Good morning and welcome to the Finance and Management
Committee meeting of Tuesday, July 14th, 2026.
The time is now 9:31 a.m.
and this meeting may come to order.
Before taking roll, I will provide instructions
on how to submit speaker cards for items on this agenda.
If you're here with us in chamber
and would like to submit a speaker
card, please fill one out and turn one into myself or Clerk Representative.
No later than ten minutes after the start of this meeting
or before the item is read into record.
Registering to speak via zoom is now due 24 hours prior
to the start of this meeting time.
This meeting came to order at 9:31 a.m.,
and speaker cards will no longer be
accepted ten minutes after meeting that time, 9:41 a.m..
We'll now proceed with taking roll Council members.
Brown present
Unger here.
One present and Chair Ramachandran here.
Thank you. We have four members present. Chair, before.
Before we begin, do you have any announcements at this time?
No. This is the last set of
committees before our summer recess,
which is why we have a packed agenda today,
and I look forward to getting through it.
Thank you. Reading in item one approval of the draft minutes from the committee meeting of June 23rd, 2023 or sorry, 2026.
We have one speaker that signed up,
but he's not on the zoom queue.
All right. Is there a motion?
So moved.
Thank you.
Sorry. Thank you. We have a motion made by Council Member Unger, seconded by Council Member Brown to approve the approve
the draft minutes from the committee meeting of June 23rd, 2026.
Honorable Council Members Brown Unger
I, Wang I and Chair Ramachandran.
Thank you. Item one passes with four eyes to accept the draft minutes
from June 23rd, 2026.
Reading in item two Determination of Schedule,
last standing Committee items, also known as your pending list.
We have one speaker that signed up,
but he is not in the queue, sir.
Okay. Thank you. Anything from ministration? Nothing at this time.
Thank you.
Okay. I will entertain a motion.
Second.
Thank you. That's a motion made by Councilmember Ungar, seconded by Council Member Brown
to accept the determination of schedule,
outstanding committee items as is on roll.
Council members. Brown I, Ungar I, Wang I and chair.
Ramachandran I thank you.
Item two passes with for I
so accept the determination of schedule
about standing Committee items as is reading in item three.
Adopt a resolution to accept and appropriate
grant funds from the Oakland Fund in an amount not to exceed $202,500 for a comprehensive,
independent audit of the City of Oakland technology systems.
And we have three speakers that signed up to speak on this item.
All right. We will hear from staff.
Good morning, chair and members.
I'm Erica Estrella, director of data and technology transformation
and the office of Mayor Barbara Lee.
The item before you is a resolution to accept 202,
500, $2,500 in grant funds, funds from the Oakland fund.
The funds will pay for an independent
audit of the city's technology systems.
If I may share an attic anecdote,
when I started last year,
I sat in the budget meeting and learned about people
needing to hand walk,
hiring documents between departments due to lack of systems, innovation.
I have to say I was shocked.
For context, my background is over 20 years
in private sector technology
and if that had ever been the case anywhere I worked,
everyone would drop everything to get it fixed.
We pursued this funding because we have heard over
and over that our system's failures
like this are part of many of the challenges facing the city,
not only just in hiring,
but in contracting and other areas as well.
We cannot land on the right fixes
for these issues without fully understanding the problems.
This audit will show us what we need to do
to make our systems work for our employees and our residents.
We will follow the city's existing contracting processes
to select an independent firm to conduct the audit.
The audit will give us a complete list of every system the city uses.
Illustrates how technology supports
our hiring and contracting work from start to finish.
It will show us where assistance failed to connect
and will rank every problem it finds what needs work,
how urgent it is,
how hard it would be to fix, and what the fix would cost.
This will give city leadership a clear eyed view into the state
of our technology systems,
and what it will take to improve them.
Oakland deserves systems that work.
This is one step to getting there.
Any questions?
Thank you.
I only have a question for finance department.
I see that the funds come from 2999.
Was this previously budgeted
in the biennial cycle,
this project, or is it a new project
that we're identifying funds to the chair?
No, this is a new item that was not included
in your biennial or mid-cycle adopted budget 2.9
is our miscellaneous grant fund.
That's normally where we would receive
the grant of the nature and.
Okay. Thank you.
Colleagues, Council members Brandon Wong.
Excellent. Well, thank you so much for your work on this.
Very, excited that we're moving forward with
an initiative in this manner.
I believe that is long overdue.
And I know we've had the opportunity
to talk at great length
about, some of these, tech opportunities.
And so I look forward to seeing the results of the audit.
But just a couple questions that I did have.
Would you happen to know,
the the specific timeline for the RFP process?
I'll start with that first.
I don't know. The timeline will follow the city's existing contracting
and RFP processes to determine which,
contractor we'll use for this. Excellent.
And as I was, reading through the report,
I guess correct me if I'm wrong, will you all need to come back
once you find the the once you select the folks
to do the audit, or can you just move forward
so we can just move forward?
Okay. Excellent. Thank you.
Councilmember one.
Thank you. First of all, thank you so much for pursuing this.
I agree, I think your reaction mirrors mine and I
have worked in the government, so I'm comparing,
Oakland's city government compared to other governments,
which are notoriously behind the ball on technology. So,
I think one thing I just, have a quick question on is,
one thing that I have noticed is a continual challenge
in the city of Oakland is our ability to enforce
against civil and administrative fines,
that came uncovered around the illegal dumping challenges.
I know that the expenditure plan should
help resolve some of those issues,
but it's pretty much across the board.
And so, I would like if this audit has room for,
you know, additional things to look at that,
that be part of the audit to figure out.
Just, I think there's a disconnect
across the departments in terms of our ability
to do this sort of civil enforcement.
That is a basic function of city government
through the chair, will absolutely consider that
if we have room in audit for it. Okay, great. Thank you.
Yes. Calling in the names that signed up to speak on item
number three, in no particular order,
you can come up to the podium or if you're on zoom,
please raise your hand to be easily identified.
Kevin Dally, Blair Beekman and Missus Adeola Bala.
All right.
Kevin Dally I have a couple of
well my main question, how do members of the public
submit suggestions for areas that the audit needs to cover?
I'm going to mention a couple areas that I think
are a problem.
I definitely would like an audit of how three
one ones or calls are handled after they leave.
3112311 database
communicates with multiple different databases.
Sorry. How much time do I have know?
Okay, thanks.
They communicate with multiple 311 database basis.
If I reported a pothole, I can't determine
which department it was assigned to unless I call the 311
support and talk to a person.
Sometimes it should be go to the 3110
sorry to the pothole department,
but other times it needs to go to,
the permit department because there was something
not correctly done that left a hole in the street.
So I definitely want to make sure that there's a way for
community engagement for
the tech audit.
Another suggestion that just hit today.
I would love to have a way on the agenda
signed up to find out which items I've signed up for.
So when I arrived today, I was nearly positive
that I'd signed up for this item,
but there's no way to go to E comment
once you're at 23 hours and 59 minutes
before the meeting, that disappears.
So it no longer tells me whether I'm signed up.
I have to go to email, click on,
speak up Oakland and hope I can figure out
which of the way too many items that I signed up for.
It's the one that I want to talk about right now.
So anyway, hoping to hear more about this.
Thanks.
I'm going to bring this to your attention again,
since you tend to ignore important things.
Data centers.
You have taken no position on data centers in the city of Oakland,
and that impacts electricity,
water and noise issues.
So somewhere I can't remember what state or city
the water that's coming from the data
center, it's been discovered has a bacteria
that's affecting the quality of the water.
So this is your last meeting all committees.
You're not going to have anything.
All some of the deal with the data centers.
You got time for sanctuary cities,
but you don't have time for this issue.
I don't understand how this issue
is coming from the mayor's office.
It would seem like this would come from the Department of Technology.
I don't know how that happened, that it comes from that
from that source.
Whenever you have an audit, it is common knowledge
to be able to estimate from the the vendor
how much time it's going to take to complete the audit.
And I think you asked the question
and they didn't know and that we should know
how time sensitive is this?
Once you go through phase one, the next phase
is recommendations.
And that's going to have a cost component.
The question is can the city function
if we are unable to meet any of the recommendations
because of the cost component, because of staffing,
because of equipment.
So we're going through a up a process
where we haven't looked at the whole picture.
Don't start phase one, spending all this money.
If you can't complete phase two to some satisfaction,
what sense is it makes to identify a problem
when you can't resolve the problem?
So the grant is whenever you have a grant, where's
what is the source of this grant money?
Can it be used for other higher priority things?
Always ex if the grant requires
matching funds, nobody asks that.
Thank you for your comments, chair.
That concludes all speakers on this item.
All right. Thank you.
I will entertain a motion so moved.
Thank you. We have a motion made by Councilmember Brown, seconded by Councilmember Ungar,
to approve the recommendations of staff
and to forward this item to the July 21st City Council agenda on roll.
Council members. Brown I, Ungar I, Wang I and chair Ramachandran.
I thank you. Item number three passes with four eyes to forward
this item to the July 21st City Council agenda.
And to the makers of the motion is that on consent?
Okay. Thank you. On consent
reading in item four,
receive an informational report on the one year update
to the fiscal year 2026 to 30 Oakland Road Map
to Fiscal Health a plan to address mid and long term city financial challenges.
And we have
three speakers that signed up to speak on this item.
Good morning to the Finance Committee, Brad
Johnson Director of Finance.
In view of the time we have,
I'm going to move very quickly through, brief update.
The information is contained within your packet.
The city's roadmap to have fiscal health
is an effort to address the city's long term
financial challenges through structural changes
to how the city does business and how we address our long term
liabilities and structural budget deficit.
The roadmap contained 11 planks.
I will provide you a brief update on each of them.
And again, there's more detail in your packet.
The city's first plank was, which was, put into place
immediately, was to establish a physical health executive team
to manage our initiatives.
This team does meet routinely.
The second plank was to work
on a more aggressive structural balance
during our current biannual budget period.
