FY 2011-12 and FY 2012-13 Budget Workshop...Guiding Budget Principles The Administration’s budgeting principles : Achieve a long-term structurally balanced budget through efficiencies,

FY 2011-12 and FY 2012-13

Budget Workshop

Agenda

Overview of City’s Financial Outlook

Budgeting Principles and Next Steps

Agency/Department Summaries and Potential

Balancing Options

Police

Fire

Public Works & Capital Improvement Program

Parks & Recreation

Library

Community & Economic Development

2

Agenda (continued)

Agency/Department Summaries and Potential

Balancing Options (continued)

Human Services

Information Technology

Finance & Management

Human Resources

3

4

Mission Statement

The City of Oakland is committed to the

delivery of effective, courteous, and

responsive services. Residents 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.

Mayor’s Vision

Keep Oakland moving forward as we engage all

segments of the community in the neighborhoods,

schools, economy and government

Become more efficient and effective through increased

interdepartmental & interagency collaboration

Grow our own entrepreneurs & prioritize good paying

jobs in our business attraction strategy

Grow revenues by capturing more local spending

Citywide support of community policing

Promote cleaner, healthier city by using smart growth

and transit policies, preserving and expanding green

spaces and transitioning to cleaner energy sources

5

Restructuring

and One-time

Measures, $12

, 21%

Employee

Contributions,

$15 , 26%

Departmental

Reductions,

$31 , 53%

Parcel Tax, $11

, 19%

Restructuring

and One-time

Measures, $12

, 21%

Employee

Contributions,

$15 , 26%

Departmental

Reductions,

$20 , 34%

The financial challenges are simply too great to

be remedied by any one approach in one year

All budget-balancing strategies are on the table

Two approaches (in millions)

Option #1-with Parcel Tax Option #2-without Parcel Tax

The Approach

6

Finding Budget Solutions in an Uncertain

Time

7

Structural Deficit:

$58 million

FY 2011/12 and FY 2012/13 Baseline

8

FY 2011-12 FY 2012-13

Expense $441.06 $455.57

Revenue $382.59 $383.49

General Purpose Fund Deficit* -$58.47 -$72.08

FTE's 2,121.5 2,163.1

General Purpose Fund

* Projected deficit is preliminary and based on most recent data

CEDA

$1.0, 0.23%

Contracting &

Purchasing

$1.9, 0.45%

Clerk

$2.1, 0.49%

Public Works

Agency

$2.6, 0.59%

Human

Resources

$4.7, 1.07%

Human Services

$4.8, 1.10%

City

Administrator

$6.5, 1.50%

Museum

$6.7, 1.54%

Information

Technology

$9.4, 2.15%

Library

$9.4, 2.16%

Elected Offices

$10.4, 2.39%

Parks &

Recreation

$12.9, 2.97%

Finance &

Management

$21.6, 4.95%

Non

Departmental

$69.7, 14.83%

Fire Services

$102.7, 23.55%

Police Services

$174.6, 40.04%

General Purpose Fund Budget By

Department (in millions)

9

General Purpose Fund Revenue By

Source (in millions)

10

Licenses & Permits,

$0.64, 0.2%

Interest Income,

$0.80, 0.2%

Miscellaneous,

$1.53, 0.4%

Vehicle License Fee,

$1.11, 0.3%

Fund Transfers,

$1.44, 0.4%

Parking Tax, $7.67,

2.0%

Transient Occupancy

Tax, $8.73, 2.3%

Real Estate Transfer

Tax, $28.49, 7.4%

Fines & Penalties,

$25.0, 6.5%Sales Tax, $36.50,

9.5%

Service Charges,

46.57, 12%

Business Tax,

$49.7, 13%

Utility Consumption

Tax, $49.3, 13%

Property Tax,

$125.15, 33%

Significant Changes - Expenditures

11

FY 2010-11 FY 2011-12

Category Baseline Change Comment

Salaries $174.1 $182.2 $8.2 Removal of business shutdown

days; addition of step/merit

increases

Benefits $48.6 $54.5 $5.9 Pension and medical rate

increases

Internal

Service Funds

$26.0 $30.2 $4.2 Police vehicles, insurance

premium budgeted at correct

levels

All Other $170.4 $172 $1.6 Includes netting together of

Operations & Maintenance,

Overtime, Debt, Fund Transfers,

and other miscellaneous line

items

Measure Y

Subsidy

$0.0 $3.0 $3.0 Revenue insufficient to cover

cost of Fire, Police and Violence

Prevention Services

Total Change in Expenditure $23 Million

Significant Changes - Revenues

12

FY 2010-11 FY 2011-12

Category Baseline Change Comment

Fund

Transfers

$12.6 $1.4 -$11.2 Expiration of one-time transfers

Miscellaneous $9.0 $1.5 -$7.4 One-time land sales

Fines &

Penalties

$32.0 $25.0 -$7.0 Decline of Parking Citation Revenue

Real Estate

Transfer Tax

$33.5 $28.5 -$5.0 Large, one-time transaction

(Shorenstein) from FY 10-11

Utility

Consumption

Tax

$50.8 $49.3 -$1.5 Findings of an AT&T court decision,

market price reductions, and

increased utilization of pay-as-you

go cell phones

Other $279.9 $276.9 -$3.0 Includes netting together of other

revenue categories including

property, sales, VLF and TOT

Total Change in Revenue -$35 Million

$350

$370

$390

$410

$430

$450

$470

$490

$510

$530

$550

FY 07-08 FY 08-09 FY 09-10 Adj. Budget

FY 10-11

Baseline

FY 11-12

Baseline

FY 12-13

Total Revenue Total Expenditures

The Challenge

* FY 07- 10 are actual expenditures13

The Challenge

14 * FY 07 - 10 are actual expenditures

$350

$370

$390

$410

$430

$450

$470

$490

$510

$530

$550

FY 07-08 FY 08-09 FY 09-10 Adj. Budget FY 10-11

Baseline FY 11-12

BaselineFY 12-13

Total Revenue

Revenue Less Fund Transfers

Total Expenditures

Local Measures,

$30 , 7%

Debt $40 , 9%

Police & Fire,

$277 , 63%

What's Left, $72

16% Other Non-

Discretionary,

$22 , 5%

Budget Constraints

15

Total $441 million

Personnel Expenses - Police

16

Average Salary: $104,026 Health Benefits: $43,164

Pension Costs: $44,200

$10,000

$35,000

$60,000

$85,000

$110,000

$135,000

$160,000

$185,000

Total Fully Loaded Cost Average Salary Average Cost of Benefits

2011-12 Average Salary, Fringe Benefits and

Pension Costs per Police Officer

Personnel Expenses - Fire

17


Pension Costs per Fighter Fire

$10,000

$35,000

$60,000

$85,000

$110,000

$135,000

$160,000

$185,000




Personnel Expenses – Non-Sworn

18

$10,000

$35,000

$60,000

$85,000

$110,000

$135,000

$160,000

$185,000





Pension Costs per Non-Sworn

Other Financial Issues – Pension & Medical

19

Oakland Municipal Employees Retirement

System (OMERS)

Modest unfunded liability of $743,000

California Public Employees Retirement System

(PERS)

77% funded with unfunded liability of $677 million

Other Post-Employment Benefits (OPEB)

Primarily retiree healthcare

Unfunded liability of approximately $590 million

Police and Fire Retirement System (PFRS)

Closed retirement system for sworn members who

were hired prior to 1976

Funded at just 37.6%

Unfunded liability of $494 million

Beginning FY 11-12, City required to deposit an

annual contribution of approximately $45.6

million

Other Financial Issues – PFRS

Other Financial Issues, Continued

►Negative Funds

Many non-General Purpose Fund City funds have serious

financial issues

As of June 30, 2010, over $138 million in negative fund

balances

$49 million of which are Internal Service Funds (ISFs) such as

Equipment and Facilities

Repayment plans – to-date, $7 million repaid

Measure Y Structural imbalance of $3 million

► $15 million annual revenue

► $18 million annual cost for Fire, Police and Violence Prevention

21

Other Financial Issues

Capital Improvement Projects

Current Need: $1.6 billion

Only $53 million is funded for FY 2011-13

Equipment

$8.4 million needed for replacement equipment

Average vehicle over 10 years old

Potential State and Federal Budget Reductions

22

What Does This Mean For Oakland?

Facing some of the most difficult challenges in our history

All budget balancing strategies are on the table

Departmental reductions, new revenue, restructuring,

partnerships

Regionalization and Partnerships with other agencies

Consolidation of Facilities and Departments

Centralization of General Government Functions

Civilianization of Sworn Duties

Increased Service Fees

Property Sales

Reductions and Eliminations of Programs

Employee contributions 23

Guiding Budget Principles

The Administration’s budgeting principles :

Achieve a long-term structurally balanced budget

through efficiencies, permanent reductions to the

expenditure base, and/or revenue enhancements.

Minimize reliance on reserves or the use of one-time

revenues for ongoing expenditures

Give highest priority to protecting the most

essential City services

Minimize the negative impact on Oakland residents,

businesses and employees

Help strengthen the City's position in the financial

and capital markets

24

Guiding Budget Principles cont.

