Scenario B Budget Options

City of Oakland
C A L I F O R N I A
FY 2011-13
Proposed
Policy
Budget
Budget Scenario B
Cuts & Employee
Contributions
Facing Our
Challenges,
Revitalizing Our
Community
CITY OF OAKLAND
FY 2011-‐13 PROPOSED POLICY BUDGET

Mayor
Jean Quan
Members of the City Council

Larry Reid (District 7)
President

Desley Brooks (District 6)
Vice-‐Mayor

Jane Brunner (District 1) Pat Kernighan (District 2)
Ignacio De La Fuente (District 5) Nancy Nadel (District 3)
Rebecca Kaplan (At-‐Large) Libby Schaaf (District 4)

Interim City Administrator

P. Lamont Ewell
Prepared by the

City Administratorǯ Budget Office

Sabrina Landreth
Budget Director
Analytical Staff
Herman Chen Janelle Montu
Robert R. Davila Kirby Smith
Rina Hernandez Michelle Soares
Thomas Morgan Kristin Spanos
Support Staff
Debbie Comeaux Leland Lee
Leslie Pham

Rowena Quindiagan
Additional Analytical Support Provided by
Stephanie Hom Donna Hom

SUMMARY OF SIGNIFICANT PROPOSED BUDGET CHANGES
AND REVENUE ENHANCEMENTS
FY 2011-‐13

Assumptions

x Employee contributions

Significant Organization Changes

x This budget makes the following organizational changes to reduce expenditures and maintain the effectiveness of
individual programs and services by aligning them closely with other related functions:
x The Department of Contracting and Purchasing has been merged with other departments. The
Purchasing function has been moved to the Finance and Management Agency. The Contract
Administration function has been absorbed within the Public Works Agency, Department of Engineering
ǤǯǤ
x The Parking Division has been moved to the Finance and Management Agency, Revenue Division. In the
second year, the Parking Payment Center will be relocated to the 1 st Floor of 250 Frank H. Ogawa Plaza,
from the 6th Floor. The coordination of on-‐street and off-‐street parking will remain under the Parking
Division. Parking policy and transportation planning will continue to function under the Public Works
Agency, Department of Engineering and Construction.
x The Budget Office is reorganized such that the budget policy, revenue and expenditure analysis functions
ǯǡǡ-‐to-‐day
ǯ Ǥ
x The Central Stores unit has been eliminated and City agencies/departments will now manage their
supplies on a just-‐in-‐time basis. Some large, emergency equipment stored at the facility for the Public
Works and the Oakland Fire Department will remain.
x The Department of Human Services, Oakland Public Library, and Office of Parks & Recreation will be
reorganized into a Life Enrichment Agency in year two, FY 2012-‐13, in order to better collaborate on
funding streams, programming, facilities, wrap-‐around services, partnerships with the County, and
providing community services. A taskforce will come forward with restructuring details during the 2012-‐
13 Midcycle Budget process.
x The Office of the Inspector General (OIG) in the Police Department will be managed by a civilian
Inspector General, in the first phase of civilian oversight of the Police Department.

x To reduce expenditures and minimize the reduction of service levels, this budget includes the closure and
consolidation of facilities, as well as the transfer of program operations to other agencies.
x The operations of the Oakland Museum of California will be performed by the Oakland Museum
Foundation through a contractual agreement between the City of Oakland and the Oakland Museum
Foundation.
x The programs for the Brookdale Recreation Center and the Discovery Center will be consolidated and
merged under one facility.
S c e n a r i o B i
x The operations of the Tassafaronga and Campbell Village Recreation Centers will be run by another
agency.
x Live Oak Pool will be closed during the summer.
x The opening of the East Oakland Sports Center will be delayed by 6 months.
x Senior Center services will be reduced to four (4) days per week.
x KTOP Channel 10 will limit the number of televised public meetings to those required by City Charter:
City Council, Redevelopment Agency, and Port Commission meetings. Planning Commission meetings will
also be televised.
ii Scenario B
SUMMARY OF SIGNIFICANT ADOPTED BUDGET CHANGES
FY 2011-‐13
(continued)
GENERAL PURPOSE FUND (GPF) FTE FY 2011-‐12 FY 2012-‐13
Savings Savings
(in millions) (in millions)
Significant Revenue Changes (continued)
SERVICE CHARGES
Revenue from increased fire inspections of commercial $0.50 $0.75
buildings.
Additional revenue from increased taxi cab fees; Lake Merritt $1.56 $1.56
extended parking hours, aquatic fees; additional billboard
revenue.
Use of unclaimed cash (one-‐time). $0.30
FUND TRANSFERS
Transfer from Fund 2411 -‐ False Alarm Reduction Program fund -‐ $1.00
balance.
Transfer from Fund 1770 -‐ Telecommunications Land Use fund $0.20 $0.20
balance.
Transfer from Fund 3200 -‐ Golf Course fund balance. $0.40 $0.40
MISCELLANEOUS
Sale of City-‐owned properties to third parties $2.00 $5.40
Significant Expenditure Changes (continued)

Employee Contributions -‐ from all employee groups ($28.70) ($29.27)
Reduce City-‐paid cellphones ($0.15) ($0.15)
Department of Human Services, Oakland Public Library, and $0.00 ($1.00)
Office of Parks & Recreation reorganized into a Life Enrichment
Agency in Midcycle Budget
Savings in Internal Service Funds charges to the GPF through the -‐ ($6.10)
use of one-‐time revenue applied towards negative fund balances,
and the removal of mothballed and other underutilized City-‐
owned facilities from asset pool
Lower Worker's Compensation Accrual Rates ($1.00) ($1.00)
MAYOR
15% overall GPF Reduction, including 25% pay reduction for ($0.20) ($0.21)
Mayor
S c e n a r i o B iii
FY 2011-‐13
(continued)

Savings Savings
CITY COUNCIL
15% overall GPF Reduction ($0.38) ($0.39)
CITY ADMINISTRATOR (continued)

ADA & CPRB -‐ shift staff to JAG grant and reduce O&M (0.75) ($0.11) ($0.12)
Reductions to Equal Access, Public Ethics and other units within (2.00) ($0.32) ($0.34)
the City Administrator's Office
Budget Office: reduce and reorganize such that the budget policy, (3.90) ($0.47) ($0.49)
revenue and expenditure analysis functions are housed in the
ǯǡ
development, and day-‐to-‐day budgetary transactions operate
ǯ
Agency
CITY ATTORNEY (continued)
CITY AUDITOR
15% overall GPF Reduction ($0.21) (0.22)
CITY CLERK
Transfer budget to Oakland Redevelopment Agency (Fund 7780) (1.02) ($0.13) ($0.14)
to reflect the actual level of ORA-‐related activities performed the
Office of the City Clerk
Realignment of annual election costs -‐ ($0.36) $0.02
Elimination of Agenda Duplication for City Staff (Reports -‐ ($0.78) ($0.78)
available online for print)
Reduction of front desk services and position downgrade (1.00) ($0.12) ($0.13)
CONTRACTING AND PURCHASING

Purchasing function moved to the Finance and Management (1.50) ($0.25) ($0.26)
Agency; Contract Administration function absorbed within the
Public Works Agency, Department of Engineering and
Construction; Contract Compliance function moved to the City
ǯǤ
iv Scenario B
FY 2011-‐13
(continued)
Savings Savings
INFORMATION TECHNOLOGY
Eliminate 5.0 FTEs, duties will be absorbed by remaining staff (5.00) ($0.71) ($0.72)
and/or reduce service level
Transfer 2.0 FTE Microcomputer Specialist to Measure Q (Fund
2240)
Transfer 1.0 FTE Information Systems Supervisor to False Alarm (1.00) ($0.18) ($0.18)
Fund (Fund 2411)
Transfer 1.0 FTE Systems Programmer II to (1.00) ($0.12) ($0.13)
Telecommunications Reserve (Fund 1760), Development
Services Fund (Fund 2415) and Oakland Redevelopment Agency
(Fund 7780)
FINANCE & MANAGEMENT (continued)

Consolidate Parking Division into Revenue Division and (13.71) ($1.30) ($1.43)
reorganize division; in the second year, the Parking Payment
Center will be relocated to the 1st Floor of 250 Frank H. Ogawa
Plaza, from the 6th Floor. The coordination of on-‐street and off-‐
street parking will remain under the Parking Division. Parking
policy and transportation planning will continue to function
under the Public Works Agency, Department of Engineering and
Construction.
Reduce Accounting, Treasury and Administration positions; (3.00) ($0.81) ($0.87)
increased Treasury Recoveries
HUMAN RESOURCES (continued)

Eliminate 3.5 FTE [2.0 FTE Assistant HR Analysts, 1.0 FTE Sr. (3.80) ($0.41) ($0.53)
HR Analyst, 0.5 FTE Employee Assistance Svcs Coordinator];
transfer 0.3 FTE to other funds; downgrade ASM II to
POLICE SERVICES (continued)
Eliminate 1.0 FTE Administrative Assistant I, 1.0 FTE Payroll (4.00) ($0.28) ($0.37)
Personnel Clerk II (Jan 2012), 1.0 FTE Payroll Personnel Clerk III
(Jan 2012), 1.0 FTE Management Assistant
Ground helicopter program; eliminate take-‐home vehicles ($0.16) ($0.16)

Budget Sworn Staff to 640 FTE in FY 11-‐12 and 600 FTE in FY 12-‐ ($4.77) ($12.38)
13 (no layoff, reduce workforce through attrition)
Civilianize Inspector General ($0.11) ($0.11)
S c e n a r i o B v
FY 2011-‐13
(continued)
Savings Savings
Eliminate 1.0 FTE Neighborhood Services Coordinator (1.00) ($0.10) ($0.10)
Transfer 2.0 FTE Police Commucations Supervisors to False (2.00) ($0.29) ($0.29)
Alarm Fund (Fund 2411)
Reduced Overtime ($2.00) ($2.00)
Full Police Academy in FY 12-‐13 $4.00
FIRE SERVICES (continued)

Change Vegetation Management group to Permanent Part Time (3.00) ($0.29) ($0.30)
(6.0 FTE Fire Suppression District Inspectors reduced to 3.0
FTE); the program will be reduced from year round to 6 months
Transfer 1.0 FTE Emergency Services Manager to US Dept of (1.00) ($0.25)
Homeland Security (Fund 2123) in FY 12-‐13
Eliminate 1.0 FTE Fire Division Manager and .60 FTE Emergency (3.60) ($0.25) ($0.66)
Planning Coord; Eliminate 2.0 FTE Fire Investigators in FY 12-‐13;
revert 2 Investigators to Firefighters
Eliminate take-‐home vehicles and the Fire Boat ($0.06) ($0.06)
MUSEUM
Transfer operations of the Oakland Museum of California to the (7.63) ($1.00) ($1.02)
Oakland Museum Foundation through a contractual agreement
between the City of Oakland and the Oakland Museum
Foundation. Reduce City Museum positions.
LIBRARY SERVICES
Bring GPF to Minimum Requirements in Measure Q (4.00) ($0.41) ($0.42)
PARKS & RECREATION

Reduce funding for Studio One, Cultural Arts programming, (2.80) ($0.16) ($0.16)
Zookeeper
Transfer Malonga costs and Sports Coordinator position to Self (2.85) ($0.23) ($0.23)
Sustaining Fund (1820)
Closure of the Live Oak pool in summer months (lost revenue of (1.99) ($0.07) ($0.07)
approximately $25k)
Merge Brookdale/Discovery Recreation Center (1.00) ($0.08) ($0.80)
Transfer Tassfronga and Campbell Village Recreation Centers to (1.57) ($0.14) ($0.14)
outside agency
Delay the opening of the East Oakland Sports Complex (10.26) ($0.50) ($0.50)
vi Scenario B
FY 2011-‐13
(continued)
Savings Savings
HUMAN SERVICES (continued)
Reduce Senior Centers to four days a week -‐ lunch to be served 5 (2.00) ($0.18) ($0.19)
days a week
Minor allocation changes to align with grant funding (0.12) -‐ -‐
PUBLIC WORKS (continued)

Eliminate all General Fund support:Eliminate 5.0 FTE Tree (25.50) ($2.16) ($2.19)
Trimmer, transfer 2.0 FTE to Landscaping and Lighting
Assessment District Fund (LLAD); Eliminate 2.0 FTE Tree
Worker Driver; Transfer 1.0 FTE Gardener Crew Leader to LLAD;
Eliminate 1.0 FTE Gardener II; Transfer Park Attendant (PT), 1.0
FTE Park Supervisor I, 1.0 FTE Park Supervisor II to LLAD
Eliminate O&M from GPF ($0.32) ($0.32)
COMMUNITY AND ECONOMIC DEVELOPMENT

Transfer Cultural Arts & Marketing to other funding sources and (1.50) ($0.17) ($0.17)
staff
Reduce Film Office (1.00) ($0.11) ($0.12)
Reduce Real Estate Operating Costs ($0.10) ($0.10)
NON-‐DEPARTMENTAL
Reduction of 15% in grants and subsidies provided to outside ($0.19) ($0.19)
agencies
Reduction of 50% in arts grants -‐ other funding sources (0.37) (0.37)
maintained
Transfer City Physician to Workers Compensation Fund (1150) ($0.25) ($0.25)
Eliminate MOU Negotiation Contract ($0.24) ($0.24)

Eliminate City/County Collaboration on Children & Youth ($0.10) ($0.10)
Reduced Transfer to Kids' First Fund ($0.59) ($0.56)
S c e n a r i o B vii
viii Scenario B

TABLE OF CONTENTS

LETTER OF TRANSMITTAL
MAYOR/COUNCIL PRIORITIES .................................................................................................................................... A-‐1
Mayor / Council Goals ............................................................................................................................................................................ A-‐1
CITY FACTS ......................................................................................................................................................................... B-‐1

General Information ................................................................................................................................................................................ B-‐1
Statistical Profile ........................................................................................................................................................................................ B-‐1
Government ................................................................................................................................................................................................ B-‐2
ǯ ...................................................................................................................................................................... B-‐3
Brief History ................................................................................................................................................................................................ B-‐3
Transportation and Mass Transit ....................................................................................................................................................... B-‐4
Education ...................................................................................................................................................................................................... B-‐5
Library System ............................................................................................................................................................................................ B-‐5
Medical Facilities ....................................................................................................................................................................................... B-‐5
Public Safety ................................................................................................................................................................................................ B-‐6
Recreation ..................................................................................................................................................................................................... B-‐6
Other Attractions ....................................................................................................................................................................................... B-‐6
Key Facts/Accolades ................................................................................................................................................................................ B-‐8
FINANCIAL SUMMARIES................................................................................................................................................. C-‐1

Introduction .................................................................................................................................................................................. C-‐1
Introduction to Financial Summaries .............................................................................................................................. C-‐1
Revenue and Expenditure Forecast Methodology ......................................................................................................... C-‐1
Revenue Forecast ................................................................................................................................................................... C-‐2
Expenditure Forecast ............................................................................................................................................................ C-‐4
Basis of Budgeting ................................................................................................................................................................. C-‐5
Planning for Two-‐Year Budget ........................................................................................................................................... C-‐5
Summary Tables .......................................................................................................................................................................... C-‐7
Summary of Significant Amended Budget Reductions and Revenue Enhancements for FY 2011-‐13 .............. C-‐9
Fund Sources and Descriptions ........................................................................................................................................................... C-‐17
FY 2011-‐12 Amended Budget Summary by Fund ...................................................................................................................... C-‐26
FY 2012-‐13 Amended Budget Summary by Fund ...................................................................................................................... C-‐34
Revenue Tables ............................................................................................................................................................ C-‐43
All Funds Revenue ................................................................................................................................................................. C-‐45
General Purpose Fund Revenue ......................................................................................................................................... C-‐47
General Economic Overview ............................................................................................................................................... C-‐49
Summary of the General Purpose Fund Revenues ......................................................................................................... C-‐51
i
Expenditure Tables..................................................................................................................................................................... C-‐67
All Funds Expenditures by Department: FY 2011-‐12 ................................................................................................... C-‐69
General Purpose Fund Expenditures by Department: FY 2012-‐13 ........................................................................... C-‐71
Negative Funds ............................................................................................................................................................................. C-‐73

DEPARTMENTAL SUMMARIES
Mayor ............................................................................................................................................................................. D-‐1
City Council .................................................................................................................................................................................... D-‐3
City Administrator ....................................................................................................................................................... D-‐5
City Attorney ................................................................................................................................................................................. D-‐9
City Auditor .................................................................................................................................................................................... D-‐11
City Clerk ....................................................................................................................................................................... D-‐13
Department of Contracting and Purchasing ........................................................................................................... D-‐15
Information Technology ........................................................................................................................................................... D-‐17
Finance and Management ........................................................................................................................................................ D-‐21
Human Resources ........................................................................................................................................................ D-‐25
Police Services .............................................................................................................................................................. D-‐27
Fire Services ................................................................................................................................................................. D-‐31
Museum ......................................................................................................................................................................... D-‐35
Library ............................................................................................................................................................................................. D-‐37
Parks and Recreation .................................................................................................................................................. D-‐41
Human Services ............................................................................................................................................................ D-‐45
Public Works................................................................................................................................................................. D-‐49
Community and Economic Development ........................................................................................................................... D-‐57
Non-‐Departmental ....................................................................................................................................................... D-‐63
CIP .................................................................................................................................................................................. D-‐65
FINANCIAL POLICIES ....................................................................................................................................................... E-‐1
GLOSSARY ........................................................................................................................................................................... F-‐1
ii
MAYOR/COUNCIL PRIORITIES
FY 2011-‐13
CITY OF OAKLAND PRIORITIES

The Mayor and the City Council each set priorities for the City. All City activities are structured to support these
priorities; and tǯ 2011-‐13 Budget ǯnd objectives are
achieved.
Public Safety: Provide an adequate and uncompromised level of public safety services to Oakland residents and
businesses; reduce crime and violence; engage youth in programs and services that prevent violence; and provide
reentry opportunities for ex-‐offenders.
x Reduce crime and ensure public safety for every Oakland neighborhood by implementing a
comprehensive crime prevention/reduction strategy.
Sustainable and Healthy Environment: Invest and encourage private investment in clean and renewable
energy; protect and support clean environment; and give Oakland residents an opportunity to lead a healthy life,
have healthy life options and make healthy choices.
x Infrastructure: Provide clean, well-‐maintained and accessible streets, sidewalks, facilities, amenities,
parks, recreational facilities and trees.
x Sustainable City: Maximize socially and environmentally sustainable economic growth, including
conserving natural resources.
x Healthcare: Provide ample programs to support the mental, physical and spiritual health of Oakland
residents.
Economic Development: Foster sustainable economic growth and development for the benefit of Oakland
residents and businesses.
x Develop comprehensive business attraction, retention and growth initiatives to attract green, biotech
and other businesses that will result in more jobs for Oakland residents.
x Continue to develop retail space and other attractions that will draw visitors to the City of Oakland.
Community Involvement and Empowerment: Create sense of hope and empowerment among Oaklanders,
especially the youth; provide Oaklanders with educational choices through the City Museum and libraries, and
partnerships with the School District and other educational establishments.
x Social Equity: Encourage and support social equity for all Oakland residents.
x Youth & Seniors: Provide effective programs that will allow youth, seniors and people with
disabilities to thrive in their communities.
Public-‐Private Partnerships: Engage private companies and other governmental agencies in forming public-‐
private partnerships, to raise funds and deliver needed programs and services in an effective, efficient and all-‐
inclusive manner.
Government Solvency and Transparency: Deliver City services in an open, transparent, effective and efficient
ǢǯǤ

x Efficiency & Responsiveness to Residents: Ensure that City staff responds to residents in a timely
and effective manner by establishing minimum standards of service.
x Fiscally Responsible City: Develop and institutionalize sound financial management policies and
practices.

A -‐ 1
MAYOR/COUNCIL PRIORITIES
NOTES
A -‐ 2
CITY FACTS
GENERAL INFORMATION

ȋǲǳȌ Ǥ
bordered by 19 miles of coastline to the west and rolling hills to the east, which provide unparalleled vistas of the Bay
and the Pacific Ocean. In between are traditional, well-‐kept neighborhoods, a progressive downtown, and superior
cultural and recreational amenities. Oakland serves as the administrative hub of the County of Alameda, the regional
seat for the federal government, the district location of primary state offices, and the center of commerce and
international trade for the Bay Area.
Oakland is the eighth largest city in the State of California, with an estimated population of 420,183, and a wealth of
resources and opportunities. It is home to the Port of Oakland, which is the fourth busiest maritime port in the U.S.
and among the top 25 in the world. Oakland International Airport has undergone a $300 million Terminal
Improvement program including construction of a new concourse with seven boarding gates/waiting areas,
centralized food/beverage and retail shopping areas, as well as expanded ticketing, security, and baggage claim
facilities. The former Oakland Army Base is engaged in a $400 million revitalization and redevelopment process; and
$115 million of new construction and improvements have recently been completed in Oakland City Center.
In concert with ongoing redevelopment efforts, the City strives to maintain a balance between old and new. Historic
structures continue to be preserved and revitalized while new buildings are constructed. The City has completed its
part in a $350 million revitalization effort to create a multifaceted government center that links major historical
landmarks with new developments. Major corporate headquarters include Clorox and Kaiser Permanente, which are
in close proximity to many new businesses and various small retail shops that have sprung up in the downtown area.
Oakland is a mature city that has been able to preserve its abundant natural beauty and resources. The City has over
100 parks (totaling over 2,500 acres) within its borders, as well as several recreational areas along its perimeter. Lake
Merritt, the largest saltwater lake within a U.S. city, borders the downtown area. Its shoreline is a favorite retreat for
ǡǤǡǲǤǳ
Merritt is the oldest officially declared wildlife sanctuary in the United States, dating back to 1870.

Statistical Profile
Date of Incorporation May 4, 1852
Form of Government Mayor/Council
Population (2010)* 390,724
Land Area 53.8 square miles
Lake Area 3.5 square miles
Miles of Streets 835.8 miles
*US Census 2010

B -‐ 1
CITY FACTS
CITY GOVERNMENT
The City of Oakland has a Mayor/Council form of government. The Mayor is elected at-‐large for a four-‐year term, and
can be re-‐elected only once. The Mayor is not a member of the City Council; however, he or she has the right to vote as
one if the Council members are evenly divided.
The City Council is the legislative body of the City and is comprised of eight Council members. One Council member is
ǲǡǳǤers are elected
to serve four-‐year terms. Each year the Council members elect one member as President of the Council and one
member to serve as Vice Mayor.
The City Administrator is appointed by the Mayor and is subject to confirmation by the City Council. The City
Administrator is responsible for the day-‐to-‐day administrative and fiscal operations of the City.

OAKLANDǯS ECONOMIC BASE
Oakland has diversified its economic base significantly in the past few decades. The economy offers a healthy mix of
trade, government, financial, medical, information technology, publishing and service-‐oriented occupations.
Industries with the largest growth in jobs in the last two years are professional and business services, education and
healthcare, government, leisure and hospitality, traditional and specialty food production, and construction.
Oakland offers abundant resources to its businesses and residents: state-‐of-‐the-‐art transportation, law enforcement,
and utility facilities keep the City running smoothly. Several new office and mixed-‐use buildings, public facilities,
hotels, convention facilities, park enhancements and outdoor art have created a cosmopolitan environment in the
downtown area. Waterfront restaurants and shops at Jack London Square, as well as the burgeoning Old Oakland and
Uptown districts provide lively nighttime attractions. The Cityǯs neighborhood retail area continues to grow, as
evidenced by Oaklandǯs six Business Improvement Districts. While manufacturing remains an important segment of
the Cityǯs economy, some industrial land has been converted to residential and work/live use.
A variety of incentives are available to companies located in the Cityǯs Enterprise, Foreign Trade, and Recycling
Market Development Zones. The Economic Development staff links businesses with the many services available to
them throughout the area and serves as an ombudsman for companies dealing with the City. Neighborhood
Commercial Specialists work with merchants in each commercial district to promote the district, obtain loans,
expedite permits and arrange for City services.
Oakland plays a pivotal role in the East Bay Trade Area; it is a city of rich history, impressive growth and a promising
future. Located within one of the nationǯs largest metropolitan areas, Californiaǯs eighth most populous city is the
economic heart of the East Bay. Oakland has the infrastructure and economic base to support and attract a diverse mix
of advanced industries and value-‐oriented retail.
Downtown Oakland offers competitive office space, a fiber-‐optic infrastructure and the amenities for both traditional
and emerging enterprises. The well-‐maintained freeways, the mass transit systems and the ferry service make getting
to and from downtown Oakland a relatively quick and easy processȄtravel times to San Francisco, San Jose and other
Bay Area cities are surprisingly short.
The Oakland Metropolitan Area (Alameda and Contra-‐Costa counties) is one of the highest spending markets in the
nation, with a mean household income of $ 95,495. In the City of Oakland itself, some 156,790 households earn, on
average, $ 73,975 per year, resulting in over $3.0 billion in annual taxable sales.

City departments take a proactive approach and use streamlined processes to best serve the needs of the business
community.

B -‐ 2
CITY FACTS
A BRIEF HISTORY
1200 B.C. Ohlone Indians settle in the area that would become Oakland.
1772 Spanish explorers are the first Europeans to visit the East Bay.
1797 Established in Fremont, Mission de San José extends Spanish jurisdiction over the area that
would become Oakland.
1849 During the California Gold Rush, Oakland becomes the mainland staging point for passengers and
cargo traveling between the Bay and the Sierra foothills.
1852 Oakland was chartered as a city and almost immediately thereafter, construction of shipping
wharves began. Building the large wharves and dredging a shipping channel positioned Oakland
as an independent point of destination.
1869 The Central Pacific Railroad selected Oakland as the terminus of the new transcontinental
railroad, providing a vital link to the East.
1910 Oaklandǯs population more than doubles in ten years from 66,960 to over 150,000 as people and
businesses relocate from earthquake-‐ravaged San Francisco. Oakland regains control of the long-‐
lost waterfront by final settlement of litigation, which had lasted over half a century and cost
several millions of dollars.
1936 The Oakland-‐San Francisco Bay Bridge, one of the engineering wonders of the world, opens
months before the Golden Gate Bridge.
1942 The Permanente Foundation Hospital is dedicated in Oakland, the first in the chain of Henry J.
Kaiserǯs health plan hospitals.
1950 Childrenǯs Fairyland opens in Lakeside Park. Swelled by huge numbers of workers who flocked
to the city for WWII jobs, the U.S. Census puts Oaklandǯs population at 384,575. Oaklandǯs African
American population soars from 8,462 in 1940 to 47,562 in 1950. The military makes substantial
improvement to the Portǯs facilities.
1950 -‐ Present: World War II brought tremendous changes to Oakland. Huge numbers of workers moved to the
Bay Area to work in local shipyards, and many of these people, as well as large numbers of
military personnel who mustered out at Treasure Island and the Oakland Army Base, chose to
remain in the Bay Area. As a result, the Cityǯs population increased by nearly one third between
1940 and 1950.
Oakland has a rich literary and cultural heritage. Such historical notables as writers Bret Harte,
Jack London, Joaquin Miller, Ina Donna Coolbrith, Jessica Mitford, Narman Jayo, Ishmael Reed
and Gertrude Stein; architect Julia Morgan; and dancer Isadora Duncan are just a few who have
left their cultural mark on the City. It is also the birthplace of the West Coast Blues.
B -‐ 3
CITY FACTS
TRANSPORTATION
Located in the geographic center of the Bay Area, Oakland has been recognized as a vital transportation hub for more
than 100 years. Oakland is also the headquarters of the Alameda-‐Contra Costa Transit District (AC Transit), the Bay
Area Rapid Transit (BART) system, and the Metropolitan Transportation Commission that oversees transit and
transportation for the Bay Area.

The combination of train, bus, marine, aviation, freeway and the Bay Area Rapid Transit (BART) system guarantees
ease of travel for local residents and efficient channels of commerce for businesses relying on the Cityǯs easy access.
Oaklandǯs Port is a primary sea terminal for transporting cargo between the western United States and the Pacific
Rim, Latin America and Europe. Access to air cargo services is minutes away at the Oakland International Airport.

AC Transit. Local and transbay bus service is offered by Alameda-‐Contra Costa (AC)Transit, the third largest
public bus system in California serving the East Bay since 1960:
i Serves all 13 cities and adjacent unincorporated communities in 364 square miles along the east shore of San
Francisco Bay.
i Serves approximately 200,000 daily riders with a network of more than 105 bus lines, 148 of which connect
with BART.
i Bus routes serve the Oakland Airport, the Amtrak Station and ferry terminal located at Jack London Square,
downtown San Francisco and other major Bay Area attractions. All buses are accessible to people with
disabilities.
i All buses are equipped with bicycle racks.

BART. The Bay Area Rapid Transit (BART) is a 95-‐mile, computer-‐automated rapid transit system:
i Serving more than 3 million people in the three BART counties of Alameda, Contra Costa, and San Francisco,
as well as northern San Mateo County.
i Electric-‐powered trains traveling up to 80 mph connect 44 stations serving 22 cities and countless
communities. Travel time between downtown Oakland and downtown San Francisco averages only 11
minutes on BART.
i BART carries an average of 325,000 passengers each weekday a little less than half of them through the
Transbay Tube connecting Oakland and San Francisco.
i In Oakland, four BART stations Ȃ West Oakland, MacArthur, Fruitvale and Coliseum Ȅ are catalysts for transit
oriented development projects that are in design or construction.
i In addition, a 3.2 mile extension from the Coliseum station to the Oakland International Airport is in design,
and when completed will afford fast, reliable access to the airport from the rapidly growing East Bay
population centers.

Roadways, Bicycles, Car Sharing
i The Alameda/Oakland Ferry Service that links Oakland with San Francisco.
i Nine major U.S. and California highways pass through Oakland.
i Daily service to rail destinations throughout the U.S. is offered at the Oakland Amtrak Station.
i Greyhound Bus Lines also offers daily bus service to cities throughout the United States.
i Car-‐sharing is offered by City CarShare, Flexcar and Zipcar.
i There are over 90 miles of bike lanes, routes and paths for the public.
i Oakland was one of the first cities to pilǲǳ Ȃ shared-‐lane pavement markings to indicate
road lanes shared by cyclists and motorists.

B -‐ 4
CITY FACTS
EDUCATION

Elementary, Middle, Special, and Secondary Education
i More than 105 public, 20 charter and private schools in Oakland.
Colleges
i Holy Names University Ȃ an undergraduate and graduate inter-‐disciplinary study college.
i Mills College Ȃ a private womenǯs liberal arts college founded in 1852, also offering co-‐ed graduate programs.
i Patten College Ȃ a private, co-‐educational Christian college dedicated to providing a liberal arts education
with a strong biblical studies emphasis. Also offers some graduate programs.
i California College of the Arts, Samuel Merritt College, and Laney College Ȃ arts, liberal arts, college
preparatory and vocational trade programs.

LIBRARY SYSTEM
i 1 main library and 16 library branches
i Second Start Adult Literacy Program
i Tool lending library
i African-‐American Museum and Library

MEDICAL FACILITIES
Oaklandǯs medical facilities are among the best in the nation. The medical community provides the latest and most
sophisticated medical technology for the diagnosis and treatment of disease. There are now four hospitals providing
full service in Oakland.

Childrenǯs Hospital & Research Center Oakland delivers high quality pediatric care for all children through regional
primary and subspecialty networks, strong education and teaching program, a diverse workforce, state-‐of-‐the-‐art
research programs and facilities and nationally recognized child advocacy efforts.

Alta Bates Summit Medical Center offers comprehensive services designed to meet the health care needs of the
diverse communities of the greater East Bay.

Highland Hospital provides comprehensive, high-‐quality medical treatment, health promotion, and health
maintenance through an integrated system of hospitals, clinics, and health services staffed by individuals who are
responsive to the diverse cultural needs of our community.

Kaiser Permanente organizes and provides or coordinates membersǯ care, including preventive care such as well-‐baby
and prenatal care, immunizations, and screening diagnostics; hospital and medical services; and pharmacy services.
Kaiser Hospital is the flagship of the national system of hospitals headquartered here along with the nationǯs first
health maintenance organization (HMO), founded by Henry Kaiser.

PUBLIC SAFETY
Oaklandǯs public safety providers actively engage all segments of the Cityǯs diverse residential and business
communities in efforts to increase public safety and quality of life. Current police initiatives partner law enforcement
agencies with local community-‐based social service organizations to create / enhance programs that offer ex-‐
offenders services (training and education) and support (substance abuse recovery and mental health counseling),
while maintaining strict accountability and supervision of parolees and those on probation.

B -‐ 5
CITY FACTS
Oaklandǯs first responders, committed to proactive emergency preparedness, response, and mitigation, continue to
develop and enhance their skills, assess local risks, and prepare strategies to ensure the safety and security of the
Cityǯs residential and commercial sectors in the event of a natural disaster or terrorist attack.

RECREATION
The Office of Parks and Recreation (OPR) offers recreation programs, sports, cultural and performing arts, boating,
community gardening, and other leisure activities for adults, youth, and children. The departmentǯs Radical Roving
Recreation Team targets truant youth and provides programming that encourages civic participation, personal
development, and empowerment.

OPR also operates:
i 23 recreation centers
i 155 parks and playgrounds
i 66 ball fields
i 5 outdoor swimming pools
i 44 tennis courts
i 11 community gardens
i 3 public golf courses, and a host of other public facilities.

OTHER ATTRACTIONS
Oakland is home to many world-‐class and unique attractions for local residents and visitors.

Chabot Space & Science Center Ȃ The City of Oakland is home to Chabot Space & Science Center (CSSC), an 86,000
square foot, award-‐winning facility featuring hands-‐on science and astronomy exhibits, a state-‐of-‐the-‐art planetarium,
a large-‐format domed screen theater, a simulated space mission experience, and the largest telescopes available for
public use in California.

Fox Theater Ȃ The newly renovated Fox Theater in downtown Oakland reopened its doors in February 2009 with a
run of performances from entertainmentǯs top acts. The theaterǯs wrap-‐around building will also be the permanent
home for the Oakland School for the Arts, a tuition-‐free charter school dedicated to artistic and academic excellence.

Grand Lake Theater -‐ A mainstay of the community since its construction in 1926, this first-‐run movie theater is
graced with a colorful, lighted marquee and a sweeping staircase in the main hall. Look for the ornately decorated
walls, brass chandeliers, and faux opera boxes. Prior to curtain on Friday and Saturday nights, an organist serenades
the audience on a Wurlitzer.

Lake Merritt Ȃ The Lake is the largest lake located within an urban area and is set in Lakeside Park, which is home to
the Garden Center, Sailboat House, Rotary Nature Center, Junior Science Center, and a Bonsai Garden. Bordered by a
3.4 mile trail, Lake Merritt is a favorite location for joggers, walkers, and strollers.

Children's Fairyland -‐ Young children will enjoy this enchanting, three-‐dimensional fantasy world where popular
nursery rhymes come to life, set in picturesque Lakeside Park.

Jack London Square Ȃ ǯ ǡ ǯ ǡ
Cineplex, numerous restaurants, and other local attractions. Local arts venues extend their evening hours on Third
Thursdays Oakland Art Nights, to host exhibitions, artistsǯ lectures and demonstrations, receptions and other cultural
events.

B -‐ 6
CITY FACTS
USS Potomac Ȃ Affectionately dubbed the Floating White House by the press, Franklin Delano Roosevelt's
presidential yacht is one of the few floating museums in the country. The restored 165-‐foot vessel, a national historic
landmark, is a memorial to FDR and his accomplishments.

Chinatown Ȃ Oakland Chinatown dates back to the arrival of Chinese immigrants in the 1850s, making it one of the
Ǥǯ. The Asian Branch Library is one of
ǯǯǤ

George P. Scotlan Convention Center -‐ Offering 64,000 square feet of exhibition and meeting space and adjoining
the Oakland Marriott City Center, this convention center has an additional 25,000 square feet of flexible meeting space
and 483 deluxe guest rooms.

Old Oakland Ȃ An historic district with beautiful buildings and a thriving commercial strip. A Farmersǯ Market takes
place every Friday.

Oakland Museum of California Ȃ This is the ǯonly museum devoted to the arts, history and natural sciences of
California. The Museum provides unique collections, rotating exhibitions and educational opportunities designed to
generate a broader and deeper understanding of and interest in Californiaǯs environment, history, art and people.

Oakland Zoo Ȃ Founded in 1922 by naturalist Henry A. Snow, the Oakland Zoo is an 85 year-‐old regional treasure.
Many of its animals are kept i ǲǳ ǡ Ǥ
nationally known for its excellent elephant exhibit and has been praised for allowing its elephants to roam freely.

Paramount Theater -‐This beautiful Art Deco theater opened in 1931 and was authentically restored in 1973. The
theater hosts an impressive variety of popular attractions, including the Oakland East Bay Symphony, Broadway
shows, R&B concerts, gospel performers, comedy, and special engagements.

Oaklandǯs Western Aerospace Museum -‐ Located at the Airportǯs North Field, showcases aviation history through
special exhibits, multimedia presentations, hands-‐on displays incorporating 13 vintage airplanes, photographs,
replicas and other artifacts, and classes for students of all ages.

Malonga Casquelourd Center for the Arts -‐ This restored 1920s building is a popular multicultural,
multidisciplinary performing-‐arts complex sponsored by the city. The 400-‐seat theater and five rehearsal and class
spaces showcase drama, ballet, and African and contemporary dance. Several long-‐standing arts organizations-‐Axis
Dance Company, Bay Area Blues Society, CitiCentre Dance Theater, Dimensions Dance Theater, and Oakland Youth
Orchestra-‐call the center home.

The Crucible Ȃ Located in West Oakland, this non-‐profit educational facility fosters a collaboration of Arts, Industry
and Community. Through training in the fine and industrial arts, The Crucible promotes creative expression, reuse of
materials and innovative design while serving as an accessible arts venue for the general public.

Professional/Amateur Sports -‐ Oakland is a magnet for sports fans of all types. Whatever the season, Oakland pro
and amateur games frequently garner large crowds and broad national media coverage. In the last three decades,
Oaklandǯs professional sports teams have won six world championships in three major sports.
i Golden State Warriors Ȃ The Warriors continue to showcase exciting basket-‐ball. The most recent season
was a season of change with new ownership, coaching and players. The Warriors were one of only seven
teams to improve their record from the prior year, making the prospects for a playoff berth highly anticipated
for the coming seasons.
i Oakland Athletics Ȃ The Oakland Athletics have won six American League Championships and four baseball
World Series titles.
i Oakland Raiders Ȃ From dominance in three Super Bowl victories to improbable come-‐from-‐behind
victories, the Raiders have been involved in some of professional football's most incredible moments.
B -‐ 7
CITY FACTS
Key Facts/Accolades: Oakland, California

Industrial
Grubb & Ellis ranked the Oakland area 7th in its U.S. Industrial Market Strength Forecast for 2008-‐2012. Similarly,
Marcus & Millichap Research Services ranked Oakland as the 6th best Industrial market in the country in its Midyear
2008 Report.

Residential Rental
In the 2009 National Apartment Index conducted by Marcus & Millichap Research Services, Oakland ranks as the 6th
best market in the nation. Similarly, the National Multi Housing Council named Oakland as the 3rd best city for
apartment investing in the United States at its 2008 annual meeting.

Retail
In its 2009 Market Forecast, Marcus & Millichap Research Services ranked Oakland as the 11th best retail market in
the U.S.

Commercial
In its 2009 Global Real Estate Forecast, Grubb & Ellis lists Oakland among the top 10 best office investment markets in
the U.S.

Rankings
Oakland is ranked number one in the U.S. in use of renewable energy.
Source: SustainLane Government, www.sustainlane.com, 2006/2007

Oakland is ranked the 9th most sustainable city in the U.S.
Source: Sustainlane Government, www.sustainlane.com, 2008 US City Sustainability Rankings

Oakland is ranked among the top 15 green economies in the U.S.
Source: Sustainlane Government, www.sustainlane.com, 2008 US City Sustainability Rankings

ʹͲͲ͹ǡ ǯ
Nanotechnologies.
Source: Woodrow Wilson International Center for Scholars

Oakland was selected by Outside Magazine as one of 10 U.S. cities to receive top honors for bright ideas and
ǲ Ǥǳ
magazine, Oakland was honored for its efforts to make downtown a livable neighborhood, highlighting residential
development near public transit, shopping, dining, cultural amenities and nightlife.
Source: Outside Magazine, August 2008

ǯƬanked 5th ǯ
from the National Institutes of Health
ǣǯ Science News, July 10, 2008

ǯ͓ͳrsity in the West.
ǣǯǡʹͲͲͺǡƬ
B -‐ 8
FINANCIAL SUMMARIES
INTRODUCTION TO FINANCIAL SUMMARIES

This section contains tables summarizing revenue and expenditure data for the entire City. Summaries are presented
by fund. Tables are also presented on fund balances and fund descriptions.
Programmatic information is also ǯprovement Program.

CITY REVENUE AND EXPENDITURE FORECAST METHODOLOGY
The City prepares revenue and expenditure forecasts for its biennial budget. The forecasts are based on agency input,
historical budgetary performance and prevailing general economic conditions at the time of the forecast. The goal is
to create a reasonable baseline of forecasted values with which to measure and analyze actual financial performance
in the future. A detailed forecast is prepared for the General Purpose Fund (GPF), and for other key funds such as the
Landscaping and Lighting Assessment District (LLAD) fund, the Self-‐Insurance Liability fund, internal service funds,
and the Oakland Redevelopment Agency (ORA) fund.
To prepare the forecast, a comprehensive analysis of the more important components of the City's revenues and
expenditures, i.e. the largest revenue and expenditure categories, is performed. These major components are
projected into the two-‐to-‐five-‐year period on the basis of various relevant assumptions. For example, projections for
property tax -‐ the single largest source of revenues for the City's General Purpose Fund (GPF) -‐ are done based on the
projected growth in the net assessed value of locally assessed property. Similarly, forecast of the GPF expenditures is
performed by separately analyzing individual expenditure functions (citywide, and by agency). Projected changes in
the individual components of the City's revenues and expenditures are then added up to forecast overall GPF revenues
and expenditures, as well as financial performance of other funds such as LLAD and ORA.
Forecasting Techniques
Citywide revenues and expenditures are projected using two forecasting techniques: qualitative analysis, and
quantitative analysis.
Qualitative analysis projects future revenues and/or expenditures using non-‐statistical techniques. These techniques
rely on human judgment rather than statistical analysis to arrive at revenue projections. Qualitative forecasting is
essential for projecting revenue or expenditure components that are unstable, volatile, or for which there is no or
limited historical information, e.g. miscellaneous revenues. To facilitate sound qualitative analysis, the City of Oakland
seeks input from outside experts in economic forecasting, municipal finance, and other relevant fields. Just two
ǯ ǯ
issues impacting cities, and the Legislative Analyst Office for their expertise and analysis of the State of California
budgetary issues that may potentially affect the City of Oakland.
Quantitative analysis involves looking at data to understand historical trends and causal relationships. One kind of
quantitative analysis is time series analysis; it is based on data which have been collected over time and can be shown
chronologically on graphs. When using time series techniques, the forecaster is especially interested in the nature of
seasonal fluctuations which occur within a year, the nature of multiyear cycles, and the nature of any possible long-‐
run trends. Causal analysis is another type of quantitative analysis; it deals with the historical interrelationships
between two or more variables. One or more predictors influence, directly or indirectly, the future revenue or
expenditure. The causal forecasting techniques are predicated upon selecting the correct independent variables,
correctly defining their interrelationship to the dependent variable, i.e. the projected revenue or expenditure item,
and, finally, collecting accurate data.
C -‐ 1
FINANCIAL SUMMARIES
Revenue Forecast
Citywide revenues are projected along the lines of the most likely scenario. The most likely scenario is a dynamic
forecast which anticipates changes in revenues triggered by new economic development, changes in the levels of
service of departments and agencies, (as approved in the case of Master Fee Schedule changes by the City Council),
changes in governmental policies at the state or federal level, and various economic and demographic changes. The
purpose of this dynamic forecast is to demonstrate the potential impact of various events and actions (current or
future) on the selected revenue sources. Under this scenario:
x Revenues are projected to grow at rates that are responsive to dynamic forces in the economy. Generally, the
assumption is the local economy will be affected by national and state trends, with some deviation expected
due to specific characteristics of regional business and labor markets.
x Fee increases will likely follow the projected inflation and changes in the local population due to increased
service costs and changes in demand.
x Any known or anticipated changes in revenues as a result of potential changes in state revenue streams
and/or legislation are reflected in the analysis.
The revenue forecast takes into consideration a number of economic factors and trends, including changes in economic
growth, income, sales and Consumer Price Index (CPI), among other factors. Additionally, anticipated changes in State
or local policy are also considered.
General Purpose Fund Revenues Ȃ FY 2011-‐13 Forecast

Revenue during the FY 2011-‐12 portion of the two-‐year biennial budget has been forecasted to decline by 6.3%
percent from the FY 2010-‐11 Midcycle Revised Budget, while positive growth for the second year, FY 2010-‐11, has
been forecasted at 0.7 Ǥǯ
a severe recession that is currently gripping the nation and creating major financial challenges to government
agencies at all levels. The decline in revenue is also consistent with collections and revenue trends observed
throughout FY 10-‐11.
Six revenue categories account for most of the decline projected during FY 2011-‐12: Business License Tax, Utility
Consumption Tax, Real Estate Transfer Tax, Fines & Penalties, Interfund Transfers, and Miscellaneous Revenue. The
following is a brief summary of the projection for these six revenue categories.
x Business License Tax is projected to decline by $1.15 million (roughly 2.3%), due to a struggling local
economy resulting in lower gross receipts and numerous business closures. The real estate crisis has
adversely affected the rental market causing a larger number of commercial real estate vacancies; local
landlords are significant contributors of business tax. Between FY11-‐12 and FY 12-‐13 Business License Tax is
projected to grow 1%.
x Utility Consumption Tax is projected to decline by $1.5 million (roughly 3%) largely due to continued erosion
of the tax base. Technological innovations such as voice over internet protocol and pre-‐paid cell phones are
ǯǤǤPrice wars
and market consolidation have also decreased the price of telecommunications and thus the tax base. Energy
ǯ
consumption tax. Revenues are expected to remain constant in FY 12-‐13.
x Real Estate Transfer Tax is projected to decline by $5.0 million (roughly 14.9%) in FY 2011-‐12, due to the
absence of the onetime large transaction that took place in FY 2010-‐11. RETT revenue will continue to be
affected by the foreclosure crisis, but is expected to recover in FY 12-‐13 growing by 4%.
x Fines & Penalties are expected to decline by $7.0 million or 22%, due principally to lower collections of
parking citations.
C -‐ 2
FINANCIAL SUMMARIES
x Interfund Transfers for FY 2009-‐10 are projected to decrease by approximately $10.8 million, which largely
ǯ
.
x Miscellaneous Revenues for FY 2011-‐12 are projected to decrease by approximately $7.3 million due to the
expiration of one-‐time revenues largely from the sale of properties.
Non-‐GPF Revenues Ȃ FY 2011-‐13 Forecast

ǯ Ǥ
However, responsibility for non-‐General Purpose Fund revenue budgeting resides with departmental fiscal staff, with
the Budget Office performing a review function.
Below are examples of specific non-‐General Purpose Funds, and general approaches used in their revenue budgeting:
x Kids First! Childrǯ ȋ ͳ͹ͺͲȌǤ
ͳͻͻ͸ǤʹǤͷΨǯ

Fund revenues be set aside for the Kids First! Oakland Childrǯ Ǥ Ǩ
General Fund Group. In the November 2008 election, a new initiative (Measure OO) passed, increasing
ǯ ǡ ̈́ͳͷǤ͵ Ǥ ǡ a
compromise measure -‐-‐ which appeared on the July 21, 2009 ballot and was approved by the voters -‐-‐
decreased the set-‐aside amount to 3.0% of General Purpose Fund unrestricted revenues, or less than $12
million per year. Included in the Proposed Budget are $10.9 million for Kids First for FY 2011-‐12 and $11.0
million for FY 2012-‐13.
x Measure B (Fund 2211). The Measure B Fund is in the Special Revenue Fund Group. For many Special
Revenue Funds, the source of funding is a State or Federal grant, or pass-‐through. Usually, the monies
received can only be spent for purposes specified by the grantor.
The source for the Measure B fund is a half-‐cent, countywide sales tax approved as Measure B by Alameda
County voters in 1986. Measure B authorized the Alameda County Transportation Improvement Authority
(ACTIA) to use the proceeds from the half-‐cent sales tax for a specific list of transportation projects and
programs in Alameda County.
To budget revenue for Measure B, City staff refer to allocation projections produced by ACTIA. Budgeted
revenue for the Measure B (2211) Fund is $8.6 million for FY 2011-‐2013.
x Sewer Service Fund (Fund 3100). This is an Enterprise Fund. Enterprise Funds raise revenue for services
provided to the public.
Revenue for the Sewer Service Fund comes primarily from a sewer surcharge that is part of the East Bay
Municipal Utility District (EBMUD) bill. The Public Works Agency manages the EBMUD contract. Public
Works Agency staff calculates the amount of the surcharge based on existing surcharge amounts, customer
base, as well as any payments from EBMUD.
Annual sewer service charge increases of sixteen percent are built into both years of the FY 2011-‐2013
Proposed Budget. Budgeted revenue for the Sewer Service Fund for FY 2011-‐2012 is $50.0 million, and is
$53.5 million in FY 2012-‐13.
x Equipment Fund (Fund 4100). This is an Internal Service Fund. These funds collect revenue from other City
departments in return for services provided. The Equipment Fund accounts for the replacement, repair and
ǯǡǡǡ
other equipment.
Public Works staff propose the rates to be charged to user departments, and the rates are reviewed and
approved by the City Administrator for incorporation into the Proposed Budget. User departments (mainly
Police, Fire and Public Works) are often funded with General Purpose Fund money, so rate increases for an
internal service fund will cause General Purpose Fund expenditures to increase.
C -‐ 3
FINANCIAL SUMMARIES
Budgeted revenue for the Equipment Fund for FY 2011-‐12 is $18.4 million and $18.5 million for FY 2012-‐
2013.
ͶͶͲͲȋ Ȍǡǯ

buildings and facilities, and Fund 4200 (Radio), which accounts for transactions related to maintenance and
replacement of Police, Fire and Public Works radios.
x City Administration Building Redemption (Fund 6612). This is a Debt Service Fund. Debt Service Funds are
established to account for the various kinds of debt the City enters into. The debt usually originates with a
local ballot measure, a general obligation bond, or an assessment district. The City Administration Building
(CAB) Fund was established to pay off debt ǯ
buildings located at Frank Ogawa Plaza in downtown Oakland.
Budgeted revenue for the CAB Fund is $9.1 million in FY 2011-‐2013. This particular debt is fully funded by
transfers from the General Purpose Fund. The City has a variety of other types of debt payments, which are
chiefly financed via property tax overrides, special assessments and general obligation bonds.
Expenditure Forecast
Forecasting the City's expenditures involves analyzing, at the Agency level, four primary kinds of expenditures: 1)
Personnel, 2) Operations and Maintenance, 3) Capital Outlay, and 4) Debt Service.
The expenditure forecast begins with the baseline budget, which represents the cost of maintaining the current level of
services, while taking into account all unavoidable costs necessary to continue at that current level. Examples of
unavoidable costs are pre-‐negotiated MOU salary levels, as well as health care and retirement costs that the City pays
on behalf of its employees.
The baseline budget is then modified to reflect changes to programs and services that the Mayor and the City
Administrator decide to include as part of the Proposed Budget. These modifications could include additions or
subtractions in any of categories (1) through (3) above. Changes to debt service are less discretionary, and are made
based on changes in the Treasury Division's debt payment schedules.

BASIS OF BUDGETING
ǯs (General Funds, Special Revenue Funds, Enterprise

Funds, Internal Service Funds, Capital Project Funds) are the Generally Accepted Accounting Principals (GAAP), and
the modified accrual basis of accounting.
Revenues are budgeted according to when they are both measurable and available. Revenues are considered to be
available when they are collected within the current period, or soon enough thereafter to pay liabilities of the current
period. The City considers property tax revenues to be available for the year levied if they are collected within 60
days of the end of the current fiscal period. All other revenues are considered to be available if they are collected
within 120 days of the end of the current fiscal period. Expenditures are budgeted according to when the liability is
incurred, regardless of the timing of related cash flows. The exceptions are debt service, compensated absences,
claims and judgments, which are budgeted as expenditures according to when the payments are due.
ǯǯǡ
Consolidated Annual Financial Report (CAFR).
C -‐ 4
FINANCIAL SUMMARIES

ǯ-‐YEAR BUDGET
Planning for the Two-‐Year Budget
ǯ development process begins over a year in advance of the actual adoption of the two-‐year budget.
During this advance planning process, the Budget Office identifies factors (known or anticipated) that may have a
significant effect on future revenues, expenditures or staffing levels, and makes projections for the coming budget
cycle.
ǯ presented to the City Council at a budget workshop (held for the FY 2011-‐13 Budget in
April 2011). At the workshop, the Council was provided with information regarding the Cǯǡ
was presented with budget options. For example, faced with an estimated general fund deficit, the Council was given
examples of the strategies, for their consideration, that might be taken to remedy the shortfall.
ǯ-‐year budget projections are based on long-‐range planning performed for the Five-‐Year Financial Plan, as
well as for the Capital Improvement Projects Plan. The analysis is based on actual City revenue and expenditure
trends, general and relevant economic trends and outlooks, collaborative and consensual input from the City
Departments who oversee those specific expenditure and revenue streams, and input from outside economists and
revenue experts. The long-‐range five-‐year financial plan was vetted with outside experts in the fall of 2011 and was
updated and finalized more recently with actual expenditure, revenue and economic data.