I'm happy to report that the structural imbalance in the General Purpose
Fund has been reduced substantially
from where it was a year ago, when this was proposed to
a, single digit million number within your mid-cycle budget.
And we'll continue as we go into our biannual process to reduce that further.
The third plank was to diversify the city's revenue base.
As we're all aware, this city,
the efforts to adopt measure E,
or a similar measure were not approved
at the July election to the city council.
We'll have to consider other measures
in order to fulfill this proposal at future election
cycles. Should that be desired?
We presented earlier this calendar year,
at plank number four, a multiyear plan
to achieve voter mandated staffing and services levels.
As you may remember, the total cost for doing that was $40 million annually.
Your mid-cycle budget does make progress on this initiative
by coming into compliance with measures C, D,
Q, parks and homelessness.
And it's related to the city auditor staffing
pulling five related on a long term plan to contain rising pensions costs.
This is a little bit delayed,
although we are in the process of pulling in additional,
resources to develop a this plan for containing
pension and benefit costs.
I will note that the proposed action,
for pre funding of our unfunded liability
as it relates to CalPERS is a major step
in this direction and should be considered
a major effort to address this plank in our policy
number six, related to contingency plans
regarding our state and federal risks.
We did do an assessment of this in our mid-cycle budget,
and we were able to allocate resources into the spaces
we thought most at risk.
We continue to monitor. This is an ongoing effort
this fall related to plug
number seven,
you will receive a comprehensive update
regarding our financial policies.
So this body should expect to consider
a comprehensive update, including additional
elements to maintain long term fiscal health
with your financial policies, to be considered
this fall, we will also be doing long term investment
plans on infrastructure, fleet and systems.
These are in conjunction with the ongoing work to refer
to reform our procurement, hiring, contracting
and IT systems that are going at the same time,
along with, investments
that we're taking on our deferred maintenance and fleet.
We have done significant strides on plank
number nine regarding ongoing revenue investment,
including substantial and additional enhanced efforts
to improve business tax collection
and now ongoing efforts to improve collections
regarding parking resources.
There's an ongoing plan regarding, plank
ten on our economic development action plan
on our Economic and Workforce Development Department
to strengthen the city's revenue base.
I should note that the efforts to bring Costco into West
Oakland are a strong element of that, playing
along with the actions that this body took yesterday
about development of the Coliseum site, in terms
of putting that into long term economic use for the city,
and the city is continuing to work, as I mentioned,
on procurement efforts,
and performance measurement efforts for our contractors.
We are hoping to roll those out, in our next cycle of review.
And we are working citywide on performance measurements.
And I you see a more,
full implementation of that effort
with your biennial budget process.
That is a very brief overview. I've kept it brief for the benefit of this committee,
and it's time happy to take any questions you may have.
Thank you.
Just want to start off appreciating,
the many, notes of progress
that's been done over the past year.
I think on a number of these items when it comes to our,
budget balance, diversifying our revenue base,
certainly the voter approved measures,
among other things, have been, my business tax collection.
We've seen improvement.
We've used your guidance
and suggestions to help craft our budget,
which I do believe we passed,
that had on a number of these points as well.
So I look forward
to continuing the progress on all of these ten points,
to see how we can do even better a year from now.
Colleagues, questions.
Councilmember Brown.
Sorry. Councilmember Ungar, Brandon Monk. Hi.
So in 2013, we became part of the new pepper system,
which increased the retirement age for police
and fire by seven years and reduced their multiplier.
In 2019, we dramatically reduced retirement medical,
all by eliminating it for for police and fire,
especially new police and firefighters.
How dramatically has this affected our bottom line?
How many people are under the new systems?
I know you shouldn't have the numbers off the top of your head,
but I think going forward, it would be helpful for us to know
sort of how that that mouse
is moving through the snake and where we are in terms
of how many people are under those two new systems.
Absolutely. I will at the next update,
I can absolutely provide some more detail.
I expect to have a more
detailed report regarding the structural
balancing plan as approved by your,
policy directive that came with the mid-cycle budget,
and which I will also include some of this information because it's related space,
along with, more detail
report on our pension system in general.
I will note at a high level,
the reductions to our opeb unfunded liability
are substantial.
Although we are still on the
sharp end of that particular curve.
As cost increase, we will see that, most of those
reform efforts come into place as the work force turns over.
And so as it relates to both Opeb and PPA,
it was really starting with Pepper.
We've seen a fair amount of the civilian workforce turnover.
And so we're starting to see some of the benefit of that
on our pension curve. Our sworn workforce has not turned over nearly as quickly.
And I should note between the two there's a differential.
Police between police and fire
police has turned over much more rapidly than has.
And so there's a little bit of a differential
between the two sworn units.
But we're still very much on the sharper end for the sworn
side above the opeb and the pepper curves.
I do expect that, over the course of maybe the next decade,
you'll see that curve bend,
but it's not sort of in a more immediate progress space.
But I'm happy to provide more detailed updates to that when I bring that,
when I bring a detailed report on it, on that.
Council Member Brown, then long.
Excellent.
I just wanted to also echo,
the sentiments that Chair Ramachandran mentioned about.
Just kind of like reading through the report
and it was really,
it felt really good to see a lot of the progress
that we've been able to make, in the last year and a half.
And I know that, it took a lot of
you know, city staff and, the administration
to really move these key items forward.
And so I just want to say thank you,
to both of you, your team, the entire administration
for all of the hard work.
Because you can really see,
the city just moving in a more positive direction.
So I want to uplift and start there.
I did, of course, I did notice in the report as well,
just the ongoing need to be in compliance with a handful of our, ballot
measures calling out, of course, measure. And then,
as well as measure W and how the voters really,
you know, wanted us to move forward with democracy dollars.
And so really trying to figure out
what is our plan and our roadmap to become
in compliance and move these key initiatives forward.
I also appreciated how throughout the document,
if there was an item that, we, you know, haven't seen an update
on, we had an under
we were able to get an understanding of
when the item would be coming.
And so I'm really grateful for that
level of efficiency as well.
So thank you.
Thank you.
Councilmember Long,
thank you.
Yeah. This is, great progress.
And I also want to acknowledge your leadership.
Director Johnson, just stepping into this role
for the last year, I think,
everybody here appreciates the professionalism and,
competency by which you, run the department and,
improved the the status of our city.
So thank you for your leadership.
Just a couple of questions
I do have on this is,
so where are we with, like, a forensic audit?
I think that was one of the things that our,
mayor had campaigned on.
Is that something that is being carried out by the city?
You have that on your agenda as item number eight to improve
a vendor.
Oh, wonderful. Okay.
My apologies.
I didn't get through the entire agenda.
And the other thing, I just have a question on.
Is this item,
excuse me, number 11.
So this is about holding
the city and the contractors accountable
for the delivery of city services.
I really do believe that part of the failure of measure
E to pass is because we have not made more public.
This particular piece of the roadmap to fiscal health.
And I am wondering if, since it sounds like
the plan is to present this by May 2027,
if some version of that can be presented
to this body prior to May 2027.
Just to provide some some input, I will say that
I was looking at the budget, the entire budget document,
including some of the performance metrics
and some of what I noticed is our current
performance metrics, I think are truly inadequate.
For example, I think our, dispatcher
911 dispatch is being measured at the number of calls
being received, not the number of calls
that are being answered under a certain amount of time. Right.
And so it's not a true measure of performance as we have.
And so I think,
publicly showing some of the progress on this
is going to be important for us as we move forward as a city.
Yeah. I can, provide a little bit more context.
So in your next item related to the citywide strategic plan,
as a part of that offer, it's been done to work
through and develop a plan
for implementing performance measures.
We provide updates on that every six months.
So we'll be here in six months and providing an update
on that program.
I'm in the process of hiring an assistant
to the city administrator
who will be managing the launching of that program.
And I did interviews yesterday, so looking forward
to moving more forward
and having dedicated resources to get that done.
Okay, great. Thank you for the progress on that
chair, if I may, I do want to
note, I brought a brief over in the report,
the roadmap for fiscal.
It is not just my doing.
Administrator Davis has been instrumental in that process.
I should note that it is also tied in to our strategic
planning process, which is coming later.
Part of what we're trying to ensure we do
is that all of it is a component,
literally, of your agenda report templates.
Now we're trying to ensure that these projects
move together with one another so that the forensic audit
that you're going to hopefully approve a contract with later.
Our strategic planning process, your roadmap to fiscal
are integrated efforts where we're not duplicating
efforts across multiple spaces.
We're aligning and we're addressing
the whole problem in the deep problem
as opposed to sort of superficially addressing it.
So I don't know what it's a whole of organization approach.
That is working again with our strategic planning
team and across
not just finance, but the entirety of the city to ensure
that we are delivering on these items.
Okay, great. Thank you.
Thank you.
Move the item.
We'll we will go to public.
A little note. You moved it. I'll second it.
I just have a quick note before we move to public comment.
Following on what Councilmember Wang
said, I wanted to offer a suggestion.
So in our policy directives, this is tied into this item
that we passed with the budget this year.
There's two items around
public communications and public information.
I think this fiscal roadmap,
because to be honest, it's a little hard to find.
I've asked people, where is this roadmap?
And it's linked to this informational report, but
some kind of public messaging around these ten points,
whether that's an infographic or interactive page or whatnot,
I think, can very clearly show progress.
I know in the heads of a lot of us, we're like, we want a dashboard,
but we know that actually takes a lot of resources to create.
But something that publicly displays these ten points,
or, sorry, 11 points
and a few notes on progress made, I think would fulfill some
of those policy directive goals and show to the public.
Here's where here's things we've actively worked on.
Here's things in the next year we're hoping to work on.
So thank you.
And, we can move to public comment
calling in the names that signed up to speak on item number four, Mr.
Sada, Ola Bolla, Kevin Dally and Blair Beekman.
Kevin Dally, I appreciate this road map.
There is one area that's a little bit tricky
to have it included in the road map, but I think it is an important part.
And that's the settlements that are related
to traffic injuries and deaths.
