Attachment A FY 2021-23 Policy Directives
# Policy Directive Purpose Department
Responsible
Lead CAO Staff Status Status Detail
1 Instill Equity in
the Budgeting
Process
The City Administrator shall work with the
Department of Race and Equity and the City
Council to review past practices in creating
budget documents and incorporate these goals
into our next biennial budget processes. This
includes
addressing the distribution of city resources to
flatlands neighborhoods in the Fruitvale, Central,
East and West Oakland, as well as Central
Oakland neighborhoods including Chinatown,
Eastlake/ Little Saigon, San Antonio, Allendale,
and Fairfax.
Responsive,
Trustworthy
Government
Finance Completed Budget coordinated with DRE and established new budgeting equity process. Budget & DRE staff initiated post-budget debrief meetings with Directors and Fiscal
Staff.
2 Direct
Community
Grants
Direct City Administration to create a process for
making direct community grants for Council
consideration by April 2022. This process shall
ensure alignment with Council priorities and
evaluation for the allocation of future grant
resources directly by Council.
Responsive,
Trustworthy
Government
Finance Completed Staff submitted an informational report on April 19, 2022
(https://oakland.legistar.com/LegislationDetail.aspx?ID =5537838&GUID=C667CF45-7C78-4CBB-8846-
294F9B2346B8&Options=ID|Text|&Search=direct+com
munity+grants). Staff is working on implementing the
recommended process for the Fiscal Year 2023-2025
Biennial Budget.
Attachment A FY 2021-23 Policy Directives
# Policy Directive Purpose Department
Responsible
Lead CAO Staff Status Status Detail
3 Prioritize State,
Federal and
Other Funding
for Preservation
and
Development of
Affordable
Housing and
Homelessness
Solutions
To the extent that additional federal and state
funds becomes available for affordable housing
and homelessness solutions, the City shall
prioritize the following:
Homekey - Acquisition and rehabilitation of
buildings to be used to provide housing for
Oakland's homeless population and those at risk
of homelessness along with necessary services for
those in need.
Permanent Affordability Program - Replenish the
Acquisition and Conversion to Affordable Housing
(ACAH) Fund to $12 Million to help with acquiring
and rehabbing community
land trust housing and limited equity coops as
permanent affordable housing, as funding allows.
Interim Housing Interventions - Capital and
Operating funds for creating interim housing
interventions for our homeless residents in each
council district, prioritizing use of public land,
along with necessary services for those in need.
Affordable Housing Construction NOFAs -
Additional funding to leverage available tax
credits and help finance new affordable housing.
Affordable
Housing and
Homelessness
Solutions
Housing &
Community
Development
Completed Per the 2021-2023 HCD Strategic Action Plan
(https://cao-
94612.s3.amazonaws.com/documents/HCD.final.21-
21Strategic-Plan.pdf), accepted by Council on June 1,
2021, HCD has established a three-pronged approach to
supporting the housing needs fo Oakland residents,
focusing on 1) Protection for renters and homeowners,
2) Preservation of existing housing resources, and 3)
Production of new affordable units. HCD's programs
fall within this rubric, and are described in detail in the Plan.
4 Prioritize State
Funding for
Development of
Housing for
Transitional
Aged Youth
(TAY)
In coordination with the Oakland Unified School
District, direct City Administration to allocate at
least $5 million of state affordable housing
funding for the development of the Career
Technical Education Hub at 1025 2nd Avenue,
Oakland, for TAY Housing, which is a partnership
with the Oakland Unified School District and will
house approximately 100-150 TAY in this safe and
neutral location.
Affordable
Housing and
Homelessness
Solutions
HSD Superceded HHAP funds received; however, not an eligible use.
