2009-08-03 4-D Power PointCity of AlamedaCalifornia
Resource Allocation Plan
Fiscal Year 2009-2010 Annual Budget
Fiscal Year 2010-2011 Budget Forecast
I.Budget Overview
II.Financial Summary
III.Program Highlights
IV.Management Initiatives
V.Action Plan
Budget Overview
I.
Organization Format
Executive Summary
•
City Profile
•
Financial Summaries
•
Department Program Budgets
•
Appendix
•
Budget Goals
A document –one which reflects
policy
•
coherent, entity wide mission statements, goals
and objectives of organizational units
A plan –one which includes and
financial
•
describes all operating, capital and debt
services funds including resources,
expenditures, and cash balances
An guide –one which describes
operating
•
activities, services, organizational units and
functions
A device –one which is clear
communication
•
and transparent to public by defining terms and
summarizing complex analytical data
Budget Foundation
Focus on “Managing for Results” with
•
an articulation of organizational values
Program-performance-based cost
•
centers
Basis for sound policy discussion on
•
core services and costs by 1/10
II. Financial Summary
Total Budget –$288,544,650.
General Fund$68,732,150
•
Special Revenue Funds$61,403,740
•
Capital Project Funds$18,391,670
•
Debt Service Funds$ 7,909,880
•
Enterprise Funds$16,477,430
•
Internal Service Funds$10,687,640
•
Trust and Agency Funds$15,856,140
•
General Fund
Balanced projected revenues with
•
projected expenditures
Protects $8.8M available cash balance
•
Reflects core revenues and
•
expenditures, eliminating transfers in
Special Revenue Funds
Largest fund group reflecting volume of
•
restricted dollars
Funds with negative cash balances include
•
Police/Fire Construction Impact; FISC Lease
and APIP
City funds reduced cash balance by $2.1M
•
CIC funds reduced cash balance by $100,000
•
ARRA funds reduced cash balance by $2.1M
•
Capital Project Funds
All funds stable with no negative cash
•
$2.2M in various cash balances utilized
•
for capital projects
$21M still available to match with future
•
revenues for new or continued capital
improvements
Debt Service Funds
City reserve funds are sound
•
CIC reserve funds stable
•
ARRA reserve fund stable
•
Debt service first claim on expenditures
•
in operating funds
Monitored quarterly for refinancing
•
opportunities
Enterprise Funds
Anticipates ferry transfer to WETA by
•
fiscal year-end
Substantial sewer fund cash balances
•
net of “Stargell” loan
Golf course with $275,590 cash balance
•
at 6/30/10
Internal Service Funds
Reduced negative cash balances from
•
$3.4M as of 1/09 to $860,280 by 6/10
Built in reserves and contingencies to
•
avoid negative spiking
Budgeted $750,000 in various
•
equipment replacement
Includes $385,000 to replace phone
•
system
Includes $200,000 in computer upgrades
•
Trust and Agency Funds
OPEB of $2.1M
•
Pension Plans 1079/1082 of $2.5M
•
Debt Service for various conduit
•
financings such as Marina Village;
Harbor Bay Marina Village and CFD
Assessments
III. Program Highlights
General Government
Allocation of costs to Intergovernmental
•
Relations
Reallocation of Assistant City Manager to
•
Community and Economic Development funds
Centralization of ARRA agendas with City Clerk
•
Organizational reporting of Information
•
Technology to City Manager’s Office
Development of Program Budget oversight unit
•
Administrative Services
No changes in personnel resources
•
Evaluation of business license software
•
Extensive resources dedication to MOU
•
negotiations
Evaluation of alternate
•
personnel/payroll software module
Analysis of OPEB and PERS
•
calculations
Community Services
Funding of part-time position for education
•
linkages program in Library; no personnel
increases in Recreation and Parks
Library transfer increase to off-set cost
•
allocation –still nets to $1.5M
Implements ‘Go Library’
•
Re-evaluation of field use policy
•
Final implementation of golf privatization
•
Development Services
Requires use of Community Planning fees to
•
balance fund
Evaluates cross-training building inspection
•
and code enforcement
Requires RDA State “take” to be addressed as
•
budget amendment by 9/09
Centralizes and relocates development
•
services staffing to City Hall
Re-evaluates housing program operations in
•
conjunction with Housing Authority
Public Safety Services
Maintains 92 sworn in both Fire and Police
•
Implements parallel command structure in
•
Fire as in Police
Implements ICMA recommendations as
•
appropriate
Evaluates/implements relocation of animal
•
shelter facility
Implements Code Red
•
Enhances disaster preparedness
•
Public Services
Implements alternative fuel program
•
Develops a formal, five-year Capital
•
Improvement Plan parallel with five-year
Business Plan
Evaluates relocation of maintenance services,
•
engineering and administrative staff to new
facility
Completes revised impact fee study and
•
calculations to leverage funds
Implements revised City Hall parking
•
IV. Management Initiatives
Policy/Advisory Boards Structure
•
Evaluation
Organizational Streamlining (efficiency
•
and effectiveness of people and space)
Green Initiatives (alternate fuels; green
•
department programs; economic
development)
Telecommunications Improvements
•
(phones; computers)
OPEB Financing (savings; offsets)
•
Program Performance Based Budget
•
(leadership training; performance
evaluations)
Municipal Code (outdated ordinances)
•
Employer-Employee Team Solution
•
(MOUs; cost-savings incentives)
Classification and Compensation Study
•
Targeted Development Opportunities
•
School District Linkage (housing;
•
library; recreation and parks)
City Branding (logo; website)
•
Disaster Preparedness Exercise
•
City-wide Mid-management Training
•
Relocation of City Facilities (corporate
•
yard; animal shelter; public works)
V. Action Plan
City Council Policy sessions September-
•
December on defining core services
Management diligence in accurately
•
reporting and refining programs and
performance measures
Long-term financial decision making
•
January 2010 to set course for five-year
fiscal plan FY10-11 –FY14-15