body,date,page,text,path
CityCouncil,2007-09-11,1,"MINUTES OF THE SPECIAL CITY COUNCIL MEETING
TUESDAY - - -SEPTEMBER 11, 2007- -9:30 A.M.
Mayor Johnson convened the Special Meeting at 9:44 a.m.
Councilmember Gilmore led the Pledge of Allegiance.
ROLL CALL - Present : Louncilmembers
deHaan,
Gilmore,
Matarrese, Tam and Mayor Johnson - 5.
Absent :
None.
The Management Partners report on the workshop is hereto attached
and made part of the minutes by reference.
AGENDA ITEM
(07-440 ) Workshop on City Priority-Setting Project.
Jan Perkins, Management Partners, reviewed the agenda for the
workshop:
Discussion of environmental scan and SWOT [Strengths,
Weaknesses, Opportunities and Threats] ;
Discussion of Citywide objectives;
Discussion of current work plans;
Identification of Council priorities and
Review of next steps in the priority setting process.
*
*
Mayor Johnson called a recess at 10:22 a.m. and reconvened the
Special Meeting at 10:25 a.m.
*
The Deputy City Manager gave a Power Point presentation on the
environmental scan.
Ms. Perkins facilitated the SWOT discussion.
* *
Mayor Johnson called a recess at 11:23 a.m. and reconvened the
Special Meeting at 11 : 26 a.m.
*
Ms. Perkins reviewed the Citywide objectives.
The Housing Authority and Public Safety work plans were reviewed.
Special Meeting
Alameda City Council
1
September 11, 2007",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,2,"***
Mayor Johnson called a recess at 12:20 p.m. and reconvened the
Special Meeting at 12:37 p.m.
The Library Development Services, Alameda Power & Telecom, Parks
and Recreation, Administration, Planning and Building, and Public
Works work plans were reviewed.
Ms. Perkins facilitated the priority setting exercise and outlined
the next steps.
PUBLIC COMMENT
None.
ADJOURNMENT
( 107 - 441 ) There being no further business, Mayor Johnson adjourned
the Special Meeting at 2:00 p.m. in a moment of silence for
September 11, 2001.
Respectfully submitted,
Lara Weisiger
City Clerk
The agenda for this meeting was posted in accordance with the Brown
Act.
Special Meeting
Alameda City Council
2
September 11, 2007",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,3,"CITY
OF
AL
>s
CITY OF ALAMEDA, CALIFORNIA
SUMMARY OF CITY COUNCIL AND
EXECUTIVE MANAGEMENT TEAM
PRIORITY SETTING WORKSHOP
September 2007
>
MANAGEMENT PARTNERS
I N C o R P o R A T E D",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,4,"City of Alameda
Summary of Priority Setting Workshop - September 11, 2007
TABLE OF CONTENTS
SEPTEMBER 11, 2007 PRIORITY SETTING WORKSHOP
1
PRIORITY SETTING PROCESS PURPOSE
1
WORKSHOP AGENDA
1
WORKSHOP GROUND RULES
2
ALAMEDA'S RECENT SUCCESSES
2
ENVIRONMENTAL SCAN
2
Environmental Scan Factors
3
STRENGTHS, WEAKNESSES (LIMITATIONS), OPPORTUNITIES AND
THREATS
3
Strengths
3
Weaknesses (Constraints/Limitations)
3
Opportunities
3
Threats
4
DRAFT CITYWIDE OBJECTIVES
4
WORK PLAN PRIORITIES
6
ISSUE BIN
7
WORK PLAN NOTES
8
NEXT STEPS
8
ATTACHMENT A - COUNCIL'S HIGHEST AND HIGH PRIORITIES 9
ATTACHMENT B - ENVIRONMENTAL SCAN
11
Figures
Figure No. 1: Council's Highest Priorities and Citywide Objective Each
Priority Relates To
6",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,5,"City of Alameda
Summary of Priority Setting Workshop - September 11, 2007
September 11, 2007 Priority Setting Workshop
On September 11, 2007, the City Council and Executive Management Team met from 9:30
a.m. until 2 p.m. in the Library for a priority setting workshop. Jan Perkins and Nancy Hetrick
of Management Partners facilitated the workshop.
The workshop was the first of two sessions planned. The priority setting process began with
staff creating work plans to articulate the special projects of City departments. This process
is timely because of the start of the next two-year budget cycle in early 2008, and the
addition of new members to the Executive Management Team.
