Question 4 Part 3 PDF

Bloomberg Associates
February 5, 2016
Dear Mayor Schaaf,

Please find enclosed our initial impressions and ideas for how the Bloomberg Associates Media & Technology
practice can partner with the City of Oakland. Thank you once again for your hospitality and generosity of time
as we embark on this partnership. Your enthusiasm for your city is contagious and we are hopeful we can
develop an impactful set of projects to work on together. As youll see there are a lot of opportunities and ideas
outlined here. We feel strongly that by beginning with an Engage digital communications session we can create
a great foundation that will fuel the partnership as we identify additional projects in the subsequent months. In
parallel to the Engage effort, the work to craft a Techquity Manifesto & Pledge also rises to the top as a high
priorityand a way to accelerate some of the efforts, like the Vision Council, that are already underway.
Wed welcome an opportunity to discuss everything outlined here with you or the appropriate member of your
team at your convenience.
Many thanks and look forward to the next steps,
KO
Katherine Oliver
Principal
25 E 78th Street New York, NY 10075
Overview
Oakland, led by a strong Mayor, is a city defined by its spirit and civic pride; resources and bandwidth need to be
factored in to any proposed strategies.
Everyone we spoke to in the administration and the community shares an enthusiasm and deep commitment to
the City. Its clear to see the workforce of the City of Oakland is passionate about providing service to the
residents of Oakland. They are mindful of how the city can benefit from increased economic activity of the
growing tech sector and of finding ways for this success to support the broad success of the city, including its
historically underserved populations and well-established small businesses. The signature spirit of Oakland,
reflected in the diversity and activism of the community is a point of pride for the city. Protecting it and helping
it to prosper is a fundamental concern for Mayor Schaaf and her team.
Its also evident that Oakland, like many cities that Bloomberg Associates has worked closely with, has a small
and dedicated team that is tasked with doing more with increasingly limited resources. An approach that
emphasizes increased efficiency and collaboration will be essential as we develop a specific scope of work and
hone in on how Media & Tech can best partner with the City of Oakland.
As Mayor Schaaf is keenly aware, Oakland is faced with an unprecedented opportunity to get it right when it
comes to welcoming 21st century businesses and development to the city while respecting and supporting the
longstanding residents and businesses of the community. This support translates to securing access to
educational, housing and employment opportunities. If Libby can get it right, her story will stand as an example
to Mayors and cities around the world who are grappling with similar challenges and opportunities.
Oakland is at a pivotal moment. The impending 2017 arrival of 2,500 Uber employees into a newly refurbished
building along the Broadway corridor is perhaps the most iconic representation of this moment. However, its
also important to note the recent growth of long-time Oakland offices of Pandora and the relocation of the
Kapor Center for Social Impact into a brand-new space. Co-working spaces like Impact Hub are housing
entrepreneurs and startups working to translate Oaklands unique perspective into new companies and tech
offerings. Groups like Hack the Hood and Hidden Genius Project are working at a local, grassroots level to
connect underserved youth with skills and opportunities in this new economy. Collaborations, like the one
Oakland has embraced with Kiva Zip, show how entrepreneurialism can work at a grassroots level.
Mayor Schaaf has encouraged us to think big about what she and her team can do to bring the most positive
impact in the midst of all this change. To that end, we have outlined some no-cost programs that we can work
with the team to develop in the next 3-4 months along with some bigger ideas that may require seeking
additional resources and private partners to realize and will coalesce over a longer period of time.
Community Engagement
We see many strands of partnership we could embark on with the City of Oakland depending upon the
resourcesparticularly staff time allocationthat are available. Each of these projects fits within the umbrella
of Community Engagement. This term encapsulates public-private initiatives aimed at fostering good corporate
citizenship and establishing a local tech pipeline as well as internally focused training and skills development
opportunities to create best practices for the City of Oaklands communications team. The elements of the
partnership are outlined below along with an estimate of the resources needed and timeline to execute each
element. This document is based on our initial observations and conversations and should be refined with
further input from your team. Wed love to review this in further detail and together assess the opportunities
and priorities.
1. Techquity Manifesto & Pledge
Mayor Schaaf has coined the term Techquity to represent her agenda of supporting the local tech economy
through a lens of equity. Shes placed an emphasis on creating a pipeline of opportunity for young people to
receive the education they need to thrive in a 21st century economy. This includes a diversified offering of
internship and mentorship opportunities to set Oakland residents on a track of employment and financial
stability. She believes in the potential for technology to improve the delivery of services to the citys most
vulnerable populations and to serve the needs of Oaklands long-established small businesses.
Februarys TEQ Tech Equity Week is an indication of the community support and momentum for these efforts.
Further, Mayor Schaafs roots in the community and the foundation she has set by facilitating relationships with
non-profits, tech leaders and philanthropists has created an informal network of Oakland champions.
Our recommendation is for Mayor Schaff to more formally recognize and convene these ambassadors,
organizing the effort around drafting a Techquity Manifesto and Techquity Pledge. Doing so will go a long way in
ensuring that the support of the City translates into a sense of shared responsibility and commitment to its long
term success. It will also enable Mayor Schaaf to enlist key stakeholders in an organized and regular fashion to
develop a clear and actionable roadmap to achieving her vision of Techquity for Oakland.
The letter the Mayor sent to Uber on the heels of the announcement of their new Oakland office is a great
starting point for what could become the basis for a Techquity Manifesto and accompanying Techquity Pledge.
Making Techquity a reality will depend on the citys ability to outline the ways that each and every member of
the community can contribute. The Pledge will be a way for thriving companies and concerned citizens alike to
share in a commitment to the long term sustainability and success of the city. By bringing these efforts together
through a Manifesto and Pledge there will be something clear and developed for people to rally around and
promote through all available channels.
Oaklands history of activism, engagement and pride are some of its greatest strengths and most unique
attributes. The key is finding ways to harness this energy towards the betterment of the city. Creating a working
group, led by the Mayors team, to develop a Techquity Manifesto and Techquity Pledge will help translate this
spirit into action and achievable milestones.
The Manifesto could outline the broad goals of Techquity and set benchmarks for things like:
X number of tech internships
X number of students enrolled in programs and learning opportunities that directly teach STEAM and
21st century job skills
X number of mentors with a tech or entrepreneurial background working with the Oakland community
X number of dollars given to local non-profits and causes directed at improving outcomes for young
people of color and increasing diversity in the tech sector
X number of small businesses provided with digital resources
X number of companies incubated in Oakland
With clear goals to align around, the Pledge would ask companies to make specific commitments to contribute
to the Citywide benchmarks for Techquity achievement.
Resources Needed: Moving this idea forward would require direct input and support from the Mayor as well as
the designation of a point-person to develop the program, manage outreach and involvement of companies and
track progress.
BA Involvement:
Develop messaging in partnership with city
Review and help to refine list of working group members
Support Mayoral outreach to key community members and companies
Attend and participate in initial meeting with stakeholders
Advise on marketing and launch strategy in partnership with city
Advise on mechanisms for ongoing impact measurement
Timeline:
Internal development with City 2 months
Outreach 1 month
Stakeholder Meeting & program development - 2 months
Marketing & launch planning 2 months
Launch & ongoing support open ended
Total: 7 months + ongoing support
2. Digital Communications Strategy

