OAKLAND FORWARD:
Building Resilience
City of Oakland Strategic Plan 2025-2028
Developed in collaboration with Be Present Consulting LLC, Experts in Community-Driven Solutions
3 Table of Contents
Introductory Letter Three-Year Strategic Priorities
Objectives, Guiding Vision, & Path to Recovery
Acknowledgements
Guided by Racial Equity
Appendix
Developing A Collective Path
Internal Engagement Findings
• Implementation Structure
• Strategic Priorities, Actions, Lead Department
• Evaluation Criteria
• Lessons from Other Cities and Counties
3 16
4 36
6 58
8 14
Dear Oakland Community,
I am pleased to introduce our City’s three-year Strategic Plan. I recognize that many of you have been asking for more transparency and responsiveness, and I acknowledge that the City’s budget realities have elevated the challenges we all face as residents. Nine months ago, we embarked on a journey to deeply examine our operations and services, seeking to understand how we can best serve our residents, workforce, and visitors. Our goal was to create a Strategic Plan that not only addresses the challenges we face but also highlights the opportunities ahead for Oakland.
The City Administrator’s Office is fully aware of the critical need to strengthen Oakland’s internal systems and processes to deliver equitable and sustainable services for all. By enhancing these foun- dational structures, we aim to improve efficiency, transparency, and accountability across our depart- ments, ensuring that resources are directed where they are most needed, especially as we navigate our financial limitations. This approach will empower us to respond more effectively to the evolving needs of our diverse community while fostering greater collaboration among City staff, community partners, and external stakeholders. I ask for your continued grace as we commit to transformation while remaining mindful of the everyday urgencies we all face.
We understand that fortifying our systems is vital for adapting to Oakland’s growth and challenges. As your City Administrator, I am excited about the opportunity to address the current needs and collabora- tively chart a path forward that aligns with our shared vision for Oakland.
Together, let us work toward our Strategic Plan priorities that reflect our unwavering commitment to serving every resident and maximizing our resources to build a thriving community for all.
Thank you for your continued support and engagement.
Jestin D. Johnson
Letter from the City Administrator
Objectives Path to Recovery
5 Guiding Vision
Strategic Planning Goal
To facilitate a thoughtful and responsive process
for the development of a Strategic Plan that
addresses Oakland’s resource & budget constraints,
challenges & opportunities, ensuring short- and
long-term plans for its workforce & residents.
As Oakland faces financial challenges, it is committed to fostering a thriving and equitable community. The City emphasizes transparency, accountability, and a compassionate approach to public needs. While making tough decisions, Oakland aims to balance immediate demands with future growth, prioritizing fiscal responsibility and economic development to build resilience and lasting equity for all residents.
Strategic Plan Overview
This Plan is designed to guide the City through the complex process of fiscal recovery while ensuring that core services and programs remain aligned with the aspirations of our community and workforce. The focus is on balancing the necessity of fiscal responsibility with the fundamen- tal needs of Oakland residents, creating a path forward that is both responsive and inclusive.
The City of Oakland finds itself at a pivotal moment in time, where the challenges of a budget deficit must be met with thoughtful, strategic decision-making. In response to these pressing fiscal challenges, the City is committed to creating a framework that not only addresses immediate budget concerns but also sets a course for long-term growth, equity, and resilience.
As Oakland navigates through these turbulent financial times, this Strategic Plan will serve as a guiding document that harmonizes the need for fiscal discipline with the City’s broader goals for social, economic, and environmental sustainability. By centering the needs of residents, strengthening internal operations, and making bold, inclusive decisions, the City of Oakland will chart a course toward recovery and lasting prosperity—one that positions Oakland as a city that embraces the diversity and beauty of us all.
... Oakland aims to
balance immediate
demands with future
growth ...
Strategic Planning Design Team Workshop
Guided by
Racial Equity
7 Vision and Definition of Equity
The City of Oakland’s vision and strategic priorities
are anchored in equity. In Oakland, the City defines
equity as fairness. It means that identity—such as
race, ethnicity, gender, age, disability, sexual ori-
entation or expression—has no detrimental effect
on the distribution of resources, opportunities and
outcomes for our City’s residents.
Role of the Department of Race & Equity
The role and advisement of the City of Oakland’s
Department of Race & Equity, which assists all City
Departments and Divisions in promoting equity was
integral in the development of Oakland’s Strategic Plan.
Guiding Assumptions
The Department of Race & Equity operates under the following assumptions, adapted from the Annie E. Casey Race Matters Toolkit:
• Race matters: almost every indicator of well-being shows troubling disparities by race. • Disparities are created and maintained, often inadvertently, through institutionalized policies and practices that contain barriers to opportunity.
• It’s possible, and only possible, to close equity gaps by using strategies determined through an intentional focus on racial disparities and their root causes. • If opportunities in all key areas of well-being are equitable, then equitable results will follow. • Given the right message, analysis and tools, people will work toward racial equity.
Key Strategies & Support for Strategic Plan Implementation The Department of Race & Equity will be needed in the implementation of the City of Oakland’s Strategic Plan to ensure a focus on the root causes of racial inequities and using data-driven analysis, to center policies and interventions that target disparities directly using a multi-faceted approach, combining internal assessment, policy change, community engagement, and systemic reforms.
Strategic Planning Design Team Workshop
Strategic Planning Design Team Workshop
Developing a Collective Path
9 1.5-day retreat with Directors
to build trust, encourage
healthy conflict, foster
commitment, and enhance
citywide priorities.
