CITY OF OAKLAND BUDGET MEMORANDUM

DATE: June 14, 2021

TO: City Council and Members of the Public
FROM: Council President Nikki Fortunato Bas
SUBJECT: Amendments to the Mayor’s Fiscal Year 2021-2023 Proposed Budget

Dear City Council Colleagues and Members of the Public,

Attached for your consideration are amendments and policy directives for the Fiscal Year
2021-2023 Budget from my Council Budget Team including Councilmembers Carroll Fife, Noel
Gallo and Dan Kalb. We are seeking to shift the budget—this cycle and onward—towards equity
by addressing the systemic disinvestment in marginalized communities. As we recover from the
COVID-19 pandemic, our goal is to invest directly in these communities by providing affordable
housing, good jobs, access to parks and services, support for artists and cultural workers,
assistance to small businesses, and community safety. In line with the Department of Violence
Prevention’s public health framework, these things together create the infrastructure our
communities need to thrive.

We are introducing these budgetary amendments at a time when many of our most
vulnerable community members have lost their loved ones to the pandemic, lost their jobs and
sources of income, and are worried about losing their homes. The fallout from this economic
instability hits Black and brown communities particularly hard with the simultaneous increase in
violent and serious crime in Oakland and across the country. Last year’s 102 homicides were the
highest in Oakland since 2012, when 127 lives were lost. The trauma that this level of violence
and instability has wreaked in our neighborhoods is devastating.

The people of Oakland have entrusted us, the elected leaders of this city, to ensure that
our public dollars keep our communities safe, healthy, and thriving. To that end, we have
analyzed the proposed $3.85 billion two-year budget, with support from the Finance Department,
leadership across city departments, and members of the public. Our budget recommendations
present a path towards structural change and are summarized in the following.

Instill Equity in the City Budget Process. We direct the City Administration to
incorporate equity tools into the next biennial budgetary processes, which evaluate whether
budgetary actions reduce or exacerbate existing racial disparities, how negative impacts will be
mitigated, and how we will measure outcomes, centering the flatlands neighborhoods across the
city, led by the Department of Race and Equity.

Prioritize affordable housing and homelessness solutions on keeping Oakland

residents in their homes and moving unsheltered neighbors off the streets into dignified shelter
and transitional housing and onto permanent housing.

1. Leverage state and other funding to (a) acquire and preserve affordable housing with
community land trusts and housing cooperatives, (b) house transitional aged youth ages
16-24, (c) purchase and lease additional motels/hotels for housing, and (d) support
homeless interventions on public land, including the former Oakland Army Base.
2. Create a rental registry to support compliance with the City’s renter protection laws.
3. Provide sanitation to over 100 encampments.
4. Establish a Homelessness and Encampment Management Response Task Force subject to
the direction of the Homelessness Administrator, consistent with the recommendations of
the City Auditor. The Homeless Administrator shall establish and lead the task force of
city departments and external agencies/organizations on a comprehensive homeless
strategy.

Restructure our public safety system to align with the four principles of Attorney
General Merrick Garland’s strategy to reduce violent crime released on May 26, 2021:1
1. Build trust and earn legitimacy. Meaningful law enforcement engagement with, and
accountability to, the community are essential underpinnings of any effective strategy to
address violent crime, as well as important ends in themselves.
2. Invest in prevention and intervention programs. Violent crime is not a problem that
can be solved by law enforcement alone. Invest in community-based violence prevention
and intervention programs that work to keep violence from happening before it occurs.
3. Target enforcement efforts and priorities. The Police Department is most effective
when it focuses its limited enforcement resources on identifying, investigating, and
prosecuting the most significant drivers of gun violence and other violent crime.
4. Measure results. Because the fundamental goal of this work is to reduce the level of
violence in our communities, not to increase the number of arrests or prosecutions as if
they were ends in themselves—we must measure the results of our efforts on these
grounds.

1
Available at:
https://www.justice.gov/opa/pr/attorney-general-merrick-b-garland-announces-new-effort-reduce
-violent-crime
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Special Council Meeting on the Budget
June 17, 2021
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 The City can make the structural shift and focus Police Department resources on serious
and violent crime through our budget policy directives that:
1. Shift our budget away from police officer patrol2 and ensure resources are laser focused
on stopping and solving violent and serious crime, shifting $18 million to violence
prevention.
a. Maintain two police academies per year, consistent with previous years (reducing
the Mayor’s proposed four academies in year 1).
b. Freeze vacant sworn officer positions in the 911 Tactical Operations Units (TAC)3
in Year 2, which allows for a Year 1 pilot and ramp up of alternative responses to
non-criminal, non-violent calls for service (MACRO).
c. Deprioritize some non-criminal calls for service, such as false alarms, and
restructure the Police Department to focus on serious and violent crime.
d. Maintain Police Department Beat Officers, Community Resource Officers, and
Crime Reduction Teams, along with 4 existing TAC Teams.
2. Stand up MACRO as an effective alternative response system as first responders to
non-violent calls for service when Oaklanders call for help and invest $3.6M more.4
3. Invest $17 million in the Department of Violence Prevention, including violence
interrupters and community ambassadors who live in our neighborhoods -- a
community-centered workforce, which is a new form of public health worker or
community safety professional.
4. Develop analysis, options, and timeline for creating a department focused on youth and
families, enabling effective resourcing and services that center youth leadership,
empowerment and opportunities at scale.
5. Audit the Police Department to ensure public dollars are being effectively spent on
deterring and responding to violence and solving serious and violent crime.

Support good jobs and a vibrant economy by aiding small businesses with reopening,
supporting artists and culture workers, and ensuring Oakland workers’ rights are respected.

