Oakley City Council
June 14, 2022

ASSEMBLY THIRD READING
AB 1944 (Lee and Cristina Garcia)
As Amended May 25, 2022
Majority vote

SUMMARY
Allows, until January 1, 2030, members of a legislative body of a local agency to use teleconferencing without identifying each teleconference location in the notice and agenda of the meeting or proceeding, and without making each teleconference location accessible to the public, under specified conditions.

Major Provisions
1) Provides that, if a member of a legislative body elects to teleconference from a location that is not a public place, the legislative body shall be exempt from identifying the address of the location in the notice and agenda and from having the location be accessible to the public if both of the following circumstances are present:
a) The legislative body holds a meeting and has determined, by majority vote, that members will not be required to identify the address of any private location from which the member elects to teleconference. A determination described by this provision shall remain applicable to the legislative body until the legislative body votes otherwise. b) At least a quorum of members of the legislative body participates from a single physical location that is clearly identified on the agenda, open to the public, and situated within the boundaries of the territory over which the local agency has jurisdiction. 2) Provides that, if a legislative body elects to use teleconferencing as authorized by this bill, it shall provide both of the following:
a) A video stream accessible to members of the public.
b) An option for members of the public to address the body remotely during the public comment period through an audio-visual or call-in option.

Requires, if the legislative body of a local agency elects to use teleconferencing, the agenda to identify any member of the legislative body that will participate in the meeting remotely. If a member of the legislative body elects to participate in the meeting remotely after the agenda is posted, an updated agenda shall be posted. In the time between the start of the meeting and 72 hours before a regular meeting, as specified, and 24 hours before a special meeting, as specified, a legislative body shall only update the agenda to reflect the members participating in the meeting remotely.
3) Contains a sunset date of January 1, 2030.

COMMENTS
1) Teleconferencing and the Brown Act. The Brown Act first allowed meetings to be conducted via video teleconference in 1988. At the time, San Diego County was considering the use of video teleconferencing for meetings and hearings of the board of supervisors due to concerns 633
AB 1944

about the long distances that some of their constituents were having to travel to participate in board meetings. They were especially concerned that these distances were so great that they prohibited some people from attending meetings at all. AB 3191 (Frazee), Chapter 399, Statutes of 1988, responded to these concerns by authorizing the legislative body of a local agency to use video teleconferencing. Since that time, a number of bills have made modifications to this original authorization.
2) Teleconferencing Rules Prior to the COVID Pandemic and 2021 Legislation. The Brown Act generally allows the legislative body of a local agency to use teleconferencing for the benefit of the public and the legislative body in connection with any meeting or proceeding authorized by law. The teleconferenced meeting or proceeding must comply with all requirements of the Brown Act and all otherwise applicable provisions of law relating to a specific type of meeting or proceeding. Teleconferencing may be used for all purposes in connection with any meeting within the subject matter jurisdiction of the legislative body. All votes taken during a teleconferenced meeting must be taken by roll call.

If a legislative body of a local agency elects to use teleconferencing, it must post agendas at all teleconference locations and conduct teleconference meetings in a manner that protects the statutory and constitutional rights of the parties or the public appearing before the legislative body of a local agency. Each teleconference location must be identified in the notice and agenda of the meeting or proceeding, and each teleconference location shall be accessible to the public.

During the teleconference, at least a quorum of the members of the legislative body must participate from locations within the boundaries of the territory over which the local agency exercises jurisdiction, with specified exceptions. The agenda must provide an opportunity for members of the public at each teleconference location to address the legislative body directly pursuant to the Brown Act's provisions governing public comment. "Teleconference" is defined as a meeting of a legislative body, the members of which are in different locations, connected by electronic means, through either audio or video, or both.

Teleconferencing has never been required. It has always been permissive. 3) Executive Order N-29-20. In March of 2020, the Governor issued Executive Order N-29-20, which stated that, "Notwithstanding any other provision of state or local law (including, but not limited to, the Bagley-Keene Act or the Brown Act), and subject to the notice and accessibility requirements set forth below, a local legislative body or state body is authorized to hold public meetings via teleconferencing and to make public meetings accessible telephonically or otherwise electronically to all members of the public seeking to observe and to address the local legislative body or state body. All requirements in both the Bagley-Keene Act and the Brown Act expressly or impliedly requiring the physical presence of members, the clerk or other personnel of the body, or of the public as a condition of participation in or quorum for a public meeting are hereby waived."
"All of the foregoing provisions concerning the conduct of public meetings shall apply only during the period in which state or local public health officials have imposed or recommended social distancing measures."
4) AB 361 (Robert Rivas), Chapter 165, Statutes of 2021. Despite the executive order, both local and state governing bodies were concerned about their ongoing ability to teleconference 634
AB 1944

without having to disclose the location of teleconferencing members or make that location accessible to the public. In response, the Legislature passed and the Governor signed AB 361. In addition to provisions affecting state governing bodies, AB 361 allowed exemptions to the Brown Act's teleconferencing requirements during a state or local emergency.

Specifically, AB 361 authorized a local agency to use teleconferencing for a public meeting without complying with the Brown Act's teleconferencing quorum, meeting notice, and agenda requirements in any of the following circumstances:
a) The legislative body holds a meeting during a proclaimed state of emergency, and state or local officials have imposed or recommended measures to promote social distancing. b) The legislative body holds a meeting during a proclaimed state of emergency for purposes of determining, by majority vote, whether as a result of the emergency, meeting in person would present imminent risks to the health and safety of attendees. c) The legislative body holds a meeting during a proclaimed state of emergency and has determined by majority vote pursuant to b), above, that, as a result of the emergency, meeting in person would present imminent risks to the health or safety of attendees.

A local agency availing itself of the provisions of AB 361 is subject a number of requirements, including:
a) The legislative body must give notice of the meeting and post agendas as otherwise required by the Brown Act.
b) The legislative body must allow members of the public to access the meeting, and the agenda must provide an opportunity for members of the public to address the legislative body directly, as specified.
c) The legislative body must take no action in the event of specified disruptions. d) The legislative body may not require public comments to be submitted in advance of the meeting, and it must provide an opportunity for the public to address the legislative body and offer comment in real time.

If a state of emergency remains active, or state or local officials have imposed measures to promote social distancing, the legislative body must make specified findings every 30 days in order to continue using the exemptions provided by AB 361. As an urgency measure, AB 361 went into effect on September 16, 2021. It remains in effect until January 1, 2024.

According to the Author
"Given the last few years of the COVID-19 pandemic, many members of Brown Act bodies have participated remotely in official business, and have shown effective leadership while keeping themselves and their families healthy and safe. However, even with existing legislation, the protections are only in place during a declared state of emergency. Since there are many members of Brown Act bodies who have families that may be immunocompromised or may need to teleconference from a private location, there are still many concerns with existing legislation. 635
AB 1944

"For example, if outside of the pandemic a local elected is teleconferencing from a hospital room after giving birth, they would be forced to either reveal the location they are teleconferencing from or make the room publicly available, or they would not be able to attend the meeting and partake in their official duties. AB 1944 would ensure that:
1) Brown Act bodies can vote to allow their members to teleconference into a meeting without having to reveal private addresses or make private addresses accessible to the public, to continue performing their official duties.
2) Livestreams of meetings are required whenever members teleconference into meetings so the public has access to observe and participate in meetings. 3) Members of the public can address their elected officials either through a call-in or video option, ensuring that they are able to participate in government." Arguments in Support
A coalition including the Urban Counties of California, the Rural County Representatives of California, the California State Association of Counties, the Association of California Healthcare Districts, the Association of California School Administrators, the California Association of Public Authorities for IHSS, and the League of California Cities, in support, write, "AB 1944 represents an important modernization to the Brown Act that protects local elected officials' location when participating from a non-public, remote location, while improving access to members of the public via a teleconferencing option.
"As you know, local agencies subject to the Brown Act were able to utilize remote participation for elected officials and for the public during the COVID-19 public health crisis. Generally, those processes worked well, allowing for local agencies to continue to conduct the public's business in a safe manner. In fact, many of our local agencies report increased participation and interaction with members of the public who would otherwise have been unable to access such meetings as a result. At the same time, the ability for local elected officials to participate remotely without having to share the address of their whereabouts allowed them to do so without risking their own well-being and that of their families and neighbors. "While authority to maintain remote participation continues after the approval of last year's AB 361 (R. Rivas), based on public health recommendations at the time, this authorization of remote participation by local elected officials, as well as members of the public, is slated to sunset at the end of 2023. Developing a long-term framework for remote participation is a critical update of the Brown Act. We have learned during the pandemic that such participation is effective, transparent, and actually encourages participation from a broader component of the public than was anticipated.
"These positive effects on the conduct of the public's business would suggest that the conditions outlined in AB 1944 are both reasonable and appropriate to incorporate into our post-pandemic practice of delivering open and public meetings."
Arguments in Opposition
A coalition including the California News Publisher's Association, the American Civil Liberties Union, the First Amendment Coalition, the Howard Jarvis Taxpayers Association, Californians Aware, the Leadership Counsel for Justice and Accountability, the Society for Professional Journalists Los Angeles, the Orange County Press Club, and the National Writers Union of 636
AB 1944

Southern California, in opposition to the prior version of this bill, writes, "…we must respectfully oppose AB 1944 (Lee), which would make a fundamental change to the Brown Act, enshrining government officials' ability to teleconference from private locations not identified or accessible to the public. While temporary accommodations may be necessary, such as to address public health needs during the COVID-19 pandemic, this bill would abolish longstanding democratic protections that require public meetings be held in public venues where government officials can be seen and engaged by the public.
"Further, this bill would change the Brown Act's requirement that a quorum be present during a teleconference, allowing government bodies to vote to allow themselves to teleconference from outside the jurisdiction, indefinitely and without justification. While this bill includes some provisions that may expand access for members of the public who wish to participate, the cost to democratic principles and public protection is too great… "AB 1944 as written, would allow a body to vote to govern themselves with a teleconference scheme that does not require members to identify the location from which they are taking the meeting, nor make that location accessible to the public. Without disclosing the locations they are participating from there is no mechanism to ensure that a quorum of members, or any members, are within the jurisdiction about which they are making decisions. "While we appreciate the need for narrow exceptions that currently exist under the Brown Act, such as for health and public safety, and specific accommodations for individual members for privacy or health concerns, we do not believe that eliminating critical public meeting requirements is in line with the letter or spirit of the law. Unless there are precisely defined circumstances when a member of a legislative body needs to participate from a private location, the value of public transparency about where members are participating from, and being able to address them directly, should not be sacrificed…
"We can agree with the proponents that certain members of government bodies should not have to disclose their home address or open up their homes to the public. But the problem is not the disclosure requirements – it is the faulty presumption that public officials' private homes or offices are appropriate places from which to join a public meeting. When the state labored under stay-at-home orders during the pandemic, participation from home was essential. There was no other option. That is no longer the case, and has not been for quite some time now. The public's right of meaningful access, consistent with the California Constitution, should not be compromised based on the faulty premise that public officials should be attending public meetings from their private homes as the standard ongoing practice."

FISCAL COMMENTS
None
VOTES
ASM LOCAL GOVERNMENT: 5-2-1
YES: Bloom, Boerner Horvath, Ramos, Luz Rivas, Robert Rivas NO: Aguiar-Curry, Voepel
ABS, ABST OR NV: Lackey
637
AB 1944

UPDATED
VERSION: May 25, 2022
CONSULTANT: Angela Mapp / L. GOV. / (916) 319-3958 FN: 0002953 638
April 21, 2022
The Honorable Cecilia Aguiar-Curry, Chair
Assembly Local Government Committee
1021 O Street, Suite 6350
Sacramento, CA 95814
Re: AB 1944 (Lee and Cristina Garcia): Local government: open and public meetings As amended 4/18/22 – SUPPORT
Set for hearing 4/27/22 – Assembly Local Government Committee Dear Assembly Member Aguiar-Curry:

On behalf of the Urban Counties of California, the Rural County Representatives of California, the California State Association of Counties, the Association of California Healthcare Districts, the Association of California School Administrators, the California Association of Public Authorities for IHSS, and the League of California Cities, we write to express our support for AB 1944, a measure that would authorize members of local legislative bodies to teleconference from a remote location without making the address of that location public. Additionally, the bill requires that – for those local agencies that elect to use teleconferencing for its legislative body meetings – a video stream is made available to members of the public, including an opportunity to provide public comment via telephone or videoconference option. AB 1944 represents an important modernization to the Brown Act that protects local elected officials’ location when participating from a non-public, remote location, while improving access to members of the public via a teleconferencing option.

As you know, local agencies subject to the Brown Act were able to utilize remote participation for elected officials and for the public during the COVID-19 public health crisis. Generally, those processes worked well, allowing for local agencies to continue to conduct the public’s business in a safe manner. In fact, many of our local agencies report increased participation and interaction with members of the public who would otherwise have been unable to access such meetings as a result. At the same time, the ability for local elected officials to participate remotely without having to share the address of their whereabouts allowed them to do so without risking their own well-being and that of their families and neighbors.

While authority to maintain remote participation continues after the approval of last year’s AB 361 (R.

Rivas), based on public health recommendations at the time, this authorization of remote participation by local elected officials, as well as members of the public, is slated to sunset at the end of 2023.

Developing a long-term framework for remote participation is a critical update of the Brown Act. We have learned during the pandemic that such participation is effective, transparent, and actually 639
encourages participation from a broader component of the public than was anticipated. These positive effects on the conduct of the public’s business would suggest that the conditions outlined in AB 1944 are both reasonable and appropriate to incorporate into our post-pandemic practice of delivering open and public meetings.

As a result, we respectfully request your “aye” vote on AB 1944 when it comes before your committee.

Please don’t hesitate to reach out to us with your questions.

Sincerely,
Jean Kinney Hurst
Legislative Advocate
Urban Counties of California
Sarah Duckett
Policy Advocate
Rural County Representatives of California
Geoff Neill
Legislative Representative
California State Association of Counties
Sarah Bridge
Senior Legislative Advocate
Association of California Healthcare Districts
Dorothy Johnson
Legislative Advocate
Association of California School Administrators
Kim Levy Rothschild
Executive Director
California Association of Public Authorities for
IHSS
Johnnie Pina
Legislative Affairs, Lobbyist
League of California Cities
cc: Members and Consultants, Assembly Local Government Committee The Honorable Alex Lee, California State Assembly
The Honorable Cristina Garcia, California State Assembly 640

STAFF REPORT
Approved and Forwarded to the City Council
DATE: June 14, 2022
TO: Joshua McMurray, City Manager
FROM: Tim Przybyla, Finance Director
SUBJECT: Consideration of Resolutions Adopting the Fiscal Year 2022-2023 Proposed Operating Budget, Statement of Financial Policies, Appropriations Limit, Adopting the Fiscal Year 2022-2023 Capital Budget and 5-Year Capital Improvement Program (CIP) for Fiscal Years 2022-2023 through 2026-2027 and Making Findings Related Thereto, and Approving an Agreement with Contra Cost County related to Animal Services and an Agreement with Public Safety Family Counseling Group, Inc. and Authorizing the City Manager to Execute those Agreements
Background and Analysis
The City Council held a budget workshop on May 10, 2022 to review and discuss the Preliminary City of Oakley Fiscal Year 2022-2023 Operating and Capital Budgets, and the 5-Year Capital Improvement Plan (CIP) for Fiscal Years 2022- 2023 through 2026-2027. Based on the discussions at that workshop regarding the City Council’s desire to review and approve the Operating Budget and the Capital Budget separately, staff has bifurcated the Operating Budget from the Capital Budget and created separate resolutions for the City Council to consider for approval. The Preliminary Operating Budget presentation focused on the General Fund and included $29,277,108 of operating revenues and $29,274,681 of operating expenditures and total General Fund expenditures of $34,274,681.

Since that time, the revenue projections have not changed and the total proposed expenditures have increased only very slightly, to $34,287,774. Of that $13,093 or 0.038% increase, $9,233 is for a potential increase to contracted services related to information technology.

A resolution for the approval of two separate agreements is also included as part of this staff report, as these contracts are related to and included in the Proposed Fiscal Year 2022-2023 Budget. The agreements relate to Animal Services with Contra Costa County and consulting services with the Public Safety Family Counseling Group, Inc. The consulting services agreement establishes a Peer Support Team within our Police Department and provides a Critical Stress Management Program along with 24/7 program response and support services as outlined in the attached agreement, with a not to exceed amount of $50,000. 641
The figures for both of these contracts were included in the Preliminary Budget figures and are included in the Proposed Budget, as well.

After minimal changes to the General Fund Budget since the May 10th workshop and with the addition of all other funds, the total City-wide Proposed Budget revenues amount to just over $63 million, with proposed City-wide expenditures of nearly $71.4 million, excluding transfers. Total projected revenues, expenditures and available resources by fund can be found in the Proposed All Fund Summary, beginning on page 41 of the Operational Budget. The Revenue Summary by Fund with total revenue by fund shown for Fiscal Years 2018-2019 through 2022-2023 can be found on pages 43 and 44. The Expenditure Summary by Fund can be found on pages 45 and 46 of the Operational Budget document, with transfers included in expenditures.

Noticeable changes taking place in the proposed budget compared to last year’s budget are the change of the General Fund Reserve Policy from 20% to 30% of operating expenditures, the integration of the stunning City of Oakley Strategic Plan 2022-2027+ (SP27+) throughout the budget document, the addition of performance indicators and objectives that are tied to the SP27+, and the changes related to compensation and benefits. We have also simplified the 10-Year Plan projections to only include the General Fund, consistent with City policy. Staff has also recognized a noticeable change in the budget process this year, as compared to past years, with a higher level of input and direction from the City Council and a much higher level of inclusion of the public, throughout the process that brought about the SP27+ and throughout the budget preparation process.

The City Council, City Manager and all departments have worked diligently during this time of positive change and improvement to prepare this budget that the Oakley community can be proud of.

There will be some fine-tuning required for some of the performance indicators, as this is something new to the departments, and we are still working to gather accurate statistics. Those changes will be made after the budget is adopted but before it is presented to the California Society of Municipal Finance Officers (CSMFO) for consideration of an award. Such changes will not impact the budget figures that are being considered for approval.

Highlights of the Proposed Budget are presented below. The Preliminary Budget also includes the City’s Fiscal Year 2022-2023 Appropriations Limit calculation and Statement of Financial Policies.
642
Appropriations:

Total Fiscal Year 2022-2023 Recommended Appropriations (excluding transfers) by fund type are:

General Fund $26,207,774
Special Revenue Funds $24,646,743
Debt Service Funds $2,411,069
Capital Projects Funds $17,145,060
Internal Service Funds $941,819
Grand Total $71,352,465
General Fund Reserves:

The projected beginning unreserved, undesignated fund balance in the General Fund for the fiscal year 2022-2023 is approximately $10.1 million, or almost 39% of proposed Fiscal Year 2022-2023 General Fund expenditures, before transfers. The projected fiscal year-end unreserved, undesignated fund balance in the General Fund for fiscal year 2021-2022 is approximately $10.5 million, or approximately 46% of projected fiscal year 2021-2022 General Fund recurring expenditures. The reduction in fund balance is due to the transfers to other funds for Capital Improvement projects.

A review of the 10-Year Plan, which anticipates the City’s continued restoration of services and transfers for roadway maintenance, shows the reserve level remaining above the 30% minimum level required by the City’s policies. Adjustments are expected to be made to the Plan and to future budgets each year, to ensure that the City remains in compliance with the City’s 30% Reserve policy.

Financial Policies:

In preparing the Budget each year, Staff provides an update on the comprehensive Statement of Financial Policies and proposes changes, if appropriate. This year, a key change to the Reserve Policy is recognized on page 28 of the Budget document.

During Fiscal Year 2021-2022, the City Council approved a revision to the General Fund Reserve Policy, increasing the policy minimum from 20% to 30% of General Fund operating expenditures. This revision was made as a prudent measure to help ensure continued stability in the City’s operations and fiscal condition, even during a downturn in the economy or slowing of the housing market. On pages 31 and 32, we continue to recognize that we are not meeting the reserve policies relating to a Facilities Maintenance Capital Asset Reserve or the Storm Drain Depreciation Reserve. We plan to revisit this in Fiscal Year 2023-2024. 643
Internal Control:

Each year the City’s management team meets with the outside Auditors at the beginning of the fiscal year audit. As part of that meeting, the Auditors suggested City Council annually review the internal controls of the City. The attached report provides some background and the current controls in place.

Capital Projects:

Each year, the City’s 5-Year CIP is presented to the Council with the Budget. Capital Projects planned for Fiscal Year 2022-2023 include new appropriations of $22,878,000, compared to $25,810,000 in Fiscal Year 2021-2022. Major projects include $6.5 million for the Downtown Gateway Plaza Roadway & Parking Lot Project, $3.5 million for the Enrico Cinquini Park Project, $2.7 million for East Cypress Road Widening (Knightson Avenue to Jersey Island Road) Project, $2.5 million Laurel Road Widening (Cloverbrook Av to O'Hara Av), and $2.0 million for Street Repair and Resurfacing Projects throughout the City. A summary of all CIP projects can be found on page CIP-2 of the Budget document.

Appropriations Limit:

State Law requires the annual calculation of the City’s Appropriation (Gann) Limit, and the City’s practice is to include the annual calculation and adoption at the same time as it reviews and approves the Budget. Staff has calculated the Fiscal Year 2022-2023 Limit at $14,843,735. The calculation shown on page 230 of the Budget document shows last year’s adjusted Limit and the growth factors used to calculate the Fiscal Year 2022-2023 Limit. Further narrative regarding the Appropriations Limit has been added on page 229 of the Budget document, to provide further understanding to the readers of this document.

Consistency with the Oakley Strategic Plan 27+
The approval of the resolutions related to the adoption of the Fiscal Year 2022-2023 Operational Budget, Capital Budget and 5-Year CIP are consistent all of the SP27+ goals, as the SP27+ has been made an integral part of the City’s Budget and has driven the City’s decisions on how to best appropriate the funds that are available to run this City. The approval of the consulting services agreement is consistent with our strategic plan, sustainable organization goal. Specifically covering the objective of employee wellness. This contract will provide specific support tailored directly to our law enforcement personnel and will continue to encourage a safe and healthy working environment. The approval of the Animal Service agreement with Contra Costa County is the SP 27+ community health and safety goal related to safe streets and healthy neighborhoods.
644
Fiscal Impact
The recommended operating and capital budgets total $71,352,465 (excluding transfers) and are supported by estimated Fiscal Year 2022-2023 revenues and estimated June 30, 2022 fund balances.

A full discussion of the budget, and information regarding each fund’s revenues and each fund and department proposed expenditures are included in the attached Proposed Budget document, which includes the Operating Budget and the Capital Budget and 5-Year Capital Improvement Plan.

Staff Recommendation
Staff recommends the City Council approve the first attached Resolution, which adopts the Fiscal Year 2022-2023 Proposed Operating Budget, Statement of Financial Policies, Appropriations Limit. Staff also recommends that City Council approve the second attached resolution, which adopts the Fiscal Year 2022-2023 Recommended Capital Budget and 5-Year Capital Improvement Plan for Fiscal Years 2022-2023 through 2026-2027 and confirms the Plan is consistent with the adopted Oakley General Plan and meets the requirements of Section 65401 of the Government Code.

In addition, staff recommends the City Council adopt the third attached resolution, which approves two (2) separate contracts that are included in the Proposed Fiscal Year 2022-2023 Operating Budget and authorizes the City Manager to execute those contracts.

Attachments

1. Proposed Operating Budget for Fiscal Year 2022-2023 and Proposed Capital Budget for Fiscal Year 2022-2023 and Recommended 5- Year Capital Improvement Plan for Fiscal Years 2022-2023 through 2026-2027

2. Internal Control Report

3. First Resolution

4. Second Resolution

5. Animal Service Agreement

6. Public Safety Family Counseling Group, Inc. Agreement

7. Third Resolution, approving the two agreements
645

CITY OF OAKLEY

PROPOSED

ANNUAL OPERATING BUDGET
FISCAL YEAR 2022-2023
646
Budget Cover: The photos included on this year’s budget cover attempt to reflect the Delta lifestyle that is enjoyed by the citizens of Oakley and to incorporate the “Live, Work and Play in our own backyard” theme of the newly adopted City of Oakley Strategic Plan 2022-2027+ into the Budget. The top image is from the City of Oakley 2022 Memorial Day celebration and reflects the appreciation for life as well as the small-town, patriotic lifestyle that is enjoyed by those who “Live” here. The middle image was taken from the pier at the Big Break Regional Shoreline and is meant to show how much opportunity there is to “Play” and enjoy life on the Delta, while enjoying the many beauties of nature. The bottom image celebrates the considerable employment opportunities that have come to the Oakley community as a result of the Oakley Logistics Center and the City’s efforts to attract further business development, enabling many to “Work” nearby, within the City of Oakley boundaries.
647
648
This page intentionally left blank.
649
1 TABLE OF CONTENTS

CONTENTS
CITY MANAGER’S BUDGET MESSAGE................................................................................ 5 COMMUNITY PROFILE .......................................................................................................... 17 ELECTED OFFICIALS............................................................................................................... 19 ELECTED OFFICIALS & CITY MANAGEMENT TEAM.................................................... 20 CITY’S ORGANIZATIONAL CHART ................................................................................... 21 BUDGET STRATEGIES AND FINANCIAL POLICIES ....................................................... 23 STATEMENT OF FINANCIAL POLICIES ............................................................................ 24 GENERAL FINANCIAL GOALS ...................................................................................................................................24 OPERATING BUDGET POLICIES ................................................................................................................................24 REVENUE POLICIES..................................................................................................................................................26 EXPENDITURE POLICIES...........................................................................................................................................26 CAPITAL BUDGET IMPROVEMENT BUDGET POLICIES .............................................................................................27 OTHER CAPITAL IMPROVEMENT POLICIES ..............................................................................................................28 SHORT-TERM DEBT POLICIES ..................................................................................................................................28 LONG-TERM DEBT POLICIES ....................................................................................................................................28 RESERVE POLICIES ...................................................................................................................................................30 INVESTMENT POLICIES............................................................................................................................................32 ACCOUNTING, AUDITING & FINANCIAL REPORTING POLICIES................................................................................33 GRANT FUNDING POLICIES......................................................................................................................................34 HUMAN CAPITAL INVESTMENT POLICIES................................................................................................................34 APPROPRIATIONS CONTROL ...................................................................................................................................35 BUDGET SCHEDULE ............................................................................................................... 37 CITY-WIDE BUDGET OVERVIEW......................................................................................... 39 PROPOSED ALL FUNDS SUMMARY................................................................................... 41 REVENUE SUMMARY BY FUND.......................................................................................... 43 EXPENDITURE SUMMARY BY FUND................................................................................. 45 2022-2023 POSITION ALLOCATION SUMMARY .............................................................. 47 EMPLOYEE BENEFITS............................................................................................................. 49 GENERAL FUND BUDGET OVERVIEW.............................................................................. 51 GENERAL FUND PROPOSED BUDGET .............................................................................. 52 OVERALL ANALYSIS OF GENERAL FUND REVENUES ................................................ 53 MAJOR REVENUE SOURCES................................................................................................. 54 650
2 INTERFUND CHARGES FOR SERVICES ......................................................................................................................55 PROPERTY TAXES.....................................................................................................................................................56 SALES TAX................................................................................................................................................................57 INTERGOVERNMENTAL REVENUES.........................................................................................................................58 FRANCHISE FEES......................................................................................................................................................59 OTHER TAXES ..........................................................................................................................................................60 DEVELOPMENT FEES ...............................................................................................................................................61 GENERAL FUND EXPENDITURES....................................................................................... 63 PROPOSED GENERAL FUND EXPENDITURES............................................................................................................65 DEPARTMENT DETAIL .......................................................................................................... 67 ANIMAL CONTROL...................................................................................................................................................67 CITY COUNCIL..........................................................................................................................................................69 CITY CLERK...............................................................................................................................................................72 CITY ATTORNEY .......................................................................................................................................................76 CITY MANAGER .......................................................................................................................................................80 ECONOMIC DEVELOPMENT ...............................................................................................................................83 COMMUNITY OUTREACH...................................................................................................................................85 FINANCE..................................................................................................................................................................88 HUMAN RESOURCES ...............................................................................................................................................92 INFORMATION TECHNOLOGY .................................................................................................................................95 NON-DEPARTMENTAL........................................................................................................................................96 COMMUNITY DEVELOPMENT DEPARTMENT........................................................................................................100 PLANNING ........................................................................................................................................................101 BUILDING & CODE ENFORCEMENT ..................................................................................................................104 POLICE...................................................................................................................................................................110 PUBLIC WORKS/ ENGINEERING/MAINTENANCE & PARKS ....................................................................................116 FACILITIES MAINTENANCE ...............................................................................................................................129 RECREATION .........................................................................................................................................................132 TRANSFERS............................................................................................................................................................136 CAPITAL OUTLAY-LAND AQUISITIONS...................................................................................................................137 SPECIAL REVENUE FUNDS................................................................................................. 139 COMMUNITY FACILITIES DISTRICT #1....................................................................................................................139 (CYPRESS GROVE)..................................................................................................................................................139 OAKLEY CREEKSIDE PARK RESTORATION GRANT ..................................................................................................141 AMERICAN RESCUE PLAN ACT (ARPA)...................................................................................................................143 YOUTH DEVELOPMENT GRANT FUND...................................................................................................................145 YOU, ME, WE = OAKLEY!........................................................................................................................................147 AGRICULTURAL PRESERVATION............................................................................................................................149 DOWNTOWN REVITALIZATION FUND...................................................................................................................151 SPORTS FIELD MAINTENANCE...............................................................................................................................153 LIGHTING AND LANDSCAPING DISTRICT ...............................................................................................................155 COMMUNITY FACILITIES DISTRICT #2015-1 (EMERSON RANCH) ..........................................................................175 COMMUNITY FACILITIES DISTRICT #2015-2A........................................................................................................177 COMMUNITY FACILITIES DISTRICT #2018-1 ..........................................................................................................189 COMMUNITY FACILITIES DISTRICT #2020-1 ..........................................................................................................191 ROAD MAINTENANCE FUNDS ...............................................................................................................................193 STORM WATER PROGRAM FUND..........................................................................................................................197 POLICE SERVICE FUNDS .........................................................................................................................................199 651
3 DEVELOPER DEPOSITS FUND.................................................................................................................................201 SUCCESSOR HOUSING ASSETS...............................................................................................................................203 DEBT SERVICE FUNDS.......................................................................................................... 205 CAPITAL BUDGET AND 5-YEAR CAPITAL IMPROVEMENT PROGRAM (CIP)..... 207 INTERNAL SERVICE FUNDS............................................................................................... 211 FUND 501 FLEET INTERNAL SERVICE FUND ..........................................................................................................212 FUND 502 CAPITAL FACILITIES MAINTENANCE & .................................................................................................213 REPLACEMENT FUND ............................................................................................................................................213 FUND 503 TECHNOLOGY INTERNAL SERVICE FUND .............................................................................................214 AGENCY FUNDS .................................................................................................................... 215 2004-1 ASSESSMENT DISTRICT DEBT.....................................................................................................................216 2006-1 ASSESSMENT DISTRICT DEBT.....................................................................................................................217 10 YEAR PLAN ........................................................................................................................ 219 CONTRACTS ANALYSIS ...................................................................................................... 227 APPROPRIATIONS LIMIT .................................................................................................... 229 GLOSSARY OF BUDGET TERMINOLOGY........................................................................ 231 CITY OF OAKLEY PROPOSED ANNUAL CAPITAL BUDGET & 5-YEAR CAPITAL IMPROVEMENT PROGRAM ........................................................................................... CIP-1 CAPITAL IMPROVEMENT PROGRAM ........................................................................ CIP-4 PROPOSED CIP PROJECTS FOR FY 2022/23 ................................................................. CIP-6 CIP 176 OAKLEY REGIONAL COMMUNITY PARK PROJECT ................................................................................ CIP-22 CIP 186 W. CYPRESS ROAD BRIDGE AT CONTRA COSTA CANAL RECONSTRUCTION PROJ. .................................................. CIP-23 CIP 187 MAIN STREET BRIDGE AT CONTRA COSTA CANAL REHABILITATION PROJECT. ................................... CIP-24 CIP 189 PIPER LANE DRAINAGE CHANNEL TRASH CAPTURE DEVICE PROJECT ................................................. CIP-25 CIP 205 DOWNTOWN GATEWAY PLAZA ROADWAY AND PARKING LOT PROJECT ........................................... CIP-26 CIP 211 MAIN STREET/ROSE AVENUE INTERSECTION IMPROVEMENT PROJECT ............................................. CIP-27 CIP 215 DOWNTOWN PARKING LOT CON STRUCTION PROJECT ..................................................................... CIP-28 CIP 231 SELLERS AVENUE IMPROVEMENTS AND WIDENING PROJECT ............................................................ CIP-29 CIP 246 FY 2020/21 STREET REPAIR AND RESURFACING PROJECT ................................................................... CIP-30 CIP 247 EAST CYPR ESS ROAD WIDENING (KNIGHTSON AVE TO JERSEY ISLAND RD) PROJECT ......................... CIP-31 CIP 248 HOLLY CREEK PARK RESTROOM CONSTRUCTION PROJECT ................................................................ CIP-32 CIP 249 RECREATION CENTER EMERGENCY GENERATOR PROJECT ................................................................. CIP-33 CIP 252 DOWNTOWN STORM DRAIN (AREA 29D) IMPROVEMENT PROJECT .................................................. CIP-34 CIP 255 CYPRESS GROVE SUBDIVISION PUMP STATION BUILDING PROJECT................................................... CIP-35 CIP 263 O'HARA AVENUE / CARPENTER ROAD INTERSECTION IMPROVEMENT PROJECT ............................... CIP-36 CIP 265 IRRIGATION WELL INSTALLATION AT CITY’S FREEDOM BAS IN PROJECT ............................................ CIP-37 CIP 268 MAIN STREET / DELTA ROAD INTERSECTION SIGNALIZATION PROJECT .............................................. CIP-38 CIP 269 MAIN STREET/BROWNSTONE ROAD INTERSECTION SIGNALIZATION PROJECT ................................. CIP-39 CIP 270 HALL STREET EXTENSION PROJECT ..................................................................................................... CIP-40 CIP 271 SHERIFF ANNEX BUILDING DEMOLITION PROJECT ............................................................................. CIP-41 CIP 273 LAUREL ROAD EXTENSION PROJECT (TETON ROAD TO SELLERS AVENUE) ......................................... CIP-42 652
4 CIP 274 NEROLY ROAD REPAIR AND RESURFACING PROJECT (EMPIRE TO O'HARA) ........................................ CIP-43 CIP 275 FY 2022/23 CURB, GUTTER AND SIDEWALK REPAIR & RECONSTRUCTION PROJECT ........................... CIP-44 CIP 276 FY 2022/23 STREET RESTRIPING PROJECT ........................................................................................... CIP-45 CIP 277 FY 2022/23 TRAFFIC CALMING PROJECT ............................................................................................. CIP-46 CIP 278 FY 2022/23 TRAFFIC SIGNAL MODERNIZATION PROJECT .................................................................... CIP-47 CIP 279 FY 2022/23 STREET REPAIR AND RESURFACING PROJECT ................................................................... CIP-48 CIP 280 LAUREL ROAD WIDENING PROJECT (O'HARA TO CLOVERBROOK) ...................................................... CIP-49 CIP 281 ENRICO CINQUINI PARK CONSTRUCTION PROJECT ............................................................................. CIP-50 CIP 282 LAUREL ROAD AND EMPIRE AVENUE LANDSCAPING MULCH PROJECT .............................................. CIP-51 CIP 283 LAUREL ROAD BRIDGE WIDENING OVER MARSH CREEK PROJECT...................................................... CIP-52 CIP 284 HOLLY CREEK PARK PLAYGROUND RESURFACING PROJECT ............................................................... CIP-53 CIP 285 BETHEL ISLAND RD CONST. PROJECT (ROCK SLOUGH BRIDGE TO DELTA RD) ..................................... CIP-54 CIP 286 CITY HALL ROOFTOP SOLAR POWER PROJECT ..................................................................................... CIP-55 CIP 287 KODA DOG PAR K SHADE STRUCTURE ................................................................................................. CIP-56 CIP 288 SENIOR CENTER ROOF AND HVAC REPAIR AND REPLACEMENT PROJECT ........................................... CIP-57 CIP 289 LOCAL STREETS AND ROADS SAFETY PLAN (LSRP) ............................................................................... CIP-58 CIP 290 CITY HALL HUMAN RESOURCES DEPARTMENT REMODELING PROJECT ............................................. CIP-59 CIP 291 FY 2022-23 ADA IMPLEMENTATION PROJECT ..................................................................................... CIP-60 653
5 CITY MANAGER’S BUDGET MESSAGE
Fiscal Year 2022-2023

INTRODUCTION
It is my pleasure to present the Fiscal Year 2022-2023 Proposed Budget for your consideration. The Proposed Budget is structurally balanced and continues to provide for the core service operations of the City of Oakley.

As the City moves past the second anniversary of the onset of the global COVID-19 pandemic, we have had to adapt through an unprecedented and constantly evolving time in our City’s history. The result is a City and Staff that have evolved and changed our core service delivery to ensure we are efficient and effective. To help adapt, the City received a total of $10,177,000 from the American Rescue Plan Act which has been partially allocated over this last year, with the focus being on projects that INVEST (Infrastructure, Nonprofit and Community Support, Vital Services, Economic Development, Staff and Safety Needs, and Technology Upgrades) in the community and the City. The City Council is prioritizing those investments along with prioritizing projects with the newly adopted Strategic Plan 27+ used to guide and inform the allocations. The City is positioned well now and into the future to ensure that the existing and future residents and business owners in Oakley thrive and enjoy a high quality of life.

As always, we have developed the Proposed Budget with fiscal restraint and with a strategic focus on core services. We have taken great care to evaluate the recurring revenues and have ensured that recurring expenditures do not exceed the available and expected recurring revenues over time. As further explained below, there continues to be transfers of one-time revenues to important capital projects, including a muchneeded increase in the investment in our annual pavement repair and resurfacing projects. So many of Oakley’s roadways were built over the last 23 years but need more frequent attention based on best-practices in on-going paving management. This 654
6 increased annual investment will save the City millions of dollars over time and provide safer and more attractive roadways for the community.

