City of Oakland Department of Transportation Strategic Plan

1 Following a citywide effort spearheaded by Mayor Libby Schaaf and City Administrator Sabrina Landreth, the Oakland Department of Transportation (OakDOT) was approved along with the City’s Fiscal Year 2015- 17 budget. OakDOT is the first-ever city department dedicated to studying, managing and improving the safe movement of goods and people on Oakland’s city streets, sidewalks, highways and bridges.

OakDOT, comprised of 270 staff and 18 work units from the Department of Public Works and the Police Department, will be a close partner of these and other city agencies, including the departments of Planning and Building, Race and Equity, and our local transit partners and stakeholders at the local, regional, state and federal levels. Together, they will reimagine how city streets are used, with a focus on serving people, rather than simply moving vehicles.

This enhanced focus requires not only the basic foundations of a new city agency, including revamped organizational structure and funding mechanisms, but a new agenda as well. This strategic plan, created through a staff-driven process, reflects the shared priorities of OakDOT, Mayor Libby Schaaf, the City Council and the people of this city. It outlines how those priorities will be translated into new programs and policies designed to support safe, sustainable and affordable transportation for everyone who lives in, works in or visits the City of Oakland.

OakDOT’s mission is to envision, plan, build, operate and maintain a transportation system for the City of Oakland—in partnership with local transit providers and other agencies— and to assure safe, equitable, and sustainable access and mobility for residents, businesses and visitors.

2 Message from the Mayor 4

Message from the City Administrator 6

Message from the OakDOT Director 7

About Oakland 8

About this Plan 10

Equitable Jobs and Housing 12

Holistic Community Safety 16

Vibrant Sustainable Infrastructure 20

Responsive Trustworthy Government 28

Benchmarks 32

3 Since our founding, Oakland has been I am committed to transforming our Libby Schaaf a hub for transportation in the Bay Area. public spaces, repairing our streets, Mayor We’ve been shaped by the railways, preventing traffic deaths and injuries, the Key Route streetcar system, our encouraging biking and walking, and industrial growth in shipbuilding, and taking better advantage of our public by the regional importance of the Port transit system. That’s why I’ve made of Oakland, the Bay Bridge and regional investing in Oakland’s infrastructure highways and BART. Oakland benefits and transportation a top priority since from AC Transit, BART, Capitol Corridor the start of my campaign for Mayor. passenger trains, ferries and the One of my first acts as Mayor was to Oakland International Airport. However, hire a Policy Director for Infrastructure we often struggle to maintain our more and Transportation policy within my than 2,000 lane miles of streets, 150 office. That’s also why I proposed miles of bike routes and 1,100 miles of the creation of our city’s first-ever sidewalks. Oakland Department of Transportation (OakDOT) and worked with the City Oakland’s transportation network isn’t Council to establish it and to recruit just about getting from place to place; a world-class interim director to help it’s about connecting Oaklanders with steer the department, and our city, the jobs, schools and services that in a new direction. We also built a keep our city thriving. Like most U.S. coalition to place a bond measure on cities, we have come to understand that the November 2016 ballot which would after decades of overly car-oriented dramatically increase Oakland’s ability design, our streets are our largest and to fix our streets, sidewalks and other most important public open spaces. transportation infrastructure. Our city cannot thrive when expanses of unwelcoming asphalt divide our communities instead of connecting them, and when roads threaten lives instead of breathing life into our diverse neighborhoods.

4 This strategic plan for the new OakDOT is the next step in the This strategic plan comes at a turning evolution of our city streets. Building on the accomplishments, point. We will have staff waking up dedication and talent of Oakland Public Works, the goals, every day with a renewed dedication strategies and data-driven benchmarks in these pages are built to making it easier to get around our around the values that have held this city together for generations city, creating great public spaces and and made it one of the most diverse places in the nation. Together Complete Streets, and delivering they will make us: equitable economic development and improved quality of life. Who said • a more equitable city, where resources are spent in the infrastructure can’t be sexy? communities that need them most in order to lower the cost of transportation, improve access to jobs and education, and Yes, this is the start of a new vision for the engage with neighborhoods like never before. streets of our city, but this agency and this • a safer city, committed to eliminating traffic fatalities and plan are also true to our roots, and to our injuries and curbing dangerous driving, while protecting our collective passion for protecting the most most vulnerable Oaklanders: our children, seniors and those vulnerable, connecting communities and with disabilities. moving forward together. It is uniquely • a vibrant and sustainable city, with new public spaces for Oakland-ish. communities to gather, improved roads and bridges and better air and water quality, where it’s easy to walk, bike and take the Sincerely, bus instead of drive. • a responsive and trustworthy city, with a deep commitment to transparency and public process, and a commitment to being a better institutional partner and an excellent place to build a career.

5 Oaklanders have deeply held values, This plan creates space for an OPW Sabrina Landreth particularly those around fairness and with a deeper focus on maintaining our City Administrator equity. This strategic plan for Oakland’s buildings, underground infrastructure, new Department of Transportation ties and green systems. It also allows us to our values to specific goals, translates create a new OakDOT that can plan for, those goals into strategies, identifies and rapidly respond to, the economic, actions necessary to implement those social and environmental changes that strategies, and begins the process of are facing us in the realms of mobility crafting performance metrics to judge and transportation. the degree to which we’ve achieved the city our community deserves. The City Administrator’s Office will evaluate OakDOT’s performance I want to specifically thank and against this plan and make adjustments acknowledge the numerous staff over time to ensure our newest city members in the Oakland Public Works department fulfills its promise to all Department (OPW), many of whom will Oaklanders. Again, I thank all of the staff be part of the team in the new Oakland who committed their time and energy Department of Transportation (OakDOT), to creating the new OakDOT and this for their persistence, creativity and hard important plan. work to create this strategic framework that will guide the new OakDOT for years Sincerely, to come. City staff are essential to the achievement of the goals we have set for ourselves and I am grateful for the passion they have put into this process. Over the course of the last year, the City Administrator’s Office worked collaboratively with the Mayor’s Office, the City Council and OPW to establish OakDOT, and to produce this document. We worked to ensure that both OPW and OakDOT would each function well as independent units, while also allowing for seamless coordination between the two.

6 Jeffrey Tumlin Our new Department Of Transportation Prosperity: Our investments in fast, OakDOT encompasses much more than its name frequent and reliable transit will not only Interim Director might suggest. Transportation isn’t just help us move more people and expand about mobility. It’s an investment strategy the number of good jobs accessible to our to help the city achieve an array of mutually residents. Other street improvements can reinforcing goals for everyone in Oakland, help our businesses thrive, keep the local such as: economy local and make sure the needs of daily life are within walking distance of Safety: 29 Oaklanders die every year in every neighborhood. car crashes and another 105 are severely injured. We want to make all of Oakland’s Environment: Transportation accounts streets safe for everyone, no matter their for about half of the city’s greenhouse gas age or ability, and at any time of day and emissions, most of its air pollution and night. most of the harmful runoff into our city’s streams and lakes. We must develop new Equity: The quality of transportation ways to make sure that our increased options shouldn’t hinge on who you are, vibrancy doesn’t come at the cost of our how much you earn, or where you live in physical environment. Oakland. OakDOT will define and prioritize social equity in its decision-making, OakDOT is committed to using its limited creating new opportunities for those resources wisely, and to using data to disadvantaged in the past. prioritize programs to achieve the greatest results–not only moving people and goods, Affordability: In the face of rising rents, we but also achieving these larger goals. can help keep our communities whole by reducing transportation costs, particularly The new DOT is being formed from existing for our residents, and the network should staff from the Oakland Police Department’s be structured to make it possible to get parking enforcement division, and the around without owning a car. groups in Oakland Public Works who oversee all aspects of the city’s streets, Health: Oakland’s children have sidewalks, signs, streetlights and traffic unacceptably high obesity rates and they’re lights. We benefit greatly from their exposed to too much air pollution. We enormous experience and professionalism. must provide healthier and more active Our staff believes in this city because they transportation opportunities like walking are a part of this city, and they possess a and biking, and reduce the pollutants clear vision for protecting and improving encountered on the street. These policies everything that we love about Oakland-- can have as much of an impact on our through its streets. health as our medical system. Sincerely,

7 This Strategic Transportation Plan addresses the challenges facing Oakland Today.

Oakland’s economy is back... But as we grow, household costs are rising rapidly. $600,000 Statistics indicate that Oakland’s economy has rebounded from recent lows during the Great Recession of the late 2000s. Today unemployment has shrunk to 5.3% from a peak of over 15% in 2010. But this success has also put a lot of pressure on our community. As Oakland becomes a more attractive place to live and do business, average home values have reached all-time highs of $600,000 and rents have increased 63% in the past five years.

Our strength is diversity… But significant disparities in wealth and opportunity still persist. By many measures Oakland is one of the most diverse cities in the United States. Nearly one-in-three of our residents were born outside the country. Together Oaklanders speak 125 different languages and the city has the third-highest proportion of same-sex couples in the U.S. However, outcomes and opportunities can vary considerably and all are not doing equally well in Oakland. For example, five of Oakland’s 17 ZIP codes are among the wealthiest and most well-educated in the country. At the same time one-in-four Oakland households earn below the federal poverty limit (about $24,000 per year for a family of four) and fewer than half of Oakland public high school graduates enroll in a post-secondary program.

8 Oakland has a wealth of transportation options... But there are still significant safety and health concerns about how we travel and the transportation sector is Oakland’s largest contributor to air pollution and climate change.

Whether by BART, AC Transit, bicycle, on foot, taxi, ferry, shared mobility or a personal car, Oaklanders have their choice of how to get around, and increasingly Oaklanders are choosing other options to driving alone: one-in-four Oaklanders get to work by bike, on foot, or on transit. Regionally, transit ridership is at record highs, and locally, Oakland is set to receive the first wave of new bike share stations as part of the regional expansion. But there’s still work to do to address some of the preventable health tragedies related to transportation. Sadly, in recent years an average of 134 people are killed or injured annually while traveling in Oakland. Motor vehicles are the primary source of air pollution in the Bay Area. The impacts are concentrated in certain neighborhoods like West Oakland, where people breathe air with three times more harmful diesel particles than on average in the Bay Area. Road vehicles are also the biggest source of our city’s greenhouse gas (GHG) emissions that contribute to climate change.

Oakland is ready to reinvent its streets... But funding for transportation maintenance, let alone improvements, remains highly constrained.

Oakland’s deferred street maintenance backlog totaled $443 million in FY15-17, and has continued to grow. As a result, streets are currently on a paving cycle where they get repaved every 85 years. Oakland’s street quality ranks 89th out of 109 Bay Area cities.

