Proposed FY 2023-25 Biennial Budget
City Council Budget WorkshopsMay 2nd and May 4th, 2023 1 City Council Budget Agenda●May 2, 2023 City Council meeting○Budget Overview○Historical and proposed revenues and expenditures○Positions and vacancy trends○Capital Budget●May 4, 2023 Budget Workshop○Department Operating Budget Proposals2 Budget Overview
3 City Manager Overview●Overall, City remains in a strong financial position due to significant residual fund balance and stable property tax revenues●Upcoming two-year budget is “tight”due to a number of factors resulting in increased expenditures, as well as conservative revenue forecasting due to uncertain macro economic and development market conditions ●Operating revenues fully cover operating expenditures, including both baseline and new requests●Maximizing use of unspent expenditure budget from this fiscal year (2022/23) to address time sensitive major vehicle and equipment replacement needs●Use of substantial residual fund balance in upcoming two-year budget to cover capital improvement program and one-time requests during constrained fiscal circumstances4 Draft City Council Strategic Priorities1. Enhance Community Safety & Services2. Build Resilience to Climate Change & Water Level Rise3. House All Alamedans4. Practice Fiscally Responsible & Inclusive Governance 5
Highlights of Strategic Plan Implementation●Proposed Biennial Budget includes key investments in City Council identified priority areas○House all Alamedans- shifting resources currently housed in Community Development to the City Managers Office for improved program management and addition of 1 FTE management analyst to improve service delivery capacity. ○Sustainability & Resiliency- $200,000 for CARP update and groundwater analysis and significant capital projects funded by grants. ○Enhance Community Safety & Services- $5.45 million for public safety vehicle replacement and radio replacement.○Invest in Transportation & Infrastructure- ADA transition plan implementation for $1.25 million, Civic Center Garage safety improvements for $1 million, City building safety improvements for $2.76 million in Year 1 and $2.74 million in Year 2.6 Budget Overview●Proposed All Funds Budget at $373.57 million in FY 2023-24 and $312.49 million in FY 2024-25●General Fund Expenditure Budget proposed at $153.01 million FY 2023-24 and $134.07 million in FY 2024-25●The Proposed General Fund Budget recommends using Residual Fund Balance of $25.29 million in FY 2023-24, inclusive of $15 million to fund the aquatic center, and $7.05 million in FY 2024-25 ●The proposed Biennal Budget maintains25% General Fund reserves in accordance with City Council Reserve Policy7 Items to Consider, Downward Pressures on City Budget
8 •Increasing insurance premiums•Increasing CalPERS required contributions•Real estate slowdown and other economic uncertainty (recession?)•Taxpayer Transparency & Government Accountability Act 2024 Projected CalPERS Unfunded Actuarial Liability Payments What has the proposed baseline budget already absorbed?FYs 2023-2025 projected baseline budget includes:●Increased general liability insurance costs of $2 million in both years●Increased PERS retirement contributions of $2 million in Year 2●Absorbed CARE team, $2.38 million in Year 1 and $2.51 million in Year 2, partially offset by $1.8 one-time grant funding. ●Economic Development moved from the Fleet Industrial Service Center Fund into the General Fund, estimated at $1 million in both years, partially offset by one-time revenues of $675,000●Aquatic Center financing debt service of an estimated $900,000 in both years. ●Alameda Police Department hiring initiative reducing vacancy savings in both years. ●Ongoing funding of the Safe Parking, Day Center, Winter Warming Shelter and Overnight Shelter programs at $1.1 million in both years, partially offset by approximately $250,000 in annual grant funds.9 General Fund Revenues- Property Tax Largest Revenue SourceProperty Tax Stable, Sales Tax Varies, & Property Transfer Tax Volatile 10 44%17.66%17.31%ARPA $21.93mPTT
Assessed Valuation Growth Expected to Slow
11 $ 9,494.49 $ 11,956.19 $ 18,010.84 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23Assessed Valuation ( in billions) Property Transfer Tax- Volatile & Impacts Property Tax Growth 12 $ 10.33 $ 15.68 $ 17.13 $ 15.20 $ 18.54 $ 21.93 $ 13.00 $ 13.00 $ 13.00 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 EST. FY 2022-23 EST. FY 2023-24 EST. FY 2024-25Historical & Forecasted Property Transfer Tax FY 2021-22 Thru MarchSale Price Gross Sales Volume Gross Sales Volume Gross Sales Volume$300,000 or below 6,201,000$ 40 3,031,300$ 16 -51.12% -60%$300,001 to $2 million 799,129,009$ 681 610,422,545$ 524 -23.61% -23%$2 million to $5 million119,617,000$ 45 69,193,000$ 27 -42.15% -40%$5 million to $10 million30,784,500$ 4 11,617,500$ 2 -62.26% -50%$10 million to $50 million104,200,000$ 5 11,808,500$ 1 -88.67% -80%$50 million to $100 million 139,973,500$ 2 -$ 0 -100.00% -100%Over $100 million 158,875,000$ 1 -$ 0 0.00% 0%Total 1,358,780,009$ 778 706,072,845$ 570 -48.04% -26.74%FY 2022-23 Thru MarchActualsYear-over-Year ChangeActuals Proposed FY 2023-24 Biennial BudgetBalanced with Use of One-Time Revenues and Use of Fund Balance 13 Proposed FY 2024-25 Biennial BudgetBalanced with Use of One-Time Revenues and Use of Fund Balance 14 Salaries and Benefits are 60-70% of General Fund Budget 15 Public Safety is 70% of General Fund Expenditures
