Public Safety,
Emergency
Response, Public
Infrastructure, and
Constituent Services
Agenda
• Oakland Fire Department (OFD)
• Department of Violence Prevention (DVP)
• Oakland Police Department (OPD)
• Office of the Inspector General (OIG)
• Community Police Review Agency (CPRA)
• Public Safety and Services Oversight Commission (SSOC) • Community Policing Advisory Board and the Privacy Commission Agenda (continued)
• Public Safety Overview – Inter -departmental Coordination • Emergency Operations/Response
• Oakland Public Works (OPW)
• Oakland Department of Transportation ( OakDOT )
• Public Infrastructure and Capital Improvements
• Constituent Services and Oak311
• Abandoned Autos, Illegal Dumping, and Graffiti Abatement Oakl and Fi re Department
Oakland Fire
Department
Dr. Reginald D. Freeman
Fire Chief
Oakland Fire Department
Mission Statement
The proud members of the Oakland Fire Department are committed to providing the highest quality and highest level of courteous and responsive service to the citizens of Oakland.
This is accomplished by implementing comprehensive strategies and training in fire prevention, fire suppression, emergency medical services, all risk mitigation, emergency preparedness, 911 services and community-based fire services.
oaklandca.gov/departments/fire
Oakland Fire Department
• Office of the Fire Chief
• Fiscal & Administrative Services Division
• Field Operations Division
• Medical Services Division
• Emergency Management Services Division
• Fire Prevention Bureau
• Support Services Division
Fire Department Priorities
• Complete a Standards of Coverage Analysis and a Five- Year Strategic Plan
• Establish an Emergency Operations Plan (EOP)/Continuity of Operations Plans (COOPs)
• Upgrade the Emergency Operations Center to provide integration with 21st Century technology and ensure resiliency and sustainability through all -hazards incidents
• Streamline 911 Emergency Response – Fully Implement MACRO • Implement Plans to Close FD Staffing Gaps
• Enhance and expand access to behavioral health services for members
Fire Department Priorities
• Develop Annual Training, Exercises and Drills to Ensure Safety of Community and OFD Members (CERT / CORE)
• Encampment Management Support
• Complete 100% State Mandated Inspections
• Ensure 100% compliance in annual Vegetation Management Inspections • Continue to recruit and hire diverse Firefighter candidates • Support ongoing implementation of the Encampment Management Policy • Continue renovations of Fire Stations in line with Capital Improvement Plan • Fully implement ACCELA Program for permits, fees and inspections
Office of the
Fire Chief
Responsible for all activities involving
the planning, developing, response and
implementation of the policies and
programs required for fire emergency
response and community risk
reduction strategies for the community
of the City of Oakland, including
administration, suppression,
emergency medical services, fire
prevention and education, and all
associated operational requirements.
Field Operations
Division
The Field Operations Bureau is
responsible for emergency medical
response, fire suppression, mitigation of
disasters and rescue activities. The Field
Operations Bureau is the Department’s
largest division employing 12 Battalion
Chiefs and over 430 suppression
personnel. The Field Operations Bureau
handles over 60,000 emergency
incidents a year, which includes fire,
rescue, medical aid and other calls for
service.
Field Operations Division
• There are three (3) Battalions made up of about 11 Companies – either Engine or Truck Companies.
• Staffing for each Engine is four (4) personnel – a Company Officer (Lieutenant or Captain), an Engineer, a Paramedic Firefighter, and an EMT Firefighter.
• Staffing for three (3) downtown Trucks is five (5) personnel – a Company Officer, and four (4) Firefighters. Staffing for the other four (4) trucks is four (4) personnel.
• Personnel are stationed in 25 fire stations throughout Oakland and work a 48/96 schedule (48 hrs. on, 96 hrs. off).
Field Operations Division
• 422 Sworn members work within the Field Operations Bureau.
The daily minimum staffing on Emergency Apparatus (BCs, Engines, and Trucks) is 137.
• Staffing includes 24 Engines, seven (7) Aerial Ladder Trucks, and six (6) Airport Rescue Firefighting (ARFF) apparatuses for Fire and Emergency Medical responses.
• Members also provide cross- staffing for Hazardous Materials response, Heavy Rescue response, Water Rescue, Wildland Type 3 and Type 6 engines, and Trail Rescue response.
Fire
Station
Locations
Field Operations Responses
• Field Operations personnel respond to over 68,000 calls annually.
• Last 12m totals: 810 Confirmed Structure Fires, 1030
Vehicle Fires, 561 Vegetation Fires, 2865 Outside/
Homeless Fires, 1391 Haz Mat/ Gas Responses, 3702
Utility Calls, 30 ARFF/ BART Responses, 377 Heavy
Rescue/ Extrication calls, 53072 Emergency Medical
Calls, 3654 Commercial Alarms, and 49 Mutual Aid
responses.
Support Services
Division
The Support Services Division manages the
timely and cost-effective purchase,
acquisition, coordination, maintenance
and/or repair of Fire Department facilities,
fire apparatus, personal protective safety
gear, and tool and equipment. The Training
Center is responsible for annual
department-mandated, and entry-level
academy and probation training. In
addition, it oversees the Operations of the
Fire Dispatch Center which provides
dispatch service support for emergency
calls and non-emergency calls throughout
the City. Coordinates with ITD, OPD and the
Alameda County Regional Emergency
Communication Center (ACRECC) to
implement and maintain the City’s
Integrated Public Safety System (IPSS).
Support Services Division
Priorities
• Procure new apparatus in accordance with the
replacement plan
• Identify a site for the new Fire Station 4
• Complete construction of the new Fire Station 29
• Secure mental health provider contracts for member
treatment
• Strengthen partnership with the Public Works
Department
• Provide world -class training for all OFD members
Fiscal &
Administrative
Services Division
The Fiscal and Administrative Services
Division manages entry level and
promotional recruitments, performance
management, worker’s compensation,
labor relations; provides training in labor
law and practices to supervisory and
executive-level staff; provides fiscal
administration and analysis, payroll and
benefits services.
Fiscal & Administrative Services
Division
Made up of three functional areas, supporting the Fire
Department’s core Public Safety functions:
• Human Resources
• Process personnel- related matters and maintains personnel files
• Divided into Personnel Administration, Employee Relations, Hiring and Recruiting, Workers’ Compensation, and Medical • Works hand in hand with the
Human Resources Management Department (HRMD),
Employee Relations and Risk Management Divisions
Fiscal & Administrative
Services Division
• Fiscal Services
• Provides accounting, accounts payable, accounts
receivable, audits, budget development, contracting and purchasing, financial reporting, and grant services,
reimbursements, and general ledger adjustments
• Works hand in hand with the Finance Department
• Payroll
• Responsible for daily processing of all payroll- related matters and maintains payroll files
Medical Services
Division
The Medical Services Division (MSD) is
responsible for providing Fire
Department personnel and MACRO
responders with continuing education
and training which meets the state-
mandated minimum requirements for
Emergency Medical Technicians (EMT)
and Paramedics (EMT-P). Fire personnel
serves as first responders to emergency
calls that may require basic and
advanced emergency care when
dispatched through the 911 system. We
are committed to providing the highest
quality medical care to the citizens and
visitors of Oakland through training,
disaster preparation, and managing the
day-to-day needs in a high-call volume
EMS system.
Medical Services Division
• Provides the highest level of first responder medical care to the citizens and visitors of Oakland.
• Adheres to the policies and procedures of our Local EMS Agency (LEMSA), Alameda County and California State
Emergency Medical Services.
• Provides written guidelines and procedures related to the operation of first responder fire personnel, EMT and
Paramedics.
• Provides continuing education, course requirements and skills testing to maintain license and certificates for Paramedic and EMT credentials.
Medical Services Division
• Provides adequate medical equipment and supplies for all fire companies.
• Establishes procedures for patient care reporting for all patient contacts for legal documentation and quality
assurance/quality improvement purposes.
• Provides Designated Infection Control Officer (DICO) duties for reporting exposures to suspected or actual
communicable diseases, which has been a critical role
during the COVID -19 pandemic.
Mobile Assistance Responders of
Oakland (MACRO)
• The MACRO Program is a community response program for non -violent, non- emergency 911 calls.
• The purpose of MACRO is to meet the needs of the community with a compassionate care first response model grounded in empathy, service and community.
• MACRO mitigates non- emergency calls better suited for community resources by acting as an internal entity directly through the traditional 911 dispatch system.
MACRO Continued
• Working to establish a direct line available for the public to request a MACRO response through OFD Dispatch.
• Low -acuity, non- emergent calls from the police and fire departments are triaged to MACRO units appropriately
trained to meet the service recipient’s needs by connecting them to the appropriate resources and services.
Fire Prevention
Bureau
The Fire Prevention Bureau (FPB) provides
overall fire code regulatory compliance
functions for the City of Oakland. The FPB
serves to directly benefit the health and life
safety well-being of the entire community,
through comprehensive fire protection
engineering review and approval of new
construction and tenant improvement
plans, for fire and life safety comportment,
and through comprehensive inspection
and enforcement of the CA Fire Code.
Annual inspection programs include State-
mandated and operational permit
inspections conducted by FPB code
inspectors, with non-permitted and multi-
unit residential inspections performed by
engine company personnel.
Fire Prevention Bureau
Inspection Program
Commercial, Residential, Life Safety and State-Mandated • Conducts fire safety inspections of apartment buildings and retail businesses.
• Inspects cannabis operations for Fire Code violations and investigates non -permitted operations.
