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RESILIENT OAKLAND
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Photo by Greg Linhares, City of Oakland
About 100
Resilient Cities
Pioneered by the Rockefeller Foundation,
100 Resilient Cities (100RC) is dedicated to
helping cities around the world become more
resilient to the physical, social, and economic
challenges that are a growing part of the 21st
century. 100RC supports the adoption and
incorporation of a view of resilience that in-
cludes not just the shocks —earthquakes, fires,
floods, etc. —but also the stresses that weaken
the fabric of a city on a day to day or cyclical
basis. By addressing both the shocks and the
stresses, a city becomes more able to respond
to adverse events, and overall, is better able to
deliver basic functions in both good times and
bad, to all populations. Oakland was accepted
into the first wave of cities in the 100RC
network, alongside Berkeley and San Francisco
in the Bay Area. The three cities, led by their
respective Chief Resilience Officers, have been
collaborating to leverage regional efficiencies
for their strategy development processes,
where possible, and will continue to collaborate
on implementing their resilience strategies.
PIONEERED BY THE
ROCKEFELLER FOUNDATION,'
10C
CITIES
The Fox Theater originally opened its doors in
1928 as an elaborate movie palace, and serves as
a symbol of resilience. It shuttered in 1966 and
remained closed for 40 years, surviving a fire
and an earthquake, and escaping the wrecking
ball before being restored to its former splendor,
reopening in 2009 as part of the renewal of the
Uptown theater and arts district.
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Table of Contents
Letter from the Mayor 4
Letter from 100 Resilient Cities 5
Resilient Oakland: The Opportunity 8
The Resilient Oakland Playbook 10
A Century of Resilience 12
Recent Resilience Actions 14
Resilience Challenges at -a -Glance 16
Resilience Challenges 18
Poem from Oakland's 2016 Youth Poet Laureate 28
Neighborhood Resilience 30
Theme 1: Build a More Trustworthy and Responsive Government 36
Theme 2: Stay Rooted and Thrive in Our Town 56
Theme 3: Build a More Vibrant and Connected Oakland 72
Appendix A: Developing the Resilient Oakland Playbook 100
Appendix B: Summary of Actions 104
Appendix C: Actions from the 100 Resilient Cities Network 112
Love Letter to Oakland 114
6
October 10, 2016
Oakland has a rich tradition of social
innovation and a strong legacy of
resilience. Resilience in Oakland means
tackling systemic, interdependent
challenges, such as equitable
access to quality education and
jobs, housing security, community
safety and vibrant infrastructure to
better prepare us for shocks like
earthquakes and stresses like climate
change. To achieve this, we need to
leverage our collective resources
by fostering a culture of responsive
and trustworthy government, data -
driven decisions centered around
residents' needs and robust, smart
infrastructure development.
Oakland has the physical and human
resources to be a thriving and
connected 21st century global city. As
the birthplace of the women's suffrage
movement and the Black Panther Party,
Oakland has long been an innovative,
mission -driven city committed to
economic and social justice and
equitable growth. Our town attracts
renowned activists, artists, makers, and
other risk -takers within its 78 square
miles addressing the serious issues of
our day. Oakland's current resilience
challenges are an opportunity to do
what Oakland has always done: rethink
old paradigms and balance the equation
of access to opportunity while building
more creative and vibrant infrastructure
to support our promising future.
We know today's greatest challenges,
such as rising income inequality,
which impacts our most vulnerable
communities, cannot be solved by
one of our agencies, organizations
or communities alone. This Resilient
Oakland playbook centers on
increasing collaboration inside our City
government through the launch of our
new Civic Design Lab, building new
and innovative partnerships among
regional governments and co -designing
community engagement processes with
those who live and work in Oakland.
A resilient Oakland manifests through
robust community organizations,
engaged residents and a City
government opening itself up to
the idea that change is inevitable
—we must now harness it for the
benefit of our growing town.
Sincerely,
Libby Schaaf,
Mayor of Oakland
Photo by Greg Linhares, City of Oakland
October 10, 2016
On behalf of the entire 100 Resilient
Cities team, I want to congratulate
the City of Oakland on the release
of Resilient Oakland. This bold
strategy will drive innovation
in City government, promote
economic security for residents and
strengthen Oakland's neighborhoods
and physical infrastructure.
Recognizing that Oakland is best
positioned to thrive when residents,
community organizations, local
businesses and government come
together, this strategy represents a call
to action for all Oaklanders. Resilient
Oakland outlines concrete actions
that will address current and future
shocks and stresses, ranging from
economic inequality to insufficient
affordable housing to sea level rise to
earthquakes —reflecting the holistic
urban resilience approach that 100RC
seeks to spread throughout our network
of 100 member cities and beyond.
Mayor Libby Schaaf's leadership
and support were critical in the
development of this strategy, and I
want to thank her for her partnership
and commitment. I also want to thank
Oakland's Chief Resilience Officer,
Kiran Jain, for her tireless dedication
and for the innovative vision that
has shaped Resilient Oakland.
While the release of this document
marks an important milestone, our
work is far from over. It will take
continued commitment and action
to ensure that this strategy has an
impact. This is why we are excited to
continue our partnership as Oakland
embarks upon implementation —the
work of making the actions described
in this strategy a reality. Actions such
as improving affordable housing
access by redesigning the City's
Rent Adjustment Program website;
retrofitting homes so they produce
their own energy and conserve water
through the EcoBlock pilot; and
preparing vulnerable communities
more effectively for disasters through
"Neighbors Helping Neighbors" are
just some of the initiatives that will
lead to a more secure and vibrant
future for Oakland residents.
These and other initiatives are making
Oakland a leader in the urban resilience
movement —and we anticipate that
many will become best practices
that other cities within the 100RC
Network will emulate. We are thrilled
to recognize and celebrate Oakland's
achievement in releasing Resilient
Oakland, and look forward to our
continued partnership as Oakland helps
to spread urban resilience to cities
across the United States and the world.
Sincerely,
Michael Berkowitz
President, 100 Resilient Cities
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Resilient Oakland 7
This playbook provides an opportunity
to honor and scale our existing
achievements and rethink old
paradigms, so we can increase access
to opportunity for all Oaklanders
and build more vibrant infrastructure
to support our thriving future.
Resilient Oakland 9
Oakland is one of the most diverse, creative and
progressive urban coastal cities in the United States.
As a major city in the Bay Area, Oakland also sits
within one of the most prosperous economic growth
engines in the world. The benefits of this growth, as
acutely felt in Oakland, are not equitably distributed.
Today, particularly among low-income neighborhoods
and communities of color, Oakland faces rapidly
rising income inequality and housing displacement,
disparate unemployment and education rates, and
chronic violence. A person living just one mile from
a fellow Oaklander may be nearly twice as likely to
be unemployed, and live 15 years less. Aging housing
stock and public infrastructure challenged by seismic
and climate risk further threaten Oakland residents,
particularly our most vulnerable communities.
In this time of hyper -prosperity brought on, in part, by the technology and real
estate booms in the San Francisco Bay Area, Oakland is uniquely positioned to
take advantage of its growth while remaining true to its roots and sense of self.
Resilient Oakland embraces Oakland's strengths while tackling the daily and
chronic stresses facing Oaklanders today and better preparing for
tomorrow's challenges.
Though comprehensive in scope, Resilient Oakland is not a finished product or
a plan in the traditional sense. Rather, this playbook is a call to action. Resilient
Oakland sets forth the work we need to do to begin modernizing our City by
integrating processes, policies and programs that achieve greater impact. Resilient
Oakland illuminates what is possible, whether it is breaking down workforce data
by demographic population to better address the needs of our underserved
residents or inviting our Human Services, Housing & Community Development,
and Economic & Workforce Development departments to work together on
leveraging economic and housing security strategies. Through this work, we are
changing the way we do government. And in the process, we are making our
institutions —both local and regional —more resilient and responsive to whatever
may come our way.
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The Resilient Oakland playbook is a holistic set
of strategies and actions to tackle systemic,
interdependent challenges. This includes equitable
access to quality education and jobs, housing
security, community safety and vibrant infrastructure,
which will better prepare us for shocks like
earthquakes and climate change impacts.
We begin with a timeline highlighting a century of resilience in Oakland followed
by a history of resilient actions the City has taken over the last 20 years to
further social, economic and physical development. We then outline 15 major
resilience challenges facing our town, which are then addressed by three key
themes and 10 main goals accomplished through nearly 40 resilient actions.
The three key themes for advancing resilience in Oakland are: (1) build a more
trustworthy and responsive government, (2) stay rooted and thrive in our town,
and (3) build a more vibrant and connected Oakland. Some of the actions
outlined under these three key themes were already underway (such the Mayor's
Community Safety Plan) and are included here due to their clear resilience value,
some have been adapted with a resilience lens in mind, some have been fast
tracked due to the resources available through the 100 Resilient Cities program
(such as digital improvements to the Rent Adjustment Program, the City's green
infrastructure plan or sea level rise roadmap), and others have come about as a
result of stakeholder engagement through Resilient Oakland's two-year process.
Under the leadership of our Chief Resilience Officer, Kiran Jain, the Resilient
Oakland playbook is designed to set forth strategies that will deliver more
effective governance and ways to solve complex multi -stakeholder challenges.
Resilient Oakland recognizes government simply cannot spend its way out
of challenges, such as housing displacement or climate adaptation. We need
to approach our work differently and rethink how we maximize resources to
benefit our residents and businesses. By taking a continuous build, measure,
learn approach to resiliency from `little bets" to `moonshots'2, we honor
the work that has been done and how we build on it today while setting
forth bold actions that accelerate our ability to meet these challenges.
The Resilient Oakland playbook celebrates a City government opening itself up to
the idea that change is inevitable —we must now harness it for the benefit of our
growing town.
THEME 1: BUILD A MORE TRUSTWORTHY
AND RESPONSIVE GOVERNMENT
GOALS:
Design equitable Create more Apply data -driven Engage youth in
and measurable opportunities for principles to inform shaping the future
community collaborative decision -making of Oakland
engagement government
THEME 2: STAY ROOTED AND THRIVE
IN OUR TOWN
GOALS:
Increase
economic security
Promote safe
and healthy
neighborhoods
tzt
Increase affordable
housing stock
THEME 3: BUILD A MORE VIBRANT AND
CONNECTED OAKLAND
GOALS:
Reduce current Promote urban Maximize value
and future climate greening for of collective
and seismic risks neighborhoods infrastructure
most in need investments
Resilient Oakland 13
14
1906
Earthquake
1900s
1852
Oakland
founded
1850s
Development
of Oakland's
Chinatown
Photo:
Earthquake
damage,
Washington
Street, west side,
April 1906.
1920-1950
Era of 7th Street
jazz corridor
1930s
1908
Nation's first
women's suffrage
parade held
in Oakland
Photo: March of 300 women of the
California Equal Suffrage Association
in Oakland, August 2Z 1908.
WWII
Wartime Boom
Photo: Aerial view of the
Oakland Naval Supply
Center under construc-
tion, June 11, 1942.
1940s
1950s
1946
Oakland
General Strike
Photo: Protestors surround a mail truck at
the Oakland General Strike of 1946.
1991
Oakland Hills
Firestorm
1960s
Growth of
Chicano
movement in
Fruitvale
1960s
e Hector; Photo by Unknown; courtesy of the Port of Oakland Archives -Pacific Ga
1989
Loma Prieta
Earthquake
1980s
1972
BART Service begins
1966
Black Panther
Party founded
2007-2012
Lasting impacts of
Great Recession
on Oakland
2012
Start of severe
California drought
INI
2000s
1999-2000
Army Base closes,
Oakland designates
redevelopment
Project Area
Photo: A 1950 aerial view of the
Oakland Army Base.
2013-Present
Deepening housing
affordability
crisis
2012
Start of
Black Lives
Matter
movement
2011-12
Occupy Oakland
2011
California cities, including
Oakland, mandated to dissolve
redevelopment agencies
2010-Present
High levels of population
and job growth
Resilient Oakland 15
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2000s
2010s
2009
Central Estuary Plan
A companion to the
7999 Estuary Policy
Plan, this plan
establishes the land
uses, open spaces,
shoreline access, as
well as neighbor-
hood revitalization
and industrial
economic needs for
the Estuary Area.
2003
Oakland bans gender
identity discrimination in
housing, employment,
public accommodation,
and City services
2002
Measure DD
Over 80% of Oakland
voters pass this $798.25
million bond measure
focused on waterfront
improvements at Lake
Merritt and the Estuary.
1996-1998
General Plan —Open Space, Conserva-
tion and Recreation Element; Land
Use And Transportation; Historic
Preservation Elements
These General Plan elements desig-
nate land uses, zoning controls,
management of open spaces, and
preservation of historic properties to
foster economic vitality.
2013
Adapting to Rising
Tides Alameda
County Pilot Project
This project assess-
es the vulnerability
of a wide range of
assets along the
Alameda County
shoreline, including
in Oakland, to 76
and 55 inches of sea
level rise.
Adapting to Rising Tides
Alameda County Shoreline
Vulnerability Assessment
2012
Energy and Climate
Action Plan
This plan identifies
actions to reduce
greenhouse gas
emissions and
outlines potential
impacts due to
climate change and
the need to address
those vulnerabilities.
City of Oakland
Energy and Climate Action Plan
2014-2015
Specific Plans for
West Oakland,
Lake Merritt
Station, Broadway
Valdez District,
and Coliseum
Area
These plans
identify context
specific strategies
for each neighbor-
hood to provide
inclusion, afford-
able housing,
transportation
connectivity,
and jobs.
2014
(Adopted)
2015-2023 General
Plan Housing Element
This plan contains
policy goals to provide
equal housing oppor-
tunities for all
incomes, promote
development of
housing for low and
moderate incomes,
and provide afford-
able rental housing.
2016
Oakland Promise
Mayor Libby Schaaf
and Oakland Unified
School District
Superintendent
Antwan Wilson
launch a ten year
cradle -to -career
initiative that will
triple the number of
low-income Oakland
public school
graduates who
complete a
post -secondary
education.
2015
Principled Policing
Report
Mayor Libby Schaaf
releases inaugural
report on police
discipline to be
released bi-annually.
2014
Measure FF
Voters approve to
raise the Oakland
minimum wage to
$72.25/hour.
2016
New Department of
Transportation
Oakland establishes
a Department of
Transportation
(DOT), a key
milestone to more
equitably bring
greater safety and
accessibility to
Oakland's streets
for the benefit of all
city residents.
2016
Local Hazard
Mitigation Plan
This plan identifies
the hazards Oakland
faces, the popula-
tions that are
especially vulnera-
ble to these
hazards, and
provides actions to
reduce risk from the
outlined hazards.
City of Oakland
2016-2021 Local Hazard Mitigation Plan
Adopted June 7, 2016
2016
Oakland at Home:
Recommendations for
Implementing a Road
Map Toward Equity
This document
provides practical and
actionable solutions to
address the
affordability crisis.
2016
Measure KK
Council places
$600M bond
measure on
November ballot
for streets/side-
walk repair, city
facilities, anti -dis-
placement and
affordable
housing.
2016
Successful "No
to Coal"
Oakland City
Council votes to
confirm an
ordinance banning
coal from being
handled and stored
in the City of
Oakland.
2016
Measure AA
Voters in the Bay
Area approve a new
$12-per-parcel tax
that will raise $500M
over 20 years for
habitat restoration,
improve water quality
and flood protection
across the Bay Area.
Resilient Oakland 17
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SEA LEVEL RISE
EARTHQUAKES
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LIQUEFACTION
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COASTAL AND
URBAN FLOODS
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DROUGHTS
WILDFIRES
CHRONIC
HOMELESSNESS
SOCIOECONOMIC
DISPARITIES
DISPARITIES IN •••
ACCESS TO
HEALTHCARE
These icons represent the main shocks ancd stresses facing Oakland,
identified as part of the Preliminary Resilieri•ce Assessment. Each one is
described more in the following pages. The .fects of the shocks such
as earthquakes or wildfires are often exacerbated by long-term stresses,
such as wealth disparities and limited city resource. The dashed lines
represent these interconnections between the shocks and stresses.
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HIGH
CRIME RATE
TRUST IN
:.: GOVERNMENT
EDUCATION
DISPARITIES
WEALTH
DISPARITIES
AGING•
INFRASTRUCTURE
INSUFFICIENT
AFFORDABLE
HOUSING
•
LIMITED CITY
RESOURCES
EXTERNAL
ECONOMIC CRISES
DISPARITIES IN '••.
ACCESS TO JOBS
\Resilient Oakland
19
HALLENCM
20
Equity is critical to Oakland's resilience. According
to a recent report by the Public Policy Institute of
California, the State's per capita gross domestic
product has increased by more than 30 percent
since 1997. Over this same period, top incomes
have grown at more than double the rate of low
and middle incomes. These trends seem contrary
to the idea that "a rising tide lifts all boats."3 This
statewide occurrence is acutely felt in Oakland
where a tale of two cities, one of hyper -prosperity
and the other of deep poverty, informs how
resilience challenges are addressed and tackled.
Many Oaklanders experience chronic social stresses like poverty, unemployment,
and violence. Wide disparities exist in employment and wages, educational
attainment, and health outcomes. These social stresses are correlated with a
greater vulnerability to physical shocks: low-income households in Oakland
are more likely to be located in areas at greater risk of sea level rise, seismic
instability, and liquefaction. These chronic stresses compound the risks of
intermittent shocks, leaving our communities that already experience inequity
further exposed to risk, which further weakens our resilience as a city.
Stresses
Socioeconomic Disparities —A Tale of Two Cities
From 2015 to 2016, Oakland's rental housing market saw a 15 percent increase
in median rents, which is more than 5 times the national rate of increase.4 In the
same time period, Oakland's office rents increased 35 percent, making it the
world's fastest -growing office rental market.5 But economic growth has been
unequal across the city. Technology workers are finding Oakland an increasingly
attractive place in which to live and do business. Yet, this influx of wealth is
placing stress on many existing residents and less -skilled workers at a time when
the manufacturing industry that was once a mainstay of the Oakland economy
is shrinking. Consequently, Oakland's current story is a tale of two cities. The first
city is a more global Oakland, rebounded from a deep recession where citywide
statistics are improving each year. The second city is the one seen by low-income
neighborhoods and communities of color, where the effects of these improving
statistics have yet to be seen and the recovery has been painstakingly slow.
Wealth Disparities
7th
highest income
inequality in
the nation
•
•
•
•
•
19.6%
residents
living beneath
poverty line
White households
®[o1®A�i�°
median income of
ny other group
•
••••••.
••
••
• • •. •
••
•
•
•
•
of children live in
households with
income below
the federal
poverty level
•
•
35%
•
•
•
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•
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•
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•
•
of children live in
households receiving
public assistance
Educational Disparities
Oakland exceeds national levels both for the number of adults with college and
post -graduate degrees and for the number of adults who did not complete
high school. In the past decade, Oakland's public schools have made important
gains in student achievement. Today, the Oakland Unified School District
stands as California's most -improved urban school district.8 However, only
a minority of Oakland's children are meeting key educational milestones.
On most metrics, the achievement gap persists when comparing African
American and Latino students to White and Asian students. A majority of
Oakland's public schools struggle to serve students, particularly students
of color and those from socioeconomically disadvantaged or language
minority backgrounds. Although Oakland's graduation rate has improved
in recent years to 63 percent, it still lags behind the average graduation
rate of 80 percent for Alameda County and California.9 Too many Oakland
students are not gaining the skills needed for successful employment.
6, /
Access to Good Jobs
Since the Great Recession, Oakland has seen unemployment decrease
consistently. After reaching a ten-year high of 16.9 percent for 2010, Oakland's
currently unemployment rate has dropped to 6.0 percent. While Oakland's
unemployment rate has decreased during this period, it remains higher than
current the National (4.9 percent), State (5.9 percent), and Alameda County (4.8
percent) averages.10 It is important to note that these statistics fail to capture
people who are disconnected from the local economy and who have stopped
searching for jobs.
Between July 2015 and July 2016, 29,500 new jobs were added in the East Bay.
But, this job growth has not impacted all communities equally. According to the
Resilient Oakland 21
HALLENOW:
22
Among Hispanic
and Latinos, the
unemployment rate is
11.3%
••
�• Oakland's current •
unemployment
rate has
dropped to
6%
9.50
new jobs were
added in the
East Bay from
2015-2016
••••
••.
••
••
143,000
more jobs
forecasted by
2020
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•
Among African
Americans, the
unemployment rate is
20.2
American Community Survey 2015 one year estimates, the unemployment rate
among African Americans was 20.2 percent and Hispanic or Latinos it was 11.3
percent. The unemployment rate among communities of color during this period
is in stark contrast to an unemployment rate of 6.3 percent among Whites.
While the current economic conditions in Oakland have improved since 2014,
these racial disparities still persist. Increasing access to good jobs means also
making sure access is equitable.