It's common to have multi-million dollar
settlements for deaths and severe injuries.
And the injuries are not random events.
They are things that cannot be completely controlled,
but can be greatly reduced through through smart decisions
on street design in many cases has been underfunded.
Hiring has been slowed down.
If we improve the hiring and improve improve the funding,
we will see, I hope, reductions in injuries,
which includes reductions in the settlements.
The city chose to skip bond
sales for a year, which slowed repaving
now. So, you know, my friend
died on skyline two years ago
because it was not paved,
because we didn't have money.
So good news is things are improving
with the funding of okay,
maybe we're is
is doing a great job of looking at how
getting better information on injuries and deaths.
And I know she's back here,
so I have to call her out and appreciate her.
And I think we're going to get a better handle on what we can do to increase
the rates to decrease injuries and deaths.
And it would be nice to have that mentioned
as something that we spend way too much money.
Thank you.
So you said you failed to follow the road
map of Seattle related to democracy dollars.
When they put it on the ballot,
they put it on the ballot for voters
and they put it on the ballot
for funding source to be identified.
You didn't do that.
It was originally presented
as democracy dollars
for voters because your need for sanctuary
city inclusion, all residents would get money.
Now you reduced it that they're going to have
some kind of lottery system where some people will get money
excluding all voters.
So that's crazy,
but you're still going to push for it,
even though it's not being done right.
Related. To measure E, you make it seem like people need
to get more information about as you eat.
The main reason why people didn't vote for me
is because of the deceptive way
you introduced it to the public.
It was not a, citizens initiative.
It was the labor unions in the city of Oakland,
including council members collaborated to put measure E
on the ballot in order to get the 50%
plus one necessary to pass, rather than the two thirds
percent net net necessary to pass manipulation,
lack of integrity, lack of moral code.
So you have challenges.
You have challenges with the general cost, with police,
fire and street repairs are challenging.
You also have
the pension, payroll
costs, slumping commercial revenue, federal
funding cost cuts, lost property tax dollars, lost revenue.
And now it's coming up
that you might have to reduce or eliminate,
impact fees.
The governor was here yesterday saying in order to get more money for housing,
you're going to have to look at your impact fees.
You have all of these challenges.
But what's the biggest thing is your lack moral integrity
to do the work the way it needs to be.
Thank you for your comments, chair.
That concludes all speakers on this item.
And we do have a motion on the floor.
Thank you. We have a motion made by Council member one second by Chair Ramachandran,
to approve the recommendations of staff
and to receive and file this informational report
in Committee on Roll Council members.
Brown I, Ungar I, Wang I and chair.
Ramachandran I thank you.
Item four passes with four eyes to receive and file
this informational report in committee
on to item number five.
Receive an informational report from the City Administrator on the fiscal year 2025 to 2028.
Citywide strategic Share Citywide Strategic Plan one year update.
And we have three speakers that signed up to speak on this item.
Good morning, Chair Ramachandran, Council members, members of the public and staff.
My name is Monica Davis.
I'm the deputy city administrator,
and I'm here to report out
on our one year progress for our citywide strategic plan.
I believe the presentation will be put up momentarily,
but just wanted to remind you all that in March of 2024,
we launched this planning effort really to better facilitate,
balancing our resource constraints, but still trying
to deliver to our residents in the best way we can.
In that planning effort, we spent about a year
developing our strategic priorities.
And we are now at the one year
mark where the team has been implementing action items,
and also assessing some of the originally
decided action items and making a few changes.
So looking ahead to the next two years,
we will continue to implement action items and,
do a little shifting where it makes sense
based on the feedback we've been gathering.
I just wanted to uplift.
There are five citywide strategic priorities
streamlining operations,
fostering cross-departmental collaboration,
enhancing our communication and coordination.
Number four is optimizing our workforce management.
And five,
particularly fond of aligning
our budget with our citywide priorities.
I will note that we have about 30 high performing staff members
dedicated to helping move this forward.
I'm really grateful for Caleb Smith
and preparing the staff report this year.
Patricia marino price have been co-leading with me
to make sure this effort continues to move forward.
And Andrea Mariano has also been joining us to continue to co-lead.
I did want to invite the members of the respective,
teams to share out our progress for each of these and
and what you can expect. Looking ahead.
Miss, Assistant City Administrator Davis can.
About how much time do you need?
They're planning to do about two minutes. Priority.
So ten minutes total.
Can we move?
Because we have a number of items.
Can we, have put five minutes on the clock and said
we'll do our best to comply.
Thank you.
We're very excited.
Obviously, you have read the report,
so I'm grateful for that. So we'll keep it short as fully as possible.
With that, I'll turn it over to Tara to share
about the streamline operations.
Good morning.
I'm presenting for team two of streamline
operations.
Some of the work that we've done includes,
hearing about the draft ordinance to update procurement
that's in the works at this time.
The scope and status is unknown to us.
Unclear to us? I should say.
Our next steps in regards to contracting is to identify
additional process improvements
and assess whether staffing capacity
aligns with the city's contracting workload.
There have been some new ideas
put forth by HR that are currently on hold,
pending the contract improvement process.
Improvements.
There haven't been any advancements
with the payroll processes as of yet.
The next steps will be to reconnect with HR and payroll.
Thank you. I'll hand it over to Tim to.
Good day. Robin, a board with the city administrator's office,
representing strategic priority team number two,
fostering cross department collaboration.
We've had a great, interagency team working on this, including,
rec and park, public works, our office, the city administrator's office,
the police department, and I think already said rec and Park.
You get double recognition in our, first,
sort of, area within this priority is to,
maximize community engagement and,
our kind of coordination in terms of outreach.
This has had huge impacts.
We've made excellent progress.
We've, started to implement
a structure across all departments, that allow,
for better communication
coordination around all the great work that the,
city departments are doing.
The second item has to do with our housing,
and delivering housing in Oakland, this by far of all of the areas within, strategic priority
number two is where we have made the most progress.
And I'll go quickly, since I know
that we are crunched for time.
We're also seeking to ensure that we are deeply coordinated
around emergency preparedness and, our approach to public safety.
So, that is ongoing work in terms of making sure that
especially our first responder departments are coordinating,
having higher contact and there's better,
responsiveness, betwixt departments,
and doing an emergency preparedness response
as well as, planning and strategy.
We're also interested in ensuring that all expertise
and insights, from all levels and strata of the departments
are more effectively involved in decision making,
rolling up to directors and of course, to the
city administrator's office.
Workforce development is also something that is by nature
interdisciplinary, and,
really demands the coordination and participation
of many of our agencies and disciplines.
So as you can see here, there are a number of items
that are underway,
to better ensure that we can be responsive
and supportive around economic, development.
So with that, I will close and pass it
to my colleague to talk about strategic priority number three.
Thank you.
Good morning everyone.
My name is Kim.
I talk to you, Joseph,
and I am with the Oakland Police Department.
And I'm here representing Group three, which is the enhanced Communication and coordination team.
It's headed by Monica Pelayo Locke
and Khalilah Haynes with planning and building.
So our objective is to enhance communication and coordination
across city departments.
And so we're focusing on the three areas, which is to streamline,
streamline communication channels between the city
administrator DA's office and city council
and citywide, strengthening internal citywide communication
practices and enhance
decision transparency and staff engagement.
And so the idea of the best way to accomplish
this goal was by creating a newsletter
and a shared location everyone could have access to.
So we've reached the milestone
of one year of the three year plan.
And since the
original introduction,
the idea has gone from thought to reality.
Slide two please.
I have a.
All right.
And so,
here's the example template of an internal newsletter
that the city could produce to meet the stated goals.
And that is to the purpose of the internet internal,
excuse me, internal communications
to build awareness of the services offered, lessons learned and future initiatives
to deepen connection to the mission of our work,
and to create collaborative spaces across city departments
to improve and streamline services.
All right. And so on. Year one
for strengthening internal communication practices,
the city is looking to set up a monthly internal newsletter
and is currently refining the content structure and template.
I apologize if I have five minutes is over
about how many more minutes okay, can I but,
you know, I there's one more person left,
so I'll just we'll put three more minutes. Okay.
Thank you.
Deep in connection to the mission of our work, create
collaborative spaces across city departments
to improve and streamline services.
Slide three.
The city is looking to set up
a monthly internal newsletter and is currently
refining the content, structure and template.
The next steps will be to pilot the newsletter and develop
standard operating procedures.
The Community Engagement Working Group
has become a central hub for communications
work and training across departments.
The meeting space has had workshops around Ada compliance and website edits.
Currently, work is being done to standardize branding
using the branding guidelines as well as standard
templates that all departments can access and use.
There has been progress at the director level,
with the implementation of a director's biweekly report
for the city Administrator and the mayor and citywide comm
communications has been working with emergency services
on developing emergency communications best practices,
which was successfully tested
during the annual Golden Eagle exercises.
And this
is, the goals for year two and year three,
and that is to implement an internal communications
framework that ensures timely updates from City Council
and the City Administrator's office
are shared across all staff levels,
and for the city administrator's office to identify
potential policies and practices for sharing the impact
and purpose of decisions and decision making.
And I'll now hand you off to my colleague team
to represent team for.
Hello, everybody. I get we're at the end of this thing.
So I'm going to just try to give you some major points.
Jamaica.
From the Oakland public Works Department.
And I'm here to provide you update on Group four,
which is focused on optimizing workforce management.
Our work supports three strategic areas.
Projects can catch up, move the slides to what's being discussed or is that okay?
No, I'm sorry, I have the okay. Thank you.
Go ahead. Sorry, guys.
Our work supports three strategic areas
strengthening employee performance in HR coordination.
Optimizing the internet
to improve communication and transparency.
Increasing communication and resources
related to equity indicators and goals.
We'll go ahead and,
move on. I won't bore you with all our details.
Our first area is strengthening employee performance
and HR coordination.
You know, through our work.
And in the past year,
we reviewed existing work and initiatives
in the human resource management department.
These initiatives include retention strategies, projects
and the Department o personnel support optimization.
