View Attachment A — Rules & Legislation Committee, May 15, 2025 (part 3 of 4)

POSITION INFORMATION
Authorized Position By Bureau
Updated On 2 May, 2025
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2026-27
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ADA Programs
Administration / Operations
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Homelessness Administrati…
OAK311 Call Center
Sustainability & Resilience
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2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Administration / Operations 25.6 22.6 22.6
Employment Investigations & Civil Rights Compliance 5 5 5 Homelessness Administration 6 7 7
OAK311 Call Center 10 10 10
ADA Programs 4 2 2
Sustainability & Resilience 4 4 4
TOTAL 54.6 50.6 50.6
427
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Administrative Analyst I 1 1 1
Administrative Analyst II 1 0 0
Administrative Assistant I 1 1 1
Administrative Assistant II 0 1 1
Administrative Assistant II (CONF) 1 1 1
Architectural Associate (Field) 1 0 0
Assist to the City Administrator 8 7 7
Assistant City Administrator 3 2 2
City Administrator 1 1 1
City Administrator Analyst 7 6 6
Deputy City Administrator 2 2 2
Disability Access Coordinator 1 1 1
Equal Emp Opportunities Officer 1 1 1
Equal Opportunity Specialist 3 3 3
Exec Asst to Asst City Administrator 1 1 1
Exec Asst to City Administrator 1 1 1
Manager, Human Services 1 1 1
Program Analyst I 2 2 2
Program Analyst II 2 2 2
Program Analyst III 3 2 2
Project Manager III 4 5 5
Public Information Officer II 0 1 1
Public Information Officer III 1 0 0
Public Service Rep, Sr 2 2 2
Public Service Representative 6 6 6
Receptionist, PPT 0.6 0.6 0.6
TOTAL 54.6 50.6 50.6
428

Equitable Climate Action Plan (ECAP) Implementation and Community Engagement "Better the lives of Oakland residents through interconnected projects and programs addressing housing, energy costs, air quality, food insecurity, infrastructure development, risk management, and equity including: “Better Neighborhoods, Same Neighbors” Transformative Climate Communities (TCC) Grant, a $28.2M state grant for affordable housing, new parks, aquaponics farm food, tree planting, and bike share projects; create communitywide charging infrastructure for electric vehicles; Resilience Hubs, to adapt municipal buildings to expand uses, serve multiple emergency and daily functions, and maximize utility; facilitate building electrification throughout the City, reduce climate risks to the public, and protect the City against sea level rise and changing climate conditions.

The Sustainability and Resilience Division aggressively pursues grant funding through the Federal Infrastructure Act and the Inflation Reduction Act for a variety of programs and initiatives identified in the ECAP that could total in the hundreds of millions of dollars. For each grant application, the funds will be shared by multiple departments and outside entities such as CBOs with whom the City partners to implement the plan successfully.

TCC grant funding will end in 2025, new NOAA grant to fund City Administrator Analyst position.

Commission Assistance and/or Liaison
The City Administrator’s Office (CAO) serves as staff and/or support to various independent commissions including the Redistricting Commission, Privacy Advisory Commission (Chief Privacy Officer), Police Commission (liaison), Safety and Services Oversight Commission, Community Policing Advisory Board, Commission on Homelessness, Children's Initiative Oversight Commission, Mayor's Commission on Persons with Disabilities, and City AdministratorCity Administrator
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 429
Police Commission Selection Panel. CAO staff administers annual Board & Commission Support trainings for department staff. CAO staff also fill-in for departments to staff board/commission meetings in the event of an absence or vacancy in the dept.

Internal & External Working Groups
Coordinate interdepartmental efforts for a wide array of activities including: Wildfire Prevention (to prevent wildfires in the City), Lake Merritt (manage issues and activities at the Lake), Caltrans (to ensure proper maintenance of property and rights-of-way), Neighborhood Services Manager (implement City’s Community Policing Program), Abandoned Auto Working Group to address the transition of this service to OakDOT and continue to identify new resources to make the service delivery more effective, the Hazardous Materials Working Group that is building a better interdepartmental system to manage hazardous waste citywide, and other groups as needed on an ad hoc basis. Union Pacific, PG&E.

Digital Services
Develop and iterate on the vision, strategy, and implementation of the City’s digital assets, including the City's website, social media channels and civic technology platforms. Listen to public and internal needs to identify opportunities for improved digital engagement and service delivery.

Direct Coordination of Citywide Homelessness and Encampment Response Engage unhoused and pair with services that lead to long-term affordable housing, provide outreach and connection to services, including county wrap around services, enable people who qualify for state and federal resources to access affordable housing. Make contact with unhoused individuals, share options, information/education, and support them in trying to access dignified housing. Division is responsible for making this contact with unhoused residents and connecting them to services and resources.

Neighborhood Services
The Neighborhood Services Division (NSD) mission is: Every block is organized and every neighbor skilled, networked, and empowered to work together and in partnership with the City and outside agencies to solve problems and build a healthy resilient community. The division helps neighbors at the block level by promoting city programs that engage residents, promote stewardship and supports city initiatives. This is accomplished by promoting programs such as Adopt- A - Spot and Drain and Neighborhood Watch, and at the Neighborhood Level through Neighborhood Councils and CORE. The team also convenes the Neighborhood Enhanced Services Teams (NEST), to ensure interdepartmental coordination to address the needs of Oakland's most vulnerable neighborhoods and has created a volunteer model to reactivate closed EMT sites.

Citywide Agenda Report Management and City Council Meeting Support Manage the City Administrator's Agenda Processes, including preparing, reviewing, analyzing, and editing agenda reports and presentations for City Council. Track and coordinate scheduling request review and notification to the City Clerk's office in preparation of Rules and Legislation committee meetings. Prepare pending list of items scheduled to upcoming Committee and Council meetings. Present staff recommendations and respond to questions at City Council and Committee meetings. Administer annual report writing and legislative process trainings to City staff. Contribute to legislative process trainings for new Councilmembers and their staff.

Manage the City's Administrative Instructions (AI)
Receive, analyze and edit AIs, which describe the City’s policies, practices, standards, and procedures for various items; upload materials to the City's intranet; respond to inquiries from staff. 430
Strategic Communications
Develop communications strategies to address complex, high-profile, controversial, sensitive issues. Develop and initiate employee communications strategy. Draft, curate, edit and produce employee-specific communications.

Support employee engagement and recognition events and initiatives.

Support and advise departments in drafting external communications ae.g. building staff capacity and training.

Perform media relations, e.g. responding to press inquiries (10) Oakland Children's Initiative
Oversight for the OCI's 3 funding streams, as outlined in the City's Charter and include: 1) Funding for Oversight, Accountability & Evaluation (includes formal and informal contracts including annual financial audit); 2) Early Education Fund; and 3) Oakland Promise fund; Staff Children's Initiative Oversight Commission.

ADA Programs
Implements policies regarding disability access compliance (excluding employment) under the Americans with Disabilities Act (ADA) and other Federal/State/Local accessibility regulations. Administers the citywide ADA Transition Plans, ADA accommodations capital improvement programs, ADA grievance program. Reviews City capital improvement and major development projects for access compliance. Investigate and resolve disability civil rights grievances (Title II compliance, external). Facilitates reasonable program modifications for customers with disabilities, administering the Auxiliary Aides and Services Program that provides effective communications services to customers with disabilities. Facilitates, monitors, and implements ADA litigation settlements. Staff and liaison to the Mayor's Commission on Persons with Disabilities. Administers technical ADA assistance program, also Citywide trainings for supervisors, new employees, DSWs, etc.

Oakland 311 (OAK311) Customer Service & City Information Program The Oak311 Communications/Dispatch Center is a centralized, multi-lingual, one number system that is available 24/7 for Oakland residents and businesses to report maintenance issues, secure responses to general or complicated inquries about City services, and after-hour emergency infrastructure maintenance requests. Works closely with OPD, OFD and Macro Dispatch staff as well as other public agencies for the good of the citizens.

Employment Investigations and Civil Rights Compliance
Employment Investigations and Civil Rights Compliance (EICRC) Division is responsible for ensuring compliance with equal employment opportunity laws and enforcing regulations that prohibit discrimination and harassment in the workplace based on race, color, or national origin, gender, or disability, as required by Title VII of the American Civil Rights Act (Federal), Fair Employment and Housing Act (State) and City Administrative Instruction 71 (City). The division also assists City Departments in providing equal employment opportunities to all applicants and employees, and provides mandatory training to management and supervisory employees, and to new employees in the New Employee Orientations. In fulfilling these responsibilities, EICRC also provides or coordinates services such as policy development, technical assistance, training programs, monitoring, and compliance activities. The office prepares comprehensive investigative reports documenting investigations, including fact-finding, applying facts to policies, and drawing conclusions as to whether policies have been violated, and ensures alignment with federal and state laws, and City policies and procedures.

Equitable Lead Hazard Abatement Program (ELHAP) and Lead Settlement Fund implementation 431
In 2001, ten cities and counties in California, including the City of Oakland and the County of Alameda brought a lawsuit against companies that manufactured, distributed, and promoted lead paint. In October 2019, the public entities entered a Memorandum of Understanding to satisfy their obligations under various contingency fee agreements with outside counsel, and to allocate among the prosecuting jurisdictions the balance of settlement funds. The City of Oakland and County of Alameda received a $23,985,922.92 settlement fund allocation.

Approximately $14M (60%) of the lead settlement funds would be spent in the City of Oakland for lead poisoning prevention purposes. From the 60% settlement funds allocated to Oakland, 20% of the funds are allocated to fund work pursuant to recommendations in the Racial Equity Impact Analysis, "Eliminating Lead Paint Hazards in Oakland & Alameda County" (September 2021). The remaining 40% of the lead settlement funds are held in trust by the County of Alameda for use in lead poisoning prevention services and activities pending the City and County agreeing on programming and disbursement.

In the past, HCD administered a remedial response program, which included coordinating relocation of households while their unit is being restored, but this program was paused due to staffing and budgetary constraints. In response to a number of organizational changes, PBD advanced adoption of an Ordinance in Dec. 2022 which detailed a comprehensive approach to regulating lead-based paint disturbance, inspections, and abatement under the City's jurisdiction. In January 2024, the City issued an RFP to perform Program Design and recommendations for establishing the ELHAP. Green and Healthy Homes Initiative was selected through this process and staff anticipates contract execution in October 2024. The consultant's recommendations are expected by August 2025 with a presentation to occur in September 2025 - based on the results of this analysis, HCD will determine if and how it will redesign and reconstitute the Remedial Response Program, or other similar programs.

Excess Litter Fee Contract & Program Administration
The Excess Litter Fee (ELF) Program raises revenue to abate litter created by fast food businesses, liquor stores, convenience markets, and gasoline stations. These types of establishments pay an Excess Litter Fee based on the size of their business. Revenue generated from the fee is used to defray the cost of litter and trash clean-up resulting from the operation of these businesses.

Public Safety-Related Policy Development and Implementation In coordination with departments, develop policies and administer contracts or programs that relate to various public safety priorities, issues, or services, per the direction of the City Council/Mayor's Office. Examples include Side Show Ordinance (No. 13743), California Department Of Forestry And Fire Protection (CAL FIRE) Fire Prevention Program grant application, Autura contract for abandoned vehicle removal services, Wildfire Prevention and Safe Work Zone Tax development (Resolution No. 90324).

Reimagining Citywide Permitting (RCWP) Initiative
Interdepartmental effort led by CAO to improve Oakland's permitting processes to achieve fair, consistent, equitable outcomes. Project includes many components to enhance systems/technology, staffing, fees, data and records management, customer service, communication and engagement, and other efforts.

Citywide Grants Coordination
Work closely with City departments and elected officials to identify and research grant funding opportunities; monitor grant allocations and reporting; and assist with effectively managing grants. Provide technical assistance to grant writing staff in the development of grant proposals. Identify available federal, state, local, and private grant funding sources and disseminate information to grant seekers in City departments. Develop and monitor a 432
Citywide grant tracking system to ensure timely preparation of grant applications and implementation of grant requirements.

Citywide Affordable Housing Strategy
Enhance and build upon the City’s housing strategies and to leverage all available tools, including streamlining, innovation, expansion of financial resources, and inclusive planning policies to prioritize increasing the speed, cost efficiency, and quality of affordable housing options and opportunities for low-income and vulnerable Oaklanders.

Inclusive Community Engagement
Citywide program led by CAO to coordinate community engagement work across the City and identify tools and best practices for City staff so that they can better ask for and respond to community input. Includes the interdepartmental Inclusive Community Engagement Working Group which convenes twice per month to review Community Engagement plans and advance the City’s inclusive engagement goals. In addition, CAO maintains a Community Engagement Guidebook to support staff in their planning and provides tools for staff to use to track participation in community engagement processes. Also works with Citywide Training to provide quarterly trainings on inclusive community engagement, to support staff in using the tools and the guidebook.

Oakland’s history of structural racism has created barriers to engagement and participation among low-income, Black, Indigenous and other communities of color. The barriers are multiplied for women, LGBTQ, people living with disabilities, and Limited English Speakers who are part of these racial groups. Community engagement has been conducted in an ad-hoc way across the City, from formal Board, Commission and City Council Meetings to informal outreach and engagement activities often led by departmental Public Information Officers, or by other staff or consultants hired to lead City initiatives. Barring some baseline requirements that are mandated through policies such as the Brown Act, the Sunshine Ordinance, the Equal Access Ordinance, and the Americans with Disabilities Act, the City hasn’t had systems or standards in place to support coordination and consistency in engagement activities across the organization. In 2020 an interdepartmental group began meeting regularly to coordinate community engagement work across the City and identify tools and best practices for staff, and these meetings continue through the Inclusive Community Engagement Working Group. The overarching goal is to proactively identify and remove barriers to inclusive community engagement to ensure that City plans and policy decisions are informed and shaped in collaboration with members of communities most impacted by racial disparities.

Digital Systems Management
Actively manage and maintain multiple Citywide systems and platforms that enable departments to communicate and share information with the public. Includes tasks such as maintaining an updated CRM/contact database, facilitating staff's acess to update or create new pages on the City website, troubleshooting and fixing bugs, creating forms, designing or revising user flow, and providing QR codes and other content for department staff.
433

PERFORMANCE MEASURES
Performance Measures are metrics that collect information about operational activities, achievement of goals, community conditions, or other environmental factors to better understand present conditions and inform operational, managerial, policy, and community decisions. Performance Measures are composed of Service Output Measures, which describe a specific service measurement and the numerical value of that service on an annualized basis; and Equitable Service Delivery Success Standards, which describe the “gold standard” target service level for every customer/area of the City, including those who have been historically underserved, and is sometimes expressed as a percentage of the service delivery meeting a specific threshold. Service Levels are designated parameters of City operations, such as weekly facility hours, standard response times for emergency services, and standard response times for requests through OAK311.

Performance measures should identify, track, and improve access to City services for Oakland residents with a goal of continuous improvement in equitable outcomes over time through data collection and analysis. The annualized measurement provided against the Equitable Service Delivery Success Standard will be used to analyze and address areas needing improvement, including racial disparities, for equity purposes. The initial metrics chosen have a particular focus on assuring equitable service delivery to Oakland’s Black, Indigenous, and People of Color (BIPOC) residents, and selected for their potential to advance systemic change and close racial disparities in policy outcomes.

Administration will provide updated performance measures in the FY25-27 Adopted book 434

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Administration/Operations
This program directs and coordinates all City Departments to ensure the goals and policy directives of the Mayor and City Council are implemented and services are efficiently and effectively delivered toward advancing equitable outcomes in the community. The Administration Division also includes Agenda Management, Communications, Public Safety and Violence Prevention Services (Measure NN) Evaluation, and Resilient Oakland.

Employment Investigations & Civil Rights Compliance
Employment Investigations & Civil Rights Compliance (EICRC) is responsible for ensuring compliance with equal employment opportunity laws and regulations that prohibit discrimination and harassment in the workplace and assisting City Departments in providing equal employment opportunities to all applicants and employees. In fulfilling these responsibilities, EICRC also provides or coordinates services such as policy development, technical assistance, training programs, monitoring, and compliance activities. The office prepares comprehensive investigative reports documenting investigations, including fact-finding, applying facts to policies, and drawing 435
conclusions as to whether policies have been violated, and ensures alignment with federal and state laws, and City policies and procedures.

Homelessness Administration
The Fiscal Year 2019-21 Adopted Budget created and funded a high-level administrator and support staff to lead coordination of Citywide initiatives to respond to issues of the homelessness crisis. The program also supports the newly established Commission on Homelessness which provides oversight of the Oakland Vacant Property Tax received by the City of Oakland for homeless services, and makes recommendations to the City Council for strategies to remedy homelessness.

OAK311 Call Center
The Oak311 Call Center office is a centralized, multi-lingual, one number system available 24/7 for Oakland residents to report infrastructure emergencies and/or issues for non-emergency City services, after hour urgent matters and for general City information. Office hours are Monday through Friday, 8:00am to 4:30pm. Urgent calls received after 4:30pm are dispatched to a standby crew for service. Reporting options include direct call, mobile app, website and email.

Americans with Disabilities Act (ADA) Programs
The ADA Programs Division is responsible for implementing policies regarding disability access compliance (excluding employment), administering the citywide ADA Buildings and Facilities Transition Plan and ADA Accommodations capital programs, reviewing other City capital improvement and major development projects for access compliance, responding to ADA grievances and facilitating reasonable program modifications for customers with disabilities, administering the Auxiliary Aides and Services Program that provides communications services to employees and customers with disabilities, and facilitating, monitoring, and implementing ADA litigation settlements.

Sustainability & Resilience
The Sustainability & Resilience Division fosters collaboration with staff across all City Departments and with community leaders and experts on equitable climate change mitigation and adaptation. The Sustainable Oakland program is an evolution of the Sustainable Community Development Initiative, established by Oakland's City Council in 1997, and is charged with developing plans, ensuring implementation, and tracking progress related to Council’s Climate goals and targets, including its greenhouse gas emission reduction targets, Climate Emergency and Just Transition Resolution (2018), and 2045 Carbon Neutrality target (2020). 436

CITY ATTORNEY
Mission Statement
The Office of the City Attorney plays a critical and often behind-the scenes role in City government as the sole attorney for the City of Oakland, a municipal corporation, and provides advice and counsel regarding contracts, legislation, projects, programs, policies and initiatives. The City Attorney defends Oakland’s interests and resources in court when the City is sued and initiates legal action to enforce compliance with applicable laws, protect and advance the rights of all Oaklanders, and secure justice and equity. We draft and review ordinances and resolutions and sponsor legislation, often with members of the City Council and/or the Mayor. We strategically negotiate major agreements and contracts and help to shape Oakland’s policies; and we provide expert legal advice to City leaders and officials, including the Mayor, City Council, City Auditor, City Administrator and City departments, boards and commissions.

Our mission is to:

Learn more about who we are and what we do
here.
provide the highest quality of professional legal services;1. promote open government, transparency and accountability to the residents of Oakland in accordance with the letter and spirit of the law, and;

2. apply the law in an innovative and community-oriented manner to protect and advance the rights of all Oaklanders and improve the quality of life in Oakland neighborhoods. We accomplish this mission by constantly pursing excellence, professionalism and a workforce that values and reflects Oakland’s diversity.

3. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 437

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Restores 1.0 FTE Legal Administrative Assistant. This position provides legal administrative support to the Attorney’s.

Equity Consideration: The equity consideration for this item has not yet been analyzed.

1. SIGNIFICANT BUDGETARY CHANGES
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Fund  Change Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26-27 $ Change ($) FD_1010 Add Adds Position in City Attorney: Administration Legal Administrative Assistant 1 169,915.00 1 168,691.00 438

FINANCIAL INFORMATION
Expenditures By Fund
Updated On 5 May, 2025
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 5.0M

10.0M

15.0M

20.0M

25.0M

30.0M

35.0M
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Special Revenue Funds
Enterprise Funds
Capital Project Funds
Fiduciary Funds/Trust & Ag…
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $20,557,226 $21,710,042 $22,983,153 $22,823,339 Self Insurance Liability $6,061,975 $2,460,000 $4,290,000 $4,290,000 Worker's Compensation Insurance Claims $983,052 $1,031,166 $972,539 $964,872 Affordable Housing Trust Fund $210,275 $212,354 $197,761 $196,325 GENERAL FUNDS TOTAL $27,812,528 $25,413,562 $28,443,453 $28,274,536 Special Revenue Funds
Measure B: Local Streets & Roads $33,342 $0 $0 $0
Measure BB - Local Streets and Roads $16,616 $51,843 $48,780 $48,424 Rent Adjustment Program Fund $1,828,856 $786,333 $603,418 $598,728 Development Service Fund $3,754,809 $3,833,229 $3,616,326 $3,588,319 SPECIAL REVENUE FUNDS TOTAL $5,633,623 $4,671,405 $4,268,524 $4,235,471 Enterprise Funds
Sewer Service Fund $1,050,184 $1,115,290 $1,042,731 $1,034,775 ENTERPRISE FUNDS TOTAL $1,050,184 $1,115,290 $1,042,731 $1,034,775 Capital Project Funds
Central District Projects $354,399 $457,426 $430,181 $426,858 439
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Central City East TA Bonds Series 2006A-T (Taxable) $85,062 $81,848 $77,094 $76,522 CAPITAL PROJECT FUNDS TOTAL $439,461 $539,274 $507,275 $503,380 Fiduciary Funds/Trust & Agency Funds
Police and Fire Retirement System $210,429 $220,700 $229,437 $229,698 Grant Clearing $0 $227,231 $226,631 $224,877
FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL $210,429 $447,931 $456,068 $454,575 TOTAL $35,146,225 $32,187,462 $34,718,051 $34,502,737
Expenditures By Category
Updated On 5 May, 2025
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Personnel & Overhead
$23,280,282 (67.1%)
Operations & Maintenance
$4,692,264 (13.5%)
Internal Services
$2,455,505 (7.1%)
Debt & Other
$0 (0.0%)
Transfers
$4,290,000 (12.4%)
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Operations & Maintenance
Internal Services
Debt & Other
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Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial City Attorney Administration $35,146,225 $32,187,462 $34,718,051 $34,502,737 TOTAL $35,146,225 $32,187,462 $34,718,051 $34,502,737
440

POSITION INFORMATION
Authorized Positions By Bureau
Updated On 2 May, 2025
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Biennial FTE
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2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE City Attorney Administration 78 78 78
TOTAL 78 78 78
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Accountant II 1 1 1
Administrative Analyst I 1 1 1
City Attorney 1 1 1
City Attorney, Assistant 2 2 2
Claims Investigator III 1 1 1
Deputy City Attorney II 3 3 3
Deputy City Attorney III 20 20 20
441
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Deputy City Attorney IV 11 11 11
Deputy City Attorney V 8 8 8
Exec Asst to Asst City Attorney 1 1 1
Exec Asst to City Attorney 1 1 1
Information System Administrator 1 1 1
Information Systems Spec II 1 1 1
Legal Admin Assistant, Supervising 1 1 1
Legal Administrative Assistant 6 6 6
Legal Support Supervisor 1 1 1
Manager, Legal Admin Services 1 1 1
Neighborhood Law Corps Attorney 4 4 4
Open Government Coordinator 1 1 1
Paralegal 9 9 9
Public Service Representative 1 1 1
Special Counsel 1 1 1
Special Counsel Labor & Employ 1 1 1
TOTAL 78 78 78
442

Affirmative Litigation, Innovation & Enforcement
The Neighborhood Law Corps (NLC) focuses on preventing illegal dumping, suing abusive landlords who violate the rights of Oakland tenants and shutting down hotels, massage parlors and other businesses that collude in human trafficking and the sexual exploitation of minors.

The Community Lawyering & Civil Rights (CLCR) unit focuses on proactive lawsuits and other actions to protect and advance the rights and interests of the people of Oakland with a goal of securing and maintaining racial, economic, environmental, and social justice and equity; to protect constitutional and civil rights; and enforce laws prohibiting discrimination based on race, class, sexual orientation, gender, and other protected classes.

General & Complex Litigation
Advocates for the City’s interests in claims and lawsuits that are filed against or on behalf of the City, its officers, employees, agencies, and/or City boards and commissions.

Advisory
Provides legal services that address the full spectrum of municipal affairs.

Labor & Employment
Advises the City on labor and employment matters, as well as matters relating to the oversight, accountability, and general management and includes a unit that focuses on providing advice and counsel to the Oakland Police Department.

City AttorneyCity Attorney
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 443

Administration will provide updated performance measures in the FY25-27 Adopted book

ORGANIZATIONAL CHART
444

BUREAUS/DIVISIONS
City Attorney Administration
Advisory
Advisory provides legal services that address the full spectrum of municipal affairs. Examples include drafting legislation and contracts, providing advice on housing and economic development projects, land use, negotiating real estate transactions and providing advice regarding finance, municipal bonds, retirement, benefits, elections, tax, constitutional law, ethics and conflicts of interest.

Litigation
Litigation includes the General and Complex Unit, Law and Motion Unit and the Neighborhood Law Corps (NLC).

The Neighborhood Law Corps is an award-winning program that in recent years has focused on preventing illegal dumping, suing abusive landlords who violate the rights of Oakland tenants and shutting down hotels, massage parlors and other businesses that collude in human trafficking and the sexual exploitation of minors. The Law and Motion unit provides top notch research, briefing and oral arguments regarding lawsuits when the City is a defendant or a plaintiff.

The General & Complex Litigation unit advocates for the City’s interests in claims and lawsuits that are filed against or on behalf of the City, its officers, employees and agencies. Lawsuits are litigated in the state and federal trial and appellate courts. Examples include high value personal injury cases, complex civil rights actions, personnel disputes, eminent domain actions, breach of contract, challenges to constitutionality of Oakland’s laws, policies and procedures and inverse condemnation cases. Litigators take a strategic approach to manage liability and limit the City’s financial exposure. As public servants, we advocate for a fair and just resolution of claims and lawsuits.

Labor & Employment
Labor & Employment advises the City on labor and employment matters and includes a unit that is dedicated to providing advice and counsel to the Oakland Police Department. Labor & Employment also represents that City in arbitrations to uphold discipline against City employees, including but not limited to police officers and provides advice regarding employment law and the City’s obligations.

Legal Support
Operations administers the budget, personnel and support services of the City Attorney’s Office. The group includes administrative and information technology staff, legal administrative assistants and paralegals. 445

CITY AUDITOR
Vision
Our vision is to achieve an effective, efficient, equitable, ethical, and accountable City government that is data- driven, responsive to the most pressing needs of residents, and supportive of the collective well-being of Oaklanders.

Mission Statement
The Office of the City Auditor advocates good City government for all Oaklanders by independently and objectively assessing City programs and services, making recommendations to improve them, and publicly reporting the results.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Adds 1.0 FTE Senior Performance Auditor in FY 2026-27 for Measure NN requirement.

Equity Consideration: The equity consideration for this item has not yet been analyzed.

1. Adds $460,923 in Contracts to outsource Audit Services and $50,000 for the Master Fellows program across both fiscal years.

Equity Consideration: Over the years, the City Council has asked the City Auditor to conduct audits and investigations on various areas of concern, including homelessness services, encampment management interventions and activities, the City's failure to meet the deadline for the State of California's organized retail theft prevention grant, and citywide pay equity, among others. Most of these audits focused on equity issues, and due to limited staffing, the completion of the reports took longer than anticipated. For example, the City Council requested a Citywide Pay Equity audit in 2022, which was published in late 2024.

Addressing equity issues promptly is crucial because it prevents the problems from escalating, causing

2. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 446
Reductions
more significant harm and systemic inequalities, allowing for earlier interventions to support those affected by inequities.

Freezes Vacant 1.0 FTE Performance Auditor in FY 2026-27 and Vacant 1.0 FTE Performance Audit Manager in both fiscal years. The decision to freeze 1.0 FTE Performance Auditor position in FY25-26 and 1.0 FTE Performance Audit Manager position increases the workload of our Performance Auditors, which will lead to delays in completing other critical audit reports that may address equity issues and need to be remedied timely.

Equity Consideration: Our Office is committed to integrating equity considerations into our audit planning process. Audits that emphasize equity have the potential to uncover systemic issues within government programs and services, enabling management to enhance outcomes for Oakland residents. To ensure the timely completion of our reports, we request that the administration provide funding for $460k to contract with a local firm to help us complete our mandated recurring audits even when our Office is short of its minimum staffing levels.

1. 447

SIGNIFICANT BUDGETARY CHANGES
Fund  Change  Description  Job Title and Class  FY25-26 FTE Change  FY25-26 $ Change ($)  FY26-27 FTE Change  FY26-27 $ Change ($)  FD_1010 Add Adds Position in Auditing Performance Auditor, Sr..AP392 1 108,664.00 0 0.00 FD_1010 Freeze Freeze Position in Auditing Performance Audit Manager.AP393 -1 (277,383.00) -1 (275,386.00) FD_1010 Freeze Freeze Position in Auditing Performance Auditor, Sr..AP392 -1 (225,813.00) 0 0.00 FD 1010 Freeze Freeze Position in Auditing Performance Auditor.AP391 -1.6 (272,486.00) 0 0.00

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds City Auditor Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 1.0M

2.0M

3.0M
Dollars
General Funds
Special Revenue Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
       
 
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $2,313,414 $3,732,085 $3,253,407 $3,155,120 Affordable Housing Trust Fund $0 $38,259 $0 $38,475
GENERAL FUNDS TOTAL $2,313,414 $3,770,344 $3,253,407 $3,193,595 Special Revenue Funds $54,413 $91,633 $0 $254,236
Fiduciary Funds/Trust & Agency Funds $108,826 $106,748 $0 $0 448
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial TOTAL $2,476,653 $3,968,725 $3,253,407 $3,447,831
Expenditures By Category
Broken down by
Expenses Auditing
Visualization
Personnel & Overhead
$2,325,639 (71.5%)
Operations & Maintenance
$547,398 (16.8%)
Internal Services
$380,370 (11.7%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Sort By Chart of Accounts 
         
Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Auditing $2,476,653 $3,968,725 $3,253,407 $3,447,831
TOTAL $2,476,653 $3,968,725 $3,253,407 $3,447,831
449

POSITION INFORMATION
Authorized Positions By Bureau
Updated On 2 May, 2025
Reset
Broken down by
Auditing FTE Count
History  

Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 2.0

4.0 6.0

8.0 10.0

12.0 FTE
Back
Auditing
Sort A to Z 
       
 
Help  Share 
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Auditing 12 9 12
TOTAL 12 9 12
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Assistant to the Director 1 1 1
City Auditor 1 1 1
City Auditor, Assistant 1 1 1
Exec Asst to the City Auditor 1 1 1
Performance Audit Manager 3 2 2
Performance Auditor 2 0 2
Performance Auditor, Sr 3 3 4
450
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE TOTAL 12 9 12
451

The City Auditor’s Authority
Section 403 of the City Charter
The City Auditor shall have the power and duty to:

Audit all departments and agencies of the City and such other matters as the Council and Mayor may request.

Audit areas deemed to be in the best interest of the public.

Report to Council the results of such audits.

Advise and make recommendations to the City Administrator.

Access all City records needed to conduct our work.

Auditors use tools such as financial audits, performance audits, investigations, and advisory services to fulfill each of these roles.

The Office of the City Auditor fulfills its responsibilities by conducting:

Performance Audits
Mandated Audits
Ballot Measure Analyses
Whistleblower Investigations
Annual Audit Workplan
Semi-Annual Recommendation Follow-up Report
And more…
City AuditorCity Auditor
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 452
Quality Control
Perform cold reads and edits of audit reports, paying close attention to readability, organization, and tone.

Semi-Annual Recommendation Follow-up
Pursuant to the City Charter, the Office semi-annually follows up on the status of recommendations from performance audits.

Performance Audits (one-time)
The City Charter tasks the City Auditor with exercising professional judgment in using limited resources to audit the areas that present the most risk to the City, and are most important to Oakland residents and businesses.

Performance audits provide independent and objective analysis to the public and make recommendations to management, and those charged with governance and oversight, on how to improve services, reduce costs, and increase public accountability.

Performance Audits (recurring)
The City Charter, Municipal Code, and City ordinances mandate the City Auditor conduct performance audits of various City services. Performance audits provide independent and objective analysis to the public and make recommendations to management, and those charged with governance and oversight, on how to improve services, reduce costs, and increase public accountability.

Special Requests
The Office conducts analyses and reviews requested by the City Council.

Whistleblower Hotline
Pursuant to Oakland Municipal Code 2.38, the City Auditor's Office operates a Whistleblower Hotline to receive allegations of fraud, waste, and abuse affecting or involving City of Oakland resources, employees, officials, or contractors.

Whistleblower Investigations
Pursuant to Oakland Municipal Code 2.38, the City Auditor's Office investigates allegations of fraud, waste, and abuse submitted to the City Auditor's Whistleblower Hotline.

Ballot Measure Analyses
Pursuant to the City Charter, the Office of the City Auditor prepares financial analyses for proposed legislation to be considered by Oakland voters.

Outreach and Engagement
Presentations to NEO and Supervisors' Academy, development and submittal of newsletters, participation in public events, postings and responses to social media, engagement/participation with neighborhood groups and organizations, City department "roadshow," guest appearances at universities Risk Assessment
Annually, the Office solicits the input of City officials, City employees, and members of the public to develop the Annual Audit Work Plan.

Public Reports
453
For the sake of transparency, the Office prepares written and verbal reports to publicly summarize its work (performance audits, substantiated investigations, Annual Whistleblower Program Report, Semi-Annual Recommendation Follow-up, Annual Work Plan, Ballot Measure Analyses, etc.) Training
Pursuant to the City Charter and government auditing standards, auditors must meet annual training requirements.

Quality Management
Pursuant to the City Charter and government auditing standards, the Office annually reviews and revises its internal procedures and initiates an external "peer review" triennially.

Administration will provide updated performance measures in the FY25-27 Adopted book 454

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Auditing
Oakland’s City Auditor is an elected official and works for, and reports to, the residents of Oakland. The Auditor’s job is to provide oversight to the City’s activities. This Office of the City Auditor may conduct audits of all departments and agencies of the City in accordance with applicable government auditing standards and in conformity with Section 403 of the Oakland City Charter. Audit services identify ways to increase the economy, efficiency, effectiveness, and accountability of City government. The City Auditor also oversees the Whistleblower Hotline – a confidential hotline for reporting complaints from City employees and residents about fraud, waste, and abuse in the City of Oakland.
455

CITY CLERK
Mission Statement
The mission of the Office of the City Clerk is to deliver high quality, professional services to the residents of the City of Oakland, elected officials, and the internal organization that facilitates their needs and seamless access to information to fully participate in the decision-making processes affecting the quality of life for everyone in the City of Oakland.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Add 1.0 FTE Cable TV Assistant to strengthen the City's capacity to record public meetings, hearings, and other civic events. This role ensures technical reliability and greater access for residents through broadcast and online platforms.

Equity Consideration: The proposed staffing enhancements will advance equity in government transparency, access to public information, and inclusive civic engagement. Without this addition the department will face continued delays, reduced access to meetings and decreased ability to support the City's government infrastructure effectively.

1. Add 1.0 FTE Legislative Recorder to support increased volume of City Council, committee, and commission meetings. This position will ensure timely and accurate preparation of meeting minutes, legislative records, and public notices.

Equity Consideration: The proposed staffing enhancement will advance equity in government transparency, access to public information, and inclusive civic engagement. Without this addition the department will face continued delays, reduced public access to records and decreased ability to support the City's government infrastructure effectively.

2. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 456

Reductions
Unfreeze 1.0 FTE Administrative Analyst I to provide critical policy and operation support.

Equity Consideration: Restoring this position will help with critical operation capacity to support equitable access public records, legislative transparency, and civic engagement. Restoring this position enhances the City Clerk's ability to support the City's government infrastructure effectively.

3. Unfreeze 1.0 FTE Executive Assistant to the Director this will restore essential executive level support to the City Clerk and improve responsiveness both internally and to the public, especially managing sensitive and time-sensitive administrative matters.

Equity Consideration: Restoring this position will enhance the City Clerk's administrative efficiency and ability to support equitable service delivery. This position provides essential coordination, communication, and scheduling to support the department's internal operations, cross-departmental operations, and public inquiries.

4. Freeze 1.0 FTE Cable Operations Technician. Freezing this position reflects a strategic reallocation of resources due to budgetary constraints. This may impact coverage for the increasing number of meetings.

Equity Consideration: Freezing this position may reduce the capacity or delay the City's ability to deliver uninterrupted public meeting access, particularly affecting residents who rely on televised or online broadcasts due to transportation, disability, or scheduling barriers.

1. 457

SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26-27 FD_1010 Add Adds Position in City Clerk Operations Administrative Analyst I.AP103 1 168,736.00 1 FD_1010 Add Adds Position in City Clerk Operations Legislative Recorder.AP213 1 161,259.00 1 FD_1010 Add Adds Position in KTOP Operations Cable TV Production Assistant.TC103 1 109,622.00 1 FD_1010 Freeze Freeze Position in KTOP Operations Cable Operations Technician.TC101 -1 (217,326.00) -1 FD_1010 O&M Adds Contract Contingencies (Budgetary Only) in City Clerk Opera… 100,000.00 FD_1010 O&M Adds Education in City Clerk Operations 72,500.00 FD_1010 O&M Adds Other Contract Services in City Clerk Operations 165,000.00 FD_1010 O&M Adds Other Contract Services in KTOP Operations 140,000.00 FD_1010 Transfer Transfers Position from FD_1760 to FD_1010 in KTOP Operations Cable TV Production Assistant.TC103 1 109,965.00 1 FD_1010 Unfreeze Unfreeze Position in City Clerk Operations Executive Assistant to the Director.S… 1 178,790.00 1 FD_1760 O&M Adds Contract Contingencies (Budgetary Only) in KTOP Operations 52,407.00 FD_1760 Transfer Transfers Position from FD_1760 to FD_1010 in KTOP Operations Cable TV Production Assistant.TC103 -1 (109,965.00) -1 FD_2999 O&M Reduces Contract Contingencies (Budgetary Only) in KTOP Operati… (80,829.00) 458

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds City Clerk Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 2.0M

4.0M

6.0M

8.0M
Dollars
General Funds
Special Revenue Funds
Sort By Chart of Accounts 
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $5,415,801 $7,998,101 $4,026,489 $4,005,816 Telecommunications Reserve $1,141,097 $1,302,167 $1,096,239 $1,126,934 GENERAL FUNDS TOTAL $6,556,898 $9,300,268 $5,122,728 $5,132,750 Special Revenue Funds
Miscellaneous Grants $121,917 $260,000 $179,171 $184,972 SPECIAL REVENUE FUNDS TOTAL $121,917 $260,000 $179,171 $184,972 TOTAL $6,678,815 $9,560,268 $5,301,899 $5,317,722
459
Expenditures By Category
Broken down by
Expenses City Clerk
Visualization
Personnel & Overhead
$3,563,207 (67.2%)
Operations & Maintenance
$988,022 (18.6%)
Internal Services
$750,670 (14.2%)
Capital
$0 (0.0%)
Debt & Other
$0 (0.0%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Sort By Chart of Accounts 
         
Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial City Clerk Operations $4,477,435 $6,922,113 $3,143,212 $3,128,725 KTOP Operations $2,201,380 $2,638,155 $2,158,687 $2,188,997 TOTAL $6,678,815 $9,560,268 $5,301,899 $5,317,722
460

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
City Clerk FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 10.0

5.0 15.0
FTE
City Clerk Operations
KTOP Operations
Sort A to Z 
       
 
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE City Clerk Operations 7 10 10
KTOP Operations 8 8 8
TOTAL 15 18 18
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Administrative Analyst I 1 2 2
Cable Operations Technician 4 3 3
Cable TV Operations Chief Engineer 1 1 1
Cable TV Prod & Ops Manager 1 1 1
Cable TV Production Assistant 2 3 3
City Clerk 1 1 1
City Clerk, Assistant 1 1 1
Exec Asst to the Director 0 1 1
Legislative Recorder 3 4 4
Management Assistant 1 1 1
461
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE TOTAL 15 18 18
462

KTOP Television
Manages and facilitates the broadcast of all government bodies, preservation of the official record of government bodies as permanent or temporary records, ACA captioning services, as required under local, state and federal law, FCC, and DIVCA.

Managing and Performing Legal Noticing
Perform legally mandated noticing of City Council and City Committee Meetings for distribution to the public, members of the council, and executive staff.

Form 700 Filing Officer
Official for Statement of Economic Interest Form 700 which provides transparency and ensures accountability in government decisions required by the State of California.

Provide Access to Inactive Records Citywide
Draft policy and establish procedures for care, preservation, retention, and disposition of all City records.

Video Production Services
Creates and produces (script writing, video acquisition, graphic design, editing) videos and the information bulletin board, for City departments for promotion, training, citywide information, and distribution.

City ClerkCity Clerk
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 463

Administration will provide updated performance measures in the FY25-27 Adopted book

ORGANIZATIONAL CHART
464

BUREAUS/DIVISIONS
City Clerk Operations
Agenda Management
Manages and performs processes to prepare and issue City Council legislative agendas and materials in advance to the public, members of the Council, and executive staff; facilitate opportunities for public comment during the meeting; record official actions taken by the Council, the Oakland Redevelopment Successor Agency, Joint Powers Authority (JPA), and certain other governing bodies.

Customer Service and Public Relations
Manages general operations for the department: finance, budget, payroll, personnel, workers comp.; process Domestic Partnership Registration Applications; coordinate facilities’ needs; and Equal Access.

Elections & Political Compliance
Administer and coordinate election services for the selection of City and Oakland Unified School District officers, approval of Initiatives, City Measures, Referendums, and Recalls; Serve as Filing Officer and Filing Official for the issuance, filing, review, and audit of required Fair Political Practices Commission (FPPC) Statements of Economic Interest (Form 700).

Records Management
Maintain minutes, ordinances, resolutions, motions as adopted and approved by the City Council; City contracts; provide ready access to records in the care of the City Clerk; establish and administer policy and procedures to guide the care, preservation, retention, and timely disposition of all City records and information; facilitation of bid openings; manage contract for and access to offsite storage facility; coordinate records requests; manage records’ disposition processes; processes discovery requests for litigation requests.

KTOP Operations
KTOP is the City’s government access cable television station. KTOP provides coverage of City Council, Council Committee, and other City department meetings, and broadcasting original and acquired programming that connects and engages viewers with their city government, fellow citizens and the world at large. 465

POLICE COMMISSION
Mission Statement
The purpose of the Oakland Police Commission is to oversee the Oakland Police Department to ensure its policies, practices, and customs conform to national standards of constitutional policing, and to oversee the Office of the Inspector General, led by the civilian Office of Inspector General for the Department, as well as the Community Police Review Agency (CPRA), led by the Executive Director of the Agency, which investigates police misconduct and recommends discipline.

The Community Police Review Agency (CPRA) is a civilian-run, community-centered police oversight agency that independently investigates allegations of Oakland Police Department (OPD) misconduct. The CPRA’s mission is to achieve fairness, impartiality, and timeliness in its investigations, to drive equitable disciplinary outcomes reflective of community expectations, and to transparently share its impact on public safety with the people of Oakland.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Reductions
Deletes 1.0 FTE vacant Administrative Analyst II. Position created for FY23-25 Biennial and never filled. There is no direct service impact.

Equity Consideration: Deleting the Administrative Analyst II position weakens OPC’s ability to perform critical fiscal operations, including budgeting, grant reporting, financial oversight, and fund management.

This reduction limits transparency, financial accountability, and the equitable allocation of resources for police oversight.

1. Reduces O&M by $368,000 by both increasing basic operating funding and decreasing contracts for legal fees to $125,000.

2. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 466
Equity Consideration: While OPC has taken proactive steps to align with city budget reduction mandates, these measures introduce operational and equity-related challenges that could hinder its ability to provide independent and effective police oversight. The constraints disproportionately affect marginalized communities by reducing legal resources, limiting engagement opportunities, and decreasing operational responsiveness. Additional funding considerations must be explored to ensure that critical oversight functions are not compromised, particularly for historically underserved populations that rely on the commission’s work.

SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26-27 FD_1010 Delete Deletes Position in Police Commission Administrative Analyst II.AP106 -1 (195,350.00) -1 FD_1010 O&M Reduces Other Contract Services in Police Commission (384,293.00) 467

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Police Commission Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 1.0M

2.0M

3.0M

4.0M

5.0M

6.0M
Dollars
General Funds
Sort By Chart of Accounts 
       
 
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $6,161,227 $6,193,099 $5,693,160 $5,678,096 GENERAL FUNDS TOTAL $6,161,227 $6,193,099 $5,693,160 $5,678,096 TOTAL $6,161,227 $6,193,099 $5,693,160 $5,678,096
468
Expenditures By Category
Broken down by
Expenses Police Commission
Visualization
Personnel & Overhead
$4,696,507 (82.5%)
Operations & Maintenance
$701,143 (12.3%)
Internal Services
$295,510 (5.2%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Sort By Chart of Accounts 
         
Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Police Commission $1,089,865 $1,010,987 $553,027 $573,580 Community Police Review Agency $3,322,846 $5,182,112 $5,140,133 $5,104,516 Inspector General $1,748,516 $0 $0 $0
TOTAL $6,161,227 $6,193,099 $5,693,160 $5,678,096
469

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Police Commission FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 10.0

20.0 5.0

15.0 FTE
Community Police Review A…
Police Commission
Sort A to Z 
       
 
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Police Commission 2 1 1
Community Police Review Agency 18 18 18
TOTAL 20 19 19
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Administrative Analyst II 2 1 1
CPRA Attorney 2 2 2
Complaint Investigator II 7 7 7
Complaint Investigator III 1 1 1
Crime Analyst 2 2 2
Executive Director CPRA 1 1 1
Intake Technician 3 3 3
Project Manager II 2 2 2
TOTAL 20 19 19
470
471

Investigation of Community Complaints of Police Misconduct Receiving and investigating community complaints of misconduct by sworn members of the Oakland Police Department (~500 complaints/year).

Public Engagement Regarding Police Oversight and Reform Community outreach and public engagement regarding CPRA oversight and investigative work.

Data and Policy Analysis
Collect data and identify policy gaps relating to investigations into allegations of misconduct by sworn members of the Oakland Police Department.

Police CommissionPolice Commission
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 472

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Police Commission
The Police Commission is an independent seven-member board of Oakland residents, three appointed by the Mayor and four by an independent citizen selection panel. The Police Commission holds regular public sessions and reviews allegations of misconduct committed by sworn members of OPD. It also reviews OPD policies, procedures, customs, and General Orders, especially those governing the use of force, profiling based on any of the protected characteristics identified by federal, state, or local law, or First Amendment assemblies, or which contain elements expressly listed in federal court orders or federal court settlements. The Police Commission also oversees the CPRA and OIG. Finally, the Commission is the final voice in setting discipline in police officer misconduct cases for the City of Oakland; officers have a right of appeal from those decisions, as do all public employees.

Community Police Review Agency
The Community Police Review Agency's (CPRA) primary responsibilities are to receive and review all public complaints concerning the alleged misconduct or failure to act of all OPD sworn employees, including complaints from OPD’s non-sworn employees. The CPRA’s duties include investigating public complaints involving uses of force, in-custody deaths, profiling based on any of the protected characteristics identified by federal, state, or local law, and First Amendment assemblies, and any other possible misconduct or failure to act of an OPD sworn employee, as directed by the Police Commission or as staffing levels permit. The CPRA recommends discipline in sustained cases.
473

POLICE COMMISSION FACTS
On November 8, 2016, Oakland voters approved Measure LL with 83.19% (137,032 votes) in favor of the measure.

Measure LL established: (1) A Police Commission to oversee OPD policies and procedures, and (2) The CPRA to investigate police misconduct and recommend discipline. On June 22, 2018, the Oakland City Council approved an ordinance to support and implement Measure LL. The first slate of Commissioners were seated in December 2017. The Police Commission is in its fourth year of oversight.

On November 3, 2020, Oakland voters approved Measure S1 with 81.27% in favor. Measure S1 expanded the independence, authority, and staffing of the Police Commission and CPRA, and provided that the OIG reports to the Police Commission.

Since its inception, the CPRA has received approximately 500 public complaints annually regarding alleged police misconduct.
474
Inspector General
Mission Statement
The Office of the Inspector General (OIG) is an independent civilian oversight agency that monitors and audits the Oakland Police Department’s (OPD’s) policies, practices and procedures. The mission of the OIG is to ensure accountability, enhance community trust, and increase transparency via fair and thorough assessments of OPD’s compliance with the law and departmental policies.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Reductions
Adds contract amount of $122,500 for a qualified firm to conduct essential audits, evaluations and reviews of OPD and CPRA.

Equity Consideration: Additional funding considerations must be explored to ensure that critical oversight functions are not compromised, particularly for historically underserved populations and marginalized communities that rely on the OIG’s work.

1. Deletes 4.0 FTE vacant positions: 1.0 FTE Inspector General Policy Analyst; 1.0 FTE Inspector General Prog & Perf Audit Mgr; and 2.0 FTE Inspector General Program & Perf Auditor. There is no direct service impact Equity Consideration: There is no discernible equity impact from this action.

1. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 475

SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26-27 $ Cha FD_1010 Delete Deletes Position in Inspector General Inspector General Policy Analyst.AP463 -1 (277,383.00) -1 (27 FD_1010 Delete Deletes Position in Inspector General Inspector General Prog & Perf Audit Mgr.MA166 -1 (277,383.00) -1 (27 FD_1010 Delete Deletes Position in Inspector General Inspector General Program & Perf Auditor.AP464 -2 (434,652.00) -2 (43 FD_1010 O&M Adds Other Contract Services in Inspector Ge… 122,500.00 12 476

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Inspector General Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 500.0K

1.0M

1.5M

2.0M

2.5M
Dollars
General Funds
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $0 $2,582,075 $1,477,680 $1,467,631 GENERAL FUNDS TOTAL $0 $2,582,075 $1,477,680 $1,467,631 TOTAL $0 $2,582,075 $1,477,680 $1,467,631
477
Expenditures By Category
Broken down by
Expenses Inspector General
Visualization
Personnel & Overhead
$1,225,170 (82.9%)
Operations & Maintenance
$175,500 (11.9%)
Internal Services
$77,010 (5.2%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Sort By Chart of Accounts 
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Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Inspector General $0 $2,582,075 $1,477,680 $1,467,631
TOTAL $0 $2,582,075 $1,477,680 $1,467,631
478

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Inspector General FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 2.0

4.0 6.0

8.0 FTE
Inspector General
Sort A to Z 
       
 
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Inspector General 8 4 4
TOTAL 8 4 4
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Administrative Analyst II 1 1 1
Inspector General 1 1 1
Inspector General Policy Analyst 1 0 0
Inspector General Program & Performance Audit Manager 1 0 0 Inspector General Program & Performance Auditor 2 0 0
Project Manager III 1 1 1
Public Information Officer II 1 1 1
TOTAL 8 4 4
479

Auditing Services for NSA
Per Oakland City Charter Section 604(f)5, the OIG shall audit OPD's compliance with the 52 tasked described in the Negotiated Settlement Agreement (NSA), and make recommendations to OPD, City Council and the Police Commission.

Staffing Study for OPD
Conduct a baseline study OPD staffing resouces. Additionally, perform workload-based staffing study for primary divisions of department. Conduct a Calls of Service analysis to determine alternative call responses and the prioritization and categorization of Calls for Service. Directed by City Council to ensure they are informed as well as the administration and members of the public of what resources are allocated and needed for an appropriate public safety response, as well as recommend possible staffing and resource alternatives.

OPD Policy Analysis
Police Accountability is rooted in policy reform and a tool in cultural change as required by the NSA. Police Policies must be clear and direct. Conduct detailed policy analyses and reviews of existing OPD policies and make recommendations to modify and update policies to ensure alignment with national best practices or recommend the creation of policies that would align with constitutional policing.

Analysis of City Police Misconduct Payout
Per Oakland City Charter Section 604(f)5, the OIG may review legal claims, lawsuits, settlements, complaints, and investigations, by, against, or involving OPD and CPRA, to ensure all allegations of police officer misconduct and thoroughly investigated and to identify systemic issues regarding OPD an CPRA Policies.

Inspector GeneralInspector General
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 480

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Office of the Inspector General
The civilian Office of the Inspector General (OIG) is designed to monitor and audit the activities of OPD, including conducting any audit or review of OPD necessary to assess OPD’s policies, procedures, and performance for adherence to constitutional policing practices, including any pattern of noncompliance; to monitor OPD’s compliance with the fifty-two (52) tasks described in the long-standing Negotiated Settlement Agreement, even after the Agreement expires; and to periodically audit the CPRA’s performance. 481

PUBLIC ETHICS COMMISSION
Mission Statement
The Public Ethics Commission (PEC or Commission) is a Charter-established independent agency whose mission is to “promote fairness, openness, honesty, and integrity in City government” and to “promote more inclusive, representative, and accountable democracy in Oakland.” (City Charter Section 603.)

The Commission’s primary responsibilities include enforcing the City’s government ethics, campaign finance, lobbying, and transparency laws; providing education and advice to encourage compliance with these laws; and administering the City’s campaign public financing programs.

The Commission is governed by a seven-member board of citizen volunteers who oversee PEC policies and priorities and a nine-member staff, led by the Commission’s Executive Director, to conduct day-to-day operations.

Learn more about who we are and what we do
here.

FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 482

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Reductions
Adds 1.0 FTE Ethics Analyst I
Equity Consideration: Replacing an Administrative Assistant with an Ethics Analyst I, the PEC will gain additional capacity to support its core services. Currently, the Administrative Assistant assists with Enforcement complaint intake and other administrative tasks. Upgrading the position to Ethics Analyst will enable this position to provide greater support for the Commission’s compliance activities, freeing up additional staff capacity in the enforcement and regulatory programs to conduct investigations or provide greater client support. The proposed enhancement in enforcement program resources will enable more timely resolution of matters before the Commission, impacting complainants, who are often at a power imbalance with the respondent, and the PEC is a way for them to ensure that government ethics laws are holding people in power accountable and ensuring access for those outside of government.

1. Adds 1.0 FTE Ethics Investigator
Equity Consideration: The proposed enhancement in enforcement program resources will enable more timely resolution of matters before the Commission, impacting complainants, who are often at a power imbalance with the respondent, and the PEC is a way for them to ensure that government ethics laws are holding people in power accountable and ensuring access for those outside of government. Adding a second Ethics Investigator will improve the Commission’s capacity to investigate and resolve ethics complaints.

2. Adds 1.0 FTE part-time Law Clerk/Management Intern
Equity Consideration: The proposed enhancement in enforcement program resources will enable more timely resolution of matters before the Commission, impacting complainants, who are often at a power imbalance with the respondent, and the PEC is a way for them to ensure that government ethics laws are holding people in power accountable and ensuring access for those outside of government. Law clerks provide additional enforcement capacity by conducting, with supervision, basic investigation and legal research services.

3. Adds $21,560 in O&M in FY25-26 and $13,291 in O&M in FY26-27 to provide additional support to the PEC’s enforcement program, including for subpoena services, administrative hearings, and investigatory contract services.

Equity Consideration: The hiring of an outside hearing officer, typically an Administrative Law Judge, helps to ensure fair treatment of all parties in the adjudication of especially complex complaints.