Management-level
Retreat
Interviews and research
across 10 cities and counties
identified best practices in
strategic budgeting, crime
prevention, economic
development, and housing
support.
City Data Gathering
& Analysis
A citywide survey selected 25
City of Oakland staff to serve
as SPDT members, ensuring
diverse representation based
on identity, capacity,
experience, collaboration,
and public-facing roles.
Strategic Planning
Design Team (SPDT)
Application & Launch
A comprehensive review
of 100+ data sources,
including community
findings, policies, budgets,
and plans, to inform
interviews and engagement
activities.
Data & Document
Review
Three SPDT workshops
aligned on citywide
priorities, cost-saving and
revenue opportunities, and
co-designed an implementa-
tion plan aligned with the
City’s goals.
SPDT
Workshops
Conducted one-on-one
discussions with 15 Directors
and focus groups to explore
their visions for Oakland,
core services, challenges,
and collaboration needs.
Interviews & Focus
Groups
Strategic Plan Development Journey
Strategic Planning Design Team Workshop
Deliver a comprehen-
sive plan that addresses
Oakland’s resource & budget
constraints, challenges &
opportunities, ensuring
short- and long-term plans
for its workforce & residents.
Strategic
Plan
*Please see the appendix for a detailed breakdown of the cities and counties researched. 11 • Enhance and Implement
Debt Management &
Capital Investment
Strategies
• Enhance and Diversify
Revenue Streams
• Establish Expenditure
Controls, Strengthen
Financial Oversight &
Community Engagement
• Support Local
Businesses and
Infrastructure
• Attract and Retain
Key Industries
• Build a Skilled
Workforce and
Foster Social Equity
Strategic
Budgeting
Economic
Development
Lessons from other Cities and Counties
To assist the City of Oakland in establishing strategic priorities for addressing key challenges faced by employees and residents, extensive research was conducted on strategies from California cities and counties (Richmond, Los Angeles County, and Los Angeles), cities in the Rockefeller Foundation’s 100 Resilient Cities cohort (Dallas, Pittsburgh, St. Louis, and Tulsa), and those working to address similar challenges (Detroit, Newark, and Athens).
• Cultivate Community
Partnerships and
Cultural Humility in
Crime Prevention
• Establish Data-Driven &
Evidence-Based Crime
Prevention Strategies
• Enhance Partnerships
and Cross-Department
Collaboration
Crime
Prevention
• Mobilize Emergency
Housing & Encampment
Relocation Efforts
• Accelerate Affordable
Housing & Supportive
Services
• Establish Neighborhood
Revitalization & Place-
Based Strategies Through
a Racial Equity Lens
Housing &
Homelessness Support
Dallas
Los Angeles
Detroit
Oakland General Purpose Fund
Forecasted Revenues, Expenditures and Shortfall
Oakland Homeownership by Race/Ethnicity
Retail Vacancies Rates (%)
Growth of Reported Encampments
Felony Juvenile Arrests
1000
800
600
400
200
0 100 200 300 400 500
2014
2010
Q1
2011
Q2
2012
Q3
2013
Q4
2015
Q1
2016
Q2
2017
Q3
2018
Q4
2020
Q1
2021
Q2
2022
Q3
2015 2016 2017 2018 2019 2020 2021 2022 2023
0 -195.6 -166.1 -148.9 -128.5 -118.7
Expenses Revenues
Total Arrests
FY 23-24
FY 24-25
FY 25-26
FY 26-27
FY 27-28
1%
2%
3%
4%
5%
6%
7%
1%
White
2023
2022
2021
2020
Asian Black Latino
Oakland Downtown
1,400
1,000
600
200
Oakland General Purpose Fund
Forecasted Revenues, Expenditures and Shortfall
Oakland Homeownership by Race/Ethnicity
Retail Vacancies Rates (%)
Growth of Reported Encampments
Felony Juvenile Arrests
1000
800
600
400
200
0 100 200 300 400 500
2014
2010
Q1
2011
Q2
2012
Q3
2013
Q4
2015
Q1
2016
Q2
2017
Q3
2018
Q4
2020
Q1
2021
Q2
2022
Q3
2015 2016 2017 2018 2019 2020 2021 2022 2023
0 -195.6 -166.1 -148.9 -128.5 -118.7
Expenses Revenues
Total Arrests
FY 23-24
FY 24-25
FY 25-26
FY 26-27
FY 27-28
1%
2%
3%
4%
5%
6%
7%
1%
White
2023
2022
2021
2020
Asian Black Latino
Oakland Downtown
1,400
1,000
600
200
Oakland General Purpose Fund
Forecasted Revenues, Expenditures and Shortfall
Oakland Homeownership by Race/Ethnicity
Retail Vacancies Rates (%)
Growth of Reported Encampments
Felony Juvenile Arrests
1000
800
600
400
200
0 100 200 300 400 500
2014
2010
Q1
2011
Q2
2012
Q3
2013
Q4
2015
Q1
2016
Q2
2017
Q3
2018
Q4
2020
Q1
2021
Q2
2022
Q3
2015 2016 2017 2018 2019 2020 2021 2022 2023
0 -195.6 -166.1 -148.9 -128.5 -118.7
Expenses Revenues
Total Arrests
FY 23-24
FY 24-25
FY 25-26
FY 26-27
FY 27-28
1%
2%
3%
4%
5%
6%
7%
1%
White
2023
2022
2021
2020
Asian Black Latino
Oakland Downtown
1,400
1,000
600
200
Oakland General Purpose Fund
Forecasted Revenues, Expenditures and Shortfall
Oakland Homeownership by Race/Ethnicity
Retail Vacancies Rates (%)
Growth of Reported Encampments
Felony Juvenile Arrests
1000
800
600
400
200
0 100 200 300 400 500
2014
2010
Q1
2011
Q2
2012
Q3
2013
Q4
2015
Q1
2016
Q2
2017
Q3
2018
Q4
2020
