Exhibit 1
Mid-Cycle Budget Update
Fiscal Year 2022-23
Table of Contents
Introduction Budget Summary Department Budgets
City Government
Mission, Values & Goals
City Pro le & History
Authorized Positions
All Funds Summary
Citywide Revenue Summary
Citywide Expenditure Summary
General Fund 5-Year Forecast
Citywide Budget Transfers
City Attorney
City Clerk
City Council
City Manager
Community Development
Finance
Fire
Human Resources
Information Technology
Library
Non-Department
Planning, Building &
Transportation
Police
Public Works
Recreation & Parks
Fiscal Y ears 2021-23 Biennial
Budget
Fiscal Y ears 2021-23 Capital
Budget
Two-year budget previously adopted by City
Council in June 2021
The capital budget includes the annual budget
allocations for the capital projects included in the
City's Capital Improvement Program
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Mid-Cycle Budget Update
Fiscal Year 2022-23
City Council Key Strategies for City Council
The City Council is elected on a non-partisan basis
and Councilmembers serve four-year staggered
terms, with two Councilmembers elected every
two years. The Mayor is elected to serve a four-
year term. The Mayor and Councilmembers are
elected at large, and subject to two elected term
limits. The City Auditor and the City Treasurer are
also elected by the voters. There is no term limit
associated with these positions.
The Mayor and City Council are responsible for
passing ordinances and policies; adopting the
budget; appointing citizens to Boards and
Commissions; hiring the three Charter o ces of
City Manager, City Attorney, and City Clerk. As
chief executive o cer, the City Manager provides
the leadership and organizational direction for the
operation and management of all City
departments. The City Manager implements the
policies and ordinances of the City Council,
overseeing operations of the City, and appointing
the City’s department heads.
- Address Housing/Homelessness
- Mitigate Tra c Congestion and Improve
Transportation Safety
- Take Action on Climate Change Emergency
Preparedness
- Improve Local Economy & Attract Jobs
- Maintain Safety & Quality of Life
- Plan for Fiscal & Organizational Stability
- Improve Public Infrastructure
City Government
FY 2022-23 Mid-Cycle Budget
1 The City provides a broad range of services including police and re protection; construction and maintenance of streets, parks, storm drains and other infrastructure; recreational and cultural activities, including a golf complex comprised of two 18-hole executive golf courses and one nine-hole executive course, and the Main Library with two branches; and general government and administrative support services. Additionally, the City provides power to residents through its electrical utility, Alameda Municipal Power (AMP). The Public Utilities Board provides most policy and nancial oversight for AMP and adopts their annual budget separately from the City’s budget. Some other major public services delivered within the City’s boundaries, including water, wastewater, education, regional parks, and public transportation, are provided by other governmental agencies. The City of Alameda is not nancially accountable for the operations of these franchises or government agencies.
City Officials Executive Management Team
Alameda City Council
Mayor, Marilyn Ezzy Ashcraft
Vice Mayor, Malia Vella
Councilmember, Tony Daysog
Councilmember, Trish Herrera Spencer
Councilmember, John Knox White
Elected O cials
City Auditor, Kevin Kearney
City Treasurer, Kevin Kennedy
Charter O cers
Interim City Manager, Dirk Brazil
City Attorney, Yibin Shen
City Clerk, Lara Weisiger
Interim City Manager, Dirk Brazil
Chief of Police, Nishant Joshi
Communications and Legislative A airs Manager,
Sarah Henry
Community Development Director, Lisa Maxwell
Finance Director, Margaret L. O'Brien
Fire Chief, Nicholas Luby
General Manager, AMP, Nicolas Procos
Human Resources Director, Nancy Bronstein
Information Technology Director, Carolyn Hogg
Library Director, Jane Chisaki
Planning, Building & Transportation Director,
Andrew Thomas
Public Works Director, Erin Smith
Recreation and Parks Director, Amy Wooldridge
2 Core Mission
The City of Alameda’s mission is to support the maintenance of a community where people can live, work, and play in a sustainable urban environment that is safe, vibrant, and aesthetically pleasing.
Core Values Core Goals
Organizational core values re ect the operational
principles by which the City provides the level of
service the community expects and deserves.
INNOVATION Encourage new ideas that ful ll the
policy direction of the Alameda City Council in a
creative and progressive manner.
INTEGRITY Demand high moral standards and
ethical principles in all decisions.
PROFESSIONALISM Promote leadership in
management, and provide training and
development of City employees to ensure our
organization is current with the best municipal
management practice.
FLEXIBILITY Maintain a versatile and dynamic
organization which can respond to the imperatives
of constant change.
RESPONSIVENESS Serve our residents, and
businesses openly, promptly, and respectfully.
To provide e cient and e ective municipal
services that support the
organization’s core mission.
Goals established by departments are driven by
the department’s mission. Goals are operational
statements of broad direction or intent, based
upon what a program expects to achieve
sometime in the future. A goal provides a general
description of an overall desired state. An
objective is de ned as a targeted outcome –
something to be accomplished – in speci c, well-
de ned and measurable terms. Goals are
timeless; objectives are achievable within a speci c
time frame.
Performance measures gauge progress in
achieving program objectives of e ciency and
e ectiveness in services provided. Performance
measure refers to a speci c quantitative or
qualitative assessment
of results obtained by a program.
Departmental goals, key program objectives and
performance measurements have been
incorporated into the budget.
Mission, Values & Goals
FY 2022-23 Mid-Cycle Budget
3 Alameda is a charter city founded in 1854 and
incorporated in 1872. The City of Alameda provides
a full range of municipal services including public
safety, public works, community development, and
community services. The City also provides electric
utility service through Alameda Municipal Power.
The city covers about 10.61 square miles and
includes Alameda Island, which is located south of
Oakland across the Alameda Estuary, and Bay Farm
Island, which is a peninsula adjacent to Oakland
International Airport.
City Profile & History
FY 2022-23 Mid-Cycle Budget
4 General Information Economics
Population: 78,280
Number of registered voters: 50,162
Per capita income: $55,135
Number of hospitals: 1
Student enrollment: 9,952
Elementary schools: 9
Junior high schools: 4
High schools: 4
Libraries: 3
High school graduate or higher (persons age 25+):
91.7%
Bachelor's degree or higher (persons age 25+):
56.7%
In civilian labor force, (persons age 16+): 67.3%
Source: U.S. Census Bureau, American Community
Survey, 2016-2020
Total assessessed value of taxable property (2020-
21): $15,501,890,595
Property tax rate (2020-21): $1.1593 per $1,000
assessed value
Top 10 Taxpayers (2020-21):
Top 10 Employers (2020-21):
G and I IX Marina Village O ce Park LP1.
BRE Alameda I MF Properties Owner LLC2.
MGP XII South Shore Center LLC3.
Alameda Multifamily Owner LLC4.
SCG Harbor Bay Parkway Phase I LLC5.
Catellus Alameda Retail LLC6.
Abbott Laboratories Inc7.
Harbor Bay Parkway LLC8.
Huang Bill Libiao9.
VUE Alameda Owner LP10.
Penumbra, Inc.1.
Alameda Uni ed School District2.
Alameda Hospital3.
Abbott Diabetes Care, Inc.4.
City of Alameda5.
Exelixis6.
Kaiser Foundation Health Plan7.
U.S. Department of Transportation8.
Bay Ship & Yacht Co.9.
College of Alameda10.
City Timeline
5 6
Updated On 17 May, 2022
Back Reset
Broken down by
Department
SearchSearch in table Showing rows
Visualization
Police
124 25.57%
Fire
124 25.57%
Public Works
82 16.91%
Planning, Buildin…
32 6.60%
Recreation & Parks
32 6.60%
Library
21 4.33%
Finance
17 3.51%
Community Dev…
13 2.68%
Human Re…
9 1.86%
Information Technology
8 1.65%
City Manager
6.5 1.34%
City Clerk
3 0.62%
Download Help Share
Data
Details
124 124
124 124
82 82
32 32
32 32
21 21
17 17
13 13
13 13
9 9
8 8
6.5 6.5
3 3
0.5 0.5
485 485
Summary
2023 Total
Fire
Police
Public Works
Recreation & Parks
Planning, Building & Transportation
Library
Finance
City Attorney
Community Development
Human Resources
Information Technology
City Manager
City Clerk
City Council
Total
Department
Authorized Positions
FY 2022-23 Mid-Cycle Budget
7 2020‐21
Beginning
Available Fund
Balance
2020‐21
Actual
Expenditures
2020‐21
Actual
Revenues
2020‐21
Available Fund
Balance
2021‐22
Revised
Expenditures
2021‐22
Projected
Revenues
2021‐22
Projected
Available Fund
Balance
2022‐23
Mid‐Cycle
Expenditures
2022‐23
Mid‐Cycle
Revenues
2022‐23
Projected
Available Fund
Balance
General Fund
100 General Fund 54,863,084 110,093,133 127,097,363 71,867,314 124,855,802 118,080,261 65,091,773 124,413,547 122,765,474 63,443,700 101 Police/Fire Pension 1079 552,242 819,163 1,886,702 1,619,781 1,882,000 1,882,000 1,619,781 1,882,000 1,882,000 1,619,781 102 Police/Fire Pension 1082 (1,076) 32,512 49,912 16,324 50,000 50,000 16,324 50,000 50,000 16,324 103 Housing Authority Reimbursable 1,976 ‐ 256 2,232 ‐ ‐ 2,232 ‐ ‐ 2,232 104 AMP Reimbursable 4,860 12,985,554 13,012,058 31,364 83,282 83,282 31,363 81,345 ‐ (49,982) General Fund Subtotal 55,421,086 123,930,362 142,046,291 73,537,016 126,871,084 120,095,543 66,761,475 126,426,892 124,697,474 65,032,057 Special Revenue Funds
201 HOME ‐ 530,782 530,782 ‐ 554,070 554,074 4 525,000 525,000 4 202 HOME Loan Repayment 40 36,766 36,871 145 50,000 50,000 145 70,000 70,000 145 203 CDBG ‐ 947,995 947,995 ‐ 2,861,606 2,769,023 (92,583) 1,527,715 1,532,400 (87,898) 204 CDBG Loan Repayment 519,945 266,209 147,457 401,193 330,400 80,400 151,193 80,400 80,400 151,193 205 Special CDBG Grants ‐ 855,959 855,959 ‐ 647,112 647,112 ‐ 647,112 647,112 ‐ 206 Housing In‐Lieu 566,230 157,988 125,096 533,338 428,429 783,500 888,409 417,894 783,500 1,254,015 207 Rent Review/Stabilization 549,618 1,703,952 1,685,482 531,147 2,224,474 2,198,803 505,476 2,102,000 1,780,000 183,476 208 Affordable Housing 777,283 349,861 1,344,773 1,772,196 680,429 701,000 1,792,767 638,115 701,000 1,855,652 209
