Implementation Team Representatives
Monica Davis, Deputy City Administrator, City Administrator’s Office Andrea Mariano, Human Resources Manager, Human Resources Management Dept Visraant Iyer, Director
Patricia Merino Price, Sr. Civic Designer
Mayor’s Office of Innovation
Finance & Management
Committee
July 14, 2026
Team 1: Streamline Operations
# Strategic
Sub-Priority
Actions STATUS
What’s Happened
2026 Jan-Jun
What’s Next
2026 Jul-Dec
OVERALL
1 Simplify
Procurement
Contracting
Processes
Create process,
timeline, and begin to
implement Priority 1
recommendations from
Baker Tilly report.
Evaluate and improve
efficiency on the
contracting process,
payment schedule, and
timelines.
• ISSUES IDENTIFIED:
• Oakland's S/LBE standards are significantly stronger than peer cities • Oakland's S/LBE standards are enforced on the front-end but there is no staff capacity for post-contract compliance.
• Mason-Tillman disparity study found 83% of City contract dollars in study period went to non-minority men, but for S/LBE prime contractors, 78% of contract dollars went to non-minority men. This raises meaningful concerns about how effective S/LBE mandate expansions will be at expanding contracting opportunities for underrepresented groups.
• Some progress has been made on consolidating contract schedules, but the OMC constrains opportunities to do so.
• There is a draft ordinance to update procurement underway, but it isn't clear to us yet the scope or status of this ordinance.
• Insurance thresholds for City contracts is not based on feedback or guidance from Office of the City Attorney. This raises questions about how Risk Management assesses the City's need for coverage that merit further investigation.
• Process mapping to identify areas
of unclear policy-setting
responsibility and additional
streamlining opportunities
• Identify procurement challenges
oustide of the original scope of
the Baker-Tilly study and provide
recommendations.
• Better understand capacity
constraints- is part of the problem
with the City's contracting
process that we have too many
contracts for the capacity in the
system?
= Not started,
= No/Low Risk,
= Medium Risk,
= HIGH
RISK/BLOCKED,
= 100% DONE, NEW items in BLUE text
Team 1: Streamline Operations
# Strategic
Sub-Priority
Actions STATUS
What’s Happened
2026 Jan-Jun
What’s Next
2026 Jul-Dec
2 Strengthen Hiring
Practice
Transparency
Continue to regularly meet with departments to review their hiring priorities and provide timelines to achieve filling their vacancies.
Human Resources to promote and encourage departments to consistently utilize and reconcile the monthly Position Control Report to provide a transparent view of all vacant and frozen positions, across all levels of City departments.
Develop resources to communicate available career pathways to enable employees to explore promotional opportunities across departments.
• HR reports that they have regular meeting
frequencies with all department SPOCs to
review hiring priorities and maintain
communications. HR has expanded
coaching sessions for City staff interested
in pursuing promotional opportunities.
• Met with HR (Amber Lyttle) January 16 2026
and learned that a project team led by
Ellaine Reyes will work on these areas,
including formalizing a Departmental
portal of NEOGOV . A contract for NEOGOV
EForm is in process as part of this
effort. The New Hire Experience Survey is
temporarily on hold.
• These items are on
hold pending
contracting
process improvement
s. Next steps include
reconnecting with HR
3 Standardize
Onboarding
Administer and review New Hire Experience Survey and use survey feedback to ensure the Citywide New Employee Orientation provides new employees with required and useful information. New Hire Experience Survey will be re-implemented in January 2025 after NEO and feedback will be shared with the Recruitment & Classification Division and HR SPOCS on a quarterly basis.
Each City department will consult with Human Resources
Management to formalize, expand, and promote its departmental onboarding program. Standardization of the onboarding process will improve the new employee experience, focusing on staff-identified priorities, including the employee’s role in achieving the department’s mission, workload management, and training on the use of resources and tools to perform their duties.
HRM will leverage the automation and technology of NEOGOV Onboard to create consistent processes and workflows for employees and departmental partners.