Priority Setting Process Purpose
The purpose of the entire priority setting process is to:
Provide Council direction on priorities for the work plan for the next 2-3 years.
Provide an opportunity to strengthen Council understanding of staff's current work plans
and resources available to carry them out.
Create mutual understanding and agreement between the Council and Executive
Management Team on a process of reporting progress on work plans.
Create mutual understanding and agreement between the Council and Executive
Management Team on a process of modifying priorities once adopted (adding/deleting
projects to meet changing needs) that includes adjusting existing priorities or adding
resources to ensure new projects can be completed and Council priorities met.
The focus of the workshop held on September 11, 2007, was the following:
Identification of factors affecting the City over the next several years
Confirmation or modification of draft citywide objectives
Understanding of current work plans for City departments
Initial understanding of Council priorities
A second Council/Executive Management Team workshop will be held in November (date to
be determined), in order to accomplish the following:
Understanding of the resources needed to successfully accomplish Council priorities.
Agreement by Council on priorities for attention for next 2 years
Agreement on process of reporting progress on priorities
Agreement on process of modifying the adopted priorities
Workshop Agenda
The agenda for the September 11, 2007, workshop contained the following items:
Environmental scan and SWOT (strengths, weaknesses, opportunities, threats)
discussion
Discuss draft citywide objectives
Discuss current work plans
Identify Council priorities
Management Partners, Inc.
1",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,6,"Listen
Respect the work that went into this
Alameda's Recent Successes
Council members and staff brainstormed some of the successes of the City of Alameda over
the last few years.
New Library
Restoration of Alameda Theater
Recycling rate/energy conservation
New developer in place for the former Navy property
Focus on infrastructure
Pre-hospital services
Redevelopment projects
Breakers at Bayport
Parks improvements
No traffic fatalities
Review of telecom operations
Revisions to street sweeping program
Lights in crosswalks
Ferry ridership
Golf transition
High performing Executive Management Team
Increased transparency
Federal grant awards
Media outreach (web casting; press releases)
Website
""Access Alameda""
Environmental Scan
Deputy City Manager Lisa Goldman presented an environmental scan of factors influencing
the City. (See Attachment B) Handouts of the PowerPoint were made available to
participants. Some follow-up items from the PowerPoint were placed in the ""issue bin."" Those
items are listed in the last section of these notes.
An environmental scan provides data about factors that may affect the City of Alameda in the
future. Although not a complete picture of the City of Alameda, these factors help provide a
context for priority setting.
Management Partners, Inc.
2",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,7,"City of Alameda
Summary of Priority Setting Workshop - September 11, 2007
Environmental Scan Factors
Data for the following factors was provided for this environmental scan.
Demographics
City budget
City revenues
Largest property tax payers
Largest employers
Strengths, Weaknesses (Limitations), Opportunities and Threats
The Council and Executive Management Team brainstormed the City of Alameda's
strengths, weaknesses (limitations/constraints), opportunities, and threats. The purpose of
this discussion was to identify those areas which the City wishes to foster and build upon,
and those areas and issues for which the City must plan and create new approaches.
Strengths
Good Executive (City Manager)
Good grasp on finances
Financial depth and transparency
Strong department heads who work cooperatively, with good communication
Conservative fiscal approach-having reserves
Listening and responding to the community
Good employees have been recruited
Openness of communication
Weaknesses (Constraints/Limitations)
Loaded staff with many things that have to be done
City is victim of own ambition and capable people
High dependency on other agencies (no City control)
Many things coming to the plate at the same time
Bureaucratic processes
Perception that not everything is open
Lack of revenue to do everything needed or desired
Explaining public process
Ability to attract and retain employees for certain positions (i.e. AP&T)
Lack of succession planning
Employee development
Competing for federal money
Flexibility to meet changing needs
Opportunities
Changing land uses
Changing demographics
Full Executive Team
Marrying old and new priorities
Reorganizing operations
Community outreach
New technology
Reduce carbon footprint
Look at how we do things-bringing in new talent
Management Partners, Inc.