2
Police Patrol makes up about half the OPD budget, responding to 911 calls for service, in which
75% are low level, non criminal, including false alarms, blocked driveways and noise
disturbances.
3
TAC Units respond to 911 calls citywide.
4
Prioritize available state and other funding, including applying for the available $150 million in
the State Budget for funding for immediate mobile crisis support teams, in which $50 million is
allocated for adult mobile crisis response in situations that would ordinarily result in an
encounter with law enforcement. See
https://sbud.senate.ca.gov/sites/sbud.senate.ca.gov/files/Sub_3_Attachment_Children_and_Yout
h_Behavioral_Health_Initiative_Handout.pdf.
Item No.:________
Special Council Meeting on the Budget
June 17, 2021
Page 3
1. Target $300,000 in Economic and Workforce Development support for facade
improvements, repairs, flex streets support, including parklets, to small and
disadvantaged businesses in flatlands neighborhoods throughout our city.
2. Invest $1.5M in cultural affairs programming with grants, festival and other support, and
add 1 FTE position to the Cultural Affairs Division.
3. Invest $1.5M in workforce development, training and placement with a focus on flatlands
neighborhoods and impacted communities including youth, homeless and formerly
incarcerated.
4. Invest $250,000 in the Black Arts Movement and Business District (BAMBD) for
program development for small business incubation, lease support, grants and signage.
Capital investments in BAMBD include $500,000 for a feasibility study for renovations
of the Malonga Center and $30,000 for a property condition survey for the Fire Alarm
Building (proposed site for the Museum of Jazz and Art).
5. Create 4 new Workplace & Employment Officers in the Department of Workplace and
Enforcement Standards to enforce existing worker protections in Oakland.
6. Leverage state and other funding, including: (a) Small Business COVID-19 Relief
Grants, (b) Stimulus for Arts, Creativity and Culture, (c) Cannabis social equity
programs, and (d) 5-year Universal Basic Income Pilot program.

Provide clean, healthy, and sustainable neighborhoods.

1. Restore 13.5 crossing guards at our schools to ensure the safety of our children and
families as schools reopen.
2. Restore 4 environmental enforcement officers to address illegal dumping.
3. Restore dozens of part-time workers to ensure our parks return to pre-COVID levels of
operations.
4. Pilot a 25 member Parks Ambassadors program of part-time staff to serve parks citywide.
5. Expand hours of operation at the Chavez Branch Library to Sundays, 9am to 5pm.
6. Reopen San Antonio Park Recreation Center with two staff and critical park repairs
including: lighting and bleachers repair around basketball courts, moveable bleachers at
soccer field, repair of tennis courts gates, and repair of surface roads. San Antonio Park is
the City’s largest and oldest park in a diverse neighborhood that is among DVP’s priority
areas due to the high rates of violence, poverty, and unemployment.
7. Invest Measure Q in parks maintenance and services across the city. $1.5 million remains
for the Council to allocate through this budget process.
8. Invest $500,000 through Measure HH in community food cards that support flatlands
families access healthy food while also supporting small grocers in their neighborhoods.
9. Invest $250,000 in emergency preparedness, conducting extensive outreach and
recruitment to residents in underrepresented communities for Oakland’s Community
Emergency Response Team (CERT) training program.

Item No.:________
Special Council Meeting on the Budget
June 17, 2021
Page 4
 10. Invest $1 million in vegetation management and wildfire prevention, as well as preparing
a Wildfire Assessment ballot measure for voter consideration.

Increase City revenue and resources to fund public services, including affordable
housing, homelessness solutions, cleaning up trash and illegal dumping, filling potholes,
and preventing violence.
1. Increase Human Resources with 2 staff to ensure effective recruitment and hiring of
vacant positions to increase city services.
2. Increase City staffing capacity to leverage state, federal, philanthropic and other funding
in the Department of Violence Prevention with one additional staff.
3. Propose two measures on the November 2022 Ballot for the people of Oakland to vote
on:
a. Reauthorizing Measure Z to more effectively prevent violence, and
b. Modernizing our business tax to make it progressive and more equitable, and raise
millions for city services.
4. Direct the City Administration to explore a possible new Infrastructure Bond ballot
measure in 2022 for public infrastructure and affordable housing.

With these budgetary priorities, we are creating an infrastructure where community

well-being is investments in public safety, housing, jobs, and young people. I look forward to our
discussion and appreciate the work of our Finance Department in supporting our budget
deliberations. For questions regarding this memo, please contact Miya Saika Chen, Chief of
Staff, Office of Council President Nikki Fortunato Bas, at mchen@oaklandca.gov.

Respectfully Submitted,

________________________
Nikki Fortunato Bas
Council President, District 2

Attachments:
● Exhibit 2: Spreadsheet for the Council President Budget Team’s Amendments
● Exhibit 3: Budget Policy Directives

Item No.:________
Special Council Meeting on the Budget
June 17, 2021
Page 5
 Exhibit 2

FY 2021-23 COUNCIL AMENDMENTS (Council President Bas, CM Fife, CM Gallo, CM Kalb)

FUND 1010 - GENERAL PURPOSE FUND

REVENUE ADDITIONS (POSITIVE #) & REDUCTIONS (NEGATIVE #)

FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Description Notes
Ongoing One-Time Total Ongoing One-Time Total
Use of Contingency for Council
1 1010 Non-Departmental 12,602,309 12,602,309 18,217,642 18,217,642 Amounts confirmed by Admin. Errata 6/10/21
Priorities
2 1010 Non-Departmental Balance between years (182,610) (182,610) 182,610 182,610
Subtotal Revenue Adjustments - 12,419,699 12,419,699 - 18,400,252 18,400,252

EXPENDITURE REDUCTIONS (NEGATIVE #)

Description (Include Job Class & FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Notes
FTE) Ongoing One-Time Total Ongoing One-Time Total
Reduction to fund Reimagining Recommendations for
1 1010 Police Reduce 2 police academies in Year 1 (7,538,068) (7,538,068) -
alternative responses, violence prevention
Don't Add 2nd Traffic Squad and
2 1010 Police continue Supplemental Overtime (9.0 - (267,819) (267,819)
FTE Y2)
Freeze Citywide 911 Surge For Patrol, maintain Beat Officers, Community Resource
Restorations: 1 Officer in each of 2B Officers, Crime Reduction Teams at proposed levels;
3 1010 Police - (1,797,831)
2100, 3A 1400, 4A 2100, 4B 0700, 5B and instead Freeze Citywide 911 TAC Teams (50.0 FTE
1400) (7.0 FTE Y2) (1,797,831) in Year 2), leaving 4 remaing TAC teams.
Freeze Citywide 911 Surge Officers (2
4 1010 Police Officers in each of 2B 2100, 3A 1400, - (2,054,664) see above note
4A 2100, 5B 14000 (8.0 FTE Y2) (2,054,664)
Freeze Citywide 911 Surge Unit 2A
5 1010 Police - (1,588,916) see above note
0700 (6.0 FTE Y2) (1,588,916)
Freeze Citywide 911 Surge Unit 4B
6 1010 Police - (1,845,749) see above note
0700 (7.0 FTE Y2) (1,845,749)
Freeze Citywide 911 Surge Unit 1B
7 1010 Police - (1,588,916) see above note
1800 (6.0 FTE Y2) (1,588,916)
Freeze Citywide 911 Surge Unit 5B
8 1010 Police - (1,845,749) see above note
1800 (7.0 FTE Y2) (1,845,749)
Subtotal of Expenditure Reductions - (7,538,068) (7,538,068) (10,989,644) - (10,989,644)

FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23

Notes
Ongoing One-Time Total Ongoing One-Time Total
FUNDS AVAILABLE FOR PROGRAMMING - 19,957,767.00 19,957,767.00 10,989,644.00 18,400,252.00 29,389,896.00

EXPENDITURE ADDITIONS (POSITIVE #)

Description (Include Job Class & FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Notes
FTE) Ongoing One-Time Total Ongoing One-Time Total
Stipends for Homeless Advisory the nominal fee should be no more than 20% of
Administrator/Homeless
1 1010 Commission’s Workgroup of 25,000 25,000 25,000 25,000 whatever wage the City would
Division
Unsheltered Residents normally pay for this type of work
Administrator/Homeless
2 1010 Add 1.0 FTE Admin Assistant I 85,334 85,334 117,691 117,691 start October 1, 2021
Division
Administrator/Homeless
3 1010 Add 1.0 FTE Program Analyst I 108,569 108,569 149,790 149,790 start October 1, 2021
Division
Add 2.0 FTE Case Manager I (support
4 1010 Human Services for encampment sanitation at direction 251,138 251,138 345,142 345,142 start October 1, 2021
of Homeless Administrator)
 Exhibit 2

Sanitation Services (porta-potties,

Administrator/Homeless
5 1010 handwashing stations) for 60 more 1,080,000 1,080,000 1,080,000 1,080,000
Division
encampments with better servicing Increases services from current 47 to total of 107
encampments
6 1010 Administrator Polling for 2022 ballot measures 150,000 150,000 -
Redistricting Commission (Community
7 1010 Administrator 40,000 40,000 -
Outreach Consultant)
Add 1.0 FTE Deputy City Attorney III
8 1010 City Attorney 282,124 282,124 292,276 292,276
(Public Records requests)
Economic & Workforce
9 1010 Add 1.0 FTE Municipal Code Officer 156,359 156,359 162,021 162,021
Development
Target support to small and disadvantaged businesses
through multilingual technical assistance in flatland
neighborhoods including Fruitvale, Chinatown, East
Small Business Re-opening Assistance Oakland, West Oakland. If desired and with Council
Economic & Workforce
10 1010 - facade improvement and repairs + 300,000 300,000 - action, additional funds can be allocated from
Development
flex streets support approximately $900K available in Coliseum Area and
just under $600K in Central City East Area for Façade
Improvement Program (FIP)/Tenant Improvement
Program (TIP) projects.
Economic & Workforce Cultural Affairs programs (grants, Focus on flatland neighborhoods - Fruitvale, Chinatown,
11 1010 500,000 500,000 1,000,000 1,000,000
Development festival support, etc) East Oakland, West Oakland
Economic & Workforce Unfreeze 0.5 FTE Cultural Affairs
12 1010 133,116 133,116 183,311 183,311 start October 1, 2021
Development Program Analyst II and make full-time
Black Art Movement & Business
Economic & Workforce program development for small business incubation,
13 1010 District (BAMBD) program 250,000 250,000 -
Development lease support, grants, signage
development
Focus on flatland neighborhoods - Fruitvale, Chinatown,
Economic & Workforce Workforce Development - job East Oakland, West Oakland - and impacted
14 1010 500,000 500,000 1,000,000 1,000,000
Development readiness, placement grants/contracts communities including youth, homeless and formerly
incarcerated
Reimagining Recommendation - also seek state and
15 1010 Fire MACRO 600,000 600,000 3,000,000 3,000,000 private funds, county collaboration + policy directive for
advisory council
Emergency Preparedness/CERT four trainings per year, outreach/recruitment in
16 1010 Fire 125,000 125,000 125,000 125,000
Program underserved neighborhoods
Wildfire Prevention and Vegetation
17 1010 Fire 500,000 500,000 500,000 500,000
Management
18 1010 Police Unfreeze Criminalist III - 244,621 244,621
19 1010 Human Resources Unfreeze 1 FTE Senior HR Analyst 142,439 142,439 196,792 196,792 start October 1, 2021
20 1010 Human Resources Add 1 FTE Management Assistant 142,439 142,439 196,792 196,792 start October 1, 2021
1.0 FTE Chief Information Security
IT (Information
21 1010 Officer (CISO) – Project Manager III - 286,245 286,245 395,476 395,476 start October 1, 2021
Technology)
$286,245 (start Oct 1)
2.0 FTE Information Systems
IT (Information
22 1010 Specialist II (two positions, half-year 224,806 224,806 399,510 399,510 start January 1, 2022
Technology)
funded in Year 1)
IT (Information O&M for professional services,
23 1010 500,000 500,000 1,500,000 1,500,000
Technology) software/hardware
Parks & Rec and Youth
24 1010 Unfreeze 11.81 FTE 1,007,141 1,007,141 -
Devt
Parks & Rec and Youth Add 1.0 FTE Recreation Center
25 1010 101,304 101,304 139,962 139,962 start October 1, 2021
Devt Director for San Antonio Park
Parks & Rec and Youth Add 0.75 FTE Recreation Leader II
26 1010 46,926 46,926 64,835 64,835 start October 1, 2021
Devt PPT for San Antonio Park
 Exhibit 2

