Exhibit 2
Proposed Budget Summary
Fiscal Years 2023 -25
Table of Contents
Citywide Organization Chart ........................................................................................................ 1 Authorized Full‐Time Positions .................................................................................................. 2 General Fund Budget Summary ..................................................................................................... 7 All Funds Summary ........................................................................................................................ 8 Citywide Revenue Summary ...................................................................................................... 11 Citywide Expenditures by Department ..................................................................................... 12 Citywide Expenditures by Type ................................................................................................. 13 Department Pages
Base Reuse & Economic Development ......................................................................... 14 City Attorney .................................................................................................................. 19 City Clerk ....................................................................................................................... 23 City Manager ................................................................................................................ 26 Finance.......................................................................................................................... 31 Fire ................................................................................................................................ 34 Human Resources ......................................................................................................... 38 Information Technology ............................................................................................... 41 Library ........................................................................................................................... 44 Planning, Building & Transportation ............................................................................ 47 Police ............................................................................................................................ 52 Public Works ................................................................................................................. 56 Recreation & Parks ....................................................................................................... 61 i
MAYOR
CITY COUNCIL
CITY TREASURER
CITY CLERK
(4)
CITY MANAGER
(5)
PLANNING/BUILDING/
TRANSPORTATION (33)
LIBRARY
(22)
RECREATION &
PARKS
(33)
INFORMATION
TECHNOLOGY
(8)
PUBLIC WORKS
(86)
City Organization
BASE REUSE & ECONOMIC
DEVELOPMENT
(11)
CITY AUDITOR
ALAMEDA
MUNICIPAL
POWER
(BUDGETED
SEPARATELY)
CLIMATE
ADAPTATION &
RESILIENCY
DIVISION (1)
FINANCE
(16)
RESIDENTS
BOARDS /
COMMISSIONS
CITY ATTORNEY
(21)
HOUSING & HUMAN
SERVICES DIVISON (5)
CIVIL SERVICE
GOLF
HEARING & APPEALS (PENDING)
HISTORICAL ADVISORY
LIBRARY
OPEN GOVERNMENT
PENSION
PERSONS WITH DISABILITIES PLANNING
PUBLIC ART
PUBLIC UTILITIES
RECREATION AND PARK
SOCIAL SERVICE HUMAN RELATIONS
TRANSPORTATION
FIRE
(126)
POLICE
(124)
HUMAN
RESOURCES
(10)
2023-25 Biennial Budget
(Number of FTEs)
1 Exhibit 2
FTE Trends
MOU FY20 ‐21 FY21 ‐22 FY22 ‐23 FY23 ‐24 FY24 ‐25
Group Authorized Authorized Authorized Proposed Proposed City Attorney
City Attorney EXME 1.00 1.00 1.00 1.00 1.00 Chief Assistant City Attorney MCEA 1.00 1.00 1.00 1.00 1.00 Chief Planning Counsel MCEA ‐ ‐ 1.00 1.00 1.00 Deputy City Attorney IM CEA ‐ ‐ 1.00 1.00 1.00 Assistant City Attorney II MCEA 6.00 6.00 4.00 4.00 4.00 Assistant City Attorney IM CEA ‐ ‐ 1.00 1.00 1.00 Mana
gement Analyst MCEA 1.00 1.00 1.00 1.00 1.00 Administrative Services Coordinator MCEA ‐ ‐ 1.00 1.00 1.00 Paralegal MCEA 2.00 2.00 2.00 2.00 2.00 Paralegal Investigator MCEA 1.00 1.00 1.00 1.00 1.00 Police Auditor EXME ‐ ‐ 1.00 1.00 1.00 Rent Program
Director of Rent Program MCEA ‐ ‐ 1.00 1.00 1.00 Housing Specialist II ACEA ‐ ‐ 3.00 3.00 3.00 Administrative Management Analyst MCEA ‐ ‐ 1.00 1.00 1.00 Account Clerk ACEA ‐ ‐ 1.00 1.00 1.00 Total City Attorney 12.00 12.00 21.00 21.00 21.00 City Clerk
City Clerk EXME 1.00 1.00 1.00 1.00 1.00 Assistant City Clerk MCEA 1.00 1.00 1.00 1.00 1.00 Deputy City Clerk MCEA 1 .00 1.00 1.00 1.00 1.00 Office Assistant MCEA ‐ ‐ ‐ 1.00 1.00 Total City Clerk 3.00 3.00 3.00 4.00 4.00 Authorized Full‐Time Positions
By Classification Within Department
‐
100.00
200.00
300.00
400.00
500.00
600.00
FY20‐21
Authorized
FY21‐22
Authorized
FY22‐23
Authorized
FY23‐24
Proposed
FY24‐25
Proposed
Police
Fire
Public Works
Base Reuse and Economic
Development
Planning, Building &
Transportation
Recreation & Parks
Library
Administration
Exhibit 2
2 Authorized Full‐Time Positions
By Classification Within Department
City Council
Mayor Elected Elected Elected Elected Elected
Councilmember Elected Elected Elected Elected Elected
Executive Assistant MCEA 0.50 0.50 0.50 0.50 0.50 Total City Council 0.50 0.50 0.50 0.50 0.50 City Manager
City Manager EXME 1.00 1.00 1.00 1.00 1.00 Assistant City Manager EXME 1.00 1.00 1.00 1.00 1.00 Communications and Legislative Affairs Officer EXME 1.00 1.00 1.00 1.00 1.00 Executive Assistant MCEA 1.50 1.50 1.50 1.50 1.50 Housing and Human Services (previously under Community Development) Housing and Human Services Manager MCEA ‐ ‐ ‐ 1.00 1.00 Community Development Manager MCEA ‐ ‐ 1.00 ‐ ‐ Community Development Program Manager MCEA 2.00 2.00 1.00 1.00 1.00 Development Manager MCEA 1.00 1.00 1.00 1.00 1.00 Management Analyst MCEA ‐ ‐ ‐ 1.00 1.00 Administrative Technician III MCEA 1.00 1.00 1.00 1.00 1.00 Total City Manager 8.50 8.50 8.50 9.50 9.50 Base Reuse and Economic Develo pment (previously Community Development) Community Development Director EXME 1.00 1.00 1.00 1.00 1.00 Assistant Community Development Director MCEA 1.00 1.00 1.00 1.00 1.00 Economic Development Manager MCEA 1.00 1.00 1.00 1.00 1.00 Base Reuse Manager MCEA 1.00 1.00 1.00 2.00 2.00 Development Manager MCEA 3.00 3.00 2.00 2.00 2.00 Office Assistant MCEA ‐ ‐ ‐ 1.00 1.00 Management Analyst MCEA ‐ ‐ 1.00 1.00 1.00 Executiv
e Assistant MCEA 2.00 2.00 1.00 1.00 1.00 Accounting Technician ACEA 1.00 1.00 1.00 1.00 1.00 Total Base Reuse and Economic Dev. 10.00 10.00 9.00 11.00 11.00 Finance
City Auditor and City Treasurer Elected Elected Elected Elected Elected Finance Director EXME 1.00 1.00 1.00 1.00 1.00 Controller MCEA ‐ ‐ 1.00 1.00 1.00 Financial Services Manager MCEA 1.00 1.00 ‐ 1.00 1.00 Finance Supervisor MCEA 1.00 1.00 1.00 1.00 1.00 Prin
cipal Financial Analyst MCEA ‐ ‐ 1.00 1.00 1.00 Senior Management Analyst MCEA 1.00 1.00 ‐ ‐ ‐ Administrative Management Analyst MCEA 1.00 1.00 1.00 1.00 1.00 Accountant II MCEA 4.00 4.00 3.00 2.00 2.00 Accountant IM CEA 1.00 1.00 1.00 1.00 1.00 Administrative Technician III MCEA 2.00 2.00 2.00 2.00 2.00 Senior Account Clerk ACEA 4.00 4.00 3.20 3.00 3.00 Accounting Technician ACEA ‐ ‐ 1.00 1.00 1.00 Intermedi
ate Clerk ACEA 1.00 1.00 1.00 1.00 1.00 Total Finance 17.00 17.00 16.20 16.00 16.00 Exhibit 2
3 Authorized Full‐Time Positions
By Classification Within Department
Fire
Fire Chief EXME 1.00 1.00 1.00 1.00 1.00 Division Chief AFCA 6.00 6.00 6.00 6.00 6.00 Fire Captain IAFF 22.00 22.00 22.00 22.00 22.00 Fire Apparatus Operator IAFF 20.00 20.00 21.00 21.00 21.00 Firefighter IAFF 61.00 61.00 66.00 66.00 66.00 EMS Education Coordinator MCEA 1.00 1.00 1.00 1.00 1.00 Senior Fire Code Compliance Officer ACEA 1.00 1.00 1.00 1.00 1.00 Fire Administrative Services Supervisor MCEA 1.00 1.00 1.00 1.00 1. 00 Management Analyst MCEA ‐ ‐ 1.00 1.00 1.00 Executive Assistant MCEA ‐ ‐ ‐ 1.00 1.00 Administrative Services Coordinator MCEA ‐ ‐ ‐ 1.00 1.00 Administrative Technician III MCEA 1.00 1.00 1.00 1.00 1.00 Fire Information & Billing Specialist MCEA 1.00 1.00 1.00 1.00 1.00 Administrative Technician II MCEA 2.00 2.00 2.00 2.00 2.00 Total Fire 117.00 117.00 124.00 126.00 126.00 Hum
an Resources
Human Resources Director EXME 1.00 1.00 1.00 1.00 1.00 Human Resources Manager MCEA 1.00 1.00 1.00 1.00 1.00 Senior Human Resources Analyst MCEA 2.00 2.00 2.00 3.00 3.00 Human Resources Analyst II MCEA 1.00 1.00 1.00 1.00 1.00 Administrative Technician III MCEA 2.00 2.00 2.00 2.00 2.00 Administrative Technician II MCEA 1.00 1.00 1.00 1.00 1.00 Office Assistant MCEA ‐ ‐ 1.00 1.00 1.00 Total Hum
