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April Forum Powerpoint

The document presents a detailed budget overview for Oakland, highlighting significant fiscal challenges, including a total shortfall of $317.8 million over the last six years, resulting in workforce reductions and service cuts across public safety and community services. Proposed measures for the fiscal years 2013-2015 aim to balance the budget while addressing ongoing liabilities, with a focus on long-term changes and capital improvements. The overall financial outlook remains uncertain due to external factors and additional fiscal pressures, affecting the city's ability to maintain services and respond to community needs.

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Presentation to Make Oakland Better Now April 28, 2013
Budget Conditions 2
Background– Budget Conditions  Shortfalls totaling $317.8 Million over last 6 years (does not include $12.27 and $35.42M for FYs 2013-2015)  Workforce reduction equivalent to 720 full-time positions (16%) over last 6 years (does not include the proposed elimination of 86.5 FTEs in FYs 2013-2015)  Service reductions appear not equivalent to staff reductions - challenge trying to sustain traditional service levels with diminishing staff and resources  Internal service departments critical to sustaining quality service and have been cut dramatically to preserve front-line services—no longer sustainable service model  Employees & residents have been major part of the solution Source: Council meeting materials and adopted budget document3
Full-Time Equivalent (FTE) History 4,634 3,681 FTEs (All Time Low)* Totals: 354 layoffs; and, 653 impacted positions 4 3952 3993 4003 4227 4225 4565 4634 4248 4327 4266 4325 4401 4288 4124 3950 3755 3681 0 500 1000 1500 2000 2500 3000 3500 4000 4500 5000 FTE *Source: Adopted Budget documents
Service Reductions—Public Safety - Closed two fire engine companies—Rolling Brown Outs -2 out of 25 Engines, 7 Trucks remain - In the last 6 years, sworn/officers reduced 27% from 837 to 611 officers (now @ 649 budgeted positions) - Civilian OPD workforce reduced 34% from 394 to 261 (Does not include Parking Reorganization) - Loss of a variety of basic OPD resources: -Patrol staffing level -Slower Response Time for 911 Calls for Service/Dispatcher Staffing Shortage -Horse Mounted Unit Eliminated -Traffic Units Eliminated -Investigation Staff Reduced 5
- Staff spread “more thin” throughout the City to provide services, especially in the general administrative functions such as IT, HR, Finance/Budget, record keeping, etc. These services are KEY to quality services provided to the community. - Staffing reductions at Oaklanders Assistance Center - Reduced branch library hours from 6 to 5 days/week - Reduced recreation center hours Service Reductions—Comty. Services 6
- Paving & Street Repairs - Code Enforcement Staffing Levels - Planning Staffing Levels - Development Staff - Cultural Arts Staff - Film Permitting - Allocations to non-profits - Façade and Tenant Improvement Grants - Neighborhood Project Initiative Program - Graffiti abatement (private property) - Tough on Blight (Code Enforcement) 7 Service Reductions—Comty. Services - Extra Police Patrols - Low Mod Housing - Eliminated Illegal dumping - Tree Trimming - Homeless Services - Street and Sidewalk Maintenance (potholes and paving) - Park, Median and Grounds Maintenance - Building Maintenance and Custodial - Open Space Maintenance
Past Solutions to Balance the Budget 8 Short-Term • Employee contributions • Deferred Maintenance • Controlled & reduced expenditures (hiring freeze & selected hiring) • Restricted travel, reduced training • Financial assistance (e.g., grants) • Reduced use of city vehicles • Rotating Fire Station brownouts • Funding shifts for expenditures (to mitigate impacts to GPF) • Issue bond (PFRS) • Property and land sales Long-Term • Service eliminations/reductions (e.g., operating hours for Comty Centers, Libraries, etc.) • Reduced workforce • Increase employee’s share of retirement contribution • Two-tier Retirement System • Reorganized city structure • Economic development investment & strategies • Increased fees
9 Fiscal Uncertainties–Outside of Local Control • Potential fiscal impact for reversal of RDA transaction (e.g., land sales, contracts, projects, etc.) • ROPS denial of $3M+ staff/program expenditures & more reviews underway ($800K disputed with Department of Finance unresolved) • Undesignated cost of NSA mandates • Modest economic recovery in the global, national and regional climate • Sequestration • Head Start • Housing • Senior Programs Budget Conditions
10 Service Challenges:  Public Safety – Crime Increase AND Sworn Decrease  Modest Revenue Growth/ But Expenditures Exceed Pace  Key Ballot Measures Expire (Measure Y, Wildfire Assessment) – Planning underway in CFY to stabilize future budgets  Deferred Capital Investments  Deferred Capital Maintenance/Expenditures  Some projects do not have O&M Budget (e.g. Lake Merritt, West Oakland Youth Center, transferred RDA projects/properties)  Litigation settlements Budget Conditions
Continued Challenges  Unfunded and long-term liabilities (e.g. pension, OPEB, accrued leave)  Deferred capital investments  Negative Fund Balances  Gaps between available resources and service demands/ Multi-Year Deficits and Service Reductions/Eliminations  Crime and Violence in our Community impact quality of life 11
Unfunded & Long-Term Liabilities Unfunded Amount Descriptions $743K Oakland Municipal Employees Retirement System (OMERS), closed retirement system, unfunded balance as of June 30, 2011 $743M California Public Employees Retirement System (Cal PERS), 75% funded. Unfunded balance as of June 30, 2011 $216M Police and Fire Retirement System (PFRS), closed retirement system, unfunded balance as of June 30, 2012 was $426M; issued a bond in July 2012, the current unfunded balance is $216M, will start the payment in FY 2017-18, $24.24M $520M Other Post-Employment Benefits (OPEB) has the unfunded actuarial accrued liability (UAAL) of $520M as of June 30, 2011 $29.5M Accrued leaves are funded at 28.7% level, which leaves approximately $29.5M unfunded as of June 30, 2012 (unaudited) $111M Of the 173 funds, 54 has negative fund balance as of June 30, 2012 (audited). Of which, $85M is in the repayment schedule, $26M is not. 12 GASB Statement 45 requires government employers to measure and report other post-employment benefits (other than pension)
Negative Other Fund Balance Summary 13 (FYs 2009-10 through 2012-13) Ending Ending Ending Estimated Fund Balances Fund Balances Fund Balances Fund Balances Negative Fund Category FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 1 Negative Funds with Repayment Plan (98,175,474) (94,379,909) (78,766,947) (69,755,454) 2 Reimbursable Negative Funds (22,448,746) (13,525,732) (18,692,300) (14,629,751) 3 Non-Reimbursable Negative Funds without Repayment Plan (17,542,656) (13,441,408) (14,031,629) (14,531,629) (138,166,876)$ (121,347,049)$ (111,490,876)$ (98,916,834)$ FY 2010-10 to FY 2012-13 repayment amount (39,250,042)$ Total Negative Funds Negative Year-End Fund Balances Summary for FY 2009-10 through FY 2012- 13 Note: 1. Ending Fund Balances for FY 2011-12 in the amount of $111,490,876 is revised to actual per audit of the FY 11-12 Comprehensive Annual Financial Report (CAFR)
City’s Credit Rating  The City’s underlying ratings for its general obligation bonds are as follows:  These ratings reflect the City’s credit strengths which are embodied in:  Strong financial management practices, many of which are enshrined in council-adopted policy  Very deep and diversified economic base that contributes to and participates in the Bay Area regional economy  Positive views of budget actions that have allowed the City to retain a very strong general fund balance  Cash flows and liquidity levels that are closely monitored and managed throughout the fiscal year and management‘s emphasis on maintaining healthy general fund reserves  Very strong reserves 14 Rating Agency Rating Action Date Rating Outlook Moody’s 6/19/2012 Aa2 Stable Outlook S&P 6/13/2012 AA- Stable Outlook Fitch 8/20/2012 A+ Stable Outlook
15 Proposed FY 2013-2015 Policy Budget
 Proposing a “Fair Share” budget  Oakland is on the Rise  Significant Hard Work is Still Ahead 16 Proposed FY 2013-2015 Policy Budget
Proposed FY 2013-15 Policy Budget (in millions) FY 2013-14 FY 2014-15 Revenue Expenditure Revenue Expenditures General Fund $ 430.16M $ 430.16M $ $457.40M $ 457.40M All Funds $ 1,052.69M $ 1,039.01M $ 1,071.70M $ 1,060.58 M FTEs 3,833 FTEs 3,875.76 FTEs Note: The revenue in All-funds exceed the All-Funds expenditures due to Council’s policy to amortize the repayment to negative funds created I prior years. 17
Summary of Balancing Measures 18 Balancing Measures FY 2013-14 FY 2014-15 Revised Projected GPF Revenues $429.50M * $438.12M* Revised Baseline GPF Expenditures $433.63M $454.93M Baseline GPF Shortfall ($ 4.13M) ($ 16.81M) Non-Recovery of OH due to other funds cut ($ 1.13M) ($ 1.26M) Increase in Expenditures ($ 7.02M) ($17.35M) Total Shortfall: ($12.27M) ($35.42M) Expenditure Reductions $11.63M $16.13M Increase in Revenues $ 1.80M $ 7.32M Utilized Fund Balance: ($ 1.16M) $11.97M Net balance: $ -0- $-0- *The projected GPF revenue in October 2012 was revised in March 2013 based on latest data available in property tax, sales tax, business license tax, etc. FY 2013-14 projected GPF revenue increased by $11.51 million and $8.05 million increased for FY 2014-15.
