Finance and Management Committee
July 22, 2025
AGENDA REPORT
TO: Jestin D. Johnson FROM: Floyd Mitchell
City Administrator Chief of Police
SUBJECT: OPD Overtime Report DATE: June 30, 2025
City Administrator Approval Date:
RECOMMENDATION
Staff Recommends That City Council Receive An Informational Report Regarding OPD Overtime.
EXECUTIVE SUMMARY
This report includes information concerning OPD's use of overtime for Fiscal Year (FY) 2024- 2025 (3rd quarter).
BACKGROUND / LEGISLATIVE HISTORY
The previous overtime report was presented at the October 22, 2024, Finance and Management Committee (FCM) meeting.
ANALYSIS AND POLICY ALTERNATIVES
This policy action supports the Citywide priority of maintaining a responsive and trustworthy government. Overtime funds are allocated to address staffing shortages, respond to emergency situations, manage high crime rates or increased demand, handle special assignments, accommodate unpredictable workloads, and provide coverage for planned absences, such as training and vacation, among other needs.
In July 2024, the Oakland City Council adopted the Fiscal Year (FY) 2024- 25 budget, allocating $269,195,408 for total personnel costs within the Oakland Police Department (OPD). Of this amount, $212,555,230 was allocated for sworn personnel, and $56,640,178 was allocated for professional staff. This approved budget reduced the total authorized number of sworn positions from 712 to 678 despite a workforce of 705 sworn personnel ( 27 more than the authorized number of positions) at the time of implementation. It was noted that this reduction in staffing from 705 to 678 would occur through natural attrition. The budget also impacted professional staff, freezing 31 vacant positions, and reducing the total number of budgeted positions from 334.5 to 303.5.
In September 2024, the City implemented its budget contingency plan, further reducing the authorized number of sworn positions from 678 to 600, again relying on natural attrition to reach this target at a later date. At the time of implementation, OPD had 686 sworn personnel, or 86 Jestin Johnson (Jul 9, 2025 14:00 PDT)
07/09/2025
Jestin D. Johnson, City Administrator
Subject: OPD Overtime Report
Date: June 30, 2025 Page 2
Finance and Management Committee
July 22, 2025
more than the authorized and budgeted number of positions . Additionally, authorized professional staff positions were reduced from 303.5 to 298.5 by freezing five vacant positions. A Citywide hiring freeze further affected staffing, leaving 60 professional staff positions vacant, with 252 positions actively filled within the Department.
Based on historical data from OPD, at the start of the fiscal year, the City Council allocated $44,638,900 for overtime expenses. However, in October 2024, the City began operating under the budget contingency plan, which reduced OPD’s overtime by $1,785,478, resulting in a new authorized overtime budget of $42,853,422. This reduction was retroactively applied to September 2024.
On December 17, 2024, by 90585 C.M.S
. an additional $20,000,000 reduction was approved by
the City Council through the amended budget, reducing OPD’s overtime to $22,853,422. This action resulted in an overall 51% reduction in overtime from the beginning of the FY (July 2024).
It’s important to note that when the overtime budget was reduced to $22,853,422, OPD had already exceeded this amended amount by $4,308,458, resulting in a total overtime expenditure of $27,161,880. This was due, in part, to insufficient staffing and resources to meet the workload demands driven by citywide crime trends.
As of today’s date, OPD is authorized and budgeted for 601 sworn positions. However, the Department currently has 667 sworn staff members, or 66 positions more than what is budgeted. Although the Department has operated above its budgeted staffing levels during the first three quarters of the fiscal year, staffing and resource levels remain insufficient to address crime in Oakland. As of the third quarter (Q3) of this f iscal year, OPD has incurred $37,156,650 in overtime costs, averaging $4,128,517 per month. Of this amount, $6,088,761 was reimbursable overtime, which will be deposited into the General- Purpose Fund (GPF), offsetting the net overtime cost to $31,067,889. Refer to Table 1 for detailed information.