Therefore, superceded by FY 22-23 item 10
Attachment A FY 2021-23 Policy Directives
# Policy Directive Purpose Department
Responsible
Lead CAO Staff Status Status Detail
5 Policy Changes
to Increase the
Impact and
Feasibility of
Occupied
Acquisition-
Rehab
Direct City Administration to fund and identify
staff to streamline funding, project approval,
contract compliance, and operations for acquiring
unsubsidized affordable housing occupied by low
and moderate-income residents and preserving it
as permanently affordable housing. This includes
working with the support of the City Attorney, the
Oakland Preservation Collaborative, a network of
nonprofit affordable housing providers, tenant
advocates and community land trusts, to develop
an appropriate definition for what is considered
“minor” and “major” rehab for acquisition-rehab
and other systems improvements.
Affordable
Housing and
Homelessness
Solutions
Housing &
Community
Development
Completed Policy changes accomplished by having established the Aquisition and Converstion to Affordable Housing
Program. See Resolution Nos. 87876
(http://oakland.legistar.com/gateway.aspx?M=F&ID=67
e0f68d-3c66-4371-a5e0-1a4ea7b2d830.pdf), and 87981
(http://oakland.legistar.com/gateway.aspx?M=F&ID=44
64de19-3a40-4058-950e-17bb6ae41707.pdf). 6 Rent Adjustment Program (RAP)
and Rental
Registry
Direct City Administration to present a staff
report and ordinance to the Council for
consideration no later than May 2022 to create a
rental registry. Secondly, the City Administration
shall also contract to complete an independent
Master RAP fee analysis to determine the efficacy
of a program fee increase by January 2023.
Affordable
Housing and
Homelessness
Solutions
Housing &
Community
Development
Completed Council passed Rent Registry Ordinance on 6/21/22 (https://oakland.legistar.com/LegislationDetail.aspx?ID =5640539&GUID=8BE40DF3-8E9B-4786-B540-
B723946EF934&Options=&Search=). HCD RAP staff are
working with IT consultant to create the registry
platform, and conducting outreach. Page 3 of 16
Attachment A FY 2021-23 Policy Directives
# Policy Directive Purpose Department
Responsible
Lead CAO Staff Status Status Detail
7 Establishment of
the
Homelessness
and
Encampment
Management
Response Task
Force
Direct City Administration to establish a
Homelessness and Encampment Management
Response Task Force, comprised of Human
Services, Public Works, Transportation, Planning
and Building, Fire, Police, Housing & Community
Development, Animal Services, and other
necessary external agencies and organizations,
directed by the Homlessness Administrator, to
develop comprehensive strategies, standardized
operations, and services (including but not limited
to established interventions providing outreach,
human services, safety, sanitation, trash, traffic,
infrastructure use, etc.) in response to the
conditions of homelessness in the City rights of
way.
Affordable
Housing and
Homelessness
Solutions
City
Administrator
Completed Interdepartmental task force created per Council Direction.
8 Independent
Audit of Police
Department
Direct City Administration to work with the
Council President and Public Safety Committee
Chair to commission an independent,
comprehensive audit of the Police Department,
which would be overseen by the Police
Commission’s Inspector General for completion
by December 2022.
Public Safety
and Violence
Prevention
Police
Commission /
Inspector
General
Superceded Superceded by FY22-23 Directive 17.
Attachment A FY 2021-23 Policy Directives
# Policy Directive Purpose Department
Responsible
Lead CAO Staff Status Status Detail
9 Police
Department
Calls for Service
Direct City Administration to present
recommendations and a work plan for Council
consideration by April 2022 for the additional
transfer of certain categories of non-violent, non-
criminal calls for service from the Police
Department to alternative first responders,
including the Fire Department, Department of
Transportation, Violence Prevention, Public
Works, etc., for effectuation by July 2022. For the
Dept. of Transportation, this should include an
analysis of the towing contract currently
administered by the Police Department and the
nine (9) traffic-related calls in the following list
provided to the Reimagining Public Safety Task
Force. This should also include an
interdepartmental Abandoned Auto strategy task
force including the Oakland Police Department,
the Department of Transportation, and other
departments as appropriate, plus at least two City
Council offices, to engage in community outreach
and develop near-term and long-term strategies
that can make a tangible difference for Oakland
residents plagued with incessant abandoned
autos and long wait times for abandoned auto
removal.
Public Safety
and Violence
Prevention
City
Administrator
Superceded Superceded by FY22-23 Directive 18.