16 General Fund Represents 40-45% of All Funds Expenses 17 Proposed Authorized Positions (All Funds)
18 AdditionalCDD, CM, HR, IT, Clerk45 8.89%
Proposed Use of Unspent FY 2022-23 Expenditure BudgetIt is anticipated that the City will have expenditure savings during the current Fiscal Year (FY 2022-23) that may be sufficient General Fund savings across all departments to fund:○Police radio replacement $2.43 million- staff report requesting this purchase will be coming to Council shortly for consideration---------------------------------------------------------------------------------------------○Battalion 1 replacement $0.09 million○Engine 1 replacement $1.44 million○Engine 4 replacement $1.50 millionTotal vehicle replacement $3.03 millionTotal (including radios) $5.45 millionAs Fiscal Year 2023 draws to close, staff will continue to closely monitor General Fund expenditures, if there is capacity to purchase the replacement vehicles staff will return to Council and recommend a transfer to the Fleet Maintenance & Replacement Fund. 19 Proposed Use of Residual Fund Balance
20 General FundFY 22 Ending Fund Balance 87,267,338$ FY 23 Budgeted Revenues 132,126,157$ FY 23 Budgeted Expenditures (131,635,657)$ FY 23 Expected Ending Fund Balance 87,757,838$ Less Capital Carryover (9,285,798)$ FY 23 Expected Ending Fund Balance Less Capital Carry Forward 78,472,040$ Less nonspendable and reserve policy (33,931,449)$ Less Temporary Additional Economic Uncertainty Reserve (4,000,000)$ Projected FY 2023 Residual Fund Balance 40,540,591$ Proposed Use of Estimated FY 2023 Residual Fund BalanceProjected FY 2023 Residual Fund Balance 40,540,591$ Operational One-Time Requests FY 2023-24 FY 2024-25CARP Update/Groundwater Analysis 200,000$ Ladders for New Truck 46,500$ Technical Rescue Equipment Cache for New Truck 20,000$ CMS Cost Data Collection 20,000$ ECG Monitor Replacements 700,000$ Fire Station Alerting Upgrade 478,000$ Hydrant Replacements 225,000$ Hydraulic Rescue Equipment 170,000$ Radio/Communications Upgrades 457,000$ Patrol K9 17,000$ IT ISF Cost Allocation Impact if One-Time Proposals Approved 453,330$ 213,900$ Biennial Total Request 3,000,730$ Remaining FY 2023 Residual Fund Balance 37,539,861 Capital Budget FY 2023-24 FY 2024-25Aquatic Center 15,000,000 City Building Card Reader & Security 2,465,000 2,742,750 Parking (Civic Center Garage) 1,000,000 ADA Transition Plan Implementation 625,000 625,000 Street, Park and Parking Lot Lighting 600,000 300,000 City Buildings - Additional Projects 305,000 Park Pathway Repair & Replacement 300,000 300,000 Park Maintenance Improvements 285,000 325,000 Playground Replacements 285,000 325,000 City Hall Works Space Assessment and Improvements 100,000 De-Pave Park 50,000 Total Biennial Capital Transfers 25,632,750 Remaining FY 2023 Residual Fund Balance* 11,907,111 21 Questions? ●The next budget workshop is Thursday, May 4, 2023 at 6:00pm. 22 City Council FYs 2023-25 Biennial Budget WorkshopDepartment Budget PresentationsMay 4, 202323 AGENDA6:00City Manager Introduction6:05Recap of Where the Proposed Budget Currently Stands6:15City Clerk6:20City Attorney6:25Human Resources6:30Finance Department6:35City Manager 6:50Base Reuse & Economic Development (Formerly Community Development)7:05Alameda Free Library7:15Recreation & Parks7:25Planning, Building, & Transportation7:35Information Technology7:50Police Department8:05Fire Department8:20Public Works8:35 BREAK8:45Council Deliberations and Decisions10:00Adjournment May 4 Budget WorkshopCity of Alameda Fiscal Years 2023-25 Biennial Budget WorkshopDepartment Presentations & City Council Clarifying Questions 24 City Manager Overview●Overall, City remains in a strong financial position due to significant residual fund balance and stable property tax revenues●Upcoming two-year budget is “tight”due to a number of factors resulting in increased expenditures, as well as conservative revenue forecasting due to uncertain macro economic and development market conditions ●Operating revenues fully cover operating expenditures, including both baseline and new requests●Maximizing use of unspent expenditure budget from this fiscal year (2022/23) to address time sensitive major vehicle and equipment replacement needs●Use of substantial residual fund balance in upcoming two-year budget to cover capital improvement program and one-time requests during constrained fiscal circumstances25 Budget Overview●Proposed All Funds Budget at $373.57 million in FY 2023-24 and $312.49 million in FY 2024-25●General Fund Expenditure Budget proposed at $153.01 million FY 2023-24 and $134.07 million in FY 2024-25●The Proposed General Fund Budget recommends using Residual Fund Balance of $25.29 million in FY 2023-24, inclusive of $15 million to fund the aquatic center, and $7.05 million in FY 2024-25 ●The proposed Biennial Budget maintains25% General Fund reserves in accordance with City Council Reserve Policy26 What has the proposed baseline budget already absorbed?FYs 2023-2025 projected baseline budget includes:●Increased general liability insurance costs of $2 million in both years●Increased PERS retirement contributions of $2 million in Year 2●Absorbed CARE team, $2.38 million in Year 1 and $2.51 million in Year 2, partially offset by $1.8 one-time grant funding. ●Economic Development moved from the Fleet Industrial Service Center Fund into the General Fund, estimated at $1 million in both years, partially offset by one-time revenues of $675,000●Aquatic Center financing debt service of an estimated $900,000 in both years. ●Alameda Police Department hiring initiative reducing vacancy savings in both years. ●Ongoing funding of the Safe Parking, Day Center, Winter Warming Shelter and Overnight Shelter programs at $1.1 million in both years, partially offset by approximately $250,000 in annual grant funds.27 City Clerk