Planning/Bldg/Transportation 1,745,832 7,202,644 7,365,852 1,909,040 9,046,655 8,675,500 1,537,885 8,946,638 9,107,000 1,698,247 210 Alameda Free Library 4,257,462 4,426,397 5,062,002 4,893,067 5,492,963 5,390,000 4,790,104 5,472,391 5,581,500 4,899,213 211 Gas Tax 1,570,740 2,144,474 1,758,932 1,185,198 2,079,365 2,008,500 1,114,333 2,074,348 2,297,500 1,337,485 212 Road Mtce and Rehab (RMRA) 2,554,988 2,881,868 1,495,868 1,168,988 1,850,000 1,550,000 868,988 1,850,000 1,750,000 768,988 213 Vehicle Registration Fees 327,616 520,000 342,247 149,863 320,000 305,000 134,863 320,000 305,000 119,863 216 Tidelands 2,568,583 896,525 597,058 2,269,116 969,329 809,000 2,108,787 858,649 809,000 2,059,138 217 Open Space Improvement & Mtce 167,880 97,415 14,070 84,535 15,000 ‐ 69,535 15,000 ‐ 54,535 219 Police Asset Seizure 41,004 28,046 2,831 15,789 10,550 1,500 6,739 10,550 1,500 (2,311) 220 Fire Grants 2,039,127 1,693,787 1,173,833 1,519,174 2,397,947 2,398,522 1,519,748 1,992,337 900,376 427,787 221 Police Grants 45,812 787,739 810,652 68,725 568,923 339,077 (161,121) 300,500 308,000 (153,621) 222 Grants ‐ ‐ ‐ ‐ 1,117,530 1,117,530 ‐ 558,765 558,765 ‐ 230 County Measure B Streets/Roads 1,065,149 413,846 2,364,902 3,016,206 1,672,000 1,618,000 2,962,206 1,930,000 1,618,000 2,650,206 231 County Measure BB Streets/Road 1,637,841 316,137 2,230,874 3,552,579 2,849,024 2,495,000 3,198,555 3,325,000 2,495,000 2,368,555 232 County
Measure B Bike/Ped 524,098 295,447 307,033 535,684 587,500 202,000 150,184 297,000 202,000 55,184 233 County Measure BB Bike/Ped 366,801 214,410 250,249 402,640 416,000 270,000 256,640 198,000 270,000 328,640 234 County Measure B Paratransit 233,473 203,670 222,515 252,318 317,700 150,000 84,618 317,700 150,000 (83,082) 235 County Measure BB Paratransit 101,587 130,904 219,557 190,240 211,800 247,000 225,440 211,800 247,000 260,640 240
Commercial Revitalization 2,164,341 805,161 571,224 1,930,404 1,431,242 621,300 1,120,462 975,424 624,115 769,153 241 Fleet Industrial Supply Center 3,733,878 1,466,406 309,548 2,577,020 1,389,718 185,000 1,372,302 959,804 10,000 422,498 250 Golf (209,064) 72,555 336,980 55,361 259,891 360,225 155,695 312,128 364,496 208,063 251 Mastick Advisory Board 520,374 57,158 24,633 487,848 130,150 44,000 401,698 123,075 92,000 370,623 252 Mastick Senior Center Trust 863,352 ‐ 1,191 864,543 27,000 ‐ 837,543 50,000 ‐ 787,543 253 Adams Street House 374,669 ‐ 436 375,106 ‐ ‐ 375,106 ‐ ‐ 375,106 260 Solid Waste Surcharge 1,426,211 208,294 225,426 1,443,343 741,187 228,170 930,326 261,739 228,170 896,757 261 City Waste Management Program 672,972 1,450,634 562,969 (214,692) 1,036,701 1,332,327 80,934 1,037,776 1,332,327 375,485 262 Integrated Waste ‐ Meas D 2,032,653 270,747 (73,495) 1,688,412 620,934 251,000 1,318,478 583,648 270,000 1,004,830 263 Curbside Recycling 190,483 ‐ 222 190,705 ‐ ‐ 190,705 ‐ ‐ 190,705 264 Stormwater 2,385,197 4,412,657 4,872,101 2,844,642 5,044,230 5,315,598 3,116,010 4,924,795 5,405,134 3,596,349 Citywide Budget
All Funds Summary
8 2020‐21
Beginning
Available Fund
Balance
2020‐21
Actual
Expenditures
2020‐21
Actual
Revenues
2020‐21
Available Fund
Balance
2021‐22
Revised
Expenditures
2021‐22
Projected
Revenues
2021‐22
Projected
Available Fund
Balance
2022‐23
Mid‐Cycle
Expenditures
2022‐23
Mid‐Cycle
Revenues
2022‐23
Projected
Available Fund
Balance
265 Parking Fees 2,203,125 970,518 500,787 1,733,394 1,918,048 1,950,000 1,765,346 2,721,383 2,133,000 1,176,963 266 Civic Center Garage 555,095 ‐ ‐ 555,095 0 ‐ 555,095 ‐ ‐ 555,095 268 Oak Tree in‐Lieu Fee 12,959 ‐ 7,630 20,589 ‐ 8,500 29,089 ‐ 8,500 37,589 270 Island City Maint‐84‐2 Zone 1 39,237 3,537 4,773 40,474 25,652 4,800 19,622 6,857 4,800 17,565 271 Island City Maint‐84‐2 Zone 4 102,716 122,609 175,393 155,501 266,623 186,698 75,576 186,664 192,299 81,211 272 Island City Maint‐84‐2 Zone 5 220,188 1,132,837 970,859 58,210 769,338 1,003,654 292,526 779,953 1,033,763 546,336 273 Island City Maint‐84‐2 Zone 6 1,542,794 773,810 452,397 1,221,381 763,407 473,685 931,659 708,546 487,896 711,009 274 Island City Maint‐84‐2 Zone 7 113,850 1,409 4,065 116,507 12,728 ‐ 103,779 12,728 3,900 94,951 275 Island City Maint‐84‐2 Zone 8 76,471 79,679 76,317 73,109 99,916 78,787 51,981 98,418 81,151 34,714 276 Assessment District Admin (91,618) 350,753 366,353 (76,018) 288,553 263,090 (101,481) 296,030 263,090 (134,421) 277 Marina Cove Maintenance AD 103,458 122,848 114,400 95,010 210,852 117,460 1,618 214,968 120,984 (92,366) 278
Marina Cove Reserve 01‐01 235,188 ‐ 274 235,462 ‐ ‐ 235,462 ‐ ‐ 235,462 279 Alameda Landing Muni SD 2,391,488 94,924 511,923 2,808,487 672,227 511,584 2,647,844 573,072 526,932 2,601,704 280 Bayport Muni Services Dist 03 4,059,570 695,581 700,361 4,064,350 835,104 895,775 4,125,021 815,444 922,648 4,232,225 281 Alameda Point Svc CFD 17‐1 208,132 298,629 590,344 499,847 927,569 590,000 162,278 673,271 635,000 124,007 282 Marina Village AD 89‐1 Refund 1,863,477 278 2,109 1,865,308 5,915 ‐ 1,859,393 5,915 ‐ 1,853,478 283 Harbor Bay 92‐1 AD Matured 377,416 7,989 323 369,751 89,916 ‐ 279,835 89,916 ‐ 189,919 284 CFD 13‐1 Alameda Landing (CPF) 29,887 168,422 170,000 31,464 203,761 172,000 (297) 199,021 167,260 (32,058) 285 CFD 14‐1 Marina Cove II (CPF) 1,000,402 8,369 224,534 1,216,566 128,575 221,181 1,309,172 105,998 227,816 1,430,990 286 BFI Dike Assmt District 93‐1 381,506 ‐ 399 381,905 50,000 ‐ 331,905 ‐ ‐ 331,905 287 Harbor Transportation 2,436,346 1,341,623 729,986 1,824,709 546,277 607,000 1,885,432 546,277 607,000 1,946,155 290 Alameda Point 20,323,732 10,209,968 43,304,961 53,418,725 12,824,939 13,228,000 53,821,785 12,290,399 13,228,000 54,759,386 Special Revenue Funds Subtotal 74,001,599 52,230,214 85,632,312 107,403,698 69,019,260 64,010,375 102,394,812 64,240,163 61,690,334 99,844,983 Capital Projects Funds
301 Alameda Point Capital Projects 32,048,471 29,758,167 381,930 2,672,234 394,361 (250,000) 2,027,874 ‐ ‐ 2,027,874 302 Construction Impact Fees 1,775,425 428,680 3,434,740 4,781,485 2,557,000 1,200,000 3,424,485 1,517,000 1,200,000 3,107,485 303 Dwelling Unit 4,808 11,542 235,196 228,462 ‐ ‐ 228,462 ‐ ‐ 228,462 305 Dev Impact Fees ‐ Transp 1,680,855 295,231 2,403,213 3,788,838 450,000 740,000 4,078,838 450,000 570,000 4,198,838 306 Dev Impact Fees ‐ Rec/Park (53,589) ‐ 2,142,435 2,088,846 ‐ 2,500,000 4,588,846 ‐ 2,200,000 6,788,846 307 Dev Impact Fees ‐ Public Facility 721,599 ‐ 597,805 1,319,404 ‐ 440,000 1,759,404 ‐ 300,000 2,059,404 308 Dev Impact Fees ‐ Public Safety 939,522 ‐ 919,686 1,859,208 ‐ 680,000 2,539,208 ‐ 550,000 3,089,208 310 Capital Improvement Projects 1,590,207 24,352,080 25,880,991 3,119,118 40,581,375 31,663,664 (5,798,592) 34,053,249 32,129,292 (7,722,549) 320 Transportation Management 182,960 126,802 284,529 340,686 130,000 130,000 340,686 130,000 130,000 340,686 Capital Projects Funds Subtotal 38,890,258 54,972,502 36,280,526 20,198,281 44,112,735 37,103,664 13,189,210 36,150,249 37,079,292 14,118,253 Debt Service Funds
401 City Debt Service 411,449 1,939,573 1,939,664 411,541 2,000,725 2,001,200 412,016 1,653,600 1,652,940 411,356 410 2013 GO Library Bond 2003 1,035,756 623,169 658,894 1,071,481 626,500 626,500 1,071,481 624,500 626,500 1,073,481 420 2003 Alameda Point Rev Bonds 78,434 481,473 690,014 286,975 843,000 783,000 226,975 873,000 873,000 226,975 Debt Service Funds Subtotal 1,525,640 3,044,214 3,288,572 1,769,997 3,470,225 3,410,700 1,710,472 3,151,100 3,152,440 1,711,812 Enterprise Fund
501 Sewer Services 93,520,368 19,066,684 24,400,308 98,853,992 17,666,344 12,893,000 94,080,648 12,645,657 13,329,100 94,764,091 Enterprise
Fund Subtotal 93,520,368 19,066,684 24,400,308 98,853,992 17,666,344 12,893,000 94,080,648 12,645,657 13,329,100 94,764,091 9 2020‐21
Beginning
Available Fund
Balance
2020‐21
Actual
Expenditures
2020‐21
Actual
Revenues
2020‐21
Available Fund
Balance
2021‐22
Revised
Expenditures
2021‐22
Projected
Revenues
2021‐22
Projected
Available Fund
Balance
2022‐23
Mid‐Cycle
Expenditures
2022‐23
Mid‐Cycle
Revenues
2022‐23
Projected
Available Fund
Balance
Internal Service Funds
601 Fleet Maintenance & Replacement 9,342,699 3,602,320 4,714,445 10,454,825 6,627,345 4,895,081 8,722,561 6,011,761 4,745,081 7,455,881 603 Facility Mtce & Replacement 4,424,014 1,704,001 2,942,265 5,662,277 6,260,486 4,877,315 4,279,106 4,843,785 4,581,890 4,017,211 605 Emergency Operations Center 30,110 134,879 147,621 42,852 155,761 131,000 18,091 157,000 131,000 (7,909) 606 Information Technology 8,185,288 2,899,944 2,679,173 7,964,517 6,602,998 2,997,610 4,359,129 4,186,586 2,997,610 3,170,153 609 IT
Cable Equip Replace (PEG) 1,221,154 28,081 161,874 1,354,947 71,500 170,000 1,453,447 71,500 170,000 1,551,947 610 Worker's Compensation (3,636,613) 3,062,186 3,851,313 (2,847,485) 4,364,457 4,340,000 (2,871,943) 4,702,467 4,687,200 (2,887,210) 611 General Liability 167,267 2,496,679 3,504,825 1,175,413 5,389,898 5,540,000 1,325,515 5,379,890 5,510,000 1,455,625 612 Unemployment Insurance 560,934 147,926 (1,492) 411,516 162,000 160,000 409,516 162,000 160,000 407,516 613 Post Employment ‐ OPEB 7,612,056 4,513,871 4,726,621 7,824,807 4,350,000 4,175,000 7,649,807 4,537,000 4,362,000 7,474,807 Internal Service Funds Subtotal 27,906,911 18,589,887 22,726,645 32,043,669 33,984,446 27,286,006 25,345,229 30,051,989 27,344,781 22,638,021 Fiduciary Funds
701 Successor Agency (40,740,912) 21,836,291 24,948,952 (37,628,251) 11,039,830 11,377,900 (37,290,181) 11,391,693 11,499,400 (37,182,474) 710 Misc&Safety Pre ‐1/1/2019 OPEB 15,328,975 ‐ ‐ 15,328,975 80,000 3,723,704 18,972,679 80,000 1,420,000 20,312,679 711 Safety Post‐1/1/2019 OPEB Trst ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 720 Pension Reserve 6,829,664 28,416 10,481,237 17,282,486 6,911,111 7,611,111 17,982,486 ‐ 700,000 18,682,486 Fiduciary Funds Subtotal (18,582,272) 21,864,707 35,430,190 (5,016,790) 18,030,941 22,712,715 (335,016) 11,471,693 13,619,400 1,812,691 Agency Funds
801 1998 Rev Bond Debt/Harbor Bay 55,144 ‐ (13,546) 41,599 ‐ ‐ 41,599 ‐ ‐ 41,599 802 2010 ‐B Marina Village Bd Refi 811,166 ‐ 3,116 814,281 ‐ ‐ 814,281 ‐ ‐ 814,281 803 Harbor Bay Assmt Dist CFD 1 182,471 1,516 (1,344) 179,611 ‐ ‐ 179,611 ‐ ‐ 179,611 804 Marina Villg Assmt Dist CFD 2 132,270 ‐ 138 132,408 ‐ ‐ 132,408 ‐ ‐ 132,408 805 Alameda Landing CFD #13‐1 1,582,312 974,541 946,437 1,554,208 994,250 964,000 1,523,958 1,011,510 992,000 1,504,448 Agency Funds Subtotal 2,763,363 976,057 934,802 2,722,107 994,250 964,000 2,691,857 1,011,510 992,000 2,672,347 Totals 275,446,952 294,674,628 350,739,645 331,511,970 314,149,285 288,476,003 305,838,687 285,149,253 281,904,821 302,594,255 10 Projected Citywide Revenue
Visualization
2018-19
Actual
2019-20
Actual
2020-21
Actual
2021-22
Revised Budget
2022-23
Mid-Cycle Budget
Fiscal Y ear
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Intergovernmental Revenue
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Citywide
Revenue Summary
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13 Citywide Expenditure Budget
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14 Citywide Expenditure Budget by Department
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15 General Fund 5-Year Forecast
FY 2022-23 Mid-Cycle Budget
16 Citywide Budget Transfers
17 About Us
The mission of the City Attorney’s O ce is to provide the City with the highest level of legal representation: as advisors to City o cials and sta , we provide timely and comprehensive assistance; as advocates, we represent the City and its employees vigorously and fairly; as prosecutors, we diligently and justly enforce the law on behalf of the People of the State of California; and in all functions, we ethically and cost-e ectively promote the community's interests in equity, justice and fairness.
