FY 2025-27
PROPOSED
POLICY
BUDGET
OAKANDCA.GOV/BUDGET
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TABLE OF CONTENTS
All graphs and tables in the Proposed Budget pages below can be found in our Transparency Portal.
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
FY 2025-27 PROPOSED BUDGET
HIGHLIGHTS
Mayor's Message
Budget Priorities
INTRODUCTION TO OAKLAND
City Leadership
Citywide Organizational Chart
City's Role in Service Provision
City Facts
Attractions and Accolades
BUDGET PROCESS
Budget Guide & Background
Budget Process Enhancements
Public Input & Community
Engagement
Finance Leadership &
Acknowledgement
Forecasting Methodology &
Budgeting Basis
BUDGET CHANGES
Service Impacts
Significant Budgetary Changes
OTHER BUDGET INFORMATION
Long-Term Fiscal Roadmap
Long-Term Liabilities
California Legal Revenue
Limitations
Compliance with the Consolidated
Fiscal Policy and Other Legislation
FINANCIAL POLICIES &
LEGISLATION
GLOSSARY
SUMMARIES
Revenue Tables
Non-General Purpose Fund
Revenue
Local Taxes
Service Charges
Internal Service Funds
Grants & Subsidies
Interfund Transfers
Miscellaneous
General Purpose Fund Revenue
Property Tax
Sales & Use Tax
Business License Tax
Utility Consumption Tax
Real Estate Transfer Tax
Transient Occupancy Tax
Parking Tax
Licenses & Permits
Fines & Penalties
Interest Income
Service Charges
Miscellaneous
Interfund Transfers
Expenditure Tables
Expenditures By Department
Expenditures By Type
Contracts and Grants By
Department
Contracts and Grants By Fund
Position Tables
Historical Summary of Positions
Citywide Classification Summary
Position Summary by Fund
Frozen or Deleted Positions
Vacant and Fully Funded Positions
Partial Year Funded Positions
Tables By Fund
General Funds
Special Revenue Funds
DEPARTMENTAL SUMMARIES
Mayor
Expenditures & Information
City Council
Expenditures
Information
City Administrator
Expenditures
Information
City Attorney
Expenditures
Information
City Auditor
Expenditures
Information
City Clerk
Expenditures
Information
Police Commission
Expenditures
Information
Inspector General
Expenditures
Information
Public Ethics Commission
Expenditures
Information
Race & Equity
Expenditures
Information
Workplace & Employment
Standards
Expenditures
Information
Finance
Expenditures
Information
Information Technology
Expenditures
Information
Human Resources Management
Expenditures
Information
Violence Prevention
Enterprise, Internal Service, &
Capital Funds
Debt & FiduciaryFunds
SummaryTable byFund
Negative Funds
Expenditures
Information
PoliceDepartment
Expenditures
Information
Additional Budget Information
FireDepartment
Expenditures
Information
Library
Expenditures
Information
Parks, Recreation, & Youth
Development
Expenditures
Information
Human Services
Expenditures
Information
Animal Services
Expenditures
Information
Economic & Workforce
Development
Expenditures
Information
Housing Community Development
Expenditures
Information
Planning & Building
Expenditures
Information
Public Works
Expenditures
Information
Transportation
Expenditures
Information
Non-Departmental
Expenditures & Information
Capital Improvement Program
Expenditures & Information
FY25-27 Proposed CIP Overview
TABLE OF CONTENTS
FY 2025-27 PROPOSED BUDGET HIGHLIGHTS
Mayor's Message ............................................................................................................................................................ 5 Budget Priorities ........................................................................................................................................................... 12
INTRODUCTION TO OAKLAND
City Leadership ............................................................................................................................................................... 22 Citywide Organizational Chart ............................................................................................................................. 31 City's Role in Service Provision ............................................................................................................................. 33 City Facts ........................................................................................................................................................................... 36 Attractions & Accolades ........................................................................................................................................... 43
BUDGET PROCESS
Budget Guide & Background ............................................................................................................................... 49 Budget Process Enhancements ......................................................................................................................... 57 Public Input & Community Engagement .................................................................................................... 60 Finance Leadership & Acknowledgement .................................................................................................. 63 Forecasting Methodology & Budgeting Basis .......................................................................................... 66
BUDGET CHANGES
Service Impacts .............................................................................................................................................................. 69 Significant Budgetary Changes .......................................................................................................................... 100
OTHER BUDGET INFORMATION
Long-Term Fiscal Roadmap .................................................................................................................................. 154 Long-Term Liabilities .................................................................................................................................................. 155 California Legal Revenue Limitations ............................................................................................................. 158 Compliance with the Consolidated Fiscal Policy and other Legislation ................................. 160
SUMMARIES
Revenue Tables ............................................................................................................................... 1 75 Property Tax - GPF ....................................................................................................................................................... 180
Sales & Use Tax - GPF ................................................................................................................................................. 182 Business License Tax - GPF .................................................................................................................................... 184 Utility Consumption Tax - GPF ............................................................................................................................ 186 Real Estate Transfer Tax - GPF ............................................................................................................................. 188 Transient Occupancy Tax - GPF .......................................................................................................................... 190 Parking Tax - GPF ......................................................................................................................................................... 192 Licenses & Permits - GPF ......................................................................................................................................... 194 Fines & Penalties - GPF ............................................................................................................................................. 195 Interest Income - GPF ................................................................................................................................................ 196 Service Charges - GPF ............................................................................................................................................... 197 Miscellaneous - GPF .................................................................................................................................................... 199 Interfund Transfers - GPF ........................................................................................................................................ 200 Local Taxes – Non-GPF .............................................................................................................................................. 201 Service Charges – Non-GPF ................................................................................................................................... 203 Internal Service Funds – Non-GPF .................................................................................................................... 205 Grants & Subsidies – Non-GPF ............................................................................................................................. 207 Interfund Transfers – Non-GPF ............................................................................................................................ 209 Miscellaneous – Non-GPF ........................................................................................................................................ 211
Expenditure Tables ........................................................................................................................ 213 Expenditures By Department .............................................................................................................................. 214 Expenditures By Type ................................................................................................................................................ 218 Contracts and Grants by Department ............................................................................................................ 227 Contracts and Grants by Fund............................................................................................................................. 273
Position Tables ................................................................................................................................ 320 Historical Summary of Positions ................................ ........................................................................................ 321 Citywide Classification Summary ...................................................................................................................... 323 Position Summary By Fund ................................................................................................................................... 334 Frozen or Deleted Positions .................................................................................................................................. 337 Vacant and Fully Funded Positions .................................................................................................................. 345 Partial Year Funded Positions .............................................................................................................................. 355
Tables By Fund ................................................................................................................................ 356 General Funds ................................................................................................................................................................. 357 Special Revenue Funds ............................................................................................................................................ 362 Enterprise, Internal Service, & Capital Funds ............................................................................................. 377 Debt & Fiduciary Funds ............................................................................................................................................ 385 Summary Table By Fund ......................................................................................................................................... 391 Negative Funds .............................................................................................................................................................. 404
DEPARTMENTAL SUMMARIES
Mayor ............................................................................................................................................................................. 410 City Council ................................................................................................................................................................ 416 City Administrator ................................................................................................................................................. 421 City Attorney ............................................................................................................................................................. 437 City Auditor ................................................................................................................................................................ 446 City Clerk ..................................................................................................................................................................... 456 Police Commission ............................................................................................................................................... 466 Inspector General .................................................................................................................................................. 475 Public Ethics Commission .............................................................................................................................. 482 Race & Equity ........................................................................................................................................................... 493 Workplace & Employment Standards .................................................................................................... 501 Finance Department .......................................................................................................................................... 512 Information Technology ................................................................................................................................... 530 Human Resources Management ............................................................................................................... 542 Violence Prevention ............................................................................................................................................ 553 Police ............................................................................................................................................................................ 563 Fire .................................................................................................................................................................................. 600 Library ........................................................................................................................................................................... 616 Parks, Recreation, & Youth Development ............................................................................................ 626 Human Services ..................................................................................................................................................... 639 Animal Services ...................................................................................................................................................... 655 Economic & Workforce Development .................................................................................................... 665 Housing & C ommunity Development .................................................................................................... 680 Planning & Building ............................................................................................................................................. 695
Public Works ............................................................................................................................................................ 707 Transportation ......................................................................................................................................................... 732 Non-Departmental ............................................................................................................................................... 748 Capital Improvement Program ................................................................................................................... 754
FINANCIAL POLICIES & LEGISLATION ..................................................................................... 758 GLOSSARY ......................................................................................................................................... 764 Navigation Tips & FAQsNavigation Tips & FAQs
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 1 NAVIGATION TIPS
All Graphs and tables in the Proposed Budget can be found in our Transparency Portal.
OpenGov allows you to explore budget and historical finances in a simple graphical user interface.
You'll notice the title of the chart or graph you are viewing in the top left corner.1.
You can use the Show drop-down to see the data that is of most interest to you or explore the prepopulated filters under Views.
2. Use the Broken Down By drop-down to specify the category you would like the data organized by in your chart or graph.
3. Select the Filtered By option to view the data filters. These filters will allow you select exactly which data you want to include, or exclude, from your graph or chart.
Use the Search function within each filter to find exactly what you are looking for.
4. There are five different types of visual representations of the data you may select:
A stacked percentage graph to see percentage changes over time A stacked line graph to visualize overall trends over time.
A line graph overlaying each trend over time
A pie chart to view percentage breakdowns by year.
A bar chart comparing trends and percentage breakdowns over time.
5. Below any chart or graph, you can view a Table detailing the financial information in the visualization above.6.
Use the Help drop-down in the top right corner to:
View a short How-To Guide with tips on navigating the platform.
Recall the Welcome Screen.
View a short Budget 101 primer with basic information on multi-fund accounting.
Contact the administrators of the account.
7. Use the Share drop-down in the top right corner to:
Share your customized graph or chart through social media.
Send a link to your customized graph or chart through email.
Download an image of the graph or table as a .png file.
Download a spreadsheet as a .csv file.
8. 2
FREQUENTLY ASKED QUESTIONS
3 Q: What is OpenGov?
A: OpenGov is a financial transparency website which displays government finances over a multi-year period. The default view displays usually displays expenses broken down by department.
Q: How do I select the data I want to see?
A. To focus on specific data — like a fund, department, expense type, or any combination — use the menu on the left side panel. The “Broken Down By” drop-down allows you to specify which breakdown you want the graphs and table rows to represent on the graph. You can analyze the expense and revenues data by fund, department, or type.
Q: Can I select more than fund or departments?
A. Yes. Use the Data Filter on the left side panel to make specific selections within the data. The Data Filter shows you the hierarchical relationships of Funds, Departments, and Account Types. You'll notice the title of the graph you are viewing on top along with the account type selector. You can use the filter to see the data of most interest to you.
Q: How do I see the actual numbers within the graph?
A. Hover over any area of the graph to see the actual or budgeted amounts for that period. Or, just scroll down to see a table with detailed information below the graph.
Q: Can I see the data in a different graph?
A. In the upper right hand corner, you will see options for the different graphs and tables. There are five graph types: an area graph, an area graph by percentage, a line graph, a pie graph, and a bar chart. Additionally, there is always a table view below any graph. The table allows you to zoom-in on the detailed financial data selected in the chart or graph above.
Q: Can I save the data I am looking at?
A. Yes, there are Share and Download buttons in the upper right corner. You can share any view on a social network or by email. There are also options to download the displayed data in .csv spreadsheet and .png image formats. Additionally, you can copy and paste the url at the top of the page you are viewing. 4 City of Oakland Fiscal Year 2025-2027 Mayor’s Proposed Budget:
A Back-to-Basics Budget focused on Public Safety and Fiscal Stability Honorable City Council and Oakland Community Members,
Like many cities across California and beyond, Oakland is facing rising costs on all fronts. This moment calls for unity, urgency, and action—and I’ve said from the start: it’s all hands on deck. I’m proud to say Oakland is answering that call.
In March, our residents stepped up in a big way by passing Measure A. That change to our sales tax will bring in an estimated $20 million in the first year of this budget and $30 million in the second. That’s real support for real services.
Inside City Hall, our departments have taken a hard look at every dollar. They’ve done the difficult, responsible work of identifying spending reductions—protecting essential services while finding smarter, more sustainable ways to deliver them.
Our Mayor-elect is already rolling up her sleeves, building partnerships and expanding our reach so we can bring even more support to Oaklanders. And every day, our City workers—our frontline heroes—are stretching limited resources to meet the needs of our community. They do it with heart, with hustle, and with an unshakable commitment to service.
This budget is the product of a team effort. I’ve been fortunate to work alongside the City Administrator’s Office, our Finance Department, and a group of dedicated experts—inside and outside of government—who’ve brought clarity, integrity, and determination to this process. Together, we’ve asked the tough questions and delivered a responsible, forward-looking proposal grounded in Oakland’s values. Those values include:
Mayor's MessageMayor's Message
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 5 Centering service outcomes – We have a shared, collective responsibility to deliver the best possible service outcomes for the Oakland community; we must make reductions, but centering these outcomes helps us visualize what we are working toward.
Public safety as priority #1 – All leaders involved in this process have agreed that public safety is the organization’s top responsibility to our community.
Being realistic and straightforward about the structural deficit – This budget must break the years long cycle of financial instability by taking our structural deficits head-on; we did not get here overnight, and we cannot solve the whole problem in one budget, but we are laying down clear markers for the future while taking strong action today.
Acknowledging shortcomings – I told my team at the start of this process that we will acknowledge where external forces and the City’s own past practices have not delivered for us or for our stakeholders. We will not sugar coat or minimize the experiences of communities who are living through hardships or past failures. It’s okay to say what has not worked because that’s an essential step to leading us toward a successful future.
Accountability and measurements for success – We need to foster credibility and trust by naming specific accountability mechanisms, including performance metrics and other measurable, provable goals.
Strategic direction – We need to address our resource and budget constraints through streamlining operations, fostering cross-departmental collaboration, enhancing communication and coordination, optimizing workforce management, and aligning the budget with Citywide priorities.
To address our current shortfall and Oakland's longstanding structural budget deficit, we are proposing strategic spending reductions to maintain current staff and minimize service disruptions. What follows here is a summary of our major proposals to reach these goals. I thank you for your participation to date and for your engagement into the next steps of this process, as we deliver this budget to the City Council to discuss, amend, and adopt.
Sincerely,
Interim Mayor Kevin Jenkins
May, 2025
6 Budget Overview
As shown in Table 1 below, the FY 2025-26 proposed budget totals $2.16 billion across all funds, including restricted and capital funds. The FY 2026-27 budget grows to a total of $2.20 billion. The planned General Purpose Fund (GPF) Expenditure of $787.7 million in FY 2025-26 are $19.4 million less than the planned GPF expenditures at the beginning of FY 2024-25, $26.2 million less than the actual expenditure in FY 2023-24. These reduced expenditures are reduced despite substantial growth in costs due to inflation, insurance, medical and pension costs, and negotiated salary increases.
Table 1
Proposed Budget FY 2025-26 FY 2026-27
General Purpose Fund $787,746,291 $856,018,861
Restricted Funds $1,374,014,422 $1,339,619,682
All Funds $2,161,760,713 $2,195,638,543
Prioritizing Public Safety
The Public Safety functions of the City constitute the majority of the GPF. The public safety departments of the City, Police, Fire, and Violence Prevention are largely funded through the GPF with some additional grant and special ballot measure support. This is typical of municipal governments in California. The budget includes the following key public safety elements:
Police and Fire Academies: In order to employ sworn public safety officers the City must hold sworn academies. The budget includes one sworn fire academy in each fiscal year. The budget includes three sworn police academies in each fiscal year. The police academies are a component of a multi-year strategy to achieve the sworn officer count required under Measure NN.
Police Staffing: This budget funds a total of 678 sworn police in both fiscal years. This is larger than the average number of officers that the City expects to have working over the course of those two fiscal years. FY 2025-26 is the first year of a multi-year plan to hire and fund the minimum number of officers under Measure NN, which is 700.
Police Overtime: The budget provides for overtime in the amounts of $33.6 million in year one and $38.2 million in year two. Overtime will be used for backfilling 911 response, investigations of violent crime, special operations such as supporting City fairs and festivals, and responding to sideshows.
Fire Companies: This budget provides for the Operation of 23 Fire Engine companies throughout the City. The three engine companies browned out in FY 2024-25 will all be reopened, and two ongoing engine company brownouts will be rotated throughout the City as determined by the Fire Chief based upon estimated fire hazards and medical response needs. The budget funds operation of all Fire truck companies.
Violence Prevention: This budget maintains and expands investments in the Department of Violence Prevention with resources from the General Purpose Fund and Measure NN to enhance capacity for dealing with those most likely to commit violent crimes. The budget right sizes DVP contracts and grants within the amounts required under Measure NN and focuses them on the strategies which drive reductions in violence. 7 Efficient Delivery of Core Municipal Services
This budget focuses on providing the core services of a municipal government. In order to best serve Oaklanders, the City must focus on its core competencies and partner with other governmental, non-profit, and private sector organizations. Key areas of focus in the budget include:
Homelessness, Housing, Built Environment
Maintaining investments in maintenance of City buildings, streets, parks and other infrastructure while delivering new capital assets and maintaining the cleanliness of the built environment. This budget maintains current key investments in illegal dumping crews, encampment clean-up crews, abandoned auto enforcement, and environmental enforcement officers to address the problems of dirty streets and public spaces.
Collaborating with Alameda County to determine clear roles and responsibilities for health and support services for homelessness. As the County is able to pick up investments in these services the City can transition resources to encampment clean up and broader clean City functions.
The budget incorporates planned bonding in both fiscal years for Affordable Housing, Transportation, and Public Works including $180 million of Affordable Housing investments over two years and $50+ million each year for street paving.
The budget maintains ongoing efforts to streamline and improve service delivery for development services such as planning, inspections, code enforcement, and permitting. And supports the operation of local merchants and businesses by maintaining the community ambassadors’ program.
Community Services
This budget continues current funding and operations for Oakland Parks & Recreation Summer and After School Programs and for Oakland Public Library operations.
We propose to continue operating Senior Centers at the reduced schedule that began in April 2025.
The budget initiates a process to investigate reimagining or transferring services the City is not best positioned to provide or for which the City needs to coordinate service provision with other entities commensurate with emerging strategies. For instance:
The City’s HeadStart program remains funded by the City for the coming two years. The City will need to competitively renew its current federal Head Start grant at the end of this biennial cycle, and a subsequent application will need to consider other service providers, including the new State Universal T-K program, and County resources.
The City intends to maintain the Youth Summer Lunch Program using a combination of one-time fund balance and philanthropic contributions. Details of this partnership are expected to be announced soon, separately from this budget.
Arts grants programming is also continued to the extent it is funded by Measure C Transient Occupancy Tax (TOT), however this budget initiates a process to provide this service through non-profit partners while the City retains a leading role in public art, fairs, and festivals.
Confronting An Uncertain Economic Environment and Difficult Tradeoffs 8 The budget continues to assume the status quo allocation of federal resources to the City; however, we are aware that many of these programs are under threat. The City does not have the resources to maintain certain programs absent federal funding, and thus we are preparing to rapidly adjust in case any funding is reduced.
This budget does unfortunately reduce more than 400 positions that would otherwise provide needed services to Oaklanders. Of these, roughly 240 are vacant in part thanks to the hiring freeze that has been in place most of the current fiscal year. Approximately 85 were frozen in the current year but funded in prior years. Eighty of these positions are currently filled, and while we expect most reductions of filled positions to be offset by funded vacancies in other parts of the City, there may be reductions in force to City staff. We expect actual reductions of force to be fewer than a dozen.
Stabilizing City Finances
Adopting a balanced budget that adheres to sustainable fiscal practices, such as the one I am proposing, is Step 1 of a longer road map to financial health for our City.
Roadmap to Fiscal Health: This budget will be accompanied by a medium term roadmap to fiscal health which will layout the steps needed to stabilize the City finances, obtain reliable service delivery, and secure access to the bond market. This road map will include a return to compliance with all adopted ballot measures without waiving maintenance of effort requirements.
One-Time Revenues: For the past several years (since FY 2019-20), the City has relied on significant outside one- time revenue to balance the GPF and other Funds. These included both CARES and ARPA funding, GPF Fund Balance, and Projected Land Sales of the Raiders’ Training Facility and Coliseum. This budget breaks from this troubling past practice in that GPF is balanced without use of one-time revenues for ongoing purposes. The budget makes limited use of one-time funds in various restricted funds (consistent with their requirements) but this usage is also greatly reduced in compared to prior budgets.
Revenue Generation: The budget does include the passage of an additional ongoing parcel tax with $40 million in GPF offsets in June 2026 to provide ongoing resources for public safety services and to provide the key equipment, IT system, and 911 investments. While passage of such a measure is a risk, it is a necessary step toward a comprehensive structural balancing plan. Additionally, the Budget supports revenue enhancements including an audit of delinquent business taxes, pursuing efficiencies in the collections process, and enhancing parking enforcement.
Additional financial challenges remain beyond the two-year budget. Current required payments to CalPERS for retiree pension benefits will continue to drive the City’s budget out of structural balance each year. While the proposed budget addresses these cost increases for the coming two fiscal years, these costs will increase by an additional $68 million between now and 2031, driving new significant shortfalls each fiscal year. There are a number of options to better manage these costs, including working with CalPERS on possible alternative amortization of past pension liabilities, using one-time revenue sources and debt to level the payments over time, or restructuring pension benefits for new employees. See chart below:
9 Note: Normal Cost is the annual amount needed to pay for the benefits earned by employees during that specific year. UAL is the amount needed to be contributed to pay unfunded benefits from prior years.
In addition to pension benefits, employee healthcare costs are expected to grow at rates faster than revenue growth during the medium and long term , creating additional budget pressure beyond the two-year budget cycle.
The budget document contains a comprehensive list of all known contracts and grants (or planned contracts and grants) funded with resources appropriated in the operating budget. It also includes funding for the audit of performance of high-risk contracts and grants. This additional transparency is provided to ensure the City is more effectively utilizing its resources to improve outcomes for Oaklanders, and to ensure no resources are left unaccounted for.
Oakland’s Path to Fiscal Health
The proposed budget is the critical first step in Oakland’s work to move beyond maintaining solvency to attaining the fiscal health necessary to provide quality services, support our workforce, and achieve the financial resiliency necessary to weather future economic shocks. When adopted and implemented, the budget will avoid excessive use of one-time solutions and brings ongoing expenses and revenues into balance during the budget period.
The budget is the first step in this multi-year effort, but other strategies will be needed to achieve full fiscal health.
The City Administrator is finalizing a roadmap that identifies other strategic financial goals for the coming years, including clear and measurable timelines to achieve them.
These strategic projects include:
Achieving structural balance during the coming two-year budget, Establishing a fiscal health executive team to manage these initiatives and regularly report to the Mayor and Council on their progress,
10 Develop long-term plans to restructure pension and other benefit costs, Maximize collection of current revenues and diversify the revenue base with an additional voter-approved measure in 2026,
Develop multi-year plans to achieve voter-mandated staffing levels for city services and needed investments to sustain the City’s infrastructure, fleet, and technology, Review and update the City’s foundational financial and budget policies and practices, Fortify the City’s revenue base through focused economic development activities, and Improving structures needed to hold the City and its contractors accountable for delivery of city services.
This roadmap to fiscal health builds upon initial goals presented in December 2024 and will be presented to the City Council in July, following adoption of the budget.
Next Steps
This proposed budget is being released on May 5, 2025, and proceeds now to the Oakland City Council to discuss and amend before adopting a final budget by the deadline of June 30, 2025. As previously announced, Interim Mayor Kevin Jenkins has appointed Councilmember Rowena Brown and Councilmember Janani Ramachandran to co-chair the City Council President’s Budget Team. The Mayor’s Office and the administration’s budget team will remain engaged to support the Council’s process. Additional information will be posted as it is available to the City’s budget web page at
http://www.oaklandca.gov/budget.
Interim Mayor Jenkins again thanks the many stakeholders who have contributed to the process thus far to develop this proposed and balanced budget that takes strong action toward sustainable financial health while investing in public safety and core City services.
11 BUDGET PRIORITIES
As part of the biennial budget development process, the Mayor and City Council establish priorities based on the concerns and needs of the residents of Oakland. In compliance with the City’s policies on Budget Process, Fiscal Planning, Transparency, and Public Participation, the City conducted a priority setting process for development of the FY 2025-27 budget that was informed by:
• A Council Budget Workshop;
• Meetings with community groups, City staff, and other stakeholder groups; • The results of a informal poll/survey with questions developed in conjunction with the City’s Budget Advisory Commission; and,
• Published top-five priorities from each City Councilmember.
BUDGET PRIORITIES POLL
The Budget Survey is conducted at the direction of the City’s Consolidated Fiscal Policy (CFP) and coordinated by the
Budget Advisory Commission. Click the image below for full report.
Budget PrioritiesBudget Priorities
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 12 BUDGET PRINCIPLES
As the City navigated this budget process, decisions were informed by the strategic priorities outlined in the City’s Strategic Plan. It served as a guiding document that balances the need for fiscal discipline with the City’s broader goals for social, economic, and environmental sustainability. The following strategic priorities informed our approach to addressing Oakland’s resource and budget constraints:
Streamlining Operations: Simplifying processes and reducing inefficiencies to deliver services more effectively.
1. Fostering Cross-Department Collaboration: Enhancing teamwork across departments to maximize resource use and improve service delivery.
2. Enhancing Communication and Coordination: Strengthening internal and external communication to ensure alignment and transparency.
3. Optimizing Workforce Management: Strategically managing personnel resources to align with organizational goals and fiscal realities.
4. Aligning Budget with Citywide Priorities: Ensuring that budget decisions reflect Oakland’s most pressing needs and strategic objectives
5. CITY COUNCIL PRIORITIES BY MEMBER
Click the image on the left to explore each Councilmember's Priorities. 13 District 1
Zac Unger - Councilmember
Phone: (510) 238-7001
Email: [email protected]
Website:
https://www.oaklandca.gov/officials/district-
1-councilmember
14 District 2
Rebecca Kaplan - Interim
Councilmember
Phone: (510) 238-7002
Email: [email protected]
Website:
https://www.oaklandca.gov/officials/district-
2-councilmember
15 District 3
Carroll Fife - Councilmember
Phone: (510) 238-7003
Email: [email protected]
Website:
https://www.oaklandca.gov/officials/district-
3-councilmember
16 District 4
Janani Ramachandran -
Councilmember
Phone: (510) 238-7004
Email: [email protected]
Website:
https://www.oaklandca.gov/officials/district-
4-councilmember
17 District 5
Noel Gallo - Interim City Council
President and Councilmember
Phone: (510) 238-7005
Email: [email protected]
Website:
https://www.oaklandca.gov/officials/noel-
gallo
18 District 7
Ken Houston - Councilmember
Phone: (510) 238-7007
Email: [email protected]
Website:
https://www.oaklandca.gov/officials/district-
7-councilmember
19 At-Large
Rowena Brown - Councilmember
Phone: (510) 238-7008
Email: [email protected]
Website:
https://www.oaklandca.gov/officials/at-
large-councilmember
20 City Leadership
Citywide Organizational Chart
City's Role in Service Provision
City Facts
Attractions & Accolades
Introduction to OaklandIntroduction to Oakland
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 21 City LeadershipCity Leadership
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 22 Interim Mayor Kevin Jenkins
Kevin Jenkins is the Interim Mayor of the City of
Oakland, previously serving as Council President and
the District 6 Council Office.
Kevin was elected to represent Oakland City Council
District 6 in November of 2022. Kevin was born and
raised in East Oakland, California as the son of two
Oakland Unified School District employees. He
graduated from Oakland High School and attended
Laney College and College of Alameda. Kevin then
transferred to San Francisco State University where he
earned a B.A. in Urban Studies and Planning. After
graduating from San Francisco State, Kevin attended
California State University, East Bay, earning a Master’s in Public Administration.
In November 2020, Kevin was elected to represent
Area 2 for the Peralta Community College District,
which includes all of East Oakland. While on the
Peralta Board of Trustees, Kevin advocated for funding
for student housing and worked closely with his
colleagues to ensure that the district navigated the
global pandemic. During his tenure with Peralta, Kevin
orchestrated cross-sector partnerships with Peralta
Community College and Oakland community-based
organizations to enhance educational opportunities
Kevin served as a commissioner for the Alameda
County Public Health Commission for over three years.
In his role, he worked with the health department to
address emerging health needs and reduce
homelessness. Previously Kevin served as the Director
of Housing for an anti-poverty organization, working
directly with community members to explore creative
ways to address the rising rent and build affordable
housing. Kevin continues to partner with non-profits to address illegal dumping and blight in Oakland. Kevin
served as the President of the California Association of Black School Educators. He is also a proud father to his son Elijah, a second-generation Oaklander.
See the full message from the Mayor here.
23 MEMBERS OF THE CITY COUNCIL
District 1 District 2 District 3
Zac Unger
Rebecca Kaplan -
Interim
Carroll Fife
24 District 4 District 5 District 6
Janani
Ramachandran
Noel Gallo
Interim City Council
President
Kevin Jenkins
District 7 At-Large
Ken Houston
Rowena Brown
25 OFFICE OF THE CITY ADMINISTRATOR
City Administrator
Jestin Johnson
Assistant City
Administrator
Assistant City
Administrator
Assistant City
Administrator
LaTonda Simmons Betsy Lake G. Harold Duffey
26 Deputy City Administrator Deputy City Administrator
Monica Davis Joe DeVries
27 OTHER ELECTED OFFICIALS
City Attorney City Auditor
Ryan Richardson
Michael C. Houston
DEPARTMENT DIRECTORS
28 Animal Services
Joe DeVries
City Clerk
Asha Reed
Economic &
Workforce
Development
Ashleigh Kanat
Finance
Erin Roseman
Fire
Damon Covington
Housing &
Community
Development
Emily Weinstein
Human Resources
Management
Mary Hao
Information
Technology
Tony Batalla
Library
Jamie Turbak
Parks, Recreation &
Youth Development
Fred Kelley
Planning & Building
William Gilchrist
Police
Floyd Mitchell
Inspector General
Zurvohn A. Maloof
Public Ethics
Commission
Nicolas Heidorn
Public Works
Josh Rowan - Acting
Race & Equity
Darlene Flynn
Transportation
Josh Rowan
Violence Prevention
Holly Joshi
29 Human Services
Vacant
Police Commission
Ricardo Garcia Acosta -
Chair
Antonio Lawson - CPRA
Director, Interim
Workplace &
Employment
Standards
Emylene Aspilla
30 FY2025-27 ORGANIZATIONAL CHART
Citywide Organizational ChartCitywide Organizational Chart 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 31 32
The City of Oakland is one of many government entities serving the residents of Oakland, California.
Understanding which services are provided by the City, and which are provided by other entities is helpful before engaging in a more in-depth analysis of City services and fiscal position.
Services Provided to Residents of Oakland by Service Provider The following tables summarize the services provided by various government entities serving the residents of Oakland, California. In some cases, services are provided collaboratively by multiple government agencies; in those instances, the primary service provider is listed.
City's Role in Service ProvisionCity's Role in Service Provision 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 33 The City of Oakland
Alameda County Other Agencies
Police Protection
Fire Suppression
Recreation Programs
Oakland Public Libraries
Violence Prevention Services
Planning & Building
Economic Development
Head Start
Senior Center & Services
KTOP (local gov't cable channel)
Housing
Development & Referral Services
Rent Arbitration
Emergency Medical Response
Children & Youth Services
Parking Management
Sewers & Storm Drains
Transportation Planning
Street & Sidewalk Maintenance
Parks Trees & Public Spaces
Street Lights & Traffic Signals
Recycling and Solid Waste
Workforce & Job Training
Courts of Law
Jails & Juvenile Hall
Coroner & Medical Examiner
Probation
Registrar of Voters
Property Tax Collection
Public Defender
District Attorney
MediCal (Medicaid)
CalFresh (Food Stamps)
CalWORKs (TANF)
Health Programs
Public Health Services
Child Support & Protection
Mental Health Services
Emergency
The Oakland Unified School
District
K-12 Schools
Adult Education
Charter Schools
The Peralta Community Colleges
Laney Community College
Merritt Community College
East Bay Municipal Utilities
District (EBMUD)
Provision of Drinking Water
Treatment of Wastewater
Public Spaces near reservoirs
Alameda-Contra Costa Transit
(AC Transit)
Bus Transportation
Bay Area Rapid Transit District
(BART)
Commuter Rail
East Bay Regional Park District
Operations of Regional Parks
34 Estimated Funds Expended in Oakland by Local Government Service Providers ($ in Millions)
$5,095.36
Local Government Service Provider in 2025
City of Oakland
Other
Peralta Community Co...
East Bay MUD
Oakland Unified Scho...
Alameda County
Fiscal Year 2025
Estimated Funds expended in
Oakland by Local Government
Service Provider($ in Millions)
Data Updated May 01, 2025, 2:11 AM
35 MISSION STATEMENT
The City Of Oakland Is Committed To The Delivery Of Effective, Courteous, And Responsible Service. Citizens And Employees Are Treated With Fairness, Dignity, And Respect.
Civic And Employee Pride Are Accomplished Through Constant Pursuit Of Excellence And A Workforce That Values And Reflects The Diversity Of The Oakland Community.
GENERAL INFORMATION
The City of Oakland ("City") is located on the east side of the San Francisco Bay in the County of Alameda. Oakland is bordered by 19 miles of coastline to the west and rolling hills to the east, which provide unparalleled vistas of the Bay and the Pacific Ocean. In between are traditional, well-kept neighborhoods, a progressive downtown, and superior cultural and recreational amenities. Oakland serves as the administrative hub of the County of Alameda, the regional seat for the federal government, the district location of primary state offices, and the center of commerce and international trade for the Bay Area.
Oakland is the eighth largest city in the State of California, with an estimated population of 424,464, and a wealth of resources and opportunities. It is home to the Port of Oakland, which handled more than 2.3 million 20-foot freight containers in 2022. Oakland International Airport served more than 11.1 million travelers in 2022. The Airport is served by 11 different airline brands with more than 65 nonstop domestic and international destinations.
Oakland is a mature city that has been able to preserve its abundant natural beauty and resources. The City has over 100 parks (totaling over 2,500 acres) within its borders, as well as several recreational areas along its perimeter. Lake Merritt, the largest saltwater lake within a U.S. city, borders the downtown area. Its shoreline is a favorite retreat for joggers, office workers, and picnickers. At dusk, the area sparkles as the Lake is lit with its "Necklace of Lights." Lake Merritt is the oldest officially declared wildlife sanctuary in the United States, dating back to 1870.
City FactsCity Facts
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 36 CITY GOVERNMENT
The City of Oakland has a Mayor-Council form of government.
The City Council is the legislative body of the City and is comprised of eight Councilmembers. One Councilmember is elected “at large,” while the other seven Councilmembers represent specific districts. All Councilmembers are elected to serve four-year terms. Each year the Councilmembers elect one member as President of the Council, one member to serve as Vice Mayor, and one member to serve as President Pro Tempore.
The City Administrator is appointed by the Mayor and is subject to confirmation by the City Council. The City Administrator is responsible for the day-to-day administrative and fiscal operations of the City.OAKLAND'S ECONOMIC BASE
Located within one of the nation’s largest metropolitan areas, Oakland is the economic heart of the East Bay. Oakland has diversified its economic base significantly over the past few decades, offering a healthy mix of trade, government, financial, medical, information technology, publishing and service-oriented occupations. Industries with the largest growth in jobs over the last several years are: professional and business services, education, healthcare, leisure and hospitality, traditional and specialty food production, and technology. The Maker Movement has led to growth in the industrial arts, applied technology, artisan production and custom manufacturing.
Oakland offers abundant resources to its businesses and residents: state-of-the-art transportation, a vibrant dining and entertainment scene, and utility facilities keep the City running smoothly. Oakland has the infrastructure and economic base to support and attract a diverse mix of advanced industries. Downtown Oakland offers competitive office space, a fiber-optic infrastructure and the amenities for both traditional and emerging enterprises. The well-maintained freeways, mass transit systems, and ferry service make getting to and from downtown Oakland a relatively quick and easy process.
Several new office and mixed-use buildings, public facilities, hotels, convention facilities, park enhancements, and outdoor art create a cosmopolitan environment in the downtown area. Waterfront restaurants and shops at Jack London Square, as well as the burgeoning Old Oakland and Uptown districts provide lively nighttime attractions. The City’s neighborhood retail areas continue to grow, as evidenced by Oakland’s 10 Business Improvement Districts. In addition, the Oakland Tourism Business Improvement District was formed in 2015 to ensure strong and sustainable marketing programs for tourism promotion. Oakland plays a pivotal role in the East Bay Trade Area; a variety of incentives are available to companies located in the City’s Foreign Trade and Recycling Market Development Zones. Oakland has 30 census tracts that have been designated Opportunity Zones, which provides a tax incentive meant to revitalize communities and create jobs in designated low-income areas.
City departments take a proactive approach and use streamlined processes to best serve the needs of the business community. The Economic & Workforce Development Department links businesses with the many services available to them throughout the area and serves as an ombudsman for companies dealing with the City. The City’s staff works with merchants in each commercial district to promote the district, obtain loans, expedite permits and arrange for City services.
Oakland is the county seat (administrative center) for Alameda County. The U.S. Census Bureau has estimated the county population at 1,628,997 for 2021 and a median household income of $112,017. In the City of Oakland itself, some 167,307 households have a median income of $85,628 and spend more than $3.8 billion on retail sales annually.
Oakland is a city of rich history, impressive growth, with a promising future.
Top 10 Largest 2024-25 Local Secured Taxpayers
Rank Property Owner 2024-2025AV Percent (%) Year
1 Nash Holland 24th & Harrison Investors $592,108,818 0.7% 2025 2 BA2 300 Lakeside LLC $477,137,831 0.5% 2025
3 Uptown Broadway LLC $446,905,670 0.5% 2025
4 CP VI Franklin LLC $443,894,303 0.5% 2025
5 SOFXI WFO Center 21 Owner LLC $385,621,720 0.4% 2025
6 SFIII FOS 1111 Broadway Holding LLC $341,017,842 0.4% 2025 7 LMV 1640 Broadway Holdings LP $325,481,434 0.4% 2025
8 KRE 1221 Broadway Owner LLC $275,320,852 0.3% 2025
9 601 City Center LLC $270,191,222 0.3% 2025
10 CSHV 1999 Harrison LLC $255,854,385 0.3% 2025
OAKLAND'S DEMOGRAPHIC PROFILE
According to the California Department of Finance, Oakland was ranked the eighth largest city in the State of California in 2024, with an estimated population of 425,093 residing within approximately 54 square miles. According to the 2020 United States Census (the most recent available), the City’s population was 440,646 persons at a density of roughly 37 7,900 people per square mile. This growth is due to the recovery and resurgence of the local economy, as well as Oakland’s growing popularity as a Bay Area housing and real estate destination.
The racial makeup of Oakland in 2020 was roughly 22% African American, 28%, Non-Hispanic White, 27% Hispanic or Latino (of any race), 15% Asian & Pacific Islander, 6% Multiracial and 2% Native American & Other (see above).
440,646
Ethnicity in 2020
White
Hispanic or Latino (...
Other
Two or More Races, p...
Asian alone
Black or African Ame...
440,646
Age Range in 2020
18 to 64 Years
0 to 4 Years
65+ Years
5 to 17 Years
A BRIEF HISTORY
1200 B.C. - Ohlone Indians settle in the area that would become Oakland. 2020 Population by Race
Data Updated Aug 21, 2023, 9:52 PM
2020 Population by Age
Data Updated Aug 21, 2023, 9:58 PM
38 1772 A.D. - Spanish explorers are the first Europeans to visit the East Bay. 1797 - Established in Fremont, Mission de San José extends Spanish jurisdiction over the area that would become Oakland.
1849 - During the California Gold Rush, Oakland becomes the mainland staging point for passengers and cargo traveling between the Bay and Sierra Foothills.
1852 - Oakland was chartered as a city and almost immediately thereafter, construction of shipping wharves began. Building the large wharves and dredging a shipping channel positioned Oakland as an independent point of destination.
1869 - The Central Pacific Railroad selected Oakland as the terminus of the new transcontinental railroad, providing a vital link to the East.
1910 - Oakland’s population more than doubles in ten years from 66,960 to over 150,000 as people and businesses relocate from earthquake-ravaged San Francisco. Oakland regains control of the long-lost waterfront by final settlement of litigation, which had lasted over a half century and cost several millions of dollars. 1936 - The Oakland-San Francisco Bay Bridge, one of the engineering wonders of the world, opens months before the Golden Gate Bridge.
1942 - The Permanente Foundation Hospital is dedicated in Oakland, the first in the chain of Henry J. Kaiser’s health plan hospitals.
1950 - Children’s Fairyland opens in Lakeside Park. Swelled by huge numbers of workers who flocked to the city for WWII jobs, the U.S. Census puts Oakland's population at 384,575. Oakland's African American population soars from 8,462 in 1940 to 47,562 in 1950. The military makes substantial improvement to the Port’s facilities.
World War II brought tremendous changes to Oakland. Huge numbers of workers moved to the Bay Area to work in local shipyards, and many of these people, as well as large numbers of military personnel who mustered out at Treasure Island and the Oakland Army Base, chose to remain in the Bay Area. As a result, the City’s population increased by nearly one third between 1940 and 1950.
1950s – 1970s - Under the Urban Indian Relocation Program, Oakland saw large numbers of Native Americans move to the city.
1970s - Following the end of the Vietnam War, Oakland welcomed Cambodians, Vietnamese and Muong from war-torn Southeast Asia.
2010 - A new generation of restaurateurs and specialty food producers has fueled an epicurean renaissance.
Oakland’s sizzling arts and dining scene is no longer a local secret as national media outlets spread the word on our vibrant city.
Oakland has a rich literary and cultural heritage. Such historical notables as writers Bret Harte, Jack London, Joaquin Miller, Ina Donna Coolbrith, Jessica Mitford, Narman Jayo, Ishmael Reed and Gertrude Stein; architect 39 Julia Morgan; and dancer Isadora Duncan are just a few who have left their cultural mark on the City. It is also the birthplace of the West Coast Blues.
2015 - The U.S. Census ranked Oakland as the eighth largest city in California, with an estimated population of 419,267. According to a University of Wisconsin study, Oakland is the most ethnically diverse city in the United States. There are at least 100 different languages and dialects spoken here.
TRANSPORTATION
Located in the geographic center of the Bay Area, Oakland has been recognized as a vital transportation hub for more than 100 years. The combination of train, bus, maritime, aviation, freeway and amenities guarantee ease of travel for residents and efficient channels of commerce for businesses relying on the City’s easy access. Oakland is the headquarters of the Alameda-Contra Costa Transit District (AC Transit) and the Bay Area Rapid Transit (BART) system. Oakland’s Port is a primary sea terminal for transporting cargo between the western United States and the Pacific Rim, Latin America and Europe. Access to air cargo services is minutes away at the Oakland International Airport.
Transportation service providers include:
AC Transit - Local and transbay bus service is offered by Alameda-Contra Costa (AC) Transit, the third largest public bus system in California, serving the East Bay since 1960:
• Serves all 13 cities and adjacent unincorporated communities in 364 square miles along the east shore of San Francisco Bay. Annually, AC Transit buses drive 20.9 million service miles.
• Serves approximately 175,000 daily riders with a fleet of 640 buses and a network of more than 158 bus lines with approximately 5,400 bus stops. The bus lines connect with sixteen other public and private bus systems, 25 BART stations, six Amtrak stations, and three ferry terminals. • Bus routes serve the Oakland International Airport, the Amtrak Station and ferry terminal located at Jack London Square, downtown San Francisco and other major Bay Area attractions. All buses are accessible to people with disabilities. • All buses are equipped with bicycle racks.
BART - The Bay Area Rapid Transit (BART) is a 131-mile, computer-automated rapid transit system:
• Pre-COVID, average weekly ridership was 412,596 in the three BART counties of Alameda, Contra Costa, and San Francisco, as well as northern San Mateo County. • Electric-powered trains traveling up to 70 mph connect 50 stations, including 8 stations in Oakland. Travel time between downtown Oakland and downtown San Francisco averages only 11 minutes on BART.
• In Oakland, five BART stations – West Oakland, Lake Merritt, MacArthur, Fruitvale and Coliseum – are catalysts for transit-oriented development projects that are in design or construction.
• The Oakland Airport Connector (OAC) is a 3.2-mile extension of BART from the Coliseum/Oakland Airport BART Station to Oakland International Airport. Opened in November 2014, the OAC provides a seamless connection with driverless trains that travel the alignment in eight minutes and depart every 5 to 20 minutes. Nearly 850,000 trips were made between BART and the Oakland International Airport in 2019. • BART is the USA’s cleanest major transit system in its class, emitting fewer pounds of carbon per passenger mile than any other transit system.
OAK - The Oakland International Airport (OAK) is the second largest San Francisco Bay Area airport offering, prior to the pandemic, over 300 daily passenger and cargo flights. • Typically hosts more than 13 million passengers annually. Due to the COVID-19 pandemic, 2020 traffic was about 4.6 million. Oakland Airport traffic has nearly returned to pre- pandemic levels with 11.1 million passengers in 2022.
• Handled more than 1.3 billion pounds of air freight. OAK remains the top airport for cargo in the San Francisco Bay Area. • Served by 11 domestic and international air carriers. • Features 29 boarding gates in two terminals.
Other:
• The Alameda/Oakland Ferry Service links Oakland with San Francisco, Angel Island and South San Francisco. • Nine major U.S. and California highways pass through Oakland. • Daily service to rail destinations throughout the U.S. is offered at the Oakland Amtrak Station in Jack London Square and service along the Capitol Corridor also stops at the Coliseum Amtrak Station.
• Greyhound Bus Lines also offers daily bus service to cities throughout the United States. MegaBus.com offers service between Oakland and Los Angeles. • Car-sharing and Ride sharing are easily accessible and offered by various agencies. • Oakland was one of the first cities to pilot the “sharrow” lane – shared-lane pavement markings to indicate road lanes shared by cyclists and motorists. • The Bikeshare program provides 1,400 bikes in Oakland, Berkeley and Emeryville. • Up to 1,500 shared electric scooters “e-scooters” are offered throughout Oakland by several private companies.INFRASTRUCTURE In this section, you can go into further detail. Make your content more accessible by writing short sentences, choosing words and phrases you’d use when talking to a neighbor, and avoiding jargon. 40 Local Streets & Roads,
Sidewalks, Curb
Ramps, Stairs & Paths
Parks, Trees & City
Landscapes
Bridges
• 2,293 Lane Miles
• 166 Miles of Bike Lanes & Routes
• 1,100 Miles of Sidewalks
• 17,800 Curb Ramp Locations
• 400,000 Linear Feet of Crosswalks
• 220 Developed Stairs & Pathways
• 134 City Parks
• 100+ Street Medians
• 55,000 Street Trees
• 12,000 Trees in Landscaped Parks, plus Trees in Open
Space
• 35 City Bridges
Traffic Signals, Signs, &
Street Lighting
Stormwater &
Wastewater Collections
Public Buildings, Fleet
& Equipment
• 679 Traffic Signal Intersections
• 200,000 Street Signs
• 38,000 Streetlights with 30,500 of
them Converted to LED Lights
• 400 Miles of Storm Drain Pipes
• 80+ Miles of Open Creek
• 934 Miles of Sewer Pipes
• 11 Sanitary Sewer Pump Stations
• 12 Storm Drain Pump Stations
• 29,000 Structures
• 309 Public Buildings
• 1,999 Vehicles & Equipment Including
Fire Trucks & Police Cars
EDUCATION
Oakland offers a diverse array of educational opportunities for students of all ages. Oakland Unified School District (OUSD) serves nearly 50,000 students and is committed to building a Full-Service Community School District, as defined by the U.S. Department of Education, focused on high academic achievement while serving the whole child, i.e. social and health services. Oakland is also home to numerous institutions of higher learning.
Elementary, Middle, Special, and Secondary Education
• There are 86 public, 33 charter and 40 private schools in Oakland.
Colleges
• Holy Names University – An undergraduate and graduate inter-disciplinary study college. • Mills College – a private women’s liberal arts college founded in 1852, also offering co-ed graduate programs. • Patten University – Dedicated to providing high-quality, accessible, and affordable undergraduate and graduate education, including online programs designed specifically for working adults.
• Samuel Merritt University – Offers degrees in nursing, occupational therapy, physical therapy, physician assistant, and podiatric medicine and is the largest source of newly registered nurses in California.
• California College of the Arts – Known for its broad, interdisciplinary programs in art, design, architecture, and writing, it offers studies in 21 undergraduate and 13 graduate programs.
• Merritt College and Laney College – Part of the Peralta Community College District, these colleges offer arts, liberal arts, college preparatory and vocational trade programs.MEDICAL FACILITIES Oakland’s medical facilities are among the best in the nation. The medical community provides the latest and most sophisticated medical technology for the diagnosis and treatment of disease. There are now four hospitals providing full service in Oakland. Together, these hospitals have invested more than $2 billion in new construction and seismic upgrades.
• UCSF Benioff Children’s Hospital Oakland delivers high quality pediatric care for all children through regional primary and subspecialty networks, a strong education and teaching program, a diverse workforce, state-of-the-art research programs and facilities and nationally recognized child advocacy efforts. • Alta Bates Summit Medical Center offers comprehensive services designed to meet the health care needs of the diverse communities of the greater East Bay. • Alameda Health System’s Highland Hospital provides comprehensive, high-quality medical treatment, health promotion, and health maintenance through an integrated system of hospitals, clinics, and health services staffed by individuals who are responsive to the diverse cultural needs of our community. 41 • Kaiser Permanente organizes, provides and coordinates members’ care, including preventive care such as well-baby and prenatal care, immunizations, and screening diagnostics; hospital and medical services; and pharmacy services. Kaiser’s Oakland Medical Center is the flagship of its national system of hospitals, headquartered here along with the nation’s first health maintenance organization (HMO), founded by Henry Kaiser. 42 Oakland is home to many world-class and unique attractions for residents and visitors.
Attractions & AccoladesAttractions & Accolades
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 43 Chabot Space & Science Center – The Chabot Space & Science Center (CSSC), an 86,000 square foot award-winning facility featuring hands-on science and astronomy exhibits, a state-of-the-art planetarium, a large-format domed screen theater, a simulated space mission experience, and the largest telescopes available for public use in California.
East Bay Regional Park District - The East Bay Regional Park District, a splendid system of 65 parks covering more than 119,000 acres and 29 regional hiking trails stretching 1,200 miles in Alameda and Contra Costa Counties.
Fox Theater – The renovated Fox Theater in downtown Oakland reopened its doors in February 2009 with a run of performances from entertainment’s top acts. The theater’s wrap-around building is also the permanent home for the Oakland School for the Arts, a tuition-free charter school dedicated to artistic and academic excellence.
Grand Lake Theater – A mainstay of the community since its construction in 1926, this first-run movie theater is graced with a colorful, lighted marquee and a sweeping staircase in the main hall. Look for the ornately decorated walls, brass chandeliers, and faux opera boxes. Prior to curtain on Friday and Saturday nights, an organist serenades the audience on a Wurlitzer.
Lake Merritt – The Lake is the largest lake located within an urban area and is set in Lakeside Park, which is home to the Garden Center, Sailboat House, Rotary Nature Center, Junior Science Center, and a Bonsai Garden. Bordered by a 3.4 mile trail, Lake Merritt is a favorite location for joggers, walkers, and strollers.
Children's Fairyland – Young children will enjoy this enchanting, three-dimensional fantasy world where popular nursery rhymes come to life, set in picturesque Lakeside Park.
Jack London Square – Located along Oakland’s waterfront, Jack London Square is home to Yoshi’s Jazz Club, a Cineplex, numerous restaurants, and other local attractions.
USS Potomac – Affectionately dubbed the Floating White House by the press, Franklin Delano Roosevelt's presidential yacht is one of the few floating museums in the country. The restored 165-foot vessel, a national historic landmark, is a memorial to FDR and his accomplishments.
Chinatown – Oakland Chinatown dates back to the arrival of Chinese immigrants in the 1850s, making it one of the oldest Chinatowns in North America. Oakland’s Chinatown is bustling with activity. The Asian Branch Library is one of many of Oakland Public Library’s branches and is located in Chinatown’s Pacific Renaissance Plaza.
George P. Scotlan Convention Center – Offering 64,000 square feet of exhibition and meeting space and adjoining the Oakland Marriott City Center, this convention center has an additional 25,000 square feet of flexible meeting space and 483 deluxe guest rooms.