9 About this Strategic Transportation Plan

This document is comprised of four chapters, each reflecting a core pillar of Mayor Libby 1. Adopt equitable transportation Schaaf’s vision for Oakland and a reflection Goal decision-making frameworks for of the agency’s, and the city’s, long-term planning and project development goals: equity, safety, vibrant infrastructure Equity must be built into OakDOT as and responsible governance. While all four a principle as basic as the agency’s are critical to the success of OakDOT, equity commitment to safer and better both begins the plan and serves as the lens streets. We must first define what through which all chapters have been written. equity means for transportation, Equity is key not just to transportation access and how it manifests itself both in and affordability, but to every aspect of city life, the agency’s day-to-day operations including the retention of long-time residents Explanation and its long-term planning. in neighborhoods citywide; the development With metrics and safeguards to of affordable housing; and the distribution of support an equitable approach to transportation, we can ensure that key city services to our city’s most vulnerable in repairing and reimagining our users, including students, the elderly and the streets, we don’t leave anyone at the disabled. Therefore, key equity goals can be side of the road. found throughout the document. • Define equity for Oakland, and In all four chapters, the agency’s major goals develop quantitative equity are summarized and followed by strategies for metrics. achieving each goal. The appendix (pages 32- • Use metrics to inform ongoing 55) contains additional detail on the strategies project management and and the one- and three-year benchmarks Strategies transportation planning processes. the agency will use to guide their efforts. The intent of the plan is to provide OakDOT, the • Form a Transportation Mayor, the City Administrator and the public Commission to provide broader input to OakDOT on values, with an achievable, data-driven and trackable priorities, policies, projects and summary of the agency’s commitments, proposals. which can be used to mark the agency’s progress toward achieving agency goals. These reliable measurements can then guide the development of future planning for the streets, and the people, of Oakland.

10 This plan establishes the Vibrant Sustainable Infrastructure following goals 1. Bring Oakland’s streets into a state of good repair 2. Plan and develop capital projects in an equitable, timely, for OakDOT efficient and coordinated manner 3. Make walking safe and delightful 4. Achieve full ADA public right-of-way compliance 5. Improve the quality and completeness of Oakland’s Equitable Jobs and Housing bikeway network 6. Expand access to shared mobility services 1. Adopt equitable transportation decision-making frameworks for planning and project development 7. Strengthen Oakland’s economy through improved goods movement, while reducing negative health and 2. Plan and distribute paving program resources based safety outcomes in our neighborhoods on equity, road condition and safety metrics 8. Create Complete Streets corridor program 3. Lower transportation costs for Oaklanders 9. Plan and implement fast, frequent and reliable transit 4. Provide staff with knowledge, skills, abilities and resources to implement equity and community 10. Improve asset management engagement goals and deliver equity outcomes across 11. Coordinate land use with transportation planning transportation projects, programs and services 12. Green Oakland’s streets to improve air and water 5. Improve access to jobs, education, training and needed quality services 13. Improve transportation choices and minimize parking 6. Enhance use of data to guide equitable mobility and demand, congestion and pollution infrastructure investments 14. Manage public parking to balance the diverse needs of Oakland’s visitors, merchants, commuters and residents 15. Enhance the cyclist and pedestrian realm with Holistic Community Safety affordable, energy efficient lighting 16. Integrate art and playfulness into infrastructure 1. Adopt a Vision Zero policy and pledge to eliminate traffic injuries and fatalities 2. Inform safe designs and infrastructure decisions with data and analysis Responsive Trustworthy Government 3. Incorporate safe and Complete Street designs into the design process 1. Make OakDOT a great place to work and recruit the best 4. Ensure safe design standards are available and employees accessible to all 2. Make the City of Oakland a preferred public agency partner 5. Establish request and criteria-based programs for 3. Increase capacity to deliver projects and services by targeted pedestrian safety enhancements expanding pool of interested contractors 6. Enhance signal operations for greater safety, efficiency 4. Develop and implement a set of agency-wide community and flexibility outreach and engagement protocols that promote genuine 7. Review speed limits to support safe travel on our community empowerment roadways 5. Expand the avenues for communication and listening 8. Provide safe access to all Oakland schools between the new agency and the public 9. Make Oaklanders feel safe walking and waiting for the 6. Make data and decisions transparent and accessible to the bus at all times of day or night public

11 Equitable Jobs and Housing

Ensuring Transportation Options Meet the Needs of Oakland’s Diverse Communities Transportation is more than just getting Oakland is like no other city and its from place to place. How streets are mobility needs are also unique. Aligning designed, built and maintained has a the city’s transportation and equity direct impact on the lives of Oakland goals is a signal event in the history of residents, their safety and quality of the city’s streets. Investments in the life, and their ability to reach jobs and safety and mobility of every community training, housing and shopping, schools are investments in the entire city, and and services. Streets that offer more OakDOT must establish a framework of affordable transportation choices are policies, practices and measurements themselves a form of opportunity, and to ensure that its streets serve every they must be accessible for everyone— community equitably. Defining equity whether lifelong Oakland residents in the context of transportation will be a or newer arrivals, whether they live in critical first step in creating a new agenda Elmhurst or in Temescal, and regardless for streets that work for every Oakland of race, income, physical ability or resident, and that other cities may look to background. We must view the ability of for inspiration. everyone to get around quickly, easily, safely and affordably—and without needing to own a car—not just as questions of physical mobility, but also of social advancement.

12 OakDOT

1. Adopt equitable transportation 2. Plan and distribute paving 3. Lower transportation costs for decision-making frameworks for program resources based on Oaklanders planning and project development equity, road condition and safety Oakland is served by numerous metrics Equity must be built into OakDOT as transportation entities yet its a principle as basic as the agency’s Safe, well-maintained roads are the 400,000-plus residents don’t have commitment to safer and better foundation of every neighborhood’s a consistent and unified voice to streets. We must first define what local transportation network and represent their needs and concerns equity means for transportation, are vitally important whether people in the regional transportation and how it manifests itself both are getting around by bus, bike, on planning process. OakDOT is in the agency’s day-to-day foot, in a wheelchair or stroller, or uniquely positioned to represent operations and long-term planning. in a car. In the process, OakDOT Oaklanders to their public partners With metrics and safeguards to has an opportunity to update newly and act as a convening body to help support an equitable approach to resurfaced streets with designs that make transit even more accessible transportation, we can ensure that accommodate more users and meet and affordable, and to find new in repairing and reimagining our even higher standards for safety and and better ways for transportation streets, we don’t leave anyone at the accessibility. partners to serve Oakland’s diverse side of the road. population. Even as rents rise, we • Create a Complete Streets Paving can keep our communities whole • Define equity for Oakland, and Project Group to plan, coordinate develop quantitative equity and maximize opportunities by lowering transportation costs for metrics communities at risk of displacement. • Use metrics to inform ongoing • Support transit subsidies for project management and youth and elderly populations transportation planning • Enable and encourage Oakland processes residents to reduce the need • Form a Transportation for car ownership and use by Commission to provide broader providing increased transit, bike, input to OakDOT on values, car share and rideshare options priorities, policies, projects and • Leverage public-private proposals partnerships to support the transit needs of low-income residents and persons with disabilities • Develop creative solutions to ensure that Oaklanders without adequate access to banking have access to new mobility options • Ensure that parking and traffic permits, fees and fines are not unduly punitive, especially for residents, and that revenue is used to improve mobility choices

13 4. Provide staff with knowledge, skills, abilities and resources to School Transit Passes implement equity and community engagement goals and deliver equity outcomes across transportation projects, programs and services A trained workforce as diverse as Oakland itself is better positioned to understand each neighborhood’s needs and serve the city more effectively and sensitively. A diverse workforce is also self-reinforcing internally, supporting increased employee training in community engagement to help provide better results for all Oaklanders. • Recruit diverse workforce at every level • Update job descriptions and expectations to incorporate equity and community engagement knowledge, skills and abilities The cost of transportation to school is often cited as a barrier • Create staff education opportunities including principles to school attendance and participation in afterschool activities and methods of community by middle and highschool students. In recognition of this issue, engagement, cultural competency Measure BB, the 2014 Alameda County transportation sales tax, and sensitivity training included funding to test the effectiveness of affordable student transit passes. Matt Nichols, the Mayor’s Policy Director for Transportation and Infrastructure, has participated in the program planning committee, and Oakland Unified School District staff and community advocates have also been closely involved.

The Alameda County Transportation Commission selected Oakland’s Fremont and Castlemont High Schools and Frick Middle School to pilot the program. In August 2016, more than 1,500 Oakland students received free AC Transit and BART service on Clipper cards good for the entire 2016-2017 school year. • Fremont High School has 811 students, with a high level of need (76% of students are eligible for Free or Reduced Price Meals (FRPM), which is used as an indicator of poverty/low incomes for transit affordability need) and is served by six AC Transit routes. • Castlemont High School has 505 students, with 89% FRPM eligible, and is served by eight AC Transit routes. • Frick Middle School has 241 students, has a high student need (94% FRPM eligible), is served by seven AC Transit routes, and is a feeder school to both Fremont and Castlemont High Schools.

14 OakDOT

5. Improve access to jobs, 6. Enhance use of data to education, training and needed guide equitable mobility and services infrastructure investments Transit is a lifeline for many Oakland Building a more equitable city workers in lower-income jobs. Yet requires more than good intentions; too many residents live far away from the progress must be both jobs and employment centers, and measurable and measured. OakDOT often have shifts ending after hours, will develop new data collection and when transportation options are at assessment methods to support their fewest. Finding ways to make equity goals and set metrics to transit faster, more accessible and assess their efficacy. This will allow more reliable for every sector of the the agency, its partners and its city’s workforce will benefit the entire constituents to see what is working, economy. OakDOT will work with what isn’t and what more can be transit and shared mobility operators done to help every Oaklander get on tools such as unified fare where they need to go. payments to get more people to and • Establish protocols to monitor from transit hubs and keep people and maintain data quality moving regardless where they live or what time their shifts start or end. • Integrate before/after evaluations into regular project definition and • Pursue strategies that decrease monitoring travel times for transit dependent low-income workers • Support regional transportation planning targeting the needs of late-night workers • Increase first- and last-mile connections to major job, educational and social services centers • Make transit payment systems more convenient • Ensure that shared mobility options operated by private organizations serve access—and functional—needs populations to the fullest extent practicable • Ensure existing residents and businesses benefit from transportation investments and support city efforts to reduce displacement

15 Holistic Community Safety

Making Oakland’s Streets Safe and Welcoming An equitable, accessible and livable city is Organizing the design of the city’s streets above all a safe city. This includes not only around safety must be bounded by a personal safety and crime prevention, but commitment to eliminate all traffic deaths also the physical safety of every Oakland in the city, and informed by a data-driven resident who walks, bikes, buses or drives analysis to identify and prioritize those on the city’s streets. risk factors and high-crash locations that endanger Oaklanders. By designing An average of 29 people die and 105 our streets for the most vulnerable are seriously injured on Oakland’s Oaklanders, we can place people on equal streets every year, and yet traffic deaths footing with motor vehicles and protect are a health risk that we can eliminate everyone who uses the street, no matter by simply driving more slowly and how they get around. paying more attention on the street. Traffic engineering, law enforcement and education have important roles in creating self-enforcing, safer streets and creating better environments for everyone, especially people who don’t get around by car.

