Department of Workplace
and Employment Standards
(DWES)
Emylene Aspilla, Director
Department of Workplace and
Employment Standards
Department Mission
The Department of Workplace and Employment Standards
(DWES) strives to advance equity and the social and economic well -being of City of Oakland residents, workers, and
businesses by:
• Enforcing the City’s laws that protect low- wage workers from wage- theft and inhumane working conditions.
• Maximizing the impact of the City’s procurement dollars by enforcing the City’s laws and policies that provide workers and small and local businesses with equitable access to quality jobs and City contracts.
DWES serves workers, business owners, and
City Departments
DWES was created July 1, 2020 ( Chapter 2.44 OMC )
Labor Standards
• Educate workers and employers on Oakland’s labor laws. • Enforce laws promoting access to/participation in quality jobs.
Business Inclusion
• Ensure equitable access to the City’s contracting
opportunities.
• Enforce laws and policies to maximize participation of local and small businesses
.
DWES collaborates with Contract Administration
to serve City Departments
Planning
and
Outreach
Competitive
Process
Contract
Award
Execution
of Scope
Close-out
DWES
Advise and
strategize on
procurement &
contracting
structure
Include
Business
Inclusion
Requirements
• Bid Discounts
• Preference
Points
Evaluate
Responsiveness
and Compliance
with Business
Inclusion and Labor
Standards
Monitor
compliance
for through
the life of the
agreement
• Exit Affidavit
• Determine
any fees
and/or
penalties
• Union Notice
• Process and
Publish
solicitations
• Mandatory
Advertising
• Facilitate
bid/proposal
review and
award.
• Coordinate
contract
execution
Notice-to-
Proceed
• Release
Encumbrance
Finance
and OPW
SF Metro area workers lost
an average of $4,300 to
wage theft.
Nearly 14% of workers
were paid below the area
minimum wage.
Source: Daniel J. Galvin, Jake Barnes, Janice Fine, and Jenn Round, “Wage Theft in California: Minimum Wage Violations, 2014-2023,” Rutgers University Report, May 2024, https://smlr.rutgers.edu/sites/default/files/Documents/Centers/WJL/California_MinimumWage_Study_May2024.pdf DWES addresses the problem of wage theft
Oakland’s vulnerable populations
include: Hispanic, Black, Asian,
Multi-racial, Immigrants, and older
workers who cannot afford to fully
retire.
Workers are employed in sectors
with high rates of violations,
including security, retail, food
service, travel, and hospitality.
Oakland has large populations of workers
vulnerable to wage theft
29%
21%
15%
6%
27%
0% 10% 20% 30% 40%
Hispanic or Latinx
Black (Not Hispanic)
Asian (Not Hispanic)
Two or More Races
Immigrant
Oakland Percent of Population in Groups
Vulnerable to Wage Theft
Source: U.S. Census Bureau, American Community Survey, 5-year estimates, 2019-2023, Oakland, CA, https://www.census.gov/acs/www/data/data-tables-and-tools/data- profiles/2023/
DWES addresses equity in contracting
57%
24%
5%
8%
38%
8%
29%
11%
0% 20% 40% 60%
White
Asian
Black or African American
Hispanic
Business Ownership by Race/Ethnicity: Firms
in Oakland vs. Certified as L/SLBE
Percent of Firms in Oakland
Percent of Firms Certified L/SLBE
Source: U.S. Census Bureau, Annual Business Survey 2017. City of Oakland, Dept. of Workplace Oakland applies a
geographic preference
to its diverse pool of
certified firms.
Low number of certified vendors contributes to
waivers
The geographic
preference is waived
when fewer than 3
firms are certified.
Oakland only has 364
(4%) of firms in
Oakland certified.
139
104
40 28
21 17
15 0 50 100 150
White (NH)
Black or African American (NH)
Hispanic
Asian (NH)
Multiracial
Some Other Race (NH)
Native HI and Pac. Islander (NH)
Oakland Certified Vendors by Race/Ethnicity
Source: City of Oakland, Dept. of Workplace and Employment Standards, Data as of Dec. 26, 2024.
