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2008-10-21 Packet~f,~ rrt ~~~fl!ff~ t 14 ~r~r~~~x#~-~~~~_~_y~.' CITY ~F ALAIVIEDA • ~ALIF~RNIA ~ ti ,.. ~ r~ ~ ' - ~ ~n ~n ,3ti (~`~ ~~,; ~~~~ .~ SPECIAL MEETING OF THE CITY COUNCIL TUESDAY - - - OCTOBER 21, 2008 - - - 6:30 p,m, Time: Tuesday, October 21, 2008, 6:30 p,m, Place: Cit Council Chambers Conference Room, City Hall, corner of Santa Clara Avenue and Oak Street. ,.r .., ~..~ .. . 1. Roll Call - City Council 2, Public Comment on Agenda Items Only Anyone wishing to address the Council on agenda items only, may speak for a maximum of 3 minutes per item 3. Adjournment to Closed Session to consider: 3-A, CONFERENCE wITH LABOR NEGOTIATORS Agency Negotiators: Craig Jory and Human Resources Director Employee Organizations; All Bargaining Units 4. Announcement of Action Taken in Closed Session, if any 5. Adjournment - City Council ~ti Beverly oh n, ayor ~~ ~r~;,, ~~ '' ~ ~~ ~ ~~~-.~,,,+.,,,,~ CITY ~F ALAMEDA • ~ALIF~RNIA ~~ ~ ~. ~~1.~ ~ ~ 4~ v ~c fi ~~,~ fi;i 1 r;VH`rL Gyp"{ SPECIAL JOINT MEETING OF THE CITY COUNCIL, ALAMEDA REUSE AND REDEVELOPMENT AUTHORITY ~ARRA}, AND COMMUNITY IMPROVEMENT COMMISSION CIC} TUESDAY - - - OCTOBER 21, 2008 - - - 7;25 P.M. Location; Cit Council Chambers, City Hall, corner of Santa Clara Avenue and Oak Street. Public Participation Anyone wishing to address the Council/Board/Commission on agenda items or business introduced by the Council/Board/Commission may speak for a maximum of 3 minutes per agenda item when the subject is before the Council/Board/Commission. Please file a speakerTs slip with the Deputy City Clerk if you wish to speak. 1. ROLL CALL - City Council, ARRA, CIC 2. CONSENT CALENDAR 2-A. Recommendation to authorize execution of a Payment Plan for Sales Tax Guarantee between the City of Alameda and Auctions by the Bay, Inc. [City Council and ARR.A] ~Develapment Services} 3. AGENDA ITEM 3--A. Recommendation to accept the Year End Financial Report for the period ending June 30, 2008. [City Council, ARRA, CIC] Finance} 4. ADJOURNMENT - City Council, ARRA, CIC +~~"1 Beverly n yor Chair, Al a Re s e and Redevelopment Authority and Community Improvement Commission ~~~~ 4 c ~~ r ~ , ~a, ~ ~, ~ ~ o ~ ~ g, -~ ~~' s ~rAl; rrnn~"~ ~U-1V ~r F o,~~~i _._ CITY OF ALAMEDA • CALIFORNIA IF YOU WISH TO ADDRESS THE COUNCIL: 1. Please file a speaker's slip with the Deputy City Clerk and upon recognition by the Mayor, approach the podium and state your name; speakers are limited to three ~3~ minutes per item. 2. Lengthy testimony should be submitted in writing and only a summary of pertinent points presented verbally, 3. Applause and demonstration are prohibited during Council meetings. AGENDA - - - -- - - - - - - - REGULAR MEETING OF THE CITY COUNCIL TUESDAY - - - - - - OCTOBER 21, 2008 - - - - 7:30 P.M. [Note: Regular Council Meeting convenes at 7:30 pm, City Hall, Council C~,ambera, corner of Santa Clara Ave and oak St] The Order of Business for City Council Meeting is as follows: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Roll Call Agenda Changes Proclamations, Special Orders of the Day and Announcements Consent Calendar City Manager Communications Agenda Items Oral Communications, Non-Agenda Public Comment Council Referrals Communications Communications from Council Adjournment Public Participation Anyone wishing to address the Council on agenda items or business introduced by Councilmembers may speak for a maximum of 3 minutes per agenda item when the subject is before Council. Please file a speaker's slip with the Deputy City Clerk if you wish to address the City Council SPECIAL MEETING OF THE CITY COUNCIL G:30 P.M. CITY COUNCIL CHAMBERS CONFERENCE ROOM Separate Agenda Closed Session? SPECIAL JOINT MEETING OF THE CITY COUNCIL, ALAMEDA 7:25 P.M. REUSE AND REDEVELOPMENT AUTHORITY, AND COMMUNITY IMPROVEMENT COMMISSION, CITY COUNCIL CHAMBERS PLEDGE OF ALLEGIANCE 1. ROLL CALL - City Council 2. AGENDA CHANGES 3. PROCLAMATIONS, SPECIAL ORDERS OF THE DAY AND ANNOUNCEMENTS 3-A. Proclamation declaring October 2008 as Breast Cancer Awareness Month. 3-B. Proclamation recognizing the benefits of public power and honoring Alameda Power and Telecom for its contributions to the community. Alameda Power and Telecom} 4. CONSENT CALENDAR Consent Calendar items are considered routine and will be enacted, approved or adopted by one motion unless a request for removal for discussion or explanation is received from the Council or a member of the public 4-A. Minutes of the Special City Council Meeting held on October 1, 2008; Special City Council Meeting held on October 2, 2008; Special and Regular City Council Meetings held on October 7, 2048. City Clerk 4-B. Bills for ratification. Finance} 4-C. Recommendation to accept the Annual Report for the Managed Investment Portfolio for Fiscal Year 2007-2008. Finance} 4-D. Recommendation to adopt Plans and Specifications and authorize Call for Bids for Signal Coordination on Eighth Street, Otis Drive, and Park Street/San Jose Avenue, No. P.W. 01-0$-03. Public Works} 4-E. Adoption of Resolution Authorizing the City Manager to Execute the Grant Contract Between the State of California Department of Boating and Waterways and the Alameda Police Department. Police} 4-F. Adoption of Resolution Approving an Agreement with Ameresco Butte County LLC for the Purchase of Power from Landfill Gas Generation for a 20-Year Term. Alameda Power and Telecom} 4-G. Adoption of Resolution Recommending Opposition to Proposition 7. Alameda Power and Telecom? 5. CITY MANAGER COMMUNICATIONS Communications from City Manager} 5-A. Discuss the principles and framework for the potential cuts to balance the City's Fiscal Year 2009-10 budget. 6. REGULAR AGENDA ITEMS 6-A. Recommendation to receive the Fiscal Sustainability Committee report on Other Post Employees Benefits. Finance} 6-B. Report on the impact of the Chuck Corica Golf Complex Fee Increases. Golf} 6-C. Recommendation to authorize the City Manager to negotiate a Master Siting Agreement with AT&T to upgrade their distribution system in order to provide Lightspeed Services in Alameda and to execute all necessary documents to implement the project . ~ Public Works } 6-D. Adoption of Resolution Approving the Amended and Restated Northern California Power Agency Power Pooling Agreement. Alameda Power and Telecom} 7. ORAL COMMUNICATIONS, NON-AGENDA Public Comment} Any person may address the Council in regard to any matter over which the Council has jurisdiction or of which it may take cognizance, that is not on the agenda 8. COUNCIL REFERRALS Matters placed on the agenda by a Councilmember may be acted upon or scheduled as a future agenda item 9. COUNCIL COMMUNICATIONS Communications from Council} Councilmembers can address any matter, including reporting on any Conferences or meetings attended 9-A. Consideration of Mayor's nomination for appointment to the Social Services Human Relations Board. 10. ADJOURNMENT -- City Council The November 4, 2008 Regular City Council Meeting will be adjourned to Thursday, November 6, 2005 due to the November 4, 2008 General Municipal Election. **~ • Materials related to an item on the agenda are available for public inspection in the City Clerk's Office, City Hall, Room 380, during normal business hours • Sign language interpreters will be available on request. Please contact the City Clerk at 747-4800 or TDD number 522-7538 at least 72 hours prior to the Meeting to request an interpreter • Equipment for the hearing impaired is available for public use. For assistance, please contact the City Clerk at 747-4800 or TDD number 522-7538 either prior to, or at, the Council Meeting • Accessible seating for persons with disabilities, including those using wheelchairs, is available • Minutes of the meeting available in enlarged print • Audio Tapes of the meeting are available upon request • Please contact the City Clerk at 747-4800 or TDD number 522-7538 at least 48 hours prior to the meeting to request agenda materials in an alternative format, or any other reasonable accommodation that may be necessary to participate in and enjoy the benefits of the meeting CITY 4F ALAI~EDA Memorandum To: Honorable Chair and Members of the Alameda Reuse and Redevelopment Authority Honorable Mayor and Members of the City Council t From: Debra Kurita City ManagerlExecutive Director Date: October 21, 2008 Re: Authorize Execution of a Payment Plan for Sales Tax Guarantee Between the City of Alameda and Auctions by_,the Bay, Inc. BACKGROUND In August 2001, the Alameda Reuse and Redevelopment Authority ~ARRA} entered into a lease agreement with Auctions by the Bay, Inc. for Building 18, located at 2700 Saratoga St. The lease includes a provision that guarantees the City a minimum amount of annual sales tax generated by Auctions by the Bay from auctions held at Alameda Point. DlscussloN Auctions by the Bay reports that a significant portion of their business takes place over the Internet, in the United States and abroad, and that the sales tax laws do not always yield "point of sale" ~PoS} taxes on those types of sales. In addition, many sales are made to vendors with resale licenses who will then resell the product through a store or other P4S outlet. As a result, Auctions by the Bay has not been able to meet their sales tax guarantee through sales tax since executing their lease. They therefore are obligated to make the minimum payment directly to the City. They currently owe $83,535 for the calendar years 2006 and 2007. Auctions by the Bay proposes a payment plan for the next 18 months, to include $40,000 for the 2008 calendar year X2008 would normally fall due in April 2009, after the 4th C~uarter sales tax report}. Together, the total payments will equal $123,535. Auctions by the Bay has requested that the ARRA consider a payment plan of $6,863.05 per month in equal payments. BUDGET C4NSIDERATIoNIFINANCIALlMPACT The sales tax guarantee is a commitment to the City's General Fund. This payment plan will provide $123,535 to the General Fund over the next 18 manths. CCIARRA~CIC Agenda Item #2-A 'I 0-21-08 Honorable Chair and ~ October 21, 2008 Members of the Alameda Reuse and Redevelopment Authority Page 2 of 2 Honorable Mayor and Members of the City Council REC~MMENDATI~N Authorize the City to execute a payment plan for Sales Tax Guarantee by Auctions by the Bay, Inc. e , ctfuliysubmit~ d Leslie Little Development Services Director r [~ By: Nanette Banks Finance and Administration Manager CITY 4F ALAMEDA Memorandum To: Honorable Mayor and Members of the City Council From: Debra Kurita City Manager Date: Gctober 21, 2008 Re: Accept the Financial Report for the Fourth Fiscal Quarter -- April, May, June, 2008 BAC KG RQ U N D The unaudited year-end financial report for FY07-O8 for all City funds has been completed by staff. Maze and Associates is presently completing its audit of the City's financial records and anticipates a draft for review by Finance staff on November 1, 2008. The final audit report for FY07-08 for all City funds, including the component units, is scheduled to be presented to the City Council in December 2008. DISCUSSIGN In FY07-08, unaudited, combined revenues for all City funds, excluding Alameda Power & Telecom and Alameda Housing Authority, totaled $207,964,137. The combined unaudited expenditures for all funds in FY07-OS totaled $205,541,514. Fund balances and bond proceeds may have been utilized as revenues in certain funds in order to balance operatinglcapital expenditures. The unaudited fund balance for all funds at June 30, 2008, was $209,580,952. It is important to note that this aggregate fund balance includes available cash unreserved, undesignated fund balance}; accounts receivable; loanslnoteslobligations due; designated reserves; and other reportable assets included within the definition of fund balance required by Generally Accepted Accounting Principles ~GAAP} and the Governmental Accounting Standards Board ~GASB}. Several exhibits of financial detail have been prepared as tools to review FY07-48 results, specifically: • Af~ac~men~ A outlines by fund the revenues, expenditures, changes in, and projected unaudited}net fund balance for all City funds at June 30, 2008. • Atfac~iment B summarizes by major category the unaudited actual General Fund revenues and expenditures at June 30, 2008. • A~achmenf C details General Fund unaudited revenues by source, budget to actual, at June 30, 2008. • Affachment D details General Fund unaudited expenditures by program, budget to actual at June 30, 2008. CCIARRAICIC Agenda Item # 3-A ~o-z~l-os Honorable Mayor and Members of the City Council October 21, 2008 Page 2 of 7 • A~achmenf F charts unaudited General Fund actual revenues by major category. • Attachment F charts unaudited General Fund actual expenditures by major category. • Attachment G summarizes by fund, revenues and expenditures, unaudited budget to actual for all remaining, non-General Fund City funds, at June 30, 2008. Genera! Fund The FY07-48 annual budget was balanced at the time of adoption in June 2001 with total appropriations of $80,802,262. However, throughout the fiscal year, the downturn in both the national and the state economy forced cities, counties, school districts, and special districts to contend with significant revenue shortfalls due to declines in retail sales, home sales, and State budget subventions. In the City of Alameda, management noted early in the first quarter of the fiscal year that revenues would be approximately $4 million less than projected at the time the City Council adopted the FYOl-08 budget on June 19, 2001. Management staff took immediate action, reducing spending at midyear and exploring revenue enhancement alternatives with the City Council. The unaudited actual General Fund revenues in FYOl-08 totaled $11,315,493; transfers from other funds were $1,739,329 of this amount. The unaudited, actual General Fund expenditures in FY47-O8 were $19,445,361; of this amount, transfers to other funds totaled $3,380,444. Fiscal Year 2001-2008 closed at a net negative of $2,129,868, reducing the available, undesignated fund balance to $19,694,115. Attachment A.} This $2.1 million figure represents a combination of the adjustments to address the Beltline litigation costs and the mid-year adjustment of $1 million to accommodate the economic impact on the revenue projections. Of the $19.6 million fund balance amount, $10,325,906 is cash available; these monies are not designated as a reserve for buildings or equipment or amounts due from other funds. It is important to note, however, that in FY08-09, approximately $1.2 million of the $10.8 million of the fund balance must be transferred to the newly-created special revenue fund -Fund 209: Planning and Building Services Fund, as incorporated in the FY48-09 budget approved by the City Council. This reflects the Planning and Building Fund's proportionate share of the fund balance. In addition, although not specifically reserved as such, a future cash liability of $350,000 will be required for resolution of pending Fair Labor Standards Act ~FLSA} issues, resulting in a projected cash fund balance of $8.l million by December 30, 2008 ~FY08-09 mid year.} The $~ 9.6 million FYOl-08 unaudited year-end fund balance remains at 25°/0 of General Fund expenditures, consistent with City Council adopted policy. Deducting the aforementioned costs, the projected fund balance, available by December 2008, Honorable Mayor and Gctober 21, 2408 Members of the City Council Page 3 of 7 represents 23°/0 of FY08-09 expenditures. This is below the 25°/a goal but above the 20% floor included in the City Council's policy. During City Council review of quarterly financial reports in FY o7-OS, necessary adjustments were adopted to accommodate continuation of capital improvement projects, funding of the Beltline litigation, anticipated risk management costs, maintenance of grant awards, and the effects of additional items approved by the City Council for funding throughout the year. These expenditure adjustments totaled $4.9 million, net of $2.9 million in departmental budget reductions implemented at midyear review, and were comprised primarily of reappropriations for capital projects from the prior year. Actual revenues were $77,315,493, which is 2.3°/° percent, or $1,765,816, lower than revised estimates provided in the third quarter financial report, due primarily to lesser receipts than projected in interest earnings, revenues from other agencies, and interfund transfers. The mortgage crisis, "spillover" effects in the credit markets, high ail prices, and inflationary increases in food, gasoline, and sundries affected economic growth, and impacted revenues significantly by FY07-08 close, compared to that which was projected atthe time of budget adoption. General Fund Revenues: General Fund major revenue categories are summarized in Attachment B, with details on revenues by source in Attachment C. The unaudited actual General Fund revenues increased $3,157,564, or 4.3°/o in FYO7-08, as compared to the .prior fiiscal year. The increase is attributable primarily to property taxes, fines, fees for services, interest earnings, and transfers from other funds, partially offset by declines in licenses, permits, and utilization of that portion of fund balance designated as equipment replacement reserves. Given the continued economic downturn since FY07-08 year end, a similar increase in actual revenues received by FYOS-09 year-end should not be anticipated. Property tax revenues increased 6.2%, or approximately $1.3 million, primarily due to the 2°/° annual increase permitted under law Prop. 13} and a still healthy real estate market, early in the fiscal year. tither Local Taxes decreased by $2.2 miElion, or 8.4%, primarily as a result of the decline in property transfer tax. Licenses and Permits declined 11.5°/°, or $480,609, primarily reflecting fewer building, electrical, and plumbing permit fees as a result of the economic downturn during the fiscal year. Fines and Forfeitures increased 22.5°/°, or $183,782, due to increased permit penalties as a result of greater staff resources dedicated to evaluating community reported code violations, and a revamped fee structure. Honorable Mayor and actober 21, 2008 Members of the City Council ~ Page 4 of 7 Use of Money and Property increased $384,668, or 32.7°/0, primarily resulting from higher average balances of invested cash due in part to more timely County disbursements to the City. The General Fund's share of investment income for FY07- 08 was $1.3 million, compared to the $1.7 million budgeted. Budget projections in this category remain conservative, as a hedge against market volatility and, as a result, have precluded detrimental reliance on interest as a recurrent, major revenue source. The City derives a significant portion of its General Fund revenues from economically sensitive sources such as property tax, sales tax, utility users tax, and construction- related permits and fees. Vvhen one or more of these key revenues decline significantly below projections, program and service operations[ levels are placed in jeopardy. The national economy and the recurrent State budget crisis have created, and will continue to create, a volatile revenue base for local government and the City of Alameda's budget in the nearfuture. General Fund Ex end~fures: The unaudited actual General Fund expenditures far FY07-08 reflect a 5.3%, or $4.0 million increase from the prior fiscal year, primaril the v result of collective bargaining unit commitments on salaries and benefits. Public Safety Police and Fire} accounts for $1.7 million of this increase; Public ~111orks contributes approximately $1.4 million to the increase, largely representing carry forward of annual maintenance projects for implementation over two fiscal years, and increases in utilities, which have been included in the Public Vtilorks department budget. Note: This latter practice will be changed in FY08-09.} ?~ransfers fo Gfher Funds includes the General Fund contribution to Library Gperations in the amount of $1.5 million, to supplement property taxes and other revenues. Personnel salaries and benefits comprise 78.3°/° of the City's General Fund expenditures. Consequently, any increases approved for such costs in excess of annual revenue growth will present challenges to a budget balanced with recurrent annual revenues. S ecra~ Revenue Funds: The Special Revenue Fund group includes such individual funds as redevelopment, gas tax, library fund, various assessment districts, and the athletic fund. The FY07-08 unaudited actual year end fund balance for this fund group totaled $49,899,501. This is an aggregate increase of $4,685,814, or 9°/°, from FY06- 07. Attachment A} The vast majority of these special revenue funds operate within budget projections, utilizing available fund balances only strategically. Sufficient reserves in each fund are always maintained to ensure completion of projects or programs. • Fund 205: Community Improvement Commission -Alameda Point Improvement Project, was approximately $1.3 million negative at year end. The City's redevelopment agency operates this fund at negative cash to fulfill the requirement for the project area to demonstrate "debt" as required by State law. Honorable Mayor and Members of the City Council October 21, 2005 Page5of7 • Fund 219: Narcotics Asset Seizure, has a nominal negative fund balance. FY08- 09 projections should eliminate this negative fund balance of $30,569 by June 30, 2009. • Fund 268: Lead Abatement, had a negative fund balance of $36,287. This negative is projected to be offset by close of FY08-09. .Capita! Projecf Funafs: The Capital Project Fund Group, which includes such individual funds as general capital projects, construction funds, assessment districts, and urban runoff, had an aggregate fund balance of $22,842,298 at FY07-OS year end. This is an increase of $975,584, or 4% since FY06-07 year end. No individual fund operated in the negative. A[1 assessment districts are fully funded, with sufficient reserves. Debt Service Funa~s; The Debt Service Fund Group includes more individual funds established to account for the long term debt of the City and its redevelopment agency. At fiscal year end, the aggregate fund balance of all debt service funds was $11,082,314, a decrease of $196,649 or 2% from the prior fiscal year. This decrease can be attributed to the use of fund balance for the Library Bond and Alameda Point revenue bond in order to reduce the transfers in revenues} to these debt service funds from their respective operating funds -the General Fund and Redevelopment Agency Fnler rise Funa~s: The Enterprise Funds Group, comprised of City business-like operations such as the golf course, ferry services, and the sanitary sewer system, requires, per GAAP and GASB, fund balance reporting that includes cash, reserves, and asset valuation of the enterprise such as buildings, equipment, etc. Note: Attachment A includes detail in cash, reserves, and assets for each of these individual funds.} The aggregate fund balance, as reportable, for all enterprise funds is $62,834,007. • Fund 601: Golf Course Fund operated at an annual negative of $1,120,095 in FYOl-08, resulting in a cash fund balance of $1,552,254 at June 30, 2008. • Fund 621: Ferry Service Fund operated at a negative of $92,768; however, the total of all ferry services had a positive fund balance at year end. ln~erna! Service Funa~s: The Internal Services Fund Group includes those funds created for programs andlor services provided citywide to all departments. Revenues to these funds are the result of administrative cost recovery} charges; direct charges; andlor transfers from other funds. The aggregate fund balance at FY07-08 year end reflects a combined cash, asset and future liability of x$5,167,047}. Two funds operated in the negative for FY07-O8: vvorker's Compensation and Unemployment Insurance, utilizing some fund balance to offset expenditures. Only Central Stores closed in the negative, as no fund balance existed in this fund. FY08-09 Honorable Mayor and October 2~, 2008 Members of the City Council Page 6 of 7 mid year review will address cost recovery issues for this fund, thereby offsetting this negative fund balance by June 30, 2009. Trust & A4 ec~ncy,Funds: The Trust and Agency Fund Group includes bond reserve funds for the various City long-term debt obligations, as well as various funds established for the payment of the City's pension and retirement obligations. The aggregate fund balance at FY07-O8 was $48,395,7G9, a decrease of $2,507,Ofi7 or 5% from the prior fiscal year. No fund closed year end with a negative fund balance. BUDGET C4NSIDERATI~NIFINANCIAL IMPACT The FY07-08 year end report includes severs! exhibits that detail the variances between budget and actual for revenues, expenditure and changes in fund balance. Exhibits were developed to facilitate review of this detailed financial information, and to create a fully disclosed and transparent presentation of FY07-OS year end results. Additional comparative data from the prior fisca[ year is included in this report narrative for the City's General Fund -its primary and most impacted operating fund, as a frame of reference and to indicate some trend data. Economic factors, referenced within this report, which affected revenues and expenditures in FY07-O8, are presently being evaluated for potential financial impact on the FY08-09 budget. REC4MMENDATInN Accept the quarterly financial report forthe period ending June 30, 2008. Respectfully submitted Ann Mari a nt Interim ief Financial Officer AMGIdI Attachments: Attachment A- FY07-08 Fund Balance Projection Unaudited}All Funds Attachment B -- FY07-OS General Fund Revenue and Expenditure by Major Category Attachment C - FY07-08 General Fund Revenue by Source, Budget to Actual Attachment D - FYOl-08 General Fund Expenditures by Program, Budget to Actual Honorable Mayor and Members of the City Council Gctober 2 ~ , 2008 Page l of l Attachment E - FYOl-O8 General Fund Actual Revenue Graph by Major Category Attachment F - FYOl-O8 General Fund Actual Expenditures Graph by Major Category Attachment G - FYOl-08 Summary by Fund of Revenue and Expenditures, Budget to Actual for Non-General Fund City Funds }'" a W WZo z = ~ Qu.o J J ~ aJ`` ma Z LL I I I y ~;; I I i t I iN DIO f i I ~ 0010 D D I I, I I I ! ~!~ I~ I D m: N I i+D ', N ~,-. l i I {~ O I ICS !D O II IOD ~ ~ l ~ ii OID CI D DI O O DI m D D +.~ ~ i I I O tii G31 ~ ~ N' OlO IO ILn1 Di I 0)I I II I'~! 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W a p p p p o o p p p a p c o p o o o 0 o a C ~, ~?aD~m~ o~- cvrnrn~o~m r~r~cvoa DOr~ ~ ~~a~~u~ oc~ ~t~ar`o~nti~n mc~NO: o00 4 ~J(''~rLnC~ o-o~ mrn~rDOr• oNNr DDo ' ' d r r~ r r r r r r r ( } r r r r ' ,0oo0oDOV oDOO~ooDOODOOODD~v c ~ooDDDDOV ,, oo;ooovDOO,ooooDOv , t6 ~M ~ 00 M ~ ~ D O ~ r ~ ~ oa ''~ oD ~ N i!'} N ~ W r O • D ' c'~ il? c+'? (D D r'a o0 ~ I~?NOrN 01 I~~'CarQ~~D~O:tiD'r~t?.CDG} Dr ~ iDQ1oaDCA f~ r[bDdar-1n•Q7•~~~f`~.da Q~ 'N ~ ZD N D7 da •• ~• ~ CD •• ,• •~• r~oDOODDO DODD;DDDDODDDODO~o IODDDD'ODC ~O,D~DDDDDDDDODODDo q- ~ ~NC~CDDD~Cdt+'? ' N.NC~DNdD~tdaDl~~tl71~7[pOtf)r O G ~daNCD(~ 7 Il7M N~~~mD,~NaaI~D~~ti7StODl~[~'~ ' ' ' " v+ + I^~~f7e--D ~~D )r-N[~ c+ ~t )O~Q?OQ~~DN( 7D,-~ c~'~ ~DD.mo c~at~ r~?~imraaOD~Mr'oa~O Doti Q Q ~'7Cp;r;rN Q?LG DMdaOCO'raaf~u7CD oa rii)[~ ~D'r~ 'N 'qtr [Du~[~[+'1DNc~'D ~ ~N NtDGO Ida I r r N ~ f~") . 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I ~ C l,(}r tr{ti 1~ r 00~-r ~ ~rN~ ~OOrO)Nhh ~ O~ODaaQ ~ Oart'r7Q] !'7 P 0 ~ - • c~N ~D Og47~r M ~1D a0 o MC'7r D N r " r r Q! ~ y 5V m i w r N' i I ~/ N 00 N O oa 47 (D d7 W (D ~ D N ~ r (~ d' D ip N Q1 ~ ~ti C'7 ir7 b' ~ Oa M t0 00 (~ h O r a D ~ Ltla7 M h(D~i7~^~r(p ~'J ('~h~r Oa a ~ ~~ ~+D Nh CO C7 D N cY]O~ONN(DO) N ~c7MNInhM(D ~C1 O~r~--0 N hNr~' 1[) OQ r V P7 r e-- M (Y7 ~' e-' C-7 b' h ~ l ~f N ~ N D Q` D ~ ~' N N r h ~- N ~ a i i h 47O D I I MMO(Dh{DGd 4"? 0)CO{'~O c0 SD ~ o O O ~ ~t 0 07 07 (D r o N ^~7 OD C~ +' O CU M O M M LD O O N M W ~ I r O ~r* I ] OQ h u7 N c [ !~ C~ h N r(D N 0~ ~ O {~ O r 11} M (fl M MNhhhd'O ~'~7 oQ 07 00 O ~D rop0~ N C4 N D LL i ~ C am I N r ~ r7 a d' ~ r M d' CD tD N(V c*~, v~ h O d' Cr? r•N ~ +~ ~ rno a~ I cah~~nhNOO N ° o a ~ C ~ o ~ ~ c a rna oo c v ~? ~] ~ ~ ~0 tD h N r- {p r G1 ' G~ E 0] CQ Q~ D ~ C~ M h N N r (D h r• N ~ D1 ~ M r O (D ~ d' N o ~' ~ ~ a N M N r ~ I ~ a ~ I ~ I I ~ I c~v m rrQ~voOO ~f? aoo0 a e- M r~ h(Oc~v ro ao 000 0 0 ~ ~ I CQ OQ h h G) D M~ ~! - O h o a r r7 ~ L E ° i ~J N I iC N ~ ~ G4 cD ~ M M 1 r r 0 -~I ~ N 1~ c a N ~- iD Gq tai + M ~"] ~'' vD " -' [ OD ~~ I ~ ~ o V cv i I o 'D I i .. I ¢ j i I ^o iv ` o~vooo^o c ~ ~ i loooa D I ~ ~ I ~ c~ c~ v~ ~E ; ~ a~ I a ! ~ ~ I a I ! ~ ~ ~ ~ ~ ~ E ~ I goo ~v ~ oo^OOOM M ovool o N _ ° ~ °r° °~° o a l °~' ~ ~ ~ i ~ __ N~ - i 4C1 ~ l (fl ~D ~ ~ NN v r r I ~ a I ~ ~~ I I i No d'O N ~ oD`h~ou~oM co' NODtiaO)N N r • oaoo0~ 'ao HOMO ~! ~ c~ h N D Q~ M O i'7 r h lf} r O r d D I r (D d] O O lQ ' ~ i"7 ~ h~ ~ cD ~t7 M(D e- N I {~} tt ~ r N r h MWO(Dtn N [t7 f~ C7 ~ otDO~ r i~ }~ I N r ~ i ~ ~t h M N Rt7 h O ~t N ~ ~m ~' ~ a I NN N as rr a N h ~ `I~ ~ c ~ c ~ ~ ~ J C ~ ~ C C ~ L C U C C ~ ~ o ~ 'c U ~ N t N ~ rn~ o I ~~ = J a~•~m J~ ~ a ~ ~~~ ~~~ J C7 _ ~= a Z ~ Q ~ ~r 7 _ W ~ m ~ c ~ m Y ~ ~'~.~~ ~ c m N ~~: ash ~ vY N~ m ~cc~~ ~ a ~ ~ ~ ~a ~ ~ ~ ~ ~c ¢w~UcnC7a. cn c ~a~¢ rn_o o z •~ loo ~ ~ ~noo~nrnrn° oo~o w d C ao r0 ~ j~ o o ~a NNNNNNc-7 v rT'rD w ~ ~t~ ~ d•~~~d"~~ y ~u7~~ a a ~ ~ ~ ~} W ~_ W w a ~ o i o o a a o a \\ \\\\ a \ o 0 0 o a o 0 I \\\\\\\ ~ 0 \ 0 \ 0 0 \\ 0 \ ~o cv N oo R•ooa v oscvov~n•-v n iv? ~r ~? ~'I c ~ Q~ oo C~ c~~ rooo [~ o O o r c~ r~uioorco O h N O D cc ~ N 0~ ca to O r r ~ ~; O ~ r r r r r r z r N r I a ~ ~ 1 I I I ~ 0 ~ ,I 0 o oti crv+noo rn rn v~ av ! o c^aaoor~ noo r coo rn cn N ca c~ v ~N o a~ o a~ 0 a~ o n O (D (D n M N T O h `-' 10 01 Q1 CO N r ~ C ~p r O r r aJ ... cY] ~ `~ cD CD O ~ ~ ~D 0f ~ N ~ ~ W ~ r ~ - I ~ ~ ~ N cD O •~• "' ~ ... O N m ~ N ~ Cj cD I u7 ~ o i u7 ~ I ^c*a ~^oo ! r~ ~ oo ~ cv I I Qa~^I^~N~O ^v tines i~ o a~ co NN ao~ ~ rn r o - O O ~ N tD o N o cD G7 O c~ 01 07 '~ ~7 (~ OG s"? ~ ~ tD o ' iV ~ o ~] ~- ~ T-I v ~! e~ o ~ CV lf? cD N ~r acorn e- as O ~ l~ f~ ~~ '~ o ;t? ~ ~a {~ ~" 1 r In r- N D In [D N ~ 0~ N N I~7 ~ Q~ ~ ~ T r M ~ I i h ~~t ~ ~ ~ asv rn~oo N ~ I ~ ~~avs•n~o co c~ aov o r ~ ~ ~ N c'7 iCi ~ OS cY7 Co ~ O O (~ Q1 CQ C'] o N 1~ i''7 o ^ (D O o0 [t7 O I O C7 ~ Q~ cp ~ ~ ~ 07 O ~ ~ 01 G ~ ~ ~~ I~ G ~ M O N N r-O d'~r~ D ~ d' `~' ~ Ih ~ (0N rn(~N f` II ~-- O (~ 0) W O G O O T~ V T N~ ~D ~? M c0 c"7 cr7 o~ ~ N O ~ r ~D Q] I O o0 N ~ r } Q m N N ~D d' ! ~ G LL ~ ~ ~ ! i OD I ! C ~ ~~ v ~ I ~ ~ .. a^oo ~nu~oo I ~ r- ao i n ~, ~ oo~tovoovl r- ~ o o v ~ I c cD ca a~ M~~ i ~w ' ~o ~ ' ~ ~ N i N I ~ w 1 w I I ~' U~ ~ I , N .~ .. ~ ~ .r ~ ~ ~ ~ i Q I ~ ~ ~~ il ~ ~ , ~ rn 'ti v o~ ov'oo al , ^o!oooo~o ~ N o0 0 ~ c ~ a l ao o I~ !~ o~ I o o ! o ~~~ y ~ ! ~ G ~D ~ o i l'*7 N' i ~ °' ~ I' p o N ~ I N ~ ~ ~ f ~ ~ N I, c v I ~ . i '~' I " i r r .r N .r .Nr ~ ~ ~ ~ .. ' ~ ~ . Q i ~ I „ ! i ~ , y o 0 0^ vooa o ~ ~no~ovoov osi n vo v n C i 0 N (Q lOC? i O r N N d ~ r ~ ~ ~ I e-~ j N N I l i I N N ! v ~ 'oa vooa v ~ I oaovtioolo~ h r' aoa ~ ao as ~ ~ o °o ! ~ a`°o ~ c ~o ~ i N I ~ ° ~ M ~ ~I° ti ~E ~, r"r ~ ° ~ ~, .r ~ L1] ~7 n r ~ r G~ ~ ' I ~~ I ~ ("7 ! c~7 'd' ~ ~ I I ~ a i I ~ I o ~ co co Novo co ca~voos•IVO rn w as v v loam °' ~ ~' ~ I ~'~' ~' oo ~rn ~ oN ~ N oaoaoovv ^ ^vvooc+'~ o h ao ~ eh oo o~ v o ~ v Q o n~ h v cv o ~ ~ i ~= ~ ~ ^rn ~ ~ r: ~t ~ oo N ao 00 o c~ ~ ; NTvooco ~- vi rn o ~ co ~ oo 0 ao 0 M ~ o cn v*- ~ a~ i voaorno N r~ r ~ ~ ' ! N r c° ° lu.m I ~ I ~ ~ a o 0 I ~ C I ~ • I ~ i ~ E ~ ~ } 1 I `u I ~ I ~ U ~ ~ I ^ o o ~ ~, i ~; I ~ „ + ~ ~~ ~ ! ~ ~ m ~ '~ ~ ~ E w ~ ~ o m~ ~~ ~ a ~ ^ ~ ~ c~ Er ~ C E LL c m W W ~ ~~ ~~ ~ ~ ~ ~ E" J ~~ U ~ rn~ ~~O 0 2 i~ ~ o ~ ~ m ~ .. w w Z ~~ ~~ `~ ~ H 0 ~~~Q~~~~ o ~m ~ ~ ~ °' o c~ ~ o ^ ~ ~ ~ C•~-pmo~,c~Cq ~ J mw F Z ~ ca •~ ~.No~. E = E~ m ~~ca L~w•a ~~ o a~U m ~- o rr m ~ ~ c~ = o ~~ v ~ ~ Nac~ Omo~ ~ L ~, ~,N ~ 0 m~ ~ ~ a ~~ ~~ . ^a~~OU ^ d~i u] H ]0 N 0 ~ ~ ~ ~aNdU du] N y ^ ' ` 0 z ~ o00 ^ oco n ~ ~ oNOO ~ o co ~ ~ m a~~ r r O O C ~ Nhti i c~ cTv ~ Q+^ d c V c V lf7 ~u7lC}O ~ h rr O ZOO cD cnaD oO i ~ G7 Oicvo0o0 O O O ~ W U ^ i i FY08 Actual Revenue by Major Category Equipment Replacement Reserve Transfers from 8.74°/° Dther Funds $675,847 Taxes '°I° ~,6s2 Reveni Other A 12.( $9,29 Fines Forfeit 1.3D $1,002 CCIARRAICIC Attachment E to Agenda ate~a ~3-A ~o-~~-os Licenses and Permits `"''""'~ 4.80% $23,877,431 $3,711,095 FY08 Actual Expenditures by Major Category VehicleslEquipment Debt Service n__._____-_~ n ~70~ Transfers to C 4.26 X3,3$0 De~reciatia ~.6$% ~542,45~ Capita! aut 0.59°/0 ~471,71~ Recreation Sere 5.35°l° $4,252,$14 Public UVorks 9.59% $7,47$,5D1 PIS ~u.v~ io $24, 354, 975 CC~ARRAICIC Attachment F to Agenda Item #3-A ~ a-~~-as J Q !11 Z z 0 z 'r 'a ic7 ~D 'a ;~ ~N 'a Iq ~D ,~ ID if* r ~~ ~C7 ID Ir>7 +D'D ID ; IN ID 0 Ir• ,a ~~: I~ ,C'7 +(~ I~ ID IN Im +00 ID 'r I~ Iq ID i0) 'm '~~ IO I~ ,m ID 'D IN 'r .q f~ Iq •`-' 'O iD ID Jti lug IN 'a I~ iD ' ;'L* I~ I['? li,~ IGD'~i7 Ih ID r ID Ip0 I[~ iq ~ 'r 'r ~ 'r iti iD fp +O iQ ID ID' ~r- x[11 ,t.. :~ ~ ,~ ~ ICO ID ~OQ ' I{r310 III iID ~ I~ I~ Itn !D '~ Ipa ILA !M ,r !D iD IN ;N T` 'r` ID ~Ca r Il.f) ~D !(~ 0 C Iti !(p iq a I[a IGa IM I(rj ,T ,q I~ IO !D '`-' ~(~ .~ 'r ' M,~ ~ V .r .`~ I('-j I(V iCV ir- {r . ... IC` iti ~ ~~ ~Q • to Io to Iti Iti Iv to ~D I(~} ,Ica ~o ~D ~D D I^ ID IN ID ~o IO ID ID 1(D I IN !~'7 ID 10 im IN ID ID' ~ Icti'? 'N ~D ID Ip ip 100 IQ) Ip ID +D !~ !cr7 1~7 Iq i(1! Ip +(~! iM ~ q ~~ ~~ v ~ ~' m ID +N ID IN IN I~ iQ? ID 'r iD . ~pj ' I~ 100 ,T +r ' :! ~CA Im ,v Io to acv Ir, to ID r ID ~N ,o Ico ' Iti ,D p C v ~ IQ)IN ~p'r " C ! } I C~ 'r +CO j N I I D I Lf) I D I [+~ , ~ iN '~ 1~7 ,~ I ~r- !Ca ID . ~ ~` E am L;Q ,.~ 'D ,D ID ~D ~M ID ID ID ~ ![~ IC• C ~D IN ID ''D ID !+~ i SOD r i~ ~- 'T iD iD `~ I(~ ' rn i~ t y w f YJ IN ~ ~^~D ~ C7 I C~ ~Diti , Ca I L[7 r ~ ~ cD I D ~G r i ~ I~ ,~ 4 ~ iD io I~Im ~o ~ Iti to . iD I^ ~~ ~~ .D iD ID C 'C~ ~ ~ E ID '~ I~ ID '~} IL"? Iti ILL7 I(Q r ~D IQ~ '~ Ip I co ' ' I~ IQ? 4 +~ +~' !~ N IN IN ~N ' T I[~ ID . '~ r r I I ~r N Io Ip IQ 1~7 ~ :~ .~ ID IO , 'r iL+~ 'N C IO ID III Iti ;ti ' ~N ~ ~ E ICD Ip +Qi ,a ~~ D r ~. ' ,~ ~ ~ ~ ~ Iv ;~ ,~. ~~ ~Q • ,~ Iti , c I (D ~ Iq ' r ~ +~,.~ ' +~ I p o '~„~ ,~ .~ iD Io ID ~.... '. a ID Ir9 .~ I~ I~~ X00 ID {DID ID'D ID ' iD ID ID ID IO ID 'ID 140 IN ! 'a '~ ID +D ~D fp Ip 'r I(1! I rU 't''7 `~ ICS ID ' Il[7 Il[7 10 !D Io +N ID II` ID ICS ifs , IN ''~ ICJ ILD I~ :r ~q '+-' ' ~ ~N IN 1 ID !Qa iOp ~ I~ ID IN It` It'7 I~ ~r Iti "~ ~ ~ Iq 0~ . I-n fQ) ~ ~ iq I~7 ~cD 10p a IN ,D ID ID :r. +00 IM ~u7 . I~i7 ID IM : +a7 ~07 +fD !f~~ I^ IIL i Id - ~ , ~ IW I I ~ ; ~ , o ~~i ~, Ia C ~ ~, 'p ~ ' 'r a '~ N a Im i ;_ ~U ~. . E ~, a ,~ ~ ~~ ~ e~ m ~ ~ ,~ ' ~ a~ ~~ .v v. ~v ~ ~ E, 0 .~ W N IN' iN , p C ~ E ~ .:. ~, ' ~,z a ~,;~ E ~I~,I,? E ~,;~ '¢~~ia ~Q a~ ~ 4~ ~~ '- ~ ~ ~" ~ ~~ ~~ I~ Ip C O '_ '~, ~a O' C o~ '~ ~c~~! 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'~.. l F -'~f~~r~'•: ~~+,' .,11•-... ilr.. ,~ ~_!'s,r;i. .~65•:~rY C1 of Alameda h r _. , : - . -.~ '~,~:.'~~ r. ~ . ; ,~.... . ty e eb ••roc~au~; ~#~:e,=mori:;of~~~.C~ `•• ~-~;:.~~e~~.~~~.~~:.: ' .,, .''.Irr- .'..,°,~ r -' •'r•':.:. ,'". rl{.a., .' . - '.,~ •~'~ ~',•'~'i:i' •- 3,.j :''.Iq i'~~''iii r'r: ~' r , + .,1Yti..•r~i:'r ~R~~4S~ C~4~~1'.~w~I.R~~~~~~~~~~N~ in Alameda and calf upon all residents and interested groups to observe the month . with appropriate activities that promote awareness of this disease. 1 .~, Be r jo son a or • pity Council Agenda Item #3-A ~o-~~-os __ ^ ^ ~Froclamation ~ll}f ~R~,4$, the residents of Alameda place high value on local control over community services and have chosen to operate a community-owned, locally controlled, not-for-profit electric utility; and, as consumers and owners of the electric utility, residents have a direct say in utility operations and policies; and ~11~{~R~~Q$, Alameda Power. & Telecom provides Alameda's homes, businesses, social service, and ~ local ,government agencies with reliable, clean, efficient; and cost-effective electricity employing sound business practices. designed to ensure the best possible service at not-for-profit rates; and ~11~{~R~,a$, Alameda: Power & Telecom is a~ valuable community asset that contr~xbutes substantially to the. well-being of local residents through .energy efficiency, customer service, environmental protection, economic development, and safety awareness; and u1~f ~R~~4$, Alameda Power & Telecom is a de .endable and trustworth local p y institution. that provides many consumer protections, makes the community abetter place in which to live 'and~work; and contributes to protecting, the global environment; and u1~{~R~~4$, Alameda Power Bz Telecom will continue to work to bring lower-cost, safe; reliable; clean electricity and other services to community homes and businesses dust as it has since X887, the year when the utility was created to serve all the residents of Alameda, New, 7~E~R~~OR~, B~ IT R~SOLVf~, that I, Beverly J. Johnson, Mayor of the City of Alameda, do hereby proclaim that the Alameda community joins hands with more than ?,OQO other public power systems in the United States in celebrating the benefits provided by municipal utility service and in recognition that public power is good for consumers, business, the community, and the nation, and ~~ IT ~RT~f~R R£SOLVf~, that the community honors and thanks Alameda Power & Telecom for its contributions to Alameda's unique quality of life. ..~~ eve I .Jo son Mayor City Council Agenda Item #3-B ~ o-~ ~ -o a ^ r UNAPPRQVED MINUTES OF THE SPECIAL MEETING OF THE CITY COUNCIL WEDNESDAY - - - OCTOBER 1, Zoos - - - 6:00 p.m. Mayor Johnson convened the Special Meeting at 5:00 p.m. RQLL CALL - Present: Councilmember deHaan, Gilmore, Matarrese, Tam, and Mayor Johnson - 5. Absent: None. The Special Meeting was adjourned to Closed Session to consider: X08- } Conference with Labor Negotiators; Agency Negotiators: Craig Jory and Human Resources Director; Employee organizations; All Bargaining Units. 