High Crime Rate
Between 2013 and 2015 Oakland had on average 84 murders per year. Although
more of the shootings that occurred in 2015 were fatal, 2015 marks the third
consecutive year of double-digit reductions in shootings in Oakland." To put this
3-year trend into perspective, nearly 250 fewer Oakland residents were injured
or killed by gun violence in 2015 than in 2012, and over 1,100 fewer people were
victims of violent crime in 2015 than in 2012.12 Despite progress, Oakland exceeds
statewide and national trends for violent crime. Gun violence is of particular
concern, with 341 reports of aggravated assaults with a firearm in 2015.
reported
shootings
in Oakland in
2014
250
•
•
••
2013 and 2014 had the
lowest
homicide numbers in
more than a
•
•
• decade
•
fewer Oakland
residents were injured or killed by gun
violence in 2015 than in 2012
Serious violence is most concentrated among individuals (mostly young men)
18 to 34 years old, and the highest percentage of victims and suspects are men
between the ages of 18 and 24, followed by men between the ages of 25 and 34.
Violence is disproportionately concentrated in specific parts of the city,
particularly in East and West Oakland. According to law enforcement data,
the individuals engaged in a majority of the robberies throughout the city
are the same as those engaged in violent crime in East and West Oakland.
This geographic distribution correlates closely with the concentration of
stressors that can increase the risk of violence like rates of arrest, crime
incidence, food stamp participation rates, youth incarceration and probation
rates, rates of violent suspensions, and chronic student absences»
Insufficient Affordable Housing
Oakland is in the midst of a housing affordability crisis. Between 2012 and 2015,
median market rate rental prices citywide increased substantially while the
supply of housing decreased. The biggest changes occurred in rental rates for
two -bedroom apartments, where market rate rents increased by 111 percent
citywide while supply fell by 59 percent during this period. The second largest
change in this period occurred in rental rates for one -bedroom apartments,
where the rent increased by 76 percent while supply decreased by 13 percent.14
Increases in market rate rental prices at this scale mean that residents will
be forced to pay a larger percentage of their household income on rent.15
Between 2012 and
2015, one -bedroom
rents increased by
76%
Between 2012
and 2015, supply
of two -bedroom
apartments fell by
Between 2012
and 2015, supply
of one -bedroom
apartments decreased
59%
Between 2012 and 2015,
two -bedroom rents increased by
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by • •
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••••••••••••••••••
According to the Mayor's Housing Report, Oakland at Home,16 the estimated
shortfall of homes affordable to Extremely Low, Very Low, and Low Income
renters in Oakland grew by an average of 1,035 homes per year from the
2000 U.S. Census and the 2008 to 2012 American Community Survey. There
are over 26,000 severely cost -burdened, low-income renters and nearly
Resilient Oakland 23
HALLENCI:
24
9,000 severely cost -burdened, low-income owners in Oakland —renters or
owners paying over 50 percent of their household income on rent.
Furthermore, this housing crisis is disproportionately impacting
low-income community and communities of color. African Americans
represent 35 percent-17,125 households —of homeowners that are
severely cost burdened. For renters, African Americans comprise 45
percent-11,645 households —of severely rent -burdened households.
Chronic Homelessness
Chronic homelessness is most commonly defined as a person
experiencing homelessness for more than a year, or an unaccom-
panied individual with a disabling condition who has had at least
four episodes of homelessness in the past three years.
While only
13% •
• ••
•
of Alameda County's In 2015, there were
population is African
American....
individuals
experiencing
homelessness in
v Alameda County
...African Americans
represent
54%
of the individuals
experiencing
homelessness
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Every two years Alameda County conducts a Point In Time Count (PITC) of
persons experiencing homelessness on a single night in January. According to the
2015 PITC, there were an estimated 4,040 individuals experiencing homelessness
in Alameda County." While only 13 percent of Alameda County's population is
African American, African Americans represent 54 percent of the individuals expe-
riencing homelessness. According to the City's Department of Human Services, in
the last PITC, on any given night in Oakland, there are 2,191 homeless people, and
63 percent of them (1,384) are unsheltered —living on the streets or in places not
meant for habitation. While data is limited, that number appears to be growing as
housing prices rise and traditional housing for very low income residents such as
single -room occupancy hotels are being converted to other purposes.
Oakland provides resources for rapid re -housing, including rent subsidies,
case management, and services to address root causes of homelessness.
However, the supply and access to affordable housing is severely limited.
The City collaborates closely with housing and service providers as well
as mainstream agencies in Alameda County and the Oakland Housing
Authority on issues related to chronic homelessness, including winter -relief
shelter efforts and housing subsidy programs for interim and permanent
supportive housing. In order to provide adequate shelter for all residents,
both appropriate locations and funding for additional winter shelter
beds for the more difficult, colder months of the year are needed.
Trust in Government
While many American cities have seen a drop in crime this past decade, trust in
local law enforcement is at the center of a national debate. Recent police mis-
conduct in the Oakland Police Department and high crime rates have diminished
trust in local police. As a result, the City government has tackled these issues
by expanding its engagement efforts in recruiting a new police chief, releasing
public safety data, and partnering with institutions like Stanford University to
study and mitigate racial profiling. The City's holistic approach to community
safety focuses on helping families thrive, neighborhoods becoming safer, and
communities healing from trauma and restoring their trust in the police.
Additionally, ethical conduct among City staff and officials continues to be
an important issue among the community. Residents at public meetings, the
press, and a few public institutions have expressed concern around govern-
ment transparency, including City compliance with open meeting policies or
public records laws. In 2013, the Alameda County Grand Jury identified 29
instances in which City Council members interfered with the administrative
functions of the City. In November 2014, the residents of Oakland voted to
amend the City Charter in favor of increasing the Public Ethics Commission's
strength, independence, and staffing. The City Council also approved the
Government Ethics Act in December 2014 to provide a clear, comprehen-
sive, and enforceable framework of ethics rules in Oakland.
Aging Infrastructure
••MilloW••
Oakland's
infrastructure gets
D+
(inadequate
maintenance)
per year shortfall
for the next
5 years
$800M
in unfunded
deferred
maintenance
18
Resilient Oakland 25
HALLENCM
26
Limited City Resources
Despite prudent and conservative fiscal policies established since the last
economic downturn and robust economic growth, over the long term, with-
out intervention, the City's expenditures are projected to grow faster than
revenues. The growth rate in revenues from taxes and fees is slower than the
growth rate of personnel, utility, fuel, and other costs. Simultaneously, the City
will require significant new investments in capital and services to maintain
current infrastructure and quality of life. These trends, when coupled with
limitations on the ability of local governments in California to generate new
sources of revenue, create continual pressure to reduce government services
or continue deferring capital investments. In times of economic downturn,
these limitations can lead to dramatic reductions in government services
at precisely the times those services are most needed by residents.
Droughts
California has historically experienced cyclical periods of extreme drought,
including the present period which has lasted four years and is ongoing.
These droughts lead to significant mandatory conservation requirements.
A changing climate is expected to bring deeper, longer droughts and more
days of extreme heat. During a drought, Oakland experiences higher water
prices, decreased cooling options during extreme -heat days, loss of shade
trees and plants and open space values, and higher risk of wildfires. Extreme
heat disproportionately affects the health of vulnerable populations.
Sea Level Rise
• • • • • • •• • • • • • • • •
• • '•
• •
•
•
• •
• •
• •
Oakland is
expected to experience
12-24
inches of sea level
rise by 2050
•
•
Oakland is
expected to experience
36-66
inches of sea level rise
• by 2100
• •
• •
• •
•••••••••••••••••
As the elevation of San Francisco Bay rises in response to warming oceans and
melting ice sheets, coastal floods will only increase in frequency and severity.16
Low-lying coastal residential areas, the Port of Oakland, the former Oakland Army
Base, and a variety of low-lying areas near the Coliseum, Oakland International
Airport, and Interstate 880 are most at risk. According to the Bay Conservation
and Development Commission, Oakland is expected to experience 12 to 24 inches
of sea level rise by 2050 and 36 to 66 inches of sea level rise by the year 2100.
Adapting to Rising Tides (ART) is a regional program addressing sea level rise
risk in the San Francisco Bay Area. Within Oakland, the ART Subregional Pilot
Project estimated that 6,000 of Oakland's residents would be at risk from 16
inches of sea level rise, with 9,000 at risk from 55 inches of related flooding.19
Sea level rise will not impact all Oakland residents in the same way, as
some are more vulnerable than others. Some communities lack access
to preparedness information, transportation options, healthcare, and
insurance, which increase their vulnerability to the adverse impacts of a
flood event. Communities of color and low-income communities are over
represented in the most vulnerable segments of the population.20
Adaptation to sea level rise may also impact Oakland residents in different
ways. Adapting will require significant public investment. Without proactive
consideration of environmental justice concerns, adaptation decisions
about what is protected and how it is paid for may have a disproportionate
impact on low-income neighborhoods and communities of color.21
Shocks
Many of the acute shocks facing Oakland are well known. Earthquakes and
wildfires have severely damaged the City in the past. The effects of such shocks
are exacerbated by long-term social stresses, such as violent crime and economic,
health, and educational disparities outlined previously. Now, climate change
threatens the City, with impacts that are felt as both discrete shocks (coastal
floods and increased wildfire risks) and continual or periodic stresses (rising seas
and droughts). As the climate warms, droughts, extreme -heat days, and large
rain storms are expected to occur more frequently and with greater intensity.
Oakland's vulnerable residents, including the elderly, children, and communities
of color, may be at a disproportionate disadvantage to these increasing threats.
Earthquakes & Liquefaction
•
The Hayward Fault has a
31%
chance of producing
a large earthquake
within 30 years
•
Shaking from the
Seven major
fault systems
capable of earthquakes
of magnitude
6.7
or larger
• Hayward fault could be
3to10
times stronger than
the 1989 Loma Prieta
earthquake
There are more than
22,000
apartment units in
soft -story buildings
in Oakland
Resilient Oakland 27
HALLENCI:
28
In Northern California, seven major fault systems are considered capable of
rupturing in earthquakes of magnitude 6.7 or Iarger.22 The Hayward Fault, located
at the base of the hills on the eastern edge of the City, has a 31 percent chance
of producing such an earthquake within the next 30 years. An earthquake of
this magnitude would cause significant damage in Oakland; shaking from the
Hayward fault could be 3 to 10 times stronger than the shaking experienced in
the 1989 Loma Prieta earthquake. Soft -story apartment buildings are particularly
at risk; there are more than 22,000 apartment units in soft -story buildings in
Oakland.23 Earthquakes also cause liquefaction, a phenomenon in which soil
loses its strength, stiffness, and ability to support buildings. The U.S. Geological
Survey has mapped the likelihood of liquefaction of soils in Oakland in the event
of a major earthquake along the Hayward Fault.24 The flat -land areas of Oakland
are at the highest risk, and these areas overlap with the locations of much of the
critical transportation infrastructure and emergency operations facilities for the
City. These areas are also home to many low-income and vulnerable residents.
Coastal (Bay) and Urban Floods
The intensity and frequency of precipitation events are expected to increase
due to climate change.25 The combination of higher tides due to sea level rise
and larger storms with Oakland's aging stormwater drainage systems may lead
to significant increases in both coastal and urban flooding and flood damage.
Low-lying areas, such as the Coliseum and West Oakland neighborhood, are
particularly vulnerable to coastal (Bay) and urban floods.26 In December 2014, a
combination of coastal and urban flooding closed roads, businesses, and schools
throughout the City, impacting public safety, education, and Oakland's economy.
Wildfires
The Oakland Hills Firestorm of 1991 was the most destructive fire in State history.27
Although wildfires may occur at any time of year and in any climate, the risk of
fire increases greatly with increased drought and heat. California's future climate
of frequent drought and higher heat leaves Oakland at extreme risk for wildfires.
i
•
3,469
single-family dwellings
destroyed in the
Oakland Hills
Firestorm
billion in IoSSeS in
the Oakland Hills
Firestorm
••••••••
•••
•• •
• •
• •
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Risk of wildfires to
INCREASE
with climate
change
25 **
lives lost in the
Oakland Hills
Firestorm of 1991
External Economic Crises
The City of Oakland is part of the San Francisco Bay Area regional economy,
which, like most local economies in the U.S., is prone to occasional reces-
sions and contractions. The regional economy is particularly dependent
on the technology and real estate sectors, which are prone to particularly
dramatic boom -bust cycles. Given large income disparities and the City's
revenue structure, these economic crises have a tendency to impact the most
vulnerable residents while simultaneously reducing City resources to serve
those residents. The City and region are also vulnerable to shocks related
to international trade, travel, tourism, logistics, and manufacturing. Analysis
from the National Bureau of Economic Research suggests that national eco-
nomic contractions recur on approximately 7-year cycles.28 During the prior
economic recession, the City's discretionary revenues were reduced by nearly
12 percent, while the demands for City services dramatically increased.
Resilient Oakland 29
30
LAUREATE
OAKLAND'S YOUTH
11101
•git
What I've Learned
Since Finding My Voice
By Azariah Cole-Shephard
Ms. Cole-Shephard is 18 years old and attends
Charles W. Davidson College of Engineering at San Jose State University,
where she majors in Electrical Engineering. She is a 2016
graduate of Lionel Wilson Preparatory Academy.
All lives didn't matter to you before black lives mattered to us.
Let's think back to why rosa sat on that bus
Why when we are in stores racism follows us
Why tamir was shot faster than the pen crossed the first T on the trust
Why sandra bland was my friend and I didn't even know her.
Why she was already dead and y'all didn't even have to shoot her.
Why her name goes unuttered when you claim you spitting truth.
Don't know why y'all refuse to invest in the futures of the youth beyond the school t
pipeline and our successes don't fit your timeline but we still thrive
You see I will never be ready for the lynching that awaits me.
The day I say the revolution is now,
they will realize that we are coming
and there is no way out and they will kill me.
But this time not emotionally
no this time physically
but the one thing they can't touch is my spirituality
because the reality of it all is that...
Lynching won't kill my soul
even if it does snatch my last breath
and crush my vocal chords.
The legacy of the ancestors breathes through me
and I put their strength upon my back
Lifting one griot at a time
so I can remain steady...
in my work to liberate my people
and to deconstruct the noose
I am breaking down this institution,
but what will you do?
Photo by Ed Ritger
W
U
z
W
GHBORHOOD
32
[In]City is a summer program at University of
California, Berkeley that introduces students
to the study and practice of urban planning.
The 2016 class project focused on applying an
ethnographic methodology to investigate assets
and vulnerability in four Oakland neighborhoods:
Castlemont/Eastmont, Chinatown, Fruitvale, and
Golden Gate. Each of these neighborhoods has
different socio-economic characteristics, diverse
community cultures, and unique challenges.
The student researchers used an interview -based approach and
conducted 13 condensed and 6 in-depth interviews with community leaders,
residents, and business owners representing 14 organizations. They also
distributed an online survey. These methods demonstrated the need for a
human -scale approach to resilience and led to insights on personal resilience
and the different ways Oakland residents understand and experience resilience
in their lives.
The following pages illustrate some of the key findings from the 2016 [In]City
Project and are organized by the four neighborhoods studied. They provide
the strategy with a small sense of how neighborhoods express resilience in
Oakland, with a brief history of each neighborhood, a summary of assets
and vulnerabilities, and direct quotes from residents, business owners, and
community leaders.
OAKLAND'S ROAD TO RESILIENCE
CASTLEMONT/EASTMONT
HISTORY OF OVERCOMING
From the 1950s through the present,
Castlemont and Eastmont have
struggled with limited city resources,
gang violence, and drug use.
The community's perseverence is
a testament to resident resilience,
different in nature than that of other
neighborhoods.
ASSETS
1 Public Space
*p Social Services
VULNERABILITIES
Safety & Policing
616 Wealth & Education
Disparities
"Crime. Selling drugs.
It's a big source of
income for youth; it's a
big source of income for
anybody."
"There are 80-year-old
homeless grandmothers
living on the street."
"We need a better
relationship with the
police."
"We're not really worried
about the climate... The
weather is not an issue;
where I'm going to
sleep tomorrow night is."
"Get the city some
hope."
"Resilience, to me, ,
is to make it through
almost everything and
bounce back."
I "We need to end the
violence."
III "I live in the ghetto
but the house across
the street would cost a
million."
34
Jasmine C. Humphries, Karen Limon Corrales, Nicole Manz, Patrick Pelegri-O'Day, Andrew Trillo
INCITY 2016 Instructors: Ginette Wessel, Rick Kos, Alison Ecker, Aaron Welch, Eric Anderson, Dave Koo
OAKLAND'S ROAD TO RESILIENCE • TIT
CHINATOWN r
HISTORY OF COHESION
Since the mid-1800s, Chinatown's
organizations and churches have provided
social services for residents when the city
government neglected to do so.
Today Chinatown is a bustling cultural
hub that provides authentic shops and
essential services for Oakland's Asian
communities.
ASSETS
tjj Culture & Community
1 Public Space
VULNERABILITIES
rdi Lack of Investment
id-8 Age & Language
Disparities
"The protests that cut
through here are bad for
business."
"The library's patrons arel
I from all throughout the
Bay Area."
"I think the new
minimum wage is
E
aking it hard for family
businesses to stay
open."
"The park located a
71111
the heart of Chinatown
promotes social activity
and programming." r
"In the past two years
there has been much
more graffiti and
many more homeless -I
encampments under the
freeway."
1
"I come here just for the
pork buns!"
"Oakland's Chinatown
doesn't cater to tourists
the way San Francisco's
does."
"New immigrants come
straight to Chinatown to
get library cards using
their passports."
Jasmine C. Humphries, Karen Limon Corrales, Nicole Manz, Patrick Pelegri-O'Day, Andrew Trillo
INCITY 2016 Instructors: Ginette Wessel, Rick Kos, Alison Ecker, Aaron Welch, Eric Anderson, Dave Koo
35
OAKLAND'S ROAD TO RESILIENCE TH,
FRUITVALE �r
HISTORY OF STRENGTH
Fruitvale's history of community
building began in the 1960s, when the
neighborhood was a hub of the Chicano
Movement.
Though crime and police tension put
strain on the neighborhood, Fruitvale's
community pride and cohesion are evident
in its many neighborhood celebrations.
ASSETS
*10 Culture & Community
rg Economic Investment
VULNERABILITIES
Healti.
c Safety & Policing
I"I feel like they're trying
to push us all out and
replace us with new
people to create this
`Resilient City."'
"i Necesitamos
mas policia, y mas
vigilencia!"
"Folks aren't afraid to
hustle, if you have to
braid hair, you braid
hair ."
"I think it would be
interesting to have ways
for people to be heard,
especially in Spanish."
"We could use a good
bar but then again, we
`don't need a good bar."
"I always find a sense
of community here...
there's a sense of
ownership as well."
"My students tend to eat
junk food and affordable,
unhealthy options."
"There's not a lot
of communication
between the police and
the community."
36
Jasmine C. Humphries, Karen Limon Corrales, Nicole Manz, Patrick Pelegri-O'Day, Andrew Trillo
INCITY 2016 Instructors: Ginette Wessel, Rick Kos, Alison Ecker, Aaron Welch, Eric Anderson, Dave Koo
OAKLAND'S ROAD TO RESILIENCE • TIT
GOLDEN GATE -#`r
HISTORY OF TRANSITION
Golden Gate, nestled between
Emeryville and West Berkeley, has
been in a process of self -redefinition
since its birth in the late 1800s.
An incredibly diverse and well -
loved neighborhood, Golden Gate is
negotiating multiple forces in its search
for a stable identity.
ASSETS
g
o
Organization & Resources
rg Economic Investment
VULNERABILITIES
Qj Housing:
Crime
r
"The face of
Golden Gate has
changed."
L
"We know all of our
neighbors."
"If I didn't have rent
control, I wouldn't be able
to live here anymore."
"When you pass by
every day the block on
which someone you
knew was murdered,
it changes your
neighborhood."
"We have a map
of who will need the
most help in case of a
natural disaster."
"We are
considered the
gentrifiers."
"Twenty years ago there
was nothing here."
"The neighborhood is
getting better for small
business owners."
Jasmine C. Humphries, Karen Limon Corrales, Nicole Manz, Patrick Pelegri-O'Day, Andrew Trillo
INCITY 2016 Instructors: Ginette Wessel, Rick Kos, Alison Ecker, Aaron Welch, Eric Anderson, Dave Koo
37
A main principle of Resilient Oakland is approaching
City work differently to better serve Oakland
residents and businesses, while maximizing the
benefits we provide them. To do so, we need
to shift old paradigms and adopt new ways
of doing the business of government.
The City of Oakland will focus on modernizing City processes by growing
and supporting a culture of civic innovation built on data analysis, iterative
processes, and human -centered service design. These methodologies
ensure City programs and policies are designed around the needs and
aspirations of Oakland residents, and are continuously optimized. Better
data collection and analysis will foster improved evidence -based decision
making. Human -centered, iterative design will help break down government
silos, ensure that services are understandable and easy to use, and promote
continuous process refinement to serve Oaklanders more effectively.
To achieve a more trustworthy and responsive government, we also need to
empower our "entrepreneurial bureaucrats" to think outside the box while
collaborating closely with community stakeholders. The City of Oakland
boasts a passionate and mission -driven staff. Resilient Oakland engaged
staff from nearly all City departments, led by a team of doers and innovators,
to address interdisciplinary issues. To deepen resilience in their own work,
City staff developed the following guiding principles during this process:
"We believe that success will come from the freedom to try new
things in a culture that is not guided by apprehension, but rather
allows us to pursue new opportunities and partnerships in nimble,
flexible ways. Our work must be multidisciplinary and multilevel,
engaging all facets of our organization working across agencies.