History of City Contractor and Citywide Labor Laws
Measure FF
(2015)
Community
Workforce
Agreement
(CWA)
Resolution
(2018)
Equal
Benefits
Ordinance
(2001)
Small and Local
Business
Participation
(2011)
Prevailing Wage
(1978)
Living Wage (1998)
15% Apprenticeship (1999)
Measure Z
(2019)
Small and Local
Business
Participation
(2021, 2024)
DWES is not yet fully formed as a department
Before Measure Z,
2019 and Earlier Current State Future State
• Division of the City
Administrator’s Office
• Contract Administration
moved to Finance in June
2023
• DWES staff re-organized into
Divisions and Specialization
areas
• Implementation of additional
programmatic components
and changes in the laws
• New collaborative
partnerships
• Data tracking and
performance measures
• Equitable, efficient, customer-
centered processes
• Department staffing is aligned with
the type, quality, and competencies
needed to meet the needs of
Oakland’s diverse residents,
workers, and businesses
• Fully implemented laws and policies
• Robust data collection/performance
management
• Sufficient resources for direct
service, back-office administration
and operations, and policy
development
DWES Divisions and Units
Divisions Units
Labor
Standards
Citywide Standards
Enforces the City’s Minimum Wage Ordinance, Hotel Minimum Wage and Working Conditions Ordinance, and Worker Retention at Large-Scale Hospitality Business Ordinance
City Contractor Standards
Enforces the Local Employment Program, the 15% Apprenticeship Program, the Living Wage Ordinance, the Prevailing Wage Resolution, and the Equal Benefits Ordinance.
Business
Inclusion
Contract Compliance Unit
Enforces the City’s Local and Small Local Business Enterprise (L/SLBE) Program and the Disadvantaged Business Enterprise (DBE) Program for federally funded transportation related projects.
Business Certification and Engagement Unit
Engages in outreach and small business capacity building activities, including certifying businesses as local, small local, very small local, nonprofit local, non- profit small local, nonprofit very small local, Small Business Administration local business, and local business-locally produced goods enterprises.
DWES Organizational Chart
DIRECTOR
Assistant to
the Director
Deputy
Director
Administrative
Analyst I
1 Frozen
Executive
Assistant
Contract
Compliance
Supervisor
2 Compliance
Officers
Business
Certification and
Engagement
Unit
Contract
Compliance
Unit
Citywide
Standards Unit
City Contractor
Standards Unit
Business Inclusion Division Labor Standards Division
Compliance
Officer
1 Frozen
Management
Assistant 1 Frozen
Employment
Services
Supervisor
Interim
Senior
Compliance
Officer
Interim
Compliance
Officer
Senior
Compliance
Officer
Compliance
Officer
Management
Assistant
2 Frozen
Management
Assistants
4 Frozen
Compliance
Officers
1 Frozen
Administrative
Services Manager I
Business Inclusion/Labor Standards
Business Inclusion
Labor Standards
Performance
Measurement
Unit
1 Frozen in
“Add” Stage
Business
Analyst III
Interim
Assistant
Compliance
Officer
We collaborate with internal and external
partners to fill the gaps
Worker Community
• Centro Legal/Fair Labor
Oakland
Business Community
• National Association of
Minority Contractors
• Chambers of Commerce
Labor Community
• UNITE HERE
• Building Trades
• Carpenters
Academic/Policy
Development
• Rutgers Workplace Justice
Lab
City of Oakland
• City Attorney
• City departments:
business outreach
State/County
• CA Dept. of Industrial
Relations
• AC District Attorney
Budget balancing affected Labor Standards the most
$1,477
$561
$437
$441
$451
$102
$526
$897
$196
$303
$283
$269
$- $500 $1,000 $1,500 $2,000
City Contractor: Business Inclusion
City Contractor: Labor Standards
Citywide Labor Standards (FF)
Citywide Labor Standards (Z)
Labor Outreach Grantee
Administrative
Oakland Army Base
Thousands
DWES Projects: Personnel and Grantees
(14 filled positions, 10 frozen, 1 grantee )
Filled Frozen/Reduced
DWES Priorities
Department -wide Priorities
1. Improve service delivery by designing equitable, efficient, customer- centered processes
2. Align staffing with the type, quality, and competencies needed to meet the needs of Oakland’s diverse residents, workers, and businesses Service Area Priorities
3. Citywide Labor Standards: Close investigations
4. City Contractor Labor Standards: Implement the Local Employment Program
5. City Contractor Business Inclusion: Improve
representation of local and small businesses in city contracting Who to Contact?
