Public Comments — Brentwood City Council, June 9, 2026

1 From: Rick Battersby
Sent: Tuesday, June 9, 2026 1:14 PM
To: webCityClerk
Cc: Rick Battersby
Subject: Public comments
Attachments: Harold Duffey, inappropriately influencing security contract award, interfering contract award process, manipulating contract for personal gain (promotion to ACA).pdf; Harold Duffey- lied on job application, missing job application, missing hiring records.pdf; Harold Duffey- hiring cronies complaint, 20250517.pdf
Hello City Clerk,
I would like the email below and attachments included in the public comments for tonight's closed session along with this note stating that the email below and attachments were all provided to the Mayor and each Councilmember prior to Brentwood hiring Harold Duffey. I would also like noted for the record, the "Duffey Effect"- where since his hiring Assistant City Manager Darin Gale, Human Resources Director Sukari Beshears, City Attorney Katherine Wisinski, and Economic Development Manager Ricardo Noguera all have left the City Brentwood.

Sincerely,
Richard Battersby
From: Rick Battersby
Sent: Tuesday, October 21, 2025 12:20 PM
To: [email protected] <[email protected]>
Subject: Harold Duffey direct experience- first hand knowledge Hello Mayor Meyer,
I am the Assistant Director of Oakland Public Works and direct reported to Harold Duffey for 4 years. I have worked here 11 years, and I am the one who came forward with major ethical concerns and presented them in factual form, which Seneca Scott publicized. I took these concerns to the Oakland Public Ethics Commission, which appears to be DOA and also the Oakland City Auditor who has no power to do anything but audit and recommend' only after providing them to Oakland City leadership who failed to take any action. This is in answer to comments that Duffey would have been fired or in jail if the concerns were factual. From my vantage point you should not hold your breath on jail as there is widespread corruption running rampant in the City of Oakland leadership and staff. Bad actors are rarely fired in Oakland due to the City Charter which vests this power in the City Administrator, and also because it appears everyone is in on some sort of unethical if not illegal side hustle from which they or their family members personally profit. This is the environment from which Brentwood is hiring Duffey.

Be that as it may, Duffey's position was written out of the 25/27 budget as of July 1, 2025 due to City Council pressure on a City Administrator who appears compromised and afraid to take action. Having your position written out of the budget is the "quiet" way to terminate problem employees. It is no coincidence that 2 Duffey's position as Deputy Director for County of Yolo Public Works was also written out of the budget.

Duffey was supposed to be released from City of Oakland in December 2024 and I delayed releasing the "Blue Folder" on him until that time as a professional courtesy to City Administrator Jestin Johnson. But it came and went and Duffey was still here, so I came forward.

Here are some direct quotes from G. Harold Duffey: "City Council is nothing special, they are just supercitizens", "I don't read reports, I'm an executive", and my personal favorite said to me which a third party can corroborate "You're too truthful and you piss people off is why you won't be successful". We heard the same tired "Plan the work, then work the plan" plagiarized quote from Napoleon Hill that he recycled at the meet and greet over and over, but Duffey just says it he does not operate under the principal. If he tries to make "The Responsibility Virus" required reading there as he did here it will destroy morale as the premise is fine in corporate industry, but fails in unionized civil service environments. Please ask Duffey to provide the specifics about his claimed "accomplishments" as you will discover these just happen to be events that took place while he was breathing. I see he is taking credit for the response I executed to the atmospheric bomb event and the response to the Lake Merritt algae bloom which was lead be Watershed and my team. Were these units under Duffey? Yes. Did he have anything to do with the response or success? Absolutely not! It is especially ludicrous that Duffey takes any credit for playing any part in the ransomware. Yes he was interim City Administrator but at best he managed to stay out of the way of the adults in the room actually managing the response.

Before you write me off as some crazy stalker you should know that I am the "anonymous" whistleblower that discovered and reported the FLSA overtime overpayment issue in 2020 and was unsuccessful in convincing Oakland City leadership to take action. Audit finds Oakland paid $1.6 million in excessive overtime pay over 6 years to employees in several departments - ABC7 San Francisco I also discovered and corrected a massive after-hours standby callback scheme whereby City employees generated 2 out 3 after-hours "emergency" calls to self-create a minimum 2.5 overtime callback. I am also the whistleblower that identified the falsehoods and manipulations with the Oakland Equipment Fund Balance which led to Finance Director Erin Roseman leaving after being caught lying to Council that there was no funding to pay for 37 badly needed undelivered and unpaid for OPD patrol vehicles. Roseman said the fund balance was zero while it had anywhere from $18M to a projected $38M available for vehicle acquisitions. This also made the newspaper, and I was the source who raised the issue to City Council when Duffey and the administration failed to act truthfully and appropriately I prepped and advised councilmember Kaplan live via text during Finance Committee meetings Oakland ordered 37 new police cars. Here’s why they’re sitting idle
I have been in California government for over 25 years and 12 years in the United States Army before then.

Normally I would celebrate when someone like Duffey moves and I almost let this go. I could not live with myself if I did not share the truth about this guy before he is hired by Brentwood so here I am. I don't want attention and in fact I didn't really know how to share documents on Facebook for goodness sake.

Duffey's documented inappropriate acts include lying and misrepresenting his work history on his application and resume, attempting to curry favor with certain City Council members, diverting resources to certain Council Districts as election season approached, nerfing the award of a $45M security contract, discussing an active RFP in progress with third parties (Mario Juarez and Julie Wedge of CWS bribery scheme fame), inappropriately soliciting donations from vendors with whom the City ad contracts and improperly not sending the donations through Treasury as required ($3,000 from CWS appears to be unaccounted for), hiring cronies, inappropriately altering a represented job classification to enable hiring a crony, etc. etc. I am the source for this article: A pricey city contract was slipping away. Then a call was made — and it may be linked to Oakland FBI investigation
3 He nerfed the security contract as his first act as interim City Administrator in February 2023 and we have been unable to subsequently award the contract. Duffey was inexplicably appointed to the interim role over other more senior Assistant Directors, and it was only for a period of about 6 weeks until Steve Falk stepped in to the interim role until a permanent City Administrator was hired. During his brief tenure Duffey not only hired Larry Gallegos, he also killed the security contract award. This benefitted the incumbent, ABC Security upon whose behalf Juarez and Wedge inappropriately met with Duffey. It is inexplicable that Duffey would do so, and then for some reason be so naive as to document the meeting in an email and subsequent meetings with staff administering the contract. Following these acts, about 1 year later Duffey inexplicably had an Assistant City Administrator position created out of thin air for him when none existed previously with funding from an account traditionally only used in Public Works. This position was not advertised nor were any other internal candidates considered or even informed of the opportunity.

I'm happy you provide you with the contents of the "Blue Folder" or I am equally happy to have a conversation. I have personally known this gentleman for 4 years, worked directly for him for almost the entire duration, I don't personally dislike him but he is essentially an unqualified carpetbagging charlatan of a con man. I didn't pull this out of thin air- I have filed well over 100 CPRA requests with my employer the City of Oakland. Had I not already been retirement eligible I doubt I would have gone to this extent or shared any of this but again, here I am.

Richard Battersby
HAROLD DUFFEY- Hiring cronies, pre-selection of candidates, 2021-2024, violation of Oakland Municipal Code (OMC) Section 2.08.060, Oakland Civil Service Rules, and Oakland City Charter and Oakland City Charter Section 900- non-discrimination prohibitions. 1 This correspondence serves to document unethical and preferential hiring of associates by Harold Duffey in Oakland Public Works (OPW) over the past 12 months or so. Duffey was hired in 2021 under questionable circumstances and after lying on his application as documented in other complaints. Since his hiring it has become clear Duffey knows little about Public Works and civil service in general. In an effort to keep his shortcomings concealed, Duffey has engaged in hiring cronies and selecting unqualified candidates to keep himself surrounded by those who will not expose him due to the personal relationship and “owing” Duffey for their manipulated hiring, or lack the knowledge, skills, and experience to recognize his deficiencies.

Duffey first started his practice of cronyism by hiring Steven Weiss in October 2023 as a TCSE Assistant to the Director. Duffey and Weiss worked together in Duffey’s last place of employment, the small community of the City of Grand Terrace (14,000 residents), where Duffey was City Manager and Weiss reported to him as Planning and Development Director (see page 3 and 4). In and of itself that may not seem inappropriate, however Duffey apparently hired Weiss primarily to perform reporting to PRAC on Measure Q activity, which is a several hours per week assignment. Weiss, like Duffey, does not seem to possess much knowledge of Public Works operations and seemed to struggle in this role and this assignment requiring understanding of Public Works operations, coordination with multiple operational staff, and production of objective deliverables. Oddly enough, Duffey treated Weiss horribly and was totally unprofessional with him in front of others when Duffey gave him impossible assignments. I like Mr. Weiss a great deal and think he could be very helpful to the City of Oakland in a proper role. Weiss is a pleasant, amicable, and apparently accomplished administrative manager and very knowledgeable with planning and development activities, which in Oakland fall under the purview of the Planning and Building Department. Weiss remained on staff for some time after an individual (Liam Garland) was hired permanently into the Assistant to the Director vacancy Weiss, that was hired as TCSE to perform.

Around the same time (late 2023), Duffey started pitching the hiring of another crony, Mike Kashiwagi, to City leadership. Duffey worked with Kashiwagi in the City of Sacramento two decades ago where Kashiwagi was Public Works Director and Duffey was under his purview as Solid Waste Manager.

Kashiwagi last worked actively in Civil Service over 20 years, but Duffey was trying to convince City leadership that hiring Kashiwagi would somehow solve the challenges OakDOT was experiencing in contracting paving work. What didn’t make sense is that the contracting challenges Duffey touted Kashiwagi as the candidate to resolve, were occurring entirely within the OPW Bureau of Design and Construction (BDC) and were completely within Duffey’s ability to resolve and control, if Duffey simply possessed rudimentary public works and contracting knowledge (which he does not). Duffey’s attempts to hire Kashiwagi to perform activities he himself should have performed are documented in several OPW Weekly Reports beginning December 11, 2023 (see page 3 and 4). Based upon a December 21, 2023 email from Kashiwagi to Duffey and Fred Kelley, it appears Kashiwagi performed work for the City of Oakland representing MKashiwagi Consulting, LLC, but it is unclear if and how Kashiwagi was compensated for this work. This was an attempt by Duffey to convince Betsy Lake to hire Kashiwagi as a contract employee ostensibly to help solve a problem completely under his purview, but that Duffey was incapable of or unwilling to resolve. It is possible that Duffey manufactured this issue solely as an excuse to hire his crony Kashiwagi. Duffey finally succeeded in May 2024 when he was promoted to Assistant City Administrator and Duffey hired Kashiwagi as TCSE Interim OPW director at top step and over $300k/year salary. This was done without consulting anyone on the OPW leadership team and without making acting or interim opportunities available to internal staff. Duffey also followed this same HAROLD DUFFEY- Hiring cronies, pre-selection of candidates, 2021-2024, violation of Oakland Municipal Code (OMC) Section 2.08.060, Oakland Civil Service Rules, and Oakland City Charter and Oakland City Charter Section 900- non-discrimination prohibitions. 2 pattern of excluding OPW staff from decision making and acting opportunities when he was allowed to serve as Interim City Administrator from JAN-MAR 2023. That is when he intentionally blocked me and other internal staff from the opportunity to act and brought back a retiree (David Ferguson) as Interim Director. Duffey consistently excludes me and other well-qualified and experienced internal staff from benefitting from the very same acting and interim service opportunities that he was offered and benefited from.