From day one in office when Mayor Libby Schaaf rode to City Hall on an artist designed flaming snail car, her
appreciation for creativity and innovation have been evident. She carried that message one step further when
she launched the Flaming Snail Awards to recognize city employees who embody the ideals of a 21st century
bureaucrat, a turbo-charged individual who confronts challenges with a sense of innovation and enthusiasm
thats anything but sluggish. The mission to infuse a sense of entrepreneurialism into bureaucracy can also be
seen in the Civic Lab in development on the 9th floor of City Hall.
We feel we could help the small communications team infuse creativity, innovation and efficiency to their
communications strategies through a program weve developed called Engage. Once weve successfully
completed this endeavor we believe the city will be in a better positon to develop citywide social media policies,
protocols and systems to amplify important messaging. It will also better position the city to experiment with
other forms of social engagement with private partners like locally based Pandora or VSCO. Each of these ideas
is outlined below, and again is meant to map the possibilities of a robust engagement. Starting with something
manageable and specific such as an Engage session will help set a strong foundation for the additional
endeavors.
A. Engage
This event would bring together social media and digital communications leads from across the city for a halfday strategy session. Based on an annual event developed in NYC, this day is a networking and learning
opportunity with peers and private partners and results in surfacing and sharing best practices and formal
policies. This forum will provide a forum to foster cross-agency collaboration and alignment. It will also help
identify how private partners, like Facebook and Twitter, could contribute to a citys long term capacity for
digital success and growth.
We understand, based on our first set of meetings, that some inventory has been taken in terms of the Citys
current social media channels and that an early draft of a citywide social media policy has been created. As part
of the organization and preparation for Engage we would be happy to review these materials and advise on the
approach to their development.
Resources needed: Its essential from the outset that the city identifies an event lead responsible for
coordinating and overseeing all elements of the day and that everyone has a clear sense of their responsibilities.
Engage should be scheduled for a day when the Mayor could join to kick-off the day with remarks. The lead will
work closely with BA to make introductions and help surface Oakland case studies to be shared at Engage. The
city will also need to oversee the creative elements and branding for the session including invite, on-site signage
and presentations.
BA Involvement:
Help to establish the goals for the session
Provide a checklist and calendar for planning
Join project lead to meet with appropriate agency leads to learn about the challenges, opportunities and
success stories from previous or current social media efforts across Oakland
Participate in regular planning phone calls to support logistical and programmatic development
Contribute, as appropriate, to content for Engage including but not limited to: providing a keynote
presentation and moderating a panel discussion to highlight Oakland case studies.
Lead relationship and outreach to private partners (ex-Facebook, Twitter, VSCO) to coordinate their
participation
Advise on how to share presentations and takeaways with staff and solicit feedback from participants
Timeline:
Development of goals, logistical planning, branding and assets- 6 weeks
Learning, listening and program development -4-8 weeks
Event Execution -2 days
Post-Event follow up -2 weeks
Total: Approximately 3 months
B. SMART (Social Media Advisory & Research Taskforce)

Developing SMART to be launched during Engage is a meaningful way to leverage existing resources to promote
cross-agency collaboration and professional development for employees. Wed recommend that this group
consist of 6-12 social media, digital and communications experts from city agencies who can help to shape policy
and identify new tools for adoption. Being a part of this focused team provides a professional development and
training opportunity for engaged city employees to build their knowledge and familiarity with relevant digital
tools. SMART members would host regular meetings to discuss best practices, evaluate emerging digital
services, develop an editorial calendar and coordinate social media efforts across the city.
Since there may already be a social media counsel in existence, the first step to assessing the feasibility of
SMART would be to better understand if and how this group is operating. Depending on that outcome it may
make sense to put efforts into further developing the existing members and relaunch the effort.
Resources Needed: A leader of SMART, ideally someone from the communications team, will need to be
identified to develop the goals, structure and formation of the group. At regular intervals SMART members will
be expected to attend meetings and contribute thought leadership.
BA Involvement:
Provide suggested guidelines and mission statement for SMART
Provide prospective list of SMART responsibilities
Provide model for application process and outreach
Suggest topics for discussion at meetings and locations for meetings
Timeline: *should be run concurrently with planning of Engage so that it can be launched at Engage
Review existing social media group, assess feasibility and identify members- 6 weeks
Develop membership application 2 weeks
Outreach and announcement planning 4 weeks
Planning for first meeting 2 weeks
Total: 2.5 months
C. Public-Private Learning & Exchange

Developing ongoing opportunities for employees to learn from local tech companies and organizations could be
an effective no-cost mechanism to create public-private partnerships that benefit the city and offer a meaningful
point of connection and give-back opportunity for companies. These exchanges could take the form of guided
field trips to local companies, brown-bag lunches for employees to hear from company leadership. If there were
time and resource on the part of the company, we could also explore creating mentorship or coaching
relationships between companies and city employees to support the city on specific projects.
Resources Needed: A point person to organize employee participation, manage outreach to companies and
keep an organized database of sessions and partnerships to date would be needed.
BA Involvement:
Help to brainstorm list of companies and leaders to make outreach to
Advise on citys outreach approach
Make recommendations for types of exchange ie: field trips, tours, lunch & learn session, coaching.
Advise on how city solicits feedback from participating employees and companies
Timeline:
Identify companies & develop ideas -1 month
Plan and Schedule first exchange- 1 month
Compile feedback & develop database-1 month
Develop calendar of exchange opportunities- ongoing
Total: 3 months + ongoing support
D. Digital Engagement Opportunities

Once an Engage session has been conducted and a SMART team has been formed the city will be in a great
position to grow their social media audience and facilitate increased opportunities for community engagement
with specific projects. Below is a preliminary list of ideas that would need to be developed in concert with the
city, at which point resources, timeline, goals and anticipated impact would be outlined.
Pandora Playlist: Invite Oakland residents to recommend songs for a custom Oakland/Mayor Schaaf
Pandora Playlist. Launch playlist at a community event tied to local arts or music organizations.
Instameet: Host an Instameet that invites photography enthusiasts to join select Instagram influencers
for an in-person meet-up and photo adventure that promotes a unique perspective on Oakland through
photos shared on the platform. Consider partnering with a local cultural institution like the Oakland
Museum or hosting a walking tour through Oakland with a group like @TinyAtlasQuarterly.
VSCO Photo Guide/Show: Work with Oakland based digital photo platform VSCO to create a special
guide to Oakland. Invite Oakland residents to submit their photos and have VSCO help curate a selection
of photos to be printed and displayed at a show at City Hall.
3. Tech Ecosystem Map

As part of the effort to showcase the presence of technology as a positive force in Oakland, a digital map could
be created to showcase the hubs of the existing local tech community. Specifically, the map could pinpoint the
locations of startups and tech companies, incubators and non-profit and community groups working on
technology related topics. The map could also highlight K-12 schools where STEAM is championed as part of the
curriculum and higher-education institutions that have relevant course offerings. What would emerge from this
map would be a living portrait of the growing tech ecosystem in Oakland. By linking to live job postings,
internship opportunities and course offerings at each location the map would be a useful resource for those
looking to become a part of this growing community.
Resources Needed: a technology lead to build and develop the map along with a community liaison who could
source existing data from all city agencies and create a mechanism to gather additional community data as
needed.
BA Involvement:
Provide models from other cities.
Work with Oakland project leads to develop ideas and provide feedback on design, functionality and
user experience at specific points along the way.
If its determined the project needs to be funded by a private partner, BA would be happy to assist in
considering viable partners and making a request on behalf of the city.
Timeline:
Ideation and project scope development 2 months
Assesment of funding needs and possible solicitation of sponsor 2 months
Development 3 months
Testing 1 month
Launch & updates -3 months
Total: 11 months
4. Technology Roles within Government