10 Police
Department
Academies
Receive an informational report by October 2021
including, but not limited to, demographics,
graduation rates, retention rates, outreach
efforts, and recommendations for improvement
to address the 44.7% completion rate of the
Police Department Academies. This may include
Recommendation 37 from the Reimagining Public
Safety Task Force, which creates a collaborative
and multidisciplinary approach to crisis response
using cross functional teams.
Public Safety
and Violence
Prevention
Police Completed Item heard at September 14, 2021 Public Safety Committee
(https://oakland.legistar.com/LegislationDetail.aspx?ID =5014871&GUID=1C2B39CF-9018-43F4-824E-
C08619F823FC).
Attachment A FY 2021-23 Policy Directives
# Policy Directive Purpose Department
Responsible
Lead CAO Staff Status Status Detail
11 Second Phase of
Reimagining
Public Safety to
Include
Restructuring of
Police
Department to
Focus on Serious
and Violent
Crime
Direct City Administration to work with the
Council President and Public Safety Chair to hire a
consultant with expertise on the criminal legal
system, to facilitate the second phase of
Reimagining Public Safety in Oakland, with the
goal of restructuring the Police Department to
focus on serious and violent crime by
operationalizing the shifting of resources from
enforcement and punishment to prevention,
wellness and alternative responses for integration
in the fiscal year 2023 2025 budget. This includes
raising additional private funds if needed. The
process shall be community-led, transparent,
trauma-informed, and include the following
priorities:
Public Safety
and Violence
Prevention
City
Administrator
Superceded Superceded by FY22-23 Directive 19.
11a Increase
Capacity to
Investigate and
Solve Crimes
and Produce
Higher
Clearance
Rates on
Homicides,
Missing Persons,
and Other
Serious Crimes
by Restructuring
Investigations
Units
Analyze possible increase in civilian personnel
assigned to investigations and other specialized
units (including possible new classifications) and
concomitant decrease in assigned sworn officers
in the following units/positions for greater
effectiveness and cost savings:
Evidence Unit
Property Evidence Specialist Unit
Sex Registrants and ID Section
Patrol Desk in the Police Administration Building
Patrol Desk at the Eastmont Substation
Supervision of the Homeless Outreach Unit
Internal Affairs Division
Transportation Lot
911 Call Center
Traffic Enforcement
Public Safety
and Violence
Prevention
Police Superceded Superceded by FY22-23 Directive 18.
Attachment A FY 2021-23 Policy Directives
# Policy Directive Purpose Department
Responsible
Lead CAO Staff Status Status Detail
11b Remove Low
Level and Non
Violent Calls for
Service from the
Police
Department
Provide detailed analysis and recommendations
for operationalizing the removal of low-level, non-
violent calls for service from the Police
Department’s responsibilities and options for an
alternative response. Low-level, non-violent calls
for service include what the Police Department
classifies as “Administrative, Animal-related,
Homeless, Mental Health, Noise-related,
Ambulance Requested, and Other.”
Public Safety
and Violence
Prevention
City
Administrator
Superceded Superceded by FY22-23 Directive 18.
12 Significantly
Stand Up
MACRO As An
Effective
Alternate
Response
System as First
Responders to
Non-Violent
Calls for Service
Prioritize available state and other funding for
alternative response systems, including funding
through Assembly Bill 988, which creates a new
three-digit phone line for suicide prevention and
immediate, localized emergency response for
individuals in mental health crisis by trained
mental health professionals, as well as available
federal matching, the CRISIS Act funding for
community based organizations, and in
partnership with Alameda County.
Public Safety
and Violence
Prevention
Fire Completed In March 2021, MACRO was established by Resolution No. 88553.
(https://oakland.legistar.com/LegislationDetail.aspx?ID =4835421&GUID=E42DF8B5-6DF4-4FC9-A8E4-
08A4FA35F62B&Options=&Search=) In February 2022,
the City Council adopted Resolutiuon No. 89009,
formally accepting a state grant of $10,000,000 to go
into the City of Oakland General Fund where it will be
disbursed to the MACRO program.