Old Oakland – A historic district with beautiful buildings and a thriving commercial strip. A Farmers’ Market takes place every Friday.
Oakland Museum of California – This is the state’s only museum devoted to the arts, history and natural sciences of California. The Museum provides unique collections, rotating exhibitions and educational opportunities designed to generate a broader and deeper understanding of and interest in California’s environment, history, art and people.
Oakland Zoo – Founded in 1922 by naturalist Henry A. Snow, the Oakland Zoo is home to 850 native and exotic animals. The Zoo completed its $72 million California Trail exhibit in July 2018, more than doubling its size. The Zoo is nationally known for its excellent elephant exhibit and has been praised for allowing its elephants to roam freely.
Paramount Theatre of the Arts – This beautiful Art Deco theater opened in 1931 and was authentically restored in 1973. The theater hosts an impressive variety of popular attractions, including the Oakland East Bay Symphony, Broadway shows, R&B concerts, gospel performers, comedy, and special engagements.
Oakland’s Western Aerospace Museum – Located at the Airport’s North Field, the museum showcases aviation history through special exhibits, multimedia presentations, hands-on displays incorporating 13 vintage airplanes, photographs, replicas and other artifacts, and classes for students of all ages.
Malonga Casquelourd Center for the Arts – This restored 1920s building is a popular multicultural, multidisciplinary performing-arts complex sponsored by the city. The 400- seat theater and five rehearsal and class spaces showcase drama, ballet, and African and contemporary dance. Several long-standing arts organizations - Axis Dance Company, Bay Area Blues Society, CitiCentre Dance Theater, Dimensions Dance Theater, and Oakland Youth Orchestra - call the center home.
The Crucible – Located in West Oakland, this non-profit educational facility fosters a collaboration of arts, industry and community. Through training in the fine and industrial arts, The Crucible promotes creative expression, reuse of materials and innovative design while serving as an accessible arts venue for the general public.
Oakland Ice Center – Completed in 1995, this state-of-the-art facility located in downtown Oakland has one NHL-sized ice surface and one Olympic sized ice surface (200-by- 100 feet). The facility accommodates ice hockey, figure skating, broomball, curling, speed skating, ice dancing and public skating sessions. The rooftop solar array uses sunshine to create the ice surface. The facility is operated by the San Jose Sharks of the NHL and hosts hundreds of events annually including National Championship hockey tournaments, over the top corporate events, birthday parties and more.
Oakland Urban Wine Trail & Ale Trail – A trip to Oakland isn’t complete without tasting a little local flavor on the Urban Wine Trail. Oakland’s urban wineries are housed in renovated warehouse spaces, but the wine quality is second to none. Being so close to California wine country doesn’t hurt either, as grapes are sourced from all over the state.
Looking for locally produced drink options other than wine? Head out on the Oakland Ale Trail. This new breed of makers is developing flavor and style combinations that are making them stand out in the increasingly crowded world of American craft beer. There are currently 12 breweries in Oakland, with nine having tasting rooms open to the public.
Peralta Hacienda Historical Park – The six-acre park and historic house form an arts and educational hub for local families and youth, and regional center for historical inquiry and discovery. See the footprints of two original adobe structures built in 1820 and 1840 as well as a reconstruction and outline of the hacienda wall dating from the Spanish and 44 Mexican eras. A local and state landmark listed on the National Register of Historic Places, the Peralta House (circa 1870) represents Spanish-speaking California on the cusp of a new era after the Gold Rush and annexation of California by the United States. It houses permanent and temporary exhibits.
Oakland Asian Cultural Center - The Oakland Asian Cultural Center (OACC) was founded in 1984 by a coalition of volunteers who recognized the need for a strong artistic and cultural force in the Chinatown area. Since opening its own facility in 1996 in the heart of Oakland’s Chinatown district, the OACC has presented countless high-quality cultural programs including performances, workshops, festivals, school tours, classes, and exhibitions.
Oakland Roots - The Oakland Roots will join the United Soccer League (USL), the largest and fastest growing professional soccer organization in North America, for the 2021 season.
KEY FACTS & ACCOLADES
45 Best Food City in the US: 2024 Readers’ Choice Awards - CondeNast Traveler October 2024 4th among U.S. Cities with the Most Female Six-Figure Earners - SmartAsset, June 2022 16th Happiest City in the Nation - WalletHub, April 2022 3rd Best Cities to Walk your Dog - LawnStarter, January 2022 One of the top 8 underrated U.S. cities to visit in 2022 - International Traveller, December 2021 2021's 9th Best City for Vegans and Vegetarians - WalletHub, September 2021 5th Most Dynamic U.S. Metor Area - Heartland Forward, December 2020 2nd Best City for Freelancers - Digital Information World, March 2020 2020's 2nd Most Ethnically Diverse Large City - WalletHub, January 2020 9th Best Sports City - WalletHub, November 2019
2019's 9th Best Large City for Baseball Fans - WalletHub, October 2019 2019's 6th Fastest-Growing Large City - WalletHub, October 2019 10th Greenest City in America - WalletHub, October 2019 20th Best Foodie City in America - WalletHub, October 2019 17th Best Coffee City and 3rd in Coffee & Tea Manufacturers per capita - WalletHub, September 2019 No. 2 Among Best Cities for Women's Pay - SmartAsset, September 2019 Top Large California City to Start a Business - WalletHub, May 2019 9th among Top U.S. Cities for Dog Parks - The Trust for Public Land, March 2019 2nd Most Ethnically Diverse Large City - WalletHub, February 2019 32 Places to Go (And Eat) in 2019 - Food & Wine, December 2018 Oakland Makes Best Trips List for 2019 - Nat Geo Travel, November 2018 Among the Best Walking Towns in America - Reader’s Digest, September 2018 No. 5 among Best Cities for Diversity in STEM - SmartAsset, December 2017 3rd Top City where Millennials are Moving - SmartAsset, September 2017 8th Happiest Place to Live - WalletHub, March 2017
15th among super cool U.S. cities to visit - Expedia Viewfinder, March 2017 Among the top 30 healthiest cities in the United States - WalletHub, February 2017 Among the Top 10 U.S. cities for employee happiness - Kununu, February 2017 10th Best U.S. City for Living Without a Car - Redfin, February 2017 9th Best City to Score Your Dream Job - GoBanking, January 2017 Oakland's Bushrod neighborhood named the Hottest Neighborhood of 2017 - RedFin, January 2017 46 America’s best new bike lanes of 2016 - People for Bikes, December 2016 Among the 52 Places to Go in 2016 - New York Times, January 2016 47 Budget Guide & Background
Budget Process Enhancements
Public Input & Community Engagement
Finance Leadership & Acknowledgement
Forecasting Methodology and Budget Basis
Budget ProcessBudget Process
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 48 This Section Covers:
A Budget Overview
The City's Budget Process
Budget Terms and Concepts
BUDGET OVERVIEW
The budget is the City’s plan for how City revenue will be spent on services that support our community.
A balanced budget ensures our "revenues" (the amount of money the City brings in) are equal to or greater than our "expenditures" (the amount of money the City spends). While other cities and government agencies have different cycles, Oakland approves a budget every two fiscal years. The budget currently under consideration runs from July 1, 2025 through June 30, 2027. The State of California, and most cities, counties, and school districts use this same timeframe for their fiscal year.
What is the City's budget process?
From February to June, every other year, City staff, the Mayor and City Council work together to create a balanced budget by June 30, as required by law.
While the City’s budget is adopted for a two year period, it is divided into two one-year spending plans. During the second year of the two-year budget cycle, the Mayor and City Council conduct a midcycle budget review to address variances in estimated revenues and expenditures and other changes to the City’s financial condition.
How is the City's budget funded?
Budget Guide & BackgroundBudget Guide & Background
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 49 The City of Oakland's budget is funded through local taxes, service fees, grants, voter-approved bonds, and other sources. When you pay taxes, such as sales or property tax, a percentage comes to the City to fund local programs and services. For example, for every dollar that you pay in property tax, the City of Oakland receives a little less than 26 cents. The rest goes to other local government agencies like Alameda County, AC Transit, and Oakland Unified School District.
Many Government Agencies provide support for the Oakland community.
Together, we provide essential services and support to our community-- from maintaining roads, sewers, and parks to providing education, transit, and clean water.
Many of the services that Oaklanders care about such as public & mental health, water, education, transportation, and homeless services are not in the City's budget.
The City of Oakland's total average annual budget is approximately $2.1 billion.
General purpose funds are generally supported by tax revenue and make up 36% of the City’s budget. They are the most flexible with regards to what they can be spent on. The other 63% of the City’s budget comes through grants and voter approved bonds and legally must be used for specific purposes; these are called restricted funds. For instance, the City’s Measure KK funds may be used only for street and infrastructure improvements and affordable housing whereas the City’s business tax revenues can be used for all governmental purposes.
Expenditures can be divided by type (e.g., salaries, retirement contributions, debt service, supplies, capital projects, etc.), or by the department that spends them (e.g., Police, Fire, Library, Public Works, etc.).
To ensure that restricted revenues are used only for their intended purpose, the City accounts for its financial resources in different “funds.” For instance, federal grants from the U.S. Department of Transportation for road construction are held in a different fund than revenues from the City’s Public Safety & Services Measure.
In addition to the Adopted Policy Budget, the City also issues a Adopted Capital Improvement Program (CIP) for City Council consideration. The Policy Budget is the City’s operating budget and includes the projected revenues and expenditures required to provide most City services. For instance, the operating budget includes revenues from general taxes which provides funding for police services, fire and emergency medical services, youth and recreation programs, library services, city administration, and other City needs.
The CIP, by contrast, presents planned expenditures for projects which will improve the City’s infrastructure, buildings, and environment as well as major purchases such as land, buildings, and equipment. For example, the CIP includes water quality projects around Lake Merritt, complete repaving of streets and roads, construction of sewer infrastructure and construction or renovation of City buildings.
THE BIENNIAL BUDGET PROCESS
50 The budget process is the procedure through which the City formally develops, deliberates, and adopts its budget.
The budget process consists of several important stages:
The City’s
Consolidated Fiscal Policy, Ordinance 13487 C.M.S., provides the legal framework that guides the budget process and mandates that the City pass and adopt a balanced budget.
Budget Development
November-December: Baseline Budget Development
In the fall, the Finance Department develops a “baseline budget” which is a preliminary two-year budget that forecast revenues and expenditures based on the City's current level of staffing, program funding and policies.
The baseline budget is the foundation upon which the proposed budget is developed. The Finance Department worked in conjunction with all City departments to create the baseline budget considering the latest economic projections and information on likely expenditure increases such as fringe benefit rates for retirement and health care. This forecast of expected revenue and expenditures in the baseline budget helps the City identify whether there will be an operating surplus or the need to address a funding shortfall.
March: Five-Year Financial Forecast Report
January-March: Internal Analysis
February-March: Community & Council Input
In accordance with the City’s Consolidated Fiscal Policy, the Administration assesses stakeholder needs, concerns, and priorities prior to finalizing the Proposed Budget. This takes the form of a budget priorities poll administered to a statistically representative group of City residents developed in conjunction with the City’s Budget Advisory Commission. The Councilmembers are also invited to provide a list of key expenditure priorities for the Mayor’s consideration for the Proposed Policy Budget.
March-April: Proposed Budget Finalized
The City Administrator provides a preliminary budget proposal to the Mayor. The Mayor weighs options, conducts additional analysis, considers City Council, community, and other stakeholder input, and issues a final Proposed Policy Budget by May 1.
Budget Adoption
May-June: Community Input
Budget Development,1.
Budget Adoption, and2.
Budget Amendment.3.
51 The Administration and City Council conducts Community Budget Forums at varied times and in different neighborhoods across the City to inform residents of the Proposed Policy Budget. These meetings also provide a forum for City Councilmembers to obtain input from constituents on the FY 2025-27 budget priorities and to understand questions and concerns pertaining to the Mayor’s Proposed Policy Budget.
May-June: Council Deliberations
Upon presentation of the Proposed Policy Budget, the Mayor and City Council conduct a series of public hearings to review the proposed budget in detail. The City Council receives additional information and responses to questions raised regarding the proposed budget and at this point in the process, Councilmembers can submit amendments to the Mayor’s Proposed Policy Budget for discussion and consideration.
June: Council Budget Adoption
As required by the City Charter, the City Council must adopt a balanced budget by June 30, prior to the start of the fiscal year on July 1. The adopted budget provides a two-year appropriation authority for all funds, and first and second-year appropriations for the Capital Improvement Program (CIP). The CIP appropriations are outlined in two annual spending plans for FY 2025-27.
Budget Amendment
The City Council also has the authority to amend the budget throughout the two-year period. Any appropriation of new money or changes to the allocation of appropriations between funds or departments requires approval by the City Council. Transfers between divisions within a department, between spending accounts, or between projects may be made at the administrative level. These transfers may be authorized by the City Administrator, Finance Department, or department directors depending on the nature of the transfer.
BUDGET TERMS & CONCEPTS
Budgets & Fiscal Years
Budgets are plans for how organizations intend to use projected resources (revenues) for payment to perform operations or provide services (expenditures) over a defined time period. Budgets are prospective planning tools and must be balanced between revenues and expenditures within the defined time period. The key time period for the City of Oakland’s budget (and other financial reports) is the fiscal year (FY). The City’s fiscal year begins on July 1st and ends on June 30th of the following year. Fiscal years are generally expressed as follows: FY 2025-2026 begins July 1, 2025 and ends June 30, 2026. Fiscal Years may also be divided into quarters or monthly periods for reporting purposes. It is important to note that some grants awarded to the City may or may not synchronize with the City’s fiscal year. These grants often follow a schedule based on the granting agency’s fiscal period or other predetermined period as determined by the grant agreement. 52 The Oakland City Council adopts a biennial (two-year) balanced budget by June 30th of every odd-numbered year. For instance, the City Council will adopted the FY 2025-27 Biennial Budget by June 30, 2025.
Revenues
Revenues can be generally understood as the sources of income for the City and are divided into several categories or fund types. Tax revenues are largely unrestricted and are allocated to the General Purpose Fund.
Grant revenues are restricted by the grant agreement and often require matching contributions from other sources. Special revenues include voter-approved measures and are restricted for a specific purpose. Revenue from fines and penalties are largely unrestricted and result from enforcement activities. Based on best practices and Council policy, one-time revenues (e.g., land sales) should not be used to support ongoing expenditures. Fee and Service Charge revenues support many City functions. The rate charged for fees and service charges is regulated by state law. Generally, fees may not exceed the cost of providing a service with a few exceptions. Fees are listed in the City’s Master Fee Schedule, which is approved annually through a City Ordinance, but can be modified at any time with City Council’s approval. The current Master Fee Schedule can be found on the City of
Oakland website.
Revenues are budgeted and recorded into specific accounts. These accounts are aggregated for reporting into categories, such as property tax, fines & penalties, or service charges.
Expenditures
Expenditures reflect the costs associated with the provision of services and performance of operations by the City.
There are two key categories of expenditures: personnel expenditures and operations & maintenance (O&M) expenditures. Personnel expenditures include the cost of paying City employees to perform various functions and provide services to the public. These costs include salaries, overtime, retirement, and healthcare costs. O&M expenditures include non-labor related costs and are processed through the City’s contracting and purchasing systems. O&M expenditures include items such as contracts for services, supplies and materials, utilities, equipment purchases, and debt payments. Expenditures are budgeted and recorded into many different accounts. These accounts are aggregated for reporting purposes into broader categories that include salaries, retirement, debt payments, or capital expenditures, among others.
Funds and Fund Transfers
Funds are groups of revenue and expenditure accounts that must be balanced individually and separately. They function in the City's Budget like having separate bank accounts to track different personal finances. The City’s Budget contains over 100 funds, the largest of which is the General Purpose Fund. The General Purpose Fund is unrestricted in its use. Other Funds normally have restrictions on the types of activities they support. These restrictions may be established by local ordinance, the City Charter, federal or state law, or grant agreements. The Policy Budget will often summarize information by General Purpose Fund and All Funds. All Funds sums up the General Purpose Fund and all other special funds.
In certain cases, monies may be transferred between City funds. For instance, 3% of the City’s annual unrestricted General Purpose Fund revenues are required to be transferred between the General Purpose Fund and the Kids First! Fund to meet the requirements of the 2009 Kids First! ballot measure (Measure D). When a transfer occurs 53 between funds, the “sending” fund (where the transfer comes from) records an expenditure and the “receiving” fund (where the transfer goes to) records revenue. This is to ensure that the overall budget remains balanced.
Department & Organizational Structures
The City of Oakland is organized into various departments as defined in Section 2.29 of the Oakland Municipal Code. These departments are responsible for delivering the various external and internal services of the City.
Departments are generally established by City Ordinance approved by the City Council. Several departments were established by the City Charter itself and generally include the name “Office” in the title. These include the Mayor’s Office, the City Attorney’s Office, and the City Administrator’s Office. Because departments are not funds, departmental revenue and expenditures may be contained in and/or attributed to one or more funds. Similarly, one fund may contain one or more departments' revenue and expenditures. The relationships between funds and departments are illustrated in the departmental appropriations by fund tables on the Summary Table by
Fund page.
Both the budget and financial forecast documents include two quasi-departments: The Capital Improvement Program and Non-Departmental. These two groups are distinguished from traditional departments in that they do not have operational staff attributed to them. These groups are used to record various inter-departmental projects and citywide costs, such as debt service, legally required fund transfers, or major infrastructure projects.
Internal Service Funds
The City uses Internal Service Funds to charge departments for services that are provided between City departments and are considered a part of the centralized support the departments need in order to complete their work. For example, the Oakland Police Department (OPD) requires vehicles to operate. These vehicles also need routine maintenance. OPD pays the Oakland Public Works (OPW) department to maintain its vehicles.
Other departments do this too. Other Internal Service Funds include facilities, telephones, printing, etc. The City has each Internal Service Fund apportions costs across departments and funds at a rate that is determined to be the cost of providing this service.
Overhead Rates
Overhead rates are used to recover costs of certain administrative functions like accounting, cash management, and information technology, which can be difficult to allocate to specific funds, functions, or projects. The City utilizes an outside actuarial consultant to review rates and methodologies for its overhead rates. Overhead charges are budgeted and recorded as expenditures in any given fund, while overhead recoveries are budgeted and recorded as revenue in the overhead fund supporting the relevant administrative function.
For example, the Oakland Public Works (OPW) Department has a centralized fiscal and human resources staff.
Costs for HR staff are budgeted and recorded as expenditures in the funds receiving support from OPW fiscal and human resources, based on the payroll (i.e., charged personnel) within those funds and a calculated overhead rate. Overhead recoveries are then budgeted and recorded as revenues in the OPW overhead fund to offset the costs of OPW fiscal and human resources staff. 54 Fund Balances & Reserves
At the end of each fiscal year, each fund’s revenue collections are compared against incurred expenditures. If there were greater expenditures than revenues, then that difference is reduced from the “fund balance.” A negative fund balance occurs when cumulative fund expenditures exceed cumulative fund revenues. By contrast a positive fund balance exists when cumulative revenues exceed cumulative fund expenditures. When revenues are more than expenditures, a surplus occurs, which is added to that fund’s fund balance.
If a positive fund balance is restricted or earmarked in its usage, it is often termed as ‘reserved.’ For instance, the General Purpose Fund has a 7.5 percent Emergency Reserve for unanticipated and insurmountable events.
Therefore, the City Council may be required to direct funds from the positive fund balance to support the Emergency Reserve. Other funds may have a positive fund balance that must be reserved to support the purpose of that individual fund. This may include future anticipated expenditure needs such as equipment replacements, or future costs associated with a multi-year project.
Budget Balancing
The term ‘balanced’ refers to when all projected revenues are equal to all projected expenditures in a budget or forecast. If projected revenues exceed projected expenditures, then the budget or forecast is said to have a projected surplus. If projected expenditures exceed projected revenues, then there is a projected shortfall. By policy, the City Council must adopt a balanced budget.
A structural imbalance occurs when there is a difference between ongoing revenues and expenditures where they do not match and balance. . A budget that uses one-time revenues to pay for ongoing expenditures may be balanced over the fiscal period but suffers from a structural imbalance: in this case a structural shortfall. By contrast if ongoing revenues exceed ongoing expenditures, a budget may have a structural surplus.
Assets & Liabilities
Assets are tangible and intangible items that hold value and include City cash, investments, buildings, land, and equipment. Assets can be divided into two types: current and long-term/fixed assets. Current assets include cash, receivables, and short-term investments. Long-term and fixed assets include things such as long-term investments, property, plant, and equipment that have value, but cannot be quickly converted into cash.
Liabilities are monetary amounts that the City is obligated to pay based upon prior events, transactions, or other financial commitments. . For example, if the City owes money resulting from borrowing or issuing debt (e.g., bonds), those would be considered liabilities. Liabilities can also be divided into two types: current liabilities and long-term liabilities. Current liabilities are those that the City expects to pay within a one-year period. This includes wages paid to active employees for hours worked, or bills for utilities. Long-term liabilities are obligations that the City will pay out over time, such as pensions, retiree medical obligations, and long-term debt service.
Unfunded Actuarial Accrued Liability (UAAL), or Unfunded Liability, is often mentioned in conjunction with government finances. UAAL is defined by the State Actuarial Standards Board as “the excess of the actuarial accrued liability over the actuarial value of assets”. Simply put, it is the amount that an entity is projected to owe that is not covered by projected future payments under a specific payment methodology, or by assets currently 55 held by the entity. Unfunded Liabilities typically refer to the City’s future pension and retiree healthcare costs for which the City does not have sufficient funds to cover.
Financial Reports & Actuals
“Actuals” are recorded revenues and expenditures that have occurred over a defined period. While budgetary values are projected prior to the close of a fiscal period, actuals are recorded after the fact. A financial report is a statement of actuals and accruals. Actuals can be divided into two categories: unaudited and audited. Unaudited actuals include those items reported in the City’s Quarterly Revenue & Expenditure Reports. This financial data is distinguished from audited actuals in that they have not been evaluated by an independent financial auditor. The City has an independent financial audit conducted following the close of each fiscal year to provide an independent opinion as to whether the City’s financial statements are stated in accordance with General Accepted Accounting Principles (GAAP). The audited actuals are presented in the Annual Comprehensive Financial Report.
56 PROCESS IMPROVEMENTS
This budget cycle, the City undertook four initiatives to improve its budget process. Several of these initiatives expanded on innovations the City started in its FY 2021-23
Biennial Budget cycle. They were chosen in large part because they advanced the City's overall mission to increase transparency, equity, and efficiency. They were also undertaken during a time when the City's Finance Department was projecting the most severe deficits the City has seen in the 21st century. The City invested in these initiatives to transform the way the City develops and evaluates budget proposals through moving its decision-making process to be guided more and more by robust data and comprehensive analysis on fiscal and service impacts.
OPENGOV ONLINE PLATFORM
In an effort to increase transparency, the City is utilizing the OpenGov platform to present its entire budget in an online interactive website. Most tables and graphs on the platform allow the reader to drill-down, pivot, and even extract budget data. The next step in utilizing OpenGov will be to develop an interactive exploration of in-year revenue & expenditure data. The OpenGov platform will support the public monitoring of the City's finances, including analyzing its spending and revenue-generating trends. During this biennial budget, the City implemented OpenGov solutions to allow for deeper exploration of the Capital Improvements Program.
Integrating Equity Into The Budget Process
The City made a commitment to advancing racial equity citywide when it created the Department of Race & Equity in 2016. The City defines equity as integrating the principle of "fair and just" in all the City does in order to achieve equitable opportunities for all people and communities. Due to the extensive racial disparities that exist for Oakland's Black, Indigenous, People of Color (BIPOC) communities, pursuing equity work also involves improving life outcomes for the City's BIPOC communities. The City's budget is where the City can make major strides to advance equity through the budget choices that are made. In the FY 2021-23 Biennial Budget cycle, the City began an intentional effort to reshape our budget approach to support this vision. It required the development of new tools, targeted capacity building for City staff and a steep learning curve for all. For the FY2023-25 Biennial Budget Cycle, the City built upon the process it created in the prior cycle. The FY 2025-27 budget will be the third biennial cycle in which departments have included equity considerations as part of their budget submission. With the growing experience using the equity tools provided in previous cycles, it has become standard for departments to factor in equity impacts in the development of their proposals.
Budget Process EnhancementsBudget Process Enhancements
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 57 The Budget Bureau received departments' budget proposals in of February that included equity statements of their proposed budget changes. For the department budget hearings that the Mayor and City Administrator scheduled in April, departments were asked to provide equity assessments along with their proposed changes.
This budget contains equity impact statements for the significant changes that affected service delivery.
The next phase of integrating equity into the budget begins when the City's Budget Book is published in May.
From this point forward, City Council will provide its input on the City's budget, including offering budget amendments, hosting public hearings, and ultimately voting on the final budget. The Department of Race & Equity and Budget Bureau will support the Council in using equity as a part of their budget deliberations. The Budget Bureau and Department of Race & Equity will work closely with the Mayor and City Council to provide them with relevant data, when available, to further support them in their budget decisions through this last phase of the budget process where the budget needs to be adopted by June 30th.
Service Inventory & Performance Metrics
In the prior FY 2021-23 Biennial cycle, the Budget Bureau designed a service inventory process to catalog all the work that departments do as a part of fulfilling their mission. Completing a service inventory is a business practice similar to completing a product inventory where it supports performance improvements and improves organizational capacity. The Budget bureau condensed each department's service inventory to share on their individual page in OpenGov. This service inventory is the first step in systematically linking the services provided by the City to long term desired policy outcomes. The inventory will also help to facilitate additional data collection, including data around the equitable provision of services.
For the FY 2023-25 Biennial cycle, the Budget Bureau proceeded to the next step of this work, which was to create performance metrics for departments to measure how they're providing services to Oakland residents and to identify what kind of outcomes would be considered successful. Departments submitted their draft of their performance metrics in February along with their department proposals. The Budget Bureau reviewed their drafts and gave feedback on their performance metrics where needed so the performance metrics could be concrete, time-bound, and realistic. Departments provided revised performance metrics in April. The Budget Bureau is including these preliminary performance metrics as a part of its online book. The Budget Bureau, working in concert with the Department of Race & Equity, asked for further departmental revision to provide specific targets for the FY23-24 fiscal year, and more clearly link equity outcomes to their data collection efforts on a subset of the previously submitted performance metrics.
The City continues to refine performance metrics process for the FY 2025-27 budget cycle, with a specific focus on disaggregating data by geography and demographics. This is an important step toward understanding how services are distributed across different communities and identifying disparities in service delivery. Although disaggregation data is not fully available, the goal is to work with City departments to enhance data collection methods in order to capture this level of detail in the future. In addition, departments were asked to update their service inventory and create performance measures for each external service they provide. These measures will be published as part of the adopted budget on the respective departmental pages.
This is a major step in the City getting closer to linking services the City provides to long term desired policy outcomes. In subsequent cycles, the Budget Bureau will expand on its performance metrics work to ensure they measure success using racial equity principles. This will ultimately support the City's efforts to operationalize 58 racial equity in every City department so that their service delivery and management decisions are made with an eye of advancing racial equity for Oakland's Black, Indigenous, and People of Color (BIPOC) communities who have been historically disenfranchised and underserved.
Contracts and Grants Inventory Collection
For the FY 2025-27 Biennial cycle, the City is providing a list of contracts and grants for each department citywide.
The Budget Bureau designed a contract and grants inventory collection process to catalog all the work that departments do as a part of their service delivery and operations. Departments submitted their draft of their contracts and grants in February along with their department proposals. These submissions are being included as part of the online budget book. Providing this information enhances public access to how funds are allocated and how they are being used for contract services. Contracts and grants represent the largest component of operations & maintenance (O&M) spending, making it essential to have this information readily accessible. This is an important initial step that the City can build upon and refine to enhance transparency and accountability in City spending.
59 COMMUNITY BUDGET SURVEY
Due to budget constraints, the City did not have funding available for an outside consultant to develop the 2025 City of Oakland Budget Priorities Survey as mandated by the Consolidated Fiscal Policy. Budget Advisory Commission (BAC) members created and fielded the survey as volunteers. The survey was primarily administered online, plus in- person collection with people living outside, over the month of January. A total of 6,748 community members responded. The full results of the poll are available here.
COMMUNITY BUDGET FORUMS
The Mayor and City Council welcome community suggestions, comments, and questions on the Fiscal Year 2025- 27 Policy Budget. Community input is a key element of the budget development process. Residents are encouraged to contact their Councilmember by email or telephone. In addition, several public meetings are held to review the budget and provide an opportunity for input and questions. The Budget season kicked off with the initial retreat held virtually on March 7, 2023.
District 1
CM Zac Unger
District 2 & At-Large
CM Rebecca Kaplan &
CM Rowena Brown
District 3
CM Carroll Fife
Date: Thursday, May 22, 2025
Time: 5:30-7:00pm
Location: Temescal Works
490 43rd St.
Oakland, CA 94609
Date: Wednesday, May 28, 2025
Time: 5:30-7:00pm
Location: TBA
Date: Saturday, May 31, 2025
Time: 12:30-2:00pm
Location: TBA
Public Input & CommunityPublic Input & Community
EngagementEngagement
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 60 District 4
CM Janani
Ramachandran
District 5
CM Noel Gallo
District 6
CM Kevin Jenkins
Date: Wednesday, May 21, 2025
Time: 6:00-7:30pm
Location: TBA
Date: Saturday, May 31, 2025
Time: 10:30am-12:00pm
Location: Cesar Chavez Library
3301 E 12th St. #271
Oakland, CA 94601
Date: Thursday, May 15, 2025
Time: 5:30-7:00pm
Location: TBADistrict 7
CM Ken Houston
Date: Wednesday, May 14, 2025
Time: 6:00-7:30pm
Location: 81st Ave. Library
1021 81st Ave.
Oakland, CA 94621
CITY COUNCIL BUDGET MEETINGS
City Council Budget meetings are held at Oakland City Hall, One Frank Ogawa Plaza, 3rd Floor; and may be viewed on KTOP – TV 10. Since the pandemic, the City Council meetings have been held virtually via Zoom. You may access and join the City Council Meetings, view the City Council calendar, meeting agendas, minutes, and recordings on the City’s Legistar web portal (
https://oakland.legistar.com/Calendar.aspx).
Dates and times of the City Council Budget Meetings:
Date: TBA
Time: TBA
Location: Oakland City Hall, One Frank Ogawa Plaza, 3rd Floor
CONNECT WITH US
61 Budget Website & Social Media
Website
Oaklandca.gov/Budget
Twitter
twitter.com/Oakland #oakbudget
Facebook
www.facebook.com/Oakland
Instagram
Instagram.com/Oakland
62 Director of Finance
Erin Roseman
Budget Administrator Revenue & Tax Administrator
Bradley Johnson Sarah Herbelin - Interim
Finance Leadership &Finance Leadership &
AcknowledgementsAcknowledgements
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 63 Controller Treasury Administrator
Stephen Walsh David Jones
Payroll Manager
Anjali Saxena
Purchasing Manager
Laura Gonzales-Woodward
BUDGET BUREAU STAFF
Assistant Budget
Administrator
Rina Stabler
Business Analyst IV
Emma Virtucio
Administrative Services
Manager I
Walter Silva
Principal Budget
Analyst
Nathan Bassett
Senior Budget &
Management Analysts
Michelle Soares
Kristin Urrutia
Budget &
Management Analysts
Asti Jenkins
Tiffany Kirkpatrick
Daniel Mariano
64 SPECIAL ASSISTANCE PROVIDED BY
Yvonne Chan
Transportation Planner II,
Transportation
Jamie Cheng
Management Assistant, Public
Works
Jody Christian
Executive Assistant to the Director
of Finance
Brittany Hines
Assistant to the Director of Finance
Sean Maher
Citywide Communications &
Engagement Director
Craig Raphael
Project Manager, Transportation
Jose Segura
Principal Budget Analyst
Pooja Shrestha
Assistant Controller
65 CITY REVENUE EXPENDITURE FORECAST METHODOLOGY
The City prepares revenue and expenditure forecasts for its biennial budget. The forecasts are based on:
current expenditure spending
revenue collection trends
historical budgetary performance
prevailing general economic conditions
department input
A detailed forecast is prepared for the General Purpose Fund (GPF) and for other selected funds.
To prepare the forecast, a comprehensive analysis of the City's revenues and expenditures is performed. These major components are projected into the two-to-five-year period based on various relevant assumptions. For example, projections for property tax, the single largest source of revenue for the City's General Purpose Fund (GPF), are made based on the projected growth in the net assessed value of local property and projected changes to the tax delinquency rate. Similarly, a forecast of expenditures is performed by separately analyzing individual expenditure categories (e.g., salaries, retirement, benefits, utility expenses, etc.) based on projected cost increases (e.g., pay/step increases, PERS retirement rates, benefit cost inflation, energy prices, etc.).
FORECASTING TECHNIQUES
Citywide revenues and expenditures are projected using two forecasting techniques: qualitative analysis and quantitative analysis.
Forecasting Methodology &Forecasting Methodology &
Budgeting BasisBudgeting Basis
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 66 Qualitative Analysis Quantitative Analysis
This analysis projects future revenues and/or
expenditures using non-statistical techniques. These
techniques rely on human judgement rather than
statistical analysis to arrive at revenue projections.
Qualitative forecasting is essential for projecting
revenue or expenditure components that are unstable,
volatile, or for which there is limited historical
information. To facilitate sound qualitative analysis, the City of Oakland seeks input from outside experts in
economic forecasting, municipal finance, and other
relevant fields. Just two examples of this are the City's reliance on the League of Cities' analysis and
recommendations relating to legislative issues
impacting cities, and the Legislative Analyst Office for their expertise and analysis of the State of California budgetary issues that may potentially affect the City of Oakland.
This involves looking at data to understand historical
trends and causal relationships. One type of
quantitative analysis is a
time series analysis which is
based on data that has been collected over time and
can be shown chronologically on graphs. When using
time series techniques, the forecaster is especially
interested in seasonal fluctuations that occur within
one year, the nature of the multi-year cycles, and the
nature of any possible long-term trends.
Causal
analysis is another type of quantitative analysis which deals with the historical inter-relationships between
two or more variables. One or more predictors, directly or indirectly, influences the future of revenue or
expenditure. The causal forecasting techniques are
predicated upon selecting the correct independent
variables, correctly defining their interrelationship to the dependent variable, i.e., the projected revenue or
expenditure item, and finally, collecting accurate data.
REVENUE FORECAST
Citywide revenues are projected using dynamic forecasting that anticipates changes in revenues triggered by new economic development, economic growth, changes in the levels of service of departments and agencies, (in the case of Master Fee Schedule changes approved by the City Council), changes in governmental policies at the state or federal level, and various economic and demographic changes. The purpose of this dynamic forecast is to demonstrate the potential impact of various events and actions on the selected revenue sources. Under this scenario:
Tax Revenues are projected to grow at rates that are responsive to dynamic forces in the economy. Generally, the assumption is the local economy will be affected by national and state trends, with some deviation expected due to specific characteristics of regional businesses and labor markets.
Fee increases will likely follow projected inflation and changes in the local population due to increased service costs and changes in demand.
Any known or anticipated changes in revenues as a result of potential changes in state revenue streams and/or legislation are reflected in the analysis.
The revenue forecast considers a variety of economic factors and trends including changes in economic growth, income, sales, and Consumer Price Index (CPI) among other factors. Anticipated changes in State or local policy are also considered.
67 EXPENDITURE FORECAST
Forecasting the City's expenditures involves analyzing future costs at the department level and by category. The expenditure forecast begins with the baseline budget which represents the cost of maintaining the current level of services while considering all unavoidable costs necessary to continue at that current level. Examples of unavoidable costs are pre-negotiated MOU salary levels as well as health care and retirement costs that the City pays on behalf of its employees.
The baseline budget is then modified to reflect changes to programs and services that the Mayor and the City Administrator recommend as part of the Proposed Budget. These modifications might include additions or reductions in any of the categories discussed above. Changes to debt service are made based on changes in the City’s debt payment schedules.
The expenditure forecast follows the guidance of the Government Finance Officers Association (GFOA) which recommends that expenditures be grouped into units of analysis that are meaningful to the organization such as departments and standard budget categories of expenditures. As such, staff grouped proposed budget expenditures by department and by expenditure category consistent with the City’s chart of accounts. Future expenditures are forecasted for the FY 2025-27 Proposed Budget. This forecast generally assumes that expenditures will only grow due to inflationary cost escalation. Costs also change due to modifications in service or staffing levels as described in the “Significant Changes” summary for each department and “Service Impacts” section.
BASIS OF BUDGETING
The City of Oakland’s basis of budgeting for its major fund groups (General Funds, Special Revenue Funds, Enterprise Funds, Internal Service Funds and Capital Project Funds) are the Generally Accepted Accounting Principles (GAAP), and the
modified accrual basis of accounting.
Revenues are budgeted according to when they are both measurable and available. Revenues are considered available when they are collected within the fiscal current year, or soon enough thereafter to pay liabilities of the current period. The City considers property tax revenues to be available for the year levied if they are collected within 60 days of the end of the current fiscal year. All other revenues are considered available if they are collected within 60 days of the end of the current fiscal year.
Expenditures are budgeted according to when the liability is incurred, regardless of the timing of related cash flows. The exceptions are debt service, compensated absences, and claims and judgments, which are budgeted as expenditures according to when the payments are due. The City’s basis of budgeting is the same as the basis of accounting used in the City’s audited financial statements, the Annual Comprehensive Financial Report. 68 The following service enhancements and reductions are included in the Fiscal Year (FY) 2025-27 Proposed Policy Budget.
Mayor
The Mayor’s Office is bringing the full staff compliment of 12 positions to Special Assistant to the Mayor III.
Council
City Council is maintaining its current budget with no significant changes. As such, there are no anticipated service impacts. No equity analysis needed.
City Administrator
Enhancements
Reassigns 1.0 FTE Assistant to the City Administrator position to be fully funded by Fund 2430, to implement the Equitable Lead Hazard Abatement Program (ELHAP) in coordination with City departments including Planning & Building and Housing & Community Development, and Alameda County. The lead settlement funds are to be spent in the City of Oakland for lead poisoning prevention purposes. From the $14M in 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).
Equity Consideration: This position’s work will be guided by the recommendations of the 2021 Racial Equity Impact Analysis, and ELHAP’s services will prioritize serving at-risk communities, remedy barriers to resources, ensure lead hazards are expeditiously removed from homes in vulnerable communities, and bolster local economic resilience.
1. Adds $405,235 in contract services to maintain Excess Litter Fee (ELF) contracts for weekly litter abatement and cleanup throughout Oakland, particularly in business corridors with establishments such as fast-food businesses, convenience markets, gasoline station markets and liquor stores, which pay the ELF to the City each year. The purpose of the ELF program is to maintain safe, clean and sanitary streets, sidewalks, and public spaces by assessing a fee on businesses known to generate particularly high amounts of disposable materials that end up as trash and litter on the streets. The amount of the annual excess litter fee is determined by the businesses’ classification and annual gross receipts.
2. Service ImpactsService Impacts
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 69 Reductions
Equity Consideration: The staff hired to conduct litter abatement and beautification under the ELF program are justice-impacted Oakland residents. The program is designed to connect staff with immediate temporary employment opportunities that allow for the development of additional hard and soft skills needed for reentering the workforce.
Reduces the CAO’s supplies budget for items including office supplies, minor computer hardware and software, postage and mailing, food and bottled water, registration and tuition, and travel expenditures by $132,000 annually.
Equity Consideration: The reduction in administrative/clerical O&M funds may impact CAO operations, however with a reduction and staff and ongoing hiring freeze, the department does not anticipate needing these funds due to increased staffing in the next two fiscal years.
1. Reduces O&M in Sustainability program’s food and bottled water, miscellaneous travel expenditures, and City memberships and dues budgets by $4,000. In addition, requests a total of $84,000 annually for professional and miscellaneous contract services, which is a $135,356 reduction in these categories from the FY 2024-25 Adopted Midcycle. Staff will continue to pursue grant opportunities to offset these reductions, maintain community partnerships/programs, and continue implementing 40 Actions detailed in the Equitable Climate Action Plan (ECAP).
Equity Consideration: While this program has successfully applied for and received millions in grant funds from the state and federal governments to date, if future grant opportunities are reduced or eliminated during the FY 2025-27 biennial, staff may not be able to offset the gap created by the proposed reduction in professional/miscellaneous services funding. This could result in projects being scaled-back or suspended and delay the City’s progress implementing the 40 ECAP Actions to improve Oakland’s climate resilience, advance equity, and reduce local greenhouse gas emissions. Staff are examining all possible partnerships and sources of grant funding, and continue to refer to the ECAP Racial Equity Impact Assessment and Implementation Guide to identify specific frontline communities most likely to be impacted and create specific action plans to prevent further increasing disparities in areas such as health outcomes, jobs, and housing security, in those communities.
2. Deletes 1.0 FTE Program Analyst III in CAO, position is proposed to be added (transferred) in the Oakland Department of Transportation and freezes 1.00 FTE Architectural Associate (Field) position until grant funding is available in Org 02171. Reduces division’s food and water budget by $1,000 annually, and requests $15,000 for professional services for ADA compliance review of CIP and other infrastructure and paving projects. ADA Programs staff will partner with department staff to maintain ADA compliance review of capital projects.
Equity Consideration: Through close coordination between the CAO and other departments, ADA Programs division staff aim to prevent interruptions in service, including in project compliance review.
With decreased staffing, ADA Programs division may have longer project review timelines, especially if O&M for consultant support is no longer available.
3. Eliminates 1.0 FTE filled City Administrator Analyst position, the remaining 1.00 FTE filled Assistant to the City Administrator (Inclusive Community Engagement Officer) position will absorb the technical/administrative duties.
Equity Consideration: The City Administrator Analyst position has assisted in the implementation the Inclusive Community Engagement program in the CAO, the elimination of this technical support and guidance for departments is likely to impact the City’s public outreach and communication; these impacts may be felt most acutely by communities that don’t have regular access to technology resources, non-English speakers, and other vulnerable groups.
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Deletes 1.0 FTE vacant Assistant to the City Administrator position responsible for convening and/or managing multiple interdepartmental and inter-agency working groups. Existing CAO staff will absorb this responsibility but may not have the capacity to convene these working groups as frequently.
Equity Consideration: The elimination of this role may, at least in the near-term, result in decreased communication and coordination between existing internal and external working groups, and in the absence of consistent information sharing between groups there is an increased chance of issues occurring such as lack of sufficient public outreach about a project or service. This is likely to disproportionately impact lower income, non-English speaking, and/or unhoused residents and others who no longer receive timely, accessible information about planned future projects and activities, changes to services, or other actions that could have a personal impact on their lives.
5. City Attorney
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. City Auditor
Enhancements
Reductions
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 more significant harm and systemic inequalities, allowing for earlier interventions to support those affected by inequities.
2. 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
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contract with a local firm to help us complete our mandated recurring audits even when our Office is short of its minimum staffing levels.
City Clerk
Enhancements
Reductions
Adds 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 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 public access to records and decreased ability to support the City’s government infrastructure effectively.
1. Adds 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 public access to meetings and decreased ability to support the City’s government infrastructure effectively.
2. Unfreezes 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 departments internal operations, cross-departmental operations, and public inquiries.
3. Unfreezes 1.0 FTE Administrative Analyst I to provide critical policy and operational support.
Equity Consideration: Restoring this position will help with critical operation capacity to support equitable access to public records, legislative transparency, and civic engagement. Restoring this position enhances the City Clerk’s ability to support the City’s government infrastructure effectively.
4. Freezes 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. Police Commission
Reductions
Deletes 1.0 FTE vacant Administrative Analyst II. Position created for FY23-25 Biennial and never filled. There is no direct service impact.
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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.
Reduces O&M by $368,000 by both increasing basic operating funding and decreasing contracts for legal fees to $125,000.
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.
2. Inspector General
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. Public Ethics Commission
Enhancements
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
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Reductions
second Ethics Investigator will improve the Commission’s capacity to investigate and resolve ethics complaints.
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 additional staff capacity in the enforcement and regulatory programs to conduct investigations or provide greater client support.
1. 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. Race & Equity
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
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Workplace & Employment Standards
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.
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.
2. 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:
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Reductions
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).
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. 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. Finance
Enhancements
Reductions
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.
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.
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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. Eliminates 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. Eliminates 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.
6. Information Technology
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
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Reductions
City departments’ ability provide services directly to underserved residents.
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. 4.
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.
1. 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 in 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
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Other
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.
1. 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. Human Resources Management
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. 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.
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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. Violence Prevention
Enhancements
Adds 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. Adds 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.
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Reductions
Adds $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. Deletes 1.0 FTE Health and Human Services Program Planner, Program 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 safety 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 discernible 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. Police
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.
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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.
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.
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.
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.
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.
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.
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, 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
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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.
3. Fire
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) 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
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Reductions
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 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.
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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. Library
Enhancements
Reductions
Adds $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. This upgrade will improve the speed, strength, and reliability of the internet provided at no cost via Wi-Fi and the public computer labs that are available at each of the 18 branches.
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. Deletes 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. Freezes 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.
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
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service levels.
Parks, Recreation, & Youth Development
Enhancements
Reductions
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. Deletes $195,000 in O&M for the West Oakland Youth Center 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.
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.
6. Human Services
86 Enhancements
Reductions
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, 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.
3. 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.
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.
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
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homelessness. This reduction would decrease the department’s capacity to assess the effectiveness of homelessness 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.
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 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.
5. Animal Services
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 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.
1. 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.
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Equity Consideration: There is no discernible equity impact from this action.
Economic & Workforce Development
Enhancements
Reductions
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 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.
3. 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
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Other Impacts & Changes
Equity Consideration: There is no discernible equity impact from this action.
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.
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. Housing & Community Development
Enhancements
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.
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Other Impacts & Changes
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. 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. Planning & Building
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 identied 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 specic Business Analyst III duties to the Project Manager, thus integrating duties. This elimination may assist in project management to bring more attention to the specic project details when seen through a more focused equity lens.
3. 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.
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Equity Consideration: The equity consideration for this item has not yet been analyzed.
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. Public Works
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 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.
2. 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.
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Reductions
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 absorb the related duties. There should be minimal impact to current service levels.
Equity Considerations: There is no discernible equity impact from this action.
3. 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.
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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.
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 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.
9. 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.
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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.
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 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.
15. Reduces $351,748 in Y1 and $383,819 in Y2 of 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. Transportation
Enhancements
95 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 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
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Reductions
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.
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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. Non-Departmental
Enhancements
Other Impacts & Changes
Restores $500,000 in funding for Lake Merritt health and safety efforts. The proposed budget reinstates $140,000 for the Lake Merritt vending programs, $95,000 for Parks Maintenance, $95,000 for park steward(s), $60,000 for transportation safety improvements, and $115,000 for traffic safety management in the OPD.
Equity Consideration: Most vendors at Lake Merritt represent historically marginalized communities, and funding will lower barriers to entry, allowing vendors to operate a compliant market. Additionally, the improved traffic management measure will make Lake Merritt a safer and more inclusive public space, benefitting all residents. This allocation will also enhance the ability of parks services to maintain a safe, clean, and beautiful space. These improvements contribute to a better quality of life by supporting equitable access to safe recreational spaces.
1. Adds $5 million per year for Public Safety vehicle acquisition to enhance the City’s fleet. Funds may be used for the direct acquisition of vehicles or through a Master Lease funding mechanism, where the funding would be applied to debt service payments. The vehicles to be acquired must be prioritized to ensure that the most critical needs are addressed first.
Equity Consideration: Replacing aging Police and Fire vehicles helps to ensure the City has reliable and efficient vehicles to serve all communities, especially those in underserved areas.
2. Cultural arts subsidy funding and elections appropriations have transferred to Non-Departmental in the proposed budget. The Economic and Workforce Development Department (EWD) will continue to administer and manage subsidy funding, while the City Clerk will remain responsible for elections funds.
Elections funding is budgeted at $4.4 million per year. The cultural arts subsidies include:
Hacienda Peralta: $49,900 per year
Fairyland Subsidy: $229,861 per year
Asian Cultural Center: $200,000 per year
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Chabot Space and Science Center: $218,484 per year
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99 The table below provides significant changes city-wide. Significant Changes are listed based on the Departmental Organizational Structure. For a full list of the significant changes, please visit the transparency
portal.
Department
Abbreviations
Auditor - City Auditor
CAO - City Administrator's Office
CIP - Capital Improvement
Program
Clerk - City Clerk
DHRM - Human Resources
Management
DOT - Transportation
DRE - Race & Equity
DVP - Violence Prevention
DWES - Workplace Employment
Standards
EWD - Economic & Workforce
Development
Finance - Finance
Fire - Fire
HCD - Housing & Community
Development
HSD - Human Services
ITD - Information Technology
Mayor - Mayor
Non-Dept - Non-Departmental
OAS - Animal Services
OCA - City Attorney
OIG - Inspector General
OPD - Police
OPL - Library
OPRYD - Parks, Recreation & Youth
Development
OPW - Public Works
PBD - Planning & Building
PC - Police Commission
PEC - Public Ethics Commission
For descriptions of each fund's number, name, and purpose, please refer to the following page Fund
Summaries.
Significant Budgetary ChangesSignificant Budgetary Changes 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 100
GENERAL PURPOSE FUND
Dept Fund Change Description Job Title and Class FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change F Auditor FD_1010 Add Adds Position in Auditing Performance Auditor, Sr..AP392 1 108,664.00 0 Auditor FD_1010 Freeze Freeze Position in Auditing Performance Audit Manager.AP393 -1 (277,383.00) -1 Auditor FD_1010 Freeze Freeze Position in Auditing Performance Auditor, Sr..AP392 -1 (225,813.00) 0 Auditor FD_1010 Freeze Freeze Position in Auditing Performance Auditor.AP391 -1.6 (272,486.00) 0 Auditor FD_1010 O&M Adds Other Services in Auditing 502,923.00 Auditor FD_1010 Transfer Transfers Position from FD_2415 and FD_7760 to FD_1010 in A… Performance Auditor, Sr..AP392 0.6 130,397.00 0.6 CAO FD_1010 O&M Reduces Contract Contingencies (Budgetary Only) in Administra… (199,193.00) CAO FD_1010 O&M Reduces Other Contract Services in Administration / Operations (104,640.00) CAO FD_1010 O&M Reduces Other Contract Services in Sustainability & Resilience (250,000.00) CAO FD_1010 O&M Reduces Stationery and Office Supplies in Administration / Oper… (93,000.00) CAO FD_1010 Transfer Transfers Position from FD_1010 and FD_1870 to FD_2430 in A… Assistant to the City Administrator.E… -0.85 (249,646.00) -0.85 CAO FD_1010 Transfer Transfers Position from FD_1010 to FD_1710 and FD_2254 in S… Project Manager III.EM212 -0.5 (196,725.00) -0.5 CAO FD_1010 Transfer Transfers Position from FD_2244 to FD_1010 in Homelessness … Assistant to the City Administrator.E… 2 587,398.00 2 101
NON GENERAL PURPOSE FUND
Note: Adjust the column widths at header row to view complete table.
Dept Fund Change Description Job Title and Class FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change Auditor FD_1870 Freeze Freeze Position in Auditing Performance Auditor.AP391 -0.2 (34,059.00) Auditor FD_2244 Freeze Freeze Position in Auditing Performance Auditor.AP391 -0.2 (34,059.00) Auditor FD_2255 Add Adds Position in Auditing Performance Auditor, Sr..AP392 0 0.00 Auditor FD_2415 Transfer Transfers Position from FD_2415 and FD_7760 to FD_1010 in Audit… Performance Auditor, Sr..AP392 -0.2 (43,465.00) -0 Auditor FD_7760 Transfer Transfers Position from FD_2415 and FD_7760 to FD_1010 in Audit… Performance Auditor, Sr..AP392 -0.4 (86,930.00) -0 CAO FD_1710 Transfer Transfers Position from FD_1010 to FD_1710 and FD_2254 in Sust… Project Manager III.EM212 0.25 98,363.00 0.2 CAO FD_1870 Transfer Transfers Position from FD_1010 and FD_1870 to FD_2430 in Admi… Assistant to the City Administrator.E… -0.15 (44,053.00) -0.1 CAO FD_2102 Revenue Reduces Grants & Subsidies revenues (426,870.00) CAO FD_2139 O&M Reduces Miscellaneous Payroll Adjustments in Administration / Oper… (275,058.00) CAO FD_2218 Delete Deletes Position in ADA Programs Program Analyst III.SC204 -0.5 (104,318.00) -0 CAO FD_2219 Delete Deletes Position in ADA Programs Program Analyst III.SC204 -0.5 (104,318.00) -0 CAO FD_2244 Add/Delete Position Add/Delete in Homelessness Administration Administrative Analyst II.AP106 -1 (187,536.00) CAO FD_2244 Add/Delete Position Add/Delete in Homelessness Administration Administrative Assistant II.SS104 1 138,525.00 102
Dept Fund Change Description Job Title and Class FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change Finance FD_1030 Delete Deletes Position in Revenue Management Revenue & T ax Administrator, Assist… 0 (24,277.00) -0 Finance FD_1030 Transfer Transfers Position from FD_1010 to FD_1030 in Administration Accountant II.AF021 0.3 52,562.00 0 Finance FD_1610 Add Adds Position in Administration Manager, Finance.EM268 0.2 33,998.00 Finance FD_1610 O&M Reduces Accounting and Auditing Services in Controller (62,321.00) Finance FD_1610 Revenue Reduces Grants & Subsidies revenues (149,081.00) Finance FD_1610 Transfer Transfers Position from FD_1010 and FD_1610 to FD_4600 in Control… Systems Accountant III.AF045 -0.05 (12,076.00) -0.
