City of Oakland, California
Proposed Policy Budget
FY 2003- 05
City of Oakland, California
Adopted Policy Budget
FY 2003- 05
City of Oakland
FY 2003- 05 Adopted Policy Budget
Jerry Brown
Mayor
Members of the City Council
Ignacio De La Fuente ( District 5)
President
Nancy Nadel ( District 3)
Vice- Mayor
Desley Brooks ( District 6) Jean Quan ( District 2)
Jane Brunner ( District 1) Larry Reid ( District 4)
Henry Chang, Jr. ( At- Large) Danny Wan ( District 7)
Deborah Edgerly
Interim City Manager
Prepared by
Office of the City Manager
Budget Office
Marianna Marysheva
Budget Director
Budget & Financial Analysts
Support Staff
Scarlet Ku
Kirby Smith
Cheryl L. Taylor
Robert R. Davila
Stephanie Hom
Myra Jew
Jeff Johnson
Rowena Quindiagan
Nai Phan
Julie To
Connie L. Chu
Pauline Feng
Kinji Wooten
Elected Officers
John Russo, City Attorney
Roland Smith, City Auditor
Appointed Officers
Deborah Edgerly, Interim City Manager
Ceda Floyd, City Clerk
Assistant City Manager
George G. Musgrove
Agency and Department Directors
Claudette R. Ford
Public Works
Carmen Martinez
Library Services
Bill Noland
Finance & Management ( Interim)
Dennis Power & Samee Roberts
Cultural Arts & Marketing
Jim Ryugo
Parks & Recreation ( Interim)
Gerald A. Simon
Fire Services
Richard Word
Police Services
Andrea Youngdahl
Human Services
Vacant
Community & Economic Development
Mission Statement
The City of Oakland is committed to the delivery of effective,
courteous and responsible service. Citizens and employees
are treated with fairness, dignity and respect.
Civic and employee pride are accomplished through constant
pursuit of excellence and a workforce that values and reflects
the diversity of the Oakland community.
The Government Finance Officers Association of the United States and Canada ( GFOA)
presented an award of Distinguished Budget Presentation Award to the City of Oakland for its
biannual budget for the fiscal year beginning July 1, 2001.
In order to receive this award, a governmental unit must publish a budget document that meets
program criteria as a policy document, as an operations guide, as a financial plan and as a
communications device.
The award is valid for a period of two years only. We believe our current budget continues to
conform to program requirements, and we are submitting it to GFOA to determine its eligibility
for another award.
September 15, 2003
Honorable Mayor Edmund G. Brown Jr.
Oakland, California
Subject: The City of Oakland’s FY 2003- 05 Adopted Policy Budget
Dear Mayor Brown:
On June 19, 2003, the City Council unanimously adopted the City’s fourth two- year
budget, providing funding appropriations covering the period from July 1, 2003 through
June 30, 2005.
The budget has been constructed over the past several months, with countless hours of
analysis, deliberation and decision- making. Our overall approach to this challenge was
to restructure and flatten the City administrative organization in order to minimize
impacts on citizens. I am confident that, given the circumstances, the FY 2003- 05
Adopted Policy Budget represents a sound and responsible funding strategy of which
the City can be proud.
Budget Development Context
The challenges we were facing during the FY 2003- 05 budget development were
significant and numerous. First, we had to consider the uncertain economy and be very
conservative in estimating local revenues. In contrast to the optimism generated by a
FY 2003- 05 Adopted Policy Budget – City Manager’s Transmittal Letter Page 2
robust economy at the outset of the FY 2001- 03 budget cycle, this conservative
approach stems from a slumping economy that has forced difficult budget adjustments
twice since the last budget was adopted: $ 28 million in June 2002, and $ 19.5 million in
February- March 2003.
Fortunately, the City has a broad diversity of revenues, both restricted and unrestricted,
and has been quite successful in securing grants and special revenues from the state
and federal governments. This diversity of revenues also poses a challenge in that
restrictions on many revenue sources limit our flexibility to shift funds freely to match
Mayor and Council priorities. For example, in the General Purpose Fund ( GPF), nearly
50 percent of our revenues are restricted for specific purposes, including voter approved
funding for libraries, Kids First, mandated firefighter staffing; charter requirements; state
and federal legislative requirements; debt service, leases, and contractual obligations.
Another 4 percent pays internal charges for services such as fleet maintenance and
building maintenance. Approximately 6 percent comes from cost- covering programs
funded by fees or grants. The “ discretionary” portion of the GPF budget is, therefore,
approximately 40 percent, from which we make choices to best meet our funding
priorities. It must be noted, however, that up to 32 percent of the 40 percent
“ discretionary” portion is spent on police protection, leaving only 8 percent for non-
Police discretionary spending.
The second challenge we considered during this budget development was the threat of
losing vehicle license fee ( VLF) “ backfill” revenues from the State. In the years since the
State reduced the fee paid by vehicle owners by 67.5 percent, Oakland and other cities
have received backfill revenues from the State General Fund. During the first stages of
the budget development, this backfill was jeopardized by the State’s own fiscal crisis. In
preparing this budget, we used a conservative assumption that only 50 percent of the
vehicle license fee backfill would be remitted to the City, resulting in the loss of $ 8.5
General Purpose Fund Discretion
Mandated Activities
50%
Discretionary
40%
Internal Service
Charges
4%
Revenue-
Generating Activities
6%
Grant Match
0%
Supported by
Designated
Revenue
0%
Police Protection
( 32%)
Other
( 8%)
FY 2003- 05 Adopted Policy Budget – City Manager’s Transmittal Letter Page 3
million in the GPF revenue in FY 2003- 04 and $ 9.0 million in FY 2004- 05 ( see graph
below).
The recently adopted State budget eliminates the VLF backfill and instead restores the
higher 1998 VLF rate. However, the higher VLF rate will only become effective for
vehicle owners whose registration expires after September 20. Therefore, cities will
receive neither the backfill nor their share of the higher VLF rate for most or all of the
June 20- October 1 period. This three- month time period is being referred to as the ‘ gap’.
It is estimated the revenue loss to Oakland as a result of this three- month delay may be
as high as $ 4.7 million.
However, even with the State budget in place, many unknowns remain that may impact
the City’s financial situation over the next few months. Among the most important
uncertainties is the California Governor recall election, which may result in the change
of powers at the State level, potentially leading to additional impacts on local
governments. At this time, with significant unknowns still in place, we feel that our
assumption regarding the potential $ 8.5 million to $ 9.0 million loss in State funds ( which
may equate to the 50 percent reduction in VLF backfill, or the loss of some other State
taxes, such as property and sales) is the most prudent one.
The third challenge we were facing during the FY 2003- 05 budget development was an
increase in employee compensation costs, and particularly the pension contribution we
make on behalf of our City associates. These increases were negotiated with our
employee labor unions and adopted by the City Council. New salary schedules went
into effect beginning July 1, 2002, while new pension benefits are coming onstream in
July 2003 and July 2004. At the same time, most City associates will now share the cost
of funding their pension accounts. Sworn Fire personnel have been contributing since
VLF Revenue
Historical and Anticipated in FY 2003- 05
$-
$ 5
$ 10
$ 15
$ 20
$ 25
FY 1997- 98
Actuals
FY 1998- 99
Actuals
FY 1999- 00
Actuals
FY 2000- 01
Adopted
FY 2001- 02
Adopted
FY 2002- 03
Adopted
FY 2003- 04
Adopted
FY 2004- 05
Adopted
million
MVL Tax MVL Backfill Payment
NOTE: Only 50% of VLF Backfill is assumed collected in Fiscal Years 2003- 04 and 2004- 05
FY 2003- 05 Adopted Policy Budget – City Manager’s Transmittal Letter Page 4
2001, and will continue contributing in this budget cycle at a 4 percent rate. Non- sworn
personnel Citywide are making a 3 percent pension contribution as of July 2002. In
addition, members of the Local 21 ( Management and Professional) employee union
have reached an agreement with the City to contribute an additional 3 percent to their
pension effective July 2003. Unrepresented ( i. e. non- unionized employees) are also
expected to make the additional 3 percent pension contributions, similar to the Local 21
employees. These contributions from our associates ease the City’s obligation, and
assist in meeting pension contributions that will increase by about $ 10 million in FY
2003- 04 ( to a total of $ 37 million) and another $ 8 million in FY 2004- 05 ( to $ 45 million).
Despite some of the challenges listed above, Oakland continues to attract strong
interest and much needed growth from private development. For the past three years,
we have seen accelerated growth in the assessed valuation of residential, commercial
and industrial properties within the City as our private and non- profit partners continue
to build infill developments and replace non- productive properties with vibrant new
development. Assessed valuation for the 2001 tax year was $ 20.7 billion ( up 7.36
percent from 2000); for 2002 it was $ 22.9 billion ( up 8.78 percent); in 2003 it grew to
$ 24.8 billion ( up 7.1 percent); and for 2004 it is $ 27.41 billion ( up 8.9 percent).
More housing and commercial projects are under construction or in various stages of
the approval processes. These include over one million square feet of commercial
development in the Jack London area; retail/ commercial development in the Oak to
Ninth corridor; the Uptown mixed use project; more than 400 housing units in the Leona
Quarry development; and approximately 480 units in a mixed use project on 14th Street
across from the Federal Building. In addition, we are in negotiations with national
retailers to bring large new shopping opportunities within Oakland’s borders.
As these retail and commercial projects are completed, they will add significant
numbers of jobs and tax revenues to Oakland’s economy. In addition, the growth of
passenger travel at the Oakland International Airport bodes well for hotel development
and increased hotel occupancy in the Hegenberger corridor and downtown. The future
is indeed strong, and gives us hope that our local revenues may become more robust
toward the end of the upcoming budget cycle.
Budget Overview and Recommendations
We are projecting revenue increases of only 2.2 percent in FY 2003- 04 in General
Purpose Fund ( over the year- end estimate for the current fiscal year), and another 3.6
percent in FY 2004- 05. This compares to a historical average annual growth rate of 4.6
percent during 1992- 2002, and takes into account a number of revenue enhancements
such as fee and fine increases. For this cycle, we are projecting little or no growth in
business license, hotel and real estate transfer taxes. We see modest growth in
property tax and service charges – the latter mainly due to fee increases and a
comprehensive parking meter repair program.
FY 2003- 05 Adopted Policy Budget – City Manager’s Transmittal Letter Page 5
The charts below present the breakdown of the General Purpose Fund revenues for FY
2003- 05, as well as their historical growth.
The FY 2003- 05 budget development process began with the comparison of the City’s
revenue base with future expenditures necessary to maintain the prior year’s level of
service. Given our assumptions of relatively flat revenues, increased labor costs, and
the probability of losing some or all of the vehicle license fee backfill, we projected a
General Purpose Fund shortfall of $ 37.5 million in FY 2003- 04, and another $ 10.8
million in FY 2004- 05 ( primarily due to increased pension costs taking effect).
The General Purpose Fund revenues and expenditures included in the FY 2003- 05
Adopted Budget total $ 387 million in FY 2003- 04 and $ 403 million in FY 2004- 05. The
General Purpose Fund supports 2,682 Full- Time Equivalent positions ( FTEs) in FY
2003- 04, representing a decrease of 191 positions from the prior year ( as of the FY
2002- 03 Midcycle Adopted Budget). In FY 2004- 05, the General Purpose Fund contains
funding for 2,662 FTEs, reflecting a decrease of an additional 20 positions from the first
year of the budget. Most reductions in spending and FTEs that were approved and
implemented in March 2003 were incorporated and made permanent in the FY 2003- 05
Adopted Budget.