(https://oakland.legistar.com/LegislationDetail.aspx?ID =5378282&GUID=93CE043E-A92D-46A2-98D4-
8DCDA4F78159&Options=&Search=) The Department
continues to seek grant funding opportunities to
support MACRO.
Attachment A FY 2021-23 Policy Directives
# Policy Directive Purpose Department
Responsible
Lead CAO Staff Status Status Detail
12a Advisory Board
for MACRO
Direct City Administration to work with the City
Council to develop the structure of a MACRO
Advisory Board for the purpose of serving as an
advisory partner to the Oakland Fire Department
in developing the MACRO civilian crisis response.
Public Safety
and Violence
Prevention
Fire Completed The MACRO Advisory Board has been established.
Please see this link with biographies of the selected
members:
https://www.oaklandca.gov/documents/community-
advisory-board-biographies.
13 Department of
Violence
Prevention
(DVP)
Alternative
Safety Plan and
Community
Violence
Prevention
Infrastructure
Direct DVP via the City Administration to return
to Council with recommendations for an RFQ by
October 30, 2021 with a proposed set of
strategies and spending plan for the additional
funds allocated to the DVP through this Budget
that is sustainable for the 3 year spending cycle.
Public Safety
and Violence
Prevention
Violence
Prevention
Completed Approved by Council on 7/26/21.
(https://oakland.legistar.com/LegislationDetail.aspx?ID =5065137&GUID=8AD0EFD8-048D-4348-BE6B-
B5658AAE5071)
Attachment A FY 2021-23 Policy Directives
# Policy Directive Purpose Department
Responsible
Lead CAO Staff Status Status Detail
14 Internal Affairs Direct City Administration to work with an independent consultant, the Police Commission,
and the Police Department to analyze options and
timeline for moving most or all of the
responsibilities of the Internal Affairs Division to
the Community Police Review Agency (CPRA).
Public Safety
and Violence
Prevention
Police
Commission /
CPRA
Superceded Superceded by FY22-23 Directive "Internal Affairs to CPRA".
15 Crime
Prevention
Through
Environmental
Design (CPTED)
Direct City Administration to prioritize
implementation of recommendations from CPTED
analysis, particularly in flatlands neighborhoods,
business corridors and beats with high rates of
serious and violent crimes, and provide an
informational report to Council by December
2021 on these efforts. This is in alignment with
Recommendations #78 and #79 from the
Reimagining Public Safety Task Force. This
includes improved lighting, traffic calming and
other environmental design. Where these
measures would help deter crime and promote
community safety, they should be expedited.
Examples of CPTED and traffic calming measures
to analyze include, but are not limited to: (D7)
intersection of 101st Ave and International Blvd
and (D2) E 15th St between 15th Ave and 23rd
Ave where human trafficking occurs.
Public Safety
and Violence
Prevention
City
Administrator
Completed The Neighborhood Services Division Staff continue to conduct CPTED studies at locations identified as priority and OakDOT is utilizing the Violence Prevention Traffic Fund to support CPTED Projects in priority NEST
locations including International Blvd, East 15th Street, and in Downtown's entertainment district after a series of shootings in 2022. CPTED analysis continues and
included traffic calming measures occurred at E 15th St between 15th Ave and 23rd Ave where human
trafficking occurs.
Attachment A FY 2021-23 Policy Directives
# Policy Directive Purpose Department
Responsible
Lead CAO Staff Status Status Detail
16 CERT/Emergenc
y Preparedness
Direct City Administration to conduct extensive
outreach and recruitment to residents in
underrepresented communities and areas that
are at high wildfire risk for Oakland’s Community
Emergency Response Team (CERT) training
program.
Public Safety
and Violence
Prevention
Fire Completed
EMSD developed and implemented the following
training and exercise plans including at two (2) full-scale exercises, two (2) tabletop exercises, six (6) Emergency Operations Center Trainings, (10) CERT training events, (4) Personnel Emergency Preparedness Training Events,
and (11) Emergency Respite Center Series trainings with at 398 members of the public participating, which
included three (3) Adult CERT, one (1) CityCERT, one (1) CiviCorps two(2) instructor courses, and three (3) Teen CERT cohorts. This is the first time Oakland has offered TEEN CERT events.
