Ensuring safety and security in Oakland is paramount for the community to prosper and thrive. We should aim to eradicate the idea that criminals can harm our community without consequences.
It is imperative that our Police Department, the District Attorney’s Office, and the Mayor’s/Council Member Office reach an understanding on the current issues and work to resolve any differences. A city that lacks a healthy relationship with its police department is destined for the kind of turmoil we have witnessed in recent years and vice versa. As the African proverb wisely states, “When two elephants fight, the grass suffers.”
Ensuring safety and security involves two key elements. First, we need sufficient police presence, including both non-violent and proactive officers, to respond to and deter active offenders. Second, we need a criminal justice system that is firm but fair. Addressing the community’s concern about lenient punishments is crucial. As your city council member, I will advocate and collaborate with the respective departments to implement these measures for our collective well-being.
Feeling secure is crucial for a sense of safety. Ensuring our community feels safe is a top priority, sending a clear message to criminals that Oakland is not a haven for them to operate. Additionally, law enforcement officers are held accountable through thorough documentation, reporting, and disciplinary measures when warranted. While it’s important to acknowledge that not all officers engage in misconduct, we cannot overlook the history of distrust experienced by Black and Brown communities. This history warrants identifying it as a significant safety concern for our community.
With Oakland facing a significant loss of police officers, this presence an opportunity to enhance policing strategies through community involvement. Community policing, especially in diverse community like ours, is crucial for building trust. Currently, only 10% of officers live in the city they serve. While I understand the demanding nature of their work, I strongly believe encouraging officers to engage and live in the city of Oakland is vital for trust-building. We must also recognize the importance of police presence to safeguard our community. Reports indicate that the current number of police officers has decreased from 726 to 710 within the past year, primarily due to vacant positions rather than actual layoffs, as reported by The Oaklandside. However, this reduced number may not be adequate to effectively police our city. Therefore, a comprehensive study is necessary to determine the ideal number of both police and civilian personnel required to adequately serve a metropolis like Oakland with 450,000 residents. This analysis is essential for ensuring effective coverage and addressing nonviolent issues within the department’s jurisdiction.
Having earned a criminal justice degree from California State Eastbay, I’ve developed a strong understanding of the theoretical underpinnings of the justice system. However, as a Nigeria American, I’m acutely aware of how it affects different communities. This dual perspective allows me to offer insights both as a student and as a member of the community on these matters. Our approach to crimes within the criminal justice system is currently perceived as lenient and requires a change. However, any changes must take into account historical context and data that affect marginalized groups in our community. Therefore, addressing the underlying reasons why people commit crimes should be the focus of our efforts to prevent crime.
Nevertheless, we must work towards reducing the occurrence of crime on our streets. A reevaluation of AB 1772 should be a serious topic of discussion. This bill is unnecessarily complex and enables a lenient approach to dealing with crime. It’s crucial to send a stronger message to offenders, deterring them from repeating such offenses.
It’s evident that prison reform measures like Prop 47 and Prop 57 are crucial to address the overpopulated prison system, particularly impacting the black and brown communities. However, it’s equally essential to reassess these propositions to ensure they are effectively implemented as intended. We need checks and balances to prevent any loopholes from being exploited, which could further harm our community. Our criminal justice laws should prioritize public safety at all levels to achieve a more stable society.
Another effective strategy for enhancing safety is by actively involving our youth. First we need to understand the terrible history of our juvenile system. Providing guidance to our young people and partnering with organizations that cater to at-risk youth can help prevent future crimes. This approach fosters a generation of Oakland residents who appreciate and contribute positively to our city. It’s important to engage with the Oakland Unified School District (OUSD) community to offer effective support and education to our youth.
Overall, Oakland requires a criminal justice system that acknowledges our diverse cultural intricacies. We need a fair legal system that protects underprivileged individuals while ensuring appropriate consequences for those who harm the community, despite having opportunities to make better choices.
The current state of Oakland’s business landscape is deeply concerning, characterized by widespread dissatisfaction within the business community. To revive Oakland’s business hub, it’s crucial for both the government and law enforcement agencies to collaborate to address safety issues and providing financial support to struggling businesses. By prioritizing public safety and implementing effective measures to combat crime, we can restore confidence among business stakeholders and foster a secure environment for economic growth.
Additionally, it’s crucial to outline a clear vision for how we want our retail corridor to appear, function, and contribute economically. This vision should encompass the area from downtown to West Oakland, including Jack London and Adams Point.