4. Deletes 1.0 FTE Administrative Assistant II
Equity Consideration: Replacing an Administrative Assistant with an Ethics Analyst I, the PEC will gain additional capacity to support its core services. Currently, the Administrative Assistant assists with Enforcement complaint intake and other administrative tasks. Upgrading the position to Ethics Analyst will enable this position to provide greater support for the Commission’s compliance activities, freeing up

1. 483

additional staff capacity in the enforcement and regulatory programs to conduct investigations or provide greater client support.

Reduces approximately $155,000 over both years for the City’s Limited Public Financing Program.

Equity Consideration: Age, race and income are strong predictors of political participation, including voting and donating to campaigns. Eliminating all public financing funding will have a greater impact on candidates who are not personally wealthy or connected to networks of wealth and are therefore more reliant on the City’s public financing program to run a competitive campaign. Because Oakland's campaign donor base comes disproportionately from whiter and richer communities in Oakland, cutting this support may disproportionately impact candidates whose main support is from more diverse and lower-income communities.

2. SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26-27 FD_1010 Add Adds Position in Public Ethics Ethics Analyst I.AP444 1 162,184.00 1 FD_1010 Add Adds Position in Public Ethics Ethics Investigator.MA159 1 217,326.00 1 FD_1010 Add Adds Position in Public Ethics Management Intern, PT.MA133 0.1 8,963.00 0.1 FD_1010 Delete Deletes Position in Public Ethics Administrative Assistant II.SS104 -1 (147,343.00) -1 FD_1010 Delete Deletes Position in Public Ethics Project Manager.EM216 -1 (305,848.00) -1 FD_1010 O&M Reduces Other Contract Services in Public Ethics (99,024.00) 484

FINANCIAL INFORMATION
Expenditures By Fund
Updated On 5 May, 2025
Reset
Broken down by
Funds Public Ethics Commission Expenses
History  
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

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2.5M
Dollars
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General Funds
Special Revenue Funds
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $1,752,267 $2,524,893 $2,727,488 $2,673,101 GENERAL FUNDS TOTAL $1,752,267 $2,524,893 $2,727,488 $2,673,101 Special Revenue Funds $10,986 $0 $0 $0
TOTAL $1,763,253 $2,524,893 $2,727,488 $2,673,101
485
Expenditures By Category
Broken down by
Expenses Public Ethics
Visualization
Personnel & Overhead
$2,340,152 (85.8%)
Operations & Maintenance
$238,786 (8.8%)
Internal Services
$148,550 (5.4%)
Debt & Other
$0 (0.0%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Debt & Other
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Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Public Ethics $1,763,253 $2,524,893 $2,727,488 $2,673,101 TOTAL $1,763,253 $2,524,893 $2,727,488 $2,673,101
486

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Public Ethics FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 2.0

4.0 6.0

8.0 10.0
FTE
Public Ethics
Sort A to Z 
       
 
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Public Ethics 9 10.1 10.1
TOTAL 9 10.1 10.1
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Administrative Analyst I 1 1 1
Administrative Assistant II 1 0 0
Enforcement Chief, Public Ethics Comm 1 1 1
Ethics Analyst I 1 1 1
Ethics Analyst II 1 2 2
Ethics Analyst III 1 1 1
Ethics Investigator 1 2 2
Exec Dir, Public Ethics Comm 1 1 1
Management Intern, PT 0 0.1 0.1
Program Manager 0 1 1
Project Manager 1 0 0
487
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE TOTAL 9 10.1 10.1
488

Ethics Education, Advice and Outreach - Community
Ensure that Oakland candidates for office, lobbyists, City contractors, and community members understand and comply with City campaign finance, ethics, and transparency laws.

Data Disclosure and Compliance
Collect state-required filings of local campaign data, assist filers, ensure citizen access, and develop and manage disclosure systems.

Democracy Dollars Public Campaign Financing Program
Implement the City's newly designed Democracy Dollars public financing program that disperses $100 in Democracy Dollar vouchers to eligible Oakland residents who can then assign the Dollars to their preferred candidate.

Investigations
Conduct investigations of incoming complaints and PEC-initiated allegations of violations of ethics, campaign finance, and transparency laws.

Enforcement
Administrative prosecution of ethics and campaign finance violations resulting in Commission penalties.

Mediation Program
Assist members of the public in accessing public records through mediation as required by the Oakland Sunshine Ordinance.

Public Ethics CommissionPublic Ethics Commission
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 489
Legal, Policy, and Leadership
Assess and recommend changes in City policies, laws, systems, and technology to improve ethics compliance, equity in campaign engagement, and innovation.

Ethics Education, Advice and Outreach - City Employees
Ensure that Oakland public servants understand and comply with City campaign finance, ethics, and transparency laws.

Administration will provide updated performance measures in the FY25-27 Adopted book. 490

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS

CITIZEN BOARD WITH INDEPENTDENT LEGAL AUTHORITY
The Public Ethics Commission is a seven-member board of Oakland residents who provide policy direction to Commission staff and serve as a quasi-judicial board that evaluates allegations of legal violations. The Commission was created by City Charter in 1996 (Section 202) and amended in November 2014 to strengthen the Commission’s independence and staffing (Section 603). In November 2022, Oakland voters approved ballot Measure W, establishing a completely re-designed public campaign financing program including Charter amendments adding Commission staff to administer the program.

The PEC oversees compliance with the following laws and policies:

Oakland Government Ethics Act
491
Oakland Campaign Reform Act
Oakland Fair Elections Act
Sunshine Ordinance
Lobbyist Registration Act
Oakland's False Endorsement in Campaign Literature Act
492

RACE & EQUITY
Mission Statement
The Department of Race & Equity (DRE) works with the City Administrator and City Departments in the application of equity and social justice foundational practices about City actions. To endeavor to integrate fairness and justice into the City's strategic, operational and business plans; management and reporting systems for accountability & performance; and budgets to eliminate racial disparities and create opportunities for all people and communities.

Per the City Council action to amend Chapter 2. 29. of The Oakland Municipal Code Entitled, "City Agencies, Departments And Offices", to create a Department Of Race and Equity that would report directly to the City Administrator; “
The Department of Race and Equity the City of Oakland will intentionally integrate, on a citywide basis the principle of “fair and just” in all the City does to achieve equitable opportunities for all people and communities.”
Priorities: Accomplishment of the broad and comprehensive mission of the Department relies on a theory of change that includes the following priorities:

Increase awareness of racial inequity, it’s root causes and how it is perpetuated by institutions and systems.

Mobilize advocates to organize support for furthering a shared vision of racial equity through institutional leadership, department equity teams and staff engagement in change efforts.

Develop targeted strategic approaches and tools for analysis, and resources for advancing racial equity goals, including specific racial equity outcomes.

Train staff to apply data driven pro-equity tools to change structures, policies, practices and procedures to further institutional transformation.

Establish baseline disparity data, targets/benchmarks and processes to track and report outcomes.

Collaborate with City leadership, the community and other institutions/partners to identify and address cumulative impacts of institutional and structural racism impacting Black, Indigenous, People of Color (BIPOC)

FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 493
in Oakland.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Reductions
Deletes 1.0 FTE vacant Executive Assistant to the Director. This will cause slower administrative coordination in all activities, reduction of technical support and on-call response capacity to accommodate adding administrative tasks to workplan for Director and Program Analysts.

Equity Consideration: DRE activities impact the whole City and equity work in all departments. As this change will cut into the time for work with department staff and leadership, as well as potentially impacting support for large ongoing projects and emerging concerns. Ultimately this reduction of technical activity will slow the City’s equity progress, result in missed opportunities and ultimately less equity improvement in serving communities most impacted by racial disparities

1. SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26-27 FD_1010 Delete Deletes Position in Race & Equity Executive Assistant to the Director.S… -1 (178,790.00) -1 494

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Race and Equity Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 1.0M
250.0K
500.0K
750.0K

1.3M
Dollars
General Funds
Special Revenue Funds
Sort By Chart of Accounts 
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $1,221,075 $1,269,826 $1,011,285 $1,030,247 GENERAL FUNDS TOTAL $1,221,075 $1,269,826 $1,011,285 $1,030,247 Special Revenue Funds
State of California Other $0 $0 $0 $0
Miscellaneous Grants $35,224 $0 $0 $0
SPECIAL REVENUE FUNDS TOTAL $35,224 $0 $0 $0
TOTAL $1,256,299 $1,269,826 $1,011,285 $1,030,247
495
Expenditures By Category
Broken down by
Expenses Race & Equity
Visualization
Personnel & Overhead
$926,508 (91.6%)
Operations & Maintenance
$37,227 (3.7%)
Internal Services
$47,550 (4.7%)
Debt & Other
$0 (0.0%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Debt & Other
Sort By Chart of Accounts 
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Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Race & Equity $1,256,299 $1,269,826 $1,011,285 $1,030,247 TOTAL $1,256,299 $1,269,826 $1,011,285 $1,030,247
496

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Race & Equity FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 1.0

2.0 3.0

4.0 FTE
Race & Equity
Sort A to Z 
       
 
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Race & Equity 4 3 3
TOTAL 4 3 3
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Director of Race and Equity 1 1 1
Exec Asst to the Director 1 0 0
Program Analyst III 2 2 2
TOTAL 4 3 3
497

Oakland Equity Indicator Report
Maintain the Oakland Equity Indicator Report, a baseline quantitative framework that can be used by City staff and community members alike to better understand the impacts of race, measure inequities, and track changes in the disparities for different groups over time.

Departmental Support
Support the development of Equity Teams, staff core equity competencies, and implementing strategic processes and analysis to embed equity practices in departmental activities.

Race & Equity Program Design and Implementation
Develop Race and Equity Administrative Instructions (AI) and support the implementation of programs consistent with the mission and theory of change to advance equity in all that the City does.

Cultivate advocates and their capacity to focus on equity, build infrastructure and political will to support the change
City-wide capacity building through multi-level training opportunities to prepare staff and leadership with structured approach to advancing equity, offer short lunch programs, customized sessions and work groups to support synergy, collaboration and mobilize equity action.

Support Development of Workforce Equity Strategies
Stand up and maintain workforce equity dashboard, and participate in workforce equity strategy development.

Support Advancing Inclusive Outreach Efforts
Race & EquityRace & Equity
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 498
Participate in Inclusive Outreach Workgroup, support implementation of related AI and provide technical assistance on related matters.

Technical Review of Department Work
Review department equity work, provide feedback and technical support.

Equity Representation in Regional Activities
Participate in regional equity processes as needed to advance equitable outcomes on behalf of the City.

Administration will provide updated performance measures in the FY25-27 Adopted book. 499

ORGANIZATIONAL CHART
500

WORKPLACE & EMPLOYMENT STANDARDS
Mission Statement
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 and 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.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Adds 1.0 FTE Data Analyst and 1.0 FTE Administrative Analyst II in Administration and Restores 1.0 FTE Administrative Services Manager I. These new competencies and capacities will enable DWES to assess whether programs and services are meeting the spirit and letter of the laws and policies that created them and inform strategies with quantitative and qualitative data.

Equity Consideration: This proposal serves the City’s Equity in Service Delivery goal and the Efficiency and Effectiveness goals by add capacity to reporting for public accountability and improving communications so that our constituents and colleagues feel heard and understood when they interact with DWES. These proposals will improve accountability towards equity goals by staffing the performance management unit with a Data Analyst whose work will carry out the new mandates for reporting on the Construction Workforce and the Local/Small Local Business Program. The Administrative Services Manager I will coordinate contract closeouts and collection of fees. Both positions will guide staff in using technology and performance measures to improve their work.

1. Adds 3.0 FTE Labor Complaint Investigators in Workplace Standards in FY 2026-27. Creating a Labor Complaint Investigator series fits the work of investigating, building legal cases, and knowledge of labor and employment laws. The current Contract Compliance series is a mismatch for the work and subject.

2. FY 2025-27 PROPOSED POLICY BUDGETF Y 2 0 2 5 - 2 7 P R O P O S E D P O L I C Y B U D G E T 501
Reductions
Equity Consideration: Revising the service model to focus on investigating and building cases ready for legal enforcement would benefit the diverse population of low income, vulnerable workers that disproportionally subjected to wage theft, paid sick leave, and workplace safety violations.

Adds 1.0 FTE Contract Compliance Supervisor. Adding a supervisory position with selective certification would help distinguish the position from more generalist positions in the series and also parallel the staffing structure on the Business Inclusion team.

Equity Consideration: The equity consideration for this item has not yet been analyzed.

3. Unfreezes 1.0 FTE Management Assistant. The Management Assistant fulfils a critical coordination and quality assurance role to prevent re-work that slows down the contracting process across all City departments. With this proposal, DWES will have a total of two positions and can develop specializations to understand the business needs specific to the services that the City purchases. This will further enhance the City's capacity to understand availability of firm and improve local business and local employment participation. Management Assistants will allow DWES to implement Service Level Agreements for all compliance-related activities ensuring DWES no longer acts as a bottleneck during the lifecycle of contracts.

Equity Consideration: Improvements in the efficiency in administering the contracting process would help ensure vendors are being paid promptly and not spending excessive amounts of their staff time in back- and-forth communications with city staff. Small businesses are less able to absorb these unnecessary costs of doing business.

4. Restores $200,000 in FY2025-26 and $210,000 in FY2026-27 for the Fair Labor Oakland (FLO) grant to provide the community with workers' rights outreach and education.

Equity Consideration: Restoring the grant to Fair Labor Oakland (FLO) would enable Centro Legal and several community partners to resume outreach and education services about worker rights that were suspended in early 2025 due to the mid-year budget-balancing actions. The grantee and its community partners have the credibility and trust of the diverse communities of Oakland needed to work effectively with workers and residents. These are services that the DWES Contract Compliance Officers and City staff are unable to provide with same level depth and breadth that community-based organizations provide.

These are services provided to vulnerable occupations including:

Day Laborers (55% of individuals in outreach events)
Restaurant and food services (17% of individuals in outreach events) Individuals with Extremely Low Incomes (77% of legal consultations are individuals below 30% Area Median Income).

5. Reallocates $362,054 in Operations and Maintenance across the Department for Office Space re-design for in-person servicing, Outreach, Software service, and Staff training. At the time, the department’s office space does not have sufficient meeting spaces for confidential meetings for internal personnel matters, intakes of worker complaints, or technical assistance to businesses or residents.

Equity Consideration: Creating in-person space will provide more equitable services to those with difficulty accessing online services.

6. Deletes 1.0 FTE Administrative Analyst I. There is no direct impact as the incumbent will flex to the Administrative Analyst II position.

Equity Consideration: There is no discernible equity impact from this action.

1. Deletes 2.0 FTE Senior Contract Compliance Officers in FY 2026-27. There is no direct impact as the incumbents are intended to move to the new Labor Complaint Investigator positions when they are created.

Equity Consideration: There is no discernible equity impact from this action.

2. 502
Deletes 1.0 FTE Senior Contract Compliance Officer. There is no direct impact as the incumbent will be underfilling the New Contract Compliance Supervisor position.

Equity Consideration: There is no discernible equity impact from this action.

3. SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26-27 $ Chang FD_1010 Add Adds Position in Administration Administrative Analyst II.AP106 0.1 18,752.00 0.1 18 FD_1010 Add Adds Position in Administration Data Analyst.AP468 0.15 34,505.00 0.16 36 FD_1010 Add Adds Position in Citywide Labor Standards Complaint Investigator II.AP146 0 0.00 2 414 FD_1010 Add Adds Position in Citywide Labor Standards Complaint Investigator III.AP144 0 0.00 1 239 FD_1010 Delete Deletes Position in Administration Administrative Analyst I.AP103 -0.5 (80,993.00) -0.5 (80, FD_1010 Delete Deletes Position in Citywide Labor Standards Contract Compliance Oﬃcer, Sr..AP369 0 0.00 -2 (459, FD_1010 Freeze Freeze Position in Citywide Labor Standards Contract Compliance Oﬃcer.AP153 -1 (204,694.00) -1 (203, FD_1010 O&M Adds Other Contract Services in City Contracting Equity 70,000.00 73 FD_1010 O&M Adds Other Contract Services in Citywide Labor Standar… 200,000.00 210 FD_1010 O&M Reduces Other Contract Services in Administration (621,709.00) (621, FD_1010 Transfer Transfers Position from FD_1010 to FD_4450 and FD_5… Deputy Director Workplace & Empl Stds… -0.4 (117,449.00) -0.55 (160, FD_1010 Transfer Transfers Position from FD_1010 to FD_4450 and FD_5… Director of Workplace & Employment St… -0.15 (64,919.00) -0.15 (64, FD_1010 Transfer Transfers Position from FD_1010 to FD_4450 in Admini… Administrative Services Manager I.MA1… -0.35 (88,767.00) -0.4 (100, 503

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Workplace & Employment Stan… Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 1.0M

2.0M

3.0M

4.0M

5.0M

6.0M
Dollars
General Funds
Internal Service Funds
Capital Project Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $4,907,019 $2,390,202 $1,337,229 $1,351,465 GENERAL FUNDS TOTAL $4,907,019 $2,390,202 $1,337,229 $1,351,465 Internal Service Funds $0 $3,541,728 $2,891,699 $2,871,628 Capital Project Funds
OBRA: Leasing & Utility $28,010 $0 $131,590 $131,326
CAPITAL PROJECT FUNDS TOTAL $28,010 $0 $131,590 $131,326 Fiduciary Funds/Trust & Agency Funds
Grant Clearing $0 $886,148 $1,290,316 $1,277,531
FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL $0 $886,148 $1,290,316 $1,277,531 TOTAL $4,935,029 $6,818,078 $5,650,834 $5,631,950
504
Expenditures By Category
Broken down by
Expenses Workplace & Employment Stan…
Visualization
Personnel & Overhead
$4,720,675 (83.5%)
Operations & Maintenance
$539,593 (9.5%)
Internal Services
$390,566 (6.9%)
Debt & Other
$0 (0.0%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Debt & Other
Sort By Chart of Accounts 
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Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Administration $1,956,247 $2,571,884 $2,156,523 $2,038,225 Citywide Labor Standards $1,760,220 $1,687,600 $708,885 $880,855 City Contracting Equity $1,218,562 $2,558,594 $2,785,426 $2,712,870 TOTAL $4,935,029 $6,818,078 $5,650,834 $5,631,950
505

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Workplace & Employment Standards FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 10.0

20.0 5.0

15.0 FTE
Administration
City Contracting Equity
Citywide Labor Standards
Sort A to Z 
       
 
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Administration 6 7 7
Citywide Labor Standards 7 2 3
City Contracting Equity 11 11 11
TOTAL 24 20 21
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Administrative Analyst I 1 0 0
Administrative Analyst II 0 1 1
Administrative Services Manager I 1 1 1
Assistant to the Director 1 1 1
Complaint Investigator II 0 0 2
Complaint Investigator III 0 0 1
Contract Compliance Office Asst 1 1 1
Contract Compliance Officer 8 6 6
Contract Compliance Officer, Sr 3 2 0
Contract Compliance Supervisor 1 2 2
Data Analyst 0 1 1
506
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Deputy Director, Workplace & Employment Stds 1 1 1
Director of Workplace & Employment Stnd 1 1 1
Employment Services Supervisor 1 0 0
Exec Asst to the Director 1 1 1
Management Assistant 4 2 2
TOTAL 24 20 21
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507

Business Outreach and Education
Engage in outreach and education efforts to increase awareness of contracting opportunities available on City- funded/assisted projects, particularly for local and small local businesses, and business responsibilities as city contractors for business inclusion and labor standards.

Business Inclusion and Equity in Contracting
Assist local and small local businesses to become city contractors. Certify vendors for Equal Benefits Ordinance compliance and designations as Local and Small Local Business Enterprises.

City Contractor Enforcement Programs
Oversee and facilitate departments complying with City, regional, state, and federal labor standards and business inclusion laws. City’s policies, ordinances, and regulations on city contractor standards include Equal Benefits Ordinance, L/SLBE Program, Prevailing Wage, Living Wage, Local Employment, and Apprenticeships.

Outreach and Education about worker rights in citywide labor laws and business responsibilities Engage in outreach and education efforts to increase awareness of worker rights and employment opportunities available on City-funded projects.

Citywide Labor Laws Investigation and Enforcement
Investigate complaints and enforce city laws on Minimum Wage and Hotel Worker Minimum Wage and Worker Protection laws.

Workplace & Employment StandardsWorkplace & Employment Standards FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 508

Administration will provide updated performance measures in the FY25-27 Adopted book. 509

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Administration
The Administration Division provides leadership, oversight, and administrative support to the two program divisions in the Workplace & Employment Standards Department.

Citywide Labor Standards
The Citywide Labor Standards Division advances the wellbeing of the City of Oakland’s workers through initiatives that maximize participation in quality jobs, the enforcement of labor laws, and proactive public education. The Labor Standards Division is comprised of two units:

1. Minimum Wage
The Citywide Minimum Wage Unit enforces the City’s Minimum Wage Ordinance, Worker Retention at Large-Scale Hospitality Business Ordinance, the Emergency Paid Sick Leave Ordinance, and the Workers Right to Recall Ordinance.

2. Hotel Minimum Wage and Working Conditions
The Citywide Minimum Wage Unit enforces the City’s Minimum Wage Ordinance, Worker Retention at Large-Scale Hospitality Business Ordinance, the Emergency Paid Sick Leave Ordinance, and the Workers Right to Recall Ordinance.

City Contracting Equity
The City Contracting Equity Division advances fair and equitable access to the employment and contracting opportunities available on City-funded projects through initiatives that maximize worker and small business participation, and the enforcement of local, state, and federal laws requiring the participation of local residents and local businesses, including small and very small local businesses, women-owned, and minority-owned businesses. The City Contracting Equity Division has three units:

1. City Contractor Labor Standards Unit
The City Contractor Labor Standards Unit in the City Contracting Division enforces the Local Employment Program, the 15% Apprenticeship Program, the Living Wage Ordinance, the Prevailing Wage Resolution, and the Equal Benefits Ordinance.

2. Business Inclusion Contract Compliance Unit
510
The Business Inclusion Contract Compliance Unit in the City Contracting Equity Division 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.

3. Business Certification and Engagement Unit
The Business Certification and Engagement Unit in the City Contracting Equity Division 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.

FINANCE
Mission Statement
The Finance Department proudly serves as the fiscal steward of the City of Oakland and is committed to ethical, efficient, and responsible financial decision-making and use of the City’s assets and resources. The Finance Department strives to foster a culture of integrity, accountability, teamwork, and respect while providing quality governmental financial customer service.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Adds 1.0 FTE Finance Manager position in Finance Administration. Recognizing the continued need for dedicated financial oversight and operational continuity, adding this direct leadership role will ensure that critical financial functions, departmental coordination, and oversight remain strong and efficient.

Equity Consideration: This change ensures that financial leadership remains strong to better support all City departments that provide services directly to underserved residents.

1. Adds 1.0 FTE Office Assistant I, 1.0 FTE Business Analyst II, 1.0 FTE Benefits Representative and eliminates 1.0 FTE Senior Human Resource Systems Analyst in Payroll to ensure a more structured, efficient, and cost- effective payroll operation without disrupting essential payroll and retirement functions. The Business Analyst II will assist with the CalPERS conversion; the Benefits Representative will support retiree payroll and payments. Also adds $50,000 one-time funding for space planning for the payroll centralization process.

Equity Consideration: This function is in an internal service division. No public impact is expected.

2. Adds $150,000 for Contract & Procurement software to make the contracting & procurement processes more streamlined and efficient, improve tracking of contract funding, and provide better informational reports regarding the City’s contracting & procurement activities.

3. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 512
Reductions
Other Impacts & Changes
Equity Consideration: The City’s strategic plan priority #1 identifies simplifying procurement & contracting processes as one of the top 4 streamlining priorities. Procurement of this software will allow contracts staff to better support all City departments with more efficient contracting & procurement processes to eliminate administrative constraints and provide services directly to underserved residents.

Replaces 1.0 FTE Senior Buyer with 1.0 FTE Buyer in the Purchasing Division of the Procurement, Contracts & Purchasing Bureau. The Purchasing Supervisor will absorb any duties above the Buyer classification.

Equity Consideration: The position change should have minimal effect on City vendors and department staff.

1. Eliminate 1.0 FTE Assistant Revenue & Tax Administrator and 1.0 FTE Business Analyst II in Revenue Administration. A flatter management structure allows for more direct supervision relying upon the expertise of the Revenue Operations Supervisors in each division who have significant tenure and unit specific knowledge. This will potentially require redistribution of duties and initially impact staff capacity.

Equity Consideration: The removal of a supervision layer may result in longer wait times for customer service responses to business tax inquiries, payment modification, or exception request. The effect would be for all customers with escalated issues but may have the largest effect on those who are low income who have a harder time covering expenses while their exemption requests are processed or if they receive penalties due to response delays.

2. Eliminate 1.0 FTE Tax Auditor II position in Revenue Audit. Eliminating this position may delay collecting revenue from taxpayers. The workload will have to be effectively redistributed to mitigate the impact.

Equity Consideration: Reduced revenue to the City reduces funds available to provide services to Oakland residents. Longer wait times to resolve outstanding tax issues for non-compliant businesses can lead to taxpayers incurring higher penalties.

3. Eliminate 1.0 FTE Administrative Assistant II in the Treasury Bureau. The workload will have to be effectively redistributed to mitigate the impact.

Equity Consideration: This position is in an internal service division. No public impact is expected.

4. Reduces Finance O&M budget by $2 million over two years across various accounts, bureaus and funds.

Equity Consideration: The equity consideration for this item has not yet been analyzed.

5. Deletes 3.0 FTE positions: Assistant Revenue & Tax Administrator, Revenue Operations Supervisor, and Collections Officer. Freezes 3.0 FTE positions: Senior Budget & Management Analyst and (2) Accounting Technicians. There is no service impact as the positions were vacant.

Equity Consideration: There is no discernible equity impact from this action.

1. 513

SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26-27 FD_1010 Add Adds Position in Administration Manager, Finance.EM268 0.8 135,995.00 1 FD_1010 Add Adds Position in Revenue Management Project Manager III, PPT.EM213 0.5 196,725.00 0.5 FD_1010 Add/Delete Position Add/Delete in Budget Budget & Management Analyst, Sen… -1 (253,594.00) -1 FD_1010 Add/Delete Position Add/Delete in Budget Budget & Management Analyst.AF0… 1 230,012.00 1 FD_1010 Add/Delete Position Add/Delete in Revenue Management Revenue Operations Supervisor.SC… -1 (229,957.00) -1 FD_1010 Add/Delete Position Add/Delete in Revenue Management T ax Auditor I.AF004 2 241,369.00 2 FD_1010 Add/Delete Position Add/Delete in Revenue Management T ax Auditor II.AF022 1 175,204.00 1 FD_1010 Delete Deletes Position in Revenue Management Business Analyst II.AP117 0 (149,049.00) -1 FD_1010 Delete Deletes Position in Revenue Management Revenue & T ax Administrator, Assist… -1 (493,658.00) -1.7 FD_1010 Freeze Freeze Position in Administration Controller.MA113 -1 (413,257.00) -1 FD_1010 Freeze Freeze Position in Budget Budget & Management Analyst, Prin… -1 (293,586.00) 0 FD_1010 Freeze Freeze Position in Budget Budget & Management Analyst, Sen… -1 (253,594.00) -1 FD_1010 Freeze Freeze Position in Controller Accounting Supervisor.SC101 0.5 57,487.00 0.5 514

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Finance Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 10.0M

20.0M

30.0M

40.0M

50.0M
Dollars
General Funds
Special Revenue Funds
Enterprise Funds
Internal Service Funds
Capital Project Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $25,775,667 $29,131,478 $23,448,483 $23,814,559 Measure HH (SSBDT) $224,172 $334,866 $342,149 $332,219
Worker's Compensation Insurance Claims $107,516 $61,870 $58,484 $57,921 Successor Redevelopment Agcy. Reimb. Fund $551,461 $784,027 $634,946 $634,946 Mandatory Refuse Program $2,269,335 $2,379,008 $2,379,008 $2,440,958 Multipurpose Reserve $17,293 $18,934 $15,386 $15,275
Affordable Housing Trust Fund $207,232 $284,014 $252,090 $249,574 GENERAL FUNDS TOTAL $29,152,676 $32,994,197 $27,130,546 $27,545,452 Special Revenue Funds
Measure B: Local Streets & Roads $90,236 $0 $0 $0
Measure F - Vehicle Registration Fee $0 $0 $6,433 $6,658 Meas. BB - Alameda CTY. Transport. Comm'n. Sales Tax -$130 $0 $0 $0 Measure BB - Local Streets and Roads -$85,236 $5,288 $12,866 $12,866 Gas Tax RMRA $7,722 $98,513 $89,644 $88,866
Meas. Q-Library Services Retention & Enhancement $13,441 $14,000 $13,076 $13,250 Meas. D - Parcel Tax for Library Services $0 $8,000 $7,500 $7,750 Meas. Q- Parks & Recreation Preservation $4,899 $80,349 $58,178 $29,138 Measure N: Fund $5,913 $9,500 $9,053 $9,200
Meas. Z - Violence Prev. and Public Safety Act of 2014 $386,898 $334,242 $0 $0 Oakland Zoo $0 $0 $7,500 $7,750
Measure MM - Wildfire Protection Zone $0 $0 $28,583 $29,571 515
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Measure NN - Community Violence & Emergency Response Act of 2024 $0 $0 $170,000 $170,000
Measure AA - Children's Initiative of 2018 $0 $0 $28,583 $29,571 Vacant Property Tax Act Fund $642,780 $800,463 $986,216 $1,059,064 Lighting and Landscape Assessment District $8,847 $40,660 $15,416 $15,570 Meas. M - Alameda Cty.: Emerg. Dispatch Svc. Suppl. Assmt. $5,913 $19,000 $9,053 $9,200 Rent Adjustment Program Fund $702,859 $454,861 $364,322 $360,445 Development Service Fund $1,309,164 $1,306,985 $839,083 $857,973 Excess Litter Fee Fund $0 $105,716 $92,910 $92,238
Meas. C: Transient Occupancy Tax (TOT) Surcharge $0 $0 $6,433 $6,657 SPECIAL REVENUE FUNDS TOTAL $3,093,306 $3,277,577 $2,744,849 $2,805,767 Enterprise Funds
Sewer Service Fund $1,905,317 $2,355,968 $2,364,622 $2,363,745 ENTERPRISE FUNDS TOTAL $1,905,317 $2,355,968 $2,364,622 $2,363,745 Internal Service Funds
Radio / Telecommunications $3,912 $3,992 $0 $0
Central Stores $584,694 $562,472 $430,900 $453,920
Personnel Management $0 $7,610,901 $6,596,680 $6,558,201 Purchasing $2,926,473 $5,101,795 $4,686,741 $4,155,672
Information Technology $1,048,735 $3,146,478 $2,897,919 $2,757,139 INTERNAL SERVICE FUNDS TOTAL $4,563,814 $16,425,638 $14,612,240 $13,924,932 Capital Project Funds
Central District Projects $1,925 $3,750 $3,750 $3,750
Coliseum Projects $1,250 $3,750 $3,750 $3,750
CAPITAL PROJECT FUNDS TOTAL $3,175 $7,500 $7,500 $7,500 Fiduciary Funds/Trust & Agency Funds
Police and Fire Retirement System $2,939,410 $3,888,000 $4,066,043 $4,069,091 Grant Clearing $425,942 $440,635 $429,940 $425,874
Miscellaneous Trusts $0 $0 $75,000 $75,000
FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL $3,365,352 $4,328,635 $4,570,983 $4,569,965 TOTAL $42,083,640 $59,389,515 $51,430,740 $51,217,361
516
Expenditures By Category
Broken down by
Expenses Finance
Visualization
Personnel & Overhead
$36,624,469 (71.2%)
Operations & Maintenance
$10,187,899 (19.8%)
Internal Services
$3,321,509 (6.5%)
Capital
$96,000 (0.2%)
Debt & Other
$671,460 (1.3%)
Transfers
$529,403 (1.0%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Transfers
Sort By Chart of Accounts 
         
Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Administration $3,694,176 $6,942,940 $4,423,780 $3,706,638 Budget $3,203,352 $3,928,230 $3,849,202 $4,158,552
Controller $6,646,588 $8,017,411 $7,645,841 $7,775,007
Payroll $2,596,982 $7,225,584 $6,422,815 $6,386,017
Procurement, Contracts & Purchasing $2,495,168 $4,277,430 $3,797,696 $3,657,795 Revenue Management $16,255,756 $19,501,564 $17,456,047 $17,587,483 Treasury $7,191,618 $9,496,356 $7,835,359 $7,945,869
TOTAL $42,083,640 $59,389,515 $51,430,740 $51,217,361
517

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Finance FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 50.0
100.0
150.0
FTE
Administration
Budget
Controller
Payroll
Procurement, Contracts & …
Revenue Management
Treasury
Sort A to Z 
       
 
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Administration 11 11 11
Budget 12 11 12
Controller 27 25 26
Payroll 38 38 36
Procurement, Contracts & Purchasing 18.8 17.8 15.8
Revenue Management 66 62.5 61.5
Treasury 20 19 19
TOTAL 192.8 184.3 181.3
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Account Clerk II 3 3 3
Account Clerk III 2 2 2
Accountant II 5 5 5
Accountant III 6 6 6
Accounting Analyst, Principal 1 1 1
Accounting Supervisor 3 3 3
Accounting Technician 6 4 5
518
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Administrative Analyst I 3 3 3
Administrative Analyst II 3 3 3
Administrative Assistant I 1 1 1
Administrative Assistant II 2 2 1
Administrative Services Manager I 1 1 1
Assistant to the Director 2 2 2
Benefits Analyst 1 0 0
Benefits Representative 3 3 3
Benefits Technician 1 0 0
Budget & Management Analyst 2 3 3
Budget & Mgmt Analyst, Principal 4 3 4
Budget & Mgmt Analyst, Senior 5 3 3
Budget Administrator 1 1 1
Budget Administrator, Assistant 1 1 1
Business Analyst I 2 2 2
Business Analyst II 2 3 2
Business Analyst III 1 1 1
Business Analyst IV 2 2 2
Buyer 5 5 5
Buyer, Senior 1 1 0
Cashier 4 4 4
Collections Officer 7 6 6
Controller 4 3 3
Controller, Assistant 2 1 1
Director of Finance 1 1 1
Disability Benefits Coordinator 1 0 0
Exec Asst to the Director 2 2 2
Financial Analyst 1 1 1
Financial Analyst, Principal 2 2 2
Human Res Operations Tech, Senior 4 4 4
Human Res Operations Technician 3 2 2
Human Res Systems Analyst, Senior 2 1 0
Human Res Systems Analyst, Supv 1 1 1
Human Resource Oper Supervisor 2 2 2
Human Resource Systems Analyst 0 1 1
Investment & Operations Manager 2 2 2
Management Assistant 4 3 3
Manager, Contracting and Purchasing 0 1 0
Manager, Finance 0 1 1
Manager, Payroll 1 1 0
Office Assistant I 0 1 1
Office Assistant II, PPT 0.8 0.8 0.8
Payroll Personnel Clerk I 0 2 2
Payroll Personnel Clerk II 2 4 4
Payroll Personnel Clerk III 15 13 13
Project Manager 1 1 1
Project Manager II 1 1 1
Project Manager III 1 1 1
Project Manager III, PPT 0 0.5 0.5
Purchasing Supervisor 2 2 2
Retirement Systems Accountant 2 2 2
Revenue & Tax Admin, Asst 2 1 0
Revenue & Tax Administrator 1 1 1
Revenue Analyst, Principal 2 2 2
Revenue Assistant 9 7 8
Revenue Operations Supervisor 5 4 4
519
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Storekeeper II 1 1 1
Storekeeper III 1 1 1
Systems Accountant III 1 1 1
Tax Auditor I 0 3 3
Tax Auditor II 11 10 10
Tax Enforcement Officer II 17 17 17
Treasury Administrator 1 1 1
Treasury Administrator, Asst 1 1 1
Treasury Analyst II 1 0 1
Treasury Analyst III 3 3 3
TOTAL 192.8 184.3 181.3
520

Citywide Payroll Operations
The Payroll team manages and administers the processing and distributing the bi-weekly and supplemental citywide payroll and monthly retiree payroll to all city staff. The Payroll team ensures the pre-payroll, actual payroll, and post-payroll functions are executed in a timely, efficient manner. Payroll processes include 1) the review, audit, and entry of all citywide employee records and adjustments such as address, marital, or name changes, Changes, Name ChangesW-4 updates, banking information updates, voluntary and involuntary deductions, merit increases and cost of living adjustments, leave benefit accruals, pay adjustments, retro payments, and sick/vacation/management sell back payment processing. Oversees time and attendance management, and provides employment verification for employee financial purposes. Supports and implements fiscal year-end fiscal personnel benefits. Coordinates and supports Human Resources with labor relation decisions.

Citywide Payroll Tax and Retirement Reporting
Manages the post-payroll processes such as voluntary deductions, garnishments, and the biweekly federal and state payroll tax reporting and payments, including unemployment and state disability insurance (SDI). Manages all CalPERS reporting, addresses CalPERS audit requests, inputs CalPERS service credits, oversees payroll audits, general ledger reconciliation, W-2 and 1099R production, and year-end reporting. Captures employee overpayments, settlements, complex wage reporting exceptions. Interfaces with CalPERS on pensionable wages and benefits. Manages payments for OPEB and pension liability.

Citywide Payroll Systems
Maintains the centralized Employee Profile, Oracle Time and Labor (OTL), and payroll system, implements system upgrades for compliance and efficiency, implements salary ordinance standards, develops ad-hoc reporting, troubleshoots and repairs system errors to support the timely processing of the biweekly payroll and monthly FinanceFinance
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 521
retiree payroll. Supports and implements fiscal year end and year end processes in Oracle such as the budget interface, cost-of-living adjustments, and other negotiated benefits.

Financial Planning
Develops long-term financial plans, policies, and procedures to ensure the city's fiscal sustainability. Provides strategic oversight and fiscal stewardship, interfaces with Elected Officials, and other governmental entities, represents the City in financial matters, provides education on the City's financial position, and manages the financial affairs of ORSA.

Capital Projects and Infrastructure Bond Measure Management Manages the overall infrastructure bond program including capital budget coordination, department and finance liaison, bond program and measure compliance. management, Serves as staff to the Affordable Housing and Infrastructure Bond Oversight Committee. Coordinates the compilation of all necessary policies, procedures, resolutions, or ordinances necessary from department staff to include for all bond issuances. Serves as finance liaison, project management and communications support to citywide capital improvement program design and approval into the City's biannual capital budget. Serves as bond expenditure project management and fiscal support to Departments of Transportation, Public Works, Information Technology, and Housing and Community Developments.

Fiscal Support
Provides fiscal support to 12 client departments that are too small for internal work group or need dedicated support for invoice processing and payments., time and attendance, onboarding new employees. Serves as fiscal support for Non-Departmental transactions that support citywide activities.

Risk Management
Assesses and manages financial risks faced by the City. Procures insurance coverage to protect against liabilities.

Budget Development & Analysis
Develops, implements, and Monitors the City’s budget and ensures that the expenditures are utilized with the City Council's intention. Serves as the budget analyst for all city departments processing operational duties such as reviewing and approving personnel requisitions and budget change requests. Reviews and approves agenda reports and legislation to ensure accuracy in fiscal impact. Provides financial analysis, personnel costing, and other budgetary analysis for city departments on various policy matters and operational issues.

Budget Management & Public Policy
Advises the Administration on policy and budget issues that impact the residents of Oakland including operational impact of City Council priorities and directives. Reviews and approves agenda reports and legislation to ensure accuracy in fiscal impact and alignment with the adopted budget policy.

Accounts Payable
Processes, accounts for, and maintains records of all non-payroll payments for City departments, departments, ensuring that vendors are paid timely. Processes employee reimbursements for travel, professional development, and tuition reimbursement. Manages the sales tax reporting to the State Board of Equalization and annual IRS 1099 reporting of City payments.

Financial Reporting
522
Prepares and distributes financial reports. Completes the Annual Comprehensive Financial Report, Single Audit, and other mandated audits and reviews. Reconciles P-Card transactions and reporting. Conducts financial analysis to support decision-making by city leadership.

Fixed Assets/Systems
Manages and tracks all of the City's assets in a central database. Monitors and supports Oracle system, manages patch testing, system enhancements, runs regular system processes, provides ad hoc custom BI reports, provides access to system modules, and trains on Oracle modules.

General Ledger/Accounts Receivable
Provides accounting and fiscal monitoring for all City departments, thereby allowing them to perform timely grant draw downs, and securing new grants. Coordinates year-end audit activities. Provides centralized billing and accounts receivable support to City departments.

Grant Management & Accounting
Seeks out and applies for grants to fund specific city projects or programs. Ensures compliance with grant requirements and reports on the use of grant funds.

Mailroom
Operates the City’s central shipping and receiving functions for all City departments, which is over 800,000 pieces of incoming mail and 400,000 pieces of outgoing mail annually.

Purchasing/Contracts Procurement
Manages and oversees the procure-2-pay workflow, including the collaborating with Citywide departments to develop solicitations of materials, equipment, goods & commodities, and professional services essential to providing governmental services for the citizens of Oakland. Prepares specifications and requests for formal bids and request for proposals in collaboration with City departments.

Purchasing/Contracts
Manage the requisition, purchase order creation and release within Oracle. Manage iSupplier system to setup and service suppliers, RFX publishing, and provide customer experience for Citywide stakeholders - internal & external. Manage the administration of the City's P-Card Program, such as the initiation, activation, disablement, and limit changes. Procures goods citywide, also manages purchasing workflow (Requisition, PO, Encumbrances, PO releases, Contract approval in Oracle), iSupplier, new vendor setup, RFP publishing, Bid Tabulations, Customer Service.

Contracts
Supports, oversees, and processes all citywide professional services agreements and cooperative agreements for compliance and execution.

Business Tax
Collects, records and reports on City revenues; enforces and monitors the provisions of the City's ordinances; Complies with the State of California reporting requirements pertaining to the following taxes & Fees: Business Tax, Utility Users’ Tax, Real Estate Transfer, Parking Tax Transient, Occupancy Tax, Rental Adjustment Program (RAP), Excess Liter Fee (ELF), and Business Improvement District (BID).

Collections
523
Facilitates the collection of receivables, obligations, and debts owed to the city through courts, and other legal processes.

Mandatory Garbage Program/Customer Service
Manages and enforces the City's Mandatory Garbage Program. Seeks collections of delinquent garbage accounts invoices and by issuing's Notifications of Property Assessment (lien). on behalf of the City’s Mandatory Garbage program. Manages the release of all property liens on citywide owed debts. Provides customer service in person, by phone, chat for residents, business, stakeholders on financial inquiries/concerns.

Citywide Liens
Receives and processes Demand Request Forms for the removal of property tax liens issued by the City for delinquent garbage/refuse, business tax, real estate transfer tax, sidewalk, sewer lateral, and/or vegetation management (rubbish or fire inspections) fees. Manages the release of all property liens except Planning & Building liens on citywide owed debts.

Revenue Management/Systems/Exemptions
Collects and processes revenues on county tax roll to including property tax and local measures. Coordinates and facilitates the annual Master Fee Schedule of service changes. Manages billing for fire and invoicing for select city services, provides exemptions and refunds for local measure exemptions. Manages the HDL revenue collection system and customer interface with the City website. Updates all tax forms, letters, applications, and calculations annually.

Special Assessment Refund and Exemption (SPARE)
Manages the special assessment exemption and refund program for local measure exemptions. Compiles and submits reports to the Assessment Engineer for inclusion on the county tax roll.

Fire Department Billing
Performs billing operations for Oakland Fire Department inspections and false alarm calls. Creates and sends notices, provides customer service, deposits payments.

Tax Audit/Compliance
Audits and reviews charter city tax revenue sources including Business Tax, Transient Occupancy Tax, Parking Tax, Utility Consumption Tax, Real Property Transfer Tax, Vacant Property Tax, Cannabis, and Sales Tax. Manages the Tax Board of Review, recommends liens, special assessments for Business Tax, Vacant Property Tax, Real Property Transfer Tax. Sends Notices of Determination to establish the debts to the City, provides customer service to bring businesses into compliance.

Cash & Operations
Manages cash collections, including armored car services, petty cash management for the City, Oakland Redevelopment Successor Agency (ORSA) and Port of Oakland. Manages the Point of Sale (POS) system, and merchant card services citywide, Provides including cash management training for POS and citywide cashiering.

Cash & Banking Operations
Manages banking relationship, all bank accounts, check fraud detection and prevention, check clearance, wires, ACH credits/debits, fund transfers, and direct deposits for the City and the Port of Oakland. Manages the banking systems interfaces, regular operation, and system updates with Oracle, Accela, POS, HDL, etc 524
Debt Issuance & Management Ad Valorem Tax Rate
Manages and sets recommendation for ad valorem tax rate based on required debt obligations.

Debt Service Issuance & Management
Oversees and ensures compliance with bond covenants on bond expenditures, interfaces with Trustee bank to revise the cash reimbursements for bond expenditures, calculates arbitrage rebate, and provides conducts the annual bond disclosure training.

Debt Issuance & Management
Debt management including Manages the issuance of new debt portfolio obligations of the City of Oakland, Oakland Redevelopment Successor Agency (ORSA), and Alameda County Coliseum Authority. Maintains and restructures debt. Issues and restructures City debt issuances including general obligation debt for infrastructure and affordable housing, Community Financing District (CFD), Business Improvement Districts (BIDs), master lease purchase agreements for vehicles, and pension obligation bonds.

Investment Management
Manages the short term and long term investments of the City, Oakland Redevelopment Successor Agency (ORSA), and Port of Oakland short term and long term investments. Ensures compliance with investment policy and assures sufficient available ensures cash on hand for daily cash flow for up to $2.0 billion (invested in $5.0 million increments) in diversified and safe investments. Ensures that investments and securities are held in trust in custodial bank and monitored to the SEC regulations.

Retirement
Manages the citywide CalPERS enrollment and retirement processes for all new and returning employees.

Manages the CalPERS account benefit tiers, processes reciprocity forms, and advises on the retirement process.

Enrolls all new employees into CalPERS retirement plan, manages CalPERS accounts benefit tiers, advises on retirement process, reciprocity form processing, retires employees in CalPERS. Processes Advanced Disability Pension Payments (ADPP) to CalPERS retirees, medical payments to bridge to CalPERS, (Disability Retirement from the City). Serves as staff to the CalPERS Safety Disability Retirement Committee. Coordinates and serves as the liaison to CalPERS on industrial disability retirements. Manages the Administration of Police and Fire Retirement System (PFRS), serves as staff and reports to the PFRS Board, and manages the PFRS payroll operations. Reports to the PFRS Board. Manages the general accounting for the PFRS fund. Serves as the internal auditor for all retirement medical payments, reconciles the PFRS general ledger, oversees the annual audit and report, mandated disclosure and reporting, and manages the PFRS budget. Manages monthly and quarterly retiree and/or beneficiary medical reimbursement payments and provides customer service to retirees. Files tax returns. Manages investments for the PFRS fund, held in a separate trust, in accordance with the PFRS Retirement Board Policies, funds held in separate trust. Processes and adjudicates all the Sworn Medical Industrial Disability Retirement applications. Manages the monthly and quarterly Sworn and Nonsworn employer retiree medical subsidy reimbursement payments. Manages the enrollment and termination processes and provides general customer service to retirees. monthly and quarterly retiree and/or beneficiary medical subsidy reimbursement.
525

Administration will provide updated performance measures in the FY25-27 Adopted book. 526

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Administration
The Administration Bureau provides leadership, oversight, and administrative support to the seven Bureaus in the Finance Department. Administration’s primary responsibility is managing the Department’s general operations to ensure efficient and effective service delivery. Also, this bureau supports the Director of Finance with budget preparation, labor negotiations, development of sound fiscal policies, development of strategic plans to meet the short-term and long-term financial goals of the City, addresses all Department’s personnel matters in coordination with the Department of Human Resource Management, and manages all agenda reports for the Finance Department.

Budget
The Budget Bureau is responsible for developing a balanced and fiscally responsible budget that meets City Council priorities and community needs. It produces timely and accurate analysis of program revenues and expenditures, provides consultative services to ensure City programs are efficient and effective, compiles and produces the Biennial Proposed Budget and prepares the Adopted Budget, and provides thorough legislative 527
analysis to the City Administrator and elected officials to ensure the City remains proactive in its legislative agenda.

Payroll
The Payroll Bureau will manage the essential business functions of processing and distributing citywide bi- weekly payroll for Oakland’s more than 5,000 employees. The Bureau is responsible for the accurate and timely payment of employee wages, submissions for federal and state tax reporting, timely entry of new staff into the payroll system, and maintenance and accurate programming of the payroll system in accordance with labor union agreements and CalPERS government codes.

Controller
The Controller Bureau is responsible for maintenance of the City’s accounting records, financial reporting, audits, payments, and procurement. This includes the preparation of timely and accurate financial information and reports to the City Administrator, the Mayor and City Council, external funders, investors and the public; maintaining the integrity of information in the City’s financial management systems; and the designing and monitoring of internal controls. In addition, the bureau maintains the Citywide vendor database, oversees and monitors grant programs, manages the finance-related functions of the City’s enterprise resource planning system, and provides internal and external mail services for all City departments.

Procurement, Contracts, & Purchasing
The Procurement, Contracts, & Purchasing Bureau centralizes citywide contract services including policy compliance and execution, management of purchasing workflow and the centralized vendor database ( i-
Supplier), Request For Proposal (RFP) publishing, bid tabulations, and other essential business functions of the citywide contract process. The Bureau assists departments citywide to streamline the procurement process, bid out services, and execute contracts for the timely purchase of services, goods, materials, and equipment used in the City operations.

Revenue Management
The Revenue Management Bureau collects, records and reports on City revenues; deposits City-wide collections; enforces and monitors compliance with the provisions of City ordinances and complies with the State of California reporting requirements, pertaining to the following taxes: Business License, Parking, Utility Consumption, Real Estate Transfer, Marijuana, Transient Occupancy, Sales, Use and Mandatory Garbage; identifies and brings into compliance non registered and delinquent tax accounts; acts as the collection agent for all City Agencies and departments and represents the City in Small Claims Court; manages and collects all revenues derived from the City’s parking meters; and collects revenues derived from parking citations and fire inspection billings.

Treasury
528
The Treasury Bureau has five sub-sections: Investment, Debt Management, Cash and Operations, Payroll, and Retirement. Treasury is responsible for investment for the City, Successor Agency and Port of Oakland including managing day-to-day investments for safety, liquidity and yield; Debt Management for the City and Successor Agency, including the issuance of new debt, maintaining and restructuring debt, regulatory compliance and continuing disclosure, and preserving strong credit ratings and investor relations; Cash and Operations related services include cash collections, banking services, asset management and petty cash management. Treasury also processes timely citywide payroll and payments including benefits and taxes; maintains and upgrades HR/payroll systems, including implementing changes as compliance to labor contracts, legislative and other system requirements; and produce reports for various reporting requirements. In addition, this bureau administers all City retirement matters, including all aspects of the City’s legacy police and fire retirement system (PFRS) as well as key functions related to the CalPERS (PERS) retirements and retiree related medical including timely pension payments, facilitating all retiree medical, administering the various pension boards and committees, and oversight responsibility of a wide range of pension investment portfolios held in trust. 529

INFORMATION TECHNOLOGY
Mission Statement
We deliver IT services and solutions that empower our community and drive innovation. Information Technology Department strives to be a trusted partner, leading the City’s digital transformation by providing secure, reliable, and cutting-edge technology with practical, timely expertise.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Adds over $2 million over both years in Public Safety and Citywide Services O&M, which includes Mark43, the Records Management Systems (RMS) Upgrade for OPD and Oracle-TeleStaff integration. In order to maintain and appropriately adjust for critical Information Technology needs across Oakland, the Information Technology Department (ITD) typically relies on the availability of funding to address a wide continuum of needs, including: (1) operational needs identified by departments during the course of business within a fiscal year, (2) emergency needs relating to both break/fix and security threats that required immediate funding to remedy, (3) emerging strategic priorities identified by both the City Administrator and/or City Council, (4) the ability to reserve funding across multiple fiscal years to create a “refresh cycle” to help ensure that the City maintains servers, storage and computing devices and other technology that are within their usable life. Having funding flexibility will maintain the Department’s ability to provide these critical services to City equipment and systems that drive business for the City, and its residents. The ongoing Cyber Security funding approved after the ransomware incident in 2023 was eliminated in the budget. This will terminate ongoing services and planned projects that directly address cybersecurity improvements and upgrades.

Equity Consideration: An increase in funding will benefit all City employees across departments, and the residents that City applications serve. Cybersecurity impacts stemming from budget reductions will limit City departments’ ability provide services directly to underserved residents.

1. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 530
Reductions
Deletes 1.0 FTE Information System Administrator in the Citywide Networking Team. This will limit ITD’s ability to respond and resolve emergency network outages that may impact Citywide services.

Equity Consideration: Unresolved impacts to City network infrastructure stemming from budget reductions may limit the ability of City departments to provide services directly to underserved residents.

1. Deletes 1.0 FTE Database Administrator in Enterprise Infrastructure. This will limit ITD’s ability to respond and resolve emergency infrastructure issues, provide timely support, and maintain and upgrade Citywide IT systems.

Equity Consideration: Unresolved impacts to City enterprise infrastructure stemming from budget reductions will limit City departments’ ability provide services directly to underserved residents.

2. Deletes 1.0 FTE Business Analyst II in Systems Operations organization. The IT Infrastructure and Technical Operations unit oversees and coordinates Citywide on support services ranging from data storage to network security and Help Desk functions. Together, this group works to secure and maintain a robust network, including secure VPN, for staff use.

Equity Consideration: Reductions to this group of services may impact ITD’s ability to react to issues experienced on the network or with equipment Citywide. Network interruptions would have a negative impact on the residents who rely on City services.

3. Through budget reductions, third party vendor support for OakWifi will be eliminated.

Equity Consideration: OakWiFi was designed to deliver digital equity to underserved Oakland residents. As a result of several fiber cuts along the BRT route that have become financially unsustainable, OakWiFi service and operability has been greatly reduced. The system no longer provides free public WiFi to thousands of Oakland residents in equity impact areas. As such, the funding for maintaining the network is proposed to be eliminated. ITD is developing a broadband master plan that directly addresses the need for digital equity and proposes alternative strategies, including grant funded projects, to delivery broadband service to underserved Oakland residents.

4. Reduces $458,158 in year 1 and $521,845 in year 2 in Radio Shop O&M. Reductions to the City’s Radio Shop will limit ITD’s ability to respond to and resolve unplanned incidents, including impacts to critical public safety services like 911 and 311.

Equity Consideration: Reductions to radio support will result in residents not receiving alerts during emergencies and unresolved incidents could impact 911 and 311 services that residents rely on for critical information and support.

5. Reduces approximately $75,000 over both years in Telecommunications O&M. Reductions the Citywide Telecommunications program will limit ITD’s ability to respond to telephone related requests and incidents.

The Department will also have a reduced ability to fix emergency issues, including 311 and 911 call centers.