While supporting a robust tech ecosystem as part of the Mayors equity agenda and long-term vision for the
citys economic development strategy will be impactful, front of mind should also be delivering this
entrepreneurial and digital-focused outlook to city service and the operations of the municipality. We are aware
of the extremely limited resources and double (or sometimes even triple) roles people are asked to serve above
and beyond their job description. We experienced something very similar during the Bloomberg administration
in New York and are sensitive to those realities. Advocating for the establishment of key tech-focused roles
within city government allowed the municipality to establish the resource infrastructure to support a cultural
change around how technology can support government service, establish metrics and clear work plans for how
to achieve that vision, and also to serve as a central liaison for outside technologists looking to work with the
city.
To that end we are thrilled to hear efforts are underway to hire a CIO and that there is also talk of creating a
data-focused position. Wed like to see the job description and better understand the goals for this position. It
sounds like the Digital Front Door efforts will greatly benefit from the leadership of a CIO. Once this person is in
place we would like to advise them as they develop their strategy.
Resources Needed: In the short term we would like for the city to share the CIO job description and advise on
any plans or intention to create a data-focused position. Once a CIO is in place we would ask for direct access to
them so that we may better understand their goals and how best we can support them.
BA Involvement: Conduct a 1 hour sit-down with CIO to share experience in New York and insight to what weve
seen in other cities. Following initial session, provide ongoing feedback at designated checkpoints throughout
development of Digital Front Door programs.
Timeline: TBD based on hiring of CIO
5. Digital Toolkit for Small Businesses
Something we heard in our meetings was a concern for how traditional small businesses might benefit from the
influx and growth of a tech sector in Oakland. Some groups like Hack the Hood, which partner their students
with local businesses to build websites, are addressing this in creative ways. Another approach to this could be
developing a digital toolkit and hosting sessions for small businesses to learn the digital tools that could help
them stay relevant in todays market. Lessons would range from setting up email, developing online newsletters,
creating a modern website, growing social media channels and how best to use sites like GrubHub or Yelp to
improve business and reach more customers. In New York we developed a Small Business Digital Toolkit and
would be happy to share this as a model for consideration.
Resources Needed: Point person to oversee development of toolkit and assess how it could be launched and
shared with businesses.
BA Involvement:
Share example Toolkit from New York
Share lessons learned on the development and launch of this program in New York
Advise on tech partners who could sponsor or contribute to creating a custom Oakland Toolkit
Provide feedback to development of Toolkit at specific progress points
Timeline:
Initial Planning & review- 1 month
Solicitation to Partners-1 month
Development 6 months
Launch & Learning Sessions 6 months
Total: 13 months
6. Made in Oakland Campaign

Mayor Schaafs Made in Oakland election campaign capitalized on the sense of local pride that abounds in
Oakland. The slogan is a natural rallying point for a city of makers. In our initial meetings it was obvious that in
addition to welcoming new businesses and organizations to Oakland, the existing community is keen to be
recognized and seen as an important part of the citys future. Bringing Made in Oakland to these companies
through a grassroots branding and marketing initiative would send a message of inclusivity and could be a
powerful convening force. If the team has an appetite to explore this further we would recommend the citys
economic development team, communications team and marketing/tourism agency work closely to align on the
goals and message of the campaign. Once an idea is developed support from a private partner to fund the
campaign and/or design the campaign elements on a pro-bono basis would be essential.
Resources Needed: Internal working group with representatives from economic development, communications
and marketing/tourism would need to be formed. They would need to commit time to developing the campaign
messaging, evaluating resources and assets available for a launch strategy and overseeing the work of a private
partner who would develop the creative assets.
BA Involvement:
Participate in meetings with working group to develop goals and messaging of campaign
Help identify potential private partners and make initial outreach on behalf of City
Provide strategic advice at critical points throughout development, launch and implementation of
campaign
Timeline:
Working group development 3 months
Private partner outreach & establishment of partnership terms- 2 months
Campaign development- 6 months
Develop implementation strategy 2 months
Total: 13 months
MEMORANDUM
TO: Matt Nichols
From: Bloomberg Associates Transportation Team
RE: Oakland DOT Strategic Planning Process
DATE: December 17, 2015
Its our pleasure to share with you a draft strategic plan process that will help guide the formation and
development of the new Oakland DOT. While Oaklands challenges are unique, there are likely some
strong precedents with this process that can help us shape a strategic plan for Oakland DOT. This plan is
based in part on the process and lessons we learned from developing Great Streets for Los Angeles the
Strategic Plan for LADOT.
As we discussed, we intend to develop a plan quickly over a six month period. The content of the plan
would be generated by city staff representing the units that will become part of the DOT, and will need
to be approved by the mayors office, and ultimately, by Mayor Schaaf. The process will be developed
and facilitated by Bloomberg Associates with assistance from a firm who would be responsible for the
design and production of the final document.
The process for developing the strategic plan typically starts with identification of a leadership team
composed of key members of the executive staff at DPW, the mayors office and any other relevant city
officials and staff. Following the designation of the leadership team, initial strategic planning sessions
would be held to identify key issues and goals that would frame the strategic planning sessions. These
issues could include safety, mobility, parking, operations, street and infrastructure maintenance,
workforce and HR issues, etc. Individual sessions would be held on each topic with a broad selection of
mid and senior staff to draw out issues. These topics would become the chapters in the Strategic Plan,
and the output from the sessions becomes the content of the plan. Participants are encouraged to be
honest and open in their assessments of the citys strengths and weaknesses in delivering on goals.
Executive staff can attend these meetings but are not encouraged to be vocal. This allowed other staff
to participate fully.
Sessions would be facilitated around a series of questions:
What is the problem we are trying to solve?

