OAKLAND - SHARING the VISION, INC.

7272 PRESERVATION PARK WAY. OAKLAND, CA 94672

HONORARY CHAIRMAN

BOARD OF DIRECTORS

(570J 238-6707 FAX: (570J 238-6772

MEMORANDUM

TO:

Councilmember Dick Spees, Chairperson

Finance & Legislation Committee

FROM:

Richard Soublet
Chairperson

J~AmIdcndo

Gotdon &I,."."",
Leo &lziIe

Steve Costa
Executive Director

Dr. E"-Id B/ektJly

Lome Buchrnen
BiN Cobum

Rev. Betita Cory

Tony C_r
Ron o.vis
Josa~s

G.,,.

P. LAmont Ewell
Carolyn
MafrJe Gibson-H..kell

DATE:

January 24, 1996

RE:

Oakland Strategic Plan: 1996-1998 Goals and Objectives

John Glover
Sanjiv Handa

Bob L HaIHllt
Sue Hodges

Susan Hcwetrl
Glenn ISNCMJfI

Henry IzunWuki
Richard Knut.on
CflIig G. Kocian
Jim LAmenti
Lynette L_
Rodney Law
Dr. Mary Alit Mu/eMiNI
Ellen Wyrick Perltin.on
EZflI Rappotr
ViIlC<O Reyes

On behalf of the Board of Directors for Oakland Sharing the Vision (OSV), we
are pleased to submit the Oakland Strategic Plan's goals and objectives for the
calendar years 1996 through 1998.
These goals and objectives are the result of an eight-month process by our six task
forces involving over 500 Oakland residents, as well as City Boards and
Commissions, City and Port staff, other public agencies, and community-based
organizations. In addition, OSV's 40-member Board of Directors, representing a
diverse coalition of civic leaders, were involved in the final review of the Plan.

GeofrJe Rothman

VICtor Rubin

John Ruuo
o.n Siegel
Peter Smith
Phil Ta(1ami
Sandy Threlfall
Richard E. W......
Jllne Yut.

EXECUTNE DIRECTOR

Stevil Costa

These goals and objectives remain focused on the original Strategic Plan topic
areas: expanding the economic base; neighborhood revitalization; education and
lifelong learning; building coalitions; creating a safe and healthy city; and cultural
development. We are pleased to report that of the original Plan's 110 objectives
drafted and adopted three years ago, 80% have either been achieved or significant
progress has been made.
Oakland Sharing the Vision Board and staff look forward to discussing this revised
Plan with your Committee on February 6, 1996. We are requesting that the
Finance and Legislation Committee recommend adoption of the Plan by the full
City Council in the near future.

OAKLAND SHARING THE VISION

STRATEGIC PLAN
Five-Year Goals
And 1996--1998 Strategic Actions

EXPANDING 'DIE ECONOMIC BASE

GOALl
Maximize Oakland's position as
a premier transportation,
distribution and
communications hub of the
West Coast.

SLTate~cActions

1. Establish the joint Inter modal Terminal GIn by

2.

3.
4.

5.

GOAL 2
Expand business opportunities
throughout the City.

assemblage of land required, agreements with the

]IT railroads, and completion of the projece
environmental assessment and preliminary design.
Expand the Oakland International Airport
passenger terminal by awarding concraets for
construction of 12 new aircraft gates and for
redesigned terminals.
Expand air cargo facilities by consnucting new
aprons for air cargo aircraft.
Obtain appropriate approvals for the POrt of
Oakland to dredge to 48 feet to accommodate the
next generation of ships.
Maximize Oakland's position as a
telecommunications center by building
telecommunications infrasnuceure to support
Oakland's businesses.

SLTate~cActions

1. Develop and implement a targeted business

attraction program. ,
2. Develop strategies with appropriate timetables to
target neighborhood commerdal revitalization
effortS to stimulate economic activity.
3. Support development of a World Trade Center
and promote an increase in international trade to
the Pacific Rim, Latin America and Africa.
4. Adopt and implement the military base
conversion plans that establish dynamic economic
and community,serving uses at Oak Knoll, Heet
Industrial Supply Center (FISC) and Oakland
Army Base.
5. Actively seek and retain headquarters operations
such as BART, the DC President's Office and
Federated Depamnent Stores.