The FY 2003- 05 Budget contains revenue projections for All Funds totaling $ 817 million
in FY 2003- 04, and $ 841 million in FY 2004- 05. The All Funds proposed appropriations
are $ 890 million in FY 2003- 04, and $ 898 million in FY 2004- 05. ( Note that differences
between proposed revenues and appropriations are mainly due to budgeting unspent
project carryforwards from FY 2002- 03, and using fund balances where available.).
At the All Funds level, FY 2003- 04 adopted appropriations support 4,248 FTEs in FY
2003- 04, and 4,230 FTEs in FY 2004- 05. This staffing level reflects a decrease of 259
FTEs the first year, and an additional 18 the second year. In effect, this budget returns
Oakland to an overall staffing level similar to that of FY 2000- 01, when the City had
4,216 total FTEs ( see graph on the following page).
GENERAL PURPOSE FUND REVENUE
FY 2003- 05 Adopted Budget
Other $ 790.58 Million
($ 132.84M)
16.8%
Service
Charges
($ 111.51M)
14.1%
Local Taxes
($ 308.64M)
39.0%
State
Taxes
($ 90.73M)
11.5%
Property Taxes
($ 146.86M)
18.6%
Historical Performance of Major GPF Revenues
$ 30,000,000
$ 50,000,000
$ 70,000,000
$ 90,000,000
$ 110,000,000
$ 130,000,000
$ 150,000,000
FY 2000- 01 FY 2001- 02 FY 2002- 03 FY 2003- 04 FY 2004- 05
Property Taxes State Taxes Local Taxes
Service Charges Other
FY 2003- 05 Adopted Policy Budget – City Manager’s Transmittal Letter Page 6
The budget development process demanded that we reflect upon the core functions of
City government and what it can and should provide. It forced us to reconsider the
value of every activity we perform; every service we provide. It forced us to evaluate
our strengths and our weaknesses. The result is a budget that reshapes the City
organization and provides more efficient use of the resources that we are entrusted to
manage. It refocuses the City on its most basic mission. But while we honed in on the
essence of what the City government of Oakland needed to be under these
circumstances, we did not lose sight of the heart and soul of our organization and of our
City.
As I stated at the outset, I am confident that this budget represents the best of our
thinking and puts us on solid ground to manage and mature during this difficult period.
When healthier times return, we will emerge stronger and better prepared to prosper.
Budget Principles
Faced with a funding gap in the General Purpose Fund of an estimated $ 37.5 million the
first year and an additional $ 10.8 million the second, we have adhered to sound
municipal budgeting principles:
·   Balance the budget without creating a structural deficit in the General Purpose
Fund.
·   Use one- time revenues only for one- time expenditures.
·   Maintain a 7.5 percent reserve level, in accordance with City Council policy.
Historical & Proposed Budget Summary
$ 0.0
$ 100.0
$ 200.0
$ 300.0
$ 400.0
$ 500.0
$ 600.0
$ 700.0
$ 800.0
$ 900.0
$ 1,000.0
appropriations ($ millions)
-
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
FTEs
appropriations ( in millions)
General Purpose Fund
$ 305.2 $ 315.9 $ 356.4 $ 378.3 $ 387.0 $ 403.0
appropriations ( in millions) All
Funds
$ 700.6 $ 689.3 $ 813.2 $ 839.9 $ 890.0 $ 898.0
FTEs General Purpose Fund 2,666 2,681 2,967 2,873 2,682 2,662
FTEs All Funds 4,218 4,216 4,556 4,507 4,248 4,230
adopted adopted adopted midcycle adopted adopted
FY99- 00 FY00- 01 FY01- 02 FY02- 03 FY03- 04 FY04- 05
FY 2003- 05 Adopted Policy Budget – City Manager’s Transmittal Letter Page 7
·   Develop a budget that identifies the staffing and resources allocated to, and
revenues generated by, specific programs that support the Mayor and City
Council goals.
Budget Highlights and Strategies
To preserve core programs and services and to minimize the necessity for employee
layoffs or service reductions, we have utilized strategies that reduce the cost of doing
business and raise certain fees and fines.
Reduce cost of doing business
At the core of this proposed budget is restructuring and flattening of City government to
maximize the efficiency of delivering services while minimizing reductions in the
services themselves. Following are highlights, by department, outlining some of the
ways that this strategy is applied.
City Manager’s Administration – The top management of City government is reduced in
this budget through the elimination of five positions, including an Assistant City
Manager, an Assistant to the City Manager, and support positions. In addition, a number
of positions have been transferred out to other funding sources, to reduce reliance on
the General Purpose Fund. Reductions in staffing alone in the City Manager’s Office
will save $ 0.7 million. At the same time, two positions, with the total cost of less than
$ 0.2 million per year, were added to the City Manager Administrative Unit: one as a
result of a transfer from the no longer existing Life Enrichment Administration, and
another – to manage the newly created Neighborhood Services Division.
City Manager’s Citywide Support – Citywide Support units within the City Manager’s
Office ( e. g., the Budget Office, the Citizens Policy Review Board, the Equal
Employment Opportunity Program, etc.) will make substantial reductions as well, saving
an estimated $ 0.6 million per year. At the same time, the Retirement Unit, previously
housed in the Office of Personnel, became part of the Citywide Support effective July
2003.
City Attorney – The City Attorney is continuing reductions from the prior fiscal year and
reducing additional costs, saving a total of $ 1.3 million to $ 1.4 million per year. The sum
of these reductions in attorney and administrative staffing will bring the office below
staffing levels of the previous fiscal cycle.
Finance & Management – The new Finance and Management Agency ( FMA) has been
created, by merging the Offices of Personnel ( except for Retirement which moved under
the City Manager) and Information Technology with the Financial Services Agency. The
two offices have become divisions of the FMA, along with Treasury, Accounting,
Parking and Revenue. This merger will save $ 2.4 million to $ 2.7 million per year,
eliminating 11 management and administrative positions. In addition, this Agency will
also reorganize the Tax Compliance division and Citation Assistance Center for
additional $ 0.4 million in annual savings.
FY 2003- 05 Adopted Policy Budget – City Manager’s Transmittal Letter Page 8
Police Services – The Police Department has undergone significant budgetary and
operational reductions and restructuring as part of this budget. To reduce costs, civilian
and sworn management and administrative staff have been reorganized throughout the
department, save $ 0.8 million annually. As part of the reorganization, neighborhood
services also have been reoriented, including transfer of sworn positions and elimination
of civilian positions, saving over $ 0.9 million annually. In addition, 30 sworn and 6
civilian positions have been frozen, and 47 vacant civilian positions have been
eliminated, resulting in $ 8.1 million in savings.
Police overtime has been an issue in past years, leading to difficult budget adjustments
at mid- cycle that strain other City departments. Therefore, based on the real overtime
needs of the department and management reforms already put in place to reduce and
control costs, Police Services overtime budget has been increased from $ 7.5 million in
FY 2002- 03 to $ 10.2 million in FY 2003- 04 and $ 9.9 million in FY 2004- 05. In addition,
$ 1.6 million per year has been set aside to implement the staffing and officer oversight
reforms required by the Riders settlement.
Fire Services – The Fire Department achieved significant savings in the past fiscal year
through flexible deployment of firefighting and emergency medical resources. This
flexible deployment schedule continues in FY 2003- 05, yielding just under $ 3.0 million
per year in savings. Additionally, Fire Station 2 in the Jack London Square area has
been closed, generating $ 2.2 million in annual savings. Reductions in top management
in the department, along with additional overtime reallocations, will save approximately
$ 0.6 million annually.
Vegetation management, which has been funded for the past two years from the
Municipal Improvement Capital Fund, is being funded at $ 1.0 million in FY 2003- 04
only, from the Multipurpose Reserve Fund. A steering committee has been established,
which includes the Council and community, to work with staff to reauthorize the special
fire prevention assessment district that had funded this program during 1992- 1997. An
engineer for this work has also been selected, putting this important process on the fast
track. A fire prevention assessment district, or another viable and sustainable funding
source for FY 2004- 05 and beyond, must be in place by June 2004 in order to continue
the vegetation management program without interruption.
Cultural Arts and Marketing – This budget includes the creation of a new Department of
Cultural Arts & Marketing under the City Manager. The new department consists of
Museum Services ( which includes the Alice Arts Center and the Henry J. Kaiser
Convention Center), Cultural Arts ( formerly the Craft & Cultural Arts Department),
Marketing ( formerly a division within the Community & Economic Development Agency),
KTOP, the Film Office, and the City’s website, www. oaklandnet. com. This new
department consolidates related functions, reduces 8 administrative positions from
Cultural Arts and KTOP, and saves $ 0.8 million. Grant programs for arts organizations,
parades and street festivals and arts education are fully funded.
Library Services – For the Oakland Public Library, no branches will be closed.
However, due to the diminishing ability of Measure O assessments to adequately
support the needs of the library and limited General Purpose Fund resources,
reductions in all branches’ hours have taken place, so that all branches are open five
FY 2003- 05 Adopted Policy Budget – City Manager’s Transmittal Letter Page 9
days per week. ( Previosly, some branches were on a six- day schedule). Realigning
branch hours through staff reduction, along with relocating the Second Start Literacy
Program from a rented facility to a City facility, will save $ 0.4 million per year. By FY
2005- 07, the balance of the Measure O fund will be depleted, and its ongoing revenues,
together with the General Purpose Fund, will be inadequate to support the library
system. Voter reauthorization of Measure O, or other revenue enhancements, will be
required to maintain and enhance library services from that point forward.
Parks & Recreation – This department is funded largely through the General Purpose
Fund and the Landscaping & Lighting Assessment District ( LLAD) Fund. In the General
Purpose Fund, $ 0.2 million will be saved by further reductions in the department’s
administration, which had already been reduced in previous budget cycles. In addition,
several vacant Program Director positions have been eliminated to create funding for
after- school and related activities provided by the Parks & Recreation Department.
Furthermore, $ 0.4 million is being provided in the first year of the budget to seed a
targeted after- school recreation program for middle- school youth in conjunction with the
Oakland Unified School District. In the LLAD Fund, budget adjustments have been
made Citywide to preserve the core funding for parks maintenance, which is a clear
community priority.
Human Services – To continue the viability of a program that reaches one of our most
vulnerable populations, City’s support for the Head Start program has been increased
by nearly $ 0.5 million, to compensate for inadequate Federal funding needed to
continue the program. At the same time, Safe Passages administrative support funding
of $ 0.15 million has been eliminated, but all program funding has been retained for this
important collaborative effort between the City, the County, and OUSD. Another
important change impacting the Department of Human Services ( DHS) has been the
transfer of the Hunger & Homeless programs from Community & Economic
Development to Human Services. This transfer is intended to better integrate the
delivery of social services for our neediest population, and will have no direct fiscal
impact.
Public Works – Significant management and administrative reductions have been made
throughout this agency. Starting from the top, one Assistant Director position has been
eliminated and another one reclassified to a lower- level position. In addition, 10
administrative and management positions has been eliminated as part of an overall
restructuring of Public Works administration. These reductions alone will produce $ 0.9
million in annual savings. Additional selected reductions of filled and vacant positions
throughout the agency will save another $ 2.2 million per year. And finally, significant
reductions in the costs of providing internal services – namely building and fleet
maintenance – will save over $ 2.8 million annually. While none of the Public Works
reductions directly impact the General Purpose Fund, they provide savings in many
other funds that face similar challenges of flat revenues and increasing personnel costs.
Community & Economic Development – Substantial steps have been taken to reduce
the administration of this agency. Specifically, the Executive Director, Deputy Director,
and all associated support positions have been eliminated, saving $ 0.9 million annually.