28 City Clerk Key Functions●Legislative Support●Public Records●Passport Processing●Civil Marriage Ceremonies●Elections and Fair Political Practices Commission Compliance●Cable Studio 29 Accomplishment Highlights from the Past Year
30 ●Successfully transitioned to hybrid meetings●Facilitated implementation of a standard Board and Commission agenda format●Responded to an increase in records requests, including an increase in complex email searches●Increased customer service and efficiency of scheduling civil marriage ceremonies by using an automated, self-scheduling tool City Clerk Budget Considerations
31 ●Requesting to change one position from part-time to full time○Strong demand for passports services■Appointments always booked with people requesting more■The increased demand is a trend across all agencies○Since passport services were launched, existing part-time and full-time staff manage the work and it is not sustainable with increased levels○Constant turnover of part-time staff has required:■Backfill from full-time staff■Repeated, difficult hiring endeavors to find capable, eligible part-time staff■Considerable time and effort to train new staff○Upgrading part-time positon would also provide greater depth in the department and assistance with other general office functions and coverage Workforce Change Proposals Above Baseline
32 OngoingOne-TimeFunding Source Year 2Year 1RequestXGeneral Fund$114,000$110,000Add Office AssistantXGeneral Fund$(60,000)$(60,000)(Offset) Part-Time Pay SavingsXGeneral Fund$(8,000)$(8,000)(Offset) Increased Passport Revenue$46,000$42,000TOTAL City Attorney
33 City Attorney Key Functions●Litigation●Municipal Advisory●Police Auditor●Prosecution and Public Rights●Rent Program●Risk Management 34 Accomplishment Highlights from the Past Year
35 ●Enhancing Community Safety○Reviewed 698 prosecution cases from APD, representing 317% increase from 2020 baseline and 153% increase from 2021○Resolved 281 criminal cases, representing 407% increase from 2020 baseline and 253% increase from 2021●Protecting Affordable Housing○Launched first in California Housing Mediation Program○Rent Program and Public Rights team together conducted 27 workshops and fielded nearly 10,000 public requests for housing assistance○80% reduction in displaced households from 2018 levels○Almost $220,000 was refunded to 76 tenants resulting from Rent Program and Public Rights team interventions City Attorney Budget Considerations
36 ● Current/Ongoing:○Continued significant increases in insurance premiums consistent with market forces and outsized jury awards○Outside counsels continuing to implement significant fee increases to compete in the current legal market for talent and to address inflation● Potential Future:○Fully implement inspection and investigation services to support enforcement and prosecution of state and local fair housing/rent control laws, consumer protection laws, and general criminal laws■Reduces current demands on APD officer for following investigations○Fulfill final outstanding responsibility under Measure AA to fully standup domestic violence and elder abuse prosecution capacities, including violent crime victim advocate support.
Operating Budget Proposals Above Baseline
37 OngoingOne-TimeFunding Source Year 2Year 1RequestXGeneral Fund$90,000$90,000Legal/Litigation Services$90,000$90,000TOTAL Human Resources Department
38 Human Resources Key Functions●Recruitment & Retention●Employee Relations ●Labor Relations●Employee Benefits Administration●Leave Management ●Classification & Compensation Administration●Disability Management●Training & Development●Policy & Procedure Maintenance & Development39 Accomplishment Highlights from the Past Year
40 ●Completed Over 90 Recruitments●Processed 120 Full-Time appointments including: 61 New Hire appointments, 18 Part-Time to Full-Time appointments, 4 Re-hire appointments, 2 Transfer appointments, and 35 promotional appointments●Successfully negotiated and implemented successor agreements with seven (7) bargaining units including three safety groups●Successfully implemented new Human Resources Information System●Facilitated the resolution of numerous sensitive employee relations issues and investigations Human Resources Budget Considerations
41 ●Reallocate One Senior Human Resources Analyst from AMP to HR○Currently AMP is allocated one Sr. Human Resources Analyst that serves only AMP and is fully funded by AMP○Brining the position back to the City budget and funding the Sr. Human Resources Analyst thought the cost allocation plan has many benefits:■Allocation of Cost –Distribution of cost of HR will be equitably distributed among all departments.■Allocation of Work –Distribution of HR resources and services will be equitably distributed among all departments; providing for a higher level of service to all.■Expertise –Departments will benefit from the expertise each analysts brings and the cross training of analysts.■Consistency –Brining all members of the Human Resources team together allows for the consistent implementation of policies and procedures across the City.
