical Response Times

90% 78% 80% 74% 74% 76% 70% 60% 50% 40% 30% 20% 20% 19% 20% 17%

10% 5% 4% 4% 4% 1% 1% 1% 1% 0% 2000-01 2000-01 2001-02 2002-03 Projected Actual Projected Projected Percent of first company arriving to emergency medical service related emergencies within 5 minutes of notification to dispatch center Percent of first company arriving to emergency medical service related emergencies within 5-7 minutes of notification to dispatch center Percent of first company arriving to emergency medical service related emergencies within 7-10 minutes of notification to dispatch center Percent of first company arriving to emergency medical service related emergencies over 10 minutes after notification to dispatch center

I-22 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Percent of cardiac arrest patients in savable condition when emergency personnel arrived who are discharged from the hospital

30% 28%

25% 25% 25%

20%

15% 13%

10%

5%

0% 2000-01 2000-01 2001-02 2002-03 Projected Actual Projected Projected

Emergency Medical Response Training

97%

96% 96%

96%

95% 95%

95% 94% 94% 94%

94%

93% 2000-01 2000-01 2001-02 2002-03 Projected Actual Projected Projected

Percent of sworn personnel that received all mandated training

FY 2001-03 Adopted Policy Budget I-23 FIRE SERVICES AGENCY Table of Contents

Field Operations

Services Provided:

The Operations Division provides the following comprehensive emergency services: fire suppression, heavy rescue, emergency medical services, which include paramedic advanced life support (ALS) and Emergency Medical Technician (EMT) basic life support (BLS) services; hazardous materials mitigation, public education and training, emergency preparedness and fire prevention; vegetation management inspections, water rescue and airport firefighter services.

Major Accomplishments:

Major accomplishments in FY 1999-01 include responding to 65,000 emergency incidents, introduction of Paramedic Services; continued development of the Fire Reserve Program; implementation and support of the Commercial Inspection Program; development of water rescue capabilities; increased CORE participation; and introduction of apparatus upgrades and replacements.

Plans For FY 2001-03:

Plans for FY 2001-03 include the closing and rebuilding of Station 8, the transfer of existing Station 8 personnel to cover shifts at the Grass Valley and North Hills stations currently staffed by overtime, and the hiring of 32.0 new FTE in January 2003 to staff the new Station 8 facility; improvement of inspection services, expansion of the paramedic services program, mid-level and executive development training; expansion of public education programs which includes CORE, wildland firefighting training; updating of the emergency vehicle fleet; incident command training; providing assistance to Fire Safe Cities Program; and assisting in providing public education to schools, business and community groups.

I-24 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Operations Actual Actual Actual Adopted Adopted Personnel Services $47,945,128 $59,203,363 $57,144,565 $56,879,652 $63,062,227 Operation & Maintenance 1,085,477 905,117 542,954 979,766 979,766

Total Budget $49,030,605 $60,108,480 $57,687,519 $57,859,418 $64,041,993

Authorized Staffing (FTE) 479.00 480.00 434.00 434.00 450.00

Appropriation History: General Fund $49,030,605 $60,075,732 $57,578,342 $57,744,974 $63,927,549 All Funds 49,030,605 60,108,480 57,687,519 57,859,418 64,041,993

Activities: Administration $179,676 $53,733 $401,508 $401,508 Emergency Service/Suppression 56,218,870 57,633,786 57,457,910 63,640,485 Fireboat Emergency Services* 969,439000 Airport Operations* 2,740,496000

Total $60,108,480 $57,687,519 $57,859,418 $64,041,993

*Transferred to Technical Services in 2000-01

Field Operations Appropriation History

$70 (M)

ALL FUNDS

$60 (M)

GENERALNERAL FUND FUND $50 (M)

$40 (M)

$30 (M)

$20 (M)

$10 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

FY 2001-03 Adopted Policy Budget I-25 FIRE SERVICES AGENCY Table of Contents

Selected Performance Measures:

Activity: Emergency Response Division: Operations

Objective: To provide timely response to emergency calls for service

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of first company arriving to fire related emergencies within 5 minutes of notification to 74% 80% 76% 78% dispatch center Percent of first company arriving to fire related emergencies within 5-7 minutes of notification 20% 15% 19% 17% to dispatch center Percent of first company arriving to fire related emergencies within 7-10 minutes of 5% 4% 4% 4% notification to dispatch center Percent of first company arriving to fire related emergencies over 10 minutes after 1% 1% 1% 1% notification to dispatch center

Fire Emergency Response Times

90% 80% 80% 78% 74% 76% 70%

60%

50%

40%

30% 20% 19% 20% 15% 17%

10% 5% 4% 4% 4% 1% 1% 1% 1% 0% 2000-01 2000-01 2001-02 2002-03 Projected Actual Projected Projected

Percent of first company arriving to fire related emergencies within 5 minutes of notification to dispatch center Percent of first company arriving to fire related emergencies within 5-7 minutes of notification to dispatch center Percent of first company arriving to fire related emergencies within 7-10 minutes of notification to dispatch center Percent of first company arriving to fire related emergencies over 10 minutes after notification to dispatch center

I-26 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget I-27 FIRE SERVICES AGENCY Table of Contents

Technical Services

Services Provided:

The Technical Services Division is comprised of Human Resource, Special Operations and support units. This Division manages, coordinates and provides administrative support for the following units: the Special Operations unit ensures the operational readiness of the Hazardous Materials Response Team, the Urban Search and Rescue Team (USAR CATF-4), the Fireboat, Airport Rescue Firefighting (ARFF), Swiftwater Rescue, and response to Bay Area Rapid Transit (BART) emergency incidents. The Human Resources unit is responsible for personnel and human resources management in staffing of sworn and non-sworn personnel, streamlining the department’s disciplinary and grievance processes, providing recommendations for employee development and implementing Critical Incident Stress Management (CISM) counseling. The Support Services unit is responsible for the timely and cost effective purchase, maintenance and repair of facilities, tools, equipment, supplies, clothing and apparatus for the entire organization.

Major Accomplishments:

Major accomplishments during FY 1999-01 include: the Airport Rescue Firefighters participated in a full-scale exercise Airport/Rescue to ensure optimal readiness in airport emergency operations; responded to an average of 500 hazardous materials emergency incidents; mitigated large quantities of illegally discarded hazardous materials and substances; provided water safety and rescue support for various public venues including the Oakland Dragon Boat Festival and the U.S. Olympic crew try-outs; assisted in the screening, interviewing and selection of over 200 firefighter candidates of which 40 were hired; and managed the selection and placement of 50 paramedics.

Plans For FY 2001-03:

Plans for FY 2001-03 include: expanding the Water Rescue capability at the Oakland Airport and integrating all Water Rescue forces into a unified team; expanding the Water Rescue capability at Station 2 to include rigid hull inflatable boats and jet skis; training members of Station 27 to act as backup Airport Rescue Fire Fighters; developing dedicated Marine Pilot and Marine Engineer positions on the Fireboat; making capital outlay improvements to the Fireboat to improve its operational readiness; expanding the pool of Hazardous Materials Technicians and Specialists for use by the Hazardous Material Response Team; developing a cadre of instructors in all areas of Special Operations, especially Rescue System I and II, Confined Space Trench Rescue, Water Rescue, Airport Rescue Fire Fighting and Hazardous Materials; generating income for the Heavy Rescue Team by charging a fee for confined space entry permits and cost recovery for responses of non-permitted rescues; expanding our readiness for a Weapons of Mass Destruction attack by conducting a Risk Analysis for the City of Oakland and applying for additional Department of Justice grants for equipment purchases; and streamlining personnel processes and procedures by developing a database manual.

I-28 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Technical Services Actual Actual Actual Adopted Adopted Personnel Services $6,155,289 $5,374,442 $5,374,442 Operation & Maintenance 656,810 2,991,628 2,991,628 Capital Outlay 0 200,000 0

Total Budget $6,812,099 $8,566,070 $8,366,070

Authorized Staffing (FTE) 47.00 47.00 47.00

Appropriation History: General Fund $6,338,916 $8,541,070 $8,341,070 All Funds 6,812,099 8,566,070 8,366,070

Activities: Technical Services $99,686 $8,371,183 $8,171,183 Personnel 638,827 57,120 57,120 Fireboat Emergency Service 921,922 0 0 Airport Operations 3,701,023 107,767 107,767 Hydrants & Water Supply 1,450,642 30,000 30,000

Total $6,812,099 $8,566,070 $8,366,070

Technical Services Appropriation History

$10 (M)

ALLALL FUNDS FUNDS $8 (M)

GENERAL FUND $6 (M)

$4 (M)

$2 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

FY 2001-03 Adopted Policy Budget I-29 FIRE SERVICES AGENCY Table of Contents

Selected Performance Measures:

Activity: Public Education Division: Fire Prevention

Objective: To enhance public awareness of fire safety

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of public education target achieved 95% 98% 96% 96% Percent of target number of children receiving training 96% 164% 97% 97% Percent of target number of adults receiving training 94% 156% 95% 95% Percent of participants rating presentations satisfactory or better 90% 100% 100% 100%

Fire Prevention Education

180% 164% 160% 156%

140%

120%

98% 97% 97% 100% 95% 96% 94% 96%95% 96% 95%

80%

60%

40%

20%

0% 2000-01 2000-01 2001-02 2002-03 Projected Actual Projected Projected Percent of public education target achieved Percent of target number of children receiving training Percent of target number of adults receiving training

I-30 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Life Enrichment Agency

The Life Enrichment Agency provides comprehensive recreational, educational, cultural and human services that support the quality of life of Oakland residents and businesses. Services are designed to advance the City’s goals for economic development, crime reduction, neighborhood revitalization and celebration of arts and culture, and are delivered in a courteous, responsive and professional manner.

Department Director Office of Parks & Recreation Harry Edwards Library Services Carmen Martinez Museum Services Dennis Power Aging, Health & Human Services Andrea Youngdahl

FY 2001-03 Adopted Policy Budget J-1 LIFE ENRICHMENT AGENCY Table of Contents

Notes

J-2 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Life Enrichment Agency (1,039.33 FTE)

Administration (4.00 FTE)

Office of Parks & Library Services Museum Services Aging, Health & Recreation (253.48 FTE) (78.26 FTE) Human Services (411.93 FTE) (291.66 FTE)

FY 2001-03 Adopted Policy Budget J-3 LIFE ENRICHMENT AGENCY Table of Contents

Appropriation History: Two Year Budget 2000-2001 1998-99 1999-00 Unaudited 2001-02 2002-03 General Fund Actual Actual Actual Adopted Adopted Agency Administration $316,826 $612,428 $879,254 $873,322 $973,455 Parks & Recreation 9,400,319 10,914,824 11,505,975 13,307,579 13,120,550 Library Services 9,128,323 9,108,253 9,382,387 10,656,587 11,191,010 Museum Services 4,597,938 4,237,120 4,169,525 4,814,639 5,191,815 Aging, Health & Human Services 3,260,194 2,449,224 3,043,826 3,956,657 4,054,854 Total $26,703,382 $27,321,849 $28,980,967 $33,608,784 $34,531,684

All Funds Agency Administration $399,559 $617,490 $931,574 $873,322 $973,455 Parks & Recreation 27,905,807 26,857,108 27,879,721 29,502,223 29,305,374 Library Services 14,550,895 13,975,641 15,057,912 16,758,731 17,287,799 Museum Services 4,833,436 5,266,025 5,120,338 6,109,739 6,486,915 Aging, Health & Human Services 20,953,917 19,921,678 21,113,363 22,939,019 23,009,823 Total $68,643,614 $66,637,942 $70,102,908 $76,183,034 $77,063,366

Expenditures by Character Personnel Services $44,428,919 $42,185,082 $45,689,244 $48,878,707 $49,243,360 Operations & Maintenance 23,922,433 24,410,130 24,411,454 27,304,327 27,820,006 Capital Outlay 294,671 435,254 0 0 0 Subtotal $68,646,023 $67,030,466 $70,100,698 $76,183,034 $77,063,366

Interdepartmental Transfers ($2,409) ($392,524) $2,210 $0 $0 Total $68,643,614 $66,637,942 $70,102,908 $76,183,034 $77,063,366

Life Enrichment Agency Appropriation History

$100 (M)

$80 (M) ALL FUNDS

$60 (M)

$40 (M) GENERAL FUND

$20 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

J-4 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund 1998-99 Actual Actual Actual Adopted Adopted 1010 General Purpose General Fund $26,703,382 $27,321,849 $28,980,967 $33,608,784 $34,531,684 1100 Self Insurance Liability 0 346,232 1,070,117 358,464 358,464 1550 OPR Self Sustaining Fund 0 9,326 13,740 0 0 1700 Mandatory Refuse Program 3,322 42 0 0 0 1710 Recycling Program 0 627 0 0 0 1720 Comprehensive Clean-Up 0 446,878 561,155 554,145 554,145 1730 Henry J Kaiser Convention 1,008,991 948,631 822,033 880,020 880,020 1750 Multi- Purpose Reserve 123,688 0 23,520 166,216 166,216 1760 Telecommunication Reserve 28,628 11,019 8,726 41,066 41,066 1780 Kid's First Oakland Children's Fund 350,073 93,315 367,066 593,303 618,670 1790 Contract Administration Fee 0 1,010 0 0 0 1820 OPRCA Recreation Center Operating Funds 1,186,036 753,954 788,277 1,293,672 1,293,672 2101 National Archives 0 836 30 0 0 2102 Department of Agriculture 526,639 1,152 100 0 0 2108 Department of Housing & Urban Development 304,006 236,873 160,352 135,341 135,341 2112 Department of Justice 1,902 135 0 0 0 2114 Department of Labor 1,620,711 1,769,332 1,389,903 916,504 930,125 2116 Department of Justice 2,514 0 90 0 0 2118 National Foundation of Art & Humanities 10,878 0 0 0 0 2120 Senior Companion Program 281,209 304,427 321,504 304,927 276,503 2124 Federal Emergency Management Agency 0 4,395 1,703 0 0 2126 Department of Education 64,301 8,628 0 35,000 35,000 2128 Dept of Health & Human Services 13,845,253 12,098,880 14,109,398 14,195,216 14,098,981 2132 California Department of Aging 226,370 248,317 309,283 314,988 294,705 2134 California Parks & Recreation 1,459 0 0 0 0 2138 California Resource Board 12,799 6,469 94 10,000 10,000 2140 California Department of Transportation 0 (2,626) 2,601 0 0 2148 California Library Services 143,020 166,171 15,644 112,188 112,188 2159 State of California Other 0 896,920 435,097 1,410,515 1,408,096 2160 County of Alameda Grants 122,809 134,150 552,541 156,204 156,204 2162 Metropolitan Transportation Comm 3,769 0 0 0 0 2185 Oakland Redevelopment Agency Grants 0 0 426 0 0 2190 Private Grants 131,203 307,391 (36) 0 0 2210 Measure B Fund 972,852 1,021,572 860,679 953,536 1,034,516 2240 Measure O Fund 4,386,156 3,806,720 4,435,131 5,307,876 5,307,876 2310 Landscape and Lighting District 13,798,247 13,549,558 13,283,778 13,818,871 13,809,051 2320 Fire Suppression Assessment 205,527 13,571 0 0 0 2400 Senior Citizens Bond 0 0 88 0 0 2410 Link Handipark 46,765 41,086 20,999 36,748 36,748 2992 Parks & Recreation Grants 54,707 13,468 16,808 34,903 34,903 2996 Private Grants 0 0 61,152 0 0 2999 Miscellaneous Grants 355,844 176,611 757,907 330,763 330,793 3100 Sewer Service Fund 131,593 60,305 9,032 51,192 51,192 3200 Golf Course 679,238 176,868 309,414 60,000 60,000 4100 Equipment 0 481 2,607 0 0 4400 City Facilities 22,104 948,485 493 0 0 5006 GOB Series1997C, Measure K 330,469 174,154 163,659 62,606 57,221 5010 GOB Series 1997, Measure I 180,609 82,948 39,851 23,964 23,964 5014 2000 Measure K, Series D, Capital Project Fund 0 0 0 60,540 60,540 5060 GOB Measure K, Series C, 1997 0 0 2,115 0 0 5500 Municipal Capital Improvement 38,945 78,465 2,071 0 0 5502 CHW Insurance Proceeds 66,569 0 0 0 0 5505 Municipal Improvement Capital-Public Arts 181,218 53,025 0 0 0 5999 Miscellaneous Capital Projects (189) 773 0 0 0 6002 GOB Series 1991A, Measure K 0 (1,561) 0 0 0 7520 Caring for Oaklanders in Need (COIN) 0 252 3,577 0 0 7540 Oakland Public Library Trust 126,595 139,917 75,937 126,858 126,858 7580 Lila Wallace Readers Digest Foundation 103,248 66,093 8,492 109,044 109,044 7640 Oakland Public Museum Trust 231,871 156 51,069 52,580 52,580 7660 Museum Preservation Trust 3,783 61,480 31,648 0 0 7760 Grant Clearing 0 0 447 0 0 7780 Oakland Redevelopment Agency 0 3,288 0 0 0 7999 Miscellaneous Trust 24,501 47,955 26,153 67,000 67,000 8999 Default Fund Payroll 0 7,940 5,470 0 0 Total Budget $68,643,614 $66,637,942 $70,102,908 $76,183,034 $77,063,366

Authorized Staffing (FTE) 908.27 919.50 941.48 1,039.33 1,052.39

FY 2001-03 Adopted Policy Budget J-5 LIFE ENRICHMENT AGENCY Table of Contents

Funding by Source FY 2001-03 Adopted Policy Budget $153,246,400

LLAD $27,627,922 18%

Measure O $10,615,752 6.9%

Grants $35,732,855 General Fund 23.3% $68,170,468 44.5%

Other $11,129,403

8%

Significant Budget Changes for Life Enrichment Agency

Departments in the Agency changed structurally and received financial augmentations for program enhancements. Highlighted changes include: LEA Administration • The Facilities Planning Unit transferred from the Life Enrichment Agency to the Public Works Agency. Office of Parks and Recreation • The proposed budget includes enhancements of $602,000 per year for their new automated reservation system; $650,000 per year for additional Recreation Center staffing; over $300,000 per year for Jack London Aquatics Center staffing; $73,000 per year for vector control; $80,000 per year in additional ballfield maintenance; and $100,000 per year for additional staffing at Feather River camp. Library Services • The Library Services proposed budget includes $684,000 in FY 2001-02 and $900,000 in FY 2002-03 for expanded hours and services at the Main Library and branch libraries. An additional $250,000 in FY 2001-02 and $500,000 in FY 2002-03 will support a facility feasibility study and funding for exhibits at the African American Museum and Library. Museum Services • Management of the Alice Arts Center transferred from the Crafts and Cultural Arts Department to Museum Services. Aging, Health and Human Services • The Aging, Health and Human Services and Police Services Departments will collaborate on the Safe Passages initiative to reduce and prevent youth violence through a $450,000 appropriation from the General Purpose Fund.

J-6 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Staffing History: Two Year Budget

1998-1999 1999-00 2000-01 2001-02 2002-03 Authorized Authorized Authorized Authorized Authorized

Agency Administration 3.99 6.00 6.00 4.00 4.00 Office of Parks & Recreation 370.76 342.84 371.51 411.93 413.18 Library Services 228.87 223.15 220.96 253.48 264.29 Museum Services 53.80 66.64 66.64 78.26 78.26 Aging, Health & Human Services 250.85 280.87 276.37 291.66 292.66

Total 908.27 919.50 941.48 1,039.33 1,052.39

Life Enrichment Agency Staffing History

1200 (FTE)

1000 (FTE)

800 (FTE)

600 (FTE)

400 (FTE)

200 (FTE)

0 (FTE) Au th or ize d Au th or ize d Au th or ize d Au th or ize d Au th or ize d

1998-1999 1999-00 2000-01 2001-02 2002-03

Agency Administration Office of Parks & Recreation Library Services Museum Services Aging, Health & Human Services Total

FY 2001-03 Adopted Policy Budget J-7 LIFE ENRICHMENT AGENCY Table of Contents

Appropriation vs FTE

Appropriation ($ M) FTE 100.0 1,200.00

85.0 1,000.00

70.0 800.00

55.0 600.00 40.0

400.00 25.0

10.0 200.00

(5.0) 0.00 Actual Actual Unaudited Adopted Adopted Actual1998-99 Acutal 1999-00 UnauditedActual Adopted2001-02 Adopted 2002-03 1998-99 1999-00 Actual2000-01 2001-02 2002-03 2000-01

General Fund All Funds FTE

J-8 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget J-9 LIFE ENRICHMENT AGENCY Table of Contents

Agency Administration

Services Provided:

The Agency Administration Unit provides administrative support, oversight and direction to departments within the Life Enrichment Agency and ensures adherence to policies set by the Mayor, Council and City Manager. This unit advises the Council and City management on issues related to the cultural, informational, educational and human services needs of Oakland residents; manages Agency resources to meet the goals and objectives of the Mayor and Council; facilitates collaboration and sharing resources among departments within the Agency; coordinates responses to requests for information and/or action from the Mayor, Council and City Manager; coordinates and reviews the Departments’ Council agenda reports for timely submittal, and provides staff support to the Council’s Life Enrichment/Education Partnership Committee. The Youth Policy Unit, which moved to Aging, Health and Human Services Department effective FY 2001-03, is responsible for supporting the implementation of the City’s youth policy initiatives (e.g. Oakland Fund for Children and Youth, Oakland Youth Policy, Youth Violence Prevention), coordinating City activities with other citywide youth programs, serving as a City liaison with the Oakland Unified School District, and providing leadership training for young adults, in part, through the staffing of the Youth Advisory Commission.

Major Accomplishments:

Major accomplishments during FY 1999-01 included restructuring several areas of the organization to improve operational efficiencies and customer service.

Plans for FY 2001-03:

Plans for FY 2001-03 include supporting the Life Enrichment Agency’s departments by addressing citywide priorities. Staff members focus particularly in the areas of youth development, literacy, workforce development, public and school safety, senior services, parks and recreation activities and community-oriented service delivery and problem-solving.

J-10 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Agency Administration Actual Actual Actual Adopted Adopted Personnel Services $276,459 $520,337 $811,366$ 466,309 $466,442 Operation & Maintenance 123,100 97,153 120,208 407,013 507,013 Total Budget $399,559 $617,490 $931,574$ 873,322 $973,455

Authorized Staffing (FTE) 3.99 6.00 6.00 4.00 4.00

Appropriation History: General Fund $316,826 $612,428 $879,254$ 873,322 $973,455 All Funds 399,559 617,490 931,574 873,322 973,455

Life Enrichment Agency Administration Appropriation History

1,500,000

1,200,000

ALL FUNDS

900,000

600,000

GENERALNERAL FUND FUND

300,000

0 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget J-11 LIFE ENRICHMENT AGENCY Table of Contents

Two Year Budget

1998-1999 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Agency Director, Life Enrichment 1.00 1.00 1.00 1.00 1.00 Executive Asst. to Agency Director 1.00 1.00 1.00 1.00 1.00 Administrative Services Manager II 0.00 0.00 0.00 2.00 2.00 Administrative Services Manager I 1.00 1.00 1.00 0.00 0.00 Health & Human Services Prgm Plnr 0.99 1.00 1.00 0.00 0.00 Program Analyst I 0.00 1.00 1.00 0.00 0.00 Recreation Specialist I, PT 0.00 1.00 1.00 0.00 0.00

Total 3.99 6.00 6.00 4.00 4.00

J-12 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Office of Parks & Recreation

The mission of the Office of Parks & Recreation (OPR) is to oversee and assure the operational viability and professional integrity of all activities, programs and services carried out under the OPR auspices; to provide proactive and positive direction for all personnel and to monitor the functioning and quality of service delivery of all OPR facilities and venues; and to facilitate and coordinate the operation of those OPR programs and activities that interface with those of other City and non-City agencies.

Director Harry Edwards

Division Manager

Area I Jim Ryugo Area II Noel Gallo Area III Joseph Newman

FY 2001-03 Adopted Policy Budget J-13 LIFE ENRICHMENT AGENCY Table of Contents

Notes

J-14 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Office of Parks & Recreation (411.93 FTE)

Administration (43.37 FTE)

Area I Area II Area III (133.22 FTE) (113.54 FTE) (121.80 FTE)

FY 2001-03 Goals:

1. To enhance OPR and its service delivery capacities through full automation of all appropriate department operations and services, including development of a first-class website.

2. To fully train all key staff in the use of computers and associated technology in order to assure service delivery and appropriate levels of professionalism.

3. To establish computer labs and training programs at OPR facilities for residents in order to assure maximum public access to and use of these facilities and the programs they offer.

4. To train facility and program advisory councils in the proper functions and methods of organization, operation, and fiscal accounting for these entities.

5. To reorganize citywide OPR activities and programs to bring them under more efficient, effective and responsive administrative management.

FY 2001-03 Adopted Policy Budget J-15 LIFE ENRICHMENT AGENCY Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 General Fund Actual Actual Actual Adopted Adopted Administration $2,182,628 $2,507,009 $3,295,839 $3,823,612 $3,807,821 Area I 3,995,387 3,966,895 3,673,724 4,379,661 4,224,264 Area II 3,222,304 1,953,212 2,573,342 2,881,598 2,864,751 Area III 0 2,487,708 1,963,070 2,222,708 2,223,714

Total $9,400,319 $10,914,824 $11,505,975 $13,307,579 $13,120,550

All Funds Administration $5,124,334 $4,698,259 $5,952,518 $5,739,881 $5,724,090 Area I 10,764,925 7,862,130 7,021,424 8,332,631 8,177,234 Area II 12,018,957 6,577,813 6,698,516 7,276,648 7,259,801 Area III 0 7,718,906 8,207,263 8,153,063 8,144,249

Total $27,905,807 $26,857,108 $27,879,721 $29,502,223 $29,305,374

Expenditures by Character Personnel Services $19,060,231 $17,161,160 $18,472,481 $19,820,186 $19,843,337 Operations & Maintenance 8,569,830 9,271,279 9,407,240 9,682,037 9,462,037 Capital Outlay 278,155 424,669000

Total $27,905,807 $26,857,108 $27,879,721 $29,502,223 $29,305,374

Office of Parks and Recreation Appropriation History

$35 (M)

$30 (M)

ALL FUNDS $25 (M)

$20 (M)

$15 (M) GENERAL FUND

$10 (M)

$5 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

J-16 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 Office of Parks and Recreation 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted

1010 General Purpose General Fund $9,400,319 $10,914,824 $11,505,975 $13,307,579 $13,120,550 1100 Self Insurance Liability 0 344,284 1,069,366 358,464 358,464 1550 OPRCA Self Sustaining Revolving Fund 0 9,326 13,585 0 0 1700 Mandatory Refuse Program 3,322 42 0 0 0 1710 Recycling Program 0 394 0 0 0 1720 Comprehensive Clean-up 0 446,878 535,529 554,145 554,145 1730 Henry J. Kaiser Convention Center 1,008,991 5,774 3,525 0 0 1750 Multipurpose Reserve 123,688 0 23,520 24,216 24,216 1780 Kid's First Oakland Children's Fund 267,340 87,551 194,541 0 0 1820 OPRCA Self Sustaining Revolving Fund 1,186,036 747,428 770,598 1,293,672 1,293,672 2101 National Archives & Records Administration 0 836 30 0 0 2102 Department of Agriculture 0 1,125 0 0 0 2108 Department of Housing and Urban Development 166,173 108,436 55,527 34,920 34,920 2112 Department of Justice 1,883 0 0 0 0 2118 National Foundation of the Arts 10,878 0 0 0 0 2128 Department of Health and Human Services (29) 0 0 0 0 2134 California Parks and Recreation 1,459 0 0 0 0 2140 California Department of Transportation 0 0 2,301 0 0 2160 County of Alameda Grant 0 462 0 0 0 2185 Oakland Redevelopment Agency Grants 0 0 426 0 0 2190 Private Grants 131,203 2,594 (36) 0 0 2210 Measure B Fund 0 1,382 3,297 0 0 2230 State Gas Tax 0 0 63 0 0 2240 Measure O Fund 47,686 1,450 57 0 0 2310 Landscape & Lighting Assessment District 13,798,247 13,529,180 13,257,302 13,598,371 13,588,551 2320 Fire Suppression Assessment District 205,527 13,571 0 0 0 2992 Parks & Recreation Grants 55,196 13,468 16,808 34,903 34,903 2996 Private Grants 0 0 61,152 0 0 2999 Miscellaneous Grant 0 170 58 0 0 3100 Sewer Service Fund 131,593 60,017 8,876 51,192 51,192 3200 Golf Course 679,238 176,868 309,414 60,000 60,000 4100 Equipment Rental 0 481 2,318 0 0 4400 City Facilities 22,104 89,352 493 0 0 5006 GOB Measure K Series C 1997 229,673 58,772 10,578 57,221 57,221 5010 GOB Series 1997, Measure I 121,925 58,848 8,265 0 0 5014 2000 Measure K Series D Capital Project Fund 0 0 0 60,540 60,540 5500 Municipal Capital Improvement 38,945 77,362 0 0 0 5502 CHW Insurance Proceeds 66,569 0 0 0 0 5505 Municipal Capital Improvement - Public Art 181,218 53,025 0 0 0 5999 Miscellaneous Capital Projects (189) 759 0 0 0 7200 0 84 0 0 0 7760 Grant Clearing 156 0 0 0 0 7780 Oakland Redevelopment Authority 0 3,288 0 0 0 7999 Miscellaneous Trusts 26,656 47,955 26,153 67,000 67,000 8999 Defult Fund Payroll 0 1,122 0 0 0

Total Budget $27,905,807 $26,857,108 $27,879,721 $29,502,223 $29,305,374

Authorized Staffing (FTE) 370.76 342.84 371.51 411.93 413.18

FY 2001-03 Adopted Policy Budget J-17 LIFE ENRICHMENT AGENCY Table of Contents

Funding by Source FY 2001-03 Adopted Policy Budget $58,807,597

General Fund 45%

OPRCA Self Sustaining Revolving Fund 4% Comprehensive Cleanup 2% Other Landscape & Lighting 3% Assessment District 46%

Significant Budget Changes for the Office of Parks and Recreation

The FY 2001-03 budget includes enhancements of:

• $602,000 per year for the new automated reservation system.

• $650,000 per year for additional Recreation Center staffing.

• Over $300,000 per year for Jack London Aquatics Center staffing.

• $73,000 per year for vector control.

• $80,000 per year in additional ballfield maintenance.

• $100,000 per year for additional staffing at Feather River camp.

• $500,000 In Year 1 and $250,000 in Year 2 for tree trimming to help eliminate the backlog of trees needing to be trimmed.

• $120,000 in Year 1 and $150,000 in Year 2 for the City-wide swimming program.

Vegetation management activities transferred from the Office of Parks and Recreation to Fire Services Agency.

J-18 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Staffing History: Two Year Budget

1998-1999 1999-00 2000-01 2001-02 2002-03 Authorized Authorized Authorized Authorized Authorized

Administration 55.89 39.41 40.50 43.37 43.37 Area I 149.93 112.71 113.30 133.22 134.47 Area II 164.94 84.32 109.37 113.54 113.54 Area III 0.00 106.40 108.34 121.80 121.80

Total 370.76 342.84 371.51 411.93 413.18

Office of Parks and Recreation Staffing History

450 (FTE)

400 (FTE)

350 (FTE)

300 (FTE)

250 (FTE)

200 (FTE)

150 (FTE)

100 (FTE)

50 (FTE)

0 (FTE) Authorized Authorized Authorized Authorized Authorized

1998-1999 1999-00 2000-01 2001-02 2002-03

Administration Area I Area II Area III Total

FY 2001-03 Adopted Policy Budget J-19 LIFE ENRICHMENT AGENCY Table of Contents

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Director of Parks & Recreation 1.00 1.00 1.00 1.00 1.00 Assistant to Director 0.00 0.00 1.00 1.00 1.00 Asst. Director of Parks & Recreation 0.00 1.00 1.00 0.00 0.00 Account Clerk II 1.00 2.00 3.00 4.00 4.00 Accountant II 2.00 2.00 2.00 1.00 1.00 Administrative Analyst II 2.00 0.00 0.00 0.00 0.00 Administrative Assistant I 7.00 7.00 7.00 4.00 4.00 Administrative Assistant II 3.00 3.00 3.00 3.00 3.00 Administrative Services Manager I 1.00 1.00 1.00 1.00 1.00 Administrative Services Manager II 0.00 0.00 2.00 2.00 2.00 Alice Arts Center Director 1.00 0.00 0.00 0.00 0.00 Analyst 0.00 0.00 0.00 1.00 1.00 Aquatics Director 1.00 1.00 1.00 1.00 1.00 Arboricultural Inspector 3.00 3.00 3.00 3.00 3.00 Boathouse Center Director 1.00 1.00 1.00 1.00 1.00 Camp Clerk, PT 0.21 0.21 0.21 0.21 0.21 Camp Cook, PT 0.75 0.75 0.75 0.85 0.85 Camp Counselor Junior, PT 0.73 0.73 0.73 0.73 0.73 Camp Counselor, PT 0.68 0.68 0.68 0.68 0.68 Camp Director, Assistant, PT 0.18 0.18 0.18 0.78 0.78 Camp Director, PT 0.74 0.74 0.74 1.14 1.14 Camp Food Service Manager, PT 0.21 0.21 0.21 0.26 0.26 Camp Head Cook, PT 0.21 0.21 0.21 0.21 0.21 Camp Head Counselor, PT 0.68 0.68 0.68 0.68 0.68 Camp Helper, PT 2.79 2.79 2.79 2.89 2.89 Camp Laborer, PT 0.12 0.12 0.12 0.22 0.22 Camp Manager Assistant, PT 0.21 0.21 0.21 0.21 0.21 Camp Nurse, PT 0.21 0.21 0.21 0.21 0.21 Camp Receptionist, PT 0.21 0.21 0.21 0.21 0.21 Camp Recreation Leader, PT 0.21 0.21 0.21 0.21 0.21 Camp Second Cook, PT 0.21 0.21 0.21 0.21 0.21 Camp Supervisor, PPT 0.76 0.76 0.76 0.76 0.76 Construction Inspector 3.00 2.00 2.00 0.00 0.00 Construction Inspector, Senior 1.00 1.00 1.00 0.00 0.00 Construction & Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Cultural Arts Specialist 1.00 0.00 0.00 0.65 0.65

J-20 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Cultural Arts Specialist, PT 1.50 0.00 0.00 0.00 0.00 Custodian 17.00 21.58 24.00 23.12 23.12 Custodian Services Supervisor I 0.00 2.00 2.00 2.00 2.00 Custodian Supervisor 1.00 0.00 0.00 0.00 0.00 Custodian, PPT 4.00 4.00 4.00 4.00 4.00 Custodian, PT 7.26 7.46 10.54 7.29 7.29 Database Administrator 0.00 0.00 0.00 1.00 1.00 Data Entry Operator 0.00 0.00 0.00 1.00 1.00 Data Entry Operator, Senior 0.00 0.00 0.00 1.00 1.00 Elementary Sports Coordinator 1.00 1.00 1.00 0.00 0.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 Exempt Limited Duration Personnel 0.00 0.00 0.00 3.92 3.92 Facility Security Assistant, PPT 0.00 0.00 0.00 0.97 0.97 Gardener II 34.22 32.05 33.05 28.22 28.22 Gardener Crew Leader 30.44 31.50 31.70 30.52 30.52 Golf Course Supervisor I 1.00 0.00 0.00 0.00 0.00 Greenskeeper 5.00 4.00 4.00 4.00 4.00 Heavy Equipment Mechanic 1.00 0.00 0.00 0.00 0.00 Irrigation Repair Specialist 3.00 3.12 3.12 3.12 3.12 Junior Trainee, PT 7.15 7.15 7.15 7.15 7.15 Lifeguard, PT 9.43 8.62 8.82 0.00 0.00 Management Assistant 2.00 1.00 1.00 1.00 1.00 Management Intern, PT 1.00 0.85 0.85 0.00 0.00 Manager, Cultural Arts 1.00 0.00 0.00 0.00 0.00 Naturalist, Supervising 1.00 1.00 1.00 1.00 1.00 Office Assistant I 0.00 1.00 1.00 1.00 1.00 Office Assistant I, PPT 0.54 1.29 1.29 0.54 0.54 Office Assistant I, PT 2.24 0.00 0.00 0.00 0.00 Office Assistant II 2.00 3.00 3.00 2.00 2.00 Park Attendant, PPT 0.71 0.71 0.75 6.71 6.71 Park Attendant, PT 11.61 9.09 9.09 3.09 3.09 Park Equipment Operator 7.00 7.22 7.22 7.22 7.22 Park Services Manager 1.00 0.00 0.00 0.00 0.00 Park Supervisor I 6.00 6.00 6.00 7.00 7.00 Park Supervisor II 3.00 0.00 0.00 0.00 0.00 Parkland Maintenance Worker 2.00 2.00 2.00 2.00 2.00 Parkland Resources Supervisor 1.00 1.00 1.00 1.00 1.00 Parks Planner, Senior 1.00 0.00 0.00 0.00 0.00 Parks & Recreation Zone Manager 0.00 3.00 3.00 3.00 3.00 Payroll Personnel Clerk II 0.00 0.00 0.00 1.00 1.00 Payroll Personnel Clerk III 2.00 2.00 2.00 2.00 2.00 Pool Manager, PT 4.25 4.30 4.38 5.30 5.30 Program Analyst II 0.00 2.00 3.00 4.00 4.00 Program Analyst III 0.00 0.00 0.00 1.00 1.00 Public Arts Coordinator 1.00 0.00 0.00 0.00 0.00

FY 2001-03 Adopted Policy Budget J-21 LIFE ENRICHMENT AGENCY Table of Contents

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Public Service Employee 14 6.00 1.00 1.00 0.00 0.00 Public Service Employee 14, PPT 1.00 0.00 0.00 0.00 0.00 Public Service Employee 51 4.00 0.00 0.00 0.00 0.00 Public Service Employee 51, PT 0.00 0.00 0.00 0.00 0.00 Public Service Employee 51, PPT 1.00 1.00 1.00 0.00 0.00 Public Service Employee 51 (Conf.) 1.67 1.67 1.67 0.00 0.00 Public Service Representative 0.00 0.00 2.00 4.00 4.00 Public Service Representative, Senior 0.00 0.00 0.00 1.00 1.00 Receptionist, PPT 0.75 0.75 0.75 0.75 0.75 Recreation Aide, PT 3.65 3.33 3.65 3.80 3.80 Recreation Attendant I, PT 1.77 0.77 0.77 0.77 0.77 Recreation Attendant II, PT 0.68 0.68 0.68 0.68 0.68 Recreation Center Director 21.00 20.53 20.70 24.00 24.00 Recreation General Supervisor 2.00 0.00 0.00 0.00 0.00 Recreation Leader I, PT 31.89 30.58 30.64 40.92 40.92 Recreation Leader II, PPT 1.49 7.82 7.82 11.47 11.47 Recreation Leader II, PT 12.47 17.29 12.70 19.16 19.16 Recreation Program Director 6.00 5.00 7.00 24.01 24.01 Recreation Services Manager 1.00 0.00 0.00 0.00 0.00 Recreation Specialist I, PPT 1.60 1.00 2.60 0.00 0.00 Recreation Specialist I, PT 8.83 6.02 8.14 14.94 14.94 Recreation Specialist II, PPT 7.93 6.13 6.13 12.09 13.34 Recreation Specialist II, PT 7.71 1.74 1.83 2.04 2.04 Recreation Supervisor 5.00 3.00 5.00 4.00 4.00 Refuge Naturalist 1.00 1.00 1.00 1.00 1.00 Special Projects Coordinator 1.00 0.00 0.00 1.00 1.00 Student Trainee, PT 0.22 0.22 0.22 0.00 0.00 Support Services Supervisor 0.00 0.00 1.00 1.00 1.00 Temp Recreation Aide, PT 0.00 0.00 1.00 1.15 1.15 Temp Recreation Leader I, PT 0.00 0.00 0.00 0.95 0.95 Temp Recreation Specialist, PT 0.46 0.46 0.46 0.46 0.46 Temp Recreation Specialist, Senior PT 0.45 0.00 0.00 0.00 0.00 Tree High Climber 2.00 2.00 2.00 2.00 2.00 Tree Supervisor I 4.00 4.00 4.00 4.00 4.00 Tree Supervisor II 1.00 1.00 1.00 1.00 1.00 Tree Trimmer 11.00 11.00 11.00 11.00 11.00 Tree Worker/Driver 6.00 6.00 6.00 6.00 6.00 Water Safety Instructor, PT 1.73 1.80 10.68 12.46 12.46 Youth Employment Specialist 0.00 1.00 1.00 1.00 1.00 Youth Sports Program Coordinator 0.00 0.00 0.00 1.00 1.00 Zoo Keeper 2.00 2.00 2.00 2.00 2.00

Total 370.76 342.84 371.51 411.93 413.18

J-22 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation vs FTE

Appropriation ($ M) FTE 40.0 450

35.0 375 30.0 300 25.0

20.0 225

15.0 150 10.0 75 5.0

- 0 ActualActual Actual Actual UnauditedUnaudited AdoptedAdopted Adopted Adopted 1998-991998-99 1999-00 1999-00 Actual Actual 2001-02 2001-02 2002-03 2002-03 2000-012000-01

General Fund All Funds FTE

FY 2001-03 Adopted Policy Budget J-23 LIFE ENRICHMENT AGENCY Table of Contents

Office of Parks & Recreation – Administration

Services Provided:

The Administration Services Division of the Office of Parks and Recreation (OPR) oversees and assures the operational viability and professional integrity of all activities, programs and services carried out under the OPR auspices. The Division provides proactive and positive direction for all personnel and monitors the functions and quality of service delivery of all OPR facilities and venues. This Division also facilitates and coordinates the operation of those OPR programs and activities that interface with other City and non-City agencies.

Major Accomplishments:

Major accomplishments during FY 1999-01 included:

Finance and Budget: The department has reviewed and audited the fiscal status of OPR programs, activities, facilities and venues with the subsequent reorganization of all financial operations consistent with the ultimate goal of a fully automated fiscal system. Significant aspects of this restructuring has been the standardization of accounting processes, the oversight and auditing of all funds received or disbursed, and the monitoring of facilities and venue use scheduling as these occur at the local level. The Finance Manager has also reviewed all real estate contracts, service agreements, and understandings established between OPR and other agencies or private individuals. These reviews have resulted in changes involving some of these arrangements, changes carried out in consultation with or upon the advice of the City Attorney’s Office and the City Manger’s Office.

Marketing and Promotions: OPR’s website team created and activated a new OPR website displaying all services, programs, facilities, venues, geographic service zones, and the various public transportation options available for accessing these services and sites. A partnership has been established with the Web-TV Division of the Microsoft Corporation of Mountain View, California. To date, this partnership has generated donations of 31 Web-TV systems and printers, lifetime warranties covering maintenance and repair services of these systems, and staff training in the use of these systems and any associated future technology upgrades. The second phase of automation will entail the installation of computer systems at 22 OPR recreation centers and three program sites, and staff training in the use of these systems. To this end, 50 state-of- the-technology computers (two at each center and program site) have been installed. The third phase of automation will be the installation of a software system and associated hardware that will allow for coordinated administration procedures between local sites and the central office. Aside from a central role in the automation process, Marketing and Promotions has thus far either secured or is in the process of finalizing donations in excess of $10 million.

Operations: OPR has restructured the department in terms of staffing, administration, and programming; instituted oversight and line of authority adjustments that assure greater discipline and accountability in service delivery; and, proposed the continuation, expansion, or elimination of programming, staffing, or services as suggested by program quality and service need reviews. Among the most notable accomplishments has been the complete charting of all staff positions, facilities, and associated programming in order to determine the configuration and scope of services currently produced by the department and the costs associated with these services.

Plans for FY 2001-03:

Plans for FY 2001-03 include: automation of all appropriate processes and operations; extending staffing and upgrading staff skills and abilities to accommodate the challenges and demands of service delivery in the new digital OPR, and increasing the number and quality of programs, activities, and services available to Oakland citizens.

J-24 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Administration Actual Actual Actual Adopted Adopted Personnel Services $2,908,030 $1,685,723 $1,940,177 $2,319,387 $2,303,596 Operation & Maintenance 2,216,304 2,755,437 4,012,341 3,420,494 3,420,494 Capital Outlay 0 257,099000

Total Budget $5,124,334 $4,698,259 $5,952,518 $5,739,881 $5,724,090

Authorized Staffing (FTE) 55.89 39.41 35.37 43.37 43.37

Appropriation History: General Fund $2,182,628 $2,507,009 $3,295,839 $3,823,612 $3,807,821 All Funds 5,124,334 4,698,259 5,952,518 5,739,881 5,724,090

Activities: Director of Parks and Recreation $3,707,042 $3,691,251 Budget and Finance 1,983,195 1,983,195 Projects and Planning 49,644 49,644

Total $5,739,881 $5,724,090

OPR Administration Appropriation History

$7 (M)

$6 (M)

ALL FUNDS

$5 (M)

$4 (M)

$3 (M) GENERAL FUND

$2 (M)

$1 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget J-25 LIFE ENRICHMENT AGENCY Table of Contents

Office of Parks & Recreation – Area I

Services Provided:

Area I includes West Oakland, Central-Downtown and North Oakland. The recreation centers serving Area I include: Bushrod, Defremery, Golden Gate, Lincoln, Montclair, Mosswood, and Poplar. The Sports and Aquatics Unit oversees five municipal swimming pools including Defrmery, Fremont, Lions, Live Oak and Temescal and all related programs, such as: Learn-to-Swim, Lap Swim and Public Swim. Elementary and Middle school sports programs including flag football, basketball and softball are provided at OUSD and City sites. Sailing, boating and windsurfing programs are provided on Lake Merritt at the Sailboat House. The Oakland Midnight Basketball program provides young adults with a safe and supporting environment to play basketball and to obtain community services. Park and open space maintenance is provided throughout Area I with a special emphasis on litter abatement on City property. Community gardens provide residents with the opportunity to grow their own vegetables and flowers on City property.