In addition, the Building Services division has been restructured by reducing
management and administration, providing another $ 1.0 million in annual savings. At
FY 2003- 05 Adopted Policy Budget – City Manager’s Transmittal Letter Page 10
the same time, Planning & Zoning has been reoriented to focus on expediting
development through strengthening the Major Projects division. Further reorganization
in the Community & Economic Development Agency ( CEDA) is underway, and will be
finalized during FY 2003- 04. Also in CEDA, stagnant funding from the U. S. Department
of Housing and Urban Development required a reduction of staffing to save $ 0.7 million
in FY 2003- 04 and $ 1.2 million in FY 2004- 05.
Citywide – The FY 2003- 05 budget authorizes a mandatory business shutdown for 12
days during each of the two fiscal years. City services will be closed to the public on
these days except for specified essential services such as public safety. Parking citation
officers, Head Start child care center employees, and school crossing guards will also
continue operating on a regular schedule. While most City services will be unavailable
to the public during the shutdown days, designated employees will be working their
regularly assigned hours performing duties that require only limited public interaction.
The closures are expected to save $ 2.2 million in FY 2003- 04, and another $ 2.4 million
in FY 2004- 05.
Raise fees and fines
This budget includes modest revenue enhancements from the following fees and fines:
·   A new permit – and associated annual permit fee – has been established for all
users of security alarms. The permit fee is $ 25 per year for residential users and $ 35
per year for commercial users. In conjunction with this new program, an escalating
schedule of fines has been approved by the City Council, beginning at $ 100, for
police response to false alarms ( when response is required more than once in any
twelve month period). The primary goal of this program is to reduce the 34,000 false
alarms to which our police officers respond each year, allowing police to focus on
true calls for service. We have been working with representatives of the alarm
industry and are modeling this program on successful programs operating in other
California cities. Revenue from the annual permit is estimated at $ 0.6 million per
year.
·   Parking meter rates have been increased by an additional 25 cents per hour ( a
similar increase took place in March 2003), generating $ 1 million in additional annual
revenue.
·   The parking ticket give- back program has been eliminated. This program, which
required that parking ticket writers void parking tickets if the driver approached the
vehicle before the ticket had been placed on the windshield, was costing the City an
estimated $ 0.3 million per year in the General Purpose Fund.
·   An additional $ 0.3 million per year is anticipated from implementing the Repeat
Offender Program targeted at property owners not complying with the City’s blight
ordinance. The program will be managed by the Community & Economic
Development Agency.
·   Increases have been implemented in the parking citation fine for parking at expired
meters and for parking during street- sweeping periods, resulting in $ 1.6 million in
increased revenues.
·   The garbage rate surcharge has been increased to raise an additional $ 3.5 million
and to broaden the flexibility in the allocation of this revenue for maintenance and
comprehensive clean up efforts.
FY 2003- 05 Adopted Policy Budget – City Manager’s Transmittal Letter Page 11
·   Other various fees and charges have been increased in order to cover the increased
cost of providing fee- based services.
In implementing these revenue increases, we remained sensitive to the burden already
carried by residents and businesses in Oakland. The increases represent those that the
City has the authority to enact or increase, and which we expect to have the least
possible adverse impact. It is also important to consider positive benefits beyond the
revenue itself that may result from some of these increases, such as incentive to reduce
false alarms, which now represent 15 percent of police calls for service, and incentive to
obey parking regulations, which can help the flow of commerce in neighborhood
commercial districts and can help us keep the streets clean in accordance with our
Clean Water Act requirements. The total amount of the additional annual revenue
anticipated from these increases is approximately $ 7.0 million.
Mayor and Council Goals
In spite of the challenge of closing a funding gap, the FY 2003- 05 Adopted Policy
Budget reflects a commitment from all funds to the goals of the Mayor and City Council
established for Fiscal Years 2003- 2005. Significant proposals that help to accomplish
the Mayor and Council’s goals, some of which have been outlined above, are discussed
below.
Make Oakland a Safe City
The Police Department has been reorganized to better orient it to community- based,
neighborhood- responsive, prevention- focused delivery of police services. The new
Neighborhood Services Division has been established in the Field Operations Bureau,
bringing together Alcohol Beverage Action Team, Community Services, Beat Health and
the Neighborhood Services Coordinators to focus on proactive problem- solving based
on community priorities. Complementing this division is a reorientation of the
APPROPRIATIONS BY AGENCY / DEPT
FY 2003- 05 Adopted Budget
$ 1.789 Billion
Capital
Improvement
($ 171.85M)
9.6%
Police
($ 316.13M)
17.7%
Fire
($ 189.01M)
10.6%
Non- Departmental
($ 468.10M)
26.2%
Finance & Mgmt
($ 77.95M)
4.4%
CEDA
($ 125.00M)
7.0%
Other
($ 242.90M)
13.6%
Public Works
($ 197.74M)
11.1%
APPROPRIATIONS BY COUNCIL GOAL
FY 2003- 05 Adopted Budget
$ 1.789 Billion
Neighborhoods
5.7%
Youth &
Seniors
5.1%
Best practices
10.5%
Sustainable
city
5.0%
Safe city
28.5%
Physical assets
42.3%
Creativity &
civic
engagement
2.8%
FY 2003- 05 Adopted Policy Budget – City Manager’s Transmittal Letter Page 12
department toward putting officers on the streets to provide necessary presence and
enforcement, backed by a strengthened investigations division that can better identify
and confront crime trends and bring to justice those who denigrate our quality of life. In
addition, the City will mount an aggressive anti- gun violence campaign to bolster our
resolve to bring down the homicide and violent crime rates.
The City will also continue to develop our capacity to reintegrate ex- offenders into the
community through Project Choice and other collaborations among Police, Human
Services, and Alameda County. We continue our support of the maturing Safe
Passages programs geared toward prevention and intervention, providing services to
keep at- risk youth on a productive track. In Sacramento, the City will continue
supporting efforts to reform California’s criminal justice system so that sentencing and
treatment of criminal offenders does not create the unintended consequence of
hardening rather than rehabilitating.
Innovative deployment of fire suppression resources that started in January 2003 is
significantly reducing costs with minimal service impact. Proven changes in how we
deploy our firefighters, paramedics, and equipment will provide Oakland residents the
efficient delivery of fire and emergency medical services. The new Integrated Public
Safety System will revolutionize the City’s police, fire and medical dispatch, records,
and communications systems, by reducing precious seconds of response time as well
as hours of paperwork.
In the previous fiscal cycle, the City made a two- year commitment, from the Municipal
Improvement Capital Fund, to manage vegetation in the Oakland hills that could
otherwise develop into a potential source of fuel for fires that endanger not only that
community but the entire City. We are continuing this commitment for one more year,
from the Multipurpose Reserve Fund. During this year, the Mayor, the City Council and
the Administration will work with the community to develop an assessment district. An
engineer for this work has already been contracted, and started working with staff on
the proposal.
Develop a Sustainable City
Through its Sustainable Development Initiative, the City Council established a
framework to set Oakland on a course to become a more sustainable city. Our efforts in
environmental protection and stewardship, social equity development, and economic
growth have created a strong foundation from which we can achieve this goal.
This budget adds a staff position to envision, innovate, inspire, and lead the City’s
efforts towards truly sustainable development. It will coordinate and enhance efforts
within Public Works and Community & Economic Development to promote green,
energy efficient buildings and brownfields remediation and development. Public Works
will make the City’s vehicle fleet more environmentally benign through optimization,
reduction, and fuel efficiency through the use of alternative fuel vehicles. Community &
Economic Development will mature its Workforce Development program, and Contract
Compliance & Employment Services will streamline the implementation of Council
policies to provide opportunities for Oakland residents and businesses, strengthening
the foundation of our local economy.
FY 2003- 05 Adopted Policy Budget – City Manager’s Transmittal Letter Page 13
Through Community & Economic Development, we will continue the Mayor’s goal to
attract new residents to Oakland in order to enhance its vitality and increase its tax
base, channeling the Bay Area’s regional growth to our asset- and infrastructure- rich
city and away from outlying open space. We will continue our regional leadership in the
development of housing for all people at all income levels who want to stay in or
relocate to Oakland.
This budget also refocuses our business attraction and retention efforts towards a more
strategic and targeted approach. Similarly, we will shift planning resources to better and
more expeditiously facilitate the smart and elegant development of our downtown and
other key areas of the city, upon which our continued economic vitality depends.
Improve Oakland’s Neighborhoods
Oakland’s neighborhoods give the city its strength and character. This budget continues
the City’s focus on neighborhoods. Community & Economic Development’s Livable
Neighborhood program represents a restructuring and streamlining of the City’s code
enforcement activities to expedite the process of eliminating private property blight that
dots many neighborhoods of the city. Although this program covers its own costs, this
budget proposes process improvements and reorganization that will enhance the
program’s effectiveness and reduce its costs.
On the public property side, this budget highlights Public Works’ Keep Oakland
Beautiful program, which will advance the City’s Beautification initiative to remove the
litter from and beautify Oakland’s neighborhoods. Oakland will become an affiliate
member of the national Keep America Beautiful organization, which will strengthen our
focus on beautification and enable us to better connect with Oakland neighborhoods
through enhanced outreach and volunteerism. As streetscape improvements authorized
in previous budget cycles are completed in this one, Keep Oakland Beautiful will ensure
that the significant investment the City has made towards beautifying its neighborhoods
is well maintained and supported.
In this budget we are focusing traffic engineering on neighborhood safety improvements
such as traffic circles and other traffic calming improvements, by discontinuing the
speed bump and blue zone ( reserved disabled parking in residential neighborhoods)
programs. We expect to secure outside funding to continue the Oakland Pedestrian
Safety Project program and its collaboration with Transportation Services, Parking
Enforcement, and Police Traffic Operations, all of which contribute to enhanced
pedestrian safety. Neighborhoods in Central East and West Oakland will be greatly
enhanced through the establishment of two new redevelopment areas. The
opportunities redevelopment will provide for these neighborhoods are detailed in the
Oakland Redevelopment Agency’s FY 2003- 05 Budget.
Finally, having heard the clear voice of the Oakland community regarding the high value
it places on its library system, this budget contains the continued funding of all of the
system’s branches, with some reductions and standardization of hours of operation. By
the next budget cycle in FY 2005- 07, the Measure O fund balance will be depleted, and
we will need voter action to reauthorize and enhance Measure O, or to establish some
alternative vehicle for continuous funding. In addition, Library staff is exploring the
feasibility of a bond measure to expand, renovate and build new libraries, so that the
FY 2003- 05 Adopted Policy Budget – City Manager’s Transmittal Letter Page 14
Library system will better and in perpetuity meet the needs and desires of all
Oaklanders.
Ensure that all Oakland Youth and Seniors have the Opportunity to be Successful
Despite the overwhelming demands on our discretionary City resources, this budget
increases City funding to Head Start – a program that provides unique opportunity for
one of the most important sectors of Oakland’s population. The erosion of federal
support for this program requires increased City funding to keep it viable.
In addition, a one- time set aside is provided for structured after- school programming for
middle school- aged youth at school sites, in conjunction with the Oakland Unified
School District ( OUSD). This new targeted funding will focus scarce resources to serve
a particularly vulnerable age group in a structured way. Likewise, continued funding for
all branch libraries and the PASS! after- school program maintains a popular and
important direct service by and for youth, as does continued support for the
development of the Main Library’s Teen Center.
Similarly, this budget continues full funding for all of the City’s senior centers, as well as
support for the ASSETS, Linkages, and Paratransit programs that provide opportunity
and mobility for Oakland’s seniors. Restored full funding for the City’s Americans with
Disabilities Act Programs will enable better service, wider access, and greater
opportunities for success to Oaklanders with disabilities. In addition, the City’s Hunger
and Homelessness programs will be integrated into the Department of Human Services,
to provide a stronger linkage to social service delivery and to leverage resources to
enhance services to one of Oakland’s most needy population.