08- Public Em to ee Performance Evaluation X54957}; Title: City Manager. Following the Closed Session, the Special Meeting was reconvened and Mayor Johnson announced that regarding Labor Council received a briefing regarding negotiations with various City bargaining units; no action was taken; regarding Public„Employee, the matter was not heard. Adjournment There being no further business, Mayor Johnson adjourned the Special Meeting at 7:20 p.m. Respectfully submitted, Lara weisiger City Clerk The agenda for this meeting was posted in accordance with the Brown Act. Speczal Meeting Alameda City Council October 1, 2008 UNAPPROVED MINUTES OF THE SPECIAL CITY COUNCIL MEETING THURSDAY - - - OCTOBER ~, 2008 - - - 6:00 P.M. Mayor Johnson convened the Special Meeting at 5:30 p.m. Vice Mayor Tam led the Pledge of Allegiance. ROLL CALL - Present: Councilmembers deHaan, Gilmore, Matarrese, Tam, and Mayor Johnson - 5. Absent: None. AGENDA ITEM X08- } Recommendation to approve Memorandum of Understanding regarding the formation and implementation of Sister City Relations between Alameda, California, the United States of America and Jiangyin, the People's Republic of China. Councilmember Matarrese moved approval of the staff recommendation. Councilmember deHaan seconded the motion, which carried by unanimous voice vote - 5. Mayor Johnson introduced Alameda County Supervisor Alice Lai- Bitker. Ms. Lai-~Bitker expressed her sincere contragulations to Jiangyin and Alameda for the formation of the Sister City relationship; stated that she looks forward to many wonderful exchanges between the two cities; thanked committee members and Social Services Human Relations Board ~SSHRB} for all the hard work. Stewart Chen, SSHRB, introduced Mayor wang xinan and the delegation from Jiangyin. Mayor Johnson welcomed Mayor xinan and the delegation; stated today is an important day for Jiangyin and Alameda; that she hopes the delegation enjoyed the tours; Jiangyin and Alameda face some of the same problems; that she hopes both cities can learn how to deal with common problems and issues and that successes can be shared also; thanked the Chinese government and people of China for the great 2008 Olympic games; stated the Chinese athletes performed very well and set many standards in various events; that she hopes that mutual visits will occur in the future; today, Alameda and Jiangyin Special Meeta.ng 1 Alameda City Council October 2, 2008 join a great international tradition; cities have formed Sister City relationships as a way to empower citizen diplomats to build good will and understanding across borders; local governments, businesses, and citizen volunteers form relationships across cultures to enhance the social, educational, and business partnerships that promote good will; the newly formed Sister City relationship will be a long-term partnership between the two great communities; signing the Agreement will formalize intentions to promote good will and positive partnerships; common interests are celebrated and residents are encourage to build the understanding and good will that can lead to lasting peace in the world. Deputy Consul General Wu wenxiang expressed warm congratulations for the formation of Sister City relations between Jiangyin and Alameda; stated Jiangyin looks forward to future cooperation and exchanges; that he hopes the relationship will bear fruit in the time to come. Mayor Xinan stated that he is privileged to come to Alameda to sign the Agreement establishing the City Sister relationship between Jiangyin and Alameda; the friendship between the two cities has entered a new stage; cooperation and friendship will be expanded in the fields of culture, education, as well as government; Jiangyin is economically developed and industrially modernized; United States investors have invested in Jiangyin; Jiangyin's local entrepreneurs are investing in the United States; cooperation between the two cities will be very successful; Alameda has a highly sufficient government; Jiangyin can learn a lot from Alameda; he hopes that the relationship between Jiangyin and Alameda will be everlasting; extended an invitation to everyone to visit Jiangyin. Cynthia wasko, SSHR.B read a statement from Governor Schwarzenegger; thanked Mr. Chen for all of his work. Francisco Hsieh, 12th Assembly District, read a statement from Assemblywoman Fiona Ma. Mayor Johnson and Mayor Xinan signed the Memorandum of Understanding. Mayor Xinan presented the Council with Chinese-Asian art work symbolizing friendship between Jiangyin and Alameda. ADJOURNMENT There being no further business, Mayor Johnson adjourned the Special Meeting 2 Alameda City Council October 2, 2008 Special Meeting at 7:15 p.m. Respectfully submitted, Lana Stoker Acting City Clerk The agenda for this meeting was posted in accordance with the Brown Act. Special Meeting 3 Alameda City Council October 2, 2008 UNAPPROVED MINUTES OF THE SPECIAL JOINT CITY COUNCIL, ALAMEDA REUSE AND REDEVELOPMENT AUTHORITY ~ARRA} AND COMMUNITY IMPROVEMENT COMMISSION CIC} MEETING TUESDAY - - - OCTOBER 7, 200$ - - -- 6:00 P.M. Mayor/Chair Johnson convened the Special Joint Meeting at 6:10 p.m. ROLL CALL -~ Present: Councilmembers/Board Members/Commissioners deHaan, Gilmore, Matarrese, Tam, and Mayor/Chair Johnson -- 5. Absent: None. The Special Meeting was adjourned to Closed Session to consider: 08- CC Conference with Labor Negotiators; Agency Negotiators: Craig Jory and Human Resources Director; Employee Organizations: All Bargaining Units. SOS- CC/AR.R.A/08- CIC} Conference with Real Property Negotiators; Property: Alameda Point; Negotiating parties: City Council, ARRA, CIC, and SunCal; Under negotiation: Price and terms. Following the Closed Session, the Special Meeting was reconvened and Mayor/Chair Johnson announced that regarding Labor, the Labor Negotiator gave an update on Alameda City Employee Association ~ACEA}, International Association of Fire Fighters ~IAFF}, and Alameda Police Officers Association ~APOA} negotiations, and Council provided instruction; regarding Property, the Council, CIC, and ARRA were provided with a briefing on negotiations regarding Alameda Point; no action was taken. Adjournment There being no further business, Mayor/Chair Johnson adjourned the Special Joint Meeting at 7:20 p.m. Respectfully submitted, Lara Weisiger, City Clerk Secretary, Community Improvement Commission The agenda for this meeting was posted in accordance with the Brown Act. Special Meeting Alameda City Council October 7, 200$ UNAPPROVED MINUTES OF THE REGULAR CITY COUNCIL MEETING TUESDAY - - - OCTOBER 7, 2008 - - - 7:30 P.M. Mayor Johnson convened the Regular Meeting at 7:47 p.m. ROLL CALL - Present: Councilmembers deHaan, Gilmore, Matarrese, Tam, and Mayor Johnson - 5. Absent: None. AGENDA CHANGES (08- ~ Mayor Johnson announced that the National Business Women's Week proclamation [paragraph no. 08- ]; Disability Awareness Month proclamation [paragraph no. 08- ]; and Resolutions of Reappointment and Appointment [paragraph nos. 08- ~ and 08- A] would be heard first. PROCLAMATIONS, SPECIAL ORDERS OF THE DAY AND ANNOUNCEMENTS (08- } Proclamation declaring October 19 through 25, 2008 as National Business Women's Week. Mayor Johnson read and presented the proclamation to JoAnn Ainsworth, President of Isle City Business and Professional Women. Ms. Ainsworth thanked Council for the proclamation; presented a basket of pink ribbons in recognition of Breast Cancer Awareness Month. X08- } Proclamation declaring October as Disability Awareness Month. Mayor Johnson read and presented the proclamation to Commission on Disabilities Chair Jodie Moore, and Commissioner Robbie Krietz. Ms. Moore thanked Council for the proclamation; invited Council to attend a tree planning ceremony on November 8, 2005, at Lincoln Park. REGULAR AGENDA ITEMS (08- } Resolution No. 14270, "Reappointing Harry Dahlberg as a Member of the Economic Development Commission (Manufacturing Industrial Seat}." Adopted; and (08- A~ Resolution No. 14271, "Appointing Maggie Mei as a Member of the Youth Advisory Commission." Adopted. Regular Meeting 1 Alameda City Council October 7, 2008 Councilmember Matarrese moved adoption of the resolutions. Councilmember deHaan seconded the motion, which carried by unanimous voice vote - 5. The City Clerk administered the Oath of Office and presented Mr. Dahlberg with a certificate of reappointment. Mr. Dahlberg stated that he is honored to be reappointed to the Economic Development Commission; stated the City has seen the completion of a number of major development projects; the community has a sense of excitement and the City's future is full of hope. *~* Mayor Johnson called a recess at 8:02 p.m, and reconvened the Regular City Council meeting at 11:18 p.m. CONSENT CALENDAR *** Mayor Johnson announced that the Minutes [paragraph no. OS- ] were removed from the Consent Calendar for discussion. Councilmember Matarrese moved approval of the remainder of the Consent Calendar. Vice Mayor Tam seconded the motion, which carried by unanimous voice vote - 5. [Items so enacted or adopted are indicated by an asterisk preceding the paragraph number.] t05- } Minutes of the Special and Regular City Council Meetings held on September 16, 2008; the Special Joint City Council and Public Utilities Board Meeting held on September 30, 2008; and the Special City Council Meeting held on October 1, 2005. Councilmember Gilmore stated that Page 14 should read "...two stores each up to 60,000 square feet." Councilmember Gilmore moved approval of the minutes with said correction. Councilmemer deHaan seconded the motion, which carried by unanimous voice vote - 5. ~*OS- } Ratified bills in the amount of $4,327,773.86. Regular Meeting 2 Alameda City Council October 7, 2008 (*08- } Recommendation to accept the Bayport Phase 2 public backbone infrastructure, stormwater treatment pond improvements, and authorize the City Clerk to record a Notice of Completion for the improvements. Accepted. ~*08- } Recommendation to award Contract in the amount of $234,598, including contingencies, to A-Plus Tree Service, for pruning of City trees for Fiscal Year ending June 30, 2009, No. P.W. 07-08-20. Accepted. ~*08- } Recommendation to award Contract in the amount of $160,990, including contingencies, to Schaaf & Wheeler Consulting Civil Engineers, for assessment of the City of Alameda Sewer Pump Stations, No. P.W. 06-08-16. Accepted. ~*08- } Resolution No. 14272, "Readopting the City of Alameda's Bicycle Master Plan." Adopted. ~*08- } Resolution No. 14273, "Supporting the FOCUS Priority Development Area Application for Alameda Point." Adopted. ~*08- } Ordinance No. 2983, "Approving Master Plan Amendment, PLN08-0181, Adjusting Lot Sizes Within the Grand Marina Village Master Plan." Finally passed. ~*08- } Ordinance No. 2984, "Amending Various Sections of the Alameda Municipal Code Contained in Article I Zoning Districts and Regulations} of Chapter XXX Development Regulations} to Prohibit Single Retail Stores Larger than 90,000 Square Feet in Size that Include More Than Ten-Percent Sales Floor Area Devoted to Non- taxable Merchandise." Finally passed. CITY MANAGER COMMUNICATIONS X08- } Update on budget status and discussion of potential cuts. The City Manager provided a Power Point presentation. Mayor Johnson stated the State budget is not balanced; the State carried over a $15.5 billion shortfall. The City Manager stated the State has a cash flow and projection problem. Mayor Johnson inquired whether having departments cut back an additional 5Q would be enough, to which the City Manager responded a 5o cut is a starting point. Reguiar Meeting 3 Alameda City Council October 7, 2008 Mayor Johnson stated a 5~ cut is very optimistic; the projected $700,000 deficit for this year needs to be addressed. The City Manager stated that the budget will need to be reviewed continually. Mayor Johnson stated Council will be receiving recommendations on contributions to other Post Employee Benefits ~oPEB} from the Economic Sustainability Committee; the public needs to understand that the City Manager will be proposing a package of cuts at the next City Council meeting; Council would like to have public input on the matter. Councilmember Gilmore stated cities cannot run a deficit; a balanced budget is needed; inquired whether the State can come back after Proposition 1A money in the 2009-201D budget cycle. The City Manager responded the State can go after Proposition 1A money this year. Councilmember deHaan stated the State could be looking at transportation funding also. Vice Mayor Tam stated the Governor could reopen the budget because of credit market tightening and the State' s inability to qualify for a huge loan. Councilmember deHaan stated the City projected an approximate $5 million shortfall when the last budget was passed; changes have occurred; Council discussed the American Insurance Group's [AIG~ situation; inquired whether there are other areas of concern. The City Manager stated that she asked the Chief Finance Director and City Treasurer about the matter; the City Treasurer assured her that the City is properly invested. Councilmember deHaan inquired whether the budget includes any pay raises. The City Manager responded that the budget does not assume any pay increases that have not been negotiated; stated property reassessments will be monitored continually. *** SOS- } Councilmember Matarrese moved approval of continuing the meeting past midnight. Councilmember deHaan seconded the motion, which carried by Regular Meeting 4 Alameda City Council Dctober 7, 2QQ8 unanimous voice vote - 5. ~** Councilmember Matarrese stated proposed cuts will be brought to Council on October 21~t; he would like Council to consider policies because the depth of the cuts will depend on whether Measure P passes. The City Manager stated that the budget does not take into account Measure P passing. Councilmember Matarrese stated he would like to review ways to change the structure of the City's service system to flatten the organization so that top management has more responsibilities with fewer people; some cities have a Director for public safety; consolidating recreation programs and Library services should be reviewed; professional services could be outsourced; Council should look at concentric circles for prioritizing the most effective uses of tax dollars to preserve health and safety and value in the City. Mayor Johnson stated private organization funding should be reviewed; the City is paying $50,000 [per year] to the Alameda Museum; public money needs to be spent in areas where the public gets the most benefit; the City Manager needs to provide Council with different recommendations for OPEB funding; one budget proposal could address the Economic Sustainability Committee recommendation for $4.5 million. Councilmember deHaan stated the City usually has a two-year budget; recovery will be very slow; out years need to be discussed; the City needs to live with a three or four year budget forecast. Mayor Johnson stated the public needs to know that difficult cuts will need to be made even if Measure P passes. X08- } Public Hearing to consider an appeal of Planning Board decision to certify the adequacy of the Alameda Towne Centre Expansion Project Environmental Impact Report and to approve the Sign Program, permitted hours of operation, and outdoor uses for Planned Development Amendment PDA05-0004 and Major Design Review DR05-0073; and X08- A} Resolution No. 14274, "Approving the Environmental Impact Report and Upholding the Planning Board Decision." Adopted; and X08-- B} Resolution No. 14275, "Denying the Appeal of the August 11, 2008, Planning Board Decision to Approve the Hours of Operation and Outdoor Uses for Planned Development Amendment PDA 05-0004 and Regular Meeting 5 Alameda City Council October 7, 2008 Mayor Design Review DR05-0073." Adopted. The Supervising Planner gave a brief presentation. Councilmember deHaan inquired whether the project was 545,000 square feet originally, to which the Supervising Planner responded in the affirmative. Councilmember deHaan stated the square footage increased by 112,000 square feet; Target would have increased the square footage by an additional 49,000 square feet; inquired whether the square footage was included in the Environmental Impact Report for Target. The Supervising Planner responded the EIR specifically addressed the change from 657, 000 square feet up to 706, 000 square feet and included the 49,004 square feet; stated full build-out impacts have been discussed. Councilmember deHaan inquired whether the 49,000 square feet has been approved. The Supervising Planner responded the 49,000 square feet has not been addressed to date; stated the matter is before the Planning Board. Councilmember deHaan stated a parking structure was discussed during the Target era; inquired whether double deck parking was discussed for the Mervyn's site. The Supervising Planner responded the issue was discussed after Target left; stated some of the square footage was shifted to Mervyn's. Councilmember deHaan inquired how the issue fits into tonight's discussion. The Supervising Planner responded that the most recent plan, which includes Kohl's, proposes a shopping center for up to approximately to 681,000 square feet which would require construction of a parking structure. Councilmember deHaan inquired whether 680,000 square feet is the breaking point [for a parking structure], to which the Supervising Planner responded the breaking point would be before reaching 680, Doo square feet. Mayor Johnson opened the public portion of the hearing. Regular Meeting Alameda City Council October 7, 2008 Proponents ~In favor of appeal}: Eugenie Thomson, Appellant; Brenda Benner; Alameda; Joel Ramband, Alameda; Colin Stermer, Alameda; Claire Risley, Alameda; Christine Healey, Alameda submitted handout}; Holly Sellers, Alameda; Michael Radding, Alameda; Janet Libby, Alameda; Kurt Libby, Alameda. There being no further speakers, Mayor Johnson closed the public portion of the hearing. Following Ms. Thomson's comments, Vice Mayor Tam inquired whether Ms. Thomson is being compensated for her services, to which Ms. Thomson responded she is providing pro Bono services. Vice Mayor Tam stated the Alameda Towne Center study projects traffic levels up to 40 percent higher than projected in the EIR; inquired whether Ms. Thomson thinks that a lower amount of traffic should be assumed. Ms. Thomson responded in the negative; stated that she was referring to peer review by Dowling Associates which indicates that the traffic study for future years is conservative because traffic would be 40a higher in the a.m. and 50o higher in the p.m. than what the Transportation Element amendment shows; the Transportation Element numbers are the same as the 2004 counts. Councilmember Gilmore requested clarification on 2003 traffic counts versus 2005 traffic counts. Ms . Thomson stated a combination of 2 002 and 2005 traffic counts were used for the 2006 draft EIR; the shopping center has been dynamic and has been under construction since 2003; 2002 traffic counts were used for all otis Drive intersections and 2005 traffic counts were used for all other locations; she received sales tax information from Councilmember deHaan and the Finance Department which illustrates that sales were down 20~ in 2002 and 30o in 2005; both years had low occupancy or low sales; occupancy should have been checked and the base should have been increased because of lack of activity. Councilmember Gilmore inquired whether there would be a larger delta of traffic if the baseline is artificially low. Ms. Thomson responded the delta never changes; stated the delta is due to the shopping center producing trips and other projects [within the City] producing trips; counts are never done in areas of high vacancy or poor sales; the shopping center was not doing well in 2002. Regular Meeting 7 Alameda City Council October '7, 2Q08 Councilmember Gilmore stated the accurate baseline would have been higher if the shopping center was doing well and built out; the impact would be less; the delta would be less if the shopping center is doing well as opposed to doing poorly; more traffic would be generated if the shopping center is doing well, and the change in traffic is less; higher impacts would be realized by starting artificially low because there would be a bigger delta. Ms. Thomson stated the delta is the increase; a 112,000 square foot increase would generate 250 trips; the existing shopping center is not operating at 545,000 square feet, but at 475,000 square feet or 450,000 square feet. Vice Mayor Tam stated the adequacy of the EIR is being evaluated tonight; an EIR reviews a base level and worst case action level and identifies impacts. The Supervising Planner stated the sales tax table looks at aggregated sales tax data for different sectors from 2003 and 2005; there can only be one highest year; sales tax would be down for all other years. Peter Galloway, Omni-Means, stated shopping center activity is not as robust as the 545,000 square feet would suggest; said information was not available when counts were done; he feels that Omni-Means' counts are fairly accurate; Omni-Means took the existing base square footage to calculate trips and calculated trips for the proposed square footage using shopping center rates; driveway rates were not used because Omni-Means cannot account for trips coming in and out of the Post Office or restaurants that are not part of the shopping center; the Institute of Transportation Engineers ~ITE~ shopping center rates were used after reviewing the matter with the Public Works Department. Councilmember Matarrese inquired whether the full build out rate was a calculation projected using the number of trips for shopping centers based on square foot of retail shopping centers, to which Mr. Galloway responded in the affirmative. Councilmember Matarrese inquired whether the number is theoretical and remains the same whether the baseline is based on a conservative projection of not being a fully occupied or robust shopping center and is based on the square footage of the shopping center using the same criteria to peg the top number, to which Mr. Galloway responded in the affirmative. Councilmember Gilmore inquired whether the two to one lane drop was analyzed. Regular Meeting 8 Alameda City Council October 7, 20x8 Mr. Galloway responded all calculations reflect correct lane geometries; stated Highway Capacity Manual 2000 ~HCM 2000 methodology was used and is very sensitive to signal cycling and lane designations. Councilmember deHaan inquired how the occupied square footage is taken into consideration. Mr. Galloway responded the amount of occupied space is provided. Councilmember deHaan inquired what is the amount of occupied space, to which Mr. Galloway responded 545,000 square feet. Vice Mayor Tam stated Omni-Means' traffic study was peer reviewed by Dowling Associates; the traffic study looked at trips generated for 545,000 square feet in addition to 706,650 full build out trip generation; an impact comparison was made for the increased trip generation; the peer review noted that projected intersection traffic levels were up to 40o higher than expected; inquired whether the increase was a result of projections made. Mr. Galloway responded the Public Works Department wanted to use a one-half percentage per year [increase] and added in the northern waterfront plan trips. Vice Mayor Tam inquired whether there will be less traffic in reality in need of mitigation as a result of using a more conservative estimate, to which Mr. Galloway responded in the affirmative. Councilmember deHaan inquired how incidental travel counts are done. Mr. Galloway responded incidental travel is difficult to calculate; incidental travel is included in existing counts. Mayor Johnson inquired whether information provided by Omni-Means is within reasonable professional standards. Mr. Galloway responded that the information is very reasonable and has been reviewed numerous time by the Public Works Department and Dowling Associates. Councilmember deHaan inquired whether [traffic county research was not performed to determine the baseline's validity, to which Mr. Galloway responded in the affirmative. Regular Meeting g Alameda City Counca.l October 7, 2008 Councilmember Gilmore inquired relates to truck traffic; further to determine pollution levels. how the City's noise ordinance inquired what methodology is used The Supervising Planner responded traffic noise is reviewed cumulatively over a long period of time; stated a Code Enforcement Officer measured shopping center noise levels from Ms. Healy's balcony; levels did not come anywhere near passing City noise standards; levels spiked when an AC Transit bus came by or a police car sped down Otis Drive; neither situation would trigger a significant impact; tonight's anecdotal comments cannot be qualified. Rebecca Gordon, Lampier-Gregory, stated air quality is addressed in the final EIR; air quality is a regional issue; the San Francisco Air Quality Management District guidelines are used; the guidelines have thresholds that address when a project might have a significant impact under the California Environmental Quality Act (CEQA}; the Alameda Towne Centre Project is below the threshold for the District. Councilmember Gilmore inquired whether specific air quality testing would be used if a 250,000 square foot factory moved into a neighborhood. Ms. Gordon responded projections would be analyzed; stated factory emission thresholds are lower than shopping center emissions; air quality analysis would be performed if residences are next to an existing factory because the factory is an emitter. Councilmember Gilmore inquired whether there is a way to compare past pollution levels to current levels. Ms. Gordon responded the Air Quality Management District tracks pollution over the years. Councilmember Gilmore inquired whether there is a way to narrow the comparison down to a specific area, to which Ms. Gordon responded in the negative. Councilmember deHaan inquired whether there would be concern if the shopping center is not utilizing all of the space. Ms. Gordon responded the previous expansion project was reviewed in a separate EIR and certified; stated additional impacts are being reviewed; the impacts will become part of the cumulative scenario. Councilmember deHaan stated that he is not sure how Regular Meeta.ng 1 Alameda City Council October 7r ZaQ$ underperformance is measured. Ms. Gordon responded shopping center use goes go up and down; changes occur; keeping analyses as conservative as possible leaves some wiggle room. Councilmember deHaan inquired how much wiggle room is put into a study, to which Ms. Gordon responded 20a to 250. Councilmember deHaan inquired what is the shopping center vacancy rate. The Supervising Planner responded the vacancy rate is irrelevant because a conservative position has been taken which overstates the impacts. Randy Kyte, Harsch Investments, stated attempts have been made to address neighbor concerns and subsequent conditions have been added; mechanisms have been put in place to mitigate hours when certain things can occur around the shopping center; Park Street would be the only truck entrance; truck route analysis was staff's responsibility; suggesting that all of the ills on Broadway are the result of the shopping center is non-scenical. Councilmember deHaan inquired what was the prior truck delivery time. The Supervising Planner responded 7:00 a.m, to 10:00 p.m. unless a Use Permit allowed extended hours; stated Safeway and walgreen's have Use Permits; staff does not anticipate any additional Use Permits in the future if Council approves extending hours to midnight. Councilmember Matarrese stated that the EIR has been certified; he has no problem with signage; he is trying to figure out the rationale of giving a blanket change of hours versus a Use Permit; Use Permits provide a controlling mechanism; that he does not have a problem with some businesses staying open until midnight; a Use Permit should be required; that he sees the EIR information as a snap shot in time; Council has a good idea of the impact; the impact does not approve any expansion; there is a complete picture of what the impacts would be with a 706,000 square foot shopping center; measurements should be made on incremental occupancy of some of the current, bigger projects; real time traffic counts should be taken when Kohl's is up and running; observations need to be taken when the gas station and Orchard Supply Hardware ~OSH~ opens; speeding and idling issues need to be enforced. Regular Meeting 1 1 Alameda City Council October 7, 20~$ Councilmember Gilmore inquired how enforcement is done for trucks entering the correct driveway and idling for no more than five minutes; further inquired who would enforce Use Permit non- compliance. The Supervising Planner responded twenty-four hour security is on site; the proposed condition puts the responsibility for monitoring on the Applicant and security; security would be responsible for alerting the shopping center management, then management would bring the matter up with the tenant. Councilmember Gilmore inquired who would be responsible for Use Permit non-compliance and what would be the penalties. The Supervising Planner responded the shopping center management; stated individual Use Permits would need separate conditions; he is not sure what the monitoring mechanism would be; the matter might be complaint driven. Councilmember Gilmore stated the City would have a bigger stick with the Use Permit scenario because revoking a Use Permit would seriously affect business; the proposed condition involves a landlord-tenant relationship; a lessor might have an incentive to keep the lessee in business as long as possible. Vice Mayor Tam inquired how violations would be pinpointed if there are multiple Use Permits. The Supervising Planner responded enforcement would be difficult unless trucks have identification. Vice Mayor Tam inquired how the City would recoup enforcement costs. The Planning and Building Director responded Use Permit violations do not have fees in place; stated Use Permit violations are complaint bases. Councilmember Matarrese stated very few businesses would need Use Permits for twenty-four hour delivery. The Supervising Planner stated most tenants are small businesses and use UPS trucks or vans [for delivery]. Councilmember Matarrese inquired whether idling is governed by State law. The Supervising Planner responded in the affirmative; stated the Regular Meeting 1 2 Alameda City Council October 7, ZQag law was enacted to address diesel emissions. Councilmember Matarrese stated the Police Department can issue a ticket for idling; that he likes the idea of having direct City enforcement available for areas that could cause potential problems. Mike Corbitt, Harsch Investments, stated his main concern is to allow Kohl's seasonal hours until 12:00 a.m.; restaurant hours are also a concern. Councilmember Gilmore stated conditions could be added regarding restaurants staying open until midnight and extending Kohl's seasonal hours. Councilmember deHaan inquired whether twenty-four hour deliveries are being controlled. Mr. Corbitt responded that he would need to ask the neighbors. Councilmember deHaan inquired how long Mr. Corbitt has been with the shopping center, to which Mr. Corbitt responded nine years. Councilmember deHaan inquired how much traffic has increased. Mr. Corbitt responded a good shopping center will produce more traffic; stated parking capacity is good. Councilmember deHaan inquired what is the vacancy rate. Mr. Corbitt responded the shopping center is approximately 80o to 90 0 occupied. Councilmember deHaan stated that occupancy is at 80o for 545,000 square feet . Councilrnember Matarrese moved approval of the hours of operation allowing restaurants to remain open until midnight and the Planning Director to approve extending holiday hours for Kohl's; and requiring Use Permits for extended hours beyond business hours. [Adoption of Resolution No. 14275] Mayor Johnson inquired whether a Use Permit would be required for deliveries beyond existing hours, to which Councilmember Matarrese responded in the affirmative. Councilmember Gilmore seconded the motion, which carried by unanimous voice vote - 5. Regular Meeting 1 Alameda City Council October 7, 2008 Councilmember deHaan inquired whether twenty-four hour deliveries would require a Use Permit, to which Councilmember Matarrese responded in the affirmative. Councilmember Gilmore moved approval of the sign program [included in Resolution No. 14275]. Councilmember Matarrese seconded the motion, which carried by unanimous voice vote -- 5; and The Supervising Planner inquired whether the motion to approve hours included conditions, to which Councilmember Matarrese responded in the affirmative. Vice Mayor Tam requested a description of noticing concerns raised; stated the City Manager provided an update stating that notice was provided in the Alameda Journal, and notices were mailed to residents within 500 feet. Councilmember deHaan stated Council never quantified what the noticing requirements would be when projects reach a certain threshold. The Planning and Building Director stated the Municipal Cade has certain noticing requirements; the Alameda Towne Centre project requires notification to property owners and residents within 100 feet and advertising in the paper ten days before the hearing; Council adopted a policy several years ago which expanded the notification policy to a twenty day notice for hearings before the Planning Board and Historical Advisory Board and a 300 foot radius around the property; the notification process was expanded to 500 feet for Alameda Towne Centre. Councilmember deHaan stated the traffic engineers discussed various corridors that were areas of concern. The Planning and Building Director stated staff published an ad in the newspaper; notice was posted on the website as well. Vice Mayor Tam stated that she has the sense that increased traffic ca not be contributed to Alameda Towne Centre totally; the EIR looked at the worse case scenario and impacts were identified; the EIR does not grant approval to move forward with the expansion of 49,000 square feet. Vice Mayor Tam moved adoption of the resolution approving the Environmental Impact Report and upholding the Planning Board Regular Meeting 1 4 Alameda City Council October 7, 2008 decision. [Adoption of Resolution 14274] Councilmember Matarrese seconded the motion, with direction for staff to provide Council with real time data for Kohl's, the gas station, and OSH occupancy. Under discussion, Vice Mayor Tam inquired whether Councilmember Matarrese is asking for monitoring requirements, to which Councilmember Matarrese responded in the affirmative. The Supervising Planner stated the gas station had its own mitigated declaration with certain monitoring requirements; impacts would not occur until cumulative conditions occur in 2020. Councilmember Matarrese stated that he wants data collected once the aforementioned occupancy occurs to test the projections before the next step is taken. The Supervising Planner stated current plans for Kohl's and 4SH do not increase the square footage of the shopping center; a substantial change in the square footage would occur if the Planning Board approves a second story expansion at Kohl's. Councilmember Matarrese stated the issue would increase number of cars and delivery trucks. The Planning and Building Director stated Council could add the monitoring as an additional mitigation measure when Kohl's, the gas station, and 4SH are occupied. Councilmember deHaan stated that he would like to have monitoring performed now and when Kohl's and OSH open for comparison purposes. The Supervising Planner stated State law requires that the baseline used is based on the date that the City released a notice of preparation far the EIR. Patricia Curtin, Harsch Development, stated the EIR certification is an action stating that the EIR is adequate for the impacts of 706,000 square feet. Mayor Johnson stated requesting a traffic baseline is separate from the EIR. Ms. Curtin, inquired what is the point for monitoring; stated either the EIR is adequate for 706,000 square feet or not. Councilmember Matarrese seconded the motion. Regular Meeting 1 5 Alameda City Council October 7, 2008 Under discussion, Councilmemer deHaan stated the motion would accept the EIR which would give Alameda Towne Centre an extra 49, 000 square feet. Councilmember Matarrese stated the motion certifies the EIR and potential impacts of the 49,000 square feet, and is not an entitlement. Vice Mayor Tam stated the motion discloses impacts in accordance with CEQA. The Assistant City Attorney inquired whether the motion is to adopt the resolution denying the appeal of the August 11 Planning Board decision to certify the adequacy of the Alameda Towne Centre Project Environmental Impact Report, to which Vice Mayor Tam responded in the affirmative. Councilmember deHaan clarified that Harsch could go back to the Planning Board and ask for the additional 49,000 square feet if the EIR is accepted tonight and could ask to build a parking structure. Mayor Johnson stated that the EIR discloses impacts and deals with mitigation. On the call for the question, the motion carried by the following voice vote: Ayes: Councilmembers Gilmore, Matarrese, Tam, and Mayor Johnson - 4. Noes: Councilmember deHaan -- 1. Councilmember Matarrese requested traffic counts once Kohl's, the gas station, and OSH are occupied. Councilmember deHaan stated a baseline should be done now. Vice Mayor Tam stated that having Council and the community request data and monitoring is appropriate; an EIR looks at a baseline snap shot in time and action alternatives; two years from now a new Council may have a new baseline and may request to use the 2010 baseline; baselines will have constant movement; receiving information is good; it is important to have the integrity of the EIR preserved. Councilmember Matarrese stated the EIR is a projection; the number of cars that run over the tubes in the street is more relevant. Councilmember deHaan stated it is important to know where traffic patterns are throughout the City. Regular Meeting 1 Alameda City Council October 7, 20x8 Councilmember Matarrese stated some of the Broadway truck traffic could come from Bay Farm Island; truck routes should be reviewed. Vice Mayor Tam questioned who would pay for the monitoring. Mayor Johnson stated the matter [monitoring] could be put on a future agenda. Councilmember deHaan stated Mr. Galloway used occupancy data that was provided to him; occupancy was not verified. ORAL CONIl~CTNICATIONS , NON-AGENDA ( Public Comment ? (08- } Susan Toth, Alameda Peace Network, submitted petition, stated that Alameda Peace Netwark is in promotion of peace and opposes the Iraq war; money is being taken away from education, healthcare and infrastructure. (08- } Carl Halpern, Alameda Peace Network, stated Alameda Peace Network understands that the Council has taken a stand on the Iraq War; the War has dropped below the radar screen because of the fiscal crises; $12 billion a month is being spent on the War; the $12 billion could have given the Governor the $7 billion requested to run the State. (08- } Pat Flores, Alameda Peace Network, stated the current United Nations mandate for military presence in Iraq expires at the end of 2008; the majority of Americans believe that the most reasonable stimulus for the United States economy would be withdrawal from Iraq; the important question is what do the people in Iraq want; a recent poll found that nearly 600 of people in Iraq favor an immediate withdrawal of US troops. COUNCIL REFERRALS SOS- } Resolution No. 14276, "Supporting the Alameda County Active Transportation Campaign." Adopted. Councilmember Matarrese moved adoption of the resolution. Councilmember deHaan seconded the motion, which carried by unanimous voice vote - 5. COUNCIL COMMUNICATIONS (08- } Councilmember Gilmore requested that the Alameda Peace Network matter come for Council discussion. Regular Meeting 1 7 Alameda City Council October 7, 2008 (08- 7 Vice Mayor Tam stated that she attended the League of California Cities Conference; SB 375, roles of diversity caucuses, and police and fire service levels were discussed. Councilmember Matarrese requested that Council be provided with a list of the questions related to police and fire service levels. ADJOURNMENT There being no further business, Mayor Johnson adjourned the Regular Meeting at 2:39 a.m. Respectfully submitted, Lara weisiger City Clerk The agenda for this meeting was posted in accordance with the Brown Act. Regu~az Meeting 1 Alameda City Council October 7, 200$ CITY ~F ALAMEDA Memorandum To: Honorable Mayor and Members of the City Council From: Ann Marie Galiant Interim Chief Financial Officer Date: October 16, 2008 Re: List of Warrants for Ratification This is to certify that the claims listed on the attached check register and shown below have been approved by the proper officials and, in my opinion, represent fair and just char~ges~against the City in accordance with their respective amounts as indicated thereon. Check Numbers Amount 214070 - 214881 $1,871,237.59 V17723 - V17853 $96,291 97 EFT 594 $5,494.00 EFT 595 $5,487,50 EFT 596 $45,799.40 EFT 597 $7,993.50 EFT 598 $52,700.16 EFT 599 $362,190.85 EFT 600 $49,749.50 EFT 501 $64,537.51 EFT 602 $20,097.00 EFT 603 $133,907.40 EFT 604 $14,878.60 Void Checks: EFT 594 ($5,494.00) 2 i 4069 ($1,218.00) 213905 ($195.00) 213393 ($670.00) 21441 ~ ($478.72) G RAN D TOTAL $2,722,309.26 Respectfully submitted, Chief Financial icer BILLS #4-B Council Warrants 10/21/08 10/21/2008 CITY ~F ALAMEDA Memorandum To: Honorable Mayorand Members of the City Council From: Debra Kurita City Manager Date: Gctober 21, 2008 Re: Accept the Annual Investment Report for the 2007-2008 Fiscai Year BACKGROUND In June 2002, the City Council contracted with Public Financial Management, lnc. PFM} and ChandlerAsset Management, Inc., for portfolio management services for investment of the City's "idle cash". In January of each year, the City Council adopts or reaffirms the City Investment Policy. This policy Attachment A}establishes the objectives of Safety of Principal, Liquidity, and Yield. Additionally, the policy limits investment in companies that produce or manufacture cigarettes, alcohol, ar gambling products. DISCUSSION This agenda item reports on the sixth year of the City's managed portfolio by PFM and Chandler Asset Management. PFM, per contract, prepares this year-end "consolidated" report for both managed portfolios. Attachment B} The investment policy objectives, which were achieved during this reporting period, areas follows: • Safety of Principal: o Excellent credit quality was maintained for each investment. o Maturity distribution was structured to protect the portfolio ensuring against a volatile investment environment. • Liquidity: o Po~folio diversification was enhanced to capitalize on the investment sectors and issuers offering the greatest value in the market • Yield: o Exceeded the industry-standard benchmarks to provide a solid return. During FY07-O8, more of the portfolio was invested in U.S. Treasury notes and Federal Agency Notes. These changes in sector distribution occurred as market conditions changed, particularly reflecting corporate institutional challenges such as the collapse of City Council Agenda Item #4-C ~ o-~ ~ -o a Honorable Mayor and October 2~, 2008 Members of the City Council Page 2 oft Lehman Brothers. As a result of these changes, credit quality was maintained. Approximately 73% of the portfolio remains in the ~ to 3 yearmaturity, which isthe pointof best relative value in the present market. The overall return forthe managed composite portfolio since inception ofthe programwas 3.99°/°. This compares favorably to the Merrill Lynch benchmark earnings of 3.73%, a difference of 0.26% or approximately $89,000. At each quarter end, the City's portfolio managers affirmed that there had been no investments in corporate securities that produce or manufacture cigarettes, alcohol or gambling products. Attachment C~ BUDGET CONSIDERATIONIFINANCIAL IM„PACT The value added by employing outside investment managers isthe abilityto evaluate and focus on those maturities and sectors that mayofferthe best relative value. The managed portfolio earned .26°/° more than the benchmark of 3.73°/°, demonstrating the benefit of this approach. In addition to earning returns that exceed the benchmark, stafftime is available perform other functions thereby increasing department productivity. RECOMMENDATION Accept the Annual Investment Report for the 2007-2008 fiscal year. Re~p~tFully submitted, Kevin Kenne y City Treasurer Ann Mari allant Interim C ' f Financial Officer By: `~~-~-~- Laura Gwynne Supervising Accountant KKIAMGILG:dI Attachments: A Investment Policy B PFMIChandler Combined Year-End Report C PFM Asset Management Detail of Securities Held INVESTMENT POLICY I. STATEMENT GF PURPOSE It shall be the investment policy of the City of Alameda that all funds not required for immediate budgeted expenditures be invested in compliance with this statement as well as applicable federal and state legislation. Safeguards will be set into place to insure that adequate reserves are established and maintained to provide that cash in sufficient amounts will be available for those immediate expenditures as authorized by the City's budget. Funds so maintained will be deposited in a manner best serving the City, It will be further recognized that the City has a responsibility to insure the security of its assets and always maintain a level of quality so that the public at large will have the highest confidence that its best interests are being served. The purpose of #his document is to identify various policies and procedures that enhance opportunities for a systematic investment process. The initial step toward a prudent investment policy is to organize and formalize investment related ac#ivities. Related activities, which comprise good cash management, include accurate cash projection, the expeditious collection of revenue, the control of disbursements, cost effective banking relations, and ashort-term borrowing program which coordinates working capital requirements and investment opportunity. In concert with these requirements are the many facets of an appropriate and secure short-term investment program, II. SCOPE It is intended that this policy cover all short-term operating funds and investment activities under the direct authority of the City. These funds are described in the most current annual financial report and include: General Fund Capital Projects Fund Special Revenue Fund Enterprise Fund Internal Service Funds Fiduciary Funds Redevelopment Agency Funds This investment policy applies to all transactions involving the financial assets and related activities of the foregoing funds. City Council Attachment A to Agenda Item #4-C ~ o-a~ -os l l I. OBJECTIVES A. Safety; Safety of principal is the foremost objective ofthe City, followed by liquidity and yield. Each investment transaction shall seek to first insure that capital losses are avoided, whether they are from securities default or erosion of market value. Investment decisions should not incur unreasonable investment risks in orderto obtain current investment income. B. Liquidity: The City's investment portfolio will remain sufficiently liquid to enable the City to meet all operating requirements which might be reasonably anticipated. This need for investment liquidity may be tempered to the extent that the City is able to issue short-term notes to meet its operating requirements. Emphasis will be on marketable securities with low sensitivity to market risk. C. Yield: The investment pottfolio shall be designed to attain a market average rate of return throughout budgetary and economic cycles, taking into account the City's risk constraints, the cash flow characteristics of the portfolio, and state and local laws, ordinances or resolutions that restricts the placement of short term funds. D. The investment portfolio shall be diversified to avoid incurring unreasonable and avoidable risks regarding specific security types or individual financial institution. E. The City shall adhere to the guidance provided by the "prudent investor rule", which obligates a fiduciary to insure that: "...investment shall be made with the exercise of that degree of judgment and care, under circumstances then prevailing, which persons of prudence, discretion and intelligence exercise in the management of their own affairs, not for speculation but for investment considering the probable safety of their capital as well as the probable income to be derived." F, All participants in the investment process shall act reasonably as custodians of the public trust. Investment officials shall recognize that the investment por<folio is subject to public scrutiny and evaluation. The overall program shall be designed and managed with a degree of professionalism that is worthy of the public trust. Nevertheless, in a diversified portfolio, it mustbe recognized thatoccasional measured losses are inevitable, and must be considered within the context of the overall portfolio investment return, provided that adequate diversification has been implemented. G. investments are to be made that will bear in mind the responsibility of city government to its citizens. Investments which encourage the betterment of the human condition will be sought. Alternative investments which enhance the quality of life will be given full consideration. Investments which serve to only enrich a few to the detriment of the people will be strictly avoided. H. No investment is to be made in a company that receives more than 15% of gross revenues from the production or manufacture of cigarettes, alcohol, or gambling products. 