We do expect relatively strong development-related revenues to continue into Fiscal Year 2022-2023, consistent with Fiscal Year 2021-2022 but not as high as Fiscal Year 2020-2021. Fiscal Year 2020-2021 experienced unprecedented growth with 640 single family housing units permits issued, and we are anticipating less than half that amount for Fiscal Year 2021-2022. As of June 1, 2022, the City had issued building permits for 276 single family homes and 170 apartment units in Fiscal Year 2021-2022. The revenue projections for Fiscal Year 2022-2023 are based on the addition of 220 single-family housing units and 40 multi-family housing units, which staff consider to be conservative estimates. We will continue to handle the processing and inspections of these projects with a combination of in-house and contract staff to maintain flexibility and cost-effectiveness.

The proposed overall staffing is something we are continually monitoring to ensure we can provide the core services to the Oakley community. The Proposed Budget includes two additional Police Officer’s, the addition of a full time Police Records Supervisor to replace the part-time contracted position, a reclassification of a Police Services Assistant to a Property and Evidence Technician, the replacement of the Management Analyst classification with a Human Resource Technician and the reclassification of the part time Administrative Assistant to a part time Human Resource Assistant. The City is also moving from a merit based compensation system to a more industry standard stepbased compensation system that will not only align the City with our comparable cities but will also help in both employee retention and attraction. The City conducted a comprehensive compensation and benefits study to ensure the new step-based system would be accurate and current with our comparable cities.

Each year, we also look at the State Budget to determine whether there are components likely to affect the local outlook for the City. As this budget was being prepared, it was announced that the State of California has its largest surplus ever, with a $97.5 billion budget surplus and $55 billion of surplus tax revenues. So, the State appears to be in a very strong fiscal position at this time. The City of Oakley is also in a healthy fiscal position. However, current U.S. economic conditions are characterized by the unresolved Russia-Ukraine crisis, high commodity prices, a strong labor market, inflation at a 40-year high, depressed consumer confidence, the Federal Reserve raising interest rates and supply-chain interruptions. COVID-19 cases seem to be on the rise again, as well. These and other factors have prompted concerns of a pending recession.

The City of Oakley has positioned itself to handle a potential downturn in the economy 655
7 or cooling of the housing market with the recently adopted increase of the General Fund Reserve Policy from 20% to 30% of its operating expenditures budget. Federal assistance from the America Rescue Plan Act (ARPA) has also strengthened the City of Oakley. Over $10.17 million dollars in total has been allocated to Oakley, with half being received in July of 2021 and the other half to be received in July of 2022. Thanks to the Final Rule, the first $10 million can be used to fund governmental services. The balance will be used to reimburse the City for a portion of the special COVID-19 sick leave pay that has been paid to employees during the Pandemic. The ARPA funds must be spent before December 31, 2026 and should be considered one-time revenues.

As always, the City’s 2022-2023 Preliminary Budget does not include all that we know is on the wish list, but what is presented here remains structurally balanced and true to the City’s newly adopted strategic priorities.

GENERAL FUND
The Preliminary General Fund Budget reflects our continued commitment to keeping City administrative operations efficient and effective and ensuring the budget reflects a focus on the City’s highest priorities as outlined in the Strategic Plan 27+.

The General Fund Budget includes $29,277,108 in recurring revenues and $28,311,774 of recurring expenditures, including $2,104,000 in recurring transfers to other funds. Total projected expenditures for Fiscal Year 2022-2023, including non-recurring transfer to other funds amount to $34,287,774, which is approximately $5 million or 17% higher than estimated General Fund expenditures for Fiscal Year 2021-2022. Total Fiscal Year 2022-2023 transfers out are estimated to be $8.08 million, compared to $6.26 million in Fiscal Year 2021-2022 with planned spending-down of fund balance in each fiscal year.

By comparison, Transfer out only amounted to $2.61 million in Fiscal Year 2020-2021 and $3.36 million in Fiscal Year 2019-2020.

Available Fund Balance as of June 30, 2023 is projected to be an adequate $10.1 million, or almost 36% of projected Fiscal Year 2022-2023 recurring expenditures, leaving approximately $1.6 million in available fund balance. City policy was amended during Fiscal Year 2021-2022 to maintain at least a 30% General Fund reserve, rather than the 20% reserve that was previously included in the policy. This threshold was increased to ensure fiscal stability, should the housing market and home values decline. As noted in the 10-Year Plan, the Budget has been prepared to ensure that recurring revenues remain in excess of recurring expenditures.
656
8 TRANSFERS
As has long been discussed and recommended by pavement condition studies, a significantly larger investment is needed to maintain Oakley’s roadways. One recent estimate was $7 million per year to keep our Pavement Condition Index (PCI) near 80.

That large amount may not be feasible with the current revenue stream, but a larger and more consistent investment is recommended to avoid even larger costs over time. As mentioned, this year’s Preliminary Budget includes a continued transfer to the Street Maintenance and Rehab Fund, and there is a significant transfer for overall street maintenance projects. The Proposed Budget includes $8.08 million of transfers for the following purposes:
 $5,260,000 to fund general capital improvement projects  $2,000,000 to the Street Maintenance and Rehabilitation Fund  $450,000 for the Human Resources Department Remodel Project  $206,000 to the Technology Internal Service Fund for equipment replacements  $150,000 to Fund 502 as reserves for future facilities repairs and replacements  $10,000 to cover an operational deficit in Fund 231
 $4,000 to assist Fund 180 – Country Fair (aka Meadow Glen)

RECENT ACCOMPLISHMENTS
As a team, the City Council and all City departments and divisions play a role in accomplishing the goals and objectives outlined in the Strategic Plan. Towards that end, just some of the accomplishments from this past fiscal year include:
 Adopted the Oakley Strategic Plan SP27+
 Secured an agreement related to the Grand Cypress Preserve Project which will provide some of the most critical public infrastructure projects for the Oakley community, which will be constructed to modern City standards  Approved a Cooperative Agreement between the City of Oakley and Contra Costa County regarding the demolition of the County-Owned building located at 210 O’Hara Avenue in Oakley and transfer of the property  Signed a Memorandum of Understanding for the East Cypress evacuation route  Approved Oakley Governance Guidelines + Protocols Policy Framework  Received an unqualified opinion from the City’s auditors, completed the Comprehensive Annual Financial Report and received the Excellence in Reporting Award from the GFOA
 Obtained the California Society of Municipal Finance Officers (CSMFO) Operating Budgeting Excellence Award for our Fiscal Year 2021-2022 Budget  Hired five Police Officers
657
9  Developed a salary structure to promote two lieutenants  Brought on a police canine
 Purchased a 3-D scanner to expedite the processing of accident and crime scenes  Began the filing of ethics training certificates in the NetFile e-filings system  Contracted with COI Tracker in March 2020 to accept and manage certificates of insurance required for specific contracts
 Contracted with CTrax in February 2022 to replace COI Tracker for the e-filing and e-tracking of certificates of insurance after COI Tracker closed its business  Established districts for upcoming Councilmember elections  Successfully restored in-person events including Movie in the Plaza, Concert in the Park, Community Clean Up, Heart of Oakley, Harvest Festival, Harvest Festival, Christmas Tree Lighting, Breakfast with Santa, and Science Week  Returned all previously in-person classes to in person status, while also keeping some options for online classes like driver’s education  Reestablished the after-school programs for middle school students in Oakley  Resumed full picnic and sports field rentals, while continuing to provide the online reservation options for ease and convenience of residents and created an online cancellation process for sports field rentals
 Established a social media following on Instagram of over 1,000 followers  Partnered with several agencies including Contra Costa County Health Services Department, and Hijas Del Campo and provide free COVID-19 vaccinations, and testing
 Supported over 20 local businesses through inclusion in the Shop Oakley Coupon Book
 Highlighted approximately 100 seniors in the Celebrate the Class of 2022 marquee program
 Introduced new events like Mental Health Workshop and Art in the Park  Re-established Planning Commission and conducted first meeting in May, 2022  Held a Public Workshop and conducted public outreach thru social media and an online survey related to the Affordable Housing Overlay District  Completed 130 Unit Senior Apartment Mixed-Use Project  Adopted CCCFPD’s amended California Fire Code Secured consultant and began work on the 2023-2031 6th Cycle Housing Element Update, which will continue through January 2023
 Held a Public Workshop and conducted outreach through social media and an online survey in relation to the Affordable Housing Overlay District  Continued relationship with EcoHero Show Team through a contract funded by grant money to continue their local grade school shows related to learning about the environment and recycling
658
10  Secured $61,481 in grant funding through the SB 1383 Local Assistance Grant Program
 Continued to provide various technical training opportunities and in-house training throughout the year
 Secured $10,932 in grant funding through the City/County Annual Payment and Reporting System (related to recycling)
 Continued participation in Contra Costa County Planning Director’s Meetings  Continued to plan check, inspect and coordinate the development of the Contra Costa Logistics Center
 Processed over 1,200 property registrations as part of the Residential Rental Inspection Program
 Implemented a new Schedule for Building Inspectors to be available 5 days a week for each week of the month
 Completed the City of Oakley General Plan Annual Progress Report Calendar Year 2021 and successfully submitted to both the Governor’s Office of Planning and Research (“OPR”) and the California Department of Housing and Community Development (“HCD”).
 Continue to work on AB 939 (Integrated Waste Management Act) with Mt.

Diablo Resource Recovery, to ensure full compliance
 Created a Pre-Approved Accessory Dwelling Unit (ADU) Program which was adopted by the City Council in October of 2021
 Continued to respond to Sub-Standard Housing Complaints by providing timely code-compliance inspections
 Processed and inspected the site and infrastructure construction of Alicante Subdivision (Main Street), Vines Subdivision (Oakley Road), Bella Estates Subdivision (Daniel Drive), Cypress Estates Subdivision (Fuschia Way), Shiloh Subdivision (Main Street), Acacia Subdivision (Honey Lane), Cypress Crossings Subdivision (East Cypress Road), and Stonewood Subdivision (Rose Avenue)  Processed and inspected the site and infrastructure construction of the Contra Costa Logistics Center Building 4
 Processed and inspected the site and infrastructure construction of the Tri Delta Transit Park and Ride Project and resurfacing of Main Street/Cypress Road  Completed the construction of Laurel Road Widening project from Mellowood Drive to Main Street which added 2 thru lanes and bicycle lanes in each direction of Laurel Road and greatly improved traffic flows on this major arterial roadway  Completed the repair and resurfacing of Laurel Road from O’Hara Avenue to Empire Avenue
 Completed the repair and reroofing of the City Hall buildings  Completed the Civic Center Park and Playground Renovation project 659
11  Completed the construction of the Police Department Parking Lot project  Installed over 5,200 cubic yards of mulch at city landscaping areas, planted 400 new trees, planted 3,500 new shrubs at City parks, and installed 22 new concrete recycle cans and 27 new concrete trash cans at City parks  Managed the weed abatement via goat grazing of over 45 acres of City storm water basins/channels
 Performed 26 Irrigation Controller upgrades at City parks to modernize the overall irrigation system to run more efficiently and effectively GOALS AND OBJECTIVES FOR FISCAL YEAR 2022-2023
The City Council adopted the Strategic Plan 27+ on April 12, 2022, which was the result of a 5-month process that involved the Community, City Council, and Staff. The result is a brand-new plan that created a new Mission, Vision and Core Values along with six goals, 9 sub-goals and over 100 objectives. Departmental objectives and performance indicators have also been added into this budget and tied to the Strategic Plan 27+ goals as new elements to the City’s Operating Budget.

Mission
The City of Oakley will create a resilient future that fosters and attracts a vibrant and evolving community that welcomes and values all people.

Vision
The City of Oakley celebrates our unique Delta lifestyle and small-town feel where we Live in a safe, dynamic community, Work together to build the future, and Play in our own backyard.

Core Values
Our values will guide us on a PATH to where we want to Live, Work, and Play in the heart of the Delta.
 Promote fair and equitable stewardship for the welfare of our diverse individuals that comprise our inclusive community.
 Advocate a professional and family-friendly environment where Council, Staff, and the Public can envision and realize the City’s future together with a recognition of our shared commitments and opportunities.  Transparency is how we will create accountable partnerships to cultivate communication and collaboration to engage our thriving community.  Honesty and integrity are the foundation for building trust and fostering teamwork to live our mission and vision.
660
12 Goals (not listed in priority order)
 A. Community & Economic Development Goal: The City will inspire and encourage Community & Economic Development through strategic and thoughtful growth, a business-friendly environment, and local employment opportunities.
o A1. Strategic and Thoughtful Growth: We will strategically plan and thoughtfully align our residential, commercial, and industrial growth to meet our short- and long-term vision.
o A2. Business-friendly Environment: Our business-friendly environment will attract residential, commercial, and industrial partners to revitalize Oakley where people will come to live, work, and play.
o A3. Local Employment Opportunities: The City will partner with and attract businesses that can employ our regional workforce to invest in local talent and expertise.
 B. Community Health & Safety Goal: The City of Oakley will protect our public and prioritize safe streets, healthy neighborhoods, and robust community resources to benefit our most valued assets -- our people. o B1. Safe Streets: We will preserve and secure the City of Oakley with safe streets that are welcoming to motorists, cyclists, and pedestrians. o B2. Safe and Healthy Neighborhoods + Community Resources: We will offer a high quality of life by partnering with residents and businesses to promote and maintain a safe and healthy living and work environment with community resources to serve our diverse community.  C. Parks and Open Space Goal: The City of Oakley will capitalize on our greatest Delta asset where our residents, businesses, and visitors can recreate and relax.
o C1. Parks and Public Areas: We will upgrade and maintain our City parks and open spaces to be a focal point that encourages community use and civic pride.
o C2. Programs and Recreation: We will serve our diverse people, parks, and programs by providing inclusive activities and access to engage the City's family and friends in science, culture, sports, and creativity.  D. Community and Collaborative Partnerships Goal: The City of Oakley will build strong community and collaborative partnerships to be mutually beneficial and co-create shared goals.
o D1. Community Outreach and Engagement: We will engage and partner with our residents and businesses in meaningful and relevant dialogue to realize our shared vision and values.
661
13 o D2. Collaborative Partnerships: We will foster and maintain strong relationships with our public-private partnerships to mutually benefit our shared goals.
 E. Finance and Fiscal Responsibility Goal: The City of Oakley will leverage its financial resources for the long-term benefit of our residents and businesses while maintaining sufficient reserves to provide stability and ensure a successful future.
 F. Sustainable Organization Goal: The City of Oakley will create a vibrant municipal workforce that reflects our commitment to an inclusive and equitable community and can meet our mission today while striving for our envisioned future tomorrow.

LANDSCAPE MAINTENANCE CHALLENGE UPDATE
We continue to face the challenge of better ensuring the funding of our Lighting and Landscaping District maintenance costs. Current economic conditions still do not support additional assessments or taxes, and staff manages many of the landscape districts simply at the bare minimum because adequate funds are not available. Two of the neighborhood zones remain structurally imbalanced, while nearly half the remaining zones are financially balanced, but challenged. A number of them can provide for current year operations but are unable to set aside enough for less frequently needed maintenance, remediation and asset replacements. One such zone has a negative fund balance. Staff continues to manage District operations to live within our means; however, a longer-term solution will be necessary in the years ahead.

Staff plans to do an asset replacement analysis in Fiscal Year 2022-2023 to achieve a better understanding of future needs.

INTERFUND LOANS
One of the City’s financial policies is that the City Council must approve inter-fund loans. Considering all aspects of the Preliminary Budget as presented, it appears that one of the two funds listed below will likely need assistance from the General Fund during Fiscal Year 2022-2023. Accordingly, Staff recommends the following inter-fund loan as part of the Budget:

Fund 180 – Country Fair (aka Meadow Glen), a loan of up to $4,000. The maintenance cost of the irrigation systems, trails, landscaping, and appurtenant facilities located within public right-of-ways, public property, and designated easements within Zone 3, is higher than the revenue collected by this district. Therefore, the shortfall is recommended to be covered by the General Fund as a loan. The General Fund may be repaid in the future when more revenues become available. 662
14 CAPITAL PROJECTS
Presented separately and being approved by separate resolution are the detailed Proposed 5-Year Capital Improvement Program (CIP) and City of Oakley Fiscal Year 2022-2023 Capital Budget with funds totaling $22.9 million. The majority of the allocations are for infrastructure maintenance.

New construction and improvement projects include:
 Oakley Regional Community Park Project
 West Cypress Road Bridge at Contra Costa Canal Reconstruction Project  Main Street Bridge at Contra Costa Canal Rehabilitation Project  Piper Lane Drainage Channel Trash Capture Device Project  Downtown Gateway Plaza Roadway and Parking Lot Project  Main Street/Rose Avenue Intersection Improvement Project  Downtown Parking Lot Construction Project
 Sellers Avenue Widening and Improvement Project (Riverrock Drive to CCWD Canal Crossing)
 East Cypress Road Widening Project (Knightsen Avenue to Jersey Island Road)  Holly Creek Park Restroom Construction Project
 Recreation Center Emergency Generator Project
 Downtown Storm Drain (Area 29D) Improvement Project
 Cypress Grove Subdivision Pump Station Building Project  Laurel Road Extension Project (Teton to Sellers Avenue)  FY 2022/23 Street Repair and Resurfacing Project
 FY 2022/23 ADA Implementation Plan Project
 FY 2022/23 Street Restriping Project
 FY 2022/23 Curb, Gutter, Sidewalk Repair and Reconstruction Project  FY 2022/23 Traffic Calming Project
 FY 2022/23 Traffic Signal Modernization Project
 Neroly Road Repair and Resurfacing Project (Empire to O’Hara Avenue)  O'Hara Avenue/Carpenter Road Intersection Improvement Project  Irrigation Well Installation at City's Freedom Basin Project  Sheriff Annex Building Demolition Project
 Laurel Road Widening Project (Cloverbrook Avenue to O’Hara Avenue)  Enrico Cinquini Park Construction Project
 Laurel Road and Empire Avenue Landscaping Mulch Project  Laurel Road Bridge Widening over March Creek
 Holly Creek Park Playground Resurfacing Project
 Bethel Island Road Project (Rock Slough Bridge to Delta Road)  City Hall Rooftop Solar Power Project
 Koda Dog Park Shade Structure Project
663
15  Senior Center Roof and HVAC Repair and Replacement Project  Local Road and Safety Plan Project
 City Hall Human Resources Department Remodeling Project  Main Street/Delta Road Intersection Improvement Project  Main Street/Brownstone Road Intersection Improvement Project  Hall Street Extension Project

CONCLUSION
As mentioned, this year’s Preliminary Budget focuses on providing efficient and effective core services, is structurally balanced and is true to the City Council’s newly adopted strategic priorities. We all can take great pride in the successes over the past 23 years since Incorporation which includes a solid foundation of sound fiscal management, a well-trained and committed Staff and a forward-thinking City Council.

Thank you for your continued support and leadership in keeping Oakley on a PATH guided by our Mission, Vision and Core Values!
Respectfully submitted,
Josh McMurray
City Manager
664
16 This page intentionally left blank.
665
17 COMMUNITY PROFILE
The City of Oakley, incorporated in July 1999, is one of California’s youngest cities.

Residents enjoy a charming area with an abundant housing supply, quality schools, and a friendly atmosphere that truly make Oakley, “A Place for Families in the Heart of the Delta.” Oakley is located in Eastern Contra Costa County, along Highway 4, in a corridor that also includes the cities of Pittsburg, Antioch and Brentwood, with proximity to the Mount Diablo State Recreation Area, California San Joaquin Delta, and access to the many amenities of the San Francisco Bay Area. The Big Break Regional Shoreline and the Big Break Visitors Center at the Delta are also among the many treasures enjoyed by Oakley and others who come to visit the City of Oakley.

Today, a landscape of gently rolling fields, orchards, and vineyards gives us a glimpse of Oakley’s agricultural past. From a quiet Delta farming town, Oakley has blossomed 666
18 into a growing community of landscaped parks, abundant recreational opportunities, shopping centers, and planned business and commercial development. Oakley’s 44,533 residents enjoy a safe, progressive community that is rich in history, supports strong family values, and offers a high quality of life. Safewise.com ranked Oakley as number 19 among California’s 50 Safest Cities of 2022.

Our residents take pride in being part of a City that is building a prosperous future for generations to come. The new Contra Costa Logistics Center that continues construction in Oakley will include nearly 2 million square feet of light industrial building space and is expected to bring 2,100 jobs to the community. Amazon occupied the first of five buildings planned for the Logistics Center. Building #2 is half leased and Building #3 is being permitted for construction. This regional hub of e-commerce industry will certainly help this rapidly growing community continue to prosper. 667
19 ELECTED OFFICIALS
668
20 ELECTED OFFICIALS & CITY MANAGEMENT TEAM
- CITY COUNCIL -
Randy Pope, Mayor
Aaron Meadows, Vice Mayor
Sue Higgins, Councilmember
Anissa Williams, Councilmember
George Fuller, Councilmember
- MANAGEMENT TEAM -
Joshua McMurray, City Manager
Paul Beard, Chief of Police
Tim Przybyla, Finance Director
Kevin Rohani, Public Works Director/City Engineer
Libby Vreonis, City Clerk
Derek Cole, City Attorney
Brent Smith, Community Development Director
Lindsey Bruno, Recreation Director
Jeri Tejeda, Human Resources Director
Felicia Escover, Assistant to the City Manager
669
21 CITY’S ORGANIZATIONAL CHART

670
22 This page intentionally left blank.
671
23 BUDGET STRATEGIES AND FINANCIAL POLICIES
The City Council provides long-term policy guidance for conducting the City’s financial activities through its Statement of Financial Policies. These strategies and policies are presented to the Council with the intent they be reviewed each year to meet the following strategic objectives:

BUDGET STRATEGIES
 Strategic focus – The City’s financial management should be strategic, reflecting the Council’s and the community’s priorities for service while providing resources that realistically fund routine operations. The City Council and Staff participate in annual strategic planning sessions which results in an updated Strategic Planning Document. The Budget is intended to implement the City’s Strategic Plan.
 Fiscal control and accountability – The City’s financial activities should be fiscally sound and accountable to the City Council through the City Manager.
 Clarity – The City’s financial planning and reporting should be clear and easy to understand so that all participants, the Council, the community and Staff can make informed decisions.
 Long-term Planning – The City’s financial planning should emphasize multi-year horizons to promote long-term planning of resource use.  Flexible and cost-effective responses – The City’s financial management practices should encourage a mission-driven organization that responds to community demands quickly and in a straight-forward manner. The City’s management should flexibly respond to opportunities for better service, proactively manage revenues and cost-effectively manage ongoing operating costs.
 Staffing philosophy – The City Council desires to retain a mix of contract and permanent staff in order to ensure a cost effective and flexible service delivery system. Annually, the City Manager will review with the City Council his/her recommendations regarding the ratio for the number of contract employees to total Staff.
672
24 The following Statement of Financial Policies includes the City’s policies, an assessment of whether the City is in compliance with each one and space for any comments or recommended changes to the policies.

STATEMENT OF FINANCIAL POLICIES

GENERAL FINANCIAL GOALS
In
Compliance? Comments
To maintain a financially viable City that can maintain an adequate level of municipal services.

Yes
To maintain financial flexibility in order to be able to continually adapt to local and regional economic changes Yes
To maintain and enhance the sound fiscal condition of
the City.

Yes

OPERATING BUDGET POLICIES
The City Council will adopt a balanced budget by June 30 of each year.

Yes
The City Manager will submit a budget calendar to the
City Council no later than January 15th of each year.

Yes
An annual base operating budget will be developed by
verifying or conservatively projecting revenues and
expenditures for the current and forthcoming fiscal year.

Yes
During the annual budget development process, the
existing base budget will be thoroughly examined to
assure removal or reduction of any services or programs that could be eliminated or reduced in cost.

Yes
Current revenues will be sufficient to support current
operating expenditures (i.e., recurring expenditures will not exceed recurring revenues). One-time or
unpredictable revenues will be used for one-time
expenditures (including capital and reserves).

Yes
Annual operating budgets will provide for adequate
design, construction, maintenance and replacement of the No Some older
Lighting and
673
25 City’s capital plant and equipment. Landscaping
District zones
do not have
sufficient
revenues to set
aside enough to
fund asset
replacements
when needed.

The purchase of new or replacement capital equipment
with a value of $50,000 or more and with a useful life of two years or more will require Council approval.

Yes
The City will project its equipment replacement needs for the next three years and will update this projection each year. From this projection a replacement schedule will be developed, funded, and implemented.

Yes
The City will avoid budgetary and accounting procedures which balance the current budget at the expense of future budgets.

Yes
The budget will include the appropriation of available but unassigned fund balances in special purpose funds.

In the Lighting and Landscaping Funds, the budget will
include an appropriation of Asset Lifecycle Replacement Program reserves in an “unassigned asset replacement
reserves” line item in each fund, equal to 25% of the
available reserve balance, up to $100,000.

Prior approval of the City Manager will be required for the assignment and/or use of these appropriations.

Yes
Yes
Yes
All recommended increased appropriations of general
purpose revenues, General Fund reserves, or that transfer appropriations between funds during the year shall be
presented to the City Council for approval. Amendments
to that are made to authorize spending of increased or
new special purpose revenues may be approved by the
City Manager.

Yes
The City will forecast its General Fund expenditures and Yes 674
26 revenues for each of the next 10 years and will update this forecast at least annually.

REVENUE POLICIES
The City will work to develop a diversified and stable
revenue system to protect it from short-term fluctuations in any one revenue source.

Yes
User fees will be adjusted bi-annually to recover the full cost of services provided, except when the City Council determines that a subsidy from the General Fund is in the public interest.

Yes
The City will seek, and with Council approval, apply for all possible Federal and State reimbursement for
mandated projects and/or programs and Federal and State grant monies for City programs and projects.

Yes
Capital improvements will be financed primarily through user fees, service charges, impact fees, or developer
agreements when benefits can be specifically attributed to users of the facility. For projects financed with debt, the fees, charges, and/or contractual payments shall be
established at a level sufficient to fund the project in its entirety, including the repayment of principal and interest on amounts borrowed. The City will consider future
operations and maintenance costs as part of each project’s financing plan and ensure that funding sources are
identified to properly operate and maintain the
improvements when constructed.

Yes

EXPENDITURE POLICIES
The City will maintain a level of expenditures which will provide for the public well-being and safety of the
residents of the community.

Yes
Purchases shall be approved as described in the City’s
Municipal Code; more specifically:

Purchases for more than $10,000 shall be supported by a Purchase Order approved by the Finance Director and
Yes
675
27 City Manager, and;
Purchases for more than $50,000 shall be approved by
City Council.

CAPITAL BUDGET IMPROVEMENT BUDGET

POLICIES
The City will make all capital improvements in
accordance with an adopted and funded capital
improvement program (CIP).

Yes
The City will develop an annual Five-Year Plan for
Capital Improvements, including sections for CIP design, development, implementation, and operating and
maintenance costs.

Yes
The City will identify the estimated capital and ongoing operations and maintenance costs, potential funding
sources and project schedule for each capital project
proposal before it is submitted to the Council for
approval.

Yes
The City will coordinate development of the annual
capital improvement budget with the development of the
operating budget. All costs for internal professional
services needed to implement the CIP will be included in the operating budget for the year the CIP is to be
implemented.

Yes
The Capital Budget will be based on the CIP, and each
project’s unused appropriations at each year-end will be automatically rolled over to the subsequent year, until the project is completed. Additions to project funding plans require Council approval. Changes that do not increase
funding levels may be approved by the City Manager.

Yes
Cost tracking for components of the CIP will be
implemented and updated quarterly to ensure project
completion within budget and established timelines.

Yes
The Council will review the pavement management
program each year at budget time and will seek to
Yes
676
28 supplement Gas Tax, Measure J, other street improvement funds, and the Street Maintenance and Rehab Fund to
adequately fund the program.

City Impact Fees shall be used to fund the direct and
indirect costs associated with capital projects identified in the City’s impact fee studies.

Yes

OTHER CAPITAL IMPROVEMENT POLICIES
Design of capital improvements shall consider long-term cost efficiency and be based on standards that minimize construction costs while assuring acceptable useful life and reduce maintenance requirements.

Yes

SHORT-TERM DEBT POLICIES
The City may use short-term debt to cover temporary or
emergency cash flow shortages. All short-term borrowing will be subject to Council approval by ordinance or
resolution.

Yes
The City may issue interfund loans in lieu of outside debt instruments to meet short-term cash flow needs. Such
loans will be permitted only if an analysis of the lending fund indicates excess funds are available and the use of these funds will not impact its current operations. The prevailing interest rate, as established by the Finance Director, will be paid to the lending fund, and such loan shall be approved by the City Council, documented by a
memorandum signed by the City Manager and filed with
the Finance Department and City Clerk.

Both the Original Budget adopted each year, and the MidYear Budget Report, will include a separate section identifying anticipated interfund loans, and the City
Council’s approval of these reports shall be approval of the interfund loans.

Yes
Yes
.

LONG-TERM DEBT POLICIES
The City will confine normal long-term borrowing to
capital improvement projects it is unable to fund from
Yes
677
29 current revenues in time to meet community needs or
where a fiscal analysis shows that a significant benefit would accrue from building sooner at current prices and at current interest rates.

When the City issues City long-term debt, it will employ a professional financial advisor to assist the City in
obtaining the best possible outcomes in terms of planning, sizing, underwriting, insuring, and presentation of the City’s plans and position to bond rating agencies and the public. The City will also employ the services of qualified bond counsel and, as appropriate, disclosure counsel.

Yes
When the City issues assessment type debt, it will work cooperatively with the project area Developers to identify an appropriate and acceptable financing team to obtain
the best possible outcomes for the City and its citizens and ensure compliance with all legal requirements.

Yes
The City projects that the Community Parks assessment
program will, over time, be sufficient to pay for ongoing costs and repay General Fund advances (loans); but that until further development occurs in the City, the General Fund may make such advances to the Community Parks
program to cover operating shortfalls. All such advances will be approved by City Council.

Both the Original Budget adopted each year, and the MidYear Budget Report will include a separate section identifying anticipated interfund loans, and the City
Council’s approval of these reports shall be approval of the interfund loans.

Yes
Yes
Where possible, the City will use special assessment
bonds, revenue bonds, or other self-supporting bonds
instead of general obligation bonds.

Yes
Proceeds of long-term debt will not be used for current ongoing operations.

Yes
The City may pledge General Fund revenues to facilitate debt; however, all debt will be supported by a dedicated revenue source identified prior to issuance that is
Yes
678
30 31expected to be sufficient to make the required debt service payments.

RESERVE POLICIES
The City will maintain General Fund Emergency reserves
at a level at least equal to 30% of General Fund operating expenditures. The primary purpose of this reserve is to protect the City’s essential service programs and funding requirements during periods of economic downturn
(defined as a recession lasting two or more years) or other unforeseen catastrophic costs not covered by the
Contingency Reserve. Should the balance in the reserve
fall below the 30% threshold, a plan to restore the level over a period of no more than five years shall be included in each proposed annual budget reviewed with the City
Council until the reserve has been returned to at least 30% of General Fund operating expenditures.

Yes The threshold
for this reserve
policy was
increased from
20% to 30%
during Fiscal
Year 2021/2022.

A Contingency Reserve will be budgeted each year for
non-recurring unanticipated expenditures or to set aside funds to cover known contingencies with unknown costs.

Yes
The level of the Contingency Reserve will be established as needed but shall not be less than 2% of General Fund operating expenditures.

Yes
The City will establish an account to accumulate funds to be used for payment of accrued employee benefits for
terminated employees. At each fiscal year end, the
accumulated amount in the reserve shall be adjusted to
equal the projected payout of accumulated benefits
requiring conversion to pay on retirement for employees then eligible for retirement. (This is so there are funds to pay out accumulated benefits requiring conversion to pay on termination).

The City Manager may release and appropriate funds
from this reserve during the year, but solely for terminal pay expenditures.

Yes
Yes
Claims Reserves will be budgeted at a level which,
together with purchased insurance, adequately protects
Yes
679
31 the City. The City will maintain a reserve of two times its deductibles for those claims covered by the insurance
pool of which the City is a member (currently the
Municipal Pooling Authority of Northern California). In addition, the City will perform an annual analysis of past claims not covered by the pool and reserve an appropriate amount to pay for uncovered claims.

The City had previously established a Street Maintenance Reserve Fund for the accumulation of funds for the longterm maintenance of the City’s streets. In Fiscal Year 2021-2022, that title is being changed from “Reserve” to “Rehab” as these funds will be used on projects, rather than being set aside. The amounts transferred into this Fund will be used to augment the City’s Gas Tax,
Measure J, and other street improvement revenues in
completing street maintenance and improvement projects.

City staff has recognized that we are not able to keep up with the $7 million of costs that are necessary to maintain the streets to the level that we desire, much less establish a reserve that is sufficient to pay for the next 3 years’ anticipated maintenance. Therefore, this unrealistic
Reserve policy was abandoned, beginning in Fiscal Year
2021-2022.

Yes
The City established a Vehicle and Equipment
Replacement Reserve Fund for the accumulation of funds
for the replacement of worn and obsolete vehicles and
other capital equipment. Beginning in Fiscal Year 2021- 2022, that reserve will be split into two separate funds, Fund 501 for Fleet Vehicle Replacements and Fund 503 for IT Equipment Replacements. Adequate funds shall be set
aside in each fund to ensure that funds are available for asset replacement at the end of the assets’ life cycles.

Yes
The City will seek to build and maintain a Facilities
Maintenance Capital Asset Reserve for capital costs
associated with the maintenance of all City building
facilities. The reserve will be maintained at a level at least equal to projected five-year facilities maintenance capital No We do not have
a 5-year reserve
built up at this
time. We plan
to establish a
new Internal
680
32 costs. Services Fund
for that purpose
in 2023-2024.

Each year-end, until fully funded, all revenues in excess of expenditures in each landscaping district zone, shall increase the funds’ capital asset lifecycle replacement reserve. Each zone’s operating budget shall consider
annual capital/asset lifecycle replacement needs
Yes
The City will seek to build and maintain a Storm Drain
Depreciation Reserve for costs associated with the major maintenance and capital improvement costs included in
the Storm Drain program budget. The minimum reserve
level will be 50% of the costs projected over the next five years.

No With existing
revenues, such a
reserve is not
feasible. We will
revisit this in
2023-2024.

The City will establish a Reserve for Qualifying
Expenditures and will transfer into it from current
revenues all amounts necessary to ensure compliance
with Gann Limit provisions. These funds will be used
solely to pay for Gann Limit excludable capital
expenditures. To qualify, they must be for assets having a value greater than $100,000 and having a useful life of at least 10 years.

Yes

INVESTMENT POLICIES
The City Manager and Finance Director will annually
submit an investment policy to the City Council for
review and adoption and shall provide the Council with
quarterly investment reports.

Yes
The Finance Director will invest the City’s monies in
accordance with applicable laws and adopted investment
policies and direct the investment of bond or note monies on deposit with a trustee or fiscal agent in accordance with the applicable indenture or issuance documents.

Yes
The City will maintain liquid assets at a level sufficient to pay at least six months operating expenses. Yes
681
33 ACCOUNTING, AUDITING & FINANCIAL

REPORTING POLICIES
The City’s accounting and financial reporting systems will be maintained in accordance with generally accepted
accounting principles and standards of the Governmental Accounting Standards Board.

Yes
A capital asset system will be maintained to identify all City assets, their condition, historical and estimated
replacement costs, and useful life. All equipment with a cost of $5,000 or more and a useful life of more than two years, and all buildings, improvements and infrastructure with a cost of $50,000 or more and a useful life of more than two years will be capitalized and included in the
system. While asset purchases and disposals will be
tracked and accounted for each year, unless otherwise
needed, vehicles and office equipment will be inventoried and infrastructure assets will be subject to an internal audit, every 3 years on a rotating cycle, with each
category reviewed in turn.

Yes
Fixed Assets shall be accounted for using the following useful lives:

Buildings – 40 years
Improvements – 5-15 years
Machinery & Equipment – 5 years
Vehicles – 5 years
Roadways:

Streets (Includes Pavement, Sidewalk, Curb & Gutters,
Trees & Signs) – 7-40 years
Traffic Signals – 25 years
Street Lights – 40 years
Bridges – 100 years
Parks & Recreation:

General Improvements – 25 years
Specialty features – 10 years
Yes
The Finance Department will prepare monthly reports for the City Manager and Department Heads so that they
may effectively evaluate their financial performance.

Yes
682
34 A Mid-Year Budget Review, assessing the status of both operating and capital activities and recommending
appropriate mid-year adjustments, will be submitted to
the City Council and made available to the public in
February each year.

Yes
An annual audit will be performed by an independent
public accounting firm with the subsequent issue of an
official Comprehensive Annual Financial Report,
including an audit opinion.

Yes
Full and continuing disclosure will be provided in the
City’s financial statements and bond representations.

Yes
The City will build and maintain a good credit rating in the financial community.

Yes

GRANT FUNDING POLICIES
The City will remain current on available local, state, and federal grant funding and seek to make the most of grant opportunities for both operations and capital projects.

Yes
The City will establish accounting procedures to support the tracking of grant funds and their use and for the
timely administration of grant programs.

Yes
Grants that the City makes to others will be such that the City retains control of funds sufficient to ensure their use is consistent with grant specifications. This is expected to be accomplished by limiting grant disbursements to
reimbursements or for the City to pay agreed upon costs directly on behalf of the Grantee, all of which should be outlined in a grant agreement approved by the Council.

Yes

HUMAN CAPITAL INVESTMENT POLICIES
The City will invest in its employees by maintaining a
compensation structure that is based on market norms,
considers internal alignment and equity among various
groups of employees, supports and recognizes innovation and exceptional performance, and fosters teamwork
within the organization.