Duffey also did this this despite having me ready and available (at nominal expense) as the senior and most knowledgeable Assistant Director in both OPW and OakDOT, finalist for the OPW Director position awarded to Duffey under questionable circumstances in 2021, previous experiencing acting as OPW Director, leading the City EOC response to 100-year winter weather events, leading the OPW/DOT response to civil unrest and protests (George Floyd and BLM), and over 10 years of service to the City of Oakland. Again, Duffey chose to hire his crony Kashiwagi at an unnecessary $300k/year when he has not worked in active Public Works civil service in over 20 years, has no interest in a long-term relationship with City of Oakland, and in fact after only 30 days with the City Kashiwagi attempted to resign in a dispute over the $300k/year top step salary. Kashiwagi felt he was underpaid and demanded to be paid by the hour for this salaried position. Duffey, of course, somehow found a solution to meet his crony’s demands related to salary and consequentially despite the title and salary, Kashiwagi is NOT performing the full spectrum of OPW Director duties, especially after-hours and on weekends. This was evidenced at the recent Public Safety Town Hall meetings where City leadership and the entire City saw the police chief, fire chief, DOT director, but no OPW director. Duffey was there attempting poorly to perform both roles but Kashiwagi was nowhere to be found. It is widely acknowledged throughout OPW that Kashiwagi is merely a puppet put in place by Duffey to prevent qualified internal staff such as myself from having any chance of advancement, and to protect his incompetence and lack of experience from being further exposed. Kashiwagi is entirely unfamiliar with current major Public Works challenges such as homeless and illegal dumping seems to incapable of making decisions without obtaining Duffey’s approval. Among Kashiwagi’s first actions was to discontinue long-standing staff and technical meetings (including Asset Management) critical to the successful operation of OPW.

The third example of Duffey’s cronyism in placing associates into critical OPW positions to the detriment of well-qualified and tenured internal staff is documented in his attempt to manipulate his associate, Donald Rust, into the vacant Assistant Director of OPW BDC position. Duffey altered the job description (documented in a specific complaint about the alteration) and manipulated the hiring process to advantage/benefit Rust, who he knew from previous employment in City of Oroville. Duffey ensured internal staff would not apply by stating publicly in BDC staff meetings that he had already pre-selected an external candidate and by denying internal candidates the opportunity to act in the position. Duffey claimed he was the acting Assistant Director of BDC (although he does not possess requisite engineering degree). At one point in time, according to him, Duffey was simultaneously performing duties as the Director of OPW, acting Assistant Director of BDC, and acting Assistant City Administrator. Duffey did this so he could control the selection and hiring of the vacant positions. Duffey then altered the job description and minimum qualifications (removed requirement for CA Professional Engineer license and added desired experience not within the position’s scope of duties) to favor Rust. He did this without consulting HR or CMEA (this is a represented position) and shortened the advertising window for this difficult to hire for position all to favor Rust. He then offered the position to Rust within 2 weeks of the advertisement ending. There was no neutral examination, no panel interview, no other candidate assessment performed before Duffey offered and awarded the position to Rust. This position supervises HAROLD DUFFEY- Hiring cronies, pre-selection of candidates, 2021-2024, violation of Oakland Municipal Code (OMC) Section 2.08.060, Oakland Civil Service Rules, and Oakland City Charter and Oakland City Charter Section 900- non-discrimination prohibitions. 3 the OPW engineering team and has always required a licensed engineer and is also responsible for the Citywide CIP program and public project (construction) contract administration unit. Rust does not appear to have required knowledge skills and abilities required for success. That Rust and Duffey are associates is evidenced by Rust listing Duffey has his #1 reference on his cover letter (see page 3 and 4), but examination of work histories shows their paths crossed when Duffey worked for City of Oroville.

Even with all of the preferential treatment and manipulation of the hiring process by Duffey, Rust declined the position after accepting a conditional offer letter.

A fourth example is likely found in the recent hiring of Lonell Butler as City Building Official in Planning and Building Department. Butler is also a Duffey crony, and worked with him at both Yolo County and City Compton. Although not directly under his purview I’ve been informed verbally by knowledgeable staff that Duffey played a role in influencing Butler’s selection. I’ve requested hiring records through CPRA that may confirm this but understand Duffey has been observed meeting with Butler and I have seen them meeting together on the Plaza and personally witnessed Duffey singing Butler’s praise at the D5 end of term meeting in early December before the indictment was released. If you know Duffey, he only praises himself so to hear such a vigorous and completely over the top and ringing endorsement of Butler coming from Duffey was noticeably out of place. Butler also worked for Interwest, as did Kashiwagi who actually started the company. Interwest provides outsourcing services for government functions in planning and public works. Duffey previously replaced City workers at City of Grand Terrace where he was employed before Oakland and methodically eliminated and replaced vendors providing similar services (such as 4 Leaf) with Interwest employees.

Duffey’s biased and inappropriate selective hirings for critical leadership positions are discriminatory, inequitable, and are crippling the organization. Duffey has utterly failed at learning the organization and has failed in the mission critical taskings he was given to reduce illegal dumping, address homeless encampment cleanups, and expedite CIP project delivery. In fact, severity and magnitude of all three of these top issues facing the City of Oakland have INCREASED under his tenure. It is unclear if Duffey has presented to City leadership and has support to bring in a team of external hires he handpicks and completely bypasses the competitive hiring processes to City leadership as a solution to these clear deficiencies and failures. However, most of the problems in OPW are entirely within Duffey’s ability to control and many have been exacerbated by his uninformed actions and/or inaction on his part. Duffey’s hand-selected candidates are clearly not the best and brightest in their respective fields with limited or far removed actual Public Works experience. In other words, the candidate profiles closely match Duffey’s and thus there is little threat of Duffey being outshined or challenged. Duffey’s unethical hiring practices have worsened or delayed deployment of real-world solutions by knowledgeable internal staff who have been blocked from advancing to positions of influence, and have ensured no qualified or experienced external candidates are brought in. Meanwhile, Duffey’s biased hiring practices have also stifled internal staff advancement opportunities, had a corrosive effect on morale, caused massive distrust in leadership by rank-and-file staff, and have wasted valuable time and resources. This has also damaged the City’s reputation and public image. Duffey’s had three years to improve OPW with quality hires and promotions but has failed miserably to add or promote talent in favor of advancing favoritism and cronyism.

We have since learned after filing this original complaint that Duffey is involved in an FBI indictment that alleges, among other crimes, that City leadership promised appointees to City leadership positions that would respond favorably and provide preference to projects related to the Duong family enterprise.

HAROLD DUFFEY- Hiring cronies, pre-selection of candidates, 2021-2024, violation of Oakland Municipal Code (OMC) Section 2.08.060, Oakland Civil Service Rules, and Oakland City Charter and Oakland City Charter Section 900- non-discrimination prohibitions. 4 By his own admission, Duffey acted to appoint Larry Gallegos who has been named a one of these highly placed City officials and Duffey has a track record of making questionable appointments and manipulating a contract with ABC Security which is also named in an Alameda County District Attorney filing along with the Duong’s California Waste Solutions and Evolutionary Home enterprises. Duffey colluded with Mario Juarez and Julie Wedge to block the award of the ABC Security contract to a competitor, Allied Security and apparently was rewarded by being promoted to an Assistant Cit Administrator position created out of thin air that had not existed previously, was not advertised or available for other staff to compete for, and seemingly was created specifically for him with no real duties or responsibilities. It seems all Duffey does is ride his scooter around Oakland taking iPhone photos of perceived issues.

Reading the FBI indictment, it is clear to me that Harold Duffey is the City Administrator compromised employee appointment to further the Duong’s interests. Furthermore, in addition to the clear pattern of Duffey blocking me from acting or serving as interim public works director in favor of females, and in the case of Mike Kashiwagi a crony (who apparently Duffey has been steering business to his former company Interwest for years but that’s another issue), I’m also reading in the FBI indictment of a very strong motive for Duffey to block me from the OPW director position in any role- the apparent promise from the Thao administration to deliver corrupt appointees to Public Works, Building and Permits (sic), Housing and ,of course, City Administrator. Duffey planned with Jestin Johnson to appoint Siew-Chin Yeong to Public Works Director ahead of me even though she had just a year of service with City of Oakland while I had 10 and me being the most knowledgeable, skilled, and experienced Assistant Director on staff in both OPW and OakDOT. When that fell through, Duffey appointed his buddy Kashiwagi as interim to keep me out of the position. Duffey also apparently played a strong role in bringing another crony, Lonell Butler to City of the Oakland in Planning and Building, thus fulfilling the promise made by Thao to appoint four puppet loyalists.

4.02, City Records Retention Policy, and City Charter/Civilservice Rules/OMC nondiscrimination provisions.

This correspondence serves to document dishonesty and unethical behavior by G. Harold Duffey (aka Harold Duffey and Glenn Duffy) in his applications to the City of Oakland for the positions of Oakland Public Works (OPW) Director in2O2t and Assistant City Administrator in2024. Duffey has committed numerous other unethical and dishonest acts which are documented separately, but this document onty deals with hiring and promotional improprieties. The related records from the Assistant City Administrator application are attached, however the City of Oakland ctaims to have no records of Duffey's application for Public works Director which led to his hiring in 2021. The lack of (or possible destruction of) hiring records from the 2021 Public Works Director recruitment is a blatant violation of requirements for Records Category 084 of the City of Oakland Records Retention policy which stapulates these records be maintained a minimum of 4 years. (See attache d 2024 Records Retention Resolution, pertinent section pasted below). The absence of any sort records from the 2021 hiring process is in and of itself, a major concern and warrants investigation and action. When asked via California public Records Act (CPRa) request to justify the hiring decision by producing Duffey's application and interview materials (a PowerPoint presentation was required)and the related documents from other applicants competing against Duffey, Oakland Human Resources simply states that no records related to the hiring exist when these records are mandated for retention into 2025. /
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The missing records from Duffey's202l hiring are just one small aspect of this inexplicable hiring. please keep in mind that Duffey was hired for the position AT TOP SAIARY STEP with ZERO experience as a Public Works Director. Review of Duffey's 2024 application materials for the position of Assistant City Administrator (resume, cover letter, and CiW of Oakland employment application) reveal numerous falsehoods and misrepresentations that were clearly done intentionally to conceal a less than stellar employment record, and al3o to falsely inflate responsibilities. This was done apparently to exaggerate previous duties and responsibilities, and likely just to meet minimum qualifications/expectations for the Public works Director position (hiring flyer attached). lf Duffey was truthful on his application materials he likely would have been screened out and removed from further consideration. This is grounds for termination under Civil Service Rule 4.02:

Scction 4.02 - Applicants for Selcction Proccss. All applicants for positions in rhc compclilivc civil sen'icc rvill bc rcquircd to participatc in a compcritivc sclcction proccss, rvhich shall bc bascd on mcrit and fitncss as asccrtaincd by pracrical compcritivc !'xamination and by records of achicvcmcnt. Thc City will makc City of Oakland application lbrms availablc to all prospcctivc applicants. Oncc submitrcd to thc Ciry, applicarions shall not be rctumcd. Appticanrs must submit appticarions on or bcforc thc filing dcadlinc statcd in thc job announcemcnt. An applicant's faiturc to providc completc and accurate information on all application materials may be grounds for immcdiatc disqualification in thc application proccss, and may result in dismissal from employment.

HAROTD DUFFEY- Falsified and exaggerated iob applications, April 2021 and Agril2O24, unqualified applicant, and missing application and examination records from 2021, violation of Civil Service Rule

4.02, Caty Records Retention Policy, and City Charter/Civilservice Rutes/OMC nondiscrimination provisions.

Furthermore, this clear and unambiguous caution appears on all City of Oakland Employment Applications:

Certificate of Applicant: I certily that all statements made in lhe application are lrue and I agree and understand that misstatements or omissions of any materialwillsubject me to disqualification or dismissal.