Workforce Change Proposals Above Baseline
42 OngoingOne-TimeFunding Source Year 2Year 1RequestXGeneral Fund$138,000$123,000Add Senior Human Resources AnalystXAMP$(53,000)$(50,000)(Offset) Increase AMP Cost Allocation$85,000$73,000TOTAL Finance Department
43 Finance Key Functions●Accounting●Accounts Payable●Accounts Receivable●Budget ●Payroll●Treasury/Cash Management●Mail Service44 Accomplishment Highlights from the Past Year
45 ●Issued FY 2022 Annual Comprehensive Financial Report on time●Issued Community Facility District Bonds for Alameda Marina Project●Updated Investment and Reserve & Surplus Revenue polices●Provided quarterly revenue & expenditure reports●Issued requests for proposals for banking and outside auditing services●Updated 10-year fiscal forecast●Sourced new software to enhance efficiencies and strategic planning Finance Budget Considerations
46 ●Proposed business license reorganization○Shift management of business license program from staff to a highly qualified consultant resulting in:■Improved management of the business license program■Increased revenues by improving collections of delinquent tax accounts and auditing of business tax accounts. ■Allows the City to take advantage of economies of scale provided by the vendor. ●Build capacity and promotional opportunities in the accounting function○Upgrade an accountant II to a finance manager position, with the cost offset by deleting a vacant 0.2 FTE senior account clerk position. ○Creates opportunity for advancement within the Finance Department and helps avoid significant learning curves resulting from turnover.
Operating Budget Proposals Above Baseline
47 OngoingOne-TimeFunding Source Year 2Year 1RequestXGeneral Fund$103,000$103,000Business License ReorganizationXGeneral Fund$(200,000)$(200,000)(Offset) Increased Revenue$(97,000)$(97,000)TOTAL Workforce Change Proposals Above Baseline
48 OngoingOne-TimeFunding Source Year 2Year 1RequestXGeneral Fund$50,000$50,000Upgrade Accountant II to Finance ManagerXGeneral Fund$(24,000)$(24,000)Delete 0.2 FTE Senior Account Clerk$26,000$26,000TOTAL City Manager Office
49 City Manager Key Functions●Leadership and Direction to City Departments●Legislative Advocacy●Public Communications●Sustainability & Resiliency●Housing and Human Services (New Division) 50 Housing & Human Services Key Functions●Housing○Support development of new affordable housing in coordination with Planning ○Further the preservation, rehabilitation or construction of affordable housing●Human Services, including those addressing homelessness○Support programs for low-income residents that preserve safety net services (ex: CDBG funding for local non-profit services)○Implement the goals set in the City’s Five-Year Strategic Plan to Prevent and Respond to Homelessness in Alameda■Secure a housing future for all Alamedans■Increase access to homeless emergency response services■Mobilize the citywide response to homelessness51 Accomplishment Highlights from the Past Year
52 ●Continuing Diversity, Equity, Inclusion and Belonging Plan work●Launched a City Council Strategic Plan and Vision●Provided non-partisan information on the Nov. 2022 TOT measure that was voter approved●Finalized Equitable Building Decarbonization Plan & Climate Adaptation and Hazard Mitigation Plan●Developing Urban Forest Plan, including community input process●Secured $4.14 million for sea level rise adaptation projects●Significantly increased users on AC Alert, social media and email●Awarded $1.8 million in State budget funding for the CARE Team City Manager Budget Considerations
53 ●Sustainability and Resiliency Division○Conducting the 5-year Climate Action & Resiliency Plan (CARP) update, including Groundwater Analysis●Housing and Human Services○Creating a new Division within the City Manager’s Office, funded from existing grants and General Funds previously in Community Development budget○Requesting Management Analyst to provide much needed workload support for in-depth housing and CDBG work plus programs for homeless or those at risk.
Operating Budget Proposals Above Baseline
54 OngoingOne-TimeFunding Source Year 2Year 1RequestXGeneral Fund$200,000CARP Update/Groundwater Analysis$6,000$200,000TOTAL Workforce Change Proposals Above Baseline
55 OngoingOne-TimeFunding Source Year 2Year 1RequestXGeneral Fund$159,000$115,000Add Management Analyst$159,000$115,000TOTAL Community Development(Base Reuse and Economic Development) 56 Community Development (Base Reuse and Economic Development) Key Functions●Base Reuse●Asset Management●Economic Development 57 Accomplishment Highlights from the Past Year
58 ● Dignity Village –Award winning, grant funded supportive housing constructed in 14 months● Emergency Supportive Housing Program –opened four homes for unhoused and housing insecure families and individuals● Surplus Land Act (SLA) Exemption for Alameda Point –secured SLA exemption for Alameda Point ● Site A Restructure/Sixth Amendment to DDA –renegotiated terms of DDA applicable to Phases 1a and 2 to increase housing; conveyed Phases 1a and 2 to developer at the end of 2022 per Sixth Amendment● Guaranteed Income –Designed guaranteed income program to launch this summer● Lease of Building 19 - negotiated lease of former air traffic control tower to Rain Industries● Public Art Website –launched website showing location of public art pieces Community Development (Base Reuse & Economic Development) Budget Considerations 59 ●Economic Development Division: This division was previously funded through Fleet Supply Center (FISC) lease revenues. FISC funding will be depleted during the 2023/2024 fiscal year. The proposed funding source is General Fund●Marketing/Business Attraction/Façade Grants: These programs were previously funded from Alameda Theatre rent revenue, which was modified via Amendment and funds are now unavailable and General Fund is the proposed new funding source●Alameda Point Marketing/Façade Grants: New Base Reuse funds are requested to better support Alameda Point businesses●Base Reuse Manager: To hasten Alameda Point development, a second Base Reuse Manager is proposed, funded from Base Reuse●Brokers Commissions: These were significantly reduced when SLA limited long-term lease and sale, and with the SLA exemption, staff anticipates increased transactions and associated brokers commissions Operating Budget Proposals Above Baseline
60 OngoingOne-TimeFunding Source Year 2Year 1RequestXGeneral Fund$125,000$125,000Façade Grant ProgramXGeneral Fund$165,000$165,000Marketing & Business Attraction*XAlameda Point$100,000$100,000Alameda Point Façade Grant ProgramXAlameda Point$50,000$50,000Alameda Point Marketing ProgramXAlameda Point$2,000,000$2,000,000Broker Commissions$2,440,000$2,440,000TOTAL Workforce Change Proposals Above Baseline
61 OngoingOne-TimeFunding Source Year 2Year 1RequestXAlameda Point$229,000$222,000Add Base Reuse ManagerXAlameda Point$114,000$110,000Add Office Assistant* $343,000$332,000TOTAL* Office Assistant- provide necessary support to the Asset Management Division leasing and licensing programs, property management, and service provider contract.