Businesses bring value by contributing significantly to the city’s revenue through taxes, hiring our citizens, servicing our community, and ensuring the ecosystem remains stable. Therefore, it’s essential to develop programs and regulations aimed at safeguarding the sustainability of businesses of all sizes, from small enterprises to large corporations. Prioritizing these efforts at every level is imperative for Oakland’s economic prosperity.
Additionally, we need to have an honest conversation about returning to work. While we can all agree that traditional 9-5 office work has changed significantly due to technological advancements enabling remote work, the ecosystem is struggling and needs support. Implementing a proposed three or four-day workweek should be discussed and adopted. This initiative should start with the City of Oakland and its partners. Companies receiving funds from the city should participate by bringing their staff back to work from Monday to Wednesday/Thursday, reviving downtown vitality.
Establish a short-term emergency funding program similar to the federal government’s initiatives during the pandemic (PPP and ERC) to support the surviving small businesses. Assess the possibility of revitalizing closed retail, bar, and restaurant establishments in District 3. I believe that it’s essential to support small businesses in the near term in overcoming this prolonged challenge, which could last another year or two while long-term solutions like the ones describe above are implemented. Without such support, there’s a risk of increased homelessness as small businesses continue to close and unemployment rise.
Our overarching goal is to establish a robust funding program aimed at sustaining and fostering the growth of brick-and-mortar businesses in District 3 , the economic hub of Oakland. Here are key elements to further develop and implement this initiative:
To qualify for capital access, businesses must have at least 3 years of operational history in downtown.
Low to zero interest loans/grants.
Funds can only be used for salaries, rent, inventory, and utilities.
Develop a fair fund distribution system and cash flow structured repayment plan.
Explore redirecting funds from business license fees, sales tax, Oakland’s progressive business tax*, and impact fees to support this initiative. Additionally, encourage public donations, grants, philanthropy, and private funds to enhance financial support. This multi-faceted approach can provide a robust funding structure, ensuring the sustainability and effectiveness of the program. By leveraging diverse funding sources, we can create a well-rounded and resilient financial foundation for the initiative’s success. By incorporating these strategies, we can establish a sustainable funding program that offers essential support to businesses in District 3, bolstering the economic strength and resilience of the community. Through collaboration and engagement with stakeholders, we can ensure that the program effectively meets the needs of businesses and fosters a thriving business ecosystem in Oakland.
This organization, founded by Dr. Ayodele Nzinga and formalized through a 2016 community-driven resolution, has yet to be fully realized as the economic catalyst it can be. As a business owner and creative who has invested, participated, and worked in this district for the past 15 years, I know what is necessary to truly bring this segment of Oakland’s downtown to flourish. I also believe this is a vital component to reviving downtown Oakland.
Foster strong relationships with local artists, residents, and businesses through regular events, workshops, and meetings to understand and address their needs.
Collaborate with local government, non-profits, and private sector partners to secure funding, resources, and support for development projects. International and national collaboration among Black communities in the diaspora and on the continent could be an untapped opportunity for Oakland’s Black art community to explore as well.
Activate an occupancy program with developers and landlords along the 14th and 15th Street commercial corridors, negotiating for one to two years of rent abatement for local businesses, creatives, and entrepreneurs to occupy empty storefronts. Provide grants, loans, and business development services.
Highlight and preserve the cultural heritage of the Black Arts Movement through public art installations, cultural festivals, and educational programs. Re-envision 15th Street between Harrison and Broadway as Oakland’s own vibrant arts district, bustling with Black and Brown artisans and creatives. Facilities like the Molonga Art Collective, MADE, and the Black Panther Party Museum could benefit from direct support to promote and rejuvenate our downtown vitality.
Increase visibility and attract visitors through targeted marketing campaigns, social media engagement, and partnerships with local media like visit Oakland. Utilize local college students from Merritt and Laney colleges as marketing ambassadors.
Commit to annual funding to invest in the physical infrastructure of the district, including public spaces, transportation, and housing, to create a safe and attractive environment. Advocate for building on vacant lands in the district and amplifying all existing assets in the area.
By focusing on these key areas, the Black Arts Movement Business District Community Development Corporation can stimulate economic growth, enhance cultural vitality, and improve the overall quality of life in Oakland.