We will support the project base as needed.
In year two, we will work on plans to engage department managers.
And there are single points of contact which are sparks.
During the first half of the year, we also experienced the
departure of two team members,
which understandably affected our capacity.
Rather than pause the work completely,
we shifted our approach and brought on some new members.
We'll go ahead and go on.
The group, we can, you know, have a couple more minutes.
Okay. Thank you, thank you.
The group met with group three.
We work really closely with group three.
We will focus on area number one to develop content related
to strengthening employee performance and HR coordination.
Our second priority focus on improving
improving communication through the city's intranet.
The original vision was to create a more centralized,
user friendly resource for employees
by improving information sharing and establishing more
consistent department page templates.
We also reviews examples of existing SharePoint sites
across departments, met with information technology, and explored several options
for how HR information could be best organized,
including whether resources should live on department
SharePoint sites within document libraries, or through
updated page templates and information architecture.
There's a whole lot more information
that we want to share with you that we will on the next round,
but I'll just go ahead to slide four.
This slide four
is for, an item for year number three,
the equity indicators report will not be refreshed.
The r e provided a demonstration of a salary disparity dashboard.
We will consider how to incorporate it.
Our third priority is increasing communication and resources
related to the city's equity indicators report.
Our goal is to help departments better understand how
equity data can inform workforce planning and decision making.
During the first year.
I'm sorry, during the first half of the year,
we had the opportunity to review and discuss
the equity indicators report and attend a demonstration
of the salary dashboard developed
by the Department of Race and Equity.
However, because the updated Equity
Indicators report is still under development,
we recognize that it would be
premature to build new workforce management tools
or processes around data that is still evolving.
As a result, we intentionally placed this initiative on hold
until the new report is available.
In the meantime, we'll continue.
We'll continue researching how organizations use equity
indicators to support workplace plan workplace planning,
identify lessons learned and best practices,
and begin thinking about
how equity metrics can eventually be integrated
into workforce management strategies.
We'll also continue coordinating with Group
one to identify opportunities where equity data can support
future performance management initiatives.
Although progress on this priority has been more limited
than originally anticipated,
we believe waiting for reliable data will ultimately lead
to a stronger, more meaningful outcome.
And that's what I have for you today, is that
is there time for me to pass it on to group?
Good morning, Madam Chair and esteemed committee chairman Simmons, deputy chief, open
fire department partner number five.
And our strategic goal is to align
budget with city wide priorities.
We have two specific, action items.
The current action item we're working on
is integrating and exercising the evaluation criteria scale.
That was put together by the strategic plan team.
And that evaluation criteria scale consists of six
different dimensions.
We exercise that criteria scale using several
different departments. We receive feedback.
We can continue to fine tune that evaluation criteria, scale
into the work plan so that as departments prepare
for the budgeting process for the next two fiscal years,
they will have an objective tool for assessing special projects
and programs based on citywide initiatives and priorities
and available funds.
And that's where we are as of today. Thank you.
Thank you.
I have a couple of questions.
So, especially for the teams, 1
in 4 priorities one and four.
The first one on streamlining operations.
I feel like there's a number of very critical
things that council has talked about quite a bit, especially,
when it comes to procurement and contracting,
as well as hiring and transparency and hiring.
It seems, just to be frank, that very little
has happened on this prior, on this bucket of things.
Can you talk a little bit more about the roadblocks
to progress on this item?
So I can share?
I actually anticipate in the fall,
we'll be bringing a more complete report on our progress
for, streamlining the contracting processes.
We're working on a package of administrative changes.
So, it's just a involv process.
We've been bringing components like, last month, you heard the
prompt payment policy.
So just trying to solicit feedback on
related administrative changes that we can bring.
So we'll actually be bringing
a full package in the fall of changes.
We are moving forward.
It doesn't seem like it, but it's a large beast
okay great.
And then there is
again, I know this is a big set of issues, and
not all of these priorities have the same scope of work,
clearly, but the hiring as well,
it seems in this update that.
It doesn't seem like there's a big update
basically when it comes to
and that maybe this ties in with the item for.
I would love to know from,
anyone working on the items, the priorities 1 in 4
how you feel the coordination with HR has been going on,
the various items.
They have been through the chair.
They have been open to meeting with us.
I think,
we've met with them once or twice at this point.
At this point, I think,
there are some roadblocks
that we're experiencing.
They're experiencing, I should say,
and those roadblocks are unclear to us. But,
we do hope to continue moving forward through the next several months.
And as Monica said, we should have an update for you
in the next,
set of updates.
Thank you. In this Davis, are you able to elaborate on the air roadblocks?
Yeah. So actually, we just added Amber
Lytle to team four to better support and uplift,
the workforce management movement for that priority.
So having her join the team Jamaica is wonderful.
And also just joined.
And I just wanted to speak.
Could you ask about the communication with HR,
group for we're heavy in HR
and so we kind of have a streamlined right to that department to be able to.
And as I spoke to in the slide, we've already reviewed with him
human resources management department,
the initiatives that I spoke to.
And so there's a really close working relationship
with them and our group for
okay. Thank you.
And just elaborating on on that, if
I, we wouldn't mind answering a couple other questions.
I'm glad that there is collaboration with HR.
For I guess the priority one was the hiring,
which I think I was interested in. But,
and then the priority for seemed other HR issues.
What are the kind of issues that you feel like you've made progress on with HR?
Just collaborating closely closer with them and,
getting engaged with the, well, we're still working towards
this part closely with HR management,
but getting,
to engage with department managers and our sparks
and have clear communication through them.
If that helps.
We're working to build those relationships with the heads
of all these people who make everything work in order to,
make better decisions.
Okay, great. Thank you.
And it can also uplift
for a team, for some of the work
that Andrea Mariano had been leading as it relates
to supporting the team for effort is building a,
strategic retention effort to be able to engage staff
on staging interviews
and trying to support and retaining staff here,
because we all know it cost way more to train
brand new employees and we value our employees and want to keep them and do it.
And perhaps that comes in the next staffing report.
So let's understand if you don't have the information yet, but I would I'm interested in those retention numbers.
I think we've seen it for our sworn staff, PD and fire.
But, I would love to see how
we compare in our non sworn positions
to some of our neighboring cities.
If this is not already,
contemplated in our the second staffing report this year.
Okay.
Colleagues.
Councilmember Wang Shari.
Councilmember Brown than long.
Excellent. So I have a series of questions, but I'll start first.
Just by, you know, just genuinely thanking
all of the teams.
I know that all of you have your, you know, regular
your, your everyday, you know, jobs
and things that you and responsibilities
that you have to manage and take care of.
And so then being a part of this team that's really working to move,
key, make key changes in the city is really important.
So I want to start first by thanking, all of the teams.
And I think maybe just for efficiency,
I'll ask most of my questions to,
Miss Davis.
So my first question is, can you refresh my memory?
How often do the teams meet?
We have team meetings on a monthly basis,
and many of the teams meet off schedule on their own.
To just progress that action item that you,
And when will this item return to this body again?
In six months. Okay.
Excellent. Okay, so most of my questions are,
related to team one and team four and five.
And so can you, can you share who is Lee,
who is actually leading out on the shifts and changes
that we need to make around contracting,
procurement and contracting?
Within the city of Oakland,
like who's, who's who's leading that team.
So the streamlining operations
strategic planning team is, is playing dual roles.
They're making sure that this priority gets implemented,
and they are actually doing a small component
of implementing a change.
The contracting process.
But in a separate effort, I'm actually leading a contracting
working group, through the city administrator's office
and convening the key owners of all the contracting changes,
the existing plans to make contracting changes.
So from finance, trying to implement the Baker Tilly study,
the feedback that and the plan that brought
related to the small local business enterprise changes.
So I'm facilitating and mapping out and developing a process.
And this is why I advised that will be bringing a report
on that in the fall.
Okay. Excellent. Thank you so much for that update.
Because I think that that's
has to do with a lot of my questions.
And I think that an important flag
that I would make is that in the last year and a half,
being the chair of said or in even in
some of the other committees,
I feel like there is a
theme that also speaks to the results of that.
Mason Tillman study,
that I so as I'm reading through this, I feel like,
you know, somewhere I'm looking for,
you know, consultation with council members,
as a key component,
and also like the community component.
And so I guess that leads me to my next question.
I know that in this moment, we are, you know,
really looking internally about our internal processes.
But at the end of the day,
the impacts are on, you know, Aucklanders.
Is there a community engagement component to this?
Yes, absolutely.
So, Chuck Baker, our assistant city
administrator, is leading the effort
in supporting the issues that were raised by,
key community stakeholders around the disparity study.
And so, he's developing a community engagement plan
to be able to work with those folks to ensure
that there's feedback integrated into and provided back down
and to the contracting changes that I'll be implementing,
as well as some other, changes that will be brought.
Okay, that sounds good.
And so with
the would a fair expectation be that when the report comes in
the fall, we'll also get more insight into that community
engagement plan, what has occurred
or will it just be still like in a planning format?
I don't have an answer for you yet on the schedule
of when those specific changes
are going to come, I will note that I.
I believe I have been working with some council member staff
to identify legislative changes, and so I'm happy
as we progress through that.
If there's interest and having those conversations to support
and do briefings on that, that work.
Okay. Excellent. Thank you so much.
And then my last question has to do with team five.
And just the last sentence or
item number two around like
align priorities.
Well this is like establish a priority alignment.
Process amongst the mayor's office,
city council, city administration.
And I believe this is related to the budget.
And this would come in year three.
But not very much.
There's there's no, engagement on that.
I do see that a tool was highlighted,
during the spring, I think I recall maybe,
a little hearing a little bit about that,
maybe specifically under the DVP,
like a DVP item or just that process.
But is is kind of more information coming in six months on this or.
Yeah. So the this first round, handful of departments
piloted that tool, including DVP, I.T.,
part of the fire department
and using the evaluation criteria
and in the, in the sort of like the pilot phase,
we received some learning from that effort.
