Oakland City Council
January 7, 2025

Ci ty A dm i ni strator’ s
Office
Jestin D. Johnson
City Ad m in is tra to r
K ey T eam Members
• Jestin D. Johnson, City Administrator
• G. Harold Duffey, Assistant City Administrator
• Elizabeth “Betsy” Lake, Assistant City Administrator
• LaTonda Simmons, Assistant City Administrator
• Monica Elise Davis, Deputy City Administrator
• Joe DeVries, Deputy City Administrator
• Sean Maher, Director, Communications and Engagement
Missio n
The Office of the City Administrator provides strategic leadership that supports the Mayor, City Council and City- wide Departments; the Office motivates and challenges the organization to deliver efficient and effective services toward equitable outcomes in the community.

Go a ls
• Administer the affairs of the City in an efficient and effective manner; • Conduct necessary reviews of City operations to improve accountability of City government toward equitable outcomes;
• Manage and coordinate Citywide service delivery;
• Enforce all applicable laws, ordinances, and policies of the City; • Advance the City’s vision and goals and build organizational capacity; • Provide professional expertise and support to the Mayor and City Council in the formulation, interpretation, and application of public policy; and • Advance the Mayor’s and City Council’s priorities.

Cit y Ad m in ist ra t o r’s Offic e
• Administration/Operations
• Homelessness Administration
• OAK311 Call Center
• Communications
• Sustainability
• Animal Services
• Oakland Children’s Initiative
• Employment Investigations & Civil Rights Compliance
• Americans with Disabilities Act (ADA) Programs)
Cit y Ad m in ist ra t o r’s Offic e
• Oakland Museum of California
• The CAO manages the 10 year grant agreement with the Oakland Museum of California (OMCA)
• Commission Assistance and/or Liaison
• The CAO serves as staff and/or support to various independent commissions including the Redistricting Commission, Privacy Advisory Commission, Safety and Services Oversight Commission (SSOC), Community Policing Advisory Board (CPAB),
Homelessness Commission, & Children’s Initiative Oversight Commission.

Cit y Ad m in ist ra t o r’s Offic e
• Working Groups
• Coordinates interdepartmental efforts for a wide array of activities including Wildfire Prevention, Lake Merritt Caltrans, and Artificial Intelligence
• Performance Management System
• Developing a citywide Performance Management System to track progress and measure organizational success.
• Citywide Strategic Planning
• Developing and implementing citywide strategic planning effort Cit y Ad m in ist ra t o r’s Offic e
• Agenda Management and City Council Meeting Support
• Manages the City Administrator’s Agenda Processes, including preparing, reviewing, analyzing, and editing reports and presentations for City Council
• Manages the City’s Administrative Instructions (AI)
• Receives, analyzes, and edits AIs, which describe the City’s policies, practices, standards, and procedures for various items; uploads materials to the City’s intranet; responds to inquiries from staff.

ADA P ro g ra m s Divisio n
ADA Programs Division promotes equity for persons with disabilities by coordinating physical and programmatic access compliance in all city programs, activities, and services.

ADA P ro g ra m s Divisio n Co n t .
• Resolves disability civil rights grievances and formal complaints • Develop and implement ADA Transition Plans
• Implements ADA settlement agreements
• Coordinates infrastructure improvement programs, reviewing and sign- off plan sets on major capital improvement projects • Develop Trainings, Policies, and Procedures regarding ADA access compliance
• Provide technical assistance to departments in making their programs, activities, and services welcoming and accessible to all • Staffs the Mayor’s Commission on Persons with Disabilities (MPCD).

Oakland's Homelessness Services: Intervention

ENCAMPMENT MANAGEMENT POLICY
The purpose of this policy is to assist all
Oaklanders, sheltered and unsheltered, and to
manage the adverse impacts of homeless
encampments by balancing the interests of
all residents (i.e. unhoused, housed, business
community), focusing encampment actions
on mitigating negative outcomes related to public
health and safety for those most harmed by these
conditions. This includes implementing managed
encampments, where possible, to better manage
the conditions on the streets.

Wood St. Encampment, courtesy of Monterey Herald
Oakland's Homelessness Services: Intervention

ENCAMPMENT MANAGEMENT POLICY -
This policy aims to:

1. Designate high-sensitivity areas, where unmanaged encampments cause unreasonably high levels of health and safety impacts due to the nature of the location;

2. Designate low-sensitivity areas, where enforcement will not be prioritized.

3. Establish findings that will prompt EMT intervention;

4. Provide guidance on addressing unreasonable health and safety risks and promote voluntary compliance;

5. Serve as a pathway to connect unhoused residents to shelter and services from the encampments prior and during actions;

6. Promote strategies centered in principles of equity and harm reduction to address non- compliance.

Encampment Management
Structural Considerations for
Moving Individuals into Housing
• Increasing the inventory of transitional
and permanent supportive housing
• Improving both the levels of outreach, system
navigation, and outcomes
• Ensuring individuals are connected to County,
State, and Federal resources
• Alignment and Tracking System Performance
Metrics (SPMs)

Encampment Management
Under the 2020 Encampment Management Policy, the City conducted over 7,361 interventions commencing January 2021 through September 2022. *In April 2021, the City’s increased support of multi-departmental support which enabled OPW to increase garbage runs by over 100%. In addition, hygiene placements increased over 50% resulting in the maximum number of porta potty placements more than 60 encampments.

EMT Intervention​ Jan 2021 through Sep 2022​
Closures, partial, re-closures and cleanings 361
Regular Site Garbage Pick-ups and Containerized
Garbage Runs and hygiene services ​7,000 (approximately)* Totals 7,361
Actions Taken Across the City
Encampment Management
Coordinated Entry System (CES)
A Coordinated Entry System (CES) is an evidence-based strategy that focuses on housing and service coordination designed to link homeless people to the most appropriate housing solution based on their needs.

The U.S. Department of Housing and Urban Development requires all projects funded under Continuums of Care (CoC) to utilize CES.

The goals of an effective Coordinated Entry system are to:
• quickly identify homeless people,
• prevent homelessness whenever possible,
• appropriately assess the needs of consumers that request help, and • connect them to housing and services quickly.

Communications &
Engagement
Sean Maher
Director, Communications & Engagement
Office of the City Administrator
Our Team
The Communications & Engagement team consists of five staff.

Jean Walsh
Public
Information
Officer
Sean Maher
Director of
Citywide
Communications
Tina Risker
Digital Strategy
& Engagement
Officer
Carina V. Lieu
Inclusive
Community
Engagement
Officer
Michael Enslow
Digital Services
Officer

Media Relations Policy
AI 351
Social Media Policy
AI 599
Inclusive Community
Engagement AI 6802
Establishes protocols,
procedures and guidelines for
interacting with the news
media.

Establishes protocols,
procedures and guidelines for
posting to social media on
behalf of the City.

Establishes procedures,
guidelines, and best
practices to consider when
selecting engagement
strategies and
accompanying tools.

Policies & Standards
Our team upholds administrative instructions that guide the City's work related to Media Relations, Social Media and Inclusive Community Engagement.

Core Services
Housed in the City Administrator’s Office, the team manages the development and implementation of communications and engagement strategies related to:
• public information
• media relations
• media monitoring
• digital service design
(600+)
• web site management
• social media engagement
• design guidelines & brand management
• inclusive community engagement
• employee communications
• emergency/crisis communications
Media Inquiries & Announcements
The Public Information Office in the City Administrator's Office coordinates all media communication for the departments, and works closely with the Mayor's Office on key messaging priorities
• Routine media inquiries
about City services
• Preparing
announcements about
City programs and services
• Media availabilities and
press conferences
• Council Offices produce and distribute
their own media messages
• CAO PIO coordinates with Council offices
when we are coordinating events in their
districts or under committees they chair,
and work regularly with the Council
President's Office

PIO Working Group Inclusive Community Engagement
Working Group Digital Communicators
1 4 Members
Me e t s Da ily
Representing: OPD, OFD,

OPW, HSD, CAO, DVP, OIG,

MO, HCD
Rotati ng Group of 20 -50 peopl e
Meets Bi -Weekl y
Representing: DRE, PBD, CAO,

OPL, OPRYD, HRM, HSD, OIG, ITD,
City Auditor, Finance, OPW, OFD,
EWD, DOT, CA, MO, DVP, City
Attorney, HCD, EWD, CPRA
280+ Members
T eams C hannel
Representing all
departments
Citywide Collaboration
We organize cross -functional, interdepartmental working groups to coordinate on communications and messaging, develop shared standards and tools, and support with training and development. “One City, One Voice.”
Tools & Resources
We administer cross -departmental tools and resources to support City Staff in their digital communications and engagement efforts.
• Website Content Management
• CRM/Contact Management
• Email and Text Communications
• Online Forms
• Social Media and Digital Engagement
In c lu sive Co m m u n it y
En g a g e m e n t P o lic y
2025 PRIORITIES
• Support public rollout of the City's strategic plan and the biennial budget process
• Work cross-departmentally to refine key messaging around high- priority services: Public Safety, Homelessness/Housing, Clean/Healthy/Sustainable Neighborhoods, Economic Development and other high priority issues
• Clean up content and improve online service delivery across the City of Oakland’s website
• Build staff skills and capacity for communications and inclusive community engagement Citywide
CAO – Neighborhood Services
"Every block is organized, and every neighbor is skilled, networked, and empowered to work together and in partnership with the City, and County outside community organizations to solve problems and build a healthy, resilient community. "
Mission Statement:

What does Nei ghborhood Serv i ces do?
• Provide support to Neighborhood Council’s and Neighborhood Watch Groups • Provide continuous engagement with resident to ensure connectivity to City services
• Facilitate interdepartmental coordination in the East, Central East, and West Oakland Neighborhood Enhancement Service Teams (NEST) areas to meet the needs of area residents
• Train residents to work together in partnership with each other, community groups, and City/County offices.
• Organizing, outreach, and leadership development
Nei ghborhood Servi ces Coordi nators
(NSCs) P ro g ra m s
• Support the 44 Neighborhood Councils (NCs) established under the Community Policing Program.
• Serve as liaisons to all City Departments and coordinate service delivery to be more effective
• Assist NCs in identifying community priorities for the City to address and track progress on those priorities
• Identify and recruit leaders and participants for Neighborhood Councils and Neighborhood Watch
• Conduct outreach in neighborhoods to increase participation in a variety of city sponsored events
Social, Racial, & Economic Equity
Oakland’s 2030 ECAP*
How do we STOP
Climate Change?
How do we ADAPT to
Climate Change?
Local
Emissions
Life Cycle
Emissions
Carbon
Removal
Resilient
Infrastructure
Resilient
Government
Resilient
Communities
CAO – Sustainability
• CAO Sustainability and Resilience Division focuses on the following services:
– Leading and supporting interdepartmental ECAP Action Items – Leading and supporting grant applications for resources – Providing expertise to departments, Council, Mayor, and community on issues – Conducting technical analysis on climate and resilience conditions – Providing planning and strategy for long-term service provision – Working with community organizations to support community-led climate efforts CAO – Sustainability
• Project Examples include:
– Establishing Resilience Hubs – spaces with reliable electricity during power outages, clean air during smoke and heat days, and serving community-specific needs.
– Electrifying Municipal Buildings – replacing natural gas systems (water and space heating, cooking) with clean electric alternatives.
– Reducing Wildfire Risk – Coordinating with OFD to create healthier forests to remove GHG emissions while lowering fire risk to hillside residents.
– Building EV Infrastructure – Coordinating the installation of charging stations for electric vehicles in frontline communities.

CAO – Sustainability
• Small Dollar Division with Big Dollar Influence:
– Annual Cost to City: $1M in annual staff costs, with no committed long-term funding for implementation
– Revenue Generators: Helped departments secure significant resources for implementation: $28M for TCC (resilience), $90M for sustainable housing (HCD), $5-$10M for EVs/mobility (DOT) – Revenue Potential: Leading City’s pursuit of funding for Inflation Reduction Act and Infrastructure Investment and Jobs Act - $700B over next two years (target for Oakland is $1.5B) – Council and Mayor have provided ad hoc funding for projects and positions – timing of 2023 is critical for making positions stable amidst once-in-a-generation climate funding from IRA and IIJA.