OAKLAND SHARING 1HE VISION

Five-Year Goals And 1996-1998 Strategic Actions

EXPANDING THE ECONOMIC BASE (CONTINUED)

GOAL 3
Revitalize Downtown Oakland

GOAL 4
Maximize the economic,
cultural, educational,
recreational and environmental
assets of the waterfront;
maximize its linkages to
neighborhoods, downtown, and
Lake Merritt; and improve
public access to the waterfront.

GOALS
Develop, implement and
manage a comprehensive and
coordinated marketing program
for the City.

StraregicActions
1. Implement the downtown public improvements
program which includes new design guidelines,
public art, improved landscaping and streetscape
furniture, facade and public space renovations
and increased street and sidewalk cleaning.
2. Increase retail activity throughout the downtown
area and adjoining waterfront.
3. Adopt downtown housing incentives and
improve access to capital for private and
nonprofit development of market-rate housing
and mixed-use developments.
4. Implement the Historic Preservation Incentive
Program.

StraregicActions
1. Create a comprehensive waterfront development
plan to include land use, economic development
and public access planning.
2. Develop an airport and maritime secondary
business attraction strategy which targets
industries such as traveler services, distribution,
manufacruring and processing.
3. Complete a waterfront public access plan to
access projects including public shoreline access
projects such as the Bay Trail from Martin Luther
King Regional Shoreline to Mandela Parkway,
Damon Slough Bridge and the Fruitvale Esruary
Easement Project.

StraregicActions
1. Implement Oakland marketing plans including
those developed by the Oakland Marketing
Board and Metropolitan Chamber of Commerce.
2. Initiate a business attraction marketing campaign,
which includes positioning Oakland as a hub for
international trade.

Page 2

OAKLAND SHARING lliE VISION

FiveYear Goals And 1996-1998 Strategic Actions

NEIGHBORHOOD REVITALIZATION

GOAL 1
Develop and implement a new
General Plan that will be a
catalyst to encourage quality
development and neighborhood
commerdal revitalization
throughout Oakland.

GOAL 2
Develop quality housing for all
income levels throughout the
City, especially in mixed-use
residential and commercial
projects along transit corridors.

GOAL 3
Develop efficient and attractive
transportation systems to
augment and replace individual
automobiles.

StraregicActians
1. Complete and adopt Land Use and
Transportation Elements.
2. Adopt Rezoning recommendations from Land
Use Element.
3. Begin revision of the Housing, Noise and
Safety Elements of the General Plan.

StraregicActians
1. Adopt mixed-use and infill housing development
policies and incentive programs.
2. Begin construction on the Fruitvale BART
"mixed-use" village project and complete plans
for the MacArthur BART mixed-use project.
3. Begin implementation of the Homeless Plan.
4. Develop strategies with appropriate timetables
to concentrate resources on several specific
neighborhood areas to upgrade housing and
remove blight.
5. Begin aggressive code enforcement tied to
incentives for upgrading of blighted commercial
and residential properties.

StraregicActians
1. Implement reqUired changes in AC. Transit
ourent services systems to improve accessibility,
affordability and safety.
2. Identify and pursue new local, regional and
national sources of funding to maintain critical
bus lines slated for cutbacks in the AC Transit
service reduction program.
3. Promote and facilitate greater implementation of
the employers' sponsored transit pass program
("commuter checks") to stimulate transit
ridership.

Page 3

OAKLAND SHARING THE VISION

Five-Year Goals And 1996-1998 Strategic Actions

NEIGHBORHOOD REVITALIZATION (CONTINUED)

GOAL 4
Develop in all residents a sense
of pride in Oakland and its
neighborhoods.

GOALS
Enhance and preserve
Oakland's natural and
recreational opportunities.

GOAL 6
Enhance and preserve
Oakland's architecrural and
cultural heritage.

StTategicActions
1. Develop a 100year City infrasoucwre
improvements and financing plan.
2. Expand graffiti abarement programs and policies.
3. Expand recycling activities at rental housing,
commercial and industrial sires.

StTategicActions
1. Begin implementation of the shorr-term OSCAR
policy recommendations as adopted.

StTategic Actions
1. Implement Phase I of the historic preservation
policies adopted in the Preservation Element.
2. Establish the Main Street Program in Fruitvale,
Broadway and one other neighborhood
commercial area.
3. Rehabilitate key historic landmarks including
Swans Market, Fox Theater, the Rotunda,
Tribune, the Key Route Building, Martin Luther
King Plaza, and the Charles Greene library.