Yes
683
35 APPROPRIATIONS CONTROL
In addition to the Statement of Financial Policies above, the Council has established the following policy regarding Appropriations Control:

Appropriations requiring Council action are:
 Appropriation of reserves, except asset replacement or accrued benefits reserves  Transfers between funds
 Appropriations of any unassigned revenues (unassigned revenues are those revenues that are not associated with a particular business or service unit) Appropriations requiring City Manager action are:
 Transfer within a fund or department
 Appropriation of unbudgeted assigned revenues – assigned revenues support a specific business or service unit and allow expansion or contraction of that unit in response to demand.
 Appropriation of asset replacement reserves, accrued benefits reserves and unassigned balances in special purpose funds.

Appropriations of fiscal resources are approved by the City Council and managed by the City Manager.
684
36 This page intentionally left blank.
685
37 BUDGET SCHEDULE
FY 2022-2023
Date Function
February 11 2022-2023 Budget Instructions Distributed
February 15 Strategic Planning Session
February 22 Fiscal Year 2022-2023 Midyear review with City Council Week of February 21
Finance Available for Budget System Training to anyone needing assistance.

February 14 Department Head Strategic Planning Session
Week of March 7 City Manager Discussions with DH’s Individually, as needed March 10 Strategic Planning Session
March 11
2022-2023 Department Goals due to City Manager & Finance Director 2022-2023 Operating Budgets due to Finance Director
2022-2023 Final CIP Requests due to City Engineer
March 14 – 22 Finance & Engineering Review Period
March 31 Strategic Plan Session
April 4 – 8 City Manager Review Period
April 8
Fiscal Year 2021-2022 Draft Departmental Accomplishments Due to City Manager & Finance Director
April 11-14 City Manager Review with Department Heads individually, as needed April 12 City Council, Staff and City-Wide Strategic Planning Session April 15 Fiscal Year 2021-2022 Final Departmental Accomplishments Due to City Manager & Finance Director
April 18 – 26
Preparation and Final City Manager Review of Proposed Budgets, CIP and Presentations
April 30 – May 7 Production and Distribution of Proposed Budget and CIP to Council and Staff
May 10 Budget Work Session
June 14 2022-2023 Public Hearing and Budget Adoption
The development of the Fiscal Year 2022-2023 Proposed Budget included four City Council/Staff Strategic Planning Sessions. The two sessions that were held at City of 686
38 Oakley Recreation Center on February 15th and March 10th were open to the public and considerable input was provided from the members of the community who were in attendance at those meetings, which were not live-streamed. The two meetings that were held at City Hall on April 12th for the adoption of the Strategic Plan 27+ and on April 26th for the presentation of the Strategic Plan 27+ were also open to the public and were live-streamed. A survey was also sent out to citizens of Oakley regarding their priorities for the Strategic Plan 27+ and for the City of Oakley Fiscal Year 2022-2023 Budget. The input that we received was incorporated into this budget as well.

The strategic plan is available on the City’s website and can be accessed at https://www.ci.oakley.ca.us/city-meetings/strategic-plan/ 687
39 CITY-WIDE BUDGET OVERVIEW
As can be seen in the Proposed All Funds Summary on the following pages, the Citywide projected revenues for Fiscal Year 2022-2023 amount to just over $62.7 million, with projected expenditures of nearly $71.4 million. The Citywide expenditures are comparable to the Fiscal Year 2021-2022 Adopted Budget of just over $71 million.

However, the projections for funding for the American Rescue Plan Act were approximately $3 million higher than the first tranche of funding that came in during Fiscal Year 2021-2022. Rather than receiving $8 million of ARPA funding, the City will be receiving $10,177,000 in total, with half being received in Fiscal Year 2021-2022 and the other half arriving in July of Fiscal Year 2022-2023. Just over $5 million of ARPA funds were appropriated for expenditure in Fiscal year 2021-2022, and $1.1 million are included in Fiscal Year 2022-2023. We are estimating the total City-wide available resources to be $34,128,916 at the beginning of Fiscal Year 2022-2023 and $30,777,578 at the end of the fiscal year.

The Budget includes the appropriation of unassigned balances in special purpose funds so they can be assigned if needed during the year; although in the landscaping district funds, available resources appropriated for unanticipated asset replacements or remediation are shown in the appropriation of available asset replacement reserves pursuant to City policy.

General Fund resources excludes the value of real estate held, which on June 30, 2022 is estimated to at roughly $3.6 million. General Fund activity on this schedule also excludes interagency and economic development loan activity, which are required by City policy or approved separately by the City Council.

Since all revenues in excess of expenditures at year-end in the landscaping and community service district funds are added to each Fund’s reserves for asset replacement, the estimated available resources on July 1, of each year are $0, unless the reserve is fully funded.

Appropriations from a prior year capital project will roll into the new fiscal year, as with all capital project appropriation, per City policy. Otherwise, the beginning of the year available resources in these funds will be $0.
688
40 The amounts shown in the appropriation of asset replacement reserves are included in the recommended expenditures. These reduce the amount of replacement reserves available for appropriation for unanticipated replacement or remediation activities.

The Successor Housing Agency fund accounts for assets of the former Oakley Redevelopment Agency and loan repayments restricted to low and moderate income housing projects.
689
41 PROPOSED ALL FUNDS SUMMARY
690
42 PROPOSED ALL FUNDS SUMMARY (continued)
Please note that the total for the All Fund Summary differs from the Revenue Summary by Fund and Expenditure summary by Fund, due to transfers between funds, which can be recorded as revenue to some funds and expenditures to other funds but zero out in total, as can be seen in the All Funds Summary, above. 691
43 REVENUE SUMMARY BY FUND
692
44 REVENUE SUMMARY BY FUND (Continued)
Please note that the total for the All Fund Summary differs from the Revenue Summary by Fund and Expenditure summary by Fund, due to transfers between funds, which can be recorded as revenue to some funds and expenditures to other funds but zero out in total, as can be seen in the All Funds Summary.
693
45 EXPENDITURE SUMMARY BY FUND
694
46 EXPENDITURE SUMMARY BY FUND (Continued)
Please note that the total for the All Fund Summary differs from the Revenue Summary by Fund and Expenditure summary by Fund, due to transfers between funds, which can be recorded as revenue to some funds and expenditures to other funds but zero out in total, as can be seen in the All Funds Summary.
695
47 2022-2023 Position Allocation Summary
696
48 2022-2023 Position Allocation Summary (Continued)
697
49 EMPLOYEE BENEFITS
Defined Benefit Retirement Plan - The City participates in the California Public Employees’ Retirement system (CalPERS) and provides the following benefit formulas, with the formula designation depending on the hire date and prior CalPERS service of the employee:

Miscellaneous Employees
 Classic Tier 1: 2.5% @ 55, highest single year, if hired before October 18, 2010  Classic Tier 2: 2.0% @ 60, highest single year, if hired on or after October 18, 2010  PEPRA Tier 3: 2.0% @ 62, average 3-year final compensation, if hired on or after January 1, 2013
Safety
 PEPRA 2.7% @ 57, average 3-year final compensation, all sworn personnel For employees that are currently active in CalPERS, the City does NOT participate in Social Security, except for the mandatory 1.45% payroll deduction for Medicare.

Health and Welfare – City offers numerous plans including both HMO and PPO plans with the City currently providing up to $1,835 per month for family coverage or up to $1,235 for employee only coverage to be used toward the premium for health insurance coverage. If an employee has existing group coverage, they can receive $400 as cash-inlieu. Dental and Vision coverage for employee and family is paid for by the City.

Medical Trust – Safety employees receive a contribution of $450 per month toward their Medical Trust with Peace Officers Research Association of California (PORAC).

Deferred Compensation – 457 and 401a plans available, including a City match of employee’s contributions (up to 1% of base salary) for miscellaneous employees.

Holidays – 14 scheduled holidays
Vacation – Accrual of 80 hours per year initially and incrementally increasing up to 200 hours per year after 15 years of service (accrued with each pay period).

Administrative Leave – 96 hours per year
698
50 Sick Leave – 12 days accrued each year (accrued with each pay period).

Life Insurance - If an employee’s death occurs while covered under this plan, the employee’s designated beneficiary/ies will receive a benefit of $100,000. The City of Oakley pays for this benefit premium. Additional life insurance benefit amounts (over the $100,000) are available, but premiums are paid for solely by the employee.

Long Term Disability – City paid plan - Long Term Disability Insurance provides you with income protection in the event of a disability. The plan pays 2/3’s of your salary up to a maximum monthly benefit of $6,666. If you are eligible for income from other sources, such as Social Security and/or Worker’s Compensation, LTD benefits are adjusted so that the maximum monthly benefit you receive from all sources does not exceed 2/3’s of pre-disability earnings. The elimination period is 90 days with a duration for benefits paid up to age 65. The City of Oakley pays for your coverage offered through The Standard. Sworn Police personnel have employee-paid disability insurance through the Peace Officers Research Association of California (PORAC).

Flexible Spending Accounts – Tax deferred options for dependent care, health care, and commuter expenses is offered.

Wellness – Gym or physical fitness premiums for employee only can be reimbursed, up to $35 per month.

Tuition Reimbursement – Employees have up to $2,500 per fiscal year available to cover tuition and book costs to continue their education at an institution accredited by the Western Association of Schools and Colleges.
699
51 GENERAL FUND BUDGET OVERVIEW
The Proposed General Fund Operational Budget for Fiscal Year 2022-2023 is balanced, with $29,277,108 of revenues and $28,311,774 of recurring expenditures, net of $5,976,000 of non-recurring Transfers Out. Of the $8,080,000 of Transfers Out proposed for Fiscal Year 2022-2023, $2,104,000 is considered recurring, including $2,000,000 for Street Maintenance and Repairs. Total proposed General Fund Expenditures, including Transfers Out, amount to $34,287,774 and exceed projected revenues by $5,010,666.

As depicted in the chart above, total General Fund revenues have tended to exceed expectations and exceed total expenditures from Fiscal Years 2017-2018 through 2020- 2021. With substantial contributions into capital projects for both Fiscal Year 2021-222 and 2022-2023, expenditures are expected to exceed revenues, due to the planned spend-down of fund balance.
700
52 GENERAL FUND PROPOSED BUDGET
FISCAL YEAR 2022-2023
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Actual Actual Actual Actual Estimated Proposed
Property Taxes $ 6,088,264 $ 6,657,245 $ 7,206,055 7,683,832 8,210,000 8,449,000 Sales Tax 1,825,960 2,040,960 2,183,052 2,485,023 2,800,000 2,800,000 Franchise Taxes 1,719,302 1,773,997 1,893,515 2,043,872 2,068,000 2,162,000 Other Taxes 535,864 686,655 635,353 606,518 835,000 785,000 Total Taxes 10,169,390 11,158,857 11,917,975 12,819,244 13,913,000 14,196,000 Interfund Charges for Services 7,059,302 7,884,541 8,530,263 8,350,135 9,016,450 10,638,108 Developer Fees 2,272,856 1,365,782 2,059,111 4,700,723 3,177,500 3,177,500 Intergovernmental Revenues 358,352 383,270 434,484 999,829 505,600 412,600 Business Licenses 158,743 159,586 148,066 190,154 155,000 155,000 Other Revenue 841,446 620,861 781,616 425,943 461,298 397,900 Other Financing Sources 106,736 373,412 357,935 356,355 150,000 300,000 Total Revenue 20,966,825 21,946,310 24,229,450 27,842,384 27,378,848 29,277,108 Expenditures:

Animal Control 238,438 251,726 266,521 273,294 288,310 341,874 City Council 62,960 66,166 63,167 62,620 172,429 125,732 City Clerk 306,309 352,239 345,831 375,251 380,217 516,486 City Attorney 286,147 331,730 293,448 314,944 486,533 458,279 City Manager 490,006 538,414 585,531 585,769 617,102 747,831 Community Outreach 123,573 122,630 123,538 155,044 168,624 - Finance 681,537 722,616 832,204 807,782 901,722 975,488 Human Resources 287,586 229,900 276,394 386,264 669,751 707,995 Building Maintenance 46,488 77,994 105,777 111,208 271,119 554,278 IT 300,777 300,699 293,120 297,023 340,615 342,906
Non Departmental (378,639) (281,951) 816,980 568,754 (119,308) - Economic Development 252,315 269,248 259,039 186,705 195,549 270,735 Building & Code Enforcement 900,323 1,026,471 1,052,987 1,125,697 1,432,876 1,482,790 Police 9,270,442 9,782,881 9,796,066 9,751,044 11,476,309 13,706,480 Planning 438,316 478,739 638,980 686,134 1,056,219 1,033,744 Public Works 2,508,295 2,836,525 2,520,069 2,721,894 3,775,750 3,938,222 Recreation 547,966 692,661 659,390 590,125 852,904 1,004,934 Transfers Out 2,997,356 3,594,073 3,356,000 2,609,222 6,260,000 8,080,000 Total Expenditures 19,360,195 21,392,761 22,285,042 21,608,774 29,226,721 34,287,774 Net Revenue (Expense) 1,606,630 553,549 1,944,408 6,233,610 (1,847,873) (5,010,666) Beginning Fund Balance 14,485,806 16,092,436 16,645,985 17,860,393 24,094,003 22,246,130 Disposition of Land Held (730,000)
Reserved Fund Balance 8,786,828 9,029,998 11,263,438 11,465,822 11,754,828 7,129,459 Unassigned Fund Balance 7,305,608 7,615,987 6,596,955 12,628,181 10,491,302 10,106,005 Total Ending Fund Balance 16,092,436 16,645,985 17,860,393 24,094,003 22,246,130 17,235,464 701
53 OVERALL ANALYSIS OF GENERAL FUND

REVENUES
Overall General Fund revenues for Fiscal Year 2021-2022 are estimated to come in about $583,000 or 2.1% lower than actual Fiscal Year 2020-2021 revenues, totaling just under $27.3 million in 2021-2022 and just over $27.8 million in 2020-2021. This decrease is primarily due to decreased Developer Fee projections in Fiscal Year 2021-2022 compared to Fiscal Year 2020-2021. Fiscal Year 2022-2023 revenues are projected to be $29.3 million, which is about $2.0 million or 7.4% higher than total estimated Fiscal Year 2021-2022 revenues. This increase is primarily due to higher projections of approximately $1.6 million more for Interfund Charges for Services, $239,000 more for Property Taxes and $206,000 more for Interest Income. The impacts that COVID-19 would have on the global economy and on the City’s General Fund revenues were uncertain when we prepared our Fiscal Year 2021-2022 Budget and there continues to be uncertainty about the future of COVID-19 as we prepare the Fiscal Year 2022-2023 Budget. However, while many families have suffered a great deal and lives have been lost due to COVID-19, the City of Oakley as on organization has not suffered significant revenue losses – especially compared to other cities. General Fund revenues have continued to increase, thus far throughout the pandemic. In addition, the City of Oakley stands to receive a total of $10,177,190 from the federal government through the American Recovery Plan Act (ARPA), half of which was received in Fiscal Year 2021- 2022, with the balance expected to be received in July of 2022. Early legislation had provided limited eligible expenditure options for the City of Oakley because we had not suffered an economic loss during the COVID-19 Pandemic. Fortunately for the City, legislation commonly referred to as the Final Rule allowed cities to claim a standard economic loss of up to $10 million (not to exceed their total allocation), whether cities had suffered and actual economic loss or not. That $10 million can be used to provide government services, while the balance over $10 million is subject to certain eligibility limitations. The City of Oakley will use the $177,190 in excess of $10 million to reimburse the City’s General Fund in Fiscal Year 2021-2022 for a portion of the special COVID sick leave that has been paid out during the pandemic. The other $10 million will be accounted for in and expended on governmental services, as directed by the City Council, out of a separate fund (Fund 120). Although this $10 million will not be run through the General Fund, it will definitely help the City of provide many governmental services that would typically rely on the General Fund for funding. 702
54 MAJOR REVENUE SOURCES
As can be seen in the graph below, the City’s largest projected General Fund Revenues for Fiscal Year 2022-2023 are Interfund Charges and Property Taxes. Those two revenue sources are projected to bring in 65% of General Fund Revenues. Combined, Sales Tax and Developer Fees make up another 21% of projected General Fund revenues.

Franchise Fees and Other Revenues and Taxes make up the remaining 14%, with each comprising 7% of the General Fund revenue projections. Each of these revenues are discussed in further detail, on the following pages.

Proposed General Fund Revenues
Fiscal Year 2022-2023
703
55 INTERFUND CHARGES FOR SERVICES
Interfund Charges for Services is the largest revenue source for the City of Oakley.

More than 36% of total projected Fiscal Year 2022-2023 General Fund revenues are made up of these cost recoveries for activities funded by impact fees, developer application fees, special taxes, assessments and other special purpose revenues. For Fiscal Year 2022-2023, estimated Interfund Charges total approximately $7.4 million for Police Services, $1.3 million for Engineering Services, $1.0 million for Parks Maintenance Services, $404,000 for Public Works Maintenance, $350,000 for Contractors, and $163,000 in total for Legal, Planning and Other Services. Total Interfund Charges are projected to increase by more than $1.6 million or 18% in Fiscal Year 2022-2023, up to $10,638,000, compared to an estimated $9,016,000 in Fiscal Year 2021-2022. 704
56 PROPERTY TAXES
The City receives two significant types of property taxes: 1) the City’s share of 1% Property Taxes collected by the County; and 2) Property Tax In Lieu Of Vehicle License Fees. Both are driven primarily by changes in assessed values. Estimates for fiscal year 2022-2023 anticipate an increase of 3% in citywide assessed values. The budget includes projected 1% Property Taxes of $4,350,000 and Property Taxes In Lieu Of Vehicle License Fees of $4,099,000. A 3% increase is considered to be a conservative projection, as these revenues have increased by at least 6% and as much a 9% year over year, since Fiscal Year 2017-2018.
705
57 SALES TAX
The City receives a share of sales taxes where the point of sale is located in the City.

While the City does not yet have a large commercial base, business activity is expected to grow over time and these revenues will increase. For fiscal year 2022-2023, the estimated Sales Tax revenues are $2,800,000, which is level compared to estimated 2021- 2022 Sales Tax revenues. The City utilizes the services of HdL Companies for our Sales Tax projections.
706
58 INTERGOVERNMENTAL REVENUES
The City receives revenue from various other governmental agencies in the form of grants, motor vehicle tax, school resource officer reimbursements, vehicle abatement, recycling grants and administrative charges. For Fiscal Year 2021-2022 total Intergovernmental Revenues are $412,600, with is about $93,000 or 18.4% less than is projected for Fiscal Year 2021-2022. The decrease is due primarily to no Planning Grant revenue being projected for Fiscal Year 2022-2023, whereas $110,000 of Planning Grant revenue was budgeted for Fiscal Year 2021-2022.

707
59 FRANCHISE FEES
The City collects Utility Franchise Fees related to pipelines, electricity, cable and garbage. Total estimated Franchise Fees for Fiscal Year 2021/2022 are $2,068,000, with $22,000 from pipelines, $340,000 from electricity, $500,000 from cable, and $1,206,000 from Garbage Franchise Fees. For Fiscal Year 2022-2023, we are budgeting $1,300,000 from Garbage Franchise Fees, which is consistent with rate increases that were submitted by Mt. Diablo Resource Recovery (MDRR). This rate increase was approved by the City Council in March of 2022 and was necessitated by Senate Bill (SB) 1383, Short-lived Climate Pollutants Reduction, as enacted in 2017. SB 1383 establishes targets to reduce the statewide disposal of organics by 75% by 2025 and is the most significant waste reduction mandate adopted in California in the last thirty years. It requires that each jurisdiction redefine and develop methods for managing, tracking, regulating, procuring organics, and more. For Franchise Fees related to pipelines, electricity, and cable, we are using the same figures that are estimated for Fiscal Year 2021-2022. 708
60 OTHER TAXES
In addition to the above-mentioned Taxes, the City collects a Transient Occupancy (Hotel) Tax, Property Transfer Taxes, and Business License Taxes, which are all grouped into the category of “Other Taxes”. For Fiscal Year 2022-2023, total Other Taxes are estimated to be approximately $785,000, which is $50,000 less than estimated for Fiscal Year 2021-2022 and $12,000 less than Fiscal Year 2020-2021 actual revenues. These projections for Fiscal Year 2022-2023 may be slightly low. However, with the potential for COVID-19 to ramp back up and create further reductions in Transient Occupancy Tax and Business Licenses and with other concerns related to rising interest rates, inflation, and their potential impact on the housing market, staff did not want to overestimate these revenues. 709
61 DEVELOPMENT FEES
Development Fees consist primarily of building permit, plan review, and administrative fees. For Fiscal Year 2020-2021 was a stellar year, with total actual Development Fees of $4,701,000, up 128% from $2,059,000 in Fiscal Year 2019-2020. This large increase was due to record home sales resulting from record low interest rates and people moving from big cities to more rural communities, because more people were able to work remotely since the onset of the COVID-19 Pandemic. Although the housing market has continued to be strong, estimated Development Fees for Fiscal Year 2021-2022 total $3,178,000 or 32% less than Fiscal Year 2020-2021. Projected Development Fees for Fiscal Year 2022-2023 total $3,206,000, which is 0.9% more than is estimated for Fiscal Year 2021-2022. As mentioned in the City Manager’s Budget Message, as of June 1, 2022, the City had issued building permits for 276 single family homes and 170 apartment units in Fiscal Year 2021-2022. The Fiscal Year 2022-2023 Budget projections for Development Fees are based on the addition of 220 single-family housing units, 40 multi-family units and some new non-residential construction.
710
62 This page intentionally left blank
711
63 General Fund Expenditures
Department
Salaries &
Benefits
Services &
Supplies
Capital
Outlay
Transfers
Out Total
Animal Control 341,874 341,874
City Council 30,532 95,200 125,732
City Clerk 391,353 125,133 516,486
City Attorney 32,673 425,606 - 458,279
City Manager 537,601 210,230 747,831
Community Outreach - - -
Finance 732,251 242,237 1,000 975,488
Human Resources 476,223 231,772 - 707,995
Building Maintenance 191,130 363,148 554,278
Information Technology 227,444 115,462 342,906
Non Departmental 829,821 (829,821) - -
Economic Development 139,077 131,658 270,735
Building Permit 526,217 572,779 1,098,996
Code Enforcement 287,271 96,523 383,794
Police 9,531,796 3,970,684 204,000 13,706,480
Planning 576,495 457,249 1,033,744
Engineering 1,012,692 1,124,265 21,450 2,158,407
Public Works Maintenance 259,455 384,696 105,000 749,151 Recreation 558,812 446,122 1,004,934
Parks 773,231 223,433 34,000 1,030,664
Transfers Out 8,080,000 8,080,000
Total 16,886,630 8,840,232 480,912 8,080,000 34,287,774

49.2% 25.8% 1.4% 23.6% 100.0%
As can be seen above, total General Fund expenditures for Fiscal Year 2022-2023 amount to $34,287,774, including $8,080,000 of Transfers Out. As mentioned earlier, $2,104,000 of the Transfers Out is considered to be recurring transfers out and the remaining $5,976,000 is considered to be non-recurring or one-time costs. 712
64 Salaries and Benefits accounts for 49.2% and Services and Supplies account for 25.8% of the General Fund Budget expenditures. The breakout of expenditure by type, as percentages of the Budget, can be seen in the chart below. Transfers Out as a percentage of Budget are much higher than usual, with $8,080,000 of Transfers Out being budgeted in Fiscal Year 2022-2023, compared to $6,260,000 estimated for Fiscal Year 2021-2022 and the average for the prior four fiscal years averaging about $3.1 million. This larger than usual level of Transfers Out also creates a sizable reduction in the percentages for the other types of expenditures. As an example, if only $3.1 million of Transfers Out were projected for Fiscal Year 2022-2023, Salaries and Benefits would comprise 57.6% and Service and Supplies would make up 30.1% of the Budget. These large amounts of transfers for Fiscal Year 2022-2023 are only possible because reserves have been built up over time to be used for these purposes. Expenditures by department can be seen on the following page.
713
65 As depicted in the chart below, the Police Department Budget makes up 40% and Public Works makes up about 11.5% of the General Fund Budget. Transfers makes up 23.6% of Proposed General Fund Expenditures, and each of the remaining departmental budgets are 10% or less of the Proposed General Fund Budget.

By comparison, the Amended Fiscal Year 2021-2022 General Fund Budget includes expenditures of $29,226,722, with $6,260,000 of Transfers Out. The Proposed 2022-2023 Budget reflects an increase of $5,061,023 or 17.3% of total expenditures, primarily due to the substantial increase in one-time capital improvement projects being proposed in Fiscal Year 2022-2023 compared to Fiscal Year 2021-2022.

PROPOSED GENERAL FUND EXPENDITURES
Fiscal Year 2022-2023
714
66 This page intentionally left blank
715
67 DEPARTMENT DETAIL
The following pages review each of the proposed Department budgets with a summary discussion of program description, staffing, and objectives for fiscal year 2021-2022:

ANIMAL CONTROL
Program Costs and Revenues
The City contracts with Contra Costa County for Animal Control services. The costs are funded entirely by General Fund revenues.

Program Description
Animal control services patrol the City’s streets and respond to public health and safety calls concerning animals in the City. The County Animal Services Department provides the service and access to its animal shelter facility in Martinez.

Staffing Summary
The County Animal Services Department provides all staffing for an annual per capita charge. There is no City staff allocated to this function.

Program Changes
There are no significant program changes for fiscal year 2022-2023. Last year, County Animal Services had advised of significant cost increases to start in Fiscal Year 2022- 2023. Those increases are resulting in a $53,564 or 18.6% total increase from $288,310 to $341,874 for Fiscal Year 2022-2023, with per capita rates increasing from $6.79 to $7.97. 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Actual Actual Actual Actual Estimated Proposed
$238,438 $251,726 $266,521 $273,295 $288,310 $341,874

ANIMAL CONTROL
716
68 This page intentionally left blank.
717
69 CITY COUNCIL
Program Costs and Revenues
The City Council’s costs are funded entirely by General Fund.

Program Description
The Council is the legislative body of the City, in essence the City’s “Board of Directors.” The Council establishes the City’s laws and policies and provides direction to the City Manager to implement them.

Staffing Summary
The City Council is comprised of five elected members, each for a four-year term. The City Manager, who directs the day-to day operations of the City, and the City Attorney, are accountable directly to the Council.

Program Changes
The City Council program remains relatively unchanged for fiscal year 2022-2023, with the $100,000 budgeted in Fiscal Year 2021-2022 for consulting fees related to services for setting up City Council districts and $50,000 proposed for other consulting services in Fiscal Year 2022-2023.
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Personnel Services $30,682 $30,806 $30,327 $30,637 $31,979 $32,932 Services 31,290 33,307 31,797 31,064 138,450 92,700
Supplies 988 2,053 1,043 919 2,000 3,250
Total $62,960 $66,166 $63,167 $62,620 $172,429 $128,882

CITY COUNCIL
STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Mayor 1.00 1.00 1.00 1.00 1.00 1.00
Vice-Mayor 1.00 1.00 1.00 1.00 1.00 1.00
Council Members 3.00 3.00 3.00 3.00 3.00 3.00
Total 5.00 5.00 5.00 5.00 5.00 5.00

CITY COUNCIL MEMBERS
718
70 This page intentionally left blank.
719
71 720
72 CITY CLERK
Program Costs and Revenues
All City Clerk costs are part of City Administration. Revenue is generated for the General Fund through the passport acceptance program.

Program Description
The City Clerk’s Office coordinates the distribution of meetings packets for the City Council, the City Council Acting as the Successor Agency to the Redevelopment Agency and Public Financing Authority, records the proceedings of those meetings and processes approved documents such as resolutions, ordinances, minutes and contracts; maintains the City Seal; coordinates municipal elections; advertises and coordinates City Council appointments; maintains and protects the official records of the City; coordinates the records management program; maintains the Municipal Code; administers the Fair Political Practices Commission’s regulations; maintains Statements of Economic Interest and Campaign Disclosure Statements submitted by public officials and staff; processes claims against the City; receives and opens sealed bids for public projects; provides a passport acceptance agent and notary services.

Staffing Summary
The City Clerk is assigned to work in both the City Clerk and City Attorney Offices, with approximately 85% of her time serving as City Clerk. The City Clerk’s Office also has one Records Management Clerk and two part-time receptionists.

Program Objectives
 Continue to participate in the State Department‘s Passport Acceptance Agents Program;  Continue to coordinate implementation of records destruction procedures in accordance with the City’s Records Retention Schedule, including at least one records “purging day”;
 Continue to implement the citywide records scanning program;  Continue to refine internal processes to improve the function of the City Clerk’s office;  Provide electronic agenda packets for City Council, City Council Acting as the Successor Agency to the Redevelopment Agency and Public Financing Authority meetings and to accomplish all meeting follow-up activities in a timely manner; 721
73  Coordinate General Municipal Election
 Continue to process claims for damages against the City;  Continue to receive bids and participate in bid openings for public projects;  Continue to process appeals for Administrative Citations;  Continue to assist elected officials and staff with their filing obligations under the State’s regulations and the City’s Local Conflict of Interest Code;  Continue to identify and implement cost-saving measures within the department;  Make public information accessible through the City’s website.

Program Changes
There are no proposed program changes for fiscal year 2022-2023. 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Personnel Services $257,975 $278,027 $287,732 $288,703 $317,505 $391,353 Services 47,964 73,992 57,883 101,544 61,412 123,533
Supplies 370 220 216 1,300 1,300 1,600
Total $306,309 $352,239 $345,831 $391,547 $380,217 $516,486

CITY CLERK
STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 City Clerk/Paralegal 0.70 0.70 0.70 0.70 0.70 0.85
Deputy City Clerk 0.00 0.00 0.00 0.00 1.00 1.00
Office Assistant 0.00 0.00 0.00 0.00 1.00 1.00
Records 1.00 1.00 1.00 1.00 0.00 0.00
Receptionists 1.07 1.07 1.07 1.07 0.00 0.00
Administrative
Assistant 0.00 0.00 0.00 0.00 0.00 0.75
Total 2.77 2.77 2.77 2.77 2.70 3.60

CITY CLERK STAFFING
722
74 723
75 724
76 CITY ATTORNEY
Program Costs and Revenues
The City Attorney’s costs shown in the General Fund are part of City Administration.

A portion of the department costs are expected to be recovered through inter-fund charges to development services and redevelopment related funds.

Program Description
The City Attorney works closely with the City Manager and his staff to carry out the Council’s goals. The City Attorney directs and manages the work of the City Attorney’s Office. The City Attorney’s Office provides legal services, advice, and representation to the Mayor, City Council, City Manager, and City departments.

The City Attorney’s Office represents the City’s interest in lawsuits filed against or on behalf of the City, its officers, employees, and agencies in administrative venues, before boards and commissions, and in the state and federal court system. The City Attorney’s Office assists in the investigations of claims for damages filed against the City and defends the City’s interests when necessary.

The City Attorney’s Office similarly provides legal advice in the areas of land use, personnel, elections, conflicts of interest, and economic development, among others.

Services include drafting and reviewing contracts, ordinances, resolutions, and other documents, as well as legal research. The City Attorney also provides counsel to and attends meetings of the City Council, and special committees (as required).

Staffing Summary
The City contracts for City Attorney services and employs a full time paralegal. The paralegal is assigned to work in both the City Attorney and City Clerk Offices, with approximately 30% of her time serving as a paralegal.

Program Objectives
 Assist with code enforcement, recovery of damage to City property, amortization of nonconforming uses, and related redevelopment efforts.  Assist with major public works projects and advising staff on acquisition of necessary right-of-ways.
 Manage the City’s outside counsel and assist in various litigation matters.  Review and update the Municipal Code, as needed.
725
77  Assist staff on legal issues related to land use and development throughout the City.
 Promptly advise each department of legal implications of proposed actions and of permissible alternatives when legal restrictions arise.  Administer the City Attorney’s Office in a cost-effective manner.  Participate in existing and new City programs and assist in their successful completion.

Program Changes
There are no proposed program changes for fiscal year 2022-2023. 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Personnel Services $56,687 $59,865 $62,579 $64,695 $65,070 $32,673 Services 229,459 271,865 230,869 250,248 421,463 425,607 Total $286,146 $331,730 $293,448 $314,943 $486,533 $458,280

CITY ATTORNEY
STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 City Attorney
(Contracted) 0.25 0.25 0.25 0.25 0.25 0.25
Assistant City
Attorney
(Contracted) 0.00 0.25 0.25 0.25 0.25 0.25
Special Counsel 0.25 0.00 0.00 0.00 0.00 0.00
City Clerk/Paralegal 0.30 0.30 0.30 0.30 0.30 0.15
Total 0.80 0.80 0.80 0.80 0.80 0.65

CITY ATTORNEY STAFFING
726
78 This page intentionally left blank
727
79 728
80 CITY MANAGER
Program Costs and Revenues
The City Manager’s Office is comprised of City Administration, Economic Development, and Community Outreach/Public Information, with a portion of its budget attributable to the oversight and support of the Successor Agency to the dissolved Oakley Redevelopment Agency.

Program Description
The City Manager is responsible for the administration and oversight of all Oakley’s municipal operations, except the City Attorney, and including the Successor Agency Activities include coordinating organizational programs; developing and general managing of operating and capital budgets, conducting fiscal planning, selecting personnel; disseminating public information, encouraging civic engagement and community participation; implementing key initiatives, and providing oversight of, the City’s Strategic Plan 2022-2027 (SP 27+); and facilitating the implementation of the City’s short and long-term economic development strategies.

Under the policy direction of the City Council and through the implementation of the Council’s policies and legislative actions, the City Manager is responsible for ensuring that the City Council is provided with information and recommendations regarding policies under consideration. The City Manager’s Office also provides administrative support to the City Council in their legislative role within the organization and its activities with other agencies and organizations.

The City Manager’s Office administers the activities of Community Outreach and public information support to all City departments and programs under the direction of the Assistant to the City Manager. Community Outreach aims to increase our residents’ awareness of the City’s ongoing efforts to make Oakley a desirable place to live by communicating with our residents via multiple communication channels that include capitalizing on our City’s own communications tools, promoting our efforts through press releases to local print media, and face to face through public information workshops, etc.

Staffing Summary
The recommended budget includes the City Manager, the Assistant to the City Manager, and an Economic Development Analyst.
729
81 Program Objectives
The City Manager’s Office is directly responsible for the City’s day-to-day operations and for successfully implementing the City Council’s policy direction, including the Strategic Plan 2022-2027.

Program Changes
During Fiscal Year 2021-2022, the Economic Development Division was moved from the Community and Economic Development Department, which is now the Community Development Department, and placed under the direction of the City Manager’s Office.

Beginning with Fiscal Year 2022-2023, the Community Outreach budget will be incorporated into the City Manager’s Office budget. The Economic Development will continue to have its own separate budget, while the Community Outreach expenditures and staffing figures have been rolled into the City Manager’s Office budget. 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Personnel Services $422,625 $457,296 $498,744 $528,007 $400,601 $537,601 Services 67,381 81,119 86,787 57,762 216,501 208,730
Supplies 0 0 0 0 0 1,500
Total $490,006 $538,415 $585,531 $585,769 $617,102 $747,831 CITY MANAGER STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 City Manager 1.00 1.00 1.00 1.00 1.00 1.00
Assistant to the City
Manager 0.00 0.00 0.00 0.00 0.00 1.00
Assistant to the City
Manager/HR
Manager 0.50 0.50 0.50 0.20 0.00 0.00
HR
Director/Assistant to
the City Manager 0.00 0.00 0.00 0.00 0.20 0.00
Administrative
Assistant 0.48 0.48 0.48 0.00 0.48 0.00
Total 1.98 1.98 1.98 1.20 1.68 2.00

CITY MANAGER STAFFING
730
82 731
83 ECONOMIC DEVELOPMENT
Program Costs and Revenues
The Economic Development budget represents an investment of taxes and general fund resources in activities to retain and expand existing Oakley businesses as well as marketing activities and materials to attract new investment and businesses to the City in order to generate additional sales, property, and transient occupancy related tax revenue. Additionally manage the Oakley Entrepreneur Center.

Program Description
The Economic Development goals and objectives as outlined in the City’s General Plan include:
 Retain and strengthen existing businesses and expand Oakley’s economic base  Establish a diverse and balanced local economy
 Remove or reduce constraints to economic development
 Facilitate new business opportunities and new investment in the community Program Objectives
Economic Development will focus on:
 Implementation of programs and activities designed to retain, strengthen and expand existing Oakley businesses
 Revitalization of the Main Street/Downtown area
 Facilitation of commercial development projects
 Attraction of retailers and commercial tenants for existing shopping centers and commercial space
 Attraction of development for all City-owned and former redevelopment property
 Participation in trade show and conferences such as the International Council of Shopping Centers (ICSC) and other activities to promote the City of Oakley’s commercial and retail sites
Staffing Summary
The Economic Development Division is staffed by a full-time Economic Development Analyst.

Program Changes
There are no proposed program changes for Fiscal Year 2022-2023. 732
84 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Personnel Services $164,415 $170,645 $177,384 $124,366 $127,063 $139,077 Services 80,080 93,878 75,881 60,359 62,186 125,058
Supplies 7,820 4,400 5,775 2,476 6,300 6,600
Total $252,315 $268,923 $259,040 $187,201 $195,549 $270,735

ECONOMIC DEVELOPMENT
STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Economic
Development
Manager 1.00 1.00 1.00 1.00 0.00 0.00
Economic
Development
Manager

0.00 0.00 0.00 0.00 1.00 1.00
Planning Technician 0.00 0.00 0.1 0.00 0.00 0.00
Planning Assistant 0.25 0.1 0.00 0.00 0.00 0.00
Total 1.25 1.10 1.10 1.00 1.00 1.00

ECONOMIC DEVELOPMENT STAFFING
733
85 COMMUNITY OUTREACH
Program Changes
Beginning in Fiscal Year 2022-2023, the Community Outreach has been incorporated into and made a part of the City Manager’s Office budget. 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Personnel Services $45,277 $48,666 $51,241 $80,086 $73,488 $0 Services 78,296 73,964 72,297 74,958 95,136 0
Supplies 0 0 0 0 0 0
Total $123,573 $122,630 $123,538 $155,044 $168,624 $0

COMMUNITY OUTREACH
STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Assistant to the City
Manager/HR
Manager 0.25 0.25 0.25 0.20 0.20 0.00
Administrative
Assistant 0.00 0.00 0.48 0.48 0.48 0.00
Total 0.25 0.25 0.73 0.68 0.68 0.00

COMMUNITY OUTREACH STAFFING
734
86 This page intentionally left blank
735
87 736
88 FINANCE
Program Costs and Revenues
Most Finance Department costs are part of City Administration. Some of the costs are recovered as direct charges and some as a part of the city overhead added to Parks, Planning, and Public Works staff hourly rates charged to developers and special revenue funds. A small amount of Finance Department costs are recovered through impact fee program and bond administration fees, and a portion is funded via the Administrative Allowance chargeable to the Successor Agency to the Oakley Redevelopment Agency.

