{"body": "CityCouncil", "date": "2007-09-11", "page": 1, "text": "MINUTES OF THE SPECIAL CITY COUNCIL MEETING\nTUESDAY - - -SEPTEMBER 11, 2007- -9:30 A.M.\nMayor Johnson convened the Special Meeting at 9:44 a.m.\nCouncilmember Gilmore led the Pledge of Allegiance.\nROLL CALL - Present : Louncilmembers\ndeHaan,\nGilmore,\nMatarrese, Tam and Mayor Johnson - 5.\nAbsent :\nNone.\nThe Management Partners report on the workshop is hereto attached\nand made part of the minutes by reference.\nAGENDA ITEM\n(07-440 ) Workshop on City Priority-Setting Project.\nJan Perkins, Management Partners, reviewed the agenda for the\nworkshop:\nDiscussion of environmental scan and SWOT [Strengths,\nWeaknesses, Opportunities and Threats] ;\nDiscussion of Citywide objectives;\nDiscussion of current work plans;\nIdentification of Council priorities and\nReview of next steps in the priority setting process.\n*\n*\nMayor Johnson called a recess at 10:22 a.m. and reconvened the\nSpecial Meeting at 10:25 a.m.\n*\nThe Deputy City Manager gave a Power Point presentation on the\nenvironmental scan.\nMs. Perkins facilitated the SWOT discussion.\n* *\nMayor Johnson called a recess at 11:23 a.m. and reconvened the\nSpecial Meeting at 11 : 26 a.m.\n*\nMs. Perkins reviewed the Citywide objectives.\nThe Housing Authority and Public Safety work plans were reviewed.\nSpecial Meeting\nAlameda City Council\n1\nSeptember 11, 2007", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 2, "text": "***\nMayor Johnson called a recess at 12:20 p.m. and reconvened the\nSpecial Meeting at 12:37 p.m.\nThe Library Development Services, Alameda Power & Telecom, Parks\nand Recreation, Administration, Planning and Building, and Public\nWorks work plans were reviewed.\nMs. Perkins facilitated the priority setting exercise and outlined\nthe next steps.\nPUBLIC COMMENT\nNone.\nADJOURNMENT\n( 107 - 441 ) There being no further business, Mayor Johnson adjourned\nthe Special Meeting at 2:00 p.m. in a moment of silence for\nSeptember 11, 2001.\nRespectfully submitted,\nLara Weisiger\nCity Clerk\nThe agenda for this meeting was posted in accordance with the Brown\nAct.\nSpecial Meeting\nAlameda City Council\n2\nSeptember 11, 2007", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 3, "text": "CITY\nOF\nAL\n>s\nCITY OF ALAMEDA, CALIFORNIA\nSUMMARY OF CITY COUNCIL AND\nEXECUTIVE MANAGEMENT TEAM\nPRIORITY SETTING WORKSHOP\nSeptember 2007\n>\nMANAGEMENT PARTNERS\nI N C o R P o R A T E D", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 4, "text": "City of Alameda\nSummary of Priority Setting Workshop - September 11, 2007\nTABLE OF CONTENTS\nSEPTEMBER 11, 2007 PRIORITY SETTING WORKSHOP\n1\nPRIORITY SETTING PROCESS PURPOSE\n1\nWORKSHOP AGENDA\n1\nWORKSHOP GROUND RULES\n2\nALAMEDA'S RECENT SUCCESSES\n2\nENVIRONMENTAL SCAN\n2\nEnvironmental Scan Factors\n3\nSTRENGTHS, WEAKNESSES (LIMITATIONS), OPPORTUNITIES AND\nTHREATS\n3\nStrengths\n3\nWeaknesses (Constraints/Limitations)\n3\nOpportunities\n3\nThreats\n4\nDRAFT CITYWIDE OBJECTIVES\n4\nWORK PLAN PRIORITIES\n6\nISSUE BIN\n7\nWORK PLAN NOTES\n8\nNEXT STEPS\n8\nATTACHMENT A - COUNCIL'S HIGHEST AND HIGH PRIORITIES 9\nATTACHMENT B - ENVIRONMENTAL SCAN\n11\nFigures\nFigure No. 1: Council's Highest Priorities and Citywide Objective Each\nPriority Relates To\n6", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 5, "text": "City of Alameda\nSummary of Priority Setting Workshop - September 11, 2007\nSeptember 11, 2007 Priority Setting Workshop\nOn September 11, 2007, the City Council and Executive Management Team met from 9:30\na.m. until 2 p.m. in the Library for a priority setting workshop. Jan Perkins and Nancy Hetrick\nof Management Partners facilitated the workshop.\nThe workshop was the first of two sessions planned. The priority setting process began with\nstaff creating work plans to articulate the special projects of City departments. This process\nis timely because of the start of the next two-year budget cycle in early 2008, and the\naddition of new members to the Executive Management Team.\nPriority Setting Process Purpose\nThe purpose of the entire priority setting process is to:\nProvide Council direction on priorities for the work plan for the next 2-3 years.