Model Best Practices to Improve Customer Service and to be a Fiscally Sound and
Efficiently Run City
This goal represents an area where the necessity of budget reductions created
opportunity for improvement. In 2002, City Manager Robert Bobb launched the Moving
Oakland Forward initiative, much of which is now being implemented. Improvements
identified through this initiative are creating significant changes in the administration and
management of Oakland City government.
This budget contains the consolidation of some of the City’s most essential
administrative services. The Offices of Personnel and Information Technology have
been integrated into the new Finance & Management Agency, reducing administrative
redundancies and improving alignment of City administrative processes. Improvements
in all areas of this integrated agency, recommended by the Moving Oakland Forward
initiative, will be implemented with consistency and professional rigor, which will
strengthen and streamline the critical administrative functions of the entire City
organization.
Two major efforts undertaken to create a more coherent and manageable personnel
system will be the overhaul of the City’s employee classification system, and the
integration of civil service regulations with negotiated labor agreements. The results
from these efforts will greatly simplify processes for employees and managers, and
reduce the administrative burdens of employee recruitment, training, development and
FY 2003- 05 Adopted Policy Budget – City Manager’s Transmittal Letter Page 15
promotion, and discipline. Likewise, we are proceeding with technology upgrades and
enhancements that replace obsolete systems, streamline business processes and
provide better management information.
Recognizing the unique and growing importance of the City’s retirement systems, this
budget also separates Retirement out of the new Finance & Management Agency and
places it with a direct reporting relationship in the City Manager’s Office ( CMO) as part
of Citywide Support. Also within the CMO, the Risk Management function is being
completely overhauled and rigorously focused on reducing claims and liability. With the
implementation of industry- wide best practices, our new Risk Management system will
reduce costs while increasing productivity. Likewise, the role of the Budget Office will
be increasingly in the area of internal management consulting to drive continuous
improvement throughout the organization in terms of both fiscal and operational
management. The Budget Office is charged with implementing the program- based
budget for FY 2003- 05, and the performance- based budget for FY 2005- 07. The Office
will also be responsible for coordinating the performance reporting by City Agencies and
Departments in FY 2003- 04.
In some of the City’s other major agencies – Police, Fire, Public Works, and Community
& Economic Development – the top organizational levels have been restructured to
flatten them and provide lean configuration that reflects the modest funding that this
budget demands. Restructuring of these agencies – and not just at the top but
throughout – was undertaken with analytical precision to preserve and promote the
integrity of management functions at this time when sound fiscal and operational
oversight are more important than ever.
Maintain and Enhance Oakland’s Physical Assets
Under even the most severe fiscal circumstances the City must maintain, repair and
rehabilitate the assets we hold in trust for the people of Oakland. The Landscaping and
Lighting Assessment District ( LLAD) revenues primarily fund street lighting and parks
maintenance. The LLAD is one of the funds in which revenues no longer cover the
basic expenses of these high priority functions. As a result, this budget contains
transfers of staffing ( mainly custodial positions) from the LLAD fund to other appropriate
funds, such as the Comprehensive Clean Up Fund, for a total of $ 1.5 million per year.
These transfers will help avoid a negative fund balance in the LLAD fund by the end of
FY 2005- 06. However, a structural deficit ( i. e. a gap between revenues and
expenditures) will still remain in the LLAD fund, even after the transfers, and must be
addressed during or prior to the FY 2005- 07 budget cycle.
This budget maintains and enhances street and sidewalk repair and maintenance.
Innovations identified as part of the Moving Oakland Forward initiative and by Public
Works staff will maximize existing resources through the use of slurry sealing on streets
to inexpensively extend their life by ten years, and by the use of new sidewalk materials
adjacent to tree wells to inexpensively remove sidewalk ledges. These innovations will
not only improve the quality of the city’s streets and sidewalks but will reduce the City’s
liability that stems from their disrepair.
Beneath the city’s streets lie the City’s 70- year- old sanitary sewers and storm drains
that have long suffered from inadequate resources to keep up with needed repairs and
FY 2003- 05 Adopted Policy Budget – City Manager’s Transmittal Letter Page 16
replacement. This budget contains a proposal to initiate a voter approval process to
increase sewer fees over five years, in order to leverage a revenue bond for sewer
repairs. This measure will enhance the stability of the Sewer Service Fund, which does
not currently have the capacity to meet the system’s needs. In the near future, the City
will need to take similar actions to adequately fund the maintenance and repair of the
storm drainage system.
Maintenance of the City’s facilities and vehicle fleet are being significantly streamlined
as part of this budget. Facilities Management will focus on improved asset management
and customer service; Fleet Management will focus on optimization and reduction of the
fleet. Due to pressures on all department budgets that support these internal services,
we will actively and diligently manage these resources to ensure that basic needs are
met.
Inspire Creativity and Civic Engagement
This goal, which represents the heart and soul of City activities, establishes priority for
programs that might likely be reduced under such extraordinary fiscal circumstances.
However, one of Mayor Brown’s highest priorities since taking office has been to
support exactly these kinds of activities. Honoring this goal, this budget maintains
funding at past levels for arts, crafts, music, festivals, and parades.
This budget creates the new Department of Cultural Arts & Marketing, reporting directly
to the City Manager and bringing together the Museum, the Craft & Cultural Arts
Department, Marketing functions, KTOP, the Oakland Film Office, and the City’s
website. Integrating the City’s arts, cultural and marketing functions will create focus,
attention, and synergy to strengthen and complement the activities of each of the
previous disparate units.
Through its adherence to the Sunshine Ordinance and strengthening of the award-winning
Office of Equal Access, the City will continue its endeavor to be one of the most
open and accessible municipal governments in the country. Active engagement of
stakeholders continues through the Citizens Academy, Boards and Commissions,
Neighborhood Crime Prevention Councils, Home Alert, Citizens of Oakland Respond to
Emergencies, the City’s new Keep Oakland Beautiful program, and other means. This
engagement is at the heart of community- oriented government, an ideal we have been
pursuing for the past four years.
New Budget Process and Format
At its retreat in November 2002, the City Council made an important decision that has
changed the development, presentation and allocation of the City’s budget, beginning
with this budget cycle. The Council decided to implement a program- based budget in
FY 2003- 05, and a performance based budget in FY 2005- 07. Our intent is to move
from the traditional baseline budget, to a program and performance based budget that is
aligned with the Mayor and Council goals, and that is understandable to the people of
Oakland.
FY 2003- 05 Adopted Policy Budget – City Manager’s Transmittal Letter Page 17
The preparation of a program- based budget required that City departments identify
programs and link them to broad Council goals and more specific Citywide objectives.
Departments have also developed performance measures that will be used during FY
2003- 05 to track the performance of each program and lead to the development of a
performance- based budget in FY 2005- 07.
As a result of this fundamental change in budgeting, this budget document is a
significant departure from previous presentations. For each program, departments have
indicated a link to a Council goal and Citywide objective. Detailed information includes
budget allocations by program, performance targets for all programs, as well as the
anticipated revenue collected by each program.
Conclusion
The Adopted Policy Budget for FY 2003- 05 incorporates organizational improvements
brought about by the necessity to close significant funding gaps and protect the City’s
fiscal integrity. With the Mayor and City Council’s goals clearly in mind, we have
strategically focused on preserving the most effective programs and services that
directly further those goals. We have attempted to preserve core infrastructure
services, and to reorganize internal processes and systems, so that we are well
positioned to expand service delivery when economic conditions improve.
The Administration will continue to support the Mayor and the City Council with
creativity, energy and commitment as we work to achieve these goals.
Respectfully submitted,
Deborah Edgerly
Interim City Manager
FY 2003- 05 ADOPTED POLICY BUDGET i
CITY OF OAKLAND
TABLE OF CONTENTS
LETTER OF TRANSMITTAL
MAYOR/ COUNCIL PRIORITIES ............................................................................................................... A- 1
Mayor / Council Goals and Citywide Objectives .............................................................................. A- 1
Citywide Objectives and Intent Statements ..................................................................................... A- 2
Citywide Program Structure ............................................................................................................ A- 9
Council Policy on the General Purpose Fund Reserve ................................................................. A- 16
BUDGET GUIDE ............................................................................................................................... ...... B- 1
City’s Two- Year Budget ................................................................................................................... B- 1
City’s Transition to Performance- Based Budget ............................................................................. B- 1
Budget Process........................................................................................................................ ...... B- 2
Format of Budget Document ........................................................................................................... B- 5
Format of Agency and Department Budgets ................................................................................... B- 6
Glossary of Budgetary Terminology ................................................................................................. B- 7
Abbreviation Guide ......................................................................................................................... B- 10
CITY FACTS.......................................................................................................................... ................... C- 1
General Information ........................................................................................................................ C- 1
All- America City .............................................................................................................................. C- 1
Government ............................................................................................................................... .... C- 2
Commercial Sectors ...................................................................................................................... C- 2
Demographics ............................................................................................................................... C- 3
Labor Force and Employment ........................................................................................................ C- 3
Climate ............................................................................................................................... ........... C- 4
History ............................................................................................................................... ............ C- 4
Port of Oakland........................................................................................................................ ...... C- 5
Oakland International Airport ........................................................................................................... C- 5
Transportation and Mass Transit .................................................................................................... C- 6
Education ............................................................................................................................... ....... C- 6
Health Care ............................................................................................................................... .... C- 7
Public Safety ............................................................................................................................... .. C- 7
Parks and Recreation ..................................................................................................................... C- 7
TABLE OF CONTENTS
ii FY 2003- 05 ADOPTED POLICY BUDGET
Arts and Attraction .......................................................................................................................... C- 8
Chabot Space and Science Center ................................................................................................ C- 9
Professional / Amateur Sports ........................................................................................................ C- 9
Media ............................................................................................................................... .............. C- 9
Statistical Profile ........................................................................................................................... C- 10
Miscellaneous Construction Activity............................................................................................... C- 11
Demographic Statistics ................................................................................................................ C- 12
Port of Oakland Activity ................................................................................................................. C- 13
Sales Tax Statistics ...................................................................................................................... C- 14
FINANCIAL SUMMARIES ......................................................................................................................... D- 1
Summary of Adopted Budget by Council Goal................................................................................ D- 1
Budget Summary by Goal, Objective and Program ....................................................................... D- 2
Major Fund Groups ....................................................................................................................... D- 10
Fund Balance Summary by Fund Group ....................................................................................... D- 11
Summary of Adopted Budget by Fund Group ............................................................................... D- 12
FY 2003- 04 Adopted Revenues by Fund Group ........................................................................... D- 13
FY 2003- 04 Adopted Appropriations by Fund Group ..................................................................... D- 14
FY 2004- 05 Adopted Revenues by Fund Group ........................................................................... D- 15
FY 2004- 05 Adopted Appropriations by Fund Group ..................................................................... D- 16
Summary of Major General Purpose Fund Revenues .................................................................. D- 17
Summary of Significant Revenue Changes ................................................................................. D- 32
All Funds Revenue ....................................................................................................................... D- 33
Chart: All Funds Revenue ............................................................................................................. D- 34
All Funds Appropriation ................................................................................................................. D- 35
Chart: All Funds Appropriation ...................................................................................................... D- 36
General Purpose Fund Revenue .................................................................................................. D- 37
Chart: General Purpose Fund Revenue ....................................................................................... D- 38
General Purpose Fund Appropriation............................................................................................ D- 39
Chart: General Purpose Fund Appropriation ................................................................................. D- 40
Landscaping & Lighting Assessment District Summary .............................................................. D- 41
Library Services Retention and Enhancement (“ Measure O”) Fund Summary............................ D- 43
Emergency Medical Services Retention (“ Measure M”) Fund Summary ..................................... D- 44
FY 2003- 05 ADOPTED POLICY BUDGET iii
CITY OF OAKLAND
Paramedic Services (“ Measure N”) Fund Summary .................................................................... D- 45
Five- Year Capital Improvement Program ( CIP) Summary ........................................................... D- 46
FY 2003- 04 Adopted Budget Summary by Fund .......................................................................... D- 60
FY 2004- 05 Adopted Budget Summary by Fund .......................................................................... D- 96
Fund Descriptions ...................................................................................................................... D- 131
Article XIIB Appropriations Limit .................................................................................................. D- 143
Article XIIB Appropriations Subject to Limitation .......................................................................... D- 144
ORGANIZATIONAL SUMMARIES ............................................................................................................. E- 1
City’s Organizational Chart .............................................................................................................. E- 1
Summary of Authorized Positions by Council Goal ......................................................................... E- 2
Summary of Authorized Positions by Council Goal, Objective and Program .................................. E- 3
Position Summary by Agency / Department .................................................................................. E- 11