CAO – Sustainability
CAO – Oakl and T CC
• Climate Investment Cap and Trade Dollars to fund Five Projects and Three Transformative Plans in the amount of $28.2 Million • Focused in 5 square miles in Deep East Oakland spanning Council Districts 6 and 7
• Climate Investment Strategies Include:
• Affordable Housing
• Active Transportation
• Urban Greening and Green Infrastructure
• Health and Wellbeing
• Grant Timeline: January 2021 – December 2024
CAO – Oakl and T CC
• Developed 55 Unit Affordable Housing opening February 2023 • Over 140 Youth completed Bike Enrichment Program and 20 Bikes in circulation for Bike Share Program
• Creation of a Small Business Alliance in Deep East, support for East 14 th Business Corridor, Tenant Improvement and Anti- Displacement for Businesses
• Opened a Resource Center at 9400 International
• Planting Justice purchased 3 -acre lot for Aquaponics Farm • Keeping Deep East residents housed in the neighborhood through anti- displacement strategies
Th e Privacy Ad visory
Co m m issio n (P AC)
Joe DeVries
De p u ty City Ad m in is tra to r
Fe lic ia Ve rd in
A ssi stant to the Ci ty A dmi ni strator
P riva c y Ad viso ry Co m m issio n (P AC)
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
Pri vacy A dvi sory Com m i ssi on ( 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.

P riva c y A dvi sory Com m i ssi on ( 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.

Pri vacy A dvi sory Com m i ssi on ( 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.

Co m m u n it y P o lic in g
Ad viso ry Bo a rd (CP AB)
Joe DeVries
De p u ty City Ad m in is tra to r
A na M arti nez
A ssi stant to the Ci ty A dmi ni strator
Com m uni ty Pol i ci ng A dvi sory 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 (primarily through the work of the Neighborhood Services Division)
• The CPAB advises the City on implementation of 79235 through ongoing recommendations to City leadership, especially to OPD

Com m uni ty Pol i ci ng A dvi sory Board
• The CPAB supports the network of Neighborhood Councils and is empowered to certify NCs and to mediate disputes regarding compliance • The CPAB supports programs and measures to increase neighborhood level participation in events such as neighborhood clean-ups, block-level engagement, and safety walks that are coordinated by the Neighborhood Services Division (NSD) • The NSD supports Neighborhood Councils primarily in high priority equity neighborhoods due to staffing levels and engages with resident leaders citywide to link them to services.

Com m uni ty Pol i ci ng A dvi sory Board
• Resolution 79235 is 20 years old and the CPAB is interested in revising it to reflect modern priorities
• Measure NN requires the City to enable the Oakland Public Safety Planning and Oversight Commission (OPSPOC) to oversee the use of Measure NN dollars • There is an historic intersection between the oversight of funds supporting OPD (Measure NN and the prior Measure Z) and the oversight of the City’s Community Policing program (CPAB).
• The administration may bring forward a recommendation in 2025 to have the newly formed OPSPOC include the duties of the CPAB

New (2025)
P u b lic Sa fe ty
Ove rsig h t
Joe DeVries
De p u ty City Ad m in is tra to r
City Ad m in is tra to r's Offic e
Publ i c Saf ety Oversi ght: Measure NN
Voters approved, Measure NN, the Oakland Community and
Emergency Response Act in November 2024 to replace Measure Z with these stated goals:
(1) reduce homicides, robberies, car jackings and break -ins, domestic violence, and other gun- related violence;
(2) reduce response time for 911 emergency calls for service and improve the quality of response; and
(3) reduce the incidence of human trafficking, including the sexual exploitation of minors
Publ i c Saf ety Oversi ght: Measure NN
• Measure NN requires the formation of the Oakland Public Safety Planning and Oversight Commission (OPSPOC)
• This body replaces the Public Safety and Services Violence Prevention Oversight and Accountability Commission
• The OPSPOC duties include:
• Developing a Four -Year Community Violence Reduction Plan for adoption by the City Council
• Evaluating the implementation and impact of the Plan
• Monitoring the allocation and use of all revenues generated by Measure NN
Publ i c Saf ety Oversi ght: Measure NN
• The City Council will need to adopt an enabling ordinance creating the OPSPOC in early 2025
• The enabling ordinance can further define the role of the OPSPOC • There is intersectionality between this new commission and other areas of public safety oversight that could be better aligned under one oversight commission: The Community Policing
Advisory Board and the proposed formation of a MACRO Oversight Commission
Publ i c Saf ety Oversi ght: Measure NN
Community Policing Advisory Board:
• community policing funding has historically been supported by the prior public safety tax measures
• OPSPOC is required to oversee the use of funds by OPD including the use of funds for community policing
• Combining the CPAB oversight with OPSPOC would allow better aligned policy recommendations; integrating violence reduction with neighborhood safety
• Supporting Neighborhood Councils is mostly performed by the Neighborhood Services Division and would not increase the OPSPOC workload significantly
Publ i c Saf ety Oversi ght: Measure NN
Mobile Assistance Community Responders of
Oakland (MACRO) Program:
• The goal of MACRO is to reduce responses by emergency services (Fire & Police), resulting in increased access to community -based services and resources for impacted individuals.
• There has been advocacy for a MACRO Advisory Body
• The OPSPOC focus of improving 911 response is directly aligned with the work of MACRO in creating an alternative response to 911 calls that are non -violent mental health scenarios
Publ i c Saf ety Oversi ght: Measure NN
• The administration will submit a recommendation and draft ordinance to the City Council, in early 2025
• The Council may choose to expand the role of the commission • If it includes a combining of CPAB duties, an amended Resolution 79235 will need to be adopted and could happen at a later date. • Staff will engage with the CPAB, MACRO advocates, and other stakeholders to put forward a recommendation
Publ i c Saf ety Oversi ght: Measure MM
• Voters approved Measure MM —The Wildfire Prevention Special Tax to implement prevention efforts in the City’s Wildfire Prevention Zone
• Measure MM will generate $2.67 million in its first year (with CPI increases in subsequent years) and sunsets in 20 years
• Services include implementing a comprehensive Vegetation Management Plan, protecting emergency evacuation routes, enhancing fire patrols, expanding goat grazing fuel reduction efforts
Publ i c Saf ety Oversi ght: Measure MM
Measure MM Requires:
• An Oversight Body to be created by the City Council (The administration will submit a recommendation and draft ordinance to the City Council, in early 2025)
• An annual independent financial audit to be prepared for that oversight body
• A majority of the oversight body are to be residents or property owners in the Prevention Zone and represent geographic diversity • Annual reporting of expenditures to include the Vegetation Management Plan operational reporting
Jennifer Cabán
A ccountabi l i ty Of f i cer
City Ad m in is tra to r’s Offic e

Oakland Children’s Initiative Staff
Jennifer Cabán
Accountability Officer
–
Oversees all elements of the
Initiative (right)
Nayeli Bernal
Program Analyst II
– Supports
the Children’s Initiative
Oversight Commission &
efforts of the Initiative
(Left)
General Overview of the Oakland
Children’s Initiative (Measure AA)
https://www.oaklandca.gov/boards-commissions/childrens-initiative-oversight-commission The Oakland Children’s Initiative is a parcel tax, driven to the ballot by community advocacy, is a 2018 Charter
Amendment passed by the citizens of Oakland to deepen
the early investment in children and support them through college graduation, by expanding access to high quality preschool and providing college access, and scholarship support services for students to obtain 2-year or 4-year college or technical degrees.

This Photo by Unknown Author is licensed under CC BY-NC Organizational Structure
Accountability
Officer
Initiative
Partners
Implementation
Partners
City
Administrat
or
City Council Small Local
Business
City of
Oakland
Head Start
Community
Oakland Promise -
College Access
First 5 Alameda County -
Early Education
OUSD
Oversight
Commission

Ordinance Requirements
Early Education Fund
(Implementation Partner - First 5 Alameda County)
62% to Early Education Fund (Section 1604) to:
– support programs to expand and enhance access to and
quality of early care and education and preschool
– increase educational outcomes and reduce educational
inequality
Implementation Partner must be a public agency
5-Year Guidelines are in priority order starting with low-income & high need families with 4-year-old children
Requires funding priority to go toward expanding Oakland's existing public services, specifically Early Education
programs at OUSD & Oakland Head Start
College Access Supports
(Implementation Partner - Oakland Promise)
31% to the Oakland Promise Fund (Section 1607) to:
– Reduce disparities for traditionally unrepresented
students in post-secondary education
– Increase college awareness and expectations;
college savings and/or family economic well-being;
college and career access; college application,
enrollment, and admissions rates; affordability;
graduation rates and persistence
Implementation Partner must be a non-profit or public
agency
5-Year Guidelines are not in priority order and target high need families
Requires funding support for public school students
(i.e., school district, charter)

Oversight Commission
Responsibilities
Accountability Officer Responsibilities
• Approve subsequent 5-year guidelines after the expiration of the initial 5-year guidelines established in the ordinance • Approve or reject recommendations on the selection,
terms, extension, or termination of the Implementation
Partner from Accountability Officer; submit final approval to city council for adoption without amendment
• Approve annual financial audits
• Review performance appraisals and external
evaluation findings
• Oversee programs and provide recommendations to the Citizens’ Oversight Commission
• Preparing subsequent 5-year guidelines after the initial 5-year guidelines set forth in the ordinance
• Leading the selection process and contracting for the Implementation Partners for the Early Education Fund and Oakland Promise, making recommendations to the Citizens Oversight Commission.
• Ensuring independent financial audits and presenting the to the Citizens’ Oversight Commission
• Monitoring performance of Implementation Partners
• Oversee external evaluations, including selection of evaluator • Other duties as assigned by the City Administrator
• Training for members of the Citizens’ OversightCommission

Early Education
Fund Five
-
Year
Guidelines

1.Increase overall attainment and reduce
socioeconomic and/or other demographic
disparities, in child educational outcomes, such as
kinder-readiness, and provide family support
services, to achieve the following outcomes
prioritized as follows, such that plans to fund a lower priority outcome may only be implemented if the Early
Education Implementation Partner has determined that
the next highest priority goal is reasonably achievable within the five-year period

Early Education Fund Five
-
Year Guidelines
Con’t
2) Provide for a rigorous external evaluation of the impact of the early education programs, such as on child outcomes data including kindergarten-readiness, that will facilitate assessment of whether the early education programs are achieving the goals of the Act and provide information on how to mitigate disparities, such as those by wealth and income or for children in high-need. 3) Ensure that professional development and coaching are generally available for educators, and that participating center-based preschool programs generally are able to do the following within a reasonable timeframe:
a) Achieve a baseline rating of at least three (3) or higher on the regional Quality Rating and Improvement System (QRIS), or a successor system;
b) Utilize a developmentally-appropriate curriculum aligned with California Department of Education standards, and in addition that is also evidence-based and/or has demonstrated success in improving preparation for kindergarten; c) Conduct formative assessments to shape instruction; and d) Participate in valid, regular, and reliable assessments of early education quality in order to foster continuous improvement and to reduce disparities, such as those by income and wealth, in child outcomes. 4) Ensure that funding streams from federal, state and local sources, including Head Start, are coordinated to reduce the administrative burden of program beneficiaries in accessing services, and to ensure that existing high-quality early education programs are not made financially unviable.
5) Give priority consideration to expanding higher quality programs and/or facilities for children who are in the highest need, from the lowest-income backgrounds, live in areas of high unmet early education need, and/or who are traditionally underserved, as resources allow, which could include enhanced services, such as bilingual or dual-language instruction, supports to enhance cultural competency, or a higher rating on the QRIS or a successor system.

Appropriation for Fiscal Year 24/25
City Council appropriated a total of
$45,752,229 for Measure AA in FY24/25.

Implementation Partners develop program
plans and budgets for the implementation
of the fund which adhere to 5-Year
Guidelines and approved by the
Accountability Officer and presented to
the Children’s Initiative Oversight
Commission each year.

Presentations for the plans can be found
on the Initiative’s website.

Early Education
Fund
62%
($27.9M)
College Access
Supports
31%
($13.9M)
Oversight
7%
($3.1M)

Community Partners
Oakland Children’s Initiative
–
Opportunities & Challenges
Opportunities
• 2-Year Evaluation Underway. Will provide an economic impact analysis, potential amendments to RBA Measures, insights in structure, and help to inform the next iteration of 5-Year Guidelines (July 2027). • Multi-year Contracts - Moving forward, will ease administrative burden with partners. • Local Funding Innovation - City is the 2nd municipality in the state to allocate local funding for early childhood education and college access. While this also sets a challenge, our unique structure positions the City to be an innovator with the systems we are building for the 30 years of the measure.