Table 1: Monthly overtime and reimbursements
Monthly Overtime (Excluding
Monthly Savings)
Monthly Events
Reimbursement Net Overtime
July 5,051,767 646,097 4,405,670
August 4,793,433 809,190 3,984,243
September 5,530,117 829,181 4,700,936
October 4,080,897 671,241 3,409,657
November 4,485,541 568,562 3,916,979
December 3,220,124 541,835 2,678,288
January 3,708,441 634,185 3,074,256
February 3,062,530 626,741 2,435,789
March 3,223,800 761,729 2,462,071
Q3 Total 37,156,650 6,088,761 31,067,889
In December 2024, the Department implemented a 20% reduction in overtime spending to better align monthly expenditures with budgetary expectations. This adjustment set a target of Jestin D. Johnson, City Administrator
Subject: OPD Overtime Report
Date: June 30, 2025 Page 3
Finance and Management Committee
July 22, 2025
$3,459,918 in average monthly expenditures, or $10,379,745 per quarter. In the third quarter, actual overtime expenditures totaled $7,972,116, coming in $2,407,638 under the quarterly target.
Despite this progress, based on year -to-date spending through Q3, the Department is still projected to exceed its budget contingency plan adjustment, overtime budget by approximately $26,688,779.
The Department anticipates an additional $2,029,587 in reimbursable overtime, bringing the total estimated reimbursement to $8,118,348. These funds will be deposited into the GPF, reducing OPD’s projected total amended overtime overage to approximately $18,570430.60.
Table 2 provides a detailed breakdown of overtime by element, indicating that backfill and shift extensions are the primary drivers of overtime expenses.
Table 2: Overtime by element
Elements July August September October November December January February March Total Acting Higher Rank 177,857 208,060 200,683 198,224 161,586 128,942 174,795 145,752 131,873 1,527,772 Administrative Investigation 327,631 389,933 433,390 372,770 308,813 265,005 266,870 221,665 233,275 2,819,350 Backfill 486,424 497,844 532,331 523,891 519,042 628,923 618,408 510,012 590,604 4,907,480 Jestin D. Johnson, City Administrator
Subject: OPD Overtime Report
Date: June 30, 2025 Page 4
Finance and Management Committee
July 22, 2025
Table 3: provides a detailed breakdown of the budgeted overtime per organization, Q3 overtime totals, yearly projections, and the variance in the Department’s overtime based on payroll data from Q3, covering July 1, 2024, through March 31, 2025.
Callback 121,479 122,465 130,844 106,673 86,115 73,803 145,393 87, 918 82,341 957,031 Canine 2,109 2,090 2,203 3,512 1,789 2,429 2,015 - - 16,146 Community Meetings - - - - - - - 961 - 961 Comp Time Earned 69,847 56,213 53,755 55,903 50,855 36,855 43,083 47,272 40,913 454,696 Court 39,299 30,172 33,448 48,494 37,666 39,917 48,159 30,793 32,910 340,857 Extension of Shift 936,908 814,361 901,774 892,180 666,831 497,248 586,592 496,847 499,174 6,291,914 FLSA 567,059 566,203 589,371 413,734 397,280 278,543 292,857 297,896 293,594 3,696,536 Holiday 370,492 1,039 758,671 961 826,791 321,219 582,418 283,119 267,209 3,411,920 Recruiting/Background 38,408 41,082 34,854 56,991 38,347 23,993 21,460 4,676 16,417 276,228 Special Enforcement 1,742,190 1,789,057 1,640,138 1,203,171 1,167,560 794,843 820,952 873,317 964,326 10,995,555 Training 172,062 274,915 218,655 204,394 222,869 128,405 105,440 62,302 71,165 1,460,205 Grand Total 5,051,767 4,793,433 5,530,117 4,080,897 4,485,541 3,220,124 3,708,441 3,062,530 3,223,800 37,156,650 Jestin D. Johnson, City Administrator
Subject: OPD Overtime Report
Date: June 30, 2025 Page 5
Finance and Management Committee
July 22, 2025
Table 3: Budgeted overtime per organization
Organization
FY24-25 Contingency
Budgeted Overtime
Allocation
Budget
Amendment as of
December 17,
2024
Q3 Total
Overtim e Yearly Projection Variance