EMSD conducted 57 Community Outreach events with
947 direct engagements in underrepresented
communities and areas that are at high wildfire risk.
EMSD held community meetings/training with the a
high volument of neighborhoods/organizations active in
the Council Directed Area
17* Vegetation
Management/W
ildfire
Prevention
Direct City Administration to work with City
Council on preparing a Wildfire Assessment ballot
measure for voter consideration to help ensure
that the City of Oakland can be best prepared to
reduce the risk of wildfires in our city.
Holistic
Community
Safety
City
Administrator
Completed OFD expects the final Vegetation Managment Plan (VMP) to be presented to the City Council for adoption
in May 2024 and staff are drafting a WPAD that will
fund the annual cost of the VMP based on current
expenditires and new costs identified in the VMP for the expanded work.
Attachment A FY 2021-23 Policy Directives
# Policy Directive Purpose Department
Responsible
Lead CAO Staff Status Status Detail
18* Youth and
Families
Department
Direct City Administration to conduct an analysis
and provide feasible options and timeline for the
creation of a department dedicated to youth and
families in a proposal for Council consideration by
April 2023 that moves youth-focused funding
primarily from the Police Department and Human
Services Department, that aligns the Police
Department, Youth Advisory Commission,
Oakland Fund for Children and Youth, and
Community Youth Leadership Council, to enable
effective resourcing for centering youth
leadership, empowerment, and opportunities at
scale.
Public Safety
and Violence
Prevention
City
Administrator
Delayed Creation of the Children, Youth and Family Department was included in the Mayor's Budget Proposal for FY
2023-25 but was delayed.
19 Support Small
Businesses with
Re-Opening
Target Economic and Workforce Development
support for facade improvements, repairs, flex
streets support, including parklets, among other
support, to small and disadvantaged businesses in
flatland neighborhoods throughout our city with
particular attention to commercial
neighborhoods in the Fruitvale, Chinatown, East
Oakland, and West Oakland. Include multilingual
technical assistance, including Spanish, Chinese,
and Vietnamese.
Good Jobs and
Vibrant
Community
Economic &
Workforce
Development
Completed Revised criteria for Façade and Tenant Improvement Program (FTIP) approved by City Council on June 7,
2022 through Resolution 89239 CMS. Updated FTIP
program application window launched December 1,
2022.
https://oakland.legistar.com/LegislationDetail.aspx?ID= 5538350&GUID=C65745F4-49BD-4F06-815C-
79B98AF59580.
Attachment A FY 2021-23 Policy Directives
# Policy Directive Purpose Department
Responsible
Lead CAO Staff Status Status Detail
20* Department of
Workplace and
Employment
Standards
(DWES) Staffing
to Enforce
Worker
Protections
Direct City Administration to present a staff
report and ordinance to Council no later than
May 2022 for consideration of the creation of
new classifications, or amending existing
classifications, for the positions tasked with
enforcing the City’s Minimum Wage Ordinance,
Worker retention at Large-Scale Hospitality
Ordinance, Hotel Minimum Wage and Working
Conditions Ordinance, the Emergency Paid Sick
Leave Ordinance, the Worker Retention
Ordinance, Local Employment Program, 15%
Apprenticeship Requirement, any other laws
under the purview of the Workplace Standards
Enforcement Division of DWES.
Good Jobs and
Vibrant
Community
Workplace and
Employment
Standards
Delayed DWES and Human Resources are working on creating a new job classification that covers DWES’s work
enforcing Citywide labor laws with private sector
employers that operate in the City. The Contract
Compliance Officer series of job classifications that is used for enforcing the L/SLBE Program, the Local
Employment/Apprenticeship Program, Living Wage, and
Prevailing Wage is a mismatch with this work as there
are no contracts to assess for compliance in a Citywide labor complaint investigation. The core competencies
for investigations and building legal cases for
prosecution include: investigative methods, assessing
validity of document-based evidence and witness
testimony, and ability to analyze large amounts of data.