What are our goals?
What are the strategies to achieve our goals?
What are the obstacles?
Key benchmarks one year out and three years out.
The questions and benchmarks are posted on flip charts and/or white boards and ideas and are
recorded visually so that participants could see their contributions and work through issues inside the
sessions. Additionally a separate note taker records the entire conversation on a laptop for reference.
Each session lasts approximately 2 hours.
We have found that two facilitated workshop sessions on each topic generally is enough time to develop
specific enough goals and benchmarks to be realistic and useful. The first session attempts to identify
problems, goals and solutions. The second session is designed to develop the benchmarks as clearly as
possible so that achievable metrics could be developed and published in the strategic plan. See the
matrixes at the end of the LADOT strategic plan for an example of the final product.
In addition to the facilitated workshop sessions, interviews should be scheduled with key stakeholders
inside and outside government to get feedback on the agencys performance and opportunities. This
included key staff, key elected officials, advocates and community stakeholders. These sessions would
not be attended by city staff, only by BA. They serve the purpose of providing perspective for the
facilitators on the issues and problems brought up in the sessions, and allow facilitators to challenge
some of the assumptions brought forward by participants in the sessions.
Session results and interview notes (with interview participants remaining anonymous) are distributed
back to the leadership team. The team can then carefully review all the strategies, goals and
benchmarks to ensure that benchmarks were tied clearly to goals, and were also achievable.
Several review sessions with the leadership team are typically held to go over the matrices and finalize
them. Once the matrices are agreed to, the narrative of the report can be written, and a launch strategy
can be devised.
For reference, the press release and the LADOT Strategic Plan can be found on the web in PDF format
here: http://www.lamayor.org/mayor_garcetti_and_ladot_strategic_plan_transportation,
Also see the New York City DOT strategic plan, Sustainable Streets, from 2007
http://www.nyc.gov/html/dot/html/about/dotlibrary.shtml#sustainablestreets
MEMORANDUM
TO: Christine Daniel, Brooke Levin, Mike Neary
CC: Matt Nichols
From: Bloomberg Associates Transportation Team
RE: Oakland DOT Strategic Planning Process Next Steps
DATE: January 11, 2016
We very much enjoyed our trip to Oakland last week and wanted to send along some next steps for you to share
with senior management at DPW. We want to keep up the momentum and enthusiasm for the strategic
planning process.
As we discussed, we intend to develop the strategic plan quickly over an approximately six-month period. The
content of the plan would be generated by city staff representing the units that will become part of the DOT.
The process will be developed and facilitated by Bloomberg Associates. Next steps are as follows:
1.
The process for developing the strategic plan began last week with the identification of a senior
management team, composed of key members of the executive staff at DPW. We will now need to
identify key staff that we didnt meet last week to follow up with. I would propose a call or Skype with
the broader team once the organizational plan is considered by the City Council and we have a better
idea of who we will be working with.
2. Following the designation of the management team, key issues and goals that would frame the strategic
planning sessions need to be identified. We would hold individual sessions on each topic with a broad
selection of mid- and senior-level staff. The output from the sessions will become the basis for the
eventual content of the plan. Participants are encouraged to be honest and open in their assessments
of the citys strengths and weaknesses in delivering on goals. Executive staff can attend these meetings
but are not encouraged to be vocal, allowing other staff to participate fully. Management staff should
be involved in identifying these topic areas. We would suggest no more than seven topic areas.
Some ideas for topics are:
Safety
Mobility
Equity
Capital Construction/Design Review
Street and Infrastructure Maintenance
Workforce and HR
Bike/Pedestrian/Transit
Education/Outreach/Customer Service/Communications,
The management team should begin discussing issues and topics now, as well as staff that would attend the
meetings. This is important table setting for the plan. Getting the right topics and staff together is critical for
the plans success.
3.
In addition to the facilitated workshop sessions, BA will conduct interviews with key stakeholders inside
and outside government to get feedback on the agencys performance and opportunities. These
interviews are usually held in small groups and could include: key elected officials, advocates and
community stakeholders, partner agencies (state, county, etc). These interviews serve the purpose of
providing perspective for the facilitators on the issues and problems brought up in the sessions, and
allow facilitators to challenge some of the assumptions brought forward by participants in the sessions.
Your suggestions on who we should meet with would be much appreciated.
4. While we are setting up the session topics, staff and organizational issues, staff should compile relevant
policy and programmatic issues that should factor into the strategic plan development, this could
include: city general plan, AC transit/BART plans (if relevant), bike master plan, other strategic or
management plans developed in the last 10 years, complete streets policies, etc. These can be provided
to BA through links wherever possible, or simply as an annotated list.
For reference, the press release and the LADOT Strategic Plan can be found on the web in PDF format here:
http://www.lamayor.org/mayor_garcetti_and_ladot_strategic_plan_transportation,
Also see the New York City DOT strategic plan, Sustainable Streets, from 2007
http://www.nyc.gov/html/dot/html/about/dotlibrary.shtml#sustainablestreets
OAKLAND DOT STRATEGIC PLAN
Bloomberg
Associates
First
draft: Aaron
Naparstek, 3/14/14
First draft: Aaron Naparstek, 3/14/14
2013
2007
A GREENER, GREATER NEW YORK
Strategic PlanWhats it For?
Strategic Plan:
Allows all voices to be heard
Develops a common vision for dept.
Ties vision to administration goals
Sets targets, metrics
Defines Success
Holds everyone accountable
leaders and rank & file
Strategic Plan
Set the Vision:

We will reduce
by half the
number of
traffic deaths by
2030.
Strategic Plan
Set Policies:
Improve data on
pedestrian
injuries &
fatalities and
target safety
resources to high
crash locations.
Strategic Plan
Set Benchmarks:
2007-2009
Identify 25
Senior
Pedestrian Areas
based on top
senior pedestrian
crash locations
2010 Redesign 20
intersections
Goal
Strategy
Benchmarks
Mayor Schaafs Plan
Holistic Community Safety

Vibrant Sustainable Infrastructure
Equitable Jobs and Housing
Responsive Trustworthy Government
Strategic Initiatives
Oakland Strategic Plan Breakout Group Themes

Safety
Mobility (auto, bike, ped,
transit)
Maintenance/Operations
Project
Planning/Management
Workforce/HR
Oakland Strategic Plan Breakout Group Structure

What are the problems we are
trying to solve?
What are our goals?
Strategies to achieve goals
& resources needed to be
successful
Benchmarks (1 year/3 years)
Process/Schedule
November - February
First round of interviews with internal and external stakeholders
(completed)
Site visits with stakeholders and partners (completed)
March
First round of Working group meetings with city staff
Working groups meet and continue to develop action plans
April/May
Second round of facilitated Working Group meetings with staff
establish benchmarks
Second round of interviews with stakeholders
Refine benchmarks with Senior Staff
Process/Schedule
June
BA/Leadership team consolidate working group recommendations
Development of top line goals and vision
Presentation to and feedback from working groups on
recommendations/plan outline.
Begin benchmarking/metrics work on each working group area
Process/Schedule
July September
Bring in new DOT Director and involve them in the finalization of the plan
Put together full plan w/ major goals/policies/benchmarks
Sign off from Mayors Office
Develop communications plan
Presentation of full draft plan
Begin final production
Bloomberg
Associates
First
draft: Aaron
Naparstek, 3/14/14
2013
2007
A GREENER, GREATER NEW YORK
Strategic PlanWhats it For?
Strategic Plan:
Allows all voices to be heard
Develops a common vision for dept.
Ties vision to administration goals
Sets targets, metrics
Defines Success
Holds everyone accountable
leaders and rank & file
Strategic Plan
Set the Vision:

We will reduce
by half the
number of
traffic deaths by
2030.
Strategic Plan
Set Policies:
Improve data on
pedestrian
injuries &
fatalities and
target safety
resources to high
crash locations.
Strategic Plan
Set Benchmarks:
2007-2009
Identify 25
Senior
Pedestrian Areas
based on top
senior pedestrian
crash locations
2010 Redesign 20
intersections
Goal
Strategy
Benchmarks
Mayor Schaafs Plan
Holistic Community Safety

Vibrant Sustainable Infrastructure
Equitable Jobs and Housing
Responsive Trustworthy Government
Strategic Initiatives
Oakland Strategic Plan Breakout Group Themes

Safety
Mobility (auto, bike, ped,
transit)
Maintenance/Operations
Project
Planning/Management
Workforce/HR
Oakland Strategic Plan Breakout Group Structure

