View Attachment A — Oakland City Council, June 12, 2026 (part 3 of 3)

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

0.0 50.0M
100.0M
150.0M
200.0MDollars
General Funds
Special Revenue Funds
Enterprise Funds
Internal Service Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
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FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed General Funds
General Fund: General Purpose $181,431,173 $210,492,437 $225,152,870 $213,185,392 Self Insurance Liability $108,374 $3,457,558 $3,417,823 $2,310,064 Worker's Compensation Insurance Claims $54,809 $45 $55 $79 Recycling Program $53,550 $0 $0 $0
Comprehensive Clean-up $49,518 $0 $0 $0
GENERAL FUNDS TOTAL $181,697,424 $213,950,040 $228,570,748 $215,495,535 Special Revenue Funds
FEMA Declarations $23,905 $0 $0 $0
Department of Transportation $165,000 $0 $0 $0
US Dept of Homeland Security $1,327,519 $0 $0 $561,297
Federal Emergency Management Agency (FEMA) $9,807,303 $0 $0 $1,369,884 State of California Other $4,116,198 $0 $0 $0
County of Alameda: Grants $309,696 $0 $0 $0
Private Grants $9,364 $25,000 $25,700 $25,000
Measure N: Fund $2,092,717 $2,170,379 $2,231,256 $2,294,783 Meas. Z - Violence Prev. and Public Safety Act of 2014 $2,000,000 $0 $0 $0 Measure MM - Wildfire Protection Zone $0 $100,000 $100,000 $1,100,000 Measure NN - Community Violence & Emergency
Response Act of 2024 $0 $2,000,000 $3,000,000 $3,000,000 Werner Court Vegetation Mgmt District $78 $3,200 $3,200 $3,200 Meas. M - Alameda Cty.: Emerg. Dispatch Svc. Suppl.

Assmt. $2,784,711 $2,725,249 $2,801,662 $2,786,090
Development Service Fund $7,063,742 $7,393,280 $7,341,523 $7,295,689 441
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Port Security Grant Program (ARRA) -$51,094 $0 $0 $0
SPECIAL REVENUE FUNDS TOTAL $29,649,139 $14,417,108 $15,503,341 $18,435,943 Enterprise Funds
Sewer Service Fund $280,036 $212 $257 $365
ENTERPRISE FUNDS TOTAL $280,036 $212 $257 $365
Internal Service Funds
Equipment $51,327 $0 $0 $0
INTERNAL SERVICE FUNDS TOTAL $51,327 $0 $0 $0
Fiduciary Funds/Trust & Agency Funds
Grant Clearing $7,003 $0 $0 $0
FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL $7,003 $0 $0 $0 TOTAL $211,684,929 $228,367,360 $244,074,346 $233,931,843 Expenditures By Category
Broken down by
Expenses Fire
Visualization
Personnel & Overhead
$207,322, 104 (82.2%) Operations & Maintenance
$12,313,064 (4.9%)
Internal Services
$23,252, 100 (9.2%)
Capital
$135,000 (0. 1%)
Debt & Other
$9,090,425 (3.6%)
FY26-27-MidcycleFY26-27-Midcycle
ProposedProposed
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Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
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Expenditures By Bureau/Division
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Office of the Fire Chief $1,517,487 $1,881,971 $1,914,983 $1,562,380 Fiscal & Administrative Services $2,705,382 $3,129,931 $3,180,163 $3,015,064 Field Operations $177,958,819 $188,459,203 $202,410,915 $188,604,526 Fire Prevention $9,572,420 $11,733,121 $11,811,381 $12,777,892 Support Services $10,346,092 $14,302,172 $14,396,225 $16,029,494 Emergency Management Services $1,960,805 $845,376 $862,270 $1,801,515 Medical Services $7,623,924 $8,015,586 $9,498,409 $10,140,972 TOTAL $211,684,929 $228,367,360 $244,074,346 $233,931,843 442

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

0.0 100.0
200.0
300.0
400.0
500.0
600.0
FTE
Emergency Management S…
Field Operations
Fire Prevention
Fiscal & Administrative Ser…
Medical Services
Oﬃce of the Fire Chief
Support Services
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2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Office of the Fire Chief 4 4 3
Fiscal & Administrative Services 11 11 11
Field Operations 520.2 520.2 526.2
Fire Prevention 40 40 40
Support Services 31 31 32
Emergency Management Services 7 7 7
Medical Services 46.5 46.5 50
TOTAL 659.7 659.7 669.2
Authorized Positions By Classification
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Accountant II 2 2 2
Accountant III 0 0 1
Administrative Analyst I 2 2 2
Administrative Analyst II 2 2 2
Administrative Assistant I 5 5 5
Administrative Assistant II 4 4 3
Administrative Services Manager I 1 1 1
Assistant Chief of Fire Department 2 2 3
443
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Assistant to the Director 1 1 1
Battalion Chief (104 Hr) 9 9 9
Battalion Chief (80 Hr) 3 3 3
Budget & Grants Administrator 1 1 1
Business Analyst II 1 1 1
Captain of Fire Department (104 Hr) 46 46 47
Captain of Fire Department (80 Hr) 3 3 4
Chief of Fire 1 1 1
Community Intervention Specialist MACRO 18 18 18
Deputy Chief of Fire Department 2 2 2
Emer Medical Srvcs Coordinator 4 4 4
Emer Serv Manager, Assistant 1 1 1
Emergency Medical Srvcs Instructor, PT 1 1 1
Emergency Medical Technician (MACRO) 15 15 15
Emergency Planning Coordinator 1 1 1
Emergency Planning Coordinator, Sr 3 3 3
Engineer of Fire Department (104 Hr) 71 71 74
Engineer of Fire Department (80 Hr) 2 2 3
Exec Asst to the Director 1 1 1
Fire Communications Dispatcher 21 21 21
Fire Communications Dispatcher, Sr 0 0 1
Fire Communications Manager 1 1 1
Fire Communications Supervisor 5 5 5
Fire Department Personnel Officer 1 1 1
Fire Division Manager 2 2 2
Fire Equipment Technician 2 2 2
Fire Fighter 180 180 184
Fire Fighter Paramedic 109 109 112
Fire Fighter Paramedic 0 0 1
Fire Fighter Paramedic Trainee 8 8 10
Fire Fighter Trainee 22 22 10
Fire Inspection Supervisor 4 4 4
Fire Investigator 3 3 3
Fire Marshall 1 1 1
Fire Marshall, Assistant 1 1 1
Fire Personnel Operations Spec 1 1 1
Fire Prevent Bureau Inspect, Civil 15 15 15
Fire Protection Engineer 6 6 6
Fireboat Attendant, PT 0.2 0.2 0.2
Hearing Officer 1 1 0
Lieutenant of Fire Department 60 60 62
MACRO Program Manager 1 1 1
MACRO Supervisor 0 0 3
Management Assistant 1 1 1
Manager, Emergency Services 1 1 1
Office Assistant II 3 3 3
Office Manager 1 1 1
Program Analyst I 1 1 1
Program Analyst I, PPT 0.5 0.5 0
Program Analyst II 1 1 1
Program Analyst III 1 1 1
Public Information Officer II 1 1 0
Public Information Officer III 0 0 1
444
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Student Trainee, PT 2 2 2
US&R Wrhs & Logistics Spec 1 1 1
TOTAL 659.7 659.7 669.2
445

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

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

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

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

Disaster Council
The Emergency Management Services Division facilitates the Disaster Council and supports working groups as established by the Council. An accredited disaster council is required to approve disaster plans, enter into the California Master Mutual Aid Agreement, and certify Disaster Service Workers Volunteers.

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

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

Emergency Response and Communication
Develop and maintain emergency mitigation, response, recovery plans, and inventory while participating in county and regional planning and preparedness activities. Activate the EOC for emergencies and planned events. Ensure proper processes and procedures for efficient communication within and across City departments during emergencies.

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

FireFire
F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 446

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

Emergency Response, Recovery, and Mitigation Planning
The Emergency Management Services Division develops, coordinates, and maintains all City of Oakland emergency mitigation, response, and recovery plans in coordination with internal and external stakeholders. EMSD collaborates on county, regional, and state emergency planning efforts to ensure a strategic, holistic, and sustainable approach. Every 5 years, EMSD develops the Local Hazard Mitigation Plan and updates it annually. This is a requirement for the City to receive certain types of mitigation and recovery funding in a disaster and it is used as reference in the application for other grants.

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

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

Local Support (Airport Rescue Fire Fighting)

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

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

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

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

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

Public Information and Warning

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

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

Support Services
Support Services is responsible for a broad array of administrative, financial, and programmatic service areas that are essential for maintaining operational readiness. These areas include Fleet Management, utilities, apparatus maintenance and repair, facilities, and other vital services. 447

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

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

Department Measures
Service Name Unit of Measure FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Aircraft Rescue and Fire Fighting Services
- Local Support Response
Daily staffing % of required
and Response % 100 100 100 100
Community Emergency Preparedness
Training
# of training events per
year 0 18 15 15
Community Resilience and Training
Program # of Trainers certified 1 14 10 10
Department Payment Operations
% of invoices assigned to a
department approver
within 5 business days
0 90 100 100
Dept. Public Information & Records Mgmt. % of public records response completion 0 100 100 100
Disaster Service Worker Volunteer
Program
# of engagement
opportunities 27 31 30 30
Emergency Response and Fire
Suppression Services Average Response Times 0 90 90 90
Emergency Response, Recovery, and
Mitigation Planning
# of plans reviewed per
year 3 3 3 3
Fire Investigation and Hazard Mitigation
Services
% of Suspicious Fires
Investigated 100 100 100 100
Fire Safety Inspection Services % of properties inspected deemed in compliance 90.2 90.5 92 94
Fire and Medical Emergency Dispatch
Services
% of calls answered &
dispatched 93.32 90 90 90
Mobile Assistance Community Response
(MACRO) Services
# of responses to BIPOC
individuals 3,600 4,487 5,400 5,800
Procure and Maintain Emergency
Resources
% of 200 person shelter
capacity estasblished per
year
100 100 100 100
Public Information and Warning Services % increase of sign-ups 11 10 10 10 Search-and-Rescue Services - Local
Support Response Supportive Response % 100 100 100 100
448

ORGANIZATIONAL CHART
449

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

Fiscal & Administrative Services
Manages entry level and promotional recruitments, performance management, worker’s compensation, labor relations; provides training in labor law and practices to supervisory and executive-level staff; provides fiscal administration and analysis, grant management, and payroll and benefits services.

Support Services
The Support Services Division manages the timely and cost-effective purchase, acquisition, coordination, maintenance and/or repair of Fire Department facilities, fire apparatus, personal protective safety gear, and tool and equipment. In addition, it oversees the Operations of the Fire Dispatch Center which provides dispatch service support for emergency calls and non-emergency calls throughout the City. Coordinates with the Department of Information Technology and Oakland Police Department to implement and maintain the City’s Integrated Public Safety System (IPSS).

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

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

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

The EMSD works to maintain a state of readiness for the City of Oakland, aligning with state and federal legislation as well as the National Preparedness Goal.

Medical Services
Ensures voter-mandated emergency medical services to the citizens, businesses and visitors of Oakland; manages programs related to continuous paramedic training in accordance with local, state and federal guidelines; maintains inventory of equipment for Basic/Advanced Life Support and tracks and manages all licenses and certifications for all paramedics and EMTs; develops preventive health programs for the community; provides EMT and Paramedic-related classes, such as CPR, First Aid and Automated External Defibrillation. Medical Services also is home to the Mobile Assistance Community Responders of Oakland (MACRO) Program, which is a community response program for non- violent, non-emergency 911 calls. MACRO’s purpose is to meet the community's needs with a compassionate care first-response model grounded in empathy, service, and community. MACRO's goal is to reduce police responses, resulting in fewer arrests and negative interactions and increased access to community-based services and resources for impacted individuals and families, most especially for Black, Indigenous, and People of Color (BIPOC). 450

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

OFD includes:
493 authorized sworn personnel for fire suppression and emergency response (24-hour shifts or 40-hour position assignments) 136.7 authorized (full and part-time) civilian personnel 30 authorized trainees
25 Fire Stations, which includes equipment and resources such as:
24 engine apparatus
7 aerial apparatus
Hazardous materials response team
Technical rescue team
Airport rescue company
Water rescue team
Specialized wildland response apparatus
Over 60,000 response calls annually, of which 80% are calls for emergency medical services 451

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

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

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

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Restorations
This proposal restores support, service and impact of Library branch services by adding the following: 1.0 FTE Librarian II, 0.60 FTE Librarian II, PPT, 0.60 FTE Library Aide, PPT, and unfreeze 1.0 FTE Project Manager. Additionally, this proposal restores $150,000 to the materials (O&M) budget. These restorations support the continued growth of the branch services department to 17 locations with the addition of a new Hoover Branch Library. Restoring funding for materials addresses increased demand for e- materials, supports development of the Hoover Branch collection, and ensures staffing capacity to facilitate expanded selections and services.

Equity Consideration: The Hoover Foster neighborhood once had a library established in 1887. Throughout its history, the library was repeatedly targeted for closure due to racially motivated systemic disinvestment and institutional redlining. Following the construction of Interstate 980 in the 1970s, which condemned homes, businesses, churches and trees for demolition, the North Oakland Branch permanently closed in 1981. Restoring library services after forty-five years will rectify some harm caused to this historically redlined neighborhood and be a source of empowerment, pride and connection to the community while providing equitable access to technology and information, as well as a beautiful and safe place to gather.

1. Add $721,313 to support a one-year Library Safety Pilot at the Main Library and Martin Luther King Jr. Branch. The proposed restoration would provide safety practitioners to support restroom monitoring, de-escalation, and roving engagement in public areas. This pilot is intended to help restore safe, welcoming, and accessible library environments in response to increased behavioral and safety incidents across OPL facilities.

Equity Consideration: This restoration supports equitable access to public library spaces by helping restore safer and more stable environments for patrons, staff, youth, seniors, and vulnerable community members who rely on library services.

2. F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 452

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

Fund  Change  Description  Job Title and Class  FY26-27 FTE Change  FY26-27 $ Change ($)  FD_1010 Add Add position in Branch Library Services Library Aide, PPT 0.6 55,630.00 FD_1010 Add Add position in Library Systemwide Support Librarian II 1 194,653.00 FD_1010 Add Add position in Library Systemwide Support Librarian II, PPT 0.6 116,792.00 FD_1010 O&M Add O&M for Enhanced Security to keep library patrons safe in Library Syste… 721,313.00 FD_1010 O&M Add O&M in Library Systemwide Support 50,000.00 FD_1010 Unfreeze Unfreeze position in Library Systemwide Support Library Assistant, PPT 0.6 88,108.00 FD_2241 O&M Add O&M in Library Systemwide Support 100,000.00 FD_2241 O&M Decrease O&M for Contracts in Library Systemwide Support (835,559.00) FD_2243 Revenue Add Use of Fund Balance in Library Systemwide Support (527,656.00) FD_2243 Unfreeze Unfreeze position in Library Systemwide Support Project Manager 1 314,220.00 453
Please refer to the full list of Significant Budgetary Changes by Department on page 42.

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

0.0 10.0M

20.0M

30.0M

40.0M

50.0M
Dollars
General Funds
Special Revenue Funds
Capital Project Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
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FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed General Funds
General Fund: General Purpose $8,096,854 $11,753,517 $11,747,733 $14,500,500 GENERAL FUNDS TOTAL $8,096,854 $11,753,517 $11,747,733 $14,500,500 Special Revenue Funds
California Parks and Recreation $2,734 $0 $0 $0
California Library Services $274,180 $0 $0 $0
Meas. Q-Library Services Retention & Enhancement $23,639,160 $20,793,212 $21,377,016 $21,828,230 Meas. D - Parcel Tax for Library Services $18,186,974 $17,930,337 $17,156,286 $18,295,466 SPECIAL REVENUE FUNDS TOTAL $42,103,048 $38,723,549 $38,533,302 $40,123,696 Capital Project Funds
Meas. KK: Infrastructure Series 2020B-1 (Tax Exempt) $18,486 $0 $0 $0 Meas. KK: Infrastructure 2022 $39,627 $0 $0 $0
Capital Reserves $2,077 $0 $0 $0
CAPITAL PROJECT FUNDS TOTAL $60,190 $0 $0 $0
Fiduciary Funds/Trust & Agency Funds
Oakland Public Library Trust $130,331 $103,399 $103,399 $103,399 FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL $130,331 $103,399 $103,399 $103,399 TOTAL $50,390,423 $50,580,465 $50,384,434 $54,727,595
454
Expenditures By Category
Broken down by
Expenses Library
Visualization
Personnel & Overhead
$37,428, 191 (68.4%)
Operations & Maintenance
$9,004,022 (16.5%)
Internal Services
$8,271,707 (15. 1%)
Capital
$21, 175 (0.0%)
Debt & Other
$2,500 (0.0%)
FY26-27-MidcycleFY26-27-Midcycle
ProposedProposed
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Sort By Chart of Accounts 
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Expenditures By Bureau/Division
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed African American Museum & Library at Oakland $1,372,381 $1,338,103 $1,327,625 $1,438,574 Branch Library Services $23,041,773 $22,313,035 $22,152,577 $23,929,485 Library Systemwide Support $19,249,319 $20,577,670 $20,603,305 $22,501,113 Literacy Programs $396,086 $385,556 $382,517 $415,545
Main Library Services $6,330,864 $5,966,101 $5,918,410 $6,442,878 TOTAL $50,390,423 $50,580,465 $50,384,434 $54,727,595
455

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

0.0 50.0
100.0
150.0
200.0
FTE
African American Museum …
Branch Library Services
Library Systemwide Support
Literacy Programs
Main Library Services
Sort A to Z 
       
 
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE African American Museum & Library at Oakland 6.2 6.2 6.2 Branch Library Services 127.05 127.05 126.85
Library Systemwide Support 58 58 61.8
Literacy Programs 2 2 2
Main Library Services 33.2 33.2 33.4
TOTAL 226.45 226.45 230.25
Authorized Positions By Classification
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Account Clerk III 2 2 2
Accountant III 1 1 1
Administrative Services Manager I 1 1 1
Administrative Services Manager II 1 1 1
Archivist 1 1 1
Associate Director, Library Services 1 1 1
Business Analyst II 1 1 1
Business Analyst IV 1 1 1
Capital Imp Proj Coord, Asst 1 1 1
Curator AAMLO, Chief 1 1 1
456
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Director of Library Services 1 1 1
Exec Asst to the Director 1 1 1
Graphic Design Specialist 1 1 1
Librarian I 26 26 26
Librarian I, PPT 3.6 3.6 3.6
Librarian I, PT 1.5 1.5 1.5
Librarian II 35 35 36
Librarian II, PPT 1.2 1.2 1.8
Librarian II, PT 0.2 0.2 0.2
Librarian, Senior 11 11 11
Librarian, Senior, PPT 1.2 1.2 1.2
Librarian, Supervising 5 5 5
Library Aide 24 24 24
Library Aide, PPT 24.8 24.8 25.4
Library Aide, PT 3.38 3.38 3.38
Library Assistant 37 37 37
Library Assistant, PT 2.27 2.27 2.27
Library Assistant, Senior 13 13 13
Library Assistant, Senior, PPT 0.6 0.6 0.6
Library Asst, PPT 13.2 13.2 13.8
Museum Guard, PT 0.5 0.5 0.5
Museum Project Coordinator 1 1 1
Office Assistant I 1 1 1
Office Assistant II 2 2 2
Program Analyst II 1 1 1
Program Analyst III 2 2 2
Project Manager 1 1 2
Web Specialist 1 1 1
TOTAL 226.45 226.45 230.25
457

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

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

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

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

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

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

LibraryLibrary
F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 458

Department Measures
Service Name Unit of Measure FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Circulation and Information Services # of physical items checked out 2,078,900 2,078,900 2,078,900 2,078,900
Free Online Resources
# of electronic library
materials checked out,
such as e-books
1,026,375 1,100,000 1,200,000 1,300,000
Public Communication # of patrons who visit the
library 1,356,325 1,360,000 1,400,000 1,450,000
Technology Access # of public internet
sessions 103,747 105,050 107,000 110,000
Geographic Breakdown
Service Name Unit of Measure Geographic
Name
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Circulation and Information Services
# of physical items
checked out 81st Avenue 71,584 71,584 71,584 71,584
# of physical items
checked out AAMLO 51 51 51 51
# of physical items
checked out Asian 159,997 159,997 159,997 159,997
# of physical items
checked out Brookfield 15,520 15,520 15,520 15,520
# of physical items
checked out Chavez 63,726 63,726 63,726 63,726
# of physical items
checked out Dimond 334,917 334,917 334,917 334,917
# of physical items
checked out Eastmont 25,811 25,811 25,811 25,811
# of physical items
checked out Elmhurst 9,465 9,465 9,465 9,465
# of physical items
checked out Golden Gate 94,517 94,517 94,517 94,517
# of physical items
checked out Lakeview 116,543 116,543 116,543 116,543
# of physical items
checked out Main 308,068 308,068 308,068 308,068
# of physical items
checked out Melrose 33,670 33,670 33,670 33,670
# of physical items
checked out MLK 22,137 22,137 22,137 22,137
# of physical items
checked out Montclair 192,500 192,500 192,500 192,500
# of physical items
checked out Piedmont 94,776 94,776 94,776 94,776
459
Service Name Unit of Measure Geographic
Name
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
# of physical items
checked out Rockridge 324,221 324,221 324,221 324,221
# of physical items
checked out Temescal 166,188 166,188 166,188 166,188
# of physical items
checked out West 45,209 45,209 45,209 45,209

CIRCULATION AND INFORMATION
SERVICES TOTAL 2,078,900 2,078,900 2,078,900 2,078,900 Free Online Resources
# of electronic library
materials checked out,
such as e-books
94603 8,314 8,910 9,720 10,503
# of electronic library
materials checked out,
such as e-books
94605 48,034 51,480 56,160 60,840
# of electronic library
materials checked out,
such as e-books
94621 8,518 9,130 9,960 10,790
# of electronic library
materials checked out,
such as e-books
94601 35,205 37,730 41,160 44,590
# of electronic library
materials checked out,
such as e-books
94619 60,864 65,230 71,160 77,090
# of electronic library
materials checked out,
such as e-books
94602 101,611 108,900 118,800 128,700
# of electronic library
materials checked out,
such as e-books
94606 63,327 67,870 74,040 80,210
# of electronic library
materials checked out,
such as e-books
94610 135,892 145,640 158,880 172,120
# of electronic library
materials checked out,
such as e-books
94612 57,272 61,380 66,960 72,540
# of electronic library
materials checked out,
such as e-books
94607 54,295 58,190 63,480 68,770
# of electronic library
materials checked out,
such as e-books
94611 173,663 186,120 203,040 219,960
# of electronic library
materials checked out,
such as e-books
94618 94,427 101,200 110,400 119,627
# of electronic library
materials checked out,
such as e-books
94609 97,814 104,830 114,360 123,890
# of electronic library
materials checked out,
such as e-books
94608 87,139 93,390 101,880 110,370
FREE ONLINE RESOURCES TOTAL 1,026,375 1,100,000 1,200,000 1,300,000 Public Communication
# of patrons who visit
the library 81st Avenue 70,000 72,000 72,000
74,000
# of patrons who visit
the library AAMLO 8,549 8,600 600 9,000
# of patrons who visit
the library Asian 184,408 185,000 185,000 187,000
# of patrons who visit
the library Brookfield 31,000 31,000 21,000 32,000
# of patrons who visit
the library Chavez 83,480 83,500 83,500 84,000
# of patrons who visit
the library Dimond 145,800 146,000 146,000 148,000
# of patrons who visit
the library Eastmont 27,600 28,000 28,000 29,000
# of patrons who visit
the library Elmhurst 25,000 25,200 25,200 26,000
# of patrons who visit
the library Golden Gate 38,400 39,000 39,000 40,000
# of patrons who visit
the library Lakeview 85,000 85,200 85,200 86,000
460
Service Name Unit of Measure Geographic
Name
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
# of patrons who visit
the library Main 190,430 176,000 234,000 247,000
# of patrons who visit
the library Melrose 28,380 28,500 28,500 29,000
# of patrons who visit
the library MLK 42,000 43,000 43,000 44,000
# of patrons who visit
the library Montclair 98,940 100,000 100,000 101,000
# of patrons who visit
the library Piedmont 41,000 42,000 42,000 43,000
# of patrons who visit
the library Rockridge 130,464 140,000 140,000 142,000
# of patrons who visit
the library Temescal 91,657 92,000 92,000 93,000
# of patrons who visit
the library West 34,217 35,000 35,000 36,000
PUBLIC COMMUNICATION TOTAL 1,356,325 1,360,000 1,400,000 1,450,000 Technology Access
# of public internet
sessions 81st Avenue 7,205 7,250 7,350 7,350
# of public internet
sessions AAMLO 2,323 2,350 2,375 2,375
# of public internet
sessions Asian 7,857 7,900 7,950 7,950
# of public internet
sessions Brookfield 2,242 2,250 2,300 2,300
# of public internet
sessions Chavez 9,226 9,250 9,350 9,350
# of public internet
sessions Dimond 7,517 7,550 7,600 7,600
# of public internet
sessions Eastmont 6,108 6,150 6,200 6,200
# of public internet
sessions Elmhurst 2,238 2,250 2,275 2,275
# of public internet
sessions Golden Gate 4,052 4,050 4,100 4,100
# of public internet
sessions Lakeview 4,099 5,000 5,100 5,100
# of public internet
sessions Main 23,089 23,100 23,975 26,975
# of public internet
sessions Melrose 3,055
3,100 3,150 3,150
# of public internet
sessions MLK 5,824 5,850 5,900 5,900
# of public internet
sessions Montclair 1,802 1,850 1,875 1,875
# of public internet
sessions Piedmont 1,450 1,450 1,500 1,500
# of public internet
sessions Rockridge 6,200 6,200 6,300 6,300
# of public internet
sessions Temescal 3,969 4,000 4,100 4,100
# of public internet
sessions West 5,491 5,500 5,600 5,600
TECHNOLOGY ACCESS TOTAL 103,747 105,050 107,000 110,000 Gender & Race Information
Service Name Unit of Measure Gender - Race
Combination
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Circulation and Information
Services
# of physical items
checked out
Male - African
American/Black 217,131 217,131 217,131 217,131
461
Service Name Unit of Measure Gender - Race
Combination
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
# of physical items
checked out
Male - American
Indian/Alaskan Native 12,349 12,349 12,349 12,349
# of physical items
checked out
Male - Asian/Asian
American 159,504 159,504 159,504 159,504
# of physical items
checked out
Male -
Latino/Hispanic 297,397 297,397 297,397 297,397
# of physical items
checked out
Male - Native
Hawaiian/Pacific
Islander
4,116 4,116 4,116 4,116
# of physical items
checked out Male - White 313,862 313,862 313,862 313,862 # of physical items
checked out
Male - Decline to
State 24,697 24,697 24,697 24,697
# of physical items
checked out
Female - African
American/Black 221,517 221,517 221,517 221,517
# of physical items
checked out
Female - American
Indian/Alaskan Native 12,598 12,598 12,598 12,598
# of physical items
checked out
Female - Asian/Asian
American 162,726 162,726 162,726 162,726
# of physical items
checked out
Female -
Latino/Hispanic 303,405 303,405 303,405 303,405
# of physical items
checked out
Female - Native
Hawaiian/Pacific
Islander
4,199 4,199 4,199 4,199
# of physical items
checked out Female - White 320,203 320,203 320,203 320,203 # of physical items
checked out
Female - Decline to
State 25,196 25,196 25,196 25,196

CIRCULATION AND INFORMATION
SERVICES TOTAL 2,078,900 2,078,900 2,078,900 2,078,900 Free Online Resources
# of electronic library
materials checked
out, such as e-books
Male - African
American/Black 107,200 114,890 125,334 135,779
# of electronic library
materials checked
out, such as e-books
Male - American
Indian/Alaskan Native 6,094 6,530 7,128 7,722
# of electronic library
materials checked
out, such as e-books
Male - Asian/Asian
American 78,749 84,398 92,070 99,743
# of electronic library
materials checked
out, such as e-books
Male -
Latino/Hispanic 146,828 157,361 171,666 185,972
# of electronic library
materials checked
out, such as e-books
Male - Native
Hawaiian/Pacific
Islander
2,035 2,178 2,376 2,570
# of electronic library
materials checked
out, such as e-books
Male - White 154,957 166,073 181,170 196,268
# of electronic library
materials checked
out, such as e-books
Male - Decline to
State 12,193
13,068 14,256 15,444
# of electronic library
materials checked
out, such as e-books
Female - African
American/Black 109,365 117,211 127,866 138,522
# of electronic library
materials checked
out, such as e-books
Female - American
Indian/Alaskan Native 6,220 6,666 7,272 7,878
# of electronic library
materials checked
out, such as e-books
Female - Asian/Asian
American 80,340 86,103 93,930 101,758
# of electronic library
materials checked
out, such as e-books
Female -
Latino/Hispanic 149,794 160,540 175,134 189,729
# of electronic library
materials checked
out, such as e-books
Female - Native
Hawaiian/Pacific
Islander
2,073 2,222 2,424 2,626
# of electronic library
materials checked
out, such as e-books
Female - White 158,087 169,428 184,830 200,233
# of electronic library
materials checked
out, such as e-books
Female - Decline to
State 12,440 13,332 14,544 15,756
FREE ONLINE RESOURCES TOTAL 1,026,375 1,100,000 1,200,000 1,300,000 462
Service Name Unit of Measure Gender - Race
Combination
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Public Communication
# of patrons who visit
the library
Male - African
American/Black 141,661 142,045 146,223 151,445
# of patrons who visit
the library
Male - American
Indian/Alaskan Native 8,057 8,078 8,316 8,613
# of patrons who visit
the library
Male - Asian/Asian
American 104,064 104,346 107,415 111,251
# of patrons who visit
the library
Male -
Latino/Hispanic 194,029 194,555 200,277 207,430
# of patrons who visit
the library
Male - Native
Hawaiian/Pacific
Islander
2,686 2,693 2,772 2,871
# of patrons who visit
the library Male - White 204,771 205,326 211,365 218,914 # of patrons who visit
the library
Male - Decline to
State 16,113 16,157 16,632 17,226
# of patrons who visit
the library
Female - African
American/Black 286,185 286,960 295,400 305,950
# of patrons who visit
the library
Female - American
Indian/Alaskan Native 16,276 16,320 16,800 17,400
# of patrons who visit
the library
Female - Asian/Asian
American 210,230 210,800 217,000 224,750
# of patrons who visit
the library
Female -
Latino/Hispanic 391,978 393,040 404,600 419,050
# of patrons who visit
the library
Female - Native
Hawaiian/Pacific
Islander
5,425 5,440 5,600 5,800
# of patrons who visit
the library Female - White 413,679 414,800 427,000 442,250 # of patrons who visit
the library
Female - Decline to
State 32,552 32,640 33,600 34,800
PUBLIC COMMUNICATION TOTAL 2,027,706 2,033,200 2,093,000 2,167,750 Technology Access
# of public internet
sessions
Male - African
American/Black 10,836 10,967 11,176 11,489
# of public internet
sessions
Male - American
Indian/Alaskan Native 616 624 636 653
# of public internet
sessions
Male - Asian/Asian
American 7,960 8,056 8,210 8,440
# of public internet
sessions
Male -
Latino/Hispanic 14,842 15,021 15,307 15,736
# of public internet
sessions
Male - Native
Hawaiian/Pacific
Islander
205 208 212 218
# of public internet
sessions Male - White 15,663 15,852 16,154 16,607
# of public internet
sessions
Male - Decline to
State 1,233 1,247 1,271 1,307
# of public internet
sessions
Female - African
American/Black 11,055 11,188 11,401 11,721
# of public internet
sessions
Female - American
Indian/Alaskan Native 629 636 648 667
# of public internet
sessions
Female - Asian/Asian
American 8,121 8,219 8,375 8,610
# of public internet
sessions
Female -
Latino/Hispanic 15,141 15,324 15,616 16,054
# of public internet
sessions
Female - Native
Hawaiian/Pacific
Islander
210 212 216 222
# of public internet
sessions Female - White 15,980 16,173 16,481 16,943
# of public internet
sessions
Female - Decline to
State 1,256 1,323 1,297 1,333
TECHNOLOGY ACCESS TOTAL 103,747 105,050 107,000 110,000 463

ORGANIZATIONAL CHART
464

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

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

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

Literacy Programs
This program represents the literacy services provided by the Second Start Adult Literacy Program.

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

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

2.38 million physical items checked out
490,869 e-materials checked out
4,549 live and virtual programs held
127,934 attendees to live and virtual programs
168,467 uses of public internet computers
1,947,657 virtual visits to the library website
465

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

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

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

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Restorations

Reductions
Restore 1.0 FTE Management Assistant position to support annual part-time hiring and contracts.

Equity Consideration: Restoring the Management Assistant position will strengthen administrative capacity to support timely hiring, onboarding, and contract management, which are critical to sustaining consistent recreation services across Oakland. Restoring this position will help reduce delays in staffing and program implementation and support more stable service delivery in high-priority equity index neighborhoods where communities are most reliant on City programs. This restoration advances equity by improving workforce efficiency, reducing service disruptions, and restoring more reliable access to youth, wellness, and community- based services for historically underserved populations.

1. Restores alignment of staffing levels by deleting 0.6 FTE vacant Stagehand, PT position. This action reflects current operational needs and existing programming levels that no longer require dedicated stagehand support.

Equity Consideration: This reduction is expected to have a minimal equity impact as the position has remained vacant and current service delivery models have continued through adjustments and existing staff capacity. This action restores staffing alignment with current program demand while maintaining continuity of existing services.

1. Restores staffing alignment by deleting 0.8 FTE vacant Student Trainee, PT position.

Equity Consideration: The proposed reduction is expected to have a low equity impact because the position has remained vacant and unused in previous budget cycles, resulting in no immediate reduction to current service levels.

2. Restores operational efficiencies through the deletion of $206,646 in periodical subscription funding within Operations and Maintenance for services that are no longer operationally necessary.

Equity Consideration: The proposed reduction is expected to have a low to moderate equity impact. The subscription service is no longer operationally necessary.

3. F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 466

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

Fund  Change  Description  Job Title and Class  FY26-27 FTE Change  FY26-27 $ Change ($)  FD_1010 Add Add position in Central Administration Management Assistant 0.53 114,535.00 FD_1010 Delete Delete position in Facilities Rental & Parking Stagehand, PT.TC138 -0.6 (54,315.00) FD_1010 Delete Delete position in Sports Student Trainee, PT.SS195 -0.8 (60,220.00) FD_1820 Add Add position in Central Administration Management Assistant 0.47 102,705.00 FD_1820 O&M Reduce O&M in Central Administration (206,646.00) FD_1820 Revenue Add Revenue Change in Cultural Arts & Rotary Nature 457,914.00 FD_1820 Revenue Add Use of Fund Balance in Central Administration 74,691.00 FD_1820 Unfreeze Unfreeze position in Central Administration Recreation General Supervisor 1 212,980.00 FD_3200 Freeze Freeze position in Sports Recreation Specialist III, PT.PP162 -0.75 (93,126.00) 467
Please refer to the full list of Significant Budgetary Changes by Department on page 42.

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

0.0 10.0M

20.0M

30.0M
Dollars
General Funds
Special Revenue Funds
Enterprise Funds
Internal Service Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
       
 
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed General Funds
General Fund: General Purpose $11,880,227 $12,686,760 $12,985,196 $13,589,907 Measure HH (SSBDT) $5,718,428 $4,131,583 $4,320,385 $4,374,286 Self Insurance Liability $0 $692,722 $944,043 $643,444
Kid's First Oakland Children's Fund $184,933 $0 $0 $0
OPRCA Self Sustaining Revolving Fund $6,973,690 $6,102,346 $6,271,871 $6,729,785 GENERAL FUNDS TOTAL $24,757,278 $23,613,411 $24,521,495 $25,337,422 Special Revenue Funds
Federal Emergency Management Agency (FEMA) -$38,698 $0 $0 $0 California Parks and Recreation $51,153 $50,000 $0 $0
Lighting and Landscape Assessment District $9,866,063 $9,918,200 $9,821,900 $10,997,770 Parks and Recreation Grants 2001 $0 $16,847 $16,847 $0
SPECIAL REVENUE FUNDS TOTAL $9,878,518 $9,985,047 $9,838,747 $10,997,770 Enterprise Funds
Golf Course $805,859 $771,746 $791,517 $781,810
ENTERPRISE FUNDS TOTAL $805,859 $771,746 $791,517 $781,810 Internal Service Funds
City Facilities $426,705 $8,160 $8,240 $8,561
INTERNAL SERVICE FUNDS TOTAL $426,705 $8,160 $8,240 $8,561 Fiduciary Funds/Trust & Agency Funds
Miscellaneous Trusts $2,953 $264,270 $264,270 $264,270
FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL $2,953 $264,270 $264,270 $264,270 468
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed TOTAL $35,871,313 $34,642,634 $35,424,269 $37,389,833
Expenditures By Category
Broken down by
Expenses Parks, Recreation, & Youth Dev…
Visualization
Personnel & Overhead
$20,536,468 (54.9%)
Operations & Maintenance
$4, 178,879 (11.2%)
Internal Services
$12,606,045 (33.7%)
Capital
$0 (0.0%)
Debt & Other
$68,441 (0.2%)
Transfers
$0 (0.0%)
FY26-27-MidcycleFY26-27-Midcycle
ProposedProposed
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Transfers
Sort By Chart of Accounts 
         
Expenditures By Bureau/Division
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Central Administration $5,173,411 $6,128,896 $6,520,367 $6,848,957 Town Camp & Town Enrichment Program $16,326,766 $15,464,337 $15,813,430 $16,277,310 Cultural Arts & Rotary Nature $2,286,566 $1,615,141 $1,557,911 $2,565,702 Sports $4,288,732 $3,747,357 $3,717,592 $2,892,326
Aquatics & Boating $2,684,380 $3,407,109 $3,463,869 $4,273,878 East Oakland Sports Center $1,869,200 $1,496,035 $1,378,211 $1,407,655 Facilities Rental & Parking $3,242,258 $2,783,759 $2,972,889 $3,124,005 TOTAL $35,871,313 $34,642,634 $35,424,269 $37,389,833
469

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

0.0 50.0
100.0
150.0
FTE
Aquatics & Boating
Central Administration
Cultural Arts & Rotary Nature
East Oakland Sports Center
Facilities Rental & Parking
Sports
Town Camp & Town Enrich…
Sort A to Z 
       
 
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Central Administration 11 11 13
Town Camp & Town Enrichment Program 96.68 96.68 85.51
Cultural Arts & Rotary Nature 11.41 11.41 22.45
Sports 25.82 25.82 12.11
Aquatics & Boating 22.29 22.29 32.78
East Oakland Sports Center 9.25 8.25 9.16
Facilities Rental & Parking 17.23 17.23 16.03
TOTAL 193.68 192.68 191.04
Authorized Positions By Classification
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Account Clerk II 1 1 1
Accountant III 1 1 1
Administrative Analyst II 1 1 1
Administrative Services Manager I 1 1 1
Aquatics Program Coordinator 1 1 1
Assist Director, Parks & Rec 1 1 1
Business Analyst II 1 1 1
Capital Imp Proj Coord, Asst 1 1 1
470
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Director of Parks & Recreation 1 1 1
Exec Asst to the Director 1 1 1
Facility Security Assistant 2.98 2.98 2.98
Facility Security Assistant, PT 6 6 6
Lifeguard, PT 16.2 16.2 16.2
Management Assistant 1 1 2
Marine Sports Program Coordinator 1 1 0
Office Manager 1 1 1
Pool Manager 0 0 3
Pool Manager, PT 3.18 3.18 3.18
Public Information Officer II 1 1 0
Public Service Representative 4 4 4
Public Service Representative, PT 2 2 0.8
Recreation Aide, PT 11.13 11.13 10.56
Recreation Attendant I, PT 6.58 6.58 6.58
Recreation Attendant II, PPT 1 1 1
Recreation Attendant II, PT 1.68 1.68 1.68
Recreation Center Director 19 19 21
Recreation General Supervisor 1 1 2
Recreation Leader I, PT 33.66 33.66 32.81
Recreation Leader II, PPT 15.05 15.05 15.05
Recreation Leader II, PT 10.29 10.29 9.47
Recreation Program Director 8 7 7
Recreation Specialist I, PPT 0.75 0.75 0.75
Recreation Specialist I, PT 9.35 9.35 8.1
Recreation Specialist II, PPT 2.2 2.2 2.2
Recreation Specialist II, PT 1.09 1.09 0.69
Recreation Specialist III, PT 5.18 5.18 4.43
Recreation Supervisor 8 8 8
Special Events Coordinator 1 1 1
Sports Official, PT 2.56 2.56 2.56
Sports Program Coordinator 1 1 1
Stagehand, PT 0.6 0.6 0.6
Student Trainee, PT 0.8 0.8 0
Van Driver, PPT 0.75 0.75 0.75
Water Safety Instructor, PT 4.65 4.65 4.65
TOTAL 193.68 192.68 191.04
471

SERVICES
Below is a comprehensive list of the services and activities provided by City departments to internal and external customers, which describes the City’s operations throughout the Oakland community, including collaborative efforts with other governments and community partners. Internal customers include other City departments and elected officials, while external customers are comprised of residents, businesses, visitors, and similar persons.Community Centers, Programs, & Services Provide instruction in recreation with an emphasis on youth development. Provide information and access to the Arts, Nature, Sciences, and out-of-school Enrichment programs.

The programs offered are Town Summer Camp, and a camp for Tennis, Golf, Boating and Nature.