\nProvide an opportunity to strengthen Council understanding of staff's current work plans\nand resources available to carry them out.\nCreate mutual understanding and agreement between the Council and Executive\nManagement Team on a process of reporting progress on work plans.\nCreate mutual understanding and agreement between the Council and Executive\nManagement Team on a process of modifying priorities once adopted (adding/deleting\nprojects to meet changing needs) that includes adjusting existing priorities or adding\nresources to ensure new projects can be completed and Council priorities met.\nThe focus of the workshop held on September 11, 2007, was the following:\nIdentification of factors affecting the City over the next several years\nConfirmation or modification of draft citywide objectives\nUnderstanding of current work plans for City departments\nInitial understanding of Council priorities\nA second Council/Executive Management Team workshop will be held in November (date to\nbe determined), in order to accomplish the following:\nUnderstanding of the resources needed to successfully accomplish Council priorities.\nAgreement by Council on priorities for attention for next 2 years\nAgreement on process of reporting progress on priorities\nAgreement on process of modifying the adopted priorities\nWorkshop Agenda\nThe agenda for the September 11, 2007, workshop contained the following items:\nEnvironmental scan and SWOT (strengths, weaknesses, opportunities, threats)\ndiscussion\nDiscuss draft citywide objectives\nDiscuss current work plans\nIdentify Council priorities\nManagement Partners, Inc.\n1", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 6, "text": "Listen\nRespect the work that went into this\nAlameda's Recent Successes\nCouncil members and staff brainstormed some of the successes of the City of Alameda over\nthe last few years.\nNew Library\nRestoration of Alameda Theater\nRecycling rate/energy conservation\nNew developer in place for the former Navy property\nFocus on infrastructure\nPre-hospital services\nRedevelopment projects\nBreakers at Bayport\nParks improvements\nNo traffic fatalities\nReview of telecom operations\nRevisions to street sweeping program\nLights in crosswalks\nFerry ridership\nGolf transition\nHigh performing Executive Management Team\nIncreased transparency\nFederal grant awards\nMedia outreach (web casting; press releases)\nWebsite\n\"Access Alameda\"\nEnvironmental Scan\nDeputy City Manager Lisa Goldman presented an environmental scan of factors influencing\nthe City. (See Attachment B) Handouts of the PowerPoint were made available to\nparticipants. Some follow-up items from the PowerPoint were placed in the \"issue bin.\" Those\nitems are listed in the last section of these notes.\nAn environmental scan provides data about factors that may affect the City of Alameda in the\nfuture. Although not a complete picture of the City of Alameda, these factors help provide a\ncontext for priority setting.\nManagement Partners, Inc.\n2", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 7, "text": "City of Alameda\nSummary of Priority Setting Workshop - September 11, 2007\nEnvironmental Scan Factors\nData for the following factors was provided for this environmental scan.\nDemographics\nCity budget\nCity revenues\nLargest property tax payers\nLargest employers\nStrengths, Weaknesses (Limitations), Opportunities and Threats\nThe Council and Executive Management Team brainstormed the City of Alameda's\nstrengths, weaknesses (limitations/constraints), opportunities, and threats. The purpose of\nthis discussion was to identify those areas which the City wishes to foster and build upon,\nand those areas and issues for which the City must plan and create new approaches.