Ethical/DishonesW on Emolovment Aoolication lssue $1
Dulfey lied on iob applications to conceal his termination os City Manoger of Compton. While his 2021 hiring records seem to have gone missing, in the 2024 CitV of Oakland Employment Application (attached), Duffey cites his reason for leaving his position as City Manager for the City Compton in 2014 as "contract ended". This is an absolute falsehood as Duffey was terminated from this position on Tuesday, December 9,20L4, by a 3-2 vote of the City Council. (see attached news articles on Duffey firing and attached City Council Agenda, ltem 8). While the specifics of Duffey's firing are not noted in the a8enda or his employment, Councilmember lsaac Galvan is quoted in the December 22,2O14, edition of the Compton Herald (attached) that Duffey was fired because work was progressing too slowly on City projects and "When l'd ask [Mr. Duffeyl why was this so, he'd never give me a straight answe/'. Duffey's firing is also noted in the Octob er 15, 20t5, Civic gusiness Journol(attached). httos://issu u.co m/compton hera ldldocs/comoto n herald dec. 22 httos://wurw.civicbusinessiournal.com/roqer-halev-hired-as-oermanent-comoton-citv-manaqer/ Word on the Streets: Harold Duffev - 2UrbanGirls
Ethical/Dishonestv on Emolovment Aoolication lssue #2
Duffey falsely inflated the number of stalf reporting to him at the City of Grond Terrace. ln an apparent attempt to inflate his duties and responsibilities, and likely just to meet minimum qualifications/expectations, Duffey falsely listed the number of FTE he supervised at the City of Grand Terrace as 32 on his Employment Application, and 37 on his resume. This inflated his responsibilities and span of control by 5007o to 500yo. The actual number of authorized FTE counts for Grand Terrace during his tenure ranged from 13 to 21 (see attached FTE reports for Grand Terrace), but perhaps more teiling is the article in the July 9,2021, San Eernordino Sentinel(attached) that relates by 2020 the Grand Terrace actual staffing level had been reduced to 12 employees, and then further reduced to just 6 FTE prior to Duffey's departure. At the time of Duffey's hiring in 2021 his entire organization had a staff of 6. https //sbcsentinel.com/2027/07/duffv-leovino-arond-terroce-for-ooklondcorvette-mokes-foto!-fenceiump-into-pool/ "By 2O2O, the city had already been reduced to 12 employees. When the coronavirus pandemic hit, Duffy and Assistant City Manager Cynthia Fortune, projecting that the 3.5 square mile city was facing an estimated 5545,210 shortfall for Fiscal Year 2019-20 and a projected S1,116,387 deficit for Fiscalyear 202O-ZL, called for cutting the city staff in half, with one of the remaining employees being reduced to part-time, at 20 hours. The city council went along with that strategy. The city eliminated a management analyst, dispensed with two maintenance workers, laid off the cit/s executive assistant, terminated an office specialist and left a vacant secretary position unfilled." HAROLD DUFFEY- Falsified and exaggerated job applications, April2021and April2oa4,unqualified applicant, and missing application and examination records from 2021, viotation of Civil Service Rule

4.02, City Records Retention Policy, and City Charter/Civil Service Rules/OMC nondiscrimination provisions.
lf Duffey's FTE counts on his application and resume were even close to actuals, this might not be considered a major infraction, but the Job Announcement/Flyer for the OPw Director hiring clearly stated "Experience: At leost five yeors of progressively responsible monogement experience is required in o medium-to-lorge public works or other municipal orgonizotion. Comparoble experience in o fost-paced, dynomic, ethnicolly diverse, ond urbon environment is strongly desired." Duffey just as clearly did not have a work history of progressively responsible management experience, in fact his responsibilities were actually regressing, and his last position supervised a total staff of 6, for a town with a population of only 14,000. Furthermore, Duffey's single foray into an ethnically diverse (although small) urban environment at City of Compton did not end well for Duffey as he was fired after only a brief tenure. His falsehood about the reason for leaving Compton and the staff counts at Grand Terrace were likely made to be considered for the position under false pretenses, as his work history if honestly portnyed likely would have caused him to be screened out and removed his application from further consideration.

Also, in addition to the numerous typos, grammatical errors, and meaningless narrative contained in his overly long (11 page) "resume", please note that in Duffey's cover letter and application to City of Oakland he references "City of West Covina" numerous tames. He even addressed his cover letter to "Jestin Johnson, City Administrator, City of West Covina". The lack of attention to detail on a critical hiring document is reinforces Duffey's lack of qualification and experience for a basic management position, let alone hiring as OPW Director and then his promotion to Oakland's fl2 executive position.

Please note that at the time of his hiring as OPW Director in2O2t Duffey had ZERO experience as a Public Works Director and only 4 years of experience at the Assistant Director level in a small yolo County Public Works department with his duties primarily on the planning side. This function is not even performed with Oakland Public Works, but rather in Planning and Building Department. On his resume Duffey also notes his Yolo County position was written out of the budget. At the time of Duffey's hiring it had been over 10 years since he worked in any Public Works capacity, yet he was inexplicably hired AT TOP SAI-ARY STEP with ZERO experience as a Public Works Director Since Duffey's hiring, OPW has not progressed, and has instead regressed. Morale is at an all-time low and under Duffey's watch OPW staff are operating in an atmosphere of favoritism, bias, discrimination, and retaliation. During Duffey's tenure OPW has experienced an abrupt failure to deliver City projects just as Compton experienced, and just as Compton experienced when asked Duffey has no details and cannot provide answers. ln 2023 Duffey committed to delivering 73 CIP projects in the next 2 years but depending on whose numbers are to be believed has delivered less than 10 in 16 months. OPW hiring and purchasing functions have descended into chaos while Dutfey focuses his efforts on self-promotion, non-Public Works projects for inclusion on his resume, and expediting/performing favors for Councilmembers. ln addition to the CIP program grinding to a halt, City Public Works contracting also froze up during Duffey's tenure, leaving customer departments such as OakDOT scrambling to meet their service delivery and production goals. Despite these very clear shortcomings eerily reminiscent of the circumstances which led to Duffey's termination in Compton, Duffey was appointed as Assistant City Administrator- to a S300k/year position that previously didn't exist, was not advertised, and was not made available to other interested and well-qualified City staff and external candidates to appty for.

Keep in mind that in 2021 the City of Oakland, the 8th largest City in California, allegedly conducted a rigorous and exhaustive nationwide search to find and attract only the bestqualified candidates to a highly competitive selection process for this very desirable position. As a result of these efforts and HAROTD DUFFEY- Falsified and exaggerated iob applications, April 2021 and April 2024 unqualified applicant, and missing application and examination records from 2021, violation of Civil Service Rule

4.02, City Records Retention Policy, and City Charter/civil Service Rules/OMC nondiscrimination provisions.
based upon the attached hiring records, from the multatude of experienced and well-qualified applicant pool Oakland somehow managed to hire a candidate AT TOP SALARY STEP with ZERO experience as a Public works Director, with lattle knowledge of Public Works, who hadn't worked in a Public Works for over 10 yeart is dishonest and lied on his application, lacks basic management skills, and apparently lacks even fundamentalwriting skills commensurate with the position to which he was hired. Despite his lies, fabrications, and omissions on his hiring documents, Duffey was subsequently and inexplicably promoted to an Assistant City Manager position in2O24.This S30ok/year position was apparently created solely for him and executed secretively and excluding all others from competing against him.

The CiW of Oakland employeeg residents, and businesses deserve much better.

Personnel Manual - Adopted Civil Service Board August lg,ZOZl RULE 4 - APPLICATIONS' RECRUITMENT, EXAMINATIONS, SELECTION,

AND ELIGIBLE LISTS
Section 4.01 - Recruitment. The City shall utilize the broadest feasible recruitment methods for anracting Oakland residents and other qualified and diverse applicants.

Recruitments may be open, promotional or may be restricted to City employees, depending on the City's needs. The Ciry will give reasonable norice to all of its employees concerning the City's employment oppofirnities. Announcements of recruitments for positions shall be posted on the Personnel website weekly and supplied to all department heads, who shall post and/or distribute such notices.

Section 4.02 - Applicants for Selection Process. All applicants for positions in the competitive civil service rvill be required to participate in a competitive selection process, which shall be based on merit and fitness as ascertained by practical competitive examination and by records of achievement. The City will make City of Oakland application forms available to all prospcctive applicants. Once submitted to the Ciry, applications shall not be retumed. Applicants must submit applications on or before the filing deadline stated in the job announcement. An applicant's failure to provide complete and accurate information on all application materials may be grounds for immediate disqualification in the application process, and may result in dismissal from employment.

Section 4.03 - Names of Applicants Withheld. Names of applicants shall not be made public prior to examination, except by permission of thc Personnel Director.

Section 4.04 - Backsround Checks. As part of the selection process, applicants shall, upon request, be rcquired to supply references, and may be required to submit to a thorough background check by the City. Applicants may be required to submit to resring for illegal drug use, where permitted by law.

Section 4.05 - Elieibilitv to Compete In Competitive Examination Process. Except as provided in section 4.06, the competitive examination process shall be open to atl applicants who meet the minimum qualifications, and any standards or requirements of state or federal larv.

Section 4.06 - Basis for Reiection of Applications. The Personnel Dircctor may refuse to examine and/or ceftiry an applicant who is found to lack any of the requirements established for the position for which application is made, for any violation of these Rules, or for the following reasons:
(a) Applicants not currently employed by City:
i. The applicant's past employment record is of such a nature that would indicate unsuitabi I i ty for public employment including incompetence, misconduct, or unsatisfactory service;
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APPROVED AS TO FORM AND LEGALITY
CITY

OAKLAND CITY COUNCIL
RESOLUTION NO. C.M.S.

S OFFICE
RESOLUTTON r) APPROVTNG A RECORDS AtrD INFORMATION
MANAGEMENT POLICY AND A RECORDS R-ETENTION SCHEDULE;
2) AUTHORIZING THE DESTRUCTION OF RECORDINGS OF

ROUTINE VIDEO MONITORING PURSUANT TO GOVERNMENT
CODE 34090.6(A) AFTER ONE YEAR; 3) AUTHORIZING THE CITY

CLERK TO REVTEW AND APPROVE REQUESTS FOR THE DELETION
AND/OR DESTRUCTION OF ANY CITY RECORDS; AND 4)

AUTHORIZING THE CITY CLERK TO REVIEW THE RETENTION

PERIODS IN THE RECORDS RETENTION SCHEDULE ON A PERIODIC BASIS
WHEREAS, on September 24, I 99 I
,
the City Council passed Ordinance No. I 1370, which
established a citywide records management program; and
WHEREAS, on February 25,2003, the City Council passed Resolution No. 77659 C.M.S., which, among other things, approved the implementation of a citlnvide records management program and a records retention schedule; and
WHEREAS, Administrative Instruction I l4 (last updated February 14, 2008) provides that "[e]ach retention schedule shall be submitted as a Resolution to the City Council for approval"; and
WHEREAS, on May 2,2023, the City Council passed Resolution No. 89700 C.M.S. authorizing the City Clerk to retain a consultant to prepare a new records retention policy that updates and replaces the existing policy, which was last updated in 2003; and WHEREAS, thc Records and lnformation Management Policy (Exhibit A) provides direction to staffon the rules for managing records of the City of Oakland; and WHEREAS, the Records Retention Schedule (Exhibit B) identifies categories of records created or received by Ciry departments and establishes retention periods for those records consistent with federal, state and local law and policy, and was prepared with input from and in consultation with City departments; and
WHER-EAS, under the updated Records Retention Schedule, Category 122 Police Routine Video Records and Category l3l Security, Access Operations, provide for the retention of building security recordings; and
WHEREAS, pursuant to Government Code section 34090.6(a), the City may, after one year, destroy recordings of routine video monitoring, including building security recordings not subject to litigation holds due to claims filed orpending litigation with approval of the legislative body and written consent of the agency attorney and the Council wishes to provide such approval via this Resolution; and
WHEREAS, future updates and changes to the Records Retention Schedule will be reviewed and approved by the City Clerk and the City Attorney in compliance with then-existing laws and policies; now, therefore, be it
RESOLVED: The Council hereby approves and adopts the attached Records and Information Management Policy (Exhibit A) and Records Retention Schedule (Exhibit B) and, to the extent necessary, repeals the former citywide records management program and records retention schedule set forth in Resolution No. 77659 C.M.S.; and be it FURTHER RBSOLVED: That pursuant to Government Code 3a090.6(a) and subject to the rvritten consent of the Offrce of the City Attorney, the Council hereby authorizes, after one year, the destruction of recordings of routine video monitoring that are not subject to litigation holds due to claims filed or pending litigation, including building security recordings; and be it FURTHER RESOLVED: That the City Clerk, in collaboration with the OfTice of the City Attorney, is hereby authorized to review and approve requests for the deletion and/or destruction of any City records prior to deletion and/or destnrction in accordance with City procedures; and be it
FURTHER RESOLVED: That the City Clerk in collaboration with tbe Offrce of the City Attorney, is hereby authorized to review the retention periods in the Records Retention Schedule on a periodic basis to make updates and changes in compliance with then-existing laws and policies.