With aging infrastructure in place across many City locations, these reductions will also eliminate projects intended to modernize telecommunication services and equipment to fix emergency issues, including 311 and 911 call centers.

Equity Consideration: Reductions in funding to telecommunications may impact City departments that directly provide services to impacted communities in Oakland. Reductions that impact public safety telecommuting may directly impact Oakland residents who rely on 911 and 311 services.

6. Reduces $127,252 in year 1 and $182,160 in year 2 in Reprographics O&M. With a reduction of over 20 percent to Reprographics, the Citywide Print Shop will be unable to acquire the necessary supplies required to meet City Department printing needs. In addition to limiting the Print Shop’s services, ITD will eliminate equipment and/or maintenance contracts that support machines managed by Print Services. Finally, ITD will be working to consolidate all of Print Services into one location at 250 Frank Ogawa Plaza. This

7. 531
Other Impacts & Changes
consolidation will make it harder for all Departments to use these services and may impact the equipment that will fit into the smaller space.

Equity Consideration: Citywide Print Services produces materials for Departments to use internally and externally with residents. These reductions will drastically limit services to Departments who rely on the Print Shop for communication needs. Reductions in Reprographics services could limit City departments’ ability provide services directly to underserved residents.

Deletes 7.0 FTE positions across the department in the following job classifications: Reprographic Assistant, Telephone Services Specialist, (2) Information Systems Specialist I, Administrative Analyst II, (2) Business Analyst II. There is no service impact as the positions were vacant.

Equity Consideration: There is no discernible equity impact from this action.

1. SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26-27 $ Cha FD_1010 O&M Reduces Other Contract Services in Infrastructure & Operations (692,510.00) (54 FD_1010 O&M Reduces Other Contract Services in Infrastructure & Operations (124,659.00) (12 FD_1010 O&M Reduces Other Contract Services in Oﬃce of the Chief Inform… (102,956.00) (10 FD_2415 Delete Deletes Position in Enterprise Systems Business Analyst II.AP117 -2 (439,356.00) -2 (43 FD_2415 O&M Adds Other Contract Services in Enterprise Systems 375,543.00 6 FD_4200 Delete Deletes Position in Oﬃce of the Chief Information Oﬃcer Administrative Analyst II.AP106 -0.25 (52,704.00) -0.25 (5 FD_4200 O&M Adds Other Contract Services in Infrastructure & Operations 1,443,912.00 1,5 FD_4200 O&M Reduces Other Contract Services in Infrastructure & Operations (1,836,296.00) (1,94 FD_4200 Revenue Reduces Internal Service Funds revenues (965,872.00) (1,02 FD_4210 Delete Deletes Position in Infrastructure & Operations Telephone Services Specialist.AP340 -1 (216,895.00) -1 (21 FD_4210 Delete Deletes Position in Oﬃce of the Chief Information Oﬃcer Administrative Analyst II.AP106 -0.25 (52,704.00) -0.25 (5 FD_4210 O&M Reduces Other Contract Services in Infrastructure & Operations (137,000.00) (13 FD_4210 Revenue Reduces Internal Service Funds revenues (330,722.00) (31 532

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Information Technology Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 10.0M

20.0M

30.0M

40.0M
Dollars
General Funds
Special Revenue Funds
Enterprise Funds
Internal Service Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
       
 
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $15,038,145 $6,553,780 $6,060,477 $6,189,585 Self Insurance Liability $26,617 $0 $0 $0
Mandatory Refuse Program $85,534 $0 $0 $0
Telecommunications Reserve $4,535 $5,000 $0 $0
GENERAL FUNDS TOTAL $15,154,831 $6,558,780 $6,060,477 $6,189,585 Special Revenue Funds
Department of Justice $0 $930,000 $0 $0
State of California Other $375,530 $25,255 $0 $0
Meas. Q-Library Services Retention & Enhancement $297,281 $0 $0 $0 Meas. D - Parcel Tax for Library Services $308,003 $0 $0 $0 False Alarm Reduction Program $132,543 $0 $0 $0
Development Service Fund $3,753,178 $3,749,017 $3,474,127 $3,715,889 SPECIAL REVENUE FUNDS TOTAL $4,866,535 $4,704,272 $3,474,127 $3,715,889 Enterprise Funds
Sewer Service Fund $32,908 $31,884 $30,675 $30,493
ENTERPRISE FUNDS TOTAL $32,908 $31,884 $30,675 $30,493
Internal Service Funds
Radio / Telecommunications $6,574,028 $5,125,930 $4,236,430 $4,159,600 Telephone Equipment and Software $865,222 $2,244,660 $1,695,740 $1,704,950 Reproduction $1,063,191 $1,953,410 $1,653,048 $1,591,250 Information Technology $12,893,199 $22,928,211 $22,115,270 $21,788,952 533
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial INTERNAL SERVICE FUNDS TOTAL $21,395,640 $32,252,211 $29,700,488 $29,244,752 Fiduciary Funds/Trust & Agency Funds
Grant Clearing $269,236 $260,726 $249,836 $248,014
FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL $269,236 $260,726 $249,836 $248,014 TOTAL $41,719,150 $43,807,873 $39,515,603 $39,428,733
Expenditures By Category
Broken down by
Expenses Information Technology
Visualization
Personnel & Overhead
$20,810,020 (52.7%)
Operations & Maintenance
$16,809,811 (42.5%)
Internal Services
$1,880,772 (4.8%)
Capital
$15,000 (0.0%)
Debt & Other
$0 (0.0%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Transfers
Sort By Chart of Accounts 
         
Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Office of the Chief Information Officer $18,189,200 $11,498,223 $11,538,763 $11,518,530 Infrastructure & Operations $17,454,321 $23,006,365 $19,245,913 $19,060,773 Enterprise Systems $6,075,629 $9,303,285 $8,730,927 $8,849,430 TOTAL $41,719,150 $43,807,873 $39,515,603 $39,428,733
534

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Information Technology FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 20.0

40.0 60.0

80.0 FTE
Enterprise Systems
Infrastructure & Operations
Oﬃce of the Chief Informati…
Sort A to Z 
       
 
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Office of the Chief Information Officer 8 7 7
Infrastructure & Operations 53 49 47
Enterprise Systems 27 25 24
TOTAL 88 81 78
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Account Clerk III 1 1 1
Accountant III 1 1 1
Administrative Analyst II 1 0 0
Application Developer II 1 1 1
Application Developer III 9 0 0
Assistant to the Director 1 1 1
Business Analyst II 4 2 1
Business Analyst III 1 1 1
Custom Application Developer III 0 5 5
Database Administrator 3 3 2
Director of Info Technology 1 1 1
535
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Electronics Technician 3 3 3
Exec Asst to the Director 1 1 1
Help Desk Specialist 3 3 3
Help Desk Supervisor 1 1 1
Information System Administrator 1 1 0
Information Systems Manager I 6 6 6
Information Systems Manager II 5 5 5
Information Systems Spec I 4 2 2
Information Systems Spec II 11 11 11
Information Systems Spec III 9 9 9
Management Assistant 1 1 1
Network Architect 2 2 2
Oracle Application Developer III 0 4 4
Oracle Database Administrator 1 1 1
Project Manager 1 1 1
Project Manager III 1 1 1
Reproduction Assistant 1 0 0
Reproduction Offset Operator 2 2 2
Reprographic Shop Supervisor 1 1 1
Spatial Data Administrator 1 1 1
Spatial Data Analyst III 4 4 4
Telecommunication Systems Engineer 2 2 2
Telecommunications Supervisor 1 1 1
Telephone Services Specialist 3 2 2
TOTAL 88 81 78
536

Office of the Chief Information Officer (CIO)
The Office of the CIO is responsible for the overall alignment of the City's vision and goals with Department strategy, including staff and resource allocation direction. Providing oversight in the management of the Department, the Office of the CIO sets the City's security policy, including cybersecurity, risk management and remediation, and coordination across all enterprise planning decisions and custom applications. In addition, this Office oversees special projects and initiatives including community broadband, Geographic Information Systems, and public Wi-Fi.

Infrastructure and Technical Operations
The Infrastructure and Technical Operations Division provides a full range of enterprise technology solutions and services including enterprise wide network security, end-user computing and communication devices, high performance servers and storage, Data Centers infrastructure, telecommunications network, Help Desk, and City printing services. This team also provides centralized telecommunications systems, backup and disaster recovery plans including the maintenance of both an on-premise data center and multi-cloud environments.

Strategy and Business Operations
This Division oversees operational management of the Information Technology Department including Citywide technology governance, project and program management, and the Citywide central permitting team which manages and implements the City's land-based permit management system for Citywide planning, building, events and other Citywide permits. Coordinating with the Office of the CIO on strategic planning, policies and procedures, this division also provides budget and fiscal management (budgeting, accounts payable and receivable), vendor negotiations and contracting and procurement services to the Department and Citywide on critical IT initiatives.

Information TechnologyInformation Technology
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 537
Citywide Permitting
The Citywide permitting team oversees the deployment of the City's Accela permitting system, including all system updates and provides overall project management services for new modules and annual fee schedule updates. This team coordinates with departments citywide, responds to helpdesk tickets for internal and external users, and provides data and analysis where requested to help facilitate the City's Technology Governance process for permitting.

Public Safety
Included in the Departments core Infrastructure and Technical Operations Division, the Public Safety Team provides support for OPD IT, OFD IT, and the City’s Radio Shop. This group maintains mission critical systems, 911 Dispatch Centers, Emergency Operations Center, records management, and P25 mission critical voice communication radio system, handheld and mobile radios, Microwave Backbone network, cable television infrastructure, and closed-circuit television video systems.

Desktop Services
The Desktop Services and Support Team provides a full-range of technology products and solutions for Citywide staff. This team sets technology standards for the City and respond to all requests for the IT Help Desk.

Architecture & Risk
Architecture and Risk updates IT security policies, measures compliance and helps make recommendations on critical enterprise wide network security infrastructure and standards.

Network
The Network Team works alongside other infrastructure and operations team throughout IT to ensure the City is operating high performance services and storage systems. This group provides backup and disaster recovery plans including the maintenance of both on-premise data center and multi-cloud environments.

Telecommunications
The Telecommunications Team ensures seamless access to and operation of the City's centralized telecommunications network.

Reprographics
The Reprographics/Print and Copy Services Team offers quality full-service document printing and reproduction support to all departments and agencies in the City of Oakland. This unit is capable of producing color or black and white documents from electronic or hardcopy files with state-of-the-art digital equipment.

Cybersecurity
Information Technology Cybersecurity reviews and recommends solutions to the CIO and implements consistent programs and polices designed to mitigate risk and harden the City's networks. Additionally, this team actively monitors for threats to the system and coordinates with other teams to regularly monitor applications and ensure established procedures are followed.

Custom Applications
IT Applications supports departmental applications and function as application developers and designers, implementing web and mobile-based solutions for Departments. 538
Enterprise Financial & Reporting
The Enterprise Financial and Reporting Team maintains the City's Oracle Resource Enterprise Planning (ERP) system, which includes General Ledger, Accounts Payable, Grants Accounting, Cash Management, Payroll, Human Resources, Contract Management, Budgeting (Public Budgeting and Cloud Service), and Procurement.

Geographical Information Systems
The Geographical Information Systems (GIS) Team provides GIS information to users, develops web application to access various resources, maintains intranet applications including web contact management and performance capacity planning.

Public Broadband Infrastructure and Services
The City provides free wireless internet connectivity to Oaklanders and is in the process of constructing a multi- million dollar grant funded, municipally owned broadband fiber optic network to provide an alternative to incumbent services and address issues of digital equity.

Enterprise Infrastructure Services
This team manages all City data services, data storage and oversees the data center.

Oak Wi-Fi
OAK Wi-Fi provides free wireless internet connectivity to Oaklanders to help close the digital divide.

Administration will provide updated performance measures in the FY25-27 Adopted book. 539

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Office of the Chief Information Officer
The Office of the CIO is responsible for the administrative management of the Information Technology Department including strategic planning, policies and procedures, fiscal management (budgeting, accounting, accounts payable and receivable), vendor negotiations and contracting and procurement, and human resources management.

In addition, the Office of the CIO oversees special projects and initiatives, including citywide technology governance, project and program management, community broadband, public Wi-Fi, and cybersecurity, including risk management and remediation.

Infrastructure & Operations
This division provides a full range of enterprise technology solutions and services including end-user computing and communication devices, high performance servers and storage, Data Centers infrastructure, telecommunications network, mission critical 911 Public Safety technology solutions, and HelpDesk services.

The HelpDesk team serves as the initial point of contact for all technology incident reporting, tracking trouble reports, first level problem resolution and answering general IT questions.

The Desktop team supports and aids with issues ranging from desktop software, computer workstation and mobile device troubleshooting and deployment, to back-office technology maintenance and support. 540
The Infrastructure team maintains enterprise infrastructure, including servers, storage, networking, telecommunications systems, backup and disaster recovery, security and maintenance of both on-premise data center and multi cloud environments.

The Public Safety teams provide support for OPD IT, OFD IT, and the City’s Radio Shop. These groups maintain mission critical systems, 911 Dispatch Centers, Emergency Operations Center, and P25 mission critical voice communication radio system, handheld and mobile radios, Microwave Backbone network, cable television infrastructure, and closed-circuit television video systems.

The Reprographics/Print and Copy Services team offers quality full-service document printing and reproduction support to all departments and agencies in the City of Oakland. Capable of producing color or black and white documents from electronic or hardcopy files with state-of-the-art digital equipment.

Enterprise Systems
Enterprise systems are major, complex systems that are utilized on a Citywide scale.

The Oracle team maintains and supports enterprise applications such as Oracle’s Enterprise Resource Planning (ERP) system, which includes General Ledger, Accounts Payable, Purchasing , Projects, Grants Accounting, Cash Management, Payroll, Human Resources, Time and Labor, Benefits, Contract Management, Budgeting (Public Budgeting and Cloud Service), Internet Procurement, Internet Supplier, and Internet Sourcing.

The Applications team supports departmental applications such as Business Tax (HDL), Rent Adjustment Program (RAP), and our land-based management system for Planning and Building (Accela). Furthermore, our staff of application developers design, develop and implement web and mobile based solutions for our various departments.

The GIS team provides GIS information to users; research GIS database accuracy and completeness; develops web applications to access various resources; maintains intranet applications including web content management; performance capacity planning. It also provides GIS information to users; research GIS database accuracy and completeness; develops web applications to access various resources; and maintains intranet applications including web content management.
541

HUMAN RESOURCES MANAGEMENT
Mission Statement
The Human Resources Management (HRM) Department recruits, develops and maintains the talented and diverse workforce that serves the Oakland community. We are responsible for the administration of the competitive civil service process, labor
agreements, risk management systems, and employee health benefits. We value equity, professional growth, and building a strong, committed workforce. As an internal service department, we take pride in our customer service, problem solving and employee recognition capacity. We strive to be a model for human resource services in the public
sector by demonstrating exceptional professionalism and integrity.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Reductions:

Deletes 1.0 FTE Principal Human Resources Analyst. The Department will have one less supervisor in the recruitment and classification division. This will put more responsibility on the three remaining Senior HR Analysts. The Senior HR Analysts will have less bandwidth to pick up recruitment and classification work to assist with workload due to increased supervisory responsibilities. This may delay the production of eligible lists for City departments to use to fill vacancies.

Equity Consideration: The proposed elimination reduces a recruitment supervisor at the management level which could result in less oversight of the recruitment and testing processes. This could result in increased errors in the recruitment process impacting time to hire. The shifting of supervisory responsibility to the remaining staff, who are able to supervise, will impact their ability to both review the work of the analysts responsible for conducting recruitments and classification work and provide operational oversight.

1. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 542
Deletes 1.0 FTE Human Resources Manager. The department will have one fewer manager to oversee the recruitment and classification staff and functions, including data analysis, support for the Civil Service Board and process improvement.

Equity Consideration: The proposed elimination of a Human Resources Manager would eliminate a leadership role on the recruitment and classification team, who oversees fair and efficient hiring practices that benefit both City employees and the community at large. Eliminating this position would shift more responsibilities and duties onto the other Human Resources Manager, and to the remaining Principal HR Analyst. Deleting this position will impact the long-term ability of staff to be promoted to a manager role in the future.

2. Deletes 1.0 FTE Human Resources Technician. The department will have less staff available to perform tasks supporting the hiring of City employees, including the timely processing of NEER, PAR, and acting pay forms, the maintenance of position control work, and technician-level support for the recruitment process.

Equity Consideration: The elimination of this position will have an immediate equity impact on promotional opportunities for some of the lowest compensated City employees. The current promotional candidate pool is made up entirely of members of the BIPOC community. Without the opportunity to promote to the HR Technician role, these staff will not have experience needed to qualify for higher paying professional careers. The elimination will also impact service delivery in key areas that directly support the timely processing of the hiring process citywide, which may impact pay for employees who do promote, as well as service delivery to the community when hires are not processed.

3. Deletes 1.0 FTE Administrative Assistant II. HRM will have to reallocate duties related to supervising customer service staff (front desk), preparing and supporting the Civil Service Board meetings and business, responding to subpoenas for employment records, providing administrative support to the division, including maintaining SPOC list and resources on the Intranet.

Equity Consideration: The elimination of this position will impact service delivery in key areas that directly support the timely processing of the civil service board hearings and meeting agendas, and the oversight of the customer service function at the front desk and response to subpoenas for employment records.

The work will have to be absorbed by other employees, reducing their capacity to perform other work that may impact access to employment and other HR services.

4. Freezes 1.0 FTE Senior Human Resources Analyst (CONF). There is no direct service impact as this position has been vacant.

Equity Consideration: The loss of this position will significantly lengthen the time to hire for vacant positions citywide, increasing the risk of losing valuable talent to competitors offering faster recruitment processes. This delay in recruitment may disproportionately affect marginalized communities seeking employment and perpetuate inequities in access to career opportunities. Consequently, the elimination of the vacant HR Analyst position will also have an impact on departments ability to fill vacant essential positions and provide direct service to communities who experience racial disparities in service.

5. Reduces $89,100 in Administration O&M, there is no direct service impact.

Equity Consideration: There is no discernible equity impact from this action.

6. 543

SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FD_1150 O&M Adds Other Contract Services in Employee Relations & Risk Management 49,887.00 FD_1150 O&M Adds Stationery and Oﬃce Supplies in Employee Relations & Risk Mana… 110,000.00 FD_1150 O&M Reduces Medical and Veterinarian Services in Employee Relations & Ris… (541,953.00) FD_4510 Add Adds Position in Recruitment, Classiﬁcation & Beneﬁts Human Resource Operations Supervisor.… 1 229,957.00 1 FD_4510 Delete Deletes Position in Recruitment, Classiﬁcation & Beneﬁts Administrative Assistant II (CONF).SS106 -1 (139,871.00) -1 FD_4510 Delete Deletes Position in Recruitment, Classiﬁcation & Beneﬁts Human Resource Technician.TC117 -1 (134,489.00) -1 FD_4510 Freeze Freeze Position in Administration Human Resources Manager.EM186 0 (237,998.00) -1 FD_4510 Freeze Freeze Position in Recruitment, Classiﬁcation & Beneﬁts Human Resource Analyst, Principal.MA127 0 (186,456.00) -1 FD_4510 Freeze Freeze Position in Recruitment, Classiﬁcation & Beneﬁts Human Resource Analyst, Senior.AP206 -1 (228,767.00) 0 FD_4510 O&M Adds Contract Contingencies (Budgetary Only) in Employee Relations … 150,000.00 FD_4510 O&M Adds Other Contract Services in Employee Relations & Risk Management 84,500.00 FD_4510 O&M Adds Other Contract Services in Recruitment, Classiﬁcation & Beneﬁts 70,000.00 FD_4510 O&M Adds Other Contract Services in Training 50,000.00 544

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Human Resources Management Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

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10.0M

15.0M
Dollars
General Funds
Special Revenue Funds
Internal Service Funds
Fiduciary Funds/Trust & Ag…
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $8,726,374 $334,366 $436,727 $436,727 Worker's Compensation Insurance Claims $6,787,367 $7,494,292 $6,980,588 $7,083,771 Affordable Housing Trust Fund $165,667 $0 $0 $0
GENERAL FUNDS TOTAL $15,679,408 $7,828,658 $7,417,315 $7,520,498 Special Revenue Funds
FEMA Declarations $96,661 $0 $0 $0
Department of Health and Human Services $57,085 $0 $0 $0 Measure BB - Local Streets and Roads $58,236 $0 $0 $0
Gas Tax RMRA $58,236 $0 $0 $0
Development Service Fund $1,459,538 $0 $0 $0
SPECIAL REVENUE FUNDS TOTAL $1,729,756 $0 $0 $0
Internal Service Funds
Personnel Management $0 $11,140,491 $10,698,335 $10,490,536 Information Technology $228,170 $0 $0 $0
INTERNAL SERVICE FUNDS TOTAL $228,170 $11,140,491 $10,698,335 $10,490,536 Fiduciary Funds/Trust & Agency Funds
Employee Deferred Compensation $6,503 $0 $0 $0
Grant Clearing $7,766 $0 $0 $0
FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL $14,269 $0 $0 $0 TOTAL $17,651,603 $18,969,149 $18,115,650 $18,011,034
545
Expenditures By Category
Broken down by
Expenses Human Resources Management
Visualization
Personnel & Overhead
$10,719,494 (59.2%)
Operations & Maintenance
$5,860,489 (32.4%)
Internal Services
$1,201,301 (6.6%)
Debt & Other
$334,366 (1.8%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Debt & Other
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Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Administration $1,449,462 $1,881,168 $1,448,809 $1,320,265 Employee Relations & Risk Management $7,698,804 $8,102,922 $8,286,195 $8,381,755 Recruitment, Classification & Benefits $7,885,851 $8,325,050 $7,704,049 $7,651,972 Training $617,486 $660,009 $676,597 $657,042
TOTAL $17,651,603 $18,969,149 $18,115,650 $18,011,034
546

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Human Resources Management FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 10.0

20.0 30.0

40.0 50.0
FTE
Administration
Employee Relations & Risk …
Recruitment, Classiﬁcation …
Training
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2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Administration 5 5 4
Employee Relations & Risk Management 11 14 14
Recruitment, Classification & Benefits 31 30 30
Training 2 2 2
TOTAL 49 51 50
Authorized Positions By Classification
Human Resources Mgmt. - FTE By Job Class
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Administrative Analyst II 2 2 2
Administrative Assistant II 1 1 1
Administrative Assistant II (CONF) 2 1 1
Administrative Services Manager I 1 1 1
Benefits Analyst 0 1 1
Benefits Representative 2 3 3
Benefits Supervisor 1 1 1
Benefits Technician 1 2 2
547
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Director of Human Resources Mgmt 1 1 1
Disability Benefits Coordinator 0 1 1
Employee Fleet & Safety Coordinator 1 1 1
Employee Relations Analyst Prin 3 3 3
Exec Asst to the Director 1 1 1
Human Resource Analyst (CONF) 7 7 7
Human Resource Analyst, Principal 3 3 2
Human Resource Analyst, Senior 7 6 7
Human Resource Clerk 2 2 2
Human Resource Oper Supervisor 0 1 1
Human Resource Technician 6 5 5
Human Resources Manager 5 5 4
Program Analyst II 1 1 1
Program Analyst III 1 1 1
Safety & Loss Control Specialist 1 1 1
TOTAL 49 51 50
548

Administrative, Staffing
Administrative work in support of division or department operations, complex clerical functions, management of scheduling, and office administrative support duties.

Investigations
Negotiates and maintains relationships with bargaining units and provides employee relations support, including conflict resolution and overseeing investigations.

Recruitment, Classification, and Onboarding
Provides recruitment services to all City departments, organize and conduct civil service examinations, and onboard and retain the most qualified candidates. Maintain a competitive classification and compensation system.

Risk Management
Provide risk management services to all City employees, such as Integrated Disability Program, Workers' Compensation Administration, and employee health-and-safety programs, including CalOSHA compliance.

Dept. Leadership & Oversight
Implementation and facilitation of mandatory and developmental training to all city employees. Consult with departments on organizational development needs for improved agency health and retention of workforce.

Responsibilities include mandated training and new employee tracking and reporting of employee training compliance.

Human Resources ManagementHuman Resources Management
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 549

Administration will provide updated performance measures in the FY25-27 Adopted book. 550

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Administration
Provides direction and support to all of the Human Resources Management units; advises the Mayor, Council, and City Administrator on Human Resources issues; develops and facilitates the implementation of action plans to address current and future City human resources needs. The Department Director is the Secretary to the Civil Service Board.

Recruitment, Classification, & Benefits
Recruitment & Classification is responsible for all aspects of recruiting and for retaining the most qualified candidates for employment. It maintains a competitive classification and compensation system; recruits local, statewide, and national candidates who reflect the City’s diversity objectives; and provides staff support to the Civil Service Board.

This division also houses the Equal Access Program which seeks to ensure resident access to City services in accordance with the Equal Access to Services Ordinance (Ordinance No.12324 C.M.S.). It represents the City and provides support to City staff on matters concerning employees represented services in accordance with the labor unions; negotiates on behalf of the City to set wages, hours, and other conditions of employment; assists City management staff in the interpretation of labor contracts; conducts workplace investigations; and addresses grievances.
551
The Benefits division manages all employee benefits programs, including medical, dental, vision, life, flexible spending accounts and tax-deferred savings accounts, and provides staff support to the Deferred Compensation Committee.

Employee Relations & Risk Management
Employee Relations represents the City and provides support to City staff on matters concerning employees represented by labor unions; negotiates on behalf of the City to set wages, hours, and other conditions of employment; assists City management staff in the interpretation of labor contracts; and investigates and resolves grievances.

Risk Management administers all risk management, including Integrated Disability Management and Risk & Safety. It provides staff support to the Safety Disability Retirement Board and administers the City Integrated Disability Program, which consolidates all mandated disability related programs including protected leave administration (CFRA, FMLA, and PDL), Federal Employment and Housing Act (FEHA) compliance and Workers’ Compensation claims administration. It administers Employee Health and Safety Programs, including CalOSHA compliance, safety/loss control services, employee medical surveillance testing, employee medical examinations and drug/alcohol testing; manages the Commercial Insurance and Self-Insurance portfolios and represents City on insurance pool boards and committees. It monitors vendor contracts for Compliance with Risk Management related requirements; extends other Risk Management and/or employment liability services to client departments as needed.

Training
This division is responsible for all aspects of city-wide training and organizational development, including monthly all-day New Employee Orientation. It administers all mandated training, which includes Anti- Discrimination, Sexual Harassment Awareness and Diversity training. It manages leadership, supervisor, ethics, health and wellness, and race and equity trainings. Other training subjects include computer skills, presentation workshops and performance management. The goal of the Training Unit is to develop a workforce that adapts to new technology, business processes and policies, laws and regulations, ultimately contributing to employee. 552

VIOLENCE PREVENTION
Mission Statement
The mission of the Department of Violence Prevention (DVP) is to reduce levels of gun violence, intimate partner violence, commercial sexual exploitation, family trauma associated with unsolved homicides, and community trauma associated with ongoing violence in Oakland by delivering prevention and intervention services in the areas of group and gun violence, gender-based violence, and community healing.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Add 1.0 FTE Program Analyst II will support the Deputy Chief of Direct Practice and enhance direct practice services by providing support in scheduling critical community and partnership meetings, tracking essential violence prevention projects and tasks, supporting the completion of mandatory human resource related assignments, organizing and scheduling critical trainings, coordinating with community-based organizations and external partnerships, and responding to urgent matters. The Program Analyst II role supports trainings, focused deterrence meetings, and provides deliverable reports for the week to inform direct service staff and ensure that the most vulnerable participants are being served. In addition, they support with onboarding for new team members, resources for current team members, and the Deputy Chief with daily needs.

Equity Consideration: The addition of administrative support in the Direct Practice bureau will provide additional needed support for DVP’s growing team and their work with individuals most at-risk of engaging in gun violence.

1. Add 1.0 FTE Program Analyst III will support the implementation of the Ceasefire strategy by coordinating critical partnerships between the DVP and criminal justice systems (Oakland Police Department, Alameda County Probation Department), directing cross-collaboration between the DVP, CBOs, and faith-based leaders in high crime communities, leading direct communications with high-risk individuals, and conducting outreach in vulnerable communities to address violence and trauma. The Program Analyst III position is essential to support the growing Ceasefire efforts and the DVP’s on-going progress in reducing homicides and shootings.

Equity Consideration: The addition of the Program Analyst III in the Direct Practice bureau will provide additional needed support for DVP’s increased responsibilities for community safety and work with individuals most at-risk of engaging in gun violence.

2. Add $17,344,149 Measure NN. The addition of Measure NN funding is a continued commitment to equity focused violence prevention in Oakland. Following the expiration of Measure Z in December 2024, Measure NN provides renewed financial support for communities impacted by violence and trauma in Oakland.

Equity Consideration: The implementation of Measure NN strengthens the City’s ability to invest in equitable public safety rooted in prevention, healing, and community empowerment. By prioritizing the needs of Oakland’s most impacted populations, this funding ensures continuity of vital services and staff to support long-term strategies that center racial equity, justice, and resilience.

3. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 553
Reductions
Delete 1.0 FTE Health and Human Services Program Planner, Planner Analyst I, Program Analyst III due to expiration of grant funding and Program Analyst II part of department restructuring staffing needs.

Equity Consideration: The Department of Violence Prevention remains committed to ensuring that all staffing decisions support its mission to reduce harm and promote safely in communities most impacted by gun violence. The proposed deletes are not expected to result in a discernible impact on service delivery.

1. Freezes 3.0 FTE Program Analyst II part of department restructuring staffing needs.

Equity Consideration: The Department of Violence Prevention remains committed to ensuring that all staffing decisions support its mission to reduce harm and promote safety in communities most impacted by gun violence. The proposed deletes are not expected to result in a discernable impact on service delivery.

2. Reduction in Measure Z funding $17,085,922 (Measure Z expired December 2024) Equity Consideration: Measure Z expired December 2024 and Measure NN has been approved to replace it. To ensure equitable continuity of services, the department has prioritized the alignment of Measure NN funding with the communities historically served by Measure Z.

3. SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FD_1010 Add/Delete Add 1.00 FTE Violence Prevention Program Planner to reﬂect classiﬁcation titl… Violence Prevention Program Pla… 2.8 584,174.00 2.8 FD_1010 Add/Delete Delete 1.00 FTE Health and Human Services Program Planner due to classiﬁca… Health & Human Services Progra… -3.76 (784,468.00) -3.76 FD_1010 Freeze Freeze 1.00 FTE Program Analyst II in Violence Prevention Program Analyst II.AP293 -3 (540,762.00) -3 FD_1010 Transfer Transfer Position from FD_1010 to FD_2255 in Violence Prevention Outreach Developer.PP165 -1 (171,640.00) -1 FD_1010 Transfer Transfers Position from FD_1010 to FD_2152 in Violence Prevention Program Analyst II.AP293 -0.4 (72,100.00) -0.4 FD_1010 Transfer Transfers Position from FD_1010 to FD_2255 in Violence Prevention Administrative Assistant I.SS102 -1 (120,516.00) -1 FD_1010 Transfer Transfers Position from FD_1010 to FD_2255 in Violence Prevention Case Manager I.AP126 -8 (1,186,320.00) -5 FD_1010 Transfer Transfers Position from FD_1010 to FD_2255 in Violence Prevention Program Analyst I.AP292 -2 (311,390.00) -2 FD_1010 Transfer Transfers Position from FD_1010 to FD_2255 in Violence Prevention Program Analyst III.SC204 -2 (417,270.00) -2 FD_1010 Transfer Transfers Position from FD_1010 to FD_2255 in Violence Prevention Violence Prevention Services Su… -1 (189,180.00) -1 FD_1010 Transfer Transfers Position from FD_2112 to FD_1010 in Violence Prevention Case Manager II.AP127 1 143,033.00 1 FD_1010 Transfer Transfers Position from FD_2152 to FD_1010 in Violence Prevention Accountant II.AF021 0.17 29,785.00 0.17 FD_1010 Transfer Transfers Position from FD_2152 to FD_1010 in Violence Prevention Administrative Assistant I, PPT.S… 0.8 96,414.00 0.8 554

FINANCIAL INFORMATION
Expenditures By Fund
Updated On 5 May, 2025
Reset
Broken down by
Funds Violence Prevention Expenses
History  
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

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15.0M

20.0M

25.0M

30.0M
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General Funds
Special Revenue Funds
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $10,434,535 $7,490,175 $6,777,502 $5,117,260 GENERAL FUNDS TOTAL $10,434,535 $7,490,175 $6,777,502 $5,117,260 Special Revenue Funds
HUD-CDBG $55,003 $0 $0 $0
Department of Justice $868,331 $0 $719,286 $708,215
California Board of Corrections $5,752,253 $3,942,840 $4,755,722 $5,580,350 State of California Other $102,916 $0 $0 $0
County of Alameda: Grants $279,846 $0 $0 $0
Meas. Z - Violence Prev. and Public Safety Act of 2014 $13,285,663 $12,212,056 $0 $0 Measure NN - Community Violence & Emergency Response Act of 2024 $0 $0 $17,344,149 $17,242,304
Social Services Grants $697,854 $600,000 $1,299,492 $1,392,231 SPECIAL REVENUE FUNDS TOTAL $21,041,866 $16,754,896 $24,118,649 $24,923,100 TOTAL $31,476,401 $24,245,071 $30,896,151 $30,040,360
555
Expenditures By Category
Broken down by
Expenses Violence Prevention
Visualization
Personnel & Overhead
$10,614,952 (34.4%)
Operations & Maintenance
$19,671,719 (63.7%)
Internal Services
$609,480 (2.0%)
Capital
$0 (0.0%)
Debt & Other
$0 (0.0%)
FY25-26-BiennialFY25-26-Biennial
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Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
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Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Violence Prevention $31,476,401 $24,245,071 $30,896,151 $30,040,360 TOTAL $31,476,401 $24,245,071 $30,896,151 $30,040,360
556

POSITION INFORMATION
Authorized Positions By BureauUpdated On 2 May, 2025
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Broken down by
Violence Prevention FTE Count
History  

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2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 10.0

20.0 30.0

40.0 50.0

60.0 FTE
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Violence Prevention
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2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Violence Prevention 55.8 59.8 60.8
TOTAL 55.8 59.8 60.8
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Accountant II 1 1 1
Administrative Analyst I 1 1 1
Administrative Assistant I 1 1 1
Administrative Assistant I, PPT 0.8 0.8 0.8
Administrative Services Manager I 1 0 0
Budget & Grants Administrator 0 1 1
Case Manager I 20 28 28
Case Manager II 1 1 1
Chief of Violence Prevention 1 1 1
Deputy Chief of Violence Prevention 3 3 3
Exec Asst to the Director 1 1 1
Health & Human Svcs Prgm Planner 6 0 0
Management Assistant 1 1 1
557
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Outreach Developer 1 1 1
Program Analyst I 4 3 3
Program Analyst II 7 3 4
Program Analyst III 3 3 3
Violence Prevention Program Planner 0 5 5
Violence Prevention Service Manager 0 1 1
Violence Prevention Services Supervisor 3 4 4
TOTAL 55.8 59.8 60.8
558

Gun Violence Response
Responds to shootings and homicides and provides immediate and long-term services to support individuals and families involved in or affected by gun violence.

Gender-Based Violence Response
Emphasizes crisis response and safety planning, transitional housing and wraparound supports to victims of family violence and youth who experience commercial sexual exploitation.

Community Healing and Restoration
Supports neighborhood-based outreach events and healing activities that transform community norms around violence.

Direct Practice Service Coordination
Direct practice staff coordinate the work of the gun violence response strategy on the ground level with external community-based organization, community members and system partners.

Capacity Building
Provides the DVP network with tailored training opportunities and learning communities for frontline staff working to help people heal from violence. Training may include life coaching, conflict mediation, gender responsive approaches, cognitive behavioral techniques, and trauma-informed practices.

Contract Management
Violence PreventionViolence Prevention
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 559
Program officers manage contracts for the DVP grantee network and coordinate with community-based organizations, internal direct service staff and system partners to respond to violence.

Evaluation of Violence Prevention Efforts
Comprehensive evaluation of Measure Z funded violence prevention programming to measure program effectiveness and outcomes.

Administration & Grant Management
Monitors department budget, pays vendors, prepares reports, and manages various grant programs.

Policy & Planning
Provides overall direction, strategy, and supervision for the department’s funded strategies, oversee research and evaluation, and ensure strong collaboration with system partners including, but not limited to: Oakland Police Department, Oakland Unified School District, Highland Hospital and Alameda County.

Administration will provide updated performance measures in the FY25-27 Adopted book. 560

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
The Department of Violence Prevention (DVP) and its funded network responds to incidents of violence in real- time, provides trauma-informed support services to survivors of violence and their families, and engages those most active in violent activities through mentorship and coaching. The DVP also coordinates the efforts of grantee network and provides services directly.

Administration
The Administrative bureau provides overall management of administrative and fiscal support for the department.

Administration includes contracts and human resources. Fiscal management includes budgeting, audits, grants monitoring and accounting.

Direct Practice
The Community Relations and Direct Practice bureau engages the community in violence prevention efforts, responds to shootings and homicides, oversees training and capacity building, and coordinates the DVP network with community-based organizations, community members and system partners.

Grants, Programs, and Evaluation
The Policy and Planning bureau oversees violence prevention strategies, research and evaluation, fund development and grants management.
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DEPARTMENTAL FACTS
The Department of Violence Prevention (DVP) provides direct services and funding to community-based organizations to serve people and families at the center of violence.

Engaged 275 youth referred by the Alameda County Juvenile Justice Center and facilitated successful re- engagement in school through coaching and mentoring, system navigation, advocacy, and connection to needed resources.

Strengthened 116 high risk youth’s economic self-sufficiency and career readiness through subsidized summer and after-school work opportunities and academic support.

Served 215 highest risk young adults towards healthy participation in their families and communities through coaching and mentoring, system navigation, advocacy, and connection to needed resources.

Enhanced the long-term employability for 116 high-risk young adults through the development of job skills and education, with a focus on subsidized work experience, successful placement, and retention.

Provided response and support to 1,071 people who have been the victim of gun violence or serious assault and those who have lost a loved one to gun violence in Oakland.

Provided legal, social, and emotional support services to 3,010 victims of commercial sexual exploitation and family violence, including young children. Conducted outreach to commercially sexually exploited youth and worked to end their exploitation through wraparound support and transitional housing access.

Connected with 7,500 community members at five Summer and three Winter Town Night events in 9 locations hit hardest by violence
Reached 1,500 through events and capacity building efforts to boost community engagement, develop leadership skills, and create safe spaces within high-crime neighborhoods in East and West Oakland.

Awarded and managed $7 million in grants from state, federal and philanthropic funders Over 76% of DVP participants are African American, 21% are Latino and 3% other. 562
POLICE
Mission Statement
The Oakland Police Department's mission is to provide police service focused on public safety and sanctity of life, to hold ourselves accountable to a high standard of conduct, efficiency, and efficacy, and to promote mutual respect between the Department and the Community of Oakland.

Learn more about
Budget Transparency Information and who we are and what we do here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Restores the number of police academies to three (3) in FY 2025-26 and three (3) in FY 2026-27 with an average monthly sworn attrition rate of five (5) sworn officers, maintaining three academies annually supports the Oakland Police Department's ability to meet public safety needs.

Equity Consideration: Adding three police academies increases training capacity, enables more diverse recruits to join the police force, thus improving community representation. More officers will enhance response times, particularly in high-crime and help address violent crime surges. Increased staffing will help deter crime, boost community safety perceptions, and reduce officer overtime, alleviating burnout and distributing workloads more evenly.

1. Adds 60.0 FTE Sworn positions in FY 2025-26 and FY 2026-27 resulting in a net increase in the department’s sworn authorized staffing from 678.0 FTE to 739.0 FTE. Recently, Measure NN passed, and the measure increases minimum staffing levels for sworn police to 700 sworn positions. It requires the City to budget for, hire and maintain a minimum of 700 Sworn positions.

Equity Consideration: The addition of critical services to the Oakland community leads to immediate and significant decreases in crime and impacts of crime, including decreased response times. Vulnerable populations, including the unhoused, Black and Brown individuals in areas most affected by violent crime, and small businesses, benefit from the addition of these services.

2. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 563
Reductions
Adds $7,450,570 in FY 2025-26 and $10,393,283 in FY 2026-27 to Operations & Maintenance (O&M) for Services & Supplies in support of public safety, covering necessary service and supply contracts, contracts pending the Request for Qualifications (RFQ) process, and future planned contracts. This includes $1,904,000 annually for building and storage facility rentals, $1,348,494 in FY 2025-26 and $2,238,149 in FY 2026-27 for vehicle rentals, $977,500 annually for miscellaneous services (e.g., training, technology, or contracted support), and $637,000 annually for vehicle fuel.

3. Adds $3,795,586 in FY 2025-26 and $7,457,976 in FY 2026-27 to Operations & Maintenance (O&M) for Contract Services in support of public safety, covering necessary contract services contracts, contracts pending the Request for Qualifications (RFQ) process, and future planned contracts. This includes $5,851,038 in FY 2025-26 and $6,526,425 in FY 2026-27 for Miscellaneous Contract Services and $1,000,000 annually in FY 2025-26 and FY 2026-27 for Legal Fees. It also reflects reductions of $50,000 annually in FY 2025-26 and FY 2026-27 for Accounting and Auditing Services, $50,500 annually in FY 2025-26 and FY 2026-27 for Support Services, $154,500 in FY 2025-26 and $146,850 in FY 2026-27 for Medical and Veterinarian Services, and $1,611,502 annually in FY 2025-26 and FY 2026-27 for Other Contract Services.

4. Adds $1,365,849 in FY 2025-26 and $1,365,849 in FY 2026-27 in O&M in travel & education, which includes $1,348,349 in FY 2025-26 and $1,348,349 in FY 2026-27 for on-line database services.

5. Freezes 41.0 FTE Professional Staff positions in FY 2025-26 and 36.0 FTE in FY 2026-27. Freezing professional staff across crucial divisions, including Public Information, Internal Affairs, Patrol, Records, Communications, Crime Lab, Criminal Investigation, Property and Evidence, Human Resources, Fiscal Services, PAS Unit, and Crime Analysis, would have several negative impacts. These cuts are expected to decrease efficiency and affect service delivery, including responsiveness to emergency and non-emergency calls for service and staff availability to provide services to the community, such as police reports, vehicle releases, and responding to subpoenas and other legal requests for documents. There will also be an impact on processing evidence, which could lead to delays in investigations and court cases. Slower evidence processing could also result in a backlog of cases, affecting the legal and judicial system, potentially leading to longer wait times for trials and impacting the rights of the accused to a timely trial. The impact on employee health and wellness and the negative effect on morale could lead to employees seeking jobs outside of the City of Oakland, further burdening the remaining staff.

Equity Consideration: Reducing OPD's professional staff could exacerbate existing disparities and challenges faced by underrepresented and marginalized communities in Oakland. With fewer professional staff, services provided by OPD, such as processing evidence, obtaining police reports,

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obtaining vehicle releases, and responding to legal requests will become slower to access. This could disproportionately affect communities that rely more heavily on these services due to higher crime rates or other factors. OPD professional staff play a crucial role in community relations, serving as public contact points and helping build trust between the police and the community. The elimination of OPD professional staff may strain these relationships, particularly in communities already experiencing tense relationships with law enforcement.

Reduces $11,071,614 in FY 2025-26 and $6,432,228 in FY 2026-27 in Overtime, majority of reduction is $9,659,404 in FY 2025-26 and $8,094,327 in FY 2026-27 in Sworn Overtime. Patrol makes up the majority of OPD’s operations and uses most of the department’s overtime budget. Overtime is primarily used to support staff changes between shifts or cover the additional time major crimes take from responding police officers.

It is also used for other patrol-related and mandatory administrative tasks for both Sworn and civilian staff, including following up on leads, surveillance, writing warrants, attending special events, completion of public records requests, attending recruiting events, and more. The department will be monitoring its OT use and what units it authorizes for OT to ensure that it meets this reduction.

Equity Consideration: Reduction in overtime may result in an increase in police response times to calls for service. Vulnerable populations, including Black and Brown people in the areas most impacted by violent crime, small business, and unhoused residents, will be impacted the most from a slower police response.

Reducing overtime will impact the department’s ability to respond specifically to incidents that occur in the areas most impacted by violent crime, small business, and unhoused residents. Department Management will be assessing and prioritizing its OT usage to provide OT to the most critical functions, including combating the violence that occurs around human trafficking because that is a major racial equity issue in Oakland.

2. Reduces $294,859 in FY 2025-26 and $145,075 in FY 2026-27 in Utilities in Services & Supplies.

Equity Consideration: The loss of critical services to the Oakland community may lead to immediate and significant increases in crime, as well as longer response times. Vulnerable populations, including the unhoused, Black and Brown individuals in areas most affected by violent crime, and small businesses, would be particularly impacted.

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SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26 FD_1010 Add Adds Position in Bureau of Field Operations 1 Police Oﬃcer (PERS) (80 Hr).PS168 31 8,960,276.00 31 FD_1010 Add Adds Position in Bureau of Field Operations 1 Sergeant of Police (PERS) (80 Hr).PS1… 6 2,023,584.00 6 FD_1010 Add Adds Position in Bureau of Field Operations 2 Police Oﬃcer (PERS) (80 Hr).PS168 33 9,655,173.00 33 FD_1010 Add Adds Position in Bureau of Field Operations 2 Sergeant of Police (PERS) (80 Hr).PS1… 6 2,023,584.00 6 FD_1010 Add Adds Position in Bureau of Risk Management Administrative Assistant II.SS104 1 138,525.00 1 FD_1010 Add Adds Position in Bureau of Risk Management Police Oﬃcer Trainee.PS169 24 1,477,068.00 39 FD_1010 Freeze Freeze Position in Bureau of Field Operations 1 Police Oﬃcer (PERS) (80 Hr).PS168 -7 (2,233,094.00) -7 FD_1010 Freeze Freeze Position in Bureau of Field Operations 1 Police Services Technician II.PS173 -1 (139,629.00) -1 FD_1010 Freeze Freeze Position in Bureau of Field Operations 2 Police Oﬃcer (PERS) (80 Hr).PS168 -10 (3,123,576.00) -10 FD_1010 Freeze Freeze Position in Bureau of Investigation Criminalist II.PS112 -2 (450,094.00) -2 FD_1010 Freeze Freeze Position in Bureau of Investigation Latent Print Examiner II.PS187 -2 (417,670.00) -2 FD_1010 Freeze Freeze Position in Bureau of Investigation Latent Print Examiner III.PS188 -1 (246,937.00) -1 FD_1010 Freeze Freeze Position in Bureau of Investigation Manager, Agency Administrative.EM171 -1 (339,888.00) -1 566

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Police Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 100.0M
200.0M
300.0M
400.0M
Dollars
General Funds
Special Revenue Funds
Enterprise Funds
Internal Service Funds
Capital Project Funds
Sort By Chart of Accounts 
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $357,961,024 $347,210,683 $354,878,298 $381,213,816 Self Insurance Liability $552,292 $7,248,877 $8,958,433 $10,873,316 Worker's Compensation Insurance Claims $407,076 $584,883 $0 $0 GENERAL FUNDS TOTAL $358,920,392 $355,044,443 $363,836,731 $392,087,132 Special Revenue Funds
Department of Justice $1,423,603 $0 $0 $0
Department of Justice - COPS Hiring $25,421 $0 $0 $0
California Department of Transportation $9,968 $0 $0 $0 California Board of Corrections $3,140 $0 $0 $0
5th Year State COPS Grant, AB 1913, Statutes of 2000 $257,988 $0 $0 $0 State of California Other $721,113 $114,123 $114,123 $114,123 Alameda County: Vehicle Abatement Authority $79,191 $0 $385,959 $396,766 Measure BB - Local Streets and Roads $3,100 $0 $0 $0
Meas. Z - Violence Prev. and Public Safety Act of 2014 $19,464,368 $18,318,083 $0 $0 Measure NN - Community Violence & Emergency Response Act of 2024 $0 $0 $26,016,223 $25,863,455
False Alarm Reduction Program $895,786 $1,385,690 $973,607 $998,701 Development Service Fund $0 $0 $0 $0
Traffic Safety Fund $39,626 $0 $0 $0
Police Grants $796 $0 $0 $0
SPECIAL REVENUE FUNDS TOTAL $22,924,100 $19,817,896 $27,489,912 $27,373,045 Enterprise Funds $15,088 $0 $0 $0
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Internal Service Funds
Radio / Telecommunications $227,508 $242,189 $0 $0
City Facilities $130,582 $11,320 $0 $0
INTERNAL SERVICE FUNDS TOTAL $358,090 $253,509 $0 $0
Capital Project Funds
Meas. KK: Infrastructure 2022 $289,683 $0 $0 $0
Measure KK: Series 2023 GOB $16,403 $0 $0 $0
Measure U: Affordable Housing Infrastructure and GOB $1,682 $0 $0 $0 CAPITAL PROJECT FUNDS TOTAL $307,768 $0 $0 $0
TOTAL $382,525,438 $375,115,848 $391,326,643 $419,460,177 Expenditures By Category
Broken down by
Expenses Police
Visualization
Personnel & Overhead
$323,367,445 (82.6%)
Operations & Maintenance
$35,103,965 (9.0%)
Internal Services
$32,721,745 (8.4%)
Capital
$4,762 (0.0%)
Debt & Other
$8,400 (0.0%)
Transfers
$120,326 (0.0%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Transfers
Sort By Chart of Accounts 
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568
Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Office of the Chief of Police $21,175,810 $23,876,573 $29,320,169 $37,696,207 Bureau of Field Operations 1 $94,277,451 $74,573,674 $85,249,123 $90,257,411 Bureau of Field Operations 2 $106,661,036 $120,063,429 $123,530,147 $130,387,981 Bureau of Services $39,224,309 $44,662,435 $42,410,636 $43,159,369 Bureau of Investigation $76,442,906 $61,025,773 $56,215,763 $58,151,903 Bureau of Risk Management $30,523,242 $32,966,891 $35,187,548 $38,443,222 Ceasefire $14,220,684 $17,947,073 $19,413,257 $21,364,084 TOTAL $382,525,438 $375,115,848 $391,326,643 $419,460,177

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Police FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 1.0K
250.0
500.0
750.0
FTE
Bureau of Field Operations 1
Bureau of Field Operations 2
Bureau of Investigation
Bureau of Risk Management
Bureau of Services
Ceaseﬁre
Oﬃce of the Chief of Police
Sort A to Z 
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2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Office of the Chief of Police 9 6 7
Bureau of Field Operations 1 198 237 237
Bureau of Field Operations 2 308 329 329
Bureau of Services 160 147 150
Bureau of Investigation 184 173 173
Bureau of Risk Management 143.5 155.5 171.5
Ceasefire 48 48 48
569
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE TOTAL 1,050.5 1,095.5 1,115.5
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Account Clerk II 2 2 2
Account Clerk III 1 0 0
Accountant II 1 0 0
Accountant III 1 1 1
Administrative Analyst II 16 15 15
Administrative Assistant I 1 0 0
Administrative Assistant II 0 1 1
Administrative Services Manager II 1 0 0
Assistant to the Director 1 1 1
Business Analyst II 1 1 1
Business Analyst III 1 1 1
Captain of Police (PERS) 10 9 9
Chief of Police 1 1 1
Chief of Police, Assistant 1 1 1
Courier 1 1 1
Crime Analyst 4 4 4
Criminalist I 1 1 1
Criminalist II 17 15 15
Criminalist III 5 5 5
Deputy Chief of Police (PERS) 4 5 5
Exec Asst to the Director 1 0 1
Fleet Compliance Coordinator 1 0 0
Forensic Technician 1 1 1
Grants Coordinator 1 0 1
Intake Technician 6 6 6
Latent Print Examiner II 5 3 3
Latent Print Examiner III 1 0 0
Lieutenant of Police (PERS) (80 Hr) 28 28 28
Management Assistant 1 0 0
Manager, Agency Administrative 1 0 0
Manager, Crime Laboratory 1 1 1
Office Assistant II 1 1 1
Police Cadet, PT 9 0 0
Police Comm Dispatcher, Senior 3 3 3
Police Communications Dispatcher 78 78 78
Police Communications Manager 1 1 1
Police Communications Operator 2 1 1
Police Communications Supervisor 8 7 7
Police Evidence Technician 16 14 14
Police Officer (PERS) (80 Hr) 521 569 569
Police Officer Trainee 66 90 105
Police Performance Auditor 2 2 2
Police Personnel Oper Specialist 3 1 1
Police Pgrm & Perf Audit Sup 1 1 1
Police Property Specialist 5 4 4
Police Property Supervisor 1 1 1
Police Records Specialist 49 45 47
570
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Police Records Supervisor 5 4 4
Police Services Manager I 5 4 5
Police Services Technician II 36 34 34
Program Analyst II 2 1 1
Program Analyst III 1 1 1
Project Manager II 2 2 2
Project Manager III 1 1 1
Public Information Officer I 1 0 0
Sergeant of Police (PERS) (80 Hr) 113 126 126
Student Trainee, PT 0.5 0.5 0.5
Volunteer Program Specialist II 1 1 1
TOTAL 1,050.5 1,095.5 1,115.5
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SERVICES
Below is a comprehensive list of the services and activities provided by City departments to internal and external customers, which describes the City’s operations throughout the Oakland community, including collaborative efforts with other governments and community partners. Internal customers include other City departments and elected officials, while external customers are comprised of residents, businesses, visitors, and similar persons. 911 Call Center Communications
OPD receives and directs 911 calls for service; transmits routine and emergency telephone and radio voice messages; performs responsible clerical work of moderately high difficulty; operate complex teletype and video terminals for automated information retrieval.

Admin Analyst II (IAB)
Administrative Analyst II serves is the support mechanism for the daily operations in the investigations section.

Including, case tracking, weekly IAB meeting preparations, weekly IAB meetings and high profile or serious incident briefing to chief and case closures. Track all open investigations and timelines; maintain all tolling cases; monitor DLI Section caseload.

Air Support Unit (ARGUS)
Respond to calls for service. Mitigates vehicle pursuits. Conducts surveillance. Reports and coordinates fire responses. Locates missing persons.

Alcoholic Beverage Action Team (ABAT)
Responsible for licensing, inspecting, and conducting enforcement operations at all alcohol and tobacco establishments within the City of Oakland to ensure compliance with local, state, and federal law. The unit also responds to citizen complaints regarding nuisance bars and stores. The unit provides free training to educate business owners about various local and state regulations related to their businesses.

Captain of Police (IAB)
PolicePolice
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 572
Manage all aspects of the Internal Affairs Division; to include investigations of all complaints against OPD personnel; Manage the Force Investigations Section.

Ceasefire Operations
Responsible for addressing street gangs and community gun violence in Oakland, and for collecting and analyzing all intelligence & data on gun violence gathered by OPD and surrounding agencies. Ceasefire is a violence-reduction strategy that integrates law enforcement, social services, and the community to reduce gang/group-related homicides and shootings.

CIT
Respond to call involving individuals in mental crisis. De-escalate potentially violent situations.

