Contracting Equity Recommendations and Alignment Matrix
Recommendation Action
Authority
Alignment Notes
1. Develop an
Oversight
Committee
Community
Oversight Group
Administrative
Policy
Partially
Aligned
Strong alignment on
improving coordinated
engagement; the City will
continue assessing
whether a formal
oversight committee is the
right structure. Staff are
currently working with a
Community Stakeholder
Group and a smaller
Working Group (OAACC,
CRC, NAMC NorCal, and
EBRHA) and there is
alignment on expanding
participation as
collaboration continues.
Department
Procurement
Scorecards
Administrative Aligned Alignment on advancing
transparent departmental
reporting through the use
of procurement
scorecards.
ATTACHMENT A
Contracting Equity Recommendations and Alignment Matrix
Recommendation Action
Authority
Alignment Notes
2. Monitoring
and City
Enforcement
L/SLBE Waiver
Reform
Administrative
Policy
Partially
Aligned
Strong alignment on
strengthening waiver
criteria and reviewing
multi‑year waivers tied
to consent decrees. The
City must also fully
evaluate the
operational, legal, and
equity impacts of rolling
back existing waivers,
which were originally
approved for specific
programmatic and
compliance reasons.
Any changes to existing
waivers will require
policy action.
Bid Discounts &
Evaluation
Preferences
Policy Aligned Alignment on
recalibrating discount
levels and establishing
a unified, data‑driven
framework.
Prime Prompt
Payment
Enforcement and
Subcontractor
Prompt Payment
Enforcement
Administrative Aligned Strong alignment on
accelerating retention
release, enforcing
prompt payment,
strengthening
compliance capacity,
and incorporating
back-to-back contract
language to ensure
requirements flow down.
Informal Contract
Controls
Administrative Aligned Stakeholders support
improved transparency;
a centralized portal is
needed for all
opportunities, including
informal opportunities,
with a priority to
consistently advertise
informal opportunities
by NAICS code so firms
can easily identify work
aligned with their
capabilities.
Contracting Equity Recommendations and Alignment Matrix
2. Monitoring
and City
Enforcement
(continued)
Recommendation Action
Authority
Alignment Notes
Compliance
Monitoring
Systems
Administrative Aligned Strong alignment on
strengthening
compliance oversight,
transparency, and
enforcement through
the lifecycle of all
contracts, including the
utilization of penalties,
beginning with
enhanced monitoring of
prompt payment
compliance.
Contract
Unbundling
Administrative
and Policy
Aligned Strong alignment on the
need for consistent
application and
transparent criteria for
utilizing the Mandatory
Preferred Small Local
Business Enterprise
Program (MPSLBEP),
including interest in
increasing set‑aside
thresholds (potentially
$500K–$800K) based
on realistic bonding
capacity and leveraging
the no‑bid‑bond
allowance that currently
applies to the
MPSLBEP.
Fair Bidding and
Anti-Predatory
Practices
Administrative Aligned Alignment on
discouraging abnormally
low bids that may
indicate unsustainable
or predatory pricing.
Prime contractors
should evaluate
subcontractor bids in
good faith, and the City
may require justification
for bids that fall
significantly below the
competitive range to
protect small and local
business viability.
Contracting Equity Recommendations and Alignment Matrix
Recommendation Action
Authority
Alignment Notes
3. Procurement
Transparency
and Reporting
Quarterly
Procurement
Utilization Reports
Administrative Aligned Alignment on
transparency and
timely reporting,
including centralized,
accessible reporting
done consistently
across departments.
Procurement
Forecasting
Administrative Aligned Strong alignment on
the need for early
visibility into upcoming
opportunities, including
NAICS‑specific and
predictive forecasting,
and highlighted its
direct connection to
contractor capacity
building.
Define
Procurement
Process and
Centralized Vendor
Portal
Administrative Aligned Strong alignment on
establishing a
centralized public
portal for contract
awards, utilization, and
payment status which
also supports the
early‑action priority
around procurement
forecasting and
transparency.
Centralize
Procurement
Administrative Aligned Strong alignment on
centralizing
procurement standards
to improve consistency
and transparency, with
recognition that
centralizing staffing
would require
extensive planning and
close coordination with
labor partners.
Contracting Equity Recommendations and Alignment Matrix
Recommendation Action
Authority
Alignment Notes
4. Federal and
Title VI
Compliance
Federal Title VI
Contract
Compliance
N/A Not
Aligned
The City of Oakland has
a Title VI Coordinator.
Federal DBE
Contract
Compliance
N/A Not
Aligned
Stakeholder expectations
exceed City’s authority;
City does not operate an
independent DBE
program.
5. Program
Capacity and
Administrativ
e Procedures
Departmental
Standard
Operating
Procedures
Administrative Aligned City is committed to
standardizing
procurement procedures,
though this is a
substantial effort. Work
will begin with Public
Works as the initial
department to develop
and implement
standardized SOPs.
6. Workforce
and Project
Agreement
Reporting
Workforce
Agreement
Reporting
Policy Partially
Aligned
There is currently no
Community Workforce
Agreement in place;
however, if one is
adopted in the future, the
City and stakeholders
agree that clear reporting
requirements and
implementation
procedures would need
to be developed.
7. Funding and
Remedial
Programs
Funding and
Remedial
Programs
Administrative
Policy
Aligned Strong alignment on
establishing funding and
remedial programs to
support contractor
capacity, with recognition
that dedicated resources
will be required to
develop and sustain
them.
Contractor Capital
Programs Bonding
and Insurance
Administrative
Policy
Aligned Strong alignment on
supporting contractor
capital, bonding, and
insurance programs, with
recognition that
dedicated funding is
needed to sustain and
expand them.
Contracting Equity Recommendations and Alignment Matrix
Recommendation Action
Authority
Alignment Notes
8. Contractor
and Workforce
Equity
Development
Contractor
Participation Goals
Administrative Aligned Alignment on
establishing clear
contractor participation
benchmarks, expanding
metrics to include small
business, workforce,
and apprenticeship
participation, and
ensuring ongoing
evaluation and
accountability to support
equitable outcomes.
Prime Contractor
Mentorship
Administrative
Policy
Aligned Strong alignment on
mentorship as a core
capacity-building
strategy, with shared
support for structured
mentorship models,
clear accountability
measures, and
improved access to
resources.