Challenges
• Data Collection – All contracted/subcontracted partners have different data systems and data sharing agreements are still developing. Data infrastructure is being built intentionally by implementation partners but will also take time to build the appropriate technical infrastructures to collect thorough and aligned data elements given the complexities of the fields.
• Multiple partners – They include complex public partners (i.e. OUSD, F5, OHS) as well as community-based organizations (i.e. Trybe, MOCHA, etc.) This can make approvals, community engagement and approach to technical assistance nuanced.
• Oakland Children’s Initiative Administrative Staff (2) – Staff is dynamic and works to meet the needs of partners but the office lacks a financial analyst which would highly benefit and streamline elements for the Implementation Partners.

Oakl and
An im a l
Servi ces
Joe DeVries
De p u ty City Ad m in is tra to r
Missio n
The mission of Oakland Animal Services is to improve the lives of people and animals in our community by assisting injured wildlife, facilitating adoption of shelter animals, supporting guardians of companion animals, combating animal cruelty and neglect, and when needed, serving as the safety net for the neediest animals living in the City of Oakland.

People Served by OAS
Residents from zip codes identified in the 2018 Oakland Equity Indicators Report that are more than 60% BIPOC make up:
• 89% of owner surrenders.
• 90% of requests for veterinary services for owned animals. • 85% of people looking for their lost animals.
• 62% of adopters.

Supporting East Oakland
Residents from zip codes 94603 and 94621 make up:
38% of owner surrenders
37% of requests for veterinary services for owned animals 28% of people redeeming their lost animals
6% of adopters
Community-Based Model
 Increase Accessibility
 Address Historic Inequities
in Animal Welfare
 Provide Access to
Veterinary Care

Intersection: Human Services
• Approximately one in ten people experiencing homelessness are living with pets.
• In Oakland, Unsheltered people are predominately BIPOC. • The lack of affordable pet friendly housing is a significant barrier to exiting homelessness.
• Animal companionship is correlated with increased confidence and resiliency for people who have experienced trauma.

Accessible
Adoptions
Removing barriers to adoption
for low-income Oakland
residents

Address Inequities
• Differentiate between limited resources and
neglect
• Focus where help is needed most
• Offer Support to keep animals with their
families
Reports of Cruelty/Neglect
• Regulated by the California Penal Code
• Minimum care standards
• Rights of owners
• Must satisfy 4TH Amendment/evidence requirements for
search and seizure
Animal Welfare Checks
• Approach with objectivity
• Support for low-income pet guardians
• Navigating conflict between neighbors
• Challenges for Animal Control Officers
Access to
Veterinary Care
• For pet guardians experiencing
homelessness
• For Residents of East Oakland
• Over 1,200 owned animals helped annually
Community Cats
• Growing population
• Challenges related to relocation
• Goals for Trap -Neuter- Return (TNR)
• Triaging most urgent situations
Assisting Wildlife
• OAS: Sick, injured or deceased animals
• California Department of Fish and
Wildlife: Human-wildlife conflict
• Vector Control: Rodents, bats, insects, etc.

Increased Lifesaving
• The overall live release rate for all animals is 93%. • The live release rate for cats has remained above 90% for several years.
• The live release rate for dogs has increased from 83% in 2019 to 95% as of November 2024.

Em pl oym ent
In ve st ig a t io n s a n d Civil
Rig h t s Co m p lia n c e
(EICRC)

ARTISHA MCCULLOUGH

EQUAL EMPLOYMENT OPPORTUNITY

AND CIVIL RIGHTS DIRECTOR

CITY ADMINISTRATOR/EICRC
EICRC
EICRC oversees, administers and enforces the City of
Oakland’s Equal Employment Opportunity
policy, Administrative Instruction 71 compliance. The City’s Equal Employment Opportunity policy is intended to ensure that all employees have a work environment that is free of conduct that could be considered discriminatory or harassing based on an employee’s protected status
.

EICRC Au th ority
Sources of L aws & Rul es
Federal
Title VII of the Civil Rights Act of 1964
The Equal Pay Act (EPA)
The Age Discrimination in Employment Act (ADEA)
Americans with Disabilities Act (ADA)
State
California Fair Employment and Housing Act (FEHA)
City of Oakland
AI 71 - Equal Employment Opportunity
EICRC Au th ority
Sources of Oversight
Federal
Equal Employment Opportunity Commission (EEOC)
State
Civil Rights Department (CRD)
City of Oakland
Employment Investigations & Civil Rights Compliance (EICRC) Cit yw id e St ra t e g ic P la n
Monica Elise Davis
De p u ty City Ad m in is tra to r

Who to Contact?
For general questions regarding this presentation: Monica Elise Davis at [email protected]:

For question related to:

ADA Programs: Monica Elise Davis at [email protected] Employment Investigations & Civil Rights Compliance: Artisha McCullough at [email protected]
Communications: [email protected]
Public Safety Oversight: Joe DeVries at [email protected] Community Policing Advisory Board: Joe DeVries at [email protected] Privacy Advisory Commission: Joe DeVries at [email protected] Oakland Children’s Initiative: Jennifer Cabán at [email protected] Animal Services: Joe DeVries at [email protected]
Strategic Planning: Monica Elise Davis at [email protected] Th e Office of th e
Cit y Cle rk
Asha Reed, City Clerk
City Clerk’s Office
De p a rt m e n t Missio n
• The mission of the Office of the City Clerk is to deliver high quality, professional services to the citizens of
the City of Oakland, elected officials, and the internal organization that facilitates their needs and seamless
access to information to fully participate in the
decision- making processes affecting the quality of life for everyone in the City of Oakland.

Cit y Ch a rt e r Offic ia l, Cit y Cle rk
Roles Of Charter Officials – City Clerk (Charter Section 402) • Keep an accurate public record of all adopted ordinances, resolutions, motions and minutes
• Ensure that other City records are readily accessible to the public • Prepare legislative agendas, verify the posting or publication of legal notices and schedule public hearings
• Conduct elections and assist candidates through nomination process
• Administer oaths
Th e Offic e o f Cit y Cle rk
Core Services
• KTOP
• Elections and Political Compliance
• Agenda Management Unit
• Records Management
E l ecti ons and C ompl i ance
• Administer and coordinate election services for the selection of City and OUSD officers,
• Approval of initiatives, City measures, referendums, and recalls; • Serve as Filing Officer and Filing Official for SEI Form 700 e.g., filing, review, and audit of required reports;
• Perform residency verification
Fa ir P o lit ic a l P ra c t ic e s
Co m m issio n (FP P C),
Form 700
Co re Se rvic e : Ele c t io n s a n d Co m p lia n c e What is a Form 700 ?
• Form 700 is a tool used to disclose financial
interests and/or identify potential conflicts of
interest of public officials, designated
government employees and consultants.
• Form 700 helps to ensures that the public is
aware of a public official's or government
employee’s financial interests and potential
conflicts.
• Another name for Form 700 is Statement of
Economic Interest.

Co re Se rvic e : Ele c t io n s a n d Co m p lia n c e Who Must File a Form 700?
• Elected officials, public employees and consultants who make governmental decisions or could influence governmental decisions that could impact their personal financial interests.
• The Conflict of Interest Code determines exactly which departmental positions must file a Form 700. Each iteration of the Code is prepared by the respective department, reviewed by the City Clerk's Office and the City Attorney's Office and approved by Ordinance at a City Council meeting. • Government Code Section 87200 identifies City Council Members, Mayor, Planning Commissioners (including alternates), City Administrator, City Attorney and City Treasurer/Finance Director as statutory filers who are required to file Form 700.

Co re Se rvic e : Ele c t io n s a n d Co m p lia n c e Types of Statements Due Date
Assuming Office Within 30 Days of
Assuming Office Date
Annual Statement April 1st Every Year
Leaving Office Within 30 Days of
Separation
Amendments Immediately Upon
Discovery Of Error
Co re Se rvic e : Ele c t io n s a n d Co m p lia n c e What we expect from your office
When you have a new or newly promoted employee that is in a designated filer position, contact the Clerk’s Office or have your SPOC contact the Clerk’s Office. This will allow us to create the account and give the employee the ability to file timely and efficiently.

Co re Se rvic e : Ele c t io n s a n d Co m p lia n c e How to File
• Councilmembers now are required to e-file
through the FPPC Portal at
https://form700.fppc.ca.gov (you will receive a
notification with specific instructions)
• Council Aides: Once the account has been
created, filers can submit an electronic form via
NetFile: https://netfile.com/filer
Co re Se rvic e : Ele c t io n s a n d Co m p lia n c e Enforcement
• Late statements are subject to a fine of $10 per day for each day the statement is late, up to $100.
• Failing to file can result in referral to the California Fair Political Practices Commission (FPPC) for investigation and possible prosecution. In addition to the late filing penalties from the Office of the City Clerk, a fine of up to $5,000 per violation may also be imposed.
• Disciplinary action can also occur.

Contact [email protected] if you have questions related to Form 700 contact Elections Services.

Le g isla t ive P ro c e ss
“…it is a government's duty to serve the public, and in reaching its decisions, to accommodate those who wish to obtain information about or participate in the process.” The Sunshine Ordinance
(Title 2, Chapter 2.20) in 1997
• Legislative Workflow established 1985 modified in 2001 by vote of the Council
• Alignment with the City’s Sunshine Policy of 1991 and the State Brown Act
• Extends opportunities for public participation so that the City’s receives thoughtful feedback
• Affords opportunities for change management of policy proposals • Modeled after the California State Legislature
Le g isla t ive P ro c e ss
The City’s legislative workflow covers wide ranges of
authority.
• The authorities of the governing bodies, Administration, City Attorney, Clerk, and Council President, etc.
• The permitted actions that may be taken on legislative matters by the governing bodies and members.
• The deadlines when which to make agendas available to the City Council and public.
• The details that set forth the elements of agenda reports • The information that contributes to the City Council’s and public’s understanding of the matter of interest and aid in the ability to track the matters.

Le g isla t ive W o rkflo w a n d Sc o p e
City’s legislative workflow is established by various policy documents • City of Oakland’s Sunshine Ordinance (12463, 12483, 12668) • Council’s Rules of Procedures 90066
• Ralph M. Brown Act
• Charter of the City of Oakland
• Maddy Act*
• Robert’s Rules of Order
• Various Other Government Codes**
• Other Council Resolutions and Ordinances, i.e.
– Consolidated Fiscal Policy, etc.
* In Limited Form
** Publication and other notification codes
Le g isla t ive P ro c e ss
Types of Legislative Matters
– An “Informational Report” informs and allows Council to provide follow up instructions but does not permit operational or policy approval.
– “Reports and Recommendations” seek to inform and direct staff to perform development work and return with a proposal for policy or legislation.
– “Resolutions” permit policy changes; approval of programs; release, pursuit, and acceptance of funds; authorize contracts and agreements, etc.
– “Ordinances” change legal requirements; provide for changes to fee structures, change organizational structure, when applicable, also authorize contracts and agreements, etc.

Le g isla t ive P ro c e ss
P o lic y In st ru m e n t s

The Rules and Legislation Committee is the
scheduling body. The Rules and Legislation
Committee has jurisdiction to assign all
agenda items to Committees or full
Council.*
* If Rules Committee doesn’t meet, items are
scheduled by Rule 28 of Council’s Rules of Procedures
A uthori ty of Rul es and L egi sl ati on
Com m i ttee
90066 C.M.S -
A uthori ty of Rul es and L egi sl ati on
Com m i ttee
The Rules and Legislation Committee may assign, and
schedule agenda items proposed by councilmembers,
Standing Committees, the Mayor, City Administrator, City Attorney or City Auditor to a Standing Committee or the full Council for consideration.

Six Standing Committees meet on 2nd and 4th Tuesday
• Finance and Management Committee – 9:30am
• Public Works and Transportation Committee – 11:30am
• Community and Economic Development – 1:30pm
• Life Enrichment Committee –4:00pm
• Public Safety Committee – 6pm
• Rules and Legislation Committee* - Thursday Committee – Every Thursday at 10:30am
*Super Committee
Cit y Co u n c il Co m m it t e e
Meeti ngs
• Finance and Management – Affairs of general management, financial revenue and expenditure reporting, administrative operations, etc. • Public Works Committee – Affairs of public infrastructure, transportation, streets, potholes, sewers, etc.
• Community and Economic Development Committee – Affairs of Housing, Economic Development, Workforce Development, General Planning, Zoning, etc
St a n d in g Co m m it t e e P u rvie w
• Life Enrichment Committee – Affairs of Health and Human Services, Library Services, Department of Race and Equity, Parks and Recreation, Cultural Affairs *
• Public Safety Committee – Affairs of Police, Fire, Health and Human Services, Department of Violence Prevention
• Rules and Legislation Committee – Scheduling Body for items to Council and Committee meetings, Authority over the Rules, Review of Assembly/Senate Bills, Ballot Measures of the City Council, General Oversight to the Offices of the City Administrator, City Clerk, and City Attorney
St a n d in g Co m m it t e e P u rvie w
Con t.
• On any action item, the City Council may, by the requisite number of votes:
• a. Approve the Committee's recommendation, select one of the Committee's suggested alternatives or approve an
alternative recommendation proposed at the full Council in compliance with the Brown Act and Sunshine Ordinance;
• b. By a majority of the Council members present, continue the item to the next regular Council meeting if permitted by Sunshine Ordinance and Brown Act;
90066 C.M.S - Rule 7
A cti ons of T he Ci ty Counci l
• c. By a majority of the Council members present, refer the item to any subject-matter Committee for reconsideration; or • d. With respect to an item that the Rules Committee referred directly to Council, the Council may take any action subject to the Brown Action and the Sunshine Ordinance.