C -‐ 5
FINANCIAL SUMMARIES
NOTES

C -‐ 6
FINANCIAL SUMMARIES
SUMMARY TABLES
C -‐ 7
FINANCIAL SUMMARIES
NOTES
C -‐ 8
FINANCIAL SUMMARIES
SUMMARY OF SIGNIFICANT PROPOSED BUDGET CHANGES
FY 2011-‐13

Assumptions

x Employee contributions

Significant Organization Changes

x This budget makes the following organizational changes to reduce expenditures and maintain the effectiveness of
individual programs and services by aligning them closely with other related functions:
x The Department of Contracting and Purchasing has been merged with other departments. The
Purchasing function has been moved to the Finance and Management Agency. The Contract
Administration function has been absorbed within the Public Works Agency, Department of Engineering
Ǥǯffice.
x The Parking Division has been moved to the Finance and Management Agency, Revenue Division. In the
second year, the Parking Payment Center will be relocated to the 1 st Floor of 250 Frank H. Ogawa Plaza,
from the 6th Floor. The coordination of on-‐street and off-‐street parking will remain under the Parking
Division. Parking policy and transportation planning will continue to function under the Public Works
Agency, Department of Engineering and Construction.
x The Budget Office is reorganized such that the budget policy, revenue and expenditure analysis functions
ǯǡǡ-‐to-‐day
ǯ Agency.
x The Central Stores unit has been eliminated and City agencies/departments will now manage their
supplies on a just-‐in-‐time basis. Some large, emergency equipment stored at the facility for the Public
Works and the Oakland Fire Department will remain.
x The Department of Human Services, Oakland Public Library, and Office of Parks & Recreation will be
reorganized into a Life Enrichment Agency in year two, FY 2012-‐13, in order to better collaborate on
funding streams, programming, facilities, wrap-‐around services, partnerships with the County, and
providing community services. A taskforce will come forward with restructuring details during the 2012-‐
13 Midcycle Budget process.
x The Office of the Inspector General (OIG) in the Police Department will be managed by a civilian
Inspector General, in the first phase of civilian oversight of the Police Department.

x To reduce expenditures and minimize the reduction of service levels, this budget includes the closure and
consolidation of facilities, as well as the transfer of program operations to other agencies.
x The operations of the Oakland Museum of California will be performed by the Oakland Museum
Foundation through a contractual agreement between the City of Oakland and the Oakland Museum
Foundation.
x The programs for the Brookdale Recreation Center and the Discovery Center will be consolidated and
merged under one facility.

C -‐ 9
FINANCIAL SUMMARIES
x The operations of the Tassafaronga and Campbell Village Recreation Centers will be run by another
agency.
x Live Oak Pool will be closed during the summer.
x The opening of the East Oakland Sports Center will be delayed by 6 months.
x Senior Center services will be reduced to four (4) days per week.
x KTOP Channel 10 will limit the number of televised public meetings to those required by City Charter:
City Council, Redevelopment Agency, and Port Commission meetings. Planning Commission meetings will
also be televised.
C -‐ 10
FINANCIAL SUMMARIES
FY 2011-‐13
(continued)
Savings Savings
Significant Revenue Changes (continued)
SERVICE CHARGES
Revenue from increased fire inspections of commercial $0.50 $0.75
buildings.
Additional revenue from increased taxi cab fees; Lake Merritt $1.56 $1.56
extended parking hours, aquatic fees; additional billboard
revenue.
Use of unclaimed cash (one-‐time). $0.30
FUND TRANSFERS
Transfer from Fund 2411 -‐ False Alarm Reduction Program fund -‐ $1.00
balance.
Transfer from Fund 1770 -‐ Telecommunications Land Use fund $0.20 $0.20
balance.
Transfer from Fund 3200 -‐ Golf Course fund balance. $0.40 $0.40
MISCELLANEOUS
Sale of City-‐owned properties to third parties $2.00 $5.40
Significant Expenditure Changes (continued)

Employee Contributions -‐ from all employee groups ($28.70) ($29.27)
Reduce City-‐paid cellphones ($0.15) ($0.15)
Department of Human Services, Oakland Public Library, and $0.00 ($1.00)
Office of Parks & Recreation reorganized into a Life Enrichment
Agency in Midcycle Budget
Savings in Internal Service Funds charges to the GPF through the -‐ ($6.10)
use of one-‐time revenue applied towards negative fund balances,
and the removal of mothballed and other underutilized City-‐
owned facilities from asset pool
Lower Worker's Compensation Accrual Rates ($1.00) ($1.00)
MAYOR
15% overall GPF Reduction, including 25% pay reduction for ($0.20) ($0.21)
Mayor

C -‐ 11
FINANCIAL SUMMARIES
FY 2011-‐13
(continued)

Savings Savings
CITY COUNCIL
CITY ADMINISTRATOR (continued)

ADA & CPRB -‐ shift staff to JAG grant and reduce O&M (0.75) ($0.11) ($0.12)
Reductions to Equal Access, Public Ethics and other units within (2.00) ($0.32) ($0.34)
the City Administrator's Office
Budget Office: reduce and reorganize such that the budget policy, (3.90) ($0.47) ($0.49)
revenue and expenditure analysis functions are housed in the
ǯǡ
development, and day-‐to-‐day budgetary transactions operate
ǯ
Agency
CITY ATTORNEY (continued)
CITY AUDITOR
15% overall GPF Reduction ($0.21) (0.22)
CITY CLERK
Transfer budget to Oakland Redevelopment Agency (Fund 7780) (1.02) ($0.13) ($0.14)
to reflect the actual level of ORA-‐related activities performed the
Office of the City Clerk
Realignment of annual election costs -‐ ($0.36) $0.02
Elimination of Agenda Duplication for City Staff (Reports -‐ ($0.78) ($0.78)
available online for print)
Reduction of front desk services and position downgrade (1.00) ($0.12) ($0.13)
CONTRACTING AND PURCHASING

Purchasing function moved to the Finance and Management (1.50) ($0.25) ($0.26)
Agency; Contract Administration function absorbed within the
Public Works Agency, Department of Engineering and
Construction; Contract Compliance function moved to the City
ǯǤ
C -‐ 12
FINANCIAL SUMMARIES
FY 2011-‐13
(continued)
Savings Savings
INFORMATION TECHNOLOGY
Eliminate 5.0 FTEs, duties will be absorbed by remaining staff (5.00) ($0.71) ($0.72)
and/or reduce service level
Transfer 2.0 FTE Microcomputer Specialist to Measure Q (Fund
2240)
Transfer 1.0 FTE Information Systems Supervisor to False Alarm (1.00) ($0.18) ($0.18)
Fund (Fund 2411)
Transfer 1.0 FTE Systems Programmer II to (1.00) ($0.12) ($0.13)
Telecommunications Reserve (Fund 1760), Development
Services Fund (Fund 2415) and Oakland Redevelopment Agency
(Fund 7780)
FINANCE & MANAGEMENT (continued)

Consolidate Parking Division into Revenue Division and (13.71) ($1.30) ($1.43)
reorganize division; in the second year, the Parking Payment
Center will be relocated to the 1st Floor of 250 Frank H. Ogawa
Plaza, from the 6th Floor. The coordination of on-‐street and off-‐
street parking will remain under the Parking Division. Parking
policy and transportation planning will continue to function
under the Public Works Agency, Department of Engineering and
Construction.
Reduce Accounting, Treasury and Administration positions; (3.00) ($0.81) ($0.87)
increased Treasury Recoveries
HUMAN RESOURCES (continued)

Eliminate 3.5 FTE [2.0 FTE Assistant HR Analysts, 1.0 FTE Sr. (3.80) ($0.41) ($0.53)
HR Analyst, 0.5 FTE Employee Assistance Svcs Coordinator];
transfer 0.3 FTE to other funds; downgrade ASM II to
POLICE SERVICES (continued)
Eliminate 1.0 FTE Administrative Assistant I, 1.0 FTE Payroll (4.00) ($0.28) ($0.37)
Personnel Clerk II (Jan 2012), 1.0 FTE Payroll Personnel Clerk III
(Jan 2012), 1.0 FTE Management Assistant
Ground helicopter program; eliminate take-‐home vehicles ($0.16) ($0.16)

Budget Sworn Staff to 640 FTE in FY 11-‐12 and 600 FTE in FY 12-‐ ($4.77) ($12.38)
13 (no layoff, reduce workforce through attrition)
Civilianize Inspector General ($0.11) ($0.11)

C -‐ 13
FINANCIAL SUMMARIES
FY 2011-‐13
(continued)
Savings Savings
Eliminate 1.0 FTE Neighborhood Services Coordinator (1.00) ($0.10) ($0.10)
Transfer 2.0 FTE Police Commucations Supervisors to False (2.00) ($0.29) ($0.29)
Alarm Fund (Fund 2411)
Reduced Overtime ($2.00) ($2.00)
Full Police Academy in FY 12-‐13 $4.00
FIRE SERVICES (continued)

Change Vegetation Management group to Permanent Part Time (3.00) ($0.29) ($0.30)
(6.0 FTE Fire Suppression District Inspectors reduced to 3.0
FTE); the program will be reduced from year round to 6 months
Transfer 1.0 FTE Emergency Services Manager to US Dept of (1.00) ($0.25)
Homeland Security (Fund 2123) in FY 12-‐13
Eliminate 1.0 FTE Fire Division Manager and .60 FTE Emergency (3.60) ($0.25) ($0.66)
Planning Coord; Eliminate 2.0 FTE Fire Investigators in FY 12-‐13;
revert 2 Investigators to Firefighters
Eliminate take-‐home vehicles and the Fire Boat ($0.06) ($0.06)
MUSEUM
Transfer operations of the Oakland Museum of California to the (7.63) ($1.00) ($1.02)
Oakland Museum Foundation through a contractual agreement
between the City of Oakland and the Oakland Museum
Foundation. Reduce City Museum positions.
LIBRARY SERVICES
Bring GPF to Minimum Requirements in Measure Q (4.00) ($0.41) ($0.42)
PARKS & RECREATION

Reduce funding for Studio One, Cultural Arts programming, (2.80) ($0.16) ($0.16)
Zookeeper
Transfer Malonga costs and Sports Coordinator position to Self (2.85) ($0.23) ($0.23)
Sustaining Fund (1820)
Closure of the Live Oak pool in summer months (lost revenue of (1.99) ($0.07) ($0.07)
approximately $25k)
Merge Brookdale/Discovery Recreation Center (1.00) ($0.08) ($0.80)
Transfer Tassfronga and Campbell Village Recreation Centers to (1.57) ($0.14) ($0.14)
outside agency
Delay the opening of the East Oakland Sports Complex (10.26) ($0.50) ($0.50)
C -‐ 14
FINANCIAL SUMMARIES
FY 2011-‐13
(continued)
Savings Savings
HUMAN SERVICES (continued)
Reduce Senior Centers to four days a week -‐ lunch to be served 5 (2.00) ($0.18) ($0.19)
days a week
Minor allocation changes to align with grant funding (0.12) -‐ -‐
PUBLIC WORKS (continued)

Eliminate all General Fund support:Eliminate 5.0 FTE Tree (25.50) ($2.16) ($2.19)
Trimmer, transfer 2.0 FTE to Landscaping and Lighting
Assessment District Fund (LLAD); Eliminate 2.0 FTE Tree
Worker Driver; Transfer 1.0 FTE Gardener Crew Leader to LLAD;
Eliminate 1.0 FTE Gardener II; Transfer Park Attendant (PT), 1.0
FTE Park Supervisor I, 1.0 FTE Park Supervisor II to LLAD
Eliminate O&M from GPF ($0.32) ($0.32)
COMMUNITY AND ECONOMIC DEVELOPMENT

Transfer Cultural Arts & Marketing to other funding sources and (1.50) ($0.17) ($0.17)
staff
Reduce Film Office (1.00) ($0.11) ($0.12)
Reduce Real Estate Operating Costs ($0.10) ($0.10)
NON-‐DEPARTMENTAL
Reduction of 15% in grants and subsidies provided to outside ($0.19) ($0.19)
agencies
Reduction of 50% in arts grants -‐ other funding sources (0.37) (0.37)
maintained
Transfer City Physician to Workers Compensation Fund (1150) ($0.25) ($0.25)
Eliminate MOU Negotiation Contract ($0.24) ($0.24)

Eliminate City/County Collaboration on Children & Youth ($0.10) ($0.10)
Reduced Transfer to Kids' First Fund ($0.59) ($0.56)

C -‐ 15
FINANCIAL SUMMARIES
C -‐ 16
FINANCIALSUMMARIES
FUNDSOURCESANDDESCRIPTIONS
Fund FundDescription SourceofFunds UsesofFunds
ͳͲͳͲ
̵ Ǥ
ǡǤ

Ǥ
ͳͳͲͲ Ǧ

Ǧ
ǡ ǡ ǡ
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ͳͳͷͲ ̵ ̵ ̵

Ǥ Ǥ
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Ǥ Ǥ
ͳ͹ͳͲ ̵

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ͳ͹ʹͲ Ǧ Ǣ

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ǦǤ
ͳ͹͵Ͳ Ǥ

ǡ
ǡ Ǥ
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ͳ͹ͷͲ Ǧ ǦǦ Ǧ

ǡ
Ǥ Ǥ

Ǥ
ͳ͹͸Ͳ Ǥ ̵

ȋȌ
ǦǤ
ͳ͹͹Ͳ Ǥ

Ǥ
ͳ͹ͺͲ ̵

Ǥ
ȋ͵ǤͲΨ
ȌǤ
C -‐ 17
FINANCIALSUMMARIES
FUNDSOURCESANDDESCRIPTIONSȋȌ
ͳ͹ͻͲ

ǡ
ǡ Ǥ
Ǥ
ͳͺʹͲ Ǧ ǦǤ Ǧ

ƬǤǤ
ʹͳͲʹ Ǥ Ǧ

Ǥ
ʹͳͲ͵ ǤǤ ǡ

ȋȌǦǦ

ȋ
ȌȀ Ǥ

ȋȌȀ

ȋȌ
ʹͳͲͶ

Ǥ
ʹͳͲͷ ǤǤ

ȋȌǦǦ
ȋȌ Ǥ

ʹͳͲ͹ ǤǤ

ȋȌǦǦͳͲͺ Ǥ Ǥ
ʹͳͲͺ ǤǤ

Ǧ
ȋȌǦǦ Ǥ

ȋ
Ȍ ǦǦǤ
ʹͳͲͻ ǤǤ Ǧǡ

ȋȌǦǦ Ǥ
ȋȌ Ǥ
ʹͳͳʹ ǡ ǡ

Ǥ Ǥ
ʹͳͳͶ Ǥ Ǥ

Ǥ
ʹͳͳ͸ Ǧ

Ǥ Ǥ
ʹͳʹͲ

Ǥ Ǥ
ʹͳʹ͵ Ǥ ͲͶ ̵

Ǥ
C -‐ 18
FINANCIALSUMMARIES
ʹͳʹͶ

Ǥ Ǥ

ʹͳʹͺ Ǧ

ȋȌ Ǥ
Ǥ
ʹͳ͵ʹ Ǥ

Ǥ
ʹͳ͵Ͷ Ǥ

Ǥ
ʹͳ͵ͺ Ǥ Ǥ
ʹͳͶͲ Ǥ Ǥ

ʹͳͶͳ ǦǤ
ʹͳͶͶ

ȋȌ Ǥ
ʹͳͶ͸ Ǧ

Ǥ
ʹͳͶͺ Ǥ

Ǥ
ʹͳͷͻ Ǥ Ǥ
ʹͳ͸Ͳ
Ǥ
Ǥ
ʹͳ͸͵

Ǧ Ǥ Ǥ

ʹͳ͸ͷ ͳʹͲͲ͸ Ǥ
ʹͳ͹ʹ Ǥ

Ǥ
ʹͳͺͷ Ǥ

Ǥ
ʹͳͻͲ
Ǥ
Ǥ
ʹͳͻͷ ǤǤ

Ǣ

Ǥ
C -‐ 19
FINANCIALSUMMARIES
ʹʹͳͳ Ǧ ǡ

ȋȌǦ ǡ
ͳȀʹ Ǥ
Ǧ
ʹͲͲʹǤ
ʹʹͳʹ ǦȀ Ǥ

Ǧ ȋȌǦ
ͳȀʹ
Ǧ
ʹͲͲʹǤ
ʹʹͳ͵ ǦǦ Ǥ

ȋȌǦ
ͳȀʹ
Ǧ
ʹͲͲʹǤ
ʹʹ͵Ͳ
Ǧ Ǥ
Ǥ ǡ
ǡǡ
Ǥ
ʹʹ͵ͳ
ǦͶʹ Ͷʹ

ʹʹͶͲ Ǧ Ǧ Ǥ

Ǧ Ǥ
ʹʹͷͲ Ǧ

Ǥ Ǥ
ʹʹͷͳ ȀʹͲͲͶ Ǧ

ǡǦǦ
ǡǡǦ
Ǥ
ʹ͵ͳͲ Ƭ Ƭ ǡǡǡ

ȋȌǤ ǡǡ
Ǥ
ʹ͵ʹͳ Ǧ Ǥ

ʹ͵͵Ͳ

Ǥ

ʹͶͳͲ Ǥ

Ǥ
C -‐ 20
FINANCIALSUMMARIES
ʹͶͳͳ
ʹͶͳʹ Ǧ ǦǤ

Ǥ

ʹͶͳ͵ ǡ

ʹͶͳͷ ǡǡ Ǣ

ǡ
ǦǤ ǢǢ
ǡǤ
ʹͶͳ͸

Ǥ ǡ
Ǥ
ʹͶͳ͹ Ǥ
ʹͶͳͻ ȋȌ ȋ͵ȌΨ̵

ȋ ȋȌǡ
Ȍ ǡ
ǡƬ

ʹ͸Ͳ͹ Ǧ Ǥ

ȋȌ Ǥ
ʹͻͳͲ Ǧ Ǥ

ͳͷΨǦ
ʹͻͳʹ Ǥ
ʹͻͳͶ Ǥ
ʹͻͻͲ
Ǥ Ǥ
ʹͻͻʹ
ǡ
Ǥ ǢǦ
Ǥ
ʹͻͻ͵

ʹͻͻͶ

Ǥ
ʹͻͻͷ
Ǥ
Ǥ
C -‐ 21
FINANCIALSUMMARIES
ʹͻͻͻ

Ǥ Ǥ
͵ͳͲͲ ȋ ǡǡǡ

ȌǤ ǡǡ
Ǥ
͵ʹͲͲ
ǡ
Ǥ Ǥ
ͶͳͲͲ

Ǥ Ǥ
ͶʹͲͲ

Ǥ
Ǥ
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Ǥ Ǥ
Ͷ͵ͲͲ

Ǥ Ǥ
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ͶͶͷͲ

Ǥ
ͶͷͲͲ Ǥ ǡ

Ǥ
ͶͷͷͲ ǡ

ǤƬ

ͷͳ͵Ͳ Ǥ Ǥ

ͷʹͲͲ ǣʹͲͲͷ ʹͲͲͷ Ǣǡ

Ǥ
ͷ͵ͳͲ
Ǧǡǡ
ǣǡ
Ƭ
Ǥ
C -‐ 22
FINANCIALSUMMARIES
ͷ͵ʹͳ ǣʹͲͲͻ

Ǣ
ǡƬ
ʹͲͲͻǤ Ǣ
Ǣ̵ǡ
ǡǢ
Ǥ
ͷͷͲͳ Ǧ ͳͻͺͻ

ǡǡǡ
ͳͻͺͻ
Ǥ Ǥ
ͷͷͲͷ Ǧ ͳǤͷΨ̵ Ǥ

Ǥ
ͷͷͳͲ Ǧǡ

Ȁ

͸ͲͳͶ ͳͻͻʹ

Ǥ
͸Ͳͳͷ ǦʹͲͲʹ Ǧ

ʹͲͲʹ Ǥ
͸Ͳͳ͸ Ǥͳͻͺͷ Ǥ

Ǥ
͸Ͳʹ͹ ǣʹͲͲͷ ʹͲͲͷ

͸Ͳ͵Ͳ

ͳͻͻ͹ Ǥ Ǥ
͸Ͳ͵͸ ǣ ʹͲͲͺ Ǥ

ʹͲͲͺǦͳȋǦȌ ȋȌ
͸Ͳ͵͹ ǣ ʹͲͲͺ Ǥ

ʹͲͲͺǦʹȋȌ ǦʹȋȌ
͸Ͳ͸͵
ǣ ʹͲͲͷ ǦǤ
ʹͲͲͷ
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ʹͲͲʹǦǡ
ǣǡ
ǡ Ƭ
Ǥ
͸͵ͳͳ
ǣʹͲͲ͸ǡ

Ǣ
Ǥ
C -‐ 23
FINANCIALSUMMARIES
͸͵ʹͲ ʹͲͲ͵Ǧ Ǧ ǦǤ

ǡƬ

͸ͷʹͲ Ǧ Ǥ ǦǤ
͸ͷ͵Ͳ Ǧ Ǥ

Ǥ
͸ͷͶͲ Ǧ

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͸ͷͷͶ Ǧ

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͸ͷͷͷ ʹͲͳͲ Ǥ Ǥ

͸ͷͷͺ
Ǧ
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͸ͷ͹Ͳ ͳͻͻ͸ Ǥ Ǥ

Ǧ
͸ͷͺͲ ͳͻͻ͹ Ǥ Ǥ

Ǧ
͸ͷͺͷ ͳͻͻͻ Ǥ Ǥ

͸͸ͳʹ

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Ǥ Ǥ
͹ͳʹͲ

ȋȌ Ǥ
Ǥ
͹ͳ͵Ͳ ̵

Ǥ
Ǥ
͹͵ʹͲ

C -‐ 24
FINANCIALSUMMARIES
͹ͶʹͲ Ǥ

Ǥ
͹ͶͶͲ Ǧ

Ǥ Ǥ
͹ͷͶͲ ǡ

Ǥ
͹͸ͶͲ Ǧ Ǥ

Ǥ
͹͸ͻͲ ǡǤ

Ǥ
͹͹͸Ͳ

Ǥ Ǥ

Ǥ Ǥ
͹͹ͺͲ Ǥ

ȋȌ Ǥ
͹ͻͻͻ Ǥ Ǥ
C -‐ 25
FINANCIALSUMMARIES
FY2011Ǧ12PROPOSEDBUDGETSUMMARYBYFUND

FY2010Ǧ11
FY2011Ǧ12 FY2011Ǧ12 Proposed
FundDescription EstimatedEnding Proposed Proposed Positions
FundBalance Revenues Expenditures (FTEs)
1010ǦGeneralFund:GeneralPurpose Ǧ
387,187,223 387,098,053 1,983.29
ͳǡͳͶͲǡͻͲͷ ͹ǤͲͲ
ʹǡͳͶͶǡ͸ͺͻ ͳͺǤ͹Ͳ
͹Ͷͷǡ͸ͺͲ ͸ǡͻ͸ͳǡͷ͹͵ ͵ͺǤ͸͹
ͺ͹ǡͲ͵Ͳ Ͷǡʹ͵ͶǡͶͷͺ ʹͶǤͻͷ
ͳǡͲ͸ͻǡ͹ͺͻ ͳͲǤͲͲ
ͷ͸ǡͺ͹Ͳ ͳǡͶͷͷǡͷͳͳ ͸ǤͷͲ
Ͷǡʹͷ͹ǡ͹Ͳͳ ͵ͶǤͶͷ
ʹǡ͵ͺͺǡ͹ͶͲ ͺǡͳʹͳǡͷ͵͹ ͶͷǤ͸ͷ
͵͸͵ǡͷͻ͹ǡͺ͵ͳ ʹͲǡ͵ͳͷǡ͹ͷͲ ͳͷͶǤ͵͵
ͷǡͳʹ͹ǡ͸ͻͶ ͳ͸ͷǡ͸ͳͶǡ͵Ͷͷ ͺͳͷǤ͵ʹ
͹ǡͺͺͳǡͷͻͲ ͳͲͳǡͺͷʹǡʹ͵ͷ ͷͶ͹ǤͷͲ
ͳͻͶǡͺ͸Ͳ ͷǡ͹ʹͺǡͺʹ͸ ͵ͷǤ͵ʹ
͹͸͸ǡʹͶͲ ͻǡͲ͸ͲǡͲͲͲ ͹ʹǤ͹ʹ
ʹǡͲͶͲǡͳͳͺ ͳʹǡ͹͹͵ǡ͵͸͵ ͳͶͷǤͺͲ
ͳʹͷǡͺ͵Ͳ Ͷǡ͹ͷͻǡʹ͵͸ ʹͷǤͳͲ
ʹǡʹͳͲ
ͳǡͳͷʹǡͳ͹Ͳ ͸Ͷͺǡ͵͹ͷ ͳǤʹͺ
ʹͲǡ͵͸Ͳ ͸͸ǡͷͷ͹ǡ͹͸Ͳ
ʹͷʹǡͲͲͲ
͵ǡͲͲͲǡͲͲͲ ȋʹͻǡͺͷͲǡͲͲͲȌ
1100ǦSelfInsuranceLiability (27,668,797) 21,665,447 19,858,605 19.03
͵ǡͷͶʹǡͺ͹Ͷ ͳͻǤͲ͵
͹ǡ͵͹ͶǡͶͺͲ
ͳǡͶͻͳǡͺͻͲ
ʹͻͲǡͳ͹Ͳ
ͳǡͷʹͻǡͶ͹ͳ ʹǡͲ͸ͲǡͲͻͲ
ʹͲǡͳ͵ͷǡͻ͹͸ ͷǡͲͻͻǡͳͲͳ
1150ǦWorker'sCompensationInsuranceClaims Ǧ 441,419 8.04
ʹͷͲǡͶͷͶ ͳǤͲͶ
ͳǡ͵ͻ͵ǡͳͳͷ ͹ǤͲͲ
ȋͳǡʹͲʹǡͳͷͲȌ
1200ǦPensionOverrideTaxRevenue 102,796,512 58,571,162 53,378,387
ͷͺǡ͵͹ͳǡͳ͸ʹ ͷ͵ǡ͵͹ͺǡ͵ͺ͹
1300ǦFringeBenefits Ǧ 503
ͷͲ͵
1700ǦMandatoryRefuseProgram (7,344,486) 3,610,280 2,255,449 16.56
͵ǡ͸ͳͲǡʹͺͲ ʹǡʹͷͷǡͶͶͻ ͳ͸Ǥͷ͸
1710ǦRecyclingProgram 5,435,757 9,175,672 9,070,663 14.83
ͳ͹ͶǡͳͷͶ ͳǤͲͲ
Ͷͺǡͺ͹Ͳ
ͻǡͳ͹ͷǡ͸͹ʹ ͺǡ͸͵ͻǡͻͲʹ ͳʹǤͺ͵
ʹͲ͹ǡ͹͵͹ ͳǤͲͲ
C -‐ 26
FINANCIALSUMMARIES
FY2011Ǧ12PROPOSEDBUDGETSUMMARYBYFUND(Cont’d)

FY2010Ǧ11 FY2011Ǧ12 FY2011Ǧ12 Proposed
1720ǦComprehensiveCleanǦup 284,789 18,465,819 18,417,740 120.58
͸ͷ͸ǡͳ͵ͻ ͳʹǤʹͺ
ͳͺͶǡʹͳͻ ͳǤͲͲ
ͳͺǡͶ͸ͷǡͺͳͻ ͳ͹ǡͷ͹͹ǡ͵ͺʹ ͳͲ͹Ǥ͵Ͳ
1740ǦHazardousMaterialsInspections 690,805 700,545 699,590 5.10
͹ͲͲǡͷͶͷ ͸ͻͻǡͷͻͲ ͷǤͳͲ
1750ǦMultipurposeReserve (4,597,698) 5,160,796 5,146,270 8.60
ȋͳͶǡ͹͵͹Ȍ ʹǡͺͲͷǡͶʹ͸ ͲǤͶͲ
ͷǡͳ͹ͷǡͷ͵͵ ʹǡͲͳͶǡͷͶͶ ͺǤʹͲ
͵ʹ͸ǡ͵ͲͲ
1760ǦTelecommunicationsReserve (854,509) 1,298,114 1,301,274 8.35
ͳǡʹͻͺǡͳͳͶ ͳǡͳ͵͵ǡ͸ͷ͸ ͸Ǥ͵ͻ
ͳͲͷǡͳͲͷ ͲǤ͹Ͷ
͸ʹǡͷͳ͵ ͳǤʹʹ
1770ǦTelecommunicationsLandUse 661,043 335,630 535,630 1.72
͵͵ͷǡ͸͵Ͳ ͷ͵ͷǡ͸͵Ͳ ͳǤ͹ʹ
1780ǦKid'sFirstOaklandChildren'sFund 2,580,436 10,928,847 10,927,745 7.15
ͳͳ͸ǡͲ͸ͺ ͳǤʹͷ
ͳͲǡͻʹͺǡͺͶ͹ ͳͲǡͺͳͳǡ͸͹͹ ͷǤͻͲ
1820ǦOPRCASelfSustainingRevolvingFund 920,139 3,760,793 3,804,348 72.23
͵ǡ͹͸Ͳǡ͹ͻ͵ ͵ǡͺͲͶǡ͵Ͷͺ ͹ʹǤʹ͵
2102ǦDepartmentofAgriculture (67,093) 1,095,000 1,095,000 6.50
ͳǡͲͻͷǡͲͲͲ ͳǡͲͻͷǡͲͲͲ ͸ǤͷͲ
2103ǦHUDǦESG/SHP/HOPWA (4,522,531) 6,061,580 6,061,580 0.81
͸ǡͲ͸ͳǡͷͺͲ ͸ǡͲ͸ͳǡͷͺͲ ͲǤͺͳ
2105ǦHUDǦEDIGrants (21,235) Ǧ 1.80
Ǧ ͳǤͺͲ
2107ǦHUDǦ108 5,321,030 2,032,000 2,032,000
ʹǡͲ͵ʹǡͲͲͲ ʹǡͲ͵ʹǡͲͲͲ
2108ǦHUDǦCDBG 281,769 9,779,837 9,779,837 23.85
ͶͷǡͶͻͲ ͲǤͳͻ
ͳͷͺǡͳ͸ͻ ͳǤͲͲ
ͷͺʹǡ͵͸͵ ͳǤͳͶ
ͻǡ͹͹ͻǡͺ͵͹ ͺǡͻͻ͵ǡͺͳͷ ʹͳǤͷʹ
2109ǦHUDǦHome 2,098,602 4,753,166 4,753,166 2.07
Ͷǡ͹ͷ͵ǡͳ͸͸ Ͷǡ͹ͷ͵ǡͳ͸͸ ʹǤͲ͹
2112ǦDepartmentofJustice 1,534,353 541,527 630,590 3.75
Ͷ͸ͷǡʹͷͻ ʹǤ͹ͷ
ͷͶͳǡͷʹ͹ ͳ͸ͷǡ͵͵ͳ ͳǤͲͲ
2114ǦDepartmentofLabor (404,461) 1,294,896 1,287,523 63.10
ͳǡʹͻͶǡͺͻ͸ ͳǡʹͺ͹ǡͷʹ͵ ͸͵ǤͳͲ
2116ǦDepartmentofTransportation 208,958 3,124,000 3,124,000
͵ǡͳʹͶǡͲͲͲ ͵ǡͳʹͶǡͲͲͲ
C -‐ 27
FINANCIALSUMMARIES

2120ǦFederalActionAgency (97,070) 329,801 329,710 0.78
͵ʹͻǡͺͲͳ ͵ʹͻǡ͹ͳͲ ͲǤ͹ͺ
2123ǦUSDeptofHomelandSecurity (2,519,603) 188,160 Ǧ 9.10
Ǧ ͻǤͳͲ
2124ǦFederalEmergencyManagementAgency
(FEMA) (4,003,695) 909,654 908,580 6.35
ͻͲͻǡ͸ͷͶ ͻͲͺǡͷͺͲ ͸Ǥ͵ͷ
2128ǦDepartmentofHealthandHuman
Services (901,586) 17,753,149 17,735,885 145.20
ͳ͹ǡ͹ͷ͵ǡͳͶͻ ͳ͹ǡ͹͵ͷǡͺͺͷ ͳͶͷǤʹͲ
2138ǦCaliforniaDepartmentofEducation 677,409 1,174,283 1,174,283
ͳǡͳ͹Ͷǡʹͺ͵ ͳǡͳ͹Ͷǡʹͺ͵
2140ǦCaliforniaDepartmentof
Transportation 160,478 100,000 100,000
ͳͲͲǡͲͲͲ ͳͲͲǡͲͲͲ
2148ǦCaliforniaLibraryServices (1,611,539) 67,238 67,080 1.08
͸͹ǡʹ͵ͺ ͸͹ǡͲͺͲ ͳǤͲͺ
2159ǦStateofCaliforniaOther (299,923) 250,000 249,719 1.62
ʹͷͲǡͲͲͲ ʹͶͻǡ͹ͳͻ ͳǤ͸ʹ
2160ǦCountyofAlameda:Grants 3,644,224 1,425,534 1,429,634 2.09
ͳǡͲͲͺǡͷͳͷ ͳǡͲͳʹǡ͸ͳͷ ͳǤͲͲ
Ͷͳ͹ǡͲͳͻ Ͷͳ͹ǡͲͳͻ ͳǤͲͻ
2163ǦMetroTransportationCom:Program
Grant (584,736) 3,563,914 3,563,914 0.27
͹ͳǡͻͳͶ ͹ͳǡͻͳͶ ͲǤʹ͹
͵ǡͶͻʹǡͲͲͲ ͵ǡͶͻʹǡͲͲͲ
2172ǦAlamedaCounty:VehicleAbatement
Authority 209,442 380,000 367,876 2.00
͵ͺͲǡͲͲͲ ͵͸͹ǡͺ͹͸ ʹǤͲͲ
2185ǦOaklandRedevelopmentAgencyGrants
(24,409) 2,500,000 2,500,000

ʹǡͷͲͲǡͲͲͲ ʹǡͷͲͲǡͲͲͲ
2190ǦPrivateGrants (396,694) 35,280 25,000 0.20
ʹͷǡͲͲͲ ʹͷǡͲͲͲ ͲǤʹͲ
2195ǦWorkforceInvestmentAct 106,012 6,494,000 6,393,482 8.66
ͳͳ͹ǡͷͶʹ ͳǤͲͲ
ͳͶͻǡͺ͵͵ ͳǤʹͺ

͸ǡͶͻͶǡͲͲͲ ͸ǡͳʹ͸ǡͳͲ͹ ͸Ǥ͵ͺ
2210ǦMeasureB:Fund 586,981 326,915 326,915
͵ʹ͸ǡͻͳͷ ͵ʹ͸ǡͻͳͷ

C -‐ 28
FINANCIALSUMMARIES

2212ǦMeasureB:Bicycle/PedestrianPassǦThruFu 2,876,724 1,010,000 1,010,000
ͳǡͲͳͲǡͲͲͲ ͳͲǡͲͲͲ
ͳǡͲͲͲǡͲͲͲ
2213ǦMeasureB:ParatransitǦACTIA (70,457) 966,080 965,563 4.41
ͻ͸͸ǡͲͺͲ ͻ͸ͷǡͷ͸͵ ͶǤͶͳ
2230ǦStateGasTax 461,211 6,798,635 6,671,939 27.89
͸ǡ͹ͻͺǡ͸͵ͷ ͸ǡ͸͹ͳǡͻ͵ͻ ʹ͹Ǥͺͻ
2231ǦStateGasTaxǦProp42ReplacementFunds 4,184,333 3,901,614 15.18
ͶǡͳͺͶǡ͵͵͵ ͳǡͷ͹ͳǡ͸ͳͶ ͳͷǤͳͺ
ʹǡ͵͵ͲǡͲͲͲ
2240ǦLibraryServicesRetentionǦEnhancement 13,739,953 15,665,097 143.72
ʹ͹͹
ʹͶͳǡʹ͸Ͷ ʹǤͲͲ
ͳͲ͸ǡͻͻ͹ ͳǤͲͲ
ͳ͵ǡ͹͵ͻǡͻͷ͵ ͳͷǡ͵ͳ͸ǡͷͷͻ ͳͶͲǤ͹ʹ
2250ǦMeasureN:Fund 2,164,323 1,504,582 1,503,868 6.10
ͺͻ
ͶǡͶͻ͵
ͳǡͷͲͶǡͷͺʹ ͳǡͶͻͻǡʹͺ͸ ͸ǤͳͲ
2251ǦMeasureY:PublicSafetyAct2004 Ǧ 23,103,567 23,103,567 71.45
Ͷͺ͹ǡ͹ͷ͹ ʹǤʹͲ
ʹ͵ǡͳͲ͵ǡͷ͸͹ ͶͺǡͺͶͶ
ͳʹǡʹ͹Ͷǡͺͷ͵ ͸͵ǤͲͲ
ͶǡͲͲͲǡͲͲͲ
͸ǡʹͻʹǡͳͳ͵ ͸Ǥʹͷ
2310ǦLightingandLandscapeAssessmentDistrict (3,765,622) 18,569,645 18,515,477 77.49
ͳͺǡ͵ͺͷǡͶͶͷ ͶʹǡͶͷͳ ͲǤʹͲ
ʹ͵ͷǡͲ͸ͻ ʹǤͲͲ
͵ǡͻ͵ʹǡ͸ͻ͵ ͹Ǥʹͻ
ͳͺͶǡʹͲͲ ͳͶǡ͵Ͳͷǡʹ͸Ͷ ͸ͺǤͲͲ
2321ǦWildlandFirePreventionAssessDistrict 1,183,710 1,847,072 1,846,955 1.00
ͳǡͺͶ͹ǡͲ͹ʹ ͳǡͺͶ͸ǡͻͷͷ ͳǤͲͲ
2330ǦWernerCourtVegetationMgmtDistrict 13,951 6,200 6,200
͸ǡʹͲͲ ͸ǡʹͲͲ

C -‐ 29
FINANCIALSUMMARIES

2411ǦFalseAlarmReductionProgram 867,015 1,185,289 1,185,289 6.50
ͳ͹ͻǡ͹͹ʹ ͳǤͲͲ
ͳǡͳͺͷǡʹͺͻ ͳǡͲͲͷǡͷͳ͹ ͷǤͷͲ
2412ǦAlamedaCounty:EmergencyDispatch
ServiceSupplementalAssessment 610,588 1,845,660 1,840,780 11.10
ͶǡͷͶʹ
ͳǡͺͶͷǡ͸͸Ͳ ͳǡͺ͵͸ǡʹ͵ͺ ͳͳǤͳͲ
2413ǦRentAdjustmentProgramFund 1,800,000 1,799,543 11.90
͵Ͷͻǡʹͷͻ ͳǤͻͲ
ʹ͹ͷǡͷͷͲ ͵ǤͲͲ

ͳǡͺͲͲǡͲͲͲ ͳǡͳ͹Ͷǡ͹͵Ͷ ͹ǤͲͲ
2415ǦDevelopmentServiceFund (2,515,854) 22,778,000 22,817,713 118.63
͵͵ͲǡͶ͵ͷ ͳǤͷͲ
ͶͲǡͳʹ͵ ͲǤ͵͵
ʹʹͺǡͺͷͺ ͳǤͲͲ

ʹʹǡ͹͹ͺǡͲͲͲ ʹʹǡʹͳͺǡʹͻ͹ ͳͳͷǤͺͲ
2416ǦTrafficSafetyFund 1,631,633 3,146,928 3,145,514 23.37
ͳǡ͸ʹͲǡͳ͸Ͷ ͳǡͻʹ͵ǡ͹ͻͳ ͳͷǤ͸ͷ
ͳǡͷʹ͸ǡ͹͸Ͷ ͳǡʹʹͳǡ͹ʹ͵ ͹Ǥ͹ʹ
2417ǦExcessLitterFeeFund 432,836 440,900 440,900
ͶͶͲǡͻͲͲ
2419ǦTransientOccupancyTax(TOT)
Surcharge 548,512 2,604,743 2,454,220
͵ʹͷǡͷͻ͵ ͵ͶͲǡ͵Ͳͻ

͵ʹͷǡͷͻ͵ ͵ʹͷǡͷͻ͵
ͳǡͻͷ͵ǡͷͷ͹ ͳǡ͹ͺͺǡ͵ͳͺ
2607ǦDepartmentofJusticeǦCOPSHiring
RecoveryProgram(ARRA) 62,704 6,646,594 6,631,916 41.00
͸ǡ͸Ͷ͸ǡͷͻͶ ͸ǡ͸͵ͳǡͻͳ͸ ͶͳǤͲͲ
2609ǦDeptofEnergyǦEECBGProgram(ARRA)
23,032 105,112 1.00
ͳͲͷǡͳͳʹ ͳǤͲͲ
2990ǦPublicWorksGrants (1,025,508) 280,000 279,828 1.47
ʹͺͲǡͲͲͲ ʹ͹ͻǡͺʹͺ ͳǤͶ͹
2993ǦLibraryGrants 852,568 250,000 250,000
ʹͷͲǡͲͲͲ ʹͷͲǡͲͲͲ
2994ǦSocialServicesGrants 753,738 56,000 56,000
ͷ͸ǡͲͲͲ ͷ͸ǡͲͲͲ
2995ǦPoliceGrants 36,407 20,000 20,000
ʹͲǡͲͲͲ ʹͲǡͲͲͲ

C -‐ 30
FINANCIALSUMMARIES

2996ǦParksandRecreationGrants2001 63,967 16,847 16,847
ͳ͸ǡͺͶ͹ ͳ͸ǡͺͶ͹
2999ǦMiscellaneousGrants 9,969,976 180,000 980,000
ͺͲͲǡͲͲͲ
ͳͺͲǡͲͲͲ ͳͺͲǡͲͲͲ
3100ǦSewerServiceFund 131,240,852 49,957,380 49,937,136 134.16
ͳͲ͵ǡʹͲ͹ ͲǤͷͶ
ͳͲͲǡͲͲͲ ͳǡͲʹ͸ǡͺͲͲ
ʹ͸ͺǡ͹͸ͻ ʹǤͲͲ
Ͷͻǡͺͷ͹ǡ͵ͺͲ ʹ͵ǡ͹͸ͷǡͶ͵Ͳ ͳ͵ͳǤ͸ʹ
ͳͲǡͳͷ͹ǡͻ͵Ͳ
ͳͶǡ͸ͳͷǡͲͲͲ
3200ǦGolfCourse 4,956,813 357,450 751,342 0.75
͵ͷ͹ǡͶͷͲ ͹Ͷʹǡͺͻʹ ͲǤ͹ͷ

ͺǡͶͷͲ
4100ǦEquipment* (12,062,388) 18,325,761 16,219,032 57.00
ȋ͵ͷǡͲͲͲȌ ͷǡͷʹͳ
ͳͺǡ͵͸Ͳǡ͹͸ͳ ͳ͸ǡʹͳ͵ǡͷͳͳ ͷ͹ǤͲͲ
4200ǦRadio/Telecommunications* 766,954 3,766,391 3,394,935 8.95
͵ǡ͹͸͸ǡ͵ͻͳ ͵ǡ͵ͻͶǡͻ͵ͷ ͺǤͻͷ
4210ǦTelephoneEquipmentandSoftware* 654,145 513,327 513,327
ͷͳ͵ǡ͵ʹ͹ ͷͳ͵ǡ͵ʹ͹
4300ǦReproduction* (347,513) 1,440,745 1,416,082 5.00
ͳǡͶͶͲǡ͹Ͷͷ ͳǡͶͳ͸ǡͲͺʹ ͷǤͲͲ
4400ǦCityFacilities* (27,272,065) 24,213,075 23,894,058 115.83
ʹͶǡʹͺͷǡ͸͹ͷ ʹ͵ǡͺͻͶǡͲͷͺ ͳͳͷǤͺ͵
4450ǦCityFacilitiesEnergyConservation
Projects* 2,686,481 8,578 0.50

ͺǡͷ͹ͺ ͲǤͷͲ
4500ǦCentralStores* (5,369,723) 421,968 333,450 2.50
Ͷʹͳǡͻ͸ͺ ͵͵͵ǡͶͷͲ ʹǤͷͲ
4550ǦPurchasing* (796,055) 754,090 776,987 7.50
͹ͷͶǡͲͻͲ ͹͹͸ǡͻͺ͹ ͹ǤͷͲ
5130ǦRockridge:LibraryAssessmentDistrict
653,792 134,420 3,387
ͳ͵ͶǡͶʹͲ ͵ǡ͵ͺ͹
ȗ Ǥ

C -‐ 31
FINANCIALSUMMARIES


5321ǦMeasureDD:2009BCleanWater,Safe
Parks&OpenSpaceTrustFundforOakland 47,581,820 Ǧ 4.50
Ǧ ͶǤͲͲ

Ǧ ͲǤͷͲ
5505ǦMunicipalCapitalImprovement:Public
Arts 52,146 271,490 271,490 1.25
ʹ͵ʹ

ʹ͹ͳǡͶͻͲ ʹ͹ͳǡʹͷͺ ͳǤʹͷ
5510ǦCapitalReserves 4,102,000 1,000,000
ͳǡͲͲͲǡͲͲͲ
6014ǦOaklandConventionCenter1992 119,189 14,156,280 14,149,780
ͳͶǡͳͷ͸ǡʹͺͲ ͳͶǡͳͶͻǡ͹ͺͲ
6015ǦCOPǦOaklandMuseum2002SeriesA 3,052 4,095,610 4,095,610
ͶǡͲͻͷǡ͸ͳͲ ͶǡͲͻͷǡ͸ͳͲ
6027ǦJPFACapitalProjects:Series2005 89,348,921 11,127,760 11,127,760
ͳͳǡͳʹ͹ǡ͹͸Ͳ ͳͳǡͳʹ͹ǡ͹͸Ͳ
6032ǦTaxablePensionObligation:Series2001
33,092 38,379,020 38,379,020
͵ͺǡ͵͹ͻǡͲʹͲ ͵ͺǡ͵͹ͻǡͲʹͲ
6036ǦJPFARefundingRevenueBonds:2008
SeriesAǦ1(TaxǦExemptBonds) 10,912,409 19,592,310 19,592,310
ͳͻǡͷͻʹǡ͵ͳͲ ͳͻǡͷͻʹǡ͵ͳͲ
SeriesAǦ2(TaxableBonds) 2,064,204 5,592,900 5,592,900
ͷǡͷͻʹǡͻͲͲ ͷǡͷͻʹǡͻͲͲ
6063ǦGeneralObligationBonds:Series2005 1,853,125 11,125,760 11,125,760
ͳͳǡͳʹͷǡ͹͸Ͳ
6310ǦMeasureG:2002AZoo,Museum,Chabot
505,032 2,551,260 2,551,260
ʹǡͷͷͳǡʹ͸Ͳ ʹǡͷͷͳǡʹ͸Ͳ
6311ǦMeasureG:2006Zoo,Museum 27,195 1,329,360 1,328,770
ͳǡ͵ʹͻǡ͵͸Ͳ ͳǡ͵ʹͺǡ͹͹Ͳ
6320ǦMeasureDD:2003ACleanWater,Safe
ParksandOpenSpaceTrustFundforOakland 841,201 4,429,390 4,429,390
ͶǡͶʹͻǡ͵ͻͲ ͶǡͶʹͻǡ͵ͻͲ
Parks&OpenSpaceTrustFundforOakland 1,336,599 4,618,190 4,618,190
Ͷǡ͸ͳͺǡͳͻͲ
6520ǦFireAreaǦRedemption 1,901,936 546,178 501,284 0.40
ͷʹǡͺ͸͵ ͲǤͶͲ
ͷͶ͸ǡͳ͹ͺ ͶͶͺǡͶʹͳ
C -‐ 32
FINANCIALSUMMARIES


6530ǦRockridgeAreaWaterDistrictǦ
Redemption 403,837 67,845 57,829
͸͹ǡͺͶͷ ͷ͹ǡͺʹͻ
6540ǦSkylineSewerDistrictǦRedemption 45,282 32,266 29,090
͵ʹǡʹ͸͸ ʹͻǡͲͻͲ
6555ǦPiedmontPines2010Utility
UndergroundPhaseIǦDebtService 10,834 409,397 4,238
ʹ͵ʹǡ͹Ͷʹ Ͷǡʹ͵ͺ
6570ǦJPFAPooledAssessment:1996Revenue
BondsǦAssessment (137,878) 23,200 23,200
ʹ͵ǡʹͲͲ ʹ͵ǡʹͲͲ
6585ǦJPFAReassessmentDistrict:1999Debt
Service 128,503 482,170 482,170
Ͷͺʹǡͳ͹Ͳ Ͷͺʹǡͳ͹Ͳ
6612ǦJPFALeaseRevenueRefundingBonds
(AdminBuilding):2008SeriesB 9,011,388 9,068,080 9,068,080
ͻǡͲ͸ͺǡͲͺͲ ͻǡͲ͸ͺǡͲͺͲ
6999ǦMiscellaneousDebtService (49,649) 21,500,000 21,500,000
ʹͳǡͷͲͲǡͲͲͲ ʹͳǡͷͲͲǡͲͲͲ
7100ǦPoliceandFireRetirementSystem 314,073,853 2,685,006 2,684,517 4.10
ͻͷǡͺͳͲ ͲǤͶͲ
ʹǡͷͺͺǡ͹Ͳ͹ ͵Ǥ͹Ͳ
7120ǦOaklandMunicipalEmployees'
RetirementSystemOMERS 5,263,120 353,348 352,559 1.45
ʹ͵ǡͻͷ͵ ͲǤͳͲ
͵ʹͺǡ͸Ͳ͸ ͳǤ͵ͷ
7130ǦEmployeeDeferredCompensation 356,908 195,875 195,787 1.00
ͳͻͷǡͺ͹ͷ ͳͻͷǡ͹ͺ͹ ͳǤͲͲ
7320ǦPoliceandFireRetirementSystem
RefinancingAnnuityTrust 119,148,278 10,185,843 10,185,843
ͳͲǡͳͺͷǡͺͶ͵ ͳͲǡͳͺͷǡͺͶ͵
7440ǦUnclaimedCash 1,483,053 300,000 300,000
͵ͲͲǡͲͲͲ ͵ͲͲǡͲͲͲ
7540ǦOaklandPublicLibraryTrust 1,902,892 111,012 111,012
ͳͳͳǡͲͳʹ ͳͳͳǡͲͳʹ
7640ǦOaklandPublicMuseumTrust 840,700 32,610 32,610
͵ʹǡ͸ͳͲ ͵ʹǡ͸ͳͲ
7760ǦGrantClearing (350,014) (275,238) 151.76
ͳ͵ǡ͵ͺͳ ͲǤͲͺ
͵͹ǡͻ͸ͷ ͲǤ͵͵
ȋʹͺ͵ǡͶͺ͸Ȍ ͳ͵͸Ǥ͵ͷ

ȋͶ͵ǡͲͻͺȌ ͳͷǤͲͲ
C -‐ 33
FINANCIALSUMMARIES


7780ǦOaklandRedevelopmentAgencyProjects(O (647,790) 28,092,242 27,973,702 155.18
ͷͺ͹ǡʹ͸Ͷ ʹǤͲͲ
ͳǡʹͺ͵ǡͶͲͶ ͹Ǥ͹͸
ͳǡͷͶͳǡͶ͵ͷ ͳͲǤͳͳ
͵ǡͲͲͶǡʹʹ͹ ͳͶǤ͵ͷ
Ͷͷͻǡͷ͹ͻ ͵ǤͷͲ
ͶͲǡͳʹ͵ ͲǤ͵͵
ͻ͵͵ǡͷʹͺ ͸ǤʹͲ
͵ǡ͸͹ʹǡͺ͵͵ ͳ͹Ǥͳͺ
ͷͺʹǡͲʹͲ ͵Ǥͷ͹
ͺͲʹǡͺͳͳ ͹ǤͲͲ
ͳͷǡͲ͸͸ǡͶ͹ͺ ͺ͵Ǥͳͺ
7999ǦMiscellaneousTrusts 855,553 69,270 69,280
ͳͲ
͸ͻǡʹ͹Ͳ ͸ͻǡʹ͹Ͳ
GrandTotal 801,987,913 996,528,635 1,019,276,621 3,786.39
C -‐ 34
FINANCIALSUMMARIES
FY2012Ǧ13PROPOSEDBUDGETSUMMARYBYFUND