an Resources 8.00 8.00 9.00 10.00 10.00 Information Technology
Information Technology Director EXME 1.00 1.00 1.00 1.00 1.00 Information Technology Manager MCEA 1.00 1.00 1.00 1.00 1.00 Technology Services Coordinator MCEA 1.00 1.00 1.00 1.00 1.00 IT System Analyst MCEA 2.00 3.00 4.00 4.00 5.00 Computer Service Technician MCEA 1.00 1.00 1.00 1.00 1.00 Total Information Technology 6.00 7.00 8.00 8.00 9.00 Li
brary
Library Director EXME 1.00 1.00 1.00 1.00 1.00 Supervising Librarian MCEA 3.00 3.00 3.00 3.00 3.00 Senior Librarian ACEA 3.00 3.00 3.00 3.00 3.00 Library Technician ACEA 8.00 8.00 8.00 8.00 8.00 Librarian ACEA 2.00 2.00 2.00 3.00 3.00 Executive Assistant MCEA 1.00 1.00 1.00 1.00 1.00 Library Circulation Coordinator MCEA 1.00 1.00 1.00 1.00 1.00 IT System Analyst MCEA 1.00 1.00 1.00 1.00 1.00 Custo
dian ACEA 1.00 1.00 1.00 1.00 1.00 Total Library 21.00 21.00 21.00 22.00 22.00 Exhibit 2
4 Authorized Full‐Time Positions
By Classification Within Department
Planning, Building & Transportation
Planning, Building & Transportation Director EXME 1.00 1.00 1.00 1.00 1.00 Assistant Director of Planning, Building & Trans MCEA 1.00 1.00 1.00 ‐ ‐ Administrative Services Coordinator MCEA 1.00 1.00 1.00 1.00 1.00 City Planner MCEA 1.00 1.00 1.00 1.00 1.00 Building Official MCEA ‐ ‐ ‐ 1.00 1.00 Planning Services Manager MCEA ‐ ‐ 1.00 1.00 1.00 Supervising Planner MCEA ‐ 1.00 ‐ ‐ ‐ Transportation Manager MCEA ‐ ‐ ‐ 1.00 1.00 Senior Transportation Coordinator MCEA 2.00 3.00 3.00 2.00 2.00 Plan Check Engineer MCEA 1.00 1.00 1.00 1.00 1.00 Supervising Building Inspector MCEA 1.00 1.00 1.00 1.00 1.00 Senior Combination Building Inspector ACEA 2.00 2.00 2.00 2.00 2.00 Code Enforcement Supervisor MCEA ‐ ‐ ‐ 1.00 1.00 Senior Code Compliance Officer ACEA 1.00 1.00 1.00 1.00 1.00 Fi
re/Building Code Compliance Officer ACEA 2.00 2.00 2.00 1.00 1.00 Combination Building Inspector II ACEA 5.00 5.00 5.00 5.00 5.00 Planner III ACEA 3.00 3.00 4.00 4.00 4.00 Permit Center Supervisor MCEA ‐ ‐ ‐ 1.00 1.00 Plans Examiner 1.00 1.00 1.00 ‐ ‐ Permit Technician III ACEA 4.00 4.00 4.00 5.00 5.00 Permit Technician IA CEA 2.00 2.00 1.00 ‐ ‐ Administrative Technician I (Limited Term) ACEA ‐ ‐ ‐ 1.00 1.00 Executive Assistant MCEA 1.00 1.00 1.00 1.00 1.00 Sustainability and Resilience Manager MCEA 1.00 1.00 1.00 1.00 1.00 IT System Analyst MCEA 1.00 1.00 1.00 1.00 1.00 Total Planning, Building & Transportation 31.00 33.00 33.00 34.00 34.00 Police
Police Chief EXME 1.00 1.00 1.00 1.00 1.00 Police Captain APMA 2.00 2.00 2.00 2.00 2.00 Police Lieutenant APMA 5.00 5.00 6.00 6.00 6. 00 Police Sergeant APOA 15.00 15.00 15.00 15.00 15.00 Police Officer APOA 65.00 65.00 64.00 64.00 64.00 Crime Scene Specialist PANS 2.00 2.00 2.00 2.00 2.00 Crime Prevention Technician PANS 1.00 1.00 1.00 1.00 1.00 Senior Public Safety Dispatcher PANS 2.00 2.00 2.00 2.00 2.00 Public Safety Dispatcher PANS 12.00 12.00 12.00 12.00 12.00 Public Safety Communication Supervisor MCEA 1.00 1.00 1.00 1.00 1. 00 Police Records Supervisor MCEA 1.00 1.00 1.00 ‐ ‐ Public Records Specialist ACEA ‐ ‐ 4.00 4.00 4.00 Police Records Communications Manager MCEA ‐ ‐ ‐ 1.00 1.00 Property/Evidence Technician PANS 1.00 1.00 1.00 1.00 1.00 Police Technician PANS 1.00 1.00 1.00 1.00 1.00 Animal Control Officer PANS 2.00 2.00 2.00 2.00 2.00 Technology Services Coordinator MCEA 1.00 1.00 1.00 1.00 1.00 Police Maintenance Tech nician PANS 1.00 1.00 1.00 1.00 1.00 Executive Assistant MCEA 1.00 1.00 1.00 1.00 1.00 Administrative Technician II MCEA 1.00 1.00 1.00 1.00 1.00 Admin Management Analyst MCEA 1.00 1.00 1.00 1.00 1.00 Management (Crime) Analsyt MCEA 1.00 1.00 1.00 1.00 Intermediate Clerk ACEA 5.00 5.00 1.00 1.00 1.00 Office Assistant MCEA 1.00 1.00 1.00 1.00 1.00 Telephone Operator/Receptionist ACEA 1.00 1.00 1.00 1.00 1.00 Total Police 123.00 124. 00 124.00 124.00 124.00 Exhibit 2
5 Authorized Full‐Time Positions
By Classification Within Department
Public Works
Public Works Director EXME 1.00 1.00 1.00 1.00 1.00 Deputy Public Works Director MCEA 1.00 1.00 1.00 1.00 1.00 Public Works Superintendent MCEA 1.00 1.00 ‐ ‐ ‐ City Engineer MCEA 1.00 1.00 1.00 1.00 1.00 Public Works Supervisor MCEA 4.00 5.00 5.00 5.00 5.00 Public Works Coordinator MCEA 1.00 1.00 1.00 1.00 1.00 Project Manager III MCEA 2.00 2.00 4.00 4.00 4.00 Project Manager II MCE A 2.00 2.00 2.00 3.00 3.00 Project Manager IM CEA 1.00 1.00 1.00 2.00 2.00 Supervising Civil Engineer MCEA 1.00 1.00 1.00 1.00 1.00 Associate Civil Engineer ACEA 3.00 4.00 3.00 3.00 3.00 Senior Engineer MCEA 1.00 1.00 2.00 2.00 2.00 Assistant Engineer ACEA 3.00 3.00 3.00 3.00 3.00 Public Works Maintenance Foreperson ACEA 6.00 6.00 5.00 5.00 5.00 Senior Construction Inspector ACEA 1.00 1.00 1.00 1.00 1. 00 Construction Inspector Supervisor ACEA 1.00 1.00 1.00 1.00 1.00 Construction Inspector ACEA 2.00 3.00 3.00 3.00 3.00 Traffic Signal Maintenance Technician ACEA 2.00 2.00 3.00 3.00 3.00 Street Light Maintenance Technician ACEA ‐ ‐ 2.00 2.00 2.00 Early Morning Sweeper Operator ACEA 1.00 1.00 1.00 1.00 1.00 Fleet Services Coordinator ACEA ‐ ‐ ‐ 1.00 1.00 Senior Fleet Mechanic ACEA 1.00 1.00 1.00 1.00 1. 00 Fleet Mechanic ACEA 3.00 3.00 3.00 3.00 3.00 Public Works Maintenance Worker II ACEA 18.00 20.00 18.00 18.00 18.00 Public Works Maintenance Worker IA CEA 6 .00 6.00 6.00 6.00 6.00 Administrative Services Coordinator MCEA ‐ ‐ 1.00 1.00 1.00 Program Specialist II ACEA 4.00 4.00 4.00 4.00 4.00 Management Analyst MCEA 1.00 1.00 1.00 1.00 1.00 Executive Assistant MCEA 2.00 2.00 1.00 1.00 1.00 Senior Cl
erk ACEA 2.00 2.00 2.00 2.00 2.00 Engineering Office Assistant ACEA 1.00 1.00 1.00 1.00 1.00 Office Assistant MCEA 1.00 1.00 1.00 1.00 1.00 Accounting Technician ACEA 1.00 1.00 1.00 1.00 1.00 Lead Parking Technican ACEA 1.00 1.00 1.00 1.00 1.00 Parking Technician ACEA 1.00 1.00 1.00 1.00 1.00 Total Public Works 77.00 82.00 83.00 86.00 86.00 Recreation & Parks
Recreation & Park Director EX ME 1.00 1.00 1.00 1.00 1.00 Recreation Services Manager MCEA ‐ ‐ 1.00 1.00 1.00 Recreation Manager MCEA 2.00 2.00 2.00 2.00 2.00 Recreation Services Specialist ACEA 4.00 4.00 4.00 4.00 4.00 Park Manager MCEA 1.00 1.00 1.00 1.00 1.00 Park Maintenance Supervisor MCEA 1.00 1.00 1.00 1.00 1.00 Recreation Assistant ACEA 1.00 1.00 1.00 1.00 1.00 Park Maintenance Foreperson ACEA 1.00 1.00 1.00 1.00 1. 00 Park Maintenance Worker II ACEA 2.00 2.00 2.00 2.00 2.00 Park Maintenance Worker ACEA 9.00 10.00 7.00 7.00 7.00 Equipment Operator ACEA 1.00 1.00 1.00 1.00 1.00 Custodian ACEA 1.00 1.00 1.00 1.00 1.00 Gardener ACEA 2.00 2.00 6.00 6.00 6.00 Administrative Services Coordinator MCEA ‐ ‐ 1.00 1.00 1.00 Accounting Technician ACEA 1.00 1.00 ‐ ‐ ‐ Senior Clerk ACEA 1.00 1.00 1.00 1.00 1.00 Offic
e Assistant MCEA 1.00 1.00 1.00 2.00 2.00 Total Recreation & Parks 29.00 30.00 32.00 33.00 33.00 Total Citywide 463.00 473.00 492.20 505.00 506.00 Exhibit 2
6 General Fund
Budget Summary
2021‐22 Actual
2022‐23
Revised Budget
2023‐24
Baseline Budget
2023‐24
Proposed Budget
2024‐25
Baseline Budget
2024‐25
Proposed
Budget
Revenues
Property Tax 51,486,500 54,750,000 56,677,000 56,677,000 59,088,000 59,088,000 Sales Tax 22,755,699 21,389,900 22,500,000 22,500,000 23,014,000 23,014,000 Property Transfer Tax 21,929,943 13,000,000 13,000,000 13,000,000 13,000,000 13,000,000 Utility Users Tax 9,011,553 9,592,500 9,210,000 9,210,000 9,210,000 9,210,000 Franchise Fees 3,297,589 3,089,000 3,179,000 3,179,000 3,179,000 3,179,000 Business License Tax 2,382,071 2,700,000 2,560,000 2,760,000 2,560,000 2,760,000 Transient Occupancy Tax 2,555,336 2,800,000 3,300,000 3,300,000 3,300,000 3,300,000 Other Taxes 1,551,000 1,322,000 1,348,000 1,348,000 1,375,000 1,375,000 Fees and Charges for Services 7,802,487 7,199,821 8,275,500 8,283,500 8,413,000 8,421,000 Transfers In 4,422,374 4,528,000 4,431,000 5,106,000 4,562,000 5,866,622 Investment and Property Income 277,024 2,585,103 1,867,412 1,867,412 1,892,960 1,892,960 Intergovernmental Revenue 830,977 8,648,313 1,151,000 1,401,000 1,151,000 2,951,000 Fines/Forfeiture/Penalty 347,940 110,100 185,000 185,000 185,000 185,000 Other Revenue 106,675 410,600 15,745 15,745 15,745 15,745 Licenses and Permits 5,000 850 800 800 800 800
128,762,168 132,126,187 127,700,457 128,833,457 130,946,505 134,259,127 Expenses