2 IV. DELEGATION OF AUTHaRITY Article V of the Charter of the City of Alameda places sole custody of the City's funds with the Treasurer. Further, Section 53636 of the Government Code of the State of California provides that money on deposit is deemed to be in the treasury of the City. Although the responsibility for conducting the City's investment program resides with the Treasurer, the day to day investment function is hereby delegated to the Finance Director who shall establish written procedures for the operation of the investment program, consistent with this investment policy. Such procedures shall include explicit delegation of authority for all investment activities. This procedure is attached hereto and marked as Attachment "A". V. INVESTMENT ADVISORY CGMMITTEE An Investment Advisory Committee has been formed for the purpose of overseeing the implementation of the City's investment program and assuring it is consistent with the investment policy as approved by the City Council. The advisory committee shall consist of the City Treasurer, Finance Director has representative of the City Manager} and the Investment Qfficer. The Investment Advisory Committee will meet as needed or as market or economic condition changesto determine general strategies andto monitorresults. The committee shall include in its deliberations such topics as: economic outlook, portfolio diversification and maturity structure, potential risks to the City's funds, approval of authorized financial institutions, and the target rate of return on investment portfolio. The written investment procedures shall be approved by the investment advisory committee on an annual basis. Quarterly: The Finance Directorwith the concurrence of the Treasurer shall submit a quarterly investment report to the City Council. This report will describe all investment transactions during the quarter, compute average yield and average life of the portfolio as well as all required elements of the quarterly report as prescribed by Government Code Section 53646. VI. INVESTMENT INSTRUMENTS Investment instruments authorized for purchase include: A. United States treasury bills or certificate of indebtedness or those for which the faith and credit of the United States are pledged for the payment of principal and interest. B. Insured or collateralized certificates of deposit issued by a nationally yr state chartered bank or state or federal associa#ion. In accordance with California statutes, Ci#y deposits including collateralized certificates of deposit shall not exceed the total paid-up capital Ito include capital notes and indentures} and surplus ofanydepository bank, orthe total of the net worth of any savings and loan association. C. Prime bankers acceptances with maturities less than one hundred eighty days, which are eligible for purchase by the Federal Reserve System, and are issued by the top fifty banks in the world, or any qualified depository in the State of California. Purchases from any one bank may not exceed thirty percent of the City's investment portfolio. D. Securities of governmentagencies such asthe Federal Home Loan Bank, Federal Farm Creditand Federal National MortgageAssociation, amaximumof 25°/o perissuer, and a maximumof 75°/° in total. E. Prime commercial paper with AIIPI rating. Purchases of commercial paper may not exceed 270 days maturity and no more than 25°/° of the City of Alameda's portfolio. F. Medium term corporate notes with a maximum maturity of five years issued by corporation doing business in the United States which are rated "A" or its equivalent or better by one or more of the following national rating: Moody's, Standard and Poor's, Fitch's or Keefe's. Investment in medium term corporate notes sha11 not exceed 30°/° of the City of Alameda's portfolio. G. State of California Local Agency Investment Fund. H. County Agency Investment Funds, a maximum of 15°/0. I. Repurchase Agreements. J. Domestic money market mutual funds registered with the Federal Securities and Exchange Commission ~SEC~ and which are rated in the highest rating category by a nationally recognized rating service or which only invest in: a~ U.S. Government or federal agency securities and repurchase agreement, b~ other investment instruments specifically included in the local investment policy, or c} tax exempt obligations. K. ether instruments as authorized under Section 53601 and 53634 ofi the Government Code. L. California Asset Management Program (CAMP). M. Negotiable Certificates of Deposit, a maximum of 30%. VII. INVESTMENT TERMS AND CGNDITIGNS A. The following terms and condi#ions shall apply to the use of repurchase agreements: 1. Securities purchased under the repurchase agreement shall be limited to the securities and qualifications listed above. 2. Securities shall bemarked-to-market, and shall be maintained at a value equal to 4 or greater than the cash investment. 3. The marketvalue of the securities that underlay a repurchase agreementshall be valued at 102°/0. 4. All securities under-a repurchase agreement shall be held by a third party custodian or safekeeping agent, Transfer of underlying securities to a counterparty bank's customer book entry account may be used for book entry delivery, and a counterparty bank's trust department or safekeeping department may also be used for physical delivery ofthe underlying security. 5. The seller of repurchase securities shall not be entitled to substitute securities, except as authorized by the City. New or substitute securities should be reasonably identical to the original securities in terms of maturity, yield, quality and liquidity. 6. As soon as possible, a master purchase agreement will be executed between the City and all trading partners. B. The following terms and conditions shall apply to the use of commercial paper: 1. Maturities shall be limited to two hundred seventy days or less. 2. Purchase must be of the highest letter and numerical rating as provided for by Moody's or Standard and Poor's'or Fitch Financial Services, Inc. 3. Purchases must be limited to corporations organized and operating within the United States, and as a practical mat#er generally only those corporations operating within the State of California, having total assets in excess of five hundred million dollars, and having an "A" or higher rating for the issuer's debentures, other than commercial paper has-provided by Moody's or Standard and Poor's rating services}. 4. Purchase may not represent more than ten percent of the outstanding paper of an issuing corporation. C. The following terms and conditions shall apply to the use of negotiable certificates of deposit: 1. Certificates with maturities greater than six months through one year have an "Q" rating or its equivalent or better as provided for by one of the four following national rating services: Moody's, Standard and Poor's, Fitch's or Keefe's. 2. Certificates with maturities greater than one year and through four years shall have an "AA" or its equivalent, or higher rating from one ar mare of the four following national rating services: Moody's, Standard and Poor's, Fitch's or Keefe's. 5 D. The following terms and conditions shall apply to the use of medium term corporate notes: If securities owned by the City are downgraded by either Moody's or S&P to a level below the quality required by this Investment Policy, it shall be the Agency's policy #o review the credit situation and make a determination as to whether to sell or retain such securities in the portfolio. a. If a security is downgraded two grades below the level required by the City, the security shall be sold immediately. b. If a security is downgraded one grade below the level required by this policy and matures within fi months, the security will be held to maturity. The City Treasurer may determine to sell the security if it is determined that there is a probability of default prior to maturity. c. If a decision is made to retain a downgraded security in the portfolio, its presence in the portfolio will be monitored and reported monthly to the City Council. VIII. PRUDENCE The standard of prudence to be used by investment officers shall be the "prudent person rule", and shall be applied in the context of managing an overall portfolio. Investment officers acting in accordance with written procedures and exercising due diligence will be relieved of personal liability for an individual security credit risk or market price changes, provided that deviations from expectations are reported on a timely fashion, and appropriate action is taken to control adverse developments. IX. INTERNAL CONTROLS The City Auditor will establish a system of internal controls, which shall be documented in writing. The controls shall be designed to ~ prevent losses of public funds arising from fraud, employee error, misrepresentation bythird parties, unanticipated changes in financial markets or imprudent actions by employees and officers of the City. Controls deemed most important include: control of collusion, segregation of duties, separating transaction authority from accounting and recordkeeping, custodial safekeeping, clear delegation of authority, specific limitations regarding securities losses and remedial action, written confirmation of telephone transactions, minimizing the number of authorized investment officials, documentation of transactions and strategies and code of ethical standards. X. BANKS AND SECURITIES DEALERS In selecting financial institutions for the deposit or investment of City fiunds, the Treasurer will consider the credit rating of the institutions. The Treasurer will continue to monitor financial institutions' credit characteristics and financial history throughout the period in which City funds are deposited or invested. The Treasurer shall approve all financial institutions from whom securities are purchased. 6 XI, MATURITY The City will not invest in instruments whose maturities exceed five years at the time of purchase, It is the intent that investments shall be managed in such a way that any market price losses resulting from interest-rate volatility would be offset by coupon income and current income received from the overall portfolio during a twelve month period. XII. DIVERSIFICATION It is the policy of this City to diversify the investment portfolio in order to reduce the risk of loss resulting from over concentration of assets in a specific maturity, a specific issuer or a specific class of securities. The fallowing strategies and constraints shat! apply; A. Portfolio maturities will be staggered in a way that avoids undue concentration of assets in specific maturity sector. Maturities shall be selected which provide for stability of income and reasonable liquidity. B. Concern for liquidity shall be insured through practices that include covering the next vendor disbursement date and payroll date through maturing investments or United States Treasury bills. C. Risks of market price volatility shall be controlled through maturity and issuer diversification, XIII. RISK TOLERANCE The City recognizes that investment risks can result from issuer defaults, market price changes or various technical complications leading to temporary illiquidity. A. Credit risk, defined as the risk of loss due to failure of the issuerof a security, shall be mitigated by investing in high grade securities and by diversification, B. Market risk, defined as market value fluctuations due to overall changes in market price ,and rate, shall be mitigated by eliminating the need to sell securities prior to maturity and avoiding the purchase of long term security for the sole purpose of short term speculation, XIV. OTHER CONSIDERATIONS A. All transactions will be executed on a delivery versus payment basis. B. Wire Transfers: Whenever possible pre-formatted wire transfers will be used totransfer funds to pre-authorized accounts. C. The City will not enter into reverse repurchase agreements, nor trade in options or future contracts. However, the Investment Advisory Committee will review and make 7 recommendations regarding the future use and application of these instruments. D, From time to time a competitive bid process, utilizing a minimum of three financial institutions deemed eligible by the Treasurer, will be used to place investment purchases. The City shall transact business only with banks, savings and loans, and with brokersldealersopproved by the Investment Advisory Committee. E. In the event of an absence or replacement of the City's Investment Gfficer, the authority to invest in all maturities beyond six months shall be regulated by controls and restraining requirements and documented in written investment procedures. In order to assist in identifying "qualified financial institutions" the Treasurer will forward copies of the City's Investment Policy to those financial institutions with which the City is interested in doing business and require written receipt of the policy. F. Safekeeping and Custody Securities purchased from brokersldealers shall be held in a third party custodian account, which the City has established far safekeeping. Said securities are to beheld in the name of the City with the trustee executing investment transactions as directed by the appropriate City official. Collateral for time deposit in savings and loans is to beheld by the Federal Home Loan Bank. Collateral for time deposits in banks is to beheld in the City's name in the bank trust department or by the Federal Reserve Bank. G. Confirmation Receipts for confirmation of purchase of authorized securities must include trade date, pay value, maturity, rate, price, yield, settlement date, description of securities purchased, agency's name, and third party custodian information. H . Preference Vvhere all other factors are equal, as a final consideration the following preference will be given in order; a. Institutions principally located in the City b. Institutions principally located in the County c. Institutions principally located in the State d. Institutions principally located in the United States I. Trust Agreements The City shall direct the investment activities of trustees. Such direction shall be in keeping with the terms and condition of itstrustagreements,applicable law and policies set forth in the Investment Policy. In addition to the acceptable investment instruments 8 listed in Section VI, A thru K, bonds proceeds maybe invested in: a. Shares in a trust established pursuant to the Government code, Title 1, Division 7 and Chapter 5, investing in securities permitted under Section 53635; b. Other investment instruments allowed by State law which comply with requirements imposed by band insurance and rating agencies. Ce ifi Kevin K nedy City Tr asurer Attachment 9 ATTACHMENTA Matrix of Recommended Segregation of Responsibilities of the Treasury Functions FUNCTION ~.. Authorization of investment transactions: •Format Investment Policy should be: - prepared by - submitted to •Reviewed Investment Transactions approved at the end of each quarter 2, Execution of investment transactions:*** 3. Timely recording of investment transactions: •Recording of investment transactions in the Treasurer's records +Recording of investment transactions in the accounting records 4. Verification of investment, i.e. match broker confirmation to Treasurer's records 5. Safeguarding of Assets and Records: •Reconciliation of Treasurer's records to the Accounting records •Reconciliation of Treasurer's records to bank statements and safekeeping records •Review of ~a} f financial institution's financial condition, fib} safety, liquidity, and potential yields of investment instruments, and ~c} reputation and financial conditions of investment Brokers •Treasurer' s ~Tault •Periodic review of collateral should be performed 6. Management's periodic review of the -investment portfolio as prepared by the Treasurer - key areas which should be reviewed are investment types, purchase price, market values, maturity dates and investment yields as well as conformance to stated investment policy. RESPQNSIBILITIES Treasurer* Governing Body Treasurer Treasurer delegates to Finance Director and Supervising Accountant Revenues} Supervising Accountant Revenues} Supervising Accountant General Ledger} Treasurer ar Supervising Accountant Revenues}* Supervising Accountant** General Ledger} Supervising Accountant** General Ledger? Treasurer A11 transactions, excluding purchases of Certificates of Deposits, are on delivery versus payment basis to a third party. Treasurer Independently authority.*** assigned reviewing * With input from Finance Director via consultation ** This individual may be an Assistant Finance Director or Supervising Accountant *** Personnel assigned to this task should have the capabilities commensurate with the responsibilities. 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O o 0 c ~ ^ Sri N ~ v~ hi ~O o v, ~ u~ o v-s ~ G~ ~ o ~ M ~ cn ,~ ~ ~ n v; c~ ~; G~ ~; ~ ~ - ~ ~: ~ q Ly ~ Q O O O C 1 ~- C G ~ n ~ ~ v1 O N N O v1 r~ ~D O O n N N d~ N o ~- ~D ~C n ~ , , - ~ v~ M N ~p [1' ~ ~,,~ Q N O - v1 n N r1 ~ O ~ N M O [y1 n D 00 !~ --~ ~ ^ N c'~1 *- ~ 00 n ^ n ~ `0 - cp hl -- O N N N O V'1 ^ ~ ~G V'S ~q 00 oo v1 r1 n .-• N vz v'1 N ~/'t N Oq N [~ ~ ~1 O vz ~ ~ as n ~ (~ ~ ~ N ~C O N ^ n C oe ~D oo ao oo n oo ~ ~ ~ ^ ~G ~o n Ch oo O N ~ oo ~ N o h ^ r~ ~ 00 ~ 00 M G~ oo v1 n r1 r~ t+1 ~ ~ ~ ~ `o M M N r'1 r~ N t"Z tt ~D ~C O c^, [~ r I N vZ v'1 C --~ 0 G~ 0o G~ crs G1 oo N ~ ~ ^ X70 ~ '~ --~ ~ D c'p's n i~ o D o D ~0 G1 r+i Gti --~ ~p n ~C ~0 O y .. ~„ G~ v1 G~ U1 ~ oa C ~D ~0 -~ ~ C~ V's r ~ ~D DO ~D N N r1 ~ M ~C .-. l~ n cn rt oa n N ~ [~ f~ ~C cg's -- O a7 N 00 ~ 00 n ~D G1 O oo ~t N O O G1 O rrs O N O 00 n O o0 0 0o O r~ oq In qo ra O - I~ oa N - M GZ ~ ^~ v1 n G~ ~G -- ~t - ~n ~ O •C O o O ~ n d~ ^ M n rt o d^ ao -- ., Q U ~ G~ ~ M G~ ~ r- ~D d' n G~ M ~D n n O o n ~ - v's r-s ~O n ~ GZ ~D d' D v7 G~ ~ hl ~ D ~C G~ ~ C~ oa rs N r^, N ^ ~G ~r1 G~ 0o ^ do G1 N N ~ O oa - ~ vo oo ~ ~r1 G1 n N r~ ~-- D ~ O ~n o rrs hl ~ ^ ~n vi G~ v~ ~ o0 o0 Q ~ . -~ -• hl - n .-: oo as v3 00 00 oa n oa O O ~ v1 ^ - ~ ~ ~ r" ~ .~ Q ~. oa VS G~ U ~ Q W ~ C ~ F ~ ~ ~ oo n c~ oo ~ ~a ~ N ~ D 00 o ~ 0 o o ^ N o0 ~ 0 ~ ~c M o O r, c~ -- --~ ~, N N D crs n ~ ~o n O o D ors o vz c, oa o hl ~ a ~ N ~ n vz n ri d~ oo N ~ N a D Z ~ ~ ~ ~ V ~ ~ O ~ N O ~--~ oa ~ ~ o as N 00 ^ ~ ~o +~ hi o rs ~ n N +ri ~ r" v~ o O - -~ Gti ~ rZ s ra ~ M o o N ri r~s ~ ~ o M ~ v-s n ~-- ~ co r*s ~ ~ ~ hi - o o t~ rYs r- r-, ~o ~ rr o -- cis ri ri ri o0 r-i oa r- N hi D ~c -- M Sri ~n M cr-i r- G1 V @ r Z ~ 00 n -~ hl v-s ^ r1 N n hl G~ v1 N G1 C -. 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This project will provide traffic congestion relief and significantly improve air quality. DISCUSSIQN The proposed project includes: 1. Construction of the traffic signal interconnect cable and auxiliary equi ment p 2. Installation of a new overhead signal interconnect cable on existing utilit oles . Yp and underground signal +nterconnect cable in underground conduit, new cabinet, new traffic signal controller, and new master controller 3. Verification that all controllers will communicate with the master controller 4. Testing and making any adjustments necessary to provide a complete o eratin p 9 and functional system A copy of the plans and specifications is on file in the City Cierk's office. BUDGET CQNSIDERATIQNIFINANCIALlMPACT The project is budgeted in the Capital Improvement Program Project No. 90-802 with }a monies allocated from Measure B and Congestion Mitigation and Air Quali Pro ram tY 9 ~CMAQ}funds. MUNICIPAL CQDEIPQLICY DQCUMENT CRASS REFERENCE This action does not affect the Alameda Municipal Code. This recommendation will assist in meeting the goals of the City's Local Action Plan for Climate Protection. City Council Agenda Item #4~D '1 ~-2'1.08 Honorable Mayor and Members of the City Council RECOMMENDATION October 21, 2008 Page 2 of 2 Adopt plans and specifications and authorize a call for bids for signal coordination on Eighth Street, Otis Drive, and Park StreetlSan Jose Avenue, No. P.v11.01-08-03. Respectfully submitted, Barbara Hawkins Acting Public ~11lorks Director By: Virendr Patel Transp ation Engineer BH:VP:gc cc: vUatchdog Committee CITY QF ALAMEDA Memorandum To: Honorable Mayor and Members of the City Council From: Debra Kurita City Manager Date: October 21, 2008 Re: Adopt a Resolution Authorizing the City Manager to Execute the Grant Contract Between the State of California Department of Boating and Waterways and the Alameda Police Department BACKGROUND The City has been awarded a $25,000 grant from the State of California Department of Boating and Waterways. The terms and conditions of this grant are contained in a contract between the Department of Boating and Waterways and the Alameda Police Department. This grant is made available to qualifying law enforcement agencies for the purpose of purchasing equipment for existing marine patrol units. The Police Department Harbor Patrol Unit will use the grant funds to purchase new and replacement equipment to enhance the delivery of marine patrol and enforcement services to the maritime community in and around Alameda waterways. DISCUSSIONIANALYSIS Through the provision of this grant, the Police Department will have the ability to purchase $25,000 in new and replacement equipment that was not currently appropriated in the FY 2008-09 budget. In order to complete the agreement, the proposed resolution authorizes the City Manager to execute the contract between the State and the City. A copy of the Equipment and Operation Contract between the State of California and the Alameda Police Department is on file in the City Clerk's office. BUDGET CONSIDERATIONIFINANCIALlMPACT The terms and conditions of this grant do not include acost-matching provision. Grant funds will be released in a reimbursement program whereby the Police Department is completely reimbursed for the purchases made pursuant to the Grant Contract. There is no impact to the General Fund budget. MUNICIPAL CODEIPOLICY DOCUMENT CROSS REFERENCE This action does not affect the Municipal Code. City Council Report Re: Agenda Item #4-E 10.2'1.08 Honorable Mayor and Members of the Ci#y Council REC~MMENDATi~N October 21, 208 Page 2 of 2 Adopt a Resolution authorizing the City Manager to execute the Grant Contract between the State of California Department of Boating and Waterways and the Alameda Police Department. Respectfully submitted, //`~0.~ ~ ~ `~o- Walter B. Tibbet Chief of Police D I~MIBT1az CITY GFALAMEDA RESGLUTIGN NG. E 0 N ~. AUTHGRIZING THE CITY MANAGER TG EXECUTE THE GRANT CGNTRACT BETWEEN THE STATE GF CALIFGRNIA DEPARTMENT GF BGATING AND WATERWAYS AND THE ALAMEDA PGLICE DEPARTMENT '' WHEREAS, the City of Alameda has been awarded grant approval from C 0 L the State of California Department of Boating and ~lllaterways in the sum of ~ $25,040.00 for the purpose of purchasing equipment for existing marine patrol ~, units; and WHEREAS, a contract has been prepared by the Department of Boating and Waterways which requires the signature by a City representative and a resolution by the City Council authorizing the signature; and WHEREAS, the State of California Department of Boating and Waterways is funding the cost of purchasing new andlor replacement equipment to enhance the delivery of marine patrol and enforcement services to the maritime community in and around Alameda waterways with na requirement for local government matching funds. NGW, THEREFGRE, BE IT RESOLVED by the City Council of the City of Alameda that the Council authorize the City Manager to execute the Equipment and Gperation Contract between the State of California and the City of Alameda. *~~~ I, the undersigned, hereby certify that the foregoing Resolution was duly and regularly adopted and passed by the Council of the City of Alameda in regular meeting assembled on the 2~ st day of Gctober, 2005, by the following vote to wit: AYES: NGES: ABSENT: ABSTENTIGNS: IN UVITNESS, WHEREGF, !have hereunto set my hand and affixed the official seal of the said City this 22nd day of Gctober, 2048. Lara Weisiger, City Clerk City of Alameda Resolution # 4-E CC ~ o-z ~ -os CITY of ALAMEDA Memorandum To: Honorable Mayor and Members of the City Council From: Debra Kurita City Manager Date: October 21, 2808 Re: Adopt a Resolution to Approve an Agreement with Ameresco Butte County LLC for the Purchase of Power from Landfill Gas Generation for a 2g-Year Term BACKGROUND At its Gctober 2a, 2og8, meeting, the Public Utilities Board will consider for approval a power purchase agreement for a proposed landfill gas project, which will be built at the Butte County Landfill near Paradise, CA. Since the term far this agreement exceeds 15 years, the agreement must be ratified by the City Council pursuant to City Charter section 12-2 ~a}. DISCUSSION The following table provides an update on the wind, geothermal, and landfill gas power purchase agreements that have been approved by the City Council over the past four years, as well as the current status of the projects: Project Description Date Approved by Cit Council Status 1.5MW* Santa Cruz LFGTE** for 20 rs Ameresco Nov. 16, 2004 Deliveries 211106 10MW Solano Count Wind, for 23 rs PPM Ener Dec. 7, 2004 Deliveries 111105 5.7MW Haif Moon Bay, ox Mountain LFGTE for 20 yrs Ameresco Jan. 27, 2005 Expected 1211108 2.OMW Richmond LFGTE far 15 rs Re ublic Au .15, 2005 *** Deliveries 911105 1.9MW Pittsbur ,Keller Can on LFGTE for 20 rs Ameresco Au . 15, 2005 Ex ected 1 !1 !09 1.5MW Manteca, Forward LFGTE for 20 rs Ameresco June 5, 2007 4n Hold 1.5MW Western GeoPower for 20 rs NCPA March 4, 2008 Ex ected 2010-11 * MW =megawatts; ** LFGTE =landfill gas-to-energy project *** Approved by the Public Utilities Board The proposed power purchase agreement is between Ameresco Butte County, LLC Ameresco}, a limited liability subsidiary of Ameresco Incorporated, and Alameda Power City Council Report Re: Agenda Item #4-F '14-21.08 Honorable Mayor and October 21, 2008 Members of the City Council Page 2 of 3 & Telecom Alameda P&T} for the delivery of 50°/~ of the net output of between 2.9 and 4.25 net MUV of power depending on the plant's permitted size} and the associated environmental attributes. This agreement, which is on file in the City Clerk's Office, is the fifth agreement undertaken or under development with Ameresco. A permit is required from the Butte County Air ~uaiity Management District and will be the primary factor in determining the size of the plant. The power production will be shared equally with the City of Palo Alto. Alameda P&T's 50 percent share of the minimum and maximum plant capacity would be 1,45 and 2.13 net MW, respectively. If built to maximum size, output from this plant would serve approximately four percent of Alameda's total demand. The major provisions of the power purchase agreement are: • Price: The price is specified over the life of the contract beginning at $81.00 per Mvlr-hour and escalating annually at 1.5°/o thereafter. This price is competitive with projected wholesale electricity prices. The annual cost to Alameda P&T for the maximum sized plant would average about $1,600,000 for a total of $32 Million over the life of the contract; • Term: 20 years commencing with the commercial operation date -projected at July 2010; • Milestones: Ameresco must meet certain milestones in the development of the project. If it does not, it will be subject to penalties or termination. Overall, Ameresco has approximately 3 years to complete the plant. However, Ameresco has indicated that it actually expects to have the plant operating much sooner, perhaps in less than a year; • Performance: The project is expected to generate base-load power with a capacity factor in excess of 90 percent. If the plant's availability drops below l0 percent over a 24-month period, the price will be reduced by l.5 percent. If the plant's capacity factor drops below 60 percent over a 24-month period, Ameresco would be in default and subject to damages; • Environmental Attributes: Alameda P&T will receive all of the environmental attributes, including the renewable energy credits, associated with its share of the generated energy; • Expansion of Plant: Alameda P&T will have a 60-day right of first refusal to purchase any energy resulting from expansion of the plant; • Environmental Regulations: Ameresco will comply with all environmental regulations and comply, at their expense, with future changes in law. The power to be delivered under this agreement meets Alameda P&T's goal of obtaining economic and stably priced power. This purchase power agreement provides Alameda P&T the ability to obtain power that is competitive with current and projected future market prices. In addition, this power comes from a renewable energy source with the associated environmental attributes. These attributes have monetary value and could be sold separately if desired. Honorable Mayor and October 21, 2008 Members of the City Council Page 3 of 3 BUDGET CoNSIDERATICNIFINANCIALlMPACT The annual cast to Alameda P&T for the maximum sized plant will be $1,600,000, for a total cost of $32 million over the life of the contract. The cost of this power will be taken into consideration in developing Alameda P&T's Power Cost Budget for Fiscal Year 2010-2011 and in longer term projections. MUNICIPAL C~DEIPQLICY DOCUMENT CROSS REFERENCE This action does not affect the Municipal code. This recommendation will assist in meeting the goals of the City of Alameda's Local Action Plan for Climate Protection. ENVIRaNMENTAL REVIEW All environmental review and California Environmental Quality Act compliance will be completed by Ameresco as required. Air emission permits and requirements will be under the jurisdiction of the Butte County Air Quality Management District. RECCMMENDATI~N Approve the Agreement with Ameresco Butte County, LLC for the purchase of power from landfill gas generation. Respec#fully submitted, e '~ Girish Balachandran General Manager Alameda Power & Telecom GB:ra Cc: Public Utilities Board CITY OF ALAMEDA RESOLUTION NO. APPROVING AN AGREEMENT WITH AMERESCO BUTTE COUNTY LLC FOR THE PURCHASE OF POWER FROM LANDFILL GAS GENERATION FORA 20 YEAR TERM WHEREAS, Alameda Power & Telecom has negotiated a renewable energy Power Purchase Agreement with Ameresco Butte County LLC for the ~ a o purchase of 50/0 of the output from a new landfill gas-to-energy generation ~- ~, project located near Paradise, California; and a ~, ~. ~ WHEREAS under the terms of the Power ~ Purchase Agreement ~ ~ Alameda Power & Telecom would purchase the lant out ut for a eriod of 20- v ~ P p p years; and ~ WHEREAS, the price begins at $87.00 per MW-hour and escalates at 1.5% annually over the life of the contract; and WHEREAS, Alameda Power & Telecom staff has evaluated the project and concluded that the specified contract price is economical and that the power will help meet electric loads of the city in a timely, reliable and environmentally beneficial manner; and WHEREAS, Pursuant to the requirements of City Charter Section 12- 1~c}, the Alameda Public Utilities Board has reviewed and approved this Purchase Power Agreement and recommends that the City Council ratify its action as required by City Charter Section 12-2~a}, NOVV, THEREFORE, BE IT RESOLVED by the Counci! of the City of Alameda that: 1. The Council ratifies the action of the Public Utilities Board approving the renewable energy Power Purchase Agreement between Alameda Power & Telecom and Ameresco Butte County, LLC. 2. The General Manager of Alameda Power & Telecom is authorized to execute the Power Purchase Agreement without material change. **~*** Resolution # 4-FCC ~ 0.2 t -08 I, the undersigned, hereby certify that the foregoing Resolution was duly and regularly adopted and passed b the Council of the City of Alameda in a 5~ regular meeting assembled on the 2~ day of October, 2008, by thefollowEng vote to wit: AYES NOES: ABSENT: ABSTENTIONS: IN WITNESS, WHEREOF, I have hereunto set my hand and affixed the seal of said City this 22nd day of October, 2008. Lara Weisiger, City Clerk City of Alameda CITY OF ALAMEDA Memorandum To: Honorable Mayor and Members of the City Council From: Debra Kurita City Manager Date: October 27 , 2008 Re: Ado t a Resolution Recommendin O osition to Pro osition 7 BACKGROUND On November 4, California voters will consider Proposition 7 -the Solar & Clean Energy Act of 2008. Propasition l would make numerous changes regarding the State of California's renewables portfolio standard ~RPS}, the adoption of non-compliance penalties, the restructuring of jurisdictional and regulatory authority, and the permitting of electricity generation facilities and transmission lines. The primary financial backer of Proposition l is Peter Sperling, an Arizona resident. Pacific Gas & Electric Company and Southern California Edison are the primary financial contributors against Proposition 1. A large and growing number of local government, renewable energy providers, and environmental organizations, including the League of California Cities, the California Solar Energy Industries Association, the California League of Conservation Voters, the Natural Resources Defense Council, the California Public Utilities Commission, and the Environmental Defense Fund have taken positions in opposition to Proposition 1. In addition, the League of women Voters of California recommends opposing Proposition 7, as do the California Municipal Utilities Association and the Northern California Power Agency. Alameda is a member of the latter two organizations. The City of Alameda Public Utilities Board will consider a resolution opposing Proposition l on Monday, October 20, 2008. DISCUSSION Proposition l seeks to impose an infeasible new requirement that all electric utilities, including municipal utilities, increase the amount of electricity they acquire from renewable resources to 40 percent by 2020 and to 50 percent by 2025. It additionally prohibits renewable power generated from facilities producing less than 30 megawatts from being included in the required renewable resource count. Currently, nearly 60 percent of California's renewable resources are provided by generators of less than 30 megawatts. City Council Report Re: Agenda Item #4-G ~ o-~ ~ -o s Honorable Mayor and October 21, 2008 Members of the City Council Page 2 of 2 Proposition l also grants the California Energy Commission enforcement authority over publicly owned utilities that is similar to the California Public Utilities Commission's authority over Investor Owned Utilities and Energy Service Providers. This would adversely impact the ability of the Public Utilities Board and the City Council to take actions at a local level to manage the electricity needs of Alameda residents and businesses. Nearly all utilities in the State have adopted goals to increase their renewable energy resources. Newly passed laws including AB 32, the Global UVarming Solutions Act, are in the process of being implemented. These laws are taking a comprehensive approach and following an aggressive timeline to increase renewables and energy efficiency using existing and new regulatory mechanisms. Proposition l would negatively impact these ambitious initiatives. BUDGET C4NSIDERATI~NIFINANCIAL IMPACT Proposition 7 states no electricity provider shall recover costs of any penalties through rates paid by customers. The financial impacts on publicly~owned utilities, whose only source of revenue is customer paid rates is, therefore, at the least, confusing. Proposition 7 allows renewable power providers to always charge 10 percent above the market price for power, which is anticipated to translate into higher wholesale power costs and retail rates for electricity. A 3 percent capon customer electric rate increases is included in the Proposition. RECGMMENDATICN Adopt a Resolution opposing Proposition 7 the Solar and Clean Energy Act of 2008}, Respectfully submitted, .~ Girish Balachandran General Manager Alameda Pawer& Telecom GB:ra Attachment: 1. Written Communication -Victoria Ashley cc: Public Utilities Board Cltti' Of l~~i~-[Ile~~ , E~-~glll~ .................................................................................................................................................................. ....... Attachment 1 Case Details Print ~Cla~e rnmmm Case Number; I74~6 Status: Resolved Customer; Ashley, Victoria l.acatior~ of Request; ,~~ ~xterr~al cust~rner ~~~ 301 Enci a n IAVE~ Alameda CA 9450I rna 5I0-769-5109 victran ix01 ~a~gmail,com Preferred Cor~tact Method; Email Submitted By: Ashley, ~lictorla customer Topic; City Clerk's Office }Election Information City Clerk 1 of ~ Request Type: Suggestion Primary Owner: Vlfeisiger, Lara Qate/Tirr~e Created; p~l3p~~Op~ 0~; 5g Date/Tirne Closed; 09~091~008 08:36 Qriginal Request Qear~ Ms. Kurita, I'm wandering if you've taken a close look at November's Proposition 7 -- the City of Pasadena voted against it for reasons that might apply to AP&T, specifically that; "this measure [may] violate the city's legislative principle of preserving local cantr~ol of the city's utility by the city council," Here is a relevant part of the article that discusses their decision; In a report to the council, city staff said that if the proposition passed, the city could lase same contra! of the utility, ~'If approved, Proposition 7 will eliminate the ability of this community to decide the timing and cast impacts associated with the 'greening' of its energy portfolio," the report states, "This measure violates the city's legislative principle of preserving local control of the city's utility by the city council by making [pubfrcly owned utilities] subject to the jur~rsdretion of the California Energy Commission and the California Public Utilities Commission," http;l~www.pasadenaweekly.camlcroslstar~yJdetail~pasadena_cauncil_opposes_solar~_initiativel6~~5/ I live in Alameda and appose Prop 7 for- many reasons, but it has a wide lead already because mast vater~ don't know anything about it. I hope you lack into it. The sooner cities make a public statement against it, the better. Already both the Oemocr~atic and Republican party have openly opposed it as well as the f~RaC and the Union of Concerned Scientists. http;~/ca lifor~niaphoton.cornJpalicylprapositions/propl~index.html Victoria Ash ley Customer Communications City Council Attachment to Report Re: Agenda Item #4-G ~o-z~-os ' Cit~j of Alurred~: EF1V~Igr1~e hops:llclierlts,co~xrc~~te.ca~i~lr~epslc~~eDetail.php Date from Text 09/09/~OQ8 ~veisiger-, Details ~ Ms. Ashley, A Resolution apposiing Pr-apasition 7 will be an an 08,3fi Lara upcoming Clty Council agenda in October. I will include your comments when the Council cansider~s the matter. Thank you far sharing your view point with the City. Sincerely, Lars weisiger City Clerk * Customer Co~rmunications are visible on the customers case status a e. P~ Interrral Activity Internal Nags Na records far internal activities found Tasks Complete Dui Subj~t Assigned By Assigned To Status Case Contacts Bale Name Finail Phone Primary Owner Weisiger, Lara lweisige~•~ci.alarneda.ca.us 747-4801 Secondary Owner Stoker, Lana Istaker~~ci.alameda.ca.us Attachments Na attachments~faund Activity N ist~ry Date Fvent INfro Dex~~ptian 09/09/008 08:6 Change Status weisiger~, Lara status change during send email ~ of Z 91~1~t108 8 : ~ ~ AM CITY 4F ALAMEDA RESCLUTI~N N~. RECOMMENDING ~PP~STIaN T~ PR4P~SITI~N 7 0 0 WHEREAS, the City of Alameda, via its publicly-owned utility, Alameda Power & Telecom, has long been a leader in promoting sound energy policies that include an unparalleled commitment to the develo ment of renewable p energy, low consumer cost far energy, energy efficiency, and reliable service; and WHEREAS, the City of Alameda, has a long history of pioneering investments in renewable resources and is currently the first in all of California in the percentage of eligible renewable resources used in the production of electricity; and WHEREAS, Proposition l establishes unworkable Renewable Portfolio Standards for electricity providers, and expands unwarranted state mandates and jurisdiction on locally-controlled utilities; and WHEREAS, implementation of California's existing economy~wide greenhouse gas reduction statute, AB32, will ensure increased and orderly reliance on renewable energy; and WHEREAS, financial impacts of the initiative to both consumers and municipalities are uncertain, and likely to result in higher power costs for both; and WHEREAS, The Solar & Clean Energy Act of 2DD8 provides for non- compliance fines that may not permitted to be passed through to ratepayers, without recognizing that publicly-owned utilities are non-profit entities and, as such, have no source of revenue beyond rates; and WHEREAS, Proposition l already faces strong opposition from a large, diverse and still growing coalition that includes local governments, bath public and privately-owned utilities, consumer and environmental groups. N4WTHEREF4RE, BE IT RESGLVED by the City Council of the City of Alameda that it hereby opposes Proposition 7 the Solar and Clean Energy Act of 2448. ****~** Resolution # 4-G CC oai ~ ~O~ I, the undersigned, hereby certify that the foregoing Resolution was duly and regularly adopted and passed b the Council of the City of Alameda in a S~ regular meeting assembled on the 21 day of October, 2008, by the following vote to wit: AYES NOES: ABSENT: ABSTENTIONS: IN UVITNESS, UvHERE~F, !have hereunto set my hand and affixed the seal of said City this 22nd day of October, 2008. Lara Weisiger, City Clerk City of Alameda CITY OF ALAMEDA Memorandum To: Honorable Mayor and Members of the City Council From: Debra Kurita City Manager Date: October 21, 2008 Re: Discuss the Principles and Framework for the Potential Cuts to Balance the City's, FY 2009-10 Bud„ge~,~. ,,,~.