16 OakDOT

1. Adopt a Vision Zero policy and 2. Inform safe designs and 3. Incorporate safe and Complete pledge to eliminate traffic injuries infrastructure decisions with data Street designs into the design and fatalities and analysis process An effective and equitable traffic A data-driven approach to traffic Every project is an opportunity to safety policy for Oakland starts safety is a necessary corollary to a upgrade a street to even higher with the principle that there is Vision Zero action plan, and a basis safety standards. Taking a fresh look no acceptable number of traffic for all OakDOT actions. Identifying at all street work—from roadway deaths on city streets and that the underlying causes of the most repair and resurfacing to complete crashes, injuries and fatalities serious traffic crashes—and not redesigns and reconstruction—can are preventable. A clear Vision- merely their number or location— give us new opportunities to make Zero policy views every action will help to prioritize projects and streets function better for more on Oakland’s streets through a develop targeted design strategies people and more uses, and not safety lens, grounding streets in a and to ensure that limited resources simply maintain the status quo. commitment to safety regardless are targeted efficiently. of one’s age or ability, or whether • Ensure that safer designs and walking or driving, or riding a bike or • Create a transportation safety safety interventions are integrated bus. data inventory into routine maintenance and operations, and into all projects • Establish a multi-agency Vision • Train staff to access and use Zero task force available data • Adopt Vision Zero Policy and communication strategy • Create OakDOT Vision Zero Action Plan • Integrate Vision Zero goals, principles and policies into all agency plans, programs, projects and processes • Develop a comprehensive strategy for safety education • Ensure that the advancement of traffic safety goals does not run counter to other equity goals

17 4. Ensure safe design standards are available and accessible to all Safe Routes to Schools Through a variety of new street design publications—including those produced by the National Association of City Transportation Officials—there are more tested, proven and exciting street design resources available today than ever, providing examples of innovative designs on the streets of cities across the nation and around the world. By demonstrating affordable, practical transit, bike and pedestrian design options, these documents offer powerful statements of possibility to Oakland and inspiration for planners and the public alike, and they should be available as a ready resource. • Finalize Complete Streets guidelines and implement recommendations • Develop pedestrian safety street In parts of Oakland, 40% of students walk or bike to school. To ensure design toolkit the safety of these students on their way to and from school, OakDOT teams with Alameda County’s Safe Routes to School (Alameda • Ensure staff are trained in national County SR2S) program. Alameda County SR2S program works in best practices for safe street schools across Alameda County, teaching kids the basics of walking design and management and biking safely, making walking and biking to school fun with special events, and working with communities to identify traffic investments to make their communities safer. 5. Establish request and criteria- To identify traffic investments, Alameda County SR2S convenes based programs for targeted “walk audits” which are walking visits to school grounds, timed just pedestrian safety enhancements before the first bell. Walk audits include Alameda County SR2S staff, Nobody knows their streets better OakDOT, school staff and parents, and are an opportunity to connect than the residents of neighborhoods key partners in school transportation safety and to observe and themselves. Putting the power identify transportation safety issues around the school site. Following to request safer, more walkable a walk audit, Alameda County SR2S staff develop conceptual streets directly into the hands of improvement plans for the school that list the improvements identified residents will combine traffic safety in the walk audit. with community empowerment, transform communities into safety Walk audits and concept plans are great tools for OakDOT to use partners and put better streets in applying for funding to implement neighborhood safety projects. within reach of more Oaklanders. Using an Alameda County SR2S walk audit summary and concept plan prepared for Parker Elementary in the Eastmont neighborhood • Refine pedestrian safety public request process of Oakland, the City of Oakland received funding from the State of California’s Safe Routes to Schools program to implement a set of • Use a data-driven approach pedestrian improvements around the school. to routinize pedestrian safety improvements The improvements included a large sidewalk extension to square off an intersection near the school, reducing crossing distances and minimizing pedestrians’ exposure to vehicle traffic. The project also included new sidewalks, curb ramps and crosswalks to improve 18 pedestrian accessibility and safety. OakDOT

6. Enhance signal operations 8. Provide safe access to all for greater safety, efficiency and Oakland schools flexibility Many parents drive their children to Traffic signals regulate the essential schools not because they are too far right-of-way for city streets and can away but because they feel that the hold a critical role in creating new routes are too dangerous. Streets rules for safety on Oakland’s streets. and crossings must be designed Signals also must be engineered to provide accessible routes to to balance the needs of transit, school that are safe and easy to use pedestrians, bicycles and the by our youngest Oaklanders, with changing flow of vehicles at different clear markings, shorter crosswalks times of the day. and refuges, and designs that help physically reduce the speed of • Establish a Signal Operations Unit traffic. • Create a signal operations plan that prioritizes safety for all modes • Develop stronger partnership with the Alameda County Safe Routes • Implement Pedestrian Signal to Schools program Policy • Regularly update school walking • Update all pedestrian signal plans to support safe travel for our heads to countdown timers students

7. Review speed limits to support 9. Make Oaklanders feel safe safe travel on our roadways walking and waiting for the bus at all times of day or night How fast a driver operates his or her vehicle is one of the single most Transit stops and hubs are important determinants of whether destinations for tens of thousands a crash will occur and the severity of Oaklanders, and safe access of the damage and injuries it could to them is as important as transit cause. A difference of just 10 mph itself. A bus system that has stops can mean the difference between life that are difficult to reach, poorly and death, making strategies that lit, or lack sidewalks can depress moderate speed among the most ridership, threaten public safety effective safety measures that cities and undermine the region’s transit can undertake. investments. OakDOT is committed • Establish 25 mph zone program to breaking down these barriers to ridership by shining a new light on the importance of transit accessibility .

• Create a Safe Routes to Transit program and integrate Crime Prevention Through Environmental Design techniques, particularly near and along transit corridors

19 Vibrant Sustainable Infrastructure

Designing, Building and Maintaining 21st Century Streets for All Oakland is growing. New residents latest industry advances and investigating and businesses are flocking to our city, fair parking policies and shared mobility and our streets, sidewalks and transit tools. And we are committed to restoring stops from Santa Fe to Castlemont are our roadways, sidewalks, bike lanes, accommodating tens of thousands streetlights and other assets to a state of of additional trips each day. To build a good repair. smarter, greener, more livable future, the Oakland Department of Transportation These investments are about more than will invest in infrastructure that serves efficiency and cost savings. They are everyone, no matter how they get around. a roadmap to a fairer city, where every resident can choose to leave their car OakDOT is committed to improvements keys at home and still access fast and to the city’s physical footprint in affordable world-class transportation every neighborhood, and developing options that take them where they need industry leading guidance for Complete to go. That will get us on the fast track to a Streets that serve all road users and thriving, sustainable Oakland. communities. We are committed to the

20 OakDOT

1. Bring Oakland’s streets into a 2. Plan and develop capital 3. Make walking safe and state of good repair projects in an equitable, timely, delightful efficient and coordinated manner While the city strives to deliver Whether you drive, bike or take new transportation services This is a critical time for the transit, everyone is a pedestrian for Oaklanders, OakDOT must City of Oakland, with a growing at some point in the day, as we ensure that our existing roadways, population, significant residential walk from a parking spot or bus sidewalks and other infrastructure and commercial developments and stop to our schools, jobs or other are safe, efficient and well- renewed vitality in neighborhoods destinations. So it is critical that maintained. If bond funds become citywide. By tasking dedicated units OakDOT updates the City’s available, we will: accelerate our with looking at the city and these pedestrian network for the 21st repaving schedule; catalog all projects holistically and improving century, with new policies, public available resources and needs to data collection, OakDOT can ensure spaces, wayfinding and other make our resurfacing operations that agency resources are applied essential programs that make more efficient; and leverage other in a thoughtful, systematic manner walking safe and enjoyable. funding opportunities to lay the that meets our goal of serving all • Develop and complete the foundation for a smarter, more Oaklanders equally. Pedestrian Master Plan sustainable infrastructure. • Create an interdisciplinary, • Create a public space program • Maintain and enhance Pavement interagency team that develops, Condition Index and use in project coordinates and prioritizes • Support development of the prioritization capital projects based on citywide wayfinding program city policies and programs, • Ensure all new street designs community proposals, specific consider and incorporate a plans, private development, utility maintenance strategy company projects and identified • Allocate sufficient operating maintenance needs budget to bring all of Oakland’s • Collect, analyze and present streets into a 20-year paving cycle information regarding the equity of distribution in planning investments, delivery of programs/services and capital projects

21 Protected Bike Lanes and Pedestrian 4. Achieve full ADA public right- of-way compliance Improvements / Telegraph Ave It is imperative that our streets and sidewalks work for our most vulnerable citizens, including seniors, youth and those with disabilities. Therefore, OakDOT is committed to full compliance with the Americans with Disabilities Act (ADA). OakDOT must identify opportunities to accelerate efforts to achieve that important goal and install critical access and safety tools such as audible crossing signals and safe, accessible sidewalks.

• Develop ADA Public Right of Way Transportation Transition Plan with measurable benchmarks

Following the implementation of the Telegraph Avenue road diet and painted protected bikeway pilot, OakDOT staff completed an intercept survey and bicyclist and pedestrian count. Early results from Telegraph surveying indicate that the pilot project is following the trends of other protected bikeway projects in the U.S. 52% of bicyclists travel the Telegraph Avenue corridor more frequently than before the changes were implemented. 79% feel that the overall safety of bicycling on Telegraph has increased with the improvements. 63% of pedestrians felt the overall safety of the corridor has increased with the project. Post-implementation, Telegraph survey respondents indicated a 40% increase in trips.

22 OakDOT

5. Improve the quality and 6. Expand access to shared completeness of Oakland’s mobility services bikeway network It’s not enough to improve the As city after city has introduced Oakland we have; we need to plan new bicycle infrastructure, for the Oakland we want to see in including protected lanes and safe the 21st century. By pursuing proven bike parking, they’ve seen safety shared mobility strategies such as benefits for everyone and improved bike and car share, and expanding economic vitality for nearby access to them in all communities, businesses. That’s why OakDOT is we will provide city residents with the committed to building on its past transportation options they need, success through the updating reduce private vehicle ownership of the Bicycle Master Plan and and demand for parking, and other efforts to promote this safe, improve access to jobs and services affordable and sustainable mode that will help make our economy of transportation in neighborhoods thrive for years to come. citywide. • Support roll out of Bay Area Bike • Update the City’s Bicycle Master Share Plan to identify and prioritize a • Develop car and scooter sharing network of high-quality bikeways programs • Pursue all “easy wins”—the near- • Conduct shared mobility term, low-cost and high-impact engagement campaign in low- opportunities—to implement new income areas Our sidewalks are natural and improved bikeways gathering places for our • Move aggressively to design and communities. We can make implement protected bike lanes more inviting spaces with simple and protected intersections benches, street trees and better through major roadway projects lighting, and we can create • Expand and improve the vibrant new spaces by widening CityRacks Bicycle Parking sidewalks, installing parklets, and Program to meet the growing supporting low-cost mini-parks demand for publicly accessible bike parking and plazas. • Promote quality bike parking on private property by updating the planning code’s bicycle parking requirements to national best practices

23 7. Strengthen Oakland’s Improving Transit / Major Corridors Study economy through improved goods movement, while reducing negative health and safety outcomes in our neighborhoods Oakland benefits greatly as the hub of the Bay Area’s road, transit and freight system. But the concentration of goods on trucks, trains and ships requires careful logistical work and planning to ensure that low-income communities are not disproportionately affected by higher traffic volumes, elevated asthma rates and other related concerns. By partnering with the Alameda County Health Department and others, we can reduce the negative impacts on these communities while ensuring that the system’s benefits are shared with all Oaklanders. • Partner with Alameda County On an average weekday, about 100,000 people ride buses on AC Transportation Commission to Transit’s major corridors, which carry over half of the agency’s implement the Goods Movement total ridership. However, buses often get stuck at red lights and Plan in traffic, and schedules become unreliable. In coordination with • Work with regional and state OakDOT, AC Transit recently conducted its Major Corridors agencies to implement the Study to identify infrastructure investments, like Bus Rapid California Sustainable Freight Transit, that will help buses run faster and more reliably on these Action Plan in Oakland’s Marine Terminal Areas and Airport key transit corridors. The study’s goal was to improve customer satisfaction and increase ridership, and it outlines a set of bus transit investment strategies for further study. Nine of the 11 corridors studied run through Oakland, connecting Oakland residents and workers to work, school, shopping and services. These corridors represent the next set of investments for Oakland’s Complete Streets program.