Parks Ambassadors (citywide) - Add

Parks & Rec and Youth
27 1010 5.0 FTE Facilities Security Assistant, 326,887 326,887 445,500 445,500 start August 1, 2021, 25 Ambassadors to serve citywide
Devt
PT
Parks & Rec and Youth Add funds to balance reduction in
28 1010 500,000 - 500,000 500,000 500,000
Devt Meas HH (Fund 1030)
Public Ethics
29 1010 1.0 FTE Administrative Analyst I - 152,661 152,661 To support enforcement team in Year 2
Commission
Proposed budget has $800,000. Bring Fund to $2M in
30 1010 Public Works Minor CIP & Emergency Repair Fund 800,000 800,000 800,000 800,000 line with past funding. $800K in 1010 and $400K for
Parks Minor CIP in 2244.
Unfreeze 2.0 Enviro Enforcement Unfreeze 4 FTE Environmental Enforcement Officers,
31 1010 Public Works 354,378 354,378 730,844 730,844
Officers in Year 1 and 2 more in Year 2 focus on flatland communities
Fund half from GFP (1010) and half from Measure BB
32 1010 Transportation Restore 13.5 FTE Crossing Guards - 451,445 451,445
(transportation funds)
start October 1, 2021; position to assist with research,
Add 1.0 FTE Budget & Grants
33 1010 Violence Prevention 153,968 153,968 212,721 212,721 grant writing and reporting to
Administrator for Fund Development
expand DVP funding
Invest in DVP Strategy & Alternative Reimagining Recommendations - DVP to present plan to
Safety Plan: Community Outreach Public Safety Committee on July 13, 2021 and return to
34 1010 Violence Prevention Workers, Violence Interrupters, 7,000,000 7,000,000 10,000,000 10,000,000 Council with recommendations for RFP by September
Ambassadors, Restorative Justice, 30, 2021 including strategies, allocations and population
Gender-Based Violence Services & geographic focus.
Phase 2 of Reimagining Rooted in Reimagining Recommendation (consultant contract to
35 1010 Administrator 100,000 100,000 -
Community Practice, Data & Equity work under CAO with Departments, Council, Public)
Analysis and development of
Reimagining Recommendation (consultant contract to
36 1010 Administrator framework and options for Dept of 50,000 50,000 -
work under CAO with Departments, Council, Public)
Children, Youth & Families
Comprehensive Audit of the Police See Policy Directive, Independent Audit under Inspector
37 1010 Adminstrator 100,000 100,000 -
Department General
Add 3.0 FTE Workplace & Employment
Workplace & To be funded by Minimum Wage & Labor Standard
38 1010 Officers in Year 1 and 1 more FTE in 553,143 553,143 764,052 764,052
Employment Standards Enforcement Fee being implemented July 1, 2021.
Year 2

39 1010 Interdepartmental Labor Contingency for Year 2 MOUs - 4,214,455 4,214,455

Gallo at $200k each: Youth Employment Program, Street

Level Health Project, Spanish Speaking Citizens
Foundation, Lao Family Center, Native American Health
40 1010 Interdepartmental Community grants 1,925,000 1,925,000 - Center, Private Industry Council, Restore Oakland
Kalb at $75k each: CivicCorps, Rising Sun, Rebuilding
Together Oak, Oakland Literacy Coalition, Destiny Arts,
Family Violence Law Center, SOS Meals on Wheels

Extend Lake Merritt Operations through November 2021

(OPD, DOT, Muni Code, porta-potties, handwashing
stations, trash collection) and develop plan and timeline
41 1010 Interdepartmental Lake Merritt Operations 556,452 556,452 -
for phasing out City Department Teams and phasing in
Parks Ambassadors and other alternatives to address
safety and community at the Lake

Subtotal of Expenditure Additions 6,406,315 13,551,452 19,957,767 14,309,896 15,080,000 29,389,896

 Exhibit 2

FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23

Notes
Ongoing One-Time Total Ongoing One-Time Total
SURPLUS / (DEFICIT) (6,406,315) 6,406,315 - (3,320,252) 3,320,252 -

236330 244621
 Exhibit 2

FY 2021-23 COUNCIL AMENDMENTS (Council President Bas, CM Fife, CM Gallo, CM Kalb)

FUND 1030 - MEASURE HH - Sugar-Sweetened Beverage Tax

REVENUE ADDITIONS (POSITIVE #) & REDUCTIONS (NEGATIVE #)

FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Description Notes
Ongoing One-Time Total Ongoing One-Time Total
- -
- -
Subtotal Revenue Adjustments - - - - - -

EXPENDITURE REDUCTIONS (NEGATIVE #)

Description (Include Job Class & FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Notes
FTE) Ongoing One-Time Total Ongoing One-Time Total
Parks & Rec and Youth Reduce HH Fund 1030 allocation and add $500k
1 1030 Reduce allocation (500,000) (500,000) (500,000) (500,000)
Devt to GPF Fund 1010
- -
Subtotal of Expenditure Reductions - (500,000) (500,000) - (500,000) (500,000)
FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Notes
Ongoing One-Time Total Ongoing One-Time Total
FUNDS AVAILABLE FOR PROGRAMMING - 500,000.00 500,000.00 - 500,000.00 500,000.00

EXPENDITURE ADDITIONS (POSITIVE #)

Description (Include Job Class & FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Notes
FTE) Ongoing One-Time Total Ongoing One-Time Total
Add food cards for use with small grocery stores in
1 1030 Human Services Add Food Cards 500,000 500,000 500,000 500,000
flatland neighborhoods
- -
Subtotal of Expenditure Additions - 500,000 500,000 - 500,000 500,000

FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23

Notes
Ongoing One-Time Total Ongoing One-Time Total
SURPLUS / (DEFICIT) - - - - - -
 Exhibit 2

FY 2021-23 COUNCIL AMENDMENTS (Council President Bas, CM Fife, CM Gallo, CM Kalb)

FUND 2218 - Measure BB Local Streets & Roads

REVENUE ADDITIONS (POSITIVE #) & REDUCTIONS (NEGATIVE #)

FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Description Notes
Ongoing One-Time Total Ongoing One-Time Total
1 2218 Transportation Use of Fund Balance - 451,445 451,445
- -
Subtotal Revenue Adjustments - - - 451,445 - 451,445

EXPENDITURE REDUCTIONS (NEGATIVE #)

Description (Include Job Class & FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Notes
FTE) Ongoing One-Time Total Ongoing One-Time Total
- -
- -
Subtotal of Expenditure Reductions - - - - - -

FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23

Notes
Ongoing One-Time Total Ongoing One-Time Total
FUNDS AVAILABLE FOR PROGRAMMING - - - 451,445 - 451,445

EXPENDITURE ADDITIONS (POSITIVE #)