Summary of Key Functions
The Municipal Advisory function of the O ce provides advice to the City Council, the City’s Boards & Commissions, and City sta . The O ce drafts ordinances, resolutions, contracts, leases and other legal documents, and it reviews documents prepared by City departments. The O ce further oversees personnel investigations in collaboration with the Human Resources Department and review Public Records Act requests in collaboration with the City Clerk’s O ce.
The
Litigation function of the O ce defends the City in state and federal court either with in house resources or through the supervision of outside counsel. The O ce’s caseload is diverse and includes personal injury cases, employment litigation, civil rights suits, contract disputes, as well as land use, constitutional and other specialized litigation.
The
Prosecution and Public Rights Unit of the Alameda City Attorney’s O ce represents the People of the State of California in misdemeanor criminal matters. The Unit is further charged with bringing a rmative litigation in response to violations of consumer protection and fair housing laws, and protecting consumers against fraud and unfair business practices. City prosecutors are dedicated to promoting and improving public safety and the quality of life in Alameda, through the fair, compassionate and e ective administration of justice.
The
Risk Management function of the O ce works with Departments to eliminate or mitigate potential risk and preserve public property, as well as manage the City’s Workers’ Compensation program.
City Attorney
FY 2022-23 Mid-Cycle Budget
18 Organizational Chart
Mid-Cycle (Budget Y ear 2) Updates
Add Deputy City Attorney I
Part-time Law Fellow in the Prosecution and Public Rights Unit is currently handling full-time responsibilities beyond what can be sustained by a part-time position.
Annual Cost: $191,000, ongoing
Funding Source: General Fund
City Attorney Administration Overtime
Increase personnel budget for sta overtime principally related to Public Records Act requests.
Annual Cost: $10,000, one-time
Funding Source: General Fund
Upgrade Paralegal to Administrative Services Coordinator The position has taken on additional duties of reviewing and approving insurances for contracts. Position also handles all Public Records Act requests for the City and coordinates subpoenas for all City departments.
Annual Cost: $7,000, ongoing
Funding Source: General Fund, General Liability, Workers' Compensation
General Liability Claims and Insurance Premiums
Increase the claims/settlements budget to align the budget with expected actuals in FY 2022-23, and increase the insurance premiums budget based on the updated premium estimates provided by the City’s insurance pool.
Annual Cost: $504,000, ongoing
Funding Source: General Liability
Re-allocate Legal Services from General Liability to General Fund 19 Re-allocate $350,000 in legal service budget from the General Liability Internal Service Fund to the General Fund. Part of the budget would be used to fund the Deputy City Attorney/Prosecutor personnel costs, and the remaining $159,000 in budget would be allocated to the General Fund - Legal Services account.
Annual Cost: $350,000 increase in the General Fund; $350,000 decrease in the General Liability Internal Service Fund (neutral across City funds)
Funding Source: General Fund
Alameda Point Legal Services
Increase the legal services budget. The cost is o set by personnel savings from under- lling the City Attorney position allocated to Alameda Point.
Annual Cost: $40,000, ongoing
Funding Source: Alameda Point/Base Reuse
Department Goals
Provide high-quality, cost-e ective legal
services that are responsive to the needs of
the City Council, Boards and Commissions,
and sta , and the People of the City of
Alameda.
1. Evaluate use of outside legal services and its
service levels in general and sta ng
necessary for prosecutorial function, and as
a result, consider sta ng
changes/enhancements for both attorney
and support sta .
2. Continue to resolve pending litigation
matters with an eye on minimizing cost to
the City while maintaining a strong defensive
strategy.
3. O er legal and risk management services
necessary to minimize City liability and
exposure.
4. Prosecute cases vigorously and fairly on
behalf of the People of the State of
California.
5. Workplan Highlights
Continue to perform legal support for negotiating and drafting all legal documents and supporting and overseeing litigation services required by all City departments.
Maintain systems to provide City Council, Boards and Commissions, and Department Heads with timely and practical information on claims, litigation, statutory compliance and changes in law to facilitate compliance and implement best practices.
Work with the City’s Rent Program Administrator to provide legal advice concerning implementation and enforcement of City’s Rent Program.
Work with the Community Development Department to provide legal support on all aspects of law for major development projects, including the redevelopment of the former Naval Air Station at Alameda Point.
Work with Planning and Building Department to handle code enforcement matters including informal resolutions and civil prosecution.
Work with the Public Utilities Board and Alameda Municipal Power to provide legal support on all aspects of public utilities law.
20 Work with the Public Works Department to provide legal advice and support regarding public contracting and public bidding issues, as well as provide legal support for public/private partnership for in- ll development throughout the City.
Work with Community Development Department to provide legal advice concerning implementation and enforcement of the City’s ordinances governing commercial cannabis businesses and personal cultivation.
Develop and provide Open Government training, including the Brown Act and the City’s Sunshine Ordinance for City sta and City O cials.
Performance Measures
Data
Department Performance Measure 2018 2019 2020 2021 City Attorney Percentage of completed legal input on agenda items consistent with internal deadlines City Attorney Number of lawsuits resolved
City Attorney Number of general liability claims adjusted City Attorney Number of workers' compensation claims adjusted City Attorney Number of prosecution cases reviewed for filing Records
General Fund Expenditure Summary
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21 Non-General Fund Expenditure Summary
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22 About Us
The City Clerk’s Office prepares City Council
meeting agendas; records the proceedings of City
Council meetings; certifies and retains City Council
legislation; maintains official City Council records;
responds to records requests; and staffs the Open
Government Commission. Additionally, the City
Clerk’s Office manages campaign disclosure and
economic interest filings; coordinates the Boards
and Commissions appointment process; administers
general and special municipal elections in
compliance with the City Charter and State of
California laws; and is responsible for certifying any
voter-ratified Charter amendments. To generate
revenue, the Clerk’s Office accepts passport
applications and performs civil marriage
ceremonies. Lastly, the cable television studio is
under the City Clerk's Office.
The Department’s mission statement is to serve
the City Council, City staff and the public by
documenting the actions and preserving the records
of the City Council; and administering open and
impartial elections in accordance with statutory
requirements.
City Clerk
FY 2022-23 Mid-Cycle Budget
23 Organizational Chart
Mid-Cycle (Budget Y ear 2) Updates
Part-Time Pay and Overtime
Restore part-time pay and overtime budget to pre-pandemic levels.
Annual Cost: $46,000, ongoing
Funding Source: General Fund
Services & Supplies
Increase for higher material costs.
Annual Cost: $11,000, ongoing
Funding Source: General Fund
Department Goals
Ensure compliance with the Sunshine
Ordinance, Brown Act, Elections Code, Fair
Political Practices Commission regulations
and the Public Records Act.
1. Promote the highest level of customer
service.
2. Provide accurate and impartial election
information to candidates, campaign
committees and the public.
3. Generate revenue from civil marriage
ceremonies and acceptance of passport
applications.
4. Workplan Highlights
The City Clerk’s O ce is making changes to the Council Chambers equipment to accommodate hybrid meetings in FY 2022-23.
In FY 2022-23, the City Clerk’s O ce will conduct a general municipal election on November 8, 2022.
The City Clerk’s O ce sta ed the Documentation Unit in the Emergency Operations Center in FYs 2019-20 and 2021-22.
24 The City Clerk’s O ce implemented Public Record Request software, NextRequest, in FY 2021-22.
In July 2021, the City Clerk's O ce recerti ed as a Passport Acceptance facility and began processing applications again.
The City Clerk’s O ce continues to increase documents available on the City’s website to improve public access to information, including Next Request.
The Open Government Commission is sta ed by the City Clerk's O ce.
Civil marriage ceremonies resumed in FY 2021-22.
Performance Measures
Data
Department Performance Measure 2018 2019 2020 2021 City Clerk Percent of external public record requests responded to within hours and completed within d… . . . City Clerk Percent change in the number of civil marriage ceremonies performed - . - . - . - . City Clerk Percent change in the number of passport applications accepted - . . - . . City Clerk Percent of draft minutes provided to Council for approval within two regular meetings Records
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25 Expenditure Trends
Visualization
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26 About Us
The Mayor and Councilmembers are elected at-
large by the voters of Alameda and serve as the
principal policymakers for the City. They are
responsible for enacting ordinances, establishing
public policies, and providing guidance and direction
for actions that affect the quality of life in Alameda.
The City Council formulates community priorities for
allocation of City resources, including adoption of a
budget. The City Council holds regularly scheduled
meetings to receive input from the community prior
to taking action or providing direction. The Mayor
and City Council also promote the City’s interests at
the regional, state, and national levels through
participation in various intergovernmental
organizations and associations, including service on
various boards of regional agencies, such as the
Alameda County Transportation Commission,
Association of Bay Area Governments, and the
Alameda County Waste Management Authority.
Workplan Highlights
Promote equity and inclusivity, maintain safety, and ensure quality of life for all:
Remove inequitable policies, programs, and procedures in policing, housing, and across City services.
Adopt policies and programs that maintain a high-level of public safety.
Continue advancing police reform e orts that reimagine how to provide necessary services to the community.
Maintain Alameda’s high quality City parks, streetscape, community services, and amenities.
Address housing and homelessness:
Continue programs established during the pandemic, including the Day Center, Safe Parking, and Feed Alameda.
Implement policies and programs that support tenants and landlords during COVID-19, help to stabilize rents, and increase the supply of housing for all income levels.
Update the City of Alameda General Plan.
Identify housing and services for our unsheltered population to meet the changing needs of the community, including the need for transitional housing.
Improve transportation safety and increase multi-modal options:
City Council
FY 2022-23 Mid-Cycle Budget
27 Analyze and consider extending programs established during the pandemic, including Slow Streets and Commercial Streets.
Complete the Vision Zero Action Plan that includes speci c actions and policy changes to increase street safety in Alameda.
Produce a Project Study Report for a bicycle and pedestrian bridge connecting West Alameda to Oakland.
Adopt the Active Transportation Plan.
Complete construction on the Central Avenue and Clement Avenue bike lane improvements.
Increase transit ridership as we recover from the pandemic.
Take action on climate change and ensure our infrastructure needs are met:
Implement projects that equitably protect the community against sea-level rise and other natural hazards while reducing greenhouse gas emissions and vehicle miles travelled.
Develop plans and strategies to expand the urban forest and provide compost and mulching in parks and open spaces.
Review infrastructure funding needs and possible sources.
Continue to increase the use of low-emission vehicles within the City’s eet.
Increase electric vehicle (EV) chargers around town.