24 OakDOT

8. Create Complete Streets 10. Improve asset management 12. Green Oakland’s streets to corridor program As the newest city agency, OakDOT improve air and water quality As Oakland grows and evolves, our was founded with a commitment to OakDOT is committed to helping expectations for our streets must valuing and maximizing our existing slow global climate change, building expand and evolve as well. We must staff and resources, even as we more resilient transportation think of our streets as valuable build the new skills and enhanced systems, and finding solutions for public spaces that serve everyone capabilities that a growing, thriving safer, more rapid and affordable using them, and as destinations in Oakland demands. By enhancing transportation that doesn’t come at their own right. By implementing our data collection to target the expense of our neighborhoods Oakland’s Complete Streets Policy our efforts and standardizing or the natural environment. By through a corridor development maintenance procedures and staff incorporating green infrastructure program that values all users— training across the department, we into capital projects, reducing pedestrians, cyclists, transit riders can lay the groundwork for a smart, stormwater runoff and better and drivers—we can improve the responsible OakDOT and safer, more managing truck traffic and safety and livability of key corridors sustainable streets. emissions, we can conserve our across the city. resources and build a healthier • Map all projects in GIS to properly and more sustainable future for all identify and maintain assets and • Develop and adopt corridor-level Oaklanders. plans that incorporate transit, as-built information biking and walking improvements • Improve and standardize staff • Support initiatives that decrease • Deliver Complete Streets training and development automobile emissions and improve air quality, especially in historically impacted communities and neighborhoods 9. Plan and implement fast, 11. Coordinate land use with • Support OPW’s Urban Greening frequent and reliable transit transportation planning Retrofit Plan From the world-class Bus Rapid Street design and land use • Target capital project screening Transit currently under construction planning are two sides of the same program for inclusion of green on International Boulevard, to coin. If they are not coordinated, infrastructure in high flood risk the transbay, rapid and local bus Oaklanders can be forced to travel and underserved areas routes operated by AC Transit, long distances from their homes Oaklanders depend on a strong to reach jobs, shops, schools and surface transit network to get them city services, negatively affecting where they need to go. By improving street life and discouraging active our interagency coordination and transportation. Through improved upgrading our signals and other coordination with city, regional and infrastructure, we can improve state transportation and planning service, reduce reliance on private agencies, OakDOT can design safer vehicles, and provide people with and more efficient streets, better faster and even more affordable evaluate how projects impact the transportation options. lives of Oakland residents, and leverage private development for the • Plan and implement great transit options for Oakland public good. • Improve and maintain Oakland • Coordinate land use planning streets and signals for efficient, efforts with transportation plans reliable transit operations and projects • Manage demand for transportation induced by private development, businesses and institutional employers • Leverage private land use development to achieve public right-of-way improvements 25 13. Improve transportation 14. Manage public parking to 15. Enhance the cyclist and choices and minimize parking balance the diverse needs of pedestrian realm with affordable, demand, congestion and pollution Oakland’s visitors, merchants, energy efficient lighting commuters and residents Street space is one of the most Just as traditional street-name valuable resources a city has. As Like all cities, Oakland needs to signs have evolved over decades Oakland grows and people continue be smarter about managing its to primarily serve drivers, street to make more trips for school, on-street and off-street parking lighting, and all of the mobility and work and play, the city will see supply and scarce curb space. public safety benefits that come with increased demand for street space This will ensure parking availability it, has for too long been focused by pedestrians, cyclists, drivers, in commercial districts, increase only on people in automobiles. users of the car-hail apps such access for disabled motorists, OakDOT is committed to leveling as Uber and Lyft, and bus riders. provide adequate loading zones for the playing field and providing By encouraging and increasing businesses, and balance the many affordable, energy-efficient and transportation choices like these for demands that Oaklanders place on easily maintained lighting in every all Oaklanders, we can make it easier the street. OakDOT will pilot state- neighborhood for pedestrians, to leave the car keys at home, save of-the-art parking management cyclists and transit riders, as well money, and help make our streets policies to ensure motorists can as motorists, helping make every and sidewalks work as efficiently as quickly and easily find a space, journey safe, no matter how you possible. eliminating wasteful “search” traffic. travel. OakDOT sees parking pricing and • Update the street lighting • Through Transportation Demand enforcement foremost as customer catalog to include durable, easily Management (TDM), prioritize service tools to create availability. maintained pedestrian and plaza making the most effective use • Manage on-street parking supply fixtures of existing infrastructure before as part of a comprehensive curb adding new supply • Complete conversion of all management program existing street lights to LED • Improve parking monitoring and enforcement • Improve curb parking availability for people with disabilities and reduce disabled placard fraud and abuse • Manage parking as a sustainable municipal enterprise by providing an institutional structure for returning a portion of curb parking revenue to the blocks where it was collected • Reassess the use and value of city-owned off-street parking facilities

26 OakDOT

16. Integrate art and playfulness Public Space / Latham Square into infrastructure Art allows us to see the extraordinary in the ordinary, training our eye to see our connectedness to a larger whole. In cities, nothing is more ordinary and ubiquitous than transportation infrastructure, making it a particularly powerful canvas for art. Recognizing our limited resources, OakDOT will welcome partnerships with artists and arts funders, and tap into the creativity within our communities to use our infrastructure to celebrate the spirit of Oakland. • Develop arts policy for major projects • Develop arts policy for integrating art into everyday infrastructure, such as unique crosswalks

The $7 million transformation of Latham Square by the City of Oakland has nearly quadrupled the size of the public gathering space in the heart of downtown Oakland where Broadway and Telegraph intersect. This public investment complements the significant private investment in the area with the renovations of the nearby Latham Square building and the former Roos Brothers department store at 1500 Broadway.

Specific components of the Latham Square Streetscape Improvements project include: • Realignment of Telegraph Avenue to intersect with Broadway at 15th Street to improve vehicular and pedestrian safety and circulation. • Enlargement of Latham Square and flexible design on the adjacent block of Telegraph Avenue for special events. • Cleaning and restoration of the Latham Square Fountain by a professional conservator. Originally installed in 1913, the fountain had not had running water since 1941. • Specialty lighting features and landscaping along Broadway which doubles as a rain garden to improve stormwater quality.

27 Responsive Trustworthy Government

Providing Oaklanders with an Open, Accessible and Efficient Transportation Agency Modern transportation agencies don’t just For outside partners, it means improving deal in steel and concrete. They must also interagency coordination at the city, build relationships with partner agencies, county, regional and state levels, local businesses and residents every refining and expanding our contracting neighborhood. OakDOT’s commitment to processes and, vitally, improving our a responsive and trustworthy government communications with neighborhoods requires a reassessment of every step across the city. For the public, it means of the operational, customer service, direct engagement to tailor our strategies contracting and communications to local community priorities. processes—both internal and external, in person and online—to establish By focusing an entire agency on connections and confidence with the improving transportation outcomes, the people whom the agency hires and those City of Oakland’s new DOT will provide it serves. rapid responses to diverse community concerns, tailored solutions to meet These goals, strategies and benchmarks local contexts and robust, dependable are designed to foster strong, productive transportation options. The ultimate partnerships every day, at every level goal is not just a reactive agency, but a in the agency. Within OakDOT, this proactive one that is set up to identify and means attracting and retaining talented address needs even before they arise. employees through a streamlined job posting and hiring process, building their skills and developing their careers.

28 OakDOT

1. Make OakDOT a great place 2. Make the City of Oakland a 3. Increase capacity to deliver to work and recruit the best preferred public agency partner projects and services by employees expanding pool of interested From our fellow departments such contractors As a new department tasked as Planning and Public Works, with reimagining the City’s to outside agencies like BART, It will not be enough for OakDOT streets, OakDOT also presents AC Transit, the Alameda County to improve its coordination with an unprecedented opportunity to Transportation Commission (ACTC) existing contractors and other rethink the agency’s structure in and Metropolitan Transportation outsides partners; we need to order to attract, retain and promote Commission (MTC), to contractors encourage even more of the Bay the best and brightest employees. and developers, our outside Area’s large and growing labor pool The agency is committed to partners are crucial to keeping to work with the City of Oakland and resetting the human resources our city moving. By simplifying help us achieve more of our goals, process, including a revamped project management processes more quickly. internship program and expanded and improving agency coordination, advertising of open positions. By we can deliver responsive By promoting the most capable improving its internal training and and affordable transportation contractors, simplifying our skill-building programs, OakDOT will innovations and work with all levels contacting procedures and work as hard for its employees as of government to implement them streamlining the City Administrator they work for the people of Oakland. more efficiently and affordably. approval process, we will be able to move from rendering to reality in real • Build on successful internship and • Improve coordination during time. recruiting efforts to attract top planning and building phases of talent from local universities private land use development • Increase the City Administrator’s approval level of professional • Ensure that job openings are seen • Improve coordination and services and construction by a wide array of potential talent cooperation with other public contracts to recruit the best employees agencies • Expand skills and capacity at the • Increase pool of capable Municipal Service Center contractors and eliminate poorly performing contractors. • Enhance Human Resources Support to employees • Improve procurement processes • Streamline hiring processes for efficiency, clarity, transparency and speed • Promote City/OPW/OakDOT brand • Expand training opportunities

29 Reducing Transportation Impacts of City 4. Develop and implement a set of agency-wide community outreach Operations and engagement protocols that promote genuine community empowerment Effective government agencies don’t just inform communities about projects—they partner with them. By developing a comprehensive approach to public outreach— including protocols for public meetings and advance notice of projects, designating points-of- contact for each major project, and outlining clear, simple metrics so people can evaluate projects themselves—we can both meet Oaklanders’ needs and use their local knowledge to design and deliver transportation projects that strengthen our communities. • Designate at minimum one staff as community outreach liaison for all major projects The City of Oakland’s Energy and Climate Action Plan (ECAP) • Create the new position of (2012) set an objective to achieve a 36% reduction in city-related Communications Director to fuel consumption by 2020. Key actions to implement this objective oversee and coordinate agency- include replacing the city’s vehicle fleet with more fuel-efficient wide communications and provide vehicles and enabling city employee vehicle trip reductions engagment assistance to staff on through transit pass subsidies and flexible work schedules. a project level • Develop and implement plan- Aligning with this ECAP objective, the City of Oakland’s Risks and project-specific community outreach and engagement & Benefits Office recently worked with our union partner, the strategies that are adaptable to International Federation of Professional and Technical Engineers meet the priorities and needs of Local 21, to roll out a pilot program offering free transit passes to the community we are serving represented members of Local 21, including many of the public sector professionals and technical workers of OakDOT. For the next year, all Local 21 represented members are entitled to receive one free AC Transit EasyPass as part of the current labor contract. The pass offers unlimited trips on AC Transit and is good for travel on any AC Transit route.