On any noticed informational report, the City council may receive the report either by oral presentation by staff or as written.

The City Council may choose to NOT
take action on any agenda
item
90066 C.M.S - Rule 7
A cti ons of the Ci ty Counci l Cont.
• Action items require a majority vote by the full Council, for passage or approval.
–Resolutions require one reading
–Ordinances* (Regular) require two readings — an
introduction and final passage.
»Resolutions and regular Ordinances require 5 Ayes for
passage
»Other ordinances such as Urgency or Emergency
Ordinances require specific findings and may be
adopted with only 1 reading
• Charter section 213 and government code 65858
–Reports with Recommendations require one reading
»Requires 4 Ayes for passage, without a tie vote
Counci l A dopti on
P o ssib le De la ys
• Substantive Change – Action Items
–Amendments beyond the scope of what was noticed which
require notice (10 day posting) on a future Council agenda • More Information Is Necessary
–More information must be prepared for further discussion and brought back to Committee/Council
• Body Fails To Act; Requests Reassignment
–The body determines the item is not under the purview of the committee and requests for Rules to reassign
• Meeting Cancellation
The above delays could extend approval 2 or more weeks.

How Can I A ccess A genda Materi al s?
• Agenda materials are
published and finalized
on Friday, and can be
accessed on the Insite
Calendar or via
iLegislate
• https://oakland.legistar
.com/calendar.aspx

Fin a l Le g isla t io n
• Once legislation is adopted, it goes through
final processing. This process takes about 7
days to complete.
• Legislation is given an enactment number,
scanned and posted online, and sent to the
Record’s division to be stored in the vault as
a permanent City record.
• Final Legislation, Agenda Reports and Past
Meeting details can be found here.
• https://oakland.legistar.com/calendar.aspx

Core Servi ce Records Management
• Maintain records in the care of the City Clerk
• Provide access to inactive records city -wide; draft policy and establish procedures for care, preservation, retention, and disposition of all city records and information; manage contract for offsite storage facility and access to stored records;
• Perform bid openings, processes discovery requests for litigation requests.

P u b lic Re c o rd s
The California Public Records Act (CPRA) is a law that gives the public the right to access government records, unless there are legal reasons not to do so: .
• Inspection: The public can inspect public records during an agency's normal office hours.
• Copies: The public can request copies of records, but may need to pay a fee
• Agencies are required comply with requests within ten calendar days. If they can't, they will notify the requester with an estimate of when the records will be available.

P u b lic Re c o rd s
• As an elected official, public records may be requested from your office, it is important that you respond timely to all request.
• Susan Sanchez is the Supervisor for all council regarding public records request (PRR) she may delegate request to your
designated staff. Please have your designated staff reach out to Mark Forte ([email protected]
) for training (after you
are fully onboarded, Susan Sanchez can set this up for you). • In 2024 the City updated its Records Retention Schedule, you will be provided with an electronic copy.

Fi nance
Department
Overview
Erin Roseman
Dire c to r o f Fin a n c e
Fi nance Department
The Finance Department proudly serves as the
fiscal steward of the City of Oakland and is
committed to ethical, efficient, and responsible
financial decision-making and use of the City’s
assets and resources.

The Finance Department strives to foster a
culture of integrity, accountability, teamwork,
and respect while providing quality
governmental financial customer service.

Core Servi ces
• Record and Safeguard the City’s assets;
• Provide comprehensive financial services for the City; • Provide timely and accurate financial reports;
• Maintain integrity of information in the City's financial systems and monitor internal controls; and
• Develop a balanced and fiscally responsible budget
Core Servi ces
• Process payroll and payments;
• Collect, record and report City revenues;
• Procure materials, supplies, and services for City
departments;
• Manage the City's investments;
• Issue and restructure the City's and Successor
Redevelopment Agency’s bond issues and debt; and
• Preserve strong credit ratings and investor relations • Over 20 years of public and private sector experience • Former Chief Financial Officer at Transbay Joint Powers Authority, Former Assistant Director of Fiscal Policy at the City of Arlington, Texas • Master of Public Administration, Master of City and Regional Planning, BA in Political Science, Business Economics Minor from University of Texas

ERIN ROSEMAN
Director of Finance
Bradley Johnson
Budget
Administrator
VACANT
Revenue & Tax Administrator
Laura Gonzales-Woodward
Purchasing & Contracts Mgr.
 20+ years of public sector
experience
 CalPERS and CalSTRS
information technology,
investment, and
procurement acquisition
manager
 BS in Career & Technical
Studies, California State
University
Bradley Johnson
Budget Administrator
 12+ Years of Budget,
Finance, & Policy
Experience
 Worked in Oakland City
Administrator’s Office,
Revenue, and Budget
Bureaus
 BA in Economics
Claremont McKenna
College
 Masters in Public Policy,
UC Berkeley
Stephen Walsh
Controller
 34+ years of public and
private sector experience
 Previously worked for
Alameda County
Administrator's Office and
Fitch Ratings
 BA from Haverford College
and Masters in Public
Affairs from Princeton
University
David Jones
Treasury Administrator
 25+ years of Finance
experience
 Former Investment
Banker; Charles Bell and
Wells Fargo
 Bachelor of Arts in
Finance from Michigan
State University

EXECUTIVE MANAGEMENT
Anjali Saxena
Payroll Manager
 17+ years of Finance,
Payroll experience in
public and private sector
 BA in Business
Management; minor in
Psychology - Dominican
University of CA.
 Masters of Finance, (in
progress), Harvard
University
Ad m in ist ra t io n
Administration’s primary responsibility is providing leadership, oversight, and administrative to the Department’s general operations, including central payroll processing, to ensure efficient and effective delivery of service.

The Administration Bureau supports the Director of Finance with budget preparation, labor negotiations, development of sound fiscal policies, strategic planning of the City’s short and long- term financial goal, special financial projects, agenda and committee management, hiring, and personnel resolution. The Administration Bureau also manages 7 client department’s fiscal business including Mayor, City Administrator, Police Commission, Community Police Review Agency, Inspector General, Race & Equity, and Animal Services.

Erin Roseman
Finance Director
Principal Budget Analyst
(CIP Bond Mgmt.)
Assistant to the Director
(2)
Executive Assistant
Administrative
Services Mgr. I
Budget Bureau
The Budget Bureau is responsible for:
• Administering the development and management of a balanced and fiscally responsible budget;
• Acting as the City’s central fiscal strategic management resource; • Performing in-depth analysis of revenues and expenditures; and • Providing thorough legislative analysis to the City Administrator and elected officials Principal
Budget & Management
Analyst
Senior
Budget & Management
Analyst
Budget & Management
Analyst
Business Analyst IV
Bradley Johnson
Budget Administrator
Assistant
Budget Administrator
Ce n t ra l P a yro ll Bu re a u
Central Payroll serves as the central repository for all payroll related transactions and information.
• Processes the citywide biweekly payroll payments for over 4,000 employees and monthly payroll for retirees,
• Manages and reports CalPERS contributions for all active employees, • Completes federal and state tax reporting and maintains tax compliance, and • Maintains and upgrades the HR/payroll ERP systems, implements changes in accordance withfederal and state regulations.

Anjali Saxena
Payroll Manager
Payroll Operations Payroll Retirement &
Accounting
Payroll Systems
Co n t ro lle r’s Bureau
This bureau is responsible for financial reporting, audits, and safeguardingthe assets of the City. This includes:
• Timely and accurate financial information and reports to the City Administrator,the Mayor and City Council, state and federal agencies and the public;
• Maintaining the integrity of information in the City’s financial management systems; • Designing and monitoring of internal controls; and
• Citywide services for accounting, grant monitoring, financial systems, inter-departmentaland outgoing United States mail.

Accounts Payable General Ledger/
Grants/ORSA
Systems
Stephen Walsh
Controller
Mailroom
Purchasi ng and Contracts Bureau
This bureauis responsible for providing Citywide services of theprocurement of goods and professional services.
• Management of the City’s purchase order system and Procurement Card program; • Management of the City’s vendor database (iSupplier); • Solicitation of Bids and RFP's, andvendor interactions; and • Processes all professional services contracts for execution and compliance.

Laura Gonzales-Woodward
Purchasing & Contracts Manager
Contracts Vendor Engagement
&
Office Management
Purchasing
Revenue Managem ent Bureau
The Revenue Management Bureau collects, records and reports on City revenues. • Enforces and monitors compliance with the provisions of City ordinances and complies with the State of California reporting requirements, pertaining to the following taxes:
• Identifies and brings into compliance non-registered and delinquent tax accounts; processes tax appeals and tax exemptions
• Acts as the collection agent for all City Agencies and departments, representing the City in Small Claims Court. • Business License • Real Estate Transfer • Cannabis
• Parking • Transient Occupancy • Mandatory Garbage
• Utility Consumption • Sales and Use
VACANT
Revenue & Tax
Administrator
City Wide
Collections
City Wide
Liens
Tax Compliance Business/Local Tax
Customer Service
Systems Audit
Treasury Bureau
The Treasury bureau is responsible for the citywide cash management and investments, banking, debt management and investor relations:
• Receivesand deposits timely the City, Port, andORSA funds. • Managesall bankingfunctions and oversees the day-to-day investment portfolios for the City, Port, and ORSA.
• Issues and maintains all City and ORSA bond issuances and provides compliance oversight for outstanding municipal bonds; manages debt ad valorem property tax rate. • Manages all retirement matters of the City’s legacy pension fund (PFRS) and key functions related to CalPERS.

Debt Management Investments Retirement
David Jones
Treasury Administrator
Cash / Banking
Operations
T he C i ty of Oakl and Fi nanci al
En t it ie s
The City of Oakland
• Police and Fire Retirement System (PFRS)
• Oakland Redevelopment Successor Agency (ORSA) -component unit • Oakland Joint Powers Financing Authority -component unit • Oakland Alameda County Coliseum Authority (OACCA) -Joint Venture • Port of Oakland (The Port) -component unit, discretely presented Fin a n c ia l Ma n a g e m e n t Ac t ivit ie s
• Revenue Collection
• Budgeting- Operating and Capital
• Economic Forecasts
• Cash Management
• Debt Issuances and Management
• Financial Reporting
• Accounting
• Grants Management
• Retirement Reporting and Liability Management
• Financial Policies
• Performance Measures
Fi nance Dept - Ke y In it ia t ive s
• Efficient Core Service Delivery
• Streamline Procurement & Contract Management
• Implement Study Recommendations
• Payroll Centralization
• Implementing Audit Findings, System Enhancements, Staff Integration
• Banking Process Efficiency Implementation
• New Point of Sale (POS) system Implementation & Additional Bank Products
Stream l i ne Procurem ent & Contract Mgm t.

Objective:
•Enhance efficiency, compliance, and transparency in procurement and contract processes. •Key Actions:
• Implement Digital Procurement Tools - Transition to e-procurement platforms for end-to-end process management.
• Standardize Contract Management -Develop centralized templates and automated workflows for consistency.

Expected Outcomes:
•Efficiency Gains: Faster procurement cycle times
•Transparency: Clear, traceable processes for all stakeholders •Cost Control: Improved negotiation and reduced overhead •Risk Mitigation: Stronger compliance with legal and policy standards P a yro ll Ce n t ra liza t io n
Objective:
•Consolidate payroll processes to enhance accuracy, efficiency, and compliance. •Key Actions:
• Centralize payroll functions across departments to ensure consistent processing. • Integrate with HR and Finance Systems - Streamline data flow between payroll, HR, and finance for seamless operations.
• Automate Payroll Calculations - Use advanced payroll software to automatically calculate wages, deductions, and benefits
• Provide Employee Self-Service Portal - Empower employees to access pay stubs, tax forms, and update personal details
• Expected Outcomes:
• Accuracy: Reduced payroll errors and discrepancies
• Efficiency: Faster processing times and fewer manual interventions • Cost Savings: Reduced administrative overhead and paper-based processes • Employee Satisfaction: Increased transparency and accessibility POS I mpl ementati on & Bank Upgrades
Objective:

Modernize transaction systems and banking operations to enhance efficiency, accuracy, accessibility, and flexibility for all stakeholders
Key Actions:
• Upgrade Point of Sale Systems: Transition to a more secure, user-friendly, and integrated POS solution. • Enhanced Banking Operations: Implement ACH (Automated Clearing House) for seamless electronic payments; and provide employees with secure, digital payment options • Enhance Security Measures: Ensure compliance with the latest data protection standards.