\nStrengths\nGood Executive (City Manager)\nGood grasp on finances\nFinancial depth and transparency\nStrong department heads who work cooperatively, with good communication\nConservative fiscal approach-having reserves\nListening and responding to the community\nGood employees have been recruited\nOpenness of communication\nWeaknesses (Constraints/Limitations)\nLoaded staff with many things that have to be done\nCity is victim of own ambition and capable people\nHigh dependency on other agencies (no City control)\nMany things coming to the plate at the same time\nBureaucratic processes\nPerception that not everything is open\nLack of revenue to do everything needed or desired\nExplaining public process\nAbility to attract and retain employees for certain positions (i.e. AP&T)\nLack of succession planning\nEmployee development\nCompeting for federal money\nFlexibility to meet changing needs\nOpportunities\nChanging land uses\nChanging demographics\nFull Executive Team\nMarrying old and new priorities\nReorganizing operations\nCommunity outreach\nNew technology\nReduce carbon footprint\nLook at how we do things-bringing in new talent\nManagement Partners, Inc.\n3", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 8, "text": "City of Alameda\nSummary of Priority Setting Workshop - September 11, 2007\nMake less successful times more successful\nNot just doing things the \"Alameda way\" - changing when it would be more effective\nErase perceptions about the City not being \"business friendly\"\nWork with residents to identify revenue opportunities\nEducate residents on budget constraints\nUse budget restraints to take a regional approach\nEducate residents on how to participate and get involved in City government\nReach out to younger demographics; taking a different approach\nThreats\nEconomic recession\nAge of infrastructure\nState-new legislative mandates, unfunded mandates\nCrime trends-youth violence\nSocio-economic factors that contribute to crime trends\nRegional build-out (traffic)\nFederal deficit\nNatural disasters\nFiscal situation of school district\nViability of other institutions\nAging work force (\"brain drain\")\nDraft Citywide Objectives\nThe City Manager presented several draft Citywide objectives, which were developed by the\nExecutive Management Team to articulate the direction received by Council over the past\ntwo years. The Council reviewed the draft objectives and, in some cases, suggested\nmodifications and additions. Shown below for each objective is the original draft language\nproposed by the staff and, following that, any modifications or additions suggested by the\nCouncil. Based on the suggestions from Council, revised objectives are shown in some\ncases, which will be presented for consideration at the November workshop. Additionally,\nbased on the workshop discussion, a broad, overarching statement is proposed, which could\nform the basis of a mission statement for the City. If desired, that will be added to the\nagenda for the November workshop.\nObjective 1:\nDraft: Continue progress in the redevelopment of the former naval property.\nModification: None.\nObjective 2:\nDraft: Identify funding and develop master plans for providing and maintaining infrastructure\nimprovements.\nModification: None.\nObjective 3:\nDraft: Ensure the community's economic health.\nModification: Take measures to improve and promote the community's economic health.\nManagement Partners, Inc.\n4", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 9, "text": "City of Alameda\nSummary of Priority Setting Workshop - September 11, 2007\nObjective 4:\nDraft: Develop or update and implement land use, transportation, and environment\nsustainability planning strategies, tools, and documents.\nModification: Develop or update and implement land use, transportation/traffic, and\nenvironment sustainability planning strategies, tools, and documents.\nObjective 5:\nDraft: Provide quality youth and senior programs and services.\nModification: Provide quality youth and senior programs, services, and facilities.\nObjective 6:\nDraft: Recruit, retain, and develop a skilled and responsive workforce.\nCouncil Comments: Include in the work plan tasks related to educating the community\nabout City jobs and career opportunities in order to develop a local workforce.\nObjective 7:\nDraft: Continuously improve internal operations and systems.\nCouncil Comments: Communications with the public, customer service, and user-\nfriendliness are important; improving and updating systems for communicating with the\npublic; delivering services with the customer/residents in mind\nModification: Continuously improve internal operations, systems, and management\npractices in order to provide high-quality customer service.