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

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

Parks, Recreation, & YouthParks, Recreation, & Youth
DevelopmentDevelopment
F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 472

Department Measures
Service Name Unit of Measure FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Aquatics
% of adult participants or
parents/guardians rating
Aquatics programs as
'satisfied' or 'very satisfied'
80 80 80 80
Auxillary Recreation Services
% of adult participants or
parents/guardians rating
auxillary recreation
programs as 'satisfied' or
'very satisfied'
80 80 80 80
Boating
% of parents/guardians of
youth participants rating
botaing programs as
'satisfied' or 'very satisfied'
80 80 80 80
Cultural Arts, Nature, & Science
% of parents/guardians of
youth participants rating
Culture Arts, Nature and
Snacks programs as
'satisfied' or 'very satisfied'
80 80 80 80
Enterprise, Park & Recreation Facilities
Rental
% of adult participants or
parents/guardians rating
enterprise, Park & Rec
facilities programs as
'satisfied' or 'very satisfied'
80 80 80 80
Healthy Meals & Snacks for Youth
% of parents/guardians of
youth participants rating
meal programs as
'satisfied' or 'very satisfied'
80 80 80 80
Larry E.Reid Sports Center
% of adult participants or
parents/guardians rating
enterprise, Larry E. Reid
Sports programs as
'satisfied' or 'very satisfied'
80 80 80 80
Sports Programs
% of adult participants or
parents/guardians rating
sports programs as
'satisfied' or 'very satisfied'
80 80 80 80
Youth Development Programs
% of adult participants or
parents/guardians rating
youth programs as
'satisfied' or 'very satisfied'
80 80 80 80
473

ORGANIZATIONAL CHART
474

BUREAUS/DIVISIONS
Youth Development
Core Services
With equity central to the mission, OPRYD provides services throughout Oakland. Resources include 149 parks, 68 ball fields, 42 tennis courts, 24 community centers, 6 swimming pools, 3 Cultural Arts facilities, 2 boating centers, 1 inclusion center and citywide youth programming. OPRYD aims to create supportive environments for citizens and visitors to explore their interests, develop new skills and gain knowledge through social, athletic, civic, artistic, health and wellness activities. This is achieved by accessing resources facilitated by exceptional staffs that are skilled and trained professionals.

Town Camp & Town Enrichment
Town Camp is our summer camp model providing youth experiences to learn, create and play. Town Enrichment is our after-school model offering learning assistance as well as structured play activities. Our Inclusion Program also includes learn and play activities for our youth with developmental and physical challenges.

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

Our Town After School Program (TAP) provides structured games and activities, homework assistance, and Science, Technology, Engineering, Arts, & Math (STEAM) activities.

Creative play is a central theme that focuses on developing much-needed social and emotional skills. Cultural Awareness projects are integrated into the curriculum allowing participants to explore diverse perspectives, ideas, beliefs, and customs. OPRYD’s Town After School Program is a place where every child can learn and explore in a safe and enriching environment. Our program extends your child’s school day experience and is a part of your community.

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

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

Sports
The Sports program aims to provide an extraordinary variety of athletic and leisure opportunities that meet the interests and needs of a broad range of citizens and visitors.

Participants will develop physically, intellectually and personally, all while having fun.

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

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

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

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

Auxiliary Recreation Services
Auxiliary Recreation Services primarily consists of the Oakland Park Stewards, park Barrier & Bathroom closures, and coordination of citywide transportation and fleet management. The Oakland Park Stewards focus on providing community outreach; delivery information and resources throughout the city, especially at popular park venues.

Additionally, the Auxiliary Recreation Services unit supports our youth development programs via the coordination of transportation. Lastly, the Bathroom & Barrier closure crew secures bathroom facilities at designated locations throughout the City, to ensure the health and safety of park visitors and security of our assets.

475

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

OPRYD operates:

2,500 acres of open space
140 Parks
66 Ball Fields
44 Tennis Courts
38 Recreation Facilities
24 Recreation Centers
5 Pools
2 Boating Centers
2 Discover Science Centers
Digital Arts and Culinary Academy Center
Malonga Casquelourd Center for the Arts with 74-single room occupancy apartments available for rent to lo-cal artists Studio One Art Center
Nature Center (reopened February 2019)
East Oakland Sports Complex with Indoor Water Park
Inclusion Center with 3 Extension Programs
14 Rental Venues
17 Community Gardens
5 Dog Play Areas; 22 Dog Friendly Parks
3 Golf Courses
2 Skate Parks
A host of other public facilities and programs which are designed for tiny tots to seniors, collectively serving over 95,000 enrolled participants and over a million drop-in users annually.
476

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

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

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Restorations

Reductions

Restores full-time operating hours, four days a week, for the City’s senior centers and reopens the West Oakland Senior Center through the restoration of 1.0 FTE Administrative Assistant IIs and 1.51 FTE Custodians.

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.

1. Restores positions and services provided by the Aging & Adult Services division by the addition of 1.0 FTE Administrative Assistant II, 1.0 FTE Office Assistant II, and 1.0 FTE Supervising Case Manager, offset by the deletion of 5.0 FTE Senior Aides (PT), 2.0 FTE Recreation Specialists, and 1.0 FTE Administrative Analyst II positions.

2. Reduces $1.4 Million 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. Freezes 3.0 FTE positions in Head Start: 2.0 FTE Head Start ERSEA & Data Program Coordinator and 1.0 FTE Head Start Instructor. There is no direct service impact as these positions have been vacant.

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

2. Deletes 1.0 FTE Administrative Assistant II, 1.0 FTE Administrative Analyst I and 0.50 FTE Management Intern, PT. There is no direct service impact as these positions have been vacant.

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

3. Reduces $600,000 within the 2020 Oakland Parks and Recreation Preservation, Litter Reduction, Homelessness Support Act (Measure Q) homelessness contracts budget, which may require adjustments to contracted homelessness service levels, scope or timing.

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. F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 477

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

Fund  Change  Description  Job Title and Class  FY26-27 FTE Change  FY26-27 $ Change ($)  FD_1010 Add Add position in Aging & Adult Services Administrative Assistant II 1 141,446.00 FD_1010 Add Add position in Aging & Adult Services Case Manager, Supervising 0.02 3,863.00 FD_1010 Delete Delete position in Aging & Adult Services Senior Aide, PT.PP142 -5 (174,295.00) FD_1010 O&M Add O&M in Early Childhood & Family Services 88,878.00 FD_1010 O&M Reduce O&M in Early Childhood & Family Services (776,772.00) FD_1010 O&M Reduce Transfer for the KidsFirst allocation in Children & Youth Services (1,449,582.00) FD_1010 O&M Transfer O&M for CHS from HSD to CAO in Community Housing Services (1,146,061.00) FD_1010 Transfer Transfer position from FD_1010 to FD_1780 in Children & Youth Services Program Analyst II.AP293 -1 (184,061.00) FD_1010 Transfer Transfer position from FD_1010 to FD_2128 in Early Childhood & Family Services City Administrator Analyst.MA109 -0.4 (87,962.00) FD_1010 Transfer Transfer position from FD_1010 to FD_2128 in Early Childhood & Family Services Health & Human Services Program Plann… -0.4 (85,216.00) FD_1010 Transfer Transfer position from FD_1010 to FD_2128 in Early Childhood & Family Services Manager, Human Services.EM254 -1 (330,536.00) FD_1010 Transfer Transfer position from FD_1010 to FD_2128 in Early Childhood & Family Services Administrative Assistant II.SS104 -0.6 (86,656.00) FD_1010 Transfer Transfer position from FD_2220 to FD_1010 in Aging & Adult Services Program Analyst II.AP293 0.12 22,087.00 478
Please refer to the full list of Significant Budgetary Changes by Department on page 42.

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

0.0 100.0M

25.0M

50.0M

75.0M
125.0MDollars
General Funds
Special Revenue Funds
Internal Service Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
       
 
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed General Funds
General Fund: General Purpose $31,855,434 $36,363,489 $36,071,738 $32,746,009 Measure HH (SSBDT) $1,604,961 $2,081,017 $2,066,583 $1,960,173 Kid's First Oakland Children's Fund $16,224,093 $22,744,353 $23,576,450 $22,126,868 Affordable Housing Trust Fund $14,060 $414,820 $875,299 $628,737 Multi Service Center/Rent $9,976 $107,050 $110,047 $110,047 GENERAL FUNDS TOTAL $49,708,524 $61,710,729 $62,700,117 $57,571,834 Special Revenue Funds
FEMA Declarations $8,872,507 $0 $0 $0
Department of Agriculture $309,145 $686,870 $686,870 $686,870 HUD-ESG/SHP/HOPWA $11,505,532 $13,660,110 $13,660,110 $13,660,110 HUD-CDBG $1,059,635 $1,140,805 $1,140,805 $1,140,805
Department of Justice -$137 $0 $0 $0
Federal Action Agency $309,531 $384,360 $384,360 $384,360 Department of Health and Human Services $16,442,737 $18,722,008 $18,720,744 $18,720,744 California Department of Education $5,396,823 $3,397,265 $3,397,265 $3,397,265 California Permanent Local Housing Allocation $216,861 $0 $0 $0 State of California Other $27,428,324 $3,686,883 $3,686,883 $3,686,883 County of Alameda: Grants $497,736 $672,002 $702,486 $702,486 Private Grants $28,101 $74,898 $74,898 $74,898
Measure BB - Paratransit $3,695,344 $3,197,067 $3,197,067 $3,197,067 Meas. Q- Parks & Recreation Preservation $9,072,805 $7,638,088 $7,928,860 $7,460,602 Measure AA - First 5 $2,985,834 $6,580,608 $6,580,608 $7,050,463 479
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Vacant Property Tax Act Fund $173,475 $1,450,000 $1,450,000 $1,450,000 Social Services Grants $4,807 $0 $0 $0
SPECIAL REVENUE FUNDS TOTAL $87,999,060 $61,290,964 $61,610,956 $61,612,553 Internal Service Funds
City Facilities $662,824 $175,024 $157,652 $308,760
INTERNAL SERVICE FUNDS TOTAL $662,824 $175,024 $157,652 $308,760 Fiduciary Funds/Trust & Agency Funds
Grant Clearing $30,679 $0 $0 $0
Oakland Senior Center: North $1,707 $0 $0 $0
Oakland Senior Center: West $4,025 $0 $0 $0
Oakland Senior Center: East $8,286 $0 $0 $0
FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL $44,697 $0 $0 $0 TOTAL $138,415,105 $123,176,717 $124,468,725 $119,493,147 Expenditures By Category
Broken down by
Expenses Human Services
Visualization
Personnel & Overhead
$39,698,945 (32.2%)
Operations & Maintenance
$52,987,301 (43.0%) Internal Services
$6,511,831 (5.3%)
Capital
$0 (0.0%)
Debt & Other
$1,831,798 (1.5%)
Transfers
$22, 126,868 (18.0%)
FY26-27-MidcycleFY26-27-Midcycle
ProposedProposed
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Transfers
Sort By Chart of Accounts 
         
480
Expenditures By Bureau/Division
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Aging & Adult Services $10,566,515 $10,727,164 $10,587,555 $10,909,140 Community Housing Services $53,274,020 $26,405,207 $26,527,264 $24,634,309 Alameda Cty. - Oakland Community Action Partnership $2,283,061 $3,473,912 $3,507,222 $3,295,806 Children & Youth Services $40,797,107 $46,329,896 $47,993,877 $44,925,157 Early Childhood & Family Services $28,061,847 $31,579,255 $31,002,411 $30,625,027 HSD Administration $3,432,555 $4,661,283 $4,850,396 $5,103,708 TOTAL $138,415,105 $123,176,717 $124,468,725 $119,493,147

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

0.0 50.0
100.0
150.0
200.0
250.0
FTE
Aging & Adult Services
Alameda Cty. - Oakland Co…
Children & Youth Services
Community Housing Services
Early Childhood & Family S…
HSD Administration
Sort A to Z 
       
 
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Aging & Adult Services 49.5 48.5 46.02
Community Housing Services 21 21 19
Alameda Cty. - Oakland Community Action Partnership 11.5 11.5 10.5 Children & Youth Services 9.5 9.5 8
Early Childhood & Family Services 181.34 181.34 177.34
HSD Administration 15.96 14.96 16.96
TOTAL 288.8 286.8 277.82
481
Authorized Positions By Classification
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Account Clerk II 1 1 1
Accountant II 2 2 2
Accountant III 4 4 4
Administrative Analyst I 4 4 5
Administrative Analyst II 5 5 4
Administrative Assistant I 5 4 4
Administrative Assistant II 8 8 9
Administrative Services Manager I 2 2 2
Administrative Services Manager II 2 2 2
Assistant to the Director 0 0 1
Budget & Grants Administrator 1 1 1
Case Manager I 12 12 11
Case Manager II 2 2 2
Case Manager, Supervising 3 3 4
City Administrator Analyst 2 2 2
Cooking Supervisor 1 1 1
Custodian 1 1 1
Custodian, PT 1.48 1.48 3
Data Entry Operator 1 1 1
Deputy Director, Housing 1 1 0
Director of Human Services 1 1 1
Early Childhood Center Director 13 13 13
Early Childhood Education Manager 1 1 1
Early Head Start Instructor 39 39 32
Early Learning Specialist 0 0 2
Exec Asst to the Director 1 1 1
Family Advocate 4 4 4
Family Services Specialist 12 12 12
Food Program Driver, PT 1.5 1.5 1.5
Food Program Monitor, PT 2 2 2
Food Service Worker 3 3 3
Food Service Worker, PT 1 1 1
Head Start Coach Coordinator 2 2 2
Head Start Driver Courier 3 3 3
Head Start ERSEA & Data Coord 2 2 0
Head Start Education Coord 2 2 2
Head Start Facilities Coordinator 1 1 1
Head Start Fam & Comm Eng Coord 1 1 1
Head Start Instructor 24 24 22
Head Start Program Operations Manager 2 2 2
Head Start School Ready Coord 1 1 1
Head Start Supervisor 3 3 3
Head Start/EHS Assistant Instructor 11 11 11
Head Start/Early Head Start Associate Instructor 18 18 17 Headstart Program Coordinator 1 1 1
Health & Human Svcs Prgm Planner 8 7 8
Home Base Specialist 1 1 1
Home Base Visitor 0 0 6
Maintenance Mechanic 1 1 1
482
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Maintenance Mechanic, PPT 1 1 1
Maintenance Mechanic, PT 1 1 1
Management Intern, PT 0.5 0.5 0
Manager, Agency Administrative 1 1 1
Manager, Human Services 5 5 5
Nurse Case Manager 3 3 3
Office Assistant I, PPT 0.96 0.96 0.96
Office Assistant I, PT 3.65 3.65 3.65
Office Assistant II 2 2 3
Outreach Developer 1 1 1
Park Attendant, PT 1 1 1
Program Analyst I 8 8 7
Program Analyst II 15 15 14
Program Analyst III 1 1 1
Program Manager 0 0 1
Project Manager 2 2 1
Recreation Specialist I, PT 2 2 0
Safety & Loss Control Specialist 1 1 1
Senior Aide, PT 10.9 10.9 5.9
Senior Center Director 4 4 4
Senior Services Prgm Assistant 3 3 3
Senior Services Supervisor 3 3 3
Student Trainee, PT 0.81 0.81 0.81
TOTAL 288.8 286.8 277.82
483

Food Distribution Programs
HSD has food distribution programs that assist seniors, people experiencing homelessness, low-income residents experiencing food insecurity, low-income families, and youth.

The largest program is the Summer Food Service Program where HSD delivers summer lunches to 60+ community sites including OPRYD and OPL.

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

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

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

Senior Companions & Foster Grandparents Programs
Senior Companions provides assistance to adults with physical, emotional or mental health limitations, most of whom are elderly. These clients have difficulties with daily living tasks and Senior Companions help them retain their dignity and independence. Foster Grandparent volunteers have shared their wisdom and experience with children.

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

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

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

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

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

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

Human ServicesHuman Services
F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 484
Unhoused Housing Subsidies & Permanent Housing Interventions Short and long term subsidies are offered to support people experiencing homelessness to maintain housing, including RRH programs and OPRI. Supportive services contracted through nonprofits to support people once they have been housed.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Policy & Planning
Provides overall direction, strategy and supervision for the department. Ensures strong collaboration with external agencies such as OUSD and Alameda County. 485

Department Measures
Service Name Unit of Measure FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Apprenticeship Program for Early
Childhood Teachers
# of apprentices enrolled
in the teacher education
program
16 18 18 18
Capacity Building & Technical Assistance
for Non-Profits
# of grantees awarded
with funding 149 148 149 149
Child Education & Development Centers # of children enrolled 375 300 351 351 Early Childhood Food Program # of children who received meals and snacks 241 212 411 411
Financial Support Services
# of residents that get
income taxes preparation
assistance
172 300 400 450
Head Start Family Services # of families served 608 602 574 574 Head Start Health Services # of children and
pregnant participants 608 602 574 574
Head Start Home Visiting Program
# of participants enrolled
in the home visiting
program
210 188 255 255
Head Start Technology Lending Library # of laptops assigned 608 602 574 574 Homelessness Supportive Services - CSBG
# of people who received
homeless services funded
with CSBG programs
816 915 900 900
Job Training and Employment Placement
for Low-Income Residents
# of people who have
received assistance
through AC-OCAP
programs
161 194 190 190
Mobile Classroom Intensive Early
Childhood Services
# of children and families
enrolled in the mobile
classroom program
23 18 24 24
Multipurpose Senior Services Program
(MSSP)
# of senior participants
served through MSSP 346 339 400 400
Oakland Fund for Children and Youth
(OFCY)
# of youth participants
served in programs
funded by OFCY
20,613 20,613 20,613 20,613
Oakland Fund for Children and Youth
(OFCY) - Children's Success in School
# of children served within
the children's success
program
12,847 12,847 12,847 12,847
Oakland Fund for Children and Youth
(OFCY) - Healthy Development of Young
Children
# of youth participants
served by healthy
development program
1,617 1,617 1,617 1,617
Oakland Fund for Children and Youth
(OFCY) - Transitions to Adulthood
# of youth served by
adulthood transition
program
1,181 1,181 1,181 1,181
Oakland Fund for Children and Youth
(OFCY) - Youth Development & Violence
Prevention
# of youth served in youth
development & violence
prevention programs
6,665 6,665 6,665 6,665
Oakland Paratransit for the Elderly and
Disabled Adults (OPED)
# of registered clients
enrolled 1,595 1,659 1,725 1,794
Senior Centers
# of sign-ins and
unduplicated participants
for events/activities
1,866 1,960 1,960 1,743
486
Service Name Unit of Measure FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Senior Companions & Foster Grandparents
Programs # of volunteer hours 30,240 30,240 30,240 30,240 Senior Information and Assistance
Program
# of services provided
throughout I&A program 9,634 7,349 7,349 7,349
Senior Wellness Connection
# of seniors served
through wellness
connection program
287 287 287 287
Technical Assistance to Early Childhood
Education Nonprofits
# of family child care
providers (small business
owners) supported
11 11 14 14
Geographic Breakdown
Service Name Unit of Measure Geographic Name FY23-24 Measure Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Apprenticeship Program for Early
Childhood Teachers
# of apprentices
enrolled in the
teacher education
program
94621 5 4 5 5
# of apprentices
enrolled in the
teacher education
program
94612 4 5 5 5
# of apprentices
enrolled in the
teacher education
program
94605 3 3 5 5
# of apprentices
enrolled in the
teacher education
program
94577 3 4 1 1
# of apprentices
enrolled in the
teacher education
program
94606 1 0 2 2
# of apprentices
enrolled in the
teacher education
program
94608 0 1 0 0
# of apprentices
enrolled in the
teacher education
program
95304 0 1 0 0

APPRENTICESHIP PROGRAM FOR

EARLY CHILDHOOD TEACHERS
TOTAL
16 18 18 18
Child Education & Development
Centers
#of children enrolled 94501 5 3 4 4
#of children enrolled 94521 2 0 1 1
#of children enrolled 94523 1 1 1 1
#of children enrolled 94541 4 2 1 1
#of children enrolled 94544 4 1 1 1
#of children enrolled 94546 1 1 1 1
#of children enrolled 94577 1 1 1 1
#of children enrolled 94578 2 1 1 1
#of children enrolled 94579 1 0 1 1
#of children enrolled 94601 58 56 58 58
#of children enrolled 94602 18 6 10 10
#of children enrolled 94603 49 43 49 49
#of children enrolled 94605 30 30 32 32
#of children enrolled 94606 39 36 39 39
#of children enrolled 94607 23 16 19 19
#of children enrolled 94608 16 11 14 14
487
Service Name Unit of Measure Geographic Name FY23-24 Measure Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
#of children enrolled 94609 11 10 11 11
#of children enrolled 94610 15 11 14 14
#of children enrolled 94611 8 4 11 11
#of children enrolled 94612 16 11 14 14
#of children enrolled 94619 15 9 14 14
#of children enrolled 94621 51 43 49 49
#of children enrolled 94704 2 1 1 1
#of children enrolled 94710 1 0 1 1
#of children enrolled 94801 1 1 1 1
#of children enrolled 94805 0 1 1 1
#of children enrolled 94821 1 1 1 1

CHILD EDUCATION &
DEVELOPMENT CENTERS TOTAL 375 300 351 351
Early Childhood Food Program
# of children who
received meals and
snacks
94501 3 2 5 5
# of children who
received meals and
snacks
94541 2 2 5 5
# of children who
received meals and
snacks
94546 1 1 1 1
# of children who
received meals and
snacks
94577 1 0 1 1
# of children who
received meals and
snacks
94578 1 1 1 1
# of children who
received meals and
snacks
94601 42 37 82 82
# of children who
received meals and
snacks
94602 8 3 8 8
# of children who
received meals and
snacks
94603 38 34 58 58
# of children who
received meals and
snacks
94605 17
16 33 33
# of children who
received meals and
snacks
94606 30 31 62 62
# of children who
received meals and
snacks
94607 14 11 29 29
# of children who
received meals and
snacks
94608 9 8 12 12
# of children who
received meals and
snacks
94609 8 8 8 8
# of children who
received meals and
snacks
94610 10 11 16 16
# of children who
received meals and
snacks
94611 4 3 0 0
# of children who
received meals and
snacks
94612 9 7 12 12
# of children who
received meals and
snacks
94619 6 6 12 12
# of children who
received meals and
snacks
94621 36 29 62 62
# of children who
received meals and
snacks
94704 2 1 2 2
488
Service Name Unit of Measure Geographic Name FY23-24 Measure Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
# of children who
received meals and
snacks
94805 0 1 2 2

EARLY CHILDHOOD FOOD
PROGRAM TOTAL 241 212 411 411
Head Start Family Services
# of families served 94501 6 3 1 1
# of families served 94521 2 0 1 1
# of families served 94523 1 1 1 1
# of families served 94536 0 1 1 1
# of families served 94541 4 2 1 1
# of families served 94544 4 1 1 1
# of families served 94546 1 1 1 1
# of families served 94577 2 3 1 1
# of families served 94578 3 1 1 1
# of families served 94579 2 2 1 1
# of families served 94601 123 100 135 135
# of families served 94602 23 14 20 20
# of families served 94603 80 65 87 87
# of families served 94605 47 41 53 53
# of families served 94606 81 78 94 94
# of families served 94607 42 33 54 54
# of families served 94608 19 14 20 20
# of families served 94609 11 10 19 19
# of families served 94610 22
20 27 27
# of families served 94611 8 4 7 7
# of families served 94612 17 12 14 14
# of families served 94619 20 15 20 20
# of families served 94621 84 75 9 9
# of families served 94704 2 1 1 1
# of families served 94710 1 0 1 1
# of families served 94801 1 1 1 1
# of families served 94805 1 3 1 1
# of families served 94821 1 1 1 1

HEAD START FAMILY SERVICES
TOTAL 608 502 574 574
Head Start Health Services
# of children and
pregnant participants 94501 6 3 1 1
# of children and
pregnant participants 94521 2 0 1 1
# of children and
pregnant participants 94523 1 1 1 1
# of children and
pregnant participants 94536 0 1 1 1
# of children and
pregnant participants 94541 4 2 1 1
# of children and
pregnant participants 94544 4 3 1 1
# of children and
pregnant participants 94546 1 1 1 1
# of children and
pregnant participants 94577 2 3 1 1
# of children and
pregnant participants 94578 3 1 1 1
# of children and
pregnant participants 94579 2 2 1 1
# of children and
pregnant participants 94601 123 123 135 135
489
Service Name Unit of Measure Geographic Name FY23-24 Measure Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
# of children and
pregnant participants 94602 23 23 20 20
# of children and
pregnant participants 94603 80 80 87 87
# of children and
pregnant participants 94605 47 46 53 53
# of children and
pregnant participants 94606 81 80 94 94
# of children and
pregnant participants 94607 42 43 54 54
# of children and
pregnant participants 94608 19 19 20 20
# of children and
pregnant participants 94609 11 10 19 19
# of children and
pregnant participants 94610 22 22 27 27
# of children and
pregnant participants 94611 8 9 7 7
# of children and
pregnant participants 94612 17 17 14 14
# of children and
pregnant participants 94619 20 22 20 20
# of children and
pregnant participants 94621 84 85 9 9
# of children and
pregnant participants 94704 2 1 1 1
# of children and
pregnant participants 94710 1 0 1 1
# of children and
pregnant participants 94805 1 3 1 1
# of children and
pregnant participants 94801 1 1 1 1
# of children and
pregnant participants 94821 1 1 1 1

HEAD START HEALTH SERVICES
TOTAL 608 602 574 574
Head Start Home Visiting Program
# of participants
enrolled in the home
visiting program
94501 1 0 1 1
# of participants
enrolled in the home
visiting program
94577 1 2 2 2
# of participants
enrolled in the home
visiting program
94578 1
0 1 1
# of participants
enrolled in the home
visiting program
94579 1 2 2 2
# of participants
enrolled in the home
visiting program
94601 60 50 67 67
# of participants
enrolled in the home
visiting program
94602 5 8 8 8
# of participants
enrolled in the home
visiting program
94603 29 19 31 31
# of participants
enrolled in the home
visiting program
94605 13 9 15 15
# of participants
enrolled in the home
visiting program
94606 36 40 51 51
# of participants
enrolled in the home
visiting program
94607 19 14 20 20
# of participants
enrolled in the home
visiting program
94608 3 3 3 3
# of participants
enrolled in the home
visiting program
94610 4 3 3 3
490
Service Name Unit of Measure Geographic Name FY23-24 Measure Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
# of participants
enrolled in the home
visiting program
94612 1 1 3 3
# of participants
enrolled in the home
visiting program
94619 5 6 8 8
# of participants
enrolled in the home
visiting program
94621 30 30 38 38
# of participants
enrolled in the home
visiting program
94805 1 1 2 2

HEAD START HOME VISITING
PROGRAM TOTAL 210 188 255 255
Head Start Technology Lending
Library
# of laptops assigned 94501 6 3 1 1
# of laptops assigned 94521 2 0 1 1
# of laptops assigned 94523 1 1 1 1
# of laptops assigned 94536 0 1 1 1
# of laptops assigned 94541 4 2 1 1
# of laptops assigned 94544 4 3 1 1
# of laptops assigned 94546 1 1 1 1
# of laptops assigned 94577 2 3 1 1
# of laptops assigned 94578 3 1 1 1
# of laptops assigned 94579 2 2 1 1
# of laptops assigned 94601 123 123 135 135
# of laptops assigned 94602 23 23 20 20
# of laptops assigned 94603 80 80 87 87
# of laptops assigned 94605 47 46 53 53
# of laptops assigned 94606 81 80 94 94
# of laptops assigned 94607 42
43 54 54
# of laptops assigned 94608 19 19 20 20
# of laptops assigned 94609 11 10 19 19
# of laptops assigned 94610 22 22 27 27
# of laptops assigned 94611 8 9 7 7
# of laptops assigned 94612 17 17 14 14
# of laptops assigned 94619 20 22 20 20
# of laptops assigned 94621 84 85 9 9
# of laptops assigned 94704 2 1 1 1
# of laptops assigned 94710 1 0 1 1
# of laptops assigned 94801 1 3 1 1
# of laptops assigned 94805 1 1 1 1
# of laptops assigned 94821 1 1 1 1

HEAD START TECHNOLOGY
LENDING LIBRARY TOTAL 608 602 574 574
Mobile Classroom Intensive Early
Childhood Services
# of children and
families enrolled in
the mobile
classroom program
94601 5 2 4 4
# of children and
families enrolled in
the mobile
classroom program
94603 2 3 3 3
# of children and
families enrolled in
the mobile
classroom program
94605 4 2 3 3
# of children and
families enrolled in
the mobile
classroom program
94606 6 2 5 5
491
Service Name Unit of Measure Geographic Name FY23-24 Measure Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
# of children and
families enrolled in
the mobile
classroom program
94607 0 4 3 3
# of children and
families enrolled in
the mobile
classroom program
94610 3 2 3 3
# of children and
families enrolled in
the mobile
classroom program
94621 3 3 3 3

MOBILE CLASSROOM INTENSIVE

EARLY CHILDHOOD SERVICES
TOTAL
23 18 24 24
Multipurpose Senior Services
Program (MSSP)
# of senior
participants served
through MSSP
94601 76 71 80 80
# of senior
participants served
through MSSP
94602 12 11 15 15
# of senior
participants served
through MSSP
94603 13 12 15 15
# of senior
participants served
through MSSP
94605 16 16 20 20
# of senior
participants served
through MSSP
94606 26 29 40 40
# of senior
participants served
through MSSP
94607 42 42 50 50
# of senior
participants served
through MSSP
94608 14 18 25 25
# of senior
participants served
through MSSP
94609 9 8 15 15
# of senior
participants served
through MSSP
94610 11 10 12 12
# of senior
participants served
through MSSP
94611 21 27 30 30
# of senior
participants served
through MSSP
94612 44 39 45 45
# of senior
participants served
through MSSP
94618 2 0 5 5
# of senior
participants served
through MSSP
94619 2 3 5 5
# of senior
participants served
through MSSP
94621 10 9 15 15
# of senior
participants served
through MSSP
Zip Codes Outside
Oakland 48 44 28 28

MULTIPURPOSE SENIOR

SERVICES PROGRAM (MSSP)
TOTAL
346 339 400 400
Oakland Fund for Children and
Youth (OFCY)

# of youth
participants served
in programs funded
by OFCY
94601 4,299 4,299 4,299 4,299
# of youth
participants served
in programs funded
by OFCY
94602 759 759 759 759
492
Service Name Unit of Measure Geographic Name FY23-24 Measure Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
# of youth
participants served
in programs funded
by OFCY
94603 2,379 2,379 2,379 2,379
# of youth
participants served
in programs funded
by OFCY
94605 2,007 2,007 2,007 2,007
# of youth
participants served
in programs funded
by OFCY
94606 2,038 2,038 2,038 2,038
# of youth
participants served
in programs funded
by OFCY
94607 1,144 1,144 1,144 1,144
# of youth
participants served
in programs funded
by OFCY
94608 565 565 565 565
# of youth
participants served
in programs funded
by OFCY
94609 488 488 488 488
# of youth
participants served
in programs funded
by OFCY
94610 327 327 327 327
# of youth
participants served
in programs funded
by OFCY
94611 263 263 263 263
# of youth
participants served
in programs funded
by OFCY
94612 413 413 413 413
# of youth
participants served
in programs funded
by OFCY
94613 8 8 8 8
# of youth
participants served
in programs funded
by OFCY
94618 69 69 69 69
# of youth
participants served
in programs funded
by OFCY
94619 785 785 785 785
# of youth
participants served
in programs funded
by OFCY
94621 3,139 3,139 3,139 3,139
# of youth
participants served
in programs funded
by OFCY
94704 20 20 20 20
# of youth
participants served
in programs funded
by OFCY
94705 13 13 13 13
# of youth
participants served
in programs funded
by OFCY
94720 27 27 27 27
# of youth
participants served
in programs funded
by OFCY
Homeless 177 177 177 177
# of youth
participants served
in programs funded
by OFCY
N/A 1,693 1,693 1,693 1,693

OAKLAND FUND FOR CHILDREN
AND YOUTH (OFCY) TOTAL 20,613 20,613 20,613 20,613
Oakland Fund for Children and
Youth (OFCY) - Children's Success
in School

# of children served
within the
childrenâ€™s
success program
94601 2,902 2,902 2,902 2,902
493
Service Name Unit of Measure Geographic Name FY23-24 Measure Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
# of children served
within the
childrenâ€™s
success program
94602 428 428 428 428
# of children served
within the
childrenâ€™s
success program
94603 1,521 1,521 1,521 1,521
# of children served
within the
childrenâ€™s
success program
94605 1,273 1,273 1,273 1,273
# of children served
within the
childrenâ€™s
success program
94606 1,459 1,459 1,459 1,459
# of children served
within the
childrenâ€™s
success program
94607 662 662 662 662
# of children served
within the
childrenâ€™s
success program
94608 317 317 317 317
# of children served
within the
childrenâ€™s
success program
94609 280 280 280 280
# of children served
within the
childrenâ€™s
success program
94610 166 166 166 166
# of children served
within the
childrenâ€™s
success program
94611 124 124 124 124
# of children served
within the
childrenâ€™s
success program
94612 176 176 176 176
# of children served
within the
childrenâ€™s
success program
94613 5 5 5 5
# of children served
within the
childrenâ€™s
success program
94618 22 22 22 22
# of children served
within the
childrenâ€™s
success program
94619 459 459 459 459
# of children served
within the
childrenâ€™s
success program
94621 1,883 1,883 1,883 1,883
# of children served
within the
childrenâ€™s
success program
94704 2 2 2 2
# of children served
within the
childrenâ€™s
success program
94705 2 2 2 2
# of children served
within the
childrenâ€™s
success program
94720 9 9 9 9
# of children served
within the
childrenâ€™s
success program
Homeless 10 10 10 10
# of children served
within the
childrenâ€™s
success program
Other 1,147 1,147 1,147 1,147

OAKLAND FUND FOR CHILDREN

AND YOUTH (OFCY) - CHILDREN'S

SUCCESS IN SCHOOL TOTAL
12,847 12,847 12,847 12,847
Oakland Fund for Children and
Youth (OFCY) - Healthy
Development of Young Children

494
Service Name Unit of Measure Geographic Name FY23-24 Measure Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
# of youth
participants served
by healthy
development
program
94601 223 223 223 223
# of youth
participants served
by healthy
development
program
94602 54 54 54 54
# of youth
participants served
by healthy
development
program
94603 269 269 269 269
# of youth
participants served
by healthy
development
program
94605 156 156 156 156
# of youth
participants served
by healthy
development
program
94606 144 144 144 144
# of youth
participants served
by healthy
development
program
94607 78 78 78 78
# of youth
participants served
by healthy
development
program
94608 26 26 26 26
# of youth
participants served
by healthy
development
program
94609 25 25 25 25
# of youth
participants served
by healthy
development
program
94610 28 28 28 28
# of youth
participants served
by healthy
development
program
94611 21 21 21 21
# of youth
participants served
by healthy
development
program
94612 69 69 69 69
# of youth
participants served
by healthy
development
program
94613 1 1 1 1
# of youth
participants served
by healthy
development
program
94618 4 4 4 4
# of youth
participants served
by healthy
development
program
94619 46 46 46 46
# of youth
participants served
by healthy
development
program
94621 375 375 375 375
# of youth
participants served
by healthy
development
program
94704 5 5 5 5
# of youth
participants served
by healthy
development
program
94705 2 2 2 2
495
Service Name Unit of Measure Geographic Name FY23-24 Measure Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
# of youth
participants served
by healthy
development
program
94720 1 1 1 1
# of youth
participants served
by healthy
development
program
Homeless 2 2 2 2
# of youth
participants served
by healthy
development
program
Other 88 88 88 88

OAKLAND FUND FOR CHILDREN

AND YOUTH (OFCY) - HEALTHY

DEVELOPMENT OF YOUNG

CHILDREN TOTAL
1,617 1,617 1,617 1,617
Oakland Fund for Children and
Youth (OFCY) - Transitions to
Adulthood

# of youth served by
adulthood transition
program
94601 141 141 141 141
# of youth served by
adulthood transition
program
94602 40 40 40 40
# of youth served by
adulthood transition
program
94603 122 122 122 122
# of youth served by
adulthood transition
program
94605 134 134 134 134
# of youth served by
adulthood transition
program
94606 102 102 102 102
# of youth served by
adulthood transition
program
94607 63 63 63 63
# of youth served by
adulthood transition
program
94608 19 19 19 19
# of youth served by
adulthood transition
program
94609 26 26 26 26
# of youth served by
adulthood transition
program
94610 26 26 26 26
# of youth served by
adulthood transition
program
94611 13 13 13 13
# of youth served by
adulthood transition
program
94612 38 38 38 38
# of youth served by
adulthood transition
program
94618 7 7 7 7
# of youth served by
adulthood transition
program
94619 43 43 43 43
# of youth served by
adulthood transition
program
94621 128 128 128 128
# of youth served by
adulthood transition
program
94704 1 1 1 1
# of youth served by
adulthood transition
program
Homeless 144 144 144 144
# of youth served by
adulthood transition
program
Other 134
134 134 134

OAKLAND FUND FOR CHILDREN

AND YOUTH (OFCY) -

TRANSITIONS TO ADULTHOOD
TOTAL
1,181 1,181 1,181 1,181
496
Service Name Unit of Measure Geographic Name FY23-24 Measure Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Oakland Fund for Children and
Youth (OFCY) - Youth
Development & Violence
Prevention

# of youth served in
youth development
& violence prevention
programs
94601 1,329 1,329 1,329 1,329
# of youth served in
youth development
& violence prevention
programs
94602 258 258 258 258
# of youth served in
youth development
& violence prevention
programs
94603 684 684 684 684
# of youth served in
youth development
& violence prevention
programs
94605 575 575 575 575
# of youth served in
youth development
& violence prevention
programs
94606 410 410 410 410
# of youth served in
youth development
& violence prevention
programs
94607 431 431 431 431
# of youth served in
youth development
& violence prevention
programs
94608 235 235 235 235
# of youth served in
youth development
& violence prevention
programs
94609 196 196 196 196
# of youth served in
youth development
& violence prevention
programs
94610 114 114 114 114
# of youth served in
youth development
& violence prevention
programs
94611 110 110 110 110
# of youth served in
youth development
& violence prevention
programs
94612 146 146 146 146
# of youth served in
youth development
& violence prevention
programs
94618 36 36 36 36
# of youth served in
youth development
& violence prevention
programs
94619 292 292 292 292
# of youth served in
youth development
& violence prevention
programs
94621 1,022 1,022 1,022 1,022
# of youth served in
youth development
& violence prevention
programs
94704 12 12 12 12
# of youth served in
youth development
& violence prevention
programs
94705 9 9 9 9
# of youth served in
youth development
& violence prevention
programs
94720 17 17 17 17
# of youth served in
youth development
& violence prevention
programs
Homeless 23 23 23 23
# of youth served in
youth development
& violence prevention
programs
Other 766 766 766 766
497
Service Name Unit of Measure Geographic Name FY23-24 Measure Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target

OAKLAND FUND FOR CHILDREN

AND YOUTH (OFCY) - YOUTH

DEVELOPMENT & VIOLENCE

PREVENTION TOTAL
6,665 6,665 6,665 6,665
Technical Assistance to Early
Childhood Education Nonprofits
# of family child care
providers (small
business owners)
supported
94603 3 3 3 3
# of family child care
providers (small
business owners)
supported
94621 0 2 2 2
# of family child care
providers (small
business owners)
supported
94608 1 1 1 1
# of family child care
providers (small
business owners)
supported
94610 1 1 1 1
# of family child care
providers (small
business owners)
supported
94605 1 2 2 2
# of family child care
providers (small
business owners)
supported
94621 4 2 4 4
# of family child care
providers (small
business owners)
supported
94509 1 0 1 1

TECHNICAL ASSISTANCE TO

EARLY CHILDHOOD EDUCATION

NONPROFITS TOTAL
11 11 14 14
Gender & Race Information
Service Name Unit of Measure Gender - Race
Combination
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Apprenticeship Program for Early
Childhood Teachers
# of apprentices
enrolled in the
teacher education
program
Male - African
American/Black 1 2 2 2
# of apprentices
enrolled in the
teacher education
program
Female - African
American/Black 4 6 5 5
# of apprentices
enrolled in the
teacher education
program
Female - American
Indian/Alaskan Native 1 0 0 0
# of apprentices
enrolled in the
teacher education
program
Female - Asian/Asian
American 3 4 4 4
# of apprentices
enrolled in the
teacher education
program
Female -
Latino/Hispanic 3 3 5 5
# of apprentices
enrolled in the
teacher education
program
0 0 0 0
# of apprentices
enrolled in the
teacher education
program
Female - Female -
Multi-Racial 4 3 2 2

APPRENTICESHIP PROGRAM FOR

EARLY CHILDHOOD TEACHERS
TOTAL
16 18 18 18
498
Service Name Unit of Measure Gender - Race
Combination
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Child Education & Development
Centers
#of children enrolled Male - African
American/Black 94 68 84 84
#of children enrolled Male - American
Indian/Alaskan Native 2 2 2 2
#of children enrolled Male - Asian/Asian
American 29 21 25 25
#of children enrolled Male -
Latino/Hispanic 52 60 60 60
#of children enrolled
Male - Native
Hawaiian/Pacific
Islander
1 1 2 2
#of children enrolled Male - White 4 7 7 7
#of children enrolled Male - Multi-Racial 17 7 14 14
#of children enrolled Male - Decline to
State 9 4 7 7
#of children enrolled Female - African
American/Black 77 53 63 63
#of children enrolled Female - Asian/Asian
American 21 13 18 18
#of children enrolled Female -
Latino/Hispanic 44 47 49 49
#of children enrolled
Female - Native
Hawaiian/Pacific
Islander
2 1 2 2
#of children enrolled Female - White 3 5 4 4
#of children enrolled Female - Female -
Multi-Racial 12 5 7 7
#of children enrolled Female - Decline to
State 8 6 7 7

CHILD EDUCATION &
DEVELOPMENT CENTERS TOTAL 375 300 351 351
Early Childhood Food Program
# of children who
received meals and
snacks
Male - African
American/Black 59 52 64 64
# of children who
received meals and
snacks
Male - American
Indian/Alaskan Native 1 1 1 1
# of children who
received meals and
snacks
Male - Asian/Asian
American 18 16 41 41
# of children who
received meals and
snacks
Male -
Latino/Hispanic 38 45 90 90
# of children who
received meals and
snacks
Male - Native
Hawaiian/Pacific
Islander
1 0 1 1
# of children who
received meals and
snacks
Male - Multi-Racial 8 5 8 8
# of children who
received meals and
snacks
Male - Decline to
State 5 3 4 4
# of children who
received meals and
snacks
Female - African
American/Black 46 33 58 58
# of children who
received meals and
snacks
Female - American
Indian/Alaskan Native 0 0 1 1
# of children who
received meals and
snacks
Female - Asian/Asian
American 10 11 29 29
# of children who
received meals and
snacks
Female -
Latino/Hispanic 34 31 82 82
# of children who
received meals and
snacks
Female - Native
Hawaiian/Pacific
Islander
1 0 1 1
# of children who
received meals and
snacks
Female - White 2 3 8 8
499
Service Name Unit of Measure Gender - Race
Combination
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
# of children who
received meals and
snacks
Female - Female -
Multi-Racial 7 5 11 11
# of children who
received meals and
snacks
Female - Decline to
State 6 4 8 8
# of children who
received meals and
snacks
Male - White 5 3 4 4

