Oa kla n d P o lic e
Department
Chief of Police Floyd Mitchell
De p a rt m e n t Missio n
The Oakland Police Department’s mission is to provide police service focused on public safety and the sanctity of life, to hold ourselves accountable to a high standard of conduct, efficiency, and efficacy, and to promote mutual respect between the Department and the Communities of Oakland.
Who we Serve
• Our residents
• Our businesses
• Our visitors
• Our City partners
• Our community
I ntersecti onal i ty wi th
other Departm ents
• Department of Violence Prevention
• Oakland Fire Department and MACRO
• Department of Public Works
• Oakland Department of Transportation
• Encampment Management
OPD Budget Sources
Oakland Police Department Staffing
OPD’s Top Priorities
#1 Reducing Crime to Improve Public Safety
Ceasefire Strategy
OPD has increased its partnership with the Department of Violence Prevention on violence prevention initiatives. OPD has increased the number and frequency of Ceasefire call ins.
There has been a reduction in violent crime, in particular homicides and shootings.
Partnership with DVP
OPD continues to partner with DVP on Ceasefire direct
communication and homicide triangle response.
OPD Victim Services works closely in conjunction with DVP to ensure victims are connected with resources and services.
OPD has collaborated with DVP on system partner and violence interrupter trainings.
OPD and DVP continue to coordinate efforts to respond to school violence; however, there are some challenges around school response when law enforcement is needed.
OPD 2024 Crim e Stats
OPD’s Top Priorities
#2 Improve Community Engagement and Strengthen
Community Trust
OPD has expanded de-escalation training and offered de-escalation training to Community members.
OPD continues to host community events that encourage participation by both residents and OPD employees including block clean ups, and ‘Trunk or Treat’ for Halloween.
OPD Challenges
Prevalent Violent and Property Crime
Inadequate Staffing Levels (Recruiting, Retention, Officer Morale) Reliance on Overtime to cover mandated Police Activities Aging Fleet and Technology used to fight crime
OPD Communications Division (Dispatch) has improved its 9-11 call answering times.
Who to Contact?
For questions regarding this presentation:
For questions regarding the content of this this presentation, please contact Chief Floyd Mitchell at
Fmitchell
@oaklandca.gov and Assistant Chief James Beere at
[email protected].
For questions direct constituent concerns to Sergeant Mario Fajardo, Chief of Staff at [email protected]
Newly Elected
City Council
Member Briefing
Damon Covington
Fire Chief
Oakland Fire Department
Oakland Fire Department
Mission Statement
The proud members of the Oakland Fire Department are committed to providing the highest quality and highest level of courteous and responsive service to the citizens of Oakland.
This is accomplished by implementing comprehensive strategies and training in fire prevention, fire suppression, emergency medical services, all risk mitigation, emergency preparedness, 911 services and community -based fire services.
Oakland Fire Department
• Office of the Fire Chief
• Fiscal & Administrative Services Division
• Field Operations Division
• Medical Services Division
• Emergency Management Services Division
• Fire Prevention Bureau
• Support Services Division
Fire Department Priorities
• Complete a Standards of Coverage Analysis and a Five- Year Strategic Plan
• Establish an Emergency Operations Plan (EOP)/Continuity of Operations Plans (COOPs)
• Upgrade the Emergency Operations Center to provide
integration with 21st Century technology and ensure
resiliency and sustainability through all -hazards incidents • Enhance and expand access to behavioral health services for members
Fire Department Priorities
• Develop Annual Training, Exercises and Drills to Ensure Safety of Community and OFD Members (CERT / CORE)
• Complete 100% of annual State Mandated Inspections
• Ensure 100% compliance in annual Vegetation Management Inspections
• Continue to recruit and hire diverse Firefighter candidates • Support ongoing implementation of the Encampment
Management Policy
• Continue renovations of Fire Stations in line with Capital Improvement Plan
Office of the
Fire Chief
Responsible for all activities involving
the planning, developing, response
and implementation of the policies
and programs required for fire
emergency response and community
risk reduction strategies for the
community of the City of Oakland,
including administration,
suppression, emergency medical
services, fire prevention and
education, and all associated
operational requirements.
