AGENDA
REGULAR JOINT MEETING OF THE OAKLEY CITY COUNCIL/OAKLEY CITY
COUNCIL ACTING AS THE SUCCESSOR AGENCY TO THE OAKLEY
REDEVELOPMENT AGENCY/ OAKLEY PUBLIC FINANCING AUTHORITY Tuesday, November 08, 2022
6:30 PM
Oakley City Council Chambers located at 3231 Main Street, Oakley, California 94561 MISSION STATEMENT: 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 STATEMENT: 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.
Agendas are posted in Oakley at Oakley City Hall-3231 Main Street, outside the gym at Delta Vista Middle School-4901 Frank Hengel Way and outside the Library at Freedom High School-1050 Neroly Road.
Agendas are also posted on the City’s Internet Website www.ci.oakley.ca.us.
A complete packet of information containing staff reports and exhibits related to each item is available for public review prior to an Oakley City Council and/or City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority meeting at Oakley City Hall, 3231 Main Street, Oakley, CA 94561. Any writings or documents provided to a majority of the Oakley City Council, Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency or Oakley Public Financing Authority regarding any item on this agenda will be made available for public inspection, during regular business hours, at the front counter in the Main Lobby of the Oakley City Hall located at 3231 Main Street, Oakley, CA 94561. Agendas may be picked up at the Oakley City Hall located at 3231 Main Street, Oakley, CA 94561 for no charge. To request information regarding placement on the City’s agenda e-mail distribution list, please contact us at (925) 625-7000.
The City of Oakley provides social media options to stay connected to City Hall through Facebook, Twitter, Next Door and Instagram. Other opportunities to connect with City Hall include Engage In Oakley, Oakley OnDemand on the City's website, and by emailing [email protected].
If you have a physically challenging condition and require special accommodations, please call the City Clerk’s office at (925) 625-7000.
1 Please keep cell phones/electronic devices turned off during the meeting. Please be advised that City Council meetings are video recorded and attendees may appear on video.
Information Regarding Public Comment
Members of the public may address the Council on items of interest that are within the City’s jurisdiction. In compliance with State law, the council may not take actionor have discussion on any item that is not specifically listed on the agenda. Public comment on items not listed on the agenda will be heard under the Public Comments section of the agenda. Public comments on items listed on the agenda will be heard as the Mayor calls the items. In compliance with State law, the Council may not take action on an item that is not specifically listed on the agenda. If you would like to speak on any agenda item, please fill out a public speaker card available in the lobby and submit it to the City Clerk seated in the Council Chamber prior to the agenda item being called. The Mayor will call you by name to the podium to hear your comment.
PUBLIC COMMENTS ARE LIMITED TO THREE (3) MINUTES. Online public comments are accepted until 5 p.m. the day of the meeting and can be submitted at
https://www.ci.oakley.ca.us/online-public-comment-card/.
1.OPENING MATTERS
Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority
1.1 Call to Order and Roll Call of the Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority
1.2 Pledge of Allegiance to the Flag (Olamide, Aderonmu, 5th Grade Student from Summer Lake Elementary School)
1.3 Certificate honoring Congressman Jerry McNerney
Certificate
1.4 Presentation of Proclamations 1. Law Enforcement Records and Support Personnel Appreciation Day (Paul Beard and PD Staff)
Proclamation
1.5 Restore the Delta Update (Roger Mammon)
2.PUBLIC COMMENTS
At this time, the public is permitted to address the Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority on 2 non-agendized items. PUBLIC COMMENTS ARE LIMITED TO THREE (3) MINUTES. In accordance with State Law, however, no action or discussion may take place on any item not appearing on the posted agenda.
3.CONSENT CALENDAR
3.1 Approve Minutes from the Regular Joint City Council/City Council Acting as the Successor Agency to the Redevelopment Agency and Special Public Financing Authority Meeting Held October 25, 2022 (Libby Vreonis, City Clerk) Minutes 10-25-22
3.2 City of Oakley Quarterly Investment Report (1st Quarter FY 2022/23) (Tim Przybyla, Finance Director)
Staff Report
1. City of Oakley Investment Report for the quarter ended September 30, 2022.
2. PFM Quarterly Performance Review
3.3 City of Oakley as Successor Agency to the Oakley Redevelopment Agency Quarterly Investment Report (1st Quarter FY 2022/23) (Tim Przybyla, Finance Director)
Staff Report
1. City of Oakley as Successor Agency to the Redevelopment Agency Investment Report for the quarter ended September 30, 2022.
3.4 Award of Construction Contract to R&R Pacific Construction, Inc. for the construction of the Downtown Gateway Plaza Roadway and Infrastructure Improvement Project-CIP 205 (Kevin Rohani, P.E., Public Works Director/City Engineer)
Staff Report
1. Resolution
2. Bid Summary
3.5 Agreement with Callander Associates for Landscape Architectural and Master Planning Services for the Oakley Community Regional Park Project - Capital Improvement Project Number 176 (Kevin Rohani, P.E., Public Works Director/City Engineer)
Staff Report
1. Resolution
3 2. Callander Associates Proposal
3.6 Award of Construction Contract to Mercoza for the construction of the Fiscal Year 2022/23 Curb, Gutter, & Sidewalk Repair & Replacement Project – Capital Improvement Project Number 275 (Kevin Rohani, P.E., Public Works Director/City Engineer)
Staff Report
1. Resolution
2. Bid Summary
3.7 Authorize the City Manager to execute an amendment to the Consulting Services Agreement with BKF Engineers, Inc. to provide Construction Support Services for the Downtown Gateway Plaza and Infrastructure Improvement Project - Capital Improvement Project Number 205 (Kevin Rohani, P.E., Public Works Director/City Engineer)
Staff Report
1. Resolution
2. BKF Construction Support Services Proposal
3.8 Approval of Contract Amendment Number 1 with Park Engineering, Inc. for On-Call Services Related to Construction Management and Inspection Services for Fiscal Year 2022/23 (Kevin Rohani, P.E., Public Works Director/City Engineer)
Staff Report
1. Resolution
2. Park Engineering Inc. Amendment Agreement No. 1
4.PUBLIC HEARINGS
5.REGULAR CALENDAR
5.1 Strategic Plan SP 27+ Update (Joshua McMurray, City Manager) Staff Report
1. Strategic Plan Update Spreadsheet
5.2 URGENCY ORDINANCE OF THE CITY COUNCIL OF THE CITY OF OAKLEY
IMPOSING A MORATORIUM ON THE PERMITTING OF DRIVE-THROUGH
RESTAURANTS, CARWASHES, GAS STATIONS, AND SELF-STORAGE
FACILITIES WITHIN CITY LIMITS TO ALLOW FOR EVALUATION OF THEIR
LAND USE AND ENVIRONMENTAL IMPACTS AND THE ENACTMENT OF
FURTHER AND APPROPRIATE REGULATIONS CONCERNING THE SAME 4 (Derek P. Cole, City Attorney)
Staff Report
1. Proposed Moratorium Ordinance Concerning Special Land Uses
6.REPORTS
6.1 CITY MANAGER
(a) City Manager
6.2 OAKLEY CITY COUNCIL/OAKLEY CITY COUNCIL ACTING AS THE
SUCCESSOR AGENCY TO THE OAKLEY REDEVELOPMENT AGENCY
(a) Reports from Council Liaisons to Regional Committees, Commissions and Boards AND Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency
(b) Requests for Future Agendas
7.WORK SESSIONS
7.1 Process for Review of City Manager Compensation (Derek P. Cole, City Attorney)
Staff Report
1. City Council Resolution 115-08
8.CLOSED SESSION
9.ADJOURN
5 C e r t i f i c a t e o f A p p r e c i a t i o n
Presented to:
C o n g r e s s m a n
J e r r y M c N e r n e y
I n a p p r e c i a t i o n f o r y o u r o u t s t a n d i n g P u b l i c S e r v i c e , d e d i c a t e d e f f o r t , a n d c o n t i n u o u s s u p p o r t t o t h e O a k l e y C o m m u n i t y .
Presented this 8th day of November 2022
Randy Pope, Mayor Aaron Meadows, Vice Mayor
Sue Higgins, Councilmember George Fuller, Councilmember _____________________
Anissa Williams, Councilmember
6 Law Enforcement Records and
Support Personnel Appreciation Day
November 8, 2022
WHEREAS, the City Council of the City of Oakley appreciates the valuable contributions of our employees to the community; and
WHEREAS, the City Council wishes to specifically recognize and commend Police Records Assistants and Police Service Assistants for their outstanding dedication, hard work, and team effort in their roles as police support personnel; and
WHEREAS, the Oakley Police Support professionals consistently demonstrate exemplary service to community members, as well as other local, state and country-wide law enforcement agencies; and
WHEREAS, also demonstrated is excellent attention to detail with quality control, inventory, disposition of evidence and effective communication with the court community that is crucial to the successful completion of criminal cases; and
WHEREAS, dedication to the accuracy and efficient processing of police reports, property and evidence, and miscellaneous field services tasks which provide staff with assistance in the areas of data entry, filing, and report releases, along with positive and energetic attitudes make for a productive and pleasant workplace, as well as serving as a force multiplier for the Oakley Police Department.
NOW, THEREFORE, BE IT PROCLAIMED that I, Randy Pope, on behalf of the Oakley City Council, do hereby proclaim November 8, 2022 as LAW ENFORCEMENT RECORDS AND SUPPORT PERSONNEL DAY in the City of Oakley, and extend our gratitude to the Oakley Police Department Records staff and support personnel for their dedicated service to our community, their diligence, and their commitment to keeping our City and citizens safe.
November 8, 2022
_________________
Randy Pope, Mayor
7 MINUTES OF THE REGULAR JOINT MEETING OF THE OAKLEY CITY
COUNCIL/OAKLEY CITY COUNCIL ACTING AS THE SUCCESSOR AGENCY
TO THE OAKLEY REDEVELOPMENT AGENCY AND SPECIAL MEETING OF
THE OAKLEY PUBLIC FINANCING AUTHORITY
1.OPENING MATTERS
1.1 Call to Order and Roll Call of the Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency and Special Meeting of the Oakley Public Financing Authority Mayor Randy Pope called the meeting to order at 6:30 p.m. in the Oakley City Council Chambers located at 3231 Main Street, Oakley, California. Vice Mayor Aaron Meadows and Councilmembers Anissa Williams, George Fuller and Sue Higgins were also in attendance.
1.2 Pledge of Allegiance to the Flag (Allison DelPrado, Ironhouse Elementary School Student)
Ironhouse Elementary School Student Allison DelPrado led the Pledge of Allegiance to the Flag.
1.3 Presentation of Proclamations 1. John Muir Community Health Fund Day (Lillian Roselin & Ken Carlson)
Mayor Pope presented the proclamation. Ken Carlson thanked the Council and shared information regarding programs in East County that John Muir Community Health supports.
2.PUBLIC COMMENTS
Lynnda Mori submitted a public comment card regarding low-income housing.
Bruce Ohlson spoke regarding bicyclist and pedestrian safety in relation to the Costco being built in Brentwood and urged the Council to consider requesting the City of Brentwood to have Costco to pay for infrastructure improvements connecting access from Oakley to Brentwood on Empire Avenue.
3.CONSENT CALENDAR
3.1 Approve Minutes from the Regular Joint City Council/City Council Acting as the Successor Agency to the Redevelopment Agency/Public Financing Authority Meeting held 09/27/2022 (Libby Vreonis, City Clerk)
3.2 Approve Minutes from the Regular Joint City Council/City Council Acting as the Successor Agency/Public Financing Authority Meeting held October 11, 2022 (Libby Vreonis, City Clerk)
8 3.3 Award of Construction Contract to R&R Pacific Construction Inc. for the construction of East Cypress Road Widening Project (Knightsen Avenue to Jersey Island Road) – Capital Improvement Project (CIP) Number 247 (Kevin Rohani, P.E., Public Works Director/City Engineer)
3.4 Authorize the City Manager to Execute a Consulting Services Agreement with BKF Engineers Inc., to Provide Engineering Design Services for Capital Improvement Project Number 280 – Laurel Road Widening (Cloverbrook Avenue to O'Hara Avenue) Project (Kevin Rohani, P.E., Public Works Director/City Engineer)
3.5 Award of Construction Contract to Cairo Builder, Inc. for the Senior Center Roof and HVAC Repair and Replacement Project – Capital Improvement Project Number 288 (Kevin Rohani, P.E., Public Works Director/City Engineer)
3.6 Agreement with Consor North America, Inc. for Right of Way and Surveying Engineering Services associated with Capital Improvement Project Number 273 – Laurel Road Extension Project (Teton Road to Sellers Avenue) (Kevin Rohani, P.E., Public Works Director/City Engineer)
3.7 Approval of Consulting Services Agreement with Pavement Engineering, Inc. (PEI) for Design Services Associated with Capital Improvement Project (CIP) Number 279 – Fiscal Year 2022/23 Street Repair and Resurfacing Project (Kevin Rohani, P.E., Public Works Directory/City Engineer)
3.8 Accepting the Subdivision Improvements Associated with the Cypress Estates Subdivision 8728 located at the east end of Mallard Lane, the south end of Fuschia Way, and Fuschia Court (Kevin Rohani, P.E., Public Works Director/City Engineer)
3.9 Agreement for Purchase of Portions of Contra Costa Assessor Parcel No. 034- 090-022 for Road Widening at and Near the Intersection of Laurel Road and O’Hara Avenue (Derek Cole, City Attorney)
3.10 Adopt a Resolution Appointing Marie Osuna to the Contra Costa Transportation Authority Citizens Advisory Committee for the Remainder of the Current Four-Year Term Expiring August 11, 2025 (Libby Vreonis, City Clerk)
3.11 Review of Proclamation Request for Future Agenda (Extra Mile Day) (Libby Vreonis, City Clerk)
Items 3.3, 3.6, 3.9 and 3.11 were pulled for discussion. 9 It was moved by Councilmember Higgins and seconded by Vice Mayor Meadows to approve the remainder of the Consent Calendar. Motion was unanimous and so ordered. (5-0)
Item 3.3
Councilmember Fuller pulled the item for discussion. He requested another legal opinion to confirm the project is not in violation of prevailing wage requirements. He mentioned he would abstain.
Public Works Director/City Engineer Kevin Rohani explained that bid documents were advertised publicly, and the agreement requires prevailing wages and certified payrolls. He mentioned it is not uncommon for contractors to have an error and the error has been vetted completely. He added that he would not bring any contract for award if he didn’t feel the contractor can do it and the price is good.
City Attorney Derek Cole shared they received several comments, there has been a concerted effort to address the issues, and none are meritorious. He explained the bidder followed form and instructions that the City provided. He mentioned sometimes when a bid is non-responsive there is some financial advantage, but here there is none; it doesn’t affect price; therefore, it borders on a frivolous argument. He mentioned a second issue is related to a percentage of the bid being lower; however, the party raising the issue didn’t raise any line items. He explained someone would need to show a line item; back of a napkin math doesn’t meet the legal standard. He mentioned when the city spends money on a contract, prevailing wage applies, staff checks it and the Department of Industrial Relations (DIR) requests documents through Public Records Act requests. He indicated if a contractor fails, they face steep penalties not only with the current project, but also being able to get future projects. He commented that safeguards are in place, issues have been handled, and staff is doing its job.
Mr. Rohani shared that bid protests are not uncommon; some contractors protest against the lowest bidder to try and get the contract awarded to them.
Vice Mayor Meadows mentioned R&R has had many projects in Oakley. He inquired if there have ever been any issues out of the ordinary with them.
Mr. Roahni explained that change orders are driven by staff, not contractors and all sorts of things can change during a project.
Councilmember Williams commented one letter referenced prevailing wages at the Oakley dog park. She inquired if there is specific information regarding prevailing wage.
Mr. Rohani mentioned there have been no issues on past projects and he is puzzled at these unsubstantiated comments. He share this project bid is within 8% of the estimate and they are typically lucky to get within 10% of the estimate; this is a big project with 9 bidders.
10 Councilmember Williams inquired if staff requests DIR numbers for subcontractors on the bids.
Mr. Rohani responded they do not; however, staff is revising the sheet to include a column for future projects. He mentioned many write it in on the side; these are big contractors and they know the rules.
Councilmember Williams inquired if R&R wrote subcontractors DIR numbers on its bid.
Mr. Rohani confirmed they did.
Councilmember Fuller expressed concern regarding the letters mentioning the City did not adhere to prevailing wage requirements.
Mr. Rohani explained any contract requires prevailing wages and whether they acknowledge it elsewhere in the documents is irrelevant. He mentioned everyone has to pay prevailing wages and everything is fully transparent; it goes to the state and there are multiple rounds of checks.
It was moved by Vice Mayor Meadows and seconded by Councilmember Higgins to adopt the resolution. AYES: Higgins, Meadows, Pope. NOES: Williams.
ABSTENTION: Fuller. (3-1-1)
Item 3.6
Councilmember Williams pulled the item for staff to provide a brief overview and explain what it will do for Oakley.
Public Works Director/City Engineer Kevin Rohani shared that the project with provide access from East Cypress directly to Hwy 4. He explained a bridge will be built and a new intersection will be created at Sellers to go toward Laurel to Hwy 4.
He indicated the project will take time as there are some property acquisitions involved and they need to secure grant funding and permits, then they can proceed with constriction.
It was moved by Councilmember Williams and seconded by Vice Mayor Meadows to adopt the resolution. Motion was unanimous and so ordered. (5-0) Item 3.9
Councilmember Fuller thanked the Del Barba family for working with staff to achieve an agreement.
Juli Del Barba submitted a written comment thanking staff for meeting with her family to negotiate terms.
It was moved by Councilmember Fuller and seconded by Vice Mayor Meadows to adopt the resolution. Motion was unanimous and so ordered. (5-0) 11 Item 3.11
Vice Mayor Meadows commented he doesn’t know anything about the organization and believes they should have information before approving.
It was moved by Councilmember Higgins and seconded by Vice Mayor Meadows to deny the proclamation. AYES: Fuller, Higgins, Meadows, Williams. ABSTENTION:
Pope. (4-0-1)
4.PUBLIC HEARINGS
4.1 (Continued from September 27th) Golden Oak Subdivision 9580 Tentative Map (TM 02-22) and Variance (VA 01-22) – Request to subdivide an approximately 2- acre site into eight (8) single-family residential lots and a variance request on meeting the minimum lot requirements for four (4) of the eight (8) lots. (APN:
035-090-082). (Kenneth Strelo, Planning Manager)
Planning Manager Ken Strelo presented the staff report and Powerpoint presentation.
Mayor Pope shared this is a public hearing continued from 9/27/22.
Councilmember Fuller requested clarification regarding a walkway or driveway around lot 4 or 5.
Mr. Strelo indicated the driveway on lot 5 would move as far west as possible while still allowing a 5-foot setback.
Councilmember Williams inquired if the crosswalks will have lights for drivers to have warning. She commented the crosswalks on the west end would be better with lighting.
Mr. Strelo responded that as proposed, there are no lights, but it will be reviewed when PW&E reviews the traffic calming analysis.
Councilmember Williams inquired how long it would take Police to get to Oakley Elementary from the Police lot.
Chief of Police Paul Beard responded it would take a couple of minutes with the new gate that has increased response time
Dan O'Leary submitted a written comment that he read into the record. He requested the Council deny the project as proposed in its current form and see an alternative layout with no road extension, as well as save the oak tree.
Mayor Pope thanked Mr. O’Leary for coming forward with an alternative solution/plan to address his concerns.
12 It was moved by Councilmember Fuller and seconded by Vice Mayor Meadows to adopt the resolution. Motion was unanimous and so ordered. (5-0)
5.REGULAR CALENDAR
5.1 Adopt a Resolution to Appropriate ARPA Funds for Police Recruitment Incentives and Marketing (Jeri Tejeda, Human Resources Director) Human Resources Director Jeri Tejeda presented the staff report and PowerPoint presentation.
Hugh Henderson provided comment indicating he supports moving forward with the resolution to create more Police officers for the City.
Councilmember Fuller inquired if officers are required to stay a certain amount of time when receiving incentives and when they should expect to see a salary creep for Police.
Mrs. Tejeda explained the disbursement of incentive funds is split so it is not all received at once. She mentioned the City has a 5-year contract with the POA with 5% step increases, and a 3% COLA in years 3, 4, 5 of the contract;. She added that the salary study put Oakley at the top of 7 comparable cities except San Ramon.
Councilmember Williams inquired what other agencies pay for the academy.
Mrs. Tejeda responded they are looking into it and understand it is between $5k-8k; most are hiring the officer as an employee and paying 6 month’s salary and benefits during training and that is the larger expense.
Councilmember Williams commented this would provide the City a bigger bang than its buck and makes sense.
Councilmember Higgins expressed she is in favor of doing it.
Vice Mayor Meadows requested data regarding how long officers stay with Police.
Mrs. Tejeda responded she does not have it but can get it.
Mayor Pope commented it is a young department. He requested clarification from Vice Mayor Meadows if he wants data nationwide or statewide.
Vice Mayor Meadows clarified statewide and mentioned he is in favor of it.
Mayor Pope explained many Police officers feel like war has been declared against them and are getting out of the profession, a nationwide problem He mentioned Alameda County has experienced a problem with lowering its standards. He asked about Oakley’s hiring standards.
13 Chief of Police Paul Beard shared he started in 1990 with the Sheriff’s Office and at that time only 1 in 4 made it through the academy; now Police have fallen out of favor with society. He explained that Oakley has not changed its standards, but the agency has gone through 4 chiefs.
It was moved by Vice Mayor Meadows and seconded by Councilmember Williams to adopt the resolution. Motion was unanimous and so ordered. (5-0)
6.REPORTS
6.1 CITY MANAGER
(a) City Manager
City Manager Joshua McMurray acknowledged the Recreation team and everyone who helped with the Harvest Festival, another great event. (b) Update on Emerson Ranch Commercial Center Approvals Mr. McMurray mentioned he submitted a memo regarding the Emerson commercial entitlements, and he can answer any questions.
Councilmember Fuller requested video and minutes from June 8, 2021 indicating he remembers discussion regarding a CUP with alcohol sales, a restaurant even if not drive through and a CUP to direct traffic.
(c) City Attorney Report Regarding Raising of Personnel Matters During Public Comment
City Attorney Derek Cole commented he doesn’t usually attach judicial opinions but here he included them in case there are any concerns he missed anything. He mentioned there has been progression toward protecting speech and there are challenges today on content-based speech and decorum policies, and the trend is agencies lose. He expressed appreciation for Councilmember Fuller’s desire to stand up for staff, but his hands are tied.
Councilmember Higgins inquired if a restraining order is possible.
Mr. Cole explained in a very limited situation, a workplace restraining order can be issued when someone makes threats toward an agency; they must show a course of conduct and the threatening puts you in fear, i.e., threat of stalking. He mentioned the threshold is very high; offensive comments don’t get close to that. He shared even when restraining orders are issued, cases require that access still be given to the restrained party to provide public comment with an escort from Police, for example.
Councilmember Fuller inquired about the final verdict of the Moreno case. 14 Mr. Cole indicated the constitutional injunctions become like a final resolution and parties typically figure that will be the final ruling.
Councilmember Fuller commented there are no state court cases cited, only federal.
Mr. Cole responded that the Moreno case and 9th Circuit applied CA law. He mentioned if there is an assertion of a federal right, it has standing to go to federal court; a first amendment issue usually goes to federal court.
Councilmember Fuller expressed he did not see hostile workplace addressed in the cited cases and believes the City needs to see what it can do rather than saying its hands are tied.
Mayor Pope expressed his support of looking into this matter is not about First Amendment issues; his practice has been to let people speak and the more they speak, the more people know how crazy they are. He mentioned the Penal Code addresses threatening a public official or making a terrorist threat so if someone threatens staff or Council he would like to know if there is a current procedure available or if one can be established.
6.2 OAKLEY CITY COUNCIL/OAKLEY CITY COUNCIL ACTING AS THE
SUCCESSOR AGENCY TO THE OAKLEY REDEVELOPMENT AGENCY
(a) Reports from Council Liaisons to Regional Committees, Commissions and Boards AND Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency
Councilmember Fuller reported Diablo Water District is still studying sea rise in the Bay and is working with a Latinx Council to learn how to use water and conserve.
Vice Mayor Meadows reported last week he attended the MCE meeting and they are looking at raising rates. He thanked staff for the nice Oaktober event.
Councilmember Higgins reported almost $39k was raised for the Out of Darkness Walk. She also reported she attended the Seattle transportation conference and heard stories how agencies got through the pandemic and how to increase public transportation as not everyone will be able to afford an electric vehicle. She shared she enjoyed Oaktoberfest and is looking forward to the Jingle Ball and Tree Lighting events.
Councilmember Williams reported she will attend the Tri-Delta meeting tomorrow and she did not get to attend Oaktoberfest. She thanked the City Manager for bringing brought sound to the venue for the candidate forum.
Mayor Pope reported on 11/2 there will be a Northern Waterfront economic development tour around the water, on 11/3 at 11am there will be a meeting of the East Contra Costa Managers Association and he has been appointed from the HCP; it involves any agency with influence over water.
15 (b) Requests for Future Agendas
Councilmember Higgins requested the safety of pedestrians and bicyclists on Empire Avenue near Wicklow by the railroad tracks be revisited at the next City Manager/Mayors meeting. She also requested recognition of outgoing Congressman McNerney. Both items received support from Mayor Pope.