Salaries and Employee Benefits 73,635,850 83,632,795 88,519,422 86,070,723 92,936,997 92,073,507 City Attorney 1,051,939 1,366,939 1,440,898 1,440,898 1,493,268 1,493,268 City Clerk 708,734 734,367 727,680 777,813 749,385 802,889 City Council 142,719 180,659 72,232 72,232 74,594 74,594 City Manager 1,321,468 1,702,703 1,630,562 1,702,794 1,688,097 1,788,537 Community Development 16,537 30,000 554,312 554,312 574,696 574,696 Finance 2,199,402 2,662,082 2,808,992 2,834,992 2,898,127 2,924,127 Fire 31,749,494 36,305,679 38,069,387 38,431,690 40,821,001 41,198,711 Human Resources 1,445,774 1,689,518 1,551,150 1,739,655 1,603,762 1,798,727 Planning/Bldg/Transportation 33,356 144,053 145,004 393,354 149,738 407,127 Police 28,994,454 33,467,459 34,191,908 34,203,908 35,511,971 35,524,971 Police Vacancy Savings (3,000,000) (1,500,000) Public Works 815,199 1,108,461 1,207,354 1,207,354 1,209,607 1,209,607 Recreation & Parks 5,149,078 6,113,875 6,119,943 6,211,721 6,162,749 6,276,253 Non‐Department 7,696
Misc Vacancy Savings (1,873,000) (500,000) (500,000) Transfers Out 15,121,450 14,378,047 6,148,936 28,824,313 4,955,927 10,496,395 Operating Expenditures 11,248,427 18,816,877 16,277,697 17,585,197 16,577,071 17,536,671 Cost Allocation 12,971,618 14,190,603 18,706,090 18,786,590 19,524,221 19,524,221 Debt Service 236,578 235,000
Capital Outlay 147,521 382,335 1,330,000 700,000 113,361,444 131,635,657 129,652,145 152,596,823 133,994,216 140,330,794 Revenues Less Expenses 15,400,724 490,530 (1,951,688) (23,763,366) (3,047,710) (6,071,667) 7 Exhibit 2
2022‐23
Beginning Fund
Balance
2022‐23
Projected Revenues
2022‐23
Revised Expenditures
2022‐23
Projected Ending
Fund Balance
2023‐24
Projected Revenues
2023‐24
Proposed
Expenditures
2023‐24
Projected Ending
Fund Balance
2024‐25
Projected Revenues
2024‐25
Proposed
Expenditures
2024‐25
Projected Ending
Fund Balance
General Fund
100 General Fund 53,335,889 132,126,187 133,955,160 51,506,916 128,833,457 152,596,823 27,743,550 134,259,127 140,330,794 21,671,883 101 Police/Fire Pension 1079 2,720,563 1,882,000 4,082,000 520,563 1,882,000 1,882,000 520,563 1,882,000 1,882,000 520,563 102 Police/Fire Pension 1082 32,868 50,000 50,000 32,868 50,000 50,000 32,868 50,000 50,000 32,868 103 Housing Authority
Reimbursable 2,232 0 0 2,232 0 0 2,232 0 0 2,232
104 AMP Reimbursable 5,277 81,345 81,345 5,277 271,379 271,379 5,277 281,138 281,138 5,277 General Fund Subtotal 56,096,830 134,139,532 138,168,505 52,067,857 131,036,836 154,800,202 28,304,491 136,472,265 142,543,932 22,232,824 Special Revenue Funds
201 HOME 0 525,000 525,000 0 528,000 528,000 0 533,000 533,000 0 202 HOME Loan Repayment 145 70,000 70,000 145 90,000 90,000 145 110,000 110,000 145 203 CDBG 0 3,447,751 3,447,752 (1) 2,031,000 2,034,926 (3,927) 2,040,000 2,043,106 (7,033) 204 CDBG Loan Repayment 452,844 80,400 80,400 452,844 80,000 80,000 452,844 80,000 80,000 452,844 205 Special CDBG Grants 0 647,112 647,112 0 50,000 50,000 0 50,000 50,000 0 206 Housing In‐Lieu 419,266 783,500 417,893 784,873 733,500 272,699 1,245,674 733,500 277,972 1,701,202 207 Rent Review/Stabilization 429,171 1,780,000 2,102,002 107,169 2,020,000 1,934,553 192,616 2,079,000 1,985,543 286,073 208 Affordable Housing 1,265,624 701,000 638,114 1,328,510 701,000 397,682 1,631,828 701,000 403,302 1,929,526 209 Planning/Bldg/Transportation 2,071,018 8,640,000 8,962,948 1,748,070 8,743,100 9,437,340 1,053,830 8,312,600 9,485,174 (118,744) 210 Alameda Free Library 5,470,024 5,581,500 5,472,391 5,579,133 4,776,400 5,851,814 4,503,719 3,651,400 6,116,992 2,038,127 211 Gas Tax 984,900 2,297,500 2,703,419 578,981 2,202,500 2,136,518 644,963 2,202,500 2,185,596 661,867 212 Road Mtce and Rehab (RMRA) 2,640,455 1,750,000 3,672,409 718,046 1,940,000 2,300,000 358,046 1,940,000 2,000,000 298,046 213 Vehicle Registration Fees 349,790 305,000 729,570 (74,780) 312,000 200,000 37,220 312,000 300,000 49,220 216 Tidelands 2,360,108 809,000 1,357,630 1,811,479 825,000 1,369,944 1,266,535 825,000 834,228 1,257,307 217 Open Space Improvement & Mtce 58,158 0 0 58,158 0 15,000 43,158 0 15,000 28,158 220 Fire Grants 612,729 933,376 1,158,396 387,709 33,000 33,000 387,709 33,000 33,000 387,709 221 Police
Grants 73,006 362,861 362,861 73,006 60,142 60,142 73,006 0 0 73,006 222 Grants 0 0 (4,736) 4,736 1,267,520 1,267,520 4,736 1,241,520 1,241,520 4,736 223 ARPA 0 21,970,686 21,970,686 0 0 0 0 1,304,622 1,304,622 0 224 PPGEMT 0 300,000 0 300,000 0 0 300,000 0 0 300,000
231 County Measure BB Streets/Road 4,965,736 4,550,000 5,283,222 4,232,514 4,740,000 8,209,000 763,514 4,880,000 4,802,000 841,514 233 County Measure BB Bike/Ped 532,573 472,000 646,970 357,603 502,000 777,000 82,603 517,000 726,000 (126,397) 235 County Measure BB Paratransit 365,990 450,000 261,800 554,190 478,000 652,100 380,090 492,000 682,600 189,490 240 Commercial Revitalization 2,368,303 624,115 1,324,547 1,667,871 830,000 860,228 1,637,643 850,000 887,055 1,600,588 241 Fleet Industrial Supply Center 675,000 0 0 675,000 0 675,000 0 0 0 0 250 Golf 287,614 364,496 589,128 62,982 461,000 330,867 193,115 463,000 330,940 325,175 251 Mastick Advisory Board 504,920 92,000 123,075 473,845 137,000 142,215 468,630 142,000 145,683 464,947 252 Mastik Senior Center Trust 879,558 0 125,676 753,882 0 51,310 702,572 0 51,375 651,197 260 Solid Waste Surcharge 1,432,461 228,170 761,740 898,891 237,258 271,380 864,769 237,258 280,455 821,572 261 City Waste Management Program 781,063 1,332,327 1,387,421 725,969 1,385,527 1,119,923 991,573 1,385,887 1,127,176 1,250,284 262 Integrated Waste ‐ Restricted 1,411,968 415,716 754,364 1,073,320 262,666 505,855 830,131 264,000 549,963 544,168 264 Stormwater 3,174,847 5,405,134 7,660,300 919,680 5,986,702 5,049,810 1,856,572 6,077,829 5,117,803 2,816,598 265 Parking 1,384,542 2,238,672 2,841,732 781,483 1,903,000 2,334,327 350,156 2,088,000 2,374,875 63,281 266 Civic Center Garage 476,195 0 (5,185) 481,380 0 0 481,380 0 0 481,380 269 Urban Forest 0 0 0 0 3,342,000 3,342,000 0 3,438,000 3,438,000 0 270 Island City Maint‐84‐2‐ Zone 1 38,001 4,800 6,857 35,944 4,800 15,083 25,661 4,800 15,094 15,367 271 Island
City Maint‐84‐2‐ Zone 4 169,916 192,299 246,664 115,551 258,524 199,454 174,621 189,412 200,598 163,435 Citywide Budget
All Funds Summary
8 Exhibit 2
2022‐23
Beginning Fund
Balance
2022‐23
Projected Revenues
2022‐23
Revised Expenditures
2022‐23
Projected Ending
Fund Balance
2023‐24
Projected Revenues
2023‐24
Proposed
Expenditures
2023‐24
Projected Ending
Fund Balance
2024‐25
Projected Revenues
2024‐25
Proposed
Expenditures
2024‐25
Projected Ending
Fund Balance
Citywide Budget
All Funds Summary
272 Island City Maint ‐84‐2‐ Zone 5 225,943 1,033,763 779,953 479,753 1,145,521 1,240,250 385,024 1,059,350 1,136,924 307,450 273 Island City Maint ‐84‐2‐ Zone 6 948,941 487,896 673,245 763,593 519,975 746,835 536,733 519,975 751,085 305,623 274 Island City Maint ‐84‐2‐ Zone 7 108,036 3,900 50,728 61,208 11,900 30,207 42,901 3,900 30,264 16,537 275 Island City Maint ‐84‐2‐ Zone 8 59,229 81,151 98,418 41,962 92,399 86,856 47,505 85,919 87,472 45,952 276 Assessment District Admin 46,374 263,090 296,030 13,434 205,031 195,663 22,802 184,523 174,462 32,863 277 Marina Cove Maintenance AD 70,537 120,984 214,969 (23,448) 163,000 187,802 (48,250) 163,000 188,867 (74,117) 278 Marina Cove Reserve 01‐01 231,609 0 0 231,609 0 0 231,609 0 0 231,609 279 Alameda Landing MSD CFD 13‐2 3,186,053 526,932 573,072 3,139,913 530,000 698,123 2,971,790 530,000 707,501 2,794,289 280 Bayport Muni Services CFD 03‐1 4,428,359 922,648 815,443 4,535,564 819,000 523,950 4,830,614 819,000 531,494 5,118,120 281 Alameda
Point Svc CFD 17‐1 560,324 635,000 673,270 522,054 635,000 674,302 482,752 635,000 680,061 437,691 282 Marina Village AD 89‐1 Refund 1,833,875 0 792,327 1,041,548 0 750,000 291,548 0 0 291,548 283 Harbor Bay 92‐1 Matured 341,294 0 264,916 76,378 0 0 76,378 0 0 76,378 284 CFD 13‐1 Alameda Landing (CPF) 167,635 167,260 199,021 135,874 170,000 170,000 135,874 170,000 170,000 135,874 285 CFD 14‐1 Marina Cove II (CPF) 1,379,537 227,816 105,997 1,501,356 230,000 183,806 1,547,550 230,000 181,287 1,596,263 287 Harbor Transportation 2,123,664 607,000 1,446,277 1,284,387 1,100,000 514,108 1,870,279 1,140,000 514,814 2,495,465 290 Alameda Point 56,349,150 13,264,643 42,285,729 27,328,064 13,922,000 20,642,914 20,607,150 13,922,000 15,649,251 18,879,899 Special Revenue Funds Subtotal 108,696,485 85,696,498 125,591,553 68,801,429 66,465,465 79,239,506 56,027,388 66,640,995 70,532,154 52,136,229 Capital Project Funds
301 Alameda Point Capital Projects 2,605,173 1,075,000 830,968 2,849,206 2,000,000 2,000,000 2,849,206 0 0 2,849,206 302 Construction Improvement Tax 6,088,682 1,200,000 2,751,914 4,536,768 1,200,000 2,995,000 2,741,768 1,200,000 3,591,000 350,768 305 Dev Impact Fees ‐ Transp 3,329,984 570,000 1,555,340 2,344,643 795,000 2,000,000 1,139,643 795,000 700,000 1,234,643 306 Dev
