Oakley City Council
January 11, 2022

BNSF RR
Fire Station
Empire Ave
Rose Ave
Neroly Rd
Main St
Delta Rd
Tule Ln
Knightsen Ave
E Cypress Rd
Gateway Rd
Laurel Rd
Sellers Ave
Bethel Island Rd
Laurel Rd
Wilbur Ave
Brownstone Rd
Wal nutMeadows Dr
Sandmound Blvd
E Cypress Rd
Jersey Island Rd
Carpenter Rd
Neroly Rd
Oakley Rd
Police Sheriff
Fire Station
Medical
Facility

L E G E N D
Oakley City Limit
Oakley Sphere of Influence
Oakley Planning Area
Country Costa County Urban Limit Line
Assessor Parcel Boundary
Seismic Hazard Zone - Area Prone to Liquefaction
Sources: City of Oakley; Contra Costa County; USGS National Map; CGS Information Warehouse, Seismic Hazard Zones. Map date: December 8, 2020 Taylor Slough
Dutch Slough
Big Br e a k
S an J o a quin Ri v e r
Delta Cove
Contra Costa Canal
Contra Costa Canal
Marsh
Creek
Marsh
Creek
Summer
Lake
Liquefaction Potential
Figure 8-2:
0 ½ 1
Miles
Z
330
8-8
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331
UP RR
Blvd
City Hall
Fire Station
Jersey Island Rd
Delta Rd
Empire Ave
Neroly Rd
Sellers Ave
Rose Ave
Brown Rd
E Cypress Rd
UV160
MainSt
Main St
Tule Ln
Main St
Laurel Rd
W Cypress Rd
Vintage Pkwy
UV4
L vi eOakAve
E Cypress Rd
Oakley Rd
W alnut MeadowsDr
O'HaraAve
Gateway Rd
Malicoat Ave
Neroly Rd
Knightsen Ave
Bethel Island Rd
Sandmound

AT & SF RR
Carpenter Rd
Brownstone Rd
Wilbur Ave
Wild Horse Rd
Police
Fire Station
Medical
Facility

L E G E N D
Oakley City Limit
Oakley Sphere of Influence
Oakley Planning Area
Urban Limit Line
100-Year Flood Zone
500-Year Flood Zone
Regulatory Floodway (Marsh Creek)
Area with Reduced Risk Due to Levee
Area of Minimal Flood Hazard
Levee
Agriculture
Agricultural Limited
Rural Residential
Residential Very Low
Residential Low
Residential Low/Medium
Residential Medium
Residential High
Residential Mobile Home
Commercial
Commercial Downtown
Commercial Recreation
Business Park
Light Industrial
Utility Energy
Public/Semi-Public
Delta Recreation
Parks and Recreation
SP-4
Sources: City of Oakley; Contra Costa County; USGS National Map; FEMA. Map date: December 8, 2020 Taylor Slough
Dutch Slough
Big Br e a k
San J o a qu in Ri v e r
Delta Cove
Contra Costa Canal
Contra Costa Canal
Marsh
Creek
Marsh
Creek
Summer
Lake
Flood Hazard Areas
Figure 8-3:
0 ½ 1
Miles
Z
unshaded
332
8-10
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333
cañ
!©
ns
!©
UP RR
City Hall
Blvd
Fire Station
Jersey Island Rd
Delta Rd
Empire Ave
Neroly Rd
Sellers Ave
Rose Ave
Brown Rd
E Cypress Rd
UV160
MainSt
Main St
Tule Ln
Main St
Laurel Rd
W Cypress Rd
Vintage Pkwy
UV4
L vi eOakAve
E Cypress Rd
Oakley Rd
W alnut MeadowsDr
O'HaraAve
Gateway Rd
Malicoat Ave
Neroly Rd
Knightsen Ave
Bethel Island Rd
Sandmound

AT & SF RR
Carpenter Rd
Brownstone Rd
Wilbur Ave
Wild Horse Rd
Police
Fire Station
Medical
Facility

L E G E N D
Oakley City Limit
Oakley Sphere of Influence
Oakley Planning Area
Urban Limit Line
San Luis Reservoir and New Melones Dam Inundation Areas Sources: City of Oakley; Contra Costa County; USGS National Map; CalOES. Map date: December 8, 2020 Taylor Slough
Dutch Slough
Big Br e a k
San J o a qu in Ri v e r
Delta Cove
Contra Costa Canal
Contra Costa Canal
Marsh
Creek
Marsh
Creek
Summer
Lake
Dam Inundation Areas
Figure 8-4:
0 ½ 1
Miles
Z
334
8-12
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335
8-13
Contra Costa County Flood Control and Water Conservation District The Contra Costa County Flood Control and Water Conservation District (CCCFWD) is empowered to control flood and storm waters throughout the County. Even though the District has no direct influence over the City regarding land use and planning matters, the District does develop drainage plans for entire watersheds that cross-jurisdictional boundaries. These drainage plans specify the flood control improvements needed to serve planned development in the area and are used to set drainage fees assessed against new development.

Flood control drainage areas have been categorized by the CCCFWD according to the status of adopted drainage plans and fees required for new development in each area. The drainage areas with established fees have undergone sufficient study by CCCFWD for development of a drainage plan. The plan has been adopted and fees have been established. Approved development projects in these drainage areas are assessed a fee based upon the impervious surface created, or the number of acres that are developed. Additional information on drainage issues is provided within the Growth Management Element.

Fire Hazards
Fire hazards threaten lives, property, and natural resources, and present a considerable problem to vegetation and wildlife habitats throughout the Planning Area. Grassland fires are easily ignited in dry seasons. These fires are relatively easily controlled if they can be reached by fire equipment. Peat fires, once ignited, are extremely difficult to extinguish. These types of fires have the potential to occur on soils above the high-water line and adjacent to the Delta due to the marshy origin of the soils there.

Wildland and Urban Fire Hazards
A fire hazard severity scale has been devised which characterizes areas throughout the County by the number of days of moderate, high and extreme fire hazard. The City of Oakley is entirely within the boundaries of critical Fire Weather Class 3, which correlates to 9 ½ or more days per year of moderate, high and extreme fire hazard. The Class 3 category is the highest in the County, with Class 1 having less than 1 day per year, and Class 2 having 1 to 9 ½ days per year.

State Responsibility Areas (SRAs)
Pursuant to California Public Resources Code Section 4125 et seq., commonly known as the State Fire Responsibility Act, the State Board of Forestry classifies all lands within the State of California based on certain factors. Examples of these factors include cover, beneficial use of water from watersheds, probable damage from erosion, and fire risks and hazards. Next, the State Board of Forestry determines those areas for which the financial responsibility of preventing and suppressing fires is primarily the responsibility of the State of California. The prevention and suppression of fires in all areas that are not within a state responsibility area (SRA) becomes primarily the responsibility of the local or federal agencies, as applicable. Oakley and the SOI Areas are not within a SRA and fire protection is the sole responsible of the local agencies. See the Growth Management Element for fire protection in the Planning Area. 336
8-14
Fire Hazard Severity Zones
The state has charged CalFire with the identification of Fire Hazard Severity Zones (FHSZ) within SRAs and Very High Fire Hazard Severity Zones (VHFHSZ) within any Local Responsibility Areas.

The FHSZ maps are used by the State Fire Marshal as a basis for the adoption of applicable building code standards. None of the Planning Area nor its immediate vicinity is located in the Very High Fire Hazard Severity Zone nor in any High, Moderate, or other Fire Hazard Severity Zone .

Hazardous Materials and Waste
Solid, liquid, and hazardous materials and waste by area residents and businesses contribute to environmental and human health hazards that have become an increasing public concern.

Toxicity and contamination of soils, water, air, and organisms present hazards of varying severity that can be controlled and minimized by proper waste management and disposal.

Title 22 of the California Code of Regulations (CCR) defines a hazardous material as follows:
... a substance or combination of substances which, because of its quantity, concentration, or physical, chemical or infectious characteristics, may either (1) cause, or significantly contribute to, an increase in mortality or an increase in serious irreversible, or incapacitating reversible, illness; or (2) pose a substantial present or potential hazard to human health or environment when improperly treated, stored, transported or disposed of or otherwise managed” (California Code of Regulations, Title 22, Section 66260.10).

Heavy industrial land uses centered on the northwest portion of Oakley have the potential to present significant risk to public safety because of the hazardous nature of some petroleum and chemical materials. Potential hazards include explosion and flammability of petroleum products and other chemicals, and chemical toxicity. A chemical plant (former DuPont Chemical Plant) existed in the northwest corner of the City adjacent to the BNSF railroad. Dupont is closed and is in the process of cleaning the site. Notwithstanding industrial safety procedures, the presence of large quantities of hazardous materials within the Planning Area and the County, particularly close to and/or upwind of populated areas and in areas with high groundwater levels, poses a potential safety hazard at all times.

Many miles of pipelines for the transportation of natural gas, crude oil, and refined petroleum products traverse the Planning Area, including residential and commercial areas. See Figure 8- 5: Hazardous Areas for the approximate locations of pipelines in the Planning Area. These pipelines may cross-areas with active fault lines, landslide deposits, unstable slopes, and areas underlain by soft mud and peat. The public safety hazard from a pipeline break would depend on the proximity of the accident to populated areas as well as the nature of the event that produced it.

In addition to the hazardous materials noted above, agriculture presents the potential for exposure of sensitive land uses to hazardous chemicals. Activities such as application of fertilizers, pesticides and insecticides can present health and safety concerns. Applications of such chemicals are governed by various state and federal standards, and application of such chemicals is generally regulated by the County Agricultural Commissioner. Land Use Element 337
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!P
UP RR
City Hall
Blvd
Fire Station
Jersey Island Rd
Delta Rd
Empire Ave
Neroly Rd
Sellers Ave
Rose Ave
Brown Rd
E Cypress Rd
UV160
MainSt
Main St
Tule Ln
Main St
Laurel Rd
W Cypress Rd
Vintage Pkwy
UV4
L vi eOakAve
E Cypress Rd
Oakley Rd
W alnut MeadowsDr
O H' araAve
Gateway Rd
Malicoat Ave
Neroly Rd
Knightsen Ave
Bethel Island Rd
Sandmound

AT & SF RR
Carpenter Rd
Brownstone Rd
Wilbur Ave
Police
Fire Station
Library
Medical
Facility
Sources: City of Oakley; Contra Costa County; USGS National Map; DTSC EnviroStor; National Pipeline Mapping Service. Map date: December 8, 2020 Taylor Slough
Dutch Slough
Big Br e a k
San J o a qu in Ri v e r
Delta Cove
Contra Costa Canal
Contra Costa Canal
Marsh
Creek
Marsh
Creek
Summer
Lake
Hazardous Sites
Figure 8-5:
0 ½ 1
Miles
Z

L E G E N D
Oakley City Limit
Oakley Sphere of Influence
Oakley Planning Area
Urban Limit Line
Peat Soils (Histosols)
! ! Natural Gas Line
# Oil or Gas Well*
r Brownfield/State Response Site
!P Corrective Action Site
(Contaminated Site [Batteries])
(formerly Du Pont)
* Oil and gas wells shown on the map include
canceled, idle, and plugged wells. There are no
active wells within the planning area.
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policies seek to minimize this hazard by requiring setbacks, buffers, and vegetation, as appropriate, to protect residential land uses from adjacent and potentially incompatible uses, including agriculture.

Risk of Upset
Gas storage facilities, treatment plants, and railroads have the potential of being significant safety hazards. Accidental explosions or spills can result in fires, noxious gases, bad odors, and pollution. The General Plan Environmental Impact Report describes the types of uses and areas of the City that have the potential to be safety hazards should a catastrophe of any kind occur.

Public Protection and Disaster Planning
Hospitals, ambulance companies, and fire districts provide medical emergency services.

Considerable thought and planning have gone into efforts to improve responses to day-today emergencies and planning for a general disaster response capability.

Identification of streets, house numbers, and townhouse and apartment units is a major factor hampering emergency medical response. Design of multi-story buildings rarely includes elevators or stairways that can accommodate gurneys. In the event of a disaster, many people could be affected.

A variety of State, regional, and local agencies are responsible for disaster planning, as well as for providing coordination and relief services in the event of a natural disaster. These agencies include: the Federal Emergency Management Agency (FEMA), California Office of Emergency Services; the Department of Water Resources Division of Flood Management; the Contra Costa County Office of Emergency Services; the Contra Costa County Sheriff’s Office; the East Contra Costa Fire Protection District; the City of Oakley Emergency Management Organization; and the Oakley Police Department.

Generally, disaster planning is conducted at a countywide, multi-county, or regional level, with comprehensive programs established to protect persons from natural or human-caused disasters. Contra Costa County, through the Contra Costa County Local Hazard Mitigation Plan (LHMP) identifies risks associated with various types of hazards and disasters at the regional and local scale. The LHMP identifies the extent to which critical facilities, infrastructure, the population, and/or buildings in Oakley estimated to be affected under a range of hazardsrelated scenarios, including dam failure, earthquake, 10-year/100-year/500-year flood, landslide, and wildfireSafety Element of the County General Plan (1995), has identified various hazards and has designed appropriateidentifies approaches for local governments to consider to address programs to address disaster planning and public protection. This Community Health and Safety Element incorporates local programs to reduce the exposure of the community to unreasonable risks associated with hazards addressed in the LHMP.

Recognizing the City’s responsibility to protect life and property, the City has adopted an Emergency Operations Plan that provides detailed operational and recovery actions the City will take in the event of natural hazards, such as earthquakes, floods, levee breaks, wildland fires, and extreme weather, and technological/man-made hazards, including hazardous materials release, major vehicle accident, train accident, airplane crash, civil disturbance, and 340
8-18
terrorism. The programs for public relief and safety are generated at this countywide level and, in combination with State and Federal agencies, will accommodate the City of Oakley should a significant natural or human-caused disaster occur.

Climate Adaptation
The term “climate adaptation” refers to anticipating and adjusting to expected effects of various gases in the Earth’s atmosphere, commonly referred to as greenhouse gases (GHGs), changing Earth’s surface temperature. As detailed in the Climate Adaptation White Paper prepared for the City’s Focused General Plan Update in October 2019, changes in regional climate patterns are anticipated to contribute to ongoing, escalating impacts on people, the economy, and the environment on both the local and global level. The impacts of climate change in California are anticipated to include the following:
 Ocean warming that affects marine habitats and precipitates extreme storm events;  Increased temperatures and extreme heat events that last for longer durations;  Changes in the frequency and intensity of precipitation, perpetuating less frequent, more extreme events that lead to flooding, mudslides, and drought;  More extreme wildfires;
 Sea level rise and more extreme flooding;
 Reduced and less reliable water resources and the contamination of resources by saltwater;
 Increased heat-related illness and death and spread of vector-borne diseases;  Reduced natural habitats and biological diversity;
 Reduced quality and quantity of agricultural products;  Increased energy consumption primarily to cool buildings; and  Increased risks to infrastructure systems and networks.

Refer to the Climate Adaptation White Paper prepared for the City’s Focused General Plan Update in October 2019 for a detailed discussion of how each of these concerns may affect Oakley.

Sea Level Rise
Because Oakley is located along the San Joaquin River Delta, which connects to the San Pablo and San Francisco Bays beyond, the City will become increasingly susceptible to sea level rise in the future. Based on San Francisco Bay Conservation and Development Commission (BCDCD) data, Figure 8-6: Sea Level Rise illustrates four sea level rise scenarios, ranging from a 12-inch to an 83-inch rise, during a 100-year storm event. As shown in Figure 8-6, large portions of the northern and eastern portions of Oakley would be inundated to varying degrees under these scenarios, with the most extreme flooding occurring under the most extreme sea level rise and storm surge scenarios.
341
UP RR
Empire Ave
Rose Ave
Neroly Rd
Main St
Tule Ln
Knightsen Ave
E Cypress Rd
Gateway Rd
Sellers Ave
Bethel Island Rd
Laurel Rd
Wilbur Ave
WalnutMeadows Dr
Sandmound Blvd
Oakley Rd
E Cypress Rd
Jersey Island Rd
Carpenter Rd
Oakley Rd
Source: San Francisco Bay Conservation and Development Commission (BCDC) "Adapting to Rising Tides" program, East Contra Costa County; Contra Costa County. Map date: December 8, 2020.

Figure 8-6:

Empire Ave
Rose Ave
Neroly Rd
Main St
Knightsen Ave
Tule Ln
E Cypress Rd
Gateway Rd
Sellers Ave
Bethel Island Rd
Laurel Rd
Wilbur Ave
Wal nut Meadows Dr
Sandmound Blv d
Oakley Rd
ECypress Rd
Jersey Island Rd
Carpenter Rd
Oakley Rd
Empire Ave
Main St
Rose Ave
Neroly Rd
Oakley Rd
Knightsen Ave
Tule Ln
E Cypress Rd
Gateway Rd
Sellers Ave
Bethel Island Rd
Laurel Rd
Wilbur Ave
WalnutMeadows Dr
Sandmound Blvd
Oakley Rd
ECypress Rd
Jersey Island Rd
Carpenter Rd
12-inch Sea Level Rise Scenario
24-inch Sea Level Rise Scenario
36-inch Sea Level Rise Scenario Empire Ave
Main St
Rose Ave
Neroly Rd
Knightsen Ave
Tule Ln
E Cypress Rd
Gateway Rd
Sellers Ave
Bethel Island Rd
Laurel Rd
Wilbur Ave
WalnutMeadows Dr
Sandmound Blvd
Oakley Rd
E Cypress Rd
Jersey Island Rd
Carpenter Rd
Oakley Rd
83-inch Sea Level Rise Scenario

L E G E N D
Oakley City Limit
Oakley Planning Area
Oakley Sphere of Influence
Urban Limit Line
Depth of Flooding in Feet
0 - 2
2 - 4
4 - 6
6 - 8
8 - 10
10 - 12
12 - 14
14 - 16
>16
(Maximum inundation depth during a likely 100-yr storm under varying sea level rise scenarios) Sea Level Rise
0 ½ 1
Miles
Z
Figure is based on most recent data
prepared for East Contra Costa County
Adapting to Rising Tides (ECC ART).

This figure does not reflect protection
provided by levee and other
improvements constructed after the
ECC ART dataset was prepared.
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Environmental Justice
Disadvantaged Communities
The term ‘disadvantaged community’ is a broad designation that includes any community disproportionally affected by environmental, health, and other burdens or low-income areas disproportionally affected by environmental pollution and other hazards. In relation to environmental justice, DACs are typically those communities that disproportionately face the burdens of environmental hazards. Government Code Section 65302, as amended by SB 1000, defines a DAC as follows:
“…an area identified by the California Environmental Protection Agency (CalEPA) pursuant to Section 39711 of the Health and Safety Code or an area that is a low-income area that is disproportionately affected by environmental pollution and other hazards that can lead to negative health effects, exposure, or environmental degradation.” As shown in Figure 8-7: Disadvantaged Communities, census tracts 3020.05 and 3060.02 are disadvantaged communities, as further detailed in the Environmental Justice White Paper prepared for the City’s Focused General Plan Update in October 2019.

Environmental Justice Issues
Based Government Code Section 65302, as amended by SB 1000, the General Plan’s Environmental Justice Element or integrated environmental justice policies must seek to reduce the unique or compounded health risks in the City’s DAC by addressing the following topics, at a minimum:
 Reducing pollution exposure, including improving air and water quality and cleaning up hazardous waste sites;
 Providing equitable access to public facilities, including but not limited to, City Hall and other municipal facilities, emergency services facilities, healthcare facilities, the City’s branch of the Contra Costa Library, parks, community and cultural facilities, day care centers, via public transportation and other transportation modes;  Providing access to affordable, nutritionally adequate, culturally appropriate food;  Providing safe, sanitary, and affordable housing for all residents;  Supporting active transportation and providing facilities conducive to physical activity; and
Encouraging civil engagement.

The City’s DACs are disproportionally affected by air and ground and surface water pollution and the presence of the community’s hazardous waste sites. Several of the City’s public facilities, including City Hall and the City’s police station, are located within one of the DACs, census tract 3020.05. Many of the other community-serving facilities located outside of the DACs, including the and fire station, are centrally located, providing good access from the DACs. The community’s single medical clinic, La Clinica, is also located within tract 3020.05.

Other facilities, including Oakley’s branch of Contra Costa County Library, are in more 344
8-22
peripheral locations, impacting access from the DACs. Tract 3020.5 is well-served by supermarkets and grocery stores, while the other, tract 3060.02 lacks access to food retailers.

A significant percentage of the City’s households experience housing problems, including incomplete plumbing and/or kitchen facilities, overcrowding, and/or an excessive housing cost burden. These circumstances disproportionately affect the City’s lowest income households, including those individuals residing within the DACs.
345
cañ
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ns
!©
UP RR
Census Tract
3020.06
66%
City Hall
Blvd
Fire Station
Jersey Island Rd
Delta Rd
Empire Ave
Neroly Rd
Sellers Ave
Rose Ave
Brown Rd
E Cypress Rd
UV160
MainSt
Main St
Tule Ln
Main St
Laurel Rd
W Cypress Rd
Vintage Pkwy
UV4
L vi eOakAve
E Cypress Rd
Oakley Rd
W alnut MeadowsDr
O H' araAve
Gateway Rd
Malicoat Ave
Neroly Rd
Knightsen Ave
Bethel Island Rd
Sandmound

AT & SF RR
Carpenter Rd
Brownstone Rd
Wilbur Ave
Police
Fire Station
Library
Medical
Facility
Census Tract
3020.09
41%
Census Tract
3020.10
37%
Census Tract
3020.05
76%
Census Tract
3080.02
40%
Census Tract 3031.02
47%
Census Tract
3020.07
67%
Census Tract
3020.08
53%
Census Tract 3031.03
71%
Census Tract 3040.05
22%
Census Tract
3060.02
74%
Census Tract
3010.00
60%
Sources: City of Oakley; Contra Costa County; USGS National Map; OEHHA CalEnviroScreen 3.0, June 2018. Map date: December 8, 2020 Taylor Slough
Dutch Slough
Big Br e a k
San J o a qu in Ri v e r
Delta Cove
Contra Costa Canal
Contra Costa Canal
Marsh
Creek
Marsh
Creek
Summer
Lake
Disadvantaged Communities
Figure 8-7:
0 ½ 1
Miles
Z
1-5%
5-10%
10-15%
15-20%
20-25%
25-30%
30-35%
35-40%
40-45%
45-50%
50-55%
55-60%
60-65%
65-70%
70-75%
75-80%
80-85%
85-90%
90-95%
95-100%
L E G E N D CalEnviroScreen 3.0 Percentile Range
Oakley City Limit
Oakley Sphere of Influence
Oakley Planning Area
Urban Limit Line
Census Tract
Disadvantaged Community
Low Income Area proximate to
area burdened by pollution and
other factors
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Safety Goals, Policies, and Programs
The following are the goals, policies, and programs that address geologic and seismic hazards, flood hazards, hazardous materials, public protection and disaster planning, and climate adaptation
GOAL 8.1 GEOLOGY AND SEISMIC HAZARDS
Protect human life, reduce the potential for serious injuries, and minimize the risk of property losses from the effects of earthquakes, including fault rupture, ground shaking, and liquefaction ‐ induced ground failure.