Improve the local economy and attract jobs:
Continue supporting small businesses with their COVID-19 recovery, especially the Park Street and Webster Street commercial districts that were hurt so badly by the pandemic.
Establish policies and undertake marketing e orts that help retain existing businesses and attract new businesses in order to provide stable economic opportunities for the City’s local workforce.
Plan for scal and organization stability:
Provide direction on new funding from the Federal American Rescue Plan Act.
Continue to explore options for reducing the City’s costs and liabilities and increase City revenue and funding.
Invest in technology and other measures that improve the City’s e ciency and productivity.
Performance Measures
Data
Department Performance Measure 2018 2019 2020 2021 City Council City Council meetings held
City Council Ordinances enacted
City Council Budgets adopted
Records
General Fund Expenditure Summary
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28 Expenditure Trends
Visualization
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Actual
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2022-23
Mid-Cycle Budget
Fiscal Y ear
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City Council
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29 About Us
The City Manager’s Office is responsible for
implementing the City Council’s policy direction,
providing leadership and direction to City
Departments, and fostering community partnerships,
economic development, and interagency
collaboration. The City Manager’s Office also
supports the City Council’s efforts to engage in
legislative advocacy at the local, state, and federal
levels.
The mission statement of the department is to
manage the City’s operations consistent with City
Council direction within the context of the City’s
fiscal resources and plan strategically to achieve the
long-term community vision.
City Manager
FY 2022-23 Mid-Cycle Budget
30 Organizational Chart
Mid-Cycle (Budget Y ear 2) Updates
Veterans Court Adaptation Capital Project
The City will receive $1.5 million in federal funding for the Veterans Court Climate Adaptation Project. The federal grant requires a local match of $500,000, for a total project allocation of $2 million.
Annual Cost: $2,000,000, one-time
Funding Sources: Federal Grant, General Fund
Add 2nd CivicSpark Fellow
The Sustainability and Resilience Program hired one CivicSpark fellow in FY 2021-22 and is looking to hire two fellows in FY 2022-23 to support Climate Action and Resiliency Plan 2022 work program priorities.
Each Fellow provides 1,300 hours of service to the City.
Annual Cost: $29,000, ongoing
Funding Source: General Fund
Adaptation Capacity Building for Implementing Climate Action and Resiliency Plan This capacity building e ort will help the City identify near-term resilience funding priorities and costs, identify public and private donors aligned with Alameda resilience funding priorities, and develop an internal organizational capacity to deliver adaptation projects.
Annual Cost: $30,000, one-time
Funding Source: General Fund
O ce Recon guration
Recon gure cubicles to accommodate climate action and resiliency sta .
Annual Cost: $30,000, one-time
Funding Source: General Fund
31 Department Goals
Provide leadership in the development of
solutions to the current scal challenges,
including reducing costs, fostering economic
development, exploring new revenue
sources, and promoting interdepartmental
cooperation.
1. Support City Council priorities, including
meeting the community’s housing,
transportation, sustainability, resilience, and
infrastructure needs.
2. Support opportunities for the City Council to
play a leadership role at the regional, state,
and federal level on issues of importance to
the community.
3. Promote interagency relationships with other
public entities to ensure e cient and
e ective service delivery.
4. Foster e ective working relationships with
the business community and other public
and private partners.
5. Workplan Highlights
Respond to the COVID-19 global pandemic, including employee support, ongoing community communications, measures to improve health and safety, modi ed programs and services, testing and vaccination services, relief funds for residents and businesses, food security programs, small business support, and recovery e orts.
Address housing issues and homelessness by updating the rent stabilization ordinance, facilitating construction of new housing for all income levels, and implementing HEAP and HHAP funding for homeless services.
Support the City Council's goal to shift response to mental health crisis calls for services from a Police Department response.
Mitigate tra c congestion and improve public infrastructure and safety through the continued implementation of transportation grants, contributions and upgrades to 4.5 miles of streets, 3 miles of sewer, and 2.5 miles of sidewalk, completion of the Seaplane Lagoon Ferry Terminal, and prioritizing bike and pedestrian safety and access measures.
Take action on climate change and emergency preparedness by implementing a Climate Action Plan and amending the City’s Emergency Operations Plan.
Improve the local economy by continuing to implement the Economic Development Strategic Plan, attract and retaining businesses in Alameda, and the ongoing development of Alameda Point.
Maintain a high level of public safety and quality of life, including the continued prioritization of Alameda’s high quality parks, streetscape, and community amenities.
Plan for scal and organizational stability by ensuring a scally sustainable budget, including exploring potential revenue measures and new cost recovery options, cost-e cient investments in new technology, and ways to address the City’s substantial post-employment obligations.
Foster collaborative and transparent working relationships with the City’s many community, regional, and other public and private partners on its delivery of services and implementation of programs and projects.
Communicate timely and accurate information to Alameda residents and businesses regarding City programs and services.
Promote a workplace culture within the City organization that supports and encourages diversity, collaboration, and innovation.
32 Implement the 2021-2022 Legislative Agenda that guides the City’s legislative advocacy e orts and advances the City Council’s priorities.
Seek federal and state funding for Alameda programs, critical infrastructure needs, and a ordable and transitional housing.
Communications Performance Measures
Data
Department Performance Measure 2018 2019 2020 2021 City Manager Average number of monthly website users City Manager Number of Social Media followers City Manager Number of City Newsletters
City Manager Number of news articles published City Manager City Emergency Alert Subscribers City Manager AC Alert Subscribers
Records
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33 Expenditure Trends*
Visualization
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2022-23
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Fiscal Y ear
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Dollars
City Manager Administration
Climate Action & Resiliency
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* The increase in City Manager expenditure budget in FY 2021-22 was due to addition of (1) the Sustainability & Resilence Manager; and (2) $1,000,000 for the mental health response pilot program. In FY 2022-23, the mental health response pilot program is budgeted under the Fire Department's CARE Team.
34 About Us
The Community Development Department is comprised of four divisions:
Base Reuse
Develops and implements community plans for transforming the 878-acre former Naval Air Station (Alameda Point) into a mixed-use, transit oriented development. Serves as the master developer for Alameda Point by negotiating, documenting, and managing deals with developers (market rate residential, affording residential and commercial) to develop particular parcels pursuant to the City’s development plan and community goals.
Asset Management
Maximizes returns for City-owned assets, including Alameda Point and Tidelands properties, while at the same time ensuring that City goals and values are reflected in each transaction including job and sales tax generation, reduced maintenance obligations, reduced City risk, and consistency with community planning processes and vision.
Economic Development
Maintains and grows Alameda's tax and employment bases through business recovery, retention, expansion, and attraction efforts, real property development, tourism support, facade and art grants administration, and workforce development. Works to end homelessness in Alameda through implementation of social service programs, improves coordination and delivery of social services and promotes positive child and youth development.
Housing
Develops affordable housing, implements the Inclusionary Housing Programs, and administers the U.S.
Department of Housing and Urban Development’s Community Development Block Grant and HOME Investment Partnerships programs.
Community Development
FY 2022-23 Mid-Cycle Budget
35 Organizational Chart
Mid-Cycle (Budget Y ear 2) Updates
Add Community Development Program Manager
The Homeless Emergency Aid Program (HEAP) grant, which was created in 2018, allowed the City of Alameda to create 20 temporary homeless programs and initiatives. However, many of these homeless programs and initiatives still exist today through local City funding. Furthermore, homeless programs such as Homekey which will fund an Interim Supportive Housing project and Emergency Supportive Housing are being developed and are stretching existing resources and personnel. The department also intends to submit another Homekey application in 2022 for a permanent supportive housing project creating further sta demands. Additionally, Alameda is experiencing increases in new home construction which is greatly expanding the work related to the inclusionary housing program.
Annual Cost: $191,000, ongoing
Funding Source: General Fund
Carryforward Storefront Façade Assistance Grants
Rollover remaining storefront assistance grants from FY 2021-22 to FY 2022-23.
Annual Cost: $150,000, one-time
Funding Source: Commercial Revitalization
FY 2022-23 CDBG/HOME Action Plan Update
Update the budgets of the HOME Investment Partnerships Program (HOME) and Community Development Block Grant (CDBG) Program in order to use additional residual loan repayments from housing projects and to align the budget with the FY 2022-23 CDBG/HOME Action Plan presented to City Council on May 3, 2022.
Annual Cost: $125,400, one-time
Funding Sources: HOME and CDBG Federal Funds
36 Department Goals
Facilitate the transfer, reuse, and
development of former federal/Navy lands by
e ectively implementing and managing
development agreements with third party
developers contractually obligated to develop
a portion of Alameda Point;
1. Carry out business retention, expansion and
attraction programs consistent with the City's
Economic Development Strategic Plan;
2. Implement COVID-19 economic recovery
plan;
3. Provide stewardship of City-owned land
assets, including Tidelands Trust properties;
4. Administer an e cient commercial and
residential leasing and property
management program at Alameda Point;
5. Investigate, analyze, and pursue new
programs to support Alameda's unsheltered
residents by, among other things, applying
for grants and sourcing other funds;
6. Administer current programs supporting the
City’s unsheltered residents including the day
center, safe parking program, street
outreach and interim supportive housing
project, and partner with local non-pro ts,
such as Building Futures for Women and
Children to support e orts such as the
replacement of structures at the Midway
Shelter;
7. Support the Social Services Human Relations
Board (SSHRB) and the Alameda
Collaborative for Children, Youth and Their
Families (ACCYF), whose activities build
mutual understanding, respect, and good will
and improve social services in the
community;
8. Implement the City's Public Art Program,
including supporting the Public Art
Commission; and
9. Promote a ordable housing development
that bene ts low-income households as well
as the unhoused population.
10. Workplan Highlights
Complete Site A Phase 1 and continue to coordinate with the development team such that work at Phase 2 continues.
Continue to work with the development team to bring the West Midway/RESHAP project to fruition.
Continue to provide services and fund programs that assist Alameda’s unhoused, while also continuing to investigate options to expand these services, such as by applying for Homekey round 3.
Identify a sustainable funding plan for Economic Development sta ng and services. 37 Create more than 300 new jobs at Alameda Point through expansion of existing tenants into new premises.
Implement marketing campaigns to support local businesses.
Continue to administer CDBG CARES Act funds to address the urgent need for safety net services and homelessness/homelessness prevention services created by COVID-19 pandemic.
O er select parcels through process required by the State, Housing and Community Development Department in order to comply with the Surplus Lands Acts and advance the development of Alameda Point and Alameda Landing.
Advance hotel projects to increase tourism and generate transient occupancy tax revenue.
Coordinate infrastructure installation throughout Alameda Point (West Midway, Adaptive Reuse Phase 1 and PG&E).
Administer local, state and federal funds that facilitate the development of a ordable housing.
Performance Measures
Data
Department Performance Measure 2018 2019 2020 2021 Community Development Estimated number of new jobs created at Alameda Point Community Development New and total square footage leased at Alameda Point Community Development Number of Alameda Point business contacts made by City Broker Community Development Percent of Alameda Point commercial tenants rating customer services as good or better . . . . Community Development Percent of Alameda Point commercial tenants who receive a personal contact annually . Community Development Percent of Alameda Point commercial tenants who agree that a good job was done maintaining lines of co… . . Community Development Number of electronic vehicle charging stations, biodiesel, and compressed natural gas facilities available at… Community Development Amount of new investment in public infastructure … … Community Development Percent of private sector investment in total construction costs for Façade Grant Program . . . . Community Development Number of Economic Development business meetings and site visitations (welcome new businesses, retai… Community Development Below Market Rate Sale/Resale Community Development CDBG Public Services (People Served) Community Development CDBG Residential Rehab Records
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40 Expenditure Summary by Division
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Alameda Point Housing Rentals
SA T axable TARB Series 2017
Economic Development
Homelessness
Residential Rehabilitation
CARES Act
Public Improvements
Theater Complex
HOME Projects
Public Services
CDBG Administration
Public Art
Youth Collab Admin
SSHRB Administration
Façade Improvement
SA CIC Trust Fund Admin
Marketing/Business Attraction
Perm Local Housing Allocation
Residential Rehab Admin
HOME Administration
FISC Catellus
Cannabis
SA2011 HSF Bond A&B
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41 About Us
The Finance Department manages the financial
planning and accounting for the City, including
revenue forecasting and expenditure control. The
department also provides financial reporting, payroll
services, purchasing, accounts payable, business
licenses, and administration of the City’s
outstanding debt obligations, while acting in a
fiduciary capacity for assessment districts. The
department prepares the biennial budget under the
guidance of the City Manager, coordinates
investment of City funds for both short and long-term
purposes, and provides cash management services
for the City in support of the elected City Treasurer.