EARLY CHILDHOOD FOOD
PROGRAM TOTAL 241 212 411 411
Head Start Family Services
# of families served Male - African
American/Black 92 127 58 58
# of families served Male - American
Indian/Alaskan Native 2 2 0 0
# of families served Male - Asian/Asian
American 58 52 43 43
# of families served Male -
Latino/Hispanic 116 162 116 116
# of families served
Male - Native
Hawaiian/Pacific
Islander
2 0 5 5
# of families served Male - White 8 11 15 15
# of families served Male - Multi-Racial 19 8 22 22
# of families served Male - Decline to
State 11 11 22 22
# of families served Female - African
American/Black 96 64 111 111
# of families served Female - American
Indian/Alaskan Native 0 0 5 5
# of families served Female - Asian/Asian
American 49 35 31 31
# of families served Female -
Latino/Hispanic 116 105 96 96
# of families served
Female - Native
Hawaiian/Pacific
Islander
2 1 5 5
# of families served Female - White 8 10 15 15
# of families served Female - Female -
Multi-Racial 19 5 15 15
# of families served Female - Decline to
State 10 7 15 15
# of families served
Decline to State -
African
American/Black
0 1 0 0
# of families served Decline to State -
Asian/Asian American 0 1 0 0

HEAD START FAMILY SERVICES
TOTAL 608 602 574 574
Head Start Health Services
# of children and
pregnant participants
Male - African
American/Black 92 127 58 58
# of children and
pregnant participants
Male - American
Indian/Alaskan Native 2 2 0 0
# of children and
pregnant participants
Male - Asian/Asian
American 58 52 43 43
# of children and
pregnant participants
Male -
Latino/Hispanic 116 162 116 116
# of children and
pregnant participants
Male - Native
Hawaiian/Pacific
Islander
2 0 5 5
# of children and
pregnant participants Male - White 8 11 15 15
# of children and
pregnant participants Male - Multi-Racial 19 8 22 22
# of children and
pregnant participants
Male - Decline to
State 11 11 22 22
# of children and
pregnant participants
Female - African
American/Black 96 64 111 111
500
Service Name Unit of Measure Gender - Race
Combination
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
# of children and
pregnant participants
Female - American
Indian/Alaskan Native 0 0 5 5
# of children and
pregnant participants
Female - Asian/Asian
American 49 35 31 31
# of children and
pregnant participants
Female -
Latino/Hispanic 116 105 96 96
# of children and
pregnant participants
Female - Native
Hawaiian/Pacific
Islander
2 1 5 5
# of children and
pregnant participants Female - White 8 10 15 15
# of children and
pregnant participants
Female - Female -
Multi-Racial 19 5 15 15
# of children and
pregnant participants
Female - Decline to
State 10 7 15 15
# of children and
pregnant participants
Decline to State -
African
American/Black
0 1 0 0
# of children and
pregnant participants
Decline to State -
Asian/Asian American 0 1 0 0

HEAD START HEALTH SERVICES
TOTAL 608 602 574 574
Head Start Home Visiting Program
# of participants
enrolled in the home
visiting program
Male - African
American/Black 9 8 13 13
# of participants
enrolled in the home
visiting program
Male - Asian/Asian
American 27 29 36 36
# of participants
enrolled in the home
visiting program
Male -
Latino/Hispanic 60 58 77 77
# of participants
enrolled in the home
visiting program
Male - Native
Hawaiian/Pacific
Islander
1 0 1 1
# of participants
enrolled in the home
visiting program
Male - White 3 4 3 3
# of participants
enrolled in the home
visiting program
Male - Multi-Racial 1 0 1 1
# of participants
enrolled in the home
visiting program
Male - Decline to
State 2 4 5 5
# of participants
enrolled in the home
visiting program
Female - African
American/Black 14 7 13 13
# of participants
enrolled in the home
visiting program
Female - Asian/Asian
American 27 21 31 31
# of participants
enrolled in the home
visiting program
Female -
Latino/Hispanic 58 55 71 71
# of participants
enrolled in the home
visiting program
Female - Native
Hawaiian/Pacific
Islander
1 0 1 1
# of participants
enrolled in the home
visiting program
Female - Female -
Multi-Racial 1 0 1 1
# of participants
enrolled in the home
visiting program
Female - White 4 1 2 2
# of participants
enrolled in the home
visiting program
Female - Decline to
State 2 1 0 0

HEAD START HOME VISITING
PROGRAM TOTAL 210 188 255 255
Head Start Technology Lending
Library
# of laptops assigned Male - African
American/Black 92 127 58 58
# of laptops assigned Male - American
Indian/Alaskan Native 2 2 0 0
501
Service Name Unit of Measure Gender - Race
Combination
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
# of laptops assigned Male - Asian/Asian
American 58 52 43 43
# of laptops assigned Male -
Latino/Hispanic 116 162 116 116
# of laptops assigned
Male - Native
Hawaiian/Pacific
Islander
2 0 5 5
# of laptops assigned Male - White 8 11 15 15
# of laptops assigned Male - Multi-Racial 19 8 22 22
# of laptops assigned Male - Decline to
State 11 11 22 22
# of laptops assigned Female - African
American/Black 96 64 111 111
# of laptops assigned Female - American
Indian/Alaskan Native 0 0 5 5
# of laptops assigned Female - Asian/Asian
American 49 35 31 31
# of laptops assigned Female -
Latino/Hispanic 116 105 96 96
# of laptops assigned
Female - Native
Hawaiian/Pacific
Islander
2 1 5 5
# of laptops assigned Female - White 8 10 15 15
# of laptops assigned Female - Female -
Multi-Racial 19 5 15 15
# of laptops assigned Female - Decline to
State 10 7 15 15
# of laptops assigned
Decline to State -
African
American/Black
0 1 0 0
# of laptops assigned Decline to State -
Asian/Asian American 0 1 0 0

HEAD START TECHNOLOGY
LENDING LIBRARY TOTAL 608 602 574 574
Mobile Classroom Intensive Early
Childhood Services
# of children and
families enrolled in
the mobile
classroom program
Male - African
American/Black 1 2 2 2
# of children and
families enrolled in
the mobile
classroom program
Male - Asian/Asian
American 2 2 2 2
# of children and
families enrolled in
the mobile
classroom program
Male -
Latino/Hispanic 4 1 4 4
# of children and
families enrolled in
the mobile
classroom program
Male - White 1
0 1 1
# of children and
families enrolled in
the mobile
classroom program
Male - Multi-Racial 1 1 1 1
# of children and
families enrolled in
the mobile
classroom program
Female - African
American/Black 5 4 5 5
# of children and
families enrolled in
the mobile
classroom program
Female - Asian/Asian
American 1 1 1 1
# of children and
families enrolled in
the mobile
classroom program
Female -
Latino/Hispanic 6 4 5 5
# of children and
families enrolled in
the mobile
classroom program
Female - Female -
Multi-Racial 1 0 1 1
502
Service Name Unit of Measure Gender - Race
Combination
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
# of children and
families enrolled in
the mobile
classroom program
Female - White 1 2 2 2
# of children and
families enrolled in
the mobile
classroom program
Decline to State -
African
American/Black
0 1 0 0

MOBILE CLASSROOM INTENSIVE

EARLY CHILDHOOD SERVICES
TOTAL
23 18 24 24
Multipurpose Senior Services
Program (MSSP)
# of senior
participants served
through MSSP
Male - African
American/Black 28 25 35 35
# of senior
participants served
through MSSP
Male - American
Indian/Alaskan Native 0 0 1 1
# of senior
participants served
through MSSP
Male - Asian/Asian
American 32 34 35 35
# of senior
participants served
through MSSP
Male -
Latino/Hispanic 19 21 25 25
# of senior
participants served
through MSSP
Male - Native
Hawaiian/Pacific
Islander
0 0 1 1
# of senior
participants served
through MSSP
Male - White 8 8 15 15
# of senior
participants served
through MSSP
Female - African
American/Black 58 57 65 65
# of senior
participants served
through MSSP
Female - American
Indian/Alaskan Native 3 3 5 5
# of senior
participants served
through MSSP
Female - Asian/Asian
American 85 82 90 90
# of senior
participants served
through MSSP
Female -
Latino/Hispanic 30 30 35 35
# of senior
participants served
through MSSP
Female - Native
Hawaiian/Pacific
Islander
6 7 10 10
# of senior
participants served
through MSSP
Female - White 31 28 0 0
# of senior
participants served
through MSSP
Non-Binary/Other -
Decline to State 46 44 83 83

MULTIPURPOSE SENIOR

SERVICES PROGRAM (MSSP)
TOTAL
346 339 400 400
Senior Centers
# of sign-ins and
unduplicated
participants for
events/activities
Male - African
American/Black 101 209 209 209
# of sign-ins and
unduplicated
participants for
events/activities
Male - American
Indian/Alaskan Native 3 5 5 5
# of sign-ins and
unduplicated
participants for
events/activities
Male - Asian/Asian
American 81 85 85
85 # of sign-ins and
unduplicated
participants for
events/activities
Male -
Latino/Hispanic 12 46 46 46
# of sign-ins and
unduplicated
participants for
events/activities
Male - Native
Hawaiian/Pacific
Islander
0 1 1 1
503
Service Name Unit of Measure Gender - Race
Combination
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
# of sign-ins and
unduplicated
participants for
events/activities
Male - White 69 98 98 98
# of sign-ins and
unduplicated
participants for
events/activities
Male - Decline to
State 197 16 16 16
# of sign-ins and
unduplicated
participants for
events/activities
Female - African
American/Black 532 992 992 992
# of sign-ins and
unduplicated
participants for
events/activities
Female - American
Indian/Alaskan Native 9 18 18 18
# of sign-ins and
unduplicated
participants for
events/activities
Female - Asian/Asian
American 179 341 341 341
# of sign-ins and
unduplicated
participants for
events/activities
Female -
Latino/Hispanic 25 100 100 100
# of sign-ins and
unduplicated
participants for
events/activities
Female - Decline to
State 653 45 45 45
# of sign-ins and
unduplicated
participants for
events/activities
Non-Binary/Other -
Asian/Asian American 1 1 1 1
# of sign-ins and
unduplicated
participants for
events/activities
Non-Binary/Other -
Decline to State 4 3 3 3
SENIOR CENTERS TOTAL 1,866 1,960 1,960 1,960
Technical Assistance to Early
Childhood Education Nonprofits
# of family child care
providers (small
business owners)
supported
Female - African
American/Black 8 8 10 10
# of family child care
providers (small
business owners)
supported
Female -
Latino/Hispanic 3 3 4 4

TECHNICAL ASSISTANCE TO

EARLY CHILDHOOD EDUCATION

NONPROFITS TOTAL
11 11 14 14
504

ORGANIZATIONAL CHART
505

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

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

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

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

Children & Youth Services
The Oakland Fund for Children & Youth (OFCY) fosters the development of young people ages 0 to 20 by providing grant funds for services and programs that improve outcomes for children and youth. The Planning and Oversight Committee provides policy recommendations to the City Council and oversees strategic planning, evaluation and grant- making through a competitive proposal process. A City Charter amendment (1996 Measure K – Kids First! voter initiative) established OFCY as a mandated set aside of funds, later amended by Measures OO and D, resulting in a 3% set aside of the City’s unrestricted general fund revenues for children's programs. Legislation requires completion of an OFCY Strategic Plan every four years and a comprehensive evaluation of OFCY annually. Programs strategies include comprehensive afterschool, youth transitions, and early childhood development. The Division also manages the Oakland Youth Commission which gives youth the opportunity to build leadership skills and participate in civic activities. The Summer Food Service program delivers free, healthy nutritious lunches to low-income school-aged children in Oakland neighborhoods and community sites including libraries and recreation centers during the summer months. The Sugar Sweetened Beverage (SSB) Distribution Tax program and its Advisory Board is also supported by this Division. SSB includes public health messaging, community grants, and investments in healthy living and community nutrition to prevent or reduce the adverse health outcomes of the consumption of sugar sweetened beverages.

Community Housing Services
Providing critical services for Oakland’s most vulnerable individuals and families including those who are very low income, experiencing homelessness, are HIV/ AIDS positive and/or food insecure. Community Housing Services provides a range of housing support including shelter, transitional housing, service enriched interim housing models, rapid re-housing, and permanent supportive housing. Services also include interventions for individuals living on the streets through emergency health and hygiene interventions, interim shelter solutions, outreach, case management and housing navigation. The updated Permanent Access To Housing (PATH) Plan provides guiding principles to support the balanced investments in the full spectrum of homeless services, from basic harm reduction to permanent supportive housing.

This work includes recent emergency allocations from the State of California (Homeless Emergency Aid Program or HEAP) to address the crisis of unsheltered neighbors. The Division is also the lead for Oakland in the County’s Coordinated Entry System of Housing Resource Centers for those who are unhoused. Through its brown bag food program, low-income individuals in all parts of Oakland are provided with essential supplemental meals. The Division also supports the Mayor’s Annual Thanksgiving Dinner.

Early Childhood & Family Services
The
City of Oakland Head Start Program provides care and education, comprehensive support, and family services to over 1,006 low-income families. Children who are 0-5 years of age can attend the program either at centers or in their own home. Head Start also serves pregnant mothers and prioritizes young, first time mothers and Black, Indigenous, and people of color (BIPOC) women. We partner with parents to develop learning and growth plans for each child to ensure healthy development and to prepare 506
them for success in Pre-K and Kindergarten. The comprehensive services we provide support the growth and development of children and pregnant mothers by addressing developmental learning, mental health and disabilities, physical health, nutrition and family needs.

The program provides directs services to families at thirteen centers located in the most underserved areas of Oakland. We also offer virtual learning and homebased programs.

In addition to direct services, we manage grants to three partner organizations: Brighter Beginnings, St Vincent’s Day Home, and Laney Community College and one delegate agency, The Unity Council, to serve additional families across Oakland. We ensure that our partners and delegate agency meet quality standards for service delivery and the federal requirements of Head Start and City of Oakland priorities.

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

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

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

Some of the work we accomplished In FY 21-22 included:

4 Senior Centers provided case management services, social activities, and food distribution to over 3,200 Seniors.

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

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

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

OFCY Request for Proposal for the FY2022-2025 grant cycle was released in January 2021 and resulted in 149 programs being funded for approximately $19M for FY22-23.

The Head Start program is funded to serve 674 children 0-5 years of age and expectant parents.

MSSP supported more than 500 seniors that assisted with health and daily living activities that enabled them to continue living independent and dignified lives. 2,339 clients were served in homeless & housing programs; 589 in Permanent Housing. 258 AC-OCAP Families Received Transitional Housing/Emergency Shelter and 50 Families Obtained/Maintained Permanent Housing.

ANIMAL SERVICES
Mission Statement
The mission of Oakland Animal Services is to improve the lives of people and animals in our community by assisting injured wildlife, facilitating adoption of shelter animals, supporting guardians of companion animals, combating animal cruelty and neglect, and when needed, serving as the safety net for the neediest animals living in the City of Oakland.

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

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Restorations
Restores 1.0 FTE Registered Veterinary Technician to support the OAS Medical Team in providing needed medical care to the approximately 9,000 animals OAS cares for each year. It will allow OAS to have medical coverage 7 days per week.

Equity Consideration: Adding this position allows OAS to provide needed medical care 7 days per week and expand community clinic work that takes place in Oakland's High Priority Racial Equity Neighborhoods. This means delivering better care to the pets of our most vulnerable residents, including those located at homeless encampments. This will increase animal vaccination rates which reduces the spread of disease and increases access to spay/neuter services which will reduce unwanted litters that are a burden in these communities.

1. Restores 1.0 FTE Animal Control Officer (ACO) which will bring the total to 7.0 FTEs. A staffing study determined OAS should have between 10-12 ACOs and this proposal gets OAS closer to that goal. It will increase ACO field activity, reduce the response time to priority calls, and allow ACOs to perform follow-up investigations more completely to prevent animal cruelty and neglect from continuing.

Equity Consideration: The majority of the 3,886 field calls and 432 additional calls for service that ACOs respond to each year are in zip codes representing Oakland's high priority racial equity neighborhoods. By increasing staffing, these communities will be served more carefully and quickly which will improve public safety outcomes.

2. Restores 1.0 FTE Senior Public Service Representative to allow OAS to open to the public seven days a week (as opposed to the five it is open now). This will also create a promotional opportunity and better leadership structure for the Public Service Representative Staff. Animal Shelters need to be open seven days a week to allow residents access to reunite with lost pets, seek critical services, and reduce the length of stay in the shelter for animals that are impounded. This increases the likelihood that owners and pets will be reunited.

Equity Consideration: The majority of people seeking OAS services are in the 94601, 94605, and 94621 zip codes where Oakland's high priority equity neighborhoods are located. Working families in these communities need a shelter that is open when they are available to come in for help or to find a missing pet. This will make that possible.

3. Restores 1.0 FTE Animal Care Attendant (ACA) to allow OAS to provide the minimum amount of daily care required for the animals in its care and reopen 7 days per week.

ACAs clean the kennels, feed the animals, and perform intake on new arrivals every day at OAS. Best practices state that each animal in care should have a minimum of 15 minutes of attention per day and that is not possible with current staffing levels. Volunteers try to make up the difference but are not always available. Also, to perform intake 7 days per week, an additional ACA is needed, as that service is essential.

Equity Consideration: The majority of animals OAS serves come from Oakland's Equity Neighborhoods, with a significant number coming from homeless encampments. These animals deserve humane treatment.

4. F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 508

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

Fund  Change  Description  Job Title and Class  FY26-27 FTE Change  FY26-27 $ Change ($)  FD_1010 Add Add position in Oakland Animal Services Animal Care Attendant 1 94,411.00 FD_1010 Add Add position in Oakland Animal Services Animal Control Oﬃcer 1 121,536.00 FD_1010 Add Add position in Oakland Animal Services Public Service Representative, Senior 1 127,848.00 FD_1010 Add Add position in Oakland Animal Services Registered Veterinary Technician 1 125,087.00 FD_1010 O&M Add O&M for Misc Personnel in Oakland Animal Services 0 118,428.00 FD_1010 O&M Add O&M for Misc Personnel OT in Oakland Animal Services 0 60,131.00 FD_1010 O&M Add Use of Carryforward Funds in Oakland Animal Services 0 (637,310.00)

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Oakland Animal Services Expenses 
Visualization
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27- Midcycle
Proposed
Fiscal Y ear

0.0 1.0M

2.0M

3.0M

4.0M

5.0M

6.0M
Dollars
General Funds
Special Revenue Funds
Sort By Chart of Accounts 
       
 
509
Please refer to the full list of Significant Budgetary Changes by Department on page 42.

FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed General Funds
General Fund: General Purpose $5,448,497 $5,274,275 $5,254,826 $6,279,158 GENERAL FUNDS TOTAL $5,448,497 $5,274,275 $5,254,826 $6,279,158 Special Revenue Funds
Miscellaneous Grants $18,453 $0 $0 $0
SPECIAL REVENUE FUNDS TOTAL $18,453 $0 $0 $0
TOTAL $5,466,950 $5,274,275 $5,254,826 $6,279,158
Expenditures By Category
Broken down by
Expenses Oakland Animal Services
Visualization
Personnel & Overhead
$5,247,244 (69.5%)
Operations & Maintenance
$708,687 (9.4%)
Internal Services
$957,294 (12.7%)
Debt & Other
$634,067 (8.4%)
FY26-27-MidcycleFY26-27-Midcycle
ProposedProposed
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Debt & Other
Sort By Chart of Accounts 
         
Expenditures By Bureau/Division
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Oakland Animal Services $5,466,950 $5,274,275 $5,254,826 $6,279,158 TOTAL $5,466,950 $5,274,275 $5,254,826 $6,279,158
510

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

0.0 5.0

10.0 15.0

20.0 25.0

30.0 FTE
Oakland Animal Services
Sort A to Z 
       
 
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Oakland Animal Services 25 25 31
TOTAL 25 25 31
Authorized Positions By Classification
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Administrative Analyst I 1 1 1
Animal Care Attendant 6 6 7
Animal Care Attendant, PT 2 2 2
Animal Care Services Supervisor 1 1 1
Animal Control & Shelter Manager 1 1 1
Animal Control Officer 5 5 7
Animal Control Officer, PPT 0.5 0.5 0
Animal Control Supervisor 1 1 1
Director of Animal Services 0 0 1
Public Service Rep, Sr 0 0 1
Public Service Representative 3 3 3
Veterinarian 1 1 2
Veterinarian, PPT 0.5 0.5 0
Veterinary Technician 2 2 3
511
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Volunteer Program Specialist II 1 1 1
TOTAL 25 25 31
512

Animal Care for State Mandated Animals
Clean and care for over 4,300 animals housed annually in the shelter, including vaccination and disease observation for stray dogs and sick or injured cats.

Animal Care for OMC Mandated Animals
Clean and care for over 3,000 animals housed annually in the shelter, including vaccination and disease observation for owner surrendered dogs, cats and other species.

Veterinary Care for State Mandated Animals
Provide triage medical care for animals in distress, spay/neuter services for over 4,300 shelter animals, oversee use of controlled substances and protocols for individual animal care and public health. Provide after hours emergency care for sick and inju

Veterinary Care for OMC Mandated Animals
Provide triage medical care for animals in distress, spay/neuter services for over 3,000 animals, oversee use of controlled substances and protocols for individual animal care and public health.

Animal Placement
Provide live outcomes for animals, through adoption, transfer, and return-to-home/field.

Customer Services
Respond to phone calls and in-person requests for entry to provision of services, such as intake, adoptions, returns to owner, license sales.

Field Services, Public Safety
Respond to exigent needs in the community regarding sick, injured, and potentially dangerous animals. Including police backup when animals are present. Transportation of animals, patrol, and dispatch across City 24/7.

Field Services, Public Health
Quarantine rabies vector animals for bites to humans. Report State and Federally monitored diseases to appropriate Public Health Department. Coordinate with Public Health Departments regarding response to disease detections and outbreaks.

Field Services
Respond to public requests to assist approximately 1,100 injured wildlife, pick up stray or deceased animals and respond to barking dog complaints.

Field Services, Legal Cases
Respond to potential violations of State and Oakland animal welfare laws, including animal cruelty. Investigate and prepare proper legal documentation, including court appearances, coordinating with City Attorney and District Attorney offices.

Euthanasia Services
Provide humane euthanasia for sheltered animals when elected as the most humane and safest outcome and properly dispose of deceased animals.

Animal ServicesAnimal Services
F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 513

Department Measures
Service Name Unit of Measure FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Animal Care for OMC Mandated Animals # of animals sick or injured 7,000 6,012 6,012 6,012 Animal Care for State Mandated Animals # of animals brought into shelter 6,000 4,200 4,200 4,200
Animal Placement # of animals w/ live
outcomes 6,947 6,791 6,791 6,791

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Oakland Animal Services
The Oakland Animal Services (OAS) program is dedicated to improving the relationship between Oakland residents and its animals through the delivery of effective, courteous, and responsive animal care and control services. Ensuring both public safety and animal welfare, OAS responds to animal-related calls for service including helping stray, injured, abandoned, neglected, and mistreated animals, and enforces all state and local animal welfare laws within the City.

ECONOMIC & WORKFORCE DEVELOPMENT
Mission Statement
The department's mission is to ensure Oakland's economy is strong, equitable, and benefits all Oaklanders. We do this by working to close equity gaps in access to jobs, business ownership, housing, and goods and services; increasing investment in Oakland; and helping grow the City’s revenue base to support vital government services.

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

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Restorations

Other Impacts & Changes
Strengthens the City’s capacity to inspect, investigate, and enforce special activity permit regulations through the support of 3.0 FTE Special Activity Permit Inspector and $100,000 for vehicle equipment. These positions support oversight of regulated activities including, including cannabis businesses, mobile vending, cabarets, and special events.

Equity Consideration: This funding 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.

1. Supports continuity in the management and development of the Oakland Army Base and provides specialized right-of-way services for transportation infrastructure projects through personnel funding to retain temporary service contracted employees. The staffing supports senior-level right-of-way services on an as-needed basis for the delivery of bicycle, pedestrian, bridge and roadway projects.

Equity Consideration: This position would help to ensure that the West Oakland community's interests related to the former Army Base (e.g., with respect to air quality, economic opportunity, and community benefits), as expressed over multiple decades of community engagement, continue to inform the management and development of this area. The Right of Way TCSE will enable delivery of transportation infrastructure projects that are prioritized by the Department of Transportation's equity-based criteria.

2. Restores 1.0 FTE Real Property Asset Manager. This service enhancement provides day-to-day management of real estate transactional staff and oversight of the City's real property portfolio to reduce risk, increase transaction revenue, and increase the rate at which transactions are completed. This will also increase the City's capacity for initiating and delivering complex real estate projects.

Equity Consideration: Unfreezing a Real Property Asset Manager will accelerate the completion of real estate transactions, the majority of which enable community- based partnerships that activate and secure public lands in historically underinvested neighborhoods or provide direct service to marginalized communities (e.g., shelter programs).

3. Restores the Mayor’s Summer Youth Program by adding $200,000 to support the Oakland Workforce Development Board (OWDB), designed to provide free, enriching experiences for Oakland youth.

Equity Consideration: This program partners with local nonprofits to provide work-readiness training, career interest assessments, and paid work experiences for youth ages 16–21, with a focus on Black, Latinx, Native American, and Pacific Islander youth in East Oakland, Fruitvale, and West Oakland.

4. Restores the Film Rebate Program by providing $250,000 in the midcycle budget, this will allow the City of Oakland to provide film rebates to productions filming locally in Oakland.

Equity Consideration: Depending on eligible rebate amounts, a significant portion or all of the allocation could potentially be utilized by a single production. As a result, the limited funding pool may constrain broader access to the program.

5. Converting an Administrative Analyst II position and replacing it with a Program Analyst II position, this will allow the Special Activities team to have someone who can be more focused on the programmatic side of the cannabis grants and programs. There are cost savings in doing this, so while it may come across as a minimal reduction in costs, it should result in more dedicated attention to cannabis grant applications, administration, and reporting, which is something Special Activities has identified as a service gap.

1. F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 515
Equity Consideration: By deleting an Administrative Analyst II position and replacing it with a Program Analyst II position, this will allow the Special Activities team to have someone who can be more focused on the programmatic side of the cannabis grants and programs, including the City's cannabis equity program.

Converting the Workforce Board Director classification from the vacant Project Manager III to Deputy Director of Economic Workforce Development, allows the City of Oakland to save at least $38K in WIOA budget and maintain current service levels. The savings may eventually allow for an Administrative Analyst position to be unfrozen, which will be able to provide more of the administrative support that the Division needs in processing payment requests, etc. There is minimal service impact beyond this.

Equity Consideration: There are no identified equity impacts.

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

Fund  Change  Description  Job Title and Class  FY26-27 FTE Change  FY26-27 $ Change ($)  FD_1010 Add Add positions in Special Activities Special Activity Permit Inspector.AF060 2 357,796.00 FD_1010 Add/Delete Add position in Special Activities Program Analyst II 0.58 106,754.00 FD_1010 Add/Delete Delete position in Special Activities Administrative Analyst II.AP106 -0.58 (111,065.00) FD_1010 O&M Add O&M for Cultural Grants in Cultural Aﬀairs 300,000.00 FD_1010 O&M Add O&M for Film Funding in Special Activities 250,000.00 FD_1010 O&M Add O&M for FTIP Contracts in Business Development 194,413.00 FD_1010 O&M Add O&M for FTIP Contracts in Business Development 297,568.00 FD_1010 O&M Add O&M for Mayors Summer Youth Program in Workforce Development 200,000.00 FD_1010 O&M Add O&M for Public Art Audit in Cultural Aﬀairs 200,000.00 FD_1010 O&M Add O&M for Scotlan Mgt Contract and Operating Deﬁcit in Public/Private Devel… 18,004.00 FD_1010 O&M Add O&M for Special Activity Vehicle/Equipment in Special Activities 100,000.00 FD_1010 O&M Add Use of Carryforward in Business Development (491,981.00) FD_1010 O&M Add Use of Carryforward in Cultural Aﬀairs (200,000.00) 516
Please refer to the full list of Significant Budgetary Changes by Department on page 42.

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Economic & Workforce Develop… Expenses 
Visualization
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27- Midcycle
Proposed
Fiscal Y ear

0.0 10.0M

20.0M

30.0M
Dollars
General Funds
Special Revenue Funds
Enterprise Funds
Capital Project Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
       
 
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed General Funds
General Fund: General Purpose $12,704,282 $10,383,112 $10,940,462 $10,845,195 Measure HH (SSBDT) $583,282 $592,239 $590,201 $530,638
Successor Redevelopment Agcy. Reimb. Fund $546,564 $479,540 $479,540 $459,184 Multipurpose Reserve $0 $10,100 $10,100 $10,100
Telecommunications Land Use $737,472 $820,000 $820,000 $916,065 Affordable Housing Trust Fund $358,357 $595,542 $587,407 $612,924 GENERAL FUNDS TOTAL $14,929,957 $12,880,533 $13,427,710 $13,374,106 Special Revenue Funds
Department of Commerce $160,081 $0 $0 $0
HUD-CDBG $310,856 $277,975 $277,975 $277,975
California Housing and Community Development -$111,345 $0 $0 $0 California Board of Corrections $0 $3,942,840 $3,942,840 $0 State of California Other $6,067,312 $0 $0 $0
Workforce Investment Act $3,936,517 $3,450,686 $3,450,686 $3,450,686 Meas. Q- Parks & Recreation Preservation $51,488 $0 $0 $0 Meas. WW: East Bay Regional Parks District Local Grant $1,960 $0 $0 $0 Development Service Fund $2,841,983 $3,120,390 $2,848,622 $5,858,976 Meas. C: Transient Occupancy Tax (TOT) Surcharge $354,516 $526,854 $537,379 $537,379 Capital Improvements Impact Fee Fund $4,000 $0 $0 $0
Miscellaneous Grants $2,000 $0 $0 $0
SPECIAL REVENUE FUNDS TOTAL $13,619,368 $11,318,745 $11,057,502 $10,125,016 Enterprise Funds
517
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Golf Course $6,626 $8,450 $8,450 $8,450
ENTERPRISE FUNDS TOTAL $6,626 $8,450 $8,450 $8,450
Capital Project Funds
Municipal Capital Improvement: Public Arts $213,274 $603,076 $201,603 $210,416 Central District Projects $1,325,758 $550,504 $579,144 $558,510 Central District: TA Bonds Series 2003 $0 $0 $0 $0
Central District: TA Bonds Series 2005 $0 $0 $0 $0
Central District: TA Bonds Series 2006T $1,359,769 $2,269,627 $2,333,177 $2,333,177 Broadway/MacArthur/San Pablo Projects $0 $3,894 $0 $0
Central City East TA Bonds Series 2006A-T (Taxable) $158,852 $16,647 $16,553 $2,531 Coliseum Projects -$662,599 $60,091 $44,549 $46,504
Coliseum: TA Bonds Series 2006B-T (Taxable) $1,382,429 $1,138,751 $813,379 $775,117 OBRA: Leasing & Utility $2,111,207 $2,371,123 $2,190,431 $2,967,121 Miscellaneous Capital Projects $2,071,904 $0 $0 $0
CAPITAL PROJECT FUNDS TOTAL $7,960,594 $7,013,713 $6,178,836 $6,893,376 Fiduciary Funds/Trust & Agency Funds
Grant Clearing $235,187 $215,598 $213,790 $223,717
Miscellaneous Trusts $181,418 $60,000 $60,000 $60,000
FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL $416,605 $275,598 $273,790 $283,717 TOTAL $36,933,150 $31,497,039 $30,946,288 $30,684,665
518
Expenditures By Category
Broken down by
Expenses Economic & Workforce Develop…
Visualization
Personnel & Overhead
$16,238,892 (24.3%)
Operations & Maintenance
$28,900,631 (43.3%)
Internal Services
$2,614,043 (3.9%)
Capital
$134,624 (0.2%)
Debt & Other
$18,018,886 (27.0%)
Transfers
$815,361 (1.2%)
FY26-27-MidcycleFY26-27-Midcycle
ProposedProposed
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Transfers
Sort By Chart of Accounts 
         
Expenditures By Bureau/Division
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Business Development $4,477,453 $5,907,284 $6,518,339 $7,069,625 Workforce Development $8,526,589 $8,787,581 $8,780,769 $5,192,655 Public/Private Development $9,370,847 $7,296,873 $6,478,680 $6,391,410 Real Property Asset Management $2,521,981 $2,669,180 $2,443,969 $3,385,265 Cultural Affairs $5,358,469 $2,218,279 $1,622,035 $1,968,409 Special Activities $4,393,110 $2,679,728 $2,752,165 $4,236,629 Administration $2,284,701 $1,938,114 $2,350,331 $2,440,672 TOTAL $36,933,150 $31,497,039 $30,946,288 $30,684,665
519

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Economic & Workforce Development FTE Count
Visualization
2025-26
Adopted Biennial
FTE
2026-27
Adopted Biennial
FTE
2026-27
Proposed
Midcycle FTE
Fiscal Y ear

0.0 10.0

20.0 30.0

40.0 50.0
FTE
Administration
Business Development
Cultural Aﬀairs
Public/Private Development
Real Property Asset Manag…
Special Activities
Workforce Development
Sort A to Z 
       
 
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Business Development 8 8 9
Workforce Development 6 6 7
Public/Private Development 13 13 11
Real Property Asset Management 7 6 8
Cultural Affairs 4 4 5
Special Activities 9 10 12
Administration 7 7 7
TOTAL 54 54 59
Authorized Positions By Classification
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Account Clerk III 1 1 1
Accountant II 1 1 1
Administrative Analyst I 1 1 1
Administrative Analyst II 2 2 1
Administrative Assistant I 1 1 1
Administrative Services Manager II 2 2 2
Business Analyst II 1 1 1
City Administrator Analyst 1 1 1
520
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Deputy Director, Econ/Work Dev 2 2 2
Director of Econ & Workfrce Dev 1 1 1
Exec Asst to the Director 1 1 1
Management Assistant 2 2 2
Manager, Cultural Affairs 0 0 1
Program Analyst II 4 4 5
Program Analyst III 4 4 4
Program Manager 0 0 2
Project Manager 0 0 1
Project Manager II 1 1 0
Project Manager III 3 3 2
Real Estate Agent 5 4 4
Real Estate Agent, Supervising 1 1 1
Real Estate Services Manager 1 1 2
Special Activity Permit Inspector 2 3 4
Special Activity Permit Inspector, Sup 0 0 1
Special Activity Permit Technician 2 2 2
Special Activity Permits Coordinator 1 1 1
Urban Economic Analyst II 4 4 4
Urban Economic Analyst III 4 4 4
Urban Economic Analyst IV, Projects 4 4 4
Urban Economic Coordinator 2 2 2
TOTAL 54 54 59
521

Administration:

Grants and Contract Execution and Management
Apply for grants, enter into agreements, manage the contracts and grants

Business Development:

Capacity Building, Engagement and Outreach
Build the capacity of new business-serving organizations and partner with existing organizations to strengthen Oakland's local economy (Business Corridor work). Service support: Act as liaison between businesses and Planning, Police, Real Estate and other City departments. Ongoing management and support of the City's Business Improvement Districts. Support the creation of new BIDs.

Business Development, Technical Assistance and Outreach Conduct outreach to Oakland's businesses including sharing key resources and information with business community. Business communications: Email newsletters, websites, social media. Provide grants to businesses such as for façade and tenant improvements (redevelopment funded), community events and activations, those impacted by the development of the BRT line, and administer other funds (ACTC/OAAP). Provide direct technical assistance, service navigation, and inter-departmental coordination to small businesses through Neighborhood Business Assistance (NBA) appointments. Hold office hours in locations throughout Oakland to make it easier for businesses to access services.

Economic Policy, Data, Planning and Strategy
Analyze economic and qualitative data and advance policies and recommendations. Develop and implement 2024 Economic Development Strategy; track and report City economic data via a quarterly dashboard, build on the 2021 Economic Recovery Framework. Integrated data analytics for City departments, e.g. analyzing employment data for annual comprehensive financial review, City bond review.

Business Attraction, Retention and Marketing
Attract, retain and support businesses and employers. Pilot pop up program. Administer and market Oakland's Foreign Trade Zone as an economic develop tool. Grant supported through U.S. Department of Commerce.

Cultural Affairs:

Arts Advocacy, Fund Development/Philanthropic Partnerships Local, regional, national advocacy for Oakland Cultural Affairs around policy, funding, etc.; Engage in fund development and leverage investment in Cultural Affairs initiatives and activities that support them. Develop and engage in philanthropic partnership that benefit Oakland, such as the Cultural Strategist in Government Program & Just City Fund

Cultural Arts Grant Making
Provide cultural arts grants to Oakland's artists, non-profit organizations, teaching artists, and festivals

Public Art Program
Manage new public art projects for City capital improvement projects and oversee Public Art in Private Development projects

Economic & Workforce DevelopmentEconomic & Workforce Development F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 522

Support Cultural Arts Council & Commission
Staff and manage meetings of the Public Arts Advisory Council and Cultural Affairs Commission and support their programs (e.g., Oakland's Poet Laureate)

Support the Development of Cultural Districts
Develop policy changes to create and preserve cultural spaces via Cultural Districts

Cultural Facilities/Assets
Steward Cultural Facility/Assets (e.g., Chabot, Fairyland, Peralta/Hacienda, Oakland Asian Cultural Center, OMCA)

Public/Private Development:

Issue RFPs, NOAs for new Affordable Housing and Commercial Projects on City Surplus Property Issue RFPs, NOAs etc. to offer City and former redevelopment owned sites for new development to meet critical needs such as affordable housing and revenue generation. Meet required Housing Element targets for the annual disposition for City-sites for affordable housing.

Advance Priority Affordable Housing Projects and Monitor Ongoing Financial Agreements for Completed Projects Negotiate, Implement, and Manage more than two dozen major priority affordable housing projects on city property. Negotiate ENAs, Lease/Disposition and Development Agreements (LDDA/DDAs). Examples include E. 12th Street affordable housing, the Native American Health Center & affordable housing project at 3050 International Blvd., and BCZ's Liberation Park housing project. Monitor ongoing real estate projects with active public funding agreements such as leases requiring rent, loans, or other payments, i.e., 95th & International, Fruitvale Transit Village IIA & IIB, and Coliseum Connections.

Advance Major Commercial Development Projects and Monitor Ongoing Financial Agreements for Completed Projects Negotiate, Implement, and Manage priority commercial development projects on city property. Negotiate ENAs, Lease/Disposition and Development Agreements (LDDA/DDAs).

Examples include Samuel Merritt University, the HJK Center for the Arts, 2100 Telegraph and the Museum of Jazz. Monitor ongoing real estate projects with active public funding agreements such as leases requiring rent, loans, or other payments i.e., Seminary Point shopping center, Fox Theatre, and MacArthur Transit Village, etc.

Manage New Markets Tax Credit Program (ORNMTC)
Staff and manage the City's New Markets Tax Credit entity to provide funding for development projects in Oakland.

Manage Financial and Reporting Functions of the former RDA, and Manage Ongoing Redevelopment Projects Manage the Bond Spending Plan, ROPs, Long Range Property Management Plan and other financial and reporting requirements related to former RDA. Manage ongoing redevelopment programs, including streetscape improvements, blight abatement, and maintenance of former redevelopment sites, on-call economic consultants contracts.

Real Estate:

Asset Management of City Properties and Lease Management Manage a portfolio of more than 1,100 City-owned parcels. Conduct ongoing asset management (operations, security, planning for repair & maintenance, etc.) of major City assets including OACC, Paramount Theater, Fox Theater, Oakland Asian Cultural Center, Chabot Space & Science Center, Oakland Ice Center, Scotlan Convention Center. Manage more than 170 existing, active leases and licenses including leases of City property to third parties (out leases) and leases of privately-owned property for City uses (in leases).

Includes revenue-generating leases and community-serving leases.

Develop Agreements to Use City Property to Address Homelessness Transact on City property to address homelessness by developing leases, licenses, right of entries and other agreements to support the use of city land for emergency shelter by homeless-service providers.

Real Estate Services for All City Departments
Provide real estate services to all departments including strategic planning, acquisition, disposition, leasing, licensing, Right of Way, appraisals, title reports.

Manage Telecommunications Agreements
Negotiate agreements with telecom companies to install telecom infrastructure on City property, generating revenue for the City and expanding telecom coverage for the public.

Advance Army Base Redevelopment
Negotiate and monitor through construction the remaining development projects at the former Army Base (e.g., recycling facilities, truck services station)

Special Activities:

Special Activity Permitting, Special Events Permitting, and Film Office Processes a variety of permits and assess fees for business and activities under OMC Title 5 (e.g., cannabis, cabarets, massage, bingo, amplified sound, mobile vending). Permit, assess fees, and administer special events, films and short term encroachments.

Cannabis Equity Program and other Cannabis Grants
Processing grants and loans for cannabis equity businesses as well as other cannabis related state grants

Inspections of Special Activities
Special Activity Permit inspectors inspect permitted and unpermitted activities related to special events and OMC Title 5 (e.g., mobile vending, cannabis businesses, nightclubs, etc.)

Workforce Development:

Develop Local and Regional Workforce Plans
Develop and implement workforce plans to comply with regional, state and federal compliance requirements. 523

Employer Engagement/Business Services
Provide business services for employers including participating in Rapid Response and hiring events, on the job and customized training and conducting job fairs to connect workers with employers.

Federal, State, Local Compliance
Administer and oversee the Workforce Innovation and Opportunity Act rules and regulations including develop mandated strategic partnerships, program and fiscal management and monitor contracted service providers to ensure compliance.

Manage Adult and Youth Service Provider Contracts, and Manage the Summer Youth Employment Program Develop, manage and execute contracts with adult and youth workforce service providers for job training and employment services to unemployed or underemployed Oakland residents. Implement the annual summer youth employment program to provide job training and summer placements for Oakland youth.

Workforce Board Management
Staff and manage the Workforce Board, including regular board and executive committee meetings, recruitment, etc.