Field
Operations
Division
The Field Operations Bureau is responsible
for emergency medical response, fire
suppression, mitigation of disasters and
rescue activities. The Field Operations
Bureau is the Department’s largest division
employing 12 Battalion Chiefs and over 430
suppression personnel. The Field
Operations Bureau handles over 77,000
emergency incidents a year, which includes
fire, rescue, medical aid and other calls for
service.
Field Operations Division
• There are three (3) Battalions made up of about 11 Companies – either Engine or Truck Companies.
• Staffing for each Engine is four (4) personnel – a Company Officer (Lieutenant or Captain), an Engineer, a Paramedic Firefighter, and an EMT Firefighter.
• Staffing for three (3) downtown Trucks is five (5) personnel – a Company Officer, and four (4) Firefighters. Staffing for the other four (4) trucks is four (4) personnel.
• Personnel are stationed in 25 fire stations throughout Oakland and work a 48/96 schedule (48 hrs. on, 96 hrs. off).
Field Operations Division
• Over 400 Sworn members work within the Field
Operations Bureau. The daily minimum staffing on
Emergency Apparatus (BCs, Engines, and Trucks) is
137.
• Staffing includes 24 Engines, seven (7) Aerial Ladder Trucks, and six (6) Airport Rescue Firefighting (ARFF)
apparatuses for Fire and Emergency Medical
responses.
• Members also provide cross -staffing for Hazardous
Materials response, Heavy Rescue response, Water
Rescue, Wildland Type 3 and Type 6 engines, and Trail
Rescue response.
Fire
Station
Locations
Field Operations Responses
• Field Operations personnel respond to over 77,000 calls annually.
• 2023 totals: 838 Confirmed Structure Fires, 1485 Vehicle Fires, 517 Vegetation Fires, 3548 Outside/ Homeless Fires, 1505 Haz Mat/ Gas Responses, 3686 Utility Calls, 22 ARFF/ BART Responses, 347 Heavy Rescue/ Extrication calls,
37436 Emergency Medical Calls, 3852 Commercial
Alarms, and 41 Mutual Aid responses.
Support Services
Division
The Support Services Division manages the
timely and cost-effective purchase,
acquisition, coordination, maintenance
and/or repair of Fire Department facilities,
fire apparatus, personal protective safety
gear, and tool and equipment. The Training
Center is responsible for annual
department-mandated, and entry-level
academy and probation training. In
addition, it oversees the Operations of the
Fire Dispatch Center which provides
dispatch service support for emergency
calls and non-emergency calls throughout
the City. Coordinates with ITD, OPD and the
Alameda County Regional Emergency
Communication Center (ACRECC) to
implement and maintain the City’s
Integrated Public Safety System (IPSS).
Support Services Division
Priorities
• Procure new apparatus in accordance with the
replacement plan
• Purchase and Build a new Fire Station 4
• Begin construction of a new Fire Station 29
• Effectively utilize mental health provider contracts
for member treatment
• Formalize strategies consistently meet Capital
Improvement planning goals
• Provide world -class training for all OFD members
Fiscal & Administrative
Services Division
The Fiscal and Administrative Services
Division manages entry level and
promotional recruitments, performance
management, worker’s compensation,
labor relations; provides training in labor
law and practices to supervisory and
executive-level staff; provides fiscal
administration and analysis, payroll and
benefits services.