Develop a long-term plan to address negative fund

balances

Maintain an open and transparent process for City

employees and the public. Public involvement shall

be encouraged in the budget decision-making

process through public hearings, public outreach,

and information

General Fund revenues shall not be earmarked for

any particular purpose, unless required by law or

generally accepted accounting principles (GAAP)

All Enterprise Funds shall be fully self-supporting

from revenues generated by rates, fees, and charges

25

Next Steps

Adopt balance budgets for FY 2011-13

Enhance long-term budget planning process

Refine five-year budget projections

Extend from a five-year to a ten-year forecast

Adopt Performance Management Identify priority projects

Monitor outcome data to inform management and

resource decisions

Implement Long-Term Capital Improvement

Plan

26

Police Department

Presented by Chief Anthony W. Batts

Mission

“The Mission of the Oakland Police Department is to provide

the Community of Oakland and environment where they can

live, work, play and thrive free from crime and fear of crime”.

Police Department2

Organization Chart

Police Department3

Internal Affairs Division

Captain

2 Lieutenants

Office of Inspector General

Captain

2 Lieutenants

Chief's Staff

(Chief of Staff, PIO, Admin)

Intelligence Unit

Area 1 Field Operations

Captain

5 Lieutenants

Area 2 Field Operations

Captain

5 Lieutenants

Area 3 Field OperationsCaptain

5 Lieutenants

Special OperationsCaptain

1 Lieutenants

Field OperationsDeputy Chief

Property and Evidence

Homicide

Lieutenant

Robbery & Assault

Lieutenant

TheftLieutenant

Criminal Investigations

Captain

Investigative Services

Lieutenant

Field Services

Youth & Family Services

Captain

Criminalistics

Manager

Information and Technology

Crime Analysis

Personnel Assessment (IPAS)

Manager

Research and Planning

Captain

InvestigationsDeputy Chief

Communications

Lieutenant

Animal ServicesManager

Records

Manager

Training

Lieutenant

SupportCaptain

Fiscal Services

Manager

Personnel OperationsManager

Fiscal & Personnel ServicesManager

Assistant Chief of Police

Chief of Police

Summary by Program

Police Department4

Program FY 11-12

PS01 - AGENCY-WIDE ADMINISTRATION 48,733,174

PS02 - INTERNAL AFFAIRS 6,741,652

PS03 - CRIMINAL INVESTIGATIONS 22,024,510

PS05 - CRIMINALISTICS 3,182,411

PS06 - RESEARCH & PLANNING & CRIME ANALYSIS 343,483

PS07 - POLICE RECORDS 2,883,479

PS08 - COMMUNICATIONS 10,480,420

PS09 - POLICE TRAINING 3,991,550

PS11 - PATROL AREA 1 73,273,392

PS12 - VICE/NARCOTICS 2,849,553

PS13 - SPECIAL OPERATIONS 11,387,495

PS14 - TRAFFIC OPERATIONS 10,436,769

PSO - PROBLEM SOLVING OFFICER 11,469,196

TOTAL 207,807,094

5

FTEs by Funding Source

Fund FY 11-12

1010 - General Fund: General Purpose 899

2112 - Department of Justice 15

2123 - US Dept of Homeland Security 1

2172 - Alameda County: Vehicle Abatement Authority 2

2251 - Measure Y: Public Safety Act 2004 63

2411 - False Alarm Reduction Program 4

2416 - Traffic Safety Fund 30

2607 - Department of Justice-COPS Hiring Recovery Program

(ARRA) 44

2910 - Federal Asset Forfeiture: 15% Set-aside 9

2999 - Miscellaneous Grants 5

7780 - Oakland Redevelopment Agency Projects (ORA) 17

Total 1,089

Police Department

All Funds Budget by Expenditure Type

Police Department6

7%

87%

6%

Internal Service

O&M

Personnel

General Purpose Fund Budget by

Expenditure Type

Police Department7

90%

3%

7%

Internal Service

O&M

Personnel

Major Challenges - Operational

Establishing resources to achieve NSA compliance

High call volume: 0% discretionary time for Patrol

246,000 calls for service

34,000 Priority One calls

Potential danger for serious injury to persons, prevention of violent crimes, serious

public hazards, felonies in progress with possible suspect on scene.

151,000 Priority Two calls

Urgent, but not an emergency situation, hazardous / sensitive matters, in-progress

misdemeanors and crimes where quick response may facilitate apprehension of

suspect(s).

Continued loss of staff through attrition

City has not negotiated sick leave incentive program with OPOA

Aging infrastructure (building, vehicles, computers)

8 Police Department

Major Challenges – Capital Improvements

Vehicles

Technology

CAD/RMS

Computers

Radios

Facilities

PAB only retrofitted to 4th floor

PAB has high deferred maintenance

No firing range

No course for vehicle training

9 Police Department

Service Impacts of Prior Year Reductions

Decrease of 1.9 officers per thousand residents to 1.5

Number of investigators decreased by half

Fewer crimes investigated

3,000 property crimes per month investigated by 4 investigators

Over 100 murders per year, only 9 homicide investigators

Average caseload in State is 2.8 homicides per investigator

Growing backlog of unsolved crimes

Delays in response to 911 calls

No response to lower priority calls in some cases

10 Police Department

FY 2011-13 Possible Budget Options Elimination of Take-Home Vehicles

Impact: Delayed response by command staff and investigators to

incidents

Less experienced staff will make decisions at critical incidents

Potential leads will be lost due to slower response

Reduce Sworn Staffing in Training Section by 2 FTE

Impact: Loss of POST certification for officers who are not trained

Eliminate Neighborhood Service Coordinators

Impact: loss of community policing liaison

Eliminate Helicopter

Loss of force multiplier and ability to adequately respond to major

incidents

Force multiplier is critical as officers are lost through attrition

11 Police Department

FY 2011-13 Possible Budget Options What we are currently doing/planning to do to manage loss of sworn

staffing:

Reorg from 3 geographic areas to two, which will reduce management ranks

Go to a 5/8 schedule which will reduce number of Patrol officers needed to keep beats filled

Move property crime detectives to Patrol

Disband additional specialized units, such as Traffic

What we are will do manage further attrition in sworn:

Reduce Patrol to 206 officers

Disband any remaining specialized units

Move violent crime investigators to Patrol

Potential areas for civilianization:

Communications Center: 4 Supv (Sgt) + 1 Manager (LT)

Police Evidence Technicians

Civilian HR Manager to help the Department process Class II violations through progressive discipline rather than through IAD investigations conducted by sworn personnel

Additional PSTII’s to take reports

Police Department

Oakland Fire Department

Interim Fire Chief Mark Hoffmann

Oakland Fire Department 2

Mission Statement

The proud men and women of the Oakland Fire Department are committed to providing the highest quality and highest level of courteous and responsive service to the citizens of Oakland.

This is accomplished by implementing comprehensive strategies and training in fire prevention, fire suppression, emergency medical services, all-risk mitigation, emergency preparedness, 911 services and community-based fire services.


OAKLAND FIRE DEPARTMENT

911 Dispatch

Communications

Administration

Emergency Medical Services

Emergency Response

Support Services

Emergency Services/

Homeland Security

Fire Department Safety,

Education and Training

Fire Prevention Bureau

Fire Suppression/

Field Operations

Personnel, Safety &

Liability

Special Operations –

Emergency Response


FY 2011-12 Budget by Program

FY 2011-12 FTE FY2012-13 FTE

Administration 1,834,718 9.00 1,987,627 9.00

Personnel 725,116 3.00 734,456 3.00

Fire Suppression 83,659,672 473.00 90,661,665 473.00

Special Operations 8,886,384 27.45 9,052,397 27.45

Emergency Medical Services 2,698,345 8.00 2,703,089 8.00

9-1-1 Dispatch 4,406,877 23.00 4,449,565 23.00

Office of Emergency Services 6,646,736 13.60 6,707,308 13.60

Fire Prevention Bureau 6,639,414 33.00 6,737,806 33.00

Emergency Response Support Services 1,749,254 2.00 1,802,211 2.00

Training & Education 591,340 3.00 601,981 3.00

Totals: $117,837,856 595.05 $125,438,105 595.05

Oakland Fire Department

Personnel,

104,720,857

Internal services,

5,481,740 O & M, 7,635,259

All Funds Budget By Expenditure Type

Personnel

Internal services

O & M

Oakland Fire Department6

Personnel,

95,325,467

O & M,

1,970,437

Internal

service, 5,384,998

FY 2011-12 General Purpose Fund Budget By Expenditure Type

Personnel

O & M

Internal service


Fire prevention safety inspection responsibilities for

commercial, residential, hazardous materials and wildland

properties

Federal requirements for voice and data communications

interoperability

Emergency and disaster preparedness

Medical response needs of the community



Aging fire apparatus replacement

Fire Station replacement and rebuild needs (Stations 29 &

Stations 25 and 4)

Paving parking lots and repairing aprons at Fire Stations

Technology upgrades



Employee health & safety

Community services

Administrative services


FY 2011-13 Possible Budget Options

Flexible deployment – Requires negotiation with Local 55

Elimination of take-home vehicles

Convert some programs to seasonal part-time employees

Reduce administrative/support staff

Additional staff eliminations

Increased inspection revenue


Public Works Agency

Presented by Vitaly B. Troyan, P.E.