Create a dedicated Business Development Committee skilled at business development, market research and fund raising, tasked with soliciting new small to midsize businesses for expansion into Oakland.
Develop a comprehensive strategy for attracting and retaining large businesses, including targeted marketing campaigns, incentive programs, and strategic partnerships.
Collaborate closely with city officials, economic development agencies, chamber of commerce and other stakeholders to identify opportunities for business expansion and position Oakland as an appealing investment destination.
Partner with landlords and commercial agents to understand their needs and support them by assisting in vetting and renting to small retail businesses.
Collaborate with organizations such as ESO, ICA, Kapor Center, The Unity Council, Alliance For Community Development and other available platforms to create an ecosystem to nurture business operations.
Ensure that our commercial retail corridors remain vibrant by monitoring vacancy ratios and actively working to keep Oakland’s business districts storefront occupied.
Creating a stable political climate is essential for attracting investments and fostering business growth in Oakland. Here’s how we can address these objectives:
Advocate for policies and regulations that promote stability and predictability in the political climate of Oakland, providing businesses with confidence in long-term planning and investment.
Collaborate with local government officials to develop and enforce laws that discourage criminal activities, thereby fostering a more conducive environment for investment and entrepreneurship.
Engage with community leaders and stakeholders to ensure that legislative decisions align with the needs and interests of businesses, fostering a supportive environment for economic growth.
Oakland has the potential to become a vibrant metropolis in the East Bay Area, with District 3 positioned to emerge as a beacon of tourism, highlighting Oakland’s rich landmarks to a global audience. Through strategic partnerships with Visit Oakland, BAMBD and other organizations, we can unlock the city’s full potential and attract visitors from both near and far. Located at the heart of the Bay Area, Oakland offers unparalleled accessibility to neighboring cities, making it an ideal destination for travelers eager to explore the region’s diverse offerings.
From an economic standpoint, this initiative could significantly increase our city’s revenue and support the thriving landscape of small businesses.
Scaling the Art and Culture Scene: Explore strategies to expand Oakland’s art scene by engaging the Black Arts Movement and Business District (BAMBD) to help elevate cultural preservation in District 3. Collaborating with BAMBD can foster a vibrant arts community, promote cultural heritage, and attract both local and national attention to Oakland’s artistic endeavors. By supporting local artists and scale cultural institutions, we can ensure that Oakland’s rich cultural history is celebrated and preserved for future generations.
Amplifying Food and Restaurant Marketing: Commit to promoting Oakland’s culinary scene to national and international audiences. Highlighting the unique flavors and diverse dining experiences in Oakland can attract food enthusiasts from around the world, boost tourism, and support local restaurants. By showcasing our vibrant culinary culture through strategic marketing campaigns and collaborations with food influencers and media, we can put Oakland on the global culinary map.
Tech Festival for BIPOC: Initiate a comprehensive Tech Festival to showcase diverse change makers in Oakland’s tech scene and elevate BIPOC founders to a wider audience. This event will highlight the innovative contributions of BIPOC entrepreneurs, providing them with a platform to share their work, network with industry leaders, and gain exposure. By celebrating diversity in tech, we can foster an inclusive environment that encourages growth and opportunities for all.
Regional Conferences: Collaborate with local stakeholders to organize a regional fashion, music, and design conference.
Collaborate with, city council members, Visit Oakland, businesses leaders, and environmental organizations to assess the feasibility and logistics of establishing an aquarium center.
Conduct market research to understand visitor preferences and potential demand for such an attraction.
Develop a comprehensive business plan outlining the concept, design, funding sources, and operational structure of the aquarium center.
Connect with cities that offer similar attractions, such as the Monterey Bay Aquarium and the Aquarium of the Bay in San Francisco, to foster learning and collaboration.
Partner with event organizers, creative professionals, and local artists to design and produce a captivating water show at Lake Merritt that invites audience to the area in large numbers on a weekly bases.
Promote the water show through various channels, including social media, local media outlets, and tourism websites, to attract visitors and tourists to boost the local economy.
Offer interactive elements and activities for spectators to enhance their experience and encourage repeat attendance.
Collaborate with property owners, developers, and urban planners to explore the feasibility of constructing a 360-degree viewing tower at the historic 16th Street Station. This landmark project can help amplify and transform West Oakland into a bustling, safe, and active zone for both business and residential activities. By fostering partnerships and leveraging the historic charm of the 16th Street Station, we can create a vibrant community hub that attracts visitors, stimulates economic growth, and enhances the quality of life for residents.