Program Description
The Finance Department provides support services citywide, and for the Successor Agency to the Redevelopment Agency, with the goal of intelligent and prudent financial management. Department activities include Treasury and Debt Management; Accounting for Payroll; Accounts Payable; General Ledger; Capital Projects and Grant Accounting; Financial Reporting, Budget Development and Management; Long-Term Planning; Purchasing; Billing and Collections; Business License Administration; and Risk Management. The Department is also engaged in a significant amount of Successor Agency compliance matters.

Staffing Summary
The Finance Department consists of four full-time staff and one limited-term part-time, as follow: The Finance Director, one Accounting Manager, one Senior Accounting Technician, one Accounting Assistant and one part-time Accounting Assistant.

Program Objectives
The primary operating objectives for the department for fiscal year 2022-2023 are to maintain and improve the financial and procedural infrastructure appropriate for performing the City and Successor Agency’s financial functions and to support their many ongoing projects. The Department’s primary objective will be to support the City Manager as we attempt to recover from the impacts of COVID-19 on the economy and on the City. Finance submitted the City’s FY 2020-2021 and FY 2021-2022 Budgets to the California Society of Municipal Finance Officers (CSMFO) and received the CSMFO Operating Budget Excellence Award for each budget. Finance will continue to apply for and receive the CSMFO Operating Budget Excellence Award as well as the Governmental Finance Officers Association (GFOA) Annual Comprehensive Financial Report (ACFR) Award, which the City of Oakley has been awarded since the City’s inception and its original ACFR.
737
89 Program Changes
There are no proposed program changes for fiscal year 2022-2023. 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Personnel Services $516,568 $544,481 $638,692 $637,041 $678,692 $732,251 Services 164,937 178,017 193,512 170,741 222,830 242,037 Supplies 32 118 0 0 200 200
Capital Outlay 0 0 0 0 0 1000
Total $681,537 $722,616 $832,204 $807,782 $901,722 $975,488

FINANCE
STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Finance Director 1.00 1.00 1.00 1.00 1.00 1.00
Accounting
Manager 0.00 0.00 0.00 0.00 1.00 1.00
Senior Accountant 1.00 1.00 1.00 1.00 0.00 0.00
Senior Accounting
Technician 1.00 1.00 1.00 1.00 1.00 1.00
Accounting
Assistant 1.48 1.46 1.46 1.50 1.50 1.50
Total 4.48 4.46 4.46 4.50 4.50 4.50

FINANCE STAFFING
738
90 City of Oakley Strategic Plan Goals

A B C D
Community and
Economic Development
Community Health &
Safety
Parks and Open Space Community and
Collaborative
Partnerships
Fiscal Year 2022/2023 Departmental Objectives

A B C D E F

X X X X X X

X X X X X X
X X
X X
X
Key Performance Indicators
Goals
E, F
E, F
E, F
A
E
Received the GFOA ACFR Award for the previous fiscal year E X X Number of issued or renewed business licenses 690 1,318 Received the CSMFO Excellence Award for Budgets X X
Number of printed payroll checks 127 33
Number of automatically deposited payroll checks 2,618 2,304 Metric FY 2020/2021 FY 2021/2022
Number of agenda items presented by Finance to the City Council 22 24 E F
Finance and Fiscal
Responsibility
Sustainable Organization
Finance
Implement technology upgrades to improve transparency and public access to City documents and remote transactions Add key performance indicators starting with the Fiscal Year 2022/2023 Budget and tie departmental objectives to Strategic Plan goals
Establish and maintain a 30% General Fund Reserve Policy to protect the City's operations from a sudden drop in property tax and development-related revenues
Complete a feasibility study pertaining to broadband services and free Wi-Fi throughout the City using American Rescue Plan Act money
Provide quarterly budget and financial updates/presentations to the City Council 739
91 740
92 HUMAN RESOURCES
Program Costs and Revenues
All costs are part of City administration and come from the General Fund.

Program Description
The Human Resources Department serves as a citywide support department in employer-employee and labor relations, recruitment and selection, classification and compensation, worker’s compensation management, benefits administration and workforce training and development. The staff are motivated and enthusiastic about contributing to the City, enhancing its quality and providing for a welcoming and inclusive environment for all.

The department strives to create a workforce of forward-thinking employees who are customer focused and committed to excellence each day. Honesty and integrity will always be at the forefront and will guide us as we create a safe and welcoming environment for all employees.

Staffing Summary
The Human Resources Department includes a full time Human Resources Director, a full time Human Resources Technician and a part time Human Resources Assistant.

Program Objectives
The Human Resources Department will strive to continuously improve efficiencies, remain current with all practices, guidelines and legal requirements and proactively work to build a transparent, trustworthy environment. We will prioritize employee well-being by reducing work place injuries and enhancing our employee wellness program. We will collaborate with and continue to improve upon what our department can do to support the needs of employees, departments and the City as a whole.

Program Changes
The proposed program changes include title changes for two positions within the department, a full time Human Resources Technician and a part time Human Resources Assistant.
741
93 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Personnel Services $130,025 $121,205 $178,553 $257,131 $308,538 $476,223 Services 145,700 97,484 94,308 124,744 331,213 224,772
Supplies 400 11,211 3,533 4,388 10,000 7,000
Capital Outlay 11,461 0 0 0 20,000 0
Total $287,586 $229,900 $276,394 $386,264 $669,751 $707,995 HUMAN RESOURCES STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 HR Director 0.00 0.00 0.00 0.00 0.00 1.00
HR Assistant 0.00 0.00 0.00 0.00 0.00 0.48
Assistant to the City
Manager/HR
Manager 0.25 0.25 0.25 0.60 0.00 0.00
HR Director /
Assistant to the City
Manager 0.00 0.00 0.00 0.00 0.60 0.00
You Me We Project 0.95 0.95 0.00 0.00 0.00 0.00
Administrative
Assistant 0.00 0.00 0.25 0.27 0.27 0.00
Management
Analyst 0.00 0.00 0.95 0.80 0.80 0.00
HR Technician 0.00 0.00 0.00 0.00 0.00 1.00
Office Assistant 0.00 0.00 0.00 0.00 0.50 0.00
Total 1.20 1.20 1.45 1.67 2.17 2.48

HUMAN RESOURCES STAFFING
742
94 City of Oakley Strategic Plan Goals

A B C D
Community and
Economic
Development
Community Health
& Safety
Parks and Open
Space
Community and
Collaborative
Partnerships
Fiscal Year 2022/2023 Departmental Objectives

A B C D E F
x
x
x
x
x x
x
x
Key Performance Indicators
Goals
E
F
F
Number of wellness events offered to employees F
Average number of days from job opening to hire date
Percent of city staff in compliance with mandatory and required training Metric FY FY
Number of lost work hours related to worker's compensation claims Work to build a transparent, trusting environment where all employees feel safe E F
Finance and Fiscal
Responsibility
Sustainable
Organization
Human Resources
Review and Revise HR business processes to improve efficiency and effectiveness of HR functions and services
Review all HR policy to bring in compliance with current practices, guidelines and legal requirements Create an efficient onboarding process for new hires, including integration with our ERP software Continue to enhance our employee wellness program
Proactively work to reduce work place injuries
Implement a new evaluation process to encourage timely and completed performance evaluations 743 95 INFORMATION TECHNOLOGY
Program Costs and Revenue
All Information Technology Department costs are part of City Administration. Some of the costs are recovered as a part of the city overhead added to Parks, Planning, and Public Works staffs hourly rates charged to developers and special revenue funds.

Program Description
The Information Technology Department provides support services citywide with the goal of providing on demand network availability for City Staff, and timely troubleshooting when problems arise. Department activities are primarily network maintenance, user support, and strategic planning consulting related to managing and maintaining the City’s networks.

Staffing Summary
The Information Technology Department is managed by the Finance Director and staffed by Operational Technology Integrators (“OTI”), a private contractor. OTI has staff at the City Offices approximately 24 hours per week and manages the City’s network 24/7.

Program Objectives
The primary operating objectives for the department for fiscal year 2022-2023 are unchanged: To provide outstanding network support and assist the City in planning related to its networks.

Program Changes
There are no proposed program changes for fiscal year 2022-2023. 744
96 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Services $203,116 $200,247 $221,993 $207,445 $212,644 $217,211 Supplies 93 1,008 0 630 1,000 1,000
Capital Outlay 97,568 99,444 71,127 88,948 126,971 115,462 Total $300,777 $300,699 $293,120 $297,023 $340,615 $333,673

INFORMATION SYSTEMS
STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Network Manager
(Contracted) On Call On Call On Call On Call On Call On Call Network Engineers
(Contracted) 0.63 1.00 1.00 1.00 1.00 1.00
Total 0.63 1.00 1.00 1.00 1.00 1.00

INFORMATION TECHNOLOGY DEPARTMENT STAFFING
745
97 NON-DEPARTMENTAL
Program Costs and Revenues
All Non-Departmental costs are part of City Administration and are allocated to City departments. Some of the costs are recovered as a part of the city overhead added to Parks, Planning, and Engineering staff’s hourly rates charged to developers and special revenue funds. The Non-Departmental budget includes central services and supplies, certain non-employee specific retirement system charges, and a General Fund Contingency.

Program Description
There is no program in the Non-Departmental budget unit. This budget is for costs better managed on a citywide basis, such as office supplies, utilities, storage space rentals, copier costs, insurance, web page maintenance costs, telephone services and transfers to the City’s internal service funds.

Staffing Summary
The Non-Departmental budget unit is managed by the Finance Director and City Manager.

Program Objectives
The objectives related to the Non-Departmental budget are unchanged: to monitor and manage these citywide costs, and seek out opportunities to get the best value for each public dollar spent.

Program Changes
There are no proposed program changes for fiscal year 2022-2023. 746
98 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Personnel Services $421,386 $425,457 $1,736,103 $791,274 $616,841 $829,821 Services* 825,742 935,384 1,025,555 1,427,205 1,467,756 1,923,313 Supplies 59,358 62,058 57,222 58,968 68,500 59,400
Capital Outlay 0 0 0 0 0 0
Transfers Out 283,000 450,000 310,000 225,000 0 0
Interdepartmental 0 0 0 0 0 0
Allocations (1,968,125) (2,154,882) (2,311,900) (1,933,692) (2,272,405) (2,812,534) Total ($378,639) ($281,983) $816,980 $568,755 ($119,308) $0

NON-DEPARTMENTAL
* Proposed amount includes the 2% General Fund Contingency in accordance with policy

NON-DEPARTMENTAL STAFFING
None 747
99 748
100

COMMUNITY DEVELOPMENT DEPARTMENT
The Community Development Department is responsible for implementing City Council policies related to planning, zoning, economic development, code enforcement, building and housing. The department also oversees the building and development of residential and non-residential projects, ensuring that these projects protect and meet the requirements of public health and safety.

City of Oakley Strategic Plan Goals

A B C D
Community and
Economic
Development
Community Health
& Safety
Parks and Open
Space
Community and
Collaborative
Partnerships
Fiscal Year 2022/2023 Departmental Objectives

A B C D E F
X
X
X
X X
X
X X
X X
X
X X
X X
Key Performance Indicators
Goals
A

A, D, E
A, B
A, B
A, B
A, B
A, B
A, B
B
B
Cases addressing lack of Garbage Service 15 17
Cases addressing Illegal Fireworks 75 46
Total Property Maintenance Cases 771 691
Code Enforcement Action that led to Building Permits being Issued 39 40 Total Number of Building Permits Issued 2,730 2,051
Total Number of Single-Family Dwelling Permits Issued 640 268 Residential Rental Inspection Program (RRIP) Registrations 1,462 1,206 Total Code Enforcement Cases Opened 2,976 2,568
Home Business Permits Processed 107 78
Planning projects presented to City Council (includes entitlemnts, work sessions, and advanced 9 21 FY
2021/2022
Begin comprehensive update to Zoning Code
Streamline Business License and Home Based Business Permits Begin the process to create and adopt a Climate Action Plan Refine electronic permit processes to improve efficiencies and optimize customer experiences Provide next day inspections to permit customers upon requests for inspections Expand and enhance outreach and education efforts for Disabled Accessibility (CASp Program) Improve the Residential Rental Property Inspection Program compliance rate Continue to work with MDRR to ensure compliance with State Requirements for Recycling, Solid & Organic Waste
Adopt and provide update training for new California Building Standards Code Metric
FY
2020/2021
Complete 6th Cycle Oakley Housing Element Update (2023-2031) including rezoning for additional E F
Finance and Fiscal
Responsibility
Sustainable
Organization
Community Development
749
101

PLANNING
Program Costs and Revenue
Planning Division costs are primarily related to long range planning and current planning projects. Long Range planning includes planning responsibilities that must be implemented whether there is development or not, and these are paid for by the General Fund. Current planning projects can be divided into two categories, private developer projects funded by developer paid fess and daily planning duties are funded by the General Fund.

Program Description
The Planning Division is part of the Community Development Department.

The Planning Division provides land use, current and long-range planning, and environmental services. The Division is responsible for implementation of policy pertaining to orderly development and balanced, quality growth in the City of Oakley.

Over the years, the Division has focused their efforts on streamlining the development process. The Division continues to focus on programs that assist the City in economic development and growth. Specifically, the Division is continually processing both residential and commercial applications to help facilitate the goals of the City’s General Plan and Strategic Plan.

There are several planning projects that continue to have activity at this time. Several projects within the East Cypress Road corridor have been entitled for some time with the Emerson Ranch project winding down. The Gilbert property is under construction and there are four home builders within the subdivision. Staff is still seeing an increase in the number of new projects (both residential and commercial) and anticipates this to continue into the year. There is a continued focus on the redevelopment of the City’s Downtown and the future Downtown Gateway Plaza Roadway and Parking Lot Project will begin its design phase later this year. The Action Programs within the adopted 2015-2023 Housing Element have been implemented. The redevelopment of the former DuPont site is under way with the recent approval of the Oakley Logistics Center.

Staff is currently working on a General Plan update that will ensure the City’s General Plan is compliant with State Law and addresses the needs of the community today.

There is continued effort to identify areas for Zoning Code improvements and enhancements. The Division also serves as the in-house environmental Staff to prepare environmental documents for City projects.
750
102
Program Staffing
The Planning Division is made up of one Community Development Director, one Planning Manager and one Planning Technician. The Community Development Department shares a part-time administrative Assistant.

Program Objectives
 Process Development projects.
 Assist the City in economic development tasks, including the redevelopment of the City’s downtown and facilitation of current planning development projects.  Provide support to the Code Enforcement Division in matters involving land use and zoning.
 Continue to implement AB 939 to provide Oakley residents and businesses new and expanded recycling and waste reduction programs.
 SB 375 and AB 32 Implementation: Continue to participate in regional and local programs to reduce greenhouse gas emissions.
 Develop a Climate Action Plan.
 Continue to implement the Policy Action Programs in the 2015-2023 Housing Element.
 Identify areas for improvement and enhance the zoning code.  Continue to monitor changes in State Laws that would require the General Plan to be amended.
 Serve as the City’s in-house environmental staff to prepare environmental documents for small to medium-sized City Capital Improvement and Park projects.

Program Changes
There are no proposed program changes for fiscal year 2022-2023. 751
103 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Personnel Services $371,170 $403,177 $460,879 $455,270 $528,346 $576,495 Services 66,898 75,501 178,102 230,864 490,038 457,049
Supplies 248 61 0 0 1,150 200
Total $438,316 $478,739 $638,981 $686,134 $1,019,534 $1,033,744 PLANNING DIVISION STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Principal Planner 1.00 1.00 1.00 1.00 1.00 0.00
Planning Manager 1.00 1.00 0.00 0.00 0.00 1.00
Community &
Economic
Development
Director 0.00 0.00 0.00 0.00 1.00 0.00
Community
Development
Director 0.00 0.00 1.00 1.00 0.00 1.00
Planning Technician 0.00 0.00 0.90 0.90 1.00 1.00
Planning Assistant 0.50 0.80 0.00 0.00 0.00 0.00
Total 2.50 2.80 2.90 2.90 3.00 3.00

PLANNING DIVISION STAFFING
752
104

BUILDING & CODE ENFORCEMENT
Program Costs and Revenue
Revenues for these two divisions are comprised of building permit, plan check, inspection, building and code enforcement citations, rental dwelling unit inspection fees, and code enforcement re-inspection fees.

Program Description
The Building Division and Code Enforcement Division are part of the Community and Economic Development Department.

The Building Division is responsible for the administration and enforcement of building codes (California Building, Plumbing, Mechanical Codes, the National Electrical Code, and the International Property Maintenance Code). The Building Division provides minimum standards to safeguard public health and welfare, and property, by regulating and controlling the design of structures through plan review, construction of structures through field inspection to monitor quality of materials, use and occupancy, location and maintenance of all buildings and structures within the City of Oakley.

The Code Enforcement Division is responsible for ensuring all residential and commercial properties abide by municipal codes applicable to the health, safety, and quality of life for Oakley residents and business owners. This is achieved primarily by managing the property maintenance program and the Residential Dwelling Unit program. These requirements are met through pro-active on-site inspections, responding to citizen complaints, and educating the public through in-house developed community awareness programs.

Program Staffing
The Building Division consists of a part-time contract Building Official/ Permit Center Manager, and two full-time Building Inspector’s, and one full-time Permit Technician II and one Permit Technician I. The Code Enforcement Division consists of one full-time Code Enforcement Officer and two full-time Code Enforcement Technician’s. The Community and Economic Development Department shares a part-time administrative Assistant.

Program Objectives
 Continue to refine internal processes within functions of the two divisions. 753
105
 Improve efficiencies by expanding the use of existing technological programs for the inspection, follow-up, and penalty phases of program compliance.  Maintain standard fifteen-day plan review as a maximum turnaround time but the Building Division’s goal is to review most simple projects within five days.  Provide inspections on next workday upon request and same day when needed and as workload allows.
 When needed, provide Friday, weekend or after-hour inspections when City Hall is normally scheduled for closure.
 Respond to all code enforcement inquires within one working day.  Issue over the counter type permits at a 95% rate, the same day.  Continue to work with property owners, realtors and lending institutions whose buildings have fallen into disrepair.
 Work with Economic Development on commercial projects as well as other projects within the City.
 Continue to provide homeowner’s code compliance direction from plan submittal to final inspection.
 Continually ensure the Building Division and Code Enforcement webpage is userfriendly.  Continue to provide updated training to staff on the adopted codes.  Work with homeowners and contractors to resolve issues in a professional, polite and progressive manner; prior to and during construction.  Improve the Residential Rental Property Inspection Program compliance rate.  Continue to make a positive impact in the City by enforcing the Property Maintenance Ordinance.
 Develop a Commercial and Industrial Property Maintenance Ordinance.  Enhance enforcement of vacant/abandoned property maintenance standards.  Work with all departments, outside agencies and the contractor to ensure that all projects are constructed in the most efficient and cost effective way possible.  Work together to address and reduce unpermitted construction.

Program Changes
There are no proposed program changes for fiscal year 2022-2023. 754
106 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Personnel Services $599,536 $726,453 $666,295 $728,570 $748,184 $813,488 Services 291,206 290,509 381,298 390,632 674,692 659,052 Supplies 9,565 9,510 5,394 6,495 10,000 10,250
Capital Outlay 0 0 0 0 0 0
Total $900,307 $1,026,472 $1,052,987 $1,125,697 $1,432,876 $1,482,790 BUILDING & CODE ENFORCEMENT STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Permit Center
Manager
(Contracted) 0.60 0.60 0.60 0.40 0.40 0.40
Building Inspector II 1.00 1.00 0.00 1.00 1.00 0.00
Building Inspector I 0.00 0.00 1.00 1.00 1.00 2.00
Building Official
(Contracted) 0.00 0.00 0.00 1.00 0.40 0.40
Permit Technician 1.00 1.00 2.00 1.95 0.00 0.00
Permit Technician I 0.00 0.00 0.00 0.00 1.00 1.00
Permit Technician II 0.00 0.00 0.00 0.00 0.95 1.00
Accounting
Assistant 0.50 0.50 0.00 0.00 0.00 0.00
Planning Assistant 0.25 0.10 0.00 0.00 0.00 0.00

BUILDING AND CODE ENFORCEMENT STAFFING
755
107
STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Code Enforcement
Manager 1.00 1.00 0.00 0.00 0.00 0.00
Senior Code
Enforcement Officer 0.00 0.00 0.48 0.00 0.00 0.00
Code Enforcement
Officer 0.00 0.00 0.75 1.00 0.00 0.00
Code Enforcement
Officer/Building 0.00 1.00 1.00 0.00 0.00 0.00
Code Enforcement
Officer I 1.00 1.00 1.00 0.00 1.00 1.00
Code Enforcement
Technician I 1.25 0.00 0.48 2.00 2.00 2.00
Administrative
Assistant 0.00 0.48 0.15 0.50 0.50 0.50
Engineering
Technician 0.00 0.00 0.00 0.00 0.10 0.10
Total 6.60 6.68 7.46 8.85 8.35 8.40
BUILDING AND CODE ENFORCEMENT STAFFING(Continueed)
756
108
This page intentionally left blank
757
109
758
110
POLICE
Program Costs and Revenues
As the Police Department completes its fifth year since inception, we have embraced our role and partnership with the community to provide high-quality professional and progressive law enforcement. We build on a strong foundation to ensure the success and long-lasting contributions of the Police Department to its community and local government. In reviewing this budget submission, you will find it to be a conservative goal towards the future of the department and the City. For FY 2022-2023, the department will continue to develop our personnel, skills, and technology to better serve our residents.

Program Description
The Oakley Police Department’s principle responsibility is protecting life and property while preserving and safeguarding the public’s peace. These duties are accomplished by keeping within the framework of the President’s Taskforce on 21st Century Policing. A nationwide model for progressive, fair, and transparent policing.

The Department takes a progressive stance policing the community. Officers respond to calls for service, investigate crime, arrests criminal suspects, seek prosecution for criminal acts, and engage in crime prevention strategies with other community stakeholders.

Uniformed officers provide proactive patrol operations and actively pursue those involved in illegal activity. Detectives investigate crimes against persons and property, cases involving missing persons, and work closely with neighboring jurisdictions to track the criminal element. Community programs target youth in our schools to encourage responsible behavior and community involvement.

Emphasis is placed on traffic safety, education, and enforcement. The Department conducts traffic collision investigations, identifies potential roadway hazards and works with other city departments to find reasonable traffic calming solutions to alleviate traffic concerns.

Department goals emphasize that each officer and professional staff recognize that daily activities and contacts with the community are an integral part of our community service effort. Each citizen contact is an opportunity to create a positive and lasting impression, enhance our community relationships, and gain a partner in public safety. The actions of each officer contribute to the community’s sense safety and confidence in our ability to provide professional police services.
759
111
Program Staffing
The costs for fiscal year 2022-2023 are for a fully-staffed department with 40 sworn FTE law enforcement positions. This submission includes the addition of one (4) officers for this fiscal year.

The budget also includes creating two (2) FTE positions in the classification of Police Records Supervisor and Property & Evidence Technician. The position of records supervisor was previously a contracted position and has been made full-time in FY 2022- 2023. These positions will assist with the increased workload and responsibilities of recent legislation. These duties include working in records, investigations, managing our property room, assisting with crime scene processing, taking non-emergency reports, registering all sex/arson/narcotics offenders who are required to register, and packaging and delivering cases to the District Attorney office, police drone pilot, and fleet maintenance/purchasing. The full-time employees are augmented by (6) Program Objectives
 Make Oakley a clean and safe place to live and work through the protection of life and property.
 Promote outstanding customer service to the community throughout all levels of the police department.
 Continue working with the engineering department on traffic calming solutions for neighborhoods with a focus on traffic safety.
 Maintain average response times of under-five (5) minutes to emergency (Priority 1) calls, and under 13 minutes for less urgent (Priority 2) calls.  Continue the collaborative efforts with other city departments to properly address homelessness, providing assistance and seeking permanent housing when available.
 Ensure that all personnel remain current in their continued professional training, thereby meeting POST and NIMS training requirements.
 Continue to use technological advances as a force multiplier to assist officers with providing the Oakley community with the best possible service.  Partner with local fire departments and coordinate with local East Contra Costa County Community Emergency Response Team (CERT) members to enhance our response to a local emergency.
 Continue the expansion of both ALPR and situational awareness cameras to monitor key ingress/egress points throughout the City.
760
112
 Improve all staff’s knowledge and understanding of the Emergency Operations Response.

Program Changes
The police department in FY 2022-2023 created two (2) FTE positions in the classification of Police Records Supervisor and Property & Evidence Technician. Additionally, it is adding four police officer full-time positions to its sworn staff, bringing the total full-time sworn positions to forty (40)
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Personnel Services $6,743,490 $7,099,651 $7,017,208 $7,065,051 $8,217,143 $9,531,796 Services 2,127,095 2,285,064 2,497,935 2,430,784 2,953,566 3,591,683 Supplies 212,232 304,159 243,449 231,318 289,100 373,000 Capital Outlay 187,625 94,007 37,404 23,891 16,500 204,000 Total $9,270,442 $9,782,881 $9,795,996 $9,751,044 $11,476,309 $13,700,479 POLICE DEPARTMENT STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Records Supervisor
(Contracted)

0.48 0.48 0.48 0.48 0.48 0.00
Police Chief 1.00 1.00 1.00 1.00 1.00 1.00
Police Captain 0.00 1.00 0.00 0.00 0.00 0.00
Police Lieutenants 1.00 0.00 0.50 1.00 2.00 2.00
Police Sergeants 7.00 7.00 7.00 7.00 7.00 7.00
Police Officers 25.00 25.00 25.50 25.00 26.00 30.00
Police Services
Assistant

5.40 5.02 5.17 4.90 5.43 3.95
Property &
Evidence Technician

0.00 0.00 0.00 0.00 0.00 1.00
Police Records
Assistant

0.00 0.48 0.48 1.43 1.95 1.95
Police Records
Supervisor

0.00 0.00 0.00 0.00 0.00 1.00
Engineering
Technician

0.00 0.00 0.00 0.00 0.10 0.10
Total 39.88 39.98 40.13 40.81 43.96 48.00

POLICE DEPARTMENT STAFFING
761
113
City of Oakley Strategic Plan Goals

A B C D
Community and
Economic
Development
Community Health
& Safety
Parks and Open
Space
Community and
Collaborative
Partnerships
Fiscal Year 2022/2023 Departmental Objectives

A B C D E F
X
X
X
X X
X X
X X
X X X
Key Performance Indicators
Goals
A, B
B
B
Arrests 50 60
Calls for Service 2,000 2,100
Metric
FY
2020/2021
FY
2021/2022
Parking Citations Written 400 500
Hire, train and retain, civilian staff members to take on the tasks that can be done by a non sworn person E F
Finance and Fiscal
Responsibility
Sustainable
Organization
Police
Encourage collaboration for public safety and enforcement particularly where there is multi-jurisdictional responsibility (e.g., fire, road access, school sites)
Encourage community neighborhood involvement, such as cleanup walks, that reinforce healthy lifestyles and shared goals with Oakley Police, Council, and City Hall.

Enforce codes consistently in all districts to create consistent standard by using a combination of reactive and proactive code enforcement.

Implement the use of a Leica 3D Scanner to expedite accident and crime scene processing.

Utilize drone to check active crime violent scenes before sending dogs or officer in, to protect our officers and quickly resolve issues.

Hire, train and retain, enough new officers to bring the PD close to fully staffed in order to accomplish all of the desired goals 762
114
This page intentionally left blank
763
115
764
116

PUBLIC WORKS/ ENGINEERING/MAINTENANCE &
PARKS
Program Description
The Public Works and Engineering Department provides street, drainage, and parks and landscape maintenance through a combination of internal staff and outside contractors.

The Department also administers design, construction inspection, and contract management for capital improvement projects within the City. The Department also implements the City’s Clean Water Program to ensure compliance with current NPDES requirements and permits, processes the plan reviews, and inspects private development project grading and infrastructure improvements for compliance with City standards.

Program Changes
This program will continue to actively design and construct new infrastructure for the community to enhance the quality of life for residents. The maintenance operations will continue to focus on timely responses to various public inquires and pro-active maintenance of City streets, parks and facilities.

The Parks and Landscape Maintenance Division will continue to contract for park and landscape maintenance services. The in-house maintenance crew will focus on parks facilities to ensure that the quality of all park and facility infrastructure is operating at a high standard.

The Street Maintenance Division has two full time maintenance workers that perform the day-to-day maintenance of City street infrastructure. This work is also supplemented by outside service contracts.

The overall goal of all of the above referenced programs, is to improve and enhance the quality of all City infrastructure, and in turn the quality of life for the residents of Oakley.

Staffing Changes
The Department has formed a cohesive team that services the needs of the community infrastructure. A critical component of the City’s infrastructure system is the Facilities; and the addition of the Facility Maintenance Worker position in FY 2021/22 will be instrumental in the maintenance and protection of the City’s facilities. In addition, a Custodial Worker was added to the operations of the department to better service the City Hall and Police Department buildings
765
117
Revenues
The Public Works and Engineering budget relies on funds from a variety of sources, many of which restrict expenditures to specific categories.
 Gas Tax- Funds are restricted to “the research, planning, construction, improvement, maintenance, and operation of public streets and highways (and their related public facilities for non-motorized traffic), including the mitigation of their environmental effects, the payment for property taken or damaged for such purposes, and the administrative costs necessarily incurred in the foregoing purposes.” Anticipated Revenues-$1,253,770
 Senate Bill (SB) No. 1 Transportation Funding- The California Legislature passed SB 1 in 2017, raising gas taxes and vehicle fees which will generate tens of billions of dollars for municipalities and agencies to fix the state's road system. The funds that the City of Oakley receives as part of SB 1 will be used for various street repair and resurfacing citywide. Anticipated Revenues-$978,277  Measure J- These expenditures are restricted to the same uses as Gas Tax, but can also be applied to transit improvements and operations, growth management planning and compliance, pedestrian and bicycle trail construction/maintenance/operation, parking facility development, and transportation efficiency program development and operation (ridesharing, etc.). Since Measure J contains a growth management component, funds may not be used to replace developer obligations that would otherwise not be publicly funded under the jurisdiction policy. In order to qualify for Measure J allocations, a jurisdiction must submit a self-certified program compliance checklist every other year. Anticipated Revenues-$751,090  Storm Water Utility Assessments- The City has adopted a Storm Water Management Plan, and based on the estimated maintenance, inspection, and administrative activities required to enact the plan; has established an annual parcel assessment. Anticipated Revenues-$500,500
 Traffic Impact Fee- The City of Oakley has an official Traffic Impact Fee program which funds the improvement of major roadways and signalized intersections; including the design, staff support, and construction management activities associated with private development projects. Anticipated Revenues- $3,583,132
766
118
 Park Impact Fee- The City of Oakley has an official Park Impact Fee program which funds the improvement of parks in the community. This Park Impact Fee is paid for by private developers as related to their respective projects.

Anticipated Revenues-$2,552,740
 Development Deposits/Permit Applications- Public Works and Engineering collects deposits for the review and inspection of final maps, grading plans and improvement plans related to development applications. In addition, fees are collected for encroachment permits, transportation permits, and documentation related to the FEMA Floodplain Management program. Actual staff expenditures are tracked and applied against a deposit, and refunds or additional deposits are made as necessary. Anticipated Revenues-$994,471  Citywide Park Assessments- Zone 1 of the Oakley Lighting and Landscape Assessment District No. 1 provides for the maintenance and utilities for citywide parks and landscaping facilities. Anticipated Revenues- $1,400,000  Streetlight Assessments- Zone 2 of the Oakley Lighting and Landscape Assessment District No. 1 provides for the maintenance and utilities for citywide street lighting. Anticipated Revenues - $250,000  Neighborhood Landscaping Assessments - Zone 3 of the Oakley Lighting and Landscape Assessment District No. 1 provides for the maintenance and utilities for Neighborhood Park and landscaping improvements throughout the City.

Zone 3 currently consists of 26 sub-zones, and revenues and expenditures are tracked at the sub-zone level. Anticipated Revenues - $2,950,000  Community Facilities District No. 1 - This District was formed in 2006 to fund the operations and maintenance of the levee system, stormwater pond, and the associated pump, force main, and outfall for the Cypress Grove development.

Landscape and lighting maintenance for the project are funded through a separate mechanism. Anticipated Revenues - $345,000
 Community Facilities District No. 2015-1 - This District was formed in 2015 to fund the operations and maintenance of the City’s Community and Regional Parks and the public neighborhood parks and landscaping, street lighting, and stormwater improvements associated with the Emerson Ranch development.

Anticipated Revenues - $1,135,00
 Community Facilities District No. 2015-2 - This District was formed in 2015 to fund the operations and maintenance of the City’s Community and Regional 767
119
Parks and the public neighborhood parks and landscaping, street lighting, and stormwater improvements constructed with new developments. Anticipated Revenues - The revenue for FY 2022-2023 will depend on the number of new developments that annex into the District prior to the end of the current fiscal year and the timing of when improvements will be turned over to the City for maintenance. Anticipated Revenues - $1,860,000
 Community Facilities District No. 2020-1- This District was formed in 2020 to fund a portion of the operations and maintenance associated with the City’s Community parks and the public landscape, street lighting, and storm drain maintenance associated with the Contra Costa Logistics Center project. Anticipated Revenues - $400,000.
 Community Facilities District No. 2018-1 - This District was formed in 2018 to provide a financing mechanism to mitigate new development’s financial impact on East Contra Costa County Fire District’s fire protection services that are provided to the City. Anticipated Revenues - The revenue for FY 2022/23 will depend on the number of new developments that annex into the District prior to the end of the current fiscal year and the timing of new building permit issuances. Anticipated Revenues - $310,000
 Police Special Tax Area (P-6) - This special tax provides funding for City police protection equipment and services. Anticipated Revenues - The revenue for FY 2022/23 will depend on the type and number of new developments that annex into the Police Special Tax Area prior to the end of the current fiscal year.

Anticipated Revenues - $7,000,000
 General Fund- Since the majority of the funding sources for Public Works and Engineering are restricted to specific expenditures, it is recognized that some staff time and activities will require other funding sources. Those activities will be kept to a minimum, and eligible funding sources will continually be sought out.

PROGRAM AND STAFFING SUMMARY
The mission of Public Works and Engineering is to Steward Oakley’s infrastructure by utilizing a variety of maintenance, improvement, and service activities. Through a blend of contract and seasonal staffing and City staff, the Department provides its services to the community. The Department is managed by the Public Works Director and has 7 primary functions. The FY 2022-2023 Budget proposes the following operating areas and staffing:
768
120
Operating Areas
 Operations and Maintenance- One of the most important tasks for Public Works and Engineering is to maintain the City’s wide range of infrastructure. City staff will monitor and direct all maintenance activities, and maintenance services will be provided by both City staff and contract services. The individual maintenance elements are as follows:
 Roadway- Routine maintenance is necessary to keep the City’s road network operating in a safe and efficient manner. This includes pavement maintenance activities such as pothole patching, crack sealing, shoulder repair, signing and striping repair and replacement, and keeping the roadways free of obstructions via street sweeping and debris cleanup. As a supplement to the regular patrols of the maintenance staff, public works staff will field and investigate citizen requests to determine corrective action for conditions that may not be known or readily apparent. Since surface treatment projects like pavement overlays or chip seals tend to be extensive in nature, they are recognized as a Capital Improvement, and not included in this maintenance element. The City uses oncall maintenance service contractors to supplement City maintenance staff in performing various maintenance services (i.e. pavement repair and patching, curb, gutter, and sidewalk repair, striping, guard rail repair, etc.) The City’s maintenance staff will utilize these contract services to supplement in-house resources to better provide maintenance services for the community in a proactive way.  Signals & Lighting- The City owns and operates traffic signals at 40 separate intersections, as well as numerous pedestrian safety flashing lights throughout Oakley. In addition to traffic signals, the City owns and maintains well over 1,440 street lights throughout the community. There are some street lights that are owned and maintained by PG&E, in addition to the City owned street lights. Traffic Signal, Street Light, and Parking Lot Light maintenance is provided through a contract with a specialized electrical contractor who has the resources and expertise needed.
 Drainage- In order to minimize potential flooding, and to ensure that storm water is collected and conveyed properly in accordance to the regional storm water quality permits that the City operates under; maintenance staff will conduct routine inspection and service on the storm drainage system. These activities include catch basin cleaning, ditch cleaning, culvert flushing and repair, and inlet maintenance. Drainage maintenance will primarily be 769
121
performed by the City’s maintenance staff in coordination with the on-call service contractor to supplement in-house resources and better provide maintenance service for the community.
 Parks and Landscaping- The City currently maintains 37 public parks. The City supplements the Oakley Union Elementary School District financially for the maintenance of another four (4) joint-use public park facilities. In addition, the City maintains thousands of square feet of public right of way landscaping, street median landscaping, and public trail corridors. The City’s park and landscape maintenance staff, and outside maintenance contract resources provide landscape maintenance services for the City. The Parks Division staff works diligently every day to provide the best quality of maintenance services for the City’s Parks and Landscaped medians and pathways.  Facilities- The City currently owns and manages multiple facilities and the maintenance and operations of these facilities were brought under the Public Works Department in during FY 2021/22 to better align the service needs with maintenance resources that are available and managed by the Public Works Department
 Engineering Services- Engineering staff will supply technical services to assist with various City activities, ranging from design and construction of public works projects, to addressing requests and questions raised by the general public and officials. Also, Engineering staff, in collaboration with the City Planning and Economic Development Team, review and process various private development projects, from residential subdivisions, to commercial building projects. The typical engineering services that may be provided include:
 Capital Project Engineering- Engineering staff performs design and construction management for all City public projects. A detailed explanation of this service is provided in the Capital Improvement Program (CIP) section of the budget document.
 Traffic Engineering- Engineering staff throughout the year perform a variety of tasks associated with traffic engineering. These tasks will include: completing speed surveys to ensure that traffic citations issued by the Police Department are enforceable, implementing neighborhood traffic calming projects, coordinating activities with the Police Department Traffic Division on traffic safety projects around Oakley and especially at school sites, investigating citizen’s requests for traffic control devices and speed limit changes. 770
122
 Private Development Engineering- Engineering staff review and process private development projects that are submitted to the City for construction. The scope and complexity of development projects vary from small office buildings to large residential subdivisions. Engineering staff work on each step of the entitlement process to ensure development projects are designed and constructed according to City standards and codes. In addition to addressing the engineering needs of development projects, Engineering staff coordinate regularly with the Community and Economic Development Department and Economic Development Manager to facilitate the development applications in Oakley.
 Surveying- The primary need for land surveying services are in the area of subdivision map review and will be funded by private developer deposits. The City utilizes contract services on an as-needed basis to address any land surveying service needs.
 Floodplain Management- Certain areas within the City are subject to periodic flooding, and the Federal Emergency Management Agency (FEMA) requires Oakley to participate in the National Flood Insurance Program so that flood insurance can be provided to affected property owners. As a result of participating in the program, the City must keep Flood Insurance Rate Maps for viewing by the public, and must provide certain information upon request.