Description (Include Job Class & FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Notes
FTE) Ongoing One-Time Total Ongoing One-Time Total
Fund half from Measure BB (transportation funds)
1 2218 Transportation - 451,445 451,445
Restore 13.5 FTE Crossing Guards and half from GFP (1010)
- -
Subtotal of Expenditure Additions - - - 451,445 - 451,445

FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23

Notes
Ongoing One-Time Total Ongoing One-Time Total
SURPLUS / (DEFICIT) - - - - - -
 Exhibit 2

FY 2021-23 COUNCIL AMENDMENTS (Council President Bas, CM Fife, CM Gallo, CM Kalb)

FUND 2413 - Rent Adjustment Program

REVENUE ADDITIONS (POSITIVE #) & REDUCTIONS (NEGATIVE #)

FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Description Notes
Ongoing One-Time Total Ongoing One-Time Total

- -
Subtotal Revenue Adjustments - - - - - -

EXPENDITURE REDUCTIONS (NEGATIVE #)

Description (Include Job Class & FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Notes
FTE) Ongoing One-Time Total Ongoing One-Time Total
Housing & Community
1 2413 (211,081) (211,081) (217,821) (217,821)
Development Freeze 1 FTE Program Analyst III Freeze vacant position
- -
Subtotal of Expenditure Reductions (211,081) - (211,081) (217,821) - (217,821)
FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Notes
Ongoing One-Time Total Ongoing One-Time Total
FUNDS AVAILABLE FOR PROGRAMMING 211,081.00 - 211,081.00 217,821 - 217,821

EXPENDITURE ADDITIONS (POSITIVE #)

Description (Include Job Class & FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Notes
FTE) Ongoing One-Time Total Ongoing One-Time Total
In Errata, new Project Manager I FTE added
Housing & Community
1 2413 - - effective Oct. 2021 for Rent Adjustment Program,
Development
development of rent registry
Add 1 FTE Program Manager I
2 2413 Non-departmental Contribution to Fund Balance 211,081 211,081 217,821 217,821
Subtotal of Expenditure Additions 211,081 - 211,081 217,821 - 217,821

FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23

Notes
Ongoing One-Time Total Ongoing One-Time Total
SURPLUS / (DEFICIT) - - - - - -
 Exhibit 2

FY 2021-23 COUNCIL AMENDMENTS (Council President Bas, CM Fife, CM Gallo, CM Kalb)

FUND 2421 - Capital Improvement Impact Fee Fund

REVENUE ADDITIONS (POSITIVE #) & REDUCTIONS (NEGATIVE #)

FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Description Notes
Ongoing One-Time Total Ongoing One-Time Total
1 2421 Public Works Use of Fund Balance 530,000 530,000
- -
Subtotal Revenue Adjustments - 530,000 530,000 - - -

EXPENDITURE REDUCTIONS (NEGATIVE #)

Description (Include Job Class & FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Notes
FTE) Ongoing One-Time Total Ongoing One-Time Total

- -
Subtotal of Expenditure Reductions - - - - - -
FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Notes
Ongoing One-Time Total Ongoing One-Time Total
FUNDS AVAILABLE FOR PROGRAMMING - 530,000 530,000 - - -

EXPENDITURE ADDITIONS (POSITIVE #)

Description (Include Job Class & FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Notes
FTE) Ongoing One-Time Total Ongoing One-Time Total
1 2421 Public Works 500,000 500,000
Malonga Center Feasibiility Study

Museum of Jazz & Art: Property

Condition Survey & Seismic Mitigation:
2 2421 EWD/Real Estate 30,000 30,000 -
Feasibility Study for 1310 Oak Street
Fire Alarm Building (FAB)

Subtotal of Expenditure Additions - 530,000 530,000 - - -

FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23

Notes
Ongoing One-Time Total Ongoing One-Time Total
SURPLUS / (DEFICIT) - - - - - -
 Exhibit 2

FY 2021-23 COUNCIL AMENDMENTS (Council President Bas, CM Fife, CM Gallo, CM Kalb)

FUND 2244 - MEASURE Q - Parks, Water, Homelessness

REVENUE ADDITIONS (POSITIVE #) & REDUCTIONS (NEGATIVE #)

FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Description Notes
Ongoing One-Time Total Ongoing One-Time Total
- -
- -
Subtotal Revenue Adjustments - - - - - -

EXPENDITURE REDUCTIONS (NEGATIVE #)

Description (Include Job Class & FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Notes
FTE) Ongoing One-Time Total Ongoing One-Time Total
Reallocate Council Contingency (2,541,695) (2,541,695) (880,660) (880,660) Contingency to allocated by council
Reallocate OPW Parks Overtime (650,000) (650,000) (350,000) (350,000)
Subtotal of Expenditure Reductions - (3,191,695) (3,191,695) - (1,230,660) (1,230,660)

FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23

Notes
Ongoing One-Time Total Ongoing One-Time Total
FUNDS AVAILABLE FOR PROGRAMMING - 3,191,695.00 3,191,695.00 - 1,230,660.00 1,230,660.00

EXPENDITURE ADDITIONS (POSITIVE #)

Description (Include Job Class & FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Notes
FTE) Ongoing One-Time Total Ongoing One-Time Total

Proposed budget has $800,000. Bring Fund to

Parks Minor CIP & Emergency Repair
1 2244 Public Works 400,000 400,000 400,000 400,000 $2M in line with past funding. $800K in 1010 and
Fund
$400K for Parks Minor CIP in 2244.