Policies

8.1.1. Recognize that a severe earthquake hazard exists in the region and address earthquake-related hazards
through the City’s development review and other
programs.

8.1.2. Require new development projects, planning projects, and infrastructure projects to assess geologic and
seismic hazards, including ground-shaking,
liquefaction, landslides, erosion, expansive soils, and subsidence, and, when appropriate, to include
measures to reduce risks to life and property. Approval of public and private development projects shall be
contingent on geologic and engineering studies which:
1) define and delineate potentially hazardous geologic, seismic, and/or soils conditions, 2) recommend means
of mitigating these adverse conditions; and 3) provide
implementation of the mitigation measures.

8.1.3. Enforce State seismic design guidelines and all relevant building codes to reduce the risk of damage associated
with seismic activity.

8.1.4. Require geotechnical investigations to be completed prior to approval of any essential facility, in order to ensure that these facilities are located to minimize exposure to geologic and seismic risks and are constructed in a way that mitigates site-specific seismic and/or geologic hazards and ensures the facility will be sited and designed to remain operable in the event of a disaster.

8.1.5. Require an erosion and sediment control plan prepared by a civil engineer, or other qualified professional, as part of any grading permit application for new development.

The erosion and sediment control plan shall delineate measures to appropriately and effectively minimize soil erosion and sedimentation.

California
Government Code
Section 65302 lists
hospitals and health
care facilities,
emergency shelters,
fire stations,
emergency
command centers
and emergency
communities as
types of essential
public facilities which
are referred to herein
as “essential
facilities.”
348
8-26

8.1.6. Require new construction to mitigate the potential for geologic and seismic subsidence, through the development review process. Require structures intended for human occupancy to be adequately setback from active and potentially active faults in compliance with all applicable regulations, including the Alquist/Priolo Act.

8.1.7. Utilize the land in the setback zones along active and potentially active faults for open forms of land use, including, but not limited to yards, greenbelts, parks, parking lots, and non-critical storage areas, that could experience displacement without endangering large numbers of people or creating secondary hazards. Examples are yards, greenbelts, parking lots, and non-critical storage areas.

Programs

8.1.A. Continue to require preparation of geotechnical reports for proposed development projects, public projects, and all essential facilities. The reports should include, but not be limited to: evaluation of and recommendations to mitigate the effects of fault displacement, ground shaking, uncompacted fill, expansive soils, liquefaction, subsidence, and settlement. Recommendations from the report shall be incorporated into the development project to address seismic and geologic risks and to ensure the structural and operational integrity of essential facilities is maintained.

8.1.B. Review development proposals to ensure compliance with the current State seismic design guidelines and applicable building codes.

8.1.C. Review and update the City’s inventory of potentially hazardous buildings and require any development or change in occupancy proposals to address hazards, through measures such as strengthening buildings, changing the use of the buildings to an acceptable occupancy level, or demolishing or rehabilitating the building.

8.1.D. Adopt ordinance code provisions related to the repair or replacement of unreinforced masonry structures and require any development or change in occupancy proposals to address hazards, through measures such as strengthening buildings, changing the use of the buildings to an acceptable occupancy level, or demolishing or rehabilitating the building.

GOAL 8.2 FLOOD HAZARDS
Protect public safety and minimize the risk to life and property from flooding.

Policies

8.2.1. Support and participate in planning efforts undertaken at the local, regional, State, and Federal levels to improve flood management facilities and dam safety throughout Contra Costa County.

8.2.2. Maintain, review at least every five years or earlier if necessary, and periodically update as necessary, City flood safety plans, floodplain management ordinances, zoning ordinance, building codes and other related sections of the Municipal Code to reflect 349
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Safety Element goals, policies and standards, applicable Federal and State law, and National Flood Insurance Program requirements. Require applications for development at urban or suburban densities in 100-year floodplain areas, and/or other flood-prone areas where there is a serious risk to life and property (see Figure 8-3) to demonstrate appropriate solutions or be denied.

8.2.3. Consider the risks of flooding and rising sea levels in the planning and environmental review of new development projects by requiring all development projects that require a building permit to demonstrate how storm water runoff will be detained or retained on-site, treated, and/or conveyed to the nearest drainage facility as part of the development review process. Project applicants shall demonstrate that project implementation would not result in increases in the peak flow runoff to adjacent lands or drainage facilities that would exceed the design capacity of the drainage facility or result in an increased potential for off-site flooding. Ensure that adequate drainage and erosion control measures are provided during project construction.

8.2.4. Ensure that construction activities and new development will not result in adverse impacts to existing properties and flood control and drainage structures.

8.2.5. Unless otherwise mitigated, require new structures to be located outside of the 100- year floodplain. All new development within an identified Flood Hazard Area shall be built according to Federal Emergency Management Agency standards.

8.2.6. Ensure that any development activity that requires a grading permit does not impact adjacent properties, local creeks and storm drainage systems by designing and building the site to drain properly to minimize drainage issues and erosion.

8.2.7. In mainland areas along the creeks and bays affected by water backing up into the watercourse, it shall be demonstrated prior to development that adequate protection exists through levee protection or change of elevation.

8.2.8. Design flood protection improvements to include, where feasible, resiliency features, such as withstanding overtopping, compartmentalization of flood protection to reduce the extent of flooding in the event of a failure to reduce, and/or to incorporate riparian habitat conservation.

8.2.9. Encourage and accommodate multipurpose flood control projects that incorporate recreation, resource conservation, preservation of natural riparian habitat, and scenic values of Oakley’s drainages, creeks, and detention ponds. Where appropriate and feasible, the City shall encourage the use of water detention facilities for use as groundwater recharge facilities.

8.2.10. Require habitable areas of structures near the shoreline of the Delta and in flood-prone areas toto be sited above the highest water level expected during the life of the project or protected for the expected life of the project by levees of an adequate design.

8.2.11. Rights-of-way for levees protecting inland areas from tidal flooding shall be sufficiently wide on the upland side to allow for future levee widening to support additional levee height.
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8.2.12. Require the review of development proposals near the shoreline of the Delta and within flood-prone areas by the CCCFWDCCCFWD, as an advisory agency, prior to approval by the City.

8.2.13. Avoid siting essential facilities (including hospitals and health care facilities, emergency shelters, fire stations, emergency command centers, and emergency communications facilities) in flood-prone areas, especially public facilities that provide essential public services and/or would be located in areas at greatest risk for flooding, such as the FEMA-identified 100-year floodplain.

8.2.14. Require public facilities located in flood-prone areas to be designed such that access and operations will not be disrupted by flooding in the surrounding area, where feasible. If such design is not feasible, require public facilities to develop plans to ensure that equivalent operations can be carried out by a comparable facility outside of floodprone areas.

8.2.15. Engineer and design levees to ensure protection against earthquakes, tsunamis and seiches.

Programs

8.2.A. Continue to participate in the National Flood Insurance Program (NFIP), and consider future participation in the NFIP Community Rating System (CRS).

8.2.B. Encourage the CCCFWD to proceed with drainage improvements in areas subject to flooding from inadequate County flood control facilities.

8.2.C. Encourage the CCCFWD to prepare a drainage master plan to address localized areas affected by creeks, in accordance with the guidelines contained in the Health and Safety Element and the Open Space and Conservation Element of this General Plan.

8.2.D. Maintain a uniform set of flood damage prevention standards in cooperation with appropriate County, State, and federal agencies, and update the Floodplain Management Ordinance, Chapter 6.12 of the Municipal Code, to reflect the most recent federal and State standards relating to flood prevention and protection.

8.2.E. Through the environmental review process for development proposals and essential facilities, to prepare hydraulic and storm drainage studies to ensure that potential impacts, including on-site and downstream flood damage, subsidence, dam or levee failure, and potential inundation from tsunamis and seiches, and off-site net increases in stormwater resulting from the project, are adequately addressed. Impose appropriate mitigation measures (e.g., BMPs, flood proofing, levee protection, Delta reclamations, etc.) to protect development from adverse flooding impacts and to ensure that the structural and operational integrity of essential facilities is maintained during flooding.

8.2.F. Have all Letter of Map Amendments (LOMAs) that are approved submit their GIS data to Contra Costa County so that the County can compile updated data on the most accurate location of flood hazard areas and BFE within the City. 351
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8.2.G. Participate in Delta levee rehabilitation plans in cooperation with County, State, federal agencies, and the private sector.

GOAL 8.3 HAZARDOUS MATERIALS
Provide protection from hazards associated with the use, transport, treatment, and disposal of hazardous substances.

Policies

8.3.1. Maintain an awareness of hazardous materials throughout the Oakley region.

8.3.2. Strictly regulate the production, use, storage, transport, and disposal of hazardous materials to protect the health and safety of Oakley residents.

8.3.3. As part of the development review process, consider the potential for the production, use, storage, transport, and/or disposal of hazardous materials and provide for appropriate controls on such hazardous materials consistent with federal, state, and local standards.

8.3.4. Use the environmental review process to comment on Hazardous Waste Transportation, Storage and Disposal Facilities proposed in the Planning Area and throughout the County to request a risk assessment and ensure that potentially significant, widespread, and long-term impacts on public health and safety of these facilities are identified and mitigated, as such impacts do not respect jurisdictional boundaries.

8.3.5. Industries which store and process hazardous materials shall provide a buffer zone between the installation and the property boundaries sufficient to protect public safety.

The adequacy of the buffer zone shall be determined by the Community Development Department.

8.3.6. Coordinate with the East Contra Costa Fire Protection District to ensure that businesses in Oakley that handle hazardous materials prepare and file a Hazardous Materials Management Plan (HMMP), and Hazardous Materials Inventory Statement (HMIS). The HMMP and HMIS shall consist of general business information, basic information on the location, type, quantity, and health risks of hazardous materials, and emergency response and training plans.

8.3.7. Require compliance with the Contra Costa County Hazardous Waste Management Program.

8.3.8. Work with existing businesses to require acceptance of oils, paints, and other recyclable hazardous materials.

Programs

8.3.A. Encourage the State Department of Health Services and the California Highway Patrol to review permits for radioactive materials on a regular basis and to promulgate and enforce 352
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public safety standards for the use of these materials, including the placarding of transport vehicles.

8.3.B. Request that State and Federal agencies with responsibilities for regulating the transportation of hazardous materials review regulations and procedures, in cooperation with the City, to determine means of mitigating the public safety hazard in urbanized areas.

8.3.C. As part of the development review process, address hazardous materials impacts, including but not limited to, storage of and contamination by petroleum and chemical materials; gas, crude oil, and refined petroleum pipe leaks; chemicals associated with agricultural uses.

GOAL 8.4 PUBLIC PROTECTION AND DISASTER PLANNING
Provide for a continuing high level of public protection services and coordination of services in a disaster.

Policies

8.4.1. Support local and regional disaster and emergency response planning and associated public education efforts, and look for opportunities to collaborate and share resources with community institutions and other municipalities in the region.

8.4.2. Ensure that new critical facilities in Oakley are located in areas that minimize exposure to potential natural hazards and are designed and equipped to remain operational in the event of a disaster.

8.4.3. Encourage participation in Community Emergency Response Team (CERT) training.

Encourage residents and community leaders to participate in disaster training programs, and as feasible, assist in neighborhood drills and safety exercises to increase participation and build community support.

8.4.4. Encourage residents to register with the City and the Contra Costa County Sheriff’s Community Emergency Notification Systems to ensure notification in the event of an emergency.

8.4.5. Maintain effective mutual aid agreements for fire, medical response, and other functions as appropriate.

8.4.6. Clearly communicate to the public the City’s plans, procedures, and responsibilities in the event of a disaster or emergency, including, when appropriate, providing written materials in English and Spanish and/or using symbology.

8.4.7. Provide efficient 911 services (emergency calls) to minimize incident response time, and promote the use/availability of non-emergency phone line information for routine nonemergency calls as a means to improve service and maintain the effectiveness of the 911 system.
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8.4.8. Require adequate access for medical emergency equipment in high-occupancy buildings over two stories in height.

8.4.9. Design and construct all buildings greater than two-stories to provide for the evacuation of occupants and/or for the creation of a safe environment in case of a substantial disaster, such as a severe earthquake or fire.

Programs

8.4.A. Continue to coordinate with adjacent cities and public protection agencies to delineate evacuation routes, emergency vehicle routes for disaster response and, where possible, alternative routes where congestion or road failure could occur.

8.4.B. Review and revise as necessary the Emergency Preparedness/Emergency Action Plan.

8.4.C. Prepare and periodically update a public information map that identifies shelter facilities and potential evacuation routes and make available to the general public on the City’s website.

8.4.D. Conduct regular emergency response training exercises and or participate in regional exercises to ensure that City staff members, local leaders, and emergency response personnel are adequately trained and prepared for emergency situations. Critical facilities within Oakley should also be annually assessed to ensure they are properly supplied.

8.4.E. Encourage schools, neighborhood associations, and other interested groups to teach first aid, andeducate the community regarding disaster and climate preparedness, and use other tools available to neighborhood and community groups to improve disaster preparedness.

8.4.F. As part of the development review process, consult with consult with the police and fire departments in order to ensure that the projects provides adequate emergency access.

8.4.G. Participate in countywide efforts to update the Contra Costa County Local Hazard Mitigation Plan.

8.4.H. Following updates to the Contra Costa County Local Hazard Mitigation Plan, review and update the General Plan and the Emergency Operations Plan as necessary to ensure that each document addresses the requirements of State law and reflects current information related to the City’s potential exposure to hazards.

8.4.F.8.4.I. Ensure that future updates to the Emergency Operations Plan address the full range of hazards identified in the General Plan.

GOAL 8.5 CLIMATE ADAPTATION
Minimize risks to life, property, the economy, and the environment through Climate adaptation strategies that enhance and promote Oakley’s community resiliency.
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Policies

8.5.1. Prepare for and adapt to anticipated sea level rise, including 100-year flood events, and fluctuations and changes in weather conditions, including addressing impacts on existing and future neighborhoods, infrastructure and facilities, the shoreline, and natural resources, as identified through State and regional modeling efforts and science-based data.

8.5.2. Encourage restoration and capacity-building projects, including protection and enhancement of open space and natural areas, that recognize the role of the ecosystem, including the shoreline, wetlands, coastal areas, and marshlands, and open space, in adapting to sea level rise and providing for carbon sequestration.

8.5.3. Develop flood control and prevention measures to protect the City from rising waters due to climate change.

8.5.4. To the extent feasible, locate essential facilities and vital infrastructure outside of areas anticipated to be significantly affected by sea level rise.

8.5.5. Where essential facilities and infrastructure are located in areas anticipated to be significantly affected by sea level rise, develop and implement measures, which may include relocation, at least 20 years prior to the projected sea level rise to ensure that facilities remain accessible and undamaged during flood events.

8.5.6. Prioritize improvements and actions that would protect vulnerable populations (e.g., elderly communities, low-income areas), essential facilities, and vital infrastructure, from damage or lack of access due to flooding from sea level rise including 100-year flood events.

Programs

8.5.A. Regularly update the City’s Emergency Operations Plan, as required by state and federal laws, and ensure that the plan is updated within the next five years to addresses emergency situations, such as flooding, wildfires, and extreme temperature days, that may result from the changing climate.

8.5.B. Ensure that updates, including the upcoming update scheduled within the next five years, to the Contra Costa County Local Hazard Mitigation Plan address anticipated and modeled effects of climate change that may affect Oakley, including sea level rise, potential changes to areas affected by the 100-year storm event under sea level rise scenarios, extreme weather events, increased wildfire potential, and drought conditions, and potential exposure to pollutants and hazardous materials associated with sea level rise and its effects on groundwater levels.

8.5.C. Provide developers with links to the CalAdapt and BCDC model data identifying sea level rise anticipated under potential climate change scenarios to ensure that all scenarios are considered in the design of future projects.

8.5.D. Require new development projects located along the shoreline or in areas projected to be inundated under sea level rise scenarios, including 100-year flood events, to identify 355
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projected sea level rise levels in relation to proposed residences, buildings, and important infrastructure and to be designed to address hazards associated with sea level rise, including use of ecologically-based strategies (e.g., creation or adaption of marshlands, wetlands, and natural areas to counteract sea level rise or improve drainage patterns), shoreline hardening, and adaption techniques such as elevated buildings and designing green infrastructure for stormwater runoff.

8.5.D.8.5.E. Update the City’s development standards to provide a consistent approach to addressing the effects of sea level rise if a consistent scenario for sea level rise is established by the State, BCDC, FEMA, or similar agency for planning and development purposes,.

8.5.E.8.5.F. Where new development or redevelopment projects are in areas projected to be substantially affected by increased sea levels or expanded 100-year flood areas, identify potential mitigation and adaptation measures prior to approval of development projects to address exposure to substantial flooding hazards during the useful life of structures.

8.5.F.8.5.G. Monitor BCDC, Delta Stewardship Council, and other regional efforts to adapt to climate change and identify opportunities for participation in strategies and projects, including levees, seawalls, and other shoreline protection, and other measures, to protect critical developed areas along the shoreline from flooding and by identifying opportunities to enhance natural resources, including preserving existing habitat, creek corridors, riparian areas, contiguous open space, and the shoreline, reducing shoreline erosion, restoring habitat, and identifying areas where tidal wetlands can migrate landward, and provide for carbon sequestration.

8.5.H. Maintain improvements and facilities designed to protect against flooding and sea level rise.

8.5.G.8.5.I. Encourage Diablo Water District, as the local Sustainable Groundwater Agency to monitor groundwater levels, identify potential effects to groundwater levels, water quality, subsidence, and liquefaction, due to sea level rise and drought, and recommendations to address the effects of changing groundwater levels and provide this information to the City and for the next update to the Contra Costa County Local Hazard Mitigation Plan.

Goal 8.6COMMUNITY HEALTH GOALS, POLICIES, AND

PROGRAMS
This section serves as the City’s basic policy framework for promoting community health and environmental justice. The framework is supported by additional policies and programs that appear in the following elements:
 The Land Use Element addresses the physical and aesthetic aspects of preserving the character, function, and safety of the City’s neighborhoods;  The Circulation Element addresses equitable access to transportation modes that connect with City’s residents and local employees to jobs, schools, services, and healthcare in the City and region;
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 The Housing Element addresses the provision of quality, safe housing options for all residents;
 The Economic Development Element addresses the provision of employment opportunities that provide livable wages, professional skill development, and support for small, locally-owned businesses;
 The Conservation & Open Space Element addresses the provision of sustainable and clean energy sources and energy conservation; and
 The Parks Element addresses the equitable provision of park space and recreational and cultural facilities and programs.

Goal 8.7GOAL 8.6 COMMUNITY HEALTH AND WELLNESS
Promote a comprehensive and diverse approach to community health and wellness.

Policies

8.7.1.8.6.1. Practice effective City leadership in order to promote and enhance overall health conditions for residents.

8.7.2.8.6.2. Maintain an inclusive City environment that respects and bolsters the cultural diversity of Oakley.

8.7.3.8.6.3. Require future planning decisions, development, and infrastructure and public projects to consider the effects on the overall health and well-being of the community and its residents, with specific consideration provided to ensure disadvantaged communities have equitable access to services and amenities and to reduce exposure to hazardous materials, industrial activity, vehicle exhaust, other sources of pollution, and excessive noise on residents, with an emphasis on reducing exposure of any disadvantaged communities to such exposure.

8.7.4.8.6.4. Reduce the harmful impacts of alcohol, tobacco, and drug use on individuals, families, and the community.

Programs

8.7.A.8.6.A. Review all development proposals, planning projects, and infrastructure projects to ensure that potential adverse impacts to disadvantaged communities, such as exposure to pollutants, including toxic air contaminants, and unacceptable levels of noise and vibration are reduced to the extent feasible and that measures to improve quality of life, such as connections to bicycle and pedestrian paths, community services, schools, and recreation facilities, access to healthy foods, and improvement of air quality are included in the project. The review shall address both the construction and operation phases of the project.
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8.7.B.8.6.B. Review all City programs and policies to ensure the promotion of equal access and opportunity.

8.7.C.8.6.C. Encourage public participation in local decision making, especially by those that are traditionally underrepresented by offering multi-lingual outreach material, communicating with key cultural entities, and hosting events in areas of varying socioeconomic contexts.

8.7.D.8.6.D. Ensure that low income and minority populations have equal opportunities to participate in and influence the land use decision-making process by utilizing culturally appropriate approaches to public participation and involvement.

8.7.E.8.6.E. Update as necessary and uphold the City alcoholic beverage control regulations defined in the Municipal Code.

8.7.F.8.6.F. Promote local government and non-profit efforts and programs aimed at teen drug, alcohol, and tobacco use prevention.

8.7.G.8.6.G. Annually review policies related to nicotine and tobacco use to ensure that all policies and regulations are consistent with novel products and emerging guidelines.

8.7.H.8.6.H. Publicize resources for alcohol or drug abuse and health-related research on the City website.

Goal 8.8GOAL 8.7 NUTRITIOUS FOOD CHOICES
Prioritize the community’s healthy living opportunities through encouraging nutritious food choices.

Policies

8.8.1.8.7.1. Secure the health of community members by ensuring that residents have access to healthy and nutritional food options.

8.8.2.8.7.2. Promote the availability of locally grown and locally sourced food, including fruits, vegetables, and dairy.

8.8.3.8.7.3. Encourage sustainable local food systems including farmer’s markets, community gardens, edible school yards, community supported agriculture, neighborhood garden exchanges, federal food assistance programs, and healthy food retailers.

Programs

8.8.A.8.7.A. Encourage healthy eating by developing a Healthy Lifestyle Program that educates the community on local healthy food, available nutrition resources, and health outcomes.

8.8.B.8.7.B. Consider a program to encourage restaurants and stores to offer locally sourced and nutritious foods, with an emphasis on increasing nutritious food choices, including 358
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community gardens, farmers markets, and stores offering fresh produce, in disadvantaged areas.

Goal 8.9GOAL 8.8 SOCIAL SERVICES AND HEALTHCARE
Strive for a community with exceptional social services and healthcare programs.

Policies

8.9.1.8.8.1. Prioritize local regulation and public policies that are focused on supporting the healthcare needs of Oakley residents, with a special emphasis on preventative care.

8.9.2.8.8.2. Promote convenient access to health care by offering wide range of community health centers, and mental health facilities.

8.9.3.8.8.3. Track local health outcomes data to ensure health equity and community wellness.

8.9.4.8.8.4. Foster partnerships and collaborate with community groups and other public agencies to implement public health programs.

8.9.5.8.8.5. Continue to foster safe communities for residents through proactive social programs and investment in public facilities.

Programs

8.9.A.8.8.A. Formally incorporate a Health in All Policies (HiAP) Approach to decision-making, especially as it relates to housing and development.