Additionally, the City will review and process applications to modify known floodplain boundaries.
 Clean Water Program- The City’s joint municipal National Pollutant Discharge Elimination System (NPDES) permit and its participation in the Contra Costa County Clean Water Program necessitate a number of expenditures.

Maintenance related activities have been accounted for in both the roadway and drainage maintenance categories. Other tasks include: contributions to the Clean Water Program for staff and resources, illicit discharge investigation, industrial and commercial site inspection, and public outreach.  Assessment District Engineering- In order to collect the funds for the City’s assessment district and community facilities district, an annual engineer’s report and associated budgets must be completed. The City has a contract with a financial services consultant for the processing and administration of this task, due to its specialized nature of work.
771
123
 Administration- The administration of the department has evolved over the years as the department restructuring took place. This process has been completed and it is anticipated that the department will move forward as a solid team with the staffing levels as follows:
 Public Works Director/City Engineer (1 FTE)-Day to day operations in Public Works and Engineering will be managed by the Public Works Director/City Engineer. Duties will include coordination with other City departments and outside agencies, consultant/maintenance/construction contract management, development review and coordination, public outreach, traffic calming, and a wide range of other activities.
 Administrative Specialist (1 FTE) – This full time position performs a wide range of important tasks for the department including: contract administration and processing, budget preparation assistance, City Council reports, accounting and vendor invoice processing, responding to inquiries, complaints and service requests by the public, issuance of permits, claims processing, department analyst and liaison, and general administrative tasks. The Administrative Specialist is supported by the part time Administrative Assistant in performing department support services.
 Principal Civil Engineer, (1 FTE) – This full time position manages work on the processing of private development projects and operation of the City’s traffic signal system to ensure that the systems are working efficiently, while keeping up with new technologies related to the maintenance and operation of the traffic signal system. The Principal Civil Engineer will also manage the new Traffic System Operations Center which will be used for the operation of the Downtown Oakley traffic signal systems and serve as the City Traffic Engineer.

The Principal Civil Engineer will also be leading the City’s NPDES stormwater permit program and working with the engineering and planning team to review and process park development projects. Other primary duties include the review and processing of private development projects and their related building permits and traffic control plans.
 Capital Projects Engineer, (1 FTE) - This full time position focuses on the design and construction of Capital Improvement Projects. The responsibilities of the position include; management and administration, development, design and construction of a wide range of Capital Improvement Projects. The Capital Projects Engineer also works collaboratively with State agencies in securing and 772
124
processing various grants for Capital Improvement Projects for the City of Oakley.
 Public Works Inspector (1 FTE) - This full time position provides inspection of work within the public right of way and all Capital Improvement Projects construction inspection services. The Public Works Inspector is also responsible for processing encroachment permits and for performing related construction inspections. Any additional inspection services will be provided by a contract Inspector as needed for private development projects.
 Engineering Technician (.80 FTE) - This full time position provides a wide range of tasks related to the processing of private development projects, ranging from plan checking, permit issuance, and inspection services. The Engineering Technician will also perform inspections as needed and operate the GIS and CADD system.
 Street Maintenance Foreman (1 FTE) – This full time position supervises the Street Maintenance Worker which is the crew for the street maintenance division who address the increasing maintenance needs of the City’s infrastructure. This maintenance team provides a wide range of maintenance services such as: pothole patching, storm drain cleaning, sign installation, pavement striping and marking, roadside brushing and spraying, and other maintenance services.
 Street Maintenance Worker (1 FTE) – This full time positions provides a wide range of maintenance services such as: pothole patching, storm drain cleaning, sign installation, pavement striping and marking, roadside brushing and spraying, and other facility maintenance services.
 Parks and Landscape Maintenance Division Manager (1 FTE) - This City staff position manages the maintenance efforts for all publically maintained parks and landscape facilities within the City. The position develops and manages the division budget, monitors all water and utility uses associated with the facilities, schedules and manages the work of the landscape maintenance contractors, and coordinates facility uses with the Recreation Department.  Park Ranger (1 FTE) – This City staff position will enforce the laws and regulations related to the City’s parks and facilities. The Park Ranger will work cooperatively with law enforcement officials to assist in all issues related to illicit activities that may take place in the City’s parks and facilities. This 773
125
position will provide park information to visitors and present interpretive programs, as well as perform an assortment of maintenance duties as needed.  Parks and Landscape Foreman (1 FTE) – This City staff position plans, schedules, and coordinates the in-house landscape maintenance staff, performs playground inspections, and assists with other parks and landscape operations.

This is a working foreman position that reports to the Division Manager.  Tree Worker (1 FTE) – This City staff position performs daily maintenance of City owned trees in public right of ways and parks. This tree pruning and maintenance task is important to the health and growth of the trees and a quality of life enhancement for the community residents.  Parks and Landscape Maintenance Worker (2.48 FTE) – This City staff position performs as part of the parks and landscape maintenance crew. In addition to this position, Seasonal laborers provide parks and landscape maintenance services as part of the City parks maintenance crew. Seasonal workers generally work on a 6 month on - 6 month off basis.
 Administrative Assistant (0.48 FTE) – This part time position assists the Public Works and Engineering staff, as well as the Maintenance Divisions with general administrative functions such as: answering phones, filing, records management, data entry, public inquiries, service requests and various administrative project tasks related to the general operation of the department.  Sports Field Maintenance Laborer (0.48 FTE) – This part-time staff position provides maintenance and additional safety checks to sports fields and courts, keeping fields and courts in a safe and playable condition.  Facility Maintenance Custodian (1.0 FTE) – This staff position performs the custodian services for the City Hall and Police Department buildings on daily bases to ensure staff and customer service needs are accommodated efficiently.  Facility Maintenance Worker (1.0 FTE) – This staff position performs the facility maintenance services to all City owned facilities that include City Hall and Police Department, Recreation Center, Public Works Operations Building, Entrepreneur Center, 3070 Main Street, and 3080 Main Street buildings. 774
126
Program Objectives
The goals and objectives of the Public Works and Engineering Department for FY 2022- 2023 are:
 Focus on pro-active maintenance of the City’s infrastructure and facilities to protect the infrastructure assets of the community using a combination of in-house staff and contract services. This will be a key component of the quality of life for the community residents.
 Operate the new Traffic Operations Center which will operate and monitor traffic signal operations in downtown and expand its capability to cover more traffic signals  Proactively, and in coordination with the Police Department, work with residents and neighborhood groups on resolving traffic and parking related issues and the implementation of traffic calming and parking programs.  Actively and proficiently implement the planned Capital Improvement Program and ensure timely project delivery within approved budgets and timelines.  Participate in regional engineering efforts such as Transplan, the City-County Engineering Advisory Committee, and the Contra Costa Clean Water Program to ensure that Oakley is recognized as a contributor and is represented in any funding programs.
 Actively pursue State and Federal grants to supplement funding for the City’s infrastructure improvement projects.
 Coordinate and collaborate with other City Departments to provide exemplary and proactive service to potential developers to enhance Oakley’s economic development opportunities
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Personnel Services $1,535,107 $1,651,420 $1,532,249 $1,665,934 $1,973,836 $2,045,378 Services 936,856 1,149,128 919,442 988,203 1,345,714 1,677,794 Supplies 33,591 35,877 39,188 43,291 49,750 54,600
Capital Outlay 2,741 100 29,188 0 406,450 160,450
Total $2,508,295 $2,836,525 $2,520,067 $2,697,428 $3,775,750 $3,938,222

PUBLIC WORKS /ENGINEERING/MAINTENANCE & PARKS
775
127
STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 City
Engineer/Public
Works Director 1.00 1.00 1.00 1.00 1.00 1.00
Associate Engineer 2.00 1.00 1.00 0.00 0.00 0.00
Principal Engineer 0.00 0.00 0.00 1.00 1.00 1.00
Capital Projects
Coordinator 0.00 1.00 1.00 1.00 0.00 0.00
Capital Projects
Engineer 0.00 0.00 0.00 0.00 1.00 1.00
Engineering
Technician 0.00 0.00 0.00 1.00 0.80 0.80
Senior Civil
Engineer 1.00 1.00 1.00 0.00 0.00 0.00
Public Works
Inspector 1.00 1.00 1.00 1.00 1.00 1.00
Public Works
Administrative
Specialist 1.00 1.00 1.00 1.00 1.00 1.00
Public Works
Administrative
Assistant 0.53 0.63 0.63 0.48 0.48 0.48
Streets Maintenance
Foreman 1.00 1.00 1.00 1.00 1.00 1.00
Parks & Landscape
Maintenance
Superintendent 1.00 1.00 1.00 1.00 0.00 0.00
Parks & Landscape
Maintenance
Manager 0.00 0.00 0.00 0.00 1.00 1.00
Parks & Landscape
Maintenance
Foreman 0.00 0.00 0.00 0.00 1.00 1.00
Parks & Landscape
Maintenance Crew
Leader 1.00 1.00 1.00 1.00 0.00 0.00
Parks & Landscape
Maintenance
Worker 1.00 1.00 1.00 1.00 2.00 2.48
Public Works
Maintenance
Worker 2.00 3.00 3.00 1.00 1.00 1.00

PUBLIC WORKS/ENGINEERING/MAINT & PARKS DEPT STAFFING
776
128
STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Parks and
Landscape Tree
Maintenance
Worker 1.00 1.00 1.00 1.00 1.00 1.00
Parks Ranger 0.00 0.00 1.00 1.00 1.00 1.00
Parks and
Landscape Laborers
(Seasonal) 1.00 1.00 1.00 1.00 0.48 0.00
Parks & Landscape
Contracts Monitor 0.25 0.25 0.25 0.25 0.48 0.00
Sports Field
Maintenance
Laborer 0.25 0.25 0.25 0.25 0.48 0.48
Total 15.03 16.13 17.13 14.98 15.71 15.23
PUBLIC WORKS/ENGINEERING/MAINT & PARKS DEPT STAFFING(Continued) City of Oakley Strategic Plan Goals

A B C D
Community and
Economic Development
Community Health &
Safety
Parks and Open Space Community and
Collaborative
Partnerships
Fiscal Year 2022/2023 Departmental Objectives

A B C D E F
X X
X X
X X
X X X
X X
X X
X X
X X
Key Performance Indicators
Goals
B
D
E
C
C
F
F
B
B
B
B
Square Feet of Sidewalk replaced B
Number of New Street Light installed B
Number of Trees Planted C
Number of Trees Pruned C
100 400
1,000 800
221 222
3,230 3,550
8 30
Number of miles of street resurfaced
Number of street light malfunction service requests processed 6,027
- 1,455
6,132
2,703 2,703

9.3 2.1
Total number of stownwater inlets inspected
Number of Electric Vehicle Charging Stations - 2
Total kWh used by Electric Vehicle Chargers
Total number of street miles swept
Number of acres of City parks, open space, and landscaped zones maintained 200 217 Number of park service requests received and processed 24 30 Number of encroachment permits processed 235 165
Number of CIP projects completed 8 7
Manage the design and installation of Solar Panels on City Hall roofs Metric FY 2020/2021 FY 2021/2022
Number of traffic calming requests processed 3 5
Complete the update of the City's Traffic Model including the accumulation of all traffic generated by development projects E F
Finance and Fiscal
Responsibility
Sustainable Organization
Public Works
Park Playground receiving monthly safety inspections
Implement the new Asset Management and Work Order Program Enhance and Expand the implementation of the GIS Program Complete CIP projects within authorized budget and timeline Complete the design and construction of the Downtown Gateway Plaza, Roadway and Parking Lot Project Coordinate with the private developers to ensure the construction of East Cypress Road improvements 777
129

FACILITIES MAINTENANCE
Program Costs and Revenues
All costs are part of City Administration and come from the General Fund.

Program Description
The Facilities Maintenance function is responsible for the cleanliness and general maintenance of City buildings. This Division is under the supervision of the Public Works Director.

Staffing Summary
The Division consists of a full-time Facilities Maintenance Custodian and a Facilities Maintenance worker
Program Objectives
Keep assigned areas and City buildings in a clean, neat, and orderly condition; perform minor building maintenance work; and to perform related work as required.

Program Changes
There are no proposed program changes for FY 2022-2023. 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Personnel Services $0 $67,029 $89,208 $96,964 $104,189 $191,130 Services 46,488 10,965 16,442 14,127 166,805 325,148
Supplies 0 8 127 117 125 38,000
Total $46,488 $78,002 $105,777 $111,208 $271,119 $554,278

FACILITIES MAINTENANCE
778
130 STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Maintenance
Custodian 0.00 1.00 1.00 1.00 1.00 1.00
Facilities Maint
Worker 0.00 0.00 0.00 0.00 0.00 1.00
Facilities Maint Aide 0.00 0.00 0.48 0.48 0.96 0.00
Maintenance
Custodian
(Contract) 0.75 0.00 0.00 0.00 0.00 0.00
Total 0.75 1.00 1.48 1.48 1.96 2.00

FACILITIES MAINTENANCE STAFFING
779
131
780
132

RECREATION
Program Costs and Revenues
Programs for the Fiscal Year 2022-2023 budget are funded in part by the following revenues:

Group picnic area rentals, Recreation Center rentals, sports field rental fees, class fees, program fees, grants, and sponsorships. The majority of costs will be paid for with general purpose revenues.

Program Description
Recreation focuses on creating community through people, parks and programs. The Recreation Department provides diverse and innovative programming, offering programs and activities to citizens of all ages throughout the year. The programs promote physical health and wellness, improve community image and community pride, and provides opportunities for children, and adults in Oakley. The Recreation Department works in partnership with community organizations, non-profit organizations and commercial businesses to ensure quality recreation services for Oakley residents.

Staffing Summary
The Recreation Department consists of one Recreation Director, one Recreation and Event Coordinator, a full time Senior Recreation Leader and several part time seasonal Recreation Leaders and Aides and one Facilities Attendant.

Recreation Director- The Recreation Director is responsible for day to day operations of the Recreation Department, including After Youth School Programs, Youth CORE, Youth Advisory Council, City website, Government Outreach, Utility Box Mural Project Recreation Guide and various other assignments.

Recreation and Event Coordinator- The full-time Recreation and Events Coordinator is responsible for the Kids and Tots Programs, sports field rentals and Special Events.

Administrative Assistant- This full-time Administrative Assistant is responsible for reception duties, contract classes, group picnic area rentals, facility rentals.

Recreation Leaders, Aides and Facility Attendants- The City hires temporary and seasonal Recreation Leaders and Aides to assist with After School Programs, Summer Camps, Facility Rentals, Special Events and other assignments. Recreation Leaders and Aides total

8.08 FTE.
781
133
Program Objectives
The mission of The Recreation Department is to provide the residents of Oakley with quality programming meeting the following FY 2022-2023 objectives:
 Special Events- Special Events facilitated by the Recreation Department will return to traditional annual special event programming include the Science Week Program, six Movies in the Plaza, Summer Fest, Kids Fishing Derby, Harvest Festival, Christmas Tree Lighting, Jingle Ball, Breakfast with Santa, Hometown Halloween Decorating Contest, Summer Concerts, Heart of Oakley, Hometown Holiday Decorating Contest, Art in the Park. The Recreation Division has also taken on the planning and implementation of Memorial Day Ceremony and Veterans Day.  Youth Programs- The objective of youth programs is to provide safe and fun activities for kids after school, during the summer as well as on their breaks from school including After School Programming, Summer Fun Day Camp, Junior Recreation Leader Program, Youth Committed to Ongoing Revitalization Efforts Program, Youth Employment Workshop, Oakley’s Got Talent and more.
 Recreation Classes- The Recreation Department offers over 30 classes through the use of independent instructor contracts. Independent instructors also provide a number of seasonal camp programs designed to provide opportunities for kids and youth during school breaks. The reopening of the Recreation Center has provided an opportunity for the Recreation Department to return to in person programming and increase classes in the new FY.
 Park and Facility Rentals- The Recreation Department reserves sports fields, 4 group picnic areas and the Recreation Center
Program Changes
The Recreation Department proposed budget incorporates changes made from last year’s budget. This includes a removal of nearly all COVID-19 regulations that allows for a return to all normal activities including special events, rentals, classes and other programs. It also includes the transition from Cityhood Celebration to Oakley Summer Fest.
782
134 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Personnel Services $350,780 $387,770 $392,593 $413,190 $466,706 $556,412 Services 89,806 104,323 131,105 125,118 188,298 157,672 Supplies 107,380 159,320 135,692 51,817 197,900 287,700 Capital Outlay 0 41,248 0 0 0 0
Total $547,966 $692,661 $659,390 $590,125 $852,904 $1,001,784 RECREATION STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Recreation Director 0.00 0.00 0.00 0.00 1.00 1.00
Recreation Manager 1.00 1.00 1.00 1.00 0.00 0.00
Administrative
Assistant 0.00 0.00 0.00 0.00 0.00 1.00
Recreation and
Event Coordinator 1.00 1.00 1.00 1.00 1.00 1.00
Senior Recreation
Leader 0.96 1.44 1.44 0.48 1.00 0.00
Recreation Leader
(Seasonal) 1.65 3.13 3.13 3.23 4.28 4.28
Recreation Aides
(Seasonal) 1.65 1.65 1.65 1.68 3.80 3.80
Facility Attendant 0.38 0.38 0.38 0.38 0.00 0.00
Total 6.64 8.60 8.60 7.77 11.08 11.08

RECREATION DEPARTMENT STAFFING
783
135
City of Oakley Strategic Plan Goals

A B C D
Community and
Economic Development
Community Health &
Safety
Parks and Open Space Community and
Collaborative
Partnerships
Fiscal Year 2022/2023 Departmental Objectives

A B C D E F
X X X
X X
X X X
X X X
Key Performance Indicators
Goals
C, D
C
C
C

A, C, D
* Reserations were limited by COVID-19 regulations
Social Media Following (Instagram) x 1018 as of 4/14
Number of Program Participants 8341
Picnic Area Rentals* 28 126 as of 4/14
Indoor Facility Rentals* 2 6 as of 4/14
Metric FY 2020/2021 FY 2021/2022
Sports Field Rentals* X 1990 as of 4/14
Expand independent instructor classes
Partner with internal departments and community organizations (NGO) Increase engagement/marketing on social media
E F
Finance and Fiscal
Responsibility
Sustainable Organization
Recreation
Reestablish all programs and events that were suspended due to COVID-19 784
136

TRANSFERS
Staff proposes nine transfers from the General Fund in Fiscal Year 2022-2023. $ 5,260,000 To Fund 201 for CIP Projects
$ 2,000,000 To Fund 235 for Street Maintenance and Rehabilitation $ 450,000 To Fund 502 – Facilities for the HR Department Remodel Project $ 150,000 To Fund 502 – Facilities to reserve for future repairs and replacements $ 206,000 To Fund 503 – Technology for equipment upgrades and replacements $ 10,000 To Fund 231 to cover operational deficit
$ 4,000 To Fund 180 to cover operational deficit
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Actual Actual Actual Actual Estimated Proposed
$2,822,888 $2,104,675 $3,351,000 $2,434,800 $6,260,000 $8,080,000

TRANSFERS
785
137

CAPITAL OUTLAY-LAND AQUISITIONS
There are no appropriations for Fiscal Year 2022-2023.
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual* Actual** Actual Actual Estimated Proposed Capital Outlay $174,468 $1,489,398 $5,000 $174,722 $0 $0

CAPITAL OUTLAY-LAND AQUISITIONS
*Acquired property/assets through a settlement agreement between the City, Successor Agency and State Department of Finance regarding the dissolution of the former Oakley Redevelopment Agency. ** Acquired 3570 Main Street, opened escrow on 310 4th Street & 305 5th Street 786
138
This page intentionally left blank
787
139

SPECIAL REVENUE FUNDS
COMMUNITY FACILITIES DISTRICT #1
(CYPRESS GROVE)
In October 2005, the City formed CFD #1 (Cypress Grove) to account for drainage maintenance activities in this new development. This was the first such district formed in the City and serves as a model for future developments. These activities are funded entirely by assessments on property owners.
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $312,274 $318,520 $324,882 $331,380 $344,772 $351,667 Interest 10,819 49,953 53,825 85 5,000 2,500
Operating Transfers 0 0 0 24,564 25,501 0
Total Revenues $323,093 $368,473 $378,707 $356,029 $375,273 $354,167 Services $61,137 $68,620 $52,306 $67,836 $81,822 $105,696 Capital Outlay 0 0 0 0 0 0
Supplies 48,841 35,171 48,088 72,490 241,180 243,964
Capital
Improvement 0 0 0 0 1,080,000 0
Total
Expenditures $109,978 $103,791 $100,394 $140,326 $1,403,002 $349,660 Unassigned
Total Budgeted $109,978 $103,791 $100,394 $140,326 $1,403,002 $349,660 FUND 110 - COMMUNITY FACILITIES DISTRICT #1 (CYPRESS GROVE) 788
140
This page intentionally left blank
789
141

OAKLEY CREEKSIDE PARK RESTORATION GRANT
This grant from the Delta Conservancy has the purpose of developing plans to restore 775 linear feet of Marsh Creek to provide habitat for native fish and wildlife. Various partners will be participating in the analysis including American Rivers, Inc., Contra Costa Flood District and the adjacent property owner/developer.
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Grant Revenue $0 $0 $0 $436,465 $0
Total Revenues $0 $0 $436,465 $0
Services $0 $0 $0 $434,019 $0
Capital Outlay 0 0 0 0 0
Supplies 0 0 0 2,446 0
Total
Expenditures $0 $0 $436,465 $0
Unassigned 0 0 0
Total Budgeted $0 $0 $436,465 $0
FUND 115 – OAKLEY CREEKSIDE PARK RESTORATION GRANT
790
142
This page intentionally left blank
791
143

AMERICAN RESCUE PLAN ACT (ARPA)
The American Rescue Plan Act of 2021 is a $1.9 trillion Coronavirus rescue package designed to facilitate the United States’ recovery from the devastating economic and health effects of the COVID-19 pandemic. The nearly $2 trillion price tag makes this economic rescue legislation one of the most expensive in U.S. history. The City of Oakley originally expected to receive $8 million, with half of it arriving in June of 2021 and the other half arriving one year later. However, $10,177,190 ended up being allocated to the City of Oakley and as a result of legislation referred to as the Final Rule, the City of Oakley allowed to claim $10 million of those funds as an economic loss and that $10 million can be used to provide government services. The remaining $177,190 is being claimed as a partial reimbursement for special COVID-19 sick leave that the City’s General Fund has paid out during the Pandemic.

During Fiscal Year 2021-2022, the Oakley City Council approved just over $5 million of ARPA program expenditures, with $50,000 for a broadband feasibility study and fiber master plan, $150,000 for a fire hydrant replacement program, $180,000 for a non-profit grant program, $34,000 for Oakley Summer Camp sponsorship, $50,000 for ARPA consultant services, $1 million for certain economic development programs related to local businesses, $250,000 for COVID-19 sick leave and other staff support, and $3.3 million for technology upgrades. Included in the Fiscal Year 2022-2023 proposed expenditures are $400,000 for the design and construction of a drainage channel trash capture device, $300,000 for an emergency generator at the Recreation Center and $400,000 for a Bethel Island Road project. Please see the Capital Budget, attached, for further project detail. 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed ARPA Revenue $5,088,595 $5,088,595
Total Revenues $5,088,595 $5,088,595
Personnel Services $0 $0
Services 234,000 0
Capital Outlay 4,780,000 1,100,000
Supplies 0 0
Total
Expenditures $5,014,000 $1,100,000
Unassigned
Total Budgeted $5,014,000 $1,100,000
FUND 120 – AMERICAN RESCUE PLAN ACT (ARPA)
792
144
This page intentionally left blank
793
145

YOUTH DEVELOPMENT GRANT FUND
The City began a partnership with the Vesper Society and was awarded grants beginning Fiscal Year (FY) 2005-2006 to fund youth development programs beginning late FY 2005- 2006 early FY 2006-2007. This partnership continued with additional grants awarded during FY 2008-2009, FY 2009-2010, FY 2010-2011, FY 2011-2012, FY 2012-2013, FY 2013- 2014 and the youth development programs concluded in FY 2018-2019. 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Projected Estimated Proposed Grant Proceeds $23,117 $15,200
Interest 278 0
Total Revenues $23,395 $15,200 $0 $0 $0 $0
Services $22,018 $9,200
Capital Outlay 0 0
Supplies 1,377 6,000
Total
Expenditures $23,395 $15,200 $0 $0 $0 $0
FUND 123 - YOUTH DEVELOPMENT GRANTS
794
146
This page intentionally left blank
795
147
YOU, ME, WE = OAKLEY!
This program is no longer active and the City has elected to discontinue this program to allow City staff to better serve the community by focusing on and strengthening its core services.
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Projected Estimated Proposed Grant Proceeds $50,361 $51,325 $23,882 $68,116 $130,000 $0 Interest 911 2,080 4,039 1,280 0 0
Total Revenues $51,272 $53,405 $27,921 $69,396 $130,000 $0 Personnel Services $27,880 $38,722 $17,460 $47,170 $49,125 $0 Services 22,569 14,368 9,009 19,609 63,626 0
Supplies 823 315 1,452 2,617 17,200 0
Capital Outlay 0 0 0 0 0 0
Total
Expenditures $51,272 $53,405 $27,921 $69,396 $129,951 $0 FUND 125 - YOU, ME, WE = OAKLEY!
STAFFING 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 You Me We Project 0.50 0.20 0.20 0.00
Administrative 0.48 0.48 0.48 0.00
Total 0.98 0.68 0.68 0.00
FUND 125- YOU, ME, WE = OAKLEY! STAFFING
796
148
This page intentionally left blank
797
149

AGRICULTURAL PRESERVATION
The City is developing a program to encourage agricultural conservation and viticulture.

Phase I of the program, funded with development mitigation fees, has been completed; and it included a complete inventory of agricultural property in the City limits, their mapping, and a preliminary analysis of potential preservation strategies, with an emphasis on vineyard properties. The scope of Phase II of the program is currently being developed with an initial emphasis on viticulture, as well. While all of the Phase I program activities were funded by development fees, grants for Phase II funding will be sought once the scope of work is better developed. Because the program development, and ultimately, its implementation, is expected to be funded by special purpose revenues, the City has established this separate fund to account for program activities. 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Developer Fees $0 $0 $0 $0 $0 $0
Interest 94 181 140 49 0 0
Operating Transfers
In
0 0 0 0 0 0
Total Revenues $94 $181 $140 $49 $0 $0
Services 0 0 0 0 0 0
Supplies 0 0 0 0 0 0
Capital Outlay 0 0 0 0 0 0
Total
Expenditures
$0 $0 $0 $0 $0 $0
Unassigned
Balances
0 0 0 0 0 0
Total Budgeted $0 $0 $0 $0 $0 $0
FUND 136 - AGRICULTURAL PRESERVATION
798
150
This page intentionally left blank.
799
151

DOWNTOWN REVITALIZATION FUND
The City has developed an economic development revolving loan program. This fund was created so that the funding of the program, and ultimately the accounting for its activities can be tracked and reported on separately. Uses for loans will be made as approved by the City Council, pursuant to the program parameters.

In Fiscal Year 2015/16, the City received the transfer from the Oakley Redevelopment Successor Agency, the properties designated for “government use” and for “future development”. In order to track the rents and services related to these properties they are included in this fund and the name of the fund was changed from Economic Development Revolving Loan Program to Downtown Revitalization Fund to more accurately describe the activities tracked in this fund.
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Projected Estimated Proposed Rents & Concessions $ 204,758 $ 245,184 $ 191,835 $183,792 $238,100 $209,700 Training Revenue 0 160 518 0 0 0
Interest 1,660 1,004 2,272 462 500 500
Operating Transfers 0 329,675 0 75,000 75,000 0
Total Revenues $ 206,418 $576,022 $194,625 $259,254 $313,600 $210,200 Services 161,203 165,123 190,134 174,886 201,333 203,520 Loans and Grants 0 0 75,000 37,500 75,000 0
Supplies 435 22 600 600
Capital Outlay 49,358 387,414 44,426 11,002 0 0
Total
Expenditures $210,561 $552,537 $309,995 $223,410 $276,933 $204,120 Unassigned
Total Budgeted $210,561 $552,537 $309,995 $223,410 $276,933 $204,120 FUND 138 - DOWNTOWN REVITALIZATION FUND
800
152
This page intentionally left blank.
801
153

SPORTS FIELD MAINTENANCE
The Sports Field Maintenance Fund is a special fund established first in Fiscal Year 2014- 2015. Recognizing that organized sports field usage results in the need for more intensive upkeep and maintenance, the Fund is used to account separately for the collection of fees from the ball field rentals (revenue) and expenditure of funds for an on-going maintenance program of the facilities. The funds are used for annual field renovation costs, equipment repair and replacement, supplies, and to employ a part-time sports field maintenance position.
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Rents & Concessions $ 53,127 $ 44,337 $ 27,576 $40,043 $30,000 $0 Interest 783 2,105 2,690 959 0 0
Total Revenues $53,910 $46,442 $30,266 $41,002 $30,000 $0 Services 17,687 21,032 16,032 25,907 25,570 430
Loans and Grants 0 0 0 0 0 0
Capital Outlay 0 0 0 0 0 0
Total
Expenditures $17,687 $21,032 $16,032 $25,907 $25,570 $430 Unassigned
Total Budgeted $17,687 $21,032 $16,032 $25,907 $25,570 $430 FUND 168 - SPORTS FIELD MAINTENANCE
802
154
This page intentionally left blank.
803
155

LIGHTING AND LANDSCAPING DISTRICT
The City has a Lighting and Landscaping District with 3 zones:

Zone 1 – Fund 132 Community Parks
This zone is citywide and is used to maintain the City’s larger parks (3 acres or larger). It is funded primarily by assessments.

Zone 2 – Fund 133 Street Lighting
This zone provides street lighting for the entire City. It is funded primarily by assessments but does not generate sufficient revenues to be self-supporting. The Gas Tax Fund has been and is expected to continue to subsidize its operations. For fiscal year 2021-2022, the subsidy is estimated to be $190,000.

Zone 3 – Funds 170-195 Neighborhood Parks (made up of 26 sub-zones) This zone maintains the City’s smaller neighborhood parks. Each sub-zone generally represents a park or neighborhood with several parks and/or roadway landscaping. Each sub-zone is funded by assessments.

Several Park Zones do not have sufficient revenues to fully fund their Capital Asset Lifecycle Replacement Reserves. The Capital Asset Lifecycle Replacement Program establishes reserves necessary to ensure funds for asset replacements and remediation projects are available when needed. These reserves are used primarily to pay for longerterm replacement or remediation activities, periodic tree pruning (performed on a 7 year cycle), and streetscape replacements (on a 20 year cycle); although they may be used for the replacement, improvement or remediation of any asset or amenity in the Zone or subZone. 19 of the City’s 26 zones were formed by the County prior to incorporation, and most of them do not have sufficient annual revenues to both operate and fund an appropriate contribution to their replacement reserves. While no existing critical need is going unaddressed at present, Staff continues to work to find ways to ensure these long-term future needs are met.