Director of Public Works

Mission

Service to the public is our sole reason for existence.

Oakland Public Works plans, builds and maintains

Oakland’s physical and environmental infrastructure

for the residents, businesses and visitors of the City,

making it a sustainable and desirable place to work,

invest and visit.

Public Works Agency2

Organization Chart


PUBLIC WORKS AGENCY (748.10 FTE)

Buildings & Facilities (131.33 FTE) Electrical Projects (4.02 FTE)

Engineering Planning & Design (59.00 FTE) Fleet & Equipment (57.00 FTE)

Keep Oakland Clean & Beautiful (84.50 FTE) Parks, Grounds & Medians (75.77 FTE)

Project Delivery (47.00 FTE) Recycling & Solid Waste (10.50 FTE)

Sanitary Sewer (65.50 FTE) Streets & Sidewalks (40.00 FTE)

Street Lights (8.99 FTE) Sustainable Oakland Program (11.50 FTE)

Traffic Signals (7.99 FTE) Traffic Signs & Markings (18.00 FTE)

Transportation & Pedest Safety (24.50 FTE) Tree Services (19.00 FTE)

Watershed & Storm Drains (30.50 FTE) Agency Administration (53.00 FTE)

Summary by Program – FY 2011-12


Summary by Fund – FY 2011-12


Major Budget Changes

Added 15.00 FTE and $2.1M for equipment in Sewer

Maintenance

Funded 1/3 of Street Maintenance staff from Sewer Funds

to reflect work on sewers & storm drains during winter

Reduced 2.0 FTE in Equipment Services

Eliminated Litter Enforcement Program

Added funding to maintain East Oakland Sports Center,

African American Museum and Fire Station 18



Expenditure Type


$2,573,512 $2,644,377

Major Challenges – Operational

Public Works’ General Fund Budget is $2.6 M

General Fund budget request will be reduced by 15%

Any additional reductions in Parks would have the following

impacts: Loss of $1.5M in GF would eliminate 14.5 FTE (20% reduction +27% in 09-11)

Staffing will be 12.1 acres per FTE; industry standard is 8 acres per FTE

145 acres of developed parks will not receive routine maintenance, in addition

to the list of parks that already do not receive routine maintenance

Any additional reductions in Trees would have the following

impacts:

Loss of $1.1 M would eliminate 9 FTE (47% reduction + 42% in 09-11)

10 people will be left to maintain 40,000 street trees

Increased City liability & risk from hazardous trees

Need to consider shifting tree maintenance responsibility to property owners




Asset Backlog

Annual

Need

Annual Budget

Request

Streets $430 M $23 M $8 M

Sidewalks $48 M $6 M $1.5 M

Storm Drains $200 M $10 M $0 M

Sanitary Sewers $0 $15 M $15 M

Buildings & Facilities $975 M TBD $0.35 M

Fleet & Equipment $80 M $8 M $0 M

Parks & Grounds TBD TBD $0 M


In last eight years:


Asset FTE Primary Impact

Parks 20.23 212 locations receive no routine maintenance

Trees 7.18 Services reduced to emergency response only

Facilities 45.20 No preventive maintenance & no maintenance funding

Equipment 13.00 10-year-old vehicles breaking down

KOCB 29.05 Eliminated litter removal by hand citywide

Electrical Services 13.00 Eliminated relamping & reduced preventive maintenance

Streets/Sidewalks 21.00 Eliminated paving crew & no speed bumps

Sewers 9.25 Less routine maintenance & increased overflows

Administration 17.00 Reduced customer service levels – both internally & externally

Total Reductions 174.91

Streets

Parks

Trees

Roofs

Major Challenges – Maintenance

Many new Capital Improvement Projects will be completed

during this budget cycle with no funding for maintenance:


25th Street Mini Park

Cesar Chavez Park

Cryer Waterfront Trail

Jefferson Square

Josie de la Cruz Park

Lakeview Dog Park

Lincoln Square

Peralta Hacienda Historic Trail

Snow Park/20th Street

Wade Johnson Park Tot Lot

Waterfront Trail Derby to Lancaster

Waterfront Trail Fruitvale to High

FY 2011-13 Food for Thought

Consider:

Add $1M to Equipment Fund to begin replacing 10-year

old equipment

Add $1M to Facilities Fund to pay for capital repairs

inevitable during next two fiscal years

Increase use of “Do-It-Yourself” volunteers

Bond issue in 2012 for residential street paving

Additional discussion of capital improvements at future

Council meetings


1

Office of Parks and Recreation

Presented by Audree V. Jones-Taylor, Director

2

Mission

To Offer high quality recreation services and programs to all Oakland

citizens and visitors;

Cultivate awareness about the availability, accessibility and affordability of

Parks and Recreation services;

Offer fun activities in a clean, safe, healthy environment that provides

opportunities for personal growth and skills development;

Foster community ownership of our parks and launch best practices

standards to operate and maintain our facilities, playgrounds, and parks to

preserve the beauty and legacy of Oakland.

Office of Parks and Recreation2

3

Organization Chart


OFFICE OF PARKS & RECREATION

244.94 FTE

Central Administration

15.38 FTE

After School Programs

16.58 FTE

Central Reservations

14.65 FTE

Aquatics - Boating

8.18 FTE

Contract Management

2.00 FTE

Aquatics - Pools

23.85 FTE

Cultural Arts

15.45 FTE

Ballfields

8.10 FTE

Davies Tennis & Citywide Tennis

4.28 FTE

Recreation Centers and Programs

129.38 FTE

Camps

1.00 FTE

Adult & Community Sports

6.09 FTE

4

Summary by Program


Program

FY 2011-12Baseline

BudgetFTE

FY 2011-12Baseline

Budget

FY 2012-13Baseline

BudgetFTE

FY 2012-13Baseline

Budget

1010 - General Purpose Fund 5.00 290,776 5.00 297,678

1820 - OPRCA Self Sustaining Revolving Fund 1.09 58,168 1.09 58,600

2310 - Lighting and Landscape Assessment District - 351,162 - 368,812

Adult & Community Sports 6.09 700,106 6.09 725,090


1820 - OPRCA Self Sustaining Revolving Fund - 2,630 - 2,630

3200 - Golf Course 0.75 62,215 0.75 66,087

After School Sports 16.58 778,291 16.58 796,694



2996 - Parks and Recreation Grants - 16,847 - 16,847

Aquatics Boating 8.18 480,983 8.18 489,119

1010 - General Purpose Fund 23.15 1,165,908 23.15 1,192,626



Aquatics Pools 23.85 1,698,613 23.85 1,750,231


1820 - OPRCA Self Sustaining Revolving Fund - 2,761 - 2,761

2310 - Lighting and Landscape Assessment District 6.29 384,558 6.29 392,581

Ball Fields 8.10 462,245 8.10 470,275

5

Summary by Program (Cont.)


Program

FY 2011-12Baseline

BudgetFTE

FY 2011-12Baseline

Budget

FY 2012-13Baseline

BudgetFTE

FY 2012-13Baseline

Budget


Camp 1.00 114,038 1.00 116,324


1100 - Self Insurance Liability - 290,170 - 290,170

1780 - Kids First Oakland Children Fund - 283 - 286


3200 - Golf Course - 131,084 - 265,681

7999 - Miscellaneous Trusts - 69,270 - 69,270

Central Administration 15.38 4,171,168 15.38 4,662,864


Central Reservations 14.65 932,149 14.65 956,770


3200 - Golf Course - 155,701 - 155,732

Contract Management 2.00 394,304 2.00 398,501



Cultural Arts 15.45 1,297,790 15.45 1,332,273



Davies Tennis & Citywide Tennis 4.28 180,585 4.28 183,639

6

Summary by Program (Cont.)