The department is also responsible for the
coordination and completion of the annual audit for
all City funds, and related audits for gas tax, federal funds, and Measures B/BB under the auspices of
the elected City Auditor.
The department’s mission statement is to provide
professional financial and accounting information
support to City departments to facilitate fiscal and
organizational decisions by departments in order to
achieve their goals and objectives.
Finance
FY 2022-23 Mid-Cycle Budget
42 Organizational Chart
Mid-Cycle (Budget Y ear 2) Updates
Add Accounting Technician
An Accounting Technician position was upgraded to Administrative Analyst. The department is now requesting a new Accounting Technician position to support the Accounts Receivable function.
Recommended to start in January 2023.
Annual Cost: $110,000, ongoing
Funding Source: General Fund
Policy Development
Engage the Government Finance O cers Association (GFOA) to update the City’s nancial policies.
Annual Cost: $55,000, one-time
Funding Source: General Fund
43 Department Goals
Manage the nancial resources of the City,
consistent with nancial policies and budget
principles established by the City Council.
1. Provide timely budget and nancial reports
to City departments to assist in meeting
departmental missions.
2. Ensure sound budget and expenditure
control oversight and reporting of the City’s
funds to protect the duciary interest of the
community.
3. Administer City expenditures in conformance
with municipal code requirements for
contracts and payables.
4. Update or establish written documentation
for various nance polices and procedures.
5. Issue renewed business licenses within 14
days of application receipt.
6. Workplan Highlights
The Finance Department will present quarterly sales tax, investment, and nancial reports to keep the City Council informed of the City's nancial health.
The department will complete the go-live for the new Enterprise Resource Planning system for the accounting, payroll, accounts payable, and treasury/cash management functions.
The department will update nancial polices with guidance from the Government Finance O cers Association.
The department will review operating procedures in the recently implemented Enterprise Resource Planning and OpenGov Budget Builder systems and evaluate the extent to which the systems are meeting customer service needs and could be improved to increase business process e ciencies.
Performance Measures
Data
Department Performance Measure 2018 2019 2020 2021 Finance Percent of business licenses issued within days (from receipt of completed application) . . . . Records
44 General Fund Expenditure Summary
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45 About Us
The Alameda Fire Department is comprised of
dedicated professionals assigned to six Divisions
structured to meet the needs of the community and
the Department. The Administration, Emergency
Operations, Emergency Medical Services, Training,
Disaster Preparedness, and Fire Prevention
Divisions are prepared to ensure day-to-day
readiness in the all-hazards emergency response
platform. The Fire Chief provides leadership and
support for the effective delivery of these services.
The Department’s mission statement is to mitigate
the impact of hazardous situations on life, property,
and the environment through effective response,
prevention, and preparedness programs.
Organizational Chart
Fire
FY 2022-23 Mid-Cycle Budget
46 Mid-Cycle (Budget Y ear 2) Updates
Community Assessment Response & Engagement (CARE) Team Pilot Program The Fire Department will continue the Community Assessment Response & Engagement (CARE) Team pilot program through FY 2022-23 by adding six Fire ghter positions (three paramedics, three emergency medical technicians (EMTs)) in July 2022, and adding a Management Analyst to support the CARE Team and department administration in April 2023. The estimated annual salary and bene ts costs are $227,000 for each Fire ghter/Paramedic position, $214,000 for each Fire ghter/EMT, and $155,000 for the Management Analyst ($39,000 in FY 2022-23). The total personnel costs in FY 2022-23 would be approximately $1,361,000.
The positions would be allocated to the General Fund and the costs would be partially o set by a $250,000 funding commitment from the Alameda Health Services District. Additional estimated costs to the General Fund for the CARE Team include $116,000 in overtime for training, $150,000 to purchase and up- t a new vehicle, and $99,000 for radios and other equipment. Total costs to the General Fund in FY 2022-23 would be $1,725,000, or a net cost of $1,475,000 with the contribution from the Alameda Health Services District. Sta propose allocating $500,000 in American Rescue Plan of 2021 (ARPA) funding for the case management service agreement, currently with Alameda Family Services.
The FY 2021-23 Biennial Budget adopted by City Council in June 2021 included a $1 million General Fund allocation for a mental health response pilot program. The FY 2022-23 Mid-Cycle Budget removes this placeholder budget in the City Manager’s O ce, which results in a net expenditure increase of $725,000 in the General Fund for the CARE Team.
Annual Cost: $1,976,000, ongoing; $249,000 one-time
Funding Sources: General Fund, ARPA, Alameda Health Services District Replace Fireboat
The current reboat has limited pumping capacity for emergency water supply needs, is not well-suited for supporting dive rescue operations or for the saltwater marine environment surrounding Alameda, and maintenance and motor replacement costs are estimated at approximately $120,000. The purchase price for replacement of the existing reboat is estimated at $1.3 million and sta proposed to pursue a 5-year lease with annual lease payments estimated to be approximately $300,000.
Annual Cost: $300,000 for ve years
Funding Source: General Fund
Academy Overtime and Materials
Training Division overtime is used to cover academies, required department training, and professional development costs. The baseline overtime budget is only su cient to cover the two planned academies for new recruit, and additional budget is needed to support the department’s other training needs.
Additional materials budget of $10,000 per training academy is also needed.
Annual Cost: $75,000, ongoing
Funding Source: General Fund
Face Mask Fit Testing Machines
The department needs to purchase two OSHA-compliant face t testing systems to improve re ghter safety.
Annual Cost: $40,000, one-time
Funding Source: General Fund
47 Department Goals
Protect and preserve the lives and property
of Alameda’s residents, visitors, and business
community during all risk/all-hazard
emergencies.
1. Identify and implement funding sources to
navigate economic challenges and sustain
viable re and emergency medical services to
meet the needs of the community in a
scally responsible manner.
2. Seek opportunities for professional
development for all ranks of the organization
and create a comprehensive succession plan.
3. Evaluate the Alameda Community
Assessment Response and Engagement
(CARE) Team pilot program for its
e ectiveness in meeting the program
objectives.
4. Hire and promote a culturally and gender
diverse workforce throughout the
Department re ective of the community.
5. Complete a Standards of Coverage Risk
Analysis of the community to ensure we are
meeting the national standards for
emergency service delivery, in addition to
using the data to plan for future growth.
6. Review, update, and exercise disaster
response plans to ensure preparedness for
the community and test surge capacity for
the Department.
7. Workplan Highlights
Complete a department-wide analysis of service delivery throughout all divisions within the organization through the use of objective data analysis to assist with developing a short and long- term strategic plan.
Review and expand current recruitment strategies to assist with the hiring of a diverse workforce and to assist with ensuring vacancies within the organization are lled in a timely manner.
Continue to evaluate and develop the Alameda CARE Team pilot program to meet the mental and mobile integrated health needs of the community in close coordination with our contracted vendors and the Alameda County Emergency Medical Services Agency.
Provide low-income seniors and the disabled home safety inspections and minor repairs to improve mobility through the Housing Safety Program using Community Development Block Grant (CDBG) funds.
Create and foster regional partnerships to assist with department training needs and operational surge capacity requirements.
Continue to fund and train the Community Emergency Response Team (CERT) program funded by the Department of Homeland Security, Federal Emergency Management Agency (FEMA). The program includes the recruitment and training of volunteers, coordination of emergency drills and exercises.
Review and revise department policies to ensure that all department documentation is up to date and in alignment with ensuring that operational readiness and customer service delivery are maintained as the organization’s top priority.
48 Performance Measures
Data
Department Performance Measure 2018 2019 2020 2021 Fire Percent of fire calls responded to within : min . . . . Fire Percent of Emergency Medical Services (EMS) calls responded to within : min . . . . Fire Number of additional residents trained in Community Emergency Response Team (CERT) Fire Percent of apartment, commercial, hazmat, and state licensed facilities inspected annually . . . . Records
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AFG COVID-19 Grant
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50 About Us
The Human Resources Department serves as a strategic partner with each of the City’s Departments and every City employee to ensure each has the tools, resources, and support necessary to successfully achieve their departmental mission and to e ectively serve the needs of the City and community.
The Human Resources Department administers labor relations, classi cation and compensation, employee bene ts, and employment services programs. The Department also provides policy guidance and acts as an internal consultant on human resources-related issues; implements and manages the attraction and selection of City employees; maintains an equitable and competitive salary and bene ts structure; coordinates required and career development training programs for City employees; and strives to promote and maintain a positive labor relations climate between the employee bargaining units and the City.
Organizational Chart
Mid-Cycle (Budget Y ear 2) Updates
Add O ce Assistant
Over the last few years Human Resources has expanded its scope of responsibility requiring additional sta ng support. HR currently has a part-time sta person providing support to the department. The department is requesting to convert this positions to full-time. New responsibilities include:
Annual Cost: $97,000, ongoing (partially o set by reducing part-time pay budget by $50,000) Funding Source: General Fund
Managing the City's DMV data base. 1.
Conducting the interactive process for employees with workers compensation injuries.2.
Overseeing the City's Safety program.3.
Acting as Chief Negotiator for labor negotiations4.
Implementation of the Diversity, Equity and Inclusion Program.5.
Human Resources
FY 2022-23 Mid-Cycle Budget
51 Department Goals
Be a strategic partner to the Executive Management Team by developing and implementing a Human Resource approach that supports continuous improvement, collaboration, and a progressive and productive work environment that meets the challenges of the organization.
1. Provide excellent and proactive customer service to City Departments in meeting the challenges and demands of workforce planning.
2. Assist with the competitiveness of the City for attraction and retention of qualified staff.3.
Ensure that the City is in compliance with all federal and state mandates.4.
Create an environment where employees feel supported, understand expectations and continue to grow.
5. Provide support for the Citywide Safety program including development and updating of Safety policies, employee training and ongoing communication.
6. Begin the process of digitizing legacy data to increase access and availability to legacy information7.
Workplan Highlights
Initiate the development of a Citywide Diversity, Equity, Inclusion and Belonging Plan that will foster and provide a safe and inclusive workplace for employees and ensure support for diversity, equity and inclusion in integrated into decision making, planning and implementation through all structures, services, policies, practices and procedures.
Develop and implement a revised Performance Management Program that streamlines the performance evaluation process to ensure the process is e ective and timely.
Continue to develop the Citywide Safety Program to ensure compliance with all state and federal requirements.
Facilitate resolution of numerous sensitive employee relations issues and investigations.
Continue to provide leadership training to managers and supervisors.
Performance Measures
Data
Department Performance Measure 2018 2019 2020 2021 Human Resources Average Applications Received Per Recruitment Human Resources Average Length of Time (days) to Provide an Eligible List Human Resources Number of full time appointments completed in the calendar year Human Resources Percent of full-time employees receiving annual performance evaluations . . . . Records
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53 About Us
The Information Technology department continues to support the City’s 3 to 5 year Strategic Technology Master Plan. This plan provides a road map for the future technology milestones and is outlined in the Information Technology Equipment/Systems Replacement program.
Information Technology provides internal support and oversees the technology infrastructure and daily needs of the City. The department leads the design, selection, and implementation of a variety of technology solutions for all City departments and promotes modern technological and telecommunication growth as well as promoting digital dexterity to prepare the City to use new and existing technology for better business outcomes.
Information Technology also collaborates with community partners to foster shared bene ts through the use of technology assisting in attracting high-tech organizations to the city.
Organizational Chart
Mid-Cycle (Budget Y ear 2) Updates
Microsoft 365 Subscription
Migrate the on-premises email server and other Microsoft services to the Microsoft cloud by implementing Microsoft 365 in FY 2022-23. The migration was previously slated for 2024, but sta recommend implementing the migration sooner to address security and performance issues with the existing O ce 2013 licenses. The ongoing annual subscription fee of approximately $209,000 will be incorporated into the Information Technology Internal Service Fund cost allocation charges in the FY 2023-25 Biennial Budget.