Councilmember Fuller requested staff revisit a joint agreement with Brentwood for Police dispatch services. Mayor Pope supported it. He also requested staff look into having Brentwood mitigate for safety with increased traffic to Costco.
Councilmember Williams requested the Oakley Youth Advisory Council offer a report on ideas for leadership opportunities and youth activities. Councilmember Higgins supported it.
7.WORK SESSION - None
8.CLOSED SESSIONS - None
9.ADJOURN
There being no further business, the meeting was adjourned at 8:10 p.m.
Respectfully Submitted,
Libby Vreonis
City Clerk
16 STAFF REPORT
DATE: November 8, 2022
TO: Joshua McMurray, City Manager
FROM: Tim Przybyla, Finance Director
SUBJECT: City of Oakley Quarterly Investment Report (1st Quarter FY 2022/23) Background and Analysis
California law and the City’s Investment Policy require the City’s fiscal officer to submit a quarterly investment report to the City Council at the end of each quarter. The report should contain information on all securities held and include a statement denoting the ability of the local agency to meet its expenditure requirements for the next six months.
Consistency with the Oakley Strategic Plan 27+
This agenda item is consistent with the Strategic Plan 27+ goal for the City of Oakley to 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.
Economy Update
The relentless high Inflation continues to be the focus of the markets, impacting personal consumption by deteriorating savings and balance sheets and increasing credit card balances. At this point, many economists are suggesting that the U.S. will experience a recession next year. However, it is not known how significant or longlasting a recession might be, if there is indeed a recession. Also of concern is the housing market, with rising interest rates and talk of decreasing home values, which could impact the City Property Tax and Developer Fee revenues in Fiscal Year 2023/2024. The City of Oakley continues monitoring these changes closely to prepare for potential impacts from an economic downturn in the future.
Fiscal Impact
Approved and Forwarded to the City Council
17 City resources are organized and accounted for on a fund basis with some of those funds being restricted for specified uses and others that are unrestricted. For investment purposes, however, the funds are invested as a pool. The Investment Report for the Period Ending September 30, 2022, attached shows a combined pool balance of $85,127,281.46 In addition, the pool had combined 1st Quarter accrued interest earnings of $231,931.73 compared to only $160,981 at the end of Fiscal Year 2021/2022. Interest for the period reflects the rising rates currently being offered on safe investments, including LAIF’s short-term investments and the various types of investments that are being made through PFM, with terms of up to five years.
Currently, with interest rates rising and the volatility of the markets, our investments will continue to show unrealized market losses. However, it is important to realize that those losses are on paper, and no losses will be “realized” if the investments are held to maturity. We will continue to earn the stated rate of interest at cost on the investments that we have purchased, which can be seen in the PFM investment report and averaged 1.35% for the quarter ended September 30, 2022.
The City is in compliance with the adopted investment policy and able to meet its expenditure requirements for the next six months.
Staff Recommendation
Staff recommends the City Council accept the investment report for the 1st Quarter of Fiscal Year 2022/23.
Attachments
1. City of Oakley Investment Report for the quarter ended September 30, 2022.
2. PFM Quarterly Performance Review
18 19
Investment Performance Review
For the Quarter Ended September 30, 2022
Client Management Team PFM Asset Management LLC
Wale Kajopaiye, Senior Managing Consultant
Allison Kaune, Senior AnalystRachael Miller, Client Consultant 213 Market Street
Harrisburg, PA 17101-2141
717-232-2723
1 California Street Ste. 1000
San Francisco, CA 94111-5411
415-393-7270
NOT FDIC INSURED : NO BANK GUARANTEE : MAY LOSE VALUE
For Institutional Investor or Investment Professional Use Only - This material is not for inspection by, distribution to, or quotation to the general public City of Oakley
20 © PFM Asset Management LLC pfmam.com |
• Market Update• Account Summary• Portfolio Review
21 © PFM Asset Management LLC pfmam.com |
Market Update
22 PFM Asset Management LLC
For the Quarter Ended March 31, 2022
California Affiliated Risk Management Authorities CLIENT NAME Market Update For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Current Market Themes
▸ The U.S. economy is characterized by:
▹ Persistent high inflation
▹ A deteriorating housing market▹ Continued personal consumption that is impacting household savings and balance sheets
▹ Worsening economic outlook that is propped up by a strong labor market
▸ The Federal Reserve has committed to a heavy-handed policy ▹ Expectations have shifted from a soft landing to a moderate/hard landing, with increased recession risks
▹ Short-term fed funds rate projected to reach 4.25% to 4.50% by year end
▹ Increased pace of quantitative tightening
▸ Rapidly rising rates negatively impacting valuations and inducing market volatility
▹ Yields across curve reached their highest levels in 14 years▹ Treasury yield curve remains inverted▹ Elevated volatility across all major asset classes City of Oakley
For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC pfmam.com |
1 23
For the Quarter Ended March 31, 2022
California Affiliated Risk Management Authorities CLIENT NAME Market Update For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Source: Bloomberg, Bureau of Labor Statistics as of August 2022.1Index weights are as of July 2022 as they are published on a one-month lag.2Other services is a weighted blend of Water/Sewer/Trash, Household Operations, Recreation, Education, Communication Services, and Other Personal Services.
Headline Inflation Remains Elevated Despite Recent Reduction in Energy Prices -20%-10%
0%
10%20%30%40%50%60%
Feb-20 Aug-20 Feb-21 Aug-21 Feb-22 Aug-22
Price Change of Major CPI Components
Since December 2019
CPI Component
12-mo.
Change Weight1
Contribution
to YoY CPI
Energy 23.8% 8.8% 1.7%Food 11.4% 13.5% 1.5%Goods 7.1% 21.2% 1.5%Transportation 11.3% 5.9% 0.6%Shelter 6.2% 32.2% 2.1%Medical Services 5.6% 6.8% 0.4%Other Services2 3.4% 11.6% 0.4% Detail may not add to total due to rounding.
City of Oakley
For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC pfmam.com |
2 24
PFM Asset Management LLC
For the Quarter Ended March 31, 2022
California Affiliated Risk Management Authorities CLIENT NAME Market Update For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Economist and Market Expectations Point to Slowly Moderating Inflation Source: Bloomberg, data as of September 30, 2022.
6.7%
8.0%
8.7%
8.2%
7.2%
5.8%
4.0%
3.2%
2.9% 2.7%
0%1%2%3%4%5%6%7%8%9%
10%
Q4
21 Q1
22 Q2
22 Q3
22 Q4
22 Q1
23 Q2
23 Q3
23 Q4
23 Q1
24 U.S. Inflation Forecasts
Annualized Rate
Range Median of Forecasts
-2.0%-1.0%
0.0%1.0%2.0%3.0%4.0%5.0%6.0%
Jan-20 Jul-20 Jan-21 Jul-21 Jan-22 Jul-22
Breakeven Inflation Rates
2 Yr. 5 Yr. 10 Yr.
Bloomberg Forecasts
City of Oakley
For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC pfmam.com |
3 25
PFM Asset Management LLC
For the Quarter Ended March 31, 2022
California Affiliated Risk Management Authorities CLIENT NAME Market Update For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Source U.S. Bureau of Economic Analysis, Federal Reserve, FRED. Most recent data as of August 2022.
Consumption Comes at a Cost to Consumer
0%5%
10%15%20%25%30%35%40%
2004 2006 2008 2010 2012 2014 2016 2018 2020 2022
Personal Savings as % of Disposable
Income
Lowest since financial crisis (2008) 3.5%
$913
billion
$0
$100
$200$300$400$500$600$700$800$900
$1,000
2004 2006 2008 2010 2012 2014 2016 2018 2020 2022
Consumer Loans: Credit Cards and
Other Revolving Plans (Billions)
City of Oakley
For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC pfmam.com |
4 26
For the Quarter Ended March 31, 2022
California Affiliated Risk Management Authorities Market Update Labor Force Continues to Recover
CLIENT NAME
For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Source: Congressional Budget Office September 2022 economic projections, Bureau of Labor Statistics. Bloomberg, as of September 2022. Data is seasonally adjusted.
April 20
14.7%
September 22
3.5%
0%2%4%6%8%
10%12%14%16%
2019 2020 2021 2022
Unemployment Rate
56%58%60%62%64%66%68%
2000 2005 2010 2015 2020 2025 2030
Labor Force Participation Rate
Actual LFPR CBO Forecast Potential
City of Oakley
For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC pfmam.com |
5 27
PFM Asset Management LLC
For the Quarter Ended March 31, 2022
California Affiliated Risk Management Authorities CLIENT NAME Market Update For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Source: Bloomberg, most recent data as of August 2022.
Housing Affordability Deteriorating Amid Soaring Rates and Home Prices 0 50
100150200250
1989 1992 1995 1998 2001 2004 2007 2010 2013 2016 2019 2022 Homebuyer Affordability
National Association of Realtors
This index blends home prices, income, and mortgage rates.
A value of 100 means that a family with the median income has exactly enough income to qualify for a mortgage on a median-priced home.
City of Oakley
For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC pfmam.com |
6 28
PFM Asset Management LLC
For the Quarter Ended March 31, 2022
California Affiliated Risk Management Authorities CLIENT NAME Market Update For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Source: Federal Reserve, latest economic projections as of September 2022.
Fed’s Projections Reflect Weaker Economic Growth and Extended Timeline for Tighter Policy
0.2%
1.2%
1.7% 1.8%
0%1%2%3%
2022 2023 2024 Longer
Run
Change in Real GDP
June Projections Sept Projections
3.8%
4.4% 4.4% 4.0%
0%1%2%3%4%5%
2022 2023 2024 Longer
Run
Unemployment Rate
June Projections Sept Projections
4.5%
3.1%
2.3%
0%2%4%6%
2022 2023 2024
Core PCE Inflation
June Projections Sept Projections
4.4% 4.6%
3.9%
2.5%
0%1%2%3%4%5%
2022 2023 2024 Longer
Run
Federal Funds Rate
June Projections Sept Projections
City of Oakley
For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC pfmam.com |
7 29
PFM Asset Management LLC
For the Quarter Ended March 31, 2022
California Affiliated Risk Management Authorities CLIENT NAME Market Update For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Fed Makes Aggressive Stance Clear but Market Uncertainty Persists Source: Federal Reserve, Bloomberg, Bloomberg Economist Forecasts as of September 30, 2022. 0%1%2%3%4%5%6%
Dec-20 Jun-21 Dec-21 Jun-22 Dec-22 Jun-23 Dec-23 Jun-24 Dec-24 2-Year U.S. Treasury Yield
0%1%2%3%4%5%6%
Dec-20 Jun-21 Dec-21 Jun-22 Dec-22 Jun-23 Dec-23 Jun-24 Dec-24 10-Year U.S. Treasury Yield
Median forecast
Range of Forecasts
Median forecast
“Without price stability, the economy does not work for anyone.” “We are moving our policy stance purposefully to a level that will be sufficiently restrictive to return inflation to 2%.”“No one knows whether this process will lead to a recessionor if so, how significant that recession would be.” From the
September 2022
FOMC Meeting
Press Conference
City of Oakley
For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC pfmam.com |
8 30
PFM Asset Management LLC
For the Quarter Ended June 30, 2022
California Affiliated Risk Management Authorities CLIENT NAME Market Update For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Treasury Yields Move Higher Across the Curve; Inversion Steepens Over the Quarter
3Q2022
09/30/22
2Q2022
06/30/22
QoQ
Change
3-month 3.25% 1.63% +1.62%
1-year 3.93% 2.74% +1.19%2-year 4.28% 2.95% +1.33%3-year 4.29% 3.01% +1.28%5-year 4.09% 3.04% +1.05% 10-year 3.83% 3.01% +0.82%30-year 3.78% 3.18% +0.60% 0.0%
1.0%2.0%3.0%4.0%5.0%
3 M
1 Y
2 Y
3 Y
4 Y
5 Y
10 Y
30 Y
Maturity
U.S. Treasury Yield Curve
September 30, 2022June 30, 2022December 31, 2021
Source: Bloomberg, as of September 2022.
City of Oakley
For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC pfmam.com |
9 31
PFM Asset Management LLC
For the Quarter Ended March 31, 2022
California Affiliated Risk Management Authorities CLIENT NAME Market Update For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
The Pros and Cons of Rising Rates: Lower Market Values and Stronger Income Potential
-6%-4%-2%
0%2%4%6%8%
10%12%
2000
2002
2004
2006
2008
2010
2012
2014
2016
2018
2020
2022
Annual Price & Income Returns
(1-3 Year Treasury)
Income Return Price Return Total Return
3.25%
3.90%
4.29%
4.09% 3.98%
3.83%
0.0%0.5%
1.0%1.5%2.0%2.5%3.0%3.5%4.0%4.5%5.0%
Yield
U.S. Treasury Yield Curve
September 30, 2022June 30, 2022
3mo 2yr 5yr 7yr 10yr
Source: ICE BofAML Indices via Bloomberg, as of September 30, 2022; PFMAM calculations. 2022 Price, income, and total return is YTD as of September 30, 2022. Income return is based on the starting yield from the prior year ended December 31. Price return is calculated as the difference between the total return and calculated income return for each period.
City of Oakley
For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC pfmam.com |
10 32
PFM Asset Management LLC
For the Quarter Ended March 31, 2022
California Affiliated Risk Management Authorities CLIENT NAME Market Update For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Sector Yield Spreads Widened in Q3 2022
Source: ICE BofAML 1-3 year Indices via Bloomberg, MarketAxess and PFMAM as of September 30, 2022. Spreads on ABS and MBS are option-adjusted spreads of 0-3 year indices based on weighted average life; spreads on agencies are relative to comparable maturity Treasuries. CMBS is Commercial Mortgage-Backed Securities.
0.0%0.2%0.4%0.6%0.8%1.0%1.2%
Sep-21 Dec-21 Mar-22 Jun-22 Sep-22
Corporate Notes A-AAA Yield Spreads
-0.3%-0.2%-0.1%
0.0%0.1%0.2%0.3%
Sep-21 Dec-21 Mar-22 Jun-22 Sep-22
Federal Agency Yield Spreads
Bullet Callable
-0.5%
0.0%0.5%1.0%1.5%2.0%
Sep-21 Dec-21 Mar-22 Jun-22 Sep-22
Mortgage-Backed Securities Yield Spreads
Agency MBS AAA CMBS
0.0%0.4%0.8%1.2%1.6%2.0%
Sep-21 Dec-21 Mar-22 Jun-22 Sep-22
Asset-Backed Securities AAA Yield Spreads
City of Oakley
For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC pfmam.com |
11 33
PFM Asset Management LLC
For the Quarter Ended March 31, 2022
California Affiliated Risk Management Authorities CLIENT NAME Market Update For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Source: ICE BofAML Indices. ABS indices are 0-3 year, based on weighted average life. As of September 30, 2022.Right Chart: 1-3 Year Treasury (G1O2 Index).
Fixed Income Returns in Q3 2022
-1.56%
-1.63%
-0.54%
-1.43%
-1.10%
-2.0%-1.5%-1.0%-0.5%
0.0%
U.S. Treasury
Agency
ABS
Corp A-AAA
Corp BBB
Q3 2022
$100$120$140$160$180$200
2000
2002
2004
2006
2008
2010
2012
2014
2016
2018
2020
2022
Growth of $100
(1/1/2000 - 9/30/2022)
1-3 Year Indices
City of Oakley
For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC pfmam.com |
12 34
PFM Asset Management LLC
For the Quarter Ended March 31, 2022
California Affiliated Risk Management Authorities CLIENT NAME Market Update For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Fixed Income Sector Commentary – 3Q 2022
▸ U.S. Treasury securities posted negative
absolute returns during Q3 as interest ratescontinue to ascend to levels not seen in over14 years. ▸ Federal agency bullet spreads remained
mostly unchanged in the low single-digits andthe sector remained largely stagnant on lightissuance. Conversely, the rapid rise in ratesand volatility prompted a widening in spreadsfor callable federal agencies. ▸ Supranational yield spreads widened slightly
in the longer-end of the curve while issuance has consistently lagged projections this year. Unattractive funding levels compounded by liquidity pressures resulted in minimal activity in the sector. New issues at attractive concessions to secondary inventory were the lone avenue to new exposure. ▸ Investment-Grade Corporates were a strong
performer for much of the quarter as spreadstightened. Increases to allocations in thesector over recent months played a significantrole in the strong performance relative tobenchmarks. ▸ Asset-Backed yield spreads lagged the
comparative narrowing in other sectors butremained relatively elevated in relation to highquality corporate notes. Although elevatedrelative to corporates, spreads tightenedthroughout the quarter and the sector generatedattractive excess returns, with automobilecollateral besting credit card structures. ▸ Mortgage-Backed Securities have been a
staggering underperformer so far this year.Soaring mortgage rates combined with recordhigh housing prices caused refinancing and newpurchases to grind to a halt. Heightened volatilityand concerns about an economic slowdowncontinued to weigh on the sector, while thelooming Fed balance sheet reductioncompounded the gloomy outlook. ▸ Taxable Municipals were another sector that
generated positive excess returns in Q3. Newissuance was generally lackluster with dealsbeing heavily oversubscribed, pressuring spreadslower. ▸ Commercial Paper and CDs have been subject
to a rapidly changing backdrop influenced by theFed’s aggressive series of rate hikes. Fixed-ratecredit spreads widened during the quarter andthe short-term credit curve remains steep.
City of Oakley
For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC pfmam.com |
13 35
PFM Asset Management LLC
For the Quarter Ended March 31, 2022
California Affiliated Risk Management Authorities CLIENT NAME Market Update For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Fixed Income Sector Outlook – 4Q 2022
Sector Our Investment Preferences
C O M M E R C I A L P A P E R
/ C D
T R E A S U R I E S
T-Bill
T-Note
F E D E R A L A G E N C I E S
Bullets
Callables
S U P R A N A T I O N A L S
C O R P O R A T E S
Financials
Industrials
S E C U R I T I Z E D
Asset-Backed
Agency Mortgage-Backed
Agency CMBS
M U N I C I P A L S
Negative Slightly Negative Neutral Slightly Positive Current outlook Outlook one quarter ago Positive City of Oakley
For the Quarter Ended September 30, 2022
Market Update
© PFM Asset Management LLC pfmam.com |
14 36
© PFM Asset Management LLC pfmam.com |
Account Summary
37 © PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Account Summary
|
Account Summary
CAMP Managed Account $28,240,872
CAMP Pool $85,817Total Program $28,326,689
Consolidated Summary
Sector Allocation
0.0% 0.0% 0.0% 1.3%
14.4%
24.3%
20.8%
25.2%
13.9%
0.0% 0.0% 0.0%
$0$2
$4$6$8
$10
Millions
Under
30 days
31 to 60
days
61 to 90
days
91 to
180 days
181 days
to 1 year
1 to 2 years
2 to 3 years
3 to 4 years
4 to 5 years
5 to 7 years
7 to 10
years
Over 10
years
Maturity Distribution
(Weighted Average Maturity: 894 Days)
Account summary includes market values, accrued interest, cash and cash equivalents. Sector allocation and the maturity distribution include market values and accrued interest.
U.S. Treasury | 87%Corporate | 13%Joint Powers Authority | <1% 16 38
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Account Summary
|
Account Summary
1. Yield at market, yield on cost, and portfolio duration only include investments held within the separately managed account(s), excludes balances invested in overnight funds.
The current 7-day yield is the net change, exclusive of capital changes and income other than investment income, in the value of a hypothetical fund account with a balance of one share over the seven-day base period including the statement date, expressed as a percentage of the value of one share (normally $1.00 per share) at the beginning of the seven-day period. This resulting net change in account value is then annualized by multiplying it by 365 and dividing the result by 7. The yields quoted should not be considered a representation of the yield of the fund in the future, since the yield is not fixed.
2. City of Oakley - City of Oakley - 6111-01
Portfolio Values September 30, 2022CAMP Managed Account $28,201,781 CAMP Pool $85,817
Amortized Cost $30,083,026
Market Value $28,201,781
Accrued Interest $39,091
Cash $0
Analytics¹ September 30, 2022Yield at Market 4.28%
Yield on Cost 1.35%Portfolio Duration 2.38
CAMP Pool7-Day Yield 2.97%
17 39
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Account Summary
|
0.3%
12.5%
87.2%
0.0% 20.0% 40.0% 60.0% 80.0% 100.0%
Joint Powers Authority - $85,817
Corporate - $3,547,712
U.S. Treasury - $24,693,160
Portfolio Allocation Sector Limit for Analysis*
Sector Allocation Analytics
For informational/analytical purposes only and is not provided for compliance assurance. Includes accrued interest.*Sector Limit for Analysis is as derived from our interpretation of your most recent Investment Policy as provided. 18 40
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Account Summary
|
Ratings shown are calculated by assigning a numeral value to each security rating, then calculating a weighted average rating for each security type / issuer category using all available security ratings,excluding Not-Rated (NR) ratings. For security type / issuer categories where a rating from the applicable NRSRO is not available, a rating of NR is assigned. Includes accrued interest and excludes balancesinvested in overnight funds.
Issuer Diversification
Security Type / Issuer Market Value (%) S&P / Moody's / FitchU.S. Treasury 87.4% UNITED STATES TREASURY 87.4% AA / Aaa / AAA
Corporate 12.6%
3M COMPANY 0.7% A / A / NR
AMAZON.COM INC 2.4% AA / A / AAAPPLE INC 1.3% AA / Aaa / NR BANK OF AMERICA CO 0.7% A / A / AABRISTOL-MYERS SQUIBB CO 0.7% A / A / NRBURLINGTON NORTHERN SANTA FE 0.7% AA / A / NRCOMCAST CORP 0.7% A / A / AGOOGLE INC 1.0% AA / Aa / NRJP MORGAN CHASE & CO 0.7% A / A / AA MASTERCARD INC 0.8% A / A / NRSTATE STREET CORPORATION 1.4% A / A / AA TARGET CORP 0.7% A / A / ATOYOTA MOTOR CORP 0.7% A / A / A Total 100.0%
19 41
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Compliance
|
Note: Pre- and post-trade compliance for the account(s) managed by PFM Asset Management is provided via Bloomberg Asset and Investment Management ("AIM").
Certificate of Compliance
During the reporting period for the quarter ended September 30, 2022, the account(s) managed by PFM Asset Management("PFMAM") were in compliance with the applicable investment policy and guidelines as furnished to PFMAM.
Acknowledged : PFM Asset Management LLC
20 42
© PFM Asset Management LLC pfmam.com |
Portfolio Review:
CAMP-CITY OF OAKLEY
43 © PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Portfolio Snapshot
|
Total market value includes accrued interest and balances invested in CAMP, as of September 30, 2022.Yield and duration calculations exclude balances invested in CAMP.The portfolio’s benchmark is the ICE BofAML 1-5 Year U.S. Treasury Index. Source: Bloomberg.
An average of each security’s credit rating was assigned a numeric value and adjusted for its relative weighting in the portfolio.
1. Portfolio Snapshot - CAMP-CITY OF OAKLEY¹
Credit Quality - S&P
16%
24%
32%
22%
6% 4%
36%
26%
21%
12%
0%
10%20%30%40%
0-1 Yr 1-2 Yrs 2-3 Yrs 3-4 Yrs 4-5 Yrs
Portfolio Benchmark
Duration Distribution
U.S. Treasury | 87%Corporate | 13%Joint Powers Authority | <1% Sector Allocation
AAAm | <1%AA+ | 89%AA | 2%AA- | 1%A+ | 3%A | 2%A- | 2%
Portfolio Statistics
Portfolio Effective Duration 2.38 years
Benchmark Effective Duration 2.48 yearsPortfolio Credit Quality AA Yield At Market 4.28%
Yield At Cost 1.35%
Total Market Value $28,326,688.50
Managed Account Sub-Total $28,201,780.81Pool $85,816.96 Accrued Interest $39,090.73
22 44
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Portfolio Summary
|
Ratings shown are calculated by assigning a numeral value to each security rating, then calculating a weighted average rating for each security type / issuer category using all available security ratings,excluding Not-Rated (NR) ratings. For security type / issuer categories where a rating from the applicable NRSRO is not available, a rating of NR is assigned. Includes accrued interest and excludes balancesinvested in overnight funds.
Issuer Diversification
Security Type / Issuer Market Value (%) S&P / Moody's / FitchU.S. Treasury 87.4% UNITED STATES TREASURY 87.4% AA / Aaa / AAA
Corporate 12.6%
3M COMPANY 0.7% A / A / NR
AMAZON.COM INC 2.4% AA / A / AAAPPLE INC 1.3% AA / Aaa / NR BANK OF AMERICA CO 0.7% A / A / AABRISTOL-MYERS SQUIBB CO 0.7% A / A / NRBURLINGTON NORTHERN SANTA FE 0.7% AA / A / NR COMCAST CORP 0.7% A / A / AGOOGLE INC 1.0% AA / Aa / NRJP MORGAN CHASE & CO 0.7% A / A / AAMASTERCARD INC 0.8% A / A / NRSTATE STREET CORPORATION 1.4% A / A / AATARGET CORP 0.7% A / A / ATOYOTA MOTOR CORP 0.7% A / A / A Total 100.0%
23 45
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Portfolio Characteristics
|
$0.0$6.0
$12.0$18.0$24.0$30.0
Millions
September 2022
$0.0$6.0
$12.0$18.0$24.0$30.0
Millions
June 2022
$0.0$6.0
$12.0$18.0$24.0$30.0
Millions
March 2022
$0.0$6.0
$12.0$18.0$24.0$30.0
Millions
December 2021
Sector Allocation Review - CAMP-CITY OF OAKLEY
U.S. Treasury Corporate Joint Powers Authority
Market values, excluding accrued interest. Only includes fixed-income securities held within the separately managed account(s) and LGIPs managed by PFMAM. Detail may not add to total due to rounding.