And so we'll be re-envisioned
and hopefully launched with the biennial budget.
And so that will be available in our process.
And then hopefully we're trying to figure out how best
to provide transparency in that scoring.
For, for the council members, for the mayor
as she's making her choices,
and then also for members of the public, I see.
And for the pilot, do you feel that as we,
get into the next budget cycle, the, the tool
that was used, will it then be used by other departments?
Now, the idea is that all departments would now
move forward with the tool for the biennial budget.
Okay. Very interesting.
Okay. Thank you. Yes.
Council member Wong.
Thank you. And, thank you,
Deputy Administrator Davis, for your leadership on this work
as well as, every single one of the, leads that presented.
I did want to echo my colleagues comments just around H.R..
We know this is a continual challenge.
Just, for the city.
So I'm looking forward to that report that, you will all be providing
one item actually wanted to uplift,
which I think is incredibly important.
And, it actually, I'm very happy to see this within the,
foster cross departmental collaboration,
team is the engagement of middle management and
decision making processes.
It as it's noted here, middle management are the closest link to front
line staff. And as someone who's worked, within all levels
of various government bureaucracies,
it is often frontline staff in the middle management
who are working closest with the issue and often have,
ideas on how to improve operations,
with, within the city.
But depending on the culture of the department, those ideas are not always,
translated upwards to department leadership.
I seen all kinds of different cultures within bureaucracies.
And so the fact that you all are intentionally pursuing this,
does, make me very happy to see that,
that I do want to note that it is at risk, the status.
And so I would just emphasize that,
making progress on this item is important
both in operational improvements but also morale
improvement, because,
and this is not a critique of City of Oakland bureaucracy,
but so often frontline staff, suffer from morale
because they feel like
they have ideas
but don't feel empowered to communicate that upward to leadership.
So, I've just seen that play out
and and people not feeling supported in their roles.
And so I think it's also about retention.
This piece.
Thanks.
Okay. We can move to public speakers calling in the names of sign up
to speak on item five Kevin Dalley, Mr.
Sutton Oliver and Blair Beekman.
The issue of data collection
data has to be
the basis for evidence
that is reliable and creditable.
You have unreliable data.
Count in time, for example,
is not an accurate count of our homeless population.
It's identified that that count in time
for homeless population is that estimate.
But you present reports like this is the amount of,
the number of homeless people we have in the city of Oakland.
That's an estimate.
You have an item on the agenda and public safety tonight,
later this evening
where the Oakland police Department has to provide a report to the California
Highway Patrol related to collisions.
But you have stripped the report of data,
name, address, social security number, driver's license,
stripped it
to protect people who are here illegally.
You also have no data
that you collect on people that are here illegally.
But you are a sanctuary city with no data to support.
You are a sanctuary city.
You have no data that you collect on gentrification.
You have no data. You haven't even had a discussion on reparations.
You have a system where you are doing
equity analysis and you don't have data.
You don't speak about the 10% unemployment of African-Americans.
You don't you don't speak about the fact that housing
is an issue related to you provide
housing for people no matter where they come from.
Do you know that the state,
more motor Vehicles department had to revoke
20,000 commercial truck licenses because the visas had expired?
This unknown data.
Kevin Daly, thanks for presenting this strategic plan.
I really appreciate mentioning H.R.
And hiring, but mostly I'm going to talk about
enhancing team three, enhancing communication.
I'm hoping
that the tech tech audit
mentioned earlier will help with the communication,
and I'm glad that the communication between
the city administrator and the council is mentioned.
I have noticed, I think some of the council
members have noticed there often isn't enough
communication that often the city administrator
brings items to council without time to make
really substantive suggestions or changes to the items.
It's an emergency.
Everything has to be passed.
It needs to be passed in the next two weeks.
Maybe next time we can discuss the renewal of the contract in more detail.
So I'm hoping that enhancing communication improves.
Getting to council early.
And I'm
also want to sort of call out what happened
with the parking reorg over the last year.
To me, this was an area where the city administrator
failed in communication, both with the council
and with the staff, that things were changing constantly.
I'm glad they changed quite a bit
from the initial proposals, but reports were delayed.
There wasn't sufficient communication.
What can we do to reduce reduce these changes
and to improve the communication?
Decrease the crisis in the future?
Thanks.
Thank you for your comments.
If your name was called and you still wish to speak,
please raise your hand on the zoom queue.
Okay chair, at this time all names have been called.
Thank you. And to the administration.
Are you looking for this to go to the full city council or to be filed here?
On consent. Thank you. Okay.
I'll entertain a motion to move this to the next city council meeting on consent.
So moved.
Second.
Thank you. We have a motion made by Councilmember Wang, seconded by Councilmember Brown,
to approve the recommendations of staff
and to receive and forward this item to the July 21st
City Council agenda on consent on roll.
Council members. Brown I, Ungar I, Wang I and chair.
Ramachandran I thank you.
Item five passes with four eyes
to receive and forward this informational report
to the July 21st City Council agenda on consent reading.
In item six, adopt a resolution
authorizing the City Administrator
to amend the Professional Services Agreement
with the City of Oakland Parking Partners for operation
and management of municipal parking facilities to extend the term
for up to three years, including a two year extension
and an optional months
a month extension for up to one additional year,
for a total amount not to exceed 12,399,
sorry, $12,399,039.
Waiving the competitive request for proposal qualification
requirements under Oakland Municipal Code Section 2.04.
051B and adopting sequel findings,
and we have three speakers on this item.
Good morning.
Through the chair.
My name is Joseph Segura,
assistant revenue and tax administrator with the Finance Department.
Today, I am presenting a resolution
requesting authorization
for the administrator to amend
the Professional Services Agreement
with City of Oakland Park and partners for the continued
operation and management of the city's parking garages.
City of Oakland Park and Partners supports
daily garage operations
including customer service, security, maintenance
and facility management services.
The current agreement expires on July 31st, 2026.
The proposed amendment would extend the agreement
for two additional years, with an option for up
to one year of month to month extensions.
The annual contract amount would remain unchanged
from the current agreement at approximately 4.1 million.
Staff recommends this extension to ensure uninterrupted
parking operations while the city develops and conducts a competitive
request for proposals.
Process for a new agreement
with finance assuming responsibility
for these functions beginning in the current fiscal year,
the department will evaluate garage operations as part of the RFP process
to identify opportunities to improve enforcement,
revenue collection, and overall performance.
That concludes my presentation, and I'm available
to answer any questions.
Thank you. I have a few questions.
What are we paying this City of Oakland parking partners for?
And what all companies does it include?
So up.
So the annual amount or up to it's 4.1 million.
It's mainly,
staffing expenditures is the main, item.
And I see that item. Johnson there. You sure?
City of spin?
Sure. City broken Parking Partners is a conglomerate, business entity that operates
all of our parking garages.
So if we were to go over here to, the parking bylaws
blow to 50. They're the staff that actually come
that are actually, they're dealing with the garage thing
with the operations of the garage facilities.
Same would be true for City Center West
and the other city of Oakland operated garage facilities.
And so what are we paying them when we
when someone comes in parks, in a garage,
that is our revenue.
We pay the contractor to manage them.
So when you talk about this in terms of a dollar amount,
the revenue flow is through the city
and then back out to the vendor
in terms of the management structure.
So the largest the resource coming from that four point
2 million, if I remember correctly,
is actually the fees received.
And then it comes back as a payment to the vendor, if that is helpful.
Partly, but not really. So.
How many garages is this for?
That's owned by the city.
It's the total number.
What's
so six projects that it covers?
I'm sorry
to send you.
Okay, so it's a total of seven garages and eight parking lots
that they, that this, organization covers.
And so it's for staffing of the seven garages
and eight parking lots, not for the technology
or anything like that.
Just for the Pers, the individual staff.
Well, that's the main component, but it's the, management
of the facilities in general.
So they also,
do minor, maintenance,
provide security services for, for the garages.
And so it's they're in charge of the overall operations,
basically of, this, group of garages.
Now, do they do enforcement to collect
the parking fees as well?
No, the enforcement is done to the chair.
The enforcement is done.
When that relates to the,
sort of where you come in and use your phone
to pay for my application to know that that would be done
by City of Oakland staff in our parking garages
to the extent that that's enforcement mechanism.
If there is gated entry to a garage, at a space, that would be the gating
structure would be handled by that, maybe different.
The question you're getting here,
part of the reason
why finance is asking for this extension is
we do want to explore
other models of collecting revenue from our garages.
I don't think we're satisfied with the technology,
the solutions, the operations.
As they currently said,
we don't want to interrupt that process,
but we know we need to engage in a full sort of
rethink and then RFP in a in a full competitive process
in order to get better outcomes and results.
And tell me, I don't want to preempt
your thoughts on this chair, but I have
I think I have the same concerns as you do around the total
amount of revenue we're collecting. The fact that it has not recovered since the pandemic,
the capacity for people to score
Scofflaw Park at our garages, those are our concerns as well.
We don't want to interrupt garage operations
in the meantime. And given the time to get a full RFP
for a contract of the scale and scope in a really
in a fully competitive way to maximize value,
we're asking for the
the current contract to be extended
so we can engage in that process.
But those are the same concerns
that we would engage in in the next RFP process.
Thank you.
Yes. The, the lack of collecting revenue
from these garages definitely is my concern.
I mean, there is a commonly held belief that you can just
park in the city garage next to City Hall and never pay
because of how messed up the technology is in practice.
Not to say that, pay by
meters as the not to say that the gate is a perfect solution.
I know there's been transition
a number of our garages from that,
but this pay by license pay clearly isn't working either.
If people just know that you can go park for free and get away with it.
I am highly uncomfortable
with having this be a two year extension.
I appreciate that you do need an understanding that you do
need time to shoot RFP and look for other vendors.
I also don't see anywhere all of the companies
that's listed as part of this operating contract.
I checked the report on the attachment.
Unless I'm missing something, where the list of companies
and the full list of garages.