19 Increased revenues in both in one-time and on-going categories– about $11.5 M in Year 1 and $8M in Year 2 Resolves shortfalls of $12.27M in Y1 and $35.42M in Y2 79.5 FTE positions eliminated in Year 1 and 86.5 FTE positions in Year 2 Significant reduction in use of one time funds for ongoing expenditures: $10.83M Continues pay down of Negative Fund Balance and strong fiscal mgmt & controls Proposed FY 2013-2015 Policy Budget
• Proposed budget invests in Capital Improvements • $88M is recommended for investment in 27 Projects:  Buildings and Facilities — 7 projects, $1.4 million  Sewers — 12 projects, $29.1 million  Streets, Sidewalks — 10 projects, $19.6 million  Traffic Improvements — 5 projects, 4.5 million  Garage Improvements — 3 projects, $33.2 million (subject to State Approval of Redevelopment disposition) 20 Proposed FY 2013-2015 Policy Budget
21 June 30, 2012 April 25, 2013 Un-Audited Audited,Council Actions & Proposed Spending Gross ending Fund Balance 82,900,000$ 84,600,000$ Early Recognition of RPTT in Prop Sales (12,482,521)$ (12,482,521)$ $1.8M for Colseum City EIR contract award ($250K CDBG) (1,800,000)$ (400,000)$ Project Carry Forward & Encumbrance (5,100,000)$ (5,100,000)$ Net Available Ending Fund Balance: 63,517,479$ 66,617,479$ 7.5% mandated reserved level (designated fund balance) (30,200,000)$ (30,200,000)$ July 1, 2012 Beginning Fund Balance: 33,317,479$ 36,417,479$ Sierra Systems (council action 1/2013) -$ (900,000)$ 20 PST II & 1 Latent Print Examiner III (council action 1/2013) -$ (809,898)$ Contract with Wasserman (council action 1/2013) -$ (250,000)$ Contract with Alameda County Sheriff's Office (council action 1/2013) -$ (265,000)$ VMA Security Service Contract (council action 1/2013) -$ (100,000)$ Low/Mod Housing & Admin. Cost ROPS Denial -$ (3,081,089)$ Received Property Tax Distribution (Net $601,089) -$ 2,480,000$ Contract with CHP (council action 2/2013) -$ (162,000)$ 2-year salary for Compliance Officer per Federal Court Order (benefits not included) -$ (540,000)$ General Fund Balance w/Known Council Action: 33,317,479$ 32,789,492$ Potential measures to use the fund balance: Reverse $14.28 M transfer from the fund balance in FY 2012-13 14,280,000$ Projected revenue growth by June 30, 2013 (Q2 report) 12,720,000$ Reverse land sale subject to state review (net) (31,000,000)$ Litigation settelment (4,300,000)$ Police Overtime in FY 2012-13 (per 2nd Q report) (7,700,000)$ Increase Reserved Amount due to higher FY 2013-14 GPF Proposed Budget (7.5% of $430M) (2,084,743)$ Used for FY 2013-15 budget balance measures (updated 4/14/2013) (10,810,930)$ Subsidize Head Start partial cuts (34 families, Eastmont Ctr) (300,000)$ Compliance Director's Staff and travel expenses (Court Order Dated 4/17/13), $450K/yr X 2 (900,000)$ Expenditures associate w/Compliance Director (Court order Doc#885, 12/12/12, p.7) TBD Projected balance as of June 30, 2013 2,693,819$ Notes: 1 2 Audited FY 2011-12 General Fund Balance/FY 2012-13 Undesignated Fund Balance Update Some fund balance will be required for NSA/Compliance Director-Court Order implementation (e.g., CD staffing, space, compliance initiatives) ($TBD) Fiscal impact of additional State actions regarding DOF/Controller's Office review have a potential impact of approximately $35M for land sale reversals (not included) and additional ROPS review may have an additional fiscal impact ($TBD).