Major Accomplishments:

Major accomplishments during FY 1999-01 included expanding recreation center operating hours to include early evenings and weekend services; expanded hours were provided at the newly constructed Poplar and Bushrod recreation centers; collaboration with the Trust for Public Land resulted in a new tot-lot at Lincoln Recreation Center; CalTrans reconstructed the Grove-Shafter Parks and completed the South Prescott Park; new plants were installed at the Main Branch Library; Hardy Dog Park was repaved and the Rockridge Greenbelt Design process was completed; the new Jack London Aquatics Center was completed at Estuary Park along with the EBMUD dechlorination plant; and the Army Base’s ballfields were utilized by the North Oakland Little League in collaboration with the OPR.

Plans for FY 2001-03:

Plans for FY 2001-03 include creating new children’s play areas for West Oakland in collaboration with the Trust for Public Land in Bertha Park and Willow Park; CalTrans’ Mandela Parkway project will be started in collaboration with OPR and completed by 2002; the Oakland Army Base will continue to be used by North Oakland Little League in collaboration with the OPR until the fields are no longer available for use; recreation centers will operate with new technology such as WebTV, DSL internet access and other enhancements that will provide new opportunities for Oakland youth; and park maintenance staff will continue to provide “clean and green” parks for Oakland residents to enjoy. OPR also received resources to address the backlog of trees needing trimmed throughout the City and expand the City’s swimming program.

J-26 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Area I Actual Actual Actual Adopted Adopted Personnel Services $7,698,829 $5,807,166 $5,390,326 $5,701,943 $5,766,546 Operation & Maintenance 2,787,941 1,999,964 1,631,098 2,630,688 2,410,688 Capital Outlay 278,155 55,000 0 0 0

Total Budget $10,764,925 $7,862,130 $7,021,424 $8,332,631 $8,177,234

Authorized Staffing (FTE) 149.93 112.71 113.30 133.22 134.47

Appropriation History: General Fund $3,995,387 $3,966,895 $3,673,724 $4,379,661 $4,224,264 All Funds 10,764,925 7,862,130 7,021,424 8,332,631 8,177,234

Activities: Area One Administration $234,773 $237,031 Area One Operations 4,832,807 4,582,807 City-Wide Sports Administration 3,265,051 3,357,396

Total $8,332,631 $8,177,234

Area I Appropriation History

$12 (M)

$10 (M)

ALL FUNDS $8 (M)

$6 (M)

$4 (M) GENERAL FUND

$2 (M)

$0 (M) 1998-99 1999-00 Actual 2000-01 2001-02 2002-03 Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget J-27 LIFE ENRICHMENT AGENCY Table of Contents

Office of Parks & Recreation – Area II

Services Provided:

Area II incorporates portions of Council Districts 2, 3, 4 and 5. The area extends from Harrison Street to High Street and from the Oakland Hills to the Estuary. Area II is responsible for the maintenance and landscaping of 35 parks, 39 medians and islands, 4 city parking lots, 9 community centers and the Rotary Nature Center. Some of the most notable sites are Lake Merritt, Lakeside Park, San Antonio Park, The Morcom Rose Garden, Peralta Hacienda Park, Dimond Park, The Lake Merritt Wildlife Refuge/Rotary Nature Center and Oakland’s Feather River Camp. Neighborhood Recreation include Allendale, Josie de La Cruz, Manzanita, F.M. Smith, Franklin, and Redwood Heights. Studio One provides cultural arts programs year-round. Through the Rotary Nature Center, children are provided with outdoor education experiences at the Touch the Earth, Young Naturalist, and Adventure Camps and the Wilderness Skills Workshops. Feather River Camp provides several one-week out-of-town camp experiences to Oakland children of various age groups. Feather River also provides specialized camps including Senior Camp, Arts Camp, Music Camp, and Computer Camp.

Major Accomplishments:

Major accomplishments during FY 1999-01 included undertaking extensive maintenance and landscaping to beautify, clean and make safe Area II sites; removed shrubbery, overgrown vegetation, weeds and litter; new plants were installed around Lake Merritt, Kaiser Convention Center, parks and medians; irrigation lines were improved, new enclosed dumpsters were installed and new fencing was provided to our ball fields; tot lots were constructed at Dimond, Foothill Meadows Extension, Josie de la Cruz and Nicol Park; the Sailboat House parking lot area was resurfaced and the piers at 1520 Lakeside were re-done; many successful events were held, such as the National Regatta held at Lake Merritt, the Community Clean-up at Lakeside Park with the noted anthropologist Jane Goodall, the Mother of the Year Ceremony at the Rose Garden; and Dia de los Muertos Festival on Fruitvale; greater communication, participation and responsiveness have occurred with community residents and business merchants.

Plans for FY 2001-03:

Plans for FY 2001-03 include continuing to improve the delivery of service to Oakland residents and providing a clean, safe and learning environment at our parks and recreation centers. Other initiatives include: reconstructing pathways, repairing irrigation lines, and planting new plants around Lake Merritt. Constructing a new recreation center at Josie de la Cruz and Peralta Hacienda Park are also planned. Staff will repair restrooms and bleachers at Curt Flood Field and will install new benches and garbage containers at Dimond and San Antonio Parks. The Spanish Speaking Unity Council will be assisted with the development of Union Basin Park and Peralta Hacienda Park. The Native American community will be involved in the raising of the hand-carved totem pole created for the Rotary Nature Center. Nature-related programs for elementary and middle school youth at the Rotary Nature Center will be increased.

J-28 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Area II Actual Actual Actual Adopted Adopted Personnel Services $8,453,372 $3,752,796 $4,955,212 $4,942,154 $4,925,307 Operation & Maintenance 3,565,585 2,825,017 1,743,304 2,334,494 2,334,494

Total Budget $12,018,957 $6,577,813 $6,698,516 $7,276,648 $7,259,801

Authorized Staffing (FTE) 164.94 84.32 109.37 113.53 113.54

Appropriation History: General Fund $3,222,304 $1,953,212 $2,573,342 $2,881,598 $2,864,751 All Funds 12,018,957 6,577,813 6,698,516 7,276,648 7,259,801

Activities: Area Two Administration $2,152,892 $2,154,995 Area Two Operations 4,496,120 4,476,869 Cultural Facilities 310,086 310,387 City-Wide Programs 317,550 317,550

Total $7,276,648 $7,259,801

Area II Appropriation History

$14 (M)

$12 (M)

$10 (M)

ALL FUNDS $8 (M)

$6 (M)

$4 (M) GENERALAL FUND FUND

$2 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Acutal Adopted Adopted

FY 2001-03 Adopted Policy Budget J-29 LIFE ENRICHMENT AGENCY Table of Contents

Office of Parks & Recreation – Area III

Services Provided:

Area III incorporates portions of City Council District 5 and all of Council Districts 6 and 7. Area III is responsible for maintaining 25 park facilities, 40 acres of street medians, 8 recreation centers and 1,247 acres of open space properties. Additional areas of responsibility include citywide ball field maintenance and renovation, mowing, irrigation systems maintenance, parks special projects and the integrated pest management program. Custodial services are provided to all OPR facilities, libraries, senior centers and Head Start centers.

Major Accomplishments:

Major accomplishments during FY 1999-01 included collaborating with the Golden State Warriors to install new landscaping, renovating the basketball courts and purchasing new computers for the Center; constructing a new astro-turf soccer practice field at Fremont High School; completing a renovation of the Skyline Baseball Field; constructing two full-size soccer fields at the Otis Spunkmeyer Field; collaborating with Council District 6 and the Babe Ruth League to make numerous improvements at Greenman Field; completing the Bancroft Avenue medians landscaping project; completing new landscaping on other medians; constructing new security fencing and related fencing improvements at over 20 ball fields citywide, including fencing with slats for all dumpsters at all facilities maintained by OPR; completing 8 new playground tot lots in Area III; removing over 300 acres of vegetation and maintaining 10 miles of trails on open space properties; and covering custodial duties for over 600,000 square feet in City buildings.

Plans for FY 2001-03:

Plans for FY 2001-03 include completing the following projects: construction of a new Colombian Gardens Community Center; complete renovation of the North Oakland Sports Center complex; new landscaping on Hegenberger and 73rd Avenue medians; continuing renovation and improvements to all City ball fields, including completion of the Greenman Field Master Plan; updating technology at all community centers, including new computers and staff training and development of programs; improving the cleanliness of all OPR facilities; and providing clean, secure and well-maintained parks.

J-30 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Area III Actual Actual Actual Adopted Adopted Personnel Services $5,915,476 $6,186,766 $6,856,702 $6,847,888 Operation & Maintenance 1,690,861 2,020,497 1,296,361 1,296,361 Capital Outlay 112,569 0 0 0

Total Budget $7,718,906 $8,207,263 $8,153,063 $8,144,249

Authorized Staffing (FTE) 106.40 108.34 121.80 121.80

Appropriation History: General Fund $2,487,708 $1,963,070 $2,222,708 $2,223,714 All Funds 7,718,906 8,207,263 8,153,063 8,144,249

Activities: Area Three Administration $930,190 $931,196 Area Three Recreation Centers 6,680,948 6,671,128 Area Three Projects 541,925 541,925

Total $8,153,063 $8,144,249

Area III Appropriation History

$9 (M)

$8 (M) ALL FUNDS

$7 (M)

$6 (M)

$5 (M)

$4 (M)

$3 (M)

$2 (M)

GENERAL FUND $1 (M)

$0 (M) 1999-00 2000-01 2001-02 2002-03 Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget J-31 LIFE ENRICHMENT AGENCY Table of Contents

Selected Performance Measures:

Activity: Recreation Programs Division: Parks and Recreation

Objective: To provide registered participants in after-school programs for youth (ages 5-13) that are engaging, safe, educational at all community recreation centers during the school year (September-June).

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of participants rating programs satisfactory or better 90% 77% 90% 90% Percent of youth (5-13) in service area participating in recreational programs 25% 15% 25% 25% Percent of events held at recreation centers that are co-sponsored 35% 58% 35% 35%

Activity: Park and Landscape Services Division: Parks and Recreation

Objective: To maintain and enhance the cleanliness, health and appearance of parks and public grounds.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of parks passing monthly inspection 70% 70% 70% 70% Percent of users rating general park conditions acceptable or better 90% 45% 90% 90% Percent of medians maintained as satisfactory or better level based on inspection 70% 70% 70% 70% Percent of trees requiring trimming (per request, where need exists) that were trimmed 80% 96% 80% 80% Percent of trees replaced within three months of plan 90% 87% 90% 90%

Activity: Recreation Facilities Division: Parks and Recreation

Objective: To maximize use of parks and facilities by the citizens of Oakland and to ensure customer satisfaction.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of site inspections resulting in satisfactory or better rating 90% 93% 90% 90% Percent of facility complaints responded to within 72 hours 95% 95% 95% 95% Percent of facility permits issued resulting in actual held events 95% 85% 95% 95%

J-32 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Recreation Programs

100% 90% 90% 90% 90% 80% 77% 70% 60% 50% 40% 30% 25% 25% 25% 20% 15% 10% 0% 2000-01 Projected 2000-01 2001-02 2002-03 Actual Projected Projected

Percent of participants rating programs satisfactory or better

Percent of youth (5-13) in service area participating in recreational programs

Parks and Landscape Services

120%

100% 96% 90% 90% 90% 80% 80% 80% 80% 70%70% 70%70% 70%70% 70% 70%

60% 45% 40%

20%

0% 2000-01 Projected 2000-01 2001-02 2002-03 Actual Projected Projected

Percent of parks passing monthly inspection Percent of users rating general park conditions acceptable or better Percent of medians maintained as satisfactory or better level based on inspection Percent of trees requiring trimming (per request, where need exists) that were trimmed

FY 2001-03 Adopted Policy Budget J-33 LIFE ENRICHMENT AGENCY Table of Contents

Recreation Facilities

96% 95% 95% 95% 95% 95%

94%

93%

92%

91%

90%

89%

88%

87% 2000-01 Projected 2000-01 2001-02 2002-03 Actual Projected Projected

Percent of site inspections resulting in satisfactory or better rating Percent of facility complaints responded to within 72 hours

J-34 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Library Services

The Oakland Public Library informs, inspires and delights our diverse community as a resource for information, knowledge, and artistic and literary expression, providing the best in traditional services, new technologies and innovative programs.

Director Carmen Martinez

Division Manager

Financial & Administrative Services Gene Tom Main Library Services Gerry Garzon Branch Library Services Julie Odofin African-American Museum & Library Mae Bolton

FY 2001-03 Adopted Policy Budget J-35 LIFE ENRICHMENT AGENCY Table of Contents

Notes

J-36 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Library Services (253.48 FTE)

Office of the Director (2.00 FTE)

Library Administrative Main Library Branch Library African-American Services Services Services Museum & Library (18.31 FTE) (103.61 FTE) (118.83 FTE) (10.73 FTE)

FY 2001-03 Goals:

1. To provide citizens with consistent and enhanced public hours and services, by expanding hours of service at the Main Library and five targeted branches and by providing standardized schedules of public service at remaining locations.

2. To 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.

3. To increase the public’s ability to access the Library’s services and collections by upgrading the Library’s network of public access technologies.

4. To 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.

5. To 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.

6. To provide Oakland residents access to archival materials and collections of the African American cultural and historical experience in Northern California by opening and operating the African American Museum and Library at Oakland (AAMLO).

FY 2001-03 Adopted Policy Budget J-37 LIFE ENRICHMENT AGENCY Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 General Fund Actual Actual Actual Adopted Adopted Administration $2,397,343 $1,944,859 $1,741,171 $2,554,744 $2,305,310 Main Library Services 3,546,390 3,798,055 3,469,904 3,417,696 3,419,882 Branch Services 3,184,407 3,330,735 4,023,680 4,132,746 4,320,683 African-American Museum & Library 183 34,604 147,632 551,401 1,145,135

Total $9,128,323 $9,108,253 $9,382,387 $10,656,587 $11,191,010

All Funds Administration $3,235,360 $2,862,062 $3,390,428 $3,028,015 $2,773,226 Main Library Services 5,146,076 5,452,669 5,088,277 5,696,501 5,693,687 Branch Services 5,798,836 5,407,249 6,250,422 7,075,419 7,268,356 African-American Museum & Library 370,623 253,661 328,785 958,796 1,552,530

Total $14,550,895 $13,975,641 $15,057,912 $16,758,731 $17,287,799

Expenditures by Character Personnel Services $11,001,623 $10,534,958 $11,592,238 $12,608,122 $12,887,160 Operations & Maintenance 3,544,514 3,434,023 3,465,674 4,150,609 4,400,639 Capital Outlay 4,758 6,661 0 0 0

Total $14,550,895 $13,975,641 $15,057,912 $16,758,731 $17,287,799

Library Services Appropriation History

$20 (M)

$18 (M)

ALL FUNDS $16 (M)

$14 (M)

$12 (M)

$10 (M)

$8 (M) GENERAL FUND $6 (M)

$4 (M)

$2 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

J-38 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 Library Services 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted

1010 General Purpose General Fund $9,128,323 $9,108,253 $9,382,387 $10,656,587 $11,191,010 1100 Self Insurance Liability 0 1,947 751 0 0 1710 Recycling Program 0 233 0 0 0 1760 Telecommunications Reserve 28,628 11,019 8,726 41,066 41,066 1780 Kid's First Oakland Children's Fund 0 3,438 128,065 0 0 2108 Department of Housing and Urban Development 41,463 54,279 34,414 0 0 2114 Department of Labor 0 0 (1,854) 0 0 2126 Department of Education 64,301 8,628 0 35,000 35,000 2128 Department of Health and Human Services 48,687 21,666 22,185 0 0 2138 California Department of Education 12,799 6,469 94 10,000 10,000 2148 California Library Services 143,020 166,528 15,644 112,188 112,188 2190 Private Grants 0 253,700 0 0 0 2210 Measure B Fund 0 0 159 0 0 2240 Measure O Fund 4,338,507 3,805,699 4,433,781 5,307,876 5,307,876 2310 Landscape & Lighting Assessment District 0 1,224 93 0 0 2400 Senior Citizens Bonds 0 0 88 0 0 2993 Library Grants 0 45 0 0 0 2999 Miscellaneous Grants 355,844 175,262 758,626 330,763 330,793 3100 Sewer Service Fund 0 0 156 0 0 4400 City Facilities 0 5,491 0 0 0 5006 GOB Measure K Series C 1997 100,796 115,382 152,951 5,385 0 5010 GOB Series 1997, Measure I 58,684 24,099 31,586 23,964 23,964 5060 GOB Measure K, Series C 1997 0 0 2,115 0 0 5500 Municipal Improvement Capital 0 1,103 (2,071) 0 0 6002 GOB Series 1991A, Measure K 0 (1,561) 0 0 0 7520 Caring for Oaklanders in Need (COIN) 0 84 3,577 0 0 7530 Mayor's International Committee 0 84 0 0 0 7540 Oakland Public Library Trust 126,595 139,917 75,937 126,858 126,858 7580 Lila Wallace Readers Digest Foundation 103,248 66,093 8,492 109,044 109,044 8999 Default Fund Payroll 0 6,559 2,008 0 0

Total Budget $14,550,895 $13,975,641 $15,057,912 $16,758,731 $17,287,799

Authorized Staffing (FTE) 228.87 223.15 220.96 253.48 264.29

FY 2001-03 Adopted Policy Budget J-39 LIFE ENRICHMENT AGENCY Table of Contents

Funding by Source FY 2001-03 Adopted Policy Budget $34,076,530

Measure O Fund 31.2%

Grants 4.3%

Other 0.4% General Fund 64.2%

Significant Budget Changes for Library Services

• The Library Services FY 2001-03 budget includes $684,000 in FY 2001-02 and $900,000 in FY 2002-03 for expanded hours and services at the Main Library and branch libraries.

• An additional $250,000 in FY 2001-02 will support a facility feasibility study.

• $500,000 in FY 2002-03 will fund exhibits at the African American Museum and Library.

• A new Bookmobile will be purchased for outreach services through the Capital Improvement Program budget.

• The Facilities Planning Unit transferred from Library Services to the Public Works Agency.

J-40 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Staffing History: Two Year Budget

1998-1999 1999-00 2000-01 2001-02 2002-03 Authorized Authorized Authorized Authorized Authorized

Administration 24.30 18.43 16.24 20.31 20.90 Main Library Services 99.52 99.36 99.36 103.61 107.21 Branch Services 100.57 100.88 100.88 118.83 124.45 African-American Museum & Library 4.48 4.48 4.48 10.73 11.73

Total 228.87 223.15 220.96 253.48 264.29

Library Services Staffing History

300 (FTE)

250 (FTE)

200 (FTE)

150 (FTE)

100 (FTE)

50 (FTE)

0 (FTE) Authorized Authorized Authorized Authorized Authorized

1998-1999 1999-00 2000-01 2001-02 2002-03

Administration Main Library Services Branch Services African-American Museum & Library Total

FY 2001-03 Adopted Policy Budget J-41 LIFE ENRICHMENT AGENCY Table of Contents

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Director of Library Services 1.00 1.00 1.00 1.00 1.00 Account Clerk II 2.00 2.00 2.00 1.00 1.00 Account Clerk III 0.00 0.00 0.00 1.00 1.00 Accountant III 1.00 1.00 1.00 1.00 1.00 Administrative Assistant I 1.00 1.00 1.00 0.00 0.00 Administrative Services Manager I 0.00 1.00 1.00 0.00 0.00 Administrative Services Manager II 1.00 1.00 0.00 1.00 1.00 African-Amer. Museum Curator Specialist PPT 1.00 0.00 0.00 1.00 1.00 African-American Museum Curator, PPT 1.00 1.00 1.00 0.00 0.00 African-American Museum Curator, SR 0.00 1.00 1.00 1.00 1.00 Book Repair Technician 1.00 1.00 1.00 1.00 1.00 Custodian 6.00 0.00 0.00 1.00 1.00 Custodian, Supervisor 1.00 0.00 0.00 0.00 0.00 Custodian, PT 4.00 0.00 0.00 0.00 0.00 Deputy Director 0.00 0.00 0.00 2.00 2.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 Librarian I 12.00 12.00 12.00 12.00 12.00 Librarian I, PPT 0.60 0.60 0.60 6.26 6.86 Librarian I, PT 6.34 5.86 5.86 4.00 4.60 Librarian II 34.00 35.00 35.00 37.00 37.00 Librarian II, PPT 2.60 1.80 1.80 1.80 1.80 Librarian II, PT 1.73 1.73 1.73 0.85 0.85 Librarian II, Teen 3.00 3.00 3.00 4.00 4.00 Librarian, Adminstrative 3.00 3.00 3.00 1.00 1.00 Librarian, Senior 15.00 15.00 15.00 16.00 16.00 Librarian, Supervising PPT 0.80 0.80 0.80 0.80 0.80 Librarian, Supervising 6.00 5.00 5.00 5.00 5.00 Library Aide 7.00 7.00 7.00 8.00 8.00 Library Aide, PPT 2.12 2.20 2.20 12.68 12.68 Library Aide, PT 42.49 44.86 45.46 42.12 45.59 Library Assistant 24.00 23.50 23.50 29.10 30.10 Library Assistant, PPT 6.37 6.66 6.87 9.47 10.67

J-42 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Library Assistant, PT 9.87 9.87 9.87 7.71 10.06 Library Assistant, Senior 6.00 6.00 6.00 8.00 8.00 Library Program Manager 1.00 1.00 1.00 1.00 1.00 Literacy Assistant 1.00 1.00 1.00 1.00 1.00 Literacy Assistant, PPT 1.41 1.41 1.41 0.03 0.03 Literacy Assistant, PT 0.96 2.23 2.23 2.71 2.71 Literacy Assistant, Senior 1.00 1.00 1.00 2.00 2.00 Literacy Assistant, Senior PT 0.31 0.00 0.00 0.00 0.00 Management Assistant 1.00 1.00 0.00 2.00 3.00 Management Assistant, PT 0.31 0.71 0.71 1.53 1.53 Management Assistant, PPT 0.77 0.77 0.77 0.93 0.93 Management Intern 0.00 0.00 0.00 1.00 1.00 Museum Guard, PT 1.77 1.77 1.77 3.97 4.56 Office Assistant I 1.00 1.00 1.00 1.00 1.00 Office Assistant I, PT 0.40 0.40 0.40 0.88 0.88 Office Assistant I, PPT 0.00 0.00 0.00 0.93 0.93 Office Assistant II 13.00 13.00 13.00 12.00 12.00 Office Assistant II, PT 0.48 0.48 0.48 0.48 0.48 Park Planner, Senior 0.00 2.00 1.00 0.00 0.00 Payroll Personnel Clerk II 1.00 1.00 1.00 2.00 2.00 Program Analyst III 0.00 1.00 1.00 0.00 0.00 Public Service Employee 14 0.56 0.00 0.00 0.00 0.00 Stationary Engineer, PPT 0.00 0.00 0.00 0.25 0.25 Storekeeper 1.00 1.00 1.00 1.00 1.00 Student Trainee, PT 0.48 0.00 0.00 0.48 0.48 Volunteer Program Spec I, PT 0.50 0.50 0.50 0.50 0.50

Total 231.87 226.15 223.96 253.48 264.29

FY 2001-03 Adopted Policy Budget J-43 LIFE ENRICHMENT AGENCY Table of Contents

Appropriation vs FTE

Appropriation ($ M) FTE 20.0 300

250 16.0

200 12.0

150

8.0 100

4.0 50

- 0 Actual Actual Unaudited Adopted Adopted Actual Actual Unaudited Adopted Adopted 1998-99 1999-00 Actual 2001-02 2002-03 1998-99 1999-00 Actual 2001-02 2002-03 2000-01 2000-01

General Fund All Funds FTE

J-44 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget J-45 LIFE ENRICHMENT AGENCY Table of Contents

Library Services – Administration

Services Provided:

The Library Administration Division plans, directs, and administers the operations of the Library Department. The Division prepares the Library Services Department budget, performs public relations services and maintains partnerships with public and private support groups, including the Friends of the Oakland Public Library and The Oakland Public Library Foundation. The Administration Division obtains funds from public and private sources to enhance the programs and services provided by the Library Services Department. The Division administers all Library sponsored literacy initiatives, programs for children and young adults, partnerships and joint programs with the Oakland Unified School District, and capital improvement projects. This division also coordinates volunteer services, directs and monitors accounting, personnel/ payroll, facilities management, and department-wide recruitment and staff development programs, and supervises and monitors Life Enrichment Agency project management staff.

Major Accomplishments:

Major accomplishments of FY 1999-01 included the filling of two key positions in Library Administration: the Director of Library Services and the Director of the Main Library. The Library directed the successful completion of earthquake compliance projects funded under Measure I at three branch libraries, along with steady progress toward completion of the Charles Greene Building, the new home of the African American Museum and Library of Oakland (AAMLO). The Oakland Public Library Foundation, the fund-raising arm of the OPL, raised a total of $1.1 million during this period. Additionally, the Library successfully applied for and received grants totaling over $1 million. The Partners in After-School Success (PASS) program was expanded to ten branch libraries. Other new programs and services include: a Dial-a-Story program, a summer reading program for teens, a Teen Technology program, a Youth Leadership Council, and a partnership with the Oakland Unified School District, Chabot Space and Science Center and Oakland Ready-to-Learn. The adult literacy unit expanded services in the increased public space accommodations at the larger downtown facility.

Plans for FY 2001-03:

Plans for FY 2001-03 include a management reorganization of the department that will improve control and accountability of both Administrative and Main and Branch Library personnel. Expanded public service hours at the Main Library and Branch Libraries will be implemented. Plans are in place to aggressively recruit and successfully retain culturally diverse, multilingual, and well-qualified staff members. A reorganization of public service desks at the Main Library on the first and second floors will improve customer services. Plans are also underway for a successful opening of the African American Museum and Library of Oakland, scheduled for late Summer 2001.

J-46 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Administration Division Actual Actual Actual Adopted Adopted Personnel Services$ 1,375,958 $ 1,020,163 $999,436$ 1,030,116 $ 1,025,297 Operation & Maintenance 1,859,402 1,841,899 2,390,992 1,997,899 1,747,929

Total Budget $ 3,235,360 $ 2,862,062 $ 3,390,428 $ 3,028,015 $ 2,773,226

Authorized Staffing (FTE) 24.30 18.43 16.24 20.31 20.90

Appropriation History: General Fund$ 2,397,343 $ 1,944,859 $ 1,741,171 $ 2,554,744 $ 2,305,310 All Funds 3,235,360 2,862,062 3,390,428 3,028,015 2,773,226

Activities: Director $934,844 $685,440 Departmental Operation 1,050,086 1,050,086 City-Wide Services 228,873 223,488 Materials 814,212 814,212

Total $ 3,028,015 $ 2,773,226

Library Administration Appropriation History

$4.0 (M)

ALL FUNDS $3.5 (M)

$3.0 (M)

$2.5 (M)

GENERAL FUND $2.0 (M)

$1.5 (M)

$1.0 (M)

$0.5 (M)

$0.0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget J-47 LIFE ENRICHMENT AGENCY Table of Contents

Library Services – Main Library Division

Services Provided:

The Main Library Division operates all public units of the Main Library, including reference and circulation desks, the Youth Room and the Oakland History Room. As well, the Division is responsible for the computer and technical services units and the Second Start Adult Literacy Program located off-site. The public service desks provide 48 hours of service a week on a seven-day schedule. Subject specialist reference staff respond to requests for in-depth assistance from the public in person or by phone and maintain specialized reference and circulation materials collections. The Youth Room supports children’s pre-reading, reading and research skills through storytimes, class visits, after-school homework help, and resource training for parents, teachers and volunteers. The Division’s Computer and Technical Services Unit maintains and updates the Library’s online catalog; orders, receives, catalogs and processes new materials; provides system-wide support for the Library’s automated software and Internet workstations; checks out books to the public; and delivers library materials to branch libraries throughout the City. The Second Start Adult Literacy Program provides literacy training to residents age 16 and older who are not served by other local agencies.

Major Accomplishments:

Major accomplishments during FY 1999-01 included exterior repainting of the Main Library building; the completion of ADA building upgrades that provided a new entrance ramp, improved restrooms, new automatic door and improved signage; the development of a computer training lab for the public and staff supported by grant funding; the replacement of all public computer terminals with personal computers to allow graphic access to the catalog and the Internet provided by grant funding; the implementation of web-based access to the library catalog from home or office; and the added availability of popular teen interest items (compact discs, videos, teen-specific novels and books-on-tape) in the Teen Area of the Main Library. In the Second Start Adult Literacy Program adult learners annually received almost 600 classes and approximately 14,000 hours of instruction, including 720 hours of parenting instruction and 1,500 hours of family literacy activities. The Second Start program was one of five public library-based literacy programs nationwide (of 1,000) to be chosen in 1999-2000 to participate in a 3-year study. A Second Start Literacy student became the first student in the nation to implement and manage a national Internet list-serve for adult literacy students. The funding of this Program provided 500 additional evening public service hours to the Main Library.

Plans for FY 2001-03:

Plans for FY 2001-03 include expanded service hours at the Main Library by 23%. The Main Library will open at 10 a.m. Monday-Saturday and will remain open four nights per week. In order to improve public service and improve visibility of the information and reference desks, the Main Library will consolidate the service desks on the first and second floors. There will be one centralized service desk on each floor. The Division will also expand its computer and Internet training classes for the public and for school students. The Division will continue to expand its collaborative efforts with the Oakland Unified School District. With the Second Start Adult Literacy Program in a new location, it will further promote its outreach services and refine its instructional materials to meet the needs of a changing community.

J-48 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Main Library Services Actual Actual Actual Adopted Adopted Personnel Services$ 4,711,776 $ 4,704,732 $ 4,764,196 $ 4,970,231 $ 4,972,417 Operation & Maintenance 429,542 741,276 324,081 726,270 726,270 Capital Outlay 4,758 6,661 0 0 0

Total Budget $ 5,146,076 $ 5,452,669 $ 5,088,277 $ 5,696,501 $ 5,698,687

Authorized Staffing (FTE) 99.52 99.36 99.36 103.61 107.21

Appropriation History: General Fund$ 3,546,390 $ 3,798,055 $ 3,469,904 $ 3,417,696 $ 3,419,882 All Funds 5,146,076 5,452,669 5,088,277 5,696,501 5,698,687

Activities: Administration $ 1,604,776 $ 1,606,962 Reference Services 2,356,663 2,356,663 Technical Services 1,735,062 1,735,062

Total $ 5,696,501 $ 5,698,687

Main Library Services Appropriation History

$6 (M)

ALL FUNDS

$5 (M)

$4 (M)

GENERAL FUND D $3 (M)

$2 (M)

$1 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget J-49 LIFE ENRICHMENT AGENCY Table of Contents

Library Services – Branch Services Division

Services Provided:

The Branch Division operates 15 branches and a bookmobile to serve the residents in the cities of Oakland, Emeryville and Piedmont. Operations include 951 hours of public service per week; the provision of a range of library services and outreach activities to over 1.3 million visitors of all ages per year. Specialized programs and services for children and young adults include: after-school homework assistance, year-round cultural and educational programs, technology training, a docent program, reader’s advisory program, collection development program, and the youth leadership council and related training. The provision of these and other excellent services and programs are provided by a courteous and competent staff of over 180 employees.

Major Accomplishments:

Major accomplishments during FY 1999-01 include the Branch Division successfully completing two major, Measure I building projects. The Golden Gate and Melrose Branch Libraries each were seismic retrofitted and upgraded with American Disability compliance standards. Significant facilities improvements were made at the Elmhurst and Brookfield Branches, including painting, small ADA upgrades, and carpet replacement. Specialized programs and services were offered to over 6,000 children and young adults. These programs and services included: providing academic assistance at ten Branch libraries and four Recreation Centers; leading a nine-week summer reading program and a three-week Camp Read-a-Lot program; creating a teen technology training program, which enabled teens to assist patrons using library computers. The free, tool-lending library at the Temescal branch allowed residents to make small repairs and improvements to their homes and properties. The Library secured over $1,000,000 grants that enabled the Division to achieve its goals.

Plans for FY 2001-03:

Plans for FY 2001-03 include launching an aggressive, recruitment and retention program to attract culturally diverse and well-qualified individuals to fill the numerous vacancies within the Division; providing staff with ongoing training; developing and implementing creative and relevant service programs to increase and enhance the community’s informational and cultural resources; expanding hours of operation in order to better serve the community; continuing to develop the teen services unit of operation; strengthening the partnership with the Oakland Unified School district; continuing to seek private funding to supplement the programs offered within the Division; launching a comprehensive, collections inventory improvement plan to evaluate the Branch facilities; updating and strengthening the technological infrastructure within the Divisional facilities; purchasing a new Bookmobile to continue efficient delivery of library materials to underserved populations; and continuation of the Tool Lending Library.

J-50 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Branch Services Actual Actual Actual Adopted Adopted Personnel Services$ 4,627,545 $ 4,598,117 $ 5,610,864 $ 5,928,153 $ 6,121,090 Operation & Maintenance 1,171,291 809,132 639,558 1,147,266 1,147,266

Total Budget $ 5,798,836 $ 5,407,249 $ 6,250,422 $ 7,075,419 $ 7,268,356

Authorized Staffing (FTE) 100.57 100.88 100.88 118.77 124.45

Appropriation History: General Fund$ 3,184,407 $ 3,330,735 $ 4,023,680 $ 4,132,746 $ 4,320,683 All Funds 5,798,836 5,407,249 6,250,422 7,075,419 7,268,356

Activities: Administration $518,599 $520,536 Support Services 50,963 50,963 Branch District I 3,320,866 3,310,866 Branch District II 3,184,991 3,385,991

Total $ 7,075,419 $ 7,268,356

Library Branch Services Appropriation History

$8 (M)

$7 (M)

$6 (M)

ALL FUNDS $5 (M)

$4 (M)

$3 (M) GENERAL FUND

$2 (M)

$1 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget J-51 LIFE ENRICHMENT AGENCY Table of Contents

Library Services – AAMLO Division

Services Provided:

The mission of the African American Museum and Library at Oakland (AAMLO) is to discover, preserve, interpret and share the historical and cultural experiences of African Americans in Northern California for present and future generations. AAMLO provides unique documentary resources chronicling African Americans’ experiences and their contributions in shaping both our state and national history. Its diverse and extensive collections of photographic images, archival materials, and artifacts depict family and community life; document civic, political and union activity and record significant individual achievements in the performing arts. With the opening of its new site in 2001, AAMLO will provide a full spectrum of reference and research services for students, teachers, scholars and the general public. It will also provide year-round exhibits (traveling and in-house), tours, educational programs for adults and children, and a scholarly publication. This project will substantially expand AAMLO’s ability to share its resources for the study and interpretation of the African American experience in California.

Major Accomplishments:

AAMLO’s major accomplishments in FY 1999-01 included an inventory of the collection, the hiring of new staff in order to provide expanded research services, the awarding of three California State Library grants totaling $131,000, the soft opening and the grand opening gala, the presentation of two African American History Month programs, the installation of an exhibit on African Americans in Mexican California, moving of staff and collections into the new site, the development and implementation of a fund-raiser, the groundbreaking ceremony for the new site, the co-sponsorship of a fund-raiser with the Northern California Center for African American History and Life and Pathfinder Magazine, the co-sponsorship of a business breakfast with Alameda County Supervisor, Keith Carson, the implementation of a plan to design and construct the three permanent interactive exhibits.

Plans for FY 2001-03:

Plans for FY 2001-03 include continuing to serve as the Oakland Public Library’s resource center for African American history and culture in Northern California. Program plans include the presentation of a minimum of four programs each year for youth and adults; continued fund-raising efforts in collaboration with community partners to provide exhibits and programs; the effective assignment of staff and development of collections, the design of two temporary exhibits, the implementation of a project to design and construct three permanent interactive exhibits, and the continued operation and expansion of exhibits at the African American Museum and Library at its new site.

AAMLO staff has been increased by 6.25 FTE in FY 2001-02, with an additional 1.0 FTE added in FY 2002-03 to enhance library services.

J-52 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 African-American Museum 1998-99 1999-00 Unaudited 2001-02 2002-03 & Library at Oakland Actual Actual Actual Adopted Adopted Personnel Services$ 286,343 $ 211,640 $ 217,742 $ 679,622 $773,356 Operation & Maintenance 84,280 42,021 111,043 279,174 779,174

Total Budget$ 370,623 $ 253,661 $ 328,785 $ 958,796 $1,552,530

Authorized Staffing (FTE) 4.48 4.48 4.48 10.73 11.73

Appropriation History: General Fund$ 183 $ 34,604 $ 147,632 $ 551,401 $1,145,135 All Funds 370,623 253,661 328,785 958,796 1,552,530

Activities: African-American Museum & Library$ 370,623 $ 253,661 $ 328,785 $ 958,796 $1,552,530

Total$ 370,623 $ 253,661 $ 328,785 $ 958,796 $1,552,530

** Revised May 8, 2001

African-American Museum & Library at Oakland Appropriation History

1,800,000

1,600,000

1,400,000

1,200,000

ALL FUNDS 1,000,000

800,000

600,000 GENERAL FUND 400,000

200,000

0 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget J-53 LIFE ENRICHMENT AGENCY Table of Contents

Selected Performance Measures:

Activity: Programs for Children Division: Library

Objective: To meet the informational and recreational needs of library customers ages 5-13 by providing high quality services, programs and relevant collections.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of youth (5-13) in service area that used their library card 40% 31% 40% 45% Percent change (from prior year) in number of Oakland school classes using the library 5% n/a 5% 5% Percent change (from prior year) in number of Oakland students using the library 5% n/a 5% 5%

Activity: Circulation Division: Library

Objective: To maximize circulation of library materials and to ensure quality customer service.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent change (from prior year) in number of volumes available for circulation 10% 10% 10% 10% Percent change (from prior year) in circulation of materials 4% 0.56% 5% 5% Percent of customers indicating reference inquiries were met to their satisfaction 90% 87% 90% 90% Percent of new or renewed library cards issues within 30 days 100% 100% 100% 100% Percent of new items processed and available for circulation within 45 days 100% 26% 100% 100% Percent change (from prior year) in number of visitors/users 10% 0.97% 10% 10% Percent of customers surveys rating public service hours adequate or better 83% 69% 83% 83% Percent of customers rating library services good or better 86% 91% 86% 86%

J-54 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Percent of Youth (5-13) in Service Area That Used Their Library Card

50% 45% 45% 40% 40% 40% 35% 31% 30% 25% 20% 15% 10% 5% 0% 2000-01 Projected 2000-01 2001-02 2002-03 Actual Projected Projected

Library Circulation

12%

10% 10% 10% 10% 10%

8%

6% 0.05 0.05

0.04 4%

2% 0.0056

0% 2000-01 Projected 2000-01 2001-02 2002-03 Actual Projected Projected

Percent change (from prior year) in number of volumes available for circulation Percent change (from prior year) in circulation of materials

FY 2001-03 Adopted Policy Budget J-55 LIFE ENRICHMENT AGENCY Table of Contents

Notes

J-56 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Museum Services

The Oakland Museum of California’s mission is to provide exemplary collections, exhibitions and educational services in ways that generate wider public understanding of California’s environment, history and art, and to create a broad passion and support for the museum. Museum activities will always be responsive, accessible and relevant to the public, including schoolchildren, teachers, scholars, the immediate Oakland community, and an increasingly diverse California population.

Director Dennis Power

Division Manager

Museum Services, Security & Operations Mark Medeiros Curatorial Services Phil Linhares & Tom Steller Education Barbara Henry Development Jan Berckefeldt Alice Arts Center Taura Musgrove Kaiser Convention Center Jacqui Birdsong-James

FY 2001-03 Adopted Policy Budget J-57 LIFE ENRICHMENT AGENCY Table of Contents

Notes

J-58 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Museum Services (78.26 FTE)

Administration (3.41 FTE)

Museum Services, Curatorial Services Alice Arts Education Development Kaiser Convention Security & Operations Division Center Division Division Center Division (19.10 FTE) (5.55 FTE) (5.50 FTE) (1.00 FTE) (18.30 FTE) (25.40 FTE)

FY 2001-03 Goals:

1. To increase the role and influence of educational programming and services to schools, including raising funds to build a new education center to better serve the community and educators.

2. To produce higher-visibility, temporary exhibits in order to maximize publicity and public-programming, to bring more people to Oakland and to diversify the Museum’s audience.

3. To produce an Exhibits Master Plan to revitalize the permanent exhibition galleries in art, history, and natural science in order to provide greater exposure and interpretation of Museum collections for Oakland’s diverse audience and to increase attendance.

4. To ensure the City’s collection is protected, preserved and fully utilized, to plan the Collection Center’s move to a new site, to relocate the conservation lab, to restore deteriorating outdoor sculptures and to provide access to collections via the internet.

5. To increase private fundraising, especially from the State of California, and to increase earned revenue to help ensure protection of collections and a full schedule of exhibitions and education programs for children, youth, and families.

6. To promote higher and better use of the Henry J. Kaiser Events Center and to take on management and promote increased use of the Alice Arts Center.

FY 2001-03 Adopted Policy Budget J-59 LIFE ENRICHMENT AGENCY Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 General Fund Actual Actual Actual Adopted Adopted Administration $545,028 $459,755 $407,807 $408,281 $408,496 Museum Services 2,218,935 2,049,142 2,049,861 2,056,611 2,432,329 Curatorial Services 1,289,517 1,218,085 1,246,624 1,327,149 1,328,010 Alice Arts Center 0 0 0 470,595 470,697 Education 375,444 370,120 335,022 413,256 413,478 Development/Volunteer Services 169,014 131,803 91,887 86,907 86,965 Kaiser Convention Center 0 8,215 38,323 51,840 51,840

Total $4,597,938 $4,237,120 $4,169,525 $4,814,639 $5,191,815

All Funds Administration $676,899 $465,560 $407,807 $408,281 $408,496 Museum Services 2,322,562 2,294,985 2,155,548 2,471,691 2,847,409 Curatorial Services 1,289,517 1,218,085 1,246,624 1,327,149 1,328,010 Alice Arts Center 0 0 0 470,595 470,697 Education 375,444 370,120 335,022 413,256 413,478 Development/Volunteer Services 169,014 131,803 91,887 86,907 86,965 Kaiser Convention Center 0 785,472 883,451 931,860 931,860

Total $4,833,436 $5,266,025 $5,120,338 $6,109,739 $6,486,915

Expenditures by Character Personnel Services $3,560,461 $3,905,204 $3,966,646 $4,464,785 $4,466,961 Operations & Maintenance 1,264,986 1,360,821 1,153,692 1,644,954 2,019,954 Capital Outlay 7,989 0 0 0 0

Total $4,833,436 $5,266,025 $5,120,338 $6,109,739 $6,486,915

Museum Services – Appropriation History

$7 (M)

$6 (M) ALL FUNDS

$5 (M)

$4 (M) GENERAL FUND

$3 (M)

$2 (M)

$1 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

J-60 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted

1010 General Purpose General Fund $4,597,938 $4,237,120 $4,169,525 $4,814,639 $5,191,815 1720 Comprehensive Clean-Up 0 0 25,627 0 0 1730 Henry J. Kaiser Convention Center 0 942,272 815,113 880,020 880,020 1750 Multipurpose Reserve 0 0 0 142,000 142,000 1790 Contract Administration Fee 0 1,010 0 0 0 1820 OPRCA Recreation Center Operating Funds 0 6,527 2,443 0 0 2240 Measure O Fund 0 0 1,292 0 0 2310 Lighting and Landscape Assessment District 0 16,502 19,424 220,500 220,500 3100 Sewer Service Fund 0 288 0 0 0 4100 Equipment Rental 0 0 288 0 0 7640 Oakland Public Museum Trust 231,871 156 51,069 52,580 52,580 7660 Museum Trust 3,627 61,480 31,648 0 0 7760 Grant Clearing 0 0 447 0 0 8999 Payroll Default 0 670 3,462 0 0

Total Budget $4,833,436 $5,266,025 $5,120,338 $6,109,739 $6,486,915

Authorized Staffing (FTE) 53.80 66.64 66.64 78.26 78.26

FY 2001-03 Adopted Policy Budget J-61 LIFE ENRICHMENT AGENCY Table of Contents

Funding by Source FY 2001-03 Adopted Policy Budget $12,683,388

Henry J. Kaiser Convention Center 14%

Multipurpose Reserve 2%

Other Lighting and Landscape 7% Assessment District 4% General Fund 79% Oakland Public Museum Trust 1%

Significant Budget Changes for Museum Services

• Management of the Alice Arts Center transferred from the Crafts and Cultural Arts Department to Museum Services.

• A Gardener Crew Leader and three Gardeners transferred from the Office of Parks and Recreation to Museum Services to manage all landscaping work for the Museum and Henry J. Kaiser Convention Center.

• One Accounting Technician was added to the Henry J. Kaiser Convention Center.

• Museum education staffing was added at a cost of $77,862.