Q1
2021
Q2
2022
Q3
2015 2016 2017 2018 2019 2020 2021 2022 2023
0 -195.6 -166.1 -148.9 -128.5 -118.7
Expenses Revenues
Total Arrests
FY 23-24
FY 24-25
FY 25-26
FY 26-27
FY 27-28
1%
2%
3%
4%
5%
6%
7%
1%
White
2023
2022
2021
2020
Asian Black Latino
Oakland Downtown
1,400
1,000
600
200
Oakland General Purpose Fund
Forecasted Revenues, Expenditures and Shortfall
Oakland Homeownership by Race/Ethnicity
Retail Vacancies Rates (%)
Growth of Reported Encampments
Felony Juvenile Arrests
1000
800
600
400
200
0 100 200 300 400 500
2014
2010
Q1
2011
Q2
2012
Q3
2013
Q4
2015
Q1
2016
Q2
2017
Q3
2018
Q4
2020
Q1
2021
Q2
2022
Q3
2015 2016 2017 2018 2019 2020 2021 2022 2023
0 -195.6 -166.1 -148.9 -128.5 -118.7
Expenses Revenues
Total Arrests
FY 23-24
FY 24-25
FY 25-26
FY 26-27
FY 27-28
1%
2%
3%
4%
5%
6%
7%
1%
White
2023
2022
2021
2020
Asian Black Latino
Oakland Downtown
1,400
1,000
600
200
13 Oakland’s
Data Profile
As of December 2024, the City of Oakland is facing a
$129.8 million deficit in its General Purpose Fund for the 2024 - 2025 fiscal year. As outlined in Figure 1, this shortfall was partially anticipated. Prior financial analysis projected the City to have had an approximately $360 million shortfall over the next two fiscal years. This shortfall is largely a result of two factors: the loss of federal pandemic funding and a reduction in revenue generated from taxes, especially the real estate transfer tax.
In recent years, the City has faced numerous interconnected challenges, including rising homelessness encampments,
growing retail vacancies, increasing felony juvenile arrests, which could indicate a higher likelihood of future crime and limited job opportunities, and persistent disparities in homeownership and wealth-building opportunities. The
Strategic Plan will help address these issues by strengthen- ing Oakland’s internal systems, allowing the City to improve access to opportunities and better support its residents.
Tracking key data indicators in these areas will be essential for measuring progress and guiding decision-making.
Source: City of Oakland 2024-2028 Financial Forecast
Source: EWD Commercial Property Dashboard, Costar Real Estate Data Source: American Community Survey 1-Year Estimates
Source: CRIMS (Alameda County)
Source: Life Enrichment Committee Agenda Report. April 23, 2024 15 Aligning Strategic Planning with
Budget Decisions
Management-level
Retreat with
Budget Focus
Interview with
Department of
Finance
Budget Advising at
Strategic Plan Design
Team Workshop
Project and Service
Inventory with
Budget Focus
Building a
Performance
Management
Program
2024
March July September September October
Internal Engagement
Findings
The City participated in a comprehensive review
process involving data analysis, director-level
interviews, and five focus groups with key stake-
holders, revealing critical areas for improvement:
Engagements to align strategic planning objectives with budget priorities. • Need for standardization in policies & practices in citywide operations & policies. • Importance of strategic cross-departmental collaboration. • Communication gaps between the City council and executive team. • Challenges due to staffing including understaffing & inefficiencies and overall employee performance.
• Budget alignment needed between department priorities and citywide goals.
Strategic Planning Design Team Workshop
Three-Year Strategic Priorities
17 A key insight from the strategic planning
process is the need for strong operations
and consistent service delivery, even
during challenging times.
As Deputy City Administrator Monica
Davis states, “Our responsibility is
not just to manage resources but to
ensure every resident feels supported
and heard,” shaping the development
of an evaluation framework to assess
Oakland’s ability to maintain quality
services amid budget constraints,
offering transparency and compassion
while navigating fiscal and operational
challenges.
Why is it important to focus on
enhancing operations for a
citywide Strategic Plan?
Enhance citywide communica-
tion to improve transparency,
decision-making, and staff
engagement.
Enhance employee performance,
HR coordination, and communi-
cation on equity goals through
improved resources and intranet
transparency.
Leverage citywide evaluation
criteria and aligned priorities
to integrate into departmen-
tal work plans and streamline
the budget process.
Enhance
Communication
& Coordination
Optimize
Workforce
Management
Align Budget
with Citywide
Priorities
Streamline and standardize
citywide processes—policies,
finance integration, communica-
tion, onboarding, procurement,
payroll, and hiring—to enhance
efficiency, transparency, and
collaboration.
Streamline
Operations
1 Formalize cross-department
collaboration through regular
meetings, joint planning,
and centralized project
management.