I believe the list of companies is on the,
top of page four of your general report
and reading that allowed as it's SNP,
Seema Wellington
and then two small local business enterprises
which are Oakland to me asset managers and Wellington
Property Co. So I but Jose please jump in.
If I'm missing that that is correct.
Then the three main ones are Wellington CMA and SP plus.
And then on the list of garages and facilities.
If we don't have that in there, I'd be happy to
get you a supplemental report
that has a listing of all the city's parking facilities.
I don't actually see that here. So that's a good note for us.
Happy to provide that as a supplemental.
Okay. Before I pass it to my colleagues,
personally, I'm very uncomfortable
with passing this today, and I know that we have
the our next meeting will only be in September,
but I would really appreciate it if you could use that time
to provide a little more details on the current operators
and the garages and the numbers since the pandemic,
of how much we're collecting and also to explore
if we can change this from a two year
contract with month to month extension to something
much shorter to start issuing RFP for,
for better vendors.
And I will pass it to my colleagues
before I make a motion to see their thoughts.
Councilmember Wong Van Brown,
I, yeah, I just wanted to emphasize
and my my concerns coincide with the chairs as well,
just around the revenue collection.
And I would support
also shortening the length of this contract as well.
I think one of the,
just it doesn't seem coincidental that
the revenue decrease doesn't coincide with just the pandemic,
but also the move towards the gate system. And,
can you walk us through how the enforcement
currently occurs in this gate list system?
And I do think when this item returns or as we move towards an RFP,
we need to be looking at a gated system.
And the cost associated with that.
The, the chair to Councilman Wong.
So, a couple of things.
First off, on your second point, I,
I think we concur again, finance is taking over this operation.
Now from Dot,
I think I have the same instinct as you do
about the change in structure.
I would note that in order to actually get this changed,
it's going to take time.
This is not something that we can do quickly.
We are not ready to do an RFP right now on this structure.
We have a lot of evaluation and homework
to do about how the system is operating,
what the best practices are with other,
garage, musically owned garages as to how to do this structure.
And so we'll need to do all of that prior to getting an RFP out
than competitively go through our process
before we get to award.
It's a part of our timeline right
now, is actually being able to do that appropriately
without having to come back to you again
and again and again for sort of short term extensions on this.
We want to be able to do the full process.
To answer your question in a gate list garage,
the way it would work right now is City of Oakland.
Dot parking enforcement staff would patrol the garage using
technology to identify plates that haven't haven't paid.
And ticket those particular plates.
That's how it works.
We do know that there are challenges on that.
We're in the process of working hand-in-glove
with Dot to explore those.
But the concerns that you've expressed
are the same concerns that we have
about maximizing these resources.
No one should be
accessing our parking facilities without paying for them.
Right.
Okay. What what is a timeline that would work?
I mean, I think it will realistically,
if we were to take the next
six months to actually get
the system we want to RFP for, and then we would RFP it,
I think the early October of
27 is the soonest I could see us being ready
to come back for you with award,
and that's just a realistic timeline
of exploring the options,
doing a full competitive RFP process,
doing in a way that allows local and small local vendors
to bid on that process of where we end up being.
Those are time
intensive processes to be done properly, and we don't want to rush this one.
We want to do it properly
so that we actually solve this problem.
Okay. Thank you. Appreciate it.
Councilmember Brown.
Okay.
Yeah. So I definitely echo, all of the sentiments
that my colleagues mentioned. And,
I think, well, first, I'm also shocked
that the agenda report doesn't have the list of garages.
And so if we can please, add that,
that would, that would be helpful.
I also think that there's opportunity for us
to also provide a report on
the maintenance status of these garages.
I think that,
a deciding factor for myself, whether or not
I park in a garage is not whether or not it's free.
But actually the safety of the garage
and if it's actually being maintained.
And so I guess my question would be when,
when was the last time
that we actually did an audit of the garages,
their safety, maintenance that needs to be done?
Basically everything that said vendors should be doing.
I think it says here,
operations, facility
management, repairs, security,
facilities management, financial reporting.
How often do we actually receive feedback from this?
This vendor? That would be we've been working with.
I'm not sure if this is a through the chair.
So are say, same.
My annual,
performance audit.
That gets done. And basically every time that there's,
a survey that gets done to the,
and users, the, the,
Oakland parking partners have come out,
in, in, in the words that I received that
with flying colors. So they have always received that, get approval
rating from the, and users.
And so that's done, semiannually.
There's no official audit that,
has recently been done in terms of the, maintenance.
And, and just for clarity, is this an audit that is
being done, like, by them?
It's a it's a survey.
So it's, more of a customer satisfaction survey.
Yeah, I see yeah. So there's not an official audit that I can point to recently,
to answer your question more directly through the chair to Council Member Brown,
we need to evaluate all the facilities.
You're 100% correct their status of maintenance and repair.
I would notice any capital improvements
are not actually the result of the vendor.
And that's a key thing that we also need to assess.
These are City of Oakland facilities.
And they need to be included
within our capital improvements program.
And so that's one of the key things
that finance is also working to do.
And to ensure that the actual asset,
when it needs capital repair is properly done, agendized and brought to you
for consideration with our various funding sources
as a consideration. Your capital improvement plan.
But you're correct. We need to look at the safety for our parking patrons,
especially for facilities after dark.
In that space,
there are maintenance activities that need to be done,
and we need to be able to actually assess,
audit and validate those.
And those are the exact kind of considerations
that we need to do, both as a sort of a status assessment
as to where we are before we RFP, but we also need
to build into any future contracting procedure
for a new vendor, whoever may bid for that.
So we need to have a structure by which we are receiving
routine audits, updates, repairs,
logs of those, not just satisfaction surveys.
And so all the things that you're addressing
are the kinds of things that we need to put out
as a in our scope of work for the next RFP process.
But there's a lot more that we need to address
and be done
so we can go out and ensure that we have, as we talked about in our prior item,
we are able to ensure performance on these contracts
and real performance for our partner,
and that are patching both on the revenue
and on their customer experience.
I see, and then, one last I guess note
I would be interested in
like when we see the list of all of the facilities,
like I would be curious, like, okay, well, you know, facility
number one actually is the, the,
is I, I hate to use this word, but is the best, right.
Like, we have the,
you know, right.
Payment method or, you know, all of the cameras are
operational versus like, you know, facility ten.
Actually, it looks like we need to update the gates, etc..
So I would be curious, if we can get an update
in that manner and are all the payment,
like methods of payments across all of the garages?
Analogous?
Like, are they the same? They are.
I can
I don't think they all have the same pricing mechanism,
if I remember correctly. I don't know if the updated status is.
I don't know if the,
payment structure is the same.
I think they are almost all
using the same enforcement structure now.
But what I heard you say, Councilman Brown,
just to make sure I got it right,
you would like to understand
the revenue, the size, the ranking,
the the various statuses of some sort of evaluation
of of repair status.
I think that that would be,
notable for this,
but please say, if I have not covered her,
the council members questions, please add anything,
and we can certainly, provide the supplemental information
that's been requested.
We're happy to do that. We can include it
as a supplemental if if that's the desire.
But regardless of whether we,
postpone this item until September or now,
we are intending to initiate the RFP process immediately.
So we're not waiting until,
you know, a later time where we're engaging right now.
And so,
you know, regardless of when this may or may not be approved,
we are already engaging in the work that needs to be done.
But it will take some time. It will take the RFP process takes, approximately a year
at least, to, to be able to get someone through the door. So,
I guess what I'm trying to say is that regardless of,
or the reason why we're asking for this extension is to not disrupt
the current operations, because, as I mentioned, the,
contract expires on July 31st.
And so we are hoping to avoid a lapse in that contract,
while we are working.
As I mentioned, we're beginning the work on the RFP immediately.
Well, we're starting right away.
Thank you.
I have two more questions, so
it's if my understanding of this is right,
we basically make no money off of our garages right now.
Okay? That is a correct understanding and a notable problem.
Yeah. So then
I will start there.
Johnson, I know you've tried to do
a significantly better job in bringing things to us, right?
But not before they expire.
But this item is coming to us right before it expires.
But since we're making no money off of it anyway, I am very inclined to not want
to move forward with this.
Right now, until we get more information.
I would like to make.
I know we have to your public comment, but I would like to make a motion to, continue
this item to the first, finance committee meeting.
I believe that September 8th,
September 22nd.
And a couple of things
that I would like to know is,
what, Councilmember Brown said of
what's the performance of different garages?
Because I have, you know, just driving a different garages.
They they operate very differently.
So I'm sure that some of them
are making a little more money and others,
are probably operating at a loss.
So garage by garage or parking lot, that parking lot data
as well as which of those companies manage it,
is one thing additional informat
And an option to not
what are our alternatives because I am highly
uncomfortable with spending $12 million of money
over the course of two years for this.
So what is the tightest timeline
that we could authorize an extension in September?
I could it be could it be
just for six months while an RFP is complete?
It doesn't need to be nine months,
because if we're
not making money anyway and we're spending money for these garages,
I mean, I'd rather parking be free for,
six months, than spend money on companies
that are not producing results as neither is our enforcement.
So, I, I will make the motion to continue this to September
22nd with the request for the that additional information.
And the, Yeah.
I'm sorry, through the chair. So I was just advised to make it clear that the,
but the continuation to September,
it will create a gap in services,
with the because we don't have a contract in effect
is a gap in services. I mean that the lots will be closed or what?
What does that mean?
We we do not have the
we don't have city staff to operate them in the meantime.
And again, I apologize.
I try to get things in advance.
For instance, just taking over this particular contract said
if it is helpful,
it might be helpful to extend the current contracts
just to October 1st, which would allow us the time
to get back to you at that September staff meeting
with you, your ability to take action, then after that particular time,
so that we can just do like a three months extension
so we can continue the operations as they are.
Councilmember grants.
Okay.
You know, to the chair,
I think the thing that standing out for me
is the overall operations of said garages and ensuring
that even in this moment, the basics are operational.
So I would be curious if you would be,
because you heard our,
director state that they're going to start
the RFP process and get things rolling.