Support the push to revitalize the old 16th street train station into Oakland’s own Ferry Building, a hub for locals and global visitors alike. This initiative will celebrate Oakland’s vibrant culture, and emphasizing West Oakland’s historical significance in California’s narrative.
Develop visitor amenities and services, such as observation decks, interpretive exhibits, and visitor centers, to enhance the visitor experience.
Partner with local running communities such as Renegade Running, Oakland Run, and Oakland Track Club, among others, to coordinate an annual half marathon centered and focus on the health of District 3 small businesses and residents.
Direct all proceeds from the marathon towards supporting youth entrepreneurship and small businesses within District 3.
Collaborate with influential figures in Oakland’s cultural and social scene to generate local, and national buzz, establishing Oakland as the premier destination for the marathon weekend in the Bay Area.
By implementing these initiatives and leveraging strategic collaborations, we can elevate Oakland’s tourism appeal and position the city as a premier destination in the East Bay. Through thoughtful planning and execution, we can showcase Oakland’s unique charm, heritage, and cultural offerings to visitors from around the world, driving economic growth and community pride.
In addressing housing insecurity, it’s vital to stress that the development of public housing solutions and shelter provisions for the unhoused population should be the responsibility and collaboration of federal, state, county and city authorities. However, sustaining citizen residency is closely tied to the survival of local small to midsize businesses. These businesses are pivotal in job creation, revenue generation, and funding essential programs, including those for subsidizing affordable housing and other housing initiatives.
The issue of housing complexity is a disturbing issue, primarily driven by a simple problem: a shortage of supply along with funding difficulties to build affordable housing. Depending solely on private or non-profit developers is not enough to tackle our housing challenges. It is crucial for us, the City of Oakland, to take proactive measures by securing funds through bonds and tax revenues to building new housing that can effectively meet the needs of our community. The challenge also lies in complex permit processes, and outdated building regulations, stemming from exclusionary zoning laws rooted in racism. Honest alignment with housing needs is crucial to address these obstacles efficiently. Given that District 3’s population surged to 71,841 according to the 2020 census, marking a significant 14% rise from 2010, it is vital to expand our housing inventory to support this population growth and promote economic prosperity.
Measure U, the allocation of $850 million in general obligation bonds for affordable housing aims, facilitates the construction and refurbishment of 2,200 – 2,400 affordable housing units within the next four to six years, thus advancing Oakland towards its target of 10,261 affordable units by 2030. However, this funding falls notably short of the demand outlined in the Regional Housing Needs Allocation (RHNA), meeting only around 20% of Oakland’s housing requirements. We need measures that tackle housing at 100% at every opportunity moving forward.
Thankfully, the Bay Area Housing Finance Authority (BAHFA), established in 2019, is working on a bond proposition for the November 5, 2024 election. This initiative aims to raise between $10 million to $20 million across the nine Bay Area counties to build affordable housing. Having attended several meetings, I am optimistic about the potential of this initiative to address our housing challenges. This bond will also help close the gap that Measure U could not cover. To learn more about the BAHFA bond, click here.
As we work to secure funding for much-needed affordable housing, I believe it is also imperative for the City of Oakland to aggressively procure land to meet future housing needs. By acquiring land now, we can ensure the availability of space for developing affordable housing solutions in the years to come. Oakland has about 4,000 empty lots, indicating significant potential for development. Building more housing on this available land is essential to accommodate our citizens and address housing insecurity. Therefore, constructing more housing on this available land is crucial to addressing housing insecurity. Vice Mayor Rebecca Kaplan proposed the Vacant Property Tax (VPT) to incentivize property owners to develop their land. However, with roughly 4,000 vacant lots and parcels in the city, this approach might not be optimal. The recommended special tax of $3,000 to $6,000 under the Vacant Property Tax measure may not yield the desired results. As an alternative, I propose amending the ordinance to allow for voluntary lease the land from the owner(s).
Under this proposal, the city would acquire the vacant land through voluntary lease for the construction of the Affordable and Minimum Housing Program. The landowner would receive an annual rent of $9,000 to $18,000 for the land for a period of 15 years. After 15 years, the original land owner would receive a final payout of 15% of the appraised property’s value. This approach aims to create a value proposition for property owners while simultaneously addressing the urgent need for affordable housing in the city.