Foster
Cross-Department
Collaboration
2 3 4 5
Deputy City Administrator, Monica Davis
19 Streamline Operations
✔ Simplify Procurement & Contracting Processes
✔ Centralize Payroll Policies and Practices
✔ Strengthen Hiring Practice Transparency
✔ Standardize Onboarding Experience
✔ Develop a Citywide Accessible Policy Archive
✔ Integrate Finance and Budget Process Updates into
Performance Management Framework
✔ Enhance Communication between Finance
and Other Departments
Strategic
Priority
1 21
Strategic
Priority
2 Foster Cross-Department Collaboration
✔ Coordinate City Housing Strategic Plans
✔ Build a Holistic Approach to Public Safety
✔ Continue to Maximize Community Engagement
Outreach & Data Working Groups
✔ Engage Middle Management in Decision Making Processes ✔ Strengthen Governance and Coordination for Economic
and Workforce Development
23 Strategic
Priority
3 ✔ Strengthen Internal Citywide Communication Practices ✔ Streamline Communication Channels between CAO and
City Council
✔ Enhance Decision Transparency and Staff Engagement
Enhance Communication & Coordination
25 Strategic
Priority
4 Optimize Workforce Management
✔ Strengthen Employee Performance
and HR Coordination
✔ Increase Communication and Resources related to
Equity Indicators Report and Goals
✔ Optimize Intranet for Enhanced Communication
and Transparency
27 Strategic
Priority
5 Align Budget with Citywide Priorities
✔ Launch Evaluation Criteria Citywide in Preparation for Budget Process
✔ Establish Aligned Priorities for Integration into
Departmental Work Plans
A Three-Year Vision For Sustainable Growth
and Resilient Services
Year
One
Year
Two
Year
Three
Achievement
and Adjustment
Assess progress, celebrate
achievements and pinpoint
areas for improvement, and
make necessary adjustments.
Sustaining Progress
Maintain momentum, enhance systems, and facilitate
smooth transitions in the face of challenges.
Action
Implementation
Develop a comprehensive strategy
for immediate actions and
establish teams and structures to
enhance equitable and efficient
systems continuously.
29 Steering Committee
Implementation Team (IT)
Strategic Priorities 1 - 5
Actions Actions Actions Actions Actions
CAO
Mayor’s Office
City Council
Working
Groups
Streamline
Operations
Foster Cross-
Department
Collaboration
Enhance
Communication
& Coordination
Optimize
Workforce
Management
Align Budget
with Citywide
Priorities
IT Co-Leads
Deputy City Administrator
& Innovation Team
31 City of Oakland Strategic Plan
Proposed Implementation Structure
Implementation
Structure
Strategic Planning Design Team Workshop
33 Key Factors
for a Successful
Implementation
Team
Strategic
Growth
Mind Set
Justice-
focused
Collaborative
Agile &
Solutions
Focused
• Convenes all
leadership bodies
in support of
implementation
• Advises the
Steering
Committee
City
Administrator
• Develops implementa-
tion recommendations
• Provides strategic
thinking
• Lends thought
leadership
• Rotates each year -
Year One, Two, and
Three Actions
• Should represent
each Evaluation
Criteria category
Steering
Committee
• Lead the IT to
accomplish its charge
• Manage all
communication
updates
• Coordinate between
CAO, Steering
Committee, and
Implementation Team
Implementation
Team Co-leads
• Joins a working group to
drive Actions
• Meets monthly to drive
Year One Actions
• Facilitates communication
back to various internal
committees
• Designates one person to
attend meetings in their
place in the event of their
unavailability
• Supports messaging
needed for press and media
Implementation
Team
Implementation Team
Expectations & Responsibilities
35 Implementation Roadmap:
Year One through Three
• Implementation Team
Recommended
• Strategic Plan Published
• Begin planning for Year
One Actions
• Provide biannual
updates to staff for
transparency and
engagement
• Conduct
assessment of
Action Items &
adjust as needed
• Report on progress
to measure
progress and
improvement areas
• Make short-term
adjustments and
establish long-term
capacity by aligning
departmental cycles
and enhancing staff
skills within budget
constraints2025
2026
2026
2027
-2028
37 Appendix
Action Items
• Strategic Priorities
• Actions
• Lead Department
Evaluation Criteria
Lessons from Other Cities and Counties
• Strategic Budgeting
• Crime Prevention
• Economic Development
• Housing and Homelessness Support
Appendix
39 Strategic Priority Action Items
Strategic Priority
(Action)
Actions
(Task/Details/Process)
Year
1 Year
2 Year
3 Lead Department
Simplify Procurement &
Contracting Processes
Create process, timeline, and begin to implement Priority 1 recommendations from Baker Tilly report. Evaluate and improve efficiency on the contracting process and payment schedule & timeliness.
Centralize Payroll Policies
and Practices
Streamline and enhance payroll processing and systems.
Create citywide policies and standardized practices with consideration for department policies and structure (e.g., overtime policies).
Strengthen Hiring Practice
Transparency
Continue to regularly meet with departments to review their hiring priorities and provide timelines to achieve filling their vacancies. Human Resources to promote and encourage departments to consistently utilize and reconcile the monthly Position Control Report to provide a transparent view of all vacant and frozen positions, across all levels of City departments.
Develop resources to communicate available career pathways to enable employees to explore promotional opportunities across departments.