Impact Fees ‐ Rec/Park 2,056,102 2,200,000 0 4,256,102 1,218,000 2,500,000 2,974,102 1,218,000 0 4,192,102 307 Dev Impact Fees ‐ Public Facil 1,301,370 300,000 0 1,601,370 283,000 0 1,884,370 283,000 0 2,167,370 308 Dev Impact Fees ‐ Public Safet 1,832,657 550,000 0 2,382,657 439,000 0 2,821,657 439,000 0 3,260,657 310 Capital Improvement Projects 579,722 43,524,053 44,435,822 (332,047) 59,189,439 59,368,060 (510,668) 18,993,651 18,968,223 (485,240) 320 Transportation Management 466,686 130,000 130,000 466,686 130,000 133,339 463,347 130,000 133,506 459,841 Capital Project Funds Subtotal 18,260,376 49,549,053 49,704,044 18,105,385 65,254,439 68,996,399 14,363,425 23,058,651 23,392,729 14,029,347 Debt Service Fund
401 City Debt Service 356,329 1,652,940 1,653,600 355,669 1,664,000 1,664,000 355,669 1,690,000 1,690,000 355,669 410 2013 GO Library Bond 2003 1,037,558 626,500 624,500 1,039,558 627,000 627,000 1,039,558 629,000 629,000 1,039,558 420 2003 Alameda Point Rev Bonds 331,160 873,000 873,000 331,160 990,000 990,000 331,160 990,000 990,000 331,160 421 2023 Rev Bonds ‐ Aquatic Cntr 0 0 0 0 900,000 900,000 0 900,000 900,000 0 430 Leased Equipment 0 0 0 1,094,936 1,094,936 0 1,101,927 1,101,927 0 Debt Service Funds Subtotal 1,725,047 3,152,440 3,151,100 1,726,387 5,275,936 5,275,936 1,726,387 5,310,927 5,310,927 1,726,387 Enterprise
Fund
501 Sewer Services 106,126,464 13,329,100 14,142,808 105,312,756 12,540,177 16,462,239 101,390,694 12,898,382 19,086,005 95,203,071 Enterprise Fund Subtotal 106,126,464 13,329,100 14,142,808 105,312,756 12,540,177 16,462,239 101,390,694 12,898,382 19,086,005 95,203,071 9 Exhibit 2
2022‐23
Beginning Fund
Balance
2022‐23
Projected Revenues
2022‐23
Revised Expenditures
2022‐23
Projected Ending
Fund Balance
2023‐24
Projected Revenues
2023‐24
Proposed
Expenditures
2023‐24
Projected Ending
Fund Balance
2024‐25
Projected Revenues
2024‐25
Proposed
Expenditures
2024‐25
Projected Ending
Fund Balance
Citywide Budget
All Funds Summary
Internal Service Fund
601 Fleet Mtce & Replacement 11,280,881 4,745,081 5,934,018 10,091,944 7,359,947 5,690,502 11,761,389 7,517,151 5,103,225 14,175,315 603 Facility Mtce & Replacement 5,801,494 5,089,889 5,223,778 5,667,605 8,249,896 8,794,429 5,123,072 8,350,899 8,925,418 4,548,553 605 Emergency Operations Center 44,352 131,000 168,000 7,352 259,987 329,623 (62,284) 260,431 346,457 (148,310) 606 Information Technology 6,837,259 2,997,610 4,735,585 5,099,284 3,980,936 5,459,251 3,620,969 3,737,269 5,221,372 2,136,866 609 IT Cable Equip Replace (PEG) 1,458,711 170,000 71,500 1,557,211 150,000 67,039 1,640,172 150,000 67,141 1,723,031 610 Workers' Compensation (413,385) 4,687,200 4,702,468 (428,653) 5,306,107 5,306,107 (428,653) 5,623,824 5,623,824 (428,653) 611 General Liability (1,277,441) 5,510,000 5,999,890 (1,767,331) 7,347,733 7,351,199 (1,770,797) 7,989,519 7,993,192 (1,774,470) 612 Unemployment Insurance 374,712 160,000 162,000 372,712 0 171,918 200,794 0 174,413 26,381 613 Post Employment ‐ OPEB 7,586,681 4,362,000 4,537,000 7,411,681 4,208,399 4,727,312 6,892,768 4,409,702 4,928,178 6,374,292 Internal Service Funds Subtotal 31,693,265 27,852,780 31,534,239 28,011,806 36,863,005 37,897,380 26,977,431 38,038,795 38,383,220 26,633,006 Fiduciary Fund
701 Successor Agency (37,770,418) 11,499,400 11,391,692 (37,662,710) 9,222,000 9,812,420 (38,253,130) 9,841,000 10,351,930 (38,764,060) 720 Pension Reserve 18,552,007 5,712,896 2,156,672 22,108,231 60,000 60,000 22,108,231 60,000 60,000 22,108,231 Fiduciary Funds Subtotal (19,218,411) 17,212,296 13,548,364 (15,554,479) 9,282,000 9,872,420 (16,144,899) 9,901,000 10,411,930 (16,655,829) Agency Fund
805 Alameda Landing CFD 13‐1 2016 2,524,555 992,000 1,011,510 2,505,045 992,000 1,009,000 2,488,045 992,000 1,029,000 2,451,045 806 Alameda Landing CFD 13‐1 2021 7,033,505 964,300 942,458 7,055,347 965,000 870,000 7,150,347 965,000 870,000 7,245,347 807 Alameda
Marina CFD 22‐1 (236) 0 0 (236) 960,000 875,000 84,764 960,000 904,250 140,514 Agency Funds Subtotal 9,557,824 1,956,300 1,953,968 9,560,156 2,917,000 2,754,000 9,723,156 2,917,000 2,803,250 9,836,906 Totals 312,937,880 332,887,999 377,794,581 268,031,298 329,634,858 375,298,082 222,368,074 295,238,015 312,464,147 205,141,942 10 Exhibit 2
Citywide Revenue Summary
2020-21
Actual
2021-22
Actual
2022-23
Revised Budget
2023-24
Proposed Budget
2024-25
Proposed Budget
Fiscal Year
0.0 25.0M
50.0M
75.0M
100.0M
125.0M
150.0M
175.0M
200.0M
225.0M
250.0M
275.0MDollars
Collapse All
Taxes $ 145,348,241 $ 151,273,424 $ 147,848,469 $ 150,979,690 $ 154,957,041 Property Tax 65,999,870 64,342,737 70,518,900 71,116,000 74,258,000 Sales Tax 19,439,880 22,755,699 21,389,900 22,500,000 23,014,000 Special Assessements 18,385,489 19,678,768 20,935,104 22,068,501 22,362,852 Property Transfer Tax 18,536,929 21,929,943 13,000,000 13,000,000 13,000,000 Utility Users Tax 9,091,389 9,011,553 9,592,500 9,210,000 9,210,000 Franchise Fees 4,625,965 4,586,121 4,390,065 4,477,189 4,477,189 Other Taxes 5,018,670 4,031,196 2,522,000 2,548,000 2,575,000 Transient Occupancy Tax 1,996,230 2,555,336 2,800,000 3,300,000 3,300,000 Business License Tax 2,253,820 2,382,071 2,700,000 2,760,000 2,760,000 Fees and Charges for Services 47,684,687 45,720,159 54,393,824 61,101,160 62,969,399 Intergovernmental Revenue 26,152,931 13,370,194 54,245,171 27,977,728 18,719,542 Investment and Property Income 18,523,366 16,859,316 18,709,357 18,315,412 18,384,460 Other Revenue 754,851 25,380,426 2,039,594 340,245 349,745 Licenses and Permits 3,175,969 3,199,069 3,108,350 3,170,800 2,928,550 Fines/Forfeiture/Penalty 961,251 964,108 955,772 1,265,000 1,315,000 Total $ 242,601,297 $ 256,766,696 $ 281,300,537 $ 263,150,035 $ 259,623,737
2020-21 Actual 2021-22 Actual
2022-23
Revised Budget
2023-24
Proposed Budget
2024-25
Proposed Budget
11 Exhibit 2
Citywide Expenditures by Department
(excluding inter-fund transfers)
2020-21
Actual
2021-22
Actual
2022-23
Revised Budget
2023-24
Proposed Budget
2024-25
Proposed Budget
Fiscal Year
0.0 50.0M
100.0M
150.0M
200.0M
250.0M
300.0MDollars
Expand All
Public Works $ 38,049,275 $ 41,462,877 $ 98,817,348 $ 78,333,651 $ 72,866,125 Fire 38,628,923 42,539,673 50,370,214 54,720,362 57,006,553 Police 34,973,090 38,924,242 45,145,527 45,390,868 48,701,971 Base Reuse & Economic Development 19,456,398 17,819,412 25,042,574 23,062,712 23,781,638 Recreation and Parks 10,836,819 14,500,462 18,321,108 35,634,113 15,055,500 Planning/Bldg/Transportation 11,230,247 9,676,769 25,365,610 25,516,793 11,892,109 Non-Department 10,861,259 29,612,062 15,626,617 9,452,462 9,328,078 City Attorney 6,133,480 9,540,398 13,732,533 17,088,099 18,150,342 City Manager 6,663,037 6,000,629 10,136,605 7,619,337 7,883,148 Library 4,426,397 4,892,183 5,479,250 5,851,814 6,116,992 Information Technology 5,255,467 4,002,791 4,848,996 5,459,251 5,221,372 Finance 2,468,465 2,185,695 3,189,505 2,597,387 2,595,550 Human Resources 953,662 1,027,455 1,377,118 1,542,951 1,571,949 City Clerk 701,323 635,708 985,308 543,709 799,083
City Council 15,228 136,426 240,926 381,751 392,460
Total $ 190,653,071 $ 222,956,782 $ 318,679,237 $ 313,195,261 $ 281,362,870
2020-21 Actual 2021-22 Actual
2022-23
Revised Budget
2023-24
Proposed Budget
2024-25
Proposed Budget
12 Exhibit 2
Citywide Expenditures by Type
(excluding inter-fund transfers)
2020-21
Actual
2021-22
Actual
2022-23
Revised Budget
2023-24
Proposed Budget
2024-25
Proposed Budget
Fiscal Year
0.0 50.0M
100.0M
150.0M
200.0M
250.0M
300.0M
-50.0MDollars
Expand All
Salaries and Employee Benefits $ 94,371,888 $ 103,151,719 $ 116,998,414 $ 117,537,178 $ 124,820,995 Operating Expenditures 82,560,268 68,723,663 79,438,446 76,805,937 78,190,885 Capital Outlay -8,422,775 23,673,892 90,929,844 78,258,844 36,571,215 Cost Allocation 15,554,449 19,681,466 20,918,024 27,571,175 28,639,794 Debt Service 6,589,240 7,726,042 10,394,508 13,022,126 13,139,982 Total $ 190,653,071 $ 222,956,782 $ 318,679,237 $ 313,195,261 $ 281,362,870
2020-21 Actual 2021-22 Actual
2022-23
Revised Budget
2023-24
Proposed Budget
2024-25
Proposed Budget
13 Exhibit 2
Base Reuse & Economic Development
About Us
The Base Reuse & Economic Development Department is comprised of three divisions:
BASE REUSE
Develops and implements community plans for transforming the 878-acre former Naval Air Sta�on (Alameda Point) into a mixed-use, transit oriented development. Serves as the master developer for Alameda Point by nego�a�ng, documen�ng and managing deals with developers (market rate residen�al, affordable residen�al and commercial) to develop par�cular parcels pursuant to the City’s overall plan, vision and community goals.