Page 4

OAKLAND SHARING DIE. VISION

Five-Year Goals And 1996-1998 Strategic Actions

EDUCATION AND LIFE-loNG LEARNING

00AL1
Coordinate education, job
training and vocational efforts
from early childhood through
adulthood to assure the most
creative, effective and efficient
use of public and private
resources.

00AL2
Produce high school graduates
who continue Oakland's
leadership in providing skilled
employees for the businesses
of Oakland and the Bay Area.

00AL3
Reduce the adult illiteracy rate
in Oakland and support
efforts to prevent illiteracy in
school-age children.

00AL4
Prepare individuals to
appreciate life enrichment
opportunities.

StTategicAcrions
1. Adopt and implement a comprehensive City
Youth Policy.
2. Establish Project 2000: Read to Learn Program.
3. Establish the Rotunda Higher Learning Center.

StTategicAcrions
1. Maintain high school academies based on
performance.
2. link schools to high-tech technologies and expand
job training programs in telecommunications
and high tech fields.

StTategicAcrions
1. Expand and promote the Second Start Adult
literacy Program, other literacy programs, including
those focused on new arrivals.
2. Expand after-school reading and homework
assistance centers.

StTategicAclions
1. Expand school sites as community centers.
2. Begin construction of the Chabot ObselVatory
and Science Center.

Page 5

OAKLAND SHARING 'filE VISION

Five,Year Goals And 199()'1998 Strategic Actions

SAFE AND HEALlHY CITY

00AL1
Increase coordination of
preventative programs and
funding for health care, drug,
alcohol and violence
reduction.

00AL2
Reduce incidents of crimes
against people and propeny,
and increase security and wellbeing among the citizens of
Oakland.

00AL3
Address urban environmental
and social issues which
impact the health and quality
of life.

00AL4
Enhance emergency
preparedness education and
planning to ensure
comprehensive and
coordinated response to and
recovety from disasters by the
City, other agencies and the
community.

Strategic Actions
1. Implement the Alameda County Community
Health Initiative and Community Health Teams.
2. Complete the development of the Oakland Child
Health and Safety Initiative.
3. Expand Conflict Resolution programming and
funding for schools and neighborhoods.

Strategic Actions
1. Secure the financing to fully implement the
Community Policing Program.

Strategic Actions
1. Implement the Urban Land Reclamation Program.

Strategic Actions
1. Revise and fully implement the City Emergency
Plan.
2. Increase by 20% the number of residents
participating in CORE disaster preparedness
training.

Page 6

OAKLAND SHARING 'DIE VISION

Five#Year Goals And 1996-1998 Strategic Actions

BUILDING COALITIONS

GOAL 1
Advocate and promote the
building of coalitions and
collaboratives throughout the
City.

GOAL 2
Develop and promote
cooperation and
understanding between the
among individuals and groups
and to resolve and reduce
conflicts.

GOAL 3
Develop strong and
principled leadership.

Strategic Actions
1. Document and promote successful
coalition/collaborative projects.
2. Increase training and technical support to
coalitions and collaboratives.
3. Encourage grants parmerships for comprehensive
community programs.

Strategic Actions
1. Implement Oakland Public Schools Cultural
Diversity Curriculum.

Strategic Actions
1. Design and implement a New Civics Leadership
Training Project.
2. Develop leadership training opportunities program
for youth.

CULTURAL DEVELOPMENT

GOAL 1
PreselVe, stabilize and expand
Oakland's unique cultural
environment, reflecting and
benefitting Oakland's
culturally diverse population,
and promote Oakland as an
international cultural center.

GOAL 2
Support and nurture Oakland
artists and nonprofit arts
organizations whose programs
and selVices are distributed
throughout Oakland.

Strategic Actions
1. Complete a comprehensive assessment of arts
education 1(..12th Grades and create a strategic
plan and funding strategy to assure that Oakland,
within five years, meets the State's arts education
framework goals.
2. Adopt'a Visual and Performing Arts Enterprise
Zone policy and establish the program in at least
one neighborhood.
3. Promote the Arts through various local and
regional media.

Strategic Actions
1. Establish a major new funding mechanism that
supports artists and nonprofit arts organizations.