By purchasing EasyPasses for all Local 21 members, the city received a 95% discount on the value of the passes. This discount is only available to cities and private employers that purchase the passes for all members of a group with 100 or more employees, such as Local 21 represented members.

Transit pass programs offer city staff the opportunity to do their part to help the environment by reducing transportation impacts. A broader transit pass program including all city employees could be considered for implementation in the coming years. 30 OakDOT

5. Expand the avenues for 6. Make data and decisions communication and listening transparent and accessible to the between the new agency and the public public As the agency’s staff takes on Just as neighborhoods across the new priorities and the pool of city are evolving and expanding, projects increases following this so are their expectations of city fall’s infrastructure bond measure, government, especially of an OakDOT’s data collection efforts will agency like OakDOT, which people grow into a torrent of information. interact with as soon as they The public will expect to find step foot outside their homes. an open, accessible platform Communication is a two-way street, for information about projects and a 21st century transportation important to their neighborhoods agency must use every tool and across the city. By partnering available, from social media to with the City Administrator and other community surveys, in order to agencies, we can develop a one stop capture a range of feedback as shop for all data-related demands, diverse as the people of Oakland. from transportation to housing to public health, and everything in • Use new and old media to connect with residents, including social between. media and other web tools • Create online portal, connected • In conjunction with the work of with the City Administrator’s the City Administrator’s office, efforts, to offer easy public access create an online information hub to OakDOT’s transportation data to inform the public of upcoming meetings and allow them to see and query project status reports • Develop and implement ongoing strategies to receive community feedback on transportation programs, activities and services

31 Benchmarks The tables on the following pages list the benchmarks that OakDOT will use to measure progress toward achieving its goals and implementing the strategies of this strategic plan.

Glossary ACPHD Alameda County Public Health Department ACTC Alameda County Transportation Commission BART Bay Area Rapid Transit BIDs Business Improvement Districts CAO Oakland City Administrator DRE Department of Race and Equity EBMUD East Bay Municipal Utility District HCD Department of Housing & Community Development HRM Department of Human Resources Management MO Mayor’s Office MTC Metropolitan Transportation Commission OAK Oakland International Airport OEWD Office of Economic & Workforce Development OFD Oakland Fire Department OFM Office of Finance & Management OPD Oakland Police Department OPW Oakland Public Works Agency OTS California Office of Traffic Safety OUSD Oakland Unified School District PG&E Pacific Gas & Electric Company Planning Planning & Building Department Port/OAK Port of Oakland

32 33 Equitable Jobs and Housing

1-year benchmarks 3-year benchmarks Partners 1. Adopt equitable transportation decision-making frameworks for planning and project development Define equity for Oakland, • Analyze transportation outcomes • Confirm and refine a decision DRE, MO and develop quantitative in Oakland to understand and making framework to evaluate new equity metrics identify inequitable distribution of transportation projects transportation investments and • Evaluate all new projects and services across categories relevant programs through framework to equity considerations, including but not limited to geographic areas of historic disinvestment and Communities of Concern • Draft a vision statement to make clear to the public and to OakDOT staff what equitable transportation is and why it is imperative Use metrics to inform • Create metrics to measure efficacy of • Update metrics quarterly and ongoing project management projects, services, programs publish relevant results in the online portal and transportation planning • Measure our equity goals on processes project-by-project and agency- wide and citywide basis to maintain accountability for these frameworks Form a Transportation • Form an OakDOT working group to • All seats on the commission are Commission to provide liaise with Mayor’s Office officials filled and the commission regularly broader input to OakDOT on and council members to develop the achieves quorum values, priorities, policies, commission ordinance projects and proposals • Adopt a City Council Ordinance to form and staff the commission

2. Plan and distribute paving program resources based on equity, road condition and safety metrics Create a Complete Streets • Create evaluation criteria and project • Fill Complete Streets Paving Project OPW, OEWD, Paving Project Group to plan, management team for repaving group staffing Planning, other City coordinate and maximize program that includes road condition, agencies, utility opportunities safety and equity inputs companies

34 –Equitable Jobs and Housing 1-year benchmarks 3-year benchmarks Partners 3. Lower transportation costs for Oaklanders Support transit subsidies for • Engage in local and regional efforts to • Deliver transit subsidy program AC Transit, BART, youth and elderly populations develop transit subsidies and meet goals for increased MTC employment access, and school or senior program attendance

Enable and encourage • Develop an assessment methodology • Implement campaign in partnership AC Transit, BART, Oakland residents to reduce that incorporates distance to with climate action plan MTC, car share the need for car ownership transit nodes, safe bike lanes, and providers, ACTC, and use by providing walkable routes, as well as safety and Bay Area Bike Share increased transit, bike, car accessibility of those nodes/routes share and rideshare options Leverage public-private • Join or develop public-private • Evaluate success of programs and partnerships to support the partnerships for transportation use findings to revise performance transit needs of low-income goals residents and persons with disabilities Develop creative solutions • Define equity analysis framework • Assess and evaluate efficacy of MTC, car share to ensure that Oaklanders for new mobility operators to strategies to ensure access providers, Bay Area without adequate access to conduct prior to obraining operating Bike Share banking have access to new agreements mobility options Ensure that parking and traffic • Perform assessment of parking and • Identify and implement return-to- OFM, OPD, DRE permits, fees and fines are not traffic-related fees and fines source strategies scoped in Year 1 unduly punitive, especially for • Determine the scope for establishing residents, and that revenue parking benefit districts and other is used to improve mobility return-to-source mechanisms choices • Establish working group with OPD and Department of Race & Equity

4. Provide staff with knowledge, skills, abilities and resources to implement equity and community engagement goals and deliver equity outcomes across transportation projects, programs and services Recruit diverse workforce at • Establish a protocol for job • Meet Year 3 diversity targets HRM, DRE every level announcements including posting at local institutions (universities, workforce centers, etc.) • Scope potential training partnerships with Oakland high schools, colleges, and community colleges • Define diversity targets

Update job descriptions and • Update 20% of job descriptions to • Update 50% of job descriptions to expectations to incorporate have equity and strategic community have equity and strategic community equity and community engagement expectations engagement expectations engagement knowledge, skills and abilities Create staff education • Define training needs and program • 50% of staff have undergone training opportunities including in community engagement principles and methods of community engagement, cultural competency and sensitivity training

35 1-year benchmarks 3-year benchmarks Partners 5. Improve access to jobs, education, training and needed services Pursue strategies that • Engage in regional plans to address • Cut bus congestion and signal delay AC Transit decrease travel times for transbay transit capacity on major corridors by 50% transit dependent low-income • Scope implementation of AC Transit workers Major Corridors in Oakland • Develop transit priority protocols for major transit corridors Support regional • Designate staff to partake in existing • Implement items in the action plan AC Transit, MTC transportation planning transportation planning efforts with targeting the needs of late- regional partners night workers • Prepare Late Night Transportation Action Plan for Oakland and scope projects Increase first- and last- • Support development of • Implement Year 3 goals for Bicycle mile connections to major Bicycle Master Plan update and Master Plan and Pedestrian Master job, educational and social implementation of Pedestrian Master Plan services centers Plan update • Broker sponsorship opportunities with employers that support transit services, such as universal transit pass programs

Make transit payment • Support regional efforts to develop • Create Transit Fare Integration AC Transit systems more convenient multi-operator transit passes Action Plan for Oakland • Create Transit Fare Working Group • Fully implement Transit Fare to be responsible for participation in Integration action items Clipper 2.0 development and liaising with OakDOT Ensure that shared mobility • Designate a shared mobility • Meet accessibility targets for shared Shared mobility options operated by private coordinator to engage with private mobility providers in Oakland providers organizations serve access— transportation organizations on and functional—needs increasing accessibility to all populations to the fullest populations extent practicable • Establish accessibility targets for shared mobility providers Ensure existing residents • Engage with other departments Planning, HCD and businesses benefit from in assessing strategies to address transportation investments displacement and support city efforts to reduce displacement

36 –Equitable Jobs and Housing 1-year benchmarks 3-year benchmarks Partners 6. Enhance use of data to guide equitable mobility and infrastructure investments Establish protocols to monitor • Draft white paper outlining • Update data processes and and maintain data quality data “owners” and the groups/ protocols on an as needed basis departments that must regularly • Re-evaluate annually at minimum access all data • Write brief data protocols detailing how and when to access, request and update each data set • Integrate data protocols into new employee orientation Integrate before/after • Convene monthly project • Evaluate first post-implementation evaluations into regular management working group before/after data project definition and • Draft a white paper of recommended monitoring before/after data practices for Oakland • ID projects in early stages of scoping that will undergo full before/after process

37 Holistic Community Safety

1-year benchmarks 3-year benchmarks Partners 1. Adopt a Vision Zero policy and pledge to eliminate traffic injuries and fatalities Establish a multi-agency • Approve the task force and set out • Appoint Vision Zero manager OPD, MO, City goals, objectives, parameters of the Council, ACPHD, Vision Zero task force • Fund and begin a robust marketing effort and metrics for success advocacy program community • Report to Council/Mayor on program progress Adopt Vision Zero Policy and • Develop a Vision Zero policy • Reduce traffic fatalities in Oakland by All Vision Zero 15% from 2016 levels partners communication strategy • Present policy for adoption by the Mayor and City Council Create OakDOT Vision Zero • Identify priority corridors and • Using the Pedestrian Master Plan OPD Action Plan intersections based on completion and data from the Bike Program, of Pedestrian Master Plan and other implement short-term improvements ongoing collision data analysis to the top 15 corridors (and 150 intersections); scope and plan long- • Prioritize locations with quantifiable term, high-cost safety improvements severe and fatal collision history for action Integrate Vision Zero goals, • Review all active plans, policies and • All updates have been implemented Planning, OPW, principles and policies into programs and recommend updates through individual plan adoption or OPD all agency plans, programs, incorporation in other adopted plans projects and processes Develop a comprehensive • Identify funding for strategy • Continue ongoing educational Vision Zero Task strategy for safety education development and first education efforts; monitor and measure Force, OTS, ACTC, campaign effectiveness MO

Ensure that the advancement • Establish working group with • Identify and implement strategies OPD, DRE of traffic safety goals does not OPD and Department of Race to address issues identified in run counter to other equity and Equity focused on addressing Year 1 assessment, including goals racial disparities in traffic safety deprioritization or decriminalization enforcement of activities that do not threaten public safety, such as bicycling on sidewalks, jaywalking and minor equipment violations