Five-Year GPF & All-Fund Revenue & Expenditure Projection (as of March 2013) 22 General Purpose Fund FY 2013-14 Proposed FY 2014-15 Proposed FY 2015-16 Forecast FY 2016-17 Forecast FY 2017-18 Forecast Revenue 430,155,612$ 457,401,684$ 449,405,499$ 460,300,547$ 475,368,929$ Expenditures 430,155,612$ 457,401,684$ 461,600,000$ 474,300,000$ 502,100,000$ Surplus/(Shortfall) -$ -$ (12,194,501)$ (13,999,453)$ (26,731,071)$ Expenditures - Deferred 99,000,000$ 100,400,000$ 101,700,000$ Surplus/(Shortfall) -$ -$ (111,194,501)$ (114,399,453)$ (128,431,071)$ All Funds FY 2013-14 Proposed FY 2014-15 Proposed FY 2015-16 Forecast FY 2016-17 Forecast FY 2017-18 Forecast Revenue 1,052,690,555$ 1,071,696,861$ 1,013,617,005$ 1,030,810,812$ 1,052,534,461$ Expenditures 1,039,006,929$ 1,060,583,969$ 1,059,300,000$ 1,079,300,000$ 1,115,300,000$ Surplus/(Shortfall) 13,683,626$ 11,112,892$ (45,682,995)$ (48,489,188)$ (62,765,539)$ Expenditures - Deferred 135,000,000$ 136,300,000$ 137,600,000$ Surplus/(Shortfall) 13,683,626$ 11,112,892$ (180,682,995)$ (184,789,188)$ (200,365,539)$ Note: Assumes one police academy per year in FY 2015-16, FY 2016-17, and FY 2017-18; The police and fire services supported by Measure Y do not have to be backfilled by the General Purpose Fund; and Salaries are assumed to grow at 1% due to step increases *This forecast does not adjust for CalPERS 50% increase over 6 years (FY 2015-16), numbers are under development
Five-Year All-Fund Expenditure Forecast Expenditure Categories FY 2013-14 Proposed FY 2014-15 Proposed FY 2015-16 Forecast FY 2016-17 Forecast FY 2017-18 Forecast Civilian salaries $ $170,226,896 $ 170,379,243 $ 171,400,000 $ 173,100,000 $ 174,800,000 Civilian fringe $ $ 56,451,146 $ 59,398,702 $ 62,700,000 $ 66,400,000 $ 70,400,000 Civilian retirement $ $41,076,011 $ 43,525,191 $ 46,900,000 $ 50,600,000 $ 54,700,000 Personnel - civilian $ 267,754,053 $ 273,303,136 $ 280,900,000 $ 290,200,000 $ 300,000,000 Sworn salaries $ 139,551,088 $ 153,668,175 $ 153,900,000 $ 155,500,000 $ 157,000,000 Sworn fringe $ 42,327,881 $ 48,123,543 $ 50,300,000 $ 53,300,000 $ 56,600,000 Sworn retirement $ 39,357,670 $ 43,845,661 $ 47,000,000 $ 50,800,000 $ 55,000,000 Personnel - sworn $ 221,236,639 $ 245,637,379 $ 251,200,000 $ 259,600,000 $ 268,600,000 Services and supplies $ 70,825,352 $ 70,116,230 $ 68,700,000 $ 68,700,000 $ 68,700,000 Contract services $ 98,349,106 $ 99,317,103 $ 99,200,000 $ 99,200,000 $ 99,200,000 Internal service/work order $ 54,290,850 $ 55,482,083 $ 56,700,000 $ 59,000,000 $ 62,000,000 Other $ 4,367,188 $ 4,377,390 $ 4,400,000 $ 4,400,000 $ 4,400,000 Operations and maintenance $ 227,832,496 $ 229,292,806 $ 229,000,000 $ 231,300,000 $ 234,300,000 Land, buildings, infrastructure, furniture $ 24,910,286 $ 26,512,786 $26,500,000 $ 26,500,000 $ 26,500,000 Equipment/vehicles $ 668,755 $ 668,755 $700,000 $ 700,000 $ 700,000 Other fixed assets/computers and software $ 800,898 $ 808,878 $800,000 $ 800,000 $ 800,000 Capital acquisitions $ 26,379,939 $ 27,990,419 $28,000,000 $ 28,000,000 $ 28,000,000 Debt service $ 178,328,061 $ 173,415,117 $ 145,200,000 $ 145,200,000 $ 145,200,000 Operating transfers $ 119,138,950 $ 112,188,270 $ 116,400,000 $ 116,400,000 $ 116,400,000 Overhead $ (1,690,003) $ (1,675,520) $ (1,700,000) $ (1,700,000) $ (1,700,000) Overhead - Project Recoveries $ (13,674,482) $ (14,129,131) $ (14,200,000) $ (14,200,000) $ (14,200,000) Bank, bond, loan, and other expenditures $ 5,329,749 $ 5,335,749 $ 5,100,000 $ 5,100,000 $ 5,100,000 Other $ 8,371,527 $ 9,225,744 $ 9,400,000 $ 9,400,000 $ 9,400,000 Debt service, operating transfers, other $ 295,803,802 $ 284,360,229 $ 260,200,000 $ 260,200,000 $ 260,200,000 Deposits to reserve for pension and OPEB liabilities $ 10,000,000 $ 10,000,000 $ - Required contribution for PFRS $ - $ - $ 24,200,000 Pay down long term liabilities - required $ 10,000,000 $ 10,000,000 $ 24,200,000 Subtotal Non-Deferred $ 1,039,006,929 $ 1,060,583,969 $ 1,059,300,000 $ 1,079,300,000 $ 1,115,300,000 Land, buildings, infrastructure, furniture $ 78,000,000 $ 78,000,000 $ 78,000,000 Equipment/vehicles $ 10,200,000 $ 10,200,000 $ 10,200,000 Other fixed assets/computers and software $ 7,500,000 $ 7,500,000 $ 7,500,000 Capital acquisitions - deferred $ 95,700,000 $ 95,700,000 $ 95,700,000 Deposits to GPF reserves $ - $ - $ - Net new negative fund balance repayment $ 3,000,000 $ 3,000,000 $ 3,000,000 OPEB - Net new Police to achieve ARC $ 19,900,000 $ 21,000,000 $ 22,100,000 OPEB - Net new Fire to achieve ARC $ 9,900,000 $ 10,300,000 $ 10,700,000 OPEB - Net new Misc to achieve ARC $ 6,500,000 $ 6,300,000 $ 6,100,000 Pay down long term liabilities - deferred $ 39,300,000 $ 40,600,000 $ 41,900,000 Subtotal Deferred $ 135,000,000 $ 136,300,000 $ 137,600,000 Grand Total Including Deferred $ 430,155,612 $ 457,401,684 $ 560,600,000 $ 574,700,000 $ 603,800,000
Five-Year General Purpose Fund Expenditure Forecast Expenditure Categories FY 2013-14 Proposed FY 2014-15 Proposed FY 2015-16 Forecast FY 2016-17 Forecast FY 2017-18 Forecast Civilian salaries $ 66,331,643 $ 68,054,143 $ 68,600,000 $ 69,300,000 $ 70,000,000 Civilian fringe $ 21,995,075 $ 23,177,677 $ 24,500,000 $ 26,000,000 $ 27,500,000 Civilian retirement $ 16,053,933 $ 17,043,133 $ 18,400,000 $ 19,900,000 $ 21,500,000 Personnel - Civilian $ 104,380,651 $ 108,274,953 $ 111,500,000 $ 115,200,000 $ 119,000,000 Sworn salaries $ 126,734,085 $ 138,909,176 $ 138,900,000 $ 140,300,000 $ 141,700,000 Sworn fringe $ 39,156,172 $ 45,056,939 $ 47,000,000 $ 49,900,000 $ 52,900,000 Sworn retirement $ 36,149,911 $ 40,766,263 $ 43,600,000 $ 47,200,000 $ 51,100,000 Personnel - Sworn $ 202,040,168 $ 224,732,378 $ 229,600,000 $ 237,400,000 $ 245,700,000 Services and supplies $ 15,616,347 $ 14,631,017 $ 13,700,000 $ 13,700,000 $ 13,700,000 Contract services $ 19,697,024 $ 19,736,539 $ 19,600,000 $ 19,600,000 $ 19,600,000 Internal service/work order $ 29,285,594 $ 30,132,571 $ 30,800,000 $ 31,900,000 $ 33,400,000 Other $ 1,823,994 $ 1,824,364 $ 1,800,000 $ 