Community Liaison Officers
Community Liaison Officers (CLO) act as a liaison in underserved violence targeted and limited English-speaking communities. CLOs share pertinent public safety information and act as an advisor and guide to community members and collaborate with community groups, businesses, and relevant City departments. CLOs serve as liaisons with city service teams, participate in and coordinate enforcement projects and coordinate with other OPD patrol and professional staff.

Community Outreach
OPD organizes, fundraises, and sponsors community events aimed at strengthening relationships with our residents and businesses. These efforts are part of our ongoing commitment to building strong, positive connections within our community.

Community Resource Officers
Coordination of problem-solving activities in their assigned beat; not limited to, documenting and tracking progress of Neighborhood Crime Prevention Council priorities, crime and blight issues identified by their respective area commander, including projects that are in the best interest of the community; guides and directs problem solving efforts with other Departmental and City personnel.

Courier
Receives and transports incoming and outgoing mail; drives City vehicle for item pick-up and delivery to various locations; transports supplies, materials, and equipment; takes inventory of orders, and delivers departmental supplies, materials and equipment; maintains files and records; performs routine clerical tasks; and performs related duties as required
Crime Analysis Services
The Crime Analysis Section provides crime analysis information to a variety of stakeholders within the Police Department, as well as outside law enforcement partners and City officials. The Crime Analysis Section is tasked with a wide variety of analytical objectives, ranging from patrol support to major case investigations to statistical analysis.

Crime Reduction Team Officers
Responsible for addressing and reducing violent and other serious crimes; conducts basic to intermediate level investigations, service of arrest warrants, and rapid arrest of suspects.

Criminalistics Services
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The Criminalistics Division houses the Crime Lab, which analyzes evidence to assist with investigations and court proceedings. Firearms, Forensic Biology (DNA), Latent Prints and Drug Analysis services are rendered. The division performs professional and technical duties related to laboratory examination of physical and chemical analyses of evidence required in scientific criminal investigation; provides expert testimony regarding laboratory findings; and performs related duties as assigned. Areas of examination may include analysis of firearm and tool- mark evidence, drug evidence, forensic alcohol analysis, biological evidence, trace evidence, and crime scene processing.

Evidence Technicians
The Police Evidence Technicians are responsible for collecting and preserving physical evidence at crime scenes and documenting evidentiary findings for use in criminal investigations.

Homicide Investigations
The Homicide Unit is responsible for investigating murders and officer involved shootings that occur within the City.

Intake Technician (IAB)
Assist with the function of the physical IAB Offices; Receive and process complaints received directly through IAB; process complaints received by field personnel; prepare preliminary inquiries to be sent out for investigation.

Intelligence Services
The Intelligence Unit is responsible for gathering information and distributing it to appropriate units. The information is obtained in efforts to provide tactical or strategic information on the existence, identities, and capabilities of criminal suspects and groups.

Internal Affairs Division
The IAD conducts thorough, impartial, and ethical investigations regarding allegations of misconduct and policy issues within the Department.

Investigations of Burglary and General Crimes
OPD is responsible for investigations of burglary and other general crimes including property crimes, financial crimes, and misdemeanor crimes.

Lieutenant of Police (IAB)
DLI Lt. Review and approve Division Level Investigations; Case presentation; Liaison between DLI Investigators and IAB; Liaison between CPRA Investigators and DLI Investigators and/or IAB Lieutenant of Police (IAB)
Intake Lt. - Administer the Intake and Administrative Sections; Manage and review the intake of all complaints against OPD personnel; Manage all records and reporting related to IAB investigations; Manage the discipline process for all IAB investigations. Review, Approve, and Forward Division Level Investigations; Coordinate review of certain cases by the chain-of-command Deputy Chief; Coordinate the presentation of DLIs to the Chief of Police; Liaison with the CPRA Executive Director on the closure of DLIs; Monitor DLI timeline compliance.

Lieutenant of Police (IAB)
Investigations Section. Lt. manage all cases that are investigated within IAB; Coordinate with the Office of the City Attorney (OCA) and the Community Police Review Agency (CPRA); Manage the Force Investigations Section (FIS). 574
Review, Approve, and Forward Division Level Investigations; Coordinate review of certain cases by the chain-of- command Deputy Chief; Coordinate the presentation of DLIs to the Chief of Police; Liaison with the CPRA Executive Director on the closure of DLIs; Monitor DLI timeline compliance Marijuana Officer
Tracks all permitted marijuana dispensaries and marijuana cultivation. Conducts security assessments of dispensaries and Marijuana cultivation. Enforces laws related to illegal marijuana dispensaries and marijuana cultivation.

Marine Unit
Conducts water rescues. Conducts searches for missing persons. Enforce Laws on Oakland Waterways and adjacent lands. Mitigate toxic spills.

Mental Health Unit
Plans and coordinates all mental health training Department wide. Liaison with Alameda County Mental Health.

Tracks all Gun Violence Restraining Orders.

Office of the Inspector General
The OIG implements an internal risk management process and an evaluation of police performance, outcomes, and related policy. Using audits, reviews, and inspections, OIG promotes quality policing, police management, and accountability.

Patrol and 911 Response Officers
Respond to 911 calls for service; officers patrol the City's commercial, industrial, and residential districts. The City is divided into 6 Areas and 35 police beats. OPD policy is to always maintain 35 active 911 response officers. 911 Surge Officers are assigned on a citywide basis to help reduce high 911 call waiting times.

Personnel Assessment System (PAS) Administration
Prepares and forwards early warning indicators regarding the potential for officer misconduct (threshold reports) to the appropriate Bureau Deputy Chief; produces PAS Activity Review Reports for individuals identified by the threshold reports; reviews all PAS Activity Reports for completeness, clarity and consistency; conducts PAS Panel Reviews to evaluate reports, updates, and recommendations made by the chain of command of members in the program; monitors the scheduling and frequency of PAS Disposition and follow-up meetings; provides primary administrative responsibilities for the PAS policy; provides reports relevant to the PAS program upon request; maintains confidential VISION files on all persons in the PAS program.

Pitchess Officer
Responds to Pitchess motion subpoenas, Brady requests, and Giglio inquiries as appropriate; ensure IAD complaint forms are available at specified locations.

Police Fiscal and Human Resources Services
Provides standard departmental operations including processing payments, procurement, budget development, personnel actions, processing payroll, and grant administration.

Police Information Technology
Provides technical and professional level support in analyzing, developing, implementing, and documenting business operations, processes, and systems; integrates, adopts, and revises systems or procedures for 575
compatibility with Citywide systems, processes, and workflows; develops and implement training programs for OPD on technology related platforms; produces reports, process mapping, and data files.

Police Officer (IAB)
Receive and process complaints received directly through IAB; process complaints received by field personnel; prepare preliminary inquiries to be sent out for investigation.

Police Property Record/Specialist
Processing and handling of Property pertaining to particular crime(s) and/or suspected evidence; Processing and handling of Property which has been lost or abandoned and is not connected with any known or suspected crime; Processing and handling of non-evidentiary property to include but not be limited to weapons which could be the means to commit an offense for safekeeping from a person temporarily.

Police Public Information
The officers assigned to the Public Information Unit act as liaisons between the Department and the media. They are responsible for coordinating the Department’s response to the media and acting as spokespersons.

Police Records
OPD is responsible for administrative duties involving warrants, records, subpoenas, and other litigation-related requests; assist individuals whose vehicles have been towed; releases crime reports; maintains complex internal automated record systems; access and update state and federal criminal history data systems; act as cashier for department; assist callers and visitors by supplying information or directing requests.

Police Records Specialist (HR)
Police Records Specialist: Clerical position that processes personnel files; updates data in OPD HRM database; coordinates the storage of personnel files with off-site storage facility; creates personnel folders; distributes and track sworn and civilian badges; processes carry concealed weapon applications; process performance appraisals for Department; processes background requests from outside agencies; audit payroll documents; removes employees POST and DOJ databases; issues Department identification cards; process gun letter request and process DMV confidentiality forms.

Police Records Specialist (IAB)
Police Records Specialist: Clerical position that processes IAD Files: Update IAD database, forward disciplinary notifications. Coordinate the retrieval and storage of case files with off-site storage facility. Receive cases from various bureaus. Forward investigative results to the complainants. Create Pre-Discipline reports for distribution.

Create folders for background checks and advises of rules, regulations, and processes. Distributes discipline documents to stakeholders. Tracks discipline and monitors the Skelly hearing process; including processing:

Settlement agreements, grievances, arbitration results, and sustained results from Executive Force Review Board and Force Review Board hearings. Manage Background check process with outside agency.

Police Records Supervisor (IAB)
Custodian of Record for all Internal Affairs records; IAB Database and Server Administrator; Schedule, assign, supervise and evaluate assigned staff; Interpret policies and regulations regarding release of documents; Oversee maintenance of various files, logs and reports for compliance with departmental and legal requirements; Train Police Records Specialists in correct procedures, rules and regulations to comply with state and federal laws; Compile bi-weekly, monthly, quarterly, annual statistical reports, Manage Discipline notifications, Public Records 576
Requests, and other work performed; Interpret data and prepare additional reports as required. Assist in preparation of a section budget; control expenditures.

Police Services Technician (Patrol)
Responds to Minor 911 Calls such as 459 reports, Theft Reports. Traffic Control Post Supporting Patrol Officers to free Patrol Officers to handle violent calls for service.

Police Service Technician (Records)
OPD is responsible for administrative duties involving warrants, records, subpoenas, and other litigation-related requests; assist individuals whose vehicles have been towed; releases crime reports; maintains complex internal automated record systems; access and update state and federal criminal history data systems; act as cashier for department; assist callers and visitors by supplying information or directing requests. Provides technical and professional level support in analyzing, developing, implementing, and documenting business operations, processes, and systems; integrates, and adopts. Responsible for retrieving and redacting BWC to answer public records requests and subpoenas. Training new hires on redaction process. Responsible for processing tow letters, tow waivers, tow report entries, & maintaining all tow files. Coordinate the retrieval and storage of case files with off-site storage facility. Receive cases from various bureaus. Maintain and order supplies for the division.

Police Youth Outreach
The Youth Outreach Unit is made up of four programs designed to reach youth and provide opportunities for a positive future: Police Activity League (PAL); Youth Outreach Mentor Officers; Explorer Program; and the Our Kids (OK) Program.

Recruit Training
OPD is responsible for the operation and the presentation of the Basic Police Academy for police officer trainees.

The unit prepares police officers for work in the community in a variety of skills and knowledge areas. In accordance with POST regulations, students are given written, practical, and job-simulation examinations. They are exposed to resources within the Department and the community to do their job in the most effective, efficient, and safe manner for all concerned. The curriculum has an emphasis on ethics and professionalism, critical thinking and problem solving, conflict resolution, and relationships with the community.

Recruiting and Background
Responsible for conducting fair and impartial backgrounds into all OPD candidates; attends recruiting events to increase the pool of qualified candidates applying for OPD positions; participates in testing process for the position of Police Officer Trainee.

Recruiting and Background (Sergeant)
Responsible for attracting, assessing, and selecting candidates for various sworn and civilian positions within the department. This role involves overseeing recruitment initiatives, developing marketing campaigns and activities to enhance recruitment efforts, managing background checks, and ensuring that the hiring process aligns with departmental and city goals, particularly in regard to diversity, equity, and inclusion. The role also includes strategic planning, such as developing, monitoring, and reporting on hiring metrics, identifying trends, and making data-driven recommendations to improve the recruitment process. Additionally, this position oversees overtime usage, unit budgeting, and spending to ensure efficient use of resources. Furthermore, this role is responsible for attending audits conducted by internal stakeholders and POST investigators. The Sergeant also serves as a liaison between the Recruiting and Background Unit, as well as departmental and city leadership, ensuring clear communication and alignment across all levels. 577
Research and Planning
The primary functions of the Research and Planning Section are to develop policies and procedures; manage legislation to include Council and Commissions; coordinate document processing for the Department; and assist with the maintenance of the OPD website. The section also serves as the primary point of contact for the Oakland Privacy Advisory Commission and provides technical report writing for Force Review Boards and Executive Review Boards.

Robbery & Felony Assault Investigations
OPD is responsible for overseeing investigations of all part one felony crimes against people. This includes conducting robbery crime scene investigations; conduct victim, witness, and suspect interviews; identify the styles and methods of robberies. Robbery-related crimes include carjacking, residential robberies, and all shooting-related crimes that are non-fatal. The investigators often assist in linked homicide investigations.

Sergeant of Police (IAB)
DLI Sergeant, review Division Level Investigations; Case presentation; Liaison between DLI Investigators and IAB; Liaison between CPRA Investigators and DLI Investigators and/or IAB Sergeant of Police (IAB)
Investigation Section; Investigate allegations of misconduct; Complete Reports of Investigation (ROI); Coordinate with the Office of the City Attorney (OCA) and the Community Police Review Agency (CPRA).Review new complaints processed by IAB; handle urgent matters; coordinate resources for special projects by the IAB Commander; manage work schedules for Police Intake Technician and Officers.

Special Operations Services
The Special Operations Services include functions like Air Support, Canine Program, Mental Health Liaison, and City Work Safety Escort for Encampments.

Special Victims Services
Investigates incidents of sexual assault and child abuse, while linking victims and their families with social services to address trauma. Investigates vice-related criminal incidents as well as child prostitution, internet crimes against children, child sex rings and human trafficking. Monitors compliance of all registered sex offenders living and/or working in Oakland. Investigates incidents of domestic violence and physical elder abuse while partnering with support services advocates housed at the Family Violence Law Center. Investigates missing persons and runaway cases to unite friends, families and loved ones; also investigates abduction cases involving non-custodial parents. Processes juveniles arrested or detained by law enforcement and provides referrals to internal and external services designed to improve life choices and prevent future incidents.

Tactical Operations Team
Ancillary Duty assignment resource using special equipment and tactics for critical incidents and pre-planned high risk operations in order to enhance community and officer safety. Elements include; Entry Team, Sniper Element, Electronic Service Unit, Tactical Negotiators, Tactical Operations Service Tech (Dispatch), Tactical Commanders.

Task Forces Coordination
OPD coordinates with various federal, state, and local law enforcement agencies through Task Forces. The Task Forces target a particular criminal activity, and often in a particular geographical area; combining the resources, 578
intelligence, and talents of multiple law enforcement agencies to focus on a particular problem. Notable Task Force Partners include the Federal Bureau of Alcohol Tobacco and Firearms, the US Marshals, and the Alameda County Regional Auto Theft Task Force.

Traffic Operations
Responsible for enforcing traffic laws and educating the public on laws and regulations related to the California vehicle code; protecting the public by ensuring the safe operations of motor vehicles in the City of Oakland.

Training
OPD provides ongoing required training to officers after Academy graduation as well as members of other ranks and professional staff. These components include 40-hour Continuing Professional Training (CPT) courses for officers and sergeants that are mandated by California Commission on Peace Officer Standards and Training (POST) to maintain certification, and training on use of force.

Vehicle Enforcement Units
The Vehicle Enforcement Units (VEU) consists of: Vehicle Abatement, Abandoned Auto, Scofflaw, Commercial Vehicle, Bicycle Recovery, and Taxi and Tow. VEU works to improve Oakland’s neighborhoods and enhance Oakland’s physical assets by addressing the problems of abandoned vehicles on public and private property, while aggressively pursuing parking citation scofflaws. VEU enforces rules and regulations pertaining to commercial trucking, particularly around the Port of Oakland. VEU also regulates the City of Oakland taxi industry. The Bicycle Recovery Detail stores and processes bicycles recovered as evidence, safekeeping or as lost and found property.

Walking (Foot & Bike) Patrol Officers
Walking Officers are officers who primarily are assigned to a commercial/business district to assist the merchants with crime and community concerns. They build relationships and trust with local merchants. The Foot Patrol Officer’s geographical area is usually much smaller than normal police beat, as they use other forms of transportation to increase visibility.

Wellness Unit
The Wellness Unit is a resource available to all OPD employees. It serves as a liaison to bridge the gap between the professional resources available to employees, including: The Peer Support Team, Critical Incident Response Team, OPD Medical Unit, Employee Assistance Program (EAP), Human Resources Management (HRM) Agency, Risk Management Agency and (where available) all other City Departments.

PD website. The section also serves as the primary point of contact for the Oakland Privacy Advisory Commission and provides technical report writing for Force Review Boards and Executive Review Boards.

Recruit Training
OPD is responsible for the operation and the presentation of the Basic Police Academy for police officer trainees.

The unit prepares police officers for work in the community in a variety of skills and knowledge areas. In 579
accordance with POST regulations, students are given written, practical, and job-simulation examinations. They are exposed to resources within the Department and the community to do their job in the most effective, efficient, and safe manner for all concerned. The curriculum has an emphasis on ethics and professionalism, critical thinking and problem solving, conflict resolution, and relationships with the community.

Administration will provide updated performance measures in the FY25-27 Adopted book. 581

ORGANIZATIONAL CHART
582

BUREAUS/DIVISIONS
Office of Chief of Police
The Office of Chief of Police includes the Public Information Office, the Assistant Chief, the Intelligence Unit, and the Ceasefire Unit.

The Public Information Office manages media relations and responds to public inquiries and feedback. The Assistant Chief provides executive oversight of all operational divisions and many of the department’s support functions. The Intelligence Unit collects and disseminates critical information to support the safety and security of the Oakland community.

The Ceasefire Unit, which reports directly to the Assistant Chief, is responsible for addressing street gangs and community gun violence in Oakland. The unit collects and analyzes intelligence and data related to gun violence gathered by OPD and surrounding agencies. Ceasefire is a comprehensive violence-reduction strategy that integrates the efforts of law enforcement, social services, and the community to decrease group- and gang- related homicides and shootings.

Within the Ceasefire Unit, the Real-Time Operations Center (RTOC) is key to integrating real-time intelligence and technology across the Department. The RTOC leverages emerging technologies to support coordinated field operations and partners with investigative units, community stakeholders, and external agencies to address crime, particularly violent crime, throughout Oakland.

Bureau of Field Operations 1 & 2
Bureau of Field Operations 1 (BFO 1) is responsible for all patrol and specialized resource functions for the western portion of Oakland. BFO 1 includes BFO Administration and Patrol Areas 1, 2, and 3.

Bureau of Field Operations 2 (BFO 2) oversees all patrol and specialized resource functions for the eastern portion of Oakland. BFO 2 encompasses Patrol Areas 4, 5, and 6 and Support Operations.

The Support Operations Division comprises the Special Operations and Traffic Operations Sections. Police patrol functions include general investigations, community policing, and crime prevention efforts. The Special Operations Section encompasses Air Support, Marine Support, Special Events, Tactical Operations, the Alcoholic Beverage Action Team, the Canine Program, the Homeless Outreach Unit, and the Reserve Program. The Traffic Operations Section is responsible for promoting traffic safety, investigating traffic-related complaints, and conducting traffic and parking enforcement.

Bureau of Services
The Bureau of Services comprises five core functional areas: Fiscal Services, Records, Communications, Human Resources, and Recruiting and Background Checks.
583

The Fiscal Services Division manages the Department’s financial operations, accounting, accounts payable, accounts receivable, budgeting, contracting and purchasing, financial reporting, grant administration, and the False Alarm Reduction Program.

The Records Division is responsible for maintaining all non-traffic crime-related police reports and records. The division processes public record requests, manages the City’s tow contract, verifies warrants, and ensures accurate data is entered into the Department’s law enforcement records management system.

The Communications Division manages the emergency 911 call system, handling all calls for service and dispatching appropriate emergency response personnel.

The Human Resources Section handles the day-to-day administration of all personnel-related matters for OPD staff. It maintains individual personnel files and is organized into three key areas: Personnel Administration, Payroll, and Medical.

The Recruiting and Background Unit is responsible for attracting, recruiting, and conducting background investigations for prospective Department applicants.

Bureau of Investigations
The Bureau of Investigations (BOI) is responsible for investigating criminal activity, analyzing evidence, and developing cases for successful prosecution. BOI encompasses the Criminalistics Division and the Criminal Investigation Division, each comprising a range of specialized units.

These include: the Drug Analysis Unit, Firearms Unit, Forensic Biology Units, Latent Print Unit, Quality Assurance Unit, Crime Analysis Unit, and Property Evidence Unit. Investigative units include the Special Victims Unit, Domestic Violence Unit, Missing Persons Unit, Vice Unit, Juvenile Intake Unit, Youth Outreach (PAL/OK Program), Identification Unit, General Crimes Unit, Robbery Unit, Felony Assault Unit, Burglary Unit, Homicide Section, and Cold Case Unit.

Bureau of Risk Management
The Bureau of Risk Management (BRM) comprises the Office of Internal Accountability (OIA), the Training Division, the Professional Development and Wellness Unit, the Research and Planning Section, the Information Technology Unit, and the Fleet Unit. Collectively, the Bureau is responsible for identifying, analyzing, and assessing risks to control and mitigate those deemed unacceptable.

The Office of Internal Accountability (OIA) conducts compliance assessments and audits, analyzes risk-related data, particularly in areas such as proactive stops, complaints, uses of force, vehicle pursuits, and collisions, and evaluates employee performance through the Personnel Assessment Section (PAS). OIA oversees Force Review and Pursuit Boards, reporting on associated risk impacts. Additionally, OIA leads the implementation of the Negotiated Settlement Agreement (NSA) and serves as the liaison between the Independent Monitoring Team and the Oakland Police Commission (OPC).
584
The Training Division provides comprehensive in-service training to all department personnel, ensuring compliance with Peace Officer Standards and Training (POST), NSA mandates, and City of Oakland requirements.

It also manages the professional development of Police Officer Trainees through the Oakland Police Academy and Field Training Unit. Dedicated to excellence, the division oversees all mandated training programs with the goal of exceeding community expectations.

The Professional Development and Wellness Unit focuses on enhancing the overall well-being of both sworn and professional staff. It develops resources and partnerships, promotes awareness, and adapts to the evolving wellness needs of department members. Services include access to physical and mental health resources, peer support, on-call mental health professionals, family support, police chaplains, and department- and city- sponsored wellness training.

The Research and Planning Section oversees the department’s legislative review, policy development, and both short- and long-term strategic planning initiatives.

The Information Technology Unit, often in collaboration with the City’s Information Technology Department (ITD), is tasked with identifying, procuring, implementing, and supporting the department’s technology infrastructure and fleet operations.

Internal Affairs Bureau
The Internal Affairs Bureau (IAB) performs a critical function within the OPD. Its job is to maintain the integrity and values of the OPD by conducting fair, impartial, and objective investigations into all allegations that an OPD employee has committed misconduct or failed to adhere to departmental policies and procedures, acting as a mechanism of police accountability and self-governance. The primary function of the IAB is to maintain the integrity and public trust of the law enforcement agency by investigating allegations of misconduct, whether criminal or administrative, against its officers and professional staff members.

The IAB investigates a wide range of potential misconduct, including criminal activity, violations of departmental policies and procedures, use-of-force incidents, corruption, and other integrity violations.

IAB’s key functions include Internal Affairs Administration – Intake Unit, which receives, classifies, and processes all department-wide complaints and administrative functions; Integrity Testing Unit; Investigative Section; Force Investigation Section; and Division Level Investigations.

Due to the sensitive and confidential nature of the IAB’s key functions, the IAB operates independently. The IAB teams report directly to the IAB Deputy Chief of Police, who reports directly to the Chief of Police. 585
The below data is intended to provide policy makers and the public with a detailed information regarding the FY 2025-27 Proposed Biennial Budget for the Oakland Police Department (OPD). The Proposed Budget was developed to include:

Careful assignment of available personnel to units and sub-unit for each sworn and professional staff member of OPD.

A staffing plan for sworn members that is consistent with the availability of actual police officers based upon budget police academies and attrition rates.

BUDGET TRANSPARENCY INFORMATION
Assignments of OPD Sworn and Professional Staff
The below data reflects the detailed assignment of all budget OPD Sworn and Professional (civilian) Staff. Click in the chart to drill into the specific units and sub-units of OPD. We strongly encourage data savvy readers to download the data sets behind these graphics.

PolicePolice
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 586
Data Updated: May 05, 2025, 7:18 PM
Year
FTE
Bureau of Field O…
Bureau of Field O…
Bureau of Investig…
Bureau of Risk M…
Bureau of Services
Office of the Chief…
Internal Affairs Bu…
FY2026 FY2027
0 200
400
600
800
1K

1.2K
Bureau FY2026 FY2027
FTE
Bureau of Field Ops 1 (West) 266 266
Bureau of Field Ops 2 (East) 300 300
Bureau of Investigations 169 169
Bureau of Risk Management 132.5 148.5
Bureau of Services 138 141
Internal Affairs Bureau 32 32
Office of the Chief of Police 58 59
FTE 1,095.5 1,115.5
Job Position Bureau Org FY 25-26
FTE
FY 25-26
Amount
FY 26-27
FTE
FY 26-27
Amount
Account Clerk II.AF020 PN_44280 Bureau of Services 106510 - Budget Accounting 1 $111,573 1 $110,769
Account Clerk II.AF020 PN_44281 Bureau of Services 106510 - Budget Accounting 1 $111,573 1 $110,769
Accountant III.AF031 PN_34314 Bureau of Services 106510 - Budget Accounting 1 $210,785 1 $209,232
Administrative Analyst II.AP106 PN_1128 Bureau of Risk
Management
106810 - PAS
Administration 1 $187,536 1 $186,186
Administrative Analyst II.AP106 PN_18096 Bureau of Services 106210 - Police Personnel 1 $187,536 1 $186,186 Administrative Analyst II.AP106 PN_25830 Bureau of Investigations 102310 - Criminal Investigation 1 $189,059 1 $187,686
Administrative Analyst II.AP106 PN_26504 Bureau of Field Ops 2 (East)
107710 - Special
Operations 1 $187,536 1 $186,186
Administrative Analyst II.AP106 PN_27390 Bureau of Services 106510 - Budget Accounting 1 $187,536 1 $186,186
Administrative Analyst II.AP106 PN_30129 Bureau of Services 106210 - Police Personnel 1 $187,536 1 $186,186 Administrative Analyst II.AP106 PN_32576 Bureau of Risk Management
106810 - PAS
Administration 1 $190,424 1 $189,051
Administrative Analyst II.AP106 PN_32922 Bureau of Investigations 102280 - Crime Analysis Section 1 $191,197 1 $189,791
Administrative Analyst II.AP106 PN_33641 Bureau of Services 106210 - Police Personnel 1 $189,059 1 $187,686 Administrative Analyst II.AP106 PN_37983 Bureau of Risk Management
106810 - PAS
Administration 1 $189,059 1 $187,686
Administrative Analyst II.AP106 PN_38089 Bureau of Field Ops 1 (West)
108010 - District
Command
Administration
1 $187,536 1 $186,186
Administrative Analyst II.AP106 PN_39023 Bureau of Services 106610 - Background and Recruiting 1 $187,536 1 $186,186
Administrative Analyst II.AP106 PN_41615 Bureau of Services 103310 - Communications 1 $195,350
1 $193,945
587
Job Position Bureau Org FY 25-26
FTE
FY 25-26
Amount
FY 26-27
FTE
FY 26-27
Amount
Administrative Analyst II.AP106 PN_43740 Bureau of Risk Management
101130 - Office of the
Inspector General 0 $0 1 $186,186
Administrative Analyst II.AP106 PN_43740 Bureau of Risk Management
101130 - Office of the
Inspector General 1 $187,536 0 $0
Administrative Analyst II.AP106 PN_6253 Bureau of Services 106510 - Budget Accounting 1 $189,059 1 $187,686
Administrative Assistant II.SS104 New FT Position
17 Bureau of Risk
Management
102140 - Research,
Planning and Crime
Analysis
1 $138,525 1 $137,528
Assistant to the Director.EM118 PN_42380 Office of the Chief of Police
101112 - Public
Information 1 $293,615 1 $291,502
Business Analyst II.AP117 PN_38630 Bureau of Risk
Management
106410 - Police
Information Tech 1 $198,733 1 $197,303
Business Analyst III.AP118 PN_44286 Bureau of Risk
Management
106410 - Police
Information Tech 1 $241,536 1 $239,796
Captain of Police (PERS).PS107 PN_10431 Bureau of Field Ops 1 (West) 108120 - District Area 2 1 $556,033 1 $587,641
Captain of Police (PERS).PS107 PN_15617 Bureau of Investigations 102310 - Criminal Investigation 1 $556,693 1 $588,340
Captain of Police (PERS).PS107 PN_17515 Bureau of Field Ops 1 (West) 108130 - District Area 3 1 $502,367 1 $530,720
Captain of Police (PERS).PS107 PN_20703 Office of the Chief of Police 108630 - Ceasefire 1 $528,838 1 $558,796
Captain of Police (PERS).PS107 PN_24906 Bureau of Field Ops 1 (West) 108110 - District Area 1 1 $556,033 1 $587,641
Captain of Police (PERS).PS107 PN_3180 Bureau of Field Ops 2 (East) 108140 - District Area 4 1 $530,322 1 $560,371
Captain of Police (PERS).PS107 PN_3182 Bureau of Field Ops 2 (East) 108150 - District Area 5 1 $556,033 1 $587,641
Captain of Police (PERS).PS107 PN_38511 Bureau of Field Ops 2 (East) 108160 - District Area 6 1 $474,512 1 $501,176
Captain of Police (PERS).PS107 PN_49975 Internal Affairs Bureau 101120 - Internal Affairs 1 $474,512 1 $501,176
Chief of Police, Assistant.EM237 PN_32026 Office of the Chief of Police
101110 - Office of Chief:

Administration 1 $681,803 1 $720,412
Chief of Police.EM122 PN_31380 Office of the Chief of
Police
101110 - Office of Chief:

Administration 1 $809,889 1 $855,863
Courier.SS207 PN_42513 Bureau of Services 106210 - Police Personnel 1 $84,616 1 $84,176 Crime Analyst.AP446 PN_38347 Bureau of Investigations 102280 - Crime Analysis Section 1 $180,254 1 $178,956
Crime Analyst.AP446 PN_38351 Bureau of Investigations 102280 - Crime Analysis Section 1 $180,254 1 $178,956
Crime Analyst.AP446 PN_44316 Bureau of Investigations 102280 - Crime Analysis Section 1 $180,254 1 $178,956
Crime Analyst.AP446 PN_44317 Bureau of Investigations 102280 - Crime Analysis Section 1 $180,254 1 $178,956
Criminalist I.PS114 PN_33622 Bureau of Investigations 102610 - Criminalistics 1 $185,939 1 $184,596 Criminalist II.PS112 PN_15095 Bureau of Investigations 102610 - Criminalistics 1 $224,819 1 $223,199 Criminalist II.PS112 PN_2518 Bureau of Investigations 102610 - Criminalistics 1 $229,203 1 $227,515 Criminalist II.PS112 PN_26907 Bureau of Investigations 102610 - Criminalistics 1 $224,819 1 $223,199 Criminalist II.PS112 PN_26908 Bureau of Investigations 102610 - Criminalistics 1 $224,819 1 $223,199 Criminalist II.PS112 PN_26909 Bureau of Investigations 102610 - Criminalistics 1 $224,819 1 $223,199 Criminalist II.PS112 PN_26910 Bureau of Investigations 102610 - Criminalistics 1 $224,819 1 $223,199 Criminalist II.PS112 PN_26911 Bureau of Investigations 102610 - Criminalistics 1 $224,819 1 $223,199 Criminalist II.PS112 PN_2701 Bureau of Investigations 102610 - Criminalistics 1 $224,819 1 $223,199 Criminalist II.PS112 PN_28062 Bureau of Investigations 102610 - Criminalistics 1 $224,819 1 $223,199
Criminalist II.PS112 PN_28063 Bureau of Investigations 102610 - Criminalistics 1 $230,726 1 $229,015 Criminalist II.PS112 PN_34511 Bureau of Investigations 102610 - Criminalistics 1 $229,203 1 $227,515 Criminalist II.PS112 PN_34617 Bureau of Investigations 102610 - Criminalistics 1 $224,819 1 $223,199 Criminalist II.PS112 PN_34618 Bureau of Investigations 102610 - Criminalistics 1 $224,819 1 $223,199 Criminalist II.PS112 PN_44320 Bureau of Investigations 102610 - Criminalistics 1 $224,819 1 $223,199 Criminalist II.PS112 PN_5351 Bureau of Investigations 102610 - Criminalistics 1 $229,203 1 $227,515 Criminalist III.PS113 PN_2773 Bureau of Investigations 102610 - Criminalistics 1 $270,857 1 $268,816 Criminalist III.PS113 PN_34512 Bureau of Investigations 102610 - Criminalistics 1 $270,857 1 $268,816 Criminalist III.PS113 PN_34513 Bureau of Investigations 102610 - Criminalistics 1 $275,930 1 $273,811 Criminalist III.PS113 PN_44322 Bureau of Investigations 102610 - Criminalistics 1 $265,175 1 $263,222 Criminalist III.PS113 PN_5350 Bureau of Investigations 102610 - Criminalistics 1 $270,857 1 $268,816 588
Job Position Bureau Org FY 25-26
FTE
FY 25-26
Amount
FY 26-27
FTE
FY 26-27
Amount
Deputy Chief of Police (PERS).EM135 PN_11040 Bureau of Field Ops 1 (West)
107110 - Bureau of Field
Operations 1 1 $557,002 1 $588,300
Deputy Chief of Police (PERS).EM135 PN_1174 Bureau of Field Ops 2 (East)
107210 - Bureau of Field
Operations 2 1 $618,968 1 $654,024
Deputy Chief of Police (PERS).EM135 PN_21992 Bureau of Risk Management
101130 - Office of the
Inspector General 0 $0 1 $678,811
Deputy Chief of Police (PERS).EM135 PN_21992 Bureau of Risk Management
101130 - Office of the
Inspector General 1 $642,337 0 $0
Deputy Chief of Police (PERS).EM135 PN_37504 Bureau of Investigations 102310 - Criminal Investigation 1 $642,337 1 $678,811
Deputy Chief of Police (PERS).EM135 PN_49435 Internal Affairs Bureau 101120 - Internal Affairs 1 $557,002 1 $588,300 Executive Assistant to the Director.SS124 PN_425 Office of the Chief of Police
101110 - Office of Chief:

Administration 0 $0 1 $170,405
Forensic Technician.PS196 PN_33624 Bureau of Investigations 102610 - Criminalistics 1 $163,354 1 $162,469 Grants Coordinator.AP405 PN_32098 Bureau of Services 106510 - Budget Accounting 0 $0 1 $251,792
Intake Technician.AP434 PN_34862 Internal Affairs Bureau 101120 - Internal Affairs 1 $155,695 1 $154,574 Intake Technician.AP434 PN_34864 Internal Affairs Bureau 101120 - Internal Affairs 1 $158,741 1 $157,574 Intake Technician.AP434 PN_43159 Internal Affairs Bureau 101120 - Internal Affairs 1 $155,695 1 $154,574 Intake Technician.AP434 PN_43160 Internal Affairs Bureau 101120 - Internal Affairs 1 $155,695 1 $154,574 Intake Technician.AP434 PN_43161 Internal Affairs Bureau 101120 - Internal Affairs 1 $155,695 1 $154,574 Intake Technician.AP434 PN_43162 Internal Affairs Bureau 101120 - Internal Affairs 1 $155,695 1 $154,574 Latent Print Examiner II.PS187 PN_28535 Bureau of Investigations 102610 - Criminalistics 1 $208,835 1 $207,333
Latent Print Examiner II.PS187 PN_31599 Bureau of Investigations 102610 - Criminalistics 1 $208,835 1 $207,333 Latent Print Examiner II.PS187 PN_35365 Bureau of Investigations 102610 - Criminalistics 1 $208,835 1 $207,333 Lieutenant of Police (PERS) (80 Hr).PS152 PN_10042 Bureau of Field Ops 1 (West) 108110 - District Area 1 1 $449,981 1 $475,535
Lieutenant of Police (PERS) (80 Hr).PS152 PN_10044 Bureau of Risk Management 103430 - Training Unit 1 $449,981 1 $475,535 Lieutenant of Police (PERS) (80 Hr).PS152 PN_11018 Bureau of Investigations 102321 - Misdemeanor Crimes and Task Forces 1 $451,053 1 $476,672
Lieutenant of Police (PERS) (80 Hr).PS152 PN_11019 Bureau of Risk Management
101130 - Office of the
Inspector General 0 $0 1 $465,478
Lieutenant of Police (PERS) (80 Hr).PS152 PN_11019 Bureau of Risk Management
101130 - Office of the
Inspector General 1 $440,500 0 $0
Lieutenant of Police (PERS) (80 Hr).PS152 PN_11020 Bureau of Field Ops 1 (West) 108130 - District Area 3 1 $451,053 1 $476,672
Lieutenant of Police (PERS) (80 Hr).PS152 PN_1148 Bureau of Field Ops 1 (West) 108110 - District Area 1 1 $449,981 1 $475,535
Lieutenant of Police (PERS) (80 Hr).PS152 PN_14171 Bureau of Field Ops 2 (East) 108160 - District Area 6 1 $401,872 1 $424,508
Lieutenant of Police (PERS) (80 Hr).PS152 PN_14172 Bureau of Investigations 102130 - Special Victims Section 1 $449,322 0 $0
Lieutenant of Police (PERS) (80 Hr).PS152 PN_14172 Bureau of Investigations 102130 - Special Victims Section 0 $0 1 $474,835
Lieutenant of Police (PERS) (80 Hr).PS152 PN_14173 Internal Affairs Bureau 101120 - Internal Affairs 1 $454,221 1 $480,032 Lieutenant of Police (PERS) (80 Hr).PS152 PN_1684 Bureau of Field Ops 1 (West) 108120 - District Area 2 1 $439,428 1 $464,341
Lieutenant of Police (PERS) (80 Hr).PS152 PN_17618 Bureau of Investigations 102320 - Homicide 1 $449,322 1 $474,835 Lieutenant of Police (PERS) (80 Hr).PS152 PN_203 Bureau of Field Ops 2 (East)
108820 - Special
Resources BFO 2 1 $451,053 1 $476,672
Lieutenant of Police (PERS) (80 Hr).PS152 PN_20778 Bureau of Field Ops 2 (East)
107510 - Traffic
Operations
1 $435,286 1 $459,948
Lieutenant of Police (PERS) (80 Hr).PS152 PN_20966 Bureau of Investigations 102330 - Robbery and Burglary Section 1 $467,283 1 $493,886
Lieutenant of Police (PERS) (80 Hr).PS152 PN_2105 Office of the Chief of Police 108630 - Ceasefire 1 $450,394 1 $475,972
Lieutenant of Police (PERS) (80 Hr).PS152 PN_2261 Internal Affairs Bureau 101120 - Internal Affairs 1 $433,966 1 $458,549 Lieutenant of Police (PERS) (80 Hr).PS152 PN_24907 Office of the Chief of Police
101110 - Office of Chief:

Administration 1 $448,662 1 $474,136
Lieutenant of Police (PERS) (80 Hr).PS152 PN_2599 Bureau of Field Ops 1 (West) 108120 - District Area 2 1 $436,357 1 $461,085
Lieutenant of Police (PERS) (80 Hr).PS152 PN_26079 Bureau of Field Ops 2 (East) 108140 - District Area 4 1 $436,357 1 $461,085
Lieutenant of Police (PERS) (80 Hr).PS152 PN_26354 Bureau of Field Ops 2 (East) 108160 - District Area 6 1 $430,387 1 $454,752
Lieutenant of Police (PERS) (80 Hr).PS152 PN_26410 Bureau of Field Ops 2 (East) 108150 - District Area 5 1 $449,322 1 $474,835
Lieutenant of Police (PERS) (80 Hr).PS152 PN_3185 Bureau of Field Ops 2 (East) 108140 - District Area 4 1 $449,981 1 $475,535
589
Job Position Bureau Org FY 25-26
FTE
FY 25-26
Amount
FY 26-27
FTE
FY 26-27
Amount
Lieutenant of Police (PERS) (80 Hr).PS152 PN_34947 Bureau of Field Ops 2 (East) 108150 - District Area 5 1 $449,981 1 $475,535
Lieutenant of Police (PERS) (80 Hr).PS152 PN_48879 Internal Affairs Bureau 101120 - Internal Affairs 1 $389,789 1 $411,693 Lieutenant of Police (PERS) (80 Hr).PS152 PN_48974 Office of the Chief of Police 108630 - Ceasefire 1 $389,789 1 $411,693
Lieutenant of Police (PERS) (80 Hr).PS152 PN_48976 Bureau of Field Ops 2 (East)
107710 - Special
Operations 1 $389,789 1 $411,693
Lieutenant of Police (PERS) (80 Hr).PS152 PN_4988 Bureau of Field Ops 1 (West)
108710 - Special
Resources BFO 1 1 $440,500 1 $465,478
Lieutenant of Police (PERS) (80 Hr).PS152 PN_538 Bureau of Field Ops 1 (West) 108130 - District Area 3 1 $449,322 1 $474,835
Manager, Crime Laboratory.EM178 PN_1032 Bureau of Investigations 102610 - Criminalistics 1 $330,030 1 $327,603 Office Assistant II.SS153 PN_1047 Bureau of Investigations 102610 - Criminalistics 1 $104,065 1 $103,314 Police Communications Dispatcher,
Senior.PS203 PN_42026 Bureau of Services 103310 -
Communications 1 $210,810 1 $209,293
Police Communications Dispatcher,
Senior.PS203 PN_42027 Bureau of Services 103310 -
Communications 1 $210,810 1 $209,293
Police Communications Dispatcher,
Senior.PS203 PN_44406 Bureau of Services 103310 -
Communications 1 $210,810 1 $209,293
Police Communications
Dispatcher.PS162 PN_10009 Bureau of Services 103310 -
Communications 1 $205,299 1 $204,199
Police Communications
Dispatcher.PS162 PN_10232 Bureau of Services 103310 -
Communications 1 $205,299 1 $204,199
Police Communications
Dispatcher.PS162 PN_10360 Bureau of Services 103310 -
Communications 1 $204,322 1 $203,195
Police Communications
Dispatcher.PS162 PN_10919 Bureau of Services 103310 -
Communications 1 $206,924 1 $205,799
Police Communications
Dispatcher.PS162 PN_1116 Bureau of Services 103310 -
Communications 1 $205,299
1 $204,199
Police Communications
Dispatcher.PS162 PN_1120 Bureau of Services 103310 -
Communications 1 $205,422 1 $204,320
Police Communications
Dispatcher.PS162 PN_1124 Bureau of Services 103310 -
Communications 1 $205,299 1 $204,199
Police Communications
Dispatcher.PS162 PN_1251 Bureau of Services 103310 -
Communications 1 $205,299 1 $204,199
Police Communications
Dispatcher.PS162 PN_13739 Bureau of Services 103310 -
Communications 1 $202,574 1 $201,474
Police Communications
Dispatcher.PS162 PN_13914 Bureau of Services 103310 -
Communications 1 $202,574 1 $201,474
Police Communications
Dispatcher.PS162 PN_13915 Bureau of Services 103310 -
Communications 1 $223,461 1 $224,368
Police Communications
Dispatcher.PS162 PN_13916 Bureau of Services 103310 -
Communications 1 $202,574 1 $201,474
Police Communications
Dispatcher.PS162 PN_13919 Bureau of Services 103310 -
Communications 1 $202,574 1 $201,474
Police Communications
Dispatcher.PS162 PN_13920 Bureau of Services 103310 -
Communications 1 $202,574 1 $201,474
Police Communications
Dispatcher.PS162 PN_13922 Bureau of Services 103310 -
Communications 1 $213,026 1 $211,807
Police Communications
Dispatcher.PS162 PN_1470 Bureau of Services 103310 -
Communications 1 $202,574 1 $201,474
Police Communications
Dispatcher.PS162 PN_1579 Bureau of Services 103310 -
Communications 1 $210,301 1 $209,082
Police Communications
Dispatcher.PS162 PN_1590 Bureau of Services 103310 -
Communications 1 $202,574 1 $201,474
Police Communications
Dispatcher.PS162 PN_17506 Bureau of Services 103310 -
Communications 1 $211,926 1 $210,682
Police Communications
Dispatcher.PS162 PN_17507 Bureau of Services 103310 -
Communications 1 $202,574 1 $201,474
Police Communications
Dispatcher.PS162 PN_1792 Bureau of Services 103310 -
Communications 1 $202,574 1 $201,474
Police Communications
Dispatcher.PS162 PN_1832 Bureau of Services 103310 -
Communications
1 $202,574 1 $201,474
Police Communications
Dispatcher.PS162 PN_1869 Bureau of Services 103310 -
Communications 1 $202,574 1 $201,474
Police Communications
Dispatcher.PS162 PN_2130 Bureau of Services 103310 -
Communications 1 $202,574 1 $201,474
Police Communications
Dispatcher.PS162 PN_2158 Bureau of Services 103310 -
Communications 1 $205,620 1 $204,474
Police Communications
Dispatcher.PS162 PN_2223 Bureau of Services 103310 -
Communications 1 $202,697 1 $201,595
Police Communications
Dispatcher.PS162 PN_2254 Bureau of Services 103310 -
Communications 1 $210,301 1 $209,082
590
Job Position Bureau Org FY 25-26
FTE
FY 25-26
Amount
FY 26-27
FTE
FY 26-27
Amount
Police Communications
Dispatcher.PS162 PN_2312 Bureau of Services 103310 -
Communications 1 $205,299 1 $204,199
Police Communications
Dispatcher.PS162 PN_2500 Bureau of Services 103310 -
Communications 1 $202,574 1 $201,474
Police Communications
Dispatcher.PS162 PN_2636 Bureau of Services 103310 -
Communications 1 $202,574 1 $201,474
Police Communications
Dispatcher.PS162 PN_2677 Bureau of Services 103310 -
Communications 1 $210,301 1 $209,082
Police Communications
Dispatcher.PS162 PN_268 Bureau of Services 103310 -
Communications 1 $210,301 1 $209,082
Police Communications
Dispatcher.PS162 PN_2822 Bureau of Services 103310 -
Communications 1 $205,299 1 $204,199
Police Communications
Dispatcher.PS162 PN_2832 Bureau of Services 103310 -
Communications 1 $213,348 1 $212,082
Police Communications
Dispatcher.PS162 PN_2882 Bureau of Services 103310 -
Communications 1 $202,574 1 $201,474
Police Communications
Dispatcher.PS162 PN_3086 Bureau of Services 103310 -
Communications 1 $202,574 1 $201,474
Police Communications
Dispatcher.PS162 PN_34308 Bureau of Services 103310 -
Communications 1 $205,422 1 $204,320
1,095.5 $301,131,489 1,115.5 $317,602,890
Job Position Type Backfill Unit Sub-Unit
Account Clerk II.AF020 Professional Staffing No Fiscal Services Fiscal Services Account Clerk II.AF020 Professional Staffing No Fiscal Services Fiscal Services Accountant III.AF031 Professional Staffing No Fiscal Services Fiscal Services Administrative Analyst II.AP106 Professional Staffing No Personnel Assessment System (PAS) Admin Unit
Personnel Assessment System
(PAS) Admin Unit
Administrative Analyst II.AP106 Professional Staffing No Police Human Resources Section Police Human Resources Section Administrative Analyst II.AP106 Professional Staffing No Criminal Investigations Division Criminal Investigation Administration
Administrative Analyst II.AP106 Professional Staffing No Special Operations Alcoholic Beverage Action Team
(ABAT) Unit
Administrative Analyst II.AP106 Professional Staffing No Fiscal Services Fiscal Services Administrative Analyst II.AP106 Professional Staffing No Police Human Resources Section Police Human Resources Section Administrative Analyst II.AP106 Professional Staffing No Personnel Assessment System (PAS) Admin Unit
Personnel Assessment System
(PAS) Admin Unit
Administrative Analyst II.AP106 Professional Staffing No Crime Analysis Section Crime Analysis Unit Administrative Analyst II.AP106 Professional Staffing No Police Human Resources Section Police Human Resources Section Administrative Analyst II.AP106 Professional Staffing No Personnel Assessment System (PAS) Admin Unit
Personnel Assessment System
(PAS) Admin Unit
Administrative Analyst II.AP106 Professional Staffing No Bureau of Field Operations Administration
Bureau of Field Operations
Administration
Administrative Analyst II.AP106 Professional Staffing No Recruiting and Background Recruiting and Background Administrative Analyst II.AP106 Professional Staffing No Communications Communications Administrative Analyst II.AP106 Professional Staffing No Office of Internal Accountability Office of Internal Accountability Administrative Analyst II.AP106 Professional Staffing No Office of Internal Accountability Risk Impact Unit Administrative Analyst II.AP106 Professional Staffing No Fiscal Services Fiscal Services Administrative Assistant II.SS104 Professional Staffing No Research and Planning Research and Planning Assistant to the Director.EM118 Professional Staffing No Public Information Unit Public Information Unit Business Analyst II.AP117 Professional Staffing No Police Information Technology Police Information Technology Business Analyst III.AP118 Professional Staffing No Police Information Technology Police Information Technology Captain of Police (PERS).PS107 Sworn Staffing No Area 2 Watch Administration Captain of Police (PERS).PS107 Sworn Staffing No Criminal Investigations Division Criminal Investigation Administration
Captain of Police (PERS).PS107 Sworn Staffing No Area 3 Watch Administration Captain of Police (PERS).PS107 Sworn Staffing No Ceasefire Ceasefire Administration Captain of Police (PERS).PS107 Sworn Staffing No Area 1 Watch Administration Captain of Police (PERS).PS107 Sworn Staffing No Area 4 Watch Administration Captain of Police (PERS).PS107 Sworn Staffing No Area 5 Watch Administration Captain of Police (PERS).PS107 Sworn Staffing No Area 6 Watch Administration Captain of Police (PERS).PS107 Sworn Staffing No Internal Affairs Internal Affairs Chief of Police, Assistant.EM237 Sworn Staffing No Office of the Chief of Police Office of the Chief of Police Chief of Police.EM122 Sworn Staffing
No Office of the Chief of Police Office of the Chief of Police 591
Job Position Type Backfill Unit Sub-Unit
Courier.SS207 Professional Staffing No Police Human Resources Section Police Human Resources Section Crime Analyst.AP446 Professional Staffing No Crime Analysis Section Crime Analysis Unit Crime Analyst.AP446 Professional Staffing No Crime Analysis Section Crime Analysis Unit Crime Analyst.AP446 Professional Staffing No Crime Analysis Section Crime Analysis Unit Crime Analyst.AP446 Professional Staffing No Crime Analysis Section Crime Analysis Unit Criminalist I.PS114 Professional Staffing No Criminalistics Crime Lab Criminalist II.PS112 Professional Staffing No Criminalistics Crime Lab Criminalist II.PS112 Professional Staffing No Criminalistics Crime Lab Criminalist II.PS112 Professional Staffing No Criminalistics Crime Lab Criminalist II.PS112 Professional Staffing No Criminalistics Crime Lab Criminalist II.PS112 Professional Staffing No Criminalistics Crime Lab Criminalist II.PS112 Professional Staffing No Criminalistics Crime Lab Criminalist II.PS112 Professional Staffing No Criminalistics Crime Lab Criminalist II.PS112 Professional Staffing No Criminalistics Crime Lab Criminalist II.PS112 Professional Staffing No Criminalistics Crime Lab Criminalist II.PS112 Professional Staffing No Criminalistics Crime Lab Criminalist II.PS112 Professional Staffing No Criminalistics Crime Lab Criminalist II.PS112 Professional Staffing No Criminalistics Crime Lab Criminalist II.PS112 Professional Staffing No Criminalistics Crime Lab Criminalist II.PS112 Professional Staffing No Criminalistics Crime Lab Criminalist II.PS112 Professional Staffing No Criminalistics Crime Lab Criminalist III.PS113 Professional Staffing No Criminalistics Crime Lab Criminalist III.PS113 Professional Staffing No Criminalistics Crime Lab Criminalist III.PS113 Professional Staffing No Criminalistics Crime Lab Criminalist III.PS113 Professional Staffing No Criminalistics Crime Lab Criminalist III.PS113 Professional Staffing No Criminalistics Crime Lab Deputy Chief of Police (PERS).EM135 Sworn Staffing No BFO Command BFO 1 Command Deputy Chief of Police (PERS).EM135 Sworn Staffing No BFO Command BFO 2 Command Deputy Chief of Police (PERS).EM135 Sworn Staffing No Office of Internal Accountability Office of Internal Accountability Deputy Chief of Police (PERS).EM135 Sworn Staffing No Office of Internal Accountability Risk Impact Unit Deputy Chief of Police (PERS).EM135 Sworn Staffing No Criminal Investigations Division Criminal Investigation Administration
Deputy Chief of Police (PERS).EM135 Sworn Staffing No Internal Affairs Internal Affairs Executive Assistant to the Director.SS124 Professional Staffing No Office of the Chief of Police Office of the Chief of Police Forensic Technician.PS196 Professional Staffing No Criminalistics Crime Lab Grants Coordinator.AP405 Professional Staffing No Fiscal Services Fiscal Services Intake Technician.AP434 Professional Staffing No Internal Affairs Internal Affairs Intake Technician.AP434 Professional Staffing No Internal Affairs Internal Affairs Intake Technician.AP434 Professional Staffing No Internal Affairs Internal Affairs Intake Technician.AP434 Professional Staffing No Internal Affairs Internal Affairs Intake Technician.AP434 Professional Staffing No Internal Affairs Internal Affairs Intake Technician.AP434 Professional Staffing No Internal Affairs Internal Affairs Latent Print Examiner II.PS187 Professional Staffing No Criminalistics Crime Lab Latent Print Examiner II.PS187 Professional Staffing No Criminalistics Crime Lab Latent Print Examiner II.PS187 Professional Staffing No Criminalistics Crime Lab Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Area 1 Watch Administration Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Training Section Training Section Administration Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Burglary & General Crimes Burglary & General Crimes Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Office of Internal Accountability Office of Internal Accountability Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Office of Internal Accountability Risk Impact Unit Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Area 3 Watch Administration Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Area 1 Watch Administration Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Area 6 Watch Administration Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Special Victims Section Special Victims Section Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Special Victims Section Special Victims Unit Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Internal Affairs Internal Affairs 592
Job Position Type Backfill Unit Sub-Unit
Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Area 2 Watch Administration Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Homicide and Cold Case Homicide and Cold Case Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Special Resources Admin - BFO 2 Special Resources - BFO 2 Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Traffic Section Traffic Section Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Robbery and Felony Assault Section CID - Felony Assault Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Ceasefire Crime Gang Intelligence Unit Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Internal Affairs Internal Affairs Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Office of the Chief of Police Office of the Chief of Police Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Area 2 Watch Administration Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Area 4 Watch Administration Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Area 6 Watch Administration Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Area 5 Watch Administration Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Area 4 Watch Administration Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Area 5 Watch Administration Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Internal Affairs Internal Affairs Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Ceasefire Ceasefire Administration Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Special Operations Section Special Operations and Traffic Admin
Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Special Resources - BFO 1 Special Resources - BFO 1 Lieutenant of Police (PERS) (80 Hr).PS152 Sworn Staffing No Area 3 Watch Administration Manager, Crime Laboratory.EM178 Professional Staffing No Criminalistics Crime Lab Office Assistant II.SS153 Professional Staffing No Criminalistics Crime Lab Police Communications Dispatcher, Senior.PS203 Professional Staffing Yes Communications Communications Police Communications Dispatcher, Senior.PS203 Professional Staffing Yes Communications Communications Police Communications Dispatcher, Senior.PS203 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications 593
Job Position Type Backfill Unit Sub-Unit
Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications Police Communications Dispatcher.PS162 Professional Staffing Yes Communications Communications

Summary of Budgeted Police Sworn Positions
Below is a detailed breakdown of all Sworn positions by classification.