ASSET MANAGEMENT
Maximizes returns for City-owned assets, including Alameda Point and Tidelands proper�es, while at the same �me ensuring that City goals and values are reflected in each transac�on, including job and sales tax genera�on, reduced maintenance obliga�ons, 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, reten�on, expansion, and at rac�on efforts, real property development, tourism support, facade and art grants administra�on, and workforce development.
Department Goals
1. Facilitate the transfer, reuse and development of former federal/Navy lands consistent with the City’s development plan and goals by effec�vely implemen�ng and managing disposi�on and development agreements with third party developers contractually obligated to develop a por�on of Alameda Point;
2. Carry out business reten�on, expansion and at rac�on programs consistent with the City's Economic Development Strategic Plan;
3. Con�nue to implement the COVID-19 economic recovery plan;
4. Provide stewardship of City-owned land assets, including Tidelands Trust proper�es; and
5. Administer an efficient commercial and residen�al leasing and property management program at Alameda Point.
14 Exhibit 2
Organiza�onal Chart
Workplan Highlights
• Con�nue with the Alameda Point development team such that work at Phases 1B and 2 con�nues and is completed.
• Con�nue to work with the development team to bring the West Midway/RESHAP project to frui�on.
• Moving funding for Economic Development staffing and services to the General Fund a�er exhaus�on of the Fleet Industrial Service Center fund.
• Create more than 300 new jobs at Alameda Point through expansion of exis�ng tenants into new premises.
• Implement marke�ng campaigns to support local businesses, including a specific marke�ng campaign for Spirts Alley.
• Advance hotel projects to increase tourism and generate transient occupancy tax revenue. • Coordinate infrastructure installa�on throughout Alameda Point (West Midway, Adap�ve Reuse Phase 1 and PG&E).
Performance Measures
2019 2020 2021 2022
Estimated number of new jobs created at
Alameda Point 110 45 25 85
New and total square footage leased at Alameda
Point 108,830 96,710 52,226 314,294
Number of Alameda Point business contacts
made by City Broker 315 155 45 250
Percent of Alameda Point commercial tenants
rating customer services as good or better 85% 75% 68% 78% Percent of Alameda Point commercial tenants
who receive a personal contact annually 100% 92% 100% 78% 15 Exhibit 2
Number of electronic vehicle charging stations,
biodiesel, and compressed natural gas facilities
available at Alameda Point
6 9 9 9
Amount of new investment in public
infrastructure $34,000,000 $- $372,000 $280,000
Percent of private sector investment in total
construction costs for Façade Grant Program 50% 71% 68% 70% Number of electronic vehicle charging stations,
biodiesel, and compressed natural gas facilities
available at Alameda Point
6 9 9
Number of Economic Development business
meetings and site visitations (welcome new
businesses, retain businesses near term of lease,
etc.)
621 316 369 219
Base Reuse & Economic Development All Funds Summary – By Category 16 Exhibit 2
9 Base Reuse & Economic Development General Fund Expenditures – By Category
Base Reuse & Economic Development All Funds Expenditures (Non- Successor Agency) – By Program
17 Exhibit 2
Successor Agency Expenditures – By Program
18 Exhibit 2
City Attorney’s Office
About Us
The City At orney’s Office is commit ed to doing excellent work for the community justly, efficiently and effec�vely. As advisors to City officials and staff, the Office seeks to provide �mely, strategic and complete advice. As advocates, the Office represents the City and its employees vigorously and fairly. As prosecutors, the Office diligently and justly enforces the law on behalf of the People of California. As administrators of the City’s Rent Program, we protect and preserve affordable housing with compassion and fairness. As police auditor, we objec�vely, independently and collabora�vely work to promote community confidence in policing and accountability.
Summary of Key Func�ons
The Municipal Advisory func�on of the Office provides advice to the City Council, the City’s Boards & Commissions, and City staff. The Office dra�s ordinances, resolu�ons, contracts, leases and other legal documents, and it reviews documents prepared by City departments. The Office further oversees personnel inves�ga�ons in collabora�on with the Human Resources Department and review Public Records Act requests in collabora�on with the City Clerk’s Office.
The Li�ga�on func�on of the Office defends the City in state and federal court either with in house resources or through the supervision of outside counsel. The Office’s caseload is diverse and includes personal injury cases, employment li�ga�on, civil rights suits, contract disputes, as well as land use, cons�tu�onal and other specialized li�ga�on.
The Prosecu�on and Public Rights Unit of the Office represents the People of the State of California in misdemeanor criminal mat ers. The Unit is further charged with bringing affirma�ve li�ga�on in response to viola�ons of consumer protec�on and fair housing laws, and protec�ng consumers against fraud and unfair business prac�ces. City prosecutors are dedicated to promo�ng and improving public safety and the quality of life in Alameda, through the fair, compassionate and effec�ve administra�on of jus�ce.
The Alameda Rent Program was created to implement the City’s Rent Ordinance. Program staff strives to promote equity and stability in the rental housing market, prevent unnecessary displacement of residents, and preserve the City’s housing supply. The program pursues this mission through educa�on; community engagement; and collabora�on with landlords, tenants, and the broader community.
The Risk Management func�on of the Office works with Departments to eliminate or mi�gate poten�al risk and preserve public property, as well as manage the City’s Workers’ Compensa�on program.
The Police Audi�ng func�on of the Office works objec�vely, independently and collabora�vely with the community, police officers, and city management to enhance community confidence in policing and accountability.
19 Exhibit 2
Organiza�onal Chart
Workplan Highlights
• Implement inspec�on and inves�ga�on services to support enforcement and prosecu�on of state and local fair housing/rent control laws, consumer protec�on laws, and general criminal laws.
• Expand capacity to handle domes�c violence, stalking, child/elder abuse, and related offenses, with the poten�al of onboarding of a domes�c violence vic�m advocate, and implementa�on of direct filing capabili�es with Alameda County Superior Court. • Implement Police Auditor Program.
• Con�nue to perform legal support for nego�a�ng and dra�ing all legal documents and suppor�ng and overseeing li�ga�on services required by all City departments. • Maintain systems to provide City Council, Boards and Commissions, and Department Heads with �mely and prac�cal informa�on on claims, li�ga�on, statutory compliance and changes in law to facilitate compliance and implement best prac�ces. • Synergis�cally integrate the Rent Program with the Public Rights team to implement and enforce the City’s Rent Program, with a focus on standing up in-house inspec�on services • 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 Sta�on at Alameda Point.
• Work with the Public U�li�es Board and Alameda Municipal Power to provide legal support on all aspects of public u�li�es law.
20 Exhibit 2
Performance Measures
2019 2020 2021 2022
Percentage of completed legal input on agenda
items consistent with internal deadlines
100% 100% 100% 100%
Number of lawsuits resolved 6 11 14 12
Number of general liability claims adjusted 73 71 57 68 Number of workers' compensation claims
adjusted
101 112 123 150
Number of prosecution cases reviewed for filing 220 454 641 Number of responses to Rent Program inquiries 6,291 9,071 8,368 8,911 City Atorney All Funds Summary – By Category
City Atorney General Fund Expenditures – By Category
21 Exhibit 2
City Atorney All Funds Expenditures – By Program
22 Exhibit 2
City Clerk’s Office
About Us
The City Clerk’s Office prepares City Council mee �ng agendas; records the proceedings of City Council mee �ngs; cer �fies and retains City Council legisla �on; maintains official City Council records; responds to records requests; and staffs the Open Government Commission. Addi�onally, the City Clerk’s Office manages campaign disclosure and economic interest filings; coordinates the Boards and Commissions appointment process; administers general and special municipal elec�ons in compliance with the City Charter and State of California laws; and is responsible for cer�fying any voter-ra�fied Charter amendments. To generate revenue, the Clerk’s Office accepts passport applica�ons and performs civil marriage ceremonies. Lastly, the cable television studio is under the City Clerk's Office.
The D
epartment’s mission statement is to serve the City Council, City staff and the public by documen�ng the ac�ons and preserving the records of the City Council; and administering open and impar�al elec�ons in accordance with statutory requirements.
Department Goals
1. Ensure compliance with the Sunshine Ordinance, Brown Act, Elec�ons Code, Fair Poli�cal Prac�ces Commission regula�ons and the Public Records Act.
2. Promote the highest level of customer service.
3. Provide accurate and impar�al elec�on informa�on to candidates, campaign commit ees and the public.
4. Generate revenue from civil marriage ceremonies and acceptance of passport applica�ons.
Organiza�onal Chart
23 Exhibit 2
Workplan Highlights
• The City Clerk’s Office upgraded the Council Chambers equipment in FY 2022 -23 and successfully managed the transi�on to hybrid mee�ngs for City Council, Boards and Commissions.
• In FY 2022-23, the City Clerk’s Office facilitated implementa�on of a uniform format for Board and Commission agendas.
• The City Clerk's Office is facing extremely high demand for passport appointments and passed a U.S. Department of State audit in FY 2022-23.
• There has been an increase in complex records request s, especially email searches; 2022 is the first full calendar year using NextRequest; the so�ware publically tracks public records requests superseding the prior performance measure; the database increases documents available on the City’s website and improves public access to informa�on. • In FY 2024-25, the City Clerk’s Office will conduct a general municipal elec�on on November 5, 2024.
• The City Clerk’s Office will address any proposed Elec�on Reform mat ers in FY 2023-24 and 2024-25.
• In FY 2022- 23, an automated, self -scheduling tool was implemented for civil marriage ceremonies to provide bet er customer service and increase efficiency. • The Open Government Commission is staffed by the City Clerk's Office.
Performance Measures
2019 2020 2021 2022
Percent change in the number of civil marriage
ceremonies performed
-20% -88% -75% 5300%
Percent change in the number of passport
applications accepted
14% -79% 13% 228%
Percent of draft minutes provided to Council for
approval within two regular meetings
100% 100% 100% 100%
24 Exhibit 2
City Clerk All Funds Summary – By Category
City Clerk General Fund Expenditures – By Category
City Clerk All Funds Expenditures – By Program
25 Exhibit 2
City Manager's Office
About Us
The City Manager’s Office is responsible for implemen�ng and communica�ng the City Council’s vision, strategic plan, and policy direc�on, providing leadership and direc�on to City Departments, and fostering community partnerships, economic development, and interagency collabora�on.