J-62 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Staffing History: Two Year Budget

1998-1999 1999-00 2000-01 2001-02 2002-03 Authorized Authorized Authorized Authorized Authorized

Administration 3.34 3.34 3.34 3.41 3.41 Museum Services, Security & Operations 22.74 21.40 21.40 25.40 25.40 Curatorial Services 19.50 18.63 18.63 19.10 19.10 Education 6.22 4.47 4.47 5.50 5.50 Development 2.00 2.00 2.00 1.00 1.00 Alice Arts Center 0.00 0.00 0.00 5.55 5.55 Henry J. Kaiser Convention Center 0.00 16.80 16.80 18.30 18.30

Total 53.80 66.64 66.64 78.26 78.26

Museum Services Staffing History

80 (FTE)

70 (FTE)

60 (FTE)

50 (FTE)

40 (FTE)

30 (FTE)

20 (FTE)

10 (FTE)

0 (FTE) Authorize d Authorize d Authorize d Authorize d Authorize d

1998-1999 1999-00 2000-01 2001-02 2002-03

Administration Museum Services, Security & Operations Curatorial Services Education Development Henry J. Kaiser Convention Center Alice Arts Center Total

FY 2001-03 Adopted Policy Budget J-63 LIFE ENRICHMENT AGENCY Table of Contents

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Director of Museum Services 1.00 1.00 1.00 1.00 1.00 Accountant I 1.00 1.00 1.00 0.00 0.00 Accountant II 1.00 1.00 1.00 0.00 0.00 Accountant III 0.00 0.00 0.00 1.00 1.00 Accounting Technician 0.00 0.00 0.00 1.00 1.00 Administrative Assistant II 0.00 1.00 1.00 1.00 1.00 Administrative Analyst II 0.00 1.00 1.00 2.00 2.00 Conservator 1.00 1.00 1.00 1.00 1.00 Curator of Aquatic Biology, Assoc. 1.00 1.00 1.00 1.00 1.00 Curator of Art, Associate 1.00 1.00 1.00 1.00 1.00 Curator of Art, Associate PPT 0.50 0.00 0.00 0.00 0.00 Curator of Art, Chief 1.00 1.00 1.00 1.00 1.00 Curator of Art, Senior 1.00 1.00 1.00 1.00 1.00 Curator of Art, Senior, PPT 0.00 0.50 0.50 0.50 0.50 Curator of Education, Chief 1.00 1.00 1.00 1.00 1.00 Curator of History, Associate 0.50 1.50 1.50 2.00 2.00 Curator of History, Chief 1.00 1.00 1.00 1.00 1.00 Curator of History, Senior 1.00 0.00 0.00 0.00 0.00 Curator of Natural Science, Chief 1.00 1.00 1.00 1.00 1.00 Custodian 1.00 3.00 3.00 3.00 3.00 Custodian, PT 1.00 6.50 6.50 6.00 6.00 Custodian, PPT 0.00 0.00 0.00 1.50 1.50 Facility Manager 0.00 0.00 0.00 2.00 2.00 Facility Security Supervisor 0.00 1.00 1.00 0.00 0.00 Gardener II 0.00 0.00 0.00 3.00 3.00 Gardener Crew Leader 0.00 0.00 0.00 1.00 1.00 Graphic Design Coordinator 1.00 1.00 1.00 1.00 1.00 Maintenance Mechanic PPT 0.00 0.00 0.00 0.75 0.75 Management Assistant 0.00 0.50 0.50 0.00 0.00 Manager, Museum Operations 1.00 1.00 1.00 1.00 1.00

J-64 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Museum Collections Coordinator 1.00 1.00 1.00 1.00 1.00 Museum Curatorial Aide 1.00 0.00 0.00 0.00 0.00 Museum Curatorial Spec 0.00 1.00 1.00 1.00 1.00 Museum Curatorial Spec, PPT 0.50 0.60 0.60 0.60 0.60 Museum Design & Production Spec. 1.00 1.00 1.00 1.00 1.00 Museum Development Specialist III 1.00 1.00 1.00 1.00 1.00 Museum Docent Coordinator 1.00 1.00 1.00 1.00 1.00 Museum Docent Coordinator, PPT 0.00 0.00 0.00 0.50 0.50 Museum Education Coordinator 0.75 0.00 0.00 0.00 0.00 Museum Guard 12.00 12.00 12.00 12.00 12.00 Museum Guard, PT 0.00 0.00 1.00 0.00 0.00 Museum Guard, PPT 1.00 1.00 0.00 1.75 1.75 Museum Interpretive Specialist 1.70 1.70 1.70 1.93 1.93 Museum Membership Coordinator 1.00 1.00 1.00 0.00 0.00 Museum Public Program Supervisor 1.00 0.00 0.00 0.00 0.00 Museum Researcher 1.00 0.00 0.00 0.00 0.00 Museum Security Guard IV 1.00 1.00 1.00 1.00 1.00 Museum Tech Spec Conserv, PT 0.54 0.00 0.00 0.00 0.00 Museum Tech Spec Exhibits, PT 3.70 0.53 0.53 0.50 0.50 Museum Tech Spec Nat Sci., PPT 0.50 0.50 0.50 0.50 0.50 Museum Technical Aide, PT 0.30 0.30 0.30 0.00 0.00 Park Attendant, PT 0.00 3.00 3.00 3.00 3.00 Park Attendant, PPT 0.00 0.00 0.00 0.75 0.75 Preparator 3.00 3.00 3.00 3.00 3.00 Public Service Employee 51 0.34 0.34 0.34 0.41 0.41 Recreation Specialist II, PT 0.00 2.60 2.60 2.60 2.60 Recreation Attendant I, PT 0.00 1.00 1.00 1.00 1.00 Recreation Specialist II, PPT 0.00 1.60 1.60 1.50 1.50 Registrar 2.70 2.70 2.70 3.00 3.00 Stage Hand, PT 0.00 0.00 0.00 0.80 0.80 Stage Hand, PPT 0.00 0.00 0.00 1.60 1.60 Volunteer Program Spec I, PPT 0.77 0.77 0.77 1.07 1.07

Total 53.80 66.64 66.64 78.26 78.26

FY 2001-03 Adopted Policy Budget J-65 LIFE ENRICHMENT AGENCY Table of Contents

Appropriation vs FTE

Appropriation ($ M) FTE 7.0 80

6.0 70

60 5.0 50 4.0 40 3.0 30 2.0 20

1.0 10

- 0 Actual Actual Unaudited Adopted Adopted Actual1998-99 Actual 1999-00 UnauditedActual Adopted2001-02 Adopted 2002-03 1998-99 1999-00 Actual2000-01 2001-02 2002-03 2000-01

General Fund All Funds FTE

J-66 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget J-67 LIFE ENRICHMENT AGENCY Table of Contents

Museum Services – Administration Division

Services Provided:

The Museum Administration Division ensures the effective running of the Museum, including its off-site Collections Center, Conservation Laboratory, the Henry J. Kaiser Convention Center and the Alice Arts Center. Duties include ensuring conservation of collections, maintaining permanent exhibitions, producing temporary educational programs for youth and adults, and managing event and performing arts spaces. The Administration Division also provides leadership and vision in the development and execution of goals and objectives, provides supporting services, plays a major role in fund raising, and collaborates with other departments in the Life Enrichment Agency. Success includes effective integration of City- supported Museum functions with those of the Oakland Museum of California Foundation (the Museum’s nonprofit partner) as well as coordination with various volunteer groups, such as docents, guilds, and the Oakland Museum Women’s Board.

Major Accomplishments:

Major accomplishments during FY 1999-01 included raising revenues from all sources for the Museum alone (not including the Kaiser Center) of $13,136,809. A grant of $150,000 was provided by the State for development and dissemination of educational materials regarding ethnic study projects for youth. In FY 1999-00, more than 72,000 school children and others took part in tours and classes. Museum docents led 6,514 tours of permanent and changing exhibitions. The Education Department presented 752 school programs and 764 family and adult programs. Similar numbers are expected in FY 2000-01. Schematic design and cost estimates were completed for constructing a new “education center” within the Museum. Over $1.0 million was raised toward this $2.4 million capital project. In FY 1999-00, 206,763 people visited and the Museum produced 16 temporary exhibitions at the main site and four at the Oakland Museum Sculpture Court at City Center. A series of temporary exhibits began at the Oakland International Airport. In FY 2000-01, a similar number of exhibits was produced, including the blockbuster Secret World of the Forbidden City. Attendance in the FY 2000-01 is expected to be approximately 250,000. A new Marketing and Communications Director was hired and an audience development plan completed. At the Kaiser Center, 141 events were held with a total attendance of 176,000 people. In FY 2000-01, 150 events are anticipated with a total attendance of over 200,000 people.

Plans for FY 2001-03:

Plans for FY 2001-03 include increasing the role and influence of educational programming and services to schools by expanding teaching space within the Museum through a capital project. The Museum will produce approximately 20 temporary exhibitions, including audience-broadening shows such as The Art of Gordon Parks, Ghanian Kente and African American Identity, Reflections in Black, Chicano Graphic Arts, and Arte Latino borrowed from the Smithsonian Institution. Gordon Parks and Next Stop Vietnam (Summer 2003) are expected to be high-profile shows. We are also planning an all-Oakland artists exhibition in the Spring of 2002 to highlight observance of Oakland’s sesquicentennial anniversary. An Exhibits Master Plan will be produced for the permanent galleries. The Collections Center will be relocated to a Foundation building located nearby the Museum. Additional State funding will be sought. Business plans will be produced to promote a higher and better use of the Henry J. Kaiser Events Center and the Alice Arts Center.

J-68 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Administration Division Actual Actual Actual Adopted Adopted Personnel Services$ 484,745 $ 400,444 $ 312,037 $ 325,622 $ 325,837 Operation & Maintenance 184,165 65,116 96,059 82,659 82,659 Capital Outlay 7,9890000

Total Budget $ 676,899 $ 465,560 $ 408,096 $ 408,281 $ 408,496

Authorized Staffing (FTE) 3.34 3.34 3.34 3.41 3.41

Appropriation History: General Fund$ 545,028 $ 459,755 $ 407,807 $ 408,281 $ 408,496 All Funds 676,899 465,560 408,096 408,281 408,496

Museum Administration Appropriation History

$800,000

$700,000

ALL FUNDS $600,000

$500,000

$400,000 GENERALL FUND FUND $300,000

$200,000

$100,000

$0 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget J-69 LIFE ENRICHMENT AGENCY Table of Contents

Selected Performance Measures:

Activity: Museum Attendance Division: Museum

Objective: Measure Visitation

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent change (from prior year) in Museum Visitors 10% 58.83% -10% 5% Percent change (from prior year) in Memberships 10% 25.75% -5% 5% Percent of Museum visitors who are not members 90% 87.18% 80% 80% Percent change (from prior year) in number of student visitors on school tours 5% 7.86% 5% 5% Percent of new exhibits that appeal to youths 50% 57.14% 50% 50%

Museum Attendance

0.7

0.5883 0.6

0.5

0.4

0.3 0.2575

0.2

0.1 0.1 0.1 0.0786 0.05 0.050.05 0.05 0.05

0

-0.05 -0.1 -0.1

-0.2 2000-01 Projected 2000-01 2001-02 2002-03 Actual Projected Projected

Percent change (from prior year) in Museum Visitors Percent change (from prior year) in Memberships Percent change (from prior year) in number of student visitors on school tours

J-70 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget J-71 LIFE ENRICHMENT AGENCY Table of Contents

Museum Services – Museum Services, Security and Operations

Services Provided:

The Museum Services, Security and Operations Divisions provides administrative services and technical support to Museum-wide programs and divisions. The Division also provides administrative support to the staff at the Henry J. Kaiser Convention Center and the Alice Arts Center. Such services include personnel, payroll, employee relations, accounting, purchasing assistance, and budgetary development and monitoring. In addition, the Division provides capital project coordination, financial statements, invoicing, and processing receipts of both Foundation and public funds. The Division produces the financial statements for the Foundation, invests the endowment and cash to maximize returns, prepares all tax returns, performs risk management, and interfaces with the Foundation’s Board of Directors in financial and administrative matters. The Museum Operations Manager oversees all revenue-producing elements of the Museum (e.g. store, restaurant, and parking garage). The Division also provides security for visitors, volunteers, staff, artifacts, buildings, and Museum grounds. The Division is responsible for Museum-wide health and safety issues, and for scheduling and servicing events at the Museum. In addition, the Division oversees and runs the visitor admission function. The Division is the liaison with Public Works and its building engineers, the Parks and Recreation (OPR) groundskeepers and the Office of Information Technology (OIT) for telecommunications. Also, the Division provides recruitment, scheduling and supervision of security guards at the Main Branch of the Oakland Public Library.

Major Accomplishments:

Major accomplishments during FY 1999-01 included producing the FY 2001-03 City and Oakland Museum of California Foundation (OMCF) budgets along with timely completion of payroll transactions and invoice payments. OMCF financial statements were timely and accurately produced by the 15th of the following month, and the annual OMCF financial statements were produced with an unqualified opinion and a modest operating surplus. The Division managed the Museum’s $8 million endowment, yielding competitive returns. HJKCC operations were successfully integrated into the Museum operations, including the payroll, finance and capital improvement monitoring functions. The Division took over responsibility for monitoring of the parking garage contract and operations. A second store was set up in the Museum’s Great Hall to accommodate patrons to the successful Forbidden City exhibit. Forbidden City store sales totaled over $350K for the three-plus exhibition venue. A marketing and strategic plan was implemented to maximize revenue from rights, royalties and reproductions from the Museum’s collection.

Plans for FY 2001-03:

Plans for FY 2001-03 include integrating the Alice Arts Center into Museum operations and evaluating its potential, mission, and usage. The Division will administer the overall financial support and security services for the entire Museum operation. The Division will also plan and provide assistance in transferring the Museum’s conservation center to a new location.

J-72 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 Museum Services, Security & 1998-99 1999-00 Unaudited 2001-02 2002-03 Operations Actual Actual Actual Adopted Adopted Personnel Services $1,270,747 $1,274,140 $1,348,726 $1,303,840 $1,304,558 Operation & Maintenance 1,051,815 1,020,845 806,822 1,167,851 1,542,851

Total Budget $2,322,562 $2,294,985 $2,155,548 $2,471,691 $2,847,409

Authorized Staffing (FTE) 22.74 21.40 21.40 25.40 25.40

Appropriation History: General Fund $2,218,935 $2,049,142 $2,049,861 $2,056,611 $2,432,329 All Funds 2,322,562 2,294,985 2,155,548 2,471,691 2,847,409

Museum SOP Appropriation History

$3 (M)

ALL FUNDS

$3 (M)

$2 (M) GENERAL FUND

$2 (M)

$1 (M)

$1 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget J-73 LIFE ENRICHMENT AGENCY Table of Contents

Museum Services – Curatorial Services

Services Provided:

The Curatorial Services Division provides care and management of City-owned collections held in public trust, provides maintenance of permanent exhibitions, produces temporary exhibits, provides assistance with public programs, and serves as a liaison with key volunteer support groups. The Division locates and acquires artwork, historical artifacts, and natural science specimens and makes recommendations to the Director. The Division is also responsible for the protection and conservation of the Collections.

Major Accomplishments:

Major accomplishments during FY 1999-01 included presentation of over 25 exhibitions, including the annual Days of the Dead exhibit to the blockbuster Secret World of the Forbidden City: Splendors from China’s Imperial Palace. The exhibits included educational and entertaining programming for the public including lectures, music, workshops, seminars and demonstrations. Other exhibitions during this period included: Amazing bikes: 2 Centuries on 2 Wheels; Dog Haus: Architecture Unleashed; Meaning and Message: Contemporary Art from the Museum Collection; California Underground: Our Caves and Subterranean Habitats; Realist Paintings by Robert Bechtle; Women of Taste; After the Storm: Bob Walker and the Art of Environmental Photography; Elegant Fantasy: The Jewelry of Arline Fisch; Capturing Light: Masterpieces of California Photography; Fires by Ideals: Arequipa Pottery and the Arts and Crafts Movement; Every Worker is an Organizer; Farm Labor and the Resurgence of the United Farm Workers; California Species: Biological Art and Illustration and the annual California Wildflower Show. Three exhibits per year were also curated at both the Oakland Museum Sculpture Court at City Center and at the Oakland Airport. Latino Art in America will be presented in 2002 due to scheduling constraints from the Smithsonian Institution. Major publications were produced in conjunction with the Capturing Light and Arequipa Pottery exhibits. The Museum’s Gold Fever! exhibit traveled to the Sacramento Memorial Auditorium to conclude the run of the popular exhibit.

Planning continued and sites were reviewed for the move of the City’s collections from the Oakland Army Base. However, a permanent site for the City’s collection center has not yet been finalized. A master facility plan was completed to provide a guide for the Museum’s future expansion and remodeling. Planning for revision of each of the three main galleries continued and design firms were engaged to continue the plan to bring the galleries up to new levels of interpretation and design. The Museum continued planning a series of exhibits to celebrate the City of Oakland’s sesquicentennial anniversary in 2002.

Plans for FY 2001-03:

Plans for FY 2001-03 include locating a permanent site to house the City’s collection from the Oakland Army Base and moving the Museum’s conservation center to a new updated location closer to the Museum that will facilitate improved treatment for the City’s collections. Planning will continue for the reinstallation of the three main galleries and to complete detailed design documents to quantify the costs for the entire major project. The Museum plans to continue the emphasis on high-visibility shows that will attract a large cross section of the community. Among the exhibitions planned are Gordon Parks, Oakland’s Artists, Joseph Raphael, and Arte Latino from the Smithsonian.

J-74 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Curatorial Services Actual Actual Actual Adopted Adopted Personnel Services $1,260,705 $1,192,940 $1,219,266 $1,292,544 $1,293,405 Operation & Maintenance 28,812 25,145 27,358 34,605 34,605

Total Budget $1,289,517 $1,218,085 $1,246,624 $1,327,149 $1,328,010

Authorized Staffing (FTE) 19.50 18.63 18.63 19.10 19.10

Appropriation History: General Fund $1,289,517 $1,218,085 $1,246,624 $1,327,149 $1,328,010 All Funds 1,289,517 1,218,085 1,246,624 1,327,149 1,328,010

Curatorial Services Appropriation History

$3.0 (M)

$2.5 (M)

$2.0 (M)

$1.5 (M)

$1.0 (M) ALL FUNDS / GENERAL FUND

$0.5 (M)

$0.0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unadudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget J-75 LIFE ENRICHMENT AGENCY Table of Contents

Museum Services – The Alice Arts Center

Services Provided:

The Alice Arts Center is Oakland’s premiere community and professional performing arts center. It serves artists and the community by delivering diverse, affordable, and accessible arts programming. The center boasts four anchor tenants that assist in providing those services including the Oakland Ballet, Citicentre Dance, Dimensions Dance, and Oakland Ensemble Theater. The theater, studios, and conference rooms at the Alice are used for youth, community, and professional ongoing performances, rehearsals, and meetings. The center also hosts conferences and workshops for school students and the community and provides temporary housing for the arts community.

Major Accomplishments:

Major accomplishments for the Center in FY 1999-01 include hosting successful theater, dance, and musical events for the community. The Center also reopened its café, now called Café 1428, which serves Alice patrons and other community members. The Center has reestablished a link with the visual arts community by hosting a windows artist series with the Craft and Cultural Arts Department. The café also hosts an ongoing visual arts exhibition series. The Center reestablished and defined the Alice Arts Working Group, an advisory body to City of Oakland management. The Alice continues to reach out to a diverse body of community members by renting out studio, office and performance space to a widely varying number of groups including Axis Dance, contemporary dance for individuals with and without disabilities.

Plans for FY 2001-03:

Plans for FY 2001-03 include launching a major marketing campaign to provide increased visibility to the Center. The Center will also begin a funding campaign to offset costs associated with increased student and community programming and for capital improvements. The Center will also develop a strategic plan for development with assistance from the Alice Arts Working Group and will implement a fair rental program for residential arts organizations.

J-76 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Alice Arts Center Actual Actual Actual Adopted Adopted Personnel Services $334,348 $334,450 Operation & Maintenance 136,247 136,247

Total Budget $470,595 $470,697

Authorized Staffing (FTE) 5.55 5.55

Appropriation History: General Fund $470,595 $470,697 All Funds 470,595 470,697

Alice Arts Center Appropriation History

$750,000

$600,000 ALL FUNDS / GENERAL FUND

$450,000

$300,000

$150,000

$0 2001-02 2002-03 Adopted Adopted

FY 2001-03 Adopted Policy Budget J-77 LIFE ENRICHMENT AGENCY Table of Contents

Museum Services – Education

Services Provided:

The Education Division provides outreach, education, interpretation, training and audience development for the Museum. The Division organizes educational programs to increase the public’s understanding and appreciation of California art, history, and ecology. Offerings are made accessible to children and adults, including people with special needs and visitors with limited English proficiency. The Division has a strong commitment to serving children through a variety of services that include school programs, family and community events, and non-school programs. The Division coordinates the Docent Council Volunteer program, which provides public tours for permanent collections and special exhibitions. The Division works with community members and advisory committees in planning and implementing multi-cultural programs.

Major Accomplishments:

Major accomplishments during FY 1999-01 included developing and implementing educational programs and tours that served annually more than 98,000 students, teachers, and visitors of all ages from the nine Bay Area counties, with a special emphasis in serving Oakland students. New science school programs were offered to expand science education. Teacher training was implemented locally in conjunction with the new Oakland Unified’s arts initiative and expanded statewide through teacher training on the curriculum Myth & Reality: The California Gold Rush and Its Legacy. The Family Explorations! series expanded by more than 40% to include more offerings and to serve broader audiences. The Juneteenth event was implemented in collaboration with the Museum’s African American Advisory Committee. The annual Days of the Dead celebration was organized with the Museum’s Días de los Muertos Committee and the Latino Advisory Committee. The first year of the Latino History Project, a collaboration with the Spanish Speaking Citizens’ Foundation, was completed and a second program was begun as an after-school youth program for Oakland youth. A new non-school youth program, Science Explorations, was implemented. Training programs for docents were conducted. The California Thinkers program was offered in commemoration of the state’s 150th anniversary of statehood. Major interpretive components, including California resource room, multilingual audio guides and community exhibit guide training program, were developed for Secret World of the Forbidden City special exhibition to better serve diverse audiences.

Plans for FY 2001-03:

Plans for FY 2001-03 include offering educational programs and tours to serve more than 98,000 students and visitors of all ages, with a special emphasis on serving Oakland students. Collaborations will continue with the Oakland Unified Public School system. Teacher training will be offered locally, as well as statewide through the electronic availability of new teacher resource materials, with a special emphasis on ethnic history resources. A broader range of art and science educational programs will be offered through the addition of two new education classrooms. The Family Explorations! programs will be offered to serve more than 10,000 visitors annually. Major planning for new interpretive components for the galleries will be conducted to strengthen the accessibility and educational effectiveness of the gallery exhibitions. Additional eduction staff will also be added for youth services programs.

J-78 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Education Division Actual Actual Actual Adopted Adopted Personnel Services $375,249 $369,234 $333,727 $411,961 $412,183 Operation & Maintenance 195 886 1,295 1,295 1,295

Total Budget $375,444 $370,120 $335,022 $413,256 $413,478

Authorized Staffing (FTE) 6.22 4.47 4.47 5.50 5.50

Appropriation History: General Fund $375,444 $370,120 $335,022 $413,256 $413,478 All Funds 375,444 370,120 335,022 413,256 413,478

Education Division Appropriation History

$500,000

$450,000

ALL FUNDS / GENERAL FUND $400,000

$350,000

$300,000

$250,000

$200,000

$150,000

$100,000 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget J-79 LIFE ENRICHMENT AGENCY Table of Contents

Museum Services – Development

Services Provided:

The Museum’s Development Division raises funds from the private sector through membership dues, individual contributions and corporate, foundation and government grants for exhibitions, education programs and special projects. Fundraising is accomplished in partnership with the Oakland Museum of California Foundation (OMCF). New sources of support are identified, researched, cultivated, solicited, and acknowledged, with stewardship programs delivered for on-going donors. The Department also produces exhibition openings and special events, and accepts gifts of tangible personal property.

Major Accomplishments:

Major accomplishments during FY 1999-01 included raising $7.7 million for the benefit of the Museum. This included $4.65 million for programs and services, and $3.55 million for endowment. The special Forbidden City exhibition provided opportunities for increased fundraising and cultivation of new donors, as well as enhanced membership. It also allowed the Museum to diversify its membership base with the addition of a significant number of new Asian American participants. The post-Gold Rush membership figures of 10,500 were sustained throughout most of the period and swelled to over 12,000 during the Forbidden City exhibition. Program support included major grants from the Institute of Museum and Library Services, The James Irvine Foundation, Oakland Museum Women’s Board, The Bernard Osher Foundation, California Arts Council, Chevron, Richard and Rhoda Goldman Fund, National Fish and Wildlife Foundation, Transamerica Foundation Charles Schwab Corporation, and the San Francisco Foundation, Marine Terminals Corporation and the Henry Luce Foundation. The number of individuals who have joined the OMCA Heritage Society through planned gifts that name the Museum as a beneficiary rose from 45 to 60. A capital campaign to raise $2.4 million for the new Education Center has raised $920,000 to date with several large proposals for named spaces still in the consideration phase.

Plans for FY 2001-03:

Plans for FY 2001-03 include continuing growth of membership and annual program, exhibition and endowment support, and completion of the campaign for the Education Center. The Museum will complete the campaign readiness and planning phases for a Capital Campaign to reinstall the three major galleries, improve visitor orientation and amenities, and infrastructure upgrades. The fundraising goal and timeline for these projects has not yet been established.

J-80 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Development/Volunteer Services Actual Actual Actual Adopted Adopted Personnel Services $169,014 $131,803 $91,887 $86,907 $86,965

Total Budget $169,014 $131,803 $91,887 $86,907 $86,965

Authorized Staffing (FTE) 2.00 2.00 1.00 1.00 1.00

Appropriation History: General Fund $169,014 $131,803 $91,887 $86,907 $86,965 All Funds 169,014 131,803 91,887 86,907 86,965

Development/Volunteer Services Appropriation History

$200,000

ALL FUNDS / GENERAL FUND

$160,000

$120,000

$80,000

$40,000

$0 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget J-81 LIFE ENRICHMENT AGENCY Table of Contents

Museum Services Henry J. Kaiser Events Center

Services Provided:

The Henry J. Kaiser Events Center (HJKEC) provides a community center, a place for performing arts, and a promotional sports complex capable of accommodating audiences ranging in size from 150 to 8,000 for local and national clients. This site offers five distinctive rental spaces: the Kaiser Arena, Calvin Simmons Theatre, Olympic Room, Ballroom and Goldroom. The Arena can host concerts, shows, seminars, assemblies, dances, trade shows, exhibitions, conventions, and a variety of sports. The theatre is ideal for community concerts, meetings, dance performances, plays, church, seminars, or assemblies. The Ballroom, Goldroom and Olympic Room are special sites for all festive occasions including arts and lecture programs, receptions, recitals, banquets and dances. The HJKEC provides daily and monthly parking for events and businesses in the surrounding area. The staff of the HJKEC assists the client in booking the event, technical needs, set-up, security and clean-up of each event. The HJKEC rents services and equipment such as skirted tables, chairs, sound system, spotlights, risers, forklift, stages and barricades. The HJKEC offers event insurance, ticketing, catering, bars and police coverage. Also, the HJKEC provides the Oakland community the opportunity to rent a mobile stage.

Major Accomplishments:

Major accomplishments during FY 1999-01 included becoming the host of the California Music Awards and a wide variety of other events, ranging from concerts to sporting events. Concerts included Phil Lesh, Primus, Andy Lau, Whispers, DEF Comedy Jam, T.D. Jakes Gospel Concert, and various cultural concerts, including 25 Chinese concerts and 20 East Indian concerts and religious events. The Oakland East Bay Symphony held eight Young People’s Concerts and the HJKEC was home to over 50 gospel concerts. Many corporations held business meetings at the HJKEC including Peoplesoft, Starbucks, Bank of America, Mary Kay, U.C. Davis, Laney College, Public Educators, the Oakland Museum of California Foundation and the Public Works Association. Various graduations were held at the HJKEC including schools from the OUSD (Fremont, Castlemont, McClymonds, and Skyline) and other schools such as Merritt College, California College of Arts and Crafts, and the School of Psychology. Sporting events held at the HJKEC included volleyball championships and the Junior Olympic Judo Competition.

The HJKEC also completed major Capital Improvement Projects, including installing carpeting for the Calvin Simmons Theatre, rigging for the Arena and Theater, a sound system for the Calvin Simmons, and fiber optics and internet capability for all rooms and offices. The HJKEC exterior and interior was painted, windows were replaced and the exterior area of the facility was landscaped.

Plans for FY 2001-03:

Plans for FY 2001-03 include the continued hosting of a wide variety of events at the HJKEC, in particular the California Music Awards, Bill Graham Presents, State of California exams, and many other local community group’s concerts and events. In addition, a marketing plan with collateral materials will be developed to actively promote the facilities and increase visitor usage. A web site will be developed to provide appropriate information and extend the marketing effort.

J-82 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Henry J Kaiser Convention Center Actual Actual Actual Adopted Adopted Personnel Services $536,643 $660,154 $709,563 $709,563 Operation & Maintenance 248,829 223,297 222,297 222,297

Total Budget $785,472 $883,451 $931,860 $931,860

Authorized Staffing (FTE) 16.80 16.80 18.30 18.30

Appropriation History: General Fund $8,215 $38,323 $51,840 $51,840 All Funds 785,472 883,451 931,860 931,860

Henry J. Kaiser Convention Center Appropriation History

$1,000,000

$800,000 ALL FUNDS

$600,000

$400,000

$200,000 GENERAL FUND

$0 1999-00 2000-01 2001-02 2002-03 Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget J-83 LIFE ENRICHMENT AGENCY Table of Contents

Selected Performance Measures:

Activity: Henry J. Kaiser Convention Center Division: Museum

Objective: Measure Utilization and Satisfaction of the HJKCC facilities by outside clients City streets and public right-of-way.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of available dates booked at Henry J. Kaiser Convention Center 60% 57.69% 60% 60% Percent of users rating the facility satisfactory or better 80% 92.63% 85% 85%

Kaiser Convention Center

1 0.9263 0.9 0.85 0.85 0.8 0.8

0.7

0.6 0.6 0.6 0.6 0.5769

0.5

0.4

0.3

0.2

0.1

0 2000-01 Projected 2000-01 Actual 2001-02 2002-03 Projected Projected Percent of available dates booked at Henry J. Kaiser Convention Center Percent of users rating the facility satisfactory or better

J-84 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Aging, Health & Human Services

The Department of Aging, Health and Human Services is committed to the physical, mental and social well being of all residents of Oakland, and to promoting a safe, healthy and caring environment for all community members. The Department is committed to advocating and bridging the gaps as a collaborative partner in delivering resources through innovative, timely and effective programs.

Director Andrea Youngdahl

Division Manager

Children, Youth & Family Usana Pulliam Community Support Vacant Long-Term Care Robert Washington

FY 2001-03 Adopted Policy Budget J-85 LIFE ENRICHMENT AGENCY Table of Contents

Notes

J-86 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Aging, Health & Human Services (291.66 FTE)

Administration (14.64 FTE)

Long-Term Care Community Support Children, Youth & (27.66 FTE) (104.55 FTE) Families (144.81 FTE)

FY 2001-03 Goals:

1. To foster a citywide comprehensive, coordinated and collaborative service system with the capacity to respond effectively to the individual and community early intervention, prevention and support needs of children, youth, families, adults and seniors in order to promote independence and quality of life.

2. To enhance opportunity and access to supports and services through seeking additional funding from a range of public and private sources and by strengthening partnerships with the community and the public and private sectors.

3. To provide training and employment opportunities in collaboration with federal, state and county governments; the Workforce Investment Board; and other relevant entities.

4. To work with other City Departments and Agencies; the Mayor’s Office; City Council; AHHS Boards, Commissions and Advisory Bodies; and other community partners to identify, plan and recommend programmatic and policy responses to social issues that impact the health and well-being of Oakland’s children, youth, families, adults and seniors.

5. To improve and enhance department administrative procedures and practices, including organizational and staff development and program monitoring and evaluation, to insure the highest quality of service delivery and a planned and proactive approach to policy and program development.

FY 2001-03 Adopted Policy Budget J-87 LIFE ENRICHMENT AGENCY Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 General Fund Actual Actual Actual Adopted Adopted Administration $494,188 $861,574 $1,264,373 $381,029 $381,511 Long Term Care 316,337 265,272 357,382 388,002 423,175 Community Support Services 1,959,883 1,307,477 1,505,228 2,521,383 2,581,161 Children, Youth & Families 489,786 14,901 (83,157) 666,243 669,007

Total $3,260,194 $2,449,224 $3,043,826 $3,956,657 $4,054,854

All Funds Administration $1,657,842 $1,900,523 $2,761,707 $1,089,423 $1,087,486 Long Term Care 2,540,812 2,579,506 2,616,950 2,846,067 2,867,330 Community Support Services 4,020,059 3,620,993 3,468,055 4,427,422 4,581,801 Children, Youth & Families 12,735,204 11,820,656 12,266,652 14,576,107 14,473,206

Total $20,953,917 $19,921,678 $21,113,363 $22,939,019 $23,009,823

Expenditures by Character Personnel Services $10,529,481 $9,958,939 $10,846,514 $11,519,305 $11,579,460 Operations & Maintenance 10,420,667 9,962,739 10,266,849 11,419,714 11,430,363 Capital Outlay3,7690000

Total $20,953,917 $19,921,678 $21,113,363 $22,939,019 $23,009,823

Aging, Health & Human Services Appropriation History

$25 (M)

$20 (M) ALL FUNDS

$15 (M)

$10 (M)

GENERAL FUND

$5 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

J-88 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted

1010 General Purpose General Fund $3,260,194 $2,449,224 $3,043,826 $3,956,657 $4,054,854 1780 Kids First! Oakland Children's Fund 0 0 7,350 593,303 618,670 1820 Self Sustaining Fund 0 0 281 0 0 2102 Dept. of Agriculture 526,639 27 100 0 0 2108 Dept. of Housing & Urban Dev 96,370 74,158 70,411 100,421 100,421 2112 Department of Justice 0 135 0 0 0 2114 Department of Labor 1,620,730 1,769,331 1,391,757 916,504 930,125 2116 Department of Transportation 103 0 90 0 0 2120 Federal Action Agency 281,209 304,427 321,504 304,927 276,503 2124 Federal Emergency Management Agency 0 4,395 1,703 0 0 2128 Dept. of Health & Human Services 13,796,594 13,073,251 14,094,556 14,195,216 14,098,981 2132 California Dept of Aging 226,370 248,317 309,283 314,988 294,705 2140 California Dept of Transportation 0 (2,626) 300 0 0 2159 State of California Other 0 754,113 435,097 1,410,515 1,408,096 2160 County of Alameda Grants 122,809 133,332 552,541 156,204 156,204 2162 Metropolitan Transportation Comm. 3,769 0 0 0 0 2190 Private Grants 0 51,098 0 0 0 2210 Measure B Fund 972,852 1,020,190 857,223 953,536 1,034,516 2310 Landscape Lighting and Assessment 0 0 6,959 0 0 2410 Link Handipark 46,765 41,086 20,999 36,748 36,748 2992 Parks & Recreation Grants (489) 0 0 0 0 2999 Miscellaneous Grants 0 1,179 (777) 0 0 4500 Central Stores 0 42 0 0 0 5006 GOB Measure K Series C 1997 0 0 130 0 0 7530 Mayor's International Committee 0 0 29 0 0

Total Budget $20,953,917 $19,921,678 $21,113,363 $22,939,019 $23,009,823

Authorized FTE 250.85 280.87 276.37 291.66 292.66

FY 2001-03 Adopted Policy Budget J-89 LIFE ENRICHMENT AGENCY Table of Contents

Funding by Source FY 2001-03 Adopted Policy Budget $45,948,842

General Fund 17%

Grants 75% Kids First! Oakland Children's Fund 3% Federal Action Agency 1% Measure B Fund 4% Link Handipark 0%

Significant Budget Changes for Aging, Health and Human Services

• The Aging, Health and Human Services and Police Services Departments will collaborate on the Safe Passages initiative to reduce and prevent youth violence through a $450,000 appropriation from the General Purpose Fund.

• One Senior Center Director was added in FY 2002-03 for the new Fruitvale Senior Center.

• Transferred one Health and Human Services Planner, one Program Analyst and one Recreation Specialist from LEA Administration to AHHS to create the Youth Services Unit.

• One Accountant was added to oversee fiscal management of the Senior Centers.

J-90 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Staffing History: Two Year Budget

1998-1999 1999-00 2000-01 2001-02 2002-03 Authorized Authorized Authorized Authorized Authorized

Administration 12.50 23.00 18.50 14.64 14.64 Long-Term Care 26.40 27.43 27.43 27.66 27.66 Community Support 97.09 102.07 102.07 104.55 105.55 Children, Youth and Families 114.86 128.37 128.37 144.81 144.81

Total 250.85 280.87 276.37 291.66 292.66

Aging, Health & Human Services Staffing History

350 (FTE)

300 (FTE)

250 (FTE)

200 (FTE)

150 (FTE)

100 (FTE)

50 (FTE)

0 (FTE) Authorized Authorized Authorized Authorized Authorized

1998-1999 1999-00 2000-01 2001-02 2002-03

Administration Long-Term Care Community Support Children, Youth and Families Total

FY 2001-03 Adopted Policy Budget J-91 LIFE ENRICHMENT AGENCY Table of Contents

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Director, Department on Aging 1.00 0.00 0.00 0.00 0.00 Director, Health & Human Services 1.00 1.00 1.00 1.00 1.00 Deputy Director, Department on Aging 1.00 1.00 1.00 0.00 0.00 Administrative Services Manager II 0.00 1.00 1.00 1.00 1.00 Account Clerk II 1.00 2.00 2.00 2.00 2.00 Accountant I 0.00 0.00 0.00 1.00 1.00 Accountant II 1.00 1.00 1.00 1.00 1.00 Accountant III 0.00 0.00 0.00 1.00 1.00 Administrative Analyst II 3.00 3.00 3.00 2.00 2.00 Administrative Assistant I 6.00 8.25 9.00 9.00 9.00 Administrative Assistant II 3.65 4.50 4.50 4.00 4.00 Budget & Grants Administrator 1.00 1.00 1.00 1.00 1.00 Case Manager I 3.00 4.00 3.00 3.00 3.00 Case Manager II 4.80 5.05 5.05 5.05 5.05 Child Education Coordinator 1.84 1.00 1.00 0.96 0.96 Cook III 0.00 1.00 1.00 1.00 1.00 Custodian 2.50 2.50 2.50 5.00 5.00 Data Entry Operator, Sr 0.92 0.00 0.00 0.00 0.00 Early Childhood Ctr Director 20.50 21.50 21.50 19.40 19.40 Early Childhood Instructor 35.75 38.89 38.89 45.40 45.40 Early Childhood Instructor, PPT 3.00 7.15 7.15 4.00 4.00 Employment Services Rep. 0.00 1.00 0.00 0.00 0.00 Executive Assistant 2.00 1.00 1.00 1.00 1.00 Executive Asst to the Dept. Director 0.00 1.00 1.00 0.00 0.00 Family Advocate 19.25 19.25 19.25 22.48 22.48 Family Child Care Coordinator 1.00 1.00 1.00 1.00 1.00 Food Program Driver, PT 0.50 0.50 0.50 0.50 0.50 Food Program Site Coordinator, PT 0.50 0.50 0.50 0.50 0.50

J-92 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Food Program Site Monitor, PT 5.00 5.00 5.00 5.00 5.00 Food Service Worker 6.75 6.75 6.75 6.66 6.66 Head Start Nutrition Coordinator 0.00 0.00 0.00 0.96 0.96 Head Start Program Planner 0.00 1.17 1.17 1.00 1.00 Health & Human Serv. Prog. Planner 1.00 2.00 2.00 4.00 4.00 Health Start Driver/Courier 3.48 3.48 3.48 3.32 3.32 Health Start Prgm Coordinator 2.96 8.42 8.42 10.60 10.60 Health Start Supervisor 1.00 0.00 0.00 0.00 0.00 Info & Referral Specialist, PPT 0.50 0.50 0.50 0.50 0.50 Job Developer 1.00 1.00 1.00 1.00 1.00 Manager, Senior Services 1.02 2.02 2.02 1.14 1.14 Manager, Youth Services 1.00 1.00 1.00 1.00 1.00 Nurse Case Manager 4.50 4.50 4.50 4.50 4.50 Nurse Case Manager PPT 1.00 1.00 1.00 1.00 1.00 Nutrition Coordinator 0.92 0.00 0.00 0.00 0.00 Nutrition Field Supervisor 0.92 0.92 0.92 0.00 0.00 Office Assistant I, PT 0.50 0.00 0.00 0.00 0.00 Office Assistant I, PPT 1.00 0.00 0.00 0.00 0.00 Office Assistant II 7.00 8.00 8.00 7.00 7.00 Outreach Developer, PPT 0.50 0.50 0.50 0.50 0.50 Outreach Worker PT 1.27 1.27 1.27 1.00 1.00 Payroll Personnel Clerk II 1.00 1.00 1.00 1.00 1.00 Program Analyst I 0.00 0.00 0.00 1.00 1.00 Program Analyst III 0.00 1.00 0.00 1.00 1.00 Project Manager 0.00 0.00 0.00 1.00 1.00 Public Service Representative, PPT 0.00 3.00 0.00 1.00 1.00 Public Service Employee 14 0.80 0.00 0.00 0.00 0.00 Public Service Employee 51 (Conf.) 1.00 0.00 0.00 0.00 0.00 Recreation Specialist II, PPT 0.00 0.00 0.00 0.61 0.61 Senior Aide PT 79.38 87.05 87.05 87.05 87.05 Senior Center Director 4.00 4.25 5.00 4.00 5.00 Senior Programs Planning Specialist 1.00 1.00 1.00 0.00 0.00 Senior Services Administrator 0.00 0.00 0.00 1.00 1.00 Senior Services Program Assistant 0.69 1.11 1.11 1.11 1.11 Senior Services Program Asst. PT 0.53 0.00 0.00 0.00 0.00 Senior Services Supervisor 3.00 3.00 3.00 3.00 3.00 Special Needs Coordinator 0.92 1.84 1.84 1.92 1.92 Student Trainee, PT 0.00 0.00 0.00 4.50 4.50 Supervising Case Manager 3.00 2.00 2.00 2.00 2.00

Total 250.85 280.87 276.37 291.66 292.66

FY 2001-03 Adopted Policy Budget J-93 LIFE ENRICHMENT AGENCY Table of Contents

Appropriation vs FTE

Appropriation ($ M) FTE 30 350.00

300.00 25

250.00 20

200.00 15 150.00

10 100.00

5 50.00

- 0.00 ActualActual Acutal Actual UnauditedUnaudited AdoptedAdopted Adopted Adopted 1998-991998-99 1999-00 1999-00 Actual Actual 2001-02 2001-02 2002-03 2002-03 2000-012000-01

General Fund All Funds FTE

J-94 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget J-95 LIFE ENRICHMENT AGENCY Table of Contents

Aging, Health & Human Services – Administration

Services Provided:

AHHS Administration provides executive leadership and management for the Department of Aging, Health, and Human Services. The Division provides administrative services and oversight for the other AHHS divisions and programs, and is responsible for developing integrated and comprehensive departmental planning and funding, budget development and coordination, fiscal oversight, development and maintenance of information systems and other AHHS-wide functions. A key responsibility of the Division is to ensure effective coordination and collaboration with other partners in health and human services, including Alameda County, the Oakland Unified School District, and other public and community-based entities. The Division also assumes responsibility for the staffing and development of the Boards, Commissions and Advisory Committees that advise AHHS. These include the Commission on Aging, the Health and Human Services Commission, the Youth Commission, the Head Start Governing Body and consulting advisory committee, the Head Start Policy Council, the Oakland Fund for Children and Youth and its Planning and Oversight Committee, and the Welfare Reform Coordinating Council. In addition, the Community Action Agency (CAA) and its Administering Board are a part of AHHS’ Administration Division. The CAA is responsible for mobilizing resources across organizational lines to reduce poverty in Oakland.

Major Accomplishments:

Major accomplishments during FY 1999-01 all relate to successfully negotiating change and transition. The past two years have been marked by shifts in departmental leadership, a period of over a year without a department director, and the continued challenges of completing the merger of the former Department of Aging and Office of Health and Human Services. The Administration Division also experienced growth, with a new position, Senior Services Administrator, added to ensure overall coordination and a focus on senior services. In addition, the Department has added administrative responsibility and staff to incorporate youth policy and service program activity. Prior to the hiring of a new Director, Division activities and responsibilities were provided by a Cross-Functional Management Team of Department managers and supervisors. Departmental team development provided a strong foundation for new leadership to build upon. Other accomplishments included working closely with the City Manager’s Office, the Mayor’s Office, and the City Council to clarify governing responsibilities for Head Start, to fill key Commission vacancies, and to develop stronger and clearer relationships between advisory bodies and the Department. Administration continued to enhance its partnerships with Alameda County, OUSD and others. The CAA focused on employment, housing and other issues impacting Oakland’s residents living in poverty. Through funding and partnership efforts, the CAA provided child care, transportation and other support services to more than 250 clients; conducted job readiness and soft skills training workshops; assisted in the employment placement of more than 150 clients; and provided funding support to the ASSETS program, the Child Development and Early Childhood Educational Training program, and the City’s Hunger and Homeless programs. Grant funding supported community forums on affordable housing and energy issues.

Plans for FY 2001-03:

Plans for FY 2001-03 include a range of organizational development activities designed to finalize the reorganization of AHHS begun several years ago, institutionalize quality and consistent administrative practices across AHHS Divisions and programs, increase program opportunities through additional revenue and collaborative partnerships, and develop department-wide, proactive policy and planning efforts. The Department, through the leadership of Administration, will insure that the Department focuses on cross-program and cross- or inter-generational issues, including family and individual self-sufficiency, job training and employment, early care and education, family support, health access and services, and other key issues. A focus on youth services will fill a key gap in the Department, and will encourage a full- spectrum approach to addressing the needs of all Oakland citizens. The Administration Division will also assist with developing a commitment to outcome-based program delivery and service evaluation.

J-96 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Administration Actual Actual Actual Adopted Adopted Personnel Services $1,210,286 $961,414 $1,057,921 $1,112,883 $1,111,166 Operation & Maintenance 817,197 1,070,692 1,705,918 473,169 472,969

Subtotal Budget $2,027,483 $2,032,107 $2,763,839 $1,586,052 $1,584,135 Intradepartmental Transfers (369,641) (131,584) (2,132) (496,629) (496,649)

Total Budget $1,657,842 $1,900,523 $2,761,707 $1,089,423 $1,087,486

Authorized Staffing (FTE) 12.50 23.00 18.50 14.64 14.64

Appropriation History: General Fund $494,188 $861,574 $1,264,373 $381,029 $381,511 All Funds 1,657,842 1,900,523 2,761,707 1,089,423 1,087,486

Activities: Administration $2,758,878 $1,086,594 $1,084,657 Commission on Aging 2,829 2,829 2,829

Total $2,761,707 $1,089,423 $1,087,486

AHHS Administration Appropriation History

$3.0 (M)

$2.5 (M)

ALL FUNDS $2.0 (M)

$1.5 (M)

$1.0 (M) GENERAL FUND

$0.5 (M)

$0.0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget J-97 LIFE ENRICHMENT AGENCY Table of Contents

Aging, Health & Human Services – Long-Term Care

Services Provided:

The Long-Term Care Division provides need-based case management and support services to functionally-impaired and frail elderly adults and persons with disabilities and their families to avoid unnecessary placement in nursing homes and to maximize independence and quality of life. The Division’s grant-funded programs consist of the Multipurpose Senior Services Program (MSSP), the Linkages Program and the Senior Companion/Foster Grandparent programs. MSSP and Linkages staff, including MSWs and nurse specialists, conduct in-home psychosocial assessments to identify client service and support needs. In conjunction with the client and family, case managers develop and implement a plan that enables the client to continue living independently in the community. Existing resources are brokered and some “gap filling” services and supports are purchased. Clients’ conditions and delivery of services are monitored monthly through phone calls or home visits. Indirect service responsibilities of the program center on community-based long-term care system collaboration and coordination. Senior information and referral are also provided through a highly developed in- house service. The Senior Companion Program/Foster Grandparent augment the efforts of this Division, providing recruitment and training of low-income senior volunteers to provide support to frail elderly clients and, through the newer Foster Grandparent program, children. These two programs provide opportunities for seniors that enable them to stay actively engaged in their community while assisting others.