Department Measures
Service Name Unit of Measure FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Advance & Track Commercial &
Institutional Projects on City-Owned Land
Square footage of
commercial and
institutional development
space
525,000 525,000 500,000 500,000
Advance and Track Affordable Housing
Units on City-Owned Land
# of Below Market Rate
(BMR) units in the pipeline 738 502 500 500
Asset Management of City Properties and
Lease Management
# of active leases and
licenses 200 200 200 200
Business Development, Technical
Assistance and Outreach # of businesses assisted 229 240 322 380 Cannabis Equity Program and other
Cannabis Grants
Amount of grants
disbursed in $ 5,297,189 4,658,302 3,207,485 2,000,000
Cultural Arts Grant Making # of grants / subsidies
provided or supported 80 67 67 72
Manage Adult & Youth Service Provider
Contracts, & the Summer Youth
Employment Prgm
# of individuals served 1,229 1,058 1,000 1,000
Public Art Program # of public art projects
under management 30 30 30 30
Special Activity Permitting, Special Events
Permitting, and Film Office # of permits issued 747 728 799 866 524
Geographic Breakdown
Service Name Unit of Measure Geographic
Name
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Business Development, Technical
Assistance and Outreach
# of businesses
assisted District 1 42 0 0 0
# of businesses
assisted District 2 22 0 0 0
# of businesses
assisted District 3 31 0 0 0
# of businesses
assisted District 4 12 0 0 0
# of businesses
assisted District 5 25 0 0 0
# of businesses
assisted District 6 28 0 0 0
# of businesses
assisted District 7 19 0 0 0
# of businesses
assisted Other 50 0 0 0

BUSINESS DEVELOPMENT,

TECHNICAL ASSISTANCE AND

OUTREACH TOTAL
229 0 0 0
Develop Agreements to Use City
Property to Address Homelessness
# of City-owned or
City-leased properties Council District 1 0 0 0 0
# of City-owned or
City-leased properties Council District 2 2 0 0 0
# of City-owned or
City-leased properties Council District 3 7 5 4 4
# of City-owned or
City-leased properties
Council District
4 0 0 0 0
# of City-owned or
City-leased properties Council District 5 3 2 1 1
# of City-owned or
City-leased properties
Council District
6 0 0 0 0

DEVELOP AGREEMENTS TO USE

CITY PROPERTY TO ADDRESS

HOMELESSNESS TOTAL
12 7 5 5
Manage Adult & Youth Service
Provider Contracts, & the Summer
Youth Employment Prgm

# of individuals served 94601 177 156 0 0
# of individuals served 94602 45 34 0 0
# of individuals served 94603 101 89 0 0
# of individuals served 94605
100 86 0 0
# of individuals served 94606 129 104 0 0
# of individuals served 94607 108 88 0 0
# of individuals served 94608 37 28 0 0
# of individuals served 94609 39 44 0 0
# of individuals served 94610 20 36 0 0
# of individuals served 94611 6 15 0 0
# of individuals served 94612 43 40 0 0
# of individuals served 94618 8 3 0 0
# of individuals served 94619 36 23 0 0
# of individuals served 94621 111 114 0 0
# of individuals served 94622 0 1 0 0
# of individuals served 94623 2 1 0 0
# of individuals served 94661 0 1 0 0
525
Service Name Unit of Measure Geographic
Name
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
# of individuals served 94701 2 2 0 0
# of individuals served 94702 7 5 0 0
# of individuals served 94703 8 2 0 0
# of individuals served 94704 4 3 0 0
# of individuals served 94705 2 1 0 0
# of individuals served 94706 1 0 0 0
# of individuals served 94707 2 1 0 0
# of individuals served Other cities 241 181 0 0

MANAGE ADULT & YOUTH SERVICE

PROVIDER CONTRACTS, & THE

SUMMER YOUTH EMPLOYMENT

PRGM TOTAL
1,229 1,058 0 0
Manage Telecommunications
Agreements
# of
telecommunications
agreements
Council District 1 0 0 0 0
# of
telecommunications
agreements
Council District 2 0 0 0 0
# of
telecommunications
agreements
Council District 3 2 2 2 2
# of
telecommunications
agreements
Council District
4 5 5 5 5
# of
telecommunications
agreements
Council District 5 0 0 0 0
# of
telecommunications
agreements
Council District
6 2 2 2 2
# of
telecommunications
agreements
Council District
7 2 2 2 2

MANAGE TELECOMMUNICATIONS
AGREEMENTS TOTAL 11 11 11 11
Gender & Race Information
Service Name Unit of Measure Gender - Race
Combination
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Business Development, Technical
Assistance and Outreach
# of businesses
assisted
Decline to State -
White 108 0 0 0
# of businesses
assisted
Decline to State -
African
American/Black
98 0 0 0
# of businesses
assisted
Decline to State -
Asian/Asian American 13 0 0 0
# of businesses
assisted
Decline to State -
American
Indian/Alaskan Native
3 0 0 0
# of businesses
assisted
Decline to State -
Native
Hawaiian/Pacific
Islander
4 0 0 0
# of businesses
assisted
Non-Binary/Other -
Decline to State 3 0 0 0

BUSINESS DEVELOPMENT,

TECHNICAL ASSISTANCE AND

OUTREACH TOTAL
229 0 0 0
526

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Administration
This division directs and coordinates work for the Department, including overseeing fiscal, budget, and personnel management, legal and legislative issues, and policy and procedure development, as well as other inter-departmental and inter-division special projects.

Business Development
This division is responsible for developing and implementing programs and strategies to retain, expand, and attract businesses to Oakland and help businesses succeed.

Business Development also supports neighborhood organizations to build their capacity and connection to city services to stabilize, strengthen, and grow neighborhood business corridors. The division works directly with individual business owners, developers, property owners, and professional organizations to support small businesses, to foster public/private partnerships, and to bolster Oakland’s competitive advantage and position in target economic cluster groups including health and life sciences; advanced manufacturing, arts, culture and entertainment; clean & green tech; retail; manufacturing, transportation and logistics, food and beverage, and food production. This division also works to position Oakland as a thriving place to live, work, and invest through the creation of marketing collateral, multimedia communications, advertising, sponsorships, and other tools that help convey a clear coordinated message about Oakland.

Workforce Development
This division staffs the Oakland Workforce Development Board (OWDB) and manages Workforce Innovation and Opportunity Act funds (WIOA) and other workforce investment funding from federal, state, and local entities. Guided by an adopted Local Plan, WIOA is designed to help job seekers access employment, education, training, and support services to succeed in the labor market and to match employers with the skilled workers they need to compete in the global economy. The OWDB is charged with oversight of WIOA and workforce policy development. The OWDB funds adult and youth service providers, oversees the Summer Youth Employment Program, develops citywide job training initiatives, and oversees the City of Oakland’s job policy contract with the West Oakland Job Resource Center.

527
Please refer to the full list of Significant Budgetary Changes by Department on page 42.

Public/Private Development
This division is responsible for negotiating and implementing major residential and commercial development projects on City property, in partnership with private and non- profit real estate developers. Major commercial projects led by the Division include the Henry J. Kaiser Center for the Arts and the new downtown Samuel Merritt University. The Division also negotiates and implements new affordable housing projects on City property, such as the Liberation Park project in East Oakland, the E. 12 St. projects near Lake Merritt, 3050 International Boulevard in the Fruitvale neighborhood, and 95th and International Boulevard, as well as Transit Oriented Development (TOD) projects near Oakland’s BART stations. The division also manages former Redevelopment Agency’s capital projects, including streetscape improvements, and oversees the management of City-owned facilities funded through redevelopment bonds, such as the Oakland Ice Center and the Fox Theatre. It is also responsible for winding down the affairs of the Oakland Redevelopment Successor Agency (ORSA) and overseeing the City’s New Market Tax Credits program.

Real Property Asset Management
This division provides asset management services for all City-owned real property. This includes developing and executing strategies for the City’s acquisition, disposition, and use of real estate. It provides real estate consultation services to City departments; conducts real estate appraisals and title reviews; negotiates and monitors the nearly 200 lease agreements to which the City is a party; facilitates the acquisition and disposition of property; and manages special projects related to the use of City property. Examples of the division’s work include new agreements for the Oakland Ballers to play at Raimondi Park; oversight of leases and licenses for community-based organizations such as the Oakland Asian Cultural Center, the Chabot Space & Science Center, and the Black Cultural Zone; and leasing property for temporary homeless interventions.

Cultural Affairs
This division supports Oakland’s vibrant cultural communities, creative economy and public spaces by facilitating the commissioning and approval of temporary and permanent works of public art throughout Oakland; maintaining the City's civic art collection; providing direct assistance and resource referrals for artists and cultural organizations, managing financial investments in grants, fairs and festivals, and cultural facilities, and supporting collaborative policy and program efforts within philanthropy, regional and state partnerships. Cultural Affairs supports the holistic efforts and strategy of the Economic and Workforce Development Division and conducts research into the social and economic impact of Oakland’s cultural ecosystem. This division also staffs the Cultural Affairs Commission and the Public Art Advisory Committee.

Special Activities
This division helps ensure public health and safety through permitting a broad range of businesses and activities and promotes equitable opportunities within these sectors.

Subject areas include cannabis businesses, entertainment venues, massage establishments, mobile food vending, second-hand dealers, bingo, amplified sound, film production and special events. Through the City’s cannabis equity program, the Special Activity Permits Division implements a variety of strategies to support business and employment ownership opportunities for cannabis entrepreneurs most impacted by the War on Drugs. Equity Program strategies include funding for technical and legal assistance, shared- use manufacturing facilities and workforce development grants.

HOUSING & COMMUNITY DEVELOPMENT
Mission Statement
The Housing and Community Development Department (HCD) is dedicated to improving Oakland's neighborhoods and to ensuring all Oaklanders have safe and affordable housing. Housing affordability issues through its “3P” framework: Protect Oaklanders from displacement; Preserve the existing affordable housing stock; and Produce new, deeply affordable housing units. To this end, HCD:

Production & Preservation
Develops and proposes funding programs, partnerships, and resources to preserve, protect and produce affordable housing and community development resources for the City of Oakland.

Lends and grants public funds to approved organizations to produce and preserve affordable rental and ownership housing.

Provides direct assistance in grants and loans to first-time homebuyers and low-income homeowners.

Asset manages the City’s affordable housing portfolio of over 12,000 affordable housing units to ensure compliance with city laws and regulatory agreements.

Protection
Protects tenants by implementing the Rent Adjustment Program (RAP) to ensure compliance with all applicable RAP and tenant protection ordinances.

Educates tenants and landlords on their rights and responsibilities and adjudicates rental petitions hearings.

Policy & Community Investment
Administers federal HUD grants to City Agency partners and organizations that provide economic development, public facilities, infrastructure, and social services for low- and-moderate-income communities.

Advocates for policy changes to increase Oakland’s competitiveness for regional, State and Federal funding and propose local legislative changes to facilitate the development and preservation of affordable housing.

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

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Restorations
Restores HCD’s hearing capacity by an estimated 20%, improve client response times, and support robust community education around tenant-landlord law in Oakland with unfreezing 4.0 FTE positions (1 Hearing Officer, 1 Administrative Analyst II, 2 Administrative Assistants). An Administrative Assistant II position will be frozen, but this will not have an adverse impact due to the broader capacity-building staffing improvements.

Equity Consideration: Unfreezing positions to speed up the Rent Adjustment Program hearing process, improve client engagement, and support proactive community engagement efforts will have positive equity benefits for tenants and landlords alike. Vulnerable tenants who qualify for a rent reduction will receive the reduction they deserve sooner than under the status quo. Conversely, small landlords who urgently need to petition for a rent increase to meet rising costs will access faster timelines to secure the necessary authorization.

1. Invests in affordable housing opportunities by unfreezing 3.0 FTE Housing Development Coordinator positions, who will review funding applications and review funding draw requests, and allocates $1.5 million to fund affordable housing construction and acquisition/rehabilitation projects.

Equity Consideration: Expanding affordable housing opportunities through the new construction of deed-restricted affordable housing will primarily benefit low- income Oaklanders at risk of displacement. This will reduce the impact of the disparate rates at which Black and Latino Oaklanders experience housing-cost burden.

2. Implements the Equitable Lead Hazard Abatement Program with 1.0 FTE Project Manager and 1.0 FTE Community Development Program Coordinator to support other efforts to remediate lead-based paint hazards. This will increase the number of Oakland households that benefit from City-funded lead paint remediation work and will ultimately reduce the number of Oakland youth who experience lead poisoning. This budget also includes $4.4 million in grant funds from the Lead Hazard Reduction Program, which will fund lead-based paint mitigation and healthy homes services for low-income Oakland residents.

3. F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 529

Other Impacts & Changes
Equity Consideration: The lead remediation efforts supported by these staffing and funding changes are highly targeted towards the census tracts at greatest risk of lead-based paint hazards. These census tracts are primarily occupied by Black and Latino households, who are at disproportionate risk of lead poisoning. These lead remediation efforts will help reduce that disparity by protecting low-income renters and owners from lead paint hazards.

Freezes 1.0 FTE Accountant II and 1.0 FTE Program Analyst III. This will have no service impact due a realignment of duties across several positions.

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

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

Fund  Change  Description  Job Title and Class  FY26-27 FTE Change  FY26-27 $ Change ($)  FD_1870 Freeze Freeze position in Administration Accountant II.AF021 -0.75 (154,403.00) FD_1870 Freeze Freeze position in Administration Program Analyst III.SC204 -1 (245,155.00) FD_1870 Revenue Add Use of fund balance in Administration 879,723.00 FD_1870 Transfer Transfer position from FD_1870 and FD_5341 to FD_2413 in Administration Accountant III -0.2 (48,476.00) FD_1870 Transfer Transfer position from FD_1870 to FD_2108 in Administration Deputy Director, Housing.EM140 -0.15 (66,048.00) FD_1870 Transfer Transfer position from FD_1870 to FD_2108 in Community Development & Engage… Administrative Assistant I.SS102 -1 (141,624.00) FD_1870 Transfer Transfer position from FD_1870 to FD_2108 in Community Development & Engage… Home Management Specialist III.AP198 -0.18 (40,031.00) FD_1870 Transfer Transfer position from FD_1870 to FD_2108 in Community Development & Engage… Monitoring & Evaluation Supervisor.SC… -0.68 (202,649.00) FD_1870 Transfer Transfer position from FD_1870 to FD_2413 in Administration Accountant I -0.5 (89,568.00) FD_1870 Transfer Transfer position from FD_1870 to FD_2413 in Administration Accountant III.AF031 -0.2 (48,476.00) FD_1870 Transfer Transfer position from FD_1870 to FD_2413 in Administration Director of Housing & Community Dev.E… -0.2 (102,546.00) FD_1870 Transfer Transfer position from FD_1870 to FD_2413 in Administration Management Assistant.AP235 -0.2 (50,014.00) FD_1870 Transfer Transfer position from FD_1870 to FD_5343 in Administration Deputy Director, Housing.EM140 -0.3 (132,100.00) 530
Please refer to the full list of Significant Budgetary Changes by Department on page 42.

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Housing & Community Develop… Expenses 
Visualization
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27- Midcycle
Proposed
Fiscal Y ear

0.0 100.0M

25.0M

50.0M

75.0M
125.0M
150.0MDollars
General Funds
Special Revenue Funds
Capital Project Funds
Sort By Chart of Accounts 
       
 
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed General Funds
Affordable Housing Trust Fund $30,854,057 $15,407,746 $14,432,344 $14,483,911 Jobs Housing Impact Fee Fund $718,000 $1,388,861 $1,680,457 $1,680,457 Affordable Housing Impact Fee Fund $6,535,419 $3,118,812 $2,094,408 $2,094,408 2000 Subordinated Housing Set-aside $35,534 $0 $0 $0
2011A-T Subordinated Housing -$891,753 $0 $0 $0
GENERAL FUNDS TOTAL $37,251,257 $19,915,419 $18,207,209 $18,258,776 Special Revenue Funds
CARES Act Relief Fund -$27,455 $0 $0 $0
HUD-CDBG $5,956,037 $6,612,923 $6,697,019 $7,126,520
HUD-Home $1,488,350 $3,193,158 $3,195,699 $3,121,692
California Housing and Community Development $49,442,618 $0 $0 $0 State of California Other $449,509 $0 $0 $0
Bay Area Air Quality Management District $19,393 $0 $0 $0 Vacant Property Tax Act Fund $998,922 $0 $0 $0
Rent Adjustment Program Fund $7,579,403 $7,725,261 $7,650,884 $10,005,480 Affordable Housing Impact Fee $3,783 $0 $0 $0
Lead Settlement 2022 $16,660 $0 $0 $0
Mortgage Revenue $45,359 $772,951 $768,375 $1,389,492
Low and Moderate Income Housing Asset Fund $13,816,367 $5,990,000 $5,995,320 $5,995,320 Miscellaneous Grants $3,280 $0 $0 $0
HUD Miscellaneous Grants $0 $0 $0 $4,400,000
SPECIAL REVENUE FUNDS TOTAL $79,792,226 $24,294,293 $24,307,297 $32,038,504 531
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Capital Project Funds
Meas. KK: Affordable Housing (GOB 2017A-2 Taxable) $1,099,306 $0 $0 $0 Meas. KK: Affordable Housing Series 2020B-2 (Taxable) $2,863,438 $0 $0 $0 Measure U: Affordable Housing GOB Series 2023A-2
(Taxable) $36,429,691 $0 $0 $0
Measure U: Affordable Housing & Infrastructure Serie
2024B-2 GOB(Taxable) $0 $100,189,061 $80,000,000 $80,000,000 Central District: TA Bonds Series 2005 $200,000 $0 $0 $0 CAPITAL PROJECT FUNDS TOTAL $40,592,435 $100,189,061 $80,000,000 $80,000,000 TOTAL $157,635,918 $144,398,773 $122,514,506 $130,297,280 Expenditures By Category
Broken down by
Expenses Housing & Community Develop…
Visualization
Personnel & Overhead
$22, 104,589 (17.0%)
Operations & Maintenance
$13, 113,816 (10. 1%)
Internal Services
$1,936,868 (1.5%)
Capital
$0 (0.0%)
Debt & Other
$90,971,483 (69.8%)
Transfers
$2, 170,524 (1.7%)
FY26-27-MidcycleFY26-27-Midcycle
ProposedProposed
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Transfers
Sort By Chart of Accounts 
         
532
Expenditures By Bureau/Division
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Administration $6,130,671 $8,318,109 $8,485,385 $8,933,853 Community Development & Engagement $7,795,809 $8,929,068 $8,714,839 $8,421,937 Rehabilitation & Residential Lending $4,938,358 $2,868,973 $3,272,128 $8,715,538 Housing Development Services $132,006,158 $116,557,362 $94,391,270 $94,827,307 Residential Rent Adjustment $6,764,922 $7,725,261 $7,650,884 $9,398,645 TOTAL $157,635,918 $144,398,773 $122,514,506 $130,297,280

POSITION INFORMATION
Authorized Positions By Bureau
Broken down by
Housing & Community Development FTE Count
Visualization
2025-26
Adopted Biennial
FTE
2026-27
Adopted Biennial
FTE
2026-27
Proposed
Midcycle FTE
Fiscal Y ear

0.0 20.0

40.0 60.0

80.0 FTE
Administration
Community Development &…
Housing Development Servi…
Rehabilitation & Residential…
Residential Rent Adjustment
Sort A to Z 
       
 
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Administration 21 21 21
Community Development & Engagement 9 9 10
Rehabilitation & Residential Lending 10 10 9
Housing Development Services 11 11 14
Residential Rent Adjustment 25 25 32
TOTAL 76 76 86
533
Authorized Positions By Classification
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Account Clerk II 1 1 0
Accountant I 0 0 1
Accountant II 1 1 0
Accountant III 1 1 2
Administrative Analyst I 2 2 2
Administrative Analyst II 3 3 5
Administrative Assistant I 7 7 10
Administrative Assistant II 2 2 1
Assistant to the Director 1 1 1
Budget & Grants Administrator 1 1 1
Business Analyst III 1 1 1
Community Dev Prgm Coordinator 2 2 3
Data Analyst 1 1 1
Database Analyst II 1 1 0
Deputy Director, Housing 2 2 2
Development/Redevelopment Pgrm MGR 1 1 0
Director of Housing & Comm Dev 1 1 1
Hearing Officer 4 4 6
Home Management Specialist III 2 2 2
Housing Development Coord I 1 1 1
Housing Development Coord II 1 1 2
Housing Development Coordinator III 2 2 3
Housing Development Coordinator IV 4 4 5
Loan Servicing Administrator 1 1 1
Loan Servicing Specialist 1 1 1
Management Assistant 1 1 1
Manager, Agency Administrative 1 1 1
Manager, Housing Development 5 5 6
Manager, Rent Adjustment Pgm 1 1 1
Monitoring & Evaluation Supervisor 1 1 1
Mortgage Advisor 2 2 2
Office Assistant II 1 1 1
Program Analyst II 8 8 8
Program Analyst III 2 2 1
Program Manager 0 0 1
Project Manager 4 4 4
Project Manager II 1 1 2
Rehabilitation Advisor III 2 2 2
Rent Adjustment Program Assistant 1 1 1
Rent Adjustment Program Manager, Asst 1 1 1
Senior Hearing Officer 1 1 1
TOTAL 76 76 86
Powered by OpenGov
534

Fund New Construction of Affordable Housing
Underwrites, reviews, and administers loans through Notices of Funding Availability (NOFAs) to produce new affordable housing units. Monitors construction draws and ensures loan compliance.

Predevelopment Loan Program
Provides loans to non-profit housing developers to cover pre-development costs (feasibility analyses and preparation of loan applications) and costs of preparing projects for syndication.

First-time Homebuyer Loan Program
Provides loan funding to first-time homebuyer Oakland residents and workers, and creates and participates in homebuyer education activities. Additionally, reviews and approves resales and refinance of restricted affordable below market-rate units.

Acquisition and Conversion to Affordable Housing (ACAH) program Program that administers funds to developers, including a specific pool for CLTs/coops, to acquire "naturally occurring affordable housing", deed restrict them to ensure affordability for 55 years, and rehabilitate them.

Owner-Occupied Home Rehabilitation and Improvement Programs Offers building rehabilitation programs to Oakland's low-to-moderate income, senior and disabled homeowners including lead-safe paint and accessibility improvement, emergency home repair, home maintenance improvement, and major/minor home repair programs.

Earthquake Seismic Retrofitting Grants
The Safer Housing for Oakland Program (SHOP) offers grants to reimburse owners for a portion of the costs to seismically retrofit a multi-unit apartment building with a “soft- story” condition. The Earthquake-Safe Homes Program offers grants to owner-occupants of 1-4 unit properties for partial reimbursement of the cost of a seismic retrofit.

Homeless Housing Production, Conversions and Preservation (Homekey, R2H2) Apply for and commit local, County, State and federal funds to housing projects for people experiencing homelessness. Review proposals and work with non-profits developers and service partners to refine project scopes and feasibility.

Existing Housing Portfolio Monitoring and Rehabilitation Monitors HCD's existing affordable housing portfolio for habitability and financial health; tracks affordability restrictions and loan compliance over time; and provides loans for property rehabilitation and emergency health and safety repairs.

Building Electrification Initiative
Ensures HCD's affordable housing portfolio complies with the citywide goal stating that by 2040, all residential units in Oakland must be fully electric.

Housing Counseling, Education, and Referrals
Provides direct holistic counseling and workshops to tenants and housing providers regarding state and local residential rental housing laws, including the City's Rent Adjustment Ordinance, Just Cause for Eviction Ordinance, Tenant Protection Ordinance, Tenant Move Out Agreement Ordinance, and the Uniform Relocation Ordinance.

Supports via phone calls and emails residents seeking housing services and information.

Housing & Community DevelopmentHousing & Community Development F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 535
Rent Adjustment Hearings and Mediations
Reviews petitions, hears cases, holds mediation sessions, renders decisions, reviews appeals, communicates with tenants, landlords, and their representatives, and coordinates appeal hearings before the Rent Adjustment Board.

Rent Registry and Eviction Filings
Enforces and implements the City's Rent Registry Ordinance. Manages the annual and ongoing collection, monitoring and compliance, and reporting of registered rental properties in Oakland. Provides education and technical assistance to property owners to register their properties, and to tenants about their property's registration status.

Responds to rent registration public inquiries. Holds virtual and in-person outreach and education events on rent registration requirements. Provides administrative support to the unit. RAP staff receives every eviction notice and tenant move-out agreement filed in the City of Oakland for residential rental units subject to the Just Cause for Eviction Ordinance, either via email, paper, or otherwise, and ensures they are accurately entered into the City's database for recordkeeping.

Anti Displacement and Housing Stability Services
Provide services in the form of eviction prevention and homelessness prevention via service providers to Oakland tenants at risk of displacement or homelessness. Includes legal assistance, emergency rental payments and wrap around services.

Code Compliance Relocation Program
Reviews applications for tenant eligibility for relocation benefits in accordance with O.M.C. 15.60. Assists tenants and property owners in understanding their rights and responsibilities under the law. Administer payment and reimbursement processes.

Housing Policies, Research, Plans, and Data
Publishes strategic plans, impact reports, research, and other materials to inform decisions and to educate the public about affordable housing activity in Oakland.

Community Engagement and Public Education
Staff attend multiple community events annually to provide information on housing programs and resources offered by HCD. Prepares materials that provide information and guidance on tenant protections, rent and eviction laws at local, state, and federal levels to educate public about their rights and responsibilities under these laws.

Update and Post Annual Rent and Income Limits
Track and update annual rent and income limits and utility allowances and publicly post on the Department website .

Loan Repayments, Servicing, and Property Resales
The loan servicing team receives loan payments and handles issues relating to repayment and resale of properties with loans from the City. 536

Department measures
Service Name Unit of Measure FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Acquisition and Conversion to Affordable
Housing (ACAH) Program
# of units acquired and/or
rehabbed 85 63 74 74
Anti Displacement and Housing Stability
Services # of people assisted 288 234 260 260
Building Electrification Initiative # of units converted 0 0 0 0 Code Compliance Relocation Program # of people served 0 20 20 20 Community Engagement and Public
Education
# of public community
events attended 35 25 20 20
Dept. Payment Ops. # of payments issued 875 437 600 600 Dept. Public Information & Records Mgmt. # of public record requests received 100 100 100 100
Earthquake Seismic Retrofitting Grants # of units 0 0 0 0 Existing Housing Portfolio Monitoring and
Rehabilitation
# of properties that are
extending affordability
within 55 years
50 126 131 144
First-time Homebuyer Loan Program # of loans issued 3 6 1 1 Fund New Construction of Affordable
Housing
Total value of loans
administered in $ 70,000,000 80,500,000 0 0
Homeless Housing Production,
Conversions and Preservation (Homekey,
R2H2)
# of units available 489 209 344 448
Housing Counseling, Education, and
Referrals
# of housing counseling
inquiries/sessions 3,135 4,154 3,400 3,400
Housing Policies, Research, Plans, and
Data # of publications 5 6 5 5
Loan Repayments, Servicing, and Property
Resales # of loans managed 649 680 600 600
Owner-Occupied Home Rehabilitation
and Improvement Programs # of households served 69 49 56 56 Predevelopment Loan Program Total amount of loans
issued in $ 0 0 5,000,000 4,999,999
Rent Adjustment Hearings and Mediations # of hearing petitions served 257 260 260 260
Rent Registry # units and properties
registered 67,223 75,786 75,000 75,000
Update and Post Annual Rent and Income
Limits # of updates to the public 1 1 1 1
537
Geographic breakdown
Service Name Unit of Measure Geographic Name FY23-24 Measure Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Acquisition and Conversion to
Affordable Housing (ACAH)
Program

# of units acquired
and/or rehabbed Council District 2 0 8 4 4
# of units acquired
and/or rehabbed Council District 5 81 55 68 68
# of units acquired
and/or rehabbed Council District 6 2 0 1 1
# of units acquired
and/or rehabbed Council District 7 2 0 1 1

ACQUISITION AND CONVERSION

TO AFFORDABLE HOUSING
(ACAH) PROGRAM TOTAL
85 63 74 74
Anti Displacement and Housing
Stability Services
# of people assisted Council District 1 14 9 10 10
# of people assisted Council District 2 44 46 50 50
# of people assisted Council District 3 55 34 40 40
# of people assisted Council District 4 8 12 10 10
# of people assisted Council District 5 39 38 40 40
# of people assisted Council District 6 67 39 55 55
# of people assisted Council District 7 61 51 55 55
# of people assisted Decline to
State/Unknown 0 5 0 0

ANTI DISPLACEMENT AND

HOUSING STABILITY SERVICES
TOTAL
288 234 260 260
Existing Housing Portfolio
Monitoring and Rehabilitation
# of properties that
are extending
affordability within 55
years
Council District 1 0 0 0 0
# of properties that
are extending
affordability within 55
years
Council District 3 50 0 0 0
# of properties that
are extending
affordability within 55
years
Council District 7 0 126 0 0

EXISTING HOUSING PORTFOLIO

MONITORING AND

REHABILITATION TOTAL
50 126 0 0
First-time Homebuyer Loan
Program
# of loans issued Council District 3 1 1
0 0
# of loans issued Council District 1 0 0 0 0
# of loans issued Council District 2 0 0 0 0
# of loans issued Council District 4 0 1 0 0
# of loans issued Council District 5 0 0 0 0
# of loans issued Council District 6 1 1 0 0
# of loans issued Council District 7 1 3 1 1

FIRST-TIME HOMEBUYER LOAN
PROGRAM TOTAL 3 6 1 1
Fund New Construction of
Affordable Housing
Total value of loans
administered in $ Council District 1 4,800,000 0 0 0
Total value of loans
administered in $ Council District 2 17,600,000 0 0 0
538
Service Name Unit of Measure Geographic Name FY23-24 Measure Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Total value of loans
administered in $ Council District 3 6,000,000 52,500,000 0 0 Total value of loans
administered in $ Council District 4 8,000,000 0 0 0
Total value of loans
administered in $ Council District 5 33,600,000 0 0 0
Total value of loans
administered in $ Council District 6 0 28,000,000 0 0
Total value of loans
administered in $ Council District 7 0 0 0 0

FUND NEW CONSTRUCTION OF
AFFORDABLE HOUSING TOTAL 70,000,000 80,500,000 0 0
Housing Counseling, Education,
and Referrals
# of housing
counseling
inquiries/sessions
94705 4 8 5 5
# of housing
counseling
inquiries/sessions
94704 3 4 3 3
# of housing
counseling
inquiries/sessions
94703 1 1 1 1
# of housing
counseling
inquiries/sessions
94621 107 145 90 90
# of housing
counseling
inquiries/sessions
94619 108 148 90 90
# of housing
counseling
inquiries/sessions
94618 71 100 80 80
# of housing
counseling
inquiries/sessions
94612 103 239 100 100
# of housing
counseling
inquiries/sessions
94611 161 222 180 180
# of housing
counseling
inquiries/sessions
94610 202 357 250 250
# of housing
counseling
inquiries/sessions
94609 187 239 210 210
# of housing
counseling
inquiries/sessions
94608 161 248 200 200
# of housing
counseling
inquiries/sessions
94607 150 323 190 190
# of housing
counseling
inquiries/sessions
94606 272 361 330 330
# of housing
counseling
inquiries/sessions
94605 158 240 190 190
# of housing
counseling
inquiries/sessions
94604 1
0 0 0
# of housing
counseling
inquiries/sessions
94603 109 180 150 150
# of housing
counseling
inquiries/sessions
94602 136 227 190 190
# of housing
counseling
inquiries/sessions
94601 183 310 190 190
# of housing
counseling
inquiries/sessions
Missing Zip Codes 1,018 802 951 951

HOUSING COUNSELING,

EDUCATION, AND REFERRALS
TOTAL
3,135 4,154 3,400 3,400
539
Service Name Unit of Measure Geographic Name FY23-24 Measure Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Owner-Occupied Home
Rehabilitation and Improvement
Programs

# of households
served Council District 1 16 2 8 8
# of households
served Council District 2 2 3 8 8
# of households
served Council District 3 4 2 8 8
# of households
served Council District 4 0 5 8 8
# of households
served Council District 5 6 6 8 8
# of households
served Council District 6 18 17 8 8
# of households
served Council District 7 23 14 8 8

OWNER-OCCUPIED HOME

REHABILITATION AND

IMPROVEMENT PROGRAMS TOTAL
69 49 56 56
Rent Registry
# units and
properties registered 94601 6,636 7,333 6,800 6,800
# units and
properties registered 94602 4,040 4,365 4,200 4,200
# units and
properties registered 94603 3,044 3,459 3,200 3,200
# units and
properties registered 94604 1 1 0 0
# units and
properties registered 94605 4,025 4,481 4,500 4,500
# units and
properties registered 94606 9,128 10,243 10,000 10,000
# units and
properties registered 94607 4,917 5,709 5,700 5,700
# units and
properties registered 94608 3,532 3,985 4,000 4,000
# units and
properties registered 94609 5,203 5,608 6,100 6,100
# units and
properties registered 94610 8,263 9,266 9,000 9,000
# units and
properties registered 94611 5,458 6,171 5,900 5,900
# units and
properties registered 94612 5,557 6,978 6,200 6,200
# units and
properties registered 94613 12 0 0 0
# units and
properties registered 94618 2,247 2,407 2,900 2,900
# units and
properties registered 94619 2,452 2,767 3,200 3,200
# units and
properties registered 94621 2,554 2,852 3,100 3,100
# units and
properties registered Others 154 161 200 200
RENT REGISTRY TOTAL 67,223 75,786 75,000 75,000
540
Gender & Race Information
Service Name Unit of Measure Gender - Race
Combination
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Anti Displacement and Housing
Stability Services
# of people assisted Male - African
American/Black 57 171 0 0
# of people assisted Male - American
Indian/Alaskan Native 3 0 0 0
# of people assisted Male - Asian/Asian
American 2 0 0 0
# of people assisted Male -
Latino/Hispanic 9 0 0 0
# of people assisted
Male - Native
Hawaiian/Pacific
Islander
0 1 0 0
# of people assisted Male - White 1 11 0 0
# of people assisted Male - Multi-Racial 0 51 0 0
# of people assisted Female - African
American/Black 147 0 0 0
# of people assisted Female - American
Indian/Alaskan Native 6 0 0 0
# of people assisted Female - Asian/Asian
American 3 0 0 0
# of people assisted Female -
Latino/Hispanic 38 0 0 0
# of people assisted Female - White 12 0 0 0
# of people assisted
Female - Native
Hawaiian/Pacific
Islander
6 0 0 0
# of people assisted
Non-Binary/Other -
African
American/Black
4 0 0 0

ANTI DISPLACEMENT AND

HOUSING STABILITY SERVICES
TOTAL
288 234 0 0
First-time Homebuyer Loan
Program
# of loans issued Male - American
Indian/Alaskan Native 0 0 0 0
# of loans issued Male - Asian/Asian
American 1 0 0 0
# of loans issued Male -
Latino/Hispanic 1 1 0 0
# of loans issued
Male - Native
Hawaiian/Pacific
Islander
1 0 0 0
# of loans issued Male - White 0 1 0 0
# of loans issued Male - Multi-Racial 0 0 0 0
# of loans issued Male - Decline to
State 0 0 0 0
# of loans issued Female - African
American/Black 1 3 1 1
# of loans issued Female - American
Indian/Alaskan Native 0 0 0 0
# of loans issued Female - Asian/Asian
American 0 1 0 0
# of loans issued Female -
Latino/Hispanic 0 1 0 0
# of loans issued
Female - Native
Hawaiian/Pacific
Islander
0 0 0 0
# of loans issued Female - Female -
Multi-Racial 0 0 0 0
# of loans issued Female - Decline to
State 0 1 0 0
541
Service Name Unit of Measure Gender - Race
Combination
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target

FIRST-TIME HOMEBUYER LOAN
PROGRAM TOTAL 4 8 1 1
Owner-Occupied Home
Rehabilitation and Improvement
Programs

# of households
served
Male - African
American/Black 58 33 0 0
# of households
served
Male - American
Indian/Alaskan Native 0 1 0 0
# of households
served
Male -
Latino/Hispanic 6 2 0 0
# of households
served Male - White 5 6 0 0
# of households
served Decline to State 0 7 0 0

OWNER-OCCUPIED HOME

REHABILITATION AND

IMPROVEMENT PROGRAMS TOTAL
69 49 0 0
Other Disaggregated Data
Service Name Unit of Measure Other Disaggregated
Unit
FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Owner-Occupied Home
Rehabilitation and Improvement
Programs

# of households
served
0-35% of Area Median
Income 0 29 0 0
# of households
served
<=50% of Area
Median Income 0 13 0 0
# of households
served
<=80% of Area
Median Income 0 7 0 0

OWNER-OCCUPIED HOME

REHABILITATION AND

IMPROVEMENT PROGRAMS TOTAL
0 49 0 0
0 49 0 0
542

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS

Housing Development Division
Housing Development Services (HDS)
The HDS unit produces affordable units by funding the new construction of housing with long-term affordability restrictions, as well as through the opportunity to move into homeownership. HDS services and activities predominantly benefit extremely low- to moderate income (LMI) residents and areas of Oakland. HDS administers funds through the New Construction
Notice of Funding Availability (NOFAs). These NOFA funds, comprised largely of local bond funds as well as impact fees, former redevelopment “boomerang” funds, the City’s HOME allocation, and various other repayments, are competitively issued and recommendations for new construction and rehabilitation are brought to Council for approval. HDS also runs the city’s first-time homeowner program via the Mortgage Assistance Program (MAP) and Cal HOME loan programs, operating jointly with participating lenders, to assist low and moderate-income first-time homebuyers with the purchase of homes in the City of Oakland.

Housing Preservation Services (HPS)
The HPS unit works to preserve affordable housing through and is a key component of HCD’s anti-displacement strategy. The Acquisition and Conversion to Affordable Housing (ACAH) program allows project sponsors to acquire market rate apartment buildings and convert them to deed restricted affordable housing using a loan from HCD. HPS also includes a Residential Lending Services (RLS) team focused on rehabilitation and improvements primarily for homeowner-occupied properties. RLS offers four programs targeted to income-qualified property owners: Access Improvement Program, Lead-Safe Homes Program, Home Maintenance and Improvement Program and Emergency Home Repair Program.

Homeless Housing Development
The HHD unit focuses on permanent supportive housing for homeless exits through the Homekey program (funded through State HCD) and Oakland’s analog version the Rapid Response Homeless Housing (R2H2) program. The housing funded by these programs must be “quick build” ready to house residents within 12 months of an award and fully operational within 15 months.

Asset Management Services (AMS)
The AMS is responsible for monitoring and enforcing the City’s Regulatory Agreements for the deed restricted affordable housing portfolio. This includes ensuring compliance with required rental restrictions, property condition, and payment of loans among other factors. AMS administers the Health and Safety Rehab Loan Program for multifamily buildings that have emergency repair needs as well as the Preservation Notice of Funding Availability (NOFA), a funding opportunity for existing affordable housing portfolio properties that require major capital improvements.

543
Community Development Division
Rent Adjustment Program (RAP)
The mission of the RAP is to promote community stability, healthy housing, and diversity for Oakland residents, while preventing illegal rent increases and evictions, and ensuring a fair return for property owners. RAP is charged with administering the Rent Adjustment, Just Cause for Eviction, and Rent Registry Ordinances for the City of Oakland. Staff employ an active enforcement model of rent control and use extensive outreach to inform tenants and owners about their rights and obligations under the law and program regulations, maintains full and accurate records through reporting requirements, including eviction notices and a rental registry, provides housing counseling and mediations, and adjudicates rent petitions through the RAP hearings unit.

Community Development & Engagement (CDE)
The CDE unit acts as a program administrator and grant manager for Community Development Block Grant (CDBG) and other U.S. Department of Housing and Urban Development (HUD) resources. CDBG funds rebuild and revitalize depressed neighborhoods and target benefits to low- and moderate-income residents and areas of Oakland.

CDBG provides funding for housing, homeless services, other public services, economic development, and other public infrastructure and neighborhood improvements benefitting low and moderate-income residents. Staff also serve as the lead preparers for the City’s Consolidated Annual Action Plan and Consolidated Annual Performance & Evaluation Reports, both submitted to the U.S. Department of Housing & Urban Development.

Administration & Fiscal
Fiscal Services
HCD’s fiscal team manages financial processes for the full department. The unit provides external loan servicing, internal accounting and invoice payments, long-term budgeting, grant compliance, audit management, and more.

Housing Policy Unit
The housing policy unit advises on legislation, policy ideas, and program improvement opportunities. The goal of this team is to ensure Oakland has smart and effective policies that address housing affordability, housing quality, and homelessness. The unit leads strategic planning processes, advocacy for resources, data analysis, and best-practices research to serve the full spectrum of housing – from homeownership to homelessness. The unit collaborates heavily with the City Administrator’s Office, other departments, elected officials, and advocacy organizations.

Director’s Office
The Director’s Office supports operational and process improvements that have department-wide impact. The unit focuses on improving technology and data systems, managing contracting processes, communications, legislative process management, scheduling, strategy development, personnel, and more.

PLANNING & BUILDING
Mission Statement
The Mission of the City of Oakland Planning and Building Department is to improve Oakland’s physical, social, and economic environments through sustainable development that embraces three core principles: health, opportunity, and equity.

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

SERVICE IMPACTS & EQUITY CONSIDERATIONS
The Planning and Building Department is maintaining its current budget with no significant changes. As such, there are no anticipated service impacts. No equity analysis needed.

F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 545

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

Fund  Change  Description  Job Title and Class  FY26-27 FTE Change  FY26-27 $ Change ($)  FD_2108 O&M Use of Carryforward in Operations & Administration (239,226.00) FD_2415 Add/Delete Add/Delete position in Operations & Administration Administrative Assistant II 1 158,834.00 FD_2415 Add/Delete Add/Delete position in Operations & Administration Business Analyst III 1 276,948.00 FD_2415 Add/Delete Add/Delete position in Operations & Administration Business Analyst III -1 (276,948.00) FD_2415 Add/Delete Add/Delete position in Operations & Administration Public Service Representative, Senior.PP… -1 (166,284.00) FD_2415 Add/Delete Add/Delete positions in Building Bureau Code Enforcement Inspector, Assistant 3 510,246.00 FD_2415 Add/Delete Add/Delete positions in Building Bureau Specialty Combination Inspector.IS119 -2 (503,127.00) FD_2415 Freeze Freeze position for 6 months in Building Bureau Engineer, Civil (Oﬃce).ET116 -1 (148,611.00) FD_2415 Freeze Freeze position for 6 months in Operations & Administration Planning Inspector, Supervising.SC199 -1 (168,429.00) FD_2415 Freeze Freeze position in Building Bureau Oﬃce Assistant II.SS153 -1 (118,981.00) FD_2415 Freeze Freeze positions for 6 months in Building Bureau Engineer, Assistant II (Oﬃce).ET113 -3 (390,648.00) FD_2415 Freeze Freeze positions for 6 months in Planning Bureau Planner II.AP272 -3 (325,518.00) FD_2415 O&M Add O&M for Accela Contract increase in Operations & Administration 557,086.00 546
Please refer to the full list of Significant Budgetary Changes by Department on page 42.

