CITY HALL RESPONSIVENESS & ANTI-CORRUPTION
RATIONALE:
City Hall is here to serve Oaklanders and Oaklanders deserve for all customer-facing departments to have an open door during normal business hours. It is unacceptable for the general public to come to city hall for help and be met with a closed door and a “come back later” sign. We must set a model for other Oakland-based companies to bring their employees back to work which will increase downtown’s vibrancy during the work week and better support our local small businesses.
KEY STRATEGIES:
1.1 Modify work from home policy (City Administrator’s discretion) to require non-field-based employees to report to the office at least 4 days a week – Allowing limited exceptions for health and necessary physical accommodations
1.2 Ensure that every public-facing department has an open door for the public during regular business hours
1.3 Invest in programs and other team building activities to make in-office work more appealing/accommodating
1.4 Explore satellite work locations in other parts of Oakland (e.g., City Hall East)
At a Glance
1. Bring employees back to City Hall
2. Hire for unfilled positions twice as fast
3. Implement performance management system
4. Enforce a “shot clock” for building permits and simplify code requirements
5. Remove exemption allowing non-profits to avoid registering when lobbying city officials
RATIONALE:
It is unacceptable that our hiring process for a given position takes nearly 12 months unless administrative exceptions are made. Oakland’s standard hiring process must accommodate a fast selection process to minimize vacancy and negative impact that those vacancies cause to public services.
KEY STRATEGIES:
2.1 Bring in a process optimization consultant to evaluate human resources processes and identify opportunities for improved efficiency and effectiveness
2.2 Implement succession planning process in partnership with union partners to identify potential backfill staff prior to creation of a vacancy
2.3 Allow for recruiting for anticipated vacant positions prior to the anticipated vacancy date
2.4 Fill vacant HR positions to immediately improve hiring and retention
RATIONALE:
“If you can’t measure it, you can’t improve it” – Loren Kelvin
Our city is broken and fails to deliver the quality of services that residents want to fix this, we need to first measure how we are preforming sot hat we manage it and i prove it. In Oakland we fail to consistently improve how effective or efficient we are at achieving our goals Oakland has struggled to sustainably improve our efficiency or effectiveness. To establish a baseline and
KEY STRATEGIES:
3.1 Require all departments to clarify their top 3-5 SMART goals and key milestones/ success metrics within 30 days
3.2 Publish first department-level performance management dashboards within 90 days
3.3 Implement Performance Management reporting tool to streamline process and require less staff time within 180 days
RATIONALE:
When we don’t have enough money to pay for everything we want, we must prioritize. As a charter city, our priorities are first identified by looking at what is required of us in our city charter before looking at other desired spend categories. In addition it is important to direct precious resources to items that are self-funding and revenue generating. That is how we grow the pie instead of simply dividing it up in different ways as it shrinks.
KEY STRATEGIES:
4.1 Prioritize funding for public safety and other charter-mandated services over other budget items
4.2 Prioritize funding for revenue generating investments (staff and technology that bring in direct revenue greater that their cost/salary
4.3 Evaluate all GPF funded projects vs total remaining cost, percent completion, alignment with core priorities, and equity impact.
RATIONALE:
All organizations that lobby city officials, whether for-profit or non-profit, must be held to the same transparency standards to protect the public trust. Removing the non-profit exemption aligns Oakland’s lobbying regulations with best practices, ensures equity in civic participation, and fosters accountability in decision-making.
KEY STRATEGIES:
5.1 Require all non-profits engaging in lobbying to register under the same guidelines as other organizations.
5.2 Develop a streamlined registration process that accommodates non-profits’ unique structures without compromising transparency.
5.3 Provide training and support to non-profit stakeholders on the new requirements, ensuring a smooth transition and broad compliance.
5.4 Establish periodic compliance checks and reporting mechanisms to verify that lobbying activities are disclosed accurately and consistently.
