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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
2011-12 Average Salary, Fringe Benefits and
Pension Costs per Fighter Fire
$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
Average Salary: $109,186 Health Benefits: $48,150
Pension Costs: $28,367
Personnel Expenses – Non-Sworn
18
$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
Average Salary: $63,614 Health Benefits: $22,040
Pension Costs: $14,196
2011-12 Average Salary, Fringe Benefits and
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 3
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
Oakland Fire Department 4
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
Major Challenges - Operational
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
Oakland Fire Department7
Major Challenges – Capital Improvements
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
Oakland Fire Department8
Service Impacts of Prior Year Reductions
Employee health & safety
Community services
Administrative services
Oakland Fire Department9
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
Oakland Fire Department10
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 Agency3
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
Public Works Agency4
Summary by Fund – FY 2011-12
Public Works Agency5
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
Public Works Agency6
General Purpose Fund Budget by
Expenditure Type
Public Works Agency7
$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
Public Works Agency8
Major Challenges – Capital Improvements
Public Works Agency9
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
Service Impacts of Prior Year Reductions
In last eight years:
Public Works Agency10
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:
Public Works Agency15
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
Public Works Agency16
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 and Recreation3
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
Office of Parks and Recreation4
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
1010 - General Purpose Fund 15.83 713,446 15.83 727,977
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
1010 - General Purpose Fund 4.25 278,912 4.25 282,983
1820 - OPRCA Self Sustaining Revolving Fund 3.93 185,224 3.93 189,289
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
1820 - OPRCA Self Sustaining Revolving Fund 0.70 37,302 0.70 37,302
2310 - Lighting and Landscape Assessment District - 495,403 - 520,303
Aquatics Pools 23.85 1,698,613 23.85 1,750,231
1010 - General Purpose Fund 1.81 74,926 1.81 74,933
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.)
Office of Parks and Recreation5
Program
FY 2011-12Baseline
BudgetFTE
FY 2011-12Baseline
Budget
FY 2012-13Baseline
BudgetFTE
FY 2012-13Baseline
Budget
1010 - General Purpose Fund 1.00 114,038 1.00 116,324
Camp 1.00 114,038 1.00 116,324
1010 - General Purpose Fund 15.38 3,554,416 15.38 3,905,181
1100 - Self Insurance Liability - 290,170 - 290,170
1780 - Kids First Oakland Children Fund - 283 - 286
2310 - Lighting and Landscape Assessment District - 125,945 - 132,276
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
1820 - OPRCA Self Sustaining Revolving Fund 14.65 932,149 14.65 956,770
Central Reservations 14.65 932,149 14.65 956,770
1010 - General Purpose Fund 2.00 238,603 2.00 242,769
3200 - Golf Course - 155,701 - 155,732
Contract Management 2.00 394,304 2.00 398,501
1010 - General Purpose Fund 10.37 802,382 10.37 830,714
1820 - OPRCA Self Sustaining Revolving Fund 5.08 495,408 5.08 501,559
Cultural Arts 15.45 1,297,790 15.45 1,332,273
1010 - General Purpose Fund 2.03 111,325 2.03 114,379
1820 - OPRCA Self Sustaining Revolving Fund 2.25 69,260 2.25 69,260
Davies Tennis & Citywide Tennis 4.28 180,585 4.28 183,639
6
Summary by Program (Cont.)
Office of Parks and Recreation6
Program
FY 2011-12Baseline
BudgetFTE
FY 2011-12Baseline
Budget
FY 2012-13Baseline
BudgetFTE
FY 2012-13Baseline
Budget
1010 - General Purpose Fund 84.95 5,588,490 84.95 5,723,935
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
Office of Parks and Recreation7
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
Office of Parks and Recreation9
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
Office of Parks and Recreation10
FY 2012-13 Budget
Allocation - 1010 GPF
$2,101,704
$795,990
$10,640,888
Personnel ISF O&M
11
Major Challenges - Operational
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
Office of Parks and Recreation11
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
Office of Parks and Recreation12
13
Service Impacts of Prior Year Reductions
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
Office of Parks and Recreation13
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
Office of Parks and Recreation14
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 Library3
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
Oakland Public Library4
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
1010 - General Fund: General Purpose $3,035,382 24.60 $3,119,499 24.60
2240 - Library Services Retention-Enhancement $6,107,655 36.14 $6,179,146 36.14
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
1010 - General Fund: General Purpose $1,553,809 11.20 $1,605,340 11.20
1760 - Telecommunications Reserve $62,656 1.22 $64,167 1.22
2240 - Library Services Retention-Enhancement $2,444,164 35.62 $2,502,413 35.62
Main Library Services $4,060,629 48.04 $4,171,920 48.04
TOTAL $24,922,969 217.04 $25,492,803 217.04
All Funds Budget by Expenditure Type
Oakland Public Library5
General Purpose Fund Budget by
Expenditure Type
Oakland Public Library6
Major Challenges - Operational
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.
Oakland Public Library7
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
Oakland Public Library8
Service Impacts of Prior Year Reductions
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.
Oakland Public Library9
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
Oakland Public Library10
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 Services3
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
Department of Human Services4
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
Department of Human Services7
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
All Funds Budget by Expenditure Type
Department of Human Services9
1-Personnel,
$19,017,670 , 36%
2-Internal Service
Fund, $1,822,081 ,
3%
3-Other O&M,
$31,405,956 , 61%
10
General Purpose Fund Budget by
Expenditure Type
Department of Human Services10
1-Personnel,
$2,766,047 , 58%
2-Internal Service
Fund, $1,310,620 ,
27%
3-Other O&M,
$708,054 , 15%
11
Major Challenges - Operational
Department of Human Services11
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.)