Sworn Positions
FY 2024-25
Adopted
Midcycle
FTE
FY 2024-25
Adopted
Midcycle
Amount
FY 2025-26
Proposed
Biennial
FTE
FY 2025-26
Proposed
Biennial
Amount
FY 2026-27
Proposed
Biennial
FTE
FY 2026-27
Proposed
Biennial
Amount
Chief of Police 1.0 750,738 1.0 809,889 1.0 855,863
Chief of Police,
Assistant 1.0 632,697 1.0 681,803 1.0 720,412
Deputy Chief of
Police 4.0 2,283,565 5.0 3,017,646 5.0 3,188,246
Captain of Police 10.0 4,951,311 9.0 4,735,343 9.0 5,003,502 Lieutenant of Police 28.0 11,396,195 28.0 12,284,932 28.0 12,981,360 Sergeant of Police 113.0 39,288,045 126.0 46,718,329 126.0 49,362,656 Police Officer 521.0 153,252,679 569.0 178,698,225 569.0 188,794,600 Grand Total 678.0 212,555,230 739.0 246,946,167 739.0 260,906,639 Summary of Budgeted Professional Staff Positions
Below is a detailed breakdown of all Professional Staff positions by classification.

Professional Staff
Positions
FY 2024-25
Adopted
Midcycle
FTE
FY 2024-25
Adopted
Midcycle
Amount
FY 2025-26
Proposed
Biennial
FTE
FY 2025-26
Proposed
Biennial
Amount
FY 2026-27
Proposed
Biennial
FTE
FY 2026-27
Biennial
Proposed
Amount
Account Clerk II 2.0 228,722 2.0 223,146 2.0 221,538
Account Clerk III 1.0 142,451
Accountant II 1.0 196,479
Accountant III 1.0 216,046 1.0 210,785 1.0 209,232
Administrative Analyst II 16.0 3,122,631 15.0 2,833,495 15.0 2,813,019 594
Administrative Assistant
I 1.0 123,901
Administrative Assistant
II

1.0 138,525 1.0 137,528
Administrative Services
Manager II 1.0 300,891
Assistant to the Director 1.0 300,891 1.0 293,615 1.0 291,502 Business Analyst II 1.0 222,229 1.0 198,733 1.0 197,303 Business Analyst III 1.0 247,520 1.0 241,536 1.0 239,796 Courier 1.0 86,706 1.0 84,616 1.0 84,176
Crime Analyst 4.0 738,880 4.0 721,016 4.0 715,824
Criminalist I 1.0 190,523 1.0 185,939 1.0 184,596
Criminalist II 17.0 3,709,295 15.0 3,391,344 15.0 3,366,749 Criminalist III 5.0 1,387,731 5.0 1,353,676 5.0 1,343,481 Executive Assistant to
the Director 1.0 175,890

1.0 170,405
Fleet Compliance
Coordinator 1.0 235,737
Forensic Technician 1.0 167,442 1.0 163,354 1.0 162,469 Grants Coordinator 1.0 259,904 1.0 251,792
Intake Technician 6.0 960,652 6.0 937,216 6.0 930,444
Latent Print Examiner II 5.0 1,070,185 3.0 626,505 3.0 621,999 Latent Print Examiner III 1.0 253,094

Management Assistant 1.0 218,081
Manager, Agency
Administrative 1.0 261,810

Manager, Crime
Laboratory 1.0 338,259 1.0 330,030 1.0 327,603
Office Assistant II 1.0 106,677 1.0 104,065 1.0 103,314 Police Cadet, PT 9.0 401,995
Police Communications
Dispatcher, Senior 3.0 676,284 3.0 632,430 3.0 627,879
595
Police Communications
Dispatcher 78.0 17,061,129 78.0 15,955,684 78.0 15,870,618 Police Communications
Manager 1.0 330,326 1.0 308,908 1.0 306,684
Police Communications
Operator 2.0 341,908 1.0 159,854 1.0 158,986
Police Communications
Supervisor 8.0 2,127,790 7.0 1,740,878 7.0 1,728,241
Police Evidence
Technician 16.0 2,646,846 14.0 2,334,713 14.0 2,321,791 Police Performance
Auditor 2.0 427,604 2.0 417,270 2.0 414,266
Police Personnel
Operations Specialist 3.0 658,032 1.0 214,479 1.0 212,908 Police Program &
Performance Audit Sup 1.0 283,629 1.0 276,688 1.0 274,613 Police Property
Specialist 5.0 690,357 4.0 536,709 4.0 533,833
Police Property
Supervisor 1.0 197,462 1.0 192,653 1.0 191,233
Police Records
Specialist 49.0 6,135,011 45.0 5,493,611 47.0 5,695,310 Police Records
Supervisor 5.0 925,595 4.0 722,448 4.0 717,116
Police Services Manager
I 5.0 1,531,891 4.0 1,174,460 5.0 1,457,510
Police Services
Technician II 36.0 5,180,963 34.0 4,771,100 34.0 4,744,313 Program Analyst II 2.0 369,440 1.0 180,254 1.0 178,956
Program Analyst III 1.0 213,802 1.0 208,635 1.0 207,133 Project Manager II 2.0 696,622 2.0 679,776 2.0 674,880
Project Manager III 1.0 403,198 1.0 393,446 1.0 390,614 Public Information
Officer I 1.0 175,890
Student Trainee, PT

0.5 33,816 0.5 34,476 0.5 35,059
596
Volunteer Program
Specialist II 1.0 184,720 1.0 180,254 1.0 178,956
Grand Total 306.5 56,956,937 266.5 48,646,322 271.5 49,293,669 Summary of Budgeted Police Officer Trainee Positions
Below is a detailed breakdown of the Police Officer Trainee Positions.

Police Officer Trainee
Positions
FY 2024-25
Adopted
Midcycle
FTE
FY 2024-25
Adopted
Midcycle
Amount
FY 2025-
26 Proposed
Biennial
FTE
FY 2025-26
Proposed
Biennial
Amount
FY 2026-
27 Proposed
Biennial
FTE
FY 2026-27
Biennial
Proposed
Amount
Police Officer Trainee 66.0 3,480,582 90.0 5,539,000 105.0 7,402,582 Grand Total 66.0 3,480,582 90.0 5,539,000 105.0 7,402,582 Professional Staffing Summary
In this section, you will find any professional staffing changes.

Professional Staff Positions Proposed Frozen
Professional Staff Positions FY 2025-26 Proposed Frozen FTE FY 2026-27 Proposed Frozen FTE Account Clerk III 1.0 1.0
Accountant II 1.0 1.0
Administrative Analyst II 1.0 1.0
Administrative Assistant I 1.0 1.0
Criminalist II 2.0 2.0
Executive Assistant to the Director 1.0 0.0
Fleet Compliance Coordinator 1.0 1.0
Grants Coordinator 1.0 0.0
Latent Print Examiner II 2.0 2.0
Latent Print Examiner III 1.0 1.0
Management Assistant 1.0 1.0
597
Manager, Agency Administrative 1.0 1.0
Police Cadet, PT 9.0 9.0
Police Communications Operator 1.0 1.0
Police Communications Supervisor 1.0 1.0
Police Evidence Technician 2.0 2.0
Police Personnel Operations Specialist 2.0 2.0
Police Property Specialist 1.0 1.0
Police Records Specialist 4.0 2.0
Police Records Supervisor 1.0 1.0
Police Services Manager I 2.0 1.0
Police Services Technician II 2.0 2.0
Program Analyst II 1.0 1.0
Public Information Officer I 1.0 1.0
Grand Total 41.0 36.0
New Civilian Position
Professional Staff Positions
FY 2025-26
Proposed
Biennial FTE
FY 2025-26
Proposed
Biennial Amount
FY 2026-27 Proposed
Biennial FTE
FY 2026-27
Biennial
Proposed
Amount
Administrative Assistant II 1.0 138,525 1.0 137,528
Grand Total 1.0 138,525 1.0 137,528
Timing of Police Academies in the FY 2025-27 Proposed Biennial Budget The FY 2025-27 Proposed Biennial Budget provides for 3 Police Basic Recruit Academies in FY 2025-26 and 3 Police Basic Recruit Academies in FY 2026-27. Please note the dates of the academies in the table below are tentative.

Academy Class No. Academy Start Graduate AcademyField Training Start Complete Field Training 195th Police
Academy July 5, 2025 January 6, 2026 February 14, 2026 June 5, 2026 598
196th Police
Academy November 8, 2025 May 22, 2026 June 20, 2026 October 9, 2026 197th Police
Academy March 14, 2026 September 25, 2026 October 24, 2026 February 12, 2027 198th Police
Academy July 4, 2026 January 15, 2027 February 13, 2027 June 4, 2027 199th Police
Academy November 7, 2026 May 21, 2027 June 19, 2027 October 8, 2027 200th Police
Academy March 6, 2027 September 17, 2027 October 16, 2027 February 4, 2028 599
FIRE
Mission Statement
The proud members of the Oakland Fire Department are committed to providing the highest quality and highest level of courteous and responsive services to the residents, businesses, and visitors to Oakland.

This is accomplished by implementing comprehensive strategies and training in fire prevention, fire suppression, emergency medical services, and all risk mitigation including human-caused and natural disasters, emergency preparedness, 9-1-1 services and community-based fire services.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
The proposed budget continues to freeze 2.0 Engine Companies while restoring 1.0 Engine Company to maintain critical emergency response capacity. Engine Companies respond to a wide range of fire and medical incidents in their districts and support larger incidents citywide as needed. Each Engine company in the department responds to an average of 3,000 calls per year, and crews in the denser areas of the city can respond to as many as 8,000 calls per year. Freezing one or more Engine companies per year, removes the ability for those apparatus to be available in the event of a structure fire, a mass casualty incident, or urgent medical call, all with property and lives at stake. The department’s 25 fire engines are strategically located to ensure sufficient span of control to allow for prompt and sufficient response for all call types. Restoring 1.0 Engine Company helps mitigate the impact of the 2.0 freezes, preserving some capacity to maintain response times and reduce stress on personnel and apparatus at in-service firehouses. However, continuing to freeze 2.0 Engine Companies will still limit the span of control, add minutes to 911 response times, and increase call volumes for remaining firehouses. The closure of multiple firehouses will significantly affect emergency response, with districts containing out-of-service Engine Companies experiencing the most pronounced delays. Surrounding districts will also face reduced coverage, as Oakland Fire Department (OFD)

1. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 600
Reductions
dispatch will have fewer resources to deploy during emergencies. This will jeopardize OFD’s ability to meet the National Fire Protection Association (NFPA) standards for medical emergency response, which state that 1) a first responder should be on the scene in four minutes or less 90% of the time and 2) for multiple company responses, the second company should arrive within six minutes 90% of the time. Since Oakland fire stations are fixed geographically, staff is estimating that several calls per day for emergency medical responses may not meet the NFPA standard. The more stations that are closed means that more incidents will experience delayed responses. These delays have real life implications for residents, businesses, and visitors of Oakland.

Equity Consideration: The restoration of 1.0 Engine Company reflects a strategic commitment to advancing equity by prioritizing emergency response capacity in a high-need neighborhood, as identified by call volume, call types, and run data from the Fire Department’s Annual Report, the Local Hazard Mitigation Plan, and the City’s Equity Indicator Report. This targeted restoration enhances access to timely fire and medical services in communities disproportionately affected by health disparities, limited healthcare options, low economic opportunity, and high rates of violent crime. By maintaining this Engine Company, the department mitigates the risk of slower response times and reduced care quality, fostering better outcomes for vulnerable residents. The addition of 1.0 Engine Company is a positive step toward equitable emergency services, ensuring that at least one high-risk community retains critical protection.

Adds 2.0 FTE Civilian positions, 1.0 FTE Administrative Analyst I in the Fire Marshal's Office and 1.0 FTE Administrative Analyst II in Budget Planning: Administration.

Equity Consideration: These positions provide critical support to Fire Administration’s fiscal services division, enable the department to better manage important grants, and assist in the ongoing development and analysis of key programs within the department.

2. Freezes 1.0 FTE Office Assistant I and 1.0 FTE Office Assistant II in Fire Prevention. These positions provide critical support to Fire Administration’s fiscal services division, enable the department to better manage important grants, route invoices and payment to vendors, process payroll, and assist in the ongoing development and analysis of key programs within the department.

Equity Consideration: Deleting these positions will not have a direct equity impact on residents and businesses, as these positions are not front-facing or providing a direct service to the community.

1. Reduces $1,635,484 in FY 2025-26 and $1,615,369 in FY 2026-27 in O&M with reductions primarily in contract contingencies and services contracts.

Equity Consideration: This action has no noticeable impact on equity.

2. Freezes 1.0 FTE Fire Inspector (Civilian) and 1.0 FTE Fire Marshal, Assistant (Non-Sworn) in Inspectional Services. A reduction in administrative support and inspection unit impacts the turnaround time for permits, inspections and other responsibilities in the bureau placing greater responsibility and work on existing staff.

Equity Consideration: The equity impact of fire prevention inspections and code enforcement often manifests as lower-income communities experiencing disproportionate damage from fires due to limited access to fire prevention measures, like home hardening upgrades, which can leave them more vulnerable to wildfire destruction compared to wealthier areas, highlighting a significant equity gap in fire safety; this is particularly concerning in regions with high wildfire risk where disadvantaged communities may lack the resources to adequately protect their homes.

3. Freezes 1.0 FTE vacant Account Clerk III, 1.0 FTE vacant Accountant III, and 1.0 FTE vacant Management Assistant in Budget Planning: Administration. This area of the department is comprised of key positions which support Fire Administration’s fiscal services division and enable the department to better manage

4. 601
grants which the department relies on, route invoices and payment to vendors, process payroll, and assist in the ongoing development and analysis of key programs within the department. Reductions in this area may impeded the department’s ability to pay bills, apply for and manage grants, which augment the budgetary limitations of the city to pay for equipment, staff, training, and more.

Equity Consideration: This service is not public facing, so there is little to no direct equity consideration.

However, as it pertains to contract management, these positions assist in assuring the department and city remains compliant with its small and local small business contracting requirements.

Freezes 0.56 FTE vacant Management Intern, PT in Emergency Services Program.

Equity Consideration: There is no discernible equity impact from this action.

5. Freezes 6.0 FTE vacant Emergency Medical Technician and 3.0 FTE vacant Community Intervention Specialist in MACRO. The purpose of MACRO is to deliver a compassionate care first response model grounded in empathy, service, and community. The goal of MACRO is to reduce responses by emergency services (Fire & Police), resulting in increased access to community-based services and resources for impacted individuals. Reduction in this area would place the task of responding to these calls back on engine companies and police officers. MACRO Crews respond to non-emergency "quality of life" calls for service in three categories: (1) Behavioral Health Issues (2) Individual Well-Being (3) Community Disturbance.

Reductions to vacant positions in MACRO staffing will not impact current services, and given the limited remaining funding for this program, not filling vacant positions will allow for services to continue longer.

Freezing vacant EMT staffing will not impact current services and given the limited remaining funding from the state grant, not filling vacant positions will allow for services to continue longer.

Equity Consideration: Comprehensive data from the first two years of the program demonstrate that the MACRO program is meeting its council directed mission to increase access to community-based services and resources for impacted individuals and families, and most especially for Black, Indigenous, and People of Color (BIPOC). However, reducing the available funding for the program will not have a direct equity impact on the service model but would likely limit the program’s reach and overall capacity. Over 70% of 911 calls to the Fire Department are for medical calls, with most of those calls originating from areas that are at greatest risk, according to the equity indicators report, due to higher rates of poverty, disproportionately higher rates of chronic health conditions that require ongoing medical care and less access to consistent affordable health care treatment.

6. 602

SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26-27 FD_1010 Add Adds Position in Fire Prevention Administrative Analyst I.AP103 1 161,985.00 1 FD_1010 Add Adds Position in Fiscal & Administrative Services Administrative Analyst II.AP106 1 187,536.00 1 FD_1010 Freeze Freeze Position in Fiscal & Administrative Services Account Clerk III.AF030 -1 (134,418.00) -1 FD_1010 Freeze Freeze Position in Fiscal & Administrative Services Accountant III.AF031 -1 (206,918.00) -1 FD_1010 Freeze Freeze Position in Fiscal & Administrative Services Management Assistant.AP235 -1 (212,806.00) -1 FD_1010 Freeze Freeze 2 Engine Companies (11,498,000.00) ( FD_1010 O&M Adds Other Contract Services in Field Operations 200,000.00 FD_1010 O&M Adds Other Contract Services in Fiscal & Administrative Services 301,220.00 FD_1010 O&M Adds Other Contract Services in Medical Services 144,000.00 FD_1010 O&M Adds Other Supplies and Commodities in Field Operations 156,547.00 FD_1010 O&M Adds Other Supplies and Commodities in Support Services 560,411.00 FD_1010 O&M Adds Utilities in Support Services 80,000.00 FD_1010 O&M Reduces Contract Contingencies (Budgetary Only) in Emergency M… (2,000,000.00) 603

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Fire Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 50.0M
100.0M
150.0M
200.0M
Dollars
General Funds
Special Revenue Funds
Enterprise Funds
Internal Service Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $186,704,192 $180,445,251 $200,486,501 $213,097,688 Self Insurance Liability $109,684 $2,278,549 $3,457,558 $3,417,823 Worker's Compensation Insurance Claims $2,157 $50,085 $0 $0 Recycling Program $77,478 $48,870 $0 $0
Comprehensive Clean-up $52,120 $48,970 $0 $0
GENERAL FUNDS TOTAL $186,945,631 $182,871,725 $203,944,059 $216,515,511 Special Revenue Funds
FEMA Declarations $153,693 $0 $0 $0
Department of Transportation $99,991 $0 $0 $0
US Dept of Homeland Security $1,156,839 $0 $0 $0
Federal Emergency Management Agency (FEMA) $1,970,953 $8,861,942 $0 $0 State of California Other $2,055,154 $0 $0 $0
County of Alameda: Grants $147,476 $0 $0 $0
Private Grants $10,783 $25,000 $25,000 $25,700
Measure N: Fund $2,046,695 $2,387,992 $2,164,775 $2,225,652 Meas. Z - Violence Prev. and Public Safety Act of 2014 $2,000,000 $2,000,000 $0 $0 Measure MM - Wildfire Protection Zone $0 $0 $100,000 $100,000 Measure NN - Community Violence & Emergency Response Act of 2024 $0 $0 $2,000,000 $3,000,000
Werner Court Vegetation Mgmt District $76 $3,200 $3,200 $3,200 Meas. M - Alameda Cty.: Emerg. Dispatch Svc. Suppl. Assmt. $2,225,839 $3,537,729 $2,725,249 $2,801,662 Development Service Fund $6,509,420 $7,314,246 $7,393,280 $7,341,523 604
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Miscellaneous Grants $9,520 $0 $0 $0
SPECIAL REVENUE FUNDS TOTAL $18,386,439 $24,130,109 $14,411,504 $15,497,737 Enterprise Funds
Sewer Service Fund $255,984 $307,408 $0 $0
ENTERPRISE FUNDS TOTAL $255,984 $307,408 $0 $0
Internal Service Funds
Radio / Telecommunications $6,162 $6,639 $0 $0
INTERNAL SERVICE FUNDS TOTAL $6,162 $6,639 $0 $0
Fiduciary Funds/Trust & Agency Funds $6,894 $0 $0 $0
TOTAL $205,601,110 $207,315,881 $218,355,563 $232,013,248 Expenditures By Category
Broken down by
Expenses Fire
Visualization
Personnel & Overhead
$203,225,680 (82.2%)
Operations & Maintenance
$10,401,625 (4.2%)
Internal Services
$19,139,704 (7.7%)
Capital
$0 (0.0%)
Debt & Other
$14,411,446 (5.8%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Sort By Chart of Accounts 
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Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Office of the Fire Chief $1,949,471 $3,326,792 $1,878,264 $1,910,905 Fiscal & Administrative Services $2,491,782 $3,368,555 $3,168,837 $3,197,742 Field Operations $168,384,426 $171,943,016 $178,228,421 $190,234,016 Fire Prevention $10,051,167 $9,997,537 $11,767,559 $11,827,085 Support Services $14,483,561 $13,825,590 $14,333,882 $14,408,343 Emergency Management Services $2,345,088 -$1,699,828 $867,143 $871,796 Medical Services $5,895,615 $6,554,219 $8,111,457 $9,563,361 TOTAL $205,601,110 $207,315,881 $218,355,563 $232,013,248 605

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Fire FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 100.0
200.0
300.0
400.0
500.0
600.0
FTE
Emergency Management S…
Field Operations
Fire Prevention
Fiscal & Administrative Ser…
Medical Services
Oﬃce of the Fire Chief
Support Services
Sort A to Z 
       
 
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Office of the Fire Chief 4 4 4
Fiscal & Administrative Services 13 11 11
Field Operations 520.2 520.2 520.2
Fire Prevention 43 40 40
Support Services 31 31 31
Emergency Management Services 7.56 7 7
Medical Services 55.5 46.5 46.5
TOTAL 674.26 659.7 659.7
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Account Clerk III 1 0 0
Accountant II 2 2 2
Accountant III 1 0 0
Administrative Analyst I 1 2 2
Administrative Analyst II 1 2 2
Administrative Assistant I 4 5 5
Administrative Assistant II 5 4 4
606
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Administrative Services Manager I 1 1 1
Assistant Chief of Fire Department 2 2 2
Assistant Fire Marshal-Non Sworn 1 0 0
Assistant to the Director 1 1 1
Battalion Chief (104 Hr) 9 9 9
Battalion Chief (80 Hr) 3 3 3
Budget & Grants Administrator 1 1 1
Business Analyst II 1 1 1
Captain of Fire Department (104 Hr) 46 46 46
Captain of Fire Department (80 Hr) 3 3 3
Chief of Fire 1 1 1
Community Intervention Specialist MACRO 21 18 18
Deputy Chief of Fire Department 2 2 2
Emer Medical Srvcs Coordinator 4 4 4
Emer Serv Manager, Assistant 1 1 1
Emergency Medical Srvcs Instructor, PT 1 1 1
Emergency Medical Technician (MACRO) 21 15 15
Emergency Planning Coordinator 1 1 1
Emergency Planning Coordinator, Sr 3 3 3
Engineer of Fire Department (104 Hr) 67 71 71
Engineer of Fire Department (80 Hr) 2 2 2
Exec Asst to the Director 1 1 1
Fire Communications Dispatcher 21 21 21
Fire Communications Manager 1 1 1
Fire Communications Supervisor 5 5 5
Fire Department Personnel Officer 1 1 1
Fire Division Manager 2 2 2
Fire Equipment Technician 2 2 2
Fire Fighter 181 180 180
Fire Fighter Paramedic 112 109 109
Fire Fighter Paramedic Trainee 8 8 8
Fire Fighter Trainee 22 22 22
Fire Inspection Supervisor 4 4 4
Fire Investigator 3 3 3
Fire Marshall 1 1 1
Fire Marshall, Assistant 1 1 1
Fire Personnel Operations Spec 1 1 1
Fire Prevent Bureau Inspect, Civil 16 15 15
Fire Protection Engineer 6 6 6
Fireboat Attendant, PT 0.2 0.2 0.2
Hearing Officer 1 1 1
Lieutenant of Fire Department 60 60 60
MACRO Program Manager 1 1 1
Management Assistant 2 1 1
Management Intern, PT 0.56 0 0
Manager, Emergency Services 1 1 1
Office Assistant I 1 0 0
Office Assistant II 4 3 3
Office Manager 1 1 1
Program Analyst I 1 1 1
Program Analyst I, PPT 0.5 0.5 0.5
Program Analyst II 1 1 1
Program Analyst III 1 1 1
Public Information Officer II 1 1 1
Student Trainee, PT 2 2 2
US&R Wrhs & Logistics Spec 1 1 1
607
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE TOTAL 674.26 659.7 659.7
608

Build Community Resilience
The Emergency Management Services Division builds community resilience through outreach efforts to engage and inform community members and partners about preparedness, response, and recovery. EMSD supports community organizations to create resilience hubs and partners with community organizations to implement special projects and build community resilience. EMSD is working to build community-level resilience by empowering neighborhood organizations and Community Emergency Response Team (CERT) members to lead their own city-developed and approved trainings to reach new audiences in all the communities of Oakland.

Code Compliance & Enforcement
The Fire Prevention Bureau conducts fire safety inspections of the City’s buildings, structures, vacant lots, and cannabis operations. The Bureau also performs, what are termed state-mandated inspections, which include buildings used for public assemblies, educational purposes, institutional facilities, multi-family residential dwellings, and high-rise structures.

Community Emergency Training
The Emergency Management Services Division delivers preparedness, response, and recovery training to community members and partners which provides an enhanced pathway to a stronger and more resilient jurisdiction.

Community Outreach and Information
Conduct community outreach to engage, inform and train community members and partners in preparedness and response activities, mange the volunteer program, and disseminate public information and warnings for all hazards.

FireFire
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 609
Disaster Council
The Emergency Management Serivces Division facilitates the Disaster Council and supports working groups as established by the Council. An accredited disaster council is required to approve disaster plans, enter into the California Master Mutual Aid Agreement, and certify Disaster Service Workers Volunteers.

Disaster Service Worker Volunteer Program and Volunteer Management Disaster Service Worker Volunteers are an integral part of the City of Oakland's Emergency Operations Plan to respond and recover from disasters. DSW-Vs expand the capability of the City to support essential activities during emergencies and disasters. Outside of disaster operations, volunteers augment EMSD capacity to deliver outreach and training to community members and partners.

Emergency Response
The Emergency Management Services Division activates the Emergency Operations Center (EOC) for emergencies, disasters, and planned events. EMSD ensures proper processes and procedures are followed during activations as required by the Emergency Operations Plan. EMSD develops and maintains a common operating picture for situational awareness and interdepartmental collaboration. EMSD provides structure for communication flow within and across City departments and partners during activations.

Emergency Response and Communication
Develop and maintain emergency mitigation, response, recovery plans, and inventory while participating in county and regional planning and preparedness activities. Activate the EOC for emergencies and planned events.

Ensure proper processes and procedures for efficient communication within and across City departments during emergencies.

Emergency Response and Recovery Training and Exercises
The Emergency Management Services Division develops and executes the city-wide training and exercise program to build emergency response and recovery capability and capacity. EMSD facilitates development and participates in execution of County and regional training and exercise programs.

Emergency Response and Suppression
The Field Operations Bureau is responsible for emergency medical response, fire suppression, mitigation of disasters and rescue activities. All Risk Mitigation.

Emergency Response, Recovery, and Mitigation Planning
The Emergency Management Services Division develops, coordinates, and maintains all City of Oakland emergency mitigation, response, and recovery plans in coordination with internal and external stakeholders.

EMSD collaborates on county, regional, and state emergency planning efforts to ensure a strategic, holistic, and sustainable approach. Every 5 years, EMSD develops the Local Hazard Mitigation Plan and updates it annually.

This is a requirement for the City to receive certain types of mitigation and recovery funding in a disaster and it is used as reference in the application for other grants.

Fire Dispatch and Communications
The Fire Dispatch Center serves as the first point of contact for 9-1-1 callers needing fire or medical services in the City of Oakland. Approximately 77,882 calls are processed each year by highly trained staff.

Investigations and Inspections
610
Investigate suspicious fires, fires resulting in injury or death, and incidents involving hazardous materials, bombs, or incendiary devices. Lead threat and hazard identification efforts to prevent, protect against, mitigate, and respond to hazards. Plan review and approvals of hazardous materials business plan inspections, underground storage tank inspections, and building plans for new construction and improvements to have required fire safety components.

Local Support (Airport Rescue Fire Fighting)
Provides Aircraft Rescue Fire Fighting (ARFF) to San Francisco Bay Oakland International Airport to comply with FAA requirements.

Local Support (Fireboat and US&R)
FEMA-sponsored Search-and-Rescue Team when requested by FEMA or CAOES, maintains the Sea Wolf and other Fire Department rescue boats. Special Operations Battalion Chief handles multi jurisdiction response with internal/external stakeholders such as (BART, Port of Oakland) Part of the county mass mutual aid system.

MACRO
The Mobile Assistance Community Responders of Oakland (MACRO) Program is a community response program for non-violent, non-emergency 911 calls. The purpose of MACRO is to meet the needs of the community with a compassionate care first response model grounded in empathy, service, and community.

Medical Services (MSD)
The Medical Services Division (MSD) is responsible for providing Oakland Fire Department personnel and Mobile Assistance Community Responders of Oakland (MACRO) responders with continuing education and training that meets the state-mandated minimum requirements for Emergency Medical Technicians (EMT) and Paramedics (EMT-P).

Procure and Maintain Emergency Resources
The Emergency Management Services Division identifies, procures, distributes, and maintains emergency resources and supplies for first responders, emergency responders, and disaster service workers.

Public Information and Warning
The Emergency Management Services Division develops Alert and Warning protocols to provide timely and actionable information to the public in an emergency. EMSD disseminates public information and warnings for all hazards in coordination with first responders, dispatch centers, and the City Communications Team. EMSD manages all alert and warning technology (including the city-wide siren system) in coordination with county, state, and federal partners.

Recruit and Training
Provide in-service training for the Fire Academy recruits. Coordinate mandated fire-specific training for all existing and recruit personnel, including state required hours of continued education to maintain certifications and licenses.

Support Services
Support Services is responsible for a broad array of administrative, financial, and programmatic service areas that are essential for maintaining operational readiness. These areas include Fleet Management, utilities, apparatus maintenance and repair, facilities, and other vital services. 611

Administration will provide updated performance measures in the FY25-27 Adopted book. 612

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Office of the Fire Chief
Directs overall policy, planning and management of the fire department. Responsible for providing effective leadership for the Department’s operations through strategic planning, financial reporting, performance measures, staff development and training; serves as the liaison to the Oakland community, Department staff, City management, the Mayor and City Council.

Fiscal & Administrative Services
Manages entry level and promotional recruitments, performance management, worker’s compensation, labor relations; provides training in labor law and practices to supervisory and executive-level staff; provides fiscal administration and analysis, grant management, and payroll and benefits services. 613
Support Services
The Support Services Division manages the timely and cost-effective purchase, acquisition, coordination, maintenance and/or repair of Fire Department facilities, fire apparatus, personal protective safety gear, and tool and equipment. In addition, it oversees the Operations of the Fire Dispatch Center which provides dispatch service support for emergency calls and non-emergency calls throughout the City. Coordinates with the Department of Information Technology and Oakland Police Department to implement and maintain the City’s Integrated Public Safety System (IPSS).

Field Operations
Responsible for emergency medical response, fire suppression, mitigation of disasters and rescue activities. The Field Operations Bureau is the Department’s largest division employing 12 Battalion Chiefs and over 482 suppression personnel. The Field Operations Bureau handles nearly 80,000 emergency incidents a year, which includes fire, rescue, medical aid and other calls for service.

Fire Prevention
Under the direction of the Fire Marshal, the Fire Prevention Bureau (FPB) provides overall fire code regulatory compliance functions for the City of Oakland. The FPB serves to directly benefit the health and life safety well- being of the entire community, through comprehensive fire protection engineering review and approval of new construction and tenant improvement plans, for fire and life safety comportment, and through comprehensive inspection and enforcement of the CA Fire Code. Annual inspection programs include: State-mandated and operational permit inspections conducted by FPB code inspectors, with non-permitted and multi-unit residential inspections performed by engine company personnel. Vegetation Management inspections in the Very High Fire Danger zones of Oakland Hills are conducted by FPB suppression district inspectors, with residential lots inspected by engine company personnel. The FPB also directly manages hazardous building referrals from engine companies for a thorough compliance enforcement follow-up; and coordinates fire cause investigations with three sworn investigators. The FPB has a very robust Public Fire Education Program (ages pre-school to seniors) that reaches thousands of citizens annually.

Emergency Management Services
In advance of any threat, hazard, technical or planned event that compromises safety and security; and overwhelms the city’s ability to maintain continuity and provide services, the Emergency Management Services Division (EMSD) is in a perpetual cycle of preparedness: planning, organizing and equipping the City to not only respond to, but to recover from and mitigate against any crises that affects our city, the region, the state and beyond. Through internal and external training and exercising, we can test our capabilities, explore our vulnerabilities and evaluate and review our plans. Education of the public; enhance the CORE program and Community Emergency Response Team (CERT) training and collaboration and coordination across governments, inclusive of private partners and special districts, is paramount to the ‘whole community’ approach towards resilience. The EMSD works to maintain a state of readiness for the City of Oakland, aligning with state and federal legislation as well as the National Preparedness Goal.
614

Medical Services
Ensures voter-mandated emergency medical services to the citizens, businesses and visitors of Oakland; manages programs related to continuous paramedic training in accordance with local, state and federal guidelines; maintains inventory of equipment for Basic/Advanced Life Support and tracks and manages all licenses and certifications for all paramedics and EMTs; develops preventive health programs for the community; provides EMT and Paramedic-related classes, such as CPR, First Aid and Automated External Defibrillation.

Medical Services also is home to the Mobile Assistance Community Responders of Oakland (MACRO) Program, which is a community response program for non-violent, non-emergency 911 calls. MACRO’s purpose is to meet the community's needs with a compassionate care first-response model grounded in empathy, service, and community. MACRO's goal is to reduce police responses, resulting in fewer arrests and negative interactions and increased access to community-based services and resources for impacted individuals and families, most especially for Black, Indigenous, and People of Color (BIPOC).

DEPARTMENT FACTS
Established in 1869, the Oakland Fire Department (OFD) has a rich history of dedicated men and women providing the highest quality and highest level of courteous and responsive service to the residents and visitors of Oakland. This is accomplished by implementing comprehensive strategies and training in fire prevention, fire suppression, emergency medical services, and all risk mitigation, including: human-caused and natural disasters, emergency preparedness, 9-1-1 services and community-based fire services.

OFD includes:
493 authorized sworn personnel for fire suppression and emergency response (24-hour shifts or 40-hour position assignments)
136.7 authorized (full and part-time) civilian personnel 30 authorized trainees
25 Fire Stations, which includes equipment and resources such as:
24 engine apparatus
7 aerial apparatus
Hazardous materials response team
Technical rescue team
Airport rescue company
Water rescue team
Specialized wildland response apparatus
Over 60,000 response calls annually, of which 80% are calls for emergency medical services 615

LIBRARY
Mission Statement
Your Oakland Public Library empowers all people to explore, connect, and grow.

The Oakland Public Library values diversity, equity, community, responsive service, adaptability, empowerment, and joy.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Reductions
Equity Consideration: The proposed freeze is not expected to result in a discernible impact on service delivery. The positions are currently vacant and not critical to the department’s ability to maintain existing Add $675,000 to purchase and install 300 new desktop computers (to replace current computers that are more than 10 years old) and will upgrade the network firewalls Equity Consideration: This will upgrade existing public access at computing centers that service Covered Populations at 18 library locations throughout the City of Oakland.

1. Delete 1.0 Museum Guard
Equity Consideration: The proposed delete is not expected to result in a discernible impact on service delivery. The position is currently vacant and not critical to the department’s ability to maintain existing service levels.

1. Freeze 1.0 FTE Account Clerk III, Administrative Analyst II, Library Assistant Senior, Library Assistant PT, Project Manager, Librarian I PT, (2) 0.74 Library Aide PT, (2) 0.60 Librarian I PPT, and (3) 0.60 Library Assistant PPT.

2. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 616
service levels.

SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26-27 FD_1010 Delete Freeze 0.20 FTE Librarian I PT Librarian I, PT.AP216 -0.2 (21,580.00) -0.2 FD_1010 Delete Freeze 0.20 FTE Library Assistant PT Library Assistant, PT.SS139 -0.2 (18,276.00) -0.2 FD_1010 Delete Freeze 0.40 FTE Library Aide PT Library Aide, PT.SS138 -0.4 (23,548.00) -0.4 FD_1010 Freeze Freeze 0.60 FTE Library Assistant PPT Library Assistant, PPT.AP227 -0.6 (82,759.00) -0.6 FD_1010 O&M Adds Other Contract Services in Library Systemwide Support 50,000.00 FD_1010 O&M Reduces Other Contract Services in Library Systemwide Support (76,961.00) FD_1010 Transfer Transfers Position from FD_1010 to FD_2241 in Branch Library Se… Librarian II.AP217 -2 (373,092.00) -2 FD_1010 Transfer Transfers Position from FD_1010 to FD_2241 in Library Systemwi… Librarian II.AP217 -0.5 (93,128.00) -0.5 FD_1010 Transfer Transfers Position from FD_1010 to FD_2241 in Main Library Servi… Library Assistant.AP223 -0.5 (68,964.00) -0.5 FD_1010 Transfer Transfers Position from FD_1010 to FD_2243 in Library Systemwi… Librarian II.AP217 -0.5 (92,184.00) -0.5 FD_1010 Transfer Transfers Position from FD_1010 to FD_2243 in Main Library Servi… Librarian II.AP217 -0.5 (91,422.00) -0.5 FD_2241 Delete Delete 0.60 Museum Guard PPT in Library Systemwide Support Museum Guard, PPT.PS157 -0.6 (66,237.00) -0.6 FD_2241 Freeze Freeze 0.74 FTE Library Aide PT Library Aide, PT.SS138 -0.74 (43,563.00) -0.74 617

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Library Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 10.0M

20.0M

30.0M

40.0M

50.0M
Dollars
General Funds
Special Revenue Funds
Capital Project Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
       
 
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $10,541,452 $12,398,005 $11,738,658 $11,729,715 Measure HH (SSBDT) $16,578 $0 $0 $0
GENERAL FUNDS TOTAL $10,558,030 $12,398,005 $11,738,658 $11,729,715 Special Revenue Funds
California Library Services $163,455 $0 $0 $0
Meas. Q-Library Services Retention & Enhancement $20,548,907 $22,170,810 $20,793,460 $21,377,316 Meas. D - Parcel Tax for Library Services $15,393,231 $18,251,710 $17,930,337 $17,156,286 SPECIAL REVENUE FUNDS TOTAL $36,105,593 $40,422,520 $38,723,797 $38,533,602 Capital Project Funds
Meas. KK: Infrastructure Series 2020B-1 (Tax Exempt) $5,936 $0 $0 $0 Meas. KK: Infrastructure 2022 $7,136 $0 $0 $0
CAPITAL PROJECT FUNDS TOTAL $13,072 $0 $0 $0
Fiduciary Funds/Trust & Agency Funds
Oakland Public Library Trust $73,715 $103,399 $103,399 $103,399 FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL $73,715 $103,399 $103,399 $103,399 TOTAL $46,750,410 $52,923,924 $50,565,854 $50,366,716
618
Expenditures By Category
Broken down by
Expenses Library
Visualization
Personnel & Overhead
$34,369,431 (68.0%)
Operations & Maintenance
$8,973,221 (17.7%)
Internal Services
$7,199,527 (14.2%)
Capital
$21,175 (0.0%)
Debt & Other
$2,500 (0.0%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Transfers
Sort By Chart of Accounts 
         
Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial African American Museum & Library at Oakland $1,551,120 $1,591,141 $1,337,022 $1,326,316 Branch Library Services $21,603,443 $23,619,955 $22,296,371 $22,132,362 Library Systemwide Support $17,524,762 $21,094,419 $20,585,833 $20,613,209 Literacy Programs $310,770 $399,425 $385,235 $382,128
Main Library Services $5,760,315 $6,218,984 $5,961,393 $5,912,701 TOTAL $46,750,410 $52,923,924 $50,565,854 $50,366,716
619

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Library FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 50.0
100.0
150.0
200.0
FTE
African American Museum …
Branch Library Services
Library Systemwide Support
Literacy Programs
Main Library Services
Sort A to Z 
       
 
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE African American Museum & Library at Oakland 7.2 6.2 6.2 Branch Library Services 129.79 127.05 127.05
Library Systemwide Support 63.4 58 58.5
Literacy Programs 2 2 2
Main Library Services 33.2 33.2 33.2
TOTAL 235.59 226.45 226.95
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Account Clerk III 3 2 2
Accountant III 1 1 1
Administrative Analyst II 1 0 0
Administrative Services Manager I 1 1 1
Administrative Services Manager II 1 1 1
Archivist 1 1 1
Associate Director, Library Services 1 1 1
Business Analyst II 1 1 1
Business Analyst IV 1 1 1
620
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Capital Imp Proj Coord, Asst 1 1 1
Curator AAMLO, Chief 1 1 1
Director of Library Services 1 1 1
Exec Asst to the Director 1 1 1
Graphic Design Specialist 1 1 1
Librarian I 26 26 26
Librarian I, PPT 4.8 3.6 3.6
Librarian I, PT 1.7 1.5 1.5
Librarian II 35 35 35.5
Librarian II, PPT 1.2 1.2 1.2
Librarian II, PT 0.2 0.2 0.2
Librarian, Senior 11 11 11
Librarian, Senior, PPT 1.2 1.2 1.2
Librarian, Supervising 5 5 5
Library Aide 24 24 24
Library Aide, PPT 24.8 24.8 24.8
Library Aide, PT 4.52 3.38 3.38
Library Assistant 37 37 37
Library Assistant, PT 2.47 2.27 2.27
Library Assistant, Senior 14 13 13
Library Assistant, Senior, PPT 0.6 0.6 0.6
Library Asst, PPT 15 13.2 13.2
Museum Guard, PPT 0.6 0 0
Museum Guard, PT 0.5 0.5 0.5
Museum Project Coordinator 1 1 1
Office Assistant I 1 1 1
Office Assistant II 2 2 2
Program Analyst II 1 1 1
Program Analyst III 2 2 2
Project Manager 2 1 1
Web Specialist 1 1 1
TOTAL 235.59 226.45 226.95
621

Safe and Comfortable Access to Facilities
Maintain 18 libraries for Oakland residents that offer a range of services and programs.

Circulation and Information Services
Provide service to customers to allow them to check out materials, return materials, obtain or replace library cards, place-holds, update account information, ask questions and receive help.

Technology Access
Provide free Wi-Fi, PCs, high-speed internet, printing, scanning, faxing, circulating hotspots and Chromebooks.

Free Online Resources
Provide e-services such as, e-books/magazines, e-audiobooks, online programs, streaming music and movies, Discover and Go, online tutoring, and subscription databases.

Social Services Resources and Information
Facilitate access to social service support for employment, taxes, housing, food, legal, education, health, etc.

Public Communication
Engage with residents and keep them informed about Library services and all the exciting activities.

LibraryLibrary
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 622

Administration will provide updated performance measures in the FY25-27 Adopted book. 623

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
African American Museum & Library At Oakland
This program represents the programs, collections and archives provided at the African American Museum & Library at Oakland (AAMLO) on the culture and history of African Americans in Northern California and the Bay Area.

Branch Library Services
This program represents the services provided by the 16 Branch Libraries located throughout Oakland.

Library System-Wide Support
This program represents the system-wide services provided by Administration, the Finance and Administrative Unit, Teen Services, Children’s Services, Community Relations, Materials Unit, Computer Services Unit, and the Acquisitions and Cataloging Unit.
624
Literacy Programs
This program represents the literacy services provided by the Second Start Adult Literacy Program.

Main Library Services
This program represents the public services provided at the Main Library. These include General Reference services, the Oakland History Center, Magazines and Newspapers Room, Children’s Room, Computer Lab and Circulation.

DEPARTMENT FACTS
The Oakland Public Library (OPL), founded in 1878, is the second-oldest public library in California. In addition to its Main library, 16 neighborhood branches and African American Museum & Library at Oakland (AAMLO), the Oakland Public Library is expanding its effort to engage people in the community by making resources available online. The library provides free public access to technology - computers, high-speed Wi-Fi, hotspots, and laptops - to help bridge the digital divide. Facilities, programs and services include:
1 main library and 16 neighborhood branches
Second Start Adult Literacy Program
Tool Lending Library
African-American Museum and Library at Oakland
2,051,503 million items in collection

2.38 million physical items checked out
490,869 e-materials checked out
4,549 live and virtual programs held
127,934 attendees to live and virtual programs
168,467 uses of public internet computers
1,947,657 virtual visits to the library website
625

PARKS, RECREATION, & YOUTH DEVELOPMENT
Mission Statement
With an emphasis on Oakland’s youth, OPRYD believes that parks change lives by empowering communities to play, connect, explore and engage. By providing open spaces, recreational activities, and equitable services, we strive to develop resilient children and robust communities. Through intentional partnerships, we can build safer, stronger and more engaged neighborhoods.

We imagine an Oakland where all have access to safe, green parks; culturally relevant, age-appropriate programming; and a lifetime’s worth of recreational opportunities.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Adds $825,000 in O&M for the youth summer programs and camps. These funds would secure and fund several summer programs and camps provided by the City.

Equity Consideration: These programs help prevent summer learning loss, support working families, reduce youth involvement in risky behaviors, and promote long-term educational and economic mobility.

Additionally, youth summer programs are an essential resource to close opportunity gaps by providing access to academic support, enrichment, career exposure, and safe, structured environments—especially for low-income and historically marginalized youth.

1. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 626
Reductions
Deletes $195,000 in O&M for the West Oakland Youth Center (WOYC) Program.

Equity Consideration: OPRYD participant demographics for the area surrounding WOYC, (deFremery Rec.

Center 94607 and Willie Keyes Rec. Center 94608), 77% of participants are people of color. Eliminating services in this area would have a significant equity impact.

1. Deletes $113,010 in O&M for Cultural Arts, Nature, & Science (CANS) programs.

Equity Consideration: The Cultural Arts, Nature, & Science (CANS) programs offer immersive experiences in arts, culture, and nature for all ages. CANS fosters creativity and knowledge through diverse artistic expressions, cultural exploration, and encounters with the natural world.

2. Freezes 1.0 FTE Facility Manager. There is no service impact as the position was vacant.

Equity Consideration: There is no discernible equity impact from this action.

3. Deletes 2.0 FTE Public Service Representative. There is no service impact as the positions were vacant.

Equity Consideration: The positions were intended to bridge the communication gap with City staff and the public around OPRYD topics. Eliminating these positions would likely result in a significant backlog of public concerns and decreased efficiency in addressing public inquiries.

4. Deletes 6.54 FTE for recreation services and programs. There is no service impact as the positions were vacant.

Equity Consideration: Reducing recreation programs can limit access to affordable activities, especially for low-income families, youth, seniors, and marginalized groups. These programs often serve as vital spaces for physical health, youth development, social connection, and community inclusion. Their reduction can widen existing health, economic, and social disparities, particularly in underserved communities that rely most on public services for well-being, safety, and opportunity.

5. Freezes 17.71 FTE for recreation services and programs. There is no service impact as the positions were vacant.

6. 627

SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26-27 FD_1010 Freeze Freeze Position in Aquatics & Boating Recreation Program Director.PP135 -0.76 (101,183.00) -0.76 FD_1010 Freeze Freeze Position in Central Administration Administrative Services Manager II.… -1 (293,615.00) -1 FD_1010 Freeze Freeze Position in Town Camp & Town Enrichment Program Recreation Leader II, PPT.PP133 -1.75 (163,585.00) -1.75 FD_1010 O&M Adds Other Contract Services in Town Camp & Town Enrichment Pr… 643,625.00 FD_1010 O&M Reduces Other Contract Services in Central Administration (145,000.00) FD_1010 Transfer Transfers Position from FD_1010 to FD_1030 in Central Administr… Administrative Analyst II.AP106 -1 (187,536.00) -1 FD_1010 Transfer Transfers Position from FD_1010 to FD_1030 in Cultural Arts & Ro… Recreation Specialist II, PT.PP139 -0.34 (28,364.00) 0 FD_1010 Transfer Transfers Position from FD_1010 to FD_1030 in Cultural Arts & Ro… Recreation Supervisor.SC209 -1 (180,177.00) -1 FD_1010 Transfer Transfers Position from FD_1010 to FD_1030 in East Oakland Spo… Recreation Center Director.PP131 1 152,961.00 1 FD_1010 Transfer Transfers Position from FD_1010 to FD_1030 in Town Camp & Tow… Recreation Aide, PT.SS177 -1.58 (79,855.00) -1.58 FD_1010 Transfer Transfers Position from FD_1010 to FD_1030 in Town Camp & Tow… Recreation Center Director.PP131 -3 (455,633.00) -3 FD_1010 Transfer Transfers Position from FD_1010 to FD_1030 in Town Camp & Tow… Recreation Leader I, PT.PP132 -2.65 (150,219.00) -2.65 FD_1010 Transfer Transfers Position from FD_1010 to FD_1030 in Town Camp & Tow… Recreation Leader II, PT.PP134 -0.97 (62,395.00) -0.97 628

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Parks, Recreation, & Youth Dev… Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 10.0M

20.0M

30.0M

40.0M
Dollars
General Funds
Special Revenue Funds
Enterprise Funds
Internal Service Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
       
 
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $14,905,273 $11,801,527 $12,535,426 $12,821,917 Measure HH (SSBDT) $3,966,515 $5,415,079 $4,132,292 $4,321,042 Self Insurance Liability $0 $629,362 $692,722 $944,043
Kid's First Oakland Children's Fund $72,865 $0 $0 $0
OPRCA Self Sustaining Revolving Fund $9,839,331 $11,278,356 $6,102,346 $6,271,871 GENERAL FUNDS TOTAL $28,783,984 $29,124,324 $23,462,786 $24,358,873 Special Revenue Funds
California Parks and Recreation $0 $0 $50,000 $0
Lighting and Landscape Assessment District $4,999,279 $9,865,537 $9,918,200 $9,821,900 Parks and Recreation Grants 2001 $41,999 $16,847 $16,847 $16,847 SPECIAL REVENUE FUNDS TOTAL $5,041,278 $9,882,384 $9,985,047 $9,838,747 Enterprise Funds
Golf Course $1,384,587 $744,266 $771,746 $791,517
ENTERPRISE FUNDS TOTAL $1,384,587 $744,266 $771,746 $791,517 Internal Service Funds $710,845 $0 $8,160 $8,240
Fiduciary Funds/Trust & Agency Funds
Grant Clearing $4,410 $0 $0 $0
Miscellaneous Trusts $0 $264,270 $264,270 $264,270
FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL $4,410 $264,270 $264,270 $264,270 TOTAL $35,925,104 $40,015,244 $34,492,009 $35,261,647
629
Expenditures By Category
Broken down by
Expenses Parks, Recreation, & Youth Dev…
Visualization
Personnel & Overhead
$19,328,130 (56.0%)
Operations & Maintenance
$3,824,898 (11.1%)
Internal Services
$11,270,540 (32.7%)
Capital
$0 (0.0%)
Debt & Other
$68,441 (0.2%)
Transfers
$0 (0.0%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Transfers
Sort By Chart of Accounts 
         
Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Central Administration $4,994,104 $7,380,755 $6,136,713 $6,528,600 Town Camp & Town Enrichment Program $16,156,623 $16,489,835 $15,461,422 $15,809,641 Cultural Arts & Rotary Nature $2,514,419 $2,183,639 $1,614,468 $1,557,222 Sports $4,627,268 $4,148,486 $3,741,546 $3,711,685
Aquatics & Boating $2,646,062 $4,059,825 $3,421,967 $3,470,223 East Oakland Sports Center $2,058,943 $1,982,289 $1,495,157 $1,377,261 Facilities Rental & Parking $2,927,685 $3,770,415 $2,620,736 $2,807,015 TOTAL $35,925,104 $40,015,244 $34,492,009 $35,261,647
630

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Parks, Recreation, & Youth Development FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 50.0
100.0
150.0
200.0
FTE
Aquatics & Boating
Central Administration
Cultural Arts & Rotary Nature
East Oakland Sports Center
Facilities Rental & Parking
Sports
Town Camp & Town Enrich…
Sort A to Z 
       
 
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Central Administration 14 11 11
Town Camp & Town Enrichment Program 100.23 96.68 96.68
Cultural Arts & Rotary Nature 14.01 11.41 11.41
Sports 27.12 25.82 25.82
Aquatics & Boating 28.86 22.29 22.29
East Oakland Sports Center 15.75 9.25 8.25
Facilities Rental & Parking 20.98 15.23 15.23
TOTAL 220.95 191.68 190.68
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Account Clerk II 1 1 1
Accountant III 1 1 1
Administrative Analyst II 1 1 1
Administrative Services Manager I 1 1 1
Administrative Services Manager II 1 0 0
Aquatics Program Coordinator 1 1 1
Assist Director, Parks & Rec 1 1 1
631
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Business Analyst II 1 1 1
Capital Imp Proj Coord, Asst 1 1 1
Director of Parks & Recreation 1 1 1
Exec Asst to the Director 1 1 1
Facility Manager 1 0 0
Facility Security Assistant 2.98 2.98 2.98
Facility Security Assistant, PT 6 6 6
Lifeguard, PT 17.12 16.2 16.2
Management Assistant 1 1 1
Manager, Recreation Services 1 0 0
Marine Sports Program Coordinator 1 1 1
Office Manager 1 1 1
Pool Manager, PT 3.25 3.18 3.18
Public Information Officer II 1 1 1
Public Service Representative 4 4 4
Public Service Representative, PT 2 0 0
Recreation Aide, PT 11.13 11.13 11.13
Recreation Attendant I, PT 6.58 6.58 6.58
Recreation Attendant II, PPT 1 1 1
Recreation Attendant II, PT 1.68 1.68 1.68
Recreation Center Director 23 19 19
Recreation General Supervisor 2 1 1
Recreation Leader I, PT 33.66 33.66 33.66
Recreation Leader II, PPT 23.05 15.05 15.05
Recreation Leader II, PT 11.79 10.29 10.29
Recreation Program Director 10 8 7
Recreation Specialist I, PPT 0.75 0.75 0.75
Recreation Specialist I, PT 11.45 9.35 9.35
Recreation Specialist II, PPT 2.95 2.2 2.2
Recreation Specialist II, PT 1.95 1.09 1.09
Recreation Specialist III, PPT111616 0.8 0 0
Recreation Specialist III, PT 5.18 5.18 5.18
Recreation Supervisor 9 8 8
Special Events Coordinator 1 1 1
Sports Official, PT 2.56 2.56 2.56
Sports Program Coordinator 1 1 1
Stagehand, PT 0.6 0.6 0.6
Student Trainee, PT 0.8 0.8 0.8
Van Driver, PPT 0.75 0.75 0.75
Water Safety Instructor, PT 5.92 4.65 4.65
TOTAL 220.95 191.68 190.68
632

Community Centers, Programs, & Services
Provide instruction in recreation with an emphasis on youth development. Provide information and access to the Arts, Nature, Sciences, and out-of-school Enrichment programs. The programs offered are Town Summer Camp, and a camp for Tennis, Golf, Boating and Nature.

Sports
Provide opportunities for organized sports and sports leagues that includes fitness, tennis, golf, swimming, boating, and traditional court and field sports. Sport field rental is also offered.

