CITY ADMINISTRATOR


Mission Statement

The Office of the City Administrator provides strategic leadership that supports the Mayor, City Council and City-wide Departments; the Office motivates and challenges the organization to deliver efficient and effective services toward equitable outcomes in the community.


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

SERVICE IMPACTS &

EQUITY CONSIDERATIONS

Enhancements

Affordable Housing & Homelessness Solutions

  1. Creates a new division that will be dedicated to providing services to the City’s unhoused residents and coordinate the City’s overall response to the homelessness epidemic. In this new division, there will be 3.00 FTE to coordinate the City’s homelessness services.
    • Equity Consideration: This new division will enhance the City’s efforts to provide critical services to Oakland’s unhoused residents who are disproportionately from Black, Indigenous, and people of color (BIPOC) communities.
  2. Adds $905,000 in one-time use of Measure Q (Fund 2244) carryforward funding for Homelessness Services to create a total of $1.8 million available funding in FY 2021-22 for use under the direction of the Homelessness Administrator. This combined funding will be used to support our unhoused population, including RV Dwellers, as well as implement Oakland’s Encampment Management Policy.
    • Equity Consideration: This one-time Measure Q funding is carryforward from FY 2020-21. Carrying forward this funding and combining it with ongoing allocation for FY 2021-22 will ensure that Oakland’s most vulnerable population, our unhoused residents will receive programs and resources to address homelessness. It will also support the implementation of Oakland’s Encampment Management Policy.

Public Safety & Violence Prevention

  1. Adds $50,000 in funding to support the training budget of the Community Policing Advisory Board (CPAB). The CPAB will create workshops for the City’s various Neighborhood Councils to provide the residents who organize these councils as volunteers with additional relevant skills to serve in this role.
    • Equity Consideration: Historically, Neighborhood Councils in BIPOC neighborhoods have struggled with participation due to several factors including a lack of trust in government based on past practices, economic challenges that limit the ability to volunteer in leadership positions, and obstacles to understanding how local government functions. Providing enhanced training to these communities will give residents the knowledge and skills to effectively advocate on their own behalf to ensure their needs are being prioritized by city government.


Good Jobs and Vibrant Economy

  1. Adds 1.0 FTE new Business Analyst II and redeploys 1.0 FTE City Administrator Analyst to support projects that would improve the efficiency and transparency of the City’s permitting services. The BA II is funded by the elimination of 1.0 FTE Graphic Delineator, 0.5 FTE Management Intern, PT, and 0.5 FTE Office Assistant I, PT..
    • Equity Consideration: These positions will support service delivery across the City and benefit residents, business, and property owners through support of Accela, the City’s land-use management software. The reduction of a Graphic Delineator matches the reduction in workload. The backlog of records to be scanned, uploaded, and archived will continue to grow with the elimination of the Management Intern and Office Assistant I. Overtime will be used as needed.

Clean, Healthy, and Sustainable Neighborhoods

  1. Adds 3 Part-Time staff to the OAK 3-1-1 Call Center to take over calls that report abandoned vehicles and coordinate their removal with a newly created unit in the Department of Transportation (DOT). This function was previously covered through the Police Department and this transfer of responsibility is a part of the recommendations from the Re-Imagining Public Safety Task Force.
    • Equity Consideration: Giving non-Sworn City employees the responsibility of removing abandoned vehicles fulfills the purpose of the Re-Imagining Public Safety Task Force to identify the services that other departments can provide instead of the Police Department. With the new staff at OAK 3-1-1 Call Center, Oakland’s BIPOC communities can access this service using a referral line. It will also reduce some of the non-urgent call volume to the Police Department.

SIGNIFICANT BUDGETARY CHANGES

Note: The FY 2021-23 Proposed Policy Budget proposes the restructure of the Animal Services Division as a stand-alone department which moves the division from the City Administrator's department. As such, the FY 2019-20 Actuals and FY 2020-21 Midcycle Budget for the Animal Services Division can be viewed on the Animal Services departmental page.


The FY 2021-23 Proposed Policy Budget proposes the transfer of the Special Activities Bureau from the City Administrator's department to the Economic & Workforce Development department. As such, the FY 2019-20 Actuals and FY 2020-21 Midcycle Budget for the Special Activities Division can be viewed on the Economic & Workforce Development departmental page.


The following tables and charts reflect these changes. Upon approval of the FY 2021-23 Adopted Policy Budget, the FY 2019-20 Actuals and FY 2020-21 Midcycle Budget shall be reported within the City Administrator's budget accordingly.

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

FINANCIAL INFORMATION

Expenditures By Fund

Expenditures By Category

Expenditures By Bureau/Division

POSITION INFORMATION

Authorized Positions By Bureau