Security Type Dec-21 % of Total Mar-22 % of Total Jun-22 % of Total Sep-22 % of Total U.S. Treasury $17.8 89.8% $25.6 87.9% $25.2 87.2% $24.7 87.2%Corporate $1.9 9.8% $3.3 11.3% $3.6 12.6% $3.5 12.5%Joint Powers Authority $0.1 0.4% $0.2 0.8% $0.0 0.2% $0.1 0.3%Total $19.8 100.0% $29.1 100.0% $28.8 100.0% $28.3 100.0% 24 46
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Portfolio Activity
|
Portfolio Activity - CAMP-CITY OF OAKLEY
Net Activity by Sector
($ millions)
U.S. TreasuryU.S. Treasury
($2.0) ($1.5) ($1.0) ($0.5) $0.0 $0.5 $1.0 $1.5 $2.0
Based on total proceeds (principal and accrued interest) of buys, sells, maturities, and principal paydowns. Detail may not add to total due to rounding.
Sector Net ActivityU.S. Treasury $37,949Total Net Activity $37,949 Sales/Maturities Purchases
25 47
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Portfolio Performance
|
1. Interest earned calculated as the ending accrued interest less beginning accrued interest, plus net interest activity.2. Returns are presented on a periodic basis.3. The portfolio’s benchmark is the ICE BofAML 1-5 Year U.S. Treasury Index. Source: Bloomberg. -3.5%-3.0%-2.5%-2.0%-1.5%-1.0%-0.5%
0.0%
Return
Portfolio Benchmark Net of Fees
Portfolio Performance
Market Value Basis Earnings 3Q2022 2Q2022 1Q2022 4Q2021Interest Earned¹ $66,091 $69,578 $45,267 - Change in Market Value ($626,447) ($296,020) ($789,856) - Total Dollar Return ($560,356) ($226,442) ($744,589) -Total Return²Portfolio -1.94% -0.78% -3.24% - Benchmark³ -2.28% -0.81% -3.16% - Basis Point Fee 0.02% 0.02% 0.02% - Net of Fee Return -1.96% -0.80% -3.26% - 3Q2022 2Q2022 1Q2022 4Q2021 26 48
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Portfolio Performance
|
1. Interest earned calculated as the ending accrued interest less beginning accrued interest, plus net interest activity.2. Realized gains / (losses) are shown on an amortized cost basis.
Accrual Basis Earnings - CAMP-CITY OF OAKLEY
Accrual Basis EarningsInterest Earned¹Realized Gains / (Losses)²Change in Amortized CostTotal Earnings 4Q2021---- 1Q2022 $45,267- ($3,523) $41,744 2Q2022 $69,578 ($3,291) $14,769 $81,056 3Q2022 $66,091 ($18,656) $29,519 $76,954 27 49
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Portfolio Composition
|
Issuer Distribution
As of September 30, 2022
Issuer Market Value ($) % of PortfolioUNITED STATES TREASURY 24,672,402 87.21% AMAZON.COM INC 667,196 2.36%
STATE STREET CORPORATION 400,954 1.42%
APPLE INC 366,594 1.30%
GOOGLE INC 274,496 0.97%MASTERCARD INC 211,793 0.75%TOYOTA MOTOR CORP 205,488 0.73%TARGET CORP 201,683 0.71%BURLINGTON NORTHERN SANTA FE 201,543 0.71%BANK OF AMERICA CO 201,305 0.71%3M COMPANY 201,067 0.71%JP MORGAN CHASE & CO 200,404 0.71%BRISTOL-MYERS SQUIBB CO 200,060 0.71%COMCAST CORP 196,797 0.70%CAMP POOL 85,817 0.30% Grand Total 28,287,598 100.00%
28 50
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Portfolio Holdings
|
Managed Account Detail of Securities Held
Security Type/DescriptionDated Date/Coupon/Maturity CUSIP Par S&P
Rating
Moody's
Rating
Settle
Date
Original
Cost
Trade
Date
YTM
at Cost
Accrued
Interest
Market
Value
Amortized
Cost
U.S. Treasury
US TREASURY NOTESDTD 12/31/2015 2.125% 12/31/2022
912828N30 375,000.00 AA+ Aaa 3/14/2022 3/16/2022 377,915.04 1.14 2,013.84 375,914.72 373,769.55 US TREASURY NOTESDTD 03/31/2021 0.125% 03/31/2023
91282CBU4 1,700,000.00 AA+ Aaa 10/13/2021 10/14/2021 1,697,011.72 0.25 5.84 1,698,985.22 1,668,656.25 US TREASURY NOTESDTD 09/30/2021 0.250% 09/30/2023
91282CDA6 2,500,000.00 AA+ Aaa 10/13/2021 10/14/2021 2,494,726.56 0.36 17.17 2,497,319.09 2,400,781.25 US TREASURY N/B NOTESDTD 12/31/2021 0.750% 12/31/2023
91282CDR9 2,025,000.00 AA+ Aaa 3/14/2022 3/16/2022 1,987,822.27 1.80 3,838.15 1,999,117.49 1,937,671.88 US TREASURY NOTESDTD 03/31/2017 2.125% 03/31/2024
912828W71 2,400,000.00 AA+ Aaa 10/13/2021 10/14/2021 2,495,156.25 0.50 140.11 2,457,898.19 2,323,125.12 US TREASURY N/B NOTESDTD 09/15/2021 0.375% 09/15/2024
91282CCX7 2,500,000.00 AA+ Aaa 10/13/2021 10/14/2021 2,482,617.19 0.62 414.36 2,488,351.73 2,317,968.75 US TREASURY N/B NOTESDTD 11/15/2021 0.750% 11/15/2024
91282CDH1 2,050,000.00 AA+ Aaa 3/14/2022 3/16/2022 1,984,496.09 1.99 5,807.40 1,997,865.61 1,904,257.71 US TREASURY NOTESDTD 03/31/2020 0.500% 03/31/2025
912828ZF0 1,425,000.00 AA+ Aaa 10/13/2021 10/14/2021 1,413,087.89 0.75 19.57 1,416,405.19 1,299,644.46 US TREASURY NOTESDTD 05/31/2020 0.250% 05/31/2025
912828ZT0 1,000,000.00 AA+ Aaa 3/14/2022 3/16/2022 944,687.50 2.04 840.16 954,079.30 899,218.80 US TREASURY NOTESDTD 09/30/2020 0.250% 09/30/2025
91282CAM3 2,320,000.00 AA+ Aaa 10/13/2021 10/14/2021 2,264,265.63 0.87 15.93 2,277,823.68 2,061,537.62 US TREASURY NOTESDTD 01/31/2021 0.375% 01/31/2026
91282CBH3 1,490,000.00 AA+ Aaa 5/2/2022 5/3/2022 1,352,349.61 3.00 941.37 1,367,532.38 1,312,596.88 US TREASURY N/B NOTESDTD 03/31/2021 0.750% 03/31/2026
91282CBT7 1,835,000.00 AA+ Aaa 10/13/2021 10/14/2021 1,816,721.68 0.98 37.81 1,820,671.32 1,629,135.94 US TREASURY N/B NOTESDTD 05/31/2021 0.750% 05/31/2026
91282CCF6 930,000.00 AA+ Aaa 6/6/2022 6/7/2022 850,732.03 3.04 2,344.06 857,056.02 821,451.52 US TREASURY N/B NOTESDTD 09/30/2021 0.875% 09/30/2026
91282CCZ2 2,510,000.00 AA+ Aaa 10/13/2021 10/14/2021 2,487,939.45 1.06 60.34 2,492,224.94 2,208,407.94 US TREASURY N/B NOTESDTD 04/30/2020 0.500% 04/30/2027
912828ZN3 835,000.00 AA+ Aaa 8/3/2022 8/4/2022 744,813.48 2.96 1,747.15 747,837.07 710,271.88 29 51
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Portfolio Holdings
|
Security Type/DescriptionDated Date/Coupon/Maturity CUSIP Par S&P
Rating
Moody's
Rating
Settle
Date
Original
Cost
Trade
Date
YTM
at Cost
Accrued
Interest
Market
Value
Amortized
Cost
U.S. Treasury
US TREASURY NOTESDTD 08/15/2017 2.250% 08/15/2027
9128282R0 875,000.00 AA+ Aaa 9/6/2022 9/7/2022 826,567.38 3.48 2,514.44 827,212.07 803,906.25 Security Type Sub-Total 26,770,000.00 26,220,909.77 1.27 20,757.70 26,276,294.02 24,672,401.80 Joint Powers Authority
CAMP Pool 85,816.96 AAAm NR 85,816.96 0.00 85,816.96 85,816.96 Security Type Sub-Total 85,816.96 85,816.96 0.00 85,816.96 85,816.96 Corporate
AMAZON.COM INC CORPORATE
NOTESDTD 05/12/2021 0.450% 05/12/2024
023135BW5 300,000.00 AA A1 3/14/2022 3/16/2022 290,007.00 2.04 521.25 292,530.61 281,396.70 TOYOTA MOTOR CREDIT CORP CORPNOTESDTD 02/13/2020 1.800% 02/13/2025 89236TGT6 220,000.00 A+ A1 10/13/2021 10/15/2021 225,425.20 1.04 528.00 223,860.50 205,487.70 3M COMPANY (CALLABLE) CORPNOTESDTD 08/26/2019 2.000% 02/14/2025 88579YBH3 215,000.00 A+ A1 10/13/2021 10/15/2021 222,221.85 0.97 561.39 220,086.32 201,067.14 MASTERCARD INC CORP NOTES(CALLABLE)DTD 12/03/2019 2.000% 03/03/2025 57636QAN4 225,000.00 A+ A1 3/14/2022 3/16/2022 222,387.75 2.41 350.00 222,867.75 211,792.50 BURLINGTN NORTH SANTA FE CORPNOTES (CALDTD 03/09/2015 3.000% 04/01/2025 12189LAV3 210,000.00 AA- A3 10/13/2021 10/15/2021 223,351.80 1.12 3,150.00 219,359.91 201,542.67 AMAZON.COM INC CORPORATE
NOTESDTD 04/13/2022 3.000% 04/13/2025
023135CE4 400,000.00 AA A1 4/11/2022 4/13/2022 399,364.00 3.06 5,600.00 399,463.23 385,799.20
APPLE INC (CALLABLE) CORP NOTES
DTD 05/11/2020 1.125% 05/11/2025
037833DT4 400,000.00 AA+ Aaa 10/13/2021 10/15/2021 401,944.00 0.99 1,750.00 401,408.41 366,594.00 COMCAST CORP (CALLABLE)CORPORATE NOTESDTD 05/27/2015 3.375% 08/15/2025 20030NBN0 205,000.00 A- A3 10/13/2021 10/15/2021 221,514.80 1.22 884.06 217,083.08 196,796.52 30 52
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Portfolio Holdings
|
Security Type/DescriptionDated Date/Coupon/Maturity CUSIP Par S&P
Rating
Moody's
Rating
Settle
Date
Original
Cost
Trade
Date
YTM
at Cost
Accrued
Interest
Market
Value
Amortized
Cost
Corporate
BRISTOL-MYERS SQUIBB COCORPORATE NOTESDTD 11/13/2020 0.750% 11/13/2025 110122DN5 225,000.00 A+ A2 3/14/2022 3/16/2022 210,096.00 2.66 646.88 212,312.66 200,060.33 BANK OF AMERICA CORP(CALLABLE) CORPORATDTD 02/13/2020 2.015% 02/13/2026 06051GHY8 220,000.00 A- A2 10/13/2021 10/15/2021 225,106.20 1.46 591.07 223,633.50 201,305.28 STATE STREET CORP NOTES(CALLABLE)DTD 10/29/2020 2.901% 03/30/2026 857477BM4 215,000.00 A A1 3/14/2022 3/16/2022 215,483.75 2.84 17.33 215,397.02 202,835.73 STATE STREET CORP NOTES(CALLABLE)DTD 10/29/2020 2.901% 03/30/2026 857477BM4 210,000.00 A A1 10/13/2021 10/15/2021 222,541.20 1.51 16.92 219,053.12 198,118.62 JPMORGAN CHASE & CO (CALLABLE)DTD 04/15/2020 2.083% 04/22/2026 46647PBK1 220,000.00 A- A1 10/13/2021 10/15/2021 225,416.40 1.52 2,023.98 223,936.90 200,403.72
ALPHABET INC CORP NOTES
(CALLABLE)DTD 08/09/2016 1.998% 08/15/2026
02079KAC1 300,000.00 AA+ Aa2 3/14/2022 3/16/2022 294,777.00 2.42 765.90 295,421.38 274,496.10 TARGET CORP CORP NOTES(CALLABLE)DTD 01/24/2022 1.950% 01/15/2027 87612EBM7 25,000.00 A A2 1/19/2022 1/24/2022 24,957.50 1.99 102.92 24,963.35 22,409.20 TARGET CORP CORP NOTES(CALLABLE)DTD 01/24/2022 1.950% 01/15/2027 87612EBM7 200,000.00 A A2 3/14/2022 3/16/2022 194,764.00 2.53 823.33 195,354.01 179,273.60 Security Type Sub-Total 3,790,000.00 3,819,358.45 1.89 18,333.03 3,806,731.75 3,529,379.01 Managed Account Sub Total 30,560,000.00 30,040,268.22 39,090.73 28,201,780.81Securities Sub TotalAccrued Interest $30,645,816.96 $30,126,085.18 $39,090.73 $28,287,597.77 $39,090.73
30,083,025.77
$30,168,842.73
1.35 1.35%
Total Investments $28,326,688.50
31 53
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Portfolio Activity
|
Quarterly Portfolio Transactions
Trade
Date
Settle
Date Par ($) CUSIP
Maturity
Date
Transact
Coupon Amount ($)
Yield
at Market
Realized
Security Description G/L (BV)
BUY8/3/2022 8/4/2022 835,000.00 912828ZN3 US TREASURY N/B NOTES 0.50% 4/30/2027 745,902.61 2.96%9/6/2022 9/7/2022 875,000.00 9128282R0 US TREASURY NOTES 2.25% 8/15/2027 827,797.85 3.48% Total BUY 1,710,000.00 1,573,700.46 0.00
INTEREST7/15/2022 7/15/2022 225,000.00 87612EBM7 TARGET CORP CORP NOTES (CALLABLE) 1.95% 1/15/2027 2,084.067/31/2022 7/31/2022 1,490,000.00 91282CBH3 US TREASURY NOTES 0.37% 1/31/2026 2,793.758/13/2022 8/13/2022 220,000.00 89236TGT6 TOYOTA MOTOR CREDIT CORP CORP NOTES 1.80% 2/13/2025 1,980.008/13/2022 8/13/2022 220,000.00 06051GHY8 BANK OF AMERICA CORP (CALLABLE) CORPORAT 2.01% 2/13/2026 2,216.508/14/2022 8/14/2022 215,000.00 88579YBH3 3M COMPANY (CALLABLE) CORP NOTES 2.00% 2/14/2025 2,150.008/15/2022 8/15/2022 205,000.00 20030NBN0 COMCAST CORP (CALLABLE) CORPORATE NOTES 3.37% 8/15/2025 3,459.388/15/2022 8/15/2022 300,000.00 02079KAC1 ALPHABET INC CORP NOTES (CALLABLE) 1.99% 8/15/2026 2,997.009/3/2022 9/3/2022 225,000.00 57636QAN4 MASTERCARD INC CORP NOTES (CALLABLE) 2.00% 3/3/2025 2,250.009/15/2022 9/15/2022 2,500,000.00 91282CCX7 US TREASURY N/B NOTES 0.37% 9/15/2024 4,687.509/30/2022 9/30/2022 1,700,000.00 91282CBU4 US TREASURY NOTES 0.12% 3/31/2023 1,062.509/30/2022 9/30/2022 2,510,000.00 91282CCZ2 US TREASURY N/B NOTES 0.87% 9/30/2026 10,981.259/30/2022 9/30/2022 2,320,000.00 91282CAM3 US TREASURY NOTES 0.25% 9/30/2025 2,900.009/30/2022 9/30/2022 425,000.00 857477BM4 STATE STREET CORP NOTES (CALLABLE) 2.90% 3/30/2026 6,164.63 32 54
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Portfolio Activity
|
Quarterly Portfolio Transactions
Trade
Date
Settle
Date Par ($) CUSIP
Maturity
Date
Transact
Coupon Amount ($)
Yield
at Market
Realized
Security Description G/L (BV)
INTEREST9/30/2022 9/30/2022 2,500,000.00 91282CDA6 US TREASURY NOTES 0.25% 9/30/2023 3,125.009/30/2022 9/30/2022 2,400,000.00 912828W71 US TREASURY NOTES 2.12% 3/31/2024 25,500.009/30/2022 9/30/2022 1,425,000.00 912828ZF0 US TREASURY NOTES 0.50% 3/31/2025 3,562.509/30/2022 9/30/2022 1,835,000.00 91282CBT7 US TREASURY N/B NOTES 0.75% 3/31/2026 6,881.25 Total INTEREST 20,715,000.00 84,795.32 0.00
SELL8/3/2022 8/4/2022 750,000.00 912828N30 US TREASURY NOTES 2.12% 12/31/2022 749,377.12 -5,134.129/6/2022 9/7/2022 800,000.00 91282CBU4 US TREASURY NOTES 0.12% 3/31/2023 786,374.66 -13,521.63 Total SELL 1,550,000.00 1,535,751.78 -18,655.75
33 55
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Appendix
|
Important Disclosures
This material is for general information purposes only and is not intended to provide specific advice or a specific recommendation, as it was prepared without regard to any specific objectives or financial circumstances.Investment advisory services are provided by PFM Asset Management LLC ("PFMAM"), an investment adviser registered with the U.S. Securities and Exchange Commission and a subsidiary of U.S. Bancorp Asset Management, Inc. ("USBAM"). USBAM is a subsidiary of U.S. Bank National Association ("U.S. Bank"). U.S. Bankis a separate entity and subsidiary of U.S. Bancorp. U.S. Bank is not responsible for and does not guarantee the products, services or performance of PFMAM. The information contained is not an offer to purchase or sell any securities. Additional applicable regulatory information is available upon request.PFMAM professionals have exercised reasonable professional care in the preparation of this performance report. Information in this report is obtained from sourcesexternal to PFMAM and is generally believed to be reliable and available to the public; however, we cannot guarantee its accuracy, completeness or suitability. We rely on the client's custodian for security holdings and market values. Transaction dates reported by the custodian may differ from money manager statements. While efforts are made to ensure the data contained herein is accurate and complete, we disclaim all responsibility for any errors that may occur. References to particular issuers arefor illustrative purposes only and are not intended to be recommendations or advice regarding such issuers. Fixed income manager and index characteristics are gathered from external sources. When average credit quality is not available, it is estimated by taking the market value weights of individual credit tiers on the portion ofthe strategy rated by a NRSRO.It is not possible to invest directly in an index. The index returns shown throughout this material do not represent the results of actual trading of investor assets.
Third-party providers maintain the indices shown and calculate the index levels and performance shown or discussed. Index returns do not reflect payment of any salescharges or fees an investor would pay to purchase the securities they represent. The imposition of these fees and charges would cause investment performance to belower than the performance shown.The views expressed within this material constitute the perspective and judgment of PFMAM at the time of distribution and are subject to change. Any forecast,projection, or prediction of the market, the economy, economic trends, and equity or fixed-income markets are based upon certain assumptions and current opinion asof the date of issue and are also subject to change. Some, but not all assumptions are noted in the report. Assumptions may or may not be proven correct as actualevents occur, and results may depend on events outside of your or our control. Changes in assumptions may have a material effect on results. Opinions and datapresented are not necessarily indicative of future events or expected performance.For more information regarding PFMAM's services or entities, please visit www.pfmam.com.© 2022 PFM Asset Management LLC. Further distribution is not permitted without prior written consent. 34 56
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Appendix
|
Important Disclosures
This information is for institutional investor use only, not for further distribution to retail investors, and does not represent an offer to sell or a solicitation of an offer to buyor sell any fund or other security. Investors should consider the Trust's investment objectives, risks, charges, and expenses before investing in the Trust. This and otherinformation about the Trust is available in the Trust's current Information Sheet, which should be read carefully before investing. A copy of the Trust's information Statement may be available by calling 1-800-729-7665 or is available on the Trust's website at www.camponline.com. While the Trust seeks to maintain a stable net asset value of $1.00 per share, it is possible to lose money investing in the Trust. An investment in the Trust is not insured or guaranteed by the Federal DepositInsurance Corporation or any other government agency. Shares of the Trust are distributed by PFM Fund Distributors, Inc., member Financial Industry Regulatory Authority (FINRA) (www.finra.org) and Securities Investor Protection Corporation (SIPC) (www.sipc.org). PFM Fund Distributors, Inc. is an affiliate of PFM Asset Management LLC.
Market values that include accrued interest are derived from closing bid prices as of the last business day of the month as supplied by Refinitiv, Bloomberg, or Telerate. Where prices are not available from generally recognized sources, the securities are priced using a yield-based matrix system to arrive at an estimatedmarket value.
In accordance with generally accepted accounting principles, information is presented on a trade date basis; forward settling purchases are included in the monthly balances, and forward settling sales are excluded.
Performance is presented in accordance with the CFA Institute's Global Investment Performance Standards (GIPS). Unless otherwise noted, performance is showngross of fees. Quarterly returns are presented on an unannualized basis. Returns for periods greater than one year are presented on an annualized basis. Past performance is not indicative of future returns.
Bank of America/Merrill Lynch Indices provided by Bloomberg Financial Markets.Money market fund/cash balances are included in performance and duration computations.Standard & Poor's is the source of the credit ratings. Distribution of credit rating is exclusive of money market fund/LGIP holdings.Callable securities in the portfolio are included in the maturity distribution analysis to their stated maturity date, although, they may be called prior to maturity.MBS maturities are represented by expected average life. 35 57
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Appendix
|
Glossary
Accrued Interest: Interest that is due on a bond or other fixed income security since the last interest payment was made.Agencies: Federal agency securities and/or Government-sponsored enterprises.Amortized Cost: The original cost of the principal of the security is adjusted for the amount of the periodic reduction of any discount or premium from the purchase date until the date of the report. Discount or premium with respect to short-term securities (those with less than one year to maturity at time of issuance) is amortized on a straight line basis. Such discount or premium with respect to longer-term securities is amortized using the constant yield basis.
Asset-Backed Security: A financial instrument collateralized by an underlying pool of assets – usually ones that generate a cash flow from debt, such as loans, leases, credit card balances, and receivables.
Bankers’ Acceptance: A draft or bill or exchange accepted by a bank or trust company. The accepting institution guarantees payment of the bill as well as the insurer.Commercial Paper: An unsecured obligation issued by a corporation or bank to finance its short-term credit needs, such as accounts receivable and inventory.Contribution to Total Return: The weight of each individual security multiplied by its return, then summed for each sector to determine how much each sector addedor subtracted from the overall portfolio performance.Effective Duration: A measure of the sensitivity of a security’s price to a change in interest rates, stated in years.Effective Yield: The total yield an investor receives in relation to the nominal yield or coupon of a bond. Effective yield takes into account the power of compoundingon investment returns, while nominal yield does not.FDIC: Federal Deposit Insurance Corporation. A federal agency that insures bank deposits to a specified amount.Interest Rate: Interest per year divided by principal amount and expressed as a percentage.Market Value: The value that would be received or paid for an investment in an orderly transaction between market participants at the measurement date.Maturity: The date upon which the principal or stated value of an investment becomes due and payable.Negotiable Certificates of Deposit: A CD with a very large denomination, usually $1 million or more, that can be traded in secondary markets.Par Value: The nominal dollar face amount of a security.Pass-through Security: A security representing pooled debt obligations that passes income from debtors to its shareholders. The most common type is themortgage-backed security. 36 58
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended September 30, 2022
Appendix
|
Glossary
Repurchase Agreements: A holder of securities sells these securities to an investor with an agreement to repurchase them at a fixed price on a fixed date.Settle Date: The date on which the transaction is settled and monies/securities are exchanged. If the settle date of the transaction (i.e., coupon payments andmaturity proceeds) occurs on a non-business day, the funds are exchanged on the next business day.Supranational: A multinational union or association in which member countries cede authority and sovereignty on at least some internal matters to the group, whosedecisions are binding on its members.Trade Date: The date on which the transaction occurred; however, the final consummation of the security transaction and payment has not yet taken place.Unsettled Trade: A trade which has been executed; however, the final consummation of the security transaction and payment has not yet taken place.U.S. Treasury: The department of the U.S. government that issues Treasury securities.Yield: The rate of return based on the current market value, the annual interest receipts, maturity value, and the time period remaining until maturity, stated as a percentage on an annualized basis.