DWES is also working with Human Resources to
modernize the Contract Compliance Officer series of job classifications that have not been updated in decades.
The target date for finalizing the new job classification and updated Contract Compliance Officer job
classification series is by the start of the new fiscal year. 21 Cultural Affairs
programs
Direct Cultural Affairs Division via the City
Administration to return to Council with
recommendations for distribution of program
funds by October 31, 2021 with engagement of
the Cultural Affairs Commission and the division’s
Funding Advisory Committee and consideration of
Council guidance to focus on flatlands
neighborhoods below 580 (including East
Oakland, West Oakland, Fruitvale, Chinatown,
Little Saigon/Eastlake, San Antonio, Laurel,
Brookdale) with equitable distribution across
Council Districts.
Good Jobs and
Vibrant
Community
Economic &
Workforce
Development
Completed Cultural Affairs launched a new category of cultural funding grants for Festivals in the fall of 2021, and
expended all of the $500k in new GPF funds allocated in the FY 21-22 budget with a focus on equitable
distribution as approved by Council.
(https://oakland.legistar.com/LegislationDetail.aspx?ID =5196416&GUID=29FA90D7-4BCF-43A0-B470-
6DE08DEB7C72)
Attachment A FY 2021-23 Policy Directives
# Policy Directive Purpose Department
Responsible
Lead CAO Staff Status Status Detail
22 Parks Direct OPRYD via the City Administration to
collaborate with neighborhood community
groups to maximize programming to activate and
utilize parks by creating community-based
partnerships at Oakland’s parks and rec centers.
Prior to the re opening of the San Antonio and
Brookdale Recreation Centers, OPRYD shall
engage community groups in the neighborhood
around programming.
Good Jobs and
Vibrant
Community
Parks,
Recreation &
Youth
Development
Completed Center Director hired at both San Antonio and Brookdale rec centers to coordinate with community
groups.
Extensive community engagement conducted during
SAP Master Plan process. Collaborative presentation at
Nov. 2022 PRAC-item passed; expected to Council 2023
(https://www.oaklandca.gov/projects/sanantoniopark)
Brookdale community engagement led by Center
Director to develop programs 2021-22. Brookdale
center capital project includes Master Plan &
community engagement process expected to begin
2023; constructions est 2027.
23 Infrastructure
Bond Ballot
Measure
Direct City Administration to conduct analysis and
community engagement regarding a possible new
Infrastructure Bond ballot measure in 2022 for
public infrastructure and affordable housing.
Clean, Healthy,
Sustainable
Neighborhoods
City
Administrator
Completed Measure U passed.
(https://oakland.legistar.com/LegislationDetail.aspx?ID =5702686&GUID=503A10B7-417B-44A6-9D8B-
B57BDA7D5683&Options=ID|Text|&Search=infrastruct
ure+bond)
Attachment A FY 2021-23 Policy Directives
# Policy Directive Purpose Department
Responsible
Lead CAO Staff Status Status Detail
24* Lead Abatement
and Other
Programs to
Promote
Healthy Homes
In partnership with Alameda County, invest
resources into healthier communities by
supporting abatement of lead, asbestos, and
other negative environmental factors in homes
and neighborhoods.
Clean, Healthy,
Sustainable
Neighborhoods
City
Administrator
In Progress HCD issued an RFP in 2024 and entered into a PSA with Green Healthy Homes Institute (GHHI) on the design of
an Equitable Lead Hazards Abatement Program (ELHAP)
for $166,605 from 9/13/2024 to 9/13/2026.
To date, GHHI has completed the following:
• Asset and Gap Analysis (Available if needed):
This analysis involved interviews with a broad range of stakeholders, including the County of Alameda,
community organizations, HCD staff, and others. It
reviews community needs based on the Race and Equity
Impact Analysis (REIA – also available if needed),
examines existing resources for lead poisoning
prevention efforts, and outlines a regulatory framework and funding overview.