FY2012Ǧ13 FY2012Ǧ13 Proposed FY2012Ǧ13
FundDescription Proposed Proposed Positions EstimatedEnding
Revenues Expenditures (FTEs) FundBalance
1010ǦGeneralFund:GeneralPurpose 394,354,163 394,346,261 1,978.44 97,072
ͳǡͳ͸ͻǡʹʹͷ ͹ǤͲͲ
ʹǡͳͻͳǡͺͳͳ ͳͺǤ͹Ͳ
͹Ͷͷǡ͸ͺͲ ͹ǡͳͺ͹ǡͻ͵Ͷ ͵ͺǤ͸͹
ͺ͹ǡͲ͵Ͳ Ͷǡ͵͸Ͷǡͳ͹ͷ ʹͶǤͻͷ
ͳǡͳʹͲǡ͸ͳͺ ͳͲǤͲͲ
ͷ͸ǡͺ͹Ͳ ͳǡͺ͹ͷǡʹͻʹ ͸ǤͷͲ
Ͷǡʹͷ͹ǡͲ͹ʹ ͵ͳǤͶͷ
ʹǡ͵ͺͺǡ͹ͶͲ ͺǡ͵ͳͺǡ͸ͳͻ ͶͷǤ͸ͷ
͵͸͸ǡͶͳͶǡ͹͹ͳ ʹͲǡͷͻ͹ǡ͹ͷͳ ͳͷ͵ǤͶͺ
Ͷǡͺʹ͹ǡ͸ͻͶ ͳ͹͵ǡͲͷ͹ǡ͵ͻͲ ͺͳͶǤ͵ʹ
ͺǡͳ͵ͳǡͷͻͲ ͳͳͲǡͷͻͶǡ͵͵ͺ ͷͶ͹ǤͷͲ
ͳͻͶǡͺ͸Ͳ ͷǡͻͳ͸ǡʹʹͳ ͵ͷǤ͵ʹ
͹͸͸ǡʹͶͲ ͻǡͲͷͻǡͺͺͻ ͹ʹǤ͹ʹ
ʹǡͲͶͲǡͳͳͺ ͳ͵ǡ͹ͷ͸ǡͺ͵ʹ ͳͶͷǤͺͲ
ͳʹͷǡͺ͵Ͳ ͶǡͻͲ͹ǡͳͺ͸ ʹͷǤͳͲ
ʹǡʹͳͲ
ͳǡͳͷʹǡͳ͹Ͳ ͸ͷͳǡͳ͵ͻ ͳǤʹͺ
ʹͲǡ͵͸Ͳ ͸ʹǡͷͻʹǡ͹͸ͻ
ʹͷʹǡͲͲͲ
͹ǡͶͲͲǡͲͲͲ ȋ͵͹ǡͷʹͶǡͲͲͲȌ
1100ǦSelfInsuranceLiability 21,737,330 19,930,488 19.03 (24,055,113)
͵ǡ͸ͳͶǡ͹ͷ͹ ͳͻǤͲ͵
͹ǡ͵͹ͶǡͶͺͲ
ͳǡͶͻͳǡͺͻͲ
ʹͻͲǡͳ͹Ͳ
ͳǡͷ͸ͲǡͲ͸Ͳ ʹǡͲ͸ͲǡͲͻͲ
ʹͲǡͳ͹͹ǡʹ͹Ͳ ͷǡͲͻͻǡͳͲͳ
1150ǦWorker'sCompensationInsuranceClaims 473,807 8.04 (915,226)
ʹͷͷǡͶ͵͸ ͳǤͲͶ
ͳǡͶʹͲǡͷʹͳ ͹ǤͲͲ
ȋͳǡʹͲʹǡͳͷͲȌ
1200ǦPensionOverrideTaxRevenue 58,571,162 55,185,782 111,374,667
ͷͺǡ͵͹ͳǡͳ͸ʹ ͷͷǡͳͺͷǡ͹ͺʹ
1300ǦFringeBenefits 495 (998)
Ͷͻͷ
1700ǦMandatoryRefuseProgram 3,610,280 2,304,138 16.41 (4,683,513)
͵ǡ͸ͳͲǡʹͺͲ ʹǡ͵ͲͶǡͳ͵ͺ ͳ͸ǤͶͳ
1710ǦRecyclingProgram 9,316,884 9,204,641 14.83 5,653,009
ͳ͹͹ǡ͸ʹͻ ͳǤͲͲ
Ͷͺǡͺ͹Ͳ
ͻǡ͵ͳ͸ǡͺͺͶ ͺǡ͹͸͹ǡͺͺͶ ͳʹǤͺ͵
ʹͳͲǡʹͷͺ ͳǤͲͲ
C -‐ 35
FINANCIALSUMMARIES

1720ǦComprehensiveCleanǦup 18,474,544 18,760,258 120.58 47,154
͸ͷ͸ǡͳͷͲ ͳʹǤʹͺ
ͳͺ͸ǡͲ͹ͳ ͳǤͲͲ
ͳͺǡͶ͹ͶǡͷͶͶ ͳ͹ǡͻͳͺǡͲ͵͹ ͳͲ͹Ǥ͵Ͳ
1740ǦHazardousMaterialsInspections 720,348 719,385 5.10 692,723
͹ʹͲǡ͵Ͷͺ ͹ͳͻǡ͵ͺͷ ͷǤͳͲ
1750ǦMultipurposeReserve 5,360,533 5,286,260 8.60 (4,508,899)
ȋʹͷǡͲͲͲȌ ʹǡͻͲͷǡͻ͵͸ ͲǤͶͲ
ͷǡ͵ͺͷǡͷ͵͵ ʹǡͲͷͶǡͲʹͶ ͺǤʹͲ
͵ʹ͸ǡ͵ͲͲ
1760ǦTelecommunicationsReserve 1,329,927 1,336,255 8.35 (863,997)
ͳǡ͵ʹͻǡͻʹ͹ ͳǡͳ͸ʹǡ͹ͻͷ ͸Ǥ͵ͻ
ͳͲͻǡͶ͵ͺ ͲǤ͹Ͷ
͸ͶǡͲʹʹ ͳǤʹʹ
1770ǦTelecommunicationsLandUse 335,630 535,630 1.72 261,043
͵͵ͷǡ͸͵Ͳ ͷ͵ͷǡ͸͵Ͳ ͳǤ͹ʹ
1780ǦKid'sFirstOaklandChildren'sFund 10,954,613 10,953,499 7.15 2,582,652
ͳͳͺǡ͵ͻ͵ ͳǤʹͷ
ͳͲǡͻͷͶǡ͸ͳ͵ ͳͲǡͺ͵ͷǡͳͲ͸ ͷǤͻͲ
1820ǦOPRCASelfSustainingRevolvingFund 3,837,051 3,886,955 72.23 826,680
͵ǡͺ͵͹ǡͲͷͳ ͵ǡͺͺ͸ǡͻͷͷ ͹ʹǤʹ͵
2102ǦDepartmentofAgriculture 1,095,000 1,095,000 6.50 (67,093)
ͳǡͲͻͷǡͲͲͲ ͳǡͲͻͷǡͲͲͲ ͸ǤͷͲ
2103ǦHUDǦESG/SHP/HOPWA 6,061,580 6,061,580 0.89 (4,522,531)
͸ǡͲ͸ͳǡͷͺͲ ͸ǡͲ͸ͳǡͷͺͲ ͲǤͺͻ
2105ǦHUDǦEDIGrants Ǧ 1.80 (21,235)
Ǧ ͳǤͺͲ
2107ǦHUDǦ108 2,122,000 2,122,000 5,321,030
ʹǡͳʹʹǡͲͲͲ ʹǡͳʹʹǡͲͲͲ
2108ǦHUDǦCDBG 9,779,837 9,779,477 23.82 282,129
Ͷ͸ǡ͵ͻͷ ͲǤͳͻ
ͳ͸Ͳǡ͸͵ʹ ͳǤͲͲ
ͷͺ͵ǡͶͺ͵ ͳǤͳͳ
ͻǡ͹͹ͻǡͺ͵͹ ͺǡͻͺͺǡͻ͸͹ ʹͳǤͷʹ
2109ǦHUDǦHome 4,753,166 4,753,166 2.07 2,098,602
Ͷǡ͹ͷ͵ǡͳ͸͸ Ͷǡ͹ͷ͵ǡͳ͸͸ ʹǤͲ͹
2112ǦDepartmentofJustice 551,612 642,461 3.75 1,354,441
Ͷ͹Ͷǡ͵͸Ͳ ʹǤ͹ͷ
ͷͷͳǡ͸ͳʹ ͳ͸ͺǡͳͲͳ ͳǤͲͲ
2114ǦDepartmentofLabor 1,294,896 1,287,433 63.15 (389,625)
ͳǡʹͻͶǡͺͻ͸ ͳǡʹͺ͹ǡͶ͵͵ ͸͵Ǥͳͷ

C -‐ 36
FINANCIALSUMMARIES

2116ǦDepartmentofTransportation 1,250,000 1,250,000 208,958
ͳǡʹͷͲǡͲͲͲ ͳǡʹͷͲǡͲͲͲ
2120ǦFederalActionAgency 329,801 329,709 0.78 (96,887)
͵ʹͻǡͺͲͳ ͵ʹͻǡ͹Ͳͻ ͲǤ͹ͺ
2123ǦUSDeptofHomelandSecurity 188,160 188,160 10.10 (2,331,443)
ͳͺͺǡͳ͸Ͳ ͳͲǤͳͲ
2124ǦFederalEmergencyManagementAgency
(FEMA) 486,211 486,211 3.35 (4,002,621)
Ͷͺ͸ǡʹͳͳ Ͷͺ͸ǡʹͳͳ ͵Ǥ͵ͷ
2128ǦDepartmentofHealthandHuman
Services 17,753,149 17,735,672 145.20 (866,845)
ͳ͹ǡ͹ͷ͵ǡͳͶͻ ͳ͹ǡ͹͵ͷǡ͸͹ʹ ͳͶͷǤʹͲ
2138ǦCaliforniaDepartmentofEducation 1,174,283 1,174,283 677,409
ͳǡͳ͹Ͷǡʹͺ͵ ͳǡͳ͹Ͷǡʹͺ͵
2140ǦCaliforniaDepartmentof
Transportation 100,000 100,000 160,478
ͳͲͲǡͲͲͲ ͳͲͲǡͲͲͲ
2148ǦCaliforniaLibraryServices 68,392 68,232 1.08 (1,611,221)
͸ͺǡ͵ͻʹ ͸ͺǡʹ͵ʹ ͳǤͲͺ
2159ǦStateofCaliforniaOther 250,000 249,716 1.62 (299,358)
ʹͷͲǡͲͲͲ ʹͶͻǡ͹ͳ͸ ͳǤ͸ʹ
2160ǦCountyofAlameda:Grants 1,427,880 1,432,413 2.09 3,635,591
ͳǡͲͳͲǡͺ͸ͳ ͳǡͲͳͷǡ͵ͻͶ ͳǤͲͲ
Ͷͳ͹ǡͲͳͻ Ͷͳ͹ǡͲͳͻ ͳǤͲͻ
2163ǦMetroTransportationCom:Program
Grant 1,332,719 1,329,447 0.27 (581,464)
͹ʹǡ͹ͳͻ ͸ͻǡͶͶ͹ ͲǤʹ͹
ͳǡʹ͸ͲǡͲͲͲ ͳǡʹ͸ͲǡͲͲͲ
2172ǦAlamedaCounty:VehicleAbatement
Authority 380,000 374,210 2.00 227,356
͵ͺͲǡͲͲͲ ͵͹ͶǡʹͳͲ ʹǤͲͲ
2185ǦOaklandRedevelopmentAgencyGrants
2,500,000 2,500,000 (24,409)

ʹǡͷͲͲǡͲͲͲ ʹǡͷͲͲǡͲͲͲ
2190ǦPrivateGrants 35,280 25,000 0.20 (376,134)
ʹͷǡͲͲͲ ʹͷǡͲͲͲ ͲǤʹͲ
2195ǦWorkforceInvestmentAct 6,502,000 6,401,474 8.61 307,056
ͳͳͻǡͺ͹Ͳ ͳǤͲͲ
ͳͶͻǡͺ͵Ͳ ͳǤʹ͵

͸ǡͷͲʹǡͲͲͲ ͸ǡͳ͵ͳǡ͹͹Ͷ ͸Ǥ͵ͺ
2210ǦMeasureB:Fund 586,981

C -‐ 37
FINANCIALSUMMARIES

2211ǦMeasureB:ACTIA 8,634,380 8,629,157 27.64 6,412,084
ͳͲ͵ǡͷͲͺ ͲǤ͹Ͳ
ͺǡͷͺͶǡ͵ͺͲ ͷǡͲʹͷǡ͸Ͷͻ ʹ͸ǤͻͶ
͵ǡͷͲͲǡͲͲͲ
2212ǦMeasureB:Bicycle/PedestrianPassǦThruFu 1,010,000 1,010,000 2,876,724
ͳǡͲͳͲǡͲͲͲ ͳͲǡͲͲͲ
ͳǡͲͲͲǡͲͲͲ
2213ǦMeasureB:ParatransitǦACTIA 966,080 965,557 4.41 (69,417)
ͻ͸͸ǡͲͺͲ ͻ͸ͷǡͷͷ͹ ͶǤͶͳ
2230ǦStateGasTax 6,798,635 6,500,753 27.89 885,789
͸ǡ͹ͻͺǡ͸͵ͷ ͸ǡͷͲͲǡ͹ͷ͵ ʹ͹Ǥͺͻ
2231ǦStateGasTaxǦProp42ReplacementFunds 4,184,333 4,160,516 15.18
ͶǡͳͺͶǡ͵͵͵ ͳǡ͸ͳͲǡͷͳ͸ ͳͷǤͳͺ
ʹǡͷͷͲǡͲͲͲ
2240ǦLibraryServicesRetentionǦEnhancement 14,289,251 15,980,230 143.72
ʹ͹͵
ʹͶ͸ǡͲͻͻ ʹǤͲͲ
ͳͲͺǡ͹ͺͺ ͳǤͲͲ
ͳͶǡʹͺͻǡʹͷͳ ͳͷǡ͸ʹͷǡͲ͹Ͳ ͳͶͲǤ͹ʹ
2250ǦMeasureN:Fund 1,476,550 1,455,418 6.10 2,186,169
ͺ͹
ͶǡͶͻ͵
ͳǡͶ͹͸ǡͷͷͲ ͳǡͶͷͲǡͺ͵ͺ ͸ǤͳͲ
2251ǦMeasureY:PublicSafetyAct2004 23,588,005 23,588,005 71.45 Ǧ
Ͷͻͳǡ͸ͷ͵ ʹǤʹͲ
ʹ͵ǡͷͺͺǡͲͲͷ Ͷͺǡͺ͵Ͳ
ͳʹǡ͹ͲͶǡ͹ͺͺ ͸͵ǤͲͲ
ͶǡͲͲͲǡͲͲͲ
͸ǡ͵Ͷʹǡ͹͵Ͷ ͸Ǥʹͷ
2310ǦLightingandLandscapeAssessmentDistrict 18,569,645 18,554,486 77.49 (3,696,295)
ͳͺǡ͵ͺͷǡͶͶͷ Ͷ͵ǡ͸ͳͲ ͲǤʹͲ
ʹ͵ͺǡͷʹͲ ʹǤͲͲ
ͶǡͳʹͲǡ͸͹ͻ ͹Ǥʹͻ
ͳͺͶǡʹͲͲ ͳͶǡͳͷͳǡ͸͹͹ ͸ͺǤͲͲ
2321ǦWildlandFirePreventionAssessDistrict 1,847,072 1,846,954 1.00 1,183,945
ͳǡͺͶ͹ǡͲ͹ʹ ͳǡͺͶ͸ǡͻͷͶ ͳǤͲͲ
2330ǦWernerCourtVegetationMgmtDistrict 6,200 6,200 13,951
͸ǡʹͲͲ ͸ǡʹͲͲ

C -‐ 38
FINANCIALSUMMARIES

2411ǦFalseAlarmReductionProgram 1,207,185 1,207,185 6.50 867,015
ͳͺ͵ǡ͵͹͸ ͳǤͲͲ
ͳǡʹͲ͹ǡͳͺͷ ͳǡͲʹ͵ǡͺͲͻ ͷǤͷͲ
2412ǦAlamedaCounty:EmergencyDispatch
ServiceSupplementalAssessment 1,845,658 1,840,762 11.10 620,364
ͶǡͷͶͲ
ͳǡͺͶͷǡ͸ͷͺ ͳǡͺ͵͸ǡʹʹʹ ͳͳǤͳͲ
2413ǦRentAdjustmentProgramFund 1,800,000 1,799,538 11.90
͵ͷ͸ǡͳ͸͹ ͳǤͻͲ
ʹͺʹǡ͸͹ͷ ͵ǤͲͲ

ͳǡͺͲͲǡͲͲͲ ͳǡͳ͸Ͳǡ͸ͻ͸ ͹ǤͲͲ
2415ǦDevelopmentServiceFund 23,233,000 23,275,673 118.63 (2,598,240)
͵͵͸ǡͻͺͳ ͳǤͷͲ
Ͷ͵ǡͲͺ͹ ͲǤ͵͵
ʹ͵ʹǡͶͲ͸ ͳǤͲͲ

ʹ͵ǡʹ͵͵ǡͲͲͲ ʹʹǡ͸͸͵ǡͳͻͻ ͳͳͷǤͺͲ
2416ǦTrafficSafetyFund 3,182,418 3,180,991 23.37 1,634,474
ͳǡ͸ͷͷǡ͸ͷͶ ͳǡͻ͵͸ǡͲͺͺ ͳͷǤ͸ͷ
ͳǡͷʹ͸ǡ͹͸Ͷ ͳǡʹͶͶǡͻͲ͵ ͹Ǥ͹ʹ
2417ǦExcessLitterFeeFund 440,900 440,900 432,836
ͶͶͲǡͻͲͲ
2419ǦTransientOccupancyTax(TOT)
Surcharge 2,604,743 2,454,220 849,558
͵ʹͷǡͷͻ͵ ͵ͶͲǡ͵Ͳͻ

͵ʹͷǡͷͻ͵ ͵ʹͷǡͷͻ͵
ͳǡͻͷ͵ǡͷͷ͹ ͳǡ͹ͺͺǡ͵ͳͺ
2607ǦDepartmentofJusticeǦCOPSHiring
RecoveryProgram(ARRA) 77,382

2609ǦDeptofEnergyǦEECBGProgram(ARRA)
107,219 1.00 (189,299)
ͳͲ͹ǡʹͳͻ ͳǤͲͲ
2990ǦPublicWorksGrants 280,000 279,826 1.47 (1,025,162)
ʹͺͲǡͲͲͲ ʹ͹ͻǡͺʹ͸ ͳǤͶ͹
2993ǦLibraryGrants 250,000 250,000 852,568
ʹͷͲǡͲͲͲ ʹͷͲǡͲͲͲ
2994ǦSocialServicesGrants 56,000 56,000 753,738
ͷ͸ǡͲͲͲ ͷ͸ǡͲͲͲ
2995ǦPoliceGrants 20,000 20,000 36,407
ʹͲǡͲͲͲ ʹͲǡͲͲͲ
C -‐ 39
FINANCIALSUMMARIES


2996ǦParksandRecreationGrants2001 16,847 16,847 63,967
ͳ͸ǡͺͶ͹ ͳ͸ǡͺͶ͹
2999ǦMiscellaneousGrants 1,300,000 7,869,976
ͳǡ͵ͲͲǡͲͲͲ

3100ǦSewerServiceFund 53,501,800 50,186,429 134.16 134,576,467
ͳͲͷǡʹͷͶ ͲǤͷͶ
ͳͲͲǡͲͲͲ ͳǡͲ͹ͺǡͲʹʹ
ʹ͹͵ǡʹͻͳ ʹǤͲͲ
ͷ͵ǡͶͲͳǡͺͲͲ ʹ͵ǡͶͳͺǡͷ͵ʹ ͳ͵ͳǤ͸ʹ
ͳͲǡͳ͸ͳǡ͵͵Ͳ
ͳͷǡͳͷͲǡͲͲͲ
3200ǦGolfCourse 495,950 889,841 0.75 4,169,030
ͶͻͷǡͻͷͲ ͺͺͳǡ͵ͻͳ ͲǤ͹ͷ

ͺǡͶͷͲ
4100ǦEquipment* 18,511,386 16,436,208 57.00 (7,880,481)
ȋ͵ͷǡͲͲͲȌ ͷǡͷʹͳ
ͳͺǡͷͶ͸ǡ͵ͺ͸ ͳ͸ǡͶ͵Ͳǡ͸ͺ͹ ͷ͹ǤͲͲ
4200ǦRadio/Telecommunications* 3,804,617 3,434,636 8.95 1,508,391
͵ǡͺͲͶǡ͸ͳ͹ ͵ǡͶ͵Ͷǡ͸͵͸ ͺǤͻͷ
4210ǦTelephoneEquipmentandSoftware* 308,530 87,376 875,299
͵Ͳͺǡͷ͵Ͳ ͺ͹ǡ͵͹͸
4300ǦReproduction* 1,440,745 1,439,976 5.00 (322,081)
ͳǡͶͶͲǡ͹Ͷͷ ͳǡͶ͵ͻǡͻ͹͸ ͷǤͲͲ
4400ǦCityFacilities* 25,603,478 24,377,292 115.83 (25,726,862)
ʹͷǡ͸͹͸ǡͲ͹ͺ ʹͶǡ͵͹͹ǡʹͻʹ ͳͳͷǤͺ͵
4450ǦCityFacilitiesEnergyConservation
Projects* 8,578 0.50 2,669,325

ͺǡͷ͹ͺ ͲǤͷͲ
4500ǦCentralStores* 425,838 341,370 2.50 (5,196,737)
Ͷʹͷǡͺ͵ͺ ͵Ͷͳǡ͵͹Ͳ ʹǤͷͲ
4550ǦPurchasing* 775,132 802,227 7.50 (846,047)
͹͹ͷǡͳ͵ʹ ͺͲʹǡʹʹ͹ ͹ǤͷͲ
5130ǦRockridge:LibraryAssessmentDistrict
134,420 3,386 915,859
ͳ͵ͶǡͶʹͲ ͵ǡ͵ͺ͸
ȗ Ǥ

C -‐ 40
FINANCIALSUMMARIES

Parks&OpenSpaceTrustFundforOakland Ǧ 4.50 47,581,820
Ǧ ͶǤͲͲ

Ǧ ͲǤͷͲ
5505ǦMunicipalCapitalImprovement:Public
Arts 275,155 275,155 1.25 52,146
ʹʹͻ

ʹ͹ͷǡͳͷͷ ʹ͹Ͷǡͻʹ͸ ͳǤʹͷ
5510ǦCapitalReserves 1,000,000 2,102,000
ͳǡͲͲͲǡͲͲͲ
6014ǦOaklandConventionCenter1992 14,133,110 14,126,610 132,189
ͳͶǡͳ͵͵ǡͳͳͲ ͳͶǡͳʹ͸ǡ͸ͳͲ
6015ǦCOPǦOaklandMuseum2002SeriesA 3,052

6027ǦJPFACapitalProjects:Series2005 11,164,010 11,164,010 89,348,921
ͳͳǡͳ͸ͶǡͲͳͲ ͳͳǡͳ͸ͶǡͲͳͲ
6032ǦTaxablePensionObligation:Series2001
39,555,020 39,559,020 29,092
͵ͻǡͷͷͷǡͲʹͲ ͵ͻǡͷͷͻǡͲʹͲ
SeriesAǦ1(TaxǦExemptBonds) 19,718,760 19,718,760 10,912,409
ͳͻǡ͹ͳͺǡ͹͸Ͳ ͳͻǡ͹ͳͺǡ͹͸Ͳ
SeriesAǦ2(TaxableBonds) 5,532,260 5,532,260 2,064,204
ͷǡͷ͵ʹǡʹ͸Ͳ ͷǡͷ͵ʹǡʹ͸Ͳ
6063ǦGeneralObligationBonds:Series2005 11,162,090 11,162,090 1,853,125
ͳͳǡͳ͸ʹǡͲͻͲ
6310ǦMeasureG:2002AZoo,Museum,Chabot
2,555,010 2,555,010 505,032
ʹǡͷͷͷǡͲͳͲ ʹǡͷͷͷǡͲͳͲ
6311ǦMeasureG:2006Zoo,Museum 1,329,360 1,326,370 30,775
ͳǡ͵ʹͻǡ͵͸Ͳ ͳǡ͵ʹ͸ǡ͵͹Ͳ
6320ǦMeasureDD:2003ACleanWater,Safe
ParksandOpenSpaceTrustFundforOakland 4,430,300 4,430,300 841,201
ͶǡͶ͵Ͳǡ͵ͲͲ ͶǡͶ͵Ͳǡ͵ͲͲ
Parks&OpenSpaceTrustFundforOakland 4,615,490 4,615,490 1,336,599
Ͷǡ͸ͳͷǡͶͻͲ
6520ǦFireAreaǦRedemption 566,610 500,003 0.40 2,013,437
ͷ͵ǡͻʹ͵ ͲǤͶͲ
ͷ͸͸ǡ͸ͳͲ ͶͶ͸ǡͲͺͲ

C -‐ 41
FINANCIALSUMMARIES

6530ǦRockridgeAreaWaterDistrictǦ
Redemption 69,552 58,039 425,366
͸ͻǡͷͷʹ ͷͺǡͲ͵ͻ
6540ǦSkylineSewerDistrictǦRedemption 29,821 24,300 53,979
ʹͻǡͺʹͳ ʹͶǡ͵ͲͲ
6555ǦPiedmontPines2010Utility
UndergroundPhaseIǦDebtService 408,724 4,238 820,479
ʹ͵ʹǡͲ͸ͻ Ͷǡʹ͵ͺ
6570ǦJPFAPooledAssessment:1996Revenue
BondsǦAssessment 22,400 22,400 (137,878)
ʹʹǡͶͲͲ ʹʹǡͶͲͲ
6585ǦJPFAReassessmentDistrict:1999Debt
Service 484,080 484,080 128,503
ͶͺͶǡͲͺͲ ͶͺͶǡͲͺͲ
6612ǦJPFALeaseRevenueRefundingBonds
(AdminBuilding):2008SeriesB 9,068,180 9,068,180 9,011,388
ͻǡͲ͸ͺǡͳͺͲ ͻǡͲ͸ͺǡͳͺͲ
6999ǦMiscellaneousDebtService 21,500,000 21,500,000 (49,649)
ʹͳǡͷͲͲǡͲͲͲ ʹͳǡͷͲͲǡͲͲͲ
7100ǦPoliceandFireRetirementSystem 2,700,817 2,700,322 4.10 314,074,837
ͻ͹ǡ͹ͳ͹ ͲǤͶͲ
ʹǡ͸Ͳʹǡ͸Ͳͷ ͵Ǥ͹Ͳ
7120ǦOaklandMunicipalEmployees'
RetirementSystemOMERS 359,673 358,882 1.45 5,264,700
ʹͶǡͶʹͻ ͲǤͳͲ
͵͵ͶǡͶͷ͵ ͳǤ͵ͷ
7130ǦEmployeeDeferredCompensation 197,499 197,410 1.00 357,085
ͳͻ͹ǡͶͻͻ ͳͻ͹ǡͶͳͲ ͳǤͲͲ
7320ǦPoliceandFireRetirementSystem
RefinancingAnnuityTrust 9,624,258 9,624,258 119,148,278
ͻǡ͸ʹͶǡʹͷͺ ͻǡ͸ʹͶǡʹͷͺ
7440ǦUnclaimedCash 1,483,053

7540ǦOaklandPublicLibraryTrust 110,879 110,879 1,902,892
ͳͳͲǡͺ͹ͻ ͳͳͲǡͺ͹ͻ
7640ǦOaklandPublicMuseumTrust 32,610 32,610 840,700
͵ʹǡ͸ͳͲ ͵ʹǡ͸ͳͲ
7760ǦGrantClearing (186,356) 151.76 111,580
ͳ͵ǡ͸Ͷʹ ͲǤͲͺ
͵ͺǡ͸ͻͺ ͲǤ͵͵
ȋͳͻͷǡʹ͵ͷȌ ͳ͵͸Ǥ͵ͷ

ȋͶ͵ǡͶ͸ͳȌ ͳͷǤͲͲ

C -‐ 42
FINANCIALSUMMARIES

7780ǦOaklandRedevelopmentAgencyProjects(O 28,750,044 28,622,025 155.13 (401,231)
ͷͻͷǡͶͶ͵ ʹǤͲͲ
ͳǡ͵ͲͲǡ͸Ͷ͸ ͹Ǥ͹͸
ͳǡ͸ͲͻǡͶ͹͹ ͳͲǤͳͳ
͵ǡͲ͸Ͷǡ͸ͳͳ ͳͶǤ͵ͷ
Ͷ͹ͶǡͶͷͻ ͵ǤͷͲ
Ͷ͵ǡͲͺ͹ ͲǤ͵͵
ͻ͸͸ǡͲͶ͸ ͸ǤʹͲ
͵ǡ͹͹ͷǡʹͶͺ ͳ͹Ǥͳͺ
ͷͺͻǡʹͺ͹ ͵Ǥͷʹ
ͺʹͳǡ͵ͲͶ ͹ǤͲͲ
ͳͷǡ͵ͺʹǡͶͳ͹ ͺ͵Ǥͳͺ
7999ǦMiscellaneousTrusts 69,270 69,280 855,533
ͳͲ
͸ͻǡʹ͹Ͳ ͸ͻǡʹ͹Ͳ
GrandTotal 992,071,405 1,025,422,879 3,738.39 823,652,733
C -‐ 43

C -‐ 44
FINANCIAL SUMMARIES
REVENUE TABLES

C -‐ 45
FINANCIAL SUMMARIES
NOTES
C -‐ 46
FINANCIAL SUMMARIES
ALL FUNDS REVENUE

FY 2009-‐10 FY 2010-‐11 FY 2011-‐12 FY 2012-‐13
Actuals Midcycle Proposed Proposed
Revenue Type Budget Budget Budget
Property Tax $131,825,198 $125,347,860 $125,354,813 $125,354,813

Sales Tax 45,502,628 45,769,550 46,563,978 47,294,055
Vehicle License Fee 1,250,869 1,111,310 1,133,536 1,156,207
Gasoline Tax 7,123,936 6,637,540 6,637,535 6,637,535
Business License Tax 54,140,218 50,813,310 49,663,846 50,160,484
Utility Consumption Tax 51,106,503 50,800,000 49,298,075 49,298,075
Real Estate Transfer Tax 36,971,710 33,490,000 28,490,000 28,774,900
Transient Occupancy Tax 9,978,273 8,641,950 11,333,113 11,507,680
Parking Tax 13,885,221 7,518,970 14,168,797 14,452,173
Other Local Taxes 137,951,078 121,123,750 132,724,739 133,312,327
Licenses & Permits 13,564,441 14,034,460 13,189,090 13,189,090
Fines & Penalties 31,689,717 36,538,610 29,717,594 29,717,594
Interest Income 12,353,189 8,158,740 6,007,213 5,646,950
Service Charges 578,547,894 134,610,920 147,592,712 155,907,670
Internal Service Charges 49,664,321 48,815,330 48,546,942 49,981,311
Grants & Subsidies 151,028,208 85,505,630 96,544,907 85,852,303
Miscellaneous (254,282,342) 49,882,750 40,916,042 40,108,345
Interfund Tranfers 173,478,076 161,085,920 148,645,703 142,865,193
Subtotal Revenue $1,245,779,139 $989,886,600 $996,528,635 $991,216,705
Other Proposed Revenue * -‐ -‐ 3,000,000 7,400,000
Grand Total $1,245,779,139 $989,886,600 $999,528,635 $998,616,705
* including sale of Kaiser Convention Center, additional billboard agreements, and increased False Alarm
revenue
C -‐ 47
FINANCIAL SUMMARIES
C -‐ 48
FINANCIAL SUMMARIES
GENERAL PURPOSE FUND REVENUE

FY 2009-‐10 FY 2010-‐11 FY 2011-‐12 FY 2012-‐13
Actuals Midcycle Proposed Proposed
Revenue Type Budget Budget Budget
Property Tax $131,781,702 $125,154,720 $125,166,501 $125,166,501

Sales Tax 35,876,786 36,142,420 36,503,844 37,233,921
Vehicle License Fee 1,250,869 1,111,310 1,133,536 1,156,207
Business License Tax 54,137,582 50,813,310 49,663,846 50,160,484
Utility Consumption Tax 51,106,503 50,800,000 49,298,075 49,298,075
Real Estate Transfer Tax 36,971,710 33,490,000 28,490,000 28,774,900
Transient Occupancy Tax 8,471,713 8,641,950 8,728,370 8,902,937
Parking Tax 7,522,988 7,518,970 7,669,349 7,822,736
Licenses & Permits 720,436 685,030 939,660 939,660
Fines & Penalties 27,352,869 31,956,210 24,997,000 24,997,000
Interest Income 1,100,078 1,640,000 800,000 800,000
Service Charges 45,030,416 47,979,070 47,168,502 47,418,502
Internal Service Charges 9,550 -‐ -‐ -‐
Grants & Subsidies 1,950,469 152,000 -‐ -‐
Miscellaneous 7,886,296 8,958,770 1,828,540 1,528,540
Interfund Transfers 21,855,950 12,610,620 1,800,000 1,900,000
Subtotal Revenue $433,025,920 $417,654,380 $384,187,223 $386,099,463
Other Proposed Revenue * -‐ -‐ 3,000,000 7,400,000
Grand Total $433,025,920 $417,654,380 $387,187,223 $393,499,463
* including sale of Kaiser Convention Center, additional billboard

agreements, and increased False Alarm revenue
C -‐ 49
FINANCIAL SUMMARIES
C -‐ 50
FINANCIAL SUMMARIES
GENERAL ECONOMIC OVERVIEW

The Bureau of Economic Analysis fourth quarter 2010 report of real gross domestic product (GDP) indicated a 3.1
percent growth rate, after growing at 2.6 percent in the third quarter. Overall, annual growth in 2010 was 2.9 percent
in 2010, in contrast to a decrease of 2.6 percent in 2009. The increase in real GDP in the fourth quarter primarily
reflected positive contributions from personal consumption expenditures (PCE), exports, and nonresidential fixed
investment that were partly offset by negative contributions from private inventory investment and state and local
government spending. Imports, which are a subtraction in the calculation of GDP, decreased.

Consumer Spending -‐ Consumer spending increased 4.0 percent in the fourth quarter, compared with an increase of
2.4 percent in the third quarter. Durable goods increased 21.1 percent, compared with an increase of 7.6 percent, in
the third and fourth quarters respectively. Nondurable goods increased 4.1 percent, compared with an increase of 2.5
percent. Services increased 1.5 percent, compared with an increase of 1.6 percent.

Employment -‐ ǤǤǯheld
steady at 8.8 percent recorded in March 2011. Job gains occurred in professional and business services, health care,
leisure and hospitality, and mining. Employment in manufacturing continued to trend up. Employment in local
government continued to trend down over the month. Local government has lost
416,000 jobs nationwide since an employment peak in September 2008.

The California Employment Development ǯ decrease slightly to
12.0 percent in March 2011. ǯly slightly below the record-‐high rate reached
ʹͲͳͲǤ
ǯ
recovery from the Great Recession will be long and slow. Relatively weak national economic growth means that the
job market Ȃ nationally, in California, and in Oakland Ȃ Ǥ
ǯ
the state unemployment rate to remain high at 11.3 percent in 2012. The forecast anticipates that it will take until the
third quarter of 2016 for California to regain all of the nonfarm jobs it lost during the recession. Locally, the
unemployment outlook is even bleaker. The unemployment rate stood at 10.8% for Alameda County in March 2011.
In Oakland, the unemployment rate stood at 16.2 percent in March, more than twice as high as it was in 2007. Beacon
Economics predicts a slow recovery in the East Bay labor market. In January 2011, they forecasted local
unemployment rates to remain well above 11 percent until well into 2012-‐13.

City of Oakland Annual Average Unemployment Rates
Source: Labor Market Information Division, Employment Development Department, State of California.
17.0%
15.8%
18.0%
16.0%
14.0%
10.3% 10.5%
12.0% 9.1% 9.5%
8.0%
10.0% 7.4% 6.9% 7.3 %
5.6%
8.0%
6.0%
4.0%
2.0%
0.0%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

C -‐ 51
FINANCIAL SUMMARIES ______________________________________________

Housing -‐ The housing sector remains weak, placing a further drag on the economy. The San Francisco Federal
Reserve Bank reported in January 2011 that 4.5 million homes nationally remain in distress and are at risk of
foreclosure; of those, over 650,000, or 15%, are located in California. In Oakland, many neighborhoods have the
highest rates of foreclosure or bank-‐owned property in the Bay Area, with as much as eight percent of the total loans
in distress.

C -‐ 52
FINANCIAL SUMMARIES
SUMMARY OF THE GENERAL PURPOSE FUND REVENUES

Below is a detailed discussion of the individual categories that comprise General Purpose Fund (GPF) revenues. For
each category, a brief description is provided, followed by historical data, relevant analysis, key forecast assumptions
and then the forecast itself.

Property Tax

Property tax is the largest single source of revenue for the GPF. The property tax is ad valorem, which means that the
ǯ Ǥ However, Proposition 13, which passed in 1978,
introduced two significant caveats: 1) the annual tax owed is a maximum of 1 ǯǡ
and 2) the assessed value can only increase a maximum 2 percent each year, unless ownership changes, in which case
the prevailing market value assessment is used as the basis for taxation.

The one percent assessment is collected by the County and is distributed to various public entities in accordance with
Ǥǯtation results in the City receiving about 26 percent of total collections.

Over the last 10 years, property tax revenue has grown on average, year-‐over-‐year, at a steady pace of 9.8 percent,
due primarily to robust increases in local housing values. The growth for that period was accelerated by a rapid run-‐
up of housing demand, new construction, and developments that began in FY 2004-‐05. The rise in FY 2004-‐05
property tax revenues was also due to a Vehicle License Fee (VLF) ǲǳhe State (the difference
between the old VLF of 2.0% and new fee of 0.65%) in the form of property tax. The value of rising property tax,
which increased more quickly than VLF revenues, brought Oakland additional revenues.

Since FY 2004-‐05, property assessments rose quickly, propelled by high home sales volume and high home prices.
Driven by loose lending practices, the housing market accelerated and finally peaked in 2007. After this peak, housing
demand and prices eventually declined due to over-‐supply, lack of affordability, tightened credit, and increased
foreclosures. The resulting decrease in home sales volume for new and existing homes drove down home prices,
which in turn continues to slow Property Tax revenue growth.

Taking into consideration the uncertainties brought on by the continuing sluggishness of the housing market, home
foreclosures, tightened lending policies, the assumption is that the growth rate for Property Tax revenue will be below
the historical trend for the forecast period. The budget assumes a 1% percent decrease in FY 2011-‐12 and in FY
2012-‐13. The decrease in FY 2011-‐12 ǯ 2011-‐12 assessment rolls as a
result of aggressive property revaluations by the County.

C -‐ 53
FINANCIAL SUMMARIES
Property Tax is budgeted at $125 million for FY 2011-‐12 and FY 2012-‐13. The chart below illustrates the trend.

Property Tax
$180.0
$131.7 $134.5 $131.8

$125.2 $125.2 $125.2
$116.5
Millions
$120.0
$105.3
$90.7
$67.3 $70.1
$60.6
$60.0
$0.0
FY01-‐02 FY02-‐03 FY03-‐04 FY04-‐05 FY05-‐06 FY06-‐07 FY07-‐08 FY08-‐09 FY09-‐10 FY10-‐11 FY11-‐12 FY12-‐13
Sales & Use Tax

ǲǤǳ
three-‐year State Sales Tax increase of 1%, which took effect on April 1, 2009, brings the local sales tax percentage to
9.75 percent; however, this increase is set to expire on June 30, 2011.

Part of the Sales and Use Tax the City receives is the ǲTriple Flipǳ property tax revenue. The Triple Flip was a three-‐
way fund transfer method the State used to take away the Bradley-‐Burns portion of sales tax (0.25 percent) from the
City, for the purpose of repaying Proposition 57 budget deficit bonds authorized by the voters in March 2004. The
second transfer involved replacing the 0.25 percent tax taken from the City with property tax revenues the State took
away from the Educational Revenue Augmentation Funds (ERAF) used by schools. The final transfer was the State
repla ǯ
Ǥ
The table on the next page details the general allocation of sales and use tax allocations, as well as the specific
allocation of 0.99 percent to the City of Oakland.
C -‐ 54
FINANCIAL SUMMARIES
SALES TAX ALLOCATION TABLE
Alameda City of
Sales Tax Component Rate State County Oakland
State General Fund 5.25% 5.25%
Temporary 1% Sales Tax Increase 1.00% 1.00%
Local city allocation 0.75% 0.01% 0.05% 0.69%
County Mental Health/Welfare obligations 0.50% 0.00% 0.50%
Public Safety Fund (Prop 172) 0.50% 0.00% 0.45% 0.05%
Local County Transportation (Bradley-Burns) 0.25% 0.25%
Total Statewide Base 8.25%
Alameda Cnty. Transport. Improvem. Authority (ACTIA) 0.50% 0.50%
Alameda County Medical (Measure A) 0.50% 0.50%
Alameda County (BART) 0.50% 0.50%
Total Sales Tax Rate 9.75% 6.26% 2.75% 0.74%
"Triple Flip" Property Tax to Oakland 0.25%
Total to City of Oakland 0.99%
Sales tax revenue is fairly volatile, varying to a large extent with the overall strength of the local and national
economy. During previous recessions, sales tax revenue growth declined significantly. Sales tax fluctuations over the
last four years have ranged from a positive 14 percent to a negative 22 percent.

The current recession applied downward pressure on Sales Tax revenues similar to what the City experienced during
the last two recessions. This downside risk has been taken into consideration in the projection of Sales Tax revenue
for FY 2011-‐13.

One of the strengths of the Oakland sales tax base is its diversity; it comes from seven major business groups. No
single group accounts for more than 20 percent of the total or less than 10 percent (see chart below).

Sales Tax by Business Group -‐ 2010

C -‐ 55
FINANCIAL SUMMARIES
Sales Tax revenue in FY 2011-‐13 is projected to remain flat due to the slow economic recovery from the recession
that is reducing consumer spending. FY 2012-‐13 sales revenues are projected to increase by 2.0 percent as the
economy slowly recovers.

The Sales Tax revenue is budgeted at $36.5 million for FY 2011-‐12, and $37.2 million for FY 2012-‐13.

The chart below illustrates historical sales tax revenue, as well as the projected sales tax amounts for the next two
years.
Sales Tax
$60.0
$53.1
$46.7 $46.1
$44.9
$45.0 $41.7
$38.4 $38.2 $37.2
$36.5 $35.9 $36.1 $36.5
Millions
$30.0
$15.0
$0.0

C -‐ 56
FINANCIAL SUMMARIES
Vehicle License Fee (VLF)

The VLF is an ad valorem tax on vehicle ownershipǤ ǯ base is reduced each year according to
standard depreciation schedules. The tax is assessed annually and collected by the State, and a portion of the
collections is remitted to local governments. The statewide revenue pool is increased by new auto sales across all of
California. The formula for allocating from this pool is complex, but for cities is generally based on population.

In 1998 the Legislature began a series of reductions in the VLF tax rate, from 2 percent to an effective rate of 0.65
Ǥǡǲǳ
payments, which made up the difference between 2 percent and 0.65 percent.

ǯʹͲͲͶ-‐05 Budget, the State entered into an agreement with local governments to swap the VLF
ǲǳ s. As the chart below will show, this swap reduced VLF
revenue to Oakland in 2004-‐05 by $21.28 million to $3.05 million, but a comparable amount of property tax replaced
the lost VLF. In the Spring of 2009, the newly adopted state budget increased the VLF rate from 0.65% to 1.15% for
the purpose of funding public safety programs, such as Community Oriented Policing Services (COPS). The VLF rate
increase had ǯ . This temporary increase is set to expire June 30, 2011.

The budget assumes that VLF revenue will be flat in FY 2011-‐13. The VLF revenue budget is $1.1 million for FY 2011-‐
12 and $1.1 million in FY 2012-‐13.

Vehicle License Fees

$30.0
$24.3
$22.9
$20.0 $18.2
Millions
$9.7
$10.0
$3.0 $2.3 $1.8 $1.3 $1.3 $1.1 $1.1 $1.1

$0.0
C -‐ 57
FINANCIAL SUMMARIES
Business License Tax

The Business License Tax (BLT) is charged annually to businesses based in the City and is primarily applied to either
gross receipts (62 percent) or rental income (38 percent). The rate on gross receipts varies by type of business,
ranging from a low of sixty cents per $1,000 of receipts for grocers to six dollars per $1,000 of receipts for public
utilities. The rate on rental income is $13.95 per $1,000.

Business License Tax has been a relatively steady and reliable revenue source as shown in the chart below. However,
BLT is impacted by the condition of the economy. Recessions slow down business activity, which in turn slow down
the number of businesses paying business license taxes.

It is assumed that the current economic recession will continue to adversely impact Business License Tax revenue for
FY 2011-‐12. Factors impacting BLT revenue budget include business closures, commercial real estate vacancies, and
declines in gross receipts. This revenue category is assumed to decrease by about 1% in FY 2011-‐12 but to increase by
1.0% in FY 2012-‐13.

Based on these assumptions, Business License Tax is budgeted at $49.7 million for FY 2011-‐12 and $50.2 million in FY
2012-‐13.
Business License Tax
$60 $54.3 $54.1

$52.5
$50.3 $50.1 $49.7 $50.2
$44.2 $43.9 $43.8
$45 $42.1 $42.0
Millions
$30
$15
$0
C -‐ 58
FINANCIAL SUMMARIES
Utility Consumption Tax

The Utility Consumption Tax (UCT) is imposed on the use of utilities, primarily electricity, natural gas, cable television,
and telephone. The UCT applies to both residential and commercial users. It is collected by utility companies and
remitted to the City each month. The tax rate in Oakland has been 7.5 percent since 1993, although there are two
significant exceptions: annual payments by manufacturers are capped at $350,000, and low-‐income residents pay just
5.5 percent on energy use (gas and electricity).

The composition of FY 2009-‐10 UCT revenue totaled $37 million and is shown below. The graph illustrates that in FY
2009-‐10, energy and telecommunications accounted for a major portion of UCT, at 51 percent and 40 percent,
respectively. Cable television accounted for the remaining 9 percent.
UCT Composition in FY 2009-‐10
Cable TV
8.7%
Energy
51.7%
Telecom
39.6%
Historical growth in UCT revenue has been due in large part to increases in the tax rate and the prices of energy and
services billed to customers. This tax has high variability due to industry restructuring, technological change, weather,
dynamics of energy markets, price volatility, consumption patterns and energy conservation.

Energy consumption has been negatively impacted by the recession and by local conservation efforts. Additionally the
recent spike in oil prices may continue to depress consumption; however, global demand in developing countries,
state renewable energy requirements, and limited supply of energy resources will put upward pressure on energy
prices and support positive growth of UCT in the longer term.

Telecommunications accounts for 40 percent of UCT and innovations in technology have begun to erode the base of
the this share. Services like pre-‐paid cell phones and voice over internet protocol, combined with decreasing data
costs and industry price wars are placing downward pressure on the consumption of taxable telecommunications
services.

Utility Consumption Tax is budgeted at $49.3 million for FY 2009-‐10 and $49.3 million for FY 2010-‐11, a 2.9%
decrease from FY 2010-‐11.
Utility Consumption Tax

$70.0
$60.0
$51.4 $52.5 $52.7 $51.1
$49.5 $49.8 $50.8 $49.3 $49.3
$48.1 $48.8
$50.0 $46.6
$40.0
Millions
$30.0
$20.0
$10.0
$0.0
FY01-‐02 FY02-‐03 FY03-‐04 FY04-‐05 FY05-‐06 FY06-‐07 FY07-‐08 FY08-‐09 FY09-‐10 FY10-‐11 FY11-‐12 FY-‐12-‐13
C -‐ 59
FINANCIAL SUMMARIES
Real Estate Transfer Tax (RETT)

The RETT rate is 1.61 percent charged to real estate transactions. OǯͳǤͷ-‐ Alameda County
gets the remainder. The tax is triggered by the transfer of property ownership and both the buyer and seller are
responsible for ensuring the tax is paid.

Up until 2006, RETT revenue had been one of the fastest growing major revenue categories, following the significant
real estate market growth. As the real estate market cooled in 2007, sales volume significantly declined, and home
prices decreased. This has resulted in rising new and existing home inventories, and escalating home foreclosures due
to falling home prices and growing number of adjustable rate mortgages and subprime loan defaults. Additionally,
new and more stringent lending standards plus reluctance on the part of lenders have applied further downward
pressure on a sagging housing market. As demand for housing and sales transactions plummeted, RETT revenue has
taken a major hit.

The grim state of the housing market is not without any positive recovery potential building up at this time. The
rising foreclosure sales, steeply falling home prices, and reduction in home loans and credit all have another effect,
though longer term, of increasing housing affordability, reducing excess home inventories, and increasing the savings
rate to potentially fund future home purchases.

In FY 2011-‐12 the RETT revenue is projected to remain flat at $28.5 million and forecasted to slowly increase in
future years.
Real Estate Transfer Tax

$90
$77.7 $79.5
$75
$61.5
$60 $55.7
$42.1
$45 $37.3 $37.0
Millions
$36.2
$34.3
$28.5 $28.5 $28.8
$30
$15
$0
C -‐ 60
FINANCIAL SUMMARIES
Transient Occupancy Tax (TOT)

The Transient Occupancy Tax (TOT) rate is 14 peǯ
or less; the tax is collected and remitted by hotel operators. The rate was increased from 11 to 14 percent in FY 2009.

ǯͶͷcent; however FY 2008-‐09 and FY 2009-‐10 averaged a
17% decline. The softening was due to the recession that adversely affected tourism and travel. This is consistent
with the last two recessions, for example, from FY 1995-‐96 through FY 2000-‐01, the period prior to the September 11,
2001 terrorist attacks, revenue growth had been increasing at a double-‐digit rate. After the attack coupled with the
start of an economic slowdown, TOT took a dive and stayed flat for the next four years through FY 2004-‐05. In FY
2005-‐06, TOT rebounded by a hefty 9.7 percent, and continued positive growth two years afterward, culminating in a
near-‐record high of $12.2 million in FY 2007-‐08. In FY 2008-‐09, TOT was again affected by an unprecedented
economic recession that is still continuing.

The budget assumes that TOT will have 1 percent growth in FY 2011-‐12, then slowly improve as the economy
recovers and expands in the later years. In FY 2012-‐13, TOT is projected to grow by 2 percent.

TOT is budgeted at $8.73 million in FY 2011-‐12, and $8.9 million in FY 2012-‐13; the chart below reflects the trend.
Transient Occupancy Tax

$16.0
$12.2
$11.8
$12.0 $10.7
$11.3
$10.3 $10.6 $10.3 $10.5
$8.6 $8.7 $8.9

$8.5
$8.0
Millions
$4.0
$0.0
C -‐ 61
FINANCIAL SUMMARIES
Parking Tax

The Parking Tax is a tax imposed on the occupant of an off-‐street parking space for rental of that space on City-‐owned
property. The tax rate is 18.5 percent (8.5 percent supports Measure Y activities), and is collected by parking
Ǥ ǯ
International Airport.
The long term average growth for Parking Tax has been between 6 and 7 percent. Prior to FY 2001-‐02, Parking Tax
saw several years of double-‐digit growth, as the number of passengers traveling through the Oakland International
Airport increased. However, revenue growth declined sharply in FY 2004-‐05, due to aggressive price competition
from off-‐site parking lots. This off-‐site competition seems to have reduced parking rates at airport lots and
consequently, City parking tax revenue on a permanent basis.

Parking Tax revenue reached a peak of revenue collections at $8.8 million in FY 2006-‐07, with a 5 percent growth
consistent with historical long term average. After the peak, there has been a decline with subsequent leveling out.
The recession, which has slowed business activity and tourism, is a major factor reducing parking activities and
related revenue.

Parking Tax in FY 2008-‐09 and FY 2009-‐10 was down over a million dollars from previous years due to the decline in
travel, and loss of airlines at the Oakland International Airport. The forecast assumes 2% growth in FY 2011-‐12 and
2% in FY 2012-‐13 as the economy and tourism and business travel is expected to improve. Parking Tax is budgeted at
$7.7 million for FY 2011-‐12, and $7.82 million for FY 2012-‐13.
Parking Tax
$12.0
$8.7 $8.9
$8.2 $8.5 $8.5
$7.5 $7.7 $7.5 $7.5 $7.7 $7.8
$8.0 $7.0
Millions
$4.0
$0.0
C -‐ 62
FINANCIAL SUMMARIES
Licenses & Permits

Licenses and Permit revenue primarily includes special Police and Fire permits, traffic, medical cannabis, bingo
permits, residential parking permits, and animal licenses. This revenue could be broken down into Police and Fire
permits, Construction permits (e.g., sidewalks/driveways, and encroachment and obstruction permits), and
residential parking permits.