• Reviews building plans, plans for tenant improvements and new construction.
• Conducts state- mandated inspections of buildings used for public assemblies, educational purposes, institutional facilities, multi -family residential dwellings, and high -rise structures.
Fire Prevention Bureau
Vegetation Management
• The Oakland hills fall within High or Very High Fire Hazard Severity Zones (VHFHSZ), as designated by the California Department of Forestry and Fire Protection. Vegetation must be actively managed to reduce the threat and devastating effects of future wildfires. • Vegetation Management (VM) Inspectors, along with Engine companies, are responsible for inspecting the over 25,000 properties (homes and vacant parcels) in the Oakland hills.
• The VM Unit strives to identify and mitigate hazards that could contribute to the spread, growth, and intensity of wildfire. • Inspections are done annually, and property owners are required to actively maintain their parcels in a fire- safe condition year -round.
Emergency Management
Services Division
The Fire Prevention Bureau (FPB)
provides overall fire code regulatory
compliance functions for the City of
Oakland. The FPB serves to directly
benefit the health and life safety well-
being of the entire community, through
comprehensive fire protection
engineering review and approval of new
construction and tenant improvement
plans, for fire and life safety comportment,
and through comprehensive inspection
and enforcement of the CA Fire Code.
Annual inspection programs include
State-mandated and operational permit
inspections conducted by FPB code
inspectors, with non-permitted and multi-
unit residential inspections performed by
engine company personnel.
Emergency Management
Services Division
We build community resilience through preparedness,
mitigation, response, and recovery to all -hazards
Goals:
• Mitigate barriers to resilience to achieve equitable outcomes for Oakland residents
• Bolster comprehensive all- hazards emergency response plans and procedures
• Strengthen capacity and capability to respond to and recover
Emergency Management
Services Division
• Spearheads the coordination with local, state and federal disaster preparedness and response agencies.
• Develops mitigation, response, and recovery plans in coordination with the whole community.
• Manages the City of Oakland's Emergency Operations Center (EOC). • Develops annual training and exercise plan to build City staff and residents capacity and capability to respond and recover from disasters • Manages the Communities of Oakland Respond to Emergencies (CORE) program and collaborates with community -based organizations on disaster preparedness and response.
Emergency Management
Services Division Successes
• Completed Local Hazard Mitigation Plan update
• Launched Oakland CERT Program - awarded 2021 program of the year • Activated Warming and cooling centers with City Staff and trained volunteers.
• Developed and implemented:
• 2 full- scale exercises
• 6 Emergency Operations Center Trainings
• 10 CERT training events
• 4 Personnel Emergency Preparedness Training Events
• 11 Emergency Respite Center Series trainings
• Trained over 400 City staff and 390 members of the public
• For questions regarding the content of this
presentation, please contact: Fire Chief Reginald
Freeman at [email protected]
• For questions or direct concerns to Michael Hunt
at [email protected]
Who to Contact?
Departm ent of V i ol ence
Preventi on
Department of
Violence Prevention
Guillermo Cespedes
Chief of Violence Prevention
Department of Violence Prevention
Mission Statement
The Department of Violence Prevention (DVP) works directly with individuals, peer groups, families and communities of victims, potential victims, and perpetrators of multiple forms of violence including gun-related, group/gang-related, intimate partner violence, and commercial sexual exploitation. The DVP pursues a public health approach guided by community-led violence prevention and intervention strategies to realize sustained safety and stability of the communities most-impacted by violence.
Background
• July 2017: City Council Approves the creation of the Department of Violence Prevention(DVP)
• September 2019: Guillermo Cespedes is hired as Oakland’s first Chief of Violence Prevention
• July 2020: Oakland Unite, formerly a division of Human Services Department, transitions staff and funded programs into the DVP 37 DVP Mandates
1. Reduce Gun Violence
2. Reduce Intimate Partner Violence
3. Reduce Commercial Sexual Exploitation
4. Reduce Trauma Associated with Cold Cases
5. Reduce Overall Community Trauma
38 DVP- Hybrid Model
• Provides grants, monitors and coordinates the performance of 32 community -based organizations (CBOs) with system partners to deliver violence prevention and intervention services.
• Direct practice is focused on individual, family, peer, community and school level domains.
• Prioritizes hiring personnel with “lived experience” as a critical component of city government.
• Develops evidence -based technical designs for fund development and knowledge management purposes.
39 DVP- Organizational Chart
40 FY 2022-2023 Budget
41 41
Photo by Derick Daily on Unsplash
FY 2022-2023 Budget
42 Category Percent of Total
Budget
FY 2022-23 Amount FTE
Measure Z 35% $10.6 million 15.5
General Purpose
Funds
42% $12.8 million 18
Grants 23% $7 million 15.5
TOTAL 100% $30.4 million 49
Measure Z, General Purpose Funds, State, Federal, and Philanthropic FY 2022-2023 Use of Funds
43 Category Use of Funds
Violence Prevention Services 76%
Personnel 22%
Operating Budget 1%
Participant Stipends 1%
TOTAL 100%
Strategy Areas Overview
DVP Spending Plan Measure Z & General-Purpose Funds FY 2022-2023 Gun/Group/Gang Violence Response $10.50 million
Gender-Based Violence Response $4.40 million
Community Healing and Restoration $4.45 million
TOTAL $19.35 million
Grant Awards FY 2022-2023
Strategy Area/Sub-Strategy # Awards Funding
GUN/GROUP/GANG VIOLENCE RESPONSE
Violent Incident Crisis Response 8 $3.12 million
Youth Diversion and Youth and Adult Life Coaching 11 $3 million Youth and Adult Employment & Education Support
Services 7 $1.8 million
School-site Violence Intervention and Prevention Teams 7 $2.4 million
GENDER-BASED VIOLENCE RESPONSE
Crisis Response 3 $900,000
Housing 4 $1.1 million
Wraparound Services 8 $2.4 million
COMMUNITY HEALING AND RESTORATION
Neighborhood and Community Teams with Town Nights 6 $2.4 million Healing/Restorative Activities 4 $1 million
Therapeutic Supports 1 $200,000
Community Capacity-Building and Mini-Grants 2 $850,000
GRAND TOTAL 61 $19.35 million
Funded Agencies
1. Abode Services
2. Building Opportunities for Self-Sufficiency
3. Catholic Charities of the Diocese of Oakland
4. Center for Employment Opportunities, Inc.
5. Communities United for Restorative Youth
Justice
6. Community & Youth Outreach, Inc.
7. Community Works West, Inc.
8. Covenant House California
9. Destiny Arts Center
10. East Bay Asian Youth Center
11. Lao Family Community Development Inc.
12. Movement Strategy Center (Urban Peace
Movement)
13. National Institute of Criminal Justice Reform
14. Oakland LGBTQ Community Center, Inc.
15. Oakland Kids First
16. Oakland Private Industry Council, Inc.
17. Oakland Unified School District Office of Equity
18. Oakland Unified School District-Juvenile Justice
Center
19. Restorative Justice for Oakland Youth
20. Roots Community Health Center
21. Ruby’s Place
22. Safe Passages
23. Sister-to-Sister 2 Inc.
24. Student Program for Academic and Athletic
Transitioning
25. Family Violence Law Center
26. The Mentoring Center
27. Youth Employment Partnership, Inc.
28. The Youth Leadership Institute
29. Trybe, Inc.
30. Urban Strategies Council
31. Young Women’s Freedom Center
32. Youth ALIVE!
**Please note this list does not include subgrantees.
Featured Programs
47 47
Photo by Derick Daily on Unsplash
Town Nights
48 48
Town Nights is a community-driven, multi-
generational violence prevention and intervention
strategy that involves four components:
1) Outreach to community members to
attend events
2) Employment opportunities for residents
who work at events
3) Recreational activities and food available
for free to all attendees
4) Violence interruption dialogues
facilitated by violence interrupters and
community engagement teams that are
intended to reduce future violence
# of Nights # of Locations # of Estimated
Attendees
Winter 2021 3 8 4,000
Summer 2022 5 9 12,000
Total 69 total Town Nights events 16,000
During the entire 4-week period that Summer 2022 Town Nights operated, beginning on June 17, 2022, and ending on July 15, 2022, 82 assaults with a firearm or homicides took place in Town Nights police beats or adjacent police beats compared to 131 during comparison days in 2021. This is a 37% reduction.
Triangle Incident Response (TIR)
Triangle Incident Response (TIR) is a 24/7 real-time, coordinated crime scene response that aims to reduce retaliatory group/gang related violence, reduce the levels of trauma experienced by individuals, families, and impacted community members, and improve police-community relationships.
TIR partners, staffed by professionals with different orientations and responsibilities, include:
1. DVP CBO funded Violence Interrupters
2. DVP Personnel, Crime-scene Response Advocates, with expertise in crisis intervention principles
3. Law enforcement with knowledge of the geographic areas in which the triangle is implemented.
Since March 2022, the DVP and its funded agencies have responded to over 330 shootings and homicides to provide support and resources to victims and their families.
Community Engagement Teams
50 50
Community Engagement Teams (CET) send trusted messengers with lived experience and familiarity in neighborhoods of focus to deliver outreach messages to community members and connect individuals to services. Since April 2022, CET members have conducted outreach to over 1,000 individuals.