San Antonio Park - Update lighting system for

basketball courts with timers and photocells (using
2 2244 Public Works San Antonio Park - Repair lighting and 250,000 250,000 - solar lighting); Repair of concrete bleachers
bleachers around basketball courts, around the basketball courts; Installation of
install moveable bleachers at soccer moveable bleachers at the soccer field; Replace
field, replace tennis court gates, gates of tennis courts; Surface road repair of the
surface road repairs. asphalt and driveways.
Parks & Rec and Youth
3 2244 San Antonio Park Rec Ctr - equipment 10,000 10,000 - furniture, equipment to re-open Rec Center
Devt

4 2244 Public Works Bella Vista Park - resurface tot lot 57,000 57,000 -

Signs with Park Hours, Park Rules,

5 2244 Public Works and maps in at least four languages – 100,000 100,000 - Prioritize parks in flatland neighborhoods.
English, Spanish, Chinese,
Vietnamese.
 Exhibit 2

6 2244 Public Works Arroyo Viejo Park - Irrigation, plant, 90,000 90,000 -
and turf restoration

7 2244 Public Works Irrigation, plant, turf restoration, and 200,000 200,000 - Ricky Henderson, McConnel, Carter Gilmore,
ball field infield restoration Popular, Lowell, Ira Jenkins, and Bushrod Fields

8 2244 Public Works 200,000 200,000 Installation of an above surface water line that
-
would provide a water source to the restrooms and
Caldecott Park - Water restorations sports field. Design, material, and labor/installation
Increase Park Attendant from 0.5 FTE Start October 1, 2021; Rose Garden is revenue
9 2244 Public Works 72,407 72,407 99,948 99,948
to 1.0 FTE (Rose Garden) generating as event venue
Add 3.0 FTE Custodians for organized
10 2244 Public Works 263,908 263,908 268,816
blitzes of Parks restrooms
11 2244 Public Works Lake Merritt Bowling Green Restroom 350,000 350,000
12 2244 Public Works Lake Merritt Restroom Trail Repair 300,000 300,000
13 2244 Public Works Litter Receptacles 40,000 40,000
14 2244 Public Works Restroom Paint Abatement 50,000 50,000
-
-
OTHER ALLOCATIONS TO BE ADDED BY COUNCIL - -
- -
Subtotal of Expenditure Additions 736,315 1,647,000 2,383,315 768,764 - 499,948

FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23

Notes
Ongoing One-Time Total Ongoing One-Time Total
SURPLUS / (DEFICIT) (736,315) 1,544,695 808,380 (768,764) 1,230,660 730,712

1,539,092
 Exhibit 2

FY 2021-23 COUNCIL AMENDMENTS (Council President Bas, CM Fife, CM Gallo, CM Kalb)

FUND 2241 - MEASURE Q - Libraries

REVENUE ADDITIONS (POSITIVE #) & REDUCTIONS (NEGATIVE #)

FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Description Notes
Ongoing One-Time Total Ongoing One-Time Total
1 2241 Use of Fund Balance 250,000 250,000 250,000 250,000
- -
- -
Subtotal Revenue Adjustments - 250,000 250,000 - 250,000 250,000

EXPENDITURE REDUCTIONS (NEGATIVE #)

Description (Include Job Class & FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Notes
FTE) Ongoing One-Time Total Ongoing One-Time Total
- -
- -
Subtotal of Expenditure Reductions - - - - - -
FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Notes
Ongoing One-Time Total Ongoing One-Time Total
FUNDS AVAILABLE FOR PROGRAMMING - 250,000.00 250,000.00 - 250,000.00 250,000.00

EXPENDITURE ADDITIONS (POSITIVE #)

Description (Include Job Class & FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23
Item # Fund Dept. Notes
FTE) Ongoing One-Time Total Ongoing One-Time Total
Add additional hours to staff Chavez Open Chavez Branch on Sundays from 9am -
1 2241 Library 250,000 250,000 250,000 250,000
Branch on Sundays 5:30pm
- -
- -
Subtotal of Expenditure Additions 250,000 - 250,000 250,000 - 250,000

FY 2021-22 FY 2021-22 FY 2021-22 FY 2022-23 FY 2022-23 FY 2022-23

Notes
Ongoing One-Time Total Ongoing One-Time Total
SURPLUS / (DEFICIT) (250,000) 250,000 - (250,000) 250,000 -
CITY OF OAKLAND BUDGET MEMORANDUM

Exhibit 3 - BUDGET POLICY DIRECTIVES

June 14, 2021
Council President Bas, Councilmember Fife, Councilmember Gallo and Councilmember Kalb

FY 2021-2023 BUDGET POLICY DIRECTIVES

The following policy directives will ensure our City effectively implements the Council’s budget
priorities. The City Administration shall provide a status report and timeline for implementation on
all adopted FY 21-23 budget policy directives along with a status update on the budget policy
directives from the FY 2019-21 adopted budget to the Council's Finance Committee no later than
October 2021. In addition, the City Administration shall provide an informational report on the
status of each of these items below at the second Council meeting in April 2022, in order to prepare
for the mid-cycle budget process in June 2022.

1. Instill Equity in the Budgeting Process -- The City Administrator shall work with the
Department of Race and Equity and the City Council to review past practices in creating budget
documents and incorporate these goals into our next biennial budget processes.1 This includes
addressing the distribution of city resources to flatlands neighborhoods in the Fruitvale, Central,
East and West Oakland.

AFFORDABLE HOUSING AND HOMELESSNESS SOLUTIONS

2. Prioritize State, Federal and Other Funding for Preservation and Development of
Affordable Housing and Homelessness Solution -- To the extent that additional federal and state
funds becomes available for affordable housing and homelessness solutions, the City shall prioritize
the following:
Homekey - Acquisition and rehabilitation of buildings to be used to provide housing for
Oakland's homeless population along with necessary services for those in need.

1
Under Ordinance C.M.S. 13319, the establishment of the Department of Race and Equity was to
improve our ability to “consider equity and social justice impacts in all decision-making so that
decisions increase fairness and opportunity for all people” and the Ordinance specifically names
“budgets” as one of the ways the City Administrator shall apply equity and social justice
foundational practices.
 Permanent Affordability Program - Replenish the Acquisition and Conversion to
Affordable Housing (ACAH) Fund to $12 Million to help with acquiring and rehabing community
land trust housing and limited equity coops as permanent affordable housing.
Interim Housing Interventions - Funds for creating interim housing interventions for our
homeless residents in each council district, prioritizing use of public land, along with necessary
services for those in need.
Affordable Housing Construction NOFAs - Additional funding to leverage available tax
credits and help finance new below market rate housing.
Keep Oakland Housed - Additional funding for Homelessness Prevention services,
including emergency rental assistance.
Preservation of Naturally Occurring Affordable Housing (NOAH) - Assist affordable
housing nonprofits to purchase older apartment building to create and preserve affordability for the
units in these buildings
First-time Homebuyers Loan Assistance - Increase funds for our local mortgage
assistance programs.