We must accept and harness changes that are inevitable. We
will use change as an opportunity to creatively adapt and better
serve all residents. We will be responsive to the community and
engage in two-way dialogue, which includes setting honest
expectations and following through on commitments."
These principles provide a framework to move the City forward faster, in a more
collaborative way, so we can tackle our resilience challenges quickly and more
effectively.
38
"The Bay Area needs a system
of regional governance that
can rise to the challenges
of the 21st century."
"How do we
give people
the power and
privilege to be
at the table?"
"Successful
engagement includes
facilitation that does
not favor anyone."
"There is
something
that occurs
when you
own that you
don't know."
"We believe
in designing
beautiful
& simple
experiences."
"The community
is an institution
itself...this isn't
only our work,
it's our life"
"Community engagement
is the baseline of
government. Let's aim for
community partnership."
Resilient Oaktand
NE nu 1
IN 1
GOAL: DESIGN EQUITABLE
AND MEASURABLE
COMMUNITY ENGAGEMENT
The City of Oakland will strengthen local democracy and governance by working
on developing an inclusive, collaborative, and effective relationship built on trust
between residents and government.
Action: Develop principles for community engagement in Oakland
Action: Pursue Partners for Places Equity Pilot to support ongoing
collaborative engagement
Action: Improve use of metrics to promote equitable outcomes
GOAL: CREATE MORE
OPPORTUNITIES FOR
COLLABORATIVE GOVERNMENT
The City of Oakland will foster an enterprise -wide movement towards continuous
learning and improvement by developing repeatable, collaborative processes that
transform the institution at its core, while leveraging regional resources for the
benefit of Oakland residents.
Action: Open a Civic Design Lab for problem solving across
City departments in collaboration with partners
Action: Implement integrated actions through Resilience Delivery Teams
Action: Strengthen regional resilience through partnerships, programs,
and pilots
Action: Design a digital service center focused on public needs
40
GOAL: APPLY DATA -DRIVEN
PRINCIPLES TO INFORM
DECISION -MAKING
The City of Oakland will work on transforming City government to a high -
performing, continually improving, data -informed organization.
Action: Measure performance to improve the City's resilience decision -making
Action: Identify Key Performance Indicators for digital services, such as the
Rent Adjustment Program
GOAL: ENGAGE YOUTH IN
SHAPING OAKLAND'S FUTURE
The City of Oakland will engage youth to ensure they benefit from and shape the
change and resilience they want to see in their communities.
Action: Launch Y-PLAN Resiliency Challenge to support engagement with
Oakland youth
Action: Grow and support resilience internships through the Mayor's
Classrooms2Careers Program
Action: Educate Oakland youth about resilience issues and the future of
Oakland through arts and storytelling
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t1414Zi72311M10P41:121 u 1121f 1
Resilient Oakland 41
BUILDING A RESILIE
IT TAKES A TOWN
Moderator:
Bnan Beveridge. West Oakland En '..
Presenters:
Joe DeVries. City of Oakla
Margaret Gordon. West O.
GOAL: DESIGN EQUITABLE AND MEASURABLE COMMUNITY ENGAGEMENT
DEVELOP PRINCIPLES FOR COMMUNITY
ENGAGEMENT IN OAKLAND
Description
The City of Oakland in partnership
with Rebuild by Design, West Oakland
Environmental Indicators Project,
and Streetwyze is developing new
principles for community engagement
to identify and address the needs of
residents and communities. These
principles are being developed through
a collaborative process with City staff
and community leaders in a series of
workshops that examine the range of
engagement strategies used, evaluate
42
their effectiveness and limitations,
and incorporate community -relevant
metrics and benchmarks to measure
the outcomes of community outreach
and engagement tools and practices.
These workshops are being developed
using a co -designed engagement
process that will give the City the tools
and relationships it needs to conduct
better outreach, lead to an improved
understanding of how the City can
conduct more effective engagement
in person and online, identify oppor-
Photo by Ayushi Ray, City of Oakland
tunities and practices to include the
community in the decision -making
process, and establish applicable
frameworks for discrete issues that
can be iterated and replicated.
The four -workshop series is being
co -designed and co -led by City
staff and community partners,
to focus on the following:
Workshop 1: Create a collective
understanding of successful and
unsuccessful engagement methods
Workshop 2: Understand common
themes and create engagement
principles
Workshop 3: Co -design an engagement
strategy around an upcoming
City project
Workshop 4: Evaluate and iterate
the engagement strategy
The City of Oakland seeks to shift
from a traditional, top -down "input
and feedback" model of community
engagement to a collaborative,
problem -solving process through
which residents are partners in making
policy and implementing programs
that address their needs. Applying
community -identified principles of
engagement and collaborative problem
solving will cultivate trust among
and between community and City
staff. The principles can be applied to
future offline and online engagement
efforts, improve the relevance and
effectiveness of City policies, and
enable more responsive government.
Benefits to Oakland Residents
/ Expands and deepens community
engagement —already underway
in various efforts throughout
the City of Oakland —in terms of
resiliency, climate action, land use,
transportation, economic devel-
opment, housing, public spaces,
cultural arts, and social equity.
/ Supports workshops/trainings
that help develop a framework for
equitable engagement among City
staff and equitable action plans
between the City and the community.
/ Builds civic capacity by using both
digital and in -person community
engagement tools, such as surveys
or participatory budgeting.
Ultimately, the goal is to better
answer the question: How can we
most smoothly create a positive
feedback loop between community
input and service delivery, particularly
in communities that are traditionally
less engaged than others?
Lead: City Administrator's Office
Partners: Rebuild By Design,
West Oakland Environmental
Indicators Project, Streetwyze
Timeframe: Fall 2016
Related goals: Create more opportu-
nities for collaborative government;
Engage youth in shaping the
future of Oakland; Promote safe
and healthy neighborhoods.
Challenges Addressed:
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Resilient Oakland 43
GOAL: DESIGN EQUITABLE AND
MEASURABLE COMMUNITY ENGAGEMENT
PURSUE PARTNERS FOR PLACES EQUITY
PILOT GRANT TO SUPPORT ONGOING
COLLABORATIVE ENGAGEMENT
Description
The City of Oakland is a member of the
Urban Sustainability Directors' Network,
which supports local sustainability and
resilience efforts through networking,
training, information sharing, and
funding. The Partners for Places Equity
Pilot grant (P4P-E) is a competitive
funding opportunity designed to bolster
collaboration between municipal sus-
tainability staff and community leaders,
and to increase equity throughout
communities. The City and its communi-
ty partners, though the Oakland Climate
Action Coalition, have successfully
won P4P-E grants in the past.
Benefits to Oakland Residents
/ Will have the potential to not only
mitigate the effects of climate change,
but to also reduce pollution, improve
public health and well-being, create
local jobs, and reduce living expenses.
These impacts are of utmost impor-
tance to many communities in Oak-
land: those most exposed to pollution
from vehicular traffic or industrial
waste, those paying a higher portion
of their wages for electricity and gas,
those in need of stable jobs, and many
other disadvantaged communities.
' Benefits disadvantaged communities,
respond to environmental justice
needs, and build on local strengths.
Lead: City of Oakland Public
Works Department
44
Partners: Oakland Climate Action Coali-
tion and other community organizations
Timeframe: Near -term (1 to 2 years)
Funding: Funding needed
Related goals: Create more opportu-
nities for collaborative government;
Promote safe and healthy neighbor-
hoods; Apply data -driven principles
to inform decision -making; Maximize
the impact of collective infrastructure
investment; Provide urban greening
for neighborhoods most in need.
Challenges Addressed:
Photo by Greg Linhares, City of Oakland
GOAL: DESIGN EQUITABLE AND
MEASURABLE COMMUNITY ENGAGEMENT
IMPROVE USE OF METRICS TO
PROMOTE EQUITABLE OUTCOMES
Description
The City will explore working with the
Equality Indicators Project (EIP) to
develop a framework to promote equi-
table outcomes for Oakland residents.
This framework could include collecting
key metrics that can be used to track
progress in improving outcomes for
Oakland's most vulnerable residents.
These metrics could include data across
priority domains, such as Economy,
Education, Health, Housing, Justice,
and Services. EIP could then help the
City establish baseline metrics and
track changes annually. The City would
be able to use data to understand
which policies and programs are most
effective in improving outcomes for
disadvantaged Oakland residents and
should therefore be expanded, and
where new initiatives are most needed.
Benefits to Oakland Residents
/ Helps the City identify and prioritize
the areas in which the City's efforts to
tackle inequity have been successful
and where additional initiatives are
needed to address inequalities among
specific disadvantaged populations.
Lead: City Administrator's Office
Partners: Institute for State and
Local Governance at the City
University of New York, Rockefeller
Foundation, 100 Resilient Cities
Photo by AECOM
Timeframe: Near -term (1 to 2 years)
Funding: Rockefeller Foundation
Related goals: Promote safe
and healthy neighborhoods;
Increase economic security.
Challenges Addressed:
Resilient Oakland 45
GOAL: CREATE MORE OPPORTUNITIES FOR
COLLABORATIVE GOVERNMENT
OPEN A CIVIC DESIGN LAB FOR PROBLEM
SOLVING ACROSS CITY DEPARTMENTS AND
IN COLLABORATION WITH PARTNERS
Description
The City of Oakland will launch the
Civic Design Lab (CDL) on the 9th
floor of City Hall, where resilience,
digital services, and the arts converge.
CDL will be a space for government
innovation based on human -centered
design. Human -centered design
is a creative approach to problem
solving that focuses on involving
the community in creating solutions
tailored specifically to their needs.
CDL will bring individuals and teams
from multiple departments together,
including Resilience Delivery Teams,
to engage in the following activities:
/ Public Feedback Sessions (i.e., user
testing). CDL will invite the public into
the space to give the City feedback
about tools, programs, and processes.
/ Project -Based Fellowship. CDL
will host City employees to
engage in project -based work
and frame the right questions for
collaborative solution making.
/ Workshops or "Labs" for City
staff. Labs will be designed to
enable City staff to better build
and implement digital services
focused on user research, process
design, and content development.
/ Engagement Events. As a gathering
place, CDL will be used to host small
public events to foster engagement,
convene like-minded innovators and
technologists, and train City residents
on how to access government
services using online tools, foster
46
engagement, and train residents
on how to access government
services using online tools.
Benefits to Oakland Residents:
/ Cultivates meaningful engagement
and trust among and between
community and City staff by creating
a space of facilitated conversations
and continuous learning.
/ Improves the public experience
with government services.
/ Deepens internal capacity
building for problem solving
and collective engagement.
/ Increases collaboration
throughout City Departments
and increases efficiencies.
/ Strengthens relationships
between public servants and
community members.
Lead: City Administrator's Office
Partners: California College of the
Arts, frog design inc., Code for
America, Open Architecture Collab-
orative, blink!LAB, Courtenay Skott
Timeframe: Fall 2016
Funding: Open Architecture Collab-
orative, blink!LAB, Courtenay Skott
Related goals: Design equitable and
measurable community engage-
ment; Apply data -driven principles
to inform decision -making.
Challenges Addressed:
Photo by Ethan Guy, City of Oakland, Graphic adapted from Legal Design Lab
What is the
landscape?
Understand the
challenge, the
situation and the
stakeholders.
What is
your mission?
Define and
map the users
and problem
statement you'll
be designing for.
What ideas
may work?
Generate
possible
solutions for the
problem and
prototype them.
Are the ideas
worthwhile?
Test promising
possible
solutions with
your users and
in live situations.
How to move
forward?
Process the
feedback, edit
your prototypes,
and vet them.
Resilient Oakland 47
GOAL: CREATE MORE OPPORTUNITIES FOR
COLLABORATIVE GOVERNMENT
IMPLEMENT INTEGRATED ACTIONS
THROUGH RESILIENCE DELIVERY TEAMS
Description
The City will set up "Resilience Delivery
Teams," internal working groups that
will ensure coordination and account-
ability in resilience strategy refinement
and implementing innovative solutions.
These teams will be interdepart-
mental, with members from relevant
agencies, and can include community
stakeholders. Resilience Delivery
Teams will be responsible for direct
implementation, working with senior
staff, City units, and departments, but
will remain outside the regular orga-
nizational hierarchy. These teams will
be uniquely positioned to coordinate
across departments and functions,
leveraging City talent and commit-
ment to achieve concrete results.
For example, with regards to im-
plementing the green infrastructure
plan, the Resilience Delivery Team will
leverage interagency partnerships
with Public Works, Transportation,
and Planning & Building to develop:
' A plan of action that is
anchored in evidence;
' A clear path to successful
implementation of the plan;
' The ability to track progress and
jointly solve problems along the way;
' An annual report or data
dashboard on progress; and
/ An in-depth review that offers
opportunities for the Resilience
Delivery Team to carefully examine
what has been achieved and
what may need to change.
48
Benefits to Oakland Residents
' Expands the City of Oakland's capac-
ity to address resilience challenges
and implement timely solutions.
Lead: City Administrator's Office,
Chief Resilience Officer
Partners: Various City departments
Timeframe: Winter 2016
Funding: N/A
Related goals: All
Challenges Addressed:
Photo by Greg Linhares, City of Oakland
Photo by Greg Linhares, City of Oakland
GOAL: CREATE MORE OPPORTUNITIES FOR
COLLABORATIVE GOVERNMENT
STRENGTHEN REGIONAL RESILIENCE
THROUGH INNOVATIVE PARTNERSHIPS,
PROGRAMS, AND PILOTS
Description
The City of Oakland will participate in
regional resilience partnerships with
organizations including the Bay Area
Regional Collective (BARC), Coastal
Hazards Adaptation Resiliency Group
(CHARG), and SuperPublic. BARC,
with support from a Caltrans Regional
Planning Grant, will coordinate plan-
ning efforts to ensure the Bay Area
transportation system is more resilient
to increased flooding and sea level
rise, while also improving the safety
and sustainability of our communities,
particularly our most vulnerable
and disadvantaged communities.
The City will also participate in regional
pilots and programs. For example, the
City of Oakland serves on the executive
board of the Bay Area Resilient by
Design challenge, a unique nine -county
pilot to co -create a vision for vibrant
climate adaptation along our shoreline
as the rate of sea level rise, extreme
storms, and urban flooding accelerates.
Benefits to Oakland Residents:
/ Leads to more creative, effective,
and efficient approaches to
addressing resilience challenges.
/ Creates more opportunities for
Oakland residents and commu-
nity organizations to assess the
potential risks and consequences,
and observe, support, and par-
ticipate in resilience efforts.
Lead: Chief Resilience Officer
Partners: Regional partners, such as
BARC, CHARG and SuperPublic. Bay
Area Resilient by Design Challenge,
Bay Conservation Development
Commission, City and County of
San Francisco, City of Berkeley, City
of Richmond, City of San Jose
Timeframe: Ongoing
Funding: N/A
Related goals: Design equitable and
measurable community engagement;
Maximize value of collective infrastruc-
ture investments; Reduce current and
future climate and seismic risk; Increase
affordable housing stock; Promote
safe and healthy neighborhoods.
Challenges Addressed:
kii/
Resilient Oakland 49
GOAL: CREATE MORE OPPORTUNITIES FOR
COLLABORATIVE GOVERNMENT
DESIGN A DIGITAL SERVICE CENTER
FOCUSED ON PUBLIC NEEDS
Description
The City of Oakland, in partnership with
Code for America, has developed a
foundational approach to digital service
delivery. The main website aims to cen-
tralize and restructure digital commu-
nications and service delivery by imple-
menting a more user -centric narrative
that ties together information, service
applications, and City data to inform
and engage members of the Oakland
community. The goal: to convey simplic-
ity, trust and equity to the public in our
visual and written communications. The
digital services strategy will be used to
establish a baseline of user research,
visual design standards, and a content
strategy that improves the way we
deliver information and services online.
Benefits to Oakland Residents:
/ Makes information more accessible.
/ Delivers information equitably
to residents on both sides of
the digital divide, regardless of
device model/age or preference
for mobile or desktop tools.
/ The design will be clean and easy
to read, using plain language so
it is both readable and easy to
translate into multiple languages.
/ Residents are more likely to find
the information they need and
trust the information they find,
creating a more collaborative
relationship between City govern-
ment and the people we serve.
50
Lead: City Administrator's Office
Partners: Code for America
Rollout Timeframe: Winter 2017
Funding: Phases I and II funded;
ongoing funding needed
Related goals: Apply data -driven princi-
ples to inform decision making; Design
measurable and equitable community
engagement; Maximize value of col-
lective infrastructure investment.
Challenges Addressed:
Photo by Ethan Guy, City of Oakland
GOAL: APPLY DATA -DRIVEN PRINCIPLES TO INFORM DECISION -MAKING
MEASURE PERFORMANCE TO IMPROVE THE
CITY'S RESILIENCE DECISION -MAKING
Description
The City of Oakland will seek to couple
its Open Data Policy with a Data Gover-
nance Plan to increase data accessibility
and centralize information. The City of
Oakland, with pro bono support from
Data Eaters (a team of data analysts),
researched current database integrities
and discrepancies, as well as principles
of data analysis methods used in
the field of resilience building. This
research revealed the need for a Data
Governance Plan to assist in the devel-
opment and maturity of data programs,
including systems that reside on City -
owned servers managed by Information
Technology Division staff, as well as
systems hosted by external entities.
Oakland's Data Governance Plan
aims to:
' Enable better decision making;
' Reduce operational friction;
' Protect the needs of
data stakeholders;
/ Train management and staff to adopt
common approaches to data issues;
' Build standard, repeatable processes;
' Reduce costs and increase
effectiveness through coor-
dination of efforts; and
' Ensure transparency of processes.
Benefits to Oakland Residents:
' Increased awareness of the data pro-
grams and the type of data collected.
' Improved data system documen-
tation that accurately captures the
extent and type of data collected.
' Improvements in data con-
sistency and quality.
/ Clear set of definitions, policies,
and procedures designed to
streamline the management of
the data systems and address
redundant and inconsistent data.
Lead: City Administrator's Office
Partners: Data Eaters
Timeframe: Spring 2017
Funding: Pro bono support
from Data Eaters
Related goals: Design equitable and
measurable community engagement;
Increase economic security; Reduce
current future climate and seismic risks;
Provide urban greening for neighbor-
hoods most in need; Maximize value of
collective infrastructure investments
Challenges Addressed:
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Resilient Oakland 51
GOAL: APPLY DATA -DRIVEN PRINCIPLES TO INFORM DECISION -MAKING
IDENTIFY KEY PERFORMANCE INDICATORS
FOR DIGITAL SERVICES, SUCH AS THE
RENT ADJUSTMENT PROGRAM
Description
Measuring performance is key to meet-
ing service delivery goals. For instance,
as part of the digital work supporting
the Rent Adjustment Program, we will
start to create a performance frame-
work (e.g., guidelines that outline the
service's objectives and explain what
data our team should gather to meet
them); estimate the number of people
you expect to use the service; deter-
mine the analytics tools already in use
and whether they are suitable for the
type and volume of data we're expect-
ing; determine where existing data is
kept and how to access it, aggregate
it, and make it usable to measure our
Key Performance Indicators (KPIs).
By identifying a KPI for the digital ser-
vice improvement for the Rent Adjust-
ment Program, we seek to ensure that:
/ The service is meeting
residents' needs;
/ The service allows residents to
easily complete the task;
/ There are enough people using the
service to make it cost-efficient; and
/ People know about the service
and choose to use it.
52
Benefits to Oakland Residents:
/ Helps to ensure City services
are meeting residents' needs.
Lead: City Administrator's Office,
Chief Resilience Officer
Partners: TBD
Timeframe: Spring 2017
Funding: N/A
Related goals: Use data
to drive decisions
Challenges Addressed:
Photo by Ethan Guy, City of Oakland
Photo by Greg Linhares, City of Oakland
GOAL: ENGAGE YOUTH IN SHAPING THE FUTURE OF OAKLAND
LAUNCH Y-PLAN RESILIENCY CHALLENGE TO
SUPPORT ENGAGEMENT WITH OAKLAND YOUTH
Description
The City will launch the Youth -Plan,
Learn, Act, Now! (Y-PLAN) initiative
to partner with schools to engage
students in research, data collection and
analysis so our youth can prepare and
present recommendations for healthier,
more equitable, and more joyful cities
to their city leaders. Given the disparate
impacts of climate change, such as the
impacts of sea level rise on commu-
nities of color, and the unequal distri-
bution of climate risk throughout our
communities, the City will implement
the Y-PLAN, an award -winning initiative
from UC Berkeley's Center for Cities +
Schools that empowers young people
to tackle real -world problems in their
communities through project -based
civic learning experiences. As an
essential component in the Oakland
Resilience Challenge, Oakland is asking
students to work with their Oakland
public high school classes to answer the
question: "What can the City of Oakland
do to make targeted sites more socially
and physically resilient to sea level rise?"
Benefits to Oakland Residents:
/ Help youth develop their critical
thinking, communication, collabora-
tion, and creativity skills as they gain
understanding and awareness of the
issues surrounding both physical and
personal resilience to sea level rise.