Federal, State & Philanthropic Grants
51 51
Photo by Derick Daily on Unsplash
Gilead Foundation, Oakland Fund for
Public Innovation
Term: July 2022 to June 2025 (3 Years)
Amount: $1,800,000
3 FTE
1 FTE Administrative
2 FTE Direct Practice
Grant Activities:
Implement family systems work with high-risk students in OUSD schools Host Summer 2023 Town Nights events for 8 weeks at 9 locations Develop and implement a violence prevention and intervention awareness media campaign
The Board of State and Community Corrections (BSCC)’s
California Violence Intervention and Prevention (CalVIP) Term: July 2022 to December 2025 (3.5 Years)
Amount: $6,000,000
8 FTE
1 Administrative
7 Direct Practice
Grant Activities:
Implement family systems work with high-risk individuals affiliated with Case/Acorn, ENT/Ghost Town, or Norteños groups
Hire 24 Community Engagement Team members to perform street outreach with above groups Implement Cognitive Behavioral Therapy training with high-risk individuals Implement Crime Prevention through Environmental Design (lighting, blight remediation, etc.) The Bureau of Justice Assistance Byrne
Discretionary Grants
• Term: January 2023 – May 2024 (17 months)
• Amount: $200,000
• 1 FTE Administrative
• Grant Activities:
– Hire a Program Analyst I to support the department’s violence incident crisis response activities, specifically to:
• Manage contracts with eight community-based organizations (CBOs) that are funded through the DVP to hire and supervise violence interrupters and hospital-based responders • Provide administrative support to violence interrupters and crime scene response advocates who participate in the DVP’s triangle incident response (TIR) to shootings and homicides.
Byrne Criminal Justice Innovation Program
• Term: October 2021 – September 2024 (3 years)
• Amount: $1,000,000
• 2 FTE Direct Practice
• Grant Activities:
– Triangle incident response for group violence and gender-based violence in hot-spot neighborhoods of East Oakland
– Engage community in reducing collective trauma and solution building – Enhance collaboration among criminal justice partners – Improve relationships between community and city government California Department of Corrections and
Rehabilitation – Golden State Works
• Term: July 2022 – June 2025 ( 3 years)
• Amount: $11.84 million
• 1.5 FTE Administrative
• Grant Activities:
– Contract with sub-grantee to provide life skills education and job training to people on parole who are returning to Oakland
– Partner with Caltrans to provide rapid employment for 800 people on parole in Oakland Challenges/Opportunities
57 57
Photo by Derick Daily on Unsplash
• Increase capacity to meet the broad range of mandates • Secure on- going funding
• Review mandate of trauma associated with cold cases
• Strengthen supervision and develop professional support for the direct practice team.
DVP Challenges/Opportunities
• Establish a robust communications, branding and marketing plan, print materials, and community awareness campaign
• Establish city -wide criteria for levels of intervention based on levels of risk • Manage and reduce the recent increase in violence at Oakland schools • Culturally relevant support services for unaccompanied minors DVP Challenges/Opportunities (continued)
Learn More
Visit our website to learn more about violence
prevention and intervention program strategies,
funding opportunities, upcoming events, news and
updates!
oaklandca.gov/departments/violence-prevention
61 Oakl and Pol i ce Department
Oakland Police
Department
Mission Statement
The Oakland Police Department’s mission is to provide
police service focused on public safety and the sanctity of life, to hold ourselves accountable to a high
standard of conduct, efficiency, and efficacy, and to
promote mutual respect between the Department and
the Communities of Oakland.
Oakland Police Department Staffing
Budget Sources
FUNDING SOURCES AMOUNTS STAFFING FROZEN
1010 General Fund: General Purpose $330,989.842.71 348.50 (Professional) 792 (Sworn)
14 (Professional)
66 (Sworn)
1100 Self Insurance Liability $4,968,293.00
1150 Worker's Compensation Insurance
Claims
$572,214.00 2.00
2113 Department of Justice – COPS
Hiring
0.00 2159 State of California Other $603,894.96
2172 Alameda County: Vehicle
Abatement Authority
$459,131.11 1.59
2218 Measure BB Local Streets and
Roads
0.00 2252 Measure Z – Violence Prevention
and Public Safety Act of 2014
$15,846,919.81
2411 False Alarm Reduction Program $1,515,581.47 53.72
2416 Traffic Safety Fund $32,995.73 5.17
2995 Police Grants $2,177.83
4200 Radio/Telecommunications $218,069.00 1.00
TOTAL $355,164,119.62 1,203.98 80.00
OPD Top Priorities
#1 Reducing Crime to Improve Public Safety
•OPD has increased its partnership with the Department of Violence Prevention (DVP) on violence prevention initiatives. •OPD has increased the number and frequency of Ceasefire call ins.
•There has been a reduction in violent crime, in particular homicides and shootings.
OPD Top Priorities
#2 Improve Community Engagement and
Strengthen Community Trust
• OPD has expanded de-escalation training and offered de- escalation training to Community members.
• OPD has hosted Community events that encourage participation by both residents and OPD employees including block clean ups, trunk or treat for Halloween, three citywide CommUNITY Tours, and starting the Conversation Toward Solutions series.
OPD Top Priorities
#3 Develop and Foster a High-Quality, Involved, and
Respected Workforce
• OPD has established and deployed its employee recognition program. • OPD has monthly video updates from the Chief and other executive command staff on an ongoing basis.
• OPD has created and implemented leadership training programs including sergeant and officer Continuing Professional Training (CPT), command retreat, and others.
OPD Top Priorities
#4 Demonstrate Sustained Compliance with
the Negotiated Settlement Agreement
• For the first time in its history OPD has reached a period of sustainability.
• OPD has outlined a process and continues to actively
monitor the 11 remaining tasks.
OPD Top Priorities
#5 Prepare for the Future of Police Service Delivery
• OPD continues to work closely with MACRO to increase the number of calls that can be referred for non-police response.
• OPD is in communication with OUSD on response to school related crimes.
Partnership with DVP
• OPD continues to partner with DVP on Ceasefire direct communication and homicide triangle response.
• OPD Victim Services works in conjunction with DVP to ensure victims are connected with resources and services.
• OPD has collaborated with DVP on system partner and violence interrupter trainings.
• OPD and DVP continue to coordinate efforts to respond to school violence; however, there are some challenges around school response when law enforcement is needed.
OPD Challenges
•Violent crime
•Staffing (recruiting and retention)
•Inability to utilize technology to address crime
•Morale
•Increased calls for service (1,000,000 calls in 2022)
LEARN MORE
For questions regarding the content of this this presentation or for direct constituent concerns, please contact Chief LeRonne Armstrong at [email protected] and Assistant Chief Darren Allison at [email protected].
Office of th e
I nspector General
Office of the
Inspector General
Michelle N. Phillips
Inspector General
Michelle N. Phillips, Inspector General
[email protected]
510-238-2916 (O)
510-381-2916 (C)
OIG Key Staff
Mission Statement
The Office of the Inspector General is an independent, non- partisan oversight agency that will assist with increasing community trust and ensuring accountability in the Oakland Police Department. In its administration of duties, the Office of the Inspector General will implement a fair, thorough, and autonomous system of civilian oversight of law enforcement. This is accomplished by conducting detailed, objective, and timely audits, reviews, inspections and evaluations of the Oakland Police Department and the Community Police Review Agency, to ensure compliance with laws and policies. The Office of the Inspector General will drive best practices by recommending improvements to policies and trainings as well as engaging in collaborative initiatives that promote systemic advancements. The OIG shall audit and monitor OPD
compliance with the Negotiated
Settlement Agreement
The OIG may review claims, lawsuits,
settlements, complaints, and
investigations, by, against, or involving
the Oakland Police Department and the
Community Police Review Agency
Attend community engagement
events. Facilitate community
conversations surrounding independent
civilian oversight of the Oakland Police
Department
Make recommendations to the Oakland
Police Commission, City Council or other
action holders based on audits, reviews,
evaluations and inspections
Independent
Civilian Oversight
of the Oakland
Police Department
Core Services
Inspector
General
(1.0 FTE Filled )
IG Auditor
(vacant)
IG Auditor
(vacant)
IG Auditor
(vacant)
IG Policy Analyst
(vacant)
Administrative
Analyst
(1.0 FTE Vacant)
Deputy
Inspector
General
(1.0 FTE Vacant)
Audit Manager
(1.0 FTE Vacant filled with ELDE)
Organizational Chart
Current Budget
Top Priorities
Problem Statement:
Fill the current OIG vacancies with skilled permanent individuals to solidify and stabilize the agency.
Background:
Prior to the Inspector General appointment, OIG was budgeted to hire positions exclusively in the Oakland Police Department. To avoid confusion in the hiring process, new job classifications were created for the OIG.
Challenges:
The creation and approval of new job classifications took approximately six months. OIG is working with the human resources team to hire for the newly created positions. This process is lengthy and will take approximately five months.
Successes:
OIG hired three exempt limited during employees in the eleven months it has been operational, with the assistance of the human resources and budget departments.
Top Priorities (continued)
Problem Statement:
Timelines completing work products such as audits and reviews Background:
Charter Oakland City Charter 604(f)(5) mandates the following for the OIG:
• Audit OPD compliance with the fifty-two (52) tasks described in the Settlement Agreement • Make recommendations to OPD, the Commission, and the City Council based on its audit(s) • Two exempt limited duration employees assigned to work on the OPD task compliance.
Top Priorities (continued)
Background (cont'd) :
Charter Oakland City Charter 604(f)(5) mandates the following for the OIG:
• Currently reviewing task 42, which launched August 2022 with an entrance conference. • Review legal claims, lawsuits, settlements, complaints, and investigations, by, against, or involving the Department and the Agency, to ensure all allegations of police officer misconduct are thoroughly investigated, and to identify any systemic issues regarding Department and Agency practices and policies.