3. Prioritize State Funding for Development of Housing for Transitional Aged Youth (TAY) --
Direct City Administration to allocate at least $5 million of state affordable housing funding for the
development of the Career Technical Education Hub at 1025 2nd Avenue, Oakland, for TAY
Housing, which is a partnership with the Oakland Unified School District and will house
approximately 100-150 TAY in this safe and neutral location.2

4. Policy Changes to Increase the Impact and Feasibility of Occupied Acquisition-Rehab --

Direct City Administration to streamline funding, project approval, contract compliance, and
operations for acquiring unsubsidized affordable housing occupied by low and moderate-income
residents and preserving it as permanently affordable housing. This includes working with the
Oakland Preservation Collaborative, a network of nonprofit affordable housing providers, tenant
advocates and community land trusts, to develop an appropriate definition for what is considered
“minor” and “major” rehab for acq-rehab and other systems improvements.3

2
Transition Aged Youth (TAY) are youth ages 16-24 who are in transition from adolescence to
adulthood, youth transitioning out of foster care or juvenile detention facilities, youth who have run
away from home or dropped out of school, and youth with disabilities. TAY in Oakland are
disproportionately Black, brown and LGBTQ, and face a number of unique challenges related to
education, employment, housing, and mental health. Each year, more than 350 Oakland students
drop out / are pushed out of school. The numbers of unhoused TAY have dramatically increased
since COVID -19.
3
This includes ensuring that projects are funded and advanced quickly enough to meet the demands
of a fast-paced real estate market where tenants and community-based organizations struggle to
compete. For example, the City should differentiate between projects that include “major rehab”
and those that have minimal rehab scopes aimed at addressing deferred maintenance and immediate
health and safety issues. Where possible, language in City loan agreements around disbursement,
Item No.:________
Special Council Meeting on the Budget
June 17, 2021
Page 2
5. Rent Adjustment Program (RAP) and Rental Registry -- Direct City Administration to
present a staff report and ordinance to the Council for consideration no later than May 2022 to
create a rental registry—an important tool for the enforcement of and compliance with the City’s
renter protection laws. The City Administration shall contract to complete a fee analysis to
determine necessary fees to cover costs of this registry program.

6. Establishment of the Homelessness and Encampment Management Response Task Force --

Direct City Administration to establish a Homelessness and Encampment Management Response
Task Force, comprised of Human Services, Public Works, Transportation, Planning and Building,
Fire, Police, Housing & Community Development, Animal Services, and other necessary external
agencies and organizations, directed by the Homlessness Administrator, to develop comprehensive
strategies, standardized operations, and services (including but not limited to established
interventions providing outreach, human services, safety, sanitation, trash, traffic, infrastructure use,
etc.) in response to the conditions of homelessness in the City rights of way.

PUBLIC SAFETY AND VIOLENCE PREVENTION

7. Independent Audit of Police Department -- Direct City Administration to work with the
Council President and Public Safety Committee Chair to commission an independent,
comprehensive audit of the Police Department, which would be overseen by the Inspector General
for completion by December 2022.4

8. Second Phase of Reimagining Public Safety to Include Restructuring of Police Department

to Focus on Serious and Violent Crime -- Direct City Administration to work with the the Council
President and Public Safety Chair to hire a consultant with expertise on the criminal legal system, to
facilitate the second phase of Reimagining Public Safety in Oakland, with the goal of restructuring
the Police Department to focus on serious and violent crime by operationalizing the shifting of
resources from enforcement and punishment to prevention, wellness and alternative responses for
integration in the fiscal year 2023-2025 budget. This includes raising additional private funds if

contract compliance, and insurance requirements should be modified to better fit the types of work
being undertaken and the process required to actually complete that work (e.g., minimal permitting
and architectural needs, hiring small vendors vs. General Contractors, etc.).
4
The audit shall include, but not be limited to, an in-depth analysis of calls for service data, an
accurate time study for officers on patrol, and special units including Ceasefire, Investigations,
Special Events, Felony Assault, Homicide, and Special Victims, and a detailed assessment of
performance and clearance rates to measure how resources are being used and the effectiveness of
those resource allocations to inform the analysis of the second phase of Reimagining Public Safety.
Recommendations shall include, but not be limited to, diverting certain non-violent and
non-criminal calls for service to alternative responses and focusing resources on violent and serious
crime response, investigation and deterrence.
Item No.:________
Special Council Meeting on the Budget
June 17, 2021
Page 3
needed. The process shall be community-led, transparent, trauma-informed, and include the
following priorities:

8a. Increase Capacity to Investigate and Solve Crimes and Produce Higher Clearance
Rates on Homicides, Missing Persons, and Other Serious Crimes by Restructuring
Investigations Units -- Analyze possible increase in civilian personnel assigned to investigations
and other specialized units (including possible new classifications) and concomitant decrease in
assigned sworn officers in the following units/positions for greater effectiveness and cost savings:
Evidence Unit
Property Evidence Specialist Unit
Sex Registrants and ID Section
Patrol Desk in the Police Administration Building
Patrol Desk at the Eastmont Substation
Supervision of the Homeless Outreach Unit
Internal Affairs Division
Transportation Lot
911 Call Center
Traffic Enforcement

8b. Remove Low Level and Non Violent Calls for Service from the Police Department
-- Provide detailed analysis and recommendations for operationalizing the removal of low-level,
non-violent calls for service from the Police Department’s responsibilities and options for an
alternative response. Low-level, non-violent calls for service include what the Police Department
classifies as “Administrative, Animal-related, Homeless, Mental Health, Noise-related, Ambulance
Requested, and Other.”5

9. Significantly Stand Up MACRO As An Effective Alternate Response System as First

Responders to Non-Violent Calls for Service -- Prioritize available state and other funding for
alternative response systems, including funding through Assembly Bill 988, which creates a new
three-digit phone line for suicide prevention and immediate, localized emergency response for
individuals in mental health crisis by trained mental health professionals, as well as available
federal matching, the CRISIS Act funding for community based organizations, and in partnership
with Alameda County.