Facility Services
Provide facility & park rentals to allow for events, social and cultural interactions. Includes parking staff, park & restroom closure, enterprise facility attendant, and transportation.

Parks, Recreation, & YouthParks, Recreation, & Youth
DevelopmentDevelopment
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 633

Administration will provide updated performance measures in the FY25-27 Adopted book. 634

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Youth Development
Core Services
With equity central to the mission, OPRYD provides services throughout Oakland. Resources include 149 parks, 68 ball fields, 42 tennis courts, 24 community centers, 6 swimming pools, 3 Cultural Arts facilities, 2 boating centers, 1 inclusion center and citywide youth programming. OPRYD aims to create supportive environments for citizens and visitors to explore their interests, develop new skills and gain knowledge through social, athletic, civic, artistic, health and wellness activities. This is achieved by accessing resources facilitated by exceptional staffs that are skilled and trained professionals.
635
Town Camp & Town Enrichment
Town Camp is our summer camp model providing youth experiences to learn, create and play. Town Enrichment is our after-school model offering learning assistance as well as structured play activities. Our Inclusion Program also includes learn and play activities for our youth with developmental and physical challenges.

Town Camp allows participants to learn leadership skills and develop self-confidence in a safe and inclusive environment. Town Camp is an 8-week summer experience that aids our youth ages 5-12 with academic, enrichment, and recreational programs. Each week of camp incorporates an exciting theme, including crafts, games, sports, and cooking projects. Our “Reading is Fun” and “Math Power Hour” reinforce positive skills.

Participants will build self-confidence, healthy living, and personal growth.

Our Town After School Program (TAP) provides structured games and activities, homework assistance, and Science, Technology, Engineering, Arts, & Math (STEAM) activities. Creative play is a central theme that focuses on developing much-needed social and emotional skills. Cultural Awareness projects are integrated into the curriculum allowing participants to explore diverse perspectives, ideas, beliefs, and customs. OPRYD’s Town After School Program is a place where every child can learn and explore in a safe and enriching environment. Our program extends your child’s school day experience and is a part of your community.

Inclusion Recreation programs and services support youth with developmental and physical challenges. The programming provides opportunities for youth to learn and play.

Cultural Arts, Nature & Science
Cultural Arts Nature & Science provides a new era of experiential opportunities that appeal to our communities through arts, culture and nature. Committed to enriching and invigorating the spirit of youth and adults, Cultural Arts Nature & Science will cultivate cultural richness for the Oakland community, while integrating and exposing communities to technological advances in STEM/STEAM.

Sports
The Sports program aims to provide an extraordinary variety of athletic and leisure opportunities that meet the interests and needs of a broad range of citizens and visitors. Participants will develop physically, intellectually and personally, all while having fun.

Aquatics - Swimming & Boating
Aquatics & Boating offer a range of skills in water safety. Based on personal goals, participants can learn to swim and progress to competitive swim. Boating courses are offered at Lake Merritt and Jack London Square to navigate water vessels.

East Oakland Sports Center
East Oakland Sports Center (EOSC) is an affordable fee-based membership to a state-of-the art facility providing exercise equipment, lap swim, and exercise classes to encourage health and healthy lifestyle. EOSC also offers personal training, dance, and self-defense classes for additional fees.

Facilities Rental & Parking
636
OPRYD Enterprise Facilities are affordable and offer perfect rental options for business and community meetings, ceremonies, receptions, parties and walk-a-thons in beautiful open park settings. Tables, chairs, approved caterers, commercial kitchens and party rentals are available at a nominal fee. Guests can celebrate inside and outside in quaint and serene settings making events memorable.

There are 8 Enterprise Facilities available for rent: Jack London Aquatic Center, Joaquin Miller Community Park Garden Center, Leona Lodge, Morcom Rose Garden, Sequoia Lodge, Park Garden Center, Leona Lodge, Morcom Rose Garden, Sequoia Lodge, and the Dunsmuir Hellman Historical Estate. Fee-based parking is offered at Lake Merritt.

Auxiliary Recreation Services
Auxiliary Recreation Services primarily consists of the Oakland Park Stewards, park Barrier & Bathroom closures, and coordination of citywide transportation and fleet management. The Oakland Park Stewards focus on providing community outreach; delivery information and resources throughout the city, especially at popular park venues. Additionally, the Auxiliary Recreation Services unit supports our youth development programs via the coordination of transportation. Lastly, the Bathroom & Barrier closure crew secures bathroom facilities at designated locations throughout the City, to ensure the health and safety of park visitors and security of our assets.

DEPARTMENTAL FACTS
With an emphasis on Oakland’s Youth, Oakland Parks, Recreation, and Youth Development (OPRYD) and its partners provide best in class, relevant and equitable programs and services, while meeting the specific needs of people and communities both at the neighborhood level and regionally throughout the City of Oakland. We achieve this mission through intentional engagement and by removing the barriers that prohibit equitable opportunities for all. OPRYD offers critical quality-of-life programming in areas of enrichment, cultural arts, youth development, sports and physical activities, health and wellness, water safety, and other leisure activities for adults, youth, and children. Programs and Camps at recreation centers, pools and parks are part of the efforts to promote health, stem obesity, and encourage civic participation, personal development, and empowerment.

OPRYD operates:
2,500 acres of open space
140 Parks
66 Ball Fields
44 Tennis Courts
38 Recreation Facilities
24 Recreation Centers
5 Pools
2 Boating Centers
637
2 Discover Science Centers
Digital Arts and Culinary Academy Center
Malonga Casquelourd Center for the Arts with 74-single room occupancy apartments available for rent to lo- cal artists
Studio One Art Center
Nature Center (reopened February 2019)
East Oakland Sports Complex with Indoor Water Park
Inclusion Center with 3 Extension Programs
14 Rental Venues
17 Community Gardens
5 Dog Play Areas; 22 Dog Friendly Parks
3 Golf Courses
2 Skate Parks
A host of other public facilities and programs which are designed for tiny tots to seniors, collectively serving over 95,000 enrolled participants and over a million drop-in users annually. 638

HUMAN SERVICES
Mission Statement
The Human Services Department (HSD) promotes the health, education and well-being of Oakland children, youth, families, single adults and seniors by providing free resources and programs to build strong Oakland communities through civic engagement with the support of grassroots leadership. We collaborate with a diverse group of local organizations to eliminate poverty, economic and racial disparities by addressing the current and emerging needs of the community.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Adds 1.0 FTE Administrative Services Manager II for Human Services Fiscal Operations.

Equity Consideration: There is no discernible equity impact from this action.

1. Adds 2.0 FTE Administrative Analyst I for Fiscal Operations and Community Housing Services and 1.0 FTE Administrative Analyst II for Aging & Adult Services. These analysts are crucial to these three divisions within Human Services to better evaluate and improve departmental processes, policies, and operations to increase efficiency and effectiveness. They collect and analyze data, prepare reports, and make recommendations to help departments make informed decisions and solve administrative problems.

Equity Consideration: The Human Services Department provides programs and support to improve the well-being of individuals and families, especially those facing economic hardship, health challenges, or social disadvantages. Services provided to Oaklanders often include housing assistance, food programs, child welfare, mental health support, employment services, and aid for seniors and people with disabilities.

2. Adds 1.0 FTE Case Manager I for Aging & Adult Services. Case managers are often the main point of contact for seniors. The City provides programming that support independence, safety, health, and active living for seniors. We work with community partners to deliver services that include care management, jobs, training,

3. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 639
Reductions
volunteering, recreation and transportation assistance. This position would increase the department’s capacity to deliver and provide senior programs and services.

Equity Consideration: There are an estimated 60,000 Oakland residents who are over the age of 65. The programs and services provided by the City focus on ensuring fair and equal access to resources and opportunities for older individuals, particularly within the context of housing, healthcare, financial security, and independence.

Restores 1.0 FTE Deputy Director, Housing for Community Housing Services.

Equity Consideration: The Community Homeless Services division provides housing and services to approximately 2,500 homeless individuals. Of those, more than 60% are Black or African American, reflective of the disproportionate number of Black or African American, and LatinX people who are experiencing homelessness relative to the overall racial demographics of the City.

4. Reduces $1,328,000 in FY 2025-26 and $495,000 in FY2026-27 in O&M funding for the Kids First allocation based on a decrease in General Purpose Fund unrestricted revenues per the City Charter. The Kids First program contracts with community organizations to provide services to children.

Equity Consideration: This decrease impacts vulnerable children in Oakland's BIPOC low-income communities. Oakland Kids First works with 125 core youth leaders and 3,400 additional high school students each year across programs. Kids First programs advance safe and caring school cultures, support youth to advocate for their needs and priorities, and improve educational equity, racial justice, and academic outcomes for low-income students of color.

1. Deletes 1.0 FTE Health & Human Services Program Planner in Community Housing Services. Planner's role is to write scope of work, develop programmatic budgets, negotiate contracts, write and edit council reports and resolutions, supervise staff, develop data reports, complete funder reports, meet with providers regarding programmatic and funding concerns, and be the liaison for outside agencies as well as present reports to city council and other leadership departments.

2. Deletes 1.0 FTE Case Manager I for Community Housing Services. Case managers are often the main point of contact for a person navigating the homelessness system and are critical in helping break the cycle of homelessness. This reduction would decrease the department’s capacity to assess the effectiveness of homelessness services.

3. Transfers 3.0 FTE Custodian and 1.0 FTE Custodian Supervisor positions from the Human Services Department to Oakland Public Works. These positions were no longer needed in HSD due to the reduced hours to Oakland's Senior Centers.

Equity Consideration: There is no discernible equity impact from this action.

4. Freezes 1.0 FTE Agency Administrative (Fiscal) Manager for 6 months in FY25-26. The Fiscal Manager is responsible for managing a complex budget composed of federal, state, and local revenues and ensuring compliance with the associated regulations and managing annual audits. The Fiscal Manager supports the

5. 640
Executive Team in monitoring expenditures and identifying opportunities to increase efficiencies and maximize the impact of resources on community services. The Fiscal Manager also leads the department's two-year budget development process and ensures compliance with complex grant regulations and contracting requirements.

Equity Consideration: There is no discernible equity impact from this action.

SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26-27 FD_1010 Add Adds Position in HSD Administration Administrative Analyst I.AP103 0.3 48,593.00 0.3 FD_1010 Add Adds Position in HSD Administration Administrative Services Manager II.… 0.25 73,402.00 0.25 FD_1010 Delete Deletes Position in Aging & Adult Services Administrative Assistant I.SS102 -3 (367,648.00) -3 FD_1010 Freeze Freeze Position in Aging & Adult Services Administrative Assistant I.SS102 0 (80,347.00) -1 FD_1010 Freeze Freeze Position in Community Housing Services Data Analyst III.AP172 -1 (253,617.00) -1 FD_1010 Freeze Freeze Position in HSD Administration Health & Human Services Program … 0 (48,683.00) -0.35 FD_1010 O&M Adds Other Contract Services in Aging & Adult Services 625,000.00 FD_1010 O&M Adds Other Contract Services in Community Housing Services 2,362,083.00 FD_1010 O&M Adds Other Contract Services in Early Childhood & Family Services 1,632,729.00 FD_1010 O&M Reduces Operating Transfers Out in Children & Youth Services (1,328,034.00) FD_1010 O&M Reduces Other Contract Services in Alameda Cty. - Oakland Comm… (100,000.00) FD_1010 O&M Reduces Other Contract Services in HSD Administration (420,263.00) FD_1010 Revenue Adds Transfers from Fund Balance revenues 564,730.00 641

FINANCIAL INFORMATION
Expenditures By Fund
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 100.0M
-25.0M

25.0M

50.0M

75.0M
125.0MDollars
General Funds
Special Revenue Funds
Internal Service Funds
Fiduciary Funds/Trust & Ag…
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $44,415,542 $43,077,625 $36,356,982 $36,027,666 Measure HH (SSBDT) $692,886 $845,403 $2,080,724 $2,066,419 Kid's First Oakland Children's Fund $18,503,636 $23,565,016 $22,744,353 $23,576,450 Affordable Housing Trust Fund $373 $116,897 $423,696 $893,935 Multi Service Center/Rent $28,820 $107,050 $107,050 $110,047 GENERAL FUNDS TOTAL $63,641,257 $67,711,991 $61,712,805 $62,674,517 Special Revenue Funds
Department of Agriculture $241,979 $426,870 $686,870 $686,870 HUD-ESG/SHP/HOPWA $9,699,364 $13,576,207 $13,660,110 $13,660,110 HUD-CDBG $976,001 $1,140,805 $1,140,805 $1,140,805
Federal Action Agency $385,767 $591,147 $384,360 $384,360 Department of Health and Human Services $14,735,042 $18,746,218 $18,722,008 $18,720,744 California Department of Education $6,802,764 $6,765,588 $3,397,265 $3,397,265 State of California Other $21,720,201 $15,953,415 $3,686,883 $3,686,883 County of Alameda: Grants $216,650 $650,665 $672,002 $702,486 Private Grants $0 $74,898 $74,898 $74,898
Measure B: Paratransit - ACTC $1,052,922 $0 $0 $0
Measure BB - Paratransit $1,399,686 $3,932,688 $3,197,067 $3,197,067 Meas. Q- Parks & Recreation Preservation $6,732,293 $8,914,498 $7,635,305 $7,925,865 Measure AA - First 5 $2,559,349 $6,580,608 $6,580,608 $6,580,608 Vacant Property Tax Act Fund $0 $70,401 $1,000,000 $1,000,000 642
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Social Services Grants $11,990 $0 $0 $0
SPECIAL REVENUE FUNDS TOTAL $66,534,008 $77,424,008 $60,838,181 $61,157,961 Internal Service Funds
City Facilities $593,158 $680,138 $179,370 $162,148
INTERNAL SERVICE FUNDS TOTAL $593,158 $680,138 $179,370 $162,148 Fiduciary Funds/Trust & Agency Funds
Grant Clearing -$268,777 $0 $0 $0
Oakland Senior Center: Downtown -$5,905 $0 $0 $0
Oakland Senior Center: North $2,663 $0 $0 $0
Oakland Senior Center: West $2,366 $0 $0 $0
FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL -$269,653 $0 $0 $0 TOTAL $130,498,770 $145,816,137 $122,730,356 $123,994,626 Expenditures By Category
Updated On 5 May, 2025
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Personnel & Overhead
$40,339,137 (32.1%)
Operations & Maintenance
$55,137,557 (43.9%) Internal Services
$5,905,877 (4.7%)
Capital
$0 (0.0%)
Debt & Other
$1,396,568 (1.1%)
Transfers
$22,744,353 (18.1%)
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643
Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Aging & Adult Services $9,645,679 $11,750,747 $10,726,209 $10,573,179 Community Housing Services $48,281,063 $44,957,810 $25,674,888 $25,789,066 Alameda Cty. - Oakland Community Action Partnership $1,614,403 $2,729,187 $3,472,219 $3,505,364 Children & Youth Services $44,040,750 $48,048,552 $46,329,619 $47,993,540 Early Childhood & Family Services $23,740,483 $33,786,155 $31,577,472 $30,994,857 HSD Administration $3,176,392 $4,543,686 $4,949,949 $5,138,620 TOTAL $130,498,770 $145,816,137 $122,730,356 $123,994,626

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Human Services FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 50.0
100.0
150.0
200.0
250.0
FTE
Aging & Adult Services
Alameda Cty. - Oakland Co…
Children & Youth Services
Community Housing Services
Early Childhood & Family S…
HSD Administration
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2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Aging & Adult Services 51.5 49.5 48.5
Community Housing Services 0 21 21
Alameda Cty. - Oakland Community Action Partnership 10 11.5 11.5 Children & Youth Services 9.5 9.5 9.5
Early Childhood & Family Services 185.34 181.34 181.34
HSD Administration 10.96 16.86 15.86
644
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE TOTAL 267.3 289.7 287.7
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Account Clerk II 1 1 1
Accountant II 1 2 2
Accountant III 3 3.9 3.9
Administrative Analyst I 1 4 4
Administrative Analyst II 2 5 5
Administrative Assistant I 7 5 4
Administrative Assistant II 4 8 8
Administrative Services Manager I 2 2 2
Administrative Services Manager II 1 2 2
Assistant to the Director 1 1 1
Budget & Grants Administrator 1 1 1
Case Manager I 7 12 12
Case Manager II 2 2 2
Case Manager, Supervising 3 3 3
City Administrator Analyst 2 2 2
Cooking Supervisor 1 1 1
Custodian 4 1 1
Custodian Supervisor 1 0 0
Custodian, PT 1.48 1.48 1.48
Data Entry Operator 1 1 1
Deputy Director, Housing 0 1 1
Director of Human Services 1 1 1
Early Childhood Center Director 13 13 13
Early Childhood Education Manager 0 1 1
Early Head Start Instructor 39 39 39
Exec Asst to the Director 1 1 1
Family Advocate 4 4 4
Family Services Specialist 12 12 12
Food Program Coordinator, PPT 0.5 0 0
Food Program Driver, PT 1.5 1.5 1.5
Food Program Monitor, PT 2 2 2
Food Service Worker 3 3 3
Food Service Worker, PT 1 1 1
Head Start Coach Coordinator 2 2 2
Head Start Driver Courier 3 3 3
Head Start ERSEA & Data Coord 2 2 2
Head Start Education Coord 2 2 2
Head Start Facilities Coordinator 1 1 1
Head Start Fam & Comm Eng Coord 1 1 1
Head Start Instructor 24 24 24
Head Start Program Operations Manager 1 2 2
Head Start School Ready Coord 1 1 1
Head Start Supervisor 3 3 3
Head Start/EHS Assistant Instructor 11 11 11
Head Start/Early Head Start Associate Instructor 18 18 18 Headstart Program Coordinator 1 1 1
Health & Human Svcs Prgm Planner 6 8 7
645
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Home Base Specialist 0 1 1
Maintenance Mechanic 1 1 1
Maintenance Mechanic, PPT 1 1 1
Maintenance Mechanic, PT 1 1 1
Management Intern, PT 0.5 0.5 0.5
Manager, Agency Administrative 1 1 1
Manager, Human Services 4 5 5
Nurse Case Manager 3 3 3
Office Assistant I, PPT 0.96 0.96 0.96
Office Assistant I, PT 3.65 3.65 3.65
Office Assistant II 2 2 2
Outreach Developer 1 1 1
Park Attendant, PT 1 1 1
Program Analyst I 8 8 8
Program Analyst II 10 15 15
Program Analyst III 0 1 1
Project Manager 2 2 2
Recreation Specialist I, PT 2 2 2
Refuge Naturalist 2 0 0
Safety & Loss Control Specialist 1 1 1
Senior Aide, PT 10.9 10.9 10.9
Senior Center Director 4 4 4
Senior Services Prgm Assistant 3 3 3
Senior Services Supervisor 3 3 3
Student Trainee, PT 0.81 0.81 0.81
TOTAL 267.3 289.7 287.7
646

Food Distribution Programs
HSD has food distribution programs that assist seniors, people experiencing homelessness, low-income residents experiencing food insecurity, low-income families, and youth. The largest program is the Summer Food Service Program where HSD delivers summer lunches to 60+ community sites including OPRYD and OPL.

Senior Centers
Four senior centers, located throughout the City of Oakland, provide health, social, recreational, entrepreneurial, nutritional and educational activities to older adults in our community.

Multipurpose Senior Services Program (MSSP)
The Multipurpose Senior Services Program (MSSP) helps vulnerable seniors stay safe and independent in their own homes by providing case management, equipment, supplies and in home support. MSSP prevents up to 350 fragile seniors from nursing home placement.

Paratransit for the Elderly and Disabled Adult (OPED)
Oakland Paratransit for the Elderly and Disabled Adult (OPED) provides transport to residents 18 years or older with mobility disabilities and seniors 70 or older living in Oakland or Piedmont to enhance access transportation beyond traditional programs and services.

Senior Companions & Foster Grandparents Programs
Senior Companions provides assistance to adults with physical, emotional or mental health limitations, most of whom are elderly. These clients have difficulties with daily living tasks and Senior Companions help them retain Human ServicesHuman Services
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 647
their dignity and independence. Foster Grandparent volunteers have shared their wisdom and experience with children.

Senior ASSETS Employment Program
The ASSETS Program helps low-income adults age 55 and older with employment training and job placement.

Senior Information and Referral Services
Adult and Aging Services links individuals 60 years of age and older who need assistance to community resources such as housing, enrollment in MediCal and MediCare, food programs and other critical assistance.

Senior Wellness Connection
This program offers community based case management to low income, vulnerable seniors 50 years and older to connect them with services for food, housing, mental health, and healthcare insurance programs.

Emergency Shelters & Transitional Housing
Supports over 1000 safe beds/spaces for people experiencing homelessness with access to emergency shelter, transitional housing and rapid rehousing.

Employment Programming for Unhoused Residents
Benefits advocacy and employment services for people who are unhoused.

Unhoused Outreach & Health & Hygiene Interventions
Street outreach to connect people experiencing homelessness with services. Portapotties, mobile showers and wash stations are provided at over 30 encampment sites.

Unhoused Housing Subsidies & Permanent Housing Interventions Short and long term subsidies are offered to support people experiencing homelessness to maintain housing, including RRH programs and OPRI. Supportive services contracted through nonprofits to support people once they have been housed.

Homelessness Supportive Services
Through grants to non-profits, this program connects individuals experiencing homelessness with supportive services such as health insurance, public benefits and Social Security Disability Insurance advocacy.

Homeless Street Outreach
This intervention provides street-based and encampment-based outreach to connect people experiencing homelessness to resources and shelter.

Capacity Building & Technical Assistance for Non-Profits This program provides resources to small, Oakland based non-profits to empower them to compete for government grants and other funding opportunities for homelessness services.

Safe Parking Sites
This program provides safe parking for over 200 households at 3 RV safe parking sites and 2 passenger vehicle sites.

Job Training and Employment for Low-Income Residents
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Through grants to non-profits, provides entrepreneurship/job training and employment placement opportunities to BIPOC residents with low income.

Financial Support Services
Through grants to non-profits, provides tax prep, second chance banking accounts, financial coaching, debt reduction, and credit repair.

Youth and Family Services
Supports through non-profit grants after-school, academic and youth development services, family resource centers at schools, parent engagement, community sites, and safe spaces for specific youth populations.

Youth Employment, Leadership & Development
Supports through non-profit grants youth job training, internships and placement, and support services.

Mobile Classroom Intensive Early Childhood Services
Mobile early childhood education and intensive case management for families who are currently experiencing homelessness.

Child Development Centers
HSD runs 14 Centers across Oakland providing education & child development services to over 700 children from low-income families.

Early Childhood Home Based Program
Education & Child Development services provided to over 250 children in their homes.

Early Childhood Family Services
Provides support services to the entire family and assists parents in their personal and family development.

Early Childhood Health Services
Provides high-quality health, oral health, mental health, and nutrition services that are developmentally, culturally, and linguistically appropriate and that will support each child’s growth and school readiness.

Early Childhood Disability Services
Meets the individualized needs of children with disabilities, and ensures all children have access to and can fully participate in the full range of activities and services.

Boards and Commissions
Staffs and supports 10 City Boards & Commissions: the Mayor's Commission on Aging, the Senior Center Advisory Boards at each of the four Senior Centers, the Alameda County-Oakland Community Action Partnership Administrating Board, the Kids First Oversight Commission, the Oakland Youth Advisory Commission, the Head Start Policy Council, and the Head Start Advisory Board.

Resilience and Trauma Informed Systems Work
Supports resilience in communities after trauma and to create trauma-informed systems of care.

Administration & Grant Management
Monitors department budget, pays vendors, prepares reports, and manages various grant programs. 649
Policy & Planning
Provides overall direction, strategy and supervision for the department. Ensures strong collaboration with external agencies such as OUSD and Alameda County.

Administration will provide updated performance measures in the FY25-27 Adopted book. 650

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Administration
Administration provides overall management and administration and fiscal support to all Human Services Department (HSD) Divisions. Administration includes liaison with elected official, legislative advocacy, fund development, intergovernmental relations, supporting multi-agency initiatives, policy development, and departmental communications, human resources and payroll support. Fiscal management includes budgeting, audits, grants monitoring and accounting. Administration also manages a Substance Abuse and Mental Health five-year initiative to create community resilience, support the department’s transformation into a trauma informed system of care, and program policy and services that are trauma informed and crafted to speak to and address racial equity.

Aging & Adult Services
Provide a comprehensive and coordinated network of support services, information and referrals, and activities for seniors and persons with disabilities. Programs include: The Multi-Purpose Senior Services Program (MSSP)
which supports frail seniors and persons with disabilities to remain independent; Senior Companion and Foster
651
Grandparent (SC/FG) Programs which offer volunteer opportunities for seniors to work with frail-elderly and at- risk children; and the
ASSETS program which provides low-income seniors with employment training services and job placement.

Oakland Paratransit for the Elderly and Disabled (OPED) provides paratransit services which augment the County’s paratransit program. OPED is funded by Alameda County Measure B Transportation Initiative and is augmented by Measure BB. Additionally, City-sponsored Senior Centers offer culturally appropriate and accessible social, nutrition, education and wellness programming for seniors throughout the City. Senior Centers have extended their reach to members by offering online and televised classes to create Senior Centers Without Walls. Technology education, equipment lending, and a contactless registration system are addressing evolving senior needs for communication and other resources. Rental of City-owned senior facilities generate revenue to support senior activities. The Mayor’s Commission on Aging provides advocacy
and policy direction on senior issues and promotes Oakland as an Age Friendly City under the World Health Organization’s international initiative.

Alameda County-Oakland Community Action Partnership
Alameda County-Oakland Community Action Partnership (AC-OCAP) manages the City’s and Alameda County’s Community Services Block Grant funds which are dedicated to ending poverty within the City of Oakland and throughout Alameda County. AC-OCAP’s mission is to improve the community by creating pathways that lead to economic empowerment and prosperity. Initiatives include hunger relief, employment strategies, housing advocacy, low-income banking efforts, and free tax preparation and promotion of the Earned Income Tax Credit.

Children & Youth Services
The Oakland Fund for Children & Youth (OFCY) fosters the development of young people ages 0 to 20 by providing grant funds for services and programs that improve outcomes for children and youth. The Planning and Oversight Committee provides policy recommendations to the City Council and oversees strategic planning, evaluation and grant-making through a competitive proposal process. A City Charter amendment (1996 Measure K – Kids First! voter initiative) established OFCY as a mandated set aside of funds, later amended by Measures OO and D, resulting in a 3% set aside of the City’s unrestricted general fund revenues for children's programs.

Legislation requires completion of an OFCY Strategic Plan every four years and a comprehensive evaluation of OFCY annually. Programs strategies include comprehensive afterschool, youth transitions, and early childhood development. The Division also manages the Oakland Youth Commission which gives youth the opportunity to build leadership skills and participate in civic activities. The Summer Food Service program delivers free, healthy nutritious lunches to low-income school-aged children in Oakland neighborhoods and community sites including libraries and recreation centers during the summer months. The Sugar Sweetened Beverage (SSB) Distribution Tax program and its Advisory Board is also supported by this Division. SSB includes public health messaging, community grants, and investments in healthy living and community nutrition to prevent or reduce the adverse health outcomes of the consumption of sugar sweetened beverages.

Early Childhood & Family Services
The
City of Oakland Head Start Program provides care and education, comprehensive support, and family services to over 1,006 low-income families. Children who are 0-5 years of age can attend the program either at centers or in their own home. Head Start also serves pregnant mothers and prioritizes young, first time mothers and Black, Indigenous, and people of color (BIPOC) women. We partner with parents to develop learning and 652
growth plans for each child to ensure healthy development and to prepare them for success in Pre-K and Kindergarten. The comprehensive services we provide support the growth and development of children and pregnant mothers by addressing developmental learning, mental health and disabilities, physical health, nutrition and family needs.

The program provides directs services to families at thirteen centers located in the most underserved areas of Oakland. We also offer virtual learning and homebased programs. In addition to direct services, we manage grants to three partner organizations: Brighter Beginnings, St Vincent’s Day Home, and Laney Community College and one delegate agency, The Unity Council, to serve additional families across Oakland. We ensure that our partners and delegate agency meet quality standards for service delivery and the federal requirements of Head Start and City of Oakland priorities.

Head Start is a US Department of Health and Human Services (HHS) program. The HHS Poverty Guidelines determine income eligibility for participation in Head Start and Early Head Start programs. Unhoused foster children and families who receive TANF (temporary assistance to needy families) funds are automatically eligible.

The City of Oakland program is governed by a Policy Council, comprised of parents as well as an Advisory Board, made up of Oakland leaders focused on Early Childhood Development, with decision making authority that contributes to policy and program guidelines and ensures the implementation and achievement of federal requirements.

DEPARTMENT FACTS
Oakland’s Human Services Department provides services to promote equity and resilience for Oakland residents, many of whom are low income and/or experiencing a life crisis such as homelessness.

Some of the work we accomplished In FY 21-22 included:
4 Senior Centers provided case management services, social activities, and food distribution to over 3,200 Seniors.

Information and Assistance programs for seniors provided information, referral and follow up services to support more than 4,000 vulnerable Oakland seniors during the pandemic.

AC-OCAP funding allowed for 17,680 individuals to receive food assistance. 4,560 Oakland low-wage earners received free tax preparation services through AC-OCAP’s signature.

Earned Income Tax Credit (EITC) Campaign resulting in $8,523,000 being returned into the pockets of Oakland’s low-income households.

OFCY Request for Proposal for the FY2022-2025 grant cycle was released in January 2021 and resulted in 149 programs being funded for approximately $19M for FY22-23.

The Head Start program is funded to serve 674 children 0-5 years of age and expectant parents.

MSSP supported more than 500 seniors that assisted with health and daily living activities that enabled them to continue living independent and dignified lives.
2,339 clients were served in homeless & housing programs; 589 in Permanent Housing. 653
258 AC-OCAP Families Received Transitional Housing/Emergency Shelter and 50 Families Obtained/Maintained Permanent Housing.
654

ANIMAL SERVICES
Mission Statement
The mission of Oakland Animal Services is to improve the lives of people and animals in our community by assisting injured wildlife, facilitating adoption of shelter animals, supporting guardians of companion animals, combating animal cruelty and neglect, and when needed, serving as the safety net for the neediest animals living in the City of Oakland.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Reductions
Deletes 1.0 FTE vacant Executive Assistant to the Director and replaces it with 1.0 FTE Administrative Analyst I whose duties are more in line with the duties that need to be completed at Animal Services. This position will be the SPOC, assist with payroll, paying invoices and other administrative duties. Additionally, this position can assist in the timely processing of contracts for things such as Emergency Medical Services, tracking the OAS fleet to ensure timely repairs are made, and submitting and monitoring Oak311 facility maintenance requests to keep the facility in good working order.

Equity Consideration: This position will work with equal access to ensure our documents are accessible in multiple languages and available to everyone. As the SPOC, they will be the contact person for the rest of city and assist with hiring and ensure we are compliant with the language requirements for the staff.

1. Freezes 1.0 FTE Director of Animal Services. The Shelter Operations Manager will absorb some of the management duties potentially delaying administration activities, reducing contact with other departments and participation in city-wide meeting and activities. This position is currently filled by one of our Deputy City

1. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 655
Administrator. This reduction will not impact frontline services however it will delay implementation of ongoing projects such as the rewriting and adoption of an updated municipal code, development of new internal policies and procedures, addressing more complex management challenges that require director- level oversight, and efforts at identifying additional outside resources to support the OAS operations.

Equity Consideration: This position oversees the department and all its programs. A lack of full-time leadership will reduce the ability to oversee the programs to ensure that the shelter programs and process are equitable among the staff and the citizens.

Deletes 7.0 FTE vacant positions: 3.0 FTE Animal Care Attendant; 1.0 FTE Animal Control Officer; 1.0 FTE Public Service Representative, PPT; 1.0 FTE Public Service Representative, Senior; and 1.0 Registered Veterinary Technician. There is no direct service impact as these positions have been vacant.

Equity Consideration: There is no discernible equity impact from this action.

2. SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26-27 $ Change ($ FD_1010 Add/Del… Position Add/Delete in Oakland Animal Services Administrative Analyst I.AP103 1 168,736.00 1 167,522 FD_1010 Add/Del… Position Add/Delete in Oakland Animal Services Animal Care Attendant.TR203 -1 (108,655.00) -1 (108,091.

FD_1010 Delete Deletes Position in Oakland Animal Services Animal Care Attendant.TR203 -2 (219,346.00) -2 (218,187.

FD_1010 Delete Deletes Position in Oakland Animal Services Animal Control Oﬃcer.PS100 -1 (141,637.00) -1 (140,870.

FD_1010 Delete Deletes Position in Oakland Animal Services Executive Assistant to the Director.SS1… -1 (178,790.00) -1 (177,505.

FD_1010 Delete Deletes Position in Oakland Animal Services Public Service Representative, PPT.SS1… -0.5 (62,770.00) -0.5 (62,318.

FD_1010 Delete Deletes Position in Oakland Animal Services Public Service Representative, Senior.P… -1 (147,117.00) -1 (146,058.

FD_1010 Delete Deletes Position in Oakland Animal Services Registered Veterinary Technician.TC144 -1 (143,952.00) -1 (142,915. 656

FINANCIAL INFORMATION
Expenditures By Fund
Updated On 5 May, 2025
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0.0 1.0M

2.0M

3.0M

4.0M

5.0M

6.0M
Dollars
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $5,841,210 $6,835,762 $5,177,042 $5,148,958 GENERAL FUNDS TOTAL $5,841,210 $6,835,762 $5,177,042 $5,148,958 Special Revenue Funds
Miscellaneous Grants $0 $160,000 $0 $0
SPECIAL REVENUE FUNDS TOTAL $0 $160,000 $0 $0
TOTAL $5,841,210 $6,995,762 $5,177,042 $5,148,958
657
Expenditures By Category
Updated On 5 May, 2025
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Personnel & Overhead
$3,622,983 (70.0%)
Operations & Maintenance
$708,687 (13.7%)
Internal Services
$842,129 (16.3%)
Debt & Other
$3,243 (0.1%)
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Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Oakland Animal Services $5,841,210 $6,995,762 $5,177,042 $5,148,958 TOTAL $5,841,210 $6,995,762 $5,177,042 $5,148,958
658

POSITION INFORMATION
Authorized Positions By Bureau
Updated On 2 May, 2025
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Broken down by
Oakland Animal Services FTE Count
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2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
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10.0 15.0

20.0 25.0

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Oakland Animal Services
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2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Oakland Animal Services 31.5 24 24
TOTAL 31.5 24 24
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Administrative Analyst I 0 1 1
Animal Care Attendant 8 5 5
Animal Care Attendant, PT 2 2 2
Animal Care Services Supervisor 1 1 1
Animal Control & Shelter Manager 1 1 1
Animal Control Officer 6 5 5
Animal Control Officer, PPT 0.5 0.5 0.5
659
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Animal Control Supervisor 1 1 1
Director of Animal Services 1 0 0
Exec Asst to the Director 1 0 0
Public Service Rep, PPT 0.5 0 0
Public Service Rep, Sr 1 0 0
Public Service Representative 3 3 3
Veterinarian 1 1 1
Veterinarian, PPT 0.5 0.5 0.5
Veterinary Technician 3 2 2
Volunteer Program Specialist II 1 1 1
TOTAL 31.5 24 24
660

Animal Care for State Mandated Animals
Clean and care for over 4,300 animals housed annually in the shelter, including vaccination and disease observation for stray dogs and sick or injured cats.

Animal Care for OMC Mandated Animals
Clean and care for over 3,000 animals housed annually in the shelter, including vaccination and disease observation for owner surrendered dogs, cats and other species.

Veterinary Care for State Mandated Animals
Provide triage medical care for animals in distress, spay/neuter services for over 4,300 shelter animals, oversee use of controlled substances and protocols for individual animal care and public health. Provide after hours emergency care for sick and inju
Veterinary Care for OMC Mandated Animals
Provide triage medical care for animals in distress, spay/neuter services for over 3,000 animals, oversee use of controlled substances and protocols for individual animal care and public health.

Animal Placement
Provide live outcomes for animals, through adoption, transfer, and return-to-home/field.

Customer Services
Respond to phone calls and in-person requests for entry to provision of services, such as intake, adoptions, returns to owner, license sales.

Animal ServicesAnimal Services
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 661
Field Services, Public Safety
Respond to exigent needs in the community regarding sick, injured, and potentially dangerous animals.

Including police backup when animals are present. Transportation of animals, patrol, and dispatch across City 24/7.

Field Services, Public Health
Quarantine rabies vector animals for bites to humans. Report State and Federally monitored diseases to appropriate Public Health Department. Coordinate with Public Health Departments regarding response to disease detections and outbreaks.

Field Services
Respond to public requests to assist approximately 1,100 injured wildlife, pick up stray or deceased animals and respond to barking dog complaints.

Field Services, Legal Cases
Respond to potential violations of State and Oakland animal welfare laws, including animal cruelty. Investigate and prepare proper legal documentation, including court appearances, coordinating with City Attorney and District Attorney offices.

Euthanasia Services
Provide humane euthanasia for sheltered animals when elected as the most humane and safest outcome and properly dispose of deceased animals.
662

Administration will provide updated performance measures in the FY25-27 Adopted book. 663

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Oakland Animal Services
The Oakland Animal Services (OAS) program is dedicated to improving the relationship between Oakland residents and its animals through the delivery of effective, courteous, and responsive animal care and control services. Ensuring both public safety and animal welfare, OAS responds to animal-related calls for service including helping stray, injured, abandoned, neglected, and mistreated animals, and enforces all state and local animal welfare laws within the City.
664

ECONOMIC & WORKFORCE DEVELOPMENT
Mission Statement
The department's mission is to ensure Oakland's economy is strong, equitable, and benefits all Oaklanders. We do this by working to close equity gaps in access to jobs, business ownership, housing, and goods and services; increasing investment in Oakland; and helping grow the City’s revenue base to support vital government services.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Restores $500,000 each year in Corridor safety and Ambassador funding. The restoration of City funding will be directed towards the Citywide corridor safety and ambassador program, which is a council directed intervention to address public safety concerns in neighborhood commercial districts.

Equity Consideration: Funding for Community Ambassadors supports the development of a culturally responsive, timely, and relevant program through providing ambassadors to build relationships, coordinate communications, and respond to the diverse needs of our neighborhood business corridors/merchant communities.

1. Adds 1.0 FTE Special Activity Permit Inspector starting in FY 2026-27. This position inspects, investigates, and enforces special activity permit regulations for a range of businesses and activities, including cannabis businesses, mobile vending, cabarets, and special events.

Equity Consideration: Adding this position will allow for better distribution and coverage of inspectors across the City. Inspectors focus first on education about the rules, regulations, and the path to compliance. A disproportionate number of unpermitted mobile food vendors are non-white and do not speak English as their primary language, an additional inspector means more resources will be available to help entrepreneurs establish compliant business practices in the City of Oakland.

2. Restores $300,000 each year in Cultural Arts grants funding in the General-Purpose Fund (1010) and adds approximately $180,000 each year in Measure C TOT Fund (2419). Staff within the Cultural Affairs Division will

3. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 665
Reductions
Other Impacts & Changes
Equity Consideration: There is no discernible equity impact from this action.

continue to leverage TOT funding (Measure C/Fund 2419) to support festivals and other opportunities for social and cultural connection by subsidizing permit fees, including OPD, and fire inspections. Grants to individual artists and arts organizations are not expected to be restored until additional resources are identified.

Equity Consideration: Restoring of Cultural Affairs grant funding amount will allow the Division to continue to support grant making opportunities for historically underserved communities of color.

Adds $400,000 in 2025-26 for the Public Art Plan in the Municipal Capital Improvements: Public Arts Fund (5505).

Equity Consideration: The equity consideration for this item has not yet been analyzed.

4. Adds approximately $860,000 in FY 2025-26 and $870,000 in FY 2026-27 for Management agreement for Scotlan Convention Center. This is for continuing building and management fees, does not include CPI and shortfall.

Equity Consideration: Visitors to the Convention Center generate more than $7.6 million in spending each year in Oakland, particularly in downtown Oakland. Much of this is spent at local small businesses, and more than 50% of Oakland’s small businesses are owned by people of color.

5. Adds $100,000 in FY 2025-26 and FY 2026-27 to Contracts for BID formation assistance. This item is Crucial Work to the BID Formation/Analysis.

Equity Consideration: The equity consideration for this item has not yet been analyzed.

6. Deletes 1.0 FTE Administrative Assistant I. This position currently performs the role of Board Secretary during meetings and manages meeting minutes, board attendance, coordinates setup of meetings, refreshments, and manages the board roster. The position supports with collecting board member applications and obtaining appointment letters from the Mayor’s office. The position also supports ordering supplies for the Workforce Division. As part of biennial budget planning, the Workforce Division evaluated its core service priorities, and the staffing needed to advance these priorities. While the work responsibilities of this position are valued, the work can be absorbed by existing Workforce team members without impacting services.

Equity Consideration: The equity consideration for this item has not yet been analyzed.

1. Reduces O&M by $193,894 in Measure C TOT (2419) for Fairs/Festival. Due to the decrease to Measure C TOT revenue, this reduction will have an impact on Community events, Fairs, Festivals, and more. The Department will continue to leverage the Measure C TOT Cultural grants funding and transfer funding between projects.

Equity Consideration: The equity consideration for this item has not yet been analyzed.

2. Freezes 1.0 FTE Real Property Asset Manager. There is no direct service impact as this incumbent will now be doing work as a Project Manager III to assist with the Coliseum project.

Equity Consideration: The equity consideration for this item has not yet been analyzed.

3. Freezes and/or Deletes 3.8 FTE vacant classifications including: Urban Economic Analyst III PPT, Project Manager II, Special Activity Permit Technician, and a Program Analyst III. There is no direct service impact as these positions have been vacant.

1. 666

SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26-27 FD_1010 Add Adds Position in Special Activities Special Activity Permit Inspector.AF… 0 0.00 1 FD_1010 Delete Deletes Position in Public/Private Development Administrative Assistant I.SS102 -0.5 (60,257.00) -0.5 FD_1010 Freeze Freeze Position in Special Activities Special Activity Permits Coordinator… -1 (208,635.00) 0 FD_1010 O&M Adds Contract Contingencies (Budgetary Only) in Administration 100,000.00 FD_1010 O&M Adds Furniture and Equipment in Administration 150,000.00 FD_1010 O&M Adds Other Contract Services in Business Development 1,183,497.00 FD_1010 O&M Adds Other Contract Services in Public/Private Development 5,577.00 FD_1010 O&M Adds Other Contract Services in Special Activities 60,000.00 FD_1010 O&M Reduces Other Contract Services in Business Development (250,000.00) FD_1010 O&M Reduces Other Contract Services in Cultural Aﬀairs (3,494,245.00) FD_1010 O&M Reduces Other Contract Services in Workforce Development (162,481.00) FD_1010 O&M Reduces Other Contract Services in Workforce Development (57,519.00) FD_1010 O&M Reduces Promotion in Cultural Aﬀairs (284,096.00) 667

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Economic & Workforce Develop… Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 10.0M

20.0M

30.0M

40.0M

50.0M

60.0M
Dollars
General Funds
Special Revenue Funds
Enterprise Funds
Capital Project Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $9,602,676 $15,241,198 $7,217,552 $7,511,183 Measure HH (SSBDT) $535,390 $585,312 $591,990 $589,900
Successor Redevelopment Agcy. Reimb. Fund $661,769 $680,296 $479,540 $479,540 Multipurpose Reserve $0 $10,100 $10,100 $10,100
Telecommunications Land Use $569,419 $873,313 $820,000 $820,000 Affordable Housing Trust Fund $566,715 $591,649 $656,262 $647,674 GENERAL FUNDS TOTAL $11,935,969 $17,981,868 $9,775,444 $10,058,397 Special Revenue Funds
Department of Commerce $350,444 $0 $0 $0
HUD-CDBG $458,532 $309,406 $310,858 $310,858
California Department of Conservation $99,981 $0 $0 $0
State of California Other $7,612,764 -$25,255 $0 $0
Workforce Investment Act $4,199,111 $3,692,339 $3,450,686 $3,450,686 State Gas Tax $10,000 $0 $0 $0
Meas. Q- Parks & Recreation Preservation $0 $112,201 $0 $0 Development Service Fund $2,321,902 $2,922,365 $3,163,988 $3,141,953 Meas. C: Transient Occupancy Tax (TOT) Surcharge $749,079 $672,852 $526,854 $537,379 Miscellaneous Grants $63,111 $0 $0 $0
SPECIAL REVENUE FUNDS TOTAL $15,864,924 $7,683,908 $7,452,386 $7,440,876 Enterprise Funds
Golf Course $6,195 $19,250 $8,450 $8,450
668
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial ENTERPRISE FUNDS TOTAL $6,195 $19,250 $8,450 $8,450
Capital Project Funds
Municipal Capital Improvement: Public Arts $127,078 $211,164 $623,942 $222,427 Central District Projects $1,771,334 $534,514 $686,861 $669,882 Central District: TA Bonds Series 2003 $107,128 $0 $0 $0 Central District: TA Bonds Series 2005 $3,440,000 $0 $0 $0 Central District: TA Bonds Series 2006T $1,717,101 $2,234,170 $2,269,627 $2,333,177 Broadway/MacArthur/San Pablo Projects $0 $0 $3,894 $0
Central City East Projects $19,919 $0 $0 $0
Central City East TA Bonds Series 2006A-TE (Tax Exempt) -$19,919 $0 $0 $0 Central City East TA Bonds Series 2006A-T (Taxable) $2,740,296 -$81,848 $18,352 $18,256 Coliseum Projects $324,187 $96,250 $64,700 $49,148
Coliseum: TA Bonds Series 2006B-T (Taxable) $22,678,714 $2,373,107 $1,253,610 $897,505 OBRA: Leasing & Utility $1,238,866 $1,607,000 $2,540,873 $2,200,382 Miscellaneous Capital Projects $188,636 $2,371,793 $0 $0 CAPITAL PROJECT FUNDS TOTAL $34,333,340 $9,346,150 $7,461,859 $6,390,777 Fiduciary Funds/Trust & Agency Funds
Grant Clearing $141,398 $211,536 $215,411 $213,564
Miscellaneous Trusts $91,213 $0 $60,000 $60,000
FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL $232,611 $211,536 $275,411 $273,564 TOTAL $62,373,039 $35,242,712 $24,973,550 $24,172,064
Expenditures By Category
Broken down by
Expenses Economic & Workforce Develop…
Visualization
Personnel & Overhead
$15,192,000 (33.7%)
Operations & Maintenance
$17,252,207 (38.2%) Internal Services
$2,451,937 (5.4%)
Capital
$150,000 (0.3%)
Debt & Other
$10,072,594 (22.3%)
FY25-26-BiennialFY25-26-Biennial
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Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
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669
Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Business Development $4,527,184 $4,624,989 $4,075,232 $3,658,279 Workforce Development $8,911,525 $5,469,680 $4,859,283 $4,852,277 Public/Private Development $7,182,228 $11,303,472 $6,205,998 $5,965,192 Real Estate Asset Management $29,505,003 $2,592,169 $2,829,286 $2,582,001 Cultural Affairs $2,882,676 $6,554,982 $2,545,595 $1,947,033 Special Activities $7,512,164 $2,626,800 $2,363,194 $2,691,308 Administration $1,852,259 $2,070,620 $2,094,962 $2,475,974 TOTAL $62,373,039 $35,242,712 $24,973,550 $24,172,064

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Economic & Workforce Development FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 10.0

20.0 30.0

40.0 50.0
FTE
Administration
Business Development
Cultural Aﬀairs
Public/Private Development
Real Estate Asset Managem…
Special Activities
Workforce Development
Sort A to Z 
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2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Business Development 7 8 8
Workforce Development 5 5 5
Public/Private Development 16.8 12 12
Real Estate Asset Management 7 7 6
Cultural Affairs 5 5 5
Special Activities 11 8 10
Administration 7 7 7
670
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE TOTAL 58.8 52 53
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Account Clerk III 1 1 1
Accountant II 1 1 1
Administrative Analyst I 1 1 1
Administrative Analyst II 2 2 2
Administrative Assistant I 1 0 0
Administrative Services Manager II 2 2 2
Business Analyst II 1 1 1
City Administrator Analyst 1 1 1
Deputy Director, Econ/Work Dev 2 2 2
Director of Econ & Workfrce Dev 1 1 1
Exec Asst to the Director 1 1 1
Management Assistant 2 2 2
Manager, Cultural Affairs 1 1 1
Program Analyst II 3 3 3
Program Analyst III 5 4 4
Project Manager II 2 1 1
Project Manager III 3 3 3
Real Estate Agent 5 5 4
Real Estate Agent, Supervising 1 1 1
Real Estate Services Manager 2 1 1
Special Activity Permit Inspector 2 2 3
Special Activity Permit Technician 3 2 2
Special Activity Permits Coordinator 0 0 1
Special Events Coordinator 1 0 0
Urban Economic Analyst II 4 4 4
Urban Economic Analyst III 4 4 4
Urban Economic Analyst III (PPT) 0.8 0 0
Urban Economic Analyst IV, Projects 4 4 4
Urban Economic Coordinator 2 2 2
TOTAL 58.8 52 53
671

Administration:

Grants and Contract Execution and Management
Apply for grants, enter into agreements, manage the contracts and grants Business Development:

Capacity Building, Engagement and Outreach
Build the capacity of new business-serving organizations and partner with existing organizations to strengthen Oakland's local economy (Business Corridor work). Service support: Act as liaison between businesses and Planning, Police, Real Estate and other City departments. Ongoing management and support of the City's Business Improvement Districts. Support the creation of new BIDs.

Business Development, Technical Assistance and Outreach Conduct outreach to Oakland's businesses including sharing key resources and information with business community. Business communications: Email newsletters, websites, social media. Provide grants to businesses such as for façade and tenant improvements (redevelopment funded), community events and activations, those impacted by the development of the BRT line, and administer other funds (ACTC/OAAP). Provide direct technical assistance, service navigation, and inter-departmental coordination to small businesses through Neighborhood Business Assistance (NBA) appointments. Hold office hours in locations throughout Oakland to make it easier for businesses to access services.

Economic Policy, Data, Planning and Strategy
Economic & Workforce DevelopmentEconomic & Workforce Development FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 672
Analyze economic and qualitative data and advance policies and recommendations. Develop and implement 2024 Economic Development Strategy; track and report City economic data via a quarterly dashboard, build on the 2021 Economic Recovery Framework. Integrated data analytics for City departments, e.g. analyzing employment data for annual comprehensive financial review, City bond review.

Business Attraction, Retention and Marketing
Attract, retain and support businesses and employers. Pilot pop up program. Administer and market Oakland's Foreign Trade Zone as an economic develop tool. Grant supported through U.S. Department of Commerce.

Cultural Affairs:

Arts Advocacy, Fund Development/Philanthropic Partnerships Local, regional, national advocacy for Oakland Cultural Affairs around policy, funding, etc.; Engage in fund development and leverage investment in Cultural Affairs initiatives and activities that support them. Develop and engage in philanthropic partnership that benefit Oakland, such as the Cultural Strategist in Government Program & Just City Fund Cultural Arts Grant Making
Provide cultural arts grants to Oakland's artists, non-profit organizations, teaching artists, and festivals Public Art Program
Manage new public art projects for City capital improvement projects and oversee Public Art in Private Development projects Support Cultural Arts Council & Commission
Staff and manage meetings of the Public Arts Advisory Council and Cultural Affairs Commission and support their programs (e.g., Oakland's Poet Laureate) Support the Development of Cultural Districts
Develop policy changes to create and preserve cultural spaces via Cultural Districts Cultural Facilities/Assets
Steward Cultural Facility/Assets (e.g., Chabot, Fairyland, Peralta/Hacienda, Oakland Asian Cultural Center, OMCA) Public/Private Development:

Issue RFPs, NOAs for new Affordable Housing and Commercial Projects on City Surplus Property Issue RFPs, NOAs etc. to offer City and former redevelopment owned sites for new development to meet critical needs such as affordable housing and revenue generation. Meet required Housing Element targets for the annual disposition for City-sites for affordable housing.

Advance Priority Affordable Housing Projects and Monitor Ongoing Financial Agreements for Completed Projects Negotiate, Implement, and Manage more than two dozen major priority affordable housing projects on city property. Negotiate ENAs, Lease/Disposition and Development Agreements (LDDA/DDAs). Examples include E. 12th Street affordable housing, the Native American Health Center & affordable housing project at 3050 International Blvd., and BCZ's Liberation Park housing project. Monitor ongoing real estate projects with active public funding agreements such as leases requiring rent, loans, or other payments, i.e., 95th & International, Fruitvale Transit Village IIA & IIB, and Coliseum Connections.

Advance Major Commercial Development Projects and Monitor Ongoing Financial Agreements for Completed Projects Negotiate, Implement, and Manage priority commercial development projects on city property. Negotiate ENAs, Lease/Disposition and Development Agreements (LDDA/DDAs).

Examples include Samuel Merritt University, the HJK Center for the Arts, 2100 Telegraph and the Museum of Jazz. Monitor ongoing real estate projects with active public funding agreements such as leases requiring rent, loans, or other payments i.e., Seminary Point shopping center, Fox Theatre, and MacArthur Transit Village, etc. 673
Manage New Markets Tax Credit Program (ORNMTC)
Staff and manage the City's New Markets Tax Credit entity to provide funding for development projects in Oakland.

Manage Financial and Reporting Functions of the former RDA, and Manage Ongoing Redevelopment Projects Manage the Bond Spending Plan, ROPs, Long Range Property Management Plan and other financial and reporting requirements related to former RDA. Manage ongoing redevelopment programs, including streetscape improvements, blight abatement, and maintenance of former redevelopment sites, on-call economic consultants contracts.

Real Estate:

Asset Management of City Properties and Lease Management Manage a portfolio of more than 1,100 City-owned parcels. Conduct ongoing asset management (operations, security, planning for repair & maintenance, etc.) of major City assets including OACC, Paramount Theater, Fox Theater, Oakland Asian Cultural Center, Chabot Space & Science Center, Oakland Ice Center, Scotlan Convention Center. Manage more than 170 existing, active leases and licenses including leases of City property to third parties (out leases) and leases of privately-owned property for City uses (in leases).

Includes revenue-generating leases and community-serving leases.

Develop Agreements to Use City Property to Address Homelessness Transact on City property to address homelessness by developing leases, licenses, right of entries and other agreements to support the use of city land for emergency shelter by homeless-service providers.

Real Estate Services for All City Departments
Provide real estate services to all departments including strategic planning, acquisition, disposition, leasing, licensing, Right of Way, appraisals, title reports.

Manage Telecommunications Agreements
Negotiate agreements with telecom companies to install telecom infrastructure on City property, generating revenue for the City and expanding telecom coverage for the public.

Advance Army Base Redevelopment
Negotiate and monitor through construction the remaining development projects at the former Army Base (e.g., recycling facilities, truck services station) Special Activities:

Special Activity Permitting, Special Events Permitting, and Film Office Processes a variety of permits and assess fees for business and activities under OMC Title 5 (e.g., cannabis, cabarets, massage, bingo, amplified sound, mobile vending). Permit, assess fees, and administer special events, films and short term encroachments.