Finance FD_1610 Transfer Transfers Position from FD_1010 to FD_1610 in Budget Budget & Management Analyst, Se… 0 0.00 0.
Finance FD_1610 Transfer Transfers Position from FD_1610 to FD_1010 in Budget Budget & Management Analyst, Se… -0.05 (12,678.00) -0.
Finance FD_1610 Transfer Transfers Position from FD_1610 to FD_1010 in Budget Budget Administrator.EM172 -0.1 (41,744.00) -0 Finance FD_1700 Delete Deletes Position in Revenue Management Collections Officer.AF032 -0.5 (81,808.00) -0 Finance FD_1700 Delete Deletes Position in Revenue Management Revenue & T ax Administrator, Assist… 0 (48,556.00) -0 Finance FD_1700 O&M Adds Operating Transfers Out in Administration 529,403.00 Finance FD_1700 O&M Reduces Contract Contingencies (Budgetary Only) in Revenue Manage… (186,090.00) Dept Fund Change Description Job Title and Class FY25-26 FTE Change FY25-26 $ Change ($) FY26-27 FTE Change ITD FD_2415 Delete Deletes Position in Enterprise Systems Business Analyst II.AP117 -2 (439,356.00) -2 ITD FD_2415 O&M Adds Other Contract Services in Enterprise Systems 375,543.00 ITD FD_4200 Delete Deletes Position in Office of the Chief Information Officer Administrative Analyst II.AP106 -0.25 (52,704.00) -0.25 ITD FD_4200 O&M Adds Other Contract Services in Infrastructure & Operations 1,443,912.00 ITD FD_4200 O&M Reduces Other Contract Services in Infrastructure & Operations (1,836,296.00) ITD FD_4200 Revenue Reduces Internal Service Funds revenues (965,872.00) ITD FD_4210 Delete Deletes Position in Infrastructure & Operations Telephone Services Specialist.AP… -1 (216,895.00) -1 ITD FD_4210 Delete Deletes Position in Office of the Chief Information Officer Administrative Analyst II.AP106 -0.25 (52,704.00) -0.25 ITD FD_4210 O&M Reduces Other Contract Services in Infrastructure & Operations (137,000.00) ITD FD_4210 Revenue Reduces Internal Service Funds revenues (330,722.00) ITD FD_4300 Delete Deletes Position in Infrastructure & Operations Reprographic Assistant.SS180 -1 (112,179.00) -1 ITD FD_4300 Delete Deletes Position in Office of the Chief Information Officer Administrative Analyst II.AP106 -0.25 (52,704.00) -0.25 ITD FD_4300 O&M Reduces Other Contract Services in Infrastructure & Operations (147,500.00) 103
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
Auditor FD_1010 O&M Adds Other Services in Auditing 502,923 25, 000 Auditor FD_1010 Add Adds Position in Auditing Performance Auditor, Sr..AP392 1.00 108, 664 - - Auditor FD_1010 Freeze Freeze Position in Auditing
Performance Audit
Manager.AP393 (1.00) (277,383) (1.00) (275,386) Auditor FD_1010 Freeze Freeze Position in Auditing Performance Auditor, Sr..AP392 (1.00) ( 225,813) - - Auditor FD_1010 Freeze Freeze Position in Auditing Performance Auditor.AP391 (1.60) ( 272,486) - - Auditor FD_1010 Transfer
Transfers Position from FD_2415 and FD_7760
to FD_1010 in Auditing Performance Auditor, Sr..AP392 0.60 130,397 0. 60 129, 458 Auditor FD_1870 Freeze Freeze Position in Auditing Performance Auditor.AP391 (0.20) ( 34,059) - - Auditor FD_2244 Freeze Freeze Position in Auditing Performance Auditor.AP391 (0.20) ( 34,059) - - Auditor FD_2255 Add Adds Position in Auditing Performance Auditor, Sr..AP392 - - 1. 00 215, 761 Auditor FD_2415 Transfer
Transfers Position from FD_2415 and FD_7760
to FD_1010 in Auditing Performance Auditor, Sr..AP392 (0.20) (43,465) ( 0.20) ( 43,151) Auditor FD_7760 Transfer
Transfers Position from FD_2415 and FD_7760
to FD_1010 in Auditing Performance Auditor, Sr..AP392 (0.40) (86,930) ( 0.40) ( 86,302) CAO FD_1010 Add/Delete
Add/Delete Position in Administration /
Operations
Public Information Officer
II.AP299 0.21 43,813 0.21 43,497 CAO FD_1010 Add/Delete
Add/Delete Position in Administration /
Operations
Public Information Officer
III.AP302 (0.21) (50,720) (0.21) (50,355) CAO FD_1010 Delete
Deletes Position in Administration /
Operations
Assistant to the City
Administrator.EM117 (0.70) (205,589) (0.70) (204,109) CAO FD_1010 Delete
Deletes Position in Administration /
Operations
City Administrator
Analyst.MA109 (1.00) (215,360) (1.00) (213,811) CAO FD_1010 Freeze Freeze Position in ADA Programs
Architectural Associate
(Field).ET104 (0.10) (20,713) (0.10) (20,563) CAO FD_1010 O&M
Reduces Contract Contingencies (Budgetary
Only) in Administration / Operations (199,193) (199,193) CAO FD_1010 O&M
Reduces Other Contract Services in
Administration / Operations (104,640) (104,640) CAO FD_1010 O&M
Reduces Other Contract Services in
Sustainability & Resilience (250,000) (250,000) CAO FD_1010 O&M
Reduces Stationery and Office Supplies in
Administration / Operations (93,000) (93,000) CAO FD_1010 Transfer
Transfers Position from FD_1010 and FD_1870
to FD_2430 in Administration / Operations
Assistant to the City
Administrator.EM117 (0.85) (249,646) (0.85) (247,850) CAO FD_1010 Transfer
Transfers Position from FD_1010 to FD_1710
and FD_2254 in Sustainability & Resilience Project Manager III.EM212 (0.50) (196,725) ( 0.50) ( 195,309) CAO FD_1010 Transfer
Transfers Position from FD_1010 to FD_2255
in Administration / Operations
Assistant to the City
Administrator.EM117 (0.45) (132,165) (0.45) (131,213) CAO FD_1010 Transfer
Transfers Position from FD_2244 to FD_1010
in Homelessness Administration
Assistant to the City
Administrator.EM117 2.00 587,398 2.00 583,168 CAO FD_1710 Transfer
Transfers Position from FD_1010 to FD_1710
and FD_2254 in Sustainability & Resilience Project Manager III.EM212 0.25 98,363 0. 25 97, 656 CAO FD_1870 Transfer
Transfers Position from FD_1010 and FD_1870
to FD_2430 in Administration / Operations
Assistant to the City
Administrator.EM117 (0.15) (44,053) (0.15) (43,736) CAO FD_2102 Revenue Reduces Grants & Subsidies revenues (426,870) ( 426,870) CAO FD_2139 O&M
Reduces Miscellaneous Payroll Adjustments in
Administration / Operations (275,058) (273,085) CAO FD_2218 Delete Deletes Position in ADA Programs Program Analyst III.SC204 (0.50) ( 104,318) ( 0.50) ( 103,567) CAO FD_2219 Delete Deletes Position in ADA Programs Program Analyst III.SC204 (0.50) ( 104,318) ( 0.50) ( 103,567) CAO FD_2244 Delete
Deletes Position in Administration /
Operations
Assistant to the City
Administrator.EM117 (0.25) (73,426) (0.25) (72,897) CAO FD_2244 Add/Delete
Position Add/Delete in Homelessness
Administration Administrative Analyst II.AP106 (1.00) (187,536) ( 1.00) ( 186,186) CAO FD_2244 Add/Delete
Position Add/Delete in Homelessness
Administration Administrative Assistant II.SS104 1.00 138,525 1. 00 137, 528 CAO FD_2244 Transfer
Transfers Position from FD_2244 to FD_1010
in Homelessness Administration
Assistant to the City
Administrator.EM117 (2.00) (587,398) (2.00) (583,168) CAO FD_2252 O&M
Reduces Contract Contingencies (Budgetary
Only) in Administration / Operations (399,183) (399,183) CAO FD_2252 O&M
Reduces Other Contract Services in
Administration / Operations (342,564) (342,564) CAO FD_2254 O&M
Adds Contract Contingencies (Budgetary Only)
in Sustainability & Resilience 50,000 50,000 104
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
CAO FD_2254 Transfer
Transfers Position from FD_1010 to FD_1710
and FD_2254 in Sustainability & Resilience Project Manager III.EM212 0.25 98,363 0. 25 97, 656 CAO FD_2255 O&M
Adds Other Contract Services in
Administration / Operations 1,100,733 1,294,738 CAO FD_2255 Transfer
Transfers Position from FD_1010 to FD_2255
in Administration / Operations
Assistant to the City
Administrator.EM117 0.45 132,165 0.45 131,213 CAO FD_2261 O&M
Adds Contract Contingencies (Budgetary Only)
in Administration / Operations 592,340 164,563 CAO FD_2262 O&M
Adds Contract Contingencies (Budgetary Only)
in Administration / Operations 1,912,310 1,676,157 CAO FD_2262 O&M
Adds Other Contract Services in
Administration / Operations 79,908 93,862
CAO FD_2263 O&M
Adds Contract Contingencies (Budgetary Only)
in Administration / Operations 956,155 838,079 CAO FD_2270 Add Adds Position in Homelessness Administration Project Manager III.EM212 1.00 196, 725 1. 00 390, 614 CAO FD_2415 Add/Delete
Add/Delete Position in Administration /
Operations
Public Information Officer
II.AP299 0.79 164,823 0.79 163,635 CAO FD_2415 Add/Delete
Add/Delete Position in Administration /
Operations
Public Information Officer
III.AP302 (0.79) (190,813) (0.79) (189,439) CAO FD_2417 O&M
Adds Other Contract Services in
Administration / Operations 366,750 395,437
CAO FD_2417 Delete
Deletes Position in Administration /
Operations
Assistant to the City
Administrator.EM117 (0.05) (14,686) (0.05) (14,580) CAO FD_2430 Revenue Adds Transfers from Fund Balance revenues 293,699 291, 586 CAO FD_2430 Transfer
Transfers Position from FD_1010 and FD_1870
to FD_2430 in Administration / Operations
Assistant to the City
Administrator.EM117 1.00 293,699 1.00 291,586 CAO FD_7760 Delete
Deletes Position in Administration /
Operations
Assistant City
Administrator.EM128 (1.00) (514,434) (1.00) (510,730) CAO FD_7760 Freeze Freeze Position in ADA Programs
Architectural Associate
(Field).ET104 (0.90) (186,422) (0.90) (185,079) Clerk FD_1010 O&M
Adds Contract Contingencies (Budgetary Only)
in City Clerk Operations 100,000 100,000
Clerk FD_1010 O&M Adds Education in City Clerk Operations 72,500 72, 500 Clerk FD_1010 O&M
Adds Other Contract Services in City Clerk
Operations 165,000 165,000
Clerk FD_1010 O&M
Adds Other Contract Services in KTOP
Operations 140,000 140,000
Clerk FD_1010 Add Adds Position in City Clerk Operations Administrative Analyst I.AP103 1.00 168, 736 1. 00 167, 522 Clerk FD_1010 Add Adds Position in City Clerk Operations Legislative Recorder.AP213 1.00 161, 259 1. 00 160, 100 Clerk FD_1010 Add Adds Position in KTOP Operations
Cable TV Production
Assistant.TC103 1.00 109,622 1.00 109,051 Clerk FD_1010 Freeze Freeze Position in KTOP Operations Cable Operations
Technician.TC101 (1.00) (217,326) (1.00) (215,761) Clerk FD_1010 Transfer
Transfers Position from FD_1760 to FD_1010
in KTOP Operations
Cable TV Production
Assistant.TC103 1.00 109,965 1.00 109,388 Clerk FD_1010 Unfreeze Unfreeze Position in City Clerk Operations Executive Assistant to the
Director.SS124 1.00 178,790 1.00 177,505 Clerk FD_1760 O&M
Adds Contract Contingencies (Budgetary Only)
in KTOP Operations 52,407 43,916
Clerk FD_1760 Transfer
Transfers Position from FD_1760 to FD_1010
in KTOP Operations
Cable TV Production
Assistant.TC103 (1.00) (109,965) (1.00) (109,388) Clerk FD_2999 O&M
Reduces Contract Contingencies (Budgetary
Only) in KTOP Operations (80,829) (75,028)
DHRM FD_1150 O&M
Adds Other Contract Services in Employee
Relations & Risk Management 49,887 171,676 DHRM FD_1150 O&M
Adds Stationery and Office Supplies in
Employee Relations & Risk Management 110,000 110,000 DHRM FD_1150 O&M
Reduces Medical and Veterinarian Services in
Employee Relations & Risk Management (541,953) (541,953) DHRM FD_4510 O&M
Adds Contract Contingencies (Budgetary Only)
in Employee Relations & Risk Management 150,000 150,000 DHRM FD_4510 O&M
Adds Other Contract Services in Employee
Relations & Risk Management 84,500 84,500
DHRM FD_4510 O&M
Adds Other Contract Services in Recruitment,
Classification & Benefits 70,000 (40,000)
DHRM FD_4510 O&M Adds Other Contract Services in Training 50,000 35, 000 DHRM FD_4510 Add
Adds Position in Recruitment, Classification &
Benefits
Human Resource Operations
Supervisor.SC167 1.00 229,957 1.00 228, 302 105
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
DHRM FD_4510 Revenue Adds Transfers from Fund Balance revenues 72,375 - DHRM FD_4510 Delete
Deletes Position in Recruitment, Classification
& Benefits
Administrative Assistant II
(CONF).SS106 (1.00) (139,871) (1.00) (138,864) DHRM FD_4510 Delete
Deletes Position in Recruitment, Classification
& Benefits
Human Resource
Technician.TC117 (1.00) (134,489) (1.00) (133,522) DHRM FD_4510 Freeze Freeze Position in Administration
Human Resources
Manager.EM186 - (237,998) (1.00) (354,430) DHRM FD_4510 Freeze
Freeze Position in Recruitment, Classification
& Benefits
Human Resource Analyst,
Principal.MA127 - (186,456) (1.00) (277,671) DHRM FD_4510 Freeze
Freeze Position in Recruitment, Classification
& Benefits
Human Resource Analyst,
Senior.AP206 (1.00) (228,767) - - DHRM FD_4510 O&M
Reduces Contract Contingencies (Budgetary
Only) in Administration (100,000) (100,000)
DHRM FD_4510 O&M
Reduces Insurance and Claims Settlements in
Administration (89,100) (89,100)
DOT FD_1010 O&M
Adds Bank and Bond Expenditures and
Transfers in Parking and Mobility
Management 348,000 400,000
DOT FD_1010 Revenue Adds Fines & Penalties revenues 1,895,161 2, 139,934 DOT FD_1010 O&M
Adds Other Contract Services in Parking and
Mobility Management 858,000 747,000
DOT FD_1010 O&M Adds Other Contract Services in Safe Streets 595,000 499, 000 DOT FD_1010 O&M
Adds Other Supplies and Commodities in
Parking and Mobility Management 100,000 100,000 DOT FD_1010 O&M
Adds Other Supplies and Commodities in Safe
Streets 85,900 95,000
DOT FD_1010 Add
Adds Position in Parking and Mobility
Management
Parking Control
Technician.TR164 11.00 955,702 11.00 1,904,199 DOT FD_1010 Add
Adds Position in Parking and Mobility
Management
Parking Enforcement Supervisor
I.TR165 1.00 109,636 1.00 218,144 DOT FD_1010 Add
Adds Position in Parking and Mobility
Management
Public Service
Representative.SS169 2.00 169,312 2.00 336,894 DOT FD_1010 O&M
Adds Vehicles and Other Equipment in Parking
and Mobility Management 660,000 -
DOT FD_1010 Freeze
Freeze Position in Parking and Mobility
Management for the First Year
Public Service
Representative.SS169 (2.00) (339,431) - 722 DOT FD_1010 Org Change
Position Code Change to Organization in
Parking and Mobility Management Mayor's PSE 14.SS143 - 556 - 556 DOT FD_1010 Org Change
Position Code Change to Organization in
Parking and Mobility Management
Parking Control
Technician.TR164 - 369 - 369 DOT FD_1010 Org Change
Position Code Change to Organization in
Parking and Mobility Management
Parking Enforcement Supervisor
II.TR166 - 626 - 626 DOT FD_1010 Org Change
Position Code Change to Organization in
Parking and Mobility Management
Parking Meter Repair
Worker.TR168 - 404 - 404 DOT FD_1010 Org Change
Position Code Change to Organization in
Parking and Mobility Management
Public Service
Representative.SS169 - 361 - 361 DOT FD_1010 Unfreeze Unfreeze Position in Safe Streets
Parking Meter Repair
Worker.TR168 2.00 287,424 2.00 381,218 DOT FD_1750 Revenue Reduces Service Charges revenues (233,360) ( 233,360) DOT FD_1750 Transfer
Transfers Position from FD_2218 and FD_7760
to FD_1750 in Parking and Mobility
Management Project Manager II.EM211 0.70 369,839 0. 70 368, 125 DOT FD_2215 Revenue Adds Transfers from Fund Balance revenues 917,692 - DOT FD_2215 Org Change
Position Code Change to Organization in
Administration Program Analyst III.SC204 0.03 9,647 0. 03 9, 601 DOT FD_2215 Org Change
Position Code Change to Organization in Great
Streets Delivery Program Analyst III.SC204 (0.03) (9,628) ( 0.03) ( 9,582) DOT FD_2215 O&M
Reduces Other Contract Services in Great
Streets Delivery (49,000) (49,000)
DOT FD_2218 Add
Adds Position in Complete Streets
Infrastructure
Construction Inspector
(Field).IS106 0.20 50,038 0.20 49,872 DOT FD_2218 Add
Adds Position in Complete Streets
Infrastructure Transportation Planner III.AP455 0.50 168,782 0. 50 167, 993 DOT FD_2218 Revenue Adds Transfers from Fund Balance revenues 15,240,391 2, 938,698 DOT FD_2218 O&M Adds Utilities in Safe Streets 100,000 100, 000 DOT FD_2218 Delete Deletes Position in Great Streets Delivery Engineering Technician, Sr
(Office).ET127 (0.20) (57,080) (0.20) (56,816) DOT FD_2218 Freeze Freeze Position in Administration Management Assistant.AP235 (1.00) ( 327,257) ( 1.00) ( 325,725) DOT FD_2218 Freeze Freeze Position in Great Streets Delivery Surveying Technician, Sr
(Field).ET133 (0.10) (23,533) (0.10) (23,455) DOT FD_2218 Org Change
Position Code Change to Organization in
Administration Accountant III.AF031 1.00 321,697 1. 00 320, 154 106
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
DOT FD_2218 Org Change
Position Code Change to Organization in
Administration Assistant to the Director.EM118 0.35 158,345 0. 35 157, 606 DOT FD_2218 Org Change
Position Code Change to Organization in
Administration
Engineer, Assistant II
(Office).ET113 0.05 17,499 0.05 17,417 DOT FD_2218 Org Change
Position Code Change to Organization in
Administration Program Analyst III.SC204 0.17 54,651 0. 17 54, 395 DOT FD_2218 Org Change
Position Code Change to Organization in
Administration Transportation Planner II.AP454 0.45 133,586 0. 45 132, 937 DOT FD_2218 Org Change
Position Code Change to Organization in
Administration
Transportation Planner,
Senior.TR187 0.10 43,086 0.10 42,885 DOT FD_2218 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure
Construction Inspector
(Field).IS106 0.10 25,649 0.10 25,556 DOT FD_2218 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure
Engineer, Assistant II
(Office).ET113 1.00 350,559 1.00 348,916 DOT FD_2218 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure Engineer, Civil (Office).ET116 0.10 40,098 0. 10 39, 906 DOT FD_2218 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure
Engineer, Civil Supervising
(Office).ET119 0.10 47,953 0.10 47,729 DOT FD_2218 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure Engineer, Transportation.ET122 1.20 492,602 1. 20 490, 158 DOT FD_2218 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure
Manager,
Transportation.MA164 0.10 52,370 0. 10 52, 125 DOT FD_2218 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure Project Manager.EM216 0.10 45,239 0. 10 45, 028 DOT FD_2218 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure Student Trainee, PT.SS195 0.65 83,832 0. 65 84, 592 DOT FD_2218 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure Transportation Planner II.AP454 0.10 29,162 0. 10 29, 026 DOT FD_2218 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure Transportation Planner III.AP455 1.50 506,346 1. 50 503, 979 DOT FD_2218 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure
Transportation Planner,
Senior.TR187 1.00 430,844 1.00 428,833 DOT FD_2218 Org Change
Position Code Change to Organization in Great
Streets Delivery Accountant III.AF031 (1.00) (321,078) ( 1.00) ( 319,535) DOT FD_2218 Org Change
Position Code Change to Organization in Great
Streets Delivery Assistant to the Director.EM118 (0.35) (158,036) ( 0.35) ( 157,297) DOT FD_2218 Org Change
Position Code Change to Organization in Great
Streets Delivery
Construction Inspector
(Field).IS106 (0.10) (25,600) (0.10) (25,507) DOT FD_2218 Org Change
Position Code Change to Organization in Great
Streets Delivery
Engineer, Assistant II
(Office).ET113 (1.05) (367,202) (1.05) (365,477) DOT FD_2218 Org Change
Position Code Change to Organization in Great
Streets Delivery Engineer, Civil (Office).ET116 (0.10) (40,020) ( 0.10) ( 39,828) DOT FD_2218 Org Change
Position Code Change to Organization in Great
Streets Delivery
Engineer, Civil Supervising
(Office).ET119 (0.10) (47,860) (0.10) (47,636) DOT FD_2218 Org Change
Position Code Change to Organization in Great
Streets Delivery Engineer, Transportation.ET122 (1.20) (491,669) ( 1.20) ( 489,225) DOT FD_2218 Org Change
Position Code Change to Organization in Great
Streets Delivery
Manager,
Transportation.MA164 (0.10) (52,268) ( 0.10) ( 52,023) DOT FD_2218 Org Change
Position Code Change to Organization in Great
Streets Delivery Program Analyst III.SC204 (0.17) (54,545) ( 0.17) ( 54,289) DOT FD_2218 Org Change
Position Code Change to Organization in Great
Streets Delivery Project Manager.EM216 (0.10) (45,151) ( 0.10) ( 44,940) DOT FD_2218 Org Change
Position Code Change to Organization in Great
Streets Delivery Student Trainee, PT.SS195 (0.65) (83,615) ( 0.65) ( 84,375) DOT FD_2218 Org Change
Position Code Change to Organization in Great
Streets Delivery Transportation Planner II.AP454 (0.75) (220,650) ( 0.75) ( 219,593) DOT FD_2218 Org Change
Position Code Change to Organization in Great
Streets Delivery Transportation Planner III.AP455 (1.50) (505,295) ( 1.50) ( 502,928) DOT FD_2218 Org Change
Position Code Change to Organization in Great
Streets Delivery
Transportation Planner,
Senior.TR187 (1.10) (473,007) (1.10) (470,795) DOT FD_2218 Org Change
Position Code Change to Organization in
Major Projects Transportation Planner II.AP454 0.10 29,162 0. 10 29, 026 DOT FD_2218 Org Change
Position Code Change to Organization in
Parking and Mobility Management Program Analyst I.AP292 - 467 - 467 DOT FD_2218 Org Change
Position Code Change to Organization in Safe
Streets Concrete Finisher.TR116 (1.00) (254,396) ( 1.00) ( 253,206) DOT FD_2218 Org Change
Position Code Change to Organization in Safe
Streets
Public Works Maintenance
Worker.TR174 - 377 - 377 DOT FD_2218 Org Change
Position Code Change to Organization in Safe
Streets Traffic Painter.TR185 - 1,030 - 1, 030 DOT FD_2218 Org Change
Position Code Change to Organization in Safe
Streets Transportation Planner II.AP454 0.10 29,162 0. 10 29, 026 107
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
DOT FD_2218 Org Change
Position Code Change to Organization in
Streets & Sidewalks Concrete Finisher.TR116 1.00 254,892 1. 00 253, 702 DOT FD_2218 Org Change
Position Code Change to Organization in
Streets & Sidewalks
Public Works Maintenance
Worker.TR174 - 1,830 - 1,830 DOT FD_2218 Org Change
Position Code Change to Organization in
Streets & Sidewalks
Street Maintenance
Leader.TR180 - 395 - 395 DOT FD_2218 O&M
Reduces Other Contract Services in Great
Streets Delivery (68,100) (68,100)
DOT FD_2218 O&M
Reduces Other Contract Services in Safe
Streets (872,000) (925,000)
DOT FD_2218 Transfer
Transfers Position from FD_2218 and FD_2219
to FD_2425 in Complete Streets Infrastructure
Construction Inspector
(Field).IS106 0.25 62,542 0.25 62,331 DOT FD_2218 Transfer
Transfers Position from FD_2218 and FD_2219
to FD_2425 in Great Streets Delivery
Construction Inspector
(Field).IS106 (0.50) (124,848) (0.50) (124,426) DOT FD_2218 Transfer
Transfers Position from FD_2218 and FD_7760
to FD_1750 in Parking and Mobility
Management Project Manager II.EM211 (0.35) (184,411) ( 0.35) ( 183,554) DOT FD_2218 Transfer
Transfers Position from FD_2218 and FD_7760
to FD_2415 in Great Streets Delivery
Surveying Technician, Sr
(Field).ET133 (0.30) (70,372) (0.30) (70,132) DOT FD_2218 Transfer
Transfers Position from FD_2218 and FD_7760
to FD_2425 in Streets & Sidewalks
Public Works Maintenance
Worker.TR174 (0.85) (166,130) (0.85) (165,544) DOT FD_2218 Transfer
Transfers Position from FD_2218 to FD_2425
in Streets & Sidewalks Concrete Finisher.TR116 (1.00) (254,396) ( 1.00) ( 253,206) DOT FD_2218 Transfer
Transfers Position from FD_2218 to FD_2425
in Streets & Sidewalks
Public Works Maintenance
Worker.TR174 (1.00) (193,093) (1.00) (192,440) DOT FD_2218 Transfer
Transfers Position from FD_2218 to FD_7760
in Great Streets Delivery
Traffic Engineering Technician,
Senior.ET134 (0.40) (111,320) (0.40) (110,798) DOT FD_2218 Transfer
Transfers Position from FD_2415 to FD_2218
and FD_7760 in Great Streets Delivery Chief of Party.TR114 0.10 32,770 0. 10 32, 616 DOT FD_2218 Transfer
Transfers Position from FD_7760 to FD_2218
and FD_2230 in Safe Streets
Manager,
Transportation.MA164 0.35 183,605 0. 35 182, 747 DOT FD_2219 O&M Adds Other Contract Services in Safe Streets 225,000 225, 000 DOT FD_2219 Add
Adds Position in Complete Streets
Infrastructure Transportation Planner III.AP455 0.50 168,782 0. 50 167, 993 DOT FD_2219 Revenue Adds Transfers from Fund Balance revenues 821,665 237, 924 DOT FD_2219 Org Change
Position Code Change to Organization in Great
Streets Delivery Transportation Planner II.AP454 (1.00) (291,050) ( 1.00) ( 289,687) DOT FD_2219 Org Change
Position Code Change to Organization in
Major Projects Transportation Planner II.AP454 1.00 291,618 1. 00 290, 255 DOT FD_2219 O&M Reduces Other Services in Safe Streets (96,229) ( 96,229) DOT FD_2219 Transfer
Transfers Position from FD_2218 and FD_2219
to FD_2425 in Complete Streets Infrastructure
Construction Inspector
(Field).IS106 0.25 62,542 0.25 62,331 DOT FD_2219 Transfer
Transfers Position from FD_2218 and FD_2219
to FD_2425 in Great Streets Delivery
Construction Inspector
(Field).IS106 (0.50) (124,848) (0.50) (124,426) DOT FD_2230 O&M Adds Other Contract Services in Safe Streets 622,000 655, 000 DOT FD_2230 Add
Adds Position in Parking and Mobility
Management
Transportation Planner,
Senior.TR187 0.32 137,869 0.32 137,227 DOT FD_2230 Revenue Adds Transfers from Fund Balance revenues 2,427,853 129, 532 DOT FD_2230 Freeze Freeze Position in Safe Streets Electrical Engineer III.TR126 (1.00) ( 434,073) ( 1.00) ( 432,041) DOT FD_2230 Org Change
Position Code Change to Organization in
Administration
Engineer, Assistant II
(Office).ET113 0.05 17,499 0.05 17,417 DOT FD_2230 Org Change
Position Code Change to Organization in
Administration Program Analyst III.SC204 0.10 32,149 0. 10 31, 999 DOT FD_2230 Org Change
Position Code Change to Organization in
Administration Transportation Planner II.AP454 0.65 193,933 0. 65 192, 980 DOT FD_2230 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure
Construction Inspector, Sr
(Field).IS107 0.10 31,942 0.10 31,830 DOT FD_2230 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure
Engineer, Assistant II
(Office).ET113 0.20 70,592 0.20 70,255 DOT FD_2230 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure Engineer, Civil (Office).ET116 0.10 40,098 0. 10 39, 906 DOT FD_2230 Org Change
Position Code Change to Organization in Great
Streets Delivery
Construction Inspector, Sr
(Field).IS107 (0.10) (31,881) (0.10) (31,769) DOT FD_2230 Org Change
Position Code Change to Organization in Great
Streets Delivery
Engineer, Assistant II
(Office).ET113 (0.25) (87,921) (0.25) (87,502) 108
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
DOT FD_2230 Org Change
Position Code Change to Organization in Great
Streets Delivery Engineer, Civil (Office).ET116 (0.10) (40,020) ( 0.10) ( 39,828) DOT FD_2230 Org Change
Position Code Change to Organization in Great
Streets Delivery Program Analyst III.SC204 (0.10) (32,087) ( 0.10) ( 31,937) DOT FD_2230 Org Change
Position Code Change to Organization in Great
Streets Delivery Transportation Planner II.AP454 (0.65) (193,564) ( 0.65) ( 192,611) DOT FD_2230 Org Change
Position Code Change to Organization in
Streets & Sidewalks
Public Works Maintenance
Worker.TR174 - 576 - 576 DOT FD_2230 Org Change
Position Code Change to Organization in
Streets & Sidewalks Public Works Supervisor I.SC206 - 382 - 382 DOT FD_2230 O&M Reduces Utilities in Safe Streets (100,000) ( 100,000) DOT FD_2230 Transfer
Transfers Position from FD_7760 to FD_2218
and FD_2230 in Safe Streets
Manager,
Transportation.MA164 0.35 183,298 0. 35 182, 441 DOT FD_2232 Add/Delete Add/Delete Position in Safe Streets Engineer, Tranportation
Supervising.ET121 (1.00) (478,599) (1.00) (476,359) DOT FD_2232 O&M Adds Other Contract Services in Safe Streets 250,000 270, 000 DOT FD_2232 Add Adds Position in Safe Streets Project Manager.EM216 1.00 452, 409 1. 00 450, 296 DOT FD_2232 Revenue Adds Transfers from Fund Balance revenues 10,284,419 - DOT FD_2232 Org Change
Position Code Change to Organization in Great
Streets Delivery Administrative Analyst II.AP106 (1.00) (288,397) ( 1.00) ( 287,047) DOT FD_2232 Org Change
Position Code Change to Organization in Great
Streets Delivery
Public Works Maintenance
Worker.TR174 (1.00) (193,093) (1.00) (192,440) DOT FD_2232 Org Change
Position Code Change to Organization in
Streets & Sidewalks Administrative Analyst II.AP106 1.00 288,960 1. 00 287, 610 DOT FD_2232 Org Change
Position Code Change to Organization in
Streets & Sidewalks
Public Works Maintenance
Worker.TR174 1.00 194,679 1.00 194,026 DOT FD_2232 Org Change
Position Code Change to Organization in
Streets & Sidewalks Public Works Supervisor I.SC206 - 382 - 382 DOT FD_2232 Org Change
Position Code Change to Organization in
Streets & Sidewalks Public Works Supervisor II.SC207 - 1,172 - 1, 172 DOT FD_2232 Transfer
Transfers Position from FD_2232 to FD_2425
in Complete Streets Infrastructure
Construction Inspector
(Field).IS106 0.50 125,092 0.50 124,670 DOT FD_2232 Transfer
Transfers Position from FD_2232 to FD_2425
in Great Streets Delivery
Construction Inspector
(Field).IS106 (1.00) (249,696) (1.00) (248,851) DOT FD_2310 O&M Adds Utilities in Safe Streets 106,830 1 DOT FD_2310 O&M
Reduces Electrical and Plumbing Supplies in
Safe Streets (106,830) (106,830)
DOT FD_2415 Revenue Adds Licenses & Permits revenues 3,020,000 3, 020,000 DOT FD_2415 Revenue Adds Transfers from Fund Balance revenues 654,065 604, 206 DOT FD_2415 Freeze Freeze Position in Right of Way
Construction Inspector
(Field).IS106 (1.00) (254,365) (1.00) (253,448) DOT FD_2415 Freeze Freeze Position in Right of Way Permit Technician I.ET130 (1.00) ( 214,166) ( 1.00) ( 213,165) DOT FD_2415 Org Change
Position Code Change to Organization in
Administration
Assistant Director, Public Works
Agency.EM110 1.00 606,408 1.00 603,574 DOT FD_2415 Org Change
Position Code Change to Organization in
Administration Assistant to the Director.EM118 0.40 180,965 0. 40 180, 119 DOT FD_2415 Org Change
Position Code Change to Organization in
Administration Transportation Planner III.AP455 1.00 337,561 1. 00 335, 985 DOT FD_2415 Org Change
Position Code Change to Organization in Great
Streets Delivery Assistant to the Director.EM118 (0.40) (180,613) ( 0.40) ( 179,767) DOT FD_2415 Org Change
Position Code Change to Organization in Right
of Way
Assistant Director, Public Works
Agency.EM110 (1.00) (605,228) (1.00) (602,394) DOT FD_2415 Org Change
Position Code Change to Organization in Right
of Way Transportation Planner III.AP455 (1.00) (336,904) ( 1.00) ( 335,328) DOT FD_2415 Transfer
Transfers Position from FD_2218 and FD_7760
to FD_2415 in Great Streets Delivery
Surveying Technician, Sr
(Field).ET133 0.50 117,898 0.50 117,500 DOT FD_2415 Transfer
Transfers Position from FD_2415 to FD_2218
and FD_7760 in Great Streets Delivery Chief of Party.TR114 (1.00) (327,064) ( 1.00) ( 325,534) DOT FD_2415 Transfer
Transfers Position from FD_2415 to FD_2425
in Complete Streets Infrastructure
Engineer, Assistant II
(Office).ET113 0.50 174,979 0.50 174,162 DOT FD_2415 Transfer
Transfers Position from FD_2415 to FD_2425
in Great Streets Delivery Arboricultural Inspector.AP100 (1.00) (309,195) ( 1.00) ( 307,709) DOT FD_2415 Transfer
Transfers Position from FD_2415 to FD_2425
in Right of Way Administrative Assistant II.SS104 (1.00) (213,026) ( 1.00) ( 212,029) DOT FD_2415 Transfer
Transfers Position from FD_2415 to FD_2425
in Right of Way
Engineer, Assistant II
(Field).ET112 (0.50) (174,294) (0.50) (173,477) DOT FD_2415 Transfer
Transfers Position from FD_2415 to FD_2425
in Right of Way
Engineer, Assistant II
(Office).ET113 (1.00) (349,273) (1.00) (347,639) DOT FD_2416 Revenue Adds Fines & Penalties revenues 488,345 761, 689 109
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
DOT FD_2416 O&M
Adds Other Contract Services in Parking and
Mobility Management 100,000 100,000
DOT FD_2416 Add
Adds Position in Parking and Mobility
Management
Parking Control
Technician.TR164 2.00 190,512 2.00 379,716 DOT FD_2416 Add
Adds Position in Parking and Mobility
Management
Public Service
Representative.SS169 1.00 92,847 1.00 184,828 DOT FD_2416 O&M
Adds Stationery and Office Supplies in Parking
and Mobility Management 100,000 100,000
DOT FD_2420 Revenue Adds Transfers from Fund Balance revenues 242,000 - DOT FD_2420 O&M
Reduces Contract Contingencies in Great
Streets Delivery (1,912,000) (1,912,000)
DOT FD_2425 Add
Adds Position in Complete Streets
Infrastructure Arboricultural Inspector.AP100 1.00 306,066 1. 00 304, 637 DOT FD_2425 Add
Adds Position in Complete Streets
Infrastructure
Construction Inspector
(Field).IS106 1.00 250,184 1.00 249,340 DOT FD_2425 Add
Adds Position in Complete Streets
Infrastructure
Construction Inspector, Sr
(Field).IS107 1.00 315,581 1.00 314,516 DOT FD_2425 Revenue Adds Service Charges revenues 4,181,339 4, 159,586 DOT FD_2425 Transfer
Transfers Position from FD_2218 and FD_2219
to FD_2425 in Complete Streets Infrastructure
Construction Inspector
(Field).IS106 0.50 125,092 0.50 124,670 DOT FD_2425 Transfer
Transfers Position from FD_2218 and FD_7760
to FD_2425 in Streets & Sidewalks
Public Works Maintenance
Worker.TR174 1.00 195,824 1.00 195,135 DOT FD_2425 Transfer
Transfers Position from FD_2218 to FD_2425
in Streets & Sidewalks Concrete Finisher.TR116 1.00 254,892 1. 00 253, 702 DOT FD_2425 Transfer
Transfers Position from FD_2218 to FD_2425
in Streets & Sidewalks
Public Works Maintenance
Worker.TR174 1.00 193,470 1.00 192,817 DOT FD_2425 Transfer
Transfers Position from FD_2232 to FD_2425
in Complete Streets Infrastructure
Construction Inspector
(Field).IS106 0.50 125,092 0.50 124,670 DOT FD_2425 Transfer
Transfers Position from FD_2415 to FD_2425
in Complete Streets Infrastructure Administrative Assistant II.SS104 1.00 213,442 1. 00 212, 445 DOT FD_2425 Transfer
Transfers Position from FD_2415 to FD_2425
in Complete Streets Infrastructure Arboricultural Inspector.AP100 1.00 309,790 1. 00 308, 304 DOT FD_2425 Transfer
Transfers Position from FD_2415 to FD_2425
in Complete Streets Infrastructure
Engineer, Assistant II
(Office).ET113 0.50 174,979 0.50 174,162 DOT FD_2425 Transfer
Transfers Position from FD_2415 to FD_2425
in Right of Way
Engineer, Assistant II
(Field).ET112 0.50 174,979 0.50 174,162 DOT FD_2425 Transfer
Transfers Position from FD_7760 to FD_2425
in Complete Streets Infrastructure
Construction Inspector
(Field).IS106 0.50 128,239 0.50 127,768 DOT FD_2425 Transfer
Transfers Position from FD_7760 to FD_2425
in Complete Streets Infrastructure
Construction Inspector, Sr
(Field).IS107 0.50 159,711 0.50 159,148 DOT FD_2425 Transfer
Transfers Position from FD_7760 to FD_2425
in Complete Streets Infrastructure
Engineer, Assistant II
(Office).ET113 0.50 174,979 0.50 174,162 DOT FD_2425 Transfer
Transfers Position from FD_7760 to FD_2425
in Complete Streets Infrastructure Engineer, Transportation.ET122 1.00 400,161 1. 00 398, 286 DOT FD_2425 Transfer
Transfers Position from FD_7760 to FD_2425
in Complete Streets Infrastructure
Manager,
Transportation.MA164 0.33 172,823 0. 33 172, 014 DOT FD_2425 Transfer
Transfers Position from FD_7760 to FD_2425
in Complete Streets Infrastructure Project Manager.EM216 0.50 226,205 0. 50 225, 148 DOT FD_3100 Org Change
Position Code Change to Organization in
Streets & Sidewalks
Public Works Maintenance
Worker.TR174 - 280 - 280 DOT FD_3100 Org Change
Position Code Change to Organization in
Streets & Sidewalks Public Works Supervisor I.SC206 - 174 - 174 DOT FD_7760 Add
Adds Position in Complete Streets
Infrastructure
Construction Inspector
(Field).IS106 0.80 200,146 0.80 199,470 DOT FD_7760 Add
Adds Position in Parking and Mobility
Management
Transportation Planner,
Senior.TR187 0.68 267,131 0.68 265,762 DOT FD_7760 Delete Deletes Position in Great Streets Delivery Engineering Technician, Sr
(Office).ET127 (1.80) (513,794) (1.80) (511,390) DOT FD_7760 Freeze Freeze Position in Great Streets Delivery Surveying Technician, Sr
(Field).ET133 (0.90) (211,804) (0.90) (211,089) DOT FD_7760 Org Change
Position Code Change to Organization in
Administration Assistant to the Director.EM118 0.25 103,122 0. 25 102, 594 DOT FD_7760 Org Change
Position Code Change to Organization in
Administration
Engineer, Assistant II
(Office).ET113 0.90 314,963 0.90 313,491 DOT FD_7760 Org Change
Position Code Change to Organization in
Administration Program Analyst III.SC204 0.70 213,683 0. 70 212, 631 DOT FD_7760 Org Change
Position Code Change to Organization in
Administration Transportation Planner II.AP454 0.90 262,455 0. 90 261, 229 DOT FD_7760 Org Change
Position Code Change to Organization in
Administration
Transportation Planner,
Senior.TR187 0.90 387,760 0.90 385,948 110
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
DOT FD_7760 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure
Engineer, Assistant II
(Office).ET113 5.90 2,075,481 5.90 2,065,668 DOT FD_7760 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure Engineer, Civil (Office).ET116 1.80 721,662 1. 80 718, 262 DOT FD_7760 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure
Engineer, Civil Supervising
(Office).ET119 0.90 431,577 0.90 429,561 DOT FD_7760 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure Student Trainee, PT.SS195 1.35 174,123 1. 35 175, 695 DOT FD_7760 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure Transportation Planner II.AP454 0.90 262,455 0. 90 261, 229 DOT FD_7760 Org Change
Position Code Change to Organization in
Complete Streets Infrastructure Transportation Planner III.AP455 0.50 168,782 0. 50 167, 993 DOT FD_7760 Org Change
Position Code Change to Organization in Great
Streets Delivery Assistant to the Director.EM118 (0.25) (102,902) ( 0.25) ( 102,374) DOT FD_7760 Org Change
Position Code Change to Organization in Great
Streets Delivery
Engineer, Assistant II
(Office).ET113 (6.80) (2,384,586) (6.80) (2,373,301) DOT FD_7760 Org Change
Position Code Change to Organization in Great
Streets Delivery Engineer, Civil (Office).ET116 (1.80) (720,262) ( 1.80) ( 716,862) DOT FD_7760 Org Change
Position Code Change to Organization in Great
Streets Delivery
Engineer, Civil Supervising
(Office).ET119 (0.90) (430,737) (0.90) (428,721) DOT FD_7760 Org Change
Position Code Change to Organization in Great
Streets Delivery Program Analyst III.SC204 (0.70) (213,245) ( 0.70) ( 212,193) DOT FD_7760 Org Change
Position Code Change to Organization in Great
Streets Delivery Student Trainee, PT.SS195 (1.35) (173,676) ( 1.35) ( 175,248) DOT FD_7760 Org Change
Position Code Change to Organization in Great
Streets Delivery Transportation Planner II.AP454 (3.60) (1,047,780) ( 3.60) ( 1,042,876) DOT FD_7760 Org Change
Position Code Change to Organization in Great
Streets Delivery Transportation Planner III.AP455 (0.50) (167,863) ( 0.50) ( 167,074) DOT FD_7760 Org Change
Position Code Change to Organization in Great
Streets Delivery
Transportation Planner,
Senior.TR187 (0.90) (387,005) (0.90) (385,193) DOT FD_7760 Org Change
Position Code Change to Organization in
Major Projects Transportation Planner II.AP454 0.90 262,455 0. 90 261, 229 DOT FD_7760 Org Change
Position Code Change to Organization in Safe
Streets Transportation Planner II.AP454 0.90 262,455 0. 90 261, 229 DOT FD_7760 Org Change
Position Code Change to Organization in
Streets & Sidewalks
Public Works Maintenance
Worker.TR174 - 996 - 996 DOT FD_7760 Org Change
Position Code Change to Organization in
Streets & Sidewalks Public Works Supervisor I.SC206 - 220 - 220 DOT FD_7760 Org Change
Position Code Change to Organization in
Streets & Sidewalks Public Works Supervisor II.SC207 - 167 - 167 DOT FD_7760 Org Change
Position Code Change to Organization in
Streets & Sidewalks
Street Maintenance
Leader.TR180 - 69 - 69 DOT FD_7760 Transfer
Transfers Position from FD_2218 and FD_7760
to FD_1750 in Parking and Mobility
Management Project Manager II.EM211 (0.35) (168,241) ( 0.35) ( 167,384) DOT FD_7760 Transfer
Transfers Position from FD_2218 and FD_7760
to FD_2415 in Great Streets Delivery
Surveying Technician, Sr
(Field).ET133 (0.20) (42,906) (0.20) (42,748) DOT FD_7760 Transfer
Transfers Position from FD_2218 and FD_7760
to FD_2425 in Streets & Sidewalks
Public Works Maintenance
Worker.TR174 (0.15) (29,319) (0.15) (29,214) DOT FD_7760 Transfer
Transfers Position from FD_2218 to FD_7760
in Great Streets Delivery
Traffic Engineering Technician,
Senior.ET134 0.40 111,863 0.40 111,342 DOT FD_7760 Transfer
Transfers Position from FD_2415 to FD_2218
and FD_7760 in Great Streets Delivery Chief of Party.TR114 0.90 294,930 0. 90 293, 552 DOT FD_7760 Transfer
Transfers Position from FD_7760 to FD_2218
and FD_2230 in Safe Streets
Manager,
Transportation.MA164 (0.70) (333,542) ( 0.70) ( 331,829) DOT FD_7760 Transfer
Transfers Position from FD_7760 to FD_2425
in Complete Streets Infrastructure
Construction Inspector
(Field).IS106 0.40 102,589 0.40 102,214 DOT FD_7760 Transfer
Transfers Position from FD_7760 to FD_2425
in Complete Streets Infrastructure
Construction Inspector, Sr
(Field).IS107 0.40 127,765 0.40 127,317 DOT FD_7760 Transfer
Transfers Position from FD_7760 to FD_2425
in Complete Streets Infrastructure
Engineer, Assistant II
(Office).ET113 0.40 139,980 0.40 139,326 DOT FD_7760 Transfer
Transfers Position from FD_7760 to FD_2425
in Complete Streets Infrastructure Engineer, Transportation.ET122 0.80 320,133 0. 80 318, 632 DOT FD_7760 Transfer
Transfers Position from FD_7760 to FD_2425
in Complete Streets Infrastructure
Manager,
Transportation.MA164 0.57 298,513 0. 57 297, 119 DOT FD_7760 Transfer
Transfers Position from FD_7760 to FD_2425
in Complete Streets Infrastructure Project Manager.EM216 0.40 180,965 0. 40 180, 119 DOT FD_7760 Transfer
Transfers Position from FD_7760 to FD_2425
in Great Streets Delivery
Construction Inspector
(Field).IS106 (0.90) (230,389) (0.90) ( 229,544) 111
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
DOT FD_7760 Transfer
Transfers Position from FD_7760 to FD_2425
in Great Streets Delivery
Construction Inspector, Sr
(Field).IS107 (0.90) (286,925) (0.90) (285,913) DOT FD_7760 Transfer
Transfers Position from FD_7760 to FD_2425
in Great Streets Delivery
Engineer, Assistant II
(Office).ET113 (0.90) (314,350) (0.90) (312,878) DOT FD_7760 Transfer
Transfers Position from FD_7760 to FD_2425
in Great Streets Delivery Engineer, Transportation.ET122 (1.80) (718,891) ( 1.80) ( 715,512) DOT FD_7760 Transfer
Transfers Position from FD_7760 to FD_2425
in Great Streets Delivery
Manager,
Transportation.MA164 (0.90) (470,416) ( 0.90) ( 468,214) DOT FD_7760 Transfer
Transfers Position from FD_7760 to FD_2425
in Great Streets Delivery Project Manager.EM216 (0.90) (406,374) ( 0.90) ( 404,472) DRE FD_1010 Delete Deletes Position in Race & Equity
Executive Assistant to the
Director.SS124 (1.00) (178,790) (1.00) (177,505) DVP FD_1010 Add/Delete
Add 1.00 FTE Violence Prevention Program
Planner to reflect classification title change;
no change in duties or funding.
Violence Prevention Program
Planner.AP466 2.80 584,174 2.80 579,969 DVP FD_1010 Add/Delete
Delete 1.00 FTE Health and Human Services
Program Planner due to classification title
change; duties and funding remain unchanged
under the new title.
Health & Human Services
Program Planner.AP196 (3.76) (784,468) (3.76) (778,820) DVP FD_1010 Freeze
Freeze 1.00 FTE Program Analyst II in Violence
Prevention
Program Analyst II.AP293 (3.00) (540,762) ( 3.00) ( 536,868) DVP FD_1010 Transfer
Transfer Position from FD_1010 to FD_2255 in
Violence Prevention
Outreach Developer.PP165 (1.00) (171,640) ( 1.00) ( 170,405) DVP FD_1010 Transfer
Transfers Position from FD_1010 to FD_2152
in Violence Prevention
Program Analyst II.AP293 (0.40) (72,100) ( 0.40) ( 71,582) DVP FD_1010 Transfer
Transfers Position from FD_1010 to FD_2255
in Violence Prevention
Administrative Assistant I.SS102 (1.00) (120,516) ( 1.00) ( 119,650) DVP FD_1010 Transfer
Transfers Position from FD_1010 to FD_2255
in Violence Prevention
Case Manager I.AP126 (8.00) (1,186,320) ( 5.00) ( 736,110) DVP FD_1010 Transfer
Transfers Position from FD_1010 to FD_2255
in Violence Prevention
Program Analyst I.AP292 (2.00) (311,390) ( 2.00) ( 309,148) DVP FD_1010 Transfer
Transfers Position from FD_1010 to FD_2255
in Violence Prevention
Program Analyst III.SC204 (2.00) (417,270) ( 2.00) ( 414,266) DVP FD_1010 Transfer
Transfers Position from FD_1010 to FD_2255
in Violence Prevention
Violence Prevention Services
Superisor.MA170
(1.00) (189,180) (1.00) (187,818) DVP FD_1010 Transfer
Transfers Position from FD_2112 to FD_1010
in Violence Prevention
Case Manager II.AP127 1.00 143,033 1. 00 170, 405 DVP FD_1010 Transfer
Transfers Position from FD_2152 to FD_1010
in Violence Prevention
Accountant II.AF021 0.17 29,785 0. 17 29, 570 DVP FD_1010 Transfer
Transfers Position from FD_2152 to FD_1010
in Violence Prevention
Administrative Assistant I,
PPT.SS103
0.80 96,414 0.80 95,718 DVP FD_1010 Transfer
Transfers Position from FD_2994 to FD_1010
in Violence Prevention
Case Manager I.AP126 2.00 247,146 2. 00 294, 444 DVP FD_2112 Add/Delete
Add 1.00 FTE Violence Prevention Program
Planner to reflect classification title change;
no change in duties or funding.