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Planning & Building Expenses 
Visualization
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27- Midcycle
Proposed
Fiscal Y ear

0.0 10.0M

20.0M

30.0M

40.0M

50.0M

60.0M
Dollars
General Funds
Special Revenue Funds
Internal Service Funds
Sort By Chart of Accounts 
       
 
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed General Funds $0 $0 $0 $45,000
Special Revenue Funds
HUD-CDBG $0 $0 $0 $0
State of California Other $43,159 $0 $0 $0
Development Service Fund $45,757,101 $62,123,550 $62,323,702 $63,478,645 Capital Improvements Impact Fee Fund $0 $29,304 $45,013 $45,013 Miscellaneous Grants $345,113 $0 $0 $0
SPECIAL REVENUE FUNDS TOTAL $46,145,373 $62,152,854 $62,368,715 $63,523,658 Internal Service Funds
Equipment $0 $13,240 $13,360 $13,879
City Facilities $0 $6,620 $6,680 $6,940
INTERNAL SERVICE FUNDS TOTAL $0 $19,860 $20,040 $20,819 TOTAL $46,145,373 $62,172,714 $62,388,755 $63,589,477
547
Expenditures By Category
Broken down by
Expenses Planning & Building
Visualization
Personnel & Overhead
$49,731,840 (79.7%)
Operations & Maintenance
$7, 134,239 (11.4%)
Internal Services
$4,058,626 (6.5%)
Debt & Other
$1,464,050 (2.3%)
FY26-27-BiennialFY26-27-Biennial
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Debt & Other
Sort By Chart of Accounts 
         
Expenditures By Bureau/Division
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Operations & Administration $12,359,276 $18,112,779 $17,880,672 $18,845,579 Planning Bureau $11,198,433 $15,885,916 $16,016,224 $16,266,530 Building Bureau $22,587,664 $28,174,019 $28,491,859 $28,477,368 TOTAL $46,145,373 $62,172,714 $62,388,755 $63,589,477
548

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

0.0 50.0
100.0
150.0
200.0
FTE
Building Bureau
Operations & Administration
Planning Bureau
Sort A to Z 
       
 
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Operations & Administration 62 62 64
Planning Bureau 51 51 52
Building Bureau 102 102 100
TOTAL 215 215 216
Authorized Positions By Classification
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Account Clerk II 1 1 1
Account Clerk III 1 1 2
Accountant III 2 2 1
Administrative Analyst I 4 4 3
Administrative Analyst II 6 6 7
Administrative Assistant I 3 3 3
Administrative Assistant II 1 1 2
Administrative Services Manager I 1 1 1
Administrative Services Manager II 1 1 1
Assistant Director, Plan & Bldg 1 1 1
Business Analyst II 1 1 1
Business Analyst III 2 2 3
549
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Code Enforcement Inspector, Assist 5 5 8
Construction Inspector, Sr (Field) 1 1 1
Deputy Director/Building Official 1 1 1
Deputy Director/City Planner 1 1 1
Director of Planning & Building 1 1 1
Engineer, Assistant II (Office) 8 8 8
Engineer, Civil (Office) 6 6 6
Engineer, Civil Supv (Office) 1 1 1
Exec Asst to the Director 1 1 1
Management Assistant 2 2 1
Management Intern, PT 2 2 2
Manager, Inspection Services 2 2 2
Manager, Planning & Building Oper 1 1 1
Manager, Zoning 1 1 1
Office Assistant I, PT 1 1 1
Office Assistant II 7 7 6
Permit Technician I 8 8 8
Permit Technician II 6 6 6
Planner I 3 3 3
Planner II 14 14 16
Planner III 14 14 13
Planner III, Historic Preservation 1 1 1
Planner IV 12 12 11
Planner V 2 2 2
Planning Inspector, Supervising 0 0 1
Planning Investigator 1 1 1
Principal Inspection Supv 3 3 4
Process Coordinator II 3 3 3
Process Coordinator III 4 4 5
Program Analyst III 1 1 0
Project Manager 1 1 1
Project Manager II 1 1 1
Public Service Rep, Sr 4 4 3
Public Service Representative 18 18 18
Spatial Data Analyst III 1 1 1
Specialty Combination Insp, Senior 9 9 9
Specialty Combination Inspector 43 43 41
Technical Communications Specialist 1 1 0
TOTAL 215 215 216
550

Boards and Commissions
Staff the bi-weekly Planning Commission and monthly committees (Design Review Committee and others) and monthly Landmark Preservation Advisory Board.

Building Bureau
Review and respond to building code inquiries from the public via email, in-person visits at the permit counter and/or inquiries sent to the Engineer of the Day email inbox Review development permits for compliance with local and state codes and regulations regarding fire and life safety, structural, accessibility, and energy conservation.

Business Licenses
Review business licenses to verify whether the activity conforms to the Planning Code (OMC Title 17).

Cashiering Unit
Manage payments, refunds, and reconciliation for permit fees.

Data Collection
Collect and maintain extensive data about permit applications for the purpose of state- and federal-mandated reports and audits such as Housing Element Annual Progress Report and Annual Survey for Office of Planning and Research.

Development Agreements
Processing and managing regulatory agreements to provide benefits to Oakland in exchange for additional allowances under state Development Agreement law.

Development Permit Inspections
Perform inspection for code conformance for all on-site developments.

Engineering & Architectural Plan Approval
Review plans for code conformance for all on-site developments.

Review and Process Applications
Review and process telecommunications permits in accordance with local and federal law and process entitlement applications for large and complex projects that include Planned Unit Developments, rezones, General Plan Amendments, coordination with other jurisdictions and agencies.

Entitling Development Projects
Perform internal functions to ensure that development permits for new housing (affordable and market rate), Accessory Dwelling Units (ADUs), and non-housing projects (Conditional Use Permits, subdivisions, etc.) are processed efficiently in accordance with all local, state and federal laws.

General Plan Amendments
Recommend General Plan Amendments for Land Use changes as part of Zoning Code Amendments and Specific Plan Implementation. Conduct public outreach and bring through public hearing process to the Planning Commission and the City Council.

General Plan Updates
Manage the update of the following adopted General Plan Elements: 1) Land Use and Transportation; 2) Safety; 3) Housing; 4) Noise; 5) Open Space, Conservation and Recreation; 6) Historic Preservation; and 7) Environmental Justice - and creation of a new "Infrastructure and Facilities" Element.

Planning & BuildingPlanning & Building
F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 551

Green Building
Ensure project compliance with Green Building requirement, with both a preliminary review at the Planning Entitlement stage and then demonstration of how Green Building methods will be incorporated into each project at the Building Permit stage.

Historic Preservation
Maintain inventory and expertise regarding Oakland's historic resources and districts; advise community members regarding preservation objectives and techniques to protect resources and provide expert review and advice regarding entitlement applications involving historic resource questions and issues.

Livable Neighborhood Code Enforcement
Perform inspection for code compliance for all building maintenance and on-site activities.

Municipal Code Amendments
Recommend changes to the Municipal Code based on policy changes as well as changes from State Law.

Permit Center
Manage intake and review of planning and building applications. Responding to inquiries about the Planning Code and processing over-the-counter permit applications.

Planning Code Amendments
Recommend changes to the existing Planning Code (Title 17 of the Municipal Code) that includes zoning regulations as well as writing new sections and chapters to the Planning Code based on policy changes, Specific Plan implementation, General Plan Updates, and changes from State Law. Conducts public outreach and brings through public hearing process to the Planning Commission and the City Council.

Planning Code Interpretation
Process determination requests by interpreting the application of the Planning Code to a site or a proposed project, as well as interpreting areas of the Planning Code that may be unclear or contradictory.

Records Unit
Track and respond to requests for records managed and/or maintained by the Department; Issuance of re-roofing and insulation certificates; Responses to subpoenas; Management of physical and digital records; Research and preparation of 3R Reports (Report of Residential Record)

Specific Plans
Manage the creation of Specific Plans and Environmental Impact Reports (EIR) that implement the General Plan by providing a special set of development standards applied to a particular geographic area. Specific Plans that have been adopted to date include: 1) Central Estuary, 2) Lake Merritt, 3) Broadway Valdez, 4) West Oakland, 5) Coliseum, and 5) Downtown Oakland Specific Plans.

Zoning Map Amendments
Recommend changes to the city zoning map based on General Plan amendments, Specific Plans, and policy changes. Conducts public outreach and brings through public hearing process to the Planning Commission and the City Council.

Digital Division
Maintain the City's enterprise permitting system Accela and other IT assets on behalf of the department.

Review and Process California Environmental Quality Act (CEQA) & National Environmental Preservation Act (NEPA) Documents Serve as lead agency on the preparation of CEQA documents for City projects and NEPA documents for City projects requiring federal funding in accordance will all laws.

552

Department Measures
Service Name Unit of Measure FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Building Bureau - Answer General
Building Code Questions from the Public
Average # of hours to
respond via email/phone 0 36 48 48
Building Bureau - Plan Review # of days to complete plan checks 17 22 30 30
Business Licenses Review Average # of days to issue
license 14 29 6 1
Cashiering Unit Average # of days to issue
refunds 35.41 44.27 45 45
Large Development Projects Entitlements Average # of days to close conditional use permits 331 291 290 290
Livable Neighborhood Code Enforcement
Average # of days to
complete an initial
inspection

5.5 4.87 6 5
Permit Center Average # of days for
permit issuance 38.5 26.5 26 26
Records Unit # of days for initial
response and completion 7.32 3.3 5 6
Review and Process Applications % of permits issued 69 86 90 90 Zoning Entitlements (Larger Projects) Average # of days to issuance 273 245 240 240
Zoning Entitlements (Smaller Projects) Average # of days it takes to conduct the review 63 52.5 32.5 32.5
553

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Bureau of Operations & Administration
The Bureau of Operations & Administration manages the department’s permitting counter and provides department oversight and support services for policy development, human resource planning, operations management and training, accounting, budget development, fiscal and grants management, information technology systems and support, agenda management, records cataloging, archive retrieval and contract administration. This Bureau ensures that the department meets its obligations and complies with federal, state, and local laws including labor and public records laws, financial management, and auditing.

Development Permitting
This departmental function: 1) assists permit applicants, such as builders, property owners, architects, engineers, and realtors in processing appropriate construction permits; 2) collects fees related to buildings and infrastructure; and 3) provides customers with support in interpreting the municipal codes.

Bureau of Planning
The Bureau of Planning develops plans and reviews developments that embrace the three principles of environment, economy and equity for residents, workers, businesses and property owners and that guide the creation of projects, programs and services to improve the physical landscape and economic environment of the Oakland community.

General Plan & Strategic Analysis
This departmental function is responsible for preparing and updating land-use plans, policies and regulations, including the Oakland General Plan, Specific Plans for various neighborhoods, and the zoning regulations.

Zoning & Development Planning
This program provides information to the public on zoning regulations and reviews development applications for proposed land use entitlements. Development applications fall into three main categories: 1) major cases, which are reviewed by the Planning Commission; 2) administrative cases decided by the Zoning Manager after public notice and comments; and 3) small project design review cases decided by staff at the zoning counter. The program also supports the City’s Historic Preservation Program, including maintaining a library/archive and citywide database on historic properties and providing information to the public about historic properties.

Bureau of Building
The Bureau of Building provides services for building-related activities, including Code Enforcement, Inspections, Permits, and Plan Reviews.

Engineering & Architectural Plan Approval
This departmental function assists permit applicants, such as builders, property owners, architects, engineers, and realtors in understanding and processing appropriate construction permits related to buildings and infrastructure with applicable state health and safety codes, regional environmental regulations, and city development and land 554
subdivision ordinances.

Inspections
This departmental function assures conformance of permitted construction with the California Building, Electrical, Plumbing, and Mechanical Codes, and the Oakland Municipal Code regulating the construction of residential and non-residential buildings and structures, private infrastructure, and earthwork.

Livable Neighborhood / Code Enforcement Services
This departmental function enforces the California Housing Law and the Oakland Municipal Code regulating the maintenance of buildings and properties.

PUBLIC WORKS
Mission Statement
Oakland Public Works is dedicated to you! We strive to maintain, improve and preserve Oakland’s infrastructure and environment for the residents, businesses, visitors and future generations of every neighborhood in our diverse city.

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

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Restorations
Strengthens the City’s capacity to support supporting proactive and rapid response illegal dumping removal efforts though $1.1 million in overtime funding focused on hotspot corridors, major arterials, and key thoroughfares throughout the City of Oakland.

Equity Consideration: Illegal Dumping crews are responsible for removing illegally dumped materials from public property, supporting special events, and cleaning homeless encampments on public property and within parks. Illegal dumping disproportionately impacts marginalized, underserved, and minority communities that historically have not received an equitable share of public works resources. These resources help target and expand cleanup efforts in the areas most severely affected by illegal dumping.

1. Restores 1.0 FTE Capital Improvement Project Coordinator. This position manages the planning, coordination, and execution of bond funded capital improvement projects citywide.

Equity Consideration: The duties of this position aid in providing capital improvements in underserved areas and follow the City's CIP Prioritization Model where equity is considered by identifying projects that address social and economic disparities.

2. Restores 1.0 FTE Pool Technician and freezes 0.50 FTE Pool Technician, PPT. These positions are responsible for maintenance at the City's pool facilities.

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

3. Restores 2.0 FTE Heavy Equipment Mechanic in the Sewer Division. These positions will restore the capacity needed to repair trucks and equipment in a timely manner, ensuring that citywide services and emergency response operations remain reliable and uninterrupted.

Equity Consideration: 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.

4. Restores 1.0 FTE Environmental Enforcement Officer. This position is part of the Environmental Enforcement Officer (EEO) Program, which conducts patrols and surveillance to address illegal dumping, blight, and nuisance crimes. The program performs public outreach, issues citations, investigates violations, coordinates with appropriate authorities, and participates in City and community events focused on illegal dumping and blight reduction.

Equity Consideration: This position will support the City’s efforts to reduce illegal dumping in Oakland’s historically disadvantaged communities.

5. Restores 1.0 FTE Watershed Program Supervisor within the Watershed Division of the Bureau of Design & Construction. This position assists with the analysis of municipal stormwater programs and services, as well as stormwater capital improvement projects.

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

6. Appropriates an additional $2.0 million necessary to support the existing security contract in the Facilities Services Division, where prior budget levels have not been sufficient to sustain current operations. The funding support security staffing hours and coverage at facilities citywide to improve safety, deter nuisance activity, and support safer City operations.

Equity Consideration: The proposed funding supports security officer coverage to help protect the safety of the public and property at City facilities. Thus, providing safe access, screening, and security of facilities to a diverse array of visitors and employees

7. Restores $1.3 million in additional O&M for the Equipment Division to budget ongoing activities to align with current repair and maintenance needs.

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

8. Restores $800,000 in O&M in sewer funds for compliance and penalty related activities.

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

9. F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 556

Reductions
Restores $730,000 in O&M for Keep Oakland Clean and Beautiful. These funds will restore equipment and service hours dedicated to city beautification efforts, including street sweeping, illegal dumping cleanup, and litter and graffiti removal.

10. Supports a citywide public facilities maintenance assessment through a $500,000 investment to evaluate the condition of City facilities, identify needed repairs, estimate maintenance and capital costs, and prioritize future maintenance needs. The assessment improves planning for deferred maintenance needs and helps extend the useful life of City facilities.

Equity Consideration: Improved understanding of facility conditions may help the City identify disparities in infrastructure needs and support continued access to public facilities relied upon by Oakland residents, employees and community organizations.

11. Freezes 3.28 FTE Park Attendant, PT. These positions are part of the gardening staff responsible for maintaining city-wide landscaping and performing grounds maintenance duties (parks, medians, and other facilities).

Equity Consideration: The proposed staffing reductions may disproportionately impact underserved neighborhoods who rely on landscape maintenance and litter abatement services.

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

Fund  Change  Description  Job Title and Class  FY26-27 FTE Change  FY26-27 $ Change ($)  FD_1010 O&M Add O&M for Public Facilities Maintenance Assessment in Administration 500,000.00 FD_1710 O&M Add O&M in Environmental Services 158,161.00 FD_1710 O&M Adjust Use of Carryforward to balance Fund in Keep Oakland Clean & Beautiful (267,175.00) FD_1710 Revenue Add Use of Fund Balance in Environmental Services 273,521.00 FD_1710 Transfer Transfer position from FD_1710 to FD_7760 in Keep Oakland Clean & Beautiful Assistant Director, Public Works Agency.… -0.25 (133,165.00) FD_1710 Unfreeze Unfreeze position with use of FB in Environmental Services Environmental Enforcement Oﬃcer 1 209,102.00 FD_1720 O&M Add O&M for Vehicle replacement and acquisition in Citywide Activities 1,000,000.00 FD_1720 O&M Add O&M in Keep Oakland Clean & Beautiful 149,109.00 FD_1720 O&M Add O&M in Keep Oakland Clean & Beautiful 874,163.00 FD_1720 O&M Reduce O&M in Keep Oakland Clean & Beautiful (286,784.00) FD_1720 Revenue Add Revenue by CPI in Keep Oakland Clean & Beautiful 719,644.00 FD_1720 Revenue Eliminate Use of Fund Balance in Parks, Grounds & Medians Maintenance (1,187,316.00) FD_1720 Transfer Transfer position from FD_ 1720 to FD_ 2244 in Parks, Grounds & Medians Mainte… Park Attendant, PPT.SS157 -1 (134,923.00) 557
Please refer to the full list of Significant Budgetary Changes by Department on page 42.

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

0.0 50.0M
100.0M
150.0M
200.0M
-50.0M
Dollars
General Funds
Special Revenue Funds
Enterprise Funds
Internal Service Funds
Capital Project Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
       
 
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed General Funds
General Fund: General Purpose $1,542,252 $792,108 $805,587 $1,329,020 Measure HH (SSBDT) $10,543 $0 $0 $0
Self Insurance Liability $164,856 $3,148,100 $4,408,628 $4,405,263 Worker's Compensation Insurance Claims $471,594 $423,019 $420,494 $436,036 Recycling Program $5,411,235 $6,998,192 $7,285,051 $7,662,565 Comprehensive Clean-up $19,627,781 $25,994,238 $25,299,754 $24,803,687 GENERAL FUNDS TOTAL $27,228,261 $37,355,657 $38,219,514 $38,636,571 Special Revenue Funds
FEMA Declarations $1,953,979 $0 $0 $0
Department of Agriculture $107,239 $0 $0 $0
HUD-CDBG $0 $0 $0 $0
Department of Transportation $634,448 $0 $0 $0
Environmental Protection Agency $49,622 $0 $0 $0
California Parks and Recreation $353,633 $0 $0 $0
California Department of Conservation $135,117 $0 $0 $0 California Department of Transportation $1,233,850 $0 $0 $0 California State Emergency Services $187,263 $0 $0 $0
California Library Services $68,612 $0 $0 $0
California Integrated Waste Management Board $615,996 $0 $0 $0 State of California Other $446,743 $0 $0 $0
Metro Transportation Com: TDA $312 $0 $0 $0
Alameda County: Source Reduction & Recycling $8,814 $0 $0 $0 558
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed ACTC Reimbursable Grants $240,987 $0 $0 $0
Measure BB - Local Streets and Roads $2,331,547 $2,978,832 $3,133,904 $3,233,010 Measure BB - Bike and Pedestrian $198,137 $0 $0 $0
Gas Tax RMRA $0 $3,150 $3,170 $3,294
Meas. Q-Library Services Retention & Enhancement $220,254 $208,828 $207,786 $213,348 Meas. D - Parcel Tax for Library Services $148,195 $171,740 $170,505 $175,359 Meas. Q- Parks & Recreation Preservation $27,293,415 $23,507,020 $25,260,409 $29,191,379 Measure MM - Wildfire Protection Zone $0 $2,347,664 $2,420,872 $1,423,951 Meas. WW: East Bay Regional Parks District Local Grant -$8,287 $0 $0 $0 Vacant Property Tax Act Fund $4,695,447 $5,347,937 $5,289,016 $5,737,134 Lighting and Landscape Assessment District $1,885,301 $4,557,804 $5,098,631 $5,273,065 Wood Street Community Facilities District $86,502 $91,741 $96,244 $96,244 Gateway Industrial Park $311,723 $1,277,045 $1,276,959 $1,276,959 Brooklyn Basin Public Services $106,017 $502,382 $502,382 $502,382 Development Service Fund $2,034,227 $2,733,837 $2,733,525 $2,838,113 Excess Litter Fee Fund $11,501 $0 $0 $905,297
Transportation Impact Fee $59,526 $0 $0 $0
Capital Improvements Impact Fee Fund $208,834 $0 $0 $0
Public Works Grants $334,813 $280,000 $280,000 $320,000 Miscellaneous Grants $48,636 $0 $0 $0
SPECIAL REVENUE FUNDS TOTAL $46,002,403 $44,007,980 $46,473,403 $51,189,535 Enterprise Funds
Sewer Service Fund $36,881,174 $41,702,486 $41,864,120 $44,009,129 ENTERPRISE FUNDS TOTAL $36,881,174 $41,702,486 $41,864,120 $44,009,129 Internal Service Funds
Equipment $35,597,631 $25,658,025 $25,830,114 $29,064,831 City Facilities $47,283,468 $48,079,752 $47,987,500 $51,886,743 INTERNAL SERVICE FUNDS TOTAL $82,881,099 $73,737,777 $73,817,614 $80,951,574 Capital Project Funds
Meas. DD: 2003A Clean Water,Safe Parks & Open Space
Trust $12 $0 $0 $0
Meas. DD: 2009B Clean Water,Safe Parks & Open Space
Trust $443,558 $0 $0 $0
Meas. DD: 2017C Clean Water, Safe Parks & Open Space
Trust $100,221 $0 $0 $0
Meas. KK: Infrastructure Series 2020B-1 (Tax Exempt) $1,339,090 $0 $0 $0 Meas. KK: Infrastructure 2022 $1,661,576 $0 $0 $0
Measure KK: Series 2023 GOB $526,314 $0 $0 $0
Measure U: Affordable Housing Infrastructure and GOB $167,137 $0 $0 $0 Capital Reserves $63,087 $0 $0 $0
Central District: TA Bonds Series 2006T $77,469 $0 $0 $0 Central City East Projects -$43,601 $0 $0 $0
Central City East TA Bonds Series 2006A-T (Taxable) $43,601 $0 $0 $0 Coliseum: TA Bonds Series 2006B-T (Taxable) $13,016 $0 $0 $0 CAPITAL PROJECT FUNDS TOTAL $4,391,480 $0 $0 $0
Fiduciary Funds/Trust & Agency Funds
Grant Clearing -$5,035,976 $479,588 $476,367 $220,945
FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL -$5,035,976 $479,588 $476,367 $220,945 TOTAL $192,348,441 $197,283,488 $200,851,018 $215,007,754 Expenditures By Category
559
Broken down by
Expenses Public Works
Visualization
Personnel & Overhead
$145,973,285 (50.4%)
Operations & Maintenance
$77,831, 186 (26.9%)
Internal Services
$26,315,213 (9. 1%)
Capital
$2, 151,321 (0.7%)
Debt & Other
$37,263,251 (12.9%)
Transfers
$0 (0.0%)
FY26-27-MidcycleFY26-27-Midcycle
ProposedProposed
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Transfers
Sort By Chart of Accounts 
         
Expenditures By Bureau/Division
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Operations & Administration $12,359,276 $18,112,779 $17,880,672 $18,845,579 Planning Bureau $11,198,433 $15,885,916 $16,016,224 $16,266,530 Building Bureau $22,587,664 $28,174,019 $28,491,859 $28,477,368 TOTAL $46,145,373 $62,172,714 $62,388,755 $63,589,477
560

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

0.0 100.0
200.0
300.0
400.0
500.0
600.0
FTE
Bureau of Administration
Bureau of Design & Constru…
Bureau of Environment
Bureau of Maintenance & In…
Sort A to Z 
       
 
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Bureau of Administration 35.72 35.72 36.72
Bureau of Design & Construction 83.5 86.5 88.5
Bureau of Maintenance & Internal Svs. 274.59 274.59 280.09 Bureau of Environment 245.59 245.59 243.31
TOTAL 639.4 642.4 648.62
Authorized Positions By Classification
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Account Clerk II 1 1 1
Account Clerk III 3 3 3
Accountant II 2 2 2
Accountant III 2 2 2
Administrative Analyst I 1 1 1
Administrative Analyst II 15 15 16
Administrative Assistant I 3 3 3
Administrative Assistant II 6 6 6
Administrative Services Manager I 3 3 4
Administrative Services Manager II 1 1 1
Arboricultural Inspector 3 3 3
561
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Assist Director, Pub Works Agency 4 4 4
Assistant to the Director 1 1 1
Auto Equipment Mechanic 10 10 10
Auto Equipment Service Worker 3 3 3
Budget & Grants Administrator 1 1 1
Business Analyst II 2 2 2
Business Analyst III 4 4 4
Capital Imp Proj Coord, Asst 1 1 1
Capital Improvement Project Coor 8 8 10
Carpenter 5 5 5
Clean Community Supervisor 1 1 0
Construction & Maintenance Mechanic 8 8 8
Construction & Maintenance Supv I 2 2 2
Construction Inspector (Field) 6 6 6
Construction Inspector Sup (Field) 1 1 1
Construction Inspector, Sr (Field) 1 1 1
Construction Inspector, Sup II 1 1 1
Custodial Services Supervisor I 4 4 4
Custodian 52 52 52
Custodian Supervisor 1 1 1
Custodian, PPT 3 3 3
Custodian, PT 15.54 15.54 15.54
Director of Public Works 0 0 1
Drafting Technician, Int (Office) 1 1 1
Drafting/Design Technician, Sr 1 1 1
Electrical Engineer II 1 1 1
Electrician 1 1 1
Electrician Leader 1 1 1
Engineer, Assistant II (Office) 18 18 18
Engineer, Civil (Field) 3 3 3
Engineer, Civil (Office) 9 9 9
Engineer, Civil Principal 2 2 2
Engineer, Civil Supervising (Field) 1 1 1
Engineer, Civil Supv (Office) 6 6 6
Environment Svcs Analyst, Asst 2 2 2
Environmental Enforcement Officer 7 7 8
Environmental Program Specialist 3 3 3
Environmental Program Supervisor 1 1 1
Equipment Body Repair Worker 3 3 3
Equipment Parts Technician 4 4 4
Equipment Services Superintendent 1 1 1
Equipment Supervisor 2 2 2
Exec Asst to the Director 1 1 1
Facilities Complex Manager 2 2 2
Facility Security Assistant, PPT 0.8 0.8 0.8
Fleet Compliance Coordinator 1 1 1
Fleet Specialist 1 1 1
Gardener Crew Leader 28 28 28
Gardener II 33 33 33
Heavy Equipment Mechanic 16 16 18
Heavy Equipment Operator 4 4 4
Heavy Equipment Service Worker 3 3 5
Heavy Equipment Supervisor 2 2 2
562
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Irrigation Repair Specialist 2 2 2
Maintenance Mechanic 2 2 2
Management Assistant 3 3 2
Manager, Agency Administrative 1 1 1
Manager, Building Services 1 1 1
Manager, Capital Contracts 1 1 1
Manager, Capital Improvement Pgrm 1 1 1
Manager, Environmental Services 1 1 1
Manager, Equipment Services 1 1 1
Manager, Park Services 1 1 1
Manager, Support Services 1 1 1
Manager, Technology Pgm 1 1 1
Office Assistant I, PT 0.22 0.22 0.22
Painter 10 10 10
Park Attendant, PPT 2.7 2.7 1.99
Park Attendant, PT 21.14 21.14 18.57
Park Equipment Operator 7 7 7
Park Supervisor I 7 7 7
Park Supervisor II 2 2 3
Parkland Resources Supervisor 1 1 0
Plumber 3 3 3
Pool Technician 1 1 2
Pool Technician, PPT 0.5 0.5 0
Program Analyst I 2 2 2
Program Analyst II 3 3 3
Program Analyst III 8 9 9
Project Manager 4 6 6
Project Manager II 2 2 2
Public Information Officer I 1 1 1
Public Information Officer II 1 1 1
Public Works Maintenance Worker 52 52 52
Public Works Operations Manager 4 4 4
Public Works Supervisor I 14 14 14
Public Works Supervisor II 5 5 5
Recycling Program Specialist II 5 5 5
Recycling Specialist, Senior 1 1 2
Sewer Maintenance Leader 23 23 23
Sewer Maintenance Planner 1 1 1
Sewer Maintenance Worker 32 32 32
Solid Waste/Recycling Prog Sup 2 2 2
Stationary Engineer 8 8 8
Stationary Engineer, Chief 3 3 3
Street Maintenance Leader 25 25 25
Street Sweeper Operator 17 17 17
Student Trainee, PT 2.5 2.5 2.5
Support Services Supervisor 2 2 2
Training & Public Svcs Admin 1 1 1
Tree Supervisor I 1 1 1
Tree Supervisor II 1 1 1
Tree Trimmer 9 9 9
Tree Trimmer Crew Leader 2 2 2
Tree Worker 2 2 2
Watershed Program Supervisor 1 1 1
563
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE TOTAL 639.4 642.4 648.62
564

Administration
Administration performs internal functions to support department operations, such as Fiscal oversight, Human Resources related functions, on-call contract professional services contracts, grant seeking, and procurement. Business Information and Analysis provides software application support to OPW and the Department of Transportation (DOT). This software such as Cityworks and SeeClickFix, PMWeb, Accela, and others to collect, manage, and analyze data for maintenance management, permitting, and other capital and internal tools. Grants Support Division overseeks the assignment of on-call grant writing professional services to the other bureaus.

BMIS - 311 After Hours Admin
Plan and execute weekend after-hours standby pre-shift and storm prep meetings as needed. Coordinate General and Sewer Standby Supervisor assignment, compile and publish standby rosters for all 6 OPW/DOT after-hours standby crews, provide guidelines and standard operating procedure, and review calls, route the follow up services needed to the appropriate division. Department liaison for OAK311, OPW, OPD, and OFD, and after-hours call routing vendor and contracts. Process after hours claims to third party and board billing to property owners. Perform call audits and reviews, perform quality control of all responses.

Business Information and Analytics Division
The Business Information and Analytics division (BIAD) manages our departments’ data analytics. In close coordination with ITD, BIAD manages Cityworks, SeeClickFix, OPW/DOT implementations of Accela, and ArcGIS. This division also produces reporting used to track compliance and performance metrics.

Capital Contracts Administration
OPW administers a variety of Capital Improvement Project contracts (construction, consultant, and on-call) to support the delivery of the Capital Improvement Program. This division is responsible for implementing processes to ensure City requirements are being met, assists project managers to develop and provide Request for Proposals/Bids (RFP/B) that follow state and city guidelines for solicitations.

CIP Planning, Programming and Management
Oakland Public Works (OPW) supports City departments (OPL, OPRYD, OFD, OPD, DHS) and OPW Divisions (Watershed and Stormwater Management) to plan, program, and manage Capital Improvement Projects. Services include project management and project delivery, CIP programming services to Citywide department.

Communications Division
The Communications Division within Oakland Public Works creates all internal and external communication. They craft the messages that are released to the public regarding upcoming engagement opportunities and project in their area that may require outreach due to disruptions. The division also develops and executes our internal communications strategies to keep OPW employees informed of important information within the department.

Construction Management
OPW manages the construction of all City of Oakland major capital improvement projects. These construction projects are authorized, programed, and funded through the Capital Improvement Program. OPW manages construction progress, payment for construction and/or professional services contracts to ensure compliance of prompt payment and contract compliance policies and oversees staffing and all functions in construction management.

Environmental Services: Environmental Compliance
Administers the City's environmental compliance program that includes environmental site assessments and contamination mitigation, and hazardous material/waste management, oversees the inspections and routine maintenance of the City's fuel storage infrastructure, including related employee training, and obtains and maintains environmental regulatory permits.

Public WorksPublic Works
F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 565
Facility Services
The FSD manages over 300 Facilities which services all City owned properties and provides direct tenant services to a wide variety of client agencies, including custodial services, building engineering, security and access controls, HVAC and air quality monitoring, emergency response and property management. This division is also responsible for preparing new building operating estimates, design and project oversight for all minor maintenance and maintenance related internal and Capital Improvement Projects. In addition, this division is responsible for the maintenance of and operation of underground storage tanks (UST's), emergency generators, HVAC, mechanical, electrical, and plumbing, preventative and routine maintenance, and service requests for the Emergency Operations Center, Oakland Fire Department, the Veterans Building, Oakland Animal Shelter, and various Oakland Public Libraries throughout the City. The Custodial unit is responsible for providing daily custodial services, including cleaning, disinfecting, sanitizing, debris removal and recycling at 26 Recreation and Head Start Centers, 36 sets of outside restrooms, 5 City pools and various parks including Joaquin Miller, Lake Merritt, De Fremery, Mosswood and Arroyo Viejo and tot-lots throughout the City, at the Main Library, African American Museum and Library of Oakland and 16 Branch libraries throughout the City. FSD also administers the security contract and is responsible for providing security and visitor screening services at City facilities, and also assists/supports other departments and OPW divisions with impacts and damages from unhoused individuals/encampments at City locations such as the Civic Center Plaza, Parks, Rec Centers, Libraries, etc.

Fiscal Services Division
The Fiscal Services division processes over 25,000 financial transaction annually, including accounts payable, accounts receivable, reimbursements, Community Facilities Development, Capital Improvement Projects and general ledger/Grant/Project adjustments. They are also responsible for managing the department’s budget from development through implementation and reporting. OPW Financial reporting to internal and external parties.

Fleet & Equipment
OPW owns, operates, and maintains a fleet of 1,800+ vehicles and major pieces of equipment used to provide emergency, health & safety, and mission essential support to the citizens and businesses of Oakland. This equipment directly supports operations for the Fire, Police, Transportation, Public Works, and other city departments. Support staff performs the regulatory compliance reporting, preventative maintenance, mandated inspections, and repairs to ensure the equipment is in safe operating condition for the using Departments and keeping the City’s fleet at a 92% availability rate.

Grant Support Division
New division established in OPW Bureau of Administration to centralize the unique and technical grant seeking and fiscal reporting for the department. The division manages 5 on-call grant writing consultants to assist subject matter expert staff with grant applications.

Human Resources Division
The Human Resources division manages the recruitment, hiring, payroll, separation and employee relations for the department’s personnel. It also manages the disciplinary process for any violations of City policies, procedures, and administrative instructions. This division works hand in hand with Human Resources Management Department (HRMD) and the Employee Relations and Risk Management Divisions.

Illegal Dumping
KOCB Illegal Dumping crews are responsible for remove illegal dumping from public property, provide special event support, and clean homeless encampments on public property and in parks.

Operations Level Grant Funding Identification and Submission Staff identify and write grants for functional areas such as vehicles, facilities, energy management, sewer, storm drain. Staff inform and liaise with the grants unit and potential consultants to apply for and be awarded grants needed to backfill funding due to the budget deficit. This is critical work that cannot be performed by third parties or other City staff lacking knowledge of operational aspects of the bureau.

Regulatory Compliance
OPW is responsible for ensuring that the City follows the Environmental Protection Act's Federal Consent Decree mandates and National Pollutant Discharge Elimination System (NPDES) discharge permit. This unit provides planning, intra-departmental coordination, program development and implementation, and regulatory oversight to ensure the City’s compliance with applicable federal, state, and local regulatory requirements pertaining to the City’s sanitary sewer system. It also provides technical consultation and functional direction to Public Works divisions and departments engaged in planning, reporting, and compliance activities, and coordinates and performs internal auditing and compliance investigations of the City’s sewer system.

Safety & Training Unit
The Safety and Training programs aggressively addresses and improves issues of employee safety and training needs. Reduces worker’s compensation claims, increases the number of employees returning to work, and decreasing the amount of exposure and liability to the city. Activities within the program include training in sound safety and health practices, developing and enforcing safety and health rules, and investigating every accident promptly and thoroughly to determine cause and implement proper measures to prevent recurrence. This program works closely with the City Attorney’s Office, the City’s Risk Management Division and the third-party administrator.

Vegetation Management/ Litter Container
KOCB Vegetation Management crews remove vegetation from public owned lots, pedestrian pathways, hardscaped medians/islands, returns - radiuses at the corner of sidewalks, sidewalks underneath overpasses, roadsides, gutters, and perform day lighting of roadsides and clearance of vegetation causing sight obstructions. Maintain, repair, and replace 1,300 litter containers as needed.

Cost Recovery Services for Substandard, Unsafe, and Unpermitted Construction Staff detect, document, and pursue cost recovery for substandard vendor and utility construction and unsafe and unpermitted construction work. Staff coordinate with internal departments, Fiscal Services, and Risk Management to quantify expenses, establish a claim, and then bill responsible parties through invoicing, property liens, and in some cases subrogation actions.

Environmental Services: Environmental Enforcement Officer Program The Environmental Enforcement Officer Program (EEO) is a patrol and surveillance program assigned to areas for the purpose of removal and enforcement of regulations pertaining to illegal dumping, blight, and nuisance crimes. This program conducts proactive public outreach and issues citations for related violations per state and local regulations, carries out investigations to identify violators and owners of property on which violations occur, and notified to the appropriate authority. This program also attends various City and community-sponsored events to perform outreach and education related to illegal dumping and blight reduction.

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Environmental Services: Recycling Solid Waste
OPW implements the City's Zero Waste Program (ZWP) in accordance with City mandates and regulatory requirements. This program:

Enforces the Zero Waste Program to ensure compliance with minimum service standards and proper recycling of resources (e.g., administration of the Second Unit Exemption Program and Construction & Demolition Recycling Plan reviews); Negotiates and administers the City's Mixed Materials & Organics and Residential Recycling collection services franchise agreements, as well as the program governing non- exclusive franchise agreements for construction & demolition debris collection services; Stands up a commercial recycling non-exclusive franchise system to regulate and administer recycling service for businesses; Collaborates with Bay Area cities and regional organizations (e.g., Pacific Coast Collaborative) to leverage available external resources to effect recycling and resource recovery in Oakland; and
Promotes the City's Zero Waste Program with an active outreach campaign to Oakland residents and businesses and maintenance of a Recycling Hotline.

Environmental Services: Stewardship
OPW promotes and administers the City's Adopt-A-Spot and Adopt-A-Drain Programs to clean and green Oakland. This program manages litter cleanups, habitat restoration, park care projects, public art installation, and large-scale volunteer cleanup events annually including the annual Earth Day, MLK Jr. Day of Service, and Creek to Bay Day cleanup events. This division also administers the Team Oakland summer job training program for Oakland high schoolers and young adults and a Lake Merritt Institute contract for routine Lake Merritt trash maintenance and public education, and provides active outreach to the community to promote greening and beautification initiatives including at the National Night Out, Town Nights, and ad hoc Mayor townhalls.

Graffiti Abatement
KOCB Painters respond to graffiti vandalism in parks, on litter containers, benches, retaining walls, fences, street light poles, and signal boxes located in the public right-of-way.

Oakland strives to remove graffiti containing explicit language within twenty-four (24) hours of notification. Under extenuating circumstances, as a one-time courtesy, the City may abate graffiti on private property.

Homeless Encampment Clean-Up
Specialized team within the Illegal Dumping Unit performing critical clean-up work in accordance with the Encampment Management Team's (EMT's) schedule for homeless encampment closures/ semi-closures and deep cleanings. Encampment Crews work in collaboration with internal departments and external agencies (i.e., OPD, HSD, OFD, DOT, Caltrans, BART, EBRP, etc.) to remediate the impacts to the unsheltered population and restore access to the public right of way. Encampment crews also provide encampments with routine garbage service and post-closure personal property storage services.

Park Services
Park Services provides core functions that ensures safe and well-maintained city parks, trails and open space, and other city owned landscape assets. Functions include landscape, lawn, ballfield, median, and irrigation maintenance, installation, and repair. Park Services also provides maintenance support for OPYRD programs and special events.

Permit Issuance for Temporary Sewer Discharge
OPW administers Temporary Sewer Discharge Permits for projects that wish to pump wastewater into the City's sanitary sewer system.

Permit Issuance for Temporary Storm Drain Discharge
OPW administers Temporary Storm Drain Discharge Permits for projects that wish to pump uncontaminated storm or ground water into the City's storm drain system.

Private Sewer Lateral Program
OPW manages the Private Sewer Lateral Program and provides inspections for Private Sewer Lateral Permits from private residences, distributes notices of abatement to property owners with broken or improper connections, and coordinates with the Sewer Maintenance Division to address public complaints related to private sewer laterals.

Regional Coordination & Participation for Wastewater Collection System OPW coordinates communications, negotiations, and joint planning or activities between the City of Oakland and the EPA/Regional Water Board, Consent Decree Defendants, and community interests.

Sanitary Sewer Design
The Sanitary Sewer Design section responds to public complaints and coordinates the repair of sanitary sewer infrastructure, reviews infrastructure permits, and projects related to development and assesses the sewer mitigation fee for applicants.

Sewer Maintenance
Oakland Public Works (OPW) owns, maintains, and operates the City of Oakland’s Sewer Collection System which includes sewer mains, sewer structures, and pump stations.

Maintenance of Sewer Collection System includes reducing sewer overflows; televise, inspect, and clean sewers; inspect and maintain sewer pump stations; and inspect and replace sewer maintenance hole covers.

Special Event Setup and Support
KOCB provides support and setup for citywide special events. Staff are tasked with delivery and setup of traffic control devices and barricades to support recurring annual community events such as Laurel Street Faire, Octoberfest, Pride parade, etc. Staff also provide pickup and disposal of materials for Creek to Bay Day, Community Volunteer events etc. Lastly, KOCB staff are enlisted to provide transportation (ie. buses) for internal special events.

Street Sweeping
Keep Oakland Clean & Beautiful (KOCB) Street Sweeping division provides street sweeping service in residential and commercial areas seven (7) days a week. Residential street sweeping - Monday through Friday from 9:00 a.m. to 3:30 p.m. Commercial street sweeping - Monday through Sunday from 11:00 p.m. to 7:30 a.m.

Storm Drain and Drainage Services
Oakland Public Works (OPW) owns, maintains, and operates the City of Oakland’s Storm Drainage Collection System which includes 13,615 inlets and 468 Miles of stormwater pipes, Storm Drainage Inspects and Maintains 8 storm water pump stations twice per month, we perform board-ups during regular working hours, Maintain 170 Miles of creek areas per year, Inspect and clean 10,000 liner feet of V- ditches per year, Inspect and clean 133 Weirs per year, Hydro flush and CCTV storm mains to reduce flooding in the City Of Oakland, Inspect and clean 183 trash collection devices twice per year, Inspect and clean 10 CDS units (Full trash capture units) twice per year, We perform 10 pipe repair per year.