3",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,8,"City of Alameda
Summary of Priority Setting Workshop - September 11, 2007
Make less successful times more successful
Not just doing things the ""Alameda way"" - changing when it would be more effective
Erase perceptions about the City not being ""business friendly""
Work with residents to identify revenue opportunities
Educate residents on budget constraints
Use budget restraints to take a regional approach
Educate residents on how to participate and get involved in City government
Reach out to younger demographics; taking a different approach
Threats
Economic recession
Age of infrastructure
State-new legislative mandates, unfunded mandates
Crime trends-youth violence
Socio-economic factors that contribute to crime trends
Regional build-out (traffic)
Federal deficit
Natural disasters
Fiscal situation of school district
Viability of other institutions
Aging work force (""brain drain"")
Draft Citywide Objectives
The City Manager presented several draft Citywide objectives, which were developed by the
Executive Management Team to articulate the direction received by Council over the past
two years. The Council reviewed the draft objectives and, in some cases, suggested
modifications and additions. Shown below for each objective is the original draft language
proposed by the staff and, following that, any modifications or additions suggested by the
Council. Based on the suggestions from Council, revised objectives are shown in some
cases, which will be presented for consideration at the November workshop. Additionally,
based on the workshop discussion, a broad, overarching statement is proposed, which could
form the basis of a mission statement for the City. If desired, that will be added to the
agenda for the November workshop.
Objective 1:
Draft: Continue progress in the redevelopment of the former naval property.
Modification: None.
Objective 2:
Draft: Identify funding and develop master plans for providing and maintaining infrastructure
improvements.
Modification: None.
Objective 3:
Draft: Ensure the community's economic health.
Modification: Take measures to improve and promote the community's economic health.
Management Partners, Inc.
4",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,9,"City of Alameda
Summary of Priority Setting Workshop - September 11, 2007
Objective 4:
Draft: Develop or update and implement land use, transportation, and environment
sustainability planning strategies, tools, and documents.
Modification: Develop or update and implement land use, transportation/traffic, and
environment sustainability planning strategies, tools, and documents.
Objective 5:
Draft: Provide quality youth and senior programs and services.
Modification: Provide quality youth and senior programs, services, and facilities.
Objective 6:
Draft: Recruit, retain, and develop a skilled and responsive workforce.
Council Comments: Include in the work plan tasks related to educating the community
about City jobs and career opportunities in order to develop a local workforce.
Objective 7:
Draft: Continuously improve internal operations and systems.
Council Comments: Communications with the public, customer service, and user-
friendliness are important; improving and updating systems for communicating with the
public; delivering services with the customer/residents in mind
Modification: Continuously improve internal operations, systems, and management
practices in order to provide high-quality customer service.
Mission
In addition, during the discussions, an overarching objective was suggested pertaining to
""enhancing and promoting the qualify of life for the community."" For a City government, all of
the objectives stated above are methods of achieving that overarching statement, which
could be considered the mission of the City. A suggestion would be to create a mission
statement that provides the context for the Citywide objectives.
A draft mission statement, intended as a starting point for discussion with the Council and
Executive Management Team at the November workshop, could be the following:
The City of Alameda focuses its workforce and resources on providing
services that enhance the quality of life for its residents and promote the
prosperity of its business community.
Management Partners, Inc.
5",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,10,"City of Alameda
Summary of Priority Setting Workshop - September 11, 2007
Work Plan Priorities
In advance of the workshop, the Executive Management Team prepared individual work
plans that listed key projects to be accomplished. The work plans also noted the on-going
work of their departments. At the workshop, Council members asked questions
of
department heads in order to understand the work plans.
Following that discussion, each Councilmember was provided with 14 dots in order for them
to indicate their priorities among the items on the work plans. Each Councilmember placed
seven orange dots on their highest priorities and seven green dots on their high priorities.
While all of the items on the work plans are there because they are important, knowing the
Council's key priorities helps the staff set work flow priorities - particularly when new projects
emerge or other urgent issues arise and timelines must be shifted.
The list of projects identified by Council members as their high and highest priorities are
provided in Attachment A. All projects receiving at least 1 dot (of either color, noting highest
or high priority) are included. The priorities are organized by department; those projects
receiving Council majority (3) for any combination of high/highest priority are noted in bold.
These priorities are in draft form and will be further discussed at the second City
Council/Executive Management Team workshop to be held in November 2007.