Violence Prevention Program
Planner.AP466 0.10 21,628 0.10 21,478 DVP FD_2112 Revenue Adds Grants & Subsidies revenues 719,286 708, 215 DVP FD_2112 O&M
Adds Other Contract Services in Violence
Prevention
53,450 17,094
DVP FD_2112 O&M Adds Other Services in Violence Prevention 125,028 146, 691 DVP FD_2112 Add/Delete
Delete 1.00 FTE Health and Human Services
Program Planner due to classification title
change; duties and funding remain unchanged
under the new title.
Health & Human Services
Program Planner.AP196 (0.10) (21,628) (0.10) (21,478) DVP FD_2112 Delete
Delete 1.00 FTE Program Analyst III in Violence
Prevention
Program Analyst III.SC204 (1.00) (216,269) ( 1.00) ( 214,767) DVP FD_2112 Delete
Position deleted due to expiration of grant
funding.
Program Analyst I.AP292 (1.00) (161,392) ( 1.00) ( 160,271) DVP FD_2112 Transfer
Transfers Position from FD_2112 to FD_1010
in Violence Prevention
Case Manager II.AP127 (1.00) (177,920) ( 1.00) ( 176,685) DVP FD_2152 Add/Delete
Add 1.00 FTE Violence Prevention Program
Planner to reflect classification title change;
no change in duties or funding.
Violence Prevention Program
Planner.AP466 0.50 108,135 0.50 107,384 DVP FD_2152 Revenue Adds Grants & Subsidies revenues 812,882 1, 637,510 DVP FD_2152 O&M Adds Other Services in Violence Prevention 173,750 173, 750 DVP FD_2152 Add/Delete
Delete 1.00 FTE Health and Human Services
Program Planner due to classification title
change; duties and funding remain unchanged
under the new title.
Health & Human Services
Program Planner.AP196 (1.14) (246,547) (1.14) (244,836) DVP FD_2152 Delete
Delete 1.00 FTE Program Analyst II in Violence
Prevention
Program Analyst II.AP293 (1.00) (186,850) ( 1.00) ( 185,552) 112
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
DVP FD_2152 O&M
Reduces Contract Contingencies (Budgetary
Only) in Violence Prevention (375,000) (375,000) DVP FD_2152 O&M
Reduces Other Contract Services in Violence
Prevention 111,554 (3,243,000)
DVP FD_2152 Transfer
Transfers Position from FD_1010 to FD_2152
in Violence Prevention Program Analyst II.AP293 0.40 74,740 0. 40 74, 221 DVP FD_2152 Transfer
Transfers Position from FD_1010 to FD_2255
in Violence Prevention Case Manager I.AP126 (1.00) (153,716) ( 1.00) ( 152,648) DVP FD_2152 Transfer
Transfers Position from FD_2152 to FD_1010
in Violence Prevention Accountant II.AF021 (0.17) (30,878) ( 0.17) ( 30,663) DVP FD_2152 Transfer
Transfers Position from FD_2152 to FD_1010
in Violence Prevention
Administrative Assistant I,
PPT.SS103 (0.80) (99,942) (0.80) (99,246) DVP FD_2152 Transfer
Transfers Position from FD_2152 to FD_1010
in Violence Prevention Case Manager I.AP126 (0.50) (76,860) ( 0.50) ( 76,325) DVP FD_2152 Transfer
Transfers Position from FD_2152 to FD_2255
in Violence Prevention Case Manager I.AP126 (3.00) (461,148) ( 3.00) ( 457,944) DVP FD_2152 Transfer
Transfers Position from FD_2152 to FD_2255
in Violence Prevention Program Analyst I.AP292 (1.00) (161,392) ( 1.00) ( 160,271) DVP FD_2160 Transfer
Transfer Position from FD_2160 to FD_2994 in
Violence Prevention Case Manager I.AP126 (1.00) (153,716) ( 1.00) ( 152,648) DVP FD_2252 O&M
Reduces Other Contract Services in Violence
Prevention (13,060,000) (13,060,000)
DVP FD_2252 O&M Reduces Other Services in Violence Prevention (102,000) (102,000) DVP FD_2252 Transfer
Transfers Position from FD_2252 to FD_2255
in Violence Prevention Administrative Analyst I.AP103 (1.00) (161,985) ( 1.00) ( 160,819) DVP FD_2252 Transfer
Transfers Position from FD_2252 to FD_2255
in Violence Prevention Program Analyst II.AP293 (1.00) (180,254) ( 1.00) ( 178,956) DVP FD_2255 Add
Add 1.00 FTE Program Analyst II in Violence
Prevention Program Analyst II.AP293 - - 1. 00 178, 956 DVP FD_2255 Add
Add 1.00 FTE Program Analyst III in Violence
Prevention Program Analyst III.SC204 1.00 121,703 1. 00 207, 133 DVP FD_2255 Add/Delete
Add 1.00 FTE Violence Prevention Program
Planner to reflect classification title change;
no change in duties or funding.
Violence Prevention Program
Planner.AP466 1.46 304,610 1.46 302,415 DVP FD_2255 O&M
Adds Contract Contingencies (Budgetary Only)
in Violence Prevention 640,102 527,828
DVP FD_2255 O&M
Adds Other Contract Services in Violence
Prevention 12,815,047 12,931,728
DVP FD_2255 Transfer
Transfer Position from FD_1010 to FD_2255 in
Violence Prevention Outreach Developer.PP165 1.00 171,640 1. 00 170, 405 DVP FD_2255 Transfer
Transfers Position from FD_1010 to FD_2255
in Violence Prevention Administrative Assistant I.SS102 1.00 120,518 1. 00 119, 650 DVP FD_2255 Transfer
Transfers Position from FD_1010 to FD_2255
in Violence Prevention Case Manager I.AP126 9.00 1,235,742 6. 00 883, 332 DVP FD_2255 Transfer
Transfers Position from FD_1010 to FD_2255
in Violence Prevention Program Analyst I.AP292 2.00 311,390 2. 00 309, 148 DVP FD_2255 Transfer
Transfers Position from FD_1010 to FD_2255
in Violence Prevention Program Analyst III.SC204 2.00 417,270 2. 00 414, 266 DVP FD_2255 Transfer
Transfers Position from FD_1010 to FD_2255
in Violence Prevention
Violence Prevention Services
Superisor.MA170 1.00 189,180 1.00 187,818 DVP FD_2255 Transfer
Transfers Position from FD_2152 to FD_1010
in Violence Prevention Case Manager I.AP126 0.50 74,143 0. 50 73, 610 DVP FD_2255 Transfer
Transfers Position from FD_2152 to FD_2255
in Violence Prevention Case Manager I.AP126 3.00 444,870 3. 00 441, 666 DVP FD_2255 Transfer
Transfers Position from FD_2152 to FD_2255
in Violence Prevention Program Analyst I.AP292 1.00 155,695 1. 00 154, 574 DVP FD_2255 Transfer
Transfers Position from FD_2252 to FD_2255
in Violence Prevention Administrative Analyst I.AP103 1.00 161,985 1. 00 160, 819 DVP FD_2255 Transfer
Transfers Position from FD_2252 to FD_2255
in Violence Prevention Program Analyst II.AP293 1.00 180,254 1. 00 178, 956 DVP FD_2994 Add/Delete
Add 1.00 FTE Violence Prevention Program
Planner to reflect classification title change;
no change in duties or funding.
Violence Prevention Program
Planner.AP466 0.14 30,278 0.14 30,069 DVP FD_2994 Revenue Adds Grants & Subsidies revenues 1,299,492 1, 392,231 DVP FD_2994 Delete
Delete 1.00 FTE Health and Human Service
Program Planner due to expiration of grant
funding.
Health & Human Services
Program Planner.AP196 (1.00) (216,269) (1.00) (214,767) DVP FD_2994 Transfer
Transfer Position from FD_2160 to FD_2994 in
Violence Prevention Case Manager I.AP126 1.00 153,716 1. 00 152, 648 DVP FD_2994 Transfer
Transfers Position from FD_2994 to FD_1010
in Violence Prevention Case Manager I.AP126 (2.00) (307,432) ( 2.00) ( 305,296) 113
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
DWES FD_1010 O&M
Adds Other Contract Services in City
Contracting Equity 70,000 73,500
DWES FD_1010 O&M
Adds Other Contract Services in Citywide
Labor Standards 200,000 210,000
DWES FD_1010 Add Adds Position in Administration Administrative Analyst II.AP106 0.10 18, 752 0. 10 18, 617 DWES FD_1010 Add Adds Position in Administration Data Analyst.AP468 0.15 34, 505 0. 16 36, 540 DWES FD_1010 Add Adds Position in Citywide Labor Standards Complaint Investigator II.AP146 - - 2. 00 414, 266 DWES FD_1010 Add Adds Position in Citywide Labor Standards Complaint Investigator III.AP144 - - 1. 00 239, 798 DWES FD_1010 Delete Deletes Position in Administration Administrative Analyst I.AP103 (0.50) ( 80,993) ( 0.50) ( 80,411) DWES FD_1010 Delete Deletes Position in Citywide Labor Standards Contract Compliance Officer,
Sr..AP369 - - (2.00) (459,758) DWES FD_1010 Freeze Freeze Position in Citywide Labor Standards Contract Compliance
Officer.AP153 (1.00) (204,694) (1.00) (203,220) DWES FD_1010 O&M
Reduces Other Contract Services in
Administration (621,709) (621,709)
DWES FD_1010 Transfer
Transfers Position from FD_1010 to FD_4450
and FD_5671 in Administration
Deputy Director Workplace &
Empl Stds.EM275 (0.40) (117,449) (0.55) (160,323) DWES FD_1010 Transfer
Transfers Position from FD_1010 to FD_4450
and FD_5671 in Administration
Director of Workplace &
Employment Stnd.EM274 (0.15) (64,919) (0.15) (64,451) DWES FD_1010 Transfer
Transfers Position from FD_1010 to FD_4450
in Administration
Administrative Services
Manager I.MA103 (0.35) (88,767) (0.40) (100,719) DWES FD_1010 Transfer
Transfers Position from FD_1010 to FD_4550
in Administration Assistant to the Director.EM118 (0.40) (117,447) ( 0.40) ( 116,602) DWES FD_4550 Add Adds Position in Administration Administrative Analyst II.AP106 0.45 84, 392 0. 45 83, 785 DWES FD_4550 Add Adds Position in Administration Data Analyst.AP468 0.50 115, 017 0. 50 114, 189 DWES FD_4550 O&M
Adds Work Order Expenditures in City
Contracting Equity 60,000 -
DWES FD_4550 Delete Deletes Position in Administration Administrative Analyst I.AP103 (0.50) ( 80,993) ( 0.50) ( 80,411) DWES FD_4550 Delete Deletes Position in City Contracting Equity Contract Compliance Officer,
Sr..AP369 (1.00) (230,034) (1.00) (228,379) DWES FD_4550 Freeze Freeze Position in Citywide Labor Standards Contract Compliance
Officer.AP153 (1.00) (206,217) (1.00) (204,720) DWES FD_4550 Freeze Freeze Position in Citywide Labor Standards Employment Services
Supervisor.PP118 (1.00) (208,554) (1.00) (207,053) DWES FD_4550 Freeze Freeze Position in Citywide Labor Standards Management Assistant.AP235 (2.00) ( 425,612) ( 2.00) ( 422,548) DWES FD_4550 Transfer
Transfers Position from FD_1010 to FD_4450
and FD_5671 in Administration
Deputy Director Workplace &
Empl Stds.EM275 0.29 85,150 0.44 128,263 DWES FD_4550 Transfer
Transfers Position from FD_1010 to FD_4450
and FD_5671 in Administration
Director of Workplace &
Employment Stnd.EM274 0.05 21,640 0.05 21,484 DWES FD_4550 Transfer
Transfers Position from FD_1010 to FD_4450
in Administration
Administrative Services
Manager I.MA103 0.35 88,764 0.40 100,715 DWES FD_4550 Transfer
Transfers Position from FD_1010 to FD_4550
in Administration Assistant to the Director.EM118 0.40 117,447 0. 40 116, 599 DWES FD_5671 Add Adds Position in City Contracting Equity Contract Compliance
Supervisor.SC128 0.10 24,145 0.10 23,970 DWES FD_5671 Revenue Adds Service Charges revenues 125,000 125, 000 DWES FD_5671 Transfer
Transfers Position from FD_1010 to FD_4450
and FD_5671 in Administration
Deputy Director Workplace &
Empl Stds.EM275 0.11 32,298 0.11 32,065 DWES FD_5671 Transfer
Transfers Position from FD_1010 to FD_4450
and FD_5671 in Administration
Director of Workplace &
Employment Stnd.EM274 0.10 43,276 0.10 42,965 DWES FD_5671 Transfer
Transfers Position from FD_7760 to FD_5671
in City Contracting Equity
Contract Compliance
Officer.AP153 0.10 20,469 0.10 20,322 DWES FD_7760 Add Adds Position in Administration Administrative Analyst II.AP106 0.45 84, 392 0. 45 83, 784 DWES FD_7760 Add Adds Position in Administration Data Analyst.AP468 0.35 80, 511 0. 34 77, 649 DWES FD_7760 Add Adds Position in City Contracting Equity Contract Compliance
Supervisor.SC128 0.90 217,310 0.90 215,746 DWES FD_7760 Transfer
Transfers Position from FD_7760 to FD_5671
in City Contracting Equity
Contract Compliance
Officer.AP153 (0.10) (20,467) (0.10) (20,319) EWD FD_1010 O&M
Adds Contract Contingencies (Budgetary Only)
in Administration 100,000 100,000
EWD FD_1010 O&M
Adds Furniture and Equipment in
Administration 150,000 150,000
EWD FD_1010 O&M
Adds Other Contract Services in Business
Development 1,183,497 593,992
EWD FD_1010 O&M
Adds Other Contract Services in Public/Private
Development 5,577 11,276
EWD FD_1010 O&M
Adds Other Contract Services in Special
Activities 60,000 60,000
EWD FD_1010 Add Adds Position in Special Activities
Special Activity Permit
Inspector.AF060 - - 1.00 173,943 114
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
EWD FD_1010 Delete
Deletes Position in Public/Private
Development Administrative Assistant I.SS102 (0.50) (60,257) ( 0.50) ( 59,823) EWD FD_1010 Freeze Freeze Position in Special Activities Special Activity Permits
Coordinator.MA173 (1.00) (208,635) - - EWD FD_1010 O&M
Reduces Other Contract Services in Business
Development (250,000) -
EWD FD_1010 O&M
Reduces Other Contract Services in Cultural
Affairs (3,494,245) (3,694,245)
EWD FD_1010 O&M
Reduces Other Contract Services in Workforce
Development (162,481) -
EWD FD_1010 O&M
Reduces Other Contract Services in Workforce
Development (57,519) (220,000)
EWD FD_1010 O&M Reduces Promotion in Cultural Affairs (284,096) ( 284,096) EWD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2195
in Workforce Development Program Analyst II.AP293 (0.03) (5,407) ( 0.03) ( 5,369) EWD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2415
in Special Activities
Deputy Director,
Econ/Workforce Dev.EM139 (0.23) (78,175) (0.23) (77,611) EWD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2415
in Special Activities
Special Activity Permit
Technician.SS445 (1.00) (139,266) (1.00) (138,265) EWD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2419
in Cultural Affairs Program Analyst III.SC204 (0.50) (104,317) ( 0.50) ( 103,566) EWD FD_1010 Transfer
Transfers Position from FD_1010 to FD_5505
in Cultural Affairs Program Analyst III.SC204 0.05 10,431 0. 05 10, 355 EWD FD_1010 Transfer
Transfers Position from FD_2108 to FD_1010
in Business Development
Urban Economic Analyst
III.AP348 0.02 3,973 0.02 3,944 EWD FD_1010 Transfer
Transfers Position from FD_2159 to FD_1010
in Special Activities Administrative Analyst II.AP106 0.58 108,771 0. 58 107, 988 EWD FD_1010 Transfer
Transfers Position from FD_2415 to FD_1010
and FD_7999 in Business Development
Urban Economic Analyst
II.AP346 0.50 85,817 0.50 85,200 EWD FD_1010 Transfer
Transfers Position from FD_5505 to FD_1010
in Cultural Affairs Program Analyst II.AP293 0.52 93,730 0. 52 93, 055 EWD FD_1010 Transfer
Transfers Position from FD_5610 to FD_1010
in Business Development
Deputy Director,
Econ/Workforce Dev.EM139 - - 0.50 170,821 EWD FD_1010 Transfer
Transfers Position from FD_5656 to FD_1010
in Administration
Director of Economic &
Workforce Dev.EM230 - - 0.50 214,832 EWD FD_1030 O&M
Reduces Other Contract Services in Workforce
Development (95,834) (95,325)
EWD FD_1030 Transfer
Transfers Position from FD_2195 to FD_1030
and FD_5671 in Workforce Development Project Manager III.EM212 0.18 71,576 0. 18 71, 067 EWD FD_1610 Add/Delete
Position Add/Delete in Public/Private
Development
Urban Economic Analyst
II.AP346 (0.30) (69,127) (0.30) (68,758) EWD FD_1610 Revenue Reduces Grants & Subsidies revenues (200,756) ( 200,756) EWD FD_1610 Transfer
Transfers Position from FD_5656 to FD_5610
in Public/Private Development
Manager, Real Property
Asset.EM201 0.21 95,823 0.21 95,310 EWD FD_1770 O&M
Adds Other Contract Services in Real Estate
Asset Management 75,000 100,000
EWD FD_1770 O&M
Reduces Rental of Real and Personal Property
in Real Estate Asset Management (100,571) (5,515) EWD FD_1770 Revenue Reduces Service Charges revenues (53,313) ( 53,313) EWD FD_1770 Transfer
Transfers Position from FD_2244 to FD_1770
and FD_5671 in Real Estate Asset
Management Real Estate Agent.AP308 0.03 8,614 0. 03 8, 567 EWD FD_1770 Transfer
Transfers Position from FD_5656 to FD_5610
in Real Estate Asset Management Real Estate Agent.AP308 - - ( 0.28) ( 80,402) EWD FD_1870 Transfer
Transfers Position from FD_5610 to FD_1870
in Real Estate Asset Management
Real Estate Agent,
Supervising.AP309 - - 0.20 71,115 EWD FD_1870 Transfer
Transfers Position from FD_5656 to FD_5610
in Real Estate Asset Management Real Estate Agent.AP308 - - ( 0.26) ( 74,660) EWD FD_2108 Revenue Adds Grants & Subsidies revenues 20,353 20, 353 EWD FD_2108 Transfer
Transfers Position from FD_2108 to FD_1010
in Business Development
Urban Economic Analyst
III.AP348 (0.02) (5,334) (0.02) (5,305) EWD FD_2159 O&M
Adds Other Contract Services in Business
Development 3,208,991 -
EWD FD_2159 O&M
Adds Other Contract Services in Special
Activities 1,725,369 225,000
EWD FD_2159 Delete Deletes Position in Special Activities Special Activity Permit
Technician.SS445 (1.00) (186,966) (1.00) (185,965) EWD FD_2159 Freeze Freeze Position in Special Activities Program Analyst III.SC204 (1.00) ( 280,095) ( 1.00) ( 278,593) EWD FD_2159 O&M
Reduces Other Contract Services in Business
Development (3,208,991) -
115
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
EWD FD_2159 O&M
Reduces Other Contract Services in Special
Activities (1,725,369) (225,000)
EWD FD_2159 O&M
Reduces Other Contract Services in Workforce
Development (280,095) (278,593)
EWD FD_2159 O&M
Reduces Other Supplies and Commodities in
Special Activities (109,189) (105,177)
EWD FD_2159 Transfer
Transfers Position from FD_2159 to FD_1010
in Special Activities Administrative Analyst II.AP106 (0.58) (146,027) ( 0.58) ( 145,243) EWD FD_2195 O&M
Adds Contract Contingencies (Budgetary Only)
in Workforce Development 1,168,609 767,320
EWD FD_2195 O&M
Adds Other Contract Services in Workforce
Development 630,833 -
EWD FD_2195 Revenue Reduces Grants & Subsidies revenues (241,653) ( 241,653) EWD FD_2195 O&M
Reduces Miscellaneous Payroll Adjustments in
Workforce Development (382,351) -
EWD FD_2195 O&M
Reduces Other Contract Services in Workforce
Development (1,070,464) (456,222)
EWD FD_2195 Transfer
Transfers Position from FD_1010 to FD_2195
in Workforce Development Program Analyst II.AP293 0.03 7,259 0. 03 7, 221 EWD FD_2195 Transfer
Transfers Position from FD_2195 to FD_1030
and FD_5671 in Workforce Development Project Manager III.EM212 (0.43) (228,939) ( 0.43) ( 227,720) EWD FD_2244 Transfer
Transfers Position from FD_2244 to FD_1770
and FD_5671 in Real Estate Asset
Management Real Estate Agent.AP308 (0.50) (106,904) ( 0.50) ( 106,133) EWD FD_2415 Freeze
Freeze Position in Real Estate Asset
Management
Manager, Real Property
Asset.EM201 (0.50) (230,253) (0.50) (229,029) EWD FD_2415 Transfer
Transfers Position from FD_1010 to FD_2415
in Special Activities
Deputy Director,
Econ/Workforce Dev.EM139 0.23 104,949 0.23 104,387 EWD FD_2415 Transfer
Transfers Position from FD_1010 to FD_2415
in Special Activities
Special Activity Permit
Technician.SS445 1.00 186,966 1.00 185,965 EWD FD_2415 Transfer
Transfers Position from FD_1010 to FD_5505
in Cultural Affairs Program Analyst III.SC204 (0.44) (123,240) ( 0.44) ( 122,579) EWD FD_2415 Transfer
Transfers Position from FD_2415 to FD_1010
and FD_7999 in Business Development
Urban Economic Analyst
II.AP346 (0.54) (124,431) (0.54) (123,765) EWD FD_2415 Transfer
Transfers Position from FD_2415 to FD_7999
in Business Development
Urban Economic Analyst IV,
Projects.AP350 (0.15) (49,269) (0.15) (49,009) EWD FD_2415 Transfer
Transfers Position from FD_5643 to FD_2415
in Real Estate Asset Management Project Manager III.EM212 0.44 232,412 0. 44 231, 166 EWD FD_2419 O&M
Reduces Other Contract Services in Cultural
Affairs (274,005) (274,005)
EWD FD_2419 O&M Reduces Promotion in Cultural Affairs (12,990) ( 366) EWD FD_2419 Transfer
Transfers Position from FD_1010 to FD_2419
in Cultural Affairs Program Analyst III.SC204 0.50 140,048 0. 50 139, 297 EWD FD_5505 O&M
Adds Other Contract Services in Cultural
Affairs 836,000 -
EWD FD_5505 Revenue Adds Transfers from Fund Balance revenues 425,682 25, 230 EWD FD_5505 Revenue Reduces Miscellaneous Revenue revenues (14,071) ( 15,134) EWD FD_5505 O&M
Reduces Other Contract Services in Cultural
Affairs (436,000) -
EWD FD_5505 Transfer
Transfers Position from FD_1010 to FD_5505
in Cultural Affairs Program Analyst III.SC204 0.39 109,237 0. 39 108, 651 EWD FD_5505 Transfer
Transfers Position from FD_5505 to FD_1010
in Cultural Affairs Program Analyst II.AP293 (0.52) (125,837) ( 0.52) ( 125,164) EWD FD_5610 Revenue Adds Transfers from Fund Balance revenues 1,070,792 1, 050,490 EWD FD_5610 Freeze Freeze Position in Public/Private Development Urban Economic Analyst III
(PPT).AP368 (0.40) (106,719) (0.40) (106,148) EWD FD_5610 Freeze
Freeze Position in Real Estate Asset
Management
Manager, Real Property
Asset.EM201 (0.22) (101,310) (0.22) (100,772) EWD FD_5610 O&M
Reduces Miscellaneous Payroll Adjustments in
Administration (457,421) -
EWD FD_5610 Revenue Reduces Service Charges revenues (150,000) ( 154,200) EWD FD_5610 Transfer
Transfers Position from FD_5610 to FD_1010
in Business Development
Deputy Director,
Econ/Workforce Dev.EM139 - - (0.50) (229,029) EWD FD_5610 Transfer
Transfers Position from FD_5610 to FD_1870
in Real Estate Asset Management
Real Estate Agent,
Supervising.AP309 - - (0.20) (71,118) EWD FD_5610 Transfer
Transfers Position from FD_5643 to FD_2415
in Real Estate Asset Management Project Manager III.EM212 0.19 100,361 0. 19 99, 823 EWD FD_5610 Transfer
Transfers Position from FD_5656 to FD_5610
in Administration Administrative Analyst II.AP106 0.50 125,882 0. 50 125, 208 116
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
EWD FD_5610 Transfer
Transfers Position from FD_5656 to FD_5610
in Administration
Executive Assistant to the
Director.SS124 0.25 57,608 0.25 57,299 EWD FD_5610 Transfer
Transfers Position from FD_5656 to FD_5610
in Public/Private Development
Urban Economic Analyst
II.AP346 0.81 186,645 0.81 185,644 EWD FD_5610 Transfer
Transfers Position from FD_5656 to FD_5610
in Real Estate Asset Management Real Estate Agent.AP308 0.46 132,798 - - EWD FD_5611 O&M
Adds Other Contract Services in Business
Development 130,000 -
EWD FD_5611 O&M
Reduces Other Contract Services in Business
Development (178,407) -
EWD FD_5612 O&M
Adds Other Contract Services in Business
Development 826,558 -
EWD FD_5612 O&M
Reduces Other Contract Services in Business
Development (826,558) -
EWD FD_5614 O&M
Reduces Work Order Expenditures in
Public/Private Development (167,410) (16,528) EWD FD_5614 Transfer
Transfers Position from FD_5610 to FD_5614
in Business Development
Urban Economic Analyst
III.AP348 1.00 266,801 1.00 265,371 EWD FD_5614 Transfer
Transfers Position from FD_5610 to FD_5614
in Public/Private Development
Urban Economic Analyst
III.AP348 (1.00) (266,801) (1.00) (265,371) EWD FD_5630 Revenue Adds Transfers from Fund Balance revenues 3,894 - EWD FD_5643 O&M
Adds Other Contract Services in Public/Private
Development 549,979 -
EWD FD_5643 Revenue Adds Transfers from Fund Balance revenues 95,446 94, 778 EWD FD_5643 O&M
Reduces Other Contract Services in
Public/Private Development (549,979) -
EWD FD_5643 Transfer
Transfers Position from FD_5643 to FD_2415
in Public/Private Development Project Manager III.EM212 (0.41) (216,567) ( 0.41) ( 215,405) EWD FD_5650 Revenue Adds Transfers from Fund Balance revenues 68,450 52, 898 EWD FD_5650 Revenue Reduces Service Charges revenues (100,000) ( 102,800) EWD FD_5656 Revenue Adds Transfers from Fund Balance revenues 1,253,610 897, 505 EWD FD_5656 Delete
Deletes Position in Public/Private
Development Administrative Assistant I.SS102 (0.50) (80,896) ( 0.50) ( 80,462) EWD FD_5656 Freeze Freeze Position in Public/Private Development Urban Economic Analyst III
(PPT).AP368 (0.40) (106,719) (0.40) (106,148) EWD FD_5656 Freeze
Freeze Position in Real Estate Asset
Management
Manager, Real Property
Asset.EM201 (0.28) (128,939) (0.28) (128,254) EWD FD_5656 Add/Delete
Position Add/Delete in Public/Private
Development
Urban Economic Analyst
II.AP346 0.30 69,131 0.30 68,763 EWD FD_5656 Transfer
Transfers Position from FD_5643 to FD_2415
in Public/Private Development Project Manager III.EM212 (0.34) (179,591) ( 0.34) ( 178,629) EWD FD_5656 Transfer
Transfers Position from FD_5643 to FD_2415
in Real Estate Asset Management Project Manager III.EM212 0.24 126,772 0. 24 126, 092 EWD FD_5656 Transfer
Transfers Position from FD_5656 to FD_1010
in Administration
Director of Economic &
Workforce Dev.EM230 - - (0.50) (288,945) EWD FD_5656 Transfer
Transfers Position from FD_5656 to FD_5610
in Administration Administrative Analyst II.AP106 (0.50) (125,882) ( 0.50) ( 125,208) EWD FD_5656 Transfer
Transfers Position from FD_5656 to FD_5610
in Administration
Executive Assistant to the
Director.SS124 (0.25) (57,608) (0.25) (57,299) EWD FD_5656 Transfer
Transfers Position from FD_5656 to FD_5610
in Public/Private Development
Manager, Real Property
Asset.EM201 (0.21) (95,828) (0.21) (95,313) EWD FD_5656 Transfer
Transfers Position from FD_5656 to FD_5610
in Public/Private Development
Urban Economic Analyst
II.AP346 (0.81) (186,645) (0.81) (185,644) EWD FD_5656 Transfer
Transfers Position from FD_5656 to FD_5610
in Real Estate Asset Management Real Estate Agent.AP308 (0.46) (132,798) ( 0.46) ( 132,090) EWD FD_5671 O&M
Adds Contract Contingencies (Budgetary Only)
in Public/Private Development 336,035 -
EWD FD_5671 O&M
Adds Other Contract Services in Workforce
Development 345,615 345,615
EWD FD_5671 Revenue Adds Service Charges revenues 383,131 338, 135 EWD FD_5671 Revenue Adds Transfers from Fund Balance revenues 557,332 216, 577 EWD FD_5671 O&M
Reduces Contract Contingencies (Budgetary
Only) in Workforce Development (345,615) (345,615) EWD FD_5671 Transfer
Transfers Position from FD_2195 to FD_1030
and FD_5671 in Workforce Development Project Manager III.EM212 0.25 133,103 0. 25 132, 396 EWD FD_5671 Transfer
Transfers Position from FD_2244 to FD_1770
and FD_5671 in Real Estate Asset
Management Real Estate Agent.AP308 0.47 134,908 0. 47 134, 184 EWD FD_5999 Delete
Deletes Position in Public/Private
Development Project Manager II.EM211 (1.00) (456,303) ( 1.00) ( 453,855) 117
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
EWD FD_5999 O&M
Reduces Contract Contingencies (Budgetary
Only) in Public/Private Development (1,647,791) (1,647,791) EWD FD_5999 O&M
Reduces Miscellaneous Payroll Adjustments in
Public/Private Development (68,668) (68,300) EWD FD_5999 Revenue Reduces Miscellaneous Revenue revenues (2,371,793) ( 2,371,793) EWD FD_5999 Transfer
Transfers Position from FD_5643 to FD_2415
in Public/Private Development Project Manager III.EM212 (0.25) (132,053) ( 0.25) ( 131,346) EWD FD_5999 Transfer
Transfers Position from FD_5643 to FD_2415
in Real Estate Asset Management Project Manager III.EM212 0.13 68,668 0. 13 68, 300 EWD FD_7999 Revenue Adds Miscellaneous Revenue revenues 60,000 60, 000 EWD FD_7999 Transfer
Transfers Position from FD_2415 to FD_1010
and FD_7999 in Business Development
Urban Economic Analyst
II.AP346 0.04 9,216 0.04 9,166 EWD FD_7999 Transfer
Transfers Position from FD_2415 to FD_7999
in Business Development
Urban Economic Analyst IV,
Projects.AP350 0.15 49,269 0.15 49,009 Finance FD_1010 O&M
Adds Accounting and Auditing Services in
Controller 74,445 96,299
Finance FD_1010 O&M
Adds Bank and Bond Expenditures and
Transfers in Revenue Management 384,000 384,000 Finance FD_1010 O&M
Adds Bank and Bond Expenditures and
Transfers in Treasury 477,500 477,500
Finance FD_1010 Revenue Adds Business License Tax revenues 4,125,525 101, 700 Finance FD_1010 Revenue Adds Local Tax revenues (Ballot Measure) - 40, 000,000 Finance FD_1010 Revenue Adds Miscellaneous Revenue revenues 350,000 350, 000 Finance FD_1010 O&M
Adds Other Fixed Assets / Computers and
Software (Over $5,000) in Revenue
Management 96,000 96,000
Finance FD_1010 O&M Adds Other Services in Administration 100,000 - Finance FD_1010 Add Adds Position in Administration Manager, Finance.EM268 0.80 135, 995 1. 00 337, 538 Finance FD_1010 Add Adds Position in Revenue Management Project Manager III, PPT.EM213 0.50 196, 725 0. 50 195, 309 Finance FD_1010 Revenue Adds Sales Tax revenues (Measure A) 22,125,695 30, 684,780 Finance FD_1010 Delete Deletes Position in Revenue Management Business Analyst II.AP117 - ( 149,049) ( 1.00) ( 197,303) Finance FD_1010 Delete Deletes Position in Revenue Management Revenue & Tax Administrator,
Assistant.AF062 (1.00) (493,658) (1.70) (546,346) Finance FD_1010 Freeze Freeze Position in Administration Controller.MA113 (1.00) ( 413,257) ( 1.00) ( 410,282) Finance FD_1010 Freeze Freeze Position in Budget
Budget & Management Analyst,
Principal.MA163 (1.00) (293,586) - - Finance FD_1010 Freeze Freeze Position in Budget
Budget & Management Analyst,
Senior.AF064 (1.00) (253,594) (1.00) (251,769) Finance FD_1010 Freeze Freeze Position in Controller Accounting Supervisor.SC101 0.50 57, 487 0. 50 114, 149 Finance FD_1010 Freeze Freeze Position in Controller Accounting Technician.AF049 (0.29) ( 43,019) - - Finance FD_1010 Freeze Freeze Position in Revenue Management Revenue Assistant.AP321 (1.00) ( 135,950) - - Finance FD_1010 Freeze Freeze Position in Treasury Administrative Assistant II.SS104 - ( 103,893) ( 1.00) ( 137,528) Finance FD_1010 Freeze Freeze Position in Treasury Treasury Analyst II.AF058 (1.00) ( 180,254) - - Finance FD_1010 Org Change Organization code update in Administration Administrative Services
Manager I.MA103 - - - - Finance FD_1010 Org Change Organization code update in Controller Accounting Supervisor.SC101 - - - - Finance FD_1010 Org Change
Organization code update in Revenue
Management Collections Officer.AF032 0.65 106,352 0. 65 105, 586 Finance FD_1010 Org Change
Organization code update in Revenue
Management
Revenue Operations
Supervisor.SC213 - - - - Finance FD_1010 Org Change
Organization code update in Revenue
Management
Tax Enforcement Officer
II.AF050 - (3,047) - (3,000) Finance FD_1010 Transfer
Organization code update, Transfers Position
from FD_1010 to FD_1700 and FD_2415 in
Revenue Management
Tax Enforcement Officer
II.AF050 (1.00) (175,204) (1.00) (173,943) Finance FD_1010 Transfer
Organization code update, Transfers Position
from FD_1010 to FD_1700, FD_2232,
FD_2417, FD_3100 in Administration Accountant II.AF021 (0.46) (80,594) ( 0.46) ( 80,015) Finance FD_1010 Add/Delete Position Add/Delete in Budget Budget & Management Analyst,
Senior.AF064
(1.00) (253,594) (1.00) (251,769) Finance FD_1010 Add/Delete Position Add/Delete in Budget Budget & Management
Analyst.AF063
1.00 230,012 1.00 228,357 Finance FD_1010 Add/Delete Position Add/Delete in Revenue Management Revenue Operations
Supervisor.SC213
(1.00) (229,957) (1.00) (228,302) Finance FD_1010 Add/Delete Position Add/Delete in Revenue Management Tax Auditor I.AF004 2.00 241, 369 2. 00 302, 694 Finance FD_1010 Add/Delete Position Add/Delete in Revenue Management Tax Auditor II.AF022 1.00 175, 204 1. 00 173, 943 118
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
Finance FD_1010 O&M
Reduces Accounting and Auditing Services in
Revenue Management (285,230) (285,230)
Finance FD_1010 O&M
Reduces Contract Contingencies (Budgetary
Only) in Administration (850,000) (850,000)
Finance FD_1010 O&M
Reduces Other Contract Services in
Administration (500,000) (800,000)
Finance FD_1010 O&M Reduces Other Contract Services in Budget (92,000) ( 92,000) Finance FD_1010 O&M
Reduces Other Contract Services in Revenue
Management (363,602) (345,140)
Finance FD_1010 O&M Reduces Other Contract Services in Treasury (844,188) ( 844,188) Finance FD_1010 O&M
Reduces Temporary Personnel Services in
Budget (126,520) (126,520)
Finance FD_1010 O&M
Reduces Temporary Personnel Services in
Controller (225,000) (225,000)
Finance FD_1010 Transfer
Transfers Position from FD_1010 and FD_1610
to FD_4600 in Controller Systems Accountant III.AF045 (0.50) (120,769) ( 0.50) ( 119,899) Finance FD_1010 Transfer
Transfers Position from FD_1010 to FD_1030
in Administration Accountant II.AF021 (0.30) (52,558) ( 0.30) ( 52,179) Finance FD_1010 Transfer
Transfers Position from FD_1010 to FD_1610
in Budget
Budget & Management Analyst,
Senior.AF064 - - (0.05) (12,587) Finance FD_1010 Transfer
Transfers Position from FD_1010 to FD_1700
in Revenue Management Revenue Assistant.AP321 (1.50) (202,664) ( 1.50) ( 201,213) Finance FD_1010 Transfer
Transfers Position from FD_1010 to FD_1700
in Revenue Management
Tax Enforcement Officer
II.AF050 (1.00) (175,887) (1.00) (174,626) Finance FD_1010 Transfer
Transfers Position from FD_1010 to FD_2270
in Revenue Management
Revenue Operations
Supervisor.SC213 (0.20) (49,616) (0.20) (49,234) Finance FD_1010 Transfer
Transfers Position from FD_1010 to FD_2270
in Revenue Management Tax Auditor II.AF022 (1.20) (209,710) ( 1.20) ( 208,215) Finance FD_1010 Transfer
Transfers Position from FD_1010 to FD_2413
in Revenue Management Tax Auditor II.AF022 (0.35) (62,390) ( 0.35) ( 61,931) Finance FD_1010 Transfer
Transfers Position from FD_1010 to FD_2415
and FD_1700 in Revenue Management Account Clerk II.AF020 (1.00) (111,573) ( 1.00) ( 110,769) Finance FD_1010 Transfer
Transfers Position from FD_1010 to FD_2415
in Revenue Management Account Clerk II.AF020 (0.30) (33,472) - - Finance FD_1010 Transfer
Transfers Position from FD_1010 to FD_2415
in Revenue Management Account Clerk III.AF030 (0.50) (67,209) ( 0.50) ( 66,727) Finance FD_1010 Transfer
Transfers Position from FD_1010 to FD_4600
in Controller Business Analyst I.AP116 (1.00) (163,492) ( 1.00) ( 162,316) Finance FD_1010 Transfer
Transfers Position from FD_1610 to FD_1010
in Budget
Budget & Management Analyst,
Senior.AF064 0.05 12,678 0.05 12,587 Finance FD_1010 Transfer
Transfers Position from FD_1610 to FD_1010
in Budget Budget Administrator.EM172 0.10 41,745 0. 10 41, 448 Finance FD_1010 Transfer
Transfers Position from FD_1700 to FD_1010
in Revenue Management Cashier.AF003 1.00 110,289 1. 00 109, 461 Finance FD_1010 Transfer
Transfers Position from FD_1700 to FD_1010
in Revenue Management Revenue Assistant.AP321 2.65 356,233 2. 65 353, 669 Finance FD_1010 Transfer
Transfers Position from FD_1700 to FD_1010
in Revenue Management
Revenue Operations
Supervisor.SC213 0.10 23,134 0.10 22,967 Finance FD_1010 Transfer
Transfers Position from FD_1700 to FD_1010
in Revenue Management
Tax Enforcement Officer
II.AF050 0.40 70,355 - - Finance FD_1010 Transfer
Transfers Position from FD_2270 to FD_1010
in Revenue Management Tax Auditor II.AF022 1.00 175,204 1. 00 173, 943 Finance FD_1010 Transfer
Transfers Position from FD_2415 to FD_1010
in Administration Director of Finance.EM103 0.15 75,911 0. 15 75, 369 Finance FD_1010 Transfer
Transfers Position from FD_2415 to FD_1010
in Budget
Budget Administrator,
Assistant.EM265 0.50 161,839 0.50 160,674 Finance FD_1010 Transfer
Transfers Position from FD_2415 to FD_1010
in Controller Controller, Assistant.EM217 0.28 89,120 0. 28 88, 494 Finance FD_1010 Transfer
Transfers Position from FD_4510 to FD_1010
in Treasury
Retirement Systems
Accountant.AP384 0.20 46,006 0.20 45,675 Finance FD_1030 Delete Deletes Position in Revenue Management Revenue & Tax Administrator,
Assistant.AF062 - (24,277) (0.10) (32,138) Finance FD_1030 Transfer
Transfers Position from FD_1010 to FD_1030
in Administration Accountant II.AF021 0.30 52,562 0. 30 52, 184 Finance FD_1610 Add Adds Position in Administration Manager, Finance.EM268 0.20 33, 998 - - Finance FD_1610 O&M
Reduces Accounting and Auditing Services in
Controller (62,321) (62,321)
Finance FD_1610 Revenue Reduces Grants & Subsidies revenues (149,081) ( 149,081) Finance FD_1610 Transfer
Transfers Position from FD_1010 and FD_1610
to FD_4600 in Controller Systems Accountant III.AF045 (0.05) (12,076) ( 0.05) ( 11,990) 119
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
Finance FD_1610 Transfer
Transfers Position from FD_1010 to FD_1610
in Budget
Budget & Management Analyst,
Senior.AF064 - - 0.05 12,587 Finance FD_1610 Transfer
Transfers Position from FD_1610 to FD_1010
in Budget
Budget & Management Analyst,
Senior.AF064 (0.05) (12,678) (0.05) (12,587) Finance FD_1610 Transfer
Transfers Position from FD_1610 to FD_1010
in Budget Budget Administrator.EM172 (0.10) (41,744) ( 0.10) ( 41,446) Finance FD_1700 O&M
Adds Operating Transfers Out in
Administration 529,403 540,682
Finance FD_1700 Delete Deletes Position in Revenue Management Collections Officer.AF032 (0.50) ( 81,808) ( 0.50) ( 81,219) Finance FD_1700 Delete Deletes Position in Revenue Management Revenue & Tax Administrator,
Assistant.AF062 - (48,556) (0.20) (64,276) Finance FD_1700 Org Change
Organization code update in Revenue
Management Collections Officer.AF032 (1.00) (163,618) ( 1.00) ( 162,441) Finance FD_1700 Transfer
Organization code update, Transfers Position
from FD_1010 to FD_1700 in Revenue
Management
Tax Enforcement Officer
II.AF050 0.70 122,646 0.70 121,764 Finance FD_1700 Transfer
Organization code update, Transfers Position
from FD_1010 to FD_1700, FD_2232,
FD_2417, FD_3100 in Administration Accountant II.AF021 0.05 8,760 0. 05 8, 697 Finance FD_1700 O&M
Reduces Contract Contingencies (Budgetary
Only) in Revenue Management
(186,090) (186,090)
Finance FD_1700 O&M
Reduces Other Contract Services in Revenue
Management
(123,580) (123,580)
Finance FD_1700 Transfer
Transfers Position from FD_1010 and FD_2413
to FD_1700 in Revenue Management
Revenue Assistant.AP321 1.00 135,110 1. 00 134, 143 Finance FD_1700 Transfer
Transfers Position from FD_1010 to FD_1700
in Revenue Management
Revenue Assistant.AP321 1.00 135,110 1. 00 134, 143 Finance FD_1700 Transfer
Transfers Position from FD_1010 to FD_1700
in Revenue Management
Tax Enforcement Officer
II.AF050
1.00 175,204 1.00 173,943 Finance FD_1700 Transfer
Transfers Position from FD_1010 to FD_2415
and FD_1700 in Revenue Management Account Clerk II.AF020 0.20 22,314 0. 20 22, 153 Finance FD_1700 Transfer
Transfers Position from FD_1700 to FD_1010
in Revenue Management
Cashier.AF003 (1.00) (107,240) ( 1.00) ( 106,464) Finance FD_1700 Transfer
Transfers Position from FD_1700 to FD_1010
in Revenue Management
Revenue Assistant.AP321 (2.65) (356,233) ( 2.65) ( 353,670) Finance FD_1700 Transfer
Transfers Position from FD_1700 to FD_1010
in Revenue Management
Revenue Operations
Supervisor.SC213
(0.10) (23,132) (0.10) (22,966) Finance FD_1700 Transfer
Transfers Position from FD_1700 to FD_1010
in Revenue Management
Tax Enforcement Officer
II.AF050
(0.40) (70,355) - - Finance FD_1700 Transfer
Transfers Position from FD_4500 to FD_1700
in Controller
Controller.MA113 0.29 121,062 0. 29 120, 198 Finance FD_1750 Transfer
Organization code update, Transfers Position
from FD_1010 to FD_1700, FD_2232,
FD_2417, FD_3100 in Administration Accountant II.AF021 - - - - Finance FD_2232 Delete Deletes Position in Revenue Management Collections Officer.AF032 (0.50) ( 81,808) ( 0.50) ( 81,219) Finance FD_2232 Org Change
Organization code update in Revenue
Management
Collections Officer.AF032 0.35 57,265 0. 35 56, 853 Finance FD_2232 Transfer
Organization code update, Transfers Position
from FD_1010 to FD_1700, FD_2232,
FD_2417, FD_3100 in Administration Accountant II.AF021 0.14 24,529 0. 14 24, 353 Finance FD_2244 O&M
Adds Architectural and Engineering Services in
Revenue Management
54,598 25,578
Finance FD_2244 O&M
Reduces Accounting and Auditing Services in
Revenue Management
(72,525) (72,525)
Finance FD_2252 O&M Reduces Other Contract Services in Treasury (292,042) ( 292,042) Finance FD_2255 O&M
Adds Accounting and Auditing Services in
Controller
150,000 150,000
Finance FD_2270 O&M
Adds Other Contract Services in Revenue
Management
220,121 229,171
Finance FD_2270 Add/Delete Position Add/Delete in Revenue Management Tax Auditor I.AF004 1.00 88, 924 1. 00 151, 347 Finance FD_2270 Add/Delete Position Add/Delete in Revenue Management Tax Auditor II.AF022 (1.00) ( 175,204) ( 1.00) ( 173,943) Finance FD_2270 O&M Reduces Other Contract Services in Treasury (80,000) ( 80,000) Finance FD_2270 Transfer
Transfers Position from FD_1010 to FD_2270
in Revenue Management
Revenue Operations
Supervisor.SC213
0.20 46,569 0.20 46,235 120
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
Finance FD_2270 Transfer
Transfers Position from FD_1010 to FD_2270
in Revenue Management Tax Auditor II.AF022 1.20 212,072 1. 20 210, 532 Finance FD_2270 Transfer
Transfers Position from FD_2270 to FD_1010
in Revenue Management Tax Auditor II.AF022 (1.00) (175,204) ( 1.00) ( 173,943) Finance FD_2413 Transfer
Transfers Position from FD_1010 to FD_2413
in Revenue Management Tax Auditor II.AF022 0.35 62,387 0. 35 61, 929 Finance FD_2413 Transfer
Transfers Position from FD_2413 to FD_1700
in Revenue Management Revenue Assistant.AP321 (0.50) (67,554) ( 0.50) ( 67,070) Finance FD_2415 Freeze Freeze Position in Controller Accounting Supervisor.SC101 0.50 57, 487 0. 50 114, 149 Finance FD_2415 Org Change Organization code update in Controller Accounting Supervisor.SC101 - - - - Finance FD_2415 Transfer
Organization code update, Transfers Position
from FD_1010 to FD_2415 in Revenue
Management
Tax Enforcement Officer
II.AF050 0.30 52,562 0.30 52,184 Finance FD_2415 Transfer
Transfers Position from FD_1010 to FD_2415
and FD_1700 in Revenue Management Account Clerk II.AF020 0.80 89,258 0. 80 88, 616 Finance FD_2415 Transfer
Transfers Position from FD_1010 to FD_2415
in Revenue Management Account Clerk II.AF020 0.30 33,469 - - Finance FD_2415 Transfer
Transfers Position from FD_1010 to FD_2415
in Revenue Management Account Clerk III.AF030 0.50 67,209 0. 50 66, 725 Finance FD_2415 Transfer
Transfers Position from FD_2415 to FD_1010
in Administration Director of Finance.EM103 (0.15) (75,912) ( 0.15) ( 75,370) Finance FD_2415 Transfer
Transfers Position from FD_2415 to FD_1010
in Budget
Budget Administrator,
Assistant.EM265 (0.50) (161,839) (0.50) (160,674) Finance FD_2415 Transfer
Transfers Position from FD_2415 to FD_1010
in Controller Controller, Assistant.EM217 (0.28) (94,177) ( 0.28) ( 93,470) Finance FD_2417 Transfer
Organization code update, Transfers Position
from FD_1010 to FD_1700, FD_2232,
FD_2417, FD_3100 in Administration Accountant II.AF021 0.20 35,041 0. 20 34, 789 Finance FD_3100 Transfer
Organization code update, Transfers Position
from FD_1010 to FD_1700, FD_2232,
FD_2417, FD_3100 in Administration Accountant II.AF021 0.07 12,266 0. 07 12, 177 Finance FD_4500 Revenue Reduces Internal Service Funds revenues (109,844) ( 83,769) Finance FD_4500 Transfer
Transfers Position from FD_4500 to FD_1700
in Controller
Controller.MA113 (0.29) (121,062) ( 0.29) ( 120,198) Finance FD_4510 Add Adds Position in Payroll Benefits Representative.AP112 1.00 90, 823 1. 00 154, 574 Finance FD_4510 Add Adds Position in Payroll Business Analyst II.AP117 1.00 115, 929 1. 00 197, 303 Finance FD_4510 Add Adds Position in Payroll Office Assistant I.SS150 1.00 90, 307 1. 00 89, 658 Finance FD_4510 Add Adds Position in Payroll Payroll Personnel Clerk III.SS163 1.00 134, 418 1. 00 133, 452 Finance FD_4510 Delete Deletes Position in Payroll
Human Resource Operations
Technician.TC115
(1.00) (134,489) (1.00) (133,522) Finance FD_4510 Delete Deletes Position in Payroll
Human Resource Systems
Analyst, Senior.AP202
- (181,153) (1.00) (239,796) Finance FD_4510 Delete Deletes Position in Payroll Payroll Personnel Clerk III.SS163 (1.00) ( 137,358) ( 1.00) ( 136,347) Finance FD_4510 Freeze Freeze Position in Payroll Manager, Payroll.EM277 - - ( 1.00) ( 337,538) Finance FD_4510 Add/Delete Position Add/Delete in Payroll Human Resource Systems
Analyst, Senior.AP202
(1.00) (241,536) (1.00) (239,796) Finance FD_4510 Add/Delete Position Add/Delete in Payroll Human Resource Systems
Analyst.AP207
1.00 180,254 1.00 178,956 Finance FD_4510 Add/Delete Position Add/Delete in Payroll Payroll Personnel Clerk I.SS159 2.00 47, 698 2. 00 189, 432 Finance FD_4510 Add/Delete Position Add/Delete in Payroll Payroll Personnel Clerk II.SS161 2.00 74, 382 2. 00 221, 538 Finance FD_4510 Add/Delete Position Add/Delete in Payroll Payroll Personnel Clerk III.SS163 (2.00) ( 268,836) ( 2.00) ( 266,904) Finance FD_4510 Revenue Reduces Internal Service Funds revenues (939,301) ( 1,004,683) Finance FD_4510 Transfer
Transfers Position from FD_4510 to FD_1010
in Treasury
Retirement Systems
Accountant.AP384
(0.20) (46,006) (0.20) (45,675) Finance FD_4510 Transfer
Transfers Position from FD_4510 to FD_7100
in Treasury
Administrative Analyst I.AP103 (0.80) (129,587) ( 0.80) ( 128,656) Finance FD_4510 Transfer
Transfers Position from FD_4510 to FD_7100
in Treasury
Benefits Representative.AP112 0.10 15,568 0. 10 15, 456 Finance FD_4550 O&M
Adds Contract Contingencies (Budgetary Only)
in Administration
500,000 -
Finance FD_4550 O&M
Adds Stationery and Office Supplies in
Procurement & Contracts
52,309 43,784