1,800,000 $ 1,800,000 Operations and maintenance $ 66,422,959 $ 66,324,491 $ 65,800,000 $ 67,000,000 $ 68,500,000 Debt service $ 35,413,567 $ 35,033,723 $ 20,900,000 $ 20,900,000 $ 20,900,000 Operating transfers $ 35,293,535 $ 36,237,058 $ 37,200,000 $ 37,200,000 $ 37,200,000 Overhead $ (14,278,144) $ (14,083,795) $ (14,100,000) $ (14,100,000) $ (14,100,000) Bank, bond, loan, and other expenditures $ 2,220,252 $ 2,220,252 $ 2,000,000 $ 2,000,000 $ 2,000,000 Other $ (1,337,376) $ (1,337,376) $ (1,300,000) $ (1,300,000) $ (1,300,000) Debt service, operating transfers, other $ 57,311,834 $ 58,069,862 $ 44,700,000 $ 44,700,000 $ 44,700,000 Deposits to reserve for pension and OPEB liabilities $ 10,000,000 $ 10,000,000 $ - Required contribution for PFRS $ - $ - $ 24,200,000 Pay down long term liabilities - required $ 10,000,000 $ 10,000,000 $ 24,200,000 Subtotal Non-Deferred $ 430,155,612 $ 457,401,684 $ 461,600,000 $ 474,300,000 $ 502,100,000 Land, buildings, infrastructure, furniture $ 58,500,000 $ 58,500,000 $ 58,500,000 Equipment/vehicles $ 4,600,000 $ 4,600,000 $ 4,600,000 Other fixed assets/computers and software $ 3,800,000 $ 3,800,000 $ 3,800,000 Capital acquisitions - deferred $ 66,800,000 $ 66,800,000 $ 66,800,000 Deposits to GPF reserves $ - $ - $ - Net new negative fund balance repayment $ 3,000,000 $ 3,000,000 $ 3,000,000 OPEB - Net new Police to achieve ARC $ 17,700,000 $ 18,700,000 $ 19,700,000 OPEB - Net new Fire to achieve ARC $ 9,100,000 $ 9,500,000 $ 9,900,000 OPEB - Net new Misc to achieve ARC $ 2,400,000 $ 2,300,000 $ 2,300,000 Pay down long term liabilities - deferred $ 32,200,000 $ 33,600,000 $ 34,900,000 Subtotal Deferred $ 99,000,000 $ 100,400,000 $ 101,700,000 Grand Total Including Deferred $ 430,155,612 $ 457,401,684 $ 560,600,000 $ 574,700,000 $ 603,800,000
25 Service Impacts by Departments (Refer to Budget In Brief)
26
Police Sworn Staffing Detail 27 • Graduate 4 academies over FY 2013-2015 • End FY 2014-2015 at 697 Sworn • 20 Police Service Technicians • 1 Latent Print Examiner • 5 Communications Dispatchers • Development of Civilian Staffing Plan
Police Staffing FY 2013-15 POLICE STAFFIG ILLUSTRATION TWO PER YEAR ACADEMY COSTING (2,2) FY 2012-13 Staff level: 633 FY 2013-14: (633 +40+40-48) = 665 FY 2014-15: 665 +40+40-48=697 Assuming annual attribtion rate: 48 ACADEMY FY2013-14 FY2014-15 Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun 168th Academy 40 169th Academy 40 170th Academy 40 171st Academy 40 28
Police Staffing Detail – Civilian Support Staff 29 Professional Staff (Civilian) 2012-13 Needs Assessment FY 2013-14 Authorized Gap to Fill Need Field Operations Police Services Technician II 59 59 0 Police Evidence Technician 29 14 15 Records Management Police Records Specialist 59 54 5 Police Records Supervisor 4 3 1 Crime Lab Criminalist II 15 13 2 Criminalist III 5 3 2 Latent Fingerprint Examiner II 5 4 1 Communications (911) Police Communications Dispatcher 87 70 17-5=12 Police Communications Supervisor 7 4 3 Business Intelligence & Crime Analysis Admin Analyst II 30 20 10 Total 300 244 56
Comparison of Regional Police Costing San Francisco Walnut Creek Fremont Oakland San Jose BART Annual Base Salary - Bottom $88,842 $76,884 $77,608 $73,547 $62,296 $49,938 Annual Base Salary - Top $112,164 $93,403 $94,355 $102,999 $97,198 $79,888 Retirement Program SFERS 2.2% @ 50 or 3 @ 58 CalPers 3% @ 55 CalPers 3% @ 50 CalPers 3% @ 55 SJP&FRP 3% @ 50 SPERS 3% @ 50 Retirement Contribution 9% 9% 11.25% 9% 19.39% 0% Net Pay – Bottom $80,846 $69,964 $68,877 $66,928 $50,217 $49,938 Net Pay – Top $102,069 $84,997 $83,740 $93,729 $78,351 $79,888
31 Police Academy Stages 166th Academy Step Total Applications Received 2301 Invited to Written 2165 Invited to Physical Agility 752 Invited to Oral Interview 643 Referred to Department (on eligibility list) 409 Invited to Academy 55 Academy Graduation 39 167th Academy Step Total Applications Received 1805 Invited to Written 1636 Invited to Physical Agility 710 Invited to Oral Interview 494 Referred to Department on eligibility list 231 Invited to Academy 51 Academy Graduation N/A
32 Police Services Parcel Tax Options to Support Ongoing Cost of Officers Number of Officers 700 850 (150) 900 (200) 1,000 (300) 1,200 (500) Single Family Residential Parcel Tax Rate $88 (Measure Y) $276 $338 $463 $713 Assumptions: (1) Same exclusions as Measure Y (106,094 covered parcels), (2) proportional increase in non-single family residential rates, (3) $200K approximate annual salary, benefit, and equipment cost per officer, (4) single family residential parcel tax rate of $1.25 per year supports one officer, and (5) rates above do not include recruitment, training, and initially equipping new officers.
FY 2013-15 Budget Process & Timeline • May: Budget Town Hall Meetings Citywide • May 9: District 7, Thursday, 6:30-8:30 pm, Oakland Zoo, Zimmer Auditorium • May 13: District 5 & At Large, 6-8 pm, Patten College (location is tentative) • May 18: District 1 & 3, Saturday, 12 – 2 pm, Beebe Memorial • May 19: District 2 & 4, Sunday, 3:30-5:30 pm, Edna Brewer Middle School, 3748 13th Ave. • May 20: District 6, Monday, 6:30-8 pm, Frick Middle School, 2845-64th Ave. • May 23: City Council Budget Hearing, 6:30 p.m. City Council Chambers • June 13: City Council Budget Hearing, 6:30 p.m. City Council Chambers • June 27: Final City Council Budget Hearing/Adoption, 6:30 p.m. City Council Chambers • July 1: Implementation of FY 13-15 Adopted Budget 33
More Information Available Proposed Policy Budget document  http://www2.oaklandnet.com/oakca1/groups/cityadminis trator/documents/report/oak040606.pdf Factsheet in English  http://www2.oaklandnet.com/oakca1/groups/ceda/documents/agenda/oa k040426.pdf Factsheet in Chinese  http://www2.oaklandnet.com/oakca1/groups/ceda/documents/marketing material/oak040689.pdf Factsheet in Spanish  http://www2.oaklandnet.com/oakca1/groups/ceda/documents/marketing material/oak040690.pdf 34

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April Forum Powerpoint

  • 1.