Standardize Onboarding
Administer and review New Hire Experience Survey and use survey feedback to ensure the Citywide New Employee Orientation provides new employees with required and useful information. New Hire Experience Survey will be re- implemented in January 2025 after NEO and feedback will be shared with the Recruitment & Classification Division and HR SPOCS on a quarterly basis.
Each City department will consult with Human Resources Management to formalize, expand, and promote its departmental onboarding program.
Standardization of the onboarding process will improve the new employee experience, focusing on staff-identified priorities, including the employee’s role in achieving the department’s mission, workload management, and training on the use of resources and tools to perform their duties.
HRM will leverage the automation and technology of NEOGOV Onboard to create consistent processes and workflows for employees and departmental partners.
STRATEGIC PRIORITIES, ACTIONS, PERFORMANCE MEASURE,
LEAD DEPARTMENT - STREAMLINE OPERATIONS #1
Finance
Finance
X X
X X
Human Resources Management
X XX
X X X
Human Resources Management
STRATEGIC PRIORITIES, ACTIONS, LEAD DEPARTMENT
STREAMLINE OPERATIONS 1 of 2
Strategic
Priority
1 Strategic Priority
(Action)
Actions
(Task/Details/Process)
Year
1 Year
2 Year
3 Lead Department
Develop a Citywide Accessible Policy
Archive
Create a well-organized filing system of policies and
procedures with access for all City staff with sub-folders for each department.
Integrate Finance and Budget Process
Updates into Performance Management
Framework
Align finance and budget process updates with the City's performance management framework, guided by the
CAO. Continue to embed KPIs to track budget goals and
build a public-facing portal for transparency, allowing residents to monitor progress and enhance
accountability across departments.
Enhance Communication between
Finance and Other departments
Building upon the already established fiscal managers’
budget update process, create an enhanced budget
process communications strategy that includes standard
practices for disseminating information from Directors to staff, regular staff wide town halls, and regular updates on budget status at Agency Directors meetings.
STRATEGIC PRIORITIES, ACTIONS, PERFORMANCE MEASURE,
LEAD DEPARTMENT - STREAMLINE OPERATIONS #2
Finance
X X
X X
X City Administrator's Office
City Administrator's Office
STRATEGIC PRIORITIES, ACTIONS, LEAD DEPARTMENT
STREAMLINE OPERATIONS 2 of 2
Strategic
Priority
1 41
Strategic Priority
(Action)
Actions
(Task/Details/Process)
Year
1 Year
2 Year
3 Lead Department
Coordinate City Housing Strategic Plans
Establish a coordination strategy among departments managing the City's housing plans—capital-focused, anti-displacement, and homelessness—to align goals.
Schedule regular cross-departmental check-ins with key
stakeholders and divisions to streamline communication and coordination, track initiatives, set joint decision-making protocols, prioritize county engagement, and integrate homelessness support actions into the broader housing strategy.
Actualize existing capital affordable housing strategic plan developed by Housing & Community Development Department Administer remaining Measure U dollars via NOFA programs (new construction, preservation, etc.).
Establish HCD annual reporting on affordable housing
development progress to City Council to accompany the Annual Progress Report (APR).
Create formalized stakeholder feedback loops to inform future implementation efforts.
Engage Alameda County on methods to increase funding sources for capital, operating, and services dollars.
Continue to pursue advocacy at the State to leverage local resources and increase funding for pipeline projects.
STRATEGIC PRIORITIES, ACTIONS, PERFORMANCE MEASURE,
LEAD DEPARTMENT - FOSTER CROSS-DEPARTMENTAL
COLLABORATION #1
X City Administrator's Office
STRATEGIC PRIORITIES, ACTIONS, LEAD DEPARTMENT
FOSTER CROSS-DEPARTMENTAL COLLABORATION 1 of 3
Strategic
Priority
2 Strategic Priority
(Action)
Actions
(Task/Details/Process)
Year
1 Year
2 Year
3 Lead Department
Build a Holistic Approach to Public
Safety
Establish structured, regular joint meetings between Police, Fire, Department of Violence Prevention, Finance, and CAO to foster open communication and address support and resource allocation.
Create a shared action plan that outlines mutual responsibilities during emergencies, with clear expectations on how police can better support fire operations.
Implement cross-training opportunities to enhance understanding of each department’s roles and challenges.
Continue to Leverage & Maximize
Community Engagement Outreach
& Data Working Groups
Create a cross-departmental team of Community Engagement & Digital Communications Leads to coordinate each department's engagement efforts, ensuring a unified voice in digital platforms, public engagements, and overall messaging.
Engage Middle Management in
Decision Making Processes
Engaging middle management in decision-making fosters a collaborative, transparent environment where leaders feel valued and connected to organizational goals. As the closest link to frontline staff, middle managers bring insights into daily operations and employee morale that inform practical, effective strategies. Use town halls or quarterly listening sessions to share context and establish feedback loops with middle managers.
STRATEGIC PRIORITIES, ACTIONS, PERFORMANCE
MEASURE, LEAD DEPARTMENT - FOSTER CROSS-
DEPARTMENTAL COLLABORATION #2
X
Including emergency preparedness
X
X
City Administrator's Office
City Administrator's Office
City Administrator's Office
STRATEGIC PRIORITIES, ACTIONS, LEAD DEPARTMENT
FOSTER CROSS-DEPARTMENTAL COLLABORATION 2 of 3
Strategic
Priority
2 43
Strategic Priority
(Action)
Actions
(Task/Details/Process)
Year
1 Year
2 Year
3 Lead Department
Strengthen Governance and
Coordination for Economic and
Workforce Development
Integrate workforce development strategies into all development plans.