In FY 2006-‐07, 93 percent of License & Permit revenue related to development and building code enforcement
activities were taken out of the General Purpose Fund (GPF) and moved to the new Development Services Fund
(2415). Those revenues were specifically associated with a variety of development and enforcement activities, such
as land use, permit, and inspection and abatement services. This separation was intended to allow clearer monitoring
of these revenues and their related expenditures, as required by state law.

As a result of the separation, Licenses and Permits revenue after FY 2006-‐07 dropped to a new baseline of only 7
percent of the previous amounts.

Licenses and Permits are assumed to remain flat and are budgeted at $0.64 million in FY 2011-‐12 and FY 2012-‐13.
Licenses & Permits
$20.0 $19.0
$15.6
$16.0
$12.5 $13.0
Millions
$12.0 $11.3
$8.0
$4.0
$1.6 $1.3
$1.1 $0.7 $0.7 $0.6 $0.6
$0.0
C -‐ 63
FINANCIAL SUMMARIES
Fines & Penalties

Fines & Penalties consist primarily of parking enforcement fines (averaging 90 percent of the total over the last three
years), and penalties and interest for late tax payments.

Parking citation revenue collected for the current fiscal year is projected to be roughly 17% below FY 2009-‐10 actuals.
The decline is primarily due to lower parking citation revenue from decreased citation issuance. In FY 2011-‐12,
citations are estimated to decline by 12%, from a budget of $29 million in FY 2010-‐11 to $22 million in FY 2011-‐12
and FY 2012-‐13. The balance of Fines and Penalties revenues projected to be collected by other departments is
assumed to be $3.0 million, which is stable with minimal growth.

To Fines and Penalties revenue, citation plus other revenue collected, is budgeted at $25 million for FY 2011-‐12 and
$25 million FY 2012-‐13. The table below shows historical collection and forecast by category.
Fines & Penalties
$32.0
$28.0 $27.4
$25.8 $26.0 $25.6 $25.1
$24.7 $25.0 $25.0
$24.0 $21.9
$16.2 $16.9
Millions
$16.0
$8.0
$0.0
C -‐ 64
FINANCIAL SUMMARIES
Interest Income

ǯ
General Purpose Fund to other funds.

Interest income is volatile, fluctuating along with short-‐term interest rate movements. Interest income is estimated at
$0.8 million in each of FY 2011-‐12 and FY 2012-‐13. The amount reflects the interest income projected to be received
from pooled investments.
Interest Income
$10.0
$8.0
Millions
$6.0
$4.5
$3.6
$4.0 $3.2
$1.8 $2.0 $1.9 $1.7
$2.0 $1.1 $0.8 $0.8 $0.8
$0.0
-‐$0.8
-‐$2.0
C -‐ 65
FINANCIAL SUMMARIES
Service Charges

Service charges are imposed on the user of a service provided by the City. The charge, or fee, may recover all or part
of the cost of providing the service. In FY 2006-‐07, the composition of this revenue changed significantly, explaining
the steep drop in revenue that year. A major change in that year saw $11 million in revenues related to building and
construction being permanently moved into the Development Services Fund (2415).
Service Charges
$70.0
$60.6
$60.0 $56.7
$50.0 $45.4 $45.0 $47.0 $46.6 $46.6

$44.1 $43.9
$41.5
$39.0
Millions
$40.0 $34.4
$30.0
$20.0
$10.0
$0.0
Background and budgetary information concerning each service charge component is provided below, followed by a
summary table.

x Port Revenue consists of payments for general services, Fire, and other services the City provides to the Port.
The City invoices semi-‐annually, based on actual costs of services. The budget for Port Revenue anticipates
reimbursements in FY 2011-‐12 and FY 2012-‐13.

x Franchise Fees apply to four utilities: PG&E for gas and electric; Waste Management of Alameda County for
garbage collection; East Bay Municipal Utility District for water; and Comcast for cable television. The budget
for this component is stable and assumes no growth in FY 2011-‐12 and FY 2012-‐13.

x Parking Meter Revenue consists of charges for parking in metered street stalls. Revenue is assumed to be
flat in anticipation of new parking meter payment technology implementation.

x Public Works Fees and Permits primarily represent street and sidewalk work done in conjunction with
other building activity. Revenue is anticipated as being consistent with prior year.

x Rental Concessions represent rental fees for the ǯǡ
locations. Revenue is anticipated to be consistent with prior year.

x Personnel Services are reimbursements to the City for police protection at a variety of special events or
ǯ ǡ ǡ ǡ ǡ
documentation in response to subpoenas. The demand for these services is variable and difficult to forecast.
Personnel Services revenue has been negatively affected by the cancellation of the Oakland Unified School
District annual contract for police services effective August 2009, reflecting a $1 million drop in FY 2009-‐10,
and the continuing economic slowdown that affects requests for police services.

x Miscellaneous Service Charges include a variety of fees such as Deemed Approved Program -‐ Alcohol and
ǯ ǡ ǡ ǡntract.

Service Charges revenue is budgeted at $46.6 million in FY 2011-‐12, $46.6 million in FY 2012-‐13.
C -‐ 66
FINANCIAL SUMMARIES
Miscellaneous

The Miscellaneous category consists largely of one-‐time items that do not fit well into other categories, such as
billboard revenue agreements. The Miscellaneous category has experienced substantial variation from year to year,
due to its one-‐time and unpredictable nature. The peaks in FY 2002-‐03, FY 2003-‐04, FY 2006-‐07 and FY 2008-‐09
occurred as a result of a large number of land and facility sales in those years.

The table below shows miscellaneous revenue by category. Miscellaneous Revenue is projected at $1.5 million in FY
2011-‐12 and FY 2012-‐13.

Miscellaneous Revenue
$20.0 $19.2
$15.4
$15.0
$12.2
$11.4
Millions
$10.0 $8.0 $8.0

$5.7
$5.0 $4.3 $4.0
$2.8
$1.5 $1.5
$0.0
C -‐ 67
FINANCIAL SUMMARIES
Interfund Transfers

Interfund Transfers are transfers into the GPF from other funds. They can be made for a variety of reasons and have
various objectives. These transfers are usually one time payments or scheduled payments for a limited time.
For example, the Sewer Service Fund (3100) has been making fund transfers into GPF to cover the cost of the office
space taken up by Sewer Service employees in the City Administration Complex. In FY 2009-‐10, the GPF received over
over $10 million of transfers from the pension annuity fund that will no longer be received as of FY 2011-‐12.

There are only six Interfund Transfers at this time; three from the Multipurpose Fund, one from the Sewer Service
Fund, one from the golf fund and one from the telecommunications land use fund. Interfund Transfers are projected to
be $1.8 million for FY 2011-‐12, and $1.9 million for FY 2012-‐13.
.

Interfund Transfers
$38.7
$40.0
$32.0 $29.3
$25.7
$24.0 $21.9
$20.1
Millions
$18.9
$17.4
$16.0 $14.4
$9.7 $10.6
$6.7
$8.0
$1.8 $1.9
$0.0
FY00-‐01 FY01-‐02 FY02-‐03 FY03-‐04 FY04-‐05 FY05-‐06 FY06-‐07 FY07-‐08 FY08-‐09 FY09-‐10 FY10-‐11 FY11-‐12 FY12-‐13
C -‐ 68
FINANCIAL SUMMARIES
EXPENDITURE TABLES
C -‐ 69
FINANCIAL SUMMARIES
NOTES
C -‐ 70
FINANCIAL SUMMARIES
ALL FUNDS EXPENDITURES

FY 2009-‐10 FY 2010-‐11 FY 2011-‐12 FY 2012-‐13
Agency / Department Actuals Midcycle Proposed Proposed
Budget Budget Budget
Mayor $2,278,355 $1,765,160 $1,728,169 $1,764,668

City Council 4,571,228 3,553,070 3,428,093 3,492,457
City Administrator 11,113,448 9,634,590 11,251,186 11,592,077
City Attorney 13,515,503 12,366,060 12,154,321 12,456,594
City Auditor 1,452,224 1,217,900 1,069,789 1,120,618
City Clerk 2,663,960 3,181,390 1,915,090 2,349,751
Contracting and Purchasing 2,699,774 2,652,420 -‐ -‐
Information Technology 13,515,880 13,065,330 14,052,268 13,905,694
Finance and Management 33,552,177 28,182,230 31,354,968 31,947,127
Human Resources 77,603,522 6,973,960 7,371,304 7,392,035
Police Services 225,483,009 198,153,380 200,150,952 201,734,124
Fire Services 113,524,011 110,732,840 115,680,447 124,168,824
Museum 6,681,598 6,917,820 6,336,814 6,527,660
Library 20,867,197 23,617,450 24,939,078 25,247,539
Parks and Recreation 21,242,799 19,754,850 21,745,651 23,140,537
Human Services 59,600,797 52,940,770 52,549,524 52,779,595
Public Works 97,350,261 121,355,190 124,233,580 124,708,345
Community & Economic Development 90,544,109 61,601,620 65,153,420 65,999,632
Non-‐Departmental 347,132,676 282,973,750 294,568,967 289,046,645
Subtotal Expenditures $1,145,392,527 $960,639,780 $989,683,621 $999,373,922
Capital Improvement Projects 72,455,651 29,553,290 29,593,000 26,062,000
Other Proposed Citywide Reductions * -‐ -‐ (29,850,000) (37,524,000)
Grand Total $1,217,848,179 $990,193,070 $989,426,621 $987,911,922
* including employee contributions, lower ISF charges, and other reorganizations
C -‐ 71
FINANCIAL SUMMARIES
C -‐ 72
FINANCIAL SUMMARIES
GENERAL PURPOSE FUND EXPENDITURES

FY 2009-‐10 FY 2010-‐11 FY 2011-‐12 FY 2012-‐13
Mayor $1,760,397 $1,232,760 $1,140,905 $1,169,225

City Council 2,997,219 2,316,670 2,144,689 2,191,811
City Attorney 3,706,734 3,469,760 4,234,458 4,364,175
City Auditor 1,312,137 1,217,720 1,069,789 1,120,618
City Clerk 2,421,075 2,911,590 1,455,511 1,875,292
Contracting & Purchasing 2,033,352 1,811,830
Finance & Management 20,833,702 17,535,630 20,315,750 20,597,751
Human Resources 4,245,340 3,879,700 4,257,701 4,257,072
Police Services 190,270,581 173,879,520 165,614,345 173,057,390
Fire Services 97,448,879 98,144,770 101,852,235 110,594,338
Museum 6,216,043 6,234,960 5,728,826 5,916,221
Library 8,925,466 9,148,100 9,060,000 9,059,889
Parks & Recreation 12,597,758 11,967,500 12,773,363 13,756,832
Human Services 5,396,724 4,882,690 4,759,236 4,907,186
Public Works 3,871,726 3,803,590
Community & Economic Development 2,058,147 2,333,980 648,375 651,139
Subtotal Expenditures $429,122,821 $418,688,660 $416,696,053 $431,618,261
Capital Improvement Projects 488,803 420,490 252,000 252,000
Other Proposed Citywide Reductions * (29,850,000) (37,524,000)
Grand Total $429,611,624 $419,109,150 $387,098,053 $394,346,261
* Including employee contributions, lower ISF charges, and other reorganizations
C -‐ 73
FINANCIAL SUMMARIES
C -‐ 74
FINANCIAL SUMMARIES
EXPENDITURE TABLES
C -‐ 75
FINANCIAL SUMMARIES
NOTES
C -‐ 76
FINANCIAL SUMMARIES
ALL FUNDS EXPENDITURES

FY 2009-‐10 FY 2010-‐11 FY 2011-‐12 FY 2012-‐13
Mayor $2,278,355 $1,765,160 $1,728,169 $1,764,668

City Council 4,571,228 3,553,070 3,428,093 3,492,457
City Attorney 13,515,503 12,366,060 12,154,321 12,456,594
City Auditor 1,452,224 1,217,900 1,069,789 1,120,618
City Clerk 2,663,960 3,181,390 1,915,090 2,349,751
Contracting and Purchasing 2,699,774 2,652,420 -‐ -‐
Finance and Management 33,552,177 28,182,230 31,354,968 31,947,127
Human Resources 77,603,522 6,973,960 7,371,304 7,392,035
Police Services 225,483,009 198,153,380 200,150,952 201,734,124
Fire Services 113,524,011 110,732,840 115,680,447 124,168,824
Museum 6,681,598 6,917,820 6,336,814 6,527,660
Library 20,867,197 23,617,450 24,939,078 25,247,539
Parks and Recreation 21,242,799 19,754,850 21,745,651 23,140,537
Human Services 59,600,797 52,940,770 52,549,524 52,779,595
Public Works 97,350,261 121,355,190 124,233,580 124,708,345
Community & Economic Development 90,544,109 61,601,620 65,153,420 65,999,632
Subtotal Expenditures $1,145,392,527 $960,639,780 $989,683,621 $999,373,922
Capital Improvement Projects 72,455,651 29,553,290 29,593,000 26,062,000
Other Proposed Citywide Reductions * -‐ -‐ (29,850,000) (37,524,000)
Grand Total $1,217,848,179 $990,193,070 $989,426,621 $987,911,922
* including employee contributions, lower ISF charges, and other reorganizations
C -‐ 77
FINANCIAL SUMMARIES
C -‐ 78
FINANCIAL SUMMARIES
GENERAL PURPOSE FUND EXPENDITURES

FY 2009-‐10 FY 2010-‐11 FY 2011-‐12 FY 2012-‐13
Mayor $1,760,397 $1,232,760 $1,140,905 $1,169,225

City Council 2,997,219 2,316,670 2,144,689 2,191,811
City Attorney 3,706,734 3,469,760 4,234,458 4,364,175
City Auditor 1,312,137 1,217,720 1,069,789 1,120,618
City Clerk 2,421,075 2,911,590 1,455,511 1,875,292
Contracting & Purchasing 2,033,352 1,811,830
Finance & Management 20,833,702 17,535,630 20,315,750 20,597,751
Human Resources 4,245,340 3,879,700 4,257,701 4,257,072
Police Services 190,270,581 173,879,520 165,614,345 173,057,390
Fire Services 97,448,879 98,144,770 101,852,235 110,594,338
Museum 6,216,043 6,234,960 5,728,826 5,916,221
Library 8,925,466 9,148,100 9,060,000 9,059,889
Parks & Recreation 12,597,758 11,967,500 12,773,363 13,756,832
Human Services 5,396,724 4,882,690 4,759,236 4,907,186
Public Works 3,871,726 3,803,590
Community & Economic Development 2,058,147 2,333,980 648,375 651,139
Subtotal Expenditures $429,122,821 $418,688,660 $416,696,053 $431,618,261
Capital Improvement Projects 488,803 420,490 252,000 252,000
Other Proposed Citywide Reductions * (29,850,000) (37,524,000)
Grand Total $429,611,624 $419,109,150 $387,098,053 $394,346,261
* Including employee contributions, lower ISF charges, and other reorganizations
C -‐ 79
FINANCIAL SUMMARIES
C -‐ 80
FINANCIAL SUMMARIES
NEGATIVE FUNDS

Many non-‐GPF City funds have negative balances. The poor financial standing of the funds is a result of historical
overspending and/or under-‐recovery, as well as operational shortfalls (cost increases outpacing revenue growth).

Funds with significant negatives include: Self-‐Insurance Liability Fund ($24.4 million projected by the end of FY 2011-‐
13), Mandatory Refuse Program ($7.4 million), Municipal Capital Improvement ($5 million), Kaiser Convention Center
Fund ($2.9 million), Landscaping & Lighting Assessment District Fund ($3.7 million), Equipment Fund ($7.9 million),
and Facilities Fund ($25.7 ȌǤǯ
from the available positive funds, such as the General Purpose Fund, internal pension assets, deferred leave balances,
etc. Except for the GPF, these other positive funds are mostly restricted, and funds borrowed from them will require
repayment.
C -‐ 81
FINANCIAL SUMMARIES
SUMMARY OF NEGATIVE FUNDS
Assigned Estimated
Agency/ FY 2010-‐11
Fund Fund Description
Department Projected Fund
Balance
1100 Self Insurance Liability Budget Office (27,668,797)
1600 Underground District Revolving Fund PWA (2,485,239)
1700 Mandatory Refuse Program FMA (7,344,486)
1730 Henry J Kaiser Convention Center Budget Office (4,084,481)
1750 Multipurpose Reserve FMA (4,597,698)
1760 Telecommunications Reserve CAO (854,509)
General Government Fund Group Subtotal ($47,035,210)
1790 Contract Administration Fee DCP (3,506,920)

2061 2006 FEMA: 1628 Winter Storms PWA (235,293)
2062 2006 FEMA: 1646 Spring Storm PWA (547,954)
2102 Department of Agriculture DHS (67,093)
2103 HUD-‐ESG/SHP/HOPWA DHS (4,522,531)
2105 HUD-‐EDI Grants CEDA (21,235)
2114 Department of Labor DHS (404,461)
2118 National Foundation of the Arts and OPR (83,919)
Humanities
2120 Federal Action Agency DHS (97,070)
2123 US Dept of Homeland Security Fire (2,519,603)
2124 Federal Emergency Management Agency Fire (4,003,695)
(FEMA)
2126 Department of Education PWA (155,284)
2128 Department of Health and Human DHS (901,586)
Services
2132 California Department of Aging DHS (65,007)
2134 California Parks and Recreation CIP/PWA DEC (538,348)
2144 California Housing and Community CEDA (938,290)
Development
2148 California Library Services CIP/PWA DEC (1,611,539)
2152 California Board of Corrections OPD (31,754)
2154 California Integrated Waste Management PWA (168,886)
Board
2159 State of California Other CIP/PWA DEC (299,923)
2163 Metro Transportation Com: Program CIP/PWA DEC (584,736)
Grant
2164 Congestion Mitigation & Air Quality CEDA (218,606)
(CMAQ)
2166 Bay Area Air Quality Management CEDA (280,894)
District
2185 Oakland Redevelopment Agency Grants CEDA (24,409)
2190 Private Grants Various (396,694)

C -‐ 82
FINANCIAL SUMMARIES
SUMMARY OF NEGATIVE FUNDS
Assigned Estimated
Agency/ FY 2010-‐11
Fund Fund Description
Department Projected Fund
Balance
2213 Measure B: Paratransit -‐ ACTIA DHS (70,457)
2214 ACTIA Reimbursable Grants CIP/CEDA (111,758)
2260 Measure WW: East Bay Regional Parks CIP/PWA DEC (575,332)
District
2310 Lighting and Landscape Assessment PWA (3,765,622)
District
2415 Development Service Fund CEDA (2,515,854)
2511 Local Law Enforce Block Grant OPD (17,132)
2513 Local Law Enforce Block Grant OPD (239,786)
2822 Title I Loans: Revolving CEDA (30,511)
2824 FHA 203k Loan: Revolving CEDA (17,856)
2990 Public Works Grants PWA (1,025,508)
2992 Parks and Recreation Grants OPR (2,594,421)
7752 Rehabilitation Trust: City Funded FMA (1,042,752)
Special Revenue Fund Group Subtotal ($34,232,716)
6570 JPFA Pooled Assessment: 1996 Non-‐Departmental (137,878)

6999 Miscellaneous Debt Service Non-‐Departmental (49,649)
Debt Service Fund Group Subtotal ($187,526)
5008 Emergency Response: GOB Series 1992 CIP/PWA DEC (185,489)

5012 JPFA Admin Building: Series 1996 CIP/PWA DEC (1,606,582)
5500 Municipal Capital Improvement Budget Office (4,918,136)
5550 Municipal Capital Improvement: CIP/PWA DEC (14,445)
Revenue Bonds
5999 Miscellaneous Capital Projects PWA (3,979,799)
Capital Projects Fund Grup Subtotal ($10,704,450)
4100 Equipment PWA (12,062,388)

4300 Reproduction DIT (347,513)
4400 City Facilities PWA (27,272,065)
4500 Central Stores FMA (5,369,723)
4550 Purchasing FMA (796,055)
Internal Service Fund Group Subtotal ($45,847,744)
7660 Museum Preservation Trust Museum (140,921)

7760 Grant Clearing CEDA (350,014)
7780 Oakland Redevelopment Agency Projects CEDA (647,790)
(ORA)
Expendable Trust Fund Group Subtotal ($1,138,726)
TOTAL NEGATIVE FUNDS ($139,146,373)

C -‐ 83

C -‐ 84
MAYOR
MAYOR SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYFUND
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13

ExpendituresbyFund Midcycle Proposed Proposed
DUTIESANDRESPONSIBILITIES
ͳͲͳͲ
ȋ
Ȍ ̈́ͳǡʹ͵ʹǡ͹͸Ͳ ̈́ͳǡͳͶͲǡͻͲͷ ̈́ͳǡͳ͸ͻǡʹʹͷ
ͳ͹ʹͲ Ǧ ͳʹͲ Ǧ Ǧ
ǯ
ʹʹͷͳ ǣ ͷ͸ǡ͸ͷͲ Ǧ Ǧ

͹͹ͺͲ ȋȌ Ͷ͹ͷǡ͸͵Ͳ ͷͺ͹ǡʹ͸Ͷ ͷͻͷǡͶͶ͵

TOTAL $1,765,160 $1,728,169 $1,764,668
ǯǣ

͸ͻǤͺΨ ͸͸ǤͲΨ ͸͸Ǥ͵Ψ
ǯǢ

ͲǤ͵Ψ ͲǤ͵Ψ ͲǤ͵Ψ

Ǣ

Ǣ

Ǣ
AUTHORIZEDPOSITIONSBYPROGRAM
Ǥ
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
Midcycle Proposed Proposed
ǯ Program Budget Budget Budget
Ȁǡ FTE FTE FTE
Ǧ Mayor'sSupport 9.00 9.00 9.00
1010ǦGeneralFund:GeneralPurpose 7.35 7.00 7.00
Ǣ 7780ǦOaklandRedevelopmentAgencyProjects(ORA) 1.65 2.00 2.00
MeasureY 1.00 Ǧ Ǧ
Ǧ 2251ǦMeasureY:PublicSafetyAct2004 1.00 Ǧ Ǧ
ǡ TOTAL 10.00 9.00 9.00

Ǧ

ǯ
Ǥ

SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYPROGRAM
PRIORITIES Revenue
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
Program

̵ ̈́Ͳ ̈́Ͳ ̈́Ͳ

TOTAL $0 $0 $0

Ǥ
ǡ Expenditure
ǡ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
Program Midcycle Proposed Proposed
ǡ
̵ ̈́ͳǡ͹ͲͺǡͷͳͲ ̈́ͳǡ͹ʹͺǡͳ͸ͻ ̈́ͳǡ͹͸Ͷǡ͸͸ͺ
ͷ͸ǡ͸ͷͲ Ǧ Ǧ
TOTAL $1,765,160 $1,728,169 $1,764,668

Ǥ

Ǥ
D -‐ 1
MAYOR
PRIORITIESȋǯȌ SIGNIFICANTCHANGESINBUDGETANDPERFORMANCE
FTE FY2011Ǧ12 FY2012Ǧ13
GeneralPurposeFund(GPF)
Changes Changes
ǡ ͳͷΨ Ǧ ȋ̈́ʹͲͳǡͶͺͳȌ ȋ̈́ʹͲ͸ǡͶͺͲȌ
ǡ
Ǥ

Ǥ ORGANIZATIONALCHARTBYPROGRAM

ǡ
ǡ MAYOR
ͻǤͲͲ

Ǥ

Ǥ Mayor’sSupport
ͻǤͲͲ
Ǥ

Ǧ
Ǥ

Ǥ

PRIORREDUCTIONS

ͲͻǦͳͲ

Ǥ
ǯ

ǡͳͺ ǯ
Ͳ͹ǦͲͺȋǯ
ȌͳͲ ǯ
ͳͲǦͳͳǤ
ǡ

Ǥ

Ǥ

PROGRAMDESCRIPTIONS
MAYOR’SSUPPORT

ǡǡ
Ǥ

D -‐ 2
CITYCOUNCIL
CITYCOUNCIL SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYFUND
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13

DUTIESANDRESPONSIBILITIES ͳͲͳͲ
ȋ
Ȍ ̈́ʹǡ͵ͳ͸ǡ͸͹Ͳ ̈́ʹǡͳͶͶǡ͸ͺͻ ̈́ʹǡͳͻͳǡͺͳͳ
͹͹ͺͲ ȋȌ ̈́ͳǡʹ͵͸ǡͶͲͲ ̈́ͳǡʹͺ͵ǡͶͲͶ ͳǡ͵ͲͲǡ͸Ͷ͸
TOTAL $3,553,070 $3,428,093 $3,492,457
ǡ

͸ͷǤʹΨ ͸ʹǤ͸Ψ ͸ʹǤͺΨ
ȋǦȌǤ

ͲǤ͸Ψ ͲǤͷΨ ͲǤͷΨ

Ǥ

Ǥ
ǡ

ǡ AUTHORIZEDPOSITIONSBYPROGRAM

FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
Program Budget Budget Budget
FTE FTE FTE
Ǥ ConstituentAffairs 4.47 4.47 4.47
Ǥ 7780ǦOaklandRedevelopmentAgencyProjects(ORA) 4.47 4.47 4.47
PolicyAnalysis 21.99 21.99 21.99
BUSINESSGOALS 7780ǦOaklandRedevelopmentAgencyProjects(ORA)
TOTAL
3.29 3.29 3.29
26.46 26.46 26.46

Ǥ
Ǥ

Ǥ SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYPROGRAM
Ǥ
Revenue

FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
Program
Ǥ Budget Budget Budget
Ǥ ̈́Ͳ ̈́Ͳ ̈́Ͳ
TOTAL $0 $0 $0

PRIORREDUCTIONS Expenditure
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13

Ǧ Program Midcycle Proposed Proposed

ͲͻǦͳͲ Budget Budget Budget
̈́͸ͷ͵ǡͷͺͲ ̈́͸ͷͷǡͷͶͳ ̈́͸͸Ͷǡ͹͵ʹ
Ǥ ʹǡͺͻͻǡͶͻͲ ʹǡ͹͹ʹǡͷͷʹ ʹǡͺʹ͹ǡ͹ʹͷ
͸ TOTAL $3,553,070 $3,428,093 $3,492,457
ǯ ͲͻǦͳͲ

ǡ

Ǥ

ͳͷΨ
ͳͲǦͳͳ
ǡ

ǡ

ƬǤ

D -‐ 3
CITYCOUNCIL
PROGRAMDESCRIPTIONS
SIGNIFICANTCHANGESINBUDGETANDPERFORMANCE
CONSTITUENTAFFAIRS FTE FY2011Ǧ12 FY2012Ǧ13
Changes Changes
ͳͷΨ Ǧ ȋ̈́͵͹ͺǡͺͷ͸Ȍ ȋ̈́͵ͺ͹ǡͳ͹͸Ȍ
Ǥ

ȀǤ
ORGANIZATIONALCHARTBYPROGRAM
ǡ

ǡǦ
ǡǡ CITYCOUNCIL
ǡǡ ʹ͸ǤͶ͸
Ǥ

POLICYANALYSIS
ConstituentAffairs PolicyAnalysis
ͶǤͶ͹ ʹͳǤͻͻ

Ǥǡ

ǡ
Ǥ
D -‐ 4
CITYADMINISTRATOR
CITY SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYFUND
ADMINISTRATOR ExpendituresbyFund
FY2010Ǧ11
Midcycle
FY2011Ǧ12
Proposed
FY2012Ǧ13
Proposed
ͳͲͳͲ
ȋ
Ȍ ̈́͸ǡʹͳͷǡʹͷͲ ̈́͸ǡͻ͸ͳǡͷ͹͵ ̈́͹ǡͳͺ͹ǡͻ͵Ͷ
MISSIONSTATEMENT ͳ͹͸Ͳ ͳǡͲͶͶǡͷͶͲ ͳǡͳ͵͵ǡ͸ͷ͸ ͳǡͳ͸ʹǡ͹ͻͷ
ʹͳͲͺ Ǧ
ʹ͵ǡ͸͸Ͳ Ǧ Ǧ
ʹ͸Ͳͻ
ȋȌ Ǧ ͳͲͷǡͳͳʹ ͳͲ͹ǡʹͳͻ
ʹͳͳʹ ͳͶ͹ǡ͹ͲͲ Ͷ͸ͷǡʹͷͻ Ͷ͹Ͷǡ͵͸Ͳ
ʹʹͳͳ ǣ ͻͺǡ͵ͷͲ ͳͲͳǡͷͳͷ ͳͲ͵ǡͷͲͺ
ʹʹͶͲ Ǧ ͳͷǡ͹ʹͲ ʹ͹͹ ʹ͹͵
ʹʹͷͲ ǣ ͶǡͳͻͲ ͺͻ ͺ͹

ʹʹͷͳ ǣȗ ͳʹͷǡͻͻͲ Ͷͺ͹ǡ͹ͷ͹ Ͷͻͳǡ͸ͷ͵
Ǥ
ʹ͵ͳͲ ʹͳǡͲ͸Ͳ Ǧ Ǧ

ʹͶͳʹ ǣ ͶǡͳͻͲ Ǧ Ǧ

ʹͶͳͷ ʹʹͲ Ǧ Ǧ
BUSINESSGOALS ʹͶͳ͹ ͶͶͲǡͻͲͲ ͶͶͲǡͻͲͲ ͶͶͲǡͻͲͲ
ͷͳ͵Ͳ ǣ ͵ǡͳͶͲ Ǧ Ǧ
ͷ͵ʹͳ ǣʹͲͲͻ ȋʹͶͲǡͶ͸ͲȌ Ǧ Ǧ
Ǥ ͷͷͲͷ Ǧ ʹ͵ʹ ʹʹͻ
͹͹͸Ͳ
ͳʹǡͻ͸Ͳ ͳ͵ǡ͵ͺͳ ͳ͵ǡ͸Ͷʹ
͹͹ͺͲ ȋȌ ͳǡ͹ͳ͹ǡͳͺͲ ͳǡͷͶͳǡͶ͵ͷ ͳǡ͸ͲͻǡͶ͹͹
**TOTAL $9,634,590 $11,251,186 $11,592,077
Ǥ

͸ͶǤͷΨ ͸ͳǤͻΨ ͸ʹǤͲΨ

ͳǤͷΨ ͳǤ͸Ψ ͳǤ͸Ψ
Ǥ
ǡ ȗ ͳͲǦͳͳ͸
Ǥ ȗȗ ȋǡ
ȌȋȌ
ǯ
Ǥ

AUTHORIZEDPOSITIONSBYPROGRAMȋ̵Ȍ
ǡ
ǡ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
Ǥ Program Budget Budget Budget
ǯ FTE FTE FTE
ǯǤ Administration*** 15.90 33.50 33.50
2108ǦHUDǦCDBG 0.15 Ǧ Ǧ
PRIORREDUCTIONS 2112ǦDepartmentofJustice 0.75 Ǧ Ǧ

7780ǦOaklandRedevelopmentAgencyProjects(ORA) 5.55 6.55 6.55
1760ǦTelecommunicationsReserve Ǧ 0.50 0.50
ǡ
2609ǦDeptofEnergyǦEECBGProgram(ARRA) Ǧ 1.00 1.00

AmericanswithDisabilitiesAct 3.05 2.75 2.75

ͷͲΨǤǯ 2108ǦHUDǦCDBG 0.30 Ǧ Ǧ
2211ǦMeasureB:ACTIA 0.70 0.70 0.70
7760ǦGrantClearing 0.08 0.08 0.08
ǡ 2112ǦDepartmentofJustice Ǧ 0.25 0.25
Budget,Analysis,andOperationsSupport* 13.50 Ǧ Ǧ
1010ǦGeneralFund:GeneralPurpose 11.92 Ǧ Ǧ
Ǥ 7780ǦOaklandRedevelopmentAgencyProjects(ORA) 1.58 Ǧ Ǧ
CitizensPoliceReviewBoard 3.00 5.00 5.00
͸ͲΨ 1010ǦGeneralFund:GeneralPurpose 3.00 2.50 2.50
͵ͺΨ 2112ǦDepartmentofJustice Ǧ 2.50 2.50
Ǥ EqualAccessOffice 3.00 2.00 2.00
EqualEmploymentOpportunity 3.00 3.00 3.00

D -‐ 5
CITYADMINISTRATOR
PRIORREDUCTIONSȋǯȌ AUTHORIZEDPOSITIONSBYPROGRAMȋ̵Ȍ
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13

FTE FTE FTE
Ǥ KTOPOperations 11.85 8.95 8.95
1760ǦTelecommunicationsReserve 6.89 5.89 5.89


MeasureY 2.20 2.20 2.20
Ǥ
2251ǦMeasureY:PublicSafetyAct2004 2.20 2.20 2.20

Oaklanders'AssistanceCenter 4.00 3.00 3.00
ǡ
Ǥ PublicEthicsCommission 2.00 1.50 1.50
ǡ TOTAL 61.50 61.90 61.90

*BudgetOfficeǦtransferof5FTE'sintheBudgetOfficetoFMAand4.5FTE'stoCAO(Administration)
**Transferof14FTE'sfromDepartmentofContractingandPurchasingtoCAO(Administration)

Ǥ

Ǥ
Revenue
PROGRAMDESCRIPTIONS
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ADMINISTRATION Budget Budget Budget
ȗ ̈́͵ʹ͹ǡ͹͸Ͳ ̈́͹Ͷͷǡ͸ͺͲ ̈́͹Ͷͷǡ͸ͺͲ
ͳǡͳͶ͵ǡ͹ʹͲ ͳǡʹͻͺǡͳͳͶ ͳǡ͵ʹͻǡͻʹ͹
TOTAL $1,471,480 $2,043,794 $2,075,607

Expenditure

FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13

ȗ ̈́͵ǡ͹͸͸ǡ͸ͶͲ ̈́͹ǡͲͶͲǡ͹͸͵ ̈́͹ǡʹͺʹǡͶͶ͸
AMERICANSWITHDISABILITIESACT ͶͷͲǡͶͻͲ ͶͶͲǡ͸ʹͶ ͶͶ͹ǡ͵ͳͳ
ǡǡȗȗ ͳǡͻ͹͸ǡͷͻͲ Ͳ Ͳ
ǡ Ͷ͹͸ǡͶͻͲ ͹Ͷ͸ǡʹͻ͵ ͹͸ʹǡͷ͵ͺ
Ǣǡ ͵͵ʹǡ͸ʹͲ ʹͶ͵ǡ͹ͳ͸ ʹͶ͹ǡͻͲ͹
Ǧ Ͷʹ͹ǡ͹ʹͲ Ͷͷͷǡͺͻͻ Ͷ͸Ͷǡ͹Ͳͻ
ͳǡͶͷͶǡͲͲͲ ͳǡ͵ʹ͹ǡ͹͸ʹ ͳǡ͵͸Ͳǡͻ͸͵
Ǣ ͳʹͷǡͻͻͲ Ͷͺ͹ǡ͹ͷ͹ Ͷͻͳǡ͸ͷ͵
̵ ͵͸͵ǡ͹ͻͲ ʹͻͷǡͳͲͺ ͵ͳͷǡͺ͹ͷ
ȋ ʹ͸Ͳǡʹ͸Ͳ ʹͳ͵ǡʹ͸Ͷ ʹͳͺǡ͸͹ͷ
Ȍǡ TOTAL $9,634,590 $11,251,186 $11,592,077
*Administration includes Budget Office and Department of Contracting and Purchasing transfer to CAO
ǡ **Budget Office transferred to FMA and CAO (Administration)

ǡ

ǡ
ǡ

Ǣ

Ǥ
D -‐ 6
CITYADMINISTRATOR
PROGRAMDESCRIPTIONS SIGNIFICANTCHANGESINBUDGETANDPERFORMANCE
ȋǯȌ
FTE FY2011Ǧ12 FY2012Ǧ13
GeneralPurposeFund(GPF) Changes Changes
BUDGET,ANALYSIS,AND ƬǦ
Ƭ ȋͲǤ͹ͷȌ ȋ̈́ͳͳͶǡ͵͵ʹȌ ȋ̈́ͳͳ͸ǡͳʹ͵Ȍ
OPERATIONSSUPPORT ȋȌ ȋͳǤͲͲȌ ȋ̈́ͳͶͷǡͺ͸ʹȌ ȋ̈́ͳͷ͹ǡ͹ͺͷȌ
ͳǤͲͲ
Ǣ ǡ͵Ǥ͹Ͳ ȋ͵Ǥ͹ͲȌ ȋ̈́Ͷͳͷǡͳ͸ͶȌ ȋ̈́Ͷ͵ͳǡ͵͹͸Ȍ

Ǣ
ͲǤʹͲ ͹͹ͺͲȋȌ ȋͲǤʹͲȌ ȋ̈́ͷͷǡͻͺʹȌ ȋ̈́ͷͻǡͺͻͷȌ

Ǣ ͲǤͷͲ ȋͲǤͷͲȌ ȋ̈́ͻ͸ǡͻͷ͵Ȍ ȋ̈́ͻͻǡ͹͸ͺȌ
ͳ͹͸Ͳ

Ǣ ̈́͵ͲͲǡͲͲͲ ̈́͵ͲͲǡͲͲͲ
ͳ ȋ̈́ʹͺǡͲͶͺȌ ȋ̈́ʹͺǡ͸ͳͲȌ

ͲǤͷͲ ȋͲǤͷͲȌ ȋ̈́ͷͳǡʹͶͲȌ ȋ̈́ͷ͵ǡ͸ͲͻȌ

Ƭ Ǧ ̈́ʹͺͲǡͲͲͲ ̈́ʹͺͲǡͲͲͲ

Ǥ
ALLOtherFunds
FTE FY2011Ǧ12 FY2012Ǧ13
Changes Changes
CITIZENSPOLICEREVIEWBOARD
ƬǦƬ
ȋ ʹͳͳʹȌ ͲǤ͹ͷ ̈́ͳͳͶǡ͵͵ʹ ̈́ͳͳ͸ǡͳʹ͵

ͲǤ͵Ͳ ȋ ȋͲǤ͵ͲȌ ȋ̈́͵͵ǡ͹ͺͷȌ ȋ̈́͵ͶǡͶ͸͵Ȍ
͹͹ͺͲȌ
ǡ
ʹǤͻͲ Ǧ ȋʹǤͻͲȌ ȋ̈́ʹͷͷǡͶ͹ͷȌ ȋ̈́ʹ͸Ͳǡ͸ͲͲȌ
ǡ ȋ ͳ͹͸ͲȌȋ ͹͹ͺͲȌ
Ǧ ͲǤʹͲ ͹͹ͺͲȋȌ ͲǤʹͲ ̈́ͷͷǡͻͺʹ ̈́ͷͻǡͺͻͷ
ǡ
ȋͳͲͳͲȌ ͲǤͷͲ ̈́ͻ͸ǡͻͷ͵ ̈́ͻͻǡ͹͸ͺ
ͳ͹͸Ͳ
Ǥ
FTE FY2011Ǧ12 FY2012Ǧ13
OrganizationalChanges Changes Changes
EQUALACCESS Ƭ Ƭ ȋͷǤͲͲȌ ȋͺͳͲǡͳͻͻȌ ȋͺ͵ͲǡͶͻͷȌ
Ǧ
̵ Ƭ ͶǤͷͲ ͹͸ͶǡͲ͸͸ ͹ͻͲǡͷͷͲ
ȋȌǦ
Ǣ
ȋǡƬ ͳͶǤͲͲ ͳǡͺͳʹǡͺͻ͸ ͳǡͺ͹Ͳǡ͸ͳͷ
Ǣ ǡȌ
ǯ Ǧ

Ǣ
Ǣ ̈́ʹͲ
Ǣ
Ǣ
̵Ǥ Ǥ
ǡ̵
EQUALEMPLOYMENTOPPORTUNITY Ǥ
ǡ Ǥǡ
KTOPOPERATIONS
ǡǡ

ǣ
Ȁ
ǡǡ
Ǥ
ȋȌ ǡ

Ǣ
ǡ
OAKLANDERS’ASSISTANCECENTER
Ǥ
Ǣ
Ȁ MEASUREY
Ǥ
D -‐ 7
CITYADMINISTRATOR
PROGRAMDESCRIPTIONS
ȋǯȌ
CITYADMINISTRATOR
͸ͳǤͻͲ
PUBLICETHICSCOMMISSION

̶ǡǡ
̶
Ǥ Americanswith
ǡ Administration
DisabilitiesAct
̵ ͵͵ǤͷͲ
ʹǤ͹ͷ
ȋȌǡǡ
ǡ
CitizensPoliceReview
ǡ EqualAccessOffice
Board
ʹǤͲͲ
ͷǤͲͲ

Ǥ

KTOPOperations EqualEmployment
ͺǤͻͷ Opportunity
͵ǤͲͲ
Oaklanders’AssistanceCenter MeasureY
͵ǤͲͲ ʹǤʹͲ
PublicEthicsCommission
ͳǤͷͲ

D -‐ 8
CITYATTORNEY
CITYATTORNEY SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYFUND
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13

MISSIONSTATEMENT ͳͲͳͲ
ȋ
Ȍ ̈́͵ǡͶ͸ͻǡ͹͸Ͳ ̈́Ͷǡʹ͵ͶǡͶͷͺ ̈́Ͷǡ͵͸Ͷǡͳ͹ͷ
ͳͳͲͲ ͵ǡͷ͸ͻǡͳͲͲ ͵ǡͷͶʹǡͺ͹Ͷ ͵ǡ͸ͳͶǡ͹ͷ͹
ͳͳͷͲ ̵ ͵ͶͷǡͲ͵Ͳ ʹͷͲǡͶͷͶ ʹͷͷǡͶ͵͸
ͳ͹ͳͲ ʹ͵ͻǡ͹͹Ͳ ͳ͹ͶǡͳͷͶ ͳ͹͹ǡ͸ʹͻ
ͳ͹ʹͲ Ǧ ͶͲ
ǡǡǡ ͳ͹ͷͲ ͸Ͳ
ǡǡ ʹͳͲͺ Ǧ
͸ͳǡͷ͵Ͳ ͶͷǡͶͻͲ Ͷ͸ǡ͵ͻͷ
Ǣ ʹͳͻͲ
ȋ͹ǡ͹͸ͲȌ
ʹ͵ͳͲ ͳͻͲ
ʹͶͳ͵ ͵Ͷͻǡʹͷͻ ͵ͷ͸ǡͳ͸͹
Ǥ ʹͶͳͷ Ͷͷ͹ǡ͸͵Ͳ ͵͵ͲǡͶ͵ͷ ͵͵͸ǡͻͺͳ
͵ͳͲͲ ͳͶͳǡͺʹͲ ͳͲ͵ǡʹͲ͹ ͳͲͷǡʹͷͶ
͹ͳͲͲ ͻͳǡͺͷͲ ͻͷǡͺͳͲ ͻ͹ǡ͹ͳ͹
BUSINESSGOALS ͹ͳʹͲ ̵

͹͹ͺͲ ȋȌ
ʹʹǡͻ͸Ͳ
͵ǡͻ͹ͶǡͲͺͲ
ʹ͵ǡͻͷ͵
͵ǡͲͲͶǡʹʹ͹
ʹͶǡͶʹͻ
͵ǡͲ͹͹ǡ͸ͷͶ
TOTAL $12,366,060 $12,154,321 $12,456,594
ǡǡ

ʹͺǤͳΨ ͵ͶǤͺΨ ͵ͷǤͲΨ
Ǥ

ͲǤͺΨ ͳǤͲΨ ͳǤͲΨ

*Technicaladjustmentsrelatedtodepartmentaloverheadexpenditures/recoveriesreflectedinFY2011Ǧ13baselinebudgets.
ǡ

Ǥ
AUTHORIZEDPOSITIONSBYDIVISION

Ǥ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
Division Budget Budget Budget
FTE FTE FTE
Advisory 25.00 24.00 24.00
1100ǦSelfInsuranceLiability 4.69 4.69 4.69
Ǥ 1150ǦWorker'sCompensationInsuranceClaims 0.05 0.05 0.05
1710ǦRecyclingProgram 0.50 0.50 0.50

2108ǦHUDǦCDBG 0.19 0.19 0.19

2413ǦRentAdjustmentProgramFund Ǧ 0.90 0.90

2415ǦDevelopmentServiceFund 1.15 1.15 1.15
Ǥ
3100ǦSewerServiceFund 0.25 0.25 0.25
7100ǦPoliceandFireRetirementSystem 0.40 0.40 0.40
7120ǦOaklandMunicipalEmployees'RetirementSystem 0.10 0.10 0.10
CityAttorney:Administration 30.00 28.00 28.00
Ǧ 1010ǦGeneralFund:GeneralPurpose 16.63 15.63 15.63
Ǥ 1710ǦRecyclingProgram 0.50 0.50 0.50
3100ǦSewerServiceFund 0.29 Ǧ Ǧ
PRIORREDUCTIONS 7780ǦOaklandRedevelopmentAgencyProjects(ORA) 3.80 3.80 3.80

Litigation 12.00 13.00 13.00

Ǧ̈́͵ǤͶʹ
1150ǦWorker'sCompensationInsuranceClaims 0.99 0.99 0.99
ȋǦʹͳǤ͹ΨȌǡ
ǦͳʹǤ͵ͷ ȋǦͳͷǤ͸ΨȌ 3100ǦSewerServiceFund Ǧ 0.29 0.29
ʹͲͲͺǤ 7780ǦOaklandRedevelopmentAgencyProjects(ORA) 1.10 1.10 1.10
TOTAL 67.00 65.00 65.00

ǡǡ
Ǥ

D -‐ 9
CITYATTORNEY
PRIORREDUCTIONSȋǯȌ SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYDIVISION
Revenue
ǡǡ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
Division
Ǥ
̈́ͳͲǡʹͺͲ ̈́ͳͲǡʹͺͲ ̈́ͳͲǡʹͺͲ
ͺ͹ǡͲ͵Ͳ ͺ͹ǡͲ͵Ͳ ͺ͹ǡͲ͵Ͳ
TOTAL $97,310 $97,310 $97,310
DIVISIONDESCRIPTIONS
ADVISORYSERVICESDIVISION Expenditure
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
Division

̈́͸ǡ͹Ͳͳǡ͹ͳͲ ̈́ͷǡͶͺͲǡ͸͵ͳ ̈́ͷǡ͸Ͳ͸ǡͷ͵ͻ
Ǥ
ǣ ͵ǡͳͷͲǡͲͶͲ ͶǡʹͳͺǡͶ͹ͷ Ͷǡ͵͵Ͳǡͷ͹ͳ
ʹǡͷͳͶǡ͵ͳͲ ʹǡͶͷͷǡʹͳͷ ʹǡͷͳͻǡͶͺͶ
LEGALSUPPORT&OPERATIONS TOTAL $12,366,060 $12,154,321 $12,456,594
DIVISION
*Technicaladjustmentsrelatedtodepartmentaloverheadexpenditures/recoveriesreflectedinFY2011Ǧ13baselinebudgets.
ǡ
̵
Ǥ

LITIGATIONSERVICESDIVISION FTE FY2011Ǧ12 FY2012Ǧ13
̵
ͳͷΨ Ǧ ȋ̈́͹ͳ͵ǡ͵ʹ͸Ȍ ȋ̈́͹͵ͷǡͷ͵ͻȌ
ǡǡ FTE FY2011Ǧ12 FY2012Ǧ13
Ǥ ALLOtherFunds Changes Changes
ͳǤͲͲ ȋͳǤͲͲȌ ȋ̈́ͳʹ͸ǡ͵ͷ͸Ȍ ȋ̈́ͳʹͺǡͺͺͺȌ
ȋ ͳͳͲͲȌ

ORGANIZATIONALCHARTBYDIVISION

OFFICEOFTHECITYATTORNEY
͸ͷǤͲͲ

Advisory CityAttorney:Administration
ʹͶǤͲͲ ʹͺǤͲͲ
Litigation
ͳ͵ǤͲͲ

D -‐ 10
CITYAUDITOR
CITYAUDITOR SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYFUND
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13

MISSIONSTATEMENT
ͳͲͳͲ
ȋ
Ȍ ̈́ͳǡʹͳ͹ǡ͹ʹͲ ̈́ͳǡͲ͸ͻǡ͹ͺͻ ̈́ͳǡͳʹͲǡ͸ͳͺ
ͳ͹ͷͲ ͳͺͲ

TOTAL $1,217,900 $1,069,789 $1,120,618

ͳͲͲǤͲΨ ͳͲͲǤͲΨ ͳͲͲǤͲΨ
Ǧ

ͲǤ͵Ψ ͲǤʹΨ ͲǤʹΨ

Ǧ

ǡǡ
Ǥ AUTHORIZEDPOSITIONSBYPROGRAM

FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
BUSINESSGOALS Program Budget Budget Budget
FTE FTE FTE
̈́Ͷ Auditing 10.00 10.00 10.00
̈́ͳǤ 1010ǦGeneralFund:GeneralPurpose 8.50 10.00 10.00
1750ǦMultipurposeReserve 0.93 Ǧ Ǧ
ǡǡ 7780ǦOaklandRedevelopmentAgencyProjects(ORA) 0.57 Ǧ Ǧ
TOTAL 10.00 10.00 10.00

Ǥ

Ǥ


ǡǡǤ Revenue
Ǧ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ǡǡ ̈́Ͳ ̈́Ͳ ̈́Ͳ
TOTAL $0 $0 $0
Ǥ
Expenditure

FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
PRIORREDUCTIONS Program Midcycle Proposed Proposed
̈́ͳǡʹͳ͹ǡͻͲͲ ̈́ͳǡͲ͸ͻǡ͹ͺͻ ̈́ͳǡͳʹͲǡ͸ͳͺ
TOTAL $1,217,900 $1,069,789 $1,120,618

Ǥǯ

Ǥ


FTE FY2011Ǧ12 FY2012Ǧ13
Ǥ Changes Changes
ͳͷΨ Ǧ ȋ̈́ʹͲͺǡͻͻ͹Ȍ ȋ̈́ʹͳͷǡͶ͹ͶȌ

D -‐ 11
CITYAUDITOR

PROGRAMDESCRIPTIONS ORGANIZATIONALCHARTBYPROGRAM
AUDITING

OFFICEOFTHECITYAUDITOR
ͳͲǤͲͲ

ͶͲ͵
Ǥ
Auditing
ǡǡǡ ͳͲǤͲͲ

Ǥ

D -‐ 12
CITYCLERK
CITYCLERK SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYFUND
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13

ȋ
Ȍȗ ̈́ʹǡͻͳͳǡͷͻͲ ̈́ͳǡͶͷͷǡͷͳͳ ̈́ͳǡͺ͹ͷǡʹͻʹ
͹͹ͺͲ ȋȌ ʹ͸ͻǡͺͲͲ Ͷͷͻǡͷ͹ͻ Ͷ͹ͶǡͶͷͻ
TOTAL $3,181,390 $1,915,090 $2,349,751

ͻͳǤͷΨ ͹͸ǤͲΨ ͹ͻǤͺΨ
ǡ

ͲǤ͹Ψ ͲǤ͵Ψ ͲǤͶΨ

ǡ *TechnicaladjustmentsrelatedtorankedchoicevotingimplementationcostsreflectedinFY2011Ǧ13baselinebudget

Ǥ

BUSINESSGOALS
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ǡǡ Program
ǡ
FTE FTE FTE

AgendaManagement 3.67 3.90 3.90

Ȁ 7780ǦOaklandRedevelopmentAgencyProjects(ORA) 0.99 1.50 1.50
Ǥ CustomerServices/PublicRelations 3.33 2.50 2.50
Ǧ 1010ǦGeneralFund:GeneralPurpose 3.00 2.00 2.00
ǡǡ Elections&PoliticalCompliance 2.00 1.20 1.20
Ǥ 1010ǦGeneralFund:GeneralPurpose 1.67 0.70 0.70

RecordsManagement 2.00 2.40 2.40
Ǥ TOTAL 11.00 10.00 10.00

PRIORREDUCTIONS

ʹͲͲͺǡ SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYPROGRAM
ǡ
Revenue
ͳͳǤͷΨǡ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ʹǤͲͲ Ǥ Program Midcycle Proposed Proposed

̈́͵ͲǡͶʹͲ ̈́͵ͲǡͶʹͲ ̈́͵ͲǡͶʹͲ
Ȁ ʹ͸ǡͶͷͲ ʹ͸ǡͶͷͲ ʹ͸ǡͶͷͲ
Ǥ TOTAL $56,870 $56,870 $56,870