Cannabis Equity Program and other Cannabis Grants
Processing grants and loans for cannabis equity businesses as well as other cannabis related state grants Inspections of Special Activities
Special Activity Permit inspectors inspect permitted and unpermitted activities related to special events and OMC Title 5 (e.g., mobile vending, cannabis businesses, nightclubs, etc.)
Workforce Development:

Develop Local and Regional Workforce Plans
Develop and implement workforce plans to comply with regional, state and federal compliance requirements. 674
Employer Engagement/Business Services
Provide business services for employers including participating in Rapid Response and hiring events, on the job and customized training and conducting job fairs to connect workers with employers.

Federal, State, Local Compliance
Administer and oversee the Workforce Innovation and Opportunity Act rules and regulations including develop mandated strategic partnerships, program and fiscal management and monitor contracted service providers to ensure compliance.

Manage Adult and Youth Service Provider Contracts, and Manage the Summer Youth Employment Program Develop, manage and execute contracts with adult and youth workforce service providers for job training and employment services to unemployed or underemployed Oakland residents. Implement the annual summer youth employment program to provide job training and summer placements for Oakland youth.

Workforce Board Management
Staff and manage the Workforce Board, including regular board and executive committee meetings, recruitment, etc. 675

Administration will provide updated performance measures in the FY25-27 Adopted book. 676

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Administration
This division directs and coordinates work for the Department, including overseeing fiscal, budget, and personnel management, legal and legislative issues, and policy and procedure development, as well as other inter- departmental and inter-division special projects.

Business Development
This division is responsible for developing and implementing programs and strategies to retain, expand, and attract businesses to Oakland and help businesses succeed. Business Development also supports neighborhood organizations to build their capacity and connection to city services to stabilize, strengthen, and grow neighborhood business corridors. The division works directly with individual business owners, developers, property owners, and professional organizations to support small businesses, to foster public/private partnerships, and to bolster Oakland’s competitive advantage and position in target economic cluster groups including health and life sciences; advanced manufacturing, arts, culture and entertainment; clean & green tech; retail; manufacturing, transportation and logistics, food and beverage, and food production. This division also 677
works to position Oakland as a thriving place to live, work, and invest through the creation of marketing collateral, multimedia communications, advertising, sponsorships, and other tools that help convey a clear coordinated message about Oakland.

Workforce Development
This division staffs the Oakland Workforce Development Board (OWDB) and manages Workforce Innovation and Opportunity Act funds (WIOA) and other workforce investment funding from federal, state, and local entities.

Guided by an adopted Local Plan, WIOA is designed to help job seekers access employment, education, training, and support services to succeed in the labor market and to match employers with the skilled workers they need to compete in the global economy. The OWDB is charged with oversight of WIOA and workforce policy development. The OWDB funds adult and youth service providers, oversees the Summer Youth Employment Program, develops citywide job training initiatives, and oversees the City of Oakland’s job policy contract with the West Oakland Job Resource Center.

Public/Private Development
This division is responsible for negotiating and implementing major residential and commercial development projects on City property, in partnership with private and non-profit real estate developers. Major commercial projects led by the Division include the Henry J. Kaiser Center for the Arts and the new downtown Samuel Merritt University. The Division also negotiates and implements new affordable housing projects on City property, such as the Liberation Park project in East Oakland, the E. 12 St. projects near Lake Merritt, 3050 International Boulevard in the Fruitvale neighborhood, and 95th and International Boulevard, as well as Transit Oriented Development (TOD) projects near Oakland’s BART stations. The division also manages former Redevelopment Agency’s capital projects, including streetscape improvements, and oversees the management of City-owned facilities funded through redevelopment bonds, such as the Oakland Ice Center and the Fox Theatre. It is also responsible for winding down the affairs of the Oakland Redevelopment Successor Agency (ORSA) and overseeing the City’s New Market Tax Credits program.

Real Property Asset Management
This division provides asset management services for all City-owned real property. This includes developing and executing strategies for the City’s acquisition, disposition, and use of real estate. It provides real estate consultation services to City departments; conducts real estate appraisals and title reviews; negotiates and monitors the nearly 200 lease agreements to which the City is a party; facilitates the acquisition and disposition of property; and manages special projects related to the use of City property. Examples of the division’s work include new agreements for the Oakland Ballers to play at Raimondi Park; oversight of leases and licenses for community-based organizations such as the Oakland Asian Cultural Center, the Chabot Space & Science Center, and the Black Cultural Zone; and leasing property for temporary homeless interventions.

Cultural Affairs
This division supports Oakland’s vibrant cultural communities, creative economy and public spaces by facilitating the commissioning and approval of temporary and permanent works of public art throughout Oakland; maintaining the City's civic art collection; providing direct assistance and resource referrals for artists and cultural organizations, managing financial investments in grants, fairs and festivals, and cultural facilities, and supporting 678
collaborative policy and program efforts within philanthropy, regional and state partnerships. Cultural Affairs supports the holistic efforts and strategy of the Economic and Workforce Development Division and conducts research into the social and economic impact of Oakland’s cultural ecosystem. This division also staffs the Cultural Affairs Commission and the Public Art Advisory Committee.

Special Activities
This division helps ensure public health and safety through permitting a broad range of businesses and activities and promotes equitable opportunities within these sectors. Subject areas include cannabis businesses, entertainment venues, massage establishments, mobile food vending, second-hand dealers, bingo, amplified sound, film production and special events. Through the City’s cannabis equity program, the Special Activity Permits Division implements a variety of strategies to support business and employment ownership opportunities for cannabis entrepreneurs most impacted by the War on Drugs. Equity Program strategies include funding for technical and legal assistance, shared-use manufacturing facilities and workforce development grants.
679

HOUSING & COMMUNITY DEVELOPMENT
Mission Statement
The Housing and Community Development Department (HCD) is dedicated to improving Oakland's neighborhoods and to ensuring all Oaklanders have safe and affordable housing. Housing affordability issues through its “3P” framework: Protect Oaklanders from displacement; Preserve the existing affordable housing stock; and Produce new, deeply affordable housing units. To this end, HCD:

Production & Preservation
Develops and proposes funding programs, partnerships, and resources to preserve, protect and produce affordable housing and community development resources for the City of Oakland.

Lends and grants public funds to approved organizations to produce and preserve affordable rental and ownership housing.

Provides direct assistance in grants and loans to first-time homebuyers and low-income homeowners.

Asset manages the City’s affordable housing portfolio of over 12,000 affordable housing units to ensure compliance with city laws and regulatory agreements.

Protection
Protects tenants by implementing the Rent Adjustment Program (RAP) to ensure compliance with all applicable RAP and tenant protection ordinances.

Educates tenants and landlords on their rights and responsibilities and adjudicates rental petitions hearings.

Policy & Community Investment
Administers federal HUD grants to City Agency partners and organizations that provide economic development, public facilities, infrastructure, and social services for low-and-moderate-income communities.

Advocates for policy changes to increase Oakland’s competitiveness for regional, State and Federal funding and propose local legislative changes to facilitate the development and preservation of affordable housing.

Learn more about who we are and what we do
here.

FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 680

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Other Impacts & Changes
Adds $180 million in Measure U (5343) funding for affordable housing construction and acquisition/rehabilitation projects.

Equity Consideration: As Oakland’s Black population is overrepresented in its unhoused demographic, providing deeply affordable housing as quickly and efficiently as possible is critical in efforts to reduce racial disparities in homelessness. The additional funding will advance the City’s racial equity goals by facilitating the development of housing units serving low, very low, and extremely low income households.

1. Adds over $7 million over both years in O&M from Affordable Housing Trust Fund, which includes over $4 million for homeless prevention and nearly $2.5 million for eviction protections.

Equity Consideration: Whereas Black residents represent 21% of Oakland’s population, they comprise 52% of Oakland’s unhoused community. Research shows that the population(s) most likely to become unhoused are Black men between the ages of 35-55 with prior experiences with homelessness and in the criminal justice system. HCD developed a homelessness prevention program in partnership with All Home, Bay Area Community Services, and its evaluation partners at Stanford University and the University of Pennsylvania. The program uses prioritization factors to target services to the most at-need residents in order to slow, and eventually stop, flow into new homelessness. Additionally, HCD’s partners at All Home developed a statistical model to articulate investment needs across a range of service interventions from prevention to interim housing and permanent exits. The All Home model clearly names homelessness prevention as the most cost effective strategy to address the homelessness crisis; without increasing the City of Oakland‘s investment into prevention services, the overall homeless service system cost would increase by over $200 million in five years. The model demonstrates that in order to reduce unsheltered homelessness by 50% over five years, the City would need to invest $22.5 million per year in prevention services. As such, this proposal recommends funding both targeted homelessness prevention and eviction defense efforts to execute the City of Oakland’s priority of addressing the housing and homelessness crisis.

2. The annual budget for CDBG is based on projected HUD allocations and meeting CDBG compliance requirements for service delivery, administrative and program delivery caps. HCD is considering using the funding to release an RFP to enter into contract with a partner organization with established infrastructure that can scale the number of households served through the same activities. This adjustment could result in increased service to the Oakland community.

Equity Consideration: HCD’s Owner-Occupied Home Rehabilitation and Improvement Programs primarily serve elders, extremely-low-income, and Black residents. In 2023, 93.5% of residents served were over the age of 62, 70% were extremely low-income, and 78.1% identified as Black. Entering into contract with an established community organization could increase the total number of projects completed and residents served, greatly scaling impact.

3. 681
Freezes 13.5 FTE positions across the department in the following job classifications: Account Clerk III, (3) Administrative Analyst II, Administrative Assistant I, (2) Hearing Officers, Home Management Specialist III, Housing Development Coordinator III, Housing Development Coordinator II, Housing Development Coordinator IV, (2) Rehabilitation Advisor I, Student Trainee, PT. There is no service impact as the positions were vacant.

Equity Consideration: There is no discernible equity impact from this action.

1. SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY2 FD_1010 Revenue Adds Interfund Transfers revenues 1,820,032.00 FD_1870 Add Adds Position in Administration Database Analyst II.AP175 1 250,209.00 1 FD_1870 Add/Delete Position Add/Delete in Rehabilitation & Residential Lending Project Manager.EM216 -0.5 (176,062.00) -0.5 FD_1870 Freeze Freeze Position in Administration Account Clerk III.AF030 -1 (161,203.00) -1 FD_1870 Freeze Freeze Position in Community Development & Engagement Home Management Specialist III.AP1… -0.6 (136,184.00) -0.6 FD_1870 Freeze Freeze Position in Housing Development Services Housing Development Coordinator II.… -0.5 (102,918.00) -0.5 FD_1870 Freeze Freeze Position in Housing Development Services Housing Development Coordinator III.… -0.5 (119,165.00) -0.5 FD_1870 Freeze Freeze Position in Rehabilitation & Residential Lending Rehabilitation Advisor I.AP312 -1.25 (222,296.00) -1.25 FD_1870 O&M Adds Operating Transfers Out in Administration 1,820,032.00 FD_1870 O&M Adds Other Contract Services in Administration 1,000,000.00 FD_1870 O&M Adds Other Contract Services in Community Development & Engagem… 2,909,500.00 FD_1870 O&M Adds Other Contract Services in Housing Development Services 241,215.00 FD_1870 O&M Adds Repairs and Maintenance in Housing Development Services 150,000.00 682

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Housing & Community Develop… Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 50.0M
100.0M
150.0M
Dollars
General Funds
Special Revenue Funds
Capital Project Funds
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $2,876,761 $0 $0 $0
Affordable Housing Trust Fund $36,798,696 $14,855,244 $14,339,038 $14,354,559 Jobs Housing Impact Fee Fund $2,941,187 $0 $1,388,861 $1,680,457 Affordable Housing Impact Fee Fund $3,170,053 $0 $3,118,812 $2,094,408 2006 Housing Bond Proceeds $500 $0 $0 $0
2011A-T Subordinated Housing $384,497 $748,351 $0 $0
GENERAL FUNDS TOTAL $46,171,694 $15,603,595 $18,846,711 $18,129,424 Special Revenue Funds
FEMA Declarations $186,377 $0 $0 $0
CARES Act Relief Fund $49,747 $0 $0 $0
American Rescue Plan Act -$115 $0 $0 $0
HUD-CDBG $9,719,423 $6,641,281 $6,750,982 $6,838,643
HUD-Home $3,874,427 $2,921,719 $3,193,158 $3,195,699
California Housing and Community Development $6,243,764 $18,645,231 $0 $0 Rent Adjustment Program Fund $7,500,886 $9,606,713 $7,951,404 $7,868,300 Jobs Housing Impact Fee $0 $65,000 $0 $0
Affordable Housing Impact Fee $0 $3,150,000 $0 $0
Lead Settlement 2022 $0 $0 $0 $0
Mortgage Revenue $318,307 $89,492 $802,124 $797,548
Low and Moderate Income Housing Asset Fund $1,375,405 $5,990,000 $5,990,000 $5,995,320 Miscellaneous Grants $37,687 $0 $0 $0
683
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial SPECIAL REVENUE FUNDS TOTAL $29,305,908 $47,109,436 $24,687,668 $24,695,510 Capital Project Funds
Meas. KK: Affordable Housing (GOB 2017A-2 Taxable) $0 $0 $0 $0 Meas. KK: Affordable Housing Series 2020B-2 (Taxable) -$834,386 $0 $0 $0 Measure U: Affordable Housing GOB Series 2023A-2 (Taxable) $5,497,575 $0 $0 $0 Measure U: Affordable Housing & Infrastructure Serie 2024B-2 GOB(Taxable) $0 $130,189,061 $100,189,061 $80,000,000
Central District Projects $2,321,904 $0 $0 $0
Central District: TA Bonds Series 2009T $662,152 $0 $0 $0 Central District: TA Bonds Series 2006T $237,848 $0 $0 $0 CAPITAL PROJECT FUNDS TOTAL $7,885,093 $130,189,061 $100,189,061 $80,000,000 TOTAL $83,362,695 $192,902,092 $143,723,440 $122,824,934 Expenditures By Category
Broken down by
Expenses Housing & Community Develop…
Visualization
Personnel & Overhead
$19,999,087 (13.9%)Operations & Maintenance
$10,021,654 (7.0%)
Internal Services
$1,591,160 (1.1%)
Debt & Other
$110,291,507 (76.7%)
Transfers
$1,820,032 (1.3%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Transfers
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684
Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Administration $6,745,315 $7,169,434 $8,178,740 $8,290,567 Community Development & Engagement $13,874,253 $4,764,292 $8,018,503 $8,803,760 Rehabilitation & Residential Lending $3,619,299 $4,299,431 $2,943,771 $3,349,960 Housing Development Services $52,333,572 $168,065,739 $116,631,022 $94,512,347 Residential Rent Adjustment $6,790,256 $8,603,196 $7,951,404 $7,868,300 TOTAL $83,362,695 $192,902,092 $143,723,440 $122,824,934

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Housing & Community Development FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 100.0

25.0 50.0

75.0 FTE
Administration
Community Development &…
Community Housing Services
Housing Development Servi…
Rehabilitation & Residential…
Residential Rent Adjustment
Sort A to Z 
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2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Administration 21 21 20.5
Community Development & Engagement 10 9 9
Rehabilitation & Residential Lending 13.5 10 10
Housing Development Services 14 11 11.25
Residential Rent Adjustment 31 25 25
Community Housing Services 24 0 0
TOTAL 113.5 76 75.75
685
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Account Clerk II 1 1 1
Account Clerk III 1 0 0
Accountant II 2 1 1
Accountant III 2 1 1
Administrative Analyst I 5 2 2
Administrative Analyst II 8 3 3
Administrative Assistant I 10 7 7
Administrative Assistant II 2 2 2
Administrative Services Manager I 1 0 0
Assistant to the Director 1 1 0.5
Budget & Grants Administrator 1 1 1
Business Analyst III 1 1 1
Case Manager I 6 0 0
Community Dev Prgm Coordinator 2 2 2
Data Analyst 0 1 1
Data Analyst III 1 0 0
Database Analyst II 0 1 1
Deputy Director, Housing 2 2 2
Development/Redevelopment Pgrm MGR 1 1 1
Director of Housing & Comm Dev 1 1 1
Health & Human Svcs Prgm Planner 2 0 0
Hearing Officer 6 4 4
Home Management Specialist II 1 0 0
Home Management Specialist III 2 2 2
Housing Development Coord I 1 1 1
Housing Development Coord II 2 1 1
Housing Development Coordinator III 3 2 2.25
Housing Development Coordinator IV 5 4 4
Loan Servicing Administrator 1 1 1
Loan Servicing Specialist 1 1 1
Management Assistant 1 1 1
Manager, Agency Administrative 1 1 1
Manager, Housing Development 3 5 5
Manager, Human Services 1 0 0
Manager, Rent Adjustment Pgm 1 1 1
Monitoring & Evaluation Supervisor 1 1 1
Mortgage Advisor 2 2 2
Office Assistant II 1 1 1
Program Analyst II 12 8 8
Program Analyst III 4 2 2
Project Manager 5 4 4
Project Manager II 1 1 1
Rehabilitation Advisor I 2 0 0
Rehabilitation Advisor III 2 2 2
Rent Adjustment Program Assistant 1 1 1
Rent Adjustment Program Manager, Asst 1 1 1
Senior Hearing Officer 1 1 1
Student Trainee, PT 0.5 0 0
Urban Economic Coordinator 1 0 0
686
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE TOTAL 113.5 76 75.75
687

Fund New Construction of Affordable Housing
Underwrites, reviews, and administers loans through Notices of Funding Availability (NOFAs) to produce new affordable housing units. Monitors construction draws and ensures loan compliance.

Predevelopment Loan Program
Provides loans to non-profit housing developers to cover pre-development costs (feasibility analyses and preparation of loan applications) and costs of preparing projects for syndication.

First-time Homebuyer Loan Program
Provides loan funding to first-time homebuyer Oakland residents and workers, and creates and participates in homebuyer education activities. Additionally, reviews and approves resales and refinance of restricted affordable below market-rate units.

Acquisition and Conversion to Affordable Housing (ACAH) program Program that administers funds to developers, including a specific pool for CLTs/coops, to acquire "naturally occurring affordable housing", deed restrict them to ensure affordability for 55 years, and rehabilitate them.

Owner-Occupied Home Rehabilitation and Improvement Programs Offers building rehabilitation programs to Oakland's low-to-moderate income, senior and disabled homeowners including lead-safe paint and accessibility improvement, emergency home repair, home maintenance improvement, and major/minor home repair programs.

Earthquake Seismic Retrofitting Grants
Housing & Community DevelopmentHousing & Community Development FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 688
The Safer Housing for Oakland Program (SHOP) offers grants to reimburse owners for a portion of the costs to seismically retrofit a multi-unit apartment building with a “soft-story” condition. The Earthquake-Safe Homes Program offers grants to owner-occupants of 1-4 unit properties for partial reimbursement of the cost of a seismic retrofit.

Homeless Housing Production, Conversions and Preservation (Homekey, R2H2) Apply for and commit local, County, State and federal funds to housing projects for people experiencing homelessness. Review proposals and work with non-profits developers and service partners to refine project scopes and feasibility.

Existing Housing Portfolio Monitoring and Rehabilitation Monitors HCD's existing affordable housing portfolio for habitability and financial health; tracks affordability restrictions and loan compliance over time; and provides loans for property rehabilitation and emergency health and safety repairs.

Building Electrification Initiative
Ensures HCD's affordable housing portfolio complies with the citywide goal stating that by 2040, all residential units in Oakland must be fully electric.

Housing Counseling, Education, and Referrals
Provides direct holistic counseling and workshops to tenants and housing providers regarding state and local residential rental housing laws, including the City's Rent Adjustment Ordinance, Just Cause for Eviction Ordinance, Tenant Protection Ordinance, Tenant Move Out Agreement Ordinance, and the Uniform Relocation Ordinance. Supports via phone calls and emails residents seeking housing services and information.

Rent Adjustment Hearings and Mediations
Reviews petitions, hears cases, holds mediation sessions, renders decisions, reviews appeals, communicates with tenants, landlords, and their representatives, and coordinates appeal hearings before the Rent Adjustment Board.

Rent Registry and Eviction Filings
Enforces and implements the City's Rent Registry Ordinance. Manages the annual and ongoing collection, monitoring and compliance, and reporting of registered rental properties in Oakland. Provides education and technical assistance to property owners to register their properties, and to tenants about their property's registration status. Responds to rent registration public inquiries. Holds virtual and in-person outreach and education events on rent registration requirements. Provides administrative support to the unit. RAP staff receives every eviction notice and tenant move-out agreement filed in the City of Oakland for residential rental units subject to the Just Cause for Eviction Ordinance, either via email, paper, or otherwise, and ensures they are accurately entered into the City's database for recordkeeping.

Anti Displacement and Housing Stability Services
Provide services in the form of eviction prevention and homelessness prevention via service providers to Oakland tenants at risk of displacement or homelessness. Includes legal assistance, emergency rental payments and wrap around services.

Code Compliance Relocation Program
Reviews applications for tenant eligibility for relocation benefits in accordance with O.M.C. 15.60. Assists tenants and property owners in understanding their rights and responsibilities under the law. Administer payment and 689
reimbursement processes.

Housing Policies, Research, Plans, and Data
Publishes strategic plans, impact reports, research, and other materials to inform decisions and to educate the public about affordable housing activity in Oakland.

Community Engagement and Public Education
Staff attend multiple community events annually to provide information on housing programs and resources offered by HCD. Prepares materials that provide information and guidance on tenant protections, rent and eviction laws at local, state, and federal levels to educate public about their rights and responsibilities under these laws.

Update and Post Annual Rent and Income Limits
Track and update annual rent and income limits and utility allowances and publicly post on the Department website .

Loan Repayments, Servicing, and Property Resales
The loan servicing team receives loan payments and handles issues relating to repayment and resale of properties with loans from the City.
690

Administration will provide updated performance measures in the FY25-27 Adopted book. 691

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Housing Development Division
Housing Development Services (HDS)
The HDS unit produces affordable units by funding the new construction of housing with long-term affordability restrictions, as well as through the opportunity to move into homeownership. HDS services and activities predominantly benefit extremely low- to moderate income (LMI) residents and areas of Oakland. HDS administers funds through the New Construction
Notice of Funding Availability (NOFAs). These NOFA funds, comprised largely of local bond funds as well as impact fees, former redevelopment “boomerang” funds, the City’s HOME allocation, and various other repayments, are competitively issued and recommendations for new construction and rehabilitation are brought to Council for approval. HDS also runs the city’s first-time homeowner program via the Mortgage Assistance Program (MAP) and Cal HOME loan programs, operating jointly with participating lenders, to assist low and moderate-income first-time homebuyers with the purchase of homes in the City of Oakland.

Housing Preservation Services (HPS)
The HPS unit works to preserve affordable housing through and is a key component of HCD’s anti-displacement strategy. The Acquisition and Conversion to Affordable Housing (ACAH) program allows project sponsors to 692
acquire market rate apartment buildings and convert them to deed restricted affordable housing using a loan from HCD. HPS also includes a Residential Lending Services (RLS) team focused on rehabilitation and improvements primarily for homeowner-occupied properties. RLS offers four programs targeted to income- qualified property owners: Access Improvement Program, Lead-Safe Homes Program, Home Maintenance and Improvement Program and Emergency Home Repair Program.

Homeless Housing Development
The HHD unit focuses on permanent supportive housing for homeless exits through the Homekey program (funded through State HCD) and Oakland’s analog version the Rapid Response Homeless Housing (R2H2) program. The housing funded by these programs must be “quick build” ready to house residents within 12 months of an award and fully operational within 15 months.

Asset Management Services (AMS)
The AMS is responsible for monitoring and enforcing the City’s Regulatory Agreements for the deed restricted affordable housing portfolio. This includes ensuring compliance with required rental restrictions, property condition, and payment of loans among other factors. AMS administers the Health and Safety Rehab Loan Program for multifamily buildings that have emergency repair needs as well as the Preservation Notice of Funding Availability (NOFA), a funding opportunity for existing affordable housing portfolio properties that require major capital improvements.

Community Development Division
Rent Adjustment Program (RAP)
The mission of the RAP is to promote community stability, healthy housing, and diversity for Oakland residents, while preventing illegal rent increases and evictions, and ensuring a fair return for property owners. RAP is charged with administering the Rent Adjustment, Just Cause for Eviction, and Rent Registry Ordinances for the City of Oakland. Staff employ an active enforcement model of rent control and use extensive outreach to inform tenants and owners about their rights and obligations under the law and program regulations, maintains full and accurate records through reporting requirements, including eviction notices and a rental registry, provides housing counseling and mediations, and adjudicates rent petitions through the RAP hearings unit.

Community Development & Engagement (CDE)
The CDE unit acts as a program administrator and grant manager for Community Development Block Grant (CDBG) and other U.S. Department of Housing and Urban Development (HUD) resources. CDBG funds rebuild and revitalize depressed neighborhoods and target benefits to low- and moderate-income residents and areas of Oakland. CDBG provides funding for housing, homeless services, other public services, economic development, and other public infrastructure and neighborhood improvements benefitting low and moderate-income residents. Staff also serve as the lead preparers for the City’s Consolidated Annual Action Plan and Consolidated Annual Performance & Evaluation Reports, both submitted to the U.S. Department of Housing & Urban Development.

Administration & Fiscal
Fiscal Services
HCD’s fiscal team manages financial processes for the full department. The unit provides external loan servicing, internal accounting and invoice payments, long-term budgeting, grant compliance, audit management, and 693
more.

Housing Policy Unit
The housing policy unit advises on legislation, policy ideas, and program improvement opportunities. The goal of this team is to ensure Oakland has smart and effective policies that address housing affordability, housing quality, and homelessness. The unit leads strategic planning processes, advocacy for resources, data analysis, and best- practices research to serve the full spectrum of housing – from homeownership to homelessness. The unit collaborates heavily with the City Administrator’s Office, other departments, elected officials, and advocacy organizations.

Director’s Office
The Director’s Office supports operational and process improvements that have department-wide impact. The unit focuses on improving technology and data systems, managing contracting processes, communications, legislative process management, scheduling, strategy development, personnel, and more. 694

PLANNING & BUILDING
Mission Statement
The Mission of the City of Oakland Planning and Building Department is to improve Oakland’s physical, social, and economic environments through sustainable development that embraces three core principles: health, opportunity, and equity.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Adds 1.0 FTE Inspection Services Manager and Deletes 1.0 FTE Civil Principal Engineer. There is no direct service impact.

Equity Consideration: The Civil Principal Engineer elimination may affect how larger projects are handled at a management level; however, the disparities of marginalized groups are better identied by the Inspections Service Manager through direct contact to the affected community.

1. Adds 1.0 FTE Administrative Analyst I and 2.0 FTE Planner II and Deletes 1.0 FTE Public Service Representative (PSR) and 1.0 FTE Planner IV in the Building Bureau.

Equity Consideration: Although there is no direct impact service, the PSR elimination will narrow much needed frontline support to the public and may increase response times and complaints to the Department. PSR’s are able to report disparities and assess the effect of existing procedures & policies to suggest equitable changes to the Div manager and/or Sr. PSR as seen through direct contact from the served community events.

2. Adds 1.0 FTE Project Manager and Deletes 1.0 FTE Business Analyst III position from the Operation and Administration bureau. There is no direct service impact.

Equity Consideration: Business Analyst III and Project Manager position duties run somewhat parallel.

Elimination of the Business Analyst III will better streamline the Department by assigning specic Business Analyst III duties to the Project Manager, thus integrating duties. This elimination may assist in

3. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 695
project management to bring more attention to the specic project details when seen through a more focused equity lens.

Adds $875,000 in FY2025-26 and FY 2026-27 to Contracts in Planning Bureau for Consulting services. These services will assist with the implementation of the new Sea Level Rise Overlay zone adopted as part of the Downtown Oakland Specific Plan, the Planning Bureau will need to hire a consultant with expertise in sea level rise adaptation, engineering, and floodplain management, but the intent would be to get a state grant to cover it. The services will also assist with the Impact Fee 5 Year review plan.

Equity Consideration: The equity consideration for this item has not yet been analyzed.

4. Adds $2,000,000 for Planning and Building Permit Fee Refunds in FY2025-26. There is no direct impact to service.

Equity Consideration: The equity consideration for this item has not yet been analyzed.

5. SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26-27 FD_2415 Unfreeze Unfreeze Position in Building Bureau Manager, Inspection Services.EM188 1 352,098.00 1 FD_2415 Unfreeze Unfreeze Position in Operations & Administration Accountant III.AF031 1 224,363.00 1 FD_2415 Unfreeze Unfreeze Position in Operations & Administration Planner I.AP269 2 355,660.00 2 FD_2415 Unfreeze Unfreeze Position in Operations & Administration Project Manager.EM216 1 319,364.00 1 FD_2421 O&M Adds Contract Contingencies (Budgetary Only) in Planning Bureau 317,433.00 FD_2421 O&M Reduces Other Contract Services in Planning Bureau (288,129.00) FD_2415 Add Adds Position in Building Bureau Administrative Analyst I.AP103 1 176,191.00 1 FD_2415 Add/Delete Position Add/Delete in Building Bureau Oﬃce Assistant II.SS153 -1 (112,839.00) -1 FD_2415 Add/Delete Position Add/Delete in Operations & Administration Account Clerk III.AF030 -1 (146,206.00) -1 FD_2415 Delete Deletes Position in Building Bureau Administrative Assistant I, PPT.SS103 -1 (131,087.00) -1 FD_2415 Delete Deletes Position in Building Bureau Engineer, Civil Principal.ET117 -1 (445,514.00) -1 FD_2415 Delete Deletes Position in Building Bureau Public Service Representative.SS169 -1 (131,086.00) -1 FD_2415 Delete Deletes Position in Operations & Administration Business Analyst III.AP118 -1 (262,718.00) -1 696

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Planning & Building Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 10.0M

20.0M

30.0M

40.0M

50.0M

60.0M
Dollars
Special Revenue Funds
Internal Service Funds
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Special Revenue Funds
State of California Other $655,453 $0 $0 $0
Development Service Fund $47,259,018 $58,568,990 $60,815,687 $60,403,163 Capital Improvements Impact Fee Fund $279,636 $0 $29,304 $45,013 Miscellaneous Grants $319,442 $0 $0 $0
SPECIAL REVENUE FUNDS TOTAL $48,513,549 $58,568,990 $60,844,991 $60,448,176 Internal Service Funds $0 $0 $19,860 $20,040
TOTAL $48,513,549 $58,568,990 $60,864,851 $60,468,216
697
Expenditures By Category
Broken down by
Expenses Planning & Building
Visualization
Personnel & Overhead
$48,387,540 (79.5%)
Operations & Maintenance
$6,307,636 (10.4%)
Internal Services
$4,048,042 (6.7%)
Capital
$0 (0.0%)
Debt & Other
$2,121,633 (3.5%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Sort By Chart of Accounts 
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Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Operations & Administration $14,262,451 $17,627,629 $17,283,649 $17,202,731 Planning Bureau $12,572,485 $14,193,258 $15,699,641 $15,580,321 Building Bureau $21,678,613 $26,748,103 $27,881,561 $27,685,164 TOTAL $48,513,549 $58,568,990 $60,864,851 $60,468,216
698

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Planning & Building FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 50.0
100.0
150.0
200.0
FTE
Building Bureau
Operations & Administration
Planning Bureau
Sort A to Z 
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2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Operations & Administration 61 62 62
Planning Bureau 51 51 51
Building Bureau 101 102 102
TOTAL 213 215 215
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Account Clerk II 1 1 1
Account Clerk III 2 1 1
Accountant III 1 2 2
Administrative Analyst I 1 4 4
Administrative Analyst II 6 6 6
Administrative Assistant I 2 3 3
Administrative Assistant I, PPT 1 0 0
Administrative Assistant II 1 1 1
Administrative Services Manager I 1 1 1
Administrative Services Manager II 1 1 1
Assistant Director, Plan & Bldg 1 1 1
699
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Business Analyst II 1 1 1
Business Analyst III 3 2 2
Code Enforcement Inspector, Assist 5 5 5
Construction Inspector, Sr (Field) 1 1 1
Deputy Director/Building Official 1 1 1
Deputy Director/City Planner 1 1 1
Director of Planning & Building 1 1 1
Engineer, Assistant II (Office) 8 8 8
Engineer, Civil (Office) 6 6 6
Engineer, Civil Principal 1 0 0
Engineer, Civil Supv (Office) 1 1 1
Exec Asst to the Director 1 1 1
Management Assistant 2 2 2
Management Intern, PT 2 2 2
Manager, Inspection Services 1 2 2
Manager, Planning & Building Oper 1 1 1
Manager, Zoning 1 1 1
Office Assistant I, PT 1 1 1
Office Assistant II 8 7 7
Permit Technician I 8 8 8
Permit Technician II 6 6 6
Planner I 1 3 3
Planner II 14 14 14
Planner III 14 14 14
Planner III, Historic Preservation 1 1 1
Planner IV 13 12 12
Planner V 2 2 2
Planning Investigator 1 1 1
Principal Inspection Supv 3 3 3
Process Coordinator II 3 3 3
Process Coordinator III 4 4 4
Program Analyst III 1 1 1
Project Manager 0 1 1
Project Manager II 1 1 1
Public Service Rep, Sr 4 4 4
Public Service Representative 19 18 18
Spatial Data Analyst III 1 1 1
Specialty Combination Insp, Senior 9 9 9
Specialty Combination Inspector 43 43 43
Technical Communications Specialist 1 1 1
TOTAL 213 215 215
700

Boards and Commissions
Staff the bi-weekly Planning Commission and monthly committees (Design Review Committee and others) and monthly Landmark Preservation Advisory Board.

Building Bureau
Review and respond to building code inquiries from the public via email, in-person visits at the permit counter and/or inquiries sent to the Engineer of the Day email inbox Review development permits for compliance with local and state codes and regulations regarding fire and life safety, structural, accessibility, and energy conservation.

Business Licenses
Review business licenses to verify whether the activity conforms to the Planning Code (OMC Title 17).

Cashiering Unit
Manage payments, refunds, and reconciliation for permit fees.

Data Collection
Collect and maintain extensive data about permit applications for the purpose of state- and federal-mandated reports and audits such as Housing Element Annual Progress Report and Annual Survey for Office of Planning and Research.

Development Agreements
Planning & BuildingPlanning & Building
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 701
Processing and managing regulatory agreements to provide benefits to Oakland in exchange for additional allowances under state Development Agreement law.

Development Permit Inspections
Perform inspection for code conformance for all on-site developments.

Engineering & Architectural Plan Approval
Review plans for code conformance for all on-site developments.

Review and Process Applications
Review and process telecommunications permits in accordance with local and federal law and process entitlement applications for large and complex projects that include Planned Unit Developments, rezones, General Plan Amendments, coordination with other jurisdictions and agencies.

Entitling Development Projects
Perform internal functions to ensure that development permits for new housing (affordable and market rate), Accessory Dwelling Units (ADUs), and non-housing projects (Conditional Use Permits, subdivisions, etc.) are processed efficiently in accordance with all local, state and federal laws.

General Plan Amendments
Recommend General Plan Amendments for Land Use changes as part of Zoning Code Amendments and Specific Plan Implementation. Conduct public outreach and bring through public hearing process to the Planning Commission and the City Council.

General Plan Updates
Manage the update of the following adopted General Plan Elements: 1) Land Use and Transportation; 2) Safety; 3) Housing; 4) Noise; 5) Open Space, Conservation and Recreation; 6) Historic Preservation; and 7) Environmental Justice - and creation of a new "Infrastructure and Facilities" Element.

Green Building
Ensure project compliance with Green Building requirement, with both a preliminary review at the Planning Entitlement stage and then demonstration of how Green Building methods will be incorporated into each project at the Building Permit stage.

Historic Preservation
Maintain inventory and expertise regarding Oakland's historic resources and districts; advise community members regarding preservation objectives and techniques to protect resources and provide expert review and advice regarding entitlement applications involving historic resource questions and issues.

Livable Neighborhood Code Enforcement
Perform inspection for code compliance for all building maintenance and on-site activities.

Municipal Code Amendments
Recommend changes to the Municipal Code based on policy changes as well as changes from State Law.

Permit Center
702
Manage intake and review of planning and building applications. Responding to inquiries about the Planning Code and processing over-the-counter permit applications.

Planning Code Amendments
Recommend changes to the existing Planning Code (Title 17 of the Municipal Code) that includes zoning regulations as well as writing new sections and chapters to the Planning Code based on policy changes, Specific Plan implementation, General Plan Updates, and changes from State Law. Conducts public outreach and brings through public hearing process to the Planning Commission and the City Council.

Planning Code Interpretation
Process determination requests by interpreting the application of the Planning Code to a site or a proposed project, as well as interpreting areas of the Planning Code that may be unclear or contradictory.

Records Unit
Track and respond to requests for records managed and/or maintained by the Department; Issuance of re- roofing and insulation certificates; Responses to subpoenas; Management of physical and digital records; Research and preparation of 3R Reports (Report of Residential Record) Specific Plans
Manage the creation of Specific Plans and Environmental Impact Reports (EIR) that implement the General Plan by providing a special set of development standards applied to a particular geographic area. Specific Plans that have been adopted to date include: 1) Central Estuary, 2) Lake Merritt, 3) Broadway Valdez, 4) West Oakland, 5) Coliseum, and 5) Downtown Oakland Specific Plans.

Zoning Map Amendments
Recommend changes to the city zoning map based on General Plan amendments, Specific Plans, and policy changes. Conducts public outreach and brings through public hearing process to the Planning Commission and the City Council.

Digital Division
Maintain the City's enterprise permitting system Accela and other IT assets on behalf of the department.

Review and Process California Environmental Quality Act (CEQA) & National Environmental Preservation Act (NEPA) Documents
Serve as lead agency on the preparation of CEQA documents for City projects and NEPA documents for City projects requiring federal funding in accordance will all laws. 703

Administration will provide updated performance measures in the FY25-27 Adopted book.

ORGANIZATIONAL CHART
704

BUREAUS/DIVISIONS
Bureau of Operations & Administration
The Bureau of Operations & Administration manages the department’s permitting counter and provides department oversight and support services for policy development, human resource planning, operations management and training, accounting, budget development, fiscal and grants management, information technology systems and support, agenda management, records cataloging, archive retrieval and contract administration. This Bureau ensures that the department meets its obligations and complies with federal, state, and local laws including labor and public records laws, financial management, and auditing.

Development Permitting
This departmental function: 1) assists permit applicants, such as builders, property owners, architects, engineers, and realtors in processing appropriate construction permits; 2) collects fees related to buildings and infrastructure; and 3) provides customers with support in interpreting the municipal codes.

Bureau of Planning
The Bureau of Planning develops plans and reviews developments that embrace the three principles of environment, economy and equity for residents, workers, businesses and property owners and that guide the creation of projects, programs and services to improve the physical landscape and economic environment of the Oakland community.

General Plan & Strategic Analysis
This departmental function is responsible for preparing and updating land-use plans, policies and regulations, including the Oakland General Plan, Specific Plans for various neighborhoods, and the zoning regulations.

Zoning & Development Planning
This program provides information to the public on zoning regulations and reviews development applications for proposed land use entitlements. Development applications fall into three main categories: 1) major cases, which are reviewed by the Planning Commission; 2) administrative cases decided by the Zoning Manager after public notice and comments; and 3) small project design review cases decided by staff at the zoning counter. The program also supports the City’s Historic Preservation Program, including maintaining a library/archive and citywide database on historic properties and providing information to the public about historic properties.

Bureau of Building
The Bureau of Building provides services for building-related activities, including Code Enforcement, Inspections, Permits, and Plan Reviews.

Engineering & Architectural Plan Approval
705
This departmental function assists permit applicants, such as builders, property owners, architects, engineers, and realtors in understanding and processing appropriate construction permits related to buildings and infrastructure with applicable state health and safety codes, regional environmental regulations, and city development and land subdivision ordinances.

Inspections
This departmental function assures conformance of permitted construction with the California Building, Electrical, Plumbing, and Mechanical Codes, and the Oakland Municipal Code regulating the construction of residential and non-residential buildings and structures, private infrastructure, and earthwork.

Livable Neighborhood / Code Enforcement Services
This departmental function enforces the California Housing Law and the Oakland Municipal Code regulating the maintenance of buildings and properties.
706

PUBLIC WORKS
Mission Statement
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.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Enhancements
Deletes 1.0 FTE vacant Management Intern, and adds 1.0 FTE Program Analyst I. The Management Intern position is responsible for programmatic and administrative support in the Environmental Services Division and has been vacant the entire year. The new Program Analyst I position will provide support for the City's Stewardship Program and enhance public outreach within the Bureau of the Environment.

Equity consideration: There is no discernible equity impact from this action.

1. Adds 3.0 FTE positions to the Sanitary Sewer Design group including: 1.0 FTE Supervising Civil Engineer positions; and 2.0 FTE Program Analyst III positions. The Supervising Civil Engineer position will coordinate, perform, and supervise staff to manage strategic long-term capital planning and sanitary sewer infrastructure repairs, as well as manage compliance with the Sewer Consent Decree’s mandates related to cross connections and infiltration/inflow notifications. The 2.0 FTE Program Analyst III positions will support the Supervising Civil Engineer and provide research, analysis, and development of reports and recommendations of sewer related program planning. Combined, this team will increase service levels by overseeing prompt contracted repairs of critical sewer infrastructure repairs and capital repair planning to ensure Sewer Consent Decree compliance and upkeep of the City’s sewer collection system.

Equity consideration: This team of positions will provide support and respond to infrastructure repairs reported citywide, however we expect to develop the ability to focus efforts more accurately in historically

2. FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 707
Reductions
underserved areas once sufficient data has been captured. The sanitary sewer system encompasses the entire City and most repairs needed are identified after failure. Underground infrastructure assets fail unexpectedly and unpredictably. However, the older an underground asset is, the greater the chance of failure. It would be reasonable to assume that more recently developed areas will be lesser served by this position.

Adds $500,000 in O&M funding each year for vehicle purchases for Sanitary Sewer program in the Bureau of Maintenance & Internal Services.

Equity consideration: There is no discernible equity impact from this action.

3. Adds $494,204 in FY 2025-26 and $610,917 in FY 2026-27 for vehicle purchases in the Bureau of Environment.

Equity consideration: There is no discernible equity impact from this action.

4. Unfreezes 1.0 FTE Account Clerk II in OPW Fiscal Services in the Bureau of Administration. This position will be responsible for utility account payables.

Equity consideration: There is no discernible equity impact from this action.

5. Adds 1.0 FTE Parkland Resources Supervisor position in the Bureau of the Environment to oversee open space maintenance, safety, and habitat restoration.

Equity consideration: The equity consideration for this item has not yet been analyzed.

6. Adds 0.72 FTE PT positions in Human Resources in the Bureau of Administration for training positions, including: 0.22 FTE Office Assistant I, 0.25 FTE Custodian, and 0.25 FTE Park Attendant. These are grant funded positions for the Oakland Public Works Training Academy.

Equity Consideration: There is no discernible equity impact from this action.

7. Adds $102,500 in FY 2025-26 and $276,874 in FY 2026-27 in O&M for environmental enforcement and compliance efforts, such as the illegal dumping surveillance camera program and other enforcement and training materials.

Equity consideration: There is no discernible equity impact from this action.

8. Adds $293,777 in O&M in FY 2025-26 for the Youth We Mean Clean Program in the Bureau of Environment.

Equity consideration: There is no discernible equity impact from this action.

9. Adds $850K in FY 2025-26 in O&M and $1.54 million in FY 2026-27 for parks maintenance expenses, including $150K per year for a vegetation management contract, $298K in Y1 and $308K in Y2 for increased water expenses and other O&M expenses in the Parks maintenance allocation of Measure Q.

Equity Consideration: There is no discernible equity impact from this action.

10. Adds $168,260 per year for parts and equipment expenses in the Equipment Services Division.

Equity consideration: There is no discernible equity impact from this action.

11. Adds $2.4 million for the facilities security contract for the Facilities Services Division.

Equity consideration: There is no discernible equity impact from this action.

12. Freezes 1.0 FTE vacant Pool Technician position and 1.0 FTE Painter position. These positions are responsible for maintenance at the City's pool facilities and painting of City facilities. The positions have been vacant for the entire year and should have minimal impact to current service levels.

Equity Considerations: There is no discernible equity impact from this action.

1. Deletes 1.0 FTE vacant Administrative Assistant II position. This position has been vacant, and another Administrative Assistant II will be transferred to the Assistant Director's Office to cover the responsibilities.

There may be some loss of administrative support in the Parks and Tree Services division as a result.

Equity Considerations: There is no discernible equity impact from this action.

2. Deletes 1.0 FTE vacant Recycling Program Specialist III position. This position is responsible for implementation of the City's Zero Waste program but has been vacant for the entire year. Existing staff will

3. 708
absorb the related duties. There should be minimal impact to current service levels.

Equity Considerations: There is no discernible equity impact from this action.

Freezes 2.0 FTE vacant Environmental Enforcement Officer positions. These positions are part of the Environmental Enforcement Officer Program (EEO), responsible for a patrol and surveillance program assigned to areas for the purpose of removal and enforcement of regulations pertaining to illegal dumping, blight, and nuisance crimes. This program conducts proactive public outreach and issues citations for related violations per state and local regulations, carries out investigations to identify violators and owners of property on which violations occur, and notified to the appropriate authority. This program also attends various City and community-sponsored events to perform outreach and education related to illegal dumping and blight reduction. The positions have been vacant for the entire year, so impact to current service levels should be minimal.

Equity consideration: Continuity of the filled Environmental Enforcement Officer positions will support the City’s efforts to reduce illegal dumping in Oakland’s historically disadvantaged communities, particularly with the further advent of the illegal dumping surveillance camera program. Freezing of the two vacant positions should have minimal impact on the City’s current service levels.

4. Freezes 1.0 FTE vacant Painter position in Graffiti Abatement unit. Position is responsible for rapid response graffiti abatement and has been vacant the full year. Impacts to the current service levels should be minimal.

Equity consideration: There is no discernible equity impact from this action.

5. Freezes 1.0 FTE vacant Street Sweeper Operator. Street Sweeper Operators service an estimated 100 gutter miles per month, which may reduce the frequency of service for uncontrolled areas. Impact to current service levels should be minimal given that the position has been vacant for the entire year.

Equity consideration: There is no anticipated equity impact from the proposed staff reduction in the Street Sweeping Program. OPW prioritizes underserved and marginalized areas for street sweeping based on structural traffic patterns that pass through high density developed areas and commercial corridors, which constitute many of the underserved communities in Districts 5, 6, and 7. The only foreseeable adverse impact to street sweeping services will be due to staffing shortages from routine or extended employee absences.

6. Freezes 10.0 FTE vacant positions and deletes 1.0 FTE vacant position in the Tree Services division of the Bureau of Environment, including: 1.0 FTE vacant Tree Supervisor I position, 4.0 FTE vacant Tree Trimmer Crew Leader positions, 2.0 FTE vacant Tree Trimmer positions, 3.0 FTE vacant Tree Worker positions. The proposal deletes the 1.0 FTE vacant Administrative Analyst II position. This program has been operating at 50% staffing for the past 6 years, and contractors have supplemented staffing to perform tree maintenance throughout Oakland. Existing staff will primarily service trees in the Right-Of-Way, and on an emergency basis. The administrative Analyst II position was recently vacated and will reduce the Tree Services Division’s ability to provide reporting and apply for grants.

Equity consideration: The proposed staffing reductions in Tree Services may disproportionately impact underserved neighborhoods that rely on timely tree pruning and removal services to prevent and/or address hazardous trees in the public right of way. To mitigate the proposed reductions, the program will prioritize managing tree services contractors and emphasize the need to focus on Oakland’s disadvantaged communities, as identified in the Urban Forest Plan.

7. Freezes 1.0 FTE vacant Program Analyst III in the Watershed Division of the Bureau of Design & Construction.

This position assists with analysis and processing of municipal stormwater permits, as well as stormwater capital improvement projects. Impact to current service levels should be minimal given that the position has been vacant for the entire year.

Equity consideration: There is no discernible equity impact from this action.

8. Freezes 11.05 FTE vacant positions in the Bureau of Design & Construction with 2.0 FTE Project Manager positions being restored in Year 2 of the biennial budget. The impacted positions include: 4.0 FTE Capital

9. 709
Improvement Project Coordinator positions; 5.0 FTE Project Manager positions, of which 2.0 FTE will be restored in Year 2; 1.5 FTE PT Engineering Intern positions; and 0.55 FTE Student Trainee positions. The reduction of project funding and project management staffing will result in delayed or paused delivery of some projects. All positions within the Project & Grant Management Division are 90% funded by CIP project funding, largely through infrastructure bond funds.

Equity considerations: Efforts have been taken to work with other City departments to prioritize projects to move forward based on equity, community need, and other constraints, such as grant funding obligations.

These positions may lengthen the timeline required to complete projects in underserved areas of Oakland.

Freezes 1.0 FTE and deletes 1.0 FTE vacant positions in the Fiscal Services Division of the Bureau of Administration, including: freezes 1.0 FTE Accountant II position, and deletes 1.0 FTE Account Clerk III position. These positions are responsible for accounts receivable billings, issuance of task orders, and meeting year end closing deadlines. The division has been operating with the current number of staff since the balancing actions taken in December 2024 took effect. The impact to current service levels should be minimal.

Equity consideration: The loss of these positions may delay invoice payments to local vendors, resulting in increased prompt payment penalties.

10. Freezes 1.0 FTE Project Manager on the Grant Support Team in the Bureau of Administration. This position would be responsible for securing grant funding to reduce City's contributions but has been vacant since the position was created. The impact to current service levels should be minimal.

Equity consideration: Reduction in staff for grant-seeking affects the number of grants and additional sources of revenue to complete programs and projects. As majority of grants have equity emphasis themselves, City would be losing out on funding opportunities to support our most vulnerable citizens.

11. Freezes 1.0 FTE vacant Director of Public Works position. Freezing this position expands the span of control for the Department of Transportation Director to cover both departments. This position has been vacant for more than six months and should not impact service delivery.

Equity consideration: There is no discernible equity impact from this action.

12. Deletes 2.0 FTE vacant positions and freezes 1.0 FTE vacant positions in the Director’s Office, including:

Deletion of 1.0 FTE Public Information Officer II and 1.0 FTE Program Analyst II, and freeze of 1.0 FTE Student Trainee position. The Public Information Officer II is a shared position with DOT that has been vacant for a couple of years, with minimal impact to service delivery. The Program Analyst II position was recently vacated, and supported and promoted the department’s initiatives, as well as conducted outreach to vulnerable communities. The Student Trainee position has also been vacant for a while, with minimal impacts to service delivery expected.

Equity consideration: Loss of the Program Analyst II position may impact departmental outreach efforts to vulnerable communities.

13. Freezes 7.0 FTE vacant positions in the Equipment Services Division of the Bureau of Maintenance & Internal Services, including: 1.0 FTE Equipment Supervisor position, 2.0 FTE Heavy Equipment Service Worker positions, and 4.0 FTE PT Student Trainee positions. All of these positions have been vacant for an extended period of time and should have minimal impact to current service levels.

Equity Considerations: There is no discernible equity impact from this action.

14. Freezes 6.0 FTE vacant positions in the Facilities Services Division of the Bureau of Maintenance & Internal Services, including: freezes 1.0 FTE Capital Improvement Project Coordinator position, 1.0 FTE Stationary Engineer position, 1.0 FTE Assistant Facilities Complex Manager position, 1.0 FTE Construction & Maintenance Supervisor position, 1.0 FTE Administrative Assistant II position, and 1.0 FTE Electrician position. These positions serve a variety of purposes across the department, including facilities maintenance, planning, and

15. 710
electrical work, among other duties. All positions listed have been vacant for the full year and should have minimal impact to current service levels.

Equity consideration: The reductions in repair and maintenance impact the condition and safety of important city facilities that provide programs and services for all Oaklanders, disproportionately affecting disadvantaged, disabled, senior, and unhoused communities. Furthermore, incidents resulting from not addressing damages may impact city workers and most vulnerable residents and can result in injury and death and lead to lawsuits. To ensure a mitigation to negative impacts of the proposed position reduction, overtime pay elimination, and funding adjustment, the city must prioritize existing and most crucial deferred maintenance of citywide public facilities that serve and are in highly disadvantaged communities to maintain service quality and the health and safety of residents and users that are part the most vulnerable communities of Oakland.

Reduces $351,748 in Y1 and $383,819 in O&M Budget to meet overhead fund target. Reduction in overall O&M budget for department administration, particularly temporary personnel services and administration repair and maintenance expenses.

Equity consideration: There is no discernible equity impact from this action.

16. SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26-27 FD_1010 Delete Deletes Position in Bureau of Environment Neighborhood Services Coordinator… -3 (587,516.00) -3 FD_1010 Delete Deletes Position in Bureau of Environment Oﬃce Assistant I, PT.SS152 -0.5 (39,815.00) -0.5 FD_1010 Delete Deletes Position in Bureau of Environment Police Services Technician II.PS173 -2 (334,841.00) -2 FD_1010 Delete Deletes Position in Bureau of Environment Program Analyst III.SC204 -1.5 (374,900.00) -1.5 FD_1010 Freeze Freeze Position in Bureau of Maintenance & Internal Svs. Pool Technician.TR207 -1 (123,467.00) -1 FD_1100 O&M Reduces Insurance and Claims Settlements in Bureau of Administr… (1,260,528.00) FD_1710 Add Adds Position in Bureau of Environment Program Analyst I.AP292 1 201,178.00 1 FD_1710 Delete Deletes Position in Bureau of Environment Administrative Assistant II.SS104 -0.5 (93,097.00) -0.5 FD_1710 Delete Deletes Position in Bureau of Environment Management Intern.SS142 -1 (186,725.00) -1 FD_1710 Delete Deletes Position in Bureau of Environment Recycling Program Specialist III.PP1… -1 (280,403.00) -1 FD_1710 Freeze Freeze Position in Bureau of Environment Environmental Enforcement Oﬃcer.… -1 (205,872.00) -1 FD_1710 O&M Adds Other Contract Services in Bureau of Environment 211,323.00 FD_1710 O&M Adds Other Supplies and Commodities in Bureau of Environment 113,097.00 711

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Public Works Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 50.0M
100.0M
150.0M
200.0M
-50.0M
Dollars
General Funds
Special Revenue Funds
Enterprise Funds
Internal Service Funds
Capital Project Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
       
 
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $2,495,937 $2,733,910 $791,272 $804,312 Self Insurance Liability $97,149 $2,939,084 $3,148,100 $4,408,628 Worker's Compensation Insurance Claims $411,239 $413,733 $414,340 $411,734 Recycling Program $5,010,597 $6,595,293 $6,879,204 $7,164,953 Comprehensive Clean-up $28,295,227 $24,299,615 $24,112,197 $24,112,438 GENERAL FUNDS TOTAL $36,310,149 $36,981,635 $35,345,113 $36,902,065 Special Revenue Funds
Department of Agriculture $0 $0 $0 $0
HUD-CDBG -$5,807 $0 $0 $0
Department of Transportation $615,928 $0 $0 $0
Environmental Protection Agency $40,667 $0 $0 $0
California Parks and Recreation $241,490 $0 $0 $0
California Department of Conservation $186,258 $0 $0 $0 California Department of Transportation $1,316,606 $0 $0 $0 California Library Services $31,266 $0 $0 $0
California Integrated Waste Management Board $434,131 $0 $0 $0 State of California Other $767,626 $0 $0 $0
Alameda County: Source Reduction & Recycling $47,418 $0 $0 $0 Measure B: Local Streets & Roads $1,128,026 $0 $0 $0
Measure B: Bicycle/Pedestrian Pass-Thru Funds $2,775 $0 $0 $0 ACTC Reimbursable Grants $152,934 $0 $0 $0
712
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Measure F - Vehicle Registration Fee $5,292 $0 $0 $0
Measure BB - Local Streets and Roads $510,205 $2,531,600 $2,887,168 $2,875,323 Measure BB - Bike and Pedestrian $55,528 $0 $0 $0
Gas Tax RMRA $14,335 $0 $3,150 $3,170
Meas. Q-Library Services Retention & Enhancement $68,489 $209,084 $208,618 $207,532 Meas. D - Parcel Tax for Library Services $80,828 $172,176 $171,740 $170,505 Meas. Q- Parks & Recreation Preservation $17,985,776 $29,146,655 $22,874,551 $24,082,983 Measure MM - Wildfire Protection Zone $0 $0 $2,347,664 $2,420,872 Meas. WW: East Bay Regional Parks District Local Grant -$30,199 $0 $0 $0 Vacant Property Tax Act Fund $4,080,572 $4,555,789 $5,150,029 $5,065,852 Lighting and Landscape Assessment District $9,735,778 $4,029,062 $4,454,426 $4,468,243 Wood Street Community Facilities District $87,307 $95,812 $91,741 $96,244 Gateway Industrial Park $442,411 $1,407,833 $1,271,191 $1,271,051 Brooklyn Basin Public Services $47,787 $502,382 $502,382 $502,382 Development Service Fund $1,664,452 $2,976,237 $2,730,617 $2,730,617 Excess Litter Fee Fund $20,534 $0 $0 $0
Capital Improvements Impact Fee Fund $251,394 $0 $0 $0
Public Works Grants $318,922 $328,408 $280,000 $280,000 Miscellaneous Grants $2,466 $0 $0 $0
SPECIAL REVENUE FUNDS TOTAL $40,301,195 $45,955,038 $42,973,277 $44,174,774 Enterprise Funds
Sewer Service Fund $36,316,129 $46,489,684 $41,046,705 $40,969,228 ENTERPRISE FUNDS TOTAL $36,316,129 $46,489,684 $41,046,705 $40,969,228 Internal Service Funds
Equipment $28,734,035 $29,807,644 $25,321,868 $25,093,448 City Facilities $45,439,041 $47,845,637 $47,652,034 $47,546,792 INTERNAL SERVICE FUNDS TOTAL $74,173,076 $77,653,281 $72,973,902 $72,640,240 Capital Project Funds
Rockridge: Library Assessment District $15,686 $0 $0 $0 Meas. DD: 2009B Clean Water,Safe Parks & Open Space Trust -$17,910 $0 $0 $0 Meas. DD: 2017C Clean Water, Safe Parks & Open Space Trust $56,774 $0 $0 $0 Meas. KK: Infrastructure and Affordable Housing $140,652 $0 $0 $0 Meas. KK: Infrastructure Series 2020B-1 (Tax Exempt) $1,409,859 $0 $0 $0 Meas. KK: Infrastructure 2022 $1,761,273 $0 $0 $0
Measure KK: Series 2023 GOB $509,407 $0 $0 $0
Measure U: Affordable Housing Infrastructure and GOB $41,552 $0 $0 $0 Capital Reserves $144,789 $0 $0 $0
Central District Projects $6,492 $0 $0 $0
Central District: TA Bonds Series 2005 -$14,237 $0 $0 $0 Central District: TA Bonds Series 2006T $83,730 $0 $0 $0 Coliseum: TA Bonds Series 2006B-T (Taxable) -$561 $0 $0 $0 CAPITAL PROJECT FUNDS TOTAL $4,137,506 $0 $0 $0
Fiduciary Funds/Trust & Agency Funds
Police and Fire Retirement System -$58 $0 $0 $0
Grant Clearing $1,637,848 -$238,436 $506,572 $503,086
Miscellaneous Trusts $4,583 $0 $0 $0
FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL $1,642,373 -$238,436 $506,572 $503,086 TOTAL $192,880,428 $206,841,202 $192,845,569 $195,189,393 713
Expenditures By Category
Broken down by
Expenses Public Works
Visualization
Personnel & Overhead
$135,151,453 (52.4%)
Operations & Maintenance
$64,448,243 (25.0%)
Internal Services
$23,640,716 (9.2%)
Capital
$2,033,414 (0.8%)
Debt & Other
$32,428,257 (12.6%)
Transfers
$0 (0.0%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Transfers
Sort By Chart of Accounts 
         
Expenditures By Bureau/Division
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Bureau of Administration -$248,493 $5,290,487 $3,989,292 $5,236,237 Bureau of Design & Construction $20,465,173 $19,288,249 $12,581,303 $13,265,416 Bureau of Maintenance & Internal Svs. $105,018,396 $113,552,904 $108,842,535 $109,011,872 Bureau of Environment $67,645,352 $68,709,562 $67,432,439 $67,675,868 TOTAL $192,880,428 $206,841,202 $192,845,569 $195,189,393 714

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Public Works FTE Count
Visualization
2024-25
Adopted
Midcycle FTE
2025-26
Proposed
Biennial FTE
2026-27
Proposed
Biennial FTE
Fiscal Y ear

0.0 100.0
200.0
300.0
400.0
500.0
600.0
FTE
Bureau of Administration
Bureau of Design & Constru…
Bureau of Environment
Bureau of Maintenance & In…
Sort A to Z 
       
 
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Bureau of Administration 40 34.72 34.72
Bureau of Design & Construction 92.55 83.5 85.5
Bureau of Maintenance & Internal Svs. 289.59 274.59 274.59 Bureau of Environment 260.09 235.59 235.59
TOTAL 682.23 628.4 630.4
Authorized Positions By Classification
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Account Clerk II 0 1 1
Account Clerk III 4 3 3
Accountant II 3 2 2
Accountant III 3 2 2
Administrative Analyst I 1 1 1
Administrative Analyst II 16 15 15
Administrative Assistant I 3 3 3
Administrative Assistant II 7 5 5
Administrative Services Manager I 3 3 3
Administrative Services Manager II 1 1 1
715
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Arboricultural Inspector 2 3 3
Assist Director, Pub Works Agency 4 4 4
Assistant to the Director 1 1 1
Auto Equipment Mechanic 10 10 10
Auto Equipment Service Worker 3 3 3
Budget & Grants Administrator 1 1 1
Business Analyst II 2 2 2
Business Analyst III 4 4 4
Capital Imp Proj Coord, Asst 1 1 1
Capital Improvement Project Coor 13 8 8
Carpenter 5 5 5
Clean Community Supervisor 1 1 1
Construction & Maintenance Mechanic 8 8 8
Construction & Maintenance Supv I 3 2 2
Construction Inspector (Field) 6 6 6
Construction Inspector Sup (Field) 1 1 1
Construction Inspector, Sr (Field) 1 1 1
Construction Inspector, Sup II 1 1 1
Custodial Services Supervisor I 5 4 4
Custodian 52 52 52
Custodian Supervisor 0 1 1
Custodian, PPT 3 3 3
Custodian, PT 15.29 15.54 15.54
Director of Public Works 1 0 0
Drafting Technician, Int (Office) 1 1 1
Drafting/Design Technician, Sr 1 1 1
Electrical Engineer II 1 1 1
Electrician 2 1 1
Electrician Leader 1 1 1
Engineer, Assistant II (Office) 18 18 18
Engineer, Civil (Field) 3 3 3
Engineer, Civil (Office) 9 9 9
Engineer, Civil Principal 2 2 2
Engineer, Civil Supervising (Field) 1 1 1
Engineer, Civil Supv (Office) 5 6 6
Engineering Intern, PT 1.5 0 0
Environment Svcs Analyst, Asst 2 2 2
Environmental Enforcement Officer 7 5 5
Environmental Program Specialist 3 3 3
Environmental Program Supervisor 1 1 1
Equipment Body Repair Worker 3 3 3
Equipment Parts Technician 4 4 4
Equipment Services Superintendent 1 1 1
Equipment Supervisor 3 2 2
Exec Asst to the Director 1 1 1
Facilities Complex Manager 2 2 2
Facilities Complex Mgr, Asst 1 0 0
Facility Security Assistant, PPT 0.8 0.8 0.8
Fleet Compliance Coordinator 1 1 1
Fleet Specialist 1 1 1
Gardener Crew Leader 28 28 28
Gardener II 32 32 32
Heavy Equipment Mechanic 16 16 16
Heavy Equipment Operator 4 4 4
Heavy Equipment Service Worker 5 3 3
Heavy Equipment Supervisor 2 2 2
716
2024-25 Adopted Midcycle FTE 2025-26 Proposed Biennial FTE 2026-27 Proposed Biennial FTE Irrigation Repair Specialist 2 2 2
Maintenance Mechanic 2 2 2
Management Assistant 3 3 3
Management Intern 1 0 0
Manager, Agency Administrative 1 1 1
Manager, Building Services 1 1 1
Manager, Capital Contracts 1 1 1
Manager, Capital Improvement Pgrm 1 1 1
Manager, Environmental Services 1 1 1
Manager, Equipment Services 1 1 1
Manager, Park Services 1 1 1
Manager, Support Services 1 1 1
Manager, Technology Pgm 1 1 1
Neighborhood Services Coordinator 4 0 0
Office Assistant I, PT 0.5 0.22 0.22
Painter 11 9 9
Park Attendant, PPT 2.7 2.7 2.7
Park Attendant, PT 20.89 21.14 21.14
Park Equipment Operator 6 6 6
Park Supervisor I 7 7 7
Park Supervisor II 2 2 2
Parkland Resources Supervisor 0 1 1
Plumber 3 3 3
Police Services Technician II 2 0 0
Pool Technician 2 1 1
Pool Technician, PPT 0.5 0.5 0.5
Program Analyst I 2 2 2
Program Analyst II 4 3 3
Program Analyst III 8 8 8
Project Manager 7 4 6
Project Manager II 5 2 2
Public Information Officer II 2 1 1
Public Works Maintenance Worker 52 52 52
Public Works Operations Manager 4 4 4
Public Works Supervisor I 14 14 14
Public Works Supervisor II 5 5 5
Recycling Program Specialist II 5 5 5
Recycling Specialist, Senior 2 1 1
Sewer Maintenance Leader 23 23 23
Sewer Maintenance Planner 1 1 1
Sewer Maintenance Worker 32 32 32
Solid Waste/Recycling Prog Sup 2 2 2
Stationary Engineer 9 8 8
Stationary Engineer, Chief 3 3 3
Street Maintenance Leader 25 25 25
Street Sweeper Operator 18 17 17
Student Trainee, PT 8.05 2.5 2.5
Support Services Supervisor 2 2 2
Training & Public Svcs Admin 1 1 1
Tree Supervisor I 2 1 1
Tree Supervisor II 1 1 1
Tree Trimmer 9 7 7
Tree Trimmer Crew Leader 4 0 0
Tree Worker 5 2 2
Watershed Program Supervisor 1 1 1
TOTAL 682.23 628.4 630.4
717
718

Administration
Administration performs internal functions to support department operations, such as Fiscal oversight, Human Resources related functions, on-call contract professional services contracts, grant seeking, and procurement.

Business Information and Analysis provides software application support to OPW and the Department of Transportation (DOT). This software such as Cityworks and SeeClickFix, PMWeb, Accela, and others to collect, manage, and analyze data for maintenance management, permitting, and other capital and internal tools. Grants Support Division overseeks the assignment of on-call grant writing professional services to the other bureaus.

BMIS - 311 After Hours Admin
Plan and execute weekend after-hours standby pre-shift and storm prep meetings as needed. Coordinate General and Sewer Standby Supervisor assignment, compile and publish standby rosters for all 6 OPW/DOT after- hours standby crews, provide guidelines and standard operating procedure, and review calls, route the follow up services needed to the appropriate division. Department liaison for OAK311, OPW, OPD, and OFD, and after-hours call routing vendor and contracts. Process after hours claims to third party and board billing to property owners.

Perform call audits and reviews, perform quality control of all responses.

Business Information and Analytics Division
The Business Information and Analytics division (BIAD) manages our departments’ data analytics. In close coordination with ITD, BIAD manages Cityworks, SeeClickFix, OPW/DOT implementations of Accela, and ArcGIS.

This division also produces reporting used to track compliance and performance metrics.

Capital Contracts Administration
OPW administers a variety of Capital Improvement Project contracts (construction, consultant, and on-call) to support the delivery of the Capital Improvement Program. This division is responsible for implementing Public WorksPublic Works
FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 719
processes to ensure City requirements are being met, assists project managers to develop and provide Request for Proposals/Bids (RFP/B) that follow state and city guidelines for solicitations.

CIP Planning, Programming and Management
Oakland Public Works (OPW) supports City departments (OPL, OPRYD, OFD, OPD, DHS) and OPW Divisions (Watershed and Stormwater Management) to plan, program, and manage Capital Improvement Projects.

Services include project management and project delivery, CIP programming services to Citywide department.

Communications Division
The Communications Division within Oakland Public Works creates all internal and external communication.

They craft the messages that are released to the public regarding upcoming engagement opportunities and project in their area that may require outreach due to disruptions. The division also develops and executes our internal communications strategies to keep OPW employees informed of important information within the department.

Construction Management
OPW manages the construction of all City of Oakland major capital improvement projects. These construction projects are authorized, programed, and funded through the Capital Improvement Program. OPW manages construction progress, payment for construction and/or professional services contracts to ensure compliance of prompt payment and contract compliance policies and oversees staffing and all functions in construction management.

Environmental Services: Environmental Compliance
Administers the City's environmental compliance program that includes environmental site assessments and contamination mitigation, and hazardous material/waste management, oversees the inspections and routine maintenance of the City's fuel storage infrastructure, including related employee training, and obtains and maintains environmental regulatory permits.

Facility Services
The FSD manages over 300 Facilities which services all City owned properties and provides direct tenant services to a wide variety of client agencies, including custodial services, building engineering, security and access controls, HVAC and air quality monitoring, emergency response and property management. This division is also responsible for preparing new building operating estimates, design and project oversight for all minor maintenance and maintenance related internal and Capital Improvement Projects. In addition, this division is responsible for the maintenance of and operation of underground storage tanks (UST's), emergency generators, HVAC, mechanical, electrical, and plumbing, preventative and routine maintenance, and service requests for the Emergency Operations Center, Oakland Fire Department, the Veterans Building, Oakland Animal Shelter, and various Oakland Public Libraries throughout the City. The Custodial unit is responsible for providing daily custodial services, including cleaning, disinfecting, sanitizing, debris removal and recycling at 26 Recreation and Head Start Centers, 36 sets of outside restrooms, 5 City pools and various parks including Joaquin Miller, Lake Merritt, De Fremery, Mosswood and Arroyo Viejo and tot-lots throughout the City, at the Main Library, African American Museum and Library of Oakland and 16 Branch libraries throughout the City. FSD also administers the security contract and is responsible for providing security and visitor screening services at City facilities, and also assists/supports other departments and OPW divisions with impacts and damages from unhoused individuals/encampments at City locations such as the Civic Center Plaza, Parks, Rec Centers, Libraries, etc.

Fiscal Services Division
720
The Fiscal Services division processes over 25,000 financial transaction annually, including accounts payable, accounts receivable, reimbursements, Community Facilities Development, Capital Improvement Projects and general ledger/Grant/Project adjustments. They are also responsible for managing the department’s budget from development through implementation and reporting. OPW Financial reporting to internal and external parties.

Fleet & Equipment
OPW owns, operates, and maintains a fleet of 1,800+ vehicles and major pieces of equipment used to provide emergency, health & safety, and mission essential support to the citizens and businesses of Oakland. This equipment directly supports operations for the Fire, Police, Transportation, Public Works, and other city departments. Support staff performs the regulatory compliance reporting, preventative maintenance, mandated inspections, and repairs to ensure the equipment is in safe operating condition for the using Departments and keeping the City’s fleet at a 92% availability rate.

Grant Support Division
New division established in OPW Bureau of Administration to centralize the unique and technical grant seeking and fiscal reporting for the department. The division manages 5 on-call grant writing consultants to assist subject matter expert staff with grant applications.

Human Resources Division
The Human Resources division manages the recruitment, hiring, payroll, separation and employee relations for the department’s personnel. It also manages the disciplinary process for any violations of City policies, procedures, and administrative instructions. This division works hand in hand with Human Resources Management Department (HRMD) and the Employee Relations and Risk Management Divisions.

Illegal Dumping
KOCB Illegal Dumping crews are responsible for remove illegal dumping from public property, provide special event support, and clean homeless encampments on public property and in parks.

Operations Level Grant Funding Identification and Submission Staff identify and write grants for functional areas such as vehicles, facilities, energy management, sewer, storm drain. Staff inform and liaise with the grants unit and potential consultants to apply for and be awarded grants needed to backfill funding due to the budget deficit. This is critical work that cannot be performed by third parties or other City staff lacking knowledge of operational aspects of the bureau.

Regulatory Compliance
OPW is responsible for ensuring that the City follows the Environmental Protection Act's Federal Consent Decree mandates and National Pollutant Discharge Elimination System (NPDES) discharge permit. This unit provides planning, intra-departmental coordination, program development and implementation, and regulatory oversight to ensure the City’s compliance with applicable federal, state, and local regulatory requirements pertaining to the City’s sanitary sewer system. It also provides technical consultation and functional direction to Public Works divisions and departments engaged in planning, reporting, and compliance activities, and coordinates and performs internal auditing and compliance investigations of the City’s sewer system.

Safety & Training Unit
The Safety and Training programs aggressively addresses and improves issues of employee safety and training needs. Reduces worker’s compensation claims, increases the number of employees returning to work, and 721
decreasing the amount of exposure and liability to the city. Activities within the program include training in sound safety and health practices, developing and enforcing safety and health rules, and investigating every accident promptly and thoroughly to determine cause and implement proper measures to prevent recurrence.

This program works closely with the City Attorney’s Office, the City’s Risk Management Division and the third- party administrator.

Vegetation Management/ Litter Container
KOCB Vegetation Management crews remove vegetation from public owned lots, pedestrian pathways, hardscaped medians/islands, returns - radiuses at the corner of sidewalks, sidewalks underneath overpasses, roadsides, gutters, and perform day lighting of roadsides and clearance of vegetation causing sight obstructions.

Maintain, repair, and replace 1,300 litter containers as needed.

Cost Recovery Services for Substandard, Unsafe, and Unpermitted Construction Staff detect, document, and pursue cost recovery for substandard vendor and utility construction and unsafe and unpermitted construction work. Staff coordinate with internal departments, Fiscal Services, and Risk Management to quantify expenses, establish a claim, and then bill responsible parties through invoicing, property liens, and in some cases subrogation actions.

Environmental Services: Environmental Enforcement Officer Program The Environmental Enforcement Officer Program (EEO) is a patrol and surveillance program assigned to areas for the purpose of removal and enforcement of regulations pertaining to illegal dumping, blight, and nuisance crimes. This program conducts proactive public outreach and issues citations for related violations per state and local regulations, carries out investigations to identify violators and owners of property on which violations occur, and notified to the appropriate authority. This program also attends various City and community-sponsored events to perform outreach and education related to illegal dumping and blight reduction.

Environmental Services: Recycling Solid Waste
OPW implements the City's Zero Waste Program (ZWP) in accordance with City mandates and regulatory requirements. This program:

Enforces the Zero Waste Program to ensure compliance with minimum service standards and proper recycling of resources (e.g., administration of the Second Unit Exemption Program and Construction & Demolition Recycling Plan reviews);
Negotiates and administers the City's Mixed Materials & Organics and Residential Recycling collection services franchise agreements, as well as the program governing non-exclusive franchise agreements for construction & demolition debris collection services;
Stands up a commercial recycling non-exclusive franchise system to regulate and administer recycling service for businesses;
Collaborates with Bay Area cities and regional organizations (e.g., Pacific Coast Collaborative) to leverage available external resources to effect recycling and resource recovery in Oakland; and Promotes the City's Zero Waste Program with an active outreach campaign to Oakland residents and businesses and maintenance of a Recycling Hotline.

Environmental Services: Stewardship
OPW promotes and administers the City's Adopt-A-Spot and Adopt-A-Drain Programs to clean and green Oakland. This program manages litter cleanups, habitat restoration, park care projects, public art installation, and large-scale volunteer cleanup events annually including the annual Earth Day, MLK Jr. Day of Service, and Creek 722
to Bay Day cleanup events. This division also administers the Team Oakland summer job training program for Oakland high schoolers and young adults and a Lake Merritt Institute contract for routine Lake Merritt trash maintenance and public education, and provides active outreach to the community to promote greening and beautification initiatives including at the National Night Out, Town Nights, and ad hoc Mayor townhalls.

Graffiti Abatement
KOCB Painters respond to graffiti vandalism in parks, on litter containers, benches, retaining walls, fences, street light poles, and signal boxes located in the public right-of-way. Oakland strives to remove graffiti containing explicit language within twenty-four (24) hours of notification. Under extenuating circumstances, as a one-time courtesy, the City may abate graffiti on private property.

Homeless Encampment Clean-Up
Specialized team within the Illegal Dumping Unit performing critical clean-up work in accordance with the Encampment Management Team's (EMT's) schedule for homeless encampment closures/ semi-closures and deep cleanings. Encampment Crews work in collaboration with internal departments and external agencies (i.e., OPD, HSD, OFD, DOT, Caltrans, BART, EBRP, etc.) to remediate the impacts to the unsheltered population and restore access to the public right of way. Encampment crews also provide encampments with routine garbage service and post-closure personal property storage services.

Park Services
Park Services provides core functions that ensures safe and well-maintained city parks, trails and open space, and other city owned landscape assets. Functions include landscape, lawn, ballfield, median, and irrigation maintenance, installation, and repair. Park Services also provides maintenance support for OPYRD programs and special events.

Permit Issuance for Temporary Sewer Discharge
OPW administers Temporary Sewer Discharge Permits for projects that wish to pump wastewater into the City's sanitary sewer system.

Permit Issuance for Temporary Storm Drain Discharge
OPW administers Temporary Storm Drain Discharge Permits for projects that wish to pump uncontaminated storm or ground water into the City's storm drain system.

Private Sewer Lateral Program
OPW manages the Private Sewer Lateral Program and provides inspections for Private Sewer Lateral Permits from private residences, distributes notices of abatement to property owners with broken or improper connections, and coordinates with the Sewer Maintenance Division to address public complaints related to private sewer laterals.

Regional Coordination & Participation for Wastewater Collection System OPW coordinates communications, negotiations, and joint planning or activities between the City of Oakland and the EPA/Regional Water Board, Consent Decree Defendants, and community interests.

Sanitary Sewer Design
The Sanitary Sewer Design section responds to public complaints and coordinates the repair of sanitary sewer infrastructure, reviews infrastructure permits, and projects related to development and assesses the sewer mitigation fee for applicants.
723
Sewer Maintenance
Oakland Public Works (OPW) owns, maintains, and operates the City of Oakland’s Sewer Collection System which includes sewer mains, sewer structures, and pump stations. Maintenance of Sewer Collection System includes reducing sewer overflows; televise, inspect, and clean sewers; inspect and maintain sewer pump stations; and inspect and replace sewer maintenance hole covers.

Special Event Setup and Support
KOCB provides support and setup for citywide special events. Staff are tasked with delivery and setup of traffic control devices and barricades to support recurring annual community events such as Laurel Street Faire, Octoberfest, Pride parade, etc. Staff also provide pickup and disposal of materials for Creek to Bay Day, Community Volunteer events etc. Lastly, KOCB staff are enlisted to provide transportation (ie. buses) for internal special events.

Street Sweeping
Keep Oakland Clean & Beautiful (KOCB) Street Sweeping division provides street sweeping service in residential and commercial areas seven (7) days a week. Residential street sweeping - Monday through Friday from 9:00 a.m. to 3:30 p.m. Commercial street sweeping - Monday through Sunday from 11:00 p.m. to 7:30 a.m.

Storm Drain and Drainage Services
Oakland Public Works (OPW) owns, maintains, and operates the City of Oakland’s Storm Drainage Collection System which includes 13,615 inlets and 468 Miles of stormwater pipes, Storm Drainage Inspects and Maintains 8 storm water pump stations twice per month, we perform board-ups during regular working hours, Maintain 170 Miles of creek areas per year, Inspect and clean 10,000 liner feet of V- ditches per year, Inspect and clean 133 Weirs per year, Hydro flush and CCTV storm mains to reduce flooding in the City Of Oakland, Inspect and clean 183 trash collection devices twice per year, Inspect and clean 10 CDS units (Full trash capture units) twice per year, We perform 10 pipe repair per year.

Tree Services
Tree Services manages the City's urban forest by prioritizing tree work such as hazardous tree removal in the public right of way and parks, tree permitting for removal for non-development and development permits, tree planting/ pruning, and stump grinding and removal.

Watershed and Stormwater Management: CIP and Other Project Design and Construction OPW WSM manages stormwater-related capital projects and other design and construction projects including creek and wetland restoration, green stormwater infrastructure, full trash capture, and storm drainage system repairs and improvements.

Watershed and Stormwater Management: Creek Protection Permit Review, Creek Determinations OPW Watershed and Stormwater Management (WSM) implements components of the City of Oakland Creek Protection Ordinance (O.M.C. Chapter 13.16) such as providing review and technical input on Category III and IV Creek Protection Permit applications and CEQA documents and conducting creek determinations. Includes coordination with Planning and Building Department and training of internal and external customers.

Watershed and Stormwater Management: Drainage Issues Engineering Watershed and Stormwater Management Division responds to public inquiries and complaints regarding flooding, drainage issues, and erosion issues where there is a need for engineering services 724
Watershed and Stormwater Management: Overall Stormwater Permit Compliance OPW Watershed and Stormwater Management (WSM) implements components of the City of Oakland Creek Protection Ordinance (O.M.C. Chapter 13.16) such as responding to, including through enforcement actions, public inquiries regarding erosion, watershed health and resources, non-stormwater discharges to the storm drainage system, creeks, and/or waterways, and other stormwater- or watershed-related matters. WSM also implements and facilitates implementation of the City's Municipal Regional Stormwater NPDES Permit (MRP) (current Order No. is R2-2022-0018) that regulates the discharge of stormwater to the City's storm drain system and includes prescriptive provisions regarding the prevention of non-stormwater discharges and discharge volume limitations.

OPW WSM MRP compliance work includes implementing trash load reduction programs, public outreach and education efforts, green stormwater infrastructure planning and implementation, response to illegal discharges to storm drains, pollutants of concern load reduction programs, storm drainage asset management, MRP compliance cost reporting, MRP compliance training and support to other City departments and divisions, and Annual Report facilitation and completion. The business stormwater inspection requirements stormwater permit work is listed as a separate service. WSM also conducts plan review of public and private projects to ensure consistency with the MRP. Internal and external training on stormwater permit compliance. Includes review of Building department demolition permit submittals relating to Polychlorinated Biphenyls controls. Includes interfacing with encampment management team on complaints of encampment impacts to water quality.

Includes special projects related to water quality regulations such as the pending Total Maximum Daily Load Alternative for Dissolved Oxygen in Lake Merritt.

Watershed and Stormwater Management: PX Permit and Other Project Review PX Permit and other project and plan review - storm drainage engineering elements and stormwater permit alignment plan review.

Watershed and Stormwater Management: Storm Drainage Master Planning OPW WSM provides storm drainage master planning efforts to inventory, update, and plan management efforts, including seeking sustainable funding, for the City's separate municipal storm drainage system. Watershed Division is the Asset Manager of the storm drainage system.

Watershed and Stormwater Management: Stormwater Permit Compliance Business Inspection Implement Business Stormwater Inspection Program to comply with Provision C.4 of the Municipal Regional Permit. Includes managing consultant task order and inspectors; inspection of complex sites, Oakland Municipal Code enforcement; invoicing, Accela and mobile app improvements; training; coordination with outside regulatory agencies.
725

Administration will provide updated performance measures in the FY25-27 Adopted book. 726

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Bureau of Administration
Administration supports the Public Works core functions by providing management, administration, fiscal services, human resources support, business and information analysis, safety program, regulatory compliance, and public information.

Fiscal Services Division
The Fiscal Services division processes over 25,000 financial transaction annually, including accounts payable, accounts receivable, reimbursements, and general ledger adjustments. They are also responsible for managing the department’s budget from development through implementation and reporting.

Safety & Training Unit
The Safety and Training programs aggressively addresses and improves issues of employee safety and training needs. Reduces worker’s compensation claims, increases the number of employees returning to work, and decreasing the amount of exposure and liability to the city. Activities within the program include training in sound safety and health practices, developing and enforcing safety and health rules, and investigating every accident promptly and thoroughly to determine cause and implement proper measures to prevent recurrence. 727
This program works closely with the City Attorney’s Office, the City’s Risk Management Division and the third- party administrator.

This division also produces reporting used to track compliance and performance metrics.

Communications Division
The Communications Division within Oakland Public Works creates all internal and external communication.

Regulatory Compliance
This unit provides planning, intra-departmental coordination, program development and implementation, and regulatory oversight to ensure the City’s compliance with applicable federal, state, and local regulatory requirements pertaining to the City’s sanitary sewer system. It also provides technical consultation and functional direction to Public Works divisions and departments engaged in planning, reporting, and compliance activities, and coordinates and performs internal auditing and compliance investigations of the City’s sewer system.

Bureau of Design and Construction
The Bureau provides project management, construction management, capital contracts, and design services for the City’s Capital Improvement Program (CIP). The CIP focuses on Capital Improvements to the City’s critical infrastructure in six asset categories, Buildings & Facilities, Parks & Open Space, Transportation, Sanitary Sewers & Wastewater, Storm Drains & Watershed and Technology. The Bureau also support other City Departments (Library, Parks and Recreation, Fire, Police, etc.) as liaisons for the Capital Improvement Program and project implementation. The Bureau also focuses on providing infrastructure engineering and infrastructure management support of stormwater and sewer facilities. The function also ensures regulatory compliance with Federal, State, and Local Agencies for Sewer, Stormwater, and Watershed through reporting and interactions with regulators.

Wastewater Engineering Management Division
The City of Oakland has 934 miles of City-owned and operated sanitary sewer pipes, seven pump stations, and over 28,554 manholes and structures. Most of Oakland’s sewer system is greater than 50 years old. During wet- weather events, sewer flows are significantly increased due to infiltration and inflow (I/I) of storm water into the sanitary sewer system. The Sewer Service Charge that is collected from all properties pays for the operating and capital expenses incurred to maintain the system. The sanitary sewer collection system is a network of pipes, manholes, clean-outs, pump stations, and other structures used to collect residential, commercial, and industrial wastewater, and transport it to the East Bay Municipal Utility (EBMUD) treatment facility. The City of Oakland’s sanitary sewer system is a collection system only. Sewage treatment and disposal occurs at the EBMUD Treatment Facility near the Bay Bridge and two other facilities; Oakport Wet-Weather Facility and San Antonio Creek Wet-Weather Facility.
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Watershed & Stormwater Management Division
The City’s storm water infrastructure includes more than 402 miles of pipe that range from 6” to 98” in diameter, including trash collection devices such as Vortex Units, 15,000 structures, and over 80 miles of open creek. The majority of the City’s storm water infrastructure was constructed over 80 years ago. Since that time, very little to no upgrading of the system has taken place. Much of the system has long suffered from inadequate resources leading to increasing instances of flooding, erosion, and property damage. Additionally, the City of Oakland is subject to storm water quality regulations (Municipal Regional Permit - MRP) that mandates the City implement numerous programs including : New development and redevelopment permitting and enforcement, Industrial and commercial site inspections, enforcement, and control, Illicit discharge detection and elimination, Construction site inspections, enforcement, and controls, Public information and outreach, Water quality monitoring, Trash load reduction, Mercury, PCBs, copper and legacy pesticide, PBDE, and selenium controls and Development of plans for implementation of green infrastructure. Watershed and Stormwater Management (WSM) implements components of the City of Oakland Creek Protection Ordinance (O.M.C. Chapter 13.16) such as responding to, including through enforcement actions, public inquiries regarding erosion, watershed health and resources, non-stormwater discharges to the storm drainage system, creeks, and/or waterways, and other stormwater- or watershed-related matters. WSM also implements and facilitates implementation of the City's Municipal Regional Stormwater NPDES Permit (MRP) (current Order No. is R2-2022-0018) that regulates the discharge of stormwater to the City's storm drain system and includes prescriptive provisions regarding the prevention of non-stormwater discharges and discharge volume limitations. OPW WSM MRP compliance work includes implementing trash load reduction programs, public outreach and education efforts, green stormwater infrastructure planning and implementation, response to illegal discharges to storm drains, pollutants of concern load reduction programs, storm drainage asset management, MRP compliance cost reporting, MRP compliance training and support to other City departments and divisions, and Annual Report facilitation and completion.

Capital Contract Services Division
Capital Contracts administers the execution and solicitation of a variety of Capital Improvement Project Contracts (construction, consultant, and on-call) to support the delivery the Capital Improvement Program. In this current budget cycle, the division has processed approximately 275 unique contracts and task orders equating to $122M in contracting. This division is responsible for implementing processes to ensure Federal, State, and Local requirements are being met for contracting. They also administer the development and solicitation of RFP/RFQs and bidding and awarding of construction contracts.

Construction Management Division
The division manages the construction of all the City’s major Capital Improvement Projects These construction projects are authorized, programed, and funded through the Capital Improvement Program. Construction management manages construction progress, payment for construction and/or professional services contracts to ensure compliance of prompt payment and contract compliance policies and oversees staffing and all functions in construction management.

Project and Grants Management Division
The staff implements and manages capital improvement projects in support of all City departments. Capital projects span across many types of improvements including buildings/facilities (i.e. libraries, police and fire facilities, recreation centers, pools, etc.), parks and open spaces, and sport fields. Capital projects are implemented in accordance with all applicable codes, ordinances, and policies such as the City’s planning policies, building codes, Green Building/LEED policy, Bay Friendly Landscape policy, ADA standards, and environmental and sustainability programs. Grant Management involves the identification of grant opportunities, 729
preparation of grant applications, implementation of grant programs, fund reimbursement, and all other tasks necessary to meet the standards and conditions of various funding agencies. Capital project fund sources vary from State Park grant programs, local fund measures such as Measure WW East Bay Regional Park Bond, Measure DD City of Oakland bond, Measure KK City of Oakland Infrastructure Bond and partnerships with non- profit organizations.

Bureau of Maintenance & Internal Services
Facilities Services Division
Through the Facilities Services Division (FSD), Oakland Public Works provides custodial services, security, preventative and general maintenance to approximately 300 City-owned buildings (estimated 2.5 million square feet) ranging in size from the Police Administration Building (147,900 sq. ft.) to the FROG Park restroom (40 sq. ft.).

FSD has also served as the lead in managing the City’s efforts to secure PPE and supplies, sanitize City vehicles and facilities, and otherwise ensure safe and healthy working environments in response to the COVID-19 pandemic. In Fiscal Year 2019-2020 Council allocated $1.25 million in Minor Capital Improvement Project (MCIP) funding for minor capital improvement repairs, which has recently been reduced to $1.0 million, This funding is used to perform proactive building maintenance, i.e., roofing replacement and repairs, facility painting, repair and replacement of building HVAC systems equipment, electrical upgrades and other required maintenance on all City-owned facilities that exceeds normal routine maintenance covered through O&M. The current backlog of unperformed MCIP projects and repair needs at City Facilities for each year is estimated at $2.5 - $3M and the reduction of MCIP funds is expected to escalate the backlog accumulation. This will result in further decline of facility conditions and likely result in more costly repairs in the future.

Equipment Services Division
The City of Oakland owns and operates over 1,800 vehicles and major pieces of equipment used to provide emergency, health and safety, and mission essential support to the citizens and businesses of Oakland. This equipment directly supports operations for the Fire, Police, Transportation, Public Works, and other city departments. Support staff performs the regulatory compliance reporting, preventative maintenance, mandated inspections, and repairs to ensure the equipment is in safe operating condition for the using Departments and keeping the City’s fleet at a 92% availability rate.

Sanitary Sewer & Drainage Maintenance Division
The City of Oakland operates and maintains a Sanitary Sewer System consisting of 934 miles of City-owned and operated sewer pipes, eleven pump stations, and over 28,554 manholes and other structures. The sanitary sewer collection system is the network of pipes, manholes, clean-outs, pump stations, and other structures used to collect residential, commercial, and industrial wastewater, and transport it to the East Bay Municipal Utility (EBMUD) treatment facility and is maintained and repaired by the Sewer Maintenance Division. Most of Oakland’s sewer system is greater than 50 years old. During wet-weather events, sewer flows are significantly increased due to infiltration and inflow (I/I) of storm water into the sanitary sewer system leading to sewer spills. Conditions such as ground movement, tree root intrusion, quality of material, and other factors can also cause sewer spills and significantly decrease the service-life of sewer pipes and manholes. The Sewer Maintenance Division responds to and remediates sewer spills, clears obstructions in the sewer system, and cleans, inspects, and performs preventive maintenance and minor repairs to the sanitary sewer system. In 2014, the City and the US EPA, along with other East Bay communities, agreed on a landmark 22-year sewer consent decree requiring at a minimum that the entire system is cleaned on a five year cycle (with annual progress check-ins and reporting) and the 730
entire system is inspected with CCTV equipment on a 10 year cycle (with annual progress check-ins and reporting) with the stated goals of reducing sanitary sewer overflows and decreasing wet-weather flows into EBMUD facilities.

Bureau of Environment
Keep Oakland Clean & Beautiful
The Keep Oakland Clean and Beautiful program maintains and enhances the cleanliness, health, and appearance of City streets and neighborhoods. Activities include more than 31,000 annual requests for removal of illegal dumping; abatement of over 100 homeless encampments annually; removal of 800,000 sq. ft. of graffiti; support for volunteer cleanup and beautification events; special events support; and street sweeping of 614 routes monthly to improve the quality of life for Oakland residents and comply with Clean Water regulations.

Parks and Tree Services
Oakland Public Works provides landscape maintenance, litter removal for 134 parks and public spaces. This includes two region-serving parks, nine community parks, 53 neighborhood parks, 15 special use parks, 26 athletic fields, plus many mini-parks, linear parks, and public grounds. There are another 1,055 acres of Resource Conservation Area (open space) primarily in the Oakland hills. Approximately 100 landscaped medians and streetscapes are also included in the City's park maintenance responsibility along with grounds at City facilities.

Oakland is known for its green tree canopy; the 100-year-old Jack London Oak tree symbolizes our commitment to being a Green City. The urban forest maintained by OPW consists of over 250,000 trees of which 65,000 are street trees (per the 2008 Sidewalk Survey) plus trees found in public parks, medians, streetscapes, and within the street right-of-way; the exact number has not been quantified.

Environmental Services Division
Environmental Services leads OPW efforts in the protection of Oakland’s natural resources and the improvement to health of our community, through programs that focus on energy efficiency and increased use of renewable energy sources, pollution prevention, environmental cleanup and restoration, waste reduction and recycling, and promotion of environmental sustainability. Environmental Services is dedicated to promoting community climate action and enhancing energy efficiency in and maintaining environmental compliance for municipal facilities; conducting environmental assessment and cleanup of open spaces, rights-of-way, waterways and development projects; managing franchise contracts that provide Oakland residences and businesses with weekly trash, compost and recycling services in pursuit of Oakland’s Zero Waste goals; and implementing broad-based sustainability projects throughout the community.
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TRANSPORTATION
Mission Statement
Envision, plan, build, operate and maintain a transportation system for the City of Oakland—in partnership with local transit providers and other agencies—and assure safe, equitable, and sustainable access and mobility for residents, businesses, and visitors.

Learn more about who we are and what we do
here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS

FY 2025-27 PROPOSED POLICY BUDGETFY 2025-27 PROPOSED POLICY BUDGET 732
Enhancements
Adds 12.0 FTE positions for the Parking and Mobility Division in FY 2025-26, with an additional 2.0 FTE positions in FY 2026-27, including: 1.0 FTE Parking Enforcement Supervisor and 11.0 FTE Parking Control Technician in FY 2025-26, and 2.0 FTE Public Service Representative positions in FY 2026-27; adds $500,000 for overtime, $124,000 for ongoing parking operations O&M, $660,000 for one-time purchases, including new vehicles for the additional parking enforcement staff, citation equipment, and other O&M; and adds $1,175,000 in revenue from addition of the new positions. These positions will increase parking enforcement efforts citywide, add a swing shift for parking enforcement, and better enforce street sweeping parking regulations. Parking citations help the City to maintain and improve compliance with parking regulations to increase the availability of parking, reduce unsafe parking, allow for more frequent street sweeping, and reduce vehicle abandonment/blight.

Equity consideration: This proposal would expand Parking Enforcement operations. Parking Enforcement has long been understaffed even while demand for parking enforcement services has grown over the past several years to include enforcement of off-street parking facilities (due to the transition from gated to gateless operations starting in December 2020), regular Sunday enforcement shifts in support of public safety, and seven-day enforcement of the parking meter zone around Lake Merritt. Parking enforcement of illegal parking improves public safety by preventing crashes, improving pedestrian visibility and improving access to fire hydrants, sidewalks, bike lanes, and disabled parking spaces. Parking Enforcement related to street sweeping is vital for environmental compliance and public health by keeping trash off the streets and from entering our waterways as well as making neighborhoods look better. Parking enforcement of metered spaces promotes turnover and activity in business districts and fairer use of popular areas like Lake Merritt. While Parking Enforcement is a vital part of public safety, environmental health, and civic vitality, the fines associated with tickets are regressive, meaning they over burden low-income individuals. An estimated quarter of Oakland residents are unable to pay fines which can lead to additional fines and eventually the loss of drivers' licenses, vehicles, and jobs (
www.oaklandca.gov/topics/progressive-parking-initiative). Low-income, majority People of Color neighborhoods including Chinatown, West Oakland, and San Antonio and Fruitvale are also subject to more frequent street sweeping schedules due to Chinatown being a downtown business district and West Oakland and Eastlake being closer to bay (to prevent waste going into the waterways). To reduce disproportionate negative impacts to low-income Oaklanders and People of Color, the following mitigations are recommended:

Simplify the Income Driven Payment Plan application, which currently requires a significant amount of information and documentation that the average person may not be able to provide study and creation of parking benefit districts in High-Priority neighborhoods that have commercial business districts.

1. Adds $400,000 in revenue in FY 2025-26 and $800,000 in FY 2026-27 from 4,000 new metered parking spaces and addition of six (6) meter hours on Sunday afternoons; $450,000 for staff overtime to enforce new meter hours; and 2.0 FTE Parking Meter Repair Worker positions. 400 new multi-space parking meters will be installed using existing grant funding, and an additional 6 hours of meter time with the addition of noon to 6:00pm on Sundays, bringing the total meter operating hours to 66 hours per week.

Equity consideration: This proposal may result in negative equity outcomes, including cost burdens to low- income households if implemented citywide, which would include High-Priority Neighborhoods with on- street metered parking, such as Chinatown, Fruitvale, and census tracts along the International Boulevard corridor. Between 50% to 67% of people living in these areas are low-income, and between 22% to 47% of people are rent-burdened (paying 50% or more of their income towards housing costs). While parking enforcement is a vital part of public safety, environmental health, and civic vitality, the fines associated with tickets are regressive, meaning they overburden low-income individuals. An estimated quarter of

2. 733
Oakland residents are unable to pay fines which can lead to additional fines and serious additional outcomes, such as the loss of drivers' licenses, vehicles, and jobs. Low-income, majority People of Color neighborhoods including Chinatown, West Oakland, and Fruitvale, and San Antonio are also subject to more frequent street sweeping schedules due to Chinatown being a downtown business district and West Oakland, Fruitvale, and San Antonio being closer to the bay (to prevent waste going into the waterways). If we assume that only Oakland residents are using parking meters, then of this quarter of residents who cannot afford fees, and of those who live and drive within a mile of BART or rapid transit (TIRG mode share adjustment 63.3%), about 69,077 residents could be negatively impacted. Mitigations to this proposal include:

Presenting an engagement plan to the Race and Equity Team Community Engagement Subcommittee for approval prior to implementing this proposal Rolling out the engagement plan and public noticing in advance of implementation and having parking enforcement staff issue warnings instead of citations during the first 60 days of implementation. Staff should investigate high-visibility signage such as billboard advertisements, social media, and other types of public service announcements.

Adds 2.0 FTE Parking Control Technician positions, 1.0 FTE Public Service Representative position, a contracted Hearing Officer, and $100,000 in O&M for automated Speed Safety Camera Program enforcement.

Equity consideration: Reducing vehicle speeds saves lives. OakDOT’s analysis shows that Black and Latine Oaklanders are staggeringly more likely to be killed in a vehicle crash, even more so as pedestrians. As such, slowing vehicle speeds benefits BIPOC Oaklanders who have been carrying the disparate burden of traffic fatalities. Studies show that automated traffic enforcement systems like these reduce speeds on the roads where they are deployed. However, these systems also generate fines, and because the majority of streets on the City’s high-injury network are in high equity priority neighborhoods, these communities are likely to bear more financial burden from ticketing. Nonetheless, data clearly indicates that automated speed enforcement reduces bias in who gets ticketed for speeding compared to human-based enforcement methods. Many equity requirements are legislated into this pilot program, including fine reduction for low-income drivers, geographic distribution requirements, and a required equity analysis of the effects at the end of the five-year pilot. These budgeted positions are required by law for us to carry out this pilot. In order for Oakland to use our camera systems, there must be OakDOT staff in place to review citations and appeals. These staff are also essential for administering other required equity provisions such as the need-based fine reduction.

3. Adds 5.0 FTE positions for new Sidewalk Notice to Repair Program in Complete Streets Division, including: 1.0 FTE Senior Transportation Planner position, 1.0 FTE Senior Construction Inspector position, 1.0 FTE Arboricultural Inspector position, and 2.0 FTE Construction Inspector positions. These positions will be responsible for implementation and management of the City’s new Sidewalk Notice to Repair Program, which will repair and replace sidewalks throughout the City and then charge back the expenses to property owners to better maintain sidewalks throughout the City and maintain ADA compliance.

Equity consideration: This new program will be focused on ensuring access to ADA compliant pedestrian Rights-of-Way throughout the City through City-administered sidewalk repair. In addition to improving accessibility to pedestrian rights-of-way, which will enhance quality of life for all residents and visitors of Oakland, the program will have cost waivers for low-income individuals to ensure that this does not create further cost burdens for them.

4. Transfers and Deletes 1.0 FTE Program Analyst III position from City Administrator’s Office and adds 1.0 FTE Transportation Planner III in the Complete Streets Division for ADA projects. This position will work on ADA improvements within the City’s transportation projects.

Equity consideration: There is no discernible equity impact from this action.

5. 734
Reductions
Freezes 1.0 FTE vacant Management Assistant in the OakDOT Human Resources Division. This vacant position was posted as an internal recruitment in December 2022 and has not been filled. Since this position has been vacant for over two years, freezing the position will not impact current service levels.

Equity consideration: While freezing this position will not change existing service levels, it may have negative equity impacts on existing staff in the OakDOT Human Resources Team, as this team continues to be understaffed. Per OakDOT staff demographic data, administrative staff are more likely to identify as People of Color and/or women. Additionally, limiting the ability to recruit additional Human Resources will hinder future hiring efforts to fill job vacancies and increase service delivery.

1. Freezes 8.0 FTE vacant positions throughout the department for cost saving purposes, including: 1.0 FTE Construction Inspector position, 1.0 FTE Senior Surveying Technician position, 1.0 FTE Program Analyst III position, 1.0 FTE Electrical Engineer III position, 1.0 FTE Permit Technician I, and 2.0 FTE Senior Engineering Technician. These positions have been vacant for the year, and duties have been assumed by other positions in the department where possible. This action should have minimal impact to current service levels.

Equity consideration: There is no discernible equity impact from this action.

2. Deletes 1.0 FTE Supervising Transportation Engineer and adds 1.0 FTE Project Manager to align position with departmental needs. This position is responsible primarily for project management related tasks and does not require the technical training of an engineer.

Equity consideration: There is no discernible equity impact from this action.

3. 735

SIGNIFICANT BUDGETARY CHANGES
Note: Adjust the column widths at header row to view complete table.

Fund  Change  Description  Job Title and Class  FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change FY26 FD_1010 Add Adds Position in Parking and Mobility Management Parking Control Technician.TR164 11 955,702.00 11 FD_1010 Add Adds Position in Parking and Mobility Management Parking Enforcement Supervisor I.TR… 1 109,636.00 1 FD_1010 Add Adds Position in Parking and Mobility Management Public Service Representative.SS169 2 169,312.00 2 FD_1010 Freeze Freeze Position in Parking and Mobility Management for the First Year Public Service Representative.SS169 -2 (339,431.00) 0 FD_1010 O&M Adds Bank and Bond Expenditures and Transfers in Parking and Mobi… 348,000.00 FD_1010 O&M Adds Other Contract Services in Parking and Mobility Management 858,000.00 FD_1010 O&M Adds Other Contract Services in Safe Streets 595,000.00 FD_1010 O&M Adds Other Supplies and Commodities in Parking and Mobility Mana… 100,000.00 FD_1010 O&M Adds Other Supplies and Commodities in Safe Streets 85,900.00 FD_1010 O&M Adds Vehicles and Other Equipment in Parking and Mobility Manage… 660,000.00 FD_1010 Org Change Position Code Change to Organization in Parking and Mobility Manag… Mayor's PSE 14.SS143 0 556.00 0 FD_1010 Org Change Position Code Change to Organization in Parking and Mobility Manag… Parking Control Technician.TR164 0 369.00 0 FD_1010 Org Change Position Code Change to Organization in Parking and Mobility Manag… Parking Enforcement Supervisor II.TR… 0 626.00 0 736

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Transportation Expenses 
Visualization
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Fiscal Y ear

0.0 100.0M
-25.0M

25.0M

50.0M

75.0M
Dollars
General Funds
Special Revenue Funds
Enterprise Funds
Capital Project Funds
Fiduciary Funds/Trust & Ag…
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial General Funds
General Fund: General Purpose $22,140,567 $21,722,577 $26,489,317 $27,385,144 Multipurpose Reserve $7,012,518 $5,934,295 $6,290,012 $6,285,522 GENERAL FUNDS TOTAL $29,153,085 $27,656,872 $32,779,329 $33,670,666 Special Revenue Funds
FEMA Declarations $30,228 $0 $0 $0
Department of Transportation $687,968 $0 $0 $0
California Department of Conservation $31,050 $0 $0 $0
California Department of Transportation $642,902 $0 $0 $0 California State Emergency Services -$40,899 $0 $0 $0
State of California Other $3,185,171 $0 $0 $0
County of Alameda: Grants $14,162 $0 $0 $0
Metro Transportation Com: TDA $82,267 $0 $0 $0
Metro Transportation Com: Program Grant -$26,830 $0 $0 $0 Bay Area Air Quality Management District -$12 $0 $0 $0
Measure B: Local Streets & Roads $13,618,469 $0 $0 $0
Measure B: Bicycle/Pedestrian Pass-Thru Funds $1,863,036 $0 $0 $0 ACTC Reimbursable Grants $124,805 $0 $0 $0
Measure F - Vehicle Registration Fee $1,751,733 $1,740,946 $1,761,525 $1,754,653 Meas. BB - Alameda CTY. Transport. Comm'n. Sales Tax $13,250 $0 $0 $0 Measure BB - Local Streets and Roads $7,877,285 $32,458,621 $28,793,038 $28,608,314 Measure BB - Bike and Pedestrian $551,841 $3,624,506 $3,263,895 $3,251,645 737
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial State Gas Tax $13,272,513 $12,232,445 $12,118,371 $12,101,084 Gas Tax RMRA $9,324,244 $12,316,090 $11,174,096 $11,181,910 Lighting and Landscape Assessment District $2,528,988 $2,550,510 $2,590,970 $2,591,290 Gateway Industrial Park $11,172 $91,595 $91,595 $91,595 Development Service Fund $9,997,309 $15,685,817 $14,150,939 $14,091,671 Traffic Safety Fund $737,246 $990,465 $1,449,980 $1,757,778 Transportation Impact Fee $641,268 $1,912,000 $0 $0
Right of Way Repair and Maintenance Fund $0 $0 $4,181,339 $4,159,586 Miscellaneous Grants $0 $28,000 $28,000 $28,000
SPECIAL REVENUE FUNDS TOTAL $66,919,166 $83,630,995 $79,603,748 $79,617,526 Enterprise Funds
Sewer Service Fund $1,196,129 $1,630,383 $1,657,043 $1,649,242 ENTERPRISE FUNDS TOTAL $1,196,129 $1,630,383 $1,657,043 $1,649,242 Capital Project Funds
Meas. KK: Infrastructure Series 2020B-1 (Tax Exempt) $779,902 $0 $0 $0 Meas. KK: Infrastructure 2022 $11,249,063 $0 $0 $0
Measure KK: Series 2023 GOB $337,691 $0 $0 $0
Miscellaneous Capital Projects $8,808 $0 $0 $0
CAPITAL PROJECT FUNDS TOTAL $12,375,464 $0 $0 $0
Fiduciary Funds/Trust & Agency Funds
Grant Clearing -$11,381,591 -$17,790,774 -$24,164,919 -$24,923,049 FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL -$11,381,591 -$17,790,774 -$24,164,919 -$24,923,049 TOTAL $98,262,253 $95,127,476 $89,875,201 $90,014,385
Expenditures By Category
Broken down by
Expenses Transportation
Visualization
Personnel & Overhead
$113,951,521 (53.6%)
Operations & Maintenance
$24,222,228 (11.4%)
Internal Services
$11,735,475 (5.5%)
Capital
$700,500 (0.3%)
Debt & Other
$61,430,785 (28.9%)
Transfers
$696,262 (0.3%)
FY25-26-BiennialFY25-26-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Transfers
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Expenditures By Bureau/Division
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Administration -$1,859,998 -$15,487,161 -$18,148,843 -$18,926,578 Complete Streets Infrastructure $0 $0 $12,294,998 $12,231,816 Great Streets Delivery $9,815,817 $2,510,362 -$15,274,838 -$15,192,317 Streets & Sidewalks $20,181,783 $20,760,311 $21,253,286 $21,174,715 Right of Way $8,321,463 $13,409,431 $11,306,650 $11,257,349 Safe Streets $29,664,419 $37,010,471 $36,806,521 $36,725,706 Parking and Mobility Management $28,999,467 $31,827,622 $35,533,241 $36,682,305 Major Projects $3,139,302 $5,096,440 $6,104,186 $6,061,389 TOTAL $98,262,253 $95,127,476 $89,875,201 $90,014,385

Rules & Legislation CommitteeMay 15, 2025

Rules & Legislation Committee
May 15, 2025