Information Technology
FY 2022-23 Mid-Cycle Budget
54 Annual Cost: $244,000 one-time; $209,000, ongoing
Funding Source: Information Technology Internal Service Fund
Separate Administrative Network from Alameda Municipal Power Establish a capital project to move the core of the City’s administrative network from Alameda Municipal Power (AMP) to the City. Currently, central switching, rewall web ltering, and internet access are managed by AMP, and the restrictions placed on the public utility’s network inhibit the rest of the City from fully utilizing the network’s capabilities. Sta propose to setup a City administrative network that will allow AMP to meet Public Utility Board requirements while allowing IT to administer the rest of the network.
Annual Cost: $347,000 one-time
Funding Source: Information Technology Internal Service Fund
Network Detection & Response Solution
The City currently has numerous perimeter-based solutions to protect from outside cybersecurity attacks, but lacks tools for detecting malicious activity if an attacker is able to in ltrate the internal network through phishing emails or infected USB drives. The proposed solution would inform administrators to anomalous behavior and address malicious activity.
Annual Cost: $98,000 ongoing
Funding Source: Information Technology Internal Service Fund Department Goals
Continue to deploy cyber security training
and improve internal threat awareness.
1. Continue the annual PC replacements on a 4
to 5 year cycle.
2. Implement the prioritized recommendations
from the IT Strategic Master Plan.
3. Continue supporting the daily technology
operating needs.
4. Continue quarterly departmental meetings
as part of our IT Governance strategy plan.
5. Follow the National Institute of Standards
and Technology (NIST) to adhere to best
practices for information technology.
6. Continue planning for business continuity
and disaster recovery using cloud technology
as a role in disaster recovery.
7. Workplan Highlights
Cybersecurity: The City’s baseline Phishing Training campaign launched in 2020 had the City at 16.3% phish-prone. After several internal trainings, as of March 2021, the city’s phish-prone percentage dropped down to 3.4% based on the current simulation campaign we are running.
The department continues to coordinate e orts to establish a Geographic Information System (GIS) Roadmap that will bene t multiple departments and the community and establish governance over GIS e orts. A public facing basemap of city data was made available on the City’s website.
Free public WiFi is being implemented in multiple city buildings.
The CENIC Pilot Project is underway connecting Research and Development companies and the community to the ultra-high-speed CENIC Scienti c Research network which helps support the City’s economic development interests and community science interests in the city.
A major investment has been made to replace our current nancial and human resources system, known as an Enterprise Resource Planning system, that is a multiple year project and impacts all City 55 departments. The Financial system went live October 1, 2021, and most departments went live with the new Human Resources and Payroll system on January 1, 2022. The Fire Department and Alameda Municipal Power are scheduled to go live on July 1, 2022.
Continue fostering an information technology form of governance approach to keep strategic technology projects on target and communicated to city stakeholders.
Performance Measures
Data
Department Performance Measure 2018 2019 2020 2021 Information Technology Number of blocked malicious intrusions Information Technology Number of service request tickets submitted and resolved Information Technology Percent of completed tickets meeting SLA - "High" Priority . . Information Technology Percent of completed tickets meeting SLA - "Medium" Priority . . . . Information Technology Percent of completed tickets meeting SLA - "Low" Priority . . . . Records
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56 Expenditure Summary by Division
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57 About Us
The Alameda Free Library provides the public with
materials, services, and programs to advance their
recreational, educational, and professional goals.
This is realized by serving as a rich and diverse
resource for reference, cultural enrichment,
community interaction, and involvement for all ages.
A diverse and wide-ranging collection of print,
eBooks, audiovisual materials, and streaming
services complement the online research databases
available. A variety of programs and classes for all
ages are offered free of charge on topics such as
gardening, technology assistance, art docent
lectures, handicrafts, meditation, senior care,
financial planning, science, legal assistance, story
times, book clubs, reading challenges, and more. In
addition, the Main Library and the two Neighborhood
Libraries offer public computers with free Wi-Fi
access. The Main Library offers meeting rooms
available for the public to rent. The Friends of the
Library operate the volunteer-run Dewey’s Friends
Café for light snacks and the new Books for Friends
used book store. The Library Department divisions
consist of Library Administration and Adult Literacy.
The mission of the Library is to foster individual
and community enrichment, resourcefulness, and
connection through a welcoming, knowledgeable
staff and easily accessible collections, facilities, and virtual space.
Library
FY 2022-23 Mid-Cycle Budget
58 Organizational Chart
Mid-Cycle (Budget Y ear 2) Updates
Services & Supplies
Increase the budget for books to cover increased costs of books and to increase the amount of digital resources o ered, and to increase the services budget for higher database costs. These increased costs are o set by a projected revenue increase of $100,000 for the Library’s property tax set aside.
Annual Cost: $57,000, ongoing
Funding Source: Library Fund
59 Department Goals
Follow the Strategic Vision to o er “More of
It…Make People Love It,” making it possible
for all Alamedans to fall in love with the
library.
1. Provide a broad and diverse collection of
books, online resources, and other library
materials to meet the varied interests and
needs of the community.
2. Promote collaboration among sta to attain
a high-performance and customer-focused
library.
3. Continue to nd ways to narrow the digital
divide by increasing and improving access
and training to technology.
4. Provide library programs in both in-person
and virtual formats, and publications to
educate, enrich, and inform library users.
5. Maintain library facilities as community
gathering places.
6. Workplan Highlights
Continue enhancing Kindergarten readiness in Alameda by developing programming speci cally for babies, toddlers, and preschoolers.
Continue to build on the popularity of our School Resource services by creating original content that can be shared virtually during school visits and on the library’s YouTube page, working with teachers and teacher librarians to use the Alameda Free Library collection to augment school library holdings, and increase participation in a variety of reading challenges.
Launch a no-cost Mobile Hot Spot Lending Pilot program for the community.
Continue to nd ways to narrow the digital divide by increasing and improving access and training to technology, with the addition of new in-house computer courses and online learning o erings Continually evaluate, modify, test, and launch an increasingly more user-friendly virtual library presence with the Library website.
60 Performance Measures
Data
Department Performance Measure 2018 2019 2020 2021 Library Number of Visitors - Main Library Library Number of Visitors - West End Branch Library Number of Visitors - Bay Farm Island Branch Library Number of Items Lent Electronically Library Number of Items Lent - Main Library Library Number of Items Lent - West End Branch Library Number of Items Lent - Bay Farm Island Library Library Number of Programs Offered
Library Number of Program Participants Library Number of Users of the Computer Lab Records
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FY 2022-23 Mid-Cycle Budget
63 Expenditure Trends
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64 About Us
The Planning, Building & Transportation Department is responsible for guiding, facilitating, and implementing land development, building, sustainable development, and transportation planning initiatives consistent with City Council adopted plans and community goals. The department strives to provide a safe, well-designed, economically diverse and financially sustainable community by implementing and enforcing General Plan policies, Zoning Regulations and Building Codes; and supporting the Planning Board, Historical Advisory Board, and Transportation Commission.
The Planning, Building & Transportation Department is comprised of three divisions:
Permit Processing and Inspection
The Permit Processing and Inspection Program provides centralized City permitting functions at the Permit Center, including public information, application review and acceptance, routing, fee collection, and issuance of all permits. In addition to processing Planning and Building permits, the Permit Center staff also handles permits for Public Works and the Fire Department. This program manages the review of plans for work being performed within City limits to ensure compliance with required standards and regulations. This program also provides daily inspections of construction, plumbing, electrical, and mechanical work at job sites to ensure all work conforms to current code requirements.
Planning
The Planning Program provides guidance and technical expertise to assist the Alameda community in achieving the community development, planning, and urban design goals established by the City Council.
The Program provides current and long-range planning services, and is responsible for developing and implementing the City’s General Plan, Zoning Ordinance and related Municipal Codes, as well as ensuring compliance with State and Federal regulations regarding the protection of the environment, affordable housing and entitlement processing.
Transportation Planning
The Transportation Planning Program oversees Citywide transportation planning efforts with a focus on planning and designing safer multimodal streets, in close coordination with the Public Works Department and consistent with the City’s Transportation Element of the General Plan, the Transportation Choices Plan, the Complete Streets Policy, and all specific modal plans.
Planning, Building & Transportation
FY 2022-23 Mid-Cycle Budget
65 Organizational Chart
Mid-Cycle (Budget Y ear 2) Updates
Add Planner III
The Planning Division is understa ed and has been temporarily addressing the workload through the use of consultants and part-time sta . The consultants provide temporary relief in handling special projects and tasks, but they cannot perform tasks associated with assisting the community with requests that often require local knowledge and experience. Furthermore, it has been very di cult to nd available contract planners during the pandemic. Contractors also do not contribute to developing the necessary institutional knowledge and experience typical of an e ective professional Planning Division.
Annual Cost: $154,000, ongoing
Funding Source: Planning, Building, and Transportation Fund Extend Limited Term Permit Technician II to Permanent
The number of phone calls and emails to the Planning general information line has tripled in the last two years. In 2021, the department added 2 part-time employees to help respond to 3,600 phone calls and 3,500 emails annually. The sta also performs application screening and intake for 600 Planning applications in addition to serving 700 appointments. Current wait times range from calls being answered live to a response time of up to 2 business days. The situation demands converting the limited duration Permit Technician position to a permanent Permit Technician III to handle these volumes and maintain or improve the current rate of response.
Annual Cost: $39,000 for upgrade, ongoing
Funding Source: Planning, Building, and Transportation Fund Upgrade Supervising Planner to Planning Manager
In 2021, the City was unable to attract candidates for the vacant position of Supervising Planner. Based on conversations with candidates, the heavy work load, small sta , and low salary discouraged quali ed candidates. Planning is understa ed, and the planning workload is only expected to increase with the 66 new Regional Housing Needs Allocation (RHNA) to construct over 650 units each year for the next 9 years. Surveys of other East Bay cities nd that the Alameda Planning Division is one of the smallest planning departments per capita in the East Bay. In the last two years, both business parks have dramatically increased planning and development activity that has further exacerbated the sta ng shortfall in Planning.
Annual Cost: $25,000 for upgrade, ongoing
Funding Source: Planning, Building, and Transportation Fund Alameda Point - Transportation Demand Management
The Alameda Point Community Facilities District 17-1 (CFD) Fund is administered by the Public Works Department and funds operations for the Planning, Building & Transportation, Public Works, and Recreation & Parks departments. This CFD provides the only funding for the Alameda Point Transportation Plan and maintenance of facilities within the district, including two recently opened parks and the Seaplane Lagoon Ferry Terminal. The CFD is expected to generate $635,000 in special taxes in FY 2022-23, and sta propose to allocate 40% of the budget, or $254,000, towards transportation demand management.
Annual Cost: $254,000, ongoing
Funding Source: Alameda Point Services CFD 17-1
Department Goals
Provide excellent service to approximately
14,000 customers annually.
1. Expeditiously process approximately 7,000
Building Permit applications and
approximately 650 design review, use permit,
home occupation, and other land use
planning entitlements annually.
2. Service and facilitate excellent decision
making for approximately 20 Planning Board
meetings, 10 Historical Advisory Board
meetings, and 10 Transportation
Commission agenda packets annually.
3. Complete the update of the 2015 Housing
Element
4. Complete the necessary zoning amendments
to support and facilitate the City’s General
Plan, Housing Element, Climate Action Plan,
and Transportation Choices Plan.
5. Support and assist AC Transit and WETA to
rebuild ridership after the COVID-19
Pandemic.
6. Complete the update of the Bicycle and
Pedestrian Plans (Active Transportation Plan)
and and the Project Initiation Documents for
the Alameda/Oakland Bicycle and Pedestrian
Bridge.
7. 67
Workplan Highlights
In FY 2022-23, the department will prepare and release for public review and nal Council consideration and adoption:
A draft Housing Element update addressing the City’s need to provide for an anticipated regional housing need of over 5,000 housing units between 2023 and 2031.
A draft set of zoning amendments to streamline and improve the City’s review and approval process for a ordable, workforce, and a ordable by design housing and energy e ciency upgrades.
A draft Active Transportation Plan to improve the City’s bicycle and pedestrian infrastructure, to strive to eliminate pedestrian and bicyclist fatal and severe accidents in Alameda (“Vision Zero”), and allow for expeditious and cost-e ective improvements to the City’s roadway network necessary to meet the Council’s greenhouse gas emission goals.
The Project Initiation Document for the Alameda/Oakland Bicycle and Pedestrian Bridge.