What are the problems we are
trying to solve?
What are our goals?
Strategies to achieve goals
& resources needed to be
successful
Benchmarks (1 year/3 years)
Process/Schedule
November - February
First round of interviews with internal and external stakeholders
(completed)
Site visits with stakeholders and partners (completed)
March
First round of Working group meetings with city staff
Working groups meet and continue to develop action plans
April/May
Second round of facilitated Working Group meetings with staff
establish benchmarks
Second round of interviews with stakeholders
Refine benchmarks with Senior Staff
Process/Schedule
June
BA/Leadership team consolidate working group recommendations
Development of top line goals and vision
Presentation to and feedback from working groups on
recommendations/plan outline.
Begin benchmarking/metrics work on each working group area
Process/Schedule
July September
Bring in new DOT Director and involve them in the finalization of the plan
Put together full plan w/ major goals/policies/benchmarks
Sign off from Mayors Office
Develop communications plan
Presentation of full draft plan
Begin final production
To:
Whitney Barazoto, Director of Public Ethics Commission
From: Rose Gill Hearn, Principal, Bloomberg Associates, Municipal Integrity & Transparency;
Giuliana Carducci, BA MI
Date: March 9, 2016
Re:
Best practices for hiring procedures; summary of publically available information on
Oaklands hiring procedures
Executive Summary
In February 2016, the Bloomberg Associates Municipal Integrity (BA MI) team met with
Whitney Barazoto, Executive Director of the Public Ethics Commission. During the meeting, the
Citys hiring process was discussed. This document provides a summary of best practices in
government hiring, an analysis and flowchart of current hiring procedures in Oakland based on
information available online.
Background
Recruitment procedures should be created, managed and evaluated with great care
given that they are the basis of organizational identity and success. Moreover, transparent hiring
procedures can help attract a broader pool of applicants and instill a sense of fairness in the hiring
process. In most cities, the procedures are guided by local rules that establish various centralized or
decentralized systems.
Much of the City of Oaklands hiring is guided by regulations under the Civil Service Boards
purview.1 The process is managed by the Citys Human Resources Department. For the average
position, the process contains several stages: job posting and advertisement, review of minimum
requirements, candidates supplemental submissions, civil service examination, placement of
successful candidates on the eligibility list, departmental interviews and final decision.2 In New York
City, much of the hiring is directed by the Department of Citywide Administrative Services (DCAS). 3
Similar to Oaklands HR Department, DCAS receives job descriptions from City agencies, administers
civil service exams and compiles a list of possible candidates based on scores and minimum
requirements. These are sent to the departments that conduct interviews and make final offers.4
The Civil Service Board is the body responsible for enforcement of the Citys personnel system as established
by Article IX of the Charter, Personnel Administration. See:
http://www2.oaklandnet.com/Government/o/HumanResources/s/CivilServiceBoard/
1
These steps are discussed on a website that the City appears to still be working on: City of Oakland,
Application Process & Support (beta website) See: https://beta.oaklandca.gov/services/jobs/jobapplication-process/application-process-support
2
Citywide Administrative Services (DCAS) About DCAS See:

http://www.nyc.gov/html/dcas/html/about/about.shtml
3
See flowchart of the process in Oakland below.
Best Practice Studies

According to a hiring benchmarking study conducted by the Washington State
Department of Personnel,5 involving the analysis of approximately 30 employers from the public
and private sectors, the highest-rated hiring models included decentralized procedures supported
by a central recruitment department in a state government with over 10,000 employees, to
centralized procedures in a city of 1,000 employees.6 The City of Oakland has elements of both of
those models with its central HR Department that conducts the initial applicant reviews and civil
service examinations, and the City agencies that do interviews and make actual job offers. The
following is both a list of management practices that have been identified as measures that
improve the transparency and efficiency of government hiring, and a discussion of their
application to Oakland.
Washington State Department of Personnel Recruitment Process Benchmark and Best Practice Study July
2009
http://www.hr.wa.gov/SiteCollectionDocuments/Strategic%20HR/Research%20and%20Resources/Recruitment
%20Process%20Study.pdf
5
The study identified eight best-in-class employers with these common criteria: existence of an effective and
systematic recruiting approach; the spread of such approach throughout the organization; use of metrics and
consideration of the organizational business strategy when recruiting.
6
Strong and clear communication between the City actors involved in the hiring process. In
Oaklands case, this applies to the relationship between the central HR Department and
officials from City agencies in charge of interviewing for specific positions. Periodic training
by the HR Department for the recruiting coordinators of Oaklands agencies might be
helpful on an annual basis.
Market the reputation of the City as a great place to work as a tool to attract and retain
high-quality personnel. Oakland is doing a good job on this front by having a section on its
new employment portal describing Why Oakland? and Benefits and Perks from working
in the City.7
Market positions online with clear job descriptions and limited jargon. Inform potential
applicants of City career pathways on the HR website. For example, Oakland could add to
its Jobs website several profiles of current City officials from different levels of government,
which would provide positive illustrations of a variety of career paths in the City.8 Outreach
can be diversified by creating links with universities, local business and community groups,
and participating in jobs fairs. Oakland may be doing this, and if so, adding such
connections to the Citys website could be informative.
Reduce administrative time in hiring. Streamline the application process, use process
mapping, and technology to track processes. By developing the new website, Oakland
seems to be advancing in this area.
Measure total time to hire. The HR Department should collect data regarding the duration
of each step to identify delays. Oakland HR Department may be doing this, but it is a best
practice that can be used as a performance measurement for efficiency.
Measuring other performance metrics allow hiring bodies to analyze hiring process
outcomes. Some metrics could include hiring manager satisfaction, applicant satisfaction,
and new hire retention.
In another best practice report entitled Managers Recruitment Best Practices, NASA
addressed the importance of managers having a clear idea about the skills that are needed in a
particular position to meet the organizations goals and priorities.9 The report explains how planning
is fundamental in this process and it is defined as the systematic process for identifying and
addressing the gaps between the current workforce and the human capital needs of the future. 10
This idea, along with the hiring practices mentioned above, provide a strong framework for
Oakland to draw out practices that strengthen its hiring procedures.
The importance of transparent practices
There are some lessons that can be drawn from analyzing the history of hiring procedures in
Oakland and elsewhere. In 2009, a Performance Audit Report carried out by the City Auditor
7
City of Oakland Jobs See https://beta.oaklandca.gov/services/jobs
The Inter-American Development Banks website is a good illustration on this front. See
http://www.iadb.org/en/careers/careers-at-the-idb,1165.html
8
NASA Managers Guide to Recruitment Best Practices.