= Not started,
= No/Low Risk,
= Medium Risk,
= HIGH
RISK/BLOCKED,
= 100% DONE, NEW items in BLUE text
Team 1: Streamline Operations
# Strategic
Sub-Priority
Actions STATUS
What’s Happened
2026 Jan-Jun
What’s Next
2026 Jul-Dec
4 Centralize Payroll Policies and
Practices
Streamline and enhance payroll processing and
systems.
Create citywide policies and standardized
practices with consideration for department
policies and structure (e.g., overtime policies).
• No work has happened in this period
on this item. This item is on standby
due to focus on procurement
• Meet with Payroll
Integrate Finance and Budget
Process Updates into
Performance Management
Framework
Align finance and budget process updates with
the City’s performance management
framework, guided by the CAO. Continue to
embed KPIs to track budget goals and build a
public facing portal for transparency, allowing
residents to monitor progress and enhance
accountability across departments.
Y2/3
Enhance Communication
Between Finance and Other
Departments
Building upon the already established fiscal
managers’ budget update process, create an
enhanced budget process communications
strategy that includes standard practices for
disseminating information from Directors to
staff, regular staff wide town halls, and regular
updates on budget status at Agency Directors’
meetings.
Y2/3
Develop a Citywide Accessible
Policy Archive
Create a well-organized filing system of policies
and procedures with access for all City staff
with sub-folders for each department.
Y3
= Not started,
= No/Low Risk,
= Medium Risk,
= HIGH
RISK/BLOCKED,
= 100% DONE, NEW items in BLUE text
Team 2: Foster Cross-Departmental Collaboration
[Add any “show-and-tell”
images and links to make the
implementation more
tangible]
Community and Digital
Engagement Leads
Team 2:
Foster Cross-Departmental Collaboration
# Strategic
Sub-Priority
Actions STATUS
What’s Happened
2026 Jan-Jun
What’s Next
2026 Jul-Dec
OVERALL
• Reorganized strategic sub-priorities and
action items, consolidated
duplicative tasks, clarified
in progress/completed
• Review changes with steering committee
1 Continue to
Leverage &
Maximize
Community
Engagement
Outreach & Data
Working Groups
Create a cross-departmental team of Community
Engagement & Digital Communications Leads to
coordinate each department's engagement efforts,
ensuring a unified voice in digital platforms, public
engagements, and overall messaging.
• Identified departmental engagement
leads
Build a culture of cross-communication and the
structure needed for it to continue
• Rolled out leads project management
tool
• Rolled out Messaging Toolkit
• Rolled out Community Engagement -
Standard Operating Procedure (CE-
SOP)
• Onboarding engagement leads
• Add Community Engagement Standard
Operating Procedure to Intranet
• Develop culture of using tracker and PM tool
for coordination
• Set-up second round check-ins with
department leads
• Orient new agency directors to AI 6802
= Not started,
= No/Low Risk,
= Medium Risk,
= HIGH
RISK/BLOCKED,
= 100% DONE, NEW items in BLUE text
# Strategic
Sub-Priority
Actions STATUS
What’s Happened
2026 Jan-Jun
What’s Next
2026 Jul-Dec
2 Coordinate
City Housing
Strategic
Plans
1. Establish a coordination strategy among departments
managing the City’s housing plans – capital-focused
(complete), anti-displacement (in-progress), and
homelessness (under development) – to align goals.
• HCD completed and released its anti-displacement strategic action plan
• The Office of Homelessness Solutions completed the Homelessness Strategic Action Plan and hired a permanent Chief Homelessness Solutions Officer
• HCD, OHS,
HSD/CHS, CAO to
continue joint
advocacy for
Measure W
resources and
implement the
homelessness
strategic action
plan
• HCD will
implement the anti-
displacement
strategic action
plan, including
partnership with
PBD on the
Proactive Rental
Inspection Program
and the Equitable
Lead Hazard
Abatement
Program
2. Schedule regular cross-departmental check-ins with key stakeholders and divisions to streamline
communication and coordination, track initiatives, set
joint decision-making protocols, prioritize county
engagement, and integrate homelessness support
actions into the broader housing strategy.