Department of Human Services12
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
Major Challenges – Operational (cont.)
Department of Human Services13
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
Major Challenges – Operational (cont.)
Department of Human Services14
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
Major Challenges – Capital Improvements
Department of Human Services15
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
Service Impacts of Prior Year Reductions
Department of Human Services16
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.)
Department of Human Services17
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.
$ (52,650) FY07/08 Loss of program support.
$ (42,900) FY08/09 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
FY 2011-13 Possible Budget Options
Department of Human Services19
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
FY 2011-13 Possible Budget Options
Department of Human Services20
Expenditure Reduction Options to Reach 15% Target
Option FY 2011-12
FY 2012-13
Service / WorkloadImpacts
Mitigating Strategies
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
FY 2011-13 Possible Budget Options
Department of Human Services21
Expenditure Reduction Options to Reach 15% Target
Option FY 2011-12
FY 2012-13
Service / WorkloadImpacts
Mitigating Strategies
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
FY 2011-13 Possible Budget Options
Department of Human Services22
Expenditure Reduction Options to Reach 15% Target
Option FY 2011-12
FY 2012-13
Service / WorkloadImpacts
Mitigating Strategies
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
FY 2011-13 Possible Budget Options
Department of Human Services23
Expenditure Reduction Options to Reach 15% Target
Option FY 2011-12
FY 2012-13
Service / WorkloadImpacts
Mitigating Strategies
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.
*Department requesting to re-program funds to support Community Housing staff if Redevelopment funding is eliminated.
24
FY 2011-13 Possible Budget Options
Department of Human Services24
Expenditure Reduction Options to Reach 15% Target
Option FY 2011-12
FY 2012-13
Service / WorkloadImpacts
Mitigating Strategies
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.
*Department requesting to re-program funds to support Community Housing staff if Redevelopment funding is eliminated.
25
FY 2011-13 Possible Budget Options
Department of Human Services25
Revenue Proposals to Reach 15% Target
Option FY 2011-12
FY 2012-13
Service / WorkloadImpacts
Mitigating Strategies
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
All Funds Budget by Expenditure Type
CEDA contributes $4.6 million to the GPF through Central Service Overhead
6 Community & Economic Development Agency
$65 Million
65%
32%
3%
Personnel
O&M Expenditures
Internal Service
Expenditures
General Purpose Fund Budget by
Expenditure Type
7 Community & Economic Development Agency
$1 Million
42%
58%
0% Personnel
O&M Expenditures
Internal Service
Expenditures
All Funding Sources by Type
8 Community & Economic Development Agency
$65 Million
Special
Revenue
38%Grant
37%
ORA Tax
Increment
22%
Other
1% General
Purpose
2%
Major Challenges - Operational
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
9 Community & Economic Development Agency
Major Challenges - Operational
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
10 Community & Economic Development Agency
Major Challenges – Capital Improvements
Redevelopment supports a large number of public
infrastructure projects
Streetscapes
81st Avenue Library
Fire Station #18
Teen Centers
Various Park, Recreation Center & Library Improvements
11 Community & Economic Development Agency
Service Impacts of Prior Year Reductions
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
12 Community & Economic Development Agency
FY 2011-13 Possible Budget Options
13 Community & Economic Development Agency
Expenditure Reduction Options to Reach 15% Target
Option FY 2011-12 FY 2012-13 Service / Workload Impacts
Mitigating Strategies
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
Mitigating Strategies
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 Technology3
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
Department of Information Technology4
Positions by Funding Source:
Fund 1010 53.6 FTE
Fund 1760 0.4 FTE
Fund 4200 9.5 FTE
Fund 4300 6.5 FTE
All Funds Budget by Expenditure Type
Department of Information Technology5
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
General Purpose Fund Budget by
Expenditure Type
Department of Information Technology6
Personnel
O&M
ISF
O&M
GPF Baseline $ 9.6 M
8.6 M
0.9 M
0.1 M
Personnel
ISF
Major Challenges - Operational
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
Department of Information Technology7
Major Challenges – Capital Improvements
Department of Information Technology8
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
Service Impacts of Prior Year Reductions
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
Department of Information Technology9
FY 2011-13 Possible Budget Options
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
Department of Information Technology10
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 Agency3
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
All Funds Budget by Expenditure Type
Finance & Management Agency5
Personnel
65%
O & M
29%
ISF
6%
Personnel
O & M
ISF
Personnel
74%
O & M
19%
ISF
7%
Personnel
O & M
ISF
General Purpose Fund Budget by
Expenditure Type
Finance & Management Agency6
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.
Finance & Management Agency7
Major Challenges - Operational
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
Finance & Management Agency8
Service Impacts of Prior Year Reductions
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
Finance & Management Agency9
FY 2011-13 Possible Budget Options
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
Finance & Management Agency10
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
Department of Human Resources Management4
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
Department of Human Resources Management5
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)
Benefits & Retirement Division 3.70 3.70
Oakland Municipal Employees' Retirement System
(7120)
Benefits & Retirement Division 1.30 1.30
Employee Deferred Compensation
(7130)
Benefits & Retirement Division 1.00 1.00
TOTAL 41.00 41.00
Major Challenges - Operational
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.
Department of Human Resources Management6
Service Impacts of Prior Year Reductions
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.
Department of Human Resources Management7
FY 2011-13 Possible Budget Options
Department of Human Resources Management8
Expenditure Reduction Options to Reach 15% Target
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.