• The Inspector General is currently reviewing several closed but connected complaints at the direction of the Oakland Police Commission and Oakland City Council.
Top Priorities (continued)
Challenges:
A lack of staffing resources directly impacts the productivity timelines, the prioritization of administrative reports, in conjunction with project priorities. The Inspector General (IG) and the Executive Assistant to the IG are solely responsible for the administrative function of the OIG.
Successes:
OIG released one public synopsis, initiated a review of six closed complaints/investigations (still ongoing) and launched its first OPD audit in 2022. OIG has continued to communicate with stakeholders to ensure realistic expectations as it expands its workforce and stabilizes its structure.
OIG Needs Moving Forward
• Adequate staff and office space to ensure an effective operation. • A coordinated effort by all stakeholders to stabilize the entire oversight structure to be sound and effective.
• Sufficient support of the civilian oversight function in its entirety is a key factor in successfully resolving the Delphine Allen NSA and enhancing community-centered, constitutional policing in the City of Oakland.
Learn More
City of Oakland
Office of the Inspector
General
**All Social Platforms continue to be a work in progress General Email: [email protected]
Website: https://www.oaklandca.gov/departments/inspector-general
Co m m u n it y P o lic e Re vie w
Ag e n cy
Community Police
Review Agency
(CPRA)
Charlotte Jones
Interim Executive Director
Police Oversight
• 2016 Measure LL created the Oakland Police Commission and the Community Police Review Agency (CPRA), formerly the CPRB. 2020, Measure S1 expanded the independence, authority and staffing of the Police Commission and CPRA. • Police Commission, among other duties, oversees policies and procedures of the Oakland Police Department.
• CPRA is the civilian investigative arm of the Police Commission, with the primary role of investigating complaints of misconduct arising out of community interactions with OPD officers.
Mission Statement
To contribute to effective police oversight and increase police accountability to the community through impartial, thorough, and timely investigations of complaints against sworn employees of OPD, objective findings, and fair discipline recommendations.
Structure of Oversight
Police
Commission
Inspector
General CPRA Police Chief
Internal
Affairs
Executive
Director
Chief of Staff
Supervising
Investigator
Complaint
Investigator
Complaint
Investigator
Complaint
Investigator
Complaint
Investigator
Complaint
Investigator
Complaint
Investigator
Supervising
Investigator
Intake
Technician
Intake
Technician
Intake
Technician
Admin Analyst
II
Counsel
CPRA Structure
Filing Complaints
Can be anonymous
and third party
Can be made with
an OPD supervisor
in the field
Can include
multiple
allegations and/or
multiple officers
With Internal
Affairs Division
(IAD)
With CPRA online,
in person, phone,
letter, email
IAD forwards to
CPRA within 24
hours
Mandated Complaints
CPRA is mandated to investigate complaints involving:
• Use of Force
• In-custody deaths
• Profiling/discrimination based on protected characteristics identified by federal, state or local government
• Untruthfulness
• First Amendment Assemblies
CPRA Investigative Process
1. Intake: Determine mandated or non-mandated
2. Mandated: assigned for investigation
3. CPRA investigation separate and independent from OPD
4. Result: Report, Findings (Sustained, Exonerated, Unfounded, Not Sustained)
5. Sustained: Discipline recommendation
6. Submit to: Chair of Commission and Chief of Police
7. Disagreement: Police Commission Discipline Committee
8. Skelly / Arbitration
LEARN MORE
OAKLANDCA.GOV/CP RA
Visit the website to learn more about filing a complaint, request a complaint form, file an online complaint, and learn more about CPRA
P u b lic Sa fe t y a n d Se rvic e s Vio le n c e
Preventi on Oversi ght Com m i ssi on ( SSOC)
Public Safety and
Services Oversight
Commission (SSOC)
Tonya Gilmore
Assistant to the City Administrator
Mandated Duties of the SSOC
• Evaluate, inquire & review the administration, coordination and evaluation of strategies and practices mandated in this Ordinance • Make recommendations to City Administrator regarding scope of program evaluation
• Receive draft performance reviews before evaluator finalizes the report
• Report issues identified in the annual fiscal audit to the Mayor & City Council
• Review annual fiscal and performance audits & evaluations Mandated Duties of the SSOC
• Report in a public meeting to the Mayor & City Council on the implementation of MZ and recommend ordinances etc to ensure compliance with the requirements of MZ
• Provide input on strategies: at least every 3 years each head of a department receiving funds from MZ shall present a spending plan for the funds received from MZ
• Semi -annual progress reports shall be received by Commission from the departments receiving funds updating their progress toward desired outcomes.
SSOC 2022-2024 Strategic Plan
IMAGE CREDIT: OAKLAND SUPERHEROES MURAL, MARKET ST AND 580 SSOC Strategic Plan: Background
• Purpose of SSOC is to oversee revenue spending by and evaluate the strategies of the Oakland Police Department, Oakland Fire Department and the Department of Violence Prevention, the three city departments tasked fulfilling the goals of Measure Z:
• Reduce homicides, robberies, burglaries, and gun- related violence • Improve police and fire emergency 911 response times and other police services • Invest in violence intervention and prevention strategies that provide support for at - risk youth and young adults to interrupt the cycle of violence and recidivism
SSOC St ra t e g ic P la n : Missio n
To ensure that the Public Safety
and Services Violence
Prevention Oversight
Commission (“SSOC”) fulfills its
duties under Measure Z
in an effective and strategic
manner, resulting in improved
public safety, a more informed
community,
and a healthier quality of life for
all Oakland residents.
SSOC Strategic Plan:
Implementation
The bulk of the Strategic Plan is designed to be
implemented through reports presented at the
monthly meetings of the SSOC. Some of the objectives
of the Plan will be realized through the creation of ad- hoc committees.
The 14 objectives can be completed in a single year or
spread out over two years.
The plan is intended to be flexible. The SSOC can vote
to modify, add or remove objectives based on new or
evolving circumstances.
LEARN MORE
https://www.oaklandca.gov/boards-commissions/public-safety- and-services-violence-prevention-oversight-commission
https://www.oaklandca.gov/documents/2022-safety-and-services- oversight-commission-joint-meeting
Co m m u n it y P o lic in g Ad viso ry Bo a rd
a n d t h e P riva c y Ad viso ry Co m m issio n
Community Policing Advisory
Board and the Privacy
Advisory Commission
Joe DeVries
Deputy City Administrator
Felicia Verdin
Assistant to the City Administrator
Community Policing Advisory Board
The Community Policing Advisory Board (CPAB) is responsible for the implementation of Resolution 79235; the City’s Community Policing Model • Resolution 79235 supports the empowerment of neighborhoods by helping them to identify problems, prioritize concerns, and develop solutions in collaboration with public employees, and public officials • The CPAB advises the City on implementation of 79235 through ongoing recommendations to City leadership, especially to OPD
• The CPAB supports the network of Neighborhood Councils and is empowered to certify NCs and to mediate disputes regarding compliance Community Policing Advisory Board
• The CPAB supports programs and measures to increase neighborhood level participation in events such as neighborhood clean-ups, block-level engagement, and safety walks
• In 2023, CAO staff will partner with the CPAB to revise Resolution 79235 to further enhance it’s focus on organizing block level groups, supporting Neighborhood Councils and increasing citywide community engagement.
Privacy Advisory Commission (PAC)
There are three (3) ordinances and one (1) resolution that empower the Privacy Advisory Commission:
1) Surveillance Technology Ordinance
• Adopted in May 2018 adds Chapter 9.64 to the OMC Establishing Rules for The City’s Acquisition and Use of Surveillance Equipment. • Requires PAC review and recommendation to City Council of all Use Policies and Impact Statements for existing and new technology. • Requires Annual Reporting to the PAC and Council
Privacy Advisory Commission (cont’d)
2) Transparency for City Participation with Federal Agencies Ordinance • City Council adopted Ordinance No. 13457 in July 2017 adding Chapter
9.72.010 to the OMC to ensure greater transparency
• The role of PAC is to:
o Review and provide a recommendation on any MOU that the City wishes to enter into with federal law enforcement agencies. o Review and provide a recommendation on all Annual Reports for these MOUs.
Privacy Advisory Commission (cont’d)
3) Sanctuary City Contracting and Investment Ordinance
• City Council adopted Ordinance No. 13540 in June 2019 prohibiting city contracts or investments in companies contracting with the United States Immigration And Customs Enforcement (ICE) Or Customs And Border Protection (CBP) To Provide Services Or Goods For Data Collection Or Immigration Detention Facilities. The ordinance requires the City to:
o Take enforcement action if it is discovered that a contractor is in violation of the ordinance
o Monitor and avoid investments in said entities
o Provide an annual report to the PAC and City Council.
Privacy Advisory Commission (cont’d)
4) Privacy Principles
City Council adopted Resolution 88071 in March 2020 establishing as City policy seven privacy principles to assist City Departments develop and implement internal policies that protect the privacy of all Oakland residents, visitors, and the public.
The PAC provided a “Roadmap” for implementation and staff will be developing guidance and training for departments in the coming year to further the implementation of these principles.
LEARN MORE
oaklandca.gov/boards-commissions/the-community-policing- advisory-board-cpab
oaklandca.gov/boards-commissions/privacy-advisory-board P u b lic Sa fe t y Ove rvie w –
In t e r-departm ental Coordi nati on
Office of the Inspector General (IG) and the
Department of Violence Prevention (DVP)
• Coordinate on community engagement strategies, including but not limited to Town Nights.