8.9.B.8.8.B. Coordinate with BART and Tri County Transit to address the proximity of public transit to local health facilities and advocate for mobility and transportation improvement where necessary and encourage transit agencies to provide accessible, convenient routes to ensure adequate access to local and regional health facilities.

8.9.C.8.8.C. Regularly review the need for new or expanded health care and medical facilities within the City and designate new sites as necessary to meet the health needs of Oakley’s residents.

8.9.D.8.8.D. Establish a Healthy Choices Public Information Campaign. 359
Noise Element 9-1
Introduction
The preservation and enhancement of the acoustical
environment relates directly to the quality of life that can be achieved in a community. By recognizing existing sources of noise pollution, taking reasonable steps to mitigate future impacts, and preventing additional sources of noise, the City may achievean amiable environment and a comfortable and calming community.

Noise has been linked directly to human health and, aside from general annoyances, excessive noise is a source of discomfort, interferes with sleep, and disruptscommunication and relaxation.

There are no obvious sources of disruptive noisein the City of Oakley, though ambient noise can be heard, especially in those areas adjacent to major highways, intersections, and rail lines.

As development occurs, though, additional noisepollution will emerge as a temporary impact of construction. The City is committed to imposing “Best Management Practices” on all development and construction in the City. This may include limiting the hours of construction to avoid disruption during normal sleep hours. In addition, the development of new neighborhoods may unintentionally create situations where new residents are introduced to existing noise pollution. However, proper land use practices will minimize the proximate placement of conflicting uses. Sound-walls can minimize many of these impacts, though land use practices will more effectively address the true issue. By recognizing the impacts of noise pollution, the City can effectively address anyproposed sources of noise or noise conflicts as they arise.

Consistency with State Law
Government Code 65302(f) establishes the requirement for a Noise Element to “identify and appraise noise problems in a community” and to “analyze and quantify, to the extent practicable, . . . current and projected noise levels.” This Noise Element must identify these sources of noise and provide noise contours – distances at which a predicted noise level will occur. The intent of the Noise Element is to provide valuable information and useful policies to prevent development in areas that are considered unsuitable due to excessive noise.

CHAPTER 9:

NOISE

CONTENTS
 Introduction
 Setting
 Noise Goals,
Policies, and
Programs
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9-2 Noise Element
Setting
Roadway Noise
A primary source of noise in the City of Oakley is the sound generated from vehicles traveling over roadways. Roadway noise is a combination of direct noise emission from the vehicle and the sound from the passing of tires over the road surface. In addition, large truck traffic can dramatically contribute to roadway noise, as the sound generated from jake-brakes, large tires, and diesel engines greatly exceeds noise from passenger cars and light trucks.

Roadway noise is most apparent near the actual roadways, though acoustical conditions can dramatically change the nature and intensity of the noise. The elevation of the roadways relative to adjacent receptors can affect the level of noise, as can dense vegetation and topography. Because the City of Oakley is relatively flat, there is little opportunity to utilize topography to minimize roadway noise. In addition, the current and anticipated levels of traffic may not warrant the extensive improvement required to improve roadway noise. As such, the location and protection of new developments should be considered to insure that residential, or other sensitive uses are not compromised by extraneous, roadway noise.

Various measures can be implemented in new developments, which will lessen the noise impacts on new neighborhoods. These include strategic placement and protection of sensitive uses and the utilization of sound-walls, earth mounds, or other attenuating devices.

Levels of noise are generally measured in terms of noise contours - delineations of areas where a predicted level of noise (measured in decibels (dB)) can be expected. Generally, noise contours predict the distance (in feet) from a source of noise that a receptor must be in order to experience a specified level (in dB) of noise. The accepted threshold for comfortable ambient noise in a residential area is 65 dB. Prolonged levels above 65 dB are considered to be an annoyance when they occur in residential areas. The following table presents typical sound levels of common noise sources.

Table 9-1: Typical A-Weighted Maximum Sound Levels of Common Noise Sources Decibels Description
130 Threshold of pain
120 Jet aircraft take-off at 100 feet
110 Riveting machine at operators position
100 Shot-gun at 200 feet
90 Bulldozer at 50 feet
80 Diesel locomotive at 300 feet
70 Commercial jet aircraft interior during flight
60 Normal conversation speech at 5-10 feet
50 Open office background level
40 Background level within a residence
30 Soft whisper at 2 feet
20 Interior of recording studio
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Noise Element 9-3
A study performed by Bollard & Brennan, Inc. produced a series of noise contours for the City of Oakley, which represent the areas where the greatest levels of noise are experienced. The study measured ambient noise levels at various locations and times during both the day and night. These noise levels, along with the predicted distances, provide a practical measure of noise levels throughout the City of Oakley. Table 9-2 presents the results of the study.

Table 9-2: Predicted Existing Traffic Noise Levels
Roadway Segment Ldn, dB
at 100 feet
Distance to Ldn Contours
60 dB 65 dB 70 dB
S.R. 4 / Main Street E. of Bridgehead Rd. 69.1 406 188 87 West of Empire Ave. 68.5 371 172 80
E. of Empire Ave. 66.0 251 116 54
W. of Vintage Pkwy. 65.5 233 108 50
W. of Rose Ave. 65.1 217 101 47
S. of Cypress Rd. 64.7 205 95 44
S. of Laurel Rd.

S. of Delta Rd.

64.7 61.9
205
133
95 62
44 29
Neroly Road S. of Main St. 61.0 117 54 25
Cypress Road E. of Main St. 59.0 85 40 18
W. of O’Hara Ave. 54.5 43 20 9
Delta Rd. E. of Main Street 54.1 40 19 9
Empire Ave. S. of Main St. 59.2 88 41 19
S. of Laurel Road 55.6 51 24 11
O’Hara Ave. S. of Main St. 55.1 47 22 10
S. of Laurel Road 54.4 42 20 9
Laurel Road E. of O’Hara Ave. 52.6 32 15 7
W. of Empire Ave. 54.1 40 19 9
Live Oak Road S. of Main St. 49.8 21 10 4
Carpenter Road E. of O’Hara Ave. 52.6 32 15 7
Source: Bollard & Brennan, Inc., using FHWA RD-77-108 with inputs from the City of Oakley Long Range Circulation Plan and Caltrans.

Table 9-3 represents the preferred alternativebuild out traffic noise levels. These figures predict the levels of noise that can be expectedfollowing full build out of the City of Oakley. 362
9-4 Noise Element
Table 9-3: Predicting Preferred Alternative Build Out Traffic Noise Levels Roadway Segment Ldn, dB
at 100 feet
Distance to Ldn Contours
70 dB 65 dB 60 dB
E. 18th W. of Bridgehead 66.6 60 129 277
Main Street S.R. 4 E. of Neroly 68.3 78 167 360
E. of Live Oak 67.9 72 155 334
S. of Big Break 67.0 63 135 292
E. of Empire 66.8 61 131 283
E. of Vintage 65.3 59 105 227
E of O’Hara 65.4 50 107 230
E. of Rose 64.7 45 96 207
S. of Cypress 64.3 42 90 194
S. of Laurel 63.8 38 83 178
S. of Carpenter 63.8 38 83 178
S. of Delta 63.8 38 83 178
Main W. of O’Hara 55.4 11 23 50
Oakley W. of Neroly 57.9 16 34 73
E. of Neroly 59.5 20 43 92
E. of Live Oak 60.1 22 47 102
Cypress E. of Empire 54.8 10 21 45
E. of O’Hara 52.3 7 14 60
E. of Rose 55.4 11 23 49
E. of Main 63.3 36 77 165
E. of Sellers 64.5 43 92 199
E. of Jersey Island 63.0 34 74 159
Laurel Bypass E. of Neroly 65.0 47 100 216
Laurel E. of Neroly 60.3 23 49 105
E. of Empire 63.8 38 83 178
E of Brown 63.8 38 83 178
E. of O’Hara 62.3 31 67 143
E of Rose 51.7 6 13 28
E. of Main 61.7 28 60 129
Carpenter E. of Empire 56.6 13 27 59
E. of Brown 56.6 13 27 59
E. of O’Hara 53.2 8 16 35
E. of Rose 53.2 8 16 35
Brownstone E. of O’Hara 53.6 8 17 38
E. of Rose 53.6 8 17 38
Delta E. of O’Hara 59.9 21 46 99
E. of Main 56.4 12 27 58
W. of Sellers 61.6 27 59 127
Highway 160 N. of E. 18th 72.0 136 291 631
S. of E. 18th 75.3 227 488 1052
S.R. 4 Bypass W. of 160
E. of 160

77.4 76.9
312
287
672
618
1449
1331
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Noise Element 9-5
Roadway Segment Ldn, dB
at 100 feet
Distance to Ldn Contours
70 dB 65 dB 60 dB
E. of Laurel 75.6 238 513 1105
Bridgehead N. of Main 60.4 23 49 106
Neroly S. of Main
S. of Oakley
S. of Laurel
S. of Empire
E. of Brown

61.4 60.0

59.4 61.0

60.3 27
22 20
25 23
58 46
42 54
49 125
100
91 116
105
Live Oak S. of Main
S. of Oakley

5.8 53.9
11 8
24 18
52 39
Empire S. of Main
S. of Cypress
S. of Laurel
S. of Carpenter
S. of Neroly

62.8 63.2

61.1 61.2

60.4 33
35 25
26 23
71 76
55 56
49 154
163
118
120
107
Brown S. of Laurel
S. of Carpenter

45.4 45.4
2 2
5 5
11 11
O’Hara S. of Main
S. of Cypress
S. of Laurel
S. of Carpenter
S. of Neroly

56.4 59.3

60.1 59.5

60.2 12
19 22
20 22
27 42
47 43
48 58
90 101
93 104
Rose S. of Main
S. of Cypress
S. of Neroly

54.7 53.9

50.2 10
8 5
21 18
10 44
39 22
Sellers N. of Cypress
S. of Cypress
S. of Laurel
S. of Lone Tree

58.8 62.4

60.2 50.5
18 31
22 5
39 67
48 11
83 144
103
23 Jersey Island N. of Cypress 59.1 19 41 88
Bethel Island N. of Cypress 63.9 39 84 181
Source: Bollard & Brennan, Inc. using FHWA RD-77-108 with inputs from the City of Oakley Long Range Circulation Plan and Caltrans
Railroads
As shown, the predicted levels of noise often exceed reasonable, comfortable levels. In many cases, comfortable levels for a residence cannot be achieved within one hundred feet of the centerline of the roadway. Utilizing noise data will assist in the proper separation of development from existing roadways and willjustify any required noise mitigations.

Railroad activity in the City of Oakley General Plan Study Area generally occurs along two tracks. The two tracks are located along the western boundary of the City of Oakley, and generally the east side of S.R.4. Each of the tracks is adjacent to residential areas. Discussions 364
9-6 Noise Element
with the City of Oakley staff indicate that noises due to railroad operations are considered a nuisance to residents. Discussions with residents adjacent to the Union Pacific Railroad track along the west side of Oakley indicate that very few train operations occur along this track.

There were no observed railroad operations along the UPRR track to the west.

Noise measurements were conducted at two locations by Bollard & Brennan, Inc. for railroad operations within the General Plan study area adjacent to the BMSF track along the eastern portion of the City of Oakley. The measurements were conducted to determine the contribution of railroad mainline operations to the area noise environment.

The purpose of the noise level measurements was to determine typical sound exposure levels (SEL) for railroad line operations in the General Plan study area, accounting for the effects of travel speed, warning horns and other factors which may affect noise generation. In addition, the noise measurement equipment was programmed to identify individual train operations, so that the typical number of train operations could be determined.

The railroad noise measurement locations were at 430 Mockingbird Lane and at 1942 Summerfield Court. The Mockingbird Lane monitoring site was 550 feet from the railroad track centerline, and the Summerfield Court monitoring site was at 200 feet from the railroad track centerline. At the measurement sites, slow moving locomotives and Amtrak trains, wheel noise, and warning horns were the major contributors to railroad noise levels. The Mockingbird Lane site did not experience significant warning horn noise levels. However, at the Summerfield Court site, all northbound trains used warning horns prior to approaching the at-grade railroad crossing at Big Break Road. Figure 2 shows the noise measurement sites. Appendix C graphically shows the results of the noise level measurements.

Based upon the noise level measurements, the average SEL for train operations along the BMSF railroad main line absent warning horns is 97 dB at 100 feet. The average SEL for train operations near grade crossing where warning horns are used is 106.5 dB.

Based upon the noise measurement results, approximately 20 train operations per day occur on the mainline through Antioch. The trains operations generally are distributed throughout the daytime and nighttime hours.

Table 9-4: Approximate Distances to the Atchison Topeka & Santa Fe Railroad NoiseContours
Ldn at 100 feet Distance to Ldn Contour (feet)
Without Warning
Horns
With Warning
Horns
Without Warning Horns With Warning Horns
60 dB 65 dB 70 dB 60 dB 65 dB 70 dB
67 dB 76.5 dB 293' 135' 63 1,258 583 271
Fixed Noise Sources
The production of noise is a result of manyindustrial processes, even when the best available noise control technology is applied. Noise exposures within industrial facilities arecontrolled 365
Noise Element 9-7
by Federal and State employee health and safety regulations (OSHA and Cal-OSHA), but exterior noise levels may exceed locally acceptable standards. Commercial, recreational and public service facility activities can also
produce noise, which affects adjacent sensitive land uses. These noise sources can be continuous and may contain tonal components, which may be annoying to individuals who live in the nearby vicinity. In addition, noise generation from fixed noise sources may vary based upon climatic conditions, time of day and existing ambient noise levels.

From a land use planning perspective, fixed- source noise control issues focus upon two goals:
to prevent the introduction of new noise-producing uses in noise-sensitive areas, and to prevent encroachment of noise sensitive uses upon existing noise-producing facilities. The first goal can be achieved by applying noise level performance standards to proposed new noise- producing uses. The second goal can be met by requiring that new noise-sensitive uses in near proximity to noise-producing facilities include mitigation measures to ensure compliance with noise performance standards.

Fixed noise sources that are typically of concern include but are not limited to the following:

Table 9-5: Sources of Fixed Noise
HVAC Systems Cooling Towers/Evaporative Condensers
Pump Stations Lift Stations
Emergency Generators Boilers
Steam Valves Steam Turbines
Generators Fans
Air Compressors Heavy Equipment
Conveyor Systems Transformers
Pile Drivers Grinders
Drill Rigs Gas or Diesel Motors
Welders Cutting Equipment
OutdoorSpeakers Blowers
Chippers Cutting Equipment
Loading Docks Amplified music and voice
The types of uses which may typically produce the noise sources described above, include, but are not limited to: wood processing facilities, pump stations, industrial facilities, trucking operations, tire shops, auto maintenance shops, metal fabricating shops, shopping centers, drive- up windows, car washes, loading docks, public works projects, batch plants, bottling and canning plants, recycling centers, electric generating stations, race tracks, landfills, sandand gravel operations, and athletic fields.

Industrial uses are generally confined to the north end of the City of Oakley. In general, these uses are separated from residential usesand do not result in noise-related complaints. 366
9-8 Noise Element
Nuisance Noise
In addition to train operations, other noise sources within the community may be considered to be “nuisance noise sources”. These types of noise sources could include barking dogs, live music venues, boom boxes, jake brakes on trucks, etc. These types of noise sources are difficult to quantify due to the sporadic nature in which they occur, and are in many instances transient in nature. However, these are the noise sources which generate complaints and are the primary concern of residents.

The noise element of a General Plan is intended to establish acceptable noise levels for new projects within a community, and is not a tool for responding to noise complaints. The community noise ordinance is widely used for responding to noise complaints.

Community Noise Survey
A community noise survey was conducted to document noise exposure in areas of the City containing noise sensitive land uses. Noise monitoring sites were selected to be representative of typical residential conditions in the City.

Short-term noise monitoring was conducted at four sites on March 1 & 2, 2001. Each site was monitored twice during the day and evening hours. Three continuous 24-hour noisemonitoring sites were established in the City to record day-night statistical noise level trends.

The data collected included the hourly average (Leq), and the maximum level (Lmax) during the measurement period. Noise monitoring sites, measured noise levels at each site are summarized in Table 9-6. Figure 2 shows the locations of the noise measurement sites.

Appendix C graphically shows the results of the noise measurements.

Community noise monitoring systems werecalibrated with acoustical calibrators in the field prior to use. The systems comply with all pertinent requirements of the American National Standards Institute (ANSI) for Type I sound level meters.

Based upon the analysis completed for this General Plan, the noise environment within the City of Oakley is similar to that of an urban and suburban area. Primary noise sources include roadway traffic, railroad operations and typical neighborhood activities. The overall existing noise environment which has been documented herein is intended to be used as a benchmark for evaluating noise associated with futuregrowth within the City.

Table 9-6: Community Noise Measurement ResultsMarch 2001 Location Date Time
Measured Sound Level, dB Measured
Ldn Leq Lmax
Site 1 - 430 Mockingbird
Ln. March 1-2, 24-hours
Daytime = 53.9
Nighttime = 52.7
Daytime = 73.3
Nighttime = 68.7

59.3 dB
Site 2 - 1942 E.

Summerfield Ct. March 1-2, 24-hours
Daytime = 70.9
Nighttime = 75.0
Daytime = 82.2
Nighttime = 84.6

80.0 dB
367
Noise Element 9-9
Site 3 - End of PiperLane March 1-2, 24-hours
Daytime = 47.0
Nighttime = 42.9
Daytime = 67.9
Nighttime = 57.7

50.2 dB
Site 4 - O’Hara Park -
School
March 1st
March 1st
3:00 pm
10:00 pm

53.7 51.2

63.2 64.0 -----
Site 5 - Corner Chicory
Drive/Cherry Ct.

March 1st
March 1st
3:45 pm
9:30 pm

46.8 42.8

51.6 51.1 -----
Site 6 - Live Oak Ave.

March 1st
March 1st
4:15 pm
9:05 pm

51.9 53.2

56.8 61.0 -----
Gehringer School
March 1st
March 1st
5:00 pm
10:30 pm

54.2 50.5

67.1 66.1 -----
368
9-10 Noise Element
Goals, Policies, and Programs
The following are the goals, policies, and programs that address noise.

GOAL 9.1 PROTECT COMMUNITY FROM EXCESSIVE NOISE
Protect residents from the harmful and annoying effects of exposure to excessive noise.

Policies

9.1.1. New development shall use the land use compatibility table shown in Figure 9-1 and the standards contained within Tables 9-7 and 9-8 for determining noise compatibility.

9.1.2. New development of noise-sensitive uses shall not be allowed where the noise level due to non-transportation noise sources will exceed the noise level standards of Table 9-1 as measured immediately within the property line or within a designated outdoor activity area (location is at the discretion of the Community Development Director) of the new development, unless effective noise mitigation measures have been incorporated into the development design to achieve the standards specified in Table 9-1.

9.1.3. Noise created by new proposed non- transportation noise sources shall be mitigated so as not to exceed the noise level standards of Table 9-7 as measured immediately within the property line of lands designated for noise-sensitive uses.

Note: For the purposes of the Noise Element, transportation noise sources are defined as traffic on public roadways, railroad line operations and aircraft in flight. Control of noise from these sources is preempted by Federal and State regulations. Other noise sources are presumed to be subject to local regulations, such as a noise control ordinance. Non-transportation noise sources may include industrial operations, outdoor recreation facilities, Heating, Ventilation, Air Conditioning (HVAC) units, loading docks, etc.

9.1.4. Where proposed non-residential land uses are likely to produce noise levels exceeding the performance standards of Table 9-7 at existing or planned noise- sensitive uses, an acoustical analysis shall be required as part of the environmental review process so that noise mitigation may be included in the project design. The requirements for the contents of an acoustical analysis are given by Table 9-8.

9.1.5. Noise created by new transportation noise sources shall be mitigated so as not to exceed the levels specified in Table 9-9 at outdoor activity areas or interior spaces of existing noise- sensitive land uses.

9.1.6. It is anticipated that roadway improvement projects will be needed to accommodate build-out of the general plan. Therefore, existing noise-sensitive uses may be exposed to increased noise levels due to roadway improvement projects as a result of increased roadway capacity, increases in travel speeds, etc. It may not be practical to reduce increased traffic noise levels consistent with those contained Table 9-9. Therefore, as 369
Noise Element 9-11
an alternative, the following criteria may be used as a test of significance for roadway improvement projects:
• Where existing traffic noise levelsare less than 60 dB Ldn at the outdoor activity areas of noise- sensitive uses, a +5 dB Ldn increase in noise levels due to roadwayimprovement projects will be considered significant; and • Where existing traffic noise levelsrange between 60 and 65 dB Ldn at the outdoor activity areas of noise- sensitive uses, a +3 dB Ldn increase in noise levels due to roadwayimprovement projects will be considered significant; and • Where existing traffic noise levelsare greater than 65 dB Ldn at the outdoor activity areas of noise- sensitive uses, a +1.5 dB Ldn increase in noise levels due to roadway improvement projects will be considered significant.

9.1.7. Where noise mitigation measures are required to achieve the standards of Tables 9-7 and 9-9, the emphasis of such measures shall be placed upon site planning and project design. The use of noise barriers shall be considered a means of achieving the noise standards only after all other practical design- related noise mitigation measures have been integrated into the project.

Note: Existing dwellings and new single-family dwellings may not be subject to City review with respect to satisfaction of the standards of the Noise Element. As a consequence, such dwellings may be constructed in areas where noise levels exceed the standards of the Noise Element. It is not the responsibility of the City to ensure that such dwellings meet the noise standards of the Noise Element, or the noise standards imposed by lending agencies such as U.S. Department of Housing and Urban Development (HUD), the Federal Housing Administration (FHA) and the State of California Department of Veteran Affairs (Cal Vet). If homes are located and constructed in accordance with the Noise Element, it is expected that the resulting exterior and interior noise levels will conform to the HUD/FHA/Cal Vet noise standards.

9.1.8. Obtrusive, discretionary noise generated from residences, motor vehicles, commercial establishments, and/or industrial facilities should be minimized or prohibited.

9.1.9. Activities associated with agricultural operations are recognized as noise sources which may be considered annoying to some residents. These activities can occur during the daytime and nighttime hours. Activities include crop dusting, tractor operations, zon guns, etc. The city will require that all new development of residential uses adjacent to agricultural uses provide full disclosure of potential noise sources to future residents consistent with the City’s right to farm ordinance.

Programs

9.1.A. The City has adopted and will update as necessary a Noise Ordinance to govern nuisance noise introduced by residential, commercial, or industrial uses. The purpose of this Ordinance is to regulate excessive noise produced by sources including, but not limited to, car stereos, parties, commercial and industrial activities (except where approved by the City), and other discretionary noise observed to be a nuisance to adjacent communities or businesses.
370
9-12 Noise Element

9.1.B. Prior to approval of development, roadway, infrastructure, and other ground-disturbing projects, review projects to identify potential for noise levels to exceed the standards established in Policies 9.1.1 through 9.1.7 and require mitigation measures to ensure that noise is reduced to an acceptable level.