Below are a series of tables showing the revenues and expenditures for each fund. The City’s policies require the budgets consider lifecycle replacement reserves be considered as a part of the budget development process. As a result, some funds show revenues in 804
156
excess of expenditures – in which case the surplus will become contributions to the reserve; and some funds show expenditures in excess of revenues– reflecting the need to use reserves for replacements and remediation activities during the year. 805
157
806
158
807
159
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $1,278,787 $1,300,755 $1,400,656 $1,683,362 $1,718,038 $1,391,837 Interest 24,084 47,966 46,169 21,035 19,750 19,750
Other 0 0 0 4,728 0 0
Total Revenues $1,302,871 $1,348,721 $1,446,825 $1,709,126 $1,737,788 $1,411,587 Services $847,302 $928,686 $936,768 $863,070 $1,659,789 $1,231,587 Capital Outlay 0 15,000 0 0 0 250,000
Operating Transfers 123,000 485,000 150,000 180,000 180,000 180,000 Transfer to Capital 0 0 0 0 0 0
Interest 0 0 0 0 0 0
Total
Expenditures
$970,302 $1,428,686 $1,086,768 $1,043,070 $1,839,789 $1,661,587 Unassigned 0 0 0 0 0 0
Unassigned Asset 5,570 0 0 0 100,000 100,000
Total Budget $975,872 $1,428,686 $1,086,768 $1,043,070 $1,939,789 $1,761,587 FUND 132 – ZONE 1 (COMMUNITY PARKS)
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $240,537 $243,433 $260,330 $279,262 $282,088 $249,536 Interest 1,153 2,245 2,272 1,072 900 900
Transfer in 189,214 141,156 152,505 169,799 190,000 190,000 Total Revenues $430,904 $386,834 $415,107 $450,133 $472,988 $440,436 Services $430,904 $386,834 $363,402 $383,775 $531,243 $440,436 Transfer to Capital 0 0 0 0 0 0
Total
Expenditures $430,904 $386,834 $363,402 $383,775 $531,243 $440,436 Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement 0 0 0 0 0 0
Total Budgeted $430,904 $386,834 $363,402 $383,775 $531,243 $440,436 FUND 133 – ZONE 2 (STREET LIGHTING)
808
160
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $73,714 $73,714 $73,714 $73,714 $73,714 $73,714 Miscellaneous 0 0 0 0 0 0
Interest 1,568 4,345 4,241 1,249 1,000 $500
Operating Transfer 0 100,000 5,000 5,000 5,000 $5,000
Total Revenues $75,282 $178,059 $82,955 $79,962 $79,714 $79,214 Services $51,271 $59,602 $80,438 $68,726 $79,914 $79,214 Capital Outlay 0 93,422 0 0 0 0
Total
Expenditures $51,271 $153,024 $80,438 $68,726 $79,914 $79,214 Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 0 0 0 0 34,880 $48,116
Total Budgeted $51,271 $153,024 $80,438 $68,726 $114,794 $127,330 FUND 170 – VINTAGE PARKWAY
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $26,446 $26,446 $26,446 $26,446 $26,446 $26,446 Interest 377 635 585 203 250 100
Total Revenues $26,823 $27,081 $27,031 $26,649 $26,696 $26,546 Services $30,452 $26,904 $26,317 $28,463 $27,231 $26,546 Supplies 0 0 0 0 0 0
Total
Expenditures $30,452 $26,904 $26,317 $28,463 $27,231 $26,546 Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 0 0 0 0 4,030 7,192
Total Budgeted $30,452 $26,904 $26,317 $28,463 $31,261 $33,738 FUND 171 –OAKLEY RANCH
809
161
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $4,534 $4,534 $4,534 $4,534 $4,534 $4,534
Interest 860 1,681 1,796 570 600 200
Total Revenues $5,394 $6,215 $6,330 $5,105 $5,134 $4,734 Services $4,738 $4,003 $3,728 $4,669 $6,262 $4,734
Total
Expenditures $4,738 $4,003 $3,728 $4,669 $6,262 $4,734
Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 0 0 0 0 20,173 21,011
Total Budgeted $4,738 $4,003 $3,728 $4,669 $26,435 $25,745 FUND 172 – EMPIRE
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $10,935 $10,935 $10,935 $10,935 $10,935 $10,935 Interest 719 1,500 1,708 537 600 600
Total Revenues $11,654 $12,435 $12,643 $11,473 $11,535 $11,535 Services $5,602 $5,290 $7,875 $11,854 $11,535 $11,535
Total
Expenditures $5,602 $5,290 $7,875 $11,854 $11,535 $11,535 Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 0 0 0 0 17,576 $20,041
Total Budgeted $5,602 $5,290 $7,875 $11,854 $29,111 $31,576 FUND 173 – OAKLEY TOWN CENTER
810
162
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $28,405 $28,405 $28,405 $28,405 $28,405 $28,405 Interest 631 1,254 1,389 514 600 200
Total Revenues $29,036 $29,659 $29,794 $28,919 $29,005 $28,605 Services $27,705 $22,615 $19,887 $21,682 $29,205 $28,605 Total
Expenditures $27,705 $22,615 $19,887 $21,682 $29,205 $28,605 Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 5,570 0 0 0 14,466 20,201
Total Budgeted $33,275 $22,615 $19,887 $21,682 $43,671 $48,806 FUND 174 – OAK GROVE
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $7,668 $7,668 $7,668 $7,668 $7,668 $7,668
Interest 916 1,821 2,026 643 750 200
Total Revenues $8,584 $9,489 $9,694 $8,311 $8,418 $7,868 Services $3,597 $3,717 $4,391 $8,656 $8,418 $7,868
Total
Expenditures $3,597 $3,717 $4,391 $8,656 $8,418 $7,868
Unassigned
Balances 0 0 0 0 0 0
0 0 0 0 22,876 24,173
Total Budgeted $3,597 $3,717 $4,391 $8,656 $31,294 $32,041 Unassigned Asset
Replacement
Balance
FUND 175 – LAUREL WOODS/LUNA ESTATES
811
163
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $9,712 $9,713 $9,713 $9,713 $9,713 $9,805
Interest 419 865 944 331 400 100
Total Revenues $10,131 $10,578 $10,657 $10,043 $10,113 $9,905 Services $5,468 $6,289 $6,963 $8,358 $10,113 $9,905
Total
Expenditures $5,468 $6,289 $6,963 $8,358 $10,113 $9,905 Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 0 0 0 0 10,529 12,589
Total Budgeted $5,468 $6,289 $6,963 $8,358 $20,642 $22,494 FUND 176 – SOUTH FORTY
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $7,628 $7,628 $7,628 $7,628 $7,628 $7,628
Interest 186 363 318 100 100 100
Total Revenues $7,814 $7,991 $7,946 $7,728 $7,728 $7,728 Services $5,124 $8,146 $9,165 $10,921 $8,896 $7,728
Total
Expenditures $5,124 $8,146 $9,165 $10,921 $8,896 $7,728 Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 0 0 0 0 1,884 2,961
Total Budgeted $5,124 $8,146 $9,165 $10,921 $10,780 $10,689 FUND 177 – CLAREMONT
812
164
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $18,360 $18,360 $18,360 $18,360 $18,360 $18,360 Interest 2,228 3,725 3,962 1,260 1,500 250
Total Revenues $20,588 $22,085 $22,322 $19,620 $19,860 $18,610 Services $46,529 $20,577 $17,420 $19,861 $21,530 18610
Total
Expenditures $46,529 $20,577 $17,420 $19,861 $21,530 $18,610 Unassigned
Balances 0 0 0 0 0 0
0 0 0 0 0 44,093 46,266
Total Budgeted $46,529 $20,577 $17,420 $19,861 $65,623 $64,876 FUND 178 – GATEWAY
Unassigned Asset
Replacement
Balance
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $2,562 $2,563 $2,625 $2,625 $2,625 $2,625
Interest 264 544 585 189 250 250
Total Revenues $2,826 $3,107 $3,210 $2,814 $2,875 $2,875 Services $966 $1,343 $1,915 $3,505 $4,320 $2,875
Total
Expenditures $966 $1,343 $1,915 $3,505 $4,320 $2,875
Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 6,317 6,596
Total Budgeted $966 $1,343 $1,915 $3,505 $10,637 $9,471 FUND 179 – COUNTRYSIDE (VILLAGE GREEN)
0 0 0 0
813
165
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $5,423 $5,423 $5,423 $5,423 $5,423 $5,423
Interest 46 90 90 37 50 0
Transfer in 0 0 0 0 0 4,000
Total Revenues $5,469 $5,513 $5,513 $5,460 $5,473 $9,423 Interest $39 $65 $55 $14 $0 $0
Services 2,472 3,503 5,395 7,858 6,594 5,473
Total
Expenditures $2,511 $3,568 $5,450 $7,872 $6,594 $5,473
Unassigned Asset
Replacement
Balance 0 0 0 0 0 0
Total Budgeted $2,511 $3,568 $5,450 $7,872 $6,594 $5,473 FUND 180 – COUNTRY FAIR (MEADOW GLEN)
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $3,502 $3,502 $3,502 $3,502 $3,502 $3,502
Interest 703 1,409 1,529 504 600 200
Total Revenues $4,205 $4,911 $5,031 $4,006 $4,102 $3,702 Services $313 $722 $1,259 $2,428 $4,102 $3,702
Total
Expenditures $313 $722 $1,259 $2,428 $4,102 $3,702
Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 0 17,699 18,965
Total Budgeted $313 $722 $1,259 $2,428 $21,801 $22,667
0 0 0
FUND 181 – CALIFORNIA SUNRISE
814
166
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $18,240 $18,240 $18,240 $18,240 $18,240 $18,240 Interest 2,038 4,096 4,586 1,490 1,500 300
Total Revenues $20,278 $22,336 $22,826 $19,730 $19,740 $18,540 Services $9,954 $7,463 $10,228 $14,222 $19,740 $18,540
Total
Expenditures $9,954 $7,463 $10,228 $14,222 $19,740 $18,540 Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 0 52,107 56,164
Total Budgeted $9,954 $7,463 $10,228 $14,222 $71,847 $74,704 0 0 0
FUND 183 – CLAREMONT HERITAGE
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $12,000 $12,000 $12,000 $12,000 $12,000 $12,000 Interest 1,564 3,026 3,325 1,068 1,200 250
Total Revenues $13,564 $15,026 $15,325 $13,068 $13,200 $12,250 Services $10,671 $8,835 $8,053 $9,732 $13,200 $12,250
Total
Expenditures $10,671 $8,835 $8,053 $9,732 $13,200 $12,250 Unassigned
Balances 0 0 0 0 0 0
0 37,455 40,182
Total Budgeted $10,671 $8,835 $8,053 $9,732 $50,655 $52,432 Unassigned Asset
Replacement 0 0 0
FUND 182 – CALIFORNIA VISIONS (LAUREL)
815
167
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $122,544 $122,544 $122,544 $122,613 $122,613 $122,682 Interest 1,733 3,506 3,633 1,335 1,200 300
Grants 0 0 0 0 0 0
Total Revenues $124,277 $126,050 $126,177 $123,948 $123,813 $122,982 Services $110,787 $108,414 $109,927 $108,308 $125,663 $122,982 Capital Outlay 0 0 0 0 0 0
Total
Expenditures $110,787 $108,414 $109,927 $108,308 $125,663 $122,982 Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 0 0 0 0 32,751 51,946
Total Budgeted $110,787 $108,414 $109,927 $108,308 $158,414 $174,928 FUND 184 – COUNTRY FAIR (MEADOW GLEN II)
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $8,910 $8,910 $8,910 $8,910 $8,910 $8,910
Interest 161 272 268 89 100 100
Total Revenues $9,071 $9,182 $9,178 $8,999 $9,010 $9,010 Services $10,003 $9,374 $9,107 $9,337 $9,930 $9,010
Total
Expenditures $10,003 $9,374 $9,107 $9,337 $9,930 $9,010 Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 0 1,708 2,786
Total Budgeted $10,003 $9,374 $9,107 $9,337 $11,638 $11,796 FUND 185 – SUNDANCE
816
168
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $87,548 $87,684 $87,684 $87,684 $87,684 $87,684 Interest 4,124 7,839 8,409 2,761 3,000 500
Other 0 250 0 0 0
Transfers In 30,000 30,000 30,000 30,000 30,000 30,000
Total Revenues $121,672 $125,773 $126,093 $120,445 $120,684 $118,184 Services $129,645 $112,692 $106,024 $108,955 $122,558 $118,184 Capital Outlay 0 0 0 0 0
Total
Expenditures $129,645 $112,692 $106,024 $108,955 $122,558 $118,184 Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 0 86,291 96,318
Total Budgeted $129,645 $112,692 $106,024 $108,955 $208,849 $214,502 0 0 0
FUND 186 – CALIFORNIA JAMBOREE
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $23,400 $23,400 $23,400 $23,400 $23,400 $23,400 Interest (25) 26 0 2 0 0
Transfers In 8,000 20,000 20,000 20,000 20,000 20,000
Total Revenues $31,375 $43,426 $43,400 $43,402 $43,400 $43,400 Services $40,673 $41,766 $43,066 $49,153 $43,400 $43,400 Total
Expenditures $40,673 $41,766 $43,066 $49,153 $43,400 $43,400 Unassigned
Balances 0 0 0 0 0 19,781
Total Budgeted $40,673 $41,766 $43,066 $49,153 $43,400 $63,181 FUND 187 – COUNTRY PLACE
817
169
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $87,600 $87,600 $87,600 $87,600 $87,600 $87,600 Interest 1,959 2,926 2,571 741 750 200
Transfers In 30,000 30,000 40,000 70,000 70,000 70,000
Total Revenues $119,559 $120,526 $130,171 $158,341 $158,350 $157,800 Services $109,558 $150,977 $136,679 $167,690 $160,382 $157,800 Capital Outlay 16,221 0 0 0 0 0
Total
Expenditures $125,779 $150,977 $136,679 $167,690 $160,382 $157,800 Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 6,639 27,433
Total Budgeted $125,779 $150,977 $136,679 $167,690 $167,021 $185,233 0 0 0 0
FUND 188 – LAUREL CREST
818
170
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $29,916 $30,982 $32,075 $33,007 $33,524 $35,265 Interest 1,060 1,798 1,976 673 750 750
Total Revenues $30,976 $32,780 $34,051 $33,681 $34,274 $36,015 Services $22,813 $26,731 $29,727 $22,461 $34,274 $36,015 Total
Expenditures
$22,813 $26,731 $29,727 $22,461 $34,274 $36,015
Unassigned
Balances
0 0 0 0 0 0
14,997 0 19,669 27,116
Total Budgeted $37,810 $26,731 $29,727 $22,461 $53,943 $63,131 FUND 190 – atUAIL GLEN
Unassigned Asset
Replacement
0 0
819
171
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $263,377 $272,766 $282,379 $290,589 $295,142 $310,468 Interest 6,689 12,958 13,571 4,756 5,500 1,000
Transfers In 10,000 10,000 10,000 10,000 10,000 10,000
Total Revenues $280,066 $295,724 $305,950 $305,345 $310,642 $321,468 Services $259,289 $224,890 $261,846 $336,657 $312,642 $321,468 Capital Outlay 18,800 0 0 0 0 0
Total
Expenditures $278,089 $224,890 $261,846 $336,657 $312,642 $321,468 Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 0 100,000 100,000
Total Budgeted $278,089 $224,890 $261,846 $336,657 $412,642 $421,468 0 0 0
FUND 191 – CYPRESS GROVE
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $378,344 $394,507 $408,425 $420,285 $426,873 $449,041 Interest 3,460 8,020 8,070 3,214 3,000 300
Other 0 0 0 0 0 0
Transfers In 10,000 10,000 10,000 10,000 10,000 10,000
Total Revenues $391,804 $412,527 $426,495 $433,499 $439,873 $459,341 Services $328,115 $328,361 $363,606 $443,990 $442,273 $459,341 Capital Outlay 0 0 0 0 0 0
Transfer to Capital
Reserve
Total
Expenditures $328,115 $328,361 $363,606 $443,990 $442,273 $459,341 Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 6,450 0 65,329 100,000
Total Budgeted $334,565 $328,361 $363,606 $443,990 $507,602 $559,341 0 0
0 0
0 0 0 0
FUND 192 – SOUTH OAKLEY
820
172
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $40,149 $53,216 $58,540 $58,540 $64,393 $70,833 Interest 2,360 5,153 6,144 2,233 2,000 300
Total Revenues $42,509 $58,369 $64,684 $60,773 $66,393 $71,133 Services $11,016 $16,835 $19,141 $19,806 $66,393 71133
Total
Expenditures $11,016 $16,835 $19,141 $19,806 $66,393 $71,133 Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 0 71,963 89,784
Total Budgeted $11,016 $16,835 $19,141 $19,806 $138,356 $160,917 FUND 193 – STONE CREEK
0 0 0
821
173
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $329,632 $395,558 $438,232 $438,232 $482,056 $530,261 Interest 8,089 17,580 18,940 7,092 8,000 2,000
Other 0 0 0 0 0 0
Transfer In 25,000 25,000 25,000 25,000 25,000 25,000
Total Revenues $362,721 $438,138 $482,172 $470,324 $515,056 $557,261 Services $274,925 $307,078 $390,369 $283,848 $517,986 $557,261 Capital Outlay 0 0 0 0 0 0
Total
Expenditures $274,925 $307,078 $390,369 $283,848 $517,986 $557,261 Unassigned
Balances 0 0 0 0 0 0
Unassigned Asset
Replacement
Balance 0 100,000 100,000
Total Budgeted $274,925 $307,078 $390,369 $283,848 $617,986 $657,261 0 0 0
FUND 195 – SUMMER LAKE
822
174
This page intentionally left blank.
823
175
COMMUNITY FACILITIES DISTRICT #2015-1
(EMERSON RANCH)
The City of Oakley formed Community Facilities District No. 2015-1 (Emerson Ranch Maintenance) (“CFD”) on January 13, 2015. The City of Oakley has a separate fund to account for the CFD revenues and expenditures. Each year the City levies a special tax on parcels within the CFD to augment their financial impact to the City’s services budget for regional, community and neighborhood parks, street lighting, neighborhood landscaping and stormwater services. In FY 2020/2021 these district were split into individual funds to better track revenues and expenditures.
824
176 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $127,673 $0 $0 $185,550 $191,118 $200,674
Interest 1,829 0 0 3,362 2,000 500
Total Revenues $129,502 $0 $0 $188,911 $193,118 $201,174 Services $2,930 $2,441 $0 $95,862 $168,557 $201,174
Total
Expenditures $2,930 $2,441 $0 $95,862 $168,557 $201,174 Unassigned
Balances 0 0 0 0 0 100,000
Total Budgeted $2,930 $2,441 $0 $95,862 $168,557 $301,174 FUND 405- COMMUNITY FACILITIES DISTRICT #2015-1
(EMERSON RANCH PARKS & LIGHTING)
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $122,471 $0 $0 $177,992 $183,334 $192,501
Interest 1,754 0 0 2,789 1,500 500
Total Revenues $124,225 $0 $0 $180,781 $184,834 $193,001 Services $22,233 $28,479 $0 $96,005 $165,397 193001
Total
Expenditures $22,233 $28,479 $0 $96,005 $165,397 $193,001 Unassigned
Balances 0 0 0 0 0 100,000
Total Budgeted $22,233 $28,479 $0 $96,005 $165,397 $293,001 FUND 406- COMMUNITY FACILITIES DISTRICT #2015-1
(EMERSON RANCH NEIGHBORHOOD LANDSCAPING)
825
177
COMMUNITY FACILITIES DISTRICT #2015-2A
The City of Oakley formed Community Facilities District No. 2015-2 (Parks, Street Light, Landscape and Stormwater Services) (“CFD”) on January 12, 2016. Each year the City levies a special tax on parcels within the CFD to augment their financial impact to the City’s services budget for regional, community and neighborhood parks, street lighting, neighborhood landscaping and stormwater services. In FY 2020-2021 this district were split into individual funds to better track revenues and expenditures. 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $178,279 $0 $0 $259,089 $266,863 $280,206
Interest 2,553 0 0 4,398 2,200 1,000
Total Revenues $180,832 $0 $0 $263,487 $269,063 $281,206 Services $223 $205 $0 $121,809 $300,510 $281,206
Capital Outlay 0 0 0 0 30,000 20,000
Total
Expenditures $223 $205 $0 $121,809 $330,510 $301,206
Unassigned
Balances 0 0 0 0 0 100000
Total Budgeted $223 $205 $0 $121,809 $330,510 $401,206
FUND 407- COMMUNITY FACILITIES DISTRICT #2015-1
(EMERSON RANCH STORMWATER)
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $53,987 $48,940 $66,104 $4,181 $8,082 $11,799 Interest 462 1,881 2,798 246 0 0
Total Revenues $54,449 $50,821 $68,902 $4,428 $8,082 $11,799 Services $294 $371 $453 $1,231 $1,870 $2,024
Supplies 0 0 0 4,283 0 0
Total
Expenditures $294 $371 $453 $5,515 $1,870 $2,024
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $294 $371 $453 $5,515 $1,870 $2,024
FUND 403- COMMUNITY FACILITIES DISTRICT #2015-2A
(STORMWATER)
826
178 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $22,243 $0 $0 $24,564 $25,301 $26,566
Interest 190 0 0 331 200 100
Total Revenues $22,433 $0 $0 $24,895 $25,501 $26,666
Services $1,508 $2,794 $0 $25,900 $41,322 $26,666
Supplies 0 0 0 0 0 0
Total
Expenditures $1,508 $2,794 $0 $25,900 $41,322 $26,666
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $1,508 $2,794 $0 $25,900 $41,322 $26,666 FUND 409- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 1(PRESCOTT-STORMWATER)
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $11,634 $0 $0 $26,005 $20,345 $21,362
Interest 80 0 0 143 100 100
Total Revenues $11,714 $0 $0 $26,147 $20,445 $21,462
Services $10,092 $13,454 $0 $16,167 $21,168 $21,462
Supplies 0 0 0 0 0 0
Total
Expenditures
$10,092 $13,454 $0 $16,167 $21,168 $21,462
Unassigned
Balances
0 0 0 0 0 0
Total Budgeted $10,092 $13,454 $0 $16,167 $21,168 $21,462 Zone 1(PRESCOTT-NEIGHBORHOOD PARKS & LANDSCAPE)
FUND 408- COMMUNITY FACILITIES DISTRICT #2015-2A
827
179 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $1,608 $0 $0 ($340) $718 $755
Interest 11 0 0 10 0 0
Total Revenues $1,619 $0 $0 ($330) $718 $755
Services $0 $0 $0 $1,212 $1,443 $755
Supplies 0 0 0 0 0 0
Total
Expenditures $0 $0 $0 $1,212 $1,443 $755
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $0 $0 $0 $1,212 $1,443 $755
FUND 410- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 2(DOYLE-NEIGHBORHOOD PARKS & LANDSCAPE)
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $291 $0 $0 $531 $1,047 $633
Interest 2 0 0 4 0 0
Total Revenues $293 $0 $0 $535 $1,047 $633
Services $0 $0 $0 $1,211 $1,442 $423
Supplies 0 0 0 0 0 0
Total
Expenditures $0 $0 $0 $1,211 $1,442 $423
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $0 $0 $0 $1,211 $1,442 $423
FUND 411- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 3(BELLA ESTATES-NEIGHBORHOOD PARKS & LANDSCAPE)
828
180 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $3,199 $0 $0 ($1,263) $1,047 $1,099
Interest 22 0 0 13 0 0
Total Revenues $3,221 $0 $0 ($1,249) $1,047 $1,099
Services $0 $0 $0 $1,902 $2,455 $1,099
Supplies 0 0 0 0 0 0
Total
Expenditures $0 $0 $0 $1,902 $2,455 $1,099
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $0 $0 $0 $1,902 $2,455 $1,099
FUND 412- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 4(atUICKSILVER-NEIGHBORHOOD PARKS & LANDSCAPE)
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $1,582 $0 $0 $771 $1,272 $1,335
Interest 11 0 0 17 0 $0
Total Revenues $1,593 $0 $0 $788 $1,272 $1,335
Services 0 0 0 $1,903 $2,677 $1,335
Supplies 0 0 0 0 0 0
Total
Expenditures $0 $0 $0 $1,903 $2,677 $1,335
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $0 $0 $0 $1,903 $2,677 $1,335
FUND 413- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 5(7/11 STORAGE-NEIGHBORHOOD PARKS & LANDSCAPE)
829
181 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $4,230 $0 $0 $9,763 $7,422 $7,793
Interest 29 0 0 73 0 0
Total Revenues $4,259 $3,776 $7,078 $7,206 $7,422 $7,793 Services $0 $0 $0 $9,023 $10,361 $7,793
Supplies 0 0 0 0 0 0
Total
Expenditures $0 $0 $0 $9,023 $10,361 $7,793
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $0 $0 $0 $9,023 $10,361 $7,793
FUND 414- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 6(ASPEN PLACE-NEIGHBORHOOD PARKS & LANDSCAPE)
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $4,363 $0 $0 $15,328 $12,320 $12,936
Interest 30 0 0 123 0 0
Total Revenues $4,393 $0 $0 $15,450 $12,320 $12,936
Services $0 $0 $0 $8,888 $12,259 $12,936
Supplies 0 0 0 0 0 0
Total
Expenditures $0 $0 $0 $8,888 $12,259 $12,936
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $0 $0 $0 $8,888 $12,259 $12,936
FUND 415- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 7(ASPEN LANE-NEIGHBORHOOD PARKS & LANDSCAPE)
830
182 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $30,471 $0 $0 $21,414 $22,056 $23,159
Interest 261 0 0 427 200 100
Total Revenues $30,732 $0 $0 $21,841 $22,256 $23,259
Services $0 $0 $0 $14,323 $23,985 $23,259
Supplies 0 0 0 0 0 0
Total
Expenditures $0 $0 $0 $14,323 $23,985 $23,259
Unassigned
Balances 0 0 0 0 0 3,336
Total Budgeted $0 $0 $0 $14,323 $23,985 $26,595
FUND 417- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 8(DUARTE RANCH-STORMWATER)
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $20,470 $0 $0 $60,346 $62,641 $65,773
Interest 141 0 0 374 100 100
Total Revenues $20,611 $0 $0 $60,720 $62,741 $65,873
Services $0 $0 $0 $63,040 $66,170 $65,873
Supplies 0 0 0 0 0 0
Total
Expenditures $0 $0 $0 $63,040 $66,170 $65,873
Unassigned
Balances 0 0 0 0 0 14,496
Total Budgeted $0 $0 $0 $63,040 $66,170 $80,369
FUND 416- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 8(DUARTE RANCH-NEIGHBORHOOD PARKS & LANDSCAPE)
831
183 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $0 $0 $0 $2,794 $2,878 $3,021
Interest 0 0 0 31 0 0
Total Revenues $0 $0 $0 $2,825 $2,878 $3,021
Services $0 $0 $0 $1,906 $2,868 $3,021
Supplies 0 0 0 0 0 0
Total
Expenditures $0 $0 $0 $1,906 $2,868 $3,021
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $0 $0 $0 $1,906 $2,868 $3,021
FUND 419- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 12(CHEVRON-NEIGHBORHOOD PARKS & LANDSCAPE)
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments 0 $0 $0 $4,946 $5,095 $5,349
Interest 0 0 0 54 0 0
Total Revenues $0 $0 $0 $5,000 $5,095 $5,349
Services $0 $0 $0 $3,684 $5,095 $5,349
Supplies 0 0 0 0 0 0
Total
Expenditures $0 $0 $0 $3,684 $5,095 $5,349
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $0 $0 $0 $3,684 $5,095 $5,349
FUND 418- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 10(NATURE PROP-NEIGHBORHOOD PARKS & LANDSCAPE)
832
184 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $0 $0 $0 $129,541 $242,155 $275,194
Interest 0 0 0 233 0 100
Total Revenues $0 $0 $0 $129,774 $242,155 $275,294
Services $0 $0 $0 $37,758 $236,882 $275,294
Supplies 0 0 0 0 0 0
Total
Expenditures $0 $0 $0 $37,758 $236,882 $275,294
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $0 $0 $0 $37,758 $236,882 $275,294
FUND 422- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 14(GILBERT-STORMWATER)
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $0 $0 $0 $321,942 $327,003 $539,510
Interest 0 0 0 1,580 500 300
Total Revenues $0 $0 $0 $323,523 $327,503 $539,810
Services $0 $0 $0 $179,997 $361,981 $539,811
Supplies 0 0 0 0 0 0
Total
Expenditures $0 $0 $0 $179,997 $361,981 $539,811
Unassigned
Balances 0 0 0 0 0 42,196
Total Budgeted $0 $0 $0 $179,997 $361,981 $582,007
FUND 421- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 14(GILBERT–NEIGHBORHOOD PARKS & LANDSCAPE)
833
185 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $0 $0 $0 $0 $3,206 $0
Interest 0 0 0 (2) 0 0
Total Revenues $0 $0 $0 (2) $3,206 $0
Services $0 $0 $0 $1,341 $3,206 $700
Supplies 0 0 0 0 0 0
Total
Expenditures $0 $0 $0 $1,341 $3,206 $700
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $0 $0 $0 $1,341 $3,206 $700
FUND 423- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 16(UPS EXPAN-NEIGHBORHOOD PARKS & LANDSCAPE)
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments 0 0 0 $702 $702 0
Interest 0 0 0 21.8 0 0
Total Revenues $0 $0 $0 $724 $702 $0
Services $0 $0 $0 $1,902 $2,142 $1,257
Supplies 0 0 0 0 0
Total
Expenditures $0 $0 $0 $1,902 $2,142 $1,257
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $0 $0 $0 $1,902 $2,142 $1,257
FUND 424- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 17(ARCO AM/PM–NEIGHBORHOOD PARKS & LANDSCAPE)
834
186 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $0 $0 $0 $0 $11,028 0
Interest 0 0 0 (6) 0 0
Total Revenues $0 $0 $0 (6) $11,028 $0
Services $0 $0 $0 $4,592 $5,479 $119
Supplies 0 0 0 0 0 0
Total
Expenditures $0 $0 $0 $4,592 $5,479 $119
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $0 $0 $0 $4,592 $5,479 $119
FUND 425- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 19(SHILOH-NEIGHBORHOOD PARKS & LANDSCAPE)
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $0 $0 $0 $0 $25,568 0
Interest 0 0 0 (6) 0 0
Total Revenues $0 $0 $0 (6) $25,568 $0
Services $0 $0 $0 $4,592 $5,448 $5,070
Supplies 0 0 0 0 0 0
Total
Expenditures $0 $0 $0 $4,592 $5,448 $5,070
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $0 $0 $0 $4,592 $5,448 $5,070
FUND 426- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 20(THE VILLAGE-NEIGHBORHOOD PARKS & LANDSCAPE)
835
187 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $0 $0 $0 $0 $0 $4,879
Interest 0 0 0 0 0 0
Total Revenues $0 $0 $0 $0 $0 $4,879
Services $0 $0 $0 $0 $0 $2,447
Supplies 0 0 0 0 0 0
Total $0 $0 $0 $0 $0 $2,447
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $0 $0 $0 $0 $0 $2,447
FUND 430- COMMUNITY FACILITIES DISTRICT #2015-2A
Zone 29(VITNER VIEW)
836
188
This page intentionally left blank.
837
189
COMMUNITY FACILITIES DISTRICT #2018-1
The City of Oakley formed Community Facilities District No. 2018-1 (Fire Protection) (“CFD”) in September of 2018. The City of Oakley has a separate fund to account for the CFD revenues and expenditures. Each year the City levies a special tax on parcels within the CFD to augment financial impacts. All revenues received, excluding administrative costs, are paid to the fire district to offset fire protection expenses. 838
190 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $0 $0 $13,949 $65,000 $100,000 $300,000
Interest 0 0 0 0 0 0
Total Revenues $0 $0 $13,949 $65,000 $100,000 $300,000
Services $0 $0 $13,949 $76,521 $100,000 $300,000
Total
Expenditures $0 $0 $13,949 $76,521 $100,000 $300,000
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $0 $0 $13,949 $76,521 $100,000 $300,000
FUND 404- COMMUNITY FACILITIES DISTRICT #2018-1
(FIRE PROTECTION)
839
191
COMMUNITY FACILITIES DISTRICT #2020-1
The City of Oakley formed Community Facilities District No. 2020-1 (Parks, Street Light, Landscape and Stormwater Services) (“CFD”) in April of 2020. The City of Oakley has a separate fund to account for the CFD revenues and expenditures. Each year the City levies a special tax on parcels within the CFD to augment their financial impact to the City’s services budget for regional, community and neighborhood parks, street lighting, neighborhood landscaping and stormwater services.
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $0 $0 $0 $0 $35,000 $39,176
Interest 0 0 0 0 0 0
Total Revenues $0 $0 $0 $0 $35,000 $39,176
Services $0 $0 $0 $0 $33,904 $34,662
Total
Expenditures $0 $0 $0 $0 $33,904 $34,662
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $0 $0 $0 $0 $33,904 $34,662
FUND 134- COMMUNITY FACILITIES DISTRICT #2020-1
(CONTRA COSTA LOGISTICS CENTER)
840
192
This page intentionally left blank
841
193

ROAD MAINTENANCE FUNDS
The City has four Special Revenue funds used mostly for Road Maintenance: the Gas Tax Fund, the Road Maintenance & Rehab Fund (SB1), the Measure J Fund, and the Streets Maintenance & Rehab Fund.

GAS TAX FUND
The Gas Tax Fund is used to account for the City’s share of local gas tax revenues and congestion management funds received from the State. These revenues are for the research, planning, construction, improvement, maintenance, and operation of public streets and highways (and their related public facilities for non-motorized traffic), including the mitigation of their environmental effects, the payment for property taken or damaged for such purposes, and the administrative costs necessarily incurred in the foregoing purposes. The City uses them for local roadway maintenance, roadway projects, and to subsidize the Street Lighting Fund.
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Gas Taxes $878,795 $863,869 $960,637 $935,383 $1,071,615 $1,252,770 Grant Proceeds 0 0 0 0 0 0
Interest 2,071 2,704 9,349 7,322 1,000 1,000
Other 6,386 20,644 6,785 16498 0 0
Road Maintenance
& Rehabilitation
Account* 241,408 0 0 0 0 0
Total Revenues $1,128,660 $887,217 $976,771 $959,203 $1,072,615 $1,253,770 Services $439,013 $367,745 $375,692 $354,671 $575,545 700243 Supplies 150,313 221,314 164,226 77,727 230,000 355,000 Capital Outlay 37,883 830,875 0 0 370,000 530,000
Transfers Out 189,214 141,156 152,505 169,799 190,000 190,000 Total
Expenditures $816,423 $1,561,090 $692,424 $602,197 $1,365,545 $1,775,243 Unassigned
Balances 0 0 0 0 0
Total Budgeted $816,423 $1,561,090 $692,424 $602,197 $1,365,545 $1,775,243 FUND 140 – GAS TAX
*this account moved to fund 141 in FY 2021
842
194

ROAD MAINTENANCE & REHAB FUND
The Road Maintenance & Rehab Fund is used to account for the City’s share of SB1 revenues received from the State. These revenues are an ongoing revenue source for the purpose of addressing deferred maintenance on the local streets and roads. The City uses them for local roadway maintenance and rehabilitation projects. Prior to FY 2021 these revenues and expenditures were part of the Gas Tax Fund (140). 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Road Maintenance
& Rehabilitation $778,825 $816,000 $977,777
Interest 0 0 0 1,565 500 500
Total Revenues $0 $0 $0 $780,389 $816,500 $978,277
Services $0 $0 $0 $59,358 $40,260 $42,204
Supplies 0 0 0 0 0 0
Capital Outlay 0 0 0 24,580 2,094,222 1,700,000
Total
Expenditures $0 $0 $0 $83,937 $2,134,482 $1,742,204
Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $0 $0 $0 $83,937 $2,134,482 $1,742,204
$0 $0 $0
FUND 141 – ROAD MAINTENANCE & REHAB
843
195

MEASURE J
The Measure J Fund is used to account for the City’s share of the voter approved 1/2% sales tax for transportation projects. Measure J was passed by the voters as a successor tax to Measure C. Both are restricted to the same uses as Gas Tax revenues but can also be applied to transit improvement and operations, growth management planning and compliance, pedestrian and bicycle trail construction/maintenance/operations, parking facility development, and transportation efficiency program development and operations (ridesharing, etc.). The City uses its Measure J tax revenues for local roadway maintenance and roadway projects.
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Measure J
Allocations $588,050 $706,375 $655,646 $640,318 $600,000 $748,590 Interest 7,922 19,683 20,459 6,839 5,000 2,500
General Fund
Transfers 300,000 0 0 0 0 0
Total Revenues $895,972 $726,058 $676,105 $647,157 $605,000 $751,090 Services $95,804 $106,384 $274,598 $152,891 $214,178 $233,775 Supplies 0 0 0 0 0 0
Capital Outlay 26,385 68,637 167,326 323,219 1,158,540 990,000 Total
Expenditures $122,189 $175,021 $441,924 $476,111 $1,372,718 $1,223,775 Unassigned
Balances 0 0 0 0 0
Total Budgeted $122,189 $175,021 $441,924 $476,111 $1,372,718 $1,223,775 FUND 148 – MEASURE J
844
196

STREETS MAINTENANCE & REHAB FUND
The Streets Maintenance Reserve Fund was first established in Fiscal Year 2013-2014 and received its first funding in Fiscal Year 2014-2015. Contributions to this Fund are largely expected to be transfers in from the General Fund. Street maintenance follows the longterm lifecycle of the streets themselves, and as a result, long-term costs are best contained by ensuring maintenance is performed routinely. The Streets Maintenance Reserve Fund was formed to provide: 1) a place to set aside funds so that maintenance activities remain available in both good times and bad, 2) a place to save up funds for more significant future maintenance projects, and 3) to be a reserve for funding unexpected projects or higher than planned project costs on critical maintenance projects. Beginning in Fiscal Year 2021-2022, the Fund is being renamed as the Streets Maintenance and Rehab Fund, as the emphasis will be on expending the necessary dollars to maintain and rehabilitate City streets as much as possible every year, rather than attempting to set aside funds for future projects. It has been estimated that it would take roughly $7 million per year to keep the streets in desirable condition. Since we don’t currently have sufficient funding such street maintenance costs, the plan is to prioritize such maintenance projects and expend the available funds to complete those projects, rather than set funds aside for the future. 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Transfers In $200,000 $275,000 $350,000 $350,000 $4,000,000 $2,000,000 Other 0 0 0 675,000 0 0
Total Revenues $200,000 $275,000 $350,000 $1,025,000 $4,000,000 $2,000,000 Services $1,667 $128 $0 $37,095 $0 $0
Supplies 0 0 0 0 0 0
Capital Outlay 0 0 0 232,284 5,782,016 2,100,000
Total
Expenditures $1,667 $128 $0 $269,378 $5,782,016 $2,100,000 Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $1,667 $128 $0 $269,378 $5,782,016 $2,100,000 FUND 235 – STREET MAINTENANCE & REHAB
845
197

STORM WATER PROGRAM FUND
The City has a separate fund to account for its Storm Water Program activities. The program is funded by assessments on property owners and pays for storm water and pollution runoff management activities mandated by the Federal Government. 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $569,109 $520,277 $505,118 $519,585 $500,000 500000 Interest 3,747 8,042 5,873 (455) 1,000 500
Other 9,090 430 90 120 0 0
Total Revenues $581,946 $528,749 $511,081 $519,250 $501,000 $500,500 Services $363,765 $444,346 $358,829 $389,378 $327,601 $304,321 Supplies 176,376 179,176 181,420 205,638 233,500 285,000 Capital Outlay 22,449 0 0 0 130,000 0
Total
Expenditures $562,590 $623,522 $540,249 $595,016 $691,101 $589,321 Unassigned
Balances 0 0 0 0 0 0
Total Budgeted $562,590 $623,522 $540,249 $595,016 $691,101 $589,321 FUND 145 – STORM WATER PROGRAM
846
198
This page intentionally left blank
847
199

POLICE SERVICE FUNDS
The City has two police service funds: The P-6 Fund and the Supplemental Law Enforcement Services Fund (SLESF). The P-6 Fund is where the City accounts for the City’s police services special tax, all of which are budgeted to augment general fund resources in funding the Police Department budget. The SLESF is where the City accounts for Supplemental Law Enforcement Grants from the State. In FY 2020-2021 the City was awarded an Office of Traffic Safety police grant. This was a one-time grant and not anticipated each year.
848
200 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Assessments $4,211,373 $4,709,447 $5,241,280 $5,420,492 $6,157,500 $7,250,000 Interest 9,407 14,442 3,440 9,448 2,500 500
Total Revenues $4,220,780 $4,723,889 $5,244,720 $5,429,940 $6,160,000 $7,250,500 Services $4,220,780 $4,723,889 $5,244,720 $5,428,145 $6,047,540 $7,250,500 Total
Expenditures $4,220,780 $4,723,889 $5,244,720 $5,428,145 $6,047,540 $7,250,500 FUND 150 – P-6 POLICE SERVICES
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Grant Revenues $139,416 $148,747 $155,948 $156,727 $125,000 $150,000 Interest $547 1040 $1,658 $369 $450 0
Total Revenues $139,963 $149,787 $157,606 $157,096 $125,450 $150,000 Services $139,416 $149,787 $157,606 $157,020 $125,450 $150,000 Supplies 0 0 0 0 0 0
Capital Outlay 0 0 0 0 0 0
Total
Expenditures $139,416 $149,787 $157,606 $157,020 $125,450 $150,000 FUND 151 – SUPPLEMENTAL LAW ENFORCEMENT SERVICES
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Grant Revenue $0 $0 $0 $12,948 $0 $0
Interest 0 0 0 0 0 0
Total Revenues $0 $0 $0 $12,948 $0 $0
Grant Expenditures $0 $0 $0 $13,799 $0 $0
Total
Expenditures $0 $0 $0 $13,799 $0 $0
FUND 152 – OTS POLICE GRANTS
849
201

DEVELOPER DEPOSITS FUND
The City has a separate fund to account for developer deposits and related development application processing costs. The revenues are earned only as work is performed and costs incurred. All deposits that are unused in the application review process are returned to the applicant when the review is completed. 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Developer Fees $1,224,836 $1,467,838 $1,562,172 $1,198,719 $1,040,102 $0 Total Revenues $1,224,836 $1,467,838 $1,562,172 $1,198,719 $1,040,102 $0 Services $1,224,836 $1,467,838 $1,560,957 $1,199,934 $1,040,102 $1,214,817 Operating Transfers
Out 0 0 0 0 0 0
Total
Expenditures $1,224,836 $1,467,838 $1,560,957 $1,199,934 $1,040,102 $1,214,817 FUND 301 – DEVELOPER DEPOSITS
850
202
This page intentionally left blank.
851
203

SUCCESSOR HOUSING ASSETS
Successor Housing Assets
The City is the Successor Housing Agency to the now dissolved Oakley Redevelopment Agency and the City Successor Housing Assets Fund is used to account for all related City Housing activity.

Program Costs and Revenues
Funding is provided by the repayment of housing loans. Most housing loans are repayable from affordable housing developers when the project’s rents meet certain hard thresholds and produce what are called “residual receipts” (amounts in excess of the thresholds). The City has one project which currently is forwarding residual receipts payments in accordance with its loan. A portion of the receipts are retained in the Successor Housing Assets Fund, and a portion is deposited in the Successor Agency to the Oakley Redevelopment Agency’s Operating Fund, each receiving a share in proportion to their contribution to the original amount loaned. Program costs are currently limited to staff and internal administrative support costs for the program. Proceeds in any year that are not utilized for program costs are used to pay prior Redevelopment Agency obligations for Impact Fees on affordable housing projects.

Program Description
The Planning Division provides housing program oversight to ensure developer compliance with the terms of any agreements with the City or the dissolved Oakley Redevelopment Agency.