Expenditure
PROGRAMDESCRIPTIONS FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
AGENDAMANAGEMENT
̈́ͳǡͲʹͺǡ͹ͲͲ ̈́ͳǡͲ͵ͳǡͲʹ͹ ̈́ͳǡͲ͸ͲǡͺʹͲ
ǡǡ Ȁ ͵ͷͷǡ͹ʹͲ ͵ͷ͹ǡ͹Ͳʹ ͵͸͹ǡͷͲͻ
Ǥ Ƭȗ ͳǡͶ͹ͻǡͷ͸Ͳ ͳͶͷǡͷ͹ͻ ͷʹ͹ǡ͵͸ʹ
͵ͳ͹ǡͶͳͲ ͵ͺͲǡ͹ͺʹ ͵ͻͶǡͲ͸Ͳ
Ǥ TOTAL $3,181,390 $1,915,090 $2,349,751

*TechnicaladjustmentsrelatedtorankedchoicevotingimplementationcostsreflectedinFY2011Ǧ13baselinebudget
ǡǤ
ǡǡ

Ǥ
D -‐ 13
CITYCLERK
FTE FY2011Ǧ12 FY2012Ǧ13

AGENDAMANAGEMENTȋǯȌ GeneralPurposeFund(GPF) Changes Changes
̵ Ǧ ȋ̈́͵͸ͶǡͲͺͲȌ ̈́ͳͷǡͶʹͲ
Ǥ ȋ Ǧ ȋ̈́͹ͺǡͳͻͲȌ ȋ̈́͹ͺǡͳͻͲȌ
ȋȌ Ȍ
ȋͳǤͲͲȌ ȋ̈́ͺͳǡͶ͵͹Ȍ ȋ̈́ͺ͵ǡͲͶ͹Ȍ
CUSTOMERSERVICEANDPUBLIC ȋͳǤͲͲ
Ȍ
RELATIONS
ȋͲǤͷͲ Ǧ ȋ̈́ͶʹǡͳͷʹȌ ȋ̈́ͶͺǡͶͷͻȌ
̵ ͳͲͳͲȌ

ͲǤͳ͹ ȋͳǤͲʹȌ ȋ̈́ͳ͵ͳǡͻ͹͸Ȍ ȋ̈́ͳ͵͸ǡ͸͵ͳȌ
ǤǤǤ
ȋ ͹͹ͺͲȌͲǤ͸͹ ǢͲǤ͸͹
ǡ ǢͲǤ͸͹ ǢʹǤͲͳ
Ǥ
ǡ
FTE FY2011Ǧ12 FY2012Ǧ13
ALLOtherFunds Changes Changes
Ǥ
ȋͲǤͷͲ Ǧ ̈́ͻǡͶ͹ͻ ̈́͸ǡͻ͹ͺ
͹͹ͺͲȌ
ELECTIONS&POLITICALCOMPLIANCE
ͲǤͳ͹
ȋ ͳͲͳͲȌ ͳǤͲʹ ̈́ͳ͵ͳǡͻ͹͸ ̈́ͳ͵͸ǡ͸͵ͳ
ȋ ͹͹ͺͲȌ
ͲǤ͵͵ ǢͲǤ͵͵ ǢͲǤ͵͵
ǢͲǤͻͻ

ǡǡ

Ǥǡ

ȋ
͹ͲͲȌ
ȋ ȌǤ
OFFICEOFTHECITYCLERK
RECORDSMANAGEMENT ͳͲǤͲͲ

ǡǡǡ
ǡ AgendaManagement
CustomerService
Ǥ ͵ǤͻͲ &PublicRelations
ʹǤͷͲ

͵ͶͲͻͲ

ͳʹ͸Ͷ͵ǤǤǤǡǡ Elections&Political Compliance RecordsManagement
̵ǡ ͳǤʹͲ ʹǤͶͲ
ǡǡ

ͳͳ͵͹Ͳ
ǤǤǤǡ͹͹͸ͷͻǤǤǤǡ
̵
ͳͳͶǤ

D -‐ 14
INFORMATIONTECHNOLOGY
INFORMATION SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYFUND
TECHNOLOGY ExpendituresbyFund
FY2010Ǧ11
Midcycle
FY2011Ǧ12
Proposed
FY2012Ǧ13
Proposed
ͳͲͳͲ
ȋ
Ȍ ̈́ͺǡͲͳ͸ǡͷͺͲ ̈́ͺǡͳʹͳǡͷ͵͹ ̈́ͺǡ͵ͳͺǡ͸ͳͻ
MISSIONSTATEMENT ͳ͹ͲͲ ȋ͹ͲȌ Ǧ Ǧ
ͳ͹͸Ͳ ͻͲ ͳͲͷǡͳͲͷ ͳͲͻǡͶ͵ͺ
ʹʹͶͲ Ǧ Ǧ ʹͶͳǡʹ͸Ͷ ʹͶ͸ǡͲͻͻ
ʹͶͳͳ Ǧ ͳ͹ͻǡ͹͹ʹ ͳͺ͵ǡ͵͹͸
ʹͶͳͷ ͹ʹͲ ͶͲǡͳʹ͵ Ͷ͵ǡͲͺ͹

ͶͳͲͲ ͳʹͲ Ǧ Ǧ
ǡǡǦ
ͶʹͲͲ Ȁ ͵ǡͳʹͷǡ͸ͲͲ ͵ǡ͵ͻͶǡͻ͵ͷ ͵ǡͶ͵Ͷǡ͸͵͸

ͶʹͳͲ ͷͳͳǡͶͶͲ ͷͳ͵ǡ͵ʹ͹ ͺ͹ǡ͵͹͸

Ͷ͵ͲͲ ͳǡͶͳͲǡ͹͵Ͳ ͳǡͶͳ͸ǡͲͺʹ ͳǡͶ͵ͻǡͻ͹͸
ǡ
ͶͶͲͲ ͳʹͲ Ǧ Ǧ
̵Ǥ
͹͹ͺͲ ȋȌ Ǧ ͶͲǡͳʹ͵ Ͷ͵ǡͲͺ͹

TOTAL $13,065,330 $14,052,268 $13,905,694

͸ͳǤͶΨ ͷ͹ǤͺΨ ͷͻǤͺΨ
Ǣ

ͳǤͻΨ ͳǤͻΨ ͳǤͺΨ

Ǣ

Ǥ

FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
BUSINESSGOALS Midcycle Proposed Proposed
FTE FTE FTE
ǡ Administration&CustomerServiceDivision 33.00 28.00 28.00
2240ǦLibraryServicesRetention/Enhancement Ǧ 2.00 2.00
ȋȌ 4200ǦRadio/Telecommunications 1.55 1.95 1.95
Ǧ 4300ǦReproduction 6.40 5.00 5.00
Ǧ̵ EnterpriseApplicationServices 18.00 18.00 18.00
Ǥ 1760ǦTelecommunicationsReserve Ǧ 0.34 0.34
2415ǦDevelopmentServiceFund Ǧ 0.33 0.33
Ǧǡ 7780ǦOaklandRedevelopmentAgencyProjects(ORA) Ǧ 0.33 0.33
Ȁ EnterpriseNetwork&ComputingServices 6.00 6.00 6.00
ǦǡǦǡ 1760ǦTelecommunicationsReserve Ǧ 0.40 0.40

ǡ 4200ǦRadio/Telecommunications 1.00 1.00 1.00
PublicSafetySystemsServices 13.00 12.00 12.00
2411ǦFalseAlarmFund Ǧ 1.00 1.00
4200ǦRadio/Telecommunications 6.00 6.00 6.00
TOTAL 70.00 64.00 64.00

Ǥ

̵

Ǥ
ǡ
̵
Ǥ

D -‐ 15
PRIORREDUCTIONS SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYDIVISION
ʹͲͲ͹ǦͲͺ͵ͲǤͲ Revenue

ȋ͵ͲΨȌǤ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
Division Midcycle Proposed Proposed
ǡ Budget Budget Budget
ǡ
Ƭ ̈́͹ǡ͸ʹ͸ǡͻͳͲ ̈́ͺǡͳͲͶǡͶͷ͵ ̈́͹ǡͻ͵͹ǡͺͺʹ

Ǧ Ͷǡ͹ͷͲ Ͷǡ͹ͷͲ
͵Ǧ͹
TOTAL $7,626,910 $8,109,203 $7,942,632
͹ǦͳͲ
Ǥ
Expenditure

Ǧ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ͶͲͲǤ Division
Ƭ ̈́͹ǡͳͷͶǡͻͺͲ ̈́͹ǡ͹ͺʹǡͺͲ͸ ̈́͹ǡͶ͹ʹǡͶͲͳ
͵ǡͳͷ͹ǡͳ͹Ͳ ͵ǡͶͶ͵ǡ͹ͻͳ ͵ǡͷ͵Ͷǡʹͻ͵
ǡ Ƭ ͺ͹ͲǡͲ͸Ͳ ͳǡͳͲͻǡͲͻ͵ ͳǡͳ͵͹ǡʹͻͳ
ͳǡͺͺ͵ǡͳʹͲ ͳǡ͹ͳ͸ǡͷ͹ͺ ͳǡ͹͸ͳǡ͹Ͳͻ
Ǣ TOTAL $13,065,330 $14,052,268 $13,905,694

ǡ
Ǥ

DIVISIONDESCRIPTIONS FTE FY2011Ǧ12 FY2012Ǧ13
ADMINISTRATION&CUSTOMER ͷǤͲ Ǣ ȋͷǤͲͲȌ ȋ̈́͹Ͳͷǡͳ͹ͶȌ ȋ̈́͹ʹͳǡ͵͵ʹȌ
SERVICEDIVISION Ȁ
ʹǤͲ ȋ ȋʹǤͲͲȌ ȋ̈́ʹͶͳǡʹ͸ͶȌ ȋ̈́ʹͶ͸ǡͲͻͻȌ

ʹʹͶͲȌ

ͳǤͲ ȋͳǤͲͲȌ ȋ̈́ͳ͹ͻǡ͹͹ʹȌ ȋ̈́ͳͺ͵ǡ͵͹͸Ȍ
ǣ ȋ ʹͶͳͳȌ
ǡ ͳǤͲ ȋͳǤͲͲȌ ȋ̈́ͳʹͳǡͷͺͶȌ ȋ̈́ͳ͵Ͳǡͷ͸͸Ȍ
Ȁ ȋ ͳ͹͸ͲȌǡ ȋ ʹͶͳͷȌ
Ǥ ȋ ͹͹ͺͲȌ
FTE FY2011Ǧ12 FY2012Ǧ13
ENTERPRISEAPPLICATIONSERVICES ALLOtherFunds Changes Changes
ʹǤͲ
ȋͳͲͳͲȌ ʹǤͲͲ ̈́ʹͶͳǡʹ͸Ͷ ̈́ʹͶ͸ǡͲͻͻ
ȋ ʹʹͶͲȌ
ǡǯ ͳǤͲ ȋͳǤͲͲȌ ȋ̈́ͺͶǡ͸ͻ͵Ȍ ȋ̈́ͺ͸ǡ͵ͻͳȌ
ȋȌǡ ȋ Ͷ͵ͲͲȌ
ǡǡ
ͳǤͲ
ͳǤͲͲ ̈́ͳ͹ͻǡ͹͹ʹ ̈́ͳͺ͵ǡ͵͹͸
ǡ ǡǡ ȋ ͳͲͳͲȌ ȋ ʹͶͳͳȌ
ǡ
Ǣǡ ͳǤͲ
ȋͳͲͳͲȌ ͳǤͲͲ ̈́ͳʹͳǡͷͺͶ ̈́ͳ͵Ͳǡͷ͸͸
ȋ ͳ͹͸ͲȌǡ
ȋ ʹͶͳͷȌ
Ǣ ȋ ͹͹ͺͲȌ

Ǥ ENTERPRISENETWORK&COMPUTING

Ǣ SERVICES

Ǣ ǦǤ
Ǣ
Ǣ
Ǣ
ǡ
Ǥ
ǯ
Ǣ
ǡǡ
ǡ
Ǥ

Ǥ

D -‐ 16
DIVISIONDESCRIPTIONSȋǯȌ ORGANIZATIONALCHARTBYPROGRAM
PUBLICSAFETYSYSTEMSSERVICES
Ǧ

͸ͶǤͲͲ
Ǥ

ͻͳͳ Administration&Customer
ȋȌ EnterpriseApplicationServices
ServiceDivision
ͳͺǤͲͲ
ǡ ʹͺǤͲͲ
ȋȌǡǦ
ǡǡ
EnterpriseNetwork&Computing PublicSafety
Ǧ Services SystemsServices
͸ǤͲͲ ͳʹǤͲͲ
Ǥ
Ǧ

ǦǦ

Ǥ
D -‐ 17
NOTES
D -‐ 18
FINANCE&MANAGEMENTAGENCY
FINANCEAND SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYFUND
MANAGEMENT ExpendituresbyFund
FY2010Ǧ11
Midcycle
FY2011Ǧ12
Proposed
FY2012Ǧ13
Proposed
AGENCY
ͳͲͳͲ
ȋ
Ȍ ̈́ͳ͹ǡͷ͵ͷǡ͸͵Ͳ ̈́ʹͲǡ͵ͳͷǡ͹ͷͲ ̈́ʹͲǡͷͻ͹ǡ͹ͷͳ
ͳͳͷͲ ̵ ͳǡͲ͸ͻǡͷͶͲ ͳǡ͵ͻ͵ǡͳͳͷ ͳǡͶʹͲǡͷʹͳ
ͳ͹ͲͲ ʹǡͲͶͶǡͷͶͲ ʹǡʹͷͷǡͶͶͻ ʹǡ͵ͲͶǡͳ͵ͺ
MISSIONSTATEMENT ͳ͹ͳͲ Ǧ Ǧ Ǧ
ͳ͹ʹͲ Ǧ ͸ͲͲǡͺ͹Ͳ ͸ͷ͸ǡͳ͵ͻ ͸ͷ͸ǡͳͷͲ
ͳ͹ͷͲ ʹǡ͸ͻͺǡ͸ͷͲ ʹǡͺͲͷǡͶʹ͸ ʹǡͻͲͷǡͻ͵͸

ʹͳͲͺ Ǧ
ͳͷͷǡͺ͵Ͳ ͳͷͺǡͳ͸ͻ ͳ͸Ͳǡ͸͵ʹ

ʹͳͻͷ ʹʹ͵ǡͺʹͲ ͳͳ͹ǡͷͶʹ ͳͳͻǡͺ͹Ͳ
ʹʹ͵Ͳ
ȋʹͲͲȌ Ǧ Ǧ
Ǣ ʹʹͶͲ Ǧ Ǧ ͳͲ͸ǡͻͻ͹ ͳͲͺǡ͹ͺͺ
ǡ ʹʹͷͲ ǣ Ǧ ͶǡͶͻ͵ ͶǡͶͻ͵
ǡ ʹʹͷͳ ǣ ͻǡ͵ͳͲ ͶͺǡͺͶͶ Ͷͺǡͺ͵Ͳ
Ǥ ʹ͵ͳͲ ʹʹǡͺ͵Ͳ ͶʹǡͶͷͳ Ͷ͵ǡ͸ͳͲ
ǣǡ ʹͶͳʹ ǣ Ǧ ͶǡͷͶʹ ͶǡͷͶͲ
ǯ ʹͶͳ͵ Ǧ ʹ͹ͷǡͷͷͲ ʹͺʹǡ͸͹ͷ
ǡ ͵ͳͲͲ ͺͳͻǡ͹ͶͲ ͳǡͲʹ͸ǡͺͲͲ ͳǡͲ͹ͺǡͲʹʹ
ǡǡ ͶͳͲͲ Ǧ ͷǡͷʹͳ ͷǡͷʹͳ
ǡ ͶͷͲͲ ʹǡͳ͵ͺǡͷ͵Ͳ ͵͵͵ǡͶͷͲ ͵Ͷͳǡ͵͹Ͳ
ͶͷͷͲ Ǧ ͹͹͸ǡͻͺ͹ ͺͲʹǡʹʹ͹
ǡ
ͷͳ͵Ͳ ǣ Ǧ ͵ǡ͵ͺ͹ ͵ǡ͵ͺ͸
ǡ
͸ͷʹͲ Ǧ Ͷ͸ǡͳͻͲ ͷʹǡͺ͸͵ ͷ͵ǡͻʹ͵
Ǥ
͹ͳͲͲ ͶͲǡͷ͹Ͳ Ǧ Ǧ
͹ͳʹͲ ̵ ͶͲǡͷ͹Ͳ Ǧ Ǧ
͹͹͸Ͳ
Ǧ ͵͹ǡͻ͸ͷ ͵ͺǡ͸ͻͺ
BUSINESSGOALS ͹͹ͺͲ ȋȌ ͹͵ͷǡͺͳͲ ͻ͵͵ǡͷʹͺ ͻ͸͸ǡͲͶ͸
TOTAL $28,182,230 $31,354,968 $31,947,127

͸ʹǤʹΨ ͸ͶǤͺΨ ͸ͶǤͷΨ

ǡ

ͶǤʹΨ ͶǤ͹Ψ ͶǤͷΨ
Ȁ
*TechnicaladjustmentsrelatedtotreasuryrecoveriesandcountyadministrationchargesreflectedinFY2011Ǧ13baseline
ǡ

ǡ
AUTHORIZEDPOSITIONSBYDIVISIONȋ̵Ȍ
Ǥ
ǯ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
Division
ǡ
FTE FTE FTE

Controller'sOffice* 32.00 35.50 35.50
ǡ
ǡ 2108ǦHUDǦCDBG 1.00 1.00 1.00
2195ǦWorkforceInvestmentAct 2.00 1.00 1.00
Ǥ 2240ǦLibraryServicesRetentionǦEnhancement Ǧ 1.00 1.00
4500ǦCentralStores 9.50 2.50 2.50
4550ǦPurchasing Ǧ 7.50 7.50
FinanceandManagement:Administration 5.00 5.00 5.00
7100ǦPoliceandFireRetirementSystem 0.13 Ǧ Ǧ

7120ǦOaklandMunicipalEmployees'RetirementSystem 0.13 Ǧ Ǧ

ǡ
ParkingDivision** 103.30 Ǧ Ǧ
ǯ
ǡǡ
1720ǦComprehensiveCleanǦup 12.28 Ǧ Ǧ


Ǣ
Ǥ
D -‐ 19
BUSINESSGOALSȋǯȌ AUTHORIZEDPOSITIONSBYDIVISIONȋ̵Ȍ
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13

ǯ Midcycle Proposed Proposed
ǯ Division
Ǣ FTE FTE FTE
RevenueDivision** 53.00 146.20 145.20
1700ǦMandatoryRefuseProgram 15.47 16.56 16.41
Ǥ
1720ǦComprehensiveCleanǦup Ǧ 12.28 12.28
1750ǦMultipurposeReserve Ǧ 0.40 0.40
2310ǦLightingandLandscapeAssessmentDistrict 0.20 0.20 0.20
7760ǦGrantClearing Ǧ 0.33 0.33
Ǣ RiskManagementDivision 7.00 7.00 7.00
1150ǦWorker'sCompensationInsuranceClaims 7.00 7.00 7.00
TreasuryDivision 22.00 20.00 20.00
6520ǦFireAreaǦRedemption 0.40 0.40 0.40

TOTAL 222.30 213.70 212.70

PRIORREDUCTIONS *TheBudgetOfficeandthePurchasingUnitareproposedtobereorganizedintotheController'sOffice(formerlytheAccounting
Division).
**TheParkingDivisionisproposedtobeconsolidatedintotheRevenueDivision.
ʹͲͲͺǡ

Ǧ̈́ͳͲǤͻͺ SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYDIVISION
ȋǦʹͺǤͲΨȌǡ Revenue
ǦͻǤ͹ͷ ȋǦͶǤʹΨȌǤ
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ǡǦ ̵ȗ ̈́ʹǡ͸͵ͲǡͳͻͲ ̈́Ͷʹ͵ǡͷͺͺ ̈́Ͷʹ͹ǡͶͷͺ
ǡǤ ǣ Ǧ ̈́ʹǡͺ͵͸ǡͶʹͷ ̈́͵ǡͳͻͲǡͺ͹Ͷ
ȗȗ Ͷǡʹʹ͵ǡͷ͵Ͳ ͶǡʹͶͶǡ͹ͺͲ ͶǡʹͶͶǡ͹ͺͲ
ǡ ͶʹͲǡͶͷ͸ǡͲͲͲ Ͷͳͺǡ͵͵ͷǡͶͺ͸ Ͷʹͳǡ͵Ͳͷǡ͹ͺʹ
ǡ Ǧ ͹ͷͶǡͲͻͲ ͹͹ͷǡͳ͵ʹ
Ǥ TOTAL $427,309,720 $426,594,369 $429,944,026

Expenditure
DIVISIONDESCRIPTIONS FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ADMINISTRATIONDIVISION
̵ȗ ̈́ͷǡͷͻͷǡͶͺͲ ̈́ͷǡʹʹͺǡͻ͸ʹ ̈́ͷǡ͵͸ͺǡͶͶͷ
ǣ ͳǡͶͳͷǡ͸ͳͲ ͳǡͺͶͻǡͲͶ͵ ͳǡͻ͸Ͷǡʹͻʹ
ǡ ȗȗ ͳʹǡͳͲͻǡͶ͹Ͳ Ǧ Ǧ
ȋͷȌ ȗȗ ͹ǡͲ͵ͺǡʹͷͲ ͳͻǡͷ͵͸ǡ͵ͳ͵ ͳͻǡ͹Ͳ͸ǡͲͳͶ
ƬǤ ͳǡͲ͸ͻǡͷͶͲ ͳǡ͵ͷ͵ǡͻ͹ʹ ͳǡ͵ͺʹǡͳʹͲ
ǯ ͻͷ͵ǡͺͺͲ ͵ǡ͵ͺ͸ǡ͸͹ͺ ͵ǡͷʹ͸ǡʹͷ͸
ǯ TOTAL $28,182,230 $31,354,968 $31,947,127

*TheBudgetOfficeandthePurchasingUnitareproposedtobereorganizedintotheController'sOffice(formerlytheAccounting
Division).
Ǥ **TheParkingDivisionisproposedtobeconsolidatedintotheRevenueDivision.
Ȁ

ǯ
Ƭǡ

Ǥ

D -‐ 20
DIVISIONDESCRIPTIONSȋǯȌ SIGNIFICANTCHANGESINBUDGETANDPERFORMANCE
FTE FY2011Ǧ12 FY2012Ǧ13
ACCOUNTINGDIVISION

ȋ̈́ʹͲǡͷʹͲȌ ȋ̈́ʹͲǡͺ͹͵Ȍ
ȋͲǤ͹Ͳ ͳͲͳͲȌ
ȋͳǤͲͲ ȋʹǤͲͲȌ ȋ̈́ʹͷ͹ǡ͵͹͸Ȍ ȋ̈́ʹ͸ʹǡͶͷʹȌ
Ǥ ǢͳǤͲͲ Ȍ
ȋͲǤ͸Ͳ ͳͲͳͲȌ
̈́ͳͲͷǡ͵ͺ͸ ̈́ͳͲ͹ǡͶͻͻ
ǡ
ȋͲǤͷͲ ȋͷǤ͵ͲȌ ȋ̈́ͷ͸ʹǡͳͻͻȌ ȋ̈́ͷ͹ͺǡ͹͹ͲȌ
ǡ ǢͶǤͺͲ Ȍ
Ǣ ȋ̈́ͳͷǡͷͺͻȌ ȋ̈́ͳ͸ǡʹ͹ͲȌ
ȋͲǤͺͶ
ǯ ͳͲͳͲȌǢȋͳǤͲͲ
ǯ ͳͲͳͲȌ
Ǣ ͲǤͳͲ ̈́ͳͲǡͲͲ͹ ̈́ͳͲǡʹͲ͹
ȋͲǤͳͲ ͳͲͳͲȌ

ͲǤͷͲ ȋͲǤ͹ͲȌ ȋ̈́ͷͷǡ͵ͻͻȌ ȋ̈́ͷͻǡͶͺͶȌ
ȋ ͳ͹ͲͲȌͲǤʹͲ
Ǥ ȋ ʹ͵ͳͲȌ
ǡ ȋͲǤͻ͵Ȍ ȋ̈́͹͹ǡͶ͹͸Ȍ
ͲǤͻ͵
ȋ ͳ͹ͲͲȌ ʹͲͳͳǦͳʹ
Ǣ ͲǤ͹ͺ ȋͲǤ͹ͺȌ ȋ̈́͸͹ǡ͸ͻʹȌ
ȋ ͳ͹ͲͲȌ ʹͲͳʹǦͳ͵
Ǣ ȋͳǤͲͲ ȋͷǤͳͲȌ ȋ̈́ͷͻ͹ǡͺͲͳȌ ȋ̈́͸ͳ͸ǡͷͺͷȌ
ǢͳǤͲͲ ǤǢͳǤͲͲ
ǡʹǤͳͲ Ȍ
Ǣ
ȋͳǤͲͲȌ ȋ̈́ͳͲͷǡͳͳͳȌ
ͳǤͲͲ ʹͲͳʹǦͳ͵
Ǥ ȋ̈́ͳͻǡͶ͵͸Ȍ ȋ̈́ʹͲǡͳͷͳȌ
ǡ ȋͳǤͲͲ ͳͲͳͲȌ
Ǥ ȋͳǤͲͲ ȋͳǤͲͲȌ ȋ̈́ͺͷǡͲͺͲȌ ȋ̈́ͺ͸ǡ͹ͺͶȌ

Ȍ
ȋͳǤͲͲ ͳͲͳͲȌǢ ȋ̈́͹ͷǡͲͷͺȌ ȋ̈́ͺͻǡ͵ͻ͹Ȍ
Ǥ ȋͳǤͲͲ ͳͲͳͲȌǢ
ȋͳǤͲͲ
ͳͲͳͲȌǢ
REVENUEDIVISION ȋͳǤͲͲ ͳͲͳͲȌ

ȋ̈́͵ͷͳǡͲͺͻȌ ȋ̈́͵ʹ͹ǡͺ͸ͻȌ
Ǣ
ȋ̈́ͳͳͲǡ͹͹͹Ȍ ȋ̈́ͳ͹ʹǡ͹ͷͻȌ
Ǣ

FTE FY2011Ǧ12 FY2012Ǧ13
ALLOtherFunds
Changes Changes
ǡ ȋ̈́ͺǡ͹ͻͶȌ ȋ̈́ͺǡͻͶͷȌ
ǣǡ ȋͲǤ͵Ͳ ͹͹ͺͲȌ
̈́͹Ͳǡʹͷͺ ̈́͹ͳǡ͸͸͸
ǡǡ ȋͲǤͶͲ ͹͹ͺͲȌ
ǡ ȋͳǤͷͲȌ ȋ̈́ͳ͵ͳǡͺ͸ͲȌ ȋ̈́ͳ͵ͶǡͷͲʹȌ

ǡ
Ǣ ȋ ͳ͹ͲͲȌȋͳǤͲͲ ǢͲǤͷͲ
Ȍ
ȋͲǤʹͲȌ ȋ̈́ʹʹǡ͵Ͳ͹Ȍ ȋ̈́ʹʹǡ͹ͷʹȌ
Ǣ ȋ ʹ͵ͳͲȌȋͲǤʹͲ
Ȍ

̈́͵ͳǡ͸Ͷ͸ ̈́͵ʹǡ͵ͲͶ
ȋͲǤͳ͸
ͳ͹ͲͲȌǢ
Ǥ ȋͳǤͲͲ ͳ͹ͲͲȌǢ
ȋͳǤͲͲ ͳ͹ͲͲȌ
RISKMANAGEMENT ̈́ͻͲǡͲ͸Ͳ ̈́ͻͳǡͺ͸ͷ
ȋͲǤͻͲ ͳ͹ͲͲȌ

ǡǡ ͲǤͷͲ
ͲǤ͹Ͳ ̈́ͷͷǡ͵ͻͻ ̈́ͷͻǡͶͺͶ
ǡ ȋ ͳͲͳͲȌ ȋ ͳ͹ͲͲȌ
ͲǤʹͲ
ǡǯǡ ȋ ʹ͵ͳͲȌ
ǡǦ
Ǥ

D -‐ 21
TREASURYDIVISION SIGNIFICANTCHANGESINBUDGETANDPERFORMANCEȋ̵Ȍ
FTE FY2011Ǧ12 FY2012Ǧ13
Changes Changes
ȋǡ
ͲǤͻ͵
ͲǤͻ͵ ̈́͹͹ǡͶ͹͸

ȋ ͳͲͳͲȌ ȋ ͳ͹ͲͲȌ
ȌǤǤǢ ʹͲͳͳǦͳʹ
ͲǤ͹ͺ
ͲǤ͹ͺ ̈́͸͹ǡ͸ͻʹ
ǡ ȋ ͳͲͳͲȌ ȋ ͳ͹ͲͲȌ
ǡ ʹͲͳʹǦͳ͵
Ǣ
ǡǡ FTE FY2011Ǧ12 FY2012Ǧ13
ǡ OrganizationalChanges Changes Changes
Ǣ

ǡǢ

Ǥ

PARKINGDIVISION

ORGANIZATIONALCHARTBYDIVISION
Ǣ
ǡ

Ǥ

Ǥ

Ǧ

D -‐ 22
HUMANRESOURCES
HUMAN SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYFUND
RESOURCES ExpendituresbyFund
FY2010Ǧ11
Midcycle
FY2011Ǧ12
Proposed
FY2012Ǧ13
Proposed
ͳͲͳͲ
ȋ
Ȍ ̈́͵ǡͺ͹ͻǡ͹ͲͲ ̈́Ͷǡʹͷ͹ǡ͹Ͳͳ ̈́Ͷǡʹͷ͹ǡͲ͹ʹ
MISSIONSTATEMENT ͳͳͷͲ ̵ ͹ǡͶ͸Ͳ
͹ͳͲͲ ʹǡͷͷʹǡͲͺͲ ʹǡͷͺͺǡ͹Ͳ͹ ʹǡ͸Ͳʹǡ͸Ͳͷ
͹ͳʹͲ ̵ ͵Ͷ͹ǡͳ͵Ͳ ͵ʹͺǡ͸Ͳ͸ ͵͵ͶǡͶͷ͵
͹ͳ͵Ͳ ͳͺ͹ǡͷͻͲ ͳͻͻǡ͵ͷͻ ʹͲͷǡ͸ͳ͹
TOTAL $6,973,960 $7,374,876 $7,400,242

ͷͷǤ͸Ψ ͷ͹Ǥ͹Ψ ͷ͹ǤͷΨ

ͲǤͻΨ ͳǤͳΨ ͳǤͳΨ
ǡǡ
ǡǡ
ǡ
Ǥ

FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
BUSINESSGOALS Midcycle Proposed Proposed
Division
FTE FTE FTE
ǡ AdministrationDivision 5.00 5.00 5.00
ǡ 1010ǦGeneralFund:GeneralPurpose 4.54 5.00 5.00
ǡǡǡ 7100ǦPoliceandFireRetirementSystem 0.23 Ǧ Ǧ
7120ǦOaklandMunicipalEmployees'RetirementSystem 0.23 Ǧ Ǧ
Ǣ Benefits&RetirementDivision 9.00 9.00 9.00
Ǣ 1010ǦGeneralFund:GeneralPurpose 3.15 2.95 2.95
ǯǡ 7100ǦPoliceandFireRetirementSystem 3.70 3.70 3.70
ǡ 7120ǦOaklandMunicipalEmployees'RetirementSystem 1.40 1.35 1.35
Ȁ 7130ǦEmployeeDeferredCompensation 0.75 1.00 1.00
Ǣ Employee/LaborRelationsDivision 5.00 5.00 4.00
ǯǤ
Recruitment&ClassificationDivision 22.00 21.50 19.50

TOTAL 41.00 40.50 37.50
PRIORREDUCTIONS

ʹͲͲͺǡ

Ǧ
̈́ͳǤͳ͵ȋǦͳ͵ǤͻΨȌǡ SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYDIVISION
ǦʹͳǤͲͲ
ȋǦ͵͵ǤͻΨȌǤ Revenue
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13

ǡ
̈́ͳ͸ͺǡ͸͵Ͳ ̈́ͳͻͷǡͺ͹ͷ ̈́ͳͻ͹ǡͶͻͻ

TOTAL $168,630 $195,875 $197,499
ǡ

Ǥǡ Expenditure
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
͹ͺͳǡ͹͹Ͳ ͺʹͲǡ͸ͲͶ ͺʹ͵ǡͺͺʹ
ǯ
Ƭ ͵ǡʹͳͲǡ͸ͻͲ ͵ǡ͵ͲͷǡͲ͸ͳ ͵ǡ͵͵͹ǡͶ͵ͻ

Ȁ ̈́͹ʹͶǡͲͶͲ ̈́͹ͳ͹ǡ͹͸͹ ̈́͸ͻ͹ǡͷͻ͹
Ƭ ʹǡʹͷ͹ǡͶ͸Ͳ ʹǡͷ͵ͳǡͶͶͶ ʹǡͷͶͳǡ͵ʹͶ
TOTAL $6,973,960 $7,374,876 $7,400,242
Ǥ
ǡ
D -‐ 23
HUMANRESOURCES
PRIORREDUCTIONSȋǯȌ SIGNIFICANTCHANGESINBUDGETANDPERFORMANCE
FTE FY2011Ǧ12 FY2012Ǧ13
ǡ GeneralPurposeFund(GPF) Changes Changes
ǡ ȋ̈́ͷ͸ǡ͵ͷͺȌ ȋ̈́ͷ͹ǡͶͺͺȌ

ʹǤͲ ȗ
ȋʹǤͲͲȌ ȋ̈́ͳͶͺǡͶ͹ͻȌ ȋ̈́ʹͲͶǡʹͳʹȌ
ǯ
ȋͳǤͲͲȌ ȋ̈́ͳͲͲǡ͸ͲͳȌ ȋ̈́ͳ͵͸ǡͺʹ͵Ȍ
ͳǤͲ ȗ
Ǥ
ȋͲǤͷͲȌ ȋ̈́͹ͲǡͶͳͲȌ ȋ̈́ͻ͵ǡ͸ͷͲȌ
ͲǤͷͲ ȗ
DIVISIONDESCRIPTIONS ͲǤͲͷ ȋͲǤͲͷȌ ȋ̈́ͳͳǡͺͻͳȌ ȋ̈́ͳʹǡ͵͵ͺȌ
ȋ ͹ͳͲͲȌ
ADMINISTRATIONDIVISION ͲǤʹͷ ȋͲǤʹͷȌ ȋ̈́ʹͳǡͶͶͻȌ ȋ̈́ʹ͵ǡͲͳ͹Ȍ
ȋ ͹ͳ͵ͲȌ
ƬƬ ̈́ͳͷǡͲͲͲ ̈́ͳͷǡͲͲͲ
Ǣ
FTE FY2011Ǧ12 FY2012Ǧ13
ǡǡ ALLOtherFunds Changes Changes

ͲǤͲͷ ȋ̈́ͳͳǡͺͻͳȌ ȋ̈́ͳʹǡ͵͵ͺȌ
Ǣ ͲǤͲͷ
ȋ
ͳͲͳͲȌ ȋ ͹ͳͲͲȌ
ͲǤʹͷ
ͲǤʹͷ ȋ̈́ʹͳǡͶͶͻȌ ȋ̈́ʹ͵ǡͲͳ͹Ȍ
Ǥ ȋ ͳͲͳͲȌ
ȋ ͹ͳ͵ͲȌ
Ǥ ȗǦǡ
͵ͲǡʹͲͳͳǤ
BENEFITS&RETIREMENTDIVISION


ȋ ǡ ǡȌǤ

Ǥ HUMANRESOURCES
ͶͲǤͷͲ
EMPLOYEE/LABORRELATIONS
DIVISION

Administration Benefits&Retirement
ͷǤͲͲ ͻǤͲͲ

Ǣ

ǡǡ Employee/LaborRelations Recruitment&Classification
Ǣ ͷǤͲͲ ʹͳǤͷͲ

Ǣ
Ǥ

RECRUITMENTANDCLASSIFICATION
DIVISION

Ǥ

Ǣǡ

ǯǤ

Ǥ
D -‐ 24
HUMANRESOURCES
D -‐ 25
HUMANRESOURCES
D -‐ 26
POLICESERVICES
POLICESERVICES SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYFUND
AGENCY ExpendituresbyFund
FY2010Ǧ11
Midcycle
FY2011Ǧ12
Proposed
FY2012Ǧ13
Proposed
ͳͲͳͲ
ȋ
Ȍ ̈́ͳ͹͵ǡͺ͹ͻǡͷʹͲ ̈́ͳ͸ͷǡ͸ͳͶǡ͵Ͷͷ ̈́ͳ͹͵ǡͲͷ͹ǡ͵ͻͲ
MISSIONSTATEMENT ͳͳͲͲ ͹ǡ͵͹ͶǡͶͺͲ ͹ǡ͵͹ͶǡͶͺͲ ͹ǡ͵͹ͶǡͶͺͲ
ʹͳͳʹ ʹǡͺͷͲǡ͹ʹͲ ͳ͸ͷǡ͵͵ͳ ͳ͸ͺǡͳͲͳ
ʹͳʹ͵ ͳ͹͸ǡ͹͸Ͳ Ǧ Ǧ

ʹͳ͹ʹ ǣ Ͷ͸ʹǡͶͻͲ ͵͸͹ǡͺ͹͸ ͵͹ͶǡʹͳͲ
ǡ
ʹʹͷͳ ǣ ͳʹǡʹ͹Ͷǡͺͷ͵ ͳʹǡ͹ͲͶǡ͹ͺͺ
ǡ
ʹͶͳͳ ͳǡͲͲͷǡͷͳ͹ ͳǡͲʹ͵ǡͺͲͻ
ǡ
ʹͶͳ͸ ʹǡͲ͸ʹǡ͹ͷͲ ͳǡͻʹ͵ǡ͹ͻͳ ͳǡͻ͵͸ǡͲͺͺ
ǡ
ʹ͸Ͳ͹ Ǧ
ͷǡͺ͹͹ǡͲͶͲ ͸ǡ͸͵ͳǡͻͳ͸
ǡ ʹͻͳͲ ǣͳͷΨǦ ʹͺͻǡ͵ͳͲ Ǧ Ǧ
ʹͻͳʹ ǣ ͺͶǡͶͲͲ Ǧ Ǧ
ʹͻͳͶ ͳͲ͸ǡͲʹͲ Ǧ Ǧ
ǡ ʹͻͻͷ
͸͵͹ǡͷͲͲ ʹͲǡͲͲͲ ʹͲǡͲͲͲ
ǡ ʹͻͻͻ
ͳ͹Ͳǡ͸ͳͲ ͺͲͲǡͲͲͲ ͳǡ͵ͲͲǡͲͲͲ
ǡ ͶͶͲͲ ʹ͵Ͳ
ǡǦ ͹ͶʹͲ ͵ʹͳǡͲͲͲ Ǧ Ǧ
Ǥ ͹ͶͶͲ ͵ͳ͵ǡͲͲͲ ͵ͲͲǡͲͲͲ
͹͸ͻͲ ͵ǡ͸͸Ͳ
͹͹ͺͲ ȋȌ ͵ǡͷͶ͵ǡͺͺͲ ͵ǡ͸͹ʹǡͺ͵͵ ͵ǡ͹͹ͷǡʹͶͺ
BUSINESSGOALS ͹ͻͻͻ ͳͲ ͳͲ ͳͲ

TOTAL $198,153,380 $200,150,952 $201,734,124

ͺ͹Ǥ͹Ψ ͺʹǤ͹Ψ ͺͷǤͺΨ

ͶͳǤͷΨ ͶʹǤͺΨ Ͷ͵ǤͻΨ

ǡ
ǡ AUTHORIZEDPOSITIONSBYDIVISION
ǦǦ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ǡ Midcycle Proposed Proposed
Ǥ Division Budget Budget Budget
FTE FTE FTE

BureauofAdministration 39.00 33.00 30.00


2112ǦDepartmentofJustice Ǧ 1.00 1.00

2411ǦFalseAlarmReductionProgram Ǧ 3.50 3.50

2995ǦPoliceGrants 3.50 Ǧ Ǧ
Ǥ BureauofFieldOperations 626.13 535.65 513.65
2123ǦUSDeptofHomelandSecurity 1.00 Ǧ Ǧ
2172ǦAlamedaCounty:VehicleAbatementAuthority 3.00 2.00 2.00
ǡ 2251ǦMeasureY:PublicSafetyAct2004 Ǧ 63.00 63.00
ǡ 2416ǦTrafficSafetyFund 30.13 15.65 15.65
ǡ 2607ǦDepartmentofJusticeǦCOPSHiringRecovery 39.00 41.00
ǡ 2999ǦMiscellaneousGrants 5.00 Ǧ Ǧ
Ǥ BureauofInvestigation 170.00 167.00 153.00
ǦǦǦ 2607ǦDepartmentofJusticeǦCOPSHiringRecovery 1.00 Ǧ Ǧ
Program(ARRA)
BureauofServices 185.00 164.00 164.00
ǡǡ 1010ǦGeneralFund:GeneralPurpose 161.00 162.00 162.00
2112ǦDepartmentofJustice 15.00 Ǧ Ǧ
2411ǦFalseAlarmReductionProgram Ǧ 2.00 2.00
2910ǦFederalAssetForfeiture:15%SetǦaside 9.00 Ǧ Ǧ
Ǥ OfficeoftheChiefofPolice 64.00 61.00 58.00
2607ǦDepartmentofJusticeǦCOPSHiringRecovery 1.00 Ǧ Ǧ
Program(ARRA)
ǡǡ TOTAL 1,084.13 960.65 918.65

D -‐ 27
POLICESERVICES
SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYDIVISION

Revenue
Ǥ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
̵ ̈́ʹǡ͵ͲͶǡͶ͸Ͳ ̈́ͳǡͳͺͷǡͶ͹ͻ ̈́ͳǡʹͲ͹ǡ͵͹ͷ
͸ǡͲͳͳǡͶʹͲ ͳʹǡ͹͵͹ǡʹͶͺ ͸ǡͳʹ͸ǡͳͶͶ
ͶͶͺǡͷͲͲ Ͷͻǡͳ͹Ͳ Ͷͻǡͳ͹Ͳ
Ǧ ͳǡͳͷ͵ǡͻ͸Ͳ ͺ͹ͺǡͶ͹ͷ ͺ͹ͺǡͶ͹ͷ
ͳͲǡͳͳͻǡʹʹͲ ͳǡͳͷͻǡͲͷ͸ ͷ͸ͻǡͳͶͳ
Ǥ TOTAL $20,037,560 $16,009,428 $8,830,305

Expenditure
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
̈́ͷǡ͵ͳͷǡͳ͹Ͳ ̈́ͷǡʹͲͲǡ͸͸͸ ̈́ͷǡͲͷͺǡͺͳͲ
ǡǡ ͻ͸ǡ͹ͲͲǡ͵ͲͲ ͳͲͶǡ͸͹ͻǡ͸Ͷͺ ͳͲ͵ǡͶͷͳǡ͸͸Ͳ
̵ǡ ʹͺǡͻͻͺǡͺʹͲ ͵Ͳǡͺͺͷǡͳ͸Ͷ ʹͻǡͳͳͶǡͺʹͶ
ʹͳǡͶʹͷǡ͹͸Ͳ ͳͻǡ͹ͲͻǡʹͲ͵ ʹͲǡͳ͸ͻǡ͵ͳͶ
Ͷͷǡ͹ͳ͵ǡ͵͵Ͳ ͵ͻǡ͸͹͸ǡʹ͹ͳ Ͷ͵ǡͻ͵ͻǡͷͳ͸
TOTAL* $198,153,380 $200,150,952 $201,734,124

*IncreasetoexpenditurefromFY10Ǧ11toFY11Ǧ12isprimarilyrelatedtoremoving:
ManagementSavings,savingsfrom6unpaidholidays,increasestofringeandretirement
Ǥ rates,savingsfromcivilianfurloughdaysandinclusionofstepincreases.

Ǥ SIGNIFICANTCHANGESINBUDGETANDPERFORMANCE
FTE FY2011Ǧ12 FY2012Ǧ13
ǡ Ǧ ̈́͵ͲͲǡͲͲͲ

ǡ ȋ ͹ͶͶͲȌ
ͳǤͲ ǡͳǤͲ ȋͶǤͲͲȌ ȋ̈́ʹͺʹǡ͹ʹͲȌ ȋ̈́͵͸ͷǡͶͷ͸Ȍ
Ǥ ȋ ʹͲͳʹȌǡͳǤͲ
ȋ ʹͲͳʹȌǡͳǤͲ
Ǧ ȋ̈́ͳͳ͵ǡͲͶͳȌ ȋ̈́ͳͲͷǡ͹͸͵Ȍ

PRIORREDUCTIONS
ȋͳǤͲͲȌ ȋ̈́ͻͺǡͷͶ͵Ȍ ȋ̈́ͳͲͲǡͷͳͻȌ
ͳǤͲ
ʹͲͲ͹ǦͲͺ
ȋʹǤͲͲȌ ȋ̈́ʹͺͷǡͲͺ͵Ȍ ȋ̈́ʹͻͲǡ͹͹ͺȌ
ǡ ʹǤͲ
ȋ ʹͶͳͳȌ

Ǧ ȋ̈́Ͷǡ͹͹ͲǡͳͲͻȌ ȋ̈́ͳʹǡ͵͹͸ǡͷ͸ʹȌ
ͳͺͶǤͷ Ǥǡͳ͵Ͷ ͸ͶͲ ͳͳǦͳʹ͸ͲͲ ȋ

Ǥ
Ǧ ȋ̈́ͳͲͲǡͲͲͲȌ ȋ̈́ͳͲͲǡͲͲͲȌ

ǡ Ǧ ȋ̈́͸͵ǡͲͲͲȌ ȋ̈́͸͵ǡͲͲͲȌ

Ǧ
Ǥ Ǧ ȋ̈́ʹǡͲͲͲǡͲͲͲȌ ȋ̈́ʹǡͲͲͲǡͲͲͲȌ

Ǧ ̈́ͶǡͲͲͲǡͲͲͲ
ǡ
FTE FY2011Ǧ12 FY2012Ǧ13
ͶΨͳȀͳȀͳ͵Ǥ ALLOtherFunds Changes Changes
͸Ǥ ʹǤͲͲ ̈́ʹͺͷǡͲͺ͵ ̈́ʹͻͲǡ͹͹ͺ
ʹǤͲ

ȋ ͳͲͳͲȌ ȋ ʹͶͳͳȌ

D -‐ 28
POLICESERVICES

PRIORREDUCTIONSȋǯȌ ORGANIZATIONALCHARTBYDIVISION

POLICESERVICES
Ǥ
ͻ͸ͲǤ͸ͷ

ǡ
Ǧ ͲͷǤ
BureauofAdministration BureauofFieldOperations
ǡ ͵͵ǤͲͲ ͷ͵ͷǤ͸ͷ
ͳͲǦͳͳǤ

DIVISIONDESCRIPTIONS BureauofInvestigations BureauofServices
ͳ͸͹ǤͲͲ ͳ͸ͶǤͲͲ
BUREAUOFADMINISTRATION
Ǧ

OfficeoftheChiefofPolice
ǡǡ
͸ͳǤͲͲ
Ǥ

BUREAUOFFIELDOPERATIONS

ǡ BUREAUOFSERVICES OFFICEOFTHECHIEFOFPOLICE
ǡ
Ǥ Ȁǡǡǡ
ǡ Ǥ ǡ
ǡǤ Ǧ
Ǥ
Ǥ
Ǥ ͻͳͳ
ǡ Ǥ
ǡ
Ǥ Ǥ
ǡ ȀǦ Ǥ
ǡǤ Ǧ
Ǥ
BUREAUOFINVESTIGATION Ǧ

Ǥ ȋȌ
Ǥ

Ǥ

D -‐ 29
POLICESERVICES
D -‐ 30
FIRESERVICES
FIRESERVICES SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYFUND
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ȋ
Ȍ ̈́ͻͺǡͳͶͶǡ͹͹Ͳ ̈́ͳͲͳǡͺͷʹǡʹ͵ͷ ̈́ͳͳͲǡͷͻͶǡ͵͵ͺ
ͳͳͲͲ ͳǡͶͻͳǡͺͻͲ ͳǡͶͻͳǡͺͻͲ ͳǡͶͻͳǡͺͻͲ
ͳ͹ͳͲ Ͷͺǡͺ͹Ͳ Ͷͺǡͺ͹Ͳ Ͷͺǡͺ͹Ͳ
ͳ͹ʹͲ Ǧ ͳͻͳǡͷͲͲ ͳͺͶǡʹͳͻ ͳͺ͸ǡͲ͹ͳ
ͳ͹ͶͲ ͸͹ͲǡͶͶͲ ͸ͻͻǡͷͻͲ ͹ͳͻǡ͵ͺͷ
ʹͳʹ͵ Ͷͻ͵ǡ͸͵Ͳ Ǧ ͳͺͺǡͳ͸Ͳ
ʹͳʹͶ ͳʹǡʹ͹Ͳ ͻͲͺǡͷͺͲ Ͷͺ͸ǡʹͳͳ
Ǥ ʹͳͶ͸ ȋ͹ͻǡͶ͵ͲȌ Ǧ Ǧ
ʹͳ͸Ͳ ǣ
ͻʹͳǡͳͶͲ ͳǡͲͳʹǡ͸ͳͷ ͳǡͲͳͷǡ͵ͻͶ
ʹͳͻͲ
ʹͶǡͻͲͲ ʹͷǡͲͲͲ ʹͷǡͲͲͲ
ǡ ʹʹͷͲ ǣ ͳǡʹͳͷǡʹͻͲ ͳǡͶͻͻǡʹͺ͸ ͳǡͶͷͲǡͺ͵ͺ
ǡ ʹʹͷͳ ǣ ͶǡͲͲͲǡͲͲͲ ͶǡͲͲͲǡͲͲͲ ͶǡͲͲͲǡͲͲͲ
ǡǡ ʹ͵ʹͳ ͳǡͺͷͶǡͶͺͲ ͳǡͺͶ͸ǡͻͷͷ ͳǡͺͶ͸ǡͻͷͶ
ǣǦ ʹ͵͵Ͳ ͵ǡͲͲͲ ͸ǡʹͲͲ ͸ǡʹͲͲ
ǡǡ ʹͶͳʹ ǣ ͳǡͶͺʹǡͷͷͲ ͳǡͺ͵͸ǡʹ͵ͺ ͳǡͺ͵͸ǡʹʹʹ
ͻǦͳǦͳǦ ͵ͳͲͲ ʹͷ͹ǡͷͶͲ ʹ͸ͺǡ͹͸ͻ ʹ͹͵ǡʹͻͳ
Ǥ TOTAL $110,732,840 $115,680,447 $124,168,824

ͺͺǤ͸Ψ ͺͺǤͲΨ ͺͻǤͳΨ
BUSINESSGOALS

ʹ͵ǤͶΨ ʹ͵ǤͶΨ ʹͶǤ͵Ψ

̵ǡ AUTHORIZEDPOSITIONSBYDIVISIONȋ̵Ȍ
ǡ
ǡ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
Ǥ Midcycle Proposed Proposed
FTE FTE FTE
911DispatchCommunication 23.00 23.00 23.00
͹ǡͻͲΨ 1010ǦGeneralFund:GeneralPurpose 11.00 12.00 12.00
Ǧ 2412ǦAlamedaCounty:EmergencyDispatchService 11.00 10.00 10.00
Ǥ SupplementalAssessment
ͻǦͳǦͳ 3100ǦSewerServiceFund 1.00 1.00 1.00
ͻͲ EmergencyMedicalServices 8.00 8.00 8.00
͸ͲǡͲͲͲ 2124ǦFederalEmergencyManagementAgency(FEMA) Ǧ 1.00 1.00
Ǣ 2146ǦCaliforniaStateEmergencyServices 1.00 Ǧ Ǧ
Ȁ 2250ǦMeasureN:Fund 6.00 6.00 6.00

ȋȀȌǢ 2412ǦAlamedaCounty:EmergencyDispatchService 1.00 1.00 1.00
SupplementalAssessment
EmergencyResponseSupportServices 2.00 2.00 2.00
ǡ 1010ǦGeneralFund:GeneralPurpose ʹǤͲͲ ʹǤͲͲ ʹǤͲͲ
FireDepartmentAdministration 9.00 9.00 9.00
ȋȌǤ 1740ǦHazardousMaterialsInspections 0.10 0.10 0.10
2123ǦUSDeptofHomelandSecurity 0.10 0.10 0.10
ȋȌ 2124ǦFederalEmergencyManagementAgency(FEMA) 0.10 0.10 0.10
Ǣ 2250ǦMeasureN:Fund 0.10 0.10 0.10
2412ǦAlamedaCounty:EmergencyDispatchService 0.10 0.10 0.10
SupplementalAssessment
ȋȌ FireDepartmentSafety,EducationandTraining 5.00 3.00 3.00
ȋȌǢ 1010ǦGeneralFund:GeneralPurpose 5.00 3.00 3.00
FirePreventionBureau 30.00 30.00 28.00
1720ǦComprehensiveCleanǦup 1.00 1.00 1.00
1740ǦHazardousMaterialsInspections 5.00 5.00 5.00
ȋȌǤ 2321ǦWildlandFirePreventionAssessDistrict 1.00 1.00 1.00