Chart: Full- Time Equivalents by Agency / Department .................................................................. E- 12
Chart: Changes in Full- Time Equivalents by Agency / Department from prior year ....................... E- 13
AGENCY / DEPARTMENTAL BUDGETS
Mayor.......................................................................................................................... ......................... F- 1
Organizational Chart ....................................................................................................................... F- 1
Mayor Goals, Charter Responsibilities and Plans for FY 2003- 05 ................................................... F- 1
Significant Changes to Budget ........................................................................................................ F- 2
Historical Expenditure Summary by Fund ....................................................................................... F- 3
Programs Included in FY 2003- 05 Budget ....................................................................................... F- 4
Summary of Adopted Budget by Program ....................................................................................... F- 5
Summary of Authorized Positions by Classification ........................................................................ F- 6
Summary of Authorized Positions by Program................................................................................ F- 7
Program Detail ............................................................................................................................... F- 8
City Council ............................................................................................................................... ........ G- 1
Organizational Chart ...................................................................................................................... G- 1
City Council Goals .......................................................................................................................... G- 1
Significant Changes to Budget ....................................................................................................... G- 2
Historical Expenditure Summary by Fund ...................................................................................... G- 3
Programs Included in FY 2003- 05 Budget ...................................................................................... G- 4
Summary of Adopted Budget by Program ...................................................................................... G- 5
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iv FY 2003- 05 ADOPTED POLICY BUDGET
Summary of Adopted Budget by District ......................................................................................... G- 6
Summary of Authorized Positions by Classification ....................................................................... G- 7
Summary of Authorized Positions by Program and District ........................................................... G- 8
Program Detail by District .............................................................................................................. G- 9
Administration ............................................................................................................................... ..... G- 9
District 1 ............................................................................................................................... ........... G- 10
District 2 ........................................................................................................................... G- 12
District 3 ........................................................................................................................... G- 14
District 4 ........................................................................................................................... G- 16
District 5 ........................................................................................................................... G- 18
District 6 ........................................................................................................................... G- 20
District 7 ........................................................................................................................... G- 22
At- Large ............................................................................................................................ G- 24
City Manager ............................................................................................................................... ...... H- 1
Overall Organizational Chart ........................................................................................................... H- 1
City Manager’s Administration ......................................................................................................... H- 2
Organizational Chart ............................................................................................................ H- 2
Mission Statement ............................................................................................................... H- 2
Business Goals ................................................................................................................... H- 3
Significant Changes to Budget ............................................................................................ H- 4
Historical Expenditure Summary by Fund ........................................................................... H- 5
Programs Included in FY 2003- 05 Budget ........................................................................... H- 6
Summary of Adopted Budget by Program ........................................................................... H- 7
Summary of Authorized Positions by Classification ............................................................ H- 8
Summary of Authorized Positions by Program .................................................................... H- 9
Program Detail .................................................................................................................. H- 10
Citywide Support ........................................................................................................................... H- 11
Organizational Chart .......................................................................................................... H- 11
Mission Statement ............................................................................................................. H- 11
Business Goals ................................................................................................................. H- 12
Significant Changes to Budget .......................................................................................... H- 13
Historical Expenditure Summary by Fund ......................................................................... H- 14
FY 2003- 05 ADOPTED POLICY BUDGET v
CITY OF OAKLAND
Programs Included in FY 2003- 05 Budget ......................................................................... H- 15
Summary of Adopted Budget by Program ......................................................................... H- 16
Summary of Authorized Positions by Classification .......................................................... H- 17
Summary of Authorized Positions by Program .................................................................. H- 19
Program Detail .................................................................................................................. H- 20
City Attorney ............................................................................................................................... ......... I- 1
Organizational Chart ........................................................................................................................ I- 1
Mission Statement ............................................................................................................................ I- 1
Business Goals ............................................................................................................................... I- 2
Significant Changes to Budget ......................................................................................................... I- 3
Historical Expenditure Summary by Fund ........................................................................................ I- 4
Programs Included in FY 2003- 05 Budget ........................................................................................ I- 5
Summary of Adopted Budget by Program ........................................................................................ I- 6
Summary of Authorized Positions by Classification ......................................................................... I- 7
Summary of Authorized Positions by Program................................................................................. I- 8
Program Detail ............................................................................................................................... . I- 9
City Auditor ............................................................................................................................... .......... J- 1
Organizational Chart ....................................................................................................................... J- 1
Mission Statement ........................................................................................................................... J- 1
Business Goals ............................................................................................................................... J- 2
Significant Changes to Budget ........................................................................................................ J- 3
Historical Expenditure Summary by Fund ....................................................................................... J- 4
Programs Included in FY 2003- 05 Budget ....................................................................................... J- 5
Summary of Adopted Budget by Program ....................................................................................... J- 6
Summary of Authorized Positions by by Classification.................................................................... J- 7
Summary of Authorized Positions by Program................................................................................ J- 8
Program Detail ............................................................................................................................... J- 9
City Clerk ............................................................................................................................... ............ K- 1
Organizational Chart ....................................................................................................................... K- 1
Mission Statement ........................................................................................................................... K- 1
Business Goals ............................................................................................................................... K- 2
Significant Changes to Budget ........................................................................................................ K- 3
TABLE OF CONTENTS
vi FY 2003- 05 ADOPTED POLICY BUDGET
Historical Expenditure Summary by Fund ....................................................................................... K- 4
Programs Included in FY 2003- 05 Budget ....................................................................................... K- 5
Summary of Adopted Budget by Program ....................................................................................... K- 6
Summary of Authorized Positions by Classification ........................................................................ K- 7
Summary of Authorized Positions by Program................................................................................ K- 8
Program Detail ............................................................................................................................... K- 9
Finance and Management .................................................................................................................. L- 1
Organizational Chart ....................................................................................................................... L- 1
Mission Statement ........................................................................................................................... L- 1
Business Goals ............................................................................................................................... L- 2
Significant Changes to Budget ........................................................................................................ L- 3
Historical Expenditure Summary by Fund ....................................................................................... L- 4
Programs Included in FY 2003- 05 Budget ....................................................................................... L- 6
Summary of Adopted Budget by Program ....................................................................................... L- 9
Summary of Authorized Positions by Classification ...................................................................... L- 11
Summary of Authorized Positions by Program.............................................................................. L- 14
Program Detail .............................................................................................................................. L- 15
Police Services ............................................................................................................................... .. M- 1
Organizational Chart ...................................................................................................................... M- 1
Mission Statement .......................................................................................................................... M- 1
Business Goals .............................................................................................................................. M- 2
Significant Changes to Budget ....................................................................................................... M- 3
Historical Expenditure Summary by Fund ...................................................................................... M- 4
Programs Included in FY 2003- 05 Budget ...................................................................................... M- 5
Summary of Adopted Budget by Program ...................................................................................... M- 6
Summary of Authorized Positions by Classification ....................................................................... M- 8
Summary of Authorized Positions by Program............................................................................. M- 10
Program Detail .............................................................................................................................. M- 11
Fire Services ............................................................................................................................... ...... N- 1
Organizational Chart ....................................................................................................................... N- 1
Mission Statement ........................................................................................................................... N- 1
Business Goals ............................................................................................................................... N- 2
FY 2003- 05 ADOPTED POLICY BUDGET vii
CITY OF OAKLAND
Significant Changes to Budget ........................................................................................................ N- 3
Historical Expenditure Summary by Fund ....................................................................................... N- 4
Programs Included in FY 2003- 05 Budget ....................................................................................... N- 5
Summary of Adopted Budget by Program ....................................................................................... N- 6
Summary of Authorized Positions by Classification ........................................................................ N- 7
Summary of Authorized Positions by Program................................................................................ N- 9
Program Detail .............................................................................................................................. N- 10
Cultural Arts & Marketing .................................................................................................................. O- 1
Organizational Chart ...................................................................................................................... O- 1
Mission Statement and Business Goals ......................................................................................... O- 2
Significant Changes to Budget ....................................................................................................... O- 3
Historical Expenditure Summary by Fund ...................................................................................... O- 5
Programs Included in FY 2003- 05 Budget ...................................................................................... O- 6
Summary of Adopted Budget by Program ...................................................................................... O- 7
Summary of Authorized Positions by Classification ....................................................................... O- 8
Summary of Authorized Positions by Program............................................................................. O- 10
Facilities ............................................................................................................................... ....... O- 11
Historical Expenditure Summary by Fund ........................................................................ O- 11
Summary of Adopted Budget by Program ........................................................................ O- 12
Summary of Authorized Positions by Classification ......................................................... O- 13
Summary of Authorized Positions by Program ................................................................. O- 15
Program Detail ................................................................................................................. O- 16
Funding and Public Art .................................................................................................................. O- 22
Historical Expenditure Summary by Fund ........................................................................ O- 22
Summary of Adopted Budget by Program ........................................................................ O- 23
Summary of Authorized Positions by Classification ......................................................... O- 24
Summary of Authorized Positions by Program ................................................................. O- 25
Program Detail ................................................................................................................. O- 26
Marketing ............................................................................................................................... ...... O- 28
Historical Expenditure Summary by Fund ........................................................................ O- 28