IN COUNCIL, OAKLAND, CALIFORMA,
PASSED BY THE FOLLOWING VOTE:

AYES , FIFE, GALLO, JENKINS, KALB, KAPLAN, RAMACHANDRAN, REID, AND

PRESTDENT FORTT'NATO BAS
NOES -

ABSENT -

ABSTENTION -
AfiEST:

ASHA REED
City Clerk and Clerk of the Council of the
City of Oakland, California
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Contact Informadon -- Percon ID:

Name: Glenn H
Duffey
NEOGOV ln$ghr - Applicabn Derail
Address:

Altemate Phone:

Email:

Month and Day of
Birth:

Yes
Master's Degree
Home Phone:

Text Messaging Moblle
No:

Former last Name:

Personal Information
Driver's License:

Can you, after employment, submit proof of
your legal right to work in the United States?
What is your highest level of education?
Preferences
Minimum Compensation:

Are you willing to relocate?
College/University
Unlverslty of Redlands
Redlands, Califomia
Types of positions you will accept:
lYpes of work you will accept:

Types of shifts you will accept:

ObJective
Support the City Council by bringing professional and accountable Management to the Clty of Oakland, so that the City Council can make lmportant declslons based on the most accufttte and available lnformation.

Educatlon
S308,000.00 per year
Yes
Yes
Regular
FullTime
Day,Evening,Night,
Weekends, On Call (as
needed)
Did you graduate: Yes
Major/Minor: Political Science and
Sociology
Units Completed: 125 Semester
Degree Received: Bachelor's
College/University
California State Unive6ity San Bernardino
San Bernardino, California
Work Experlence
Public Works Director
7l2O2L - Present
Did you graduate: Yes
Major/Minor: Public Administration -
graduate school
Units Completed: 56 Quarter
Degree Received: Other
Hours worked per week: 60
# of Employees Supervised: 654
Name of Supervisor: Jestin Johnson
- CiW Administrator
May we contact this employer? Yes
City of Oakland
oaklandca.gov
250 Frank Ogawa Plaza
Oakland, Califiornia 94612
Dutles
pevelop and provide supervision over programs related to the delivery of Public Works Services ( https://s€cure.neogov.convemploy€rsrapp-tracking/vierz-rezume.c{m?Pdnt=Y&JoblD=3155929&ResumelD=20329a8aa&GerlSuserlOFromResume.., U5 61u124,10:25 AM NEOGOV tnsighr . Appticadon Oerait
Maintenance of Parks and building, soild waste, sewer services and equipment maintenance) Reason for Leaving
Promotional
Public Works Dlrector
7/2021 - Present
Hours worked per week: 60
# of Employees Supervised: 700
Name of Supervisor: Betsy Lake -
Assista nt City Administrator
May we contact this employer? Yes
City of Oakland
oaklandca.gov
250 Frank Ogawa Plaza
Oakland, California 946L2
4LS-930-2937
Dutles
Responsible for the oversight of four Bureaus (Environmental, Design and Construction, Maintenance and Internal services, Administration) that maintain all city rotling and fixed assets Responsible for the development and construction of all new city Facilities. ldminister the Solid Waste Franchise Contract. Manage the sewer and stonn drain collection system, oversee $200,000,000 budget at 9350,000,000 CIP budget.

Reason for Leaving
I would like to r€turn to the Clty Manager field to promote a better quality of life for cltlzens.

Public Works Director
7l2o2l - Present
City of Oakland
250 Frank H. Ogowa Plaza 4314
Oakland , California 94612
9L6-427-6525
Hours worked per week: 60
# of Employees Supervised: 554
Name of Supervisor: Betsy Lake -
Assistant City Administrator
May we contact this employer? Yes
Duties
As Director of Public Works I am responsible for the management of four Bureaus within the Department. Admlnistration, Envlronment, Facilities and Design and Construction of Infrastructure. I am also responsible to ensure the City meets its Federal Consent Decree for Sewer maintenance and operations. In addition, I negotiate and administer the city's Billion dollar contract with Waste Management Services.

Oakland's Public Works is everywhere, we are also the responsible party to bullct and maintaln all city assets, including Parks, libraries, Fire Stations, City Hall and community centers. Publlc Works is also responslble for maintaining our existing fleet and fonvard movement into electrification.

Reason for Leavlng
Would like to retum to the City Manager profession to Manage a medium to large City, llke the city of West Covina
Clty Manager
sl20L5 - il2021
Hours worked per week: 60
# of Employees Supervlsed: 32
Name of Superuisor: Clty Council -
Policy Body
May we contact this employer? Yes
City of Grand Terrace
www. Gra ndterrace-ca. gov
22795 Barton Rd
Grand Terrace , California 92313
530-681-6432
Duties
A City Manager is the Chief Executive Officer of the organization and is required to present the annual budget to Council and manage the day to day activities of the City. All employees report to the City Manager and look to the City Manager to carry out the Mission, Vision and Values of the Organlzation as defined by the Policy Makers (City Council). I am also charged with hnps:/rs€qrre.neogo/.codvemploye6rapp_racking/vian_resume.clm?P.int=Y&JoblO=3155929&ResumelD=203294844&GetJSUserlDFrcmResume... zts 6111J24,10:25AM NEOGOV lnsighr -Application Derait
establishing benchmarks to measure efficiency and facilitate innovative measures to dellver timely services to business and residents in the community. The City Manager is also charged with the City's most valuable resource, its personnel. I am responsible to train and mentor staff to insure they continue to grow professionally and to insure they stay connected with the community. In my current assignment, I am focused on economic development with public/private partnerships. The City's Economic Development strategy centers around highest and best use of vacant land. I am also focusing on developing tools for economic development (Enhanced Infrastructure Financial Districts (EIFD). And Finally, to preserve Grand Terrace High QualiV of Life, I have managed Special Funds such as Parks and Roads to ensure city has a long term strategy to meet its infrastructure and recreataonal demands.

Reason for Leaving
The City of Oakland Offers an opportunity be closer to my home ln Sacramento and join a major metropolitan city. Public Works in Oakland is everywhere and supports the infrastructure, sanitation, facilities and human services.

Clty l{anager
u2ot2 - 12120L4
City Administrator
8/2010 - U2012
City of Oroville
1735 Montgomery St
Oroville, California 95965
Hours worked per week: 50
# of Employees Supervised: 300
Name of Supervisor: City Council -
Council members
May we contact this employer? Yes
City of Compton
www.comptoncity.org
205 S. Willowbrook Ave
Compton , California 90220
Duties
Prepare annual budget, develop council agendas superuise employees oversee daily operations of the city. develop strategic plan and financial models.

Reason for Leavlng
Contract ended
Hours worked per week: 60
# of Employees Supervised: 100
Name of Supervisor: Scott Huber -
City Attorney
May we contact this employer? Yes
Dutles
Run day to day operatlons of city. Supervise city staff, prepare annual budget and monitor staff for execution. prepare semi weekly city council agenda. supervise personnel and act as personnel director, risk manager and redevelopment agency director Reason for Leaving
promotional
Chief Assistant Director of Planning and Publlc
Works and Community Development
u2oo6 - 7/2OLO
Hours worked per week: 50
Name of Supervisor: John Bencomo
- Director
May we contact thls employer? Yes
Yolo County Planning and Public Works Department
yolocounty.org
292 W. Beamer St.

Woodland, California 95695
(s30) 666-804s
Duties
Oversee the management of 14 County Service areas, including - land use, water, waste water, recreation, street and streetlights. Oevelop 948,000,000 budget for the department. Review employee evaluations. Assist in the development of county general plan, code enforcement and climate action plan. Develop Master fees, and assessment fees, prop 218 and special tax revenue q$n4,1c25AM NEOGOV lnCghr.App[cadon Derait
Reason for leavlng
Position was not funded in the new 20t0lll ftscal year
Integrated Waste General Hanager for Publlc Works Hours worked per week: 60 and tldlldes Name of Supervisor: Gary Reents -
9/2000 - 712006 Utllltles Dlrector
May we contact thts employer? yes
City of Sacramento
cityofsacamento.org
2812 Meadowview Rd.

Sacramento, Califomla 95832
(e16) 808-4949
Dutles
Develop $45,000,000 annual budgets, manage the daily opentlons of trash, recycling, street sweeplng, code enforcement. Develop user fees, land use planning for landfill operations. labor r€lations and contract negouatlons.

Reason for leavlng
Promotional to Yolo County
Certlflcates and Ucenses
Skllls
Offlce Skllls
Typlng:

Data Entry:

Addltlonal fnformatlon
Profiessional Associations
ICMA member since 2007.

Califomia City Manager Foundatlon - 2010
References
Resume
Text Resume
Attachm€nt3
Attachment
ACA Oakland Cover letter
and resume.doo<
Flle Name
ACA Oakland Cover letter
and resume.doo<
Flle Type Created
By
Cover Letter Job Seeker
Agency-Wlde Questlons
hnps//secue.neoeoucomlemplo ngapp..,Facki.{Arietv_r€atrrne.ctm?Priril=YrtroblD=31s5t29&ResnnelE2Gt294844&GetJsuserlDFromRe6ume... 4ts 6ll1fz4,10:25AM NEOGOV lnsighr - Apptrcarion Detail

1. Q: I understand and acknowledge that attaching a resume or stating "see resume" is not sufficient to provide the required work history information and that if my application does not include required information, then my application may be rejected as incomplete and I may be disqualified from consideration.

A: Yes

2. Q: Are you a veteran or disabled veteran? (Must submit proof of honorable discharge Form - DD214 to receive Veteran's Credit.) You may scan a copy of the DD214 and submit as an attachment to your application.

A: No

3. Q: Identify the language(s) for which you have bilingual convercational proficiency. If you do not have bilingual conversational proficiency in any of the identified languages, check the appropriate box. For positions that require it, bilingual skills will be tested prior to a final offer of employment; screening for bilingual skills may be conducted on the same day as a written exam or oral board interview.

A: I do not have bilingual conversational proficiency in any of the identified languages, but I am still interested in the position.

4. Q: Are you authorized to lawfully work in the United States? A: Yes

5. Q: Where did you first learn of this opportunity? (Note: Please tell us where you first leamed of this oppotunity, not where you applied.)
A: City of Oakland Website

6. Q: If you answered "Othe/', "Other Internet", "Professional Organization - Website or Mailing Ust", "School or University" or "Career/Job Fair" in response to the question "Where did you first learn of this opportunity?", please list the exact source:

A: none

7. Q: Do you have any known family relationships, consensual romantic, and/or cohabitant relationships with any existing City Official, mahager or employee? (which includes City Council, Mayor's Office, Administrator, Attorney, Auditors as well as employees of City Agencies and Departments). Information concerning cohabitant and consensual romantic relationships will be treated as confidential and disclosed only on a need-to-know basis.