• Regular check-ins established with Office of Homeless Solutions, CAO, CHS, and HCD
• Development Coordination meeting occurs regularly between PBD, HCD, and EWD.
3. Actualize existing capital affordable housing strategic plan developed by Housing & Community Development
Department Administer remaining U dollars via NOFA
programs (new construction, preservation, etc.).
• Capital investment plan is well under way; one tranche of affordable housing Measure U resources remains to be sold; once done, commitments will be made across each program.
4. Establish HCD annual reporting on affordable housing development progress to City Council to accompany the
Annual Progress Report (APR).
• HCD produced two annual reports and supported PBD's annual report ot the state.
• Formalized loops established to inform implementation efforts (with CBOs, data, and stakeholders)
• Oakland HCD + Mayor Lee successfully advocated to State of CA for inclusion of "homelessness need" as a factor in scoring for competitive tax credits
• Engage AC on Measure W
• $38.5 affordable housing/transportation joint award from State of CA • $4 million lead hazard abatement award from U.S. H.U.D. • $46.5 million in State of CA Homekey awards
• Oakland HCD awarded $63.5 million to five affordable housing projects that will leverage Alameda County Measure W funds
5. Create formalized stakeholder feedback loops to inform future implementation efforts.
6. Engage Alameda County on methods to increase
funding sources for capital, operating, and services
dollars.
7. Continue to pursue advocacy at the State to leverage local resources and increase funding for pipeline projects.
Team 2:
Foster Cross-Departmental Collaboration
= Not started,
= No/Low Risk,
= Medium Risk,
= HIGH
RISK/BLOCKED,
= 100% DONE, NEW items in BLUE text
# Strategic
Sub-Priority
Actions STATUS
What’s Happened
2026 Jan-Jun
What’s Next
2026 Jul-Dec
3 Building a Holistic
Approach to Public
Safety Including
Emergency
Preparedness
1. Establish structured, regular joint meetings
between Police, Fire, Department of Violence
Prevention, Finance, and CAO to foster open
communication and address support and resource
allocation.
2. Create a shared action plan that outlines mutual
responsibilities during emergencies, with clear
expectations on how police can better support fire
operations.
3. Implement cross-training opportunities to
enhance understanding of each department’s roles
and challenges.
• Researched existing communications and
coordination mechanisms for public safety and
emergency coordination
• Disaster Council – Public Information Warning
Team meeting convened
• The EOC is a central point of contact in the event
of an emergency
• Need to add finance to the conversation
• City has created emergency plans
• Have informed Finance rep Larajia Marshall,
OPD fiscal division
• Set-up joint meeting with EMSD
and Mayor's Office to learn about
existing progress on shared
meeting
• Look into Measure NN
coordination
• Invite Larajia Marshall, OPD fiscal
division to any regular joint
meetings
4 Engage Middle
Management
in Decision-Making
Processes
1. Engaging middle management in decision-making
fosters a collaborative, transparent environment
where leaders feel valued and connected to
organizational goals.
As the closest link to frontline staff, middle
managers bring insights into daily operations and
employee morale that inform practical, effective
strategies.
2. Use town halls or quarterly listening sessions to
share context and establish feedback loops with
middle managers. [Connected to Team 3]
• Identified commonalities between Team 2 &
Team 3's action items. Anticipate coordination
starting in Year 2.
• Schedule annual budget Town Hall for all staff
for the midcycle and biannual proposed budget.
• Refining language and goals with
broader implementation team.
Team 2:
Foster Cross-Departmental Collaboration
= Not started,
= No/Low Risk,
= Medium Risk,
= HIGH
RISK/BLOCKED,
= 100% DONE, NEW items in BLUE text
# Strategic
Sub-Priority
Actions STATUS
What’s Happened
2026 Jan-Jun
What’s Next
2026 Jul-Dec
5 Strengthen
Governance and
Coordination for
economic and
workforce
development
citywide
1.Integrate workforce development strategies into all
development plans.
• Discussed with relevant
departments (OakDOT, PBD, and
Public Works and DWES) the need
for workforce development
strategies within procurement
process/projects.
• Ask department heads what their
workforce development plan is.