Summary of Adopted Budget by Program ........................................................................ O- 29
Summary of Authorized Positions by Classification ......................................................... O- 30
TABLE OF CONTENTS
viii FY 2003- 05 ADOPTED POLICY BUDGET
Summary of Authorized Positions by Program ................................................................. O- 31
Program Detail ................................................................................................................. O- 32
Multimedia ............................................................................................................................... .... O- 36
Historical Expenditure Summary by Fund ........................................................................ O- 36
Summary of Adopted Budget by Program ........................................................................ O- 37
Summary of Authorized Positions by Classification ......................................................... O- 38
Summary of Authorized Positions by Program ................................................................. O- 39
Program Detail ................................................................................................................. O- 40
Library ............................................................................................................................... .................. P- 1
Organizational Chart ....................................................................................................................... P- 1
Mission Statement ........................................................................................................................... P- 1
Business Goals ............................................................................................................................... P- 2
Significant Changes to Budget ........................................................................................................ P- 3
Historical Expenditure Summary by Fund ....................................................................................... P- 4
Programs Included in FY 2003- 05 Budget ....................................................................................... P- 5
Summary of Adopted Budget by Program ....................................................................................... P- 6
Summary of Authorized Positions by Classification ........................................................................ P- 7
Summary of Authorized Positions by Program................................................................................ P- 9
Program Detail .............................................................................................................................. P- 10
Parks and Recreation ........................................................................................................................ Q- 1
Organizational Chart ...................................................................................................................... Q- 1
Mission Statement .......................................................................................................................... Q- 1
Business Goals .............................................................................................................................. Q- 2
Significant Changes to Budget ....................................................................................................... Q- 3
Historical Expenditure Summary by Fund ...................................................................................... Q- 4
Programs Included in FY 2003- 05 Budget ...................................................................................... Q- 5
Summary of Adopted Budget by Program ...................................................................................... Q- 6
Summary of Authorized Positions by Classification ....................................................................... Q- 7
Summary of Authorized Positions by Program............................................................................. Q- 10
Program Detail ............................................................................................................................. Q- 11
Human Services ............................................................................................................................... . R- 1
Organizational Chart ...................................................................................................................... R- 1
FY 2003- 05 ADOPTED POLICY BUDGET ix
CITY OF OAKLAND
Mission Statement .......................................................................................................................... R- 1
Business Goals .............................................................................................................................. R- 2
Significant Changes to Budget ....................................................................................................... R- 3
Historical Expenditure Summary by Fund ...................................................................................... R- 4
Programs Included in FY 2003- 05 Budget ...................................................................................... R- 5
Summary of Adopted Budget by Program ...................................................................................... R- 7
Summary of Authorized Positions by Classification ....................................................................... R- 8
Summary of Authorized Positions by Program............................................................................. R- 10
Program Detail .............................................................................................................................. R- 11
Public Works ............................................................................................................................... ........ S- 1
Organizational Chart ....................................................................................................................... S- 1
Mission Statement ........................................................................................................................... S- 1
Business Goals ............................................................................................................................... S- 2
Significant Changes to Budget ........................................................................................................ S- 3
Historical Expenditure Summary by Fund ....................................................................................... S- 4
Programs Included in FY 2003- 05 Budget ....................................................................................... S- 6
Summary of Adopted Budget by Program ....................................................................................... S- 8
Summary of Authorized Positions by Classification ........................................................................ S- 9
Summary of Authorized Positions by Program.............................................................................. S- 13
Program Detail .............................................................................................................................. S- 14
Community and Economic Development ......................................................................................... T- 1
Organizational Chart ....................................................................................................................... T- 1
Mission Statement ........................................................................................................................... T- 1
Business Goals ............................................................................................................................... T- 2
Significant Changes to Budget ........................................................................................................ T- 3
Historical Expenditure Summary by Fund ....................................................................................... T- 5
Programs Included in FY 2003- 05 Budget ....................................................................................... T- 7
Summary of Adopted Budget by Program ..................................................................................... T- 12
Summary of Adopted Positions by Classification .......................................................................... T- 14
Summary of Authorized Positions y Program................................................................................ T- 17
Program Detail .............................................................................................................................. T- 18
TABLE OF CONTENTS
x FY 2003- 05 ADOPTED POLICY BUDGET
Non- Departmental................................................................................................................... .......... U- 1
Programs Included in FY 2003- 05 Budget ....................................................................................... U- 1
Significant Changes to Budget ........................................................................................................ U- 3
Historical Expenditure Summary by Fund ....................................................................................... U- 4
Summary of Adopted Budget by Program ....................................................................................... U- 6
Program Detail ............................................................................................................................... U- 7
INDEX
FY 2003- 05 ADOPTED POLICY BUDGET A - 1
CITY OF OAKLAND
Mayor / Council Goals and Citywide Objectives
Goals Objectives
1A. Reduce crime by implementing a comprehensive crime prevention/ reduction
strategy
1B. Improve perception of safety
1C. Improve emergency response, prevention and preparedness
2A. Maximize socially and environmentally sustainable economic growth
2B. Facilitate the development of housing
2C. Implement programs that protect and conserve natural resources
2D. Attract new residents to Oakland
2E. Encourage and support social equity for all Oakland residents
3A. Improve traffic / bike / pedestrian safety
3B. Increase neighborhood coordination/ participation
3C. Reduce blight and nuisance
3D. Enhance neighborhood commerce
4A. Provide effective community programs for seniors, youth and people with
disabilities
4B. Leverage new resources for seniors, youth and people with disabilities
4C. Improve access and mobility for seniors, youth and people with disabilities
5A. Ensure continuous improvement in employee performance
5B. Develop and institutionalize sound financial management policies and
practices
5C. Adequately budget for and monitor overtime spending
5D. Develop and implement program( s) that provide financial incentive for
employees and teams to identify cost saving measures
5E. Maximize the value provided by each dollar spent in outside contracts and
purchases
5F. Develop and implement a technology infrastructure that enhances the
capabilities and effectiveness of City operations
6A. Maintain and enhance Lake Merritt, the Estuary and Oakland’s waterways
6B. Provide for well- maintained sanitary sewer and storm drainage systems and
for required and ongoing capital improvements
6C. Provide for clean, well- maintained and accessible streets and sidewalks
6D. Provide for clean, well- maintained and accessible facilities and amenities
6E. Provide for safe, clean, well- maintained and accessible parks and
recreation facilities
7A. Encourage and support volunteer involvement
7B. Foster collaboration with and among community- based organizations and
City departments to enhance community ownership and participation
7C. Foster artistic expression, craft and civic festivals
7D. Provide voter education and encourage participation
2. Develop a Sustainable City
1. Make Oakland a Safe City
5. Model Best Practices to
Improve Customer Services and to
Be a Fiscally Sound and
Efficiently Run City
7. Inspire Creativity and Civic
Engagement
6. Maintain and Enhance
Oakland’s Physical Assets
4. Ensure that All Oakland Youth
& Seniors Have the Opportunity to
Be Successful
3. Improve Oakland Neighborhood
MAYOR AND COUNCIL PRIORITIES
A - 2 FY 2003- 05 ADOPTED POLICY BUDGET
Citywide Objectives and Intent Statements
* The Intent Statements are meant to explain the purpose of each objective, and provide additional details on the
actions and players that should be involved in meeting the objective
GOAL # 1
Make Oakland A Safe City
Objectives Intent Statements *
1A. Reduce crime by implementing a
comprehensive crime prevention/ reduction
strategy.
Implement citywide crime prevention, intervention
and enforcement strategies that engage a wide
variety of stakeholders ( such as all City
departments, social service and education
providers, organizations targeting at- risk youth,
community groups, NCPC’s, etc.), and focusing on
both the at- risk population and crime location.
1B. Improve perception of safety. Improve the perception of safety in the City by
educating existing and potential residents,
businesses and community groups on the City’s
crime facts and enforcement and prevention efforts,
and by improving unsafe conditions in the City
through comprehensive strategies.
1C. Improve emergency response, prevention
and preparedness.
Improve emergency preparedness and response in
the City through coordinated efforts by key
stakeholders ( such as Police and Fire departments
and outside agencies) and enhancement of related
technology and communication networks.
FY 2003- 05 ADOPTED POLICY BUDGET A - 3
CITY OF OAKLAND
Citywide Objectives and Intent Statements
* The Intent Statements are meant to explain the purpose of each objective, and provide additional details on the
actions and players that should be involved in meeting the objective
GOAL # 2
Develop a Sustainable City
Objectives Intent Statements *
2A. Maximize socially and environmentally
sustainable economic growth.
Implement programs, provide incentives, and
modify/ analyze existing policies to increase
revenues and output of goods and supplies,
especially from those businesses that provide
for environmental and social equity. ( Examples
include businesses that eliminate use of toxic
materials, use renewable energy sources,
provide living wages, offer on- site child care,
etc.)
2B. Facilitate the development of housing. Implement, streamline, and enhance the
production of housing for existing and
anticipated households, throughout the City.
2C. Implement programs that protect and
conserve natural resources.
Implement and streamline programs that
contribute to improving the environment,
including solid waste reduction, energy
efficiency, land re- use ( e. g. brown fields), air
quality management to reduce green house
gas emissions ( e. g. alternative fuel vehicles),
green building standards, environmental
procurement, purchasing policies, storm water
management, creek and waterway protection
and environmental compliance with local, state
and federal regulations.
2D. Attract new residents to Oakland. Implement and streamline programs that allow
for growth or increases in population density
where appropriate infrastructure and public
services exist.
2E. Encourage and support social equity for
all Oakland residents.
Facilitate access to resources that assist those
who have seen limited benefit from the
economic and social development of Oakland
to date. ( Examples include job training, local
employment, literacy, and multi- lingual access
programs.)
MAYOR AND COUNCIL PRIORITIES
A - 4 FY 2003- 05 ADOPTED POLICY BUDGET
Citywide Objectives and Intent Statements
* The Intent Statements are meant to explain the purpose of each objective, and provide additional details on the
actions and players that should be involved in meeting the objective
GOAL # 3
Improve Oakland Neighborhoods
Objectives Intent Statements *
3A. Improve traffic / bike / pedestrian safety. Implement engineering, education and enforcement
programs that improve driving behavior and
enhance bicycle and pedestrian safety throughout
the City.
3B. Increase neighborhood
coordination/ participation.
Facilitate partnerships with neighborhood, merchant
and other organizations ( such as schools and
churches, etc.) that result in increased capacity to
improve the quality of life in the neighborhoods.
3C. Reduce blight and nuisance. Implement enforcement actions, provide public
education campaign, and develop community
partnerships to create positive change and pride of
ownership in the neighborhood and merchant areas.
3D. Enhance neighborhood commerce. Facilitate business retention, attraction and
expansion, and marketing opportunities in the
neighborhood commercial districts.
FY 2003- 05 ADOPTED POLICY BUDGET A - 5
CITY OF OAKLAND
Citywide Objectives and Intent Statements
* The Intent Statements are meant to explain the purpose of each objective, and provide additional details on the
actions and players that should be involved in meeting the objective
GOAL # 4
Ensure that All Oakland Youth and Seniors Have the Opportunity
to Be Successful
Objectives Intent Statements *
4A. Provide effective community programs for
seniors, youth and people with disabilities.
Implement, develop and provide continued support
for high quality community- based programs ( e. g.,
after- school programs, senior centers, homeless
services, early childhood education, violence
prevention) that enhance the well- being and safety
of youth, seniors, and people with disabilities.
4B. Leverage new resources for seniors, youth
and people with disabilities.
Establish strong, working collaborations with
community based agencies and other public
agencies such as Alameda County that focus on
maximizing programs and services through
resource leveraging, joint resource development,
coordinated service delivery and program
development.
4C. Improve access and mobility for seniors,
youth and people with disabilities.
Improve pedestrian access and safety for seniors,
youth and people with disabilities through targeted
and coordinated engineering, education and
enforcement programs. Enhance city taxi script,
paratransit and disabled parking programs and
collaborate with outside agencies to identify and
eliminate access and safety barriers to public transit
services. Coordinate citywide capital improvement
programs to provide seamless senior and disability
access to city programs, buildings, and facilities.
MAYOR AND COUNCIL PRIORITIES
A - 6 FY 2003- 05 ADOPTED POLICY BUDGET
Citywide Objectives and Intent Statements
* The Intent Statements are meant to explain the purpose of each objective, and provide additional details on the
actions and players that should be involved in meeting the objective
GOAL # 5
Model Best Practices to Improve Customer Service and to Be a Fiscally Sound
and Efficiently Run City
Objectives Intent Statements *
5A. Ensure continuous improvement in
employee performance.
Utilize the City’s existing performance appraisal
system to hold employees accountable for
organizational values such as customer
service, attendance, teamwork and
collaboration, adaptability and problem solving
plus job- specific performance objectives to
ensure the workforce is effectively meeting the
needs of the City.
5B. Develop and institutionalize sound
financial management policies and
practices.
Put in place a comprehensive debt policy, a
policy on contingency planning and reserves,
uses of one time revenue sources, revenue
diversification, long term financial planning and
other policies necessary to guide the use of the
City’s financial resources.
5C. Adequately budget for and monitor
overtime spending.