GOAL 9.2 ENSURE COMPATIBILITY BETWEEN NOISEPRODUCING LAND USES AND OTHER USES Protect the economic base of the City by preventing incompatible land uses from encroaching upon existing or planned noise-producing uses..

Policies

9.2.1. New development of noise-sensitive land uses shall not be permitted in areas exposed to existing or projected levels of noise from transportation noise sources which exceed the levels specified in Table 9-9, unless the project design includes effective mitigation measures to reduce exterior noise and noise levels in interior spaces to the levels specified in Table 9-9.

Programs

9.2.A. Where noise-sensitive land uses are proposed in areas exposed to existing or projected exterior noise levels exceeding the levels specified in Table 9-9 or the performance standards of Table 9-7, an acoustical analysis shall be required as part of the environmental review process so that noise mitigation may be included in the project design.
371
Noise Element 9-13
Table 9-7: Noise Level Performance Standards for New Projects Affected By or Including Non-Transportation Noise Sources
Noise Level Descriptor Daytime
(7 a.m. to 10 p.m.)
Nighttime
(10 p.m. to 7 a.m.)
Hourly Leq, dB 55 45

1. Each of the noise levels specified above shall be lowered by five dB for simple tone noises, noises consisting primarily of speech or music, or for recurring impulsive noises (e.g., hummingsounds, outdoor speaker systems). These noise level standards do not apply to residential units established in conjunction with industrial or commercial uses (e.g., caretaker dwellings).

2. The City can impose noise level standards which are more restrictive than those specified above based upon determination of existing low ambient noise levels.

3. Fixed noise sources which are typically of concern include, but are not limited to the following:

HVAC Systems Cooling Towers/Evaporative Condensers
Pump Stations Lift Stations
Emergency Generators Boilers
Steam Valves Steam Turbines
Generators Fans
Air Compressors Heavy Equipment
Conveyor Systems Transformers
Pile Drivers Grinders
Drill Rigs Gas or Diesel Motors
Welders Cutting Equipment
Outdoor Speakers Blowers

4. The types of uses which may typically produce the noise sources described above include but are not limited to: industrial facilities including pump stations, trucking operations, tire shops, auto maintenance shops, metal fabricating shops, shopping centers, drive-up windows, car washes, loading docks, public works projects, batch plants, bottling and canning plants, recycling centers, electric generating stations, race tracks, landfills, sand and gravel operations, and athletic fields. 372
9-14 Noise Element
Table 9-8: Requirements for an Acoustical Analysis
An acoustical analysis prepared pursuant to the Noise Element shall:

A. Be the financial responsibility of the applicant.

B. Be prepared by a qualified person experienced in the fields of environmental noise assessment and architectural acoustics.

C. Include representative noise level measurements with sufficient sampling periods and locations to adequately describe local conditions and the predominant noise sources.

D. Estimate existing and projected cumulative (20 years) noise levels in terms of Ldn or CNEL and/or the standards of Table 1, and compare those levels to the adopted policies of the Noise Element.

E. Recommend appropriate mitigation to achieve compliance with the adopted policies and standards of the Noise Element, giving preference to proper site planning and design over mitigation measures which require the construction of noise barriers or structural modifications to buildings which contain noisesensitive land uses.

F. Estimate noise exposure after the prescribed mitigation measures have been implemented.

G. Describe a post-project assessment program which could be used to evaluate the effectiveness of the proposed mitigation measures
Table 9-9: Maximum Allowable Noise Exposure Transportation Noise Sources Land Use Outdoor Activity
Areas1
Ldn/CNEL, dB
Interior Spaces
Ldn/CNEL,dB Leq, dB2
Residential 65 45 --
Transient Lodging 653 45 --
Hospitals, Nursing Homes 65 45 --
Theaters, Auditoriums, Music Halls -- -- 35
Churches, Meeting Halls 65 -- 40
Office Buildings -- -- 45
Schools, Libraries,
Museums -- -- 45
Playgrounds, Neighborhood
Parks 70 -- --

1. Where the location of outdoor activity areas is unknown, the exterior noise level standard shall be applied to theproperty line of the receiving land use.

2. Where it is not practical to mitigate exterior noise levels at patio or balconies of apartment complexes, a common area such as a pool or recreation area may be designated as the outdoor activity area.

3. As determined for a typical worst-case hour during periods of use.

4. In the case of hotel/motel facilities or other transient lodging, outdoor activity areas such as pool areas may notbe included in the project design. In these cases, only the interior noise level criterion will apply.

373
Noise Element 9-15
Figure 9-1: Land Compatibility for Community Noise Environments Land Use Category Community Noise Exposure Ldn or CNEL, db 55 60 65 70 75 80 85
Residential - Low Density Single
Family, Duplex, Mobile Homes
Residential - Multi Family
Transient Lodging - Motels,
Hotels
Schools, Libraries, Churches,
Hospitals, Nursing Homes
Auditoriums, Concert Halls,
Amphitheaters
Sports Arena, Outdoor Spectator
Sports
Playgrounds, Neighborhood
Parks
Golf Courses, Riding Stables,
Water Recreation, Cemeteries
Office Buildings, Business,
Commercial and Professional
Industrial, Manufacturing,
Utilities, Agriculture
NORMALLY ACCEPTABLE: Specified land use is satisfactory, based upon the assumption that any buildings involved are of normal conventional construction, without any special noise insulation requirements CONDITIONALLY ACCEPTABLE: New construction or development should be undertaken only after a detailed analysis of the noise reduction requirements is made and needed noise insulation features included in the design.

NORMALLY UNACCEPTABLE: New construction or development should generally be discouraged. If new construction or development does proceed, a detailed analysis of the noise reduction requirements must be made and needed noise insulation features included in the design.

CLEARLY UNACCEPTABLE: New construction or development clearly should not be undertaken.
374
9-16 Noise Element
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375
Resolution No. XX-22 1 of 3 January 11, 2022

CITY OF OAKLEY
RESOLUTION NO. XX-22

A RESOLUTION OF THE CITY OF OAKLEY CITY COUNCIL ADOPTING A

NEGATIVE DECLARATION AND MAKING FINDINGS AND APPROVING AN

AMENDMENT TO THE CITY OF OAKLEY GENERAL PLAN TO BRING IT INTO

COMPLIANCE WITH STATE REQUIREMENTS RELATED TO ENVIRONMENTAL JUSTICE, MOBILITY, AND CLIMATE CHANGE AND ADAPTATION (GPA 01-20)

FINDINGS
WHEREAS, on July 1, 1999, the incorporation of the City of Oakley took effect; and
WHEREAS, after incorporation, the City adopted the Contra Costa County General Plan for the Oakley Area as its general plan, the County’s subdivision ordinance as its subdivision ordinance, and the County’s zoning ordinance as its zoning ordinance (Ordinance Nos. 1-99, 17-99, 22-99). Since that time, the City has prepared its own general plan, as required by Government Code Section 65360; and WHEREAS, in December 2002, the Oakley City Council adopted the Oakley 2020 General Plan; and
WHEREAS, since the initial General Plan adoption, the City Council has made several updates to the General Plan with the purpose of bring it into compliance with State regulations related to environmental justice (SB 1000), mobility (SB 743), and climate change and adaptation (SB 379). This requires an amendment to several parts of the existing General Plan; and
WHEREAS, since the 2002 adoption of the 2020 General Plan, the City has amended the General Plan from time to time, including changes to the Land Use Map and updates to individual General Plan elements to meet requirements of State law; and WHEREAS, in June 2019, the City began an outreach program to engage community members in the Focused General Plan Update and to ensure that the Focused General Plan Update would continue to address the vision and priorities of the community. This outreach included two Visioning Workshops, a community survey, a series of four study sessions with the City Council, a 40-day public review period for the California Environmental Quality Act Initial Study review, and the extended notice of public hearing for consideration of this project; and
WHEREAS, this project was analyzed in an Initial Study pursuant to California Environmental Quality Act (“CEQA”) Guidelines, to which a Negative Declaration was made available to the public and all requesting parties, and posted with the Contra Costa County Clerk and Governor’s Office of Planning and Research for 40-days prior to the 376
Resolution No. XX-22 2 of 3 January 11, 2022
date of this hearing (August 11, 2021 to September 20, 2021). The Planning Division found the project described above will not have a significant effect on the environment; and
WHEREAS, on or before December 16, 2021, the Notice of Public Hearing for the project was posted at Oakley City Hall located at 3231 Main Street, outside the gym at Delta Vista Middle School located at 4901 Frank Hengel Way, and outside the library at Freedom High School located at 1050 Neroly Road. The notice was also mailed out to outside agencies, and to parties requesting such notice. In addition the notice was published in the East County Times newspaper; and
WHEREAS, on January 11, 2022, the City Council opened the public hearing at which it received a report from City Staff, oral and written testimony from the public, and deliberated on the project. At the conclusion of its deliberations, the City Council took a vote and adopted this resolution to approve the project, as revised by the City Council during its deliberations; and
WHEREAS, these Findings are based on the City’s General Plan, SB 1000 (2016), SB 743 (2013), and SB 379 (2015), and the information submitted to the City Council at its January 11, 2022 meeting, both written and oral, as reflected in the minutes of such meetings, together with the documents contained in the file for the City of Oakley Focused General Plan Update (GPA 01-20) (hereafter the “Record”).

NOW, THEREFORE, on the basis of the above findings of fact and the entire Record, the City Council makes the following findings regarding the various General Plan Amendments as included in the City of Oakley General Plan with Amendment from the Focused General Plan Update, made a part of this record as an attachment to the project Staff in support of the recommended approvals:

1. The proposed project conforms to the provisions and standards of the General Plan in that the proposed amendment is internally consistent with all other provisions of the General Plan and does not conflict with any of the previously adopted Goals, Polices, and Programs of the General Plan, unless otherwise modified as a result of this update; and

2. The proposed project is necessary to implement the goals and objectives of the General Plan in that changes to State law, specifically related to environmental justice (SB 1000), mobility (SB 743), and climate change and adaptation (SB 379) require such amendments to the General Plan. These amendments ensure that the Oakley General Plan is externally consistent with the applicable State law; and

3. The proposed Amendment will not be detrimental to the public interest, convenience, and general welfare of the City in that the amendment facilitates updates to the General Plan that will implement requirements in the applicable State laws; and
377
Resolution No. XX-22 3 of 3 January 11, 2022

4. The proposed project will not cause environmental damage in that this project was analyzed in an Initial Study pursuant to CEQA Guidelines, to which a Negative Declaration was made available to the public and all requesting parties, and posted with the Contra Costa County Clerk and Governor’s Office of Planning and Research for 40-days prior to the date of this hearing (August 11, 2021 to September 20, 2021). The Planning Division found the project described above will not have a significant effect on the environment.

BE IT FURTHER RESOLVED THAT, on the basis of the foregoing Findings and the entire Record, the City Council hereby approves the various amendments to the General Plan as shown in the document attached to the project Staff Report as “City of Oakley General Plan with Amendments from the Focused General Plan Update.” PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on the 11th of January, 2022 by the following vote:

AYES:

NOES:

ABSENT:

ABSTENTIONS:

APPROVED:
_______________________
, Mayor
ATTEST:
___________________________________
Libby Vreonis, City Clerk Date
378

STAFF REPORT
Approved and Forwarded to the City Council
DATE: January 11, 2022
TO: City Council
FROM: Joshua McMurray, City Manager
SUBJECT: Adopt a Resolution authorizing the City Manager to execute a contract with Strategy Driver, INC. to prepare a new Strategic Plan Background and Recommendation
The City’s current Strategic Plan was adopted in mid-2018 and was supposed to run through 2020. When the Pandemic hit in March of 2020, the City was in the beginning stages of updating the Strategic Plan for the two year period of 2020- 2022, and that update was postponed as a result of the Pandemic. Since that time, the 2020 Election resulted in a new majority on our City Council, with three new City Councilmembers being elected. The City Council also has appointed a new City Manager and there are Department Director vacancies that need to be filled in the Police Department, Community Development Department and the Human Resources Department. With that said, the City is in a position to overhaul its past practice of preparing and adopting a Strategic Plan.

The Strategic Plan is a document that both drives the direction the City wants to head in a specified amount of time and it is used to inform the budget process for the next fiscal year. The process outlined in the attached proposal is aggressive, accounts for public input through both a community survey and a series of three public workshops and would result in the final adoption at the April 12, 2022 City Council Meeting.

Fiscal Impact
The proposal for the Strategic Plan work is attached. The total cost for the contract will be set a not to exceed cost of $65,000. The proposal indicates a total cost of $59,805, however this does not include travel time and in-person meetings so Staff is recommending adding an additional $5,195 to the contract.

Recommendation
Staff recommends the City Council approve of the Resolution that authorizes the City Manager to execute a professional contract for services Strategy Driver, INC. to prepare a new Strategic Plan.

Attachments:

1. Strategy Driver, INC. Proposal

2. Draft Resolution
379
Proposal to Provide
STRATEGIC PLANNING   City of Oakley
December 6, 2021
380

STRATEGY DRIVER INC
7015 Elverton Drive, Oakland, CA 94611
T 510 316 9657 www.strategydriver.com

December 6, 2021
City of Oakley
Joshua McMurray, City Manager
3231 Main Street
Oakley, CA  94561
Dear Mr. McMurray,
Strategy Driver, Inc. is excited about the opportunity to provide a Proposal for Strategic Planning and partner with your Executive Team and the City Council to envision the next five years for the City of Oakley (City).

We are a unique and highly qualified team, with a streamlined and flexible approach, that we believe will serve the needs of the City as it seeks to further strengthen and enhance its decision‐making.

In performing the proposed services, we will seek to form a partnership with the City Council and management staff to develop a Strategic Plan that forms a foundation to guide the City in planning and executing its mission and vision.

To be effective, the City’s mission, vision, and values should be refined so they can be embraced by, and reflect, the Council and staff in everything they do. The goals and objectives of the Strategic Plan need to drive business decisions, operational priorities, and budgeting on an ongoing basis. When complete, the Strategic Plan will serve as an internal compass as well as an external guide to City stakeholders and partners to help articulate and realize a shared vision and goals.

The City has chosen an opportune time to undertake this strategic planning effort as the City has transitioned to new management and a new City Council and is facing an unprecedented pandemic that presents funding and operational challenges. Building a flexible plan is critical so that the City may recalibrate as priorities change and focus is sharpened during these ever‐ changing times. Strategy Driver sees the strategic planning process as an opportunity to consider how such external events provide the City with new opportunities to seize and challenges to overcome.

Strategy Driver has the experience and expertise to communicate effectively with City Council, staff, and stakeholders; to design and implement a process that encourages input from the right people within and outside the organization; and to present the information in a clear and compelling manner so that the City can use the Strategic Plan as a foundation to communicate progress with the Council and its constituents.
381

STRATEGY DRIVER INC
7015 Elverton Drive, Oakland, CA 94611
T 510 316 9657 www.strategydriver.com

Our proposed Executive Facilitator, Ellen Cross, is the President and Founder of Strategy Driver and brings more than 30 years of strategic planning services that consistently receive unanimous Council and Board adoption and approval.  Ellen has led numerous successful strategic planning efforts for public agencies and other organizations throughout California. Maria Pascoal brings her experience and expertise in public communication and graphic design and will co‐lead this Strategic Plan.

We look forward to the possibility of serving the City on this important endeavor.  Please contact Ellen Cross at (510) 316‐9657 or [email protected] if any further information is needed.

Sincerely,
Ellen Cross
Strategy Driver, Inc.

382

STRATEGY DRIVER INC
7015 Elverton Drive, Oakland, CA 94611
T 510 316 9657 www.strategydriver.com

1.0 STRATEGY DRIVER’S QUALIFICATIONS
Strategy Driver, founded by Ellen Cross in 2005, provides strategic planning, strategic implementation, and business consulting services.

Ellen Cross, Executive Facilitator has more than 30 years of experience in the California creating innovative solutions for visioning, goal setting, and achievement of sustained
organizational success. Her understanding of governance, funding, stakeholders, technical and regulatory perspectives in the one‐water industry is key to understanding challenges and opportunities. She has successfully facilitated strategic planning for public agencies and professional associations including the following examples with recent Strategic Plans provided as a hyperlinks below. For convenience, two sample plans are included as Appendix A.
 Facilitation of Calaveras County Water City’s (CCWD) Strategic Plan where they have endured nine General Managers over a 20 year span.  Ellen and Maria facilitated the planning process with their Executive/Management Team and Council of Directors who are responsible for water, wastewater, and hydropower services.  Facilitation of the Delta Stewardship Council’s Science Program Strategic Plan.  Facilitation of City of Oakley’s Governance Guidelines & Protocol Policy Framework.  Facilitation of Ironhouse Sanitary District’s Strategic Plan.  Facilitation of El Dorado Water Agency’s Strategic Plan and development of key communication collateral including new website design and content, brochures, and facilitation of their Inaugural Plenary with more than 30 local, regional, state, and federal thought leaders and partners.
 Facilitation of Regional Water Authority’s (RWA) strategic plans over the past 15 years spanning three Executive Directors and supporting 20 Sacramento‐area water agencies and Regional San.  The most recent Strategic Plan was published last year and can be viewed at RWA SP.
 Facilitation for the Water Education Foundation’s last three Strategic Plans under two Executive Directors over the last decade.

Ms. Cross has a history of creating neutral forums to work on critical issues where communication and leadership are key to moving complex initiatives forward. Specifically, she has facilitated successful outcomes with a track record of 100% approval from Council and Board members in her 30‐year history of facilitating and developing Strategic Plans.

A few of Ellen’s References can be found at the link and below:
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STRATEGY DRIVER INC
7015 Elverton Drive, Oakland, CA 94611
T 510 316 9657 www.strategydriver.com

 I was fortunate to observe Ellen conducting a strategic plan update for a water agency in the Sacramento Region.  Her energy, enthusiasm, wittiness, humor and ability to control the process was amazing.  SSWD developed and updated its Strategic Plan on a periodic basis, however, only the Council and executive staff participated in the process... Ellen met and exceeded the challenge that created an interactive and engaging platform that encouraged meaningful input from staff at every level.  Ellen’s ability to define roles and responsibilities throughout the process made SSWD staff feel comfortable providing their valuable input. ‐‐Dan York, General Manager, Sacramento Suburban Water City  Ellen Cross facilitated a strategic planning session with our diverse, statewide Council of directors. She brought a high level of energy, skill and even humor to coalesce the Council around  a common vision and discreet set of priorities that will guide the organization over the next two years. Her knowledge and expertise in leading our association to identify an envisioned future and a path to get there was invaluable. ‐‐ Jennifer G. Persike, Deputy Executive Director External Affairs & Member Services, Association of California Water Agencies
 I’m pleased to be able to recommend Ellen Cross for her ability to help build consensus among diverse stakeholders that have broad and at times competing priorities. Ellen was instrumental in assisting the RWA in developing our updated Strategic Plan, which provided a framework for a number of new and expanded initiatives. Her ability to understand diverse issues including policy, technical, funding and institutional perspectives gives her the ability to elevate the conversation from tactical to strategic.

She helps science and engineering professionals move outside of their silos and think more broadly. One of Ellen’s strengths is helping to clarify thinking and communication.

Her energy and passion are an added bonus. ‐‐John Woodling, Executive Director of the Regional Water Authority and Co‐Chair, Sacramento Metro Chamber Water Resources Committee
Maria Pascoal, Graphic Design Lead and Facilitation
Maria Pascoal is a senior leader at GEI Consultants, Inc. with 18 years of experience in strategic communications for
engineering and scientific clients. She combines industry knowledge, technical writing, and graphic design to produce clear, effective communications for stakeholders and the public. She has designed hundreds of outreach materials such as brochures, infographics, logos, executive summaries, mailers, and presentations. Maria worked with Ellen on Strategic Plans for Calaveras County Water District and Ironhouse Sanitary District. She and Ellen have also worked successfully together on past planning efforts including the Paso Robles Subbasin Groundwater Sustainability Plan 384

STRATEGY DRIVER INC
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T 510 316 9657 www.strategydriver.com

where strategy and tactics were key in finding common ground in a legally challenged groundwater basin.

Full resumes for both Ellen and Maria can be found in Appendix B.

TASK 1.  STRATEGIC PLAN PROCESS APPROACH
Task 1 will entail interaction with the Executive Team and key staff, and subsequently the Council Members, to better identify the details of the process to be implemented throughout the strategic planning project.

Strategic plans must be based on the critical input of stakeholders including staff, Council Members, and other interested parties such as supporting agencies and the public. We will seek input from management staff and the Council to tailor a process that identifies how to optimize successful partnerships for delivery of the Strategic Plan, which will be implemented annually through the budgeting process.  A key element of this approach will be to seek a shared understanding of what the City wants to achieve through this process.  During this task we will explore considerations such as:
 The use of surveys and one‐on‐one meetings to solicit input prior to facilitated sessions  The roles and responsibilities for Council and staff in the planning process and implementation
 Whether and how to include non‐management staff to achieve support for the plan  Whether and how to include outside stakeholders (ratepayers, neighboring Cities, local officials, etc.) in the planning process
 Whether there are topics that are “not on the table” during the process Task 1.1 –  Internal Meeting: The Strategy Driver team will meet remotely with the City’s Executive team and key staff to confirm agreement on the scope of work for the project, and to design the City Council Kick‐off (below).

Task 1.2 – City Council Kick‐off: Strategy Driver will prepare for, conduct, and document the outcome of a remote project kick‐off with the Council Members to seek their input to, and approval of, the strategic planning approach. The kick‐off will take place as an agenda item at a regularly scheduled City Council meeting.

Task 1.3 – Council Surveys and Interviews: Strategy Driver will work with key management staff to develop a Council and staff survey to collect information in advance of plan development. We recommend conducting surveys because they are a cost‐effective method to gather stakeholder input early in the process of defining the mission, vision, values, and goals in advance of workshops to facilitate a more robust discussion and outcome. 385

STRATEGY DRIVER INC
7015 Elverton Drive, Oakland, CA 94611
T 510 316 9657 www.strategydriver.com

In addition, we recommend interviewing all Council members to have a more dynamic understanding of their perspectives and clarify their survey input prior to the Council workshops. These interviews will likely average 45‐60 minutes in length and will be conducted remotely.  The results of each interview will be summarized and added to the survey results.

Interviews will include all five members of the City Council, and may also include up to eight members of City staff or local stakeholders.

Task 1.4 – Community Survey and Integration Strategy Driver will work with the City to update the City’s current community survey to be more reflective of the current Strategic Plan process.

City staff will be responsible for drafting, distributing, and consolidating community results.

Strategy Driver will review the results and incorporate them into the Strategic Plan framework to be reviewed by the Council during Workshops 1, 2, and 3.

Task 1.5 – Final Scope of Work: Strategy Driver will work with the City’s Executive team to revise the project scope, schedule, and budget per any further customization of the scope.