D -‐ 31
FIRESERVICES
Ǥ
AUTHORIZEDPOSITIONSBYDIVISIONȋ̵Ȍ
BUSINESSGOALSȋǯȌ
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ͻͺǦͳͲͲΨ Division Budget Budget Budget
FTE FTE FTE
Ǣ FireSuppression/FieldOperations 471.20 474.00 474.00
2124ǦFederalEmergencyManagementAgency(FEMA) Ǧ 3.00 Ǧ
ǢǦ 2190ǦPrivateGrants 0.20 Ǧ Ǧ
OfficeofEmergencySvcs/Dept.ofHomelandSec. 10.60 12.00 12.00
ȋȌ 1010ǦGeneralFund:GeneralPurpose 3.60 3.00 2.00
Ǣ 2123ǦUSDeptofHomelandSecurity 6.00 8.00 9.00
2160ǦCountyofAlameda:Grants 1.00 1.00 1.00
Ǣ Personnel,Safety,andLiability 1.00 2.00 2.00
Ǣ SpecialOperationǦEmergencyResponse 28.45 27.45 27.45
Ǥ 2123ǦUSDeptofHomelandSecurity 1.00 1.00 1.00
2124ǦFederalEmergencyManagementAgency(FEMA) 2.25 2.25 2.25

2190ǦPrivateGrants 0.20 0.20 0.20

TOTAL 588.25 590.45 588.45

Ǥ
ǡ
ǡ
SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYDIVISION
ǯ
Ǥ Revenue

FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ǯ Midcycle Proposed Proposed
Division
ǡǡ Budget Budget Budget
ǡ
ͻͳͳ ̈́ͳǡͺ͹͸ǡͺ͸Ͳ ̈́ͳǡͺ͹͸ǡͺ͸Ͳ ̈́ͳǡͺ͹͸ǡͺ͸Ͳ

ʹǡͶͲʹǡʹͻͲ ʹǡͷ͸ͷǡͺʹʹ ʹǡͷ͵ͻǡͷ͹ͳ

ͳǡͻ͵Ͷǡ͹͸Ͳ ͷ͵ǡͲͷͲ ͷ͵ǡͲͷͲ
ǦǢ
Ͷǡ͸͵ͺǡ͹͵Ͳ ͷǡ͵ʹͳǡ͹Ͷ͹ ͷǡͷͻͳǡͷͷͲ

Ȁ ͵ͷǡ͸ͳͲ ͳͲǡ͸ͳͲ ͳͲǡ͸ͳͲ
ͳͺǤ
ȀǤǤ Ǧ ͷͷǡͲͲͲ ͷ͹ǡ͵Ͷ͸
Ǧ ͷǡͲͲͲǡͲͲͲ ͷǡͺͶͷǡ͹ʹͻ ͷǡͶʹͲǡͷͲ͵
ǡ TOTAL $15,888,250 $15,728,818 $15,549,490
ǦǢ

Ǥ Expenditure
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ǡ Division
Ǣ
ͻͳͳ ̈́͵ǡͷͷͺǡͻͶͲ ̈́Ͷǡ͵ͻ͹ǡ͵Ͷ͵ ̈́ͶǡͶͶͲǡͲͳͷ
ǡǡ ʹǡʹͳͷǡ͵͹Ͳ ʹǡ͸ͻ͹ǡ͸͵ͳ ʹǡ͸ͷ͵ǡͻʹ͹
ǡǡ ʹǡͻͳ͹ǡ͹ͲͲ ͵ǡͶͳͳǡͶʹͺ ͵ǡͶͶͷǡ͹͹ͷ
ǡ ͷǡ͸ͷͲǡͶͺͲ ͶǡͲͶͲǡͺ͸ͺ ͶǡʹͲʹǡ͸͸ͷ
Ǧ ǡ ͻͷͷǡ͹͵Ͳ ͷͻͲǡͻͺʹ ͸Ͳͳǡ͸ʹ͵
Ǥ ͷǡͷͺ͸ǡ͵͹Ͳ ͸ǡͲͻͲǡͻͳ͸ ͷǡ͹͹ͻǡ͹͵͹
Ȁ ͺ͵ǡͻͺͲǡʹʹͲ ͺͺǡͶ͵ͲǡͶͶ͵ ͻ͸ǡͻͶͲǡ͵͵ͷ

ȀǤǤ ͳǡͲͲͻǡ͵ͷͲ ͸ʹ͹ǡͲ͸ͻ ͷͺͷǡͶ͵ͺ

ǡǡ ͵ͳͶǡͲͺͲ ͷ͵ͺǡͺͳʹ ͷͶͶǡͶͳͺ

Ǧ ͶǡͷͶͶǡ͸ͲͲ ͶǡͺͷͶǡͻͷͷ Ͷǡͻ͹Ͷǡͺͻͳ
ǡ Ǧǡ
Ǥ TOTAL* $110,732,840 $115,680,447 $124,168,824

*IncreasestoexpediturefromFY10Ǧ11toFY11Ǧ12areduetoincreasestothefringe
andretirementrates,removaloffurloughdaysforciviliansandstepincreasesfor
civiliansandsworn.FromFY11Ǧ12toFY12Ǧ13,theincreasesareagainduetohigher

D -‐ 32
FIRESERVICES

FTE FY2011Ǧ12 FY2012Ǧ13
BUSINESSGOALSȋǯȌ GeneralPurposeFund(GPF) Changes Changes
̈́ͷͲͲǡͲͲͲ ̈́͹ͷͲǡͲͲͲ
ǡ ͳǡͷͲͲͺǡͲͲͲͳͳͲǡͲͲͲʹ
ǦǤ ȋ͵ǤͲͲȌ ȋ̈́ʹͺͺǡͺͺͳȌ ȋ̈́ʹͻ͸ǡͷ͹ͳȌ
ȋ͸ǤͲ ͵ǤͲ
ȌǢ͸
PRIORREDUCTIONS ͳǤͲ

ȋ ʹͳʹ͵Ȍ ͳʹǦͳ͵
ȋͳǤͲͲȌ ȋ̈́ʹͶͻǡͻͶͺȌ
ͳǤͲ Ǥ͸Ͳ ȋͳǤ͸ͲȌ ȋ̈́ʹͷͳǡͳ͸ͲȌ ȋ̈́ʹͷ͸ǡͳͻͶȌ

ͷͷʹͲͺ Ǥ
Ǥ ȋʹǤͲͲȌ ȋ̈́ͶͲʹǡͷͺͶȌ
ʹǤͲ ͳʹǦͳ͵Ǣʹ
̈́ͷ

ǡǡ
ȋ̈́ͶͲǡͲͲͲȌ ȋ̈́ͶͲǡͲͲͲȌ
ͶͲǤͺͷΨǯ Ǧ

ȋ̈́ʹͲǡͲͲͲȌ ȋ̈́ʹͲǡͲͲͲȌ
̈́ͳǤͳȋ͵ͲΨȌ ǡ
ͷ͸Ǧ
FTE FY2011Ǧ12 FY2012Ǧ13
Ǥ ALLOtherFunds Changes Changes
ͳǤͲͲ ̈́ʹͶͻǡͻͶͺ
ͳǤͲ
ȋ
ʹǢ ͳͲͳͲȌȋ ʹͳʹ͵Ȍ ͳʹǦͳ͵

ǯ
Ǥ
ǡ FIREDEPARTMENTSAFETY,EDUCATION
ANDTRAINING
ǡ
Ǥ Ǣ
ǡǤ
ȋȌǢ
FIREPREVENTIONBUREAU
Ǥ ȀǢ

ǡ Ǣ
Ǧǡǡ
ǡ
ʹͷ͹
Ǥ
Ǥ ǡ

ȋȌǡ
DIVISIONDESCRIPTIONS EMERGENCYRESPONSESUPPORT
Ǣ
SERVICES
911DISPATCHCOMMUNICATION Ǧ
ǡǡǡ ǡ
Ȁǡ
ǡ Ǥ
Ǣ Ǥ
FIRESUPPRESSION/FIELDOPERATIONS

FIREDEPARTMENTADMINISTRATION
ǯ

ȋȌǤ Ǥ
̵ǡ
EMERGENCYMEDICALSERVICES ǡǡ
ǡ
Ǧ
ǡǢ
ǡ
ǡ
Ǣ
ǡǡ
ͻǦͳǦͳ
Ǥ

D -‐ 33
FIRESERVICES
DIVISIONDESCRIPTIONS ORGANIZATIONALCHARTBYDIVISION
OFFICEOFEMERGENCY
FIRESERVICES
SERVICES/HOMELANDSECURITY ͷͻͲǤͶͷ

̵ǡ
ǡǡ

911DispatchCommunications EmergencyMedicalResponse
ʹ͵ǤͲͲ ͺǤͲͲ
ǡ
̵
ȋȌǡ
EmergencyResponseSupport
Services
FireDepartmentAdministration
ͻǤͲͲ
ȋȌ ʹǤͲͲ

ȋ ȌǢ
FireDept.Safety,Education,
FirePreventionBureau
andTraining
ǡ ͵ǤͲͲ
͵ͲǤͲͲ

Ǥ
̵ FireSuppression/FieldOperations OfficeofEmergencyServices/
ȋȌǢ Ͷ͹ͶǤͲͲ Dept.ofHomeland Security
ͳʹǤͲͲ

ǡ
SpecialOperation/
Personnel,Safety,andLiability
ʹǤͲͲ
EmergencyRescue
ʹ͹ǤͶͷ
Ǣ
̵

Ǥ

PERSONNEL,SAFETYANDLIABILITY

Ǧ

ǡǡ
ǡǯǡ
ǡ
Ǣ

ǦǢ
Ǥ

SPECIALOPERATIONǦEMERGENCY
RESPONSE

ǡ
ǡǡ
ǡǦ
ǡ
ǡ

ȋȌ

D -‐ 34
PARKSANDRECREATION
PARKSAND SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYFUND
RECREATION ExpendituresbyFund
FY2010Ǧ11
Midcycle
FY2011Ǧ12
Proposed
FY2012Ǧ13
Proposed
ͳͲͳͲ
ȋ
Ȍ ̈́ͳͳǡͻ͸͹ǡͷͲͲ ̈́ͳʹǡ͹͹͵ǡ͵͸͵ ̈́ͳ͵ǡ͹ͷ͸ǡͺ͵ʹ
MISSIONSTATEMENT ͳͳͲͲ ʹͻͲǡͳ͹Ͳ ʹͻͲǡͳ͹Ͳ ʹͻͲǡͳ͹Ͳ
ͳ͹ͺͲ ̵ ̵ Ǧ ͳͳ͸ǡͲ͸ͺ ͳͳͺǡ͵ͻ͵
Ƭ ͳͺʹͲ ʹǡ͸͹ͷǡʹͲͲ ͵ǡͺͲͶǡ͵Ͷͺ ͵ǡͺͺ͸ǡͻͷͷ
ʹͳͳʹ ʹ͵ͷǡͲͲͲ Ǧ Ǧ
ʹ͵ͳͲ ͶǡʹͲͶǡͷͷͲ ͵ǡͻ͵ʹǡ͸ͻ͵ ͶǡͳʹͲǡ͸͹ͻ
ǡǡ
ʹͻͻʹ
ͶͶǡͷͳͲ Ǧ Ǧ

ʹͻͻ͸
ʹͲͲͳ Ǧ ͳ͸ǡͺͶ͹ ͳ͸ǡͺͶ͹
Ǥ
͵ʹͲͲ
ʹ͸ͺǡ͸͵Ͳ ͹Ͷʹǡͺͻʹ ͺͺͳǡ͵ͻͳ

͹ͻͻͻ ͸ͻǡʹͻͲ ͸ͻǡʹ͹Ͳ ͸ͻǡʹ͹Ͳ

TOTAL $19,754,850 $21,745,651 $23,140,537
Ǥ
ǡǡ
͸ͲǤ͸Ψ ͷͺǤ͹Ψ ͷͻǤͶΨ

ʹǤͻΨ ʹǤͻΨ ͵ǤͲΨ

Ǥ

ǡ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ǡ Midcycle Proposed Proposed
Program
Ǥ FTE FTE FTE
Adult&CommunitySports 5.34 6.09 6.09
BUSINESSGOALS 1820ǦOPRCASelfSustainingRevolvingFund 1.09 1.09 1.09
AfterSchoolSports 10.11 16.58 16.58

3200ǦGolfCourse 0.75 0.75 0.75

AquaticsBoating 7.18 8.18 8.18


1820ǦOPRCASelfSustainingRevolvingFund 3.93 3.93 3.93
ǡǡǡ
AquaticsPools 22.85 21.86 21.86
Ǥ
BallFields 8.10 8.10 8.10
ǡǡ 2310ǦLightingandLandscapeAssessmentDistrict 6.29 6.29 6.29
ǡǡ Camp 1.70 1.00 1.00
ǡ 1010ǦGeneralFund:GeneralPurpose 1.70 1.00 1.00
Ǥ CentralAdministration 15.38 15.38 15.38
CentralReservations 10.65 14.65 14.65

ContractManagement 2.00 1.00 1.00
Ͳ
ǦǦ
CulturalArts 15.79 15.79 15.79
ǡǡ
Ǥ
DaviesTennis&CitywideTennis 10.75 4.28 4.28
ǡ 1820ǦOPRCASelfSustainingRevolvingFund 2.25 2.25 2.25
ǡǡ Recreation,CulturalCivic 150.73 114.41 114.41
1780ǦKid'sFirstOaklandChildren'sFund 42.09 1.25 1.25
Ǥ 1820ǦOPRCASelfSustainingRevolvingFund 42.09 41.84 41.84
ǯ 2310ǦLightingandLandscapeAssessmentDistrict 1.00 1.00 1.00
TOTAL 260.58 227.32 227.32

D -‐ 35
PARKSANDRECREATION
BUSINESSGOALSȋǯȌ
ǡǡ
ǡ Revenue
ǡǡ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
Ƭ ̈́Ͷʹǡ͸ͷͲ ̈́Ͷʹǡ͸ͷͲ ̈́Ͷʹǡ͸ͷͲ

͹ͷǡͶͻͲ ͳ͸ʹǡͲͺͲ ͵ͲͲǡͷͺͲ

ʹͷͷǡͶ͵Ͳ ʹʹ͹ǡ͹͸͹ ʹʹ͹ǡ͹͸͹

ͳͺ͵ǡ͵ͻͲ ͳ͸ʹǡͳͶͲ ͳ͸ʹǡͳͶͲ
Ǥǣ
͸ʹ͵ǡͳͶͲ ͸ͻǡʹ͹Ͳ ͸ͻǡʹ͹Ͳ
ǡǡ ǡǡ
͸ͳ͵ǡͻͺͲ ͳǡͳʹͲǡͲͶ͵ ͳǡͳͻ͸ǡ͵Ͳͳ
ǡǡ
ͳ͸ǡ͹͹Ͳ ͸ͳͺǡͲͲͲ ͸ͳͺǡͲͲͲ
ǡ ͹ʹ͵ǡͺͷͲ ͷʹͺǡ͵͵Ͳ ͷʹͺǡ͵͵Ͳ
Ƭ ͳͶͻǡ͹ͷͲ ͳͶ͹ǡʹͷͲ ͳͶ͹ǡʹͷͲ
ǡ ͳǡ͹͸ʹǡͻͳͲ ͵ǡͳ͸͸ǡͻͶͺ ͵ǡͳ͸͸ǡͻͶͺ
TOTAL $4,447,360 $6,244,478 $6,459,236

ǡ Expenditure
ǡǡȀ
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13

Ƭ
Ƭ ̈́͸ͷ͹ǡ͹͵Ͳ ̈́͹ͲͲǡͳͲ͸ ̈́͹ʹͷǡͲͻͲ

Ͷͺ͵ǡͶͶͲ ͹͹ʹǡʹ͹ͳ ͹ͻͲǡ͸͹Ͷ
ͶͲΨ Ͷͷ
Ͷͻ͵ǡ͹͵Ͳ ͶͺͲǡͻͺ͵ Ͷͺͻǡͳͳͻ
Ǥ
ͳǡͶ͵ͶǡʹͳͲ ͳǡ͸͵͵ǡ͸ͳ͵ ͳǡ͸ͺͷǡʹ͵ͳ

ͶͷʹǡʹʹͲ Ͷ͸ͳǡ͵ͻͳ Ͷ͸ͻǡͶͳͳ

ͳ͵ʹǡ͵͹Ͳ ͳͳͶǡͲ͵ͺ ͳͳ͸ǡ͵ʹͶ

Ͷǡ͹͵ͻǡͶ͸Ͳ Ͷǡͳͷͳǡͷͳͺ Ͷǡ͸Ͷʹǡͻ͹Ͷ
ǡȋǤǤǡͶ ͷ͹ͳǡ͹͹Ͳ ͻ͵ʹǡͳͶͻ ͻͷ͸ǡ͹͹Ͳ
ǡ ͺͷͷǡͶͳͲ ͳǡ͹Ͷ͸ǡͻͻ͵ ͳǡ͹Ͷͻǡ͹ʹ͸
ͳǡͲʹ͹ǡͷͳͲ ͳǡʹͳ͸ǡ͸Ͳ͹ ͳǡʹͷͲǡͻͺͻ
ǡ Ƭ Ͷʹ͹ǡͳͺͲ ͳͺͲǡͷͺͷ ͳͺ͵ǡ͸͵ͻ
ǡ ǡ ͺǡͶ͹ͻǡͺʹͲ ͻǡ͵ͷͷǡ͵ͻͳ ͳͲǡͲͺͲǡͷͻͲ
TOTAL $19,754,850 $21,745,645 $23,140,537
ǡ

ǡǡ BALLFIELDS
ǡǤȌǤ ǡǡǡ ǡǦ

ǡ
ǡ ǡ
Ǥ
Ǥ Ǥ

PROGRAMDESCRIPTIONS AQUATICSǦBOATING CAMPS
̵ǲǦ̵Ǧǳ
ADULT&COMMUNITYSPORTS Ǧ
ͷ ǡǡ
ǡǡǡ Ǥ
ͷ ǡ
ǡǡ Ǥ ǡ
ǡǡǡ AQUATICSǦPOOLS ǡ
Ǥ

Ǥ

CENTRALADMINISTRATION
Ͳ
AFTERSCHOOLPROGRAMS ǦǦ
ǡǡǡ ǡ
Ǥ

D -‐ 36
PARKSANDRECREATION
PROGRAMDESCRIPTIONSȋǯȌ SIGNIFICANTCHANGESINBUDGETANDPERFORMANCE
FTE FY2011Ǧ12 FY2012Ǧ13

ȋʹǤ͵ͷȌ ȋ̈́ͳ͹͵ǡͺͶͲȌ ȋ̈́ͳ͹ͻǡʹͷ͵Ȍ
ȋͳͺʹͲȌ
ǡ ȋͳǤʹͲȌ ȋ̈́͸ͲǡͲͲͲȌ ȋ̈́͸ͲǡͲͲͲȌ

ǡ
ȋͳǤͲͲȌ ȋ̈́͹͵ǡͲͷ͸Ȍ ȋ̈́͹ͶǡͷʹͲȌ
Ǥ
ȋͲǤͷͲȌ ȋ̈́ͷͳǡ͹͵ͻȌ ȋ̈́ͷʹǡ͹͹͸Ȍ
ͳͺʹͲ
CENTRALRESERVATIONS
ȋͲǤ͸ͲȌ ȋ̈́͵ͲǡͲͲͲȌ ȋ̈́͵ͲǡͲͲͲȌ
Ǧ

ȋͳǤͻͻȌ ȋ̈́͸ͷǡͲͲͲȌ ȋ̈́͸ͷǡͲͲͲȌ

ȀǦ ȋͳǤͲͲȌ ȋ̈́͹Ͷǡ͹͹͹Ȍ ȋ̈́ͺͲǡ͵ͲʹȌ
Ǧ
ȋͲǤ͹ͷȌ ȋ̈́͹ͷǡͲͲͲȌ ȋ̈́͹ͷǡͲͲͲȌ

Ǥ
ȋͲǤͺʹȌ ȋ̈́͸ʹǡ͹͹͹Ȍ ȋ̈́͸ͷǡͶʹ͹Ȍ

CONTRACTMANAGEMENT ȋͳͲǤʹ͸Ȍ ȋ̈́ͷͲͲǡͲͲͲȌ ȋ̈́ͷͲͲǡͲͲͲȌ

͵Ͳ
Change/TransferofRevenue:

ǡ̵ ǡ

Ǧ ̈́ͶͲͲǡͲͲͲ ̈́ͶͲͲǡͲͲͲ
ǡǡ Ǧ ̈́ͶͲǡͲͲͲ ̈́ͶͲǡͲͲͲ

ǡ
ǡ
Ǧ ̈́ʹͲͲǡͲͲͲ ̈́ʹͲͲǡͲͲͲ
ǡ Ǧ ̈́ͷͳǡͶ͵ͺ ̈́ͷͳǡͶ͵ͺ

ǡǤ
Ǧ ̈́ͳͲǡͲͲͲ ̈́ͳͲǡͲͲͲ

CULTURALARTS Ǧ ȋ̈́ʹͷǡͷ͸ͷȌ ȋ̈́ʹͷǡͷ͸ͷȌ

ǡǡ TransferInReducedSubidiesfromNonǦDepartmenttoOPR:
Ǧ ̈́ͷ͵ͻǡͺͻͷ ̈́ͷ͵ͻǡͺͻͷ

Ǥ
Ǧ ̈́ʹͷʹǡͶͷͲ ̈́ʹͷʹǡͶͷͲ
ǣǡǡ ǡ
ǡǡǡ Ǧ ̈́ͶͷǡͻͲͲ ̈́ͶͷǡͻͲͲ

ǡǤ
Ǧ ̈́ͷͳǡͲͲͲ ̈́ͷͳǡͲͲͲ

DAVIESTENNISANDCITYWIDE
Ǧ ̈́ͷ͵ǡͲͲͲ ̈́ͷ͵ǡͲͲͲ
TENNIS Ǧ ̈́ͳ͵͸ǡͷͲͲ ̈́ͳ͵͸ǡͷͲͲ

FTE FY2011Ǧ12 FY2012Ǧ13
ǡǡ ALLOtherFunds Changes Changes
ʹǤ͵ͷ ̈́ͳ͹͵ǡͺͶͲ ̈́ͳ͹ͻǡʹͷ͵
ȋͳͺʹͲȌ
Ǥ
ͳͺʹͲ
ͲǤͷͲ ̈́ͷͳǡ͹͵ͻ ̈́ͷʹǡ͹͹͸
RECREATIONPROGRAMS Ǧ ȋ̈́ͶͲͲǡͲͲͲȌ ȋ̈́ͶͲͲǡͲͲͲȌ

ȋ͵ʹͲͲȌ

ǡǡǡ
Ǥ

D -‐ 37
PARKSANDRECREATION

D -‐ 38
HUMANSERVICES
DEPARTMENTOF SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYFUND
HUMANSERVICES ExpendituresbyFund
FY2010Ǧ11
Midcycle
FY2011Ǧ12
Proposed
FY2012Ǧ13
Proposed
ͳͲͳͲ
ȋ
Ȍ ̈́Ͷǡͺͺʹǡ͸ͻͲ ̈́ͶǡͺͺͷǡͲ͸͸ ̈́ͷǡͲ͵͵ǡͲͳ͸
MISSIONSTATEMENT ͳ͹ͺͲ ̵ ̵ ͳͷǡ͵͵ͻǡ͹ͳͲ ʹͳǡ͹ͶͲǡͷʹͶ ʹͳǡ͹ͺͻǡ͹ͳͻ
ʹͳͲʹ ͻʹͶǡͳͳͲ ʹǡͳͻͲǡͲͲͲ ʹǡͳͻͲǡͲͲͲ
ʹͳͲ͵ Ǧ
ȀȀ ͷǡ͵ͶͷǡͲͷͲ ͳʹǡͳʹ͵ǡͳ͸Ͳ ͳʹǡͳʹ͵ǡͳ͸Ͳ
ʹͳͲͺ Ǧ
͵ͻͲǡ͵͹Ͳ ͷͺʹǡ͵͸͵ ͷͺ͵ǡͶͺ͵
ʹͳͳͶ ͳǡʹʹ͸ǡͻ͹Ͳ ʹǡͷͺʹǡͶͳͻ ʹǡͷͺʹǡ͵ʹͻ
Ǥ ʹͳʹͲ ͵ʹͶǡ͵ͻͲ ͸ͷͻǡͷͳͳ ͸ͷͻǡͷͳͲ
ʹͳʹͺ ͳ͹ǡʹͻ͸ǡ͸ͺͲ ͵ͷǡͶͺͻǡͲ͵Ͷ ͵ͷǡͶͺͺǡͺʹͳ
ʹͳ͵ʹ ͳͻǡͷͷͲ Ǧ Ǧ
BUSINESSGOALS ʹͳ͵ͺ ͻͷͲǡ͵ʹͲ ʹǡ͵Ͷͺǡͷ͸͸ ʹǡ͵Ͷͺǡͷ͸͸

ʹͳͷͻ ͳǡͲͻʹǡ͸ͷͲ Ͷͻͻǡ͹ͳͻ Ͷͻͻǡ͹ͳ͸
ʹͳ͸Ͳ ǣ
͸ͺͲǡͳ͵Ͳ ͺ͵ͶǡͲ͵ͺ ͺ͵ͶǡͲ͵ͺ
ǡ
ʹͳͻͷ ͳ͵ͳǡ͵ͷͲ ͳͶͻǡͺ͵͵ ͳͶͻǡͺ͵Ͳ
ǡǡ
ʹʹͳ͵ ǣǦ ͻͳͶǡͳ͵Ͳ ͳǡͻ͵ͳǡ͸Ͷ͵ ͳǡͻ͵ͳǡ͸͵͹
ǡ
ʹʹͷͳ ǣ ʹǡͺͲͺǡͲͷͲ ͸ǡʹͻʹǡͳͳ͵ ͸ǡ͵Ͷʹǡ͹͵Ͷ
ǡ
ʹͶͳͲ ʹͳǡͲͻͲ Ǧ Ǧ
ǡ
ʹͻͻͶ
ͷ͸ǡͲͲͲ ͳͳʹǡͲͲͲ ͳͳʹǡͲͲͲ

͹͹ͺͲ ȋȌ ͷ͵͹ǡͷ͵Ͳ ͷͺʹǡͲʹͲ ͷͺͻǡʹͺ͹
Ǥ
TOTAL $52,940,770 $93,002,009 $93,257,846

ͻǤʹΨ ͷǤ͵Ψ ͷǤͶΨ

ͳǤʹΨ ͳǤʹΨ ͳǤʹΨ

Ǥ

AUTHORIZEDPOSITIONSBYDIVISION(Cont.)

FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ǡ FTE FTE FTE
EmpoweringSeniors&PeoplewithDisability 104.96 100.89 100.89
2114ǦDepartmentofLabor 63.28 63.10 63.15
Ǧ 2120ǦFederalActionAgency 0.78 0.78 0.78
Ǥ 2128ǦDepartmentofHealthandHumanServices 12.60 12.10 12.10
2159ǦStateofCaliforniaOther 0.95 1.62 1.62
ǡ 2213ǦMeasureB:ParatransitǦACTIA 4.41 4.41 4.41
2410ǦLinkHandipark 0.19 Ǧ Ǧ

FosteringSafeandHealthyCommunities 17.38 15.08 15.08
Ǥ
ǯ 2103ǦHUDǦESG/SHP/HOPWA 0.80 0.81 0.89
2108ǦHUDǦCDBG 1.38 1.14 1.11
2128ǦDepartmentofHealthandHumanServices Ǧ 3.00 3.00
2159ǦStateofCaliforniaOther 3.44 Ǧ Ǧ
ǡ 2160ǦCountyofAlameda:Grants 0.10 0.03 0.03
Ǥ MeasureY 5.55 6.25 6.25

Ǥ

D -‐ 39
HUMANSERVICES
PRIORREDUCTIONS AUTHORIZEDPOSITIONSBYDIVISION(Cont.)
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13

ͶͶͲ Division
FTE FTE FTE
Ǥ
OaklandFundforChildren&Youth 7.82 6.71 6.71
Ǧ 1780ǦKid'sFirstOaklandChildren'sFund 6.90 5.90 5.90
2128ǦDepartmentofHealthandHumanServices Ǧ Ǧ Ǧ
ǯ StrengtheningChildren,Youth&Families 137.38 137.82 137.82
ǦǤ 1010ǦGeneralFund:GeneralPurpose 1.39 1.22 1.22
2102ǦDepartmentofAgriculture 6.50 6.50 6.50
ͷǡͲͲͲ 2128ǦDepartmentofHealthandHumanServices 128.49 130.10 130.10
Ǥ 2159ǦStateofCaliforniaOther 1.00
TOTAL 273.09 266.75 266.75

PROGRAMDESCRIPTIONS
EMPOWERINGSENIORSANDPEOPLE
WITHDISABILITIES

Revenue
ǡǡ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ǣ Ƭ ̈́Ͷǡ͹ͲͶǡ͹ͷͲ ̈́ͶǡͶ͹ͺǡ͹ͳ͸ ̈́ͶǡͶ͹ͺǡ͹ͳ͸
͸ǡ͸ͳ͵ǡͲͲͲ ͹ǡ͵ʹʹǡͳͳ͵ ͹ǡ͵ʹʹǡͳͳ͵
ȋȌ Ƭ ͳͷǡ͵ͶͶǡͷͲͲ ͳͲǡͻʹͺǡͺͶ͹ ͳͲǡͻͷͶǡ͸ͳ͵
ǡƬ ͳ͹ǡ͹͸͸ǡ͵ͶͲ ͳ͹ǡ͹ʹʹǡͺͲͻ ͳ͹ǡ͹ʹʹǡͺͲͻ
Ǣ TOTAL $44,428,590 $40,452,485 $40,478,251

ȋȀ
Ȍ
Expenditure

FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ǦǦ Program Midcycle Proposed Proposed
Ǣ
Ƭ ̈́͹ǡͷͻ͸ǡ͸͸Ͳ ̈́ͻǡͻͳ͸ǡͻͺͷ ̈́͹ǡͷͲͺǡ͸͵Ͳ
ͻǡͳͺͳǡͷͶͲ ͻǡ͸ͻ͸ǡͲͳͷ ͻǡ͹͸ͻǡ͸͵͸
Ǥ ʹǡͺʹͲǡͶͶͲ ͸ǡ͵Ͳ͵ǡͷͷ͵ ͸ǡ͵ͷͶǡͳ͹Ͷ
ǡǦ Ƭ ͳͷǡͶͷͷǡ͸ͲͲ ͳͲǡͻͷ͵ǡͳ͸͵ ͳͲǡͻͺͲǡͲͳͻ
ǡƬ ͳ͹ǡͺͺ͸ǡͷ͵Ͳ ͳͷǡ͸͹ͻǡͺͲͺ ͳͺǡͳ͸͹ǡͳ͵͸
ǡǡ TOTAL $52,940,770 $52,549,524 $52,779,595

ǤǦ
Ǥ

FOSTERINGSAFEANDHEALTHY
COMMUNITIES

Ǧ
Ǥ

D -‐ 40
HUMANSERVICES
FTE FY2011Ǧ12 FY2012Ǧ13
FOSTERINGSAFEANDHEALTHY GeneralPurposeFund(GPF) Changes Changes
COMMUNITIESȋǯȌ Ǣ

ȀǢ ǣ
ǡ ȋͲǤͶͺȌ ȋ̈́͵ͷǡͲͷ͸Ȍ ȋ̈́͵͸ǡͻͺͳȌ

ȋͲǤͺͲȌ ȋ̈́ͷͲǡͶͳ͸Ȍ ȋ̈́ͷʹǡͲ͹ʹȌ

Ǣ ȋͲǤͷ͸Ȍ ȋ̈́ͷʹǡͷ͵ʹȌ ȋ̈́ͷ͵ǡͷͺͶȌ

ǡ ȋͲǤͳ͸Ȍ ȋ̈́ͳͲǡͺ͵͸Ȍ ȋ̈́ͳͳǡͲͶͺȌ
ǡǡȀǡ
Ǧ ȋ̈́ͳͲǡͲͲͲȌ ȋ̈́ͳͲǡͲͲͲȌ

Ǧ ȋ̈́ʹʹǡͲͲͲȌ ȋ̈́ʹʹǡͲͲͲȌ
ǡȋ
Ȍǡ Ǧ
Ǥ
Ǧ ̈́͵ͳǡ͸ʹͲ ̈́͵ͳǡ͸ʹͲ
ȋȌ
ʹͳͳ Ǧ ̈́ͺͷǡͲͲͲ ̈́ͺͷǡͲͲͲ

Ǥ Ǧ ̈́͵ͳǡͺ͹ͷ ̈́͵ͳǡͺ͹ͷ

ȋͲǤͳʹȌ ȋ̈́ͳǡ͵ͳ͵Ȍ ȋ̈́ͺ͹ͺȌ
MEASUREYǦPREVENTION ǢͲǤ͵ͳ
ǣ FTE FY2011Ǧ12 FY2012Ǧ13
ʹͲͲͶ
̈́͸ 1780ǦKid'sFirstOaklandChildren'sFund

ʹǤͲ ȋʹǤͲͲȌ ȋ̈́ͳ͹ͻǡ͹ͻͺȌ ȋ̈́ͳͺͺǡʹͻͳȌ

ͳǤͲͲ ̈́ͳͲʹǡͻͷͲ ̈́ͳͲͷǡͲͳͶ

2103ǦHUDǦESG/SHP/HOPWA
Ǥ ͲǤͲͻ
ͶǣͳȌ ȋ
ǡǡ ȋǡǡ ȋͲǤͳͺȌ ȋ̈́ʹͲǡͳͳͺȌ ȋ̈́ͳ͵ǡ͹͸ͲȌ
ǡǡ
ǡ Ȍ
ǢʹȌ 2108ǦHUDǦCDBG

ͲǤͶͲ

ȋ
ȋǡǡ
ȋͲǤͳ͵Ȍ ȋ̈́ʹ͵͹Ȍ ȋ̈́ͳͳǡͻͺ͸Ȍ
Ǣ͵Ȍ ǡȌ

2128ǦDepartmentofHealthandHumanServices
Ǣ ǡ ȋͲǤ͵ͲȌ ȋ̈́͵ͷǡ͵ʹ͵Ȍ ȋ̈́͵͸ǡ͸ͶʹȌ
ͶȌǦ ȋͲǤ͸ͳȌ ȋ̈́͸͸ǡͲͷͲȌ ȋ̈́͸͹ǡ͵͹ͶȌ
ǡǡ ȋͲǤͺͲȌ ȋ̈́͹͹ǡͶͷͻȌ ȋ̈́͹ͺǡͻ͸͵Ȍ
ȋͳǤͲͲȌ ȋ̈́ͺͳǡ͵͸͵Ȍ ȋ̈́ͺ͹ǡ͵͸ͶȌ
Ǥ ǡ ͲǤͷͲ ̈́Ͷͻǡʹ͹Ͷ ̈́ͷͲǡʹ͸Ͳ
2160ǦCountyofAlameda:Grants

ȋ
Ǥ ȋǡ ȋͲǤͲʹȌ ȋ̈́ʹǡ͵ͶͺȌ ȋ̈́ʹǡͻͻͲȌ
ǡȌ
OAKLANDFUNDFORCHILDRENAND
2410ǦLinkHandipark
YOUTH
ȋͲǤͳͻȌ ȋ̈́ʹͲǡͺͷ͹Ȍ ȋ̈́ʹͳǡʹ͹ͷȌ
Ƭ
7780ǦOaklandRedevelopmentAgencyProjects(ORA)
ȋ Ȍ
Ͳ ͲǤʹͲ
ʹͲ ȋ
ȋǡǡ ȋͲǤͷͷȌ ȋ̈́͸͵ǡ͸͸ͳȌ ȋ̈́ͷͻǡͺͳͷȌ

ǡǡ
Ȍ

D -‐ 41
HUMANSERVICES

PROGRAMDESCRIPTIONS
YOUTHȋǯȌ
ǡ
HUMANSERVICES
Ǧ
ʹ͸͸Ǥ͹ͷ
Ǥ
ȋͳͻͻ͸
Ȃ Ǩ
Ȍ EmpoweringSeniors&People FosteringSafe&Healthy
withDisability Communities
ʹǤͷΨ
ͳͲͲǤͺͻ ͳͷǤͲͺ
ͻʹΨ
Ǧ
ǲ OaklandFundforChildren
MeasureY
ǡ ͸Ǥʹͷ
&Youth
ǡǡǳ ͸Ǥ͹ͳ
ͺΨ
ǤǤ
ʹͲͲͺǡ StrengtheningChildren,
ǡ ʹ Youth&Families
ǡ ͳǡʹͲͲͻǤ ͳ͵͹Ǥͺʹ

ʹǤͷΨ

ͳǤͷΨȋ ʹͲͲͻȂ ʹͲͳͳȌ
ʹǤͷΨȋ ʹͲͳͳȌǡ

Ǥ
ǡ
͵ΨǦ

̵
Ǥ

Ǥ
STRENGTHENINGCHILDREN,YOUTH
ANDTHEIRFAMILIES

ǡ
ǡ
Ǥǡ
ǡ

Ǣ
ǡ
Ȁ
Ǣ
Ǧ
Ǣ

ǡ

Ǥ

D -‐ 42
HUMANSERVICES
DEPARTMENTOF SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYFUND
HUMANSERVICES ExpendituresbyFund
FY2010Ǧ11
Midcycle
FY2011Ǧ12
Proposed
FY2012Ǧ13
Proposed
ͳͲͳͲ
ȋ
Ȍ ̈́Ͷǡͺͺʹǡ͸ͻͲ ̈́ͶǡͺͺͷǡͲ͸͸ ̈́ͷǡͲ͵͵ǡͲͳ͸
MISSIONSTATEMENT ͳ͹ͺͲ ̵ ̵ ͳͷǡ͵͵ͻǡ͹ͳͲ ʹͳǡ͹ͶͲǡͷʹͶ ʹͳǡ͹ͺͻǡ͹ͳͻ
ʹͳͲʹ ͻʹͶǡͳͳͲ ʹǡͳͻͲǡͲͲͲ ʹǡͳͻͲǡͲͲͲ
ʹͳͲ͵ Ǧ
ȀȀ ͷǡ͵ͶͷǡͲͷͲ ͳʹǡͳʹ͵ǡͳ͸Ͳ ͳʹǡͳʹ͵ǡͳ͸Ͳ
ʹͳͲͺ Ǧ
͵ͻͲǡ͵͹Ͳ ͷͺʹǡ͵͸͵ ͷͺ͵ǡͶͺ͵
ʹͳͳͶ ͳǡʹʹ͸ǡͻ͹Ͳ ʹǡͷͺʹǡͶͳͻ ʹǡͷͺʹǡ͵ʹͻ
Ǥ ʹͳʹͲ ͵ʹͶǡ͵ͻͲ ͸ͷͻǡͷͳͳ ͸ͷͻǡͷͳͲ
ʹͳʹͺ ͳ͹ǡʹͻ͸ǡ͸ͺͲ ͵ͷǡͶͺͻǡͲ͵Ͷ ͵ͷǡͶͺͺǡͺʹͳ
ʹͳ͵ʹ ͳͻǡͷͷͲ Ǧ Ǧ
BUSINESSGOALS ʹͳ͵ͺ ͻͷͲǡ͵ʹͲ ʹǡ͵Ͷͺǡͷ͸͸ ʹǡ͵Ͷͺǡͷ͸͸

ʹͳͷͻ ͳǡͲͻʹǡ͸ͷͲ Ͷͻͻǡ͹ͳͻ Ͷͻͻǡ͹ͳ͸
ʹͳ͸Ͳ ǣ
͸ͺͲǡͳ͵Ͳ ͺ͵ͶǡͲ͵ͺ ͺ͵ͶǡͲ͵ͺ
ǡ
ʹͳͻͷ ͳ͵ͳǡ͵ͷͲ ͳͶͻǡͺ͵͵ ͳͶͻǡͺ͵Ͳ
ǡǡ
ʹʹͳ͵ ǣǦ ͻͳͶǡͳ͵Ͳ ͳǡͻ͵ͳǡ͸Ͷ͵ ͳǡͻ͵ͳǡ͸͵͹
ǡ
ʹʹͷͳ ǣ ʹǡͺͲͺǡͲͷͲ ͸ǡʹͻʹǡͳͳ͵ ͸ǡ͵Ͷʹǡ͹͵Ͷ
ǡ
ʹͶͳͲ ʹͳǡͲͻͲ Ǧ Ǧ
ǡ
ʹͻͻͶ
ͷ͸ǡͲͲͲ ͳͳʹǡͲͲͲ ͳͳʹǡͲͲͲ

͹͹ͺͲ ȋȌ ͷ͵͹ǡͷ͵Ͳ ͷͺʹǡͲʹͲ ͷͺͻǡʹͺ͹
Ǥ
TOTAL $52,940,770 $93,002,009 $93,257,846

ͻǤʹΨ ͷǤ͵Ψ ͷǤͶΨ

ͳǤʹΨ ͳǤʹΨ ͳǤʹΨ

Ǥ

AUTHORIZEDPOSITIONSBYDIVISION(Cont.)

FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ǡ FTE FTE FTE
EmpoweringSeniors&PeoplewithDisability 104.96 100.89 100.89
2114ǦDepartmentofLabor 63.28 63.10 63.15
Ǧ 2120ǦFederalActionAgency 0.78 0.78 0.78
Ǥ 2128ǦDepartmentofHealthandHumanServices 12.60 12.10 12.10
2159ǦStateofCaliforniaOther 0.95 1.62 1.62
ǡ 2213ǦMeasureB:ParatransitǦACTIA 4.41 4.41 4.41
2410ǦLinkHandipark 0.19 Ǧ Ǧ

FosteringSafeandHealthyCommunities 17.38 15.08 15.08
Ǥ
ǯ 2103ǦHUDǦESG/SHP/HOPWA 0.80 0.81 0.89
2108ǦHUDǦCDBG 1.38 1.14 1.11
2128ǦDepartmentofHealthandHumanServices Ǧ 3.00 3.00
2159ǦStateofCaliforniaOther 3.44 Ǧ Ǧ
ǡ 2160ǦCountyofAlameda:Grants 0.10 0.03 0.03
Ǥ MeasureY 5.55 6.25 6.25

Ǥ

D -‐ 43
HUMANSERVICES
PRIORREDUCTIONS AUTHORIZEDPOSITIONSBYDIVISION(Cont.)
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13

ͶͶͲ Division
FTE FTE FTE
Ǥ
OaklandFundforChildren&Youth 7.82 6.71 6.71
Ǧ 1780ǦKid'sFirstOaklandChildren'sFund 6.90 5.90 5.90
2128ǦDepartmentofHealthandHumanServices Ǧ Ǧ Ǧ
ǯ StrengtheningChildren,Youth&Families 137.38 137.82 137.82
ǦǤ 1010ǦGeneralFund:GeneralPurpose 1.39 1.22 1.22
2102ǦDepartmentofAgriculture 6.50 6.50 6.50
ͷǡͲͲͲ 2128ǦDepartmentofHealthandHumanServices 128.49 130.10 130.10
Ǥ 2159ǦStateofCaliforniaOther 1.00
TOTAL 273.09 266.75 266.75

PROGRAMDESCRIPTIONS
EMPOWERINGSENIORSANDPEOPLE
WITHDISABILITIES

Revenue
ǡǡ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ǣ Ƭ ̈́Ͷǡ͹ͲͶǡ͹ͷͲ ̈́ͶǡͶ͹ͺǡ͹ͳ͸ ̈́ͶǡͶ͹ͺǡ͹ͳ͸
͸ǡ͸ͳ͵ǡͲͲͲ ͹ǡ͵ʹʹǡͳͳ͵ ͹ǡ͵ʹʹǡͳͳ͵
ȋȌ Ƭ ͳͷǡ͵ͶͶǡͷͲͲ ͳͲǡͻʹͺǡͺͶ͹ ͳͲǡͻͷͶǡ͸ͳ͵
ǡƬ ͳ͹ǡ͹͸͸ǡ͵ͶͲ ͳ͹ǡ͹ʹʹǡͺͲͻ ͳ͹ǡ͹ʹʹǡͺͲͻ
Ǣ TOTAL $44,428,590 $40,452,485 $40,478,251

ȋȀ
Ȍ
Expenditure

FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ǦǦ Program Midcycle Proposed Proposed
Ǣ
Ƭ ̈́͹ǡͷͻ͸ǡ͸͸Ͳ ̈́ͻǡͻͳ͸ǡͻͺͷ ̈́͹ǡͷͲͺǡ͸͵Ͳ
ͻǡͳͺͳǡͷͶͲ ͻǡ͸ͻ͸ǡͲͳͷ ͻǡ͹͸ͻǡ͸͵͸
Ǥ ʹǡͺʹͲǡͶͶͲ ͸ǡ͵Ͳ͵ǡͷͷ͵ ͸ǡ͵ͷͶǡͳ͹Ͷ
ǡǦ Ƭ ͳͷǡͶͷͷǡ͸ͲͲ ͳͲǡͻͷ͵ǡͳ͸͵ ͳͲǡͻͺͲǡͲͳͻ
ǡƬ ͳ͹ǡͺͺ͸ǡͷ͵Ͳ ͳͷǡ͸͹ͻǡͺͲͺ ͳͺǡͳ͸͹ǡͳ͵͸
ǡǡ TOTAL $52,940,770 $52,549,524 $52,779,595

ǤǦ
Ǥ

FOSTERINGSAFEANDHEALTHY
COMMUNITIES

Ǧ
Ǥ

D -‐ 44
HUMANSERVICES
FTE FY2011Ǧ12 FY2012Ǧ13
FOSTERINGSAFEANDHEALTHY GeneralPurposeFund(GPF) Changes Changes
COMMUNITIESȋǯȌ Ǣ

ȀǢ ǣ
ǡ ȋͲǤͶͺȌ ȋ̈́͵ͷǡͲͷ͸Ȍ ȋ̈́͵͸ǡͻͺͳȌ

ȋͲǤͺͲȌ ȋ̈́ͷͲǡͶͳ͸Ȍ ȋ̈́ͷʹǡͲ͹ʹȌ

Ǣ ȋͲǤͷ͸Ȍ ȋ̈́ͷʹǡͷ͵ʹȌ ȋ̈́ͷ͵ǡͷͺͶȌ

ǡ ȋͲǤͳ͸Ȍ ȋ̈́ͳͲǡͺ͵͸Ȍ ȋ̈́ͳͳǡͲͶͺȌ
ǡǡȀǡ
Ǧ ȋ̈́ͳͲǡͲͲͲȌ ȋ̈́ͳͲǡͲͲͲȌ

Ǧ ȋ̈́ʹʹǡͲͲͲȌ ȋ̈́ʹʹǡͲͲͲȌ
ǡȋ
Ȍǡ Ǧ
Ǥ
Ǧ ̈́͵ͳǡ͸ʹͲ ̈́͵ͳǡ͸ʹͲ
ȋȌ
ʹͳͳ Ǧ ̈́ͺͷǡͲͲͲ ̈́ͺͷǡͲͲͲ

Ǥ Ǧ ̈́͵ͳǡͺ͹ͷ ̈́͵ͳǡͺ͹ͷ

ȋͲǤͳʹȌ ȋ̈́ͳǡ͵ͳ͵Ȍ ȋ̈́ͺ͹ͺȌ
MEASUREYǦPREVENTION ǢͲǤ͵ͳ
ǣ FTE FY2011Ǧ12 FY2012Ǧ13
ʹͲͲͶ
̈́͸ 1780ǦKid'sFirstOaklandChildren'sFund

ʹǤͲ ȋʹǤͲͲȌ ȋ̈́ͳ͹ͻǡ͹ͻͺȌ ȋ̈́ͳͺͺǡʹͻͳȌ

ͳǤͲͲ ̈́ͳͲʹǡͻͷͲ ̈́ͳͲͷǡͲͳͶ

2103ǦHUDǦESG/SHP/HOPWA
Ǥ ͲǤͲͻ
ͶǣͳȌ ȋ
ǡǡ ȋǡǡ ȋͲǤͳͺȌ ȋ̈́ʹͲǡͳͳͺȌ ȋ̈́ͳ͵ǡ͹͸ͲȌ
ǡǡ
ǡ Ȍ
ǢʹȌ 2108ǦHUDǦCDBG

ͲǤͶͲ

ȋ
ȋǡǡ
ȋͲǤͳ͵Ȍ ȋ̈́ʹ͵͹Ȍ ȋ̈́ͳͳǡͻͺ͸Ȍ
Ǣ͵Ȍ ǡȌ

2128ǦDepartmentofHealthandHumanServices
Ǣ ǡ ȋͲǤ͵ͲȌ ȋ̈́͵ͷǡ͵ʹ͵Ȍ ȋ̈́͵͸ǡ͸ͶʹȌ
ͶȌǦ ȋͲǤ͸ͳȌ ȋ̈́͸͸ǡͲͷͲȌ ȋ̈́͸͹ǡ͵͹ͶȌ
ǡǡ ȋͲǤͺͲȌ ȋ̈́͹͹ǡͶͷͻȌ ȋ̈́͹ͺǡͻ͸͵Ȍ
ȋͳǤͲͲȌ ȋ̈́ͺͳǡ͵͸͵Ȍ ȋ̈́ͺ͹ǡ͵͸ͶȌ
Ǥ ǡ ͲǤͷͲ ̈́Ͷͻǡʹ͹Ͷ ̈́ͷͲǡʹ͸Ͳ
2160ǦCountyofAlameda:Grants

ȋ
Ǥ ȋǡ ȋͲǤͲʹȌ ȋ̈́ʹǡ͵ͶͺȌ ȋ̈́ʹǡͻͻͲȌ
ǡȌ
2410ǦLinkHandipark
YOUTH
ȋͲǤͳͻȌ ȋ̈́ʹͲǡͺͷ͹Ȍ ȋ̈́ʹͳǡʹ͹ͷȌ
Ƭ
7780ǦOaklandRedevelopmentAgencyProjects(ORA)
ȋ Ȍ
Ͳ ͲǤʹͲ
ʹͲ ȋ
ȋǡǡ ȋͲǤͷͷȌ ȋ̈́͸͵ǡ͸͸ͳȌ ȋ̈́ͷͻǡͺͳͷȌ

ǡǡ
Ȍ

D -‐ 45
HUMANSERVICES

PROGRAMDESCRIPTIONS
YOUTHȋǯȌ
ǡ
HUMANSERVICES
Ǧ
ʹ͸͸Ǥ͹ͷ
Ǥ
ȋͳͻͻ͸
Ȃ Ǩ
Ȍ EmpoweringSeniors&People FosteringSafe&Healthy
withDisability Communities
ʹǤͷΨ
ͳͲͲǤͺͻ ͳͷǤͲͺ
ͻʹΨ
Ǧ
ǲ OaklandFundforChildren
MeasureY
ǡ ͸Ǥʹͷ
&Youth
ǡǡǳ ͸Ǥ͹ͳ
ͺΨ
ǤǤ
ʹͲͲͺǡ StrengtheningChildren,
ǡ ʹ Youth&Families
ǡ ͳǡʹͲͲͻǤ ͳ͵͹Ǥͺʹ

ʹǤͷΨ

ͳǤͷΨȋ ʹͲͲͻȂ ʹͲͳͳȌ
ʹǤͷΨȋ ʹͲͳͳȌǡ

Ǥ
ǡ
͵ΨǦ

̵
Ǥ

Ǥ
STRENGTHENINGCHILDREN,YOUTH
ANDTHEIRFAMILIES

ǡ
ǡ
Ǥǡ
ǡ

Ǣ
ǡ
Ȁ
Ǣ
Ǧ
Ǣ

ǡ

Ǥ

D -‐ 46
PUBLICWORKSAGENCY
PUBLICWORKS SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYFUND
AGENCY ExpendituresbyFund
FY2010Ǧ11
Midcycle
FY2011Ǧ12
Proposed
FY2012Ǧ13
Proposed
ͳͲͳͲ
ȋ
Ȍ ̈́͵ǡͺͲ͵ǡͷͻͲ ̈́Ͳ ̈́Ͳ
MISSIONSTATEMENT ͳͳͲͲ ʹǡͲ͸ͲǡͲͻͲ ʹǡͲ͸ͲǡͲͻͲ ʹǡͲ͸ͲǡͲͻͲ
ͳ͹ͳͲ ͻǡͳ͵ͲǡͳͲͲ ͺǡ͸͵ͻǡͻͲʹ ͺǡ͹͸͹ǡͺͺͶ
ͳ͹ʹͲ Ǧ ͳ͸ǡͺͺͷǡͻͲͲ ͳ͹ǡͷ͹͹ǡ͵ͺʹ ͳ͹ǡͻͳͺǡͲ͵͹
Ǥ ͳ͹ͷͲ ʹǡͳ͹ͺǡʹͳͲ ʹǡͲͳͶǡͷͶͶ ʹǡͲͷͶǡͲʹͶ
ǡ ʹͳͶͳ ͳǡͺͻͻǡͳ͵Ͳ Ǧ Ǧ
ǯ ʹʹͳͲ ǣ Ǧ ͵ʹ͸ǡͻͳͷ
ʹʹͳͳ ǣ Ͷǡ͵ͳͻǡͳ͹Ͳ Ͷǡͻ͵͵ǡͳͻ͹ ͷǡͲʹͷǡ͸Ͷͻ