Finance FD_4550 Revenue Adds Transfers from Fund Balance revenues 525,000 25, 000 Finance FD_4550 Delete Delete Position in Procurement & Contracts Manager, Contracting and
Purchasing.MA174
- (146,808) (1.00) ( 291,502) 121
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
Finance FD_4550 Freeze Freeze Position in Controller Accounting Technician.AF049 (1.71) ( 253,657) ( 1.00) ( 147,270) Finance FD_4550 Freeze Freeze Position in Procurement & Contracts Buyer, Senior.AP456 - ( 149,049) ( 1.00) ( 197,303) Finance FD_4550 Freeze Freeze Position in Procurement & Contracts Management Assistant.AP235 (1.00) ( 212,806) ( 1.00) ( 211,274) Finance FD_4550 Org Change Organization code update in Controller Accounting Supervisor.SC101 - - - - Finance FD_4550 Revenue Reduces Internal Service Funds revenues (1,296,629) ( 1,291,020) Finance FD_4600 O&M
Adds Contract Contingencies (Budgetary Only)
in Procurement & Contracts 150,000 150,000
Finance FD_4600 O&M
Adds Contract Contingencies (Budgetary Only)
in Treasury 50,000 50,000
Finance FD_4600 O&M Adds Data Processing Services in Controller 150,000 150, 000 Finance FD_4600 O&M
Adds Data Processing Services in Revenue
Management 275,000 275,000
Finance FD_4600 O&M Adds Education in Administration 75,000 75, 000 Finance FD_4600 O&M Adds Other Contract Services in Budget 460,294 483, 309 Finance FD_4600 O&M Adds Other Contract Services in Controller 255,000 105, 000 Finance FD_4600 O&M
Reduces Contract Contingencies (Budgetary
Only) in Administration (2,100,000) (2,100,000)
Finance FD_4600 Transfer
Transfers Position from FD_1010 and FD_1610
to FD_4600 in Controller Systems Accountant III.AF045 0.55 132,844 0. 55 131, 888 Finance FD_4600 Transfer
Transfers Position from FD_1010 to FD_4600
in Controller Business Analyst I.AP116 1.00 163,492 1. 00 162, 316 Finance FD_7100 O&M Adds Other Contract Services in Treasury 65,000 65, 000 Finance FD_7100 Revenue Adds Transfers from Fund Balance revenues 4,295,480 4, 298,789 Finance FD_7100 Transfer
Transfers Position from FD_4510 to FD_7100
in Treasury Administrative Analyst I.AP103 0.80 129,588 0. 80 128, 656 Finance FD_7100 Transfer
Transfers Position from FD_4510 to FD_7100
in Treasury Benefits Representative.AP112 (0.10) (15,570) ( 0.10) ( 15,458) Finance FD_7999 Revenue Adds Miscellaneous Revenue revenues 75,000 75, 000 Finance FD_7999 O&M Adds Work Order Expenditures in Treasury 75,000 75, 000 Fire FD_1010 O&M
Adds Other Contract Services in Field
Operations 200,000 200,000
Fire FD_1010 O&M
Adds Other Contract Services in Fiscal &
Administrative Services 301,220 351,220
Fire FD_1010 O&M
Adds Other Contract Services in Medical
Services 144,000 144,000
Fire FD_1010 O&M
Adds Other Supplies and Commodities in Field
Operations 156,547 156,547
Fire FD_1010 O&M
Adds Other Supplies and Commodities in
Support Services 560,411 560,411
Fire FD_1010 Add Adds Position in Fire Prevention Administrative Analyst I.AP103 1.00 161, 985 1. 00 160, 819 Fire FD_1010 Add
Adds Position in Fiscal & Administrative
Services Administrative Analyst II.AP106 1.00 187,536 1. 00 186, 186 Fire FD_1010 O&M Adds Utilities in Support Services 80,000 85, 400 Fire FD_1010 Freeze Freeze 2 Engine Companies (11,498,000) ( 11,958,000) Fire FD_1010 Freeze
Freeze Position in Fiscal & Administrative
Services Account Clerk III.AF030 (1.00) (134,418) ( 1.00) ( 133,452) Fire FD_1010 Freeze
Freeze Position in Fiscal & Administrative
Services Accountant III.AF031 (1.00) (206,918) ( 1.00) ( 205,424) Fire FD_1010 Freeze
Freeze Position in Fiscal & Administrative
Services Management Assistant.AP235 (1.00) (212,806) ( 1.00) ( 211,274) Fire FD_1010 O&M
Reduces Contract Contingencies (Budgetary
Only) in Emergency Management Services (2,000,000) (2,000,000) Fire FD_1010 O&M
Reduces Other Contract Services in Fire
Prevention (500,000) (500,000)
Fire FD_1010 Transfer
Transfers Position from FD_1010 to FD_2124
in Field Operations Fire Fighter Paramedic.PS184 (7.00) (2,377,105) ( 5.53) ( 1,982,029) Fire FD_1010 Transfer
Transfers Position from FD_1010 to FD_2124
in Field Operations Fire Fighter.PS125 (27.98) (8,621,375) ( 22.09) ( 7,183,831) Fire FD_1010 Transfer
Transfers Position from FD_1010 to FD_2145
in Fiscal & Administrative Services Accountant II.AF021 (0.45) (78,845) ( 0.31) ( 53,923) Fire FD_1010 Transfer
Transfers Position from FD_1010 to FD_2412
in Support Services
Fire Communications
Dispatcher.PS123 (0.46) (90,756) (0.88) (172,723) Fire FD_1010 Transfer
Transfers Position from FD_1010 to FD_2415
in Office of the Fire Chief Assistant to the Director.EM118 (0.75) (223,359) ( 0.75) ( 221,774) Fire FD_1010 Transfer
Transfers Position from FD_1150 and FD_2415
to FD_1010 in Fiscal & Administrative Services
Fire Personnel Operations
Specialist.SC245 0.30 62,565 0.30 62,115 Fire FD_1010 Transfer
Transfers Position from FD_2159 to FD_1010
in Fiscal & Administrative Services
Budget & Grants
Administrator.AF040 0.55 126,521 0.55 125,611 Fire FD_1010 Transfer
Transfers Position from FD_2159 to FD_1010
in Medical Services Administrative Assistant I.SS102 - - 1. 00 124, 634 122
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
Fire FD_1010 Transfer
Transfers Position from FD_2159 to FD_1010
in Medical Services
Community Intervention
Specialist MACRO.PP186 15.00 2,316,870 18.00 2,765,790 Fire FD_1010 Transfer
Transfers Position from FD_2159 to FD_1010
in Medical Services
Emergency Medical Technician
(MACRO).PP187 12.00 1,853,496 15.00 2,304,825 Fire FD_1010 Transfer
Transfers Position from FD_2159 to FD_1010
in Medical Services Management Assistant.AP235 - - 1. 00 220, 077 Fire FD_1010 Transfer
Transfers Position from FD_2159 to FD_1010
in Medical Services Program Analyst I, PPT.AP357 0.50 81,092 0. 50 80, 509 Fire FD_1010 Transfer
Transfers Position from FD_2159 to FD_1010
in Medical Services
Public Information Officer
II.AP299 - - 1.00 215,761 Fire FD_1010 Transfer
Transfers Position from FD_2160 to FD_1010
in Emergency Management Services
Manager, Emergency
Services.EM181 0.25 89,220 0.25 88,578 Fire FD_1010 Transfer
Transfers Position from FD_2160 to FD_1010
in Fiscal & Administrative Services Accountant II.AF021 0.10 17,520 0. 10 17, 394 Fire FD_1010 Transfer
Transfers Position from FD_2160 to FD_1010
in Medical Services
Emergency Medical Services
Coordinator.AP179 1.00 254,299 1.00 252,464 Fire FD_1010 Transfer
Transfers Position from FD_2160 to FD_1010
in Medical Services Program Analyst I.AP292 1.00 155,695 1. 00 154, 574 Fire FD_1010 Transfer
Transfers Position from FD_2250 to FD_1010
in Medical Services
Emergency Medical Services
Coordinator.AP179 0.27 68,577 0.07 17,651 Fire FD_1010 Transfer
Transfers Position from FD_2412 to FD_1010
in Support Services
Fire Communications
Dispatcher.PS123 1.81 357,106 1.84 361,143 Fire FD_1010 Transfer
Transfers Position from FD_2412 to FD_1010
in Support Services
Fire Communications
Supervisor.SC148 1.00 247,355 1.00 245,580 Fire FD_1010 Transfer
Transfers Position from FD_2415 to FD_1010
in Fire Prevention Administrative Analyst II.AP106 1.00 187,536 1. 00 186, 186 Fire FD_1010 Transfer
Transfers Position from FD_2415 to FD_1010
in Fire Prevention Fire Inspection Supervisor.SC262 1.00 229,957 1. 00 228, 302 Fire FD_1010 Transfer
Transfers Position from FD_2415 to FD_1010
in Fire Prevention Fire Inspector (Civilian).PS142 4.09 771,728 4. 00 750, 827 Fire FD_1010 Transfer
Transfers Position from FD_2415 to FD_1010
in Fire Prevention Fire Marshal (Sworn).EM168 1.00 524,556 1. 00 553, 484 Fire FD_1010 Transfer
Transfers Position from FD_2415 to FD_1010
in Fire Prevention Office Assistant II.SS153 1.00 103,741 1. 00 102, 994 Fire FD_1010 Transfer
Transfers Position from FD_2415 to FD_1010
in Office of the Fire Chief Hearing Officer.AP396 0.45 119,831 0. 44 116, 323 Fire FD_1010 Transfer
Transfers Position from FD_3100 to FD_1010
in Support Services
Fire Communications
Dispatcher.PS123 1.00 194,570 1.00 193,549 Fire FD_1150 Transfer
Transfers Position from FD_1150 to FD_1010
in Fiscal & Administrative Services
Fire Personnel Operations
Specialist.SC245 (0.20) (45,461) (0.20) (45,161) Fire FD_2123 Freeze
Freeze Position in Emergency Management
Services Management Intern, PT.MA133 (0.56) (55,156) ( 0.56) ( 55,971) Fire FD_2123 O&M
Reduces Miscellaneous Payroll Adjustments in
Emergency Management Services (1,005,484) (998,250) Fire FD_2124 O&M
Reduces Miscellaneous Payroll Adjustments in
Field Operations (11,934,677) (10,131,272)
Fire FD_2124 Transfer
Transfers Position from FD_1010 to FD_2124
in Field Operations Fire Fighter Paramedic.PS184 7.00 2,541,703 5. 53 2, 112,071 Fire FD_2124 Transfer
Transfers Position from FD_1010 to FD_2124
in Field Operations Fire Fighter.PS125 27.98 9,219,535 22. 09 7, 656,117 Fire FD_2159 Freeze Freeze Position in Medical Services Community Intervention
Specialist MACRO.PP186 (3.00) (463,374) (3.00) (460,965) Fire FD_2159 Freeze Freeze Position in Medical Services Emergency Medical Technician
(MACRO).PP187 (6.00) (926,748) (6.00) (921,930) Fire FD_2159 O&M
Reduces Contract Contingencies (Budgetary
Only) in Medical Services (356,187) (356,187) Fire FD_2159 O&M
Reduces Miscellaneous Payroll Adjustments in
Medical Services (1,491,285) -
Fire FD_2159 Transfer
Transfers Position from FD_2159 to FD_1010
in Fiscal & Administrative Services
Budget & Grants
Administrator.AF040 (0.55) (137,896) (0.55) (136,984) Fire FD_2159 Transfer
Transfers Position from FD_2159 to FD_1010
in Medical Services Administrative Assistant I.SS102 - - ( 1.00) ( 124,634) Fire FD_2159 Transfer
Transfers Position from FD_2159 to FD_1010
in Medical Services
Community Intervention
Specialist MACRO.PP186 (15.00) (2,316,870) (18.00) (2,765,790) Fire FD_2159 Transfer
Transfers Position from FD_2159 to FD_1010
in Medical Services
Emergency Medical Technician
(MACRO).PP187 (12.00) (1,853,496) (15.00) (2,304,825) Fire FD_2159 Transfer
Transfers Position from FD_2159 to FD_1010
in Medical Services Management Assistant.AP235 - - ( 1.00) ( 220,077) Fire FD_2159 Transfer
Transfers Position from FD_2159 to FD_1010
in Medical Services Program Analyst I, PPT.AP357 (0.50) (81,092) ( 0.50) ( 80,509) 123
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
Fire FD_2159 Transfer
Transfers Position from FD_2159 to FD_1010
in Medical Services
Public Information Officer
II.AP299 - - (1.00) (215,761) Fire FD_2160 Transfer
Transfers Position from FD_2160 to FD_1010
in Emergency Management Services
Manager, Emergency
Services.EM181 (0.25) (97,244) (0.25) (96,600) Fire FD_2160 Transfer
Transfers Position from FD_2160 to FD_1010
in Fiscal & Administrative Services Accountant II.AF021 (0.10) (19,097) ( 0.10) ( 18,971) Fire FD_2160 Transfer
Transfers Position from FD_2160 to FD_1010
in Medical Services
Emergency Medical Services
Coordinator.AP179 (1.00) (277,104) (1.00) (275,269) Fire FD_2160 Transfer
Transfers Position from FD_2160 to FD_1010
in Medical Services Program Analyst I.AP292 (1.00) (169,695) ( 1.00) ( 168,574) Fire FD_2250 O&M
Adds Other Contract Services in Medical
Services 5,000 15,000
Fire FD_2250 Transfer
Transfers Position from FD_2250 to FD_1010
in Medical Services
Emergency Medical Services
Coordinator.AP179 (0.27) (74,731) (0.07) (19,247) Fire FD_2250 Transfer
Transfers Position from FD_2250 to FD_2412
in Support Services
Fire Communications
Dispatcher.PS123 (0.29) (62,264) (0.29) (61,967) Fire FD_2254 O&M
Adds Contract Contingencies (Budgetary Only)
in Fire Prevention 100,000 100,000
Fire FD_2412 O&M
Reduces Other Contract Services in Support
Services (83,951) (83,951)
Fire FD_2412 Transfer
Transfers Position from FD_1010 and FD_2250
to FD_2412 in Support Services
Fire Communications
Dispatcher.PS123 0.75 161,028 0.75 160,262 Fire FD_2412 Transfer
Transfers Position from FD_1010 to FD_2412
in Support Services
Fire Communications
Dispatcher.PS123 - - 0.42 89,747 Fire FD_2412 Transfer
Transfers Position from FD_2412 to FD_1010
in Support Services
Fire Communications
Dispatcher.PS123 (1.81) (388,616) (1.84) (393,178) Fire FD_2412 Transfer
Transfers Position from FD_2412 to FD_1010
in Support Services
Fire Communications
Supervisor.SC148 (1.00) (269,299) (1.00) (267,524) Fire FD_2415 O&M Adds Education in Fire Prevention 400,000 400, 000 Fire FD_2415 O&M
Adds Other Contract Services in Fire
Prevention 332,231 332,231
Fire FD_2415 Freeze Freeze Position in Fire Prevention Fire Inspector (Civilian).PS142 (1.00) ( 207,345) ( 1.00) ( 206,328) Fire FD_2415 Freeze Freeze Position in Fire Prevention
Fire Marshal, Assistant (Non-
Sworn).MA148 (1.00) (323,745) (1.00) (321,574) Fire FD_2415 Freeze Freeze Position in Fire Prevention Office Assistant I.SS150 (1.00) ( 98,427) ( 1.00) ( 97,778) Fire FD_2415 Freeze Freeze Position in Fire Prevention Office Assistant II.SS153 (1.00) ( 113,069) ( 1.00) ( 112,322) Fire FD_2415 Add/Delete Position Add/Delete in Fire Prevention Administrative Assistant II.SS104 (1.00) ( 150,981) ( 1.00) ( 149,984) Fire FD_2415 O&M
Reduces Contract Contingencies (Budgetary
Only) in Fire Prevention (58,980) (58,980)
Fire FD_2415 Transfer
Transfers Position from FD_1010 to FD_2145
in Fiscal & Administrative Services Accountant II.AF021 0.45 85,932 0. 31 58, 806 Fire FD_2415 Transfer
Transfers Position from FD_1010 to FD_2415
in Office of the Fire Chief Assistant to the Director.EM118 0.75 243,164 0. 75 241, 579 Fire FD_2415 Transfer
Transfers Position from FD_2415 to FD_1010
in Fire Prevention Administrative Analyst II.AP106 (1.00) (204,399) ( 1.00) ( 203,049) Fire FD_2415 Transfer
Transfers Position from FD_2415 to FD_1010
in Fire Prevention Fire Inspection Supervisor.SC262 (1.00) (250,634) ( 1.00) ( 248,979) Fire FD_2415 Transfer
Transfers Position from FD_2415 to FD_1010
in Fire Prevention Fire Inspector (Civilian).PS142 (4.09) (840,756) ( 4.00) ( 818,335) Fire FD_2415 Transfer
Transfers Position from FD_2415 to FD_1010
in Fire Prevention Fire Marshal (Sworn).EM168 (1.00) (559,154) ( 1.00) ( 588,082) Fire FD_2415 Transfer
Transfers Position from FD_2415 to FD_1010
in Fire Prevention Office Assistant II.SS153 (1.00) (113,069) ( 1.00) ( 112,322) Fire FD_2415 Transfer
Transfers Position from FD_2415 to FD_1010
in Fiscal & Administrative Services
Fire Personnel Operations
Specialist.SC245 (0.10) (22,733) (0.10) (22,582) Fire FD_2415 Transfer
Transfers Position from FD_2415 to FD_1010
in Office of the Fire Chief Hearing Officer.AP396 (0.45) (130,606) ( 0.44) ( 126,860) Fire FD_3100 Transfer
Transfers Position from FD_3100 to FD_1010
in Support Services
Fire Communications
Dispatcher.PS123 (1.00) (211,979) (1.00) (210,958) HCD FD_1010 Revenue Adds Interfund Transfers revenues 1,820,032 1, 952,536 HCD FD_1870 O&M
Adds Operating Transfers Out in
Administration 1,820,032 1,952,536
HCD FD_1870 O&M
Adds Other Contract Services in
Administration 1,000,000 (355,000)
HCD FD_1870 O&M
Adds Other Contract Services in Community
Development & Engagement 2,909,500 3,690,000
HCD FD_1870 O&M
Adds Other Contract Services in Housing
Development Services 241,215 100,000
HCD FD_1870 Add Adds Position in Administration Database Analyst II.AP175 1.00 250, 209 1. 00 248, 707 124
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
HCD FD_1870 O&M
Adds Repairs and Maintenance in Housing
Development Services 150,000 150,000
HCD FD_1870 Freeze Freeze Position in Administration Account Clerk III.AF030 (1.00) ( 161,203) ( 1.00) ( 160,237) HCD FD_1870 Freeze
Freeze Position in Community Development &
Engagement
Home Management Specialist
III.AP198 (0.60) (136,184) (0.60) (135,368) HCD FD_1870 Freeze
Freeze Position in Housing Development
Services
Housing Development
Coordinator II.AP450 (0.50) (102,918) (0.50) (102,301) HCD FD_1870 Freeze
Freeze Position in Housing Development
Services
Housing Development
Coordinator III.AP199 (0.50) (119,165) (0.50) (118,450) HCD FD_1870 Freeze
Freeze Position in Rehabilitation & Residential
Lending Rehabilitation Advisor I.AP312 (1.25) (222,296) ( 1.25) ( 220,964) HCD FD_1870 Add/Delete
Position Add/Delete in Rehabilitation &
Residential Lending Project Manager.EM216 (0.50) (176,062) ( 0.50) ( 175,005) HCD FD_1870 O&M
Reduces Loan Expenditures in Housing
Development Services (1,688,718) (1,688,718)
HCD FD_1870 O&M
Reduces Other Contract Services in
Administration (1,000,000) -
HCD FD_1870 O&M
Reduces Other Expenditures and
Disbursements in Housing Development
Services (200,000) (200,000)
HCD FD_1870 Transfer
Transfers Position from FD_1870 and FD_2413
to FD_2108 in Administration
Deputy Director,
Housing.EM140 (0.20) (89,883) ( 0.20) ( 89,343) HCD FD_1870 Transfer
Transfers Position from FD_1870 to FD_2108
in Community Development & Engagement Project Manager.EM216 (0.30) (105,638) ( 0.30) ( 105,003) HCD FD_1870 Transfer
Transfers Position from FD_1870 to FD_2108
in Rehabilitation & Residential Lending Administrative Assistant II.SS104 (0.50) (83,065) ( 0.50) ( 82,567) HCD FD_1870 Transfer
Transfers Position from FD_1870 to FD_2108
in Rehabilitation & Residential Lending Mortgage Advisor.AP244 (0.50) (98,719) ( 0.50) ( 98,130) HCD FD_1870 Transfer
Transfers Position from FD_1870 to FD_2108
in Rehabilitation & Residential Lending Rehabilitation Advisor III.AP314 (1.00) (226,972) ( 1.00) ( 225,610) HCD FD_1870 Transfer
Transfers Position from FD_1870 to FD_2109
in Housing Development Services
Housing Development
Coordinator III.AP199 (0.25) (59,584) - - HCD FD_1870 Transfer
Transfers Position from FD_1870 to FD_2826
in Housing Development Services
Housing Development
Coordinator III.AP199 (1.00) (238,334) (1.00) (236,904) HCD FD_1870 Transfer
Transfers Position from FD_1870 to FD_2826
in Housing Development Services
Manager, Housing
Development.EM185 (0.50) (194,105) (0.50) (192,941) HCD FD_1870 Transfer
Transfers Position from FD_2108 and FD_2413
to FD_1870 in Administration Accountant II.AF021 0.31 65,140 0. 31 64, 750 HCD FD_1870 Transfer
Transfers Position from FD_2108 and FD_2413
to FD_1870 in Administration
Director of Housing &
Community Dev.EM154 0.55 287,766 0.55 286,054 HCD FD_1870 Transfer
Transfers Position from FD_2108 to FD_1870
in Administration Account Clerk II.AF020 0.25 33,451 0. 25 33, 249 HCD FD_1870 Transfer
Transfers Position from FD_2108 to FD_1870
in Administration
Loan Servicing
Administrator.SC176 0.26 71,726 0.26 71,297 HCD FD_1870 Transfer
Transfers Position from FD_2108 to FD_1870
in Administration Loan Servicing Specialist.AP234 0.15 30,874 0. 15 30, 688 HCD FD_1870 Transfer
Transfers Position from FD_2108 to FD_1870
in Administration Management Assistant.AP235 0.25 63,803 0. 25 63, 419 HCD FD_1870 Transfer
Transfers Position from FD_2108 to FD_1870
in Administration Office Assistant II.SS153 0.38 47,276 0. 38 46, 993 HCD FD_1870 Transfer
Transfers Position from FD_2413 and FD_5341
to FD_1870 in Administration Assistant to the Director.EM118 0.50 176,062 - - HCD FD_1870 Transfer
Transfers Position from FD_2413 to FD_1870
in Administration Administrative Analyst II.AP106 0.25 56,230 0. 25 55, 890 HCD FD_1870 Transfer
Transfers Position from FD_2413 to FD_1870
in Administration Business Analyst III.AP118 0.70 202,770 0. 70 201, 550 HCD FD_1870 Transfer
Transfers Position from FD_2413 to FD_1870
in Administration
Deputy Director,
Housing.EM140 0.25 112,352 0. 25 111, 676 HCD FD_1870 Transfer
Transfers Position from FD_2413 to FD_1870
in Administration
Manager, Agency
Administrative.EM171 0.20 81,523 0.20 81,034 HCD FD_1870 Transfer
Transfers Position from FD_5341 to FD_1870
in Housing Development Services
Housing Development
Coordinator IV.AP200 1.00 289,666 - - HCD FD_1871 O&M
Adds Loan Expenditures in Housing
Development Services 1,388,861 1,680,457
HCD FD_1872 O&M
Adds Loan Expenditures in Housing
Development Services 3,118,812 2,094,408
HCD FD_1885 Revenue Reduces Grants & Subsidies revenues (748,351) ( 748,351) 125
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
HCD FD_1885 O&M
Reduces Loan Expenditures in Housing
Development Services (748,351) (748,351)
HCD FD_2108 Revenue Adds Grants & Subsidies revenues 940,605 1, 028,266 HCD FD_2108 O&M
Adds Miscellaneous Payroll Adjustments in
Administration 282,016 282,016
HCD FD_2108 O&M
Adds Miscellaneous Payroll Adjustments in
Community Development & Engagement 554,232 554,232 HCD FD_2108 O&M
Adds Other Contract Services in Rehabilitation
& Residential Lending 71,570 71,570
HCD FD_2108 O&M
Adds Other Services in Community
Development & Engagement 1,215,984 1,232,686
HCD FD_2108 Freeze
Freeze Position in Community Development &
Engagement
Home Management Specialist
III.AP198 (0.40) (90,789) (0.40) (90,245) HCD FD_2108 Freeze
Freeze Position in Rehabilitation & Residential
Lending Administrative Analyst II.AP106 (1.00) (224,910) ( 1.00) ( 223,560) HCD FD_2108 Freeze
Freeze Position in Rehabilitation & Residential
Lending Rehabilitation Advisor I.AP312 (0.75) (133,376) ( 0.75) ( 132,577) HCD FD_2108 Freeze
Freeze Position in Rehabilitation & Residential
Lending Student Trainee, PT.SS195 (0.50) (45,535) ( 0.50) ( 46,118) HCD FD_2108 Add/Delete
Position Add/Delete in Community
Development & Engagement
Development/Redevelop.
Program Manager.EM233 (1.00) (352,124) (1.00) (350,010) HCD FD_2108 Add/Delete
Position Add/Delete in Community
Development & Engagement
Manager, Housing
Development.EM185 1.00 388,215 1.00 385,885 HCD FD_2108 Add/Delete
Position Add/Delete in Rehabilitation &
Residential Lending
Development/Redevelop.
Program Manager.EM233 1.00 352,123 1.00 350,010 HCD FD_2108 Add/Delete
Position Add/Delete in Rehabilitation &
Residential Lending Project Manager.EM216 (0.50) (176,062) ( 0.50) ( 175,005) HCD FD_2108 Revenue Reduces Interest Income revenues (50,000) ( 50,000) HCD FD_2108 O&M
Reduces Loan Expenditures in Rehabilitation &
Residential Lending (850,000) (850,000)
HCD FD_2108 Revenue Reduces Miscellaneous Revenue revenues (800,000) ( 800,000) HCD FD_2108 O&M
Reduces Other Contract Services in
Community Development & Engagement (315,686) (315,686) HCD FD_2108 Transfer
Transfers Position from FD_1870 and FD_2413
to FD_2108 in Administration
Deputy Director,
Housing.EM140 0.45 202,237 0. 45 201, 023 HCD FD_2108 Transfer
Transfers Position from FD_1870 to FD_2108
in Community Development & Engagement Project Manager.EM216 0.30 105,636 0. 30 105, 001 HCD FD_2108 Transfer
Transfers Position from FD_1870 to FD_2108
in Rehabilitation & Residential Lending Administrative Assistant II.SS104 0.50 83,063 0. 50 82, 564 HCD FD_2108 Transfer
Transfers Position from FD_1870 to FD_2108
in Rehabilitation & Residential Lending Mortgage Advisor.AP244 0.50 98,717 0. 50 98, 130 HCD FD_2108 Transfer
Transfers Position from FD_1870 to FD_2108
in Rehabilitation & Residential Lending Rehabilitation Advisor III.AP314 1.00 226,976 1. 00 225, 613 HCD FD_2108 Transfer
Transfers Position from FD_2108 and FD_2413
to FD_1870 in Administration Accountant II.AF021 (0.20) (42,024) ( 0.20) ( 41,772) HCD FD_2108 Transfer
Transfers Position from FD_2108 and FD_2413
to FD_1870 in Administration
Director of Housing &
Community Dev.EM154 (0.15) (78,484) (0.15) (78,016) HCD FD_2108 Transfer
Transfers Position from FD_2108 to FD_1870
in Administration Account Clerk II.AF020 (0.25) (33,453) ( 0.25) ( 33,253) HCD FD_2108 Transfer
Transfers Position from FD_2108 to FD_1870
in Administration
Loan Servicing
Administrator.SC176 (0.26) (71,729) (0.26) (71,297) HCD FD_2108 Transfer
Transfers Position from FD_2108 to FD_1870
in Administration Loan Servicing Specialist.AP234 (0.15) (30,875) ( 0.15) ( 30,690) HCD FD_2108 Transfer
Transfers Position from FD_2108 to FD_1870
in Administration Office Assistant II.SS153 (0.38) (47,278) ( 0.38) ( 46,995) HCD FD_2108 Transfer
Transfers Position from FD_5341 to FD_2108
in Rehabilitation & Residential Lending
Manager, Housing
Development.EM185 - - 0.24 92,614 HCD FD_2109 Revenue Adds Interest Income revenues 250,000 250, 000 HCD FD_2109 O&M
Adds Loan Expenditures in Housing
Development Services 478,740 483,240
HCD FD_2109 Revenue Adds Miscellaneous Revenue revenues 450,000 450, 000 HCD FD_2109 Revenue Reduces Grants & Subsidies revenues (428,561) ( 426,020) HCD FD_2109 O&M
Reduces Miscellaneous Payroll Adjustments in
Housing Development Services (336,825) (334,807) HCD FD_2109 O&M
Reduces Other Supplies and Commodities in
Housing Development Services (59,023) (59,023) 126
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
HCD FD_2109 Transfer
Transfers Position from FD_1870 to FD_2109
in Housing Development Services
Housing Development
Coordinator III.AP199 0.25 59,584 0.25 59,226 HCD FD_2109 Transfer
Transfers Position from FD_5341 to FD_2109
in Housing Development Services
Housing Development
Coordinator IV.AP200 0.22 63,726 0.22 63,345 HCD FD_2109 Transfer
Transfers Position from FD_5341 to FD_2109
in Housing Development Services
Manager, Housing
Development.EM185 0.30 116,460 0.30 115,763 HCD FD_2144 O&M
Adds Contract Contingencies (Budgetary Only)
in Housing Development Services 204,771 204,771 HCD FD_2144 O&M
Reduces Miscellaneous Payroll Adjustments in
Administration (206,904) (205,662)
HCD FD_2413 O&M
Adds Other Contract Services in Residential
Rent Adjustment 302,558 302,558
HCD FD_2413 O&M
Adds Other Expenditures and Disbursements
in Residential Rent Adjustment 238,778 238,425 HCD FD_2413 Revenue Adds Service Charges revenues 541,786 465, 980 HCD FD_2413 Freeze Freeze Position in Residential Rent Adjustment Administrative Analyst II.AP106 (2.00) ( 449,812) ( 2.00) ( 447,112) HCD FD_2413 Freeze Freeze Position in Residential Rent Adjustment Administrative Assistant I.SS102 (2.00) ( 289,066) ( 2.00) ( 287,330) HCD FD_2413 Freeze Freeze Position in Residential Rent Adjustment Hearing Officer.AP396 (2.00) ( 638,704) ( 2.00) ( 634,872) HCD FD_2413 Add/Delete
Position Add/Delete in Residential Rent
Adjustment Administrative Analyst I.AP103 (1.00) (195,788) ( 1.00) ( 194,598) HCD FD_2413 Transfer
Transfers Position from FD_1870 and FD_2413
to FD_2108 in Administration
Deputy Director,
Housing.EM140 (0.25) (112,351) ( 0.25) ( 111,677) HCD FD_2413 Transfer
Transfers Position from FD_2108 and FD_2413
to FD_1870 in Administration Accountant II.AF021 (0.11) (23,113) ( 0.11) ( 22,975) HCD FD_2413 Transfer
Transfers Position from FD_2108 and FD_2413
to FD_1870 in Administration
Director of Housing &
Community Dev.EM154 (0.40) (209,287) (0.40) (208,041) HCD FD_2413 Transfer
Transfers Position from FD_2413 to FD_1870
in Administration Administrative Analyst II.AP106 (0.25) (56,226) ( 0.25) ( 55,888) HCD FD_2413 Transfer
Transfers Position from FD_2413 to FD_1870
in Administration Assistant to the Director.EM118 (0.25) (88,029) ( 0.25) ( 87,501) HCD FD_2413 Transfer
Transfers Position from FD_2413 to FD_1870
in Administration Business Analyst III.AP118 (0.70) (202,764) ( 0.70) ( 201,548) HCD FD_2413 Transfer
Transfers Position from FD_2413 to FD_1870
in Administration
Deputy Director,
Housing.EM140 (0.25) (112,351) ( 0.25) ( 111,677) HCD FD_2413 Transfer
Transfers Position from FD_2413 to FD_1870
in Administration Management Assistant.AP235 (0.25) (63,803) ( 0.25) ( 63,420) HCD FD_2413 Transfer
Transfers Position from FD_2413 to FD_1870
in Administration
Manager, Agency
Administrative.EM171 (0.20) (81,523) (0.20) (81,034) HCD FD_2423 O&M
Adds Contract Contingencies (Budgetary Only)
in Housing Development Services 610,817 610,817 HCD FD_2423 Revenue Adds Service Charges revenues 760,433 760, 433 HCD FD_2424 Revenue Reduces Service Charges revenues (149,616) ( 149,616) HCD FD_2826 Revenue Adds Transfers from Fund Balance revenues 712,632 708, 056 HCD FD_2826 Transfer
Transfers Position from FD_1870 to FD_2826
in Housing Development Services
Housing Development
Coordinator III.AP199 1.00 238,334 1.00 236,904 HCD FD_2826 Transfer
Transfers Position from FD_1870 to FD_2826
in Housing Development Services
Manager, Housing
Development.EM185 0.50 194,107 0.50 192,942 HCD FD_2826 Transfer
Transfers Position from FD_5341 to FD_2826
in Housing Development Services
Manager, Housing
Development.EM185 0.85 329,983 0.85 328,002 HCD FD_2830 O&M
Adds Other Contract Services in Housing
Development Services 100,000 50,000
HCD FD_2830 O&M
Adds Repairs and Maintenance in Housing
Development Services 295,000 295,000
HCD FD_2830 O&M
Reduces Loan Expenditures in Housing
Development Services (395,000) (339,680)
HCD FD_5341 O&M
Adds Miscellaneous Payroll Adjustments in
Administration 182,209 691,895
HCD FD_5341 O&M
Adds Miscellaneous Payroll Adjustments in
Housing Development Services 1,132,737 1,458,544 HCD FD_5341 O&M
Adds Miscellaneous Payroll Adjustments in
Rehabilitation & Residential Lending 70,652 448,693 HCD FD_5341 Add Adds Position in Administration Project Manager II.EM211 - ( 33,864) ( 0.50) ( 202,585) HCD FD_5341 Add
Adds Position in Housing Development
Services
Housing Development
Coordinator IV.AP200 - (48,130) (1.00) (287,926) HCD FD_5341 Freeze
Freeze Position in Housing Development
Services
Housing Development
Coordinator II.AP450 (0.50) (102,918) (0.50) (102,301) HCD FD_5341 Freeze
Freeze Position in Housing Development
Services
Housing Development
Coordinator III.AP199 (0.50) (119,165) (0.50) (118,450) 127
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
HCD FD_5341 Freeze
Freeze Position in Housing Development
Services
Housing Development
Coordinator IV.AP200 (1.00) (289,666) (1.00) (287,926) HCD FD_5341 Transfer
Transfers Position from FD_1870 and FD_2413
to FD_2108 in Administration
Deputy Director,
Housing.EM140 - (18,668) ( 0.25) ( 111,677) HCD FD_5341 Transfer
Transfers Position from FD_2108 and FD_2413
to FD_1870 in Administration Accountant II.AF021 - (8,728) ( 0.25) ( 52,214) HCD FD_5341 Transfer
Transfers Position from FD_2108 and FD_2413
to FD_1870 in Administration
Director of Housing &
Community Dev.EM154 - (17,248) (0.20) (104,021) HCD FD_5341 Transfer
Transfers Position from FD_5341 to FD_1870
in Administration Assistant to the Director.EM118 (0.25) (88,029) ( 0.25) ( 87,501) HCD FD_5341 Transfer
Transfers Position from FD_5341 to FD_1870
in Housing Development Services
Housing Development
Coordinator IV.AP200 (1.00) (289,666) (1.00) (287,926) HCD FD_5341 Transfer
Transfers Position from FD_5341 to FD_2108
in Rehabilitation & Residential Lending
Manager, Housing
Development.EM185 - (15,481) (0.24) (92,614) HCD FD_5341 Transfer
Transfers Position from FD_5341 to FD_2109
and FD_2826 in Housing Development
Services
Manager, Housing
Development.EM185 (1.00) (388,215) (1.00) (385,885) HCD FD_5341 Transfer
Transfers Position from FD_5341 to FD_2109
in Housing Development Services
Housing Development
Coordinator IV.AP200 (0.22) (63,726) (0.22) (63,345) HCD FD_5341 Transfer
Transfers Position from FD_5341 to FD_2109
in Housing Development Services
Manager, Housing
Development.EM185 (0.15) (64,684) (0.25) (96,473) HCD FD_5341 Transfer
Transfers Position from FD_5341 to FD_5343
in Administration Administrative Analyst II.AP106 - (9,342) ( 0.25) ( 55,888) HCD FD_5341 Transfer
Transfers Position from FD_5341 to FD_5343
in Administration
Manager, Agency
Administrative.EM171 - (13,546) (0.20) (81,034) HCD FD_5341 Transfer
Transfers Position from FD_5341 to FD_5343
in Housing Development Services
Housing Development
Coordinator I.AP449 - (10,342) (0.35) (61,869) HCD FD_5341 Transfer
Transfers Position from FD_5341 to FD_5343
in Rehabilitation & Residential Lending Administrative Analyst II.AP106 - (18,685) ( 0.50) ( 111,777) HCD FD_5341 Transfer
Transfers Position from FD_5341 to FD_5343
in Rehabilitation & Residential Lending
Housing Development
Coordinator II.AP450 - (17,101) (0.50) (102,301) HCD FD_5341 Transfer
Transfers Position from FD_5341 to FD_5343
in Rehabilitation & Residential Lending
Housing Development
Coordinator IV.AP200 - (24,065) (0.50) (143,964) HCD FD_5343 O&M
Adds Loan Expenditures in Housing
Development Services 100,189,061 78,632,529
HCD FD_5343 Revenue
Adds Miscellaneous Revenue revenues
(Measure U - Tranche 2 - Housing) 100,189,061 80,000,000 HCD FD_5343 Add Adds Position in Administration Project Manager II.EM211 - - 0. 50 168, 721 HCD FD_5343 Add
Adds Position in Housing Development
Services
Housing Development
Coordinator IV.AP200 - - 1.00 239,796 HCD FD_5343 Transfer
Transfers Position from FD_1870 and FD_2413
to FD_2108 in Administration
Deputy Director,
Housing.EM140 - - 0. 25 93, 009 HCD FD_5343 Transfer
Transfers Position from FD_1870 to FD_2826
in Housing Development Services
Manager, Housing
Development.EM185 - - 0.10 32,138 HCD FD_5343 Transfer
Transfers Position from FD_2108 and FD_2413
to FD_1870 in Administration Accountant II.AF021 - - 0. 25 43, 486 HCD FD_5343 Transfer
Transfers Position from FD_2108 and FD_2413
to FD_1870 in Administration
Director of Housing &
Community Dev.EM154 - - 0.20 86,773 HCD FD_5343 Transfer
Transfers Position from FD_5341 to FD_5343
in Administration Administrative Analyst II.AP106 - - 0. 25 46, 546 HCD FD_5343 Transfer
Transfers Position from FD_5341 to FD_5343
in Administration
Manager, Agency
Administrative.EM171 - - 0.20 67,488 HCD FD_5343 Transfer
Transfers Position from FD_5341 to FD_5343
in Housing Development Services
Housing Development
Coordinator I.AP449 - - 0.35 51,527 HCD FD_5343 Transfer
Transfers Position from FD_5341 to FD_5343
in Housing Development Services
Housing Development
Coordinator IV.AP200 - - 1.00 239,796 HCD FD_5343 Transfer
Transfers Position from FD_5341 to FD_5343
in Rehabilitation & Residential Lending Administrative Analyst II.AP106 - - 0. 50 93, 092 HCD FD_5343 Transfer
Transfers Position from FD_5341 to FD_5343
in Rehabilitation & Residential Lending
Housing Development
Coordinator II.AP450 - - 0.50 85,200 HCD FD_5343 Transfer
Transfers Position from FD_5341 to FD_5343
in Rehabilitation & Residential Lending
Housing Development
Coordinator IV.AP200 - - 0.50 119,899 HSD FD_1010 O&M
Adds Other Contract Services in Aging & Adult
Services 625,000 575,000
128
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
HSD FD_1010 O&M
Adds Other Contract Services in Community
Housing Services 2,362,083 1,701,028
HSD FD_1010 O&M
Adds Other Contract Services in Early
Childhood & Family Services 1,632,729 248,056
HSD FD_1010 Add Adds Position in HSD Administration Administrative Analyst I.AP103 0.30 48, 593 0. 30 48, 244 HSD FD_1010 Add Adds Position in HSD Administration
Administrative Services
Manager II.EM100 0.25 73,402 0.25 72,874 HSD FD_1010 Revenue Adds Transfers from Fund Balance revenues 564,730 564, 730 HSD FD_1010 Delete Deletes Position in Aging & Adult Services Administrative Assistant I.SS102 (3.00) ( 367,648) ( 3.00) ( 364,950) HSD FD_1010 Freeze Freeze Position in Aging & Adult Services Administrative Assistant I.SS102 - ( 80,347) ( 1.00) ( 119,650) HSD FD_1010 Freeze
Freeze Position in Community Housing
Services Data Analyst III.AP172 (1.00) (253,617) ( 1.00) ( 251,792) HSD FD_1010 Freeze Freeze Position in HSD Administration Health & Human Services
Program Planner.AP196 - (48,683) (0.35) (72,500) HSD FD_1010 O&M
Reduces Operating Transfers Out in Children &
Youth Services (1,328,034) (495,937)
HSD FD_1010 O&M
Reduces Other Contract Services in Alameda
Cty. - Oakland Community Action Partnership (100,000) (100,000) HSD FD_1010 O&M
Reduces Other Contract Services in HSD
Administration (420,263) (420,263)
HSD FD_1010 Transfer
Transfers Position from FD_1010 to FD_1780
and FD_2128 in HSD Administration Accountant III.AF031 (0.85) (175,335) ( 0.85) ( 174,073) HSD FD_1010 Transfer
Transfers Position from FD_1010 to FD_1780
in Children & Youth Services Management Intern, PT.MA133 (0.50) (43,019) ( 0.50) ( 43,746) HSD FD_1010 Transfer
Transfers Position from FD_1010 to FD_1870
and FD_2244 in HSD Administration
Director of Human
Services.EM153 (0.95) (415,131) (0.95) (412,171) HSD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2128
and FD_2138 in Early Childhood & Family
Services Office Assistant II.SS153 (1.00) (103,740) ( 1.00) ( 102,995) HSD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2128
in Aging & Adult Services
Senior Services
Supervisor.SC220 (0.16) (31,990) ( 0.16) ( 31,762) HSD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2128
in Early Childhood & Family Services Administrative Assistant II.SS104 (0.40) (56,630) ( 0.40) ( 56,214) HSD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2128
in Early Childhood & Family Services
Health & Human Services
Program Planner.AP196 (0.60) (125,179) (0.60) (124,278) HSD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2128
in Early Childhood & Family Services
Manager, Human
Services.EM254 (0.20) (64,740) - - HSD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2138
and FD_2244 in HSD Administration
Manager, Agency
Administrative.EM171 (0.45) (246,419) (0.49) (165,343) HSD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2138
in Early Childhood & Family Services
City Administrator
Analyst.MA109 (0.60) (129,212) (0.60) (128,285) HSD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2159
and FD_2244 in Community Housing Services Accountant II.AF021 (1.00) (175,204) ( 1.00) ( 173,943) HSD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2159
and FD_2244 in HSD Administration Accountant II.AF021 0.33 57,817 0. 33 57, 401 HSD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2159
and FD_2244 in HSD Administration
Executive Assistant to the
Director.SS124 (0.25) (42,910) (0.25) (42,602) HSD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2159
in Early Childhood & Family Services Administrative Assistant II.SS104 (1.00) (140,046) ( 1.00) ( 139,024) HSD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2160
and FD_2220 in Aging & Adult Services Outreach Developer.PP165 (1.00) (171,640) ( 1.00) ( 170,405) HSD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2160
in Aging & Adult Services Senior Center Director.PP143 (0.15) (23,343) ( 0.20) ( 30,892) HSD FD_1010 Transfer
Transfers Position from FD_2120 to FD_2220
in HSD Administration Accountant III.AF031 0.18 37,130 0. 18 36, 862 HSD FD_1010 Transfer
Transfers Position from FD_2128 to FD_1010
in Aging & Adult Services Administrative Assistant I.SS102 0.34 40,976 0. 34 40, 681 129
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
HSD FD_1010 Transfer
Transfers Position from FD_2159 to FD_2220
in Aging & Adult Services
Manager, Human
Services.EM254 0.85 276,555 0.85 274,575 HSD FD_1010 Transfer
Transfers Position from FD_2159 to FD_2220
in HSD Administration
Manager, Human
Services.EM254 (0.50) (162,679) (0.50) (161,514) HSD FD_1010 Transfer
Transfers Position from FD_2220 to FD_1010
in Aging & Adult Services Senior Aide, PT.PP142 0.50 16,501 0. 50 16, 548 HSD FD_1010 Unfreeze Unfreeze Position in HSD Administration Deputy Director,
Housing.EM140 0.05 18, 736 - - HSD FD_1030 O&M
Adds Other Contract Services in Aging & Adult
Services 548,156 548,156
HSD FD_1030 O&M
Adds Other Contract Services in Alameda Cty. -
Oakland Community Action Partnership 750,000 750,000 HSD FD_1030 Revenue Adds Transfers from Fund Balance revenues 1,070,249 1, 231,977 HSD FD_1030 Delete
Deletes Position in Alameda Cty. - Oakland
Community Action Partnership
Food Program Coordinator,
PPT.SC152 (0.50) (66,636) (0.50) (66,157) HSD FD_1780 Freeze Freeze Position in HSD Administration Administrative Analyst I.AP103 (0.15) ( 30,087) ( 0.15) ( 29,912) HSD FD_1780 Revenue Reduces Interfund Transfers revenues (1,328,034) ( 495,937) HSD FD_1780 O&M
Reduces Other Contract Services in Children &
Youth Services (1,572,006) (22,536,058)
HSD FD_1780 Transfer
Transfers Position from FD_1010 to FD_1780
and FD_2128 in HSD Administration Accountant III.AF031 0.30 76,617 0. 30 76, 172 HSD FD_1780 Transfer
Transfers Position from FD_1010 to FD_1780
in Children & Youth Services Management Intern, PT.MA133 0.50 59,510 0. 50 60, 237 HSD FD_1780 Transfer
Transfers Position from FD_2138 to FD_1780
and FD_ 2159 in Early Childhood & Family
Services Accountant III.AF031 (0.10) (25,538) ( 0.10) ( 25,389) HSD FD_1870 Freeze
Freeze Position in Community Housing
Services Case Manager I.AP126 (1.00) (183,604) ( 1.00) ( 182,536) HSD FD_1870 Transfer
Transfers Position from FD_1010 to FD_1870
and FD_2244 in HSD Administration
Director of Human
Services.EM153 0.30 162,013 0.30 161,078 HSD FD_1870 Unfreeze Unfreeze Position in HSD Administration Deputy Director,
Housing.EM140 0.08 37, 119 1. 00 461, 281 HSD FD_1882 O&M
Adds Other Contract Services in Community
Housing Services 107,050 110,047
HSD FD_1882 O&M
Reduces Repairs and Maintenance in
Community Housing Services (107,050) (107,050) HSD FD_2102 Revenue Adds Grants & Subsidies revenues 686,870 686, 870 HSD FD_2102 O&M
Adds Other Contract Services in Children &
Youth Services 27,210 27,210
HSD FD_2102 O&M
Adds Other Supplies and Commodities in Early
Childhood & Family Services 255,000 255,000
HSD FD_2103 Revenue Adds Grants & Subsidies revenues 83,903 83, 903 HSD FD_2103 O&M
Adds Other Supplies and Commodities in
Community Housing Services 858,002 -
HSD FD_2103 O&M
Adds Work Order Expenditures in Community
Housing Services 713,095 464,274
HSD FD_2103 Freeze Freeze Position in HSD Administration Administrative Analyst I.AP103 (0.15) ( 30,087) ( 0.15) ( 29,912) HSD FD_2103 O&M
Reduces Other Contract Services in
Community Housing Services (1,800,729) (13,397,923) HSD FD_2103 Transfer
Transfers Position from FD_2159 to FD_2103
in Community Housing Services Administrative Analyst II.AP106 1.00 232,196 1. 00 230, 846 HSD FD_2108 O&M
Reduces Other Contract Services in
Community Housing Services - (405,016) HSD FD_2108 O&M
Reduces Other Supplies and Commodities in
Community Housing Services (91,424) (87,275) HSD FD_2108 Transfer
Transfers Position from FD_2159 to FD_2108
in HSD Administration Accountant III.AF031 0.50 127,701 0. 50 126, 957 HSD FD_2120 Revenue Reduces Grants & Subsidies revenues (206,787) ( 206,787) HSD FD_2120 O&M
Reduces Other Services in Aging & Adult
Services (245,339) (292,403)
HSD FD_2120 Transfer
Transfers Position from FD_2120 to FD_2220
in Aging & Adult Services Accountant III.AF031 (0.15) (38,306) ( 0.15) ( 38,084) HSD FD_2120 Transfer
Transfers Position from FD_2120 to FD_2220
in Aging & Adult Services Office Assistant I, PT.SS152 (1.09) (90,991) ( 1.09) ( 92,024) HSD FD_2120 Transfer
Transfers Position from FD_2159 to FD_2108
in Community Housing Services Accountant III.AF031 (0.10) (25,538) ( 0.10) ( 25,389) HSD FD_2128 Revenue Adds Grants & Subsidies revenues 902,627 901, 363 HSD FD_2128 O&M
Adds Other Contract Services in Early
Childhood & Family Services 925,803 925,803
130
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
HSD FD_2128 Add Adds Position in Aging & Adult Services Case Manager I.AP126 1.00 183, 604 1. 00 182, 536 HSD FD_2128 Add
Adds Position in Alameda Cty. - Oakland
Community Action Partnership Administrative Assistant II.SS104 1.00 171,513 1. 00 170, 516 HSD FD_2128 O&M
Adds Rental of Real and Personal Property in
Early Childhood & Family Services 78,038 78,038 HSD FD_2128 O&M
Adds Stationery and Office Supplies in Early
Childhood & Family Services 189,821 188,661
HSD FD_2128 Freeze Freeze Position in HSD Administration Administrative Analyst I.AP103 (0.22) ( 44,124) ( 0.22) ( 43,867) HSD FD_2128 Org Change
Position Code Change to Organization in
Alameda Cty. - Oakland Community Action
Partnership Project Manager.EM216 1.00 363,536 1. 00 361, 423 HSD FD_2128 Org Change
Position Code Change to Organization in HSD
Administration Project Manager.EM216 (1.00) (363,536) ( 1.00) ( 361,423) HSD FD_2128 O&M
Reduces Athletic, Craft and Cultural Supplies in
Early Childhood & Family Services (154,170) (154,170) HSD FD_2128 O&M
Reduces Buildings in Early Childhood & Family
Services (60,000) (60,000)
HSD FD_2128 O&M
Reduces Education in Early Childhood &
Family Services (155,761) (155,761)
HSD FD_2128 O&M
Reduces Other Contract Services in Aging &
Adult Services (87,288) (442,735)
HSD FD_2128 O&M
Reduces Other Contract Services in Alameda