• Coordinate on policy and analysis development based on data and community feedback.
• Conduct monthly coordination meetings.
Office of the Inspector General (IG) and the
Oakland Fire Department (OFD)
• OIG had several meetings with MACRO management about
coordinating efforts to provide the community proper information about services, jurisdiction and data.
• These interactions will assist the OIG with identifying any potential data or policy gaps and/or deficiencies that may need to be evaluated to help assist in the success of public safety responses via policy recommendations.
Office of the Inspector General (OIG) and
Oakland Police Department (OPD)
• Continue fostering a relationship with the Ceasefire program in hopes to collaborate with data transparency and possibly program evaluations.
• On a larger scale the OIG, with the Community Police Review Agency and Oakland Police Commission, all three bodies will have some level of civilian oversight of OPD.
• OIG is in regular communications with the Bureau of Risk Management and the Bureau of Services, among other units within OPD as the OIG reviews, audits, evaluates and observes the OPD.
Department of Violence Prevention (DVP) and
Oakland Police Department (OPD)
• Ceasefire- Continue to partner on Ceasefire direct communication. DVP provides Life Coaching, Violence Interruption and Temporary Emergency Relocation Services to participants identified by Ceasefire. • Continue to partner by gathering data, providing technical assistance and exploring fund development opportunities.
• Homicide Response - DVP provides crime scene assistance to families and community services; assists OPD in reducing potential community conflicts at scenes
DVP Coordination with OPD Continued
• Collaborate with the OPD Victim Liaison to coordinate provisions of service for families.
• DVP, OPD, and OUSD coordinate appropriate level of response for conflicts on school campuses. However, there are some challenges around school response when law enforcement is needed.
• Capacity Building & Training - continue partnering on trainings for direct service practitioners and OPD officers.
DVP and OFD - Mobile Assistance
Community Response of Oakland (MACRO)
• DVP will coordinate with MACRO to carry out joint responses to community incidents in which the mission of each department intersect.
• DVP will coordinate with Oakland Fire Department/MACRO in community awareness activities designed to inform and or clarify the function of each department.
Emergency Operati ons/Response
Oakland Fire
Department,
Emergency
Management
Services
Module 1 – Emergency Operations Center
Concepts
Response Goals
• Life Safety
• Incident Stabilization
• Protect property
• Preserve the environment
• Restore area to a new normal
The Emergency Operations Center (EOC)
The physical location where the
coordination of information and
resources to support incident
management (on -scene
operations) activities normally
takes place.
Roles and Responsibilities of an EOC
FACILITATION + COORDINATION
1. Inter- Agency Coordination
2. Executive Decision Making
3. Information Collection,
Evaluation, Dissemination
4. Priority Setting
5. Resource Management
Control, Coordination, and Information
Federal
(NRCC or
RRCC.
JFO, NOC,
JOC,
MACC,
IOF)
Local
(DOC)
Field
(ICP) EOC
Op Area
(EOC)
Region
(REOC)
State
(SOC)
What is an Incident Command
Post?
EOC Action Planning Process
The Planning “P” depicts the
phases and activities in the EOC
Action Planning process
Planning “P” vs “O” (Primary vs
Ongoing)
The leg of the Planning “P”
includes the EOC’s initial steps to
gain situational awareness and
establish the EOC organization
Prepare for
Strategy Meeting
Strategy
Meeting
EAP
Preparation &
Approval
Management & General
Staff Revise/Update
EOC Objectives
Activate the EOC
Notification
Incident/Event
Incident Briefing
Initial M&GS Meeting
Management &
General Staff
Meeting
Roles and Responsibilities of an EOC
Policy
Coordination
Operational
Response
Responders
EOC
ICS
Roles and Responsibilities of an EOC
• Provide SUPPORTS
• Via COMMUNICATION &C
• COORDINATIONC
• Focus on POLICY guidanceP
• Determine PRIORITIESP
• Comprehensive INFORMATION managementI
• Comprehensive RESOURCE managementR
• DOCUMENTATIOND
EOC Organizational Structure
EOC Director
Liaison Officer
Public
Information
Officer
Safety/Security
Officer
Legal
Legislative
Liaison
Operations
Planning
Logistics
Finance/Admin
Module 2 – Emergency Operations Plan (EOP)
I. Base Plan
II. Functional Annexes
III. Hazard Specific Annexes
Functional Annexes
• Transportation
• Communications
• Public Works & Engineering
• Firefighting
• Management
• Mass Care & Shelter
• Resources
• Public Health & Medical
• Search and Rescue
• Hazardous Materials
• Food, Agriculture & Animal
Services
• Utilities
• Law Enforcement
• Recovery
• Public Information
• Evacuation
• Volunteer & Donations
Management
Hazard Specific Annexes
• Civil Unrest
• Earthquake
• Severe Weather
• Terrorism
• Tsunami
• Wildland Fire
Module 3 – EOC Operations
• Activation
• Operations
• Demobilization
Activation Authority
• City Administrator
• Fire Chief
• Chief of Police
• Emergency Manager
• Director of Public Works
EOC Activation Levels
• Level 3: Decentralized Coordination & Direction (Standby, Monitoring, and Alert)
• Examples: Civil Unrest, 5 Alarm Fire, Red Flag Warning • Level 2: Centralized Coordination & Decentralized Direction (Partial or Full Activation)
• Examples: Civil Unrest, 4th of July, COVID- 19, PSPS • Level 1: Centralized Coordination & Direction (Full Activation) • Examples: Major Earthquake
Level 1
Level 2
Level 3
Information Flow and Sharing
• How is it received?
• How is it passed on?
• What do you do with it?
Gather
Analyze
Share
Evaluate
Demobilization
Each Section Chief recommends resources & staff for demobilization to the PSC
Planning Section Chief/Demobilization Unit Leader coordinate with EOC Director for release of resources & staff
Debrief after EOC activations
After Action Report/Improvement Plan
LEARN MORE
https://www.oaklandca.gov/departments/fire#emergency-
management-services-division
Oakl and Publ i c Works
Oakland Public
Works Department
(OPW)
Mission
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.
VISION STATEMENT
We envision an Oakland that provides and supports:
• Living and working conditions that are healthy, safe and clean • Easy and equitable access to services
• Transparent, accountable, and efficient use of public resources • Responsible, sustainable stewardship of our environment Together we will achieve this vision through innovation, civic engagement, and customer service.
Organizational Structure
G. Harold Duffey
Director
(664 FTEs)
Tom Morgan
Administrative Manager
Bureau of Administration
Siew-Chin Yeong
Assistant Director
Bureau of Design and
Construction
Richard Battersby Assistant
Director
Bureau of Maintenance &
Internal Services
Kristin Hathaway
Assistant Director
Bureau of Environment
Tanisha Thomas
Executive Assistant
Sean Maher
Assistant to the Director
OPW Organization
• 664 Full-Time Equivalent positions, 543 filled
• Four Bureaus, three led by an Assistant Director (BDC, BOE, BMIS) and one Bureau manager (BOA)
• The Assistant Directors oversee Division Managers, who in turn oversee Program Supervisors.
• Plans, builds and maintains Oakland’s physical and environmental infrastructure for residents, businesses and visitors, making Oakland a sustainable and desirable place to live, work, invest and visit.
Infrastructure/Assets
• 42,600 official street trees
• 11,500 storm drainage structures
• 1,875 vehicles & pieces of equipment including fire trucks & police cars
• 1,100 miles of City Streets cleaned annually
• 934 miles of sewer pipes
• 400 miles of storm drainpipes
• 309 Public Buildings
• 200 installed and 1400 planned trash capture devices
• 140 City parks
• 100+ street medians
• 80+ miles of open creek
• 12 Storm drain pump stations
• 11 Sewer pump stations
• All open space & park trees
Bureau of
Administration
Fiscal Services
Human Resources
Business Information and Analytics
41.00 FTE budgeted
Fiscal Services and Human Resources
Deliverables
• Develop the department’s complex biennial budget
and midcycle amendment.
• Monitor hundreds of contract purchase orders
• Supports department’s efforts to stay fully staffed
• Handle the department’s labor relations issues
• Payroll entries and transactions
• Performance management processes
• Safety training programs and conducts more than
4,000 hours of training each year.
Business Information
& Analytics
• Implement and use of technical tools for
business and data analysis, reporting and
communication
• Cityworks, SeeClickFix, FleetFocus, Networkfleet,
Accela, Granite XP and Microsoft Power BI
• Tools quantify the work we do and identify
challenges that may need additional attention or
resources.
Bureau of Environment
Keep Oakland Clean & Beautiful (KOCB)
Environmental Services
Parks Ground and Median Maintenance
Tree Management and Maintenance
245.71 FTE budgeted
Bureau of Environment
Keep Oakland Clean & Beautiful
• Maintains and enhances the cleanliness, health, and
appearance of City streets and neighborhoods
• Responds to over 31,000 annual requests for
removal of illegal dumping
• Cleans over 1,200 homeless encampments annually
• Abates 500,000 sq. ft. of graffiti
• Abates over 7.5 million sq. ft. of vegetation
• Provides support to volunteer cleanup and
beautification events, special events
• Conducts street sweeping of 614 routes monthly
Environmental Services
• Maintains environmental compliance for City
facilities
• Manages franchise contracts (Waste
Management, California Waste Solutions) and
promotes recycling, compost, and waste
reduction citywide
• Supports the efforts of community volunteers
Parks & Grounds Maintenance
• Provides landscape maintenance, litter removal and
homeless encampment abatement for 134 parks and
public spaces, including
• Two region-serving parks, nine community parks, 53
neighborhood parks, 15 special use parks, 26 athletic
fields, plus many mini-parks, linear parks, and public
grounds.