https://searchpub.nssc.nasa.gov/servlet/sm.web.Fetch/Recruitment_Best_Practices_Guide1.pdf?rhid=1000&di
d=932143&type=released
9
10
Ibid.
exposed cases of nepotism and favoritism in Oaklands hiring practices between the years 2003
and 2008.11 The City Council commissioned the report after a former City official was fired for
allegedly abusing the hiring system. According to the report, the official was responsible for hiring
several family members including her daughter and nephew.12 The City of Oakland responded to
the situation by passing an ordinance13 amending Title 9 of the Citys Municipal Code and adding
a new chapter to prevent nepotism and favoritism in hiring and administration. Oakland has not
been alone in facing such challenges. Numerous cities, for example, Los Angeles,14 Miami,15
Washington DC16 and Ocean County, NJ,17 have also experienced cases and criticism for nepotism
and hiring abuses with public sector jobs. Thus, these cases prove the importance of having
appropriate rules and procedures in place to promote hiring transparency in City government.
Conclusion
The City of Oakland is working on communicating its hiring procedures through a website
being developed (currently available online in beta form). 18 We believe this important initiative will
have a positive impact on the Citys image and recruitment efforts. As a complement to this
initiative, we suggest a training session by the HR Department for pertinent City personnel to review
the rules and basics of the hiring process and address questions they might have. Recruitment is
about making a continuous, long-term investment in attracting a high-quality workforce capable of
accomplishing the organizations mission now and in the future. 19 Completion of the Citys website
and a round of training will be informative and of assistance for all stakeholders in the process and
throughout the agencies.
Bloomberg Associates Municipal Integrity remains available to further discuss or facilitate
with these matters.
11City
of Oakland Office of the City Auditor Performance Audit of Oaklands Hiring Practices 2009 See
http://www.oaklandauditor.com/images/oakland/auditreports/hp_final_10.09.pdf
Inside Bay Area Oakland auditor knocks city hiring process See
http://www.insidebayarea.com/ci_13613031
12
13
See: http://www.oaklandcityattorney.org/PDFS/Nepotism%20Final.pdf
Los Angeles Times L.A. County Fire Department cheating extended beyond hiring, audit finds February
2015 See http://www.latimes.com/local/lanow/la-me-ln-los-angeles-county-supervisors-fire-cheating-20150223story.html
14
15Miami
Herald Nepotism charges arise at parks department October 2013 See

http://www.miamiherald.com/news/local/community/miami-dade/article1955767.html
Washington Post D.C. Health Care Finance HR director, son fired in nepotism probe
https://www.washingtonpost.com/blogs/dc-wire/post/dc-health-care-finance-hr-director-son-fired-innepotism-probe/2012/04/13/gIQABUViFT_blog.html
16
App.com Nepotism is Ocean County Government? See http://www.app.com/story/news/local/oceancounty/2015/03/27/nepotism-ocean-county/70568616/

17
City of Oakland, Application Process & Support (beta website) See:

https://beta.oaklandca.gov/services/jobs/job-application-process/application-process-support
19 NASA Managers Guide to Recruitment Best Practices.
https://searchpub.nssc.nasa.gov/servlet/sm.web.Fetch/Recruitment_Best_Practices_Guide1.pdf?rhid=1000&di
d=932143&type=released
18
3/4/2016
To: Whitney Barazoto

From: Rose Gill Hearn, Principal, Bloomberg Associates, Municipal Integrity Discipline,
Spencer Nelson, Manager, Municipal Integrity Discipline
Date: 3/4/2016
Re: Public Ethics Commission Online Engagement
Introduction
The Public Ethics Commission (PEC) enforces Oaklands ethics laws, monitors city
campaigns, regulates lobbying and encourages transparency in city government. As
such, the PECs website serves government employees, elected officials, contractors,
lobbyists and concerned citizens. Given its leading role in Oaklands transparency
efforts, the PECs website should reflect the openness and user-friendliness it advocates
in city operations.
The PECs website already contains a wealth of information. Indeed, it far
exceeds the standards set by most US ethics commissions. Its publication of videos,
detailed agendas, reports and campaign data, makes the PEC a leader in its field. The
Government Ethics Act video is particularly noteworthy.
Bloomberg Associates proposes several changes to the website that will make it
a more intuitive platform for users and a cleaner representation of the PECs offerings.
These minor changes are not aimed at better leveraging existing PEC materials. Behind
these changes is an overarching desire to separate PEC content according to end-user
needs, so as to make the portal most useful to, variously, concerned citizens, lobbyists,
campaigns staffers, city personnel and others involved in government who interact with
the PEC. Bloomberg Associates believes that such changes may have several benefits.
Among these benefits may be:
1. A reduction of inadvertent non-compliance,
2. A reduction in question volume for the PEC regarding city rules,
3. A reduction in complaints outside of the PECs jurisdiction,
4. An increase in the quality of complaints and the proportion of enforceable
complaints, and
5. Greater use of existing PEC resources, such as plain language guides.
3/4/2016
PEC Website Recommendations