ʹʹͳʹ ǣȀ ͳͲǡͲͲͲ ͳͲǡͲͲͲ ͳͲǡͲͲͲ
ǡ
ʹʹ͵Ͳ
͸ǡͺͳͶǡͺͷͲ ͸ǡ͸͹ͳǡͻ͵ͻ ͸ǡͷͲͲǡ͹ͷ͵
ǡ
ʹʹ͵ͳ
Ǧ ͳǡͷ͹ͳǡ͸ͳͶ ͳǡ͸ͳͲǡͷͳ͸
ǡǡ
ʹ͵ͳͲ ͳ͵ǡͺͲͳǡ͵ͻͲ ͳͶǡ͵Ͳͷǡʹ͸Ͷ ͳͶǡͳͷͳǡ͸͹͹
Ǥ
ʹͶͳͷ ʹͲͷǡ͹ͻͲ ʹʹͺǡͺͷͺ ʹ͵ʹǡͶͲ͸

ʹͶͳ͸ ͳǡͶͻͶǡͻʹͲ ͳǡʹʹͳǡ͹ʹ͵ ͳǡʹͶͶǡͻͲ͵

ʹͻͻͲ
ʹ͹͸ǡ͵ͶͲ ʹ͹ͻǡͺʹͺ ʹ͹ͻǡͺʹ͸
BUSINESSGOALS ͵ͳͲͲ ʹͳǡͳ͹Ͳǡ͸͹Ͳ ʹ͵ǡ͹͸ͷǡͶ͵Ͳ ʹ͵ǡͶͳͺǡͷ͵ʹ
ͶͳͲͲ ͳͷǡͷʹ͸ǡ͵ͷͲ ͳ͸ǡʹͳ͵ǡͷͳͳ ͳ͸ǡͶ͵Ͳǡ͸ͺ͹
ͶͶͲͲ ʹͳǡ͸ͺ͸ǡͶͺͲ ʹ͵ǡͺͻͶǡͲͷͺ ʹͶǡ͵͹͹ǡʹͻʹ
ͷ͵ʹͳ ǣʹͲͲͻ ȋͷͻͳǡͲͺͲȌ Ǧ Ǧ
ǡǡ ͷͷͳͲ ȋͶ͹ǡ͸ͳͲȌ Ǧ Ǧ
ǡǡǤ ͹͹͸Ͳ
ȋͳͶͳǡͳͺͲȌ ȋʹͺ͵ǡͶͺ͸Ȍ ȋͳͻͷǡʹ͵ͷȌ
͹͹ͺͲ ȋȌ ͺ͹ʹǡͲͺͲ ͺͲʹǡͺͳͳ ͺʹͳǡ͵ͲͶ
ǯ
TOTAL $121,355,190 $124,233,580 $124,708,345
ǡ
͵ǤͳΨ ͲǤͲΨ ͲǤͲΨ
ǡǯ
Ǥ

ͲǤͻΨ ͲǤͲΨ ͲǤͲΨ

ǡ
AUTHORIZEDPOSITIONSBYPROGRAMȋ̵Ȍ
ǡ
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ǡȀ Midcycle Proposed Proposed
Ǥ Program Budget Budget Budget
FTE FTE FTE

ǡ AgencyAdministration 49.00 53.00 53.00
ǡ 1720ǦComprehensiveCleanǦup 2.00 2.00 2.00
2230ǦStateGasTax 1.00 1.00 1.00

Ǥ
4100ǦEquipment 1.00 Ǧ Ǧ
4400ǦCityFacilities 2.48 1.00 1.00
5321ǦMeasureDD:2009BCleanWater,SafeParks&Open 1.00 1.00 1.00
SpaceTrustFundforOakland
Ǧ 7760ǦGrantClearing 39.00 45.00 45.00
Buildings&FacilitiesManagement&Maint 123.58 131.33 131.33

ǲǳ
4400ǦCityFacilities 102.58 110.33 110.33
Ǥ
ElectricalProjects 4.36 4.02 4.02

2416ǦTrafficSafetyFund 1.36 1.02 1.02
EngineeringDesign&InfrastructurePlans& 52.50 59.00 59.00

2230ǦStateGasTax 2.00 Ǧ Ǧ
2415ǦDevelopmentServiceFund Ǧ 1.00 1.00
7760ǦGrantClearing 2.00 33.45 33.45

D -‐ 47
PUBLICWORKSAGENCY
PRIORREDUCTIONS AUTHORIZEDPOSITIONSBYPROGRAMȋ̵Ȍ
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13

ͳʹͲǤͲͲ Midcycle Proposed Proposed
ǡȋͳ͹ǤͷΨȌ Program Budget Budget Budget
ʹͲͲͺǦͲͻǦ FTE FTE FTE
Ǥ Fleet&EquipmentManagement&Maint 59.00 57.00 57.00
4100ǦEquipment 59.00 57.00 57.00

KeepOaklandClean&Beautiful 87.50 84.50 84.50

1710ǦRecyclingProgram 2.00 Ǧ Ǧ
ǡ
ǡǡ
Ǥ
3100ǦSewerServiceFund Ǧ 1.20 1.20
ͺͲͷ Parks,Grounds&Medians 74.77 65.00 65.00
Ǥ 2310ǦLightingandLandscapeAssessmentDistrict 29.27 35.00 35.00
ProjectDelivery 50.20 47.00 47.00
PROGRAMDESCRIPTIONS 2211ǦMeasureB:ACTIA 2.00 0.60 0.60

4400ǦCityFacilities Ǧ 0.50 0.50
AGENCYADMINISTRATION 5321ǦMeasureDD:2009BCleanWater,SafeParks&Open 3.00 1.00 1.00
ǯ 5510ǦCapitalReserves 6.60 Ǧ Ǧ
ǡ 7760ǦGrantClearing 8.40 41.40 41.40
ǡǡ Recycling&SolidWaste 10.50 10.50 10.50
ǡ 1720ǦComprehensiveCleanǦup 0.34 Ǧ Ǧ
ǡ 7760ǦGrantClearing Ǧ 1.50 1.50
ǡ SanitarySewerManagement&Maint 50.50 65.50 65.50
Ǥ Street&SidewalkManagement&Maint 36.00 40.00 40.00
2141ǦStateTrafficCongestionReliefǦProposition42 20.00 Ǧ Ǧ
BUILDINGSANDFACILITIES 2230ǦStateGasTax 16.00 11.90 11.90
2231ǦStateGasTaxǦProp42ReplacementFunds Ǧ 15.18 15.18
MANAGEMENTANDMAINTENANCE
3100ǦSewerServiceFund Ǧ 12.92 12.92
StreetLightManagement&Maint 7.32 8.99 8.99
͵Ͳͻ 2211ǦMeasureB:ACTIA 6.00 7.50 7.50
ǡ 2230ǦStateGasTax 1.32 1.49 1.49
SustainableOaklandProgram 11.50 11.50 11.50
ǡ 1720ǦComprehensiveCleanǦup 1.13 Ǧ Ǧ
2990ǦPublicWorksGrants 0.47 0.47 0.47
Ǥ 4400ǦCityFacilities 3.80 4.00 4.00
ǡǡǡ 5510ǦCapitalReserves 3.20 Ǧ Ǧ
ǡ TrafficSignalManagement&Maint 8.32 7.99 7.99
ͺ͸Ǥ 2211ǦMeasureB:ACTIA 8.32 7.49 7.49
2230ǦStateGasTax Ǧ 0.50 0.50
ELECTRICALPROJECTS TrafficSigns&MarkingsManagement&Maint 17.00 18.00 18.00
2230ǦStateGasTax 12.00 13.00 13.00
Transportation&PedestrianSafety 29.50 24.50 24.50
1750ǦMultipurposeReserve 12.00 8.20 8.20
Ǥǡ 2211ǦMeasureB:ACTIA 9.00 4.20 4.20
ǡ 2415ǦDevelopmentServiceFund 1.00 Ǧ Ǧ
3100ǦSewerServiceFund 1.00 Ǧ Ǧ
Ǥ 7760ǦGrantClearing 3.50 10.40 10.40
TreeManagement&Maint 19.00 10.00 10.00

D -‐ 48
PUBLICWORKSAGENCY
PROGRAMDESCRIPTIONSȋǯȌ AUTHORIZEDPOSITIONSBYPROGRAMȋ̵Ȍ
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13

ENGINEERINGDESIGNAND Midcycle Proposed Proposed
INFRASTRUCTUREPLANSAND Program Budget Budget Budget
FTE FTE FTE
PROGRAMMING
Watershed&StormDrainManagement&Maint 27.50 30.50 30.50

2230ǦStateGasTax 1.00 Ǧ Ǧ
ǡǡ 2990ǦPublicWorksGrants Ǧ 1.00 1.00
5321ǦMeasureDD:2009BCleanWater,SafeParks&Open Ǧ 2.00 2.00
ǡ SpaceTrustFundforOakland
ǡǡ Watershed&Waterways 5.00 Ǧ Ǧ
ǡ 2990ǦPublicWorksGrants 1.00 Ǧ Ǧ
Ǥ 3100ǦSewerServiceFund 1.00 Ǧ Ǧ
5321ǦMeasureDD:2009BCleanWater,SafeParks&Open 3.00 Ǧ Ǧ

TOTAL 723.05 728.33 728.33

ǡǤ
ǡǡ Ǣ
ǡ Ǣ ǡ
Ǥ Ǥ ǡǡǡ
ǡ
ǯ KEEPOAKLANDCLEANANDBEAUTIFUL ǡ
Ǧ
ǡǡ
ǡǡ Ǥ
Ǥ

Ǥ ǡ RECYCLINGANDSOLIDWASTE
ǡ ǡ
ǡ ǡ ǯ
ǡǡ Ǥ
ǡ ͳ͸ͳǡͲͲͲ
ǡ Ǥ ǡ

ǡ
Ǧ ǡ ǡ ǡǤ
ǡǡ Ǥ
ǡ
̵ ͷǡ͸ͲͲǤ
PARKS,GROUNDSANDMEDIANS
Ǥ ǯ
ǡ

ͷͲ
ͳ͵Ͷ
FLEETANDEQUIPMENTMANAGEMENT
ͳͲͲǡ͸ͶͲǤ
ANDMAINTENANCE ǡ

͹ͷʹͲͳͲȋ
ǡ

ǡǡ
Ȍǡ
ǡǡ ǡǡǡ
ʹͲʹͲǤ
Ǥ

ͳǡ͵ͲͲ

͵Ͷ͹ ǡ
ǡ
Ǥ ǡ

ǡ
Ǥ
ǡ ǡ
ʹ͵ͺǦ
ǡ ǡǤ
ǡ
ǡ

ǡǦ PROJECTDELIVERY Ǥ
Ǣ
ǢǢ SANITARYSEWERMANAGEMENTAND
ǡ MAINTENANCE
Ǧ ǡǡ

Ǥ
Ǣ
D -‐ 49
PUBLICWORKSAGENCY
PROGRAMDESCRIPTIONS SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYPROGRAM
SANITARYSEWERMANAGEMENTAND
MAINTENANCEȋǯȌ Revenue
ǡ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ͳǡͲ͵Ͷ Program

Ƭ Ƭ ̈́ʹ͵ǡ͸ͺʹǡ͹ͷͲ ̈́ʹͶǡͳ͸Ͷǡ͹͵Ͳ ̈́ʹͷǡͷͷͷǡͳ͵͵
ͶͲͲǡͲͲͲǤ
ƬƬ ʹǡͲͲͺǡͲͲͲ ʹǡͷͲͺǡͲͲͲ ʹǡͷͲͺǡͲͲͲ

ƬƬ ͳ͹ǡ͹ͷ͹ǡͲͷͲ ͳͺǡ͵͸Ͳǡ͹͸ͳ ͳͺǡͷͶ͸ǡ͵ͺ͸

Ƭ ͳ͹ǡͺʹ͵ǡ͸ͶͲ ͳͺǡ͵͹͸ǡ͸ͳͻ ͳͺǡ͵ͺͷǡ͵ͶͶ
Ǥ ͳʹͻǡʹͲͲ Ͷͷ͸ǡͳͳͷ ͳʹͻǡʹͲͲ
Ƭ ͻǡͺʹ͸ǡͻͳͲ ͻǡͳ͹ͷǡͳʹʹ ͻǡ͵ͳ͸ǡ͵͵Ͷ
STREETANDSIDEWALKMANAGEMENT ͵ǡͳͲͻǡͷͺͲ ͳǡͷʹͻǡͶ͹ͳ ͳǡͷ͸ͲǡͲ͸Ͳ
ANDMAINTENANCE ƬƬ ͵ͷǡ͵͵ͳǡʹͶͲ Ǧ Ǧ
Ƭ ͺͻǡͳͲͲ Ͷ͹ǡͺ͹͵ǡͶͺͲ ͷͳǡͶͳ͹ǡͻͲͲ
ƬƬ ͸ǡ͸͵͹ǡͷͶͲ ͸ǡ͸͵͹ǡͷ͵ͷ ͸ǡ͸͵͹ǡͷ͵ͷ
Ƭ ͳʹ͵ǡ͵͸Ͳ ͳʹ͵ǡ͵ͷͲ ͳʹ͵ǡ͵ͷͲ
͹ͲǡͷͷͲ ͳͻͳǡͶͻͷ ͳͻͳǡͶͻͷ
ǡǡ Ƭ ͳʹ͵ǡ͵͸Ͳ ͳʹ͵ǡ͵ͷͲ ͳʹ͵ǡ͵ͷͲ
ͺͲͷ ƬƬ ͳͻǡʹͳͲ ͳͻǡʹͳͲ ͳͻǡʹͳͲ
ͳ͸ Ƭ ͵ͳǡͷ͹͹ǡ͹ͶͲ ʹͲǡ͵ͺ͸ǡͷͲʹ ʹͲǡ͸ͻͳǡͲͳͲ
Ǥ Ƭ ͳ͹ǡͷͲͲ ͳ͹ǡͷͲͲ ͳ͹ǡͷͲͲ
ƬƬ Ǧ ʹͳͲǡͲͲͲ ʹͳͲǡͲͲͲ
ǡ Ƭ ʹͳͲǡͲͲͲ Ǧ Ǧ
ǡ TOTAL $148,536,730 $150,153,240 $155,431,807
ǡǡ
ȀͶͲͶ Expenditure
ǡͳͷͲ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
Ǥ Program Midcycle Proposed Proposed
ȋ̈́ͳǡͺ͸͹ǡ͹ͷͲȌ ȋ̈́ʹǡͶ͹ͺǡͻʹ͹Ȍ ȋ̈́ʹǡͶͶ͸ǡͲ͹͸Ȍ
ͳǡͷͲͲ Ƭ Ƭ ʹʹǡͶͲ͹ǡ͵ͲͲ ʹͶǡ͹ͷʹǡͶ͹͵ ʹͷǡʹͷͶǡͶ͵ͻ
ͳǡͳͻͺǤ ͸͹ͺǡ͵ͲͲ ͳǡͲͲͲǡͲ͵͹ ͳǡͲͳ͹ǡ͵ʹͲ
ƬƬ ͵ǡ͵͸ͳǡ͹ͷͲ ͸ǡ͸ͲͳǡͶ͸Ͷ ͸ǡ͸ͺ͹ǡͻʹ͵
͹ʹ ƬƬ ͳͷǡʹͳͺǡ͵ͳͲ ͳ͸ǡͲʹͶǡ͸ͻ͸ ͳ͸ǡʹ͵͹ǡͷͻͷ
Ǥ Ƭ ͳͶǡͻͺ͸ǡͲͳͲ ͳͷǡͶͷͻǡͳͷ͵ ͳͷǡ͹͹Ͷǡͻͺ͸
ǡ
Ƭ

ͺǡ͹Ͳ͹ǡʹ͵Ͳ
͸ǡͳʹͻǡͲʹͲ
ͺǡ͵ͷʹǡͷͳͳ
͵ǡʹͷͺǡ͸ͳʹ
ͺǡͶ͸ͻǡʹʹͳ
ʹǡͻͺͻǡ͸͸ͳ
STREETLIGHTMANAGEMENTAND Ƭ ͺǡ͵ͲͶǡͻͺͲ ͺǡͲͻ͹ǡ͵Ͷͳ ͺǡʹͲͳǡͷͺͻ
MAINTENANCE Ƭ ͷǡͳ͸ͻǡ͸͸Ͳ ͵ǡͷͺͻǡͷ͸Ͳ ͵ǡ͸ʹͲǡͳͷͲ
ƬƬ ͸Ͳǡ͵ͷͲ Ǧ Ǧ
ǡ Ƭ ͹ǡ͸͹ʹǡͺͻͲ ͳͳǡͳͳͺǡͶͺͲ ͳͲǡͷ͵͹ǡʹ͸ͳ
ƬƬ ͸ǡͳ͸ͳǡͶͷͲ ͸ǡͷͷͲǡͷ͵ͺ ͸ǡͶͲͻǡͷ͵Ͷ
͵͸ǡͲͲͲ
Ƭ ͶǡͻͷͳǡͷͶͲ ͶǡͻʹͶǡͻ͵ͻ Ͷǡͻͷ͵ǡͳ͵͹
ǡ
ʹǡʹʹ͸ǡͲ͵Ͳ ͳǡͻͲ͹ǡͺ͸͵ ͳǡͻͶͳǡͲͳͲ

Ƭ ͳǡͻͻͻǡ͵͵Ͳ ͳǡ͹͹ͻǡʹ͵ͳ ͳǡͺ͵ͳǡͲ͹͸
Ǥ
ƬƬ ʹǡ͹͵ͶǡͲͻͲ ʹǡͻ͵ͲǡͶͻͻ ʹǡͻ͸ͺǡͶͲͺ
Ƭ ͷǡͲ͸ͶǡͲ͹Ͳ ͵ǡ͹ͲͲǡͳ͸ͳ ͵ǡ͹͸͸ǡͻͻͷ
SUSTAINABLEOAKLANDPROGRAM Ƭ ̈́͵ǡͲͶ͹ǡͺͷͲ ̈́ʹǡʹͻͺǡͲͳͲ ̈́ʹǡͲʹ͵ǡͺͶͻ
ƬƬ ̈́͵ǡ͸͸ͻǡͷʹͲ ̈́Ͷǡ͵͸͸ǡͻ͵ͻ ̈́ͶǡͶ͹Ͳǡʹ͸͹

Ƭ ͸͹͵ǡʹ͸Ͳ Ǧ Ǧ
ǯ
TOTAL $121,355,190 $124,233,580 $124,708,345

ǡǡ
ǡ
Ǧ
Ǥ
ǯ

ǯ

D -‐ 50
PUBLICWORKSAGENCY
FTE FY2011Ǧ12 FY2012Ǧ13
PROGRAMDESCRIPTIONSȋǯȌ Changes Changes
EliminateGeneralFundsupport
SUSTAINABLEOAKLANDPROGRAM
Ǥ TreeServices
ͷǤͲ ǡʹǤͲ ȋ͹ǤͲͲȌ ȋ̈́͹ͶͶǡͳͺͺȌ ȋ̈́͹͹͵ǡͲͲ͸Ȍ

ȋȌ
ǡǡǦ ʹǤͲ ȋʹǤͲͲȌ ȋ̈́ͳͺ͹ǡ͸ͷͻȌ ȋ̈́ͳͻͳǡͲͲͲȌ
Ǧǡ
ParkMaintenance

ȋ͵ǤͲͲȌ ȋ̈́͵ͳͻǡ͸ʹ͵Ȍ ȋ̈́͵ʹͷǡͳͺͷȌ

ǡ
ȋ͵ǤͲͲȌ ȋ̈́ʹ͸ͻǡͺͷͺȌ ȋ̈́ʹ͹ͶǡͷͶͶȌ
ǡ ȋȌ ȋͺǤͷͲȌ ȋ̈́͵ͷͻǡͶͶͷȌ ȋ̈́͵͵͹ǡ͹ͷͺȌ
ǡ ȋͳǤͲͲȌ ȋ̈́ͳʹ͹ǡͺͷͷȌ ȋ̈́ͳ͵ͷǡʹͶ͵Ȍ

ȋͳǤͲͲȌ ȋ̈́ͳͷͷǡͶ͵͵Ȍ ȋ̈́ͳͷͺǡʹͳʹȌ
Ǥ
Ƭ Ǧ ȋ̈́͵ʹͳǡͺʹͳȌ ȋ̈́͵ʹͶǡͶͺ͸Ȍ

ALLOtherFunds
FTE FY2011Ǧ12 FY2012Ǧ13
Changes Changes
ͳͲǤ
1720ǦComprehensiveCleanǦup
ȋǦ͵ǤͲͲ Ȍǣ
TRAFFICSIGNALMANAGEMENTAND ʹǤͲ Ȁ ȋʹǤͲͲȌ ȋ̈́ʹͺͷǡͻͶͲȌ ȋ̈́ʹͻͳǡ͸͹ʹȌ
MAINTENANCE
ͳǤͲ ȋͳǤͲͲȌ ȋ̈́͸ͺǡͺʹͻȌ ȋ̈́͹ͲǡʹͲͺȌ
ȋͲǤ͵ͲȌ ȋ̈́͵ͻǡ͸͹͸Ȍ ȋ̈́ͶͲǡʹ͸ͷȌ
ǡ
ȋͲǤͻͲȌ ȋ̈́ͻͳǡͶ͹ͳȌ ȋ̈́ͻʹǡͺ͸͵Ȍ
͸͹ͳ
Ǥ
ͳǤͲ ͳǤͲͲ ̈́ͳͲʹǡͻͷͲ ̈́ͳͲͷǡͲͳͶ

ͳǤͲ ͳǤͲͲ ̈́ͻ͹ǡʹ͵͵ ̈́ͻͻǡͳͺʹ
Ƭ Ǧ ȋ̈́Ͷͳʹǡ͹ͻͺȌ ȋ̈́͵ͻ͵ǡͳͶͶȌ

Ǥ
1750ǦMultipurposeReserve

ͳǤͷͲ ǡ ȋͳǤͷͲȌ ȋ̈́͸ͺǡͷͻ͸Ȍ ȋ̈́͹Ͳǡ͵ͶͺȌ
TRAFFICSIGNSANDMARKINGS
ͲǤͷͲ ǡ ȋͲǤͷͲȌ ȋ̈́ʹͶǡ͹͹ͳȌ ȋ̈́ʹͷǡͺͲͲȌ
Ƭ Ǧ ȋ̈́ͳͻͶǡͷͻͳȌ ȋ̈́ͳ͹ͻǡͷͻͳȌ

2211ǦMeasureB:ACTIA
ͳǤͲ ͳǤͲͲ ̈́ͳͲʹǡͳ͸͵ ̈́ͳͲͶǡʹͳͳ
ǡ ͲǤͺͲ ǡȋȌ ͲǤͺͲ ̈́ͳͳͲǡͶͲͳ ̈́ͳͳʹǡ͸ͳͶ
ǡʹͲͲǡͲͲͲ
ǡ͵ǡ͸ͲͲǡ 2230ǦStateGasTax
ͶͲͲǡͲͲͲ ͳǤͲ ͳǤͲͲ ̈́ͻͺǡͲʹͳ ̈́ͻͻǡͻͺ͸
͸ǡͲͲͲǤ ȋͲǤ͵ͶȌ ȋ̈́͵ͷǡͷͻ͹Ȍ ȋ̈́͵͸ǡ͵ͳͳȌ
ǡǡ
ͲǤ͵ʹ ̈́ʹͷǡ͸ͻ͵ ̈́ʹ͸ǡʹͳ͹

Ǥ ȋ͵ǤͲ͸Ȍ ȋ̈́ʹ͵ͳǡʹͺ͹Ȍ ȋ̈́ʹ͵ͺǡ͵ͻͶȌ

ȋͲǤ͸ͺȌ ȋ̈́ͺ͵ǡͻͻͶȌ ȋ̈́ͺͷǡ͸ʹ͸Ȍ
ǡǡǡ
ǡǡǡ ȋͲǤ͵ͶȌ ȋ̈́͵Ͷǡͺ͵ͶȌ ȋ̈́͵ͷǡͷͲͳȌ
Ǥ 2231ǦStateGasTaxǦProp42ReplacementFunds

ͲǤ͸ͺ ȋͲǤ͸ͺȌ ȋ̈́͹ͳǡͳͻͷȌ ȋ̈́͹ʹǡ͸ʹʹȌ

ͲǤ͵ʹ ̈́ͶʹǡͲͻͻ ̈́Ͷʹǡͻʹ͵
͵ʹͳͳ ȋͳǤ͹ʹȌ ȋ̈́ͳ͵Ͳǡͳͳ͵Ȍ ȋ̈́ͳ͵͵ǡͳʹͶȌ

Ǥ
ȋʹǤ͹ͶȌ ȋ̈́ʹ͸ͷǡͷͷ͸Ȍ ȋ̈́ʹ͹ͶǡʹͻͶȌ

ȋ͵ͳͲͲȌ

D -‐ 51
PUBLICWORKSAGENCY
SIGNIFICANTCHANGESINBUDGETANDPERFORMANCEȋ̵Ȍ
PROGRAMDESCRIPTIONSȋǯȌ ALLOtherFunds
FTE FY2011Ǧ12
Changes
FY2012Ǧ13
Changes
TRANSPORTATIONANDPEDESTRIAN 2310ǦLandscapingandLightingAssessmentDistrict
SAFETY ʹǤͲ ȋʹǤͲͲȌ ȋ̈́ʹͷʹǡ͹ͶͲȌ ȋ̈́ʹͷ͹ǡ͵ͲͷȌ
ʹǤͲ ʹǤͲͲ ̈́ʹʹͶǡͳ͹ͻ ̈́ʹʹͺǡͲ͸ͻ

͵ǤͲ
͵ǤͲͲ ̈́͵ͳͻǡ͸ʹ͵ ̈́͵ʹͷǡͳͺͷ
ͳͳǤͲ
ȋͳͳǤͲͲȌ ȋ̈́ͻ͹ͶǡͳͻͷȌ ȋ̈́ͻͻͳǡʹʹͺȌ
ǡ ͳͳǤ͹͵ȋȌ ͳͳǤ͹͵ ̈́Ͷͺ͸ǡͷͺʹ ̈́Ͷͺ͸ǡͷͺʹ
Ǥ
ͳǤͲ ͳǤͲͲ ̈́ͳʹ͹ǡͺͷͷ ̈́ͳ͵ͷǡʹͶ͵
ǡǡ
ǡ ͳǤͲ ͳǤͲͲ ̈́ͳͷͷǡͶ͵͵ ̈́ͳͷͺǡʹͳʹ
ǡǡ Ǧ ȋ̈́͹ͲǡͲͲͲȌ ȋ̈́͹ͲǡͲͲͲȌ
ǡǡ Ƭ ̈́͵͹͸ǡ͵͹ͷ ̈́͹ʹǡͷͶͺ
Ǥ
3100ǦSewerServiceFund
ͳͷǤͲͲ ǡƬǡ
Ǥ
ͳǡʹͲͳͳǤͳʹǤͻʹ

Ǥ
TREEMANAGEMENTAND
MAINTENANCE ͲǤͷͲ ȋͲǤͷͲȌ ȋ̈́ͷͻǡͳ͹ͲȌ ȋ̈́͸Ͳǡ͵ͷͲȌ
ͳǤͲͲ ȋ Ȍ ȋͳǤͲͲȌ ȋ̈́ͺ͹ǡ͵ͻ͹Ȍ ȋ̈́ͺͻǡͳͶͻȌ
ͳǤͲͲ ǡȋ Ȍ ȋͳǤͲͲȌ ȋ̈́ͳͲ͸ǡ͵Ͷ͵Ȍ ȋ̈́ͳͲͺǡͶ͹ͶȌ
ͳǤͲ Ƭ ͳǤͲͲ ̈́ͳʹͷǡͳ͵Ͳ ̈́ͳʹ͹ǡ͸͵ͺ
ͶʹǡͲͲͲ
ͳǤ͵͸ ͳǤ͵͸ ̈́ͳ͸ͻǡͳ͵ʹ ̈́ͳ͹ͳǡ͹ͺ͸
ʹͲͲǡͲͲͲ
ǯǦǦǡ ͸Ǥ͸ͺ ͸Ǥ͸ͺ ̈́͸Ͷͳǡ͹ͷ͵ ̈́͸ͷͷǡͺͶͲ
ǡǡ ͳǤͲʹ ͳǤͲʹ ̈́ͳ͵Ͷǡ͹͹ʹ ̈́ͳ͵͸ǡͻͳͳ
Ǥ ʹǤ͸ͺ ʹǤ͸ͺ ̈́ʹͳ͸ǡͳ͵Ͷ ̈́ʹʹͲǡͶ͸͸
ǦʹͶ ͸ǤͲ ͸ǤͲͲ ̈́ͷ͹ʹǡ͵ͶͲ ̈́ͷͺ͵ǡͺͳͺ
Ȁ͹Ǥ
ͷǤͲ ͷǤͲͲ ̈́͵͹ͳǡ͵ͷʹ ̈́͵͹͹ǡʹͷͲ

ͳǤͲ ͳǤͲͲ ̈́ͳͺʹǡͺʹʹ ̈́ͳͺͷǡ͹ʹͷ
ͶǤ͵ͺ ͶǤ͵ͺ ̈́ͷ͵ͺǡͺ͹͵ ̈́ͷͷ͵ǡʹͺ͹
ǡǡ Ƭ Ǧ ̈́͵ǡ͹ʹͶǡͶͻͲ ̈́ʹǡͻ͵ͷǡʹ͸ͻ
ǡǡ
Ǥ 4100ǦEquipment
ͳǤͲ ȋͳǤͲͲȌ ȋ̈́͹ʹǡͲ͸ͻȌ ȋ̈́͹͵ǡͷͳͶȌ

ͳǤͲ ȋͳǤͲͲȌ ȋ̈́͹͵ǡ͵ͷͳȌ ȋ̈́͹ͶǡͺʹʹȌ
WATERSHEDANDSTORMDRAIN
Ƭ Ǧ ̈́ͳͺǡ͵͹ͻ ̈́͵ͲǡͺͺͶ
4400ǦCityFacilities
ǡǦ
ͶͲʹ ǡ ͳͺ
ǡ͹ǡͷ͹ͺ ͲǤͷͲ ǡ ͲǤͷͲ ̈́ʹ͵ǡ͸Ͷͳ ̈́ʹ͵ǡ͸Ͷͳ
ǡͳͷͲǡ ͵ǤͲ ͵ǤͲͲ ̈́ͳ͹ͻǡ͹ʹͷ ̈́ͳͺ͵ǡ͵͵Ͳ
ͺͲǤ ʹǤͲ ǡ ʹǤͲͲ ̈́ͳʹͳǡͻͲͲ ̈́ͳʹͶǡ͵Ͷͷ
ǡ
ͲǤͷͲ ǡ ͲǤͷͲ ̈́ʹ͵ǡ͹Ͷͳ ̈́ʹ͵ǡ͹Ͷͳ

ǡ ͲǤͷͲ ǡ ͲǤͷͲ ̈́͵͵ǡ͵͵͹ ̈́͵͵ǡ͵͵͹
ǡǤ ͳǤͲͲ ǡ ȋͳǤͲͲȌ ȋ̈́Ͷ͸ǡ͹ʹͳȌ ȋ̈́Ͷ͸ǡ͹ʹͳȌ

ͳǤͲ
ȋͳǤͲͲȌ ȋ̈́͹ʹǡͷͻͻȌ ȋ̈́͹͵ǡͻͻͲȌ
ͳǤʹͷ ͳǤʹͷ ̈́ͳʹʹǡͷʹ͹ ̈́ͳʹͶǡͻͺ͵
ǡ
ǡ 7760ǦGrantClearing
ʹǤͲ ʹǤͲͲ ̈́ʹ͵ͺǡͻ͵͸ ̈́ʹͶ͵ǡ͹ʹ͸
Ǥ ͳǤͲ ȋͳǤͲͲȌ ȋ̈́͸ͷǡ͸ͷʹȌ ȋ̈́͸͸ǡͻ͸ͺȌ
ͳǤͲ ͳǤͲͲ ̈́ͳͶͶǡͺ͸ͷ ̈́ͳͶ͹ǡ͹͹ʹ

ͲǤʹͲ ǡȋ Ȍ ȋͲǤʹͲȌ ȋ̈́ͳ͹ǡͶͺͲȌ ȋ̈́ͳ͹ǡͺ͵ͲȌ
ǡǦǦ
D -‐ 52
PUBLICWORKSAGENCY

PROGRAMDESCRIPTIONSȋǯȌ
WATERSHEDANDSTORMDRAIN PUBLICWORKSAGENGY
͹ʹͺǤ͵͵
ǡǦǦǦ
ǡ Buildings&Facilities
ǡ AgencyAdministration
Management&Maintenance
ͷ͵ǤͲͲ
Ǥ ͳ͵ͳǤ͵͵

EngineeringDesign&
ElectricalProjects
InfrastructurePlans&Program
ͶǤͲʹ
ͷͻǤͲͲ

Fleet&Equipment KeepOakland
Management&Maintenance Clean&Beautiful
ͷ͹ǤͲͲ ͺͶǤͷͲ

Parks,Grounds&Medians ProjectDelivery

͸ͷǤͲͲ Ͷ͹ǤͲͲ

SanitarySewer
Recycling&SolidWaste
ͳͲǤͷͲ
͸ͷǤͷͲ

Street&Sidewalk StreetLight
Management&Maintenance Management&Maintenance
ͶͲǤͲͲ ͺǤͻͻ
TrafficSignal
SustainableOaklandPrograms
ͳͳǤͷͲ
͹Ǥͻͻ
TrafficSigns&Markings Transportation&Pedestrian
Management&Maintenance Safety
ͳͺǤͲͲ ʹͶǤͷͲ
Tree Watershed&StormDrain
Management&Maintenance Management&Maintenance
ͳͲǤͲͲ ͵ͲǤͷͲ

D -‐ 53
PUBLICWORKSAGENCY

NOTES

D -‐ 54
COMMUNITYANDECONOMICAGENCY
COMMUNITYAND SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYFUND
ECONOMICAGENCY ExpendituresbyFund
FY2010Ǧ11
MidcycleBudget
FY2011Ǧ12
Proposed
FY2012Ǧ13
Proposed
Budget Budget
ͳͲͳͲ
ȋ
Ȍ ̈́ʹǡ͵͵͵ǡͻͺͲ ̈́͸Ͷͺǡ͵͹ͷ ̈́͸ͷͳǡͳ͵ͻ
ͳ͹ͳͲ ʹͶͷǡ͸ͻͲ ʹͲ͹ǡ͹͵͹ ʹͳͲǡʹͷͺ
MISSIONSTATEMENT ͳ͹ͷͲ ͷͶͳǡ͵ͲͲ ͵ʹ͸ǡ͵ͲͲ ͵ʹ͸ǡ͵ͲͲ
ͳ͹͹Ͳ ͵ʹͻǡͶͷͲ ͷ͵ͷǡ͸͵Ͳ ͷ͵ͷǡ͸͵Ͳ

ʹͳͲͶ ͳ͸ǡ͹͹Ͳ Ǧ Ǧ

ʹͳͲ͹ ǦͳͲͺ ʹǡͳͺͶǡͷͲͲ ʹǡͲ͵ʹǡͲͲͲ ʹǡͳʹʹǡͲͲͲ
ǡ
ʹͳͲͺ Ǧ
ͻǡͳ͸͹ǡͳ͹Ͳ ͺǡͻͻ͵ǡͺͳͷ ͺǡͻͺͺǡͻ͸͹
ǡǡ
ʹͳͲͻ Ǧ Ͷǡ͹ͷ͵ǡͳ͹Ͳ Ͷǡ͹ͷ͵ǡͳ͸͸ Ͷǡ͹ͷ͵ǡͳ͸͸

ʹͳͺͷ
ͳǡͷͲͲǡͲͲͲ ʹǡͷͲͲǡͲͲͲ ʹǡͷͲͲǡͲͲͲ
ǡ
ʹͳͻͷ ͷǡ͵͸ͻǡʹʹͲ ͸ǡͳʹ͸ǡͳͲ͹ ͸ǡͳ͵ͳǡ͹͹Ͷ
ʹʹͳʹ ǣȀ ͵ʹͲ Ǧ Ǧ
ʹͶͳ͵ Ǧ ͳǡͳ͹Ͷǡ͹͵Ͷ ͳǡͳ͸Ͳǡ͸ͻ͸
ʹͶͳͷ ʹͲǡͻ͸ͶǡͳʹͲ ʹʹǡʹͳͺǡʹͻ͹ ʹʹǡ͸͸͵ǡͳͻͻ
ʹͶͳͻ ȋȌ Ǧ ͵ʹͷǡͷͻ͵ ͵ʹͷǡͷͻ͵
Ǥ ͵ʹͲͲ
ͺǡͶͷͲ ͺǡͶͷͲ ͺǡͶͷͲ
ͶʹͲͲ Ȁ ͳͷͳǡͶͳͲ Ǧ Ǧ
ͶͶͷͲ Ǧ ͺǡͷ͹ͺ ͺǡͷ͹ͺ
BUSINESSGOALS ͷ͵ʹͳ ǣʹͲͲͻ ʹͻǡͶͶͲ Ǧ Ǧ
ͷͷͲͷ ǣ ʹͺͳǡ͸ʹͲ ʹ͹ͳǡʹͷͺ ʹ͹Ͷǡͻʹ͸
͹͹͸Ͳ
Ǧ ȋͶ͵ǡͲͻͺȌ ȋͶ͵ǡͶ͸ͳȌ
ǡ ͹͹ͺͲ ȋȌ ͳ͵ǡ͹ʹͷǡͲͳͲ ͳͷǡͲ͸͸ǡͶ͹ͺ ͳͷǡ͵ͺʹǡͶͳ͹
ǡǡ TOTAL $61,601,620 $65,153,420 $65,999,632

ǡ
͵ǤͺΨ ͳǤͲΨ ͳǤͲΨ
ǡ

ͲǤ͸Ψ ͲǤͳΨ ͲǤͳΨ
Ǣ

Ǣ

Ǥ Ǥ Ǥ

ǡ ǡ PRIORREDUCTIONS
Ǥ
ʹͲͲ͹ǦͲͻ

ǡ

ǡ
ǡ ǡǡ
ǡǡ ǡ ȋʹͶͳͷȌ
ǡǤǤ ǡ ȋ͹͹ͺͲȌ
Ǥ

̵Ǣ PROGRAMDESCRIPTIONS
ǡ
Ȁ BROADWAY/MACARTHUR/SANPABLO
ǡ ǡ
ǡ
̵
ǡǡ Ǥ
̵ ȀȀ
Ǥ
Ǥ
ǡ ʹͲͲͲ
ǡǤ ǦǤ
ȀǦ

Ǥ ʹ͹
ͶʹǤǦ

D -‐ 55
PROGRAMDESCRIPTIONS AUTHORIZEDPOSITIONSBYPROGRAM
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13

BROADWAY/MACARTHUR/SANPABLO Midcycle Proposed Proposed
ȋǯȌ FTE FTE FTE
Broadway/Macarthur/SanPablo 2.55 2.50 2.50

ͷ͵͸͹Ǥ
BusinessCreation,Attraction,Retention,&Expansion 17.00 14.00 14.00

ǢǦǢ
2108ǦHUDǦCDBG 2.98 2.60 2.60
ǡ 2195ǦWorkforceInvestmentAct 1.28 1.38 1.38
Ǥ 7780ǦOaklandRedevelopmentAgencyProjects(ORA) 11.74 9.02 9.02
CedaDirector'sOffice 16.00 17.00 17.00
BUSINESSCREATION,ATTRACTION, 2415ǦDevelopmentServiceFund 2.50 2.00 2.00
RETENTION,&EXPANSION(BǦCARES) 7760ǦGrantClearing 13.50 15.00 15.00
CentralCityEast 4.99 4.19 4.19

ǡ Coliseum 8.65 8.35 8.35
Ǥ CommercialLending 3.00 3.00 3.00
2105ǦHUDǦEDIGrants 1.80 1.80 1.80
2108ǦHUDǦCDBG 0.70 0.70 0.70
ǯ CommunityDevelopment(CDBG) 6.20 7.45 7.45
2108ǦHUDǦCDBG 6.20 7.45 7.45
ǣȀǢ CulturalFundingProgram 1.50 Ǧ Ǧ
ǢƬǢ 1010ǦGeneralFund:GeneralPurpose 1.50 Ǧ Ǧ
DevelopmentPermitInspections 56.50 54.50 54.50
ǢǢǤ

ǡǡ
DevelopmentReview/Zoning 19.00 18.00 18.00
ǡ 2415ǦDevelopmentServiceFund 19.00 18.00 18.00
ǡǡ DowntownRedevelopment 10.91 10.71 10.71
Engineering&ArchitecturalPlanApproval 25.00 27.00 27.00
Ǥ 2415ǦDevelopmentServiceFund 25.00 27.00 27.00
ǡǡǡ GeneralPlan,ZoningUpdate&StrategicAnalysis 14.00 16.00 16.00
ǡǡǡ 2415ǦDevelopmentServiceFund 10.60 13.60 13.60
4450ǦCityFacilitiesEnergyConservationProjects Ǧ 0.50 0.50
Ǥ HistoricPreservation 2.00 2.00 2.00

CEDADIRECTOR'SOFFICE HomeOwnership&Rehabilitation 21.80 21.45 21.45
2108ǦHUDǦCDBG 11.77 10.77 10.77
Ǣ 2109ǦHUDǦHome 0.65 0.65 0.65
ǢǢ HousingDevelopment 16.10 16.20 16.20
Ǣ 2109ǦHUDǦHome 1.32 1.42 1.42
Marketing&SpecialEvents 7.50 6.50 6.50
Ǣ
Ǥ
OakKnoll 1.00 1.00 1.00
ǡ 7780ǦOaklandRedevelopmentAgencyProjects(ORA) 1.00 1.00 1.00
ǡ OarbǦBayBridgeGateway 4.10 4.55 4.55
ǡ 7780ǦOaklandRedevelopmentAgencyProjects(ORA) 4.10 4.55 4.55
ǡ PublicArtProgram 2.50 2.00 2.00
5321ǦMeasureDD:2009BCleanWater,SafeParks&Open 0.50 0.50 0.50
5505ǦMunicipalCapitalImprovement:PublicArts 1.75 1.25 1.25
RealEstate 7.00 7.00 7.00
1770ǦTelecommunicationsLandUse 1.72 1.72 1.72

D -‐ 56
PROGRAMDESCRIPTIONS AUTHORIZEDPOSITIONSBYPROGRAMȋ̵Ȍ
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13

CENTRALCITYEAST Program
FTE FTE FTE
̵ ResidentialRentAdjustment 8.00 7.00 7.00
ȋȌǤ 2413ǦRentAdjustmentProgramFund 8.00 7.00 7.00
WestOaklandRedevelopment 4.20 3.60 3.60
ʹͻǡʹͲͲ͵Ǥ 7780ǦOaklandRedevelopmentAgencyProjects(ORA) 4.20 3.60 3.60
ǡǡ WorkforceDevelopment 4.00 5.00 5.00
TOTAL 263.50 259.00 259.00
ǡ
ǡ SUMMARYOFHISTORICALEXPENDITURESANDPROPOSEDBUDGETBYPROGRAM

Ǥ Revenue
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
ǡ Program MidcycleBudget Proposed Proposed
Budget Budget
ǡ
ǡ ǡǡǡƬ ̈́Ͳ ̈́ͶͶͶǡͲͲͲ ̈́ͶͷʹǡͲͲͲ
̵ ͳǡͳͷͷǡͲͲͲ ͳǡͲ͹͹ǡͲʹ͹ ͳǡͳͻ͵ǡͲͲͶ
ʹǡʹͲͳǡͷͲͲ ʹǡͲ͵ʹǡͲͲͲ ʹǡͳʹʹǡͲͲͲ

ȋ
Ȍ ͻǡͳͲͻǡ͵͸Ͳ ͻǡͳͲͻǡ͵ͷ͹ ͻǡͳͲͻǡ͵ͷ͹
ǡ Ǧ ʹͳͶǡͺͻͳ ʹͳͶǡͺͻͳ
ͳͲǡͺʹͶǡ͸ͶͲ ͳͲǡ͹Ͳ͸ǡͻ͹ͳ ͳͳǡͲͶͲǡͻͷͳ
Ǥ Ȁ ʹǡͳͻͶǡͲͲͲ ʹǡʹͷ͵ǡͲͲʹ ʹǡʹͷͺǡͲͶͷ
Ƭ ͺǡ͹ͶͳǡͲͲͲ ͺǡ͹ͶͳǡͲͲͲ ͺǡ͹ͶͳǡͲͲͲ
Ƭ ʹǡͳ͹ͲǡͶͺͲ ͵ǡͳ͹ͲǡͶͺͲ ͵ǡͳ͹ͲǡͶͺͲ
COLISEUM Ͷǡ͹ͷ͵ǡͳ͹Ͳ Ͷǡ͹ͷ͵ǡͳ͸͸ Ͷǡ͹ͷ͵ǡͳ͸͸
Ƭ ͳ͸ǡͺ͵Ͳ ͳʹ͹ǡͷ͵ʹ ͳʹ͹ǡͷ͵ʹ
Ǧ ʹ͹ͳǡͶͻͲ ʹ͹ͷǡͳͷͷ
̵ ͶǡʹͺͳǡͺʹͲ ͳǡͶ͹͵ǡ͵͹Ͳ ͳǡͶ͹͵ǡ͵͹Ͳ
Ǥ ͳǡͺͻͲǡͻͻͲ ͳǡͺͲͲǡͲͲͲ ͳǡͺͲͲǡͲͲͲ
ͳͻͻͷ ͷǡ͹ʹͶǡ͵ͻͲ ͸ǡͲͷͲǡͲͲͲ ͸ǡͲͷͲǡͲͲͲ
ͳͻͻ͹Ǥ TOTAL $53,063,180 $52,224,286 $52,780,951

Expenditure
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
Program MidcycleBudget Proposed Proposed
Ǥ Budget Budget
ȀȀ ̈́ͶͶ͹ǡͳͺͲ ̈́ͷͳͷǡͲ͹Ͷ ̈́Ͷ͹ʹǡͷ͵͸
ǡ ǡǡǡƬ ʹǡͺʹ͵ǡ͹ͻͲ ʹǡ͸ͶͶǡͻͷͷ ʹǡ͹Ͳ͹ǡͳ͸͸
̵ ͳǡ͵ͳͺǡ͵͹Ͳ ͳǡ͵ͺ͵ǡʹͳͳ ͳǡͶͻʹǡͶͺ͸
Ǥ ͻͺͶǡͲͲͲ ͺͻͺǡͺ͵ͺ ͻͳͳǡͳͲʹ
͹ͳͲǡʹͻͲ ͳǡͷ͸ͳǡͲ͹ʹ ͳǡ͸Ͳͳǡͳ͵ʹ
ǡ
ʹǡ͸ʹ͸ǡ͸ͷͲ ʹǡͶ͹Ͳǡͳͳͻ ʹǡͷ͸Ͷǡͳ͸ʹ
ǡ
ȋ
Ȍ ͵ǡͷͺͺǡʹͶͲ ͵ǡʹͺ͸ǡͳ͹͵ ͵ǡ͵͵ͶǡͷͶͶ
ʹͲͳǡ͹͹Ͳ ʹ͸Ͷǡͺͻͳ ʹ͸Ͷǡͺͻͳ
ǡ ͳͲǡ͵ͻͷǡ͹ͳͲ ͳͲǡʹ͸͸ǡ͵͸ͷ ͳͲǡͶʹͳǡ͸Ͷ͸
ǡǤ Ȁ ʹǡ͹ͲͷǡͲ͸Ͳ ʹǡ͹Ͷ͵ǡ͵ͷͳ ʹǡ͹ͺͶǡ͵͹ͳ
ͳǡͺͳͺǡͻͻͲ ͳǡͻͳ͸ǡͲͺͻ ͳǡͻ͸ͳǡͷ͹ͷ
COMMERCIALLENDING Ƭ ͶǡͺͳͶǡʹͻͲ ͷǡ͵ͶͲǡ͸ʹ͹ ͷǡͶ͵͸ǡͷͳͲ

ǡƬ ʹǡʹͶͳǡͻͻͲ ʹǡ͹ͳͳǡͶͻͷ ʹǡ͹͸Ͷǡͳͺͳ
ʹͲͲǡͻͺͲ ʹͳ͵ǡͶͲͳ ʹͳͷǡͻʹʹ
̵ Ƭ ͸ǡ͹ͺ͹ǡͷͻͲ ͺǡ͵Ͳͺǡ͵͹ʹ ͺǡʹͺͺǡͷͻʹ
͹ǡ͸ʹͺǡʹͺͲ ͹ǡ͸͸Ͳǡʹ͹͵ ͹ǡ͹ʹ͵ǡͷ͸ʹ
ȋ͵͹ǡ͵ͺͲȌ Ǧ Ǧ
Ǥ Ƭ ͳǡ͸ͲʹǡͻͳͲ ͳǡͷͳʹǡͻͲ͵ ͳǡͷͶ͵ǡ͵Ͳͷ
ǡ ʹͳ͵ǡͻ͹Ͳ ʹʹ͹ǡʹʹͲ ʹ͵ͳǡͲʹͻ
Ǧ
͹Ͷͻǡ͵͹Ͳ ͺ͹ͳǡʹͷͲ ͺͻ͹ǡʹͺ͵
͵ͺͻǡͳͷͲ ͵ʹʹǡ͹Ͷ͵ ͵ʹ͸ǡͺͻ͵
ʹǡʹ͹Ͷǡ͵ͻͲ ʹǡ͵Ͳ͹ǡ͸ͳͲ ʹǡ͵͵ͳǡͳͶ͹
̵
ͳǡ͵Ͳͷǡ͸͵Ͳ ͳǡͳ͹Ͷǡ͹͵Ͷ ͳǡͳ͸Ͳǡ͸ͻ͸
Ǥ ͸ͶͲǡͲͻͲ ͹͹ͲǡͷͶ͹ ͹ͺͷǡͳʹ͹
ͷǡͳ͹Ͳǡ͵ͳͲ ͷǡ͹ͺʹǡͳͲ͹ ͷǡ͹͹ͻǡ͹͹Ͷ
̵ TOTAL $61,601,620 $65,153,420 $65,999,632
̵

D -‐ 57
PROGRAMDESCRIPTIONS GeneralPurposeFund(GPF)
FTE FY2011Ǧ12 FY2012Ǧ13
Changes Changes
ȋͳǤͲͲȌ ȋ̈́ͳͳͶǡͲͺ͹Ȍ ȋ̈́ͳͳ͸ǡ͵͹ͶȌ
COMMERCIALLENDINGȋǯȌ
ǡ ȋͲǤͷͲȌ ȋ̈́ͷͳǡͶ͹ͷȌ ȋ̈́ͷʹǡͷͲ͹Ȍ
̵
Ǣ ȋͳǤͲͲȌ ȋ̈́ͳͳͻǡͳͺ͵Ȍ ȋ̈́ͳʹͳǡͷ͹ͳȌ
Ǧ Ǧ ȋ̈́ͻͷǡͲͲͲȌ ȋ̈́ͻͷǡͲͲͲȌ
ȋͳ͹͹ͲȌ Ǧ ̈́ʹͲͲǡͲͲͲ ̈́ʹͲͲǡͲͲͲ
Ǣ
FTE FY2011Ǧ12 FY2012Ǧ13
Ǣ ALLOtherFunds Changes Changes
ȋͳ͹͹ͲȌ Ǧ ȋ̈́ʹͲͲǡͲͲͲȌ ȋ̈́ʹͲͲǡͲͲͲȌ
ǦǤ

̵
ǡǡ
̵
Ǥ
COMMUNITY&ECONOMIC
DEVELOPEMENTAGENCY
COMMUNITYDEVELOPMENTBLOCK ʹͷͻǤͲͲ
GRANTS
BusinessCreation,Attraction,
Broadway/MacArthur/SanPablo
Retention&Expansion
ǯ ʹǤͷͲ
ͳͶǤͲͲ
ȋ
ȌǤ