Task 1 Deliverables
• Agenda for conducting Kick‐off Meeting with the Council • Surveys and interviews summary
• Final Scope of Work
TASK 2.  STRATEGIC PLAN DEVELOPMENT AND FACILITATION
Task 2 will include preparing for, conducting, and documenting the outcomes of a series of meetings and three strategic planning workshops with the Council, Executive staff, and the public.  The meetings and workshops are envisioned to cover the following topics:

1. Executive Staff Preparation: Conduct meetings with the Executive team to optimize the project approach and develop materials for the Council Workshops.

2. Workshop 1: Describe the project methodology, approach, and schedule. Begin review of mission, vision, and core values. Seek Council input and concurrence on priority areas for the Strategic Plan.

3. Workshop 2: Finalize mission, vision, and core values. Begin development of goals and actions to address critical issues.

4. Workshop 3: Finalize development of goals and actions.

An evaluation of the City’s Strengths, Weaknesses, Opportunities, and Threats (SWOT Analysis) will form the framework for the strategic planning process and initial survey questions to identify opportunities and challenges from the outset.  The SWOT will be identified by participants in the survey, prioritized and refined by management staff to prepare for Council workshops, and evaluated by the Council to identify goals and actions to pursue over the implementation period of the Strategic Plan.
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STRATEGY DRIVER INC
7015 Elverton Drive, Oakland, CA 94611
T 510 316 9657 www.strategydriver.com

Task 2.1 Executive Staff Preparation Meetings: Strategy Driver will meet remotely with management staff to prepare for each of a series of three workshops with the Council. These meetings will include agenda development to drive strategic plan content as well as key information necessary to engage discussion at each workshop. In addition, staff will use the survey and interview results to develop draft mission, vision, and core values prior to the Council workshops.

Task 2.2 Strategic Planning Workshops: Strategy Driver will prepare for and conduct three strategic planning workshops with City Council, as listed above.  Each 2.5 hour workshop is envisioned to be a publicly noticed special meeting of the Council and will include some of the City’s staff and potentially other participants such as the public.  These meetings will be conducted in person but may be conducted remotely if deemed necessary due to future COVID‐ 19 conditions.

Task 2.3 Workshop Documentation: Strategy Driver will compile a summary of the discussion and outcomes of each of the Strategic Planning Workshops to aid in the preparation of subsequent workshops and provide the content for the Strategic Plan (Task 3).

Task 2 Deliverables
• Council Workshop materials
• Documentation of outcomes and agreements from workshops TASK 3. PREPARE STRATEGIC PLAN
In Task 3, Strategy Driver will prepare formal documentation of the strategic planning efforts – the written Strategic Plan document. The Strategic Plan will lay out the mission, vision, and values of the City as well as the goals and priority actions agreed upon during the workshops.

This document will serve as a clear and implementable road map for the future for the Council, management, and staff.

Task 3.1 Prepare Draft Strategic Plan Document: Strategy Driver will synthesize all of the input received through the strategic planning process and incorporate it into a comprehensive written form. A Preliminary Draft will be developed for review by management staff, and comments will be incorporated into a Public Draft for consideration by the Council. This is envisioned to occur remotely during regular Council Meetings.  The Public Draft will include the written content of the Strategic Plan for Council Adoption, including the following:
 Background information on the City
 Overview of the strategic planning process
 Mission, vision, and core values
 Identification of priority issues
 Goals and priority actions
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STRATEGY DRIVER INC
7015 Elverton Drive, Oakland, CA 94611
T 510 316 9657 www.strategydriver.com

Task 3.2  Prepare Final Strategic Plan Document: After incorporating Council feedback, Strategy Driver will deliver a Final Draft Strategic Plan for review by staff.  The Final Draft will present the Council‐approved content.

Task 3 Deliverables
• Draft and Final Strategic Plan Documents
TASK 4. PROJECT MANAGEMENT
Task 4 includes all activities associated with managing the work as well as the project budget and schedule to ensure the project is completed in a timely and cost‐effective manner. It also includes regular meetings with the City Manager.

Project Assumptions
The scope and budget proposed is for the development, implementation, and documentation of the strategic planning process as identified above. The scope does not include any direct technical, legal, or policy analysis of issues. If such analysis is needed to support the planning process, we assume that this work will be conducted by City staff.

Strategy Driver will plan, conduct, and document all meetings and meeting content directly related to development of the Strategic Plan. It is assumed that the City will provide meeting facilities, assure proper public noticing of meetings as required, and document the formal minutes of public‐noticed meetings of the Council.

Executive Staff Preparation Meetings and all interviews will be conducted as remote, online meetings or phone calls to reduce cost. Council Workshops are anticipated to be conducted in person, barring any complications arising from COVID‐19. If circumstances surrounding the COVID‐19 pandemic change, Strategy Driver is prepared to conduct the workshops remotely as necessary.

The City staff will support the writing of the final Strategic Plan by providing background materials about the City.

Given the difficulties created by the ongoing COVID‐19 crisis, the performance of the services included in this Proposal as well as the satisfaction of the schedule described herein, are contingent and conditioned upon Strategy Driver having the ability to deploy the required resources as well as having access to the required site and data/documents to complete the services. These resources include, but are not limited to, Strategy Driver and subconsultant staff.

Strategy Driver will immediately notify the Client in the event it becomes aware that services will be interrupted or otherwise delayed as discussed herein. 388

STRATEGY DRIVER INC
7015 Elverton Drive, Oakland, CA 94611
T 510 316 9657 www.strategydriver.com

Estimated costs for the scope described are shown in Table 1. The estimates are on time and materials basis of Ellen Cross’ billing rate at $290/ hour and Maria Pascoal at $225 / hour.  Tasks represent not‐to‐exceed amounts for the identified scope(s).  A draft schedule is presented in Figure 1.

TABLE 1. Cost Estimate
Task/Subtask Hours Cost
TASK 1 – Strategic Plan Process Approach

1.1 Internal Meeting (remote) 8 $2,060

1.2 City Council Kick‐off (remote, during regular Council mtg) 8 $2,060

1.3 Council Survey and Interviews (13) 36 $9,400

1.4 Community Survey and Integration 22 $5,600

1.5 Final Scope of Work 2 $515
Subtotal 76 $19,635
TASK 2 – Strategic Plan Development and Facilitation

2.1 Executive Staff Preparation Meetings (remote) 20 $5,150

2.2 Strategic Planning Workshops (3) 60 $15,450

2.3 Workshop Documentation 12 $3,090
Subtotal 92 $23,690
TASK 3 – Prepare Strategic Plan

3.1 Prepare Draft Plan 28 $7,210

3.2 Prepare Final Plan 14 $3,540
Subtotal 42 $10,750
TASK 4 – Project Management

4.1 Project Management 10 $2,640

4.2 Meetings with City Manager (6) 12 $3,090
Subtotal 22 $5,730
Total Project Cost $59,805
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STRATEGY DRIVER INC
7015 Elverton Drive, Oakland, CA 94611
T 510 316 9657 www.strategydriver.com

FIGURE 1. Project Schedule
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APPENDIX A

EXAMPLE STRATEGIC
PLANS
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STRATEGIC PLAN
Ironhouse Sanitary District
2022—2027+
27+
Ironhouse Sanitary District
450 Walnut Meadows Drive
Oakley, CA 94561
ironhousesanitarydistrict.com
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Ironhouse Strategic Plan 2022–2027+
Services Environment Community Advocacy Organization
Acronyms
BIMID Bethel Island Municipal Improvement District
CASA California Association of Sanitation Agencies
CCTV Closed Circuit Television
CCWD Contra Costa Water District
CMMS Computerized Maintenance Management System
Con Fire Contra Costa County Fire Protection District
CSDA California Special District Association
CWEA California Water Environment Association
DWD Diablo Water District
ECCFPD East Contra Costa Fire Protection District
ECCID East Contra Costa Irrigation District
FOG Fats, Oils, and Grease
GIS Geographic Information Systems
ISD Ironhouse Sanitary District
JPA Joint Powers Authority
LAFCO Local Agency Formation Commission
NGO Non-governmental Organization
NPDES National Pollutant Discharge Elimination System
RD 830 Reclamation District No. 830
SCADA Supervisory Control and Data Acquisition
SMP Sewer Master Plan
SSMP Sewer System Management Plan
SOI Sphere of Influence
WEF Water Environment Federation
WRF Water Recycling Facility
WRWC Western Recycled Water Coalition
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1 Ironhouse Strategic Plan 2022–2027+

CONTENTS
Foreword.................................................................................... 2 Our Future.................................................................................. 6 Mission............................................................................... 6 Vision.................................................................................. 6 Values................................................................................. 7 Goals & Objectives ................................................................... 8 ISD Services and Assets................................................ 10 Environmental and Resource Stewardship.............. 12 Customer and Community Engagement.................. 14
Strategic Partnerships and Advocacy........................ 16 Enduring Organization ................................................. 18 Trusted Partners ..................................................................... 21 394
2 Ironhouse Strategic Plan 2022–2027+
In 2020, Ironhouse Sanitary District commemorated its 75th Anniversary – from its inception of serving a rural township, Oakley, in 1945 to serving more than forty thousand residents and businesses today. The District’s modernized sanitary systems protect our health, wellness, and environment, and deliver dependable, efficient, and innovative collection, treatment, and reuse of our community’s wastewater. As the year 2021 comes to a close, we present the District’s 5-Year Strategic Plan 2022-2027 (SP27+), which focuses on creating and sustaining a resilient future that will meet the needs of our diverse ratepayers and stakeholders.

Located in the Delta and serving the City of Oakley, Bethel and Jersey Islands, and Eastern Contra Costa County, we recognize our diverse community has unique needs. As a Special District, Ironhouse embraces our role and responsibility to provide continuous wastewater service while creating the reusable resources of recycled water and biosolids to serve our community at large. We are proud of the District’s foresight and innovative approach to provide beneficial high-quality recycled water to enhance our environment and create potential to augment water supply, particularly in the era of climate change, which threatens our communities and economy with droughts that endure year-round.

Ironhouse is committed to being a community leader to solve 21st century challenges with advanced technology and creating partnerships to meet our collective needs with our shared assets – our people. We acknowledge that we have a distinct mission, and in order to achieve our mission, we rely on our rate payers, District Board of Directors and staff, and community stakeholders – all of

FOREWORD
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3 Ironhouse Strategic Plan 2022–2027+
whom are vital to our shared success. We want to thank those who were involved in developing our SP27+ and those who will partner with us to achieve what we cannot accomplish alone. The District’s SP27+ is robust to meet our regulatory obligations as well as our societal commitments to create a resilient future. We invite you to join us where we share a common vision to prioritize:
• District Services & Assets through maintenance and improvement • Environmental & Resource Stewardship to protect community health and the environment
• Customer & Community Engagement with accountability,
inclusivity, and transparency
• Strategic Partnerships & Advocacy to promote shared interests at the local, regional, state, and federal levels
• Enduring Organization by valuing our ratepayers, employees, and health and wellness within the organization
Ironhouse looks forward to serving you for the next 75 years and beyond.

With advanced planning through the SP27+ we can confidently achieve our greatest opportunities while building a healthier and connected community.

Sincerely,
Chris Lauritzen Chad Davisson
Board President General Manager
Chris Lauritzen,
ISD Board President
Chad Davisson,
ISD General Manager
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ABOUT IRONHOUSE
1945 Oakley approves a ballot measure calling for the formation of the Oakley Sanitary District by a unanimous 112-0 vote
1977 Oakley and Bethel Island sign JPA to establish the Oakley-Bethel Island Wastewater Management Authority (OBIWMA)
1992 OBIWMA is renamed Ironhouse Sanitary District, borrowing its name from a rural schoolhouse that once served Oakley and Hotchkiss Tract 2011 ISD opens its new Water Recycling Facility (WRF), a $59 million state-of-the-art plant that treats wastewater to produce approximately 2.5 MGD of recycled water daily to standards that exceed state environmental requirements with expansion capacity to serve customers for decades to come 2018 ISD begins the Biosolid Pilot Program on Jersey Island, applying biosolids from the WRF to under-producing fields to determine if the fields could be rehabilitated, and whether distribution of biosolids on the fields would be a viable method of disposing of biosolids
2019 ISD enters into a partnership agreement with
Montezuma Water LLC to address future uses for
Jersey Island
2020 ISD celebrates 75 years of service
2021 ISD adopts its 5-Year Strategic Plan
2022-2027+
Much like the community it serves, Ironhouse Sanitary District (ISD) has a long and storied history. The timeline below highlights important moments in Ironhouse’s evolution.

Fishing in the Sacramento-San Joaquin Delta 397
5 Ironhouse Strategic Plan 2022–2027+
Ironhouse Sanitary District Service Area
Water Recycling Facility Agricultural Production
Cattle at Jersey Island Kayaking on the Delta 398
6 Ironhouse Strategic Plan 2022–2027+
Our Mission, Vision, and Values embody the District’s purpose: a resilient future and a community with shared vision and intent.

Through an open, transparent, and far-reaching process, the District collaborated with valued stakeholders to formulate plans for our collective future. We invited participation from the District's Board of Directors and staff, and from community leaders in local government; water, wastewater, and fire districts; and economic development organizations.

Ironhouse recognizes the distinct roles and responsibilities in delivering the SP27+, which includes staff working within the framework of executing the Board’s direction and collaboratively working together to minimize the District’s risk and optimize our opportunities. While the SP27+ serves as our compass for the next five years, the Mission, Vision, and Values are the guiding beacon to secure achievement.

Mission
Ironhouse Sanitary District protects public health,
resources, and the environment through dependable,
efficient, and innovative collection, treatment, and
multi-benefit reuse of our community’s wastewater for a resilient future.

Vision
Ironhouse Sanitary District is a leader committed to
industry excellence in serving our diverse community
with trust, transparency, and fiscal responsibility to
maximize the beneficial use of our shared resources.
partnership OUR FUTURE excellence, diversity, community, trust, equity 399
7 Ironhouse Strategic Plan 2022–2027+
Values
• Respect the diversity and needs of our staff and
community by operating with inclusion and integrity.
• Empower a culture of wellness and safety for our staff, community, and partners.
• Foster positive relationships through active internal and external collaboration.
• Create and promote a positive customer service
experience through proactive engagement, transparency,
and communication.
• Cultivate forward-thinking by embracing environmental stewardship, equity, and fiscal accountability.
innovative, multi-benefit, committed, forward-thinking, equity, transparency, communication, engagement Ironhouse Staff
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8 Ironhouse Strategic Plan 2022–2027+
The SP27+ was launched through an inclusive process to engage input from internal and external stakeholders that are key to the District’s success.

With over 38 survey responses, 15 stakeholder interviews, and three publicly attended Board of Directors Workshops, the District identified a number of opportunities and challenges for the next five years. The SP27+ Goals and Priority Objectives were discussed and refined to meet today’s needs and tomorrow’s demands. They were designed to represent distinct activities that the District must engage in to leverage our resources to the benefit of our customers and the community at large.

The Goals and Priority Objectives described in the following sections do not imply a hierarchy of importance, as the District recognizes that some goals will be launched in tandem and some may not be launched for years to come based on shifting circumstances. What is critical is that we have a vision and plan that allows us to weigh priorities and measure them purposefully as dynamic opportunities and barriers to success present themselves. Our commitment is to move the District’s goals forward and achieve alignment based on purposeful communication with the Board, our customers, and our stakeholders to partner for informed decisionmaking and advance progress.

GOALS & OBJECTIVES
Oakley Science Week at ISD Great Blue Heron at Big Break 401
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The District’s goals, illustrated below, will be accomplished through priority objectives that will be measured, evaluated, and recalibrated bi-annually to realize the full potential of the District’s SP27+.

ISD Staff in Action Residential Recycled Water Fill Station 402
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ISD Services and Assets
ISD will continue to be an industry leader that serves our customers by maintaining and improving our services and assets as public investments.

Services and assets are the District’s backbone and core purpose to meeting our customers’ needs. Our customers include current and future private residents and commercial businesses who rely on Ironhouse to provide sanitary solutions to wastewater. Three key sub-goals are critical to ensuring that the District’s assets are up to the task today and into the future: Wastewater capital assets, Operations and Maintenance of District assets, and Jersey Island/RD830 as a local and regional economic and environmental asset.

Our assets are under threat from aging infrastructure, environmental and natural disaster factors, and increasing regulatory requirements, and as such are in the forefront of the District’s focus to repair, replace, and maintain to their full life cycle. We recognize that we have an obligation to meet regulatory standards and to maximize the fullest potential to realize the public’s investment while creating a resilient community and environment.

Wastewater
ISD’s wastewater collection and treatment will meet current and future regulatory compliance ensuring that services and capital assets maximize value to our ratepayers.
• Update the 2004 Sewer Master Plan (SMP) to include collection system improvements necessary to serve existing and future customers within the District service area including consideration of residents currently on septic
• Maintain the Sewer System Management Plan (SSMP) to ensure regulatory compliance
• Review the Water Recycling Facility (WRF) Reliability Study annually and update as appropriate
• Update, prioritize, and complete capital projects as projected from SMP and the WRF Reliability Study
• Maintain security of critical infrastructure to prevent unauthorized access including cyber security
UV Lights at the Water Recycling Facility
ISD Staff at the Collections Facility
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• Create a safe and sustainable strategy for Fats, Oil, and Grease (FOG) management at the influent pump station to minimize impact on operations & maintenance within our collection and treatment processes • Renew the National Pollutant Discharge Elimination System (NPDES) permit every five years
• Accommodate current and future population growth (staffing, equipment, financial impacts)
Operations & Maintenance
ISD will minimize risk and improve resiliency of our assets by using best practices in operations and maintenance to maximize useful life. • Stay current with changing technologies in the wastewater industry (GIS, CMMS, SCADA, equipment, computer hardware/software, CCTV, cleaning systems)
• Conduct a Risk and Resiliency Assessment of our facilities and maintain infrastructure using best practices to promote maximum useful life to meet community needs and regulatory requirements (linear assets, odor control systems, WRF, lift stations) • Prepare for natural disasters (earthquake, levee incident, etc.) by maintaining a current Business Plan/Emergency Action Plan Jersey Island / RD 830
ISD will optimize Jersey Island as a local and regional asset leveraging opportunities for economic value while managing risk.
• Be effective stewards of Jersey Island as a key Delta, local, and statewide asset of importance to support current and future land uses • Select the trustees of RD 830 to manage and maintain the levee, irrigation, and drainage systems in a fiscally responsible manner • Support RD 830’s efforts to rehabilitate the levee system to a resilient standard to protect the asset from the risk of sea level rise and climate change
• Implement Board-directed action plan and timeline for change of operations on Jersey Island as considered by the Jersey Island Committee and seek the maximum cost-effective operations to leverage Jersey Island’s beneficial uses
• Secure to the fullest extent possible any funding opportunities Hydro-flushing the Collection System
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12 Ironhouse Strategic Plan 2022–2027+
Environmental and Resource
Stewardship
ISD will be an innovative leader by implementing practices and projects that promote resource recovery to protect community health and the environment.

Environmental and Resource Stewardship is key to the District’s envisioned future by protecting and enhancing our most vital resources through setting high standards of Eco-Priorities, managing the beneficial reuse and recovery of Biosolids, and maximizing water reuse through Recycled Water. Our intentions that were envisioned more than a decade ago positioned the District to be a major contributor to the advancement of California’s most sought-after re-purposed water and biosolids. Within our growing community we have the opportunity to meet the needs of new residents and businesses with the potential for recycled water for both the environment and planned and working landscapes. Strategic partnerships are critical to maximizing the benefit of our region’s limited water resources through collaboration to support our Delta communities and beyond.

Eco-Priorities
ISD will conduct business through the lens of environmental responsibility and identify eco-priorities as part of best management practices. • Advocate to protect water quality, expand the uses of recycled water, and protect the Delta while keeping the District financially sound (e.g., Jersey Island flood protection, salt-intrusion barrier, environmental and public health protection through regulatory compliance) • Engage our stakeholders and community to communicate the benefits of resource recovery
• Strengthen our resilience to address the effects of climate change, long-term drought conditions, and natural disasters (e.g., carbon footprint management)
• Seek opportunities for environmental conservation on District-owned properties
• Reduce reliance on chemicals and fossil fuels where practical to continue to reduce our carbon footprint consistent with local/ County mandates or policies and reduce our reliance on nonrecycled products Jersey Island and Mt. Diablo
Spreading Biosolids on Jersey Island
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13 Ironhouse Strategic Plan 2022–2027+
Biosolids
ISD will cost-effectively manage biosolids to be a beneficial resource and maximize reuse and recovery.
• Select and implement additional treatment required to ensure regulatory compliance and potentially expand opportunities for biosolids management
• Complete pilot projects as described in the Biosolids Master Plan to define the optimal solution
• Identify and implement the most appropriate biosolids management strategy including storage and beneficial reuse of all District-generated biosolids
• Consider options for a regional biosolids management solution Recycled Water
ISD will seek opportunities to maximize reuse of our high-quality recycled water to provide environmental resilience and value to our community. • Seek opportunities to reuse 100% of tertiary treated water • Develop a plan to increase water supply using innovative technology for designer water reuse beyond current discharge option
• Identify opportunities and strategic partnerships with water agencies and local and regional stakeholders (i.e., CCWD, DWD, ECCID, city of Oakley, local cities, agriculture, and developers) to provide recycled water for the highest beneficial reuse and economic opportunity (e.g., new industry and jobs) • Seek funding at the state and federal level for water reuse projects • Continue to actively participate in the East County Water Managers Association and the East Contra Costa County Integrated Regional Water Managers to understand regional water needs and seek common interests Sunset on the SacramentoSan Joaquin Delta
As the Fire Chief of East Contra Costa Fire Protection District, I truly appreciate the transparency and inclusiveness throughout ISD’s strategic planning process. As a regional partner agency, ECCFPD has been able to participate and make recommendations throughout ISD’s planning activities. Not only do I appreciate the opportunity to influence the strategic plan, I also have a sincere sense of pride and partial ownership of ISD’s final and approved document.

We saw strong work from all who participated throughout the efficient, inclusive, and productive planning process.

Brian Helmick, Fire Chief, East Contra Costa Fire Protection District 406
14 Ironhouse Strategic Plan 2022–2027+
Customer and Community
Engagement
ISD will remain an accountable, inclusive, and transparent partner as we proactively engage our stakeholders to
maximize the benefit of our resources to the betterment of our community at large.