The following is a list of the projects receiving at least one ""highest priority"" dot and at least
two ""high priority"" dots. For each project, the Citywide objective it relates to is identified. Two
point values were attached to each ""highest"" priority and one point value was attached to
each ""high"" priority for ranking purposes.
FIGURE No. 1: COUNCIL'S HIGHEST PRIORITIES AND CITYWIDE OBJECTIVE EACH PRIORITY RELATES To
Lead Department
Project
Priority
AP&T
Address Telecom financial issue - implement
10 points
plans/recommendations
(5 highest)
Objective 7:
Continuously improve internal operations,
systems, and management practices in order to provide high-
quality customer service.
Housing Authority
Work with the Housing Commission to develop an
7 points
acquisition and development plan for expanding
(3 highest
affordable housing opportunities using the remaining
1 high)
Measure A Guyton exemption (Alameda Hotel; Islander)
Objective 4: Develop or update and implement land use,
transportation/traffic, and environment sustainability planning
strategies, tools, and documents.
Development
Former Navy Base Redevelopment - Secure Conveyance
6 points
Services
of Alameda Point from Navy and negotiate development
(3 highest)
entitlements with SunCal
Objective 1: Continue progress in the redevelopment of the
former naval property.
Management Partners, Inc.
6",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,11,"City of Alameda
Summary of Priority Setting Workshop - September 11, 2007
Department
Projec
Priority
Planning & Building
Transportation Element Update (General Plan)
6 points
(3 highest)
Objective 4: Develop or update and implement land use,
transportation/traffic, and environment sustainability planning
strategies, tools, and documents.
Planning & Building
Customer Service Improvement Committee work items
6 points
(project ADD)
(3 highest)
Objective 3: Take measures to improve and promote the
community's economic health.
Public Works
Transportation/Traffic Planning (Transportation master
5 points
plan; pedestrian plan)
(2 highest
1 high)
Objective 4: Develop or update and implement land use,
transportation/traffic, and environment sustainability planning
strategies, tools, and documents.
Public Safety
Disaster Preparedness/Update Disaster Mitigation Plan
5 points
and the EOC Plan
(1 highest
3 high)
Objective 2: Identify funding and develop master plans for
providing and maintaining infrastructure improvements.
Objective 3: Take measures to improve and promote the
community's economic health.
Planning & Building
Soft-story seismic retrofit incentive program
4 points
(1 highest
Objective 3: Take measures to improve and promote the
2 high)
community's economic health.
Recreation, Parks
Prepare and implement comprehensive operation review
3 points
and Golf
of Golf Course operations
(3 high)
Objective 7: Continuously improve internal operations,
systems, and management practices in order to provide high-
quality customer service.
Issue Bin
During the course of the workshop, various items were raised to be handled at another time
and place. Those items were:
Environmental scan follow-up:
""Other"" category of General Fund - explain what this is; show department
allocations within other and enterprise (i.e., Library allocation)
Split out sources of the utility users tax
Split property tax revenue between residential and non-residential if County can make the
data available
Identify the assessed value of Harsch Investment for 2 years ago
Limar #13 - who are they?
Identify what percent of employees of Alameda's largest employers live in Alameda, if the
data is available
Post the environmental scan on the website
Management Partners, Inc.
7",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,12,"City of Alameda
Summary of Priority Setting Workshop - September 11, 2007
Work Plan Notes
A Council member expressed an interest in the following information as part of the work
plans:
Date when Council direction was set
Timelines for each project
Indicate if the project is a result of a Council directive or other requirement
Next Steps
At the end of the workshop, the next steps in the priority setting process were reviewed, as
follows:
EMT will discuss Council comments and questions received at the workshop
Second Council/EMT workshop will be scheduled in November, with the following
preliminary agenda:
Finalize citywide objectives and mission statement
Finalize City Council priorities and direction
Agree on a progress reporting process
Create process for modifying priorities
After the second Council/EMT workshop, staff will finalize a prioritization plan that
incorporates the City Council's comments and feedback from the November workshop.
The information in that plan will be incorporated into the decision-making process for the
next two-year budget.
Management Partners, Inc.
8",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,13,"City of Alameda
Summary of Priority Setting Workshop - September 11, 2007
ATTACHMENT A - COUNCIL'S HIGHEST AND HIGH PRIORITIES
Note: Bold items below are those projects receiving a total of three dots from Councilmembers for
either the high or highest priority.