\nMission\nIn addition, during the discussions, an overarching objective was suggested pertaining to\n\"enhancing and promoting the qualify of life for the community.\" For a City government, all of\nthe objectives stated above are methods of achieving that overarching statement, which\ncould be considered the mission of the City. A suggestion would be to create a mission\nstatement that provides the context for the Citywide objectives.\nA draft mission statement, intended as a starting point for discussion with the Council and\nExecutive Management Team at the November workshop, could be the following:\nThe City of Alameda focuses its workforce and resources on providing\nservices that enhance the quality of life for its residents and promote the\nprosperity of its business community.\nManagement Partners, Inc.\n5", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 10, "text": "City of Alameda\nSummary of Priority Setting Workshop - September 11, 2007\nWork Plan Priorities\nIn advance of the workshop, the Executive Management Team prepared individual work\nplans that listed key projects to be accomplished. The work plans also noted the on-going\nwork of their departments. At the workshop, Council members asked questions\nof\ndepartment heads in order to understand the work plans.\nFollowing that discussion, each Councilmember was provided with 14 dots in order for them\nto indicate their priorities among the items on the work plans. Each Councilmember placed\nseven orange dots on their highest priorities and seven green dots on their high priorities.\nWhile all of the items on the work plans are there because they are important, knowing the\nCouncil's key priorities helps the staff set work flow priorities - particularly when new projects\nemerge or other urgent issues arise and timelines must be shifted.\nThe list of projects identified by Council members as their high and highest priorities are\nprovided in Attachment A. All projects receiving at least 1 dot (of either color, noting highest\nor high priority) are included. The priorities are organized by department; those projects\nreceiving Council majority (3) for any combination of high/highest priority are noted in bold.\nThese priorities are in draft form and will be further discussed at the second City\nCouncil/Executive Management Team workshop to be held in November 2007.\nThe following is a list of the projects receiving at least one \"highest priority\" dot and at least\ntwo \"high priority\" dots. For each project, the Citywide objective it relates to is identified. Two\npoint values were attached to each \"highest\" priority and one point value was attached to\neach \"high\" priority for ranking purposes.\nFIGURE No. 1: COUNCIL'S HIGHEST PRIORITIES AND CITYWIDE OBJECTIVE EACH PRIORITY RELATES To\nLead Department\nProject\nPriority\nAP&T\nAddress Telecom financial issue - implement\n10 points\nplans/recommendations\n(5 highest)\nObjective 7:\nContinuously improve internal operations,\nsystems, and management practices in order to provide high-\nquality customer service.\nHousing Authority\nWork with the Housing Commission to develop an\n7 points\nacquisition and development plan for expanding\n(3 highest\naffordable housing opportunities using the remaining\n1 high)\nMeasure A Guyton exemption (Alameda Hotel; Islander)\nObjective 4: Develop or update and implement land use,\ntransportation/traffic, and environment sustainability planning\nstrategies, tools, and documents.\nDevelopment\nFormer Navy Base Redevelopment - Secure Conveyance\n6 points\nServices\nof Alameda Point from Navy and negotiate development\n(3 highest)\nentitlements with SunCal\nObjective 1: Continue progress in the redevelopment of the\nformer naval property.\nManagement Partners, Inc.\n6", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 11, "text": "City of Alameda\nSummary of Priority Setting Workshop - September 11, 2007\nDepartment\nProjec\nPriority\nPlanning & Building\nTransportation Element Update (General Plan)\n6 points\n(3 highest)\nObjective 4: Develop or update and implement land use,\ntransportation/traffic, and environment sustainability planning\nstrategies, tools, and documents.