Properly anticipate and budget for overtime
spending. Put in place a mechanism to hold
departments accountable for staying within the
budget allocations for overtime, except in
emergency circumstances.
5D. Develop and implement program( s) that
provide financial incentive for employees
and teams to identify cost saving
measures.
Provide incentive to employees and teams
( including units, divisions, department, etc.) to
develop creative and effective cost saving
measures.
5E. Maximize the value provided by each
dollar spent in outside contracts and
purchases.
Scrutinize outside contracts and purchases to
determine whether the service could be better
provided by in- house resources, if the contract
generates local economic benefit or provides
apprenticeship opportunities, and that it is an
effective use of City funds. The contracting
process should be streamlined to generate time
savings for employees and contractors.
5F. Develop and implement a technology
infrastructure that enhances the
capabilities and effectiveness of City
operations.
Ensure that information technology
infrastructure assists and enables city
operations to cost- effectively enhance their
service delivery.
FY 2003- 05 ADOPTED POLICY BUDGET A - 7
CITY OF OAKLAND
Citywide Objectives and Intent Statements
* The Intent Statements are meant to explain the purpose of each objective, and provide additional details on the
actions and players that should be involved in meeting the objective
GOAL # 6
Maintain and Enhance Oakland’s Physical Assets
Objectives Intent Statements *
6A. Maintain and enhance Lake Merritt, the
Estuary and Oakland’s waterways.
Implement engineering, education, community
partnerships and enforcement programs that
provide for maintenance, restoration and
enhancement of Oakland’s waterways, Lake
Merritt, and the Oakland Estuary.
6B. Provide for well- maintained sanitary
sewer and storm drainage systems and
for required and ongoing capital
improvements.
Complete the Storm Drainage Master Plan and
begin implementing needed drainage system
improvements; Complete scheduled capital
improvement projects to eliminate overflows
from the sanitary sewer system as required by
the Clean Water Act and Consent Decree;
Continue preventive maintenance and
inspection of both the sanitary sewer and storm
sewer systems, including Closed Circuit TV
inspection, cleaning and minor repairs.
6C. Provide for clean, well- maintained and
accessible streets and sidewalks.
Develop and implement comprehensive
improvement and maintenance projects for the
City’s streets and sidewalks. Include
accessibility for all users with efficient and cost
effective design, construction, and ongoing
maintenance services.
6D. Provide for clean, well- maintained and
accessible facilities and amenities.
Develop and implement comprehensive
improvement and maintenance projects for the
City’s facilities. Include accessibility for all
users with efficient and cost effective design,
construction, and ongoing maintenance
services. Improve public amenities such as
bus shelters, street furniture, news racks,
recycling containers, lighting and landscaping.
6E. Provide for safe, clean, well- maintained
and accessible parks and recreation
facilities.
Implement targeted crime prevention,
intervention and enforcement strategies to
make the City's park and recreation facilities
safe for all users.
Provide for cleaner, safer park and recreation
facilities through better coordination of City
maintenance and beautification activities and
by supporting and expanding community- based
park improvement and clean- up programs.
Support programs that increase physical
access to park and recreation facilities and that
improve pedestrian and public transit routes
to/ from park and recreation facilities.
MAYOR AND COUNCIL PRIORITIES
A - 8 FY 2003- 05 ADOPTED POLICY BUDGET
* The Intent Statements are meant to explain the purpose of each objective, and provide additional details on the
actions and players that should be involved in meeting the objective
GOAL # 7
Inspire Creativity and Civic Engagement
Objectives Intent Statements *
7A. Encourage and support volunteer
involvement.
Involve residents, businesses, civic organizations,
service clubs and youth groups in committing
service to Oakland by volunteering time and
resources to beautification efforts, libraries,
recreation programs, Boards, Commissions, and
related activities. Provide the needed assistance to
volunteers with staff support, training, materials and
tools. Ensure regular recognition of volunteer
efforts to nurture and develop the ongoing
commitment.
7B. Foster collaboration with and among
community- based organizations and City
departments to enhance community
ownership and participation.
Engage the City departments and community- based
organizations to take collaboration more seriously,
where each party is at the table as an equal partner,
ready and willing to commit time and resources to
creating positive change for their communities.
7C. Foster artistic expression, craft and civic
festivals.
Facilitate collaboration among artists and arts and
cultural organizations located in or visiting the City;
provide support to artists and help support festivals;
encourage support of artists and related groups by
Oakland businesses and individuals.
7D. Provide voter education and encourage
participation.
Provide voter education on key local measures
through relevant materials, public broadcast
messages, and collaborative efforts with other
involved parties outside of the City; encourage voter
participation by utilizing joint efforts involving the
county, community groups, and other key parties.
Citywide Objectives and Intent Statements
FY 2003- 05 ADOPTED POLICY BUDGET A - 9
CITY OF OAKLAND
Citywide Program Structure
Goal
Objectives
Programs
Make Oakland A Safe City
Reduce crime by implementing a
comprehensive crime
prevention/ reduction strategy
Improve perception
of safety
Improve emergency response,
prevention and preparedness
Agency- wide
Administration
( PSA)
Internal Affairs
( PSA)
Crim inal Investigations
( PSA)
Youth & Community
Services ( PSA)
Crim inalistics
( PSA)
Research & Planning
and Crime Analysis ( PSA)
Records
( PSA)
Communications
( PSA)
Training
( PSA)
Jail
( PSA)
Patrol Area 1
( PSA)
Vice/ Narcotics
( PSA)
Special O perations
( PSA)
Fire Department
Administration
( Fire)
Human Resource
Management
( Fire)
Fire Suppression/
Field O perations
( Fire)
Special Operations-
Emergency Response
( Fire)
Emergency Medical
Services
( Fire)
911- Dispatch
Communication
( Fire)
Office of Emergency
Services/ Homeland Security
( Fire)
Fire Prevention
Bureau ( F ire)
Emergency Response
Support Services
( Fire)
Fire Department
Safety, Education
& Training ( Fire)
Full Service
Development Permit
Services ( CEDA)
Engineering &
Architectural Plan
Approval ( CEDA)
Development Permit
Inspections
( CEDA)
Port Security
( PSA)
Patrol Area II
( PSA)
Patrol Area III
( PSA)
Citizens Police
Review Board
( CMO)
False Alarm Program
( PSA)
ORGANIZATIONAL LEGEND:
CAO – City Attorney’s Office
CAM- Cultural Arts and M arketing
CEDA – Community and Economic Development
Agency
CIP – Capital Improvement Program
CMO – City Manager’s Office
DHS – Department of Human Services
FMA – Finance & Management Agency
N- D – Non- Departmental
OPR – Office of Parks and Recreation
OPL – Oakland Public Library
PSA – Police Services Agenc y
PWA – Public W orks Agency
Project Choice ( DHS)
MAYOR AND COUNCIL PRIORITIES
A - 10 FY 2003- 05 ADOPTED POLICY BUDGET
Citywide Program Structure
Goal
Objectives
Programs
Develop a Sustainable City
Maximize socially and
environmentally
sustainable economic
growth
Facilitate the
development of
housing
Implement programs
that protect and
conserve natural
resources
Attract new
residents to
Oakland
Encourage and
support social
equity for all
Oakland residents
Marketing and
Special Events
( CAM)
Workforce
Development
( CEDA)
Commercial
Lending
( CEDA)
Broadway/
MacArthur/
San Pablo
( CEDA)
West Oakland
Redevelopment
( CEDA)
OARB – Bay
Bridge G ateway
( CEDA)
Major Projects
( CEDA)
Gen’l Plan, Zoning
Update & Strategic
Analysis ( CEDA)
Development
Review/ Zoning
( CEDA)
Business Creation,
Attraction, Retention
& Expansion Svcs.
( CEDA)
Coliseum
( CEDA)
Downtown
Development
( CEDA)
Housing
Development
( CEDA)
Residential Rent
Adjustment
( CEDA)
Environmental
Compliance and
Remediation ( PWA)
Recycling and
Solid W aste
( PWA)
Central City East
( CEDA)
Community &
Program
Development ( DHS)
Historic Preservation
( CEDA)
Oaklanders’
Assistance Center
( Mayor)
Equal Access
Office
( CMO)
ORGANIZATIONAL LEGEND:
CAO – City Attorney’s Office
CAM- Cultural Arts and Marketing
CEDA – Community and Economic Development
Agency
CIP – Capital Improvement Program
CMO – City Manager’s Office
DHS – Department of Human Services
FMA – Finance & Management Agency
N- D – Non- Departmental
OPR – Office of Parks and Recreation
OPL – Oakland Public Library
PSA – Police Services Agency
PWA – Public Works Agency
Hunger and
Homeless Services
( DHS)
FY 2003- 05 ADOPTED POLICY BUDGET A - 11
CITY OF OAKLAND
Citywide Program Structure
Goal
Objectives
Programs
Improve O a k land N eighborhoods
Improve traffic/
b ike/ pedestrian
safety
Increase neighborhood
coord ination/
partic ipation
Reduce b light
and nuisance
Enha nce
ne ig hbo rhood
comm erce
P edestrian S afety
( CEDA)
Neigh borh ood
Com m erc ial
Revitalization ( CED A)
Livable N eigh borh ood
Code E nforcem ent
S ervic es ( CED A)
Hom e Own ership an d
Reh abilitation ( CED A)
Transportation an d
P edestrian S afety
( PW A)
Keep O aklan d C lean
an d B eautiful ( PW A)
Traff ic O per ations
( PSA)
Parking
Enforcem en t
( FMA)
Neigh borh ood
Law C orps
( CAO)
ORGANIZATIONAL LEGEND :
CAO – City A ttorney’s O ff ice
CAM- Cultural A rts an d M arketin g
CEDA – C ommunity an d E conom ic Developm ent
Agency
CIP – C apital Improvem ent Program
CMO – City M an ager’s O ffice
DHS – D epartmen t of H uman S ervices
FMA – Finance & M an agem en t A genc y
N- D – Non- D epartmental
OPR – Of f ice of Parks an d R ecreation
OPL – O akland P u blic L ibrary
PS A – P olic e S ervic es A genc y
PW A – Public W orks Agency
MAYOR AND COUNCIL PRIORITIES
A - 12 FY 2003- 05 ADOPTED POLICY BUDGET
Citywide Program Structure
Goal
Objectives
Programs
Ensure tha t a ll Oa k land y o u th & seniors
ha v e the opportunity to be success ful
Provide e ffective com munity
program s for sen iors, youth a nd
people w ith d isab ilitie s
Leve rage new re so urces for
sen io rs, youth a nd people
with d isab ilitie s
Im prove access and m obility
for se n iors, youth a nd people
with d isab ilities
E arly C hildh ood
Education
( DHS)
F am ily L iterac y
( DHS)
Children an d
Y ou th S ervices
( DHS)
Oaklan d F un d f o r
Children an d Y outh
( DHS)
Senior C enters an d
Community S ervices
( DHS)
Older W orkers
Em ploym en t & Train in g
- ASSETS ( DHS)
Care M gm t & Su pport for
Frail S enior & A dults
w/ D isa bilities ( DHS)
Paratransit for Seniors