    Presentation to Make OaklandBetter Now April 28, 2013
  • 2.
  • 3.
    Background– Budget Conditions Shortfalls totaling $317.8 Million over last 6 years (does not include $12.27 and $35.42M for FYs 2013-2015)  Workforce reduction equivalent to 720 full-time positions (16%) over last 6 years (does not include the proposed elimination of 86.5 FTEs in FYs 2013-2015)  Service reductions appear not equivalent to staff reductions - challenge trying to sustain traditional service levels with diminishing staff and resources  Internal service departments critical to sustaining quality service and have been cut dramatically to preserve front-line services—no longer sustainable service model  Employees & residents have been major part of the solution Source: Council meeting materials and adopted budget document3
  • 4.
    Full-Time Equivalent (FTE)History 4,634 3,681 FTEs (All Time Low)* Totals: 354 layoffs; and, 653 impacted positions 4 3952 3993 4003 4227 4225 4565 4634 4248 4327 4266 4325 4401 4288 4124 3950 3755 3681 0 500 1000 1500 2000 2500 3000 3500 4000 4500 5000 FTE *Source: Adopted Budget documents
  • 5.
    Service Reductions—Public Safety -Closed two fire engine companies—Rolling Brown Outs -2 out of 25 Engines, 7 Trucks remain - In the last 6 years, sworn/officers reduced 27% from 837 to 611 officers (now @ 649 budgeted positions) - Civilian OPD workforce reduced 34% from 394 to 261 (Does not include Parking Reorganization) - Loss of a variety of basic OPD resources: -Patrol staffing level -Slower Response Time for 911 Calls for Service/Dispatcher Staffing Shortage -Horse Mounted Unit Eliminated -Traffic Units Eliminated -Investigation Staff Reduced 5
  • 6.
    - Staff spread“more thin” throughout the City to provide services, especially in the general administrative functions such as IT, HR, Finance/Budget, record keeping, etc. These services are KEY to quality services provided to the community. - Staffing reductions at Oaklanders Assistance Center - Reduced branch library hours from 6 to 5 days/week - Reduced recreation center hours Service Reductions—Comty. Services 6
  • 7.
    - Paving &Street Repairs - Code Enforcement Staffing Levels - Planning Staffing Levels - Development Staff - Cultural Arts Staff - Film Permitting - Allocations to non-profits - Façade and Tenant Improvement Grants - Neighborhood Project Initiative Program - Graffiti abatement (private property) - Tough on Blight (Code Enforcement) 7 Service Reductions—Comty. Services - Extra Police Patrols - Low Mod Housing - Eliminated Illegal dumping - Tree Trimming - Homeless Services - Street and Sidewalk Maintenance (potholes and paving) - Park, Median and Grounds Maintenance - Building Maintenance and Custodial - Open Space Maintenance
  • 8.
    Past Solutions toBalance the Budget 8 Short-Term • Employee contributions • Deferred Maintenance • Controlled & reduced expenditures (hiring freeze & selected hiring) • Restricted travel, reduced training • Financial assistance (e.g., grants) • Reduced use of city vehicles • Rotating Fire Station brownouts • Funding shifts for expenditures (to mitigate impacts to GPF) • Issue bond (PFRS) • Property and land sales Long-Term • Service eliminations/reductions (e.g., operating hours for Comty Centers, Libraries, etc.) • Reduced workforce • Increase employee’s share of retirement contribution • Two-tier Retirement System • Reorganized city structure • Economic development investment & strategies • Increased fees
  • 9.
    9 Fiscal Uncertainties–Outside ofLocal Control • Potential fiscal impact for reversal of RDA transaction (e.g., land sales, contracts, projects, etc.) • ROPS denial of $3M+ staff/program expenditures & more reviews underway ($800K disputed with Department of Finance unresolved) • Undesignated cost of NSA mandates • Modest economic recovery in the global, national and regional climate • Sequestration • Head Start • Housing • Senior Programs Budget Conditions
  • 10.
    10 Service Challenges:  PublicSafety – Crime Increase AND Sworn Decrease  Modest Revenue Growth/ But Expenditures Exceed Pace  Key Ballot Measures Expire (Measure Y, Wildfire Assessment) – Planning underway in CFY to stabilize future budgets  Deferred Capital Investments  Deferred Capital Maintenance/Expenditures  Some projects do not have O&M Budget (e.g. Lake Merritt, West Oakland Youth Center, transferred RDA projects/properties)  Litigation settlements Budget Conditions
  • 11.
    Continued Challenges  Unfundedand long-term liabilities (e.g. pension, OPEB, accrued leave)  Deferred capital investments  Negative Fund Balances  Gaps between available resources and service demands/ Multi-Year Deficits and Service Reductions/Eliminations  Crime and Violence in our Community impact quality of life 11
  • 12.
    Unfunded & Long-TermLiabilities Unfunded Amount Descriptions $743K Oakland Municipal Employees Retirement System (OMERS), closed retirement system, unfunded balance as of June 30, 2011 $743M California Public Employees Retirement System (Cal PERS), 75% funded. Unfunded balance as of June 30, 2011 $216M Police and Fire Retirement System (PFRS), closed retirement system, unfunded balance as of June 30, 2012 was $426M; issued a bond in July 2012, the current unfunded balance is $216M, will start the payment in FY 2017-18, $24.24M $520M Other Post-Employment Benefits (OPEB) has the unfunded actuarial accrued liability (UAAL) of $520M as of June 30, 2011 $29.5M Accrued leaves are funded at 28.7% level, which leaves approximately $29.5M unfunded as of June 30, 2012 (unaudited) $111M Of the 173 funds, 54 has negative fund balance as of June 30, 2012 (audited). Of which, $85M is in the repayment schedule, $26M is not. 12 GASB Statement 45 requires government employers to measure and report other post-employment benefits (other than pension)
  • 13.
    Negative Other FundBalance Summary 13 (FYs 2009-10 through 2012-13) Ending Ending Ending Estimated Fund Balances Fund Balances Fund Balances Fund Balances Negative Fund Category FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 1 Negative Funds with Repayment Plan (98,175,474) (94,379,909) (78,766,947) (69,755,454) 2 Reimbursable Negative Funds (22,448,746) (13,525,732) (18,692,300) (14,629,751) 3 Non-Reimbursable Negative Funds without Repayment Plan (17,542,656) (13,441,408) (14,031,629) (14,531,629) (138,166,876)$ (121,347,049)$ (111,490,876)$ (98,916,834)$ FY 2010-10 to FY 2012-13 repayment amount (39,250,042)$ Total Negative Funds Negative Year-End Fund Balances Summary for FY 2009-10 through FY 2012- 13 Note: 1. Ending Fund Balances for FY 2011-12 in the amount of $111,490,876 is revised to actual per audit of the FY 11-12 Comprehensive Annual Financial Report (CAFR)
  • 14.
    City’s Credit Rating The City’s underlying ratings for its general obligation bonds are as follows:  These ratings reflect the City’s credit strengths which are embodied in:  Strong financial management practices, many of which are enshrined in council-adopted policy  Very deep and diversified economic base that contributes to and participates in the Bay Area regional economy  Positive views of budget actions that have allowed the City to retain a very strong general fund balance  Cash flows and liquidity levels that are closely monitored and managed throughout the fiscal year and management‘s emphasis on maintaining healthy general fund reserves  Very strong reserves 14 Rating Agency Rating Action Date Rating Outlook Moody’s 6/19/2012 Aa2 Stable Outlook S&P 6/13/2012 AA- Stable Outlook Fitch 8/20/2012 A+ Stable Outlook
  • 15.