Tree Services
Tree Services manages the City's urban forest by prioritizing tree work such as hazardous tree removal in the public right of way and parks, tree permitting for removal for non- development and development permits, tree planting/ pruning, and stump grinding and removal. 567

Watershed and Stormwater Management: CIP and Other Project Design and Construction OPW WSM manages stormwater-related capital projects and other design and construction projects including creek and wetland restoration, green stormwater infrastructure, full trash capture, and storm drainage system repairs and improvements.

Watershed and Stormwater Management: Creek Protection Permit Review, Creek Determinations OPW Watershed and Stormwater Management (WSM) implements components of the City of Oakland Creek Protection Ordinance (O.M.C. Chapter 13.16) such as providing review and technical input on Category III and IV Creek Protection Permit applications and CEQA documents and conducting creek determinations. Includes coordination with Planning and Building Department and training of internal and external customers.

Watershed and Stormwater Management: Drainage Issues Engineering Watershed and Stormwater Management Division responds to public inquiries and complaints regarding flooding, drainage issues, and erosion issues where there is a need for engineering services

Watershed and Stormwater Management: Overall Stormwater Permit Compliance OPW Watershed and Stormwater Management (WSM) implements components of the City of Oakland Creek Protection Ordinance (O.M.C. Chapter 13.16) such as responding to, including through enforcement actions, public inquiries regarding erosion, watershed health and resources, non-stormwater discharges to the storm drainage system, creeks, and/or waterways, and other stormwater- or watershed-related matters. WSM also implements and facilitates implementation of the City's Municipal Regional Stormwater NPDES Permit (MRP) (current Order No. is R2-2022-0018) that regulates the discharge of stormwater to the City's storm drain system and includes prescriptive provisions regarding the prevention of non-stormwater discharges and discharge volume limitations. OPW WSM MRP compliance work includes implementing trash load reduction programs, public outreach and education efforts, green stormwater infrastructure planning and implementation, response to illegal discharges to storm drains, pollutants of concern load reduction programs, storm drainage asset management, MRP compliance cost reporting, MRP compliance training and support to other City departments and divisions, and Annual Report facilitation and completion. The business stormwater inspection requirements stormwater permit work is listed as a separate service. WSM also conducts plan review of public and private projects to ensure consistency with the MRP. Internal and external training on stormwater permit compliance. Includes review of Building department demolition permit submittals relating to Polychlorinated Biphenyls controls. Includes interfacing with encampment management team on complaints of encampment impacts to water quality. Includes special projects related to water quality regulations such as the pending Total Maximum Daily Load Alternative for Dissolved Oxygen in Lake Merritt.

Watershed and Stormwater Management: PX Permit and Other Project Review PX Permit and other project and plan review - storm drainage engineering elements and stormwater permit alignment plan review.

Watershed and Stormwater Management: Storm Drainage Master Planning OPW WSM provides storm drainage master planning efforts to inventory, update, and plan management efforts, including seeking sustainable funding, for the City's separate municipal storm drainage system. Watershed Division is the Asset Manager of the storm drainage system.

Watershed and Stormwater Management: Stormwater Permit Compliance Business Inspection Implement Business Stormwater Inspection Program to comply with Provision C.4 of the Municipal Regional Permit. Includes managing consultant task order and inspectors; inspection of complex sites, Oakland Municipal Code enforcement; invoicing, Accela and mobile app improvements; training; coordination with outside regulatory agencies. 568

Department Measures
Service Name Unit of Measure FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
CIP Planning, Programming and
Management
# of CIP projects moved
into closeout phase 0 8 14 15
Construction Management # of CIP projects
construction completed 15 41 24 40
Environmental Services: Environmental
Enforcement Officer Program # of incidents/cases issued 6 8 10 12 Environmental Services: Recycling Solid
Waste
# of tons of recyclable
materials collected 3,463 3,150 3,150 3,150
Environmental Services: Stewardship # of volunteers 1,043 1,045 1,060 1,080 Homeless Encampment Clean-Up
# of material tons
collected from
encampment cleanups
1,500 1,600 1,600 1,600
Illegal Dumping # of tonnage waste
delivered 39,989 30,500 39,000 39,000
Park Services # of special project/park
beatification support hours 145 145 148 0
Permit Issuance for Temporary Sewer
Discharge
% of permits completed
and issued 100 100 100 100
Permit Issuance for Temporary Storm
Drain Discharge
# of completed temporary
storm drain discharge
permits
0 1 3 2
Private Sewer Lateral Program # of sewer lateral cases
closed 1,700 1,860 1,860 1,700
Regional Coordination & Participation for
Wastewater Collection System
# of average days to
respond to
intra/interagency
communications
5 5 5 5
Regional Coordination & Participation for
Wastewater Collection System
% of wastewater reports
responded to on time (per
deadline or within 1â€“5
days)
0 78 95 98
Regulatory Compliance # of sewer overflows 81 60 55 50
Regulatory Compliance # of sewer spills 81 104 83 75
Sewer Maintenance
# of sewer overflow and
city main sewer lines
cleaning related work
orders
0 95 95 95
Sewer Maintenance % of footage for sewer
lines cleaning and CCTV 95 95 95 95
Special Event Setup and Support # of special event work orders completed 5 5 5 4
Street Sweeping # of missed street
sweeping routes 0 0 0 0
Tree Services # of tree related work
orders completed 138 130 130 0
Vegetation Management/ Litter Container
# of vegetation
management/litter
container work orders
completed
332 253 200 200
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Service Name Unit of Measure FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Watershed and Stormwater
Management/CIP and other project
design and construction
# of capital improvement
programs and unplanned
storm drainage
rehabilitation/replacement
projects substantially
completed
0 3 2 1
Watershed and Stormwater
Management/Creek Protection Permit
Review, Creek Determinations
# of creek protection
permits approved 0 31 30 30
Watershed and Stormwater
Management/Drainage issues engineering
# of drainage requests
closed 101 63 60 60

ORGANIZATIONAL CHART

BUREAUS/DIVISIONS
Bureau of Administration
Administration supports the Public Works core functions by providing management, administration, fiscal services, human resources support, business and information analysis, safety program, regulatory compliance, and public information.

Fiscal Services Division
The Fiscal Services division processes over 25,000 financial transaction annually, including accounts payable, accounts receivable, reimbursements, and general ledger adjustments. They are also responsible for managing the department’s budget from development through implementation and reporting.

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Communications Division
The Communications Division within Oakland Public Works creates all internal and external communication. They craft the messages that are released to the public regarding upcoming engagement opportunities and project in their area that may require outreach due to disruptions. The division also develops and executes our internal communications strategies to keep OPW employees informed of important information within the department.

Regulatory Compliance
This unit provides planning, intra-departmental coordination, program development and implementation, and regulatory oversight to ensure the City’s compliance with applicable federal, state, and local regulatory requirements pertaining to the City’s sanitary sewer system. It also provides technical consultation and functional direction to Public Works divisions and departments engaged in planning, reporting, and compliance activities, and coordinates and performs internal auditing and compliance investigations of the City’s sewer system.Bureau of Design and Construction The Bureau provides project management, construction management, capital contracts, and design services for the City’s Capital Improvement Program (CIP). The CIP focuses on Capital Improvements to the City’s critical infrastructure in six asset categories, Buildings & Facilities, Parks & Open Space, Transportation, Sanitary Sewers & Wastewater, Storm Drains & Watershed and Technology. The Bureau also support other City Departments (Library, Parks and Recreation, Fire, Police, etc.) as liaisons for the Capital Improvement Program and project implementation. The Bureau also focuses on providing infrastructure engineering and infrastructure management support of stormwater and sewer facilities. The function also ensures regulatory compliance with Federal, State, and Local Agencies for Sewer, Stormwater, and Watershed through reporting and interactions with regulators.

Wastewater Engineering Management Division
The City of Oakland has 934 miles of City-owned and operated sanitary sewer pipes, seven pump stations, and over 28,554 manholes and structures. Most of Oakland’s sewer system is greater than 50 years old. During wet-weather events, sewer flows are significantly increased due to infiltration and inflow (I/I) of storm water into the sanitary sewer system. The Sewer Service Charge that is collected from all properties pays for the operating and capital expenses incurred to maintain the system. The sanitary sewer collection system is a network of pipes, manholes, clean-outs, pump stations, and other structures used to collect residential, commercial, and industrial wastewater, and transport it to the East Bay Municipal Utility (EBMUD) treatment facility. The City of Oakland’s sanitary sewer system is a collection system only. Sewage treatment and disposal occurs at the EBMUD Treatment Facility near the Bay Bridge and two other facilities; Oakport Wet-Weather Facility and San Antonio Creek Wet-Weather Facility.

Watershed & Stormwater Management Division
The City’s storm water infrastructure includes more than 402 miles of pipe that range from 6” to 98” in diameter, including trash collection devices such as Vortex Units, 15,000 structures, and over 80 miles of open creek. The majority of the City’s storm water infrastructure was constructed over 80 years ago. Since that time, very little to no upgrading of the system has taken place. Much of the system has long suffered from inadequate resources leading to increasing instances of flooding, erosion, and property damage.

Additionally, the City of Oakland is subject to storm water quality regulations (Municipal Regional Permit - MRP) that mandates the City implement numerous programs including : New development and redevelopment permitting and enforcement, Industrial and commercial site inspections, enforcement, and control, Illicit discharge detection and elimination, Construction site inspections, enforcement, and controls, Public information and outreach, Water quality monitoring, Trash load reduction, Mercury, PCBs, copper and legacy pesticide, PBDE, and selenium controls and Development of plans for implementation of green infrastructure. Watershed and Stormwater Management (WSM) implements components of the City of Oakland Creek Protection Ordinance (O.M.C. Chapter 13.16) such as responding to, including through enforcement actions, public inquiries regarding erosion, watershed health and resources, non-stormwater discharges to the storm drainage system, creeks, and/or waterways, and other stormwater- or watershed-related matters. WSM also implements and facilitates implementation of the City's Municipal Regional Stormwater NPDES Permit (MRP) (current Order No. is R2- 2022-0018) that regulates the discharge of stormwater to the City's storm drain system and includes prescriptive provisions regarding the prevention of non-stormwater discharges and discharge volume limitations. OPW WSM MRP compliance work includes implementing trash load reduction programs, public outreach and education efforts, green stormwater infrastructure planning and implementation, response to illegal discharges to storm drains, pollutants of concern load reduction programs, storm drainage asset management, MRP compliance cost reporting, MRP compliance training and support to other City departments and divisions, and Annual Report facilitation and completion.

Capital Contract Services Division
Capital Contracts administers the execution and solicitation of a variety of Capital Improvement Project Contracts (construction, consultant, and on-call) to support the delivery the Capital Improvement Program. In this current budget cycle, the division has processed approximately 275 unique contracts and task orders equating to $122M in contracting.

This division is responsible for implementing processes to ensure Federal, State, and Local requirements are being met for contracting. They also administer the development and solicitation of RFP/RFQs and bidding and awarding of construction contracts.

Construction Management Division
The division manages the construction of all the City’s major Capital Improvement Projects These construction projects are authorized, programed, and funded through the Capital Improvement Program. Construction management manages construction progress, payment for construction and/or professional services contracts to ensure compliance of prompt payment and contract compliance policies and oversees staffing and all functions in construction management.

Project and Grants Management Division
The staff implements and manages capital improvement projects in support of all City departments. Capital projects span across many types of improvements including buildings/facilities (i.e. libraries, police and fire facilities, recreation centers, pools, etc.), parks and open spaces, and sport fields. Capital projects are implemented in accordance with all applicable codes, ordinances, and policies such as the City’s planning policies, building codes, Green Building/LEED policy, Bay Friendly Landscape policy, ADA standards, and environmental and sustainability programs. Grant Management involves the identification of grant opportunities, preparation of grant applications, implementation of grant programs, fund reimbursement, and all other tasks necessary to meet the standards and conditions of various funding agencies. Capital project fund sources vary from State Park grant programs, local fund measures such as Measure WW East Bay Regional Park Bond, Measure DD City of Oakland bond, Measure KK City of Oakland Infrastructure Bond and partnerships with non-profit organizations.
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Bureau of Maintenance & Internal Services
Facilities Services Division
Through the Facilities Services Division (FSD), Oakland Public Works provides custodial services, security, preventative and general maintenance to approximately 300 City- owned buildings (estimated 2.5 million square feet) ranging in size from the Police Administration Building (147,900 sq. ft.) to the FROG Park restroom (40 sq. ft.). FSD has also served as the lead in managing the City’s efforts to secure PPE and supplies, sanitize City vehicles and facilities, and otherwise ensure safe and healthy working environments in response to the COVID-19 pandemic. In Fiscal Year 2019-2020 Council allocated $1.25 million in Minor Capital Improvement Project (MCIP) funding for minor capital improvement repairs, which has recently been reduced to $1.0 million, This funding is used to perform proactive building maintenance, i.e., roofing replacement and repairs, facility painting, repair and replacement of building HVAC systems equipment, electrical upgrades and other required maintenance on all City-owned facilities that exceeds normal routine maintenance covered through O&M. The current backlog of unperformed MCIP projects and repair needs at City Facilities for each year is estimated at $2.5 - $3M and the reduction of MCIP funds is expected to escalate the backlog accumulation. This will result in further decline of facility conditions and likely result in more costly repairs in the future.

Equipment Services Division
The City of Oakland owns and operates over 1,800 vehicles and major pieces of equipment used to provide emergency, health and safety, and mission essential support to the citizens and businesses of Oakland. This equipment directly supports operations for the Fire, Police, Transportation, Public Works, and other city departments. Support staff performs the regulatory compliance reporting, preventative maintenance, mandated inspections, and repairs to ensure the equipment is in safe operating condition for the using Departments and keeping the City’s fleet at a 92% availability rate.

Sanitary Sewer & Drainage Maintenance Division
The City of Oakland operates and maintains a Sanitary Sewer System consisting of 934 miles of City-owned and operated sewer pipes, eleven pump stations, and over 28,554 manholes and other structures. The sanitary sewer collection system is the network of pipes, manholes, clean-outs, pump stations, and other structures used to collect residential, commercial, and industrial wastewater, and transport it to the East Bay Municipal Utility (EBMUD) treatment facility and is maintained and repaired by the Sewer Maintenance Division. Most of Oakland’s sewer system is greater than 50 years old. During wet-weather events, sewer flows are significantly increased due to infiltration and inflow (I/I) of storm water into the sanitary sewer system leading to sewer spills. Conditions such as ground movement, tree root intrusion, quality of material, and other factors can also cause sewer spills and significantly decrease the service-life of sewer pipes and manholes. The Sewer Maintenance Division responds to and remediates sewer spills, clears obstructions in the sewer system, and cleans, inspects, and performs preventive maintenance and minor repairs to the sanitary sewer system. In 2014, the City and the US EPA, along with other East Bay communities, agreed on a landmark 22-year sewer consent decree requiring at a minimum that the entire system is cleaned on a five year cycle (with annual progress check-ins and reporting) and the entire system is inspected with CCTV equipment on a 10 year cycle (with annual progress check-ins and reporting) with the stated goals of reducing sanitary sewer overflows and decreasing wet-weather flows into EBMUD facilities.

Bureau of Environment
Keep Oakland Clean & Beautiful
The Keep Oakland Clean and Beautiful program maintains and enhances the cleanliness, health, and appearance of City streets and neighborhoods. Activities include more than 31,000 annual requests for removal of illegal dumping; abatement of over 100 homeless encampments annually; removal of 800,000 sq. ft. of graffiti; support for volunteer cleanup and beautification events; special events support; and street sweeping of 614 routes monthly to improve the quality of life for Oakland residents and comply with Clean Water regulations.

Parks and Tree Services
Oakland Public Works provides landscape maintenance, litter removal for 134 parks and public spaces. This includes two region-serving parks, nine community parks, 53 neighborhood parks, 15 special use parks, 26 athletic fields, plus many mini-parks, linear parks, and public grounds. There are another 1,055 acres of Resource Conservation Area (open space) primarily in the Oakland hills. Approximately 100 landscaped medians and streetscapes are also included in the City's park maintenance responsibility along with grounds at City facilities. Oakland is known for its green tree canopy; the 100-year-old Jack London Oak tree symbolizes our commitment to being a Green City. The urban forest maintained by OPW consists of over 250,000 trees of which 65,000 are street trees (per the 2008 Sidewalk Survey) plus trees found in public parks, medians, streetscapes, and within the street right-of-way; the exact number has not been quantified.

Environmental Services Division
Environmental Services leads OPW efforts in the protection of Oakland’s natural resources and the improvement to health of our community, through programs that focus on energy efficiency and increased use of renewable energy sources, pollution prevention, environmental cleanup and restoration, waste reduction and recycling, and promotion of environmental sustainability. Environmental Services is dedicated to promoting community climate action and enhancing energy efficiency in and maintaining environmental compliance for municipal facilities; conducting environmental assessment and cleanup of open spaces, rights-of-way, waterways and development projects; managing franchise contracts that provide Oakland residences and businesses with weekly trash, compost and recycling services in pursuit of Oakland’s Zero Waste goals; and implementing broad- based sustainability projects throughout the community.

TRANSPORTATION
Mission Statement
Envision, plan, build, operate and maintain a transportation system for the City of Oakland—in partnership with local transit providers and other agencies—and assure safe, equitable, and sustainable access and mobility for residents, businesses, and visitors.

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

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Restorations
Provides convenient and accessible payment options for visitors, residents, and businesses throughout the city by allocating $1.25 million to pay third-party contractors of parking meter mobile payment application services.

Equity Consideration: Mobile parking applications promote equitable access by offering flexible payment options beyond traditional parking meter kiosks. Mobile app payments also offer greater convenience for customers with mobility challenges and support economic activity and transportation throughout the city.

1. Restores inspection response and the capacity to protect the quality of City infrastructure by funding 2.0 FTE Construction Inspectors for half the year. Inspections of utility and real estate development projects help generate economic activity for Oakland.

Equity Consideration: When resources are scarce, retail (i.e., resident) requests tend to suffer. With a restored roster of Construction Inspectors (CI), the City will not have to prioritize which inspection requests will or will not be honored. CI restoration benefits residents, including those in highest priority communities, and small businesses (e.g., restaurants) as well.

2. Restores the capacity to respond to Underground Service Alert's tickets to mark City-owned underground utilities before a contractor, utility company, or private citizen excavates pavement with 1.0 FTE Electrician Helper. This change will provide the much-needed increase in technical support for the Electrician staff. We are required to comply with a State of California decree to respond to USA tickets. Currently, the work is being covered by an understaffed team of Electricians who are overqualified for this work.

Equity Consideration: The Electrician Helper will avail the existing Electrician staff to meet the increasing demand to replace stolen copper wire and repair vandalism which occur disproportionately in equity neighborhoods.

3. Restores outreach and community engagement capacity for capital projects, which is currently underfunded compared to the number of active capital projects, with 2.0 FTE Public Information Officer.

Equity Consideration: Increases near-term ability to provide thorough and equitable public engagement for capital projects.

4. Progresses the City's 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 and maintain ADA compliance, by including over $2 million in O&M. Also, swaps a 1.0 FTE Concrete Finisher for a 1.0 FTE Accountant I to meet the administrative needs of the program.

Equity Consideration: These resources will help to enforce and increase 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.

5. Restores the ability to clean streets by allocating $1.6 million for street sweeping.

Equity Consideration: 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. Low-income, majority People of Color neighborhoods including Chinatown, West Oakland, and San Antonio and Fruitvale are 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).

6. Increases OakDOT’s overtime budget by $100,000 for parking enforcement to cover weekend and overnight enforcement.

Equity Consideration: Consistent enforcement requires resources to respond to diverse needs including weekends, holidays and after hours, supporting safe streets and vibrant neighborhoods. Flatland neighborhoods often have greater enforcement needs and stand to benefit from consistent enforcement.

7. F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 573
Reductions

Other Impacts & Changes
Reduces $447,000 for repair & maintenance contract, mainly used to fix parking meters and purchase parts and replacement meters. Maintenance and repair costs are growing due to increased vandalism. Reducing funding for this account will result in meters not being repaired and replaced, and therefore not being in service and collecting revenue.

Equity Consideration: Delays in repairing meters and purchasing necessary parts may negatively impact equitable access to parking, particularly in commercial areas and underserved communities that rely on parking accessibility and turnover.

1. Reduces appropriations to pay credit card fee expenditures by $300,000. The City is contractually obligated to pay these fees in order to receive revenue from credit card based parking meter and citation payments. Over the last 5 years, OakDOT has spent about $1.3 million annually in bank and credit card fees. With the reduction, enough budget remains sufficient to cover the average annual expense. Should this increase in FY26-27, staff will be constrained to reduce budget in other areas to pay these fees.

Equity Consideration: While the proposed reduction is not expected to affect equity immediately, continued monitoring is necessary to ensure payment processing services remain uninterrupted.

2. Freezes 1.0 FTE City Land Surveyor for 3 months. This position is required to supervise the survey section staff and collaborate with other city departments for preparing legal documents like descriptions and maps needed for property deals, public records, and legal cases. This position is required for ensuring compliance with federal, state, and local laws, regulations, and standards governing land surveying activities, accurately establishing and verifying property lines and boundaries within the city limits.

Equity Consideration: This position is essential for advancing mapping efforts and other legal documentation related to housing development in Oakland that helps to reduce homelessness and provide housing to low-income residents.

3. Freezes 1.0 FTE Supervising Transportation Planner, 1.0 FTE Senior Traffic Engineering Technician, and deletes 1.0 FTE Supervising Transportation Engineer. These positions develop, design, and deliver capital improvement projects, prepare construction plans and specifications, and provide transportation analysis and policy feedback. Currently, there will be limited service impact as most functions are being supported by existing staff. However, capacity to take on new projects with additional grant funds may be limited.

Equity Consideration: There is no discernible equity impact from this action at this time. Although it may decrease long-term project deliver capacity should additional grant funds become available.

4. Realigns staffing classifications by swapping vacant positions for improved administration to maintain the City’s transportation system and assure safe, equitable, and sustainable access and mobility for residents, businesses, and visitors. Adds 1.0 FTE Process Coordinator II and deletes 1.0 FTE Senior Engineering Technician for Right of Way Management. Adds 1.0 FTE Project Manager II and deletes 1.0 FTE Assistant to the Director for Abandoned Auto, Parking Enforcement, and Mobility Management Programs. Adds 1.0 FTE Civil Engineer and deletes 1.0 FTE Electrical Engineer III to design and monitor traffic signal and streetlight operations long overdue for updates.

Adds 1.0 FTE Electrical Supervisor and deletes 1.0 FTE Electrical Construction & Maintenance Planner to increase the needed supervisorial capacity of the unit. Adds 1.0 FTE Program Analyst II and deletes 1.0 FTE School Traffic Safety Supervisor for the 100+ year-old Student Safety Patrol Program. Adds 1.0 FTE Accountant III which is offset by the deletion of 0.5 FTE Accountant III and 0.5 FTE Budget & Grants Administrator, both housed in OPW. This add/delete separates the remaining shared accounting and reporting staff resulting from the separation of OakDOT from OPW.

Equity Consideration: Vacancies in the existing positions continue to put the community at risk. Traffic signal operations need to be designed, monitored, and updated to meet ADA standards. The Student Safety Patrol Program would be significantly reduced or suspended, which could affect elementary schools in underserved communities. An additional Electrical Supervisor will increase the units ability to meet the increasing demand to replace stolen copper wire and repair vandalism which occur disproportionately in equity neighborhoods. With these changes, staff will be able to widen the recruitment pool while still maintaining the capacity to serve Oakland residents.

1. Revenue collection activities related to Parking (e.g. citation payment, meter collection, parking garage operation) is proposed to be transferred from Transportation to Finance, a total of 17.0 FTE across multiple job classifications.

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

2. 574

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

Fund  Change  Description  Job Title and Class  FY26-27 FTE Change  FY26-27 $ Change ($)  FD_1010 Add Add position in Parking and Mobility Management Project Manager II 1 485,180.00 FD_1010 Delete Delete position in Parking and Mobility Management Parking Meter Repair Worker.TR168 -1 (192,118.00) FD_1010 O&M Add O&M for overtime in Parking and Mobility Management 100,000.00 FD_1010 O&M Add O&M for Parking Meter Mobile-Apps in Parking and Mobility Management 1,250,000.00 FD_1010 O&M Add Use of Carryforward in Parking and Mobility Management (600,000.00) FD_1010 O&M Reduce O&M- Bank & Credit Card Fees in Parking and Mobility Management (300,000.00) FD_1010 O&M Reduce O&M- Repair & Maintenance in Parking and Mobility Management (247,000.00) FD_1010 O&M Reduce O&M- Repair & Maintenance in Safe Streets (200,000.00) FD_1010 Revenue Add parking revenue in Parking and Mobility Management 2,133,749.00 FD_1010 Transfer Transfer position from DOT to Finance in Parking and Mobility Management Administrative Services Manager I -0.75 (271,529.00) FD_1010 Transfer Transfer position from DOT to Finance in Parking and Mobility Management Mayor's PSE 14 -1 (264,655.00) FD_1010 Transfer Transfer position from DOT to Finance in Parking and Mobility Management Parking Meter Collection Supervisor -1 (257,653.00) FD_1010 Transfer Transfer position from DOT to Finance in Parking and Mobility Management Parking Meter Collector -2 (321,202.00) 575
Please refer to the full list of Significant Budgetary Changes by Department on page 42.

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

0.0 100.0M
-25.0M

25.0M

50.0M

75.0M
Dollars
General Funds
Special Revenue Funds
Enterprise Funds
Capital Project Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
       
 
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed General Funds
General Fund: General Purpose $20,762,933 $26,195,599 $27,175,505 $28,211,371 Multipurpose Reserve $6,481,198 $6,299,141 $6,294,818 $6,323,250 GENERAL FUNDS TOTAL $27,244,131 $32,494,740 $33,470,323 $34,534,621 Special Revenue Funds
Department of Transportation $757,279 $0 $0 $0
California Parks and Recreation $762 $0 $0 $0
California Department of Transportation $274,452 $0 $0 $0 California Housing and Community Development $0 $0 $0 $0 State of California Other $4,795,238 $0 $0 $0
Metro Transportation Com: TDA $153,767 $0 $0 $0
ACTC Reimbursable Grants $572,471 $0 $0 $0
Measure F - Vehicle Registration Fee $1,780,440 $1,748,288 $1,767,890 $1,807,508 Measure BB - Local Streets and Roads $30,887,455 $29,650,770 $30,345,828 $29,724,396 Measure BB - Bike and Pedestrian $2,861,192 $3,226,880 $3,288,660 $3,385,215 State Gas Tax $11,699,459 $11,987,968 $12,208,761 $12,471,841 Gas Tax RMRA $9,893,024 $11,112,282 $11,243,543 $11,330,504 Meas. Q- Parks & Recreation Preservation $155 $0 $0 $0
Lighting and Landscape Assessment District $2,440,173 $2,590,970 $2,591,290 $2,592,874 Gateway Industrial Park $50,972 $85,741 $85,687 $85,687 Development Service Fund $10,898,423 $14,275,470 $14,218,492 $14,182,050 Traffic Safety Fund $808,848 $1,475,798 $1,759,017 $1,635,947 Transportation Impact Fee $1,386,604 $0 $0 $0
576
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Right of Way Repair and Maintenance Fund $0 $4,223,131 $4,201,378 $6,295,335 Miscellaneous Grants $0 $28,000 $28,000 $28,784
SPECIAL REVENUE FUNDS TOTAL $79,260,714 $80,405,298 $81,738,546 $83,540,141 Enterprise Funds
Sewer Service Fund $1,795,606 $1,674,312 $1,666,831 $1,718,176 ENTERPRISE FUNDS TOTAL $1,795,606 $1,674,312 $1,666,831 $1,718,176 Capital Project Funds
Meas. KK: Infrastructure and Affordable Housing $344,365 $0 $0 $0 Meas. KK: Infrastructure Series 2020B-1 (Tax Exempt) -$72,058 $0 $0 $0 Meas. KK: Infrastructure 2022 $3,254,474 $0 $0 $0
Measure KK: Series 2023 GOB $2,231,582 $0 $0 $0
Coliseum: TA Bonds Series 2006B-T (Taxable) $795 $0 $0 $0 CAPITAL PROJECT FUNDS TOTAL $5,759,158 $0 $0 $0
Fiduciary Funds/Trust & Agency Funds
Grant Clearing -$13,360,551 -$23,702,603 -$21,827,771 -$15,098,253 FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL -$13,360,551 -$23,702,603 -$21,827,771 -$15,098,253 TOTAL $100,699,058 $90,871,747 $95,047,929 $104,694,685 Expenditures By Category
Broken down by
Expenses Transportation
Visualization
Personnel & Overhead
$113,913,394 (53.9%)
Operations & Maintenance
$29,443,320 (13.9%) Internal Services
$13,848,778 (6.6%)
Capital
$140,500 (0. 1%)
Debt & Other
$53,347,569 (25.2%)
Transfers
$696,262 (0.3%)
FY26-27-MidcycleFY26-27-Midcycle
ProposedProposed
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Transfers
Sort By Chart of Accounts 
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Expenditures By Bureau/Division
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Administration -$14,053,116 -$17,642,881 -$15,781,708 -$8,315,118 Complete Streets Infrastructure $2,054 $12,345,290 $12,326,446 $14,778,033 Great Streets Delivery $22,615,180 -$16,849,021 -$15,251,874 -$16,100,111 Streets & Sidewalks $19,696,946 $21,405,151 $21,355,146 $23,354,453 Right of Way $9,337,117 $11,410,479 $11,363,090 $11,629,521 Safe Streets $29,732,215 $37,907,789 $38,017,117 $38,475,306 577
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Parking and Mobility Management $28,727,213 $36,139,935 $36,898,408 $34,218,541 Major Projects $4,641,449 $6,155,005 $6,121,304 $6,654,060 TOTAL $100,699,058 $90,871,747 $95,047,929 $104,694,685

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

0.0 50.0
100.0
150.0
200.0
250.0
300.0
350.0
400.0
FTE
Administration
Complete Streets Infrastru…
Great Streets Delivery
Major Projects
Parking and Mobility Manag…
Right of Way
Safe Streets
Streets & Sidewalks
Sort A to Z 
       
 
578
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Administration 24 24 33
Complete Streets Infrastructure 34 34 30
Great Streets Delivery 46.5 46.5 40
Streets & Sidewalks 73 73 70
Right of Way 28 28 36
Safe Streets 103.9 103.9 104.9
Parking and Mobility Management 112.1 114.1 91.6
Major Projects 15 15 16
TOTAL 436.5 438.5 421.5
Authorized Positions By Classification
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Account Clerk III 2 2 2
Accountant I 0 0 1
Accountant II 1 1 1
Accountant III 3 3 4
Administrative Analyst I 1 1 1
Administrative Analyst II 4 4 5
Administrative Assistant II 3 3 2
Administrative Services Manager I 1 1 0
Administrative Services Manager II 1 1 1
Arboricultural Inspector 2 2 1
Assist Director, Pub Works Agency 2 2 2
Assistant to the Director 3 3 1
Carpenter 1 1 1
Chief of Party 2 2 2
City Land Surveyor 1 1 1
Concrete Finisher 8 8 7
Construction Inspector (Field) 13 13 14
Construction Inspector Sup (Field) 1 1 1
Construction Inspector, Sr (Field) 5 5 5
Construction Inspector, Sup II 1 1 2
Crossing Guard, PPT 2 2 2
Crossing Guard, PT 23.9 23.9 23.9
Director of Transportation 1 1 1
Drafting/Design Technician, Sr 1 1 1
Electrical Const & Maint Planner 1 1 0
Electrical Supervisor 2 2 3
Electrician 10 10 10
Electrician Helper 1 1 2
Electrician Leader 2 2 2
Engineer, Assistant II (Field) 4 4 4
Engineer, Assistant II (Office) 33 33 32
Engineer, Civil (Field) 2 2 2
Engineer, Civil (Office) 12 12 13
Engineer, Civil Principal 1 1 1
Engineer, Civil Supervising (Field) 1 1 1
579
2025-26 Adopted Biennial FTE 2026-27 Adopted Biennial FTE 2026-27 Proposed Midcycle FTE Engineer, Civil Supv (Office) 5 5 6
Engineer, Transportation 16 16 16
Engineer, Transportation Supv 3 3 2
Engineering Intern, PT 2 2 2
Engineering Technician II (Office) 4 4 4
Engineering Technician, Sr (Office) 2 2 1
Exec Asst to the Director 1 1 1
Heavy Equipment Operator 6 6 6
Manager, Support Services 1 1 1
Manager, Transportation 4 4 4
Mayor's PSE 14 1 1 0
Parking Control Technician 63 63 63
Parking Control Technician II 0 0 13
Parking Control Technician, PPT 0.85 0.85 0.85
Parking Control Technician, PT 2.75 2.75 2.75
Parking Enforcement Supervisor I 6 6 6
Parking Enforcement Supervisor II 2 2 2
Parking Meter Collector 2 2 0
Parking Meter Collector Supervisor 1 1 0
Parking Meter Repair Worker 18 18 7
Police Services Technician II 2 2 1
Process Coordinator II 0 0 1
Process Coordinator III 1 1 1
Program Analyst I 3 3 1
Program Analyst II 0 0 1
Program Analyst III 1 1 1
Project Manager 2 2 1
Project Manager II 1 1 2
Public Information Officer I 0 0 2
Public Information Officer II 1 1 1
Public Service Rep, Sr 3 3 0
Public Service Representative 7 9 1
Public Works Maintenance Worker 37 37 37
Public Works Operations Manager 1 1 1
Public Works Supervisor I 8 8 8
Public Works Supervisor II 3 3 3
School Traffic Safety Supervisor 1 1 0
Sign Maintenance Worker 7 7 7
Sign Shop Coordinator 1 1 1
Spatial Data Analyst III 1 1 1
Street Maintenance Leader 18 18 18
Student Trainee, PT 6 6 5
Surveying Technician (Field) 2 2 2
Surveying Technician, Sr (Field) 1 1 1
Traffic Engineering Tech, Senior (O) 1 1 0
Traffic Painter 6 6 6
Traffic Sign Maker 1 1 1
Transportation Planner II 12 12 12
Transportation Planner III 10 10 10
Transportation Planner, Senior 7 7 6
TOTAL 436.5 438.5 421.5
580

Automated Camera Enforcement
AB 645 is a California law that enables Departments of Transprotation to operate a five-year pilot of automated speed enforcement. SB 720 (The Safer Streets Act of 2025) is a California law enacted to modernize red-light camera programs by allowing cities to issue automated civil penalties based on license plates rather than driver photos. It shifts violations from criminal to civil, reduces fines, and redirects revenue to local traffic safety improvement.

Construction, Planning, And Project Development
Develops, designs, and delivers capital improvement projects (pedestrian, transit, beautification, access, etc). Prepare construction plans and specifications. Inspect and approve construction of pavement, sidewalks, curb ramps. Provides transportation analysis and policy feedback for proposed private development projects; plans, performs public engagement and outreach on transportation policies, programs, services, and projects; prepares preliminary concepts, designs, plans for public, staff, city council consideration before advancing to final plans.

Crossing Guards
Provide trained adult crossing guards at public elementary and middle schools to assist students and parents in crossing streets using criteria established through a multi- agency Safe Routes to Schools program comprised of representatives from OUSD, ACTC, OPD, OakDOT and non-profits.

Parking Enforcement
Enforce parking regulations to ensure parking turnover to support businesses, enforce pedestrian/traffic safety, provide equal access (e.g. disabled parking zones), street sweeping, elimination of blight (no overnight parking), issue citations, and generally promote quality of life on City streets. Operate, maintain, repair, and collect revenue from parking meters.

Parking Meter Collections
Parking Meter Collections is responsible for collecting parking meter revenue from the on and off-street parking meters. They also perform counting, sorting, bagging of the coins for different coin denominations and Brink’s pick up.

Right-of-Way Management
Provide Utilities, Developers, and Citizens the tools they need to work within Oakland’s Right of Way while securing City assets, protecting the public, and preserving Oakland’s infrastructure– and do it with an unparalleled quality of service.

Street and Sidewalk Maintenance
Provide high quality repair and construction of sidewalks, curbs, gutters, and curb ramps; installs fencing and guardrails, repair concrete streets, construct pedestrian safety islands. Perform construction services including full-scale paving, pothole repair, crack sealing and gutter cleaning, and emergency response during and after storms and landslides. Maintain and install street signs, pavement markings and stripes.

Street Lights and Signals Engineering and Maintenance
Manage utility undergrounding projects, lighting calculations, and review private development projects. Provide 24/7 service, installation and repair of street lights, and respond to downed poles. Install, operate, and maintain over 700 traffic signals to have safe and efficient arterial streets.

Structure & Emergency Response
Provide professional engineering services for streets projects in response to disaster and emergencies, during and after events (e.g.; storm damage, landslides, fire recovery, earthquakes, etc.), as well as bridge repair/seismic retrofits, and pedestrian paths and stairs repair projects to provide safe infrastructure for all users.

TransportationTransportation
F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 581
Survey
Provide quality, accurate, and dependable land surveying and map review services for the entire City.

Traffic Engineering and Safety
Advance roadway safety and efficiency by applying engineering measures, establishing roadway rules and regulations, and making transportation safe, accessible, and equitable.

Includes sustainable transportation options, including bicycles and bikeshare, walking, public transit, carshare, scooters, etc.

Vehicle Enforcement Unit
Since 2023, OakDOT's Vehicle Enforcement Unit is organized, staffed and equipped to handle three basic service areas: Abandoned Auto; Scofflaw; and Vehicle Encampments.

Off-Street Parking Garages/Lots
Off-street parking offers parking in areas other than on the streets. The Off-Street Parking Program is overseen by professional parking operators who manage these facilities to maximize their value for the surrounding districts.

Parking Mobility Management
Actively managing the City’s parking system means managing both parking supply and parking demand. The Mobility Management Unit plays a leading role in both through policy research and development, piloting new programs and administering several dozen existing programs ranging from bus shelters and electric vehicle charging to blue zones and electric scooters.

Department Measures
Service Name Unit of Measure FY23-24 Measure
Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Construction, Planning, And Project
Development # of projects over budget 20 23 0 0
Crossing Guards % schools where crossing
guard(s) are assigned 84 100 100 100
Demand Responsive Parking
Management
% of meters using DRP
strategy 10 10 40 80
Off-Street Parking Garages/Lots Total revenue in $ 5,852,551 6,074,391 6,780,000 7,072,000 Parking & Mobility Assistance Center
(PMAC)
# of parking citations
issued 260,523 340,186 420,000 480,000
Parking Enforcement # of citations issued 260,522 339,780 373,760 393,440 Parking Meter Collections Total amount collected in $ 1,239,029 1,218,435 1,000,000 500,000 Right-of-Way Management # of permits issued 8,200 8,200 8,500 9,000 SURVEY # of map review requests 79 73 80 90
Street Lights and Signals Engineering and
Maintenance
% of city works services
requests completed 83 83 83 83
Street and Sidewalk Maintenance # of centerline miles paved 47.1 29.1 80 80 Structure & Emergency Response Capital $ Spent 0 0 0 0
Traffic Engineering and Safety % of Rapid Response cases investigated 73 73 75 75
Vehicle Enforcement Unit # of vehicles towed 3,572 3,421 4,000 4,000 582
Geographic Breakdown
Service Name Unit of Measure Geographic Name FY23-24 Measure Actual
FY24-25 Measure
Estimate
FY25-26 Measure
Target
FY26-27 Measure
Target
Off-Street Parking Garages/Lots
Total revenue in
$
City Center West
Garage 1,874,224.4 2,184,228.42 24,000,000 2,500,000
Total revenue in
$ Dalziel Garage 446,248.72 405,987.36 450,000 500,000
Total revenue in
$ Franklin Plaza Garage 631,952.05 596,198.06 650,000 675,000 Total revenue in
$
Telegraph Plaza
Garage 543,594.71 327,308.41 600,000 625,000
Total revenue in
$ PRP Garage 1,426,584 1,678,740 1,750,000 1,800,000
Total revenue in
$ La Salle Garage 271,539 285,000 295,000 305,000
Total revenue in
$ 1800 San Pablo 208,740.69 211,898.2 220,000 225,000
Total revenue in
$ Harrison St. Garage 130,716.15 137,121.81 140,000 142,000 Total revenue in
$ Alexan-Webster 318,950.8 247,909.2 275,000 300,000

OFF-STREET PARKING
GARAGES/LOTS TOTAL 5,852,550.52 6,074,391.46 28,380,000 7,072,000

ORGANIZATIONAL CHART
583

BUREAUS/DIVISIONS
Administration
The Administration unit supports the department-wide administrative functions including the Director’s Office, Administrative Manager, Assistant Director, Human Resources, Fiscal Services, Strategic Planning, Business Analytics and Funding Strategy.

Right of Way
Ensure that work done in the public right-of-way (ROW) adheres to the City’s highest standards, and that construction projects that bring housing and jobs to the City are implemented per safety standards. This group also provides engineering oversight for private development projects, develops traffic control plans and oversees construction inspectors who confirm that private projects in Oakland’s ROW are being carried out per plan.

Great Streets Delivery
Responsible for planning, designing, implementing, surveying, and managing major transportation infrastructure projects. Responsible for emergency repairs of roadways and structures. Oversee city land surveyor and associated activities.

Complete Streets Infrastructure
The Complete Streets Infrastructure Division manages Oakland's citywide street resurfacing, curb ramps, and sidewalks asset management programs. The division plans, designs, and delivers capital projects that incorporate safety and pedestrian right-of-way improvements.

Street and Sidewalk Maintenance
Responsible for maintaining streets, sidewalks, guardrails and other major road features, including over 800 miles of asphalt pavement within the public right-of-way, requiring ongoing crack sealing, pothole filling, trench paving, and maintaining asphalt berms. The division responds to service requests to repair 200 miles of curb and gutter, 66 miles of concrete streets, 72 miles of concrete medians, and 1,120 linear miles of sidewalks. In addition to maintenance, this division delivers concrete and pavement capital projects with in-house construction crews.

Safe Streets
Responsible for actively developing and efficiently maintaining transportation programs and assets in ways that promote the safety and well-being of Oakland residents and visitors.

Neighborhood Traffic Safety
Safe Street Maintenance
Bicycle & Pedestrian Programs
Major Corridor Multimodal Operations Streetlighting
Crossing Guards

Parking and Mobility
Actively managing the City’s parking system means managing both parking supply and parking demand. The Mobility Management Unit plays a leading role in both through policy research and development, piloting new programs and administering several dozen existing programs ranging from bus shelters and electric vehicle charging to blue zones and electric scooters. This work requires Transportation Planners, Engineering Technicians and Community Liaisons to work closely together.