And so I think I would be curious,
woman of course, to report back. Right.
For more information.
But could we do, like, a contract extension,
maybe to, like, the end of the year
just to give a little bit more time versus I,
I even think that October 1st is, is is not really manageable.
So I'm just trying to see if we can do like,
maybe six months.
But the truth is, we also heard that the entire RFP
process, at minimum will take one year.
So it's like, here's this thing that we need to do in the meantime.
Why we're while we are trying to get to this other goal.
So, I think my proposal would either be, if a minimal,
six months to a year
while these other things are taking place
so that the garages are indeed manageable
because there's no city staff
to take over these operations, security for these,
multiple garages that we don't have a list for.
So, that would be I would feel most comfortable
with, with either six months to a year.
Let's move to public comment
and think on it.
Calling in the names that signed up to speak on item
number six, Mrs. Sara Alabama, Kevin Dally and Blair Beekman.
All right.
Kevin Dally,
I agree with council member, Council Member Brown here that a
moderately short term extension makes sense without
getting into a crisis mode again, let's just stabilize it.
Take a look at things.
Parking garages are more complicated
than just a revenue source.
Of course, even though we're not legally required to do sequa,
the environmental quality is
part of the existence of the parking garage.
I'm glad that Odot is still handling parking policy,
and we should look at both the garages and the street
parking policies together and see how they work,
how they do work together.
They're not independent entities.
You know all of us yet.
Well, they don't got at least and some of you guys
know about the high cost of free parking by Donald Shoup.
It really changes the city
just choosing to make giant parking garages.
We do have higher parking prices for special events
from the garages. That's the way it should be.
Otherwise the lot is full.
Sometimes a lot's full. Anyway,
are there garages which could be converted to housing?
You know, it's worth considering.
Maybe it's housing on top of the garage.
Especially with the open lots.
There's room for housing just as parts converting parking
at the Lake Art station to housing.
Oakland should look the same.
We should encourage transit, cycling and walking in addition
to driving, every garage should include a bike
like locker similar to the locker
that I'm using outside City Hall today.
And hoping this goes forward.
So when I read the report, the statement stood out.
Within the next 12 to 24 months, staff will will
envision new ways of managing the parking system.
What what brought that on?
What's going on with management that that has to be stated.
And why does it take 24 months or 12 months?
This is, an item that's under route 28.
Now, one of the things y'all need to do during
the summer is instruct all departments
to have the ability to bring items in a
timely manner before council,
and that have
all of these urgency in emergency,
where if we don't do it, then we will be in a situation
where we won't have services or resources.
This has got to stop
that. We use this. Rule 28
too much and staff have sufficient.
And if it's a staffing issue,
if you can't do it, define why you can't do it.
Now, I have brought to your attention many times recently
when you were looking at the ice rink, center,
that the report indicated that people that use
the ice center get free parking validation, parking.
How does that work?
Nobody thought it was important enough to bring it up.
You haven't brought it up yet, but through some unknown system,
if you if you're parking in that garage,
the Clay Street garage, you park for free.
How does it work?
Nobody brought up that.
The Montclair parking garages.
Why did you determine that?
The business Improvement Association runs the garage.
Why? Why don't
we have the same company running the garage in Montclair?
The two garages that wasn't brought up.
So I want to know how the valuation
of the parking and the samples on how much revenue
is being paid back on the ice.
Thank you for your comments.
Switching to zoom user
Blair Beekman, you can unmute yourself
and begin your two minute comment.
Hi. We're Beekman.
There's a, San Diego City Council meeting going on here.
So, I've been trying to listen to both, their meeting
and your meeting as well. I didn't hear everything about this item, but thank you.
That is here.
I wanted to be able to quickly comment that I hope to work with,
tech accountability and the Alpers, readers
that will be a part of these future parking, projects.
There can be great systems developing in how,
policies can work around your readers
public policies and,
learning how to those public policies can work
well, can often be,
a pretty exhilarating experience for people
once they're understanding it's process.
And it creates kind of like a good feeling
and good understanding.
Good luck reviewing good, public policies.
Re open our readers for these parking garages
and parking lots.
What that will mean and be about. And,
I just wanted to remind you of those concepts and,
thank you for this item.
Thank you for your comments, chair.
That concludes all speakers on this item.
Thank you.
I I'm I'm very hesitant on this item.
I think
it's such a missed opportunity
that we make no money from our parking garages.
But beyond that,
there's also operational issues that give me pause.
So, for example,
black Joy parade on a Sunday had packed streets
like some of our most packed days downtown,
and our city garage was closed.
Like one of our public commenters mentioned,
special events are days to increase fees for parking,
and people will actually do it
because they want to come to Oakland.
That could have been a couple hundred thousand dollars.
On one day off, all of our city parking garages were open.
So its enforcement of collection is one thing, but also
making sure that our garages are open at the right times.
And like my colleagues mentioned, safety
at all of these things together,
I think really needs an overhaul
in how we think of parking garages.
And I understand that that takes a little bit of time to do.
So I am open to extend to changing my motion.
And, I'll make a motion
to continue this to the end of the year.
So I guess five and a half months contract.
And I would, but I would really appreciate
if for the supplemental packet for Tuesday's council meeting,
you can provide that information about garage
by garage data, which I know is a short time turnaround.
But by for for next week's supplemental packet,
I would really appreciate that information
because as we continue this conversation of
how do we do better with our garages and
enforcement, but also operation safety, etc.?
I think there's a lot to think about,
and I think that will help guide the conversation.
So I will make a motion to,
to amend the contract to move
it to six months rather than two years.
So till the end of this year,
and send it to full council on content.
Second.
Thank you. We have a motion made by Council by Chair Ramachandran, seconded by Council Member Brown
to approve the approve as amended,
the recommendations of staff and to send this item
to the July 21st City Council agenda on consent
with the amendment to the legislation
to extend the contract to the end of the year,
with a request to staff to provide
in a supplemental support a list of the city of all city
parking facilities and the garage by garage data on roll.
Council members. Brown I, Unger I, Wang I and chair.
Ramachandran I thank you.
Item six passes as a
passes with four eyes to be four.
Sorry to be forwarded, as amended to the July 24th City Council agenda on consent
reading in item number seven,
adopt a resolution declaring the cities
City Council's official intent
to reimburse certain expenditures
from proceeds of obligations for project costs in connection
with the Oakland Trust for clean water and safe parks.
Measure D affordable housing and infrastructure measure KE
and 2022 Affordable Housing and Infrastructure Bond Measure U.
And we have three speakers on this item.
Good morning, chairperson Ramachandran
and committee members, David Jones of the Treasury Bureau.
I'll make this very, very brief.
This is really a formality this morning.
But before you, as a resolution declaring the intent
to reimburse certain expenditures,
from proceeds of obligations for project costs in connection
with measure D, measure K.K., and measure U,
pursuant to IRS regulations, project expenditures
occurred that occur prior to the issuance of the bonds
can be reimbursed with the bond proceeds.
This proposed resolution is a requirement of the IRS
to utilize tax exempt
bond proceeds for such reimbursement purposes.
The adoption of the proposal,
resolution, will provide the city with the flexibility
to initiate projects prior to the issuance.
In turn, this allows for projects to be efficiently
completed and bond proceeds spent efficiently.
As the city is intending to issue its next issuance
in the first quarter of 2027, to fund projects
that are in accordance with, with ballot measures.
So this essentially is a formality for the IRS,
basically to reimburse expenses that have been incurred.
And I may be able to answer any questions you may ask.
Thank you.
Colleagues.
Okay. We can move to public comment,
calling in the names, the sign up to speak on item
number seven.
Asada Bala and Blair Beekman.
So even with measures like K.K.
and you, we have limited funds.
We end up with a prioritization process.
We can't fund any and all things,
but it really ticked me off.
When you use measure you money
for that Lincoln Park Recreational Center
that was under measure K
for renovation of the center.
The community, the Friends of Lincoln Rec
Center, came up with a scope of work
that would include a totally new rec center
that they would pay for,
and you went through a series of engaging
with that group, friends of the Rec Center,
to move forward with the project,
with the understanding it
would be paid for by the community.
Then some kind of manipulation went on
with Bask.
To have the city pay for it using measure
U over 30 something million dollars.
And why did you do that when you had a commitment
from the community to pay for it,
and you're moving forward with this?
I saw the design.
The design was done by a private agency,
a group, not by the city.
And you going forward with that scope of work by a private agency,
you have not approved the scope of work as a city initiative
is their initiative.
The Friends of Lincoln Rec Center
doing these kinds of things
lacks credibility.
Again, lacks integrity.
And what we do have in West Oakland,
the Howard Durant Library for 20 years trying to get funded
hasn't gotten funded.
Thank you for your comments.
If your name was called and you still
wish to speak on this item, you can come to the podium.
Or please raise your hand.
Okay, chair. At this time, our names have been called.
Okay. I will entertain a motion.
So moved.
Second.
We have a motion made by Council Member Brown,
seconded by Council Member Wang,
to approve the recommendations of staff
and support this item to the July 7th.
Sorry. July 21st.
City Council agenda unroll.
Council members.
Brown I, Ungar I, Wang I and chair.
Ramachandran I thank you.
Item seven passes with for I support this
item to the July 21st City Council agenda
and to the makers of the motion is that on consent?
On consent.
Thank you. Reading in item number eight adopted resolution
authorizing the City Administrator to enter
into a Professional Services agreement with Weaver
and Tidwell LLP for forensic Audit Services for a one year
term, with the option to extend
for an additional one year without returning to the council
for a total contract amount not to exceed $490,000.
And we have two speak three speakers on this item.
Good morning, Chair Ramachandran
and members of the Finance and Management Committee.
My name is Rose Rubel.
I'm an assistant to the city administrator
with the city administrator's office.
The proposed resolution before you today would authorize
the city administrator to enter into a professional services
agreement with Weaver and Tidwell
LLP for forensic audit services for a one year term,
with the option to extend for an additional one year
for a total contract amount not to exceed $490,000.