Program

FY 2011-12Baseline

BudgetFTE

FY 2011-12Baseline

Budget

FY 2012-13Baseline

BudgetFTE

FY 2012-13Baseline

Budget


1780 - Kids First Oakland Children Fund 1.25 115,932 1.25 118,255

1820 - OPRCA Self Sustaining Revolving Fund 42.18 1,804,051 42.18 1,845,040

2310 - Lighting and Landscape Assessment District 1.00 2,576,479 1.00 2,707,571

Recreation, Cultural Civic 129.38 10,084,952 129.38 10,394,801

TOTAL 244.94 21,295,224 244.94 22,276,581

7

Revenue Summary by Program


SUMMARY OF REVENUES BUDGET BY PROGRAM

Revenue

Program

FY 2011-12 Baseline

Budget

FY 2012-13 Baseline

Budget

Adult & Community Sports $42,650 $42,650

After School Sports 162,080 300,580

Aquatics Boating 227,767 227,767

Aquatics Pools 187,705 187,705

Central Administration 69,270 69,270

Central Reservations 1,120,043 1,196,301

Contract Management 218,000 218,000

Cultural Arts 854,320 854,320

Davies Tennis & Citywide Tennis 147,250 147,250

Recreation, Cultural Civic 2,539,520 2,539,520

TOTAL $5,568,605 $5,783,363

8

OPR’S 7 YEAR REVENUE TREND

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

Amount

2003-

04

2004-

05

2005-

06

2006-

07

2007-

08

2008-

09

2009-

10

Fiscal Year

OPR Overall - Revenue Trend

Revenue

9

FY 2011-12 Budget by Expenditure Type

FY 2011-12 Budget

Allocation - All Funds

$5,308,792

$1,967,108

$14,019,324

Personnel ISF O&M


FY 2011-12 Budget

Allocation - 1010 GPF

$1,777,675

$795,990

$10,359,557

Personnel ISF O&M

10

FY 2012-13 Budget by Expenditure Type

FY 2012-13 Budget

Allocation - All Funds

$5,778,932

$2,101,704

$14,395,945

Personnel ISF O&M


FY 2012-13 Budget

Allocation - 1010 GPF

$2,101,704

$795,990

$10,640,888

Personnel ISF O&M

11


Elimination of passport programs at 9 recreation centers (Arroyo Viejo, Carmen

Flores, Allendale, Bushrod, Franklin, Golden Gate, Ira Jinkins, Lincoln and Manzanita

Recreation Centers)

Elimination of Family programming on Saturday’s at most recreation facilities

Reduced the programming at playground sites

Elimination of OPR’s subsidy for Oakland Fine Arts Summer Session (OFASS)

Elimination of the Radical Roving / Dinner at 6 program at Manzanita & Mosswood

Closure of two pools: OPR eliminated operations at OUSD High School Pools of

Castlemont and McClymonds

Elimination of Pocket Park programming and mobile recreation programs

Elimination of nutritional snacks for all programs

Staffing to participant ratio has increase, causing safety and supervision concerns

Staff and participant safety issues due to the elimination of the Rangers has

increased


12

Major Challenges – Capital Improvements Community Recreation Center and Field Capital Improvement Impacts:

Annually, OPR serves thousands of youth throughout the City of Oakland and visitors from abroad. Failure to

deliver prioritized capital improvements has resulted in the declined ability of OPR to provide safe, accessible,

affordable and engaging parks and recreation services. (Total Cost $27.7 million)

Interior Capital Improvements needs include: Restrooms, kitchens, activity and multi purpose rooms,

insulation, plumbing, electrical, sewer improvements, energy efficient windows, lighting and wall replacement

at Franklin Recreation Center

Exterior Capital Improvement include: Public pathways, deteriorating ball fields, athletic courts and painting

Self Sustaining Enterprise Facility Impacts- Prevents the City from Increasing Revenue

Capital Improvements Projects at OPR’s enterprise facilities are needed in order to remain competitive with

public/private facilities. These improvement are expected to increase revenue at the following:

Lake Merritt Sailboat House - $2.5 million

Leona Lodge - $2.0 million

Lake Chabot Golf Course (Driving Range) - $900,000

Rotary Nature Center - $1.39 million

Dunsmuir Historical Estate - $1.0 million

Sequoia Lodge – $500,000

Joaquin Miller – $600,000

Lake Merritt Garden Center - $1.0 million

Woodminster Amphitheater - $6.0 million


13


For FY 2008-11 Budget, the Office of Parks & Recreation eliminated or

transferred almost 40% of its overall 1010 GPF Budget:

Eliminated 12.50 FTE’s

Equivalent to 14 Full-time Position’s

Downgraded 3 Full-time positions - 0.75 FTE

Office Assistant , Data Entry Operator & Facilities Security

Assistant

Transfer of 12.00 FTE Full-time Positions to other funds

Reduction of PT staff – 32.67 FTE

OPR personnel reductions saved the GPF over $3.0 million annually.

One-Time transfers of 900K in Revenue from Golf Fund to GPF.

Reduction of O&M Saving 120K annually


14

FY 2011-13 Possible Budget Options Transfer/Share/ Merge/Close Five (5) Recreation Center

Savings of $392,410 FY 2011-12 - $405,987 FY 2012-13

Transfer Malonga’s Revenue, Personnel and O&M Cost to Fund 1820

Savings of $131,555 FY 2011-12 - $133,474 FY 2012-13

Reduction in Studio One PT Budget

Shifting $50,000 off the GPF. City Subsidy

Reduction in Cultural Arts PT Budget

Elimination of Cultural Arts programs Citywide

Elimination of OPR’s presence at art fairs and city-wide events

Over 500 children and youth will be impacted.

Saving $30,00 annually

Reduce Programs at OUSD Playgrounds and Afterschool Sites

Eliminate all after school programs at all playgrounds (except cost covering)

Savings of $100,000 annually

Revenue Transfer from Fund 3200 (Golf Enterprise Fund) to 1010 GPF

Revenue from Adult Programs


OPR Plays With A Purpose – there is a purpose and value in our play, that embodies character development, health consciousness, art appreciation, life skills, civic duty and environmental responsibility in every program offered. Our children are healthier when they play; our families are unified when they play; our communities thrive when they play with a purpose. OPR recreation centers and programs are valuable community resources; we encourage the public to use them as such.

We firmly believe that OPR recreational programming encourages youth to make safe and healthy choices that deter criminal behavior.

OPR plays with a purpose. Our purpose is simple: Expose, Enlighten, Empower, Encourage Educational Excellence through Recreational Experiences…

15

OPR - Conclusion

Office of Parks and Recreation

Oakland Public Library

Presented by Carmen Martinez, Library Director

Mission

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.

Oakland Public Library2

Organization Chart


OAKLAND

PUBLIC

LIBRARY

217.04 FTE

NB16

Main Library

Services

48.04 FTE

NB17

Branch Library

Services

97.78 FTE

NB18

African American

Museum &

Library at Oakland

5.40 FTE

NB37

Library

System-wide

Support

60.74 FTE

NB19

Literacy Programs

5.08 FTE

Summary by Program


Total Expenditure by Program & Fund

FY 2011-12 FY 2012-13

Baseline Budget Baseline FTE Baseline Budget Baseline FTE

1010 - General Fund: General Purpose $112,310 1.00 $114,561 1.00

2240 - Library Services Retention-Enhancement $709,580 4.40 $727,004 4.40

African American Museum & Library at Oakland $821,890 5.40 $841,565 5.40

1010 - General Fund: General Purpose $4,681,111 39.45 $4,813,365 39.45

2163 - Metro Transportation Com: Program Grant $71,914 0.27 $72,719 0.27

2240 - Library Services Retention-Enhancement $5,395,996 58.06 $5,539,119 58.06

7540 - Oakland Public Library Trust $7,982 $7,849

Branch Library Services $10,157,003 97.78 $10,433,052 97.78



2993 - Library Grants $250,000 $250,000

7540 - Oakland Public Library Trust $103,030 $103,030

Library System-wide Support $9,496,067 60.74 $9,651,675 60.74

1010 - General Fund: General Purpose $51,590 1.00 $52,624 1.00

2148 - California Library Services $67,238 1.08 $68,392 1.08

2240 - Library Services Retention-Enhancement $268,552 3.00 $273,575 3.00

Literacy Programs $387,380 5.08 $394,591 5.08


1760 - Telecommunications Reserve $62,656 1.22 $64,167 1.22


Main Library Services $4,060,629 48.04 $4,171,920 48.04

TOTAL $24,922,969 217.04 $25,492,803 217.04




Expenditure Type



Vacancies, frozen positions and Golden Handshakes make it difficult to

maintain staffing levels at each location every day.

Staff is shifted frequently from site to site to maintain minimum staffing

levels. This is inefficient and disrupts projects and work flow.

25 full-time staff have been in acting assignments, which in turn creates

another vacancy and in compliance with union rules acting assignments

must be rotated.

Increased library use within a decreased work week, results in increased

staff illness, stress, workers’ comp filings, etc.

Frequent computer and equipment breakdowns decrease productivity of

staff and reduces access by patrons. Most PC workstations are six to seven

years old and can no longer be repaired or upgraded.

Maintaining staff and patron safety is a daily concern due to increased

belligerent and hostile incidents.


Major Challenges – Capital Improvements With an average age of over 50 years, existing Library’s facilities hinder efforts to

modernize and introduce new technologies that would increase productivity and

emphasize more efficient delivery systems.

User Comfort

Poor acoustics makes it difficult for adults, teens, children to enjoy the same library

No A/C in the majority of the libraries means closures on hot days

Staff areas crowded, not efficiently or ergonomically organized

Service Needs

Not enough seating for patrons, especially in the afternoons

Not enough computers for patron use; insufficient data and cabling capacity

Programming needs are difficult to meet

Space Needs

Insufficient group study/work areas

Lack of public restrooms and inadequate ADA accessibility

Facilities

Despite opening of 81st Ave Library, OPL’s facilities average 50+ years

Inadequate and delayed facility maintenance and repair results in later higher costs



Reductions & Changes since 2003 and service impacts:FY 2003-04 FY 2009-10 % Chg

GPF Budget $10,479,555 $9,100,000 -13.16%

GPF Exp/Cap $24.32 $20.13 -17.3%

GPF FTE 127.56 88.12 -31.0%

Annual Hrs 31,918 30,086 -5.7%

Annual Circ 1,950,437 2,469,588 +26.6%

Annual Visitors 1,960,743 3,568,006 +81.9%

Since FY03-04, GPF support for the Oakland Public Library has steadily declined, while

circulation and visitor counts continue to increase, despite reducing hours by one day. Service

impacts has resulted in little to no computer assistance for patrons, reduced outreach to

schools, elimination of the Bookmobile and reduced staffing in 2nd Start Adult Literacy. The

reduction of service hours (Tue-Sat) has also reduced patron access to computers, reduced

class visits, storytimes, and after school assistance.