Fiscal & Administrative
Services Division
Made up of three functional areas, supporting the Fire
Department’s core Public Safety functions:
• Human Resources
• Process personnel- related matters and maintains personnel files
• Divided into Personnel Administration, Employee Relations, Hiring and Recruiting, Workers’ Compensation, and Medical • Works hand in hand with the
Human Resources Management Department (HRMD),
Employee Relations and Risk Management Divisions
Fiscal & Administrative
Services Division
• Fiscal Services
• Provides accounting, accounts payable, accounts
receivable, audits, budget development, contracting and purchasing, financial reporting, and grant services,
reimbursements, and general ledger adjustments
• Works hand in hand with the Finance Department
• Payroll
• Responsible for daily processing of all payroll- related matters and maintains payroll files
Emergency Management
Services Division
The Emergency Management Services
Division (EMSD) of the Oakland Fire
Department is dedicated to creating a
safer and more resilient Oakland. By
fostering strong partnerships, enhancing
core capabilities, and promoting a
culture of preparedness, we ensure the
city can effectively respond to, recover
from, and mitigate hazards that impact
our community. Through comprehensive
training, exercises, and plan evaluations,
we identify vulnerabilities, build
resilience, and continuously improve our
preparedness across all phases of
emergency management.
Emergency Management
Services Division
We build community resilience through preparedness,
mitigation, response, and recovery to all- hazards
Goals:
• Mitigate barriers to resilience to achieve equitable
outcomes for Oakland residents
• Bolster comprehensive all- hazards emergency response plans and procedures
• Strengthen capacity and capability to respond to and
recover
Emergency Management
Services Division
• Spearheads coordination with local, state, and federal disaster preparedness and response agencies.
• Develops mitigation, response, and recovery plans in coordination with the whole community.
• Manages Oakland's Emergency Operations Center (EOC).
• Develops annual training and exercise plan to build City staff's and residents' capacity and capability to respond and recover from disasters
• Manages the Communities of Oakland Respond to Emergencies (CORE) program and collaborates with community -based
organizations on disaster preparedness and response.
Emergency Management
Services Division Successes
• Activated warming/cooling centers, and overnight shelters with City Staff, trained volunteers, and non- profit community partners.
• 2024 Development and Delivery Statistics:
• 2 full- scale exercises, 6 tabletop exercises
• 6 Emergency Operations Center Trainings
• 10 CERT training events
• 18 Personnel Emergency Preparedness Training Events
• 2 Emergency Respite Center Series trainings
• Trained 352 City staff and 679 members of the public
Fire Prevention
Bureau
The Fire Prevention Bureau (FPB) provides
overall fire code regulatory compliance
functions for the City of Oakland. The FPB
serves to directly benefit the health and
life safety well-being of the entire
community, through comprehensive fire
protection engineering review and
approval of new construction and tenant
improvement plans, for fire and life safety
comportment, and through
comprehensive inspection and
enforcement of the CA Fire Code. Annual
inspection programs include State-
mandated and operational permit
inspections conducted by FPB code
inspectors, with non-permitted and multi-
unit residential inspections performed by
engine company personnel.
Fire Prevention Bureau
Inspection Program
Commercial, Residential, Life Safety and State-Mandated • Conduct fire safety inspections of apartment buildings and retail businesses.
• Inspect cannabis operations for Fire Code violations and investigates non -permitted operations.
• Review building plans, plans for tenant improvements and new construction.
• Conduct state -mandated inspections of buildings used for public assemblies, educational purposes, institutional facilities, multi- family residential dwellings, and high -rise structures.
Fire Prevention Bureau
Vegetation Management
• The Oakland hills fall within High or Very High Fire Hazard Severity Zones (VHFHSZ), as designated by the California Department of Forestry and Fire Protection. Vegetation must be actively managed to reduce the threat and devastating effects of future wildfires.
• Vegetation Management (VM) Inspectors, along with Engine companies, are responsible for inspecting the over 25,000 properties (homes and vacant parcels) in the Oakland hills.
• The VM Unit strives to identify and mitigate hazards that could contribute to the spread, growth, and intensity of wildfire. • Inspections are done annually, and property owners are required to actively maintain their parcels in a fire -safe condition year- round.