\nPlanning & Building\nCustomer Service Improvement Committee work items\n6 points\n(project ADD)\n(3 highest)\nObjective 3: Take measures to improve and promote the\ncommunity's economic health.\nPublic Works\nTransportation/Traffic Planning (Transportation master\n5 points\nplan; pedestrian plan)\n(2 highest\n1 high)\nObjective 4: Develop or update and implement land use,\ntransportation/traffic, and environment sustainability planning\nstrategies, tools, and documents.\nPublic Safety\nDisaster Preparedness/Update Disaster Mitigation Plan\n5 points\nand the EOC Plan\n(1 highest\n3 high)\nObjective 2: Identify funding and develop master plans for\nproviding and maintaining infrastructure improvements.\nObjective 3: Take measures to improve and promote the\ncommunity's economic health.\nPlanning & Building\nSoft-story seismic retrofit incentive program\n4 points\n(1 highest\nObjective 3: Take measures to improve and promote the\n2 high)\ncommunity's economic health.\nRecreation, Parks\nPrepare and implement comprehensive operation review\n3 points\nand Golf\nof Golf Course operations\n(3 high)\nObjective 7: Continuously improve internal operations,\nsystems, and management practices in order to provide high-\nquality customer service.\nIssue Bin\nDuring the course of the workshop, various items were raised to be handled at another time\nand place. Those items were:\nEnvironmental scan follow-up:\n\"Other\" category of General Fund - explain what this is; show department\nallocations within other and enterprise (i.e., Library allocation)\nSplit out sources of the utility users tax\nSplit property tax revenue between residential and non-residential if County can make the\ndata available\nIdentify the assessed value of Harsch Investment for 2 years ago\nLimar #13 - who are they?\nIdentify what percent of employees of Alameda's largest employers live in Alameda, if the\ndata is available\nPost the environmental scan on the website\nManagement Partners, Inc.\n7", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 12, "text": "City of Alameda\nSummary of Priority Setting Workshop - September 11, 2007\nWork Plan Notes\nA Council member expressed an interest in the following information as part of the work\nplans:\nDate when Council direction was set\nTimelines for each project\nIndicate if the project is a result of a Council directive or other requirement\nNext Steps\nAt the end of the workshop, the next steps in the priority setting process were reviewed, as\nfollows:\nEMT will discuss Council comments and questions received at the workshop\nSecond Council/EMT workshop will be scheduled in November, with the following\npreliminary agenda:\nFinalize citywide objectives and mission statement\nFinalize City Council priorities and direction\nAgree on a progress reporting process\nCreate process for modifying priorities\nAfter the second Council/EMT workshop, staff will finalize a prioritization plan that\nincorporates the City Council's comments and feedback from the November workshop.\nThe information in that plan will be incorporated into the decision-making process for the\nnext two-year budget.\nManagement Partners, Inc.\n8", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 13, "text": "City of Alameda\nSummary of Priority Setting Workshop - September 11, 2007\nATTACHMENT A - COUNCIL'S HIGHEST AND HIGH PRIORITIES\nNote: Bold items below are those projects receiving a total of three dots from Councilmembers for\neither the high or highest priority.