Cty. - Oakland Community Action Partnership (355,465) (780,478) HSD FD_2128 O&M
Reduces Other Contract Services in Early
Childhood & Family Services (2,952,043) (4,768,619) HSD FD_2128 O&M
Reduces Other Contract Services in HSD
Administration (62,584) (610,473)
HSD FD_2128 O&M
Reduces Other Services in Early Childhood &
Family Services (99,000) (99,000)
HSD FD_2128 O&M
Reduces Other Supplies and Commodities in
Aging & Adult Services (55,381) (55,381)
HSD FD_2128 O&M
Reduces Other Supplies and Commodities in
Early Childhood & Family Services (246,702) (246,702) HSD FD_2128 O&M
Reduces Promotion in Early Childhood &
Family Services (121,000) (121,000)
HSD FD_2128 O&M
Reduces Repairs and Maintenance in Early
Childhood & Family Services 84,176 (160,000) HSD FD_2128 Transfer
Transfers Position from FD_1010 to FD_1780
and FD_2128 in HSD Administration Accountant III.AF031 0.30 76,616 0. 30 76, 172 HSD FD_2128 Transfer
Transfers Position from FD_1010 to FD_2128
and FD_2138 in Early Childhood & Family
Services Office Assistant II.SS153 0.40 51,377 0. 40 51, 077 HSD FD_2128 Transfer
Transfers Position from FD_1010 to FD_2128
in Aging & Adult Services
Senior Services
Supervisor.SC220 0.16 39,613 0. 16 39, 382 HSD FD_2128 Transfer
Transfers Position from FD_1010 to FD_2128
in Early Childhood & Family Services Administrative Assistant II.SS104 0.40 69,826 0. 40 69, 410 HSD FD_2128 Transfer
Transfers Position from FD_1010 to FD_2128
in Early Childhood & Family Services
Health & Human Services
Program Planner.AP196 0.60 154,992 0.60 154,090 HSD FD_2128 Transfer
Transfers Position from FD_1010 to FD_2128
in Early Childhood & Family Services
Manager, Human
Services.EM254 0.20 80,159 - - HSD FD_2128 Transfer
Transfers Position from FD_2128 to FD_1010
in Aging & Adult Services Administrative Assistant I.SS102 (1.00) (149,218) ( 1.00) ( 148,350) HSD FD_2128 Transfer
Transfers Position from FD_2128 to FD_2138
and FD_2159 in Early Childhood & Family
Services
Early Childhood Education
Manager.MA171 (0.75) (235,513) (0.75) (234,147) HSD FD_2128 Transfer
Transfers Position from FD_2128 to FD_2138
and FD_2159 in Early Childhood & Family
Services
Head Start Program Operations
Manager.MA172 (0.75) (235,513) (0.75) (234,147) HSD FD_2128 Transfer
Transfers Position from FD_2128 to FD_2138
in Early Childhood & Family Services
Early Childhood Center
Director.PP113 (2.00) (333,667) (2.00) (331,684) HSD FD_2128 Transfer
Transfers Position from FD_2128 to FD_2138
in Early Childhood & Family Services
Head Start/EHS Assistant
Instructor.PP188 (1.00) (82,847) (1.00) (82,364) HSD FD_2128 Transfer
Transfers Position from FD_2128 to FD_2159
in Early Childhood & Family Services
Early Head Start
Instructor.PP174 (1.00) (124,176) (1.00) ( 123,440) 131
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
HSD FD_2128 Transfer
Transfers Position from FD_2128 to FD_2159
in Early Childhood & Family Services Family Services Specialist.PP193 (1.00) (160,410) ( 1.00) ( 159,477) HSD FD_2128 Transfer
Transfers Position from FD_2128 to FD_2264
in Early Childhood & Family Services
Early Childhood Center
Director.PP113 (1.00) (166,072) (1.00) (165,092) HSD FD_2128 Transfer
Transfers Position from FD_2128 to FD_2264
in Early Childhood & Family Services
Head Start Coach
Coordinator.PP181 (1.00) (183,602) (1.00) (182,534) HSD FD_2128 Transfer
Transfers Position from FD_2128 to FD_2264
in Early Childhood & Family Services
Head Start Education
Coordinator.PP108 (1.00) (183,604) (1.00) (182,536) HSD FD_2128 Transfer
Transfers Position from FD_2128 to FD_2264
in Early Childhood & Family Services Head Start Instructor.PP114 (2.00) (245,304) ( 2.00) ( 243,880) HSD FD_2128 Transfer
Transfers Position from FD_2138 to FD_2128
in Early Childhood & Family Services Case Manager I.AP126 1.00 183,604 1. 00 182, 536 HSD FD_2128 Transfer
Transfers Position from FD_2138 to FD_2128
in Early Childhood & Family Services Family Services Specialist.PP193 1.00 160,412 1. 00 159, 479 HSD FD_2128 Transfer
Transfers Position from FD_2138 to FD_2128
in Early Childhood & Family Services Home Base Specialist.SC267 1.00 258,220 1. 00 256, 718 HSD FD_2128 Transfer
Transfers Position from FD_2159 to FD_2108
in Community Housing Services Accountant III.AF031 (0.20) (51,078) ( 0.20) ( 50,782) HSD FD_2128 Transfer
Transfers Position from FD_2264 to FD_2128
in Early Childhood & Family Services Head Start Supervisor.SC160 1.00 261,266 1. 00 259, 718 HSD FD_2138 Add Adds Position in HSD Administration Administrative Analyst I.AP103 0.23 46, 128 0. 23 45, 860 HSD FD_2138 Add Adds Position in HSD Administration
Administrative Services
Manager II.EM100 0.25 90,882 0.25 90,354 HSD FD_2138 O&M
Adds Utilities in Early Childhood & Family
Services 82,865 115,365
HSD FD_2138 Freeze Freeze Position in HSD Administration Administrative Analyst I.AP103 (0.23) ( 46,128) ( 0.23) ( 45,860) HSD FD_2138 O&M
Reduces Athletic, Craft and Cultural Supplies in
Early Childhood & Family Services (1,026,905) (1,026,905) HSD FD_2138 Revenue Reduces Grants & Subsidies revenues (3,368,323) ( 3,368,323) HSD FD_2138 O&M
Reduces Other Contract Services in Early
Childhood & Family Services (466,424) (466,424) HSD FD_2138 O&M
Reduces Rental of Real and Personal Property
in Early Childhood & Family Services (155,164) (192,834) HSD FD_2138 Transfer
Transfers Position from FD_1010 to FD_2128
and FD_2138 in Early Childhood & Family
Services Office Assistant II.SS153 0.60 77,067 0. 60 76, 618 HSD FD_2138 Transfer
Transfers Position from FD_1010 to FD_2138
and FD_2244 in HSD Administration
Manager, Agency
Administrative.EM171 0.15 31,562 0.15 62,758 HSD FD_2138 Transfer
Transfers Position from FD_1010 to FD_2138
in Early Childhood & Family Services
City Administrator
Analyst.MA109 0.60 159,988 0.60 159,058 HSD FD_2138 Transfer
Transfers Position from FD_2128 to FD_2138
and FD_2159 in Early Childhood & Family
Services
Early Childhood Education
Manager.MA171 0.30 94,205 0.30 93,658 HSD FD_2138 Transfer
Transfers Position from FD_2128 to FD_2138
and FD_2159 in Early Childhood & Family
Services
Head Start Program Operations
Manager.MA172 0.30 94,205 0.30 93,658 HSD FD_2138 Transfer
Transfers Position from FD_2128 to FD_2138
in Early Childhood & Family Services
Early Childhood Center
Director.PP113 2.00 333,667 2.00 331,684 HSD FD_2138 Transfer
Transfers Position from FD_2128 to FD_2138
in Early Childhood & Family Services
Head Start/EHS Assistant
Instructor.PP188 1.00 82,845 1.00 82,364 HSD FD_2138 Transfer
Transfers Position from FD_2128 to FD_2159
in Early Childhood & Family Services
Early Head Start
Instructor.PP174 (8.00) (981,216) (8.00) (975,520) HSD FD_2138 Transfer
Transfers Position from FD_2128 to FD_2264
in Early Childhood & Family Services Head Start Instructor.PP114 2.00 245,304 2. 00 243, 880 132
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
HSD FD_2138 Transfer
Transfers Position from FD_2138 to FD_1780
and FD_ 2159 in Early Childhood & Family
Services Accountant III.AF031 (0.90) (229,857) ( 0.90) ( 228,520) HSD FD_2138 Transfer
Transfers Position from FD_2138 to FD_2128
in Early Childhood & Family Services Case Manager I.AP126 (1.00) (183,604) ( 1.00) ( 182,536) HSD FD_2138 Transfer
Transfers Position from FD_2138 to FD_2128
in Early Childhood & Family Services Family Services Specialist.PP193 (1.00) (160,410) ( 1.00) ( 159,477) HSD FD_2138 Transfer
Transfers Position from FD_2138 to FD_2128
in Early Childhood & Family Services Home Base Specialist.SC267 (1.00) (258,219) ( 1.00) ( 256,718) HSD FD_2138 Transfer
Transfers Position from FD_2138 to FD_2159
in Early Childhood & Family Services Account Clerk II.AF020 (1.00) (138,143) ( 1.00) ( 137,339) HSD FD_2138 Transfer
Transfers Position from FD_2138 to FD_2159
in Early Childhood & Family Services
Administrative Services
Manager I.MA103 (0.50) (157,003) (0.50) (156,090) HSD FD_2138 Transfer
Transfers Position from FD_2138 to FD_2159
in Early Childhood & Family Services
Early Head Start
Instructor.PP174 (3.00) (371,004) (3.00) (368,820) HSD FD_2138 Transfer
Transfers Position from FD_2138 to FD_2159
in Early Childhood & Family Services
Head Start/EHS Assistant
Instructor.PP188 (2.00) (165,690) (2.00) (164,728) HSD FD_2138 Transfer
Transfers Position from FD_2138 to FD_2159
in Early Childhood & Family Services
Head Start/EHS Associate
Instructor.PP175 (8.00) (785,424) (8.00) (780,856) HSD FD_2138 Transfer
Transfers Position from FD_2138 to FD_2159
in Early Childhood & Family Services Office Assistant I, PT.SS152 (0.53) (44,242) ( 0.53) ( 44,744) HSD FD_2138 Transfer
Transfers Position from FD_2138 to FD_2159
in Early Childhood & Family Services Office Assistant II.SS153 (1.00) (128,446) ( 1.00) ( 127,699) HSD FD_2138 Transfer
Transfers Position from FD_2138 to FD_2264
in Early Childhood & Family Services
Head Start/EHS Assistant
Instructor.PP188 (2.00) (165,690) (2.00) (164,728) HSD FD_2138 Transfer
Transfers Position from FD_2159 to FD_2138
in Early Childhood & Family Services Accountant II.AF021 (1.00) (216,926) ( 1.00) ( 215,666) HSD FD_2138 Transfer
Transfers Position from FD_2159 to FD_2138
in HSD Administration Accountant II.AF021 1.00 216,927 1. 00 215, 666 HSD FD_2138 Transfer
Transfers Position from FD_2264 to FD_2138
in Early Childhood & Family Services
Early Childhood Center
Director.PP113 1.00 164,548 1.00 163,592 HSD FD_2159 Revenue Adds Grants & Subsidies revenues 3,345,812 3, 345,812 HSD FD_2159 O&M
Adds Other Contract Services in Early
Childhood & Family Services 258,937 -
HSD FD_2159 Add Adds Position in Aging & Adult Services Administrative Analyst II.AP106 0.50 116, 096 0. 50 115, 422 HSD FD_2159 Freeze Freeze Position in HSD Administration Health & Human Services
Program Planner.AP196 - (111,938) (0.65) (166,930) HSD FD_2159 O&M
Reduces Miscellaneous Payroll Adjustments in
Community Housing Services (1,223,093) (1,215,982) HSD FD_2159 O&M
Reduces Other Contract Services in
Community Housing Services (14,223,283) (14,223,283) HSD FD_2159 Transfer
Transfers Position from 2159 to 1010 in Aging
& Adult Services Administrative Assistant I.SS102 0.66 98,484 0. 66 97, 913 HSD FD_2159 Transfer
Transfers Position from FD_1010 to FD_1780
and FD_2128 in HSD Administration Accountant III.AF031 0.25 63,850 0. 25 63, 478 HSD FD_2159 Transfer
Transfers Position from FD_1010 to FD_2159
and FD_2244 in HSD Administration Accountant II.AF021 0.34 73,756 0. 34 73, 328 HSD FD_2159 Transfer
Transfers Position from FD_1010 to FD_2159
in Early Childhood & Family Services Administrative Assistant II.SS104 1.00 173,036 1. 00 172, 016 HSD FD_2159 Transfer
Transfers Position from FD_2120 to FD_2220
in Aging & Adult Services Accountant III.AF031 (0.18) (45,972) ( 0.18) ( 45,704) HSD FD_2159 Transfer
Transfers Position from FD_2128 to FD_2138
and FD_2159 in Early Childhood & Family
Services
Early Childhood Education
Manager.MA171 0.45 141,307 0.45 140,486 133
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
HSD FD_2159 Transfer
Transfers Position from FD_2128 to FD_2138
and FD_2159 in Early Childhood & Family
Services
Head Start Program Operations
Manager.MA172 0.45 141,307 0.45 140,486 HSD FD_2159 Transfer
Transfers Position from FD_2128 to FD_2159
in Early Childhood & Family Services
Early Head Start
Instructor.PP174 9.00 1,105,392 9.00 1,098,960 HSD FD_2159 Transfer
Transfers Position from FD_2128 to FD_2159
in Early Childhood & Family Services Family Services Specialist.PP193 1.00 160,410 1. 00 159, 477 HSD FD_2159 Transfer
Transfers Position from FD_2138 to FD_1780
and FD_ 2159 in HSD Administration Accountant III.AF031 0.90 229,857 0. 90 228, 520 HSD FD_2159 Transfer
Transfers Position from FD_2138 to FD_2159
in Early Childhood & Family Services
Administrative Services
Manager I.MA103 0.50 157,010 0.50 156,098 HSD FD_2159 Transfer
Transfers Position from FD_2138 to FD_2159
in Early Childhood & Family Services
Early Head Start
Instructor.PP174 3.00 371,004 3.00 368,820 HSD FD_2159 Transfer
Transfers Position from FD_2138 to FD_2159
in Early Childhood & Family Services
Head Start/EHS Assistant
Instructor.PP188 3.00 248,535 3.00 247,092 HSD FD_2159 Transfer
Transfers Position from FD_2138 to FD_2159
in Early Childhood & Family Services
Head Start/EHS Associate
Instructor.PP175 8.00 785,424 8.00 780,856 HSD FD_2159 Transfer
Transfers Position from FD_2138 to FD_2159
in Early Childhood & Family Services Office Assistant I, PT.SS152 0.53 44,242 0. 53 44, 744 HSD FD_2159 Transfer
Transfers Position from FD_2138 to FD_2159
in Early Childhood & Family Services Office Assistant II.SS153 1.00 128,446 1. 00 127, 699 HSD FD_2159 Transfer
Transfers Position from FD_2138 to FD_2159
in HSD Administration Account Clerk II.AF020 1.00 138,143 1. 00 137, 339 HSD FD_2159 Transfer
Transfers Position from FD_2159 to FD_2103
in Community Housing Services Administrative Analyst II.AP106 (1.00) (232,196) ( 1.00) ( 230,846) HSD FD_2159 Transfer
Transfers Position from FD_2159 to FD_2108
in HSD Administration Accountant III.AF031 0.50 127,701 0. 50 126, 957 HSD FD_2159 Transfer
Transfers Position from FD_2159 to FD_2220
in HSD Administration
Manager, Human
Services.EM254 (0.50) (201,223) (0.50) (200,058) HSD FD_2160 Revenue Adds Grants & Subsidies revenues 21,337 51, 821 HSD FD_2160 O&M
Reduces Other Contract Services in
Community Housing Services - (536,703) HSD FD_2160 O&M Reduces Utilities in Aging & Adult Services (55,996) ( 55,996) HSD FD_2160 Transfer
Transfers Position from FD_1010 to FD_2160
and FD_2220 in Aging & Adult Services Outreach Developer.PP165 0.10 21,248 0. 10 21, 124 HSD FD_2160 Transfer
Transfers Position from FD_1010 to FD_2160
in Aging & Adult Services Senior Center Director.PP143 0.15 28,908 0. 20 38, 316 HSD FD_2220 Add Adds Position in Aging & Adult Services Administrative Analyst II.AP106 0.50 116, 096 0. 50 115, 422 HSD FD_2220 Add Adds Position in Aging & Adult Services Administrative Assistant II.SS104 3.00 514, 539 3. 00 511, 548 HSD FD_2220 Add Adds Position in HSD Administration
Administrative Services
Manager II.EM100 0.25 90,882 0.25 90,354 HSD FD_2220 Revenue Adds Sales Tax revenues 65,692 ( 25,118) HSD FD_2220 Freeze Freeze Position in HSD Administration Administrative Analyst I.AP103 (0.25) ( 50,141) ( 0.25) ( 49,848) HSD FD_2220 O&M
Reduces Contract Contingencies (Budgetary
Only) in Aging & Adult Services (133,213) (133,213) HSD FD_2220 O&M
Reduces Other Contract Services in Aging &
Adult Services (482,395) (1,979,671)
HSD FD_2220 Revenue Reduces Service Charges revenues (137,116) ( 140,956) HSD FD_2220 Transfer
Transfers Position from FD_1010 to FD_2160
and FD_2220 in Aging & Adult Services Outreach Developer.PP165 0.90 191,262 0. 90 190, 150 HSD FD_2220 Transfer
Transfers Position from FD_2120 to FD_2220
in Aging & Adult Services Accountant III.AF031 (0.67) (171,118) ( 0.67) ( 170,123) HSD FD_2220 Transfer
Transfers Position from FD_2120 to FD_2220
in Aging & Adult Services Office Assistant I, PT.SS152 1.09 90,989 1. 09 92, 022 HSD FD_2220 Transfer
Transfers Position from FD_2120 to FD_2220
in HSD Administration Accountant III.AF031 0.82 209,422 0. 82 208, 206 HSD FD_2220 Transfer
Transfers Position from FD_2159 to FD_2108
in Community Housing Services Accountant III.AF031 (0.70) (178,778) ( 0.70) ( 177,739) HSD FD_2220 Transfer
Transfers Position from FD_2159 to FD_2220
in Aging & Adult Services
Manager, Human
Services.EM254 0.15 60,365 0.15 60, 016 134
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
HSD FD_2220 Transfer
Transfers Position from FD_2220 to FD_1010
in Aging & Adult Services Senior Aide, PT.PP142 (0.50) (22,755) ( 0.50) ( 22,802) HSD FD_2244 O&M
Adds Other Contract Services in Community
Housing Services (108,307) 376,767
HSD FD_2244 Add Adds Position in Community Housing Services Administrative Analyst I.AP103 1.00 161, 985 1. 00 160, 819 HSD FD_2244 Add Adds Position in HSD Administration Administrative Analyst I.AP103 0.47 76, 133 0. 47 75, 585 HSD FD_2244 Add Adds Position in HSD Administration
Administrative Services
Manager II.EM100 0.25 73,402 0.25 72,874 HSD FD_2244 Transfer
Transfers Position from FD_1010 to FD_1870
and FD_2244 in HSD Administration
Director of Human
Services.EM153 0.65 284,033 0.65 282,008 HSD FD_2244 Transfer
Transfers Position from FD_1010 to FD_2138
and FD_2244 in HSD Administration
Manager, Agency
Administrative.EM171 0.30 50,985 0.34 114,731 HSD FD_2244 Transfer
Transfers Position from FD_1010 to FD_2159
and FD_2244 in HSD Administration Accountant II.AF021 0.33 57,817 0. 33 57, 401 HSD FD_2244 Transfer
Transfers Position from FD_1010 to FD_2159
and FD_2244 in HSD Administration
Executive Assistant to the
Director.SS124 0.25 42,910 0.25 42,601 HSD FD_2244 Unfreeze Unfreeze Position in HSD Administration Deputy Director,
Housing.EM140 0.87 326, 023 - - HSD FD_2264 Transfer
Transfers Position from FD_2128 to FD_2264
in Early Childhood & Family Services
Early Childhood Center
Director.PP113 1.00 166,072 1.00 165,092 HSD FD_2264 Transfer
Transfers Position from FD_2128 to FD_2264
in Early Childhood & Family Services
Head Start Coach
Coordinator.PP181 1.00 183,601 1.00 182,534 HSD FD_2264 Transfer
Transfers Position from FD_2128 to FD_2264
in Early Childhood & Family Services
Head Start Education
Coordinator.PP108 1.00 183,601 1.00 182,534 HSD FD_2264 Transfer
Transfers Position from FD_2138 to FD_2264
in Early Childhood & Family Services
Head Start/EHS Assistant
Instructor.PP188 1.00 82,846 1.00 82,365 HSD FD_2264 Transfer
Transfers Position from FD_2264 to FD_2128
in Early Childhood & Family Services Head Start Supervisor.SC160 (1.00) (261,264) ( 1.00) ( 259,717) HSD FD_2264 Transfer
Transfers Position from FD_2264 to FD_2138
in Early Childhood & Family Services
Early Childhood Center
Director.PP113 (1.00) (164,548) (1.00) (163,592) HSD FD_2270 O&M
Adds Other Contract Services in Community
Housing Services 1,173,475 1,173,475
HSD FD_4400 Transfer
Transfers Position from FD_4400 to FD_2244
in Aging & Adult Services Custodian Supervisor.SC132 (1.00) (158,504) ( 1.00) ( 157,582) HSD FD_4400 Transfer
Transfers Position from FD_4400 to FD_2244
in Aging & Adult Services Custodian.TR120 (3.00) (387,447) ( 3.00) ( 385,818) ITD FD_1010 O&M
Reduces Other Contract Services in
Infrastructure & Operations (692,510) (548,177) ITD FD_1010 O&M
Reduces Other Contract Services in
Infrastructure & Operations (124,659) (124,659) ITD FD_1010 O&M
Reduces Other Contract Services in Office of
the Chief Information Officer (102,956) (102,956) ITD FD_2415 O&M
Adds Other Contract Services in Enterprise
Systems 375,543 634,325
ITD FD_2415 Delete Deletes Position in Enterprise Systems Business Analyst II.AP117 (2.00) ( 439,356) ( 2.00) ( 436,496) ITD FD_4200 O&M
Adds Other Contract Services in Infrastructure
& Operations 1,443,912 1,522,108
ITD FD_4200 Delete
Deletes Position in Office of the Chief
Information Officer Administrative Analyst II.AP106 (0.25) (52,704) ( 0.25) ( 52,352) ITD FD_4200 Revenue Reduces Internal Service Funds revenues (965,872) ( 1,027,635) ITD FD_4200 O&M
Reduces Other Contract Services in
Infrastructure & Operations (1,836,296) (1,947,834) ITD FD_4210 Delete
Deletes Position in Infrastructure &
Operations
Telephone Services
Specialist.AP340 (1.00) (216,895) (1.00) (215,483) ITD FD_4210 Delete
Deletes Position in Office of the Chief
Information Officer Administrative Analyst II.AP106 (0.25) (52,704) ( 0.25) ( 52,352) ITD FD_4210 Revenue Reduces Internal Service Funds revenues (330,722) ( 311,943) ITD FD_4210 O&M
Reduces Other Contract Services in
Infrastructure & Operations (137,000) (137,000) ITD FD_4300 Revenue Adds Transfers from Fund Balance revenues 100,000 - 135
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
ITD FD_4300 Delete
Deletes Position in Infrastructure &
Operations Reprographic Assistant.SS180 (1.00) ( 112,179) ( 1.00) ( 111,448) ITD FD_4300 Delete
Deletes Position in Office of the Chief
Information Officer Administrative Analyst II.AP106 (0.25) (52,704) ( 0.25) ( 52,352) ITD FD_4300 Revenue Reduces Internal Service Funds revenues (380,257) ( 334,782) ITD FD_4300 O&M
Reduces Other Contract Services in
Infrastructure & Operations (147,500) (193,000) ITD FD_4600 O&M
Adds Other Contract Services in Office of the
Chief Information Officer 1,197,121 1,163,514
ITD FD_4600 Revenue Adds Transfers from Fund Balance revenues 1,850,000 - ITD FD_4600 Delete Deletes Position in Enterprise Systems Database Administrator.AP174 - ( 243,422) ( 1.00) ( 322,447) ITD FD_4600 Delete
Deletes Position in Infrastructure &
Operations Business Analyst II.AP117 - ( 164,758) ( 1.00) ( 218,248) ITD FD_4600 Delete
Deletes Position in Infrastructure &
Operations
Information System
Administrator.MA128 - (243,422) (1.00) (322,447) ITD FD_4600 Delete
Deletes Position in Infrastructure &
Operations
Information Systems Specialist
I.AP242 (2.00) (364,511) (2.00) (362,111) ITD FD_4600 Delete
Deletes Position in Office of the Chief
Information Officer Administrative Analyst II.AP106 (0.25) (52,704) ( 0.25) ( 52,352) ITD FD_4600 Revenue Reduces Internal Service Funds revenues (2,461,320) ( 986,347) ITD FD_4600 O&M
Reduces Other Contract Services in
Infrastructure & Operations (1,168,210) (1,168,210) ITD FD_4600 O&M
Reduces Other Contract Services in Office of
the Chief Information Officer (289,130) (284,450) Mayor FD_1010 O&M
Adds Other Contract Services in Mayor's
Support 126,000 126,000
Mayor FD_1010 Add Adds Position in Mayor's Support
Special Assistant to the Mayor
III.EM250 7.00 2,419,368 7.00 2,401,952 Mayor FD_1010 Delete Deletes Position in Mayor's Support Special Assistant to the Mayor I,
PT.MA155 (0.50) (78,578) (0.50) (79,906) Mayor FD_1010 Delete Deletes Position in Mayor's Support Special Assistant to the Mayor
I.MA102 (3.00) (792,362) (3.00) (786,636) Mayor FD_1010 Delete Deletes Position in Mayor's Support Special Assistant to the Mayor
II.EM215 (3.00) (909,024) (3.00) (902,475) Mayor FD_1010 Reduction Reduction in staff costing
Special Assistant to the Mayor
III.EM250 5.00 (321,680) 5.00 (319,365) Non-Dept FD_1010 O&M Adds funding for Public Safety Vehicles 5,000,000 5, 000,000 Non-Dept FD_1010 O&M
Restores $500,000 for Lake Merritt Health and
Safety efforts 500,000 500,000
Non-Dept FD_2261 Revenue Adds Transfers from Fund Balance revenues 2,086,069 - Non-Dept FD_2261 O&M
Per Measure AA, transfer 50% of
undesignated funds in Fund 2261 - Measure
AA Oversight to Fund - 2262 Early Education
Fund and 25% to Fund 2263 - Oakland
Promise. 1,564,552 -
Non-Dept FD_2262 Revenue Adds Interfund Transfers revenues 1,043,035 - Non-Dept FD_2263 Revenue Adds Interfund Transfers revenues 521,517 - Non-Dept FD_7320 Revenue Reduces Miscellaneous Revenue revenues (338,045) ( 3,722,833) OAS FD_1010 O&M
Adds Other Contract Services in Oakland
Animal Services
5,000 5,000
OAS FD_1010 Delete Deletes Position in Oakland Animal Services Animal Care Attendant.TR203 (2.00) ( 219,346) ( 2.00) ( 218,187) OAS FD_1010 Delete Deletes Position in Oakland Animal Services Animal Control Officer.PS100 (1.00) ( 141,637) ( 1.00) ( 140,870) OAS FD_1010 Delete Deletes Position in Oakland Animal Services Executive Assistant to the
Director.SS124
(1.00) (178,790) (1.00) (177,505) OAS FD_1010 Delete Deletes Position in Oakland Animal Services Public Service Representative,
PPT.SS196
(0.50) (62,770) (0.50) (62,318) OAS FD_1010 Delete Deletes Position in Oakland Animal Services Public Service Representative,
Senior.PP155
(1.00) (147,117) (1.00) (146,058) OAS FD_1010 Delete Deletes Position in Oakland Animal Services Registered Veterinary
Technician.TC144
(1.00) (143,952) (1.00) (142,915) OAS FD_1010 Freeze Freeze Position in Oakland Animal Services Director of Animal
Services.EM234
(1.00) (455,008) (1.00) (451,763) OAS FD_1010 Add/Delete
Position Add/Delete in Oakland Animal
Services
Administrative Analyst I.AP103 1.00 168,736 1. 00 167, 522 OAS FD_1010 Add/Delete
Position Add/Delete in Oakland Animal
Services
Animal Care Attendant.TR203 (1.00) (108,655) ( 1.00) ( 108,091) OCA FD_1010 Add Adds Position in City Attorney: Administration Legal Administrative Assistant 1.00 169, 915 1. 00 168, 691 OIG FD_1010 O&M
Adds Other Contract Services in Inspector
General
122,500 122,500
OIG FD_1010 Delete Deletes Position in Inspector General Inspector General Policy
Analyst.AP463
(1.00) (277,383) (1.00) (275,386) 136
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
OIG FD_1010 Delete Deletes Position in Inspector General Inspector General Prog & Perf
Audit Mgr.MA166 (1.00) (277,383) (1.00) (275,386) OIG FD_1010 Delete Deletes Position in Inspector General Inspector General Program &
Perf Auditor.AP464 (2.00) (434,652) (2.00) (431,522) OPD FD_1010 O&M
Adds Education in Bureau of Risk
Management 338,477 338,477
OPD FD_1010 O&M Adds Education in Office of the Chief of Police 949,872 949,872 OPD FD_1010 O&M
Adds Legal Services in Office of the Chief of
Police 1,000,000 1,000,000
OPD FD_1010 O&M
Adds Medical and Veterinarian Services in
Bureau of Field Operations 2 45,500 52,250 OPD FD_1010 O&M
Adds Motor Vehicle Supplies and Parts in
Bureau of Field Operations 2 137,000 137,000 OPD FD_1010 O&M
Adds Motor Vehicle Supplies and Parts in
Office of the Chief of Police 500,000 500,000 OPD FD_1010 O&M
Adds Other Contract Services in Bureau of
Field Operations 2 568,750 866,015
OPD FD_1010 O&M
Adds Other Contract Services in Bureau of
Investigation 529,250 557,435
OPD FD_1010 O&M
Adds Other Contract Services in Bureau of Risk
Management 4,078,247 4,349,794
OPD FD_1010 O&M
Adds Other Contract Services in Office of the
Chief of Police 374,219 385,919
OPD FD_1010 O&M
Adds Other Non Capital Trackable Assets
(Under $5,000) in Office of the Chief of Police 1,340,000 1,340,000 OPD FD_1010 O&M
Adds Other Services in Bureau of Risk
Management 50,000 50,000
OPD FD_1010 O&M
Adds Other Services in Office of the Chief of
Police 822,500 822,500
OPD FD_1010 O&M
Adds Other Supplies and Commodities in
Bureau of Field Operations 2 50,000 50,000 OPD FD_1010 O&M
Adds Other Supplies and Commodities in
Bureau of Investigation 160,000 160,000
OPD FD_1010 O&M
Adds Other Supplies and Commodities in
Bureau of Risk Management 320,000 320,000
OPD FD_1010 Add Adds Position in Bureau of Field Operations 1 Police Officer (PERS) (80
Hr).PS168 31.00 8,960,276 31.00 9,463,417 OPD FD_1010 Add Adds Position in Bureau of Field Operations 1 Sergeant of Police (PERS) (80
Hr).PS179 6.00 2,023,584 6.00 2,137,308 OPD FD_1010 Add Adds Position in Bureau of Field Operations 2 Police Officer (PERS) (80
Hr).PS168 33.00 9,655,173 33.00 10,197,858 OPD FD_1010 Add Adds Position in Bureau of Field Operations 2 Sergeant of Police (PERS) (80
Hr).PS179 6.00 2,023,584 6.00 2,137,308 OPD FD_1010 Add Adds Position in Bureau of Risk Management Administrative Assistant II.SS104 1.00 138, 525 1. 00 137, 528 OPD FD_1010 Add Adds Position in Bureau of Risk Management Police Officer Trainee.PS169 24.00 1, 477,068 39. 00 2, 994,430 OPD FD_1010 O&M
Adds Rental of Real and Personal Property in
Bureau of Field Operations 2 1,200,000 1,200,000 OPD FD_1010 O&M
Adds Rental of Real and Personal Property in
Bureau of Investigation 504,000 504,000
OPD FD_1010 O&M
Adds Rental of Real and Personal Property in
Bureau of Risk Management 200,000 200,000
OPD FD_1010 O&M
Adds Rental of Real and Personal Property in
Office of the Chief of Police 1,348,494 2,238,149 OPD FD_1010 O&M
Adds Repairs and Maintenance in Office of the
Chief of Police 112,500 119,250
OPD FD_1010 Freeze
Freeze Position in Bureau of Field Operations
1 Police Officer (PERS) (80
Hr).PS168 (7.00) (2,233,094) (7.00) (2,359,423) OPD FD_1010 Freeze
Freeze Position in Bureau of Field Operations
1 Police Services Technician
II.PS173 (1.00) (139,629) (1.00) (138,868) OPD FD_1010 Freeze
Freeze Position in Bureau of Field Operations
2 Police Officer (PERS) (80
Hr).PS168 (10.00) (3,123,576) (10.00) (3,300,009) OPD FD_1010 Freeze Freeze Position in Bureau of Investigation Criminalist II.PS112 (2.00) ( 450,094) ( 2.00) ( 446,846) OPD FD_1010 Freeze Freeze Position in Bureau of Investigation Latent Print Examiner II.PS187 (2.00) ( 417,670) ( 2.00) ( 414,666) OPD FD_1010 Freeze Freeze Position in Bureau of Investigation Latent Print Examiner III.PS188 (1.00) ( 246,937) ( 1.00) ( 245,118) OPD FD_1010 Freeze Freeze Position in Bureau of Investigation Manager, Agency
Administrative.EM171 (1.00) (339,888) (1.00) (337,440) OPD FD_1010 Freeze Freeze Position in Bureau of Investigation Police Evidence
Technician.PS165 (2.00) (328,185) (2.00) (326,391) 137
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
OPD FD_1010 Freeze Freeze Position in Bureau of Investigation Police Property Specialist.PS170 (1.00) ( 136,524) ( 1.00) ( 135,769) OPD FD_1010 Freeze Freeze Position in Bureau of Investigation Program Analyst II.AP293 (1.00) ( 180,254) ( 1.00) ( 178,956) OPD FD_1010 Freeze Freeze Position in Bureau of Risk Management Fleet Compliance
Coordinator.SC257 (1.00) (230,036) (1.00) (228,379) OPD FD_1010 Freeze Freeze Position in Bureau of Risk Management Management Assistant.AP235 (1.00) ( 212,806) ( 1.00) ( 211,274) OPD FD_1010 Freeze Freeze Position in Bureau of Risk Management Police Cadet, PT.PS161 (9.00) ( 409,659) ( 9.00) ( 416,581) OPD FD_1010 Freeze Freeze Position in Bureau of Risk Management Police Personnel Operations
Specialist.AP284 (1.00) (213,114) (1.00) (211,543) OPD FD_1010 Freeze Freeze Position in Bureau of Risk Management Police Records Specialist.SS165 (1.00) ( 120,894) ( 1.00) ( 120,021) OPD FD_1010 Freeze Freeze Position in Bureau of Risk Management Police Services Manager
I.MA152 (1.00) (293,615) - - OPD FD_1010 Freeze Freeze Position in Bureau of Services Account Clerk III.AF030 (1.00) ( 138,882) ( 1.00) ( 137,846) OPD FD_1010 Freeze Freeze Position in Bureau of Services Grants Coordinator.AP405 (1.00) ( 253,617) - - OPD FD_1010 Freeze Freeze Position in Bureau of Services Police Communications
Operator.PS163 (1.00) (159,854) (1.00) (158,986) OPD FD_1010 Freeze Freeze Position in Bureau of Services Police Communications
Supervisor.PS164 (1.00) (251,550) (1.00) (249,669) OPD FD_1010 Freeze Freeze Position in Bureau of Services Police Personnel Operations
Specialist.AP284 (1.00) (214,479) (1.00) (212,908) OPD FD_1010 Freeze Freeze Position in Bureau of Services Police Records Specialist.SS165 (3.00) ( 364,206) ( 1.00) ( 120,021) OPD FD_1010 Freeze Freeze Position in Bureau of Services Police Records Supervisor.PS171 (1.00) ( 180,612) ( 1.00) ( 179,279) OPD FD_1010 Freeze Freeze Position in Bureau of Services Police Services Manager
I.MA152 (1.00) (293,615) (1.00) (291,502) OPD FD_1010 Freeze Freeze Position in Bureau of Services Police Services Technician
II.PS173 (1.00) (139,629) (1.00) (138,868) OPD FD_1010 Freeze Freeze Position in Internal Affairs Bureau Administrative Analyst II.AP106 (1.00) ( 187,536) ( 1.00) ( 186,186) OPD FD_1010 Freeze Freeze Position in Office of the Chief of Police Administrative Assistant I.SS102 (1.00) ( 120,894) ( 1.00) ( 120,021) OPD FD_1010 Freeze Freeze Position in Office of the Chief of Police Executive Assistant to the
Director.SS124 (1.00) (171,640) - - OPD FD_1010 Freeze Freeze Position in Office of the Chief of Police Police Officer (PERS) (80
Hr).PS168 (1.00) (318,766) (1.00) (336,798) OPD FD_1010 Freeze Freeze Position in Office of the Chief of Police Public Information Officer
I.AP298 (1.00) (171,640) (1.00) (170,405) OPD FD_1010 O&M
Reduces Accounting and Auditing Services in
Bureau of Services (50,000) (50,000)
OPD FD_1010 O&M
Reduces Contract Contingencies (Budgetary
Only) in Bureau of Investigation (200,000) (200,000) OPD FD_1010 O&M
Reduces Contract Contingencies (Budgetary
Only) in Bureau of Risk Management - (1,590,000) OPD FD_1010 O&M
Reduces Medical and Veterinarian Services in
Bureau of Investigation (170,000) (170,000)
OPD FD_1010 O&M
Reduces Other Contract Services in Bureau of
Services (216,500) (216,500)
OPD FD_1010 O&M
Reduces Other Contract Services in Internal
Affairs Bureau (1,614,362) (1,612,892)
OPD FD_1010 O&M
Reduces Repairs and Maintenance in Bureau
of Risk Management (55,000) (55,000)
OPD FD_1010 O&M
Reduces Utilities in Office of the Chief of
Police (209,500) (209,500)
OPD FD_1010 Transfer
Transfers Position from FD_1010 and FD_2252
to FD_2255 in Bureau of Field Operations 1
Police Officer (PERS) (80
Hr).PS168 (0.18) (63,419) 0.39 145,237 OPD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2172
in Bureau of Field Operations 2
Police Officer (PERS) (80
Hr).PS168 (1.00) (333,297) (1.00) (352,210) OPD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2172
in Bureau of Field Operations 2
Police Services Technician
II.PS173 (0.18) (25,134) (0.18) (24,996) OPD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2255
in Bureau of Field Operations 1
Police Officer (PERS) (80
Hr).PS168 (2.00) (623,931) (3.00) (990,046) OPD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2255
in Bureau of Field Operations 2
Police Officer (PERS) (80
Hr).PS168 (16.00) (5,258,061) (4.00) (1,316,867) OPD FD_1010 Transfer
Transfers Position from FD_1010 to FD_2411
in Bureau of Services
Police Communications
Dispatcher.PS162 - - (0.11) (23,175) OPD FD_1010 Transfer
Transfers Position from FD_1150 to FD_1010
in Bureau of Services Administrative Analyst II.AP106 1.00 189,059 1. 00 187, 686 OPD FD_1010 Transfer
Transfers Position from FD_1150 to FD_1010
in Bureau of Services
Police Services Manager
I.MA152 1.00 293,615 1.00 291,502 138
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
OPD FD_1010 Transfer
Transfers Position from FD_2252 to FD_1010
in Bureau of Field Operations 1
Sergeant of Police (PERS) (80
Hr).PS179 1.00 381,252 1.00 402,874 OPD FD_1010 Transfer
Transfers Position from FD_2252 to FD_1010
in Office of the Chief of Police
Police Officer (PERS) (80
Hr).PS168 - - 1.00 318,629 OPD FD_1010 Transfer
Transfers Position from FD_2252 to FD_2255
in Bureau of Field Operations 1
Sergeant of Police (PERS) (80
Hr).PS179 1.00 361,839 1.00 382,284 OPD FD_1010 Transfer
Transfers Position from FD_2252 to FD_2255
in Bureau of Field Operations 2
Sergeant of Police (PERS) (80
Hr).PS179 - - 1.00 388,261 OPD FD_1010 Transfer
Transfers Position from FD_4200 to FD_1010
in Bureau of Risk Management Business Analyst II.AP117 1.00 198,733 1. 00 197, 303 OPD FD_1100 O&M
Reduces Insurance and Claims Settlements in
Office of the Chief of Police (1,914,883) -
OPD FD_1150 Transfer
Transfers Position from FD_1150 to FD_1010
in Bureau of Services Administrative Analyst II.AP106 (1.00) (207,587) ( 1.00) ( 206,214) OPD FD_1150 Transfer
Transfers Position from FD_1150 to FD_1010
in Bureau of Services
Police Services Manager
I.MA152 (1.00) (322,623) (1.00) (320,510) OPD FD_2172 Transfer
Transfers Position from FD_1010 to FD_2172
in Bureau of Field Operations 2
Police Officer (PERS) (80
Hr).PS168 1.00 357,739 1.00 376,652 OPD FD_2172 Transfer
Transfers Position from FD_1010 to FD_2172
in Bureau of Field Operations 2
Police Services Technician
II.PS173 0.18 27,556 0.13 19,803 OPD FD_2252 O&M
Reduces Other Contract Services in Office of
the Chief of Police (175,000) (175,000)
OPD FD_2252 O&M
Reduces Utilities in Office of the Chief of
Police (164,551) (164,551)
OPD FD_2252 Transfer
Transfers Position from FD_1010 and FD_2252
to FD_2255 in Bureau of Field Operations 1
Police Officer (PERS) (80
Hr).PS168 (0.39) (137,412) (0.39) (145,239) OPD FD_2252 Transfer
Transfers Position from FD_2252 to FD_1010
in Bureau of Field Operations 1
Sergeant of Police (PERS) (80
Hr).PS179 (1.00) (381,252) (1.00) (402,874) OPD FD_2252 Transfer
Transfers Position from FD_2252 to FD_2255
and FD_1010 in Office of the Chief of Police
Police Officer (PERS) (80
Hr).PS168 (1.00) (301,636) (1.00) (318,629) OPD FD_2252 Transfer
Transfers Position from FD_2252 to FD_2255
in Bureau of Field Operations 1
Lieutenant of Police (PERS) (80
Hr).PS152 (1.00) (440,500) (1.00) (465,478) OPD FD_2252 Transfer
Transfers Position from FD_2252 to FD_2255
in Bureau of Field Operations 1
Sergeant of Police (PERS) (80
Hr).PS179 (2.00) (744,515) (2.00) (786,668) OPD FD_2252 Transfer
Transfers Position from FD_2252 to FD_2255
in Bureau of Field Operations 2
Lieutenant of Police (PERS) (80
Hr).PS152 (1.00) (451,053) (1.00) (476,672) OPD FD_2252 Transfer
Transfers Position from FD_2252 to FD_2255
in Bureau of Field Operations 2
Sergeant of Police (PERS) (80
Hr).PS179 (3.00) (1,120,645) (3.00) (1,184,109) OPD FD_2252 Transfer
Transfers Position from FD_2252 to FD_2255
in Office of the Chief of Police Captain of Police (PERS).PS107 (1.00) (528,838) ( 1.00) ( 558,796) OPD FD_2252 Transfer
Transfers Position from FD_2252 to FD_2255
in Office of the Chief of Police
Lieutenant of Police (PERS) (80
Hr).PS152 (2.00) (840,183) (2.00) (887,665) OPD FD_2252 Transfer
Transfers Position from FD_2252 to FD_2255
in Office of the Chief of Police
Police Officer (PERS) (80
Hr).PS168 (36.00) (11,347,975) (36.00) (11,989,392) OPD FD_2252 Transfer
Transfers Position from FD_2252 to FD_2255
in Office of the Chief of Police Project Manager II.EM211 (1.00) (339,888) ( 1.00) ( 337,440) OPD FD_2252 Transfer
Transfers Position from FD_2252 to FD_2255
in Office of the Chief of Police
Sergeant of Police (PERS) (80
Hr).PS179 (6.00) (2,296,097) (6.00) (2,426,348) OPD FD_2252 Transfer
Transfers Position from FD_2252 to FD_2255
in Office of the Chief of Police
Volunteer Program Specialist
II.AP353 (1.00) (180,254) (1.00) (178,956) OPD FD_2255 O&M
Adds Other Contract Services in Office of the
Chief of Police 800,000 842,600
OPD FD_2255 Add Adds Position in Bureau of Field Operations 1 Police Officer (PERS) (80
Hr).PS168 2.00 694,897 2.00 734,441 OPD FD_2255 Transfer
Transfers Position from FD_1010 and FD_2252
to FD_2255 in Bureau of Field Operations 1
Police Officer (PERS) (80
Hr).PS168 0.57 200,832 - - OPD FD_2255 Transfer
Transfers Position from FD_1010 to FD_2255
in Bureau of Field Operations 1
Police Officer (PERS) (80
Hr).PS168 2.00 623,931 3.00 990,046 OPD FD_2255 Transfer
Transfers Position from FD_1010 to FD_2255
in Bureau of Field Operations 2
Police Officer (PERS) (80
Hr).PS168 16.00 5,258,061 4.00 1,316,867 OPD FD_2255 Transfer
Transfers Position from FD_2252 to FD_2255
in Bureau of Field Operations 1
Lieutenant of Police (PERS) (80
Hr).PS152 1.00 440,500 1.00 465,478 OPD FD_2255 Transfer
Transfers Position from FD_2252 to FD_2255
in Bureau of Field Operations 1
Sergeant of Police (PERS) (80
Hr).PS179 1.00 382,676 1.00 404,384 OPD FD_2255 Transfer
Transfers Position from FD_2252 to FD_2255
in Bureau of Field Operations 2
Lieutenant of Police (PERS) (80
Hr).PS152 1.00 451,053 1.00 476,672 OPD FD_2255 Transfer
Transfers Position from FD_2252 to FD_2255
in Bureau of Field Operations 2
Sergeant of Police (PERS) (80
Hr).PS179 3.00 1,120,645 2.00 795, 848 139
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
OPD FD_2255 Transfer
Transfers Position from FD_2252 to FD_2255
in Office of the Chief of Police Captain of Police (PERS).PS107 1.00 528,838 1. 00 558, 796 OPD FD_2255 Transfer
Transfers Position from FD_2252 to FD_2255
in Office of the Chief of Police
Lieutenant of Police (PERS) (80
Hr).PS152 2.00 840,183 2.00 887,665 OPD FD_2255 Transfer
Transfers Position from FD_2252 to FD_2255
in Office of the Chief of Police
Police Officer (PERS) (80
Hr).PS168 37.00 11,649,611 36.00 11,989,392 OPD FD_2255 Transfer
Transfers Position from FD_2252 to FD_2255
in Office of the Chief of Police Project Manager II.EM211 1.00 339,888 1. 00 337, 440 OPD FD_2255 Transfer
Transfers Position from FD_2252 to FD_2255
in Office of the Chief of Police
Sergeant of Police (PERS) (80
Hr).PS179 6.00 2,296,097 6.00 2,426,348 OPD FD_2255 Transfer
Transfers Position from FD_2252 to FD_2255
in Office of the Chief of Police
Volunteer Program Specialist
II.AP353 1.00 180,254 1.00 178,956 OPD FD_2411 O&M
Adds Operating Transfers Out in Bureau of
Services 120,326 121,529
OPD FD_2411 O&M
Adds Other Contract Services in Bureau of
Services 194,210 197,658
OPD FD_2411 Freeze Freeze Position in Bureau of Services Accountant II.AF021 (1.00) ( 193,060) ( 1.00) ( 191,791) OPD FD_2411 Transfer
Transfers Position from FD_1010 to FD_2411
in Bureau of Services
Police Communications
Dispatcher.PS162 - - 0.11 25,326 OPD FD_4200 Transfer
Transfers Position from FD_4200 to FD_1010
in Bureau of Risk Management Business Analyst II.AP117 (1.00) (218,367) ( 1.00) ( 216,937) OPL FD_1010 O&M
Adds Other Contract Services in Library
Systemwide Support 50,000 50,000
OPL FD_1010 Delete Freeze 0.20 FTE Librarian I PT Librarian I, PT.AP216 (0.20) ( 21,580) ( 0.20) ( 21,926) OPL FD_1010 Delete Freeze 0.20 FTE Library Assistant PT Library Assistant, PT.SS139 (0.20) ( 18,276) ( 0.20) ( 18,566) OPL FD_1010 Delete Freeze 0.40 FTE Library Aide PT Library Aide, PT.SS138 (0.40) ( 23,548) ( 0.40) ( 23,908) OPL FD_1010 Freeze Freeze 0.60 FTE Library Assistant PPT Library Assistant, PPT.AP227 (0.60) ( 82,759) ( 0.60) ( 82,163) OPL FD_1010 O&M
Reduces Other Contract Services in Library
Systemwide Support (76,961) (76,961)
OPL FD_1010 Transfer
Transfers Position from FD_1010 to FD_2241
in Branch Library Services Librarian II.AP217 (2.00) (373,092) ( 2.00) ( 370,428) OPL FD_1010 Transfer
Transfers Position from FD_1010 to FD_2241
in Library Systemwide Support Librarian II.AP217 (0.50) (93,128) ( 0.50) ( 92,471) OPL FD_1010 Transfer
Transfers Position from FD_1010 to FD_2241
in Main Library Services Library Assistant.AP223 (0.50) (68,964) ( 0.50) ( 68,468) OPL FD_1010 Transfer
Transfers Position from FD_1010 to FD_2243
in Library Systemwide Support Librarian II.AP217 (0.50) (92,184) ( 0.50) ( 91,515) OPL FD_1010 Transfer
Transfers Position from FD_1010 to FD_2243
in Main Library Services Librarian II.AP217 (0.50) (91,422) ( 0.50) ( 90,765) OPL FD_2241 O&M
Adds Other Contract Services in Library
Systemwide Support 50,000 50,000
OPL FD_2241 O&M
Adds Other Contract Services in Library
Systemwide Support (10,631) 677,051
OPL FD_2241 Revenue Adds Transfers from Fund Balance revenues 155,695 154, 574 OPL FD_2241 Delete
Delete 0.60 Museum Guard PPT in Library
Systemwide Support Museum Guard, PPT.PS157 (0.60) (66,237) ( 0.60) ( 65,887) OPL FD_2241 Freeze Freeze 0.74 FTE Library Aide PT Library Aide, PT.SS138 (0.74) ( 43,563) ( 0.74) ( 44,228) OPL FD_2241 Freeze
Freeze 1.0 FTE Account Clerk III in Library
Services Account Clerk III.AF030 (1.00) (134,418) ( 1.00) ( 133,452) OPL FD_2241 Transfer
Transfers Position from FD_1010 to FD_2241
in Branch Library Services Librarian II.AP217 2.00 373,097 2. 00 370, 427 OPL FD_2241 Transfer
Transfers Position from FD_1010 to FD_2241
in Main Library Services Library Assistant.AP223 0.50 68,964 0. 50 68, 468 OPL FD_2241 Transfer
Transfers Position from FD_2241 to FD_2243
in Branch Library Services Librarian II.AP217 (1.00) (185,312) ( 1.00) ( 183,986) OPL FD_2243 O&M
Adds Other Contract Services in Branch Library
Services 150,000 150,000
OPL FD_2243 O&M
Adds Other Contract Services in Library
Systemwide Support 940,000 265,000
OPL FD_2243 Revenue Adds Transfers from Fund Balance revenues 1,247,183 - OPL FD_2243 Freeze Freeze 0.60 FTE Librarian I PPT Librarian I, PPT.AP215 (1.20) ( 201,622) ( 1.20) ( 200,200) OPL FD_2243 Freeze Freeze 0.60 FTE Library Assistant PPT Library Assistant, PPT.AP227 (1.20) ( 165,518) ( 1.20) ( 164,326) OPL FD_2243 Freeze
Freeze 1.0 FTE Administrative Analyst II in
Library Services Administrative Analyst II.AP106 (1.00) (187,536) ( 1.00) ( 186,186) OPL FD_2243 Freeze
Freeze 1.0 FTE Project Manager in Library
Systemwide Support Project Manager.EM216 (1.00) (295,265) ( 1.00) ( 293,152) OPL FD_2243 Freeze Freeze 1.0 Library Assistant Senior Library Assistant, Senior.AP224 (1.00) ( 167,756) ( 1.00) ( 166,548) OPL FD_2243 Transfer
Transfers Position from FD_1010 to FD_2241
in Library Systemwide Support Librarian II.AP217 0.50 93,128 0. 50 92, 471 OPL FD_2243 Transfer