The City Manager’s Office supports the City Council’s efforts to engage in legisla�ve advocacy at the local, state, and federal levels. The City Manager’s Office also supports the Housing and Human Services Division.
The mis
sion statement of the department is to manage the City’s opera�ons consistent with City Council direc�on within the context of the City’s fiscal resources and plan strategically to achieve the long-term community vision.
The Ho
using and Human Services Division (HHS) facilitates the preserva �on, rehabilita�on and construc�on of affordable housing in Alameda; implements the affordable housing requirements of the City’s Inclusionary Housing Ordinance; supports residents who are homeless or at risk of homelessness by providing services and shelter, and collaborates and funds community and social service providers whose programs preserve safety net services for low -income residents, including, but not limited to children, youth, seniors and persons with disabili�es. HHS staff also support the Social Service Human Rela �ons Board (SSHRB) and the Alameda Collabora �ve for Children, Youth and their Families (ACCYF).
Department Goals
1. Provide leadership in the development of solu�ons to the fiscal challenges, including reducing costs, fostering economic development, exploring new revenue sources, and promo�ng interdepartmental coopera�on.
2. Support City Council Strategic Plan to Enhance Community Safety and Services, Invest in Transporta�on and Infrastructure, Build Resilience to Climate Change and Water Level Rise, House All Alamedans and Prac�ce Fiscally Responsible and Inclusive Governance.
3. Support opportuni�es for the City Council to play a leadership role at the regional, state, and federal level on issues of importance to the community.
4. Promote interagency rela�onships with other public en��es to ensure efficient and effec�ve service delivery.
5. Foster effec�ve working rela�onships with the business community and other public and private partners.
6. Oversee public informa�on ac�vi�es including media rela�ons, community outreach and engagement, social media, website, broadcast email communica�ons, printed materials. and marke�ng efforts.
7. Support and lead the Housing and Human Services Department to provide services, projects and programs to support people who are homeless, at risk of homelessness or are low income. 26 Exhibit 2
8. Support the development of Diversity, Equity, Inclusion, and Belonging recommenda�ons and promote policies and procedures to support a workplace in which all employees are valued and can perform their best.
9. Con�nue to implement effec�ve communica�on and professional support of all city employees.
Organiza�onal Chart
Workplan Highlights
• Coordinate and support departments to implement the City Strategic Plan and all other citywide plans, including, but not limited to, the General Plan and Housing Element, Ac�ve Transporta�on Plan, Public Works Strategic Plan, Sidewalk and Sewer Master Plans, ADA Transi�on Plan, Library Strategic Plan, The Road Home: A 5-Year Plan to Prevent and Respond to Homelessness in Alameda, Climate Ac�on and Resiliency Plan, Urban Forest Plan and Economic Development Strategic Plan.
• Complete the Diversity, Equity, Inclusion and Belonging Plan and begin implementa�on. • Complete citywide Communica�ons Plan and begin implementa�on. • Address housing issues and homelessness by opera�ng Dignity Village, con�nue implemen�ng programs and services, iden�fying gaps in service and grants for funding new or expanded ini�a�ves, facilita�ng construc�on of new housing for all income levels, and implemen�ng HEAP and HHAP funding for homeless services. 27 Exhibit 2
• Act on climate change and emergency preparedness by con�nuing implementa�on of the Climate Ac�on Plan and the 5-year update, Urban Forest Plan and con�nuing to build the City’s disaster response and resiliency.
• Maintain a high level of public safety and quality of life, including the con�nued priori�za�on of Alameda’s high-quality parks, streetscape, and community ameni�es. • Plan for fiscal and organiza�onal stability by ensuring a fiscally sustainable budget, including exploring poten�al revenue measures and new cost recovery op�ons, cost -efficient investments in new technology, and ways to address the City’s substan�al post-employment obliga�ons.
• Foster collabora�ve and transparent working rela�onships with the City’s many community, regional, and other public and private partners on its delivery of services and implementa�on of programs and projects.
• Communicate �mely and accurate informa�on to Alameda residents and businesses regarding City programs and services.
• Promote a workplace culture within the City organiza�on that supports employee rela�ons and encourages diversity, collabora�on, and innova�on.
• Implement the 2023-2025 Leg isla�ve Agenda that g uides the City ’s leg isla�ve advocacy efforts and advances the City Council’s priori�es.
• Seek federal and state funding for Alameda programs, safety improvements, cri�cal infrastructure needs, and affordable and suppor�ve housing.
Performance Measures
2019 2020 2021 2022
Average number of monthly website users 28,920 48,500 66,975 45,485 Number of Social Media followers 11,973 19,040 20,942 24,482 City Emergency Alert Subscribers
23,838 27,928 30620
AC Alert Subscribers 4,875 11,015 13,680 16,179
Below Market Rate Sale/Resale 1 0 1 8
CDBG Public Services (People Served) 5,000 5,000 11,000 9,000 CDBG Residential Rehab 29 14 4 3
28 Exhibit 2
City Manager All Funds Summary – By Category
City Manager General Fund Expenditures – By Category
29 Exhibit 2
City Manager All Funds Expenditures – By Program
30 Exhibit 2
Finance
About Us
The Finance Department provides strategic financial visioning for the City’s fiscal security; comprehensive financial services for the City; provides �mely and accurate financial reports in support of the City’s elected City Auditor; maintains integrity of informa�on in the City's financial systems and monitors internal controls; processes payments; processes payroll; collects deposits and records City revenues; manages the City's investments in support of the elected City Treasurer; manages City’s banking rela�onship; and issues and restructures the City's and Successor Redevelopment Agency’s bond issues and debt; acts in a fiduciary capacity for the assessment districts.
The m
ission of the Finance Department is to promote financial security, accountability, and transparency while providing excep�onal financial management services to the City of Alameda.
We strive to enhance the City’s financial stability by impleme n�ng sound fiscal policies and prac�ces, op�mizing revenue collec�ons, managing expenses effec�vely, and providing �mely and accurate financial informa �on to support informed decision making. Our commitment to excellence, integrity, and teamwork drives our daily opera �ons and enables us to support the City’s strategic priori�es and goals.
Department Goals
1. Manage the financial resources of the City, consistent with financial policies and budget principles established by the City Council.
2. Provide �mely budget and financial reports to City departments to as sist in mee�ng departmental missions.
3. Ensure sound budget and expenditure control oversight and repor�ng of the City’s funds to protect the fiduciary interest of the community.
4. Administer City expenditures in conformance with municipal code requirements for contracts and payables.
5. Update or establish writ en documenta�on for various finance policies and procedures.
6. Develop and implement a Municipal Fiscal Resilience Plan.
7. Develop a 5-year fiscal forecast document to help inform the biennial budget process.
8. Create an equity lens for the city budget.
9. Process the Annual Comprehensive Financial Report in house.
10. Implement results of banking services request for proposals. 31 Exhibit 2
Organiza�onal Chart
Workplan Highlights
• The Finance Department will present quarterly investment and financial reports to keep the City Council informed of the City's financial health.
• The department will con�nue to refine the new enterprise resource planning system for the accoun�ng, payroll, accounts payable, and treasury/cash management func�ons. • The department will update financial policies with guidance from the Government Finance Officers Associa�on.
• The department will review opera�ng procedures in the recently implemented Enterprise Resource Planning and OpenGov Budget Builder systems and evaluate the extent to which the systems are mee�ng customer service needs and could be improved to increase business process efficiencies.
32 Exhibit 2
Performance Measure
2019 2020 2021 2022
Percent of business licenses issued within 14
days (from receipt of completed application)
94% 92% 90% 91%
Finance General Fund Summary – By Category
Finance Expenditures – By Program
33 Exhibit 2
Fire
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 Administra�on, Emergency Opera�ons, Emergency Medical Services, Training, Disaster Preparedness, and Fire Preven�on Divisions are prepared to ensure day-to-day readiness in the all -hazards emergency response pla�orm. The Fire Chief provides leadership and support for the effec�ve delivery of these services.
The
Department’s mission statement is to mi �gate the impact of hazardous situa �ons on life, property, and the environment through effec �ve response, preve n�on, and preparedness programs.
Department Goals
1. Protect and preserve the lives and property of Alameda’s residents, visitors, a nd business community during all risk/all-hazard emergencies.
2. Iden�fy and implement funding sources to navigate economic challenges and sustain viable fire and emergency medical services to meet the needs of the community in a fiscally responsible manner.
3. Analyze current and disaster water supply challenges and enhance as allowed with funding.
4. Ensure department fleet and equipment are maintained and replaced as needed to meet opera�onal readiness and industry standards.
5. Seek opportuni�es for professional development for all ranks of the organiza�on and create a comprehensive succession plan.
6. Explore opportuni�es for the Alameda Community Assessment Response and Engagement (CARE) Team to enhance services for clients.
7. Hire and promote a culturally and gender diverse workforce throughout the department that is reflec�ve of the community.
8. Adjust service delivery as needed and develop short- and long-term goals to ensure we are mee�ng the na�onal standards for emergency service delivery currently and in the future.
9. Review, update, and exercise disaster response plans to ensure all risk preparedness for the community and test surge capacity for the Department.
10. Provide for the safety and mental wellness of the workforce. 34 Exhibit 2
Organiza�onal Chart
Workplan Highlights
• Analyze and u�lize a department -wide analysis of service delivery throughout all divisions within the organiza�on through the use of objec�ve 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 organiza�on are filled in a �mely manner .
• Con�nue to evaluate and improve the Alameda CARE Team program to meet the mental and mobile integrated health needs of the community in close coordina�on with our contracted vendors and the Alameda County Emergency Medical Services Agency. • Create and foster regional partnerships to assist with department training needs and opera�onal surge capacity requirements.
• Con�nue 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, coordina�on of emergency drills and exercises.
• Con�nually review and revise department policies to ensure that all department documenta�on is up to date and in alignment with ensuring that opera�onal readiness and customer service delivery are maintained as the organiza�on’s top priority. 35 Exhibit 2
Performance Measures
2019 2020 2021 2022
Percent of fire calls responded to within 6:16 min 87.4% 88.3% 86.4% 82.0% Percent of Emergency Medical Services (EMS)
calls responded to within 4:36 min
65.9% 56.8% 60.4% 61.8%
Number of additional residents trained in
Community Emergency Response Team (CERT)
73 0 5 11
Percent of apartment, commercial, hazmat, and
state licensed facilities inspected annually
80% 45% 66.60% 81%
Fire All Funds Summary – By Category
36 Exhibit 2
Fire General Fund Expenditures – By Category
Fire All Funds Expenditures – By Program
37 Exhibit 2
Human Resources
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 effec�vely serve the needs of the City and community.
The H
uman Resources Department administers labor rela�ons, classifica�on and compensa�on, employee benefits, 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 at rac�on and selec�on of City employees; maintains an equitable and compe��ve salary and benefits structure; coordinates required and career development training programs for City employees; and strives to promote and maintain a posi�ve labor rela�ons climate between the employee bargaining units and the City.