The Oakland Housing Impact Fee which levied on specific categories of residential developments within Oakland. This measure was intended to mitigate the effects of new residential projects on the demand for affordable housing in the Oakland. Developers are required to pay this fee to support the city’s initiatives in combating the housing affordability crisis and expanding affordable housing opportunities for residents. The lingering question is: How efficiently has this measure been utilized in the battle against affordable housing challenges? I advocate for a thorough evaluation of the utilization of these funds and an examination of how effectively the city has administered the collection of these fees. As per the annual impact fee report on page 6, entitled “Affordable Housing Impact Fees (AHIF),” a total of $89,452,631 was assessed from 2017 to 2023. However, only $27,836,921 was actually collected. This report underscores the critical importance of impact fees for affordable housing, yet it highlights that less one-third of the assessed fees were collected.
This initiative seeks to establish a middle-rental housing market tailored for first responders, teachers, and service workers, offering rents that truly reflect income levels, rather than being linked to Area Median Income (AMI) or market rates. In Oakland, the severe shortage of truly affordable housing has reached critical levels, with waiting lists for affordable housing growing yearly. While numerous organizations are diligently working to address this chronic issue. Minimum Housing is a way to reimagine affordable housing. The 2023-2027 Strategic Action Plan (SAP) report highlights the need for 26,251 additional housing units by 2031, with 10,261 earmarked as affordable housing across all income levels relative to the AMI. Despite this, the reality remains bleak as mentioned above in relation to units of affordable housing provided by Measure U. Also, housing affordability is tied to the median income household, currently at $103K in Oakland for single household and $147K for a four people household. This disparity is exacerbated by the continuous rise in top earners’ incomes, while wages for lower-income earners stagnate. Affordable housing, subsidized by taxpayers through voucher programs, raises questions about its true affordability.
To address this issue, I propose implementing a minimum wage housing system, where housing affordability is linked to the minimum wage. Here’s how it would function: Given that the current minimum wage in Oakland stands at $16 per hour, we calculate affordability based on a full-time employee working 160 hours per month (40 hours per week). Thus, $16 x 160 hours equals $2,560 per month. According to federal guidelines, housing is deemed “affordable” if it consumes no more than 30% of the monthly household income for rent and utilities. Considering California state taxes, we can expect an average deduction of 7% from each paycheck on a monthly basis. Therefore, a studio apartment should cost no more than one-third of the monthly income, translating to $793.6 in Oakland. Therefore, as long as residents have jobs, they will be able to afford housing.
Studio $793.6
1 Bedroom= $1,1930.40 (793.6/2 = $396.8 + 793.6)
2 Bedrooms = $1,788.6 ($1,1930.40/2= $595.2)
3 Bedrooms = $2,682.9 ($1,788.6/2 = 894.3)
4 Bedrooms $4,024.35 ($2,682.9/2 = 1,341.45)
This would alleviate the burden on the waiting lists for affordable housing units, time spend qualifying applicant due income ratio to AMI complexity, allowing the Oakland housing authority to service our most vulnerable citizens: the disabled, domestic violence victims, and elders. This would also reduce how much we spend on housing subsidy while the City of Oakland continues its work on building 100% truly affordable housing all across the city.
We could also introduce a rent-to-own program under this initiative. This program allows renters to gradually transition into homeowners. Participants lease a property with the option to purchase it after a specified period, with a portion of their rent payments going towards the down payment. This approach helps renters save for homeownership while improving their financial situation and ensuring a smoother transition into buying the apartment or single family home they are renting. This initiative can provide a viable path to homeownership for many who might otherwise face barriers.
This proposal necessitates thorough analysis and collaboration among housing professionals, developers, and Housing & Urban Development to ensure a mutually beneficial outcome and to ensure that it does not violate any provisions, regulations, or programs. As I believe, by establishing consistency and sustainability in the housing market, this system holds promise for addressing Oakland’s housing challenges in the long term.
The Addressing Homelessness in Oakland 2021 report highlights money issues as the leading cause of homelessness in Oakland, contributing to 58% of cases. The report also estimates that 4,000 Oakland residents experienced homelessness. A breakdown of this demographic reveals that African Americans are the most affected, comprising 68% of the homeless population, followed by Whites at 15% and Latinos at 13%. This data underscores the urgent need to prioritize economic stability and sustainability.