Major Accomplishments:

Major accomplishments during FY 1999-01 included providing case management services to approximately 620 frail Oakland residents via the MSSP and Linkages programs; providing demand-responsive information, referral and/or consultation to approximately 2,200 Oakland residents; influencing long-term care system collaboration through leadership on more than ten advisory boards or committees; creating seamless continuity of care by working with 30 long-term care organizations; staffing the Commission on Aging’s Long-Term Care Committee; providing over 100,000 hours of volunteer supportive assistance to 450 clients, and receiving funding for 20,000 hours to provide intergenerational volunteer opportunities in schools, hospitals and libraries. The Foster Grandparent Program, receiving both state and federal funding, was added to the Division’s complement of programs. The Division also received cost-of-living adjustments for both the MSSP ($77,096) and Linkages ($37,852) programs.

Plans for FY 2001-03:

The Division will continue to provide case management services to MSSP and Linkages clients, including information, referral, and consultation to Oakland senior citizens and continuing participation in and refinement of the Targeted Case Management (TCM) program to generate income/reimbursement revenue. Volunteer opportunities for income-eligible seniors will continue to be expanded, in coordination with the other Department Divisions, to provide service in high-need areas.

J-98 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Long-Term Care Actual Actual Actual Adopted Adopted Personnel Services $1,640,092 $1,639,263 $1,684,682 $1,687,151 $1,687,296 Operation & Maintenance 900,720 940,243 932,268 1,158,916 1,180,034

Total Budget $2,540,812 $2,579,506 $2,616,950 $2,846,067 $2,867,330

Authorized Staffing (FTE) 26.40 27.43 27.43 27.66 27.66

Appropriation History: General Fund $316,337 $265,272 $357,382 $388,002 $423,175 All Funds 2,540,812 2,579,506 2,616,950 2,846,067 2,867,330

Activities: Linkages Program $490,691 $534,121 Multipurpose Senior Service Program 1,684,452 1,710,720 Senior Companion Program 640,396 591,961 Outreach Program 30,528 30,528

Total $2,846,067 $2,867,330

Long-Term Care Appropriation History

$3.5 (M)

$3.0 (M)

$2.5 (M) ALL FUNDS

$2.0 (M)

$1.5 (M)

$1.0 (M)

GENERAL FUND $0.5 (M)

$0.0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Anaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget J-99 LIFE ENRICHMENT AGENCY Table of Contents

Aging, Health & Human Services – Community Support

Services Provided:

The Community Support Division provides services that respond effectively to the needs of seniors and persons with disabilities as their levels of independence change and their needs for assistance increase. Services include subsidized transportation for the elderly and mobility-impaired, social and health care services at senior centers, and employment training and placements. Current programs include the Multipurpose Senior Centers, Oakland Paratransit for the Elderly and Disabled (OPED), and ASSETS Senior Employment Program. The programs offer special help or targeted resources for the most vulnerable seniors and provide effective referrals to assure that information and assistance are received.

Major Accomplishments:

Major accomplishments during FY 1999-01 included OPED providing over 50,000 one-way trips for the elderly and persons with disabilities; working with the regional paratransit provider mandated by the Americans with Disabilities Act (ADA) to provide transportation during the 21 day certification period; working with hospital discharge planners and social workers to arrange trips home; educating the public on transportation alternatives; and continuing to advocate for quality paratransit services. ASSETS accomplishments included exceeding the 20% Department of Labor job placement goal – 47% of program participants were transitioned into unsubsidized placement. The National Senior Citizens Education and Research Center, Inc. awarded a “Certificate of “Excellence” to the Oakland Project. The program exceeded the Department of Labor’s goal for the unsubsidized job placements, used all budgeted funds, and maximized the number of enrollees served during the project year. ASSETS also provided employment and training opportunities for 248 low-income seniors. The Division continues to operate four senior centers serving approximately 4,000 Oakland residents. A new senior center is being developed in the Fruitvale District. Senior Center programs include social, educational, health and recreational activities. In recent months, overall coordination efforts between the existing four centers have increased, and more effective administrative practices are being implemented.

Plans for FY 2001-03:

Plans for FY 2001-03 include providing paratransit services for the frail elderly and persons with disabilities. With the passage of Alameda County Measure B, OPED will be able to maintain and improve the quality of non-ADA transportation and eliminate the current program waiting list. The new Measure B funds will begin in April 2002. ASSETS will help Oaklanders (55 years and older) enter and stay in the job market. ASSETS will continue its long-standing track record of helping seniors adapt to change in the competitive labor market. Development and provision of classroom training in marketable skills and on-the-job training to help overcome barriers for low-income seniors will continue. The Division will work to develop a comprehensive approach to volunteer services including all senior centers and service programs. The Division will continue its recent progress on standardizing the policies and procedures of the senior centers to improve access and community collaborative efforts.

J-100 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Community Support Actual Actual Actual Adopted Adopted Personnel Services $1,948,008 $1,850,900 $1,955,208 $1,815,034 $1,874,562 Operation & Maintenance 2,068,282 1,770,093 1,512,847 2,612,388 2,707,239 Capital Outlay 3,7690000

Total Budget $4,020,059 $3,620,993 $3,468,055 $4,427,422 $4,581,801

Authorized Staffing (FTE) 97.09 102.07 102.07 104.55 105.55

Appropriation History: General Fund $1,959,883 $1,307,477 $1,505,228 $2,521,383 $2,581,161 All Funds 4,020,059 3,620,993 3,468,055 4,427,422 4,581,801

Activities: Administration $0 $0 Oakland Paratransit for the Elderly 1,297,025 1,378,005 Senior Centers 1,825,082 1,884,860 Senior Aide Program 1,305,315 1,318,936

Total $4,427,422 $4,581,801

Community Support Appropriation History

$5.0 (M)

$4.5 (M)

$4.0 (M) ALL FUNDS $3.5 (M)

$3.0 (M)

$2.5 (M)

$2.0 (M) GENERAL FUND $1.5 (M)

$1.0 (M)

$0.5 (M)

$0.0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget J-101 LIFE ENRICHMENT AGENCY Table of Contents

Aging, Health & Human Services – Children, Youth and Families Division

Services Provided:

The Children, Youth and Families (CYF) Division provides and develops services for children, youth and their families throughout Oakland. Current programs include: Head Start, Early Head Start, Year ‘Round Lunch Program, Youth Leadership and Development (YLD), and the Oakland Fund for Children and Youth (OFCY). The Division is responsible for three (3) Commissions: Head Start Policy Council, Youth Advisory Commission (YAC), and OFCY Planning and Oversight Committee (POC).

Major Accomplishments:

Major accomplishments during FY 1999-01 included comprehensive child development services through the Head Start program to 1,395 low-income children ages 3-5 and their families and Early Head Start services to 200 eligible children ages 0-3 and their families. The program secured a $300,000 expansion grant to convert 48 half-day spaces to full-day spaces, increasing the total number of children served full day to 154. In collaboration with the Oakland Public Library, child and family literacy services were provided in each Head Start center. Over 2,000 people received health services and information at the annual Head Start Health Fair. Interested parents were also provided with job readiness training through the Oakland CAA. The Year ‘Round Lunch Program served over 300,000 lunches annually to Oakland youth while they were out of school. This program has 9 sites open during the school year, and approximately 30 sites during the summer months. YLD recruited, trained and provided leadership support to 25 members of the YAC. Through a Civic Engagement grant from the Coalition of Community Foundations for Youth, youth leaders from throughout Oakland participated in a series of leadership trainings and network meetings. Other YLD accomplishments include: biennial publication of the Shining Stars directory of youth services; Youth Mind Body 2000 Conference for over 200 youth held in July 1999; participation in the Mayor’s Commission on Education in 1999; development of a YAC public service announcement (PSA); and securing an AmeriCorps Promise Fellow to support POC and YAC leadership projects. OFCY in FY 1999-01 provided over $12.4 million in 68 contracts to public and nonprofit agencies to provide primarily after- school services for Oakland youth. For both years, the East Bay Community Foundation was given the contract to administer and evaluate OFCY. In FY 2000-01, the City retained grants monitoring and contract negotiations and established a small unit for this work. All grantee contracts for both fiscal years had completed evaluations. Development of OFCY’s required four-year strategic plan for FY 2001-2005 was initiated and will be completed no later than the fall of 2001. The Division also provided support to the Safe Passages Initiative through coordination efforts and participation in the Initiative’s planning for youth violence prevention.

Plans for FY 2001-03:

Plans for FY 2001-03 include building the Division’s capacity to serve all youth so that AHHS is providing a continuum of services for Oakland residents from the very youngest to the oldest. The Division will seek partnerships with the County and School District to insure maximum coordination and to leverage resources. This includes the continued partnership with the Safe Passages Initiative in its efforts to reduce youth violence. The Division has some specific expansion and quality improvement goals for the coming years. Head Start will continue to seek expansion funds to convert part-day spaces to full-day spaces to better serve parents, especially those transitioning from welfare to work. Head Start will continue its commitment to early literacy through program development, partnership with OUSD, and family literacy projects. YLD will seek renewed or new grants to continue the Civic Engagement project to develop youth leaders and assist them in setting a common youth agenda. OFCY will also seek augmented funding for its administration and evaluation budgets (which are capped by the legislation) in order to better serve grantees and to insure they are accountable for outcomes. The Division will also seek more opportunities for intergenerational policy and program development.

J-102 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Children, Youth and Families Actual Actual Actual Adopted Adopted Personnel Services $5,731,095 $5,507,362 $6,148,702 $6,904,237 $6,906,436 Operation & Maintenance 6,631,538 6,324,517 6,113,867 7,671,870 7,566,770

Subtotal Budget $12,362,633 $11,831,879 $12,262,569 $14,576,107 $14,473,206 Intradepartmental Transfers 372,571 (11,223) 4,083 0 0

Total Budget $12,735,204 $11,820,656 $12,266,652 $14,576,107 $14,473,206

Authorized Staffing (FTE) 114.86 128.37 128.37 144.81 144.81

Appropriation History: General Fund $489,786 $14,901 ($83,157) $666,243 $669,007 All Funds 12,735,204 11,820,656 12,266,652 14,576,107 14,473,206

Activities: Youth Services Administration $7,089 $19,051 $16,010 Child Care 43,190 119,242 125,146 Head Start 11,696,705 13,129,982 12,998,950 Year Round Lunch Program 715,460 736,974 736,974 Youth Services 0 788,505 813,872

Subtotal Budget $12,462,444 $14,793,754 $14,690,952 Intradepartmental Transfers (195,792) (217,647) (217,746)

Total $12,266,652 $14,576,107 $14,473,206

Children, Youth & Families Appropriation History

$16 (M)

$14 (M)

ALL FUNDS $12 (M)

$10 (M)

$8 (M)

$6 (M)

$4 (M)

$2 (M) GENERALENERAL FUND FUND

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted -$2 (M) Actual

FY 2001-03 Adopted Policy Budget J-103 LIFE ENRICHMENT AGENCY Table of Contents

Selected Performance Measures:

Activity: Job Training & Employment Division: Community Support

Objective: To provide employment, vocational classroom training, and support services to low income adults, aged 55 years and older.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of program participants that find employment within 180 days of completing 25% 4.88% 25% 25% training Percent of eligible Oakland residents served 2.5% 2.4% 1% 1% Percent of program participants rating the service good or better 90% 92% 90% 90%

Activity: Community Action Agency/Welfare-To-Work Program Division: Community Support

Objective: To provide job training/job placement to CalWorks recipients, non-custodial parents and low-income individuals.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of program participants finding employment and moving off of welfare 50% 72.22% 50% 50%

Job Training & Employment

0.3

0.25 0.25 0.25 0.25

0.2

0.15

0.1

0.0488 0.05 0.025 0.024 0.01 0.01 0 2000-01 Projected 2000-01 Actual 2001-02 2002-03 Projected Projected

Percent of program participants that find employment within 180 days of completing training Percent of eligible Oakland residents served

J-104 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Public Works Agency

The Public Works Agency provides for the design, construction, management and maintenance of the City’s infrastructure, including streets, sidewalks and pathways; creeks, sewers and storm drains; buildings and structures; vehicles and equipment; street lights and traffic signals. In addition, the Agency is responsible for related activities such as community clean-up (especially along public rights- of-way), graffiti abatement and facilitating environmental compliance. The goal of the Public Works Agency is to provide top quality, professional, effective and timely delivery of services to residents, businesses and City departments to assure utmost customer satisfaction.

Agency Director Claudette R. Ford

Division Manager

Design & Construction Services Raul Godinez, Assistant Director Support Services Vacant Maintenance Services Berry Weiland, Assistant Director

FY 2001-03 Adopted Policy Budget K-1 PUBLIC WORKS AGENCY Table of Contents

Notes

K-2 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Public Works Agency (691.00 FTE)

Director's Office (6.00 FTE)

Administration Fiscal Services (12.00 FTE) (14.00 FTE)

Contract Administration (5.00 FTE)

M anagement Info. Services (3.00 FTE)

Design & Construction Support Services M aintenance Services Services (211.50 FTE) (311.50 FTE) (128.00 FTE)

Administrative Adm inistrative Adm inistration & Services Services Customer Services (4.50 FTE) (2.00 FTE) (8.00 FTE)

Electrical Environmental Street Cleaning & Services Services Graffiti Abatem ent (24.00 FTE) (20.00 FTE) (110.00 FTE)

Construction & Municipal Street & Traffic Field Services Buildings Maintenance (35.50 FTE) (123.50 FTE) (90.00 FTE)

Engineering Equipm ent Sewer & Storm Drain Design Services Maintenance (31.50 FTE) (66.00 FTE) (103.5 FTE)

Transportation Services (24.50 FTE)

Project Management (8.00 FTE)

2001-2003 Goals:

1. To improve the cleanliness and livability of Oakland.

2. To improve customer service to City Agencies and the Oakland community through enhanced availability and responsiveness.

3. To improve the reliability and update the infrastructure of the City of Oakland.

4. To improve communication both within the Agency and between the Agency and its clients.

5. To ensure confidence that projects will be completed within the estimated cost and time frame.

FY 2001-03 Adopted Policy Budget K-3 PUBLIC WORKS AGENCY Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 General Fund Actual Actual Actual Adopted Adopted Agency Administration $1,498,925 $81,063 ($285,251) ($3,056,018) ($3,092,136) Design & Construction Services 1,522,824 1,547,016 1,477,856 1,057,445 1,214,406 Support Services 894,493 342,515 238,248 122,469 122,500 Maintenance Service 33,734 (10,813) 93,556 1,918,168 1,953,408

Total $3,949,976 $1,959,781 $1,524,409 $42,064 $198,178

All Funds Agency Administration $3,555,095 $2,589,287 $1,031,947 $1,275,210 $1,275,210 Design & Construction Services 16,294,758 15,963,630 18,465,079 20,659,250 20,837,848 Support Services 21,999,646 30,144,251 40,626,277 43,084,458 43,109,048 Maintenance Service 40,563,014 27,302,732 29,097,364 31,639,839 31,751,392

Total $82,412,513 $75,999,900 $89,220,667 $96,658,757 $96,973,498

Expenditures by Character Personnel Services $41,766,187 $40,040,174 $42,199,792 $46,280,580 $46,966,778 Operations & Maintenance 33,982,876 35,904,794 47,020,875 50,378,177 50,006,720 Capital Outlay 364,234 616,856 0 0 0

Subtotal $76,113,297 $76,561,824 $89,220,667 $96,658,757 $96,973,498

Intradepartment Transfers $6,299,216 ($561,924) $0 $0 $0

Total $82,412,513 $75,999,900 $89,220,667 $96,658,757 $96,973,498

Public Works – Appropriation History

$120 (M)

$100 (M) ALL FUNDS

$80 (M)

$60 (M)

$40 (M)

$20 (M) GENERAL FUND

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

K-4 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted

1010 General Purpose $3,949,976 $1,959,781 $1,524,409 $42,064 $198,178 1100 Self Insurance Liability 70 1,741,314 664,852 664,852 664,852 1150 Workers' Compensation Insurance Claims 474 0 0 0 0 1400 General Payroll Revolving Fund 0 4,170 0 0 0 1600 Underground District Revolving Fund 1,237,004 1,213,980 911,425 956,195 956,195 1700 Mandatory Refuse Program 0 13,561 0 0 0 1710 Recycling Program 5,355,643 4,891,419 5,764,143 5,797,416 5,797,416 1720 Comprehensive Clean-up 10,525,948 11,387,316 10,257,784 10,542,998 10,542,998 1730 Henry J. Kaiser Convention Center 0 5,693 0 0 0 1750 Multipurpose Reserve 3,595,684 4,167,179 3,705,341 3,666,815 3,666,815 1760 Telecommunications Reserve 851 4,023 0 0 0 1780 Kid's First Oakland Children's Fund 0 468 0 0 0 1790 Contract Administration Fee 98 0 0 0 0 1820 OPRCA Self Sustaining Revenue 0 47 0 0 0 2101 National Archives and Records Administration 0 (1,360) 0 0 0 2104 Department Commerce 3,808 0 0 0 0 2106 Department Defense (73) 0 0 0 0 2108 Department of Housing and Urban Developme 60,834 74,432 0 0 0 2112 Department of Justice 0 29,662 0 0 0 2114 Department of Labor (18) 205 0 0 0 2116 Department of Transportation 844,397 728,058 1,366,151 927,771 1,416,941 2124 Federal Emergency Management Agency 165,950 781 0 0 0 2125 Environmental Protection Agency 14,943 78,222 92,786 95,584 95,584 2128 Department of Health and Human Services 1,884 11,544 0 0 0 2134 California Parks and Recreation 423 0 0 0 0 2139 California Department of Conservation 0 93,770 0 0 0 2140 California Department of Transportation 23,872 1,941 0 0 7,367 2146 California State Emergency Services 0 0 256,500 133,596 0 2148 California Library Services 0 530 0 0 0 2154 California Integrated Waste Management 318,200 343,130 16,172 36,636 36,636 2159 State of California Other 0 6,160 0 0 0 2160 County of Alameda Grants 16,522 34,177 0 0 0 2162 Metropolitan Transportation Commission 104,138 95,676 78,318 70,427 189,581 2164 Congestion Mitigation and Air Quality (CMAQ) 0 0 47,000 0 0 2175 Alameda County Waste Management Authority 183,412 141,503 364,000 0 0 2190 Private Grants 0 14,127 0 0 0 2210 Measure B Fund 2,700,791 2,072,838 2,652,684 3,004,864 3,125,524 2230 State Gas Tax 5,928,660 7,269,494 9,582,048 9,939,891 10,005,384 2240 Measure O Fund 0 367 0 0 0 2310 Landscaping & Lighting Access District 2,685,077 2,342,047 2,701,402 5,097,720 5,222,558 2320 Fire Suppression Assessment District 4,437 565 0 0 0 2416 Traffic Safety Fund 239,463 122,487 229,968 237,142 237,142 2826 Mortgage Revenue 10,362 1,371 0 0 0 2990 Public Works Grants 277,732 220,603 496,369 485,715 480,675 2992 Parks & Recreation Grants (4,017) 0 0 0 0 2999 Miscellaneous Grants 170,494 49,208 61,505 63,144 63,144 3100 Sewer Service Fund 11,904,538 11,396,989 14,064,755 13,790,643 13,769,216 3200 Golf Course Fund 0 618 0 0 0 3999 Miscellaneous Enterprise Funds 0 312 0 0 0 4100 Equipment Rental 16,015,270 8,870,267 15,098,275 15,416,229 15,416,229 4300 Reproduction 342 213 0 0 0 4400 City Facilities Fund 13,130,745 14,572,986 17,139,561 18,783,800 18,783,800 4450 City Facilities Energy Conservation Loan 57 2,826 0 0 0 4500 Central Stores 0 15,664 0 0 0

FY 2001-03 Adopted Policy Budget K-5 PUBLIC WORKS AGENCY Table of Contents

Appropriation History (continued): Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted

4550 Equipment Parts Stores 3,365 (178,440) 617,700 617,700 617,700 5004 Measure K, Series B 108 0 0 0 0 5006 Measure K, Series C 197,120 272,654 0 0 0 5008 Measure I, Emergency Response 585,920 142,852 44,217 0 0 5010 Measure I, Cultural Enrischment 389,859 565,053 388,666 166,723 35,955 5012 City Administrative Building 28,239 37,314 0 0 0 5014 2000 Measure K Series D 0 0 0 164,430 164,430 5050 Proctor Utility Underground 0 (7,575) 0 0 0 5054 LaSalle Utility Underground District (10,078) 0 0 0 0 5500 Municipal Capital Improvement 1,331,208 1,101,387 1,094,636 1,346,916 953,082 5502 CHW Insurance Proceeds 286,860 25,941 0 0 0 5550 Municipal Improvements Revenue Bonds 0 2,200 0 0 0 5999 Miscellaneous Capital Projects 0 757 0 304,063 304,062 7200 Health Insurance Premium Trust 0 44 0 0 0 7760 Grant Clearing 3,041 5,458 0 4,185,916 4,222,034 7780 Oakland Redevelopment Agency Projects 128,879 48,371 0 119,507 0 8999 Default Fund Payroll 0 3,520 0 0 0

Total Budget $82,412,513 $75,999,900 $89,220,667 $96,658,757 $96,973,498

Authorized FTE 653.86 657.18 653.68 691.00 692.50

Funding by Source FY 2001-03 Adopted Policy Budget $193,632,255

General Purpose 0.1%

Measure B Fund 3.2% Other Grant Clearing 6.5% 4.3% City Facilities Fund 19.4% Multipurpose Reserve 3.8%

Landscaping & Lighting Access District 5.3%

Recycling Program Equipment Rental 6.0% 15.9%

Comprehensive Clean- up 10.9% Sewer Service Fund State Gas Tax 14.2% 10.3%

K-6 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Significant Budget Changes for the Public Works Agency

Significant budget changes for the Public Works Agency are focused on core activities of the agency: development and maintenance of facilities and infrastructure.

Agency Administration Activities

• The Agency will collaborate with the Financial Services Agency to initiate a comprehensive program to ensure the City’s compliance with the provisions of the Governmental Accounting Standards Board (GASB) Circular 34. Under GASB 34 public agencies are required to inventory, assess the condition of, and report on infrastructure assets to ensure maintenance funding of those assets tied to condition performance indices.

• The Agency will begin using the Grant Clearing Fund and has established a mechanism to distribute and track agency overhead via three special projects.

• The Agency will fund one new Attorney and 0.5 of a Paralegal in the City Attorney’s Office to specifically focus on reducing Agency and the City’s liability regarding facility and infrastructure maintenance and construction activities.

Maintenance and Support Services

• Funding has been increased for the Illegal Dumping program and will provide six Enforcement Officers, one Hearing Officer and one Police Services Technician II to manage administrative and enforcement aspects of the program. The annual funding increase of $875,000 will cover increased operations and maintenance costs in addition to providing for the staff increase.

• Additional funding of $200,000 annually has been included to increase support for the Downtown Clean Team efforts.

• Four additional Parking Meter Repair Workers have been added to accelerate the repair and replacement of damaged meters throughout the City. The additional, anticipated revenue resulting from more timely meter repairs will offset the annual funding increase of $225,000.

• Two Heavy Equipment Operators and the Tiger Mowers they operate will be transferred to the Fire Department as part of the fire suppression activities associated with vegetation management.

• The Facilities Planning Unit of the Life Enrichment Agency will be transferred to the Public Works Agency to consolidate facility planning activities.

• Three additional Sewer Maintenance Workers (half-year FTE in FY 2001-02 and full-year FTE in FY 2002-03) were added to the Public Works Agency budget to provide increased manpower to maintain the City’s sewer and storm drain infrastructure.

FY 2001-03 Adopted Policy Budget K-7 PUBLIC WORKS AGENCY Table of Contents

Staffing History: Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Authorized Authorized Authorized Authorized Authorized

Agency Administration 26.00 35.00 35.00 40.00 40.00 Design & Construction Services 135.00 131.00 123.50 128.00 128.00 Support Services 175.93 209.18 212.18 211.50 211.50 Maintenance Services 316.75 282.00 283.00 311.50 313.00

Total 653.68 657.18 653.68 691.00 692.50

800 (FTE)

700 (FTE)

600 (FTE)

500 (FTE)

400 (FTE)

300 (FTE)

200 (FTE)

100 (FTE)

0 (FTE) 1998-99 1999-00 2000-01 2001-02 2002-03 Actu al Actu al Unaudited Actual Adopted Adopted

Agency Administration Design & Construction Services Support Services Maintenance Services TOTAL

K-8 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Agency Director, Public Works 1.00 1.00 1.00 1.00 1.00 Deputy Director, Public Works 3.00 3.00 3.00 3.00 3.00 Deputy Director, Public Works 1.00 0.00 0.00 0.00 0.00 Manager, Building Services 0.00 1.00 1.00 1.00 1.00 Manager, Electrical Services 1.00 1.00 1.00 1.00 1.00 Manager, Equipment Services 1.00 1.00 1.00 1.00 1.00 Account Clerk II 2.00 2.00 2.00 2.00 2.00 Account Clerk III 5.00 5.00 5.00 5.00 5.00 Accountant I 1.00 1.00 1.00 1.00 1.00 Accountant II 2.00 1.00 1.00 1.00 1.00 Accountant III 2.00 2.00 2.00 2.00 2.00 Administrative Analyst II 3.00 3.00 3.00 3.00 3.00 Administrative Assistant I 14.00 11.00 11.00 12.00 12.00 Administrative Assistant II 9.00 10.00 10.00 12.00 12.00 Administrative Services Manager I 1.00 2.00 2.00 2.00 2.00 Administrative Services Manager II 1.00 2.00 2.00 0.00 0.00 Administrative Analyst I 3.00 3.00 3.00 3.00 3.00 Architectural Associate 7.00 4.50 4.50 4.50 4.50 Architect 3.00 4.00 4.00 3.00 3.00 Architectural Assistant (Office) 3.00 0.00 0.00 0.00 0.00 Architectural Assistant (Field) 2.00 4.00 4.00 3.00 3.00 Architectural Landscape, Assistant 1.00 0.00 0.00 0.00 0.00 Auto Equipment Mechanic 11.00 11.00 11.00 11.00 11.00 Auto Equipment Painter 1.00 1.00 1.00 1.00 1.00 Auto Equipment Service Worker 4.00 4.00 4.00 4.00 4.00 Blacksmith/Welder 1.00 1.00 1.00 1.00 1.00 Budget and Grants Administrator 1.00 1.00 1.00 1.00 1.00 Business Analyst II 0.00 1.00 1.00 1.00 1.00 Capital Improvement Program Mgr. 1.00 1.00 1.00 1.00 1.00 Capital Improvement Project Coord. 3.00 5.00 5.00 6.00 6.00 Carpenter 8.00 7.00 7.00 7.00 7.00 Chief of Party 3.00 3.00 3.00 3.00 3.00 City Architect 1.00 0.00 0.00 0.00 0.00 City Architect, Assistant 1.00 1.00 1.00 1.00 1.00 City Land Surveyor 1.00 0.00 0.00 0.00 0.00 City Transportation Coordinator 1.00 1.00 1.00 1.00 1.00 Civil Engineer, Principal 2.00 3.00 3.00 4.00 4.00 Civil Engineer (Field) 1.00 1.00 1.00 0.00 0.00 Civil Engineer (Office) 10.00 10.00 10.00 9.00 9.00 Civil Engineer, Supervising. (Field) 1.00 1.00 1.00 3.00 3.00 Civil Engineer, Supervising (Office) 4.00 2.00 2.00 2.00 2.00 Clean City Specialist 1.00 0.00 0.00 0.00 0.00 Clean City Specialist, Senior 1.00 1.00 1.00 1.00 1.00 Clean Community Specialist 0.00 1.00 1.00 1.00 1.00 Clean Community Supervisor 1.00 1.00 1.00 1.00 1.00 Complex Manager 1.00 1.00 1.00 1.00 1.00 Complex Manager, Assistant 1.00 1.00 1.00 1.00 1.00 Concrete Finisher 3.00 3.00 3.00 3.00 3.00 Const & Maint Mechanic 5.00 7.00 8.00 8.00 8.00

FY 2001-03 Adopted Policy Budget K-9 PUBLIC WORKS AGENCY Table of Contents

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Const & Maint Supv I 4.00 4.00 5.00 5.00 5.00 Const & Maint Supv II 1.00 1.00 1.00 1.00 1.00 Construction Inspection, Supv. (Field) 2.00 2.00 2.00 4.00 4.00 Construction Inspector. (Field) 8.00 9.00 9.00 16.00 16.00 Construction Inspector. SR (Field) 12.00 11.00 10.00 12.00 12.00 Contract Administration Supv. 1.00 1.00 1.00 1.00 1.00 Custodian 18.00 16.00 16.00 22.00 22.00 Custodian Supervisor 3.00 1.00 1.00 0.00 0.00 Custodial Services Supervisor I 0.00 1.00 1.00 2.00 2.00 Custodian, PPT 2.00 2.75 2.75 4.00 4.00 Custodian, PT 11.43 18.43 18.43 11.00 11.00 Drafting and Design Technician 1.00 0.00 0.00 0.00 0.00 Drafting Technician, Int 2.00 1.00 1.00 2.00 2.00 Drafting Technician, SR (Office) 0.00 1.00 1.00 3.00 3.00 Elect Const & Maintenance Supt. 1.00 0.50 0.00 1.00 1.00 Electro-Mechanical Machinist 1.00 1.00 1.00 1.00 1.00 Electrical Construction & Maint. Supv 1.00 0.00 0.00 0.00 0.00 Electrical Construction & Maint. Planner 1.00 1.00 1.00 0.00 0.00 Electrical Engineer II 2.00 2.00 1.00 1.00 1.00 Electrical Engineer III 2.00 2.00 2.00 2.00 2.00 Electrical Supervisor 2.00 2.00 2.00 2.00 2.00 Electrician 17.00 17.00 14.00 14.00 14.00 Electrician Leader 3.00 3.00 3.00 3.00 3.00 Electrician Helper 2.00 2.00 2.00 2.00 2.00 Energy Engineer III 1.00 1.00 1.00 1.00 1.00 Enforcement Officer 0.00 0.00 0.00 6.00 6.00 Engineer, Assistant I (Office) 2.00 2.00 2.00 3.00 3.00 Engineer, Assistant II (Field) 5.00 9.00 9.00 9.00 9.00 Engineer, Assistant II (Office) 13.50 13.00 13.00 11.00 11.00 Engineering Intern, PT 2.00 2.00 2.00 3.50 3.50 Engineering Tech. II (Office) 4.00 4.00 3.00 3.00 3.00 Engineering Technician, Senior (Office) 1.00 1.00 1.00 1.00 1.00 Environmental Affairs Intern 3.00 4.00 4.00 4.00 4.00 Environmental Education Specialist 2.00 2.00 2.00 2.00 2.00 Environmental Program Specialist 3.00 3.00 3.00 5.00 5.00 Environmental Program Supervisor 1.00 1.00 1.00 1.00 1.00 Environmental Program Supervisor 1.00 1.00 1.00 1.00 1.00 Equipment Body Repair Worker 3.00 3.00 3.00 3.00 3.00 Equipment Services Supt. 1.00 1.00 1.00 1.00 1.00 Equipment Supervisor 2.00 2.00 2.00 2.00 2.00 Executive Assistant to the Director 1.00 1.00 1.00 1.00 1.00 Field Services Supervisor 0.00 1.00 1.00 1.00 1.00 Fleet Specialist 1.00 1.00 1.00 1.00 1.00 Graffiti Abatement Supervisor 1.00 1.00 1.00 1.00 1.00 Heavy Equipment Mechanic 20.00 20.00 20.00 20.00 20.00 Heavy Equipment Operator 9.00 9.00 9.00 7.00 7.00 Heavy Equipment Service Worker 9.00 9.00 9.00 9.00 9.00

K-10 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Heavy Equipment Supv. 3.00 3.00 3.00 3.00 3.00 Information Systems Administrator 1.00 1.00 1.00 1.00 1.00 Job Developer 1.00 0.00 0.00 0.00 0.00 Microcomputer Systems Specialist II 0.00 0.50 0.50 0.00 0.00 MIS Supervisor 0.00 0.00 0.00 1.00 1.00 Maintenance Mechanic 10.00 9.00 10.00 10.00 10.00 Management Assistant 1.00 1.00 1.00 2.00 2.00 Management Intern 1.00 3.00 3.00 3.00 3.00 Mayor's PSE 14 (Conf) 0.00 1.00 1.00 1.00 1.00 Office Assistant II 10.00 9.00 8.00 8.00 8.00 Painter 12.00 13.00 14.00 15.00 15.00 Park Attendant, PT 1.00 1.00 1.00 1.00 1.00 Park Planner, Senior 0.00 0.00 0.00 1.00 1.00 Parking Control Techician 13.00 0.00 0.00 0.00 0.00 Parking Control Tech, PPT 2.50 2.50 2.50 2.50 2.50 Parking Control Tech, PT 18.50 8.50 8.50 8.50 8.50 Parking Enforcement Supervisor I 2.00 0.00 0.00 0.00 0.00 Parking Enforcement Supervisor II 1.00 0.00 0.00 0.00 0.00 Parking Meter Repair Worker 5.00 5.00 5.00 9.00 9.00 Pavement Management Supv. 1.00 1.00 1.00 1.00 1.00 Payroll Personnel Clerk I 3.00 4.00 4.00 4.00 4.00 Payroll Personnel Supervisor 1.00 0.00 0.00 0.00 0.00 Planning Investigator, Design Review 1.00 0.00 0.00 0.00 0.00 Plumber 3.00 3.00 3.00 3.00 3.00 Project Manager II 0.00 1.00 1.00 1.00 1.00 Public Service Employee 51 (PT) 0.50 0.00 0.00 0.00 0.00 Public Service Rep 1.00 2.00 2.00 2.00 2.00 Public Works Maintenance Worker 74.00 76.00 76.00 78.00 78.00 Public Works Operations Manager 0.00 3.00 3.00 0.00 0.00 Public Works Personnel Coordinator 1.00 0.00 0.00 0.00 0.00 Public Works Supervisor I 19.00 19.00 19.00 19.00 19.00 Public Works Supervisor II 6.00 5.00 5.00 5.00 5.00 Public Works Supervisor III 3.00 0.00 0.00 3.00 3.00 Real Estate Agent 4.00 0.00 0.00 0.00 0.00 Real Estate Agent, Spervising 1.00 0.00 0.00 0.00 0.00 Real Estate Service Manager 1.00 0.00 0.00 0.00 0.00 Recycling Specialist 3.00 3.00 3.00 3.00 3.00 Recycling Supervisor 1.00 1.00 1.00 1.00 1.00 Recycling Specialist, Senior 1.00 1.00 1.00 1.00 1.00 Sewer Maintenance Leader 21.00 18.00 18.00 18.00 18.00 Sewer Maintenance Worker 26.00 28.00 28.00 29.50 31.00 Sign Maintenance Worker 8.00 8.00 8.00 8.00 8.00 Stationary Engineer 11.00 13.00 13.00 13.00 13.00 Stationary Engineer, Chief 3.00 3.00 3.00 3.00 3.00 Storekeeper 4.00 4.00 4.00 4.00 4.00 Street Maintenance Leader 33.00 31.00 31.00 30.00 30.00 Street Sweeper Operator 18.00 18.00 18.00 20.00 20.00 Student Trainee, PT 1.50 1.50 1.50 1.50 1.50 Support Services Supervisor 3.00 2.00 2.00 4.00 4.00

FY 2001-03 Adopted Policy Budget K-11 PUBLIC WORKS AGENCY Table of Contents

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Surveying Technician (Field) 1.00 0.00 0.00 0.00 0.00 Surveying Technician, SR 3.00 3.00 3.00 3.00 3.00 Traffic Engineer Tech. SR (Office) 1.00 1.00 1.00 1.00 1.00 Traffic Painter 7.00 7.00 7.00 7.00 7.00 Traffic Sign Maker 1.00 1.00 1.00 1.00 1.00 Training & Public Services Admin. 1.00 1.00 1.00 1.00 1.00 Transportation Engineer (Office) 3.00 3.00 3.00 6.00 6.00 Transportation Engineer, Assistant 3.00 3.00 3.00 4.00 4.00 Transportation Engineer, Supervising 2.00 2.00 2.00 0.00 0.00 Transportation Planner, Senior 1.00 2.00 2.00 1.00 1.00 Tree Trimmer 0.00 0.00 0.00 1.00 1.00 Truck Driver 11.00 10.00 10.00 10.00 10.00 Youth Employment Specialist 1.00 0.00 0.00 0.00 0.00

Total 653.68 657.18 653.68 691.00 692.50

K-12 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation vs FTE

Appropriation ($ M) FTE 110 700 100

90 600 80 500 70

60 400

50 300 40

30 200

20 100 10

- 0 1998-991998-99 1999-00 1999-00 2000-01 2000-01 2001-02 2002-03 2001-02 2002-03 ActualActual Actual Actual UnauditedUnaudited Adopted Adopted Adopted Adopted Actual Actual

General Fund All Funds FTE

FY 2001-03 Adopted Policy Budget K-13 PUBLIC WORKS AGENCY Table of Contents

Agency Administration

Services Provided:

The Director’s Office provides oversight and direction to the departments in the Public Works Agency (PWA); advises the Mayor, City Council, and the City Manager on public works issues; develops and facilitates the implementation of action plans to address current and future City public works needs; manages the Agency’s resources to meet the goals and objectives of the Mayor and Council; and responds to Mayor, Council, and City Manager requests for information and/or action. The Administrative Services Department comprised of Human Resources, Contract Administration, Fiscal Services and Management Information Systems (MIS) supports the work of the other Public Works departments. Human Resources provides Agency-wide management, oversight, and support for personnel management, training and customer service, public information, education and community outreach. Contract Administration assists Agency departments in the administration and bidding of construction and professional services contracts. Fiscal Services is responsible for financial, accounting, and budgetary operations of the Agency including the processing of all vendor and contractor payments, oversight of expenditure and revenue projections, and budget development. MIS administers and monitors the development of Client/Server systems and network solutions and installs new hardware and software applications.

Major Accomplishments:

Major accomplishments during FY 1999-01 included commencing a program with Conservation Corps to supplement weeding and cleaning along City streets and pathways; implementing the Community Oriented Government Service Delivery System; developing and implementing Sustainable Development strategies; initiating a program to enhance prompt response to customer service inquiries; developing an internal management tool based on the Agency’s performance measures to ensure continuous improvement of services; publishing and distributing editions of Guide to PWA Services to residents, employees, businesses, and other jurisdictions on an annual basis; developing a new document for the Request for Proposal process; preparing and distributing “Internal Procedures for Conducting Financial and Procurement Activities under the ‘New’ Financial Management System” for use throughout the Agency; reconciling the correct charging of funds and accounts to finish 99-00 within the Agency’s general purpose and all funds appropriations; improving service delivery through the use of current technology by upgrading 150 personal computers Agency-wide; developing a plan for upgrading the Wide Area Network (WAN) to improve the speed of file and data sharing; providing enhanced monitoring of capital improvement projects; providing reports and prompt responses to requests of the Mayor, City Council, City Manager, and other City Agency/Department Directors; and continuing to improve overall quality and responsiveness for public works services.

Plans for FY 2001-03:

Plans for FY 2001-03 include continuing to pursue aggressively the goals and objectives of the Mayor, City Council, and City Manager as they relate to public works programs; continuing to provide prompt responses to reports and requests of the Mayor, City Council, City Manager, and other City Agency/Department Directors; continuing to work aggressively in the areas of staff recruitment and development; applying and conforming to requirements for accreditation under the American Public Works Association (APWA); and continuing to improve overall quality and responsiveness for Public Works services. Plans for the Administrative Services Department for 2001-03 include developing a new outreach initiative; continuing to increase efficiencies and accountability for public works services; continuing to provide prompt and courteous responses to questions from citizens and other City associates; updating and revamping the Agency website; and continuing to work aggressively in the areas of staff recruitment and development. The Facilities Planning Unit of the Life Enrichment Agency’s Office of Parks and Recreation will be transferred to the Public Works Agency.

K-14 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Agency Administration Actual Actual Actual Adopted Adopted Personnel Services $2,517,379 $2,959,424 $2,387,309 $2,481,736 $2,839,036 Operation & Maintenance 990,260 1,679,996 1,461,418 1,928,760 1,571,460 Capital Outlay 0 0 0 0 0

Subtotal Budget $3,507,639 $4,639,420 $3,848,727 $4,410,496 $4,410,496 Intradepartmental Transfers 47,456 (2,050,133) (2,816,780) (3,135,286) (3,135,286)

Total Budget $3,555,095 $2,589,287 $1,031,947 $1,275,210 $1,275,210

Authorized Staffing (FTE) 26.00 35.00 35.00 40.00 40.00

Appropriation History: General Fund $1,498,925 $81,063 ($285,251) ($3,056,018) ($3,092,136) All Funds 3,555,095 2,589,287 1,031,947 1,275,210 1,275,210

Activites: Director's Office ($1,403,666) ($1,403,666) Human Resources 909,694 909,694 Management Information Systems 1,411,859 1,411,859 Contract Administration 357,323 357,323

Total $1,275,210 $1,275,210

PWA Administration Appropriation History

$4 (M)

$3 (M) ALL FUNDS

$2 (M)

$1 (M)

$0 (M)

GENERAL FUND -$1 (M)

-$2 (M)

-$3 (M)

-$4 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Adopted Adopted Actual

FY 2001-03 Adopted Policy Budget K-15 PUBLIC WORKS AGENCY Table of Contents

Design and Construction Services

Services Provided:

The Design and Construction Services Department provides engineering design services for public street, sanitary sewer, and storm drain improvements; electrical design for new traffic signals and street lighting improvements; 24 hour maintenance of street lights and traffic signals; management and inspection of public capital improvement construction projects; management of the Sewer Infiltration/Inflow Correction Program, Utility Undergrounding Program, Neighborhood Traffic Safety Program, traffic engineering and off-street parking programs.

Major Accomplishments:

Major accomplishments in FY 1999-01 included completion of the new Emergency Operations Center and Oakland Animal Shelter, seismic and ADA improvements for several recreation centers and libraries, and the seismic retrofit of Fire Stations 6, 16, 19 and 27; major improvements were completed at several recreation centers and parks; three major utility undergrounding projects were completed. The Street Lighting Improvement Program was completed; ten new traffic signals and audible pedestrian signals were installed at locations throughout the City and over 70 signals were evaluated and synchronized; the Agency installed 300 disabled person zones (blue curbs), 315 speed bumps on 210 blocks, traffic islands and barriers at 13 locations, STOP signs at 50 intersections and completed over 1,600 traffic investigations; approximately $20 million in regional, state and federal grants were obtained for transportation improvements; the Agency achieved consensus for the extension of Mandela Parkway from 32nd Street to Hollis Street, including a negotiated $2.5 million land donation from Catellus for the project. Significant street repair and reconstruction projects were completed throughout the City and over 500 curb ramps were installed. Several slide repairs were completed. Significant progress was made on the Sewer Program; engineering staff provided support and assistance to the Storm Drainage Task Force and the Storm Drainage Financing Committee in continuing to evaluate the City’s storm drainage system and funding options. Staff commenced a $2 million storm drainage master plan for the storm sewer system. Staff also developed a web page providing current project status information and planned capital improvements to the City’s infrastructure.

Plans for FY 2001-03:

Plans for FY 2001-03 include seismic retrofit of Fire Station #21, Fox Theatre and Marquee renovations, a new Museum Collections Facility, Splash Pad Park, study and implementation of Oakland Army Base utilities infrastructure, Lakeside Park improvements, San Pablo median improvements (Phase II), Eastlake streetscape improvements, Hegenberger Gateway enhancements, new Sanborn Recreation Center streetscape improvements, North Oakland Sports Center, new BART Elevator at Frank Ogawa Plaza, Broadway/14th Transit Center streetscape improvements, Peralta Hacienda Park improvements, 8th Street/Acorn-Prescott improvements, and a Citywide street furniture program. The Agency plans to design and install five new traffic signals, five lighted crosswalks, over one hundred speed bumps and five traffic islands/ barriers. Also proposed a new citywide traffic count program and radar speed surveys for over 200 locations. Additional work includes planned bike lanes on Telegraph Avenue and Hegenberger/73rd; streetscape improvements on International Boulevard and MacArthur Boulevard; and several street rehabilitation projects. Work is planned for construction of a replacement bridge over the Lake Merritt Channel on Embarcadero. The Agency will also install over 700 curb ramps and complete nine sanitary sewer rehab projects and four sewer relief projects. The storm drainage master plan will be completed and the Geographic Information System will be enhanced and incorporated into PWA operations.