101110 - Office of Chief - Administration 8,000 4,240 101,921 123,686 (119,446) 101112 - Public Information Unit - - 14,547 19,396 (19,396) 101120 - Internal Affairs 698,000 369,940 971,318 1,260,396 (890,456) 101130 - Office of the Inspector General 48,000 25,440 25,477 32,939 (7,499) 101140 - Intelligence Unit 172,000 91,160 156,940 207,015 (115,855) 102110- Bureau of Investigations Administration - - 719 959 (959) 102120 - Property and Evidence 132,000 69,960 161,898 208,552 (138,592) 102130 - Special Victims Section 1,007,000 533,710 998,291 1,290,665 (756,955) 102140 - Research, Planning & Crime Analysis 16,000 8,480 14,882 19,842 (11,362) 102280 - Crime Analysis Section 1,000 530 3,393 4,524 (3,994) 102310 - Criminal Investigations 223,000 118,190 193,359 248,664 (130,474) 102320 - Homicide 2,455,000 1,301,150 1,486,938 1,943,078 (641,928) 102321 - Misdemeanor Crimes & Task Forces 776,000 411,280 591,747 768,278 (356,998) Jestin D. Johnson, City Administrator
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Date: June 30, 2025 Page 6
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102324 - Felony Assault and Gang Section 174,000 92,220 79,022 96,209 (3,989) 102330 - Robbery & Burglary Section 1,063,000 563,390 850,877 1,087,956 (524,566) 102342 - Violent Crime Operations Center - - 118,563 157,806 (157,806) 102350 - Youth & School Services Section - - 31,080 41,440 (41,440) 102610 - Criminalistics Unit 1,000 530 4,574 6,099 (5,569) 103110 - Bureau of Services - Administration Unit 2,000 1,060 11,651 15,535 (14,475) 103242 - Records & Warrants 713,000 377,890 627,804 818,202 (440,312) 103310 - Communications Unit 2,345,000 1,242,850 2,226,811 2,886,298 (1,643,448) 103430 - Training Division 234,522 124,297 1,891,901 2,490,253 (2,365,956) 106210 - Police Personnel 149,000 78,970 73,734 98,311 (19,341) 106410 - Police Information Technology - - 10,291 13,217 (13,217) 106510 - Fiscal Services 53,000 28,090 24,154 32,206 (4,116) 106610 - Background & Recruiting 624,000 330,720 382,934 502,529 (171,809) 106810 - PAS Administration 38,000 20,140 28,600 36,488 (16,348) 107010 - Bureau of Field Operations-Admin - - 1,918 2,558 (2,558) 107110 - Bureau of Field Operations 1 196,000 103,880 87,182 111,447 (7,567) 107210 - Bureau of Field Operations 2 196,000 103,880 300 400 103,480 107410 - Support Operations 17,000 9,010 1,039 1,385 7,625 107510 - Traffic Operations 702,000 372,060 854,868 1,071,402 (699,342) 107710 - Special Operations 7,164,000 3,796,920 10,339,542 13,242,488 (9,445,568) 108010 - District Command Administration 80,000 42,400 122,097 159,290 (116,890) 108110 - Area 1 3,170,000 1,703,618 2,770,752 3,554,409 (1,850,791) 108120 - Area 2 3,170,000 1,703,618 2,128,425 2,731,916 (1,028,298) 108130 - Area 3 3,170,000 1,703,618 2,422,549 3,134,113 (1,430,495) 108140 - Area 4 3,170,000 1,703,618 2,252,027 2,895,312 (1,191,694) 108150 - Area 5 3,170,000 1,703,618 2,053,860 2,645,405 (941,787) 108160 - Area 6 3,170,000 1,703,618 2,067,193 2,681,675 (978,057) 108630 - Ceasefire 1,610,000 853,300 1,569,739 2,033,201 (1,179,901) 108710 - Special Resources BFO 1 1,466,950 777,484 492,120 596,135 181,348 108820 - Special Resources BFO 2 1,466,950 777,484 214,350 270,525 506,959 102341 - Field Support 2,000 1,060 - - 1,060 Overall Total: 42,853,422 22,853,422 38,461,388 49,542,201 (26,688,779) Jestin D. Johnson, City Administrator
Subject: OPD Overtime Report
Date: June 30, 2025 Page 7
Finance and Management Committee
July 22, 2025
Table 4 highlights the five areas within OPD with the highest overspending in Q3.
Table 4: Five areas within OPD with the highest overspending in Q3
The Department’s primary goals are to reduce violent crime and enhance public safety. Achieving these objectives requires the use of overtime, which has led to increased spending in the Communications Division, Area 1, Area 3, Special Operations Division (SOD), and the Training Division. Additionally, it is also important to note that as of the date of thi s memo, 108 sworn personnel are completely off work due to administrative and medical leave, further underscoring the need for overtime to backfill vacant positions throughout the Department.