• 1,055 acres of Resource Conservation Area (open
space)
• 100 landscaped medians and streetscapes
Tree Management & Maintenance
• 55,000 street trees; 12,000 trees in public parks,
medians, streetscapes; 250,000 trees in open space
areas
• Processes over 300 tree permits annually under the
City’s Protected Tree Ordinance
• Priority One Service = Fallen tree or branch that poses an immediate hazard
• Tree Inventory and Urban Forest Master Plan
Bureau of Maintenance &
Internal Services
Bureau of Maintenance &
Internal Services
Buildings & Facilities Management & Maintenance
Fleet & Equipment Management & Maintenance
Sanitary Sewer and Storm Drain Maintenance
294.29 FTE budgeted
Building & Facilities:
Management & Maintenance
• Provides full-spectrum facilities support, custodial services, security, preventative and general maintenance, and
repairs/modifications to:
• 300 City-owned buildings (estimated 2.5 million square feet)
• Leads in managing City’s efforts to ensure safe and healthy working environments in response to COVID-19 pandemic.
• Funding from two previous Capital Improvement Project (CIP) Funds - Minor CIP (MCIP) and Emergency CIP (ECIP) - combined into a single renamed Deferred Maintenance
Fund
Fleet & Equipment:
Management and Maintenance
• 1,875 vehicles and major pieces of equipment --
including Police and Fire
• Green Fleet Policy; 44% of the City of Oakland’s fleet is powered by Alternative Fuels, reducing our Green House
Gas emissions by more than 3,000 metric tons
• 14,000 individual repair and maintenance requests
annually
• Featured in Government Fleet Magazine and recognized
as one of the top 50 Fleets in the nation in 2020
Sanitary Sewer & Storm Drain
Maintenance
• Performs spill prevention and sewer pipe rehabilitation • Responds to sewer overflows and spills to close and repair:
• 934 miles of pipe
• 11 pump stations
• 28,554 maintenance holes and structures
• 35 million gallons daily
• Much of system is 50 years old
• Complies with 22-year Consent Decree
Bureau of Design & Construction
Bureau of Design
& Construction
Project & Grant Management
Construction Management
Capital Contracts
Wastewater Engineering Management
Watershed & Stormwater Management
73.00 FTE budgeted
Projects and Grant Management
• Leads the Capital Improvement Program (CIP) process and coordinates for 13 client departments (all City departments except for OakDOT)
• Delivers buildings and park projects approved by City Council in the Capital Improvement Prioritization and
Budget process
• Capital infrastructure budget of $316m+ among 50+
projects.
• Recent passage of Measure U allows the completion of
projects shovel ready or in design.
• Capital assets include City buildings, facilities, parks, sanitary, stormwater, technology
Construction Management
• Manages the construction of all the City’s major Capital Improvement Projects including buildings, facilities, parks, streetscape, sanitary sewer, stormwater
system, paving and creek restoration.
• 30 projects totaling approximately $47 million were
successfully completed in past 12 months.
• Manages the construction of 34 active capital projects currently, which value at approximately $110 million.
Capital Contracts
• Administers the execution and solicitation of a variety of Capital Improvement Project Contracts (construction, consultant, and on-call) • Administers the development and solicitation of RFP/RFQs and bidding and awarding
• Facilitates pre-bid/proposal meetings, developing summary of bids/proposals, and contract amendments, filing Notice of Completions, contract outreach support
Wastewater Engineering Management
• Rehabilitates an average of 13 miles of pipeline per year in Oakland’s sanitary sewer system • Renovates 7 sewer pump stations, rehabilitates 95 sewer laterals at City owned facilities, root-foams 50 miles of sewer pipes per year
• Eliminates infiltration and inflow (I/I) of storm water into the sewer system, and decreases the number and volume of sewer overflows
• Developing a two-year sanitary sewer master plan project for short/long-term planning, identify capacity needs
• Inspects private sewer lateral construction from permitted jobs, access sewer mitigation fees and temporary wastewater discharges from private developments • Maintains sewer network digital infrastructure from Geographical Information Systems (GIS) Program
Watershed and Stormwater
Management
• Facilitates multi-faceted compliance with the City’s National Pollutant Discharge Elimination System (NPDES) stormwater discharge permit. • Delivers creek restoration, trash capture, and storm drainage rehabilitation projects approved by City Council in the Capital Improvement Prioritization and Budget process.
• Developing a new Storm Drainage Master Plan to identify and prioritize projects and support funding initiatives for currently unfunded Stormwater Capital Program. • Assets: 402 miles of pipe - ranging from 6” to 98” in diameter; 15,000 structures; ~200 trash capture devices such as hydrodynamic vaults and inlet screens; and over 80 miles of open creek.
Looking Back & Looking Ahead
• Infrastructure bonds: completing delivery of Measure KK and implementing Measure U (facility projects)
• Implementing Measure Q (parks maintenance)
• Managing illegal dumping with improved waste services, enforcement and cameras, community cleanup programs
• Urban Forest Master Plan
• Sustained progress to improve sewer system
• Race and Equity staff training
• Capital Improvement Prioritization Process
• Local Business Empowerment Through Contracting
• Recruitments
WHO TO CONTACT?
For questions regarding the content of this this presentation, please contact OPW Assistant to the Director Sean Maher at
[email protected]
.
Oakl and Department of
T ransportati on ( OakDOT )
Department of
Transportation
(OakDOT)
Fred Kelley
Director
I. Who We Are
Responsible for actively developing and efficiently maintaining transportation programs and assets in ways that promote the safety and well-being of Oakland residents and visitors.
Saf e Streets
•Neighborhood Traffic Safety
•Complete Streets Maintenance
•Bicycle & Pedestrian Programs
•Major Corridor Multimodal
•Operations
•Electrical Maintenance
•Crossing Guard Operations
I. Who We Are
Maintains streets, sidewalks, guardrails and other major road features, including over 800 miles of asphalt pavement within the public right-of-way, requiring ongoing crack sealing, pothole filling, trench paving, and maintaining asphalt berms. GSM responds to service requests related to the repair of 200 miles of curbs and gutters, 66 miles of concrete streets, 72 miles of concrete medians, and 1,120 linear miles of sidewalks. In addition to maintenance, GSM delivers concrete and pavement capital projects with in-house construction crews.
G reat Streets Mai ntenance
•Paving Section
•Sidewalks Section
I. Who We Are
Responsible for planning, designing, implementing and managing capital transportation infrastructure projects via six sections:
G reat Streets Del i very
• Complete Streets Design
• Traffic Capital Projects
• Pavement & Sidewalk
• Management
• Survey
• Structures & Emergency
Response
• Planning & Project Development
I. Who We Are
Responsible for managing the City’s on and off-street parking system including non-sworn vehicle enforcement activities. Abandoned vehicle enforcement coming to the division later in 2022.
Parki ng and Mobi l i ty Management
• Parking Enforcement
• Mobility Management
• Meter Collections
• Parking Citation Assistance Center
• *Abandoned Autos
I. Who We Are
Supports the department-wide administrative, fiscal and grant functions.
Fundi ng and A dmi ni strati on
• Human Resources
• Capital Funding
• Fiscal Services
I. Who We Are
ROW issues permits in alignment with the City’s highest standards and ensures that construction projects bringing housing and jobs within the City are implemented per safety standards.
Ma jo r P ro je c t s
I. Who We Are
ROW issues permits in alignment with the City’s highest standards and ensures that construction projects bringing housing and jobs within the City are implemented per safety standards.
Ri ght of Way Managem ent
I. Who We Are
The overall mission of the RET is to end systemic causes of racial disparity through improving and developing policies, programs, and practices at OakDOT.
Race and Equi ty T eam
I. Who We Are
Our North Star in this work has been Equity, we have sought to make equity part of every process that we participate in, both internal and external. Ultimately, we work towards a vision where four main values are advanced:
●Equity. Delivering services that remove barriers that systemically impact specific communities; ●Safety. No one should be served injured or killed just moving from place to place; and, ●Sustainability. Supporting affordable and efficient ways of getting around that don’t impact future generations;
●Trust. Big problems will be addressed only when a government and the community it serves have built a foundation of trust, especially in communities where government has been a contributing factor in sustained inequity.
II. How and Why We Do This Work
OakDOT prioritizes locations based
on:
1) Crash data (Severe/Fatal focus)
2) Neighborhood Equity (low-
income residents, communities of
color, seniors, and people with
disabilities)
3) Land Uses Accessed by
Vulnerable Populations (e.g.,
schools, libraries, senior centers,
health clinics, major transit stops)
II. How and Why We Do This Work
For urgent issues, call311or (510) 615-5566or visit www. oakl andca. gov/servi ces/oak31 1 3 11
OAK 311 is here to help you with requests for routine maintenance and urgent infrastructure issues.