/ Empower the students to work along-
side the City to contribute important
and tangible improvements in the
lives of people in their community.
Lead: Y-PLAN, UC Berkeley's
Center for Cities + Schools
Partners: Chief Resilience Officer;
Oakland Unified School District,
students from Environmental Sci-
ences and African American Male
Achievement Initiative classes at
an Oakland public high school
Timeframe: Spring 2017
Funding: Haas Fund, The
California Endowment
Related goals: Create more opportu-
nities for collaborative government;
Design equitable and measurable com-
munity engagement; Reduce current
and future climate and seismic risks
Challenges Addressed:
or)
Resilient Oakland 53
Case Study: Y-PLAN Japan TOMODACHI Softbank Youth
Leadership Program at UC Berkeley's Center for Cities + Schools
The Center for Cities + Schools at UC Berkeley hosted a series of events to
celebrate the 5-year anniversary and 700+ participants of the Y-PLAN Japan
TOMODACHI Softbank Youth Leadership program.This leadership program,
funded by SoftBank, is part of a larger effort in Japan and the US -Japan
Council to strengthen cultural and economic ties between the two countries
after the March 2011 triple disaster in Japan (earthquake, tsunami, and nuclear
accident). Since the onset of the program, students from the Tohoku region
affected by the events of March 2011 are selected each year to participate
and focus on an urban planning and community development class.
For the 2016 summer program, the students focused on analyses and
proposals for revitalization and disaster preparedness of Oakland's Howard
Terminal along the waterfront. In support of this effort, Chief Resilience
Officer Kiran Jain participated alongside other local professionals in a
final student project panel and discussion to provide feedback, exchange
ideas, and learn from the Tohoku student's experiences on resilience
from the events of March 2011. Student proposals ranged from visions
of a more connected Oakland to the ways in which technology could
empower local culture, community centers, and place -making.
54
Photo by Shirl Buss
GOAL: ENGAGE YOUTH IN SHAPING THE FUTURE OF OAKLAND
GROW AND SUPPORT RESILIENCE INTERNSHIPS
AND APPRENTICESHIPS THROUGH THE MAYOR'S
NEW CLASSROOMS2CAREERS PROGRAM
Description
Oakland will launch a Classrooms2Ca-
reers Program (formerly known as the
Mayor's Summer Job Program) that
combines a career -oriented academic
curriculum, relevant work experience,
and student financial assistance in
a year-round program. Equity in
resilience also means exposing and
preparing Oakland's diverse youth
for careers and apprenticeships in
resilience. Classrooms2Careers will:
/ Provide the flexibility students need
to acquire the knowledge and skills
and earn a living at the same time;
/ Teach students the work ethic and
communications skills needed to make
the transition into the workforce; and
/ Give employers that participate in
the program the edge they need
to find qualified job candidates.
Classrooms2Careers Program will
launch at the National Linked Learning
Conference in January 2017. Oakland
will explore creating and launching a
"Hire a Youth" campaign for businesses
highlighting how we are working to
better prepare talent for the businesses
in Oakland. Oakland will also set a
baseline by identifying how many
work -eligible youth are in Oakland,
then set goals and targets prioritizing
young men and women of color,
and consider out -of -school youth.
Benefits to Oakland Residents:
/ Invests in Oakland youth, preparing
them for college, community college,
and/or a variety of professional
careers in resilience and sustainability.
/ Offers meaningful opportunities for
Oakland youth to gain real -world
skills and experience, such as data
analytics, GIS mapping, and planning
related to complex problem solving.
/ Connects Oakland youth with industry
professionals to prepare them for
the future.
/ Increases local talent pipeline for
local jobs.
Lead: Office of the Mayor,
Chief Resilience Officer
Partners: Oakland Unified School
District, Oakland Thrives
Timeframe: Winter 2017
Funding: Corporate sponsorships
and other funding sources
Related goals: Increase economic
security; Create more opportunities
for collaborative government
Challenges Addressed:
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Resilient Oakland 55
GOAL: ENGAGE YOUTH IN SHAPING THE FUTURE OF OAKLAND
EDUCATE OAKLAND YOUTH ABOUT RESILIENCE
ISSUES AND THE FUTURE OF OAKLAND
THROUGH ARTS AND STORYTELLING
Description
Combining science, technology, engi-
neering, arts and math with creative
storytelling, we will launch the Resilient
Oakland coloring book and future city
design challenges to empower Oakland
youth to learn about community and
physical resiliency. The purpose is for
youth to discover what they can do
to become the architects of their own
futures. The Resilient Oakland coloring
book aims to grow connections and
resilience planning between and
among residents of all ages, languages,
cultures, and perspectives. Each
chapter is comprised of snapshots
in time from Oakland's past, present,
and future so people can connect on
local history, envision present projects,
and understand that what we imagine
can become a vibrant, sustainable
reality when we work together to
create connected communities.
Benefits to Oakland Residents:
/ Empowers Oakland youth to imagine,
describe, and illustrate what they
want and need to do to recover
quickly from adversity, and have an
impact in creating safer neighbor-
hoods and prosperous communities.
Lead: Vision Architecture, Inc.,
Chief Resilience Officer
Partners: 100 Resilient Cities
Timeframe: Fall 2016
Funding: Pro bono support by
Vision Architecture, Inc.; funding by
100RC; ongoing funding needed
56
Related goals: Design equitable and
measurable community engagement;
Create more opportunities for
collaborative government; Promote
safe and healthy neighborhoods
Challenges Addressed:
Photo by Doug Oakley, volunteer
1
BUILD A MORE TRUSTWORTHY AND
RESPONSIVE GOVERNMENT
The `secret sauce' of Oakland is rooted in our people
and the 75 neighborhoods they shape. The City is
one of the most diverse major cities in the nation,
with significant representation from Hispanic and
Latino, Asian, and African American residents, as well
as one of the country's largest lesbian, gay, bisexual,
transgender, and queer (LGBTQ) communities.29
Diversity is also a source of economic vitality for many Oakland busi-
nesses. Small businesses represent the foundation of Oakland's local
economy, with 90 percent of businesses in Oakland employing less than
20 people. These businesses face challenges, such as rising commercial
rents, increasing gentrification, and recent overall economic stagna-
tion. Given that many of the City's small businesses are also located in
low-income, minority -based neighborhoods, protecting the viability
of these businesses is also a matter of equity and social justice.
On the housing side, a majority of Oakland's housing stock is in older, pre -
World War II buildings. Property owners with limited means, especially seniors
and households still recovering from the economic recession, experience
difficulty supporting home repairs, property taxes, and insurance. Oakland's
neighborhoods that continue to be hardest hit by foreclosures are in low- to
moderate -income flatland neighborhoods, including those with historically
high rates of African American homeownership. These same neighborhoods are
also disproportionately impacted by vacant and abandoned properties, which
attract vandalism and dumping, drain City resources, decrease tax revenues,
and depress both property values and community vitality. At the same time,
Oakland is experiencing an unprecedented need for new affordable housing.
Economic and housing security is key to a thriving town that protects our
diversity. Oakland will build and finance affordable housing to support
long-term residents' ability to stay and accommodate our growing popula-
tion. Oakland will enhance the quality of life in its neighborhoods through
cross -cutting and integrated initiatives that improve safety, health, and
the economic assets and security of its low-income residents and people
of color, so that they are not only able to weather shocks and stresses,
but with quality housing, educational opportunities, and jobs. Oakland
will also explore 21st century business models, such as the `circular econ-
omy,' that support restorative and regenerative businesses by design.
58
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60
GOAL: INCREASE
ECONOMIC SECURITY
Oakland will enable all residents to be economically secure, build wealth, and
achieve their full potential, regardless of race or means. Oakland seeks to build
a model of responsible economic growth and business attraction, in concert
with a commitment to building economic security, especially for those who have
historically had limited access to opportunity.
Action: Support asset building for low-income parents and children
through Oakland Promise College Savings Initiatives
Action: Create pathways to career success for young men and women of color
Action: Design a suite of inclusive economic development services to help
entrepreneurs of color gain equal footing in Oakland's economy
Action: Align economic resilience goals with the Oakland Thrives wealth
impact table
GOAL: PROMOTE SAFE AND
HEALTHY NEIGHBORHOODS
Oakland's neighborhoods will be made safer through implementating programs
that improve the health, well-being, and safety of our families. The City's holistic
approach to community safety focuses on helping families thrive, neighborhoods
becoming safer, and communities healing from trauma and restoring their trust in
the police.
Action: Redesign digital service for Oakland's Rent Adjustment Program to
mitigate displacement
Action: Implement the 2016 Oakland Comprehensive Community Safety Plan
Action: Promote resilience and equity for Oakland's high -risk youth
and adults most affected by trauma and violence
Action: Advance the health and well-being of Oakland youth and families
Action: Launch Neighbors Helping Neighbors initiative to expand the reach of
emergency preparedness and response training in
underserved neighborhoods
GOAL: INCREASE AFFORDABLE
HOUSING STOCK
As the regional economy has boomed, Oakland's housing stock has not kept pace
with the number of people who want to live in Oakland. As a result, home prices
and rents have become out of reach for many of Oakland's long-time residents.
Oakland will seek to improve access to affordable housing by creating new
affordable homes.
Action: Provide gap financing for affordable housing in transit -accessible
neighborhoods
Action: Acquire and rehabilitate vacant, abandoned and blighted properties
into green, healthy, and permanently affordable homes
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Resilient Oakland 61
GOAL: INCREASE ECONOMIC SECURITY
SUPPORT ASSET BUILDING FOR LOW-INCOME
PARENTS AND CHILDREN THROUGH OAKLAND
PROMISE COLLEGE SAVINGS INITIATIVES
Description
Our vision is that all children of Oakland
graduate high school with the expecta-
tion, resources, and skills to complete
college and succeed in the career of
their choice. Oakland Promise is an
innovative and comprehensive initiative
launched in January 2016. Two pro-
grams of the Oakland Promise, Brilliant
Baby and Kindergarten to College
(K2C), will establish college savings
accounts and an early expectation
of academic and college success for
young children. Brilliant Baby is be-
ginning as a three-year demonstration
project, that will open college savings
accounts seeded with $500 for 1,500 of
Oakland's most economically vulnerable
and under-resourced families. Parents
will be recruited to also participate
in a program of financial coaching
and parenting support designed to
reduce stressors in the household and
promote effective early parenting.
(K2C) is being launched in partnership
with Oakland Unified School District
with the goal of creating a college -go-
ing culture in our public schools
and within our children beginning in
elementary school. A cornerstone of the
K2C program is establishing a college
savings account seeded with $100 for
each child as they enroll in kindergarten,
with the common experience of
owning a college savings account as a
concrete tool for each child and family
in the process. Parents will also be
encouraged to begin saving their own
funds towards their child's college.
62
Benefits to Oakland Residents
' Improves the early childhood
development outcomes for infants,
economic well-being of families
and academic success of children.
' Increases opportunities for individ-
uals and families of color to build
wealth through college savings and
access to a college education.
' Supports neighborhood stability
as youth and families gain more
wealth -building opportunities.
Lead: Office of the Mayor, Director of
Education, Project Director for Oakland
Promise College Savings Initiatives
Partners: City of Oakland, Oakland
Unified School District, Alameda
County Department of Public Health,
UCSF Benioff Children's Hospital, Early
Head Start Providers: City of Oakland,
Brighter Beginnings, the Unity Council
Timeframe: Anticipate pro-
gram launch early 2017
Funding: City of Oakland, philan-
thropy, corporate sponsorships
Related goals: Engage youth in
shaping Oakland's future; Promote
safe and healthy neighborhoods.
Challenges Addressed:
Photo by Greg Linhares, City of Oakland
GOAL: INCREASE ECONOMIC SECURITY
CREATE PATHWAYS TO CAREER SUCCESS
FOR YOUNG MEN AND WOMEN OF COLOR
Description
Oakland will advance the My Brother's
Keeper Local Action Plan, a coordinated
national initiative launched by the White
House to improve long-term outcomes
of men and boys of color. The Local
Action Plan provides strategies to help
ensure children enter kindergarten
ready to learn, all students graduate
from high school ready for college
and career, and students have access
to higher education or job training.
As part of Oakland Promise, Oakland
will launch Future Centers, which
are college and career hubs on mid-
dle -school and high-school campuses.
Future Centers will provide support to
these students to develop college and
career plans. Future Centers will also
help connect students with financial
aid, scholarships, and internships.
The Classroom2Careers program will
also offer meaningful opportunities
for Oakland youth to gain real -world
internship experience. Further, the City
is developing a strategy for an inclusive
technology ecosystem referred to as
'tech-quity' that paves the path for
preparing Oaklanders for entrepre-
neurial and employment opportunities
within the technology industry.
Benefits to Oakland Residents
/ Increases access to quality
educational and career oppor-
tunities for Oakland youth.
/ Increases opportunities for individ-
uals and families of color to build
wealth through quality careers.
/ Supports neighborhood stability
as youth and families gain more
wealth -building opportunities.
Lead: Office of the Mayor, City of Oak-
land Director of Equity and Strategic
Partnerships, City of Oakland Economic
and Workforce Development Office
Partners: East Bay Community
Foundation, Oakland Unified
School District, local colleges and
universities, local employers, Urban
Strategies Council, PolicyLink, Bay
Area Council, Oakland Thrives
Launch Timeframe: Fall 2016
Related goals: Engage youth in
shaping Oakland's future; Promote
safe and healthy neighborhoods.
Challenges Addressed:
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Resilient Oakland 63
GOAL: INCREASE ECONOMIC SECURITY
DESIGN A SUITE OF INCLUSIVE ECONOMIC
DEVELOPMENT SERVICES TO HELP
ENTREPRENEURS OF COLOR GAIN EQUAL
FOOTING IN OAKLAND'S ECONOMY
Description
The City will expand programs to
benefit lower -income and minority
entrepreneurs, including the Kiva loan
program and an Online Business Portal
(December 2016), to help small busi-
ness start, scale their operations and
increase jobs. Comparable community
efforts include the one -stop center.
These efforts should be integrated into
an inclusive suite of services that help
local businesses to expand, including
referrals to service providers, location
assistance, mentoring, and hiring
assistance. In the 2012 U.S. Census
survey of business owners, 51 percent
of Oakland businesses are owned by
people of color, but they generally
have lower sales and fewer employees
than white -owned businesses.
Under the Kiva Oakland partnership,
over the next three years, Kiva will:
/ Fund over 600 entrepreneurs
endorsed by over 50 Trustees;
/ Generate $3M of loan
volume by Year 3;
/ Generate $6M in incremen-
tal economic impact;
/ Maintain repayment rate of
over 90 percent; and
/ Establish over 20,000 connections
between borrowers and lenders; many
local lenders will become customers.
/ Launch OakTEN (Tech Entrepreneurs
Network) with the Kapor Center
for Social Impact and DevLabs to
support entrepreneurs of color
by reducing the time and costs
associated with starting a business.
64
Benefits to Oakland Residents
/ Creates a diverse and thriv-
ing job base that supports
communities of color.
/ Builds assets for communities of color.
Lead: Office of the Mayor, Department
of Economic & Workforce Development
Partners: Kiva U.S., Oakland
Emerging 100 Initiative
Timeframe: Winter 2017
Funding: Philanthropy, savings from
prioritizing and leveraging resources
Related goals: Apply data driven
principles in decision -making; Promote
safe and healthy neighborhoods.
Photo courtesy of San Francisco Foundation
Photo courtesy of Kiva, https://www-kiva-org.global.ssl.fastly.net/cros/sites/default/files/kivablog/25213762226_a29a0ac491_k.jpg
GOAL: INCREASE ECONOMIC SECURITY
ALIGN ECONOMIC RESILIENCE GOALS WITH THE
OAKLAND THRIVES WEALTH IMPACT TABLE
Description
Through the Oakland Thrives
wealth impact table, the City and
its partners will implement the
Mayor's economic resilience and
security goals to reduce the asset
poverty rate, unemployment rate and
increase living wage jobs in Oakland,
including the following 10-year goals:
' Reduce the asset poverty rate of
African Americans (63 percent)
and Latinos (69 percent) by half.
' Reduce the unemployment rate
of African Americans (14 percent)
and Latinos (9.7 percent) by half.
' Increase the percentage of
Oaklanders that have living
wages by 50 percent.
In addition, the City will also explore
building upon the Oakland Housing
Authority pilot "Promise Plus" project
that aligns housing, jobs, financial
services, and education to increase
financial self sufficiency; and develop a
centralized platform that links residents
seeking financial security with access to
capital, financial education, and credit
repair to remove barriers to employ-
ment, housing and wealth building.
Benefits to Oakland Residents
' Builds an economically and culturally
diverse city where all people are
economically secure, build wealth,
and are able to achieve their full
potential regardless of race or means.
Lead: Office of the Mayor, Director
Equity and Strategic Partnerships
Partners: City of Oakland Housing and
Community Development Department,
City of Oakland Economic and
Workforce Development Office, City of
Oakland Human Services Department,
Chief Resilience Officer, IHS Markit, Oak-
land Housing Authority, Oakland Thrives
Timeframe: Fall 2016
Related goals: Apply data -driven
principles to decision -making; Promote
safe and healthy neighborhoods
Challenges Addressed:
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Resilient Oakland 65
GOAL: PROMOTE SAFE AND HEALTHY NEIGHBORHOODS
REDESIGN DIGITAL SERVICE FOR
OAKLAND'S RENT ADJUSTMENT PROGRAM
TO MITIGATE DISPLACEMENT
Description
The City will redesign the Rent
Adjustment Program (RAP) website
in order to more effectively provide
services, which include contesting
actions such as illegal rent increases,
improper noticing, and decreased
housing services or living conditions. To
achieve this, the City has undertaken
a human -centered design approach to
determine how best to redesign the
RAP website and database to increase
access, while also rethinking program
service -delivery processes. The RAP is
the City of Oakland's main mechanism
for resolving disputes between property
owners and renters. Approximately 70
percent of Oakland's estimated 100,000
rental units are currently covered under
the RAP. Improvements are focused on:
/ Replacing the existing paper
filing system with an electronic
case management system;
/ Improving the existing database; and
66
Photo by Morgan Bellinger of Move Photography
/ Upgrading or replacing the RAP
website to make it easier for
the public to access information
on RAP, existing ordinances,
and other housing services.
Other governments' guidelines, such as
the United Kingdom's Government Ser-
vice Design Manual, are also inspiring
Oakland's work on these improvements.
Benefits to Oakland Residents.
Lead: Housing and Community
Development Department,
City Administrator's Office
Partners: frog design inc.
Timeframe: Winter 2017
Funding: One-time development fund-
ing of $365,000 provided through Fis-
cal Year 2016/2017 General Fund; Ongo-
ing funding provided through RAP fee.
Related goals: Apply data -driven
principles to inform decision making;
Create more opportunities for
collaborative government; Increase
affordable housing stock
Challenges Addressed:
Resilient Oakland 67
GOAL: PROMOTE SAFE AND HEALTHY NEIGHBORHOODS
IMPLEMENT THE 2016 OAKLAND
COMPREHENSIVE COMMUNITY SAFETY PLAN
Description
The Mayor's Comprehensive Com-
munity Safety Plan guides the City's
overall efforts towards increasing safety
through engaging the entire communi-
ty. The Plan's theory of change presents
community violence as a public health
challenge. To fulfill the vision of Oakland
as one of the healthiest and safest cities
in the United States, the Plan focuses
on three goals: 1) thriving youth and
families, 2) safe neighborhoods, and 3)
restorative city. These goals range from
providing educational, employment,
and cultural opportunities for youth
most vulnerable to becoming victims or
perpetrators of violence, to accounting
for historical inequities and injustices
that have led to current conditions
of violence and trauma. The Plan
will create a common framework for
collective accountability, aligning the
resources of the City, Oakland Unified
School District and Alameda County
with other government agencies,
community -based organizations and
philanthropy. For each goal developed,
the City will explore setting Key Per-
formance Indicators to track progress
using open data, and will collaborate
with City and County stakeholders,
community partners, and other
members to discuss intent, additional
opportunities, and implementation.
68
Benefits to Oakland Residents
' Increases pathways to success for
all young people in Oakland.
' Improves housing stability and in-
creases economic stability for families.
' Leads to improved response times
and ratings for police services through
community and resident surveys.
Lead: Office of the Mayor
Partners: Alameda County, Oak-
land Unified School District
Timeframe: Fall 2016
Funding: Fully funded
Related goals: Increase eco-
nomic security; Engage youth
in shaping Oakland's future
Challenges Addressed:
Photo by Greg Linhares, City of Oakland
GOAL: PROMOTE SAFE AND HEALTHY NEIGHBORHOODS
PROMOTE RESILIENCE AND EQUITY FOR
OAKLAND'S HIGH -RISK YOUTH AND ADULTS
MOST AFFECTED BY TRAUMA AND VIOLENCE
Description
Oakland's Resiliency in Communities
After Stress and Trauma (ReCAST)
program seeks to promote resiliency
and equity for Oakland's high -risk youth
and adults most affected by trauma
and violence. In partnership with a
multi -sector coalition of stakeholders,
the City will work to improve behavioral
health outcomes and reduce trauma
among the highest -risk young people
and their families, empower community
residents, and improve community -po-
lice relations. Oakland ReCAST will
build on three City divisions that serve
Oakland's most marginalized, at -risk
populations in need of trauma -informed
behavioral health supports: Head
Start, Oakland Fund for Children &
Youth, and Oakland Unite, Oakland's
violence intervention initiative. Together,
these divisions reach over 50,000
young people and families through a
network of local service providers.