Mobility Management focuses on active management of the city’s on and off-street public parking supply and curb space to serve public needs for private vehicles, transit, taxis, commercial loading, preferential permit parking, bicycle parking, parklets, food trucks, and other public benefits. Mobility Management also works on projects and programs that improve and expand transportation choices – including carsharing, bicycle sharing, and scooter sharing – to further the City’s equity, safety, environmental, and economic goals.

Parking Enforcement is dedicated to the issuance of citations through the consistent enforcement of parking laws to incentivize drivers to comply with regulations. Enforce parking regulations to ensure parking turnover to support businesses, enforce pedestrian/traffic safety, provide equal access (e.g. disabled parking zones), street sweeping, elimination of blight (no overnight parking), issue citations, and generally promote quality of life on City streets. Operate, maintain, repair, and collect revenue from parking meters.

Major Projects
Develops, designs, and delivers capital improvement projects (pedestrian, transit, beautification, access, etc.). Prepare construction plans and specifications. Inspect and approve construction of pavement, sidewalks, curb ramps. Provides transportation analysis and policy feedback for proposed private development projects; plans, performs public engagement and outreach on transportation policies, programs, services, and projects; prepares preliminary concepts, designs, plans for public, staff, city council consideration before advancing to final plans. Responsible for policy development, community outreach, corridor plans, and preliminary design, including the critical transition between plan recommendations and project definitions that can be competitive for outside funding.

NON-DEPARTMENTAL
Mission Statement
Non-Departmental comprises costs, programs, activities, debt and lease payments that are not assignable to a specific department.

SERVICE IMPACTS & EQUITY CONSIDERATIONS
Restorations

Reductions
Allocates $2.9 million from the General Purpose Fund toward existing voter-approved funding requirements to improve compliance with funding provisions over time ($1.31 million to the Affordable Housing Trust Fund, $508,510 toward Measure Q park maintenance allocations, $380,000 to support Oakland Unified School District programs through the Sugar Sweetened Beverage Tax Fund (1030) and $610,828 to library operations supporting Measure D funding requirements.) Equity Consideration: The proposed allocations help support continued access to community services and programs related to housing, parks and recreation, youth programming and library services.

1. Eliminates $2 million in reserve funding for potential Federal and State grant loss.

Equity Consideration: Future grant reductions could disproportionately impact services relied upon by historically underserved communities depending on the affected program areas.

1. F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 585

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

Fund  Change  Description  Job Title and Class  FY26-27 FTE Change  FY26-27 $ Change ($)  FD_1010 O&M Eliminate contingency funds for potential federal and state grants loss (2,000,000.00) FD_1010 O&M General Purpose Fund contribution to Aﬀordable Housing Trust Fund (1870) - M… 1,311,644.00 FD_1010 O&M General Purpose Fund contribution to Measure Q (2244) - Maintenance of Eﬀor… 510,218.00 FD_1010 O&M General Purpose Fund contribution to Oakland Parks, Recreation and Youth Dev… 622,926.00 FD_1010 O&M General Purpose Fund Contribution to Sugar Sweetened Beverage T ax Fund (10… 378,942.00 FD_2218 O&M Add Contribution to Fund Balance in Citywide Activities 422,800.00

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

0.0 100.0M
200.0M
300.0MDollars
General Funds
Special Revenue Funds
Enterprise Funds
Internal Service Funds
Capital Project Funds
Debt Service Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
       
 
586
Please refer to the full list of Significant Budgetary Changes by Department on page 42.

FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed General Funds
General Fund: General Purpose $36,059,891 $32,346,423 $59,077,638 $46,074,917 General Purpose Fund Emergency Reserve $9,622,793 $0 $0 $0 Vital Services Stabilization Fund $503,000 $0 $0 $0
Measure HH (SSBDT) $2,550,000 $0 $0 $378,942
Self Insurance Liability $49,689,477 $47,651,311 $57,895,224 $50,077,674 Worker's Compensation Insurance Claims -$6,556,813 -$8,438,170 -$8,531,353 -$8,710,827 Pension Override Tax Revenue $85,201,973 $94,266,994 $94,270,781 $94,270,781 Comprehensive Clean-up $0 $0 $0 $1,000,000
Multipurpose Reserve $0 $718,647 $925,703 $896,600
Telecommunications Reserve $0 $0 $0 $18,264
Affordable Housing Trust Fund $5,778,000 $0 $0 $0
GENERAL FUNDS TOTAL $182,848,321 $166,545,205 $203,637,993 $184,006,351 Special Revenue Funds
FEMA Declarations $467,804 $0 $0 $0
Meas. Q- Parks & Recreation Preservation $550,670 $580,406 $596,658 $615,981 Oakland Zoo $7,534 $15,529,882 $15,964,679 $16,489,883
Measure MM - Wildfire Protection Zone $0 $45,390 $46,661 $46,661 Measure NN - Community Violence & Emergency
Response Act of 2024 $0 $602,298 $619,162 $615,498
Measure AA - Children's Initiative of 2018 $136,198 $1,564,552 $0 $0 Measure AA - Early Education $472,748 $0 $0 $0
Measure AA - Oakland Promise $236,374 $0 $0 $0
Vacant Property Tax Act Fund $0 $80,000 $80,000 $80,000 Lighting and Landscape Assessment District $2,408,804 $2,708,883 $2,815,847 $1,463,501 Gateway Industrial Park $0 $1,750 $1,750 $1,750
Brooklyn Basin CFD 2023-1 $12,629 $352,850 $0 $353,479
Rent Adjustment Program Fund $188,870 $52,079 $289,875 $271,662 Development Service Fund $1,467,578 $2,292,906 $2,319,201 $1,524,028 Meas. C: Transient Occupancy Tax (TOT) Surcharge $3,940,460 $3,687,983 $3,761,659 $3,761,659 Miscellaneous Grants $516,456 $0 $0 $0
SPECIAL REVENUE FUNDS TOTAL $10,406,125 $27,498,979 $26,495,492 $25,224,102 Enterprise Funds
Sewer Service Fund $4,959,267 $6,356,042 $7,430,966 $6,840,103 Golf Course $1,383 $0 $2,075 $2,075
ENTERPRISE FUNDS TOTAL $4,960,650 $6,356,042 $7,433,041 $6,842,178 Internal Service Funds
Equipment $1,724,391 $2,972,628 $3,019,989 $1,998,942
Radio / Telecommunications $4,482,370 $0 $0 $0
City Facilities $42,242 $70,286 $73,068 $1,279,763
Central Stores $0 $0 $0 $50,000
Personnel Management $0 $10,000 $10,000 $0
Information Technology $594,043 $0 $0 $0
INTERNAL SERVICE FUNDS TOTAL $6,843,046 $3,052,914 $3,103,057 $3,328,705 Capital Project Funds
Miscellaneous Capital Projects $15,115 $0 $0 $0
CAPITAL PROJECT FUNDS TOTAL $15,115 $0 $0 $0
Debt Service Funds
2013 LED Streetlight Acquisition Lease Financing $1,430,335 $0 $0 $0 Taxable Pension Obligation Bonds: 2012 Series-PFRS $54,081,555 $54,864,286 $0 $3,000 GO Refunding Bonds, Series 2015A $5,508,550 $5,510,675 $5,506,675 $3,500 587
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Meas. DD: 2017C Clean Water, Safe Parks & Open Space
Trust $1,449,431 $1,458,432 $1,458,182 $1,458,182
Meas. KK: 2017A-1 (TE) Infrastr. and Afford Housing $2,240,676 $2,246,557 $2,246,557 $2,246,557 Meas. KK: 2017A-2 (Taxable) Infrastr. and Afford Housing $4,130,380 $4,140,730 $4,121,525 $4,121,525 Measure KK: 2020B-1 GOB $3,935,000 $3,940,200 $3,940,200 $3,940,200 Measure KK: 2020B-2 GOB $4,956,444 $4,965,514 $4,966,280 $4,966,280 Measure KK: 2020 GOB Refunding $5,798,950 $5,810,243 $5,809,177 $5,809,177 Measure KK: Infrastructure 2022 $24,210,278 $10,441,900 $10,437,775 $10,437,775 Measure KK: Infrastructure Series 2023D GOB (Taxable) $2,811,850 $2,819,350 $2,819,350 $2,819,350 Measure U: Infrastructure Series 2023 A-1 GOB (Tax-
Exempt)) $1,755,463 $1,762,964 $1,762,964 $1,762,964
Measure U: Affordable Housing GOB Series 2023A-2
(Taxable) $12,926,355 $3,452,339 $3,452,339 $3,452,339
Piedmont Pines P1 2018 Reassessment Refunding Bond $98,894 $110,562 $109,137 $108,949 2012 Refunding Reassessment Bonds-Debt Service $359,635 $0 $0 $20,000 JPFA Lease Revenue Refunding Bonds, Series 2018 $8,321,125 $8,330,375 $8,337,625 $8,337,625 Miscellaneous Debt Service $0 $25,000,000 $25,000,000 $25,000,000 Measure U: Infrastructure Series 2025B-1 GOB (Tax-
Exempt) $0 $0 $0 $4,720,500
Measure U: Affordable Housing Series 2025B-2 GOB
(Taxable) (Social Bonds) $0 $0 $0 $9,587,444
Measure U: Infrastructure Series 2025B-3 GOB (Taxable) $0 $0 $0 $411,851 GO Refunding Bonds, Series 2025 (Tax-Exempt) $0 $0 $0 $6,267,375 DEBT SERVICE FUNDS TOTAL $134,014,921 $134,854,127 $79,967,786 $95,474,593 Fiduciary Funds/Trust & Agency Funds
Police and Fire Retirement System Refinancing Annuity
Trust $0 $3,384,788 $0 $0
Oakland Public Museum Trust $63,400 $9,500 $9,500 $9,500 Grant Clearing $10,034,097 $19,491,825 $17,653,393 $10,893,350 FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL $10,097,497 $22,886,113 $17,662,893 $10,902,850 TOTAL $349,185,675 $361,193,380 $338,300,262 $325,778,779 Expenditures By Category
Broken down by
Expenses Non-Departmental
Visualization
Personnel & Overhead
$1,230,947 (0.4%)
Operations & Maintenance
$88,372,402 (27. 1%)
Internal Services
$1,271,214 (0.4%)
Capital
$6,000,000 (1.8%)
Debt & Other
$162, 191,645 (49.8%)
Transfers
$66,712,571 (20.5%)
FY26-27-MidcycleFY26-27-Midcycle
ProposedProposed
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Transfers
Sort By Chart of Accounts 
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588
Expenditures By Bureau
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Fiscal Management -$32,424,830 -$53,398,847 -$47,456,372 -$41,185,167 Insurance and Liability Claims $95,707,055 $122,201,581 $147,023,529 $104,963,078 Debt/Lease Payments $237,640,197 $250,893,784 $192,635,692 $212,645,499 Citywide Activities $48,263,253 $41,496,862 $46,097,413 $49,355,369 TOTAL $349,185,675 $361,193,380 $338,300,262 $325,778,779

BUREAU/DIVISIONS
Citywide Activities Debt/Lease Payments
Citywide Activities consists of a wide variety of city-wide costs and programs. Fund transfers are included in Citywide Activities, such as the transfer of funds to the Underground District Revolving Fund. The other major component is subsidies to organizations outside City governments. Examples of city-wide programs and their annual costs include the Joint Powers Authority Membership.

Includes several debt service payments, for example financing of City administration buildings at Frank Ogawa Plaza; various Information Technology lease payments, such as costs for the upgrade to Oracle (the City’s financial system) and the Oakland- Alameda County Coliseum.

Fiscal Management Insurance & Liability Claims
Fiscal Management includes overhead cost recoveries and contingency line items.

The largest item is a cost recovery into the General Purpose Fund from other funds.

This represents a reimbursement for services provided by General Government departments such as Personnel, the City Administrator, the City Attorney and Finance.

Includes transfers from the General Purpose Fund and various Non-General Purpose funds to pay for the City’s self-insurance premiums, as well as claims & settlements, outside legal services, and court costs.

LEGAL DEBT LIMIT MARGINS
Non-DepartmentalNon-Departmental
F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 590

DEBT OBLIGATIONS
The City of Oakland has undertaken responsibility for gathering information relating to debt issuances for which the City of Oakland, the Oakland Joint Powers Financing Authority, the Oakland-Alameda County Coliseum Authority, and the Redevelopment Successor Agency of the City of Oakland have Continuing Disclosure Obligations.

The City of Oakland's underlying ratings for its bonds as of July 1, 2025 were as follows:

GENERAL OBLIGATION BONDS. As of July 1, 2025, the City had outstanding a total of $706,815,000 aggregate principal amount of general obligation bonds. The bonds are general obligations of the City, approved by at least two-thirds of the voters. The City has the power and is obligated to levy ad valorem taxes upon all property within the City, subject to taxation without limitation, as to the rate or the amount (except certain property taxable at limited rates) for the payment of principal and interest on these bonds. 591
SEWER REVENUE DEBT. The City has also issued bonds secured by revenues of its sewer system. These bonds were issued to refund the outstanding Sewer Revenue Bonds, 2004 Series A.

LEASE OBLIGATIONS. The City has entered into various long-term lease arrangements that secure lease revenue bonds or certificates of participation, under which the City must make lease payments, payable by the City from its General Fund to occupy public buildings or use equipment. The table below summarizes the City’s outstanding long-term lease obligations.

The lease payments securing OACCA bonds are joint and several obligations of both the City and the County of Alameda. Each entity has covenanted to budget and appropriate one-half of the annual lease payments, and to take supplemental budget action if required to cure any deficiency. Principal amounts shown represent half of total original and outstanding par, representing the amount that is directly attributable to the City. 592
OTHER LONG-TERM BORROWINGS. The City has debt outstanding for one bond issues supported by assessment districts. Debt service on each of these assessment and reassessment bond issues is paid solely from assessments levied on real property within the respective districts. The City is not responsible for debt service on the bonds in the event that assessment collections are not sufficient. The table below summarizes the City’s outstanding assessment bonds.

PENSION OBLIGATION BONDS. The City has one series of pension obligation bonds outstanding to fund a portion of the current balance of the City’s Unfunded Actuarial Accrued Liability (“UAAL”) for retirement benefits to members of the Oakland Police and Fire Retirement System (“PFRS”). The table below summarizes the current outstanding pension obligation bond issues.

REDEVELOPMENT SUCCESSOR AGENCY OF THE CITY OF OAKLAND. The City’s Former Redevelopment Agency and Redevelopment Successor Agency have issued several series of tax allocation bonds to provide funding for blight alleviation and economic development in parts of the City or for the construction of low-income housing. The bonds are payable from the revenues deposited into the Redevelopment Property Tax Trust Fund which were formerly tax increment revenues received from the specific redevelopment project areas. Tax allocation bonds have been issued for the Central District Redevelopment Project Area, the Coliseum Area Redevelopment Project Area, the Central City East 593
Redevelopment Project Area, and the Broadway/MacArthur/San Pablo Redevelopment Project Area. In addition, bonds have been issued that are secured by dedicated housing set-aside revenues from all the City’s redevelopment project areas.

The tables below summarize the Redevelopment Successor Agency’s outstanding tax allocation debt, including the final maturity date, original par amounts and amounts outstanding. All information below is presented as of July 1, 2025. 594
595

CAPITAL IMPROVEMENT PROGRAM
Please explore the full FY 2025-27 Adopted Capital Improvement Program here.

SERVICE IMPACTS & EQUITY CONSIDERATIONS

Capital Improvement Program in the Proposed FY 2026-27 Midcycle Budget

The proposed budget includes the following updates to the Capital Improvement Program:

Increases the Measure U capital improvement budget by approximately $71 million, for a total Measure U capital program of approximately $206 million Allocates approximately $37 million in Measure U funding toward additional citywide street resurfacing projects identified in the 2022 Five-Year Paving Plan adopted by City Council.

Invests an additional $8 million toward the Complete Streets projects focused on improving roadway safety, accessibility, pedestrian and bicycle access, and overall street design throughout Oakland.

Maintains existing KK-funded capital projects and infrastructure investments previously approved by voters.

Funds critical facility improvements and replacement projects at City facilities, including roof replacements at various proposed locations (including Malonga Casquelord Center, Jack London Aquatic Center, Lake Merritt Sailboat House, West Oakland Library, and the Municipal Service Center) Funds elevator replacements and modernization projects at several proposed City facility locations to improve accessibility and public access.

Supports safety and security improvements at proposed City facilities.

Allocates funds for planning and preliminary design work for Brooklyn Basin parks. Planning and design efforts will identify needed improvements, estimate construction costs and support public outreach and engagement

Equity Consideration: The proposed investments support improvements to public infrastructure, parks, libraries and community facilities throughout Oakland to improve safety, accessibility and facility conditions for Oakland residents and the public.

F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 596

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

Fund  Change  Description  Job Title and Class  FY26-27 FTE Change  FY26-27 $ Change ($)  FD_2420 O&M Eliminate budget due to decline in Impact Fee Revenues (3,470,000.00) FD_3100 O&M Fund Sanitary Sewer Capacity Upgrade - High Priority Project 2,500,000.00 FD_3100 O&M Fund Sanitary Sewer REHAB SUB-BASIN Projects 81-002 P1 and 60-01 7,300,000.00 FD_5322 O&M Adjust Measure DD project allocations and use of carryforward to fund the plan… (4,000,000.00) FD_5342 O&M Fund additional citywide street resurfacing projects identiﬁed in the 2022 Five-Y… 37,263,280.00 FD_5342 O&M Fund additional Complete Streets projects focused on improving roadway safety… 8,750,000.00 FD_5342 O&M Fund facility improvements and replacement projects at City facilities, including … 17,000,000.00 FD_5342 O&M Fund Head Start San Antonio Recreation Center Renovation 2,700,000.00 FD_5342 O&M Fund Lincoln Recreation Center Renovation 2,000,000.00 FD_5342 O&M Fund Melrose Library Upgrade 3,000,000.00
FD_5342 O&M Fund planning and preliminary design work for Brooklyn Basin parks 750,000.00 597
Please refer to the full list of Significant Budgetary Changes by Department on page 42.

FINANCIAL INFORMATION
Expenditures By Fund
Broken down by
Funds Capital Improvement Projects Expenses 
Visualization
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27- Midcycle
Proposed
Fiscal Y ear

0.0 50.0M
100.0M
150.0M
200.0M
250.0MDollars
General Funds
Special Revenue Funds
Enterprise Funds
Internal Service Funds
Capital Project Funds
Fiduciary Funds/Trust & Ag…
Sort By Chart of Accounts 
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 
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed General Funds
General Fund: General Purpose $522,713 $319,268 $326,930 $326,930 Measure HH (SSBDT) $83,161 $0 $0 $0
GENERAL FUNDS TOTAL $605,874 $319,268 $326,930 $326,930 Special Revenue Funds
FEMA Declarations $498,688 $0 $0 $0
Department of Transportation $9,340,762 $0 $0 $0
Environmental Protection Agency $261,382 $0 $0 $0
California Parks and Recreation $248,941 $0 $0 $0
California Department of Conservation -$167,179 $0 $0 $0 California Department of Transportation $13,709,436 $0 $0 $0 California Housing and Community Development $1,492,649 $0 $0 $0 California State Emergency Services -$49,234 $0 $0 $0
California Library Services $3,161,645 $0 $0 $0
State of California Other $16,441,958 $0 $0 $0
Metro Transportation Com: TDA $501,531 $0 $0 $0
Metro Transportation Com: Program Grant -$5,000 $0 $0 $0 ACTC Reimbursable Grants $2,867,616 $0 $0 $0
Measure F - Vehicle Registration Fee $133,812 $962,765 $51,720 $51,720 Measure BB - Local Streets and Roads $8,840,438 $12,020,406 $750,000 $750,000 Measure BB - Bike and Pedestrian $1,363,990 $486,557 $0 $0 State Gas Tax $189,354 $2,276,313 $0 $0
Gas Tax RMRA $96,629 $10,381,940 $726,872 $726,872
598
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Meas. Q- Parks & Recreation Preservation $1,075,380 $540,070 $0 $0 Meas. WW: East Bay Regional Parks District Local Grant $282 $0 $0 $0 Development Service Fund $45,622 $0 $0 $0
Transportation Impact Fee $27,642 $2,662,000 $3,470,000 $0 Capital Improvements Impact Fee Fund $1,246,320 $1,435,896 $2,205,613 $2,205,613 Miscellaneous Grants $2,879,202 $0 $0 $0
SPECIAL REVENUE FUNDS TOTAL $64,201,866 $30,765,947 $7,204,205 $3,734,205 Enterprise Funds
Sewer Service Fund $15,197,032 $37,935,858 $36,378,000 $46,178,000 ENTERPRISE FUNDS TOTAL $15,197,032 $37,935,858 $36,378,000 $46,178,000 Internal Service Funds
City Facilities $227,923 $0 $0 $0
Information Technology $3,233,315 $0 $0 $0
INTERNAL SERVICE FUNDS TOTAL $3,461,238 $0 $0 $0
Capital Project Funds
Meas. DD: 2017C Clean Water, Safe Parks & Open Space
Trust $445,299 $4,485,188 $6,000,000 $2,000,000
Meas. KK: Infrastructure and Affordable Housing $1,921,520 $0 $0 $0 Meas. KK: Infrastructure Series 2020B-1 (Tax Exempt) $4,373,060 $0 $0 $0 Meas. KK: Infrastructure 2022 $36,106,883 $0 $0 $0
Measure KK: Series 2023 GOB $12,300,997 $0 $0 $0
Measure KK Infrastructure Series 2024E GOB (Tax
Exempt) $0 $0 $12,720,500 $12,720,500
Measure U: Affordable Housing Infrastructure and GOB $8,972,060 $0 $0 $0 Measure U: Infrastructure Series 2024B-1 GOB(Tax
Exempt) $0 $94,256,916 $135,260,084 $206,775,084
Measure U: Affordable Housing & Infrastructure Serie
2024B-2 GOB(Taxable) $0 $10,000,000 $0 $0
Capital Reserves $121,360 $0 $0 $0
Central District Projects -$4,451 $292,688 $0 $0
Central District: TA Bonds Series 2003 $2,475 $663,912 $0 $0 Central District: TA Bonds Series 2005 $606,285 $0 $0 $0 Central District: TA Bonds Series 2006T $667,008 $0 $0 $0 Broadway/MacArthur/San Pablo Projects $0 $0 $0 $0
BMSP: TA Bond Series 2006C-TE $0 $1,872 $0 $0
BMSP: TA Bond Series 2006C-T $22,792 $0 $0 $0
Central City East TA Bonds Series 2006A-T (Taxable) $0 $3,800 $0 $0 Coliseum Projects -$264,548 $0 $0 $0
Coliseum: TA Bonds Series 2006B-T (Taxable) $289,194 $889,211 $0 $0 Joint Army Base Infrastructure $8,298 $0 $0 $0
CAPITAL PROJECT FUNDS TOTAL $65,568,232 $110,593,587 $153,980,584 $221,495,584 Fiduciary Funds/Trust & Agency Funds
Oakland Public Library Trust $5,885 $0 $0 $0
FIDUCIARY FUNDS/TRUST & AGENCY FUNDS TOTAL $5,885 $0 $0 $0 TOTAL $149,040,127 $179,614,660 $197,889,719 $271,734,719 599
Expenditures By Category
Broken down by
Expenses Capital Improvement Projects
Visualization
Personnel & Overhead
$0 (0.0%)
Operations & Maintenance
$157,889,389 (53.3%)
Internal Services
$0 (0.0%) Capital
$126, 116,720 (42.6%)
Debt & Other
$12,271,390 (4. 1%)
FY26-27-MidcycleFY26-27-Midcycle
ProposedProposed
 
Personnel & Overhead
Operations & Maintenance
Internal Services
Capital
Debt & Other
Sort By Chart of Accounts 
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Expenditures By Bureau/Division
FY24-25-Actuals FY25-26-Biennial FY26-27-Biennial FY26-27-Midcycle Proposed Capital Improvement Projects $149,040,127 $179,614,660 $197,889,719 $271,734,719 TOTAL $149,040,127 $179,614,660 $197,889,719 $271,734,719 600

UPDATED UNFUNDED LIST
Given the existing maintenance backlog and limited financial resources, the City has a growing list of capital needs. The current list of nearly 300 unfunded capital projects presented below, categorized by asset type, has an estimated construction cost well over $2 billion.

Unfunded projects are ranked by CIP prioritization score below, with information about the capital asset, corresponding City department, and cost estimates (when available). High ranking projects are kept as top priorities when new funding opportunities arrive. However, since grant programs have different requirements, City staff need to balance identifying the most competitive projects for grants while also advancing the CIP values.

Unfunded capital projects, especially prior community project requests, often need more evaluation, engagement, and planning by staff in order to be more competitive in the CIP prioritization process and rank more highly. All unfunded projects are assessed and evaluated each cycle by City CIP coordinators.

*Please note: Unfunded project budgets shown represent estimated project costs. Budget amounts with zero (0) indicates the budgets are still being developed.

Transportation
Each cycle, the CIP team updates the metrics used to score projects with the most up-to-date data available. In order to ensure consistency across the past four budget cycles, all CIP scores underwent a normalization process during the FY25-27 CIP development. This allows for CIP scores to be compared over time and comprehensively ranked.

Project Title Category Department Cost Estimate Score
Safe Adeline Transportation Transportation $0 95
Seminary Avenue Improvements Transportation Transportation $0 94.5 Safe Crossings 980 Transportation Transportation $0 91
East Oakland Mobility Hubs Pilot Transportation Transportation $0 90 90th Avenue Scraper Bike Lane Upgrade Transportation Transportation $0 87.5 69th Avenue Traffic Calming Project Transportation Transportation $0 86.5 East Oakland Bridge Connector Feasibility Study Transportation Transportation $0 85.5 6th Street & 7th Street Corridor Improvements Transportation Transportation $0 85 International Boulevard Coordination and
Transportation Study Transportation Transportation $0 85 Plaza de la Fuente (Fruitvale BART) Transportation Transportation $0 85 17th Street Corridor Improvements Transportation Transportation $0 83.5 14th Avenue Complete Streets Phase 2 Transportation Transportation $0 82.5 98th Avenue Pedestrian Connections Transportation Transportation $0 82 Jackson Street Safety Improvements Transportation Transportation $0 81 Fremont School to International Boulevard Transportation Transportation $0 80 Kennedy St Bay Trail Gap Closure Transportation Transportation $0 80 MacArthur - 82nd to 103rd Transportation Transportation $0 79.5 Downtown Streets Two-Way Conversion Study Transportation Transportation $0 79 Mandela Parkway Priority HIN Corridor Transportation Transportation $0 79 Public EV Chargers at 35th & International BRT Lot Transportation Transportation $0 72.5 96th Ave Neighborhood Traffic Calming Study Transportation Transportation $0 71.5 Oak Street Bike Connection Transportation Transportation $0 71.5 Elmhurst Traffic Circle Improvements Transportation Transportation $0 70.5 Havenscourt & Bancroft Intersection Improvements Transportation Transportation $0 69 Lowell Street Improvement Project Transportation Transportation $0 69 Bella Vista Neighborhood Improvements Transportation Transportation $0 68.5 MacArthur Smart City Corridor 2 Transportation Transportation $0 68.5 MLK Library Access Traffic Calming Transportation Transportation $0 68.5 MacArthur (Millsmont) Traffic Calming Project Transportation Transportation $0 68 Frontage Road Improvements Transportation Transportation $0 66 Adeline Street Bridge Replacement Transportation Transportation $0 65.5 51A Express Bus Lanes Transportation Transportation $0 65 601
Project Title Category Department Cost Estimate Score
EV Chargers in City-Owned Downtown Garages Transportation Transportation $0 65 Golf Links Rd Sidewalk Extension - Libby Lane Transportation Transportation $0 64.5 Harrison St Complete Streets Transportation Transportation $0 64 MacArthur Boulevard Lakeside Busway Project Transportation Transportation $0 61.5 High Line Conversion of Unused Railway Bridge - Lake
Merritt to Bay Trail Connection
Transportation / Parks & Open
Spaces
Oakland Public Works /
Transportation $0 61
Idora Park Traffic Calming Transportation Transportation $0 59 Champion Street Walkway Transportation Transportation $0 58.5 Park Blvd Comprehensive Safety Project Transportation Transportation $0 56 55th Avenue Complete Streets Project Transportation Transportation $0 54.5 Macarthur - Grand Lake Transportation Transportation $0 54.5 Queue Mitigation Transportation Transportation $0 54.5
Sheffield Avenue Roundabout Transportation Transportation $0 54 Gwen Jackson Park & Curt Field Traffic Calming Transportation Transportation $0 52.5 Shattuck Avenue/Bordertown Pedestrian
Improvement Program Transportation Transportation $0 49.5 Bus stop & street safety on Mountain Blvd Transportation Transportation $0 48.5 Creekside Pkwy & Mountain Blvd Pole Project Transportation Transportation $0 47.5 Courtland Creek Parkway Transportation Transportation $0 44.5 Piedmont Ave Walkways Transportation Transportation $0 44 Coolidge Safe Pedestrian Access at Hacienda Peralta Transportation Transportation $0 43 Caldecott Tunnel Mitigations Transportation Transportation $0 41 Pleasant Valley & Gilbert St ADA Improvement Transportation Transportation $0 40.5 Ascot Safe Schools Path Transportation Transportation $0 40 Grand Ave & Mandana Blvd Traffic Signal Improvement Transportation Transportation $0 39 Traffic light at Kansas and 35th Ave Transportation Transportation $0 37 Safe Public Right-of-Ways - Estates Dr Transportation Transportation $0 34.5 Triangle Parklet: Improve Pedestrian Safety + Improve
Park Access Transportation Transportation $0

34.5 Claremont Pedestrian Crossing Lights Transportation Transportation $0 33 Safer Access for Neighbors of Hwy 13 Transportation Transportation $0 31.5 Glen Highlands Neighborhood Mural and
Beautification Project Transportation Transportation $0 29 4th Avenue Improvements Transportation Transportation $2,000,000 0 5th Avenue Improvements Transportation Transportation $4,000,000 0 $6,000,000 3,902
Buildings & Structures
Project Title Category Department Cost Estimate Score
TREC Phase 3 - TBD Community Center/Grocery Buildings & Structures Oakland Fire Department $45,254,000 102 ADA Transition Plans Buildings & Structures City Administrator $5,500,000 83.9 Peralta Hacienda Historical Park Coolidge House* Buildings & Structures Oakland Parks, Recreation & Youth Development $3,877,200 81.8
Main Library Roof, Solar and Energy Upgrades* Buildings & Structures Oakland Public Library $5,265,000 77.9 Asian Branch Library (New or Expanded) Buildings & Structures Oakland Public Library $46,724,800 77.7 West Oakland Senior Center Phase 2 Buildings & Structures Human Services Department $5,394,000 68.9 Arroyo Viejo Park Inclusive Early Childhood & Families
Learning Center - Head Start Program Buildings & Structures Oakland Parks, Recreation & Youth Development $3,177,400 68.25
Rotary Natural Science Center Nature to the People
Project Buildings & Structures Oakland Parks, Recreation & Youth Development $16,421,250 65.2
Studio One Art Center Buildings & Structures Oakland Parks, Recreation & Youth Development $330,000 65.2
City Broadband Phase 1 Trunk Fiber Project Buildings & Structures Information Technology Department $0 63.95
CIP Facilities Asset Inventory Buildings & Structures Oakland Public Works $5,500,000 62.7 602
Project Title Category Department Cost Estimate Score
DeFremery Field House Buildings & Structures Oakland Parks, Recreation & Youth Development $4,943,563 62.2
Mosswood Park - J. Mora Moss House Buildings & Structures Oakland Parks, Recreation & Youth Development $7,000,000 62
Charles Porter Golden Gate Recreation Center Buildings & Structures Oakland Parks, Recreation & Youth Development $2,042,500 59.2
Dimond Recreation Center Renovation Buildings & Structures Oakland Parks, Recreation & Youth Development $14,000,000 59
East Oakland Senior Center Phase 2 Buildings & Structures Human Services Department $4,944,500 58.9 Oakland Asian Cultural Center Capital Improvement
Project Buildings & Structures Economic Workforce Development $33,712,500 57.2 Citywide Food Hub Development and Emergency
Food Distribution Preparation Buildings & Structures Oakland Parks, Recreation & Youth Development $3,949,800 57
Mandela Cabins Utilities Buildings & Structures Human Services Department $517,500 55.6 North Oakland Senior Center (NOSC) Buildings & Structures Human Services Department $10,788 53.4 Allendale Recreation Center Buildings & Structures Oakland Parks, Recreation & Youth Development $4,695,000 53
Oakland Feather River Camp Infrastructure, Program
Area, & Stair Replacement/Repairs/Renovations Buildings & Structures Oakland Parks, Recreation & Youth Development $4,405,860 52.4
Rotary Nature Center Buildings & Structures Oakland Parks, Recreation & Youth Development $5,819,250 52.2
OFD Training Division, Services Division, and USAR
Warehouse Buildings & Structures Oakland Fire Department $62,901,000 52.1 Lake Merritt Boating Center / Sailboat House Buildings & Structures Oakland Parks, Recreation & Youth Development $4,350,000 51.5
Athol Plaza new restroom, demolish restroom at Pine
Knoll Park Buildings & Structures Oakland Parks, Recreation & Youth Development $2,175,000 51
Lakeside Park Lawn Bowling Bldg. & Fields Buildings & Structures Oakland Parks, Recreation & Youth Development $11,237,375 50
Ira Jinkins Recreation Center Renovation Buildings & Structures Oakland Parks, Recreation & Youth Development $7,500,000 49
Reactivate Moss House Buildings & Structures Oakland Parks, Recreation & Youth Development $7,000,000 48.7
Joaquin Miller Park Bathrooms Buildings & Structures Oakland Parks, Recreation & Youth Development $2,827,500 47.4
Head Start Site Renovation Projects - Brookfield Buildings & Structures Human Services Department $5,000,000 46 OMCA Pond Rehabilitation and Pump House
Replacement Buildings & Structures Oakland Museum $5,437,500 45.15 Joaquin MIller Nature Center/Ranger Station Buildings & Structures Oakland Parks, Recreation & Youth Development $45,375 45
Jack London Aquatic Center Improvements Buildings & Structures Oakland Parks, Recreation & Youth Development $5,925,000 44.5
Junior Arts & Science Center Buildings & Structures Oakland Parks, Recreation & Youth Development $1,740,000 44
Manzanita Recreation Center Buildings & Structures Oakland Parks, Recreation & Youth Development $230,978 44
Infrastructure upgrade for WiFi at 30 Recreation
Centers citywide. Allendale Arroyo Brookdale Bushrod
CarmenFlores- remaining listed in #10
Buildings & Structures Oakland Parks, Recreation & Youth Development $12,150,000

43.7 Paramount Theater exterior fall protection Buildings & Structures Economic Workforce Development $35,960,000 43.4 Montclair Branch Environmental and Landscaping
Upgrades* Buildings & Structures Oakland Public Library $851,150 43.15 Joaquin Miller Park Metropolitan HorsemenÆs
Association (MHA) Facilities Buildings & Structures Oakland Parks, Recreation & Youth Development $4,882,500 43
Oakland Asian Cultural Center Buildings & Structures Economic Workforce Development $8,100,000 42.7 Oakland Ice Center refrigeration system replacement Buildings & Structures Economic Workforce Development $10,231,200 42.5 Oakland Animal Shelter Buildings & Structures Oakland Animal Shelter $1,625,000 42.2 Downtown Oakland Senior Center Buildings & Structures Human Services Department $4,350,000 41.9 Dunsmuir Hellman Mansion Buildings & Structures Oakland Parks, Recreation & Youth Development $10,520,280 41.9
Oakland Convention Center mechanical, emergency
and security systems Buildings & Structures Economic Workforce Development $19,488,000 41.2 Henry Robinson Multi Service Center Buildings & Structures Human Services Department $500,000 39.5 Head Start Site Renovation Projects - San Antonio Buildings & Structures Human Services Department $1,250,000 38.2 Montclair Outdoor Restrooms Buildings & Structures Oakland Parks, Recreation & Youth Development $11,720,050 38
603
Project Title Category Department Cost Estimate Score
Oakland Museum of California Buildings & Structures Oakland Museum $2,423,796 37.95 Oakland City Stables Buildings & Structures Oakland Parks, Recreation & Youth Development $3,240,000 37.2
MSC Buildings & Structures Oakland Public Works $1,016,450 34 250 Frank H. Ogawa Plaza Building Improvement and
Re-Configuration Buildings & Structures Oakland Public Works $12,000,000 33.2 City Hall - Upgrade and Modernize 5 Elevators Buildings & Structures Oakland Public Works $2,000,000 33 Joaquin Miller Community Center Improvements Buildings & Structures Oakland Parks, Recreation & Youth Development $6,210,000 32.5
MSC Building 2 Buildings & Structures Oakland Public Works $935,250 32 Temescal Pool House Renovation Buildings & Structures Oakland Parks, Recreation & Youth Development $1,600,000 32
Live Oak Pool House Renovation Buildings & Structures Oakland Parks, Recreation & Youth Development $1,660,000 31
Lake Chabot Golf Course Clubhouse Buildings & Structures Oakland Parks, Recreation & Youth Development $14,914,450 30.7
Fremont Pool Buildings & Structures Oakland Parks, Recreation & Youth Development $1,300,000 30
Clifton Hall Buildings & Structures Housing Community Department $8,990,000 29.2 City Hall - Window Weatherization and Replacement Buildings & Structures Oakland Public Works $2,900,000 28.5 Lions Pool House @ Dimond Park Buildings & Structures Oakland Parks, Recreation & Youth Development $1,500,000 28.5
MSC Building 4 Buildings & Structures Oakland Public Works $3,214,350 28 Leona Lodge Buildings & Structures Oakland Parks, Recreation & Youth Development $1,930,000 27
City Hall - Exterior Facade and Window Restoration Buildings & Structures Oakland Public Works $9,500,000 26.5 City of Oakland Fleet Maintenance - Car Wash and
Water Reuse System. 5050 Coliseum Way, Oakland Buildings & Structures Oakland Public Works $625,000 26 Station #1 Kitchen Buildings & Structures Oakland Fire Department $50,000 25.7 Citywide Fire Station Electrical Panel Upgrade Buildings & Structures Oakland Fire Department $5,400,000 25 Station #13 Rear and Side Fence Replacement Buildings & Structures Oakland Fire Department $50,000 25 Fleet Maintenance CNG Work Bay Conversion (Small
Vehicle) Buildings & Structures Oakland Public Works $500,000 24 Sheffield Village Recreation Center Renovation Buildings & Structures Oakland Parks, Recreation & Youth Development $5,225,350 24
Station #25 Buildings & Structures Oakland Fire Department $15,000,000 24 Heavy Duty Vehicle Shop - Repairs and Upgrades to
Common Areas Buildings & Structures Oakland Public Works $875,000 23 Redwood Heights Annex (Old Building) Buildings & Structures Oakland Parks, Recreation & Youth Development $1,106,640
23 Station #5 - Replace Rear and Side Fence Buildings & Structures Oakland Fire Department $50,000 23 250 Bldg. Replace Two Chillers Buildings & Structures Oakland Public Works $2,000,000 22 Station #17 Buildings & Structures Oakland Fire Department $1,500,000 21.5 3 Historic Joaquin Miller Park building repairs Buildings & Structures Oakland Parks, Recreation & Youth Development $19,575,000 21
City Hall - Replace Chiller Buildings & Structures Oakland Public Works $2,000,000 21 City Hall - Replacement of Lutron Lighting Controls Buildings & Structures Oakland Public Works $2,000,000 21 Citywide Fire Stations -- Roof Repair/Replacement Buildings & Structures Oakland Fire Department $2,500,000 21 Renovation of Woodminster Amphitheater Buildings & Structures Oakland Parks, Recreation & Youth Development $12,789,000 21
Station #15 Buildings & Structures Oakland Fire Department $12,000,000 21 Station #18 - Apparatus Door and Kitchen
Improvements Buildings & Structures Oakland Fire Department $200,000 21 Maxwell House at Maxwell Park Buildings & Structures Oakland Parks, Recreation & Youth Development $99,000 20.6
Station #23 - Site Security and Exterior Paint Buildings & Structures Oakland Fire Department $100,000 19 Station #28 - Window Replacement Buildings & Structures Oakland Fire Department $600,000 17 West Street Our House - Electrical Improvements Buildings & Structures Human Services Department $200,000 15.5 Personal Protective Equipment Storage Buildings & Structures Oakland Fire Department $250,000 15 Ranger Station Renovation at Joaquin Miller Park Buildings & Structures Oakland Parks, Recreation & Youth Development $1,740,000 15
Station #8 - Remodel/Improvements Buildings & Structures Oakland Fire Department $500,000 14 604
Project Title Category Department Cost Estimate Score
Chabot Space & Science Center critical infrastructure Buildings & Structures Economic Workforce Development $79,112,000 13.2 Davies Stadium - Building Upgrade/Renovations Buildings & Structures Oakland Parks, Recreation & Youth Development $750,000 13
Station #2 - Dorm & Bathroom Remodel Buildings & Structures Oakland Fire Department $1,000,000 9.5 Station #27 - Remodel Dorm and Bathrooms Buildings & Structures Oakland Fire Department $1,500,000 9 Station #19 - Parking Area Security Enhancement Buildings & Structures Oakland Fire Department $25,000 3.5 Station #24 - Remodel/Improvements Buildings & Structures Oakland Fire Department $400,000 3 $706,539,105 3,791.05
Parks & open Spaces
Project Title Category Department Cost Estimate Score
1989 Earthquake Memorial Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $14,384,000 63.2
Columbian Gardens Park and Connective Pathways Parks & Open Spaces Oakland Parks, Recreation & Youth Development $5,332,500 62.5
Patterson Park Redesign (Ira Jinkins, Brookfield) Parks & Open Spaces Oakland Parks, Recreation & Youth Development $2,030,000 62
High Line Conversion of Unused Railway Bridge -
Lake Merritt to Bay Trail Connection
Transportation / Parks & Open
Spaces
Oakland Public Works /
Transportation $0 61
Lafayette Square Park Conversion Parks & Open Spaces Oakland Parks, Recreation & Youth Development $203,000,000 61
Officer Willie Wilkins Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $15,862,500 61
Arroyo Viejo Park Security Enhancements Parks & Open Spaces Oakland Parks, Recreation & Youth Development $290,000 60.7
Fruitvale Bridge Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $3,034,125 60
Lake Merritt Trail Improvements Project Parks & Open Spaces Oakland Parks, Recreation & Youth Development $4,495,000 60
Peralta Park pathway between Lake Merritt and 10th
Street Bridges Parks & Open Spaces Oakland Parks, Recreation & Youth Development $609,000 59
Parkway Cascade (steps) Parks & Open Spaces Oakland Parks, Recreation & Youth Development $585,000 58.4
Willie Keyes Recreation Center & Poplar Park
Improvements Parks & Open Spaces Oakland Parks, Recreation & Youth Development $3,900,000 58
Jungle Hill Parks & Open Spaces Oakland Parks, Recreation & Youth Development $2,066,250 56.2
Lake Merritt Pathway Connection Parks & Open Spaces Oakland Parks, Recreation & Youth Development $1,015,000 56
East Oakland Dog Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $5,618,750 55
Barry Place Rehabilitation and ADA enhancements Parks & Open Spaces Oakland Parks, Recreation & Youth Development $1,873,067 54
Wade Johnson Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $3,105,000 54
Wood Park Improvements Parks & Open Spaces Oakland Parks, Recreation & Youth Development $6,394,500 53
Athol Park Tennis Court Re-Surfacing/Pickleball Parks & Open Spaces Oakland Parks, Recreation & Youth Development $82,500 52
88th Avenue Mini Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $2,732,400 51
85th Avenue Mini Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $2,153,250 50
Joaquin Miller Trails and Restrooms Parks & Open Spaces Oakland Parks, Recreation & Youth Development $330,000 50
South Prescott Park Improvements Parks & Open Spaces Oakland Public Works $4,049,595 50 Caldecott Water - Undergound Fire Water Parks & Open Spaces Oakland Parks, Recreation & Youth Development $3,000,000 49
Carmen Flores Recreation Center at Josie de la Cruz
Park (aka Sanborn Park) Parks & Open Spaces Oakland Parks, Recreation & Youth Development $1,700,000 49
Jefferson Square Park Renovation Parks & Open Spaces Oakland Parks, Recreation & Youth Development $5,500,000

48.5 605
Project Title Category Department Cost Estimate Score
Tomas Melero-Smith Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $115,000 48
Caldecott Water - Above Ground Water (Temporary) Parks & Open Spaces Oakland Parks, Recreation & Youth Development $600,000 47.9
Carter Gilmore Park (Greenman Field) Parks & Open Spaces Oakland Parks, Recreation & Youth Development $330,000 47
Rainbow Recreation Center Play Structure Area Parks & Open Spaces Oakland Parks, Recreation & Youth Development $954,000 47
Shepherd Canyon Park Restroom & Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $3,375,000 47
Verdese Carter Park Bicycle Skills Park Project Parks & Open Spaces Oakland Parks, Recreation & Youth Development $5,618,750 47
Joaquin Miller Park Improvements & Master Planning Parks & Open Spaces Oakland Parks, Recreation & Youth Development $15,000,000 46
Morgan Plaza Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $971,500 46
Sequoia Lodge and Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $330,000 46
Tassafaronga Outdoor Improvements Parks & Open Spaces Oakland Parks, Recreation & Youth Development $825,000 46
Downtown Oakland Senior Center Playground Parks & Open Spaces Human Services Department $4,495,000 45.9 Sausal Creek Bank Erosion Repairs in Dimond Park
next to Lion Pool- Site #1, Phase 2. Parks & Open Spaces Oakland Public Works $3,402,000 45.2 Madison Square Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $700,000 45
Courtland Creek railway trail, open space and
basketball half court Parks & Open Spaces Oakland Parks, Recreation & Youth Development $1,087,500 44.5
Helen MacGregor Plaza Parks & Open Spaces Oakland Parks, Recreation & Youth Development $1,926,332 42.75
Burckhalter Tennis Court Parks & Open Spaces Oakland Parks, Recreation & Youth Development $280,500 42
Concordia Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $1,827,000 42
Tunnel trail improvements at Lake Merritt Channel
Tide Gates Parks & Open Spaces Oakland Public Works $1,296,000 41.2 Leona Heights Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $10,657,500 41
A Sustainable Fairyland - The Fairyland Infrastructure
Project Parks & Open Spaces Oakland Parks, Recreation & Youth Development $14,601,500 40
Grove Shafter Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $1,677,650 40
Avenue Terrace Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $2,573,750 39.2
Clinton Park and Community Center Renovation Parks & Open Spaces Oakland Parks, Recreation & Youth Development $29,803,000 39
F.M. Smith Rec Center and Site Improvements Parks & Open Spaces Oakland Parks, Recreation & Youth Development $1,123,750 39
Franklin Softball Field Parks & Open Spaces Oakland Parks, Recreation & Youth Development $3,304,420 39
Joaquin Miller Park Woodminster Cascade Renovation Parks & Open Spaces Oakland Parks, Recreation & Youth Development $3,000,000

38.5 Bushrod Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $8,023,700 38
Jasper P. Driver Plaza toilet/storage Parks & Open Spaces Oakland Parks, Recreation & Youth Development $4,689,300 38
Raimondi Soccer Field #2 Parks & Open Spaces Oakland Parks, Recreation & Youth Development $8,721,000 38
Sausal Creek Bank Erosion and Trail Repairs (Site #2)
in Dimond Canyon Park just upstream of El Centro
Ave.