~- BACKGROUND In February 2008, the City Council adopted a number of budget reductions to accommodate a sharp decrease in FY 2x01-08 revenues. During the development of the FY 2008-09 budget, the Police and Fire Departments were directed to reduce their budgets by 4%, white all other departments were tasked with reducing operational budgets by 8% as a result of the continued downturn in the economy. The budget adopted by the City Council in June 2008 was an austerity budget that included both large reductions in expenditures and lowered revenue projections Despite those actions, the City is once again facing a structural imbalance between projected revenues and expenditures, both in the current fiscal year and in subsequent fiscal years. For that reason, staff is developing plans to reduce the FY 2009-10 General Fund budget by 5°/°, as well as a number of other budget-balancing strategies. DISCUSSION State Budget Similar to the City, the State of California is facing continued budget difficulties. The budget passed more than SO days into the current fiscal year did little to solve the State's structural budget deficit. In addition, the State Department of Finance is now projecting that the State will take in $3 billion less this fiscal year than anticipated when the budget was passed in late September. Although the enacted budget did not include any takeaways of City General Fund or transportation dollars, these funds could be at risk should the Governor and Legislature choose to reopen the current-year budget to accommodate the State's significantly declining revenues. Thanks to the passage of Proposition 1A of 2004 and Proposition 1A of 2006, any takeaway of these revenues would be subject to repayment, with interest, within three years. Nevertheless, the City would be required to drawn down on its fund balance or make additional, large-scale reductions should the State decide to take local government revenues to balance its budget. City Council Agenda Item #5-A 'I 0-Z 1-08 Honorable Mayor and October 21, 2008 Members of the City Council Page 2 of l Protections for redevelopment tax increment funds were not included in either Proposition 1 A and, therefore, any State actions to divert these funds do not have the same repayment requirements. Although there is debate about whether the State can legally take redevelopment dollars to use for other purposes, and that matter may eventually be subject to litigation by the California Redevelopment Association, the enacted budget included a $350 million statewide takeaway of redevelopment tax increment funds, or 1.1 % of gross tax increment. For the City's Community Improvement Commission, that equates to a reduction of $916,165 in funding that could be used in Alameda on projects that benefit the Alameda community. The Development Services Department staff has developed recommendations for reducing its redevelopment project area budgets in order to pay the State this obligation by May 2009; these recommendations are discussed later in this report. Cify Budget for FY 2008-09 The mid-year budget reductions made in February 2008 and those implemented with the adoption of the FY 2008-09 budget enabled the City to balance its budget for the current year. However, with the ongoing volatility in the financial markets and with no economic recovery on the horizon, consumer confidence is down, credit is tight, and local governments are facing declining tax revenues. In fact, the continued turmoil in the economy is affecting the City's revenues daily. The late September closure of Good Chevrolet, a large sales-tax generator, will impact the City's sales tax receipts, while property tax reassessments could reduce the amount the City receives from property taxes. Similarly, slowdowns in home sales and reductions in prices will lower the City's property transfertax yield. With 90 days of data available for FY 2008-09, the Finance Department is now projecting that the City's revenues will be approximately $700,000 less this fiscal year than projected. For that reason, staff has already taken a number of steps to control spending this year; • There is a hard freeze on filling employee positions until further notice. Contrary to the City's earlier selective freeze that excluded public safety, there will be no exceptions to this policy. In addition, the City may need to eliminate additional budgeted positions depending on haw departments propose to reduce their budgets. • Public Works recently completed an analysis of the City's vehicle fleet. Based on that review,l9 vehicles and ten pieces of equipmentlspecialized vehicles have been identified that may be surplused due to low annual mileage or the ability to share vehicles among departments. Eliminating these vehicles and equipment from the City's fleet will reduce the total number of vehicles to 355. • Effective November 1, 2008, the exclusive use of all City vehicles will be suspended pending review of which, if any, of these vehicles should still be assigned for exclusive use based upon the needs of the City. • Overtime will no longer be approved for activities that are not essential for public health and safety. Contract overtime, which is paid by those receiving a benefit, is Honorable Mayor and Members of the City Council Gcto be r 21, 2008 Page 3 of l still allowed. For example, the Police Department could still provide extra police services for an event, provided the host of the event paid for the overtime. It is important to note that these steps are in addition to the budget reductions implemented with the passage of the FY 2x08-99 budget. That budget included the following citywide cuts: • Reduced Police and Fire Departments by 4°/°; reduced all other departments by 8°/0, for $2.9 million in cuts. • Eliminated 32 positions Citywide. tither positions were eliminated in prier years. • Proposed managing Fire Department overtime through implementation of fire truck company closures to reduce callback overtime for potential cost savings of $soo,o99. • Restructured the crossing guard program and reduced costs by 40°/°. • Eliminated the in-house Street Tree Crew, for a savings of $175,000. • Reduced weekly Library hours. • Refinanced the City's debt. • Transferred the Planning and Building Department into a separate fund to ensure that its services are self-supporting and not subsidized by General Fund revenues. • Limited replacement of vehicles to safety related or those Recreation vehicles with more than 110,000 miles. City Budget for FY 2009-70 As discussed earlier, all departments are developing plans to reduce operating budgets by 5°/° for FY 2909-19. A list of proposed budget reductions is included in this report. In reviewing the proposals, it is important to note a number of budget policies and principles that staff has followed in developing its recommendations. Some of these proposals, such as the City's Vehicle and Equipment Fleet} Replacement Policy and Long Term Debt Policy are those that have been reviewed and adopted by the City Council in the past. Others have been developed by staff based on best practices used in other communities to ensure budget control and accountability. 1. The annual budget for the General Fund shall be structurally balanced throughout the budget process. ongoing revenues shall equal or exceed ongoing expenditures in both the proposed and adopted budgets. if a structural imbalance occurs, staff shall develop a plan for the City Council's consideration and adoption that brings the budget back into structural balance. 2. one-time revenues, such as revenue spikes, budget savings, sale of property, and similar nonrecurring revenue, may be used for ane-time purposes only, not for ongoing operations. Examples of appropriate uses of one-time revenues include early retirement of debt and capital expenditures without significant operating and maintenance costs. Honorable Mayor and Members of the City Council October 21, 2008 Page 4 of ? 3. Special revenue funds shall be the first funds used to pay for goods, services, and personnel where appropriate. This ensures that the General Fund is protected for those purposes that cannot be funded by special funds. 4. Fees shall be reviewed and adjusted annually to ensure that operating costs for these fee-based programs are fully covered by fee revenue where feasible and appropriate. 5. The City shall not issue long-term General Fund debt to support ongoing operating costs, other than debt service, unless such debt issuance achieves net operating cost savings. Debt financing will be used for one-time capital improvement projects and unusual equipment purchases. 5. The City shall continually review existing debt to determine if refinancing would result in any savings forthe various City funds. 1. The City shall periodically conduct independent reviews of the operations of the various departments to analyze organization structure, including the division of labor and managerlsupervisor span of control; evaluate the effectiveness of services; and review the department goals and objectives, management systems, technology, and resources. 8. Fleet replacement criteria shall consider the age of the vehicle, miles drive, safety and reliability data, and minimum use criteria, with the oldest and must used vehicles,, or unreliable or unsafe vehicles or equipment generally having a higher priority for replacement. Possible Reductions General Fund As discussed, all departments were directed to develop strategies to reduce their operational budgets by 5°/° for FY 2009-10. Attachment 1 contains a list of major potential service reductions and associated savings for FY 2009-~ 0. Given the large reductions implemented in February 2008 and those incorporated in the FY 2008-09 budget, this was not an easy task. The City already operates a lean organization, and it is impossible to make cuts of this magnitude without affecting programs, personnel, and the community. One of the City's primary goals in prior budget reductions was to insulate the community from the effects of cuts-to attempt to do more with less in order to continue to maintain the high level of service that the Alameda community expects and deserves. Unfortunately, it is no longer possible to protect the community from the effects of budget reductions. In order to achieve the savings, all departments will need to eliminate programs and reduce the personnel who provide service to the community. The City of Alameda, like all cities, is a service organization, and City employees Honorable Mayor and October 21, 2008 Members of the City Council Page 5 of l provide those services. Given the current projections, the only way to ensure that the budget remains in balance in the next fiscal year will be to reduce staffing in all areas, including public safety. Since many of these program reduction proposals will affect the employees providing those services, the City will follow any requirement to meet and confer with the affected bargaining units before implementing the reductions. For that reason, the Police Department's proposal includes considering the elimination of three sworn officers, including one member of the command staff, and six non-sworn employees. It is also includes contracting out the Animal Shelter and eliminating the Crossing Guard program, thereby saving approximately $1,211,000 in FY 2009-10. The Fire Department's proposal also contains the consideration of difficult reductions, including the reduction of overtime to take a truck or engine company out of service, the replacement of the Fire Bureau sworn personnel with civilian employees, the reassignment of the Disaster Preparedness Coordinator to a fire station position, and the elimination of one command staff position. If implemented, these budget reductions will save the City approximately $1,011,000 in FY 2009-10. The other operating departments are also proposing large reductions that will affect the provision of service to the community. For example, the Library is proposing to close the Bay Farm branch library in order to save approximately $150,000. The Recreation and Park Department is proposing to reduce programming at one of the swim centers, reduce teen center hours, eliminate one custodian position at the Mastick Senior Center, and withdraw support for the annual holiday tree trimming event, for a cumulative savings of approximately $225,400. The Public V1lorks Department is proposing to eliminate General Fund support for the sidewalk program, street tree pruning, and street tree removal and stump grinding, for a savings of approximately $565,000. Both the Finance and Human Resources Departments are proposing to eliminate one position each in the next fiscal year, while the remaining administrative departments will reduce their budgets through a variety of miscellaneous reductions. Finally, staff proposes eliminating support for the Alameda Historical Museum and the 211 referral system, which are the only non-City entities that receive General Fund monies at this time. Ex enditure Reduction Strate ies Recommended for Further Stud The following strategies involve significant and fundamental changes in the structure of the City organization and the means of providing public services. Although not recommended as vehicles for realizing short-term General Fund budget savings, each may be worthy of future study as potential means of achieving more long-term fiscal sustainability. The first three items are discussed in greater detail in Attachments 2 and 3, the Police and Fire Departments' sustainability memos. 1. Contracting for fire protection and emergency medical services with Alameda County; 2. Contracting for police services with the Alameda County Sheriff s Department; 3. Contracting police dispatch services with Alameda County or another provider; Honorable Mayor and October 21, 2008 Members of the City Council Page 6 of 7 4. Combining the Police and Fire Departments into a single Department of Public Safety; 5. Contracting out certain Finance Department functions such as payroll, parking citations, and business licenses; 6. Combining Finance, Information Technology, Risk Management, and Human Resources functions into a single Administrative Services Department; 1. Providing some City Attorney functions through contract counsel; 8. Contracting Library services with Alameda County; 9. Closing non-essential City services during the last week of the year, assuming the Charter is amended to permit it; 10. Consolidating Boards and Commissions; 11.Providing maintenance services, including those performed by Public Works and the Recreatian and Park Department, through private contracts; 12. Providing engineering services through contracts; 13.Cambining the Library and Recreation and Park Departments into a single department. Community improvement Commission As a result of State actions, the Community Improvement Commission ~C1C} must pay the State 7.7°/° of its gross tax increment funds, or $916,165. The reductions must be made from 80% funds, or those available for non-housing purposes, first. Staff proposes to allocate the 7.7% takeaway across various CIC project areas and projects as follows: Bayport Payment Reduction of l.7°l0 $229,360 Bridgeside Payment Reduction of 7.7°l0 $ 9,009 Release of budgeted amount for Civic Center Garage repayment $250,000 Reduction of Redevelopment Fund Balance 428 396 Total $9~ 6,765 The Redevelopment Fund Balance of $2,231421, which is the sum of all unencumbered CIC funds, will be reduced by $428,396 to $1,822,915. These funds could have been used to fund new, small capital projects such as the designlengineering and a grant match for additional streetscape phases for Webster andlor Park Streets. They also could have provided assistance with small development projects within the various business districts. BUDGET CaNSIDERATIGNIFINANCIAL IMPACT The serious downturn in the economy is affecting the budgets of all cities in the Bay Area and throughout the state. Although the City of Alameda only has a few months of revenue and expenditure data available for the current fiscal year, projections indicate that the General Fund will face a shortfall of approximately $700,000 in the current fiscal year and $3 to 5 million in FY 2009-10. liver the next six months, staff will work to refine the revenue projections and potential savings from reducing the services Honorable Mayor and Members of the City Council October 21, 2448 Page l of 7 identified above. As many of these program reduction proposals will affect the employees currently providing those services, during the budget process the City will meet and confer with any impacted bargaining units in accordance with the various regulations and requirements. RECQMMENDATI4N Discuss the principles and framework for the potential cuts to balance the City's FY 2009-10 budget. Attachments: 1. List of Potential Major Service Reductions 2. Police Department Memo 3. Fire Department Memv POTENTIAL MAJOR SERVICE REDUCTIONS General Fund Estimated Cost Savings FY~9-10 Annual Budget DEPARTMENT PRoGRAM~SERVICE INITIAL PROPOSAL ALTERNATIVES General Government Miscellaneous reductions 110,000 Elimination of support for 211 referral service 25,D00 Subtotal 135,000 D Human Resources Position reductionltechnical ~2} 150,000 Finance Position reduction ~1 } 120,000 Libra Close Sa Farm libra branch 150,000 Close main libra Ione110hrlda 100,000 Subtotal 150,000 100,DOD RecreationtParks Holida tree trimmin 10,000 Position transfer to Athletic Fund 80,000 Reduce programmin atone swim center 11,000 Reduce teen center operations 19,000 Position reductionlcustodian at Senior Center 75,000 Miscellaneous reductions 30,000 Close Mastick Senior Center 540,000 Close one swim center 130,000 Close teen center 265,000 Subtotal 225,000 935,000 Fire Eliminate Division Chief 238,000 Reduce overtime through full year of brownouts 558,000 Preparedness Coordinator; conversion of positions ~3 to non-sworn 215,000 Subtotal 1,011,000 D Police Position reductions ~2}jail and dispatch 175,000 Position reductions: police officer ~1 }, ser eant ~1 , lieutenant ~1 } 575,000 Contract animal shelter; position reduction ~3 365,000 Eliminate Crossing Guards 162,000 Subtotal 1,277,000 0 Public Works Eliminate sidewalk fillet and grind program and sidewalk repair program; position reductions 4 425,000 Eliminate street tree runin 350,000 Eliminate street tree removal and stump rindin 90,000 Subtotal Sfi5,000 0 Non-De artmental Alameda Historical Museum 42,500 GRAND TOTA $3,9T5,500 $1,035,000 i y ouncil Attachment 1 to Agenda 1#em #5-A ,~ A 9A J1~ CITY ~F ALAI~EDA Memorandum To: Debra Kurita City Manager From: Walter B. Tibbet Chief of Police Date: October 16, 2008 Re: Alameda Police Department Sustainability Report and Service Level Reduction Anal sis BACKGROUND The following report provides an overview and analysis of the Police Department's service levels and opportunities for sustaining the department in light of the City's difficult budget situation and the need for all departments to reduce their budgets by five percent for FY 2009-10. Additionally, information is provided regarding revenue enhancement recommendations related to the Police Department. The following operating budget reduction proposal of five percent, or $1,225,389, continues the Police Department's participation and cooperation in maintaining fiscally responsible services for the Alameda community. The Police Department has worked as a collaborative partner in reviewing and reducing operating expenses, while meeting budget reduction goals. DISCUSSION Service Level Analysis The Police Department's primary responsibility is to provide frontline police services to the community, which includes uniformed patrol 1 traffic operations and investigative functions. In addition, the department provides the community supplementary programs and services designed to increase service levels and quality of life for the community. Currently, the Police Department provides a number of programs that fall into this category, including maintaining the Animal Shelter, funding the Crossing Guard and School Resource Officer Programs. Each of these programs has been reviewed, and recommendations relative to the FY 2009-10 reduction plan, are included in this report. Some or all of these proposals may require the City to meet and confer with affected bargaining units prior to implementation of any reductions. In addition, it is important to note, the Police Department has eliminated or reduced service levels in several supplementary programs over the years as the operating budget condensed to preserve core services. These programs included the Webster Street and Park Street Walking City Council Attachment 2 to Agenda Item #5-A 10-Z'I -08 Patrols, DUI Enforcement Team, Commercial Truck Enforcement Team, Bicycle Patrol Unit, and the previous reductions in the School Resource Gfficer and Crossing Guard programs. ServicelProgram Reduction options 4 tion #1-Elimination of Positions Financial Analysis: In order to achieve a sufficient level of budget savings, the Police Department must consider reductions in personnel. Therefore, the department's budget reduction proposal includes the elimination of one vacant funded Jailer position and one Lead Dispatcher position from the department's Bureau of Services. Additionally, the Police Department proposes to contract out Animal Services and eliminate the Crossing Guard program, one Police Gfficer position, one Police Sergeant position, and one Police Lieutenant position from the Bureau of Gperations. The Bureau of Services salary savings is $175,fi55, while the Bureau of Gperations salary savings is $1,104,232, for a combined salary savings of $1,279,887. Impacts: • Continues staffing levels in the Communication Center and the Jaii at FY 2005- 091evels • Alters Animal related services in the future • Eliminates funding for the Crossing Guard Program • Closes the Narcotics Unit, eliminating one Police Sergeant position and one Police Officer position in FY 2009-10 • Restructures Patrol Division management by eliminating one Patrol Lieutenant through attrition in FY 2009-10 Proposed Action: Consider implementation, to meet the 5°/0 operating budget reduction necessary for FY 2009-10. ~ tion #1A -Eliminate the Narcotics Unit Financial Analysis: Closing this unit would eliminate one Police Sergeant at $194,107 and eliminate one Police officer at $127,000. Impacts: • Transfers responsibility of narcotics and vice cases to the Special Duty Unit 2 • Increases work load on Special Duty Unit, broadening their area of responsibility Proposed Action: Consider implementation. Elimination of the unit is a component of the 5°/o FY 2409-10 reduction. ~ tion #1B -Restructure the Bureau of O erations to eliminate one Police Lieutenant Financial Analysis: The elimination of one Police Lieutenant saves approximately $255,525. I rn pacts: • Loss of Management oversight • Restructuring of Patrol Divisions • Increased span of control for other command officers • Alters the current Team Policing model Proposed Action: Consider implementation. Elimination of this position is a component of the 5% FY 2009-10 reduction. Option #1 C -Contract out Animal Shelter Services and Revert Field Operations to Police Officers Financial Analysis: Contracting out the Animal Shelter saves an estimated $365,000. The City currently allocates $615,000 to operate the Animal Shelter and provide animal control field services. By contracting the service out in a manner similar to that used by the City of San Leandro, which pays approximately $265,000 annually, an estimated $365,000 in savings could be realized. Impacts: • Loss of local control of Animal Shelter • Inconvenience to residents • Increased response times for animal related calls • Lay offs for all Animal Shelter staff • Field services revert to Police Officers • Animal Shelter located in Fremont 3 Proposed Action: Consider implementation. This ancillary service could be contracted to an outside entity. Additional analysis is required to determine the total cost savings and how certain functions, such as animal pick-ups and transportation, would continue to be provided. o tion #1D-Eliminate the Crossin Guard Pro ram Financial Analysis: Elimination of the Crossing Guard Program would save $1 G2,ooo annually. Impacts: • No provision of Crossing Guard function unless the School District or volunteers chose to take over the program • Lay offs or transfer of personnel to the School District if the District chose to take over the program Proposed Action: Consider implementation. Staff will need to work wi#h the School District to determine a transition of this function to the District or to parent volunteers. 4 tion #2 - Re ionalized Communications Center Financial Analysis: The function of the Communication Center is imperative to the department's ability to provide first-level contact services to the community and support for the Police Officers. In addition, staff in the Communication Center enter data into the criminal investigative databases and support the City's Emergency Gperations Center. The Police Department's CADIRMS system was recently upgraded, and there is no viable alternative in Alameda County to handle police dispatch functions. A thorough analysis of regionalizing the Communications Center has not been completed at this time. However, such an analysis would examine the staff costs and potential savings as well as any impacts on equipment costs. Impacts: • Undetermined at this time. The impacts would be significant and would require a separate analytical repork to provide adequate data for evaluation 4 Proposed Action: Defer consideration. Currently there is no viable organization that could provide dispatch services for the police operations. 0 tion #3 -Close the Cit Jail Financial Analysis: The Police Department routinely evaluates the cost of contracting jail services to Alameda County and has found that it is still fiscally prudent for the City to operate its own facility. Additionally, the loan for the cost of building the jail will nat be paid off until 2013. Impacts: • More expensive to contract with Alameda County • Extensive wait times at the County facility for intake • Loss of two patrol units to transport prisoners • Reduces patrol force to unsafe levels while increasing work load Proposed Action; Defer consideration. Cost prohibitive, time delays, and removes Police Officers from the city. 0 tion #4 -Eliminate the School Resource Officer Pro ram Financial Analysis: This option saves an estimated $381,000. Three police officer positions would be eliminated through attrition. Impacts: • Removes Police Officers from two high schools and one middle school • Impacts the department's ability to respond to in-progress events at the schools • Increases work loads on patrol officers • Loss of contact with Alameda youth Proposed Action: Defer consideration. The School Resource Officer Program in the schools is a vital program not recommended for elimination at this time. Police protection for the schools would revert back to the Patrol Officers should this option be implemented. 5 Option #5 -Eliminate the Community oriented Policing and Problem Solving Unit COPPS Financial Analysis: The elimination of the C~PPS Unit would reduce staffing by one Police officer, for a savings of approximately $1 X1,000. This would be achieved through attrition. Impacts: • vVould eliminate a myriad of community outreach programs Proposed Action: Defer consideration. Eliminating this unit at this time is not recommended. If further reductions become necessary, closing this unit would be reevaluated. 4 tion #G -Eliminate the S ecial Dut Unit Financial Analysis: Eliminating the Special Duty Unit would reduce staffing by one Sergeant and two police officers, far a savings of $ 448,100. This savings would be achieved through attrition. Impacts: • Loss of parolee, probationer, and sex registrant monitoring • Loss of special operations capabilities, surveillance and investigative functions Proposed Action: Defer consideration. This is a vital program that would be one of the last recommend for elimination. Staffing in this unit has already been reduced to address previous budget reductions. C tion #l -Eliminate the Identification Unit Financial Analysis: The savings for three Identification Technicians is approximately $300,436. Impacts: • Loss of the department's ability to complete comprehensive investigations • Loss of the department's ability to have experts who collect and evaluate information b • Would require lay offs and increase work loads for patrol officers Proposed Action: Defer consideration. Not recommended at this time. C tion #8 -Contract Police Services with the Alameda Count Sheriff's Qffice Financial Analysis: The cost savings of contracting for police services is unknown at this time. A comprehensive analysis of the types of services requested would have to be completed, followed by a detailed study of the feasibility of contracting with the County. The Sheriff's office only contracts for unincorporated areas of the County or in communities, such as Dublin, where they provided police services before the city incorporated. Impacts: • To be determined Proposed Action: Defer consideration at this time. If this becomes an area the City wants to explore, a comprehensive analysis is warranted. Additional Areas of Study The Police Department is also analyzing its current "Team Policing "patrol model, as well as examining alternate work schedules, including the 518, 3112, and 3112 - 4110 hybrid schedules. Identifying potential alternate work schedules is being examined to control overtime expenditures and to ensure proper allocation of personnel based on activity. The Police Department will be working collaboratively with ICMA Consulting Services Inc. in analyzing its management and supervision allocations and patrol deployment configurations in the near future. The current staffing allocations and deployment models are based on a recommendation completed by Corona Solutions Inc. in a 2003 patrol deployment staffing study. 7 Revenue Enhancement options 0 tion #1- lm lement Marina Sli Fees for Police and Fire Services Revenue: • $90,000 estimated by Revenue Enhancement Team • An additional $150,000 may be collected for fire services Impacts: • Requires establishment of an assessment district. Proposed Action: Consider analysis and implementation. Fiscal Summary Rprliirtinnc Elimination of Police Lieutenant position $255,525 Elimination of Police Sergeant position $194,707 Elimination of Police Officer position $127,000 Elimination of Jailer position $ 64,152 Elimination of Lead Dispatcher position $111,503 Elimination of the Crossing Guard program $162,000 Contract out Animal Services $365,000 NA-e~ ro-~oni io Marina Slip Fees, Police $ 90,DDD Respectfully Submitted, l'~- ~~ ~~ Walter B. Tibbet Chief of Police Attachments WBT:jsblmcn S Bureau Commander Pro rams I Pro'ects Captain Brock -Bureau of Operations Planning, directing, controlling and coordinating all activities in the Bureau of Operations Management Responsibility for 5 Lt.'s, ~ 4 Sgt.'s, l2 police officers, 5 Animal Shelter employees, S Police Assistants, 3 Animal ShelterAssistants, 25 Crossing Guards, ~~ 32 employees Patrol Division Field Services Investigations Division Copps Unit Press RelationslMedia Traffic Division Animal Shelter Disaster Preparedness Terrorism Liaison CI RT Alameda Point Collaborative Field Training Program K-9 Program Harbor Patrol Patrol Training Staffing Oversees DisciplinelTraining Liability Mitigation Contract Overtime Business Correspondence Inter-agency meetings Law Enforcement Liaisons Specific to Bureau Public Appearances City Committees Council Presentations Council Report Preparation Document Preparation for Chief of Police Acting Chief of Police 9 Captain Noonan - Bureau of Services Planning, directing, controlling and coordinating all activities in the Bureau of Services Management Responsibility for 1 Lt, 3 Sgt.'s,1 Police officer, 3 Crime Scene Specialists, 3 Senior Dispatchers, 12 Dispatchers,l Property and Evidence Technician, 9 jailers,l4 Administrative Office personnel, 3 Support Personnel ~LogisticslFleetlMaintenance} ~5o employees} Jail Operations Communication Center Property and Evidence Records Section Personnel and Training Internal Affairs Oversees DisciplinelTraining Liability Mitigation Crime Analyst Logistics and Acquisitions Fleet Management Facility Management Grant 1NritinglMaintenancelManagement Budget CompletionlManagement Personnel Hiring Worker's Compensation ClaimslLawsuits Business Correspondence Inter-agency meetings Law Enforcement Liaisons Specific to Bureau Public Appearances City Committees Council Presentations Council Report Preparation Document Preparation for Chief of Police Acting Chief of Police Division Commander Pro rams I Pro'ects Lieutenant Fuentes Patrol Team 2, 2~d & 4~" Platoon Traffic Unit Defensive Tactics Manager Alameda Housing Authority Liaison 10 Lieutenant Lynch Patrol Team 1,1 st & 3r~ Platoon Department Staffing Manager Patrol Division Training Manager Field Training officer Program Manager Lieutenant Swatman Patrol Team 2, ~~~ & 4~h Platoon Harbor Patrol Contract overtime Manager K~9 Program Manager Disaster Preparedness Manager Lieutenant Boersma Patrol Team 2,1s1 & 3~~ Platoon Critical Incident Response Team Alameda Apartment Complex Action Team Alameda Point Liaison Lieutenant Scott Investigations Animal Shelter Press Information Officer Community oriented Problem Policing Terrorism Liaison Alamedans TogetherAgainst Hate Liaison Domestic Violence Task Force Liaison Lieutenant Landes Communications Center Records Section Jail operations Identification Center Crime Analysis Materials & Supplies Budget Manager Telecommunications Building Maintenance Fleet Management 11 CITY OF ALAMEDA Memorandum Date: October ~6, 2008 To: Debra Kurita City Manager From: David Kapler Fire Chief Re: Alameda Fire Department Sustainability Report and Service Level Reductian,Analysis BACKGROUND The following report provides an update an Fire Department -revenue generation and overtime usage. It also proposes specific sustainability measures to consider as the City moves fo~vvard in a worsening economic environment. Some or all of these proposals may require the City to meet and confer with affected bargaining units prior to implementation of any reductions. DISCUSSION EMERGENCY MEDICAL SERVICES REVENUE ENHANCEMENT'S AND PROJECTlGNS During the FY 2008-09 budget hearings, the Fire Department projected that it would collect $280,000 in new Emergency Medical Services GEMS} revenue during the year. With two months of EMS billing and collection experience, it now appears that the actual increase in EMS revenues will be approximately $460,000, or $50,000 over projections. This is due primarily to the adoption of the new County "bundled rates", as well as the addition of a 20% increase to the bundled rates to offset the fact that Alameda residents do not pay an EMS assessment fee. A 20°/° local adjustment was provided for in the CitylCounty EMS contract. FIRE PREVENTlGN REVENUE ENHANCEMENTS AND PRGJECTlGNS During the FY 2008-09 budget hearings, the City Council approved a new Master Fee Schedule. Included in the changes were: false alarm fees, hazardous material permit fees, and revised hourly inspection rates. At the end of the first quarter of FY 2005-09, the Fire Department has collected $53,495, compared to $59,344 for the first quarter of FY 2001-OS. Collections are down $5,845, or ~ 2%, compared to FY 2001-08. City Council Attachment 3 to Agenda Item #5-A 1 ~-21-48 GVERTl~lE USAGE The average weekly overtime usage since June 20, 2008, has been approximately $30,000 per week. At this rate, the overtime budget will be fully depleted in 34 weeks, or the middle of February 2000. The current rate of overtime usage supports a daily staffing level of 27 personnel. Implementation of brownouts of one fire company per day would reduce the minimum staffing level to 24 personnel. To support a staffing level of 24, and to meet other mandatory overtime requirements, the Fire Department would need approximately $360,000 for overtime in the second half of this fiscal year. Based on current expenditure and revenue levels, and to preserve the $360,000, daily staffing reductions brownouts}will need to begin by mid November. If EMS revenues that exceed original projections, $80,004, are credited to the overtime account, brownouts can be delayed for an additional six weeks but will need to begin in early January 2049. Overtime usage will be closely monitored. if actual usage accelerates from current trends, it may be necessary to implement option #9, closure of a fire station, for the remainderof this fiscal year. Causes of overtr'me The Alameda, Fire Department maintains a daily minimum staffing of 2l people. These 2l people are assigned to staff five engine companies, two truck companies, and three ambulances. Based on current budgeted positions, the Fire Department assigns an average of 31 people to each of three shifts. ~Illhenever absences cause the number of on-duty personnel to fall below 2l, overtime is used to hire people back from an off-duty status. Some reasons for people to be absent from work include scheduled vacation, personal injury or illness, work-related injury or illness, compensating time off, training, retirement, and use of family medical leave. overtime/S~ck Leave Nlanagemen# Questions have been raised about the manner in which overtime is managed to ensure there is no misuse of the system. For example, can one employee call in sick and arrange in advance for another employee to earn overtime? Although this is virtually impossible, the question may stem from confusion about overtime vs. shift trades. Shift trades between employees are allowed by contract and have no impact on overtime. Shift trades allow two employees to arrange a time-for-time trade with each other. This practice is completely cost neutral to the City. Another historical practice that may have created confusion existed about seven to eight years ago. For a period of several months, employees were expected to arrange their own work replacement when they were taking small blocks of compensating time off -2- ~CT4}. In other words, if an employee wanted to use less than ten hours of CTS, he or she was responsible for finding a replacement to work those hours. This could create a situation where an outsider could hear one employee say he was taking time off and had arranged for another employee to work for him on overtime. ~111hi1e this was a legitimate practice, it was discontinued after several months. Due to the complexity of work rules that govern overtime, it is impossible for any two employees to prearrange an overtime assignment. The rules that govern overtime assignment include the vacation scheduling process, CTS scheduling procedures, acting out of class procedures fan employee working temporarily in a higher classification}, the voluntary and mandatory overtime hiring processes, seniority, individual work classifications, County First Responder Advanced Lifesaving Service ~FRALS} requirements and station assignment preferences. Vvith so many variables at play, it is impossible to predict who will receive an overtime assignment in advance. The rules are very specific, and Department members as well as chief officers police the rules daily to ensure they are followed. Whatever misperceptions exist about passible misuse must be corrected. overall sick leave usage has been steadily declining in recent years, while injury hours have been dramatically increasing. As the following table shows, work-related injury increases appear to be consistent with staffing reductionslshorkages in those budget years. Fiscal Year Sick Leave Hours In'u Hours 2004 - 05 10,725 2,095 2005 - 06 1 D, 281 7,135 2006 - 07 5,418 12,931 2007 - OS 7,290 7,532 OVERTIME vs. FULL TIME EQUIVALENTS (FTE) An analysis of overtime vs. FTE's has been completed. The analysis shows that a fully costed firefighter position salary and benefits, excluding other post-employment benefits, or DPEB} at Step #4 is $130,000. ether stark-up costs for new employees, including recruiting, hiring, and testing, are covered in existing operating budgets. The average cost of replacing one FTE with overtime for a year is $151,25D; therefore, the average overtime savings is $21,280 per FTE. To avoid increasing the future liability of the public safety 4PEB fund, beginning in September 2008, a contribution of $76,000 must be made into an ~PEB fund whenever a new sworn public safety employee is hired. Since this is an unbudgeted expense, the hiring of new employees is on hold. This will have an effect on the overtime budget as positions become vacant due to retirements. If new vacancies due to retirements are filled, it will help to manage overtime costs. -3- Currently, an average of five overtime positions are hired back each day to fill vacancies. To maintain a daily staffing of 27, filling six of the unfunded positions two per shift}, could save $~ 27,000, excluding oPEB contributions. If oPEB is pre-funded for these six positions, there will bean upfront expenditure of $443,300. The chart below compares the overtime usage before and after nine new firefighters were added in mid April 2008. These numbers are adjusted for overtime to be reimbursed by the State of California. The chart also shows the number of injured hours per pay period, which affects overtime usage. PAY PERIODS: Net overtime Cost Total Injury Hours 114 -111712005 $ 96,495 1,1 l6 1118 -113112008 $ 79, 084 895 211- 2114/2008 $ 98, 304 1, 087 211 5 - 2/2812008 $ 96, 688 955 2129 - 311 312008 $ 122,579 1,415 3114 - 3/27/2008 $ 134,063 1,234 3128 - 4/10/2008 $ 114, 844 1, 303 411 1- 4/2412008 $ 6 ~ , 520 1,155 4125 - 5/812008 $ 54,516 1,293 519 - 5122/2008 ~ $ 61, 002 1, 050 5123 - 6/5/2008 $ 53, 624 1,184 616 - 611 912005 $ 56,680 1,506 6120 - 71212D48 $ 71, 624 1,119 713 - 711 712008 $ 42,236 1,476 7118 - 7/31/2008 $ 60, 408 1, 346 811- 811412008 $ 50,940 1,228 SI15 - 8/27/2008 $ 65,346 1,266 Totals-to-date: $ 1,322,913 20,688 Average before assignmen# to shift $ 106,OOS Average after assignment to shift $ 58,086 In April of 2008, after nine new firefighters were hired, overtime fell from an average of $124,500 per pay period to an average of $58,000. If staffing was to be maintained at 27 per day, a similar improvement could be anticipated by hiring new personnel in this budget year. In addition to budget savings, other benefits to be realized include: • Reduced mandatory overtime -4- • Improvement inwork-related illness and injury rates • Reduced fatigue and safer working environment Another way to assess daily staffing needs is by the commonly accepted standard within the fire service that a workforce requires 25°/o additional FTE's to cover absences. To maintain a daily workforce of 2l would require a total daily workforce of 34. Currently there is an average of 31.3 people assigned per shift, or approximately three positions short per shift. SFRVlCE LEVEL ANAL YS15 The following proposed cost reduction measures must be reviewed in light of significant reductions that have already been made in recent years, including: • Elimination of one Deputy Chief position • Unfunding andlorfreezing of eight firefighter positions • Unfunding of one Fire Training Captain • Unfunding of an Administrative Management Analyst • Reassignment of the Disaster Preparedness Coordinator • Numerous other reductions, deferrals and consolidations of operational programs and service and supply expenses In the Operations Division afire stations and companies} of the Fire Department, it is the intention to preserve the core services of fire protection and emergency medical response. To do this, more specialized and infrequent emergency programs and services must be eliminated. Even though some of the proposed measures are small in dollar value, the lack of adequate budget for training and logistics for these programs necessitates the elimination of the program. These programs cannot be restored until training, overtime, maintenance, and other budget considerations can be restored. The attachment to this report illustrates the wide variety of programs that are necessary to support delivery of Fire Department emergency services. This includes programs such as ladder testing, hose testing, pump testing, and SCBA maintenance. When these programs cannot be supported, service suffers. For instance, if the Department cannot train and equip personnel for wildland firefighting, water rescue or technical rescue, then the Department may not engage in those activities. This attachment is provided to point out that there is no program or activity to cut that will not have significant impact an the Department. Support services, equipment, and training have already been cut to the minimum level needed to continue to support emergency services. The only place left to effect any significant saving is by reducing service levels. Suggestions have been offered that chief officers be transferred to fire stationl24-hour shift assignments to reduce overtime expense. This is not a prudent cost-saving strategy. other than the Fire Chief, there are only three chief officers in office positions: -5- operations, EMS, and Fire Prevention. To reduce this complement of management staffing would have significant negative effect on the management functions of the Fire Department. As shown above, several reductions in the administrative staff of the department have already been made, or are proposed to be made. Other considerations include: • The City's current fiscal situation requires more emphasis on management oversight, spending controls, budget analysis, and command and control functions. • There is no practical place for additional chief officers to serve in suppression positions. There is only one vacancy in the chief ranks, and this has already been filled by transferring a staff captain. • It would be an inefficient expenditure of funds to pay a chief officer to work in a lower rank. • Safety concerns arise because chief officers in administrative positions are not current in engine and truck company supervision and operation. • Numerous high consequence programs and initiatives would be adversely impacted, including labor negotiations, EMS negotiations, implementation of new revenue streams in EMS and Fire Prevention, implementation of ambulance subscription service, mutual aid, quality assurance, search far new billing vendor, working with other vendors for best pricing, and potential State fines to the City. • Revenue enhancement and collection would be compromised. • Current economic conditions have doubled the workload of administrative staff. To further reduce staff would severely constrain the Department's ability to perform analytical budget and strategic analyses. A major responsibility of the City, the Department, and the Chief is to ensure the safety of employees. It is imperative that every firefighter be properly trained, equipped, and supported to do his or her job safely din compliance with OSHA Standards} and efficiently. The role of mid-managers is two-fold. First, it is tv provide logistical suppor# for the troops in the field straining, equipment, policy, evaluation, field command support, etc.