Medical Services
Division
The Medical Services Division (MSD) is
responsible for providing Fire Department
personnel and MACRO responders with
continuing education and training which
meets the state-mandated minimum
requirements for Emergency Medical
Technicians (EMT) and Paramedics (EMT-P).
Fire personnel serves as first responders to
emergency calls that may require basic and
advanced emergency care when
dispatched through the 911 system. We are
committed to providing the highest quality
medical care to the citizens and visitors of
Oakland through training, disaster
preparation, and managing the day-to-day
needs in a high-call volume EMS system.
Medical Services Division
• Provide the highest level of first responder medical care to the citizens and visitors of Oakland.
• Adhere to the policies and procedures of our Local EMS Agency (LEMSA), Alameda County and California State
Emergency Medical Services.
• Provide written guidelines and procedures related to the operation of first responder fire personnel, EMT and
Paramedics.
• Provide continuing education, course requirements and skills testing to maintain license and certificates for Paramedic and EMT credentials.
Medical Services Division
• Provide adequate medical equipment and supplies for all fire companies.
• Establishe procedures for patient care reporting for all patient contacts for legal documentation and quality
assurance/quality improvement purposes.
• Provide Designated Infection Control Officer (DICO) duties for reporting exposures to suspected or actual
communicable diseases, which has been a critical role
during the COVID- 19 pandemic.
Mobile Assistance
Responders of Oakland
(MACRO)
• The MACRO Program is an alternative response program in the Oakland Fire Department (OFD) for non -emergency,
"quality of life" calls for service.
• The purpose of MACRO is to meet the needs of
the community with a compassionate care first response
model grounded in empathy, service and community.
• 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.
MACRO Continued
• MACRO teams respond to non -emergency, non -violent calls for service
• MACRO units do not respond inside homes or dwelligs . • Hours of Operation: 7 days a week [6:30 am - 8:30 pm] • How to Request a MACRO Response
• Phone: (510) 44 MACRO | (510) 446 -2276
• E-mail: [email protected]
MACRO Output Data
MACRO Lifetime
Output
• 5800+ Dispatched
Responses
• 22,000+ Total Incident
Responses
• 910+ Days -In -Service
Oakland Fire
Department
LEARN MORE
For questions regarding the content of this presentation, please contact: Fire Chief Damon Covington at [email protected] For questions or direct concerns to Michael Hunt
at [email protected]
OAKLANDCA.GOV/DEPARTMENTS/FIRE
Departm ent
Of Vio le n c e
Preventi on
Dr. Holly Joshi
Chief of Violence Prevention
Jenny Linchey
Deputy Chief
De p a rt m e n t Missio n
The Department of Violence Prevention (DVP) is charged with reducing group violence, intimate partner violence, and commercial sexual exploitation in Oakland. To do this, the DVP invests in immediate crisis response services and near-term interventions that stabilize victims and prevent additional violence, as well as longer-term, intensive support services for individuals caught in cycles of violence.
De p a rt m e n t a l Go a ls
1.Reduce Homicides and Shootings.
2. Reduce Gender Based Violence and Commercial
Sexual Exploitation.
3. Reduce levels of trauma associated with violence.
Who We Serve
The Department of Violence Prevention (DVP) works directly with individuals, peer groups, families, communities of victims, potential victims, and perpetrators of multiple forms of violence, including gun- related, group/gang -related, intimate partner violence, and commercial sexual exploitation.
I ntersecti ons wi th
other Departments
• Oakland Police Department
• OFCY
• Workforce Development
• Public Works
• Oakland Parks and Recs
Our W ork: Ecosystem
CBO Supports
•Direct Grants
•Training/Capacity Building
•Convening
Our Work: Internal
Direct Services Team
• Violence Interrupters
• Life Coaches
• Gender Based Violence Specialists
T heory of C hange
The Department of Violence Prevention seeks to create a safer community by preventing group and gun violence. We believe that identifying and engaging with the people at the highest risk is the most effective intervention strategy.