Many of the following recommendations are made with an eye to separating
information for a group from information about a group. This may have been the intent
behind the separation between the Our Services and Our Clients sections of the
website. The following recommendations contend that a stronger division of the two
sections may improve the websites overall usability.
NB: Recommendations will proceed page by page from the top of the navigation
pane (Appendix 1.1) to its bottom. Supplementing these recommendations are two
graphics. The first (Appendix 3) is a website tree that reflects the current structure of the
PECs website. This may prove useful as a guide to the following recommendations and
as a basis for further mapping. The second (Appendix 4) is a larger graphic reflecting a
broader possible reorganization of the PECs website. This may be used as a guide for
future reorganizations or as food for thought.
1. Homepage (Appendix 1.2)
Recommendation: Add a link to the homepage on the left-side navigation pane, under
About Us. The link may be titled Directors Note and News.
Explanation: Without a link to the homepage on the navigation page, it is not clear how
to return to it. The absence of such a link may cause visitors to confuse the homepage
and the Public Ethics Commission page, leading to underutilization of the latter.
Section Header: About Us
2. Public Ethics Commission (Appendix 1.3)
Recommendation: Change the title of the section Public Ethics Commission to About
Us.
Explanation: The new title may better channel visitors to the page and better
differentiate this page from the homepage.
3. Commissioners (no comment)
4. Staff (no comment)
5. Meetings (Appendix 1.4)
Recommendation: Make meeting agenda contents (PDFs, reports, etc.) directly
accessible.
Explanation: Currently, many regular reports and interesting documents can only be
accessed by clicking through the PECs PDF agendas. To better highlight this
2
3/4/2016
information, the PEC may consider making agenda contents directly available as
hyperlinked lists below the current Meetings table.
6. Contact Us (Appendix 1.5)
Recommendation: Add complainant information to the Contact Us page.
Explanation: The Contact Us page appears to be the most likely place a potential
complainant would look for information. At present, complaint forms are within the
Enforcement page. A potential complainant is less likely to discover this information on
the Enforcement page.
Recommendation: Add information about the Citys FW+A program and whistleblower
protections to this page.
Explanation: At present, the website does not link directly to the FW+A program, which
is an important data point for potential complainants. Placing this information in an
accessible location may avail complainants of a helpful resource.
7. Join Our Team (Appendix 1.6)
Recommendation: Remove dead links on the Join Our Team page.
Explanation: Three of the positions (Ethics Investigator, Ethics Analyst I and Ethics Analyst
II) offered lead to dead links.
Section Header: Our Services
Recommendation: Consider renaming Our Services section Open Government or
Transparency.
Explanation: The title Our Services may not provide a clear indication of what this
section contains or effectively highlight its differences from Our Clients (the third and
final section header). Using different language may better highlight this distinction and
make the wealth of information available here more accessible.
8. Open Government (No Comment)
9. Campaign Information (No Comment)
10. Lobbyist Information (Appendix 1.7)
Recommendation: Remove lobbyist forms, schedules, registration information, address
for mailing and registration deadlines.
Explanation: This page is identical to the page Lobbyists in the Our Clients section.
Accordingly, much of the information is oriented toward working lobbyists. The lobbyist
information tables are down below this information. For claritys sake, it may be useful to
eliminate the above information and focus the page on information about lobbyists
3
3/4/2016
activities. This would better reflect the distinction between the Our Services and Our
Clients sections.
11. Government Ethics (Appendix 1.8)
Recommendation: Distribute the contents of the Ethics Resources subsection (currently
within the Government Ethics page of Our Services) to the relevant pages within the
Our Clients section.
Subsection General Ethics Resources (Appendix 1.9)
Recommendation: Change the link address for the hyperlink General Ethics
Resources.
Explanation: This link currently leads to a page called Open Government: Investigate.
One might understand this link to offer resources for government employees or similar.
Recommendation: Change the link address for the hyperlink Conflict of Interest. Find
a place for the page it directs to or change the link name to reflect the pages
contents.
Explanation: This section contains a more exhaustive listing of the data available to
citizens. It is very clear and perhaps should be added to the Open Government page.
However, the hyperlink does not match the contents of this page.
Recommendation: Change the hyperlink Open Meetings to better suggest its
contents or move the attached PDF.
Explanation: This hyperlink currently leads to a page with a PDF overview of several
aspects of Oaklands ethics rules. The PDF also summarizes the Citys whistleblower rules.
This content is very useful and should be accessible. However, the hyperlink does not
signify the full scope of its contents.
12. Publications (Appendix 1.10)
Recommendation: Rename Publications page PEC Publications.
Explanation: In this context, publications may be interpreted as published data or other
information. Specifying PEC here may minimize the potential for misinterpretation.
Recommendation: Ensure all guides are update to their most current versions.
Explanation: Some guides have been superseded by subsequent guides. This includes
the Limited Public Financing Guide. The version linked to on the page is from 2014. A
new version is available (but only through PEC agendas) for 2016.
3/4/2016
Recommendation: Change the name of the Manual for Public Meetings and Public
Records Requests to Manual for Responding to Public Meetings and Public Records
Requests.
Explanation: This item offers advice on responding to such requests and complying with
public meetings requests. Its positioning currently may suggest that it is a manual for
requesting public records and meetings.
13. Enforcement (Appendix 1.11)
Recommendation: Change the title of the Enforcement link on the navigation page to
PEC Enforcement.
Explanation: This will more clearly indicate the contents of this page and separate it
from the other content within Our Services. Our Services mostly contains data about
other actors within city government, not the PEC. This may lead to confusion which the
new title would help address.
Recommendation: Add references to the FW+A hotline and whistleblower protections
near the complaint form.
Recommendation: Change language on Complaint Form (Appendix 2) to reflect PECs
new penal authority.
Recommendation: Link directly to the PECs complaint procedures on the Complaint
Form after the lines For more information about the Commissions complaint process,
see the Commissions Complaint Procedures, available on the Commissions website at
www.oaklandnet.com/pec.
Explanation: It may be difficult for complainants to find the relevant information
without guidance. Providing an exact link to the complaint procedures may better
connect potential complainants with the required information.
Recommendation: Hyperlink the laws listed within the Complaint Form.
Explanation: Adding links will make the laws more accessible to potential complainants,
which may reduce the flow of complaints that cannot be adjudicated by the PEC. This
linked list already exists under in the Public Ethics Commission page, but may be difficult
for complainants to find.
Recommendation: Remove or update the link to the Enforcement Activities Report.
Explanation: The enforcement report currently linked to is the June 2015 report.
Section Header: Our Clients
Recommendation: In this section, the Ethics Resource Guide could be more extensively
linked to.
5
3/4/2016
14. City Staff and Officials (Appendix 1.12)

Recommendation: Add links to the GEA guide and video.
Explanation: These are useful materials for practitioners; increasing their accessibility to
practitioners may increase their use.
15. Lobbyists (Appendix 1.13)
Recommendation: Remove lobbyist registration tables.
Explanation: Given that the tables are not directed at practitioners and are already
available on the Lobbyist Information page, it may be better left aside to minimize
clutter. This will also better emphasize the distinction between the Our Clients and Our
Services section and lift the confusion caused by identical pages (this page is identical
the page Lobbyist Information).
16. Candidates (Appendix 1.14)
Recommendation: The Limited Public Financing Guide should be on Candidates page,
as well as the Campaign Reform Act Guide.
Explanation: The presence of this guide on the page may reduce question volume and
better spread information concerning the program.
17. Board and Commission Members (Appendix 1.15)
Recommendation (See page #12): Add link to Manual for Public Meetings and Public
Records Requests.
Explanation: This manual may be relevant to board and commission members.
General Recommendations
Recommendation: The site may benefit from a separate page, listed on the navigation
pane and labelled Report Wrongdoing.
Explanation: At present, there is no page purely directed at informing and preparing
complainants. Such a page may benefit the Commission by improving complaint
quality and reducing poor quality complaint volumes. It may contain the complaint
form, complaint procedures, lists of relevant laws and an explanation of what the PEC is
not (i.e. a place to resolve run-of-the-mill supervisor-employee disputes).
Recommendation: The websites content pages may benefit from content trees.
Explanation: Several of the pages are very long and have diverse content. The
Government Ethics page, for instance, is four printed pages. A possible content tree is
below. Content trees may be hyperlinked to specific parts of the page.
3/4/2016
Government Ethics:
Government Ethics Act Introduction
Oakland Conflict of Interest Code
Ethics Resources
Ethics Training for Local Officials
City Council Code of Conduct
Recommendation: Ensure that significant content, including laws, guides and PEC
policies, are up to date.
Explanation: There are a handful of examples on the website where links lead to PDFs
that have been rendered outdated by new PEC materials. To ensure that the PECs
efforts and productivity are accurately reflected by its website, the PEC should ensure
that the most recent materials are uploaded and linked to.
Conclusion
Bloomberg Associates took a deep dive into the PEC website, as well as the
PECs structure and jurisdiction. As promised at our February meeting, these
recommendations may serve as a guide for building upon the PECs strong website. In
the main, the observations we made take the robust amount of content already on the
website, suggest some different placements targeted to more user-friendly accessibility,
update links, regulations, etc., and overall refresh the website. Bloomberg Associates
stands ready to assist further with the website in any way.
Appendix to PEC Website Memo
Appendixes
Appendix 1: Website Photos
Appendix 2: Complaint Form
Appendix 3: Website Mapped, As Is
Appendix 4: Possible Website Reorganization
Appendix 1.1: Navigation Pane
Appendix 1.2: Homepage
Appendix 1.3: Public Ethics Commission
Appendix 1.4: Meetings
Appendix 1.5: Contact Us
Appendix 1.6: Join Our Team
Appendix 1.7: Lobbyist Information
Appendix 1.8: Government Ethics
Appendix 1.9: General Ethics Resources
10
Appendix 1.10: Publications
11
Appendix 1.11: Enforcement
12
Appendix 1.12: City Staff and Officials
13
Appendix 1.14: Lobbyists
14
Appendix 1.15: Candidates
15
Appendix 1.16: Board and Commission Members
16
Appendix 2: Complaint Form
17
For PEC Staff Use Only
City of Oakland
Public Ethics Commission