an d A dults w/ Dis abilities
( DHS)
Americans w ith
Disabilities
Act P rograms ( CMO)
Commu n ity
Developm ent- CDBG
( CEDA)
Branch L ibr ary S ervic es
( O PL)
Literac y P rogram s
( O PL)
Museum E ducation
Services
( C AM )
ORGANIZATIONAL LEGEND :
CAO – City A ttorn ey’s O f f ice
CAM - Cultural A rts an d M arketin g
CEDA – C ommunity an d E c onom ic Developm ent
Agency
CIP – C apital Improvem ent Program
CMO – City M an ager’s O f f ice
DHS – Departmen t of H uman S ervices
FMA – F inance & M an agem en t A gency
N - D – Non- Departmental
OPR – Of f ice of Parks an d Recreation
OPL – O aklan d Pu blic L ibr ary
PS A – P olic e S ervic es A genc y
PW A – Public W orks Agenc y
FY 2003- 05 ADOPTED POLICY BUDGET A - 13
CITY OF OAKLAND
Citywide Program Structure
Goal
Objectives
Programs
M odel bes t p ractic e s to improve custom er services
and to be a fisca lly sound and e ffic iently run city
Ensure
continuo us
im pro vem e nt in
em plo yee
perform ance
Deve lop and
institutio na lize
so und financia l
m anagem ent
polic ie s a nd
practice s
Adequa te ly
budget for a nd
m onitor
ove rtim e
spend ing
Deve lop and
im p lem ent
program ( s) tha t
pro vid e fina nc ia l
incentive for
em p lo yee a nd
team s to
ide ntify co st
sa v ing m ea sure s
Maxim ize the
va lue p ro vided b y
each do lla r spe nt
in o utside
contracts
and p urcha se s
Develop and
im p lem ent a
te chno log y
infra structu re tha t
enhances the
capabilitie s a nd
effectiveness o f
city ope ratio ns
Mayor’s
Administration
( Mayor)
Administration
Equ al ( CM O)
Opportu n ity
Program ( CM O)
Risk M an agemen t
( CMO )
Bu dget O f f ice
( CM O)
L itigation
S ervic es ( CAO )
A dvis ory S ervic es
( CAO )
Legal S u pport
& O perations
( CAO )
Class/ C om p./
P osition C on trol
( FMA)
Em ployee
Assis tanc e
S ervices
( FMA)
HR S ys tem s /
Ben efits ( FMA)
Labor R elations
( FMA)
Recruitment &
E xam in ation
( FMA)
Purchasin g
( FMA)
Accou n tin g
Oper ations
( FMA)
Central S tores
( FMA)
M ailroom
( FMA)
F inancial R eporting
( FMA)
Inves tm ents / Cash
Man agem en t
( FMA)
Cashierin g
( FMA)
Debt M an agemen t
( FMA) Revenu e
Collections
( FMA)
P arking C itation
Assis tanc e C enter
( FMA)
P ark ing M eter
Collections
( FMA)
S afety, L iability
an d C om plianc e
( PW A)
S ystems &
Database
Administration
( FM A)
Custom er Su pport
Services
( FM A)
A pplic ation
Developm ent
& Su pport ( FMA)
Techn ology
In f rastruc ture
Su pport &
En gin eering ( FM A)
P olic y P lan n in g,
Implem entation
an d O per ations
( FM A)
Geographic
In form ation
S ystems
& In tern et /
Intran et ( FMA)
Techn ology
Project & Busin ess
Developm ent
( FM A)
CEDA D irector’s
O ffice
( CEDA)
Cityw ide A ctivities
( N - D )
Fiscal M an agem en t
( N - D )
P olic y An alys is
( Coun cil)
Au ditin g
( Auditor)
Central
Administration
( O PR)
Surveys
( Auditor)
Contract
M an agemen t
( O PR)
Tech n ical S ervices
& S u pport
Oper ations ( OPR)
Libr ary S ystem
W ide Su pport
( O PL)
Contract
Com pliance
Program
& Em ploymen t
Service ( CMO)
Commu n ications
– KTO P W ebsite
an d F ilm Off ice
( CAM )
Museum O versight
( CAM)
F in anc ial A n alysis
( Auditor)
Trust Fund
Good G ov’t ( O PR)
( Auditor)
ORGANIZATIONAL LEGEND :
CAO – City A ttorn ey’s O f f ice
CAM- Cultural Arts an d M arketin g
CEDA – C ommunity an d Ec onom ic D evelopm ent
Agency
CIP – C apit al Im provem ent Program
CMO – City M an ager’s O f f ice
DHS – Departmen t of Human S ervices
FM A – Finance & M an agem en t Agenc y
N - D – Non- Departmental
OPR – Of f ice of P arks an d R ecreation
OPL – O aklan d P u blic L ibr ary
PS A – P olic e S ervic es A genc y
PW A – Public W orks Agenc y
Retirement
( CMO )
MAYOR AND COUNCIL PRIORITIES
A - 14 FY 2003- 05 ADOPTED POLICY BUDGET
Citywide Program Structure
Goal
Objectives
Programs
Maintain a nd Enhance O akland ’ s P hysical Assets
Ma inta in a nd
Enha nce
Lake M erritt,
T he E stua ry a nd
Oakland’s
waterways
Provid e for well
m aintained sa nita ry
sewer and storm
drainage system s
and for required and
on- going capital
improvem ent
Provide for clean,
well m aintained a nd
acces sib le streets
and s idewalk s
Provide for clean,
m aintained a nd
acces sib le fac ilit ie s
and am enities
Provid e for safe,
clean, m a inta ined
and accessible
Parks and
recreation
facilit ies
Fleet M an agem en t
an d m ainten anc e
( PW A)
Facilities
Management and
Developm ent ( PW A)
Sanitary an d Storm
S ewer M gmt an d
Mainten ance ( PW A)
Stre ets an d Sidewalks
Mgmt an d
Mainten ance ( PW A)
En gin eering Plannin g
an d D esign
( PW A)
Project D elivery
( PW A)
Electrical an d En ergy
Ef f iciency
( PW A)
Debt/ L eas e P aym ents
( N - D )
Museum Visitor
Services
( CAM)
G rounds
( O PR)
Custodial S ervic es
( O PR)
Trees
( O PR)
Recreation,
Cultural, C ivic
( O PR)
Com petitive
Sports
( O PR)
Aqu atics
( O PR)
Feath er R iver C amp
( O PR)
B all F ields
( O PR)
Golf Course
( O PR)
W atershed an d
W aterways
( PW A)
Activity C enters
( O PR)
Real Estate
( CEDA)
Capital P rojects
( C IP)
ORGANIZATIONAL LEGEND:
CAO – City A ttorn ey’s O f fice
CAM- Cultural A rts an d M arketin g
CEDA – Community an d Econom ic Developm ent
Agency
CIP – Capital Improvem ent Program
CMO – City M anager’s O ffice
DHS – Departmen t of Human Services
FMA – Finance & M an agem en t A genc y
N- D – Non- Departmen tal
OPR – Of f ice of Parks an d R ecreation
OPL – O aklan d Pu blic L ibrary
PS A – P olic e S ervic es A genc y
PW A – Public W orks Agenc y
FY 2003- 05 ADOPTED POLICY BUDGET A - 15
CITY OF OAKLAND
Citywide Program Structure
Goal
Objectives
Programs
Inspire C reativ ity a nd Civ ic Engagement
Encourage and support
vo lunteer invo lvem ent
Foster co llaboration
w ith and among
community- based
organ izations and C ity
departments to
enhance com m unity
owne rsh ip and
partic ipation
Foster a rtistic
expre ssio n, c raft and
c iv ic festiva ls
P rovide voter
educa tion and
enco urage
partic ipatio n
Cultural F undin g
Program
( CAM )
Com m unity P rom otion
( N - D)
Public A rt P rogram
( CAM )
S en ior V olunteer
S ervices
( DHS)
Mu seum C uratorial
an d E xhibition
S ervices ( CAM )
Alic e A rts C enter
( CAM )
Henry J K aiser
Con vention
Center ( CAM)
Main L ibrary S ervic es
( O PL )
A frican Am erican
M useum & L ibrary
A t O aklan d ( OPL)
Intergovernm ental
Affairs
( CMO)
Public E thics
Commission ( CMO)
Rec ord M an ag em en t/
Cu stom er S ervic es
( C lerk )
Election &
P olitic al C om plianc e
( C lerk)
Con stitu en t A f fairs
( Coun cil)
Agen da
Management
( C lerk )
ORGANIZATIONAL LEGEND:
CAO – City A ttorn ey’s O f f ice
CAM - Cu ltu ral A rts an d M arketin g
CEDA – C om m unity an d E conom ic Developm ent
A genc y
CIP – C apital Im provem ent Program
CMO – City M an ager’s O f f ice
DHS – D epartm ent of H um an S ervic es
FMA – Finance & M an agem ent A gency
N- D – Non- Departmental
OPR – Of f ice of Parks an d R ecreation
OPL – O aklan d Pu blic Library
PS A – P olic e S ervic es A g en c y
PW A – Public W orks Agenc y
MAYOR AND COUNCIL PRIORITIES
A - 16 FY 2003- 05 ADOPTED POLICY BUDGET
City Council Policy on the General Purpose Fund Reserve
The City of Oakland established its General Purpose Fund Reserve as additional insurance against disasters, emer-gencies
and unforeseen expenditures. Reserves are non- obligated fund balances calculated at the of each budget year.
In conjunction with its decision to move to a two- year budget process starting FY1997- 99, the Council approved staff’s
recommendation to increase the General Purpose reserve policy from 5.0 to 7.5 percent. The two- year budget cycle is
based on projections and assumptions further into the future than a single- year budget and is therefore inherently subject to
greater volatility; a 2.5 percentage point increase in the General Purpose Reserve attempts to mitigate this added
unpredictability. By increasing the reserve level in recognition of the greater degree of economic uncertainty, the Council will
be less likely to require mid- cycle revisions. In fact, it is intended that the mid- cycle budget review be limited exclusively to
significant variations in the City’s revenue projections and changes in Federal and State mandates.
FY 2003- 05 ADOPTED POLICY BUDGET B - 1
CITY OF OAKLAND
City’s Two- Year Budget
This is the City of Oakland’s fourth biennial budget document. The two- year budget is intended to improve the City’s long-term
planning and enhance funding stability. The adoption of a two- year budget is intended to contribute to savings in Mayor,
Council and staff time and energy by reviewing full operating budgets once every two years rather than annually. Biannual
budget appropriations are adopted for a 24- month period; however, they are divided into two one- year spending plans.
During the off- year of the two- year budget cycle, the Mayor and Council conduct a Midcycle budget review limited to
significant variances in estimated General Fund revenue and/ or revised mandates arising from Federal, State or Court
actions. The Mayor and Council also use the first year of the two- year budget cycle to review, refine, and enhance the utility
of agency/ departmental performance measures.
City’s Transition to Performance- Based Budget
At the biannual budget retreat in November 2002, the City Council made an important decision that will change the develop-ment,
presentation and allocation of the City’s budget beginning with this budget cycle. This milestone decision was to have
a program- based budget in place for FY 2003- 05, and a performance- based budget for FY 2005- 07. Program- based budget-ing
requires budget development, presentation, and eventually – budget allocations, in programmatic terms. The programs
are supposed to be developed and exist at each agency / department level, with continuous linkages to specific Citywide
objectives, and further – to more broad goals / priorities of the Mayor and the City Council. A program- based budget is an
intermediate step towards a performance- based budget, and in order to ensure the transition, performance measures must
be developed for each program, and used to track program performance during FY 2003- 05.
To ensure the transition to the program- based ( and eventually – performance- based budget), the Administration has taken
a number of steps.
1. Immediately following the Council retreat, the City Manager formed the Citywide Leadership Team, bringing to-gether
representatives of the elected officials, staff, and the public. By January 2003, the Leadership Team devel-oped
29 objectives based on the seven Mayor/ Council goals.
2. At the same time, the Budget Office prepared and provided extensive training to Agency and Department Direc-tors,
departmental managers, and fiscal staff on the FY 2003- 05 budget development. The agencies / departments
were provided detailed instructions on how to develop their FY 2003- 05 budget proposals using a programmatic
approach. As part of their FY 2003- 05 budget submissions, agencies / departments were required to