A: No

8. Q: If you answered "Yes" to the question "Do you have any known family relationships, consensual romantic, andlor cohabitant relationships with any existing City Official, manager or employee?", please indicate the name of the person, Department, Job TiUe and relationship. (Article IX, Sec. 907 of the City of Oakland Charter & Ordinance 12908) tf you answered "No", please enter nN/A" in this box.

A: no

9. Q: Are you authorized to lawfully work in the United States? I understand that the City of Oakland is required to comply with Federal law and if t am offered employment, I will be required to complete a Form I-9. (See https://www.uscis.gov/i-9 for a list of acceptable documents and requirements). Please note: If you are not a citizen of the United States, the City of Oakland is unable to sponsor an employment-based visa. 8y indicating "Yes" below I acknowledge that I will be required to provide acceptable documentation to complete a Form I-9 if offered employment.

A: Yes
G. Harold Duffey
311812024
Jestin Johrrson,
City Administrator
City of West Covina
1 Frank H. Ogawa Plaza
Oakland, CA 94612
Administrator Jolrnson:

I am writing to express my interested in the position of Assistant City Administrator for the City of Oakland. I am a collaborative, yet decisive manager with the ability to empower the human and capital resources of an organization to provide innovative solutions in the execution of policy makers' vision.

My professional experiences include implementation of administrative strategies and public service programs which focus on the efficient delivery of existing services and embraqing innovation to improve and enhance future service delivery. I focus on the following:
. Balancing budgets by reducing expenditures and using technology to increase seruices resulting in savings and the expansion of revenue. o Establish Public/Private Paftnerships to expand economic development within communities.
o Collaborate with citizens and business stakeholders to ensure policy makers and implementers remain connected with the community.
o Presenting succinct and accurate information to Council to help them make informed decisions.
. Providing a team of dynamic technical experts to field questions and elaborate on dynamic decisions reached by policy makers. o Public Safety and the use of technology ensure the community is equipped to proactively address public safety issues.
. Embrace Community Engagement to align strategic plans with policy makers quality of life goals.
o Delivery of Capital lmprovement Projects both Structural and Technological to ensure implementation results in 10-15 years life span of asset. o Negotiate agreements and contracts to ensure agency agreements are equal to or better than indusuy standads.
. Deploy performance base budgeting, with an implemenation of operational (0-6 months), actical (6 month -2 yearg and strategic (2-5 years) plans. . lnteragency engagement widr Coalition of Government (COGs) to ensure agency receives maximum amount of State and Federally dollars. o Perform an Equity analysis to learn how fairly a community disbibutes its ' resources and recommend corrections to increase services to the underserved areas within the community.

While I bring a "business focus" to government by utilizing, technotogy and performance base budgeting to ensure departments understand the cost to deliver services. I remain flexible in a continued effort to reimagine seMce deliver to an ever-changing'diverse business and residential population. I leamed that quality of life starts in the neighborhood and echoes across a City.

Sincerely,
G. Harold Duffey
Candidate for Assisant City Adm inistrator of Oakland
G. Harold Duffey
City of Oakland
lnterim City
Administrator
January 31, - March 12,2023
Appointed by Mayor Shang Thao and unanimously confirmed by the Oakland City Council During my six-week tenure as City Administrator, I guided the Mayor and City Council through the following:
o Review and disciplined police personnel. The Mayor dismissed police chief and City Administrator issued discipline for all other staff associated with the internal affairs investigation.
o Convened introductory meeting with new Mayor and Department Heads to review Mayor's priorities for fiscal years 2024-2025.
o Coordinated Department Head budget presentations for Mayor's bi-annual budget. . Recommended and implemented surgical hiring freeze of General Fund Departments, as the City of Oakland faced a $300,000,000 deficit in FY 2024-2025. o Managed and lead city through ransomware attack (Feb 8, 2023). Declaring a State of Emergency and activating the Emergency Operations Center (EOC). Worked with State, and Federal Law Enforcement Agencies, as well as insurance company and lT partners to container cyber-attack and rebuild the City's network. o Briefed Council on impact of ransomware attack and received authorization to negotiate with threat actors (standard protocol) via our cyber inSurance company.

City of Oakland
Public Works Director
Oakland, CA.

July 1, 2OZL - Present
The City of Oakland's Public Works Department is even/where, Oakland's Public Works Department is responsible for the construction and delivery of all City assets (Buildings, Parks, and traditional underground infrastructure). Public Works Services are delivered by approximately 700 hundred individuals divided into 4 Bureaus (Administration, Design/Construction, Environment and Maintenance/lnternal Services.

Designated EOC lncident Commander for the ransomware attack by the new City Administrator. I continue to lead the administrative recovery effort, where we are still a
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addressing impacts associated with cyber-attack.

Lead Department on the closure of the 3-acre Wood St. Encampment. The estimated cost to close the Wood St. Encampment is approximately $1,000,000 in personal and operational costs. Site being cleared for fully funded, 170-unit affordable housing project. Project was a 4-week operation which included various city departments (Encampment Management Team - Police, Fire, Public Works, Housing and Homeless Services, Animal Control and Transpiration).

Currently negotiating $1,000,000,000 Solid Waste Franchise Agreement with an emphasis on restoring equity in service and providing avenues to accomplish the mayor's goal of a cleaner Oakland.

Developing a strategic approach to utilize $850 Million bond measure proceeds to fund Capital lmprovement Projects (ClP) for new libraries, Oakland Police Administrative Headquarters, Fire Stations, Roads and Sewer lnfrastructure.

Guiding staff in the development of an Urban Forest Master Plan, to protect the urban forest by developing a pruning cycle and removal of dead and dying trees.

Developing customer service performance measures to ensure park and facility maintenance meet levels of service to maintain and enhance the quality of life for City of Oakland.

Leading the Public Works Race and Equity Team and establishing training goals to comply with Council Policy, where are Council Reports include a Race and Equity Analysis.

Developed Midyear budget to focus on processes and improvements, not just a request for additional resources.
lmproving Oakland's relationship with regional partners such as East Bay Municipal Utilities District, Alameda County, and the State of California. lncreasing small and minority business participation in City contracts through community outreach and partnership with Departments of Workforce Development and Economic Development.

Providing financial leadership by supplanting general fund expenditures with the appropriate
use of special funds and strategically using underperforming fund balance investments to eliminate high interest loans and bonds (paid off City Hall).

Transitioned City's Child Care Program to nonprofit agency, reducing City's PERS a
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Ciry of Grand Terrace
City Manager
Grand Terrace, CA.

June 1, 2OL5- June 30,2021
The City of Grand Terrace is in the "Center of the lnland Empire', touching both Riverside and San Bernardino Counties. Grand Terrace has a population of 13,500 people with an annual operating budget of approximately $12,000,000:

Financial Leadershig
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unfunded liability. Transition included an offer of employment to all city staff with the nonprofit agency.

Six consecutive years of a balance budget, while increasing services and eliminating employee furloughs.

Defeased RDA Bonds and completed sale of publicly held land to private sector, increasing property ta( revenue, which mitigated financial impacts of COVID-19.

Developed Expenditure Reduction Plan and Revenue Enhancement plan to mitigate the impact of coVlD-19.

Economic Developnent
lmplementation of City's Long-Range Property Management Plan (LRPMP) by securing ta,\ing entities agreement to liquate over 54 acres of redevelopment assets, including a $500,000,000 mixed-use commercial/retail project.

Developed Economic Development incentive packages to: Retain $50,000,000 business; secure new business and stimulate new construction.

Successfully lobbied the Department of Finance (DOF) to allow use of Redevelopment Bond Proceeds for City of Grand Terrace and other Cities throughout the state (sB 107).

Developed the City's MIDAS (Municipal Investment to Development to Achieve Success) program which features over $500,000,000 in Public Private Partnerships within the City from 2015-2025.

Developing Partnership with San Bernardino County to establish an EIFD (Enhanced lnfrastructure Financial District) to generate over $15,000,000 in Tax Increment to assist in development of public facilities (expansion of library and new community center).

Director of Emergencyjeryiges_
Facilitated the approval of the City of Grand Terrace Hazard Mitigation Plan.

Secured resources for the City of Grand Terrace's CERT (Citizens Emergency Response Team) which include annual allotment for training for CERT members and funding for local emergency radio operations.

As Emergency Manager, I declared State of Emergency (later ratified by Council) because of the covlD-1g Pandemic
lnstituted a curfew and worked closely with the sheriff to treat residents with dignity, as residents sought supplies from essential businesses and peacefully demonstrated for Social Justice.

Developed partnership with the County of San Bernardino and the twenty-four cities within the County to build Public Health information network to keep citizens informed.

Advocated for San Bernardino County to share $380,000,000 in CARES ACT funding with cities within San Bernardino County. City passed resolution requesting County share CARES ACT Funds. County allocated $50,000,000 in CARES ACT Funding to jurisdictions within San Bernardino County.

Developed and implemented the following CARES ACT Funded programs:

Business Assistance Program, Outdoor Dining, Youth Sports Safety Program, a
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Rental Assistance and Utility Bill Assistance Programs.

Partners with County Public Health and non-profit organizations to host COVID-1g Drive-thru and one-day testing clinics within the City of Grand Terrace. _adi$ ot t-ite ennancemenrc
. utilized one-time revenue to created $475,000 QLEAP (Quality of Life Enhancement Appropriations Programs) programs that included 20 projects to enhance the quality of life for the residents of Grand Terrace. Programs ranged from increased law enforcement, youth employment, Senior Bus Program to sidewalk inspections and repair.
. Developed a Community Benefits Fund to address City Council's desire to end Service lnsolvency, by allowing community groups to receive grants ranging from $300 - $2,000.
o lmplementing State of California summer lunch program to feed any child that shows up in the park during the summer (same location as our summer camp but participation not required to have lunch).
. Utilized Development impact fees to establish the design and development of 4 new parks (Dog Park (Grand Opening 4lL8), Blue Mt. Nature Trail (received $1.7 million in Grant Funding), Skate Park and Renovation of newly renamed Veterans Freedom Park.
. Established strong relationship with Colton Joint Unified School District's Superintendent to develop joint facility use program to ensure community maximizes use of City and school recreationalfacilities.

Develo@!ollhysicabnd_Ledllglggicallnf rastructure
Established CIP program for Streets (Commissioned Pavement Management lndex (PMl) study and Urban Forestry program). The S-year CIP will repair (Slurry and rehab) streets and prune trees every tree in the city within 5 years.

Hired Technical and social media savly staff to expand City's social media footprint on City Web site, Facebook, You/Tube and Twitter accounts.

The city has also increased its video presence via implementation of PEG fees and update to local government channel and live streaming of city council meetings.

Working with Neighboring City to establish fiber network to create virtual hotspots within City Parks.

Successful retained funding for City's lnterchange Project with Coalition of Governments to secure $105,000,000 interchange project. a
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Ciry of Compton
City Manager
Compton, CA.

July 2072 - December 20L4
The City of Compton is a full-service Charter City with a population of 97,000 with an annual operating budget of approximately $170,000,000 and is often referred to as the 'Hub City" because of its proximity to Los Angeles and Long Beach Ports. My responsibilities and accomplishments include:

Financial Leadershig
Eliminated $9,000,000 budget deficit in FY zoLaL3 (finished year with $1.4 million surplus) by reducing expenditures and increasing revenues.

Secured $5,000,000 (20L21t3), $10,000,000 (2013/14) and $12,500,000 (2014/15) Trans with Wells Capital Bank to address cash flow (liquidity issues) after city received unsigned FY 10/11 Audit which resulted loss of Bond Ratings from Standard and Poor's.

Successfully address unfounded allegations of waste, fraud, and abuse from 201O/lLaudit.

