COUNCILMEMBER ROWENA BROWN, AT-LARGE DISTRICT (510) 238-7008 • [email protected] City Hall • 1 Frank H. Ogawa Plaza • Oakland, California 94612 www.oaklandca.gov/officials/at-large-councilmember • @ Rowena.brownoakland Date: March 17, 2025 To: Interim Mayor Kevin Jenkins, City Administrator Jestin Johnson, Finance Director Erin Roseman,
and
Oaklanders
From: Oakland City Councilmember At-Large Rowena Brown Subject: City of Oakland Budget Priorities for Fiscal Years 2025-2027 ____________________________________________________________________________ Shaping Oakland's Future: Essential Services at the Core Community, as the City Council sets out to shape Oakland’s fiscal priorities, I’ve created a working
strategy
centered
on
addressing
critical
needs,
and
ensuring
that
our
resources
are
allocated
in
ways
that
foster
safety,
inclusivity,
and
long-term
prosperity
for
all
Oaklanders.
This
strategy
aims
to
prioritize
the
well-being
of
every
neighborhood,
ensuring
that
the
budget
reflects
the
diverse
needs
and
aspirations
of
our
communities.
I am deeply committed to greater transparency in the budget process, ensuring that every decision
is
made
with
clear
communication
and
accountability
while
allowing
all
Oaklanders
the
opportunity
to
provide
input.
By
fostering
an
open
dialogue
with
the
community,
I
aim
to
provide
Oakland
residents
with
a
clear
understanding
of
how
resources
are
allocated
and
how
their
voices
can
directly
influence
fiscal
decisions,
ensuring
collaboration
which
results
in
equitable
outcomes
for
all.
The Oakland City Council will need to close a projected deficit of $265 million over the next two fiscal
years,
and
to
do
so
we
have
to
make
difficult
decisions
and
be
fiscally
disciplined.
Most
importantly,
we
must
ensure
that
we
properly
resource
our
core
essential
services.
My priorities are fostering safe and clean neighborhoods , investing in affordable housing solutions
,
economic
revitalization
through
strategic
investments,
and
strengthening
organizational
operations
to
enhance
government
effectiveness.
I am committed to making sure that these outcomes are a reality for every Oaklander, especially for
our
residents
who
face
housing
instability,
low
incomes,
food
insecurity,
high
crime
rates,
poor
water
quality,
and
other
disparities.
Being
Black,
brown,
an
immigrant,
LGBTQ+,
or
a
senior
should
not
be
a
predictor
of
your
quality
of
life
in
Oakland.
Clean,
safe,
affordable,
and
vibrant
neighborhoods
can
be
a
reality
in
every
district
in
our
city.
We
have
reiterated
time
and
time
again
that
the
budget
is
a
reflection
of
our
values,
and
that
is
especially
true
now.
As we look ahead, my focus is on strengthening cross-governmental collaboration, working closely
with
Alameda
County,
the
State,
and
other
partners
to
strategically
align
our
resources
and
drive
meaningful,
long-term
progress
for
Oakland.
These are my priorities for Fiscal Years 2025-2027: I. Investing in Affordable Housing Solutions A. Prioritize deeply affordable housing for transitional-age youth, seniors, LGBTQ+ residents,
and
very
low
income
while
utilizing
Measure
U
funds.
B. Expand permanent housing solutions to reduce homelessness. C. Expand Safe RV & Car Parking sites on City-owned parcels. D. Implement anti-displacement policies and tenant protections that keep Oaklanders housed.
E. Ensure the Rent Adjustment Program’s financial health by identifying solutions for improving
fee
collection.
F. Preserve funding for the homelessness prevention pilot program. G. Preserve rental assistance, eviction defense, and tenant education services. Alameda County Partnership: A. Use Measure W funds for permanent supportive housing, homelessness prevention, interim
housing,
rental
subsidies,
and
other
homelessness
interventions.
Measure
W,
a
half-cent
sales
tax
passed
in
November
2020,
raises
$150M
annually
for
the
county.
B. Expand mental and behavioral health treatment facilities, treatment beds, and supportive services
for
Oaklanders.
State Partnership: A. Expand funding for deeply affordable housing and permanent supportive housing, and change
project
scoring
criteria
to
unlock
Oakland’s
affordable
housing
pipeline.
II. Fostering Safe Communities A. Enhance violence prevention programs, which are vital to the vision of achieving holistic community
safety.
a. Preserve Ceasefire investments in violence interrupters, life coaches, and client stipends
that
have
been
critical
for
violent
crime
reductions.
b. Preserve investments in reducing sex trafficking, human trafficking, and gender-based
violence.
B. Fund at minimum 700 sworn officers to help improve our 911 response times, restore community
policing,
and
follow
through
on
our
Measure
NN
commitment.
a. Align police department (OPD) resourcing with the recommendations of the Inspector
General
staffing
study.
C. Prioritize traffic enforcement to mitigate reckless driving. D. Strengthen the Neighborhood Enhancement Services Team (NEST) program to ensure efficient
and
coordinated
service
provision
in
neighborhoods
most
impacted
by
crime.
E. Improve the management of overtime in OPD. a. Embed Finance Department staff in OPD to improve overtime management and oversight.
F. Shift responsibilities of OPD’s Internal Affairs Division into the Community Police Review Agency.
Alameda County Partnership: A. Work collaboratively with the county to assist victims of violent crime, domestic violence, and
to
fund
alternative
policing
models.