For questions regarding this presentation or for services:
Email [email protected]
https://www.oaklandca.gov/departments/workplace-
employment-standards
A ppendi x : A ddi ti onal I nf ormati on about DWE S DWES Collaboration with Contract Administration
Planning and
Outreach
Competitive
Process
Contract
Award
Execution of
Scope
Close-out
DWES Advise and strategize
on procurement &
contracting structure:
• Scope: General or
Specific
• Value ($)
• Time (Duration)
• Bench of Suppliers
versus Single
Supplier
• Maximizing Small
Businesses
• L/SLBE Availability
• Getting the Word Out
(not just what is
required)
• Funding
• Scoring/Evaluation
Include Business
Inclusion
Requirements
• Bid Discounts
• Preference
Points
Evaluate
Responsiveness
and Compliance
with Business
Inclusion (L/SLBE
or DBE) and Labor
Standards (EBO
and Living Wage)
Monitor
compliance for
all Business
Inclusion and
Labor Standards
provisions
through the life
of the
agreement
• Exit Affidavit
• Determine any
fees and/or
penalties for
not meeting
requirements
Finance
and OPW
• Union Notice
• Process and
Publish
solicitations
• Mandatory
Advertising
Facilitate
bid/proposal
review and award,
and coordinate
contract
execution
Notice-to-
Proceed
Release
Encumbrance
Quick Glance: Required Agreement Provisions*
Type & Value
Labor Standards Business Inclusion
Equal
Benefits
Living
Wage
Prevailing
Wage
Local
Employment
15%
Apprenticeship
M&W
Hiring
L/SLBE
Program
L/SLBE
Outreach
MPSLB DBE
Grants
$25,000-$99,999
Yes
≥100,000 (12 month
period)
Yes
Goods & Services
$1,001-$24,999
Yes – may
apply to
maintenance
contracts
Yes
$25,000-$99,999
Yes Yes –
for
service
contracts
≥ $50,000 Yes
Professional Services
$25,000-$49,999
Yes Yes
Yes
≥ $50,000 Yes
*This is a simplified summary – please reach out to DWES and/or your assigned City Attorney to discuss the specific scope of work, value of the agreement, and the type of agreement/contractor to determine specific applicability of the various ordinances.
Quick Glance: Required Agreement Provisions*
Type & Value
Labor Standards Business Inclusion
Equal
Benefits
Living
Wage
Prevailing
Wage
Local
Employment
15%
Apprenticeship
M&W
Hiring
L/SLBE
Program
L/SLBE
Outreach
MPSLB DBE
Construction
$1,001-$10,000
Yes
(federal prevailing
wage applies at
$2000)
Yes Yes –
contracts
with
federal
funding$10,001-$14,999
Yes –
contracts
with
federal
funding
Yes
$15,000-$24,999
Yes
Yes
$25,000-$50,000
Yes Yes
Yes
$50,001-$99,999
Yes
Yes
$100,000-$249,999 Yes – if not
selected through
MPSLB
Yes –
including pre-
construction
related
services
≥ $250,001 Yes
*This is a simplified summary – please reach out to DWES and/or your assigned City Attorney to discuss the specific scope of work, value of the agreement, and the type of agreement/contractor to determine specific applicability of the various ordinances.
Labor Standards – Citywide Employers
Provision Applicability Reference Overview
Wages,
Benefits, &
Working
Conditions
City Minimum
Wage, Sick
Leave, and
Other
Employment
Standards
Citywide Chapter 5.92
• Employees working 2+ hours a week
• Effective 1/1/2025: $16.89
• 1 hour of sick leave for every 30 hours
worked
• Hospitality Employers that collect “service
charges” must pay these to employees who
rendered the service
Hotel Minimum
Wage and
Working
Conditions
Citywide Chapter 5.93
• Effective 1/1/25: $18.36 with benefits and
$24.48 without benefits
• Maximum of 4000 square feet of floorspace
cleaned in 8 hours
• Consent for working over 10 hours
• Panic buttons for housekeepers, room
servers, and other hotel employees working
alone in guest rooms or bathrooms
Worker
Retention at
Large-Scale
Hospitality
Businesses
Citywide Chapter 2.36
• Retaining employees for 120 days when
there is an Operator change
Labor Standards – City Contracts
Provision Applicability Reference Overview
Wages,
Benefits, &
Working
Conditions
Living Wage
Ordinance
City Contracts Chapter 2.28
• Effective 7/1/2024: $17.37 with benefits
and $19.95 without benefits
• 12 days off
State and
Federal
Prevailing
Wage
City Contracts
Resolution
No. 57103
C.M.S
Wages vary by trade and craft and
typically include hourly wages and
benefits that are determined/adjusted
locally by the State DIR and US DOL.