2. Refine the governance structure for the existing
development meetings to include establishing cadence,
renaming these meetings to “Development Coordination”
meetings, extending invitations beyond Housing &
Community Development, Planning & Building, Economic
and Workforce Development to also include the
Communications representatives from CAO, Transportation, Human Resources, Procurement, and Finance.
• Development Coordination meetings
are ongoing between HCD, EWD and
PBD.
• Pending new Assistant City Administrator
start date, will follow up and coordinate
for the next report out.
• Inclusion of other departments is TBD.
Need to discuss and determine
the intended outcome/purpose of the exp
anded membership.
3. Enhance existing shared tracking system to monitor key project progress.
• Clarifying what "key projects" to monitor
and track.
4. Consider replicating the Department of Transportation’s tracking tool to enhance efficiency, improve service delivery, and ensure alignment with citywide goals and strategic
priorities.
• HCD has released GIS
map of their affordable housing
portfolio
• Reached out to OakDOT and
reviewed existing tracking tools.
• Need to determine best tool to use. (e.g.,
talk Michael Ford)
• Decide which bodies are responsible for
carrying this out
• Determine who the tracking is intended
for.
Team 2:
Foster Cross-Departmental Collaboration
= No/Low Risk,
= Medium Risk, +,
= HIGH RISK/BLOCKED , 0-99% = Progress),
= 100% DONE, NEW items in BLUE text
Team 3:
Enhance Communication
& Coordination
Submit Form
Team 3:
Enhance Communication & Coordination
# Strategic
Sub-Priority
Actions STATUS
What’s Happened
2026 Jan-Jun
What’s Next
2026 Jul-Dec
OVERALL
1 Strengthen Internal
Citywide Communication
Practices
Evaluate and update policies and
practices for enhancing citywide
communications.
Support Citywide Comms Team
to potentially update
AIs.
Based on findings from this evaluation, implement needed improvements. These improvements could include but are not limited to:
1. using the Intranet as a
centralized communication platform,
• Deferred to Team 4
2. monthly
interdepartmental newsletters,
• With Citywide Comms:
• Defined the purpose and scope of internal
newsletter
• Attained distribution list
• Outlined content structure
• Administrative updates
• Accomplishments
• Community Engagement
• Additional Information
• Drafted potential template in HubSpot
• Refine content structure and
template
• Pilot internal newsletter
• Develop newsletter sustainability
mechanisms, including a standard
operating procedure
= Not started,
= No/Low Risk,
= Medium Risk,
= HIGH
RISK/BLOCKED,
= 100% DONE, NEW items in BLUE text
Team 3:
Enhance Communication & Coordination
# Strategic
Sub-Priority
Actions % PROGRESS + RISK
STATUS
What’s Happened
2026 Jan-Jun
What’s Next
2026 Jul-Dec
1 Strengthen
Internal
Citywide
Communication
Practices
(continued...)
Based on findings from this evaluation, implementation needed improvements. These improvements could include
but are not limited to:
3. standardized communication templates,
Through the Community and Engagement
Working Group (CEWG):
• Developed a working group from
different departments to build templates
on Canva
• Held a workshop on the City's branding
guide
• Develop standard templates
• Pilot templates to refine
• Hold a workshop to present
templates
• Create structure where all
departments can access templates
and distribute across the City
4. regular communication training,
Through the CEWG:
• Hold regular trainings on topics related
to the website, ADA compliance,
branding guide, etc.
• Ensure that all departments
access workshops
5. quarterly all-hands meetings,
• Looking to hold an all-staff virtual town
hall about the Budget.
6. internal feedback channels,
= Not started,
= No/Low Risk,
= Medium Risk,
= HIGH
RISK/BLOCKED,
= 100% DONE, NEW items in BLUE text
Team 3:
Enhance Communication & Coordination
# Strategic
Sub-Priority
Actions % PROGRESS + RISK
STATUS
What’s Happened
2026 Jan-Jun
What’s Next
2026 Jul-Dec
1 Strengthen
Internal
Citywide
Communication
Practices
(continued...)