Alameda Free Library
62 Library Key Functions●Reference/Adult Services●Children’s Services●Circulation●Technical Services●Outreach 63 Accomplishment Highlights from the Past Year
64 ●Increased Library open hours at all three locations●Filled all Full Time vacant positions and returned to full staffing●Increased the number of children’s programs system-wide●Launched a free Mobile Hot Spot pilot program●Provided free access to California State Parks with a new Parks Pass program●Established Link+ to increase availability of materials beyond our collection●Worked with the Friends of the Alameda Free Library to establish a used bookstore, “Books for Friends,”and the return of in-person “Live @ the Library”jazz concerts Library Budget Considerations
65 ●We are now fully staffed and all three libraries are open to the public, the Library Budget FY23 baseline is higher than during pandemic years when closed●After a successful pilot, we are ready to expand the free Mobile Hot Spot lending program ●By establishing a Laptop Lending program we continue to narrow the digital divide●Improve patron library experience by staffing the Information Desk with a knowledgeable Full Time Librarian instead of relying on volunteers working irregular hours. Achieves a core strategic goal of being a customer-centered and welcoming place for Alameda residents Operating Budget Proposals Above Baseline
66 OngoingOne-TimeFunding Source Year 2Year 1RequestXLibrary$50,000Hot Spot Program ExpansionXLibrary$100,000Laptops for Lending Kiosk$150,000TOTAL Workforce Change Proposals Above Baseline
67 OngoingOne-TimeFunding Source Year 2Year 1RequestXLibrary$120,000$77,000Add Librarian I$120,000$77,000TOTAL Recreation & Parks
68 Recreation & Parks Key Functions●Park Maintenance○Maintain clean and safe parks, facilities and fields ○27 Parks, 17 additional recreation facilities■40 athletic fields, 16 tennis courts, 43 picnic areas, 3 public boat ramps, gym, skate park, model airplane field, 12 recreation centers●Recreation Programs○Provide recreation activities and programs for tiny tots, youth, adults, families, and seniors○Classes, camps, aquatics, sports, community events, park ambassadors, and facility rentals●Senior Services (Mastick Senior Center)○Provide services and recreational activities for adults 50 years and older○Activities include: trips, classes, meals, support services, information & referral, paratransit, and fundraising69 Accomplishment Highlights from the Past Year
70 ● Successfully hired new Recreation Services Manager to support management of ongoing capital projects, departmental operations and program planning ● Met and exceeded revenue goals in several program areas including Youth Programming and Aquatics● Opened newest park in Alameda –Bohol Circle Immigrant Park● Completed several park improvement projects including a new playground and new basketball court at Lincoln Park, court resurfacing and lighting improvements at Washington park, other maintenance projects throughout the year including pathway replacement and field maintenance (seeding, aeration, compost, trimming)● Launched new Financial Assistance Program to benefit disadvantaged families and youth in the Alameda Community Recreation & Parks Budget Considerations
71 ●Post-Pandemic programming has mostly returned to normal level of operation –major growth in Youth Programs, Sports and Aquatics○Major growth in youth programs and rentals due to varying factors○Aquatics budget will shrink due to closure of Emma Hood Pool in Dec 2023○Adult sports and Senior programs are still in the process of returning to pre-pandemic levels●Administrative support needed for growth and increased rentals○Rentals increased by more than 200% while youth programs have grown by more than 33% compared to pre-pandemic years○Added over 40 new park acres, which increases administrative work●Community events –adding free music in parks and bringing back inclusive holiday decorations and event Operating Budget Proposals Above Baseline
72 OngoingOne-TimeFunding Source Year 2Year 1RequestXGeneral Fund$15,000$15,000Alameda Swimming Pool Assoc ReimbursementsXGeneral Fund$114,600$162,000AUSD Swim Center Payment True-UpXGeneral Fund$15,000$15,000Community Events$144,600$192,000TOTAL Workforce Change Proposals Above Baseline
73 OngoingOne-TimeFunding Source Year 2Year 1RequestXGeneral Fund$114,000$92,000Add Office Assistant$114,000$92,000TOTAL Planning, Building, & Transportation
74 Planning, Building & Transportation Key Functions●Planning - Prepare and implement plans and ordinances to guide the orderly development of the City consistent with City Council priorities and State law ●Building - Review all physical changes to the built environment for consistency with Council priorities and enforce municipal codes, ordinances, adopted plans and State Building Codes ●Transportation - Prepare plans and work with transit service partners to improve the City of Alameda transportation network and the transportation services available to Alameda residents, businesses and visitors 75 Accomplishment Highlights from the Past Year