The goals of Oakland ReCAST include:
' Expanding access to trauma -informed
behavioral health services by enhanc-
ing use of evidence -based models
among City -funded human service
programs and developing a service
pipeline to County -funded services;
' Providing coordinated training to
community -based social service
providers and law enforcement
entities to increase use of trau-
ma -informed practices; and
' Supporting the work of community
partners to address tensions in
law enforcement -community
relations and to promote com-
munity resiliency and healing.
Benefits to Oakland Residents
' Helps to ensure that City services
are meeting residents' needs.
' Reduces taxpayer costs by
reducing the unnecessary use of
emergency services and jails.
' Improves health outcomes and
job prospects for individuals and
reduces disruption to families.
Lead: City of Oakland Human
Services Department
Partners: SAMHSA; Alameda County
Behavioral Health Care Agency and
its contracted providers, Oakland
Unified School District, Oakland Police
Department, East Bay Agency for
Children, Office of the Mayor, Chief
Resilience Officer, Alameda Alliance
for Health, and Prevention Institute.
Timeframe: Fall 2016
Funding: The SAMHSA ReCAST award
amount of $5,000,000 from September
30, 2016 to September 29, 2021
Related goals: Responsive government;
Prosperous residents and families
Challenges Addressed:
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Resilient Oakland 69
GOAL: PROMOTE SAFE AND HEALTHY NEIGHBORHOODS
ADVANCE THE HEALTH AND WELL-BEING
OF OAKLAND YOUTH AND FAMILIES
Description
Oakland Thrives is a citywide effort
with the goal of making Oakland the
healthiest city in the country. The
co-chairs of the Youth Ventures Joint
Powers Authority and leadership of
Kaiser Permanente are partnering with
leaders from the public, business, and
non-profit sectors, the faith community,
and Oakland neighborhoods to take a
cross -sector collaborative approach to
improve health and social determinants
of health. The initiative spans five main
focus areas —health, education, wealth/
income, safety, and housing —all critical
to the long-term well-being of Oak-
land's children, youth, and their families.
The initiative is in its initial phase,
and has established the Oakland
Thrives Leadership Council, identifying
short-term actions to produce results
and yield longer -term opportunities,
creating a common agenda to guide
the longer -term effort, and launching
Impact Tables to coordinate ongoing
action. The City will continue to
participate in this group to enhance
coordination between collaborative
efforts already underway in Oakland
and to implement new cross-sectoral
strategies to achieve impact.
Benefits to Oakland Residents
/ Provides increased access to school -
based health care, early childhood
screening, and services informed
by research on youth trauma.
/ Provides improved access to
career pathways, wealth savings,
meaningful employment, and
financial tools for families.
70
Lead: Office of the Mayor
Partners: Alameda County,
Oakland Unified School District,
Kaiser Permanente, FSG
Timeframe: Launched July
Funding: Fully -funded
Related goals: Increase eco-
nomic security; Engage youth
in shaping Oakland's future
Challenges Addressed:
Photo by Greg Linhares, City of Oakland
The City will launch the Neighbors
Helping Neighbors Love Your Block
Program to bolster community pre-
paredness. This program is an inno-
vative partnership with Communities
of Oakland Respond to Emergencies
(CORE), the Office of the Mayor, and
the Oakland Fire Department Emer-
gency Management Services Division.
CORE will deepen engagement in
vulnerable communities by conducting
community outreach events in each City
Council district in Oakland. The events
will include a basic preparedness work-
shop followed by a build -a -kit session
where participants will have the oppor-
tunity to assemble their own emergency
starter kits with supplies. The outreach
associated with "Neighbors Helping
Neighbors Love Your Block" will reach
lower -income, multi-lingual residents,
persons with disabilities, and others
with access and functional needs. The
program will help engage and recruit
community members to take CORE
training, establish CORE neighborhood
groups, or join existing CORE groups.
Oakland will also collaborate with other
100RC network cities, San Francisco
and Berkeley, and other Cities of Service
Bay Area Volunteerism Initiative mem-
bers to share best practices around
expanding the reach of their emergency
preparedness programs. CORE will also
explore ways to expand the curriculum
of the CORE training to increase the
awareness of climate change -related
GOAL: PROMOTE SAFE AND HEALTHY NEIGHBORHOODS
LAUNCH NEIGHBORS HELPING NEIGHBORS
INITIATIVE TO EXPAND THE REACH OF
EMERGENCY PREPAREDNESS AND RESPONSE
TRAINING IN UNDERSERVED NEIGHBORHOODS
Description risks that Oaklanders face, including
extreme heat and sea level rise.
Benefits to Oakland Residents
/ Improves access to disaster response
training, materials, and services.
/ Increases awareness of community
resources, response networks, and
protocol following a disaster event.
/ Enhances neighborhood self-reli-
ance following a major disaster.
Lead: Fire Department, Emergency
Management Services Division
Partners: Cities of Service, Office of
the Mayor, Chief Resilience Officer
Timeframe: Neighbors Helping
Neighbors will be launched in Sep-
tember 2016. Outreach events will
be conducted through April 2017.
Funding: Neighbors helping Neighbors
is funded by a grant from Cities of Ser-
vice. Funding for further outreach and
program sustainability will be sought.
Related goals: Reduce current and
future climate and seismic risks
Challenges Addressed:
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Resilient Oakland 71
GOAL: INCREASE AFFORDABLE HOUSING STOCK
PROVIDE GAP FINANCING FOR
AFFORDABLE HOUSING IN TRANSIT -
ACCESSIBLE NEIGHBORHOODS
Description
As part of the State of California's "Cap
and Trade" program, revenue is allocat-
ed to the Affordable Housing and Sus-
tainable Communities (AHSC) program.
AHSC funds land -use, housing, trans-
portation, and land preservation to sup-
port infill and compact developments
that reduce greenhouse gas emissions.
For the first round of AHSC funding,
based upon an annual Notice of
Funding Availability (NOFA) pro-
cess, Oakland has applied to fund
seven compact transit -oriented
development -related affordable
housing projects to help increase the
affordable housing pipeline. These
funds would be crucial to providing gap
financing for affordable housing units
in transit -accessible neighborhoods.
Moving forward, the City is in the pro-
cess of developing a system to identify
and provide commitments towards
projects that would be competitive for
the future AHSC NOFA applications.
By maintaining a steady supply of
competitive AHSC applications, the
City would be able to both address the
need for affordable housing and also
achieve a triple bottom line approach
(economic, social and environmental
benefits) to new developments.
72
Benefits to Oakland Residents
/ Provides financing for affordable
housing while mitigating the
impact of new developments.
Lead: Housing and Community
Development Department
Partners: Enterprise Community
Partners
Timeframe: Fall 2016
Funding: AHSC funding TBD
Related goals: Promote safe and healthy
neighborhoods; Maximize value of
collective infrastructure investment
Challenges Addressed:
Photo by Greg Linhares, City of Oakland
Photo by Laney College Carpentry Department
GOAL: INCREASE AFFORDABLE HOUSING STOCK
ACQUIRE AND REHABILITATE VACANT,
ABANDONED AND BLIGHTED
PROPERTIES INTO GREEN, HEALTHY, AND
PERMANENTLY AFFORDABLE HOMES
Description
The City is exploring several innovative
funding mechanisms and approaches
that realize the triple bottom line of
preserving existing housing stock,
transforming blighted and vacant
properties into productive reuse, and
bringing new affordable units online.
The City is developing opportunities to
support nonprofit organizations to buy
and rehabilitate existing buildings that
house lower -income Oaklanders—and
making them permanently affordable
to current and future residents.
Utilizing funding from Measure KK
(potential infrastructure bond), the
City is pursuing a gap funding subsidy
for developers to maintain these
properties as permanently affordable.
In addition, the City has also launched
From Blight to Homes, an innovative
pilot partnership with the Alameda
County Tax Collector and affordable
housing developers to turn tax -default-
ed, abandoned lots into scattered -site,
affordable rental and ownership
housing for low-income households.
Additionally, the City and County
are working on providing property
tax reductions and relief from out-
standing fees and fines —such as fines
associated with code violations —to
make financial assistance to owners
of these properties more effective.
Benefits to Oakland Residents
' Provides a mechanism to keep
Oaklanders in their homes, while
increasing the affordable housing
stock in a cost-effective manner
and addressing the twin problems
of deteriorating housing conditions
and vacant/abandoned properties.
Lead: Housing and Community
Development Department, Planning
and Building Department
Partners: Affordable Housing Develop-
ers, Alameda County Tax Collector's
Office, California Strategic Growth
Council, Community Development
Financial Institutions (CDFIs)
Timeframe: Pending successful
passage of Measure KK
Related goals: Engage youth in
shaping Oakland's future; Promote
safe and healthy neighborhoods.
Challenges Addressed:
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Resilient Oakland 73
Oakland's transportation network, utilities, and
housing stock have helped it achieve a diverse
and booming economy. Yet infrastructure, such
as the storm drainage system and streets, is
under strain and not keeping pace with the
changes and challenges of the 21st century.
Oakland needs to rethink its traditional approach to infrastructure, es-
pecially given the City's strong commitment to renewable energy and
efficiency goals, as well as green infrastructure projects. Though not
addressed in this playbook, Oakland also needs to think about digital
infrastructure and how that relates to smart cities, the "internet of things,"
and greater data collection through sensors, which can also help prioritize
limited capital improvement dollars. Oakland envisions a transformative
approach to creating vibrant, sustainable, and resilient infrastructure.
Oakland will proactively prepare its infrastructure and communities for
climate and seismic risks through physical retrofits, planning, and robust
community engagement. Oakland will use green infrastructure to manage
stormwater, so that while also reducing flood risks, we are also providing
urban greening benefits, such as improved air quality and reduced urban
heat island effects, especially for neighborhoods that have limited access
to parks and green space. Bringing Oakland into the 21st century will
require a significant amount of investment that will need to be generated
in new and creative ways. Oakland will explore piloting new financing
opportunities and seek to replicate the most promising methods.
'ORS'
"The face of
Golden Gate
has changed."
"The park located at the heart
of Chinatown promotes social
activity and programming."
"People are so III
open here."
"The neighborhood is
getting better for small
business owners."
"We know
all of our
neighbors."
"Twenty years
ago there was
nothing here."
"Infrastructure plays a vital
role for sustained, broadly
shared economic growth
and competitiveness."
Resilient Oakland 75
GOAL: REDUCE CURRENT
AND FUTURE CLIMATE
AND SEISMIC RISKS
Oakland is planning for a future where climate -related hazards are more frequent
and intense, including coastal flooding, watershed flooding, extreme heat, and
drought. In addition, Oakland is preparing for the risk of an earthquake on the
Hayward fault and will continue its efforts to retrofit homes to reduce the loss
of life and property. Some Oakland residents are more vulnerable to climate
and seismic disasters than others, particularly low-income neighborhoods and
communities of color. The City will continue to seek to partner with, and build the
resilience of, those communities.
Action: Demonstrate the retrofit of a city block using Ecoblock principles
Action: Implement the 2016 Update to the Energy and Climate Action Plan
Action: Design and implement a soft -story retrofit program
Action: Implement the Preliminary Sea Level Rise Road Map
Action: Implement high -priority actions from the Local Hazard Mitigation Plan
Action: Assess equity impacts and feasibility of 100-percent clean and
renewable energy
Action: Improve community resilience through risk modeling
76
QGOAL: PROVIDE URBAN
GREENING FOR NEIGHBORHOODS
MOST IN NEED
Green infrastructure can bring many benefits to communities —beyond protecting
and improving water quality entering storm drains, and providing compliance
with Federal and State regulations. Oakland is eager to increase the use of green
infrastructure to provide additional benefits, such as improved air quality, reduced
urban heat island effect, creating habitat, and improving the experience of the
public realm. These are especially important benefits for neighborhoods that have
historically lacked access to parks, creeks, and street trees.
Action: Identify and leverage funding opportunities for Priority
Conservation Areas
Action: Update the Storm Drainage Master Plan to guide future investment in
stormwater management
Action: Prioritize parks and open spaces using resilience -related criteria
Action: Develop a Green Infrastructure Plan to improve social, environmental,
and economic resilience outcomes
GOAL: MAXIMIZE VALUE OF
COLLECTIVE INFRASTRUCTURE
INVESTMENTS
While the City is seeking a $600M bond measure in November 2016 for housing
and community infrastructure (Measure KK), the level of infrastructure investment
that Oakland envisions cannot be achieved with traditional investment tools
alone. Oakland will explore and pilot innovative financing mechanisms, and apply
the lessons learned from those pilots more broadly. The City will explore how to
best leverage the City's budget to partner with residents, businesses, and other
organizations to achieve our goals.
Action: Apply a resilience, mobility, and equity lens to assess and select
capital improvement projects
Action: Explore participation in County's Community Choice
Aggregation program
Action: Explore innovative financing tools for resilience projects,
including EcoBlocks
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Resilient Oakland 77
Photovoltaic
Panels
di
DC
eal
Flywheel
Storage
Control
Point
To Street bights
and EV Stations
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Inverter
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FLAGSHIP ACTION
GOAL: REDUCE CURRENT AND FUTURE CLIMATE RISKS
DEMONSTRATE THE RETROFIT OF A CITY
BLOCK USING ECOBLOCK PRINCIPLES
Description
The EcoBlock project team will work in
close collaboration with the owners and
residents of a small, older residential
neighborhood to retrofit an entire
North Oakland block that includes
approximately 30 older homes, many
subdivided into two to three smaller
units. The project will include imple-
menting deep energy efficiency in all
homes and shared rooftop solar panel,
creating a solar -powered microgrid
with smart controls and onsite energy
storage that can operate autonomously.
Electricity generated on site will be
sufficient to power electric vehicle
chargers, which may serve as a shared
resource for the community. The
EcoBlock will drive significant water
conservation through rooftop water
harvesting and advanced technologies
to treat and recycle water onsite.
Recycled water will irrigate shared
organic fruit and vegetable gardens and
landscaping to keep the block lush and
mitigate the urban heat-island effect.
The EcoBlock will serve as a prototype,
in the hopes that it can be replicated
78
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•
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HOUSING •
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HEALTHY
COMMUNITY
across the nation to transform low- to
moderate -income neighborhoods
to be solar -powered, zero -carbon,
and drought -tolerant, while reducing
stress on the electric grid and the
wastewater treatment system.
Benefits to Oakland Residents
/ Promotes environmental justice by
proving the feasibility and scalability
of transforming the city's residential
blocks into neighborhoods that are
energy and water secure and resilient.
Lead: UC Berkeley, Chief Resilience
Officer, Public Works Department,
Planning and Building Department
Partners: Lawrence Berkeley National
Labs, Stanford University, and NASA
Launch Timeframe: Near -term (2 years)
for planning and policy development;
medium (3 to 5 years) for building
•
•
•
• HEALTHY
•
• ECONOMY
•
•
•
•
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•
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•
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Funding: The project was awarded
an initial $1,500,000 planning grant
by the California Energy Commission.
The project team is continuing to
seek additional funds to finance
planning and project development.
Related goals: Increase economic
security; Promote safe and healthy
neighborhoods; Maximize the value of
collective infrastructure investments
Challenges Addressed:
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Resilient Oakland 79
GOAL: REDUCE CURRENT AND FUTURE CLIMATE RISKS
IMPLEMENT THE 2016 UPDATE TO THE
ENERGY AND CLIMATE ACTION PLAN
Description Benefits to Oakland Residents
The Energy Climate and Action Plan
(ECAP) plan has been updated in
order to:
' Revives community engagement in
and familiarity with local and citywide
resilience and sustainability issues.
' Reprioritize action items to accurately I Re-establishes a sense of community
reflect accomplishments to date, ownership over the city's efforts to
items complete or substantially simultaneously combat and adapt to
underway, new community priorities, climate change.
and/or new opportunities and con- ► Ensures that environmental justice
straints; and remains a centerpiece of the City's
' Revise language where necessary to climate agenda.
better capture the original intent of Lead: Public Works Department
each action item, while accounting
for changes in the economic, social, Partners: All City departments;
technological, or climatic context. Chief Resilience Officer, Oakland
Climate Action Coalition and other
Feedback from implementing divisions, engaged community organizations,
partner agencies, community stakehold- business leaders, especially cleantech,
ers, and community business leaders, green, and small businesses.
will inform the update. The revised
ECAP will set priorities for the remain- Timeframe: Near -term (1 year) for
ing period leading up to the 2020 goal planning and medium -term (4 years)
year and establish the baseline on for ongoing implementation
which a 2030 ECAP will be predicated. Funding: ECAP implementation
Oakland's ECAP, adopted by Council is dependent on diverse ongoing
in 2012, was written with extraordinary funding for a wide array of actions.
community engagement. It contains 175 Related goals: Create more opportu-
action items across five thematic areas nities for collaborative government;
(Building Energy Use, Transportation Promote safe and healthy neigh -
and Land Use, Materials Use and Waste, borhoods; Provide urban greening
Community Engagement, and Adapta- for neighborhoods most in need.
tion and Resilience to Climate Change),
61 of which were three-year priorities.
The ECAP aims to achieve a 36 percent
reduction in greenhouse gas emissions
relative to 2005 levels by 2020.
80
Challenges Addressed:
GOAL: REDUCE CURRENT AND FUTURE CLIMATE RISKS
DESIGN AND IMPLEMENT A SOFT
STORY REFTROFIT PROGRAM
Description
Oakland is developing a program that
will provide limited financial support to
owners of soft -story apartment build-
ings for seismic retrofits. This program
will help the City enhance interdepart-
mental coordination and pilot stream-
lined processes to expedite soft -story
retrofits. Simultaneously, the City will
continue to explore policy tools, such
as a retrofit ordinance, that would more
effectively mitigate the hazard posed
by un-retrofitted soft -story buildings.
Soft -story apartment buildings are at
particular risk of structural damage or
even collapse from an earthquake due
to a lack of adequate strength in their
first story. They account for approxi-
mately 22,000 housing units in Oakland.
To enroll eligible properties in this pilot
program, the City will explore ways
to reach out to owners of soft -story
apartment buildings at risk of earth-
quake damage, including working with
rental housing associations, print and
media advertising, and direct mail to
owners of eligible buildings identified
during the City's preliminary screening.
In addition to the soft -story retrofit
program, which targets apartment
buildings of five or more units,
Oakland also received FEMA grant
funding to provide financial assistance
to owner -occupants for seismic
retrofits of one to four unit homes.
Benefits to Oakland Residents
' Helps prevent human injury, loss of
life, and damage to or loss of housing
units and reduce costs associated
with these negative impacts.
' Reduces displacement and keeps
residents in their homes following
a major earthquake, helping to
preserve Oakland's diversity and
reduce the costs of rapidly re-
housing displaced residents.
' Reduces recovery time from
an earthquake as residents in
stable housing can more readily
return to jobs and schools and
contribute to the local economy.
Lead: Housing and Community
Development Department
Partners: Planning and Building De-
partment, FEMA, California Governor's
Office of Emergency Services.
Timeframe: Outreach and compile
master list of eligible properties from
October 2016 to March 2017. Plan
check, construction, and inspections
from April 2017 to September 2019.
Funding: The City has received
$117,500 from FEMA for Phase I of the
program, which will include outreach
to owners of eligible properties,
establishment of a master inventory
list, and collection of owner consent
agreements. Phase II funding, up
to $2,882,500 for construction and
program implementation, will be
approved by FEMA if Phase I demon-
strates that the program is eligible.
Related goals: Increase economic
security; Promote safe and healthy
neighborhoods; Maximize the value of
collective infrastructure investments
Challenges Addressed:
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Resilient Oakland 81
FLAGSHIP ACTION
GOAL: REDUCE CURRENT AND FUTURE CLIMATE RISKS
IMPLEMENT THE PRELIMINARY
SEA LEVEL RISE ROAD MAP
Description
Through the resilience strategy
development process, Oakland has
developed a Preliminary Sea Level
Rise (SLR) Road Map, which includes
priority coordination and adaptation
actions to guide the City's work in
the near -term (through 2018).
The document seeks to:
' Summarize the most up-to-date
climate science, relevant policies and
regulations, and vulnerability and risk
assessments conducted to date;
' Identify information gaps and estab-
lish needs for further assessment;
82
' Provide the foundation and
guidance to develop a citywide
SLR adaptation plan; and
' Identify opportunities for engage-
ment, collaboration, and coordination.
Priority actions are grouped in the cat-
egories of: (1) community engagement
and collaboration, (2) regional coordi-
nation, (3) understanding neighborhood
vulnerabilities, and (4) enabling
climate -smart development. There are
a total of 22 actions in the Road Map,
three of which are featured below.