CEDADirector’sOffice CentralCityEast
ͳ͹ǤͲͲ ͶǤͳͻ

Ǥ
Coliseum CommercialLending
ǡ ͺǤ͵ͷ ͵ǤͲͲ

Ȁ CommunityDevelopment(CDBG) CulturalFundingProgram
͹ǤͶͷ ͲǤͲͲ

Ǥ
DevelopmentPermitInspections DevelopmentReview/Zoning
ͷͶǤͷͲ ͳͺǤͲͲ

ͷͲǦ Engineering&Architectural
DowntownRedevelopment
PlanApproval
ͳͲǤ͹ͳ
ʹ͹ǤͲͲ

Ǥ
GeneralPlan,ZoningUpdate
HistoricPreservation
&StrategicAnalysis
ʹǤͲͲ
ͳ͸ǤͲͲ

HomeOwnership&Rehabilitation HousingDevelopment

Ǥ ʹͳǤͶͷ ͳ͸ǤʹͲ

CULTURALFUNDING Marketing&SpecialEvents OakKnoll
Ǧ ͸ǤͷͲ ͳǤͲͲ

OarbǦBayBridgeGateway PublicArtProgram
Ǥ ͶǤͷͷ ʹǤͲͲ

DEVELOPMENTPERMIT&CODE RealEstate ResidentialRentAdjustment
͹ǤͲͲ ͹ǤͲͲ
ENFORCEMENTINSPECTIONS
WestOaklandRedevelopment WorkforceDevelopment
ǡǡ ͵Ǥ͸Ͳ ͷǤͲͲ
ǡ

Ǧ
ǡ
ǡ

D -‐ 58
PROGRAMDESCRIPTIONS Ǧ
Ǣ ǡ
DEVELOPMENTPERMIT&CODE
ENFORCEMENTINSPECTIONSȋǯȌ ǡ
ǢǤ Ȁ ǡ
ǡ ǡǡ
Ǥ
Ǥ
ǡ ǡǡ
Ǧ ǡ
ǡǦ ǡ ͺͺǡ
Ǣ

ǡ Ǥ

ǦǦ ENGINEERING&ARCHITECTURALPLAN
Ǥ APPROVAL Ǧ
Ǥ
DEVELOPMENTREVIEW/ZONING ǡ

ǡǡǡ

Ǥ

ʹͲǡͲͲͲ

Ǧ
Ǥ ǡ HOUSINGDEVELOPMENT
ͳǡʹͲͲ ǡ
Ǥ
ǡ Ǥ
ǡǡ ǦǦ
ǣͳȌǡ Ǥ
Ǧ
ͳͲΨǢʹȌ HISTORICPRESERVATION ǡ

ǦͶͲΨǢ
͵Ȍ ǡǡǤ
ͷͲΨǤ Ǥǯ
Ȁ
DOWNTOWNREDEVELOPMENT Ǣ ȋ Ȍ
ǡ

ǡǡ Ǣ

͹ͷ
ǯ
Ǣ
Ǥ
Ǣ

Ǥ
ǡ

ǡ MAJORPROJECTS&STRATEGIC

ǡ Ǥǡ PLANNING
Ǣ
Ǣ ȋͷͲ
Ǣ Ǣ ͷͲǡͲͲͲȌǤ
ǡ ͷͲͲ ȋ
Ǣ Ǣǡ Ȍ
͵ǡͲͲͲǡǦ
Ǧ
ȋǡ Ǥ ̵
Ȁǡ Ǥ
ȌǤ HOMEOWNERSHIP&REHABILITATION
ͳͲͳͲǡͲͲͲ
Ǣ ǡ
ǦǦ ǡ
Ǧǡ ǤͳͲͳʹͷ
Ǣ Ǥ ȋǦ

D -‐ 59
Ȍǡ ǡͳ͸͹

̈́ͳͲͲǡͷͲͲǡͲͲͲǤ̵ RESIDENTIALRENTADJUSTMENT
ͻ͸Ͳǡ ǡ
ǡǡ
PROGRAMDESCRIPTIONSȋǯȌ ǡǡ
Ǥ ǡ
Ǥ ͺʹǡͲͲͲ
ǤʹͲͲͺǡ ǡǤ
ǡǡ ǡ
ǡǡǡ ǡ
ǡ
Ǥ Ǥ Ǥ

ͳͲͲ
MARKETING&SPECIALEVENTS ǡ
Ǥ

ǡ
PUBLICART
ǡǡǤ
ǡ Ǥ
ǡ
WESTOAKLANDREDEVELOPMENT
Ǣ̵

ǡ

Ǣ Ǣ
ǡ
ǡ Ǧ
Ǣ Ǣ
̵
ǡ Ǥ

ǡǢ Ǣ
̵ REALESTATE
Ǣ
ǡ ǡ Ǣ
ǡ ǡǡ
ǡ Ȁǡ Ǣ
ǡǡ
Ȁ Ǥ Ǧ

ƬǢ Ǣ Ǥ
̵ Ǣǡǡ
Ƭ Ǥ
Ǥǡ WORKFORCEDEVELOPMENT
OAKKNOLL
Ȁ ǡ
Ǧǡ ǡ
Ȁǡ

Ȁǡ
ǡͳͺ͵ǡ ǡ
ͳ͵ͷ Ǧ
Ǥ Ǥ
ͷǤͶͷ ǡǦ
̵
ǡ

ͳͺ Ǥ

ǤǡʹͲͲ͸ǡ

D -‐ 60
NONǦDEPARTMENTAL
NONǦ SUMMARYOFHISTORICALEXPENDITURESAND
DEPARTMENTAL FY2010Ǧ11
Midcycle
FY2011Ǧ12
Proposed
FY2012Ǧ13
Proposed
ExpendituresbyFund

Ǧǡ ͳͲͳͲ
ȋ
Ȍ ̈́ͷͻǡ͸ͺ͸ǡͲ͸Ͳ ͸͸ǡͷͷ͹ǡ͹͸Ͳ ͸ʹǡͷͻʹǡ͹͸ͻ
ǡǡ ͳͳͲͲ ʹǡͶͳͶǡ͸ͶͲ ͷǡͲͻͻǡͳͲͳ ͷǡͲͻͻǡͳͲͳ
ͳͳͷͲ ̵ ȋͳǡͶͷʹǡͳͷͲȌ ȋͳǡʹͲʹǡͳͷͲȌ ȋͳǡʹͲʹǡͳͷͲȌ
Ǥ ͳʹͲͲ ͷͻǡ͵͵ͻǡͶ͵Ͳ ͷ͵ǡ͵͹ͺǡ͵ͺ͹ ͷͷǡͳͺͷǡ͹ͺʹ
ͳ͹ͺͲ ̵ ̵ ͳǡͶͳͲ Ǧ Ǧ
ʹͶͳͻ ȋȌ ȋʹͻͶǡͲ͸ͲȌ ͳǡ͹ͺͺǡ͵ͳͺ ͳǡ͹ͺͺǡ͵ͳͺ
PRIORREDUCTIONS ͵ͳͲͲ ͺǡʹͶͶǡͲ͸Ͳ ͳͲǡͳͷ͹ǡͻ͵Ͳ ͳͲǡͳ͸ͳǡ͵͵Ͳ
ͷ͵ͳͲ
ǣʹͲͲʹǡǡ ͳ͹Ͳ Ǧ Ǧ

͸ͲͳͶ ͳͻͻʹ ͳͶǡͳ͸͵ǡ͹͹Ͳ ͳͶǡͳͶͻǡ͹ͺͲ ͳͶǡͳʹ͸ǡ͸ͳͲ
̈́ͳǤͳ ͸Ͳͳͷ ǦʹͲͲʹ ͵ǡ͸ͺͳǡ͵ͷͲ ͶǡͲͻͷǡ͸ͳͲ
ʹͲͲ͹ǦͲͺ̈́͹͵ͲǡͲͲͲ ͸Ͳͳ͸ Ǥͳͻͺͷ ͵ǡͻͶͳǡͷ͸Ͳ Ǧ Ǧ
ʹͲͳͳǦͳʹǤ ͸Ͳʹ͹ ǣʹͲͲͷ ͳͳǡͲͻ͵ǡ͹ͷͲ ͳͳǡͳʹ͹ǡ͹͸Ͳ ͳͳǡͳ͸ͶǡͲͳͲ
ǡ ͸Ͳ͵Ͳ ǣͳͻͻ͹ ͶͲǡ͵ͲͺǡͷͲͲ Ǧ Ǧ
͸Ͳ͵ʹ ǣʹͲͲͳ Ǧ ͵ͺǡ͵͹ͻǡͲʹͲ ͵ͻǡͷͷͻǡͲʹͲ
̈́ͷǤ͸ ͸Ͳ͵͸ ǣʹͲͲͺǦͳ ͳ͸ǡͷͲͲǡͶͷͲ ͳͻǡͷͻʹǡ͵ͳͲ ͳͻǡ͹ͳͺǡ͹͸Ͳ
̈́ʹǤͷǤ ͸Ͳ͵͹ ǣʹͲͲͺǦʹ ʹǡͷ͵ͲǡͶͺͲ ͷǡͷͻʹǡͻͲͲ ͷǡͷ͵ʹǡʹ͸Ͳ
͸Ͳ͸͵
ǣʹͲͲͷ ͳͳǡͲͻͳǡͲ͹Ͳ ͳͳǡͳʹͷǡ͹͸Ͳ ͳͳǡͳ͸ʹǡͲͻͲ
ǣ
͸͵ͳͲ
ǣʹͲͲʹǡǡ ʹǡͷͶͻǡʹͷͲ ʹǡͷͷͳǡʹ͸Ͳ ʹǡͷͷͷǡͲͳͲ
x Ȃ ͸͵ͳͳ
ǣʹͲͲ͸ǡ ͳǡ͵ʹͻǡ͵͸Ͳ ͳǡ͵ʹͺǡ͹͹Ͳ ͳǡ͵ʹ͸ǡ͵͹Ͳ
̈́ͳͲͲǡͲͲͲ ͸͵ʹͲ ǣʹͲͲ͵ ͶǡͶʹͻǡͷͳͲ ͶǡͶʹͻǡ͵ͻͲ ͶǡͶ͵Ͳǡ͵ͲͲ
̈́͵ͲǡͲͲͲ ͸͵ʹͳ ǣʹͲͲͻ Ǧ Ͷǡ͸ͳͺǡͳͻͲ Ͷǡ͸ͳͷǡͶͻͲ
x Ǧ ͸ͷʹͲ Ǧ Ͷ͸͵ǡͻͳͲ ͶͶͺǡͶʹͳ ͶͶ͸ǡͲͺͲ
̈́ͳͲͲǡͲͲͲ ͸ͷ͵Ͳ ͷͻǡʹͺͲ ͷ͹ǡͺʹͻ ͷͺǡͲ͵ͻ
̈́͸ͲǡͲͲͲ ͸ͷͶͲ Ǧ ʹ͵ǡͲͳͲ ʹͻǡͲͻͲ ʹͶǡ͵ͲͲ
x Ǧ ͸ͷͷͶ ʹͻǡ͸͹Ͳ Ǧ Ǧ
̈́ͳͺͲǡͲͲͲ̈́ͷͶǡͲͲͲ ͸ͷͷͷ ʹͲͳͲǦ Ǧ Ͷǡʹ͵ͺ Ͷǡʹ͵ͺ
x
Ǧ̈́͸ͲǡͲͲͲ ͸ͷͷͺ
͹ǡ͵ʹͲ Ǧ Ǧ
̈́͵͹ǡͲͲͲ ͸ͷ͹Ͳ ǣͳͻͻ͸ ʹͳǡʹͲͲ ʹ͵ǡʹͲͲ ʹʹǡͶͲͲ
͸ͷͺͲ ǣͳͻͻ͹ ͵ͶǡʹͶͲ Ǧ Ǧ
x ǯǦ
͸ͷͺͷ ǣ ͷͲͷǡͳͺͲ Ͷͺʹǡͳ͹Ͳ ͶͺͶǡͲͺͲ
̈́ͳͷͲǡͲͲͲ
͸͸ͳʹ ͻǡͲ͹ͳǡ͵͵Ͳ ͻǡͲ͸ͺǡͲͺͲ ͻǡͲ͸ͺǡͳͺͲ
̈́ͶͷǡͲͲͲ
͸ͻͻͻ ʹͳǡͷͲͲǡͲͲͲ ʹͳǡͷͲͲǡͲͲͲ ʹͳǡͷͲͲǡͲͲͲ
x
͹͵ʹͲ ͳͳǡ͹ͲͲǡͲͲͲ ͳͲǡͳͺͷǡͺͶ͵ ͻǡ͸ʹͶǡʹͷͺ
ǯ
TOTAL $282,973,750 $294,568,967 $289,046,645
̈́͸ͷͲǡͲͲͲ
ʹͲͲ͹ǦͲͺ

ʹͳǤͳΨ ʹʹǤ͸Ψ ʹͳǤ͹Ψ
ʹͲͳͳǦͳʹǤ
x

ͳ͵ǤͻΨ ͳͷǤͷΨ ͳͶǤ͸Ψ

̈́ʹʹ͹ǡͲͲͲ
ʹͲͲ͹ǦͲͺ̈́Ͳ ʹͲͳͳǦ
ͳʹǤ

PROGRAMDESCRIPTIONS

CITYWIDEACTIVITIES

Ǧ
Ǥ

D -‐ 61
NONǦDEPARTMENTAL

PROGRAMDESCRIPTIONS
ANDPROPOSEDBUDGETBYPROGRAM
CITYWIDEACTIVITIESȋǯȌ
ǤǦ Revenue
ǡǡ FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
Program
ȋ̈́ͶͳͲǡͲͲͲȌǢ Budget Budget Budget
ȋ̈́ͳͷͲǡͲͲͲȌǢ
ȋ̈́ͳ͵ͲǡͲͲͲȌǤ
ǡ ȋ̈́ʹ͹͸ǡ͹ͲͲȌ ̈́ͳǡͻ͹Ͳǡͻͳ͹ ̈́ͳǡͻ͹Ͳǡͻͳ͹
Ǧ ʹͲ͵ǡͺͶͻǡ͵ͳͲ ʹͲͳǡ͹͸͵ǡ͵͹͸ ͳͻͺǡ͵ͺͷǡͻ͸ʹ

ȋ̈́͹͵ͲǡͲͲͲȌǢ ͶͶǡͻ͵͵ǡ͸͸Ͳ ͷʹǡͶʹͺǡ͹͸͸ ͷ͵ǡͳͶͻǡͻͻͺ
ȋ̈́͸͵ͷǡͲͲͲȌǢ TOTAL $248,506,270 $256,163,059 $253,506,877
ȋ̈́ʹͻ͹ǡͲͲͲȌǤ

DEBT/LEASEPAYMENTS Expenditure
FY2010Ǧ11 FY2011Ǧ12 FY2012Ǧ13
Program
ȋ̈́ͻ Budget Budget Budget
ȌǢ
ȋ̈́ͳͶȌǢ
ǡ ̈́͸ǡ͹ͷͷǡͺͶͲ ̈́ͺǡͷ͹͵ǡ͹ͺ͵ ̈́ͺǡ͸ͷͳǡʹͺ͵
Ǧ ʹ͸Ͳǡͳͺͳǡ͸ͶͲ ʹͷ͹ǡ͵͹ͺǡͺ͵ͺ ʹͷͳǡ͹Ͳʹǡͺʹ͹
ȋ̈́ͳͲȌǤ ͳ͸ǡͲ͵͸ǡʹ͹Ͳ ʹͺǡ͸ͳ͸ǡ͵Ͷ͸ ʹͺǡ͸ͻʹǡͷ͵ͷ

TOTAL $282,973,750 $294,568,967 $289,046,645
FISCALMANAGEMENT

ǡ
ǡ
ǡ
Ǥ SIGNIFICANTCHANGESINBUDGETANDPERFORMANCE

FTE FY2011Ǧ12 FY2012Ǧ13
̈́ͳͶǤͷ GeneralPurposeFund(GPF) Changes Changes

Ǥ ȋ̈́͵͸ͷǡͲ͸ͲȌ ȋ̈́͵͸ͷǡͲ͸ͲȌ

ͷͲΨ

ȋ̈́ʹ͵ͷǡͲͲͲȌ ȋ̈́ʹ͵ͷǡͲͲͲȌ

ȋ̈́ͳͲͲǡͲͲͲȌ ȋ̈́ͳͲͲǡͲͲͲȌ
ǡǡ ȀƬ
Ǥ ȋͳͷΨȌƬƬ ȋ̈́͸͵ͷǡͳ͹ͲȌ ȋ̈́͸͵ͷǡͳ͹ͲȌ

ƬȋͳͷΨȌƬƬ ȋ̈́ʹͻ͹ǡͲͲͲȌ ȋ̈́ʹͻ͹ǡͲͲͲȌ

Ǥ ȋͳͷΨȌƬ ȋ̈́͸ͲǡͲͲͲȌ ȋ̈́͸ͲǡͲͲͲȌ
Ƭ

ʹͳͳȋͳͷΨȌƬ ȋ̈́ͳͲͲǡͲͲͲȌ ȋ̈́ͳͲͲǡͲͲͲȌ

ȋͳͷΨȌƬ ȋ̈́͵͹ǡʹͲͲȌ ȋ̈́͵͹ǡʹͲͲȌ

ȋͳͷΨȌƬƬ ȋ̈́ͷͶǡͲͲͲȌ ȋ̈́ͷͶǡͲͲͲȌ

ȋ̈́͸ǡ͹ͷͲȌ ȋ̈́͸ǡ͹ͷͲȌ
̵ȋͳͷΨȌ
ȋͳͷΨȌ ȋ̈́͵͹ǡͷͲͲȌ ȋ̈́͵͹ǡͷͲͲȌ

Ƭ
ȋ̈́ͶǡͷͲͲȌ ȋ̈́ͶǡͷͲͲȌ
ȋͳͷΨȌ
ȋ̈́ʹͷͲǡͲͲͲȌ ȋ̈́ʹͷͲǡͲͲͲȌ
ȋͳͳͷͲȌ
ȋ̈́ͷͺ͸ǡͺ͸ͲȌ ȋ̈́ͷ͸ͳǡͲͻͶȌ
̵

D -‐ 62
NONǦDEPARTMENTAL
D -‐ 63
NONǦDEPARTMENTAL

D -‐ 64
CAPITALIMPROVEMENTPROGRAM
CAPITAL CAPITALIMPROVEMENTPROGRAMFY2011Ǧ13
SummarybySource
IMPROVEMENT
PROGRAM Source
FY2011Ǧ12
Proposed
FY2012Ǧ13
Proposed
FY2011Ǧ13
TotalBudget

Budget Budget

City
DEFINITION
ͳͲͳͲǦ
ǣ
̈́ʹͷʹǡͲͲͲ ̈́ʹͷʹǡͲͲͲ ̈́ͷͲͶǡͲͲͲ
ʹͳͳ͸Ǧ ͵ǡͳʹͶǡͲͲͲ ͳǡʹͷͲǡͲͲͲ Ͷǡ͵͹ͶǡͲͲͲ
ȋȌǡǡ
ʹͳͶͲǦ ͳͲͲǡͲͲͲ ͳͲͲǡͲͲͲ ʹͲͲǡͲͲͲ

ʹͳ͸͵Ǧǣ
͵ǡͶͻʹǡͲͲͲ ͳǡʹ͸ͲǡͲͲͲ Ͷǡ͹ͷʹǡͲͲͲ
ǡ ʹʹͳͳǦǣ ͵ǡͷͲͲǡͲͲͲ ͵ǡͷͲͲǡͲͲͲ ͹ǡͲͲͲǡͲͲͲ
Ȁǡǡǡ ʹʹͳʹǦǣȀǦ ͳǡͲͲͲǡͲͲͲ ͳǡͲͲͲǡͲͲͲ ʹǡͲͲͲǡͲͲͲ
ǢǦ ʹʹ͵ͳǦ
ǦͶʹ ʹǡ͵͵ͲǡͲͲͲ ʹǡͷͷͲǡͲͲͲ ͶǡͺͺͲǡͲͲͲ
ʹͻͻͻǦ
ͳͺͲǡͲͲͲ ͳͺͲǡͲͲͲ
ǢǢ
͵ͳͲͲǦ ͳͶǡ͸ͳͷǡͲͲͲ ͳͷǡͳͷͲǡͲͲͲ ʹͻǡ͹͸ͷǡͲͲͲ

ͷͷͳͲǦ ͳǡͲͲͲǡͲͲͲ ͳǡͲͲͲǡͲͲͲ ʹǡͲͲͲǡͲͲͲ
Ǣ
ǯǤ
SubtotalCity $29,593,000 $26,062,000 $55,655,000
̈́ͷͲǡͲͲͲǤ
OaklandRedevelopmentAgency

CATEGORIES ͻͶͷͲǦǣ ̈́ͻͲǡͲͲͲ ̈́ͻͲǡͲͲͲ ̈́ͳͺͲǡͲͲͲ
ͻͷͲͶǦͳͻͺ͸ ͷͳ͸ǡ͹ͲͲ ͷͳ͸ǡ͹ͲͲ
ʹͲͳͳǦͳ͵
ͻͷͳͲǦǣ ͳǡ͵͵ͳǡ͵ͳ͹ ͳǡ͵͸Ͳǡ͵ͻ͹ ʹǡ͸ͻͳǡ͹ͳͶ

Ǥ ͻͷͳ͵Ǧǣ
ʹǡ͹ͲͷǡͲͲͲ ʹǡ͹ͷͲǡͲͲͲ ͷǡͶͷͷǡͲͲͲ
ͻͷͳͷǦǣ ʹ͹ǡ͸ʹͶ ʹ͹ǡ͸ʹͶ ͷͷǡʹͶͺ
BUILDINGSANDFACILITIES ͻͷͳ͸Ǧͳͻͺͻ ʹǡͲ͵ͳǡͶͲͲ ʹǡͲ͵ͳǡͶͲͲ
ͻͷʹʹǦȀǦ ͻͺǡͳͳ͵ ͻͺǡͳͳ͵ ͳͻ͸ǡʹʹ͸
ǡ ͻͷʹ͸ǦȀȀ ȋͳͻǡͲͲͲȌ ȋͳͻǡͲͲͲȌ
ǡ ͻͷʹͻǦȀȀǣ ͷͲǡͲͲͲ ͷͲǡͲͲͲ ͳͲͲǡͲͲͲ
ǡǡ ͻͷ͵ʹǦǣʹͲͲ͵ ͳǡͷͳͻǡ͸͸Ͳ ͳǡͷͳͻǡ͸͸Ͳ
ǡǡ ͻͷ͵͵ǦǣʹͲͲͷ ͳǡͷͲͲǡͲͲͲ ʹ͸ͲǡͻͲͲ ͳǡ͹͸ͲǡͻͲͲ
Ǥ
ͻͷ͵ͷǦ ͳͷǡͷͲͲ ͳͷǡͷͲͲ

ͻͷ͵͸Ǧ ͳǡͲͲͲǡͲͲͲ ͳǡͲͲͲǡͲͲͲ
PARKSANDOPENSPACE ͻͷͶͲǦǣ ͷͲǡͲͲͲ ͷͲǡͲͲͲ ͳͲͲǡͲͲͲ
ͻͷͶ͵Ǧǣ ʹǡͲͲͲǡͲͲͲ ʹǡͲͲͲǡͲͲͲ
ͻͷͶ͸Ǧǣ ʹͷǡͲͲͲ ʹͷǡͲͲͲ ͷͲǡͲͲͲ
ǡ
ͻͷͷ͵Ǧ ͳǡͺͳ͸ǡͲ͸͸ ͷǡͷͲͷǡͲͲͲ ͹ǡͳ͵ͳǡͲ͸͸
Ǣ
ǯǤ ͻͷ͸ʹǦǣ ͷͶ͸ǡ͸͵Ͳ ͷͶ͸ǡ͸͵Ͳ
ͻͷ͹ͲǦǣ ʹͲͲǡͲͲͲ ʹͲͲǡͲͲͲ ͶͲͲǡͲͲͲ
ͻͷ͹ʹǦ ͳǡͷͲͲǡͲͲͲ ͳǡͷͲͲǡͲͲͲ ͵ǡͲͲͲǡͲͲͲ
SEWERSANDSTORMDRAINS
ͻͷͺͲǦ ͳͷͲǡͲͲͲ ͳͷͲǡͲͲͲ ͵ͲͲǡͲͲͲ

ͻͷͻͲǦ ʹͷǡͲͲͲ ʹͷǡͲͲͲ ͷͲǡͲͲͲ

SubtotalORA $17,179,010 $12,092,034 $29,271,044

TOTAL $46,772,010 $38,154,034 $84,926,044

D -‐ 65

SEWERSANDSTORMDRAINS
(CONT’D)
CAPITALIMPROVEMENTPROGRAM FY2011Ǧ13

SummarybySourceǦ City
Ǥ $55,655,000
ͳͲͳͲǦ
ʹͳͳ͸Ǧ
ǣ
ʹͳͶͲǦ
ͷͷͳͲǦ

ͳΨ ͳͳΨ
͵Ψ ͲΨ
ǡǡ
Ǥ
ʹͳ͸͵Ǧ

ǣ
Ǥ

ͳʹΨ
STREETSANDSIDEWALKS
ʹʹͳͳǦ ǣ
͵ͳͲͲǦ
ǡ

ǡǡ ͳʹΨ
ͶͻΨ
ǡ
Ǥ ʹʹͳʹǦ ǣ
Ȁ
Ǧ
͵Ψ
Ǥ ʹͻͻͻǦ ʹʹ͵ͳǦ

Ǧ Ͷʹ
TECHNOLOGYENHANCEMENTS

ͳΨ ͺΨ

Ǧǡ
CAPITALIMPROVEMENTPROGRAM FY2011Ǧ13
ǡ SummarybySourceǦ ORA
Ǥ $29,271,044

TRAFFICIMPROVEMENTS
ͻͷ͹ʹǦ ͻͷͻͲǦ

ͲǤͳͷΨ
Ǧ ͺǤ͹ͳΨ ͻͷͺͲǦ
ͻͶͷͲǦ ǣ

ǡ ͻͷ͹ͲǦ ǣ ͲǤͺ͹Ψ
ͲǤͷʹΨ
ͳǤͳ͸Ψ
ǡǡ ͻͷͲͶǦ ͳͻͺ͸
͵ǤͲͲΨ
ͻͷ͸ʹǦ ǣ
ͻͷͳͲǦ ǣ
ǡ ͵Ǥͳ͹Ψ
͹Ǥ͹͵Ψ
Ǥ
ͻͷͷ͵Ǧ

ǣǡ ͳͲǤͷͷΨ
ͻͷͳ͵Ǧ ǣ
Ǥ ͻͷͶ͸Ǧ ǣ

ͳͷǤ͹ͳΨ
ͲǤͳͷΨ
ͻͷͳͷǦ ǣ

MISCELLANEOUS ͻͷͶ͵Ǧ ǣ ͻͷͳ͸Ǧ ͳͻͺͻ ͲǤͳ͸Ψ
ͳͳǤͺͲΨ
ʹͲͲ͸Ǧ
ȋȌ ͻͷʹʹǦ
ͳͳǤ͸ʹΨ Ȁ Ǧ
ͻͷͶͲǦ ǣ ͲǤͷ͹Ψ

Ǥ ͲǤʹͻΨ
ͻͷʹ͸Ǧ Ȁ
Ȁ
ͻͷ͵͸Ǧ
ǦͲǤͳͳΨ
ʹͲͲͻȋȌ
ͷǤͺͳΨ
ͻͷʹͻǦ Ȁ
ͻͷ͵͵Ǧ ǣ Ȁ ǣ
ͻͷ͵ͷǦ ʹͲͲͷ
ͻͷ͵ʹǦ ǣ ͲǤʹͻΨ
ͺǤ͹ͳΨ
ʹͲͲ͸ȋȌ
ʹͲͲ͵
ͺǤͺ͵Ψ
ͲǤͲͻΨ

D -‐ 66
CAPITALIMPROVEMENTPROGRAMFY2011Ǧ13

SummarybyCategory

FY2011Ǧ13 FY2012Ǧ13 FY2011Ǧ13
Proposed Proposed TotalBudget
Category
Budget Budget

̈́ͳʹǡͻ͸ʹǡͲͳͲ ̈́ͻǡͺͺʹǡͲ͵Ͷ ̈́ʹʹǡͺͶͶǡͲͶͶ
Ƭ ͳͺͲǡͲͲͲ Ǧ ͳͺͲǡͲͲͲ
Ƭ ͳͶǡ͸ͳͷǡͲͲͲ ͳͷǡͳͷͲǡͲͲͲ ʹͻǡ͹͸ͷǡͲͲͲ
Ƭ ͳͷǡͷ͸͸ǡͲͲͲ ͻǡ͸ͺͲǡͲͲͲ ʹͷǡʹͶ͸ǡͲͲͲ
ͳǡ͹ͻͲǡͲͲͲ ͳǡ͹ͻͲǡͲͲͲ ͵ǡͷͺͲǡͲͲͲ
ͳǡͶͺͲǡͲͲͲ ͳǡͶͺͲǡͲͲͲ ʹǡͻ͸ͲǡͲͲͲ

ͳ͹ͻǡͲͲͲ ͳ͹ʹǡͲͲͲ ͵ͷͳǡͲͲͲ

Total $46,772,010 $38,154,034 $84,926,044

͵ǤͶͻΨ
ͲǤͶͳΨ

ͶǤʹʹΨ

Ƭ ʹ͸ǤͻͲΨ

ʹͻǤ͹͵Ψ Ƭ

ͲǤʹͳΨ

Ƭ

͵ͷǤͲͷΨ

D -‐ 67
CAPITALIMPROVEMENTPROGRAMFY2011Ǧ13(Cont'd)
ProjectsByCategory(Cont'd)

FY2011Ǧ12 FY2012Ǧ13 FY2011Ǧ13Total
Category,Project ProposedBudget ProposedBudget Budget
Parks&OpenSpace
Ǧ ̈́ͳͺͲǡͲͲͲ ̈́Ǧ ̈́ͳͺͲǡͲͲͲ

Parks&OpenSpaceTotal $180,000 $Ǧ $180,000

Sewers&StormDrains

ǤʹͶǤ ̈́Ǧ ̈́ͶǡͲͲͲǡͲͲͲ ̈́ ͶǡͲͲͲǡͲͲͲ
ǡ͸͸ǡ
ǡͷͻ Ǧ ʹǡͻͷͳǡͲͲͲ ʹǡͻͷͳǡͲͲͲ

ʹǡͲͲͲǡͲͲͲ ʹǡͲͲͲǡͲͲͲ ͶǡͲͲͲǡͲͲͲ

ǡ ǡ Ǧ ͵ǡʹ͹ͻǡͲͲͲ ͵ǡʹ͹ͻǡͲͲͲ
ǡǡǡ
ͶǡʹͲͺǡͲͲͲ Ǧ ͶǡʹͲͺǡͲͲͲ

ǡ
ǡ
͵ǡͲͺ͹ǡͲͲͲ Ǧ ͵ǡͲͺ͹ǡͲͲͲ

ǡ
Ǧ ʹǡͳͳͲǡͲͲͲ ʹǡͳͳͲǡͲͲͲ
ǡ
ǡ
Ǥǡǡ Ǧ ͵͸ͲǡͲͲͲ ͵͸ͲǡͲͲͲ

Ǥǡ
ǡǤǡ ͷͳͲǡͲͲͲ ͶͷͲǡͲͲͲ ͻ͸ͲǡͲͲͲ
Ǥ
ǡǡͺͷ ͶǡͺͳͲǡͲͲͲ Ǧ ͶǡͺͳͲǡͲͲͲ
Sewers&StormDrainsTotal $14,615,000 $15,150,000 $29,765,000

Streets&Sidewalks

̈́͹ͷͲǡͲͲͲ ̈́͹ͷͲǡͲͲͲ ̈́ͳǡͷͲͲǡͲͲͲ

͵ͲǦ ͸͸ͲǡͲͲͲ ͸͸ͲǡͲͲͲ ͳǡ͵ʹͲǡͲͲͲ

͹ͳʹǡͲͲͲ Ǧ ͹ͳʹǡͲͲͲ
ͳǡͷͲͲǡͲͲͲ ͳǡͷͲͲǡͲͲͲ ͵ǡͲͲͲǡͲͲͲ

ʹǡͶͳʹǡͲͲͲ ͳǡʹͷͲǡͲͲͲ ͵ǡ͸͸ʹǡͲͲͲ
ͳͺ ͷͲͲǡͲͲͲ Ǧ ͷͲͲǡͲͲͲ
Ǧ ͷͲͲǡͲͲͲ Ǧ ͷͲͲǡͲͲͲ
Ǧ ͷͲͲǡͲͲͲ Ǧ ͷͲͲǡͲͲͲ
ͷͲͲǡͲͲͲ Ǧ ͷͲͲǡͲͲͲ
Ǧ ͵ͳͲǡͲͲͲ ͵ͳͲǡͲͲͲ ͸ʹͲǡͲͲͲ
Ǧ ʹͷͲǡͲͲͲ ʹͷͲǡͲͲͲ ͷͲͲǡͲͲͲ
Ƭ

ͶͲͲǡͲͲͲ ͶͲͲǡͲͲͲ ͺͲͲǡͲͲͲ
̵

Ǧ ͷͷͲǡͲͲͲ ͷͷͲǡͲͲͲ ͳǡͳͲͲǡͲͲͲ

Ǧ ʹǡ͵͵ͲǡͲͲͲ ʹǡͷͷͲǡͲͲͲ ͶǡͺͺͲǡͲͲͲ
Ͷʹ

Ǧ ͵ǡͶͻʹǡͲͲͲ ͳǡʹ͸ͲǡͲͲͲ Ͷǡ͹ͷʹǡͲͲͲ

ʹͲͲǡͲͲͲ ʹͲͲǡͲͲͲ ͶͲͲǡͲͲͲ

Streets&SidewalksTotal $15,566,000 $9,680,000 $25,246,000

D -‐ 68

TechnologyEnhancements
̈́ ͹ͻͲǡͲͲͲ ̈́͹ͻͲǡͲͲͲ ̈́ͳͺͲǡͲͲͲ
ͳǡͲͲͲǡͲͲͲ ͳǡͲͲͲǡͲͲͲ ʹǡͲͲͲǡͲͲͲ

TechnologyEnhancementsTotal $1,790,000 $1,790,000 $3,580,000

TrafficImprovements

̈́͵ͷͲǡͲͲͲ ̈́͵ͷͲǡͲͲͲ ̈́͹ͲͲǡͲͲͲ

ǦͺͺͲȀʹͻǦʹ͵ ͳͲͲǡͲͲͲ ͳͲͲǡͲͲͲ ʹͲͲǡͲͲͲ

͵ͲͲǡͲͲͲ ͵ͲͲǡͲͲͲ ͸ͲͲǡͲͲͲ

ͳͷͲǡͲͲͲ ͳͷͲǡͲͲͲ ͵ͲͲǡͲͲͲ

Ȁ ʹͷͲǡͲͲͲ ʹͷͲǡͲͲͲ ͷͲͲǡͲͲͲ

͵͵ͲǡͲͲͲ ͵͵ͲǡͲͲͲ ͸͸ͲǡͲͲͲ
TrafficImprovementsTotal $1,480,000 $1,480,000 $2,960,000

Buildings&Facilities
ͻƬ ̈́ ʹ͹ǡ͸ʹͶ ̈́ʹ͹ǡ͸ʹͶ ̈́ ͷͷǡʹͶͺ
ͳͺͲͲ ͸ǡͶͲͲǡͲͲͲ Ǧ ͸ǡͶͲͲǡͲͲͲ

ͳǡ͵͵ͳǡ͵ͳ͹ ͳǡ͵͸Ͳǡ͵ͻ͹ ʹǡ͸ͻͳǡ͹ͳͶ

ʹǡͲͷͷǡͲͲͲ ʹǡͲͷͷǡͲͲͲ ͶǡͳͳͲǡͲͲͲ

ͳǡͷͲͲǡͲͲͲ ͸ͻͷǡͲͲͲ ʹǡͳͻͷǡͲͲͲ
ȋͳͲͲǡͲͲͲȌ Ǧ ȋͳͲͲǡͲͲͲȌ

͵ͲͲǡͲͲͲ Ǧ ͵ͲͲǡͲͲͲ
ȋ͸Ͷǡͻ͵ͶȌ ʹǡͲͳͲǡͲͲͲ ͳǡͻͶͷǡͲ͸͸
Ǧ ʹͷʹǡͲͲͲ ʹͷʹǡͲͲͲ ͷͲͶǡͲͲͲ

Ȁ Ͳͳ ȋͳͲͲǡͲͲͲȌ Ǧ ȋͳͲͲǡͲͲͲȌ
Ȁ ͺͲͷǡͲͲͲ Ǧ ͺͲͷǡͲͲͲ

ʹǡͷͳ͹ǡͲͲͲ ʹǡ͸͵ͺǡͲͲͲ ͷǡͳͷͷǡͲͲͲ

͵ͲͷǡͲͲͲ ͵ͲͷǡͲͲͲ ͸ͳͲǡͲͲͲ
ȋͳͻǡͲͲͲȌ Ǧ ȋͳͻǡͲͲͲȌ
ȋͳǡͷͲͲǡͲͲͲȌ Ǧ ȋͳǡͷͲͲǡͲͲͲȌ

Ȁ ͻͺǡͳͳ͵ ͻͺǡͳͳ͵ ͳͻ͸ǡʹʹ͸

Ǧ ͳͺͲǡͲͲͲ ͳͺͲǡͲͲͲ ͵͸ͲǡͲͲͲ
ȋͳǡͲͻͲǡͷͲͲȌ Ǧ ȋͳǡͲͻͲǡͷͲͲȌ

͸ͷǡ͵ͻͲ ʹ͸ͲǡͻͲͲ ͵ʹ͸ǡʹͻͲ
Buildings&FacilitiesTotal $12,962,010 $9,882,034 $22,844,044

D -‐ 69

Miscellaneous
̈́ͳ͹ͻǡͲͲͲ ̈́ͳ͹ʹǡͲͲͲ ̈́͵ͷͳǡͲͲͲ
MiscellaneousTotal $179,000 $172,000 $351,000

GrandTotal $46,772,010 $38,154,034 $84,926,044

D -‐ 70
CITY OF OAKLAND BUDGET AND FINANCIAL POLICIES
Policy Entity Date of Resolution /Ordinance

Adoption #
Reserve Policy -‐ General Fund and Capital City April 13, 2010 Ordinance No.12946
Improvement Fund
Ȃ 2007-‐08 City and ORA June 22, 2010 City Resolution No. 80695
ORA Resolution No. 2007-‐0055
Ȃ 2007-‐08 City and ORA July 6, 2010 City Resolution No.82866
ORA Resolution No. 2010-‐0075
Long-‐Term Financial Planning Policy City June 10, 2008 Resolution No.77923
Policy on Balanced Budgets City July 15, 2003 Resolution No.77922 .
Policy on Charges for Services City July 15, 2003 Resolution No.77924
E -‐ 1

1
GLOSSARY
BUDGET TERMINOLOGY

AAMLO African American Museum & Library at Oakland

ABAT Alcohol Beverage Action Team

Accrual Basis Accounting Accrual basis accounting records the financial effects of transactions and
other events and circumstances that have cash consequences in the periods
in which those transactions, events and circumstances occur, regardless of
the timing of related cash flows.
ACS Automated Collection System

ACTIA Alameda County Transit Investment Authority

Actual Actual refers to the expenditures and/or revenues realized in the past.

ADA Americans with Disabilities Act

Adjusted Budget The status of appropriations as of a specific date between July 1 at the
beginning of the fiscal period and June 30 at the end of the period. Includes
the adopted budget, budget amendments, prior year encumbrances,
approved project carryforwards from prior years, and transfers between
accounts, divisions and departments.

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

Agency / Department A major unit of the municipal organization which is managed by an Agency /
Department Director and comprised of a number of divisions which are
functionally related to one another.

Appropriation An authorization made by the City Council that permits the City to incur
obligations and to make expenditures of resources.

Appropriation Resolution The official enactment by the City Council to establish legal authority for City
officials to obligate and expend funds.

ARRA The American Recovery and Reinvestment Act of 2009 is an economic
stimulus package enacted by the 111th United States Congress in February
2009

BAC Budget Advisory Committee

BART Bay Area Rapid Transit

Baseline Budget Projected spending, revenue and deficit levels based on the assumption that
current policies will continue unchanged for the upcoming year

BID Business Improvement District

F -‐ 1
GLOSSARY
BUDGET TERMINOLOGY(continued)

Biennial Budget Budget lasting or enduring for two fiscal years

Budget A financial plan for a specific period of time (fiscal period) that matches all
planned revenues and expenditures with various municipal services.

Budget Adjustment A legal procedure utilized by City staff to revise a budget appropriation. City
staff has the prerogative to adjust expenditures within departmental
budgets. Council approval is required for transfers between departments,
and for additional appropriations from fund balance or new revenue
sources.

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

Budget Document A financial and planning tool that reflects the proposed (and later adopted)
revenues and appropriations for the City (including operating and capital),
performance standards, targets, organizational structure and goals, along
with historical financial information.

Budgetary Control The control or management of a governmental unit or enterprise in
accordance with an approved budget for the purpose of keeping
expenditures within the limitations of available resources.

CAFR Comprehensive Annual Financial Report

CAO ǯ

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

CDBG Community Development Block Grant

CEDA Community and Economic Development Agency

CIP Capital Improvement Program

COIN Caring for Oaklanders in Need

Contingency Reserve ǯ
level. For example, the City Council has set policies for the General Fund
reserve (of 7.5 percent), Capital reserve (of $6 million). Please see the
Financial Policies and Legislation sections of this Policy Budget for details on
the City Councilǯs reserve policies.

CORE Citizens of Oakland Respond to Emergencies Program

CPRB ǯ

F -‐ 2
3
GLOSSARY

CSO Central Service Overhead

Department / Agency A major unit of the municipal organization which is managed by an Agency /
Department Director and comprised of a number of divisions which are
functionally related to one another.

DHS Department of Human Services

Division A unit of the municipal organization which reports to a department or
agency.

EBMUD East Bay Municipal Utilities District

EDI Economic Development Initiative

EEC Enhanced Enterprise Community

EEO Equal Employment Opportunity

EIR Environmental Impact Report

Encumbrance Obligations in the form of purchase orders, contracts or salary commitments,
which are chargeable to an appropriation and for which a part of the
appropriation is reserved. They cease to be encumbrances when the
obligations are paid or otherwise terminated.

Enterprise Fund A governmental accounting fund in which the services provided are financed
and operated similarly to those of a private business. The rate schedules for
these services are established to ensure that the revenues are adequate to
meet all necessary expenditures.

EOC Emergency Operations Center

Expenditure ǡ ǯ
financial system.

Expenditure Category A basis for distinguishing types of expenditures. The major expenditure
categories used by the City of Oakland are personnel services; operations
and maintenance; and capital outlay.

FEMA Federal Emergency Management Agency

Fiscal Year A twelve-‐month time period signifying the beginning and ending period for
recording financial transactions. The City of Oakland has specified July 1
through June 30 as its fiscal year.
F -‐ 3
GLOSSARY

FMA Finance and Management Agency

FMS Financial Management System (old pre-‐Oracle)

FSA Fire Services Agency

FTE An FTE or full-‐time equivalent is defined as a staff year. For example, two
employees who work one-‐half time are considered one full-‐time equivalent.

Fund An accounting entity that has a set of self-‐balancing accounts and that
records all financial transactions for specific activities or government
functions. The City uses different funds to account for expenditures from
various revenue sources. Restricted funds may be expended for purposes
specified by law or grantor regulations. Discretionary or unrestricted funds
may be spent for any lawful purpose designated by the City Council.

Fund Balance The net effect of assets less liabilities at any given point in time. The total
fund balance includes a designated / reserved portion, usually for
encumbrances, projects, or other prior commitments, as well as an
ȀȋǤǤǲǳȌǤ

Fund Group A group of funds with similar restrictions and accounting treatment. The
ǯ ǣ Ǣ
revenue funds; enterprise funds; internal service funds; capital projects
funds; debt service funds; and trust

GAAP Generally Accepted Accounting Principles

General Purpose Fund Revenues from most of the City's taxes, fees and service charges. Discretion
of the City Council. Most City departments receive General Purpose Fund
support.

GIS Geographic-‐based Information System

GOB General Obligation Bond

GPF General Purpose Fund

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

HAAB Housing Advisory and Appeals Board

HJKCC Henry J. Kaiser Convention Center

HMIP Home Maintenance & Improvement Program
F -‐ 4
5
GLOSSARY

HOPWA Housing Opportunities for Persons with AIDS

HR Human Resources

HUD Federal Department of Housing and Urban Development

HVAC Heating, Ventilation & Air Conditioning

IAFF International Association of Firefighters

IMMS Integrated Maintenance Management System

ISTEA Intermodal Surface Transportation Efficiency Act

IT Information Technology

ITD Information Technology Division (Finance & Management Agency)

JPA Joint Powers Authority

KTOP TV Channel 10Ȅǯ

LAN Local Area Network

LBE Local Business Enterprise

Letter of Transmittal The opening section of the budget, which provides the City Council and the
public with a general summary of the most important aspects of the budget,
changes from the previous fiscal years, and the views and recommendations
of the City Administrator.

LLAD Landscaping and Lighting Assessment District

MIC Municipal Improvement Capital Fund

MSC Municipal Service Center

MTC Metropolitan Transportation Commission

NCR Neighborhood Commercial Revitalization

NEH National Endowment for the Humanities

NSC Neighborhood Service Coordinator

F -‐ 5
GLOSSARY

Modified Accrual Basis Modified Accrual Basis accounting recognizes an economic transaction or
event as revenues in the operating statement when the revenues are both
measurable and available to liquidate liabilities of the current period.
Available means collectible in the current period or soon enough thereafter
to be used to pay liabilities of the current period. Similarly, expenditures are
generally recognized when an event or transaction is expected to draw on
current spendable resources.

OBRA Oakland Base Reuse Authority

OCA Office of the City Attorney

OMCF Oakland Museum of California Foundation

OMERS Oakland Municipal Employees Retirement System

OPACT Oakland Police and Clergy Together

OPED Oakland Paratransit for the Elderly & Disabled

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

OPOA ǯ

OPR Office of Parks and Recreation

ORA Oakland Redevelopment Agency

OSCAR Open Space, Conservation and Recreation

OSHA Occupational Safety & Health Administration

OUSD Oakland Unified School District

PAL Police Athletic League

PERS ǯ

Personnel Services Expenditures related to employee compensation including wages and
salaries, fringe benefits, retirement, premiums, allowances and special /
supplemental pay such as shift differentials.
PFRS ǯ

POB Pension Obligation Bond

F -‐ 6
7
GLOSSARY

Program Budget Programs, and associated program codes, are created to articulate the
programmatic functions performed by the City organization. Each program
is linked to a Mayor/Council goal and a Citywide objective. Using program
codes, the budget (both revenues and expenditures) can be described in
programmatic terms. This enables the Mayor and Council to view how much
is being committed and/or spent to achieve their goals and objectives.

PSA Police Services Agency

PSB Public Sector Budgeting, an Oracle module currently used in the City of
Oakland to develop the biennial policy budget.

PTS Permit Tracking System

PWA Public Works Agency

Reserved Fund Balance ǯ
and is, therefore, not available for general appropriation.

Revenue Funds that the City receives as income. It includes such items as taxes,
licenses, user fees / charges for services, fines/penalties, grants, and internal
revenue.

RLF Revolving Loan Fund

SBE Small Business Enterprise

SCDI Sustainable Community Development Initiative

SLBE Small Local Business Enterprise

THP Transitional Housing Program

Transfer A movement of budgetary or actual revenues or expenditures between
organizational units, accounts, projects, programs or funds. Transfers
ȋǲ ǳȌ
ȋǲǳȌǤ
the carryforward of funds received in previous years to be expended in the
new year and appear as a revenue in the new year. Transfers between
departments, funds or from one fiscal year to another must be approved by
City Council.

UBC Uniform Building Code

UCR Uniform Crime Report

USAR Urban Search and Rescue
F -‐ 7
GLOSSARY

VLF Vehicle License Fee

WIA Workforce Investment Act

F -‐ 8

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City of Oakland

FY 2011-­‐13 PROPOSED POLICY BUDGET

Members of the City Council

Interim City Administrator

Prepared by the

Significant Revenue Changes (continued)

Significant Expenditure Changes (continued)

GENERAL PURPOSE FUND (GPF) FTE FY 2011-­‐12 FY 2012-­‐13

CITY ADMINISTRATOR (continued)

CONTRACTING AND PURCHASING

FINANCE & MANAGEMENT (continued)

HUMAN RESOURCES (continued)

POLICE SERVICES (continued)

Ground helicopter program; eliminate take-­‐home vehicles ($0.16) ($0.16)

FIRE SERVICES (continued)

Eliminate take-­‐home vehicles and the Fire Boat ($0.06) ($0.06)

PARKS & RECREATION

PUBLIC WORKS (continued)

Eliminate O&M from GPF ($0.32) ($0.32)

COMMUNITY AND ECONOMIC DEVELOPMENT

Eliminate MOU Negotiation Contract ($0.24) ($0.24)

CITY FACTS ......................................................................................................................................................................... B-­‐1

FINANCIAL SUMMARIES................................................................................................................................................. C-­‐1

FINANCIAL POLICIES ....................................................................................................................................................... E-­‐1

GLOSSARY ........................................................................................................................................................................... F-­‐1

Programmatic information is also ǯ provement Program.

General Purpose Fund Revenues Ȃ FY 2011-­‐13 Forecast

Non-­‐GPF Revenues Ȃ FY 2011-­‐13 Forecast

    ͶͶͲͲȋ  Ȍǡ   ǯ

ǯs (General Funds, Special Revenue Funds, Enterprise

Planning for the Two-­‐Year Budget

Significant Revenue Changes (continued)

Significant Expenditure Changes (continued)

GENERAL PURPOSE FUND (GPF) FTE FY 2011-­‐12 FY 2012-­‐13

CITY ADMINISTRATOR (continued)

CONTRACTING AND PURCHASING

FINANCE & MANAGEMENT (continued)

HUMAN RESOURCES (continued)

POLICE SERVICES (continued)

Ground helicopter program; eliminate take-­‐home vehicles ($0.16) ($0.16)

FIRE SERVICES (continued)

Eliminate take-­‐home vehicles and the Fire Boat ($0.06) ($0.06)

PARKS & RECREATION

PUBLIC WORKS (continued)

Eliminate O&M from GPF ($0.32) ($0.32)

COMMUNITY AND ECONOMIC DEVELOPMENT

Eliminate MOU Negotiation Contract ($0.24) ($0.24)

Fund FundDescription SourceofFunds UsesofFunds

ͳͳͲͲ Ǧ   

ͳͳͷͲ ̵    ̵ ̵   

ͳʹͲͲ     

ͳ͹ͲͲ       

ͳ͹ͳͲ       ̵  

ͳ͹ʹͲ Ǧ     Ǣ

ͳ͹͵Ͳ  Ǥ 

ͳ͹ͶͲ         Ǥ

ͳ͹ͷͲ Ǧ ǦǦ Ǧ 

ͳ͹͸Ͳ     Ǥ ̵ 

ͳ͹͹Ͳ     Ǥ

ͳ͹ͺͲ  ̵  

Fund FundDescription SourceofFunds UsesofFunds

ͳ͹ͻͲ    

ͳͺʹͲ Ǧ  ǦǤ Ǧ 

ʹͳͲʹ    Ǥ Ǧ  

FY 2011-‐13 PROPOSED POLICY BUDGET

GENERAL PURPOSE FUND (GPF) FTE FY 2011-‐12 FY 2012-‐13

Ground helicopter program; eliminate take-‐home vehicles ($0.16) ($0.16)

Eliminate take-‐home vehicles and the Fire Boat ($0.06) ($0.06)

CITY FACTS ......................................................................................................................................................................... B-‐1

FINANCIAL SUMMARIES................................................................................................................................................. C-‐1

FINANCIAL POLICIES ....................................................................................................................................................... E-‐1

GLOSSARY ........................................................................................................................................................................... F-‐1

Programmatic information is also ǯprovement Program.

General Purpose Fund Revenues Ȃ FY 2011-‐13 Forecast

Non-‐GPF Revenues Ȃ FY 2011-‐13 Forecast

ͶͶͲͲȋ Ȍǡǯ

ǯs (General Funds, Special Revenue Funds, Enterprise

Planning for the Two-‐Year Budget

GENERAL PURPOSE FUND (GPF) FTE FY 2011-‐12 FY 2012-‐13

Ground helicopter program; eliminate take-‐home vehicles ($0.16) ($0.16)

Eliminate take-‐home vehicles and the Fire Boat ($0.06) ($0.06)

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ͳ͹ͷͲ Ǧ ǦǦ Ǧ

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ͳͺʹͲ Ǧ ǦǤ Ǧ

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