FY 2011-13 Possible Budget Options Measure Q funds 60% of the Library’s FY 2011-13 operating budget.

To collect the $13 million in annual Measure Q revenue, the Library’s annual GPF budget

must not fall below $9,059,989.

Reduce OPL’s FY 2011-13 GPF budget to the Measure Q minimum: A GPF reduction of

$374,213 - $645,400.

Utilize the Measure Q Reserve Fund and available Unreserved Measure Q Fund Balance

to offset any GPF cuts, thus maintaining Library services at current levels.

Additional GPF reductions that are not feasible if they reduce OPL’s GPF

budget below the Measure Q Minimum and lead to the loss of 60% of the

Library’s funding, since that would necessitate a major Library

reorganization and branch closure plan:

Closure of Branch Library: $205,000 - $210,000

Transfer AAMLO to Museum: $112,310 -$114,561

Pairing of Branch Libraries: $300,000 - $300,000


Department of Human Services

Presented by Andrea Youngdahl

2

Mission

Department of Human Services2

The Department of Human Services

builds strong communities by enriching

the quality of life for individuals and

families in Oakland.

3

Organization Chart


Department of Human

Services

Administration Policy & PlanningEarly Childhood & Family

ServicesChildren & Youth Services Aging & Adult Services Sr. Services Administration

Executive Office

Fiscal

Payroll

Community Action

Partnership

Measure Y

Early Head Start

Head Start

Oakland Fund for Children

& Youth

A Safe Walk to School

Youth Leadership

Development

Summer Food Service

Program

Information & Assistance

ASSETS

Multipurpose Senior Service

Program (MSSP)

Oakland Paratransit for the

Elderly & Disabled (OPED)

Senior Companion Foster

Grandparent

Community Housing Services

Sr. Centers Hunger & Homeless

Commission on Aging PATH

4

Summary by Program - Projects

PS37 - MEASURE Y

MEASURE Y VIOLENCE PREVENTION

YS04 - OAKLAND FUND FOR CHILDREN AND YOUTH

OAKLAND FUND FOR CHILDREN AND YOUTH

YS13 - STRENGTHENING CHLDREN, YOUTH, & FAMILIES

EARLY HEAD START

HEAD START

PRESCHOOL EXPANSION GRANT (STATE)

SUMMER FOOD SERVICE PROGRAM


5

Summary by Program – Projects (cont.)

SC22 - FOSTERING SAFE AND HEALTHY COMMUNITIES

ACADEMIES (OUSD)

COMMUNITY HOUSING SERVICES:

ESP/SHP/THC

TEMPORARY WINTER SHELTER

HOMELESS MOBILE OUTREACH

HOPWA

HENRY ROBINSON

MAYOR’S HUNGER PROGRAM

COMMUNITY ACTION PARTNERSHIP

6

Summary by Program – Projects (cont.)

YS14 - EMPOWERING SENIOR & PEOPLE WITH DISABILITY

SENIOR CENTERS

SENIOR COMPANION/FOSTER GRANDPARENT PROGRAM

OAKLAND PARATRANSIT FOR ELDERLY & DISABLED

SENIOR AIDES / ASSETS

ASSISTANCE & INFORMATION OUTREACH PGM

MULTI-PURPOSE SENIOR SERVICES PROGRAM (MSSP)

MEDICAL ADMINISTRATIVE ACTIVITIES

7

Summary by Program - Expenditures


Program And Desc FY 11-12 FY 12-13

PS37 - MEASURE Y 6,303,553 6,354,174

SC22 - FOSTERING SAFE AND HEALTHY COMMUNITIES 9,450,156 9,501,642

YS04 - OAKLAND FUND FOR CHILDREN & YOUTH 10,990,298 11,086,021

YS13 - STRENGTHENING CHILDREN, YOUTH & FAMILIES 15,443,973 17,931,514

YS14 - EMPOWERING SENIORS & PEOPLE WITH

DISABILITY 10,057,725 7,653,982

Grand Total 52,245,705 52,527,333

8

Summary by Program – Position FTE

Program And Desc FY 11-12 FY 12-13

PS37 - MEASURE Y 6.25 6.25

SC22 - FOSTERING SAFE AND HEALTHY

COMMUNITIES 16.08 16.08

YS04 - OAKLAND FUND FOR CHILDREN & YOUTH 6.71 6.71

YS13 - STRENGTHENING CHILDREN, YOUTH &

FAMILIES 137.82 137.82

YS14 - EMPOWERING SENIORS & PEOPLE WITH

DISABILITY 102.89 102.89

Grand Total 269.75 269.75

9



1-Personnel,

$19,017,670 , 36%

2-Internal Service

Fund, $1,822,081 ,

3%

3-Other O&M,

$31,405,956 , 61%

10


Expenditure Type


1-Personnel,

$2,766,047 , 58%

2-Internal Service

Fund, $1,310,620 ,

27%

3-Other O&M,

$708,054 , 15%

11



While DHS is highly leveraged (primarily with non-General Purpose Funds), the General Purpose

Fund continues to be an essential ingredient in providing human services to the community. GPF is

invested to fulfill grant match and administrative requirements that return much needed program

dollars directly to the community (e.g., ARRA grants and competitive grants). During this critical

time, the GPF has become more critical to maintain the City’s grant funded achievements.

Central Service Overhead: Central Service Overhead for certain programs threatens its fiscal

compliance or overall budget. Programs impacted include Head Start/Early Head Start, the various

senior grants, and our Community Housing/HUD funds.

Department Overhead: The DHS administrative recovery rates and structure need updating in

order to maintain compliance with grant rules and regulations. All changes are budget neutral to the

General Purpose Fund while resulting in slight changes across special revenue funds.

12

Major Challenges – Operational (cont.)


STATE BUDGET IMPACTS

Linkages: Last year the Governor eliminated the Linkages Program, a

state-funded 20 year plus initiative to support young people with disabilities

and low-income seniors to remain independent in their own homes.

MSSP: The new Governor proposed the elimination of the Multi Services

Senior Program (MSSP). MSSP, a Medicaid Waiver program, supports

frail, low income elders in their homes who would otherwise be in

institutional care. Due to statewide advocacy, the new proposal is for an

11% reduction.

13



STATE BUDGET IMPACTS (cont.)

Redevelopment : The Governor’s proposal to eliminate Redevelopment

funding at the local level will impact our Community Housing Services,

which is leading our City effort to end homelessness and develop

permanent supportive housing. Redevelopment funds (LOW MOD) funds

provide for much of our staffing that manage our federal dollars as well as

our leveraged dollars; e.g., the Oakland Housing Authority funding for our

Oakland PATH Re-housing Initiative Program (OPRI).

State Preschool Contract: The Governor’s proposal to reduce funding to

preschool grantees would impact our Head Start Program. Funding

reductions of up to 15% would reduce direct service operations and

materials.

14



FEDERAL BUDGET IMPACTS

Head Start/Early Head Start; DOL Title V ASSETS Senior Employment; Senior

Companion/Foster Grandparent Programs; and HUD Community Housing

Funding Streams: Overall, there is a great unknown regarding the future funding

levels of many programs that support low-income individuals and their families.

Current US House leadership has proposed rolling FY 2012 federal discretionary

spending back to 2008 levels and eliminating any ARRA-funded programs (e.g. our

expanded Early Head start).. The President has proposed his FY 2012 budget with

different impacts – some funding increased, some decreased, and some flat.

CSBG: The President has indicated that he is proposing cuts to the Community

Action Program or CSBG. To date, CSBG continues to be funded through the

Continuing Resolution. CSBG support our EITC campaign and other community

services to foster self-sufficiency/reduce poverty.

CDBG and WIA: In addition, the House Republicans have proposed eliminating

CDBG and WIA. CBDG also supports our work to end homelessness as well as

other programs in DHS including Safe Walk to School, Hunger Program and our

Senior Companion/Foster Grandparent Program. WIA funding supports our DOL

Title V ASSETS Senior Employment program.

15



DHS has one CIP request for 3824 West Street. This is a City-

owned scattered site for transitional housing (housing for people who

have been homeless), with service dollars provided by HUD.

The City is obligated to maintain the facility in livable condition per

agreement with an outside operator, approved by Council in C.M.S.

78637 and amended to extend through 2/28/11. An extension is in

progress.

If repairs are not done, life, safety and health hazard risks increase

for the occupants as does liability for the City. Total estimated project

cost is $550,000 to be used to re-roof, redo siding, window repairs,

make interior bathroom improvements and engineering study of the

building’s foundation.