III. How to Contact Us
Developed and delivering on an award-winning Paving Plan that uses equity to direct paving resources
III. Where We've Made Progress
4. Development of a Rapid Response protocol to address severe and fatal injuries including deploying innovative street design treatments 98th and C herry
Safety I m provem ent Proj ect
( near term i mprovement l ater i nstal l ed
wi th concrete)
III. Where We've Made Progress
8. P rio rit izin g n e a r-term traf f i c saf ety i mprovements based on safetyand equity 1,000+ Traffic Safety Service 311 Requests Annually for traffic signs, pavement markings, and small-scale traffic calming
III. Where We've Made Progress
Sideshow Prevention Pilot Measures
Mini Rubber speed bumps, plastic curbs and delineators to prevent sideshows and slow turning movements
III. Where We've Made Progress
To deter human trafficking and dangerous driving, diagonal diverters will be piloted on East 15th Street in 2023
III. Where We've Made Progress
8. V i ol ence Preventi on Pi l ot Measures
Leader in emerging and Shared Mobility and electric vehicle planning with respect to equity and accessibility.
III. Where We've Made Progress
3. Nationally recognized Bike Plan update that set a new standard for engaging historically underserved communities in modal planning efforts.
III. Where We've Made Progress
Left (Slow Streets): Launched the
nation’s first Slow Streets program to
create car-light streets for people to
recreate and travel during the
pandemic.
7. Hel ped Oakl and A dapt to the Pandemi c wi th C reati v e Uses of our Publ i c Space Right (Flex Streets): Created
streamlined permitting to support
businesses in conducting outdoor
dining and retail.
III. Where We've Made Progress
8. Dev el oped and Manage “Paint the Town”- I nvi ti ng resi dents to create mural s on nei ghborhood streets, supporti ng communi ty beauti f i cati on and soci al connection
III. Where We've Made Progress
Co-leading the Safe Oakland Streets initiative with the CAO, DRE, and OPD to prevent serious and fatal crashes and eliminate crash inequities Strategically focusing resources in
priority equity communities and on
the high injury network - the 6% of
city streets where 60% of severe and
fatal crashes occur - to save lives and
address inequities
III. Where We've Made Progress
9. Leading the development and implementation of Safety Focused Vehicle Enforcement programs that seek to eliminate disparities and in outcomes around both traffic death and injuries and encounters with armed police enforcement.
III. Where We've Made Progress
Building Capacity Amongst SLBE and Minority Firms
Improved Contracting Outcomes
• Education
• Targeted Outreach
• Technical Assistance
• Alternative Project Delivery
Methods
III. Where We've Made Progress
9. OakDOToperations are funded by a variety of sources:
Total Sources:
$106.1M
Budgeted Staff:
409 FTEs
Vacancy Rate:
124 FTEs, 34%
FY 22-23 Funding Sources
IV. How We're Funded
T hank Y ou!
Fred K el l ey
Oakl and Department of
Transportation
fke lle y@oakl andca. gov
Publ i c I nf rastructure and
Capi tal I m provem ents
CIP Overview
City Council Retreat
December 7, 2022
The Capital
Improvement Plan (CIP)
helps us plan
for the FUTURE.
It pays for large
one-time
5+years
$100,000+
IMPROVEMENTS
with a long-term
useful life of
To IMPROVE
the City’s public
buildings, parks,
and streets
CAPITAL IMPROVEMENT PROGRAM ASSETS
Parks & Open
Space
Building &
Facilities
Transportation
Sanitary Sewer Drainage & Watershed Technology
How are CIP Projects Prioritized?
CIP Timeline and Funding
CIP Two-Year Process Timeline Funding Amounts (FY 21-23)
PUBLIC WORK CIP HIGHLIGHTS
New Main Library Feasibility
$700,000 (Measure KK)
Lincoln Square Park Recreation Center
$1,700,000 (Measure KK)
Sanitary Sewer Rehabilitation
Sub-Basin 81-201
$7,028,838 (Sewer Fund 3100)
Serves citywide
Economic/educational
opportunities for all ages
High program opportunities
Public Request
Aging and inadequate facility
Underserved community, high program
needs, diverse users
Strong community collaboration
Public request
Aging, limited-space facility and inadequate
infrastructure
Meets towards Regulatory Mandate
Sewer Consent Decree
Requirements
High geographic equity location
Aging infrastructure
Eliminates infiltration and inflow
Reduces sanitary sewer overflows
Score = 81 Score = 73.5 Score = 61.5
TRANSPORTATION CIP HIGHLIGHTS
OakDOT CIP is divided into programs, including:
• Paving, Sidewalks and Curb Ramps
• Complete Streets Capital Projects
• Bike and Ped Plan Implementation
• Bridge and Emergency Roadway Repair
• Community-Based Transportation Planning
Program highlights include:
• 27 miles average streets paved per year (200%
increase since passage of Measure KK in 2016)
• Comprehensive transportation improvements
built in coordination with paving projects to
improve traffic safety and enhance pedestrian
and bicycle visibility.
• Progress on transportation capital projects
identified in community-driven planning
efforts such as the
East Oakland Mobility Action
Plan and the West Oakland Community Action
Plan
• Improvements that make it safer for children to
walk and bike to school through the Safe
Routes to School
program.
FY 2023-25 CIP Received Submissions to Date
Preliminary Submissions as of January 12:
• 371 total public submissions (including duplicates)
• OPW: 159
• DOT: 205
• Referred to 311: 4
• Non-CIP: 3
• 134 total internal submissions
• OPW: 82
• DOT: 52
Staff Collect Project Ideas from the Public and
Internal Staff
2022 Preliminary
Results:
• 371 total public submissions
• OPW: 160
• DOT: 207 (including duplicates)
• 134 total internal submissions
• OPW: 82
• DOT: To date, 52 submissions
• Projects currently being scored by
DOT/OPW staff
• Project recommendations to be
finalized in the FY 23-25 budget
process
CAPITAL COMMUNITY DASHBOARD
https://experience.arcgis.com/experience/1d123ca0ece24b1ca2080 d6b866a6584/page/Page/?views=Active-OPW-CIP
Resources
OPW/DOT Community Dashboard
https://experience.arcgis.com/experience/1d123ca0ece24b1ca2080d6b866a6584/page/Page/?views=Active-
OPW-CIP
FY 21-23 CIP Book:
https://cao-94612.s3.amazonaws.com/documents/FY-21-23-CIP-Book-Adopted-7.9.21.pdf OakDOT 5-Year Accomplishments Report:
https://cao-94612.s3.amazonaws.com/documents/22-06-OakDOT-Five-Year-Accomplishments-2.pdf 2022 5-Year Paving Plan and Map:
https://www.oaklandca.gov/projects/20225yp
FY 21-23 Public Requests Dashboard
https://oakgis.maps.arcgis.com/apps/dashboards/d2807f24a1194848b531b0b3a98ab53a Geographic Equity Toolbox:
http://oakgis.maps.arcgis.com/apps/MapSeries/index.html?appid=fd47784582294d7b87cfb3ee1b047ea8
QUESTIONS & ANSWERS
Consti tuent Servi ces and
O a k 3 11
OAK 311
April 2022
NON
–
EMERGENCY CITY SERVICES
INFRASTRUCTURE / CITY BUILDING EMERGENCIES
AND GENERAL INFORMATION
OAK311 is Here for You!
If you observe problems with city buildings & parks,
trees, open space, dead animals, abandoned vehicles,
homeless sites, roads, sidewalks, utilities, streetlights, traffic signals, and other service issues, or a problem with another public agency: e.g. – Caltrans, Port of Oakland, PLEASE let us know!
Whether you are a local resident, business, visitor, or a public agency, our sole focus is to give you a positive, professional customer service experience.
Facts About Oakland!
•
805 miles of streets
•
1500 miles of
sidewalks
•
929 miles of sewer
pipes
•
402 miles of storm
drain pipes
•
309 city
-
owned
buildings
•
38,000 street trees
•
640+ acres of park
and public grounds
•
36,000 streetlights
•
671 traffic signalized
intersections
The city was
incorporated
in 1852
The City has
4,525.25
permanent, full
time employees
Eighth
largest city
in California
Operating
budget of
1.9 billion
dollars
Population
is 440,749
Fully
Accredited
OPW Dept in
2006 by
APWA
How may I help you?
¿Como puedo ayudarte?
我怎样能帮到你
Please Meet The OAK311 Team!
Multi
-
lingual: English, Spanish, Chinese
Our multilingual office is open from 8am to 4:30pm; off weekends and holidays.
There are six permanent, full time Oak311 Representatives.
Citizens may report a problem by choosing an option below:
Phone:
311 or (510) 615
–
5566;
Relay Service 711
Email:
[email protected]
Web:
https://www.oaklandca.gov/services/oak311
Mobile App:
OAK 311 available in the Apple app store or Google Play store
To learn more about our services, click here:
https://vimeo.com/494258353
Emergencies must always be reported via telephone; crews are deployed 24/7 for infrastructure emergencies.
Or (510) 615
-
5566; Relay Service 711
Other Reporting Options:
•
Mobile App: OAK 311 available in the Apple app
store or Google Play for Android devices
• Email:
[email protected]
• Web:
https://www.oaklandca.gov/services/oak311
Multilingual Options Available
1 –
ENGLISH
2 –
SPANISH
3 –
CHINESE
•
Illegal Dumping
•
Potholes/Street Deterioration
•
Graffiti on Public Space &
City
Buildings
•
Traffic Safety (Non
-
emergency)
•
City Building Maintenance
•
Streetlight (Not Traffic Signal)
•
Parking Meter Maintenance
•
Damaged Sidewalks
•
Park Maintenance
• OAK311 receives the initial request from
an
internal or external customer.
• The information is documented in Cityworks
–
our data base system, a service request is
generated and a tracking number is sent to
your email.
• PLEASE KEEP your tracking number!
• The request is assigned to the responsible
Operations Supervisor for crew deployment
and repairs.
• Contact Oak311 for updates or other questions.