Expected Outcomes:
• Faster Transactions: Reduced processing times
• Accurate Reporting: Minimized errors and better insights • Enhanced Security: Strengthened protection for financial data A udi t Fi ndi ng I mpl ementati on
Objective:

Strengthen financial management practices to ensure transparency and accountability.

Key Actions:
• Address high-priority audit recommendations.
• Enhance internal controls and compliance mechanisms.
• Implement new policies to mitigate future risks.

Expected Outcomes:
• Improved operational efficiency.
• Increased public trust through accountability.
• Sustainable fiscal practices for long-term stability.

KEY DELIVERABLES
• ACFR
• ADOPTED BIENNIAL BUDGET
• REVENUE AND EXPENDITURE REPORTS
• FIVE YEAR FINANCIAL FORECAST
• CONTINUING DISCLOSURES
• CASH MANAGEMENT REPORTS
• SINGLE AUDITS
Cit y o f Oa kla n d | Fin a n c ia l Re p o rt in g
( oakl andca. gov)
Sta ff Reports Presented to Ci ty Counci l
Budget
Bureau
Contracts &
Purchasing
Bureau
Controller's
Bureau
Revenue
Bureau
Treasury
Bureau
Administration
Bureau
• Proposed and
Adopted Budget
• 4 Qtrly Revenue
and Expenditure
(R&E) Reports
• BAC Report
• Cooperative
Agreements
• Emergency
Contracts
• City Administrator
Approved Contracts
Under $250,000
• Slavery Era
Discloure
• ACFR- Audited
Financial
Statements
• Single Audit
• Status of Negative
Funds
• Prompt Payment
Reporting
• Local Measures
• LLAD Assessment
• Master Fee
Schedule
• RPTT Tax Liens
• BT Tax Liens
• Garbage Liens
• Vacant
Property Tax Liens
• Five Year Forecast
• GO and TOR Ad
Valorem Tax Levy
• Bond Resolutions
and Ordinances
• Cash Management
Reports
• PFRS Investment
Reports
• ORSA- Budget (ROPS)
• GANN Appropriation
Limit
• Grants and Donations
under $50,000
• Biennial and Direct
Community Grants
• Infrastructure Bond
Oversight Update
• (CFP) Financial Policy
Updates
• Ballot Measures
Fi nance
Department
Cit y Fin a n c e s
Erin Roseman
Dire c to r o f Fin a n c e
Fi nance Department
Th e C it y ’s
Fin a n c ia lOverview
Co u n c il’s Ro le in Fisc a l
Managem ent
•Policy Direction
•Informed Decision -Making
•Fiscal Stewardship and Oversight
T he C i ty of Oakl and Fi nanci al
En t it ie s
• The City of Oakland
• Port of Oakland (The Port) -component unit, discretely presented • Oakland Redevelopment Successor Agency (ORSA) -component unit • Police and Fire Retirement System (PFRS)
• Oakland Alameda County Coliseum Authority (OACCA) -Joint Venture Th e Cit y o f Oa kla n d
$982M
Net Position
~4800 FTE
Employees
$1.66 B Debt
Obligations
$2.2B Annual
Budget
$2.4B Retirement
Liability
5 A Government Corporation
Net Posi ti on
https://cao-94612.s3.us-west-2.amazonaws.com/documents/2024-City-of-Oakland-ACFR_final-121324.pdf

Th e C it y ’s
Op e ra t in g Budget:

Revenue
Revenue L i mi tati ons
• Proposition 13 (1978) restricts ability to increase ad valorem tax on real property except for bonded indebtedness for the acquisition or improvement of real property approved by a two -thirds vote; requires special (earmarked or parcel) taxes to by approved by a two -thirds vote • Proposition 218 (1996) a majority vote of the public is required to raise general purpose taxes, property assessments may only be levied on properties receiving a special benefit rather than a general benefit to the public
• Proposition 26 (2010 restricts raising revenues through fees and charges for service by defining may revenues as taxes, and requiring the local government to bears the burden of proof.

Local Tax,
338,520,586
Miscellaneous Revenue,
310,815,299
Transient Occupancy Tax,
25,119,840
Service Charges,
232,344,227
Interest Income,
4,595,144
Real Estate Transfer Tax,
73,719,319 Interfund Transfers,
152,308,177
Property Tax,
324,577,287
Internal Service Funds,
144,909,146
Utility Consumption Tax,
68,435,265
Business License Tax,
120,056,728
Grants & Subsidies,
116,285,039
Parking Tax, 18,421,882
Transfers from Fund Balance,
106,411,628
Sales Tax, 99,608,123
Licenses & Permits,
43,084,864
Gas Tax, 22,790,701
Fines & Penalties, 21,396,225
FY 2024-25 Midcycle Budget All Fund Revenues :: $2,223,399,480 Property Tax
• $324.57 M
• Secured &
Unsecured
• Vehicle License
Fee – Property Tax
Swap
• Redevelopment
Property Trust
Funds
(RPTTF passthrough)
Local Tax
(Measures)
• $338.52 M
• Local Measures
• Early Education (AA)
• Parks Measure Q
• Library Measure D
• Measure N
• Vacant Property Tax
• Public Safety
• Landscaping/Lighting
(LLAD)
• Pension Override Tax
Real Estate
Transfer Tax
• $73.72 M
• Transfer of
property ownership
• Progressive Tax
Business License
Tax (Local Tax)
• $120.06 M
• Derived from
Business Gross
Receipts
T op Revenue Sources
Property Tax
Median Home Value
$1.1 M
Property Tax Bill
$15.6 K
City Tax Revenues
$12K or 83%

Property Tax

MEASURE REVENUE RESTRICTED PURPOSE
FY 2024- 2025

ESTIMATED REVENUE
Landscaping & Lighting Assessment District
(LLAD)
To finance the costs and expenses of landscaping and lighting in public areas. $19,751,298 The Emergency Medical Services
Retention Act of 1997 (Measure M)
To retain and enhance emergency dispatch and medical services in the City of Oakland $3,559,859 The Paramedic Services Act of 1997
(Measure N)
To increase, enhance and support paramedic emergency services in the City of Oakland $2,403,096 The Library Services Retention And Enhancement
Act of 2004/2022 (Library Measure Q & C)
To retain and enhance library services $22,393,894
The 2018 Oakland Public Library Preservation Act
(Measure D)
To maintain, protect and improve direct library services throughout the City $18,431,886 The 2014 Public Safety And Services Violence
Prevention Act (Measure Z)
To fund activities such as community and neighborhood policing, violence prevention services with an emphasis on youth, and fire services
$33,828,268
The 2020 Oakland Parks and Recreation
Preservation, Litter Reduction, and Homelessness
Support Act (Parks Measure Q)
To fund a variety of programs and services for parks, landscape maintenance, recreational services, services to address homelessness, services, and projects to address water quality and litter reduction, and maintenance and cleaning of stormwater trash collection systems throughout the City $46,784,193
The Children’s Initiative of 2018 (Measure AA) To fund various programs to increase educational outcomes and reduce education inequality. • 62% for educational programs to support early childcare and childhood education, • 31% to support and increase awareness of college readiness programs and career access, • 7% for the oversight and accountability cost
$52,332,837
The 2022 Oakland Zoo Animal Care, Education and
Improvement Ordinance (Measure Y)
To maintain, protect, and improve the Oakland Zoo $15,009,876 Total Estimated FY 2024-2025 Revenues $265,190,3521
L ocal Measure – Parcel T axes
V acant
Property Tax
Sug ar -Sweetened
Beverage Ta x
1¢ per ounce tax on the distribution of
sugar-sweetened beverages and eligible to
be expended on any lawful government
purpose. Current expenses are primarily
salary and contract services.

FY 24-25 Estimated Revenue
$8,307,866
An annual tax of $3,000 to $6,000 on vacant
property.

A property is considered “vacant” if it is in use
less than fifty (50) days in a calendar year.

FY 24-25 Estimated Revenue
$5,602,933
PROPERTY TYPE 2021 SPECIAL TAX RATE
Residential $6,000 per parcel
Condominium, duplex, or
townhome unit under
separate ownership
$3,000 per vacant
residential unit
Nonresidential $6,000 per parcel
Parcel with ground floor commercial
activity allowed but vacant $3,000 per parcel
Undeveloped $6,000 per parcel
Real Estate Transfer Tax
Pursuant to O.M.C. Chapter 4.20,
all transfers of real property
within the city limits of Oakland
are subject to real property
transfer tax and due upon sale or
transfer of an interest of real
property
FY 24 -25 Estimated -
$73,719,319 M

Business Tax
2022 Ballot Measure T- Progressive Business Tax
On July 5, 2022, City Council adopted Resolution No. 89297 C.M.S. calling and giving notice, on its own motion, for a voter consideration of the ballot measure “amending Oakland’s business tax rates to create a progressive rate structure that would:
1) impose the highest rates on the highest gross businesses, 2) increase Oakland’s annual tax revenue by an estimated $20,900,000, and 3) generate approximately $120,000,000 in total annual revenue for municipal services.”
On November 8, 2022, Oakland voters approved Measure T and authorized the City to amend Oakland’s business tax structure “by imposing business tax rates of .05% to .55% of gross receipts, and other rates as stated in the measure.”
FY 24 -25 Estimate
$120,056,728 M
Service Charges
Established via the Master Fee Schedule, service charges are cost-recovery fees for the services provided to Oakland Residents, in accordance with 2010 Proposition 26. https://cao-94612.s3.us-west-2.amazonaws.com/documents/Fiscal-Year-2024-25-Adopted-MFS.pdf

Property Tax,
306,570,383
Miscellaneous Revenue,
64,323,000
Service Charges, 51,843,139
Interfund Transfers,
2,703,023
Business License Tax,
120,056,728
Sales Tax,
63,728,691
Utility Consumption Tax,
68,435,265
Real Estate Transfer
Tax, 73,719,319
Licenses & Permits, 1,161,090
Transient Occupancy Tax,
19,737,017
Fines & Penalties, 19,344,486
Parking Tax, 13,067,219
13 - Interest Income,
2,500,000
FY 2024-25 Midcycle Budget GPF Revenues :: $807,189,360 E x pendi tures
Personnel and
Overhead
• $1,060.74 M
• Salary
• Retirement
• Fringe
Benefits
Operations and
Maintenance (O&M
)
• $561.35 M
• Contract
Services
• Services &
Supplies
• Operating
Subsidies
Debt Service
• $297.65 M
• Note & Bond
Payments
• Interest
• Bank, Bond,
and Credit
Card Fees
Capital Acquisition
• $77.97 M
• Construction
• Vehicles
• Furniture &
other
equipment
T op E x pendi tures
Mayor,
5,585,502
City Administrator,
67,780,786
City Clerk,
9,560,268
City Attorney,
32,187,462
Human Resources,
18,969,149
City Auditor,
3,968,725
Finance ,
59,389,515
Police ,
375,115,848
Fire ,
207,315,881
Public Works ,
206,841,202
Transportation,
95,127,476
Information Technology ,
43,807,873
Parks and Recreation,
40,015,244
Library ,
52,923,924
Animal Services,
6,995,762
Race & Equity ,
1,269,826
Public Ethics Commission,
2,524,893
Police Commission,
8,775,174
Workplace and Employment
Standards, 6,818,078
Violence Prevention,
24,245,071
Human Services ,
145,816,137
Planning and Building ,
58,568,990
Economic and Workforce
Development, 35,242,712
Housing,
192,902,092
Non Departmental and Port,
387,726,303
Capital Improvement Projects,
126,050,659
City Council,
7,874,928
FY 2024-25 Midcycle Budget All Fund Department Expenditures :: $2,223,399,480 Personnel &
Overhead
• The cost of paying City
employees to perform various
functions and provide services to
the public and include salaries,
overtime, premium pay,
retirement, and healthcare
costs.
• Negotiated with Labor
Contracts

FY 2024 -25
Midcycle Adopted Budget
Personnel Only Costs
$1.06 Billion
4,621.75 Full-Time
Equivalent Staff
Largest Department
OPD
1,050.50 FTE
$272.99 Million
• Non-labor related costs,
processed through the
City’s contracting and
purchasing systems such
as contracts for services,
supplies and materials,
travel, education, and
utilities.