} to ensure safe and efficient delivery of services. Second, it is to perform all management functions and oversight of the entire Department budget, expense controls, revenue generation, training, policy, quality control, planning, analysis, etc.}. Sacrificing further management and logistical support of the troops in the field is not advised. SERVICE/PRGGRAM RFDUCTIGN GPf1GNS option #~ -Eliminate Fire and Rescue Boat Operations Financial Anal sis Saves $~ S,OOD: Currently there is deferred maintenance in the amount of $50,000 on the rescue boat and $15,000 on the fire boat. This is not funded in the current budget. Approximately $125,D00 in additional funds is needed to maintain these services. -g- Im acts • Alameda is an island city with beaches, marinas, waterfront homes and businesses • Boat-based rescue will be eliminated • Boat-based firefighting will be eliminated • Impact to City's disaster plan for response to ferries, aircraft, and other water emergencies • Marinas and shore properties will be more vulnerable to fire lass • Increased need to rely on mutual aid from aakland or other agencies which will delay response Pro osed Action Consider implementation. Due to lack of funding for boat maintenance, reductions in the Training Division, potential closure of a fire company, and lack of overtime money for training, this program should be suspended until funding can be restored. The rescue boat is currently out of service pending repairs. $50,000 of carry over funds from last year's budget would be necessary for boat repair. If the program is suspended, these repairs can be deferred. Gption #2 -Eliminate Rescue Swimmers Program Life Guards Financial Analysis Approximately an additional $1O,ODO is needed to support this program straining, equipment}. This is currently not funded in the FY 2o08-D9 budget. Im acts • Alameda is an island city with many beaches, marinas and waterfront properties • Elimination of vllater RescuelLife Guard Program • Overtime is not available to support training • Per the Occupational Safety and Health Administration, rescue swimmers must be trained • Rely on mutual aid from Gakland or other agencies, which will delay response Pro osed Action Consider implementation. Due to lack of funding for training overtime} and equipment, this program should be suspended until funding can be restored. If a fire company is closed, this will further impact the ability to train, even if the program budget is restated. option #3 -~ Convert Sworn Disaster Preparedness Coordinator to Civilian Position Financial Anal sis Saves $68,000: $202,000 for staff captain minus $135,000 for civilian position = $61,000 savings. If the captain is returned to a 24-hour shift, his or her salary is offset by the savings in overtime. -7- Im acts • Cost ofitra'rning and development of a new person • Loss of career development and succession planning opportunity • Loss of continuity and productivity of programs while new person becomes indoctrinated Pro osed Action Consider implementation. As a cost saving measure, this position could be civilianized and an analysis conducted to determine in which department the function should be placed. option #4 -Convert Sworn Fire Prevention Plan Checker to Civilian Position Financial Analysis Saves $72,000: $205,000 far fire ca tain minus $33,000 for civilian Plan Check p Engineer = $12,000 in savings. If the fire captain is returned to a 24-hour shift, his or her salary is offset by the savings in overtime. Im acts • Impacts fire investigation, which is a mandatory activity • Lvss of career development and succession planning opportunity • Helps to bolster shift staffing with no additional cost • Conversion to be implemented upon retirement of incumbent in 2009 Pro osed Action Consider implementation. As a cost saving measure, this position can be civilianized. Effort must be made to find awell-rounded, qualified Fire Protection Engineer who can also perform as a supervisor and fire investigator. option #5 -Convert Sworn Fire Prevention Code Inspector to Civilian Position Financial Analysis Saves $15,000: $10,000 for firefi hterllns ector minus $95 000 for Code Enforcement g p , officer = $75,000 in savings. If the firefighter is sent back to a 24-hour shift, his or her salary is offset by the savings in overtime. 1 m acts • Impacts fire investigation which is mandatary • Loss of career development and succession planning opportunity • Helps to bolster shift staffing with no additional cost • Conversion to occur at the end of the current employee's agreed assignment period i n FY 2009 -Ow Proposed. Action Consider implementation. Effort must be made to find well-rounded, qualified inspectors who can also perform hazardous materials and fire investigation assignments. Option #6 -Discontinue Advanced Life Support ~ALS~ Ambulance Transport Service, but Keep All Employees Financial Analysis Loss of $1.3 million net revenue: Net receipts of $1,849,00 -expenses of $568,000 net revenue $1.3 M. This assumes personnel are retained, as they are part of the overall fire protection system. Im acts • Subject to meet and confer • ALS transport to be provided by County contract provider • ALS transport response times within Alameda may increase as AMR would be responding from off the island • AFD call volume will not be reduced. AFD engine companies with a paramedic will continue to respond on all medical incidents. • AFD companies may be less available as they will spend more time per call waiting far the arrival of AMR • If all seven companies are maintained, response time should be minimally impacted Proposed Action Defer consideration. If the current fire protection force is maintained, there would be a net cost increase to the City. UVith this scenario it is recommended that a paramedic be added to the truck companies. option #1 -Discontinue ALS Transport Service and Reduce IA~orkforce by 18 Personnel Financial Anal sis if the ALS transport service is eliminated, and the department is reduced by 18 positions, the net savings to the City would be $2.l million. I m acts • Subject to meet and confer • ALS transport to be provided by County contract provider • ALS transport response times within Alameda may increase as AMR would be responding from off the island • On-duty response force would be reduced to 21 personnel as six personnel currently staff three ambulances on a daily basis • Downsizing of emergency force would have significant impacts on fire protection and other programs and services -g_ • AFD companies may be less available as they will spend more time per call waiting for the arrival of AM R • AFD call volume will not be reduced as AFD engine companies with a paramedic will continue to respond on all medical incidents • Less control over local EMS service Pro osed Action Defer consideration. Reducing the overall work force by ~8 positions is not a viable option. Fire Department call volume would not change. The Fire Department is still obligated to respond to all medical emergencies in the City. Some intermediate step may betaken such as the reduction of one ambulance. Option #8 -Brown Outs of one Fire Company or Ambulance As-Needed Savin s There will be no additional savings in the FY 2008-09 budget. Overtime was already reduced by $264 from FY 2001-08. Brown-outs are a measure that is necessary to stay within the approved FY 2008-49 budget. There will be a further reduction of $558,000 in 2009-14, if brownouts are implemented for the entire year. Im acts • Subject to meet and confer • will impact response times and availability of resources depending on location and call volume, particularly for simultaneous calls ~3l°/° of calls} • Could delay fire attack due to OSHA two-inltwo-out requirement • Increased reliance on mutual aid • A proper balance between risk and resources must be analyzed to ensure firefighter safety • Rethinking and retraining in strategy and tactics will need to occur • impacts other Departmental objectives such as training and fire prevention inspections Proposed Action . w Consider implementation. This is one of the few measures available to balance this year's budget. Actual reduction in overtime is contingent on many factors including, sickness, injuries and retirements. Further analysis by ICMA consultants to study the Fire Department's staffing and deployment models should be conducted. Option #9 -Close one Fire Station or Fire Company for Duration of Economic Crisis Savin s $558,000 estimated. Full-time operation of athree-person fire company costs $~ .3 million per year. However, the savings of closing a company and reducing personnel positions is offset by additional overtime to maintain a daily minimum. Therefore, the net savings from a station closure is only $550,000. -~ o- Im acts • Subject to meet and confer • Would require reduction of three sworn positions • Cther impacts would be the same as brownouts except on a daily basis P_ raposed Action Consider implementation onl as a contin enc strate if brown ou Y g Y gY is do not prove to save enough money. Further analysis by ICMA consultants to study the Fire Department's staffing and deployment models should be conducted. gption #~ 0 -Explore Contract for Total Fire Protection Services with either Alameda County or City of Oakland Savin s TBD. Potentially $1- $4 million could be saved. Im acts • Subject to meet and confer • Potential for lower cost of service • Greater depth of resources • City defines level of service at known cost • Contract provisions maintain abilit for local control and continued autonom Y y • EMS transport may or may not be provided by County provider • Reduced work load and expense of several City departments including Human Resources, Legal, Finance, and City Manager • Timing is ideal due to numerous vacancies in staff positions and expired labor contract Pro osed Action Further analysis is warranted. The City is contracting with ICMA consultants to study various staffing and deployment models. option #~~ -~ Reduce one Division Chief Position Savings $238,000 Im acts • Removes either the Fire Marshal or EMS director position • The Deputy Chief of Operations will assume most of these responsibilities • Creates an unmanageable workload for Fire Department management • Creates likely potential for errors and omissions that may create workforce issues • Budget controls, spending, customer service, personnel issues, etc. will have less management oversight • The Department will be less responsive to citizen needs and customer service -11- Proposed Action Consider implementation. Due to the extreme measures that are needed to bal n a ce the budget, this measure must be considered. However, it will have many negative effects on the Department, the workforce and service delivery. This is on top of the reduction of a deputy chief position a few years ago and the unfunded administrative analyst. Further analysis of this proposal by ICMA consultants should be conducted. RE VENUF ENHQ NCFMENT' DP Tl~NS option #1-Ambulance Transport Subscription Program Ra~pniip Estimated to be $350,000 minus the amount of the ambulance bill that is written off due to subscription. This amount is unknown at this time. Further analysis is being done. Im acts • Additional management, personnel and budget oversight • Implementation requires analysis and coordination with several City departments including Finance, AP&T and City Manager's office Pro osed Action Consider implementation. The implementation team is in the process of identifying issues and strategies. option #2 -Explore Non-Emergency Ambulance Transport Service Revenue Unknown Im acts • Requires hiring of several civilian employees • Additional oversight for management of the program • Competes with existing private sector provider Pro osed action Warrants further analysis. option #3 -Increase Fire Prevention Plan Review to Full Cost Recovery as Recommended in the Maximus Report Revenue Estimated to be $100,000. -12- I m acts • Plan review fee would be raised as recommended in the Maximus report to provide full cost recovery. This is in conjunction with the implementation of ServicelProgram Reduction Options #4 and #5. Pro osed Action Consider implementation. option #4 -Explore Marina Slip Fees for Police and Fire Services Revenue • $150,000 estimated by Revenue Enhancement Team • An additional $90,000 maybe collected for police services I m acts • Requires establishment of an assessment district for impacted areas Proposed Action Consider implementation. FISCAL SUMMARY Reductions Boat Operations $15,000 Rescue Swimmers $0 Civilianize the Disaster Preparedness Office $68,000 Civilianize the Plan Check Position $12,000 Civilianize Fire Prevention Inspectors $15,000 Eliminate ALS Transport and 1 S Personnel $2.l million Company Brownout The FY 200849 budget was already reduced $260,000.. Further reduction of $550,000 is projected in FY 2009-10 Station Closure $555,000, estimated Contract for Fire Department Services $1- $4 million Deputy Chief $238,000 New Revenue Ambulance Subscription BLS Transport Fire prevention Plan Review Fees Marina Slip Fees, Police and Fire TBD @ $200,000 to $300,000 TBD $100,000 $240,000 Respectfully Submitted, David Kapler Fire Chief Attachment: AFD ProgramslProjects FY 08109 -13- AFD Programs/Projects FY 08/09 Attachment Program Manager Team oversight Tasks Target Date Water Rescue Waggener Vogelsang Vogelsang Policy Update Boats, Swimmers, boat ops} Marina & Shipboard Gay FF swimmers Haz Mat ~Incls. Haz Mat 1St Responder Navarro Buell Vogelsang FRO Training Trn . DMV Kv. Helms Davis I Kv. Tunney Records Helms Management, Trainin VehicleslApparatus Buell Hales Olson Vehicle Acquisition Fleet Technical Rescue Haines Carnevale l Glson RS1 Grant, Buckle RIC Training Hose S rott Wa ever Tunne Invento Control SCBA Brody Bradley I Glson Fit Testing McNeil PPE Long Oliver Reilly Purchases, Re airs Wildland Marks S rott Fisher Trainin CISM 41son Zombeck Team Training ITunne Public AffairslPR Murray Thomas 1 Vogelsang Reili Apparatus Testing Buell Coggiola l 41son ~PumplLadder} Scarbrough Wade Policy, Procedures Buell Vogelsang, Fisher and Document Waggener Project Electronic FilinglStorage Access Batte Maintenance Tirnetta 4livarez Fisher Communications Scarbrough Fisher MDTs, Dispatch, Radios Telestaff M. vUilliams Kn. Helms, Fisherl Version Upgrade Zombeck, Tunney Richterman, Murray, S rott Program Manager Team oversight Tasks Target Date CIP Tunne Merrick IT Phones, Reilly Phone Repairs, Computers, web Computer Pa a Up rades WellnesslFitness Henderson PFTs Vo elsan Medicals, E uip Power Equip + Hales Glson Tools Recruitment Personnel Vogelsang Team Reilly Processes - Recruitment, Hiring, Promotions Facilities Smith Tunney I RepairslUpgrades Merrick Pre-Fire Plans l diver Bentley, Gay Fisher Target Hazards and Ma Books Career Development Buell A.4. Reill Develop Pro ram Mandatory Oliver Reilly Recyclingl "Green" Programs Injury Illness Sprott Vogelsang Update Manuals Prevention Program Training IIPP 8120108 CITY ~F ALAMEDA Memorandum To: Honorable Mayor and Members of the City Council From: Debra Kurita City Manager Date: October 21, 2008 Re: Provide Policy Direction on Funding Options for Implementation of Governmental Accounting Standards Board Statement No. 45 on Other _ Post Employment Benefits ~OPEB} _ _ BAC KG RD U N D In 2004, the Governmental Accounting Standards Board ~GASB} adopted Regulation 45, regarding non-pension related benefits paid by public employers to retirees. These benefits, which are part of the compensation negotiated between the employer and its employees, but not received until retirement, may include medical, dental, vision, hearing, life insurance or long term care insurance. Currently, the City of Alameda applies a `pay-as-you-go' approach to funding these benefits, budgeting the actual cost of these benefits annually. Regulation 45 encourages, but does not legally require, current funding of these future benefits. However, the liability for post-employment benefits is substantial. The annual cost of these benefits is a significant budgeted expense, which increases each year as the number of employeeslretirees plan participants} change, creating a potentially greater demand on future funds. Although the purpose of GASB 45 was to better measure these post-employment liabilities by recognizing the cost of the benefits in the time period in which the service is received, providing information within the annual audit of a governmental entity on the actuarial liabilities for future benefits in a transparent manner was also the goal. Such financial reporting provides a clear understanding of the potential demands on future cash flows to meet these OPEB liabilities. In FY08-09, the City's annual cost for OPEB is budgeted at approximately $2.1 million. Of this amount, $914,000 is for Police retirees and spouses; $1,021,000 is for Fire retirees and spouses; $194,000 is for non-public safety retirees and no spouses. In FY09-1 o, this aggregate amount totals $2.4 million, and increases annually thereafter by approximately $300,000, assuming no major increase to the number of plan participants. Appraximately 94°/a of the annual cost is public safety related, and would be a General Fund liability. The remaining 5% is non-public safety related and would be City Counci! Agenda Item #6-A 1 o-Z'1-o8 Honorable Mayor and October 21, 2008 Members of the City Council Page 2 of 8 funded primarily by the General Fund, with nominal portions funded by other special revenuelenterpriseoperating funds, as appropriate. To comply with the pending GASB 45 reporting requirement, the City of Alameda secured the services of Bartel Associates, LLC, which prepared the first actuarial valuation of this OPEB liability. The report was presented to the City Council in May 2005. The study was updated in January 2001 for fiscal year 2D0712D08. An Executive Summary of the valuation study, including pertinent detail documents, is provided as Attachment A to this report. Completing this actuarial analysis is the first step in GASB 45 compliance -specifically, measuring and reporting the ~PEB liability. The actuarial study is based on the current demographics of the participants, benefits included within the plan, and assumptions on the future costs of those benefits. Further, the study also identified the dollar amount of the present value ~PV} of the liability for these future benefits, which has already been earned by the workforce. This much-discussed dollar liability is more accurately defined as the actuarial accrued liability ~AAL}. The Bartel analysis includes two scenarios for calculating this unfunded AAL, both of which require an annual contribution of additional dollars beyond that which is budgetedlpaid annually for the actual cost of the benefits that year. The sum of these two is defined as the annual required contribution ARC}, which includes the actual annual cost for the present benefits due retirees, as well as an additional amount which would be required during a 30 year period to fund the present value of the AAL, given certain interest earning assumptions. Assuming a 4.5°/° average investment rate of return on investments ~R01}, the City's present RGI, the ARC for FY08-09 would be approximately $6.1 million, inclusive of $2.1 million annual payment and the present value of this liability $75.4 million. Assuming an RBI of 7.75°/0, the PERS investment return, the ARC for FY08-D9 would be $4.4 million, inclusive of the $21. million annual payment and the present value decreased to $47.3 million. The second step in GASB 45 compliance is disclosure of the actuarial results, and reporting this information in the Comprehensive Annual Financial Report ~CAFR}. This reporting requirement must be implemented in the FY08-49 annual financial statements, which will be submitted for City Council approval in December 2009. The disclosure, including actuarial assumptions and OPEB liability calculations, will be included in the CAFR for that fiscal year and each year thereafter. Actuarial assumptions will require update every two years, per GASB regulation, in order to be considered timely and accurate for financial reporting. Thus, in order for the City to comply with GASB 45, an actuarial updatewould be required in January2009. DISCUSSION Having completed the actuarial analysis and complied with its reporting responsibilities, the City Council now faces policy discussion and subsequent direction to staff with Honorable Mayor and Gctober 21, 2008 Members of the City Council Page 3 of 8 respect to various funding alternatives to mitigate the annual accrued ~PEB liability. The following funding options are provided to facilitate this discussion and analysis. Alterna~r've a: Pay-as-You-Go approach. Simply stated, this alternative is essentially that which cities, including the City of Alameda, have taken in past years, prior to implementation of any GASB rulings. Under this approach, the City of Alameda has budgeted the annual payments each fiscal year, and made such payments from revenues available cash}. The City has consistently met its annual obligations under this funding approach, and would continue to do so in the future. Attachment B details these annual contributions for the 30 year period under study. The cumulative annual cash payments for this benefit in this 30 year period total $214,160,000. Advantages: Apay-as-you-go approach is budgeted annually, and fulfills the City's obligations in meeting its commitments to retirees contractually. Increased costs are included as part of the annual process, similar to fixed price increases. Revenues are increased andlor expenditures in other areas decreased in order to fulfill the obligation within a balanced fiscal year budget. Budgeting annually, without additional deposits to the ARC, avoids major expenditure reductions andlor the need for new revenues to reduce the AAL. Disadvantages: This approach does not contribute in any way to reducing the accumulating, unfunded cash GPEB liability of $214 million through interest earnings. In addition, annual cash outlay for these benefits on a pay-as-you-go basis accelerates as a percentage of the City's General Fund budget. It is unknown as to what, if any, impact the AAL liability could have on the City's ability to issue General Fund debt in the future, if na attempt to pre-fund the plan were implemented. Alternative B: Pre-Funding Approacl, a~ ~00~. This approach is based on the creation of a `special fiduciary account' whereby both the annual cost payment and a differen#ial to meet the amount of the ARC previously defined, are deposited into an account which earns interest, thereby reducing the City's AAL through interest earnings. Payments to retirees are made directly from this special fiduciary account annually, allowing interest to compound and thereby contribute to a major reduction in the PV of the AAL in time. The actuarial study was prepared utilizing two `pre-funding' scenarios, previously referenced. Advantages: Full pre-funding, depositing the annual required contribution into an interest bearing instrument, significantly reduces the AAL for this OPEB liability. The prior analysis, prepared by the City's actuarial consultant, included two interest earning rate scenarios - one at the PERS rate of investment return of 1.15°l0, and the second at the City's rate of investment return of 4.5°/a. In addition to the annual cash payment, the City would deposit an additional amount into this account to meet the Honorable Mayor and Members of the City Council October 21, 2005 Page 4 of 8 ARC, reducing the AAL to $47.3 million and $75,4 million respectively. To achieve an AAL of $75.4 million, the City would be required to deposit an additional $3.9 million annually; to achieve a $47.3 million AAL, the City would be required to deposit an additional $2.2 million. Note pg. 12 of Attachment A, far further details on this calculation.} Pre-funding significantly reduces the City's cash liability for this benefit compared to the $214.1 million pay-as-you-go cash outlay. Depending upon the RGI used, the City's actual cash out payments would be reduced from $214 million to $183 million with cash savings of $31 million at a 4-5°/° RGI; and from $214 million to $123 million with a cash savings of $91 million at a 7.75% RGI. Further, annual reporting of the AAL in the City's CAFR would demonstrate significant reductions in this liability as a result of pre- funding. Disaa~vaniages: Irrespective of the RBI applied, pre-funding would require an additional contributionldepositlnto the special fiduciary account of $2.2 to $3.9 million annually, in addition to the present budgeted amount of $2.3 million. Funds for this differentia! would be derived from 1}increased revenues; 2} existing annual revenuesltaxes, thereby reducing other operating programs commensurately; 3} fund balance. Reducing other operating programs in the General Fund to meet this contribution could be difficult, requiring significant personnel reductions, andlor elimination of some programslservices completely. Utilizing the City's General Fund available cash} fund balance projected at approximately $8.5 million, andlor equipmentlvehicle replacement reserves of $2.9 million, would consume these balances in 36-48 months. Replenishing the fund balance and equipment reserve, after that point, would be quite difficult, as the City has no excess revenues over expenditures annually. Operating wi#hout a fund balance is fiscally imprudent, particularly given the present, long-term economic volatility of the financial markets and the State budget deficit. A!#err~at~ve C: Pre-Funding Ramp-up approach This funding approach would continue the annual `pay-as-you-go' budget cash payment, but would establish an additional allocation to be deposited annually into an interest bearing account more than the annual contribution, but less than the full ARC amounts referenced in Alternative B. The actuarial report Mpg. 4} proposes a five year ramp up to achieve full ARC funding, based upon a formula calculated as: pay-as-you-go plus a percentage times the difference between the ARC and that year's pay-as-you-go amount. This ramp up assumes that within five fiscal years, the full ARC would be achieved and every year thereafter. Applying this formula, the five year ramp up, assuming a 4.5% R01, would require the following cash outlay: $2.9 million in FY08-09; $3.8 million in FY09-10; $4.7 million in FY10-11; $5.3 million in FY11-12; and 6.0 million in FY12-13. An RBI of 7.75% would, of course, reduce the annual ramp up payments, as a result of higher interest earnings. This ramp up approach would affect the AAL, increasing it compared to the full pre-funding approach. Honorable Mayor and Members of the City Council October 21, 2008 Page5of8 Advarr~ages: The ramp-up-to-pre-funding approach would afford the City time to transition to full ARC payments, particularly during what could be a five year slow-growth recovery for government. Full funding of the ARC would be required in year five, and would be proportionately higher than the $6.0 million or $4.3 million ARCs, calculated in the actuarial report and based upon immediate pre-funding. Disadvantages: Although the ramp-up-to-pre-funding approach mitigates the impact of the ARG in the first five years, the annual cash reduced in these years, must be recovered in subsequent years to achieve full pre- funding within the 30 year amortization period. Thus, ARC costs in years six to 30 would impact General Fund appropriations more than that which would be required under the basic pre-funding approach, Alternative B. Impacts to other programs and services, as a result of the significant amount of these ARC payments, require consideration under this alternative. Alternative D: Pre-Funding Partiai~Financing Approach This partial pre-funding approach would be derived from a combination of the annual budgeted cash outlay annually, plus an additional amount derived from cost savings resulting form the financing of the City's 1079 and 1082 Pension Plans. Prior to conversion to the CaIPERS retirement system in 1990, the City provided pension benefits through two separate plan options. These terminated retirement plans have a fixed dollar amount liability, which can be financed as a taxable issue. Payments of principal and interest on this obligation are less than the present annual cash payments on these plans during the first ten years of issuance. These annual cash savings are funds which can be directly deposited into the fiduciary account. Interest on these funds would be used to fund the incremental growth on the pay-as-you-go approach from year 10-30. Attachment C} Advantages: The pre-funding partial financing approach generates immediate annual cash savings during the first ten years of issuance, eliminating the need for major operating expenditure reductions in order to fund the ARC amounts required under Alternate B for pre-funding. Actual cash savings during the first ten years of bond issuance is approximately $7.5 million at a 7.75% RCI, and $4.2 million at a 4.5°/a R01. As a variation, these cash savings could also be used for one-time deposits into fiduciary accounts as seed capital earning interest, until such time as the City can pre-fund, thereby deferring any revenue increase or expenditure decrease needed to fund the ARC. Disadvanfages: The pre-funding partial-financing alternative does generate savings during the first ten years of issuance. In approximately 2016, the City would be required to make debt service payments that no longer generate cost savings which can be placed in a fiduciary, interest bearing account or used to Honorable Mayor and Members of the City Council Gctober 21, 2408 Page 6 of S offset the ARC each year. Future General Fund revenue may not have increased sufficiently in future years to allow both full ARC pre-funding payments and the debt service obligation, similarto that which is required in Alternative B. alterna#ive F: Par#ia! Pre-Funding Recurren~~Revenue Stream approach This funding scenario retains the annual, pay-as-you-go alternative, in addition to: a} one- time, start-up seed capital amounts to be deposited into the fiduciary account in order to demonstrate agood-faith effort toward GASB 45 compliance in FYOS-09; and b} a recurrent revenue stream generated by expenditure savings. These funds would be derived specifically from the following: 1} The Alameda Redevelopment and Reuse Authority's ~ARRA} $2.4 million obligation, repaid in a term to be determined, including principal and interest, at a rate of 6 °/~ . 2} The Alameda Power and Telecommunication's obligation to the City of $2.2 million, to be repaid at a time and term to be determined, at an interest rate of 6%. 3) An amount equal to Plans 1079 and befinreen 2009 and 2037, as a result annual payment in the amount of $2.8 been fully retired. 1082 incremental plan savings, achieved of declining actuarial payments; and, an million ~FYOSro9} once these plans have 4} An amount equal to excess available cash fund balance} beyond the approved 25°/o goal established by the City Council. 5} A combination of any or all of these sources. Advantage: The partial pre-funding recurrent revenue stream approach provides an alternative by which certain, future and anticipated revenues to be received by the City's General Fund, would be applied to the ARC in addition to the amount required under the pay-as-you-go Alternative. Each of these potential recurrent revenue streams would require a re-calculation of AAL, based upon the RGi, the amount of one or more revenue streams contributed each year, and the length of time in which these revenue streams are available. Under this alternative, similar to that in Alternatives A and D, the immediate demand on the City's available cash for full ARC funding would be deferred until such time as the General Fund had the capaci#y to meet the full cash outlay required for full pre-funding. Depending upon the RGI applied and the principal amount generated by this approach, full pre~funding could be achieved under this approach within aten- yeartime frame. Disadvanfage: This alternative does not reduce the AAL at the same rate as Alternative B. Assuming a 30 year study period, annual contributions beyond Honorable Mayor and Members of the City Council October 21, 2008 Page 7 of 8 those contributed by the recurrent revenue stream would be required in addition to the ARC minimum, in order to offset those years in which the revenue stream did not meet the ARC. FISCAL SUSTAINABILITY COMMITTEE MEMORANDUM The City Council, at its meeting of July 1, 20D8, established a Fiscal Sustainability Committee ~FSC~, comprised of community representatives from business, industry and the professions. The City's elected Auditor and Treasurer co-chair this committee. The FSC was chartered with the responsibility to provide policy recommendations tothe City Council with respect to methods by which the City could become fiscally stable and sustainable in the mid to long term. In particular, the FSC was requested to evaluate the impacts of GASB 45 and provide recommendations with respect to funding this OPEB liability. The FSC has prepared its report, Attachment D, in response to the City Council directive. At this point, the FSC recommended, as a matter of policy, adoption of full pre-funding for reducing this liability. The FSC recommends that the City fund the first year liability of $4.4 million, but would require additional time, as a committee, to evaluate the impacts of this continued approach in future budget years. BUDGET CONSIDERATIONIFINANCIAL IMPACT Each of the alternatives presented in this report have a significant impact upon the City's General Fund budget, the specifics of which have been presented within the analysis of each alternative. Pre-funding of the actual accrued liability, identified in the actuarial study, either fully or partially, will require new revenues or reduced expenditures to meet the annual required contribution. Variations of pre-funding alternatives were identified which mitigate this impact in the short term. RECOMMENDATION Approve Alternative E as the preferred funding option, and direct staff to develop an implementation plan for City Council approval. Respectfully submitted, Ann Marie aslant, Interim C ' f Financial Officer AMG:dI Honorable Mayor and October 21, 2005 Members of the City Council Page S of S Attachments: Attachment A Bartel Associates Retiree Healthcare Plan January 1, 2001 Actuarial Valuation Executive Summary Attachment B Actuarial Valuation - Gpen Group Benefit Payment Projections Attachment C Debt Payments vs. Benefit Payments: Study by Gardner, Underwood and Bacon Attachment D Memorandum from Fiscal Sustainability Committee ' lmea• ~t ~ a ,~ • :5, - •r. •e: .~~ :.1., '. s:, .a~. •, :1.i:4:: •.r .~ ri'~7i Jeri:•• i:Y~.~ ~. {.; ~..I . ..~ ;~~ ~ti•_ •}i f _ J. ;: ~: r .~ ~:: .'r a_ 4:, ~'r+~~ - `• i - - ,. ~ - s' .~i - 7 J .%„', S . ~ i'. .~ ~~~: ?i f F . .S~l.. •~., r..: t ,..... s _. .. .. .. ~ ~ ... ... 5,~ 1 ._ ~ C~ Retiree Healthcare Plan January 1, 2007 Actuarial Valuation Executive Summary January 2008 City Council Attachment A to Agenda Item #6-A ~I Q-21-48 oaclientslcity of alamedalopebll_l_20~7 vallreportslba U8-O1-t)4 exec summary alameda city draft.v2.doc Executive Summary City of Alameda Retiree Healthcare Plan January 1, 2007 Actuarial Valuation Gn June 2I, 2004, the Governmental Accounting Standards Board approved Statement No. 45 (GASB 45}, Accounting Standards for Q~her Ethan pensions} Post Employment Benefits (GPEB}. This report is based on the f nancial reporting standards established under GASB 45 and assumes the City will implement GASB 45 far its 2007108 fiscal year. Historically the City has accounted far retiree healthcare benefits as they were paid, projected to be approximately $1.8G 1 million fvr the 2007105 fiscal year. GASB 45 will require the City account far this promise on an accrual basis has benefits are earned). Funded Status: The plan funded status is equal to the Actuarial Accrued Liability see definitions and assumptions section below} less plan assets. When assets equal liabilities, a plan is considered on track for funding. To consider a retiree healthcare plan funded for GASB 45 purposes, assets must be set aside in a trust that cannot legally be used for any purpose other than to pay retiree healthcare benefits. The City's retiree healthcare plan is not currently funded. However, we understand the City intends to begin funding the plan through CaIPERS Section 115 Trust. This has important implications for the discount rate assumption used to calculate plan liabilities see definitions and assumptions section below). We have prepared valuation results under 2 scenarios: ^ No Pre-Funding - Benef is paid from the City's general fund which is assumed to earn a 4.50% Long-term rate of return. ^ Pre-Funding - Contributions made to the California Employer's Retiree Benefit Trust ~CERBT}with diversified assets which are assumed to earn a 7.75% long-term return. The following table summarizes the plan's January 1, 2007 funded status ~ODOs omitted}: ^ Actuarial Accrued Liability (AAL) • Actives • Retirees • Total ^ Plan Assets ^ Unfunded AAL (UAAL) ~~ January 2008 No Pre-Funding Pre-Funding 4.50°/° 7.75% $32,984 $18,669 42,393 28,655 $75,377 $47,323 0 0 $75,377 $47,323 'r - y~?,. ..: `~ Executive Summary City of Alameda Retiree Healthcare Plan January 1, 2007 Actuarial Valuation Page 2 Annual Required Contribution ARC}: GASB 45 doesn't require an agency make up any shortfall unfunded liability} immediately, nor does it allow an immediate credit for any excess assets. Instead, the difference is amortized over time. An agency's Annual Required Contribution is nothing more than the current employer Normal Cost, plus the amortized unfunded liability or less the amortized excess assets. Simply put, this contribution is the value of benefits earned during the year plus something to move the plan toward being on track for funding. For the City's valuation we calculated the 2007108 ARC as the Normal Cost plus a 30-year amortization has a level percent of pay} of the Unfunded Actuarial Accrued Liability (OOOs omitted}; No Pre-Funding 4,50% Pre-Funding 7.75 ^ Normal Cost $ 2,779 $ 1,273 ^ UAAL Amortization 3,250 3,088 ^ 2407108 Annual Required Contribution $ 6,029 $ 4,361 ^ Annual Required Contribution as a percentage of estimated 2007108 payroll 10.8% 7.8% ^ Estimated 2o071D8 Payroll $55,7b3 $55,763 Net UPEB Obligation ~N~U}: An agency's Net OPEB Obligation is the historical difference (from implementation}~ between actual contributions made and the Annual Required Contributions3. if an agency has always contributed the required contribution, then the Net OPEB Obligation equals zero. However, an agency has not "made" the contribution unless it has been set aside and cannot legally be used for any other purpose. Annual OPEB Cost ~A~C}: GASB 45 requires the Annual OPEB Cost equal the Annual Required Contribution, except when an agency has a Net OPEB Obligation at the beginning of the year. When that happens an agency's Annual OPEB Cost will equal the ARC, adjusted for expected interest on the Net OPEB Obligation and reduced by an amortization of the Net OPEB Obligation ~OOOs omitted}: No Pre-Funding 4.50°/a Pre-Funding 7.75% ^ 2007108 Annual Required Contribution $ 6,029 $ 4,361 ^ Xnterest on Net OPEB Obligation 0 0 ^ Amortization of Net OPEB Obligation ~ 0 0 ^ Total 200710$ Annual OPEB Cost $ 6,029 $ 4,361 ' GASB 45 allows up to a 30-year amortization. z GASB 45 specifies the initial Net OPEB Obligation fat implementation) be set to zero. 3 Benefits paid for cut~•ent retirees are considered contributions. ~~ January 2008 Executive Summary City of Alameda Retiree Healthcare Plan January J, 2007 Actuarial Valuation Page 3 The following illustrates the City's June 30, 2008 Net OPEB Obligation if the City adopts GASB 45 for the 2007108 fiscal year (OOOs emitted}: No Pre-Funding 4.50 Pre-Funding 7.75 ^ June 30, 2007 Net OPEB Obligation $ 0 $ 0 ^ 2007108 Annual OPEB Cost 6,029 4,361 . ^ 2007108 Contributions 1861 4 4~ 3615 .~ ^ June 30, 2005 Net OPEB Obligation $ 4,168 $ 0 The City's actual June 30, 2008 Net OPEB Obligation will differ slightly from the above because actual benefit payments will be different from estimated. Projected Benefit Payments: Following are 10-year open group benefit payout pra~ections, assuming the number of active City employees remains constant ~OOOs omitted}: Year Benefit Year Benefit Payrne„ is Pa ments 2007108 $1,861 2012113 $3,158 2008109 2,129 2013114 3,435 2009110 2,366 2014115 3,733 2010111 2,634 2015116 4,035 2011112 2,900 2016117 4,342 Sensitivity: The above results are based on a 30-year amortization of the unfunded liability, Following illustrates the impact of changing the amortization period to 20 years ~OOOs omitted}: No Pre-Funding Pre-Funding 4.50°l° 7.75% ^ 20-year amortization 5 • Total 2007108 ARC $ $ 7,383 $ 5,157 • Total 2007108 ARC % 13.2% 9.2% ^ 30-year amortization • Total 2007108 ARC $ $ 6,029 $ 4,361 Totai 2007105 ARC % 10.8% 7.