76 ●Completed an award-winning Housing Element ●Completed citywide zoning amendments to streamline and improve the City’s residential development review and approval process ●Issued over 4,000 permits for property improvements worth over $189 million. ●Completed over 38,000 building and code enforcement inspections●Adopted an Active Transportation Plan to improve the City’s bicycle and pedestrian infrastructure ●Initiated regional planning effort with Oakland for an Alameda to Oakland Bicycle and Pedestrian Bridge●Completed plan for final segments of Cross Alameda Trail Planning, Building & Transportation Budget Considerations 77 ● Changes in State law establishing new deadlines and time limits for the review of planning entitlements and building permits, increasing the demands on permit technicians and administration staff ● State requirements to facilitate and expedite construction of 5,353 units over next 8 years. (Three times more residential building permits per year than last 8 years ● Increasing demands for enforcement of new Council adopted codes ● Increasing demands to address transportation safety on Alameda streets ● Succession planning. Anticipated departure of several 20+ year employees in key administrative and supervisory positions for the department Transportation and Sustainability Staff Funding Structure 78 •Senior Transportation Coordinator –existing position•Grants secured for sustainability projects (60%)•Information Technology ISF for Smart City projects (10%)•Measure BB for Transportation projects (30%)•Transportation Manager –new requested position•Provides leadership to prioritize and manage wide range of transportation projects requiring inter-departmental coordination (parking, transit, corridor improvements, Vision Zero)•Measure BB funds, including those made available from the reorganization of the Senior Transportation Coordinator responsibilities•No additional funding requested Workforce Change Proposals Above Baseline
79 OngoingOne-TimeFunding Source Year 2Year 1RequestXPlanning & Building$114,000$92,000Add Admin Tech I (Limited-Term New FTE)XPlanning & Building$(20,000)$(20,000)Downgrade Asst Dir to Building OfficialXPlanning & Building$11,000$11,000Upgrade Permit Tech I to Permit Tech IIIXPlanning & Building$27,000$27,000Upgrade Code Enforcement Officer to Code Enforcement SupervisorXPlanning & Building$38,000$38,000Upgrade Plans Examiner to Permit Center ManagerXMeasure BB$25,000$25,000Upgrade Sr Trans Coordinator to Transportation Planning Manager$195,000$173,000TOTAL Information Technology
80 Information Technology Key Functions●Support Internal City Technology Infrastructure○Manage/maintain all hardware, software, network connectivity○4-5 year PC replacement cycle○Coordinate with departments on new software tools and needs●Cybersecurity Top Priority○Implement best practices to minimize risk to city●Collaborate with community partners○Foster shared benefits through the use of technology focused on attracting High-Tech organizations to the city○Partner with AUSD and other Anchor Institutions81 Accomplishment Highlights from the Past Year
82 ●Implemented a Network Detection and Response Solution○Realtime alerts informing administrators of anomalous behavior addressing malicious activity instantly●Supported the Financial/Human Resources System Implementation Improving Efficiencies and Following Best Practices●Completed the 3-5 Year GIS Strategic Master Plan & Roadmap○Began implementing the 71 Recommendations■21 Short Term / 31 Mid Term / 19 Long Term●Completed the Smart City Master Plan○Began implementing cost neutral goals■Affordable Connectivity Program (APC) $30 internet vouchers■Working together with our Telecommunication Partners Information Technology Budget Considerations
83 ●Implementation of Short Term GIS Strategic Plan Recommendations○Increase Aerial Flyovers from every 3 years to 3 times a year■More timely and accurate GIS maps data for development and public safety○Increase staffing recommended in GIS Strategic Plan to maximize investments in utilization of GIS tools●Install energy efficient server containment solution for the server room receiving energy rebates to address problematic air conditioning system●Begin design of resilient communications network systems with multiple platforms for redundancy as part of Smart City Master Plan●Recommend migration of Adobe software from purchase to annual subscription Operating Budget Proposals Above Baseline
84 OngoingOne-TimeFunding Source Year 2Year 1Request IT ISF$140,000$140,000Software Subscriptions (Adobe, Ariel Imagery, Lynx) XIT ISF$6,000$6,000Azure – Hosting Solution for GISXIT ISF$15,000$30,000Hot Aisle Server ContainmentXIT ISF$10,000$10,000Website Enhancements/UpgradesXIT ISF$425,000Communications Network Redundancy –Phase 1XIT ISF$300,000$200,000Design Municipal Fiber Ring$471,000$811,000TOTAL Workforce Change Proposals Above Baseline
85 OngoingOne-TimeFunding Source Year 2Year 1RequestXIT ISF$179,000Add IT Systems Analyst (GIS)XIT ISF$22,000GIS College Intern (Part-Time)$179,000$22,000TOTAL Police Department