• The Operations Supervisor reviews
the request and then creates a work
order.
• The work order is then assigned to
the Crew Leader for onsite assessment
and repairs.
• The assigned crew responds to the
work order by entering the labor,
equipment and materials needed to
complete the job.
• He records findings and completes the
necessary job.
Once all the work has been
satisfied, the Operations
Supervisor does a final review
of the work order and then
closes the work order.
Closure of the work order also
closes the service request.
The system then generates a
closure notice to the customer.
After Hour Maintenance Emergencies
Relay Service 711
If caller is requesting assistance with a live animal in need of help, contact the Oakland Police Department Non- Emergency line at (510) 777-3333. Requests for dead animal abatement is not an emergency and will be handled by daytime crews.
Caltrans Emergencies/CHP (707) – 641 - 8300 EBMUD (510) – 287 – 0600
PG&E (877) – 771 – 9574
Police Dispatch 911 OR 777 – 3211
Fire Dispatch (510) – 444 – 1616
Port of Oakland Dispatch (510) – 627 – 1262
Union Pacific Railroad (888) – 877 – 7267
Thank You!
Questions?
A bandoned A utomobi l es,
Ille g a l Du m p in g a n d Gra ffit i
A batement
OPD/OakDOT Vehicle
Management Transition
• Guided by the Reimagining Public Safety effort, shifts responsibility for abandoned vehicles away from OPD to the Department of Transportation (OakDOT)
• Council Authorized the transfer of positions in the FY 2021-23 budget cycle
• Further aligns management of the public Right-Of-Way with OakDOT, allows for a more integrated parking management system
• Redirects Police Resources to address serious criminal activity instead of towing abandoned vehicles
• Still requires interdepartmental coordination with OPD, OPW, and CAO
OakDOT Vehicle Enforcement Unit
• 13 technicians will staff three details:
1) Abandoned Auto , 2) Scofflaw (Boot), and 3)
Vehicle Encampment
• Organized within OakDOT’s Parking &
Mobility Division , maximizing coordination
between units
• Working with Labor Partners to create
promotional opportunities and build pipeline
of highly qualified staff
• Ongoing effort to work across departments in
response to challenges such as staff safety
Removing blighted
vehicles is a major
concern in many
neighborhoods
• A “program designed to abate public
nuisances by removing abandoned,
wrecked, dismantled or inoperative
vehicles and/or vehicle parts from private
and public properties.”
• In 2020 -21 this was the second most
requested service on Oak311 after illegal
dumping
Abandoned Auto Detail
Specially trained technicians will:
• conduct vehicle encampment
assessments and respond to service
requests City -wide
• Be a part of the City’s Encampment
Management Team (EMT) during closures
and cleanings, ensuring that all City
policies are followed while providing tow
services
Vehicle Encampment Detail
In 2021, there were over
16,500 service requests,
with a 74% resolution.
OakDOT Vehicle Enforcement Unit Impact
Integration allows for entire OakDOT Parking
Management Division to coordinate:
– Technicians on regular routes can check for seriously inoperable vehicles versus vehicles that were
misreported
– Faster response due to dedicated staffing increase
from 3 to 13 technicians for the unit
– Three positions coordinate full time with the
Encampment Management Team to avoid staff being
diverted from other details
– Transition fully implemented in January 2023
OPW Illegal Dumping and
Graffiti Abatement Presentation
1. Review of Illegal Dumping in Oakland
2. Current Illegal Dumping Programs
3. Expanded Programs
4. Challenges
#1 Review of Illegal Dumping: Overview
• Illegal dumping abatement is one of the City’s most critical issues, the volume of illegal dumping has dramatically
increased since 2017 - 23,915 requests in fiscal year 2021-2022 • Pickup of illegal dumping is primarily managed by Keep Oakland Clean and Beautiful (KOCB) – organized into reactive and proactive crews – assisted by other divisions and partners • A separate KOCB Crews cleans and clears dumping
associated with homeless encampments
• OPW is implementing numerous existing and new programs to eliminate the source of illegal dumping
Review of Illegal Dumping: Service Requests
Illegal Dumping is the number one
issue for which the Call Center receives
service requests. There were 23,915
service requests to abate illegal
dumping in fiscal year 2021-2022.
Review of Illegal Dumping: Volumes
The quantity of illegal dumping removed by crews has increased significantly in the past five years. Work is shifting to proactive crews.
Review of Illegal Dumping: Locations
Illegal Dumping Work Order Locations – Fiscal Year 2021 - 2022 Geographic Equity Toolbox Map
The brunt of illegal dumping is borne by the city’s frontline communities.
Review of Illegal Dumping: Locations
• Dumping occurs on the public
right of way, private properties
and adjacent to homeless
encampments.
• Dumping occurs citywide but is
primarily concentrated in the
flatlands and certain
neighborhoods.
#2: Current Illegal Dumping
Abatement Programs
• Pickup of illegal dumping is primarily managed by
Keep Oakland Clean and Beautiful (KOCB) – organized
into reactive and proactive crews – assisted by other
divisions and partners
• A separate KOCB Crews cleans and clears dumping
associated with homeless encampments
Current Illegal Dumping Abatement Programs
OPW's Keep Oakland Clean and Beautiful
(KOCB) Division has committed 138 staff to
illegal dumping -related services that are
organized into several crews and work units:
• Illegal Dumping Abatement Crews - Proactive
and Reactive (53 FTE)
• Homeless Encampment Cleaning Crews (56
FTE)
• Environmental Enforcement Unit (9 FTE)
• Street Sweeper Unit (20 FTE) (dayshift and
nightshift)
* Note: As of January 2023, the above budgeted
staffing levels are at close to 20% vacancy.
Current Illegal Dumping Abatement Programs
KOCB Proactive and Reactive Dumping Crews
Current Illegal Dumping Abatement Programs
Homeless Encampment Cleaning Crews
Current Illegal Dumping Abatement Programs
Environmental Enforcement Unit and Surveillance Camera Program • The Environmental Enforcement Unity has issued 1,977
citations for illegal dumping since the program was
relaunched in February 2019.
• 69 of those citations have been issued based on data from the Surveillance Camera Program that was launched 11
months ago in February 2022.
Current Illegal Dumping Abatement Programs
Environmental Enforcement Unit and Surveillance Camera Program
Current Illegal Dumping Abatement Programs
Street Sweeping
Current Illegal Dumping Abatement Programs
Prevention and Partnerships
In addition to KOCB Crews, illegal dumping abatement work is supported by other Public Works divisions and programs including:
• Monthly Citywide Bulky Block Parties at the Municipal Service Center • Stewardship Programs: Adopt- a-Spot/Park/Drain/Creek
• Collaboration and Support from Partner Organizations: Beautification Council, Downtown Streets Team, Peralta Services Corporation (Unity Council), BIDs • Enhanced bulky debris pickup for residents
• Multi -family dwellings: 1x per year
• Single -family dwellings: 2x per year
• 1 Davis Street drop- off with appointment
Current Illegal Dumping Abatement Programs
Bulky Block Parties – Monthly at Municipal Service Center
Current Illegal Dumping Abatement Programs
Stewardship Programs: Adopt -a-Spot/Park/Creek/Drain and Citywide Events such as Earth Day and Creek to Bay Day
Current Illegal Dumping Abatement Programs
Collaboration with Partner Organizations
OPW has partnered with non-profit organizations to assist in cleaning efforts
The Beautification Council (BC) – Works with unhoused
residents, unemployed, and justice-system involved individuals to micro-clean and sanitize homeless encampments after the City removes the bulk of the debris. The community-based nonprofit also abates illegally dumped debris at the City’s request. Under a grant from CalTrans, the City contracts with BC to remove litter and debris from the State’s right of way.
Downtown Streets Team (DST) – Uses a volunteer work
experience model where unhoused residents conduct litter and trash removal in exchange for case management, employment services and a basic needs stipend. Routes in four designated areas - East Lake Merritt, Saint Vincent de Paul, International Blvd, and Fruitvale - are maintained weekly by DST.
Current Illegal Dumping Abatement Programs
Collaboration with Partner Organizations
Graffiti and Vegetation Abatement Programs
Graffiti and Vegetation Abatement
• In addition to Illegal Dumping crews,
KOCB also includes Graffiti and
Vegetation Abatement crews whose
work beautifies the city and helps to
deter illegal dumping
• Staff work with Oakland Police
Department to rapidly remove
offensive graffiti and coordinate
ongoing work with Illegal Dumping
crews
Current Staffing: 9 FTE – 3 filled and 6 vacancies
#3: Expanded Illegal Dumping Programs
• Collaboration with Alameda County District Attorney’s Office: $100K funding for new cameras and collaboration on citation of illegal dumpers
• Neighborhood Bulky Block Parties
• Provide local neighborhood residents with resource for large item disposal
• Host neighborhood cleanup and volunteer appreciation event • Install surveillance camera
• Long term collaboration and support for reducing dumping • Major Corridors Proactive Cleaning
• 1 week per month focus illegal dumping removal on major streets throughout the city with proactive crews and support from partner organizations
Illegal Dumping Abatement Benefits
• Neighborhood beautification
• Improve public safety & health
• Promote civic pride
• Prevent clogging and other
impacts to citywide
infrastructure such as storm
drains
• Compliance with municipal
code and state regulations
#4: Challenges
• Need to upgrade and expand illegal dumping
enforcement surveillance cameras program
• Need to enforce against illegal commercial
haulers
• Educating residents so they don't hire illegal
haulers
• Promoting legal avenues to dispose of bulky
items