16



DHS

Administration

$ (114,087) FY02/03 Transferred 1.00FTE Program Analyst to Measure Y

$ (39,204) FY05/06 Transferred .25FTE Policy & Planning Program Manager

to Medi-Cal Administrative Activities

$ (12,612) FY05/06 Transferred .15FTE Accountant II to ACTIA Measure B

$ (42,768) FY05/06 Transferred .41 HHS Planner to MAA/new leveraged

funds

$ (87,986) FY05/06 Reduce O&M; partially supplanted by MAA/new

leveraged funds; reduced operations support

Subtotal: DHS

Administration

$ (296,657)

Alice Street

Learning Center

$ (125,146) FY02/03 Lease costs transferred to sub-lessee (OUSD)

Youth Leadership

Development

$ (42,348) FY05/06 Eliminate .61FTE Recreation Specialist II PPT

Youth

Violence/Drug

Prevention Grants

Program

$ (127,500) FY02/03 Loss of subsidy program; some efforts continued with

OFCY funds

Total reductions FY2003-Current: $2,879,059

17

Service Impacts of Prior Year Reductions (cont.)


OUSD Academies $ (150,000) FY07/08 150 fewer opportunities for high school

students to participate in job training program

$ (93,750) FY09/10 94 fewer opportunities for high school

students to participate in job training program

Subtotal: OUSD

Academies

$ (243,750)

Pathways to Change $ (100,000) FY07/08 Replaced with Measure Y funds

$ (100,000) FY08/09 Replaced with Measure Y funds

Subtotal: Pathways to

Change

$ (200,000)

Senior Centers $ (73,477) FY05/06 Reduced Senior Services Supervisor

(.53FTE)

$ (19,505) FY05/06 Loss of program support.



$ (132,000) FY10/11 Operating hours reduced; loss of O&M

program support; reduction of program

support personnel: .24FTE Sr. Ctr. Directors

and .80FTE Administrative Assistants

Subtotal: Senior Centers $ (320,532)

18 Department of Human Services18

$2 Set-Aside Grants for

Senior Support

$ (145,000) FY07/08 Reduce 3,800 units of direct senior support services

$ (150,000) FY08/09 Eliminate 4,000 units of direct senior support

services

Subtotal: $2 Set-Aside

Grants for Sr. Support

$ (295,000)

$2 Set-Aside Grants for

Senior Shuttle

$ (180,000) FY09/10 Continued with ARRA funds in FY09/10; in FY10/11

replaced with ACTIA Measure B funds with service

reduced from 5 days to 2 days per week; future of

funding unknown

Commission on Aging $ (3,000) FY09/10 Loss of community involvement in Commission on

Aging

Head Start Contribution $ (13,886) FY03/04 Replaced with Head Start COLA grant

$ (300,000) FY08/09 Replaced with Head Start COLA grant

$ (300,000) FY09/10 Replaced with Head Start ARRA and COLA grants

Subtotal: Head Start $ (613,886)

Oakland Army Base

Temporary Winter Shelter

$ (100,000) FY09/10 Replaced with Federal Emergency Shelter Grant

funds; shifts efforts from permanent housing to

temporary housing; future of funding unknown

Homeless Mobile Outreach $ (143,000) FY10/11 Reduction of outreach & blight abatement from 5

days to 3 days

Linkages $ (188,240) FY10/11 Reduction of GPF grant match in conjunction with

discontinuance of State funding

Service Impacts of Prior Year Reductions (cont.)

19



POSSIBLE BUDGET OPTIONS (CONT'D)

Expenditure Reduction Options to Reach 15% Target

Option FY 2011-12

FY 2012-13

Service / WorkloadImpacts

Mitigating Strategies

Senior Center Closures:(15% reduction = approximately $160,000)

Senior Centers provide recreation, nutrition and socialization services to Oakland Seniors.

Closing one of the senior centers could possibly be mitigated by 1) increasing the hours and staff at the next closest center to meet the needs of displaced seniors; cost savings would have to be determined 2) Office of Parks and Recreation (OPR) to continue the senior support and house the senior activities in their facilities, however, it may be necessary to retain some staff with an aging focus to serve senior base. 3) Reduced hours of operation to achieve a lower level of savings. 4) Cost-sharing with an outside agency to maintain some services.

Close Downtown Senior Center $238,166 $246,266 1,000 members, 50,000 visits and 5,200 lunches served.

Close East Oakland Senior Center $238,773 $246,660 800 members, 40,000 visits, 6,000 lunches served and 40,000 produce and grocery bags provided.

Close West Oakland Senior Center $240,998 $248,955 453 members, 25,000 visits, and 5,200 lunches served.

Close North Oakland Senior Center $349,429 $354,486 550 members, 30,000 visits and 5,000 lunches served.

20




Option FY 2011-12

FY 2012-13



Eliminate subsidy to Fruitvale Senior Center $198,000 $198,000 Contract for Senior Center. Loss of this subsidy would adversely impact the ability of seniors to remain independent in the community by reducing access to services. 510 members, 25,000 visits, 7,100 lunches served. This location serves Hispanic, Khmer and Asian residents.

None identified at this time.

Eliminate subsidy to Family Bridges (Hong-lok) $90,000 $90,000 Contract for Senior Center. Loss of this subsidy would adversely impact the ability of seniors to remain independent in the community by reducing access to services.450 members, 25,000 visits, 7,200 bags of groceries. Provides monolingual access to computer learning.

There are a number of senior centers serving the Asian population, including the city-operated multi-purpose senior centers, that members could be directed (Downtown Senior Center is within 1.5 mile distance), however, there is an unduplicated service to mono-lingual Cantonese-speaking seniors.

21




Option FY 2011-12

FY 2012-13



Eliminate Head Start Waiver $1,323,252 $1,341,205 The Head Start grant has an administrative cost reimbursement limitation of 15% of total costs. Eliminating the current waiver will preclude the City of Oakland administering Head Start.

Eliminate funding to Oakland Unified School District (OUSD) Career Academies

$56,000 $56,000 End support to OUSD that provides stipends for approximately 100 OUSD high school students enrolled for work based learning.

Oakland's Kids First! (OFCY) may allow for program continuation.

Eliminate funds for Youth Commission $83,777 $89,949 Decline of civic engagement activities for 25 youth commissioners and 100 youth who participate in activities such as training and mentoring.

None identified at this time.

22




Option FY 2011-12

FY 2012-13



Eliminate General Fund grant match: None identified at this time.

Eliminate Hunger Mobile Outreach program* $179,310 $179,310 Loss of match funding could result in discontinued encampment clean-ups and intensive case management, outreach and support services in assisting 565 clients to into stable living situations. Match amount leverages $115,000 in grant dollars.

Senior Companion/Foster Grandparents programs $149,503 $151,641 Program elimination for 500 frail seniors living independently through peer support and assistance in daily tasks. Match amount leverages $329,801 in grant dollars.

*Department requesting to re-program funds to support Community Housing staff if Redevelopment funding is eliminated.

23




Option FY 2011-12

FY 2012-13



ASSETS Senior Employment & Training Program $183,289 $188,434 Program elimination for up to 633 low income seniors access to employment training and job placement. Match amount leverages $1,416,356 in grant dollars.

Head Start $245,500 $245,500 Eliminating the subsidy will preclude the City of Oakland administering Head Start.

Hunger Program* $100,000 $100,000 Eliminating the subsidy will result in serving approximately 64% less brown bag food distributions to low income recipients. Match amount yields $58,500 discount on produce annually.


24




Option FY 2011-12

FY 2012-13



Permanent Access to Housing (PATH) & Families in Transition* $248,000 $248,000 Elimination would result in loss of Emergency Shelter grant funds and jeopardize work to move and maintain households (1,764 clients) in permanent housing. Match amount leverages $1,019,322 in grant dollars.

Community Promotions Program for Service Organizations (CPPSO) $52,750 $52,750 Elimination of funding would affect 13 clients served under the program which provides housing & support services to families with children in preparation for permanent housing. May result in discontinued operation and jeopardize HUD funded portion of $259,824.


25



Revenue Proposals to Reach 15% Target

Option FY 2011-12

FY 2012-13



NONE

Community & Economic Development

Agency

Presented by Walter S. Cohen

Mission

Produce sustainable development that embraces the three

principles of environment, economy and equity to residents,

workers, businesses and property owners through the

implementation of projects, programs and the provision of

services in order to improve the physical landscape and

economic environment of the Oakland Community.

Community & Economic Development Agency2

Organization Chart

Community & Economic Development Agency3

SC02/CE01/CE02

Cultural Arts & Marketing

(11.00 FTE)

IP49

CEDA Administration

(16.00 FTE)

SC07

Army Base

(4.05 FTE)

SC15

Rent Adjustment

(8.00 FTE)

PS32

Real Estate

(7.00 FTE)

SC06

West Oakland

(3.60 FTE)

SC04

Commercial Lending

(3.00 FTE)

Redevelopment and

Economic Development

(71.12 FTE)

SC13

Downtown Development

(10.71 FTE)

SC11

Economic Development

Strategy & BAC

(14.72 FTE)

SC05

Broadway/ MacArthur

San Pablo

(2.50 FTE)

SC25

Oak Knoll

(1.00 FTE)

PS30

Dev Permit Process &

Engin Approval

(26.00 FTE)

SC10

Development

Review/Zoning

(18.00 FTE)

YS11

CDBG Programs

(6.20 FTE)

SC18

Central City East

(4.69 FTE)

PS31

Development Permit

Inspection

(54.50 FTE)

SC09

Major Projects, Strat.