86 Police Key Functions●Patrol●Traffic●Investigations●Records●Support Services●Communication/Dispatch●Animal Shelter87 Accomplishment Highlights from the Past Year
88 ●Implemented recommendations from the City Manager’s Steering Committee to hire a Crime Analyst and a Police Auditor, in coordination with City Attorney’s Office●Increased the number of training hours issued to Police Officers from 12 hours a year to 120 hours a year●Instituted a recruitment and hiring incentive using salary savings to increase the hiring of police officers ●Installed fixed automated license plate readers to assist personnel with crime prevention, intervention, and enforcement Police Budget Considerations
89 ●Handheld radio replacement for County interoperability ( This item will be coming to the City Council as a FY 2023 expenditure)●Staffing vacant police service dog position (K9 and Training)●Reclassification of two positions: Records and Communications Manager and Administrative Management Analyst MO0
Slide 89
MO0 I left this in as I think it may be important that he tell the story? Margaret O'Brien, 2023-04-20T17:32:42.427
Operating Budget Proposals Above Baseline
90 OngoingOne-TimeFunding Source Year 2Year 1RequestXGeneral Fund$17,000Patrol K-9$17,000TOTAL Workforce Change Proposals Above Baseline
91 OngoingOne-TimeFunding Source Year 2Year 1RequestXGeneral Fund$13,000$12,000Upgrade Records and Communications Manager$13,000$12,000TOTAL Fire Department
92 Fire Key Functions●All-Risk Fire Suppression Operations●Advanced Life Support Emergency Medical Services●Training Division●Community Education●Disaster Preparedness/Emergency Operations Center●Fire Prevention Bureau●Community Assessment Response & Engagement (CARE) Team93 Accomplishment Highlights from the Past Year
94 ●Initiated a City evacuation planning project●Community Assessment Response & Engagement (CARE) Team●Placed a new ambulance in service●Obtained Accredited Local Academy certification from CA State Fire Marshall●Increased available ambulances from three to four per day●Ceribell Device Electroencephalogram (EEG) field study ●Standards of Coverage and Community Risk Assessment Project ●Recruitment, hiring, and training of 11 Firefighters to maintain an adequate workforce Fire Budget Considerations
95 ●Critical Incident Stress Management - Provide behavioral health support to assist in responses to critical incidents –decrease the potential for employee Post Traumatic Stress Disorder●Establish a Fire Recruit Academy Budget●Upgrade the Fire Station Alerting in coordination with Alameda County Regional Emergency Communications Center●Enhance Disaster Preparedness capabilities by transitioning a PT position to FTE●Upgrade and replace aging emergency response equipment (Staff may recommend this for purchase in FY 2023 dependent on year end expenditure savings)●Utilize increased revenue from PP-GEMT to fund one Administrative Support position Operating Budget Proposals Above Baseline
96 OngoingOne-TimeFunding Source Year 2Year 1RequestXGeneral Fund$75,000$75,000Critical Incident Stress ManagementXGeneral Fund$437,000$474,000Establish Academy BudgetXGeneral Fund$(100,000)$(100,000)(Offset) Decreased OvertimeXGeneral Fund$(163,000)$(200,000)(Offset) Decreased Uniforms (PPE)XGeneral Fund$46,500Ladders for New TruckXGeneral Fund$20,000Rescue Equipment for New TruckXGeneral Fund$20,000CMS Cost Data Collection (Ability to collect required date associated with providing ambulance services)CONTINUED Operating Budget Proposals Above Baseline
97 OngoingOne-TimeFunding Source Year 2Year 1RequestXGeneral Fund$700,000ECG Monitor ReplacementsXGeneral Fund$478,000Fire Station Alerting UpgradeXGeneral Fund$225,000Hydrant ReplacementsXGeneral Fund$170,000Hydraulic Rescue Equipment ReplacementXGeneral Fund$457,000Radio/Communications UpgradesXTidelands$100,000Central Heating for Fire Training$269,000$2,445,500TOTAL Workforce Change Proposals Above Baseline
98 OngoingOne-TimeFunding Source Year 2Year 1RequestXGeneral Fund$138,000$123,000Add Executive AssistantXEmergency Operations Center$146,000$130,000Add Admin Services CoordinatorXEmergency Operations Center$(60,000)$(60,000)(Offset) Part-Time Pay Savings$224,000$193,000TOTAL Public Works
99 Public Works Key Functions● Sewer and Stormwater● Streets, including pavement, sidewalk, signage and striping● Clean Water Program, including street sweeping● Traffic Signals and Streetlights● Urban Forrest● Parking● Zero Waste Program, including Garbage and Recycling Franchise Agreement● Capital Improvement Program● City Facilities● Fleet Services● Special Districts Administration● Land Development, Permits, and Construction Inspection100 Accomplishment Highlights from the Past Year