2. Inform safe designs and infrastructure decisions with data and analysis Create a transportation safety • Compute crash rates (all modes) and • Funding for GIS of citywide inventory OPD, OPW, ACTC, data inventory begin to develop citywide rates secured; updates to infrastructure OTS are routinely updated by identified • Collect more exposure data (annual staff counts) and modeling • Annual report on safety, fatal and • Establish master GIS layers for severe collisions are prepared and infrastructure (signs, colored curbs, presented to the City Council, markings, striping, etc.) supporting jointly with OPD, as per the Oakland the development of a traffic data Municipal Code collection and analysis program Train staff to access and use • Develop a training program and • Relevant program staff trained to available data schedule to support regular access access data and ease of use of the database • Train first 10 staff members

38 –Holistic Community Safety 1-year benchmarks 3-year benchmarks Partners 3. Incorporate safe and Complete Street designs into the design process Ensure that safer designs • Develop methodology for identifying • Incorporate Paving Program and safety interventions top safety streets within the paving list Checklist and Safer Streets Pilot are integrated into routine (e.g., 5-year) Program as standard operating procedure. Review and revise maintenance and operations, • Expand Highway Safety Improvement periodically and implement as and into all projects Program to develop ongoing list of routine for paving program contracts locations for future rounds or for other plans/projects/programs • Biennial review of high collision locations and analysis of high- benefit/cost projects

4. Ensure safe design standards are available and accessible to all Finalize Complete Streets • Implement citywide street • Protocols are developed and put in guidelines and implement classification system place to further safety goals (e.g., pedestrian signal timing policy, on- recommendations • Identify additional design topics street parking loading standards) in need of development and documentation • Develop training materials for staff to learn about the design resources available • Review/renew standard details Develop pedestrian safety • Develop list of tools and design • All safety tools and programs are street design toolkit guidance for pedestrian safety well documented and accessible to interventions, incorporating citizens in a variety of media recommendations included in the • Existing process for requesting Pedestrian Master Plan safety evaluations, qualifying and • Organize and document current priority criteria is made easy to programs, such as speed bumps understand and readily available and circles/islands, as a part of the • List of locations under consideration Pedestrian Safety Strategy. Clarify and moving towards implementation and document qualifying and are available to the public prioritization criteria Ensure staff are trained • Designate staff leads for all relevant • Oakland staff represent the city in national best practices transportation planning/engineering through panels, presentations for safe street design and organizations, to be responsible for and research presented at major management sharing training opportunities with transportation planning/engineering the larger department and citywide, related conferences where applicable • Set expectations for greater staff participation and attendance at key training conferences by identifying travel funding and grants for training

39 1-year benchmarks 3-year benchmarks Partners 5. Establish request and criteria-based programs for targeted pedestrian safety enhancements Refine pedestrian safety • Create a working group to develop • Complete a total of 37 pedestrian public request process the toolkit crossing enhancements • Establish implementation criteria for each element of the toolkit and publish online • Develop request system • Establish prioritization criteria • Develop project concepts and community support for top 10 priority locations • Identify funding for top 10 (ATP, OBAG, Measure B/BB, Bond, other) and move towards implementation Use a data-driven approach • Develop prioritization criteria for • Prepare a GIS-based inventory of to routinize pedestrian safety pedestrian crossing enhancements all marked crosswalks throughout improvements (e.g., RRFB, ped refuges, HAWK, the city, and collect or assemble countdowns, sign/striping) additional GIS-based data for the variables considered in the Uncontrolled Crosswalk Policy and Signalized Crosswalk Policy • Using the inventory and data collection, identify recommended enhancements to marked crosswalks by comparing the treatments in place at these locations versus the city’s crosswalk policies • Prioritize enhancements in locations within the top 50 for pedestrian crashes weighted by severity in the most recent citywide crash analysis • Identify a secure funding source, such as general funds or Measure BB funding, to bring at least five of the top priority marked crosswalks into compliance each year • Enhance marked crosswalks opportunistically through coordination with other roadway design, development, resurfacing or other projects occurring near crosswalks

40 –Holistic Community Safety 1-year benchmarks 3-year benchmarks Partners 6. Enhance signal operations for greater safety, efficiency and flexibility Establish a Signal Operations • Identify and reassign staff to new unit • Hire Traffic Engineer and Senior AC Transit, OPD, Technician ACTC, Caltrans, Unit • Work with ACTC and AC Transit MTC to develop plan for staffing and • Staff Traffic Management Center, operating the Traffic Management collect data routinely and establish Center to support reliable transit and partnerships with local and regional safer streets partners • Establish performance measures, targets and goals, and measure routinely Create a signal operations • Write draft signal operations plan in • Implement signal operations OPD, OFD, AC plan that prioritizes safety for support of overall OakDOT goals according to schedule Transit all modes • Establish goals for signal • Create and maintain a signal interconnect, coordination, preemption inventory pedestrian signal head installation, cycle length and other key aspects of traffic signal operations • Review signal warrant database and recommend updates Implement Pedestrian Signal • Review policy and revise if necessary • Have identified funding (e.g., Planning, ACTC Freeway Access Plan, Downtown Policy • Develop an action plan targeting the Specific Plan, Traffic Impact Fees, downtown core HSIP), and have implementation underway Update all pedestrian signal • Complete the inventory of pedestrian • Complete or be in construction for heads to countdown timers signals downtown 50% of the missing locations • Develop cost estimates for implementation

7. Review speed limits to support safe travel on our roadways Establish 25 mph zone • Develop principles/policy on 25 mph • Implement all 25 mph conversions OPD criteria with OPD program • Perform ongoing collection of speed • Review all arterials and collectors to data, review of speed limits, revision determine which streets qualify of Oakland Municipal Code and evaluate adherence to speeds • Perform as needed speed surveys • Enforce speed limits • Publish location list, implementation actions and timeline for conversion

41 1-year benchmarks 3-year benchmarks Partners 8. Provide safe access to all Oakland schools Develop stronger partnership • Convene working group that meets • Implement infrastructure Alameda County with the Alameda County Safe regularly from OakDOT, OPW, OPD, enhancements at 12 schools Safe Routes to OUSD and Alameda County SR2S to Schools program, Routes to Schools program • Formalize a toolkit, guidelines and customize countywide program for OPD, OPW costs for safe infrastructure and curb city use management for schools • Create direct communication • Develop fully functional database protocol between Alameda County of school/pedestrian/bicycle/traffic SR2S program and OakDOT information to prioritize for future for principals requesting safety investments for the schools most improvements in need (e.g., collision data, school • Review existing Alameda County Safe mode share data, student health Routes to Schools improvement plans data) for prioritized project opportunities

Regularly update school • Develop strategy to update school • Complete or update 10 school OUSD, Alameda walking plans to support safe walking route plans walking route plans so that all County Safe Routes elementary and middle schools have to Schools program travel for our students • Add school walking route plans to the plans no more than three years old online OakDOT data portal • Keep online data portal up-to-date with plans • Launch updated walking route plans in tandem with school-based walk/ bike events

9. Make Oaklanders feel safe walking and waiting for the bus at all times of day or night Create a Safe Routes to • Designate a CPTED and Safe Routes • Develop and implement CPTED OPD, AC Transit Transit program and integrate to Transit lead within OakDOT training Crime Prevention Through • Develop and implement Safe Routes Environmental Design to Transit program techniques, particularly near and along transit corridors

42 –Holistic Community Safety Vibrant Sustainable Infrastructure

1-year benchmarks 3-year benchmarks Partners 1. Bring Oakland’s streets into a state of good repair Maintain and enhance • Update paving program prioritization Pavement Condition policy Index and use in project prioritization Ensure all new street designs • Develop a lifecycle analysis and • Integrate lifecycle costing analysis OPW, MO consider and incorporate a costing program into the CIP maintenance strategy • Integrate maintenance crews into street design procedures Allocate sufficient operating • Identify capital and operating • Allocate sufficient operating budget OPW, MO. MTC, budget to bring all of resources needed to address to prevent worsening of deferred State government Oakland’s streets into a 20- deferred maintenance problem and maintenance prevent it from recurring year paving cycle • Provide schedule for meeting 20- • Identify local, regional, state and year paving cycle federal obstacles to sustainable pavement maintenance funding

2. Plan and develop capital projects in an equitable, timely, efficient and coordinated manner Create an interdisciplinary, • Identify and create Strategic • Full establishment and integration of OPW, OEWD, OPD, interagency team that Project Development Committee the Strategic Project Development Planning, other City develops, coordinates and to coordinate and integrate capital Committee with City Practices agencies, utility prioritizes capital projects project objectives and funding and Policies (such as City’s companies Administrative Instruction 3002) based on city policies and • Update and Revise Administrative programs, community Instruction 3002 for approval by City proposals, specific plans, Administrator to better coordinate private development, utility and streamline project develop across company projects and city agencies identified maintenance needs • Evaluate results of this approach on a wide range of criteria: geographic, social, and investment equity; overall cost/benefit; success leveraging funds for other funds or projects; and other • Create a 10-year CIP to update and prioritize/reprioritize every two years • Identify sources of funding for equitable capital program Collect, analyze and present • Create and implement map-based information regarding database to coordinate potential the equity of distribution projects, funding and resource in planning investments, distribution delivery of programs/services and capital projects

43 1-year benchmarks 3-year benchmarks Partners 3. Make walking safe and delightful Develop and complete the • Complete and launch Pedestrian • Implement near-term and low- OPD, OPW, DRE, Pedestrian Master Plan Master Plan cost safety improvements from the OEWD Pedestrian Master Plan • Identify specific corridors and intersections that need near-term, • Implement walkability improvements low-cost improvements (short- or long-term) in the top 25% of the indexed Communities of • Identify specific corridors and Concern census block groups intersections that require longer term and more costly fixes; begin design • Hire a staff person to develop and implement a Safe Routes to Schools program Create a public space • Use Mayor’s Fund to bring in new • Conduct two application rounds MO, DRE, Planning, program staff capacity, develop guidelines and of program development and BIDs launch application-based program create 4 to 6 new plazas in varied neighborhoods across the city • Use Mayor’s Fund to pilot one plaza with community partner to test program • Create guidelines, launch program and pilot one additional parklet Support development of the • Develop wayfinding funding and • Implement full-scale program at Planning, OEWD, citywide wayfinding program implementation strategy transit center area neighborhoods Visit Oakland

4. Achieve full ADA public right-of-way compliance Develop ADA Public Right of • If Measure KK passes, then city • Plan is implemented according to OPW Way Transportation Transition adopts new three- to five-year ADA prioritization contained therein Transportation Transition Plan with Plan with measurable • City ADA Coordinator issues priorities for implementation benchmarks ADA Public Right of Way Needs • If Measure KK passes, OakDOT Assessment and coordinate update appoints a qualified, dedicated / expansion of map-based (GIS) ADA Departmental Access Coordinator to asset inventories implement the ADA Transportation Transition Plan and to ensure OakDOT conforms to all local, state and federal disability access requirements • If Measure KK fails, then OakDOT adopts a new seven- to 10-year ADA Transportation Transition Plan • Conformance to all local, state and federal disability access requirements