Based on findings from this evaluation, implement needed improvements. These improvements could include
but are not limited to:
7. department liaisons
for communications,
Through the CEWG:
• Create a list of digital communication
leads per department who attend CEWG
meetings and trainings
8. weekly update emails on key
projects and policies,
• Deputy City Administrator Monica Davis
developed a report template for
department directors to report on key
projects and policies to the City
Administrator and Mayor on a biweekly
basis
9. emergency communication protocol.
• Citywide Comms has worked to train and
certify all PIOs in emergency
communication best practices.
• Emergency Services Manager Jessica Fei
holds an annual Golden Eagle exercise
for CIty staff to practice emergency
communications protocol.
• Update emergency PIO guidebook
to present best practices
= Not started,
= No/Low Risk,
= Medium Risk,
= HIGH
RISK/BLOCKED,
= 100% DONE, NEW items in BLUE text
# Strategic
Sub-Priority
Actions % PROGRESS + RISK
STATUS
What’s Happened
2026 Jan-Jun
What’s Next
2026 Jul-Dec
2 Streamline
Communication
Channels Between
CAO and City
Council
Implement an internal communication framework that
ensures timely updates from City Council and the City
Administrator's office are shared across all levels of staff.
This can include regular bulletins, a dedicated internal newsletter, or town hall meetings to keep staff informed about major initiatives and goals.
• YEAR 2 Planning for Year 2
3 Enhancing Decision
Transparency and
Staff Engagement
CAO to identify potential policies and practices for
sharing the impact and purpose of decisions/decision
making. These could include decision rational reports,
regular decision making updates, developing case studies that outline specific decisions, post-implementation
reviews, and annual decision-making process training
that includes the review of Evaluation Criteria. Establish a system for gathering staff input on challenges and
successes in aligning with city priorities. This will include surveys, feedback sessions, and open forums to ensure a continuous loop of communication and improvement.
• YEAR 3
Team 3:
Enhance Communication & Coordination
= Not started,
= No/Low Risk,
= Medium Risk,
= HIGH
RISK/BLOCKED,
= 100% DONE, NEW items in BLUE text
# Strategic
Sub-Priority
Actions Existing & Related
Initiatives Citywide
STATUS
What’s Happened
2026 Jan-Jun
What’s Next
2026 Jul-Dec
OVERALL
1 Y2/3
Strengthening
Employee
Performance
and HR
Coordination
Department managers will
collaborate to streamline workload
management and training
resources, aligned with budget
impacts, to effectively support staff
performance.
Evaluate and enhance roles and
responsibilities of Single Points of
Contact (SPOCs) to improve
coordination and support across
departments. This approach
promotes shared responsibility and
reinforces HR’s capacity to meet
employee needs effectively.
HR – Retention Project
(1) Employee XP
(Experience Program)
Onboarding survey
within 90 days
(2) Employee Engagement
survey and needs
assessement
(3) Exit interview and survey
– why leave
• Re-Scoped: Career lifecycle is
from Recruitment and Onboarding
to employee performance/ workforce
management to Retention and Promotion.
• 2 team members departed.
• Scaled back plans to meeting during
monthly SP meeting and recording our
observations as participant-observers in
the roles of SPOC, hiring managers, and
end-users of forms.
Reviewed HR previous or in-progress
research:
• Initiated discussion on HR research
Integrated racial equity analysis
• Implemented feedback improvements (split
day-long trainings)
• Welcome 1 (maybe 2?)
new Team member and
reboot.
Plans scaled back include:
• Collect and review HR
research: training,
appraisals, process
mapping, promotions
• Gap analysis for workload
management and HR rep
roles
• Survey
managers/supervisors/ HR
SPOCs
• Design process research
with key stakeholders
• Coordinate with Group 1 on
hiring transparency and
onboarding standardization
goals
Team 4.
Optimize Workforce Management
= Not started,
= No/Low Risk,
= Medium Risk,
= HIGH
RISK/BLOCKED,
= 100% DONE, NEW items in BLUE text
Team 4.