State Partnership: A. Maintain a healthy partnership with California Highway Patrol to work collaboratively alongside
the
Oakland
Police
Department
B. Advocate for Ceasefire investments across highly impacted counties in the State. C. Expand public safety grant programs like the California Violence Intervention & Prevention
(CalVIP)
grant.
III. Economic Revitalization Through Strategic Investment A. Prioritize Economic & Workforce Development Department resources to support businesses
in
leveraging
State
and
private
capital
and
financial
assistance.
B. Invest in outreach to the business community to ensure that we maximize our business development
resources
like
the
Neighborhood
Business
Assistance
Program
and
staff
technical
assistance.
C. Make and attract targeted investments in placemaking, programming, beautification, and marketing
to
revitalize
key
business
corridors.
a. Explore the creation of Entertainment Zones and other innovative programming that
reestablishes
business
corridors
as
community
destinations.
D. Preserve the Facade and Tenant Improvement Program to support exterior and interior improvements
for
businesses.
E. Restore funding for arts and cultural programming, which is a major driver of economic activity.
Alameda County Partnership: A. Advocate for county-wide investments in arts and cultural programming. State Partnership: A. Advocate for investments from The Office Governor's Office of Business and Economic Development
for
business
financial
assistance,
facade
improvements,
security
measures,
technical
assistance,
marketing,
and
corridor
revitalization.
IV. Clean Streets, Safe Journeys: Ensuring Traffic Safety and Injury Prevention A. Reinvest in the OakTown Proud campaign, which prioritizes education to prevent illegal dumping
and
inform
residents
about
their
options
for
bulky
waste
disposal.
B. Preserve Environmental Enforcement Officers that track and enforce the fines for illegal dumping.
C. Preserve staffing in the Public Works Keep Oakland Clean and Beautiful division to address
illegal
dumping,
graffiti,
and
blight.
D. Accelerate street paving, pothole filling, and street safety improvement efforts by using Measure
U
funds
and
filling
vacancies
outside
of
the
General
Purpose
Fund.
E. Expand parking enforcement and parking meters, which generate revenue for the city. F. Preserve abandoned vehicle enforcement efforts to address blight on our streets. Alameda County Partnership: A. Expand funding for Oakland’s street safety and infrastructure projects by working with the
Alameda
County
Transportation
Commission
to
revise
capital
project
guidelines.
State Partnership: A. Advocate for legislative and financial support to assist with illegal dumping and abandoned
autos
in
our
neighborhoods.
B. State funding to re-design streets in communities on the High Injury Network. V. Strengthening Organizational Operations to Enhance Government Effectiveness
A. Streamline and consolidate permitting processes to reduce administrative burden on businesses,
residents,
and
City
staff.
a. Integrate all departmental permitting processes with the Online Permit Center. B. Expand revenue-generating positions that return money to the General Purpose Fund, like
parking
control
technicians
and
revenue
collection
staff.
a. Expand grant management and writing staff to improve Oakland’s competitiveness
for
external
public
and
private
funds.
C. Evaluate contracting and vendor payment processes to reduce delays in compensating businesses
and
community
organizations.
D. Minimize outside contracting for functions that can be performed by filling vacancies and hiring
new
City
workers.
E. Make critical investments in affordable housing, streets, and facilities by issuing Measure U
bonds.
F. Develop strategic partnerships with government and philanthropic institutions to increase investments
in
programs
for
affordable
housing,
homeless
interventions
and
services,
community
safety,
and
other
priorities.
G. Invest in technology across all departments to increase organizational efficiency. H. Implement Democracy Dollars, ensuring that all Oakland residents are able to participate in
local
government
by
supporting
campaigns.
Alameda County Partnership: A. Work collaboratively to ensure Oaklanders are aware of the resources available from Alameda
County.
State Partnership: A. Expand funding for technologies that protect and prepare cities from digital threats, and support
emergency
preparedness,
public
safety,
and
overall
government
efficiency.
These priorities reflect a commitment to making Oakland a more affordable, safe, clean, and economically
vibrant
city.
By
investing
in
housing,
community
safety,
economic
revitalization,
clean
neighborhoods,
safe
streets,
and
government
efficiency,
we
can
create
a
city
that
works
for
all
Oaklanders,
especially
our
most
marginalized
residents.
Shaping Oakland’s future requires a strong partnership with both Alameda County and the State,
as
well
as
collaboration
with
City
departments,
local
businesses,
community
leaders,
and
residents.
Through
strategic
investments
with
a
focus
on
equity,
we
can
maintain
our
essential
services
today
while
laying
the
foundation
for
a
more
resilient,
stable
future.
Please save the date for my 100 Days in Office Community Town Hall on Thursday, April 17,
2025,
at
5 PM
at
1955
Broadway,
Oakland,
CA
94612.
This
event
will
provide
updates
on
my
first
few
months
in
office
while
offering
a
space
for
open
dialogue
and
collaboration
regarding
the
budget
and
how
the
City
can
better
meet
your
needs.
Additionally,
my
Council
colleagues
will
be
hosting
budget
town
halls
in
their
districts
in
the
coming
months,
providing
more
opportunities
for
feedback.
My office will continue to keep you informed about opportunities to partner in developing a budget
that
reflects
our
values.
In Community,
Rowena J. Brown Oakland City Councilmember At-Large