44 –Vibrant Sustainable Infrastructure 1-year benchmarks 3-year benchmarks Partners 5. Improve the quality and completeness of Oakland’s bikeway network Update the City’s Bicycle • Begin Bicycle Master Plan while • Adopt a forward-looking Bicycle OPW, Caltrans, Master Plan to identify and designing projects that support Master Plan that serves a broad ACTC prioritize a network of high- efficient roll out of the paving program range of ages and abilities quality bikeways • Ensure the Bike Master Plan update • Approve all proposed road diet engages with diverse stakeholders projects on the plan’s five-year priority project list • Identify all paving projects that include bikeways and prioritize their development • Develop performance measures for evaluating the quality and connectedness of Oakland’s bikeways • Establish a streamlined approval methodology for the evaluation of road diet projects

Pursue all “easy wins”—the • Identify and design all “easy wins” for • Complete all of the “easy win” OPW ACTC, MTC near-term, low-cost and high- installing new bike lanes, retrofitting projects on the bikeway network existing bike lanes with buffers, and impact opportunities—to • Establish in-house capacity for adding wayfinding implement new and improved delivering all roadway striping bikeways • Establish a project delivery pipeline, • Dedicate two new FTEs to deliver all including an on-call striping contract “easy win” projects within three years and in-house capacity, for the quick and efficient construction of striping only projects Move aggressively to design • Propose a bicycle design engineer • Develop Oakland-specific design OPW and implement protected position in FY 17-19 Budget to serve guidelines for protected bike lanes bike lanes and protected as in-house expert and protected intersections intersections through major • Establish quarterly bicycle design • Implement five protected bike lane roadway projects working group meetings between projects and build a protected planners, engineers and project intersection demonstration project delivery staff to develop in-house expertise and design guidance for specific projects Expand and improve the • Improve Oakland’s online map of bike • Dedicate staff resources to fulfill 75% BART, OPW CityRacks Bicycle Parking parking to include the intake of new of sidewalk bike rack requests within Program to meet the requests and the status of pending 60 days and bike corral requests growing demand for publicly requests within 240 days accessible bike parking • Create a standard operating • ­Partner with BART to install high- procedure between OakDOT and capacity bike parking at the Lake OPW for the maintenance of sidewalk Merritt and West Oakland BART bike racks stations • Develop a public-private partnership program to install public bike racks and electronic bike lockers on private property Promote quality bike parking • Create a bicycle parking working • Update the planning code with the Planning, OPW on private property by group with OakDOT and Planning new bike parking requirements updating the planning code’s • Research best practices and write a • Work with Planning Department bicycle parking requirements white paper on recommendations for to develop a toolkit for developers to national best practices Oakland and existing building owners to encourage compliance and promote • Create a mechanism for case best practices planners to ensure that ordinance requirements are included in • Systemize OakDOT design review development plans of proposed bike parking in private development

45 1-year benchmarks 3-year benchmarks Partners 6. Expand access to shared mobility services Support roll out of Bay Area • Permit and launch 75 Bay Area Bike • Permit and launch additional MTC, Motivate Bike Share Share stations throughout Oakland expansions of regional bike share program Develop car and scooter • Create and approve up to 400 • Continue to approve new permits Car share providers, free-floating permits and develop a OPD sharing programs • Develop permit or curb policy to dedicated space car share permit permit scooter share and other similar low-energy and/or space efficient forms of transportation Conduct shared mobility • Conduct shared mobility campaigns • Launch additional outreach Social justice engagement campaign in to educate and receive feedback programs organizations, car from individuals and neighborhoods and bike share low-income areas • Encourage operators to offer and about the possibilities for using types providers market bike and car share incentives. of shared mobility. Develop shared Ensure companies respond to equity mobility financial incentives for low- criteria of contracts income and underrepresented users of shared mobility • Conduct evaluation of the environmental, social and economic benefits of shared mobility options

7. Strengthen Oakland’s economy through improved goods movement, while reducing negative health and safety outcomes in our neighborhoods Partner with Alameda County • Identify policy changes and programs • Implement policies to improve ACTC, Port/OAK Transportation Commission to advance Oakland’s goal to move commercial delivery services of Oakland, OAK freight and deliver goods Caltrans, MO to implement the Goods • Implement policies related to Movement Plan • Develop short- and long-term project localized health impacts of goods lists and the funding necessary to movement support these projects • Evaluate the need for additional policy development related to localized health impacts of goods movement • Establish working group with DPW environmental services, solid waste and recycling team Work with regional and state • Create an interagency team • Work with railroads, the port and ACTC, Port/OAK, agencies to implement the to prioritize community safety the Army Base logistics center Caltrans California Sustainable Freight improvements including rail to implement community safety Action Plan in Oakland’s crossing and paving improvements, improvements Marine Terminal Areas and establishment of quiet zones, and zero emission drayage truck Airport incentives

46 –Vibrant Sustainable Infrastructure 1-year benchmarks 3-year benchmarks Partners 8. Create Complete Streets corridor program Develop and adopt corridor- • Conclude and implement Complete • Conduct robust community ACTC, Caltrans, level plans that incorporate Street Design Guidelines with policy outreach, design, and adopt two Planning, AC Transit transit, biking and walking guidance on mode shift goals corridor-level plans improvements • Begin scoping of corridor-level planning efforts in coordination with ACTC’s and AC Transit’s Major Corridors efforts • Designate a cross-functional project development team Deliver Complete Streets • Establish a project development and • Secure major grant funding for delivery process for Complete Streets design and construction of two to projects three major corridor projects and begin construction on one major corridor project

9. Plan and implement fast, frequent and reliable transit Plan and implement great • Establish a transit action plan and • Negotiate a new bus shelter contract ACTC, AC Transit, transit options for Oakland begin incorporating transit projects to add, improve and better maintain MTC, BART, MO into the City of Oakland’s CIP bus shelters • Identify and develop a transit • Plan and develop long-term major development team to shepherd long- BRT projects for transit with partners range transit vision and liaise with • Complete environmental transit agencies documentation and begin 10% • Complete design on International design on one additional BRT Boulevard BRT project and issue corridor construction permits to AC Transit • Begin planning, environmental scoping, \and fundraising for additional BRT corridors

Improve and maintain • Establish an expedited curb change • Support AC Transit in exploring AC Transit, ACTC Oakland streets and signals process for transit operators new technologies like automation, connected busses, automatic bus for efficient, reliable transit • Identify “quick win” improvements for lane enforcement and pay-by-mobile operations transit speed and reliability ticketing • Proactively include AC Transit in • Priority projects and programs discussions regarding development identified; joint funding identified; of priorities for city’s traffic signal implementation underway management program, especially as it relates to the development of the 2017-19 city budget/capital improvement programs • Update traffic signal policies to reduce signal delay on major transit corridors

47 1-year benchmarks 3-year benchmarks Partners 10. Improve asset management Map all projects in GIS • Identify funding requirements, tools • Create and implement standardized OPW to properly identify and and needs for asset and maintenance database for asset management maintain assets and as-built tracking. Begin comprehensive information update of asset inventory Improve and standardize staff • Create matrix and schedule for staff • Evaluate progress in standardizing training and development training and development (technical staff training and data upkeep and non-technical). Identify staff positions responsible for data upkeep and management

11. Coordinate land use with transportation planning Coordinate land use planning • Develop the transportation network • Incorporate the transportation Planning, OEWD, efforts with transportation for the Downtown Specific Plan project recommendations of the OPW Downtown Specific Plan into plans and projects • Identify corridors for future joint the OakDOT work program and efforts combining land use planning city budget/capital improvement and transportation investments programs • Update Oakland’s CEQA guidelines to establish vehicle miles traveled as the primary metric to assess transportation impacts Manage demand for • Update the Transportation Demand • Establish and staff a TDM Planning, OEWD transportation induced Management ordinance assignment and monitoring program by private development, • Scope a program to monitor past businesses and institutional TDM Plan compliance employers Leverage private land use • Revise criteria for assessing • Assess the success of the Planning, OEWD development to achieve transportation impacts of land use Transportation Impact Fee program public right-of-way development outside of CEQA in achieving the public investments desired from the program improvements • Provide a clear set of expectations and predictable results for project sponsors

48 –Vibrant Sustainable Infrastructure 1-year benchmarks 3-year benchmarks Partners 12. Green Oakland’s streets to improve air and water quality Support initiatives that • Support programs that align with • Respond to the Health Assessment ALaco health, decrease automobile the city’s Alternative Modes Policy results with strategies and options Planning, OPW emissions and improve (73036 CMS) for addressing those impacts air quality, especially in • Evaluate the environmental impacts of • Build the truck facility at the Oakland historically impacted public and institutional development Logistics Center to keep trucks communities and as well as private projects, and require from idling and parking on local neighborhoods a higher standard be met for publicly neighborhood streets supported projects • Reevaluate truck routes on local streets and at the exits and entrances from freeway ramps Support OPW’s Urban • OPW to train OakDOT staff on green • Incorporate green infrastructure in OPW, OPR Greening Retrofit Plan infrastructure tools for inclusion of citywide capital projects green infrastructure in city right-of- • Obtain funding for implementing way additional OakDOT green infrastructure projects Target capital project • OPW to train staff on the screening • Incorporation of green infrastructure OPW screening program criteria for inclusion of green in high-risk flood and underserved for inclusion of green infrastructure for underserved areas areas infrastructure in high flood • OPW to train staff in the use of green risk and underserved areas infrastructure in projects

13. Improve transportation choices and minimize parking demand, congestion and pollution Through Transportation • Develop TDM programs with clear, • Use a portion of parking revenues Demand Management (TDM), quantifiable goals to fund TDM programs, focusing particularly on helping commuters prioritize making the most • Assess the most cost-effective mix leave their cars at home, in order to effective use of existing of investments in pedestrian, bicycle, free up more space in city-owned infrastructure before adding transit, ridesharing and parking garages for high-priority, high- new supply infrastructure and services revenue hourly customer parking • Establish a Transportation Management Association for downtown Oakland to improve traveler information, marketing and employer participation in programs and services regarding walking, bicycling, ridesharing and transit

49 1-year benchmarks 3-year benchmarks Partners 14. Manage public parking to balance the diverse needs of Oakland’s visitors, merchants, commuters and residents Manage on-street • Develop a clear methodology to guide • Curb space methodology is officially Planning, OPW, parking supply as part decision-making on how to prioritize adopted transit agencies, car the use of scarce curb space share organizations, of a comprehensive curb • Implement performance-based MTC, BIDs, management program • Pilot performance-based parking parking pricing in commercial neighborhood pricing with rates that vary by time- districts citywide providers, non-profit of-day, day-of-week and by block in • Implement improved parking signs organizations, OPW select commercial districts • Develop improved signs that clarify parking rules Improve parking monitoring • Integrate the city’s “smart” single- • Integrate on-street and off-street OPD, MTC, Cities and enforcement space meters with new multi-space parking control systems, including of Berkeley and San machines use of license plate recognition (LPR) Francisco systems • Evaluate and pilot parking occupancy sensor technologies • Extend pilot projects (when reliability, accuracy and cost problems are overcome) Improve curb parking • Establish a committee, with • Implement reforms and measure ADA Compliance availability for people with significant representation from impacts Program, disabled disabilities and reduce people with disabilities, charged with advocacy groups disabled placard fraud and proposing reforms abuse Manage parking as a • Establish Parking Benefit Districts • Refine and extend PBD to other Budget Office, sustainable municipal (PBD) for those commercial and districts and areas that implement BIDs, neighborhood enterprise by providing an residential areas implementing performance-based parking pricing organizations institutional structure for performance-based parking pricing returning a portion of curb parking revenue to the blocks where it was collected Reassess the use and value of • Complete a highest value-best • Complete a highest value-best use Planning, OEWD city-owned off-street parking use assessment of any parking assessment of all municipal parking facilities facilities slated for replacement or facilities development