\nLead Department\nProjec\nPriorify\nAP&T\nAddress Telecom financial issue - implement\n5 highest\nplans/recommendations\nHousing Authority\nWork with the Housing Commission to develop an\n3 highest\nacquisition and development plan for expanding\n1 high\naffordable housing opportunities using the\nremaining Measure A Guyton exemption (Alameda\nHotel; Islander)\nDevelopment Services\nFormer Navy Base Redevelopment - Secure\n3 highest\nConveyance of Alameda Point from Navy and\nnegotiate development entitlements with SunCal\nPlanning & Building\nTransportation Element Update (General Plan)\n3 highest\nPlanning & Building\nCustomer Service Improvement Committee work\n3 highest\nitems (project ADD)\nPublic Works\nTransportation/Traffic Planning (Transportation\n2 highest\nmaster plan; pedestrian plan)\n1 high\nPublic Safety\nDisaster Preparedness/Update Disaster Mitigation\n1 highest\nPlan and the EOC Plan\n3 high\nPlanning & Building\nSoft-story seismic retrofit incentive program\n1 highest\n2 high\nRecreation, Parks and\nPrepare and implement comprehensive operation\n3 high\nGolf\nreview of Golf Course operations\nPlanning & Building\nHousing Element Update (General Plan)\n2 highest\nRecreation, Parks and Golf\nRenovate Godfrey Field; Rittler Field; Lincoln Park Field\n2 highest\nReplace Krusi Park Recreation Building\nLibrary\nDevelop a long range plan for library service (includes\n1 highest\nMeasure O funds allocation for branch improvements)\n1 high\nDevelopment Services\nFormer Navy property development - Conduct\n1 highest\nhomeless/PBC screening for Coast Guard Housing and\n1 high\nrelated Community Reuse Plan amendment. Includes\nlease of ball field/park area and coast guard housing\nAdministrative/Support\nReview web hosting, design and maintenance services\n1 highest\nServices\nand conduct needs assessment of current contributors\n1 high\nAdministrative/Support\nReview compensation system (broadened to include\n1 highest\nServices\nreview of full system)\n1 high\nPlanning & Building\nPrepare Local Action Plan for Climate Protection\n1 highest\n1 high\nPublic Works\nContinuous improvement of systems (Street tree\n1 highest\nmaster plan; sewer master plan; storm drainage master\n1 high\nplan)\nAdministrative/Support\nExplore options to generate revenue for infrastructure\n1 highest\nServices\nimprovements\nAdministrative/Support\nBudget review and tracking (project ADD)\n1 highest\nServices\nPlanning & Building\nLand Use Element - Retail and Business Services\n1 highest\nSection Update (General Plan)\nPlanning & Building\nDevelop a Facilities Master Plan: identify funding and\n1 highest\nprepare master plans for building infrastructure\nimprovements\nManagement Partners, Inc.\n9", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 14, "text": "City of Alameda\nSummary of Priority Setting Workshop - September 11, 2007\nLear Department\nProject\nPriority\nLibrary\nProvide facility and service improvements to both Bay\n2 high\nFarm Island and West End Libraries\nAP&T\nEnhance Energy/Environmental Sustainability -\n2 high\nevaluate alternatives for reducing carbon footprint\nAdministrative/Support\nDevelop Succession Planning Strategy (including youth\n2 high\nServices\noutreach component)\nPublic Works\nTransportation planning\n2 high\nFire\nConduct Fire Station 3 feasibility study\n1 high\nDevelopment Services\nCDBG-funded project to implement the \"West Alameda:\n1 high\nWoodstock to Webster Neighborhood Improvement\nPlan\"\nRecreation, Parks and Golf\nImplementation of a Youth Advisory Commission to\n1 high\nadvise Council on youth-related issues\nRecreation, Parks and Golf\nReview business and financial plan of the Alameda\n1 high\nMuseum\nRecreation, Parks and Golf\nEstuary Park Task Force - initiate meetings with Task\n1 high\nForce to identify potential funding\nAdministrative/Suppol\nDevelop a compliance plan for GASB-45 regulations by\n1 high\nServices\nperforming an actual study and reviewing options with\nCouncil\nAdministrative/Support\nLabor agreement negotiations with public safety\n1 high\nServices\nbargaining units\nPublic Works\nTransportation - Safe Routes to School (Implement\n1 high\ninnovative approach to encourage walk/bike/carpool to\nschool\nPublic Works\nEnvironmental Protection\n1 high\nManagement Partners, Inc.\n10", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 15, "text": "City of Alameda\nSummary of Priority Setting Workshop - September 11, 2007\nATTACHMENT B - ENVIRONMENTAL SCAN\nThe environmental scan prepared by the City is attached.\nManagement Partners, Inc.\n11", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 16, "text": "City of Alameda\nPriority Setting Workshop\nSeptember 11, 2007\nCITY\nOF\nthe\n1\nEnvironmental Scan\nAn environmental scan provides data about\nfactors that may affect the City of Alameda\nin the future. Although not a complete\npicture of the City of Alameda, these factors\nhelp provide a context for priority setting.