$% a Estimated 2007108 benefit payments. ~ Assumes full ARC is contributed. B~ January 2008 Executive Summary City of Alameda Retiree Healthcare Plan January 1, 2007 Actuarial valuation Page ~ Cash and Accrual Projections: The City should consider the above ~"No Pre-Funding" and "Pre- Funding"} scenarios as book-ends, with an infinite number of alternatives between them. For illustration purposes we are showing three alternative plans, the two book-ends along with one phase in alternative. All three assume the City implements an Other Post Employment Benef is ~OPEB} funding plan for the 2007108 fiscal year: ^ No Pre-Funding: The City contributes only the pay-as-you-go cost ^ ARC is phased-in over 5 years, starting with 2007/086 Fiscal Year 5-Year Phase-In Contribution 2007108 PayGo + 20% x (Full ARC -PayGo} 2008109 PayGo + 40% x Full ARC -~ PayGo} 2009110 PayGo + 60% x Full ARC -PayGo} 2010111 PayGo + 80% x Full ARC -PayGo} 2011112+ Full ARC ^ Full Pre-Funding: The City contributes the ARC every year The phase in and full pre-funding illustrations are based on a 30-year amortization and 7.75% discount rate ~OOOs omitted}: $7,000 $6,000 $5,ODD $4,000 $3,000 $2,000 $ l,oao $- 2007108 2012113 2017118 -f-Pay-As-You-Go f 5-Year Phase In -~ Full Pre-Funding n Phase in projections are for illustrative purposes only, If this method is chosen, the projections need to be recalculated based on a revised discount rate. January 200$ r Executive Summary City of Alameda Retiree Healthcare Plan January 1, 2007 Actuarial Valuation Page 5 Year 2007108 2DD8109 2009110 2010111 2011112 Pay-As You-Go Cost ____ $1,861 2,129 2,366 2,634 2,900 5-Year Full Pre- Phase In Funding Contribution Contribution $2,361 $4,360 3,1 DS 4,502 3,834 4,648 4,546 4,799 5,208 4,955 2012113 3,158 5,364 5,116 2013114 3,435 5,524 5,282 2014115 3,733 5,689 5,454 2015116 4,035 5,858 5,631 2016117 4,342 6,032 5,814 Projected amounts are (OOOs omitted): If the City chooses to continue the pay-as-you-go method, the Net OPEB Obligation will increase to approximately $26 million at June 30, 2017. Comparison of the City's results to other agency's results: The following graphs compare the over 150 Miscellaneous and Safety GASB 45 studies prepared by Bartel Associates with the City's results. The first graph provides sample percentiles for interpreting the information that follows. All graphs provide the 0th, 5`~', 25t~'~ 50`1i, 75t~', 95th and 100th percentiles the Xth percentile is the level at which ~ percent of the data fall below the given level -far example 25% of the data falls below the 25`h percentile}. As noted on this chart, the dark blue shaded area in the middle of each column includes results between the 25th and 75t~' percentiles representing 50% of the agencies, with the line in the middle indicating the 50th percentile. GASB 45 [tetiree Medical Benefits Comparison Sample Pereentile Graph N~'h ; ~ F la~rb P[rcrndlr ~ ~ 9MIt Prre ntll w F ~t~R r e Ju~iG ~ l.$h PrrcenlAe m' ss~ su^/. ur yo^i Yr Inu°i or ~" w remlti re.ulla remlu ~ ~ Su~~ Yr! YFr ~FDIhPrnrnlilr eith{n wilhln Yr! wWdn ~ IhIF thin thb 7s°~ range rengr rapee SuY. - •- 2*ch Penmplr 1i4. IuY. ~- Cth Penm111r {, ~ t>th Percentile ~ nK ~°i~~l January 2008 5 'f L• . yl.. • .• ~ ,~ Executive Summary City of Alameda Retiree Healthcare Plan January 1, 2007 Actuarial Valuation Page 6 The following graph compares Normal Cost ANC) and Annual Required Contribution ARC) as a percentage of payroll for Miscellaneous and Safety employees. City information is noted in red on both the bars and it '' '' ~ '' ' ~5n~u ~4U% 3] /° 30°h ~e ~• Z)% 0 r V 2~°~v L 67 ~°~v ~)~~0 n~°~u '1% line taxi a~ l=ne oai~om o~ the ra n. GASB 45 Re#iree Medical 6enetits Comparison Normal Cost & Annual Required Contribution 95th Percentile 75th Percentile 50th Percentile 25th Percentile 5th Percentile Percent of Pay Percentile M1[iscellaneous Safety KC ARC KC ARC 15.8% 27,3% 17,5% 30.6% 11.7% 20,2% 13,5% 23.5% 7,4% 14,9% 6.8% 11,8% 2.9% 5.8% 3.0% 7,2% 1.?% 2.1% 1.2% 2.3% 1.4°io ~,~°•0 10.1°.~0 3?.5°~b Discount Rate w 4,50%, Amort ization Period = 30 Years The next graph compares Actuarial Liability ~AL~ as a percentage of payroll for Miscellaneous and Safety employees, Age • un, ~~ry ~ntormat~on xs Wotan in rea° GASB 45 Retiree Medical Benefits Comparison Actuarial Acctved Liability ~s0°~° ~an~° 3~0% 30d% x a ~ 1]0°I° 0 a. ti ~ 20U% w a I l ~U% 100% ]U'Yn U°/v i~. Miscellaneous Safe 95th Percentile 332% 376°/° 75th Percentile 205% 2G0% 50th Percentile l32% 137% 25th Percentile 63% 7G% 5th Percentile IB% 22% Percent of Pay 25% 290°-0 percentile 9% R1°./° Discount Rate = 4,50%, Amortization Period = 30 Years ~~ ~ January 2008 Executive Summary City of Alameda Retiree Healthcare Plan January 1, 2007 Actuarial Valuation Page 7 Present Value of Benefits: When an actuary prepares an actuarial valuation, (s)he first gathers participant data (including active employees, former employees not in payment status, participants and beneficiaries in payment status} at the valuation date (for example January 1, 2007}. Using this data and actuarial assumptions, (s}he projects future benefit payments. (The assumptions predict, among other things, when people will retire, terminate, die or become disabled, as well as what salary increases, general (and healthcare} inflation and investment return might be.} Those future benefit payments are discounted, using expected future investment return, back to the valuation date. This discounted present value is the plan's present value of benefits. It represents the amount the plan needs as of the valuation date to pay all future benefits - if all assumptions are met and no future contributions (employee or employer} are made. The City's January I, 2007 retiree healthcare Present Value of Benefits is $105.7 million using a 4.50% discount rate ($58.1 million using a 7.75% discount rate},with $42.4 million ofthis for former employees who have already retired ($28.7 mil[ion using a 7.75% discount rate}. Actuarial Accrued Liability; This represents the portion of the present value of benefits that participants have earned (on an actuarial, not actual, basis} through the valuation date. The City's January 1, 2007 retiree healthcare Actuarial Accrued Liability is $75.4 million using a 4.50% discount rate ($47.3 million using a 7.75% discount rate}, with $42.4 million of this for former employees who have already retired ($28,7 million using a 7.75% discount rate. Normal Cost: The Normal Cost represents the portion of the present value of benefts expected to be earned (on an actuarial, not actual, basis} in the coming year. The City's 2007108 retiree healthcare Normal Cost is $2.8 million (5.0% of payroll} using a 4.50% discount rate and $I.3 million using a 7.75% discount rate (2.3% of payroll}. Actuarial Cost Method: This determines the method in which benefts are actuarially earned (allocated} to each year of service, It has no effect on the Present Value of Benefits, but has significant effect on the Actuarial Accrued Liability and Normal Cost. The City's January 1, 2007 retiree healthcare valuation was prepared using the Entry Age Normal cost method. Actuarial Assumptions: Under GASB 45, an actuary must follow current actuarial standards of practice, which generally call for explicit assumptions -meaning each individual assumption represents the actuary's best estimate. GASB 45 requires that the discount rate is based on the source of funds used to pay benefits. This means the underlying expected long-term rate of return on plan assets for funded plans, Furthermore, since the source of funds for an unfunded plan is usually the general fund and California law restricts agencies' investment vehicles, this valuation uses a relatively low, 4.50%, discount rate. If the City establishes a Trust (that could only be used to pay plan benefits} using CaIPERS CERBT then the discount rate would be based on the Trust's expected long-term investment return (established by CaIPERS at 7,75%~. January 2008 Executive Summary City of Alameda Retiree Healthcare Pian January 1, 2007 Actuarial Valuation Page S Another key assumption is future healthcare inflation rates. The inflation rate for HMQ's starts at 11 the increase in 2008 premiums' over 2007} and grades down to 4.5% X2018 premiums over 2017} and remains at 4,5% into the future. The inflation rate for PPD's starts at 12% the increase in 2005 premiums over 2007}and grades down to 4.5% X201 S premiums over 2017} and remains at 4.5% into the future. This assumption means healthcare is assumed to increase, on the average, 8.1 % far HMS's and 8.6% for PPQ's a year for the next 10 years. Furthermore, since the valuation's general inflation assumption is 3%, it also means healthcare is assumed to level off at 1,S% over general inflation. Dental premium inflation is assumed to be a constant 3% per annum ' Actual 207 premium rates used for PEMHCA plans B~ January 2008 Executive Summary City of Alameda Retiree Healthcare Plan January 1, 2007 Actuarial Valuation Page 9 Miscellaneous SafetylAppvinted officials ^ Eligibility • Service and disabled retire directly from the City • CaIPERS re wires a e 50 & S YOS ^ Medical Benefit •PEMHCA Minimum • City pays full premiums for retiree and Employer Contribution spouse • PEMHCA Minimum Employer Contribution for Police retiree if Hired<71~111995 <15 YDS ~APDA only} Hired~71111995 <20 YaS AP4A&APMA • PEMHCA Minimum Employer Contribution: AB 2544 recent change to "Unequal Method."} - No longer prior year's retiree contribution plus 5% of active contribution - Now 5% of active contribution times years City in PEMHCA increase each year not greater than $100 per month} - Joined PEMHCA in 1992 for all bargaining units - New method im lementation date: Zoos ^ Dental Benefit • None • Self insured: currently MetLife, changing to Delta Dental • Ci a s all cost for retiree ^ Surviving • Contribution continues to surviving spouse S Ouse Benefit L) January 2008 October ~4, Zaa8 City of Alameda Retiree Healthcare Plan January 1, 2007 Actuarial Valuation Gpen Group Benefit Payment Pro~ections~ (Amounts in $000's) Fiscal Year Misc Police Fire Total 2007108 $110 $828 $923 $1,861 2008109 194 914 1,021 2,129 2009110 233 1,003 1,134 2,366 2410111 283 1,113 1,238 2,634 2011112 331 1,238 1,331 2,900 2012113 368 1,364 1,430 3,158 2013114 409 1,485 1,541 3,435 2014115 452 1,625 1,656 3,733 2015116 497 1,759 1,779 4,035 2016117 542 1,885 1,915 4,342 2017118 606 2,072 2,130 4,808 2018119 659 2,231 2,312 5,202 2019120 713 2,394 2,500 5,607 2020121 769 2,560 2,691 6,020 2021122 826 2,731 2,888 6,445 2022123 884 2,906 3,089 6,879 2023124 944 3,086 3,296 7,326 2024125 1,005 3,270 3,507 7,?82 2025126 1,068 3,458 3,724 8,250 2026127 1,133 3,652 3,947 8,732 2027128 1,199 3,850 4,175 9,224 2428129 1,266 4,053 4,408 9,727 2029134 1,336 4,261 4,b48 10,245 2030131 1,407 4,475 4,593 10,775 2031132 1,450 4,693 5,145 11,318 2032133 1,555 4,917 5,403 11,875 2033134 1,631 5,147 5,667 12,445 2034135 1,710 5,383 5,938 13,031 2035136 1,790 5,624 6,216 13,630 2036137 1,873 5,872 6,501 14,246 Totals 27,273 89,845 97,042 214,164 ~ Assumes the number of City employees remains constant. 4'A.^Y; ~~~ O:1ClientslCi of Alamedal0}'EBI1 1 20x7 vallResults i of Alam 2007 ~+Ity rroL111C1~ ty _ _ IC ty eda OPEB Results BP Exhibit Attachment B to Agenda Item #6-A 1 ~-Z1-48 N ~ ~ ~ ~ ~ ~ ~ U v o ~~ ~ ~ C C .y m m N C 0 E Q C L L nom, ^~, W •V G 1~ ~J V+ +~+~ A~ W ~` ^~ ^~ W ~~ MW ii`~l a~ a a~ 0 ~ O ~~ O S~, O~ ~ n 0 ` ~~c, O~ 6~ 0 `~ ~ ~c' SA O c~'~, O~, t ~ i ~~ s~ o~ c~ o~ s~ o~ ~'~ o~, << o~ ° ° ° o o o 0 0 0 0 0 0 0 0 0 o ~ o ('') hl N ~ ~ ~ o ° ° o o 0 0 0 0 0 0 0 0 0 ~ o ~ - - ~ °~ mar' °o 0 0 0 b4 b3 ~} City Council Attachment C to Agenda Item #6-A 'I ~-21.08 $28,160,000 City of Alameda Police & Fire Retirement System (4.5% Investment Rate) (Plans 1079 and 1082) Sources & Uses Dated D1lD1l2DD9 ~ Delivered D1lD1l2DD9 Sources 4f Funds Par Amount of )3onds $28,160,000.00 Total Sources $28,1b0,ODD.OD Uses of Funds Total Underwriter's Discount {0.500%} -...... ............................................................................................................................................... 140,800.00 Costs of Issuance . ... .,, ,,,, , ,,,,,, ,, ,,,,,,, ,, ,......................................-.....-..-..................-........-....... 200,000.00 .........._..........................,,....-......,......---........-....-..--......-,.-.-,............................. e osit to Debt Service Reserve Fund (DSRF} D ......_.. .-...-....__......._........_ ............................._.............................................,,.,......,..............................__................................................... _....,.,..,.-...-.,........................,,,.,., 2159,000.00 ....._..-...-..........-.....................-...............-........-..... p ,,,. .. ,,, ~ - ...., traction Fund De....oslt to Pro.. ect...... ons..._ ............................................................................................_...-....-...-........,. 25,656,498.09 Rounding.Amount ............... ..................... ......................................... 3,701.91 Total Uses $28,16D,ODO.OD ALAMEDA PolicelFire 4.5°/0 ~ SINGLE PURPOSE ~ 912212QQ8 ~ 2:Q9 PM $28,160,000 City of Alameda Police & Fire Retirement System (4.5 % Investment Rate) (Plans 1079 and 1082) Net Debt Service Schedule Date Principal Coupon Interest Total P+I DSR Net New DIS x71x1/2009 - - 915,200.00 915,2x0.x0 (48,577.50) 866,622.50 a71x11201x 325,oxa.xx G.50x°i° 1,83x,400.00 2,155,4xx.xx (97,155.xx) z,x5s,245.xo 07/01/2011 345,000.00 6.500% 1,809,275.00 2,154,275.00 (97,155.00) 2,057,12x.00 07/0112012 37x,000.00 6.500% 1,786,850.00 2,150,850.00 (97,155.00) 2,059,695.00 07101!2013 395,000.00 6.500% 1,762,800.00 2,157,$00.00 (97,155.00) 2,060,645.x0 ,,,.,.,.0 7/0112014 . ............. ~~ ~~~~ .............. 420,00x.00 6.500% 1,737,125.00 2,157,125.00 (97,155.00) 2,059,970.00 07/01/2015 445,00x.00 6.500% 1,709,825.00 2,154,825.00 (97,155.00) 2,057,670.x0 0710112x1b 475,000.00 6.500% 1,680,900.00 2,155,900.00 (97,155.00) 2,058,745.00 071x112017 505,000.00 6.500% 1,650,025.00 2,155,025.00 (97,155.00) 2,057,$70.00 07/01/2018 540,000.00 6.500% ],617,200.00 2,157,200.00 (97,155.00} 2,060,045.00 ... ~7..........._._........... /01/2019 .... ,. , 575,000.00 6.500% 1,582,100.00 2,157,100.00 (97,155.00) 2,059,945.00 07/01/2020 610,000.00 6.500% 1,544,725.00 2,154,725.00 (97,155.00) 2,057,570.00 07/01/2021 650,000.00 6.500% 1,505,075.00 2,155,075.00 (97,155.00} 2,057,920.00 07/01/2022 695,000.00 6.500% 1,462,$25.00 2,157,825.00 (97,155.00) 2,060,670.x0 0710112023 740,000.00 /° 6.500.._.. 1417 650.00 2157 50. 5 . ...... .............. x710112024 ... ............... 7$5,000.00 6.500% 1,369,550.00 2,154,550.00 (97,155.00} 2,057,395.00 07/01/2025 84x,000.00 6.500% 1,318,525.00 2,158,525.00 (97,155.00} 2,061,370.00 07/01/2026 895,000.x0 6.500% ],263,925.00 2,158,925.00 (97,155.x0} 2,061,770.00 07/01/2027 950,000.00 6.500% 1,2x5,750.00 2.,155,750.00 (97,155.00) 2,058,595.00 07101/2028 1015 000.00 ..................... ' ~ . .......-----...........Ox% 6.5.. ................_........... 1,144,00x.00 .-....-........_-.,,-...~..~..~............-....------. 2,159,000.00 ......-...................,.....~. _...__...._........... (97,155.00} .-_.........-...........................-........-.......-....-...-... 2,061,845.00 .-...-..-........................__....__._....._...... ..... ...........__ .......... .....-. x710112029 ..........._- .---.. ._.._~ . 1,08x,000.00 6.500% 1,078,025.00 2,15$,025.00 (97,155.x0} 2,060,870.00 07/01/2030 1,150,000.00 6.500% 1,007,825.00 2,157,825.00 (97,155.00} 2,060,670.00 47/01/2031 1,225,000.00 6.500% 933,075.00 2,158,075.00 (97,155.00) 2,06x,920.00 07/01/2032 1,305,000.00 6.500% 853,450.00 2,158,450.00 (97,155.00) 2,461,295.x0 07/01/2033 1,385,000.00 6.500% 768,625.00 2,153,625.00 (97,_155.00) - 2,056,470.00 -- 07/01/2034 1,480,000.00 6.500/° 678,600.00 2,158,600.00 (97,155.00} 2,06],445.00 07/01/2035 1,575,000.00 6.500°/fl 582,400.00 2,157,400.00 (97,155.00} 2,060,245.00 07/01/2036 1,675,000.00 6.500% 480,025.00 2,155,x25.00 (97,155.00) 2,057,870.00 x710112037 ],7$5,400.x4 6.500% 371,150.00 2,156,150.00 (97,155.00) 2,058,995.00 07/01/2038 1,900,04x.04 6.500% 255,125.00 2,155,125.00 (97,155.00} 2,057,970.00 07/01/2039 2,025,000.00 6.500% 131,625.00 2,156,625.00 (2,256,155.x0) (99,53x.00) Total $z8,160,DDD.DD - $37,453,65D.DD $65,613,65D.DD (5,1ZZ,2Z7.5D} $6D,491,42Z.5D ALAMEDA PolicelFite 4.5°/° ~ SINGLE PURPOSE ~ 91221200$ ~ 2'49 PM $zs,~6o,000 City of Alameda Police & Fire Retirement System (4.5% Investment Rate) (Plans 1079 and 1082) Operation Of Project Construction Fund Date Principal Rate Interest Receipts Part 1 of 2 Disbursements Cash Balance 01/01/2009 2,$09,123.00 4.5000000% - 2,809,123.25 2,809,123.00 4.25 01/01/2010 1,682,712.64 4.5000000°/fl 1,039,698.38 2,722,410.99 2,722,411.00 0.24 01/01/2011 1,656,415.59 4.5000000% 963,124.41 2,619,540.00 2,619,540.00 0.24 01/01/2012 1,617,839.$5 4.5000000% 887,747.]5 2,505,5$7.00 2,505,587.00 0.24 01/01/2013 1,567,697.67 4.5000000% $14,125.32 2,3$1,822.99 2,3$1,823.00 0.23 01/01/2014 1,510,130.72 4.5000000% 742,785.28 2,252,916.00 2,252,916.00 0.23 01/01/2015 1,444,535.10 4.5000000% 674,064.$9 2,118,599.99 2,118,600.00 0.22 01/01/241 b 1,373,992.47 4,5000000% 608,329.52 1,982,321.99 1,9$2,322.00 0.21 01/01/2017 1,297,544.72 4.5000000% 545,804.27 1,843,344.99 1,843,345.00 0.20 011011201$ 1,217,886.94 . .. .. ...... 4.5000000% ...............................__..w._._....--....... 486,758.46 ...............................-.....-............-...............,.,.-, ],704,645.04 .........-........................_............................................... 1,704,645.00 ................. -- 0.20 ..................-....._.......................,....-. 01101l2019 -..-..-.........................._.._....~. . - . 1,133,935.41 4.5004000% 431,336.59 1,565,272.00 1,565,272.00 4.20 01/41/2020 1,447,619.55 4.5004000% 379,735.45 1,427,355.00 1,427,355.00 0.24 01/01/2021 961,044.78 4.5000004% 332,062.21 1,293,106.99 1,293,107.00 0.19 01/01/2022 873,604.33 4.5000004% 288,328.66 1,161,932.99 1,161,933.00 0.18 01/01/2023 787,476.$0 .. .. ~... ........ 4.5000000% ................. .............,..,.,.-..,. -......... 24$,574.21 ...............-..-.-..........,........_....-..........-............ 1,036,051.01 ..._..............._.,,..,,.,,,,,,,.,,.-,...-...._........................... 1,036,051.00 ........................,........._................ ......................_........ 0.19 ...........................,,_~,,, ..~._...__._ ............._w.._.....,-.....--.- 41/01/2024 ,- ...........-..........-........ -„ ,.., . 703,743.90 4 4.5040000 /° 212,739.09 916,482.99 . 916,483 00 0.18 41/41/2025 622,613.65 4.5000400% 184,714.35 803,328.00 $03,32$.00 0.18 01/01/2026 547,359.44 4.5000040% 152,381.53 699,740.97 699,741.40 0.15 01/01/2027 47$,117.73 4.5000000% 127,473.26 605,590.99 605,591.04 0.14 01/01/2428 414,550.08 . 4.5000000% ,.... ~.,..,,,..,-. ~ ] 05,7 ] 5.91 ................ .. . .. . .._-.-....----...._.. . 520,265.99 .....----.....-----~- 520,266.04 rv. , ., 0.13 ................. ....-...0110112029 ............ . .358,855.b9... .. 4. 540a000% G'$~ 1 . 2 ~ g 445,706.98 445,707.OQ 0.11 01/01/2030 308,986.86 4.5000000% 70,521.12 379,507.98 379,508A0 0.09 01/41/2031 265,648.72 4.5000400% 86,464.28 322,109.00 322,] 09.00 0.09 01/01/2032 22$,348.38 4.5004000% 44,371.61 272,719.99 272,720.00 0.0$ 01/0112033 197,389.65 . 4.5000040% .... . . 33,980.33 .................. .........,...,. 23],369.98 ................. .....,,...,....,,.,..., „ 231,370.00 . ,.................... 0.46 ................_.... . ........4110112034 ............. ........._.-.........1..69,06.3...1.2..... .. . 4.5000004% 24,997.$7 ~ ~4,OG099 194,061.00 Q.QS 01/41/2035 145,613.54 4.5000004% 17,304.44 162,917.98 162,91$.00 0.03 01/4112036 125,669.87 4.5040000% 10,678.11 136,347.95 136,348.00 0.01 01/01/2037 108,9$1.64 4.5000000% 4,958.35 113,940.99 113,941.00 - Total ~z5,65b,497.84 - X9,571,622.91 $35,2z8,1Z1.D0 $35,228,121.4 - ALAMEDA PolicelFire 4.5°I° ~ SINGLE PURPOSE ~ 9122120D8 ~ 2:49 PM ~Zs,16o,000 City of Alameda Police & Fire Retirement System ~4.5% investment Rate} Plans 1079 and 1052 Operation Of Project Construction Fund investment Parameters Par# 2 of 2 Investment Model [PV, G1C, or 5ecunties~ . ... .. . .. ......... ...... Default .:..........................................................................._.._.....................................................................,........................................ ........................................................... ... ...... ser a ine investment yield target ............................................................ Debt Payments v, Benefits Payments FY Ending Estimate Benefits Annual Debt Service Annual June 30, Payments (4,5% Return on invested Proceeds} SurpluslCost 20D9 $2,809,000 $866,623 $1,942,378 2010 $2,722,D00 $2,058,245 $663,755 2011 X2,620,000 $2,057,12D $562,880 2012 $2,506,000 $2,059,695 $446,3D5 2013 $2,382,OOD $2,D60,645 $321,355 2014 $2,253,000 $2,059,970 $193,030 2015 $2,119,000 $2,057,670 $61,330 2016 $1,9$2,000 $2,058,745 ($76,745} 2017 $1,843,000 $2,057,870 ($214,870} 2018 $1,705,000 $2,060,045 ($355,045} .^~.. ~~~ ~ 1119 20 $1,565,000 $2,059,945 ($494,945} 2020 $1,427,000 $2,057,570 ($630,570} 2021 $1,293,000 $2,057,920 ($764,920} 2022 $1,162,000 $2,060,670 ($898,670} 2023 $1,D36,000 $2,060,495 ($1,024,495} ............... - 2 0 2 4....... $916,000 $2,057,395 ($1,141,395} 2025 $803,000 $2,061,370 ($1,258,370} 2026 $700,D00 $2,061,77D ($1,361,770} 2027 $606,000 $2,058,595 ($1,452,595} 2028 $520,DOD $2,061,845 ($1,541,845} 2029 $446,000 $2,060,870 ($1,614,870} 2030 $380,000 $2,060,670 ($1,680,670} 2031 $322,000 $2,060,920 ($1,738,920} 2032 $273,000 $2,061,295 ($1,788,295} 2033 $231,000 $2,056,470 ($I,825,470} .~~~~ 1 ~Z034 $194,000 $2,061,445 ($1,867,445} 2035 $163,000 $2,060,245 ($1,897,245} 2036 $136,000 $2,057,870 ($1,921,870} 2037 $114,000 $2,058,995 ($1,944,995} 2038 $0 $2,057,970 ($2,057,970} ~~.~~~.~~~ 2039 $D -$99,530 $99,530 Total Surplusl(Cost} ($25,263,423} FY Ending June 30, Benefits Payments 4.5% Return on Bond Proceeds 2009 $2,809,000 $866,623 20 ~ 0 $2,722,000 $2,05 8,245 2011 $2,620,000 $2,057,120 2412 $2,546,400 $2,059,695 2013 $2,382,000 . .. $2,060,645 . ..... ................._.....--...,-........-...............-..- ...........2014..-...... ..........-„-.-,,,..,, .,,......,................ ~ 2 253 000 ~ y $2,459,974 2015 $2,119,000 $2,057,670 2016 $1,982,000 $2,058,745 2017 $1,843,400 $2,057,870 2418 $1,705,000 $2,460,045 . 019 $1,565,400 $2,059,945 2020 $1,427,044 $2,057,570 2021 $1,293,000 $2,05 7,920 2022 $1,162,040 $2,060,670 2423 $1,436,440 $2,060,495 2424 $916 000 $2,057,395 2025 $803,400 $2,061,370 2026 $740,400 $2,461,774 2027 $606,004 $2,058,595 2028 $520,000 $2,061,845 2029 $446,400 $2,060,870 2430 $380,400 $2,060,670 2031 $322,800 $2,060,920 2032 $273,000 $2,061,295 2033 $231,000 $2,056,470 2434 $194,040 $2,061,445 2435 $163,000 $2,060,245 2036 $136,400 $2,057,870 2037 $114,004 $2,058,995 2038 $0 , , $2,057,970 .................................._......- -....-...._........... -..-243 9 ..-.. ................-....................-....................... . $p -$99,530 ~23,~~0,000 City of Alameda Police & Fire Retirement System 7.75% Investment Rate Plans ~o7g and ~o~~~ Sources & Uses Dafed 011D~12009 j DeEivered o~1D~12oD9 Sources Of Funds Par Amount of Bonds ~23,420,OOO.DO Total Sat~rces ~Z3,4ZO,OOD.00 Uses ~f Funds Total Underwr7ter's Discount (0.500%) .. .............._..~.~._,.._...........-.........__.._..._..,... ,,,,.......__M............,, .. 117,100.00 is o_f Issuance __ Cos ....._ ....................._.....................................,,....,... ..........,..,...,,,,, ., ,, ,.. . .._ ... 200 DD0.00 ..._..............-..~ ......,,.,,,,,,,,,,,..,....,...................... Reserve Fund (DSRF) os~t to Debt Servxce De p 1,795,900.00 Deposit to Project Construction Fund 21,305,318.74 Rounding Amount 1,6812b Total Uses ~Z3,420,000.00 AI.AMEDA PolicelFire 7.75°/0 ~ SINGLE Pl1RP05E ~ 9/2212008 ~ 2:08 PM ~Z3,4Z0,000 City of Alameda Police & Fire Retirement System (7.75% Investment Rate) (Plans 1079 and 1082) Net Debt Service Schedule Date Principal Coupon Interest Total P+I DSR Net New DIS 07/01/2009 - - 761,150.00 761,150.00 (69,591.] 3} 691,558.87 07/01/2010 270,000.00 6.500% 1,522,300.00 1,792,300.00 (139,182.26) 1,453,117.74 07/01/2011 290,000.00 6.500% 1,504,750.00 1,794,750.00 (139,1$2.26} 1,E55,567.74 07/01/2012 310,000.00 6.500% 1,485,900.00 1,795,900.00 (139,182.26} 1,656,717.74 07/01/2013 330,000.00 6.500% 1,465,750.00 1,795,750.00 (139,182.26} 1,656,557.74 07/0112014 350,000.00 6.500% 1,444,300.00 1,794,300.00 (139,182.26) 1,655,117.74 07/01/2015 370,000.00 6.500% 1,421,550.00 1,791,550.00 (] 39,182.26) 1,652,367.74 071011201E 395,000.00 6.500% ],397,500.00 1,792,500.00 (139,182.26} 1,653,317.74 07/01/2017 420,000.00 6.500% 1,371,825.00 1,791,825.00 (139,182.26} 1,652,642.74 07/01/2018 450,000.00 E.500% 1,344,525.00 ],794,525.00 (139,182.26} 1,655,342.74 ............................ 07/01/2019 480,000.00 6.500°/a 1,315,275.00 1,795,275.00 (139,182.2b} 1,65b,092.74 07/01/2020 510,000.00 6.500°/a 1,2$4,075.00 1,794,075.OD (139,182.26} 1,654,892.74 07/01/2021 540,000.00 6.500°/a 1,250,925.DD 1,790,925.OQ (139,182.26) 1,651,742.74 07/01/2022 575,000.00 6.500% 1,215,825.00 1,790,825.OD (139,182.26) 1,651,642.74 07/01/2023 ...._ ...... ...._. _. ~ - G15,D00.00 ...... ......... '--.... E.500% .........--.._... . - ....--- 1,178,450.D0 .......-.-....... ....._..~ .. ],793,450.00 ........,...,-,- -.._... (139,I82.26} .................. . . ......_.--..,-.. . ._ 1,654,267.74 ..__.-.-....., ,,, . .,....,,,,,,,. ~ - -- 0710112024 655,000.00 ~.500° /a ~ 138 475.00 1 793 475.00 ~ ~ 182.2 3 9 ( ~ ) ] ~ g 54 2 2.74 07/01/2025 695,000.00 6.500°/a 1,095,900.00 1,790,900.00 (139,182.26} 1,651,717.74 071011202E 745,000.00 6.500% 1,050,725.00 1,795,725.00 (139,182.26} 1,656,542.74 07/01/2027 790,000.00 6.500°/a 1,002,300.00 ],792,300.00 (139,1$2.26} 1,653,117.74 07/01/2028 840,000.00 6.500% ............. 950,950.00 ....................... ._... 1,790,950.00 .......- ... . (139,182.26} ..._ 1,65],7E7.74 ......-071011202g .._ ......................895,OD0.00-- 6.500% 896,350.00 ,791,350.00 ] (139,182.26} 1,652,167.74 07/01/2030 955,000.00 5.500% 83$,175.00 1,793,175.00 (139,182.26} 1,653,992.74 07/01/2031 1,015,000.00 6.500% 776,100.00 1,791,100.00 (139,182.26} 1,651,917.74 07/01/2032 1,085,000.00 6.500% 710,125.00 1,795,125.OD (139,182.26} 1,655,942.74 07/0112033 1,155,000.00 6.500% 639,600.00 ],794,600.00 (139,182.26) 1,655,417.74 07/01/2034 1,230,000.00 6.500% 564,525.00 1,794,525.00 (139,1$2.26} 1,E55,342.74 07/01/2035 1,310,000.00 6.500% 484,575.00 1,794,575.00 (139,182.26} 1,655,392.74 07/0112036 1,395,000.00 6.500% 399,425.00 1,794,425.00 (139,182.26) 1,655,242.74 07/01/2037 1,455,000.00 E.5D0% 308,750.00 1,793,750.00 (139,182.26} 1,654,567.74 07/01/2038 1,580,000.00 .... .. 6.500°/a _....~....... .............. 212,225.00 _._.........._........................................._........_......, ],792,225.00 . ,,..-.-,_.._.__.........................._......._ (139,1$2.26) .............................................._.__...__......_.... 1,653,042.74 ..~.....,.,,_..._.....,-.........._-.................. .......0710112039._...__. .......~.'685,000.00 G.500 % 109,525.00 1,794,525,00 (1,935,082.26} (140,557.26} Total 523,4zD,DDD.DD - $31,I41,8z5.DD $54,56I,8z5.DD (6,D4D,958.93) $48,5~D,866.D7 ALAMEQA PalicelFre 7.75°I° ~ SINGLE PURPOSE ~ 912?J2008 ~ 2:08 PM X23,420,000 City of Alameda Police & Fire Retirement System X7.75% Investment Rate} (Plans 1079 and 1082) Operation Of Project Construction Fund Date Principal Rate Interest Receipts Part ~ of ~ Disbursements Cash Balance D110112009 2,809,123.00 7.75000D0% - 2,809,123.62 2,809,123.00 0.62 01/01/2010 1,261,182.68 7.7500000% 1,461,22$.31 2,722,410.99 2,722,411.00 O.b1 01/01/201 ] 1,257,947.09 7.7500000% 1,361,592.91 2,619,540.00 2,6] 9,540.00 0.61 01/01/2012 1,243,373.8E 7.7500000% 1,262,213.13 2,505,586.99 2,505,587.00 0.60 01/01/2013 1,217,838.35 7.7500000% 1,163,9$4.65 2,381,823.00 2,381,823.00 0.60 01/01/2014 1,1$5,142.47 7.7500000 /° 1,067,773.52 2,252,915.99 2,252,91 6.00 0.59 01101/2015 1,144,454.57 7.7500000% 974,145.41 2,118,599.98 2,118,600.00 0.57 011011201E ],098,590.28 7.7500000% 883,731.71 1,982,321.99 1,982,322.00 0.56 01/01/2017 1,046,403.62 7.7500000% 796,941.36 1,843,344.98 1,843,345.00 0.54 01/01/2018 990,371.14 7.7500000% ..._._.__._. .. 7]4,273.84 . ............... .... __ ..._..-. 1,704,644.9$ ................ ... ..... ~1,704,E45.00 ........ .................................................. 0.52 ..........._............................ ......._........._.. ,,,,,,.. ......... 0110112019.~~~~.~ .._. . ..................._,...39.01 . 929 2 _..... ~......... ....._7.7500000°/° 7 63E,032.9 ~ ~~~'271'~5 1,565,272.00 0.50 01/01/2020 864,733.34 7.7500000% 562,621.64 1,427,354.98 ],427,355.00 0.48 01/01/2021 798,800.63 7.7500000% 494,306.35 1,293,106.98 1,293,107.00 0.46 01/01/2022 730,733.12 7.7500000% 431,]99.86 1,161,932.98 ],161,933.00 0.44 01/01/2023 ,,,,,,,,,,,,,,,,,,,,,,_.....__......................... 662,580.17 .................._....._............__......,.,,,....._.. 7.7500000% ..._...... _...... _.._,_._..._,.......................... 373,470.80 _......__._..._._..............................................__,. 1,036,05D.97 .,,..._,..__..,_......_...................................................... 1,036,051.00 ................................._....._......, ,.,.._,...,,,,,.._... _...._--........ 0.41 ..._....,...............,.__..,..,..,,, 01/01/2024 595,357.07 o 7.7500000% 321,125.93 91b,483.00 416,483.00 0.41 01/01/2025 529,236.18 7.7500000% 274,091.79 803,327.97 803,328.00 0.38 011011202E 467,459.69 7.7500000% 232,2$1.31 699,741.00 E99,741.00 0.38 01/01/2027 410,239.71 7.7500000% 195,351.26 605,590.97 60S,59I.00 0.35 01/01/2028 357,32_4.28 .. .. ...... 7.7500000% ....... ............ 162,941.68 ..__........... .............. '.. 52D,265.9E ..................._ ......_.....__..._., 52D,266.00 , ... 0.31 .......0110112029._ ............ .... __.... . 310,994.47 7.7500000% 134 712.51 445 706. 98 ' 445 707.00 0.29 01/01/2030 269,364.54 7.7500000% 1 ] 0,143.46 379,508.00 379,508.00 0.29 01/0112031 233,245.74 7.7500000% 88,863.24 322,108.98 322,109.00 0.27 01/01/2032 202,283.49 7.7500000% 70,436.46 272,719.95 272,720.00 0.22 01/01/2033 176,914.19 7.7500000% ......... ...... 54,455.75 ......._......._..__...__. _~,,...__...__._............ 231,369.94 ..._._................_....... .. 231,370.00 ....,, ............................................_... 0.]6 ........................................... .......0110112034.._~.... ~.,,...,,..._ 153,581 7.1....... . ...._..7.75 00000% ' 40 479.25 ?060.96 194 4,061.00 19 0.12 01/01/2035 134,571.92 7.7500000% 28,346.05 162,917.97 162,918.00 4.09 01/01/2036 118,633,31 7.7500000% 17,714.66 136,347.97 136,348.00 0.06 01/01/2037 105,598.49 7.7500000% 8,342.45 113,940.94 113,941.00 - Total $21,305,318.12 - $13,9ZZ,$OZ.Zb ~35,Z28,121.00 $35,228,121.00 - ALAMEDA PolicelFire 7.75°/0 ~ SINGLE PURPOSE ~ 9!2212008 ~ z:OB PM ~Z3,4ZO,ooo City of Alameda Police & Fixe Retirement System 7.75% Investment Rate} Plans 1079 and 1082} Operation Of Project Construction Fund Part2of2 investment Parameters Investment Mode] [PV, GIC, or Securities GIC .,......._ ..................._..-......................--,.,.,,,,,....._.........-.,......,.,....-.....................,_~-..-........................,..,.-...,-................ -................... .........._._.-.......,--,......................-.....-....................-...............,.......,.................................................................User Defined Default investment yield target . Cash Deposit Q•6~ Cost of Investments Purchased with Bond Proceeds 21,3QS,3181 Total Cost of Investments $21,305,318.74 . bond yield Target Cost of Investments ....................~...-............................-,,,,,.,.......-.....................,.,.,,-........................._._........-..,..__..........---, __ at .... $22,SD0, ] 47.88 _._........... -,,,-.__..........-.,-....,,-„_.._..._...........................,......_...--..........,...,...._,...,.....,........... . . „..........--_,_, . .. ...... ..... ,.,.. ,. , negate e) arbitrage Actual positive or.-~ ............._.............,........,,........-.........-....._„ ................,...-....--............_..-.......-...- ....-..................................,,..,.-....._.... ...............-..... 1,44,824.14 ..- ......,.......,_.... -....-.......-...........-...........................,.,.,...,.,,,,,„ .......,...,........................................... Yield to Receipt 7.75DDODQ% Yield for Arbitrage Purposes 6.500DaaQ% ALAhAEQA PalicelFire 7.75% ~ SINGLE PURPOSE ~ 912212ooB ~ 2:°8 PM Debt Payments v. Benefits Payments FY Ending Estimate Benefits Annual Debt Service Annual June 30, Payments 7.75% Return on Invested Proceeds} SurpluslCost 20D9 $2,809,000 $691,559 $2,117,441 2010 $2,722,DDD $1,653,118 $1,068,882 2011 $2,620,000 $1,655,568 $964,432 2012 $2,506,OOD $1,656,718 $849,282 2013 $2,382,000 $1,656,568 $725,432 2014 $2,253,000 $1,655,118 $597,882 2D 15 $2,119,DOD $1,652,368 $466,632 2016 $1,982,DOD $1,653,318 $328,682 2017 $1,843,000 $1,652,643 $190,357 2018 $1,705,D00 $1,655,343 $49,657 2019 $1,565,000 $1,656,093 x$91,093} 2020 $1,427,D00 $1,654,893 x$227,893} 2021 $1,293,ODD $1,651,743 x$358,743} 2022 $1,162,000 $1,651,643 x$489,643} 2023 $1,036,000 $1,654,268 x$618,268} 2024 $916,000 $1,654,293 x$738,293} 2D25 $803,000 $1,651,718 x$848,718} 2026' $700,000 $1,656,543 x$956,543} 2027 $606,000 $1,653,118 x$1,047,118} 2028 $520,000 $1,651,768 x$1,131,768} 2D29 $446,000 $1,652,168 x$1,206,168} 2030 $380,000 $1,653,993 ~$1,Z73,993} 2431 $322,000 $1,651,918 x$1,329,918} 2032 $273,000 $1,655,943 x$1,382,943} 2033 $231,400 $1,655,418 x$1,424,418} 2034 $194,000 $1,655,343 x$1,461,343} 2035 $163,000 $1,655,393 x$1,492,393} 2036 $136,000 $1,655,243 x$1,519,243} 2037 $114,DD0 $1,654,5 68 x$1,540,568} 2038 $0 $1,653,443 x$1,653,043} 2039 $0 -$140,557 $140,557 Total Surplusl(Cost} x$13,292,866} 7.75% Return of Bond Proceeds $691,559 $1,653,115 $1,655,568 $1,656,715 $1,656,568 $1,655,718 $1,652,368 $1,653,318 $1,652,643 $1,655,343 $1,656,093 $1,654,893 $1,651,743 $1,651,643 $1,654,268 $1,654,293 $1,651,718 $1,656,543 $1,653,118 $1,651,768 $1,652,168 $1,653,993 $1,651,918 $1,655,943 $1,655,415 $1,655,343 $1,655,393 $1,655,243 $1,654,568 $1,653,043 -$140,557 CITY OF ALAMEDA Memorandum To: Debra Kurita, City Manager From: Kevin Kennedy, Chair Fiscal Sustainability Committee Date: September 23, 2405 Re: ,Recommendation to Contribute to an irrevocable Trust for Other Post Em to ment Benefits BACKGROUND The City Council considered adopting an ordinance establishing an irrevocable trustfund for Other Past Employment Benefits ~OPEB}, The City Council requested the Fiscal Sustainability Committee recommend a minimum trust fund contribution level for inclusion in an ordinance. DISCUSSION In preparing this recommendation, the Fiscal Sustainability Committee considered the January 2001 Governmental Accounting Standards Board Statement 45 GASB 45} Actuarial Valuation Report. It also considered related information presented by staff. The Governor's Commission on Public Employee Post-Employment Benefits, in their comprehensive report titled "Fu~q Pensions.,and ,.,Retiree Healthcare for Public Em ~ to ees", states as their first recommendation the followin : "Public a envies rovidin~ g g p g OPFB benefits should adopt prefunding as llreir policy. As a policy, prefunding OPE,B benefits is ~usf as important as prefunding pensions. The ulfimafe goal or a prefunding policy should be to achieve full funding" Section ~ ,Page 5}. The GASB 45 Actuarial Valuation Report performed for the City of Alameda, in January 2007, indicates an actuarial accrued liabilityof over$l5 million assuming no prefunding, as has been past practice regarding OPEB benefits. The City's current method of "pay-as- you-go" requires expenditures of $2. ~ 29 million in the current fiscal year, tilvhile GASB 45 does not mandate funding the accrued liability, good financial practices indicate the necessity to do so. The Report presented various plans for how to reduce this liability over time, including a 30-year amortized schedule with relatively constant annual contributions, and a "ramp-up"plan that begins at a lower funding level and increases annually to achieve full funding. Prefunding this liability has several advantages to the "pay-as-you-go" approach including, but not limited to, improved credit ratings for the City, the mitigation of a continually growing payment requirement, and possible savings over time as invested balances earn returns in excess of inflation rates. City Council Attachment D to Agenda Item #B-A 1 ~-Z1-o8 Debra Kurita Se tember 23 2005 . p , City Manager Pa e 2 of 2 9 It is important to note that the fixed 30-year amortized payment to achieve full fundin of . ... g these accrued I~abil~t~es amounts to over $2.4 million in additional contributions in the current fiscal year over the present $2. ~ million being funded for a total of $4.5 million. If the objective of reaching full prefunding, as recommended by the Governor's Commission is adopted by the City Council, 4PEB funding would need to be increased b an avers a of .. Y g $2.0 million annually. The "phase-in" approach, as presented in the Actuarial Report, la s out a course for the . Y City to achieve full funding over 30 years, but with afive-year " hose-in" eriod where p p payments begin at a lower level and ramp up to a level slightly higherthan the flat 30- ear . Y amortized payment. This approach would require increased ~PEB funding in the current fiscal year of approximately $979,000. With this information, but without completing the assignment of forecastin eneral bud et 9g g trends as the basis for fiscal policies and resource allocation decisions by the Cit Council, . ~ Y and within the time allowed by the City Council, the Committee ~s recommendin an . g amount of $2,313,000 as the amount to contribute ~n calendar year 2008 to the irrevocable trust for ether Post Employment Benefits. This number is derived from the full Annual Required Contribution amount pages 4l and 49 of the report , $4,502,090, less the } estimated actual payments during Fiscal Year 2008-2x09 of $2,129,000. This amount should be contributed from cash with no new debt. The recommendation is for the first year contribution. A new actuarial re ort is re wired as .. p q of January 2009, which wail provide a revised liability amount. Add~tionall , an chan es to Y Y 9 the benefit structure will also alter the amount of the total liability, a step the Cit Council . Y may need to consider. BUDGET CaNSIDERATIGNIFINANCIALlMPACT The Committee has not, as yet, had time to complete its comprehensive review. The impact on the General Fund of this recommended $2.4 million contribution ma be to y further reduce the fund balance to the extent that Fiscal Year 2908-2009 actual revenues and expenditures are meeting budget. REC~MMENDATIGN The Fiscal Sustainability Committee recommends contributin $2,313,000 to the g irrevocable trust for Other Post Employment Benefits in calendar year 2998. R tfu submitt d, e Kennedy, air Fiscal Sustainabiiity Committee CITY OF ALAMEDA Memorandum To: Honorable Mayor and Members of the City Council From: Debra Kurita City Manager Date: October 21, 2005 Re: Receive a Report on the Impact of Chuck Corica Golf Complex Fee Increases BACKGROUND During the meeting of August 19, 2008, the City Council adopted a motion increasing a number of fees at the Corica Golf Complex. Also included in the motion was direction for staff to provide an update on the impacts of the increases following the initial 30 days of implementation. The new fees were implemented on September 1, 2008. DISCUSSION A comparison of the number of rounds played and the revenue generated for the month of September 2008 versus September 2001 shows that 901 more rounds were played in September 2008 versus the same month the prior year. In September 2001, the Golf Complex received $249,903 from per use green fees monthly ticket sales, while in September 2008, the Golf Complex received $268,369 from per use green fees and monthly ticket sales, for an increase of $18,466. A comparison of the remaining revenue sources for the Golf Complex, including cart rentals, pro shop sales, golf lessons, and driving range proceeds, yields a reduction of $17,611 for the month of September 2008 as compared to September 2007. This reduction may be due to the downturn in the economy or to golfers choosing to spend their limited dollars paying the extra greens fees rather than renting a cart or purchasing goods at the Pro Shop. BUDGET CONSIDERATIONIFINANCIAL IMPACT The fee increases implemented September 1, 2008, raised revenues at the Golf Complex for the month of September and did not have a negative impact on the level of play in September. However, the month of September is traditionally one of the stronger months of the year due to the relatively longer days and favorable weather. Given that it wil! be difficult to sustain the same level of increase during the less popular City Council Agenda Item #6-B 10-21.08 Honorable Mayor and Members of the City Council October 21, 2008 Page2of2 and more weather-sensitive season of November through February, it is unlikely that the fee increases implemented on September 1 will substantially reduce the projected shortfall at the Golf Complex. RECOMMENDATION This report is provided for informational purposes only. No action is necessary. Respectfully submitted, Dale Lillard, Director Alameda Recreation, Parks & Golf Operations DL:bf CITY ~F ALAMEDA Memorandum To: Honorable Mayor and Members of the City Council From: Debra Kurita City Manager Date: October 21, 2005 Re: Authorize the City Manager to Negotiate a Master Siting Agreement with AT&T to Upgrade Their Distribution System in order to Provide Project Lightspeed Services in Alameda, and to Execute all Necessary Documents to Im lement the Project BACKGROUND In September 2006, the state's Digital Infrastructure and Video Competition Act of 2006 ~DIVCA} was signed into law. This new law changed the franchising and regulato . .. ry structure for the provision of cable television services in California. Under DIVCA, video service franchises may be granted exclusively by the California Public Utilities Commission ~PUC} rather than by local franchising entities. ~n March 34, 2007, the PUC issued a California Video Franchise to AT&T for the Project Lightspeed Initiative Lightspeed} in Alameda. Construction of AT&T's Lightspeed network upgrade is regulated by Sections 7901 and 7901.1 of the California Public Utility Code, which allow a telephone corporation, such as AT&T, the right to build their network in the public right-of-way. The work must not interfere with the public's use of the right-of-way, and is subject to a municipality's reasonable requirements regarding time, place, and manner of installation. DISCUSSION Currently, AT&T has 110 Serving Area Interface ~SAI} cabinets throughout the City. These cabinets provide standard telephone services, including DSL for Internet access. AT&T's Lightspeed is upgrading California's broadband infrastructure by bringing fiber optic cabling closer to customers' homes. Improving and increasing bandwidth allows AT&T to offer U-Verse Service, which is anext-generation interactive #elevision, video, and home entertainment service, along with super high speed Internet service, all through the telephone line. AT&T has notified the City of its plan to initiate Lightspeed service in Alameda. The overall construction is expected to take up to 1 S months. To upgrade the existing residential services to provide Lightspeed capabilities, AT&T anticipates installing one new Lightspeed cabinet for each existing SAl cabinet; these cabinets will be paired and connected. The