Presented Council with FY 2}t3lt4 Balanced budget (finished with $1.5 million surplus) and increased generalfund reserve to 80/o
Ended six-year cycle of expenditures exceeding revenue, on target for 3td consecutive year with a balanced general fund budget.

Developed FY 2Ot3lL4 budget based on 34 Council priorities which were identified as critical, high, and important goals and objectives. The priorities were then assigned to departments based on their mission and core services.

Renegotiated Trash Franchise Agreement to increase franchise fee annual revenue by 500/o
Modified existing card club contract from an annual amount of $240,000 per year to $2,000,000 in 2013/14. On target to reach $2,300,000 in ZOL41LS Performed financial analysis of water bonds to lower water bills by 17010.

Econ om ic Develo pl!!e!!-
Submitted Cap and Trade Grant application to access over $800,000,000 in Greenhouse Gas Reduction Program Funds.

Awarded $450,000 Transit Oriented Development Grant from Los Angeles County Metro (lIl2OL4). Grant will allow the city to develop a Specific Plan to create a village near Metro Blue Line, Artesia Station. Grant also allows City Access to over $1,000,000,000 in Cap-and-Trade Funding.

Hired Ombudsmen to work with business community to assist them through the planning and development process to work with agencies like Goodman Bircher, Trammell Crow and Prologis, which lead to significant infill developments in Los Angeles County
Developed strategy to revitalize Long Beach Blvd by fostering relationship with Walmart to replace underperforming Compton Swap Meet. A minimum of 400 new jobs created.

As Executive Director of Redevelopment, I working to bring approximately $200,000,000 in commercial and residential development into Compton during 2013 -2015.

Successtully lobbied the Department of Finance (DOF) to allow existing RDA projects to continue, resulting in the addition of several maior retailers locating in the City of Compton.
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Established structure to develop community Benefits Agreement with major developers.

Utilizing $5,000,000 in HUD Section 108 funding to create over 200 jobs with existing and new businesses within the City of Compton.

Successfully lobbied LAFCO to allow the City of Compton to retain its sphere of influence, which I-AFCO was going to take away and give to a neighboring city.

Extensive work with Department of Finance (DOF) to ROPS and Long-Term Property Management Plan.

Administration of Los Angeles Gountv Sheriff Contract
. Meet weekly with Captain assigned to City of Compton to address Gang violence issues and safety of the citizens of Compton. Working with the Sheriff to develop new and enhanced central dispatch center at the Compton Sherriff Station. . Coordinated Mayor's call for community emergency and placed five additional two men units within the city for a six-week period.
. Oversight of the development of a. $2,000,000 citywide surveillance program with license plate recognition cameras.

DevelopnC$LqlPbysicd3nilfecbletegicd lnfrastru ctu re
. Commissioned Pavement Management lndex (PMl) study to cure 20 years of neglect, resulting over $12,000,000 in Road CIP over the next 2 years. . Developed "Urban Forestry Program" for pruning and planting of street trees. . Worked on the lmplementation of Development lmpact Fees and updating City's master fees for full cost recovery.
. Received Councils approval of resources to update the following programs; outdated and unsupported Financial Accounting System to allow for easy interface with other operation software programs; a new webpage and first intranet page for City to increase access to information for businesses and residents; lmplementation of Human Resources Software to allow, Human Resources, Risk Management and Payroll to utilize and share data and create electronic timesheets; implementation of land use sofWvare to electronically approve plans, allow developers to review and track projects via internet web portals
City of Oroville
City Administrator
August ?OLO - July 2OL2
The City of Oroville is a full-service Charter City and is the County seat (Butte). Oroville has a population of 15,000 residents and acts as the retail hub for the greater Oroville area of approximately 55,000 people. The combined annual budget of Oroville is approximately $36,000,000 annually.

Financial Leadershiglncreased General Fund balance to t8o/o of generalfund; eliminated $600,000 budget deficit and increase reserves from $1.2 million to $2.8 million.

Developed plan to replace $1,000,000 in general fund contribution with Road Funds over a a
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three-year period. Developed S-year sustainable spending plan, approved by Council in 20LLlt2.

Economic Develonsent
lmplementing City's "Midas Program" two-year, $100,000,000 public/private development and infrastructure program to stimulate Oroville economy. Projects included Super Walmart project which was unanimously approved by the Planning Commission and the City Council.

Developed a strategy for the Redevelopment Agency to study the feasibility of implementing a whitewater river rafting project. Funds are projected to be provided by state Department of water Resource's $54,000,000 supplemental Benefit Fund.

Remodeled City Golf Course and Airport Fixed Based Operations Center and signed new long-term leases with operators.

Used Future sales tax to retain Ford Dealership and assisted in acquisition by Ford of Cadillac and Toyota Dealership to Create Oroville Auto Center.

Human Resources
Reorganizing the Community Development Department into two separate departments, Planning and Development Services and Public Works. Actions resulted in no net increase cost to City's General Fund and increased city's ability to deliver projects.

I stabilized organization with the hiring of a new Police Chief, Public Works Director, Planning Director and Building Official.

Eliminated 2oo/o pay cuts for some employees and negotiated 5 new labor contracts, introduced employee payment of PERS in my contract which led to new labor contracts include General Unit and Department Heads paying PERS contribution ( o/oin 20ll and 7o/ototal20L2).

Function as the Personnel Director, Labor Negotiator, Purchasing Agent, Risk Manager, City Clerk and Supplemental Benefits Fund Administrator, Supervised and completed evaluations for all Department Directors.

I responded to the 2OLO|13" grand jury report about the City of Oroville policies, procedures, and workplace environment
Ch ief Assistant Di rector
Planning, Community Development and
Public Works Department
Yolo County, CA
July 2006 - July t,zOtO
Yolo County's Planning, Community Development and Public Works Department consist of 100 employees that provide municipal services to unincorporated area residents within Yolo County through cooperative agreements with incorporated cities (Davis, West Sacramento, Winters, and Woodland) and administration of County Service Areas. The Department also manages a regional landfill and maintenance of county roads which link incorporated cities and ensures agricultural commerce can proceed to market. Total a
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countywide population of Yolo County is 220,000. My responsibilities and accomplishments include:

Key accomplishments include -
. Financial Leadership. Oversee Depaftment Annual Budget of over $38,000,000 in State/Federal Highway Transportation Funds, Enterprise, and General Fund Revenue.
. Full Cost Recovery Development of Master Fees, Utility User Fees (water, sewer, and solid waste), Assessment Fees and Special Assessment Ta(es. Generate $400,000 annually for General Fund with the implementation of franchise agreements.
. Human Resources. lmplementation of 360-degree employee performance evaluations. Address Department Labor Relation issues, including discipline, labor negotiations, and Family Medical Leave Act (FMLA)
. Utilitiesllnfrastructure. Administration of 14 County Service Areas (CSA) that provide road, sewer, water, solid waste/recycling and streetlight services throughout the county unincorporated area.
. Planning. Project manager for interdepartmental working group to streamline and automate County's permitting process. -Assisted in the Development of the County's General Plan, emphasis placed on the concept of "sustainable Rural Community Development' emphasizing jobs/ housing balance and protecting agriculture.
. Organizational Effectiveness. Review Department's Board of Supervisor Agenda items with the County Administrative Officer, streamlined internal procurement practices, reviewed and developed workflow to establish Department's service levels
. Revenue Enhancement Negotiated contract for building permit program based on user fees. Provided staff support for annexation of private utilities to publicly held facility. Managed acquisition of $5,000,000 Wild Wings Golf Club for $1 and successfully managed special tax election.
. Communication with Gitizens. lnitiated and publish Department Quarterly Newsletters, Core Team member for Countyaride Webpage redeployment. Conduct Proposition 218 protest hearings and Special Tax Assessment information at the Board of Supervisors meetings.

General Manager of lntegrated Waste Management Division of the Depaft4le!rcIUtilities City_ofsaerannento - 09100, - 07106 The integrated Waste Management Division of the Depanment of Utilities is a selfsupporting Enterprise Fund that provides over 500,000 residential service stops (trash, recycling, street sweeping, green waste collection, neighborhood cleanup and illegal dumping collection) for the City of Sacramento. ln addition, the Division also operates a customer service call center. The Division's personnel are co-located in a $21,000,000 corporation yard.

Key accomplishments include -
. Eliminated $7.5 million operating deficit (Division budget $42,000,000). . Managed ZLO employees: Customer Service Center, Managers, Supervisors and frontline statf.

Developed training program for supervisors, which was adopted into citywide supervisor labor agreement.
lmplemented Key Performance Measures to accomplish City Manager's and Council Policy Directives.
lncreased efficiencies through automated technologies.

Secured $2,000,000 in annualfranchise fees for City of Sacramento lmplemented consistent labor relation policies leading to a significant reduction (4Oo/o) in employee accidents and injuries resulting in lower risk management insurance costs.
lmplemented state grant awarded of $500,000 for removal of lllegal Dumping with City Manager's Justice for Neighborhoods Task Force.

Spearheaded Master Training Calendar for the Utilities Department with City's Risk Manager.

Project Management Team member for Sacramento's new $10,000,000 Utility Billing System.

Sr. Administrative Analyst,
Public works Department, city of Riverside, cA. 06, 1992 - Ogt 2000 San Bernardino County Environmental Public Works Agency -Associate Planner county Solid waste Department 07r1ggo - ultgg2 -staff Analyst Deputy Director's office t2lt9g8 -211990 Education and Degrees Received
Master's in Public Administration,
California State University San Bernardino, San Bernardino, CA.

Bachelor of Afts in Political Science and Sociology
University of Redlands, Redlands, CA.

Other Expgfiences and Profes iel
Secretary Compton Rotary Club - 2Ot4
Member of International City Managers Association (ICMA) -ZOO7 Adjunct Faculty for School of Business at Los Rios Community College District -2007
Outstanding Young AlumniAward Recipient, University of Redlands -1996 Chairman of City of San Bernardino's Human Relations Commission -1995-97 University of Redlands Alumni Board -1990-95
Board Member, Black Future Leaders (Prepares Youth for College) -1995-2000 Member of Police Chief of San Bernardino's Community Policing (OPAL) committee -1995-97 Former Member of CAHRO (California Associations of Human Relations Organization) trained at the Simon Wiesenthal Museum of Tolerance in Tolerance for Professionals.
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Reference List.

City Oakland Grand Terrace Compton Oroville Yolo County Position Public Works
Director
City Manager City Manager City
Administrator
Chief Deputy
Director
Duration 07/2l-Present 06/1s -o6l2L o7lL2 - LAL4 08/10 -o7lt2 07/06 -o7tto Population 433,000 13,500 90,000 17,500 220,000
Budget s170,000,000 $12,500,000 $174,000,000 $36,000,000 $38,000,000 Employees 694 97 300 105 75
Salary 294,000 s241,000 $212,000 $147,000 $127,000
City CouncilAgenda
Tuesday, December 09, 2014

REGULAR AGENDA
REPORTS OF OFFICERS. BOARDS. COMMISSIONS AND COMMITTEES AND

CITY COUNCIL

REMOVAL OF OFFICERS, COUNCIL MEMBERS,

BOARDS/COMMISSIONS AND COMMITTEES

ACCEPT THE RESIGNATION OF BLOCK CLUB COMMISSIONER
- Juan Ruiz

CITY MANAGER'S REPORT

CITY ATTORNEY'S REPORTS
cLosED sEsstoN
CONFERENCE WITH LEGAL COUNSEL. ANTICIPATED LITIGATION
Two (2) PotentialCase
Pursuant to California Government Code Section 54956.9(b)

PUBLIC EMPLOYEE DISCIPLI NE/DISMISSAURELEASE
Pursuant to California Govemment Code Section 54957(b)

PUBLIC EMPLOYMENT APPOINTMENT
Title: Cig Manager
Pursuant to California Govemment Code Section 54957(b)

UNFINISHED BUSINESS

NEW BUSINESS

10. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

REQUESTING THE BOARD OF SUPERVISORS OF THE COUNTY OF

LOS ANGELES TO RENDER SPECIFIED SERVICES TO THE CITY

RELATING TO THE CONDUCT OF A PRIMARY NOMINATING AND
GENERAL MUNICIPAL ELECTION TO BE HELD ON TUESDAY, APRIL 21, 2015 AND JUNE 2,2015, RESPECTIVELY

11. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO ENTER INTO AN AGREEMENT

WITH MARTIN AND CHAPMAN AND COMPANY TO RENDER SPECIFIED SERVICES AND SUPPLIES FOR THE 2015 PRIMARY NOMINATING AND GENEML MUNICIPAL ELECTIONS TO BE HELD ON APRIL 21, 2015 AND JUNE 2, 2015, RESPECTIVELY
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COMPTON
-
Rogcr Haloy. fcnn:gry rhc city inonaEcr iD nchhbodng Lvntl,god for sovcn ycr'B. hog oear hlrcd b th€ saorc JoO in Com$o'r a$ lie permar-ent replaceftent for G. Parotl Dvlfey. who $llos lirBd tn Septeflbsr 201a. Johnny Ford. who ser.ird as a ls.npoiary roplaclment lor Drllsy. nor/ re€ssrnEs hb posiuoo as assrstSot qry nli|negg.