Staffing Summary
The work is performed by the Community and Economic Development Director and his time is charged to the program on an hourly basis.

Program Objectives
The primary operating objectives for the program in the fiscal year is to ensure Developers continue to comply with their obligations. There are no significant changes to the Department’s objectives. To the extent costs are less than funds available, the balance will be used towards paying down a portion of the $1.3 million in deferred impact fee obligations from prior affordable housing projects that remain outstanding.

Program Changes
There are no increases in regular staffing levels or significant one-time costs proposed. 852
204
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 USE OF FUNDS Actual Actual Actual Actual Estimated Proposed Property Tax $0 $0 $0 $0 $0 $0
Interest Income 839 2,761 4,048 4,116 700 0
Loan Repayments 18,988 72,347 94,719 1,494 10,000 10,000 Rents 0 0 0 0 0 0
Sale of Property 0 0 0 0 0 0
Transfers In 0 0 0 0 0
Interfund Charges
for Svc 0 0 0 0 0 0
Total Revenues $19,827 $75,108 $98,767 $5,610 $10,700 $10,000 Personnel $0 $0 $0 $0 $0 $0
Supplies 0 0 0 0 0 0
Services 3,322 3,539 3,539 2,674 0 0
Interest 15,159 22,089 22,089 5,821 10,000 10,000
Total
Expenditures $18,481 $25,628 $25,628 $8,495 $10,000 $10,000 Unassigned
Balances 0 0 0 0 0
Total Budgeted $18,481 $25,628 $25,628 $8,495 $10,000 $10,000 FUND 767 – SUCCESSOR HOUSING ASSETS
Note: The Successor Housing Assets Fund was established in February 2012 as a result of the Dissolution Act that dissolved redevelopment agencies throughout California. 853
205

DEBT SERVICE FUNDS
Program Costs and Revenues
Debt Service Funds are where we account for the principal, interest, and administrative costs associated with the City’s debt.

Program Description
The City currently has one debt outstanding:
 The 2016 Lease Revenue Bond issued by the City’s financing Authority to refund the 2006 Certificates of Participation and issue new debt of $4,000,000 to pay for the first phase of the City of Oakley Recreation Center. It’s being repaid with Public Facilities Impact Fees.

Staffing Summary
No staffing is permanently allocated to debt management; however the Finance Department ensures the City complies with financial reporting requirements and interfaces with contracted administrators, trustees, bond counsel, rating agencies, and others in meeting the Agency’s bond covenants. The City hires NBS Financial as its dissemination agent, and U.S. Bank as trustee and Fiscal Agent.

Program Objectives
The primary operating objectives for the City remain unchanged for fiscal year 2021-2022:
to make the debt service payments, to oversee the services provided by the contractors, and to ensure the preparation of all required public reporting.

Program Changes
No program changes for Fiscal Year 2022-2023.
854
206
DEBT SERVICE 2016 LEASE REVENUE BONDS
FUND 351
DEBT LISTING:
2016 Lease Revenue Bonds Recreation Center $10,025,000
REMAINING DEBT SERVICE:

Fiscal Year Principal Interest Total Debt
Service
2022-23 $ 330,000 $ 336,769 $ 666,769
2023-24 345,000 323,569 668,569
2024-25 360,000 309,769 669,769
2025-26 380,000 295,369 675,369
Other Years 6,830,000 2,368,125 9,198,125
Totals $ 8,245,000 $ 3,633,600 $11,878,600
Principal Interest Administration Capital outlay Total Expenditures $330,000 $336,769 $7,710 $35,000 $709,479

PROPOSED EXPENDITURES
Transfers In Interest Income Total Revenues
$666,769 $0 $666,769

ESTIMATED REVENUES
855
207
CAPITAL BUDGET AND 5-YEAR CAPITAL

IMPROVEMENT PROGRAM (CIP)
The Capital Budget and 5-Year Capital Improvement Program (CIP) is a major public infrastructure and planning tool for the City of Oakley. The CIP serves as a statement of the City's policies and financial abilities to manage the development of the community. The creation of a five- year CIP provides a systematic plan for providing infrastructure improvements within a prioritized framework and a general schedule for projects to proceed. Projects identified in the CIP meet the City’s General Plan. The first year reflects the adopted budget for the upcoming fiscal year (FY) and includes revenue and expenditure detail by project, whereas the Operating Budget only includes total revenues and expenditures by fund. The remaining four years represent a schedule and estimate of future capital needs that may be funded, given projected revenues and priorities.

There are several benefits for developing and adopting a Capital Improvement Program. Not only does the CIP become a management tool for the City Council and City staff; a CIP also provides valuable information to the citizens, developers, and businesses who are interested in the development of the community. The CIP document will assist in leveraging available resources through the timing of projects, and the coordination of City projects with improvements constructed by otherentities.

Despite the many benefits of a CIP, it is important to highlight the fact that this is a planning document. Changes can occur for many reasons. Revenues can fluctuate as a result of changing economic conditions or shifts in City policy. Private economic decisions can also affect the timing, scale, and location of capital projects. The City of Oakley’s CIP reflects the Strategic Goals of the City Council, and is a critical investment tool for the community to help promote the economic vitality and viability for the City of Oakley.

The focus of the proposed CIP for Fiscal Year 2022-2023 through Fiscal Year 2026-2027 is to maintain the core infrastructure of the City of Oakley utilizing the most cost effective and creative approach. The CIP continues to prioritize and build new infrastructure for the community, which will enhance the quality of life for residents. In preparation of the CIP for Fiscal Year 2022-2023, a comprehensive review of prospective projects was performed.
856
208
The CIP for Fiscal Year 2022-2023 is divided into specific projects to address unique needs for each component of the City’s infrastructure system (i.e.

Streets, Parks & Facilities). This approach provides funding for the infrastructure maintenance, construction of new improvements, and the long-range goals for protecting the quality of the public infrastructure system in the City of Oakley. The funding for CIP projects are generally from the following sources: Measure J Sales Tax, Gas Tax, Development Traffic Impact Fees, Development Park Impact Fees, Federal & State Grants, Assessment District Funds, and the City’s General Fund. The revenues from Development Traffic Impact Fees and Development Park Impact Fees are dependent upon the private development activity and regional economic growth. The CIP for Fiscal Year 2022-2023 conservatively budgets a portion of these funding sources to account for unforeseen downturns in the regional economic and development activity.

There is a direct relationship between CIP project construction, economic development, and the vitality of the community. New residents want to come and live in a community that is vibrant and provides a wide range of amenities (i.e. new Recreation Center, Library, etc.). Commercial developers also look to build in communities that thrive and provide amenities for today’s lifestyle.

The construction of CIP projects help to enhance amenities and the quality of life for the community residents, which in turn makes Oakley a desired community for private development. The increase in the level of private development activity will provide opportunities for the City to undertake projects with various infrastructure improvements to compliment the private development projects.

The summary on the following page shows total revenues and total expenditures related to capital projects, by fund. For further details, please refer to the Fiscal Year 2022-2023 Capital Budget and 5-Year Capital Improvement Plan (CIP), attached to this Operating Budget document, beginning on page CIP-1.
857
209
As can be seen above, total proposed capital project expenditures for Fiscal Year 2022- 2023 amount to nearly $22.9 million, leaving an estimated combined total of nearly $11.4 million of Unassigned Fund Balances between all of these capital project funds. 858
210
This page intentionally left blank
859
211

INTERNAL SERVICE FUNDS
Program Costs and Revenues
The City’s Internal Service Funds are used to establish reserves for equipment and vehicle replacement, and for capital facilities maintenance and replacement. In Fiscal Year 2021-2022, Fund 501 was split into Fund 501 for Fleet and Fund 503 for Technology equipment replacements. The revenues recommended in the Budget for Fund 501 and Fund 503 are primarily transfers in from the General Fund, although there are small amounts estimated each year for insurance/salvage recoveries and interest earnings.

Fund 501 now charges the departments with vehicles for their share of the costs related to the maintenance, replacement or lease of their respective vehicles. The funds transferred from the General Fund or charged directly to the departments come partially from taxes, and partially from fees and other revenues.

Program Description
The City charges all of its departments for a share of the funds determined each year, according to City policies, necessary to keep the reserves for equipment and vehicle replacement and for capital facilities maintenance and replacement appropriately funded; and the proceeds are transferred to these Internal Service Funds. Asset replacement and significant facilities maintenance costs are then paid for by these funds.

Staffing Summary
Staff time related to asset replacement activities and accounting for these funds is charged to the funds.

Program Objectives
The Equipment and Vehicle Replacement Fund budget includes expenditures to replace and outfit three patrol cars, replace two public works trucks, replace ten workstations, upgrade network servers and software.

The Capital Facilities Maintenance and Replacement Fund budget includes expenditures for repairs to the Oakley Recreation Building and for City Council Chambers repairs.

Program Changes
No program changes for Fiscal Year 2022-2023.
860
212
FUND 501 FLEET INTERNAL SERVICE FUND
Revenues
Transfers in $361,779
Salvage Values 30,000
Interest 0
Total Revenues $391,779
Expenditures
Vehicles 142,500
Vehicle Equipment 52,000
Vehicle Leases 52,000
Vehicle Maintenance 108,100
Supplies 20,000
Personnel Services 24,179
Interfund Charges 1,250
Total Expenditures $400,029
Beginning in Fiscal Year 2021-2022, the Fleet Internal Service Fund handle all Fleet activities and charge the various departments for their share of the costs related to vehicle maintenance, vehicle replacements and vehicle leases. The General Fund would make occasional contributions into Fund 501 for the purchase of replacement vehicles.

Under the new accounting for this Fund, each department is charged a sufficient amount each year to set aside funds for their vehicles to be replaced after specified amount of time. Beginning in Fiscal Year 2020-2021, the City started leasing certain vehicles from Enterprise Fleet, which will be replaced with another leased vehicle at the end of a one-year lease for most vehicles.

Estimated Total Estimated
Description Quantity Cost/Unit* Cost
Patrol Vehicle - Chevy Tahoe Pursuit Vehicle 2 $79,000 $158,000 Parking Patrol Vehicle 1 $36,500 $36,500
Totals $194,500
PLANNED REPLACEMENTS FOR 2022-2023
*Amounts shown include equipment and installation/implementation costs. 861
213
FUND 502 CAPITAL FACILITIES MAINTENANCE &

REPLACEMENT FUND
Revenues
$600,000 *
Total Revenues $600,000
Expenditures
Capital Improvement $450,000
Repairs & Maintenance 0
Interfund Charges 540
Total Expenditures $450,540
Transfers in
Total Estimated
Description Project Number Cost
Human Resources Remodel in City Hall 290 $450,000
Totals $450,000
* Includes $150,000 Transfer In from the General Fund for reserves.

PLANNED CAPITAL IMPROVEMENTS FOR 2022-2023
Fund Balances in Fund 502 are projected to be $86,280 at July 1, 2022. Staff does not believe that amount is sufficient to meet the policy target of enough to pay for 5 years’ estimated costs. However, the General Fund is contributing $150,000 for reserves in the fund in Fiscal Year 2022-2023 plus the $450,000 for the Human Resources Remodel in City. The City is also considering plans to set up a Facilities Internal Service Fund in Fiscal Year 2023-2024 for the purpose of maintaining City facilities and setting aside sufficient funds for future major capital improvements, similar to the Human Resources Remodel project listed above.
862
214
FUND 503 TECHNOLOGY INTERNAL SERVICE
FUND
Revenues
$206,000 *
Total Revenues $206,000
Expenditures
Capital Improvement $90,000
Interfund Charges 1,250
Total Expenditures $91,250
Transfers in Estimated Total Estimated
Description Quantity Cost/Unit* Cost
5 Server Software Upgrades with Labor 5 $3,300 $16,500
Storage Server for PD with Labor 1 $19,950 $19,950
Backup Battery System for Server Room with 1 $50,000 $50,000 Miscellaneous Equipment 1 $3,550 $3,550
Totals $90,000
* Includes $116,000 from the General Fund for reserves.

PLANNED CAPITAL IMPROVEMENTS FOR 2022-2023
863
215

AGENCY FUNDS
Program Costs and Revenues
The Agency Funds included below contain the principal, interest, and administrative costs associated with debt issued by City Assessment Districts. All of these costs are supported by special assessments. No General Fund support is required or anticipated, and they are not backed by the full faith and credit of the City. They are secured only by the assessments.

Program Description
The City currently has two Assessment District debts outstanding:
 The 2004-1 Assessment District Bond. It was issued to acquire infrastructure assets in the Cypress Grove and Live Oak Ranch areas and is being repaid from special assessments levied on property owners in the two developments.  The 2006-1 Assessment District Bond. It was issued to acquire infrastructure assets in the Magnolia Park and Riata areas and is being repaid from special assessments levied on property owners in the two developments.

Staffing Summary
No staffing is permanently allocated to managing these funds; however the Finance Department ensures the City complies with financial reporting requirements and interfaces with contracted administrators, trustees, bond counsel, rating agencies, and others in meeting the Agency’s bond covenants. The City hires NBS Financial to administer its assessments and Wells Fargo as trustee and Fiscal Agent.

Program Objective
The primary operating objectives for the City remain unchanged for fiscal year 2021- 2022: to ensure the assessment and collection of the assessments, to make the debt service payments, oversee the services provided by the contractors, and ensure the preparation of all required public reporting.

Program Changes
No program changes.
864
216
2004-1 ASSESSMENT DISTRICT DEBT
Fund 621
Assessment Interest Income Total Revenues
$1,194,985 $5,000 $1,199,985

ESTIMATED REVENUES
Principal Interest Administration Total Expenditures
$700,000 $201,293 $22,270 $923,563

PROPOSED EXPENDITURES
DEBT LISTING:
2004-1 AD Cypress Grove/Live $10,496,000
REMAINING DEBT SERVICE:

Fiscal Year Principal Interest Total Debt
Service
2022-23 $700,000 $201,293 $901,293
2023-24 733,000 165,195 898,195
2024-25 751,000 151,172 902,172
2025-26 763,000 136,864 899,864
2026-27 791,000 122,302 913,302
Other Years 6,069,000 428,728 6,497,728
Totals $9,807,000 $1,205,554 $11,012,554
865
217
2006-1 ASSESSMENT DISTRICT DEBT
FUND 622
Assessment Interest Income Total Revenues
$759,160 $0 $759,160

ESTIMATED REVENUES
Principal Interest Administration
Operating Transfer
Out
Total Expenditures
$345,000 $286,875 $14,270 $131,883 $778,028

PROPOSED EXPENDITURES
DEBT LISTING:
2006-1 AD Magnolia Park/Riata $11,460,000

REMAINING DEBT SERVICE
866
218
This page intentionally left blank
867
219
10 YEAR PLAN
The 10 Year Plan is the City’s tool for evaluating our success in ensuring service sustainability. It is organized by revenue type and function; and includes an indication of the general character of the revenues and expenditures shown as either recurring or one-time in nature.

For purposes of the 10 Year Plan, if a revenue class is likely to be recurring for a period of 5 years or more, we treat it as recurring. This includes certain development related fees that can be, as current times prove, less predictable. For instance, building permit revenue will always exist, but it is more sensitive to economic changes than property taxes. In accordance with the City’s Financial Policies, the Plan is based on what we believe are reasonable, conservative assumptions.

As always, since the Plan includes both general purpose and special purpose (assigned) revenues, it’s important to reiterate that the while the City may fund eligible programs with both restricted and unrestricted funds, its policy is to apply restricted funds to such programs first, followed by general purpose revenues if necessary. Reviewing this is important in order to establish in general the reason the rollover balances (excluding reserves) for assigned revenues are smaller in the Plan.

Overall, the Plan is intended to help us see where we are succeeding in achieving service sustainability and where we must improve, and it should be reviewed with this goal in mind. In particular, loans, transfers, and subsidies are shown separately and should be examined to determine and consider why they are necessary or desirable, if they should continue over the long-term, or whether these funds are better allocated to higher priorities.

Staff’s Conclusions and Recommendations
The Plan included on the following pages confirms that from a service sustainability perspective, the Preliminary Budget is structurally balanced, and it provides a look forward at how, with discipline, it can remain that way.

Certainly, the City’s near-term position is improved when compared to recent years, and although there is still a backlog of restoration to accomplish, the near term Plan for Fiscal Year 2022-2023 helps in moving that restoration forward. 868
220
The transition to a mostly in-house Police Department was completed in Fiscal Year 2015-16, and as a result, during the 10 Year Period, a more aggressive approach to keeping police staffing on pace with new development is possible, as well as continuing the gradual restoration of other services.

The General Fund reserve balance remains healthy, and in compliance with the City’s new policy of at least 30% of expenditures. The Plan shows its balance remaining fairly stable over the 10-year period. However, the Plan includes certain assumptions that are likely to change over time, and further adjustments may be needed to remain in compliance with the City’s policy.

Lastly it is useful to remind ourselves, especially in improving times: developing a “Plan” that remains in balance can be more easily resolved in the math, while the work to ensure the organization remains positioned to actually stay in balance requires both vigilance and discipline.
869
221

GENERAL FUND SOURCES AND USES OF FUNDS
10 YEAR PLAN
The City of Oakley Fiscal Year 2022-2023 Operating Budget has been prepared to ensure that recurring revenues remain in excess of recurring expenditures. The chart above and the table on the following page show that total General Fund Revenues are projected to exceed expenditures and leave an available fund balance, which represents undesignated fund balances in excess of the 30% General Fund Reserve Policy. In Fiscal Year 2021-2022, it is estimated that total expenditures will exceed revenues by nearly $1.9 million. Total General Fund expenditures in Fiscal Year 2022-2023 are projected to exceed total General Fund revenue by just over $5.0 million. However, $5 million of those expenditures are coming from General Fund reserves that were reserved in past fiscal years for capital projects. That is why the $5 million of expenditures in excess of revenue is not reflected in the chart above as impacting the available fund balance. 870
222
10 YEAR PROJECTION SUMMARY
10 YEAR PROJECTION SUMMARY (CONTINUED)
FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 Projection Projected Projected Projected Projected
TOTAL GENERAL FUND REVENUE 27,259,150 29,277,108 30,570,864 31,559,204 32,978,601 TOTAL SALARY EXPENDITURES 13,979,840 15,944,406 16,741,626 17,811,291 18,345,630 TOTAL RECURRING EXPENDITURES 9,106,189 10,263,368 10,674,050 11,126,094 11,572,236 TOTAL ONE-TIME EXPENDITURES 6,260,000 3,080,000 2,600,000 2,704,000 2,812,160 TOTAL GENERAL FUND EXPENDITURES 29,346,029 29,287,774 30,015,676 31,641,386 32,730,026 NET GENERAL OPERATING REVENUES (EXPENDITURES) (2,086,879) (10,666) 555,188 (82,182) 248,575 ESTIMATED BEGINNING UNDESIGNATED FUND BALANCE 12,628,181 10,541,302 10,530,636 11,085,824 11,003,642 NET GENERAL OPERATING REVENUES (EXPENDITURES) (2,086,879) (10,666) 555,188 (82,182) 248,575 ESTIMATED ENDING UNDESIGNATED FUND BALANCE 10,541,302 10,530,636 11,085,824 11,003,642 11,252,217 30% RESERVE (6,925,809) (7,862,332) (8,224,703) (8,681,216) (8,975,360) ESTIMATED AVAILABLE FUND BALANCE 3,615,493 2,668,304 2,861,121 2,322,426 2,276,857 FY 2026-2027 FY 2027-2028 FY 2028-2029 FY 2029-2030 FY 2030-2031 FY 2031-2032 Projected Projected Projected Projected Projected Projected TOTAL GENERAL FUND REVENUE 34,461,848 36,011,818 37,631,513 39,324,069 41,092,764 42,941,025 TOTAL SALARY EXPENDITURES 19,295,999 19,874,879 20,921,125 21,548,759 22,645,222 23,324,579 TOTAL RECURRING EXPENDITURES 12,130,108 12,617,534 13,225,905 13,758,481 14,421,982 15,003,944 TOTAL ONE-TIME EXPENDITURES 2,924,646 3,041,632 3,163,298 3,289,829 3,421,423 3,558,280 TOTAL GENERAL FUND EXPENDITURES 34,350,753 35,534,045 37,310,328 38,597,070 40,488,627 41,886,802 NET GENERAL OPERATING REVENUES (EXPENDITURES) 111,095 477,773 321,185 726,999 604,137 1,054,223 ESTIMATED BEGINNING UNDESIGNATED FUND BALANCE 11,252,217 11,363,311 11,841,084 12,162,269 12,889,267 13,493,405 NET GENERAL OPERATING REVENUES (EXPENDITURES) 111,095 477,773 321,185 726,999 604,137 1,054,223 ESTIMATED ENDING UNDESIGNATED FUND BALANCE 11,363,311 11,841,084 12,162,269 12,889,267 13,493,405 14,547,628 30% RESERVE (9,427,832) (9,747,724) (10,244,109) (10,592,172) (11,120,161) (11,498,557) ESTIMATED AVAILABLE FUND BALANCE 1,935,479 2,093,360 1,918,160 2,297,095 2,373,244 3,049,071 871
223
10 YEAR PROJECTION REVENUE
872
224
10 YEAR PROJECTION EXPNDITURES
2022 2023 2024 2025 2026
Projected YE Projected Projected Projected Projected

DEPARTMENT SALARIES
Animal Control - - - - -
City Council 31,979 30,532 32,059 33,341 34,341
City Clerk 317,505 391,353 410,921 427,357 440,178
Elections - - - - -
City Attorney 65,070 32,673 34,307 35,679 36,749
City Manager 400,601 537,601 564,481 587,060 604,672
Community Outreach 73,488 - - - -
Finance 678,692 732,251 768,864 799,618 823,607
Human Resources 299,038 466,220 489,531 509,112 524,386 Maintenance Custodial 104,189 191,130 200,687 208,714 214,975 Information Technology - - - - -
Economic Development 127,063 139,077 146,031 151,872 156,428 Building Inspection 509,559 526,217 552,528 574,629 591,868 Code Enforcement/Rental Inspections 238,625 287,271 301,635 313,700 323,111 Public Safety 8,217,143 9,531,796 10,008,386 10,808,721 11,132,983 Community Development/Planning 528,346 576,495 605,320 629,533 648,419 Public Works/Engineering 986,375 1,012,692 1,063,327 1,105,860 1,139,035 Public Works Maintenance 227,454 259,455 272,428 283,325 291,825 Recreation 414,706 456,412 479,233 498,402 513,354
Parks 760,007 773,231 811,893 844,368 869,699
TOTAL DEPARTMENT SALARIES 13,979,840 15,944,406 16,741,626 17,811,291 18,345,630

OTHER OPERATING EXPENDITURES
Animal Control 288,310 341,874 355,549 369,771 384,562
City Council 140,450 95,200 99,008 102,968 107,087
City Clerk 62,712 85,133 88,539 92,080 95,763
Elections - 40,000 - 43,200 -
City Attorney 421,463 425,607 442,631 460,336 478,750
City Manager 216,501 210,230 218,639 227,385 236,480
Community Outreach 95,136 - - - -
Finance 223,030 243,237 252,966 263,085 273,609
Human Resources 370,713 241,775 251,446 261,504 271,964 Maintenance Custodial 166,930 363,148 377,674 392,781 408,492 Information Technology 340,615 342,906 356,622 370,887 385,723 Economic Development 68,486 131,658 136,924 142,401 148,097 Building Inspection 634,332 572,779 595,690 557,566 579,869 Code Enforcement/Rental Inspections 50,360 96,523 100,384 104,399 108,575 Public Safety 3,259,165 4,174,683 4,383,417 4,602,588 4,832,717 Community Development/Planning 527,873 457,249 475,539 494,561 514,343 Public Works/Engineering 923,950 1,145,715 1,191,544 1,239,205 1,288,774 Public Works Maintenance 667,452 489,696 509,284 529,655 550,841 Recreation 438,198 548,522 570,463 593,281 617,013
Parks 210,512 257,433 267,730 278,440 289,577
TOTAL OTHER OPERATING EXPENDITURES 9,106,189 10,263,368 10,674,050 11,126,094 11,572,236

NON-DEPARTMENTAL EXPEDITURES
Other Non-Departmental Expenses 1,857,405 2,292,534 2,384,235 2,479,605 2,578,789 Recurring Transfer to Streets - - - - -
Interim Needs/Contingency 295,692 520,000 548,314 578,748 598,357 Amount charged to Departments (2,272,405) (2,812,534) (2,932,548) (3,058,352) (3,177,146) TOTAL NON-DEPARTMENTAL EXPENDITURES (119,308) - 0 0 0
TOTAL RECURRING EXPENDITURES 22,966,721 26,207,774 27,415,676 28,937,386 29,917,866 NET OPERATING REVENUES (EXPENDITURES) 4,292,429 3,069,334 3,155,188 2,621,818 3,060,735

ONE-TIME EXPENDITURES
Land Purchases - - - - -
Operating Transfers 6,260,000 3,080,000 2,600,000 2,704,000 2,812,160 TOTAL ONE-TIME EXPENDITURES 6,260,000 3,080,000 2,600,000 2,704,000 2,812,160 NET SOURCES (USES) OF FUNDS (1,967,571) (10,666) 555,188 (82,182) 248,575 873
225
10 YEAR PROJECTION EXPNDITURE (CONTINUED)
2027 2028 2029 2030 2031 2032
Projected Projected Projected Projected Projected Projected

DEPARTMENT SALARIES
Animal Control - - - - - -
City Council 35,371 36,433 37,526 38,651 39,811 41,005
City Clerk 453,384 466,985 480,995 495,424 510,287 525,596 Elections - - - - - -
City Attorney 37,852 38,987 40,157 41,362 42,602 43,881 City Manager 622,812 641,497 660,742 680,564 700,981 722,010 Community Outreach - - - - - -
Finance 848,315 873,764 899,977 926,977 954,786 983,429 Human Resources 540,117 556,321 573,010 590,201 607,907 626,144 Maintenance Custodial 221,425 228,067 234,909 241,957 249,215 256,692 Information Technology - - - - - -
Economic Development 161,121 165,955 170,933 176,061 181,343 186,784 Building Inspection 609,624 627,913 646,750 666,152 686,137 706,721 Code Enforcement/Rental Inspections 332,804 342,788 353,072 363,664 374,574 385,811 Public Safety 11,866,972 12,222,982 13,039,671 13,430,861 14,283,787 14,712,301 Community Development/Planning 667,871 687,907 708,544 729,801 751,695 774,246 Public Works/Engineering 1,173,207 1,208,403 1,244,655 1,281,994 1,320,454 1,360,068 Public Works Maintenance 300,579 309,597 318,885 328,451 338,305 348,454 Recreation 528,755 544,617 560,956 577,784 595,118 612,971 Parks 895,790 922,664 950,344 978,854 1,008,220 1,038,466 TOTAL DEPARTMENT SALARIES 19,295,999 19,874,879 20,921,125 21,548,759 22,645,222 23,324,579

OTHER OPERATING EXPENDITURES
Animal Control 399,944 415,942 432,580 449,883 467,878 486,593 City Council 111,371 115,825 120,458 125,277 130,288 135,499 City Clerk 99,594 103,578 107,721 112,029 116,511 121,171 Elections 46,656 - 50,388 - 54,420 -
City Attorney 497,900 517,816 538,528 560,070 582,472 605,771 City Manager 245,939 255,777 266,008 276,648 287,714 299,223 Community Outreach - - - - - -
Finance 284,553 295,935 307,772 320,083 332,887 346,202 Human Resources 282,843 294,156 305,923 318,159 330,886 344,121 Maintenance Custodial 424,832 441,825 459,498 477,878 496,993 516,873 Information Technology 401,152 417,198 433,885 451,241 469,291 488,062 Economic Development 154,021 160,182 166,589 173,253 180,183 187,390 Building Inspection 603,063 627,186 652,273 678,364 705,499 733,719 Code Enforcement/Rental Inspections 112,918 117,435 122,132 127,018 132,098 137,382 Public Safety 5,074,353 5,328,071 5,594,474 5,874,198 6,167,908 6,476,304 Community Development/Planning 534,917 556,313 578,566 601,708 625,777 650,808 Public Works/Engineering 1,340,325 1,393,937 1,449,695 1,507,683 1,567,990 1,630,710 Public Works Maintenance 572,875 595,790 619,622 644,407 670,183 696,990 Recreation 641,693 667,361 694,055 721,818 750,690 780,718 Parks 301,160 313,207 325,735 338,764 352,315 366,407
TOTAL OTHER OPERATING EXPENDITURES 12,130,108 12,617,534 13,225,904 13,758,481 14,421,982 15,003,944

NON-DEPARTMENTAL EXPEDITURES
Other Non-Departmental Expenses 2,681,941 2,789,218 2,900,787 3,016,818 3,137,491 3,262,991 Recurring Transfer to Streets - - - - - -
Interim Needs/Contingency 628,522 649,848 682,941 706,145 741,344 766,570 Amount charged to Departments (3,310,463) (3,439,066) (3,583,727) (3,722,963) (3,878,835) (4,029,562) TOTAL NON-DEPARTMENTAL EXPENDITURES (0) 0 0 0 0 (0)
TOTAL RECURRING EXPENDITURES 31,426,107 32,492,413 34,147,030 35,307,240 37,067,204 38,328,522 NET OPERATING REVENUES (EXPENDITURES) 3,035,741 3,519,405 3,484,482 4,016,828 4,025,560 4,612,502

ONE-TIME EXPENDITURES
Land Purchases - - - - - -
Operating Transfers 2,924,646 3,041,632 3,163,298 3,289,829 3,421,423 3,558,280 TOTAL ONE-TIME EXPENDITURES 2,924,646 3,041,632 3,163,298 3,289,829 3,421,423 3,558,280 NET SOURCES (USES) OF FUNDS 111,095 477,773 321,185 726,999 604,137 1,054,223 874
226
The 10-year projections on the previous 6 pages include the following assumption:
 Most General Fund revenues are projected to increase by 4.5%, year after year.  Building revenue projections are also based on estimated numbers of houses to be built, with 250 homes projected for Fiscal Years 2022-2023 and 2023-2024 and 225 homes projected for Fiscal Years 2024-2025 and 2025-2026, with revenue projections for Fiscal Year 2021-2022 reduced about 32% from Fiscal Year 2020-2021 actual building revenues and Fiscal Year 2022-2023 revenue projections staying level with 2021-2022.  General Fund personnel cost projections are based on the recently adopted step system and include salary and benefit adjustments that were recently approved after a compensation study was completed and an MOU (memorandum of understanding) was approved with the Oakley Police Officers Association.
 General Fund other operating expenditures are generally projected to increase by 4% annually.
 Two additional police officers are programmed into the budget every two years, including two new officers (and other positions) being added in Fiscal Year 2022-2023 and two more officer to be hired in Fiscal Years 2024-2025, 2026-2027, 2028-2029, etc.  In addition, two police officer positions were approved for Fiscal Year 2021-2022.  General Fund transfers for street maintenance and improvements will be at least $2 million beginning in Fiscal Year 2022-2023 and are projected to increase by 4% each year, thereafter.
 Also included in the General Fund transfers is $500,000 for other purposes, such as Information Technology and Facilities Maintenance and improvements, which are also projected to increase by 4% each year, beginning in Fiscal Year 2023-2024.  The $5 million that is being transferred from reserves is not included in these projections, because it is coming from the reserve for capital projects, which the City does not consider to be available undesignated fund balance.
875
227

CONTRACTS ANALYSIS
876
228
This page intentionally left blank
877
229

APPROPRIATIONS LIMIT
Under California Law, the City of Oakley annually calculates its “Appropriation Limit”, which is the level of expenditures that can be funded using tax dollars. This calculation has its origin in Proposition 4, commonly known as the Gann Initiative; thus, this calculation is sometimes referred to as the Gann Limit.

Proposition 4 was passed by California voters in November 1979 and places limits on the amount of tax revenue which can be spent by governmental entities on an annual basis. Prop 4 became effective in fiscal year 1980-81 and used fiscal year 1978-79 revenues as the base for the calculation. The calculations were further refined by the passage of Proposition 111 in June of 1990. The base year revenues are increased annually by a factor that combines the governmental entity’s population growth rate and the increase in the California per capita personal income. Cities may choose to use their population growth rate or their county’s population growth rate. For fiscal year 2022-2023 the City elected to use the city’s growth rate and has calculated the appropriation limit to be $14,843,735.

The following types of revenues received by the City of Oakley have been deemed to be from tax proceeds and therefore included in the appropriation limit calculation:

Property Tax Sales & Use Tax Motor Vehicle In-Lieu
Business License Tax Transient Occupancy Tax
The following types of revenues received by the City of Oakley have been deemed not to be from tax proceeds as they fall within the exclusions of the appropriations limits:

Gasoline Tax Impact Fees Charges for Services
Local Transportation Funds SB 90 Mandate Reimbursement
Due to the pass-through nature of many city revenues, there was concern that revenues would be included in both the city’s and the state’s calculation. California Government Code Section 7903 requires that if State funds are provided to cities with no restrictions on their expenditures, the city includes these funds in their calculation. If the State specifies use of the funds, they are included in the State’s calculation. 878
230

CITY OF OAKLEY

APPROPRIATIONS LIMIT CALCULATION
FOR FISCAL YEAR 2022-2023
. x 1.0755
$13,425,784
x 1.0280
$14,843,735
Beginning Limit (FY 2021-2022):

Per Capita Income Growth Factor
Higher of:

County Population Growth Factor
Population Growth Factor
Limit (FY 2022-2023):
879
231

GLOSSARY OF BUDGET TERMINOLOGY
Appropriation: An authorization by the City Council to make expenditures and to incur obligations for a specific purpose within a specific time frame.

Assessed Value: The value placed on real estate or other property by the County Assessor as a basis for levying ad valorem (rate based) property tax.

Assessment
District:

A defined area of land that is benefited by the acquisition, construction or maintenance of a public improvement. An assessment is levied and collected on the regular property tax bill to fund the improvements.

Audit: Scrutiny of the City’s accounts by an independent auditing firm to determine whether the City’s financial statements are fairly presented in conformity with generally accepted accounting principles. An independent audit is performed annually.

Available
Beginning Fund
Balance:

Unencumbered resources available in a fund from the prior fiscal year after payment of prior fiscal year expenditures.

Bond: Capital raised by issuing a written promise to pay a specified sum of money, called the face value or principal amount, with interest at predetermined intervals.

Budget: A financial plan, usually for a one or two year period, listing an estimate of recommended expenditures and the recommended means of financing them.

Capital
Improvement
Plan (CIP):

The five-year financial plan for capital improvements, including considerations for related debt service and future ongoing maintenance. The CIP is adopted in a separate document and updated annually.
880
232
Deficit: An excess of expenditures over revenues (resources).

Department: An organizational unit comprised of divisions or functions. It is the basic unit of service responsibility encompassing a broad mandate of related activities.

Expenditure: The actual payment for goods and services.

Fiscal Year (FY): The period designed by the City for the beginning and ending of financial transactions. The City of Oakley fiscal year begins July 1st and ends June 30th of the following year.

Full-Time
Equivalent
(FTE):

The amount of time a regular full or part-time position has been budgeted for in terms of the amount of time an employee works in a year.

Gas Tax: Administered by the State Board of Equalization, this is an 18-cent per gallon tax on fuel used to propel a motor vehicle or aircraft. Use of the revenue is for research, planning, construction, improvement, maintenance and operation of public streets and highways or public mass transit.

General Fund: The fund used to account for all financial resources except those required to be accounted for in another fund.

General Fund
Taxes:

This is the term in the Budget to describe the City’s use of general purpose tax revenue, including primarily: Property Taxes, Property Taxes in lieu of VLF, and Sales Tax.

General Plan: A policy document that serves as a guideline for future development. California State law requires each city to adopt a General Plan.

Infrastructure: Facilities on which the continuance and growth of the community depend on such roads, water lines, sewers, public buildings, etc. 881
233
Internal Service
Fund (ISF)
Internal service funds account for the financing of goods and services provided by one department to another department on a cost-reimbursement basis. In Oakley, we have ISF’s that serve as sinking funds for the future replacement of vehicles and equipment, and for repairs and replacements for facilities. In each case, the costs are supported by charges to departmental operating budgets.

Lighting and
Landscaping
District:

The City has established a separate District to manage and fund the maintenance of the City’s Public Landscaping, Community Parks, Street Lighting, and Neighborhood Parks. Each activity is accounted for in a separate fund and budgets are established yearly as part of the District’s activities. Detailed breakdowns of estimated revenues and expenditures are provided in a required engineer’s report. Costs are funded by landscape assessments levied in each zone, and as necessary, subsidies or loans from other eligible funds.

Measure J: In 2004, voters approved Measure J, extending a previously approved Countywide ½ cent sales tax measure for transportation related purposes. The original Measure (Measure C) included a provision that 18% of the funds are returned to local agencies based on an allocation relative population and relative maintained street miles. Expenditures are restricted to the same uses as Gas Tax but may also be applied to transit improvement and operation, growth management planning and compliance, pedestrian and bicycle trail construction, maintenance and operation parking facility development and transportation efficiency program development and operation (ridesharing, etc.). Measure J continues to be subject to Measure C’s growth management component and funds may not be used to replace developer obligations that would otherwise not be publicly funded under jurisdiction policy. Measure J runs until March 2034.

Motor Vehicle
License Fee:

A State vehicle license fee imposed on motorists for the privilege of operating a motor vehicle on the public highways.
882
234
Police Services
Tax:

A voter approved special tax levied by the City and collected at the same time and in the same manner as property taxes that is used exclusively for Public Safety.

Property Tax: Property Tax is imposed on real property (land and permanently attached improvements) and tangible personal property located within the City. Proposition 13 set the basic property tax at one percent of the assessed value of the property, and the limited the assessed value to the cash value at acquisition plus inflation, at no more than 2% per year. Property taxes are shared by all local agencies that provide service to the property. On average, Oakley receives between 5% - 6% of the basic property taxes paid by Oakley property owners.