Customer and Community Engagement are the cornerstone of the District’s success. Our strong relationships with our residential and commercial customers are vital to providing value within, as well as beyond, our community. The District’s understanding of the customer experience is central in improving service and delivering to the expanding community where we work and live. The District serves rate payers to manage wastewater solutions that meet our mission and vision while exemplifying the values that the District is committed to as a public service. We understand that building a stronger connection to the community we serve enables the District to better meet the needs of its rate payers.
• Build an effective team (partners and staff) to progress the District’s robust outreach and engagement program, increase confidence in District services, create more positive customer experiences, and promote the value of the industry
• Develop and implement a comprehensive community engagement program
• Develop a written Communication and Engagement Plan
• Develop a plan that identifies the necessary technical, financial, and labor resources required for implementation
• Develop agency brand, methods, and means of effective outreach and engagement with our community and stakeholders
• Implement the outreach and engagement program and
incorporate outreach initiatives to support the services we provide • Conduct District operations and governance openly and transparently
Outreach Activity at Dutch Slough
School Tour at ISD Facility
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15 Ironhouse Strategic Plan 2022–2027+
• Serve as a model of a responsibly governed and managed public service agency within the community and amongst our peers • Engage the community about what we do and why we do it • Community-based events
• Focused communications utilizing a transparent and user-friendly website, newsletters, and working with local media
• Education trailer for community events, consider on-site interpretive educational center
• Maintain effective and measurable social media presence • Positively influence the wastewater, water reuse, and special district industries through participation and advocacy
• When developing District policies and decision-making practices, solicit and consider community and stakeholder input to include all perspectives
Oakley Science Week at ISD
"ISD partners to work together and takes the long view to make sure we are all ready for economic development by preparing for wastewater collection and treatment and a supply of recycled water for industrial, commercial, and agricultural use. We can plan for adequate, effective, and efficient service for both this Special District and the communities the District serves. There is tremendous opportunity to provide recycled water to the northern waterfront for economic development and/or as a regional partner to enhance Bay Area water supply or agricultural water supply for the Central Valley."
Michael McGill: Director, Central Contra Costa Sanitary District; Commissioner, Contra Costa LAFCO; Director, East Bay Leadership Council; Board Member, Workforce Development Board of Contra Costa County and Co-Founder, EC2: The Collaborative (a group promoting East Contra Costa cooperative economic development and job creation)
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Strategic Partnerships
and Advocacy
ISD will cultivate strategic relationships and identify common goals to advocate at a local, regional, state, and federal level that promote our shared policy and funding interests.

Ironhouse recognizes that the success of implementing the SP27+ and delivering on daily operations is dependent on strategic partnerships bound by common challenges and opportunities. Our relationships and ability to identify intersections of shared value with interested parties is what will make us successful with some of our largest risks and opportunities. Mutual risks include emerging regulations and budget challenges, while tremendous opportunities are presented through augmenting our local and regional water supply with recycled water. It is with the strength of our partnerships that we will lead as a Special District to meet our rate payers' needs and provide a marketable asset as an economic and environmental benefit.
• Continuously identify and facilitate discussion with organizations and stakeholders with shared interests to leverage common goals to achieve the highest mutually beneficial results
• CCWD, city of Oakley, Contra Costa County, Diablo Water District, ECCID, ECCFPD, Western Area Power Authority, NGOs
• Actively advocate on policy and legislation that affects the District and our stakeholders on issues of common interest including:
• Advancing resource recovery success
• Benefitting the community and/or region (economic/community development and overall resilience)
• Actively participate in the formulation of future regulatory requirements in order to ensure the District's long-term compliance
• Develop District policies that complement the polices of our stakeholders to ensure collaboration and maximize mutual community benefit
Dutch Slough Tidal Marsh Restoration
Project Groundbreaking Ceremony
Advocating for ISD
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17 Ironhouse Strategic Plan 2022–2027+
• Develop a legislative strategy to most effectively engage and influence our local, state, and federal legislators to advocate on behalf of the District and our community
• Foster relationships with legislators and their staff so they know who we are and can advocate for our needs
• Develop methods to effectively communicate our needs to the appropriate advocates
• In support of the District's commitment to synergistic partnerships and advocacy, identify specific issues of interest
• Develop mutually beneficial recycled water projects with local water agencies and private entities (e.g., Diablo Water District) • Consider a regional solution for biosolids management • Promote development within the city of Oakley through leveraging District assets and resources
• Continue discussions that were initiated with ECCFPD with ConFIRE for a joint training facility
• Maximize federal and state funding opportunities
• Participate in strategic associations/coalitions (CASA, CSDA, CWEA, WEF, WRWC, etc.)
"CCWD and ISD have a longstanding and productive relationship and we look forward to continuing to work with ISD to serve our shared customers and community. Several areas of potential collaboration and partnering opportunities for our two agencies include continued partnership at the East County Water
Management Agency and the ability to pursue State funding and other grants for projects and programs identified in ISD’s Strategic Plan. As a wholesale water supplier, CCWD is currently involved in several larger regional water supply projects including the Phase 2 Expansion of the Los Vaqueros Reservoir. This provides the opportunity to explore water supply needs and opportunities in a larger regional context, and presents greater opportunity to utilize water resources, including ISD’s recycled water and water rights." Jeff Quimby, Assistant General Manager
Contra Costa Water District
California Special Districts Alliance Award
410
18 Ironhouse Strategic Plan 2022–2027+
Enduring Organization
ISD will continue to thrive by valuing our ratepayers’
investment through fiscal responsibility, empowering
employees, and ensuring health & wellness within the
organization.

Our District is only as good as its people and governance to provide consistent service delivery while anticipating future needs. To sustain an enduring organization, we recognize that the fiscal framework must be durable and accountable, our employees must holistically thrive as the energy propelling the District, and that a high velocity organization must sustain best management practices to govern. Financial mechanisms continue to change and are not limitless, expertise is in great demand and institutional knowledge creates efficiencies, and sound governance takes commitment to shared mission and values. Ironhouse is committed to developing the strong foundation to fiscal, human, and institutional capital that will allow us to sustain today’s priorities and prepare us for long-term opportunities that will be critical to serve the Ironhouse community for the next 75 years.

Fiscal Responsibility
ISD maintains a balanced budget and expects every decision made and dollar spent to be responsible and justifiable.

Financial Planning and Forecasting
• Proactively identify necessary operating and maintenance costs while maintaining a balanced budget that is responsible and justifiable
• Ensure the District receives adequate operating and capital revenues by conducting a rate study every five years
• Analyze risks associated with the outstanding Other PostEmployment Benefits (OPEB) liability to determine the most appropriate pay-down period
• Maintain an employee classification and compensation structure that ensures a fiscally sustainable organization
• Identify costs savings through innovative financial management, operational efficiency, and comprehensive asset management Special District Governance Award
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19 Ironhouse Strategic Plan 2022–2027+
Effective Management of Finances
• Utilize procurement best practice techniques (contract management, administrative efficiencies, inventory management, and price negotiation)
• Maintain a healthy financial position (cash, reserve, and debt management)
• Comply with all accounting principles and standards as validated through an annual independent audit
• Provide accurate timely financial information to the Board Employee Engagement and Wellness
ISD will maintain our workforce in an inclusive environment that promotes physical, mental, and occupational wellness to the mutual benefit of our employees and community.
• Continue to keep health & safety as top priority by exercising safe practices to reduce workplace injuries
• Build teams that focus on the strengths of the
members and work as a unit across the organization
• Maintain proper/adequate staffing levels by creating
staffing plans and workload balancing
• Develop recruitment practices that promote diversity
within the organization
• Provide staff with adequate resources for training,
continuing education, and professional development
• Foster a visible culture of employee engagement and
wellness
• Seek staff input, encourage staff engagement,
recognize and appreciate staff contributions at the
Employer-Employee Liaison Forum
• Develop policies and practices that address the needs of employees
• Maintain trusting relationships among staff and Board members • Appreciate employees daily and through milestone anniversary recognition and special events such as BBQs, holiday party, team building, and family events, as appropriate
California Water Environment
Association Small Plant of the
Year Award
412
20 Ironhouse Strategic Plan 2022–2027+
Organizational Health
ISD maintains the health of the organization through the development of sustainable operating practices and good governance.

Governance
• Ensure Board Members are well versed on aspects of District governance and the roles, responsibilities, and expectations of an effective Board • Ensure that staff provides the information necessary for the Board to understand District operations in order to make sound governance decisions
• Understand all legal requirements relating to District Operations including new laws, their implication for the District, and the necessary timelines and requirements to minimize legal exposure to the District
• Update bylaws through a facilitated workshop to ensure they are relevant (liaison assignments, compensation, etc.) and conduct a comprehensive review at three-year intervals Succession Planning
• Identify key District positions, current staffing levels, and potential vacancies in order to proactively ensure the District maintains adequate staffing resources • Provide opportunities that promote operational and/or administrative efficiency (cross-training, etc.) Strategic Plan Implementation
• Develop and maintain necessary policies, resources, and operational requirements to implement the Strategic Plan
• Regularly review and update Strategic Plan elements through our governance framework to ensure that they remain relevant
"The District’s strategic planning process has been very good and it has been a pleasure to hear all of the different perspectives. We enjoyed being able to provide ISD with our feedback and we appreciate being incorporated into the discussions so far! City of Oakley wants to remain strong partners with the District in all aspects of each of our operations that have crossover. We want to be collaborative and assist the District where needed. We will continue to be involved in the Strategic Planning process as the plan is refined over the coming years. In summary and best quoted by Paulo Coelho "When we strive to become better than we are, everything around us becomes better too." Joshua McMurray, City of Oakley Interim City Manager/ Community and Economic Development Director and Mayor Sue Higgins
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21 Ironhouse Strategic Plan 2022–2027+

TRUSTED PARTNERS
It is with the District’s greatest gratitude that the following participants provided more than their time and in fact provided valuable contribution that will serve the District for years to come.

Our Board’s commitment to an open and extensive stakeholder engagement, with an interest to co-create an optimal organization, was the first step in launching the SP27+. The conversation in developing the SP27+ began with interviews and surveys as well as three Board Workshops and extended into “in between” discussions that fostered new ideas, emboldened collaborations, and inspired enthusiasm for successful SP27+ delivery that will benefit the community at large.

Our commitment is to activate the SP27+ and share with you our accomplishments, challenges, and opportunities as we fulfill our vision. We invite you to a continual process and partnership to collectively advance and serve our community.

ISD Board Directors
Chris Lauritzen, President
Susan Morgan, Vice President
Angela Lowrey
Dawn Morrow
Peter Zirkle
Stakeholder-Partners
Regina Espinoza, BIMID
Mayor Sue Higgins, City of Oakley
Joshua McMurray, City of Oakley
Kevin Rohani, City of Oakley
Supervisor Diane Burgis, Contra Costa County
Jeff Quimby, Contra Costa Water District
Dan Muelrath, Diablo Water District
Michael McGill, EC2: The Collaborative
Brian Helmick, ECCFPD
ISD Staff
Chad Davisson, General Manager
Tyson Zimmerman, Assistant General Manager
Chris Christean, WRF Plant Manager
David Dal Porto, Jersey Island Superintendent
Cecilia Goff, District Secretary / Office Admin
Louis Solana, Collections System Manager
ISD Support Team
Leah Castella, Burke, Williams & Sorensen
Maria Pascoal, GEI Consultants
Nathan Hershey, MBK Engineers
Roni Gehlke, R&G Promotions and Outreach
Charley Howard, Regional Government Services
Ellen Cross, Strategy Driver
Michael Welty, Utonomy
Vivian Housen, V.W. Housen & Associates
Thank you, Valued Participants!
414
22 Ironhouse Strategic Plan 2022–2027+
Ironhouse Sanitary District
450 Walnut Meadows Drive
Oakley, CA 94561
ironhousesanitarydistrict.com
415
April 28, 2021
Calaveras County
Water District

STRATEGIC
PLAN
2021−2026+
ccwd.org
416

OUR VALUES
We strive to build trust by forming transparent relationships, creating positive customer experiences, being mindful stewards of our assets and resources, and operating with teamwork and integrity. 417

CONTENTS
Foreword.....................................................................1 History of the Calaveras County Water District ......2
Seventy-Five Years Later............................................3 Mission, Vision, and Values .......................................4 Goals and Objectives ................................................6 Customer Experience...........................................7 Fiscal Responsibility..............................................8 Operational Integrity ............................................9 Programs, Projects, and Initiatives.....................10 People & Partnerships.........................................12 Enduring Organization.......................................13 Participants................................................................14 418

CCWD DISTRICT DIVISIONS
419
Strategic Plan 2021—2026+ 1

FOREWORD
The Calaveras County Water District (District) is commemorating its Diamond Jubilee – 75 Years of protecting, enhancing, and developing the county’s water resources. The District’s 5-Year Strategic Plan 2021-2026+ (SP26+) sets our course to recommit and reinvest in our communities. While the times have changed, the District’s mandate continues to be preservation our County’s beneficial uses of water for the future growth and prosperity of our towns and support for ranches and farms, as first envisioned at the Calaveras Grange on August 27, 1946.

As a Special District, we recognize our role and responsibility to provide continuous water and wastewater services, resource development and planning, and hydropower asset management for our communities. Calaveras County is home to 46,000 residents and three vibrant watersheds—the Calaveras, Mokelumne, and Stanislaus rivers. Our County is built on robust watershed development that is powered and enriched by clean, renewable, hydropower, resulting from the District’s proactive actions decades ago. We will carry this tradition into the next era to modernize our aging infrastructure and to support and connect our greatest assets—our people.

In this era defined by a tragic pandemic and catastrophic wildfires, we are reminded that water supply resiliency and reliable wastewater services are critical to our everyday lives and serve as fundamental building blocks for our communities. That is why we came together to develop this strategic plan and articulate the most important opportunities to protect and enhance our life-giving water resources. Beyond drinking water and irrigation, reliable and resilient water management is also critical to our watersheds to nurture healthy forests and prevent wildfires.

We recognize that our water assets need to be reinforced due to increasing drought vulnerability, more stringent state regulations, and economic stressors. We must manage our capital improvements for water reliability while at the same time maintaining affordable water for our communities to thrive. Our Board of Directors and District staff pledge to collaboratively protect our vital water resources and build a responsive and durable organization through the following goals:
• Positive Customer Experience
• Fiscal Responsibility
• Operational Integrity
• Effective Programs, Projects, and Initiatives
• Valued People & Partnerships
• Enduring Organization
As a countywide cornerstone, the District looks forward to serving this community for the next 75 years and beyond. With advanced planning through the SP26+ we can confidently achieve our greatest opportunities while protecting our most vital resources.

Sincerely,
Jeff Davidson
Board President
Richard Hibbard
Labor Union President
Michael Minkler
General Manager
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2 Calaveras County Water District

HISTORY OF THE

CALAVERAS COUNTY WATER DISTRICT
Calaveras County Water District (District) was formed on August 27, 1946, when 97 percent of the voting population affirmed it was needed “for the purpose of assisting residents of Calaveras County in establishing and protecting their water resources.”
The first resolution, adopted in 1947, was a decision by the Board of Directors to file applications for water rights on the North Fork Stanislaus, Calaveras, and Mokelumne rivers – primary sources still supplying water to our customers today.

View CCWD Through the Years on the timeline below.
1946
1964
Original Ebbetts Pass
water system
constructed
1967
Jenny Lind water
treatment plant
constructed
1972
CCWD assumed responsibility
for countywide wastewater
planning and providing
wastewater services to
unsewered communities
1979
Established recreational use
of White Pines Lake
Sheep Ranch and West Point
water treatment plants
constructed
1984
Construction of Arnold
sewer collection system
and wastewater
treatment plant
1947
Applications for water rights on North Fork
Stanislaus, Calaveras, and Mokelumne rivers
1950 1960 1970 1980
1946
CCWD voted upon
and formed
CCWD

THROUGH

THE YEARS
421
Strategic Plan 2021—2026+ 3

SEVENTY-FIVE YEARS LATER
Over the past 75 years, the District has grown along with the communities we serve.

CCWD is a not-for-profit public agency providing water service to over 13,000 municipal, residential, and commercial customers, and wastewater collection and treatment service to about 5,000 customers. The District operates facilities throughout the County – from Copperopolis to Camp Connell and from Wallace to West Point – and many communities in between. Calaveras County voters still determine who governs the District by electing the Board of Directors. The five-member Board of Directors, each elected to four-year terms, represent distinct geographic districts to promote constituent access to their elected representatives.

CCWD is no stranger to change. The District has survived many challenges and celebrated many successes over the last 75 years. Shifting circumstances, whether driven by legislation, climate, or local economics, are a way of life in the water, wastewater, and hydropower sectors. CCWD is constantly evolving to meet the challenges of the day and prepare for an uncertain future. Through it all, CCWD’s commitment remains the same: to protect and responsibly manage our shared water resources for the benefit of Calaveras County residents.
2021
2006
Jenny Lind water treatment
plant expansion
2012
Wallace Water and Sewer
consolidated into CCWD
2013
Created an annual scholarship
program for County high school
seniors
2014
Partnered with other local water
agencies to form Calaveras
Conserves in response to historic
drought conditions
2015
Fly-In Acres consolidation and
Blue Lake Springs wholesale
water supply agreement
1986
New Hogan Power Project
completed
1990
North Fork Stanislaus Hydroelectric
Development Project completed
Ebbetts Pass water treatment plant
constructed
Formed Assessment District 604
for La Contenta wastewater
infrastructure
1996
Founding member of the Utica
Water and Power Authority
1998
Copper Cove water treatment plant
constructed
2017
Founding member of the multi-agency
Eastside Groundwater Sustainability
Agency to protect the Eastern San
Joaquin Groundwater Subbasin
1990 2000 2010 2020
2021
Celebrated 75 years of service to Calaveras
County by completing a new strategic plan
to chart the course for the District’s future.
422
4 Calaveras County Water District

MISSION, VISION, AND VALUES
Our Mission, Vision, and Values reflect who we are, who we want to be, and how we plan to get there. They were developed through a collaborative process including surveys and interviews of District leaders, staff, and the Board of Directors. They were refined and revisited over a series of meetings and workshops including the Board, District staff, county representatives, adjacent agencies, and the public. Our Mission, Vision, and Values provide a guidepost for our collective future. They will inform the actions the District takes and inform decisions we make moving forward.

OUR MISSION
Protect, enhance, and develop Calaveras
County’s water resources and watersheds to
provide safe, reliable, and cost-effective services
to our communities.

OUR VISION
To be a trusted leader, to collaborate with our
valued partners, and provide healthy, innovative,
and resilient water resource solutions.
423
Strategic Plan 2021—2026+ 5

DEFINING OUR VALUES
The District’s Board of Directors and staff recognize the unique roles and shared partnership required to ensure the implementation of the SP26+. Together we developed and embrace the following core values to work together and collaborate to ensure the successful delivery of the District’s mission and shared vision for a resilient water future.

We strive to build trust by forming transparent
relationships, creating positive customer experiences,
being mindful stewards of our assets and resources,
and operating with teamwork and integrity.

OUR VALUES
• We seek to create a positive customer experience.
• We are transparent in our relationships.
• Communication is the foundation upon which we build.
• We are mindful stewards of our assets and resources.
• Inclusive teamwork is fundamental to our success.
• We operate with integrity.
• We value the health, wellbeing, and safety of our
employees and their dedicated contributions.
• We adapt to changing conditions by assessing risk and seizing opportunity.
424
6 Calaveras County Water District

GOALS AND OBJECTIVES
The District, through an inclusive process involving more than 50 combined directors, staff (past and present), and public, received input through an online survey, three Board Workshops, and individual interviews to identify District opportunities and challenges anticipated in the next five years. The SP26+ Goals and priority Objectives were designed to leverage the District’s identified opportunities as well as minimize the impact of anticipated threats.

The District’s goals are as follows and are informed by priority objectives that will be measured on the successful implementation and delivery of the SP26+ objectives over the next five years:
• Customer Experience: Build trust and demonstrate value to customers with responsive service and positive experiences.
• Fiscal Responsibility: Prioritize investments based on risk and benefit to our communities and fulfill the District’s services commitments. • Operational Integrity: Ensure District operations deliver efficient and reliable water and wastewater services.
• Program, Projects, and Initiatives: Implement programs, projects, and initiatives to ensure water reliability for the prosperity and wellbeing of our residents, businesses, and watershed.
• People & Partnerships: Engage our stakeholders and partners to best protect our water resources and infrastructure and further our shared interests. • Enduring Organization: Ensure reliable and consistent services through building an evolving organization that reflects the District’s values.

The presentation of the Goals and
accompanying priority Objectives
described in the following sections do
not imply an order of importance as
the District recognizes that a holistic
and integrated approach is vital to
serving our customers and meeting
the needs of today and tomorrow. The
Customer Experience Goal is listed first
in recognition of the District’s primary
reason for existing – to serve our
customers – but the goals and objectives
are not in order of priority as each one is
uniquely important.
425
Strategic Plan 2021—2026+ 7

CUSTOMER EXPERIENCE
Goal: Build trust and demonstrate value to customers with responsive service and positive experiences.

Paramount to the District’s success is ensuring top-notch water and wastewater services to the public through excellent customer service. The District’s strong relationship with our customers and partners including ratepayers, the County, adjacent water agencies, policy makers, regulators, and state and federal technical and funding partners is the outcome of prioritizing public service.

Objectives to support the District’s Customer Experience Goal are presented below.

CUSTOMER EXPERIENCE OBJECTIVES
CE-01 Instill a districtwide culture that fosters positive customer experiences.

CE-02 Improve communications with customers through the following:
a. Seeking to understand the customer point of view to improve District service
b. Prioritizing responsiveness to phone calls and electronic inquiries c. Enhancing access and response times through technology, especially as related to emergency situations
CE-03 Implement strategies to get customer input (e.g., customer surveys) to inquire about experiences, obtain feedback, understand priorities, and learn preferred communication modes.

CE-04 Engage customers and educate on District’s achievements through local venues and outreach.

CE-05 Connect with our County residents
and businesses by engaging with
them regularly at local events,
press releases, news stations, and
communications that highlight how
the District is serving them.

CE-06 Provide services that are accessible
and cost-effective to customers to
transact business including use of
the District’s website, telephone,
and in-person services.
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8 Calaveras County Water District

FISCAL RESPONSIBILITY
Goal: Prioritize investments based on risk and benefit to our communities and fulfill the District’s services commitments.

The District makes a concerted effort to ensure capital improvements are keeping pace with aging infrastructure and connectivity to our customers. To maintain our options and provide consistent deliveries, it is important to provide funding and create partnerships throughout our region to leverage funding opportunities offered by federal and state sources to match our capital expenditures program. Other opportunities include leveraging our long-term investment in hydropower to fund water and power for our residents. In anticipation of upcoming FERC relicensing on the District’s two hydropower projects, we will evaluate how this process will benefit the community countywide.

Objectives to support the District’s Fiscal Responsibility Goal are presented below.

FISCAL RESPONSIBILITY OBJECTIVES
FR-01 Develop and commit to a long-term financial strategy and framework to fund the projects identified in the Capital Improvement Plan (CIP) and other longterm District obligations and needs.

FR-02 As part of our financial strategy, create alternative funding and financing through grants and partnerships to execute our CIP for short, mid- and longterm investments.

FR-03 Develop and align annual budgets with prioritized projects and CIP that can be implemented based on value added and benefit to District customers.

FR-04 Develop best management practices
for budget forecasts and tracking, and
base decisions on data-driven outcomes
that define and reflect value and cost
effectiveness.

FR-05 Review financial budget systems and
tools and update if needed.

FR-06 Commit to responsible financial decisions
during our day-to-day operations.