Department Goals
1. Be a strategic partner to the Execu�ve Management Team by developing and implemen�ng a Human Resource approach that supports con�nuous improvement, collabora�on, and a progressive and produc�ve work environment that meets the challenges of the organiza�on.
2. Provide excellent and proac�ve customer service to City departments in mee�ng the challenges and demands of workforce planning.
3. Assist with the compe��veness of the City for at rac�on and reten�on of qualified staff.
4. Ensure that the City is in compliance with all federal and state mandates.
5. Create an environment where employees feel supported, understand expecta �ons and con�nue to grow.
6. Provide support for the Citywide Safety program including development and upda �ng of Safety policies, employee training and ongoing communica�on.
7. Con�nue the process of digi �zing legacy data to increase access and availability to legacy informa�on.
8. Begin the process of reviewing classifica�on job specifica�ons and upda�ng them to meet the needs of the City with a Diversity, Equity, Inclusion and Belonging (DEIB) approach. 38 Exhibit 2
Organiza�onal Chart
Workplan Highlights
• Con�nue to par�cipate in the development and implementa�on 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 implementa�on through all structures, services, policies, prac�ces and procedures.
• Develop and implement a revised Performance Management Program that streamlines the performance evalua�on process to ensure the process is effec�ve and �mely. • Expand the professional development program to provide for training of employees at all levels of the organiza�on and to provide for succession planning. • Con�nue to develop the Citywide Safety Program to ensure compliance with all state and federal requirements and develop a wellness component addressing the physical and mental wellness of City Staff.
• Facilitate resolu�on of numerous sensi�ve employee rela�ons issues and inves�ga�ons. • Con�nue to provide leadership training to managers and supervisors.
Performance Measures
2019 2020 2021 2022
Average Applications Received Per Recruitment 40 69 51 49 Average Length of Time (days) to Provide an
Eligible List
42 29 34 39
Number of full-time appointments completed in
the calendar year
80 53 58 83
Percent of full-time employees receiving annual
performance evaluations
51% 40% 22% 18%
39 Exhibit 2
Human Resources All Funds Summary – By Category
Human Resources General Fund Expenditures – By Category Human Resources All Funds Expenditures – General Fund vs. Non- General Fund
40 Exhibit 2
Information Technology
About Us
The Informa�on Technology department is in year 5 of the City’s 3-to-5-year Strategic Technology Master Plan and is ready for a refresh of the Strategic Technology vision. The plan provides a consensus road map for the future technology milestones.
We pr
ovide internal support and oversee the technology infrastructure and daily needs of the City.
The department leads the design, selec �on, and implementa �on of a variety of technology solu�ons for all City departments and promotes modern technological and telecommunica �on growth as well as promo �ng digital dexterity to prepare the City to use new and exis �ng technology for bet er business outcomes.
Infor
ma�on Technology also collaborates with community partners to foster shared benefits through the use of technology assis �ng in at rac �ng high-tech organiza�ons to the city and implemen�ng the 10 goals in the Smart City Master Plan developed with our community stakeholders.
Department Goals
1. Con�nue the annual PC replacements on a 4 -to-5-year cycle and migrate from trad i�onal desktops to mobile devices to accommodate remote working staff.
2. Implement the recommenda�ons from the Refreshed Strategic Technology Master Plan.
3. Con�nue suppor�ng the daily technology opera�ng needs.
4. Re-establish quarterly departmental mee�ngs as part of our IT Governance strategy plan.
5. Con�nue implemen�ng the GIS Strategic Plan goals and follow the GIS roadmap to migrate to an enterprise GIS environment.
6. Follow the Na�onal Ins�tute of Standards and Technology (NIST) to adhere to best prac�ces for informa�on technology and con�nue deploying cyber security training to improve internal threat awareness.
7. Con�nue planning for business con�nuity and disaster recovery using cloud technology as a role in disaster recovery.
41 Exhibit 2
Organiza�onal Chart
Workplan Highlights
• Complete implementa�on of the 5-year Strategic Technology Plan that includes migra�ng to Microso� Office 365 and replacing the outdated phone system and ini�ate a refresh of the Strategic Technology Plan.
• Cybersecurity: The City’s baseline Phishing Training campaign launched in 2020 had the City at 16.3% phish-prone. A�er con�nued internal trainings, the City’s phish-prone percentage has been consistently under 3% on the current simula�on campaign we are running. • The department is in year 1 of the 5-year Geographic Informa�on System (GIS) Roadmap that will benefit mul�ple departments and the community and is working with departments to develop visual maps for public to bet er understand city projects. • Proac�vely seeking State and Federal funding opportuni�es for fiber projects and addressing the digital divide as part of the Smart City Master Plan that includes:
o Free Public Wi-Fi using exis�ng technology (Ci�zen Band Radio Spectrum (CBRS) o Affordable Connec�vity Program $30 internet vouchers
o Working together with our Telecommunica�on Partners
• Con�nue fostering an informa�on technology form of governance approach to keep strategic technology projects on target and communicated to city stakeholders.
Performance Measures
2019 2020 2021 2022
Number of blocked malicious intrusions 3,562 9,948 13,443 15,012 Number of service request tickets submitted and
resolved
3,562 4,354 4,206 4,134
Percent of completed tickets meeting SLA -
"High" Priority
97% 100% 100% 100%
Percent of completed tickets meeting SLA -
"Medium" Priority
60% 83% 62% 68%
Percent of completed tickets meeting SLA -
"Low" Priority
66% 78% 80% 83%
42 Exhibit 2
Informa�on Technology All Funds Summary – By Category
Informa�on Technology All Funds Expenditures – By Program 43 Exhibit 2
Library
About Us
The Alameda Free Library is recognized by the community as a rich and diverse resource for reference, cultural enrichment, and community interac�on and involvement for all ages. By providing to the public the materials, services, and programs they need – including wide-rangin g collec�ons of print, eBooks, audio and visual materials, and streaming services that complement the available online research databases – Alamedans are bet er able to advance their educa�onal, professional, and recrea �onal goals. In addi�on, the three Alameda Free Libraries offer public computers with free Wi-Fi access and the Main Library makes mee �ng rooms available for the public to rent. The Friends of the Alameda Free Library operate both Dewey’s Friends Café and the new Books for Friends used bookstore in addi �on to their semiannual book sales and other fundraising ac�vi�es.
The mi
ssion of the Library is to foster individual and community enrichment, resourcefulness, and connec�on through a welcoming, knowledgeable staff and easily accessible collec�ons, facili�es, and virtual space.
Department Goals
1. Follow the Strategic Vision to offer “More of It…Make People Love It,” encouraging all Alamedans to fall in love with the Library.
2. Con�nue to find ways to narrow the digital divide by increasing and improving access and instruc�on to technology.
3. Review policies and procedures to find ways to increase equity and accessibility of library services to all segments of the community.
4. Provide a wide -ranging and diverse collec�on of books, online resources, and other library materials to meet the needs and interests of the community.
5. Take the Library to the community through increased outreach opportuni�es.
6. Provide library programs in both in-person and virtual formats and produce publica�ons to educate, enrich, and inform library users.
7. Work to make the library inclusive, welcoming, responsive, and efficient.
Workplan Highlights
• Promote enhanced Kindergarten readiness by developing prog ramming and materials specifically for babies, toddlers, and preschoolers.
• Expand the free Mobile Hot Spot lending program.
• Narrow the digital divide by launching a Laptop Lending program. • Promote access and training to technology through in- house computer courses and online learning offerings.
• Introduce the Bridge Card, which will provide library access to unhoused individuals and others without proof of address.
44 Exhibit 2
Organiza�onal Chart
Performance Measures
2019 2020 2021 2022
Number of Visitors - Main Library 346,575 74,027 63,339 127,326 Number of Visitors - West End Branch 32,580 7,125 5,739 14,447 Number of Visitors - Bay Farm Island Branch 55,876 10,383 7,224 15,867 Number of Items Lent Electronically 33,969 45,705 50,482 54,321 Number of Items Lent - Main Library 317,499 267,969 403,589 207,522 Number of Items Lent - West End Branch 49,804 18,045 7,963 17,806 Number of Items Lent - Bay Farm Island Library 75,387 21,074 16,880 24,096 Number of Programs Offered 771 577 4,624
Number of Program Participants 19,596 23,951 26,678
Number of Users of the Computer Lab 1,206 285 377 981
45 Exhibit 2
Library All Funds Summary – By Category
Library All Funds Expenditures – By Program
46 Exhibit 2
Planning, Building & Transportation
About Us
The Planning, Building & Transporta�on Department is responsible for guiding, facilita�ng, and implemen�ng land development, building, sustainable development, and transporta�on planning ini�a�ves consistent with City Council adopted plans and community goals. The department strives to provide a safe, well -designed, economically diverse and financially/environmentally sustainable community by implemen�ng and enforcing General Plan policies, Zoning Regula�ons and Building Codes; and suppor �ng the Planning Board, Historical Advisory Board, and Transporta�on Commission.
The P
lanning, Building & Transporta�on Department is comprised of four divisions:
Building Permit Processing and Inspec�on
The Building Division includes several primary func�ons: Permit Processing, Inspec�on, and Code Enforcement. The Permit Processing and Inspec�on Programs provides centralized City permi�ng func�ons at the Permit Center, including public informa�on, applica�on review and acceptance, rou�ng, fee collec�on, and issuance of all permits. In addi�on 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 regula�ons. This program also provides daily inspec�ons of construc�on, plumbing, electrical, and mechanical work at job sites to ensure all work conforms to current code requirements. The Code Enforcement program enforces Building, Health and Safety and Municipal Codes, inspec�on and enforcement of substandard housing and dangerous buildings, non-compliant land use and businesses, unpermit ed structures and related life-safety and quality of life mate rs.
Planning
The Planning Program provides guidance and technical exper�se 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 implemen�ng the City’s General Plan, Zoning Ordinance and related Municipal Codes, as well as ensuring compliance with State and Federal regula�ons regarding the protec�on of the environment, affordable housing and en�tlement processing. Planners are also working on implemen�ng ac�on items in the Climate Ac�on and Resiliency Plan to reduce the community’s overall carbon footprint.
Transporta�on Planning
The Transporta�on Planning Program oversees Citywide transporta�on planning efforts with a focus on planning and designing safer mul�modal streets, in close coordina�on with the Public Works Department and consistent with the City’s Transporta�on Element of the General Plan, the Transporta�on Choices Plan, the Complete Streets Policy, Vision Zero and all specific modal plans. 47 Exhibit 2
Climate Ac�on & Resiliency
The Climate Ac�on and Resiliency Division implements the Climate Ac�on and Resiliency Plan to reduce citywide greenhouse gas emiss ions and achieve net zero carbon emissions as soon as possible through clean buildings and transporta�on, carbon sequestra�on, and reduced waste, as well as equitably adapt our city to handle current and future climate change impacts.
Department Goals
1. Achieve the City Council’s Strategic Plan priori�es.
2. Maintain a balance between current and advanced planning needs.
3. Maintain high levels of customer service.
4. Grow department produc�vity and efficiency.
5. Improve staff growth opportunity and reten�on.
6. Facilitate investment in sustainable property improvements.
7. Grow housing and job opportuni�es.
8. Maintain and implement the General Plan, Zoning Ordinance, Building Codes, Climate Ac�on and Resiliency Plan, and adopted Transporta�on plans.