K-16 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Design & Construction Services Actual Actual Actual Adopted Adopted Personnel Services $9,250,464 $8,301,456 $9,915,373 $10,666,252 $10,662,298 Operation & Maintenance 6,601,688 7,130,155 8,863,362 10,323,264 10,505,816 Capital Outlay10,89582,483000

Subtotal Budget $15,863,046 $15,514,094 $18,778,735 $20,989,516 $21,168,114 Intradepartmental Transfers 431,712 449,536 (313,656) (330,266) (330,266)

Total Budget $16,294,758 $15,963,630 $18,465,079 $20,659,250 $20,837,848

Authorized Staffing (FTE) 135.00 131.00 123.50 128.00 128.00

Appropriation History: General Fund $1,522,824 $1,547,016 $1,477,856 $1,057,445 $1,214,406 All Funds 16,294,758 15,963,630 18,465,079 20,659,250 20,837,848

Activities: Transportation Planning $619,777 $625,135 Electrical Services 8,676,885 8,751,896 Construction Inspection 3,305,480 3,334,056 Traffic and Parking 7,024,145 7,084,869 Project Management 1,032,963 1,041,892

Total $20,659,250 $20,837,848

Design & Construction Services Appropriation History

$25 (M)

$20 (M)

ALL FUNDS

$15 (M)

$10 (M)

$5 (M)

GENERAL FUND

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget K-17 PUBLIC WORKS AGENCY Table of Contents

Selected Performance Measures:

Activity: Citywide Traffic Safety Division: Design and Construction Services

Objective: To provide and maintain safe and efficient movement of vehicular and pedestrian traffic; and improve safety in residential areas.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent reduction of accidents at targeted intersections following installation of stop signs -50% -10.7% 30% 30% Percent reduction of accidents on targeted streets following installation of speed bumps -30% -10.2% 30% 30% Percent reduction of speed on targeted streets following installation of speed bumps/stop -22% -11.5% 22% 22% Percent of residents affected by mitigation measures who are satisfied with them 75% n/a 75% 75%

Activity: Traffic Signal Maintenance Division: Design and Construction Services

Objective: To provide levels of traffic signal operation that assures safe use of public streets.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of repair calls responded to within two hours 90% 88% 90% 90% Average number of hours to repair traffic signals 2 1.4 2 2

Activity: Street Lighting Maintenance and Installation Division: Design and Construction Services

Objective: To provide levels of street lighting that assures safe use of public streets.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of repair calls responded to within one working day 95% 90% 95% 95% Percent of residents surveyed satisfied with service response 80% 87% 80% 80%

Percent Reduction of Speed on Targeted Streets Following Installation of Speed Bumps/Stop Signs

0% 2000-01 2000-01 2001-02 2002-03 Projected Actual Projected Projected

-5%

-10%

-12%

-15%

-20%

-22% -22% -22%

-25%

K-18 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Percent of Traffic Signal Repair Calls Responded to Within 2 Hours

91%

90% 90% 90% 90%

89%

88.3%

88%

87% 2000-01 2000-01 2001-02 2002-03 Projected Actual Projected Projected

Average Number of Hours to Repair Traffic Signals

3

2 22 2

2 1.4

1

1

0 2000-01 2000-01 2001-02 2002-03 Projected Actual Projected Projected

FY 2001-03 Adopted Policy Budget K-19 PUBLIC WORKS AGENCY Table of Contents

Maintenance Services

Services Provided:

The Maintenance Services Department of the Public Works Agency keeps the City streets and public rights-of-way clean of debris and safety hazards by providing street sweeping services, inspection and maintenance of public lots, abatement of graffiti, removal of illegally dumped materials, and emptying of street litter containers. The Department also provides creek maintenance, repair and maintenance of the City’s sanitary sewer and storm drainage systems and preparation for winter storms. Street repair and maintenance is provided through street resurfacing, pothole repair and traffic signing and striping. Sidewalk and pathway repair, utility inspections (including cable installations) and parking meter maintenance are also provided.

Major Accomplishments:

Major accomplishments during FY 1999-01 included responding to approximately 32,400 illegal dumping complaints annually, removing over 60,000 cubic yards of illegally dumped material from public rights-of-way; bimonthly commercial area sidewalk sweeping and installing and maintaining 864 litter containers. The Agency created a Downtown Clean Team and swept 77,000 miles of residential, commercial, and industrial streets. The Agency issued approximately 402,048 citations collecting $12,865,536 used to support day and night street sweeping programs. Over 12,000 cubic yards of vegetation were removed from shoulders, roadways and public property. The Street Resurfacing Program completed several projects using a combination of contract and in-house staff. Wheelchair ramps and sidewalk repairs were added to a $10 million resurfacing contract resulting in the addition of 536 wheelchair ramps, repair of 400 feet of damaged curbs and gutters, and the repair of 14,000 square feet of damaged sidewalk. Approximately 7500 old mechanical parking meter mechanisms were replaced. Approximately 300 new parking meters were installed and 200 damaged/missing parking meters were replace. The Agency instituted a new 48-hour response time standard to repair “broken” parking meters. The Agency fabricated and installed directional, parking and street sweeping signs throughout the City and refaced the school crossing signs with diamond-grade fluorescent reflective yellow-green sheeting. The Agency installed 2000 ceramic markers, 500 reflectors, 250 delineators and approximately 300 disabled person blue zones throughout the City. The Merriewood Pathway (stairway) was repaired. The agency provided sandbags and plastic to residents, distributed sandbags to the disabled and elderly, responded to flooding complaints and implemented measures to eliminate/minimize flooding. The Agency harvested underwater vegetation in Lake Merritt, to reduce algae. The agency cleaned storm drain inlets, assisted property owners in identifying problems within their sewer drainage systems; cleared sewer stoppages within 2 hours of notification; and restored flow of defective sewer lines within 24 hours.

Plans for FY 2001-03:

Plans for FY 2001-03 include continuing to strive for removing 98 percent of illegally dumped materials from City streets; enhancing the street and sidewalk cleaning programs and removing approximately 2 million square feet of graffiti; enhancing customer service and expanding the hours of operation; continuing to install traffic calming improvements for 100 blocks and resurfacing at least 32 lane miles of City streets; adding 150 street litter containers and providing maintenance support services to the community for special events such as parades and neighborhood events; enhancing the maintenance operation of inlets and manholes by increasing the cleaning schedule; reducing the number of drainage blockages by increasing the maintenance schedule; and painting 380,000 square feet of traffic markings.

K-20 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Maintenance Services Actual Actual Actual Adopted Adopted Personnel Services $19,896,465 $16,503,133 $17,539,388 $18,869,543 $19,202,364 Operation & Maintenance 13,063,311 9,926,423 11,557,976 12,770,296 12,549,028 Capital Outlay 264,286 140,912 0 0 0

Subtotal Budget $33,224,062 $26,570,468 $29,097,364 $31,639,839 $31,751,392 Intradepartmental Transfers 7,338,953 732,264 0 0 0

Total Budget $40,563,014 $27,302,732 $29,097,364 $31,639,839 $31,751,392

Authorized Staffing (FTE) 316.75 282.00 283.00 311.50 313.00

Appropriation History: General Fund $33,734 ($10,813) $93,556 $1,918,168 $1,953,408 All Funds 40,563,014 27,302,732 29,097,364 31,639,839 31,751,392

Activities: Admin. Svcs / Project Planning$ 1,130,477 $ 1,131,738 Sanitation Maintenance 113,679 113,806 Sidewalk Repair 647,340 648,062 Street Cleaning 11,993,158 12,003,382 Heavy Paving 9,318,539 9,332,100 Sanitary Sewer Maintenance 8,436,646 8,522,304

Total $ 31,639,839 $ 31,751,392

Maintenance Services – Appropriation History

$45 (M)

$40 (M)

ALL FUNDS $35 (M)

$30 (M)

$25 (M)

$20 (M)

$15 (M)

$10 (M)

$5 (M) GENERAL FUND $0 (M)

-$5 (M) 1998-99 1999-0099-00 2000-01 2001-02 2002-03 2002-03 Actual Actualctual UnauditedUnaudited AdoptedAdopted Adopted Actual Actual

FY 2001-03 Adopted Policy Budget K-21 PUBLIC WORKS AGENCY Table of Contents

Selected Performance Measures:

Activity: Sanitary Sewers and Storm Drains Division: Maintenance Services

Objective: To operate and maintain the sanitary sewer system and storm drainage system.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of inlets inspected and cleaned during pre-storm period 95% 85% 95% 95% Average number of days between service call and blockage cleared--sewers 2 1.13 0.25 0.25 Average number of days between service call and blockage cleared--storm drains 2 0.93 0.25 0.25

Activity: Street Cleaning & Graffiti Abatement Division: Maintenance Services

Objective: To maintain and enhance the cleanliness, health and appearance of City streets and public right-of-way.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of graffiti abated from public and private structures within 24 hours of notification 95% 97% 95% 95% Percent of garbage and debris complaints responded to within 24 hours 95% 92% 95% 95% Average elapsed time between receipt of notification and removal of garbage/debris (hours) 2 1.6 2 2 Percent of adopt-a-spot sites rated clean during quarterly inspections 90% 77% 80% 80% Percent of neighborhoods and merchant districts satisfied with support for clean-up events 90% 100% 90% 90%

Activity: Sidewalk Maintenance Division: Maintenance Services

Objective: To provide safe pedestrian passage throughout the City.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent of sidewalks needing repair that were repaired 50% 38% 2% 2% Percent of customers rating sidewalk services satisfactory or better 90% n/a 1% 1%

Activity: Traffic Signing & Striping Division: Maintenance Services

Objective: To provide and maintain safe and efficient movement of vehicular and pedestrian traffic on streets Citywide.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Average number of days to effect sign repairs from request to completion 2 0.14 1 1 Average number of days to effect sign installation from request to completion 20.163 3 Average number of days to effect parking meter repairs from request to completion 3 2.00 3 3

Activity: Street Maintenance Division: Maintenance Services

Objective: To maintain City streets for safe vehicular movement.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected Actual Projected Projected Percent change (from prior year) in street miles rated in less than fair condition 2% -0.4% 13% 13% Percent of street miles resurfaced by contract of total street miles to be maintained 0.4% 0.91% 0.04% 0.04% Percent of requests to repair potholes not completed within 48 hours 33% 70% 2% 2% Percent of requested speed bumps that were installed 100% 100% 100% 100% Percent of street miles repaired by base repair of total street miles planned to be repaired 33% 30% 75% 75%

K-22 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Percent of Garbage and Debris Complaints Responded to Within 24 Hours

96%

95% 95% 95% 95%

94%

93%

92% 92%

91%

90% 2000-01 2000-01 2001-02 2002-03 Projected Actual Projected Projected

Average Elapsed Time Between Receipt of Notification and Removal of Garbage/Debris (hours)

3

2 22 2

1.6

2

1

1

0 2000-01 2000-01 2001-02 2002-03 Projected Actual Projected Projected

FY 2001-03 Adopted Policy Budget K-23 PUBLIC WORKS AGENCY Table of Contents

Support Services

Services Provided:

The Support Services Department is comprised of three divisions: Environmental Services, Municipal Buildings and Equipment Services. The department is responsible for the implementation, promotion, and monitoring of waste reduction, recycling, curbside garbage and yard waste collection programs; providing environmental consulting services; protecting the environment and implementing pollution prevention projects; providing blight mitigation and the environmental restoration of creeks; watershed outreach; implementing the Clean Water Program and completing restoration projects; maintaining over 300 City-owned buildings/facilities and their related infrastructure equipment including elevators, HVAC systems, etc.; designing and upgrading of City facilities to meet safety codes and the needs of facility users; planning and implementing sustainable development and energy efficiency improvements at City facilities; maintaining and improving emergency backup power systems; coordinating tenant improvements; providing security; maintaining 78 tot lots, 49 playgrounds, 36 athletic fields, and 17 tennis courts; preparing specifications for equipment acquisition, maintenance and repair of the fleet; working with other City departments to determine the type of equipment required; and disposing of excess City equipment.

Major Accomplishments:

Major accomplishments during FY 1999-01 included assisting 10,000 residents and businesses with waste reduction issues; implementing the Construction and Demolition Debris Recycling Program; helping establish the Green Building Resource Center to promote sustainable building practices; expanding the Small Business Recycling Program citywide; implementing the Urban Land Redevelopment Program which streamlines the investigation and cleanup of contaminated properties; compiling and distributing 2000 environmental education guides to Oakland School Teachers; establishing a native plant garden and propagating 20,000 new plants; installing illegal dumping prevention measures at 25 creek sites; completing 47 Major Capital Replacement Projects and 82 Capital Improvement Projects; completing approximately 10,000 service requests; cleaning 771,090 square feet of office space daily; ensuring certified inspection of the majority of the City’s 78 tot lots; establishing Oakland as a leader in sustainable development; completing energy efficiency projects (red and green LED traffic signal replacements, Museum climate control system); requisitioning and completing specifications for 626 vehicles and other pieces of equipment valued at $23 million; placing new vehicles in service; increasing the compressed natural gas (CNG) fleet form 111 to 168; and obtaining $405,000 in grant funds to expand the fleet of CNG vehicles.

Plans for FY 2001-03:

Plans for FY 2001-03 include implementing new business and residential recycling programs, conserving natural resources, and increasing waste reduction; providing technical assistance and advising the Oakland Base Reuse Authority on environmental issue; providing hazardous materials waste handling training to approximately 800 City employees; providing environmental services and technical support for 10 - 15 10K Housing Sites; implementing creek restoration projects at three sites; monitoring the implementation of the Creek Protection Ordinance; continuing school and watershed outreach and Creek-to-Bay Day events; promoting the prevention of illegal dumping at creek sides; continuing to respond to facility service requests on schedule and within budget; completing a Municipal Building’s customer guide; creating a citywide energy management plan; implementation of the work order and fleet maintenance system; expanding the use and the number of alternative fuel vehicles; upgrading the police, fire and maintenance vehicles and equipment; and creating additional opportunities for technical/trade school students to work alongside journey-level equipment technicians.

K-24 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Support Services Actual Actual Actual Adopted Adopted Personnel Services $10,101,880 $12,277,130 $13,763,722 $14,263,049 $14,263,080 Operation & Maintenance 13,327,619 17,167,520 26,498,555 28,821,409 28,845,968 Capital Outlay 89,053 393,191 0 0 0

Subtotal Budget $23,518,551 $29,837,841 $40,262,277 $43,084,458 $43,109,048 Intradepartmental Transfers (1,518,905) 306,410 0 0 0

Total Budget $21,999,646 $30,144,251 $40,262,277 $43,084,458 $43,109,048

Authorized Staffing (FTE) 175.93 209.18 212.18 211.50 211.50

Appropriation History: General Fund $894,493 $342,515 $238,248 $122,469 $122,500 All Funds 21,999,646 30,144,251 40,262,277 43,084,458 43,109,048

Activities: Administrative and Fiscal $311,176 $431,090 Environmental Services 7,288,234 7,328,538 Municipal Buildings 19,514,137 19,399,072 Equipment Services 15,970,911 15,950,348

Total $43,084,458 $43,109,048

Support Services – Appropriation History

$50 (M)

$45 (M)

$40 (M) ALL FUNDS $35 (M)

$30 (M)

$25 (M)

$20 (M)

$15 (M)

$10 (M) GENERAL FUND $5 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted

FY 2001-03 Adopted Policy Budget K-25 PUBLIC WORKS AGENCY Table of Contents

Selected Performance Measures:

Activity: Recycling Division: Support Services

Objective: To implement programs that improve the quality of Oakland's environment by reducing the amount of solid waste deposited in landfills in compliance with State mandate AB 939 and Alameda County

1999-00 2000-01 2001-02 2002-03 Performance Measures Actual 6 Month Actual Projected Projected Percent of recycling and solid waste hotline requests processed within one working day 94% 100% 95% 95% Percent of businesses rating the technical assistance provided satisfactory or better new 20% 35% 35% Percent of businesses implementing assessment recommendations n/a 5% 10% 15%

Activity: Municipal Facilities Maintenance Division: Support Services

Objective: To maintain, improve and enhance municipal facilities.

1999-00 2000-01 2001-02 2002-03 Performance Measures Actual 6 Month Actual Projected Projected Percent of service requests completed 96% 101% 85% 85% Percent of emergency repair requests completed within eight hours 75% 100% 95% 95% Percent of vandalism-related service requests completed within seven days 70% 104% 95% 95% Percent of clients satisfied with the custodial services provided 29% 99% 98% 98%

Percent of Emergency Facility Repair Requests Completed Within 8 Hours

120%

100% 95% 95% 100%

75% 80%

60%

40%

20%

0% 1999-00 2000-01 2001-02 2002-03 Actual 6 Month Actual Projected Projected

K-26 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Community and Economic Development Agency

The Community and Economic Development Agency is committed to the sustainable growth and development of all Oakland neighborhoods, industrial and commercial areas, a more densely populated downtown and special districts in ways that promote sound economic standards, environmental quality and the equitable distribution of jobs, housing and income. The Agency will work to attract new businesses, retain and expand existing businesses, facilitate job training and placement, and bring older, blighted areas back into productive use by the sound application of the City’s redevelopment powers. The Agency is further committed to fostering sound neighborhoods through diligent planning practices and administration of the City’s zoning ordinances, and to the promotion of affordable housing opportunities and other housing assistance programs, along with the eradication of blight and blighting influences. In the administration of its diverse services and programs, the Agency is committed to timely, effective and fair treatment of all citizens and customers.

Agency Director William E. Claggett

Division Manager

Planning and Zoning Leslie Gould Building Services Calvin Wong Economic Development Rosie Rios Redevelopment Rosie Rios Housing & Community Development Roy Schweyer

FY 2001-03 Adopted Policy Budget L-1 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Notes

L-2 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Community and Economic Development Agency (391.95 FTE)

Executive Director & Agency Administration (27.50 FTE)

Planning & Zoning Building Services Economic Development Redevelopment Housing & Community (49.30 FTE) (142.50 FTE) (47.65 FTE) (51.00 FTE) (74.00 FTE)

FY 2001-03 Goals:

1. To promote sustainable development that embraces the three principles of environment, economy and equity through green building practices, economic development strategies, education and community participation.

2. To attract ten thousand new residents downtown through market rate and affordable housing and mixed use retail strategies.

3. To promote quality affordable housing citywide.

4. To promote retail activity across the City through attraction of regional and neighborhood retailers, thereby offering Oakland residents a wide selection of quality shopping experiences.

5. To create and retain quality jobs in Oakland that will support the City’s economic base.

6. To continue neighborhood residential, economic and commercial revitalization in all of Oakland’s distinct and vital neighborhoods.

7. To coordinate, facilitate and aggressively enforce the abatement of blighted properties, zoning and building code violations and other public nuisances through dynamic and creative strategies, initiatives and programs.

8. To revitalize Oakland’s traditional industrial areas including reuse of the Oakland Army Base, Oak Knoll Naval Medical Center, brownfields and other underutilized properties.

9. To promote quality new development and redevelopment in Oakland that enhances the special character of the City’s neighborhoods, the downtown, and industrial/commercial areas.

10. To provide customer service that is responsive, timely and accurate; streamline processes to deliver results while including appropriate community involvement.

FY 2001-03 Adopted Policy Budget L-3 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 General Fund Actual Actual Actual Adopted Adopted

Office of the Executive Director $833,588 $36,041 $218,639 $188,000 $188,000 Planning & Zoning 2,722,508 3,410,869 3,823,946 4,652,293 5,012,106 Building Services 12,544,078 12,799,883 12,429,540 14,880,975 16,127,719 Economic Development 0 687,340 1,049,509 725,880 725,810 Redevelopment 0 1,243,047 1,064,457 1,206,584 1,218,706 Housing & Community Development 0 719,572 1,411,400 1,810,990 1,811,683 Municipal Lending Services 129,637 0 0 0 0 Projects 1,216,924 0 0 0 0 Programs 866,081 0 0 0 0

Total $18,312,816 $18,896,752 $19,997,491 $23,464,722 $25,084,024

All Funds

Office of the Executive Director $3,479,511 $394,748 $731,763 $231,542 $231,542 Planning & Zoning 3,111,246 3,735,476 4,068,818 4,890,305 5,250,118 Building Services 13,026,530 13,393,349 13,063,437 15,032,742 16,279,486 Economic Development 0 12,339,445 9,410,693 8,212,344 8,172,274 Redevelopment 0 8,422,173 5,834,128 7,836,352 7,852,898 Housing & Community Development 0 19,161,759 23,447,265 25,464,872 25,349,682 One-Stop Capital Shop 2,317,496 0 0 0 0 Municipal Lending Services 9,824,983 0 0 0 0 Projects 16,181,847 0 0 0 0 Programs 8,419,543 0 0 0 0

Total $56,361,156 $57,446,950 $56,556,104 $61,668,157 $63,136,000

Expenditures by Character

Personnel Services $25,356,317 $24,696,937 $26,577,089 $30,046,944 $31,165,987 Operations & Maintenance 19,680,279 20,270,792 19,161,275 22,923,001 23,358,270 Capital Outlay 1,173,103 1,341,075 18,176 0 0

Subtotal Budget $46,209,699 $46,308,804 $45,756,540 $52,969,945 $54,524,257 Intradepartmental Transfers 0 0 4,102,650 ($383,929) ($470,398)

Appropriations for Loans 10,151,457 11,138,146 6,696,914 9,082,141 9,082,141

Total Budget $56,361,156 $57,446,950 $56,556,104 $61,668,157 $63,136,000

L-4 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditure by Fund Actual Actual Actual Adopted Adopted

1010 General Purpose $18,312,816 $18,896,752 $19,997,491 $23,464,722 $25,084,024 1600 Underground District Revolving 0 6,414000 1710 Recycling Program 24,313 111,425 102,656 225,000 225,000 1750 Multipurpose Reserve 361,773 327,218 373,336 402,800 402,800 1770 Telecommunications Land Use 0 0 0 116,393 116,393 1790 Contract Administration Fee 92,889 77,677000 2102 Department of Agriculture 415,618 5,330 1,751 0 0 2104 Department of Commerce 0 462,789 129,985 0 0 2106 Department of Defense 604,526 829,305 139,644 0 0 2108 Dept. of Housing and Urban Dev. -- CDBG 26,207,680 24,131,696 22,968,123 18,753,652 18,753,652 2110 Department of the Interior 15,091 (5,106) 0 0 0 2116 Department of Transportation 135,158 21,270 1,266 0 0 2124 Federal Emergency Management Agency 810000 2128 Dept. of Health & Human Services 15,402 35,446 39,128 127,359 127,359 2134 California Parks and Recreation (800) 0000 2140 California Department of Transportation 0 74,907000 2154 California Integrated Waste Management Board 0 0 53,848 0 0 2159 State of California Other 0 2,618 36,861 0 0 2160 County of Alameda Grants 222,181 395,986 245,231 250,000 250,000 2162 Metropolitan Transportation Commission 14,798 21,947 4,282 0 0 2166 Bay Area Air Quality Mgmt. Dist. 168,041 7,618 (9,373) 0 0 2175 Alameda County Source Reduction & Recycling 5,958 75000 2185 Oakland Redev. Agency Grants 1,070,209 422,397 692,477 1,349,848 1,349,848 2190 Private Grants 0 63,925 47 0 0 2192 Oakland Base Reuse Authority Lease Revenue 0 5,881 1,134,834 1,662,728 1,662,728 2195 Workforce Investment Act 0 0 241,580 296,216 296,216 2210 Measure B Fund 10,565 8,902 27,752 0 0 2230 State Gas Tax 1020000 2240 Measure O Fund 2820000 2822 Title I Loans - Revolving 1,533 840 100,225 0 0 2824 FHA 203K Loan - Revolving 700 0 401,513 0 0 2826 Mortgage Revenue 124,370 1,020,183 381,047 513,405 513,405 2990 Public Works Grants 72,128 (2,471) 7,120 46,067 46,067 2999 Miscellaneous Grants 481,982 1,188,850 2,086,606 5,456,000 5,456,000 3100 Sewer Service Fund 155,519 129,156 168,289 193,449 193,449 3200 Golf Course 3,948 3,058 3,862 5,548 5,848 4100 Equipment Rental 385 99,855000 4200 Radio 79,562 40,739 61,035 88,671 92,795 4300 Reproduction 730000 4400 City Facilities 890000 5010 GOB Series 1997, Measure 1 90,759 38,468 333 0 0 5012 JPFA Admin Building Series 1996 21,351 855,185 22,765 0 0 5500 Municipal Capital Improvement 246,488 7,856 92,254 90,450 90,450 5502 CHW Insurance Proceeds 8470000 7100 Police and Fire Retirement System 0 947000 7530 Mayor's International Committee 8,333 0 73,855 0 0 7760 Grant Clearing 0 699,633 927,001 0 0 7780 Oakland Redev. Agency Projects 7,396,406 7,459,814 6,020,047 8,625,849 8,469,966 7999 Miscellaneous Trusts 0 0 26,298 0 0 Other 0 365 2,935 0 0

Total Budget $56,361,156 $57,446,950 $56,556,104 $61,668,157 $63,136,000

Authorized (FTE) 306.53 332.90 349.64 391.95 406.40

FY 2001-03 Adopted Policy Budget L-5 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Significant Budget Changes for the Community and Economic Development Agency

Office of the Executive Director

• Enhance Agency’s capacity to utilize and maintain technology resources (2.5 FTE).

Planning & Zoning

• Enhance Planning and Zoning’s capacity to process major projects and Planning Commission cases (1.0 FTE).

• Expedite completion of General Plan elements and Zoning Update (3.0 FTE).

• Enhance Planning and Zoning’s capacity to provide responsive customer service at the Zoning Counter (1.0 FTE).

Building Services

• Significantly increase Building Services ability to process building permits in a streamlined and timely manner (20.0 FTE).

• Creation of a special projects unit responsible for creating and implementing new blight regulations/programs (2.0 FTE).

Economic Development

• Implement the new Neighborhood Property Redevelopment Program (N-PREP), which will target vacant and underutilized properties on the commercial corridors ($360,000).

• Complete street improvement projects underway on International Blvd. and MacArthur Blvd. and undertake new projects in other neighborhood commercial areas ($7,870,000 in the Capital Improvement Program Budget).

Redevelopment

• Issue a $15.1 million bond in FY 02-03 to acquire land and facilitate additional private development projects in the Coliseum area.

• Provide additional staffing to the Downtown (3.0 FTE), Coliseum (1.0 FTE), MacArthur/Broadway/San Pablo (1.0 FTE), and West Oakland (1.0 FTE) redevelopment areas.

Housing and Community Development

• Address the significant backlog in Residential Rent Arbitration appeals through the addition of 6.0 FTE new staff positions.

• Add staff for housing policy (2.0 FTE), monitoring of housing development loans (1.0 FTE), residential lending (2.0 FTE), and in support of the 2000 Housing Bond (2.0 FTE).

L-6 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Staffing History: Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Authorized Authorized Authorized Authorized Authorized

Office of the Executive Director 0.00 27.00 28.00 27.50 29.00 Planning & Zoning 24.93 39.50 43.80 49.30 51.80 Building Services 114.10 126.00 128.00 142.50 155.00 Economic Development 0.00 39.00 41.00 47.65 47.10 Redevelopment 0.00 41.75 49.19 51.00 51.00 Housing & Community Development 0.00 59.65 59.65 74.00 72.50 Agency Admin./Operations 49.50 0.00 0.00 0.00 0.00 One-Stop Capital Shop 7.00 0.00 0.00 0.00 0.00 Municipal Lending Services 29.00 0.00 0.00 0.00 0.00 Projects 53.34 0.00 0.00 0.00 0.00 Programs 28.66 0.00 0.00 0.00 0.00

Total 306.53 332.90 349.64 391.95 406.40

450 (FTE)

400 (FTE)

350 (FTE)

300 (FTE)

250 (FTE)

200 (FTE)

150 (FTE)

100 (FTE)

50 (FTE)

0 (FTE) Authorized Authorized Authorized Authorized Authorized

1998-99 1999-00 2000-01 2001-02 2002-03

Office of the Executive Director Planning & Zoning Building Services Economic Development Redevelopment Housing & Community Dev. One-Stop Capital Shop Municipal Lending Services Projects Programs

FY 2001-03 Adopted Policy Budget L-7 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Agency Director, Econ. & Community Dev. 1.00 1.00 1.00 1.00 1.00 Director of Community Development 0.00 3.00 2.00 2.00 2.00 Director of Econ Dev. & Employment 0.00 1.00 3.00 3.00 3.00 Director, City Planning 0.00 1.00 2.00 2.00 2.00 Director of Housing & Neighborhood Dev. 1.00 0.00 0.00 0.00 0.00 Director of Building 0.00 0.00 1.00 1.00 1.00 Deputy Director/Building Official 0.00 1.00 1.00 0.00 0.00 Deputy Director of Building Services 1.00 0.00 0.00 0.00 0.00 Deputy Director/City Planner 1.00 2.00 2.00 2.00 2.00 Deputy Director, Housing 1.00 0.00 0.00 0.00 0.00 Deputy Director, Program and Planning 1.00 0.00 0.00 0.00 0.00 Deputy Director of Econ. Dev. & Employment 1.00 0.00 0.00 0.00 0.00 Account Clerk I 0.00 0.00 0.00 0.75 0.75 Account Clerk II 3.00 5.00 4.00 3.00 3.00 Account Clerk III 2.00 0.00 0.00 2.00 2.00 Accountant I 0.00 1.00 2.00 2.00 2.00 Accountant II 1.00 0.00 0.00 0.00 0.00 Accountant III 1.00 1.00 2.00 2.00 2.00 Accounting Supervisor 0.00 1.00 1.00 1.00 1.00 Administrative Analyst I 0.00 2.00 3.00 5.75 5.75 Administrative Analyst II 11.00 8.50 8.00 9.00 10.00 Administrative Analyst II, PPT 0.60 0.00 0.00 0.00 0.00 Administrative Assistant I 22.00 17.00 17.00 20.00 22.00 Administrative Assistant I, PPT 0.00 1.00 0.00 0.00 0.00 Administrative Assistant II 6.00 8.00 9.00 13.00 13.50 Administrative Assistant II, PPT 0.50 0.50 0.50 0.00 0.00 Administrative Services Manager I 0.00 1.00 1.00 1.00 1.00 Administrative Services Manager II 3.00 3.00 6.00 7.00 7.00 Agency Administrative Manager 0.00 0.00 1.00 1.00 1.00 Analyst 2.00 0.00 0.00 0.00 0.00 Asst. to the Director 0.00 3.00 1.00 2.00 2.00 Building Inspection Supervisor 1.00 1.00 0.00 0.00 0.00 Business Relocation Advisor 0.00 0.00 0.35 1.00 1.00

L-8 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Code Enforcement Inspector 15.50 15.50 0.00 0.00 0.00 Code Enforcement Inspector, Asst. 1.00 1.00 1.00 1.00 1.00 Code Enforcement Inspector, Supervisor 2.00 2.00 0.00 0.00 0.00 Comm. Dev. District Coordinator 3.00 3.00 1.00 1.00 1.00 Community Develop. Program Coordinator 0.60 1.00 1.00 0.00 0.00 Community Develop. Program Supervisor 1.00 1.00 1.00 1.00 1.00 Computer Operator 0.00 1.00 0.00 0.00 0.00 Construction Inspection SR 2.00 0.00 0.00 0.00 0.00 Construction Inspection SR (F) 0.00 2.00 2.00 3.00 4.00 Construction Inspection Supervisor (F) 1.00 1.00 1.00 1.00 1.00 Drafting Technician Int. (O) 0.00 1.00 1.00 1.00 1.00 Economic Development Specialist 1.00 0.00 0.00 0.00 0.00 Electrical Inspector, Supervisor 1.00 1.00 0.00 0.00 0.00 Emergency Food Program Coordinator 0.65 0.65 0.65 0.00 0.00 Employment Services Supervisor 1.00 1.00 1.00 1.00 1.00 Engineer, Assistant II (O) 2.00 2.00 2.00 3.00 3.00 Engineer, Civil, (O) 8.00 9.00 12.00 13.00 15.00 Engineer, Civil, Principal 1.00 1.00 1.00 1.50 2.00 Engineer, Civil, Supervising (O) 2.00 2.00 2.00 2.00 3.00 Engineering Tech, Sr. (O) 1.00 1.00 1.00 1.00 1.00 Engineering Tech. II (O) 2.00 2.00 2.00 3.50 4.00 Executive Assistant 2.00 2.00 2.00 2.00 2.00 Executive Assistant to Agency Director 1.00 1.00 1.00 1.00 1.00 Film Coordinator 0.00 1.00 1.00 0.00 0.00 Graphic Delineator 1.00 0.00 0.00 0.00 0.00 Graphic Design Specialist 1.00 1.00 1.00 1.00 1.00 Home Management Counselor II 5.00 3.00 2.00 1.00 1.00 Home Management Counselor III 1.00 1.00 1.00 1.00 1.00 Housing Development Coordinator III 6.00 7.00 8.00 11.00 10.00 Housing Development Coordinator IV 4.00 4.00 3.00 6.00 6.00 Inspection Supervisor, Principal 0.00 0.00 6.00 6.00 6.00 International Trade Director 1.00 0.00 0.00 0.00 0.00 Job Developer 1.00 1.00 0.00 0.00 0.00 Loan Servicing Administrator 1.00 1.00 1.00 1.00 1.00 Loan Servicing Specialist 0.00 2.00 4.00 4.00 4.00 Management Assistant 3.00 5.00 8.00 9.50 10.00 Manager, Business Services 0.00 1.00 0.00 0.00 0.00 Manager, Comprehensive Planning 1.00 0.00 0.00 0.00 0.00 Manager, Housing Development 1.00 1.00 0.00 0.00 0.00 Manager, Inspection Services 1.00 1.00 1.00 1.00 1.00

FY 2001-03 Adopted Policy Budget L-9 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Manager, Marketing & Information Services 0.00 1.00 0.00 0.00 0.00 Manager, Planning & Building Operations 1.00 0.00 1.00 1.00 1.00 Manager, Projects Development 0.00 0.00 1.00 0.75 0.00 Manager, Real Estate Services 0.00 1.00 1.00 1.00 1.00 Manager, Rehabilitation Services 1.00 1.00 1.00 1.00 1.00 Manager, Zoning 1.00 1.50 1.00 1.00 1.00 Mechanical Inspection Supervisor 1.00 1.00 0.00 0.00 0.00 Microcomputer Systems Specialist 0.00 1.00 1.00 2.50 4.00 Monitoring & Evaluation Supervisor 1.00 1.00 1.00 1.00 1.00 Mortgage Advisor 4.00 4.00 2.00 2.00 2.00 Mortgage Loan Supervisor 1.00 1.00 1.00 1.00 1.00 Office Assistant II 17.75 15.25 17.00 18.00 19.00 Office Assistant II PPT 0.70 0.00 0.00 1.00 1.00 Office Manager 0.00 1.00 1.00 1.00 1.00 Payroll/Personnel Clerk II 1.00 1.00 1.00 1.00 1.00 Payroll/Personnel Clerk III 1.00 1.00 1.00 1.00 1.00 Permit Technician II 5.00 5.00 5.00 6.00 6.00 Planner I 1.73 4.00 0.00 0.00 0.00 Planner II 11.50 14.00 15.00 15.00 16.00 Planner II, Design Review 2.00 1.00 1.00 1.00 1.00 Planner III 5.45 10.00 10.00 13.50 14.00 Planner III, Design Review 1.00 0.00 0.00 0.00 0.00 Planner III, Hist. Pres. 0.00 0.00 1.00 1.00 1.00 Planner III, Hist. Pres., PPT 1.00 1.00 1.00 1.00 1.00 Planner III, PPT 0.00 0.00 0.80 0.80 0.80 Planner IV 3.00 4.50 6.00 7.50 8.00 Planning Intern, PT 6.35 5.50 4.25 5.50 5.50 Process Coordinator II 2.00 3.00 3.00 4.00 4.00 Process Coordinator III 3.00 3.00 3.00 4.50 5.00 Program Analyst I 0.00 4.00 1.00 4.00 4.00 Program Analyst II 0.00 0.00 1.00 2.50 2.50 Program Analyst III 0.00 0.00 4.75 5.50 6.00 Project Manager 0.00 1.00 2.00 2.00 2.00 Project Manager II 0.00 0.00 0.00 1.00 1.00

L-10 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Two Year Budget

1998-99 1999-00 2000-01 2001-02 2002-03 Position Title Authorized Authorized Authorized Authorized Authorized

Project Manager II PPT 0.00 0.00 1.34 0.00 0.00 Public Information Officer III 0.00 0.00 0.00 1.00 1.00 Public Service Employee 14 2.70 0.00 0.00 0.00 0.00 Public Service Employee 51 15.00 1.00 1.00 0.00 0.00 Public Service Employee 51 (Conf.) 2.00 0.00 0.00 0.00 0.00 Public Service Representative 0.00 5.00 5.00 4.00 4.00 Public Service Representative, Sr. 0.00 0.00 0.00 1.00 1.00 Real Estate Agent 0.00 4.00 4.00 4.00 4.00 Real Estate Agent, Supervisor 0.00 1.00 1.00 1.00 1.00 Receptionist 1.00 1.00 1.00 1.00 1.00 Rehab Paint Technician 1.00 1.00 1.00 1.00 1.00 Rehabilitation Advisor II 2.00 0.00 6.00 6.00 6.00 Rehabilitation Advisor III 8.00 7.00 0.00 0.00 0.00 Rehabilitation Supervisor I 2.00 0.00 0.00 0.00 0.00 Rehabilitation Supervisor II 1.00 0.00 0.00 0.00 0.00 Special Events Coordinator 0.00 1.00 1.00 1.00 1.00 Specialty/Combination Inspector 28.00 41.00 53.00 53.50 54.00 Specialty/Combination Inspector, Sr. 8.00 8.00 4.00 4.00 5.00 Storekeeper I 1.00 1.00 1.00 1.00 1.00 Student Trainee, PT 5.00 5.00 5.00 4.00 4.00 Systems Analyst II 0.00 0.00 1.00 0.00 0.00 Systems Analyst III 0.00 1.00 1.00 1.00 1.00 Transportation Planner, Senior 0.00 1.00 1.00 1.00 1.00 Urban Economic Analyst I 0.00 0.00 1.00 1.00 1.00 Urban Economic Analyst II 3.00 6.00 2.00 4.00 4.00 Urban Economic Analyst III 10.00 13.00 20.00 20.40 20.60 Urban Economic Analyst/Project IV 1.00 2.00 6.00 5.00 5.00 Urban Economic Coordinator 7.00 5.00 8.00 10.00 10.00 Van Driver, PT 0.50 0.00 0.00 0.00 0.00

Total 306.53 332.90 349.64 391.95 406.40

FY 2001-03 Adopted Policy Budget L-11 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Appropriation vs FTE

Appropriation ($ M) FTE $100 (M) 500.00

$80 (M) 400.00

$60 (M) 300.00

$40 (M) 200.00

$20 (M) 100.00

$0 (M) 0.00 Actual Actual Unaudited Adopted Adopted opted Adopted 1998-99 1999-00 Actual 2001-02 2002-03 2000-01 01-02 2002-03

GENERAL FUND ALL FUNDS FTE

L-12 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget L-13 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Office of the Executive Director

Services Provided:

The Executive Director of the Community & Economic Development Agency (CEDA) directs and manages the formulation of Agency-wide economic, redevelopment, community development and housing initiatives, and oversees Agency adherence to policies set by the Mayor, City Council and City Manager. The Executive Director manages the delivery of services of CEDA’s five divisions: Planning and Zoning, Building Services, Economic Development, Redevelopment, and Housing and Community Development. The Executive Director takes a direct leadership role in numerous economic development and redevelopment projects and plays a central role in activities related to business attraction and retention, renewal of the City’s industrial base, reuse of Oakland’s military bases, development of affordable housing strategies, marketing Oakland, reorganization of the City’s commercial and residential lending activities and neighborhood commercial revitalization.

The Administrative sections of the Agency include Human Resources (HR), Fiscal Services, Contract Administration, Agenda Management and Information Technology (IT). The HR section provides personnel management, oversight for recruitment and hiring, implements training and performance appraisal system, oversees employee health and safety programs and participates in Citywide bargaining unit discussions. Fiscal Services processes all vendor and contract payments and other daily accounting transactions, budget and fiscal management support and assists with permit counter cashiering. Contract Administration and Agenda Management processes all agenda items and contracts to ensure compliance with the City’s contract compliance programs, the Sunshine Ordinance, Public Records Act and all other Citywide mandated regulations and initiatives.

The IT section provides day-to-day systems support to Agency staff, assesses needs of entire Agency with respect to GIS and other network capabilities, provides on-site support, routine system evaluations, and manages the IT equipment inventory, including servicing and procurement.

Major Accomplishments:

Accomplishments in FY 1999-01 include development of RFP’s and execution of Exclusive Negotiating Agreements for downtown 10K housing development, restructuring of the CDBG program, continued expansion and policy changes for the Residential Rent Arbitration program and implementation of the Army Base leasing program. A CEDA web page was established and linked to Oaklandnet.com. A universal routing and review system to streamline processing of Agency contracts and agenda items was instituted. Over 100 recruitments were completed, including those to fill key appointments of Chief Operating Officer, Economic Development Director, Chief Administrative Officer, Fiscal Services Manager and project managers for Downtown Development. The Performance Appraisal System, employee safety training and employee recognition programs were fully implemented. Fiscal Services improved its fiscal accounting processes and completed backlog of HUD grant drawdowns totalling $19 M in reimbursements for CDBG, HOME, HOPWA and EDI grants.

Plans for FY 2001-03:

Plans for FY 2001-03 include leadership training for CEDA staff to increase organizational skills and capacity in problem solving, workplace safety and team building; timely payment of 3% set-aside for Contract Compliance; continued streamlining of internal work processes; become current with all required HUD and other grant drawdowns; establish new platform to support the Permit Tracking System (PTS) which is currently on the AS 400, and continue replacement of aging equipment.

L-14 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Office of the Executive Director Actual Actual Actual Adopted Adopted

Personnel Services $3,982,477 $1,810,263 $2,220,003 $2,306,772 $2,306,772 Operation & Maintenance 2,492,653 1,768,790 1,862,874 3,016,280 3,209,245

Subtotal Budget $6,475,130 $3,579,053 $4,082,877 $5,323,052 $5,516,017 Intradepartmental Transfers (3,015,532) (3,184,305) (3,351,114) (5,091,510) (5,284,475) Appropriations for Loans 19,913 0 0 0 0

Total Budget $3,479,511 $394,748 $731,763 $231,542 $231,542

Authorized Staffing (FTE) 49.50 27.00 28.00 27.50 29.00

Appropriation History: General Fund $833,588 $36,041 $218,639 $188,000 $188,000 All Funds 3,479,511 394,748 731,763 231,542 231,542

Activities: Agency Administration $3,479,511 $394,748 $731,763 $231,542 $231,542

Total $3,479,511 $394,748 $731,763 $231,542 $231,542

Office of the Executive Director Appropriation History

4000

3500

3000

2500

2000

1500 ALL FUNDS FUNDS 1000

500 GENERAL FUND 0 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted Budget

FY 2001-03 Adopted Policy Budget L-15 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Planning & Zoning

Services Provided:

The Planning and Zoning Division is responsible for processing development permits and carrying out the City’s long- range planning efforts. Toward these ends, it serves the following functions:

• Zoning provides front-line customer service regarding zoning activities, intake and review of applications for development permits, and processing environmental review documents; processes over 850 cases annually and receives more than 20,000 telephone inquiries and 15,000 counter visits annually.

• The Major Projects Unit processes major projects over 50,000 square feet and 50 dwelling units in size; provides planning services to Redevelopment, Housing and other City agencies; processes Port-sponsored projects, and handles more than 60 active applications for major projects.

• Strategic Planning is responsible for implementation and maintenance of the General Plan, prepares General Plan Elements, General Plan Amendments, Specific Plans, area studies, special studies and zoning code amendments and is responsible for the update of the Zoning Code and zoning maps.

• Historic Preservation operates library and research service about all historic buildings and districts in Oakland and it carries out landmark designation and design review for alterations to historic buildings.

• Transportation Planning implements the Transportation Element of the General Plan and coordinates transportation projects within the City, conducts special transportation studies and represents the City on various local and regional transportation agencies.

• Sustainable Development emphasizes stewardship of natural resources within a “livable” economic base, promoting three principles —”3 E’s”— Environment, Economy, and Equity. This unit is working toward five overall goals, which include economic development strategies, job training and education, sustainable building, mixed use and in-fill development, community participation and coordinates between City agencies.

Major Accomplishments:

Major accomplishments in FY 1999-01 include:

• The Zoning Unit developed a Counter Improvement Action Plan; improved physical appearance and organization of the counter; added one counter station (for a total of 3); developed a standardized zoning application intake process; increased training on City regulations; and placed zoning and application forms on the City’s website.

• The Major Projects Unit processed applications for 2.2 million square feet of commercial/office space, and 200 residential units, and worked with 60 major projects currently pending.

• The Strategic Planning Unit prepared zoning code amendments (interim rezoning for portions of West Oakland, historic preservation); prepared draft requests for proposals (Housing, Noise, Safety Elements); special studies (trucking controls for West Oakland, open space requirements and financing); and participated in City/Port boundary and land use planning.

• Zoning Code Update projects include preparation of eight issue papers, an administrative draft of the revised code, residential design standards, a digital mapping process, and public outreach.

• Historic Preservation assisted homeowners and City agencies with historical data and preservation strategies; processed Landmarks Design Review and Designation applications; prepared new Zoning Code Chapter on Historic Preservation.

L-16 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

• Transportation Planning researched the need for downtown strategy and completed a scope of work and draft Request for Proposals; worked with the Congestion Management Agency to complete the San Pablo Corridor study; chaired regional committee to define policies for Measure B and other funding for transit oriented development.

• Sustainable Development adopted the Environmental Opportunities section of the standard Council Agenda Report; developed sustainable criteria included in affordable housing project selection; obtained $9 million federal grant for workforce development; opened Green Building Resource Center next to Zoning Counter; was awarded a $1.1 million energy efficiency grant; and received a $300,000 grant from the California Public Utilities Commission to offer energy efficiency assistance to private business.

Plans for FY 2001-03:

During FY 2001-03, Planning and Zoning has planned the following:

• The Zoning Unit will establish a Zoning Express line for “quick” issues; implement new zoning standards; and design review guidelines for one- and two-unit projects. Zoning will also institute a pre-application meeting process jointly with the Building Department.

• Major Projects expects to handle approximately 60 pending applications and complete approvals for approximately seven major projects per year.

• Strategic Planning will continue to conduct and complete studies related to

- Downtown zoning - Open space requirements - Uptown Transit Village - Zoning for Jack London Square - Transportation and parking Issues - Transit village planning - The Oak Street to 9th Avenue Specific Plan of the Estuary Plan - Rezoning the San Antonio District along waterfront - Land acquisition on the shoreline - Design guidelines for the waterfront parkway - Commercial revitalization/streetscape/design and zoning strategies for older commercial corridors - Housing, Noise, Safety Element updates - Conducting specific area studies and preparing (digital) maps of new Zoning Districts

• Further, Strategic Planning will complete new the Zoning Code with public hearings and Council approval by July 2003 and identify long-term institutional support and revenue for operation and maintenance.