To this end, we relentlessly pursue those driving gun violence in an effort to build deep supportive relationships, provide intensive services, and inspire the behavioral changes needed to prevent further victimization, engagement in violence, and incarceration
Ceasef i re- Life lin e St ra t e g y
•Focused Deterrence
•Evidence-based
•Data-driven
•Cross-sector collaboration
•Centers those at the very highest risk
Population
Focus
400K
Oakland’s Population
20K
Criminal Justice Population
350
Very High-Risk Population
CPSC, 2024
I nterventi on:
Life Coaching Model: DVP serves the highest risk clients through an intensive program model.
•Life coaches maintain a caseload between 8-10
•Daily contact w/ clients
•In person meeting w/ clients at least 2x per week
•At least 12 months on caseload
I nterventi on:
Violence interrupters: DVP VIs focus on relentless pursuit of the highest risk individuals.
•VIs are focused on proactive conflict mediation to prevent retaliatory violence
•And relentless pursuit of individuals at the highest risk for gun violence Expected Outcom es
• Reduced affiliation with street groups
•Reduced perpetration of gun violence
•Reduced victimization
•Reduced recidivism
Violent crime is reduced
Ne xt St e p s/ P rio rit ie s
1. Scale Ceasefire-Lifeline
2. Expand Capacity to Prevent/Reduce CSE
3. Create a Peace Academy
Who to Contact?
For questions regarding this presentation:
Hj oshi @oakl andca. gov
Jl i nchey @oakl andca. gov
Office of
the In s p e c t o r
General
Zurvohn A. Maloof
Inspe ctor Ge ne ral
Zurvohn A. Maloof, Inspector General
[email protected]
510-238-2916 (O)
510-919-2280 (C)
Charlotte Jones, Deputy Inspector General
[email protected]
O IG Ke y St a ff
Mi ssi on Statem ent
The Office of the Inspector General is an independent, non -partisan oversight agency that will assist with increasing community trust and ensuring accountability in the Oakland Police Department . In its administration of duties, the Office of the Inspector General will implement a fair, thorough, and autonomous system of civilian oversight of law enforcement. This is accomplished by conducting detailed, objective, and timely audits, reviews, inspections and evaluations of the Oakland Police Department and the Community Police Review Agency, to ensure compliance with laws and policies .
The Office of the Inspector General will drive best practices by recommending improvements to policies and trainings as well as engaging in collaborative initiatives that promote systemic advancements .
1) The OIG shall audit and monitor OPD
compliance with their policies and
procedures, as well as their compliance
with tasks of the Negotiated Settlement
Agreement
2) The OIG may review claims, lawsuits,
settlements, complaints, and
investigations, by, against, or involving the
Oakland Police Department and the
Community Police Review Agency
3) Attend community engagement events.
Facilitate community conversations
surrounding independent civilian oversight
of the Oakland Police Department
4) Make recommendations to the Oakland
Police Commission, City Council or other
stakeholders based on audits, reviews,
evaluations and inspections
Independent Civilian
Oversight of the
Oakland Police
Department
Core Servi ces
The OI G serves:
•Oakland Residents : Ensuring that the OPD operates transparently and accountably to maintain public trust.
•OPD Officers and Staff: Providing oversight and recommendations to improve policing practices and policies.
•Community Organizations : Engaging with various community groups to gather feedback and address concerns related to police practices. •City Officials and Stakeholders : Collaborating with city officials, including the Commision and other Bay Area Police Auditors.
By serving these groups, the OIG aims to foster a safer, more just, and transparent environment for everyone in Oakland.