Lightspeed cabinets are approximately 4 feet tall by 4 feet 11 inches wide by 2 feet 5 inches deep in their typical installation; City Council Agenda Item #6-C 'I 0-21-~8 Honorable Mayor and October 21, 2o0S Members of the City Council Page 2 of 4 higher and lower capacity cabinets have the same height but differing depth, and may be installed adjacent to the existing SAI cabinets or up to 150 feet away, Attachment 1 is a map submitted by AT&T that shows the locations of all existing SAI cabinets in the City, Each Lightspeed cabinet will be placed as close as possible to its companion SAI and connected to it by underground cable in conduit. This network design is referred to as Fiber to the Node ~FTTN}. Each node is designed to serve several hundred homes; the number of homes depends on the cable lengths between the two cabinets, the distance between the homes served, and the Lightspeed cabinet used. The Lightspeed cabinets will require an electrical connection to power the fiber optics and a cooling fan. The electrical service will be provided through an underground conduit from the nearest available power source. The cooling fan will operate only at certain ambient temperatures when additional cooling is needed. As a result of Alameda's cool nights, fan noise is not expected to be significant. Each FTTN will have an electric service meter. AT&T anticipates that little additional trenching will be needed. In most cases, AT&T will use existing fiber or pull fiber through existing conduit to the Lightspeed cabinets. Cabinet installation in underground districts - In 2001, the City Council adopted Resolution 13412 that established the policy that all utility equipmen#, such as cabinets and pedestals, within the public right-of-way of an underground district is installed underground. Exceptions to the policy may only be granted by the Public Works Director, or hislher designee, and require a mitigation plan specific to each installation location. Mitigation measures may include various types of visual screening up to and including flush mounting an existing above-ground pedestal. If flush mounting is not feasible, there is a schedule of alternative installation criteria, which may be authorized by the Public Works Director on asite-specific basis. Installation of utility equipment in the planting area is permitted as a last option and only with strong mitigation measures. The policy established in Resolution 13412 is fully incorporated in the Standard Conditions included as an exhibit in the Master Siting Agreement Attachment 2}. Draft Master Siting Agreement -Staff proposes to enter into a Master Siting Agreement Attachment 2} with AT&T for its Lightspeed operations. The A reement will g clarify the responsibilities for the City and AT&T regarding the permit processing, noticing obligations, financial obligations, and construction liabilities. Standard Permit Conditions - In accordance with DIVCA requirements, the City is required to process a complete permit application within 60 days. There will be up to approximately 110 Lightspeed cabinets proposed for the Lightspeed network upgrade, and each will require two or more City permits, such as encroachment and electrical. The permit review process will insure that each proposed installation site is constructed Honorable Mayor and October 21, 2008 Members of the City Council Page 3 of 4 with minimal impacts to the neighborhood. These impacts include right-of-way accessibility, aesthetics, and noise. In order to ensure the timely processing of permits, AT&T and City staff cooperatively developed a standard set of conditions for permit submittal and approval. Property owners and occupants within a 300-foot radius of each installation site will receive a mailed notice from AT&T that will include a digitally enhanced photograph of how the final installation will appear. Affected homeowners' associations and business districts are also required to receive a notice. Before the City issues a permit, AT&T is required to provide the City with a letter stating that the concerns raised by residents have been addressed to the satisfaction of the affected residents. If necessary, the City will meet with residents and AT&T to develop a mutually agreeable solution. If no agreement has been reached, AT&T may defer the application for a reasonable period, or the City may reasonably deny the permit. AT&T will send. a second notification to residents within a 300-foot radius of the cabinet at least 72 hours before the installation begins. Permit review or neighborhood comments may result in changes to the placement of cabinets and the mitigation measures required. The City's standard specifications for working within the public right-of-way are also included in Standard Permit Conditions. The draft Standard Permit Conditions are included in the Agreement. Graffiti -The Lightspeed cabinets are coated with agraffiti-resistant finish for ease of cleaning. AT&T also has a rapid response graffiti clean-up system for California communities, dispatching service personnel as needed to clean graffiti off of their cabinets. A special email system has been established for municipalities to report graffiti on AT&T cabinets. BUDGET CONSIDERATIONIFINANCIALIMPACT AT&T will maintain a deposit account with the City. Ali costs for permit review and construction inspection will be reimbursed from the deposit account in accordance with the City's Master Fee Resolution. The City will provide a detailed statement to AT&T on a monthly basis of the City charges against the deposit account. In addition, the City will receive a 5°/° franchise fee on the cable television services. MUNICIPAL CODEIPOLICY DOCUMENT CROSS REFERENCE There are no conflicts with the Municipal Code or policy documents. City Council policy for above ground installations within underground districts, Resolution 13412, and the requirements of Municipal Code Section 30-S4.1 have been incorporated into the proposed Standard Conditions. Honorable Mayor and Members of the City Council ENVIRONMENTAL REVIE~IIJ October 21, 2405 Page4of4 The Project Lightspeed Initiative as implemented in the City of Alameda is Categorically Exempt under California Environmental duality Act under Section 15303, which exempts installation of Small New Structures and Facilities, and Section 15304, minor alterations in the condition of the land. RECOMMENDATION Authorize the City Manager to negotiate a Master Siting Agreement with AT&T to upgrade their distribution system in order to ,provide Project Lightspeed Services in Alameda, and to execute all necessary documents to implement the project. Resp ctfully submitted, Matthew T. Naclerio Public Works Director ~~~1~~G~ ~~ By: Marge McLean 1st y~ Public Works Coordinator MTN:MM:gc Attachments}; 1. Map of AT&T Lightspeed Initiative in the City of Alameda for the next 12 months 2. Draft Master Siting Agreement 3. AT&T Lightspeed initiative, City of Alameda, CA cc: Barbara Leslie, AT&T External Affairs DRAFT MASTER SITING AGREEMENT THIS AGREEMENT, entered into this day of , 2008, by and between CITY 4F ALAMEDA, a municipal corporation thereinafter referred to as "City"}, and AT&T, a Public Utility Company, 2154 VL~EBSTER STREET, 1 UTH FLOOR, OAKLAND, CALIFORNIA, 94612, hereinafter called the Contractor, in reference to the following: RECITALS A. City is a municipal corporation duly organized and validly existing under the laws of the State of California with the power to carry on its business as it is now being conducted under the statutes of the State of California and the Charter of the City. B. In September 2006, the Digital fnfrastructure and Video Competition Act of 2006 ~DIVCA} was signed into law, thereby, changing the regulatory structure for provision of cable television services in California, so that franchises are granted exclusively by the California Public Utilities Commission Commission}. In March 2007, Contractor received a franchise from the state Public Utilities Commissian, to offer video services in California. C. AT&T has identified a potential of up to 110 locations within Alameda'srights-of way where an additional Video Ready Access Distribution ~VRAD} cabinets. Each cabinet will require from three to five permits, depending on the location. D. City has developed a list of Standard Conditions for AT&T Lightspeed permit approval and placement of cabinets in the publicright-of way. That document is attached as Exhibit A. E. City and Contractor desire to enter into an agreement on the standard conditions for the processing of permits for upgrades needed to provide services to Alameda citizens under the AT&T Lightspeed Initiative and to provide a vehicle for the City to make a determination on the overall project incompliance with the California Environmental Quality Act (CEQA) requirements. NOw, THEREFQRE, it is mutually agreed by and between the undersigned parties as follows: 1. TERM: The Contractor shall begin work within six months of the date that the first permit is issued and complete all work within six months of the last permit has been issued. All work is expected to be completed by September 2010. AT&T Master Siting Agreement G:lp~abwot•kslpwadminlCOUNC~LIZ0081I 021081mastersitingagree.doc City Council Attachment 2 to Agenda Item #6-C ~o-z~-os 2. SERVICES TO BE PERFORMED: Contractor agrees, at its own cost and expense, to furnish all lobar, tools, equipment, materials, except as otherwise specified, and to do all work strictly in accordance with Specifications, Special Provisions and Plans, which Specifications, Special Provisions and Plans are hereby referred to and expressly made a part hereof with the same force and effect as if the same were fully incorporated herein. a. AT&T. 1. Will submit permit applications to the Planning and Building Department, Central Permits Off ce, 2263 Santa Clara Avenue, Raom 190, Alameda, California, 94501. Application for permits will be in the form and content as specified in the attached Standard Conditions for AT&T Lightspeed. 2. Will provide notifications, by letter and door hanger, in the form and frequency as required in Exhibit A, to all property ownerslresidents within 300 feet of the proposed cabinet installation, along with the Homeowners' Association, if applicable. 3. Will reimburse City for all labor costs on a Time and Material basis, estimated at $115.OOlhour. Should it be necessary for the City to hire a contractor to assist with permit processing, AT&T will reimburse the contractor costs plus 10%, as adopted by the City Council in the City of Alameda Master Fee Schedule. 4. Will abide by the construction requirements and coordinate inspections for construction as required in Exhibit A. 5. Will restore all Right-of way area to the condition it was in before construction was starred. b. City: 1. City will to the best of its ability diligently process complete permit applications per the requirements of DfVCA. 2. City will provide Homeowner Association contact information for notification purposes. 3. STANDARD OF CARE: Contractor agrees to perform all work within the City of Alameda in a manner commensurate with the prevailing standards of like professionals in the San Francisco Bay Area and agrees that all services shall be performed by qualified and experienced personnel who are not employed by the City nor have any contractual relationship with City. 4. HOLD HARMLESS: Contractor shall indemnify, defend, and hold harmless City, its City Council, boards, commissions, officials, and employees ~"fndemnitees"} from and against any and all loss, damages, liability, claims, suits, costs and expenses whatsoever, including reasonable attorneys' fees ~"Claims"}, arising from or in any manner connected to Contractor's negligent act or omission, whether alleged or actual, regarding performance of services or work conducted or performed pursuant to this Agreement. If Claims are filed against Indemnitees which allege negligence on behalf of the Contractor, Contractor shall have no right of reimbursement against Indemnitees for the costs of defense even if negligence is not found on the parr of Contractor. However, Contractor shall not be obligated to indemnify fndemnitees from Claims arising from the sole or active negligence or willful misconduct of lndemnitees. AT&T Master Siting Ag~~eement G:IpuvworkslpwadminlCOUNCIL1~0~8110210$Imastersitingagree.doc 5. INSURANCE; ~n or before the commencement of the terms of this Agreement, Contractor shall furnish City with certif cafes showing the type, amount, class of operations covered, effective dates and dates of expiration of insurance coverage in compliance with paragraphs I OA, B, C and D. Such certificates, which do not limit Contractor's indemnification, shall also contain substantially the following statement: "Should any of the above insurance covered by this certificate be canceled or coverage reduced before the expiration date thereof, the insurer affording coverage shall provide thirty X30} days' advance written notice to the City of Alameda by certified mail, "Attention: Risk Manager." 1t is agreed that Contractor shall maintain in force at all times during the performance of this Agreement all appropriate coverage of insurance required by this Agreement with an insurance company that is acceptable to City and licensed to do insurance business in the State of California. Endorsements naming the City as additional insured shall be submitted with the insurance certificates. A, COVERAGE: Contractor shall maintain the following insurance coverage: ~ 1 } Workers' Com ensation; Statutory coverage as required by the State of California. ~2} Liabili ; Commercial general liability coverage in the following minimum limits: Bodily Injury; $1,000,000 each occurrence $2,000,000 aggregate ~ all other Property Damage: $1,000,000 each occurrence $2,000,000 aggregate rf submitted, combined single limit policy with aggregate limits in the amounts of $2,000,000 will be considered equivalent to the required minimum limits shown above. ~3} Automotive: Comprehensive automobile liability coverage in the following minimum limits; Bodily injury: $1,000,000 each occurrence Property Damage: $1,000,000 each occurrence or Combined Single Limit; $2,000,000 each occurrence ~4} Professional Liabili : Professional liability insurance which includes coverage for the professional acts, errors and omissions of Consultant in the amount of at least $2,000,000. ~5} Pollution Prevention: Legal liability required for hazardous materials excavation in the amount of 2,000,000 each occurrence, ~G} Builder's Risk: In the amount of the total amount payable in the terms of this agreement. B. SUBRUGATIUN WAIVER: Contractor agrees that in the event of loss due to any of the perils for which it has agreed to provide comprehensive general and automotive liability insurance, Cantractor shall look solely to its AT&T Master Siting Agreement G:Ipuf~warkslpwadminlCOUNCIL1200811021081mastersitingagree.dac insurance for recovery, Contractor hereby grants to City, an behalf of any insurer providing comprehensive general and automotive liability insurance to either Contractor or City with respect to the services of Contractor herein, a waiver of any right to subrogation which any such insurer of said Contractor may acquire against City by virtue of the payment of any loss under such insurance. C. FAILURE TO SECURE: If Contractor at any time during the term hereof should fail to secure or maintain the foregoing insurance, City shall be permitted to obtain such insurance in the Contractor's name or as an agent of the Contractor and shall be compensated by the Contractar for the costs of the insurance premiums at the maximum rate permitted by law and computed from the date written notice is received that the premiums have not been paid, D. ADDITIONAL INSURED: City, its City Council, boards and commissions, officers, and employees shall be named as an additional insured under all insurance coverages, except worker's compensation insurance. The naming of an additional insured shall not affect any recovery to which such additional insured would be entitled under this policy if not named as such additional insured. An additional insured named herein shall not be held liable for any premium, deductible portion of any loss, or expense of any nature on this policy or any extension thereof. Any other insurance held by an additional insured shall not be required to contribute anything toward any loss ar expense covered by the insurance provided by this policy. 6. PERMITS AND LICENSES: Contractor, at its sole expense, shall obtain and maintain during the term of this Agreement, all appropriate permits, certificates and licenses, including a City Business License, if applicable, that may be required in connection with the performance of services hereunder. 7. NOTICES: All notices, demands, requests or approvals to be given under this Agreement shall be given in writing and conclusively shall be deemed served when delivered personally or on the second business day after the deposit thereof in the United States Mail, postage prepaid, registered or certified, addressed as hereinafter provided. City at: All notices, demands, requests, or approvals from Contractor to City shall be addressed to City of Alameda Public Works Department 950 West Mall Square, Room 110 Alameda, CA 94501 Ph: (510) 749-5840 /Fax: (510) 749-5867 All notices, demands, requests, or approvals from City to Contractor shall be addressed to Contractar at: AT&T Master Siting Agreement G:IpubworkslpwadminlC0UNC1L12Qd811021081mastersitingagree.doc AT&T 2150 Webster St.,10th floor Oakland, CA 94612 Ph: ~ } 1 Fax: ~ } En~a~l: S. COMPLIANCE WITH MARSH CRUST I~RDINANCE: Contractor shall perform ail excavation work in compliance with the City's Marsh Crust Ordinance as set forth at Section 13-56 of the Municipal Code. Prior to performing any excavation work, Contractor shall verify with the Building Official whether the excavation work is subj ect to the Marsh Crust Ordinance. Contractor shall apply for and obtain permits from Building Services on projects deemed to be subj ect to the Marsh Crust Ordinance. 9. CAPTIONS: The captions in this Agreement are for convenience only, are not a part of the Agreement and in no way affect, limit or amplify the terms or provisions of this Agreement, IN WITNESS WHEREOF, the parties have caused the Agreement to be executed on the day and year f rst above written. AT&T A Public Utility Company CITY OF ALAMEDA A Municipal Corporation Name Title Debra Kurita City Manager RECOMMENDED FOR APPROVAL Matthew T. Naclerio Public Works Director APPROVED AS TO FORM: City Attorney Mohammed Hill Assistant City Attorney AT&T Master Siting Ag~~eement G:IpubworkslpwadminlC'OUNCIL1200811021481mastersitingagree.doe POLICY NUMBER: COMMERCIAL GENERAL LIABILITY CG 201010 93 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY ADDITIONAL INSURED - 0~1ERS, LESSEES or CONTRACTORS FORM B This endorsement modifies insurance provided under the following: COMMERCIAL GENERAL LIABILITY COVERAGE PART SCHEDULE Name of Person or Organization: City of Alameda Public Works Department Alameda Point, Building 1 9S0 Nest Mall Square, Room 110 Alameda, CA 94501-7SSS (If no entry appears above, information required to complete this endorsem she applicable to this endorsement.} WHO IS AN INSURED Section II} is amen d Schedule, but only with respect to li ' ' aril' o p REF: The City of Ci and ' e work don if b ins WAIVER OF S D in s ins nai i l l~ uNU E RIG ROGATION AGAINS ( ECTS THE JOB OR PREMISES DESCRI AT&T Master Siting Agreement G:IpubworkslpwadminlC~UNCIL1200$11021081mastersitingagree.doc POLICY NUMBER: THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. DESIGNATED INSURED This endorsement modif es insurance provided under the following: BUSINESS AUTO COVERAGE FORM GARAGE COVERAGE FORM MOTOR CARRIER COVERAGE FORM TRUCKERS COVERAGE FORM COMMERCIAL AUTQ CG 20 48 02 99 With respect to coverage provided by this endorsement, the provisions of the Coverage Form apply unless modified by this endorsement. This endorsement identifies persons} or organizations}who are "insureds" under the Who Is An Insured Pravisions of the Coverage Form. This endorsement does not alter coverage provided in the Coverage Form. This endorsement changes the policy effective on the inception date ofthe policy unless another date is indicated below. Endorsement Effective: Named Insured: Authorized Representative} SCHEDULE Name of Person or Organization: City of Alameda Public Works Department 9S0 West Mall Square, Room 110 Alameda, CA 94501-7558 WHO IS AN INSURED (Section II} is amended to include as an insured the person or organization shown in the Schedule, but only with respect to liability arising out of your ongoing operations performed for that insured. REF: The City of Alameda, its City Council, boards and commissions, officers & employees are additional insured for work done on their behalf by the named insured. NOTICE OF CANCELLATION: IT IS UNDERSTOOD AND AGREED THAT IN THE EVENT OF CANCELLATION OF THE POLICY FOR ANY REASON OTHER THAN NON-PAYMENT OF PREMIUM, 30 DAYS WRITTEN NOTICE WILL BE SENT TO THE CERTIFICATE HOLDER BY MAIL. IN THE EVENT THE POLICY IS CANCELED FOR NON-PAYMENT OF PREMNM,10 DAYS WRITTEN NOTICE WILL BE SENT TO THE ABOVE. CA 20 48 02 99 Page 1 of 1 Countersigned By: AT&T Master Siting Agreement G:IpubwarkslpwadminlC0LTNCIL1200$II 02l 0$Imastersitingagree.doc Exhibit A STANDARD CONDITIONS AT&T LIGHTSPEED The following Standard Conditions shall be the standard permit conditions for all permits issued authorizing the placement of AT&T Lightspeed cabinets. These conditions are general and may reasonably be modified, as the City deems necessary, in consultation with AT&T, where used for any speciflc site to flt specific facts and circumstances presented by a location. A City encroachment permit will be issued with specific conditions for each location. when the proposed cabinet is within the State of California right-of way, a Caltrans encroachment permit will also be required. The applicable provisions of the federal law, state law, and City of Alameda Municipal Code and standards shall also be considered as conditions of all encroachment permits. l . AT&T shall provide the City with a detailed overall map indicating the approximate location of existing SAI equipment throughout the City. This map will be used as a basis to determine the approximate locations of new VR.A.D cabinets. AT&T will provide its current estimate of the SAI locations that it is examining for upgrades for the next 12 months. It is noted that AT&T may install as many as 108 new cabinets over time. AT&T agrees to cooperate with the City in an effort to install as few cabinets and locations as possible, given AT&T's network requirements. AT&T agrees to use only the smaller 24SC cabinets in Alameda with the dimensions 48-inches high by 4~.8-inches wide by 26-inches deep unless City and AT&T j ointly agree that a larger cabinet would more benef cially serve the neighborhood or result in reduction in the number of cabinets deployed. In addition, AT&T agrees that the pad, upon which the cabinet rests, will be flush with the surrounding sidewalk andlor ground unless otherwise approved by the City Engineer. 2. Encroachment application submittals will consist of the following: a. Signed and completed applications} - Due to staffing limitations, City may need to hire additional support staff, at AT&T expense, to process a large number of applications submitted concurrently. b. Site plans drawn at 1 "=20' or larger scale -Four ~4} copies consisting of: i. Vicinity map showing major cross streets and north arrow 11. Relevant Lot lines and property dimensions and relevant easements ~i.e., sewer, storm drain, public utility easements, and all other utilities} iii. Dimensions of all setbacks from property lines and between structures iv. Location and dimensions of all proposed structures ~VRAD, pedestals, retaining walls, fences, landscaping, etc.} v. Show existing improvements including curb, gutter, sidewalk, driveways, planter strips, trees, shrubs, and structures in proximity. AT&T is required to provide a minimum unobstructed sidewalk width of five feet around all cabinets. when specif c location constraints warrant, the City may allow the minimum width to be reduced to 36 inches, clear of all obstructions, in compliance with ADA. vi. Location and size of all existing trees with a 6-inch diameter at breast height AT&T Master Siting Agreement G:1puUworkslpwadminlC4UNCIL1~40811 ~21081mastersitingagree.doc DBH} or greater circumference accurately plotted showing the trunk location and the dripline. If any trenching within the dripline of any tree ~a} with a trunk circumference of 6-inch DBH or greater is required, AT&T shall prepare for City staff review and approval and comply with an arborist report to avoid damage to the tree; fib} with a trunk of 6-inch DBH to 3-inch DBH, AT&T shall manually dig in all areas within dripline of the tree, or dig as directed by City Engineer based on property owner concerns. No gees shall be removed. vil. Cabinets may not block any view corridors, unless no other location is reasonably feasible per the requirements of Public Utility Code 7901.1, of San Francisco Bay, San Leandro Bay, the San Leandro Channel and the Estuary from the streets that are along the perimeter of the main island or Harbor BaylBay Farm. Examples include Shoreline Drive, Bayview Drive, Eastshore Drive, public accesses off Eastshore Drive and Fernside Drive, Marina Drive, north and South blocks of Grand St, Main street, Cola Balena, Sea View Parkway, Gldcastle Ln, Creedon Cir. And the foot of any street that dead ends at a bay or lagoon. viii, It is preferred that cabinets not block the view from the firont of a home or yard and do not block the view of a business from the travel ways. The preferred location will be on the property line between two adjacent properties, in an area that does not cause it to stand out. ix. Where an existing Public Utility Easement exists behind the back of sidewalk, AT&T shall place cabinets in this location and, where appropriate, provide landscaping and extend existing irrigation as agreed to by the owner of the irrigation system to the reasonable satisfaction of the City Engineer. x. where plantings are reasonably requested by City, AT&T shall revise the site plan to reflect the placement of screening materials. Should an extension of existing irrigation be required, City shall provide AT&T with drawings of the existing irrigation systems in the subj ect area. when possible, the City may require cabinets and appurtenant AT&T structures to be screened with screening materials as reasonably approved by the City Engineer. Screening options may include adding new shrubs or trees that match andlor blend with existing landscaping or background; locating cabinets behind existing landscape or background; or other screening mutually agreed upon by City and AT&T. AT&T will warranty the installation of landscaping for a period of 1 year from the date of installation. c. Photos: i. Digital photos of the project site and adjacent development with the location where each photo was taken identified on the plans. Proposed structure to be superimposed on the photo with reasonably accurate Location and size of cabinets, walls, landscaping, etc. d. Traffic control plans: i. Provide a set of detailed traffic control plans that conform to the Manual of Uniform Traffic Control Devices latest California supplement}. ii. Project standard traffic details may be used, where applicable as determined by the City Engineer. AT&T Master Siting Agreement G:IpubworkslpwadminlC0UNC1L1200$Il D21 OSlmastersitingagree.doc e. Notification documentation: i. Provide a copy of the first notif cation letter, sent first class mail, and the list of addresses that the letter will be mailed to as part of the initial submittal. ii. Provide a letter to the City, signed by the project manager, identifying concerns}, if any, raised by the general public during the notification process, and indicating if the concerns were resolved. ~f concerns} can not be satisfactorily resolved, The City will meet with Residents} and AT&T to develop a mutually agreeable solution. rf still no agreement can be reached AT&T may defer the application or the City may reasonably deny the permit or approve the permit. 3. Review Process: a. Submittals -All appropriate permit applications will be submitted to the Building Services Office of the Planning and Building Department who will distribute plans to the appropriate City departments. b. Building Services staff will receive all internal comments andlor concerns along with redlined plans, if any. Staff will contact AT&T representative with any changes to be made. c. Any comments or concerns AT&T has with City comments may require a field visit or meeting to resolve. d. where requested by the City, AT&T representatives shall make themselves available to meet in the field with the City to go aver redlined plans and to discuss ideas for mitigating impacts visual, sight distance, ADA, etc.} e. AT&T shall provide cabinets in a light green color, unless requested otherwise by the City to install a light tan color cabinet. AT&T shall work with the City staff on a site-by-site basis to identify the sites in which this color would be preferable. In addition, AT&T shall paint existing cabinets with graffiti resistant paint to match the selected color of the new cabinet. f. AT&T will provide City with a preliminary and tentative I2 month construction schedule prior to start of construction. Updates to schedule shall be provided quarterly. g. AT&T will be required to obtain a Caltrans permit for any work within the State of California right-of way prior to construction. Should the Caltrans approval be different from the conditions imposed by the City, such as: location, landscaping, etc., then City reserves the right to revoke the previously approved permit. h. Prior to construction, AT&T and the City will meet to review any outstanding items and prepare for excavation, ATB~T and the City will continue to meet on a monthly basis for the duration of all activity. i. City will determine within 30 days of receipt of application, whether the application is deemed incomplete. Within 6a days of City's receipt of a completed permit application, City shall issue, or deny the permit. j . In existing Underground Districts, the lawful requirements of Resolution ~ 3472 shall apply. 4. Approval: Once all complete documents application, plans, traffic control plans, notification documentation, etc.} have been approved by the City, a permit will be issued. a. Neighborhood Notification -First Notice: After an informal consultation with City staff concerning the site selection, AT&T shall provide a f rst notice, by first AT&T Master Siting Agreement G:IpubworkslpwadminlCOUNCIL1200$110210$Imastersitingagree.doc class mail, to properties within a 340-foot radius of the proposed construction no later than two ~2} weeks after submission of the permit application. Notices shall include a photograph of the proposed cabinet facility from which its size must be readily apparent. The sizes of the proposed cabinet and the existing cabinet shall also be noted on the photograph. The first notice shall be mailed to the property owner of record, based on the most current County Assessor documents, the occupant, and the affected Homeowner and Business Association within a 300-foot radius of the proposed construction. The City shall provide a listing and map of homeowner and Business Association contacts and boundaries. The notice shall provide the name and telephone number of a permittee representative to be called in the event a property owner, occupant, or association is concerned over the installation of a cabinet or the precise cabinet location. AT&T will work with those notified to resolve the concerns regarding the proposed cabinet location. Prior to City approval of the permit, AT&T shall provide a letter to the City, signed by the prof ect manager, identifying concerns}, if any, raised by the general public during the notification process, and indicating if the concerns}was resolved. If concerns} can not be satisfactorily resolved, The City will meet with residents} and AT&T to develop a mutually agreeable solution. If still no agreement can be reached AT&T may defer the application or the City may reasonably deny the permit. b. Neighborhood Notification --Second Notice: The second notice shall consist of a formal notice posted on a barricade, at least 72-hours prior to the commencement of the proposed construction, as well as door hangers placed at the properties within a 300-foot radius of the cabinet site, at least 72 hours prior to the commencement of the proposed construction. AT&T will notify City staff of any unresolved issues concerning the latest notification to property owners, prior to start of work, and allow reasonable time for the City to resolve the concerns}. c. City notification of beginning of work: Before beginning any work, which includes excavation, construction of concrete sidewalks, curbs, gutters, or driveway approaches; planting, trimming, or removing trees; or making, placing, or causing an obstruction in any traveled way, the permittee shall notify the City inspector two working days ~4S hours} prior to start of work. AT&T is also required to notify AC Transit if work will affect their bus service or ability to board or alight passengers two working days ~4S hours} prior to start of work, For work on a major street, AT&T is required to notify the Alameda Fire Department two working days ~4S hours} prior to start of work. d. Notification of compietion of work: The permittee shall, upon completion of all work authorized in the permit, notify the City inspector. No work shall be deemed to be completed until notif cation of compietion is given and the work is accepted by the City inspector. e. Beginning of work: The permittee shall begin the construction work promptly. i. Prior to the start of construction, the contractor shall submit to the City an emergency response packet that shall be kept up-to-date at all times. This packet shall include emergency contact names and telephone numbers, who shall be available on a 24-hour basis. f. compietion of Work: The permittee shall complete the work within 1 SO days of the issuance of the permit. If at any time the City inspector finds that the delay in the AT&T Master Siting Agreement G:Ipubworkslpwadmi~llC~UNCIL12d0811021081mastersitingagree.doc prosecution of completion of the work or use authorized is due to lack of diligence on the part of the permtttee, he may cancel the permit and restore theright-of way or any disturbed areas, whether public or private, to its former condition. The permittee shall reimburse the City for all expenses by the City for the restoration. City is authorized to use the deposit provided by AT&T to reimburse itself should AT&T not pay an invoice after 30 days of receiving the invoice. g. Contractor will coordinate with City staff and Project Manager for any on-going developments and prof ects near the site location. 5. Fees a. AT&T shall provide the City of Alameda with an initial deposit of $ ~ 0,000 as a draw down account, to cover all staff costs and permitting fees for all project Lightspeed permits in accordance with the most current City of Alameda Master Fee Resolution. b. If at any time the above deposit is below $2000, and the City anticipates that the remaining funds are insufficient to cover the remaining applications, AT&T shall replenish the account to an amount reasonably necessary to cover the remaining applications up to the full $10,004 within 30 working days of City written notification. If deposit is not replenished then all permits and construction shall be put on hold until full deposit is received by the City. The City agrees to return any unused portion of the deposit within at the completion of the project. c. Costs for permit processing will be charged on a time and material basis. d. City will on a monthly basis provide AT&T a detailed statement outlining the use of the draw-down account, detailed as to j ob number, City employee or contractor name and title and specific hours and dollar charges by date. 6. California Environmental Quality Act ~CEQA}: a. City finds that this construction project and utility box as presented to the City is exempt from CEQA; however, City reserves the right to find that future installations} of similar utility boxes could be found to be subject to substantive CEQA requirements; AT&T reserves the right to challenge any such CEQA finding. 7. Franchise Agreement: a. No facilities other than those described under California Public Utilities Code Section 7901 or 5 885 may be constructed, installed, maintained, or repaired pursuant to this permit. This permit is not an authorization by City under California Government Code Section 530b6 or under 47 U.S.C. Section 541. b. AT&T agrees that the issuance of this encroachment permit shall not create any vested right to AT&T to provide ]P Video Programming, The grant of this permit by City and performance of work described herein by AT&T is not intended by City or AT&T to have the effect, and does not have the effect, or waiver of or prejudice to either City or AT&T to assert their respective legal rights under local, state and federal law. S. General Construction: a. All construction will be performed per the approved plans. Any changes may result in a re-submittal of plans and a hold on the construction. b. All construction will be in accordance with the City Standard Details and Specif cations. c. Site specific conditions may apply for each permit location. d. AT&T shall require their contractor to notify the City inspector immediately if AT&T Master Siting Agreement G:IptibworkslpwadminlC~UNCILIZ0081I 02I 081mastersitingagree.doc problems arise out in the field. e. Inconvenience to the public and property owners shall be minimized. It shall be incumbent upon the permittee to plan and execute the work or use so as to cause the least inconvenience to the general public and abutting property owners. f. The skins of the SAI and other adjacent AT&T above ground cabinets shall be replaced or may be repainted to match the color of the new Lightspeed cabinets. g. No structure shall be allowed to be placed within view corridors, unless there is no other technically feasible location view corridors include but not necessarily limited to the San Francisco Bay, San Leandro Bay, the San Leandro Channel and the Estuary}, or within visibility triangles of intersections and driveways in accordance with City standards. h. No trees shall be removed. i. All trenching in City streets and sidewalks shall be T-cut per the City Standard trench detail 3I47B-32 or as approved by City Engineer. Install crack seal on all trench lines after completion of utility undergrounding. Crack seal material and workmanship shall comply with the manufacturer's recommendation. Typical trench section should show placement of conduit. j . All pavement restoration is subject to City review and approval prior to start of restoration. k. If the street has been slurry sealed within five years of the proposed trenching in the street, AT&T shall slurry seal the full width of the street far a distance of f fty feet beyond the trench in both directions. 1. If the street has been overlayed within f ve years of the proposed trenching in the street, AT&T shall overlay the full street width for a distance of fifty beyond the trench in both directions. m. If the street has been overlayed between six and ten years of the proposed trenching in the street, AT&T shall slurry seal the full width of the street for a distance of fifty feet beyond the trench in both directions. n. Sidewalks shall be removed and replaced per City of Alameda Standard Plan X297- 24. o. Known conflicts, based on available utility information, with other utilities, including but not limited to, storm drain or sewer must be shown on plans with detailed crossing information. City will provide storm drain and sewer base maps, and electrical underground base maps, if available from AP&T, to AT&T. i. If construction causes closure of a sidewalk, place proper signs to direct pedestrians to the sidewalk on the other side of street. If there is no sidewalk on the other side of the street, provide a safe pedestrian access, subject to review and approval by the City. p. AT&T andlor contractor must maintain constant communication with City inspector on the schedule of all construction activities. q. Identify all areas such as crossings} where boring is anticipated rather than trenching, r. Boring will be required for the installation of conduits when deemed appropriate by the City, including recently surfaced streets. s. In addition to Underground Service Alert USA} markings, the City Engineer may also require potholing to prevent excavation damage to underground utilities. where AT&T Master Siting Agreeme~~t G:IpubworkslpwadminlCGL]NCI LI200811021 OSlmastersitingagree.doc required, potholing shall be completed prior to the start of construction t. All trench plates shall be flush mounted with a nonskid surface and installed at the end of each workday. u. ~f vehicle detector loaps andlor street lights are damaged as a result of this work, AT&T shall repair detector loops and street lighting within 48 hours of the damage occurrence, or request that the City perform repairs on AT&T's behalf, at full compensation to the City, v. Any new work on overhead lines shall not obstruct the visibility of traffic signal heads. w. Any pavement markings, legends, crosswalks and stop bars shall be replaced in kind with thermoplastic material to the reasonable satisfaction of the City Engineer. x. Ceramic buttons shall be used on all lane lines. y. Damage andlor removal of any decorative brick pavers and stamped in place concrete and paving must be replaced with same or substantially similar type of material and color and match the undisturbed area to the reasonable satisfaction of the City Engineer. z. Lane closures are prohibited in the rain. aa. Provide access to driveways for businesses, apartments, homes and side streets at all times. bb. Comply with Bay ,Area Air Quality Management District, Federal Clean Air Act, and State of California Air Quality Standard. cc. Constructian activities shall be limited to weekdays between the hours of 9:30 a.m. and 3:30 p.m. on all major streets as designated in the General Plan ar as indicated on the applicable permit, unless Caltrans requirements are more restrictive than state restrictions apply. dd. Construction activities shall be limited to weekdays between the hours of S :00 a.m. and 5:00 p.m. on residential side streets, as approved by the City. ee. work on Sunday and City observed holidays is prohibited unless authorized by the City Engineer. ff. Saturday work requires written approval by the City Manager. ~f Caltrans approval is also required, the approved state encroachment permit must accompany the written request to the City Manager. All requests must be submitted in letter form to the City for review and approval by the Tuesday prior to the work date. AT&T will cover any additional costs incurred for Saturday work. gg. Comply with California Public Utilities Commission General Order 95 and General Order ~ 2 8. hh. Comply with all special conditions and procedures, City Standards and Specifications, state and federal requirements as stated on permit. 11. Contact City inspector two work days X48 hours} prior to the start of any construction. j j . Coordinate all required and necessary facility adjustments, relocations, or additions with the appropriate utility companies. kk. During construction, site shall be left in a satisfactory condition at the end of each workday. 