YTM at Cost: The yield to maturity at cost is the expected rate of return based on the original cost, the annual interest receipts, maturity value, and the time periodfrom purchase date to maturity, stated as a percentage on an annualized basis.YTM at Market: The yield to maturity at market is the rate of return based on the current market value, the annual interest receipts, maturity value, and the timeperiod remaining until maturity, stated as a percentage on an annualized basis. 37 59
STAFF REPORT
DATE: November 8, 2022
TO: Joshua McMurray, City
Manager
FROM: Tim Przybyla, Finance Director
SUBJECT: City of Oakley as Successor Agency to the Oakley Redevelopment Agency – Quarterly Investment Report (1st Quarter FY 2022/23) Background and Analysis
California law and the City’s Investment Policy require the Agency’s fiscal officer to submit a quarterly investment report to the Agency’s governing board. The report should contain information on all securities held, and include a statement denoting the ability of the local agency to meet its expenditure requirements for the next six months.
Consistency with the Oakley Strategic Plan 27+
This agenda item is consistent with the Strategic Plan 27+ goal for the City of Oakley to 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.
Fiscal Impact
The Investment Report for the Period Ending September 30, 2022, attached shows a balance of $5,521.65 in cash for operations before the City receives the next distribution from the Department of Finance requested with the ROPS. To increase annual cash flow savings of refunding bonds, cash reserves were applied to bond insurance with Build America Mutual (BAM). The Reserve Requirements are satisfied in face amounts of $571,000 for 2015 Bonds and $1,827,318.76 for 2018 Bonds.
The Agency is in compliance with the City’s annually adopted investment policy. The tax revenues distributed to the Agency is sufficient to make the Agency’s enforceable obligation payments as approved by the Department of Finance.
Approved and Forwarded to the City Council
60 Staff Recommendation
Staff recommends the City Council, as the Board of the Successor Agency, accept the investment report for the 1st Quarter of Fiscal Year 2022/23.
Attachments
1. City of Oakley as Successor Agency to the Redevelopment Agency Investment Report for the quarter ended September 30, 2022.
61 62
DATE: November 8, 2022
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E. Public Works Director/City Engineer SUBJECT: Award of Construction Contract to R&R Pacific Construction, Inc. for the construction of Downtown Gateway Plaza and Infrastructure Improvement Project – Capital Improvement Project Number 205
Background and Analysis
The City’s adopted Fiscal Year (FY) 2022/23 Capital Improvement Program Budget designates funding for various infrastructure improvement projects. This is consistent with the City’s Strategic Goals to improve the quality of the City’s public infrastructure and to enhance the quality of life for our residents.
The Downtown Oakley renovation and improvement project on Main Street from Norcross Lane to 5th Street has been one of the most complex and important projects undertaken by the City of Oakley in recent years, and a key component for the growth and development of Downtown Oakley.
The first phase of this project was completed in 2018. This construction included the construction of an all-new roadway and utility infrastructure on Main Street from Norcross Lane to 5th Street. This project included the beautiful Gateway Monument on Main Street at the 2nd Street intersection for the enjoyment of the community.
The final phase of this downtown improvement project (CIP 205) is the construction of a new Gateway Plaza on Main Street at the O’Hara Avenue intersection, new roadway and utility infrastructure on the north side of Main Street from 2nd Street to Norcross Lane, and the construction of a parking lot along this section of roadway on the east side of Norcross Lane. This infrastructure project will also provide a connection point for the Tri Delta Transit bus service. The new facility would provide much needed parking spaces in downtown to support the parking needs of the new train platform station, as well as various community activities held on the weekends and evenings.
The City of Oakley has been working with the San Joaquin Joint Power Authorities over the past several years on a Train Platform Station project that is being designed and constructed in Downtown Oakley, just north of Main Street between 2nd Street and
STAFF REPORT
Approved and Forwarded to the City Council
63 Norcross Lane. This project is funded by the San Joaquin Joint Power Authorities. The Train Station Platform is strategically located in downtown on Main Street, adjacent to a new Gateway Plaza that could be used for civic events and markets. The location is within a five-minute walking radius of City Hall, Civic Center Park, and Main Street restaurants and commercial merchants.
After the completion of the design and preparation of the bid documents for CIP 205, this project went through a formal bidding process. On October 20, 2022, a total of seven (7) bids were received. After and extensive review by staff, to ensure all bid documents were in order and complete, R&R Pacific Construction Inc. was found to be the lowest responsible bidder at a total cost of $4,963,070.
This project involves close coordination by staff with the downtown merchants and property owners to ensure minimal inconveniences to the downtown community and its customers during the construction of the project. The project is anticipated to start in early 2023, after the holiday season.
Consistency with the Oakley Strategic Plan 27+
This item is consistent with the Strategic Plan 27+ Community Health and Safety goals.
Fiscal Impact
The design of this project and its funding allocation started in FY 2017/18 and has continued into FY 2022/23. As of October 2022, a total of $8,026,613 has been allocated for this project funding through these past years and a total of $495,371 has been spent for design related tasks during these past years. The FY 2022/23 budget has allocated funding from the General Capital Projects fund, Measure J, and Gas Tax, which will fully fund the construction of this project.
Staff Recommendation
Staff recommends that the City Council adopt the resolution approving the construction agreement with R&R Pacific Construction, Inc. for an amount not to exceed $4,963,070 and authorizing the City Manager to execute the agreement.
Additionally, due to variables associated with construction projects, and to address unforeseen circumstances during construction; staff further recommends that the City Council authorize staff to execute future change orders to the construction contract as necessary in an amount not to exceed $500,000 for work beyond what is defined in the base project bid.
Attachments
1) Resolution
2) Bid Summary
64 Resolution No. __-22 Page 1
RESOLUTION NO. __-22
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY
APPROVING AN AGREEMENT WITH R&R PACIFIC CONSTRUCTION, INC.
FOR THE CONSTRUCTION OF CAPITAL IMPROVEMENT PROJECT NUMBER 205 – DOWNTOWN GATEWAY PLAZA AND INFRASTRUCTURE
IMPROVEMENT PROJECT
WHEREAS, BKF Engineers, Inc., prepared the plans, specifications, and estimates for Capital Improvement Project (CIP) No. 205 – Downtown Gateway Plaza and Infrastructure Improvement Project; and
WHEREAS, the plans, specifications and special provisions were publicly advertised for bidding, with the bid period closing at 2:00 P.M. on October 20th, 2022; and
WHEREAS, seven (7) total bids were received prior to the close of the bidding process; and
WHEREAS, R&R Pacific Construction, Inc. submitted the lowest responsible bid for a total cost of $4,963,070 for the work, and the bid summary is attached as Exhibit A; and
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Oakley that the Agreement with R&R Pacific Construction, Inc. for the Downtown Gateway Plaza and Infrastructure Improvement Project – CIP No. 205, for an amount not to exceed $4,963,070 is approved, the City Manager is hereby authorized to execute the Agreement and change orders in an amount not to exceed $500,000 as necessary.
PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on the 8th of November 2022 by the following vote:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
APPROVED:
_______________________
Randy Pope, Mayor
ATTEST:
Libby Vreonis, City Clerk Date
65 66
STAFF REPORT
Approved and Forwarded to the City Council
DATE: November 8, 2022
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director/City Engineer SUBJECT: Agreement with Callander Associates for Landscape Architectural and Master Planning Services for the Oakley Community Regional Park Project - CIP Project Number 176
Background and Analysis
The City’s adopted Capital Improvement Program (CIP) Budget designates funding for various infrastructure repair and replacement projects. This is consistent with the City’s goals to improve the quality of the City’s public infrastructure and to enhance the quality of life for our residents.
One of the key projects in the City’s CIP is the phased construction of the Oakley Community Regional Park. This project will transform a 55-acre site at the north end of Sellers Avenue that was deeded to the City as part of the development agreements related to the Emerson and Gilbert Ranch Subdivision projects. This site will be a key feature of the City’s park network and a major destination point for the residents and visitors to the community.
The City undertook a process to develop concept plans for the future design and development of the Oakley Community Regional Park in 2015. A workgroup of staff, consultants, and stakeholders worked over several months to develop a concept plan and cost estimates ($60M) for the construction of this future park that would accommodate the park and recreational needs of the community for years to come. This concept plan was approved by the City Council in 2016.
The City applied for two rounds of Proposition 68, State grant funding for this project over the past several years and was not successful in securing the funding needed for this project.
It has been over six (6) years since the original concept plan was developed and with the changes at the City Council level and the community and new perspectives, it is appropriate to revisit this project and reengage the community and get more stakeholder involvement and input. This effort will also provide the 67 City with the opportunity to promote the project further and work with the new Grant writing consultant to pursue new grant opportunities.
Callander Associates has been the project landscape architect and was involved in the creating of the original concept plan in 2015 and has a good in-depth knowledge of the site and its complexities. Staff has worked with this firm to develop a scope of services for them to work with the community and stakeholders on this project to develop a final master plan for the Oakley Community Regional Park anticipated to start in early 2023. As part of the new park master planning process, staff will reach out to all stakeholders and interested parties by a wide range of communication avenues and will have multiple workshops to fully engage the community in this exciting project and develop the plan for future of this park.
In addition to the public meetings, the City will provide online forums for public comment and input on the park master plan to ensure all steps are taken in reaching out to the community.
Consistency with the Oakley Strategic Plan 27+
This item is consistent with the Strategic Plan 27+ Park and Open Space goals.
Fiscal Impact
Approval of this resolution will accept the proposal and authorize the City Manager to execute a design agreement with Callander Associates for a cost not to exceed $74,756. The funding for this project will be provided from the Community Park Fund. The original funding allocation for this project started in Fiscal Year (FY) 2016/17 and has continued into FY 2022/23. As of October 2022, a total of $3,575,000 has been allocated for this project funding from the Park Impact Fee and a total of $547,904.58 has been spent over this timeline of the project.
Staff Recommendation
Staff recommends that the City Council adopt the resolution approving the proposal with Callander Associates for landscape architectural design services associated with Project Number 176 – Oakley Community Regional Park Project and authorize the City Manager to enter into an agreement not to exceed $74,756.
Attachments
1. Resolution
2. Callander Associates Proposal
68 RESOLUTION NO.___-22
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY
APPROVING AN AGREEMENT WITH CALLANDER ASSOCIATES FOR
MASTER PLANNING SERVICES ASSOCIATED WITH THE OAKLEY
COMMUNITY REGIONAL PARK PROJECT CAPITAL IMPROVEMENT
PROJECT NUMBER 176 AND AUTHORIZING THE CITY MANAGER TO
EXECUTE THE AGREEMENT
WHEREAS, as part of the Fiscal Year 2022/23 Budget, the City of Oakley approved a 5-Year Capital improvement Program (CIP); and WHEREAS, CIP Project Number 176 is to design and construct the improvements for the Oakley Community Regional Park Project as a part of this CIP; and
WHEREAS, Callander Associates has been the project landscape architect and involved in the creation of the original park concept planning in 2015; and WHEREAS, Callander Associates has submitted a proposal to prepare final master plan services for CIP Project Number 176 for an amount not to exceed $74,756; and
NOW, THEREFORE, BE IT RESOLVED AND ORDERED, that the City Council of the City of Oakley hereby approves an agreement with Callander Associates for the preparation of master plan design drawings, and cost estimates for CIP Project Number 176 for an amount not to exceed $74,756, in the form attached hereto as Exhibit A, and authorizes the City Manager to execute the agreement.
PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on the 8th of November 2022 by the following vote:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
APPROVED:
_______________________
ATTEST: Randy Pope, Mayor
______
Libby Vreonis, City Clerk Date
69 OAKLEY REGIONAL PARK
CIP #176
proposal submitted to
City of Oakley
October 27, 2022
70 OAKLEY REGIONAL PARK CIP#176 I proposal for design services Office Location:
1633 Bayshore Highway, Suite 133
Burlingame, CA 94010
650.375.1313
Brian’s Cell: 650.888.7659
Email Address:
[email protected]
[email protected]
Website:
www.callanderassociates.com
71 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 1 Mr. Kevin Rohani, P.E.
Public Works Director/City Engineer
3231 Main Street
Oakley, CA 94561
[email protected]
925-625-7003
Dear Kevin,
Surrounded by newly restored tidal marshes and a stone’s throw away from hundreds of new housing units lies 50+ acres of unrealized opportunity. Having walked the site it is clear that the Oakley Regional Community Park site has the potential to address current and future recreational needs of the community, provide a regional draw, and potentially be a revenue generator to help offset some of the ongoing maintenance costs. There have been a few design efforts to date, but unfortunately none have resulted in obtaining grant funding to help realize any part of the project.
As the City begins a new planning effort it is critical that the process includes lessons learned from previous grant efforts and is designed to not only address the needs of the community but to maximize the potential for grant funding and other sources to realize implementation.
Our CALA team has thought about these challenges and have developed an approach we feel best achieves your project goals of a robust community engagement process that builds upon previous efforts, incorporates lessons learned, and results in a master plan that maximizes excitement for the project and potential for funding. We are pleased to bring you a team of experienced landscape architects and community facilitators that worked on previous efforts at this site and can leverage our knowledge to jump start the process. The community engagement process outlined in our proposal is robust in that it will offer a variety of methods and events, both fun and interactive, designed to maximize community participation and provide valuable feedback to help guide the designs. Finally, with all of our master plan documents we strive to maximize their ability to foster project implementation. It is with great enthusiasm that we submit this proposal to you for consideration.
Sincerely,
Brian Fletcher ASLA, LEED AP
President | Landscape Architect CA #4671
A COVER LETTER
72 2 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 73 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 3 01 YOUR PROJECT
Project Understanding
Approach
02 OUR PROPOSAL
Scope of Work
Fee Summary
Task Matrix
Schedule of Compensation
03 GET TO KNOW CALA
Firm Profile
Resumes
Proven Experience
01 03
B TABLE OF CONTENTS
02 5
9 15
74 4 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 75 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 5 01 YOUR PROJECT Project Understanding
Project Understanding
The City now owns 55+ acres of a former dairy farm adjacent to the Delta. The site represents a unique opportunity to build substantial new park lands for the growing Oakley community and the City would like to move forward with a master planning effort that will help to guide future improvements and funding efforts. This plan must identify the development challenges and document how a project can move forward. The plan must engage the community and stakeholders to ensure that their input is incorporated into the developing plans. Finally, we must ensure that the plan is a supremely useful document that helps staff move the project forward and breathes new life into stalled funding efforts. Our approach to these goals includes the following:
Leveraging Our Project Background
Maximizing Community Involvement
Focus on Implementation
76 6 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 01 YOUR PROJECT Leveraging Our Project Background
PREVIOUS OUTREACH - Provides us with a better
understanding of community preferences.
SITE UNDERSTANDING - We have walked the site and
collaborated with key stakeholders providing us with
critical knowledge and background to jump start this new process.
PREVIOUS STUDIES - Have explored opportunities,
constraints, and programmatic relationships which can
inform feasibility of new input.
IMPLEMENTATION REALITIES - Evaluation of revenue
generation, infrastructure needs, cost evaluation, and
phasing strategies will educate our implementation plan.
A
B
C
D
A
B
C
D
77 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 7 01 YOUR PROJECT Maximizing Community Involvement
GETTING THE WORD OUT
We use multiple platforms to
advertise outreach events such as
print and web based, mailers and
on-site posters/sandwich boards,
as well as social media. This
approach is proven to maximize
participation.
MULTIPLE METHODS
We don’t just rely on traditional
meetings to obtain input. Community
pop-up events, open houses, and online
surveys are proven to bolster input and
awareness about your project. Our
methods strive to provide flexibility for
participants while creating engaging,
graphics based, opportunities to
provide input and maximize project
understanding.
PROJECT BRANDING
Developing a project specific
brand helps to improve project
identity and recognition while
helping to set collateral apart
from junk mail.
78 8 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 01 YOUR PROJECT Focus on Implementation
FUNDING SUCCESS - We will meet early with your grant
writer to ensure that the project process, and the overall master plan, provides the background and tools that the funding agencies are looking for most.
DESIGN EXCELLENCE - We don’t forget that a master plan
not only needs to meet programmatic and functional
requirements but must inspire and excite stakeholders,
funding agencies, and the community at large.
CRAFTING A ROAD MAP - Our plans not only document
a vision, but also strive to clearly document the steps necessary for implementation so that it becomes a
resource for City staff charged with moving the project forward.
BASED IN REALITY - We ensure that our project estimates are based on current bid results, include all soft costs along with inflation factors, and are broken down into
logical phases of construction. This provides confidence in the plan as a budgeting tool.
A
B
C
D
A
B
C D
79 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 9 02 OUR PROPOSAL Scope Of Work
We have crafted the below detailed scope of work to best address your unique project needs. Under contract to the City of Oakley, CALA will prepare plans and specifications delineating these improvements. To assist you in these efforts, we would propose to complete the following tasks in chronological order. The items shown in boldface italics are documents that we would prepare as part of our tasks.
1.0 MASTER PLAN
1.01 Start-up Meeting: Attend an initial meeting with City staff to review and discuss the previous master plan efforts, project goals and objectives of current planning efforts, schedule, budget, outreach strategy, and available base information since the previous planning effort. Identify project stakeholders and confirm methods of outreach. Prepare agenda and meeting summary.
1.02 Outreach Memo: Based on discussions at the start-up meeting, prepare an outreach plan memo that documents decisions, dates, locations, roles and responsibilities to guide the planning and notification of stakeholder and public meetings. Strategies to be considered include but are not limited to: mailers, electronic notifications and social media postings, posters at community facilities, community liaisons, and local partnerships. For meetings required to be held virtually, discuss how to meet the needs of community members with limited access to internet. Prepare a project schedule for the City’s review.
1.03 Base Data Acquisition and Review: Obtain base data from the City and from stakeholders responsible for related/adjacent projects that have been developed for the park since the previous planning effort.
Combine materials with available aerial imagery to prepare a project base sheet at twenty scale.
1.04 Opportunities and Constraints Plan: Using the above base sheet, prepare an opportunities and constraints plan. The plan will show existing conditions such as land use, existing facilities / zones on site, circulation patterns, and identify key observations such as opportunity areas, connection points, social areas and use conflicts.
1.05 Program Item Image Boards: Using the previously prepared program image boards and presentations from previous planning efforts, proceed to develop a series of image boards depicting potential amenities and programs elements that could be accommodated on site. The purpose of these boards is to illustrate potential opportunities to the public in order to solicit input and priorities.
1.06 Open House Materials: Utilizing existing conditions plan, site photos, opportunities and constraints plan and previous master plan, develop supporting materials for the upcoming open house. This may include sign in sheets, questionnaires, project goals and objectives boards, online survey, and other materials as needed.
1.07 Meeting Flyer / Newsletter: Prepare artwork and draft text for use in meeting flyer. Collaborate with the City on content, and furnish artwork as a digital file for the City’s use in printing and distributing mailers and for posting to the City’s website. Meeting flyer to be double-sided postcard format with graphic on the front and meeting specifics on the back. Flyers will also be reformatted into a poster for placement in community centers and other locations to be determined throughout the City. CALA to provide digital artwork to city for printing and distribution. Meeting flyers/posters will be developed for each community meeting.
1.08 Review Meeting: Present all materials generated to date, including existing conditions plan, opportunities and constraints plan, and workshop materials at a single virtual meeting. Review and discuss changes as warranted in preparation for community meeting #1. Prepare meeting summary.
1.09 Stakeholder Outreach: Allow for up to three (3) virtual meetings with City staff and individual stakeholders to introduce the project and solicit input on park elements, connections to adjacent projects, and other considerations. Stakeholders will be discussed during the startup meeting and may include adjacent land owners, homeowner’s agencies, and the Department of Water Resources. Prepare meeting summary for each meeting.
80 10 OAKLEY REGIONAL PARK CIP#176 I proposal for design services
1.10 Community Open House #1: Present above information and related graphics in a public meeting and facilitate dialogue and prioritization exercise with public to refine design program. Without knowing whether public gatherings will be a possibility, assume that outreach will include a combination of a single in person open house event (three hours total), a single pop-up events (two hours), and an online survey.
As part of the kick off meeting and outreach plan development this approach can be further refined.
Record and summarize feedback in an outreach summary memo.
1.11 Program Memo: Prepare design program based on input received from above meetings. Program will be the basis for design alternatives.
1.12 Master Plan Alternatives: Based on information gathered and comments received from above, develop two (2) sketch design alternatives illustrating variations in proposed improvements, program items, and locations. Alternatives will be drawn at 1” = 20’ scale and rendered in color for presentation purposes.
1.13 Supporting Materials: Prepare (1) materials board and (1) plant materials board to illustrate proposed park material standards. Boards will illustrate proposed site furnishings, play equipment, lighting, plant materials, etc.
1.14 Review Meeting: Present the above at a single virtual meeting with City staff. This meeting shall include participation from the city’s grant writer which would include a discussion of upcoming grant opportunities, the focus of each, and how the project and process can address best the evaluation criteria of each.
Revise plans and graphics as warranted.
1.15 Community Open House #2: Provide updated meeting flyer graphics to City for distribution to community.
Assume that this round of outreach will again include a combination of a single in person open house event, a single pop-up events, and online surveys. Record public comments and prepare meeting summary for review by City.
1.16 City Council Meeting: Present the master plan alternatives and feedback generated at a single City Council meeting. Prepare PowerPoint presentation to walk the Council through the process, input received, and direction for the draft master plan. Solicit feedback and incorporate into the below tasks.
1.17 Draft Master Plan: Prepare a single draft master plan incorporating public and City comments provided previously. Revise the park materials boards and cost estimate as warranted. Incorporate the above information into a draft master plan booklet, 8 ½ x 11 booklet form, to include documentation on process, program development, concept plans and graphics, and preferred master plan as well as cost estimates and phasing plan. Submit to City for review. The previous master plan will be used as the template for the draft master plan.
1.18 Cost Estimate & Phasing Plan: Develop a detailed estimate of probable construction costs along with a narrative for the phasing strategy. Estimate to include separate line items for each element depicted on plan, as well as project start up and construction contingencies. Incorporate estimate and phasing strategies into draft master plan.
1.19 Review Meeting: Present draft master plan at a single virtual meeting with City staff. Note comments for subsequent revisions. Prepare written summary.
1.20 City Council: Update PowerPoint presentation to summarize process, draft master plan, and supporting materials. Present to City Council and provide clarifications and responses to Council members. Prepare written summary.
1.21 Final Master Plan: Make minor revisions to booklet as identified during City Council Meeting. Submit digital version and 5 color copies of the final master plan for City use. 02 OUR PROPOSAL Scope Of Work
81 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 11 Callander Associates Landscape Architecture Fee Summary OAKLEY REGIONAL PARK CIP #176
October 27 2022
Overall
Basic Services
Totals
1.0 Master Plan (lump sum) $71,256.00
Reimbursables $3,500.00
Total Fees $74,756.00
Total Basic Services $74,756
Based on the "Scope of Work" prepared by Callander Associates (as part of our proposal), and the "Task Matrix" dated October 27 2022 we have prepared the following summary of compensation.
All fees are lump sum, not to exceed unless otherwise noted.
All reimbursable expenses, including the communication and insurance surcharge noted on our Standard Schedule of Compensation dated 2023 (San Jose and Burlingame), would be invoiced as a separate line item.