O &M
Debt Servi ce
• General Obligation Bonds (GO
Bonds)
• Sewer Revenue Refunding bonds
• Lease Revenue Bonds
• Pension Obligation Bonds
• Master Lease Purchase Agreements
• Special Assessment Bonds
• Tax and Revenue Anticipation Notes
FY 2024-25 $152.99M (Annual Debt Service)
FY 2025-26 $137.57M (Annual Debt Service)

Ca p it a l
Ac q u isit io n s
• Construction
• Vehicles and Fire Apparatus’
• Software and Equipment such as radios, computers, or other non-fixed assets
FY2024-25 Mid-Cycle Budget $76.83 M

T he City’ s Budget Process:

Operati ng and Capi tal
Residents
Department
of Race &
Equity
Mayor
City
Administrator
City Council
City
Department
Managers &
Fiscal Staff
Budget
Advisory
Committee
Budget Process – Key Players
Consolidated
Fiscal Policy
(CFP)
Appropriations
GANN Limit
Race and
Equity Policy
Debt Policy
OPEB Policy
Grant Policy
CA Gov't
Code
Budget Process – Gu id in g P o lic ie s
Department
Proposals
Baseline Budget
Development
Budget
Priorities Poll
Budget Priorities
Poll Results
Council Priorities
Workshop
Five-Year Forecast
Released
T he Budget Process
Council
Priorities
Due
Mayor’s
Proposed
Budget
Community Budget
Forums & Police
Commission Hearing
Council
President’s
Budget
Deadline for
Budget
Adoption
Final Policy
Decisions
from Mayor
Direct
Community Grant
List Released
FY 2024 -25 Budget Outlook
FUND FY 2024-25
Adopted Revenue​
FY 2024-25
Adopted Expenditures​
FY 2024-25
Surplus / (Deficit)​
General Purpose Fund​ $807.19 M $807.19 M​ ($0.00 M)
FUND FY 2024-25
ADJUSTED Revenue​
FY 2024-25
ADJUSTED Expenditures​
FY 2024-25
Surplus / (Deficit)​
General Purpose Fund​ $758.22 M $758.22 M​ ($0.00 M)
Midcycle Forecast​ FY 2024-25
PROJECTED Revenue​
FY 2024-25
PROJECTED Expenditures​
FY 2024-25
Surplus / (Deficit)​
General Purpose Fund​ $758.52 M $851.60 M​ ($93.08 M)
Available Fund Balance ($6.83) M - ($99.91 M)
Return Excess Fund Balance
(Equipment Fund) $8.32 M - ($91.59 M)
Legal Settlements - $10.58 M ($102.17 M)
Carryforward FY 23-24 - $27.63 M ($129.80 M)
Total $760.01 M $889.81 M ($129.80 M)
Debt Obligations and Management

Debt Obligations
• The City of Oakland's underlying ratings for its bonds as of December 20, 2024 were as follows:

Debt Obligation Moody's S&P Fitch
General Obligation Bonds Aa2 AA+ 1
AA
A2
Sewer Revenue Debt - AA+ 1 AA
Lease Revenue Bonds Aa3 AA 1 -
Pension Obligation Bonds Aa2 AA+ 1 -
Other Long- Term Borrowings - -
Redevelopment Successor Agency
of the City of Oakland 3
A1 A+/AA-/AA 4

1. Ratings placed on Credit Watch Negative on November 20, 2024. The Credit Watch placement reflects S&P's view that there is at least a one-in-two chance of a lower rating, potentially by multiple notches, in the following 90 days

2. Issuer Default Rating

3. Ratings varies by series

4. Insured Ratings
Long Term
Outstanding
Debt
Outstanding Debt -
$1.1Bas of
July 1, 2024
Original Outstanding
Par Par Total Debt Total Debt
Amount Amount Principal Interest Service Principal Interest Service General Obligation Bonds
Series 2015A (Refunding) 128,895 57,250 2,870 2,635 5,505 3,010 2,491 5,501 Series 2017C (Measure DD) 26,500 22,730 640 808 1,448 675 776 1,451 Series 2017A-1 (Measure KK) 62,735 62,735 - 2,239 2,239 - 2,239 2,239 Series 2017A-2 (Measure KK) 55,120 34,255 3,035 1,094 4,129 3,130 1,003 4,133 Series 2020B-1 (Measure KK) 140,010 140,010 - 3,933 3,933 - 3,933 3,933 Series 2020B-2 (Measure KK) 44,880 24,270 4,505 451 4,956 4,580 378 4,958 Series 2020 (Refunding) 64,260 45,475 4,890 909 5,799 4,975 829 5,804 Series 2022C-1 (Measure KK) 198,645 195,235 3,580 6,858 10,438 3,760 6,674 10,434 Series 2023D (Measure KK)1 52,475 52,475 - 2,812 2,812 - 2,812 2,812 Series 2023A-1 (Measure U)1 32,760 32,760 - 1,755 1,755 - 1,755 1,755 Series 2023A-2 (Measure U) 68,370 68,370 9,230 3,696 12,926 - 3,445 3,445 GOB Subtotal 874,650 735,565 28,750 27,191 55,941 20,130 26,336 46,466 Lease Revenue Bonds
Series 2018B (Administration Building) 60,025 23,195 7,345 976 8,321 7,725 599 8,324 LRB Subtotal 60,025 23,195 7,345 976 8,321 7,725 599 8,324 Pension Obligation Bonds
Series 2012 212,540 104,000 50,395 3,685 54,080 53,605 1,253 54,858 POB Subtotal 212,540 104,000 50,395 3,685 54,080 53,605 1,253 54,858 OACCA Bonds (City Obligation)2
Series 2015A (Coliseum Arena) 39,868 7,443 5,000 275 5,275 2,443 93 2,535 Series 2021 (Coliseum) 11,951 1,179 1,179 16 1,195 - - - OACCA Bonds Subtotal 51,818 8,621 6,179 291 6,469 2,443 93 2,535 TOTAL Direct Debt Obligations 1,199,033 871,381 92,669 32,142 124,811 83,903 28,281 112,184 Series Name
Fiscal Year 2024-2025 Fiscal Year 2025-2026
Long Term
Outstanding
Debt,
continued…
Outstanding Debt -
$1.1Bas of
July 1, 2024
Original Outstanding
Par Par Total Debt Total Debt
Amount Amount Principal Interest Service Principal Interest Service Master Lease Purchase Agreements
2013 LED Streetlight (TE and QECB)3 16,150 1,388 1,388 42 1,430 - - - 2014 Vehicle (Schedule No. 1-4) 15,731 370 370 6 376 - - - 2016 Vehicle (Schedule No. 1-4) 11,414 748 245 12 257 249 8 257 2017 IT Systems (Schedule No. 1-2) 12,800 592 592 6 598 - - - 2019 Vehicle (Schedule No. 1-3) 8,100 1,007 284 26 310 292 18 310 2019 Vehicle (Schedule No. 4-6) 7,900 4,327 702 116 817 722 96 817 Master Lease Subtotal 72,095 8,433 3,581 208 3,789 1,263 122 1,385 Revenue Bonds - -
Series 2014A (Sewer Rev. Refunding) 40,590 15,795 2,860 790 3,650 3,000 647 3,647 Revenue Bonds Subtotal 40,590 15,795 2,860 790 3,650 3,000 647 3,647 Special Assessment Bonds
Series 2012 (District No. 99-1) 3,545 340 340 6 346 - - - Series 2018 (Piedmont Pines 1) 1,380 1,120 55 36 91 60 34 94 Special Assessment Bonds Subtotal 4,925 1,460 395 42 437 60 34 94 ORA/ORSA Tax Allocation Bonds
Series 2006A-T (Central City East) 76,300 33,755 2,595 1,797 4,392 2,740 1,649 4,389 Series 2006B-T (Coliseum Area) 102,590 45,185 2,570 2,431 5,001 2,710 2,285 4,995 Series 2006C-T (Broadway/MacArthur) 17,270 5,825 590 309 899 620 275 895 Series 2010 RZED
(Broadway/MacArthur)3
7,390 6,695 75 492 567 80 486 566
Series 2015-TE (Refunding) 22,510 22,510 - 1,126 1,126 - 1,126 1,126 Series 2015-T (Refunding) 66,675 36,565 2,075 1,697 3,772 2,160 1,608 3,768 Series 2018-TE (Refunding) 15,190 15,190 - 760 760 2,665 693 3,358 Series 2018-T (Refunding) 41,765 31,865 2,580 1,213 3,793 - 1,171 1,171 ORSA Bonds Subtotal 349,690 197,590 10,485 9,824 20,309 10,975 9,293 20,268 TOTAL Debt Obligations 1,666,333 1,094,659 109,989 43,006 152,995 99,200 38,377 137,577 Series Name
Fiscal Year 2024-2025 Fiscal Year 2025-2026
Debt Authorization
• Voter Authorized General Obligation- Repaid by Ad Valorem (Property) Tax
Original Authorization
• 2002 Measure DD- $198.25M Lake Merritt and Estuary
• 2016 Measure KK- $600M Infrastructure & Affordable Housing • 2022 Measure U- $850M Infrastructure & Affordable Housing Remaining Authorization
• 2002 Measure DD- $35.75 M
• 2016 Measure KK- $32.46 M
• 2022 Measure U- $748.87 M

Debt Policy
The California Debt and Investment Advisory Commission
(CDIAC)- State Guidance
Improves the practice of public finance in California by providing responsive and reliable information, education, and guidance to state and local public agencies and other public finance professionals
Approach to Debt Management
• Ensure High Credit Quality
• Achieve Lowest Cost of Capital
• Preserve Flexibility
• Prudent Level of Financial Risk
• Maintain Full Compliance
• Ensure Timely Payments
Debt Policy-GO Bond Policy
• Maintain Tax Rate at FY2022-23 Tax Rate at $0.22
• 10-Year Forward Looking Debt Outlook

Debt (Bond) Issuance -Typical Timeline
Bond Issuance Cycle (Minimum 6 months Process)

1. Identification of
Projects to be
Funded with
Bonds

2. Selection of
Professionals through
RFP

3. Document Drafting
(Bond Indenture,
Offering Documents)

4.Issuer
Approvals
(Authorizing
Resolutions
etc.)

6. Marketing the
Bond Issue to
Investors

7. Pricing the
Bond Issue

8. Closing the
Bond Issue

5. Rating
Agency/Insurer
Presentations
120 – 180 days depending
on a number of factors
(complexity,new vs. existing
credit, validation, etc.)
1 – 3 weeks
1 - 2 weeks

9. Regulatory
Compliance
(Cont.

Disclosure,
Arbitrage, Use of
Proceeds,
Refunding)
Ongoing – for
the life of the
bonds

Lo n g Te rm Lia b ilit ie s
Long Term Liabilities
Other Post Retirement Benefits (OPEB)
• Medical Benefits for Retirees
Based on the most recent actuarial valuation as of
June 30, 2024
• OPEB Liability= $549 million
• Funded ratio= 10.3%
• Anticipated year of full funding = 2040
Note-full funding estimate assumes we maintain policy of contributing

2.5% of payroll every year for OPEB unfunded liability. 2019 labor agreement with sworn bargaining units have significantly contributed to the goal
Source: GASB 74/75 – Fiscal Year Ending June 30, 2024
Long Term Liabilities
Pension (Retirement) Benefits
• CalPERS
– Classic Members
– The Public Employees’ Pension Reform Act- (PEPRA) Members • Police and Fire Retirement System (PFRS)
Based on the most recent actuarial valuation as of
June 30, 2024
Oakland Pension Plans Net Pension Liability Funded Ratio PFRS Plan $117.7 million 78.0%
CalPERS Miscellaneous Plan $764.3 million 70.3%
CalPERS Safety Plan $1.001 billion 63.8%
Total $1.883 billion
Long Term Liabilities (Pension)
CalPERS
 Oakland participates in the CalPERS pension system. City employees hire d prior to 6/8/2012, are eligible to retire as early as age 50 (Safety) or age 55 (Miscellaneous) without a reduced service benefit.
 The Public Employees’ Pension Reform Act (PEPRA) –
an act of the state legislature required all public employees hired after January 1, 2013 to participate in a new tier with a reduced benefit multiplier.  Oakland does not participate in Social Security.