Refine the governance structure for the existing development meetings to include establishing cadence, renaming these meetings to “Development Coordination” meetings, extending invitations beyond Housing & Community Development, Planning & Building, Economic and Workforce Development to also include the Communications representatives from CAO, Transportation, Human Resources, Procurement, and Finance.
Enhance existing shared tracking system to monitor key project progress.
Consider replicating the Department of Transportation’s tracking tool to enhance efficiency, improve service delivery, and ensure alignment with citywide goals and strategic
priorities.
STRATEGIC PRIORITIES, ACTIONS, PERFORMANCE
MEASURE, LEAD DEPARTMENT - FOSTER CROSS-
DEPARTMENTAL COLLABORATION #3
X
City Administrator's Office
STRATEGIC PRIORITIES, ACTIONS, LEAD DEPARTMENT
FOSTER CROSS-DEPARTMENTAL COLLABORATION 3 of 3
Strategic
Priority
2 Strategic Priority
(Action)
Actions
(Task/Details/Process)
Year
1 Year
2 Year
3 Lead Department
Strengthen Internal Citywide
Communication Practices
Evaluate and update policies and practices for enhancing citywide communications. Based on findings from this evaluation, implement needed improvements. These improvements could include but are not limited to: using the Intranet as a centralized communication platform, monthly interdepartmental newsletters, standardized communication templates, regular communication training, quarterly all-hands meetings, internal feedback channels, department liaisons for communications, weekly update emails on key projects and policies, and emergency communication
protocol.
Streamline Communication Channels
between CAO and City Council
Implement an internal communication framework that ensures timely updates from City Council and the City Administrator's office are shared across all levels of staff. This can include regular bulletins, a dedicated internal newsletter, or town hall meetings to keep staff informed about major initiatives and goals.
Enhancing Decision Transparency and
Staff Engagement
CAO to identify potential policies and practices for sharing the impact and purpose of decisions/decision making. These could include decision rational reports, regular decision making updates, developing case studies that outline specific decisions, post- implementation reviews, and annual decision-making process training that includes the review of Evaluation Criteria.
Establish a system for gathering staff input on challenges and successes in aligning with city priorities. This will include surveys, feedback sessions, and open forums to ensure a continuous loop of communication and improvement.
STRATEGIC PRIORITIES, ACTIONS, PERFORMANCE MEASURE,
LEAD DEPARTMENT - ENHANCE COMMUNICATION AND
COORDINATION
X
X
X
City Administrator's Office
City Administrator's Office
City Administrator's Office
STRATEGIC PRIORITIES, ACTIONS, LEAD DEPARTMENT
ENHANCE COMMUNICATION AND COORDINATION
Strategic
Priority
3 45
Strategic Priority
(Action)
Actions
(Task/Details/Process)
Year
1 Year
2 Year
3 Lead Department
Strengthening Employee Performance
and HR Coordination
Department managers will collaborate to streamline workload management and training resources, aligned with budget
impacts, to effectively support staff performance.
Evaluate and enhance roles and responsibilities of Single Points of Contact (SPOCs) to improve coordination and
support across departments. This approach promotes shared responsibility and reinforces HR’s capacity to meet employee needs effectively.
Increase Communication and Resources
related to Equity Indicators and Goals
Promote the refreshed Equity Indicators Report citywide to enhance individual staff understanding, department-level roles, and citywide impact.
Develop coordinated cross-departmental mechanism to align department-level activities/efforts to internal equity goals.
Optimize Intranet for Enhanced
Communication and Transparency
Optimize the centralized intranet for improved information sharing and transparency across departments.
Communications CAO representatives to establish
Department page templates. Each department manages and
updates its page, supported by a citywide website update in the upcoming fiscal year for easy access to basic information for staff and constituents.
Implement staff training on accessing and providing
feedback on employee resources through the intranet.
STRATEGIC PRIORITIES, ACTIONS, PERFORMANCE MEASURE,
LEAD DEPARTMENT - OPTIMIZE WORKFORCE MANAGEMENT
X
X
X
City Administrator's Office
City Administrator's Office
City Administrator's Office
STRATEGIC PRIORITIES, ACTIONS, LEAD DEPARTMENT
OPTIMIZE WORKFORCE MANAGEMENT
Strategic
Priority
4 Strategic Priority
(Action)
Actions
(Task/Details/Process)
Year
1 Year
2 Year
3 Lead Department
Launch Evaluation Criteria Citywide in
Preparation for Budget Process
Implement a department-level strategy for using the Strategic Plan-developed evaluation criteria to review project and service recommendations, ensuring decisions align with
budget realities while balancing racial equity in prioritization and resource allocation.
Establish Aligned Priorities for
Integration into Departmental Work
Plans
Establish a priority alignment process among the Mayor’s Office, City Council, City Administrator's Office, and key leadership to set unified priorities that reflect budget realities.
Ensure these priorities are consistently integrated into departmental work plans and resource allocations, providing clear directives and measurable outputs that enhance
accountability and coherence across city initiatives.