  • 16.
     Proposing a“Fair Share” budget  Oakland is on the Rise  Significant Hard Work is Still Ahead 16 Proposed FY 2013-2015 Policy Budget
  • 17.
    Proposed FY 2013-15Policy Budget (in millions) FY 2013-14 FY 2014-15 Revenue Expenditure Revenue Expenditures General Fund $ 430.16M $ 430.16M $ $457.40M $ 457.40M All Funds $ 1,052.69M $ 1,039.01M $ 1,071.70M $ 1,060.58 M FTEs 3,833 FTEs 3,875.76 FTEs Note: The revenue in All-funds exceed the All-Funds expenditures due to Council’s policy to amortize the repayment to negative funds created I prior years. 17
  • 18.
    Summary of BalancingMeasures 18 Balancing Measures FY 2013-14 FY 2014-15 Revised Projected GPF Revenues $429.50M * $438.12M* Revised Baseline GPF Expenditures $433.63M $454.93M Baseline GPF Shortfall ($ 4.13M) ($ 16.81M) Non-Recovery of OH due to other funds cut ($ 1.13M) ($ 1.26M) Increase in Expenditures ($ 7.02M) ($17.35M) Total Shortfall: ($12.27M) ($35.42M) Expenditure Reductions $11.63M $16.13M Increase in Revenues $ 1.80M $ 7.32M Utilized Fund Balance: ($ 1.16M) $11.97M Net balance: $ -0- $-0- *The projected GPF revenue in October 2012 was revised in March 2013 based on latest data available in property tax, sales tax, business license tax, etc. FY 2013-14 projected GPF revenue increased by $11.51 million and $8.05 million increased for FY 2014-15.
  • 19.
    19 Increased revenues inboth in one-time and on-going categories– about $11.5 M in Year 1 and $8M in Year 2 Resolves shortfalls of $12.27M in Y1 and $35.42M in Y2 79.5 FTE positions eliminated in Year 1 and 86.5 FTE positions in Year 2 Significant reduction in use of one time funds for ongoing expenditures: $10.83M Continues pay down of Negative Fund Balance and strong fiscal mgmt & controls Proposed FY 2013-2015 Policy Budget
  • 20.
    • Proposed budgetinvests in Capital Improvements • $88M is recommended for investment in 27 Projects:  Buildings and Facilities — 7 projects, $1.4 million  Sewers — 12 projects, $29.1 million  Streets, Sidewalks — 10 projects, $19.6 million  Traffic Improvements — 5 projects, 4.5 million  Garage Improvements — 3 projects, $33.2 million (subject to State Approval of Redevelopment disposition) 20 Proposed FY 2013-2015 Policy Budget
  • 21.
    21 June 30, 2012April 25, 2013 Un-Audited Audited,Council Actions & Proposed Spending Gross ending Fund Balance 82,900,000$ 84,600,000$ Early Recognition of RPTT in Prop Sales (12,482,521)$ (12,482,521)$ $1.8M for Colseum City EIR contract award ($250K CDBG) (1,800,000)$ (400,000)$ Project Carry Forward & Encumbrance (5,100,000)$ (5,100,000)$ Net Available Ending Fund Balance: 63,517,479$ 66,617,479$ 7.5% mandated reserved level (designated fund balance) (30,200,000)$ (30,200,000)$ July 1, 2012 Beginning Fund Balance: 33,317,479$ 36,417,479$ Sierra Systems (council action 1/2013) -$ (900,000)$ 20 PST II & 1 Latent Print Examiner III (council action 1/2013) -$ (809,898)$ Contract with Wasserman (council action 1/2013) -$ (250,000)$ Contract with Alameda County Sheriff's Office (council action 1/2013) -$ (265,000)$ VMA Security Service Contract (council action 1/2013) -$ (100,000)$ Low/Mod Housing & Admin. Cost ROPS Denial -$ (3,081,089)$ Received Property Tax Distribution (Net $601,089) -$ 2,480,000$ Contract with CHP (council action 2/2013) -$ (162,000)$ 2-year salary for Compliance Officer per Federal Court Order (benefits not included) -$ (540,000)$ General Fund Balance w/Known Council Action: 33,317,479$ 32,789,492$ Potential measures to use the fund balance: Reverse $14.28 M transfer from the fund balance in FY 2012-13 14,280,000$ Projected revenue growth by June 30, 2013 (Q2 report) 12,720,000$ Reverse land sale subject to state review (net) (31,000,000)$ Litigation settelment (4,300,000)$ Police Overtime in FY 2012-13 (per 2nd Q report) (7,700,000)$ Increase Reserved Amount due to higher FY 2013-14 GPF Proposed Budget (7.5% of $430M) (2,084,743)$ Used for FY 2013-15 budget balance measures (updated 4/14/2013) (10,810,930)$ Subsidize Head Start partial cuts (34 families, Eastmont Ctr) (300,000)$ Compliance Director's Staff and travel expenses (Court Order Dated 4/17/13), $450K/yr X 2 (900,000)$ Expenditures associate w/Compliance Director (Court order Doc#885, 12/12/12, p.7) TBD Projected balance as of June 30, 2013 2,693,819$ Notes: 1 2 Audited FY 2011-12 General Fund Balance/FY 2012-13 Undesignated Fund Balance Update Some fund balance will be required for NSA/Compliance Director-Court Order implementation (e.g., CD staffing, space, compliance initiatives) ($TBD) Fiscal impact of additional State actions regarding DOF/Controller's Office review have a potential impact of approximately $35M for land sale reversals (not included) and additional ROPS review may have an additional fiscal impact ($TBD).
  • 22.
    Five-Year GPF &All-Fund Revenue & Expenditure Projection (as of March 2013) 22 General Purpose Fund FY 2013-14 Proposed FY 2014-15 Proposed FY 2015-16 Forecast FY 2016-17 Forecast FY 2017-18 Forecast Revenue 430,155,612$ 457,401,684$ 449,405,499$ 460,300,547$ 475,368,929$ Expenditures 430,155,612$ 457,401,684$ 461,600,000$ 474,300,000$ 502,100,000$ Surplus/(Shortfall) -$ -$ (12,194,501)$ (13,999,453)$ (26,731,071)$ Expenditures - Deferred 99,000,000$ 100,400,000$ 101,700,000$ Surplus/(Shortfall) -$ -$ (111,194,501)$ (114,399,453)$ (128,431,071)$ All Funds FY 2013-14 Proposed FY 2014-15 Proposed FY 2015-16 Forecast FY 2016-17 Forecast FY 2017-18 Forecast Revenue 1,052,690,555$ 1,071,696,861$ 1,013,617,005$ 1,030,810,812$ 1,052,534,461$ Expenditures 1,039,006,929$ 1,060,583,969$ 1,059,300,000$ 1,079,300,000$ 1,115,300,000$ Surplus/(Shortfall) 13,683,626$ 11,112,892$ (45,682,995)$ (48,489,188)$ (62,765,539)$ Expenditures - Deferred 135,000,000$ 136,300,000$ 137,600,000$ Surplus/(Shortfall) 13,683,626$ 11,112,892$ (180,682,995)$ (184,789,188)$ (200,365,539)$ Note: Assumes one police academy per year in FY 2015-16, FY 2016-17, and FY 2017-18; The police and fire services supported by Measure Y do not have to be backfilled by the General Purpose Fund; and Salaries are assumed to grow at 1% due to step increases *This forecast does not adjust for CalPERS 50% increase over 6 years (FY 2015-16), numbers are under development
  • 23.