11. Posting of NoYParking signs including side streets, as applicable, is required 72 hours in advance. No~Parking signs are available at the Planning and Building Department, AT&T Master Siting Ag~~eement G:Ipubworkslpwadmi~11C0UNCIL1200$Il 02I 081mastersitingagree.doc Room 190, City Hall. A fee will be charged for the signs. Only City of Alameda issued No-Parking signs are permitted for use within the public right-of way. mm. The Contractor shall have a superintendent or representative on site at all times during construction. nn. At no time shall there be more than 200 lineal feet of the trench opened along any single conduit alignment, including the section opened ahead of the pipe laying and the section behind the pipe laying which has not been completely backf lied and has a temporary cap, without prior approval from the City Engineer. This also dictates the maximum length ofright-of way that may be posted with no parking signs at any one time. ii}Ail proposed trenching locations shall be USA'd prior to commencing the trenching operation. oo. Be advised that the permittee is required to maintain one ten X10} foot minimum width of travel lane in each direction at all times. where space is limited the permittee shall maintain one twelve ~ 12}foot minimum width of travel lane with two flagmen directing traffic. The permittee shall also provide all lights, signs, barricades, flagmen, andlor other traffic safety devices necessary to provide public safety in accordance with Caltrans, work Area Traffic Control Handbook and CAL- OSHA specif cations. Further, the Public works Inspector may require implementation of additional traff c control measures while construction is in progress to address unforeseen f eld conditions. In the event that the permittee substantially alters the approved traffic control plan, the permittee must allow a minimum of five ~5}working days for review and approval of the revised plan. The traffic control plan must also address how to safely direct pedestrians within and around the construction zone. Be advised that all property owners with dwellings fronting the project area must be allowed clear and safe ingresslegress at all times. Additionally, work must not interfere with AC Transit bus service in the area. pp. Stormwater Pollution Prevention: Construction will require use of best management practices for control of storm water runoff ~e.g. straw waddles at catch basin inlets}. Public Works Environmental Services Division, at X510} 749-SS50 for information on best management practices. Construction equipment, tools, etc. shall not be cleaned or rinsed into a street, gutter or storm drain. when feasible, tarps shall be used on the ground to collect fallen debris or splatters that could contribute to stormwater pollution. Any temporary on-site construction piles shall be securely covered with a tarp or other device to contain debris. Concrete trucks and concrete finishing operations shall not discharge wash water into the street gutters or drains. qq. Desi ated Truck Routes: All truck deliveries to the proposed work site must remain on established truck routes attached}, rr. Traffic Si als: Prior arrangements must be made for all projects requiring traffic signal timing adjustments, a minimum of 72 hours before the start of any scheduled work. Contact the Maintenance Service Center at (510} 747-7923 to make all necessary modif cations to the traffic controller prior to, and after, construction has been completed. Be advised that if traffic signal facilities are damaged during construction the MSC shall require that the permittee repair andlor replace these facilities immediately, as directed. 9. Post Construction Requirements: a. Maintenance of encroachment: After completion of all work, the permittee shall AT&T Master Siting Ag~~eement G:IpubworkslpwadminlCOUNCIL1200$I1 ~21081mastersitingagree.doc exercise reasonable care in inspecting and maintaining the area affected by the encroachment. The permittee shall, upon notice from the City, repair any damage, or nuisance in any portion of the right-of way, resulting from the work done under the permit. For a period of one year after the completion of the work, the permittee shall repair and make good any injury or damage to any portion of the street which occurs as the result of work done under the permit, including any and all injury or damage to the street which would not have occurred had such work not been done. By the acceptance of the permit, the permittee agrees to comply with the above. In the event that the permittee fails to act promptly or should the exigencies of the damage require repairs or replacement to be made before the permittee can be notified or can respond to the notifications, the City may, at its option, make the necessary repairs or replacement or perform the necessary work, and the permittee shall be charged with all the expenses incurred in the performance of the work. AT&T shall not be responsible for maintenance of any vegetative screening materials and required irrigation after cone-year establishment period. b. Graffiti maintenance and Noise: The permittee shall maintain all AT&T owned cabinets in the immediate vicinity of the installation to be free from all graffiti and damage caused by vandalism, accidents, etc. AT&T service personnel shall be responsible for graffiti resistive paint or other treatment for maintaining or notifying the appropriate AT&T personnel of the needed maintenance and said maintenance shall be performed within two ~2} business days, where reasonably possible. City may contact AT&T to abate graffiti via supplied process, which is currently to coil 566-243-6122 or e-mail the address of the affected cabinet to graff ti ~,att.com. AT&T will also apply identification and contact information stickers to each new Lightspeed cabinet and its companion cabinet. c. Restoring public improvements; Upon completion of the work, acts, or things for which the permit was issued, or when required by the City inspector, the permittee shall replace, repair, or restore the right-of way or disturbed areas, whether public or private, at the place of work to the same condition existing prior thereto, unless otherwise provided in the permit. The permittee shall remove all obstructions, impediments, materials, or rubbish caused or placed within the right-of way or disturbed areas, whether public or private, and shall do any other work or perform any act necessary to restore the right-of way or disturbed areas, whether public or private, to a safe and usable condition. AT&T Master Siting Agreement G:IpubworkslpwadminlC4UNCIL1200$I1 Oz 10$Imastersitingagree.doc AT&T Lightspeed Initiative City of Alameda, CA AT&T has built its 130-year heritage as the company our customers can trust and so we take special pleasure in working with the city of Alameda. Cur broadband investment here will help connect your community to one of the world's mast advanced local and global networks--with sophisticated IP-based services, integrated wireless services, and industry-leading customer support tools. AT&T is hitting its stride, and has launched its AT&T U-verse service in 150 cities and counties in California, and is quickly deploying the service around the country. These California cities and counties recognize that upgrading their communications infrastructure can mean favorable economic development, job growth and investment back into their community, A robust broadband infrastructure can become a catalyst for prosperity -not only in terms of local business retention and expansion, but recruitment as well. Additionally, it's advantageous for people to live in communities that have ample broadband. In fact, according to a 2006 Department of Commerce report, broadband availability can lead tv higher property values -- 5% and higher. And, of course, your residents win when companies compete for their business; typically leading to improved service, innovation and lower prices. We're excited about the momentum of our "Lightspeed Initiative" and the suite of new services it brings to residents in the California communities we've upgraded. Alameda residents will be the real winners The benefits of our network upgrade are real and tangible. Residents of Alameda can benefit in at feast three key ways: 1 } Com etition. Rolling out our services helps bring much-needed and long overdue competition to the status quo with cable. Consumers win when companies compete. 2} Choice, Competition leads to new choices for consumers, but for the last three-and-a-half decades-and even right now----people have no real choice when it comes to cable TV service. And that's not right. The FCC has shown that in markets where a real choice is available, cable rates have dropped an average of 20-40%. 3} Consumer, Savings. Cne of the best things that happens when competition and choice converge is it inevitably leads to consumer savings. Average cable rates have risen an alarming 92.4°/° from 1995 to 2005, according to a study recently released by the FCC. Currently, cable subscribers in the state spend $2.8 million per day too much for cable TV. That adds up to a staggering $1 billion every year. Competition can be the antidote that leads to consumer savings. A closer look of how your resiafer~ts will beneflf -- With this upgraded network, AT&T will be positioned to offer Alameda residents a broad new suite of integrated, advanced services. In addition to making faster high speed Internet service available to more of our customers, Lightspeed will also provide customers with an City Council Attachment 3 to Agenda item #6-C 'i 0-21-OS unprecedented ability to share data and messages over various IP-based devices, and will facilitate enhanced security and quality of service guarantees. For example, customers will have the option of having their voicemail, email and faxes delivered to one electronic mailbox and will be able to access those messages from an IP-enabled device and review them in either a voice or text format. Customers will be able to ensure that certain calls get special priority and are managed and routed directly, while others are not. They will be able to integrate their wireless and fixed services, as well as their a-mail and personal data assistant devices, as long as all the services are built on and can access the IP platform. Another key feature of the enhanced AT&T network is our advanced TVlvideo capability. U- verse is also IP-based and is being fully integrated with AT&T's other advanced services. This next generation, IP-based service is #ransmitted over new fiber optic lines, the same lines that also will be used to provide 1P-based voice service or VoIP Voice over Internet Protocol}. AT&T's IP TVlvideo service will provide subscribers with an enormous range of content. Cable companies rely on traditional, point -to- multipoint distribution technology in offering video program channels, In contrast, AT&T's TVlvideo service is designed for "switched, point-to- point" communications between individual subscribers and the network. Most important, AT&T's service creates atwo-way dialogue between the subscriber and AT&T and, as a result, will be vastly more interactive than one-way legacy cable services. Harnessing the benefits of an IP-based fiber optic network, one where devices such as cell phones, computers and TVs interact, AT&T is truly building California's next-generation of interactive digital com munications and entertainment services What is the Li hts eed Initiative? AT&T has invested nearly $21 billion in its California network since 1995 to provide our customers with state-of-the-art communications services -and we've committed to invest an additional $1 billion in the state to provide customers with exciting new Internet protocol- based services. We call this our Ligntspeea~ lrritia~ive. Upgrading our California broadband infrastructure involves pushing f ber optics to within 5,DDD feet of neighborhoods and, in some cases, to individual homes in new developments. Improving and increasing bandwidth allows us to bring Californians AT&T Uverse service - a whole new way to get next-generation interactive TV, video, and home entertainment services, along with super high speed Internet service, all through the phone line. Through the Lightspeed initiative, AT&T is extending the existing fiber in its network closer to customers' homes by using fiber to the "serving area interface" in existing neighborhoods. Serving Area Interfaces, or SAIs, are located in the cabinets located in the City's public rights of way; they serve as the connection point for copper distribution lines to and customers' premises}. Lightspeed consists of placing a new cabinet to pair with existing SAIs; these new cabinets will provide the fiber optic capability for the neighborhood, and will connect to the existing copper distribution network into homes with new construction, AT&T often places fiber directly to the premises}. In some cases, the existing SAI may need to be upgraded as well. Ongoing, routine maintenance will be performed on copper connections as necessary, to ensure that each resident connected to the SAI receives sufficient enhanced transmission capacity. Each new cabinet will be placed as close as possible to, and connected using underground conduit with, the paired SAI, and will be connected by new conduit to the nearest available power source. Very little additional trenching will be needed; in most cases, AT&T will use existing fiber or pu II fber through existing conduit to reach the new cabinets. Li hts eed Cabinets and Permittin Cabine#s -~ Above-ground cabinetry, similar to what already exists for telecommunications, traffic signal lights and other utilities, is a necessary component of this significant upgrade. We have several designs for our video equipment cabinets---all intended #o meet local ordinances. fur most common cabinet is ~8 inches tall, 50 inches wide and 25 inches deep The cabinets are tanlbeige or light green Ito maintain thermal requirements}, and are designed to blend aesthetically with the existing equipment. Cabinets generally will be placed in a public right-of- way. Serving capacity varies by cabinet and by the density of homes in a neighborhood .Generally, a cabinet might serve anywhere from 200 to 800 homes and the same design is used throughout the area. When we're finished installing the cabinet, we restore the site to the same or better condition as when we first found it. Permf#~ing Nere's low AT&T wil! work with property owners to adafress any visual concerns: ^ Similar to our previous network technology upgrades, we'll be using the public rights of way to provide new video service. Like we've always done in the past, we will continue to work closely with the city on our plans. ^ Rest assured, local government maintains control over time, place and manner of access to public rights of way. ^ We look forward to working together to install the necessary technology to provide this new service in your community. ^ The permits we will request for the Lightspeed upgrade are nv different than permits submitted in the past. And, the sooner AT&T can obtain the necessary permits, the sooner we can deliver exciting new technology to your residents. ^ New state law requires that cities act within 60 days on our encroachment permit requests relating to the construction or operations of our facilities. For questions, please contact Barbara Leslie, AT&T External Affairs, at X510} 581-1930. CITY OF ALAMEDA Memorandum To: Honorable Mayor and Members of the City Council From: Debra Kurita City Manager Date: October 21, 2008 Re: Adopt a Resolution to Approve the Amended and Restated Northern California Power Agency Power Pooling Agreement BACKGROUND At its October 20, 2008, meeting, the Public Utilities Board (the Board) will consider for approval the Amended and Restated Northern California Power Agency (NCPA) Pooling Agreement and will consider authorizing the General Manager to execute the agreement contingent upon the City Council's ratification of such agreement. Since the term for this agreement exceeds 15 years, the agreement must be ratified by the City Council as required by the City Charter Section 12-2(A). DISCUSSION The NCPA Pooling Agreement is an important business practice agreement that governs the core operations of the NCPA Power Pool and specifies Pool Member obligations. The Pooling Agreement was originally developed to provide a mechanism for NCPA members to share in the cost savings and economic efficiencies resulting from the coordinated purchase, sale, scheduling, and dispatch activities provided by pooled operations as opposed to each member operating independently. The basic premise embodied in the Pooling Agreement is that no member should be worse off in a given pool transaction than it would be if it had otherwise transacted on its own. Current Pool Members include: Alameda P&T, City of Biggs, City of Gridley. City of Healdsburg, City of Lodi, City of Lompoc, City of Palo Alto, Plumas Sierra Rural Electric Cooperative, Port of Oakland. and the City of Ukiah. The Pooling Agreement establishes the rules for member participation and provides protocols addressing, among other things: central dispatch, reliability, forecasting, energy and capacity purchases and sales, billrng and settlements, transmission, and dispute resolution. Given that the last comprehensive update and revision to the Pooling Agreement occurred 15 years ago, the existing agreement is outmoded. It no longer provides a credible framework by which members' contractual obligations and operational commitments can reasonably be honored. To bring the Pooling Agreement current to today's industry environment, NCPA staff initiated an ambitious comprehensive redrafting effort in August X007. This effort involved extensive Cott' ~®u~co0 Repor! Re: Agenda tte~ #8-D 1 ~-2 ~ -48 Honorable Mayor and October 21, 2008 Members of the City Council Page 2 of 5 collaboration by all Pool Members and NCPA staff. The Amended and Restated Pooling Agreement is the outcome of that redrafting effort. A summary of major modifications is attached (Attachment 1). A copy of the Amended and Restated NCPA Pooling Agreement, along with an NCPA Commission Staff Report (dated September 18, 2008) are available for review at Alameda P&T. In this report, NCPA enumerated the sign cant challenges and consequences resulting from operating under a badly outdated Pooling Agreement. These challenges include: Contractual obligations involving NCPA and Pool Members cannot be honored because the industry structure on which the obligations were predicated no longer exists. - Substitute obligations, while largely supported by Pool Members, are not memorialized in an NCPA Commission or member approved contractual agreement, thereby increasing the risk of costly disputes. - Informal agreements, from year to year, particularly in the area of Resource Adequacy (RA) have tended to penalize members with surplus capacity (such as Alameda P&T) by delaying or avoiding the implementation of a long term solution to a well known problem. - Counterparty willingness to extend credit and/or transact with NCPA has been negatively impacted by NCPA staffs hesitancy to provide an agreement that counterparties will immediately recognize as outdated. - NCPA credibility and its ability to attract potential new members have been diminished by the absence of a clear operating agreement that would govern the new member relationship. Me~or Modifications to fhe Pooling Agreemenf During the course of the past year, NCPA, working closely with Pool Members including Alameda P&T, conducted a thorough review of the Pooling Agreement. deleting outdated provisions and redrafting language where necessary. Below is a summary of selected changes in those sections of the Pooling Agreement that have been significantly changed. Resource Planning, Purchases and Sales, and Resource Development: As originally conceived the Pooling Agreement provided for long temp (20 year) planning processes that were intended to result in the identification of resource needs to be pursued in a joint or pooled fashion. As the electric markets throughout the west have been transformed. however. tolerance for risk. regulatory compliance requirements and member specific resource preferences have resulted in a need to have a more customized approach in terms of assembling a resource portfolio. The Pooling Agreement update addresses these market changes and new member needs by scaling back the emphasis on long term joint planning, allowing for greater flexibility to pursue individual procurement activities and by recognizing that members desiring longer term Honorable Mayor and October 21.2008 Members of the City Council Page 3 of 5 joint planning and procurement activities will be accommodated. generally, through separate agreements. Resource Adequacy (RA): RA rules have proven to be a constantly moving target under the California Independent System Operator (CAISO) Tariff. Municipal entities, through their applicable local regulatory authorities, have been given some autonomy to establish planning reserve margin levels and to adopt rules and criteria for determining which resources will count toward their individual RA obligations. Differences over member preferences and needs regarding the development of an RA program have resulted in NCPA recommending a flexible RA compliance program. Under this flexible program, members can choose to either participate in a voluntary pooled program through the updated Pooling Agreement, or voluntarily pursue RA obligations on an independent basis. The NCPA Capacity Pool is designed to allow participants to aggregate capacity resources to comply with capacity reserve requirements and to implement a mechanism that automatically transfers surplus capacity among the Capacity Pool participants. Members who participate in the Capacity Pool will be required to comply with the common Planning Reserve Margin and common rules and criteria for calculating Resource Adequacy qualifying capacity. The newly created Capacity Pool is a proposed solution to the current inefficient situation where Alameda P&T often expends considerable time and effort to transact sales of its surplus local RA capacity to other NCPA members. It is also an attempt to remedy a problem that has occurred in the recent past whereby some NCPA members, who are local capacity deficient, depend upon other members who hold surplus capacity without appropriate remuneration. Alameda P&T staff anticipates participating in the newly created NCPA Capacity Pool for purposes of (i) facilitating the sale of Alameda P8~T's available local RA capacity surplus to other Capacity Pool members and (ii} promoting a pooled RA demonstration to the CAISO on behalf of the participants using the common RA standards documented in the related pool schedule. Economic D/spatch: The Pooling Agreement schedule related to economic dispatch has been modified by deleting from the scope of central dispatch functions the procurement of contracts longer than one month in term {outside of the next operating month}. This change has been made primarily for two reasons. First. it highlights that contracts longer than one month in term are more accurately characterized as resource procurement transactions and, therefore, are not consistent with the loads and resources balancing function of the pool. Second, the change comports with NCPA Commission direction that procurement of such contracts needs to occur pursuant to separate agreements such as the Market Purchase Program or the Single Member Service Agreement. Settle-nent of Disputes and ArbJtratlon: This section has been completely updated to require informal resolution followed by mediation, and then followed by binding Honorable Mayor and October 21.2008 Members of the City Council Page 4 of 5 arbitration for settlement of disputes. The arbitration process, previously contained in a separate pool schedule, is now incorporated into the main body of the agreement. Language relating to the arbitrator's authority and decision was modified from accepting one party's proposal to granting any remedy or relief that is just and equitable, and within the scope of the Pooling Agreement. The purpose of this change is to provide the arbitrator with the means to effectuate a compromise among the disputing parties taking into account each party's proposal. New language was also added to emphasize that the decision of the arbitrator is final and that the arbitrator shall have no authority to award punitive damages. Amendments: This section clarifies that amendments to provisions found within the body of the Pooling Agreement can only be made by written approval by the local governing boards of each Pool Member (e.g., the Public Utilities Board). Amendments to pool schedules, however, do not involve action by Pool Member governing boards. Instead, such amendments are executed by approval of the NCPA Commission. Effective Term The Amended and Restated Pooling Agreement will become effective once every Pool Member has secured local governing board approval of the agreement. NCPA has stressed its preference for having the agreement executed by each member by October 30, 2008. Once the agreement becomes effective. any participant may withdraw from the agreement so long as it provides at least two years advance notice. Thus, the minimum temp of the agreement (s two years. This agreement is available for review in the City Clerk's Once. It should be noted that there is no sunset date provision. Given that the term is open- ended and could' possibly exceed 15 years, the Board's action approving the agreement must be ratified by the City Council. BUDGET CONSIDERATION/FINANCIAL IMPACT There are no immediate budget or financial implications from the adoption of the Amended and Restated Pooling Agreement. However, positive longer-term consequences might be realized from the efficiencies resulting from implementation of the Capacity Pool and also from the stability and certainty associated with adopting an updated and more descriptive governing agreement. MUNICIPAL CODEIPOLICY DOCUMENT CROSS REFERENCE This action does not affect the Municipal Code. Honorable Mayor and Members of the City Council ENVIRONMENTAL REVIEUV October 21, 2008 Page 5 of 5 The action to a rave the Amended and Restated Poaling Agreement is not a project pp ursuant to CEC~A as defined by Title 14 CCR Section 15378 in that ~t has no potential p for resultin in either a physical change in the environment or reasonably foreseeable 9 indirect physical change in the environment. RECaMMENDATI~N Ada t a Resolution approving the Amended and Restated NCPA Pooling Agreement. p Respectfully submitted, Irish Balachandran General Manager Alameda Power & Telecom ~~ By: Brad vvetstane Utility Analyst Bv~l: ra Attachment: 1, Summary of Mayor Modifications to the Pooling Agreement cc: Public Utilities Board Summary of Major Modi~catxons to the Pooling Agreement Article 1 ~ Definitions Added definitions to address use of terminology arising from new regulatory and legislative obliga~.ons and deleted definitions associated with the PG&E zA that is no longer relevant to pooling opera~ons Article 2 -~ Commission Added a section on the budget development and adoption process. Modified the right to establish a Pool Capability Responsibility and Pool Objective Capability and replaced with right to establish reliability standards. An obligation has been tentatively imposed (2.6 e) that would require commission to consult with all affected patties in advance of taking on actions authorized under the agreement. Eliminated sections for Meetings, Designated Alternate, and Attendance at Other Meetings in concert with elimination of the Pooling Committee as described in Article 4 below. Article 3 -General Manager and NCPA Staff No changes Article 4 -Fooling Committee Deleted in its entirety and replaced with an ad-hoc committee that will meet from time to time for limited purposes and will be dissolved when the limited purpose has been met. Article 5 -Resource Planning Article renamed Load Forecasting and Resource Planning. A section on resource forecasts was added, requiring notice from Participants to NCPA regarding changes to the composition of participants' resource mix that could affect balance of month operations or resource adequacy demonstrations of the pool. Entire section was reconstructed to deal with mechanism for evaluating compliance with Resource Adequacy requirements and how costs would be assessed for non- compliance. Article 6 -Resource Sale and Purchase Article renamed Purchases and Sales. Eliminated sections on sales of resources and purchases of capacity from non-parties. Added section on Balance of Month and Long Term Transac~.ons to clarify allowed transactions under the pooling agreement. Article 7 -Resource Development This section was deleted in its entirety. This section was previously the heart of the poolin . g concept, describing the process for working together to both acquire needed resources and to ensure that pool members were not doing anything that would reduce the value of existing pool planned resources. Deletion reflects changed nature of pool in this regard. Article S -Central ,Dispatch and Scheduling Services City Council Attachment to Report Re: Agenda Item #6-D ~I o-z~ -oa Modified 8.1 to include transmission. Largely unchanged from prior version of agreement. Added discussion of western AAA agreement. Section dealing with Maintenance Repair, Energy Transactions with Non-Parties, and Classification of Services were eliminated. Article 9 - Accounting All previous sections eliminated except the section entitled Records and Accounts. Article 10 - .N.~etering Inserted new section 10.2 related to individual member agreements that will specify opera~on and maintenance responsibilities as being assumed by the member or contxacted through NCPA. Article 11-Billing Payment of interest removed from dispute section of article ~11.4~. Article 12 -Pooling Schedules No change. Article 13 ~- ether Agreements Sections 13.1 dealing with Joint Powers Agreement and 13.3 dealing with the original Member Service Agreements were deleted, Section on precedence of agreements, and Special agreements were re-written slightly. Article 14 - ~lestern Systems Coordinating Council Revised heading to be named Reliability Standards, Requirements, Criteria and Rules. Updated language to include references and obligations to NERC and CAISQ. Article 15 -Term o~ f Agreement Termination provision modified to include a two year termination notice, up from the previous ~ month termination notice, and limited termination to coincide with the end of a fiscal year. Article 16 ~- notices Notice provisions updated to include procedure for notifications and the responsibility of NCPA to maintain a list of the authorized representatives for notification purposes. Article 17 - WWaiver of Defaults No changes Article I8 -Uncontrollable Forces No changes Article 19 -Liability No changes Article 20 -Reports and Records The list of reports is updated to include a reference to the All Resource Bill. Article 21- Assignment o~ f Agreement Minor rewording. Article ~1- Settlement o~Ih'sputes and Arbitration Article has been completely updated to require informal resolution followed by mediation followed by binding arbitration for settlement of disputes. Goal is to facilitate settlement of disputes in as informal a matter as possible. The Arbitration Process, which was previousl Y Pooling Schedule 12.01 has been incorporated in this Article and includes the followin g discussion: The Language fox the overview of this Schedule was reworked to eliminate the attem t to settle a ~ p dispute through the intercessions of the Pooling Committee and the Comixaa.ssion and to rely on the process of discussion, negotiation and mediation. Language was rework to tie this Schedule to the redrafted Article 22 and point to the appropriate sections of this Article. Language for the Arbitration Rules, Selection of Arbitrator, and Arbitration Schedule were slightly reworked to read better. Language for Arbitrator's Authority and Decision was modified from accepting one par 's . tY proposal to granting any remedy that is dust and equitable ~campromise}. This is the most significant update to this Schedule. Language fox Binding Arbitration is reworked to emphasis that the decision of the arbitrator is final. Language for the Arbitration and Enforcement Expenses was reworked to emphasis that the arbitrator shall have no authority to award punitive damages. Article 23 -Amendments Clari~.ed that amendments to the body of the agreement can only be made by amendments executed by the Parties and authorized by Parties governing boards and that amendments to the schedules can be made by the Commission without having to secure Party governing board approvals. Article Z~ ~- Severability No changes Article 2S -Governing Law No Changes Article 26 -Counterparts No Changes Pooling Schedules Pooling Schedule x.00 -Pool Billing Procedures No changes. Pooling Schedule -1.01 Determination of Capability Responsibility This Schedule was elinnated and rolled into Schedule G.01 under the umbrella of Resource Adequacy Pooling Schedule 1.03 - Determination of System Capability Deleted Pooling Schedule 2.01- Pricing Ynterparty Sales of Capacity The principle of facilitating sales of surplus capacity between the members has been retained an the update. The method for facilitating the sale and calculating the price of the sale has been modified slightly to reflect flexibility in procurement associated with Resource Adequacy criteria applicable to each individual member, the fact that any member can defer acquisition of RA capacity by relying on backstop CAIS~ procurement and the elimination of the old methodology associated with the terminated PG&E IA requirements. In general, this sec~.on reflects the transition from a mandatory capacity obligation that had to be met by a date certain to modified mandatory capacity obligation that allows for the obligation to be met after the fact, thus obviating the need to transact within the pool. Pooling Schedule 2.02 -Principles for Sale of Pool Excess Energy No changes Pooling Schedule 3.01-Economic Dispatch Sections on Transaction with Non Parties, Monthly Qperations Forecasts and Short Term Contracts were deleted. Short Term Contracts were deleted to comport with Commission direction that procurement contracts longer than one month outside of the next operating month} need to be procured pursuant to a separate agreement. Pooling Schedule 4.01- Allocation of Pool Expenses This section was for the most part eliminated as a new agreement is pending Nexent study to allocate expenses based on the budget being shaped by this study. Pooling Schedule 5.01- Load Forecast Reporting & Requirements Section on Forecast overview added language to include forecasting requirements expected by Resource Adequacy and NERC reporting. Secd.on on Data Requirements was reworded to include energy efficiency and load management programs adopted by the member utilities. Section on Forecasts has added language to identify what NCPA will accomplish with the gather information which is mainly used for Plexos Model, budget process, and long-term resource planning. Section on Long-Term Forecast Scenarios is significantly simplified mainly because none of the members were requesting the development o£ such scenarios. Section on Long-Term Forecast Documentation was significantly simplified to for members producing their own forecast to provide documentation on methodology on an as needed basis. Section on Short-Term Forecasts was slightly modified to replace terminology from hour ahead to active day. Pooling Schedule 5.02 -Load Management Principals The entire Schedule was deleted as it was determined that it does not apply to members any longer. ongoing CEC proceedings may result in need to establish a new schedule relating to load management programs. Pooling Schedule G.01-- Resource Allocation Procedures This Schedule is now under Schedule G.04 and renamed as Intraparty Capacity Transaction. It was slightly modified to point out that the adopted program is only for calendar year 2ooS. New Pooling Schedule G.01 ~in redraft versions -NCPA Capacity Pool This Schedule is new language that describes participation in the NCPA Capacity Pool program a~za. response to comply with rules and criteria in meeting reliability standards set for Load Serving Entities. This Schedule details participation objectives, time lines for such participation; delegation of authority to NCPA upon election to participate in the Capacity Pool; rules and criteria to become compliant with the Capacity Pool program, NCPA's obligation in meeting resource demonstrations; and transfer of surplus capacity amongst Partlc~pants opting to participate in this program. Schedule G.o1 is integrated with other Articles and Schedules found throughout the Pooling Agreement. Pooling Schedule G.02 -NCPA Capacity Pool Resource Adequacy Program The Pool Accounting Method Schedule is now found under Schedule G.05. This Schedule is new language describing applicability, compliance demonstration, demand forecast, planning reserve margin, and resource adequacy qualifying capacity rules & criteria, and compliance & enforcement. It clarifies requirement to meet both system and local area capacity demonstrations; discusses the CEC and the CAIS~'s role in providing monthly coincident peak demand determinations that will be used in NCPA's compliance demonstrations; and explains how the Demand Forecast data provided by NCPA and its members are used in determining peak Demand. In addition, discussion on requirement of capacity in planning reserve margin is included along with resource adequacy qualifying capacity rules and criteria. Lastly, a discussion on possible demonstration deficiency to meet compliance demonstration along with means to resolve such deficiency, and any associated penalties or sanctions incurred as a result is detailed. Pooling Schedule G.03 --NCPA Capacity Pool Capacity Transfer Process This Schedule is new language that describes the annual system and local capacity transfer process for participants who are surplus or deficient in capacity within the pool; the development of capacity transfer pricing; details of timing and settlement for any such transfer; the development of demand/capacity balance process; and lastly, disqualified capacity is addressed along with allocation of charges or penalties as a result. Pooling Schedule G.04 -Calendar Year 2008 ~ntraparty Capacity Transaction This Schedule was previously called Resource Allocation Procedures under Schedule C.o1. Pooling Schedule G.05 -Pool Accounting Method This Schedule was previously found under Schedule 6.02. Section C (Procedures for Allocating NCPA Pool/3~' Party Transactions) has been added to include In-month transaction involving buy-back of COTP capacity from OASIS along with calculation identifying COT'I' capacity shares for the implementation of the buy-back function. In section dealing with Transactions Using Buy Back of Pool Posted CQTP Transmission language was added to include Real Time schedules in the buy-back of COTP activities. The discussion on the amount of buy-back limitations has been eliminated. In section dealing with Hourly Transmission Allocations and Transfers discussion on the purchase of wheeling rights from Third Party and making use of appropriate WATT was deleted. Pooling Schedule 7.01- Load Following Allocation This Schedule is renamed as Load Following Costs and Allocations. In the Qverview of this Schedule language was added to draw attention to resources other than Collierville that will be instrumental in real time market such as the CTs and COTP, which its owners will be compensated. Language is added to include COTP Energy Costs. Under Energy Adjustment section, language is added to identify a payment mechanism for idle capacity that may not have qualified for AS, however was used in load following. Pooling Schedule 9.01- Spinning Reserves The title of this Schedule is renamed to Ancillary Services. This Schedule is simplified to referring to the Scheduling Coordinator Program Agreement for the allocation of costs and benefits of procuring Ancillary Services rather than duplicating this effort. Pooling Schedule 9.02 -Transmission Slightly reworded and the Tables for Participant membership percentages for CQTP and SETT updated. Pooling Schedule 10.01- Scheduling of WAPA Allocations to Pool Members This Schedule is simplified to referring to the AAA Assignment Administration Agreement for the allocation of capacity and energy rather than duplicating this effort in the Pooling Agreement. Pooling Schedule 11.01- Reserved The new tide for this Schedule is Member Meter Project and has been updated with a table with pool members identifying whether they choose to maintain and operate Western meter witlvn their boundary or to have NCPA contract a Third Party to do so. CITY GF ALAMEDA RESGLUTIDN NC. APPROVING THE AMENDED AND RESTATED NaRTHERN CALIFORNIA PGWERAGENCY PCCLINGAGREEMENT WHEREAS, Alameda Power & Telecom Alameda P&T} is a signatory to the Northern California Power Agency NCPA} Pooling Agreement that has ~ been in lace since Se tember 22 19 ~ n p p 93, a d a ® ~ WHEREAS, the Pooling Agreement is an important business ractice ~, d p ~ ~° agreement that governs the core operations of the NCPA Poo! including, among ~ ~ other thin s central dis atch ' ' ' ~ ._ g p rel~abEl~ty, forecasting, energy and capacity ~ ~' purchases and sales, billing and settlements, transmission, and dis ute i P resolution; and WHEREAS, the Pooling Agreement was originally developed to provide a mechanism for NCPA members to share in the cost savings and economic efficiencies resulting from pooled power management operations; and vIIHEREAS, the current Pooling Agreement is significantly outdated, out of step with the current energy industry structure, and no longer provides a credible framework by which members' contractual obligations and operational commitments can reasonably be honored; and WHEREAS, NCPA staff in collaboration with Pool Members, including Alameda P&T, initiated an ambitious comprehensive redrafting effort in August 200?, to bring the Pooling Agreement current to today's industry environment; and WHEREAS, the resulting Amended and Restated Pooling Agreement meets the business needs of Alameda Power and Telecom; and WHEREAS, the Alameda Public Utilities Board has reviewed and approved the agreement and recommends that the City Council ratify its action as ,required by City Charter Section 12-2~a}, NGW, THEREFORE, BE IT RESOLVED by the Council of the City of Alameda that: 1. The Council ratifies the action of the Public Utilities Board approving the Amended and Restated Northern California Power Association Pooling Agreement. 2. The General Manager of Alameda Power & Telecom is authorized to execute the agreement without material change, **~ Resolution #G-D Y-f~ 1 -OV i, the undersigned, hereby certify that the foregoing Resolution was duly and regulariy adopted and passed b the Council of the City of Alameda in a 5~ . regular meeting assembled on the 2~ day of October, 2008, by the foiiowing vote to wit: AYES NDES: ABSENT: ABSTENTIONS: iN WITNESS, WHEREOF, I have hereunto set my hand and affixed the seal of said City this 22n~ day of October, 2008. Lara Weisiger, City Clerk City of Alameda CURRENT APPLICATIONS SOCIAL SERVICE HUMAN RELATIONS BOARD ONE VACANCY (FULL TERM EXPIRING JUNE 30, 2012) Douglas Biggs Rey Agenda Item #9•A 14.21.48