Lead Department
Projec
Priorify
AP&T
Address Telecom financial issue - implement
5 highest
plans/recommendations
Housing Authority
Work with the Housing Commission to develop an
3 highest
acquisition and development plan for expanding
1 high
affordable housing opportunities using the
remaining Measure A Guyton exemption (Alameda
Hotel; Islander)
Development Services
Former Navy Base Redevelopment - Secure
3 highest
Conveyance of Alameda Point from Navy and
negotiate development entitlements with SunCal
Planning & Building
Transportation Element Update (General Plan)
3 highest
Planning & Building
Customer Service Improvement Committee work
3 highest
items (project ADD)
Public Works
Transportation/Traffic Planning (Transportation
2 highest
master plan; pedestrian plan)
1 high
Public Safety
Disaster Preparedness/Update Disaster Mitigation
1 highest
Plan and the EOC Plan
3 high
Planning & Building
Soft-story seismic retrofit incentive program
1 highest
2 high
Recreation, Parks and
Prepare and implement comprehensive operation
3 high
Golf
review of Golf Course operations
Planning & Building
Housing Element Update (General Plan)
2 highest
Recreation, Parks and Golf
Renovate Godfrey Field; Rittler Field; Lincoln Park Field
2 highest
Replace Krusi Park Recreation Building
Library
Develop a long range plan for library service (includes
1 highest
Measure O funds allocation for branch improvements)
1 high
Development Services
Former Navy property development - Conduct
1 highest
homeless/PBC screening for Coast Guard Housing and
1 high
related Community Reuse Plan amendment. Includes
lease of ball field/park area and coast guard housing
Administrative/Support
Review web hosting, design and maintenance services
1 highest
Services
and conduct needs assessment of current contributors
1 high
Administrative/Support
Review compensation system (broadened to include
1 highest
Services
review of full system)
1 high
Planning & Building
Prepare Local Action Plan for Climate Protection
1 highest
1 high
Public Works
Continuous improvement of systems (Street tree
1 highest
master plan; sewer master plan; storm drainage master
1 high
plan)
Administrative/Support
Explore options to generate revenue for infrastructure
1 highest
Services
improvements
Administrative/Support
Budget review and tracking (project ADD)
1 highest
Services
Planning & Building
Land Use Element - Retail and Business Services
1 highest
Section Update (General Plan)
Planning & Building
Develop a Facilities Master Plan: identify funding and
1 highest
prepare master plans for building infrastructure
improvements
Management Partners, Inc.
9",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,14,"City of Alameda
Summary of Priority Setting Workshop - September 11, 2007
Lear Department
Project
Priority
Library
Provide facility and service improvements to both Bay
2 high
Farm Island and West End Libraries
AP&T
Enhance Energy/Environmental Sustainability -
2 high
evaluate alternatives for reducing carbon footprint
Administrative/Support
Develop Succession Planning Strategy (including youth
2 high
Services
outreach component)
Public Works
Transportation planning
2 high
Fire
Conduct Fire Station 3 feasibility study
1 high
Development Services
CDBG-funded project to implement the ""West Alameda:
1 high
Woodstock to Webster Neighborhood Improvement
Plan""
Recreation, Parks and Golf
Implementation of a Youth Advisory Commission to
1 high
advise Council on youth-related issues
Recreation, Parks and Golf
Review business and financial plan of the Alameda
1 high
Museum
Recreation, Parks and Golf
Estuary Park Task Force - initiate meetings with Task
1 high
Force to identify potential funding
Administrative/Suppol
Develop a compliance plan for GASB-45 regulations by
1 high
Services
performing an actual study and reviewing options with
Council
Administrative/Support
Labor agreement negotiations with public safety
1 high
Services
bargaining units
Public Works
Transportation - Safe Routes to School (Implement
1 high
innovative approach to encourage walk/bike/carpool to
school
Public Works
Environmental Protection
1 high
Management Partners, Inc.
10",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,15,"City of Alameda
Summary of Priority Setting Workshop - September 11, 2007
ATTACHMENT B - ENVIRONMENTAL SCAN
The environmental scan prepared by the City is attached.
Management Partners, Inc.
11",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,16,"City of Alameda
Priority Setting Workshop
September 11, 2007
CITY
OF
the
1
Environmental Scan
An environmental scan provides data about
factors that may affect the City of Alameda
in the future. Although not a complete
picture of the City of Alameda, these factors
help provide a context for priority setting.