Equal Benefits
Ordinance
City Contracts Chapter 2.32
Benefits are offered equally to employees
with domestic partners and employees
with spouses
Labor Standards
Provision Applicability Reference Overview
Job Access &
Participation
Local
Employment
Program
City Contracts Part IV of the
Local
and Small Business
Enterprise Program
,
Resolution No. 69687
C.M.S., as amended
and codified by
Ordinance No. 12389
C.M.S., and as
subsequently
amended
Public works projects, craft by
craft:
• 50%
of work hours performed by
Oakland residents
• 50% of new hires are Oakland
residents
o First new hire must be an
Oakland resident
Labor Standards – City Contracts
Provision Applicability Reference Overview
Job Access &
Participation
Fifteen (15)
Percent
Apprenticeship
Program
City Contracts
Resolution No.
74762 C.M.S
.
• Utilizing apprentices at 15%
counts toward Local
Employment Program goals
Women and
Minority
Utilization
City Contracts
with Federal
Funding
3C00 Executive
Order Goals
• Nationwide goal of 6.9% for
female utilization
• 25.6% minority utilization for the
San Francisco-Oakland
Economic Area
Business Inclusion – City Contracts
Provision Applicability Reference Overview
Local and
Small
Business
Participation
Local and Small
Business
Enterprise
Program
City
Contracts
Local and Small Business
Enterprise Program
,
Resolution No. 69687
C.M.S., as amended and
codified by Ordinance
No. 12389 C.M.S., and as
subsequently amended
50% local business
participation requirement
• 25% for Local Business
Enterprises (LBE)/Local
Not for Profit Business
Enterprise (L/NFPBE)
• 25% for Small Local
Business Enterprises
(SLBE)/Small Local Not
for Profit Business
Enterprise (S/LNFPBE)
Business Inclusion – City Contracts
Provision Applicability Reference Overview
Disadvantaged
Business
Enterprise
Participation
Participation by
Disadvantaged
Business Enterprises
in Department of
Transportation
Financial Assistance
Programs
City Contracts
with Federal
Funding
CFR 49 Part
26 Levelling the playing field by
providing small businesses
owned and controlled by
socially and economically
disadvantaged individuals a fair
opportunity to compete for
federally funded transportation
contracts.
• Race and gender-neutral
measures and race-and
gender conscious measures,
when permitted
Ash le ig h K anat ,
Di rector
Econom i c and Workforce
Devel opment
Department V i si on and Mi ssi on
• Vision: Oakland's thriving economy provides equitable opportunities to live, work, learn and play in sustainable neighborhoods.
• Mission: To ensure that all communities in Oakland are healthy, stable, and thriving by creating economic opportunity for all Oaklanders and equitable conditions to build intergenerational wealth.
Who We Serv e
• Small and Large Businesses and Employers
• Entrepreneurs
• Real Estate and Property Partners
• Investors and Lenders
• Economic Development Organizations
• Oakland Workforce Development Board
• Education and Training Partners
• Arts, Culture and Creative Industries
Who We Work Wi th
• Mayor
• City Council
• CAO
• DVP
• DWES
• DOT
• Finance
• HCD
• OPRYD
• OPW
• OFD
• OPD
• PBD
• DRE
• Other Local and
Regional Agencies
Who We A re: E WD L eadershi p
Director
Ashleigh Kanat
PM III, Coliseum
Larry Gallegos
Assistant Director
Kelley Kahn
Real Estate Asset
Manager
Brendan Moriarty
Public Private
Development
Manager
Theresa Lopez
Executive Director,
Workforce
Sofia Navarro
Deputy Director,
Business
Development
Cristy Johnston Limon
Fiscal Admin
Manager
Kenton Mak
Cultural Affairs
Manager
Lex Leifheit (Interim)
Special Activity
Permitting Division
Kat Torio (ELDE)
24/25 E WD Budget and Staf f i ng L ev el s*
EWDD Division Budgeted
FTE
Filled
Positions
Vacant
Positions
FY 2024-25
Adopted Budget Funds
Administration 7 7 0 2,070,620 8
Business Development 8 7 1 4,624,989 5
Cultural Affairs 5 4 1 6,554,982 4
Public/Private Development 15.8 9 6.8 11,303,472 12
Real Estate 7 5 2 2,592,169 12
Special Activities 11 8 3 2,626,800 3
Workforce Development 5 5 0 5,469,680 4
Total 58.8 45 13.8 $35,242,712 22
* as of the AdoptedMidcycle 24/25 Budget; does not reflect attrition since 7/2/24, contingency budget reductions, or the CAO budget reduction actions affirmed by City Council 12/17/24 E WD Department R esponsi bi l i ti es
• Admin/Fiscal – support Department with budget and hiring requirements and processes; process contracts and vendor payments • Business Development – retain, sustain, attract businesses; identify and grow key sectors; increase private investment in Oakland • Workforce Development – staff the Oakland Workforce Development Board (OWDB); oversee workforce investments in the City; play a strategic role in job creation
• Cultural Affairs – manage the City’s cultural arts programming, including cultural grant -making and public art;
steward cultural assets
EW DD Re sp o n sib ilit ie s, c o n t .