Reimbursable Expenses Rates
Expenses cost + 15%
printing and reproductions, postage and
delivery, mileage, travel expenses (hotel / food), testing and outside services, and other project related expenses
Subconsultant Administration cost + 10%
Communications and Insurance Surcharge 2.5% of total fees P2864_FEE_CompSummary.xls
02 OUR PROPOSAL Fee Summary
82 12 OAKLEY REGIONAL PARK CIP#176 I proposal for design services Task Matrix Oakley Regional Park CIP #176 10/27/2022 @ $240 @ $171 @ $148 @ $123 @ $183 Phase Description hrs $'s hrs $'s hrs $'s hrs $'s hrs $'s hrs $'s 1.0 Master Plan 1.01 Start-up Meeting 4.0 960.00 $ 6.0 1,026.00 $ - - $ 1.0 123.00 $ - - $ 11.0 2,109.00 $ 1.02 Outreach Memo 1.0 240.00 $ 2.0 342.00 $ - - $ 4.0 492.00 $ - - $ 7.0 1,074.00 $ 1.03 Base Data Acquisition and Review - - $ 3.0 513.00 $ 4.0 592.00 $ - - $ - - $ 7.0 1,105.00 $ 1.04 Opportunities and Constraints Plan 1.0 240.00 $ 8.0 1,368.00 $ 14.0 2,072.00 $ - - $ - - $ 23.0 3,680.00 $ 1.05 Program Item Image Boards 1.0 240.00 $ 4.0 684.00 $ 12.0 1,776.00 $ - - $ - - $ 17.0 2,700.00 $ 1.06 Open House Materials 1.0 240.00 $ 6.0 1,026.00 $ 8.0 1,184.00 $ 4.0 492.00 $ - - $ 19.0 2,942.00 $ 1.07 Meeting Flyer/Newsletter 1.0 240.00 $ 4.0 684.00 $ 8.0 1,184.00 $ - - $ - - $ 13.0 2,108.00 $ 1.08 Review Meeting 2.0 480.00 $ 3.0 513.00 $ 6.0 888.00 $ 1.0 123.00 $ - - $ 12.0 2,004.00 $ 1.09 Stakeholder Outreach 8.0 1,920.00 $ 8.0 1,368.00 $ - - $ 3.0 369.00 $ - - $ 19.0 3,657.00 $ 1.10 Community Open House #1 6.0 1,440.00 $ 8.0 1,368.00 $ 12.0 1,776.00 $ 1.0 123.00 $ - - $ 27.0 4,707.00 $ 1.11 Program Memo 1.0 240.00 $ 2.0 342.00 $ - - $ - - $ - - $ 3.0 582.00 $
1.12 Master Plan Alternatives 6.0 1,440.00 $ 16.0 2,736.00 $ 40.0 5,920.00 $ - - $ - - $ 62.0 10,096.00 $
1.13 Supporting Materials 1.0 240.00 $ 6.0 1,026.00 $ 8.0 1,184.00 $ - - $ - - $ 15.0 2,450.00 $
1.14 Review Meeting 2.0 480.00 $ 3.0 513.00 $ 6.0 888.00 $ 1.0 123.00 $ - - $ 12.0 2,004.00 $
1.15 Community Open House #2 6.0 1,440.00 $ 8.0 1,368.00 $ 12.0 1,776.00 $ 1.0 123.00 $ - - $ 27.0 4,707.00 $
1.16 City Council Meeting 6.0 1,440.00 $ 8.0 1,368.00 $ - - $ 1.0 123.00 $ - - $ 15.0 2,931.00 $
1.17 Draft Master Plan 8.0 1,920.00 $ 24.0 4,104.00 $ 40.0 5,920.00 $ 4.0 492.00 $ - - $ 76.0 12,436.00 $
1.18 Cost Estimate & Phasing Plan 1.0 240.00 $ 4.0 684.00 $ 8.0 1,184.00 $ 4.0 492.00 $ 2.0 366.00 $ 19.0 2,966.00 $
1.19 Review Meeting 2.0 480.00 $ 3.0 513.00 $ - - $ 1.0 123.00 $ - - $ 6.0 1,116.00 $
1.20 City Council 6.0 1,440.00 $ 8.0 1,368.00 $ - - $ 1.0 123.00 $ - - $ 15.0 2,931.00 $
1.21 Final Master Plan 4.0 960.00 $ 4.0 684.00 $ 8.0 1,184.00 $ 1.0 123.00 $ - - $ 17.0 2,951.00 $ SUBTOTAL 1.0 68.0 16,320.00 $ 138.0 23,598.00 $ 186.0 27,528.00 $ 28.0 3,444.00 $ 2.0 366.00 $ 422.0 71,256.00 $ hrs CALA
1.0 Master Plan 422.00 71,256.00 $
Reimbursables (allowance) 3,500.00 $
422.00 74,756.00 $
Callander Associates' Personnel and Rates
Construction Man. Designer 1
CA Fees
Principal Proj Manager 2 Administrator
TOTAL COMPENSATION
P2864_FEE.xlsx© copyrighted 2020 Callander Associates
Landscape Architecture, Inc.
02 OUR PROPOSAL Task Matrix
83 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 13
www.callanderassociates.com
BURLINGAME GOLD RIVER SAN JOSE
1633 Bayshore Highway, Suite 133 12150 Tributary Point Drive, Suite 140 2025 Gateway Place, Suite 285 Burlingame, CA 94010 Gold River, CA 95670 San Jose, CA 95110 T 650.375.1313 T 916.985.4366 T 408.275.0565
Recreate
Educate
Live+Work
Connect
Sustain
Standard Schedule of Compensation 2023 San Jose & Burlingame
GENERAL
The following list of fees and reimbursable expense items shall be used in the provision of services described in the agreement. These amounts shall be adjusted in January, upon issuance of an updated Standard Schedule of Compensation:
Hourly Rates
Reimbursable Expenses Rates
Expenses cost + 15%
printing and reproductions, postage and
delivery, mileage, travel expenses (hotel /
food), testing and outside services, and other
project related expenses
Communications and Insurance Surcharge 2.5% of total fees Subconsultant Administration 10% of Subconsultant Costs
PAYMENTS
Payments are due within ten days after monthly billing. Callander Associates reserves the right to suspend services for non-payment if payment is not received within a period of 60 days after invoice date. Additionally invoices 60 days past due are subject to a 1.5% per month interest charge. Retainer amounts, if indicated, are due upon signing the agreement and shall be applied to the final invoice for the project.
Principal $240 /hour
Senior Associate $218 /hour
Associate $208 /hour
Construction Manager $183 /hour
Senior Project Manager $188 /hour
Project Manager 1 $180 /hour
Project Manager 2 $171 /hour
Job Captain $158 /hour
Designer 1 $148 /hour
Designer 2 $135 /hour
Assistant Designer $120 /hour
Accounting $182 /hour
Senior Project Administrator $138 /hour
Project Administrator $123 /hour
02 OUR PROPOSAL Schedule Of Compensation
84 14 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 85 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 15 03 GET TO KNOW CALA
WHO WE ARE
Since 1973, Callander Associates (CALA) has helped public agencies create vital outdoor spaces for the betterment of their communities. Those 49 years of specialization in public projects includes the full range of services, from pre-project feasibility and funding through construction management and refurbishment. Our firm works closely with design professionals and the community on public and private projects to facilitate creative and comprehensive design possibilities and to provide clients with integrated design services. These services include site planning and design, regulatory agency submittals and reviews, and construction administration services. Our ability to collaborate with neighbors, departmental staff, and other stakeholders has been a cornerstone of our clients’ success.
GREAT PEOPLE
BUILDING
COMMUNITY
THROUGH EXCEPTIONAL SERVICE
and INDELIBLE DESIGN
86 16 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 03 GET TO KNOW CALA
Brian’s dedication to the design and community engagement process has not gone unnoticed and as a result Brian has been recognized by ASLA with a National Honor Award and he has been invited to speak at a variety of conferences. He has overseen the implementation of variety of multi-million dollar recreational projects throughout the greater SF Bay Area. Brian will utilize this extensive background to design, manage and facilitate an extensive community engagement campaign to ensure maximum participation in the planning process.
Brian Fletcher, PLA, ASLA
Principal in Charge
Education
B.S. of Landscape Architecture,
Cal Poly, SLO
Certifications/Registrations
California LA #4671
Leadership in Energy and
Environmental Design (LEED)
Accredited Professional
Organizations
Member, American Society of
Landscape Architecture (ASLA)
Member, Urban Land Institute
Presentations
Presenter, “Community
Enhancement through Trails”,
Annual Trails and Greenways
Conference
Presenter, “Active Spaces”,
San Mateo County Public
Health Conference
25 years with CALA
Key Project Experience
Resumes
Passatempo Park, Dublin
Old Town Plaza, Elk Grove
Stojanovich Park, Campbell
Oakley Regional Park, Oakley
Laurie Meadows Park, San Mateo
Oakley Regional Park Advancement, Oakley
Vista Montana 5 Acre Park, San Jose
Crestview Park, San Carlos
Plaza del Sol, Sunnyvale
Orange Memorial Park Master Plan, South San Francisco
Centennial Way Trail Master Plan, South San Francisco
Napa Parks Assessment, Napa
Santa Rosa Parks Assessment, Santa Rosa
Bedwell Bayfront Park Master Plan, Menlo Park
Devany Square Park, Dublin
Educational Park Branch Library, San Jose
Cooley Landing, East Palo Alto
Rumrill Park, San Pablo
Bay Meadows Community Park Master Plan, San Mateo
Fremont Park, Menlo Park
Orchard Heritage Park, Sunnyvale
87 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 17 Since joining CALA in 2012, Zach has proven himself to
be a very versatile member of our staff, contributing to everything from plan preparation and visual simulations to construction detailing and development of plans in
compliance with ReScape (formerly Bay Friendly) Design
Guidelines. Zach’s passions include sustainable design
and many projects have benefited from the thoughtful
approach he brings to all of his work. Zach’s expertise in the use of cutting edge rendering platforms, such as Sketchup, has been key to the development of very high
quality graphics.
Zach Katz, PLA, RQP
Project Manager
03 GET TO KNOW CALA
Key Project Experience Education
B.S. Landscape Architecture
University of Oregon
Certifications/Registrations
California LA #6170
ReScape Qualified Professional
(RQP)
10 years with CALA
Resumes
Rumrill Park, San Pablo
Laurie Meadows Park, San Mateo
Orange Memorial Park Master Plan, South San Francisco
Oakley Regional Park, Oakley
Regional Park Advancement, Oakley
Ocean View Park, Half Moon Bay
Oakley Community Center, Oakley
Old Town Plaza, Elk Grove
Emeryville Greenway, Emeryville
Werder and Destination Park, San Mateo
Centennial Way Trail Master Plan Update, South San Francisco Mission Road Park Site, South San Francisco
Sports Field Renovations, Hayward
Crocker Industial Park, Brisbane
Kennedy Park Master Plan, Napa
88 18 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 03 GET TO KNOW CALA
Dania began her journey with CALA just over four years ago where she brought her strong critical thinking experience within the design-build realm along with her passion for sustainable design.
Currently pursuing her license, Dania is a one-of-a-kind designer who roots her inspiration from everything around her. Whether it’s coming from community members at public outreach events or the site itself, her ability to immerse herself and empathize fuels her motivation in order to provide
creative solutions that have transformed the projects on which she works.
Dania Castro
Project Designer
Certifications/Registrations
Project Management Training,
PSMJ
Shawn joined Callander Associates in 2001 and has served as our full-time construction manager ever since. In the 21 years since joining the firm Shawn has become extremely proficient in the provision of construction administration, landscape inspection, irrigation auditing, and arborist services. His responsibilities are to maintain budgets and schedules, work closely with both client and contractor, and oversee construction for conformance with the contract documents.
By using a variety of checklists and related tools, Shawn is able to quickly resolve site issues, avoid potential delays, and facilitate timely responses. Benefits to the client include enhanced quality control, reduced response times, and
reduced client staff involvement.
Shawn Sanfilippo
Construction Manager
Education
B.S. in Landscape Architecture,
Cal Poly Pomona
Certifications/Registrations
Certified Arborist, ISA
#WE-8874A
Certified Landscape Irrigation
Auditor #7399 (CLIA)
Education
B.S. in Landscape Architecture,
Cal Poly San Luis Obispo
Certified Stormwater
Inspector #11758 (CSI)
ISA Tree Risk Assessment
Certification (ISA TRAQ)
Resumes
89 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 19 03 GET TO KNOW CALA Proven Experience
Basic Information
CALA is currently working with the City of South
San Francisco on updating master plans for the 26-
acre Orange Memorial Park and the 2.5-mile long
Centennial Way Trail. CALA prepared the previous
versions of both master plans and was retained by the
City to update them based on new opportunity areas,
changing site conditions and current recreational
needs.
TENNIS DRIVE W. ORANGE AVE.
MEMORIAL DR.
CHESTNUT AVE.
COLMA CREEK
ANTOINETTE LN.
COMMERCIAL AVE.
0 40’ 80’ 160’
(N)ENTRY PLAZA, TYP.
MARKET/EVENT WALK
ELEVATION, REFER TO
FIGURE 13 ON PAGE 28
(N)FITNESS COURT
(N)COLMA CREEK
RESTORATION
CONCESSION STAND/
RESTROOM
CONCEPTUAL
PERSPECTIVE OF COLMA
CREEK RESTORATION,
REFER TO FIGURE 12 ON
PAGE 26
(E)RECREATION
BUILDING
(E)PARKING PERSPECTIVE OF SHADE
SHELTER, REFER TO
FIGURE 10 ON PAGE 23
(N)MARKET/
EVENT WALK
(N)ALL ABILITIES
PLAYGROUND
(E)PARKING
(E)PARKING
(N)PARKING
(N)RESTROOM / CONCESSION
BUILDING
(N)CENTRAL GATHERING
NODE / PLAZA
(N)CENTRAL GATHERING
NODE / PLAZA
(N)PICKLEBALL COURTS
(E)BOCCE COURTS
(N)PICNIC AREA
(N)SHADE SHELTER & PICNIC AREA
(N)PEDESTRIAN PATH
(N)BLEACHERS
(N)PEDESTRIAN
PATH
(N)GATHERING NODE / PICNIC AREA
(N)PARKING
(N)SWIM CENTER
(N)SHADE SHELTER/
OUTDOOR THEATER
(N)UNPROGRAMMED
TURF AREA
(E)BASKETBALL COURTS
& RESTROOM
(E)OPEN TURF
AREA
(E)COMMUNITY GARDENS
(N)RENOVATED
PLAYGROUND
(N)CREEK WALK /
NATURAL PLAY
(N)RENOVATED
PICNIC SHELTER
(N)RENOVATED RESTROOM
(E)CENTENNIAL WAY TRAIL
ATHLETIC FIELDS
UNDER CONSTRUCTION
(E)TENNIS COURTS
(N)ARTIST STUDIOS /
MAKER SPACES
(N)PARK MAINTENANCE
FACILITIES
(E)SCULPTURE GARDEN
PREFERRED CONCEPT PLAN
(N)YOUTH MULTI-PURPOSE FIELDS
(N)PICNIC AREA
0.1 MILE TO
CIVIC CAMPUS
F10
F12
ORANGE MEMORIAL PARK MASTER PLAN
JANUARY 14, 2022
PARK
Orange Memorial Park
Community Based Master Plan
South San Francisco
Project Relevance
Extensive community and stakeholder
engagement
Larger community signature facility
Supports a wide range of user groups and civic
facilities
Services Provided
• Outreach plan leadership
• Community engagement facilitation
• Alternatives analysis
• Master Plan preparation
90 20 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 03 GET TO KNOW CALA Proven Experience
Basic Information
Kennedy Park is Napa’s largest community park,
covering approximately 200 acres. The purpose of the
Kennedy Park Master Plan was to develop a strategic
planning tool for the Napa Parks and Recreation
Services Department that will provide clear direction
and a vision for future planning and development of
this large recreational amenity.
Kennedy Park
Master Plan
Napa
Project Relevance
Extensive community and stakeholder
engagement
Larger community signature facility adjacent to
a water body
Supports a wide range of user groups and civic
facilities
Services Provided
• Outreach plan leadership
• Community engagement facilitation
• Alternatives analysis
• Master Plan preparation
91 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 21 03 GET TO KNOW CALA Proven Experience
Basic Information
After over 15 years of planning by the community
Cordelia Community Park is open to the public. CALA
performed detailed analysis and master planning
of the 48 acre site. The plan fostered a number
of grant awards which resulted in multiple phases
of implementation. Phase One included median
improvements, multi-use ball fields, toddler and
school age playgrounds, and a restroom building.
Phase Two included a roller hockey rink, skate node,
restroom building, group picnic area, bocce ball
courts, horseshoe pits, small and large dog parks,
multiuse trails and a parking lot. Phase Three included putting green, tennis courts, sand volleyball courts,
additional picnic shelters, overlooks, additional
educational signage and fitness areas.
Cordelia Community Park
Multiple Phase Implementation
Cordelia
Project Relevance
Extensive community and stakeholder
engagement
Larger community signature facility
Supports a wide range of user groups and civic
facilities
Master Plan supported helped facilitate funding
from a number of sources
Services Provided
• Outreach plan leadership
• Community engagement facilitation
• Alternatives analysis
• Master Plan preparation
• Multiple phases of construction documents
• Large multi-disciplinary design team leadership
• Construction documentation
• Construction support services
92 22 OAKLEY REGIONAL PARK CIP#176 I proposal for design services 93 DATE: November 8, 2022
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director/City Engineer SUBJECT: Award of Construction Contract to Mercoza for the construction of Fiscal Year 2022/23 Curb, Gutter, & Sidewalk Repair and Replacement Project, Capital Improvement Project Number 275
Background and Analysis
The City’s adopted Fiscal Year (FY) 2022/23 Capital Improvement Program Budget designates funding for various infrastructure repair and replacement projects. This is consistent with the City of Oakley’s Strategic Plan to improve the quality of the City’s public infrastructure and to enhance the quality of life for our residents.
Capital Improvement Project No. 275 includes the repair and replacement of damaged/ uplifted sidewalks or curb and gutter throughout the City of Oakley. The project is done annually to eliminate trip and fall hazards, and to provide safe streets and sidewalks for pedestrians in the community. Tree roots are a major cause of sidewalk uplifts, and this project is targeting some of the worst areas in the City where tree roots have damaged the concrete beyond any temporary repair.
Additionally, this project will work in coordination with the adopted 50-50 Concrete Repair Cost Share Program that helps the property owners in dealing with concrete curb, gutter, and sidewalk related problems, such as uplifts from tree root overgrowth.
The 50-50 Concrete Repair Cost Share Program provides the City assistance in managing the repair and replacement contract, as well as sharing the cost with the property owners. This project will help in providing safe pedestrian facilities and reduce liability and claims for trip and fall accidents.
On October 18, 2022, ten (10) total bids were received for this project. Staff reviewed the bids and determined that Mercoza was the lowest responsible bidder for the project at a cost of $128,271.00.
The construction of this project is anticipated to start in early 2023 after the holiday season.
STAFF REPORT
Approved and Forwarded to the City Council
94 Consistency with the Oakley Strategic Plan 27+
This item is consistent with the Strategic Plan 27+ Community Health and Safety goals.
Fiscal Impact
The FY 2022/23 budget has allocated funding from the Gas Tax fund for this project, which will fully fund the project construction.
Staff Recommendation
Staff recommends that the City Council adopt the resolution approving a construction agreement with Mercoza for an amount not to exceed $128,271.00, and to authorize the City Manager to execute said agreement.
Additionally, due to variables associated with construction projects, and to address unforeseen circumstances during the course of construction; staff further recommends that the City Council authorize staff to execute future change orders to the construction contract as necessary in an amount not to exceed $15,000 for work beyond what is defined in the base project bid.
Attachments
1. Resolution
2. Bid Summary
95 Resolution No. __-22 Page 1
RESOLUTION NO. __-22
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY
APPROVING AN AGREEMENT WITH MERCOZA FOR THE CONSTRUCTION OF FISCAL YEAR 2022/23 CURB, GUTTER, & SIDEWALK REPAIR AND REPLACEMENT PROJECT – CAPITAL IMPROVEMENT PROJECT NUMBER 275
WHEREAS, City Staff prepared the plans, specifications, and estimates for the construction of Capital Improvement Project (CIP) No. 275 - Curb, Gutter, & Sidewalk Repair and Replacement Project which includes curb, gutter, sidewalk repairs, grinding, and other related work; and
WHEREAS, the plans, specifications and special provisions were publicly advertised for bidding, with the bid period closing at 2:00 P.M. on Tuesday, October 18, 2022; and
WHEREAS, ten (10) bids were received prior to the close of the bidding process; and
WHEREAS, Mercoza submitted the lowest responsible bid for a total cost of $128,271 for the work; and
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Oakley that the Agreement with Mercoza for the construction of the Fiscal Year 2022/23 Curb, Gutter, & Sidewalk Repair and Replacement Project - CIP 275, for an amount not to exceed $128,271 is approved, and the City Manager is hereby authorized to execute said Agreement and change orders in an amount not to exceed $15,000 as necessary. The bid results are attached hereto as Exhibit A.
PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on the 8th of November 2022 by the following vote:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
APPROVED:
_______________________
Randy Pope, Mayor
ATTEST:
Libby Vreonis, City Clerk Date
96 97
DATE: November 8, 2022
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E. Public Works Director/City Engineer SUBJECT: Authorize the City Manager to execute an amendment to the Consulting Services Agreement with BKF Engineers, Inc. to provide Construction Support Services for the Downtown Gateway Plaza and Infrastructure Improvement Project – Capital Improvement Project Number 205
Background and Analysis
The City’s adopted Fiscal Year (FY) 2022/23 Capital Improvement Program Budget designates funding for various infrastructure improvement projects. This is consistent with the City’s Strategic Goals to improve the quality of the City’s public infrastructure and to enhance the quality of life for our residents.
The Downtown Oakley renovation and improvement project on Main Street from Norcross Lane to 5th Street has been one of the most complex and important projects undertaken by the City of Oakley in recent years, and a key component for the growth and development of Downtown Oakley.
On October 23, 2018, the City Council awarded a design contract to BKF Engineers, Inc. for performing the design and the preparation of construction documents for the Downtown Gateway Plaza and Infrastructure Improvement Project. The design of this project has taken several years to complete due to the very involved design coordination efforts that were needed with the San Joaquin Joint Power Authorities who are designing the new Train Platform Station adjacent to the City’s project. The new Train Platform Station will be constructed in Downtown Oakley, just north of Main Street between 2nd Street and Norcross Lane.
The design of the Downtown Gateway Plaza and Infrastructure Improvement Project has been completed and bid documents have been prepared. The project went through a formal bidding process resulting in the successful selection of a construction contractor at a very competitive price.
STAFF REPORT
Approved and Forwarded to the City Council
98 In order to ensure consistency and quality control as the project moves forward into the construction phase, staff now proposes to amend the BKF Engineers, Inc. contract to include support for the construction phase of the project.
Construction Support Services are an important element in this large scale and highprofile project because of the complexity of the design and coordination work involved.
The following summary has been prepared to better understand the distribution of the work efforts for the construction of this project.
The key components of the construction for this project are:
• Day-to-day construction inspections: The City Engineering Inspector will monitor and inspect the contractor’s daily work; measure and document quantities of material used on the project and ensure compliance with the plans and specifications. • Coordination with the design team during construction: City Engineering staff will work closely with the contractor, downtown merchants, residents, and the design team to provide responses to inquiries and questions that may arise during the project’s construction. This is an important role, especially on this project with many detailed design elements.
• Construction Support Services: This work requires the project consultant to provide field survey staking, review of all shop drawings and various product submittals for the construction, provide design clarifications and information, and attend various meetings.
At the conclusion of the construction work, an as-built document for the project will also be prepared for the City by the design team.
BKF Engineers, Inc. will be assigned the task of providing Construction Support Services for this project along with their sub-consultants, as outlined in the attached proposal and scope of work. Staff recommends approval of the amendment to the BKF Engineers, Inc. contract to provide Construction Support Services in an amount not to exceed $123,134.
Consistency with the Oakley Strategic Plan 27+
This item is consistent with the Strategic Plan 27+ Community Health and Safety goals.
Fiscal Impact
The FY 2022/23 budget has allocated funding from the General Capital Projects fund, Measure J, and Gas Tax, which will fully fund the Construction Support Services of this project.
Staff Recommendation
Staff recommends that the City Council adopt the resolution approving the proposal with BKF Engineers, Inc. and amend the agreement for providing Construction Support Services associated with the Downtown Gateway Plaza and Infrastructure Improvement Project – Capital Improvement Project Number 205 and authorize the City Manager to sign the amendment to the agreement.
99 Attachments
1) Resolution
2) BKF Engineers, Inc. Construction Support Services Proposal 100
RESOLUTION NO.___-22
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY
AUTHORIZING THE CITY MANAGER TO SIGN AN AMENDMENT TO THE CONSULTING SERVICES AGREEMENT WITH BKF ENGINEERS, INC. FOR
CONSTRUCTION SUPPORT SERVICES FOR THE DOWNTOWN GATEWAY
PLAZA AND INFRASTRUCTURE IMPROVEMENT PROJECT – CAPITAL
IMPROVEMENT PROJECT NUMBER 205
WHEREAS, as part of the Fiscal Year 2022/23 Budget, the City of Oakley approved a 5-Year Capital improvement Program (CIP); and WHEREAS, BKF Engineers, Inc., was awarded the design contract by City Council on October 23, 2018; and
WHEREAS, the construction of CIP 205 is a complex process, and in order to ensure consistency and quality control as the project moves forward into the construction phase with its many components, Construction Support Services are needed from BKF Engineers, Inc; and
WHEREAS, as requested by the City, BKF Engineers, Inc., has submitted a proposal to provide Construction Support Services for the Downtown Gateway Plaza and Infrastructure Improvement for an amount not to exceed $123,134; and
NOW, THEREFORE, BE IT RESOLVED AND ORDERED, that the City Council of the City of Oakley hereby approves the proposal from BKF Engineers, Inc. for providing Construction Support Services for CIP No. 205 - Downtown Gateway Plaza and Infrastructure Improvement project for an amount not to exceed $123,134, in the form attached hereto as Exhibit A, and authorize the City Manager to execute the amendment to the original design agreement.
PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on the 8th of November 2022 by the following vote:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
APPROVED:
_______________________
ATTEST: Randy Pope, Mayor
______
Libby Vreonis, City Clerk Date
101
BKF ENGINEERS
4670 Willow Road, Suite 250, Pleasanton, CA 94588 | 925.396.7700 October 28, 2022
BKF No. C20181837-10
Kevin Rohani, PE
Public Works Director/City Engineer
City of Oakley
3231 Main Street
Oakley, CA 94561
Transmitted Via Email to [email protected]
Subject: CIP 205 – Downtown Gateway Plaza and Infrastructure Improvement Project Construction Support Services
Dear Mr. Rohani:
BKF Engineers welcomes the opportunity to submit this proposal and letter for construction support services for CIP 205 – Downtown Gateway Plaza and Infrastructure Improvement Project. From our coordination with City staff, we understand that BKF’s scope of work will include the following:
BKF Engineers (Civil, Grading, Drainage, Utilities):
BKF will provide construction support services to the City for civil, grading, drainage and utilities including:
1. Project management.
2. Respond to contractor submittals and Requests for Information (RFIs).
3. Review and incorporate modifications from platform coordination a. Including retaining wall/curb along the north edge of project.