FR-07 Maintain our legislative mandate to
charge the appropriate fees to provide
reliable services.

FR-08 Communicate the District’s fiscal
obligations and accountability to our
customers through transparency and
effective public outreach.
427
Strategic Plan 2021—2026+ 9

OPERATIONAL INTEGRITY
Goal: Ensure District operations deliver efficient and reliable water and wastewater services.

Modernization of our water and wastewater systems
is no small undertaking. It is critical that we maintain our systems for reliable delivery with a diversity of
water supplies including surface and groundwater.

The District has 75 years of serving our Calaveras
County residents, businesses, and agri-business
– our challenges will continue to be to stay ahead
of regulations and aging infrastructure that may
impact the District’s ability to provide reliable service.

Cyber-security and physical security of our assets is
paramount to provide continuous service – it is the
behind-the-scenes as well as above and underground
water assets that ensure water reliability.

Objectives to support the District’s Operational Integrity Goal are presented below.

OPERATIONAL INTEGRITY OBJECTIVES
OI-01 Ensure our infrastructure is operated and maintained to fully realize its expected life span.

OI-02 Implement preventive, predictive, and corrective maintenance plans to ensure safe and reliable operations.
a. Continue to modernize wastewater treatment and recycled water delivery systems to increase the use of recycled water, which decreases the demand for raw water.
b. Develop a short, mid- and long-term approach to project implementation that aligns with value added, optimizes the budget, and is paced for successful outcomes.

OI-03 Develop Standard Operating Procedures and improve technology that will create efficiencies, reduce costs and risks, and ensure consistency throughout the District.

OI-04 Rehabilitate or replace aging infrastructure to increase reliability, capacity, and efficiencies.

OI-05 Develop a Health and Safety Program and promote health and safety in all that the District does to protect our community and proactively manage our risk.

OI-06 Monitor and adapt to emerging and existing regulatory requirements and mandates.

OI-07 Communicate on the District’s operational efforts to effectively deliver water and wastewater services.
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10 Calaveras County Water District

PROGRAMS, PROJECTS, AND INITIATIVES
Goal: Implement programs, projects, and initiatives to ensure water reliability for the prosperity and wellbeing of our residents, businesses, and watershed.

The SP26+ process identified a number of programs, projects, and initiatives that are critical to ensuring county-wide water reliability. One of the District’s identified challenges is the need to build a more resilient supply to offset threats from unpredictable extreme weather and imminent dry years due to climate variability. Other threats due to climate include the increasing trend of more lethal fire hazards, due to dry years impacting our healthy forests and watersheds, as well as lack of water for overall fire-fighting. The District’s investment in improving the health of our forests and watersheds will pay forward to protect lives, property, and the environment.

Objectives to support the District’s Programs, Projects, and Initiatives Goal are presented below.

PROGRAMS, PROJECTS, AND INITIATIVES OBJECTIVES
PI-01 Leverage hydropower projects to benefit the near- and long-term priorities for the District and its stakeholders.
a. Ensure hydropower resources, protect water supply reliability, and provide revenue for operations.
b. Determine funding mechanisms to support FERC relicensing short- and long-term processes.
c. Negotiate with project partners to increase financial benefit from North Fork and New Hogan hydroelectric projects in the next license term. d. Continue to utilize and build the water resources fund and FERC relicensing fund to protect water rights and pre-position for FERC relicensing.

PI-02 Responsible management of groundwater resources countywide and evaluating opportunities for conjunctive use.
a. Continue to participate in groundwater management to protect the District’s interests.
b. Comply with the state-mandated Sustainable Groundwater Management Act (SGMA) for areas overlying the Eastern San Joaquin subbasin.

PI-03 Evaluate feasibility of and implement plan to secure new water storage (e.g., conjunctive use) for water supply reliability and resiliency.

PI-04 Consider water transfers and exchanges, as allowed by our permitted water rights, consistent with the District’s integrated water management strategy. 429
Strategic Plan 2021—2026+ 11
PI-05 Protect, develop, and extend the District’s water rights including, but not limited to, the specific
objectives below to ensure countywide water
reliability and resilience.
a. Investigate potential beneficial uses for
reserved rights on the Mokelumne River.
b. Expand water deliveries by bringing the
slurry line into service.
c. Work with partners in the agricultural
community to ensure their water needs are
met.
d. Develop a comprehensive watershed plan
for areas such as White Pines Lake and San
Antonio Creek.
e. Extend potable water service to underserved
and underrepresented areas.
f. Work collaboratively with other water rights
holders to protect our collective interests.

PI-06 Protect our watersheds to adapt to climate
change, promote healthy forests for wildfire
protection and water yield, protect water
quality, and ensure sustainability.

PI-07 Pursue sustainable water supply projects such
as recycled water.

PI-08 Develop a comprehensive energy strategy
to generate revenue or decrease cost of
operations.

PI-09 Continue to implement water conservation
initiatives such as customer outreach, leak
detection, and infrastructure replacement.

PI-10 Maintain up-to-date District policies.

PI-11 Continue to offer our low-income Payment
Assistance Program.

PI-12 Educate and engage our communities about
the District’s commitment to healthy watersheds
and forests.
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12 Calaveras County Water District

PEOPLE & PARTNERSHIPS
Goal: Engage our stakeholders and partners to best protect our water resources and infrastructure and further our shared interests.

People and partners are our greatest assets and include our District employees who can provide the greatest opportunities and minimize our risks. Maintaining open and transparent communication is at the heart of maximizing the effectiveness of our relationships. This holds true for communications within and outside of the District to our constituents and other interested parties.

Objectives to support the District’s People & Partnerships Goal are presented below.

PEOPLE & PARTNERSHIP OBJECTIVES
PP-01 Develop and execute a Communication Plan that supports the District’s outreach to internal and external partners and reflects our shared values and mission.

PP-02 Engage and facilitate partnerships to best utilize the District’s assets and promote the District’s legislative positions.

PP-03 Create a recognizable presence in the County through thought leadership and rebranding.

PP-04 Continue to develop relationships with local, regional, state, and federal partners to manage our District’s risk and leverage our assets.

PP-05 Closely monitor and engage
in any relevant policy
developments that affect the
District.

PP-06 Continue to partner with
other organizations and
water agencies on grant
opportunities and policy
advocacy.

PP-07 Increase District recognition
and expand partnerships’
engagement through
community events and
outreach opportunities.
431
Strategic Plan 2021—2026+ 13

ENDURING ORGANIZATION
Goal: Ensure reliable and consistent services through building an evolving organization that reflects the District’s values.

District staff manage and maintain an enduring organization and provide the expertise to understand where our greatest opportunities are to be cost-effective and efficient while executing the District’s greatest priorities. One chief risk to the District is losing the institutional knowledge that we rely on to keep the systems running smoothly. In order to ensure a strong organization, the District will focus on succession planning that transitions the District without disruption.

Objectives to support the Enduring Organization Goal are presented below.

ENDURING ORGANIZATION OBJECTIVES
EO-01 Develop a District that our customers value and our Board and staff are proud to serve through a recognizable and respected brand.

EO-02 Create efficiencies and long-term cost effectiveness though advancing technology and modernizing business practices.

EO-03 Protect our assets through upgrading cyber security and on-site security.

EO-04 Ensure proactive succession planning to leverage our sustaining staff knowledge and integrate the next generation to inspire stability and innovation.

EO-05 Invest in employee engagement and wellness for recruitment and retention.

EO-06 Provide staff with training and professional development opportunities.

EO-07 Develop thought leadership and a knowledge-sharing environment rooted in our mission and vision.

EO-08 Enliven our core values and foster a trusting environment though the Strategic Plan as our guide for decision making and every aspect of our operations.

EO-09 Evaluate the District’s essential staffing and priorities, and employ District staff, partnerships, vendors, and consultants to align with strategic priorities and to provide the most effective service.

EO-10 Value the workforce that enables us to deliver on the Strategic Plan goals and objectives and upholds the District’s core values.

EO-11 Develop and utilize performance metrics for District activities and implementation of the Strategic Plan.

EO-12 Provide transparency by communicating frequently and broadly to unite our workforce and execute a living Strategic Plan through work that matters. 432
14 Calaveras County Water District

PARTICIPANTS
On behalf of Calaveras County Water District, we want to thank those who contributed to the SP26+ process including:

DISTRICT BOARD OF DIRECTORS
• Scott Ratterman, Division 1
• Cindy Secada, Vice President / Division 2
• Bertha Underhill, Division 3
• Russ Thomas, Division 4
• Jeff Davidson, President / Division 5

DISTRICT STAFF
District Staff listed below participated in the development of the Strategic Plan or attended SP26+ Workshops:
• Brad Arnold, Water Resources Manager
• Holly Boehme, Customer Service Rep II
• Tiffany Burke, Administrative Technician Sr.
• Pat Burkhardt, Construction & Maintenance Manager
• Rebecca Callen, Director of Administrative Services
• Jesse Hampton, Plant Operations Manager
• Richard Hibbard, District Treatment Plant Operator / Union President • Rebecca Hitchcock, Executive Assistant / Clerk to the Board • Kate Jesus, Engineering Coordinator
• Stacey Lollar, Human Resources Manager
• Michael Minkler, General Manager
• Charles Palmer, District Engineer
• Jessica Self, External Affairs Manager
• Kelly Soulier-Doyle, Accounting Technician II
• Damon Wyckoff, Director of Operations
• Many other staff members who participated through anonymous surveys 433
Strategic Plan 2021—2026+ 15

OTHER PARTICIPANTS
• Albert Alt, Calaveras County Administrator
• Ellen Cross, Strategy Driver, Inc.
• Shane Dante, Foothills Conservatory
• Larry Diamond, Retired District Assistant General Manager • Mellissa Eads, Angels Camp City Manager
• David Eggerton, Former District General Manager / ACWA Executive Director • Larry McKenney, Amador Water Agency
• Maria Pascoal, GEI Consultants, Inc.
• Ed Pattison, Tuolumne Utilities District
• Matt Weber, General Counsel, Downey Brand
• John Woodling, GEI Consultants, Inc.

CCWD serving for the next 75 years...
434
ccwd.org
Calaveras County Water District
120 Toma Court
San Andreas, CA 95249
(209) 754-3543
435

APPENDIX B

RESUMES
436
1 ELLEN CROSS

SUMMARY OF QUALIFICATIONS
[email protected]
(510) 316‐9657

EXPERTISE
 Governance frameworksfor water
and flood agencies
 Strategies for emerging water
(SGMA) and flood (Sea Level Rise)
initiatives (funding, stakeholder,
policy)
 Water and flood issues
understanding
 Strategic communications
 Facilitation
 Strategic plan implementation and
metric tracking

EDUCATION & CERTIFICATIONS
BS, Political Science
University of Oregon
Eagleton Institute of Politics
Rutgers University

PROFESSIONAL AFFILIATIONS
Certified California DGS SBE and
Caltrans / USDOT DBE
Water Education Foundation;
MetroChamber Cap to Cap;
Association of California Water
Agencies
Ellen Cross focuses on communication, strategic planning and facilitating high‐stakes initiatives in the areas of SGMA, climate adaptation, flood protection, water resources and natural resources fields. Ellen drives diverse stakeholders forward to develop and realize shared vision and success. Ellen Cross has more than 30 years of experience in the California water and environmental science industry creating successful innovative solutions through forums for vision, collaboration, and achievement. Ellen brings a large‐scale view of proven strategic and tactical approaches to develop outcomes that meet multi‐stakeholder objectives. Ellen has facilitated initiatives that envision stakeholder success goals and operationalize the tactics to achieve results holistically on policy, governance, stakeholder, funding, institutional, and technical goals to ensure sustained success. Ellen has a history of creating neutral forums to work on critical issues where communication and leadership are key to moving complex issues forward.

In the area of emerging challenges, Ellen has successfully facilitated public and private entities in strategic planning with particular emphasis on processes that have incurred governance shifts including faciliation of Regional Water Authority’s (RWA) strategic plans over the past 15 years spanning three Executive Directors, California Association of Santiation Agencies (CASA) strategic planning with the appointment of a new Executive Director, Water Education Foundation when the Exectuive Director of 36 years announced retirement, and the strategic plan with the announcement of transition of both the Executive Director and Assistant Executive Director after 15 and 30 years respectfully for the Association of California Water Agencies (ACWA). The abovementioned strategic planning efforts were unanimously supported by every agency’s Board of Directors.

RELEVANT EXPERIENCE
Ironhouse Sanitary District Strategic Plan 2022‐2027+ (2021) Ellen facilitated Ironhouse’s strategic planning process, soliciting input from the Board of Directors, executive staff, and local stakeholders. The integrated process helped the District define clear goals and objectives to guide decision‐making over the coming years.

Calaveras County Water District Strategic Plan 2021‐2026+ (2020) Ellen led Strategic Plan development in cooperation with District management and staff. Including input from the Board of Directors and local stakeholders, she worked with District leadership to created a lasting vision and values for the District to look to when faced with opportunities and challenges.

San Juan Water District (SJWD) Strategic Planning + Facilitation (2017‐ March 2018) Ellen led SJWD in developing the approach and facilitating SJWD’s Board of Directors, Executive Team, and Directors in developing their first strategic plan. Ellen led the team, which includes a new General Manager and new Board Director, to align priorities and goals to optimize SJWD’s existing operations while anticipating state and federal water policy that may impact their retail and wholesale customers.
437
2 ELLEN CROSS
Sacramento Suburban Water District (SSWD) Facilitation for Strategic Plan 2023+ (September 2018 – April 2019) Ellen facilitated SSWD’s 5‐year Strategic Plan process working with more than 70 stakeholders on its most robust Strategic Plan in the history of the agency. Working with SSWD’s executive team, managers and all staff in addition to its 5 member Board, Ellen facilitated a comprehensive and integrated process to develop SSWD’smission, vision, core values, goals and strategic priorities with an early start on the companion Implementation Plan. This process included 98% participation of the District at all levels to create alignment and ownership for successful execution with unanimous approval by the Board.

Regional Water Authority Strategic Planning and Implementation Support (2005‐2013) SDI led RWA’s 2006 Strategic Planning process and their 5 Year Strategic Plan (2013‐18) developing the program process, surveys, and facilitation followed by assistance to implement focused objectives. The plan was approved unanimously by the 23 agency‐member board on the first round. Examples of implementation include educating members through the creation of The RWA Forum: An Advanced Discussion on Emerging Water Issues. The RWA Forum was developed and led by SDI to educate RWA members on relevant water topics that they were faced with decision‐making such as Prop 50 integrated regional water planning, disinfected by products and other policy and infrastructure topics. The interactive format included panel discussions facilitated by water‐industry experts to address emerging water issues from the perspectives of diverse stakeholders, and examine the technical, political, institutional, regulatory and funding drivers. The purpose was to provide transparency to emerging issues, provide a platform for open discussion, and a framework for future decision‐making. In addition, SDI supported RWA as Water Resources Team Leader for Sacramento Metro Chamber’s Cap to Cap, and led discussions with legislators on the priority water issues in Sacramento.

Paso Robles Basin Groundwater Sustainability Plan (GSP) for Sustainable Groundwater Act (SGMA) (April 2018 – present) Ellen is contracted through Montgomery & Associates, Inc. to lead the public engagement and facilitation for the Paso Robles Basin GSP which is deemed by DWR as a high priority basin and due January 2020. Ellen is supporting the five Groundwater Sustainability Agencies (GSAs): Paso Basin – County of San Luis Obispo GSA, City of Paso Robles GSA, San Miguel Community Services District GSA, and Shandon–San Juan GSA, Heritage Ranch Community Services District GSA. Ellen co‐authored the Communication & Engagement Plan & Survey, facilitated five Informational “Fast Start” and Cooperative Committee meetings within 5 weeks, developed bilingual postcards, and identified disadvantaged community outreach, Native American outreach, as well as an overall engagement to more than 500 Interested Parties. We also developed a Groundwater Communications Portal to consolidate communications for all five GSAs. Ellen was also the author on the GSAs successful grant.

Sacramento Central Groundwater Authority (SCGA) Facilitation for Strategic Plan 2023+ (March 2019 to present) Ellen is serving as Senior Facilitator and Strategist to lead a 16‐member Board of Directors representing 9 public agencies, two private water purveyors, and agriculture and residential water users through a process to develop a 5‐year Strategic Plan (SP23+). The plan will address governance in considerations of its Joint Power Authorities developed in 2006 and priority goals. SCGA is embarking on this process in anticipation of its added responsibilities to address the Sustainable Groundwater Management Act (SGMA) Groundwater Sustainability Plan or an Alternative.   Recognizing that governance, funding and project implementation are key to success sustainability, the SCGA embarked on an all‐ encompassing re‐evaluation of their decision‐making, priority goals and project implementation strategy. Ellen conducted a Board survey for assessment of mission, vision, goals, core values and governance followed by a Board workshop. An additional Board Workshop and development of the Strategic Plan are anticipated in Summer 2019.

Sacramento San Joaquin Delta Conservancy Strategic Plan (SP) (2012 + Update (2017) As a subcontractor to Kearns & West, strategized the development of the first Strategic Plan for the Delta Conservancy, which included vision, goals, organizational development, and alignment with other new partner organizations including the Delta Stewardship Council as mandated by the State legislature in 2009. Currently, working on the SP Update (2017) providing facilitation of the Conservancy and Conservancy Board of Directors to develop the next 5‐year vision and goals. The Conservancy’s area includes six counties and approximately 1,300 square miles, including some 1,000 miles of levees and waterways.

Underway in 2016, contracting for the Update which will re‐envision the goals as aligned with the $50M in Prop 1 funding and will be a critical tool for knitting together a workable strategy and implementation plan to advance ecosystem restoration and economic development in the Delta region within the broader, and increasingly uncertain, statewide context for water management, ecosystem restoration, and climate change. 438
3 ELLEN CROSS
Department of Water Resources, Division of Flood Management, Flood Maintenance Office (FMO) (2018) Ellen facilitated 20 staff from FMO for their Strategic Plan which will include mission, vision, core values, goals, strategic priorities and resources alignment for five programmatic areas including: Deferred Maintenance, Environmental Initiatives, Federal Programs, Operations & Maintenance, and Studies & Evaluations. In addition on DWR’s behalf, facilitated the Interagency Flood Management Collaborative to promote dialogue between maintaining agency and regulatory agency staff, identify maintenance opportunities and constraints, and improve permitting and maintenance procedures for flood control activities on local and regional scales. The IFMCP was mandated by Governor Arnold Schwarzenegger to collaboratively work with flood protection implementers and the resource agencies to prevent a “California Katrina.”
Delta Stewardship Council’s Science Program Strategic Plan (May 2017) Ellen, as part of the Stantec team, led the development of the Strategic Plan approach and facilitated 23 members of the Council’s Science Program to set strategic objectives for program delivery. Ellen led guided discussions with DSP staff around desired outcomes for strategic planning, core values, objectives for success and the DSP’s roles and responsibilities. Tasks included developing pre‐work, facilitating an off‐site meeting and providing the notes and action items related to eight objectives and strategic actions.

Association of California Water Agencies (ACWA) 2016‐17/2018‐2019 Strategic + Business Plan. Ellen facilitated both the 2016 and 2018 ACWA Board of Directors to determine the 2016/17 and 2018/19 Vision and Priorities for the Strategic and Business Plan. The 36 Directors and Committee Chairs participated in a one‐day workshop to review 2014‐ 15 as well as envision new 2016/17 priorities for both policy and organizational goals. Ellen facilitated an active engagement that started with a pre‐workshop survey, facilitated open space meetings and led the Directors, ACWA President, Executive Director and Senior Staff through a process that both brainstormed and prioritized critical and bold goals to be implemented over a 2‐year period. Ellen also led the participants though an activity that monetized the priorities to create an outcome that could be operationalized for successful implementation. The Board of Directors unanimously approved both Strategic Planning outcomes on the first round.

Water Education Foundation (WEF) (2013‐2019) Strategic Plan. Ellen facilitated four 2 Year Strategic Planning workshops for WEF’s 33‐member board supporting two different Executive Directors. She designed and facilitated WEF’s process including surveys, interviews and development of mission, vision, goals and objectives that built alignment across broad membership including geographic regions, water agencies, agriculture, environmental non‐ profits, scientists, engineers and water leaders to further the education throughout the west on critical water issues.

Ellen assisted the new Executive Director on building the legacy of the founding Executive Director’s 36 year history with WEF and envisioning the next generation and WEF’s relevancy to its diverse membership. 439
Maria E. Pascoal
Strategic Communications
Maria Pascoal is a senior designer and communications professional specializing in public outreach, technical writing, and graphic design.

She has 17 years of experience with communications for engineering and scientific clients. She leads GEI’s Creative Services Team to combine industry knowledge, technical writing, and graphic design to produce clear, effective communications for stakeholders and the public. Ms. Pascoal has produced hundreds of outreach materials such as brochures, outreach plans, guides, infographics, and presentations.

Ms. Pascoal has expert knowledge in graphics software including Adobe InDesign, Photoshop, and Illustrator, and is highly proficient in Microsoft Word, Excel, Visio, and PowerPoint. In 2017, she completed a University of California Extension Certificate in Technical Comunications, including extensive coursework related to technical documentation, user-centric design, and visual systems.

PROJECT EXPERIENCE
Strategic Plan 2022-2027+, Ironhouse Sanitary District, Oakley, CA. Collaborated with District management and Board of Directors to develop a Strategic Plan including an updated mission and vision, as well as new values, goals, and objectives. Conducted stakeholder surveys and interviews and assisted with facilitation of meetings with the Board. Designed final Strategic Plan document that was unanimously adopted by the Board in 2021.

Strategic Plan 2021-2026 (SP26+), Calaveras County Water District, San Andreas, CA. Collaborated with District management and Board of Directors to develop refreshed mission and vision statements for the organization and its SP26+. Assisted with development of core values, goals, and objectives via remote working meetings. In collaboration with project team, designed and distributed a stakeholder survey to gather information for the Plan. Provided materials for and helped conduct three Board of Directors workshops to ensure Board participation and support. Designed final Strategic Plan document that was unanimously adopted by the Board in 2020.

Paso Robles Subbasin GSP, City of Paso Robles, Paso Robles, CA. Public outreach and community engagement for the five Groundwater Sustainability Agencies in the Paso Robles Subbasin.

Co-author of Paso Robles Subbasin Communication and Engagement Plan. Assisted with planning and execution of public meetings and workshops. Developed a variety of outreach materials including presentations, mailers, and handouts. Cooperated with the project manager to conceptualize and guide development of an online tool to conduct and document outreach in the Subbasin.

EDUCATION
B.F.A., Graphic Design, University of the
Pacific
Technical Writing and Communication
Certificate, U.C. Santa Cruz Silicon
Valley Extension
Facilitation Training, American Water
Resources Association

EXPERIENCE IN THE INDUSTRY
17 years

EXPERIENCE WITH GEI
15 years
440
Maria E. Pascoal Page 2
FloodSAFE California Program Management, California Department of Water Resources, Statewide, CA.