Optimize Workforce Management
# Strategic
Sub-Priority
Actions STATUS
What’s Happened
2026 Jan-Jun
What’s Next
2026 Jul-Dec
2 Optimize Intranet for
Enhanced
Communication and
Transparency
• Optimize the centralized intranet
for improved information sharing
and transparency across
departments.
• Communications CAO
representatives to establish
Department page templates.
• Each department manages and
updates its page, supported by a
citywide website update in the
upcoming fiscal year for easy
access to basic information for
staff and constituents. Implement
staff training on accessing and
providing feedback on employee
resources through the intranet.
Y2/3
• Met with Group 3 and
Communications staff
• Reviewed examples of dept SP sites
and content in HR site.
• Met with ITD on SP site.
• Options for location: HR Dept SP or
document library; Revise SP templates
and info architecture (SP vs. website;
within SP and templates)
• Hold – Work on #1 before trying to
create or revise content in Intranet
• Collect and review research re:
communication and intranet
• Gap analysis on website and intranet:
users’ perceptions of the content and
navigation of SP and website and
what are their most common use
cases
• Coordinate/Explore with Group 3
Communications on intranet,
website, and central site/link for
depts.
= Not started,
= No/Low Risk,
= Medium Risk,
= HIGH
RISK/BLOCKED,
= 100% DONE, NEW items in BLUE text
# Strategic
Sub-Priority
Actions STATUS
What’s Happened
2026 Jan-Jun
What’s Next
2026 Jul-Dec
3 Increase
Communication and
Resources Related to
Equity Indicators and
Goals
Promote the refreshed Equity Indicators
Report citywide to enhance individual staff
understanding, department-level roles, and
citywide impact. Develop coordinated
cross-departmental mechanism to align
department-level activities/efforts to
internal equity goals.
Y3
DRE demonstrated the salary
dashboard.
Reviewed/Discussed Equity Indicators
Report. Status of new report is still
pending.
Hold- Work on #1 before trying to use
salary disparity data toi optimize
workforce management.
• Collect and research equity
indicator usage: what worked, what
needs improvement, how indicators
evolved?
• Await new report before
developing workforce management
integration plan
• Coordinate/Explore with Group 1
role in performance management.
Team 4.
Optimize Workforce Management
= Not started,
= No/Low Risk,
= Medium Risk,
= HIGH
RISK/BLOCKED,
= 100% DONE, NEW items in BLUE text
Team 5: Align Budget with Citywide Priorities
# Strategic
Sub-Priority
Actions STATUS
What’s Happened
2026 Jan-Jun
What’s Next
2026 Jul-Dec
OVERALL
1 Launch Evaluation
Criteria Citywide
in Preparation for
Budget Process
Implement a department-level strategy for using
the Strategic Plan-developed evaluation criteria
to review project and service recommendations,
ensuring decisions align with budget realities
while balancing racial equity in prioritization and
resource allocation.
Y2
• Team presented at the monthly Finance Manager
Meeting (~100 attendees)
• Developed & distributed survey for finance managers
• Analyzed survey responses
• Met with Capital Improvement Project Team at DOT to
hear about their lessons learned from budget
prioritization efforts.
• Met with the Department of Race & Equity to explore
synergy between the existing Service & Equity and
Impact Statement and the Evaluation Criteria Scale.
• Team developed a tool that captured the
recommended Evaluation Service Criteria.
• Tool pilotted with DOT, DVP , IT,and OFD in Spring
2026.
• Gather feedback and
lessons learned from
the pilot to launch an
updated tool for the
FY27-29 Biennial
Budget planning
process.
2 Establish Aligned
Priorities for
Integration into
Departmental
Work Plans
Establish a priority alignment process among the
Mayor’s Office, City Council, City Administrator's
Office, and key leadership to set unified priorities
that reflect budget realities. Ensure these
priorities are consistently integrated into
departmental work plans and resource
allocations, providing clear directives and
measurable outputs that enhance accountability
and coherence across city initiatives.
Y3
Year 3 Year 3
= Not started,
= No/Low Risk,
= Medium Risk,
= HIGH
RISK/BLOCKED,
= 100% DONE, NEW items in BLUE text
Thank you!