4. Prepare change orders (up to 3 change orders) for changes to the design.
5. Attend up to 3 construction field meetings (includes punch list meeting).
Gates & Associates (Planting and Irrigation):
Gates & Associates will provide construction support services to the City for planting and irrigation including:
1. Respond to contractor submittals and RFIs.
2. Preparation of clarifications, drawings, coordination with Contractor and Design Team.
3. Prepare change orders (up to 2 change orders) for changes to the design.
4. Attend up to 2 site meetings to review site items during construction as needed.
AEC (Lighting and electrical/EV Charge Stations):
AEC will provide construction support services to the City for Lighting and Electrical/EV Charge Stations including:
1. Respond to electrical submittals and RFIs.
2. Coordination with PG&E and any change in the plans.
3. Prepare change orders (up to 2 change orders) for changes to the design.
4. Attend up to 2 site meetings to review site items during construction as needed.
102
October 28, 2022
BCA (Structures):
BCA will provide construction support services to the City for structures including:
1. Respond to contractor submittals and RFIs.
2. Prepare change orders (up to 2 change orders) for changes to the design. a. Including retaining wall/curb along the north edge of project based on the following assumptions:
i. There is no wall type change and the max design height is no taller than the current design.
ii. No design calculations will be required.
iii. Only minor edits to the specifications will be required. iv. Revised quantities will be prepared for the lengthened wall.
3. Attend one (1) site meeting to review site items during construction as needed.
BKF’s fee for these services is as follows:
BKF Engineers (Civil, Grading, Drainage, Utilities):
Construction Support Services (BKF) $71,134.00
Gates & Associates (Planting and Irrigation):
Construction Support Services (Gates) $15,000.00
AEC (Lighting and EV Charge Stations):
Construction Support Services (AEC) $15,000.00
BCA (Structures):
Construction Support Services (BCA) $21,000.00
Reimbursibles $1,000.00
Total $123,134.00
These services will be invoiced monthly on a time-and-expense basis per the 2022 BKF Engineers Professional Services Rate Schedule. Payment is due within 14 days of receipt of invoice by client. Work will be performed in accordance with the California Water Service Company Terms and Conditions.
BKF Engineers’ services are limited to those expressly set forth in this letter. It is understood that BKF will have no other obligations or responsibilities for the subject project except as provided herein or as otherwise agreed to in writing. For any additional services requested, we will prepare and submit a separate scope and fee prior to performing the work. Additional services will not be performed until formally authorized in writing (e.g. signed amendment, e-mail recognition) by client.
In providing services under this agreement, BKF shall perform in a manner consistent with that degree of care and skill ordinarily exercised by members of the same profession currently practicing under similar circumstances at the same time and in the same or similar locality.
This agreement may be terminated by either party at any time for any reason with 7 days written notice. If client elects to terminate this agreement before our services are complete, BKF will issue a final invoice proportional to the services which were provided up to the date which services were terminated and client agrees to pay said invoice within 14 days of receipt.
103
October 28, 2022
Thank you for the opportunity to present this proposal and letter agreement. We look forward to assisting in the construction of this project. Please contact the undersigned at 408.706.4036 or [email protected] if you have any questions. Otherwise, please sign below to authorize us to proceed.
Respectfully,
BKF Engineers, a California corporation
Marcelo Cosentino, PE, MBA
Associate
License No. C69063
Attachments:
1. BKF 2022 Rate Sheet
2. Fee Schedule
104
BKF ENGINEERS
BKF ENGINEERS
PROFESSIONAL SERVICES RATE SCHEDULE
EFFECTIVE MARCH 28, 2022
CLASSIFICATION HOURLY RATE
PROJECT MANAGEMENT
Principal/Vice President $272.00
Senior Associate/Vice President $244.00
Associate | Senior Project Manager | Senior Technical Manager $237.00 Project Manager | Technical Manager $231.00
Engineering Manager | Surveying Manager | Planning Manager $213.00
TECHNICAL STAFF
Senior Project Engineer | Senior Project Surveyor | Senior Project Planner $198.00 Project Engineer | Project Surveyor | Project Planner $174.00 Design Engineer | Staff Surveyor | Staff Planner $151.00 BIM Specialist I, II, III $151.00 - $174.00 - $198.00
Technician I, II, III, IV $144.00 - $153.00 - $168.00 - $181.00 Drafter I, II, III, IV $113.00 - $124.00 - $134.00 - $149.00 Engineering Assistant | Surveying Assistant | Planning Assistant $94.00
FIELD SURVEYING
Survey Party Chief $198.00
Instrument Person $170.00
Survey Chainperson $127.00
Utility Locator I, II, III, IV $103.00 - $146.00 - $175.00 - $199.00 Apprentice I, II, III, IV $78.00 - $105.00 - $116.00 - $123.00
CONSTRUCTION ADMINISTRATION
Senior Consultant $259.00
Senior Construction Administrator $225.00
Resident Engineer $167.00
Field Engineer I, II, III $151.00 - $174.00 - $198.00
FUNDING & GRANT MANAGEMENT
Director of Funding Strategies $198.00
Funding Strategies Manager $181.00
Funding/Research Analyst I, II, III, IV $124.00 - $144.00 - $153.00 - $168.00
PROJECT ADMINISTRATION
Project Coordinator $126.00
Senior Project Assistant $109.00
Project Assistant $96.00
Clerical | Administrative Assistant $81.00
Expert witness rates are available upon request.
Subject to the terms of a services agreement:
• Charges for outside services, equipment, materials, and facilities not furnished directly by BKF Engineers will be billed as reimbursable expenses at cost plus 10%. Such charges may include, but shall not be limited to: printing and reproduction services; shipping, delivery, and courier charges; subconsultant fees and expenses; agency fees; insurance; transportation on public carriers; meals and lodging; and consumable materials. • Allowable mileage will be charged at the prevailing IRS rate per mile. • Monthly invoices are due within 30 days from invoice date. Interest will be charged at 1.5% per month on past due accounts. • The rates shown are subject to periodic increases, including January 1st of each year. 105
10/28/2022
EST FEE
TASK SCOPE DESCRIPTION
PIC
(Gordon
Sweet)
PM
(Marcelo
Cosentino
Principal
(Davis Thresh)
QA/QC
(Carmelo
Cecilio)
Jeff Wang, PE
Andrew
Michel, PE
Chia Chi, PE
(Project
Manager)
Sr Project
Eng/Sur
Project
Eng/Sur
Design
Eng/Sur Tech IV 2-Man Survey Administrative Assistant Total Hrs $272.00 $237.00 $272.00 $237.00 $237.00 $231.00 $198.00 $174.00 $151.00 $181.00 $325.00 $81.00 Task 5
Construction Support 8 36 8 50 50 72 72 72 8 376 $ 71,134.00 Subtotals 36 8 - - 8 50 50 72 72 72 - 8 376 $ 71,134.00 PIC
(Gordon
Sweet)
PM
(Marcelo
Cosentino
Principal
(Davis Thresh)
QA/QC
(Carmelo
Cecilio)
Jeff Wang, PE
Andrew
Michel, PE
Chia Chi, PE
(Project
Manager)
Sr Project
Eng/Sur
Project
Eng/Sur
Design
Eng/Sur Tech IV 2-Man Survey
Administrative
Assistant Total Total Labor
Totals By Classifications 36 8 - - 8 50 50 72 72 72 - 8 376 Total Direct Labor $ 8,532.00 2,176.00 $ - $ - $ 1,896.00 $ 11,550.00 $ 9,900.00 $ 12,528.00 $ 10,872.00 $ 13,032.00 $ - $ 648.00 $ 71,134.00 $ Subconsultant
Gates + Associates (Landscaping) $ 15,000.00
AEC Engineers (Lighting/Electrical) $ 15,000.00
Biggs Cardosa and Associates (Structures) $ 21,000.00
Subconsultant Costs $ 51,000.00
Reimbursable
Printing, Deliver, Mileage, Postage, Parking $ 1,000.00 Reimbursable $ 1,000.00
PROJECT TOTAL $ 123,134.00
$ 71,134.00
City of Oakley
CIP 205
STAFF CATEGORY
Downtown Gateway Plaza and Infrastructure Improvement Project
CONSTRUCTION SUPPORT
BKF Engineers Oakley-205_ASR_03.xls
106
STAFF REPORT
Approved and Forwarded to the City Council
DATE: November 8, 2022
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director/City Engineer SUBJECT: Approval of Contract Amendment Number 1 with Park Engineering, Inc. for On-Call Consulting Services Related to Construction Management and Inspection Services for Fiscal Year 2022/23
Background and Analysis
On September 28, 2021, an agreement was executed between the City of Oakley and Park Engineering, Inc. for on-call consulting services related to construction management and inspection services for private development projects. The contract was limited to a not to exceed amount of $200,000 per fiscal year. The amount of construction work on private development projects in Oakley has continued to increase and staff has needed to increase the amount of work being performed by consultants to meet development project timelines. As a result, staff is requesting an increase of $150,000 in the contract amount for Fiscal Year (FY) 2022/23 to a total amount of $350,000.
Consistency with the Oakley Strategic Plan 27+
Consistency with the Oakley Strategic Plan for community health and safety by ensuring inspections with various projects are maintained to preserve safety for all.
Contracting inspection services also maintains a sustainable organization from the demand of varying schedules of multiple projects.
Fiscal Impact
Approval of the resolution will increase the not-to-exceed contract amount by $150,000 for FY 2022/23 for a total amount of $350,000. Inspection support services is funded through the various private development projects and no General Fund expenditures will pay for these services.
Staff Recommendation
Staff recommends that the City Council adopt the resolution amending the agreement with Park Engineering, Inc. and authorizing the City Manager to execute the agreement.
107
Attachments
1) Resolution
2) Amendment Agreement No. 1
108
Resolution No. __-22 Page 1
RESOLUTION NO. __-22
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY
APPROVING CONTRACT AMENDMENT NUMBER 1 TO THE AGREEMENT
WITH PARK ENGINEERING, INC. FOR CONSULTING SERVICES FOR
CONSTRUCTION MANAGEMENT AND INSPECTION SERVICES
WHEREAS, on September 28, 2021, the City executed an agreement with Park Engineering, Inc. for construction management and inspections services with the not to exceed amount of $200,000 per fiscal year; and WHEREAS, after review of the expenditures to date for Fiscal Year (FY) 2022/23 and projecting costs for these services for the remaining months of the fiscal year with the various private development projects slated to start construction; staff has determined that the original not to exceed amount of $200,000 is not sufficient to cover the necessary inspections for these projects; and
WHEREAS, staff is requesting an additional $150,000 be added to FY 2022/23 for a total amount of $350,000; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Oakley that Contract Amendment Number 1 with Park Engineering, Inc. is hereby approved. A copy of the Contract Amendment is attached hereto as Exhibit A.
PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on the 8th of November 2022 by the following vote:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
APPROVED:
_______________________
ATTEST: Randy Pope, Mayor
______
Libby Vreonis, City Clerk Date
109
AMENDMENT NUMBER 1 TO THE AGREEMENT BETWEEN THE CITY OF OAKLEY AND PARK ENGINEERING, INC. FOR ON-CALL SERVICES RELATED TO PRIVATE DEVELOPMENT PROJECTS CONSTRUCTON MANAGEMENT AND INSPECTION SERVICES FOR FISCAL YEAR 2022/23 This Amendment is entered into by and between the CITY OF OAKLEY, a municipal corporation (hereinafter referred to as “City”), and PARK ENGINEERING, INC., a California Corporation (hereinafter referred to as “Contractor”), effective as of the 8TH DAY OF NOVEMBER 2022.
RECITALS
A. On SEPTEMBER 28, 2021, City and Contractor executed an Agreement for on-call consulting services related to private development project construction management and inspection services (hereinafter referred to as the “Agreement”) in the amount of $200,000 per fiscal year; and,
B. City and Contractor now desire that the following amendment be made to the Contractor’s services: increase to the not-to-exceed contract amount from $200,000 per fiscal year to $350,000 for Fiscal Year 2022/23 to hereby be approved by the City Manager; and, C. Except as provided herein, all other terms and provisions of the Agreement shall remain in full force and effect.
AGREEMENT
IN WITNESS WHEREOF, the City of Oakley, a municipal corporation in the State of California, has authorized the execution of this Amendment in duplicate by its City Manager, Approved to as Form by the City Attorney and attested by its City Clerk as of the 8th day of November 2022, and the parties have caused this Amendment to be executed in duplicate.
City
City of Oakley, a municipal corporation
By:
Joshua McMurray, City Manager
ATTEST:
_______________________________________
Libby Vreonis, City Clerk
APPROVED AS TO FORM:
_______________________________________
Derek P. Cole, City Attorney
Contractor
Park Engineering, Inc., a California Corporation
By:
Jaemin Park, P.E., President/CEO
110
DATE: November 8, 2022
TO: City Council
FROM: Joshua McMurray, City Manager
SUBJECT: Strategic Plan SP 27+ Update
______________________________________________________________________ Background and Analysis
Since its incorporation, the City of Oakley has developed and operated under the direction of a Strategic Plan. A Strategic Plan guides governing bodies in making complex decisions, such as resource allocation, and sets the organization’s priorities and a path forward. Through a clear and compelling mission and vision and thoughtful, community-oriented values, goals, and objectives, it does this. Strategic Plans are a best practice in municipal organizations as they allow leadership to take a step back from day-to-day challenges and look at the big picture.
The City Council adopted the current Strategic Plan 27+ in April of this year and we have been working since that time to implement the goals and objectives of the plan.
With the plan encompassing a five-year period, some of the objectives have been completed while others are in various stages of work and there are some that we have not started work on.
Fiscal Impact
There is no fiscal impact associated with this update to the City Council.
Staff Recommendation
Staff recommends that the City Council accept the Strategic Plan SP 27+ Update.
Attachments
1. Strategic Plan Update Spreadsheet
STAFF REPORT
Approved and Forwarded to the City Council
111
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesA1 Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Strategically plan and pursue commerce that meets
the new service demands of local residents and
attracts customers as a destination (e.g., grocery
store, retail, entertainment, and light industrial near Amazon and on west end).
CDDED
BrentHarumi In progress This is an ongoing effort
A2
Community and
Economic Development
Goal
Strategic andThoughtful Growth
Strategically plan and pursue commerce that meets
the new service demands of local residents and
attracts customers as a destination (e.g., grocery
store, retail, entertainment, and light industrial near Amazon and on west end).
Attract businesses that create alternative revenue
sources to property tax through sales and business
taxes and employ our residents.
CDDED
BrentHarumi In progress This is an ongoing effort.
A3
Community andEconomic Development
Goal
Strategic andThoughtful Growth
Strategically plan and pursue commerce that meets
the new service demands of local residents and
attracts customers as a destination (e.g., grocery
store, retail, entertainment, and light industrial near Amazon and on west end).
Seek, in conjunction with the community,
sustainable economic opportunities to attract
businesses and create jobs, while being sensitive to
the types of businesses the community needs and
wants.
CDDED
BrentHarumi In progress This is an ongoing effort.
A4
Community andEconomic Development
Goal
Strategic and
Thoughtful Growth
Strategically plan and pursue commerce that meets
the new service demands of local residents and
attracts customers as a destination (e.g., grocery
store, retail, entertainment, and light industrial near Amazon and on west end).
Prioritize planning by targeting new
businesses that align with Oakley’s vision.
CDDED
BrentHarumi In progress
This is an ongoing effort. Staff
continues to meet with prospective
developers looking to locate in
proximity to the OLC.
A5
Community andEconomic DevelopmentGoal
Strategic and
Thoughtful Growth
Provide affordable housing sites that meet our
legislated Regional Housing Needs Allocation
(RHNA). CDD Ken In progress
Staff is currently working on the
Housing Element that includes an
Affordable Housing Overlay.
A6
Community andEconomic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future. CDD Ken In progress
Work Session with the City Council to
take place in January 2023.
A7
Community andEconomic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.
Encourage quality, sustainable growth‐‐ housingwith business and requisite road infrastructure and sidewalks to support pedestrian and bicyclist
movement
CDDPW
BrentKevin In progress
This effort is ongoing and we seek to
enhance road, bicycle & pedestrianaccess with each project, when feasible.
A8
Community and
Economic Development
Goal
Strategic andThoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.
Leverage the train platform that will offer
better access for Downtown programming
EDCDDPW
HarumiBrentKevin In progress
Staff continues to monitor the
progress of the platform and is mindful
of its opportunities when planning
development projects.
A9
Community andEconomic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.
Create better streetscapes that can
promote traffic calming PW Kevin In progress
PW is focusing on improving physical
infrastructure.
A10
Community andEconomic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.
Consider funding elements of the Downtown
Specific Plan with American Rescue Plan Act (ARPA)
monies
CDDED
BrentHarumi In progress
There are currently downtown‐focused
projects In progress utilizing ARPA
monies.
A11
Community andEconomic Development
Goal
Strategic andThoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.
Revitalize and draw people downtown to
live, work, and play
CDDED
BrentHarumi In progress
This is an ongoing effort. Staff
continues to meet with prospective
developers looking to locate in
proximity to the OLC.
112
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesA12 Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.
Revitalize and draw people downtown to
live, work, and play
Develop an expanded downtown with
additional buildings and mixed use. CDD Brent In progress Staff is studying the feasibility of a
Downtown Library and other
developments in the Downtown.
A13
Community andEconomic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.
Revitalize and draw people downtown to
live, work, and play
Consider a park, includingprogramming specific to Economic Development, from north 2nd Street
to Rose Ave
EDCDDPW
HarumiBrent
Kevin In progress
The new Downtown InfrastructureImprovement project will get underway in December and will
include new Gateway Plaza near 2nd
Street.
A14
Community andEconomic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.
Revitalize and draw people downtown to
live, work, and play
Develop or sell City‐owned properties
based on community benefit. CMO Josh In progress
This is an ongoing effort, actively trying
to dispose of 204 2nd Street.
A15
Community andEconomic Development
Goal
Strategic andThoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.
Revitalize and draw people downtown to
live, work, and play
Consider relocating the co‐hosted
City/ High School Library to a
downtown location that can be a
unifying location for Seniors, Youth,
Veterans, and possible satellite
location for County services.
CMOPWFINCDDPDREC
JoshKevinTimBrentChiefLindsey In progress
Cityhood Celebration transitioned into
SummerFest drawing people to
downtown specifically between
Vintage and O'Hara. Additional annual
programming has returned to draw
residents and visitors downtown
including Movie in the Plaza Series,
Concert in the Park, Heart of Oakley
and Harvest Festival.
A16
Community andEconomic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.
Revitalize and draw people downtown to
live, work, and play
Research rezoning of River Oaks
Crossing CDD Ken Work has not started.
A17
Community andEconomic Development
Goal
Strategic andThoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.
Develop a vital Shoreline Plan to attract both people
and commerce to our waterfront.
CDDED
HarumiBrent In progress
Ongoing effort, work on a tourism
focused program to kick of in 2023.
A18
Community andEconomic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.
Develop a vital Shoreline Plan to attract both people
and commerce to our waterfront.
Expand marina zoning: restaurants,recreational access, fishing tournaments, 55‐acre park
CDDED
HarumiBrent In progress
Zoning Text Amendments approved in
2022 to allow for more flexibility on
our shoreline.
A19
Community andEconomic DevelopmentGoal
Strategic andThoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.
Develop a vital Shoreline Plan to attract both people
and commerce to our waterfront.
Determine viable economic uses of
the Oakley shoreline and visit other
cities to see how they attracted
visitors as a destination (e.g., new
Science Center)
CDDED
HarumiBrent In progress
Zoning Text Amendments approved in
2022 to allow for more flexibility on
our shoreline.
A20
Community andEconomic Development
Goal
Strategic andThoughtful Growth
Plan and develop Cypress Corridor holistically with
improvements and commerce to service new
development to ease downtown traffic (e.g.,
grocery, restaurants).
EDCDDPW
HarumiBrentKevin In progress
The new Infrastructure Improvement
project on East Cypress Road will
include sidewalks, bike lanes, street
lights in addition to widening of the
roadway.
113
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesA21 Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Reinforce Planning Commission to understand
Oakley’s vision and encourage public engagement: CDD Brent In progress Staff continues to work with the
Planning Commission and has monthly
meetings to review projects and
engage in dialogue with the
Commission and Community.
Community andEconomic Development
Goal
Strategic and
Thoughtful Growth
Update zoning to promote single and
multi‐family housing, mixed use, light
industry, and commercial opportunities
and remaining residential opportunities.
Ensure that zoning considers potential
conflicts with adjacent properties that are
not compatible. CDD Brent In progress
We have been discussing 4 sensitive
uses for some time and will continue
to at the City Council's direction.
Community andEconomic DevelopmentGoal
Strategic and
Thoughtful Growth
Enforce codes consistently in all districts
to create consistent standard to code
enforcement by using a combination of
reactive and proactive code enforcement CDD Brent Ongoing effort Community andEconomic DevelopmentGoal
Strategic and
Thoughtful Growth
Maintain code enforcement officers
and provide proper training CDD Brent Ongoing effort
Training and ensuring our employees
are able to perform their jobs are
essential and constantly being
discussed.
Community andEconomic DevelopmentGoal
Strategic and
Thoughtful Growth
Encourage objective decision‐making
versus subjective decision‐making for
application approvals to meet Oakley’s
vision and economic goals by focusing on
formal plan and study outcomes CDD Brent Ongoing effort Community andEconomic Development
Goal
Strategic and
Thoughtful Growth
Require developer fees for proper
infrastructure (e.g., roads and parks) to
support development and growth.
CDDPW
BrentKevin Ongoing effort
Developer fees are paid before any
building permit is issued.
Community and
Economic DevelopmentGoal
Strategic andThoughtful Growth
Communicate and build consensus through the
results of the special studies that are commissioned
to provide for the feasibility of projects and engage
the public at the beginning of all projects to ensure
project delivery is not stunted or stopped without
defining success from all stakeholders.
CDDPW
BrentKevin Ongoing effort
A28
Community andEconomic DevelopmentGoal
Strategic andThoughtful Growth Enhance Environmental Stewardship
EDCDDPW
HarumiBrentKevin In progress
This work is being done through active
and upcoming projects. Environmental
review is part of all development
projects.
A29
Community andEconomic Development
Goal
Strategic andThoughtful Growth Enhance Environmental Stewardship Collaborate with the water and sewer
special districts to maximize the
distribution and use of recycled water
CDDPW
BrentKevin In progress
This is an ongoing effort that staff
works on with the special districts;
most recently at the Contra Costa
Logistics Center. We strive to engage
the Special District at the earliest
planning phases.
114
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesA30 Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth Enhance Environmental Stewardship
Explore and report on green energy
opportunities.
CDDPW
BrentKevin In progress
Staff continues to monitor
developments in green energytechnologies and advancements related to developments.
A31
Community and
Economic DevelopmentGoal
Strategic andThoughtful Growth Enhance Environmental Stewardship Solar at City facilities PW Kevin In progress The Solar Panels are being installed on
City Hall roofs and will be operational
by Spring 2023.
A32
Community andEconomic DevelopmentGoal
Strategic and
Thoughtful Growth Enhance Environmental Stewardship
Expansion of City's EV Charging
Program PW Kevin In progress
After the recent installation of EV
charging stations in downtown parking
lots, the next site that will receive EV
charging stations is the Recreation
Center.
A33
Community andEconomic DevelopmentGoal
Strategic and
Thoughtful Growth Enhance Environmental Stewardship
Remove the allowance for non‐drought tolerant
landscaping. CDD Brent Completed in September 22
A34
Community andEconomic DevelopmentGoal
Strategic and
Thoughtful Growth Enhance Environmental Stewardship
Ensure new residential construction meets adopted
standards for energy efficiency, including solar and
power storage. CDD Brent In progress
Staff reviews all permitted projects for
compliance with the California Energy
and Green Building Codes.
A35
Community andEconomic DevelopmentGoal
Strategic andThoughtful Growth Enhance Environmental Stewardship Implement energy, air quality, and greenhouse gas
emissions goals within the Oakley General Plan,
including the adoption and implementation of a
Climate Action Plan by 2025 that complies with State
greenhouse gas reduction targets.
CDDPW
BrentKevin In progress
Staff has budgeted funds to develop
and implement a Climate Action Plan.
Oakley General plan requires it to be
done by 2025.
A36
Community andEconomic Development
Goal
Strategic andThoughtful Growth
Complete a comprehensive update of the City’s
Zoning Code. CDD Brent Work has not started.
A37
Community andEconomic Development
Goal
Strategic andThoughtful Growth
Complete a comprehensive update of the City’s
Zoning Code.
Ensure consistency with current and future vision for
Oakley and the recently updated Oakley General
Plan. CDD Brent Ongoing effort.
Every entitlement project is reviewed
against the Oakley General Plan.
A39
Community andEconomic DevelopmentGoal Business‐Friendly Research other “like cities” to develop a Strategic
Business Outreach Plan. ED Harumi Ongoing effort.
Waiting for the completion of our
Economic Development WorkplanUpdate (initiated Winter 2022).
A40
Community andEconomic DevelopmentGoal Business‐Friendly Research other “like cities” to develop a Strategic
Business Outreach Plan.
Conduct a Stimulate Oakley Business analysis for
Oakley and compare to adjacent cities for
differentiators and opportunities. ED Harumi Ongoing effort.
Yiftee Gift card Program launched in
2022. Small Business Grant Program
being developed and will be ready in
2023.