\n2\n1", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 17, "text": "Environmental Scan Factors\nDemographics\nCity budget\nCity revenues\nLargest property tax payers\nLargest employers\n3\nDemographics: Age\n65 and over\n11%\n45-64\n31%\n24-44\n30%\n18-24\n6%\nUnder 18\n23%\n0%\n5%\n10%\n15%\n20%\n25%\n30%\n35%\nPercent of Population\nSource: 2005 American Community Survey\n4\n2", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 18, "text": "Demographics: Ethnicity\nWhite\n5.8%\nAfrican American\n6.7%\nAsian\n0.7%\nAmerican Indian/Alaska\nNative\n28.1%\n54.5%\nSome other race\nTwo or more races\n4.2%\nPeople of Hispanic origin may be of any race. 15% of the people in Alameda were\nHispanic. 48% of the people in Alameda were White non-Hispanic.\nSource: 2005 American Community Survey\n5\nDemographics: Per Capita\nIncome\n$45,000\n$40,000\n$35,000\n$30,000\n$25,000\n$20,000\n$15,000\n$10,000\n$5,000\n$0\nYear\nSource: American Community Survey Data adjusted for inflation\n6\n3", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 19, "text": "Demographics: Household\nIncome\n8,000\n7,000\n6,000\n5,000\n4,000\n3,000\n2,000\n1,000\n0\nIncome\nSource: 2005 American Community Survey\n7\nDemographics: Geographic\nMobility\n90%\n83%\n80%\nSame residence as\n70%\n2004\nDifferent residence,\n60%\nsame county\n50%\nDifferent state\n40%\n30%\nDifferent county,\nsame state\n20%\nAbroad\n9%\n10%\n4% 4%\n0%\n0%\nSource: 2005 American Community Survey\n8\n4", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 20, "text": "Demographics: Year\nHousehold Moved to\nCurrent Home\n20,000\n2000 or later\n15,000\n1990 to 1999\n10,000\n1980 to 1989\n1970 to 1979\n5,000\n1969 or earlier\n0\nYear Moved In\nSource: 2005 American Community Survey\n9\nDemographics:\nHomeownership in Alameda\n60%\n48%\n44%\n40%\n20%\n8%\n0%\nOw ner-occupied\nRenter-occupied\nVacant\nSource: 2005 American Community Survey\n10\n5", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 21, "text": "Total City Budget: FY 2007-08\nCapital Improvement\n4%\n$287.2 Million\nARRA\n4%\nCIC\n5%\nGeneral Fund\nEnterprise\n28%\n6%\nHousing Authority\n10%\nOther Funds\nAP&T\n20%\n23%\n11\nCity Budget:\nGeneral Fund Allocations\n$80.8 Million\nPlanning &\nBuilding\nPublic Safety\n6%\nPension\nRec & Parks\nOther\nPolice\n4%\n5%\n9%\n29%\nGeneral Admin\n9%\nFire\nPublic Works\n27%\n11%\n12\n6", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 22, "text": "City Budget: Top General Fund\nRevenues, FY 2006-2007\nProperty Tax\n14%\nSales Tax\n18%\n45%\nProperty Transfer\nTax\nUtility Users Tax\n12%\n11%\nMotor Vehicle In\nLieu Tax\nPercentage equals percentage of top five revenues\n13\nTop Five G.F. Revenues Trend\n($ Millions)\n$22.3\n$25\n$20\n$8.4\nProperty Tax\n$15\n$5.4\nUtility Users Tax\n$10\n$5.7\nSales Tax\n$5\n$6.7\nProperty Transfer Tax\n$0\nMotor Vehicle In Lieu Tax\n2002\n2003\n2004\n2005\n2006\nEst\nPlan\n2007\n2008\n14\n7", "path": "CityCouncil/2007-09-11.pdf"}
{"body": "CityCouncil", "date": "2007-09-11", "page": 23, "text": "Principal Property Tax Payers\nFiscal Year 2006-2007\nTaxpayer\nTaxable Value\nAlameda Real Estate Investment\n$ 218,524,744\nKW Alameda, LLC\n$\n87,291,200\nWind River Systems, Inc.\n$ 60,593,386\nHarsch Investment Realty, LLC\n$\n50,486,980\nBayport Alameda Associates, LLC\n$\n49,815,105\nLimar Realty Corp #13 and Limar\n$\n31,469,388\nBallena Village, LLC\n$\n28,365,760\nSRM-PCCP Harbor Associates, LLC\n$\n26,823,831\nSouth Shore Beach and Tennis Club\n$\n26,476,524\nWoodstock Homes Corporation\n$\n26,011,914\nSource: FY 2006-07 County Assessor data, MuniServices, LLC\n15\nLargest Employers\n2006\nEmployer\nNumber of Employees\nAlameda Unified School District\n1,000\nAbbott Diabetes Care Inc\n671\nCity of Alameda\n626\nAlameda Hospital\n600\nCollege of Alameda\n472\nSafeway Stores\n345\nWind River Systems\n339\nKaiser Foundation Health Plan\n252\nUt Starcom Inc.\n223\nCelera Diagnostics LLC\n215\nSource (2006-07): MuniServices, LLC\nResults based on direct correspondence with city's local businesses\n16\n8", "path": "CityCouncil/2007-09-11.pdf"}