The proposed Professional Services Agreement
aligns with the office of the Mayor
and City Administration's ongoing efforts to evaluate and strengthen
the city's contracting procedures
and implement best practices to improve accountability
and ensure that each stage of the process
is conducted in a consistent, fair, and transparent manner
across departments, programs, and project types.
The city issued a formal request for proposals on November
14th, 2025, followed by a Q&A document
with responses to questions
from potential vendors on December 26th, 2025.
Responses to the formal RFP were due to the city on January
2nd of this year,
and the city received a total of four proposals.
The Department of Workplace and Employment
Standards conducted a bid and proposal review
to evaluate each proposals.
Responsiveness to the city's
local small local business enterprise requirements,
and issued a determination on January 30th, finding that
two of the vendors, Permittivity Government Services Inc.
and Weaver and Tidwell LLP, qualified by meeting the 20%
local Small Local Business Enterprise requirement for this contract.
Subsequently, an internal Cross Department
staff working group conducted interviews with City Government
Services, Inc.
and Weaver and Tidwell LLP on April 13th and scored each vendor's proposal.
Based upon this evaluation process,
the Staff Working Group has recommended Weaver and Tidwell LLP to be awarded
the Professional Services
Agreement for Forensic Audit Services.
The scope of the audit shall include forensic
audit services associated
with all phases of capital projects and human services
executed July 1st, 2022 through June 30th, 2025.
Under the proposed scope of work,
the recommended vendor Weaver entered Will LLP will perform
an independent assessment of financial statements
as well as performance, recovery and contract audits
in conformity
with generally accepted accounting principles,
financial information, adherence to financial compliance
requirements and internal controls,
and organization or program performance to identify
areas for improvement.
This will include identifying process improvement
opportunities and transaction mapping from original project
inception through transaction completion cycle.
The audit shall include, but not be limited to,
development of contracts, disbursement of funds
and any other relevant contract and fiscal activities.
Upon completion of review
and assessment, a report of findings
will be delivered to city leadership.
While the scope of the proposed Professional Services
Agreement is focused on capital improvement
projects and contracts administered by Human Services,
the city may identify and seek to implement changes
to the contracting process more broadly.
Based on the findings of this forensic audit,
per Oakland Municipal Code chapter 2.04.030,
City Council authority is required for contract awards
for professional services in excess of $250,000.
Therefore, staff is requesting that the City Council authorize
the City Administrator to award a professional services
contract to Weaver and Tidwell LLP for a one year term
with the option to extend for an additional one year
without returning to council
for a total contract amount not to exceed $490,000.
Thank you and staff are available
to answer any questions you may have.
Thank you.
I have a question.
Can you explain how they meet the small
local business requirement?
They seem like a over $300 million company based in Texas.
I'd be happy to follow up with additional information.
We did receive the, report from DWP.
Us, with the determination.
So I can certainly share more.
And I'll also just defer
to Deputy City administrator, Davis, if she has
more information to add. Yeah.
So in conversation, we did interview both those
vendors, and did meet with, for each of the interviews.
Their subcontractors, who are Oakland based.
Okay.
Thank you.
Do we have names
of those subcontractors?
Probably that my brain doesn't remember off the top of my head.
I am happy to get that information to you.
I would appreciate that in a supplemental report,
if this is voted to move to full council.
Council member Unger.
So, capital improvement projects and human
services are a big chunk of our budget,
but they're by no means all of our budget.
Are there other
plans to do forensic audits on other parts of our budget?
How did we select these two pieces?
Where are we going next?
Through the chair to Council member Unger.
So in order to do a comprehensive audit
of the entirety of the city's
operations, that would be a multi
multi-million dollar contract.
And candidly, no firm probably has the capacity
to do the entirety of the city at once.
We did a risk assessment as to where we thought
we had the most space for improvement.
And candidly, where we had seen the highest level
of dissatisfaction and, concern both from this body
and from the public.
So we narrowed the scope as to the places
we thought we most needed improvement.
And as was mentioned, we will be able to
hopefully extrapolate, given
these are two of our hires through this space
in terms of process improvements across the organization.
A lot of what Human Services does, for example, is grant work
that will likely be heavily applicable
to other grant similar grant projects.
Capital improvements are larger.
Our largest capital, our largest of construction related projects.
And so, again, we think one, we have sort of the highest risk or,
need to audit in those spaces.
And we plan to extend,
the learning spaces across the whole organizations
until we get once we get there, makes sense.
Next.
Okay. Councilmember Brown.
Oh, sorry. Councilmember one then. Brown.
Thank you. Through the chair.
Just one question.
This particular company, what kind of findings
have they been able to uncover for other cities,
and what were the outcomes? What can we possibly expect in terms of process improvements?
So they've done, I don't
know, off the top of my head through the chair, what other,
sort of jurisdictions or agencies they work with.
I'd be happy. It sounds like there may be a supplemental report
coming along with this item
for the full city Council meeting,
so I'd be happy to provide
those additional details in that report.
But, as I mentioned,
the, sort of components of the scope of work
as far as, you know, assessing financial statements, and
and looking at,
you know, performing transaction mapping exercises,
looking at the sort of full cycle
and development of all contracts through completion.
That is work that they have done elsewhere.
And again, I can provide those additional details
in a supplemental report.
I also defer to my colleagues if they have
additional information on that question
through the Chair to Council Member Wang.
I know that this firm has noted,
means of improving doing one process improvement
they've done to that normal jurisdictions.
I do note that this firm at the sort of,
I'll give you the full range of what they've done.
We've seen sort of basic process improvement, step improvement
coming out of their work.
We've also seen them identified
literally malfeasance in their press spaces.
So they are capable of of doing that full cycle of work
from both the here would be some helpful steps
to make your process better, more transparent,
more clear, more easily understood and follow bowl,
more digestible to different stakeholders of that, to
identifying and, fully malfeasance or,
non-compliant process or outcome,
in the sample that they've audited.
And the city will be open to receiving feedback
on the full scope of those things.
And we're looking forward to seeing what they uncover.
As part of the process of having a forensic auditor is
they are supposed to be a little bit distant from you.
That is kind of that's the nature of this process.
We will provide them the full set of records
that they require
to be able to dig in and encumber
whatever we can help them uncover.
I think.
Great. Thank you.
I'll make a motion.
Okay. Thank you.
Councilmember drum, second.
Okay. We can move to public speakers
to the mic, through the church of the maker of the motion.
Can you clarify exactly what the request
for supplemental information is?
I have, how the company meets the small local business
requirement, names of all the subcontractors.
And your questions.
What kind of findings have this company
been able to uncover from other cities,
and what were those outcomes along with?
What can we expect in terms of process improvement?
You've you got it.
Okay.
Sorry, I didn't hear. Did you capture council member on the children's request?
Yeah. Okay.
Thank you. So we have a motion made by Councilmember
Wang seven by Councilmember Brown
to approve the recommendations of staff
and to forward this item to the July 21st City Council agenda on consent,
with the request to staff to provide in a supplemental report of how,
how the company meets the small local business
requirement names of all the subcontractors.
What kind of findings have this company been able
to uncover from other cities, and what were those outcomes,
and what can we expect in terms of process
improvement on roll Council members?
Sorry.
Public comment. Oh, sorry.
Yes, we will go to public comment
on sorry for calling in the names
that sign up to speak on item number eight, Mr.
Sada, Ola Bhalla, Kevin Dally and Blair Beekman.
So is the
definition of a forensic audit.
It is an in-depth examination of an
organization or individual's financial records
to uncover evidence for legal proceedings.
Forensic audits investigate specific
suspected actions such as fraud, embezzlement,
asset management, or failure
to have regulatory compliance.
Forensics audits are used to confirm
or to rule out financial misconduct, quantity
losses, or quality losses, and to prepare.
Evidence for court proceedings.
I didn't hear anybody talk about that.
So are we looking at Pacific violations
that can result in legal actions?
Are we soft penalties?
Is this a real forensic audit?
Are you redefined in forensic audit that you said
to make corrections as necessary to improve the process?
You can do you don't need a forensic audit to do that.
A forensic audit again
has to do with potential legal actions that have to be
taken based on specific circumstances of violations.
So don't try to present stuff to the public
where you want a soft pedal. It.
So what happened with capital projects?
What happened in human resources that we need to have
a specific forensic audit.
It's not a general audit.
You're looking at certain specific circumstances.
That's what a forensic audit is.
Of course.
Thank you.
If you still wish to speak,
you can come to the podium or raise your hand.
Okay. Our names have been called again. We have a motion made by Council Member Wong,
seconded by Council Member Brown to approve the recommendations
of staff and to forward this item to the July 21st
City Council agenda on consent, with the request
to staff to provide in a supplemental support report
how the companies meet the small local business requirements.
Names of all the subcontractors,
what kind of findings have the company been able to,
cover for other cities, and what were those outcomes
and what can we expect
in terms of process improvement on raw council members?
Brown I, Ungar I, Wang I and chair Ramachandran
I thank you motion passes with for
I support this item to the July 21st city Council agenda on consent.
Moving on to open forum calling in the names
I signed up to speak Mr.
Sato, Ola Boller, Kevin Dally and Blair Beekman
to Council.
The issue of immigration.
I cannot believe how I'm discovering
challenges related to immigration.
In 1994, Barbara Jordan commissioned by then President
Clinton to look at immigration period immigration.
The recommendations from the commission said,
we have to monitor immigration because at some point
is going to impact the workforce,
particularly for African American low skilled workers.
Then I find out we got legal immigration going on.
When people come to this country pregnant
and go into what is called
housing, home birth houses,
so they can have their children be born as citizens.
Most of these are Chinese.
13 birth houses are right here in California, and these people
pay up to 60 to $80,000 to come here and do that.
So when that president is talking about, birthright,
when you manipulate the system, is this fair?
Thank you for your comments, chair. That concludes all speakers on open forum.
All right. Thank you. This meeting is adjourned.