Below is a thorough breakdown of the key areas contributing to overtime overspending in the five units detailed above:
Communication Division: The Communications Division has relied heavily on overtime to mitigate staffing shortages. In Q3, 16 dispatchers were in training and 12 positions were vacant, necessitating overtime to backfill 28 positions. Additionally, five dispatchers were on long- term leave, and two were on administrative leave, bringing the total number of backfilled positions to 35 out of an authorized 78. Overtime expenses were incurred to compensate for vacancies, training, and extended leaves of absence.
Furthermore, four supervisory positions remain vacant due to voluntary resignations and promotions. These roles are currently being backfilled through overtime and acting assignments.
As the Department continues to hire to fill dispatcher and supervisory vacancies, overtime expenditures are expected to decrease as permanent staff assume these roles, thereby reducing the need for overtime coverage.
Area 1: In Q3, Area 1 undertook several targeted overtime deployments authorized by the Captain to address specific safety and crime issues. These initiatives included a Violence Suppression detail consisting of one Sergeant and four Police Officers, a Chinatown detail staffed with four Police Officers, and a Night Club detail, typically active on weekends with one to two Police Officers.
Top 5 Units to Overspend
FY24-25
Contingency
Budgeted Overtime
Allocation
Budget
Amendment as
of December 17,
2024
Q3 Total
Overtime Yearly Projection Variance
103310 - Communications Division 2,345,000 1,242,850 2,226,811 2,886,298 (1,643,448) 108110 - Area 1 3,170,000 1,703,618 2,770,752 3,554,409 (1,850,791) 108130 - Area 3 3,170,000 1,703,618 2,422,549 3,134,113 (1,430,495) 107710 - Special Operations 7,164,000 3,796,920 10,339,542 13,242,488 (9,445,568) 103430 - Training Division 234,522 124,297 1,891,901 2,490,253 (2,365,956) Jestin D. Johnson, City Administrator
Subject: OPD Overtime Report
Date: June 30, 2025 Page 8
Finance and Management Committee
July 22, 2025
Most overtime expenditures in Area 1 are attributed to backfill. There have been several open beats due to vacancies at both the Officer and Sergeant levels. These vacancies require backfill every day, and Area 1 is among the leading areas for this expense. Additional expenses arise from administrative duties, including Internal Affairs investigations, Use of Force investigations, and assessments related to the Negotiated Settlement Agreement (NSA) monitoring tasks 24 and
25. These obligations are in addition to routine backfill required for officers on leave, training, or reassignment.
Furthermore, major holidays and city events regularly result in extensions of the first and third watch patrol shifts, as the second watch serves as the Mobile Field Force contingent, often necessitating additional hours.
Overtime deployments at the Port of Oakland and Jack London Security were reimbursable by the Port of Oakland. While a long-term weekend deployment strategy was being developed, over time, officers provided a visible downtown presence, supported by shifting resources from patrol units.
All discretionary overtime in Area 1 ended in November 2024. The captain will continue to assess the need for overtime units with the level of violent crime in Area 1.
Area 3: In Q3, overtime expenditures were impacted by human trafficking- related operations.
Area 3 had four officers assigned to the FBI Task Force sworn in as U.S. Marshals. The FBI provided partial reimbursement for these operations, covering approximately $10,000 annually.
Mandatory overtime was necessary to fill gaps left by Officers in training, on sick leave, or vacation, and to meet administrative deadlines due to investigative backlogs. Mandatory overtime was used to complete NSA-required administrative tasks.
No additional discretionary overtime was used during this period. Area 3 has demonstrated consistent monthly overtime reductions. Moving forward, the Captain will continue to assess overtime deployment needs in response to the violent crime trends in the area.
SOD: In Q3, SOD exceeded its overtime budget due to increased operational demands and specialized responsibilities, including:
• Administrative Responsibilities – SOD played a critical role in division -level investigations, such as use- of-force and pursuit inquiries, leading to higher overtime costs. Additionally, SOD managed the compilation and maintenance of the annual Military Equipment Utilization (MEU) report, further contributing to overtime expenditures.
• Air Support Demand – The growing demand for air support from the ARGUS Unit, coupled with the integration of FLOCK Group cameras, necessitated daily coverage. This increased overtime costs, as air support remains essential for safely apprehending suspects and preventing pursuits.