Complaint Form
Date Received:
PEC Staff Initials:
Complaint #: __________
The Public Ethics Commission can investigate complaints of violations of laws related to campaign finance,
lobbyist registration, public records, open meetings, and governmental ethics laws. The Commission has limited
authority to enforce public records, open meetings, and governmental ethics laws but may be able to issue findings
and recommendations, or to take limited action, such as mediation, on these issues.
If you would like to submit a complaint that is within the Commissions jurisdiction, please complete this form,
which becomes a public record available for inspection and copying by the public, along with any documents
submitted with this form. A copy of this complaint will be made available to the persons identified in the
allegations below. For more information about the Commissions complaint process, see the Commissions
Complaint Procedures, available on the Commissions website at www.oaklandnet.com/pec.
A Formal Complaint requires that you complete all of the information on this form, including your name, address,
phone number, and signature verifying under penalty of perjury the information you provide in this complaint. The
Commission must review and take action on the complaint and notify the complainant about the Commissions
final action.
An Informal Complaint is a complaint that does not meet all the requirements of a Formal Complaint. Informal
Complaints, such as anonymous complaints and complaints without all of the information required above, do not
require action or notification to the complainant upon final action. Commission staff reviews informal complaints
and can determine whether the complaint should move forward to investigation. Informal tips can be submitted to
Commission staff by phone, email, or fax.
Contact Information of Person Making Complaint (This information will be available to the public.)
Name:
Street Address:
City:
State:
Email:
Zip Code:
Phone:
Type of Alleged Violation. Please select from below which law you allege has been violated:
The Oakland Sunshine Ordinance, California
Public Records Act or Ralph M. Brown
(open meetings) Act
Oakland Campaign Reform Act

Oakland Limited Public Financing Act
Oakland Lobbyist Registration Act
Oakland False Endorsement in Campaign Literature Act
Oakland Government Ethics Act
Not sure which specific law, ordinance or regulations apply
Description of Violation. Please complete the lines below or attach a handwritten or typed attachment that
provides the following details:
Name of the person or persons you are alleging committed a violation. Please include any known address,
phone number, email address, title, employment address, etc:
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
The facts of the alleged violation. Please include the date and location of the alleged violation, if known:
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
The names, addresses, and phone numbers of any witnesses who were involved and/or can provide
additional information, if known:
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
Additional information or documentation that might aid in the investigation of the alleged violation.
Please include copies of such documentation and list them here.
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
Verification. I certify under penalty of perjury under the laws of the State of California that my attached
statements are true and correct.
Executed on
at
(Date)
(City, State)
(Signature)
Complaint Submission. Please complete and submit this form and any attachments by email, mail or fax:
Email:
Mail:
Phone:
Fax:
EthicsCommission@oaklandnet.com
Public Ethics Commission
1 Frank H. Ogawa Plaza, Rm. 104
Oakland, CA 94612
(510) 238-3593
(510) 238-3315
Appendix 3: Website Mapped, As Is
18
1.
Home
2.PEC
3.Commissioners
4.Staff
5.Meetings
6.ContactUs
7.JoinOurTeam
8.OpenGovt
9.CampaignInfo
10.LobbyistInfo
11.GovtEthics
12.Publications
13.Enforcement
AboutUs
SIDEBAR
NAVIGATIONPANE
OurServices
14.CityOfficials&Staff
15.Lobbyists
16.Candidates
17.BoardandCommissionMembers
OurClients
Appendix 4: Possible Website Reorganization
19
Section
Header Title
Home
Content Sections
About Us
ED Note
Responsibilities
Programs
Enabling Laws
Enforced Laws
What We Do
Who Are We
Bio Staff
Appt'ment Process
About PEC
Bio Comissioners
Meetings
Enforcement
Updates / Stats
ED Note / Updates
Reports
Updates
Reports
Contact Us
Report
Wrongdoing
Link to complaints &

records request pages
Link to complainant guidance

Staff
Commissioners
Interns
Legal RFQs
Join Team
Open Government
Home
Summary of available info
Lobbying
Disclosures
Data
Campaign
Disclosures
Data
Gov't Employee
Disclosures
Data
Public Records
Requests
Goverment
Employees
Resources
& Guides
Guide to Requesting Info
LPF Data
Laws &
Forms
FAQs
Laws &
Forms
FAQs
For Practicioners4
Whistleblowers
Campaigns &
Candidates
Resources
& Guides
PF Application
Lobbyists
Resources
& Guides
Laws &
Forms
FAQs
Board &
Commissions
Resources
& Guides
Laws &
Forms
FAQs
Sub-Headings
Report Wrongdoing
What / Who Can I

Complain About?
Complainant
Guidance
Possible
Outcomes?
Options for C.?
Complaint Form &

Instructions
Complaint Form &

Instructions
PEC
Jurisdiction
PEC Process
PEC Penal
Authority
FW+A &
Whistlblowers
Types of
Complaint

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Bloomberg Associates

Dear Mayor Schaaf,

25 E 78th Street New York, NY 10075

25 E 78th Street New York, NY 10075

25 E 78th Street New York, NY 10075

X number of tech internships

X number of small businesses provided with digital resources

X number of companies incubated in Oakland

25 E 78th Street New York, NY 10075

Develop messaging in partnership with city

Review and help to refine list of working group members

Support Mayoral outreach to key community members and companies

Attend and participate in initial meeting with stakeholders

Advise on marketing and launch strategy in partnership with city

Advise on mechanisms for ongoing impact measurement

Internal development with City 2 months

Stakeholder Meeting & program development - 2 months

Marketing & launch planning 2 months

Launch & ongoing support open ended

Total: 7 months + ongoing support

2. Digital Communications Strategy

25 E 78th Street New York, NY 10075

Help to establish the goals for the session

Provide a checklist and calendar for planning

25 E 78th Street New York, NY 10075

Development of goals, logistical planning, branding and assets- 6 weeks

Learning, listening and program development -4-8 weeks

Event Execution -2 days

Post-Event follow up -2 weeks

Total: Approximately 3 months

B. SMART (Social Media Advisory & Research Taskforce)

25 E 78th Street New York, NY 10075

Provide suggested guidelines and mission statement for SMART

Provide prospective list of SMART responsibilities

Provide model for application process and outreach

Suggest topics for discussion at meetings and locations for meetings

Develop membership application 2 weeks

Outreach and announcement planning 4 weeks

Planning for first meeting 2 weeks

Total: 2.5 months

C. Public-Private Learning & Exchange

Help to brainstorm list of companies and leaders to make outreach to

Advise on citys outreach approach

25 E 78th Street New York, NY 10075

Identify companies & develop ideas -1 month

Plan and Schedule first exchange- 1 month

Compile feedback & develop database-1 month

Develop calendar of exchange opportunities- ongoing

Total: 3 months + ongoing support

D. Digital Engagement Opportunities

3. Tech Ecosystem Map

25 E 78th Street New York, NY 10075

Provide models from other cities.

Ideation and project scope development 2 months

Assesment of funding needs and possible solicitation of sponsor 2 months

Launch & updates -3 months

4. Technology Roles within Government

25 E 78th Street New York, NY 10075

25 E 78th Street New York, NY 10075

Share example Toolkit from New York

Provide feedback to development of Toolkit at specific progress points

Initial Planning & review- 1 month

Solicitation to Partners-1 month