• Public/Private Development – negotiate and implement real estate development on City land
• Real Estate Asset Management – oversee leasing, asset management, appraisal, acquisition, and disposition of City properties
• Special Activities – promote equitable ownership and employment opportunities within the cannabis industry; develop and implement the film incentive program; issue permits for special events and film production
Econom i c Devel opm ent A cti on Pl an Fram ework
DRAFT –IN PROGRESS
EDA P Goal s and A cti ons
DRAFT –IN PROGRESS
Busi ness Devel opment
• Develop Economic Development Action Plan (1st Quarter 2025) and share regular updates via CED and Council
• Develop a business incentive toolbox and attract private- sector investment • Support Corridor Safety Ambassador Program in 24/25
• Project Manage Uptown Entertainment District and Nighttime Economy Strategy • Manage Foreign Trade Zone
• Support formation and administer 11 Community
Benefit and Business Improvement Districts (BIDs)
• Lead Neighborhood Business Assistance Program
• Provide technical assistance, local contractor training programs, and other small business support (e.g.,
Façade/Tenant Improvement Program)
Cu lt u ra l Affa irs
Manage the Cultural Funding Grant program with more
than $1.0M in annual grants to arts organizations and
festivals
Oversee Public Art in private development and capital improvement projects
Develop Public Art Plan
Steward cultural assets
Staff the Cultural Affairs Commission, the Public Art Advisory Committee, and the Funding Advisory Committee
Support the Cultural Strategists program and Creative Economies of Belonging arts jobs program.
P u b lic /P riva t e De ve lo p m e n t
• Manage large development deals on City-owned land
• Advance sites declared as surplus land by the City Council for future development, consistent with State Surplus Lands Act
• Progress major commercial projects: SMU Campus, 2100 Telegraph, HJK Center for the Arts
New Samuel Merritt University Campus at City Center – Open to students Fall 2025
• Advance permanently affordable housing projects on
surplus land such as 73
rd & Foothill (BCZ+Eden), E. 12th
Street (Ebaldc) and 3050 International (SAHA + Native
American Health Center)
• Manage Oakland Renaissance NMTCs
• Wind down the Oakland Redevelopment Successor
Agency (ORSA)
Real Estate
• Manage acquisition, disposition, leasing and asset
management for all City properties and departments.
• Oversee a real estate portfolio of over 1,100 owned parcels and approx. 170 leases/licenses (e.g., Ice Center, 1911 Telegraph, Scotlan Convention Center)
• Manage complex real estate transactions,
including leasing & acquiring property for homeless
interventions and other community-serving uses.