Transfers Position from FD_1010 to FD_2243
in Library Systemwide Support Librarian II.AP217 0.50 92,184 0. 50 91, 515 140
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
OPL FD_2243 Transfer
Transfers Position from FD_1010 to FD_2243
in Main Library Services Librarian II.AP217 0.50 91,422 0. 50 90, 765 OPL FD_2243 Transfer
Transfers Position from FD_2241 to FD_2243
in Branch Library Services Librarian II.AP217 1.00 185,312 1. 00 183, 986 OPRYD FD_1010 O&M
Adds Other Contract Services in Town Camp &
Town Enrichment Program 643,625 486,990
OPRYD FD_1010 Freeze Freeze Position in Aquatics & Boating Recreation Program
Director.PP135 (0.76) (101,183) (0.76) (100,657) OPRYD FD_1010 Freeze Freeze Position in Central Administration Administrative Services
Manager II.EM100 (1.00) (293,615) (1.00) (291,502) OPRYD FD_1010 Freeze
Freeze Position in Town Camp & Town
Enrichment Program Recreation Leader II, PPT.PP133 (1.75) (163,585) ( 1.75) ( 162,734) OPRYD FD_1010 O&M
Reduces Other Contract Services in Central
Administration (145,000) (152,731)
OPRYD FD_1010 Transfer
Transfers Position from FD_1010 to FD_1030
in Central Administration Administrative Analyst II.AP106 (1.00) (187,536) ( 1.00) ( 186,186) OPRYD FD_1010 Transfer
Transfers Position from FD_1010 to FD_1030
in Cultural Arts & Rotary Nature
Recreation Specialist II,
PT.PP139 (0.34) (28,364) - - OPRYD FD_1010 Transfer
Transfers Position from FD_1010 to FD_1030
in Cultural Arts & Rotary Nature Recreation Supervisor.SC209 (1.00) (180,177) ( 1.00) ( 178,880) OPRYD FD_1010 Transfer
Transfers Position from FD_1010 to FD_1030
in East Oakland Sports Center
Recreation Center
Director.PP131 1.00 152,961 1.00 152,148 OPRYD FD_1010 Transfer
Transfers Position from FD_1010 to FD_1030
in Town Camp & Town Enrichment Program Recreation Aide, PT.SS177 (1.58) (79,855) ( 1.58) ( 81,036) OPRYD FD_1010 Transfer
Transfers Position from FD_1010 to FD_1030
in Town Camp & Town Enrichment Program
Recreation Center
Director.PP131 (3.00) (455,633) (3.00) (453,244) OPRYD FD_1010 Transfer
Transfers Position from FD_1010 to FD_1030
in Town Camp & Town Enrichment Program Recreation Leader I, PT.PP132 (2.65) (150,219) ( 2.65) ( 152,482) OPRYD FD_1010 Transfer
Transfers Position from FD_1010 to FD_1030
in Town Camp & Town Enrichment Program Recreation Leader II, PT.PP134 (0.97) (62,395) ( 0.97) ( 63,346) OPRYD FD_1010 Transfer
Transfers Position from FD_1010 to FD_1030
in Town Camp & Town Enrichment Program
Recreation Program
Director.PP135 (2.00) (266,272) (2.00) (264,886) OPRYD FD_1010 Transfer
Transfers Position from FD_1010 to FD_1030
in Town Camp & Town Enrichment Program
Recreation Specialist II,
PT.PP139 (0.40) (33,370) (0.40) (33,891) OPRYD FD_1010 Transfer
Transfers Position from FD_1010 to FD_1030
in Town Camp & Town Enrichment Program Recreation Supervisor.SC209 (1.00) (180,177) ( 1.00) ( 178,880) OPRYD FD_1010 Transfer
Transfers Position from FD_1010 to FD_3200
in Town Camp & Town Enrichment Program
Recreation Center
Director.PP131 (1.00) (152,961) (1.00) (152,148) OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Aquatics & Boating
Aquatics Program
Coordinator.SC104 1.00 163,492 1.00 162,316 OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Aquatics & Boating Pool Manager, PT.AP286 0.66 48,212 - - OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Aquatics & Boating
Water Safety Instructor,
PT.AP354 0.05 3,047 - - OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Central Administration Office Manager.SS156 1.00 163,492 1. 00 162, 316 OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Cultural Arts & Rotary Nature Recreation Leader II, PPT.PP133 0.17 16,126 0. 17 16, 043 OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in East Oakland Sports Center
Recreation Attendant I,
PT.SS178 1.25 64,525 1. 25 65, 483 OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in East Oakland Sports Center
Recreation Program
Director.PP135 0.64 85,205 0.64 84,763 OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Sports Recreation Leader I, PT.PP132 6.05 343,176 6. 05 348, 335 OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Sports Recreation Leader II, PPT.PP133 0.75 70,108 0. 75 69, 744 OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Sports Recreation Leader II, PT.PP134 4.43 284,956 4. 43 289, 301 OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Sports
Recreation Program
Director.PP135 1.00 133,133 1.00 132,443 OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Sports Recreation Specialist I, PT.PP137 0.66 43,571 0. 66 44, 237 OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Sports Sports Official, PT.PP160 1.47 90,604 1. 47 91, 979 141
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Town Camp & Town Enrichment Program Lifeguard, PT.AP230 7.50 460,200 7. 50 467, 181 OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Town Camp & Town Enrichment Program
Recreation Center
Director.PP131 1.44 217,924 0.44 66,242 OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Town Camp & Town Enrichment Program Recreation Leader I, PT.PP132 5.50 311,977 5. 50 316, 668 OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Town Camp & Town Enrichment Program Recreation Leader II, PPT.PP133 0.75 70,108 0. 75 69, 744 OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Town Camp & Town Enrichment Program Recreation Specialist I, PT.PP137 (0.25) (16,505) ( 0.25) ( 16,758) OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Town Camp & Town Enrichment Program Recreation Supervisor.SC209 1.00 180,177 1. 00 178, 880 OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Town Camp & Town Enrichment Program Sports Official, PT.PP160 0.50 30,818 0. 50 31, 286 OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Town Camp & Town Enrichment Program Van Driver, PPT.TR211 0.75 63,461 0. 75 63, 131 OPRYD FD_1010 Transfer
Transfers Position from FD_1030 to FD_1010
in Town Camp & Town Enrichment Program
Water Safety Instructor,
PT.AP354 0.45 30,059 0.45 30,519 OPRYD FD_1010 Transfer
Transfers Position from FD_1820 to FD_1010
in Aquatics & Boating Recreation Aide, PT.SS177 0.50 25,270 0. 50 25, 644 OPRYD FD_1010 Transfer
Transfers Position from FD_1820 to FD_1010
in Aquatics & Boating
Recreation Attendant I,
PT.SS178 0.23 11,871 0. 23 12, 048 OPRYD FD_1010 Transfer
Transfers Position from FD_1820 to FD_1010
in Aquatics & Boating
Recreation Attendant II,
PT.SS179 0.28 16,374 0.28 16,622 OPRYD FD_1010 Transfer
Transfers Position from FD_1820 to FD_1010
in Aquatics & Boating Recreation Leader I, PT.PP132 0.45 25,525 0. 45 25, 909 OPRYD FD_1010 Transfer
Transfers Position from FD_1820 to FD_1010
in Aquatics & Boating Recreation Leader II, PT.PP134 0.35 22,514 0. 35 22, 857 OPRYD FD_1010 Transfer
Transfers Position from FD_1820 to FD_1010
in Aquatics & Boating Recreation Specialist I, PT.PP137 0.84 55,559 0. 84 56, 409 OPRYD FD_1010 Transfer
Transfers Position from FD_1820 to FD_1010
in Cultural Arts & Rotary Nature Recreation Leader II, PT.PP134 0.20 12,865 0. 20 13, 061 OPRYD FD_1010 Transfer
Transfers Position from FD_1820 to FD_1010
in Facilities Rental & Parking Stagehand, PT.TC138 0.60 50,054 0. 60 50, 835 OPRYD FD_1010 Transfer
Transfers Position from FD_1820 to FD_1010
in Sports Recreation Leader I, PT.PP132 1.33 75,443 1. 33 76, 577 OPRYD FD_1010 Transfer
Transfers Position from FD_1820 to FD_1010
in Sports
Recreation Specialist III,
PT.PP162 0.09 9,157 0.09 9,302 OPRYD FD_1010 Transfer
Transfers Position from FD_1820 to FD_1010
in Sports Sports Official, PT.PP160 0.59 36,366 0. 59 36, 918 OPRYD FD_1010 Transfer
Transfers Position from FD_1820 to FD_1010
in Sports Student Trainee, PT.SS195 0.80 55,160 0. 80 56, 092 OPRYD FD_1010 Transfer
Transfers Position from FD_1820 to FD_1010
in Town Camp & Town Enrichment Program
Facility Security Assistant,
PT.PS122 5.00 412,883 5.00 419,350 OPRYD FD_1010 Transfer
Transfers Position from FD_1820 to FD_1030
in Cultural Arts & Rotary Nature Recreation Leader I, PT.PP132 - - 0. 41 23, 606 OPRYD FD_1010 Transfer
Transfers Position from FD_1820 to FD_1030
in Cultural Arts & Rotary Nature Recreation Specialist I, PT.PP137 - - 0. 31 20, 780 OPRYD FD_1030 Delete Deletes Position in Aquatics & Boating Recreation Specialist II,
PT.PP139 (0.36) (30,032) (0.36) (30,500) OPRYD FD_1030 Delete
Deletes Position in Cultural Arts & Rotary
Nature Recreation Specialist I, PT.PP137 (0.06) (3,961) ( 0.06) ( 4,021) OPRYD FD_1030 Delete Deletes Position in Sports
Recreation Specialist II,
PT.PP139 (0.50) (41,711) (0.50) (42,362) OPRYD FD_1030 Freeze Freeze Position in Aquatics & Boating Recreation Program
Director.PP135 (0.24) (31,949) (0.24) (31,784) OPRYD FD_1030 Freeze
Freeze Position in Cultural Arts & Rotary
Nature
Recreation Center
Director.PP131 (1.00) (151,336) (1.00) (150,548) OPRYD FD_1030 Freeze
Freeze Position in Cultural Arts & Rotary
Nature Recreation Leader II, PPT.PP133 (1.50) (140,216) ( 1.50) ( 139,488) OPRYD FD_1030 Freeze Freeze Position in Facilities Rental & Parking Manager, Recreation
Services.EM202 (0.38) (123,012) (0.38) ( 122,126) 142
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
OPRYD FD_1030 Freeze
Freeze Position in Town Camp & Town
Enrichment Program
Recreation Center
Director.PP131 (3.00) (459,916) (3.00) (457,462) OPRYD FD_1030 Freeze
Freeze Position in Town Camp & Town
Enrichment Program Recreation Leader II, PPT.PP133 (0.75) (70,108) ( 0.75) ( 69,744) OPRYD FD_1030 Freeze
Freeze Position in Town Camp & Town
Enrichment Program
Recreation Specialist II,
PPT.PP138 (0.75) (93,078) (0.75) (92,594) OPRYD FD_1030 Transfer
Transfers Position from FD_1010 to FD_1030
in Central Administration Administrative Analyst II.AP106 1.00 187,536 1. 00 186, 186 OPRYD FD_1030 Transfer
Transfers Position from FD_1010 to FD_1030
in Cultural Arts & Rotary Nature
Recreation Specialist II,
PT.PP139 0.34 28,364 - - OPRYD FD_1030 Transfer
Transfers Position from FD_1010 to FD_1030
in Cultural Arts & Rotary Nature Recreation Supervisor.SC209 1.00 180,177 1. 00 178, 880 OPRYD FD_1030 Transfer
Transfers Position from FD_1010 to FD_1030
in Town Camp & Town Enrichment Program Recreation Aide, PT.SS177 1.58 79,855 1. 58 81, 036 OPRYD FD_1030 Transfer
Transfers Position from FD_1010 to FD_1030
in Town Camp & Town Enrichment Program
Recreation Center
Director.PP131 2.00 302,672 2.00 301,096 OPRYD FD_1030 Transfer
Transfers Position from FD_1010 to FD_1030
in Town Camp & Town Enrichment Program Recreation Leader I, PT.PP132 2.65 150,219 2. 65 152, 482 OPRYD FD_1030 Transfer
Transfers Position from FD_1010 to FD_1030
in Town Camp & Town Enrichment Program Recreation Leader II, PT.PP134 0.97 62,395 0. 97 63, 346 OPRYD FD_1030 Transfer
Transfers Position from FD_1010 to FD_1030
in Town Camp & Town Enrichment Program
Recreation Program
Director.PP135 2.00 266,272 2.00 264,886 OPRYD FD_1030 Transfer
Transfers Position from FD_1010 to FD_1030
in Town Camp & Town Enrichment Program
Recreation Specialist II,
PT.PP139 0.40 33,370 0.40 33,891 OPRYD FD_1030 Transfer
Transfers Position from FD_1010 to FD_1030
in Town Camp & Town Enrichment Program Recreation Supervisor.SC209 1.00 180,177 1. 00 178, 880 OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in Aquatics & Boating
Aquatics Program
Coordinator.SC104 (1.00) (163,492) (1.00) (162,316) OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in Aquatics & Boating Pool Manager, PT.AP286 (0.66) (48,212) - - OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in Aquatics & Boating
Water Safety Instructor,
PT.AP354 (0.50) (33,106) (0.45) (30,519) OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in Cultural Arts & Rotary Nature Recreation Leader II, PPT.PP133 (0.17) (16,126) ( 0.17) ( 16,043) OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in East Oakland Sports Center
Recreation Attendant I,
PT.SS178 (1.25) (64,525) ( 1.25) ( 65,483) OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in East Oakland Sports Center
Recreation Program
Director.PP135 (0.64) (85,205) (0.64) (84,763) OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in Sports Recreation Leader I, PT.PP132 (6.05) (343,176) ( 6.05) ( 348,335) OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in Sports Recreation Leader II, PPT.PP133 (0.75) (70,108) ( 0.75) ( 69,744) OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in Sports Recreation Leader II, PT.PP134 (4.43) (284,956) ( 4.43) ( 289,301) OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in Sports
Recreation Program
Director.PP135 (0.86) (114,496) (0.86) (113,901) OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in Sports Recreation Specialist I, PT.PP137 (0.66) (43,571) ( 0.66) ( 44,237) OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in Sports Sports Official, PT.PP160 (1.47) (90,604) ( 1.47) ( 91,979) OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in Town Camp & Town Enrichment Program
Recreation Center
Director.PP131 (1.44) (217,924) (0.44) (66,242) OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in Town Camp & Town Enrichment Program Recreation Leader II, PPT.PP133 (0.75) (70,108) ( 0.75) ( 69,744) OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in Town Camp & Town Enrichment Program Recreation Specialist I, PT.PP137 0.25 16,505 0. 25 16, 758 OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in Town Camp & Town Enrichment Program Recreation Supervisor.SC209 (1.00) (180,177) ( 1.00) ( 178,880) OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in Town Camp & Town Enrichment Program Sports Official, PT.PP160 (0.50) (30,818) ( 0.50) ( 31,286) 143
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1010
in Town Camp & Town Enrichment Program Van Driver, PPT.TR211 (0.75) (63,461) ( 0.75) ( 63,131) OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1820
in Town Camp & Town Enrichment Program Recreation Leader I, PT.PP132 4.40 249,583 4. 40 253, 335 OPRYD FD_1030 Transfer
Transfers Position from FD_1030 to FD_1820
in Town Camp & Town Enrichment Program
Recreation Specialist III,
PT.PP162 1.97 197,796 1.97 200,923 OPRYD FD_1030 Transfer
Transfers Position from FD_1820 to FD_1030
in Cultural Arts & Rotary Nature Recreation Aide, PT.SS177 0.27 13,647 0. 27 13, 849 OPRYD FD_1030 Transfer
Transfers Position from FD_1820 to FD_1030
in Cultural Arts & Rotary Nature Recreation Leader I, PT.PP132 2.41 136,702 2. 00 115, 151 OPRYD FD_1030 Transfer
Transfers Position from FD_1820 to FD_1030
in Cultural Arts & Rotary Nature Recreation Leader II, PT.PP134 0.34 21,869 0. 34 22, 202 OPRYD FD_1030 Transfer
Transfers Position from FD_1820 to FD_1030
in Cultural Arts & Rotary Nature Recreation Specialist I, PT.PP137 0.81 53,475 0. 50 33, 513 OPRYD FD_1030 Transfer
Transfers Position from FD_1820 to FD_1030
in Town Camp & Town Enrichment Program Recreation Aide, PT.SS177 0.77 38,916 0. 77 39, 492 OPRYD FD_1030 Transfer
Transfers Position from FD_1820 to FD_1030
in Town Camp & Town Enrichment Program Recreation Leader II, PT.PP134 1.16 74,618 1. 16 75, 755 OPRYD FD_1030 Transfer
Transfers Position from FD_1820 to FD_1030
in Town Camp & Town Enrichment Program Recreation Specialist I, PT.PP137 1.36 89,784 1. 36 91, 157 OPRYD FD_1100 O&M
Reduces Other Contract Services in Central
Administration (251,321) -
OPRYD FD_1820 Delete Deletes Position in Aquatics & Boating Lifeguard, PT.AP230 (0.92) ( 56,451) ( 0.92) ( 57,307) OPRYD FD_1820 Delete Deletes Position in Aquatics & Boating Pool Manager, PT.AP286 (0.07) ( 5,113) ( 0.07) ( 5,192) OPRYD FD_1820 Delete Deletes Position in Aquatics & Boating Recreation Leader II, PT.PP134 (1.50) ( 96,487) ( 1.50) ( 97,958) OPRYD FD_1820 Delete Deletes Position in Aquatics & Boating Water Safety Instructor,
PT.AP354 (1.27) (84,839) (1.27) (86,136) OPRYD FD_1820 Delete
Deletes Position in Cultural Arts & Rotary
Nature Recreation Specialist I, PT.PP137 (0.04) (2,640) ( 0.04) ( 2,680) OPRYD FD_1820 Delete Deletes Position in East Oakland Sports Center Recreation Program
Director.PP135 - (33,285) (1.00) (132,443) OPRYD FD_1820 Delete Deletes Position in Facilities Rental & Parking Recreation Specialist I, PT.PP137 (2.00) ( 132,037) ( 2.00) ( 134,055) OPRYD FD_1820 Freeze Freeze Position in Aquatics & Boating Recreation Supervisor.SC209 (1.00) ( 180,177) ( 1.00) ( 178,880) OPRYD FD_1820 Freeze Freeze Position in Central Administration Facility Manager.MA142 (1.00) ( 210,285) ( 1.00) ( 208,783) OPRYD FD_1820 Freeze Freeze Position in Central Administration Recreation General
Supervisor.MA139 (1.00) (220,981) (1.00) (219,354) OPRYD FD_1820 Freeze Freeze Position in Facilities Rental & Parking Manager, Recreation
Services.EM202 (0.62) (200,699) (0.62) (199,255) OPRYD FD_1820 Freeze Freeze Position in Facilities Rental & Parking Recreation Leader II, PPT.PP133 (0.75) ( 70,108) ( 0.75) ( 69,744) OPRYD FD_1820 Freeze Freeze Position in Sports
Recreation Specialist III,
PPT.PP161 (0.80) (121,069) (0.80) (120,440) OPRYD FD_1820 Freeze
Freeze Position in Town Camp & Town
Enrichment Program Recreation Leader II, PPT.PP133 (3.25) (303,801) ( 3.25) ( 302,222) OPRYD FD_1820 Freeze
Freeze Position in Town Camp & Town
Enrichment Program
Recreation Program
Director.PP135 (1.00) (133,136) (1.00) (132,443) OPRYD FD_1820 Add/Delete
Position Add/Delete in Facilities Rental &
Parking
Public Service Representative,
PT.SS198 (2.00) (161,542) (2.00) (164,069) OPRYD FD_1820 Transfer
Transfers Position from FD_1010 to FD_1030
in Town Camp & Town Enrichment Program Recreation Aide, PT.SS177 (0.77) (38,916) ( 0.77) ( 39,492) OPRYD FD_1820 Transfer
Transfers Position from FD_1030 to FD_1010
in Central Administration Office Manager.SS156 (1.00) (163,492) ( 1.00) ( 162,316) OPRYD FD_1820 Transfer
Transfers Position from FD_1030 to FD_1010
in East Oakland Sports Center Lifeguard, PT.AP230 (7.50) (460,200) ( 7.50) ( 467,181) OPRYD FD_1820 Transfer
Transfers Position from FD_1030 to FD_1010
in Town Camp & Town Enrichment Program Recreation Leader I, PT.PP132 (5.50) (311,977) ( 5.50) ( 316,668) OPRYD FD_1820 Transfer
Transfers Position from FD_1030 to FD_1820
in Town Camp & Town Enrichment Program Recreation Leader I, PT.PP132 (4.40) (249,583) ( 4.40) ( 253,335) OPRYD FD_1820 Transfer
Transfers Position from FD_1030 to FD_1820
in Town Camp & Town Enrichment Program
Recreation Specialist III,
PT.PP162 (1.97) (197,796) (1.97) (200,923) 144
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
OPRYD FD_1820 Transfer
Transfers Position from FD_1820 to FD_1010
in Aquatics & Boating Recreation Aide, PT.SS177 (0.50) (25,270) ( 0.50) ( 25,644) OPRYD FD_1820 Transfer
Transfers Position from FD_1820 to FD_1010
in Aquatics & Boating
Recreation Attendant I,
PT.SS178 (0.23) (11,871) ( 0.23) ( 12,048) OPRYD FD_1820 Transfer
Transfers Position from FD_1820 to FD_1010
in Aquatics & Boating
Recreation Attendant II,
PT.SS179 (0.28) (16,374) (0.28) (16,622) OPRYD FD_1820 Transfer
Transfers Position from FD_1820 to FD_1010
in Aquatics & Boating Recreation Leader I, PT.PP132 (0.45) (25,525) ( 0.45) ( 25,909) OPRYD FD_1820 Transfer
Transfers Position from FD_1820 to FD_1010
in Aquatics & Boating Recreation Leader II, PT.PP134 (0.35) (22,514) ( 0.35) ( 22,857) OPRYD FD_1820 Transfer
Transfers Position from FD_1820 to FD_1010
in Aquatics & Boating Recreation Specialist I, PT.PP137 (0.84) (55,559) ( 0.84) ( 56,409) OPRYD FD_1820 Transfer
Transfers Position from FD_1820 to FD_1010
in Cultural Arts & Rotary Nature Recreation Leader II, PT.PP134 (0.20) (12,865) ( 0.20) ( 13,061) OPRYD FD_1820 Transfer
Transfers Position from FD_1820 to FD_1010
in Facilities Rental & Parking Stagehand, PT.TC138 (0.60) (50,054) ( 0.60) ( 50,835) OPRYD FD_1820 Transfer
Transfers Position from FD_1820 to FD_1010
in Sports Recreation Leader I, PT.PP132 (1.33) (75,443) ( 1.33) ( 76,577) OPRYD FD_1820 Transfer
Transfers Position from FD_1820 to FD_1010
in Sports Sports Official, PT.PP160 (0.59) (36,366) ( 0.59) ( 36,918) OPRYD FD_1820 Transfer
Transfers Position from FD_1820 to FD_1010
in Town Camp & Town Enrichment Program
Facility Security Assistant,
PT.PS122 (5.00) (412,883) (5.00) (419,350) OPRYD FD_1820 Transfer
Transfers Position from FD_1820 to FD_1030
in Cultural Arts & Rotary Nature Recreation Aide, PT.SS177 (0.27) (13,647) ( 0.27) ( 13,849) OPRYD FD_1820 Transfer
Transfers Position from FD_1820 to FD_1030
in Cultural Arts & Rotary Nature Recreation Leader I, PT.PP132 (2.41) (136,702) ( 2.41) ( 138,757) OPRYD FD_1820 Transfer
Transfers Position from FD_1820 to FD_1030
in Cultural Arts & Rotary Nature Recreation Leader II, PT.PP134 (0.34) (21,869) ( 0.34) ( 22,202) OPRYD FD_1820 Transfer
Transfers Position from FD_1820 to FD_1030
in Cultural Arts & Rotary Nature Recreation Specialist I, PT.PP137 (0.81) (53,475) ( 0.81) ( 54,293) OPRYD FD_1820 Transfer
Transfers Position from FD_1820 to FD_1030
in Town Camp & Town Enrichment Program Recreation Leader II, PT.PP134 (1.16) (74,618) ( 1.16) ( 75,755) OPRYD FD_1820 Transfer
Transfers Position from FD_1820 to FD_1030
in Town Camp & Town Enrichment Program Recreation Specialist I, PT.PP137 (1.36) (89,784) ( 1.36) ( 91,157) OPRYD FD_2134 Revenue Adds Grants & Subsidies revenues 50,000 - OPRYD FD_2134 O&M
Adds Other Contract Services in Town Camp &
Town Enrichment Program 50,000 -
OPRYD FD_3200 O&M
Adds Other Contract Services in Central
Administration 75,000 9,500
OPRYD FD_3200 O&M Reduces Other Contract Services in Sports (186,717) ( 190,286) OPRYD FD_3200 Transfer
Transfers Position from FD_1010 to FD_3200
in Town Camp & Town Enrichment Program
Recreation Center
Director.PP131 1.00 171,734 1.00 170,921 OPRYD FD_3200 Transfer
Transfers Position from FD_1030 to FD_1010
in Sports
Recreation Program
Director.PP135 (0.14) (20,949) (0.14) (20,854) OPRYD FD_3200 Transfer
Transfers Position from FD_1820 to FD_1010
in Sports
Recreation Specialist III,
PT.PP162 (0.09) (10,869) (0.09) (11,014) OPRYD FD_3200 Transfer
Transfers Position from FD_1820 to FD_1010
in Sports Student Trainee, PT.SS195 (0.80) (66,175) ( 0.80) ( 67,107) OPW FD_1010 Delete Deletes Position in Bureau of Environment Neighborhood Services
Coordinator.SC190 (3.00) (587,516) (3.00) (583,932) OPW FD_1010 Delete Deletes Position in Bureau of Environment Office Assistant I, PT.SS152 (0.50) ( 39,815) ( 0.50) ( 40,289) OPW FD_1010 Delete Deletes Position in Bureau of Environment Police Services Technician
II.PS173 (2.00) (334,841) (2.00) (333,294) OPW FD_1010 Delete Deletes Position in Bureau of Environment Program Analyst III.SC204 (1.50) ( 374,900) ( 1.50) ( 372,646) OPW FD_1010 Freeze
Freeze Position in Bureau of Maintenance &
Internal Svs. Pool Technician.TR207 (1.00) (123,467) ( 1.00) ( 122,907) OPW FD_1100 O&M
Reduces Insurance and Claims Settlements in
Bureau of Administration (1,260,528) -
OPW FD_1710 O&M
Adds Other Contract Services in Bureau of
Environment 211,323 278,823
OPW FD_1710 O&M
Adds Other Supplies and Commodities in
Bureau of Environment 113,097 116,801
OPW FD_1710 Add Adds Position in Bureau of Environment Program Analyst I.AP292 1.00 201, 178 1. 00 200, 057 OPW FD_1710 Revenue Adds Service Charges revenues 375,308 506, 087 OPW FD_1710 O&M
Adds Stationery and Office Supplies in Bureau
of Environment 60,000 60,000
OPW FD_1710 Revenue Adds Transfers from Fund Balance revenues 178,354 177, 370 145
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
OPW FD_1710 Delete Deletes Position in Bureau of Environment Administrative Assistant II.SS104 (0.50) ( 93,097) ( 0.50) ( 92,576) OPW FD_1710 Delete Deletes Position in Bureau of Environment Management Intern.SS142 (1.00) ( 186,725) ( 1.00) ( 185,708) OPW FD_1710 Delete Deletes Position in Bureau of Environment Recycling Program Specialist
III.PP141 (1.00) (280,403) (1.00) (278,831) OPW FD_1710 Freeze Freeze Position in Bureau of Environment Environmental Enforcement
Officer.PP158 (1.00) (205,872) (1.00) (205,063) OPW FD_1710 Revenue Reduces Grants & Subsidies revenues (131,846) ( 131,846) OPW FD_1710 Transfer
Transfers Position from FD_1720 to FD_1710
in Bureau of Environment Administrative Assistant II.SS104 0.50 89,496 0. 50 88, 998 OPW FD_1710 Transfer
Transfers Position from FD_1720 to FD_1710
in Bureau of Environment
Environmental Enforcement
Officer.PP158 2.00 402,402 2.00 400,784 OPW FD_1710 Transfer
Transfers Position from FD_2990 to FD_1710
in Bureau of Environment Program Analyst II.AP293 0.05 8,077 0. 05 8, 012 OPW FD_1720 O&M
Adds Other Contract Services in Bureau of
Environment 50,000 50,000
OPW FD_1720 O&M
Adds Other Supplies and Commodities in
Bureau of Environment 50,000 50,000
OPW FD_1720 O&M
Adds Repairs and Maintenance in Bureau of
Environment 80,000 40,000
OPW FD_1720 O&M Adds Vehicles in Bureau of Environment 494,204 610, 917 OPW FD_1720 Delete Deletes Position in Bureau of Environment Administrative Analyst II.AP106 (1.00) ( 247,945) ( 1.00) ( 246,595) OPW FD_1720 Freeze Freeze Position in Bureau of Environment Environmental Enforcement
Officer.PP158 (1.00) (209,278) (1.00) (208,417) OPW FD_1720 Freeze Freeze Position in Bureau of Environment Painter.TR159 (1.00) ( 230,817) ( 1.00) ( 229,524) OPW FD_1720 Freeze Freeze Position in Bureau of Environment Street Sweeper Operator.TR181 (1.00) ( 198,953) ( 1.00) ( 198,145) OPW FD_1720 Freeze Freeze Position in Bureau of Environment Tree Trimmer Crew
Leader.TR214 (0.54) (117,668) (0.54) (117,204) OPW FD_1720 Org Change
Position Code Change to Organization in
Bureau of Environment
Heavy Equipment
Operator.TR146 - (4,853) - (4,853) OPW FD_1720 Org Change
Position Code Change to Organization in
Bureau of Environment
Public Works Maintenance
Worker.TR174 - (17,701) - (17,701) OPW FD_1720 Transfer
Transfers Position from FD_1720 and FD_2244
to FD_2310 in Bureau of Environment Tree Supervisor I.SC229 (0.35) (91,575) ( 0.35) ( 91,037) OPW FD_1720 Transfer
Transfers Position from FD_1720 to FD_1710
in Bureau of Environment Administrative Assistant II.SS104 (0.50) (93,650) ( 0.50) ( 93,151) OPW FD_1720 Transfer
Transfers Position from FD_1720 to FD_1710
in Bureau of Environment
Environmental Enforcement
Officer.PP158 (2.00) (411,744) (2.00) (410,126) OPW FD_1720 Transfer
Transfers Position from FD_1720 to FD_2218
in Bureau of Environment Tree Supervisor II.SC230 (1.00) (304,537) ( 1.00) ( 302,755) OPW FD_1720 Transfer
Transfers Position from FD_2244 to FD_1720
in Bureau of Environment
Irrigation Repair
Specialist.TR151 2.00 413,056 2. 00 411, 318 OPW FD_1720 Transfer
Transfers Position from FD_2244 to FD_1720
in Bureau of Environment Park Attendant, PPT.SS157 1.00 129,965 1. 00 129, 417 OPW FD_1720 Transfer
Transfers Position from FD_2244 to FD_1720
in Bureau of Environment Park Supervisor I.SC193 4.00 994,324 4. 00 988, 624 OPW FD_1720 Transfer
Transfers Position from FD_2270 to FD_1720
in Bureau of Environment
Street Maintenance
Leader.TR180 1.00 200,153 1.00 199,348 OPW FD_1720 Transfer
Transfers Position from FD_2310 to FD_1720
in Bureau of Environment
Administrative Services
Manager I.MA103 0.25 80,440 0.25 79,985 OPW FD_1720 Transfer
Transfers Position from FD_4400 to FD_1720
in Bureau of Maintenance & Internal Svs. Electrical Engineer II.TR125 0.75 236,304 0. 75 234, 988 OPW FD_1720 Transfer
Transfers Position from FD_4400 to FD_1720
in Bureau of Maintenance & Internal Svs.
Facility Security Assistant,
PPT.PS121 0.50 79,588 0.50 79,267 OPW FD_2102 O&M
Adds Other Contract Services in Bureau of
Environment 2,875,000 2,875,000
OPW FD_2102 O&M
Reduces Other Contract Services in Bureau of
Administration (3,131,666) (3,130,237)
OPW FD_2159 Add Adds Position in Bureau of Administration Custodian, PT.TR122 0.25 25, 323 0. 25 25, 597 OPW FD_2159 Add Adds Position in Bureau of Administration Office Assistant I, PT.SS152 0.22 19, 390 0. 22 19, 598 OPW FD_2159 Add Adds Position in Bureau of Administration Park Attendant, PT.TR161 0.25 24, 091 0. 25 24, 351 OPW FD_2159 O&M
Reduces Other Contract Services in Bureau of
Administration (68,804) (69,546)
OPW FD_2218 O&M
Adds Other Contract Services in Bureau of
Design & Construction 75,000 75,000
OPW FD_2218 O&M
Adds Other Contract Services in Bureau of
Environment 377,645 378,653
146
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
OPW FD_2218 O&M Adds Other Services in Bureau of Environment 50,000 50,000 OPW FD_2218 Freeze Freeze Position in Bureau of Environment Tree Supervisor I.SC229 (1.00) ( 254,255) ( 1.00) ( 252,830) OPW FD_2218 Freeze Freeze Position in Bureau of Environment Tree Trimmer Crew
Leader.TR214 (2.33) (507,722) (2.33) (505,723) OPW FD_2218 Freeze Freeze Position in Bureau of Environment Tree Trimmer.TR189 (1.00) ( 206,085) ( 1.00) ( 205,237) OPW FD_2218 Freeze Freeze Position in Bureau of Environment Tree Worker.TR190 (1.00) ( 177,060) ( 1.00) ( 176,330) OPW FD_2218 Org Change
Position Code Change to Organization in
Bureau of Design & Construction Administrative Analyst II.AP106 - (2,631) - ( 2,633) OPW FD_2218 O&M
Reduces Architectural and Engineering
Services in Bureau of Design & Construction (75,000) (75,000) OPW FD_2218 O&M
Reduces Other Contract Services in Bureau of
Environment (75,000) (75,000)
OPW FD_2218 Transfer
Transfers Position from FD_1720 to FD_2218
in Bureau of Environment Tree Supervisor II.SC230 1.00 297,969 1. 00 296, 187 OPW FD_2218 Transfer
Transfers Position from FD_2244 to FD_2218
in Bureau of Environment Arboricultural Inspector.AP100 1.00 268,768 1. 00 267, 153 OPW FD_2218 Transfer
Transfers Position from FD_2244 to FD_2218
in Bureau of Environment Tree Worker.TR190 1.00 170,228 1. 00 169, 542 OPW FD_2218 Transfer
Transfers Position from FD_2310 to FD_2218
in Bureau of Environment Manager, Park Services.EM196 0.74 337,925 0. 74 335, 963 OPW FD_2244 O&M
Adds Architectural and Engineering Services in
Bureau of Design & Construction 400,000 416,536 OPW FD_2244 O&M
Adds Contract Contingencies in Bureau of
Maintenance & Internal Svs. (145,321) 502,884 OPW FD_2244 O&M
Adds Other Contract Services in Bureau of
Design & Construction 201,924 746,832
OPW FD_2244 O&M
Adds Other Contract Services in Bureau of
Environment 155,500 155,500
OPW FD_2244 O&M
Adds Other Services in Bureau of
Administration 66,680 68,111
OPW FD_2244 O&M
Adds Other Supplies and Commodities in
Bureau of Environment 76,000 134,000
OPW FD_2244 O&M
Adds Repairs and Maintenance in Bureau of
Maintenance & Internal Svs. 324,153 324,153
OPW FD_2244 O&M Adds Utilities in Bureau of Environment 298,172 308, 340 OPW FD_2244 Delete Deletes Position in Bureau of Environment Administrative Assistant II.SS104 (0.50) ( 84,497) ( 0.50) ( 83,976) OPW FD_2244 Delete Deletes Position in Bureau of Environment Neighborhood Services
Coordinator.SC190 (1.00) (195,836) (1.00) (194,636) OPW FD_2244 Delete Deletes Position in Bureau of Environment Program Analyst III.SC204 (0.50) ( 124,964) ( 0.50) ( 124,212) OPW FD_2244 Freeze Freeze Position in Bureau of Environment Tree Trimmer Crew
Leader.TR214 (1.13) (223,108) (1.13) (222,138) OPW FD_2244 Freeze Freeze Position in Bureau of Environment Tree Trimmer.TR189 (1.00) ( 187,045) ( 1.00) ( 186,197) OPW FD_2244 Freeze Freeze Position in Bureau of Environment Tree Worker.TR190 (2.00) ( 315,642) ( 2.00) ( 314,270) OPW FD_2244 Freeze
Freeze Position in Bureau of Maintenance &
Internal Svs. Custodian.TR120 (1.00) (124,957) ( 1.00) ( 124,414) OPW FD_2244 Freeze
Freeze Position in Bureau of Maintenance &
Internal Svs. Electrician.TR128 (1.00) (202,737) ( 1.00) ( 201,518) OPW FD_2244 O&M
Reduces Contract Contingencies (Budgetary
Only) in Bureau of Environment (83,217) (83,217) OPW FD_2244 O&M
Reduces Contract Contingencies in Bureau of
Design & Construction (946,539) (899,193)
OPW FD_2244 Transfer
Transfers position from Department of Human
Services in Fund 4400 to Department of Public
Works Bureau of Maintenance & Internal Svs.
in Fund 2244 Custodian Supervisor.SC132 1.00 149,519 1. 00 148, 597 OPW FD_2244 Transfer
Transfers Position from FD_1720 and FD_2244
to FD_2310 in Bureau of Environment
Tree Supervisor I.SC229 (0.65) (154,803) ( 0.65) ( 153,801) OPW FD_2244 Transfer
Transfers Position from FD_2244 to FD_1720
in Bureau of Environment
Irrigation Repair
Specialist.TR151
(2.00) (383,452) ( 2.00) ( 381,714) OPW FD_2244 Transfer
Transfers Position from FD_2244 to FD_1720
in Bureau of Environment
Park Attendant, PPT.SS157 (1.00) (120,651) ( 1.00) ( 120,103) OPW FD_2244 Transfer
Transfers Position from FD_2244 to FD_1720
in Bureau of Environment
Park Supervisor I.SC193 (4.00) (923,060) ( 4.00) ( 917,360) OPW FD_2244 Transfer
Transfers Position from FD_2244 to FD_2218
in Bureau of Environment
Arboricultural Inspector.AP100 (1.00) (250,060) ( 1.00) ( 248,445) OPW FD_2244 Transfer
Transfers Position from FD_2244 to FD_2218
in Bureau of Environment
Tree Worker.TR190 (1.00) (157,821) ( 1.00) ( 157,135) OPW FD_2244 Transfer
Transfers Position from FD_2244 to FD_2310
in Bureau of Environment
Park Attendant, PT.TR161 (5.00) (435,267) ( 5.00) ( 440,458) 147
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
OPW FD_2244 Transfer
Transfers Position from FD_2244 to FD_2310
in Bureau of Environment Park Supervisor I.SC193 (1.00) (230,765) ( 1.00) ( 229,340) OPW FD_2244 Transfer
Transfers Position from FD_2244 to FD_2310
in Bureau of Environment Park Supervisor II.SC194 (1.00) (262,353) ( 1.00) ( 260,777) OPW FD_2244 Transfer
Transfers Position from FD_2244 to FD_3100
in Bureau of Environment Administrative Assistant II.SS104 (1.00) (165,946) ( 1.00) ( 164,949) OPW FD_2254 O&M
Adds Other Contract Services in Bureau of
Environment 2,103,220 2,177,790
OPW FD_2254 Add Adds Position in Bureau of Environment
Parkland Resources
Supervisor.SC197 1.00 244,444 1.00 243,082 OPW FD_2270 O&M
Adds Maintenance Supplies in Bureau of
Environment 96,351 70,758
OPW FD_2270 Org Change
Position Code Change to Organization in
Bureau of Environment
Public Works Maintenance
Worker.TR174 - - - - OPW FD_2270 O&M
Reduces Contract Contingencies in Bureau of
Environment (15,025) (95,144)
OPW FD_2270 Transfer
Transfers Position from FD_2270 to FD_1720
in Complete Streets Infrastructure Public Works Supervisor I.SC206 (1.00) (154,902) ( 1.00) ( 154,097) OPW FD_2310 O&M
Reduces Repairs and Maintenance in Bureau
of Maintenance & Internal Svs. (66,116) (66,116) OPW FD_2310 Transfer
Transfers position from Department of Human
Services in Fund 4400 to Department of Public
Works Bureau of Maintenance & Internal Svs.
in Fund 2244 Custodian.TR120 3.00 365,484 3. 00 363, 855 OPW FD_2310 Transfer
Transfers Position from FD_1720 and FD_2244
to FD_2310 in Bureau of Environment
Tree Supervisor I.SC229 1.00 232,479 1. 00 230, 940 OPW FD_2310 Transfer
Transfers Position from FD_2244 to FD_2310
in Bureau of Environment
Park Attendant, PT.TR161 5.00 420,434 5. 00 425, 625 OPW FD_2310 Transfer
Transfers Position from FD_2244 to FD_2310
in Bureau of Environment
Park Supervisor I.SC193 1.00 225,091 1. 00 223, 666 OPW FD_2310 Transfer
Transfers Position from FD_2244 to FD_2310
in Bureau of Environment
Park Supervisor II.SC194 1.00 255,785 1. 00 254, 209 OPW FD_2310 Transfer
Transfers Position from FD_2310 to FD_1720
in Bureau of Environment
Administrative Services
Manager I.MA103
(0.25) (76,368) (0.25) (75,911) OPW FD_2310 Transfer
Transfers Position from FD_2310 to FD_2218
in Bureau of Environment
Manager, Park Services.EM196 (0.74) (314,238) ( 0.74) ( 312,276) OPW FD_2332 O&M
Adds Infrastructure in Bureau of
Administration
538,210 539,404
OPW FD_2332 O&M
Adds Other Contract Services in Bureau of
Administration
235,000 235,000
OPW FD_2332 O&M
Adds Other Supplies and Commodities in
Bureau of Administration
100,000 100,000
OPW FD_2332 O&M Adds Utilities in Bureau of Environment 60,000 60, 000 OPW FD_2332 O&M
Reduces Contract Contingencies in Bureau of
Administration
(709,212) (709,212)
OPW FD_2333 O&M
Adds Other Contract Services in Bureau of
Administration
50,000 50,000
OPW FD_2333 O&M
Adds Other Services in Bureau of
Administration
202,382 202,382
OPW FD_2333 O&M
Adds Other Supplies and Commodities in
Bureau of Administration
100,000 100,000
OPW FD_2333 O&M
Adds Work Order Expenditures in Bureau of
Administration
150,000 150,000
OPW FD_2333 O&M
Reduces Contract Contingencies (Budgetary
Only) in Bureau of Administration
(477,383) (477,383)
OPW FD_2415 O&M
Adds Bank and Bond Expenditures and
Transfers in Bureau of Administration
50,000 50,000
OPW FD_2415 O&M
Adds Data Processing Services in Bureau of
Administration
50,765 50,765
OPW FD_2415 O&M
Adds Education in Bureau of Design &
Construction
50,000 50,000
OPW FD_2415 O&M
Adds Other Contract Services in Bureau of
Design & Construction
80,419 80,419
OPW FD_2415 O&M
Adds Other Fixed Assets - Computers and
Software in Bureau of Administration
220,000 220,000
OPW FD_2415 O&M
Adds Other Supplies and Commodities in
Bureau of Design & Construction
92,710 98,922
OPW FD_2415 O&M
Adds Stationery and Office Supplies in Bureau
of Administration
205,000 205,000
OPW FD_2415 O&M
Reduces Contract Contingencies in Bureau of
Design & Construction
(70,419) (70,419)
148
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
OPW FD_2415 O&M
Reduces Other Contract Services in Bureau of
Administration (50,765) (50,765)
OPW FD_2415 Transfer
Transfers Position from FD_7760 to FD_2415
in Bureau of Administration Business Analyst III.AP118 0.50 156,046 0. 50 155, 178 OPW FD_2990 O&M
Adds Work Order Expenditures in Bureau of
Design & Construction 186,397 186,397
OPW FD_2990 Freeze
Freeze Position in Bureau of Design &
Construction for the First Year Program Analyst III.SC204 (0.79) (217,914) ( 0.79) ( 216,726) OPW FD_2990 Transfer
Transfers Position from FD_2990 to FD_1710
in Bureau of Environment Program Analyst II.AP293 (0.05) (13,485) ( 0.05) ( 13,421) OPW FD_3100 O&M
Adds Education in Bureau of Design &
Construction 150,000 150,000
OPW FD_3100 O&M
Adds Insurance and Claims Settlements in
Bureau of Administration 175,404 125,000
OPW FD_3100 O&M
Adds Other Contract Services in Bureau of
Maintenance & Internal Svs. 379,260 379,260
OPW FD_3100 Add
Adds Position in Bureau of Design &
Construction
Engineer, Civil Supervising
(Office).ET119 0.10 33,512 0.10 39,989 OPW FD_3100 Add
Adds Position in Bureau of Design &
Construction Program Analyst III.SC204 0.20 44,926 0. 20 53, 620 OPW FD_3100 O&M
Adds Repairs and Maintenance in Bureau of
Design & Construction 184,874 209,427
OPW FD_3100 O&M
Adds Repairs and Maintenance in Bureau of
Maintenance & Internal Svs. 487,500 487,500
OPW FD_3100 Revenue Adds Transfers from Fund Balance revenues 14,143,535 11, 648,464 OPW FD_3100 O&M
Adds Vehicles in Bureau of Design &
Construction 500,000 500,000
OPW FD_3100 Freeze
Freeze Position in Bureau of Design &
Construction Engineering Intern, PT.SS119 (0.60) (60,552) ( 0.60) ( 61,226) OPW FD_3100 Freeze
Freeze Position in Bureau of Design &
Construction for the First Year Project Manager.EM216 (0.10) (39,965) - ( 881) OPW FD_3100 Org Change
Position Code Change to Organization in
Bureau of Design & Construction
Manager, Capital
Contracts.EM177 - (13,347) - (13,359) OPW FD_3100 Org Change
Position Code Change to Organization in
Bureau of Environment
Public Works Maintenance
Worker.TR174 - (1,130) - (1,130) OPW FD_3100 O&M
Reduces Architectural and Engineering
Services in Bureau of Design & Construction (92,298) (92,298) OPW FD_3100 O&M
Reduces Contract Contingencies in Bureau of
Administration (50,000) (50,000)
OPW FD_3100 O&M
Reduces Contract Contingencies in Bureau of
Maintenance & Internal Svs. (775,000) (775,000) OPW FD_3100 O&M
Reduces Legal Services in Bureau of Design &
Construction (200,000) (200,000)
OPW FD_3100 O&M
Reduces Other Contract Services in Bureau of
Administration (75,000) (75,000)
OPW FD_3100 O&M
Reduces Other Contract Services in Bureau of
Design & Construction (30,576) (57,149)
OPW FD_3100 Transfer
Transfers Position from FD_2244 to FD_3100
in Bureau of Design & Construction Administrative Assistant II.SS104 1.00 178,991 1. 00 177, 994 OPW FD_3100 Transfer
Transfers Position from FD_3100 to FD_7760
in Bureau of Design & Construction Program Analyst III.SC204 (0.40) (113,464) ( 0.40) ( 112,862) OPW FD_3100 Transfer
Transfers Position from FD_7760 to FD_3100
in Bureau of Administration Accountant II.AF021 1.00 226,386 1. 00 225, 125 OPW FD_3100 Transfer
Transfers Position from FD_7760 to FD_3100
in Bureau of Design & Construction
Assistant Director, Public Works
Agency.EM110 0.50 256,366 0.65 331,432 OPW FD_3100 Transfer
Transfers Position from FD_7760 to FD_3100
in Bureau of Design & Construction Project Manager II.EM211 0.30 131,998 0. 30 131, 264 OPW FD_4100 O&M
Adds Data Processing Services in Bureau of
Maintenance & Internal Svs. 141,561 141,561
OPW FD_4100 O&M
Adds Motor Vehicle Supplies and Parts in
Bureau of Maintenance & Internal Svs. 168,260 168,260 OPW FD_4100 Delete
Deletes Position in Bureau of Maintenance &
Internal Svs. Equipment Supervisor.SC146 (1.00) (279,681) ( 1.00) ( 278,114) OPW FD_4100 Freeze
Freeze Position in Bureau of Maintenance &
Internal Svs.
Heavy Equipment Service
Worker.TR147 (2.00) (345,178) (2.00) (343,756) OPW FD_4100 Freeze
Freeze Position in Bureau of Maintenance &
Internal Svs. Student Trainee, PT.SS195 (4.00) (418,821) ( 4.00) ( 423,481) OPW FD_4100 O&M
Reduces Debt Service in Bureau of
Maintenance & Internal Svs. (338,125) (465,227) OPW FD_4100 Revenue Reduces Internal Service Funds revenues (1,805,125) ( 1,372,476) OPW FD_4100 O&M
Reduces Repairs and Maintenance in Bureau
of Maintenance & Internal Svs. (129,761) (129,761) 149
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
OPW FD_4400 O&M
Adds Other Contract Services in Bureau of
Environment 50,000 50,000
OPW FD_4400 O&M
Adds Other Services in Bureau of Maintenance
& Internal Svs. 475,000 475,000
OPW FD_4400 O&M
Adds Security Services in Bureau of
Maintenance & Internal Svs. 4,049,007 4,049,007 OPW FD_4400 Revenue Adds Transfers from Fund Balance revenues - 312, 721 OPW FD_4400 Freeze
Freeze Position in Bureau of Maintenance &
Internal Svs. Administrative Assistant II.SS104 (1.00) (183,146) ( 1.00) ( 182,149) OPW FD_4400 Freeze
Freeze Position in Bureau of Maintenance &
Internal Svs.
Capital Improvement Project
Coordinator.SC112 (1.00) (353,716) (1.00) (351,800) OPW FD_4400 Freeze
Freeze Position in Bureau of Maintenance &
Internal Svs.
Construction & Maintenance
Supv I.SC124 (1.00) (295,985) (1.00) (294,335) OPW FD_4400 Freeze
Freeze Position in Bureau of Maintenance &
Internal Svs.
Custodial Services Supervisor
I.SC130 (1.00) (209,148) (1.00) (207,976) OPW FD_4400 Freeze
Freeze Position in Bureau of Maintenance &
Internal Svs. Custodian.TR120 (2.00) (280,380) ( 2.00) ( 279,224) OPW FD_4400 Freeze
Freeze Position in Bureau of Maintenance &
Internal Svs.
Facilities Complex Manager,
Assistant.SC100 (1.00) (250,118) (1.00) (248,756) OPW FD_4400 Freeze
Freeze Position in Bureau of Maintenance &
Internal Svs. Painter.TR159 (1.00) (230,817) ( 1.00) ( 229,524) OPW FD_4400 Freeze
Freeze Position in Bureau of Maintenance &
Internal Svs. Stationary Engineer.TR178 (1.00) (230,817) ( 1.00) ( 229,524) OPW FD_4400 O&M
Reduces Contract Contingencies in Bureau of
Environment (50,000) (50,000)
OPW FD_4400 Revenue Reduces Internal Service Funds revenues (2,446,705) ( 2,813,356) OPW FD_4400 O&M
Reduces Other Contract Services in Bureau of
Maintenance & Internal Svs. (231,010) (231,010) OPW FD_4400 O&M
Reduces Other Supplies and Commodities in
Bureau of Maintenance & Internal Svs. (127,516) (99,504) OPW FD_4400 O&M
Reduces Repairs and Maintenance in Bureau
of Maintenance & Internal Svs. (1,435,828) (1,435,828) OPW FD_4400 O&M
Reduces Utilities in Bureau of Maintenance &
Internal Svs. (121,900) (121,900)
OPW FD_4400 Transfer
Transfers Position from FD_4400 to FD_1720
in Bureau of Maintenance & Internal Svs. Electrical Engineer II.TR125 (0.75) (241,789) ( 0.75) ( 240,473) OPW FD_4400 Transfer
Transfers Position from FD_4400 to FD_1720
in Bureau of Maintenance & Internal Svs.