    Five-Year All-Fund ExpenditureForecast Expenditure Categories FY 2013-14 Proposed FY 2014-15 Proposed FY 2015-16 Forecast FY 2016-17 Forecast FY 2017-18 Forecast Civilian salaries $ $170,226,896 $ 170,379,243 $ 171,400,000 $ 173,100,000 $ 174,800,000 Civilian fringe $ $ 56,451,146 $ 59,398,702 $ 62,700,000 $ 66,400,000 $ 70,400,000 Civilian retirement $ $41,076,011 $ 43,525,191 $ 46,900,000 $ 50,600,000 $ 54,700,000 Personnel - civilian $ 267,754,053 $ 273,303,136 $ 280,900,000 $ 290,200,000 $ 300,000,000 Sworn salaries $ 139,551,088 $ 153,668,175 $ 153,900,000 $ 155,500,000 $ 157,000,000 Sworn fringe $ 42,327,881 $ 48,123,543 $ 50,300,000 $ 53,300,000 $ 56,600,000 Sworn retirement $ 39,357,670 $ 43,845,661 $ 47,000,000 $ 50,800,000 $ 55,000,000 Personnel - sworn $ 221,236,639 $ 245,637,379 $ 251,200,000 $ 259,600,000 $ 268,600,000 Services and supplies $ 70,825,352 $ 70,116,230 $ 68,700,000 $ 68,700,000 $ 68,700,000 Contract services $ 98,349,106 $ 99,317,103 $ 99,200,000 $ 99,200,000 $ 99,200,000 Internal service/work order $ 54,290,850 $ 55,482,083 $ 56,700,000 $ 59,000,000 $ 62,000,000 Other $ 4,367,188 $ 4,377,390 $ 4,400,000 $ 4,400,000 $ 4,400,000 Operations and maintenance $ 227,832,496 $ 229,292,806 $ 229,000,000 $ 231,300,000 $ 234,300,000 Land, buildings, infrastructure, furniture $ 24,910,286 $ 26,512,786 $26,500,000 $ 26,500,000 $ 26,500,000 Equipment/vehicles $ 668,755 $ 668,755 $700,000 $ 700,000 $ 700,000 Other fixed assets/computers and software $ 800,898 $ 808,878 $800,000 $ 800,000 $ 800,000 Capital acquisitions $ 26,379,939 $ 27,990,419 $28,000,000 $ 28,000,000 $ 28,000,000 Debt service $ 178,328,061 $ 173,415,117 $ 145,200,000 $ 145,200,000 $ 145,200,000 Operating transfers $ 119,138,950 $ 112,188,270 $ 116,400,000 $ 116,400,000 $ 116,400,000 Overhead $ (1,690,003) $ (1,675,520) $ (1,700,000) $ (1,700,000) $ (1,700,000) Overhead - Project Recoveries $ (13,674,482) $ (14,129,131) $ (14,200,000) $ (14,200,000) $ (14,200,000) Bank, bond, loan, and other expenditures $ 5,329,749 $ 5,335,749 $ 5,100,000 $ 5,100,000 $ 5,100,000 Other $ 8,371,527 $ 9,225,744 $ 9,400,000 $ 9,400,000 $ 9,400,000 Debt service, operating transfers, other $ 295,803,802 $ 284,360,229 $ 260,200,000 $ 260,200,000 $ 260,200,000 Deposits to reserve for pension and OPEB liabilities $ 10,000,000 $ 10,000,000 $ - Required contribution for PFRS $ - $ - $ 24,200,000 Pay down long term liabilities - required $ 10,000,000 $ 10,000,000 $ 24,200,000 Subtotal Non-Deferred $ 1,039,006,929 $ 1,060,583,969 $ 1,059,300,000 $ 1,079,300,000 $ 1,115,300,000 Land, buildings, infrastructure, furniture $ 78,000,000 $ 78,000,000 $ 78,000,000 Equipment/vehicles $ 10,200,000 $ 10,200,000 $ 10,200,000 Other fixed assets/computers and software $ 7,500,000 $ 7,500,000 $ 7,500,000 Capital acquisitions - deferred $ 95,700,000 $ 95,700,000 $ 95,700,000 Deposits to GPF reserves $ - $ - $ - Net new negative fund balance repayment $ 3,000,000 $ 3,000,000 $ 3,000,000 OPEB - Net new Police to achieve ARC $ 19,900,000 $ 21,000,000 $ 22,100,000 OPEB - Net new Fire to achieve ARC $ 9,900,000 $ 10,300,000 $ 10,700,000 OPEB - Net new Misc to achieve ARC $ 6,500,000 $ 6,300,000 $ 6,100,000 Pay down long term liabilities - deferred $ 39,300,000 $ 40,600,000 $ 41,900,000 Subtotal Deferred $ 135,000,000 $ 136,300,000 $ 137,600,000 Grand Total Including Deferred $ 430,155,612 $ 457,401,684 $ 560,600,000 $ 574,700,000 $ 603,800,000
  • 24.