Performance Measures
Data
Department Performance Measure 2018 2019 2020 2021 Planning, Building & Transp Percent of building permits issued same day over the counter and online . . Planning, Building & Transp Percent of inspections conducted as scheduled . . . . Planning, Building & Transp Percent of reported high and medium priority code violations responded to annually . . . . Planning, Building & Transp Average Alameda daily ferry boardings Planning, Building & Transp AC Transit average daily boardings Planning, Building & Transp Miles of bikeway added . . . . Planning, Building & Transp Injury collisions Planning, Building & Transp Fatal collisions
Planning, Building & Transp Bike and pedestrian collisions Records
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68 Expenditure Summary by Division
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69 About Us
The Alameda Police Department is authorized for
88 sworn officers and 34 full-time professional staff
positions within numerous operating units and
divisions, including Patrol, Investigations, Traffic,
Communications, Identification, Records, and
Property and Evidence. The department is
responsible for protecting the City’s residents,
property owners, and businesses by patrolling 10.6
square miles of Alameda, using cars, bicycles,
motorcycles, and a marine patrol boat.
The Department fosters a problem-solving,
community policing philosophy and works
collaboratively with policymakers, the City
Manager’s Office, and the community to address
crime and property damage problems.
Mission Statement of the Alameda Police
Department: Protect life and property, preserve
peace, and prevent crime through quality police
services founded on integrity, customer service, and
community-oriented policing.
Police
FY 2022-23 Mid-Cycle Budget
70 Organizational Chart
Mid-Cycle (Budget Y ear 2) Updates
Add Lieutenant
This new position is needed to increase operational oversight. Currently, there are a total of 8 shifts in the patrol division. The patrol division for any police agency is considered the highest risk operation due to the regular interactions with the public. These regular interactions call for close supervision and command/managerial oversight. The department is authorized for 5 lieutenant positions. To e ectively cover all 8 shifts, the patrol division would require at least 4 lieutenant positions. Barring time o due to vacation, training, sick leave, etc., these 4 lieutenants would provide command/managerial oversight nearly 85% of the time. To provide 100% oversight, the patrol division would need to be sta ed with 6 lieutenant positions. The cost increase is partially o set by eliminating a vacant o cer position.
Annual Cost: $150,000, ongoing (di erential between lieutenant and eliminated o cer position) Funding Source: General Fund
Catalytic Converter Theft Deterrence Program
On April 5, 2022, City Council directed sta to allocate funding for a catalytic converter theft deterrence program. Establish a project with initial funding to cover administrative costs and labor and materials for installing theft deterrent devices.
Annual Cost: $200,000, one-time
Funding Source: General Fund
Services in Various Bureaus
Increase the Administration Bureau’s budget for background services and tests by $80,000 due to the high level of recruitments for new o cers. Increase the Communications Bureau budget by $23,000 to 71 cover the costs of various public safety communications tools currently in use. Increase the Investigations Bureau budget by $100,000 for various maintenance and service agreements including body-worn camera analysis, evidence storage, and crime lab services. Increase the Support Services Bureau budget by $76,000 for cleaning and maintenance services. Increase the Patrol/Tra c Bureau budget by $188,000 for existing maintenance contracts, including the crossing guard agreement.
Increase the Animal Shelter budget by $30,000 for the annual increase for the service agreement with the Friends of the Alameda Animal Shelter (FAAS).
Annual Cost: $497,000, ongoing
Funding Source: General Fund
Police Grants Allocation Update
Increase the Police Grants Fund budget to match expected awards in FY 2022-23.
Annual Cost: $57,000, one-time
Funding Source: Federal and State Grants
Fleet Replacement
A one-time increase in the eet cost allocation is needed for replacement of a totaled vehicle that was not covered by the City's auto insurance policy.
Annual Cost: $45,000, one-time
Funding Source: General Fund
Animal Shelter Kennel Upgrade
In March 2022, City Council allocated $200,000 for kennel facility upgrades at the animal shelter operated by Friends of the Alameda Animal Shelter (FAAS)
as part of the FY 2021-22 Mid-Year Budget Update. Due to rapidly increasing material costs, the revised bids for completing the project total $246,212 as of
June 2022.
Annual Cost: $47,000, one-time
Funding Source: General Fund
Department Goals
Respond to Priority One and non-emergency
calls for service within designated time
frames.
1. Enhance e cient service delivery through the
use of technology.
2. Recruit, hire, and develop quali ed people
from a diverse community to maintain high
service levels to the community.
3. Respond quickly and e ectively to
community-generated complaints.
4. Increase e orts in tra c enforcement to
reduce the number of pedestrian-related
accidents.
5. Workplan Highlights
The department will continue to provide tra c safety, enforcement, and education services to the community.
The department will continue to work collaboratively with other City departments on disaster preparedness e orts by participating in the Alameda Disaster Council and scenario-based table-top training exercises.
72 State-mandated training for all department personnel will continue to be provided, including Crisis Intervention Training (CIT) and Implicit Bias training.
Parolees, probationers, and registered sex o enders living within Alameda will continue to be strictly monitored.
The department will continue to improve the Homeless Liaison O cers (HLO) program by working collaboratively with Community Groups, City departments, and organizations to extend our outreach.
The department is committed to working with the City Manager’s Steering Committees and assist the City in implementing the committees' recommendations.
Performance Measures
Data
Department Performance Measure 2018 2019 2020 2021 Police Parole/probation searches and compliance checks of persons subject to sex registration Police Priority calls for service Police Non-Priority calls for service Police Percentage of answering standards met . . . . Police Moving violations cited
Police Moving violations warning
Records
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73 Non-General Fund Expenditure Summary*
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* The increase in Police Administration after FY 2020-21 is due to a change in the account structure for Other Post Employment Bene ts in the nancial system that went live in FY 2021-22. Public Safety bene ts were previously shown under Non-Departmental and are now broken out by department.
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74 About Us
Public Works’ mission is to deliver reliable, high-
quality infrastructure and services that support the
environment and quality of life in the City of
Alameda. Our vision is to be a continuously-evolving
organization striving to be the best Public Works
Department.
The department reviews land development
proposals; implements transportation improvements;
manages the garbage and recycling franchise;
manages the City’s special districts; operates
Alameda’s paid parking program and parking
enforcement program; develops and implements
sewer and storm water programs; performs graffiti
abatement and street sweeping; maintains signals
and streetlights; maintains the City's streets,
pavement markings, signs, and sidewalks; and
maintains the City’s urban forest, fleet, and facilities.
Public Works
FY 2022-23 Mid-Cycle Budget
75 Organizational Chart (1 of 2)
Administration & Engineering
Organizational Chart (2 of 2)
Maintenance & Operations
76 Mid-Cycle (Budget Y ear 2) Updates
Street Safety Capital Project
On December 7, 2021, City Council directed sta to proceed with street safety improvements for eliminating fatalities and serious injuries occurring from tra c collisions in Alameda and authorized $2 million to be spent to accelerate transportation improvement projects (Resolution No. 15849).
Annual Cost: $2,000,000, one-timeFunding Source: General Fund Part-Time Project Manager for Capital Projects
Additional sta suport is needed for managing capital projects. The charges for the sta person’s time would be allocated to their assigned capital projects.
Annual Cost: $110,000, one-timeFunding Source: Capital Projects Upgrade Transportation Engineer to Supervising Civil Engineer Public Works completed a recruitment process for the position in 2021 that did not result in hiring a candidate. The recent applicants for the transportation engineer did not have the skills and experience that the department needed to lead the high-pro le transportation projects that are planned. This upgrade is necessary to be competitive in the current employment market and ensure that this critical position is lled with a quali ed candidate as soon as possible.
Annual Cost: $35,000 for upgrade, ongoingFunding Source: Capital Projects ADA Self-Assessment and Transition Project
The FY 2021-23 Capital Budget includes an allocation of $175,000 for the ADA Self-Assessment and Transition Plan Project. After the budget was approved in 2021, Public Works solicited proposals and bids came in substantially higher than anticipated. Public Works is requesting an additional allocation from the General Fund of $275,000, for a total budget of $450,000, to cover the estimated costs for the project.
Annual Cost: $275,000, one-timeFunding Source: General Fund Fire Station 1 Air Conditioner Replacement
The air conditioning system at Fire Station 1 is currently failing and a replacement is needed.
Annual Cost: $80,000, one-timeFunding Source: General Fund Parking Enforcement - Supplies, Vehicles, Part-Time Pay In November 2021, City Council approved the re-organization of the parking enforcement program from the Police Department to the Public Works Department under a centralized Parking Fund. As part of the re-launch of the parking enforcement function, additional budget of $90,000 for two part-time enforcement sta , $18,500 for supplies, and $60,000 for two new vehicles for two recently hired full-time sta is needed. Sta project that the additional enforcement activity will generate su cient revenues to o set the additional costs.
Annual Cost: $168,500, ongoingFunding Source: Parking Fund 5G Single Space Parking Meter Upgrade
The 3G network will sunset by the end of 2022, so the upgrade is necessary to continue collecting parking fees at single space meters.
Annual Cost: $182,000, one-timeFunding Source: Parking Fund Multi-Space Meter Rental Agreement
Increase budget to cover costs of the existing agreement.
Annual Cost: $37,000, ongoingFunding Source: Parking Fund 77 Carryforward for GPS Telematics Installation
Carryforward the previous allocation for installation of vehicle telematics/GPS tracking devices in City eet vehicles.
Annual Cost: $195,000, one-timeFunding Source: Fleet Maintenance & Replacement Internal Service Fund Fuel Master Software Upgrade
A one-time upgrade is needed for the continued functionality of the Fuel Master software used for tracking fuel usage by various City departments and programs.
Annual Cost: $40,000, one-timeFunding Source: Fleet Maintenance & Replacement Internal Service Fund Fleet Contingency for Uninsured Vehicles
Establish a contingency budget for vehicles with replacement values of less than $50,000 that are not covered by the auto insurance policy.
Annual Cost: $100,000, ongoingFunding Source: Fleet Maintenance & Replacement Internal Service Fund Doolittle Land ll - Replace Communication Panel
Install a fail-safe communication device at the Doolittle Land ll as required by the Bay Area Air Quality Management District (BAAQMD).
Annual Cost: $20,000, one-timeFunding Source: Solid Waste Surcharge Bottle/Can and Used Oil Recycling Grants Update
Increase the Bottle/Can and Used Oil Recycling budgets in the Integrated Waste Fund to match expected grant awards in FY 2022-23.
Annual Cost: $19,000, ongoingFunding Source: State Grants Tra c Signal Supplies
Material costs for tra c signals have increased signi cantly, so additional budget for supplies is needed in the Gas Tax Fund. The cost increase is o set by a projected revenue increase of $289,000.
Annual Cost: $36,000, ongoingFunding Source: Gas Tax
78 Department Goals
Develop Alameda’s 10-year capital
improvement plan.
1. Continue addressing deferred maintenance
and pursuing necessary funding, e.g. revenue
measures.
2. Continue renewing backbone infrastructure
at Alameda Point.
3. Continue to implement and ensure
compliance with the Climate Action and
Resiliency Plan, Transportation Choices Plan,
Vision Zero Action Plan, Zero Waste
Implementation Plan, Green Infrastructure
Plan, Sewer Consent Decree and SB
1383/Short-Lived Climate Pollutant Reduction
Strategy.
4. Deliver critical items from the Public Works
Strategic Plan in the areas of Resilient
Workforce, Sustainable Funding, Reliable
Infrastructure, and E ective Service Delivery.
5. Achieve 95% injury-free work days.6.
Achieve less than 5% vacancy rate
continuously.
7. Workplan Highlights
Complete critical tra c safety projects to achieve Vision Zero.
Implement Vision Zero Action Plan projects at school sites and daylighting of high injury network corridors.
Complete 30% design for Veteran’s Court, Northern Shoreline Sea Level Rise Adaptation Projects.
Install an additional 75 Full Trash Capture Devices in City storm drains.
Construct Alameda Point Adaptive Reuse Backbone Infrastructure, Phase 1 all utilities and Phase 2 Water.
Support Urban Forest Master Plan development.
Inventory/Audit of Water and Electricity Consumption (EBMUD smart meters), and support drought conservation e orts including lawn conversions at City facilities.
Tra c signal modernization.
Establish food generator and food recovery partnerships in order to achieve compliance with the food recovery portion of SB1383.
Complete improvements to indoor air quality during smoke events for City facilities.
Complete ADA Self-Assessment and Transition Plan.
Complete a 5-year update to the Sewer System Management Plan.
Complete Fiscal Impact Analysis for Marina Cove I & II Special Districts, prepare revised administrative cost allocation for all Districts.