Long Term Liabilities (Pension)
CalPERS
FAS = Final Average Salary
Source: Miscellaneous Plan of the City of Oakland, Annual Valuation Report as of June 30, 2018 CalPERS Effective Date City of Oakland
Safety Plan
City of Oakland
Miscellaneous Plan
Tier 1 Pre-6/8/2012 Hires 3.0% at age 50;
12 month of highest salary

2.7% at age 55;
12 months FAS
Tier 2 6/8/2012 – 12/31/2012

3.0% at age 55;
36 months FAS

2.5% at age 55;
36 months FAS
Tier 3 (PEPRA) Post-1/1/2013 Hires

2.0% at age 57;
36 months FAS

2.0% at age 62;
36 months FAS

Long Term Liabilities (Policies)
2019 OPEB Funding Policy- Additional 2.5% of Payroll annually until fully funded
The Primary Objectives of the City's overall program goals are to provide benefits that are:
• Affordable in the near-term, without crowding out the City's capacity to deliver quality services to the public or to provide reasonable salary increases to active employees • Sustainable over the long term, ensuring that benefits will be secure and reliable for career employees throughout retirement, with substantial intergenerational equity for taxpayers in regard to benefit costs, and
• Competitive , to support effective recruitment and retention of a strong municipal workforce.

Consolidated Fiscal Policy-Excess Real Estate Transfer Tax (RETT) At least 25% shall be used to fund debt retirement and unfunded long-term obligations such as negative fund balances, Police and Fire Retirement System (PFRS) unfunded liabilities, CalPERS pension unfunded liabilities, paid leave unfunded liabilities, and Other Post-Employment Benefits (OPEB) unfunded liabilities

Ca s h , In ve s t m e n t s , a n d
Reserves
Cash, Investments, and Reserves
Cash Management and Investments
September 2024 Cash Management Report
$2.38 B in Cash and Investments
Government Investments are expressly provided for in
• CA Govt Code
• City's Investment Policy (more restrictive)
• Core Principles = Safety, Liquidity, Yield
2024 September Cash Management Report - https://cao-94612.s3.us-west-2.amazonaws.com/documents/Cash-Management-Report-For-FY-2024-2025- First-Quarter-ended-September-30.pdf
Cash, Investments, and Reserves
Cash Management and Investments
Investment Portfolios
– City of Oakland and Port of Oakland
– ORSA
– Bond Covenant Trustee Investments

Cash, Investments, and Reserves
Reserved Fund Balance - $1.43B
• Debt Service Reserves
• Pension Obligations
• Operating Reserves
• Contractually Obligated
• Deferred Revenues
• Legislatively Restricted
– (Specific Use)
• Capital Projects
• Grants
Unassigned Fund Balance -$81.86 M

ACFR_final-121324.pdf
Cash, Investments,
and Reserves
Fund Balance vs. Reserves
Fund Balance: Starting fund balance + Change in fund
balance = Ending fund balance.
 Non-Spendable
 Restricted
 Committed
 Assigned
 Unassigned
 Most of the City’s fund balances are restricted, committed or assigned for pension obligations, affordable housing, reserves and capital projects
 As of June 30, 2024, the City had $100 million of unassigned General Fund* balance and $22.8 million of reserves:
‒ $22.3 million of general fund reserves is based on
$70.2 million in the GPF Emergency Reserve less
$47.8 million in negative unassigned GPF fund
balance
‒ $0.5 million VSSF

Cash, Investments, and Reserves
Appropriate Fund Balance Level: Typicallyno less than 60 days or two months (about 16.5%-16.7%) of operating expenditures for the general fund - Municipal Research and Services Center
Reserves and Restricted Cash
Operating Reserves-Can be held as fund balance
Consolidated Fiscal Policy (CFP) Reserve Policies
FY 2024-25 Adopted Midcycle Budget $807.19M
• Emergency Reserve (1011 less negative unassigned balance in 1010): $22.3 M • Required 7.5% = $60.5 M
• Vital Services Fund (1020): $0.5 M
• Required 15% of GPF Revs = $121.0 M

Oakland
Redevelopment Successor
Agency (ORSA)
Oakland Redevelopment
Successor Agency (ORSA)
• Dissolution of the Redevelopment Agency
– Finding of Completion – May 2013
– State of California –Department of Finance (DOF)
– County of Alameda Countywide Oversight Board
– City Council acts as ORSA Board

Redevelopment RPTTF
 Redevelopment Property TaxTrust Fund (RPTTF) - The RPTTF is a fund administered by the County that holds property tax funds that formerly would have been the tax increment funds of the Redevelopment Agency. ORSA’s approved enforceable obligations are paid with this funding via the annual Recognized Obligation Payment Schedule (ROPS).
 AB 1290 requires that all funds collected by the Redevelopment Agency are “passed-through” to the affected taxing entities. A pass-through payment is the return of tax dollars from a redevelopment agency to affected taxing entities (ATEs).
 Ordinance No. 13139 requires that 25% of residual RPTTF are deposited into the Affordable Housing Trust Fund (1870) to increase, improve, and preserve affordable housing with priority given to very low-income households.

Oakland Redevelopment
Successor Agency (ORSA)
Tax Increment
Received By
Alameda
County (RPTTF)
RPTTF
Distributed for
ROPS
Obligations
RPTTF Distributed
to ATE
(1010 – GPF
1870 – Affordable
Housing)
Administrative
Distributions
(County Fees &
SB 2557)
AB 1290
Passthrough
Distributions
(1010 – GPF)
FY24 -25 Midcycle -
$13.93M
FY24 -25 ROPS -
$21.95 M FY24 -25 Midcycle -
$39.38M
$15.83 M
ORSA & City RPTTF Distributions
Oakland Redevelopment Successor Agency (ORSA)
$67.62 M
$64.38 M
$59.73 M
$53.17 M
$23.09 M
$18.43 M
$26.67 M
$11.17 M
$14.20 M
$19.05 M
$25.02 M
$32.38 M
$40.03 M
$39.38 M
$8.15 M
$9.00 M
$10.75 M
$11.80 M
$12.33 M
$13.25 M
$13.93 M
$3.58 M
$4.39 M
$6.35 M
$8.31 M
$10.76 M
$13.31 M
$15.83 M
$0.0 M
$10.0 M
$20.0 M
$30.0 M
$40.0 M
$50.0 M
$60.0 M
$70.0 M
$80.0 M
FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
RPTTF Distributions
RPTTF - ORSA Distributions RPTTF - General-Purpose Fund RPTTF - AB 1290 Pass-through RPTTF - Affordable Housing Fund 1870 Oakland Redevelopment
Successor Agency (ORSA)
• ORSA Entity
– Redevelopment Property Tax Trust Fund (RPTTF)
– Recognized Obligation Payment Schedule (ROPS)
• City Entity
– Estimated Tax Revenue
– Budget Cycle
• Pass-Through(s) (1010 & AB 1290)
• Ordinance 13139 Residual RPTTF (1870 – Affordable
Housing Trust Fund)
FY 2024
Est. RPTTF
Tax
Revenue
FY 24-25
Budget
Dev
FY 24-25
AB-1290
Pass
Through
FY 24-25 ATE
Distribution
GPF
FY 24-25
Affordable
Housing 25%
Residual
Oakland Redevelopment
Successor Agency (ORSA)
• City Departments Winding Down ORSA
–Housing & Community Development Department
–Economic & Workforce Development
–Finance Department (Debt Service Only)

Port Of Oakland
Port of Oakland
• Established in 1927, the Port of Oakland is a self-funded independent department of the City of Oakland.
• The Port's major business lines are aviation, commercial real estate, and maritime.
https://www.portofoakland.com/about/about-the-port-of-oakland/

Port of Oakland
• MOU that Establishes:
• Reimbursements for Services Provided By the City: FY24 = $12M • City serves as Treasurer and Financial Reporter
• Shared Employment Classifications and CalPERS Agreements • Coordinated Efforts
• Fire Station
• Land/Property Agreements

KEY DELIVERABLES
• Annual Consolidated Financial Report (ACFR)
• Adopted Biennial Budget
• Revenue And Expenditure Reports
• Five Year Financial Forecast
• Continuing Disclosures
• Cash Management Reports
• Single Audits
• ORSA - Recognized Obligation Payment Schedule (ROPS)
• Master Fee Schedule
Cit y o f Oa kla n d | Fin a n c ia l Re p o rt in g
( oakl andca. gov)
Hum an
Resource
Managem ent
Mary Hao, Director
Human R esources Management Department
De p a rt m e n t Missio n
• Recruit, develop and maintain Oakland's talented and
diverse workforce
• Administer the competitive civil service process, labor agreements, risk management systems, employee
health benefits, training.
• Recognize the achievement of our City work
community.

Human Resources Management
Department
• 58 FTE (Dec 2024), 12 vacancies
• Recruitment, Classification & Compensation
• Labor & Employee Relations
• Risk Management
• Benefits Administration
• Training & Organizational Development
• Equal Access
• Civil Service Board
• Layoff Management
Hum an Resources' Custom ers
• As an internal services department, our customers
include all City employees.
• We also serve applicants interested in City
employment.

I m portant Workpl ace Pol i ci es
• AI 71 – Anti-Discrimination​
• AI 596 – Code of Conduct​
• AI 544 – Violence in the Workplace​
• AI 577 – Drug Free Workplace​
• AI 73 – Gender Inclusion​
• CSRule 12 – Conflict of Interest​
Cit y Co u n c il a n d Co m m it t e e Re p o rt s
• Semi- Annual Staffing Report (June and December)
• Workers' Compensation Annual Report (March)
• Equal Access Annual Report (September)
• Salary Ordinance:
o Changes to compensation or titles require City
Council approval
o Occurs after Department and Union engagement
o Routine update to the City's classification plan
• Civil Service Exemptions
• Position recommended to Civil Service Board
Hi ri ng and V acanci es
• Oakland Vacancy Rate 17% December 2024
• Strategies:
• Build and develop HR staff
• Process Improvement and Stakeholder analysis
• Improve customer experience (Candidates and Departments) • Leverage new technology
• Challenges: Public Sector Talent, Hiring Timelines,
Compliance, Promotions, and Attrition
• ~85% of FT classifications are Civil Service positions • ~90% of FT classifications are Union Represented
• Sample Hiring Steps: Approved budget, exam plan, job
announcement, exam, certification, hiring interview, conditional offer, background checks, final offer
L abor & Em pl oyee Rel ati ons
• Unions – 7 labor contracts
• State labor law covering municipalities (MMBA)
• Mandatory vs. Permissive subjects of bargaining
• Good Faith standards
• Full- Contract Bargaining:
• Council authorizes bargaining parameters – Closed Session • Tentative Agreements are executed
• Union ratifies agreement
• City Council ratifies agreement – Open Session
• Impasse – Binding Arbitration (public safety) and Advisory Factfinding (miscellaneous unions)
Who to Contact?
For questions regarding this presentation:

OAKLANDCA.GOV/YOURURL

LEARN MORE
For more information on the Human Resources Management
Department please visit:
h t t p s://w w w .OAKLANDCA.GOV/DEP ART
ME NT S/department -of -hum an -
resources -m anagem ent
I nform ati on
T echnol ogy
Departm ent
(ITD )
Tony Batalla, Director
Department of I nf ormati on T echnol ogy
Organizational Structure
Strategy & Business
Operations
Governance,
Fiscal & HR
Repographics
(Print Shop)
Broadband
GIS
Accela
Technical Support
& Service
Helpdesk /
Desktop
Support
Telecom
Enterprise
Infrastructure
Cloud
Computing
Data Centers
Public Safety
Radio Shop
Enterprise Systems
Custom
Applications
(OakApps)
Oracle
Network &
Cybersecurity
Policies &
Procedures
Enterprise
Architecture
IT Risk
Management
Network
Infrastructure

MISSION
We deliver IT services and
solutions that empower
our community and drive
innovation
VISION
To be a trusted partner, leading
the City’s digital transformation
by providing secure, reliable and
cutting -edge technology and
practical, timely expertise

UNOFFICIAL MOTTO
“The Backbone of the City”

Ac h ie ve m e n t s & Op e ra t io n a l St a t ist ic s Major Achievements:
• May 2024: Successful Oracle
Cloud Infrastructure Migration
• July 2024: Successful Go -Live of
Motorola P1 CAD for OPD/OFD
in July 2024
• Sep 2024: CPUC Awarded $14M
w/ $2M Measure U City Match
for “ OaklandConnect ” Fiber
Optic Broadband Project
• Completed AI4600 Governance
Reviews: 25
Completed In Progress Planning
31 27 4
2024 IT Project Tracker
Delivered Phish/Spam % Blocked