Hatey. 5a. servsd as oly menager for Lyndood fto(n 2@7 to 2013. Ho said al lhe 0rne oi hb volunury retlremeil in an htet.iew with Patch Medra. l enr etidng frorn govemmenl senrice. Mosl liliely I wi! b€ ilt€ting I pri\rate soli:c. in enolher capacily.' Tlrat wa3 for tho otficral plrblrc .ecod. But 8oco.dhg lo a legal do(;lm€nl ob{aic€d by a Ircsl n€rvspap€r. Hahy was F{rshed out ol his 5220,000 e year jott.

Tho privste inwsthaton conduded lh8t th€n Lyrr.rcod tlayor Sahada Ahwre r*rlated ysri{ilrs cily lews and €f$lcol strndardB agalrst Haley afl€r tho nrro indivuuab er4eged io numerolJs racielly related oxdrangas. virirJr !r/es subslanllatsd b), tdayorAi.re Casuo. thon a city cq,rocilyroroan, rvho vront on tho .e@rd in 3 provioJs in&n !g!rr. sa)4n9. Halcy 1JYas raitoaccd qrt of olfice by Mayor Alatorro. Lgt'3 be rgal.

Halet wes ior*rt to rmign. hs didn'l roiire.
'l rvil not talk aboul the spxifrs ol lho report. but I will go on lho nrcod as saying that Rogor Fbloy was lho b€st o'ty mma€cr Lynwood has over scon. Ho did not desooo lg be trestcd thb way.' C6uo lsrd in a p.eviil'F inleMow.

Heley ir a local sroa prodrrcl. havir€ Eradueted from Lyrilr/ocd High School. class ot 1979. H€ is maniod to Soljr Haley.

City of Compton
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Eastwoodo Official
Easturood
Home r tocol D word on the Streets: Hqrold Dutfey
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Word on the Streets: Harold Duffey
O By 2UrbonGlrls - uoy l9.2ol9 - updoted: Februoryl7,2o23 O 2 Comments @ t uin Reqd -
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Listen to this article
Horold Duffey wos let go from the city of Compton bock in 2014. Shortly ofter leoving, it wos discovered he wos ottoched to questionoble expenses on the city's credit cord.

Now he is hoving some troubles in his new job os City Monoger of Grond Terroce, Reloted: Stote controller nomes stoff behind questionoble city-issued credit cord, trovel expenditures, skirting petty cosh policy
-5o/o
$22.99 $465
Eastwoodo Official
Eostwood
City Holl insiders contocted 2UrbonGirls vio emoilwith q subject line reqding "Horold Duffey hos got to GO!".

The ononymous outhor penned mony instonces of foul ploy thot they wonted our ossistonce in helping persuode the city councilto vote him out. They believe there ore olreody (s) votes to do so.

Comploints revolved oround submitting 500-600 poge ogendos, for o city of only l2,5OO residents. When the Plonning Commission denies projects, he insteod qdvocotes for the councilto poss the items. He olso becomes defiont when city council members don't toke his direction.

C 2uRBANGTRLs
City of Grand Terrace
Summaru of Pooldons
201&19 201920 2920-21 2021-22 2V22-23 Prooosed 2V/r24
Reouests
Annual
Minimum
Annual
Class Tille Maximum
t Assistant Crty Manager
2 Assbtanl Planner
3 Assistant to CM
r Associate Planner
5 Budget Ofiicer
c Buildlrg Offcial
7 Buildit€ PermitTectt
E Bus Driver
e City Cletk
to Crty Manager
tt Code Enf/Anlnal Ctrl Off
t2 Code Enf/Animal Ctrl Sp
t3 @EnforcsrnentSp
(P/r)
t1 Community Dwelopmenl
Dir
t5 DepadnentSecrelary
t6 Executivo Assblsnt
t7 Finarce Oiro(lor
tE Finance Malagor
te Financa Techniian
20 Flnancbl Analyst
2t Human Res. Tech (P/T)
2z lntem.l (P/T)
es tntern'2 (P/T)
2r tntem-3 (P/T)
25 lnlemal Auditor (P/T)
26 Maintenanco Crsw Leader
27 Maintenanco Crew Leader
(PT)
2t Maintenancs Worker I
?e Mainlenance Wofter ll
30 Management Analysl
3t Ofl'ie Spechlist
3? Planning & Development
Svcs Dir
33 Plannang Tedrnlcian
t Principal Accounlant
35 Public Wotks Diredor
36 S€niorAccountant
37 Senirx Finance Tech
3c Sr. Code Enforcemenl Off
3e Sr. Mahl Cterv L€ader
.o Sr. Managoment AnabBt
.t Sr. Planner
't.0

1.0 1.0

0.5 1.0

1.0 1.0

1.0-

1.0 1.0

1.0 0.5

1.0 1.0
't.0

1.0-

1.0 1.0

1.0-

1.0 1.0

2.O

1.0 1.0

2.0 L9

1.0 1.0

1.0 1.0-
r.0
r.0

1.0 1.0
r.0

1.0 1.0

1.0 1.0-

1.0 0,9

20.t
$'r46.080
ss2.400
s73,7/16
s60,661
s63.700
s81.298
s48,002
$35.821
s85.358
s221,888
st4,471
$48.002
s48,002
$41,4{t9
sso,3g3
s108,947
E85,358
s39,500
555,021
s45,711
s32,248
s32,248
$2,2/A
s65,574
s4'.540
s43.540
$177,56'l
$63.693
$89,638
s73,733
tn.428
s98.818
s58,347
s43.540
s103,754
s221.888
s66.210
s58.347
958.347
$50,406
$61,255
$r32,426
s103,754
s48,012
s66,878
355.562
s39.198
s39,196
s39,198
s79.705
ss2.923
s52,923
(1
(1
.0)
.0)
9132,437 9160,976
r.0

1.0 1.0
1,0

2.0 2.O

1.0 r.o

1.0 1.0
t.o

1.0 1.0

0.5 0.5

0.5 1.0

3.0 2.0

2.0 1.0
(1.0)

1.0 2.0

1.0 1.0

3.0 2.0

2.0 1.0

1.0 0.0
l3.ll

1.0 1.0
*
np

0.5 1.0

1.0 2.0

1.0 2.O 1.0

1.0 2.0

1.0 1.0

3.0 1.0

2.0 1.0

1.0 (r.0)
$32,885
s35,821
$57,780
s37,614
9120,124
$411.540
s6(}.7m
$132,€7
s60.667
s46.d'5
s58.354
s58.354
s68.852
s70,n
s39.972
s43,540
s70,232
$4s,720
s146.012
$s2,923
3n,428
s160,978
$73.741
$s6.685
s70.900
s70.930
E83.691

0.0 9.9 s85.304

1.0 r.0
r.0
L9
TOTAL 21A $.q zia 2tF
City of Grand Terrace
Summarv of PosiUons
Acnsued
&1+JS Sqlg$ 201&17 2017-18 Reouesrs 201&19
AlOToJ
2O19-2o Minimum
Aoot&l
Class Titb Maximum
t Assisbnt City Managpr
2 Assistant Planner
3 BudgetOlficar
4 &,ildir€ Omdal (Prr)
5 Building Permit Tecfi
6 Bus Drirrer
7 Ctty Clstk
I Crty Manager
e Code Enf/AnimalCfl Off
to Code Enf/ArimalCtl Sp
(P/r)
tt CodeEnforcementSp
(Prr)
l2 CommuniV Development
Dir
t3 Depadment Secretrary
tr Exscutiw Assisfinl
t5 Finance Direclor
t6 Flnancial Analyst
t7 Human Res, Tech (P/f)
to lntern-l (P/T)
te lntem€ (P/T)
20 Mainlenancc C'aw Leeder
2t Maintenance Crcw Leader
(PT}
?2 Maintenanca Vtlod<er I
23 Maintenance V\lod<er ll

2. Man8gementAnalyst
25 Offrce Specblist
26 Plsnning & Dowlopment
Svcs Dir
27 Planning Tachnician
2t Prircipal Accountant
29 Public tnJofis Dircctor
30 Senior Finanoe Teclr
3t Sr. Code Enbrcement Off

0.5 0.5

0.5 (0.s)

1.0 (1.0)
(r.0)

1.0 0.5

1.0 L0
u

1.0 1.0

1.0 00 0.0
2l.0 2N.0
E38,698
u7,v27
0102,663
E51,84E
s42,656
s26,160
926,1E6
$40.630
$40,630
$30.313
$33,427
$51,E4E
$30,313
91 13,196
940.630
s60.026
sl24,798
s42.6s6
s51.84E
9159,263
063,021
$2,962
$93,11E
s54.44E
s38.688
s97.769
s'215,000
963.021
Egt.44E
947,038
$57.161
$r24,78E
s63,021
951.849
831.830
E31.830
s49,386
s49.386
s36.846
940.631
s63.021
s36.846
9137,590
$49.386
s72,962
$151,@3
$st,e4g
$63,021

1.0 1.0

1.0 0.5

1.0 r.0

0.5 1.0

1.0 1.0

0.5 1.0

1.0 1.0

0.5 1.0

1.0 r.0

1.0 1.0 $131,926

1.0 $51,848
r.0 s60.026

0.5 s'/6,60E

1.0 $44.795

0.5 s38,688

1.0 s80,435

1.0 s215.000

1.0 $51,848

1.0 $44,795

1.0 1.0

1.0 't.0

0.5 r.0

1.0 0.5

0.5 0.5

0.5 1.0

1.0 1.0

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1.0 1.0
!a

1.0 1.0
$44,795 $54,448
r.0 8124.798 9151,693
r.0 1.0

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I.0

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Art lnstallation by
Topogrsphies
,lliil I
irP
tT_1'
tl

AN OUTSTANDING OPPORTUN ITY
The City of Oakland is looking for a talented, energetic leader to be the Director of the Oakland Public Works
(OPW) Department. This executive will have broad
experience in municipal public works or related city
experience, complemented by a collaborative approach
to problem-solving, be forward-thinking and at the
same time well-grounded in the day-to-day essentials
of leading a robust and active public works department
serving a large, diverse community.

This executive will have a proven track record of success in rnanaging people and projects, and quickly add
value to this large, complex organization, overseeing a staff of more than 7OO employees across four bureaus
(Administration, Environrnent, Maintenance & lnternal
Services, and Design & Construction). The Director
will also oversee aspects of an approved $600 million
bond measure that provides significant funding for
infrastructure improvements for both streets and facilities as well as the passage of a $22M property assessment
to support park maintenance, stormwater improvements
and homeless support services.