• Encampment Management Team (EMT) Cleanups – SOD collaborated with EMT to ensure safe work zones for EMT employees during encampment cleanups. Some Jestin D. Johnson, City Administrator
Subject: OPD Overtime Report
Date: June 30, 2025 Page 9
Finance and Management Committee
July 22, 2025
operations required a significant number of officers to maintain safety, driving up overtime expenditures.
• Alcohol Beverage Action Team (ABAT) Operations – The ABAT Unit experienced increased demand for business inspections triggered by gun violence in specific areas.
These inspections, aimed at seizing illegal contraband, added to SOD’s overtime costs.
• Third-Party Services – SOD provided police services for businesses and city requests, generating reimbursable overtime expenses. Although billed to requesting entities, these services initially impact SOD’s overtime budget.
• Critical Incident Response – Special Weapons and Tactics (SWAT) team activations for urgent, high- risk incidents incurred unavoidable overtime costs to ensure public safety. This includes partial activations of elements of the entry team, such as the Hostage Negotiations team (H&T), K-9, and Electronic Surveillance Team (ESU).
• Special Resource Service (SRS) East Operations – SRS East units conducted multiple operations targeting gun violence linked to groups, gangs, and illegal casinos. These operations involved search warrant services, surveillance, and administrative duties, contributing to elevated overtime expenses.
• SRS East /SOD backfill – Due to the termination of all loans from patrol, SOD units experienced a significant reduction in staffing. To maintain daily operations, multiple positions must be backfilled through overtime, which has resulted in increased expenditures.
Training Division: The overtime budget was reduced by $1,785,478 as part of the contingency budget, which postponed two scheduled academies. This adjustment left $234,522 to support the 194th Academy and cover overtime needs for the remainder of the FY.
The Training Division encompasses several key components that require overtime to sustain operations, including administrative functions, In-Service Training, Basic Academy, and the Field Training Unit.
• Administrative Responsibilities – Overtime was necessary to complete and assist with Internal Affairs investigations, Use of Force investigations, audits of Use of Force investigations, Force Review Board preparations, Personnel Assessment System (PAS) reviews, and Skelly Hearings.
• In-Service Training – Overtime was necessary to facilitate mandatory 4- hour Peace Officer Standards and Training (POST) firearms qualification sessions and weekly Continued Professional Training (CPT). Additionally, it was required for defensive tactics, arrest, and control ins tructors to complete CPT, remedial training, and supplemental training. The POST transitional academy, associated with each Basic Academy class, often required instructors to work overtime to deliver their instructional modules, including Procedural Justice training, further increasing overtime expenditures.
Jestin D. Johnson, City Administrator
Subject: OPD Overtime Report
Date: June 30, 2025 Page 10
Finance and Management Committee
July 22, 2025
• Basic Academy – Overtime was essential to support various learning domains.
Instructors frequently worked extra hours due to scheduling constraints at off-site training facilities, with some sessions extending into weekends.
• Field Training Unit — Overtime was required to facilitate focus group meetings that aligned with the schedules of sworn personnel. Supervisors also incurred overtime due to administrative responsibilities, including division- level investigations and reviews.
Furthermore, overtime was utilized for supplemental training, covering both individual officer sessions and group sessions.
FISCAL IMPACT
This report is for informational purposes only and has no direct fiscal impact or cost.
PUBLIC OUTREACH / INTEREST
This report did not require public outreach.
COORDINATION
This report did not require interdepartmental coordination.
SUSTAINABLE OPPORTUNITIES
Economic: There are no economic opportunities associated with this report.
Environmental: There are no environmental opportunities associated with this report.
Race and Equity: One of the Oakland Police Department’s primary goals is reducing violent crime. Violent crime directly impacts the most under-resourced neighborhoods and vulnerable populations in Oakland. Overtime funds are allocated to mitigate the impacts of crime by increasing patrols, providing training for officers, and conducting homicide investigations.
Jestin D. Johnson, City Administrator
Subject: OPD Overtime Report
Date: June 30, 2025 Page 11
Finance and Management Committee
July 22, 2025
ACTION REQUESTED OF THE CITY COUNCIL
Staff Recommends That City Council Receive An Informational Report Regarding OPD Overtime
For questions regarding this report, please contact LaRajia Marshall, Fiscal Manager, at [email protected].
Reviewed by:
Kiona Suttle, Deputy Director
OPD, Bureau of Services
Prepared by:
LaRajia Marshall, Fiscal Manager
OPD, Fiscal Services Division