Organiza�onal Chart
48 Exhibit 2
Workplan Highlights
• Provide excellent service to approximately 13,000 customers annually. • Expedi�ously process approximately 7,000 Building Permit applica�ons and approximately 650 design review, use permit, home occupa�on, and other land use planning en�tlements annually.
• Service and facilitate excellent decision making for approximately 20 Planning Board mee�ngs, 10 Historical Advisory Board mee�ngs, and 10 Transporta�on Commission agenda packets annually.
• Fill key staff m anagement posi�ons in Planning, Permit Center, Transporta�on, and Code Enforcement func�ons and establish a succession plan for key posi�ons. • Complete the necessary Alameda Municipal Code amendments to support and facilitate the City’s General Plan, Housing Element, Climate Ac�on and Resiliency Plan, and Transporta�on Choices Plan.
• Complete the update of the Objec�ve Design Review Standards, Subdivision Ordinance, and the Inclusionary Housing Ordinance.
• Implement the Bicycle and Pedestrian Plans (Ac�ve Transporta�on Plan) and the Project Ini�a�on Documents for the Alameda/Oakland Bicycle and Pedestrian Bridge. • Support and assist AC Transit and WETA to rebuild ridership a�er the COVID-19 Pandemic. • Complete key climate ac�on priori�es such as expanding EV charging and implemen�ng the Equitable Building Decarboniza�on Plan.
Performance Measures
2019 2020 2021 2022
Percent of total building permits issued same day
(Goal 50%)
11% 18% 38% 52%
Percent of same day permits issued same day
(Goal 100%)
77% 100% 100% 100%
Percent of inspections conducte d as scheduled by
customer (Goal 100%)
97% 97% 98% 98%
Percent of reported high priority code violations
responded to annually (Goal 100%)
76% 78% 81% 100%
Percent of Planning entitlements with first review
completed within 30 days (Goal 100%)
98% 98% 99% 100%
Number of injury collisions (Goal 0) 273 167 158 175
Number of fatal collisions (Goal 0) 1 4 4 1
Number of bike and pedestrian collisions (Goal 0) 73 57 44 49 49 Exhibit 2
Planning, Building & Transporta�on All Funds Summary – By Category
Planning, Building & Transporta�on General Fund Expenditures – By Category
50 Exhibit 2
Planning, Building & Transporta�on All Funds Expenditures – By Program Transporta�on Capital Projects (Refer to Exhibit 3 for addi�onal details) 51 Exhibit 2
Police
About Us
The Alameda Police Department is authorized for 88 sworn officers and 34 full-�me professional staff posi�ons within numerous opera�ng units and divisions, including Patrol, Inves�ga�ons, Traffic, Communica�ons, Iden�fica�on, Records, and Property and Evidence. The department is responsible for protec�ng 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 collabora�vely with the City Manager’s Office, other City departments, policy makers, and the community to address crime and traffic safety concerns. To increase efficacy in these public safety efforts, the department uses a data-driven and intelligence led approach. This strategy reduces the policing footprint, improves public confidence, and mi�gates risk while providing excellent service to all residents and visitors of Alameda.
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.
Department Goals
1. Inculcate, into culture and opera�ons, all six pillars of the final report created by the 21st Century Policing Task Force.
2. Recruit, hire, train, and develop qualified people from diverse communi�es.
3. Develop and expand community rela�onships through customized and needs specific service.
4. Implement an intelligence-led and data driven approach that is procedurally just to reduce crime and traffic concerns.
5. Formally recognize excep�onal employee performance.
Workplan Highlights
• Con�nue to provide traffic safety, enforcement, and educa�on services to the community. • Con�nue to work collabora�vely with other City departments on disaster preparedness efforts by par�cipa�ng in the Alameda Disaster Council and scenario -based table -top training exercises.
• Achieve all state-mandated training for all department personnel. • Parolees, proba�oners, and registered sex offenders living within Alameda will con�nue to be strictly monitored.
• Contribute to the unhoused popula�on by being a resource to a broader and collabora�v e working group that includes relevant City departments, community- based organiza�ons, Alameda County partners, and other related stakeholders. • Work to con�nue and build upon the already achieved recommenda�ons by the City Manager’s Steering Commit ee.
• Explore new technology to improve opera�onal efficacy and overall service. 52 Exhibit 2
Organiza�onal Chart
Performance Measures
2019 2020 2021 2022
Parole/probation searches and compliance
checks of persons subject to sex registration
12 9 1 8
Priority 1 calls for service 6,479 5,960 5,354 7,930
Non-Priority 1 calls for service 69,477 52,175 48,821 55,345 Percentage of 911 answering standards met 99% 99% 99% 99% Moving violations cited 5,298 2,042 1,373 2,059
Moving violations warning
1,182 1,712
53 Exhibit 2
Police All Funds Summary – By Category
Police General Fund Expenditures – By Category
54 Exhibit 2
Police All Funds Expenditures – By Program
55 Exhibit 2
Public Works
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 con�nuously- evolving organiza�on striving to be the best Public Works Department.
The de
partment reviews land development proposals; implements transporta�on 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 graffi � 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 facili�es.
Department Goals
1. Con�nue addressing deferred maintenance at City buildings and other public infrastructure.
2. Con�nue renewing backbone infrastructure at Alameda Point.
3. Con�nue implemen�ng and ensuring compliance with the Climate Ac�on and Resiliency Plan, Transporta�on Choices Plan, Vision Zero Ac�on Plan, Zero Waste Implementa�on Plan, Green Infrastructure Plan, Sewer Consent Decree and SB 1383/Short -Lived Climate Pollutant Reduc�on Strategy.
4. Deliver cri�cal items from the Public Works Strategic Plan in the areas of Resilient Workforce, Sustainable Funding, Reliable Infrastructure, and Effec�ve Service Delivery.
5. Achieve 95% injury-free workdays.
6. Achieve less than 5% vacancy rate con�nuously.
Workplan Highlights
• Begin construc�on for the Clement Avenue and Central Avenue Safety Improvement projects. • Dredge Lagoon 5 and complete cleaning of Bayview ou�all culvert. • Design Alameda Point Adap�ve Reuse Backbone Infrastructure, Phase 2 and Phase 3 all u�li�es.
• Convert City Hal l West’s lawn to a drought tolerant landscape, thereby improving the building’s resiliency.
• Con�nue upgrading traffic signal equipment and complete signal upgrades for Cross Alameda Trail between Main Street and Wilma Chan Way.
• Implement high priority recommenda�ons in the forthcoming ADA Self -Assessment and Transi�on Plan.
• Complete a 5-year update to the Sewer System Management Plan. • Complete Fiscal Impact Analysis for Marina Cove I & II, as well as other Special Financing District audit recommenda�ons (opera�ons manual, Engineer’s Report improvements) • Implement improvements at the Civic Center Parking Structure to improve safety and usability.
• Improve security and install card reader access at City buildings. 56 Exhibit 2
Organiza�onal Charts
Maintenance and Opera�ons
Administra�on and Engineering
57 Exhibit 2
Performance Measures
2019 2020 2021 2022
Percent of sewer mains and associated lower
laterals replaced per plan. (Target: 3 miles/year)
100% 100% 100% 100%
Percent of streets resurfaced per plan. (Target
4.5 miles/year)
67% 76% 76% 78%
Percent of trees pruned per plan. (Target:
3,600/year)
112% 86% 89% 76%
Percent of sidewalk repairs completed per plan.
(Target: 14,000 Linear Feet/year)
96% 92% 100% 75%
Percent of waste diverted from landfills (Landfill
Diversion Rate). (2017 Target 80%, 2016 Target:
77%)
77% 78% 79% 79%
Percent of Capital Improvement Projects
completed on budget and per plan. (Target:
90%)
75% 75% 88% 78%
Percent of public service requests responded to
within 1 business day. (Target 75%)
78% 74% 74% 76%
Public Works All Funds Summary – By Category
58 Exhibit 2
Public Works General Fund Expenditures – By Category
Public Works Maintenance and Opera�ons Expenditures – By Program
59 Exhibit 2
Public Works Administra�on & Engineering Expenditures – By Program Public Works Capital Projects (Refer to Exhibit 3 for addi�onal details) 60 Exhibit 2
Recreation & Parks
About Us
The Recrea�on and Parks Department provides places and programs for tots, youth, teens, adults, families, and seniors through:
• Athle�cs
• Classes and camps
• Mas�ck Senior Center
• A�erschool and summer programs
• Community events
• Programs for people with developmental disabili�es
• Picnic and facility rentals
• Trips
• Leadership
• Outdoor ac�vi�es
The de
partment manages 26 parks totaling 193 acres with playgrounds, recrea�on centers, picnic and rental facili�es and trails plus 17 recrea�on facili�es including Mas�ck Senior Center, public boat launches, skatepark, gym, model airplane field, and athle �c fields. The department administers the contracts for the opera �on of Corica Park – a 45- hole golf complex. Throu gh ongoing park maintenance, improvements and new park projects, the department provides high quality parks and programs that enhance the quality of life in Alameda.
Department Goals
1. Provide recrea�on ac�vi�es that are responsive to community needs. Ensure ac�vi�es and facili�es are affordable, innova�ve, inclusive, and accessible.
2. Maintain clean and enjoyable parks and recrea�on facili�es while con�nuing to expand these facili�es as community interests expand.
Workplan Highlights
• Con�nue to iden�fy funding sources, such as grants and dona�ons, for park projects including De-P a v e P a r k , J e a n S w e e n e y O p e n S p a c e P a r k P h a s e s 2 a n d 3 , E s t u a r y P a r k P h a s e 2 , C i t y Aqua�c Center, and playground replacement projects.
• Incorporate maintenance of three new public parks built by housing developers at Alameda Point and Alameda Landing that are under Recrea�on 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 renova�ng park ligh�ng, pathways, and facili�es.
• Con�nue to expand recrea�on programs and ac�vi�es 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 communi�es.
61 Exhibit 2
• Address growing community facility needs including expanding the skate park, conduc�ng a feasibility study of a BMX park, improving pickleball, basketball and tennis courts, building a new dog park as well as iden�fying and implemen�ng op�ons for a City Aqua�c Center .
Organiza�onal Chart
Performance Measures
2019 2020 2021 2022
Percent of respondents rating the quality of
recreational programs as good or excellent
65% 87% 86.50% 88%
Percent of respondents rating the cleanliness of
recreational and parks facilities as good or
excellent
78% 78% 78% 78%
Payroll dollars saved through Senior Center
volunteer hours
$598,860 $163,738 $148,487 $313,200
Percent of recreation expenses covered through
fees and revenues
77% 28% 55% 95%
Percent change of total gross revenue for the
Chuck Corica Golf Complex
18% -23% 26% 30%
62 Exhibit 2
Recrea�on & Parks All Funds Summary – By Category
Recrea�on & Parks General Fund Expenditures – By Category
63 Exhibit 2
Recrea�on & Parks All Funds Expenditures – By Program
64 Exhibit 2
Parks Capital Projects (Refer to Exhibit 3 for addi�onal details) 65 Exhibit 2