Facility Security Assistant,
PPT.PS121 (0.50) (81,436) (0.50) (81,115) OPW FD_7760 O&M
Adds Other Fixed Assets / Computers and
Software (Over $5,000) in Bureau of
Administration 220,000 220,000
OPW FD_7760 Add
Adds Position in Bureau of Design &
Construction
Engineer, Civil Supervising
(Office).ET119 0.90 301,599 0.90 359,903 OPW FD_7760 Add
Adds Position in Bureau of Design &
Construction Program Analyst III.SC204 1.80 404,372 1. 80 482, 542 OPW FD_7760 Delete Deletes Position in Bureau of Administration Account Clerk III.AF030 (1.00) ( 163,966) ( 1.00) ( 162,955) OPW FD_7760 Delete Deletes Position in Bureau of Administration Accountant III.AF031 (1.00) ( 251,617) ( 1.00) ( 250,064) OPW FD_7760 Delete Deletes Position in Bureau of Administration Program Analyst II.AP293 (1.00) ( 215,935) ( 1.00) ( 214,637) OPW FD_7760 Delete Deletes Position in Bureau of Administration Public Information Officer
II.AP299 (1.00) (249,934) (1.00) (248,432) OPW FD_7760 Freeze Freeze Position in Bureau of Administration Accountant II.AF021 (1.00) ( 209,886) ( 1.00) ( 208,625) OPW FD_7760 Freeze Freeze Position in Bureau of Administration Director of Public Works.EM108 (1.00) ( 605,437) ( 1.00) ( 601,823) OPW FD_7760 Freeze Freeze Position in Bureau of Administration Project Manager.EM216 (1.00) ( 351,736) ( 1.00) ( 349,623) OPW FD_7760 Freeze Freeze Position in Bureau of Administration Student Trainee, PT.SS195 (1.00) ( 90,923) ( 1.00) ( 92,089) OPW FD_7760 Freeze
Freeze Position in Bureau of Design &
Construction
Capital Improvement Project
Coordinator.SC112 (4.00) (1,398,332) (4.00) (1,390,660) OPW FD_7760 Freeze
Freeze Position in Bureau of Design &
Construction Engineering Intern, PT.SS119 (0.90) (90,833) ( 0.90) ( 91,844) OPW FD_7760 Freeze
Freeze Position in Bureau of Design &
Construction Project Manager II.EM211 (3.00) (1,335,444) ( 3.00) ( 1,328,103) OPW FD_7760 Freeze
Freeze Position in Bureau of Design &
Construction Student Trainee, PT.SS195 (0.55) (56,451) ( 0.55) ( 57,092) OPW FD_7760 Freeze
Freeze Position in Bureau of Design &
Construction for the First Year Program Analyst III.SC204 (0.21) (54,041) ( 0.21) ( 53,725) OPW FD_7760 Freeze
Freeze Position in Bureau of Design &
Construction for the First Year Project Manager.EM216 (1.90) (744,240) - ( 16,733) OPW FD_7760 Org Change
Position Code Change to Organization in
Bureau of Administration Account Clerk III.AF030 1.00 159,934 1. 00 158, 923 150
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
OPW FD_7760 Org Change
Position Code Change to Organization in
Bureau of Design & Construction Account Clerk III.AF030 (1.00) (163,966) ( 1.00) ( 162,955) OPW FD_7760 Org Change
Position Code Change to Organization in
Bureau of Design & Construction Administrative Analyst II.AP106 - (128,365) - ( 128,540) OPW FD_7760 Org Change
Position Code Change to Organization in
Bureau of Design & Construction
Administrative Services
Manager I.MA103 - (39,635) - (39,712) OPW FD_7760 Org Change
Position Code Change to Organization in
Bureau of Design & Construction Business Analyst III.AP118 - (64,733) - ( 64,811) OPW FD_7760 Org Change
Position Code Change to Organization in
Bureau of Design & Construction
Manager, Capital
Contracts.EM177 - (49,063) - (49,152) OPW FD_7760 O&M
Reduces Repairs and Maintenance in Bureau
of Administration (112,500) (112,500)
OPW FD_7760 O&M
Reduces Temporary Personnel Services in
Bureau of Administration (113,993) (113,993)
OPW FD_7760 Transfer
Transfers Position from FD_3100 to FD_7760
in Bureau of Design & Construction Program Analyst III.SC204 0.40 107,206 0. 40 106, 605 OPW FD_7760 Transfer
Transfers Position from FD_7760 to FD_2415
in Bureau of Administration Business Analyst III.AP118 (0.50) (148,295) ( 0.50) ( 147,427) OPW FD_7760 Transfer
Transfers Position from FD_7760 to FD_3100
in Bureau of Administration Accountant II.AF021 (1.00) (209,886) ( 1.00) ( 208,625) OPW FD_7760 Transfer
Transfers Position from FD_7760 to FD_3100
in Bureau of Design & Construction
Assistant Director, Public Works
Agency.EM110 (0.50) (243,735) (0.65) (311,469) OPW FD_7760 Transfer
Transfers Position from FD_7760 to FD_3100
in Bureau of Design & Construction Project Manager II.EM211 (0.30) (142,185) ( 0.30) ( 141,452) OPW FD_7760 Unfreeze Unfreeze Position in Bureau of Administration Account Clerk II.AF020 1.00 97, 735 1. 00 129, 508 PBD FD_2415 O&M
Adds Athletic, Craft and Cultural Supplies in
Operations & Administration 50,500 50,500
PBD FD_2415 O&M
Adds Education in Operations &
Administration 370,000 420,000
PBD FD_2415 Revenue Adds Miscellaneous Revenue revenues 71,475 - PBD FD_2415 O&M
Adds Other Contract Services in Planning
Bureau 954,401 975,000
PBD FD_2415 O&M
Adds Other Expenditures and Disbursements
in Building Bureau 655,000 655,000
PBD FD_2415 O&M
Adds Other Expenditures and Disbursements
in Operations & Administration 720,000 220,000 PBD FD_2415 O&M
Adds Other Expenditures and Disbursements
in Planning Bureau 600,000 600,000
PBD FD_2415 O&M
Adds Other Services in Operations &
Administration 52,000 82,000
PBD FD_2415 O&M Adds Other Services in Planning Bureau 65,250 21, 750 PBD FD_2415 Add Adds Position in Building Bureau Administrative Analyst I.AP103 1.00 176, 191 1. 00 175, 025 PBD FD_2415 O&M
Adds Rental of Real and Personal Property in
Operations & Administration 52,000 82,000
PBD FD_2415 Revenue Adds Service Charges revenues 9,000,000 9, 000,000 PBD FD_2415 O&M
Adds Stationery and Office Supplies in
Operations & Administration 455,604 654,653
PBD FD_2415 O&M
Adds Temporary Personnel Services in
Operations & Administration 173,000 373,000
PBD FD_2415 Revenue Adds Transfers from Fund Balance revenues 22,184,349 22, 290,543 PBD FD_2415 O&M Adds Utilities in Operations & Administration 325,000 325, 000 PBD FD_2415 Delete Deletes Position in Building Bureau
Administrative Assistant I,
PPT.SS103 (1.00) (131,087) (1.00) (130,219) PBD FD_2415 Delete Deletes Position in Building Bureau Engineer, Civil Principal.ET117 (1.00) ( 445,514) ( 1.00) ( 442,305) PBD FD_2415 Delete Deletes Position in Building Bureau
Public Service
Representative.SS169 (1.00) (131,086) (1.00) (130,216) PBD FD_2415 Delete
Deletes Position in Operations &
Administration Business Analyst III.AP118 (1.00) (262,718) ( 1.00) ( 260,978) PBD FD_2415 Delete
Deletes Position in Operations &
Administration Planner IV.AP277 (1.00) (304,142) ( 1.00) ( 302,131) PBD FD_2415 Add/Delete Position Add/Delete in Building Bureau Office Assistant II.SS153 (1.00) ( 112,839) ( 1.00) ( 112,092) PBD FD_2415 Add/Delete
Position Add/Delete in Operations &
Administration Account Clerk III.AF030 (1.00) (146,206) ( 1.00) ( 145,240) PBD FD_2415 O&M
Reduces Contract Contingencies (Budgetary
Only) in Building Bureau (8,511) (7,009)
PBD FD_2415 O&M
Reduces Contract Contingencies (Budgetary
Only) in Operations & Administration (10,829) (10,829) PBD FD_2415 O&M
Reduces Other Contract Services in Building
Bureau (11,128) (11,128)
PBD FD_2415 O&M
Reduces Other Contract Services in Building
Bureau (57,629) (57,629)
151
Proposed Biennial Significant Changes
Dept Fund Change Description Job Title and Class
FY25-26 FTE
Change
FY25-26 $
Change
FY26-27 FTE
Change
FY26-27 $
Change
PBD FD_2415 O&M
Reduces Other Contract Services in Operations
& Administration (1,700,742) (1,700,742)
PBD FD_2415 O&M
Reduces Other Contract Services in Operations
& Administration (318,641) (336,545)
PBD FD_2415 Unfreeze Unfreeze Position in Building Bureau Manager, Inspection
Services.EM188 1.00 352,098 1.00 349,768 PBD FD_2415 Unfreeze Unfreeze Position in Building Bureau Administrative Analyst I.AP103 2.00 352, 382 2. 00 350, 050 PBD FD_2415 Unfreeze Unfreeze Position in Building Bureau Administrative Assistant I.SS102 1.00 131, 087 1. 00 130, 219 PBD FD_2415 Unfreeze
Unfreeze Position in Operations &
Administration Accountant III.AF031 1.00 224,363 1. 00 222, 880 PBD FD_2415 Unfreeze
Unfreeze Position in Operations &
Administration Planner I.AP269 2.00 355,660 2. 00 353, 308 PBD FD_2415 Unfreeze
Unfreeze Position in Operations &
Administration Project Manager.EM216 1.00 319,364 1. 00 317, 251 PBD FD_2421 O&M
Adds Contract Contingencies (Budgetary Only)
in Planning Bureau 317,433 333,142
PBD FD_2421 O&M
Reduces Other Contract Services in Planning
Bureau (288,129) (288,129)
PC FD_1010 Delete Deletes Position in Police Commission Administrative Analyst II.AP106 (1.00) ( 195,350) ( 1.00) ( 193,945) PC FD_1010 O&M
Reduces Other Contract Services in Police
Commission (384,293) (359,293)
PEC FD_1010 Add Adds Position in Public Ethics Ethics Analyst I.AP444 1.00 162, 184 1. 00 161, 016 PEC FD_1010 Add Adds Position in Public Ethics Ethics Investigator.MA159 1.00 217, 326 1. 00 215, 761 PEC FD_1010 Add Adds Position in Public Ethics Management Intern, PT.MA133 0.10 8, 963 0. 10 9, 114 PEC FD_1010 Delete Deletes Position in Public Ethics Administrative Assistant II.SS104 (1.00) ( 147,343) ( 1.00) ( 146,259) PEC FD_1010 Delete Deletes Position in Public Ethics Project Manager.EM216 (1.00) ( 305,848) ( 1.00) ( 303,645) PEC FD_1010 O&M
Reduces Other Contract Services in Public
Ethics (99,024) (37,395)
152
Long-term Fiscal Roadmap
Long-term Liabilities
California Legal Revenue Limitations
Compliance with the Consolidated Fiscal Policy and Other Legislation Other Budget InformationOther Budget Information
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 153
The proposed budget is the critical first step in Oakland’s work to move beyond maintaining solvency to attaining the fiscal health necessary to provide quality services, support our workforce, and achieve the financial resiliency necessary to weather future economic shocks. When adopted and implemented, the budget will avoid excessive use of one-time solutions and brings ongoing expenses and revenues into balance during the budget period.
The budget is the first step in this multi-year effort, but other strategies will be needed to achieve full fiscal health.
The City Administrator is finalizing a roadmap that identifies other strategic financial goals for the coming years, including clear and measurable timelines to achieve them.
These strategic projects include:
Achieving structural balance during the coming two-year budget, Establishing a fiscal health executive team to manage these initiatives and regularly report to the Mayor and Council on their progress,
Develop long-term plans to restructure pension and other benefit costs, Maximize collection of current revenues and diversify the revenue base with an additional voter-approved measure in 2026,
Develop multi-year plans to achieve voter-mandated staffing levels for city services and needed investments to sustain the City’s infrastructure, fleet, and technology, Review and update the City’s foundational financial and budget policies and practices, Fortify the City’s revenue base through focused economic development activities, and Improving structures needed to hold the City and its contractors accountable for delivery of city services.
This roadmap to fiscal health builds upon initial goals presented in December 2024 and will be presented to the City Council in July, following adoption of the budget.
Long-Term Fiscal RoadmapLong-Term Fiscal Roadmap
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 154
OVERVIEW OF LONG-TERM LIABILITIES
The City of Oakland (City) has three defined benefit retirement plans:
The City also has programs in place to partially pay health insurance premiums for certain classes of retirees from City employment. City retirees are eligible for retiree health benefits if they meet certain requirements relating to age and service. The retiree health benefits are described in the labor agreements between the City and unions, and in City resolutions.
California Public Employees’ Retirement System (CalPERS) Public Safety Retirement Plan;1.
CalPERS Miscellaneous (civilian) Retirement Plan; and2.
Oakland Police and Fire Retirement System (PFRS)3.
Unfunded Pension Liability for CalPERS – Active Retirement Plan The City has active defined benefit pension plans for Safety and Miscellaneous employees through CalPERS.
These plans are funded on an actuarial determined basis each year pursuant to CalPERS requirements. The CalPERS Board of Administration has taken several actions in recent years that have impacted both the City’s unfunded liabilities and annual required contributions, which are captured in this two-year budget.
In July 2021, CalPERS reported a preliminary 21.3% net return on investments for FY 2020-21. Since the return exceeded the 7.00% discount rate sufficiently, CalPERS lowered the discount rate from 7.00% to 6.80%.
Beginning FY 2023-24, employer contributions are calculated using a 6.80% discount rate.
In November 2021, CalPERS adopted new actuarial assumptions based on the recommendations in the November 2021 CalPERS Experience Study and Review of Actuarial Assumptions. This study reviewed the retirement rates, termination rates, mortality rates, rates of salary increase, and inflation assumption. These new assumptions impact the required contribution beginning FY 2023-24.
Long-Term LiabilitiesLong-Term Liabilities
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 155
The table below shows a summary of the long-term unfunded liabilities for the City.
Unfunded Liability Descriptions
$1,924M¹
The City’s California Public Employees’ Retirement System (CalPERS) unfunded balance as of June 30, 2025 (reporting date) is $1,924 million. The Public Safety Plan has a $1B unfunded liability (65.8% funded ratio); the Miscellaneous Plan has a $924M unfunded liability (73.0% funded ratio).
$549M² The City’s Other Post-Employment Benefit programs (OPEB) have an unfunded actuarial liability (UAL) of $549M as of June 30, 2024 (reporting date). $118M³
The City’s closed Police and Fire Retirement System (PFRS) retirement system has an unfunded balance of $118M as of June 30, 2024 (measurement date). The actuarially determined contribution for FY 2024-25 is $34.8M. $102.1M
Negative Funds as of June 30, 2024 – $25.9 million of the negative funds have a repayment plan, $75.2 million are reimbursable funds and $1.0 million are funds with no repayment plan.
$69M⁴ The City’s long-term liabilities for accrued vacation and sick leave are $69M as of June 30, 2024.
¹ CalPERS GASB 68 Accounting Report as of June 30, 2024 (measurement date) for the Miscellaneous & Safety Plan of the City of Oakland (CalPERS, n.d.).
² City of Oakland Postretirement Health Insurance Plan, GASB 74/75 Report as of June 30, 2023 (measurement date)(Cheiron, September 2024).
³ Oakland Police and Fire Retirement System, GASB 67/68 Report as of June 30, 2023 (Cheiron, November 2023) and Actuarial Valuation Report as of July 1, 2023 (Cheiron, March 2024). ⁴ City of Oakland, Annual Comprehensive Financial Report as of June 30, 2024.
Unfunded Pension Liability for PFRS– Closed Retirement Plans The Police and Fire Retirement System (PFRS) is a closed pension system that provides pension, disability, and beneficiary payments to retired Police and Fire sworn officers hired prior to July 1, 1976. As of July 1, 2023, PFRS covered no active employees and 653 retired employees and beneficiaries. The most recent actuarial valuation was based on data as of July 1, 2023.
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Other Post-Employment Benefits (OPEB)
The City historically funded its retiree medical benefits (also known as “Other Post-Employment Benefits” or “OPEB”) on a pay-as-you-go basis, meaning funding was not set aside as benefits were earned. Rather, the City paid OPEB costs for existing retirees when the monthly premiums became due.
Compensated Absences – Accrued Vacation, Sick Leave, and Compensatory Time
The City’s policy and its agreements with employee groups permit employees to accumulate earned, but unused, vested vacation, sick leave, and other compensatory time. All earned compensatory time is accrued when incurred in the government-wide financial statements and the proprietary fund financial statements. A liability for these amounts is reported in the governmental funds only if they are due and payable. As of June 30, 2024, the current liability was $69 million.
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Public funds are highly regulated; as such, some of the major regulations that impact local revenue generation will be discussed in this section. This information serves as the background to gain understanding of how tax revenue is generated and restricted.
Proposition 13
Proposition 13, approved by voters in 1978, amended the state constitution and imposed restrictions on the collection of revenue by California’s local governments. Proposition 13 declared that the maximum amount of any ad valorem tax on real property shall not exceed 1% of the full cash value of such property. That 1% tax is collected by the counties and apportioned to the cities and special districts within each County. The only exception to the 1% limitation is for bonded indebtedness for the acquisition or improvement of real property, which must be approved by a two-thirds vote of the electorate. This exception is most commonly used when voters approve a General Obligation Bond to pay for capital improvements to infrastructure such as streets, parks, and buildings.
The 2016 Oakland Measure KK Infrastructure Bond was an example of the use of this exception Proposition 13 also requires a two-thirds vote of the qualified electors for a City to impose special taxes. Special taxes are restricted for a specific purpose rather than a general purpose, such as a tax designated for public safety or libraries. Parcel taxes are also considered special taxes regardless of the use.
Proposition 8
Proposition 8, approved by voters in 1978, strengthened Proposition 13 and established that when property values decline due to changes in the real estate market, tax assessors are obliged to conduct "decline in value reviews" so that the tax assessed is set at a lower rate if the value of the property has declined. A lower assigned value resulting from such a review is known as a "Proposition 8 reduction.” Proposition 218
Proposition 218, approved by voters in 1996, further restricted local government’s abilities to raise revenue.
Proposition 218 states that a majority vote of the public is required to raise general purpose taxes in Charter cities such as Oakland. This law requires that any new or increased property assessments may only be levied on properties that receive a special benefit from the project rather than a general benefit to the public, and that an engineer’s report is required to ascertain the value of the special benefit. A weighted majority of property owners must approve such assessment. Proposition 218 restricts the use of property related fees so that they cannot be used to pay for a general governmental service, or a service not immediately available to the property.
California Legal Revenue LimitationsCalifornia Legal Revenue Limitations 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 158
Proposition 26
Proposition 26, approved by voters in 2010, defined and restricted governments’ abilities to raise revenues through fees and charges for service by defining revenues as taxes unless they met one of the criteria listed below.
A charge imposed for a specific benefit conferred or privilege granted directly to the payer that is not provided to those not charged, and which does not exceed the reasonable costs to the local government of conferring the benefit or granting the privilege.
A charge imposed for a specific government service or product provided directly to the payer that is not provided to those not charged, and which does not exceed the reasonable costs to the local government of providing the service or product.
A charge imposed for the reasonable regulatory costs to a local government for issuing licenses and permits, performing investigations, inspections, and audits, enforcing agricultural marketing orders, and the administrative enforcement and adjudication thereof.
A charge imposed for entrance to or use of local government property, or the purchase, rental, or lease of local government property.
A fine, penalty, or other monetary charge imposed by the judicial branch of government or a local government, as a result of a violation of law.
A charge imposed as a condition of property development.
Assessments and property-related fees imposed in accordance with the provisions of Article XIII D of the California Constitution (see Proposition 218).
Under Proposition 26, the local government bears the burden of showing that the amount charged is no more than necessary to cover the reasonable costs of the activity, and allocation of the costs to the payer bears a reasonable relationship to the payer’s burdens on, or benefits received from, the activity. 159
The proposed budget and accompanying resolution complies with the legal requirements of the City's Consolidated Fiscal Policy (CFP) Ordinance 13487 C.M.S.. The proposed budget does not conform to the prescribed use of one-time revenues. Accordingly, an appropriate finding was made in compliance with the CFP.
Compliance with the ConsolidatedCompliance with the Consolidated Fiscal Policy and Other LegislationFiscal Policy and Other Legislation 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 160
COMPLIANCE WITH THE CONSOLIDATED FISCAL
POLICY
Policy on Balanced Budgets
The proposed budget is a balanced budget that limits appropriations to the total of estimated revenues and unallocated fund balances projected to be available at the close of the current fiscal year. Appropriated transfers from unallocated fund balance are only included when such fund balance is reasonably expected to exist by the end of the current fiscal year.
Use of One-Time Revenues
The proposed budget does include the use of one-time revenues for ongoing purposes. This is a departure from how the City normally balances its budget, and is due to the revenue losses brought on by the effects of the pandemic and the reduction in revenue generated from the real estate transfer tax (RETT), Business License Tax and Sales Tac. This leaves the City facing significant structural imbalances in the GPF in the FY 2025-27 budget.
As
such, in this biennial, the City is temporarily suspending Part D Section 2 of the CFP so it can use one-time revenues to maintain basic services. The resolution accompanying the Budget will contain the necessary explanations for the need to use one-time revenues for purposes other than those established in the CFP.
Use of Excess Real Estate Transfer Tax (RETT) Revenues
Excess Real Estate Transfer Tax (RETT), defined as any amount of projected RETT revenues that exceed 15% of General Purpose Fund Tax Revenues.
This excess Real Estate Transfer Tax, per the CFP, is to be used in the following manner and appropriated through the budget process:
At least 25% shall be allocated to the Vital Services Stabilization Fund, until the value in such fund is projected to equal to 15% of total General Purpose Fund revenues over the coming fiscal year; and At least 25% shall be used to fund debt retirement and unfunded long-term obligations such as negative fund balances, Police and Fire Retirement System (PFRS) unfunded liabilities, CalPERS pension unfunded liabilities, paid leave unfunded liabilities, and Other Post-Employment Benefits (OPEB) unfunded liabilities; and The remainder shall be used to fund one-time expenses or to augment reserves.
In this proposed budget, due to a reduction in revenue generated from the RETT, there is no excess RETT projected.
161
Reserve Funds
The proposed budget is consistent with the General Purpose Fund Emergency Reserve Policy to maintain in each fiscal year a reserve equal to 7.5% of the General Purpose Fund (Fund 1010) appropriations as unobligated fund balance.
For the FY 2025-26, the Emergency Reserves would need be funded at $59.08 million to meet the
7.5% requirement. The estimated unobligated fund balance at the beginning of FY 2025-26 is $61.54 million. There are no appropriations made from the General Purpose Fund Emergency Reserve in the FY 2025-27 Proposed Budget.
The proposed budget temporarily suspends the Vital Services Stabilization Fund (VSSF) policy and does not make additional contributions to the fund. The legislation accompanying the Budget contains the necessary explanations for the VSSF policy other than those established in the CFP.
The proposed budget makes no additions to the Capital Improvements Reserve Fund. Capital needs for the City are being fulfilled through appropriations from Measure KK and Measure U bond proceeds.
COMPLIANCE WITH KEY VOTER APPROVED MEASURES
Kid's First Charter Amendment & OFCY (Fund 1780)
The Kids First Charter Amendment was first established in 1996 to create a separate fund exclusively dedicated to supporting Oakland’s youth and children with programming and services so they can grow to become healthy and productive adults. The Kids First Charter Amendment requires that 3% of the City’s unrestricted General Purpose Fund revenues be set aside in a separate fund (1780) every year.
The law requires that 90% of the Kids First funds to be used for eligible services for youth and children. No more than 10% can be used for administrative overhead, grant management, strategic planning, or third-party evaluation.
As a part of managing the Kids First fund, the City indicates the budget for fund 1780 in the proposed budget for the upcoming fiscal year. Once the General Purpose Fund’s revenues are audited, the City then applies a “true- up” to the Adopted Budget based on what the City received in terms of actuals for its revenue from that prior fiscal year. This “true-up” can either be positive or negative, depending on if the budgeted amount was higher or lower than the actuals in General Purpose Fund Revenue.
For FY 2025-26, the Kids First Budget is $ 22,744,353 (no true-up payment from FY 2023-24 included ). For FY 2026-27, the Kids First Budget is $ 23,576,450. It will be adjusted at Midcycle with the true up from FY 2024-25.
Below is how the Kids First calculation was made:
162
Base Spending Requirement
The City must spend an amount, at least equal to 5.35 percent of the City’s General Purpose Fund expenditures, excluding the Fund’s monies, on other programs related to children and youth. This percentage represents the level of funding for children and youth services in Fiscal Year (FY) 1995-96, when measure was initially established.
Expenditures that can be counted towards the baseline spending requirement include programs such as Head Start, library tutoring, mentoring, and after school recreational activities. The funding for these children and youth services must come from sources other than the Kids First! Fund.
For FYs 2025-27, 5.35 percent of the budgeted GPF expenditures is $42.1 million in FY 2025-26 and $45.8 million in FY 2026-27. The proposed budget exceeds this threshold, allocating $85.7 million in FY 2025-26 and $82.9 million in FY 2026-27:
Head Start expenditures are budgeted at $23.9 million in FY 2025-26 and $23.3 million in FY 2026-27.
Library expenditures for teen and children’s services are budgeted at $2.6 million in FY 2025-26 and $2.6 million in FY 2026-27.
Parks and Recreation expenditures for recreation centers and youth sports are budgeted at $8.3 million FY 2025-26 and $8.4 million in FY 2026-27.
Measure AA expenditures for early childhood education and youth services to increase college enrollment and college graduation rates are budgeted at $50.9 million in FY 2025-26 and $48.6 million in FY 2026-27.
Note that the items listed above serve to illustrate that the proposed budget fulfills the minimum funding requirements stipulated by the Charter and do not constitute an exhaustive inventory of City funded children and youth programs and services.
2020 Oakland Parks and Recreation Preservation, Litter Reduction, and Homelessness Support Act (Parks Measure Q - Fund 2244)
The 2020 Oakland Parks and Recreation Preservation, Litter Reduction, and Homelessness Support Act (Parks Measure Q – Fund 2244) authorizes a twenty-year annual special parcel tax beginning in fiscal year FY 2020-21 through FYs 2039-40. Tax revenues* collected (net of any collection and tax levy costs and fees) are limited to the following purposes:
163
No less than 64% for parks, landscape maintenance, and recreational services; 30% for services to address homelessness and enable unsheltered and unhoused residents to access temporary shelters, transitional and supportive housing, and permanent housing; 5% for services and projects to address water quality and litter reduction, including by maintaining and cleaning stormwater trash collection systems; and
1 % to cover the costs of auditing and evaluating programs, strategies, and services undertaken pursuant to this measure.
*Central Services Overhead costs may not be recovered from this revenue.
Maintenance of Effort
For so long as the parcel tax is in effect, the City of Oakland must maintain service levels at the equivalent or greater than the service levels as to those provided in the Fiscal Year (FY) 2019-21 Adopted Policy Budget for FY 2019-20. If this maintenance of effort is not met, the City may not expend any revenue attributable to this parcel tax for the service area.
Parks, Landscape Maintenance, and Recreational Services: The maintenance of effort language restricts that the City’s operative fiscal year budget may not appropriate more than 55% of the estimated revenue allocated to the parks, landscape maintenance and recreation services to preserve parks maintenance services. Due to the severe budgetary deficits in City funds, the FY 2024-25 Proposed Midcycle budget does not meet this requirement. Per the Parks Measure Q language, "
The City Council may temporarily suspend the provision of Section 4 by resolution to meet urgent and changing needs in the event of extreme fiscal necessity". The legislation accompanying the Budget will contain the necessary explanations for the need to suspend this requirement.
Homeless Services: The City's operative fiscal year budget maintenance of effort language excludes any revenue appropriated from the Affordable Housing Trust Fund, Fund 1870.
The full text of the measure language for the 2020 Oakland Parks and Recreation Preservation, Litter Reduction, and Homelessness Support Act is available
here.
164
165
The 2024 Oakland Violence Prevention Act and Public Safety Act (Measure NN - Fund 2255)
In 2024, Oakland voters approved Measure NN, a continuation of the City's commitment to public safety and violence prevention. Measure NN continues a parcel and parking tax to continue many of the services funded under the City’s Public Safety and Services Violence Prevention Act, Measure Z. Measure NN authorized the City to extend and increase an existing parcel tax and a parking tax surcharge for a period of nine years to fund police, fire, and violence prevention services. The projected annual revenue of Measure NN is approximately $47 million.
Not counting any audit, financial monitoring, collection and tax levy costs, fees and the Oakland Fire Department allocation, the revenue from this tax was designed to be split as follows:
60% for police services:
10% specifically allocated to costs associated with operations and functions by non-sworn personnel such as 911 dispatch, maintenance and investments in technology, and operations and functions of the crime lab and associated administrative expenses; and
50% of the remaining amount shall be allocated to costs associated with sworn police officers and 40% going to community violence prevention/intervention programs. 40% for Violence Prevention services where at least 75% of the total amount allocated for Violence Prevention services shall be spent on grants to and contracts with community-based service providers.
Similar to Measure Z, these taxes were accompanied by certain police staff requirements that, if not met, would compromise the City's authority to levy the taxes. Measure NN also prohibits laying off sworn police officers and firefighters below specified levels.
The FY 2025-27 Proposed Budget does not meet the minimum staffing requirement. Per the Measure NN language in section 6. (B) (2.); "
If a severe and unanticipated financial or other event occurs which so adversely impacts the General Purpose Fund as to prevent the City from budgeting for the minimum number of sworn police personnel required by this Ordinance, the numeric requirements for budgeting and maintaining sworn police personnel shall be reduced by the numbers the City is unable to fund as a result of such event. The existence of a severe and unanticipated financial or other event must be established by the declaration of a state of extreme fiscal necessity via City Council Resolution for that annual or biennial cycle. Such a resolution shall also note the steps that were taken by the City to avoid the need to reduce the number of sworn police personnel and the steps that will be taken by the City in the future to restore sworn police personnel ". The resolution accompanying the Budget contains the necessary explanations for the need to suspend this requirement.
The full text of the measure language for the 2024 Oakland Violence Prevention Act and Public Safety Act (Measure NN) is available
here.
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Measure AA Oakland Children’s Initiative ( Funds 2261, 2262, and 2263) The Oakland Children’s Initiative (Measure AA) is a 2018 Charter Amendment passed by the citizens of Oakland to deepen investments in children and support them through college graduation by dramatically expanding access to high quality preschool and providing college access, mentorship, and scholarship support services for students to obtain 4-year or 2-year college or technical degrees. The City will leverage a projected +$30 million in annual revenue to dramatically expand access to and the quality of preschool, as well as significantly increase college enrollment and college graduation rates.
The charter establishes three funds: 1) the Oakland Early Education Fund (2262), funded by 62% of the proceeds of the parcel tax, 2) the Oakland Promise Fund (2263), funded by 31% of the proceeds of the parcel tax and 3) the Oversight, Accountability, and Evaluation Fund (2261), funded by 7% of the proceeds of the parcel tax.
Transfer to Program Funds
Per Section 1603. Funding for Oversight, Accountability, and Evaluation. (d) of the Charter, "To the extent that at the end of each two-year (2) budget period, any unspent and unencumbered or undesignated funds remain in 167
the Oversight, Accountability, and Evaluation Fund, fifty percent (50%) of the funds remaining shall be transferred to the Early Education Fund and shall be available for appropriation to achieve the goals of the Early Education Fund, twenty-five percent (25%) shall be transferred to the Oakland Promise Fund and shall be available for appropriation to achieve the goals of the Oakland Promise Fund, and twenty-five percent (25%) shall remain in the Oversight, Accountability and Evaluation Fund as a reserve for the eligible uses...".
The FY 2025-27 Proposed budget aligns with the percentage allocations as specified in the Charter:
Oakland Vacancy Property Tax Act (Measure W - Fund 2270) The Oakland Vacant Property Tax Act (Fund 2270) is a special parcel tax on vacant property within the City of Oakland where the revenue may be used to provide services and programs to the homeless, to reduce homelessness, and to support the protection of existing and production of new housing affordable to lower income households. Additional uses of revenue include job training, job readiness assistance, and drug treatment programs for homeless people; housing assistance including temporary housing or move-in expenses; sanitation, bathroom, and cleaning services related to homeless encampments; deterring blight and illegal dumping; and code enforcement and cleanup of blighted vacant properties.
Maintenance of Effort
For so long as the parcel tax is in effect, no more than fifteen percent (15%) of the revenue deposited into the Vacant Parcel Tax Act fund in any single year may be used to pay for administrative costs (excluding costs of the Homelessness Commission). The Fiscal Year (FY) 2024-25 Proposed Budget shall allocate no more than $1,116,000 168
in FY26 and $1,147,248 in FY27 towards administrative costs. The Proposed Budget allocates $986,216 in FY26 and $1,059,064 in FY27.
In addition, no less than twenty-five percent (25%) of the revenue deposited into the Vacant Parcel Tax Act fund in any single year shall be used to pay for code enforcement and clean-up of blighted vacant properties, blight elimination, remedying illegal dumping, and legal action to address any of the foregoing, as necessary. The FY 2025-27 Proposed Budget shall allocate no less than $1,860,000 in FY26 and $1,912,080 in FY 27 towards this maintenance of effort. The Proposed Budget allocates $5,150,029 in FY26 and $5,065,852 in FY27.
Police Commission - Measure LL and S1
On November 8, 2016, Oakland voters approved Measure LL in favor to establish the Police Commission (Commission). The Commission would oversee the Oakland Police Department to ensure that its policies, practices, and customs conforms to national standards of constitutional policing. Measure LL is a Charter amendment which established a Commission to oversee the Oakland Police Department. The Commission and Community Police Review Agency (CPRA) replaced the Citizens’ Police Review Board (CPRB).
On November 3, 2020, Oakland voters approved Measure S1 in favor to amendment City's Charter creating an Office of Inspector General to review and report on the Police Department’s and the CPRA’s practices regarding police misconduct, changing the Commission’s and CPRA’s powers, duties and staffing, and allowing the Commission and the CPRA to hire their own attorneys independent of the City Attorney.
Measure LL & Measure S1 has a requirement that the City must allocate enough money to the Commission and the CPRA so that they can perform their required functions and duties. Specifically, the Measures require the allocation of:
No fewer than one line investigator for every one hundred (100) sworn officers in the Department, rounded up or down to the nearest one hundred (100). The number of investigators shall be determined at the beginning of each budget cycle based on the number of sworn officers employed by the Department the previous June 1.
A City Attorney opinion notes that the classifications of Complaint Investigator II and Complaint Investigator III fulfill the rolls of line investigators.
1.0 FTE Attorney or Contract Services for Legal Advice to provide legal services to the Police Commission
2.0 FTE Attorneys or Contract Services for Legal Advice to provide legal services to the CPRA The number of sworn officers employed in June of 2024 was 704. The number of sworn officers projected to be employed in June of 2025 is 657. Both indicate a required number of line investigators greater than or equal to 7.
The Proposed Budget contains 8 such positions (7.0 FTE Complaint Investigator IIs and 1.0 FTE Complaint Investigator IIIs).
The Proposed Budget allocates $125,000 in FY 2025-26 and $125,000 in FY 2026-27 for contract services to provide legal support to the Police Commission. It also includes 2.0 FTE CPRA Attorney positions, each costing $371,752 in FY 2025-26 and $369,076 in FY 2026-27. Additionally, $287,393 is allocated in FY 2025-26 and $287,393 in FY 2026- 27 for contract services to provide legal support to the CPRA. These allocations ensure compliance with Measures LL and S1.
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Public Library - Measures C and D
The Oakland Public Library (Library) is responsible for complying with two voter approved measures that provide supplemental funding for Library services. The measures are the Library Services Retention and Enhancement Act (Measure C) and the 2018 Oakland Public Library Preservation Act (Measure D).
Measure C amends Measure Q, which was an extension of Measure O, the Library Services Retention and Enhancement Act (the “Act”) in 1994. The Act established an annual parcel tax to raise revenue to enhance Library service; the measure was approved through 2024. The Maintenance of Effort Required by Measure C is:
A. For each year this tax is in effect, the City Council may collect this tax only if the City’s General Purpose Fund appropriation for Library services is at least $14.500.000.
B. Notwithstanding the minimum General Purpose Fund appropriation requirement in subsection (A), the City may levy and collect this tax if:
The Maintenance of Effort Threshold for Measure D is similar though the value is lower at $12.99 Million.
For any year during which this tax is in effect, if the City’s General Fund appropriation to the Library Department shall not be reduced below $12,992,267 unless a severe and unanticipated financial or other event occurs, and the City’s reduction to the Library Department’s General Fund appropriation is no more than the same proportion of reduction that is imposed on the City’s net General Fund budget for non-safety departments.
The proposed budget includes General Purpose Library Expenditures of $11,738,658 in FY 2025-26 and $11,729,715 in FY 2026-27. The proposed budget also includes a transfer of $62,406 from the GPF to the Measure C fund, which is a true-up of the FY 22-23 Midcycle budget to meet the GPF minimum requirement by the measure. The reduction to the Libraries GPF expenditures from the Measure C threshold is less than the reduction to the City’s net General Purpose Fund budget for non-safety departments, and the reduction to the Libraries GPF expenditures from the Measure D threshold is proportionally less than the reduction to the City’s net General Purpose Fund budget for non-safety departments. The required reporting and findings will be provided in accompanying legislation. There are
no reductions to library services from reduced GPF Funding.
A severe and unanticipated financial or other event occurs that so adversely impacts the General Purpose Fund the City is unable to budget for the Library’s General Purpose Fund appropriation at the required minimum amount of $14.500.000,
1. The City’s reduction to the Library Department’s General Purpose Fund appropriation is no more than the reduction to the City’s net General Purpose Fund budget for non-safety departments (which are all operating departments, except Police and Fire). This exception shall apply only if the City Administrator submits a report to the City Council explaining the severe and unanticipated event, the steps that were taken by the City to avoid the need to reduce the Library’s General Purpose Fund appropriation and the steps the City will take in the future to restore the Library’s General Purpose Fund. Such actions must be taken for each fiscal year in which the City fails to meet the minimum appropriation requirements set forth in subsection (A).
2. 170
Measure W Public Campaign Financing
Approved in 2022, the measure amends the Oakland Municipal Code and City Charter to establish resident public financing for candidate election campaigns, increase transparency regarding independent spending in City elections, further restrict former city officials from acting as lobbyists, and provide additional resources to the Public Ethics Commission for implementation.
For the two-year budget cycle beginning July 1, 2023, and each subsequent two-year budget cycle beginning on July 1 of odd-numbered years, the City shall appropriate to the Fund no less than $4,000,000.00 for the purpose of funding the Democracy Dollars Fund. The City shall consider additional appropriations to the Fund as requested by the Commission to ensure sufficient money in the Fund. After July 1, 2023. for every two-year budget cycle beginning on July 1 of odd-numbered years, the required minimum appropriation under this subsection shall be increased by the increase in the consumer price index over the preceding two years.
For the two-year budget cycle beginning July 1, 2023, and each subsequent two-year budget cycle beginning on July 1 of odd-numbered years, the City shall appropriate for the Public Ethics Commission no less than $350,000.00 for the purpose of non-staff costs for administering the Democracy Dollars Program, in addition to staff budgeting required by Oakland City Charter Section 603(g). Upon receiving notice from the Commission under Oakland City Charter Section 603(g)(4), the City shall consider additional appropriations to the Commission to ensure sufficient funds are provided to administer the Democracy Dollars Program. After July 1. 2023, for every two-year budget cycle beginning on July 1 of odd-numbered years, the required minimum appropriations under this subsection shall be increased by the increase in the consumer price index over the preceding two years. For the 2023-24 fiscal year, or earlier, the City shall appropriate an additional amount of no less than $700,000.00 for the purpose of startup costs associated with initiating the Democracy Dollars Program, with any remaining funds to be carried forward into future fiscal years.
The minimum budget set-aside in this section may be reduced, for a fiscal year or a two-year budget cycle, upon a finding in the budget resolution that the City is facing an extreme fiscal necessity, as defined by City Council resolution. A reduction may occur only as a part of a general reduction in expenditures across multiple departments.
Due to the severe budgetary deficits in the City's General Purpose Fund (GPF), the FY 2025-27 Proposed Budget does not meet the minimum budget set-aside in this section.
Measure X Charter Amendments
Approved in 2022, the measure amends the Charter to, among other things, establish Councilmember term limits, require two hearings before Council places certain measures on the ballot; count Councilmember abstentions and absences as "no" votes in determining whether Mayor may break a tie; provide Public Ethics Commission discretion in setting Councilmember salaries; authorize the Commission to set City Attorney and Auditor salaries; and add and detail duties and provide minimum staffing for the Auditor.
Effective July 2023, the budget for the Office of the City Auditor shall be sufficient to hire at least fourteen full- time equivalent (“FTE") employees of relevant classifications. The minimum staffing budget set-aside may be 171
suspended, for a fiscal year or a two-year budget cycle, upon a finding in the budget resolution that the City is facing an extreme fiscal necessity, as defined by City Council resolution or ordinance.
The FY 2025-27 Proposed Budget includes the following 9.0 FTE positions in FY26: 1.0 FTE City Auditor, 1.0 FTE City Auditor, Assistant, 1.0 FTE Assistant to the Director, 1.0 FTE Executive Assistant to the City Auditor, 2.0 FTE Performance Audit Managers, 3.0 FTE Performance Auditors, Sr.; and the following 12.0 FTE positions in FY27: 1.0 FTE City Auditor, 1.0 FTE City Auditor, Assistant, 1.0 FTE Assistant to the Director, 1.0 FTE Executive Assistant to the City Auditor, 2.0 FTE Performance Audit Managers, 4.0 FTE Performance Auditors, Sr., and 2.0 FTE Performance Auditors The legislation accompanying the Proposed Budget makes the required findings that the City is facing a state of extreme fiscal necessity.
Measure Y Oakland Zoo (Fund 2253)
Approved in 2022, the measure amends Oakland's Municipal Code to fund Oakland Zoo operations, staffing, maintenance and capital improvements, including but not limited to animal care and rehabilitation, educational and conservation programs, fire prevention, accessibility, and visitor services, by imposing an annual $68 parcel tax for single-family parcels, and other parcels as specified, for 20 years, raising approximately $12,000,000 annually with exemptions for low-income households and others, and citizen oversight.
All funds collected by the City from the parcel tax imposed by this Ordinance shall be deposited into one or more separate, special funds in the City treasury and appropriated and expended only for the purposes and uses authorized by this Ordinance. This fund, or these funds, shall be known as the "Oakland Zoo Fund." Funds in the Oakland Zoo Fund shall be distributed to the Zoo Operator for the purposes and uses listed herein as they are deposited into the Fund, after deducting amounts necessary to pay the fees charged by the County of Alameda to collect and remit the special tax.
Funds in the Oakland Zoo Fund shall be used exclusively to pay for the operations, staffing, maintenance and capital improvements of the Oakland Zoo and direct and indirect administrative expenses associated with this special tax, as defined herein. If this Ordinance or the use of special tax funds is legally challenged, special tax funds may be used to reimburse the City. County and the Zoo Operator for their costs of legal defense, including attorneys' fees and other expenses.
The measure requires that amounts allocated from City sources other than the parcel tax shall not be reduced at a greater rate than other than other expenditures as a result of the parcel tax. Non parcel tax expenditures are unchanged from prior Fiscal Years despite reduced GPF revenues.
Measure MM The Wildfire Prevention Act of 2024
Approved in 2024, this measure establishes a special parcel tax for 20 years on properties within Oakland's designated "Wildfire Prevention Zone," which includes areas identified by Cal Fire as Very High Fire Hazard Severity Zones. Revenue from Measure MM will fund the implementation of Oakland's 10-year Vegetation 172
Management plan, which include activities such as vegetation management, evacuation route protection, enhanced fire patrols and public education efforts. The tax takes effect on July 1, 2025.
Measure OO - Public Ethics Charter Amendment
Approved in 2024, the measure amends the Charter to, among other things, update commissioner qualifications, prohibit commissioner from receiving gifts or payments from elected officials during their tenure; mandate that the City Council consider PEC legislative proposals within 180 days; restricting annual gifts from registered lobbyists to elected officials, candidates, or their families; require the Commission to set the salaries of the City Attorney and City Auditor every two years, aligning with the schedule for setting City Council salaries; and increase minimum staff level by one investigator, effective no earlier than July 2026.
The budget for the Public Ethics Commission shall consist of the following positions or their equivalent should classifications change: Executive Director; Enforcement Chief, Ethics Investigator (and effective July 1, 2026, one additional Ethics Investigator); and three (3) of the following: Ethics Analyst I, Ethics Analyst II, Administrative Analyst I, or Administrative Assistant I.
The minimum staffing budget set-aside may be reduced, for a fiscal year or a two-year budget cycle, upon a finding in the budget resolution that the City is facing an extreme fiscal necessity, as defined by City Council resolution or ordinance. A reduction may occur only as part of a general reduction in expenditures across multiple departments.
The FY 2025-27 Proposed Budget includes the following 10.10 FTE positions: 1.0 FTE Executive Director, 1.0 Enforcement Chief, 1.0 FTE Program Manager, 2.0 FTE Ethics Investigator, 1.0 FTE Ethics Analyst I, 2.0 FTE Ethics Analyst II, 1.0 FTE Ethic Analyst III, 1.0 FTE Administrative Analyst I and 0.10 FTE Management Intern, PT. The proposed budget conforms to the Public Ethics Commission minimum staffing requirement of Measure OO.
COMPLIANCE WITH OTHER FINANCIAL POLICIES
Measure HH, the Sugar-Sweetened Beverage Tax (SSBT)
Measure HH, the Sugar-Sweetened Beverage Distribution Tax Ordinance, was approved by the Oakland voters in the November 8, 2016 General Election. The Ordinance established the tax of 1 cent per ounce on the distribution of sugar-sweetened beverages (SSB) effective July 1, 2017. The Ordinance also established the SSBT Board to advise and make recommendations to the City Council on the expenditure of these tax revenues. The Board's funding recommendations have not yet been submitted to the City Council. They will be provided here once they become available.
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Other Post-Employment Benefits (OPEB) Funding Policy
The City Council approved the City's OPEB Funding Policy on February 26, 2019 (Resolution No. 87751 C.M.S.) authorizing the set aside of 2.5% of payroll into the City's OPEB Trust each, in excess of the annual pay-go cost for current retirees and beneficiaries. These reforms are expected to provide significant long-term relief to the City's retiree medical program.
Due to adverse financial conditions caused by the COVID-19 crisis, the City Council authorized the suspension of contributions in to the OPEB Trust for Fiscal Years 2019-20 and 2020-21, with contributions resuming in FY 2021-
22. As provided for in the fringe benefit allocations in the FY 2025-27 Proposed budget, the City continues OPEB Trust contributions consistent with funding provisions in the policy. 174
Revenue TablesRevenue Tables
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 175
ALL FUNDS REVENUE
Updated On 5 May, 2025
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Property Tax $314,257,624 $324,577,287 $340,434,427 $350,596,575 Sales Tax $95,199,758 $99,608,123 $118,980,206 $130,255,355 Vehicle License Fee $535,025 $0 $0 $0
Gas Tax $18,616,417 $22,790,701 $23,352,832 $23,992,432 Business License Tax $118,780,761 $120,056,728 $127,833,110 $127,520,512 Utility Consumption Tax $66,217,111 $68,435,265 $75,621,536 $79,629,478 Real Estate Transfer Tax $57,505,908 $73,719,319 $68,295,426 $70,344,289 Transient Occupancy Tax $24,093,751 $25,119,840 $19,699,264 $20,093,249 Parking Tax $22,149,487 $18,421,882 $23,872,552 $24,230,642 Local Tax $373,858,283 $338,520,586 $351,531,657 $397,233,778 Licenses & Permits $26,994,164 $43,084,864 $34,128,820 $34,128,820 Fines & Penalties $22,348,148 $21,396,225 $27,183,008 $27,722,337 Interest Income $26,006,663 $4,595,144 $2,635,213 $2,605,213 Service Charges $227,937,872 $232,344,227 $250,118,985 $255,796,426 Internal Service Funds $124,091,770 $144,909,146 $133,102,132 $134,005,046 Grants & Subsidies $147,519,955 $116,285,039 $73,481,411 $74,457,129 Miscellaneous Revenue $255,609,631 $310,815,299 $246,071,160 $267,661,828 Interfund Transfers $181,929,505 $152,308,177 $160,018,850 $127,413,786 Transfers from Fund Balance $0 $106,411,628 $85,400,124 $47,951,648 176
FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial TOTAL $2,103,651,833 $2,223,399,480 $2,161,760,713 $2,195,638,543 Citywide Revenue projections were formulated by estimating revenue receipts for the current 2024-25 fiscal year and applying estimated growth rates to these figures to forecast revenues over the biennial period. Revenue estimates are based on anticipated economic growth, new development, and expected changes in fee structures relative to service levels, as well as shifts in state or federal policies, and various economic and demographic trends. The forecast also accounts for local and regional economic factors, such as fluctuations in construction activity, real estate transactions, business travel, and in-person work patterns in the upcoming fiscal years.
Baseline economic growth assumptions were derived from an analysis of statewide and national economic forecasts, including projections from the California Legislative Analyst’s Office, the California State Department of Finance, the UCLA Anderson School, the State of California Energy Commission, and the Federal Open Market Committee (FOMC). Historical correlations between statewide economic activity and Oakland’s economic trends were analyzed and applied to generate Oakland-specific revenue forecasts.
Individual summaries by category may be found through the links below.
Local Taxes
Service Charges
Internal Service Funds
Grants & Subsidies
Interfund Transfers
Miscellaneous Revenue
177
GENERAL PURPOSE FUND REVENUE
Updated On 5 May, 2025
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FY23-24-Actuals FY24-25-Midcycle FY25-26-Biennial FY26-27-Biennial Property Tax $299,146,868 $306,570,383 $322,294,850 $332,285,994 Sales Tax $61,739,826 $63,728,691 $84,144,030 $94,501,646 Vehicle License Fee $535,025 $0 $0 $0
Business License Tax $118,780,761 $120,056,728 $127,833,110 $127,520,512 Utility Consumption Tax $66,217,111 $68,435,265 $75,621,536 $79,629,478 Real Estate Transfer Tax $57,505,908 $73,719,319 $68,295,426 $70,344,289 Transient Occupancy Tax $18,930,460 $19,737,017 $15,477,994 $15,787,554 Parking Tax $11,697,637 $13,067,219 $11,936,276 $12,115,321 Local Tax -$115 $0 $0 $40,000,000
Licenses & Permits $1,436,117 $1,161,090 $1,347,328 $1,347,328 Fines & Penalties $18,501,184 $19,344,486 $24,573,536 $24,818,309 Interest Income $153,523 $2,500,000 $340,069 $310,069
Service Charges $46,240,383 $51,843,139 $50,398,289 $51,742,010 Grants & Subsidies $18,737 $0 $0 $0
Miscellaneous Revenue $6,861,011 $64,323,000 $3,099,085 $3,099,085 Interfund Transfers $13,075,123 $2,703,023 $1,820,032 $1,952,536 Transfers from Fund Balance $0 $0 $564,730 $564,730
TOTAL $720,839,559 $807,189,360 $787,746,291 $856,018,861 178
Summary of the General Purpose Fund Revenues
The Real Estate Transfer Tax (RETT) fell from $138 million in FY 2021-22 to $57.61 million in FY 2023-24 due to reduced property demand from high interest rates, contributing to a $70.91 million General Purpose Fund (GPF) shortfall in FY 2023-24. High inflation also affected other revenue streams by reducing purchasing power, lowering consumer spending, and consequently impacting Sales Tax, Business Tax, and other consumer-driven revenues. FY 2024-25 showed signs of stabilization with Property Tax projected to grow gradually with a 4.6% increase in assessed property values. Fines & Penalties rose due to a recent 10% parking citation rate increase and full enforcement staffing. Utility Consumption Tax is up after recent utility rate increases, and RETT shows a moderate recovery from the FY 2023-24 downturn. However, Sales Tax and Transient Occupancy Tax (TOT) have continued to decline due to reduced consumer spending and fewer operational hotels.