o Example projects include:
o New Ballers stadium at Raimondi Park
o Coliseum Sale to AASEG and future DA
o Roots & Soul Soccer Stadium at Malibu site
o BCZ’s Akoma Market
Sp e c ia l Ac t ivit ie s
Develop and implement Mayor’s Film Incentive
Program
Permit special events and film production
Manage the City’s Cannabis Equity Program;
oversee and administer state cannabis grants
Permit and regulate cannabis businesses,
cabarets (entertainment venues), massage parlors,
mobile food vending, second-hand dealers, and
sound amplification
Workf orce Devel opment
Oversee Workforce Innovation and Opportunity Act
(WIOA)
o American Job Centers of California
o Adult and Youth Year-round Workforce
Programming
Manage Summer Youth Employment Program and
Oakland Forward Program (Youth Job Corps Program)
Lead/support community engagement and business sector engagement Administer FY 2022-2025 Adult and Youth Service Provider Contracts Oversee Special Projects (e.g., Day Labor Program, Prison to Employment, Marine Trade & Water Transportation Career Initiative, BayTech Career Initiative)
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WWW. BUSI NE SS2OA K L A ND. C OM
Pl anni ng and Bui l di ng
Department
William Gilchrist, Director
Planni ng and B ui l di ng
De p a rt m e n t Missio n
• The Mission of the City of Oakland Planning and
Building Department is to improve the physical
and economic environments of Oakland through
sustainable development that embraces three
core principles: equity, healthy environment, and
economy
Who i s serv ed by PBD
• Homeowners seeking
• Business owners
• Market rate developers
• Affordable housing developers
• Contractors, Architects, Engineers
• Agencies that undertake development in the City of
Oakland
• Anyone reporting blight or code violations
• Residents of Oakland through the Genera Plan
I ntersecti onal i ty wi th
other Departm ents
• We directly work with OPW, DOT and the Fire Department to issue permits
• We directly work with OPW and the Fire Department in
relation to code violation issues
• We directly work with EWD and HCD to support
development projects
• We directly work with OPW, DOT, OFD, EWD, HCD, OPRY
and Human Services to develop the General Plan
• We are supported by the HR, ITD, Finance and the City Attorney’s office
PBD consists of Three
Bureaus:
• The Planning Bureau
• The Building Bureau
• The Operations and
Admin Bureau
Dept Background
PBD’s operations:
• Zoning
• Development Planning
• Strategic Planning
• Planning Commission
• Landmark Preservation
Advisory Board
• Permit Counter
Dept Background
PBD’s operations
• Plan Checking
• Inspections
• Code Enforcement
• Records Management
• Digital Operations
• Fiscal Operations
• Human Recourses
Dept Background
• PBD has 212 budgeted
positions
• 58 positions are currently
vacant (27%)
• PBD’s FY25 budget is
$58,568,990
• In FY24, PBD issued over
13,000 permits
Dept Background
PBD Contact L i st
• William Gilchrist, Director, [email protected] • Albert Merid, Assistant Director, [email protected] • Lonell Butler, Deputy Director, Building Official, [email protected] • Edward Manasse, Deputy Director, City Planner, [email protected] • Sylvia Ford, Executive Assistant, [email protected] Oakl and
P u b lic W o rks
Josh Rowan,
Interim Director
OP W Missio n
Oakland Public Works is
dedicated to you! We strive to
maintain, improve and
preserve Oakland’s
infrastructure and
environment for the residents,
businesses, visitors and future
generations of every
neighborhood in our diverse
city.
P u b lic W o rks is Eve ryw h e re
We serve every resident, business, or visitor who uses or benefits from:
• 140 City parks
• 934 miles of sewer pipes and 400 miles of storm drains • 80+ miles of open creek
• 309 public buildings
• 1,100 miles of streets for street cleaning
• 100+ street medians
• 68,297 public trees
• 1,575 vehicles and equipment (including police and fire fleet) • 2,000+ volunteers who beautify more than 2,600+ locations • The City’s solid waste and recycling program
Bureau of E nv i ronment
The picture can't be displayed.