Parks & Open Spaces Oakland Public Works $300,000 38
Wilma Chan Park Access Upgrades Parks & Open Spaces Oakland Public Works $0 38 Redwood Heights Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $1,000,000 37.5
Children’s playground at Rotary Nature Center
upgrade Parks & Open Spaces Oakland Public Works $2,063,880 37.2 Frog Park Renovation Parks & Open Spaces Oakland Parks, Recreation & Youth Development $1,685,625 37
Beach to Sailboat House path improvements Parks & Open Spaces Oakland Public Works $2,073,600 36.2 606
Project Title Category Department Cost Estimate Score
Lakeshore Ave and Mandana Plaza Park Reimagining Parks & Open Spaces Oakland Parks, Recreation & Youth Development $613,600 36
Lowell Park Field Improvements Parks & Open Spaces Oakland Parks, Recreation & Youth Development $2,500,000 36
Nicol Park (Gwen Jackson) Parks & Open Spaces Oakland Parks, Recreation & Youth Development $480,000 36
Sail Boat House Improvements Parks & Open Spaces Oakland Public Works $13,182,750 34.2 Marston Campbell Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $165,000 34
New Picnic Tables in Dimond Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $2,900 34
East Estuary Pathway Parks & Open Spaces Oakland Public Works $5,130,000 33.2 Lake Merritt Channel pathway and plant restoration
and renovations Parks & Open Spaces Oakland Public Works $1,000,000 33.2 Caldecott Field Parks & Open Spaces Oakland Parks, Recreation & Youth Development $6,040,900 33
Mc Crea Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $4,050,000 33
McClymonds Mini Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $165,000 33
Civic Center - Plaza , City Hall, 150 & 250 Building -
lighting energy efficiency improvements Parks & Open Spaces Oakland Parks, Recreation & Youth Development $1,200,000 32
Vantage Point Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $712,500 32
East 18th St Pier improvements Parks & Open Spaces Oakland Public Works $729,000 31.2 Lafeyette Square Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $2,165,000 31
Shade Trees for Lake Merritt Amphitheater Parks & Open Spaces Oakland Public Works $1,404,000 30.2 Dimond and Laurel Neighborhood Improvement
Project Parks & Open Spaces Oakland Parks, Recreation & Youth Development $29,203,000 30
Curt Flood Field Improvements - Phase 2 Parks & Open Spaces Oakland Parks, Recreation & Youth Development $3,000,000 29.65
Cleveland Cascade Restoration Parks & Open Spaces Oakland Parks, Recreation & Youth Development $4,436,700 29.2
Bella vista Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $1,500,000 29
Dover Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $450,000 28
Franklin Plaza Parks & Open Spaces Oakland Parks, Recreation & Youth Development $165,000 28
Hardy Park Basketball Courts Parks & Open Spaces Oakland Parks, Recreation & Youth Development $1,010,650 28
Portage ramps for boats at Channel Park Parks & Open Spaces Oakland Public Works $1,620,000 27.2 Maxwell Park Benches Parks & Open Spaces Oakland Parks, Recreation & Youth Development $29,000 27
Children's Fairyland Perimeter security fence Parks & Open Spaces Oakland Parks, Recreation & Youth Development $2,755,000
26 Ostrander Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $748,200 26
Central Reservoir Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $2,052,330 25
Oak Glen Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $165,000 25
Willow Park - Improvements and Dog Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $2,500,000 24.5
Frank H. Ogawa Plaza - replace all fixed and
removable bollards Parks & Open Spaces Oakland Parks, Recreation & Youth Development $300,000 24
Frank H. Ogawa Plaza - Replace way finding electrical
signs Parks & Open Spaces Oakland Parks, Recreation & Youth Development $300,000 22
Rockridge Park-Temescal Greenbelt Hardy Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $199,650 22
King Estates Park (Glen Daniel) Parks & Open Spaces Oakland Parks, Recreation & Youth Development $330,000 21
Park Blvd Plaza Park (Dist. 2) Parks & Open Spaces Oakland Parks, Recreation & Youth Development $200,000 21
Burckhalter Park Softball Field Renovation and
Outdoor Fitness Area Parks & Open Spaces Oakland Parks, Recreation & Youth Development $850,000 20
607
Project Title Category Department Cost Estimate Score
Otis Spunkmeyer Field Parks & Open Spaces Oakland Parks, Recreation & Youth Development $3,300,000 20
Piedmont Plaza Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $0 20
Redondo Playground at Little Frog Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $99,825 20
Oakport Soccer Fields #1 & #2 Parks & Open Spaces Oakland Parks, Recreation & Youth Development $5,000,000 18
Raimondi Park Dog Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $5,618,750 18
Sequoia Arena Infrastructure Improvements Parks & Open Spaces Oakland Parks, Recreation & Youth Development $3,145,050 18
Frank H. Ogawa Plaza - replace seat benches and
trash receptacles Parks & Open Spaces Oakland Parks, Recreation & Youth Development $300,000 16
Joaquin Miller Park Literary Spaces Parks & Open Spaces Oakland Parks, Recreation & Youth Development $6,394,500 14
Pinewood/Baywood Paved Access Path Parks & Open Spaces Oakland Parks, Recreation & Youth Development $67,425 14
Eastshore Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $1,156,500 12.15
Bushrod Park Dog Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $4,045,500 12
Fruitvale Dog Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $750,000 12
Pickleball striping Citywide Parks & Open Spaces Oakland Parks, Recreation & Youth Development $2,697,000 12
Oak Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $538,500 11
Bushrod Park Pickleball Parks & Open Spaces Oakland Parks, Recreation & Youth Development $1,450,000 9
Morcom Rose Garden Parks & Open Spaces Oakland Parks, Recreation & Youth Development $3,000,000 7
San Antonio Park CIP List Parks & Open Spaces Oakland Parks, Recreation & Youth Development $2,850,000 1
Brooklyn Plaza Park at Clinton Basin Parks & Open Spaces Oakland Parks, Recreation & Youth Development $10,000,000 0
Mayhew Park Parks & Open Spaces Oakland Parks, Recreation & Youth Development $11,000,000 0
Oakland Fire Memorial Park/Garden Parks & Open Spaces Oakland Parks, Recreation & Youth Development $750,000 0
Panther Skate Plaza Parks & Open Spaces Oakland Parks, Recreation & Youth Development $274,050 0
Sii Tka Park Improvements Parks & Open Spaces Oakland Parks, Recreation & Youth Development $9,000,000 0
$594,366,974 4,203.25
Storm Drainage & Watershed*
*The City of Oakland’s Watershed and Stormwater Management Division has identified priority stormwater management, storm drainage repair and improvement, and water quality improvement projects to address hazards, and/or to comply with environmental regulations. Each project has been evaluated against the 9 principles of the City’s CIP Project Prioritization Process. The CIP’s unfunded project list includes general projects to show the that funding is needed for unexpected urgent storm drainage, creek bank, and creek channel repairs, and for future water quality improvement compliance projects that are under development. The City plans to seek external funding for the planning, design and implementation of some of these unfunded projects, including through Federal grants. These projects and project categories are listed here as Unfunded Projects, to establish their importance to the City, and to show estimated funding needed to implement them. These projects are not being added to the City Budget at this time, as funded projects received higher CIP prioritization scores. Therefore external funding sources would be needed for implementation of unfunded urgent infrastructure repair/improvement projects and water quality protection projects required by Federal Clean Water Act/municipal stormwater permit regulations.

Project Title Category Department Cost Estimate Score
Glen Echo Creek Restoration Project Storm Drainage & Watershed Oakland Public Works $1,560,000 76 Stormwater Capital Program Storm Drainage & Watershed Oakland Public Works $84,000,000 75 6460 Leona St Storm Drain Repair Storm Drainage & Watershed Oakland Public Works $108,750 42 1243 Bates Rd Repair broken storm drain pipe under
home (was "Greenwood Ave Stormdrain Re-routing" in
21-23 CIP)
Storm Drainage & Watershed Oakland Public Works $2,175,000 38 3rd & Clay Street Storm Drain Replacement Storm Drainage & Watershed Oakland Public Works $1,087,500 38 608
Project Title Category Department Cost Estimate Score
1925 Clemens Rd -re-route storm pipe to right-of-way or easment Storm Drainage & Watershed Oakland Public Works $1,087,500 36 General regional green stormwater infrastructure (at
Raimondi Park or other location) Storm Drainage & Watershed Oakland Public Works $6,250,000 28 Rehabilitation of Stormdrain Culvert Storm Drainage & Watershed Oakland Public Works $250,000 20 Aspinwall Road Storm Drainage Pipe Replacement Storm Drainage & Watershed Oakland Public Works $300,000 0 Emergency/urgent storm drainage repair funding Storm Drainage & Watershed Oakland Public Works $3,625,000 0 General emergency/urgent creek repair Storm Drainage & Watershed Oakland Public Works $2,000,000 0 Joaquin Miller Park Storm Drain Storm Drainage & Watershed Oakland Public Works $125,000 0 $102,568,750 353
Technology Enhancements
Project Title Category Department Cost Estimate Score
OakWIFI Iniitiative Technology Improvements Information Technology Department $20,000,000 62
Mitel Upgrades to 16 Library Facilities (sans Main and
81st Ave) Technology Improvements Oakland Public Library $396,000 61.8 Fire Station Dispatch Alerting System Technology Improvements Oakland Fire Department $2,000,000 17 $22,396,000 140.8
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609

CURRENT BUDGET LEGISLATION
FY 2026-27 Budget Adoption and City Council
Budget Amendments
FY 2026-27 Execution Of Maintenance Of Effort
Waivers
FY 2026-27 Appropriations Limit and Gann
Limit
Date of Adoption: TBD
Resolution: TBD
Date of Adoption: TBD
Resolution: TBD
Date of Adoption: TBD
Resolution: TBD
FY 2026-27 Local Measures FY 2026-27 Master Fee Schedule Date of Adoption: TBD
Resolution: TBD
Date of Adoption: TBD
Resolution: TBD
Financial Policies & LegislationFinancial Policies & Legislation F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 610

FINANCIAL POLICIES AND HISTORIC LEGISLATION
The City of Oakland Consolidated Fiscal Policy
(CFP)
City of Oakland Investment Policy Debt Management Policy Adopted May 2018
Ordinance No. 13487
Adopted June 2020
Resolution No. 88164
Adopted June 2017
Resolution No. 86786
Five Year Financial Forecast FY 2021-22 to FY
2025-26
Adopted March 2021
Agenda Report
Five Year Financial Forecast FY 2023-24 to FY
2027-28
Adopted April 2023
Agenda Report
Five Year Financial Forecast FY 2025-26 To FY
2029-30
Date of Adoption: June 2025
Agenda Report
FY 2021-22 Appropriations Limit FY 2021-23 Biennial Grants FY 2021-23 Biennial Grants Council Amendments
Adopted July 2021
Resolution No. 88716
Adopted June 2021
Resolution No. 88715
Adopted July 2021
Resolution No. 88780
FY 2021-23 Budget Adoption and City Council
Budget Amendments
FY 2021-23 Council Budget Amendments From:

Vice Mayor Kaplan
FY 2021-23 Council Budget Amendments -
Traffic Calming Projects, Infrastructure, and
Public Art
Adopted June 2021
Resolution No. 88717
Adopted July 2021
Resolution No. 88784
Adopted July 2021
Resolution No. 88783
FY 2022-23 Appropriations Limit FY 2022-23 Midcycle Budget Adoption FY 2022-23 Midcycle Budget City Council Budget Amendments
Adopted June 2022
Resolution No. 89228
Adopted June 2022
Resolution No. 89283
Adopted July 2022
Resolution No. 89377
FY 2022-23 Midcycle Grants FY 2023-24 Local Measures FY 2023-24 Master Fee Schedule Adopted July 2022
Resolution No. 89376
Adopted June 2023
Ordinance 13746
Adopted June 2023
Ordinance 13747
FY 2023-24 Appropriations Limit and Gann
Limit
FY 2023-25 Budget Adoption and City Council
Budget Amendments
FY 2023-25 Execution Of Maintenance Of Effort
Waivers
Adopted June 2023
Resolution 89805
Adopted June 2023
Resolution 89804
Adopted June 2023
Resolution 89803
611
FY 2024-25 Budget Adoption and City Council
Budget Amendments
FY 2024-25 Execution Of Maintenance Of Effort
Waivers
FY 2024-25 Appropriations Limit and Gann
Limit
Date of Adoption: July 2024
Resolution No. 90326
Date of Adoption: July 2024
Resolution No. 90327
Date of Adoption: September 2024
Resolution No. 90406
FY 2024-25 Local Measures
Date of Adoption: June 2024
Ordinance No. 13797

FY 2024-25 Master Fee Schedule
Date of Adoption: June 2024
Ordinance No. 13799
FY 2025-27 Budget Adoption
Date of Adoption: June 2025
Resolution No. 90827
FY 2025-27 Execution Of Maintenance Of Effort
Waivers
Date of Adoption: June 2025
Resolution No. 90826
FY 2025-26 Appropriations Limit and Gann
Limit
Date of Adoption: October 2025
Resolution No. 90910
FY 2025-26 Local Measures
Date of Adoption: June 2025
Ordinance No. 13847
FY 2025-26 Master Fee Schedule
Date of Adoption: June 2025
Ordinance No. 13848
Oakland Redevelopment Agency Delegation of
Investment Authority to Agency Treasurer
Adopted June 2020
Resolution No. 2020-003
Other Post-Employment Benefits Funding
Policy (OPEB)
Adopted February 2019
Resolution No. 87551
10 Year Negative Fund Repayment Schedule
Adopted April 2018
Resolution No. 87140

LOCAL ASSESSMENTS
Landscaping and Lighting Assessment District
(LLAD)

Adopted May 2022
Resolution No. 89149
612

LOCAL MEASURES
Measure AA Children’s Initiative Measure C Library (Formerly Measure Q) Measure D Library The Children’s Initiative of 2018
Adopted November 2018
Resolution No. 87485
Adopted June 2022
Resolution No. 89043
Name: 2018 Oakland Public Library Preservation Act
Adopted June 2018
Resolution No. 87085
Measure HH Measure KK Measure LL
Sugar-Sweetened Beverage Tax
Adopted July 2019
Resolution No. 86161
Oakland Infrastructure and Affordable Housing
Adopted July 2019
Resolution No. 86335
Oakland Police Commission and Community Police
Review Agency
Adopted July 2019
Resolution No. 86333
Measure M Emergency Services Measure N Paramedic Services Measure Q Parks Homelessness Stormwater Emergency Medical Services Retention Act of 1997
Adopted June 1997
Resolution No. 73311
Paramedic Emergency Services Act of 1997
Adopted June 1997
Resolution No. 73312
2020 Oakland Parks and Recreation Preservation, Litter
Reduction, and Homelessness Support Act
Adopted March 2020
Resolution No. 87919
Measure W Public Campaigning Financing Measure X Charter Changes Measure Y Oakland Zoo Adopted November 2022
Resolution No. 89316
Adopted November 2022
Resolution No. 89317
Adopted November 2022
Resolution No. 89349
Measure Z Public Safety
2014 Oakland Public Safety and Services Violence
Prevention Act
Adopted November 2014
Resolution No. 85149

FINANCIAL REPORTING
https://www.oaklandca.gov/topics/financial-reporting
Annual Comprehensive Financial Reports
Oakland Redevelopment Successor Agency
Audits
Single Audit Reports
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Accrual Basis Accounting
Distinct from cash basis accounting, accrual basis accounting records the financial effects of transactions in the periods in which those transactions occur, regardless of the timing of related cash flows. Revenues are recorded when earned and expenses are recorded at the time liabilities are incurred.

Actual Actual refers to the expenditures and/or revenues that are actually realized; as opposed to those that are forecasted or budgeted.

Actuarially Determined Contribution The Actuarially Determined Contribution (ADC) refers to an amount that, if contributed consistently and combined with investment earnings, would be sufficient to pay promised benefits in full over the long-term.

Adjusted Budget
The status of appropriations as of a specific date between July 1 at the beginning of the fiscal period and June 30 at the end of the period. Includes the adopted budget, budget amendments, prior year encumbrances, approved project carryforwards from prior years, and transfers between accounts, divisions and departments.

Adopted Budget Revenues and appropriations (budgeted expenditures) approved by the City Council in June immediately preceding the new fiscal period.

Affordable Housing Trust Fund
The Affordable Housing Trust Fund (AHTF) was established to provide assistance in developing and maintaining affordable housing in the City. Per Ordinance No. 13193 C.M.S., 25 percent of funds distributed to the City as a taxing entity under the redevelopment dissolution law is to be allocated to the AHTF.

African American Museum and Library at
Oakland
The African American Museum and Library at Oakland (AAMLO) is dedicated to the discovery, preservation, interpretation and sharing of historical and cultural experiences of African Americans in California and the West for present and future generations. The reference library supports the archives and museum with a special, non-circulating collection of materials designated for library use only.

Agency/Department A major unit of the municipal organization which is managed by an Agency / Department Director and comprised of a number of divisions which are functionally related to one another.

Alameda County Transportation Commission Alameda County Transportation Commission (ACTC) was created in July 2010 by the merger of the Alameda County Congestion Management Agency (ACCMA) and the Alameda County Transportation Improvement Authority (ACTIA).

GlossaryGlossary
F Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E TF Y 2 0 2 6 - 2 7 P R O P O S E D P O L I C Y B U D G E T 614
Americans with Disabilities Act
The Americans with Disabilities Act (ADA) is a civil rights law that passed in 1990 that prohibits discrimination against people with disabilities. The law made it illegal to discriminate against a disabled person in terms of employment opportunities, access to transportation, public accommodations, communications, and government activities.

Annual Required Contribution The Annual Required Contribution (ARC) refers to the amount an employer needs to contribute to adequately fund a pension plan in accordance with actuarial and other parameters.

Appropriation An authorization made by the City Council that permits the City to incur obligations and to make expenditures of resources.

Appropriation Resolution The official resolution adopted by the City Council to establish legal authority for City officials to obligate and expend funds.

ARPA American Rescue Plan Act

Asset Tangible and intangible items that hold value, such as City cash, investments, buildings, land and equipment.

ASSETS Senior Program
ASSETS Senior Employment Opportunities Program helps to train and prepare mature adults for entry or re-entry into the competitive labor market. Eligible participants can receive paid work experience as a Senior Aide at training sites in non-profit or government agencies.

Balanced Budget Budgeted revenues are equivalent to budgeted expenditures.

Baseline Budget Projected revenue and expenditure budgets created as part of the budget development process, based on the assumption that current policies will continue unchanged for the upcoming fiscal period.

Bay Area Rapid Transit
Bay Area Rapid Transit (BART) is a heavy-rail public transit system that connects the San Francisco Peninsula with communities in the East Bay and South Bay. BART service currently extends as far as Millbrae, Richmond, Antioch, Dublin/Pleasanton, and Berryessa/North San José. BART operates in five counties (San Francisco, San Mateo, Alameda, Contra Costa, and Santa Clara) with 131 miles of track and 50 stations.

Biennial Budget Budget lasting or enduring for two fiscal years.

BIPOC Black, indigenous, and people of color.

Bond A form of loan in which the City borrows funds for a defined period of time at a fixed interest rate. Bonds are used by finance for capital projects or long-term obligations.

Bond Rating/Credit Rating
A rating given to bonds the City issues that indicates their credit quality, meaning the borrower’s ability to pay the bond principal and interest in a timely fashion. Private independent rating services include Standard & Poor's, Moody's and Fitch.

Bond ratings are expressed as letters ranging from 'AAA', which is the highest grade, to 'C' ("junk"), which is the lowest grade. 615

Budget A financial plan for a specific fiscal period that documents anticipated revenues and associated authorized expenditures.

Budget Adjustment
A procedure governed by accounting controls and City policies through which City staff revises budget appropriations. City staff has the prerogative to adjust expenditures within departmental budgets. Council approval is required for transfers between departments, between funds, and for additional appropriations from fund balances or new revenue sources.

Budget Advisory Commission
The Budget Advisory Commission (BAC) advises the City Council on expenditures, revenues, and financial policies. The BAC’s advice generally takes the form of informational reports submitted to the Finance & Management Committee of the City Council.

Budget Calendar The schedule of key dates or milestones that the City follows in the preparation, adoption, and administration of the budget.

Budget Document
A financial and planning document that reflects the proposed (and later adopted) revenues and appropriations (authorized expenditures) for the City, including operating and capital, historical financial information, and organizational structure and goals.

Budgetary Control The use of controls and monitoring of a governmental unit or enterprise for the purpose of keeping expenditures within the approved limits and achieving revenue targets.

Bus Rapid Transit Bus Rapid Transit (BRT) is a high-quality bus-based transit system that delivers fast and efficient service that may include dedicated lanes, busways, traffic signal priority, off-board fare collection, elevated platforms and enhanced stations.

CalPERS California Public Employees’ Retirement System

CAO City Administrator’s Office

Capital Budget A budget for capital expenditures, as opposed to operating expenditures.

Capital Improvement Program (CIP)/Capital
Plan
A plan that identifies an organization’s capital project needs, prioritizes the projects, estimates costs, and proposes specific revenues, expenditures, and timeline to complete priority capital projects.

Capital Project Projects generally costing $100,000 or more designed to upgrade and repair existing facilities and infrastructure; purchase technology-related equipment and service contracts; and purchase other major equipment.

Carryforward Appropriations brought forward from a previous fiscal year to continue or complete a specific project, program, or activity.

CDBG Community Development Block Grant
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CEDA Community and Economic Development Agency

COIN Caring for Oaklanders in Need

Consolidated Fiscal Policy The City's fiscal policies that include the City's policies on budgeting practices, reserve funds, budget process, fiscal planning, transparency, and public participation.

Contingency Reserve An appropriation of funds to cover unforeseen events, such as emergencies, newly required programs, shortfalls in revenue, or other unforeseen eventualities. For example, the City Council has set a policy for the General Fund reserve of 7.5 percent.

Contractual Services Operating expenditures for services provided by outside organizations and businesses, including maintenance contracts, consulting services, etc.

CORE Citizens of Oakland Respond to Emergencies Program

Core Services Key City lines of business.

CPRA Citizen’s Police Review Agency

CPRB Citizen’s Police Review Board

CSO
Central Service Overhead. Expenditures that are incurred by central service organizations, such as information technology, human resources, legal, accounting, and management, that are recovered through cost allocation to user departments and funds.

Debt Service The expenditure required to pay (“service”) interest and principal on outstanding debt.

Deferred Capital Investments/ Deferred
Maintenance
The practice of deferring capital maintenance or renewal activities that would be required to minimize a capital asset’s total cost of ownership in order to reduce short term expenditures.

Deficit/Shortfall The amount by which budgeted or actual expenditures exceed revenues.

Department/Agency A major unit of the municipal organization which is managed by an Agency / Department Director and comprised of a number of divisions which are functionally related to one another.

Department of Race & Equity
The Department of Race and Equity was created by city ordinance in 2015. The Department is tasked with integrating, on a city-wide basis, the principle of ensuring that Oakland is a “fair and just” city, by eliminating systemic inequities caused by past and current decisions, systems of power and privilege, and policies.

Discretionary Funds Funds that are not restricted to specific purposes. 617

Division A unit of the municipal organization which reports to a department.

DOT Department of Transportation

EBMUD East Bay Municipal Utilities District

EDI Economic Development Initiative

EEC Enhanced Enterprise Community

EEO Equal Employment Opportunity

EIR Environmental Impact Report

Encumbrance
Obligations in the form of purchase orders, contracts or salary commitments, which are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise terminated.

Enterprise Fund
A governmental accounting fund in which the services provided are financed and operated similarly to those of a private business. The rate schedules for these services are established to ensure that the revenues are adequate to cover all necessary expenditures.

EOC Emergency Operations Center

EWD Economic & Workforce Development

Expenditure The actual expending (payment/disbursement) of financial resources, as recorded in the City’s financial system.

Expenditure Category A basis for distinguishing types of expenditures. The major expenditure categories used by the City of Oakland are personnel services; operations and maintenance (O&M); and capital outlay.

FEMA Federal Emergency Management Agency

Finance Department The Finance Department consists of the following bureaus: Treasury, Controller, Revenue Management, and Budget.

Fiscal Year A twelve-month time period signifying the beginning and ending period for recording financial transactions. The City of Oakland has specified July 1 through June 30 as its fiscal year. 618

Five-Year Financial Forecast
Each Budget Cycle the City is required to prepare a Five-Year Financial Forecast pursuant to Resolution No. 81399 C.M.S. The Forecast contains the two-year baseline budget for the forthcoming two-year budget period, clearly reflecting projected expenditures to maintain existing service levels and obligations, plus an additional three-year forecast of revenues and expenditures. The Five-Year Financial Forecast is not a budget and does not include any proposed balancing solutions or service levels changes.

FMS Financial Management System

Forecast An estimate of future conditions, particularly related to financial conditions.

FTE An FTE or full-time equivalent is defined as a staff year. For example, two employees who work one-half time are considered one full-time equivalent.

Fund
An accounting entity that has a set of self-balancing accounts and that records financial transactions for specific activities or government functions. As required by governmental accounting standards, the City uses different funds to account for expenditures from various revenue sources. Restricted funds may be expended for purposes specified by law or grantor regulations. Discretionary or unrestricted funds may be spent for any lawful purpose designated by the City Council.

Fund Balance
The net effect of a fund’s assets less liabilities at any given point in time. The total fund balance includes a designated/reserved portion, usually for encumbrances, projects, or other prior commitments, as well as an undesignated/unreserved (i.e. “available”) portion.

Fund Group
A group of funds with similar restrictions and accounting treatment. The seven fund groups included in the City’s budget are:
general funds; special revenue funds; enterprise funds; internal service funds; capital projects funds; debt service funds; and trust.

GAAP Generally Accepted Accounting Principles

General Obligation (GO) Bond A type of bond that is repaid and backed by the City’s full financial resources. These are distinct from revenue bonds, which are repaid using the revenue generated by the specific project the bonds are issued to fund.

General Purpose Fund (GPF)
One specific fund within the General Fund group of funds. Revenues from many of the City's taxes, fees and service charges are deposited into the General Purpose Fund. It is the fund from which the City has the most flexibility in making expenditures.

GIS Geographic-based Information System

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Grant
A contribution by a government, other organization, private entity or individual, to support a particular activity. Grants may be classified as either categorical or block grants, depending upon the amount of discretion allowed for the grantee. Grants may be competitive or based on allocation.

HAAB Housing Advisory and Appeals Board

HCD Housing and Community Development

Head Start Federal formula grant program to promote the school readiness and comprehensive development of children ages 0 – 5 from low-income families through agencies and childcare providers in their own communities.

HJKCC Henry J. Kaiser Convention Center

HMIP Home Maintenance & Improvement Program

HOPWA Housing Opportunities for Persons with AIDS

HR/HRM Human Resources Management Department

HSD Human Services Department

HUD Federal Department of Housing and Urban Development

HVAC Heating, Ventilation & Air Conditioning

IAFF International Association of Firefighters

IMMS Integrated Maintenance Management System

ISF Internal Service Fund

ISTEA Intermodal Surface Transportation Efficiency Act

IT Information Technology

ITD Information Technology Department

JPA Joint Powers Authority
620

KTOP TV Channel 10—Oakland’s Government Channel

LAN Local Area Network

LBE Local Business Enterprise

Letter of Transmittal
The opening section of the budget which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the previous fiscal years, and the views and recommendations of the Mayor and City Administrator.

Liabilities
Amounts that the City is obligated to pay based upon prior events or transactions. Current liabilities are those that the City expects to pay within a one-year period. Long-term liabilities are obligations that the City will pay out over time, such as pensions, retiree medical obligations, and long-term debt service.

LLAD Landscaping and Lighting Assessment District

LMIHF Low and Moderate Income Housing Fund

Long-term Liability (also referred to as
Unfunded Liability)
A liability for which there is no offsetting asset and/or is not due within one year, often used in reference to pension liabilities (OPEB) and other long-term debt instruments such as bonds.

Measure D The 2018 Oakland Public Library Preservation Act. Approved by voters in June 2018.

Measure E Contingent upon voter approval, the measure is a proposed parcel tax measure appearing on the June 2026 ballot. It would create a new special parcel tax for 9 years to fund public safety and city services.

Measure H
Approved in 2022, the measure will renew a $120 parcel tax for 14 years and generate $11.5 million a year for the Oakland Unified School District. The funds will be deployed to address dropout rates, prepare students for college and careers, and attract and retain teachers.

Measure HH Approved in 2016, the measure established a one cent per ounce tax on sugar-sweetened beverages.

Measure JJ Approved in 2016, the measure expands “just cause” eviction protections and expands the powers of the Rent Board and Rent Adjustment Board.

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Measure KK Approved in 2016, the measure is a general obligation bond to invest $600 million in streets and sidewalk repair, city facilities, and anti-displacement and affordable housing efforts.

Measure LL Approved in 2016, the measure establishes a Civilian Police Commission and Community Police Review Agency.

Measure M Emergency Medical Service Retention Act of 1997

Measure N Paramedic Services Act of 1997

Measure NN
Approved in 2024, the measure imposes a special parcel tax for 9 years on all parcels in the City of Oakland, except where the parcels are otherwise exempt from taxation by the ordinance, to fund police services, fire services, and violence intervention services, and provides that beginning in Fiscal Year 2025-26 and each fiscal year thereafter, the Oakland City Council may increase the tax up to the percentage change in the cost of living in the immediate San Francisco Bay Area, as determined by the twelve-month Annul Percentage Change in the CPI for all items in the San Francisco Bay Area as published by the U.S.

Department of Labor statistics.

Measure Q
Approved in 2022, the measure authorizes the City of Oakland to develop, construct, or acquire, or assist the development of, up to 13,000 low rent residential units in social housing projects within the City for the purpose of providing affordable rental housing.

Measure R
Approved in 2022, the measure amends the City Charter to replace gender-specific language with gender neutral language, such as replacing words like "fireman" with "firefighters" and using gender-neutral pronouns in referring to City officers and staff, recognizing women and non-binary persons as well as men are qualified for and hold such positions, and to avoid gender stereotyping and discrimination, and promote inclusivity.

Measure S
Approved in 2022, the measure amends the City Charter to allow the City Council by adopting an ordinance, to authorize voting by noncitizen residents, who are the parents, legal guardians, or legally recognized caregivers of a child, for the Office of Oakland School Board Director if they are otherwise eligible to vote under state and local law.

Measure T
Approved in 2022, the measure amends Oakland's business tax rates to create a progressive rate structure that would (1) impose the highest rates on the highest grossing businesses, (2) increase Oakland's annual tax revenue by an estimated $20,900,000, and (3) generate approximately $124,000,000 in total annual revenue for municipal services by imposing business tax rates of .05% to .55% of gross receipts, and other rates as stated in the measure.

Measure U Approved in 2022, the measure improves public safety and invests in Oakland by creating affordable housing for Oaklanders, increasing housing for homeless Oaklanders, repaving streets to remove potholes, improving traffic/pedestrian safety, and updating fire stations and other public facilities, by issuing $850,000,000 in general obligation bonds, raising approximately $85,000,000 annually while bonds are outstanding at the rate of $0.071 per $100 ($71 per $100,000) of assessed value, with independent oversight and annual audits.
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Measure V
Approved in 2022, the measure amends the Just Cause for Eviction Ordinance to: (1) prohibit no-fault evictions of children and educators during the school year; (2) extend eviction protections to tenants in recreational vehicles (RVs), tiny homes on wheels, and newly constructed units except during the first 10 years after issuance of the certificate of occupancy; (3) remove failure to sign a new lease as grounds for eviction; and (4) make other clarifying amendments.

Measure W
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.

Measure X
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.

Measure Y
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.

Measure Z Police Services Parcel Tax and Parking Tax of 2014

MIC Municipal Improvement Capital Fund

Midcycle Budget The City adopts a two-year budget (Biennial Budget). At the end of the first year, a Mid-Cycle Budget is adopted if any significant changes in circumstances warrant changes from the original adopted two-year budget.

Modified Accrual Basis
Modified Accrual Basis accounting recognizes an economic transaction as revenue in the operating statement when the resources are both measurable and available (i.e. collectible). Similarly, expenditures are generally recognized when an event or transaction is expected to draw on current spendable resources.

MSC Municipal Service Center

MSSP Multi Purpose Senior Services Program

MTC Metropolitan Transportation Commission
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NCR Neighborhood Commercial Revitalization

Negative Fund Balance The situation in which a fund’s balance is negative, meaning that its liabilities exceed its assets.

NEH National Endowment for the Humanities

NOFA Notice of Funding Availability

NSC Neighborhood Service Coordinator

Oakland Promise Oakland Promise is a cradle-to-career initiative designed to triple the number of Oakland public school students who complete college over the next decade.

OAS Oakland Animal Services

OBRA Oakland Base Reuse Authority

OCA Office of the City Attorney

OFD Oakland Fire Department

OMCF Oakland Museum of California Foundation

On-Going Expenditures or revenues that are recurring. On-going revenues can be spent on both one-time and on-going expenditures.

Some examples include expenditure of funds for salaries, or property tax revenues.

One-Time
Expenditures or revenues that are non-recurring. As a best practice, one-time revenues should be spent on one-time expenditures. Some examples include the expenditure of funds for road repaving, or real estate transfer tax revenue from a large property sale.

OOB Oakland Oversight Board, consists of representatives from the local taxing entities; exercises oversight functions over ORSA.

OPACT Oakland Police and Clergy Together

OPD Oakland Police Department

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OPEB Other Post-Employment Benefits, or OPEB, refers to benefits (other than pensions) that local governments provide to their retired employees, such as medical benefits.

OPED Oakland Paratransit for the Elderly & Disabled

Operating Budget A financial plan for the provision of direct services and support functions, as distinct from a capital budget.

Operations and Maintenance (O&M) Expenditures related to operating costs, such as supplies, commodities, contractual services, materials, utilities and educational services.

OPL Oakland Public Library Department

OPOA Oakland Police Officers’ Association

OPR Oakland Parks & Recreation Department

OPRCA Oakland Parks and Recreation Cultural Advisory

OPW Oakland Public Works

ORSA Oakland Redevelopment Successor Agency is the successor to the former Oakland Redevelopment Agency and is tasked with winding down all former redevelopment obligations.

OSCAR Open Space, Conservation and Recreation

OSHA Occupational Safety & Health Administration

OUSD Oakland Unified School District

Overhead
Managerial, administrative, and support costs, such as finance, human resources, legal, and others, that are critical to operating the City but that are not associated with a specific direct service provided to the public. These costs are subject to a citywide overhead cost allocation plan to distribute costs on an equitable basis to departments and funds that are the beneficiaries of such activities.

PAL Police Athletic League
625

Personnel Services Expenditures related to employee compensation including wages and salaries, fringe benefits, retirement, premiums, allowances and special / supplemental pay such as shift differentials.

PFRS Oakland’s Police and Fire Retirement System

POB Pension Obligation Bond

Program Budget Programs, and associated program codes, are created to identify cross division or departmental efforts that have a common purpose. Using program codes, the budget (both revenues and expenditures) can be described in programmatic terms.

PSB Public Sector Budgeting, an Oracle module currently used in the City of Oakland to develop the biennial policy budget.

Public Ethics Commission
The Public Ethics Commission (PEC) ensures compliance with the City of Oakland's government ethics, campaign finance, transparency, and lobbyist registration laws that aim to promote fairness, openness, honesty, and integrity in City government.

RAP Rent Adjustment Program. The program addresses concerns and disputes between owners and renters through mediation.

ROPS Recognized Obligation Payment Schedule, a six-month schedule of estimated payments for the Oakland Redevelopment Successor Agency which serves as its budget.

Reserve A portion of a fund’s balance or a separate fund that is restricted for a specific purpose and is, therefore, not available for general appropriation.

Restricted Funds
Funds that can be spent only for the specific purposes stipulated by external source providers, constitutionally or through enabling legislation. Restrictions may effectively be changed or lifted only with the consent of resource providers. Restricted funds may also include a legally enforceable requirement that the resources can only be used for specific purposes enumerated in the law.

RETT Real Estate Transfer Tax

Revenue Funds that the City receives as income. Includes such items as taxes, licenses, user fees/charges for services, fines/penalties, grants, and internal revenue.

RLF Revolving Loan Fund

RPTTF Redevelopment Property Tax Trust Fund

SBE Small Business Enterprise
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SCDI Sustainable Community Development Initiative

SHP Supportive Housing Program

SLBE Small Local Business Enterprise

Special Purpose Funds Funds, exclusive of the General Fund and capital funds, which are separately administered because they are associated with a distinct function or enterprise.

Structural Deficit A situation in which a fund’s expenditures are expected to routinely exceed its revenues, creating a regular shortfall/deficit.

THP Transitional Housing Program

Transfer
A movement of revenues or expenditures—either budgetary or actual—between organizational units, accounts, projects, programs or funds. Transfers between funds are reported as an expenditure (“transfer out”) in one fund and as revenue (“transfer in”) in the other. Transfers between fiscal years represent the carryforward of funds received in previous years to be expended in the new year and appear as revenue in the new year. Transfers between departments, funds, or from one fiscal year to another must be approved by City Council.

UBC Uniform Building Code

UCR Uniform Crime Report

Unaudited
Unaudited financial figures are figures reported prior to the completion of a financial audit of an organization’s financial statements. 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 GAAP. The audited financials are presented in the City’s Comprehensive Annual Financial Report.

USAR Urban Search and Rescue

VLF Vehicle License Fee

WIOA Workforce Investment & Opportunity Act
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Oakland City CouncilJune 12, 2026

Oakland City Council
June 12, 2026