• Historic Preservation plans to process landmark nominations, including Oak Center Historic District, and review additions and remodels of historic buildings and develop preservation incentives; publish historic preservation “success” stories and republish “Retrofit Right.”

• Transportation Planning will complete the Jack London Square transportation/parking study and downtown circulation study; obtain Transportation for Livable Communities funding for pedestrian access from the Lake Merritt BART station to Jack London Square; work with the Port of Oakland on a trucking services location study; work with AC Transit and BART on downtown/Jack London Square connections; obtain funding for streetscape improvements, including International Boulevard and complete funding strategy for MacArthur Transit Village.

• Sustainable Development will adopt sustainable building practices for private sector and Army Base; incorporate sustainable development principles into the City’s economic development strategies; link sustainable business practices with workforce development strategies; and renew funding for small business energy saving design.

FY 2001-03 Adopted Policy Budget L-17 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Planning & Zoning Actual Actual Actual Adopted Adopted

Personnel Services $2,424,176 $2,827,287 $3,287,839 $3,656,619 3,949,956 Operation & Maintenance 354,761 503,700 309,839 $606,643 623,325 Capital Outlay 0 0 0 0 0

Subtotal Budget $2,778,937 $3,330,987 $3,597,678 $4,263,262 $4,573,281 Intradepartmental Transfers 332,309 404,489 471,140 627,043 676,837

Total Budget $3,111,246 $3,735,476 $4,068,818 $4,890,305 $5,250,118

Authorized Staffing (FTE) 24.93 39.50 43.80 49.30 51.80

Appropriation History: General Fund $2,722,508 $3,410,869 $3,823,946 $4,652,293 $5,012,106 All Funds 3,111,246 3,735,476 4,068,818 4,890,305 5,250,118

Activities: Major Projects $287,409 $555,923 $612,328 Zoning 2,484,284 2,405,091 2,596,809 General Plan Update 147,665 537,428 648,430 City Planning 1,149,460 1,391,863 1,392,551

Total $4,068,818 $4,890,305 $5,250,118

Planning & Zoning Appropriation History

$6 (M)

ALL FUNDS $5 (M)

$4 (M)

$3 (M) GENERAL FUND

$2 (M)

$1 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted Budget

L-18 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Selected Performance Measures:

Activity: Zoning & Residential Design Review Division: Planning and Zoning

Objective: To promote economic development and neighborhood revitalization and preservation efforts through the efficient and effective review and processing of land use and development

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected 12 Month Actual Projected Projected Ratio of cost to process residential design permit applications to revenue received 1:1 1:1 1:1 1:1 Percent of customers served (counter/phone) within 15 minutes 50% 50% 50% 50% Percent of applicants rating services satisfactory or better 90% 81% 90% 90% Percent of major projects zoning permit applications completed within the mandated 90% 100% 90% 90% (adopted/regulatory) time period Percent of administrative zoning permit applications completed within 30 working days 90% 46% 90% 90% Percent of Planning Commission zoning permit applications completed within the mandated 100% 82% 100% 100% (adopted/regulatory) time period Ratio of cost to process major projects permit applications to revenue received 0.7:1 1.2:1 70% 70% Ratio of cost to process administrative zoning permit applications to revenue received 1:1 1.2:1 1:1 1:1 Ratio of cost to process Planning Commission zoning permit applications to revenue received 1:1 n/a 1:1 1:1

FY 2001-03 Adopted Policy Budget L-19 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Building Services

Services Provided:

Building Services provides integrated services for major economic development projects; facilitates the process and issuance of building and engineering permits; produces and provides general information and materials, GIS mapping and parcel data information; provides preliminary construction guidance to developers including pre-application meetings; reviews development proposals, construction plans and specifications for compliance with applicable laws, codes and ordinances; processes subdivision and parcel maps; assesses, collects and processes transactions for payment of fees and penalties; administers development agreements and processes right-of-way transactions; inspects construction work sites; enforces and abates blight and hazardous conditions on residential and commercial properties; enforces zoning regulations; administers abatement activities for potentially hazardous unreinforced masonry and earthquake damaged buildings; maintains and updates the automated Permit Tracking System (PTS); and maintains historical records and documents.

Major Accomplishments:

Accomplishments during FY 1999-01 include: institutionalized express services for specialized permits; implemented plans to further streamline the building permit process through automation, staffing, and service enhancements of the Permit Tracking System (PTS); developed an emergency response program for private properties; developed a program for Telecom permit processing; provided next day inspection for 90 percent of requested inspections; cross-trained Inspectors for zoning inspections and completed Specialty/Combination Inspection Program training; implemented the Blight Ordinance, prioritized code enforcement with police crime reduction efforts; developed proposals for Streetscape bus bench program and tenant/Landlord dispute resolution; established an agreement with OUSD to handle its own anti- grime issues; sponsored department and interagency code enforcement retreats; enhanced automation of code enforcement process; completed the PTS needs assessment; developed a records data base; established permits by fax; implemented mailing and transferring of unpaid liens to Alameda County Special Tax Assessment; and implemented City’s Performance Appraisal System.

Plans for FY 2001-03:

Plans for FY 2001-03 include: facilitate, streamline and institutionalize One Stop Permit Center processes; automate the records management system and enhance the quality and speed of service delivery; establish guaranteed turn around time for plan check and reduce plan review timeframes; integrate GIS layers for plan review; implement blight enforcement with construction activities; prioritize code enforcement with police crime reduction efforts; research and implement additional anti-grime initiatives; develop and implement an automated mobile office system for Field Inspectors; continue to implement new technology; optimize the use of automated project tracking through creation of department Intranet and to institute interactive service through the Internet including permits and plan reviews; institute remote data entry by Inspection staff; continue to develop and promote partnerships with private industries and community organizations to increase level of services, resources and community participation; enhance technical and customer service training for all associates; and complete restructure of department to conform with Service Delivery System.

Significant Changes for FY 2001-03:

Building Services under-spent its FY 2000-01 budget of $13.7 million by $0.66 million. Actual expenditures were lower than budget primarily in Operations and Maintenance. Increased numbers of property owners responded to code enforcement complaints leading to decreased City spending on contractors. In addition, due to the general fund spending freeze, expenditures were restrained. The FY 2001-03 budget for Building Services reflects growth of 9.6 percent during the first year and 8.3 percent during the second year due to the addition of 20 new FTEs to enhance the division’s ability to process building permits.

L-20 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Building Services Actual Actual Actual Adopted Adopted

Personnel Services $9,589,819 $9,786,186 $10,302,248 $10,654,206 $11,653,176 Operation & Maintenance 2,089,884 1,946,679 1,420,431 2,553,432 2,628,882 Capital Outlay 0 293,337 0 0 0

Subtotal Budget $11,679,703 $12,026,202 $11,722,679 $13,207,638 $14,282,058 Intradepartmental Transfers 1,346,826 1,367,147 1,340,758 1,825,104 1,997,428

Total Budget $13,026,529 $13,393,349 $13,063,437 $15,032,742 $16,279,486

Authorized Staffing (FTE) 114.10 126.00 128.00 142.50 155.00

Appropriation History: General Fund $12,544,078 $12,799,883 $12,429,540 $14,880,975 $16,127,719 All Funds 13,026,529 13,393,349 13,063,437 15,032,742 16,279,486

Activities: Administration $2,628,510 $2,761,054 $3,075,794 Engineering Services 838,497 1,278,026 1,420,965 Building Inspection 6,306,210 7,361,292 8,149,190 Code Enforcement 3,290,220 3,632,370 3,633,537

Total $13,063,437 $15,032,742 $16,279,486

Building Services Appropriation History

$18 (M)

$16 (M) ALL FUNDS

$14 (M)

$12 (M) GENERAL FUND $10 (M)

$8 (M)

$6 (M)

$4 (M)

$2 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted Budget

FY 2001-03 Adopted Policy Budget L-21 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Selected Performance Measures:

Activity: Code Enforcement Division: Building Services

Objective: Improve physical appearance, economic revitalization, all livability of the City by enforcing adopted housing codes and abating blighted properties through cooperative

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected 12 Month Projected Projected Percent of residential cases resolved 69% 69% 70% 70% Percent of commercial cases resolved 49% 31% 35% 35% Average number of days to resolve a case new 26 30 30 Average number of days to perform initial inspection new 5 5 5

Activity: Building Inspection Division: Building Services

Objective: To verify compliance of building codes for health and safety

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected 12 Month Projected Projected Percent of customers rating the City's inspection fair new 97% 85% 90%

Activity: Engineering Services & Plan Check Division: Building Services

Objective: To facilitate economic development by providing responsive, efficient and courteous plan check services

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected 12 Month Projected Projected Average completion time for major construction permits 37 33 36 35 Average completion time (days) for major additions/alterations permits 15 14 15 14 Average completion time (days) for grading permits 30 15 30 30 Average completion time (days) for right-of-way permits 30 3 30 30 Percent of customers rating service good or better 85% 100% 90% 90% Average completion time (days) for single family dwelling plan checks 10 17 9 9 Average completion time (days) for additions/alterations to single family dwellings permits 17 22 16 15

L-22 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Code Enforcement

80%

70%

60%

50%

40%

30%

20%

10%

0% 2000-01 Projected 2000-01 2001-02 2002-03 12 Month Actual Projected Projected Percent of residential cases resolved Percent of commercial cases resolved

Code Enforcement

35

30 30 30

26 25

20

15

10

5 55 5

0 2000-01 2001-02 2002-03 12 Month Actual Projected Projected Average number of days to resolve a case Average number of days to perform initial inspection

FY 2001-03 Adopted Policy Budget L-23 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Percent of Customers Rating Service Good or Better

102%

100% 100%

98%

96%

94%

92%

90% 90% 90%

88%

86%

84% 2000-01 2001-02 2002-03 12 Month Actual Projected Projected

Permits

40 37 36 35 35 33

30 30 3030 30 30 30

25

20

15 15 15 15 14 14

10

5 3

0 2000-01 Projected 2000-01 2001-02 2002-03 12 Month Actual Projected Projected

Average completion time for major construction permits Average completion time (days) for major additions/alterations permits Average completion time (days) for grading permits Average completion time (days) for right-of-way permits

L-24 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget L-25 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Economic Development

Services Provided:

The Economic Development Division provides services to the Oakland business community with a view towards: (1) retaining, expanding, and attracting businesses; (2) managing the revitalization of neighborhood commercial corridors; (3) marketing the City of Oakland as a site for business development; 4) arranging special events for the City; (5) providing guidance to businesses seeking financing for their enterprises; (6) coordinating workforce development services on behalf of businesses, job training/placement agencies and potential employees; and (7) coordinating a major segment of the City’s effort to establish a “community-oriented government” effort known as Oakland’s “Service Delivery System.”

Major Accomplishments:

Accomplishments for the FY 1999-01 period have included both numerical and programmatic advances. Among these milestones are the following: attracted 75 companies that will create 10,000 jobs; retained 186 companies that saved 9,265 local jobs; issued 6,000 Enterprise Zone hiring tax credit vouchers to Oakland businesses; secured $2.1 million in economic development grants; created over $158 million in new salaries in Oakland; assisted 10 recycling companies resulting in 100 new jobs by providing site location assistance, technical assistance and loan packaging assistance under the State Recycling Market Development Zone Loan Program and the Alameda County Recycling Board Revolving Loan Fund.

The division also assisted in the development of numerous job fairs, training programs and recruitment programs in concert with area job development organizations, and established the Oakland Workforce Investment Board as mandated by the Workforce Investment Act of 1998.

From a neighborhood commercial revitalization perspective, the division coordinated $2.55 million in public/private investments, (including 113 Facade Improvement projects), coordinated the annual “Shop Oakland” holiday campaign, established the Neighborhood Business Improvement District (BID) program and developed proposals for the Metropolitan Transportation Commission (MTC) that resulted in an award of $3.5 million in grants for streetscape projects in the Fruitvale and Eastlake Neighborhood Commercial Revitalization (NCR) districts.

The division’s One-Stop Small Business Center was a focal-point regarding lending and technical assistance efforts surrounding Oakland’s Enhanced Enterprise Community. The unit financed the relocation and expansion of Just Desserts, Inc., Hilton Homewood Suites Hotel, Niman Ranch Meats and expansion of Negherbon Auto Dealership; originated 12 small business loans totaling $4,000,000; assessed, counseled and referred more than 1,368 clients to the Business Skills Development Training Program and graduated 100; and managed 8 economic development loan funds with total capitalization of over $50,000,000.

Plans for FY 2001-03:

Plans for FY 2001-03 include: acceleration of work through: (1) retaining, attracting and expansion of environmentally sound businesses that will create 10,000 jobs; (2) building a major strategy around the biotechnology, telecommunications, software/multimedia, food-processing, and transportation business clusters; (3) improving the business climate of Oakland’s neighborhood commercial corridors through business attraction, retention and expansion; (4) providing technical assistance to businesses and guiding many entrepreneurs to private sector and/or public partners for financing; (5) expanding the Business Improvement Districts (BIDs) programs to new commercial areas; (6) creating opportunities for employment and job training for Oakland residents; (7) creating an aggressive business attraction marketing program; and (8) identifying, assembling, and reclaiming industrial sites throughout Oakland with a view toward providing attractive options for new development. Finally, the division will actively participate in the City’s Service Delivery System (SDS) which will provide leadership relative to community government throughout the City.

L-26 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Economic Development Actual Actual Actual Adopted Adopted

Personnel Services $2,407,267 $2,940,639 $3,345,618 $3,691,605 $3,598,190 Operation & Maintenance 1,715,433 2,779,550 2,431,976 3,902,691 3,971,691 Capital Outlay 0 0 13,147 0 0

Subtotal Budget $4,122,700 $5,720,189 $5,790,741 $7,594,296 $7,569,881 Intradepartmental Transfers 345,315 396,187 1,458,574 618,048 602,393 Appropriations for Loans 7,674,464 6,223,069 2,161,378 0 0

Total Budget $12,142,479$ 12,339,445 $9,410,693 $8,212,344 $8,172,274

Authorized Staffing (FTE) 7.00 39.00 41.00 47.65 47.10

Appropriation History: General Fund $129,637 $687,340 $1,049,509 $725,880 $725,810 All Funds 12,142,479 12,339,445 9,410,693 8,212,344 8,172,274

Activities: Administration $2,145,669 $1,032,352 $1,032,352 Marketing and Special Events 1,077,903 1,299,660 1,299,660 Workforce Development 503,443 807,885 808,010 Business Development 1,046,836 1,376,003 1,346,808 Neighborhood Commercial Revitalization 2,033,139 1,820,026 1,809,026 One-Stop Small Business Center 2,603,703 1,876,418 1,876,418

Total $9,410,693 $8,212,344 $8,172,274

Economic Development – Appropriation History

$14 (M)

$12 (M)

ALL FUNDS

$10 (M)

$8 (M)

$6 (M)

$4 (M)

GENERAL FUND $2 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted Budget

FY 2001-03 Adopted Policy Budget L-27 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Selected Performance Measures:

Activity: Neighborhood Commercial Revitalization Division: Economic Development

Objective: Coordinate and manage neighborhood revitalization activities in targeted districts within CEDA neighborhood areas.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected 12 Month Projected Projected Percent of merchants/businesses rating services satisfactory or better 80% 100% 80% 80% Percent change (from prior year) in customer sales and business taxes generated in targeted 5% 10% 5% 5% districts Percent change (from prior year) in area's generation of property taxes in targeted districts 5% 10% 5% 5%

Activity: Financial Assistance Division: Economic Development

OBJECTIVE :To provide financial assistance which will return or increase employment opportunities for Oakland residents.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected 12 Month Projected Projected Number of jobs created and retained 65 28 250 250 Average salary of jobs created and/or retained $20,241 $30,000 $20,000 $20,000 Total dollar volume of project investments $5,000,000 $1,950,000 $17,400,000 $17,400,000 Average processing time from completed application to loan approval (wks) 15 15.33 14 14 Percent of loan recipients rating services satisfactory or better 75% n/a 70% 70% Percent of small businesses served 85% 100% 30 30

Activity: Business Retention, Attraction & Marketing Program Division: Economic Development

Objective: To promote the expansion of Oakland's economic base by retaining existing business and attracting new business.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected 12 Month Projected Projected Percent of new business assisted that chose to locate in Oakland 25% 16% 25% 25% Percent of potential new jobs captured 25% 32% 25% 25% Average salary of new jobs created $27,500 $41,441 $30,000 $32,000 Percentage of existing businesses assisted that chose to expand and/or continue operating in 50% 99% 70% 70% Oakland Percent of potential jobs at risk that were retained 70% 96% 70% 70%

L-28 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Average Salary of New Jobs Created

$45,000 $41,441

$40,000

$35,000 $32,000 $30,000 $30,000 $27,500

$25,000

$20,000

$15,000

$10,000

$5,000

$0 2000-01 Projected 2000-01 2001-02 2002-03 12 Month Actual Projected Projected

Percent of New Business Assisted That Chose to Locate in Oakland

30%

25% 25% 25%

20%

16%

15%

10%

5%

0% 2000-01 2001-02 2002-03 12 Month Actual Projected Projected

FY 2001-03 Adopted Policy Budget L-29 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Redevelopment

Services Provided:

The Redevelopment Division plans, directs and implements redevelopment and real estate activities in the City. This Division conceptualizes development projects; recruits developers; assesses development needs for commercial, residential, and industrial projects; and works with developers, the business community, merchants and citizens of Oakland to redevelop and revitalize targeted areas of Oakland. This Division provides primary staffing for the Redevelopment Agency and renders real estate services to all City offices and agencies. The Redevelopment Division also serves as the City agent for the Oakland Base Reuse Authority (OBRA), directs and oversees OBRA activities, and is accountable to the OBRA Joint Powers Authority, consisting of the City of Oakland, Oakland Redevelopment Agency, the County of Alameda and the City of Alameda.

Major Accomplishments:

Accomplishments during FY 1999-01 included: completed seismic upgrade and rehabilitation of the Rotunda Building with 98% occupancy expected by April 2001. As a part of the 10K project, the Agency entered into an Exclusive Negotiation Agreement with Forest City to develop 2,000 units of for-sale and rental housing in the Uptown area, including 10,000 sq. ft. of retail, a 45,000 sq. ft. grocery store, and 3,500 parking spaces. The Downtown Facade Improvement Program provided matching grants for 12 completed projects with 61 projects currently in development, resulting in over $1.7M of improvements; completed reroofing the Fox Theatre and initiated a master plan; construction started on two downtown hotels that will add 326 new rooms; completed renovation of Swans Market with re-leasing to be finalized by this fiscal year; generated approximately 1,500 jobs (phased over two years) with the attraction of Zhone Technologies and Rainin Instruments to the Coliseum Shoreline, and completed streetscape improvements and enhanced public access roads to the Oakland Airport; implemented an interim leasing program at the Army Base and obtained BCDC approval of land use reconfiguration. Lastly, redevelopment areas were designated for West Oakland and Broadway/MacArthur/San Pablo, as well as the Oakland Army Base.

Plans for FY 2001-03:

Plans for FY 2001-03 include: continued implementation of the 10K strategy to create housing development sites in the downtown; revise the 10K website; completion of the Fox Theatre Master Plan; continue facade improvements in partnership with existing and proposed commercial revitalization activities throughout the Redevelopment Areas; continue efforts to expand and revise the Central District Redevelopment Plan; initiate a strategy for housing and commercial development sites within West Oakland and Broadway/MacArthur/San Pablo Redevelopment Areas; facilitate opening of the Gap Store while seeking additional major retail development in downtown; and target resources for the redevelopment of the Uptown, to create projects for housing and commercial development. Resources will also be targeted for designating MacArthur Boulevard (between 73rd Avenue and the Oakland/San Leandro border) as a Redevelopment Area; and continue implementation of the Coliseum Redevelopment Plan.

OBRA will continue leasing and managing the Oakland Army Base; finalize negotiations with master developer for approved development programs; complete negotiations and enter into an DDA for the development of a produce market at the Army base; and facilitate the transfer of the Army base and the Oak Knoll Naval Hospital to the City/Redevelopment Agency. The Real Estate unit will continue managing the City and Redevelopment Agency’s real estate assets and leases valued at over $2M.

Significant Changes for FY 2001-03:

The Redevelopment Division’s pre-audited FY 2000-01 actual expenditures were 56 percent below the FY 2000-01 Adopted Budget due to capital project delays and salary savings. The Adopted Budget for the Redevelopment Division is 24.5 percent below the FY 2000-01 Adopted Budget due to transferring some capital projects from the City to the Redevelopment Agency.

L-30 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Expenditures by Character: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Redevelopment Actual Actual Actual Adopted Adopted

Personnel Services $4,745,305 $3,025,308 $3,331,251 $4,182,341 $4,182,463 Operation & Maintenance 6,752,066 3,690,771 1,995,915 2,954,938 2,971,362 Capital Outlay 1,540,543 1,038,857 5,029 0 0

Subtotal Budget $13,037,914 $7,754,936 $5,332,195 $7,137,279 $7,153,825 Intradepartmental Transfers 686,853 427,925 538,933 699,073 699,073 Appropriations for Loans 2,457,080 239,312 (37,000) 0 0

Total Budget $16,181,847 $8,422,173 $5,834,128 $7,836,352 $7,852,898

Authorized Staffing (FTE) 53.34 41.75 49.19 51.00 51.00

Appropriation History: General Fund $1,216,924 $1,243,047 $1,064,457 $1,206,584 $1,218,706 All Funds 16,181,847 8,422,173 5,834,128 7,836,352 7,852,898

Activities: Administration $191,806 $696,810 $696,810 Real Estate 2,269,718 2,478,654 2,495,200 Coliseum Redevelopment 817,080 516,791 516,791 West Oakland Base Reuse 1,170,798 1,556,037 1,556,037 Downtown Development 1,017,018 2,195,992 2,195,992 Other Redevelopment Projects 367,708 392,068 392,068

Total $5,834,128 $7,836,352 $7,852,898

Redevelopment – Appropriation History

$18 (M)

$16 (M)

$14 (M)

$12 (M)

$10 (M) ALL FUNDS $8 (M)

$6 (M)

$4 (M)

GENERAL FUND $2 (M)

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted Budget

FY 2001-03 Adopted Policy Budget L-31 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Performance Measures

Activity: 10K Residents Division: Redevelopment

Objective: Provide 10,000 residential units in downtown Oakland

2000-01 2000-01 2001-02 2002-03 Performance Measures 12 Month Projected Projected Projected Actual Number of new residents living downtown-cumulative n/a 672 3,000 4,000 Number of new residents downtown- current reporting period n/a 601 1,000 1,000 Number of residents living downtown Oakland- prior reporting period n/a 121 2,000 3,000 Number of housing units on which construction began n/a 288 750 1,000 Number of housing units targeted to begin construction n/a 1500 1,000 1,250 Number of housing units completed n/a 411 750 750 Number of housing units targeted to be completed n/a 411 1,000 1,000

L-32 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Notes

FY 2001-03 Adopted Policy Budget L-33 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Housing & Community Development

Services Provided:

The Housing & Community Development Division consists of five sections: Housing Development and Policy, Residential Lending Services, Community Development (CD) Programs, Community Housing Services, Residential Rent Arbitration, and Administration and Support. The division provides services that are designed to provide for neighborhood revitalization. These include: 1) financing for the development of safe decent housing for rental and homeownership, and oversight of that development of housing from initial financing through completion of construction and occupancy, 2) loan and grant programs including the Home Maintenance and Improvement (HMIP), Emergency Home Repair (EHRP), Rental Rehabilitation, Minor Home Repair, Access Improvement Grant, First Time Homebuyer and the Free-Painting programs, 3) programs and services to assist the homeless and very low income citizens and to prevent homelessness, 4) provisions to provide residential relocation support, emergency and transitional housing with services and food for low-income citizens, 5) administration of the Rent Arbitration Ordinance, 6) addressing Community Reinvestment and predatory lending issues, policy analysis and development, and legislative advocacy, 7) liaison with HUD, and 8) securing Department of HUD funding through the CDBG program, providing for citizen participation, development of public service and capital improvement project contracts and monitoring and evaluation.

Major Accomplishment:

Major accomplishments during FY 1999-01 included: established a $10 million Site Acquisition Loan Program, issued three Notices of Funding Availability allocating $27.6 million for the production of 700 housing units, coordinated the Targeted Neighborhood Housing Program, issued a $39 million Affordable Housing Bond, selected developers for 42 City- owned parcels of land and completed construction on over 400 units and began construction on 325 units.

Rehabilitation was completed on 136 properties, 300 citizens were assisted with Minor Home Repair grants, over 45 first- time home buyers received $1.3 million in assistance. Facilitated the Community Development Block Grant through processing 85 contract, securing community input and evaluation of CDBG funded projects and programs.

A 100-bed winter shelter for the homeless at the Oakland Army Base was successful with a 96% occupancy rate. Funding was continued for the only licensed residential care facility for persons with AIDS in Alameda County. A new Homeless Mobile Outreach Program was initiated that provided supplies, support services and case management.

A new Homeless Prevention Program was implemented. Motel vouchers, emergency shelter, transitional housing and related services were provided to citizens; the Hunger Program distributed food throughout the seven Community Development Districts; Special events for those in need included Thanksgiving and Easter Egg Hunt. Provided Code Enforcement an Uptown relocation assistance to 110 households.

The Rent Arbitration staff expanded significantly in response to increased public utilization of the arbitration provisions in the Rent Arbitration Ordinance. Over 450 petitions were processed.

A new Five-Year Consolidated Plan for 2000-2005 was submitted to HUD, the City Council adopted final recommendations of the Housing Development Task Force. The Oakland Homeownership Assistance Alliance was initiated with a goal to increase home owners in Oakland by 10,000 over five years.

Plans for FY 2001-03:

Plans for FY 2001-03 include the following: The Division will continue to work to finance the development of affordable housing. There will be nearly $25,000,000 available to fund new projects of approximately 500 new units. Other activities will include continuation of the Targeted Housing Initiative, assistance in preparing the Housing Element update to the City’s General Plan, and efforts to preserve existing subsidized housing.

L-34 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

CDBG procedures in grant application and review will be refined, contracts will be developed, projects will be monitored to expedite the availability of funds to organizations for approved infrastructure and public service programs, evaluations will be conducted as directed by City Council.

The Division will ensure that 67,632 emergency bed nights are provided each year, and that approximately 128 HOPWA bed units are provided to persons with AIDS. Additionally, HOPWA will assist 1,154 persons and their families each year. The Division will submit applications for grants and other funding sources to assist homeless and at-risk populations. Rent Arbitration will issue decisions on the anticipated 460 petitions per year within the 52-day period mandated by the Ordinance.

The Division will submit the annual Consolidated Plan to HUD, present a housing impact fee proposal and an inclusionary zoning proposal to City Council, develop policy for preservation of at-risk affordable housing, oversee activities of the Homeownership Alliance to increase the number of homeowners by 4,000, and work with appropriate groups to address predatory lending issues.

FY 2001-03 Adopted Policy Budget L-35 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Expenditures by Character: Two Year Budget 2000-01 Housing & Community 1998-99 1999-00 Unaudited 2001-02 2002-03 Development Actual Actual Actual Adopted Adopted

Personnel Services $2,207,273 $4,307,254 $4,090,130 $5,555,401 $5,475,430 Operation & Maintenance 6,275,482 9,581,302 11,140,240 9,889,017 9,953,765 Capital Outlay (367,440) 8,881 0 0 0

Subtotal Budget $8,115,315 $13,897,437 $15,230,370 $15,444,418 $15,429,195 Intradepartmental Transfers 304,228 588,557 3,644,359 938,313 838,346 Appropriations for Loans 0 4,675,765 4,572,536 9,082,141 9,082,141

Total Budget $8,419,543 $19,161,759 $23,447,265 $25,464,872 $25,349,682

Authorized Staffing (FTE) 28.66 59.65 59.65 74.00 72.50

Appropriation History: General Fund $866,081 $719,572 $1,411,400 $1,810,990 $1,811,683 All Funds 8,419,543 19,161,759 23,447,265 25,464,872 25,349,682

Activities: Administration $2,492,948 $1,388,163 $1,388,163 Housing Development 3,426,589 5,122,975 5,007,092 Residential Lending 7,935,121 7,979,580 7,979,580 Community Development Block Grant Programs 3,049,417 3,305,627 3,305,627 Community Housing Services 6,543,190 6,684,831 6,685,048 Residential Rent Arbitration 0 983,696 984,172

Total $23,447,265 $25,464,872 $25,349,682

Housing & Community Development – Appropriation History

$30 (M)

$25 (M)

ALL FUNDS

$20 (M)

$15 (M)

$10 (M)

$5 (M) GENERAL FUND

$0 (M) 1998-99 1999-00 2000-01 2001-02 2002-03 Actual Actual Unaudited Actual Adopted Adopted Budget

L-36 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Selected Performance Measures:

Activity: Housing Development Division: Housing & Community Development

Objective: To develop affordable housing units and to develop housing policy

1999-00 2000-01 2001-02 2002-03 Performance Measures Actual 12 Month Actual Projected Projected Percent of eligible housing units on which construction started 65% 100% 100.00% 100.00% Percent of housing units made available within two years of funding 100% 96% 100.00% 100.00% Ratio of housing units made available for occupancy to projected need 0.0059:1 0.0132:1 176:30,000 268:30,000

Activity: Emergency & Transitional Housing Division: Housing & Community Development

Objective: to expand the amount of available intake services, shelter beds, emergency and transitional housing options within the City of Oakland in order to decrease homelessness

1999-00 2000-01 2001-02 2002-03 Performance Measures Actual 12 Month Actual Projected Projected Ratio of housing bedroom units provided for persons with HIV/AIDS to projected need new 1:33.3 1:4 1:4 Ratio of supportive/transitional housing bedroom units provided to projected need new 1:26.8 1:23 1:23 Ratio of emergency bed nights provided to projected need new 1:1,257.2 1:29 1:29 Ratio of hotel/motel vouchers provided to projected need new 1:4.1 1:147 1:147

Activity: Financial & Rehabilitation Services Division: Housing & Community Development

Objective: To provide financial & technical assistance to low to moderate income homebuyers in Oakland

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected 12 Month Actual Projected Projected Percent of completed applications that resulted in loans new 100% 100% 100% Percent of loan recipients rating services good or better new 100% 100% 100%

Activity: Financial & Rehabilitation Services Division: Housing & Community Development

Objective: To provide financial & technical housing rehabilitation services to very low to moderate income homeowners through a variety of rehabilitation loan and grant programs.

2000-01 2000-01 2001-02 2002-03 Performance Measures Projected 12 Month Actual Projected Projected Percent of completed applications that result in completed projects new 91% 86% 86% Percent of loan recipient rating services good or better new 100% 90% 90%

FY 2001-03 Adopted Policy Budget L-37 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCY Table of Contents

Notes

L-38 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Non-Departmental

FY 2001-03 Adopted Policy Budget M-1 NON-DEPARTMENTAL Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 General Fund Actual Actual Actual Adopted Adopted

Insurance and Liability $1,118,296 $2,319,145 $1,918,661 $2,000,016 $2,000,016 Debt Service 3,515,958 428,663 2,535,895 0 0 Public Support 10,798,866 45,003,827 38,226,423 47,381,751 53,016,526 Contingency Accounts 0 50,000 62,400 200,000 200,000

Total $15,433,120 $47,801,635 $42,743,379 $49,581,767 $55,216,542

All Funds Insurance and Liability $12,279,550 $5,512,303 $5,455,845 $7,292,670 $6,892,670 Debt Service 266,675,402 81,009,352 79,869,849 96,332,228 97,452,473 Public Support 49,151,601 63,575,561 55,653,916 67,599,828 73,585,713 Contingency Accounts 0 50,000 62,400 200,000 200,000 Housing Rehabilitation Loans 1,985,575 2,287,713 1,905,534 2,004,973 2,034,973

Total Budget $330,092,128 $152,434,929 $142,947,544 $173,429,699 $180,165,829

$350 (M)

$300 (M)

$250 (M)

ALL FUNDS $200 (M)

$150 (M)

$100 (M)

GENERAL FUND FUND $50 (M) GENERAL FUND

$0 (M) Actual 1999-00 2000-01 2001-02 2002-03 1998-99 Actual Unaudited Actual Adopted Adopted

M-2 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 1999-00 2000-01 1998-99 Unaudited Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actuals Actual Adopted Adopted

1010 General Purpose $15,433,120 $47,801,635 $42,743,379 $49,581,767 $55,216,542 1100 Self Insurance Liability 12,615,465 2,761,089 3,188,902 5,017,654 4,617,654 1150 Worker's Compensation 369,000 0 113 0 0 1300 Fringe Benefits (1,034,050) 0 0 0 0 1450 Unemp. Comp. Ins. Claims (654,856) 0 0 0 0 1600 Underground Dist. Revolving Fund 487 0 0 0 0 1720 Comprehensive Cleanup 0 0 1,037 0 0 1730 Henry J. Kaiser Convention Center 0 908 296 0 0 1750 Multipurpose Reserve 497 0 0 0 0 1760 Telecommunications Reserve 634 0 0 0 0 1780 Kid's First Initiative 90,592 5,495,304 6,551,095 7,416,285 7,733,395 1820 OPCRA Self-Sustaining Revolving Fund 0 0 1,214 0 0 2108 Department of Housing 174,547 12,794 162,874 0 0 2110 Department of the Interior 0 15,287 0 0 0 2111 2000 Local Law Enforcement Blk Grant 0 0 208 0 0 2114 Department of Labor 7,313,696 7,782,916 (40,000) 0 0 2124 Fed. Emergency Mgmt. Agency 5,401,000 0 0 0 0 2128 Dept. of Health & Human Services 386 0 0 0 0 2134 California Parks & Recreation (35,000) 0 0 0 0 2192 Oakland Base Reuse Authority 0 0 375 0 0 2195 Workforce Investment Act 0 0 5,532,710 8,874,792 8,874,792 2210 Measure B Fund 0 2,028 63 0 0 2230 State Gas Tax (236,479) 0 823 0 0 2240 Measure O Fund 651 0 0 0 0 2310 Landscape & Lighting Assess. D 0 494,000 52 0 0 2320 Fire Suppression Assessment Dist. 11,104 0 0 0 0 2810 Rehabilitation Trust Loans 0 29,708 0 0 0 2820 Community Dev Rehab Loan (178,963) 140,502 0 0 0 2824 FHA 203 K Loan - Revolving (116,763) 4,303 0 0 0 2990 Public Works Grants 0 34,014 0 0 0 2992 Parks & Recreation Grants 35,000 0 0 0 0 2999 Miscellaneous Grants 6,547 0 0 0 0 3100 Sewer Service Fund 837,518 808,830 356,343 275,000 275,000 3200 Sewer Service Fund (43,570) 0 0 0 0 4100 Equipment (181,557) 147,101 12,693 0 0 4200 Radio/Telecommunications (21,359) 0 790 0 0 4400 City Facilities (79,201) 0 338 0 0 4500 Central Stores 0 204,608 0 0 0 4550 Equipment Parts Stores 0 153,124 0 0 0 5008 GOB Series 1992 Emerg. 1,000 0 0 0 0 5010 GOB Series 1997 Measure I 0 (198,000) 0 0 0 5020 Rock. Area Water Improve. 1994 117,000 0 0 0 0 5500 Municipal Improvement Capital 8,367,359 (424,500) 162,000 0 0 5510 Capital Reserve 10,880,816 0 0 0 0 6002 Measure K Series 1991A 1,010,893 1,003,268 433,755 427,093 427,865 6004 Measure K Series 1995B 1,202,658 1,204,608 1,204,020 1,206,083 1,205,195 6006 Measure K Series 1997C 1,655,693 1,656,243 1,660,143 1,657,393 1,657,993 6008 Measure I Emergency 1992 3,856,873 3,794,123 1,240,589 3,663,603 3,544,378 6010 GOB Series Measure I 1997 3,373,469 3,371,613 3,377,131 2,354,894 3,374,631

FY 2001-03 Adopted Policy Budget M-3 NON-DEPARTMENTAL Table of Contents

Appropriation History: (continued) Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Fund Actual Actual Actual Adopted Adopted

6014 1992 Lease Revenue Bond 10,798,639 862,571 0 0 0 6016 Civic Improvement Corporation 2,944,584 3,020,731 2,794,396 3,212,000 3,246,000 6018 Medical Hill Parking District (1,000) 0 0 0 0 6028 Pension Fin. Debt Services 183,481,744 0 0 0 0 6030 Tax Pens Obligation Bonds 1997A 26,730,786 39,536,121 42,122,290 36,892,043 39,204,994 6031 Tax Pens Obligation Bonds 1997B 12,917,362 2,428,005 0 0 0 6033 1998 Pension Ref. Debt Svc. 8,415,257 9,458,739 15,443,250 16,604,667 16,023,333 6060 2000 Measure K Series D 0 0 334,617 767,589 767,139 6062 2000 Measure K Series E 0 0 263,372 438,953 438,953 6414 1992 Lease Revenue Convention Ctr. 0 0 865,006 0 0 6416 CIC Variable COP--Reserve 0 0 306,439 0 0 6480 1997 JPFA Pooled Assessment Dist 0 0 4,855 0 0 6505 CAB 1996 Redemption 5,833,507 5,833,506 0 7,549,536 7,550,459 6512 CAB 1996 Redemption 0 0 7,548,141 0 0 6518 Medical Hill Parking Dist Refund 268,960 263,925 267,550 264,950 266,600 6520 Fire Area Utility Underground 503,925 0 0 0 0 6525 Fire Area Utility 1994B 698,431 0 0 0 0 6530 Rockridge Area WD - Redemption 72,288 0 0 0 0 6550 Proctor Utility Und. - Redemption 2,993 10,220 0 0 0 6552 Lakeshore III Util. Und. - Redempt. 6,716 25,550 0 0 0 6554 LaSalle Util. Und. - Redemption 58,695 39,033 0 0 0 6556 Harbord Util. Und. - Redemption 57,876 63,903 0 0 0 6558 Grizzly Peak Util. Und. - Redempt. 11,116 7,513 0 0 0 6562 Lakeshore IV 0 0 0 14,201 14,201 6570 1996 Pooled A.D.'s 50,945 54,623 53,123 46,695 35,620 6580 1997 Pooled A.D.'s 0 0 146,410 117,665 114,643 6585 1999 Reassessment 0 8,247,868 549,858 543,788 536,569 6905 CAB 1992 Rebate 66,241 0 0 0 0 6999 Miscellaneous Debt Service 3,579,800 3,579,800 2,684,850 23,783,075 22,289,900 7100 Police and Fire Retirement System 0 0 86,749 0 0 7200 Health Insurance Premium 110,738 241,050 419,139 300,000 300,000 7220 HI Premium Trust-Local 790 Ret. 163,425 268,993 471,223 300,000 300,000 7260 HI Premium Trust-WCE 8,046 17,239 28,600 25,000 25,000 7280 HI Premium Trust-IBEW 3,750 7,470 9,416 10,000 10,000 7300 HI Premium Trust-Units A&W 27,000 72,157 214,657 80,000 80,000 7320 Police & Fire Ret. System Ref. 1,000,000 0 0 0 0 7380 California Natural Disaster 26,017 30,169 0 0 0 7750 Rehabilitation Trust Accounts 26,279 0 0 0 0 7752 Rehabilitation Trust City Funded 2,052,455 2,070,237 1,742,660 2,004,973 2,034,973 7820 Port of Oakland Gen. Purpose 346 0 0 0 0 7999 Miscellaneous Trusts 1,000 0 0 0 0

Total Budget $330,092,128 $152,434,929 $142,947,544 $173,429,699 $180,165,829

M-4 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Funding By Source FY 2001-03 Adopted Policy Budget $353,595,528

$41,000,000 Coliseum Arena/Stadium $32,628,000 Debt JPFA 1998 12% 9% $17,749,584 Workforce Investment $37,018,482 $9,635,308 Act Other Self Insur. Liability 5% 10% 3% $6,581,622 GO Bond Measure K $76,097,037 Other 2% Taxable Pension 9% $7,207,981 Obligation Bonds 92 GO Bond Measure I 21% 2% $5,729,525 97 GO Bond Measure I $15,149,680 2% Kids First $104,798,309 4% General Fund 30%

FY 2001-03 Adopted Policy Budget M-5 NON-DEPARTMENTAL Table of Contents

Budget Notes for Non-Departmental

The figures shown below represent two year total within the 2001-2003 Adopted Budget for the most significant budget items within Non-Departmental.

2001-2003 Adopted Budget

Pension Obligation Bond debt service$ 108,725,037 Workforce Investment Act funding$ 17,749,584 Funding to Kids First Fund$ 15,149,680 Set aside for salary/benefit increases*$ 13,522,353 Self-Insurance Liability payments$ 9,635,308 Measure K-related debt service$ 8,994,256 Insurance Premium Payments$ 4,000,032 Contingency for energy price increases$ 2,600,000 Support for Oakland Convention & Visitors Bureau$ 2,000,000 Lease payment for Eastmont Police Precinct$ 1,836,700 Training and Community Development funding$ 1,106,415

*Net of a contingency for salary/benefit increases already moved to the Fire Services Agency.

M-6 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Insurance and Liability

Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Character Actual Actual Actual Adopted Adopted

Operations & Maintenance $12,279,550 $5,512,303 $5,455,845 $7,292,670 $6,892,670

Total Budget $12,279,550 $5,512,303 $5,455,845 $7,292,670 $6,892,670

Expenditures by Fund

1010 General Purpose Fund $1,118,296 $2,319,145 $1,918,661 $2,000,016 $2,000,016 1100 Self Insurance Liability 12,615,465 2,761,089 3,188,902 5,017,654 4,617,654 1300 Fringe Benefits (1,034,050) 0 0 0 0 1450 Unemp. Comp. Ins. Claims (654,856) 0 0 0 0 2990 Public Works Grants 0 34,014 0 0 0 3100 Sewer Service Fund 234,695 398,055 348,282 275,000 275,000

Total Budget $12,279,550 $5,512,303 $5,455,845 $7,292,670 $6,892,670

The Insurance and Liability Claims budget covers expenditures for insurance premiums, liability claims and retirement and benefit costs that are unrelated to current operations. The insurance premiums purchase coverage for surety, fire, loss, auto and other purposes.

The City of Oakland is self-insured against liability claims. Funds are budgeted to cover the projected cost of claims and the buildup of a prudent reserve.

FY 2001-03 Adopted Policy Budget M-7 NON-DEPARTMENTAL Table of Contents

Debt Service

Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Character Actual Actual Actual Adopted Adopted

Operations & Maintenance $266,675,402 $81,009,352 $79,869,849 $96,332,228 $97,452,473

Expenditures by Fund

1010 General Purpose $3,515,958 $428,663 $2,535,895 $0 $0 2210 Measure B Fund 0 2,028 0 0 0 5510 Capital Reserve 10,880,816 0 0 0 0 6002 Measure K Series 1991A 1,010,893 1,003,268 433,755 427,093 427,865 6004 Measure K Series 1995B 1,202,658 1,204,608 1,204,020 1,206,083 1,205,195 6006 Measure K Series 1997C 1,655,693 1,656,243 1,660,143 1,657,393 1,657,993 6008 Measure I Emergency Resp 3,856,873 3,794,123 1,240,589 3,663,603 3,544,378 6010 GOB Series Measure I 1997 3,373,469 3,371,613 3,377,131 2,354,894 3,374,631 6014 1992 Lease Revenue Bonds 857,539 0 0 0 0 6028 Pension Finan Debt Services 183,481,744 0 0 0 0 6030 Tax Pens Obligation Bonds 1997A 26,730,786 39,536,121 42,122,290 36,892,043 39,204,994 6031 Tax Pens Obligation Bonds 1997B 10,588,689 2,428,005 0 0 0 6033 1998 Pension Ref. Debt Service 8,415,257 9,458,739 15,443,250 16,604,667 16,023,333 6060 2000 Measure K Series D 0 0 334,617 767,589 767,139 6062 2000 Measure K Series E 0 0 263,372 438,953 438,953 6480 1997 JPFA Pooled Assessment District 0 0 4,855 0 0 6505 CAB 1996 Redemption 5,563,707 5,833,506 0 7,549,536 7,550,459 6512 CAB 1996 Redemption 0 0 7,548,141 0 0 6518 Medical Hill Parking Dist Refund 498,535 263,925 267,550 264,950 266,600 6520 Fire Area Utility Underground 503,925 0 0 0 0 6525 Fire Area Utility 1994B 698,431 0 0 0 0 6530 Rockridge 72,288 0 0 0 0 6550 Proctor Utility Und. - Redemption 2,993 10,220 0 0 0 6552 Lakeshore III Util. Und. - Redemp. 6,716 25,550 0 0 0 6554 LaSalle 58,695 39,033 0 0 0 6556 Harbord 57,876 63,903 0 0 0 6558 Grizzly Peak Util. Und. - Redemp. 11,116 7,513 0 0 0 6562 Lakeshore IV 0 0 0 14,201 14,201 6570 1996 Pooled A.D.'s 50,945 54,623 53,123 46,695 35,620 6580 1997 Pooled A.D.'s 0 0 146,410 117,665 114,643 6585 1999 Reassessment 0 8,247,868 549,858 543,788 536,569 6999 Miscellaneous Debt Service 3,579,800 3,579,800 2,684,850 23,783,075 22,289,900

Total Budget $266,675,402 $81,009,352 $79,869,849 $96,332,228 $97,452,473

M-8 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Debt Service

Highlights:

As of July 1, 2001, the City had a total of $1.4 billion in outstanding long-term debt. This total includes amounts outstanding from: the $436.3 million 1997 Pension Obligation Bonds (Sub-series A & B), the $187.5 million 1998 Oakland Joint Powers Financing Authority Lease Revenue Bonds (Series A-1 / A-2), the $201.3 million 2000 Oakland-Alameda County Coliseum (Stadium), the $140 million 1996 Oakland-Alameda County Coliseum (Arena), the $103.9 million 1996 Lease Obligation Bonds (City Administration Buildings), the $134.9 million 2001 Oakland Joint Powers Financing Authority Lease Revenue Bonds (Convention Centers Financing), the $52.3 million Civic Improvement Corporation Certificates of Participation, $50 million General Obligation Bonds Series 1992, $45.4 million General Obligation Bonds Series 1997A (Measure I), $22.3 million General Obligation Bonds Series 1997C (Measure K), $19.75 million General Obligation Bonds Series 2000 D & E, several bonds issued by the Oakland Redevelopment Agency of which $208 million remain outstanding, as well as several other smaller bonds issues.