50 –Vibrant Sustainable Infrastructure 1-year benchmarks 3-year benchmarks Partners 15. Enhance the cyclist and pedestrian realm with affordable, energy efficient lighting Update the street lighting • Publish new catalog • Double pedestrian lighting at key locations (if Measure KK passes) catalog to include durable, • Ten percent increase in pedestrian easily maintained pedestrian lighting at key locations (if Measure • Ten percent increase in pedestrian and plaza fixtures KK passes) lighting at key locations (if Measure KK does not pass) Complete conversion of all • Assessment of cost of upgrading all • Completion of conversion of all existing street lights to LED existing fixtures to LED 37,000 streetlights to LED

16. Integrate art and playfulness into infrastructure Develop arts policy for major • Draft arts policy for major projects and • Build art component into at least one Arts organizations projects produce preliminary guidance for both major project Mayor’s Fund, city- and state-owned transportation Caltrans structures Develop arts policy for • Draft arts policy for minor • Implement pilot project Arts organizations, integrating art into everyday infrastructure and produce neighborhood infrastructure, such as unique preliminary guidance for materials organizations, BIDs, crosswalks and maintenance Mayor’s Fund

51 Responsive Trustworthy Government

1-year benchmarks 3-year benchmarks Partners 1. Make OakDOT a great place to work and recruit the best employees Build on successful internship • Establish internal team to • Personnel & Recruiting (HRM); and recruiting efforts to identify internship and recruiting Performance Plan includes attract top talent from local opportunities objectives for managers to attend universities conferences and actively recruit Ensure that job openings • Identify top transportation job • All opportunities are systematically are seen by a wide array of noticing platforms posted on identified sites and platforms potential talent to recruit the • Develop a transportation “career best employees ladder” of job opportunities so applicants can see the range of opportunity Expand skills and capacity at • Develop policy for in-house versus • Fully staff street maintenance Patten University the Municipal Service Center contracted street work according to policy (if Measure KK Laney and Merritt passes) Colleges • Recruit and develop local talent for Apprenticeship Edgewater • Develop staff skills to implement programs OakDOT Complete Streets designs Enhance Human Resources • Evaluate existing employee • Complete roll out of perks and Civil Service Board, Support to employees recognition programs incentive program HRM, Employee Relations • Develop perks and incentive program • Complete plan to update class that reflects values, priorities and specifications culture of OakDOT • Establish working group to create plan to update class specifications to align job specifications with strategic goals • Developer ladder of opportunity strategy Streamline hiring processes • Research best practices for using • Create process to replace long-term Unions, Employee for efficiency, clarity, of “embedded consultant” or “in- injured employees Relations, HRM, house consultant” hiring process, CAO, MO transparency and speed • Employ “best practice” findings and coordinating with unions pilot the accelerated hiring process • Pilot accelerated hiring process • Finalize and use revised forms • Review forms and processes to eliminate redundancy and improve efficiency Promote City/OPW/OakDOT • Update city website with OakDOT • Implement ongoing refinement to CAO, MO, Marketing brand pages brand materials • Develop logo and templates • Conduct media trainings • Develop social media program Expand training opportunities • Identify training priorities • Implement training priorities HRM, peer cities • Leverage existing training resources • Include training line item in budget • Identify opportunities to learn from peer cities

52 –Responsive Trustworth Government 1-year benchmarks 3-year benchmarks Partners 2. Make the City of Oakland a preferred public agency partner Improve coordination during • Review planning phase obligations • Implement process and staffing Planning planning and building and determine whether existing FTE recommendations from Year 1 phases of private land use assignments are adequate development • Identify internal sources of delay in private job permitting and scope potential solutions Improve coordination and • Establish practice of designating a • Conduct independent survey of ACTC, Caltrans, cooperation with other public single OakDOT point of contact per agency partners to gauge city BART, AC Transit, agencies external agency project. Empower performance EBMUD, PG&E this point of contact to make decisions on behalf of the city • Routinize the development and adoption of project charters for all major projects managed by external public agencies

3. Increase capacity to deliver projects and services by expanding pool of interested contractors Increase the City • Compile data from other cities on • Approval and implementation of OPW, CAO, Contract Administrator’s approval level their contracting thresholds and increased City Administrator’s level Compliance Division of professional services and develop strategy for increase in of contracting approval up to $10 construction contracts contracting authority million • Create a process to obtain pre- approval of contracts for certain projects, such as those that are part of authorized bonds or capital programs Increase pool of capable • Work with Contract Compliance • Revise Contract Compliance OPW, CAO, contractors and eliminate to evaluate procedures and programs and requirements while Contracts and poorly performing make recommendations that will maintaining consistency with City Compliance contractors. increase contractor interest in city Council objectives and goals. Division, City construction projects Rework the system; set goals, Council objectives, metrics and monitoring • Create post-project evaluation methods for staff productivity process for all contracts and use evaluations as screening tool for • Roll out all upgrades future work • Update eligible supplier lists • Streamline process (e.g., eliminating schedules) • Improve efficiency of contractor payment Improve procurement • Survey of prospective contractors to • Change procurement practices to Contracts and processes identify how to improve our business use modern technology and respond Compliance Division practices to vendor and staff concerns

53 1-year benchmarks 3-year benchmarks Partners 4. Develop and implement a set of agency-wide community outreach and engagement protocols that promote genuine community empowerment Designate at minimum one • Develop criteria for what constitutes a • Add additional liaisons and staff as community outreach major project within this framework reconsider organization of response in accordance with citywide liaison for all major projects • Create list of responsibilities of transparency and responsiveness community liaison and identify objectives internal and external resources available Create the new position of • Write job description and • Using these metrics, evaluate need HRM Communications Director responsibilities for additional communications unit staff to oversee and coordinate • Develop expected performance agency-wide communications criteria, track and measure and provide engagment performance in order to understand assistance to staff on a communications needs and adjust project level them accordingly for the next year Develop and implement • Create community engagement • Implement community engagement plan- and project-specific protocols plan community outreach and • Identify staffing and training needs • Ensure all projects and materials engagement strategies that meet ADA and non-English- are adaptable to meet the speaking accessibility guidelines priorities and needs of the community we are serving

5. Expand the avenues for communication and listening between the new agency and the public Use new and old media to • Establish guidelines and standards • Assign part-FTE to develop and connect with residents, for how and what agency news is monitor social media for agency including social media and disseminated via social media and other web tools how it is used to communicate

In conjunction with the work • Create internal protocols for project • Update upcoming meetings on an CAO of the City Administrator’s items to be included in hub, including ongoing basis project criteria, forms, etc. office, create an online • Update status reports bi-annually information hub to inform the • Assign person to compile the digest • Establish mailing list for bi-annual public of upcoming meetings and create designated webpage on updates and allow them to see and OakDOT for project information query project status reports • Integrate digest updates into social media communications. Develop and implement • Develop and begin testing at least two • One to two instruments have been ongoing strategies to receive instruments to assess OakDOT and selected and are regularly used community feedback on understand community priorities transportation programs, activities and services

54 –Responsive Trustworthy Government 1-year benchmarks 3-year benchmarks Partners 6. Make data and decisions transparent and accessible to the public Create online portal, • In concert with other city • Update online data quarterly CAO departments, investigate available connected with the City • Have all datasets on online portal Administrator’s efforts, to platforms and viability with city web offer easy public access to services • Elicit feedback from stakeholders and public on efficacy of portal OakDOT’s transportation data • Select a portal and identify funding to implement • Create and implement a data competition open to the public to • Create data sets lists and schedule market the online portal for completion of data population, identify data hosts responsible for upkeep of web layers and data

55 Acknowledgements Libby Schaaf Dan Kalb Mayor Abel J. Guillén Lynette Gibson McElhaney Sabrina Landreth Annie Campbell Washington City Administrator Noel Gallo Desley Brooks Jeffrey Tumlin Larry Reid OakDOT Interim Director Rebecca Kaplan City Council Contributors This strategic plan is the result of a collaborative effort within the City of Oakland. With the support of Public Works Director Brooke A. Levin and Interim Department of Transportation Director Jeffrey Tumlin, staff of both departments worked together to develop and determine the goals, strategies and benchmarks in this plan. These decision-makers included:

Mohamed Alaoui Calvin Hao Sean Maher Sherri Rita Gus Amirzehni Kristin Hathaway John McCabe Andrienne Rodgers Darian Avelino Ray Hebert Ed McNair Alison Schwarz Mohammad N. Barati Carlos Hernandez Derin Minor Kristine Shaff Sara Barz Shayna Hirshfield-Gold Jason Mitchell Mayonna Shine Richard Battersby Candice Jessie Tom Morgan Dale Smith Christina Blackston Sabrina Jones Mike Neary Lorenzo Smith Christine Calabrese Dov Kadin David Ng Lily Soo Hoo Allan Canestro Susan Kattchee Ha Nguyen Jennifer Stanley Nick Cartegena Woojae Kim Johnny Nicks Iris Starr Jason Chin Danny Lau Margaret O’Brien Diane Tannenwald Ira Christina Si Lau Kerby Olsen Julie To Peter Chun Allen Law Ade Oluwasogo Rebecca Tuden Yvonne Cropp Mi Kyung Lew Erika Pacheco Cathy Vicentina Becky Dowdakin Loren Little Jason Patton Joe Wang David Elzey David Lok Kenneth Patton Bruce Williams Lesley Estes David Lonestar Rickey Persons Joey Williams Sarah Fine Yolanda Lopez Yolanda Powe Wlad Wlassowsky Elma Flores Denise Louie Jamie Ramey James Womack Michael Ford Jimmy Mach Wanda Redic Phillip Fung Randy Mach The strategic plan also received direct support from the Office of the City Administrator and the Office of the Mayor. Special thanks to Christine Daniel, Assistant City Administrator, and Matt Nichols, Mayor Libby Schaaf’s Policy Director for Infrastructure & Transportation. Additionally, the following people and organizations should be acknowledged: Professor Karen Frick & the Fall 2015 Transportation Studio 218, UC Berkeley, Department of City and Regional Planning, Oriya Cohen, Fern Uennatornwaranggoon, Art Dao, Tess Lengyel, Robert Del Rosario, and AC Transit.

Consulting Team Bloomberg Associates Sam Schwartz Engineering Photo Credits Sergio Ruiz, pages 12, 14, 16, 17, 21, 22, 23, 24, 26 AC Transit, page 29 All other photos courtesy of City of Oakland 56 57 Department of Transportation