Photo by Greg Linhares, City of Oakland
Communicate SLR Risks
to the Community
As also identified in the Energy and
Climate Action Plan (ECAP), the
City will engage with the Oakland
community about SLR impacts, laying
the foundation for public discussion of
future planning decisions and adapta-
tion strategies. In partnership with local
community groups, the City will seek
to communicate information about SLR
impacts to the Oakland community,
particularly those who may be most
vulnerable, such as communities of
color and low-income communities.
Near -term opportunities include the
ECAP Update, Plan Downtown Oakland
outreach, and CORE and Neighbors
Helping Neighbors programs.
Enable and Use
Community -Generated Data
The City will seek opportunities for
residents to provide additional infor-
mation critical to SLR mapping efforts,
including factors affecting localized
flooding, such as areas of illegal
dumping, infrastructure conditions, and
unique neighborhood attributes. This
activity could be facilitated through a
partnership with a digital provider so
community partners can map neighbor-
hood -specific conditions for inclusion
in SLR adaptation plans and actions.
Identify Funding to Complete Citywide
Vulnerability and Risk Assessment
East Oakland and the Coliseum Area
have undergone vulnerability assess-
ments as part of the Adapting to Rising
Tides Program. In addition, the Port will
be assessing its maritime facilities, and
developing an implementation plan for
near- and long-term SLR adaptation
strategies. Additional community areas
such as West Oakland, the Central
Estuary, and Jack London Square are
also vulnerable and in need of similar
assessments. The City will identify fund-
ing to complete vulnerability and risk
assessments for vulnerable areas and
assets that have not yet been studied.
The City will seek to partner with the
Oakland Climate Action Coalition and
other local groups to ensure that resi-
dents in Oakland's vulnerable commu-
nities are engaged in the vulnerability
assessment process. In addition, the
City will collaborate with all appropriate
local, County, and regional agencies.
Benefits to Oakland Residents
/ Increases opportunities for residents
to learn about the potential impacts
of SLR on local neighborhoods and
more effectively plan for personal
impacts during storm events.
/ Strengthens communication between
and among residents and the City re-
garding critical safety issues, and facil-
itate greater participation among the
community in developing solutions.
/ Helps ensure that the City and
other agencies are taking a coor-
dinated and proactive approach
to SLR adaptation and planning.
Lead: Planning and Building
Department, Public Works Depart-
ment, Chief Resilience Officer
Partners: Many partners, including
San Francisco Bay Conservation and
Development Commission, Bay Area
Regional Collaborative, Alameda
County Flood Control District, Oakland
Climate Action Coalition, Resilient
Communities Initiative, Port of Oakland,
East Bay Regional Park District, Fed-
eral Emergency Management Agency,
Pacific Institute, among others.
Timeframe: 2016 to 2018
Funding: Oakland is seeking funding
to complete many of the actions
Related goals: Build community
engagement and trust in decision -mak-
ing; Create more opportunities for
collaborative government; Use data to
drive decisions; Promoting safe and
healthy neighborhoods; Maximize value
of collective infrastructure investments.
Challenges Addressed:
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Resilient Oakland 83
GOAL: REDUCE CURRENT AND FUTURE CLIMATE RISKS
IMPLEMENT HIGH -PRIORITY ACTIONS FROM
THE LOCAL HAZARD MITIGATION PLAN
Description
Oakland will prioritize the 21 mitigation
strategies outlined in Oakland's 2016
to 2021 Local Hazard Mitigation Plan
(LHMP). Mitigation strategies in the
LHMP include retrofitting building and
facilities to reduce earthquake risks,
infrastructure improvements to reduce
temporary flooding and permanent in-
undation, fire prevention strategies, and
emergency planning and preparedness.
These mitigation strategies seek to
reduce potential damage to infrastruc-
ture and the dislocation and disruption
to Oaklanders' lives resulting from a
hazard. In addition, the LHMP seeks to
ensure that all future Specific Plans and
General Plan updates include an analy-
sis of projected sea level rise and other
hazards that are projected to become
more extreme as a result of climate
change, and where necessary, incorpo-
rate appropriate mitigation strategies.
The plan recognizes that climate
change threatens Oakland with both
discrete shocks (coastal floods,
increased wildfire risks) and continual
or periodic stresses (rising seas and
droughts). Oakland's low-income resi-
dents, communities of color, the elderly,
and children may be disproportionately
vulnerable to these increasing threats.
Benefits to Oakland Residents
/ Reduces the loss of life and property
from hazards.
/ Improves recovery time in the event of
a disaster and safeguards Oakland's
economic welfare, reducing disloca-
tion and disruption.
84
/ Preserves environmental quality
by minimizing damage to natural
resources from identified hazards.
Lead: The implementation of actions will
be led by various departments, includ-
ing Planning and Building Department,
Public Works Department, Fire Depart-
ment (Emergency Management Ser-
vices Division) and the Port of Oakland
Partners: Federal Emergency Man-
agement Agency, State of California
Office of Emergency Services , Asso-
ciation of Bay Area Governments
Timeframe: 2016 to 2021
Funding: Oakland is seeking
funding to implement several
of the mitigation strategies
Related goals: Promoting safe and
healthy neighborhoods; Provide
urban greening for neighborhoods
most in need; Maximize value of
collective infrastructure investments
Challenges Addressed:
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Photo courtesy of BART, http://www.bart.gov/sites/default/files/314115639_622b2ff12c.jpg
GOAL: REDUCE CURRENT AND FUTURE CLIMATE RISKS
ASSESS EQUITY IMPACTS AND FEASIBILITY OF
100-PERCENT CLEAN AND RENEWABLE ENERGY
Description
The City of Oakland is working with
community based organizations, philan-
thropies, nonprofits, and the Urban Sus-
tainability Directors Network to assess
the equity impacts of transitioning to a
100-percent electricity supply provided
by renewable energy. A future powered
by renewable energy has the potential
to lower greenhouse gases and mitigate
against the potentially devastating con-
sequences of climate change. However,
the transition to this future must be
managed in ways that address historic
inequities in the way energy is provided.
This includes the impacts associated
with the siting of renewable energy
facilities such as solar photovoltaic and
geothermal systems, the cost implica-
tions for low-income households, and
the workforce impacts of transitioning
from existing power sources. Additional
issues will likely arise as community
groups discuss the issue and identify
the ways in which energy affects the
lives of people of color and low income
communities. This work remains in
early stage, as the City and its partners
seek additional financing, organizational
alignment, and strategy guidance.
Benefits to Oakland Residents
/ This assessment has the potential
to increase equity conditions
for all residents by proactively
addressing impacts on this issue.
/ Implementation of the assessment
may improve economic and job
development prospects, reduce
the potential for inequities in siting
energy facilities, and increase
fairness in the delivery of new
technologies, improvements, and
infrastructure related to energy.
Lead: Public Works Department,
Chief Resilience Officer, and
community -based organizations
Partners: Sierra Club, Solutions Project,
Center for Social Inclusion, Urban
Sustainability Directors Network,
foundations, and philanthropies
Timeframe: Near -term (1 to 2
years) for analysis, coordination,
and solution development
Funding: Oakland was selected
as part of a Kresge -funded study
of equity impacts in renewable
energy in 2016. Additional studies
funding City and community -based
organizations are being pursued.
Related goals: Increase eco-
nomic security; Promote safe
and healthy neighborhoods
Challenges Addressed:
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Resilient Oakland 85
GOAL: REDUCE CURRENT AND FUTURE CLIMATE RISKS
IMPROVE COMMUNITY RESILIENCE
THROUGH RISK MODELING
Description
The City of Oakland will explore
launching a pilot project to more
effectively integrate risk assessment
and mitigation planning resources
into the larger array of community
planning processes. This will include
working with the community to identify
appropriate "points of intervention" for
the integration of relevant models, tools,
and methods into the local planning
process. Efforts will be made to ensure
that a reasonable number of community
planning examples are used in order to
capture a sufficient range of points of
intervention and subsequent strategies
relevant to all applicable planning areas.
The end result is to identify opportuni-
ties for identifying and reducing hazard
risks in support of the overall mission
of supporting community resilience.
Example 1: Integrate new risk reduction
models, tools, and methods into
existing plans such as the General
Plan, neighborhood and area plans,
green infrastructure planning pro-
cesses, etc., as may be appropriate.
Example 2: Introduce approach-
es that can be "banked" for
integrating into the next 5-year
hazard mitigation plan update.
Benefits to Oakland Residents
City staffers, stakeholders, partners,
and residents of the City of Oakland
and Alameda County will benefit
from an increased awareness of the
models, tools, and methods available
to enhance community resilience.
86
These resources will be used to further
integrate risk reduction principles
and practices into a wide array of
existing community planning processes.
Specific opportunities may include
tools for environmental justice, green
infrastructure, and any perceived
"gaps" in local planning resources.
Lead: Chief Resilience Officer
Partners: National Oceanic and Atmo-
spheric Administration Office for Coast-
al Management; U.S. Department of
Housing and Urban Development Office
of Policy Development and Research;
American Planning Association; Associ-
ation of State Floodplain Managers; Na-
tional Association of Counties; AECOM
Timeframe: Fall 2016
Funding: Paid for by the
partners listed above
Related goals: Apply data -driven
principles to inform decision -making;
Promote safe and healthy neigh-
borhoods; Provide urban greening
for neighborhoods most in need
Challenges Addressed:
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440
Photo by Greg Linhares, City of Oakland
GOAL: PROVIDE URBAN GREENING FOR NEIGHBORHOODS MOST IN NEED
IDENTIFY AND LEVERAGE FUNDING
OPPORTUNITES FOR PRIORITY
CONSERVATION AREAS
Description
The City and its community partners will
seek to identify and leverage funding
opportunities for investing in Priority
Conservation Areas (PCAs) using
the equity checklist adopted by City
Council resolution and developed by
the Oakland Climate Action Coalition,
as a framework for prioritization.
City staff will work with community
leaders to develop a formal community
engagement process for prioritizing
projects and allocating funding, which
will be informed by the work done
under Action: Develop principles for
community engagement in Oakland.
PCAs are prioritized by regional
agencies for targeted investments
in parks, urban greening, nature
preservation and rehabilitation,
recreation activities, planning efforts,
and other programs. A recent update
to Plan Bay Area30 has allowed PCAs
to be designated to provide funding
opportunities for urban greening
which includes, creek and habitat
protection, use of plants and soil to
treat stormwater and improving food
sources in urban environments.
The designation of Oakland's PCAs had
significant contribution from community
stakeholders, including neighborhoods
challenged by environmental impacts,
food access, and parks deficits.
Measure AA, the "San Francisco Bay
Clean Water, Pollution Prevention and
Habitat Restoration Program,"is also
a potential funding opportunity for
possible Oakland PCA projects. Measure
AA is projected to raise about $25
million per year to restore wetlands
and protect shorelines throughout the
nine -county San Francisco Bay Area.
Benefits to Oakland Residents
/ Generates investment in parks,
open space, creek restoration,
rain gardens, green streets and
other forms of urban greening.
' Promotes cohesive and
engaged communities.
' Ensures that City planners have
a more complete picture of the
conservation, restoration, and
environmental justice needs of
disadvantaged communities.
' Increases equity in allocation of
climate and resilience resources.
Lead: Public Works Department,
Planning and Building Depart-
ment, Chief Resilience Officer
Partners: Oakland Climate Action
Coalition, Association of Bay
Area Governments, San Francisco
Bay Restoration Authority
Timeframe: Near -term (1 to 3 years)
Funding: The City and partners will
seek funding guided by the equity
checklist, including Measure AA grants
Related goals: Increase eco-
nomic security; Promote safe
and healthy neighborhoods
Challenges Addressed:
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Resilient Oakland 87
GOAL: PROVIDE URBAN GREENING FOR NEIGHBORHOODS MOST IN NEED
UPDATE THE STORM DRAINAGE MASTER
PLAN TO GUIDE FUTURE INVESTMENT
IN STORMWATER MANAGEMENT
Description
The City of Oakland will develop an
updated Storm Drainage Master Plan
(SDMP) that will include a comprehen-
sive asset management system and
state -of -the art modeling that evaluates
how the system performs under differ-
ent storm scenarios and incorporates
precipitation changes and sea level
rise due to climate change. The City's
existing 2006 SDMP, has fallen out of
date and the storm drainage system is
in critical need of maintenance, repairs,
and upgrades. The SDMP will be used to
identify critical maintenance and im-
provement projects that will reduce po-
tentially costly and dangerous flooding.
The updated SDMP aims to be a living
document that is continuously updated
as a vital tool for guiding investment
in the City's storm drainage system.
Because of the topography of Oakland,
flooding hotspots typically coincide
with low-income neighborhoods.
The City will explore using an equity
checklist to guide the project prioriti-
zation process, potentially overlaying
socio-economic data with modeling
on flooding hotspots and other
known stormwater problem areas. As
described in the Oakland Preliminary
Sea Level Rise Road Map, the City will
also seek opportunities for residents
of Oakland neighborhoods to provide
information on factors affecting
localized flooding. This activity could
be facilitated through a partnership
with an online engagement platform,
so community members can map
hot spots for creek or coastal -caused
flooding they are already experi-
encing in their neighborhoods.
88
Benefits to Oakland Residents
/ Neighborhoods and streets are
less likely to flood during storm
events, reducing the risk of damage
to homes, injury, or disruption
to transit or daily routines.
Lead: Public Works Department
Partners: Alameda County Flood
Control and Water Conservation District
Timeframe: Near -term (1 to 2 years)
Funding: Public Works Department is
working to identify a funding source
Related goals: Promote safe and
healthy neighborhoods; Apply da-
ta -driven principles to decision -making;
Maximize the impact of collective
infrastructure investment
Challenges Addressed:
Photo by Greg Linhares, City of Oakland
GOAL: PROVIDE URBAN GREENING FOR NEIGHBORHOODS MOST IN NEED
PRIORITIZE PARKS AND OPEN SPACES
USING RESILIENCE -RELATED CRITERIA
Description
The City is developing conceptual plans
and budgets for approximately 20 Parks
and Open Space projects (including
park facilities) as part of a Parks Project
Prioritization Development program.
The plan will allow the City to define
scopes and complete preliminary
design and cost estimates for projects,
which is instrumental in positioning
the City for grant opportunities. The
sites will be evaluated against a range
of resilience related criteria including
equity, health and safety, environmental
and economic performance, and
operation and maintenance feasibility.
Community engagement will be
an integral part of the process. The
Office of Parks and Recreation (OPR)
holds annual feedback sessions with
communities throughout the City and
receives feedback from the public who
provides input through Council Offices
about local parks and recreational
facilities. Staff maintains communication
with numerous community groups
and non-profit organizations, such
as Oakland Park Coalition, Oakland
Parks and Recreation Foundation,
Measure DD Coalition, to understand
the priorities and concerns. Having
the Park Project Prioritization list has
allowed community groups to support
and focus on priorities as well as
partner with the City to implement
some of the projects. During the project
development process, consultants
will work with staff to incorporate
limited outreach to users for input in
determining project scopes. When
project funds are obtained, expanded
outreach and design confirmation and
refinement will be incorporated as part
of the project implementation process.
Benefits to Oakland Residents
/ Greater impact and benefit of invest-
ments in park improvement projects.
/ Improved access to park
and recreation facilities.
Lead: Public Works Department
Partners: Parks and Recreation
Department, Oakland Parks
and Recreation Foundation
Timeframe: Plan will be
complete in early 2017
Funding: General Fund (funded);
implementation of the projects could be
funded through Measure KK (potential
infrastructure bond). This Bond will ask
voters in November 2016 to invest as
much as $600M in safer streets and
sidewalks, improved libraries and parks,
and upgrades to Oakland's public safety
buildings and fire stations —to renovate
them, make them more environmentally
sustainable and less costly to maintain.
In addition, the City can leverage the
bond fund for potential capital improve-
ment funds such as grants, foundations,
donations, and state bonds.
Related goals: Promote safe and
healthy neighborhoods; Use data to
drive decisions; Maximize the impact
of collective infrastructure investment.
Challenges Addressed:
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Resilient Oakland 89
GOAL: PROVIDE URBAN GREENING FOR NEIGHBORHOODS MOST IN NEED
DEVELOP A GREEN INFRASTRUCTURE PLAN
TO IMPROVE SOCIAL, ENVIRONMENTAL,
AND ECONOMIC OUTCOMES
Description
Green infrastructure (GI) is an approach
to stormwater management that
protects, restores, or mimics the natural
water cycle. In addition to improving
San Francisco Bay water quality, GI
provides co -benefits such as the
creation/protection of open space,
reduced urban heat-island effect,
improved air quality, and reduced flood
risks. The City is developing a GI Plan
to identify areas of opportunity and
standards for inclusion of GI in public
capital projects, such as streetscape
renovations, parks projects, and parking
lot retrofits. Opportunity areas for GI
projects will be informed by multiple
criteria, such as ability to meet regula-
tory requirements, cost efficiency, space
availability, and equity considerations.
Not only will the GI Plan ensure that
the City complies with Clean Water Act
requirements, it will also be a multi -fac-
eted guide for the City's GI efforts.
The City is also exploring the develop-
ment of an integrated project devel-
opment process as a part of this plan
to help integrate GI into City plans and
to enhance effective communication
between departments, and vertically
between the City Council, Office of
the Mayor, Department of Transpor-
tation, and Planning and Engineering
and Operations. The process would
include the following actions:
/ Creating a Resilience Delivery Team
for design review: this would be a
multi -discipline, cross -departmental
group comprised of internal staff
members (including planners,
environmental, maintenance/
operations, etc.) that will review
projects during their early develop-
ment phase for GI opportunities;
90
/ Developing a detailed project
checklist: this would illustrate the
entire typical project development
cycle steps, including: funding
sources/conditions, planning, design,
construction and O&M; and including
actions available that will act to
ease integration of GI features into
a range of project types; and
' Preparing design and implementation
guidance for inclusion of green infra-
structure in transportation projects.
May be incorporated as a chapter in
Oakland's Complete Streets Plan.
As part of this process, the City will also
seek funding to develop an Urban For-
estry Master Plan (UFMP), which would
include an overall tree planting goal
and annual target, to expand the urban
forest and provide a variety of benefits,
including improving air quality and car-
bon sequestration. As part of the UFMP,
the City will look for opportunities
to incorporate stormwater tree wells
into tree planting areas to maximize
the benefits that could be achieved
through the planting of additional trees.
The City will also explore using digital
cost -benefit tools to demonstrate the
triple bottom line (economic, social,
and environmental) benefits of GI
projects. For example, AutoCASE is
useful for determining triple bottom line
returns associated with infrastructure
projects at sizes ranging from small
(e.g., $500,000) to extremely large ($1
billion+). Including the valuation of sus-
tainability benefits, in additional to more
traditional financial returns, can help the
City maximize the benefits of its invest-
ments in grey and green infrastructure
for Oakland's residents and businesses.
Benefits to Oakland Residents
' Improves water quality of
local creeks, lakes and the San
Francisco Bay for safer recreation
and healthier ecosystems.
' Reduces the risk of flooding and
resultant disruption of services
and damage to properties.
' Increases urban greening amenities
in Oakland neighborhoods contrib-
uting to general improvement in
the public realm including aesthetic
improvements and better liveability.
' Improves neighborhood safety
through increased walkability
and reduced traffic.
' Improves health -related issues
such as reduced air pollution,
lower ambient air temperature.
Lead: Public Works Department,
Stormwater Management Divi-
sion, Chief Resilience Officer
Partners: Planning and Building
Department, Engineering and
Operations Division, Transportation
Department, Environmental Services
Division, Tree Services Division, Ala-
meda County Flood Control District,
Association of Bay Area Governments,
San Francisco Estuary Institute
Timeframe: Framework for the Green
Infrastructure Plan prepared by
June 2017. Final Green Infrastruc-
ture Plan completed by 2019.
Funding: No existing dedicated
source of funding for the planning,
design, or implementation of Green
Infrastructure. The City hopes to
leverage existing resources by incorpo-
rating GI wherever possible with other
planned capital improvement projects
(streetscapes, facility renovations, park
improvements) and will seek funding
through grants and other sources.
Related goals: Promote safe and
healthy neighborhoods; Create more
opportunities for collaborative govern-
ment; Maximize the value of collective
infrastructure investment; Apply da-
ta -driven principles to decision -making
Challenges Addressed:
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Resilient Oakland 91
GOAL: MAXIMIZE VALUE OF COLLECTIVE
INFRASTRUCTURE INVESTMENTS
APPLY A RESILIENCE, MOBILITY AND
EQUITY LENS TO ASSESS AND SELECT
CAPITAL IMPROVEMENT PROJECTS
Description
The City Council adopted legislation
submitting Meausre KK (potential
infrastructure bond) to the voters
in November 2016. The legislation
requires the City to consider four
areas when choosing bond funded
projects: 1) social and geographic
equity, 2) how projects address the
City's core capital assets, 3) how
projects maintain or decrease existing
operation and maintenance costs,
and 4) how projects address energy
consumption, mobility, and resilience.
Additionally, as the City conducts
its biennial Capital Improvement
Plan, the City will explore
establishing an integrated and
holistic Resilience Delivery Team
that builds City's capacity to:
' Aim for equitable outcomes;
' Leverage actions across a broad
group of stakeholders;
' Consider cross -jurisdictional
implications (i.e., intercity,
regional, national, global);
' Consider impacts of multiple
shocks and stresses identified
through a broad risk and
hazard assessment; and
' Aim for short, medium, and
long-term triple bottom line
benefits including economic,
environmental, and social goals.