Meet critical administrative unit deadlines including contracting/bidding deadlines, invoice payment, and No Parking requests.
Update/implement new departmental technology including citywide Enterprise Resource Planning system, e-plan check, paperless ling, execute sta training, and update business process documents.
Develop and launch a new parking enforcement program for on-street parking and curb space, surface lots in commercial areas and ferry terminals, and the Civic Center Parking Structure. 79 Performance Measures
Data
Department Performance Measure 2018 2019 2020 2021 Public Works Percent of sewer mains and associated lower laterals replaced per plan. (T arget: miles/year) Public Works Percent of streets resurfaced per plan. (T arget . miles/year) . . . Public Works Percent of trees pruned per plan. (T arget: , /year) . . . . Public Works Percent of sidewalk repairs completed per plan. (T arget: , Linear Feet/year) . . Public Works Percent of waste diverted from landfills (Landfill Diversion Rate). ( T arget %, T arget:… . . . . Public Works Percent of Capital Improvement Projects completed on budget and per plan. (T arget: %) . . . . Public Works Percent of public service requests responded to within business day. (T arget %) . . . . Public Works Percent of Departments qualifing as Green Businesses. (T arget: %) . . . Records
General Fund Expenditure Summary
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Operating Expenditures
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2021-22
Revised Budget
2022-23
Mid-Cycle Budget
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2018-19 Actual 2019-20 Actual 2020-21 Actual
2021-22
Revised Budget
2022-23
Mid-Cycle Budget
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80 Expenditure Summary by Division
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Facility Maintenance
Engineering & Inspection
Streets/Roads Maintenance
PW Maintenance Administration
Storm Maintenance
Fleet Maintenance
Fleet Replacement
Traffic/Signals Maintenance
Waste Management
On-Street Parking
Street Lights Maintenance
Civic Center Garage
County Measure D Admin
Doolittle Landfill Closure
2012 Sewer Revenue Bond
PW Administration
Bottle/Can Recycling
Used Oil Recycling
Sewer Maintenance
Facility Replacement
Total
2018-19 Actual 2019-20 Actual 2020-21 Actual
2021-22
Revised Budget
2022-23
Mid-Cycle Budget
Expenditure Trends (Non-Capital Operating Budget)
Visualization
2018-19
Actual
2019-20
Actual
2020-21
Actual
2021-22
Revised Budget
2022-23
Mid-Cycle Budget
Fiscal Y ear
-5.0M
0.0 5.0M
10.0M
15.0M
20.0M
25.0M
30.0M
35.0M
Dollars
Facility Maintenance
Engineering & Inspection
Streets/Roads Maintenance
PW Maintenance Administr…
Storm Maintenance
Fleet Maintenance
Fleet Replacement
Traffic/Signals Maintenance
More (12 grouped)
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Public Works
Public Works
Pavement Management
Urban Forest - Trees
Traffic Signals & Systems
Sidewalks
AP Big Whites Painting
Stormwater Management
Sea Level Rise-Veterans Court & BFI
Otis/Pacific Resurfacing
Stormwater Pump Station
Street, Park & Park Light
Lagoon Maintenance
Signs, Pavement Markings
Commercial/Slow Streets
Doolittle Landfill-Flare & Piping Replacement
Climate Plan
Parking-Main Street
Sea Level Rise Adaptation
Shoreline Maintenance
Parking
Green Infrastructure/Trash Capture
Lagoons
Bayview Weir
Inner Harbor Tidal Canal
Harbor Bay Lagoon Gate
Parking-Harbor Bay
Shoreline Park Pathway Lighting
Fire Station #1 Improvements
Community Development
Planning/Building/Transprt
Bay Farm Island Intersection Ctrl
Clement Ave CAT - Grand to Broadway
Cross Alameda Trail
Traffic Calming
Clement & Tilden Way Complete St
Central Ave Safety Improvements
West End Bike/Ped Crossing
Otis Drive Traffic Calming
Active Transportation Plan Projects
Cross Alameda Trail Connectors
Bike/Ped
2018-19 Actual 2019-20 Actual 2020-21 Actual
2021-22
Revised Budget
2022-23
Mid-Cycle Budget
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Safe Routes to School
Park St Corridor Ops Imp
Cross Alameda Trail (Sweeney)
Lincoln/Marshall Safety Improvements
Smart Cities/Trfc Signal Modernization
Bicycle Pedestrian
General Government
Community Services
Recreation and Parks
Sweeney Park
Park Maintenance
Encinal Boat Ramp Design
Krusi Park
Playground Replacement
De-Pave Park
Golf Parking Lot Imp
Park Trails/Sidewalk Repair
Littlejohn Park Rebuild
Emma Hood Pool Repairs
New City Aquatic Center
Woodstock Park Rec Center
East End/Harbor Bay Dog Park
Mastick Center Improvements
AP Gym-Modular Restroom
Mastick Front Entry Imp
Park Irrigation Improvements
Park ADA Upgrades
Estuary Park
83 About Us
The Recreation and Parks Department provides
places and programs for tots, youth, teens, adults,
families, and seniors through:
Athletics
Classes and camps
Mastick Senior Center
Afterschool and summer programs
Community events
Programs for people with developmental
disabilities
Picnic and facility rentals
Trips
Leadership
Outdoor activities
The department manages 26 parks totaling 193
acres with playgrounds, recreation centers, picnic
and rental facilities and trails plus 17 recreation
facilities including Mastick Senior Center, public boat launches, skatepark, gym, model airplane field, and
athletic fields. The department administers the
contracts for the operation of Corica Park – a 45-
hole golf complex. Through ongoing park
maintenance, improvements and new park projects,
the department provides high quality parks and
programs that enhance the quality of life in Alameda.
Recreation & Parks
FY 2022-23 Mid-Cycle Budget
84 Organizational Chart
Mid-Cycle (Budget Y ear 2) Updates
Recreation Part-Time Pay & Supplies
Recreation activities have largely recovered from the sharp decline caused by the COVID-19 pandemic.
The increase in Recreation part-time pay and supplies budgets is fully o set by an increased projection for Recreation program fee revenue.
Annual Cost: $663,000, ongoingFunding Source: General Fund (no net cost due to increase in program fee revenue)
Add Recreation Services Manager
Over the last 10 years, the breadth of large and small park projects has greatly increased. There are several signi cant park and recreation facility projects identi ed as City Council priorities for which funding needs to be identi ed, community master planning completed, and design and construction managed. These projects include De-Pave Park, City Aquatic Center, two more phases of Sweeney Park, one more phase of Estuary Park, completing the Fernside/Eastshore pathways and creating a new dog park. Smaller park projects are those related to deferred maintenance such as asphalt pathway replacement, resurfacing tennis/pickleball/basketball courts, athletic lighting, park urban forest management and more. Managing all of these projects requires signi cant sta time and when combined with adding 40 acres of new parks over the last few years, there is not enough senior level management sta to properly support these projects as well as the ongoing department operations and the planning required to continue to evolve recreation programs to meet community needs.
Annual Cost: $224,000, ongoingFunding Source: General Fund Community Events - Pride in the Park, 4th of July
Community events that had been canceled during the COVID-19 pandemic are returning in 2022. Pride in the Park, in October 2022, will be covered by community donations of $25,000. Additional budget of $40,000 is needed for tra c and security costs at the 4th of July Parade.
Annual Cost: $65,000, ongoingFunding Source: General Fund (partially covered by donations) 85 San Francisco Bay Restoration Authority Grant for De-Pave Park The City was awarded an $800,000 grant from the San Francisco Bay Restoration Authority for the planning phase of De-Pave Park. A local match is not required.
Annual Cost: $800,000, one-time
Funding Source: Regional Grant
Park Maintenance Capital Project - Asphalt Paving in Parks There are signi cant asphalt needs in Chochenyo, Tillman, Harrington, Franklin, Lincoln, Washington, and other parks. This is a signi cant deferred maintenance issue and similar to streets and sidewalks, the cost increases the longer it is deferred.
Annual Cost: $250,000, one-time
Funding Source: General Fund
Establish Budget for Mastick Trust Fund
The Mastick Trust Fund receive bequests and other monetary gifts intended for the Mastick Senior Center facility and program. The fund has not had an operating budget in the past, and sta proposes to establish a budget for one-time facility repairs at the Mastick Senior Center.
Annual Cost: $50,000, ongoing
Funding Source: Mastick Trust Fund
Re-allocate Parks Maintenance Budget from Alameda Point CFD 17-1 to General Fund The Alameda Point Community Facilities District 17-1 (CFD) Fund is administered by the Public Works Department and funds operations for the Planning, Building & Transportation, Public Works, and Recreation & Parks departments. This CFD provides the only funding for the Alameda Point Transportation Plan and maintenance of facilities within the district, including two recently opened parks and the Seaplane Lagoon Ferry Terminal. The CFD is expected to generate $635,000 in special taxes in FY 2022-23, and sta propose to allocate 40% of the budget, or $254,000, towards transportation demand management, 20% towards Public Works maintenance and administration, 20% towards parks maintenance, and 20% towards a capital reserve, or $127,000 each.
The $127,000 allocation for parks maintenance covers approximately 40% of the costs associated with maintaining the two parks in the CFD. Re-allocate $179,000 of the current budget for personnel, equipment, and utilities costs associated with maintaining the parks to the General Fund - Parks Maintenance budget.
Annual Cost: $179,000, ongoing
Funding Source: General Fund
Department Goals
Provide recreation activities that are
responsive to community needs. Ensure
activities and facilities are a ordable,
innovative, inclusive and accessible.
1. Maintain clean and enjoyable parks and
recreation facilities while continuing to
expand these facilities as community
interests expand.
2. 86
Workplan Highlights
Continue to identifying funding sources, such as grants and donations, for park projects including De- Pave Park, Jean Sweeney Open Space Park Phases 2 and 3, Estuary Park Phase 2, City Aquatic Center, and playground replacement projects.
Incorporate maintenance of three new public parks built by housing developers at Alameda Point and Alameda Landing that are now under the Recreation and Parks Department responsibility.
Address extensive deferred maintenance in Alameda Parks through maintenance projects and capital improvement projects. This includes an annual playground replacement program and renovating park lighting, pathways, and facilities.
Continue to expand recreation programs and activities to meet the needs of the Alameda community while also recovering costs.
Expand and reimagine programs and events that are inclusive of everyone in Alameda communities.
Address growing community facility needs including expanding the skate park, conducting a feasibility study of a BMX park, improving pickleball, basketball and tennis courts, building a new dog park as well as identifying and implementing options for a City Aquatic Center Performance Measures
Data
Department Performance Measure 2018 2019 2020 2021 Recreation & Parks Percent of respondents rating the quality of recreational programs as good or excellent . . . . Recreation & Parks Percent of respondents rating the cleanliness of recreational and parks facilities as good or excellent . . . . Recreation & Parks Payroll dollars saved through Senior Center volunteer hours Recreation & Parks Percent of recreation expenses covered through fees and revenues . . . . Recreation & Parks Percent change of total gross revenue for the Chuck Corica Golf Complex . . - . . Records
General Fund Expenditure Summary
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Cost Allocation
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2022-23
Mid-Cycle Budget
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87 Non-General Fund Expenditure Summary
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Salaries and Employee Benefits
Capital Outlay
Cost Allocation
Total
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2021-22
Revised Budget
2022-23
Mid-Cycle Budget
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Expenditure Summary by Division
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Parks Maintenance
ARPD Administration
Mastick Administration
School Year Youth
Aquatics
Summer Youth
Swim Center Facilities
Teens
Pre-K
Classes
Recreation Services
Facility Rentals
Parks & Playgrounds
Athletic Facility Rentals
Community Events
Youth Sports
Adult Sports
Mastick Fee Classes
Park Ambassador
ARPD Facility Projects
Trips
Therapeutic Recreation
Total
2018-19 Actual 2019-20 Actual 2020-21 Actual
2021-22
Revised Budget
2022-23
Mid-Cycle Budget
86 Expenditure Trends
Visualization
2018-19
Actual
2019-20
Actual
2020-21
Actual
2021-22
Revised Budget
2022-23
Mid-Cycle Budget
Fiscal Y ear
0.0 10.0M
2.5M
5.0M
7.5M
12.5M
Dollars
Parks Maintenance
ARPD Administration
Mastick Administration
School Year Youth
Aquatics
Summer Youth
Swim Center Facilities
Teens
More (14 grouped)
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87