STRATEGIC PRIORITIES, ACTIONS, PERFORMANCE MEASURE,
LEAD DEPARTMENT - ALIGN BUDGET WITH CITYWIDE
PRIORITIES
Finance
X
X
City Administrator's Office
STRATEGIC PRIORITIES, ACTIONS, LEAD DEPARTMENT
ALIGN BUDGET WITH CITYWIDE PRIORITIES
Strategic
Priority
5 47
Strategic Planning Design Team Workshop
Evaluation Criteria
The Evaluation Criteria Framework, created by the Strategic Planning Design Team (SPDT), aims to meet Oakland’s immediate and long-term needs by providing a structured method to evaluate services, projects, and programs for operational excellence.
Evaluation Criteria
Equity Economic Budget
Legal Operational & Capacity
Planning & Viability Support & Communications
Lead with Equity while Centering
Budget Considerations
Strategic Planning Design Team Process
to Evaluate Services & Projects
Equity
Does this service/project advance
the equitable distribution of
resources, opportunities, &
outcomes for residents/City of
Oakland employees?
Does this service/project have a
negative impact on the distribu-
tion of resources, opportunities,
& outcomes for residents/City of
Oakland employees?
Are there measures in place to
ensure that benefits are distribut-
ed equitably among all residents/
City of Oakland employees?
Equity
Is this a legal mandate & does
this service/project support the
majority of the following: Mayor’s,
City Council, CAO, and Internal
Engagement Findings?
Is there available data/analytics
that support the need/viability of
this service/project?
Is there a defined outcome for the
service/project that can be objec-
tively measured (SMARTIE* Goals)?
Are we balancing proactive vs.
reactive strategies and solutions?
Legal, Planning, & Viability
Are there resources/funding
to ensure the service/project
are implemented?
Are the potential sources of
funding sustainable?
Does this service/project
enhance cost-savings for
the City?
Does this service/project
stimulate local economic
development or create jobs?
Economic Budget
Do we currently have
qualified staff and resources
to implement and/or are we
positioned to hire/create
capacity immediately?
Is there a project manager?
Are there adverse consequences
of delaying or not continuing
these services/projects?
Can this service/project
be integrated into existing
workflows without disrupting
current services?
Operational & Capacity
Is there a developed
communication strategy
for this service/project
(public, internal, other)?
Are we engaging the
appropriate stakeholders
& resources across the City
to effectively implement
this service/project?
Is there strong public
support for this services/
project?
Support &
Communications
Strategic Planning
Design Team Workshop
*Strategic, Measurable, Ambitious, Realistic, Time-bound, Inclusive, and Equitable *SMARTIE https://www.managementcenter.org/resources/smartie-goals-worksheet/ 49 51
Criteria Range LOW MEDIUM HIGH
Evaluation Priority Score Range Evaluation Criteria Scale Equity
Negative impact on the distribution of resources,
opportunities, & outcomes
Legal Requirements Is not a current legal mandate
Planning / Viability
Economic / Budget
Operational /
Capacity
Support /
Communications
Little to no data to support SMARTIE goals, no need
for urgent response & little to no support for top
citywide priorities
No funding / resources available or does not enhance
cost-savings
In the conceptual, feasibility, and planning phase
No identified stakeholders & resources, and/or no
communications strategies established
Advances the equitable distribution of resources,
opportunities, & outcomes
Is a legal mandate that no longer serves the intended
purpose and can be modified
Adequate data to support SMARTIE goals, some
urgency for implementation & some support for top
citywide priorities
Potential funding / resources available or does
enhance cost-savings
Following conceptual & feasibility phase, determines
no adverse impact to service provision
Adequate identified stakeholders & resources, and
communications strategies in development
Advances the equitable distribution of resources,
opportunities, & outcomes AND measures are in
place to ensure that benefits are distributed
equitably
Is a legal mandate
Data and mechanism in place to support
SMARTIE goals, urgency for implementation &
support most of the top citywide priorities
Funding / resources available and/or enhance
cost-savings and stimulate local economy
No adverse impact to service provision and
qualified staff are prepared to lead and implement
service / project
Identified and confirmed stakeholders &
resources, and communications strategies
established
Evaluation
Criteria LOW = 0 MEDIUM = 5 HIGH = 10
53 Lessons Learned From Other
Cities and Counties
To assist the City of Oakland in establishing strategic priorities for addressing key challenges faced by employees and residents, extensive research was conducted on strategies from California cities and counties (Richmond, Los Angeles County, and Los Angeles), cities in the Rockefeller Foundation’s 100 Resilient Cities cohort (Dallas, Pittsburgh, St. Louis, and Tulsa), and those working to address similar challenges (Detroit, Newark, and Athens-Clarke County). • Cities like Detroit
and Athens-Clarke
County focused on
improving tax assess-
ments, exploring new
fees, and diversifying
revenue streams.
• This emphasis on
expanding income
sources ensures
greater financial
resilience and stability.
• Detroit’s 2013 bankruptcy
led to comprehensive debt
restructuring and pension
reforms.
• Richmond implemented
early retirement incentives
during a severe deficit in
the early 2000s. By offering
service credits and fully
paid medical benefits,
Richmond reduced its
workforce and balanced
its budget despite upfront
costs and hiring restrictions.
Revenue
Enhancement
Debt
Management
• Effective cost control
measures, such as Detroit’s
streamlined operations and
Athens-Clarke County’s
performance-based
budgeting, were crucial.
• Cities also prioritized
transparency and community
engagement, fostering
public trust and support for
budgetary decisions.