Benefits to Oakland Residents
' Ensures equity in the capital
improvement planning process.
92
' Integrates planning processes
to achieve multiple benefits,
including climate action and other
resilience activities to help the City
and its partners fulfill Oakland's
resilience goals more holistically
in the short and long term.
Lead: City of Oakland
Partners: Oakland community
organizations, Rebuild by Design
Timeframe: Launch Fall 2016
Funding: Internal and external resources
Related goals:Promote safe and
healthy neighborhoods; Promote
urban greening for neighborhoods
most in need; Apply data -driven
principles to decision -making
Challenges Addressed:
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Photo by Greg Linhares, City of Oakland
Photo by Greg Linhares, City of Oakland
GOAL: MAXIMIZE VALUE OF COLLECTIVE
INFRASTRUCTURE INVESTMENTS
SUPPORT ESTABLISHING A JOINT
POWERS AGENCY FOR COMMUNITY
CHOICE AGGREGATION PROGRAM
Description
Alameda County, with input from its
cities, is considering forming a Joint
Powers Agency (JPA) to purchase
and sell electricity to its residents
and businesses as a Community
Choice Aggregator (CCA), under the
name East Bay Community Energy.
This program would allow East Bay
Community Energy to serve as the
provider of electricity for the residents
and businesses of each city and county
that chooses to participate. East Bay
Community Energy would increase the
amount of renewable energy provided
to residents, lowering the carbon
footprint of homes and businesses.
The CCA program is designed to create
equity in delivering clean energy. To
ensure that the community's voice
is reflected in the JPA, a Community
Advisory Board has been established
with its head serving as a non -voting
member on the JPA Board of Directors.
The CCA's feasibility study gave specific
analysis of the impact of the CCA on
creating local solar jobs. CCA's have
the ability to create local programs
to support electric vehicles, energy
efficiency upgrades, and other projects
that replace aging infrastructure in
Oakland. By focusing on local clean
energy projects, East Bay Commu-
nity Energy could also spur local job
growth, with estimates between 160
to 455 average annual jobs in the
construction sector, and 752 to 1,617
total average annual jobs in the County.
The JPA further provides a priority
for prevailing wage and union jobs.
Benefits to Oakland Residents
' Lowers electricity bills and reduces
greenhouse gas emissions for the
entire community, and supports
Oakland's equitable transition
to a clean energy economy.
' Creates hundreds of local jobs,
including in the construction sector.
Lead: City of Oakland
Partners: Oakland community
organizations, Rebuild by Design
Timeframe: Launch Fall 2016
Funding: N/A
Related goals: Promote safe and
healthy neighborhoods;Promote
urban greening for neighborhoods
most in need; Apply data -driven
principles to decision -making
Challenges Addressed:
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Resilient Oakland 93
GOAL: MAXIMIZE VALUE OF COLLECTIVE
INFRASTRUCTURE INVESTMENTS
EXPLORE INNOVATIVE FINANCING TOOLS FOR
RESILIENCE PROJECTS, INCLUDING ECOBLOCKS
Description
Any innovative resilient project or
initiative will require new thinking
around how to leverage assets and
financial tools to make it sustainable.
Oakland's resilience depends on the
ability to reliably finance adaptation to
a rapidly changing and complex future.
As part of the EcoBlock project,
the City is working with the State
Treasurer's Office, UC Berkeley, and
other public finance experts to explore
innovative business and financing
models, such as eco-Community
Facilities Districts or other types of
financing districts. The purpose is
to finance and scale deployment of
clean and renewable technologies and
seismic retrofits to adapt Oakland's
housing sector. As part of the EcoBlock
project, the City and project partners
will develop new financing frameworks
and tools to scale of EcoBlock
throughout Oakland and beyond.
94
Benefits to Oakland Residents
/ Enabling City staff to pursue tradi-
tional and nontraditional financing for
climate action and other resilience
activities will help the City and its
partners fulfill Oakland's resilience
goals faster and more sustainably.
Lead: City Administrator's Office
Partners: State Treasurer's
Office, UC Berkeley
Timeframe: Fall 2017
Funding: N/A
Related goals: Apply data -driven
principles for decision making; Provide
urban greening for neighborhoods
most in need; Reduce current and
future climate and seismic risks
Challenges Addressed:
Photo by Greg Linhares, City of Oakland
ACKNOWLEDGEMENTS
Steering Committee and Local Partners
Asian Pacific Environmental Network
Vivian Huang, Campaign and Organizing Director
Arnold Perkins, Human Rights Activist
Parin Shah, Senior Strategist
Bay Area Rapid Transit (BART)
Maria Blagg, Emergency Manager
Bay Conservation and Development Commission
Larry Goldzband, Executive Director
Lindy Lowe, Project Manager, Adapting to Rising Tides
California College of the Arts
Rachel Berger
Rod Cavazos
Susan Worthman
Children's Hospital and Research Center Oakland
Bert Lubin, President/CEO
Dayna Long, Director of Social Determinants of Health
City of Oakland
Sabrina Landreth, City Administration
Tomiquia Moss, Chief of Staff to Mayor Libby Schaaf
Data Eaters
Gustavo Cortes
Nitin Kumar
East Bay Community Foundation
James Head, President/CEO
David Pontecorvo, Interim Director, Community Investment and Partnerships
East Bay Housing Organization
Gloria Bruce, Executive Director
East Bay Municipal Utilities District
Richard Harris, Water Conservation Manager
FSG
Philippe Sion, Tiffany Clarke, Miya Cain
96 Resilient Oakland
Greenlining Institute
Sasha Werbler, Economic Equity Director
Heart of the Town Productions
Samee Roberts, Owner, Executive Director
[In]City Instructors
Eric Anderson
Alison Ecker
Dave Koo
Rick Kos
Aaron Welch
Ginnette Wessel
[In]City Students, University of California, Berkeley
Karen Limon Corrales
Jasmine C. Humphries
Nicole Manz
Patrick Pelegri-O'Day
Andrew Trillo
Jump Associates
Udaya Patnaik, Co -Founder
Kiva
Valerie Bellande, Senior Business Development Manager
Brian McKeown, Program Coordinator
Jonny Price, Senior Director, Kiva U.S.
Oakland Climate Action Coalition
Shiva Patel, Energy Solidarity Collective, representing OCAC Steering Committee
Corinne Van Hook, Rooted in Resilience, representing OCAC Steering Committee
Oakland Community Organizations (OCO)
Amy Fitzgerald, Executive Director
Oakland Metropolitan Chamber of Commerce
Barbara Leslie, President/CEO
Oakland Unified School District
Valerie Goode, Deputy Chief
SPUR
Laura Tam, Sustainable Development Policy Director
The Unity Council
Chris Iglesias, CEO
Urban Economy Group
Ahmad Mansur, Partner
Resilient Oakland 97
Urban Strategies Council
Steve Spiker, Director of Research and Technology
US Department of Housing and Urban Development
Ophelia Basgal, Regional Administrator
Joshua Geyer, Program Analyst, Office of Economic Resilience
Dwayne Marsh, Senior Advisor, Office of Economic Resilience
Julie Nelson, Senior Vice -President, Center for Social Inclusion
Vision Architecture
Stephanie Hayden, CEO and Chief Vision Officer
West Oakland Environmental Indicators Program
Brian Beveridge, Co-founder/Co-Director
Margaret Gordon, Co-founder/Co-Director
Y-PLAN
Shirt Buss, Creative Director
Amanda Eppley
Deborah McKoy, Executive Director
City of Oakland Team
Lead Team
Kiran Jain, Chief Resilience Officer
Karen Boyd, Communications Director (Working Group Co -Chair)
Claudia Cappio, Assistant City Administrator
Jose Corona, Office of the Mayor (Working Group Co -Chair)
Christine Daniel, Assistant City Administrator
Ethan Guy, City Administrator Analyst
Tomiquia Moss, Chief of Staff, Office of the Mayor
Matt Nichols, Director of Transportation & Infrastructure, Office of the Mayor
City of Oakland Resilience Delivery Team
Ain Bailey
Tim Birch
Sarah Bedford (Director, Human Services)
Michelle Byrd (Director, Housing and Community Development)
Lin Chin
Estelle Clemens
Maggie Croushore
Joe DeVries
Greg Elliott
Leslie Estes (Working Group Co -Chair)
Amanda Feinstein
Rachel Flynn (Director, Planning and Building)
Aliza Gallo
Mai -Ling Garcia (Working Group Co -Chair)
Mark Hall
Jonathan Halpern -Finnerty
Daniel Hamilton (Working Group Co -Chair)
Harry Hamilton
98 Resilient Oakland
Kristin Hathaway (Working Group Co -Chair)
Shayna Hirshfield-Gold
Bradley Johnson
Heather Klein
Steve Lautze
Brooke Levin (Director, Public Works)
Scott Means
Danielle Mieler
Mike Neary
Alicia Parker
Genevieve Pastor -Cohen
Dana Perez -St. Denis
Marisa Raya (Working Group Co -Chair)
Devan Reiff
Maryann Sargent
Mark Sawicki (Director, Economic and Workforce Development)
Jonathan Segarra
David Silver
LaTonda Simmons
Lily Soohoo
Bruce Stoffmacher
Jamie Turbak
Jessie Warner
Joanna Winter
Resilience Interns & Fellows
Allan Kapoor, Semaj Blackwood, Jack Lundquist,
Zoe Siegel, Chelsea Wurms, Ayushi Roy
Building a Resilient Oakland: It Takes a Town
Cynthia Armour, Bike Oakland
Ain Bailey, City of Oakland
Mario Balcita, Hope Collaborative
Brian Beveridge, West Oakland Environmental Indicators Project
Brytanee Brown, TransForm CA
Christine Calabrese, City of Oakland
Joe DeVries, City of Oakland
Robin Freeman, Merritt College
Mai -Ling Garcia, City of Oakland (Working Group Co -Chair)
Margaret Gordon, West Oakland Environmental Indicators Project
Dena Gunning, City of Oakland
Silvia Guzman, The Unity Council
Harry Hamilton, City of Oakland
Shayna Hirshfield-Gold, City of Oakland
Janice Hunter, West Oakland Environmental Indicators Project
Kiran Jain, City of Oakland
Michael Kaufman, No Coal in Oakland
Ray Kidd, West Oakland Environmental Indicators Project
Earl Koteen, Sunflower Alliance
Jose Lopez, Communities for a Better Environment
Jennifer Lucky, Alameda County Public Health Department
German Martinez, Alameda County Public Health Department
Sharon McKellar, City of Oakland
Resilient Oakland 99
Sona Mohnot, Greenlining Institute
Alicia Parker, City of Oakland
Shiva Patel, Energy Solidarity Co-op / Oakland Climate Action Coalition
Ronald Pineda, Open Oakland
Neil Planchon, Open Oakland
Amee Raval, Asian Pacific Environmental Network
Dana Riley, City of Oakland
Ayushi Roy, City of Oakland
Sara Serin-Christ, City of Oakland
Susan Shelton, City of Oakland
Iris Starr, City of Oakland
Sandy Taylor, City of Oakland
Beth Teper, Oakland Climate Action Coalition
Jessica Tovar, Local Clean Energy Alliance
Ellie Tumbuan, Open Oakland
Zach Wald, City of Oakland
Emi Wang, Greenlining Institute
Jessie Warner, City of Oakland
Charlene Wedderburn,Hoover Foster Neighborhood
Jennifer West, TransForm CA
Joanna Winter, City of Oakland
Melanie Wofford, It's All About the Green
Sea Level Rise Working Group Participants
Dana Brechwald, Oakland Disaster Recovery Program
Alison Brooks, Bay Area Regional Collaborative
Warner Chabot, San Francisco Estuary Institute
Arietta Chakkos, ABAG
Alicia Chakrabarti, East Bay Municipal Utility District
Michael Conner, East Bay Discharge Authority
Shirley Dean, Citizens for Eastshore Park
Elizabeth Felter, San Francisco Bay Conservation and Development Commission
Sandra Hamlat, East Bay Regional Parks District
Matt Herberger, Pacific Institute
Michelle Iblings, Alameda County Flood Control District Division
Joshua Polston, Port of Oakland
Bruce Riordan, Climate Readiness Institute
Courtney Rosiek, Jack London Improvement District
Brian Rowley, Caltrans
Rohin Saleh, Alameda County Public Works
Richard Sinkoff, Port of Oakland
Beth Teper, Institute for Sustainable Policy Studies - Merritt College
Cameron Wilson, Program Manager
Norman Wong, BART
Beckie Zisser, Save the Bay
100 Resilient Oakland
Platform Partners
Gabriel Scheer, Matt Conway, Rose Mary Kennedy,
Chad Lundberg, frog design inc.
Ian Mitroff, UC Berkeley Center for Catostrophic Risk Management
Steph Larocque, John Williams, Ryan Meyers, Impact Infrastructure
Amy Chester, Tara Eisenberg, Lynn Englum, Rebuild by Design
Antwi Akom, Aekta Shah, Tessa Cruz, Streetwyze
Strategy Partner, AECOM
Claire Bonham -Carter, Kris May, Melissa Higbee,
Erica Harris, Julie Guyenet, Marcy Monroe, Matthew
Smith, Rebecca Verity, Amruta Sudhalkar
100 Resilient Cities
Corinne LeTourneau, Anna Friedman, Max Young, Paul Nelson
Resilient Oakland 101
AKLAND PLAYBOOK
H
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Developing Resilient Oakland has been a demanding
two-year process due to the range of immediate
and long-term economic, social and environmental
challenges facing Oakland. The strategy development
has involved the participation of many City staff
across different departments, regional agencies,
and members of local community organizations.
The first phase of the process led to the
Preliminary Resilience Assessment (PRA),
which reviewed Oakland's existing level of
resilience and identified high -priority areas
for future study as part of the second
phase. The PRA development process
involved a number of distinct exercises en-
gaging a cross -departmental City working
team to ensure the breadth and depth of
current resilience efforts, as well as current
risks faced by the City and community,
were understood and documented. The
process included a day -long event held
in March 2015 to launch Resilient Oakland
and the 2015 Community Resilience Chal-
lenge led by Bay Localize, now Rooted in
Resilience. This gave over 120 participants
invited from local community groups, re-
gional organizations and City departments
the opportunity to hear from speakers on
some of Oakland's main resilience chal-
lenges, such as social and economic ineq-
uity (from Urban Strategies Council), food equity and access to basic needs (from
the Food Policy Council), housing (from Causa Justa and City of Oakland) and
sea level rise (from the Bay Conservation and Development Commission). Partic-
ipants also took part in an interactive working session to identify, prioritize and
then rate the most important factors that contribute to a more resilient Oakland.
102 Resilient Oakland
A key output of the PRA was identifying five discovery areas around
which the second phase of work was focused, with the goal of iden-
tifying actions that could help build a more resilient Oakland:
/ Prosperous Residents and Families: Promote the prosperity of residents and
families through a more coordinated and comprehensive approach to increasing
access to good jobs, building wealth, and fostering economic development.
/ Staying Rooted in Oakland: Identify what long-term residents of Oakland
(especially the most vulnerable) need to be able to stay and what new residents
need to be able to integrate in a way that preserves and reinforces community
character.
/ Living in Safe and Secure Neighborhoods: Identify innovative approaches for
reducing violent crime and building community trust in law enforcement
and justice.
/ Benefiting from Public Infrastructure: Identify which public infrastructure proj-
ects will have the most impact on resilience and determine how they should be
coordinated, sequenced, and financed.
/ Recovering Quickly from Adversity: Identify what Oakland's most vulnerable
residents need to build their personal and community resilience.
Photo by Ayushi Roy, City of Oakland
Resilient Oakland 103
Integral to the work within each of these discovery areas was to consider how
Oakland should redefine how it engages with the community, works across City
departments, and uses data in its everyday work. Consequently, creating the
Resilient Oakland playbook involved a number of working group meetings around
each of these discovery areas to define potential actions for inclusion. Key meet-
ings included:
/ A workshop bringing together landlords, tenants, City staff facilitated by frog
design to identify opportunities for improving the Rent Adjustment Program
' Two meetings of a sea level rise working group to review current sea level rise
activities and contribute to the development of a sea level rise road map to help
Oakland become better prepared now for future sea level rise
' An interdepartmental meeting to consider current barriers and opportunities to
integrating more green infrastructure into underserved areas of the city
' A meeting to evaluate progress to date and to update the Energy and Climate
Action Plan
' A series of workshops by West Oakland Environmental Indicators Project,
Streetwyze, the City and Rebuild by Design to collaborate on how to develop a
new mode of community engagement for the City of Oakland and its residents
' Meetings with IHS Markit and staff from City departments to review economic
development and workforce development data analysis and strategies
' A meeting about data visualization with Oakland Police Department and Bayes
Impact, as part of the City's Startup in Residence Program
/ Meetings with Greenlining and Urban Strategies Council to discuss financial
inclusion data analysis and strategies
' Two Oakland Economic Security & Wealth Building Working Group meetings
to discuss how to deepen the City's collective impact work in Oakland around
economic resilience
' A series of roundtables as part of Oakland Thrives run by the Youth Ventures
Joint Powers Authority and leaders from the public, business, and nonprofit
sectors, the faith community, and Oakland neighborhoods to take a cross -sector
collaborative approach to health, education, and wealth/income for the long
term well-being of Oakland's children, youth and their families
' An interdepartmental resilience visioning session facilitated by FSG underwrit-
ten by Rockefeller Foundation's 100 Resilient Cities
Additionally, the City of Oakland is grateful for the number of part-
ners through the 100 Resilient Cities program and beyond which have
provided over $750,000 worth of services (at no cost to the City)
including IHS Markit, Rebuild by Design, Streetwyze, frog design, Impact
Infrastructure/Autodesk, Jump Associates, Vision Architecture, Data Eaters,
AECOM and services still to be realized by Veolia and NOAA/HUD.
104 Resilient Oakland
Oakland Pri
ftP
MIL
Appendix B: Summary of Actions
Action Name
Resilience Value
THEME: BUILD A MORE TRUSTWORTHY AND RESPONSIVE GOVERNMENT
GOAL: DESIGN EQUITABLE AND MEASURABLE COMMUNITY ENGAGEMENT
Challenges Addressed:
Develop principles for
community engagement
in Oakland
Pursue Partners
for Places Equity
Pilot to support
ongoing collaborative
engagement
Improve use of metrics
to promote equitable
outcomes
City
Administrator's
Office
Pro bono services I Fall 2016
provided by
Rebuild by Design
and Streetwyze
I City of Oakland Funding needed
Public Works
I Department
City
Administrator's
Office
Rockefeller
Foundation
Near -term
(1 to 2 years)
I Near -term
(1 to 2 years)
•
•
•
•
•
•
Promotes cohesive and
engaged communities
Promotes leadership and
effective management
Empowers a broad
range of stakeholders
Fosters long-term and
integrated planning
/ Fosters long-term and
integrated planning
/ Supports livelihoods
and employment
/ Fosters economic prosperity
/ Promotes cohesive and
engaged communities
/ Promotes leadership and
effective management
/ Empowers a broad
range of stakeholders
..............................................................................................
/ Meets basic needs
/ Supports livelihoods
and employment
I / Ensures public health services
/ Fosters economic prosperity
/ Ensures social stability
/ Promotes cohesive and
engaged communities
GOAL: CREATE MORE OPPORTUNITIES FOR COLLABORATIVE GOVERNMENT
Challenges Addressed:
Open a Civic Design
Lab for problem solving
across City departments
in collaboration with
partners
I City
Administrator's
Office
Open Architecture
Collaborative,
blink!LAB,
Courtenay Skott
Fall 2016
/ Promotes leadership and
effective management
/ Promotes cohesive and
engaged communities
s / Empowers a broad
range of stakeholders
106 Resilient Oakland
Action Name
Implement integrated
actions through
Resilience Delivery
Teams
Strengthen regional
resilience through
innovative partnerships,
programs, and pilots
Design a digital service
center focused on public
needs
N/A
Lead
City
Administrator's
Office, Chief
Resilience
Officer
City of Oakland, N/A
Chief Resilience
Officer
•
•
•
•
•
City
Administrator's
Office
Funding Timeframe
...................................................................:................................................................
Winter 2016
Phases I and II
funded; ongoing
funding needed
i Ongoing
Winter 2017
Resilience Value
/ Fosters long-term and
integrated planning
/ Promotes leadership and
effective management
/ Promotes cohesive and
engaged communities
i / Fosters long-term and
integrated planning
/ Empowers a broad
range of stakeholders
/ Promotes leadership and
effective management
Promotes cohesive and
engaged communities
Promotes leadership and
effective management
Ensures continuity of
critical services
Promotes reliable
communications
GOAL: APPLY DATA -DRIVEN PRINCIPLES TO INFORM DECISION -MAKING
Challenges Addressed:
Measure performance
to improve the City's
resilience decision-
making
.................................................................................................................