Being part of Team Oakland as both the organization
and community undergo an exciting urban resurgence is
a rare and exciting opportunity.

THE CITY AND COMMUNITY OF OAKLAND
Oakland is a dynamic city with 50 distinct and eclectic neighborhoods,'17 commercial districts, an increasingly vibrant downtown, a strong economic base, world-class
arts and entertainment venues, superior cultural and
recreational amenities. and a rich multicultural heritage.

Oakland is the eighth largest city in California with an estimated population of 429.082 (20'18 U.S. Census
Bureau). The city serves as the administrative seat
of Alameda County and the center of cornmerce and
international trade for Northern California.

Oakland is one of the most diverse and ethnically
integrated urban cities in the nation, with balanced
representation from African-American, Latinx, Asian. and Caucasian residents. speaking more than 125 languages
and dialects, as well as having one of the country's largest Lesbian Gay Bisexual Transgender Queer (LGBTA)
communities. Located on the bay, six miles east of San
Francisco, it encompasses 56 square miles, with 19 miles of San Francisco Bay coastline to the west and rolling
hills to the east.

Oakland is a major economic force in the region. As a
center for international trade. the Port of Oakland is
the nation's fifth busiest container port. The Oakland
lnternational Airport is served by 12 maior domestic
and international airlines. Oakland is home to several
corporate headguarters including PG&E, Clorox. Kaiser
Permanente, Pandora. Dreyer's Grand lce Cream. and
Revolution Foods. As well as being home to these
corporations. a thriving downtown area has sprung-up
in recent years with new businesses, various small retail shops and buzzing restaurants. High guality educational opportunities abound as six major universities, including U.C. Berkeley, are within a 4O-mile radius,

CITY GOVERNANCE STRUCTURE
The City of Oakland operates under a "Mayor/Council"
form of government. The Mayor is elected at-large for up to two four-year terms and is the head of the executive branch. Oakland's legislative body is the City Councit and is comprised of eight Council members (seven elected
by geographic district and the eighth elected at-large).

Elections are held every four years for the Mayor, with Council elected for four-year terms on a rotating basis.

Oakland also has an elected City Attorney and City
Auditor. Oakland is a full-service city with over 4,500 employees and an annual budget of over $1.7 billion.

The Mayor appoints the City Administrator who is
responsible for all city operations and is supported
by two Assistant City Adrninistrators, and two Deputy
City Administrators. The City Administrator has overall responsibility for day-to-day administrative and fiscal operations of the City including hiring of Department
Directors.
oAKLAND PUBLTC WORKS (OPW)
: - Oakland Public Works is
dedicated to you! We strive to maintain. improve and
preserve Oakland's infrastructure and environment for
the residents, businesses, visitors and future generations of every neighborhood in our diverse city.

OPW provides comprehensive public works services
directly to the Oakland community, as well as to all City departments.

OPW delivers its services through four bureaus:
. Administration (39 FTEs) - Asset Management,
Fiscal, Human Resources, Safety & Training. Public
lnformation, and Contract Services
. Environment (260 FTEs) - Environmental Services.

Facilities, Keep Oakland Clean & Eeautiful Program.
and Parks & Tree Maintenance Services
. Maintenance & lnternal Services (297 FTEs) -
Equipment & Fleet Services, lnfrastructure/Sewer
Maintenance, and Drainage Maintenance
' Design & Construction (78 FTES) - Clean Water
Program, Proiect Delivery (Design & Construction
of City Facilities & Parks), Measure DDlLake Merritt
lmprovements, Engineering Design. Sewer Consent
Decree (Design & Construction), and Contract
Services
The Oakland Public Works Department is not directly
funded by the General Purpose Fund, but like many
cities, the City of Oakland is facing a deficit in our Generat Purpose Fund as a result of the Covid-l9 pandemic and
the candidate would be a trusted Executive to help be a thought partner in creative ways to manage any deficit.

The annual operating budget for OPW is approximately
$164 million. Funding comes from a variety of sources
including voter-approved special taxes, sewer fees.
development service fees. internal service fees, a Lighting & Landscaping Assessment District, general obligation
bonds and numerous grants. OPW is responsible for
proiect delivery for $l5O million for renovating City
facilities including fire stations, libraries. recreation centers and other city buildings.

THE POSITION
Reporting to an Assistant City Administrator. the Director is responsible for directing, planning, and leading the operations of the Oakland Public Works Department.
oversight of capital improvement projects on behalf of
sponsor agencies. and coordination/control of some
work performed in the City's right-of-way. The Director may also serve as an Operations section chief or in other leadership roles in the City's Emergency Operations Center responsible for managing emergency responses to events
affecting the City's public infrastructure and providing executive level support in other emergency situations.

The new Director will need to immediately address the
following priorities:
. Gaining complete understanding of the wastewater
management franchisee consent decree.
. Gaining complete understanding of the City's Zero
Waste franchise contracts and the new Director
will need to develop a forward thinking, high level
strategic model to establish a contractual agreement
extension helping to continue the Oaktown PROUD
campaign's Three E's Strategy to reduce illegal
dumping: Education, Eradication and Enforcement.
. Develop or further enhance a strategic milestone
plan to help tackle the unsheltered population crisis
in the City of Oakland and its subsequent growing
encampments. Continuous engagement and creativity
must be maintained to help Oakland develop a means
to protect this vulnerable population and also maintain a cleaner city.

CHALLENGES AND OPPORTUNITIES
Furthermore, the Director of OPW will be presented with a number of challenges and opportunities in city that is growing with an aging infrastructure. For example:
. OPW has established itself as a regional leader and was the 35th city to be accredited through the American
Public Works Association (APWA). Maintaining this
high standard for continued self-assessment and
improvement is an ongoing goal for the new Director.

The new Director will need to incorporate new and
improved standards and expectations as a direct
result of the COVID-I9 pandemic such as remote and
restored work protocols and the integration of new
technology.
. Oakland enjoys a high degree of civic engagement
with concern over aging infrastructure. Oakland
residents care deeply about their community and
are vocal about community projects and issues, such
as homelessness, illegal dumping and infrastructure
maintenance. This level of community involvement
leads to better decisions and is a key component
of the decision-making process utilized in Oakland.

Comfort presenting and authentically engaging in
vibrant public forum is essential to this position.
.Oakland government consists of several different
bargaining units that represent and support City
staff and the Director's ability to work collaboratively with these bargaining units is critical to the Director's success.
. lt is of profound importance that the new Director
collaborate with HR to create a robust and fluid
recruitmenVretention program. And, to conduct an
extensive assessment of any and all potential staffing
challenges due in part to retirements and attrition.
. OPW introduced Equitable Climate Action Plan 2O3O
to identify an equitable path toward cost-effectively
reducing Oakland's localclimate emissions a minimum
of 56%, transitioning away from fossilfueldependence,
and ensuring that all of Oakland's communities are
resilient to the foreseeable impacts of climate change. by 2O3O. The Director will need to take a leadership
role with respect to implementation.
. OPW's role in providing capital proiects delivery
services to all city departments provides a unique
opportunity to work collaboratively with the Director's peers on the most significant projects in Oakland. This collaboration requires a strong investment in building
genuine relationships and demonstrating value that
serves the best interests of all involved.
. Oakland's aging infrastructure and high demands
on service delivery transtates to the need for a high
performance and high-output department. The
Directorwillprovide leadership in refinement of metrics and use of analytical tools to assist in addressing
deferred maintenance and making decisions about
service and project delivery. Many exciting capital
proiects are underway. with even more on the horizon.
so the use of data analytics has become increasingly
critical to prioritization and decision making.
--
t'
-

THE IDEAL CANDIDATE
The ideal candidate will share Oakland's vision and
values. He/she will be a confident and empowering
leader who builds strong team morale while maintaining
accountability with a collaborative spirit. This leader will also be an exceptional mentor and strategic manager
of people and the City's resources with the ability to
prioritize needs for a large complex organization that
values timeliness and transparency, while continuously
improving upon the customer experience. With a
strong culture of customer seruice across the city-wide organization. the new Director will continue to promote and embrace this mindset.

The new Director will embrace and provide leadership
with respect to the City's commitment to racial
equity. That leadership includes fully supporting the
department's equity team(s), ensuring completion of
equity impact analyses in support of policy/budgeV
operational decision-making, and general application of a racial equity lens over personnel (hiring/promotion/
discipline) and community engagement decisions.

The new Director will be a skilled communicator
and process a broad interdisciplinary and technical
background. Be adept at managing and problem
solving through complex situations in a fast-paced and
dynamic environment. Both diplomatic and decisive, the
successful candidate will work with a sense of urgency, stay positive, and keep focused on progress and
quantifiably continued improvement.

The ability to build meaningful relationships across
city government, comrnunity partners, neighborhood
associations, and with employees at all levels is
fundamental to this position. The next Director will also need to be politically savvy without being political and will be consistently motivated by what best serves the
Oakland community.

Top candidates for consideration will have a leadership style that is empowering, respectful, and rooted in
genuine concern for others, both internal to OPW and
externally in the community. The Director will also
be accessible, engaged, and lead from outside the
office. Management by walking around works well in
this environment, and successful candidates will bring
resilient leadership skills to this critical role. A leadership style noted for innovation and creativity is ideal.

Experience with alternative methods of project delivery will be extremely beneficial. Likewise, prior experience with public-private partnerships, grants, financing
methods and funding of capital projects will be an
asset. As a supporter of technological enhancements,
the Director will also be tasked with overall best use of technology to monitor deliverables, mobile applications and social media.

EDUCATION AND EXPERIENCE
The following qualifications ale guidelines, as the
appointing authority has broad discretion in filling
positions in this classification.
li-. :,-'-.'i",:: Bachelor's degree in engineering or a technical discipline related to design and construction, public administration, and/or management is desired.

An advance degree is a plus combined with strong.
relative career experience.

Experig;c4 l\; least five years of progressively
responsible management experience is required in
a medium-to-large public works or other municipal
organization. Comparable experience in a fast-paced,
dynamic, ethnically diverse and urban environment is
strongly desired.
'.i:r1'...;,tt r i,. ... i,':':'. - .:.' NOt reqUired althOUgh Engineering or Architectural license issued by the
State of California is desirable. Out-of-state candidates that have achieved these certifications in other states, combined with relative career experience may be strong, viable candidates for consideration based on the extent of the applicant pool.

COMPENSATION AND BENEFITS
A competitive compensation package will be offered
with an annual salary of $175,099 - $262,650 for this
at-will executive position. Benefits include medical
insurance, life insurance, automobile allowance, paid
holidays, vacation, sick leave, management leave, public sector retirement (three CALPERS tiers: 2.7%@55 for
employees hired before June 8, 2012: 2.5%@55 classic
member; 2%@62 PEPRA new member), and voluntary
deferred compensation.

APPLICATION PROCESS
To be considered, please submit your resurne and
cover letter outlining the background and experience
that makes you the ideal candidate electronically to
[email protected] by Aprll
5,202L Resumes received by Aprll 5,2o.27 will receive
first consideration. The position is open until filled. ffi rHE HAwKrNs coMPANY
L-| "";ffru5:::.?"SdJ]ro'2r6
: www.thehawkinscompany.com
For additional information or questions, please contact Ms. Daphne LeBlanc at 818-399-5787, transearch@
aol.com or Ms. Brett Byers at 323-403-8279, brett@
thehawki nscompany.com.
fhe Cty of Onkttld rr ra ee!g, op,@ttt/'tty afrp,lot,et yel(ns *Otkldce diw?ttty sE 3ael3 00 crw.c 8t efltsdnat aN culula lDtt emo/aces cflifuyce crifiefi!/'rsi. ail qut&/,rfd tpprlcerrts a'e conc/dcred D ,C(OrderC€ nA 'ffl€eDle
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Brentwood City CouncilJune 9, 2026

Brentwood City Council
June 9, 2026