OFFICE OF INSPECTOR GENERAL
ORGANIZATIONAL CHART
INSPECTOR GENERAL AUDITOR
(FROZEN)
ADMINISTRATIVE ANALYST
OMAR RASCON
DEPUTY INSPECTOR GENERAL
CHARLOTTE JONES
CHIEF OF AUDITS
AND EVALUATIONS
(FROZEN)
POLICY ANALYST
JOSEPH MICALLEF
INSPECTOR GENERAL AUDITOR
(FROZEN)
DIRECTOR OF COMMUNICATIONS
AND ENGAGEMENT
MONICA PELAYO LOCK
INSPECTOR GENERAL AUDITOR
(FROZEN)
INSPECTOR GENERAL
ZURVOHN A. MALOOF
To p P rio rit ie s
1. To conduct audits, inspections, and evaluations of OPD policies and procedures.
2. To audit OPD’s compliance with the NSA tasks.
3. To conduct audits, inspections, and evaluations of CPRA’s compliance with their own policies and procedures.
4. To conduct policy analysis to provide recommendations.
5. Community engagement.
Problem Statement:
Lack of funding to conduct planned audits as described in legislation and the Audit Work Plan.
Background:
Under Oakland Ordinance §2.45.100 and City Charter §604(f)(5), the OIG is mandated by law to conduct audits, evaluations, and inspections of OPD’s policies and procedures. Importantly, the OIG is also required by law to audit OPD’s compliance with the Negotiated Settlement Agreement (NSA). Voter-approved City Charter measures such as Measure LL and Measure S1 mandates the OIG to maintain specific minimum staffing levels to fulfill their responsibilities.
To p P rio rit ie s c o n t in u e d
Challenges:
Prior to my arrival, all vacant positions were frozen. As you know, the city has decided to extend those frozen positions. As a result, there are currently no auditors at the OIG to conduct the required audits, evaluations, or inspections and the recent reduction in the OIG budget does not allow for contracting with an audit firm to conduct performance audits, which are the legislative requirements of the office. Other challenges are that CPRA does not have formalized policies and procedures for the OIG to audit; the OIG has one person in the capacity to conduct policy analysis, but we need additional staff in that area; and with our staffing shortage, opportunity for community engagement is limited.
To p P rio rit ie s c o n t in u e d
Successes:
• In November 2024, a new IG was appointed.
• In December 2024, the Enabling ordnance, brought forward to the City Council, will allow for more OIG autonomy.
• The OIG submitted a carryforward justification memo requesting funding for planned audits and subsequently submitted an appeals memo for the funding.
• The OIG was able to save current positions by working with the Commission for additional funding.
• Initiated a collaboration with Ethics and the City Auditor on community outreach.
• Contributed to the Commission's strategic planning process by sharing ideas and insights about their future work.
• Participated in a Bay Area Oversight
Regional Collaborative Discussion.
Learn More
City of Oakland
Office of the Inspector
General
**All Social Platforms continue to be a work in progress General Email: [email protected]
Website: https://www.oaklandca.gov/departments/inspector-general
C o mmuni t y
P o lic e Re vie w
Ag e n cy
Mac Muir, Executive Director
R oger Smi th, Chi ef of Speci al
In ve s tig a tio n s a n d Tra in in g
De p a rt m e n t Missio n
• Civilian -run, community -centered police oversight
agency;
• Investigates allegations of Oakland Police Department (OPD) misconduct;
• Mission is to achieve fairness, impartiality, and
timeliness in its investigations, and;
• Strengthen police accountability, and to ensure
constitutional policing that respects the civil rights of persons in the Oakland community.
Who i s serv ed by C PR A
• People of Oakland
• Vulnerable Communities
• Oakland Police Commission
• Oakland Police Department
Connectivity with
other Departments
• 65 Sustained Findings in
FY 2023- 24
• Mediation Program in
Progress
• IAB to CPRA Transition
Pending
•Director Reports to Police
Commission
•Police Commission May Fire
Chief for Cause
•Unique Concurrence Process
•Significant Access to
Documents
•Independent Counsel
•Impact on Discipline and
Policy
Annual Report link here
Who to Contact?
For questions regarding this presentation contact:
Roger Smith, Chief of Special Investigations and Training [email protected]
https://www.oaklandca.gov/departments/commun
ity-police-review-agency