Expenditure Controls and
Community Engagement
Lessons Learned From Other Cities and Counties:
Strategic Budgeting
Athens-Clarke County
Dallas
Detroit
Los Angeles
Los Angeles County
Newark
Pittsburgh
Richmond
St. Louis
Tulsa
53 55
Lessons Learned From Other Cities and Counties:
Crime Prevention Strategies
Cities like Richmond, Detroit,
and St. Louis have success-
fully engaged local organiza-
tions and residents in crime
prevention.
• Richmond’s Office of Neighbor-
hood Safety collaborates with
community groups to provide
targeted support for at-risk
individuals.
• Detroit’s One Detroit Initiative
combines law enforcement with
community-based solutions,
focusing on reentry programs
and violence intervention efforts.
• In St. Louis, the Community
Violence Intervention (CVI)
Strategy offers crisis response,
employment assistance, harm
reduction, and reentry support,
creating a comprehensive
violence reduction framework
that complements law
enforcement.
Embracing cultural
humility is essential for
equitable and effective
crime prevention.
• Richmond’s police
department emphasizes
ongoing cultural humility
training and outreach to
build stronger relation-
ships with the community.
• St. Louis integrates equity
into its violence reduction
strategies, ensuring
services are culturally
relevant and shaped by
community input.
Cities are adopting
data-driven approaches
to allocate resources
effectively.
• Newark uses CompStat to
analyze crime data, while
Dallas employs hot spot
policing.
• Richmond utilizes the
Peregrine system and Flock
cameras for targeted
interventions.
• These strategies have
contributed to significant
crime reductions, such as
St. Louis’s 21% decrease in
homicides in 2023.
Holistic crime prevention
involves partnerships
across public health,
academic, and city
departments.
• Pittsburgh partners with
the Allegheny County
Health Department to
tackle violence from a
public health perspective.
• Detroit and Richmond
implement Crime
Prevention Through
Environmental Design,
involving police, city
planners, and community
organizations to improve
public spaces and reduce
crime.
Community
Partnerships
Cultural
Humility
Data-Driven
Strategies
Cross-Department
Collaboration
Lessons Learned From Other Cities and Counties:
Economic Development Strategies
• Cities like Detroit and
Newark are imple-
menting programs to
assist small businesses
through grants,
technical assistance,
and procurement
education.
• These initiatives aim
to foster local en-
trepreneurship and
economic resilience,
especially in the wake
of the pandemic.
• Infrastructure improve-
ment is crucial for
long-term growth.
• Newark’s broadband
initiative and Dallas’s
neighborhood re-
vitalization projects
exemplify how cities
are enhancing digital
connectivity and
physical spaces to
attract investment and
improve quality of life.
• Cities are focusing on
high-growth sectors to
drive innovation and job
creation.
• Detroit targets digital
and creative industries,
while Athens-Clarke
County focuses on
advanced manufactur-
ing and biotechnology.
This targeted approach
helps position cities
as hubs for specific
industries.
Local
Business
Infrastructure
Investment
High-Growth
Industries
57 Lessons Learned From Other Cities and Counties:
Housing And Homelessness Support
• Cities like Los Angeles are
implementing emergency
measures to address
homelessness.
• In LA, initiatives such as “Inside
Safe” and Pathway Home focus
on relocating individuals from
encampments to safer housing
while providing comprehensive
supportive services.
• Los Angeles County’s
emergency declaration has
accelerated efforts, relocating
nearly 38,000 people to
interim housing and preventing
homelessness for over 11,000
individuals.
• Cities are expanding affordable
housing and pairing it with
robust supportive services.
• The Los Angeles Homeless
Services Authority (LAHSA) has
played a crucial role in reducing
street homelessness by 10% in
one year.
• Los Angeles County’s 2024-25
spending plan allocates $311.5
million to permanent housing
and supportive services.
• Newark and Tulsa have pri-
oritized mixed-income and
affordable housing develop-
ments through initiatives like
Black Wall Street Square and
Newark’s Inclusionary Zoning
Ordinance.
• Cities are revitalizing neighbor-
hoods to create safe, affordable
housing and stimulate local
economies.
• Los Angeles integrates racial
equity into their housing
policies, addressing disparities
that disproportionately affect
communities of color.
• Newark and Tulsa emphasize
place-based strategies that
include infrastructure invest-
ments and community em-
powerment efforts, improving
living conditions and creating
economic opportunities.
Emergency Housing
and Encampment
Relocation
Affordable Housing and
Supportive Services
Neighborhood Revitalization
with Racial Equity Focus
57 Mayor’s Office
City Council Members
City Administrator’s
Office
City Agency Directors
Strategic Plan Design
Team Members
Focus Group Participants
Carina Lieu, Community
Engagement Officer
Erin Roseman and
Bradley Johnson,
Department of Finance
Ashleigh Kanat,
Economic and Workforce
Development
Aracely Garza, Executive
Management Assistant to
the City Administrator
Be Present Consulting LLC,
Strategic Planning
Facilitator & Consultant
Inspiring Executive
Strategies LLC
BridgeGroup LLC
Josh Egel Photography
The City of Oakland Strategic Plan is a collaborative effort that involves contributions from City Employees and findings from recent community engagement outreach.
It reflects the importance of collective input in shaping the City’s future. We want to call out a few of the most visible supporters and acknowledge the many people who worked behind the scenes towards the creation of this Plan.
Acknowledgements
Thank YouStrategic Planning Design Team
59 OAKLAND FORWARD:
Building Resilience
City of Oakland Strategic Plan 2025-2028