2
1",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,17,"Environmental Scan Factors
Demographics
City budget
City revenues
Largest property tax payers
Largest employers
3
Demographics: Age
65 and over
11%
45-64
31%
24-44
30%
18-24
6%
Under 18
23%
0%
5%
10%
15%
20%
25%
30%
35%
Percent of Population
Source: 2005 American Community Survey
4
2",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,18,"Demographics: Ethnicity
White
5.8%
African American
6.7%
Asian
0.7%
American Indian/Alaska
Native
28.1%
54.5%
Some other race
Two or more races
4.2%
People of Hispanic origin may be of any race. 15% of the people in Alameda were
Hispanic. 48% of the people in Alameda were White non-Hispanic.
Source: 2005 American Community Survey
5
Demographics: Per Capita
Income
$45,000
$40,000
$35,000
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
$0
Year
Source: American Community Survey Data adjusted for inflation
6
3",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,19,"Demographics: Household
Income
8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
Income
Source: 2005 American Community Survey
7
Demographics: Geographic
Mobility
90%
83%
80%
Same residence as
70%
2004
Different residence,
60%
same county
50%
Different state
40%
30%
Different county,
same state
20%
Abroad
9%
10%
4% 4%
0%
0%
Source: 2005 American Community Survey
8
4",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,20,"Demographics: Year
Household Moved to
Current Home
20,000
2000 or later
15,000
1990 to 1999
10,000
1980 to 1989
1970 to 1979
5,000
1969 or earlier
0
Year Moved In
Source: 2005 American Community Survey
9
Demographics:
Homeownership in Alameda
60%
48%
44%
40%
20%
8%
0%
Ow ner-occupied
Renter-occupied
Vacant
Source: 2005 American Community Survey
10
5",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,21,"Total City Budget: FY 2007-08
Capital Improvement
4%
$287.2 Million
ARRA
4%
CIC
5%
General Fund
Enterprise
28%
6%
Housing Authority
10%
Other Funds
AP&T
20%
23%
11
City Budget:
General Fund Allocations
$80.8 Million
Planning &
Building
Public Safety
6%
Pension
Rec & Parks
Other
Police
4%
5%
9%
29%
General Admin
9%
Fire
Public Works
27%
11%
12
6",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,22,"City Budget: Top General Fund
Revenues, FY 2006-2007
Property Tax
14%
Sales Tax
18%
45%
Property Transfer
Tax
Utility Users Tax
12%
11%
Motor Vehicle In
Lieu Tax
Percentage equals percentage of top five revenues
13
Top Five G.F. Revenues Trend
($ Millions)
$22.3
$25
$20
$8.4
Property Tax
$15
$5.4
Utility Users Tax
$10
$5.7
Sales Tax
$5
$6.7
Property Transfer Tax
$0
Motor Vehicle In Lieu Tax
2002
2003
2004
2005
2006
Est
Plan
2007
2008
14
7",CityCouncil/2007-09-11.pdf
CityCouncil,2007-09-11,23,"Principal Property Tax Payers
Fiscal Year 2006-2007
Taxpayer
Taxable Value
Alameda Real Estate Investment
$ 218,524,744
KW Alameda, LLC
$
87,291,200
Wind River Systems, Inc.
$ 60,593,386
Harsch Investment Realty, LLC
$
50,486,980
Bayport Alameda Associates, LLC
$
49,815,105
Limar Realty Corp #13 and Limar
$
31,469,388
Ballena Village, LLC
$
28,365,760
SRM-PCCP Harbor Associates, LLC
$
26,823,831
South Shore Beach and Tennis Club
$
26,476,524
Woodstock Homes Corporation
$
26,011,914
Source: FY 2006-07 County Assessor data, MuniServices, LLC
15
Largest Employers
2006
Employer
Number of Employees
Alameda Unified School District
1,000
Abbott Diabetes Care Inc
671
City of Alameda
626
Alameda Hospital
600
College of Alameda
472
Safeway Stores
345
Wind River Systems
339
Kaiser Foundation Health Plan
252
Ut Starcom Inc.
223
Celera Diagnostics LLC
215
Source (2006-07): MuniServices, LLC
Results based on direct correspondence with city's local businesses
16
8",CityCouncil/2007-09-11.pdf