• Program Design Framework: A draft of the program
design framework for the lead abatement program has
been received. GHHI is continuing to refine
recommendations for an equity-informed program
design, which is expected to be submitted to HCD by the end of March, 2025.
• Community Engagement Plan: Meetings with
community members are scheduled for April, May, and
June. Additionally, an in-depth briefing for CAO and DRE will be scheduled in early April to discuss the plan.
• Final Program Design Guidelines: GHHI anticipates
issuing the final guidelines in June 2025 and will
k h l h
Attachment A FY 2021-23 Policy Directives
# Policy Directive Purpose Department
Responsible
Lead CAO Staff Status Status Detail
25 Lake Merritt and
City Parks
Extend current Lake operations through
November 28, 2021. Direct City Administrator to
work with the interdepartmental Lake Working
Group with stakeholder input, to develop a plan
and timeline for phasing out City Department
Teams and phasing in Parks Ambassadors and
other alternatives to address safety and
community at Lake Merritt. This plan shall also
include follow up from the May 25, 2021 joint
meeting of the Life Enrichment Committee, Parks
& Recreation Advisory Commission and Cultural
Affairs Commission to develop programming
across the City in our parks and public spaces with
accessible permitting and marketing, and to
develop community agreements for our parks and
public spaces with plans for implementation such
as parks/community ambassadors and event
monitors.
Clean, Healthy,
Sustainable
Neighborhoods
City
Administrator
Completed Additional funding was provided to cover lake operations through November 2022. Also, the Council
adopted the Lake Merritt Parking Management Plan
which will generate 1-1.5 million annually with portions allocated for ongoing lake management including the
items identified by Council.
26 Impact Fees Direct City Administration to present an analysis and options for consideration to pre-allocate a
portion of assessed Affordable Housing and
Jobs/Housing Impact Fees to pending affordable
housing projects before the funds are collected by
the City to help provide needed funds for
affordable housing construction. This report shall
be presented to the Council for consideration no
later than September 2021.
Affordable
Housing and
Homelessness
Solutions
Finance/
Planning &
Building
Completed Considered and discussed with the Impact Fees Phase 2:
Development Feasibility Analysis And Housing Strategy
Study, which was received and filed December 2024
(https://oakland.legistar.com/MeetingDetail.aspx?ID=1
244590&GUID=451F42E1-22E8-4685-96C6-
DC2A27C55DDC&Options=&Search=).
Attachment A FY 2021-23 Policy Directives
# Policy Directive Purpose Department
Responsible
Lead CAO Staff Status Status Detail
27 Façade
Improvement
Programs
Because the current upfront payment structure
inhibits participation by less capitalized
businesses, the City Administration/Economic and
Workforce Development Dept shall develop a
plan to retool current and future Façade
Improvement Programs to reduce or eliminate
the burden of up-front payment for property
owners and business owners.
Clean, Healthy,
Sustainable
Neighborhoods
Economic &
Workforce
Development
Completed Revised criteria for Façade and Tenant Improvement Program (FTIP) approved by City Council on June 7,
2022 through Resolution 89239 CMS. Updated FTIP
program application window launched December 1,
2022. (www.Oaklandca.gov/FTIP)
28 City Hall East Directing The City Administrator To Develop Options For Establishing A City Hall East Program
Whereby City Services Are Made Available To
Oakland Residents From A Satellite Location
Between High Street And The San Leandro Border
And Return To Council With Recommendations
For Implementation In November 2021
(resolution no. 88786)
Responsive,
Trustworthy
Government;
Healthy
Sustainable
Neighborhoods
City
Administration
(lead), EWD,
OPW, PBD, ITD
Completed Heard by City Council on 12/6/22.
(https://oakland.legistar.com/LegislationDetail.aspx?ID =5848056&GUID=E26A3C78-A545-4033-84F8-
2F346D20A554). Community outreach with partners in
the area yielded a mild response to the idea. This
project is administratively canceled due to budgetary
constraints.
*This item was updated in March 2025 since the last status provided to the Finance and Management Committee in September 2024.