Bureau of E nv i ronment
Keep Oakland Clean & Beautiful (KOCB)
Environmental Services
Parks Ground and Median Maintenance
Tree Management and Maintenance
Bureau of Desi gn Constructi on
Bureau of Desi gn &
Constructi on
Project & Grant Management
Construction Management
Capital Contracts
Wastewater Engineering Management
Watershed & Stormwater Management
Bureau of Mai ntenance &
I nternal Servi ces
Bureau of Mai ntenance &
I nternal Servi ces
Buildings & Facilities Management & Maintenance
Fleet & Equipment Management & Maintenance
Sanitary Sewer and Storm Drain Maintenance
Bureau of
Ad m in ist ra t io n
Fiscal Services
Human Resources
Business Information and
Analytics
Josh Rowan
Interim Director
Tom Morgan
Administrative Manager
Bureau of Administration
Emily Ehlers
Assistant Director
Bureau of Design and
Construction
Richard Battersby
Assistant Director
Bureau of Maintenance
& Internal Services
Kristin Hathaway
Assistant Director
Bureau of Environment
Alejandrina (Nina)
Herrera
Executive Assistant
Liam Garland
Assistant to the
Director
Mai n OPW C ontacts
OP W ’s To p P rio rit ie s
Finding operational efficiencies in implementing City Council’s budget reductions
Improving quality of life by reducing illegal dumping
Delivering capital projects especially for voter-approved Measures U/KK Generating new revenue for maintenance of sewers, urban forest, and storm drains
Finding funding to maintain and electrify the City’s fleet and facilities O P W Ke y St a ff
Josh Rowan, Interim Public Works Director
Tom Morgan, Agency Administrative Services Manager – Bureau of Administration Emily Ehlers, Assistant Director – Bureau of Design & Construction Richard Battersby, Assistant Director – Bureau of Maintenance and Internal Services Kristin Hathaway, Assistant Director – Bureau of Environment Tyree Jackson, Compliance Manager
Liam Garland, Assistant to the Public Works Director
Alejandrina (Nina) Herrera, Executive Assistant to the Public Works Director Oakl and Departm ent
of T ransportati on
(OakDOT )
January 2025
Josh Rowan, Director
OakDOT Missio n
• Formed in 2017 to consolidate and focus
Oakland's transportation functions
• Holistic view of transportation – more
than maintenance
• Repair historic disinvestment and
injustice
• Maximize external grant opportunities
OakDOT St ra t e g ic Go a ls
• Equity – spend resources in the communities that need them most • lower costs by making it easy to walk, bike and take the bus instead of drive • improve access to jobs and education
• Safety - committed to eliminating traffic fatalities and injuries and curbing dangerous driving
• Vibrant and sustainable – Steward new public spaces for communities to gather, improve roads and bridges for better air and water quality • Responsive and trustworthy - deep commitment to transparency and public process
Re sp o n sib ilit ie s a n d St a ffin g
C onti nue to E x pand
OakDOT Budget
• $113M annual operating budget
• $28M – General Purpose Fund
• $38M – Measure BB/VRF (Alameda County)
• $24M – Gas tax (State)
• $16M – Permit and inspection fees
• $7M – Other
• General Purpose Fund budget entirely within Parking Division • Manage on-street parking, garages, and parking enforcement • $28M of investment yields $45M projected revenue
Operati ng Budget Expendi tures
• Personnel account for nearly 2/3 of operating budget
• $71M of $113M
• 306 FTE
• Largest non-personnel expenditures:
• Garage and parking meter management
contracts
• Construction materials
• Fleet maintenance and purchases
• Electricity and other utilities
Ca p it a l Bu d g e t
• Capital projects account for 30% of DOT
budget
• Over $500M of programmed funding
• 114 FTE
• $290M of Measure U infrastructure bonds
• Primary funding for paving and sidewalks
(approx. $55M annually)
• Local match for competitive grants (eg, 14th St)
• >$300M of competitive grants secured in past 5 years
• 23 new grant applications submitted in 2024
• >$50M in applications pending
Co re Ro le s a n d Re sp o n sib ilit ie s
• Capital Project Delivery – Develop, design and deliver capital improvement projects (eg, re- paving, pedestrian, transit, beautification, access, etc). • Traffic Engineering and Safety - Advance roadway safety and by applying engineering measures, establish rules and regulations, and curb dangerous driving • Street and Sidewalk Maintenance - repair and construction of sidewalks, and curb ramps; pothole repair, and maintain and install street signs, pavement markings and stripes. • Street Lights and Traffic Signals - Install and repair street lights. Operate and maintain over 800 traffic signals to have safe and efficient arterial streets. • Right-of-Way Management – Permit and inspect utilities, developers and other private construction in the public right-of-way to secure City assets and protect public interest • Structure & Emergency Response - Engineering in response to disaster and emergencies, (e.g. storm damage, landslides, etc.), as well as bridge repair/seismic retrofits, and pedestrian paths and stairs repair projects.
• Parking Management and Enforcement – On-street parking and parking garages • Survey - Land surveying and map review services for the entire City.
Streets & Si dewal ks
• Maintains 800 miles of
streets, 1,120 miles of
sidewalks, and guardrails/
other major road features.
• Responds to service
requests
• Full street re-paving with in-
house crews
Tra ffic En g in e e rin g & Sa fe t y
Develop and maintain innovative transportation programs to promote the safety and well-being of Oakland residents and visitors.