A41
Community andEconomic Development
Goal Business‐Friendly
Research other “like cities” to develop a Strategic
Business Outreach Plan.
Develop a Business Vision for Oakley that will attract
and retain high‐quality, diverse commerce through
incentives for businesses including small businesses. ED Harumi Ongoing effort.
Waiting for the completion of our
Economic Development WorkplanUpdate (initiated Winter 2022).
A42
Community andEconomic Development
Goal Business‐Friendly
Research other “like cities” to develop a Strategic
Business Outreach Plan.
Develop a Property Utilization Plan on City‐owned
properties to maximize the City’s potential return on
investment ED Harumi Ongoing effort.
Effort to dispose of 204 2nd Street in
progress.
115
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesA43 Community and
Economic DevelopmentGoal Business‐Friendly
Bolster and support existing businesses through the
use of financial and funding incentives such as
business low‐interest loans, grant funding, ARPA
funding, and promote “buy local” incentives. ED Harumi Ongoing effort.
Yiftee Gift card Program launched in
2022. Small Business Grant Program
being developed and will be ready in
2023.
A44
Community andEconomic DevelopmentGoal Business‐Friendly Showcase businesses through active
engagement and outreach (e.g., social
media, storefronts images, local business
newsletter with coupon book included)
EDREC
HarumiLindsey In progress
Staff have worked to introduce a
vendor highlight, that highlights our
event vendors for all of our vendored
events. Additionally, Staff are currently
engaged in outreach for the 2023 Shop
Oakley Coupon Book. Staff have also
worked to heavy promote the Gift
Card Program as well as Digital
Marketplace.
A45
Community andEconomic DevelopmentGoal Business‐Friendly Continue to streamline business license fee/permits
FINPWCDD
TimKevinBrent In progress
I believe that this will be accomplished
primarily through the conversion to
Tyler Munis, which is likely to be
completed around 6/30/25.
A46
Community andEconomic DevelopmentGoal Local Employment
Beautify Oakley’s streetscapes, parks, and business
facades to attract and retain businesses and their
customers PW Kevin In progress This is an ongoing effort.
A47
Community andEconomic DevelopmentGoal Local Employment
Capitalize on Logistics Center and strategize with
developers and surrounding property owners to
create job opportunities.
CDDED
BrentHarumi In progress
This is an ongoing effort. Staff
continues to meet with prospective
developers looking to locate in
proximity to the OLC.
A48
Community andEconomic Development
Goal Local Employment
Create employer‐employee partnerships to reduce
State’s regulations on vehicle miles traveled (VMT)
and complement our existing housing (Logistics
Center development).
CDDED
BrentHarumi In progress Ongoing effort. y
B1
Community Health and
Safety Safe Streets
Create an Emergency Disaster & Response Plan
including resiliency resources. PD Chief In progress
Ongoing effort, consultant has been
brought aboard.
B2
Community Health and
Safety Safe Streets
Create an Emergency Disaster & Response Plan
including resiliency resources.
Develop a Communication Plan for emergency
responders, Public Works, the public, and other key
stakeholders. PD Chief In progress
Ongoing effort, consultant has been
brought aboard.
B3
Community Health and
Safety Safe Streets
Create an Emergency Disaster & Response Plan
including resiliency resources.
Provide and reinforce public and staff training
through regular community meetings. PD Chief In progress Ongoing effort, consultant has been
brought aboard.
B4
Community Health and
Safety Safe Streets
Create an Emergency Disaster & Response Plan
including resiliency resources.
Ensure resiliency to power outages
(traffic controls, cellular and broadband
backup, generators). PW Kevin In progress
City Hall Emergency Generator almost
complete and Rec Center Emergency
Generator to be installed in 2023.
B5
Community Health and
Safety Safe Streets
Create an Emergency Disaster & Response Plan
including resiliency resources.
Implement training, communicate broadly,
and seek grants for implementation PD Chief In progress Ongoing effort, consultant has been
brought aboard.
B6
Community Health and
Safety Safe Streets
Create an Emergency Disaster & Response Plan
including resiliency resources.
Modernize the Oakley Emergency
Operations Center (EOC). PD Chief In progress
Ongoing effort, consultant has been
brought aboard.
116
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesB7 Community Health and
Safety Safe Streets
Address streets and main arteries vulnerable to fire,
flood, and traffic hazards with improving
infrastructure and evacuation plans to provide for
safe passage for people including emergency
responders.
PDPWCMO
ChiefKevin Josh In progress
Ongoing effort. We have secured
MOU's with property owner, RD 2025
and RD 799 for the East Cypress
evacuation route.
B8
Community Health and
Safety Safe Streets Explore improving lighting for safety PW Kevin In progress We make improvements where we
can, based on projects and community
need.
B9
Community Health and
Safety Safe Streets Align police resources with City’s growth. PD Chief In progress Ongoing effort, hiring more personnel
on an ongoing basis.
B10
Community Health and
Safety Safe Streets Align police resources with City’s growth.
Develop and implement a staffing plan to
scale police personnel to City’s growing
safety needs.
PDHR
ChiefJeri In progress
Proposed PD model is set with a 40person department. Those bodies have to be hired and then further scale may
still need to occur to match the city
growth along E. Cypress. Looking into
hiring a marketing/recruitment
consultant to assist in these efforts.
Increase marketing with PORAC and
billboards, etc. Continue to expedite
and streamline the hiring process.
Once we are at full staff, we will look
to create a succession plan to ensure
that we are prepared for retirements,
etc.
B11
Community Health and
Safety Safe Streets Align police resources with City’s growth.
Streamline and civilianize where
appropriate (i.e., admin, budget/finance,
records, property, fleet management, etc.).
PDHR
ChiefJeri Complete
We have addressed Admin, budget,
records, evidence and fleet
management over the past year.
B12
Community Health and
Safety Safe Streets Align police resources with City’s growth. Improve and invest in technology. PD Chief In progress Dispatch/CAD/ARS systems arecurrently being researched.
B13
Community Health and
Safety Safe Streets Align police resources with City’s growth. Improve and invest in technology.
Map accident scenes to open roads
quicker PD Chief Complete Leica 3D scanner is online.
B14
Community Health and
Safety Safe Streets Align police resources with City’s growth. Improve and invest in technology.
Research red light cameras to
supplement sworn enforcement
officers. PD Chief Work has not started.
B15
Community Health and
Safety Safe Streets Align police resources with City’s growth. Improve and invest in technology.
Create a larger “cyber shield” over the
City via a robust camera program PD Chief In progress
Currently analyzing locations for
license plate readers (LPRs).
B16
Community Health and
Safety Safe Streets Align police resources with City’s growth.
Establish strong neighborhood watch
programs, including National NightOut, and maintain close communication between the neighborhoods, the City
Council, Oakley Police, and City Hall PD Chief In progress and ongoing 117
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesB17 Community Health and
Safety Safe Streets Align police resources with City’s growth.
Collaborate with neighboring agencies
to maximize efficiencies with shared
resources (e.g., equipment). PD Chief Complete
OPD shares traffic
enforcement/VSET/SWAT resourceswith/from other agencies B18
Community Health and
Safety Safe Streets Align police resources with City’s growth.
Expand the Citizen Emergency Response
Training (CERT) program. PD Chief In progress
We can invest more time as staffing
levels increase.
B19
Community Health and
Safety Safe Streets Align police resources with City’s growth.
Dedicate traffic enforcement team to
improve traffic safety PD Chief In progress
Waiting for staffing to bolster up in
order to establish a full
time/unmodified traffic unit.
B20
Community Health and
Safety Safe Streets
Prioritize road improvements and provide robust
enforcement to manage traffic, given accidents are
the #1 safety challenge. PD Chief In progress
Waiting for staffing to bolster up in
order to establish a full
time/unmodified traffic unit
B21
Community Health and
Safety Safe Streets
Prioritize road improvements and provide robust
enforcement to manage traffic, given accidents are
the #1 safety challenge.
Consider road improvements such as
delineators for areas where speed is an issue.
PDPW
ChiefKevin In progress
This is always monitored and has
already been implemented at some
intersections.
B22
Community Health and
Safety Safe Streets
Prioritize road improvements and provide robust
enforcement to manage traffic, given accidents are
the #1 safety challenge.
Implement traffic‐calming policy and
update to new practices for increased
traffic as Oakley grows.
PDPW
ChiefKevin In progress
We will continue to work wit our
residents to ensure our streets are
safe.
B23
Community Health and
Safety Safe Streets Promote Safe Pedestrian and Bike Routes. PD Chief In progress Education via bike rodeos.
B24
Community Health and
Safety Safe Streets Promote Safe Pedestrian and Bike Routes.
Collaborate with School Districts to apply
for State and Federal grants to create safer and
more accessible connectivity PD Chief In progress
We have recently hired a new grant
writing firm who can help us locate
grants, apply for and hopefully be
awarded funds.
B25
Community Health and
Safety Safe Streets Promote Safe Pedestrian and Bike Routes.
Improve trail connectivity to provide
pedestrians and cyclists safe passage. PW Kevin In progress This is an ongoing effort as new
projects get implemented.
B26
Community Health and
Safety
Safe and HealthyNeighborhoods
Rejuvenate our downtown and residential and
business developments to discourage blight through
beautification and development of standards for
commercial code enforcement
CDDED
BrentHarumi In progress
Standards need to be finalized and
presented to the City Council for
consideration.
B27
Community Health and
Safety
Safe and HealthyNeighborhoods
Promote community service opportunities to build
the community and beautify Oakley ALL Ongoing
This effort is ongoing and is the
responsibility of each Department
within City Hall. We are currently
trying to partner with Freedom High
School to provide internships for high
school students.
B28
Community Health and
Safety
Safe and HealthyNeighborhoods Implement Phase 2 of the Recreation Center
FINPWREC
TimKevinLindsey
This will be a project for the future,
when funding sources become
available.
We will work with our new grant
writers to seek grant funding
opportunities for this project.
118
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesB29 Community Health and
Safety
Safe and HealthyNeighborhoods
Connect and promote the County and
Non‐Governmental Organizations (NGOs)
resources available to assist our vulnerable
populations (e.g., unhoused persons, people seeking
mental health assistance, Veterans services).
CDDRECPDCMO
BrentLindseyChiefJosh Ongoing
The Recreation Division has begun to
list additional service phone numbers
inside the annual Recreation Guide as
well as updating various pages of the
website to reflect updated contact
information for local organizations.
B30
Community Health and
Safety
Safe and HealthyNeighborhoods
Connect and promote the County and
Non‐Governmental Organizations (NGOs)
resources available to assist our vulnerable
populations (e.g., unhoused persons, people seeking
mental health assistance, Veterans services).
Educate and promote use of 211 for
essential community services.
RECCMO
LindseyJosh Ongoing
In recognition of May as Mental Health
Awareness Month the Recreation
Division held a social media campaign
to highlight mental health resources
including 211 and other organizations.
Staff have also investigated the
possibility of additional mental health
training for our local residents.
B31
Community Health and
Safety
Safe and HealthyNeighborhoods
Connect and promote the County and
Non‐Governmental Organizations (NGOs)
resources available to assist our vulnerable
populations (e.g., unhoused persons, people seeking
mental health assistance, Veterans services).
Initiate and partner with other agencies to
create regional support to provide services
to help unhoused persons CMO Josh Work has not started
C1 Parks and Open Space
Parks and Public
Areas
Upgrade and develop parks and open space for
diverse interests and expanded underserved areas
to reinvigorate “play” in Oakley.
PWCDDREC
KevinBrentLindsey Ongoing
This is an ongoing effort and will be
implemented as funding sources get
secured
C2 Parks and Open Space
Parks and Public
Areas
Upgrade and develop parks and open space for
diverse interests and expanded underserved areas
to reinvigorate “play” in Oakley.
Envision a Downtown Park to attract
people downtown (e.g., new park parallel
to the railroad tracks with a museum and
bocce ball courts).
PWCDDREC
KevinBrentLindsey Ongoing
This is an ongoing effort and will be
implemented as funding sources get
secured
C3 Parks and Open Space
Parks and Public
Areas
Upgrade and develop parks and open space for
diverse interests and expanded underserved areas
to reinvigorate “play” in Oakley.
Envision, develop, and fund Oakley’s 55‐
Acre Regional Park and seek grant funding
that will compete at the State level.
PWCMOFIN
KevinJoshTim In progress
A new Master Planning process for this
park will get started in early 2023 and
will include participation from the
community and stakeholders to
Envision this future park.
C4 Parks and Open Space
Parks and Public
Areas
Upgrade and develop parks and open space for
diverse interests and expanded underserved areas
to reinvigorate “play” in Oakley.
Envision, develop, and fund Oakley’s 55‐Acre
Regional Park and seek grant funding that will
compete at the State level.
Include trail and waterway access to
attract outdoor sporting such as
hiking, kayaking, boating, and
recreational and sports fishing that
would serve as an amenity to draw
homeowners and sporting events
alike. PW Kevin In progress
A new Master Planning process for this
park will get started in early 2023 and
will include participation from the
community and stakeholders to
Envision this future park
119
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesC5 Parks and Open Space Parks and Public
Areas
Upgrade and develop parks and open space for
diverse interests and expanded underserved areas
to reinvigorate “play” in Oakley.
Create and maintain sporting fields (bocce,
baseball/softball, soccer, equestrian arena) and
provide shade, bathrooms, and lighting services. PW Kevin In progress This is an ongoing effort C6 Parks and Open Space
Programs andRecreation
Upgrade parks and open space to be accessible and
attract the many interests of our diverse residents
and visitors and provide access for all. PW Kevin In progress This is an ongoing effort C7 Parks and Open Space
Programs andRecreation
Upgrade parks and open space to be accessible and
attract the many interests of our diverse residents
and visitors and provide access for all.
Celebrate and promote our local history through
educational and enrichment opportunities and
consider work with historical society
RECED
LindseyHarumi In progress
East Contra Costa County Historical
Society was selected as a project to be
funded by the City ARPA Grant. They
have provided both City Hall and the
Recreation Center postcards that
highlight local history. ECCHS has also
been a part of local events that
promote our local history. Staff are
also coordinating for ECCHS to display
their banners inside the Recreation
Center and at other opportunities.
C8 Parks and Open Space
Programs andRecreation
Upgrade parks and open space to be accessible and
attract the many interests of our diverse residents
and visitors and provide access for all.
Complete Phase 2 of Oakley’s Recreation Center to
encourage indoor sports, Camp Room, and Teen
Room for classes
FINPWREC
TimKevinLindsey
This will be a project for the future,
when funding sources become
available.
We will work with our new grant
writers to seek grant funding
opportunities for this project.
C9 Parks and Open Space
Programs and
Recreation
Upgrade parks and open space to be accessible and
attract the many interests of our diverse residents
and visitors and provide access for all.
Continue to offer special events and streamline the
process for community groups to host events that
create a sense of Oakley community and showcase
the importance of families, youth, seniors, and
Veterans
RECPWCDD
LindseyKevinBrent In progress
Staff have resumed all special events,
and are expanding with the
introduction of Summer Fest, Jingle
Ball and more to come in the spring.
C10 Parks and Open Space
Programs and
Recreation
Upgrade parks and open space to be accessible and
attract the many interests of our diverse residents
and visitors and provide access for all.
Promote Oakley’s events and recreation and
differentiate our offerings from adjacent cities REC Lindsey In progress Staff have implemented various events
that surrounding communities are not
offering including an Oakley's Got
Talent Show, Summer Fest, Heart of
Oakley, and Oakley Science Week,
Food Truck Concert events. Staff
continue to look for ways to expand
and differentiae our programs like
Celebrate Oaktober.
D1
Community and
CollaborativePartnerships
CommunityOutreach and
Engagement
Focus on establishing community trust and public‐
private partnerships through positive dialog and
tangible outcomes. ALL Ongoing Ongoing effort.
120
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesD2 Community and
CollaborativePartnerships
CommunityOutreach and
Engagement
Focus on establishing community trust and public‐
private partnerships through positive dialog and
tangible outcomes.
Encourage community neighborhood involvement,
such as cleanup walks, that reinforce healthy
lifestyles and shared goals with Oakley Police,
Council, and City Hall. PD + Others Chief In progress
Staff have worked with the Youth
Council to host a community clean up,
as well as resumed our Community
Service Summer Camp that this
summer worked to clean up local parks
and trails. Staff also partnered with
MDRR to host community drop off
days at the Public Works Yard.
D3
Community andCollaborativePartnerships
Community
Outreach and
Engagement
Focus on establishing community trust and public‐
private partnerships through positive dialog and
tangible outcomes.
Create interactive face‐to‐face dialog as a
supplement to one‐sided social media
communication where full participation cannot be
facilitated due to Brown Act limitations. CMO Josh In progress CM's Office to institute a
Neighborhood Committee in 2023 to
help with various issues in the City.
D4
Community andCollaborativePartnerships
CommunityOutreach and
Engagement
Focus on establishing community trust and public‐
private partnerships through positive dialog and
tangible outcomes.
Promote City Council/Community
meetings through social media to
inform about agendas where public
can participate in person. CMO Josh Complete
D5
Community and
CollaborativePartnerships
CommunityOutreach and
Engagement
Focus on establishing community trust and public‐
private partnerships through positive dialog and
tangible outcomes.
Celebrate Oakley in demonstrating and
communicating our achievements in accomplishing
SP27+, community events, and activities that unite
us (e.g., Heart of Oakley, Harvest Festival, Christmas
Tree Lighting, Summerfest Celebration, etc.). ALL Ongoing D6
Community and
CollaborativePartnerships
CommunityOutreach and
Engagement
Focus on establishing community trust and public‐
private partnerships through positive dialog and
tangible outcomes.
Actively uphold Oakley’s Governance Guidelines &
Protocols Policy to encourage productive
partnerships, positive communication, andachievement of short‐ and long‐term goals. ALL Ongoing D7
Community and
CollaborativePartnerships
CommunityOutreach and
Engagement
Increase Oakley’s communication through outward‐
facing media, social media platforms, and website.
RECCMO
LindseyJosh In progress
Staff have continued to increase social
media positing, as well as website
postings. Some examples include
biweekly social media posts drawing
attention to current planning projects,
police activity, events and more.
D8
Community andCollaborative
Partnerships
CommunityOutreach and
Engagement
Increase Oakley’s communication through outward‐
facing media, social media platforms, and website.
Promote City Council agendas and decisions via
social media with updates on economic activity,
business growth, and community events CMO Josh Complete D9
Community and
CollaborativePartnerships
CommunityOutreach and
Engagement
Increase Oakley’s communication through outward‐
facing media, social media platforms, and website.
Communicate how Oakley is living its core values
and meeting its stated mission and vision (e.g.,
newspapers, electronic boards, website, newsletter,
social media).
CMOALL Josh Ongoing
D10
Community andCollaborativePartnerships
CommunityOutreach and
Engagement
Increase Oakley’s communication through outward‐
facing media, social media platforms, and website.
Modernize website to be user friendly, transparent,
functional, and reflective of the City’s vision.
RECCMO
LindseyJosh In progress New Website RFP to released in 2023. 121
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesD11 Community and
CollaborativePartnerships
CommunityOutreach and
Engagement
Communicate and uphold the City’s information
systems to reinforce transparency and access to
build trust.
CCFINCMOALL Ongoing
D12
Community and
CollaborativePartnerships
CollaborativePartnerships
Consider creating new partnerships that will involve
community participation (e.g., Park and Arts
Commission). CMO Josh In progress
CM's Office to institute a
Neighborhood Committee in 2023 to
help with various issues in the City.
D13
Community andCollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly CMO Josh Ongoing
Effort to stay in touch and
communicate with the Agencies and
Districts we do business with is
ongoing.
D14
Community andCollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly Diablo Water District CMO Josh Ongoing Effort to stay in touch and
communicate with the Agencies and
Districts we do business with is
ongoing.
D15
Community andCollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly Diablo Water District
Develop collaborative efficiencies to
serve our shared constituents CMO Josh Ongoing
Effort to stay in touch and
communicate with the Agencies and
Districts we do business with is
ongoing.
D16
Community andCollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly Ironhouse Sanitary District CMO Josh Ongoing Effort to stay in touch and
communicate with the Agencies and
Districts we do business with is
ongoing.
D17
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly Ironhouse Sanitary District
Consider opportunities for water
reuse (e.g., recycled and industrial
water). CMO Josh Ongoing
Effort to stay in touch and
communicate with the Agencies and
Districts we do business with is
ongoing.
D18
Community andCollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly Mt. Diablo Resource and Recovery (MDRR) CMO Josh Ongoing Effort to stay in touch and
communicate with the Agencies and
Districts we do business with is
ongoing.
D19
Community andCollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly CONFIRE CMO Josh Ongoing
Effort to stay in touch and
communicate with the Agencies and
Districts we do business with is
ongoing.
122
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesD20 Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly School District CMO Josh Ongoing Effort to stay in touch and
communicate with the Agencies and
Districts we do business with is
ongoing.
D21
Community andCollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly School District
Explore joint‐use opportunities to
optimally partner with elementary
and high school (e.g., satellite
classrooms and recreation, library). CMO Josh Ongoing
In September OUESD opened up
facilities to reservations and staff are
currently in the process of expanding
opportunities utilizing gym space. Staff
have also increased collaboration with
the Library through activities like
Youth Employment Workshop, and
Oaktober.
D22
Community andCollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly School District
Re‐visit agreements with shared
facilities and public access CMO Josh Task not started.
Expected to resume discussion with
the OUESD in early 2023.
D23
Community andCollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly County/Region/State CMO Josh Ongoing The CM meets monthly with the
General Manager's of the water andsewer districts. We have maintained communication with the CCCFPD since
the consolidation with ECCFPD.
D24
Community andCollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly County/Region/State
Encourage collaboration for public
safety and enforcement particularly
where there is multi‐jurisdictional
responsibility (e.g., fire, road access,
school sites).
CMOPD
JoshChief Ongoing
This effort is ongoing as we continue to
enhance our delivery of services.
D25
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly County/Region/State Discuss Regional Park interests. CMO Josh Ongoing CM recently met with the East Bay
Regional Park District General Manager
to discuss collaboration.
D26
Community andCollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly County/Region/State
Invite key electeds, Board
representatives, and others to speak
at Council meetings for outside
updates and perspective. CC Libby Ongoing
Diablo Water District‐ 5/10/22, Library‐
04/12/22, ECCFPD‐ 06/14/22, CCTA‐
07/12/22, ACOA‐08/09/22,
Mosquito/Vector‐03/22/22,
LUHSD/OUESD‐07/12/22, CCC Animal‐
08/09/22, BART‐07/13/21, Tri‐Delta‐
12/13/22
123
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesD27 Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly NGOs CMO Josh Ongoing See updates below D28
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly NGOs
Partner with Rotary, Friends of
Oakley, Kiwanis, Oakley Delta Lions
Club, Oakley Seniors Club, Veterans of
Oakley, Masonic Lodge and
Concordant Bodies, Friends of the
Oakley Library CMO Josh Ongoing
Staff released a request for proposals
earlier this year for the alcohol services
at specific City events as a fundraising
opportunity for local nonprofits. Staff
look to release the 2023 RFP in the first
quarter of the year and expand out
reach to get additional non‐profit
interest. Additionally staff have
continued to partner with the Oakley
Library with Oaktober and Youth
Employment Workshop. Staff have
outreached to all non‐profits with
business licenses and ARPA grant
recipients to have them fundraise
specifically at Jingle Ball.
D29
Community andCollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly NGOs Consider creating a Sister City ED Harumi Task has been discussed but not
started
We have explored the idea and had
preliminary discussions with the
Japanese consulate in San Francisco
D30
Community andCollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with local
Special Districts, Agencies, NGOs, and Commerce to
realize our responsibilities to deliver on the General
Plan and Specific Plan and where goals mutually
align and meet quarterly NGOs
Consider expanding outreach to NGOs
beyond our region CMO Josh Task not started yet
E1
Finance and Fiscal
Responsibility N/A
Communicate on financial updates
including financial health, priorities, and
unexpected expenditures. FIN Tim
In progress, with future improvements
expected
We started by reporting earlier to the
City Council regarding our estimated
results of FY 21/22. We have improved
the investment report, with PFM. We
will strive to make further
improvements in the Mid‐Year Budget
Review and additional quarterly
reporting. Extra focus will be placed on
monitoring revenue projections and
the potential impacts of a recession,
next year.
E2
Finance and Fiscal
Responsibility N/A
Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.
Provide training related to community
facility districts to educate the public
regarding the various types of
assessments, which are not all taxes
FINPW
KevinTim In progress
Item to be presented at a future City
Council meeting.
124
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesE3 Finance and Fiscal
Responsibility N/A
Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.
Educate Executive Leadership and Council
on annual budget through communication,
reporting, and training to create better
partnership on fiscal strategies. FIN Tim
In progress, with future improvements
expected.
We started by reporting earlier to the
City Council regarding our estimated
results of FY 21/22. We have improved
the investment report, with PFM. We
will strive to make further
improvements in the Mid‐Year Budget
Review and additional quarterly
reporting. Extra focus will be placed on
monitoring revenue projections and
the potential impacts of a recession,
next year.
E4
Finance and Fiscal
Responsibility N/A
Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.