Property Tax in
Lieu of VLF:

In the early 1990’s the State levied a local tax on vehicles, in the form of a 2% Motor Vehicle License Fee (see above). The then Governor successfully lobbied the legislature and passed a law allowing a temporary discount on the fee, if the State could afford it. A provision of that law was that the State backfill the lost revenue to the local agencies that resulted (since it was a local tax being reduced). Since then, the State has permanently lowered the Fee, and permanently backfilled it by shifting additional property taxes from their control to each local agency. This separate revenue is referred to as Property Taxes in Lieu of Vehicle License Fees (VLF).

Reserved Fund
Balance:

Accounts used to record a portion of the fund balance as legally segregated for a specific use or not available for appropriation.

Resolution: A special order of the City Council, requiring a majority vote, which has a lower legal standing than an ordinance.

Revenue:

Road
Maintenance
and Repair:

Income received by the City.

Senate Bill 1, also known as the Road Repair and Accountability Act of 2017, increases transportation funding and instituted muchneeded reforms. SB 1 provides the first significant, stable, and ongoing increase in state transportation funding in more than two decades. To receive SB1 funding, the City must contribute and 883
235
annual maintenance of effort from a different funding source such as the General Fund.

Salaries and
Benefits:

A budget category, which generally accounts for full time and temporary employees, overtime and all employee benefits, such as medical, dental and pension costs.

Successor
Agency:

With the dissolution of the Oakley Redevelopment Agency on February 1, 2012, the City elected to become the Successor Agency to the Redevelopment Agency, responsible for preserving and administering its non-housing related assets, paying and ensuring performance of its obligations, and for complying with the new law that requires the unimpeded winding down of the prior
Redevelopment Agency’s affairs.

Successor
Housing
Agency:

With the dissolution of the Oakley Redevelopment Agency on February 1, 2012, the City elected to become the Successor Housing Agency, accepting the prior Redevelopment Agency’s housing related assets and related housing responsibilities.

Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit.

Transient
Occupancy Tax
(TOT):

Unassigned
Balances
A 10% tax imposed on travelers who stay in temporary lodging facilities within the City. Also referred to as a Hotel/Motel Tax.

The City established a policy in fiscal year 2012-2013 that in its special purpose funds, it would budget not only anticipated revenues, but also projected remaining available fund balances. The unassigned balance amount budgeted in any fund is the amount of available funds (revenues and available fund balances) that have not yet been assigned a specific current year purpose.
884
236
This page intentionally left blank
885
CIP-1

CITY OF OAKLEY

PROPOSED ANNUAL

CAPITAL BUDGET
&5-YEAR CAPITAL IMPROVEMENT PROGRAM

CITY OF OAKLEY PROPOSED ANNUAL CAPITAL
BUDGET & 5-YEAR CAPITAL IMPROVEMENT

PROGRAM
886
CIP-2
887
CIP-3
888
CIP-4

CAPITAL IMPROVEMENT PROGRAM
The Capital Improvement Program (CIP) is a major public infrastructure and planning tool for the City of Oakley. The CIP serves as a statement of the City's policies and financial abilities to manage the development of the community. The creation of a fiveyear CIP provides a systematic plan for providing infrastructure improvements within a prioritized framework and a general schedule for projects to proceed. Projects identified in the CIP meet the City’s General Plan. The first year reflects the adopted budget for the upcoming Fiscal Year (FY). The remaining four years represent a schedule and estimate of future capital needs that may be funded, given projected revenues and priorities.

There are several benefits for developing and adopting a Capital Improvement Program. Not only does the CIP become a management tool for the City Council and City staff; a CIP also provides valuable information to the citizens, developers, and businesses who are interested in the development of the community. The CIP document will assist in leveraging available resources through the timing of projects, and the coordination of City projects with improvements constructed by other entities.

Despite the many benefits of a CIP, it is important to highlight the fact that this is a planning document. Changes can occur for many reasons. Revenues can fluctuate as a result of changing economic conditions or shifts in City policy. Private economic decisions can also affect the timing, scale, and location of capital projects. The City of Oakley’s CIP reflects the Strategic Goals of the City Council and is a critical investment tool for the community to help promote the economic vitality and viability for the City of Oakley.

The focus of the proposed CIP for FY 2022/23 through FY 2026/27 is to maintain the core infrastructure of the City of Oakley by utilizing the most cost effective and creative approach. The CIP continues to prioritize and build new infrastructure for the community, which will enhance the quality of life for residents. In preparation of the CIP for FY 2022/23, a comprehensive review of prospective projects was performed.

The CIP for FY 2022/23 is divided into specific projects to address unique needs for each component of the City’s infrastructure system (e.g., Streets, Parks & Facilities). This approach provides funding for the infrastructure maintenance, construction of new improvements, and the long-range goals for protecting the quality of the public infrastructure system in the City of Oakley. The funding for CIP projects is generally from the following sources: Measure J Sales Tax, Gas Tax, Development Traffic Impact Fees, Development Park Impact Fees, Federal & State Grants, Assessment 889
CIP-5
District Funds, and the City’s General Fund. The revenues from Development Traffic Impact Fees and Development Park Impact Fees are dependent upon the private development activity and regional economic growth. The CIP for FY 2022/23 conservatively budgets a portion of these funding sources to account for unforeseen downturns in the regional economic and development activity.

There is a direct relationship between CIP project construction, economic development, and the vitality of the community. New residents want to come and live in a community that is vibrant and provides a wide range of amenities (e.g., Recreation Center, Library, etc.). Commercial developers also look to build in communities that thrive and provide amenities for today’s lifestyle. The construction of CIP projects helps to enhance amenities and the quality of life for the community residents, which in turn makes Oakley a desired community for private development. The increase in the level of private development activity will provide opportunities for the City to undertake projects with various infrastructure improvements to compliment the private development projects. 890
CIP-6
PROPOSED CIP PROJECTS FOR FY 2022/23
Project #176, Oakley Regional Community Park Project – This project transforms a 55- acre site located at the north end of Sellers Avenue that was given to the City as part of the development agreements with the Emerson and Gilbert Ranch projects. This 55-acre site was an abandoned dairy farm that has been closed for decades. This project will construct a regional park at this site that will be a destination point for the Oakley community. A team of staff, consultants, and a Council sub-committee began the process of concept planning for this site in 2016. As a result of this work, a concept plan was developed and approved by the City Council. During 2019, there were further discussions with the community to solicit input as the concept plan was refined and adopted by the City Council to reflect the needs of the community and strategic goals of the City Council. This project will be a multi-phase project that will be designed and constructed over the coming years and would potentially cost over $60,000,000 to construct all its components. Funding for this project will be provided by a combination of grants and other local funds over several years. The first phase of this project was the demolition and removal of the abandoned and unsafe structures, which was completed in 2019. The City applied for two rounds of funding for this project from the State Proposition 68 State of California Grant in 2019 and 2021 and unfortunately was not awarded the grant. Staff will continue to explore other grant funding for this project in coming years to design and construct this project. The funding of the preliminary project design and site clean-up was allocated in FY 2016/17 and no additional funding is requested in the FY 2022/23 budget.

Project #186, West Cypress Road Bridge at Contra Costa Canal Reconstruction Project - The existing West Cypress Road Bridge that crosses the Contra Costa Canal is structurally deficient according to the latest Caltrans inspections. It will need to be reconstructed to continue to be safe and remain in service. The City of Oakley does not have a designated funding source for replacing the City’s bridges and relies upon State grant programs for major bridge improvement projects. Staff will apply for Highway Bridge Replacement and Rehabilitation (HBRR) grant funding for this project and once funding has been secured for this project, the design and construction of this project will be initiated in future years. The funding of the preliminary project design was allocated in FY 2016/17 and no additional funding is requested in the FY 2022/23 budget. 891
CIP-7
Project #187, Main Street Bridge at Contra Costa Canal Rehabilitation Project - The existing Main Street Bridge that crosses the Contra Costa Canal needs rehabilitation to protect its structural integrity and to keep it off the Caltrans structurally deficient list.

The City of Oakley does not have a designated funding source for repairing, maintaining, and improving the City’s bridges, and relies upon grant programs for major bridge improvement projects. Staff had applied for Highway Bridge Replacement and Rehabilitation (HBRR) grant funding for this project and secured partial funding which will be supplemented by local funds. The funding of the preliminary project design and construction was allocated in FY 2016/17 and as part of the FY 2022/23 budget, $50,000 from Measure J will be added to the project budget for its final construction phase.

Project #189, Piper Lane Drainage Channel Trash Capture Device Project - The Piper Lane drainage channel is one of the major drainage outfalls from the City of Oakley to the Delta in which the City is responsible for its maintenance and operation. This is an open channel that flows freely to the Delta and based on the new permit issued by San Francisco Regional Water Quality Control Board (SFRWQCB), it cannot convey trash to the open waters of the Delta. Historically, a large amount of trash and debris were transported to the Delta through this channel. This project will construct a new trash capture device at the upstream end of the channel near Vintage Parkway. The trash capture device will stop trash from flowing into the Delta and, as a result, puts the City in compliance with the SFRWQCB permit. The initial funding of this project concept design was allocated in FY 2016/17 and as part of the FY 2022/23 budget, $400,000 from the ARPA fund will be added to the project budget for the final design and construction.

Project #205, Downtown Gateway Plaza Roadway and Parking Lot Project - The Oakley Multi-Modal Roadway and Parking Lot Project features a new AMTRAK funded, designed, and constructed train platform station located north of Main Street in the area between 2nd Street and Norcross Lane. The facility would provide connections for the Tri Delta Transit bus service to the new train station, as well as a Park & Ride lot.

The platform station is strategically located in downtown on Main Street, adjacent to the Main Street Plaza that could be used for civic events and markets. The location is within a five-minute walking radius to City Hall, the Civic Center Park, and Main Street restaurants. The project will provide approximately 300 surface parking spaces for downtown merchants and customers in addition to supporting plaza activities held on the evenings and weekends. AMTRAK will entirely fund the design and construction of 892
CIP-8
the new railroad platform station and the City will design and construct the associated public street and parking lot infrastructure. The design of this project is currently underway in collaboration with the AMTRAK design team. The construction of both projects is anticipated to start in 2023. The original design funding for this project was allocated in FY 2017/18 and as part of the FY 2022/23 budget, $5,000,000 from the General Capital Project Fund, $750,000 from Gas Tax RMRA, and $750,000 from Measure J will be added to the project budget for its final design and construction.

Project #211, Main Street/Rose Avenue Intersection Improvement Project – With the continued growth of the community and new subdivision development projects along the East Cypress Road corridor, the associated traffic volumes will increase. Improving the streets and traffic signals will be necessary to accommodate the added volume of traffic to these new neighborhoods. Main Street and Rose Avenue has operated as a stop sign controlled intersection, which is not sustainable for the long term, and therefore a traffic signal is needed at this location. City staff have been discussing this intersection improvement project with the management staff of Ironhouse Sanitary District (ISD) to explore opportunities that this project could address. The City needs better traffic flows at this intersection and ISD needs access from their prospective development site to Main Street. Currently, the Vintage Parkway neighborhood has only one access to Main Street. Installing a signal at Main Street/Rose Avenue would benefit the neighborhood by providing a long desired secondary access for the residents. Having a secondary access would not only alleviate congestion at the current intersection but would provide another option for emergency vehicles to access the neighborhood and allow quicker response times. The design of this project would start after a cost share agreement is reached between the City of Oakley and ISD. The funding for this project will be allocated in the CIP budget in futures years, after an agreement with ISD is finalized.

Project #215, Downtown Parking Lot Construction Project – As part of the continuing efforts to improve and enhance Downtown Oakley, this project will construct a new parking lot and associated roadway infrastructure. This new parking lot construction will be in collaboration with the development project at the intersection of Main Street and Norcross Lane, which will construct a new modern retail building, “Oakley Mercantile”. This new parking lot is part of the City’s multi-phase downtown parking project. The project will be constructed on the north side of the Oakley Entrepreneur Center and the east side of the Oakley Plaza shopping center. The funding for this project design and construction was allocated in the FY 2018/19 and as part of the FY 893
CIP-9
2022/23 budget, $150,000 from the Gas Tax RMRA will be added to the project budget for its final construction phase.

Project #231, Sellers Avenue (Riverrock Drive to CCWD Canal Crossing) Widening and Improvement Project – Sellers Avenue is a 2-lane road that was constructed by Contra Costa County decades ago. The section of Sellers Avenue from East Cypress Road, to the north end of the road at the gate to the future Oakley Regional Community Park is destined to be widened to 4 lanes with curb and gutter, sidewalks, landscaped medians, bike lanes, and street lighting. Presently, the section of Sellers Avenue from East Cypress Road to Riverrock Drive has been widened and improved by the developers of the Emerson and Gilbert Ranch projects. This project will widen and improve the remaining section of Sellers Avenue from the intersection at Riverrock Drive to the gate to the future Oakley Regional Community Park. The above referenced developers paid the City the cost for curb and gutter, sidewalk, and one lane of roadway. The City will pay the remaining construction costs for the second lane and medians for this project. The timing of design and construction of this project will be in coordination with the Oakley Regional Community Park Project CIP # 176, when that project funding is secured. The funding for this project will be allocated in the CIP budget in future years.

Project #246, FY 2020/21 Street Repair & Resurfacing - This project will repair the base and surface failures, as well as resurface the City’s streets as a part of a comprehensive program to maintain the roadways for the community. Street repair and resurfacing is critical in keeping the quality of the City’s street infrastructure in good condition and prevent the necessity of costly reconstruction due to the lack of proper rehabilitation and maintenance. There are a number of neighborhoods which need Sierra-Crete remediation and street repair and resurfacing, which this project will address. The funding of this project design and construction was allocated in the prior year’s budget and as part of the FY 2022/23 budget, $500,000 from the Gas Tax RMRA will be added to the project budget for its final construction phase.

Project #247, East Cypress Road Widening (Knightsen Avenue to Jersey Island Road) Project - This project will widen and fully reconstruct East Cypress Road east of Knightsen Avenue to Jersey Island Road. The growth and development of new subdivision projects along the East Cypress Road corridor has necessitated various infrastructure improvements to accommodate the increased traffic volumes on this roadway. These improvements include the widening of East Cypress Road to City standards along the Emerson and Gilbert Ranch projects. The City of Oakley also owns a property along East Cypress Road between 894
CIP-10
Knightsen Avenue and Jersey Island Road. This property is part of the Burroughs Subdivision development site, and in collaboration with the developer of this subdivision, this City capital project will reconstruct East Cypress Road from Knightsen Avenue to Jersey Island Road. As it is the policy for frontage improvements, both the City and the developer will pay their share of this roadway construction project which will be managed and constructed by the City. The initial funding for this project was allocated in FY 2021/22 budget and as part of the FY 2022/23 budget, $2,250,000 from the TIF Fund, $100,000 from Measure J, $250,000 from Gas Tax HUTA, $100,000 from Gas Tax RMRA will be added to the project budget for its construction.

Project #248, Holly Creek Park Restroom Construction Project - This project will construct a permanent restroom facility at Holly Creek Park. The demand for City of Oakley recreational fields continues to grow, particularly for organized sports such as Baseball and Soccer leagues. The field at Holly Creek Park is one of the favorites and is a much-desired field in Oakley for leagues to play their sporting activities. This park does not have any restroom facilities, which necessitates the placement of portable toilets at this park. This approach has created many operational and sanitary issues and is not a sustainable solution to address the need for a public restroom facility. This project will construct a permanent restroom facility at this park similar to the restroom facility that was recently constructed at the Koda Dog Park. The funding for this project will primarily be from a private development project contribution which will be supplemented by local funds. The initial funding for this project was allocated in FY 2021/22 budget and as part of the FY 2022/23 budget, $100,000 from the Park Impact Fee fund will be added to the project budget for its final construction phase.

Project #249, Recreation Center Emergency Generator Project - This project will install an emergency generator at the Oakley Recreation Center. The Recreation Center campus is the center of recreational activities for the Oakley community, and currently does not have a back-up power source. In periods of PG&E power outages, the operations at the Recreation Center that require electricity comes to a halt. This project will install an Emergency Generator behind the Recreation Center building to provide stand-by power during periods of PG&E power outages to ensure that the Recreation Center operations will continue uninterrupted. As part of the FY 2022/23 budget, $300,000 from the ARPA Fund will be added to the project budget for its construction.

Project #252, Downtown Storm Drain (AREA 29D) Improvement Project – Many years ago the Contra Costa County Flood Control District established drainage zones 895
CIP-11
throughout the County for storm drain detention and treatment. These zones included large detention basins (e.g., Freedom Basin, Teakwood Basin, Del Antico Basin, etc.) and a network of underground pipe systems to convey the storm water runoff from the City streets to these basins. There are 9 drainage zones in the City of Oakley. Storm Drain Zone 29D covers all the Gardenia Ave and Chianti Way neighborhood streets and conveys their storm drain runoff north toward Main Street and continues northerly under the railroad tracks. All parts of the storm drain system in this zone have been constructed, except for the section of pipe from the north side of Main Street just east of Miguel Drive, to the edge of the railroad tracks. This project will design and construct this section of storm drainpipe and its associated infrastructure, which will complete all of the improvements in this zone. The initial funding of this project design was allocated in the FY 2021/22 budget and the construction of this project will be funded in future years once sufficient funding is secured.

Project #255, Cypress Grove Subdivision Pump Station Building Project – The Cypress Grove Subdivision has a pump station, an emergency generator, and associated electrical components to support the storm drain system for this subdivision. The newer subdivisions, such as Emerson Ranch and Gilbert Ranch, house all such components in a building that is fully covered and protects their expensive electrical and mechanical components. However, at the Cypress Grove Subdivision, the pump station, emergency generator, and its associated electrical components are housed in a building with only a half roof and are exposed to environmental elements. The components degrade much quicker when exposed to the elements and require more frequent service and costly replacement. This project will construct a full roof and new walls on the existing building to enclose and protect the valuable mechanical components, and to promote their longevity. The initial funding for this project was allocated in the FY 2021/22 budget and no additional funding is requested in the FY 2022/23 budget.

Project #263, O'Hara Avenue / Carpenter Road Intersection Improvement Project – The construction of Carpenter Road from Rose Avenue to Cinnamon Ridge Drive as part of a private subdivision development project has opened this important east/west roadway corridor for the community. This section of Carpenter Road will increase traffic flows at the intersection of O’Hara Avenue and Carpenter Road. This project will improve the traffic operations at this intersection by constructing protected left turn lanes on Carpenter Road on both the westbound and eastbound approaches to O’Hara Avenue. Additional improvements include the installation of a video detection system and reconfiguration of the striping at this intersection. The initial funding for this 896
CIP-12
project was allocated in the FY 2021/22 budget and as part of the FY 2022/23 budget, $100,000 from the TIF Fund will be added to the project budget for its final design and construction.

Project #265, Irrigation Well Installation at City’s Freedom Basin Project – This project will install a new irrigation well adjacent to O’Hara Avenue next to the City owned storm drain basin, more commonly known as Freedom basin. This new well will provide the City with an independent, stable, and continuous source of water to irrigate the large field that is used by an assortment of leagues for sporting activities. The existing well used to irrigate the field is owned and operated by the High School District, and due to its continuous breakdowns, this well is not a reliable source to provide the massive amount of irrigation water needed for this field. The initial funding of this project was allocated in the FY 2021/22 budget and as part of the FY 2022/23 budget, $200,000 from the Park Impact Fee Fund will be added to the project budget for its construction.

Project #268, Main Street / Delta Road Intersection Signalization Project – This project will install a traffic signal and improve the Main Street / Delta Road intersection. This intersection is identified to have a traffic signal per the City’s Traffic Impact Fee program. With the increase in traffic volumes at this location, a signal will improve safety and traffic circulation. The preliminary design of this project will get started in FY 2021/22 to develop the plan and identify the Right of Way that is needed for this project. In the subsequent year, the final design and Right of Way acquisition will be completed. The initial funding of this project was allocated in the FY 2021/22 budget and no additional funding is requested in the FY 2022/23 budget.

Project #269, Main Street / Brownstone Road Intersection Signalization Project – This project will install a traffic signal and improve the Main Street / Brownstone Road intersection. This intersection is identified to have a traffic signal per the City’s Traffic Impact Fee program. With the increase in traffic volumes at this location, a signal will improve safety and traffic circulation. The preliminary design of this project will get started in FY 2021/22 to develop the plan and identify the Right of Way that is needed for this project. In the subsequent year, the final design and Right of Way acquisition will be completed. The initial funding of this project was allocated in the FY 2021/22 budget and no additional funding is requested in the FY 2022/23 budget. 897
CIP-13
Project #270, Hall Street Extension Project – This project will extend Hall Street north of Main Street to provide a direct connection to the new parking lot that will be constructed as part of the Downtown Gateway Plaza Roadway and Parking Lot Project.

This project is consistent with the Downtown Vision program that was approved by the City Council and will help to improve the traffic flows and parking lot accessibility in the Downtown area. The initial funding of this project was allocated in the FY 2021/22 budget and no additional funding is requested in the FY 2022/23 budget.

Project #271, Sheriff Annex Building Demolition Project – The Contra Costa County Sheriff Department had an annex building located at 210 O’Hara Avenue that serviced the Oakley area. This facility had been vacated for several years and is no longer in operation. This facility has deteriorated and has become a spot for homeless to gather and create collateral problems. The County has agreed to give the property to the City to be used for a future Library site. Since it will take some time to secure funding for the Library, this building would need to be demolished to secure the site from health and safety perspective. The County has agreed to pay half the cost of the demolition to the City. The funding of this project was allocated in the FY 2021/22 budget and no additional funding is requested in the FY 2022/23 budget.

Project #273, Laurel Road Extension Project (Teton Road to Sellers Avenue) - This Project will extend Laurel Road from Teton Road to Sellers Avenue providing an alternate and much needed secondary route to East Cypress Road. Currently, the only way in and out of eastern Oakley is via Main Street to East Cypress Road. This current route along East Cypress Road passes by an elementary and middle school and crosses the Burlington Northern Santa Fe (BNSF) railroad tracks. Extending Laurel Road from Teton Road to Sellers Avenue will provide a secondary access route out of the Cypress Road corridor. The design of this project, right of way acquisition, and permit processing from BNSF will take several years to accomplish. The initial funding of this project was allocated in the FY 2021/22 budget to perform concept design and as a part of the FY 2022/23 budget, $300,000 from the TIF Fund will be added to the project budget for its continuing design.

Project #274, Neroly Road Repair and Resurfacing Project (Empire Avenue to O'Hara Avenue) - Neroly Road was constructed as a part of the Magnolia Park Subdivision.

Since that time the roadway has settled in areas near the utility manholes causing an uneven asphalt surface. Staff has continually performed patching near the manholes to keep the roadway surface smooth. This temporary fix has provided good results but 898
CIP-14
didn't address any underlying problems. This project will perform engineering investigation and excavation at several locations to determine the cause of the settling at the utility manholes and to provide a solution to remedy the problem. As a part of the FY 2022/23 budget, $200,000 from the Gas Tax RMRA, and $100,000 from the Street Maintenance and Rehabilitation Funds will be allocated to the project budget for its design and construction.

Project #275, FY 2022/23 Curb, Gutter and Sidewalk Repair & Reconstruction Project - This project will coordinate with the responsible property owners to repair and reconstruct damaged and broken concrete curb, gutter, and sidewalks throughout the City. The construction of this project will eliminate trip and fall accidents caused by sidewalk and curb uplifted by tree root overgrowth and provide safe paths of travel for the community. This project works in coordination with the 50-50 cost share program that helps the property owners address concrete sidewalk and curb and gutter uplifts.

As a part of the FY 2022/23 budget, $150,000 from the Gas Tax HUTA will be allocated to the project budget.

Project #276, FY 2022/23 Street Restriping Project - This project will restripe various City streets each year to help maintain delineations that are marked for usage by motorists and pedestrians. The work performed under this project focuses on the streets that are not in the plan for resurfacing in the next two years, and need the striping for lane delineation (centerline, edge line, crosswalk, pavement marking) to provide safer streets for the community. As a part of the FY 2022/23 budget, $60,000 from the 2012 Bond Benefit fund will be allocated to the project budget.

Project #277, FY 2022/23 Traffic Calming Project – The traffic operations in the community have become one of the major issues that the Police and Public Works Departments handle on a regular basis. This project provides funding for the placement of traffic calming features in accordance with the neighborhood traffic calming policy.

Various traffic calming requests are being evaluated by staff from the Police and Public Works Departments and are addressed in collaboration with the residents based on priority, and the order they are received. As a part of the FY 2022/23 budget, $80,000 from the Gas Tax HUTA will be allocated to the project budget.

Project #278, FY 2022/23 Traffic Signal Modernization Project – Traffic operations and public safety have become one of the more important issues for the community. Public Works staff are continually working to improve the traffic operations on City streets. 899
CIP-15
This project will replace some of the older internal components of the City's traffic signal systems which will improve the coordination of the City’s traffic signal operations. As a part of the FY 2022/23 budget, $200,000 from the Traffic Impact Fee Fund will be allocated to the project budget.

Project #279, FY 2022/23 Street Repair and Resurfacing Project - This project will repair the base and surface failures, as well as resurface the City’s streets as a part of a comprehensive program to maintain the roadways for the community. Street repair and resurfacing is critical in keeping the quality of the City’s street infrastructure in good condition and prevent costly reconstruction due to the lack of proper rehabilitation and maintenance. This project will address a number of neighborhoods which need SierraCrete base remediation in addition to repair and resurfacing. As a part of the FY 2022/23 budget, $2,000,000 from the Street Maintenance and Rehabilitation Fund will be allocated to the project budget.

Project #280, Laurel Road Widening Project (O'Hara Avenue to Cloverbrook Avenue) - Laurel Road from O'Hara Avenue to Cloverbrook Avenue is the last section of Laurel Road that needs to be widened and improved. Laurel Road is a major Arterial Road and the City's designated truck route with a direct connection to Highway 4. This section of Laurel Road has not been widened or improved due to the lack of Right of Way and is starting to deteriorate due to the large volume of vehicles that use Laurel Road every day. Staff is working with the property owners to obtain the necessary right of way for the widening; and will begin the design of this project which will require major utility relocation of Western Area Power Administration (WAPA) utility poles as a part of this project. This entire project will span several years to complete due to the complex nature of its various components. As a part of the FY 2022/23 budget, $2,500,000 from the Traffic Impact Fee Fund will be allocated to the project budget.

Project #281, Enrico Cinquini Park Construction Project – The developer of the Stonewood Subdivision, a collection of 262 lots, was conditioned to construct a new park (Enrico Cinquini Park) at the intersection of Rose Avenue and Carpenter Road.

The obligation of the developer is the total amount of their Park Impact Fee ($2.1M), which would not be sufficient to construct this park and its associated facilities and features. One of the features includes a parking lot, and as result, the City will design and construct this park utilizing the Park Impact Fee obligation of the developer, as well as supplementing it with additional City Park Impact fees. As a part of the FY 2022/23 900
CIP-16
budget, $3,500,000 will be allocated to the project budget: $2,100,000 from the Developer contribution and $1,400,000 from Park Impact Fee Fund.

Project #282, Laurel Road and Empire Avenue Landscaping Mulch Project – One of the key components of having landscaped areas that are vibrant and growing, is soil protection from the environmental elements. In Oakley with hot temperatures and winds, the top spoil gets eroded away, and without protection it exposes plant roots that will derogate the plant and diminish its growth; and in many cases can cause plant failure. This project will cover all landscaped areas along Laurel Road and Empire Avenue with mulch, which will keep the topsoil in place and protect the plant roots from exposure to high temperatures, which in turn will promote healthy plants. As a part of the FY 2022/23 budget, $250,000 will be allocated to the project budget from the Lighting & Landscaping Assessment District Fund.

Project #283, Laurel Road Bridge Widening over Marsh Creek Project – Laurel Road at the Marsh Creek Bridge is currently a narrow 2 lane roadway that is structurally inadequate and needs to be widened and improved to tie into the future Laurel Extension at Teton Road. This project will complement Capital Improvement Project No. 273 and provide improved access for Laurel Road and accommodate the future traffic volumes from the developments along the East Cypress Corridor. As a part of the FY 2022/23 budget, $35,000 will be allocated to the project budget from the 2016 Debt Service Fund.

Project #284, Holly Creek Park Playground Resurfacing Project - The Holly Creek Park Playground currently has a loose rubber surface and presents ADA accessibility concerns. The existing rubber surface is difficult to maintain, receives numerous park user complaints, and does not provide sufficient fall protection. This project would replace and upgrade the surface to current ADA and safety standards. The City has secured nearly $203,000 in grant funds from the California Department of Parks and Recreation Per Capita for this project, which will be supplemented by local funds. This project complements Capital Improvement Project No. 248 - Holly Creek Park Restroom Construction Project and is a major enhancement to this park facility. As a part of the FY 2022/23 budget, $403,000 will be allocated to the project budget: $200,000 from the Park Impact Fee Fund and $203,000 from the State Grant.

Project #285, Bethel Island Road Construction Project (Rock Slough Bridge to Delta Road) – Bethel Island Road south of East Cypress Road and the Rock Slough Bridge are 901
CIP-17
being constructed as part of a private development along East Cypress Road. This Project will construct Bethel Island Road from the bridge conform on the south side of Rock Slough to Delta Road. Currently, East Cypress Road is the only way to access the developments in this area and with the construction of this project, it will serve as a much-needed secondary access route to accommodate the increase in traffic volumes.

The road will consist of a 4-lane divided roadway 2 lanes in each direction with bike lanes, sidewalk, median island, landscaping, and a traffic signal and intersection widening at Delta Road. Staff will be working with the property owners to obtain the necessary right of way for this project and will proceed with the design of the project in coming years. As a part of the FY 2022/23 budget, $800,000 will be allocated to the project budget: $400,000 from the TIF Fund and $400,000 from the ARPA Fund.

Project #286, City Hall Rooftop Solar Power Project – This project will install solar panels on the roof of the Civic Center to provide the electricity needed for the operation of the Civic Center facilities in a sustainable and environmentally friendly approach.

The implementation of this project will reduce the carbon footprint of the Civic Center operations which is a part of the new Strategic Goals for the City. As a part of the FY 2022/23 budget, $550,000 will be allocated to the project budget from the Public Facilities Impact Fee Fund.

Project #287, Koda Dog Park Shade Structure Project – The Koda Dog Park has become a very popular destination for residents and visitors to bring their dogs to exercise and play. One of the frequent requests from the community has been for a shade structure at this park, especially in the areas that people can sit on benches while their dog’s play.

This project will construct new shade structures that would complement this park and its facilities for the enjoyment of all visitors to the Koda Dog Park. As a part of the FY 2022/23 budget, $150,000 will be allocated to the project budget from the Park Impact Fee Fund.

Project #288, Senior Center Roof and HVAC Repair and Replacement Project – The City of Oakley has leased the former fire station building located at 215 2nd Street to the Oakley Senior Citizens group. The roof is starting to deteriorate and needs to be repaired, and the HVAC system is failing and inadequate for the space. The rehabilitation project includes roof repairs and replacing the HVAC system to accommodate the facility. This work will be funded by the Community Development Block Grant (CDBG) funds, as well as the City of Oakley’s matching funds. As a part of 902
CIP-18
the FY 2022/23 budget, $10,000 will allocated to the project budget from the Public Facilities Impact Fee Fund.

Project # 289, Local Streets and Roads Safety Plan (LSRP) Project – Contra Costa Transportation Authority’s (CCTA) Vision Zero Initiative is a plan to have zero pedestrian and bicycle fatalities or severe injuries by the year 2030. This project will establish a safety improvement plan for the City of Oakley to incorporate into future projects. As Federal funds become available, eligible projects that have an established LSRP will have a better chance of receiving Federal funds. As a part of the FY 2022/23 budget, $90,000 will be allocated to the project budget from the Measure J Fund.

Project # 290, City Hall Human Resources Department Remodeling Project – The City of Oakley strives to provide exemplary service to all customers. One key part of the City operations is the Human Resources Department that serves both internal and external customers. The lack of functional office space has been a challenge for the Human Resources Department staff. Due to the nature of their work, the Human Resources Department are in need private office space for meeting with customers and having a proper and secure space for keeping confidential documents. This project will remodel the administration section of City Hall by creating office space, a secure file room, and a reception area for the customers to meet with the Human Resources Department staff in a private setting. As a part of the FY 2022/23 budget, $450,000 will be allocated to the project budget from the Facilities Fund.

Project #291, FY 2022/23 ADA Implementation Plan Project - The Transition Plan details a program that will bring the City’s programs, procedures, practices, facilities, sidewalks and curb ramps into compliance under the American Disabilities Act (ADA).

The City of Oakley is required to prepare and implement an ADA Transition Plan in order to adhere to the legal requirements related to the U.S. Department of Justice. The City’s ADA Transition Plan was prepared and adopted by City Council which identified over $100M of improvements needed to fully implement all components of this ADA Transition plan. The recommendations of this plan will be implemented over the coming years in phases as funding is allocated. As a part of the FY 2022/23 budget, $50,000 will be allocated to the project budget from the Gas Tax HUTA Fund. 903
CIP-19
Completed Projects in FY 2021/22

PROJECT LOCATIONS
A Traffic Signal Modernization Project G
Pu
bli
c
W
or
ks
Op
era
tio
ns
Bu
ild
in
g
Re
ha
bil
ita
tio
n
Pr
oje
ct
Main and Cypress Intersection Improvement
Project
B
Laurel Road Resurfacing Project (O’Hara to
Empire)
H Legless Lizard Preserve Fence Project
C
Police Department Parking Lot Expansion
Project
D Civic Center Park Renovation Project
E Curb, Gutter, & Sidewalk Repair Project
F Civic Center Roof Replacement Project
904
CIP-20
905
CIP-21
906
CIP-22
CIP 176 OAKLEY REGIONAL COMMUNITY PARK

PROJECT
907
CIP-23
CIP 186 W. Cypress Road Bridge at Contra Costa Canal
Reconstruction Proj.
908
CIP-24
CIP 187 MAIN STREET BRIDGE AT CONTRA COSTA
CANAL REHABILITATION PROJECT.
909
CIP-25
CIP 189 PIPER LANE DRAINAGE CHANNEL TRASH

CAPTURE DEVICE PROJECT
910
CIP-26
CIP 205 DOWNTOWN GATEWAY PLAZA ROADWAY

AND PARKING LOT PROJECT
911
CIP-27
CIP 211 MAIN STREET/ROSE AVENUE

INTERSECTION IMPROVEMENT PROJECT
912
CIP-28
CIP 215 DOWNTOWN PARKING LOT CON

STRUCTION PROJECT
913
CIP-29
CIP 231 SELLERS AVENUE IMPROVEMENTS AND

WIDENING PROJECT
914
CIP-30
CIP 246 FY 2020/21 STREET REPAIR AND

RESURFACING PROJECT
915
CIP-31
CIP 247 EAST CYPR ESS ROAD WIDENING
(KNIGHTSON AVE TO JERSEY ISLAND RD)

PROJECT
916
CIP-32
CIP 248 HOLLY CREEK PARK RESTROOM

CONSTRUCTION PROJECT
917
CIP-33
CIP 249 RECREATION CENTER EMERGENCY

GENERATOR PROJECT
918
CIP-34
CIP 252 DOWNTOWN STORM DRAIN (AREA 29D)

IMPROVEMENT PROJECT
919
CIP-35
CIP 255 CYPRESS GROVE SUBDIVISION PUMP

STATION BUILDING PROJECT
920
CIP-36
CIP 263 O'HARA AVENUE / CARPENTER ROAD

INTERSECTION IMPROVEMENT PROJECT
921
CIP-37
CIP 265 IRRIGATION WELL INSTALLATION AT
CITY’S FREEDOM BAS IN PROJECT
922
CIP-38
CIP 268 MAIN STREET / DELTA ROAD

INTERSECTION SIGNALIZATION PROJECT
923
CIP-39
CIP 269 MAIN STREET/BROWNSTONE ROAD

INTERSECTION SIGNALIZATION PROJECT
924
CIP-40
CIP 270 HALL STREET EXTENSION PROJECT
925
CIP-41
CIP 271 SHERIFF ANNEX BUILDING DEMOLITION

PROJECT
926
CIP-42
CIP 273 LAUREL ROAD EXTENSION PROJECT
(TETON ROAD TO SELLERS AVENUE)
927
CIP-43
CIP 274 NEROLY ROAD REPAIR AND RESURFACING

PROJECT (EMPIRE TO O'HARA)
928
CIP-44
CIP 275 FY 2022/23 CURB, GUTTER AND SIDEWALK

REPAIR & RECONSTRUCTION PROJECT
929
CIP-45
CIP 276 FY 2022/23 STREET RESTRIPING PROJECT
930
CIP-46
CIP 277 FY 2022/23 TRAFFIC CALMING PROJECT
931
CIP-47
CIP 278 FY 2022/23 TRAFFIC SIGNAL

MODERNIZATION PROJECT
932
CIP-48
CIP 279 FY 2022/23 STREET REPAIR AND

RESURFACING PROJECT
933
CIP-49
CIP 280 LAUREL ROAD WIDENING PROJECT
(O'HARA TO CLOVERBROOK)
934
CIP-50
CIP 281 ENRICO CINQUINI PARK CONSTRUCTION

PROJECT
935
CIP-51
CIP 282 LAUREL ROAD AND EMPIRE AVENUE

LANDSCAPING MULCH PROJECT
936
CIP-52
CIP 283 LAUREL ROAD BRIDGE WIDENING OVER

MARSH CREEK PROJECT
937
CIP-53
CIP 284 HOLLY CREEK PARK PLAYGROUND

RESURFACING PROJECT
938
CIP-54
CIP 285 BETHEL ISLAND RD CONST. PROJECT
(ROCK SLOUGH BRIDGE TO DELTA RD)
939
CIP-55
CIP 286 CITY HALL ROOFTOP SOLAR POWER

PROJECT
940
CIP-56
CIP 287 KODA DOG PAR K SHADE STRUCTURE
941
CIP-57
CIP 288 SENIOR CENTER ROOF AND HVAC REPAIR

AND REPLACEMENT PROJECT
942
CIP-58
CIP 289 LOCAL STREETS AND ROADS SAFETY PLAN
(LSRP)
943
CIP-59
CIP 290 CITY HALL HUMAN RESOURCES

DEPARTMENT REMODELING PROJECT
944
CIP-60
CIP 291 FY 2022-23 ADA IMPLEMENTATION

PROJECT
945