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•Paved 5.5 miles of City streets and parking lots at Alameda Animal Shelter & Encinal Boat Ramp•Completed intersection daylighting of Tier 1 & 2 High Injury Corridors and refreshed striping at 65 intersections •Finalized design for safety improvements on Clement Ave. and Central Ave.•Began construction of Alameda Point’s Adaptive Reuse Backbone Infrastructure•Rehabilitated 5.32 miles of sewer main and six pump stations •Electrical upgrades at four stormwater pump stations, structural repairs to the Bayview Weir, and automated movement of water through Harbor Bay Isle lagoons.•City Hall’s lawn conversion to a drought tolerant landscape.•Installed 40 new trash capture devices in the City’s storm drainage system, expanding municipal efforts to prevent trash/litter discharges to the Bay.•Launched two “compost hubs”with Bay Area Makerfarm and Alameda Point Collaborative’s Farm2 Market to provide free compost to the public. •Harrison Park Restrooms; Vet’s Building Lead Abatement and façade repairs; Police Lobby and ADA Renovations; Animal Shelter Gate Installation, Littlejohn Park Rec Center rebuild •Launched new parking enforcement program Public Works Budget Considerations
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•Maintenance and improvement of aging City building facilities:•Implementation of City’s forthcoming ADA Transition Plan•Delivery of capital plans to ensure continuity of operations at critical facilities •Improve response time on repairs•New and changing regulations related to sewer, storm and waste management•Improve level of service for City Fleet Services•Minimize down time of emergency response vehicles •Transitioning to electric City Fleet Operating Budget Proposals Above Baseline
103
OngoingOne-TimeFunding Source Year 2Year 1RequestXStormwater$59,500Clean Water Program ItemsXCity Waste Mgmt, Integrated Waste$137,000$136,000Zero Waste Program New Expenses$137,000$295,500TOTAL Workforce Change Proposals Above Baseline
104
OngoingOne-TimeFunding Source Year 2Year 1RequestXCapital Projects, Facilities ISF$194,000$172,000Add Project Manager IXCapital Projects$216,000$192,000Add Project Manager IIXFleet ISF$146,000$141,000Add Fleet Services Coordinator$556,000$505,000TOTAL General Fund Proposed Workforce Requests
105
Item Department Description FY 2023-24 FY 2024-25B1 City Clerk Add Office Assistant 110,000 114,000 (Offset) Part-Time Pay Savings (60,000) (60,000) (Offset) Increased Revenues - See A2B2 City Manager Add Management Analyst (65% in GF, 35% in Non-GF) 75,000 103,000 B3 City Manager Upgrade Comm Dev Mgr to Housing & Human Svcs Mgr (25% GF) 3,500 3,500 B4 Finance Upgrade Accountant II to Finance Manager 50,000 50,000 (Offset) Delete 0.2 FTE Senior Account Clerk (24,000) (24,000) B5 Fire Add Executive Assistant 123,000 138,000 B6 HR Add Senior Human Resources Analyst 189,000 195,000 HR (Offset) Increase in AMP Cost Allocation (50,000) (53,000) B7 Police Upgrade Police Records and Communications Manager 12,000 13,000 B8 This line will be removed in final budget 7,000 7,000 B9 Rec & Park Add Office Assistant 92,000 114,000 General Fund Operational Requests
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Item Department Description FY 2023-24 FY 2024-25B10 City Attorney Legal/Litigation Services 90,000 90,000 B11 Comm Dev Façade Grant Program 125,000 125,000 B12 Comm Dev Marketing & Business Attraction 165,000 165,000 B13 Finance Business License Reorganization 103,000 103,000 (Offset) Increased Revenues - See A1B14 Fire Critical Incident Stress Management 75,000 75,000 B15 Fire Establish Academy Budget 474,000 437,000 (Offset) Decreased Overtime (100,000) (100,000) (Offset) Decreased Uniforms (PPE) (200,000) (163,000) B16 Rec & Park Alameda Swimming Pool Assoc Reimbursements 15,000 15,000 B17 Rec & Park AUSD Swim Center Payment Adjustments 162,000 114,600 B18 Rec & Park Community Events 15,000 15,000 B19 IT IT ISF Cost Allocation Impact if Ongoing Proposals Approved 176,000 340,000 Proposed Use of Estimated FY 2023 Residual Fund BalanceProjected FY 2023 Residual Fund Balance 40,540,591$ Operational One-Time Requests FY 2023-24 FY 2024-25CARP Update/Groundwater Analysis 200,000$ Ladders for New Truck 46,500$ Technical Rescue Equipment Cache for New Truck 20,000$ CMS Cost Data Collection 20,000$ ECG Monitor Replacements 700,000$ Fire Station Alerting Upgrade 478,000$ Hydrant Replacements 225,000$ Hydraulic Rescue Equipment 170,000$ Radio/Communications Upgrades 457,000$ Patrol K9 17,000$ IT ISF Cost Allocation Impact if One-Time Proposals Approved 453,330$ 213,900$ Biennial Total Request 3,000,730$ Remaining FY 2023 Residual Fund Balance 37,539,861 Capital Budget FY 2023-24 FY 2024-25Aquatic Center 15,000,000 City Building Card Reader & Security 2,465,000 2,742,750 Parking (Civic Center Garage) 1,000,000 ADA Transition Plan Implementation 625,000 625,000 Street, Park and Parking Lot Lighting 600,000 300,000 City Buildings - Additional Projects 305,000 Park Pathway Repair & Replacement 300,000 300,000 Park Maintenance Improvements 285,000 325,000 Playground Replacements 285,000 325,000 City Hall Works Space Assessment and Improvements 100,000 De-Pave Park 50,000 Total Biennial Capital Transfers 25,632,750 Remaining FY 2023 Residual Fund Balance* 11,907,111 107 Questions?
108