Senior graphic designer supporting FloodSAFE California Initiative. Created graphics seen in Strategic Plan, Implementation Plan, Regional Flood Management Plans, Integrated Water Management collateral, and Central Valley Flood Protection Plan materials. Designed over 100 illustrations for use in presentations, flyers, brochures, and reports. Responsible for the design and layout of multiple program documents. Highlights include design of the FloodSAFE Accomplishments Reports (3 consecutive years), the 2013 and 2014 Integrated Water Management Annual Reports, California Water Action Plan Implementation Reports (4 years), and a booklet highlighting California’s first Integrated Water Management Summit.

Sustainable Groundwater Management Program, California Department of Water Resources, Statewide, CA.

Communications support including graphic design for DWR’s implementation of the Sustainable Groundwater Management Act (SGMA). Collaborated with program team to develop graphics for DWR’s best management practices (BMPs) and guidance documents for Groundwater Sustainability Plan (GSP) development, including the Stakeholder Communication and Engagement guidance document. Assisted with development of DWR’s GSP Emergency Regulations Guide. Created technical and conceptual illustrations used in outreach presentations and printed materials.

San Luis Obispo County Integrated Regional Water Management Plan Update, San Luis Obispo County, San Luis Obispo County, CA. Supported development of project outreach materials. Worked with client and project manager to create project logo and identity, designed five brochures to update stakeholders throughout IRWMP development process, illustrated figures for final Plan. Created PowerPoint presentations, conceptualized and created mockup for website design, designed materials for kickoff and subsequent meetings.

Responsible for design and layout of 36-page IRWMP Executive Summary.

Forecast-Coordinated Operations Program, California Department of Water Resources and F-CO partners. Sacramento and San Joaquin River Systems, CA. Collaborated with project managers to develop outreach materials, such as brochures and fact sheets, for the Forecast-Coordinated Operations Program. Assisted in the execution of a 10-year anniversary event celebrating the Program’s accomplishments. Developed materials for public presentations such as PowerPoint slideshows and conceptual illustrations.

Communication and Engagement Tool Development, GEI Consultants, Inc., Sacramento, CA.

Cooperated with information management group to develop a web-based stakeholder engagement tool for outreach related to implementation of the Sustainable Groundwater Management Act (SGMA) in California groundwater basins. Reviewed SGMA legislation and GSP Regulations and enhanced tool features to more comprehensively address statutory requirements.

Central Valley Flood Protection Plan, California Department of Water Resources, Sacramento, CA.

Graphic Designer providing design for brochures, flyers, posters, presentations, and conference materials. Created illustrations to simplify communication of complicated processes such as comparison of various project configurations, plan formulation, and project screening.

Flood Emergency Response Program, California Department of Water Resources, Statewide, CA.

Graphic designer supporting the Flood Emergency Response Program. Created dozens of illustrations used in presentations, flyers, brochures, booklets and reports. Created layout and design of more than 10 program-related brochures. Collaborated with software engineers and web developers to enhance user interface graphics for multiple information management projects, created client presentations, designed posters for tours and conferences, and designed and coordinated production of public outreach items such as magnets and wallet cards.

AWARDS
Stakeholder Communication and Engagement Guidance Document, California Department of Water Resources. “Influence Award”, Public Relations Society of America, California Capital Chapter 441
Resolution No. XX-22 Page 1 of 1 January 11, 2022
RESOLUTION NO. XX-22

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY

AUTHORIZING THE CITY MANAGER TO EXECUTE A CONTRACT WITH STRATEGY DRIVER, INC. TO PREPARE A NEW STRATEGIC PLAN
WHEREAS, the City Council of the City of Oakley desires to engage the services of Strategy Driver, INC. to prepare the next Strategic Plan; and WHEREAS, Strategy Driver, INC. provided a scope of work to prepare a Strategic Plan; and
NOW THEREFORE, BE IT RESOLVED by the City Council of the City of Oakley that the proposal for the preparation of a Strategic Plan between the City of Oakley and Strategy Driver, INC. is hereby approved.

BE IT FURTHER RESOLVED AND ORDERED that the City of Oakley City Manager is hereby authorized and directed to sign the contract between the City of Oakley and Strategy Driver, INC.

PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on the 11th day of January, 2022 by the following vote:

AYES:

NOES:

ABSENT:

ABSTENTIONS:

APPROVED:
________________________________
Randy Pope, Mayor Date
ATTEST:
____________________________________
Libby Vreonis, City Clerk Date
442

STAFF REPORT
Approved and Forwarded to the City Council
DATE: January 11, 2022
TO: Joshua McMurray, City Manager
FROM: Kenneth W. Strelo, Planning Manager
SUBJECT: Live Oak Ave. and Main St. Preliminary General Plan Amendment (PA 07-21) – Work Session to discuss the merits of a potential project to amend the General Plan Land Use Designation of an approximately

7.84-acre site from Commercial (CO) and Light Industrial (LI) to MultiFamily Residential, Low Density (ML) Summary
This is a work session on a request by Drew Walstrum of Warmington Residential, Inc. (“Applicant”) to discuss the merits of a potential project to amend the General Plan Land Use Designation of four parcels totaling apx. 7.84 acres from Commercial (“CO”) (apx. 3.19 acres) and Light Industrial (“LI”) (apx. 4.65 acres) to Multi-Family Residential, Low Density (“ML”) for the purposes of applying for a Vesting Tentative Map to subdivide the site into 49 lots of approximately 3,100 square feet each for detached single family residential homes ranging between 1,900 sf. and 2,200 sf. of livable space, plus a stormwater detention basin, and an apx. 0.4-acre park. The site is located at the southeast corner of Live Oak Avenue and Main Street, and is zoned C (General Commercial) District and LI (Light Industrial) District. APNs 037-100-044, 037-100-045, 037-100-065, and 037-100-066.

Staff Recommendation
This is an advisory hearing only. There is no process to approve a project as a result of this work session. The City Council may act in an advisory role to the applicant on whether there is interest in considering an application for the requested project. If the Council shows favorable interest in the preliminary application, it may advise the applicant to submit, and direct Staff to process, a General Plan Amendment application. Directing staff to process a General Plan Amendment application would not guarantee Staff support or City Council approval of the project.

Preliminary General Plan Amendment Process
The process of amending the City of Oakley 2020 General Plan (“General Plan”) is subject to California Government Code (“GC”) Sections 65350 – 65362, which apply to the 443
Subject: Live Oak Ave. and Main St. Preliminary General Plan Amendment (PA 07-21) – Work Session Date: January 11, 2022

preparation, adoption and amending of general plans and general plan elements. GC Section 65351 is written as follows:
“During the preparation or amendment of the general plan, the [City] shall provide opportunities for the involvement of citizens, California Native American Indian tribes, public agencies, public utility companies, and civic, education, and other community groups, through public hearings and any other means the planning agency deems appropriate.”
The application process for a General Plan Land Use Amendment can come with significant costs when factoring in Staff time involved in preparing documents, conducting analysis, holding non-public and public meetings, hiring consultants for technical and environmental studies and documents, and consulting with outside agencies. Since a General Plan Land Use Amendment is a legislative and discretionary action that sets the tone for all other land use decisions on a property, Staff encourages potential applicants to first file a Preliminary General Plan Amendment, or “PGPA”.

The purpose of the PGPA is to allow Staff to provide a brief description of the proposed amendment, and provide a concept of the project, as submitted by the Applicant. The Applicant is provided a chance to present the request and further describe the project and provide insight behind the request. Requiring a conceptual design, helps to prevent requests for land use amendments for the sole purpose of increasing allowable density and therefore property value. Conceptual plans for this work session are accompanied by a land use plan and cover letter addressed to the City Council.

Background and Project Description
Existing Land Use Designations
 Commercial (“CO”) – The Commercial designation allows for a broad range of commercial uses typically found adjacent to residential neighborhoods, downtowns, and freeways. The particular form of commercial zoning for different areas of the City will depend, among other factors, on the characteristics of surrounding land uses. General types of commercial uses include retail and service facilities, and limited office uses. Through sensitive design, commercial uses can be located near single-family residences with minimal disruption or impact. Typical uses will vary widely in size and purpose and include large-scale retail, regional-serving retail, grocery and convenience stores, salons, professional offices, restaurants, drug stores, dry cleaners, post office facilities, banks, and other uses of similar character and impacts.  Light Industrial (“LI”) – The Light Industrial designation allows for uses such as processing, packaging, machinery, repair, fabricating, distribution, warehousing and storage, research and development, and similar uses which emit limited amounts of smoke, noise, light, or pollutants. These uses should, when possible, 444
Subject: Live Oak Ave. and Main St. Preliminary General Plan Amendment (PA 07-21) – Work Session Date: January 11, 2022

be combined in development projects that incorporate various uses to minimize travel and transport for goods and services related to and required to support the industrial use. This approach is also designed to help reduce regional commuter traffic by providing employment opportunities for residents of Oakley within the City Limits.

Proposed Land Use Designation
 Multi-Family Residential, Low Density (“ML”) – The purpose of the Multi-Family Residential, Low Density Land Use Designation is to provide a more affordable, small lot development and to increase the availability of rental or entry-level housing. This designation allows for a minimum of 5.5 dwelling units and a maximum of 9.6 dwelling units per gross acre.

Existing Entitlements
There are no existing entitlements associated with the four subject parcels.

Site Conditions and Surrounding Land Uses
Figure 1. Aerial of Project Site
The project site is made up of four
parcels of approximately 7.84 acres.

The two smaller parcels near the
southeast corner of the intersection of
Live Oak Avenue and Main Street total
just under 1-acre and are vacant,
unimproved land. The 2.27-acre
parcel just south of those is about ¾
vacant and unimproved, with ¼ of the
property consisting of a vineyard that
carries over to the entire 4.65-acre
southern-most parcel of the four (See
Figure 1, which shows a Google Earth
aerial of the project site from June 29,
2021 from an elevation of 1,714 feet).

All four parcels are bordered by Live
Oak Ave. to the west with General
Commercial District and Light
Industrial District zoned land further to
the west. A non-residential, mixed use
commercial site sits to the east of the
two smaller parcels. It includes retail
storefronts that face Main Street with a
mini-storage use behind the
445
Subject: Live Oak Ave. and Main St. Preliminary General Plan Amendment (PA 07-21) – Work Session Date: January 11, 2022

storefronts. A City-owned detention basin lies south of the mini-storage, east of the second largest project parcel, and north of the largest project parcel. A UPS distribution facility, zoned Light Industrial District, borders the entire southern parcel’s southern property line.

The eastern property line of the southern parcel borders an existing affordable apartment complex. A newly constructed single family residential neighborhood is located north of that apartment complex and east of the City-owned detention basin, but separated by a 1-acre, 115-foot wide Commercial designated parcel.

Conceptual Plans
The applicant submitted a conceptual site plan to help visualize how a project under the proposed designation may look (See Figure 2. Conceptual Site Plan). The plan shows 49 homes on lots with a minimum 44-foot width and 72-foot depth. The gross density of this plan is 6.25 dwelling units per gross acre. A 0.4-acre park site is shown on the plans south of the self-storage and west of the detention basin, and a water quality basin is shown on the plan along the eastern portion of the southern parcel along the existing apartment complex. Two gated vehicular entries are located along Live Oak Avenue, and emergency vehicle access is show connecting to Main Street. No other plans, such as housing type, size, architecture, or setbacks are provided.

Figure 2. Conceptual Site Plan
446
Subject: Live Oak Ave. and Main St. Preliminary General Plan Amendment (PA 07-21) – Work Session Date: January 11, 2022

Analysis
Land Use and Potential Zoning
Requests for amendments to the underlying General Plan land use designation on a property should not be considered in a vacuum, or without consideration of not only surrounding uses or property, but their respective land use designations. This site at 7.84- acres and designated CO and LI would allow no residential development, unless part of a mixed-use development with approval of a conditional use permit on the CO designated portion only.

Making spot amendments, or amendments where a land use designation for a property is inconsistent with surrounding properties, can create other land use conflicts in the areas of impacts by nearby uses and nuisance complaints, density, neighborhood character, and appliance of developments standards. In the case of this site, ML, or any other residential designation, would not be consistent with or match any of the surrounding commercial or light industrial uses to the north, west, or south, but would have consistency with the apartment complex to the east of the southern parcel. It is noted that both the apartments and single-family residential development to the east is surrounded by a masonry wall. The apartment complex’s units are beyond two rows of parking and a drive aisle, and the single family residential neighborhood is separated by a 115-foot wide, undeveloped commercially designated and zoned parcel. Designating the 4 subject parcels to residential would likely increase land use conflicts with a majority of the surrounding land use designations and existing uses, including those across both frontage roads, while increasing consistency with the residential uses to the east of the south parcel and detention basin.

Recommendation
Staff recommends the City Council provide the applicant and staff with feedback regarding the Preliminary General Plan Amendment.

Attachments

1. Vicinity Map

2. Notice of Work Session

3. City of Oakley General Plan Land Use Map

4. Existing and Conceptual General Plan Land Use Designations Illustration

5. Applicant’s Cover Letter Addressed to the City Council

6. Applicant’s Conceptual Site Plan
447
Vicinity Map
Live Oak Ave. and Main St. Preliminary General Plan Amendment (PA 07-21) (APNs 037-100-044, 037-100-045, 037-100-065, and 037-100-066) Source: Google Earth Pro 7.3.4.8248
Main St.

Oakley Rd.

Live Oak Ave.
448
City of Oakley
3231 Main Street
Oakley, CA 94561
www.oakleyinfo.com

NOTICE OF WORK SESSION
NOTICE IS HEREBY GIVEN that on January 11, 2022 at 6:30 p.m., or as soon thereafter as the matter may be heard, the City Council of the City of Oakley will hold a Work Session at the Council Chambers located at 3231 Main Street, Oakley, CA 94561 for the purposes of considering the item as described below:

Project Name: Live Oak Ave. and Main St. Preliminary General Plan Amendment (PA 07-21).

Project Location: Southeast corner of Main Street and Live Oak Avenue, Oakley, CA 94561.

APNs: 037-100-044, 037-100-045, 037-100-065, and 037-100-066.

Applicant: Drew Walstrum of Warmington Residential, Inc., 4160 Dublin Blvd. Suite 101, Dublin, CA 94568. [email protected]
Request: This is a work session on a request by Drew Walstrum of Warmington Residential, Inc. (“Applicant”) to discuss the merits of a potential project to amend the General Plan Land Use Designation of four parcels totaling apx. 7.84 acres from Commercial (“CO”) (apx. 3.19 acres) and Light Industrial (“LI”) (apx. 4.65 acres) to Multi-Family Residential, Low Density (“ML”) for the purposes of applying for a Vesting Tentative Map to subdivide the site into 49 lots of approximately 3,100 square feet each for detached single family residential homes ranging between 1,900 sf. and 2,200 sf. of livable space, plus a stormwater detention basin, and an apx.

0.4-acre park. The site is located at the southeast corner of Live Oak Avenue and Main Street, and is zoned C (General Commercial) District and LI (Light Industrial) District. APNs 037-100-044, 037-100-045, 037-100-065, and 037-100-066. This is an advisory hearing only.

How to Review: The Staff Report and its attachments will be available for public review, on or before January 6, 2022 online at www.ci.oakley.ca.us/agendas-minutes-videos-archive/ by navigating to the January 11, 2022 agenda and clicking the project title link. Interested persons are invited to submit written comments prior to 5:00 P.M. the day of the hearing to Ken Strelo, Principal Planner [email protected].

NOTICE IS ALSO GIVEN pursuant to Government Code Section 65009(b) that, if this matter is subsequently challenged in Court by you or others, you may be limited to raising only those issues you or someone else has raised at a Public Hearing described in this notice or in written correspondence delivered to the City of Oakley City Clerk at, or prior to, the Public Hearing. 449
City of Oakley General Plan Map
Live Oak Ave. and Main St. Preliminary General Plan Amendment (PA 07-21) 450
Existing and Conceptual General Plan Land Use Designations Illustration Live Oak Ave. and Main St. Preliminary General Plan Amendment (PA 07-21) Existing General Plan Land Use Designation –
Commercial (CO) and Light Industrial (LI)
Conceptual General Plan Land Use Designation –
Multi-Family Residential, Low Density (ML)
451
4160 Dublin Blvd., Suite 101, Dublin, CA 94568 t: 925.866.6700 f: 925.866.6744 HomesByWarmington.com Dear City of Oakley Councilmembers,
We would like to thank you for reviewing our proposal. Over the last few months, we have been researching the property adjacent to the intersection at Live Oak Avenue and Main Street (APN’s 037- 100-044, 037-100-045, 037-100-065 and 037-100-066) could be an opportunity for us to bring more housing to the City of Oakley and revitalize this particular piece of land.

This site offers a unique opportunity as it is surrounded primarily by residential uses and is within easy walking distance to Orchard Park School. The project will improve the frontage on Live Oak Avenue and contribute to the work already active to establish this street as pedestrian friendly corridor. We feel we can add to the quality of the City by converting this parcel into a family neighborhood serving the community.

We are proposing to rezone the lot to a Planned Development District, similar to what was approved for the Village at Main directly east of the project site on Main Street. We hope to subdivide the parcel into 49 lots of approximately 3,100 square feet each and provide 2 story homes ranging between 1,900 sqft and 2,200 sqft. The proposed development will also include a park for the residents.

We have included a suggested site plan with this application. We appreciate the opportunity to work with the City of Oakley to bring this project to life.

Sincerely,
Drew Walstrum
[email protected]
302.332.4181

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STAFF REPORT
DATE: January 11, 2022
TO: City Council
FROM: Joshua McMurray, City Manager
SUBJECT: Work Session – City Council Vision for Oakley
Background and Recommendation
The topic of holding a Work Session to provide an opportunity for the City Council to give their vision for Oakley has been identified as a priority during the development of the Governance Guidelines + Protocols Policy Framework in late 2021. This Work Session will provide direction to Staff and will also help inform the Strategic Plan work that has already started.

A “Heat Table” has also been prepared and attached. The table represents a short list from the City Manager’s perspective of issues the City is currently dealing with and their priority. This list is not an official document but rather a tool to help guide the discussion if needed.

Recommendation
Staff recommends the City Council provide direction to Staff on what their vision is for Oakley.

Attachments:

1. City Manager Heat Table
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Current City Manager Tasks ‐ Heat Table
Task Level of Effort Deadline Cost Decision Making Key Risk / Opportunity Loss if not Completed Work Session for the Council Vision ‐ Hold a Work
Session to ask and receive direction on each City
Councilmembers Vision for the City and for specific areas like the Downtown, Industrial and Commercial areas,
etc.….

This should have been done whenthe three new Councilmemberstook office in December 2020.

Jan‐22 Staff Time Project/Operational
This is critical and has been asked for by some of the CityCouncilmembers. Essentially, the new Councilmembers have not had an opportunity to share their vision.

East Cypress Road/Emergency Access Agreement ‐
Agreement needs to be signed to secure alternative
emergency vehicle and evacuation route out of the East
Cypress area
Significant, major community issueand the Community and the City Council expects a solution
Jan‐22 Staff Time Project
Continued issues with evacuations of the East Cypress
area; Funding, Property; Multi‐jurisdictional decision‐ making over Land use; Public Safety
Burroughs Property Disposition ‐ This project has been
on‐going since 2018. Project is critical as the disposition will net the City significant revenue.

High ‐ working through CVP Water
Inclusion process, homebuilderselection, Surplus Land Actrequirements, etc.…. Mar‐22 Net $12 to $14 million Project Loss of revenue on community/regional park.

Economic Development ‐ One of the main priorities for
the City.

This is a priority to the City and
right now we have one full timeEconomic Development Analystand the City Manager leading that effort.

Ongoing Staff Time Project/Operational
Risk is related back to the Governance Meetings and I feel working together is critical as it potentially could alienatedevelopers to attract new business into city which has atax revenue consequence, job creation diminishes, anddoes not align with current Code of Ethics or Core Values.

Train Platform ‐ This project has been ongoing since 2014.

New train platform in Oakley operated by the SJJPA,would provide East County residents an alternativetransportation option that would get you from Oakley to Oakland in 55 minutes before 8:00 AM
Significant, started with a grant
from CCTA and has progressed
now where the SJJPA is under
contract to design the TrainPlatform
2023
Staff Time, Grant Funding, City
Funds Project
May diminish access to jobs; lost investment; failed
commitment to JPA which could violate grant funding;
affects economic development; erodes trust with regionalpartners and public.

ARPA ‐ American Rescue Plan Act
High, limited Staff Resources and
will have to creatively fund
authorized projects usingconsultant and ARPA fundedStaffing Ongoing $10,177,190.00 Project/Operational If we arenʹt on track may forfeit free funding and impede project progress and post pandemic recovery. May
encourage job creation.

General Plan Update ‐ Started in 2019 and the Pandemic
has delayed things significantly
High
Jan‐21 $200,000 Project
Risk being non‐compliant state law and reassessing City priorities as reset by current council members.

Employee Appreciation
Staff morale. Stability with the
City Manager and focusing on thepresent and future.

Ongoing
Hard to put a price on Employee
Appreciation Operational
Staff morale due to burnout and perceived instability at internal organizational structure may induce high turnover which has a cost to replacement, institutional knowledge and project/program implementation. Distract from
project implementation while finding replacements in a
difficult recruitment market.

Strategic Plan
High ‐ Community Engagement,Staff Time, Strategic Planning Meeting with the City Council,Work Sessions, City CouncilMeetings Spring 2022
Staff Time and it will shape the 22/23
Budget Project/Operational
This will realign current Councilʹs priorities and signal to staff where time should be focused.

Police Dept. Staffing ‐ Dealing with retirements,
industrial retirements, administrative staffing and overall Staffing to get the City Police Department staffing level toan appropriate place.

High and many challenges with
recruiting, police structureregarding admin positions, etc.….

Ongoing Unknown Operational
Risk is public safety, overall morale for retention;
recruitment in a challenging employee market; burn out.

Housing Element Update ‐ Needs to be approved by
January 2023
Will require an immense amount of
Staff time and public outreach
along with hiring and managing a
consultant
Jan‐23 $200,000 Project
Risk is being non‐compliant.

Staffing Plan Aligned with Priorities
This could be a red item but therecruitment process takes time andwe have many needs that need to be prioritized Ongoing
Unknown. Further analysis to
determine cost Operational
Staff plan needs to align with the priority objectives as driven by Council to meet the deadlines efficiently and effectively. Strategic Plan will help inform this.

Zoning Code Update ‐ to follow the General Plan Update
High ‐ Community engagement
Initiate Summer 2022 $250,000+ Project
Two decades and zoning codes have not been updated
with the changes that the City has employed ‐ needs toalign with the updated GP in order to execute effectively. 55‐Acre Regional Park ‐ Continue to look for funding.

Coordination with Staff
2022 $60 million plus Project
Underscores a regional asset that the community has
supported with potential outside funding sources yet to be identified. Sale of Burrough property incumbent on
progressing.

LEGENDHigh PriorityMedium PriorityLower Priority
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