9a. Advisory Board for MACRO -- Direct City Administration to work with the Council
President and Public Safety Chair to develop the structure of the Advisory Board for the purpose of
5
See Police Data Analysis Report, Oakland CA by Center for Public Safety Management LLC
(https://cao-94612.s3.amazonaws.com/documents/CPSM-Oakland-CFS-Report-Dec-2020.pdf)
Include a transition plan for certain traffic enforcement responsibilities from the Police Department
to the Department of Transportation.
Item No.:________
Special Council Meeting on the Budget
June 17, 2021
Page 4
serving as an advisory partner to the Oakland Fire Department in developing the MACRO civilian
crisis response.6

10. Department of Violence Prevention (DVP) Alternative Safety Plan and Community
Violence Prevention Infrastructure -- Direct DVP via the City Administration to return to Council
with recommendations for an RFQ by October 30, 2021 with a proposed set of strategies and
spending plan for the additional funds allocated to the DVP through this Budget that is sustainable
for the 3 year spending cycle.7

11. Internal Affairs -- Direct City Administration to work with an independent consultant, the
Police Commission, and the Police Department to analyze options and timeline for moving most or
all of the responsibilities of the Internal Affairs Division to the Community Police Review Agency
(CPRA).

12. Crime Prevention Through Environmental Design (CPTED) -- Direct City Administration
to prioritize implementation of recommendations from CPTED analysis, particularly in flatlands
neighborhoods, business corridors and beats with high rates of serious and violent crimes. This
includes improved lighting, traffic calming and other environmental design. Where these measures
would help deter crime and promote community safety, they should be expedited.

13. CERT/Emergency Preparedness -- Direct City Administration to conduct extensive outreach

and recruitment to residents in underrepresented communities for Oakland’s Community
Emergency Response Team (CERT) training program.

14. Vegetation Management/Wildfire Prevention -- Direct City Administration to work with City
Council on preparing a Wildfire Assessment ballot measure for voter consideration to help ensure
that the City of Oakland can be best prepared to reduce the risk of wildfires in our city.

6
Advisory board members shall include, but not be limited to, experts in the provision of
emergency and/or crisis and/or mental health services, who have experience working with
Oakland’s most impacted communities, including individuals who have been involved with the
criminal legal system, unsheltered individuals, domestic violence survivors, youth, and survivors of
state violence. Advisory board members shall be representative of the communities being served.
The City Administrator shall provide an informational memo to the Council in September 2021 on
the creation of this advisory board.
7
DVP is already scheduled to present its plan to the Public Safety Committee on July 13, 2021. The
plan shall work towards creating a community safety presence at scale and include identification of
neighborhoods and business districts to focus on, with framework and training through the DVP and
formal collaboration with the Police Department and other departments/divisions as appropriate
such as Cultural Affairs and Parks & Rec and Youth Development. Fund balance at the end of each
fiscal year shall remain in DVP for spending in the next year.
Item No.:________
Special Council Meeting on the Budget
June 17, 2021
Page 5
15. Youth and Families -- Direct City Administration to conduct an analysis and provide feasible
options and timeline for the creation of a department dedicated to youth and families in a proposal
for Council consideration by April 2022 that moves youth-focused funding primarily from the
Police Department and Human Services Department, that aligns the Police Department, Youth
Advisory Commission, Oakland Fund for Children and Youth, and Community Youth Leadership
Council, to enable effective resourcing for centering youth leadership, empowerment, and
opportunities at scale.

GOOD JOBS AND A VIBRANT ECONOMY

16. Support Small Businesses with Re-Opening -- Target Economic and Workforce Development
support for facade improvements, repairs, flex streets support, including parklets, among other
support, to small and disadvantaged businesses in flatland neighborhoods throughout our city with
particular attention to commercial neighborhoods in the Fruitvale, Chinatown, East Oakland, and
West Oakland. Include multilingual technical assistance, including Spanish, Chinese, and
Vietnamese.

17. Department of Workplace and Employment Standards (DWES) Staffing to Enforce

Worker Protections -- Direct City Administration to present a staff report and ordinance to Council
no later than May 2022 for consideration of the creation of new classifications for the positions
tasked with enforcing the City’s Minimum Wage Ordinance, Worker retention at Large-Scale
Hospitality Ordinance, Hotel Minimum Wage and Working Conditions Ordinance, the Emergency
Paid Sick Leave Ordinance, the Worker Retention Ordinance, Local Employment Program, 15%
Apprenticeship Requirement, any other laws under the purview of the Workplace Standards
Enforcement Division of DWES.8

8
For example, these new classifications may be entitled Workplace Standards Field Technician,
Workplace Standards Officer; Workplace Standards Officer, Assistant; Workplace Standards
Officer, PPT; Workplace Standards Officer, Sr; Workplace Standards Supervisor. These
classifications will have the same salary scale as, respectively, Contract Compliance Field
Technician (AP359); Contract Compliance Officer (AP153); Contract Compliance Officer,
Assistant (AP152); Contract Compliance Officer, PPT (AP410); Contract Compliance Officer, Sr.
(AP369); Contract Compliance Supervisor (SC128). Existing staff with the title “Contract
Compliance Officer” who work in the Workplace Standards Enforcement Division of the
Department of Workplace and Employment Standards will retain their positions but become
Workplace Standards Officers, staff with the title “Contract Compliance Officer, Sr,” will become
“Workplace Standards Officer, Sr.”
Item No.:________
Special Council Meeting on the Budget
June 17, 2021
Page 6
 CLEAN, HEALTHY, AND SUSTAINABLE NEIGHBORHOODS

18. Infrastructure Bond Ballot Measure -- Direct City Administration to conduct analysis and
community engagement regarding a possible new Infrastructure Bond ballot measure in 2022 for
public infrastructure and affordable housing.

19. Lead Abatement and Other Programs to Promote Healthy Homes -- In partnership with
Alameda County, invest resources into healthier communities by supporting abatement of lead,
asbestos, and other negative environmental factors in homes and neighborhoods.

20. Lake Merritt and City Parks -- Extend current Lake operations through November 28, 2021
and use any fund balance from FY 2020-2021. Direct City Administrator to work with the
interdepartmental Lake Working Group with stakeholder input, to develop a plan and timeline for
phasing out City Department Teams and phasing in Parks Ambassadors and other alternatives to
address safety and community at Lake Merritt. This plan shall also include follow up from the May
25, 2021 joint meeting of the Life Enrichment Committee, Parks & Recreation Advisory
Commission and Cultural Affairs Commission to develop programming across the City in our parks
and public spaces with accessible permitting and marketing, and to develop community agreements
for our parks and public spaces with plans for implementation such as parks/community
ambassadors and event monitors.

Item No.:________
Special Council Meeting on the Budget
June 17, 2021
Page 7