3.6 M 3.2 M 47%
City Email*
Low Medium High Critical
1304 24 80 0
Sec Events Detected & Remediated*
Current Budget & ISFs
Total FTE: 88*
Vacancies: 14
FY24-25 Midcycle
1010
General Fund
4200
Radio Fund
4210
Telephone Fund
4300
Reprographics Fund
4600
IT Fund
$7.0 Million $6.7 Million $2.3 Million $2.1 Million $31 Million 33% Salary 32% Salary 68% Salary 55% Salary 43% Salary
67% Expenditures 68% Expenditures 32% Expenditures 45% Expenditures 57% Expenditures 2% Debt Service
• All operational expenses for
the department
• Operational contracts (e.g.
desktop support tools,
stand-by resources) and all
mobile devices
• Supplies
• Training & support
• Emergency management
portable radios
• Equipment for patrol
vehicles
• Radio transmission sites
• Radio network management
services
• Mitel call system and
Citywide support and
maintenance
• Desk phones and equipment
support
• Cabling & Equipment for
phones and other lines
• Citywide Print & copy
services (including signs,
banners, etc., for
departments and public
communication efforts)
• Business cards
• Equipment management
• Citywide technology
platform costs including
licenses, renewals and
support
• Oracle
• Microsoft
• Software Contracts &
Licensing
• Hardware Maintenance
ITD St ra t e g ic P la n
Challenges/Findings
Legacy Infrastructure
Security Vulnerabilities
Budget & Funding
Instability/Turnover/Pandemic
Lack of updated standards &
processes
“Fire Fighting/Keep the
Lights On” Operating Mode
Core Goals
Reliable & Resilient
Infrastructure
Excellent IT Department
Resource Maximization
Organizational Alignment
Cybersecurity Maturity
Innovation
2025 Priorities
Data Center Modernization &
Infrastructure Upgrades
Oracle Cloud Integrations &
Improvements
Public Safety Upgrades & OPD
RMS
Continued Cybersecurity
Improvements & Policies
CPUC Broadband Infrastructure
Project
RISK: Current Staff Over-
stretched; Budget

LEARN MORE
h t t p s://OAKLANDCA.GOV/DEP ARTMENT

S/INFO RMATIO N -TECHNOLOGY
Th e P u b lic Et h ic s
Co m m issio n :

Bu ild in g P u b lic Tru st
T hrough Good
G ov ernance
Nicolas Heidorn, Executive Director
J e la n i Killin g s , Eth ic s An a lys t
Publ i c Ethi cs Commi ssi on

P EC Missio n a n d Ro le
• Created by the voters in 1996
• Administer and enforce the City’s campaign finance,
ethics, lobbying, and transparency laws.
• Mission:
• “Promote fairness, openness, honesty, and
integrity in City government ”
• “Promote a more inclusive, representative,
and accountable democracy in Oakland ”

PEC Structure
• Established in City Charter as an
independent agency of the City
• Governed by a 7 -member board
of Oakland residents appointed
by the Mayor, City Attorney, City
Auditor, and Commission
• Staff of 8 FTE, led by Executive
Director

PEC Structure
Nicolas Heidorn
Executive Director

ENFORCEMENT
Enforcement Chief: VACANT

EDUCATION & OUTREACH
Lead Analyst: Jelani Killings

REGULATORY PROGRAM
& PUBLIC FINANCING
Program Manager: Suzanne Doran
ADMIN
Maj or L aws the PE C A dmi ni sters/
En force s:
• Oakland Government Ethics Act (GEA)
• Oakland Campaign Reform Act (OCRA)
• Lobbyist Registration Act (LRA)
• Oakland Sunshine Ordinance
• Limited Public Financing Act (LPFA) and Oakland Fair Elections Act (OFEA).

Key Services:
• Filing officer for
campaign finance,
lobbying, and
“behested payment”
reports
• Filer assistance
• Compliance review
Core Servi ce:

Re g u la t o ry Assist a n c e & Co m p lia n c e
Core Servi ce:

Ed u c a t io n & P re ve n t io n
Key Services:
• Conduct regular
compliance trainings
• Publish guides and
advisories
• Provide individualized
advice
• Mediate records disputes

Core Servi ce:

Deterrence & Enf orcement
Key Services:
• Investigate and
prosecute violations of
City ethics laws
• Impose administrative
fines

Core Servi ce:

Ad m in ist e r P u b lic Fin a n c in g
Key Services:
• Established in 2001 to
reduce the influence of
large contributors & help
candidates communicate
with voters
• Reimburses eligible
candidate expenditures
for Council District Office

CAMPAIGN

FINANCE
Oakland
Campaign
Reform Act
Fair
Elections Act

TRANSPARENCY
Sunshine
Ordinance
Lobbyist
Registration
Act
ETHICS
Government
Ethics Act
Conflict of
Interest
Code (Form
700)
Who We Serv e
• City employees, elected
officials,
board/commission
members, consultants
required to file Form 700
• Candidates, treasurers,
and campaign committees
• Registered lobbyists
• The public
I ntersecti onal i ty wi th
other Departm ents
• City Clerk  Form 700 filing
compliance
• Department of Human Resources
Management  Ethics training
compliance
• Mayor’s Office  Boards and
Commissions
• Implementation of Democracy Dollars
will lead to even greater cross-
department collaboration
Agency Priority:

Reduce Enf orcement Backl og
• From 2014- 15 to 2022 -23, the PEC’s caseload has doubled, but Enforcement staffing has remained at 2 FTE
• The PEC currently has a backlog of 141 open complaints (110 non- Form 700) to only 1 investigator
 For comparison, the PEC has 4x the caseload -to -staff ratio of peer jurisdictions like San Francisco
• The PEC needs a minimum of 3 Investigators and 1 Staff Attorney to keep pace with its caseload.

Agency Priority:

Measure W I mpl ementati on
• Passed by 74% of voters in 2022 to prevent
corruption and address deep race and class
inequities in Oakland’s democracy
• Requires the PEC to implement the
Democracy Dollars Program:
• Each eligible resident receives 4x $25
vouchers to contribute to local candidates
• Implementation was postponed for 2024

How to Reach the PEC
Phone: (510)238-3593
Email: [email protected]

Important Ethics Resources
for Elected Officials and Staff
• PEC Ethics Resource Binder: provides elected officials with an ethics checklist, fact sheets, FAQ, and additional resources to assist with compliance of ethics and transparency laws.
oakl andca. gov /documents/pec -e t h ic s-overview -for -el ected -o ffic ia ls • Advice and Assistance Line: Contact City staff with any questions related to City campaign finance, ethics, or transparency laws. • Phone: (510)238-3593
• Email: [email protected]
PEC 1st 30
Days Ethics
Checklist for
Elected
Officials
Step Action
1 Watch the Public Ethics Commission’s Introduction to the Oakland Government Ethics Act Video.
https://youtu.be/0ipbGlRVeXM
2 File Form 700 – Statement of Economic Interests
Contact the City Clerk’s office to set up an electronic filing account. 3 Take the state’s online AB1234 Ethics Training for local officials.

Must be completed every two years
4 Take the Public Ethics Commission’s online Government Ethics Training for Form 700 Filers on the City’s NEOGOV LEARN platform.

Must be completed every two years
5 Take the Public Ethics Commission’s online Ticket Distribution Policy Training on the City’s NEOGOV LEARN platform.
6 Review the PEC’s ethics resource binder and included policies with your staff. 7 Ask the Public Ethics Commission for advice or assistance upon need.

Email: [email protected]
Phone: (510) 238-3593
Advancing
Racial Equity
Darlene Flynn, Director
Department of Race & Equity (DRE)
De p a rt m e n t Missio n
City of Oakland Municipal code 2.29.170.1 - “the City of Oakland will intentionally integrate, on a Citywide basis, the principle of "fair and just" in all the City does in order to achieve equitable opportunities for all people and communities.

Vision:

To maintain Oakland’s diversity and create a city where racial disparities have been eliminated, and racial equity has been achieved.

Strategic Goals:
• Identify and eliminate systemic causes of racial disparities in City Government. • Promote inclusion and full participation for all residents of the City. • Reduce race-based disparities in our communities.

Eq-ui-ty (ek-wi-tee), noun
• Just and fair inclusion, explicitly including
those from whom justice has been withheld.
• An equitable society is one in which all can participate and prosper. • Change conditions to allow all to reach their full potential. • Identify and remove barriers to opportunity and eliminate aspects of systems that do harm to communities impacted by racial disparities.

Priority –
Advancing Racial Equity
in Oakland Communities

DRE Organization Advancing Equity
Amy Ferguson-Yep – Program Analyst, Jacque Larrainzar – Program Analyst, Ayanna Allen – Executive Assistant , Darlene Flynn – Director Director
Program
Analyst III
Executive
Assistant
Program
Analyst III
Data Analyst III
(Frozen)
Department Core Servi ces
• Increasing awareness of racial inequity, how it operates in institutions and the harm it does • Mobilizing staff to support and initiate action for furthering a shared vision of racial equity • Developing strategic plans and tools and resources for advancing racial equity goals • Training staff and leadership to use pro-equity tools to change structures, policies, practices and procedures to advance equity in Oakland communities. • Identifying baselines, targets/benchmarks and tracking approaches and processes for department program level outcomes and report accomplishments. • Ongoing equity technical assistance to major projects of the City as needed.

Equi ty i s the Best Model – the
Whol e Com m uni ty Benefi ts
Removing Barriers Delivers the Curb Cut Effect:
• Everyone benefits in a society experiencing the “Curb-Cut Effect” • Curb cuts were designed in response to advocacy of people using wheelchairs • Benefits reach far beyond; those pulling suitcases on wheels, pushing babies and young children in strollers, bikers, workers with large racks making deliveries, and many others
• Investment in one group can and does cascade out and up, contributing to the well- being of the entire community
Equi ty i s the Best Model –
the Whol e Com m uni ty Benefi ts
Equity is Good for the Bottom Line -Unaddressed Impacts of Systemic Racism Continue to do Immeasurable Harm – “Black Californians are
overrepresented in the state's homeless population,
making up 26% of the homeless population despite
only representing 6% of the state's total population”.
(Benioff Homelessness & Housing Initiative)
“On a national level, numerous studies have
attempted to quantify the economic impact
of racial equity: one study found that U.S. GDP
would gain $2.1 trillion annually by closing
racial gaps in income;1 another found that
racial gaps in income, homeownership,
education, and entrepreneurship have cost
the U.S. economy $16 trillion over the past
20 years.”
(Bay Area Council Economic Institute)

“If you want something to change, you have to change something “ – Jim Rohn Challenge: Meaningful Change is a Long
Game, Lives Hang in the Balance
Theory of Change ~ for City-wide consistency
• Make compelling case for racial equity
• Prepare advocates and leadership to advance equity
• Build infrastructure and political will to support the change • Apply new skills/tools (Racial Equity Impact Analysis) • Action focused on changes to policies, procedures and practices • Measure progress and recognize accomplishments

Building Skills and Infrastructure for Change
Department Equity Teams
Training

Equity Work Products
(Including the Equitable Paving Plan)

The CIP prioritizes capital needs based on Oakland’s values Citywide Capital Prioritization Factors
Mayor and Council
Priorities
General Plan and
Specific Plans
Departmental
Strategic Plans
Measure KK
Guiding Principles
Other Council
Adopted Plans
Asset Specific Sub-Factors +
Performance Metrics
Public Input
Shared Values
Lead Departments – Transportation and Public Works
Equity: Investment in Underserved Oakland (16 pts.)
Improvement
(8 pts.)
Health & Safety
(16 pts.)
Existing Conditions
(13 pts.)
Economy
(13 pts.)
Shovel Ready
(5 pts.)
Environment
(11 pts.)
Collaboration
(8 pts.)
Required Work
(10 pts.)
Equity is also considered by identifying projects that address disparities within the Heath/Safety, Economy, Environment, Improvement and Collaboration Factors The public was engaged in developing CIP prioritization factors weighting system PUBLIC
REQUESTS FY19-21
14 15
Example #1:

Black Cultural Zone Signage/
E. Oakland Neighborhood Bike Routes
DOT Example #2:

EONI Transportation Improvements
PUBLIC
REQUESTS FY21-23

LEARN MORE
About the Department of Race and Equity, Related Reports, News and Resources for Advancing Race and Equity, etc., as well as our contact information.
oakl andca. gov/departm ents/race -and -e q u it y