In carrying out these financings, the City elected to utilize various financing mechanisms for different issues, as appropriate for the source of revenues and purpose of each project. As with all operations, the City carefully evaluates historical and projected trends with the City’s debt service. This evaluation is completed both internally by City staff as well as externally with the rating agencies. As of July 1, 2001, the City’s long-term general obligation ratings are A+/A+/A1 by Fitch IBCA, Standard and Poor’s Corporation and Moody’s Investors Service, respectively. The City’s rating outlook remains stable with all three rating agencies. This reflects the City’s ability to meet its current challenges, including the increased restrictions imposed by Proposition 218. At the same time, each rating agency pointed to the long-term credit strength of the City as evidenced by its diverse economic base, strong sustained tax base, prudent financial reserves, and conservative fiscal management.

The City’s management also constantly evaluates the effect of capital financing on the ongoing operations of the City. It is the City’s current opinion that the level of debt service remains manageable and within industry standards. The City’s current debt service is approximately 25 percent of General Fund Group revenues. While this level may appear high, self- supporting revenues, including annuities and interest earnings from the Capital Fund, offset much of the City’s debt service. These revenues significantly reduce the impact of the debt service on the financial operations of the City.

The debt service budget provides funds for the annual principal redemption and interest costs generated by the City’s outstanding general obligation, special assessment, and pension debt.

Significant Budget Adjustments:

The increase from the FY 2000-01 actual debt service expenditure to the FY 2001-02 adopted appropriation is due to the $20.5 million Coliseum lease revenue bonds. The Coliseum lease revenue bond debt is a joint liability of the City of Oakland and Alameda County. Each entity is required to budget pursuant to the bond covenant, 50% of the annual debt service. Actual payments are made by the Joint Powers Authority for the Oakland-Alameda County Coliseum.

FY 2001-03 Adopted Policy Budget M-9 NON-DEPARTMENTAL Table of Contents

Statement of Direct and Overlapping Debt

City of Oakland Direct and Overlapping Bonded Debt*

The table below is prepared by California Municipal Statistics Inc. and sets forth the direct and overlapping debt within the City of Oakland as of June 30, 2001. The City has issued additional general obligation bonds since June 30, 2001, and these bonds are not included in the data set forth below.

Issuer and Type of DebtPercent Applicable City Share Direct1 City of Oakland 100% $138,205,000 City of Oakland and Coliseum Authority General Fund Obligations100 654,193,025 City of Oakland 1915 Act Bonds2 100 9,385,000 City of Oakland Pension Obligation 100 390,354,659 Total Direct Bonded Debt $1,192,137,684 Gross Overlapping Debt Alameda-Contra Costa Transit District Certificates of Participation21.572 $5,107,171 Alameda County Board of Education Public Facilities Corporation18.476 1,022,647 Alameda County Authority and General Fund Obligations18.476 112,337,096 Alameda County Pension Obligations18.476 89,544,523 East Bay Municipal Utility District 20.66 1,305,712 East Bay Municipal Utility District, Special District #152.484 23,549,571 East Bay Regional Park District 11.039 19,212,828 Chabot-Los Positas Community College District COPS2.357 117,496 Peralta Community College District 54.347 45,309,094 Oakland Unified School District 99.996 236,935,572 Oakland Unified School District Certificates of Participation99.996 47,918,083 San Leandro Unified School District Certificates of Participation18.795 3,072,043 San Leandro Unified School District 18.795 4,280,561 Castro Valley Unified School District Certificates of Participation0.057 1,764 Berkeley and Castro Valley Unified School Districts0.006 & 0.057 16,004 City of Emeryville 1915 Act Bond 4.183 584,156 Total Overlapping Bonded Debt 3 $614,043,892 Total Direct and Gross Overlapping Debt 1,806,181,576 Less: East Bay M.U.D. (100% self-supporting) 1,305,712 Less: East Bay M.U.D., Special District #1(100% self-supporting) 23,549,571 Total Direct and Net Overlapping Debt 3 $1,781,326,293 Total 3 Per Capita Ratio to Adjusted Debt Ratios 4 ($000’s) ($000’s) Assessed Valuation General Obligation Bonds $138,205 $0.34 0.66% Lease Revenue Bonds, COPs and Pension Obligation Bonds 1,044,727 2.59 5.61% Net Direct Debt 1,182,932 2.94 6.35% Other Direct Debt 9,385 0.02 - Gross Direct Debt 1,192,317 2.96 6.40% Total Gross Debt 1,782,632 4.43 9.56% Total Net Debt $1,781,326 $4.43 9.56%

1 Excludes tax and revenue anticipation notes, revenue, mortgage revenue and tax allocation bonds and non-bonded capital lease obligations. 2 Includes City of Oakland Medical Hill Parking Assessment District, Oakland JPFA Special Assessment Pooled Revenue Bonds Series 1996 Series A, Oakland Special Assessment Pooled Revenue Bonds 1997, and Oakland JPFA Reassessment Revenue Bonds Reassessment District 99-1. 3 Totals may not foot due to rounding. 4 Based on: 2000-2001 adjusted assessed valuation (excluding redevelopment incremental valuation) of $18,638,474,586 and 2000-2001 population of 402,100. * This table does not represent any financings subsequent to June 30, 2001.

Sources: California Municipal Statistics, Inc., and the City of Oakland Financial Services Agency

M-10 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Debt Service Schedule – Year One

Debt Issue Incurred for: PrincipalFY 2001-2002 Principal Outstanding Balance General Obligation Bonds 7/1/01 Principal Interest 6/29/02 Measure K Series 1991-A $800,000 $385,000 $42,093 $415,000 Measure I Series 1992 39,960,000 1,255,000 2,408,603 38,705,000 Measure K Series 1995-B 13,235,000 435,000 771,083 12,800,000 Measure I Series 1997 42,460,000 0 2,354,894 42,460,000 Measure K Series 1997-C 20,875,000 475,000 1,182,393 20,400,000 Measure K. Series 2000D 10,750,000 215,000 552,589 10,535,000 Measure K. Series 2000E 9,000,000 0 438,953 9,000,000 Subtotal $137,080,000 $2,765,000 $7,750,606 $134,315,000

Lease Financing Civic Improvement Corporation $41,100,000 $1,600,000 $1,612,000 $39,500,000 Oakland Museum 27,588,024 2,170,000 1,533,480 25,418,024 Convention Centers Project 134,890,000 4,570,000 7,340,039 130,320,000 1996 City Administration Buildings 102,190,000 1,840,000 5,709,536 100,350,000 JPFA - 1998A 180,700,000 9,700,000 6,904,666 171,000,000 Master Equipment LP Program 1998 713,484 276,322 27,741 437,162 Master LP Agreement 2000 24,374,066 4,626,421 1,254,759 19,747,645 Subtotal $511,555,574 $24,782,743 $24,382,221 $486,772,831

Pension Obligation Bonds Pension Refunding Bonds Series 1997-A $390,534,659 $16,477,509 $20,414,534 $374,057,150 Subtotal $390,534,659 $16,477,509 $20,414,534 $374,057,150

Oakland-Alameda Coliseum JPA * Stadium $202,750,000 $2,307,500 $4,071,894 $200,442,500 Arena 132,700,000 1,000,000 4,522,141 131,700,000 Subtotal $335,450,000 $3,307,500 $8,594,035 $332,142,500

Special Assessment Districts Special Pooled- Series 1996 A $355,000 25,000 21,695 $330,000 Special Pooled- Series 1997 A 1,025,000 65,000 52,665 960,000 Reassessment District No. 99-1 6,915,000 175,000 368,788 6,740,000 1994 Medical Hill, Series 3 940,000 $215,000 $49,950 725,000 Subtotal $9,235,000 $480,000 $493,098 $8,755,000

Total $1,383,855,233 $47,812,752 $61,634,494 $1,336,042,481

* Principal balances shown include both City and County 50% shares. Debt service payments represent City share only.

FY 2001-03 Adopted Policy Budget M-11 NON-DEPARTMENTAL Table of Contents

Debt Service Schedule – Year Two

Debt Issue Incurred for: PrincipalFY 2002-2003 Principal Outstanding Balance General Obligation Bonds 7/1/02 Principal Interest 6/30/03

Measure K Series 1991-A $415,000 $415,000 $12,865 $0 Measure I Series 1992 38,705,000 1,255,000 2,289,378 37,450,000 Measure K Series 1995-B 12,800,000 470,000 735,195 12,330,000 Measure I Series 1997 42,460,000 1,075,000 2,299,631 41,385,000 Measure K Series 1997-C 20,400,000 505,000 1,152,993 19,895,000 Measure K. Series 2000D 10,535,000 225,000 542,139 10,310,000 Measure K. Series 2000E 9,000,000 0 438,953 9,000,000 Subtotal $134,315,000 $3,945,000 $7,471,153 $130,370,000

Lease Financing Civic Improvement Corporation $39,500,000 $1,700,000 $1,546,000 $37,800,000 Oakland Museum 25,418,024 2,295,000 1,405,450 23,123,024 2001 Convention Centers 130,320,000 4,835,000 7,059,766 125,485,000 1996 City Administration Buildings 100,350,000 1,930,000 5,620,459 98,420,000 JPFA - 1998A 171,000,000 9,500,000 6,523,333 161,500,000 Master Equipment LP Program 1998 437,162 288,331 15,731 148,831 Master LP Agreement 2000 19,747,645 4,880,265 1,000,915 14,867,380 Subtotal $486,772,831 $25,428,596 $23,171,654 $461,344,235

Pension Obligation Bonds Pension Refunding Bonds Series 1997-A $374,057,150 $20,300,516 $18,904,478 $353,756,634 Subtotal $374,057,150 $20,300,516 $18,904,478 $353,756,634

Oakland-Alameda Coliseum JPA * Stadium $200,442,500 $2,457,500 $3,938,654 $197,985,000 Arena 131,700,000 1,100,000 4,451,359 130,600,000 Subtotal $332,142,500 $3,557,500 $8,390,013 $328,585,000

Special Assessment Districts Special Pooled- Series 1996 A $330,000 15,000 20,620 $315,000 Special Pooled- Series 1997 A 960,000 65,000 49,643 895,000 Reassessment District No. 99-1 6,740,000 175,000 361,569 6,565,000 1994 Medical Hill, Series 3 725,000 230,000 36,600 495,000 Subtotal $8,755,000 $485,000 $468,432 $8,270,000

Total $1,336,042,481 $53,716,612 $58,405,729 $1,282,325,869

* Represents City's obligation:50% of Total Debt Service

Note: Principal balances shown include both City and County 50% shares. Debt service payments represent City share only.

M-12 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Debt Service

Long-Term Debt:

General Obligation Bonds

The following bonds are general obligations of the City; 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 and interest.

$12,000,000 City of Oakland General Obligation Bonds, Series 1991A (Measure K)

On November 9, 1990, 66.8% of the voters passed a measure authorizing the City to issue $60 million in general obligation bonds for the purposes of acquisition of open space and the rehabilitation, development and expansion of park and recreational facilities within the City. The 1991A Measure K Bonds were the first series to be issued under this authorization. On July 25, 2000, maturities from 2003 to 2015 were refunded by Series 2000E, leaving an outstanding balance of $1.16 million.

$15,000,000 City of Oakland General Obligation Bonds, Series 1995B (Measure K)

The 1995B Measure K Bonds represent the second series of bonds issued under the 1990 authorization of Measure K. Bond proceeds were being used for the purchase of Vista Madera Stables, construction of the West Oakland Senior Center, Chinese Gardens, Tassaforanga Gym and Woodminster Cascades, maintenance and improvements at the Oakland Museum and Raimondi Field, and the Oakland Zoo.

$22,250,000 City of Oakland General Obligation Bonds, Series 1997C (Measure K)

The 1997C Measure K Bonds are the third series of bonds issued under the 1990 Measure K authorization. These bonds have been used for open space acquisition, Oakland Zoo development projects and other site development projects.

$10,750,000 City of Oakland General Obligation Bonds, Series 2000D (Measure K)

The 2000D Measure K Bonds are the fourth series of bonds issued under the 1990 Measure K authorization. These bonds will be used to expand, develop, and rehabilitate park and recreational facilities.

$9,000,000 City of Oakland General Obligation Bonds, Series 2000E (Measure K)

The 2000E Measure K Bonds are the fifth series of bonds issued under the 1990 Measure K authorization. These bonds were used to refund a portion of Series 1991A issued under the same authorization.

$50,000,000 City of Oakland General Obligation Bonds, Series 1992A (Measure I)

By a measure passed on July 15,1992 by 74.3% of the voters, the City received authorization to issue $50 million general obligation bonds to be used for enhancement of the City’s emergency response capabilities, and for seismic reinforcement of infrastructure and essential public facilities.

$45,420,000 City of Oakland General Obligation Bonds, Series 1997A (Measure I)

On November 5, 1996, the electorate authorized this bond issue by a 77.6% vote, for the purpose of financing life enrichment improvements on various City-owned properties. These improvements include the repair, construction, acquisition and improvement of certain libraries, recreation centers and playing fields, the Oakland Zoo, the Oakland Museum and the Chabot Observatory Space and Science Center.

FY 2001-03 Adopted Policy Budget M-13 NON-DEPARTMENTAL Table of Contents

Debt Service (continued)

Pension Obligation Bonds

$436,289,659 City of Oakland Taxable Pension Obligation Bonds, Series 1997

The bonds were issued in February 1997 to fund a portion of the City’s unfunded actuarial accrued liability (“UAAL”) for retirement benefits to members of the City’s Police and Fire Retirement System.

The bonds consist of $420,494,659 Taxable Pension Obligation Bonds (Sub-series A) and $15,795,000 Taxable Pension Obligation Bonds (Sub-series B). Moody’s, Standard and Poor’s and Fitch Investor Services rate the bonds Aaa/AAA/ AAA, respectively, based on the issuance of a municipal bond insurance policy by MBIA.

The City’s pension liability with respect to the Police and Fire Retirement System is an obligation imposed by law. The sub-series A Bonds were issued to defease the UAAL through Fiscal Year 2010. Principal and interest on these bonds are payable from two sources: Tax Override revenue (authorized by the voters of the City on June 8, 1976, and June 7, 1998), generated by ad valorem taxes levied upon all taxable property within the City, and fund transfers from the City’s general fund. The sub-series B Bonds were issued to defease a portion of the UAAL for Fiscal Year 1997; principal and interest on these bonds are payable from the City’s General Fund revenues.

A restructuring of these bonds is currently under review to diminish the General Fund contribution.

Lease Obligations:

$52,300,000 Variable Rate Demand Certificates of Participation (Certain Capital Improvement Projects), 1985 Series

On December 1, 1985, the City entered into various simultaneous agreements to finance the acquisition and construction of capital improvements on City property, such as traffic control devices, street resurfacing, parking lots, garages and the rehabilitation of various lease payments to the Civic Improvement Corporation.

$39,408,025 City of Oakland Refunding Certificates of Participation (Oakland Museum), 1992 Series A

The proceeds of the certificates were used to defease the outstanding Certificates of Participation 1987 Series A, which was issued in the amount of $35,310,000, which in turn refunded and defeased the 1982 Municipal Improvement Revenue Bonds and provided new money for the Redevelopment Agency to acquire the Museum and its improvements from Oakart Associates Limited Partnership.

Under an amended and restated lease agreement, which provides for the sublease of the Museum by the City, the City has agreed to make lease payments to the Agency through maturity of the certificates in 2012. The Certificates are Aaa/ AAA rated as a result of the bond insurance policy provided by AMBAC Indemnity Corporation.

$9,200,000 Oakland-Alameda County Coliseum Authority Lease Revenue Bonds (Oakland Coliseum Project) Series 1995

The 1995 bonds were issued by the Authority to refund the outstanding 1965 bonds, to finance improvements to the Coliseum stadium, and to cover relocation costs for the National Football League team, the Oakland Raiders.

The Bonds comprise $9,200,000 Fixed Rate Refunding Lease Revenue Bonds (Series A), and $188,500,000 aggregate principal Variable Rate Lease Revenue Bonds (Series B). The series A bonds are rated Aa3/AA- and the Series B Bonds have long term ratings of Aa3/AA-, and the short-term ratings of A-l/P-1, respectively, based on a direct-pay letter of credit provided by Canadian Imperial Bank of Commerce.

M-14 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Debt Service (continued)

These bonds are a joint and several obligation of both the City and the County; each entity has covenanted to budget and appropriate one-half of the annual lease payments.

On May 20, 2000, the Authority refunded the 1995 Series B bonds with 2000 Series C (Tax-Exempt) and 2000 Series D (Taxable) bonds leaving the 1995 Series A bonds still outstanding.

$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.

Under a lease agreement between the City and the Joint Powers Financing Authority, the City will make lease payments to use and occupy the property. In addition to a $13 million cash contribution made by the City, proceeds of the bonds have been used to fund the Construction Fund, Capitalized Interest Fund, Reserve Fund, and costs of issuance.

The bonds, insured by AMBAC Indemnity Corporation and rated Aaa/AAA, are limited obligations of the Authority payable solely from lease revenues from the City, as lessee, to the Authority, as lessor, pursuant to a Lease Agreement, dated as of March 1, 1996.

$140,000,000 Oakland-Alameda County Coliseum Authority Lease Revenue Bonds (Oakland Coliseum Arena Project) 1996 Series A-1/A-2

The Authority, comprised of the County of Alameda and the City of Oakland, was formed to assist in financing public capital improvements. The 1996 Bonds were issued to finance the costs of constructing the Coliseum Arena as well as other costs associated with the retention of a professional basketball team, the Golden State Warriors.

The bonds consist of $70,000,000 Variable Rate Lease Revenue Bonds (Series A-1), and $70,000,000 Variable Rate Lease Revenue Bonds (Series A-2). The bonds have long-term ratings of Aa3/AA-/AA- and short-term ratings of VMIG1/ A-1+/F-1 from Moody’s, Standard and Poor’s and Fitch Investor Services, respectively, based on a direct-pay letter of credit provided by Canadian Imperial Bank of Commerce.

The bonds comprise a joint and several obligation of both the City and the County; each entity has covenanted to budget and appropriate one-half of the annual lease payments.

$187,500,00 Oakland Joint Powers Financing Authority, 1998 Series A-1/A-2

The 1998 bonds were issued by the Joint Powers Authority on August 3, 1998, to refund the City of Oakland’s Lease Revenue Bonds Series 1998 A. The bonds were sold in a variable-rate mode, in two series: $131,500,000 Series A-1 and $56,000,000 Series A-2, with a final maturity of August 1, 2021. The bonds are limited obligations of the Authority, payable by base rental payments from the City’s General Fund, in exchange for the right to use and possession of a portion of the City’s sewer system.

The City entered into a $170,000,000 forwarding-starting, floating-to-fixed “synthetic-fixed-rate” swap with Goldman Sachs, which commenced on July 31, 1998 and terminates on July 31, 2021. The swap entitles the City to receive variable rate payments equal to the Bond Market Association Municipal Swap Index in exchange for a fixed rate payment to Goldman Sachs. The notional value of the swap declines in accord with the outstanding principal on the bonds.

FY 2001-03 Adopted Policy Budget M-15 NON-DEPARTMENTAL Table of Contents

Debt Service (continued)

$201,300,000 Oakland-Alameda County Coliseum Authority Lease Revenue Bonds (Oakland Coliseum Project) 2000 Series C & D

The 2000 bonds were issued by the Authority to refund the outstanding 1995 Series B bonds of the Authority, to fund the Reserve Fund in an amount equivalent to the Reserve Fund allocable to the Bonds, and to pay the costs of issuance of the Bonds, including certain hedge agreement fees related to a portion of the 2000 Series C Bonds and certain costs incurred in the termination of the Swap Agreements entered into in connection with the 1995 Series B Bonds.

The Bonds are comprised of $75,400,000 2000 Refunding Series C-1 (Tax-Exempt) and the $75,400,000 2000 Refunding Series C-2 (Tax-Exempt) (Collectively, the “2000 Series C Bonds”) and the $50,500,000 2000 Refunding Series D (Taxable). The series C bonds are rated Aa3/AA-/AA- and the Series D Bonds have long term ratings of Aa3/A+/AA-, and the short- term ratings of VMIG1/A-1/F1+ from the respective organizations, Moody’s Investors Service, Standard & Poor’s, and Fitch IBCA, based on a direct-pay letter of credit provided by Canadian Imperial Bank of Commerce and the California State Teachers’ Retirement System.

The bonds comprise a joint and several obligation of both the City and the County, each entity has covenanted to budget and appropriate one-half of the annual lease payments.

$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 (Oakland Convention Centers), Series 2001 in May 2001. This issue was used to redeem and defease the $149,825,000 California Statewide Communities Development Authority, 1992 Lease Revenue Bonds (City of Oakland Convention Centers Project).

The proceeds of the 1992 bonds financed the repurchase of two convention centers by the California Statewide Communities Development Authority (the “Authority”): the Kaiser Convention Center from Oakter Associates Limited Partnership to which the City had sold the Kaiser Convention Center in a sale-leaseback transaction in 1982, and from which the City leased the Kaiser Convention Center; and the Scotland Convention Center from Oakbay Associates Limited, to which the City had sold the Scotlan Convention Center in a sale-leaseback transaction in 1983, and from which the City leased the Scotlan Center.

The bonds are payable from lease payments made by the City to the Authority. The bonds are rated Aaa/AAA and are insured by AMBAC Indemnity Corporation.

Assessment Districts:

$2,020,000 City of Oakland 1994 Refunding Improvement Bonds Medical Hill Parking Assessment District Series 3

In April 1994, the City issued these bonds to defease the City of Oakland Medical Hill Parking Assessment District Refunding Bonds dated March 2, 1989. The original bonds were issued to finance the construction of a parking garage to serve facilities in the Medical Hill Area.

The refunding bonds are payable from assessments levied against property owners in the Medical Hill District. In the event of continuing delinquencies in the payment of any property owner’s installments, the City, in the absence of any other bidder, is obligated to purchase the delinquent property owner’s property at a delinquent assessment sale and pay delinquent and future installments of assessments and interest thereon until the land is resold or redeemed.

The bonds are rated Aaa/AAA by Moody’s and Standard & Poor’s and are insured by MBIA.

M-16 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Debt Service (continued)

$465,000 Oakland Joint Powers Financing Authority Special Assessment Pooled Revenue Bonds 1996 Series A

On August 22, 1996, the Oakland Joint Powers Financing Authority issued bonds to fund certain capital improvement projects within the City, including sewer improvements, utility under grounding and street lighting. Each of these projects had previously been financed through the formation of its respective special assessment district, pursuant to the Municipal Improvement Act of 1915.

These districts are Skyline Sewer Assessment District; Lakeshore Utility Under grounding Assessment District, Phases I and II; Ocean View Utility Under grounding Special Assessment District; and Lower Hubert Road Utility Under grounding Special Assessment District.

The bonds are payable from the special assessment revenues levied for each of the respective special assessment districts.

$1,250,000 Oakland Joint Powers Financing Authority Special Assessment Pooled Revenue Bonds Series 1997

On December 3, 1997, the Oakland Joint Powers Financing Authority issued bonds to provide funding for portions of certain capital improvement projects in five special assessment districts within the City, for utility under grounding and associated street lighting. Of the five Utility Under grounding Assessment Districts, three are still active: LaSalle, Liggett, Pershing & Wood Area (1997-4); Harbord, Estates, McAndrew & Wood Area (1997-5); and Grizzly Peak (1997-6). The bonds are payable from the special assessment revenues levied for the respective special assessment districts.

$7,255,000 Oakland Joint Powers Financing Authority Reassessment Revenue Bonds, Series 1999

On July 15, 1999, the Oakland Joint Powers Financing Authority issued bonds in order to refinance the local obligation bonds for two special assessment districts: (1) for a portion of the costs of construction of new underground support services and for repaving the street surfaces in conjunction with the under grounding of utility lines in the area affected by the October, 1991 firestorm (Fire Area Utility Underground Assessment District No. 1994-1), and (2) for a portion of the costs of providing new, enlarged water delivery lines and higher-flow fire hydrants in the upper Rockridge area (Rockridge Water Area Improvements District No. 1994-2). The bonds are rated A- by Standard & Poor’s Corporation. The bonds are payable from revenues derived from the reassessments levied on the properties in the original two assessment districts.

FY 2001-03 Adopted Policy Budget M-17 NON-DEPARTMENTAL Table of Contents

Public Support

Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures Actual Actual Actual Adopted Adopted

Operations & Maintenance $49,151,601 $63,575,561 $55,653,916 $67,599,828 $73,585,713 Total $49,151,601 $63,575,561 $55,653,916 $67,599,828 $73,585,713

Expenditures by Fund

1010 General Purpose Fund $10,798,866 $45,003,827 $38,226,423 $47,381,751 $53,016,526 1150 Worker's Compensation 369,000 0 113 0 0 1600 Underground Dist. Revolving Fund 487 0 0 0 0 1720 Comprehensive Cleanup 0 0 1,037 0 0 1730 Henry J. Kaiser Convention Center 0 908 296 0 0 1750 Multipurpose Reserve 497 0 0 0 0 1760 Telecommunications Reserve 634 0 0 0 0 1780 Kid's First Initiative 90,592 5,495,304 6,551,095 7,416,285 7,733,395 1820 OPCRA Self-Sustaining Revolving Fund 0 0 1,214 0 0 2110 Department of the Interior 0 15,287 0 0 0 2111 2000 Local Law Enforcement Block Grant 0 0 208 0 0 2114 Department of Labor 7,313,696 7,782,916 (40,000) 0 0 2124 Fed. Emergency Mgmt. Agency 5,401,000 0 0 0 0 2128 Dept. of Health & Human Services 386 0 0 0 0 2134 California Parks & Recreation (35,000) 0 0 0 0 2192 Oakland Base Reuse Authority 0 0 375 0 0 2195 Workforce Investment Act 0 0 5,532,710 8,874,792 8,874,792 2210 Measure B Fund 0 0 63 0 0 2230 State Gas Tax (236,479) 0 823 0 0 2240 Measure O Fund 651 0 0 0 0 2310 Landscape & Lighting Assess. D 0 494,000 52 0 0 2320 Fire Suppression Assessment Dist. 11,104 0 0 0 0 2992 Parks & Recreation Grants 35,000 0 0 0 0 2999 Miscellaneous Grants 6,547 0 0 0 0 3100 Sewer Service Fund 602,822 410,775 8,061 0 0 3200 Sewer Service Fund (43,570) 0 0 0 0 4100 Equipment (181,557) 147,101 12,693 0 0 4200 Radio/Telecommunications (21,359) 0 790 0 0 4400 City Facilities (79,201) 0 338 0 0 4500 Central Stores 0 204,608 0 0 0 4550 Equipment Parts Stores 0 153,124 0 0 0 5008 GOB Series 1992 Emerg 1,000 0 0 0 0 5010 GOB Series 1997 Measure I 0 (198,000) 0 0 0 5020 Rock. Area Water Improve. 1994 117,000 0 0 0 0 5500 Municipal Improvement 8,367,359 (424,500) 162,000 0 0 6014 CSCD Authority 1992 9,941,100 862,571 0 0 0 6016 Civic Improvement Corp. 2,944,584 3,020,731 2,794,396 3,212,000 3,246,000 6018 Medical Hill Parking District (1,000) 0 0 0 0 6031 Tax Pens Obligation Bonds 1997B 2,328,673 0 0 0 0 6414 1992 Lease Revenue Convention Center Reserve 0 0 865,006 0 0 6416 CIC Variable COP--Reserve 0 0 306,439 0 0 6505 CAB 1996 Redemption 269,799 0 0 0 0 6518 Medical Hill Parking Dist Refund (229,575) 0 0 0 0 6905 CAB 1992 Rebate 66,240 0 0 0 0 7100 Police and Fire Retirement System 0 0 86,749 0 0 7200 Health Insurance Premium 110,738 241,050 419,139 300,000 300,000 7220 HI Premium Trust-Local 790 Ret. 163,425 268,993 471,223 300,000 300,000 7260 HI Premium Trust-WCE 8,046 17,239 28,600 25,000 25,000 7280 HI Premium Trust-IBEW 3,750 7,470 9,416 10,000 10,000 7300 HI Premium Trust-Units A&W 27,000 72,157 214,657 80,000 80,000 7320 Police & Fire Ret. System Ref. 1,000,000 0 0 0 0 7760 Grant Clearing (2,000) 0 0 0 0 7820 Port of Oakland Gen. Purpose 346 0 0 0 0 7999 Miscellaneous Trusts 1,000 0 0 0 0

Total $49,151,601 $63,575,561 $55,653,916 $67,599,828 $73,585,713

M-18 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Public Support

Highlights:

The Public Support budget provides City support in the following categories:

Lease Obligations: The City’s lease obligations include payments for the Oakland-Alameda County Coliseum Joint Powers Authority, Oakland Museum, Henry J. Kaiser Convention Center, Oakland Convention Center-Scotlan Memorial, City Hall, City Administration Buildings and various capital improvements financed by Civic Improvement Corporation Certificates of Participation.

Public Facility Support: Public Facility Support includes the Oakland Convention Center-Scotlan Memorial and the Oakland/Alameda County Coliseum.

Citywide Activities: Includes activities such as legislative advocacy, membership fees, the Sister Cities Program and other activities not attributable to a particular department’s operations. Funding of $40,000 is included for the Oakland Mayor’s Summer Jobs Program; also funded is $1,230,000 as a contingency for energy price increases in FY 2001-02 and $1,370,000 for FY 2002-03.

Arts and Community Promotions: The City supports art organizations involved in dance, music, theatre, visual arts/ media, art in education and special events. Organizations submit requests for City support, which are reviewed by qualified panelists. The Arts Council recommends funding based on this review.

Parades, Runs and Festivals: The City supports these events through funding of related City costs, such as police coverage.

Community Service Organizations: The City supports organizations providing services to Oakland citizens in a variety of areas. An independent panel reviews organization requests and recommends funding levels.

Drug and Violence Prevention Grant Program: The City supports organizations operating drug and violence prevention programs in Oakland.

Kids First! Initiative Set Aside: Represents 2.5% of certain unrestricted General Fund revenue dedicated for supplemental youth programs, and is available for distribution by the Youth Advisory Commission pursuant to the initiative passed in November 1996.

FY 2001-03 Adopted Policy Budget M-19 NON-DEPARTMENTAL Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Organization Actual Actual Actual Adopted Adopted

A. Lease Obligation 1) Coliseum Lease Rental $750,000 $2,000,000 $750,000 $750,000 $750,000 2) Oakland Museum Lease Payment 3,456,270 3,459,591 3,453,026 3,471,390 3,468,360 3) Convention Centers Lease Pymts 9,942,099 9,936,202 11,653,697 11,096,859 11,081,586 4) City Hall 1,705,140 1,692,380 1,493,993 1,696,905 1,698,140 5) Capital Improvement Leases 2,714,841 2,935,822 2,794,396 3,212,000 3,246,000 6) City Administration Building 2,608,807 3,571,808 1,830,210 7,134,005 7,134,298

Total Lease Obligations $21,177,157 $23,595,803 $21,975,322 $27,361,159 $27,378,384

B. Public Facility Support 1) Scotlan Convention Center $567,401 $543,000 $554,104 $554,104 $554,104 2) Paramount Theatre 50,000 200000 3) Coliseum Operations 31,250 13,750,000 13,000,000 11,500,000 11,000,000

Total Public Facility Support $648,651 $14,293,200 $13,554,104 $12,054,104 $11,554,104

C. Citywide Activities $658,139 $1,930,714 $1,350,368 $4,004,629 $3,557,566

D. Employment Training Program $160,812 $21,943 $538,308 $762,372 $344,043

M-20 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Organization Actual Actual Actual Adopted Adopted

E. Arts & Community Promotions

1) Operating/Project Support African American Advocate $1,696 $1,858 $0 $0 $0 Alan Leon 0 4,999 0 0 0 American Indian Contemporary Arts 0 0 13,063 0 0 American Indian Film Institute 12,516 0 0 0 0 Artship Foundation 7,711 20,000 31,232 0 0 Axis Dance Troupe 17,143 10,021 25,310 0 0 Ballet Folklorico Mexicano 0 0 9,675 0 0 Bay Area Blues Society 10,556 7,158 9,656 0 0 Black Cowboy Association 2,943 0 0 0 0 Black Filmmakers Hall of Fame 10,903 12,275 9,800 0 0 California Lawyers for Art 17,082 9,899 13,519 0 0 California College of Arts & Crafts 12,028 0 0 0 0 Carijama Oakland Carnival 3,545 6,808 0 0 0 Carolyn Carr 0 0 4,800 0 0 Citicentre Dance Theatre 17,944 10,252 15,400 0 0 Creative Growth Art Center 40,345 55,024 48,750 0 0 Daniel Camacho 0 4,999 4,999 0 0 Decohntee Liberian Dance Company 18,789 20,000 0 0 0 Destiny Arts Center 8,674 19,467 28,696 0 0 Diamano Coura West African Dance 18,410 17,020 10,260 0 0 Dimensions Dance Theater 26,733 24,215 22,550 0 0 Dunsmuir House and Gardens 31,580 28,112 15,453 0 0 East Bay Asian Local Dev. Corp. 5,234 0 3,402 0 0 East Bay Depot for Creative Reuse 0 11,584 0 0 0 East Bay Institute for Urban Arts 13,189 27,142 25,085 0 0 East Bay Pride 0 0 13,200 0 0 East Oakland Youth Dev Center 13,871 0 16,000 0 0 Eric Gran 0 4,999 4,999 0 0 Elizabeth Hinterberger 0 4,999 0 0 0 Erika Mailman 0 2,415 0 0 0 Experimental Group Young People's Theater 2,991 6,411 4,751 0 0 Facing East Dance and Music 0 0 2,700 0 0 Friends of the Golden Gate Library 3,150 0 0 0 0 Friends of Peralta Hacienda 2,620 14,038 0 0 0 Gary Turchin 0 5,346 0 0 0 Godzilla West 0 1,038 1,400 0 0 James Morgan 0 8,499 0 0 0 Jazz in Flight 10,716 10,914 9,954 0 0 Jeff Norman 0 4,950 0 0 0 Judith Kajiwara 0 0 4,999 0 0 Junior Center of Art and Science 23,337 20,872 20,843 0 0 Kaila Flexer 0 0 4,999 0 0 Katherine Westerhout 0 4,999 0 0 0 KITKA Chorus 11,118 20,872 22,111 0 0 Koncepts Cultural Gallery 0 16,698 14,490 0 0 Korean Youth Cultural Center 0 0 1,620 0 0 La Clinica de la Raza 1,849 0 0 0 0

FY 2001-03 Adopted Policy Budget M-21 NON-DEPARTMENTAL Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Organization Actual Actual Actual Adopted Adopted

E. Arts & Community Promotions

1) Operating/Project Support (continued) Lauren Elder $0 $0 $4,999 $0 $0 Malumba Anderson 0 4,999 0 0 0 Mas Makers Massive 0 3,480 0 0 0 Move Dance Theatre 15,648 11,718 7,200 0 0 Moving On Center 3,177 0 0 0 0 Museum of Children's Arts 49,276 38,923 58,500 0 0 National Education Media Network 35,877 32,101 0 0 0 Asia Pacific Cultural Center 48,414 35,345 41,854 0 0 Oakland Ballet 100,085 75,000 69,600 0 0 Oakland Chamber Orchestra 7,008 5,268 4,264 0 0 Oakland Chinatown Chamber of Commerce 17,829 20,000 14,310 0 0 Oakland East Bay Shakespeare 16,675 15,148 7,830 0 0 Oakland East Bay Symphony 53,122 55,188 52,595 0 0 Oakland Ensemble Theater 5,773 8,930 10,350 0 0 Oakland Interfaith Gospel Choir 13,819 11,811 11,100 0 0 Oakland Jazz Workshops 2,812 6,510 11,126 0 0 Oakland Opera Theatre 0 0 2,700 0 0 Oakland Symphony Chorus 10,543 8,475 6,732 0 0 Oakland Youth Chorus 39,602 31,267 27,910 0 0 Oakland Youth Orchestra 18,672 12,411 12,205 0 0 Opera Piccola 13,851 8,423 13,050 0 0 Orches 8,275 9,215 8,786 0 0 Paul Roach 0 4,999 0 0 0 Pagliacci's Fools 0 0 5,000 0 0 Patrons of the Arts & Humanities 10,131 0 5,192 0 0 Peralta Community College 3,736 0 0 0 0 Philippine Ethnic Art and Cultural Exchange 0 0 5,000 0 0 Project Bandaloop 3,675 0 0 0 0 Prescott Clown Troupe 2,475 8,200 14,844 0 0 Pro Arts 15,737 14,185 14,858 0 0 Rhythmic Concepts 17,787 14,997 11,250 0 0 Ruben Guzman 0 4,999 0 0 0 California Revels 16,744 20,000 17,318 0 0 Savage Jazz Dance Company 1,822 5,577 7,666 0 0 Spanish Speaking Unity Council 6,140 20,000 13,401 0 0 Stagebridge 20,161 14,720 18,938 0 0 Stellband Pan Arts 3,376 0 0 0 0 Sue Li-Jue 0 4,900 0 0 0 Suzanne Gallo 0 0 4,999 0 0 Suz Takeda 0 4,999 0 0 0 Wilma B. Consul 0 4,900 0 0 0 William Ludtke 0 0 4,999 0 0 Unallocated 0 0 0 919,009 919,009

Subtotal Operating/Project Support $908,915 $934,571 $902,292 $919,009 $919,009

M-22 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Organization Actual Actual Actual Adopted Adopted

2) Arts & Education American Indian Public Charter School 0 13,978 0 0 0 California College of Arts and Crafts 0 0 4,393 0 0 California Poets in the Schools 2,015 0 3,600 0 0 Camp Read-A-Lot 0 11,771 0 0 0 Carolyn Lei-lanilau 0 0 3,000 0 0 Claudia Goodman-Hough 0 0 2,571 0 0 Debra Koppman 0 6,075 9,600 0 0 Dimensions Dance Threatre 14,520 20,000 23,807 0 0 East Bay Children's Theater 0 3,731 0 0 0 East Bay Depot for Creative Re-Use 6,443 0 8,999 0 0 East Bay Institute for Urban Arts 6,875 0 0 0 0 Elmer Lee Thomas 0 0 4,305 0 0 Hai Yue Zhang 0 0 12,960 0 0 Koncepts Cultural Gallery 2,080 4,500 9,100 0 0 Mas Makers Massive 0 0 5,800 0 0 Museum of Children's Art 14,203 11,925 23,000 0 0 National Educational Media Network 0 3,000 0 0 0 Oakland Chamber Orchestra 13,365 0 20,300 0 0 Oakland East Bay Symphony 9,240 9,055 12,508 0 0 Oakland East Bay Shakespeare Festival 4,761 0 0 0 0 Oaktown Jazz Workshops 0 7,371 13,377 0 0 Opera Piccola 5,500 5,400 6,860 0 0 Orches 1,020 1,995 4,810 0 0 Renaissance of Papermaking 12,100 0 8,470 0 0 Salongo Lee 0 2,650 0 0 0 Stagebridge 6,175 5,130 8,000 0 0 Steelbands Pan Arts 8,690 7,290 10,950 0 0 Tureeda Mikell 0 4,480 0 0 0 Unallocated 0 0 0 130,854 130,854

Subtotal Arts in Education $106,987 $118,351 $196,410 $130,854 $130,854

FY 2001-03 Adopted Policy Budget M-23 NON-DEPARTMENTAL Table of Contents

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Organization Actual Actual Actual Adopted Adopted

3) Technical Assistance Program Artship Foundation $0 $0 $1,500 $0 $0 Asia Pacific Cultural Center1,5001,500000 (formerly Oakland Asian Cultural Center) Axis Dance Troupe 0 0 1,500 0 0 Destiny Arts Center 0 1,500 1,500 0 0 East Bay Institute for Urban Arts 0 1,500000 KITKA Chorus 01,500000 National Educational Media Network 0 1,500 1,500 0 0 Oakland Ensemble Theater 01,500000 Oaktown Jazz Workshops 0 1,500 1,500 0 0 Orches 1,1001,500000 Unallocated 0 0 0 9,000 9,000

Subtotal Technical Assistance Program $2,600 $12,000 $7,500 $9,000 $9,000

4) Facility Access $1,500 $6,130 $9,130 $9,130 $9,130

5) Creative Artists Fellows Programs $700 $29,271 $29,271 $29,271 $29,271

6) Public Relations/Marketing $23,420 $0 $0 $14,317 $14,317

7) Planning Administration $40,651 $0 $16,558 $18,183 $18,183

8) Contingency $0 $0 $2,810 $2,810 $2,810

Total Community Promotions Programs $1,084,773 $1,100,323 $1,163,971 $1,132,574 $1,132,574

M-24 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Appropriation History: Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Organization Actual Actual Actual Adopted Adopted

F. Parades/Runs/Street Festivals Black Cowboys Association $0 $10,413 $10,217 $0 $0 Beyond the Pussycat Community Event 0 2,263 0 0 0 Blues Alley Festival 0 4,841 4,440 0 0 Carijama Oakland Festival 0 2,102 4,942 0 0 Chinatown StreetFest 0 18,334 18,071 0 0 Chinatown New Year Bizarre 0 0 2,258 0 0 Cinco de Mayo Parade 30,159 33,591 19,460 0 0 Dia De Los Muertos Festival 12,611 17,444 17,853 0 0 Diamano Coura Collage de la 0 6,027 2,852 0 0 Cultures Africaines East Bay Pride 0 44,066 5,291 0 0 Fourth of July Celebration 29,164 27,689 0 0 0 Heart Association Run 4,573 5,422 4,606 0 0 Lunar New Year Parade 6,264 5,700 0 0 0 Martin Luther King Jr. Parade 4,953 1,392 4,865 0 0 MLK, Jr. Freedom Center 0 0 3,892 0 0 Mexican Independence Day Parade 6,287 0 0 0 0 Million Mom March 0 2,657 0 0 0 Unallocated 0 0 0 245,000 245,000

Total Parades/Runs/Street Festivals $94,011 $181,942 $98,746 $245,000 $245,000

G. Community Service Organization $0 $0 $0 $158,250 $158,250

H. Energy Price Increases $0 $0 $0 $1,230,000 $1,370,000

I. Drug & Violence Prevention Grant $25,000 $105,000 $132,232 $127,500 $127,500

J. Kids First Initiative $6,490,108 $6,191,539 $6,997,539 $7,416,285 $7,733,395

K. Street Outreach $0 $0 $0 $130,000 $130,000

GRAND TOTAL $7,693,892 $7,578,804 $8,392,488 $54,621,873 $53,730,816

FY 2001-03 Adopted Policy Budget M-25 NON-DEPARTMENTAL Table of Contents

Contingency Accounts

Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Character Actual Actual Actual Adopted Adopted

Operations & Maintenance $50,000 $62,400 $200,000 $200,000

Total Budget $50,000 $62,400 $200,000 $200,000

Expenditures by Account

Emergency Account $0 $0 $100,000 $100,000 Public Support Contingency 50,000 62,400 100,000 100,000

Total Budget $50,000 $62,400 $200,000 $200,000

Expenditures by Fund

1010 General Purpose Fund $50,000 $62,400 $200,000 $200,000

Total Budget $50,000 $62,400 $200,000 $200,000

Highlights:

The primary purpose of the Emergency Contingency and Public Support Contingency accounts is to provide for emergencies or unforeseen events. The Emergency funds are reserved for City departments. The Public Support funds are reserved for community organizations meeting specified emergency criteria

Transfers from these accounts may only be made with Council approval. In exceptional cases, these funds may also be spent on special projects or the initiation of new programs.

M-26 FY 2001-03 Adopted Policy Budget Table of Contents CITY OF OAKLAND

Housing Rehabilitation Loans

Two Year Budget 2000-01 1998-99 1999-00 Unaudited 2001-02 2002-03 Expenditures by Character Actual Actual Actual Adopted Adopted

Appropriations for Loans $1,985,575 $2,287,713 $1,905,534 $2,004,973 $2,034,973

Total $1,985,575 $2,287,713 $1,905,534 $2,004,973 $2,034,973

Expenditures by Fund

2108 Department of Housing $174,547 $12,794 $162,874 $0 $0 2810 Rehabilitation Trust Loans 0 29,708000 2820 Community Dev Rehab Loan (178,962) 140,502000 2824 FHA 203 K Loan - Revolving (116,761) 4,303000 7380 California Natural Disaster 26,017 30,169000 7750 Rehabilitation Trust Accounts 26,279 0000 7752 Rehab. Trust Accts-City Funded 2,054,455 2,070,237 1,742,660 2,004,973 2,034,973

Total $1,985,575 $2,287,713 $1,905,534 $2,004,973 $2,034,973

Highlights:

The Community & Economic Development Agency has operated several housing rehabilitation loan programs with the goal of conserving the City’s housing supply. Funding for the loans is provided by the U.S. Department of Housing and Urban Development. The City holds the funds in trust for the borrowers and accounts for the loans in the Non-Departmental portion of the Budget.