    Five-Year General PurposeFund Expenditure Forecast Expenditure Categories FY 2013-14 Proposed FY 2014-15 Proposed FY 2015-16 Forecast FY 2016-17 Forecast FY 2017-18 Forecast Civilian salaries $ 66,331,643 $ 68,054,143 $ 68,600,000 $ 69,300,000 $ 70,000,000 Civilian fringe $ 21,995,075 $ 23,177,677 $ 24,500,000 $ 26,000,000 $ 27,500,000 Civilian retirement $ 16,053,933 $ 17,043,133 $ 18,400,000 $ 19,900,000 $ 21,500,000 Personnel - Civilian $ 104,380,651 $ 108,274,953 $ 111,500,000 $ 115,200,000 $ 119,000,000 Sworn salaries $ 126,734,085 $ 138,909,176 $ 138,900,000 $ 140,300,000 $ 141,700,000 Sworn fringe $ 39,156,172 $ 45,056,939 $ 47,000,000 $ 49,900,000 $ 52,900,000 Sworn retirement $ 36,149,911 $ 40,766,263 $ 43,600,000 $ 47,200,000 $ 51,100,000 Personnel - Sworn $ 202,040,168 $ 224,732,378 $ 229,600,000 $ 237,400,000 $ 245,700,000 Services and supplies $ 15,616,347 $ 14,631,017 $ 13,700,000 $ 13,700,000 $ 13,700,000 Contract services $ 19,697,024 $ 19,736,539 $ 19,600,000 $ 19,600,000 $ 19,600,000 Internal service/work order $ 29,285,594 $ 30,132,571 $ 30,800,000 $ 31,900,000 $ 33,400,000 Other $ 1,823,994 $ 1,824,364 $ 1,800,000 $ 1,800,000 $ 1,800,000 Operations and maintenance $ 66,422,959 $ 66,324,491 $ 65,800,000 $ 67,000,000 $ 68,500,000 Debt service $ 35,413,567 $ 35,033,723 $ 20,900,000 $ 20,900,000 $ 20,900,000 Operating transfers $ 35,293,535 $ 36,237,058 $ 37,200,000 $ 37,200,000 $ 37,200,000 Overhead $ (14,278,144) $ (14,083,795) $ (14,100,000) $ (14,100,000) $ (14,100,000) Bank, bond, loan, and other expenditures $ 2,220,252 $ 2,220,252 $ 2,000,000 $ 2,000,000 $ 2,000,000 Other $ (1,337,376) $ (1,337,376) $ (1,300,000) $ (1,300,000) $ (1,300,000) Debt service, operating transfers, other $ 57,311,834 $ 58,069,862 $ 44,700,000 $ 44,700,000 $ 44,700,000 Deposits to reserve for pension and OPEB liabilities $ 10,000,000 $ 10,000,000 $ - Required contribution for PFRS $ - $ - $ 24,200,000 Pay down long term liabilities - required $ 10,000,000 $ 10,000,000 $ 24,200,000 Subtotal Non-Deferred $ 430,155,612 $ 457,401,684 $ 461,600,000 $ 474,300,000 $ 502,100,000 Land, buildings, infrastructure, furniture $ 58,500,000 $ 58,500,000 $ 58,500,000 Equipment/vehicles $ 4,600,000 $ 4,600,000 $ 4,600,000 Other fixed assets/computers and software $ 3,800,000 $ 3,800,000 $ 3,800,000 Capital acquisitions - deferred $ 66,800,000 $ 66,800,000 $ 66,800,000 Deposits to GPF reserves $ - $ - $ - Net new negative fund balance repayment $ 3,000,000 $ 3,000,000 $ 3,000,000 OPEB - Net new Police to achieve ARC $ 17,700,000 $ 18,700,000 $ 19,700,000 OPEB - Net new Fire to achieve ARC $ 9,100,000 $ 9,500,000 $ 9,900,000 OPEB - Net new Misc to achieve ARC $ 2,400,000 $ 2,300,000 $ 2,300,000 Pay down long term liabilities - deferred $ 32,200,000 $ 33,600,000 $ 34,900,000 Subtotal Deferred $ 99,000,000 $ 100,400,000 $ 101,700,000 Grand Total Including Deferred $ 430,155,612 $ 457,401,684 $ 560,600,000 $ 574,700,000 $ 603,800,000
  • 25.
    25 Service Impacts byDepartments (Refer to Budget In Brief)
  • 26.
  • 27.
    Police Sworn StaffingDetail 27 • Graduate 4 academies over FY 2013-2015 • End FY 2014-2015 at 697 Sworn • 20 Police Service Technicians • 1 Latent Print Examiner • 5 Communications Dispatchers • Development of Civilian Staffing Plan
  • 28.
    Police Staffing FY 2013-15POLICE STAFFIG ILLUSTRATION TWO PER YEAR ACADEMY COSTING (2,2) FY 2012-13 Staff level: 633 FY 2013-14: (633 +40+40-48) = 665 FY 2014-15: 665 +40+40-48=697 Assuming annual attribtion rate: 48 ACADEMY FY2013-14 FY2014-15 Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun 168th Academy 40 169th Academy 40 170th Academy 40 171st Academy 40 28
  • 29.
    Police Staffing Detail– Civilian Support Staff 29 Professional Staff (Civilian) 2012-13 Needs Assessment FY 2013-14 Authorized Gap to Fill Need Field Operations Police Services Technician II 59 59 0 Police Evidence Technician 29 14 15 Records Management Police Records Specialist 59 54 5 Police Records Supervisor 4 3 1 Crime Lab Criminalist II 15 13 2 Criminalist III 5 3 2 Latent Fingerprint Examiner II 5 4 1 Communications (911) Police Communications Dispatcher 87 70 17-5=12 Police Communications Supervisor 7 4 3 Business Intelligence & Crime Analysis Admin Analyst II 30 20 10 Total 300 244 56
  • 30.
    Comparison of RegionalPolice Costing San Francisco Walnut Creek Fremont Oakland San Jose BART Annual Base Salary - Bottom $88,842 $76,884 $77,608 $73,547 $62,296 $49,938 Annual Base Salary - Top $112,164 $93,403 $94,355 $102,999 $97,198 $79,888 Retirement Program SFERS 2.2% @ 50 or 3 @ 58 CalPers 3% @ 55 CalPers 3% @ 50 CalPers 3% @ 55 SJP&FRP 3% @ 50 SPERS 3% @ 50 Retirement Contribution 9% 9% 11.25% 9% 19.39% 0% Net Pay – Bottom $80,846 $69,964 $68,877 $66,928 $50,217 $49,938 Net Pay – Top $102,069 $84,997 $83,740 $93,729 $78,351 $79,888
  • 31.
    31 Police Academy Stages 166thAcademy Step Total Applications Received 2301 Invited to Written 2165 Invited to Physical Agility 752 Invited to Oral Interview 643 Referred to Department (on eligibility list) 409 Invited to Academy 55 Academy Graduation 39 167th Academy Step Total Applications Received 1805 Invited to Written 1636 Invited to Physical Agility 710 Invited to Oral Interview 494 Referred to Department on eligibility list 231 Invited to Academy 51 Academy Graduation N/A
  • 32.
    32 Police Services ParcelTax Options to Support Ongoing Cost of Officers Number of Officers 700 850 (150) 900 (200) 1,000 (300) 1,200 (500) Single Family Residential Parcel Tax Rate $88 (Measure Y) $276 $338 $463 $713 Assumptions: (1) Same exclusions as Measure Y (106,094 covered parcels), (2) proportional increase in non-single family residential rates, (3) $200K approximate annual salary, benefit, and equipment cost per officer, (4) single family residential parcel tax rate of $1.25 per year supports one officer, and (5) rates above do not include recruitment, training, and initially equipping new officers.
  • 33.
    FY 2013-15 BudgetProcess & Timeline • May: Budget Town Hall Meetings Citywide • May 9: District 7, Thursday, 6:30-8:30 pm, Oakland Zoo, Zimmer Auditorium • May 13: District 5 & At Large, 6-8 pm, Patten College (location is tentative) • May 18: District 1 & 3, Saturday, 12 – 2 pm, Beebe Memorial • May 19: District 2 & 4, Sunday, 3:30-5:30 pm, Edna Brewer Middle School, 3748 13th Ave. • May 20: District 6, Monday, 6:30-8 pm, Frick Middle School, 2845-64th Ave. • May 23: City Council Budget Hearing, 6:30 p.m. City Council Chambers • June 13: City Council Budget Hearing, 6:30 p.m. City Council Chambers • June 27: Final City Council Budget Hearing/Adoption, 6:30 p.m. City Council Chambers • July 1: Implementation of FY 13-15 Adopted Budget 33
  • 34.
    More Information Available ProposedPolicy Budget document  http://www2.oaklandnet.com/oakca1/groups/cityadminis trator/documents/report/oak040606.pdf Factsheet in English  http://www2.oaklandnet.com/oakca1/groups/ceda/documents/agenda/oa k040426.pdf Factsheet in Chinese  http://www2.oaklandnet.com/oakca1/groups/ceda/documents/marketing material/oak040689.pdf Factsheet in Spanish  http://www2.oaklandnet.com/oakca1/groups/ceda/documents/marketing material/oak040690.pdf 34