Planning & Implement.

(14.00 FTE)

IN08

Historic Preservation

(2.00 FTE)

NB32

Home Ownership &

Rehabilitation

(21.80 FTE)

SC14

Housing Development

(16.10 FTE)

SC12

Coliseum

(8.35 FTE)

Community and Economic

Development Agency

(258.00 FTE)

SC03

Workforce Development

(4.28 FTE)

Building Services

(80.50 FTE)

Planning & Zoning

Services

(34.00 FTE)

Housing & Community

Development

(52.10 FTE)

Summary by Unit/Program

4 Community & Economic Development Agency

Unit Program And Description FY 2011-12 FY 2012-13

Administration CEDA DIRECTOR'S OFFICE 1,208,173 1,313,929

DEVELOPMENT REVIEW/ZONING 2,743,351 2,784,371

GENERAL PLAN, ZONING UPDATE & STRATEGIC ANALYSIS 2,684,441 2,737,127

HISTORIC PRESERVATION 213,401 215,922

DEVELOPMENT PERMIT INSPECTIONS 10,236,904 10,392,185

ENGINEERING & ARCHITECTURAL PLAN APPROVAL 5,340,627 5,436,510

BUSINESS CREATION, ATTRACTION, RETENTION, & EXPANSION 2,824,116 2,889,102

COMMERCIAL LENDING 2,456,888 2,545,454

WORKFORCE DEVELOPMENT 5,782,107 5,779,774

REAL ESTATE 2,203,052 2,226,595

BROADWAY/MACARTHUR/SAN PABLO 515,074 472,536

CENTRAL CITY EAST 898,838 911,102

COLISEUM 1,554,309 1,594,369

DOWNTOWN REDEVELOPMENT 1,916,089 1,961,575

OARB-BAY BRIDGE GATEWAY 871,250 897,283

OAK KNOLL 227,220 231,029

WEST OAKLAND REDEVELOPMENT 770,547 785,127

CULTURAL FUNDING PROGRAM 379,652 383,072

MARKETING & SPECIAL EVENTS 1,693,581 1,726,270

PUBLIC ART PROGRAM 322,743 326,893

COMMUNITY DEVELOPMENT (CDBG) 3,286,173 3,334,544

HOME OWNERSHIP & REHABILITATION 8,257,335 8,242,036

HOUSING DEVELOPMENT 7,660,273 7,723,562

RESIDENTIAL RENT ADJUSTMENT 1,174,734 1,160,696

Grand Total 65,220,878 66,071,063

Redevelopment

Housing &

Community

Development

Planning &

Zoning

Building

Services

Cultural Art &

Marketing

Economic

Development

5

FTE by Funding Source

Community & Economic Development Agency

Fund And Description FY 2011-13

1010 - General Fund: General Purpose 3.78

1710 - Recycling Program 1.00

1770 - Telecommunications Land Use 1.72

2105 - HUD-EDI Grants 1.80

2108 - HUD-CDBG 21.65

2109 - HUD-Home 1.97

2195 - Workforce Investment Act 5.28

2413 - Rent Adjustment Program Fund 8.00

2415 - Development Service Fund 113.30

5321 - Measure DD: 2009B Clean Water,Safe Parks & Open Space Trust Fund for Oakland 0.50

5505 - Municipal Capital Improvement: Public Arts 1.75

7760 - Grant Clearing 13.50

7780 - Oakland Redevelopment Agency Projects (ORA) 83.75

Grand Total 258.00


CEDA contributes $4.6 million to the GPF through Central Service Overhead


$65 Million

65%

32%

3%

Personnel

O&M Expenditures

Internal Service

Expenditures


Expenditure Type


$1 Million

42%

58%

0% Personnel

O&M Expenditures

Internal Service

Expenditures

All Funding Sources by Type


$65 Million

Special

Revenue

38%Grant

37%

ORA Tax

Increment

22%

Other

1% General

Purpose

2%


Future of Redevelopment is Uncertain Oakland Army Base

Victory Court ballpark

Oak-to-Ninth

MacArthur Transit Village

Broadway/Valdez Retail Project

Coliseum City

Proposed Federal Grant Reductions 25-100% Workforce Investment Act (WIA) Grant

HUD HOME Grant

HUD CDBG Grant

Completing various Specific and Area Plans

Continue Zoning Update



Continue System Administrator responsibilities for the

Workforce Investment Board (WIB)

Marketing Oakland for new and existing business

Neighborhood preservation through proactive inspection of

foreclosed and other dilapidated properties

Implement web-enabled and mobile permitting and land

management system

Continued funding and monitoring of affordable housing

Restructuring and preserving the OCHI portfolio

Administrative staff reductions within CEDA and other

departments, i.e. Finance, Personnel, Purchasing, and DIT



Redevelopment supports a large number of public

infrastructure projects

Streetscapes

81st Avenue Library

Fire Station #18

Teen Centers

Various Park, Recreation Center & Library Improvements



Since FY 2007-08: CEDA Reduced 61 Positions (19%)

Most reductions with Building Services as private

development stalled with Great Recession

More code enforcement inspections; fewer permit inspection

Largest impact to administrative and clerical support

Reductions to Planning major projects/admin support

More recent reductions within Economic Development

and Redevelopment due to drop in tax increment and

continued shifts from GPF

Other reductions in administrative/accounting support





Option FY 2011-12 FY 2012-13 Service / Workload Impacts


Eliminate Film Office (GPF funding sources)

$253,210 $257,473 Coordination of filming activities would not occur

Current staff in Marketing would be unable to coordinate filming activities

Eliminate Cultural Funding (GPF funding sources)

$209,498 $212,918 Coordination and evaluation of cultural funding grants would not occur

Current staff in Marketing and Public Art would be unable to coordinate cultural funding activities

Revenue Proposals to Reach 15% Target

Option FY 2011-12 FY 2012-13 Service / Workload Impacts


NONE

POSSIBLE BUDGET OPTIONS

Department of

Information Technology

Presented by Ken Gordon, Acting Director

Mission

Plan, develop, maintain, and enhance the City of Oakland’s

information technology infrastructure in a responsive and

professional manner; to support the city’s organizational

business functions and delivery of services to the public.

Department of Information Technology2

Organization Chart


Department of

Information

Technology

70 FTE

Administration &

Customer Services

18 FTE

Enterprise Network &

Computing Services

20 FTE

Public Safety

Systems Services

14 FTE

Enterprise

Application

Services

18 FTE

Project Management

4 FTE

Customer Support

4 FTE

Administration

Support

4 FTE

Desktop/Server

Systems Support

12 FTE

Telephone Sys. &

Network

Infrastructure Supp.

8 FTE

Wireless

Communications

Support

7 FTE

Desktop & Support

6 FTE

Business

Application

Services

10 FTE

GIS & Web

Technology

Dev. and Support

8 FTE

Reprographics

Services

6 FTE

Summary by Division

Expenditures O&M and Personnel FY 11-12 FY 12-13

Administration & Customer Services $ 8,442,911 $ 8,147,697

Enterprise Application Services $1,854,538 $ 1,902,435

Enterprise Network & Computing Services $1,109,093 $ 1,137,291

Public Safety Systems Services $ 3,443,791 $ 3,534,293

TOTAL Expenditures $14,850,333 $14,721,716


Positions by Funding Source:

Fund 1010 53.6 FTE

Fund 1760 0.4 FTE

Fund 4200 9.5 FTE

Fund 4300 6.5 FTE



Personnel 1010

Personnel 4200

Personnel 4300

O&M 1010

O&M 4200

O&M 4300

ISFPersonnel

4200

All Funds Baseline $ 14.9 M

Personnel

1010

9.0 M

0.9 M

0.4 M

1.3 M

2.0 M

0.8 M

0.5 MPersonnel

4300

O&M 1010

O&M 4200

O&M 4300

ISF


Expenditure Type


Personnel

O&M

ISF

O&M

GPF Baseline $ 9.6 M

8.6 M

0.9 M

0.1 M

Personnel

ISF


Expired Software and Service Contracts - Motorola Software and Hardware Maintenance

- Oracle Software Maintenance

- Enterprise Server Maintenance

- Web Services

- Others

Delayed Software Upgrades

- Many Application Software Versions Outdated

- Lack of Upgrades Create Chronic Problems and Increase Trouble Calls

Resources Dedicated to Break / Fix or Solutions




Public Safety Infrastructure Improvements

- Power Generator/UPS Upgrades, Batteries and Maintenance

- IPSS Network Equipment Upgrade

- Radio System Test Equipment

- Mobile Radio Battery Replacement

- Public Safety Enterprise Backup Solution

Data Center Server consolidation

Oracle Enterprise Business Systems Upgrade and Enhancements

Software as a Service (SaaS) Alternative

Oakland 311 System

ShoreTel System Server Upgrade


Since FY 2007-08, DIT has lost 30.0 FTE’s (30%)