Identify Key Performance
Indicators for digital
services, such as the Rent
Adjustment Program
City
Administrator's
Office
City
Administrator's
Office, Chief
Resilience
Officer
Pro bono support
from Data Eaters
N/A
Spring 2017
Spring 2017
/ Promotes leadership and
effective management
/ Fosters long-term and
• integrated planning
/ Fosters long-term and
integrated planning
/ Promotes leadership and
effective management
GOAL: ENGAGE YOUTH IN SHAPING THE FUTURE OF OAKLAND
Challenges Addressed:
Launch Y-PLAN
Resiliency Challenge to
support engagement
with Oakland youth
Y-PLAN, UC Haas Fund,
Berkeley's € The California
Center for Cities € Endowment
+ Schools
Spring 2017
/ Promotes cohesive and
engaged communities
/ Promotes leadership and
effective management
Empowes a broad range
of stakeholders
/ Fosters long-term and
integrated planning
Resilient Oakland 107
Action Name
Grow and support
resilience internships
and apprenticeships
through the Mayor's
Classrooms2Careers
Program
Educate Oakland
youth about resilience
issues and the future of
Oakland through arts and
storytelling
Lead
Office of the
Mayor, Chief
Resilience
Officer
i City
Administrator's
Office, Chief
Resilience
Officer
Funding Timeframe
Corporate
sponsorships and
other funding
sources
Pro bono
support by Vision
Architecture, Inc.;
funding by 100RC;
ongoing funding
needed
Winter 2017
Fall 2016
Resilience Value
/ Supports livelihoods
and employment
/ Fosters economic prosperity
/ Promotes cohesive and
engaged communities
/ Promotes cohesive and
engaged communities
/ Empowers a broad
range of stakeholders
/ Promotes leadership
THEME: STAY ROOTED AND THRIVE IN OUR TOWN
Challenges Addressed:
Support asset building
for low-income parents
and children through
Oakland Promise College
Savings Initiatives
Create pathways to
career success for young
men and women of color
Design a suite of
inclusive economic
development services
to help entrepreneurs of
color gain equal footing
in Oakland's economy
GOAL: INCREASE ECONOMIC SECURITY
Office of the
Mayor, City
of Oakland
Director of
Education,
Project Director
for Oakland
Promise
College Savings
Initiatives
East Bay
Community
Foundation,
Oakland Unified
School District,
local colleges
and universities,
local employers,
Urban
i Strategies
Council,
PolicyLink, Bay
Area Council,
Oakland Thrives
Office of the
Mayor, City
of Oakland
Economic and
Workforce
Development
Office
City of Oakland,
philanthropy,
corporate
sponsorships
Philanthropy,
corporate
sponsorships
Philanthropy,
savings from
prioritizing
and leveraging
resources
Anticipate
program
i launch early
2017
•
•
•
Ongoing
Winter 2017
/ Fosters economic prosperity
/ Supports livelihoods
and employment
/ Promotes social stability
/ Fosters economic prosperity
/ Supports livelihoods
and employment
/ Promotes social stability
/ Supports livelihoods
and employment
/ Fosters economic prosperity
108 Resilient Oakland
Action Name
Lead
Funding
Align economic Office of the I Ongoing
resilience goals with the Mayor, Director
Oakland Thrives wealth of Equity
impact table and Strategic
Partnerships
Challenges Addressed:
Redesign digital service
for Oakland's Rent
Adjustment Program to
mitigate displacement
Implement the 2016
Oakland Comprehensive
Community Safety Plan
Promote resilience and
equity for Oakland's
high -risk youth and
adults most affected by
trauma and violence
Advance the health and
well-being of Oakland
youth and families
Launch Neighbors
Helping Neighbors
initiative to expand the
reach of emergency
preparedness and
response training
in underserved
neighborhoods
Timeframe
Fall 2016
Resilience Value
/ Fosters long-term and
integrated planning
/ Supports livelihoods
and employment
/ Fosters economic prosperity
GOAL: PROMOTE SAFE AND HEALTHY NEIGHBORHOODS
Housing and
Community
Development
Department,
City
Administrator's
Office
Office of the
Mayor
City of Oakland
Human Services
Department
Office of the
Mayor
Emergency
Management
Services
Division
One-time
development
funding of
s $365,000 provided
through Fiscal Year
2016/2017 General
Fund; Ongoing
funding provided
through RAP fee.
Fully funded
SAMHSA
ReCAST award of
$5,000,000 from
September 30,
2016 to September
29, 2021
Fully funded
Cities of Service
grant. Funding for
further outreach
and program
sustainability will
be sought
Winter 2017
Fall 2016
•
•
•
Fall 2016
ILaunched
July 2016
•
Neighbors
Helping
Neighbors will
be launched
in September
2016.
Outreach
events will be
conducted
through April
2017.
/ Provides better access to in-
formation on housing services.
/ Produces more efficient and
effective City services.
/ Supports livelihoods
and employment
/ Enhances social stability
/ Improves public
health services
/ Empowers a broad
range of stakeholders
/ Enhances social stability
and health outcomes for
vulnerable populations.
Enables more effective
service provision
/ Provides improved access
to health services
/ Supports individual, family,
and neighborhood stability
/ Ensures public health services
/ Supports livelihoods
and employment
s / Ensure social stability
/ Improves the continuity
of critical services and
meeting basic needs
/ Promotes leadership and
effective management
/ Empowers a broad
range of stakeholders
Resilient Oakland 109
Action Name
Resilience Value
0 GOAL: INCREASE AFFORDABLE HOUSING STOCK
Challenges Addressed:
Provide gap financing € Housing and
for affordable housing I Community
in transit -accessible € Development
neighborhoods € Department
......................................................................................................................i...............................................................
Acquire and rehabilitate I Housing and
vacant, abandoned and I Community
blighted properties I Development
into green, healthy, and I Department,
permanently affordable I Planning
and Building
Department
homes
AHSC funding TBD
Measure KK
(potential
infrastructure
bond), CDFIs,
;TBD
Fall 2016
Pending
:successful
passage of
Measure KK
s/
Meets basic needs (housing)
Fosters economic prosperity
Improves social stability
Meets basic needs (housing)
Fosters economic prosperity
Promotes social stability
THEME: BUILD A MORE VIBRANT AND CONNECTED OAKLAND
GOAL: REDUCE CURRENT AND FUTURE CLIMATE AND SEISMIC RISKS
Challenges Addressed:
DeiOnstrate the retrofit
of a city block using
EcoBlock principles
Implement the 2016
Update to the Energy
and Climate Action Plan
UC Berkeley;
Chief Resilience
Officer,
Public Works
Department,
Planning
and Building
Department
Public Works
Department
Initial $1,500,000
planning
grant from the
California Energy
Commission.
Additional
funds sought to
finance planning
and project
development.
ECAP
implementation
is dependent on
diverse ongoing
funding for a wide
array of actions.
Near -term
I (2 years)
for planning
and policy
development;
medium (3 to
5 years) for
I building
Near -term
(1 year) for
planning and
medium -term
(4 years)
for ongoing
implementation
/ Fosters economic prosperity
/ Promotes cohesive and
engaged communities
/ Ensures continuity of
critical services
/ Fosters long-term and
integrated planning
/ Fosters economic prosperity
/ Support livelihoods
and employment
/ Promotes long-term and
integrated planning
/ Empowers a broad
range of stakeholders
110 Resilient Oakland
Action Name
Design and implement
a soft story reftrofit
program
Implement the
Preliminary Sea Level
Rise Road Map
Implement high -priority
actions from the Local
Hazard Mitigation Plan
Assess equity impacts
and feasibility of
100-percent clean and
renewable energy
Improving community
resilience through risk
modeling
Housing and
Community
Development
Department
Planning
and Building
Department,
Public Works
Department,
Chief Resilience
Officer
Planning
and Building
Department,
Public Works
Department,
Fire Department
(Emergency
Management
Services
Division) and
the Port of
Oakland
Public Works
Department,
Chief Resilience
Officer, and
community -
based
organizations
•
€.........................................................................
Chief Resilience
Officer
s $117,500 FEMA
grant for Phase I
of the program,
which will include
outreach to
owners of eligible
properties,
establishment of a
master inventory
list, and collection
of owner consent
agreements.
Phase 11 funding,
s up to $2,882,500
for construction
and program
implementation,
will be approved
by FEMA if Phase
I demonstrates
that the program is
eligible.
Oakland is
seeking funding to
complete many of
the actions
Oakland is
seeking funding to
implement several
of the mitigation
strategies
Oakland was
selected as part
of a Kresge-
! funded study of
equity impacts
in renewable
energy in 2016.
Additional studies
funding City and
community -based
organizations are
being pursued.
Fully funded
Outreach
and compile
master list
of eligible
properties
from October
2016 to
March 2017.
Plan check,
construction,
and
inspections
from April
2017 to
September
2019.
2016 to 2018
2016 to 2021
Near -term (1
to 2 years)
for analysis,
coordination,
and solution
development
Fall 2016
Resilience Value
/ Meets basic needs
/ Ensures continuity of
critical services
1
Improves the continuity
of critical services in the
case of a major disaster
Fosters long-term and
integrated planning
Empowers a broad range
of stakeholders to increase
personal resilience
...............................................................................
/ Improves the continuity
of critical services
/ Fosters long-term and
integrated planning
/ Enhances natural and
manmade assets
Fosters long-term and
integrated planning
Promotes cohesive and
engaged communities
/ Fosters long-term and
integrated planning
Resilient Oakland 111
Action Name
Lead
Funding Timeframe Resilience Value
COGOAL: PROVIDE URBAN GREENING FOR NEIGHBORHOODS MOST IN NEED
Challenges Addressed:
Identify and leverage
funding opportunites for
Priority Conservation
Areas
Update the Storm
Drainage Master
Plan to guide future
investment in stormwater
management
Prioritize parks and open
spaces using resilience -
related criteria
i Public Works
Department,
City of Oakland
Planning
and Building
Department,
Chief Resilience
Officer
:.............................................................
Public Works
Department
Public Works
Department
The City and
partners will seek
funding guided
by the equity
checklist, including
Measure AA grants
Public Works
Department is
working to identify
a funding source
General Fund
(funded);
implementation
of the projects
could be funded
through Measure
KK (potential
infrastructure
bond). In addition,
the City can
leverage the
bond fund for
potential capital
improvement funds
such as grants,
foundations,
donations, and
state bonds.
Near -term (1
€to 3 years)
•
Near -term (1
to 2 years)
Plan will be
complete in
s early 2017
Provides and enhances
natural and manmade assets
Fosters long-term
integrated planning
Promotes cohesive and
engaged communities
Promotes leadership and
effective management
.............................................................................................
/ Ensures continuity of
critical services
/ Provides and enhances
natural and manmade assets
/ Fosters long-term and
integrated planning
i/
i/
i/
Provides and enhances
natural and manmade assets
Fosters long-term
integrated planning
Promotes cohesive and
engaged communities
112 Resilient Oakland
Action Name
Develop a Green
Infrastructure Plan
to improve social,
environmental, and
economic outcomes
Public Works
Department,
Stormwater
Management
Division, Chief
Resilience
Officer
No existing
dedicated source
of funding for the
planning, design,
or implementation
of Green
Infrastructure.
The City hopes to
leverage existing
resources by
incorporating
GI wherever
i possible with other
planned capital
improvement
projects
(streetscapes,
facility
renovations, park
improvements) and
will seek funding
through grants and
other sources.
Framework
for the Green
Infrastructure
Plan prepared
by June 2017.
Final Green
:Infrastructure
Plan
completed by
2019.
Resilience Value
/ Provides and enhances
natural and manmade assets
/ Fosters long term and
integrated planning including
attention to infrastructure
life -cycle costs
GOAL: MAXIMIZE VALUE OF COLLECTIVE INFRASTRUCTURE INVESTMENTS
Challenges Addressed:
..............................................................................................
Apply a resilience,
mobility and equity lens
to assess and select
capital improvement
projects
.......................................................................................................................
Support establishing a
Joint Powers Agency
for Community Choice
Aggregation Program
Explore innovative
financing tools for
resilience projects,
including EcoBlocks
City of Oakland
Alameda
County
City
Administrator's
s Office
Funding to
create the CCA
is provided by
s Alameda County
N/A
Launch Fall
2016
Near -term
s (1 year) for
creation and
launch of
the program;
Medium -term
s (2 to 5 years)
to scale up
program to all
residents and
businesses in
the City
Fall 2017
/ Fosters long-term and
integrated planning
/ Promotes leadership and
effective management
/ Supports livelihoods
and employment
/ Promotes leadership and
effective management
/ Empowers a broad
range of stakeholders
/ Fosters long-term and
integrated planning
/ Fosters long-term and
integrated planning
/ Promotes leadership and
effective management
Resilient Oakland 113
Appendix C: Actions from Across the
100 Resilient Cities Network
Oakland Action
Develop principles for community
engagement in Oakland
Educate Oakland youth about resilience
issues and the future of Oakland through
arts and storytelling
Support asset building for low-income
parents and children through Oakland
Promise College Savings Initiatives
Advance the health and wellbeing of
Oakland youth and families
Launch Neighbors Helping Neighbors
initiative to expand the reach of emergency
preparedness and response training in
underserved neighborhoods
100RC Network Cities Working
on Similar Actions
Byblos: Under its "A Peaceful City" strategic pillar, Byblos has several
actions that will help open up communication channels across sectors
in the city and work towards the achievement of "Goal A. Encourage
Civic Engagement and Participation in Decision Making" through the
creation of neighborhood committees to represent and advocate for
communities and serve as a link to the municipal government - and
the launch of a Youth Task Force (see pages 31-32 of their strategy).
Rotterdam: Rotterdam's strategic pillar "Rotterdam Network —Truly
Our City" highlights several initiatives that aim to activate citizens at
the individual level; create strong connections among public, private,
academic sectors; and enhance neighborhood -oriented governance
s (see pages 50-54 of their strategy).
€...................................................................................................................................................................................................................................................................................................................
New Orleans: NOLA has an action related to youth education
through partnerships with the Louisiana Children's Museum and other
educational organizations ("Develop knowledge and capacity of
emerging environmental stewards" on page 44 of their strategy).
Rio de Janeiro: Rio's education initiative (Flagship Initiative #6A
Educate the Youth for Resilience on page 42) highlights the
importance of educating future generations to advance resilience
Glasgow: Glasgow focuses much of its resilience strategy on the
economic empowerment of residents and small businesses in the wake
of the recession (and the long transition from an industrial economy).
Under its third strategic pillar (Innovate to Support Fair Economic
Growth), Glasgow pursues actions that match Oakland's actions under
the goal Increase Economic Security (pages 65-72):
/ Goal 3.E Continue to increase the skill levels
of Glasgow's working age population
/ Goal 3.B Through a 'New Approach to Enterprise'
support new and existing businesses to grow (three
actions related to enhanced city support of SMEs)
..........................................................................................................................................................................................................................
Medellin: Under its "Safe and Peaceful Medellin" pillar, the City will
pursue a Strategy of Guarantees of Non -Repetition of Violence
(GNR) with a large focus on youth (Action 2.A). They will also focus
on building a youth citizen culture (Action 2.B) and center efforts on
young women as well (Actions 2.0 2.D and 2.E).
...................................................................................................................................................................................................................................................................................................................
Berkeley: Berkeley has a major goal to "Build a Connected and
Prepared Community" —two actions in particular relate to community
building efforts (see pages 22-23 of their strategy): Action 1B - Launch
the Community Resilience Center Program. This program will provide
disaster planning assistance and disaster supply `caches' to local
community -based organizations that are connecting with a range
of communities in Berkeley (many of them vulnerable populations);
Action 1C—Foster neighbor -to -neighbor connections to advance
disaster readiness —The city is partnering with local community
leaders in partnership with an NGO to identify local organizers at the
neighborhood level (Neighborhood Disaster Preparedness Liaisons)
114 Resilient Oakland
References
[1] Wall Street Journal. "Where the Action Is" http://www.wsj.com/articles/SB100014240527487045707045762749627176
55144
[2] Hamel Gary. "Moonshots for Management." Harvard Business Review. https://hbr.org/2009/02/moon-shots-for-
management
[3] Bohn, Sarah and Caroline Danielson. Income Inequality and the Safety Net in California. Public Policy Institute of
California, 2016.
[4] "Rent trend data in Oakland, CA" Rent Jungle. Web. September 2016. "
[5] Global Market Perspective Q3 2016" Jones Lang LaSalle. Web. 2016.
[6] "US Business Cycle Expansions and Contractions." National Bureau of Economic Research, Sept. 2010. Web. 2016.
[7] Alan Berub. "All Cities Are Not Created Unequal" Brookings Institute, 2014. Web, 2016.
[8] Rose, Kalima and Margaretta Lin. A Roadmap Toward Equity: Housing Solutions for Oakland, California. PolicyLink, 2015.
[9] California Department of Education, Cohort Outcome Data for the Class of 2014-2015. Web. 2016.
[10] "Local Area Unemployment Statistics." Employment Development Department. State of California, n.d. Web.July 2016.
[11] City of Oakland. "City of Oakland End of Year Crime Report." Accessed. http://www2.oaklandnet.com/oakcal/groups/
police/documents/webcontent/oak056565.pdf
[12] City of Oakland Human Services Department. Oakland Comprehensive Community Safety Plan. City of Oakland, 2016.
[13] Ibid.
[14] City of Oakland Housing and Community Development Department. Citywide Rental Survey Covering Years 2008 -
2015. City of Oakland, 2015.
[15] City of Oakland Housing Cabinet. Oakland At Home: Recommendations for Implementing A Roadmap Toward
Equity. City of Oakland, 2016.
[16] Ibid.
[17] Alameda County Public Health Department and Community Assessment, Planning and Evaluation Unit. Everyone
Counts: A Report on the 2015 Alameda County Point In Time Count. Alameda County, 2016.
[18] American Public Works Association. Report Card America's Infrastructure Needs 2013. Web, 2016.
[19] AECOM, Arcadis, Geografika, and 3D Visions. Adapting to Rising Tides Transportation Vulnerability and Risk
Assessment Pilot Project. San Francisco Bay Conservation and Development Commission, Metropolitan Transportation
Commission, and Caltrans, 2011.
[20] Heberger, Matthew, Heather Cooley, Eli Moore, and Pablo Herrera (Pacific Institute). The Impacts of Sea Level Rise
on the San Francisco Bay. California Energy Commission, 2012. Publication number: CEC-500-2012-014.
[21] Ibid.
[22] "Forecasting California's Earthquakes" Earthquake Rupture Forecast. USGS Sept. 2013.
[23] City of Oakland. Local Hazard Mitigation Plan. June 2016.
[24] "2008 Bay Area Earthquake Probabilities." Earthquake Hazards Program. U.S. Geological Survey, 2008. Web, Jan. 2016.
[25] California Energy Commissions and Natural Resources Agency. Our Changing Climate 2012 Vulnerability &
Adaptation to the Increasing Risks from Climate Change in California: A Summary Report on the Third Assessment from
the California Climate Change Center. State of California, Jul. 2012.
[26] City of Oakland. City of Oakland 2016-201 Local Hazard Mitigation Plan. June 7, 2016
[27] East Bay Regional Parks District, 2011. The Oakland Hills Firestorm - 20 Years Later: Our Story. From http://www.
ebparks.org/about/history/firestorm-20-years-later/The_Oakland_Hills_Firestorm Forward. Accessed January 2016
[28] "US Business Cycle Expansions and Contractions." National Bureau of Economic Research, Sept. 2010. Web. 2016.
[29] "San Francisco Metro Ranks Highest in LGBT Percentage." Gallup. 2016. http://www.gallup.com/poll/182051/san-
francisco-metro-area-ranks-highest-Igbt-percentage.aspx
[30] Association of Bay Area Governments, "Priority Conservation Areas".
Web 2016. http://abag.ca.gov/priority/conservation/
s
FSC
vmvesc.org
FSC 0002350
The mark of
responsible forestry
This document is printed on recycled paper that is 100% post -consumer waste and Forest Stewardship
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Resilient Oakland 115
w
0
J
In the spirit of staying rooted and thriving
in a vibrant and connected city, Resilient
Oakland is also an invitation for all residents
and organizations in the city to partner with
City government and other community leaders
to build Oakland's resilience together.
There is no single action we can take that solves all of Oakland's challenges, but
we can take coordinated, multi -disciplinary steps that address more than one
challenge at once. As you review the Resilient Oakland Playbook, we invite you
to identify opportunities for you to benefit from and contribute to the work. If
you feel so inclined, you can give us direct feedback by filling out this letter.
Send letters to:
Chief Resilience Officer
One Frank Ogawa Plaza, 3rd floor
Oakland, CA 94612
or
Instagram l @oaklandgov
Facebook l @CityofOakland
Twitter l @Oakland
Medium l @Oakland
#I tta kesatown
Moving forward, the City will continue to contribute to and learn from the
practice of resilience that is being advanced through the 100RC Network, of
which Oakland is honored to be a part. The City will continue to foster partner-
ships with resilience leaders in the region, including the Cities of Berkeley and
San Francisco and the multitude of local resilience leaders in our community.
116 Resilient Oakland
I applaud...
I commit to...
I wish for...
Resilient Oakland 117
Notes
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Notes
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Notes
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Notes
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