FY 2001-03 Adopted Policy Budget M-27 NON-DEPARTMENTAL Table of Contents

Notes

M-28 FY 2001-03 Adopted Policy Budget Cover Page CITY OF OAKLAND Table of Contents Click on Topics Below to Access Information

Index

FY 2001-03 Adopted Policy Budget i INDEX Cover Page Click on Topics Below to Access Information Table of Contents

A Position Titles (FTE Listing) ...... J - 92 Significant Adopted Budget Changes ...... J - 90 AAMLO Division ...... J - 52 Staffing History ...... J - 91

ADA Programs ...... F - 50 Airport, Oakland International (Demographics) .C - 7

Abbreviation Guide ...... B - 14 Alice Arts Center ...... F - 77 ...... J - 76 Accounting Division ...... G - 14 All-America City (Demographics) ...... C - 3 Activity, Port of Oakland ...... C - 14 Amendment Process, Budget ...... B- 6 Administration General Government Americans With Disabilities Act Program City Manager ...... F - 44 (see: ADA Programs) Department of Craft & Cultural Arts ...... F - 76 Application & Production Support ...... F - 122 Office of Personnel ...... F - 90 Office of Information Technology ...... F - 114 Appropriation History City Attorney ...... F - 136 General Government ...... F - 4 Office of the City Auditor ...... F - 151 Mayor ...... F - 12 Office of the City Clerk ...... F - 160 City Manager ...... F - 38 Financial Services Agency ...... G - 12 Department of Craft & Cultural Arts ...... F - 70 Police Services Agency ...... H - 12 Office of Personnel ...... F - 84 Fire Services Agency ...... I - 12 Office of Information Technology ...... F - 108 Life Enrichment Agency ...... J - 10 City Attorney ...... F - 130 Office of Parks & Recreation ...... J - 24 Office of the City Auditor ...... F - 148 Library Services ...... J - 46 Office of the City Clerk ...... F - 156 Museum Services ...... J - 68 Financial Services Agency ...... G - 4 Aging, Health & Human Services ...... J - 96 Police Services Agency ...... H - 4 Public Works Agency ...... K - 14 Fire Services Agency ...... I - 4 Community & Economic Development Agency .. L - 14 Life Enrichment Agency ...... J - 4 Office of Parks & Recreation ...... J - 16 Advisory ...... F - 142 Library Services ...... J - 38 African-American Museum and Library of Oakland Museum Services ...... J - 60 (see: AAMLO Division) Aging, Health & Human Services ...... J - 89 Public Works Agency ...... K - 4 Aging, Commission on ...... J - 97 Community & Economic Development Agency .. L - 4 Aging, Health & Human Services ...... J - 85 Non-Departmental ...... M - 2 Administration ...... J - 96 ...... M - 20 Appropriation History ...... J - 88 Appropriation vs FTE (charts) Appropriation vs FTE (Chart) ...... J - 94 General Government Budget Changes, Significant Adopted ...... J - 90 Mayor ...... F - 15 Children, Youth and Families Division ...... J - 102 City Council ...... F - 33 Community Support ...... J - 100 City Manager ...... F - 43 Expenditures by Fund ...... J - 89 Department of Craft & Cultural Arts ...... F - 75 Funding by Source (Chart) ...... J - 90 Office of Personnel ...... F - 89 Goals ...... J - 87 Office of Information Technology ...... F - 112 Long-Term Care...... J - 98 City Attorney ...... F - 135 Organization Chart...... J - 87

ii FY 2001-03 Adopted Policy Budget Cover Page CITY OF OAKLAND Table of Contents Click on Topics Below to Access Information

Office of the City Auditor ...... F - 150 B Office of the City Clerk ...... F - 158 Financial Services Agency ...... G - 10 Base Reuse, West Oakland ...... L - 31 Police Services Agency ...... H - 10 Branch Services Division (Library Services) ...... J - 50 Fire Services Agency ...... I - 10 Life Enrichment Agency ...... J - 8 Brunner, Jane ...... F - 21 Office of Parks & Recreation ...... J - 23 ...... F - 29 Library Services ...... J - 44 Budget Amendment Process ...... B - 6 Museum Services ...... J - 66 Aging, Health & Human Services ...... J - 94 Budget Changes, Significant Adopted Public Works Agency ...... K - 13 Aging, Health & Human Services ...... J - 90 Community & Economic Development Agency .. L - 12 City Attorney...... F - 132 City Clerk ...... F - 156 Appropriations, All Funds ...... D - 26 City Manager ...... F - 40 Appropriations by Fund, FY 2001-02 Adopted .. D - 54 Community & Economic Development ...... L - 6 Crafts and Cultural Arts ...... F - 72 Appropriations by Fund, FY 2002-03 Adopted .. D - 80 Debt Service ...... M - 9 Appropriations by Fund Group, FY 2001-02 Financial Services Agency ...... G - 6 Adopted ...... D - 7 Fire Services Agency ...... I - 6 Information Technology, Office of ...... F - 111 Appropriations by Fund Group, FY 2002-03 Library Services ...... J - 40 Adopted ...... D - 9 Life Enrichment Agency ...... J - 6 Appropriations, General Purpose Fund ...... D - 30 Museum Services ...... J - 62 Non-Departmental ...... M - 6 Appropriations Limit, Article XIIIB ...... D- 114 Parks & Recreation, Office of ...... J - 18 Personnel, Office of ...... F - 86 Area I (Office of Parks & Recreation) ...... J - 26 Police Services Agency ...... H - 6 Area II (Office of Parks & Recreation) ...... J - 28 Public Works Agency ...... K - 7

Area III (Office of Parks & Recreation) ...... J - 30 Budget Development Process ...... B - 5

Art Support, Local ...... F - 77 Budget Document, Format of ...... B - 7

Arts and Attractions (Demographics) ...... C - 9 Budget Guide ...... B - 1 Abbreviation Guide ...... B - 14 Arts & Community Promotions Agency and Department Format ...... B - 10 Expenditures by Organization ...... M - 21 Amendment Process...... B - 6 Public Support ...... M - 19 Calendar ...... B - 3 Document Format ...... B - 7 Arts & Education (Expenditures by Organization) M - 23 Format of Agency & Dept. Budgets ...... B - 10 Arts Department (see: Crafts and Cultural Arts Dept.) Format of Budget Document ...... B - 7 Glossary of Budgetary Terminology ...... B - 11 Assessment Districts (Debt Service) ...... M - 16 Two-Year Budget ...... B - 2 Two-Year Budget Calendar ...... B - 3 Attorney (see: City Attorney) Two-Year Budget Process...... B - 4 Auditor (see: City Auditor) Budget Office ...... F - 56 Award, Distinguished Budget Presentation ...... G - 31 See Front Matter

FY 2001-03 Adopted Policy Budget iii INDEX Cover Page Click on Topics Below to Access Information Table of Contents

Budget Summary ...... D - 3 Administration & Support Services...... F - 136 Advisory ...... F - 142 Budgetary Terminology, Glossary of ...... B - 11 Appropriation History ...... F - 130 Budgets, Format of Agency and Department ... B - 10 Appropriation vs FTE (Chart) ...... F - 135 Budget Changes, Significant Adopted ...... F - 132 Building Inspection ...... L - 21 Expenditures by Fund ...... F - 131 Funding by Source (Chart) ...... F - 132 Building Services ...... L - 20 Goals ...... F - 129 Business Development ...... L - 27 Litigation ...... F - 138 Organization Chart...... F - 129 Business License Tax ...... D - 15 Performance Measures, Selected ...... F - 140 Position Titles (FTE Listing) ...... F - 134 Significant Adopted Budget Changes ...... F - 132 C Staffing History ...... F - 133

Capital Improvement Leases (Expenditures by City Auditor, Office of ...... F - 145 Organization) ...... M - 20 Appropriation History ...... F - 148 Capital Improvement Program ...... D - 38 Appropriation vs FTE (Chart) ...... F - 150 City Buildings ...... D - 42 City Auditor ...... F - 151 Equipment ...... D - 43 Expenditures by Fund ...... F - 148 Funding Summary, by Source ...... D - 38 Goals ...... F - 147 Funding Summary, by Type ...... D - 40 Organization Chart...... F - 147 Miscellaneous ...... D - 50 Position Titles (FTE Listing) ...... F - 149 Neighborhood Commercial Revitalization ...... D - 44 Staffing History ...... F - 149 Parks & Recreation ...... D - 45 City Buildings Sewers & Storm Drains ...... D - 46 (Capital Improvement Program Summary) ...... D - 42 Streets & Sidewalks ...... D - 47 Technolgy Enhancements ...... D - 48 City Clerk, Office of...... F - 153 Traffic Signals ...... D - 49 Appropriation History ...... F - 156 Appropriation vs FTE (Chart) ...... F - 158 Chabot Space and Science Center Budget Changes, Significant Adopted ...... F - 156 (Demographics) ...... C - 9 City Clerk ...... F - 160 Chang, Henry Jr...... F - 27 Goals ...... F - 155 ...... F - 31 Organization Chart...... F - 155 Performance Measures, Selected ...... F - 161 Charges, Service ...... D - 19 Position Title (FTE Listing) ...... F - 157 Significant Adopted Budget Changes ...... F - 156 Chief of Police, Office of ...... H - 12 City Council ...... F - 17 Child Care...... J - 103 Appropriation History ...... F - 28 Children, Youth and Families Division ...... J - 102 Appropriation vs FTE (Chart) ...... F - 33 Council At-Large District...... F - 27 Citizens’ Police Review Board ...... F - 46 ...... F - 31 Council Administration ...... F - 29 City Administration Building (Expenditures by Organization) ...... M - 20 Council District 1 ...... F - 20 ...... F - 29 City Attorney ...... F - 127 Council District 2 ...... F - 21 ...... F - 29

iv FY 2001-03 Adopted Policy Budget Cover Page CITY OF OAKLAND Table of Contents Click on Topics Below to Access Information

Council District 3 ...... F - 22 City Planning ...... L - 18 ...... F - 30 Council District 4 ...... F - 23 Citywide Activities ...... F - 30 Expenditures by Organization ...... M - 20 Council District 5 ...... F - 24 Public Support ...... M - 19 ...... F - 30 Council District 6 ...... F - 25 Citywide Programs Unit ...... F - 79 ...... F - 31 Clerk (see: City Clerk) Council District 7 ...... F - 26 ...... F - 31 Climate (Demographics) ...... C - 5 District Map ...... F - 18 Expenditures ...... F - 28 Code Enforcement ...... L - 21 Organization Chart...... F - 19 Coliseum Lease Rental/Operations Position Titles (FTE Listing) ...... F - 32 (Expenditures by Organization) ...... M - 20 Staffing History ...... F - 32 Coliseum Redevelopment ...... L - 31 City Council Budget Priorities ...... A - 3 Commercial Sectors (Demographics) ...... C - 4 City Hall (Expenditures by Organization) ...... M - 20 Commission on Aging ...... J - 97 City Manager ...... F - 35 ADA Programs ...... F - 50 Communications & Mass Media ...... F - 48 Administration ...... F - 44 Appropriation History ...... F - 38 Community Development Block ...... L - 36 Appropriation vs FTE (Chart) ...... F - 43 Community & Economic Development Agency L - 1 Budget Changes, Significant Adopted ...... F - 40 Appropriation History ...... L - 4 Budget Office ...... F - 56 Appropriation vs FTE (Chart) ...... L - 12 Citizens Police Review Board ...... F - 46 Budget Changes, Significant Adopted ...... L - 6 Citywide Programs Unit ...... F - 79 Building Services ...... L - 20 Communications & Mass Media ...... F - 48 Economic Development ...... L - 26 Contract Compliance & Employment Executive Director, Office of the ...... L - 14 Services ...... F - 52 Expenditures by Fund ...... L - 5 Equal Employment Opportunity Program ...... F - 62 Goals ...... L - 3 Expenditures by Fund ...... F - 39 Housing & Community Development ...... L - 34 Funding by Source (Chart) ...... F - 40 Organization Chart...... L - 3 Goals ...... F - 37 Performance Measures, Selected Intergovernmental Affairs ...... F - 58 10K Housing...... L - 32 Organization Chart...... F - 37 Code Enforcement ...... L - 22 Performance Measures, Selected EmergencyTransitional Housing ...... L - 37 Citizens’ Police Review Board ...... F - 47 Financial & Rehabilitation Services ...... L - 37 Contract Compliance ...... F - 54 Housing Development ...... L - 37 KTOP ...... F - 49 Neighborhood Commercial Revitalization ..... L - 28 Position Titles (FTE Listing) ...... F - 42 Zoning & Residential Design Review...... L - 19 Public Ethics Commission ...... F - 60 Planning & Zoning ...... L - 16 Risk Management ...... F - 64 Significant Adopted Budget Changes ...... F - 40 Staffing History ...... F - 41

FY 2001-03 Adopted Policy Budget v INDEX Cover Page Click on Topics Below to Access Information Table of Contents

Position Titles (FTE Listing) ...... L - 8 Creative Artists Fellows Programs Redevelopment ...... L - 30 (Expenditures by Organization) ...... M - 24 Significant Adopted Budget Changes ...... L - 6 Curatorial Services ...... J - 74 Staffing History ...... L - 7 Customer Services Division ...... F - 116 Community Housing Services ...... L - 36

Community Service Organizations Expenditures by Organization ...... M - 25 D Public Support ...... M - 19 De La Fuente, Ignacio ...... F - 24 ...... F - 30 Community Support ...... J - 100 Debt Service ...... M - 8 Construction Activity (see: Miscellaneous Construction Activity) Debt Service – Assessment Districts ...... M - 16 Construction Inspection ...... K - 17 Debt Service – Lease Obligations ...... M - 14 Construction Services (see: Design and Construction Debt Service – Long-Term Debt ...... M - 13 Services) Debt Service – Schedule Contingency Accounts ...... M - 26 Year One ...... M - 11 Contingency (Arts & Community Promotions, Year Two ...... M - 12 Expenditures by Organization)...... M - 24 Debt, Statement of Direct & Overlapping ...... M - 10 Contract Compliance and Employment Services ...... F - 52 Demographic Statistics ...... C - 13

Convention Centers Lease Payments, Demographics ...... C - 1 Public Support ...... M - 20 ...... C - 4 Construction Activity ...... C - 12 Council (see: City Council) Demographic Statistics ...... C - 13 General Information ...... C - 3 Council Budget Priorities ...... A - 3 Miscellaneous Construction Activity ...... C - 12 Crafts and Cultural Arts, Dept. of ...... F - 67 Port of Oakland Activity ...... C - 14 Alice Arts Center ...... F - 79 Retail Sales and Taxes ...... C - 15 Appropriation History ...... F - 70 Statistical Profile ...... C - 11 Appropriation vs FTE (Chart) ...... F - 75 Design and Construction Services ...... K - 16 Budget Changes, Significant Adopted ...... F - 72 Citywide Programs Unit ...... F - 79 Development (Museum Services) ...... J - 80 Craft and Cultural Arts ...... F - 76 Expenditures by Fund ...... F - 71 Development Process, Budget ...... B - 5 Funding by Source (Chart) ...... F - 72 District 1 (Jane Brunner) ...... F - 20 Goals ...... F - 69 ...... F - 29 Organization Chart...... F - 69 Performance Measures, Selected...... F - 78 District 2 (Danny Wan) ...... F - 21 Position Titles (FTE Listing) ...... F - 74 ...... F - 29 Significant Adopted Budget Changes ...... F - 72 District 3 (Nancy Nadel) ...... F - 22 Staffing History ...... F - 73 ...... F - 30 Studio One...... F - 79

vi FY 2001-03 Adopted Policy Budget Cover Page CITY OF OAKLAND Table of Contents Click on Topics Below to Access Information

District 4 (Dick Spees) ...... F - 23 Equipment ...... F - 30 (Capital Improvement Program Summary) ...... D - 43

District 5 (Ignacio De La Fuente) ...... F - 24 Ethics Commission, Public (see: Public Ethics ...... F - 30 Commission)

District 6 (Moses Mayne) ...... F - 25 Environmental Services ...... K - 25 ...... F - 31 Equipment Services ...... K - 25 District 7 (Larry Reid) ...... F - 26 ...... F - 31 Expenditures by Fund General Government ...... F - 5 District Map, Council ...... F - 18 Mayor ...... F - 13 City Council ...... F - 28 Downtown Development ...... L - 31 City Manager ...... F - 39 Drug and Violence Prevention Grant Program, Department of Craft & Cultural Arts ...... F - 71 Public Support ...... M - 19 Office of Personnel ...... F - 85 ...... M - 25 Office of Information Technology ...... F - 109 City Attorney ...... F - 131 Office of the City Auditor ...... F - 148 E Office of the City Clerk ...... F - 156 Economic Development ...... L - 26 Financial Services Agency ...... G - 5 (also see: Community & Economic Development Police Services Agency ...... H - 5 Agency) Fire Services Agency ...... I - 5 Life Enrichment Agency ...... J - 5 Education (Demographics) ...... C - 8 Office of Parks & Recreation ...... J - 17 Education (Museum Services) ...... J - 78 Library Services ...... J - 39 Museum Services ...... J - 61 Electrical Services (Public Works) ...... K - 17 Aging, Health & Human Services ...... J - 91 Public Works Agency ...... K - 5 Emergency Medical Services ...... I - 20 Community & Economic Development Agency .. L - 5 Emergency Services, Office of ...... I - 18 Non-Departmental ...... M - 3

Employee Relations ...... F - 98 F Employment and Classification ...... F - 94 FTE (see: Full-Time Equivalents) Employment, Labor Force and ...... C - 5 FTE Employees per 10,000 Population, Number of Employment Services (see: Contract Compliance and (chart) ...... E - 7 Employment Services) Facility Access (Arts & Community Promotions) Employment Training Program (Expenditures by Expenditures by Organization ...... M - 24 Organization) ...... M - 20 Festivals (see: Parades, Runs and Festivals) Energy Price Increases ...... M - 25 Field Operations (Fire Services) ...... I - 24 Engineering Services...... L - 21 Field Operations, Bureau of (Police Services) ... H - 26 Equal Employment Opportunity Program ...... F - 62

FY 2001-03 Adopted Policy Budget vii INDEX Cover Page Click on Topics Below to Access Information Table of Contents

Financial Services Agency ...... G - 1 Fire Chief, Office of the...... I - 13 Accounting ...... G - 14 Fire Services Agency ...... I - 1 Administration ...... G - 12 Administrative Services ...... I - 12 Appropriation History ...... G - 4 Appropriation vs FTE (Chart) ...... G - 10 Appropriation History ...... I - 4 Appropriation vs FTE (Chart) ...... I - 10 Budget Changes, Significant Adopted ...... G - 6 Budget Changes, Significant Adopted ...... I - 6 Budget Office ...... G - 31 Expenditures by Fund ...... G - 5 Emergency Services, Office of ...... I - 18 Emergency Medical Services ...... I - 20 Funding by Source (Chart) ...... G - 6 Expenditures by Fund ...... I - 5 Goals ...... G - 3 Organization Chart...... G - 3 Field Operations ...... I - 24 Fire Chief, Office of ...... I - 12 Parking ...... G - 26 Funding by Source (Chart) ...... I - 6 Performance Measures, Selected Asset Management ...... G - 24 Goals ...... I - 3 Management Services ...... I - 14 Business Tax Collection ...... G - 20 Organization Chart...... I - 3 Citywide Collection ...... G - 20 Citywide Tax Collection, Customer Service .. G - 20 Performance Measures, Selected Emergency Medical Response (Emergency Mandatory Garbage Liens ...... G - 20 Medical Services) ...... I - 22 Parking Citation Adjudication ...... G - 28 Emergency Medical Response (Operations) I - 26 Parking Enforcement ...... G - 28 Public Education ...... I - 30 Procurement ...... G - 16 Position Titles (FTE Listing) ...... I - 8 Position Titles (FTE Listing) ...... G - 8 Significant Adopted Budget Changes ...... I - 6 Purchasing ...... G - 30 Staffing History ...... I - 7 Revenue ...... G - 18 Support Services ...... I - 16 Significant Adopted Budget Changes ...... G - 6 Technical Services ...... I - 28 Staffing History ...... G - 7 Treasury ...... G - 22 Five-Year Financial Plan, The City’s ...... D - 7

Fines and Penalties...... D - 19 Format of Agency and Department Budgets .... B - 10

Financial Summaries ...... D - 1 Format of Budget Document ...... B - 7 All Funds Appropriations ...... D - 26 All Funds Revenues ...... D - 24 Full-Time Equivalents, Citywide ...... E - 3 Appropriations by Fund, 2001-02 ...... D - 52 (Also see: Position Titles) Appropriations by Fund, 2002-03 ...... D - 78 Fund Appropriations, General Appropriations by Fund Group, 2001-02...... D - 7 Purpose...... D - 30 Appropriations by Fund Group, 2002-03...... D - 9 Article XIII B Appropriations Limit ...... D - 112 Fund Balance, Summary by Fund Group ...... D - 5 Capital Improvement Program ...... D - 38 Fund Descriptions ...... D -104 Fund Descriptions ...... D -104 Five-Year Financial Plan ...... D - 10 Fund Group, FY 2001-02 Adopted Fund Groups...... D - 4 Appropriations by ...... D - 7 General Purpose Fund Appropriations ...... D - 30 Fund Group, FY 2002-03 Adopted General Purpose Fund Revenues ...... D - 11 Appropriations by ...... D - 9 ...... D - 28 Landscape & Lighting Assessment District ...... D - 33 Fund Groups ...... D - 4 Revenue Projections ...... D - 28 Summary of Adopted Budget ...... D - 3 Fund Revenues, General Purpose...... D - 24

viii FY 2001-03 Adopted Policy Budget Cover Page CITY OF OAKLAND Table of Contents Click on Topics Below to Access Information

Fund Revenues, Summary of the Major General Funding by Source (Chart) ...... F - 6 Purpose...... D - 11 Information Technology, Office of ...... F - 105 Mayor ...... F - 9 Fund Transfers ...... D - 22 Organization Chart...... F - 3 Funding by Source (charts) Personnel Resource Management, Office of...... F - 81 General Government ...... F - 6 Position Titles ...... F - 7 City Manager ...... F - 40 Staffing History ...... F - 7 Department of Craft & Cultural Arts ...... F - 72 General Information (Demographics)...... C - 3 Office of Personnel ...... F - 85 Office of Information Technology ...... F - 110 General Purpose Fund Appropriations ...... D - 30 City Attorney ...... F - 132 Financial Services Agency ...... G - 6 General Purpose Fund Revenues ...... D - 28 Police Services Agency ...... H - 6 General Purpose Fund Revenues, Fire Services Agency ...... I - 6 Summary of the Major ...... D - 11 Life Enrichment Agency ...... J - 6 Office of Parks & Recreation ...... J - 18 Glossary of Budgetary Terminology...... B - 11 Library Services ...... J - 40 Goals Museum Services ...... J - 62 Goals (Mayor & Council) ...... A - 3 Aging, Health & Human Services ...... J - 90 General Government Public Works Agency ...... K - 6 Mayor ...... F - 11 Non-Departmental ...... M - 5 City Manager ...... F - 37 Funding Summary by Source Department of Craft & Cultural Arts ...... F - 69 (Five-Year Capital Improvement Program) ...... D - 38 Office of Personnel ...... F - 83 Office of Information Technology ...... F - 107 Funding Summary by Type City Attorney ...... F - 129 (Five-Year Capital Improvement Program) ...... D - 40 Office of the City Auditor ...... F - 147 Funds Appropriations, All ...... D - 26 Office of the City Clerk ...... F - 155 Financial Services Agency ...... G - 3 Funds, Governmental ...... B - 4 Police Services Agency ...... H - 3 Fire Services Agency ...... I - 3 Funds, Proprietary ...... B - 4 Life Enrichment Agency Funds Revenues, All ...... D - 24 Office of Parks & Recreation ...... J - 15 Library Services ...... J - 37 Museum Services ...... J - 59 G Aging, Health & Human Services ...... J - 87 Public Works Agency ...... K - 3 General Government ...... F - 1 Community & Economic Development Agency .. L - 3 Appropriation History ...... F - 4 City Attorney...... F - 127 Government (Demographics) ...... C - 3 City Auditor ...... F - 145 City Clerk ...... F - 153 Grant Programs ...... L - 36 City Council ...... F - 17 Grants and Subsidies ...... D - 17 City Manager ...... F - 35 Crafts & Cultural Arts, Department of ...... F - 67 Expenditures by Fund ...... F - 5

FY 2001-03 Adopted Policy Budget ix INDEX Cover Page Click on Topics Below to Access Information Table of Contents

H Internetworking...... F - 124

Head Start ...... J - 103 Investigation, Bureau of ...... H - 16

Health Care (Demographics) ...... C - 8 K Henry J. Kaiser Events Center ...... J - 82 Kids First! Initiatives Set Aside History (Demographics)...... C - 5 Expenditures by Organization ...... M - 25 Housing & Community Development ...... L - 34 Public Support ...... M - 19

Housing Development ...... L - 36 Kaiser, Henry J. Events Center ...... J - 82

Housing Rehabilitation Loans ...... M- 27 L Human Resources Development ...... F - 100 LLAD (see: Landscaping and Lighting Assessment District) I Labor Force and Employment (Demographics) .C - 5 Income, Interest (see: Interest Income) Landscaping and Lighting Assessment Information Technology, Office of ...... F - 105 District (LLAD) ...... D - 33 Administrative Services Division ...... F - 114 Chart: Funding Source ...... D - 33 Application & Production Support ...... F - 122 Chart: Appropriations ...... D - 35 Appropriation History ...... F - 108 Funded Positions by Organization ...... D - 36 Appropriation vs FTE (Chart) ...... F - 112 Lease Obligation ...... M - 20 Budget Changes, Significant Adopted ...... F - 111 Customer Services Division ...... F - 116 Lease Obligations (Debt Service) ...... M - 14 Expenditures by Fund ...... F - 109 Funding by Source (Chart) ...... F - 110 Lease Obligations Goals ...... F - 107 Expenditures by Organization ...... M - 20 Internetworking ...... F - 124 Public Support ...... M - 19 Organization Chart...... F - 107 Letter of Transmittal Performance Measures, Selected ...... F - 117 Position Titles (FTE Listing) ...... F - 113 Library Division, Main ...... J - 48 Project Management ...... F - 126 Significant Adopted Budget Changes ...... F - 111 Library Services ...... J - 35 Staffing History ...... F - 112 Administration ...... J - 46 Strategic Operations Division ...... F - 120 African American Museum & Library (AAMLO) ...... J - 52 Strategic Planning/Project Management ...... F - 125 Appropriation History ...... J - 38 Telecommunications & Network Services ...... F - 123 Appropriation vs FTE (Chart) ...... J - 44 Insurance, Benefits, Safety and Budget Changes, Significant Adopted ...... J - 40 (see: Benefits, Safety and Insurance) Branch Services Division ...... J - 50 Expenditures by Fund ...... J - 39 Insurance and Liability ...... M - 7 Funding by Source (Chart) ...... J - 40 Interest Income ...... D - 20 Goals ...... J - 37 Main Library Division ...... J - 48

x FY 2001-03 Adopted Policy Budget Cover Page CITY OF OAKLAND Table of Contents Click on Topics Below to Access Information

Organization Chart...... J - 37 Mass Transit (Demographics) ...... C - 7 Performance Measures, Selected...... J - 54 Mayne, Moses...... F - 25 Position Titles (FTE Listing) ...... J - 42 ...... F - 31 Significant Adopted Budget Changes ...... J - 40 Staffing History ...... J - 41 Mayor ...... F - 9 Appropriation History ...... F - 12 Licenses and Permits ...... D - 18 Appropriation vs FTE (Chart) ...... F - 15 Life Enrichment Agency ...... J - 1 Expenditures by Fund ...... F - 13 Agency Administration ...... J - 10 Position Titles (FTE Listing) ...... F - 14 Aging, Health & Human Services ...... J - 85 Goals ...... F - 11 Appropriation History ...... J - 4 Organization Chart...... F - 11 Appropriation vs FTE (Chart) ...... J - 8 Staffing History ...... F - 14 Budget Changes, Significant Adopted ...... J - 6 Mayor and Council Goals & Priorities ...... A - 1 Expenditures by Fund ...... J - 5 Funding by Source (Chart) ...... J - 6 Mayor’s Goals ...... A - 3 Goals Aging, Health & Human Services ...... J - 87 Media (Demographics) ...... C - 10 Library Services ...... J - 37 Media, Communications Museum Services ...... J - 59 (see: Communications & Mass Media) Parks & Recreation ...... J - 15 Library Services ...... J - 35 Miscellaneous Construction Activity ...... C - 12 Museum Services ...... J - 57 Miscellaneous (Financial Summaries) ...... D - 21 Organization Chart...... J - 3 Aging, Health & Human Services ...... J - 87 Mission Statement Library Services ...... J - 37 Museum Services ...... J - 59 Motor Vehicle in Lieu ...... D - 17 Parks & Recreation ...... J - 15 Municipal Buildings ...... K - 25 Parks & Recreation, Office of ...... J - 13 Significant Adopted Budget Changes ...... J - 6 Museum Lease Payment, Oakland (Expenditures by Staffing History ...... J - 7 Organization) ...... M - 20

Litigation ...... F - 138 Museum Services ...... J - 57 Administration Division...... J - 68 Long-Term Care ...... J - 98 Alice Arts Center ...... J - 76 Lunch Program, Year Round ...... J - 103 Appropriation History ...... J - 60 Appropriation vs FTE (Chart) ...... J - 66 Budget Changes, Significant Adopted ...... J - 62 M Curatorial Services ...... J - 74 Development ...... J - 80 Main Library Division ...... J - 48 Education ...... J - 78 Expenditures by Fund ...... J - 61 Maintenance Services (Public Works) ...... K - 20 Funding by Source (Chart) ...... J - 62 Manager (see: City Manager) Goals ...... J - 59 Henry J. Kaiser Events Center ...... J - 82 Map, Council District ...... F - 18

Marketing and Special Events ...... L - 27

FY 2001-03 Adopted Policy Budget xi INDEX Cover Page Click on Topics Below to Access Information Table of Contents

Museum Services, Security & Operations ...... J - 72 O Organization Chart...... J - 59 Performance Measures Oakland International Airport (see: Airport, Oakland Henry J. Kaiser Convenstion Center ...... J - 84 International) Museum Attendance ...... J - 70 One-Stop Small Business Center ...... L - 27 Position Titles (FTE Listing) ...... J - 64 Significant Adopted Budget Changes ...... J - 62 Operating/Project Support (Arts & Community Staffing History ...... J - 63 Promotions) Expenditures by Organization ...... M - 22 Museum Services, Security and Operations ..... J - 72 Organization Charts Organization Summary ...... E - 2 N General Government ...... F - 3 Mayor ...... F - 11 Nadel, Nancy ...... F - 22 City Council ...... F - 19 ...... F - 30 City Manager ...... F - 37 Neighborhood Commercial Department of Craft & Cultural Arts ...... F - 69 (Economic Development) ...... L - 27 Office of Personnel ...... F - 83 Office of Information Technology ...... F - 107 Non-Departmental ...... M - 1 City Attorney ...... F - 129 Appropriation History ...... M - 2 Office of the City Auditor ...... F - 147 ...... M - 20 Office of the City Clerk ...... F - 155 Arts & Community Promotions ...... M - 21 Financial Services Agency ...... G - 3 Budget Changes, Significant Adopted ...... M - 6 Police Services Agency ...... H - 3 Citywide Activities ...... M - 20 Fire Services Agency ...... I - 3 Community Service Organizations ...... M - 25 Life Enrichment Agency ...... J - 3 Contingency Accounts...... M - 26 Office of Parks & Recreation ...... J - 15 Debt, Direct and Overlapping ...... M - 10 Library Services ...... J - 37 Debt Service ...... M - 8 Museum Services ...... J - 59 ...... M - 13 Aging, Health & Human Services ...... J - 87 Debt Service Schedules ...... M - 11 Public Works Agency ...... K - 3 Drug & Violence Prevention Fund ...... M - 25 Community & Economic Development Agency .. L - 3 Employment Training Program ...... M - 20 Energy Price Increases ...... M - 25 Organization Summary...... E - 1 Expenditures by Fund ...... M - 3 Full-Time Equivalents (Citywide Summary) ...... E - 3 Expenditures by Organization ...... M - 20 Chart: Number of FTE Employees per 10,000 Funding by Source (Chart) ...... M - 5 Population ...... E - 7 Housing Rehabilitation Loans ...... M - 27 Chart: Personnel Costs Across All Funds Insurance and Liability...... M - 7 per Capita ...... E - 7 Kids First! Initiative ...... M - 25 Chart: Change in City of Oakland Workforce .... E - 8 Lease Obligation ...... M - 20 Chart: Number of Sworn & Total Workforce Parades/Runs/Street Festivals ...... M - 25 per 10,000 Population ...... E - 8 Public Facility Support ...... M - 20 City Organization Chart ...... E - 2 Public Support ...... M - 18 Outreach Program ...... J - 99 Significant Adopted Budget Changes ...... M - 6 Street Outreach ...... M - 25

xii FY 2001-03 Adopted Policy Budget Cover Page CITY OF OAKLAND Table of Contents Click on Topics Below to Access Information

P Office of Information Technology Applications Support Services ...... F - 117 Parades, Runs and Festivals City Attorney Expenditures by Organization ...... M - 25 Claims & Litigation Management...... F - 140 Public Support ...... M - 19 Office of the City Clerk Administration/Technical Support ...... F - 161 Paramount Theatre (Expenditures by Organization) ...... M - 20 Records Management ...... F - 161 Financial Services Agency Paratransit for the Elderly, Oakland ...... J - 101 Asset Management ...... G - 24 Business Tax Collection ...... G - 20 Pardee Artists Settlement Agreement ...... F - 72 Citywide Collection ...... G - 20 Parking ...... G - 26 Citywide Tax Collection, Customer Service ..... G - 20 Mandatory Garbage Liens ...... G - 20 Parking Tax ...... D - 18 Parking Citation Adjudication ...... G - 28 Parking Enforcement ...... G - 28 Parks & Recreation Procurement...... G - 16 Capital Improvement Program Summary...... D - 45 Police Services Agency Demographics ...... C - 8 Child Abuse Investigations ...... H - 19 Parks & Recreation, Office of ...... J - 13 Crime Investigations ...... H - 19 Administration ...... J - 24 Crime Statistics ...... H - 14 Appropriation History ...... J - 16 Drug Nuisance Abatement ...... H - 24 Appropriation vs FTE (Chart) ...... J - 23 Emergency/Non-Emergency Calls...... H - 28 Area I ...... J - 26 Evidence Analysis ...... H - 28 Area II ...... J - 28 Frontline Community Policing ...... H - 24 Area III ...... J - 30 Homicide Investigations ...... H - 19 Budget Changes, Significant Adopted ...... J - 18 Investigate Crimes Committed by Juveniles .... H - 19 Expenditures by Fund ...... J - 17 Management of Risk Factors ...... H - 14 Funding by Source (Chart) ...... J - 18 Traffic Abatement ...... H - 24 Goals ...... J - 15 Fire Services Agency Organization Chart...... J - 15 Emergency Medical Response ...... I - 22 Performance Measures, Selected...... J - 32 Emergency Response ...... I - 26 Position Titles (FTE Listing) ...... J - 20 Public Education ...... I - 30 Significant Adopted Budget Changes ...... J - 18 Life Enrichment Agency Staffing History ...... J - 19 Office of Parks & Recreation Park and Landscape Services...... J - 32 Performance Measures Recreation Facilities ...... J - 32 General Government Recreation Programs ...... J - 32 City Manager Library Services Citizens’ Police Review Board ...... F - 47 Circulation ...... J - 54 KTOP ...... F - 49 Programs for Children ...... J - 54 Contract Compliance ...... F - 54 Museum Services Department of Craft & Cultural Arts Henry J. Kaiser Convention Center ...... J - 84 Cultural Funding Program ...... F - 78 Museum Attendance ...... J - 70 Office of Personnel Aging, Health & Human Services Employment & Classification ...... F - 96 Community Action Agency/Welfare-To-Work Employee Benefits ...... F - 104 Program...... J - 104 Job Training & Employment ...... J - 104

FY 2001-03 Adopted Policy Budget xiii INDEX Cover Page Click on Topics Below to Access Information Table of Contents

Public Works Agency Performance Measures, Selected Citywide Traffic Safety ...... K - 18 Employee Benefits ...... F - 104 Municipal Facilities Maintenance ...... K - 26 Employment & Classification ...... F - 96 Recycling ...... K - 26 Position Titles (FTE Listing) ...... F - 88 Sanitary Sewers and Storm Drains ...... K - 22 Retirement Administration ...... F - 102 Sidewalk Maintenance ...... K - 22 Significant Adopted Budget Changes ...... F - 86 Street Cleaning & Graffiti Abatement ...... K - 22 Staffing History ...... F - 87 Street Lighting Maintenance and Installation ... K - 18 Personnel Costs Across All Funds per Capita Street Maintenance ...... K - 22 (chart) ...... E - 7 Traffic Signal Maintenance ...... K - 18 Traffic Signing & Striping ...... K - 22 Planning Administration (Arts & Community Promotions) Community & Economic Development Agency Expenditures by Organization ...... M - 24 10K Housing ...... L - 32 Building Inspection ...... L - 22 Planning & Zoning ...... L - 16 Business Retention, Attraction & Marketing Police Review Board, Citizens’ ...... F - 46 Program ...... L - 28 Code Enforcement ...... L - 22 Police Services Agency ...... H - 1 Emergency & Transitional Housing ...... L - 37 Appropriation History ...... H - 4 Engineering Services & Plan Check ...... L - 22 Appropriations vs FTE (Chart) ...... H - 10 Financial Assistance...... L - 28 Budget Changes, Significant Adopted ...... H - 6 Financial & Rehabilitation Services ...... L - 37 Chief of Police, Office of the ...... H - 12 Housing Development ...... L - 37 Expenditures by Fund ...... H - 5 Neighborhood Commercial Revitalization ...... L - 28 Field Operations, Bureau of ...... H - 26 Zoning & Residential Design Review ...... L - 19 Position Titles (FTE Listing) ...... H - 8 Funding by Source (Chart) ...... H - 6 Penalties, Fines and ...... D - 19 Goals ...... H - 3 Permits, Licenses and ...... D - 18 Investigation, Bureau of ...... H - 16 Organization Chart...... H - 3 Personnel (see: Full-Time Equivalents) Performance Measures, Selected Child Abuse Investigations ...... H - 19 Personnel, Office of ...... F - 81 Crime Investigations ...... H - 19 Administration ...... F - 90 Appropriation History ...... F - 84 Crime Statistics ...... H - 14 Drug Nuisance Abatement ...... H - 24 Appropriation vs FTE (Chart) ...... F - 89 Emergency/Non-Emergency Calls...... H - 28 Budget Changes, Significant Adopted ...... F - 86 Employee Relations ...... F - 98 Evidence Analysis ...... H - 28 Frontline Community Policing ...... H - 24 Employment & Classification...... F - 94 Homicide Investigations ...... H - 19 Equal Opportunity Programs ...... F - 99 Expenditures by Fund ...... F - 85 Investigate Crimes Committed by Juveniles .... H - 19 Management of Risk Factors ...... H - 14 Funding by Source (Chart) ...... F - 85 Traffic Abatement ...... H - 24 Goals ...... F - 83 Human Resource Development ...... F- 100 Services, Bureau of ...... H - 22 Significant Adopted Budget Changes ...... H - 6 Operations ...... F - 91 Staffing History ...... H - 7 Organization Chart...... F - 83 Port of Oakland (Demographics) ...... C- 6

Port of Oakland Activity ...... C- 14

xiv FY 2001-03 Adopted Policy Budget Cover Page CITY OF OAKLAND Table of Contents Click on Topics Below to Access Information

Position Titles (FTEs) (also see: Full-Time Equivalents, Public Works Agency ...... K - 1 Citywide) Agency Administration ...... K - 14 General Government ...... F - 7 Appropriation History ...... K - 4 Mayor ...... F - 14 Appropriations vs FTE (Chart) ...... K - 13 City Council ...... F - 32 Budget Changes, Significant Adopted ...... K - 7 City Manager ...... F - 42 Design and Construction Services ...... K - 16 Department of Craft & Cultural Arts ...... F - 74 Expenditures by Fund ...... K - 5 Office of Personnel ...... F - 88 Funding by Source (Chart) ...... K - 6 Office of Information Technology ...... F - 113 Goals ...... K - 3 City Attorney ...... F - 134 Maintenance Services ...... K - 20 Office of the City Auditor ...... F - 149 Organization Chart...... K - 3 Office of the City Clerk ...... F - 157 Performance Measures, Selected Financial Services Agency ...... G - 8 Citywide Traffic Safety ...... K - 18 Police Services Agency ...... H - 8 Municipal Facilities Maintenance ...... K - 26 Fire Services Agency ...... I - 8 Recycling ...... K - 26 Life Enrichment Agency ...... J - 12 Sanitary Sewers and Storm Drains ...... K - 22 Office of Parks & Recreation ...... J - 20 Sidewalk Maintenance ...... K - 22 Library Services ...... J - 42 Street Cleaning & Graffiti Abatement ...... K - 22 Museum Services ...... J - 64 Street Lighting Maintenance and Installation ... K - 18 Aging, Health & Human Services ...... J - 92 Street Maintenance ...... K - 22 Public Works Agency ...... K - 9 Traffic Signal Maintenance ...... K - 18 Community & Economic Development Agency .. L - 8 Traffic Signing & Striping ...... K - 22 Position Titles (FTE Listing) ...... K - 9 Professional Sports (Demographics)...... C - 9 Significant Adopted Budget Changes ...... K - 7 Programs Unit, Citywide (see: Citywide Programs Unit) Support Services ...... K - 24 Staffing History ...... K - 8 Project Management (Information Technology) .. F - 126 Purchasing ...... G - 30 Project Management (Public Works) ...... K - 17

Project Management, Strategic Planning ...... F - 125 R Property Tax ...... D - 11 Real Estate ...... L - 31 Public Ethics Commission ...... F - 60 Real Estate Transfer Tax ...... D - 11 Public Facility Support Redevelopment ...... L - 30 Expenditures by Organization ...... M - 20 Public Support ...... M - 19 Redevelopment Projects, Other ...... L - 31

Public Relations Marketing (Artist Community Reid, Larry ...... F - 26 Promotions) ...... F - 31 Expenditures by Organization ...... M - 24 Rent Arbitration, Residential...... L - 36 Public Safety (Demographics) ...... C - 8 Residential Lending ...... L - 36 Public Support ...... M - 18 Retail Sales Tax and Total Sales by Major Business Group ...... C - 15

Revenue ...... G - 18

FY 2001-03 Adopted Policy Budget xv INDEX Cover Page Click on Topics Below to Access Information Table of Contents

Revenues, General Purpose Fund, Summary... D - 11 Sewers & Storm Drains (Capital Improvement Program Summary) ...... D - 46 Revenues, All Funds ...... D - 24 Sidewalk Repair ...... K - 21 Revenues, General Purpose Fund...... D - 28 Significant Adopted Budget Changes Revenues and Transfers In, FY 2001-02 Adopted, (see: Budget Changes, Significant Adopted) Summary by Fund Group ...... D - 6 Sister Cities Program ...... M - 19 Revenues and Transfers In, FY 2002-03 Adopted, Summary by Fund Group ...... D - 8 Small Business Center (see: One-Stop Small Business Center) Revitalization ...... L - 27 Spees, Dick ...... F - 30 Runs (see: Parades, Runs and Festivals) Sports (see: Professional Sports)

S Staffing Histories (also see: Position Titles) General Government ...... F - 7 Safety and Insurance, Benefits (see: Benefits, Safety Mayor ...... and Insurance) City Manager ...... F - 41 Department of Craft & Cultural Arts ...... F - 73 Sales by Major Business Group, Retail Sales Office of Personnel ...... F - 87 Tax and ...... C - 15 Office of Information Technology ...... F - 112 Sales Tax ...... D - 13 City Attorney ...... F - 133 Office of the City Auditor ...... F - 149 Sales Tax, Retail, and Total Sales by Financial Services Agency ...... G - 7 Major Business Group ...... C - 15 Police Services Agency ...... H - 7 Sanitary Sewer Maintenance...... K - 21 Fire Services Agency ...... I - 7 Life Enrichment Agency ...... J - 7 Sanitation Maintenance ...... K - 21 Office of Parks & Recreation ...... J - 19 Library Services ...... J - 41 Scotlan Convention Center (Expenditures by Organization) ...... M - 20 Museum Services ...... J - 63 Aging, Health & Human Services ...... J - 91 Security and Operations (Museum Services) ..... J - 72 Public Works Agency ...... K - 8 Community & Economic Development Agency .. L - 7 Selected Performance Measures (see: Performance Measures) Statement of Direct and Overlapping Debt ...... M - 10

Senior Aide Program ...... J - 101 Statistical Profile ...... C - 11

Senior Centers ...... J - 101 Statistics, Demographic ...... C - 13

Senior Companion Program ...... J - 99 Strategic Operations Division ...... F - 120

Senior Service Program, Multipurpose ...... J - 99 Strategic Planning/Project Management ...... F - 127

Service Charges ...... D - 19 Street Cleaning ...... K - 21

Services, Bureau of ...... H - 22 Street Outreach (Expenditures by Organization) .M -25

Sewer Maintenance, Sanitary ...... K - 21 Streets & Sidewalks, (Capital Improvement Program Summary) ...... D - 47

xvi FY 2001-03 Adopted Policy Budget Cover Page CITY OF OAKLAND Table of Contents Click on Topics Below to Access Information

Studio One ...... F - 79 Two-Year Budget ...... B - 2 ...... J - 28 Two-Year Budget Calendar ...... B - 3 Subsidies (see: Grants and Subsidies) Two-Year Budget Process ...... B - 4 Summary of the Major General Purpose Fund Revenues ...... D - 11 U Summary of Adopted Policy Budget ...... D - 3 Utility Consumption Tax ...... D - 14 Support Services (Public Works) ...... K - 24

T V Vihicle in Lieu, Motor (see: Motor Vehicle in Lieu) Table of Contents Volunteer Services (Museum Services) ...... J - 81 Tax, Business License (see: Business License Tax)

Tax, Parking (see: Parking Tax) W Tax, Real Estate Transfer (see: Real Estate Transfer Tax) Wan, Danny ...... F - 29 Tax, Sales (see: Sales Tax) West Oakl;and Base Reuse ...... L - 31 Tax, Transient Occupancy (see: Transient Occupancy Tax) Workforce, Change in City of Oakland (chart)..E - 8

Tax, Utility (see: Utility Consumption Tax) Workforce Development ...... L - 27

Technical Assistance Program (Arts & Community Workforce, Number of Sworn and Total per 10,000 Promotions) Population (chart) ...... E - 8 Expenditures by Organization ...... M - 24 Technical Services (Fire Services) ...... I - 28 Y

Telecommunications & Network Services ...... F - 123 Youth Round Lunch Program ...... J - 103

Total Sales by Major Business Group (see: Retail Sales Youth Services ...... J - 103 Tax and Total Sales by Major Business Group)

Traffic and Parking ...... K - 17 Z Traffic Signals (Capital Improvement Program Summary) ...... D - 49 Zoning ...... L - 18

Transit, Mass (see: Mass Transit)

Transient Occupancy Tax ...... D - 16

Transportation (Demographics) ...... C - 6

Transportation Planning ...... K - 17

Treasury ...... G - 22

FY 2001-03 Adopted Policy Budget xvii INDEX Cover Page Click on Topics Below to Access Information Table of Contents

Notes

xviii FY 2001-03 Adopted Policy Budget