Fast forward to 2024, and the data shows a troubling trend. The homeless population has surged to over 5,000 individuals, marking a staggering 25% increase from the previous report. This comes at an annual cost exceeding $120 million. It’s clear that our current strategies are failing to address the issue effectively. While I understand that our homelessness issue is multifaceted, with some attributing it to the scarcity of affordable housing, I propose that we examine the impact of small business closures in Oakland as a significant factor contributing to homelessness. Many individuals who work multiple jobs to support their families find themselves unemployed when our small, mom-and-pop businesses shut down. This exacerbates the homelessness crisis we are facing today even further.
I support utilizing Tiny Homes as a temporary solution for homelessness, aiming to clear our streets of blight. However, challenges persist in securing permanent locations and funding. To address this effectively, I propose a more innovative and accountable approach.
A practical approach would be to build Tiny Homes within vacant car garages or unused spaces beneath the 880 Freeway, spanning from High Street in East Oakland to Brush Street in West Oakland, to create permanent Tiny Home communities. This initiative can serve as an interim solution until the development of Affordable and Minimum Wage Housing, as outlined in section above is available. Residents could be encouraged to take on management and maintenance responsibilities, fostering a sense of ownership and community engagement and reducing some overhead cost.
I will support exploring the use of Stimulants Affect the Brain and Behavior to help our substance abuse residence.
Collaborate with small businesses to employ homeless individuals and provide incentives to those businesses that hire from our homeless population.
Simply building affordable housing without a strong economic foundation will not effectively address the issue. Likewise, failing to protect businesses that provide jobs and opportunities to the most affected communities will perpetuate homelessness. It is crucial to prioritize programs and industries that keep Oaklanders employed and financially secure. Establishing a culture of accountability is paramount to prevent further escalation of this predicament among Oakland residents.
In recent years, the urgency of addressing environmental degradation and combating climate change has become increasingly apparent on a global scale. California, particularly, has taken significant strides in leading these efforts.
However, while we continue to pursue initiatives at the federal and state levels, it’s crucial to also focus on local communities like Oakland. Oakland is facing significant challenges with trash accumulation, mentally ill individuals on our streets and unsanitary conditions throughout the city, which not only create hazards like wildfires but also pose health risks. Homeless encampments and illegal dumping exacerbate these issues, adding to the growing sanitation concerns.
We need to immediately find and equip a facility that will house our visibly ill residents. These vulnerable community members deserve their humanity to be protected and cared for. We should not continue to let them deteriorate on our streets. Providing them with a safe and supportive environment is essential to ensure they receive the necessary medical care and social services.
Drawing inspiration from cities known for their cleanliness and environmental stewardship, such as Downtown Chicago, Tokyo, and Vancouver, Oakland has the potential to replicate and even surpass their achievements. By prioritizing local initiatives and community engagement, we can work towards creating a cleaner, safer, and more sustainable environment for all Oakland residents. We need to make clean environment our mantra as a community.
Oakland Central has been a vital service in the Uptown district, maintaining cleanliness and order through its ambassador program. Expanding this service across district 3 is imperative. The program not only ensures clean streets but also provides Oakland residents with wages well above minimum standards. Beyond street cleaning, ambassadors serve as helpful resources to anyone in urgent need.
Introducing a monthly Sanitary Day where district 3 residents unite to clean their neighborhood fosters community involvement in maintaining cleanliness. Partnering with existing organizations engaged in similar efforts on a smaller scale is crucial for the program’s success. During these days, designated zones within the district can offer educational opportunities on environmental sanitation and global warming initiatives, fostering community learning and cohesion.
Illegal dumping remains a significant issue plaguing our city. Strengthening enforcement of illegal dumping laws is essential to dissuade individuals from littering streets. The high cost of proper dumping in Alameda County needs effective addressing due to expensive fees. Continuous communication across the district is vital, as illegal dumping harms society at large. Increasing funding for programs like Oaktown PROUD to combat illegal dumping is paramount. Establishing collaborations between Oakland Central, Oaktown PROUD, and grassroots organizations interested in addressing illegal dumping amplifies efforts. Additionally, supporting and engaging Oakland Public Works to prioritize combating illegal dumping as a core aspect of their daily operations is essential.
As a devoted father who regularly visits the parks and libraries within District 3, I emphasize the vital importance of maintaining these spaces as family-friendly environments. It is imperative that we take proactive measures to ensure the cleanliness and safety of both our parks and libraries, thereby enhancing the overall experience for families and children.