Service Level Impacts: Project Management

Computer Operations

Business Process Improvement

Desktop & Server support

Business Intelligence (Reporting)

Administration & Customer Support

Data Network Support

Response Time for User problem resolution has increased from 3-7 work days

to 7 – 10 work weeks

Help Desk requests for service have grown to an all-time high backlog of over 400 tickets

Cuts in administration services has jeopardized development and maintenance of policies

and procedures; public records requests and litigation hold document discovery



Elimination of 5 FTE

Responsibilities will be reassigned as part of a departmental reorganization

Telephone Services Specialist (1 FTE)

Telecommunications Systems Engineer (1 FTE)

Systems Analyst III (1 FTE)

Information Systems Manager (1 FTE)

Operations Support Specialist (1 FTE)

Transfer of 2 FTE from GPF to Measure Q Funding

Assignment of 2 Microcomputer Systems Specialist II to the Library will

result in fewer staff to handle service calls for other departments resulting

in greater backlog on service requests citywide


Finance & Management Agency

Presented by Joseph T. Yew

Mission

The mission of the Finance & Management Agency is to:

Provide high quality direct services to Oakland residents

and businesses;

Provide support services to the Mayor, City Council, City

Administrator and all City Agencies and Departments;

Provide essential functions, including:

financial management, maintenance of the City’s financial

and payroll systems, portfolio and debt management, tax

collections, parking enforcement and collections,

customer services, warehousing and commodity

inventory, mail services and risk management.

Finance & Management Agency2

Organization Chart


FINANCE & MANAGEMENT AGENCY

ADMINISTRATION1.0 FTE AGENCY DIRECTOR, FINANCE

1.0 FTE AGENCY DIRECTOR (COLISEUM)

2.74 FTE STAFF

ACCOUNTING

1.0 FTE

CONTROLLER

30.0 FTE STAFF

REVENUE

1.0 FTE MANAGER

51.0 FTE STAFF

TREASURY

1.0 FTE MANAGER

20.0 FTE STAFF

RISK MGMT

1.0 FTE MANAGER

6.0 FTE STAFF

PARKING

1.0 FTE MANAGER

102.30 FTE STAFF

Summary by Division

Finance & Management Agency 4

FY2011-12 Authorized FY2012-13 Authorized

Division Baseline FTE Baseline FTE

Finance Administration $1,937,302 4.74 $2,042,806 4.74

Accounting Division 5,645,499 30.00 5,936,857 31.00

Revenue Division 7,722,922 53.00 7,768,083 53.00

Treasury Division 3,745,004 21.00 3,947,864 21.00

Parking Division 12,902,417 103.30 13,154,198 103.30

Risk Management Division 1,104,792 7.00 1,132,950 7.00

TOTAL $33,057,936 219.04 $33,982,758 220.04

FY2011-12 FY2012-13

Funding Source FTE FTE

`

General Purpose Fund 163.06 163.66

Worker's Compensation 7.00 7.00

Mandatory Refuse Program 15.57 15.57

Comprehensive Clean-up 12.28 12.28

Multipurpose Reserve Fund 0.40 0.40

HUD-CDBG 1.00 1.00

Workforce Investment Act 2.00 2.00

Rent Adjustment Program 2.00 2.00

Central Stores Fund 9.50 9.50

Oakland Redev Agency 5.30 5.70

Miscellaneous Other Funds 0.93 0.93

Total FTE 219.04 220.04

FTE by Funding Source

Expenditure Summary by Division



Personnel

65%

O & M

29%

ISF

6%

Personnel

O & M

ISF

Personnel

74%

O & M

19%

ISF

7%

Personnel

O & M

ISF


Expenditure Type


Major Challenges-Maintaining Staffing to

Support FMA Programs and Services

Accounting Division – Handles disbursements city-wide

and maintains related City Policies such as the Prompt

Payment Ordinance.

Treasury Division– Maintains the City’s cash portfolio so

that monthly reporting and interest yield projections can

be determined so liquidity and cash shortages will be

averted.

Revenue Division – Performs compliance audits of taxes

to ensure proper payment is made.

Parking Division- Enforces parking regulations, manages

parking garages, collects parking meter revenues.



Elimination of Redevelopment Agency funding would

result in loss of $795,652 in funding (5.30 FTE) for

accounting and administrative support

Possible loss of federal grants, such as Workforce

Investment Act and Community Development & Block

Grant would result in deletion of 3.0 FTE in Accounting



Since July 2008, the Finance & Management Agency has

incurred reductions totaling $10.98 million ( 28% budget

cut), resulting in staff reductions of 9.75 FTEs (4.2%

reduction is staffing).

These resulted in delays in many accounting functions,

such as monthly closing of books, year-end audits, and

payroll processing

Delays in payable processing has resulted in incurring

interest penalties, as required by the prompt payment

ordinance



Closure of the Parking Assistance Center on Fridays

resulting in delays in payment processing and customer

complaint resolution

Deletions and downgrades of several professional,

technical and administrative positions throughout the

Agency would severely impact operations

Reorganizing the Revenue Division by deleting and

downgrading positions, hampering tax collection efforts

Staff reductions in the Parking Division’s Enforcement

Unit would negatively impact revenue-generating

programs and could result in significant revenue loss


Department of Human Resources

Management

Andrea R. Gourdine

Mission

2

The City of Oakland Department of Human Resources

Management recruits, develops and maintains the most highly

qualified, diverse workforce to serve the people of Oakland.

We maintain a merit-based civil service personnel system as

prescribed by the City Charter. Our team includes specialists in

recruitment, classification and compensation, employee relations,

employee benefits and retirement programs, and customer

service. We strive to be a model for human resource services in

the public sector by providing exceptional service with

professionalism and integrity.

Department of Human Resources Management

Organization Chart

Department of Human Resources Management3

DHRM

Administration5.0 FTE

Recruitment &

Classification20.0 FTE

Employee

Relations6.0 FTE

Retirement

& Benefits10.0 FTE

Summary by Division


SUMMARY OF EXPENDITURES AND BASELINE BUDGET BY DIVISION

Revenue

DivisionFY 2011-12

Baseline

FY 2012-13

Baseline

Administration Division

Deferred Comp Plan Fees 168,630 168,630

TOTAL 168,630 168,630

Expenditure

DivisionFY 2011-12

Baseline

FY 2012-13

Baseline

Administration Division 855,562 881,370

Recruitment & Classification Division 2,582,936 2,646,891

Employee Relations Division 818,368 834,420

Benefits & Retirement Division 3,505,229 3,542,741

TOTAL 7,762,095 7,905,422

Position Summary by Division


AUTHORIZED POSITIONS BY DIVISION & FUND

Division

FY 2011-12

Baseline

Budget

FTE

FY 2012-13

Baseline

Budget

FTE

General Purpose Fund (1010)

Administration Division 5.00 5.00

Recruitment & Classification Division 20.00 20.00

Employee Relations Division 6.00 6.00

Benefits & Retirement Division 4.00 4.00

Police and Fire Retirement System

(7100)


Oakland Municipal Employees' Retirement System

(7120)


Employee Deferred Compensation

(7130)


TOTAL 41.00 41.00


Bargaining – The City’s agreements with its miscellaneous (non-public safety)

employees expire in June. Tremendous demand on a small team.

Layoffs – Recruitment & Classification staff are reassigned to perform layoff

activities.

Recruitments – there is always some turnover of key staff. The number of

recruitments have decreased slightly over the last two years, but take a month

longer due to reduced staffing.

Police & Fire Attrition – Police and Fire Departments will soon exhaust existing

eligible lists and will need entry-level academies. Requires high staffing levels &

overtime.

Citywide Training – Now performed by the same staff who are overburdened with

bargaining, grievances, recruitments, layoffs, & classification work.

Doing “Less with Less” – DHRM cannot continue its efforts at revising and updating

the City’s classification plan. Customer service to City employees regarding benefits

and retirement has suffered. The department’s ability to support laid off employees

in their transition out of City service is already marginal.



Since July 2008, positions were reduced from 62 FTE to 41 FTE.

The department’s GPF budget was reduced from $7.0 million to

$4.65 million.

Operations & Maintenance (O&M) allocations in the General Fund

were reduced by more than half (from $404,964 to $186,230).

Timelines for recruitments and classification studies have again

become unacceptably long, grievances and bargaining activities have

sharply increased the workload in Employee Relations, and the

Benefits and Retirement units have had to drastically cut the

availability of customer service to employees and retirees.





Option FY2011-2012 Impacts

Staff Reductions (4.5 FTE) 636,991 Difficulty keeping up with demands of

meet & confer regarding budget impacts

May cause issues with benefits payments,

delays, higher potential for mistakes as

individual workloads are increased.

Arrested progress on classification work;

delayed recruitments.

Administrative backlog in accounting and

legally mandated records-keeping.

Additional Staff Reduction (1.0 FTE) 79,074 Non-compliance with Charter mandates.

Documents

FY 2011-12 and FY 2012-13 Budget Workshop...Guiding Budget Principles The Administration’s budgeting principles : Achieve a long-term structurally balanced budget through efficiencies,