•Neighborhood Traffic Safety
•Traffic Maintenance and Meter
Repair
•Bicycle & Pedestrian Programs
•Traffic Signal Operations
•Crossing Guard Operations
4. Development of a Rapid Response protocol to address severe and fatal injuries including deploying innovative street design treatments 98th and C herry
Safety I m provem ent Proj ect
( near term i mprovement l ater i nstal l ed
wi th concrete)
Tra ffic En g in e e rin g & Sa fe t y
Sideshow Prevention Pilot Measures
Mini Rubber speed bumps, plastic curbs and delineators to prevent sideshows and slow turning movements
Tra ffic En g in e e rin g & Sa fe t y
Plan, design, and implement major capital transportation infrastructure projects • Pavement & Sidewalk Management
• Community -based project development
• Major street reconstruction
I. Who We Are
Ca p it a l P ro je c t De live ry
Exa m p le Ca p it a l P ro je c t –
La ke sid e Drive
Two-way bike path, road diet, transit-only lane project around the south side of Lake Merritt, ~$12M Design+Construction.
• Fills key gap in bus-only
lanes for the TEMPO BRT
Project
• Narrows Lake Merritt Blvd
to establish a network of
safe and calm streets
around Lake Merritt
• Innovative bike infra
design, bike signals, green
infrastructure
Exa m p le Ca p it a l P ro je c t –
Cal m East Oakl and Streets
Multi-corridor project to curb aggressive driving, improve safety along residential streets and school corridors, and increase access for pedestrians and cyclists • Identified by 2019 Citywide Bike Plan Update
• Joint venture between planning and
engineering teams to develop slow, calm,
and inviting streets
• Currently refining design concepts through
further community engagement
Exa m p le Ca p it a l P ro je c t –
L akeshore A ve Pavi ng
Two-way bike path, road diet, pedestrian safety project around southeast side of Lake Merritt. Response to fatal crash.
• OakDOT quickly
responding to the tragic
fatality of a 4-year old girl
• Leverage EBMUD and
paving funds to deliver
project cost-effectively
• Innovative project delivery
to meet community needs
Issues permits in alignment with the City’s highest standards and ensures that construction projects bringing housing and jobs within the City are implemented per safety standards.
Parklet Program to convert on-street parking
spaces into vibrant community spaces.
Rig h t-of -Way Managem ent
Brooklyn Basin Project:
• On 65 acres of formerly
inaccessible industrial land
• Consists of a mix of
residential, commercial, civic, and
parks and open space
Oak Knoll Mixed Use Community:
• Redevelopment of 191 acres at
the former Oak Knoll Naval
Medical Center Property
• Street network designed as a
"complete streets"
Rig h t-of -Way Managem ent
Responsible for managing the City’s on and off-street parking system including non-sworn vehicle enforcement activities. Abandoned vehicle enforcement added to DOT in 2022.
• Parking Enforcement
• Mobility Management
• Meter Collections
• Parking Citation Assistance Center
• Vehicle Enforcement Unit
P a rkin g & Mo b ilit y Ma n a g e m e n t
• The overall mission of the RET is to end systemic causes of racial disparity through improving and developing policies, programs, and practices at OakDOT. - Data- driven program to
prioritize investment based
on historic disparities
- Developed Geographic
Equity Toolkit to assist
project prioritization
I Who We Are
Race an d Eq uity Team (RET)
https://www.oaklandca.gov/resources/oak
dot-geographic-equity-toolbox
KEY
Priority
Neighborhood Designation:
High
Medium-High
Medium
Low-Medium
Low
No Data
High Injury Network
In t e rse c t io n a lit y/Co lla b o ra t io n
wi th OPW
• Retain close working relationship with OPW since 2017 creation of DOT
• Joint operations for emergency response
• Rely on OPW for shared services related to
contracting, construction management, performance
monitoring, and data management
Ch a lle n g e s - V acanci es
• Projects and services delayed and impacted by
vacant positions
• 328 filled positions vs. 420 budgeted positions = 22% vacancy rate
• Dedicated funding available for most vacant positions (sales tax, gas tax and/or secured grants)
• Capital grants at risk of failure to deliver within funding deadlines
Ch a lle n g e s – Contracti ng &
Purchasi ng
• Inefficient contracting process and staff shortages
result in long timelines to issue capital
construction contracts (12+ months)
• Staff shortages and complex procurement rules
create challenges in making timely purchases of
needed materials
Who to Contact?
For questions regarding this presentation:
Josh Rowan, Director of Transportation [email protected] Megan Wier, Assistant Director [email protected]
Jamie Parks, Assistant Director [email protected]
oakl andca. gov/departm ents/transportati on