Educate the community on large, planned
revenue expenditures and how surplus
monies will be invested or retained for long‐term
“rainy day” funds (budget process). FIN Tim Ongoing
The 30% Reserve Policy has been put
in place and given recognition through
the budget process. When the City's
Standard & Poors rating was improved,
that we publicized as well.
E5
Finance and Fiscal
Responsibility N/A
Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.
Partner with Special Districts and
agencies to realize economies of scale
and efficiencies. PW Kevin In progress
Engineering Team works with
neighboring agencies to take
advantage of bidding opportunities on
similar public projects.
E6
Finance and Fiscal
Responsibility N/A
Determine how the City will leverage its strong
financial position with development revenues and
ARPA Covid Relief money ($10M). ALL Tim In progress
This has clearly been a team effort and
much is yet to come as far as
determining how the full $10 million
of ARPA funds will be put to best use.
E7
Finance and Fiscal
Responsibility N/A
Determine how the City will leverage its strong
financial position with development revenues and
ARPA Covid Relief money ($10M).
Consider input by the community on how
funds should be prioritized.
FINCMO Tim Ongoing effort
We have considered input from the
Community for the first round of ARPA
funding.
E8
Finance and Fiscal
Responsibility N/A
Determine how the City will leverage its strong
financial position with development revenues and
ARPA Covid Relief money ($10M).
Implement technology upgrades to
improve transparency and public access to
City documents and remote transactions. FIN Tim In progress We have an agreement and statement
of work from Tyler Munis for our new
Enterprise Resource Planning system
to consider and to move forward with.
Implementation is likely to begin in July
of 2023.
E9
Finance and Fiscal
Responsibility N/A
Determine how the City will leverage its strong
financial position with development revenues and
ARPA Covid Relief money ($10M).
Make the most needed improvements
to streets, utilizing development’s
improvements, funds from the sale of
property, and other financing sources to
make improvements to the East Cypress
traffic flow situation, etc. CMO Josh Ongoing effort
We have made the East Cypress Road
improvements a high priority and are
working within our capacity and with
development partners to ensure the
improvements are constructed in a
timely manner.
E10
Finance and Fiscal
Responsibility N/A
Determine how the City will leverage its strong
financial position with development revenues and
ARPA Covid Relief money ($10M).
Complete a feasibility study pertaining
to broadband services and free Wi‐Fi
throughout the City ED Harumi Task not started
We have hired a consultant to assist us
with the RFP. That work will start in
2023.
125
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesE11 Finance and Fiscal
Responsibility N/A
Determine how the City will leverage its strong
financial position with development revenues and
ARPA Covid Relief money ($10M).
Provide one free session of City‐run
summer camp to Oakley residents. REC Lindsey Complete Offered in Summer 2022 E12
Finance and Fiscal
Responsibility N/A
Develop a sustainable financial plan that will identify opportunities for less dependency on property taxes
while maintaining the quality of life that residents
and businesses expect.
CDDED
BrentHarumi Ongoing effort
Business retention and expansion
efforts are currently being reviewed
with our Economic Development
Workplan update.
E13
Finance and Fiscal
Responsibility N/A
Develop a sustainable financial plan that will identify opportunities for less dependency on property taxes
while maintaining the quality of life that residents
and businesses expect.
Attract more businesses (commercial and
industrial) to increase Oakley’s per‐capita
Sales and Use Tax revenues. ED Harumi Ongoing effort
Business retention and expansion
efforts are currently being reviewed
with our Economic Development
Workplan update.
E14
Finance and Fiscal
Responsibility N/A
Develop a sustainable financial plan that will identify opportunities for less dependency on property taxes
while maintaining the quality of life that residents
and businesses expect.
Seek to supplement existing funding
sources with State and Federal grants for
special projects
CMOALL Josh In progress
We have hired a new grant writing and
lobbyist firm to assist with this effort.
E15
Finance and Fiscal
Responsibility N/A
Develop a sustainable financial plan that will identify opportunities for less dependency on property taxes
while maintaining the quality of life that residents
and businesses expect.
Consider the implementation of
an EIFD (enhanced infrastructure
financing district) to make infrastructure
improvements that will attract businesses
and generate revenue
FIN
CMO
TimKevin In progress
As we continue discussions with
consultants regarding the potential
development of a library and of
commercial and/or housing
developments, we will see if an EIFD
might be an option to consider. It has
not seemed to be the best option to
date, though.
E16
Finance and Fiscal
Responsibility N/A
Align infrastructure spending and long‐term growth
so we can plan beyond two years to improve streets
and parks and provide for long‐term maintenance PW Kevin In progress This is an on‐going effort E17
Finance and Fiscal
Responsibility N/A
Align infrastructure spending and long‐term growth
so we can plan beyond two years to improve streets
and parks and provide for long‐term maintenance
Create an internal services fund for
facilities maintenance and improvements. FIN Tim Not Yet In progress Finance will work with Public
Works/Engineering to make this
happen for the Fiscal Year 2023/2024
Budget.
E18
Finance and Fiscal
Responsibility N/A
Align infrastructure spending and long‐term growth
so we can plan beyond two years to improve streets
and parks and provide for long‐term maintenance
Establish a minimum baseline for General
Fund contributions for street maintenance
and improvements and include a growth
factor in the recurring operating transfers
budget each year. FIN Tim Complete Started with the FY 22/23 Budget.
E19
Finance and Fiscal
Responsibility N/A
Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:
FINALL Tim In progress
While some new software programs
have been added, most progress in this
area will take place with the Enterprise
Resource Planning conversion, which is
expected to being in July of 2023.
E20
Finance and Fiscal
Responsibility N/A
Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:
Service for public‐business license
applications/other applications FIN Tim In progress Same as above.
E21
Finance and Fiscal
Responsibility N/A
Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:
Financial modeling and finance/budget
balancing FIN Tim In progress
Most progress in this area will take
place with the ERP conversion, which is
expected to being in July of 2023.
126
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesE22 Finance and Fiscal
Responsibility N/A
Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve: Public safety and roads
PDPW
ChiefKevin Ongoing effort
Efforts are being made across the
board to increase traffic enforcement,
road design, City projects, etc….
E23
Finance and Fiscal
Responsibility N/A
Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:
Customer‐Friendly access to the City’s
financial reporting information and to
allow easier transactions without the need
for customers to come to City Hall
FINALL Tim In progress
Most progress in this area will take
place with the ERP conversion, which is
expected to being in July of 2023.
E24
Finance and Fiscal
Responsibility N/A
Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve: Infrastructure and asset management PWFIN
KevinTim In progress
Most progress in this area will take
place with the ERP conversion, which is
expected to being in July of 2023.
E25
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy FIN Tim Complete
E26
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Continue to receive third party
professional acknowledgment of our City’s
financial practices: FIN Tim Ongoing
E27
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Continue to receive third party
professional acknowledgment of our City’s
financial practices:
Continue to present, apply for, and
receive the Government Finance
Officers’ Association Award on the
City’s Annual Comprehensive
Financial Report FIN Tim Ongoing
The GFOA ACFR Award was received
for FY 20/21 ACFR and we are
currently having FY 21/22 ACFR
audited.
E28
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Continue to receive third party
professional acknowledgment of our City’s
financial practices:
Continue to apply for and receive
the California Society of Municipal
Financial Officers’ Operating BudgetExcellence Award. FIN Tim Ongoing Received the CSMFO Budget Award for
FY 21/22 and the FY 22/23 Budget is
being submitted for award.
E29
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Continue to update the Budget
Strategies and Financial Policies in the
City’s annual budgets. FIN Tim Ongoing This is reviewed annually.
E30
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Consider how to include performance audits in the
City’s budget to provide accountability for
performance and compliance FIN Tim Ongoing
We did implement performance
measures into the FY 22/23 Budget for
the first time. This will be refined in
future budgets, as well.
E31
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Maintain 10‐year budget forecast to be
updated with each annual budget FIN Tim Ongoing This is reviewed annually.
E32
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Establish a 30% General Fund Reserve
Policy to protect the City’s operations
from a sudden drop in property tax and
development‐related revenues FIN Tim Complete
E33
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Establish a formal policy for the restrictions
on and allowed uses of funds in the 30%
General Fund Reserve Policy FIN Tim Not Yet In progress It is likely that this will be completed in
conjunction with the FY 23/24 Budget.
E34
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Consider separating out the Capital
Improvement Project (CIP) budget from
the general operational budget. FIN Tim Complete Completed with the FY 22/23 Budget.
E35
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Consider separating out the Capital
Improvement Project (CIP) budget from
the general operational budget.
Itemize individual project line items
for Council consideration in addition
to aggregated projects. FIN Tim Complete Completed with the FY 22/23 Budget. 127
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesE36 Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Align Strategic Plan Goals and Objectives
into the annual budget document,
including performance measures FIN Tim Complete
Completed with the FY 22/23 Budget.Will be reviewed and improved on annually.
F1
SustainableOrganization N/A
Create a Recruitment and Retention Plan that will
hire and retain staff to serve Oakley’s growing
demands and sustain the level of service our
residents and businesses expect. HR Jeri Ongoing effort We are constantly looking to improve
on our process.
F2
SustainableOrganization N/A
Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of service
our residents and businesses expect.
Create a competitive compensation
package that is sustainable to attract and
retain our greatest assets – our people. HR Jeri Complete Completed with the adoption of the FY
22/23 Budget.
F3
SustainableOrganization N/A
Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of service
our residents and businesses expect.
Provide appropriate training and
professional development to keep up with
regulatory requirements and skill sets to
maintain the City ALL ALL Ongoing
Effort to ensure training for all
employees is ongoing.
F4
SustainableOrganization N/A
Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of service
our residents and businesses expect.
Properly staff our Police Department to
best protect and serve Oakley.
HRPD
JeriChief In Process
Once we are able to fill the open
positions we have, we will be better
able to determine what the true needs
are.
F5
SustainableOrganization N/A
Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of service
our residents and businesses expect.
Address staffing limitations by hiring,
contracting, or prioritizing programs, projects, and
initiatives to scale appropriately. ALL CMO Ongoing effort We continue to look at the needs of
the community and the services we
need to deliver on. Staffing and scaling
appropriately is all tied to our budget
and available resources.
F6
SustainableOrganization N/A
Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of service
our residents and businesses expect.
Base the City’s performance on execution
of SP27+ and other major initiatives. ALL CMO Ongoing effort F7
SustainableOrganization N/A
Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of service
our residents and businesses expect.
Encourage employee wellness by creating a safe and
healthy work environment, an Employee Assistance
Program (EAP), regular employee appreciation
events and team building, and the employee
wellness program. HR Jeri Complete
Hired Psych Law for PD and continue
to offer EAP for all others. Had our
wellness fair with almost 50
participants. Continue monthlywellness events, continue employeewelcoming and appreciation events F8
SustainableOrganization N/A
Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of service
our residents and businesses expect.
Rebuild and re‐energize staff by surveying all
employees to understand what would make Oakley
a great place to work (e.g., work life balance, work
from home schedule). HR Jeri In Process
Strategic plan had an employee
portion of the survey. Did OPEN
Enrollment survey, Employee Forumquestions etc. We will also be reaching out this year for input on job
descriptions
128
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesF9 SustainableOrganization N/A
Identify and invest in resources to execute
the City’s responsibilities. ALL Josh Ongoing effort
We continue to look at the needs of
the community and the services we
need to deliver on. Staffing and scaling
appropriately is all tied to our budget
and available resources.
F10
SustainableOrganization N/A
Identify and invest in resources to execute
the City’s responsibilities.
Invest in Electric Vehicle fleet, which would
require downtown charging stations.
FINPWPD
TimKevinChief Future Item
We will monitor availability of
incentives and seek grant funding
related to Electric Vehicles and related
infrastructure for charging Electric
Fleet vehicles.
F11
SustainableOrganization N/A
Identify and invest in resources to execute
the City’s responsibilities.
Upgrade IT services to include new
computer systems and more efficient
IT response to computer and technical
issues to ensure projects can be
delivered efficiently FIN Tim In progress
This is a ongoing discussion in City Hall
to ensure our Team has the resources
available to do their jobs to the highest
level.
F12
SustainableOrganization N/A
Identify and invest in resources to execute
the City’s responsibilities.
Consider fulfilling staffing and hiring
needs based on comprehensive StaffingPlan as aligned with SP27+ and other major initiatives. HR Jeri In progress
Once job description questionnaires
are complete, will do a look a the
future needs, not just for PD
F13
SustainableOrganization N/A
Identify and invest in resources to execute
the City’s responsibilities.
Consider fulfilling staffing and hiring
needs based on comprehensive StaffingPlan as aligned with SP27+ and other major initiatives.
Grant writer to identify State and
Federal grants to support Oakley CMO Josh In progress
We have hired a new grant writing and
lobbyist firm to assist with this effort.
F14
SustainableOrganization N/A
Identify and invest in resources to execute
the City’s responsibilities.
Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.
Parks & Recreation staff to keep up
with demands of new parks and
recreational programming
PWREC
KevinLindsey In progress
Staff have increased recreation classes,
and are working to introduce more as
the school facilities just became
available to reserve for the first time
since COVID shut downs. Staff are also
looking for additional community
partners and instructors.
F15
SustainableOrganization N/A
Identify and invest in resources to execute
the City’s responsibilities.
Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.
Public Works staff to keep up with
demands of new housing, parks and
infrastructure development and
maintenance. PW Kevin In progress This is an on‐going effort F16
SustainableOrganization N/A
Identify and invest in resources to execute
the City’s responsibilities.
Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.
Police to keep up with growing safety
needs PD Chief In progress
PD is constantly hiring (multiple
officers hired in 2022). The City
Council recently approved an incentive
program to help with hiring.
F17
SustainableOrganization N/A
Identify and invest in resources to execute
the City’s responsibilities.
Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives. Other needs as determined ALL ALL Ongoing Effort is also covered under other
goals.
129
Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead Status NotesF18 SustainableOrganization N/A
Create a City‐wide Succession Plan that anticipates
retirement, attrition, and promotions, and provides
opportunity for development and growth, to build a
well‐rounded team that is prepared to serve the City
now and well into its future.
HRALL Jeri In progress
Once job description questionnaires
are complete, will do a look a the
future needs, not just for PD
F19
SustainableOrganization N/A
Reinforce a safe and healthy work
environment to protect our employees and
minimize compensation claims.
HRPD
JeriChief In progress
We host multiple events for Staff
throughout the year to promote
wellness and a safe working
environment.
F21
SustainableOrganization N/A Establish trust in City Hall.
Reinforce the investment of our revitalized
staff and Council and create measurable
partnerships among the trio of Council,
staff, and the community to deliver on
Oakley’s co‐created SP27+. CMO Josh Ongoing effort
F22
SustainableOrganization N/A Establish trust in City Hall.
In order to recruit and retain staff,
Oakley must improve its public‐private
partnership and live its established values
to attract residents, businesses, and
employees alike. ALL ALL Ongoing effort
F23
SustainableOrganization N/A Establish trust in City Hall.
Reinforce Team Oakley: Council, staff, and the public
by celebrating successes and communicating
obstacles for full transparency to create a learning
environment. ALL ALL Ongoing effort
F24
SustainableOrganization N/A Establish trust in City Hall.
Inspire and encourage Oakley staff to
be visible and work with the community
at large. ALL ALL Ongoing effort
F25
SustainableOrganization N/A Establish trust in City Hall.
Acknowledge roles and responsibilities
per the City’s Governance Guidelines &
Protocols Policy Framework to guide the
execution of the Strategic Plan. ALL ALL Ongoing effort 130
STAFF REPORT
Approved and Forwarded to the City Council
DATE: November 8, 2022
TO: Joshua McMurray, City Manager
FROM: Derek P. Cole, City Attorney
SUBJECT: URGENCY ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
OAKLEY IMPOSING A MORATORIUM ON THE PERMITTING OF
DRIVE-THROUGH RESTAURANTS, CARWASHES, GAS
STATIONS, AND SELF-STORAGE FACILITIES WITHIN CITY LIMITS
TO ALLOW FOR EVALUATION OF THEIR LAND USE AND
ENVIRONMENTAL IMPACTS AND THE ENACTMENT OF FURTHER
AND APPROPRIATE REGULATIONS CONCERNING THE SAME
Background and Discussion
On September 28, 2022, during the future-agenda items portion of the City Council Meeting, two councilmembers requested that the City consider an agenda item concerning a moratorium on new special land uses associated with a zoning ordinance under recent consideration. These uses are for the drive-through restaurants, carwashes, gas stations , and self-storage facilities, which all have been the subject of several work-session meetings since 2021. At the September 28, 2022 City Council meeting, Staff was directed to present a proposed moratorium ordinance for consideration at a future Council meeting.
State law permits a city to adopt an interim ordinance that prohibits otherwise permitted uses when those uses conflict with potential land use proposals that the city is considering, studying, or intending to study within a reasonable time. These measures require a four-fifths vote of the city council. As part of the ordinance, the council must make a finding that there is a current and immediate threat to the public health, safety or welfare.
The proposed ordinance imposes an initial, 45-day moratorium on the four special land uses anywhere within the City. The 45-day limit of this ordinance is due to the specific requirements for “interim” or “urgency” zoning ordinances. Per Government Code section 65858, an urgency ordinance may only initially be enacted for a period of up to 45 days. The City Council thereafter may only extend the ordinance two additional times—first, for a period of 10 months and 15 days; 131
Subject: Urgency Ordinance – Special Land Uses
Date: November 8, 2022
Page: 2 of 3
and second, for a period of up to one year. In total, the urgency moratorium may last for two years.
As was explained during the City Council’s previous workshops, the Oakley Municipal Code currently addresses the special land uses in a general way, through the authority to issue conditional use permits. The proposed moratorium would be enacted on the basis that it would be necessary to suspend consideration of applications for such permits while the ordinance concerning the special land uses is being considered.
As drafted, the proposed ordinance would declare as the City Council’s findings that:
“A. Currently, the City regulates the Special Land Uses only generally, and the OMC does not provide for the focused, specific, and tailored regulation of such uses necessary to address the land use compatibility issues the City Council has identified through its efforts to date to study this subject.
B. Without the imposition of a temporary moratorium on the Special Land Uses, the City may be required to process applications for such development even though its existing regulations require updating based on study and analysis that results in recommendations of new standards and best practices for such uses.
C. There is a current and immediate threat to the public health, safety, and welfare of the City and its residents, thereby necessitating the immediate enactment of this urgency moratorium, in that the approval of any permits for the Special Land Uses in the City would be required to be processed under the City’s existing rules and procedures, which are general in nature, and do not provide for the specific regulations and performance measures that have been identified through the City’s study of the regulation of such land uses to date.
D. The adoption of this urgency moratorium is necessary to protect the City and its residents, businesses, and visitors from the potential impacts of incompatible land use and environmental impacts, particularly as concerns sensitive to residential and school uses, under current City regulations.
E. Imposition of the moratorium will allow the City sufficient time to conclude the preparation of a comprehensive ordinance for the regulation of the Special Land Uses moving forward. The absence of this urgency measure would create a serious threat to the orderly and effective implementation of any amendments to the OMC which may be adopted by the City Council as a result of studying this subject in that the approval of the Special Land Uses under the existing City rules and procedures may be in conflict with or frustrate the contemplated updates and revisions to the OMC.”
132
Subject: Urgency Ordinance – Special Land Uses
Date: November 8, 2022
Page: 3 of 3
If the Council enacts the proposed moratorium, then for so long as the ordinance is in effect, including through any extension, the City shall not receive, accept, process, or approve any application for any permit to allow any of the four special land uses, whether alone in scope or in combination with other uses either as part of a larger site or as a component of a mixed-use project.
As a condition for adoption of the proposed urgency ordinance, the City Manager, or designee, would be required to prepare a report describing the measures taken to alleviate the condition which led to adoption of the ordinance for presentation to the City Council no later than ten days prior to the expiration of the ordinance.
Recommendation
Staff recommends that the City Council consider the proposed urgency ordinance.
Should four-fifths of the City Council vote to enact the urgency ordinance, the ordinance would become effective immediately, for a period of 45 days unless extended.
If the Council approves the ordinance by this margin, it will need to give direction regarding the scheduling of any further meeting to continue the urgency ordinance beyond the initial 45-day period. The only remaining regularly scheduled meeting within this time period is the last meeting of the year on December 13.
Consistency with the Oakley Strategic Plan 27+
The proposed ordinance would further the Community Health and Safety goal in that it would be designed protect the city’s public and prioritize safe streets, healthy neighborhoods, and robust community resources to benefit its most valued assets—its people.
Attachment
1. Proposed Moratorium Ordinance Concerning Special Land Uses 133
Ordinance No. __-
22
ORDINANCE NO. __-22
AN URGENCY ORDINANCE OF THE CITY COUNCIL OF THE CITY OF OAKLEY
IMPOSING A MORATORIUM ON THE PERMITTING OF DRIVE-THROUGH
RESTAURANTS, CARWASHES, GAS STATIONS, AND SELF-STORAGE
FACILITIES WITHIN CITY LIMITS TO ALLOW FOR EVALUATION OF THEIR LAND
USE AND ENVIRONMENTAL IMPACTS AND THE ENACTMENT OF FURTHER
AND APPROPRIATE REGULATIONS CONCERNING THE SAME
WHEREAS, on April 13, 2021, during the discussion of a Zoning Code Update Work Session in which the City Council discussed a comprehensive Zoning Code Update that would likely follow adoption of the current Focused General Plan Update, the Council identified that an opportunity existed to conduct more specific updates for certain uses that may warrant immediate attention;
WHEREAS, as a result of the April 13, 2021 Work Session, the four land uses addressed in this Ordinance were further researched by Staff and brought back to the City Council at its July 13, 2021 meeting for a second, more focused Work Session; WHEREAS, after receiving a Staff presentation and holding discussions regarding each of the four special land uses, the City Council directed Staff to bring back ordinance language for consideration;
WHEREAS, on September 28, 2021, the City Council held a public hearing on a City-initiated request for approval of Zoning Ordinance Text Amendments to Article 12 of Chapter 1 of Title 9 of the Oakley Municipal Code (“OMC”), titled “Special Land Uses” (RZ 04-21);
WHEREAS, the proposed amendments consisted of adding four new subsections to address four special land uses as follows: Drive-Through Restaurants (proposed OMC Subsection 9.1.1236); Carwashes (proposed OMC Subsection 9.1.1238); Gas Stations (proposed OMC Subsection 9.1.1240); and Self-Storage (proposed OMC Subsection
9.1.1242) (collectively, “Special Land Uses”);
WHEREAS, after deliberations, no action was taken during the September 28, 2021 meeting and the City Council directed Staff to seek out additional information from stakeholders and provide more analysis on the impacts created by potential buffers and bring the matter back for additional consideration in a future work session setting; WHEREAS, on May 24, 2022, the City Council held a second Work Session to discuss the Special Land Uses, including draft performance and operational standards and establishment of potential buffers;
134
Ordinance No. __-
22
WHEREAS, the May 24, 2022 Work Session included a summary of feedback from commercial developers, brokers, and property owners and an analysis of potential required buffers between the Special Land Uses and uses such as residentially zoned land and public schools;
WHEREAS, as part of the May 24, 2022 Work Session, Staff gave a presentation that provided examples of how a 300-foot buffer from residential land and public schools would affect nearby commercially designated properties, and the manner in which some of those properties would be impacted;
WHEREAS, the City Council received feedback that led to a consensus that applications would be handled on a case-by-case basis, with the anticipation of additional standards in place (as a result of the proposed ordinance), and that the addition of a 300- foot buffer may be appropriate;
WHEREAS, at its September 13, 2022 meeting, the City Council considered the renewed first reading of an updated ordinance regulating the Special Land Uses, which included performance standards and measures responsive to the input it had received from the preceding workshops; and
WHEREAS, prior to the consideration of the first reading of the ordinance on September 13, 2022, the City Council received comments from a number of property owners and prospective applicants who could be affected by the provisions of the proposed ordinance; and
WHEREAS, to allow Staff further time to analysis the proposed ordinance in light of the comments received, the City Council continued the proposed ordinance for further analysis at its September 28, 2022 meeting; and
WHEREAS, at the September 28, 2022 City Council meeting, the Council received an update from Staff, which indicated it would require further analysis to consider the issues recently raised concerning the ordinance; and in response, the Council directed Staff to bring back the item as expeditiously as possible, but to bring forward for consideration a moratorium on the land uses to be addressed by the ordinance pending the consideration of the permanent new regulations under consideration; and WHEREAS, currently, OMC Section 9.1.1602 is the only City ordinance addressing the Special Land Uses in that it allows such uses to be instituted in qualifying zoning districts upon the issuance of a conditional use permit; WHEREAS, OMC Section 9.1.1602 allows for the issuance of conditional use permits based on factors that are general in nature, are applicable to numerous potential land uses, and do not specify performance measures and specific regulations related to the Special Land Uses;
135
Ordinance No. __-
22
WHEREAS, pursuant to the City of Oakley’s police power, the City Council of the City of Oakley has the authority to enact and enforce ordinances and regulations for the public peace, morals, and welfare of the City and its residents; and WHEREAS, California Government Code Section 65858 provides that, without following the procedures otherwise required prior to the adoption of a zoning ordinance and for the purpose of protecting the public safety, health and welfare, the City Council may adopt, as an urgency measure, an interim ordinance prohibiting any uses that may be in conflict with “a contemplated general plan, specific plan, or zoning proposal that the City Council, planning commission or the planning department is considering or studying or intends to study within a reasonable time”; and
WHEREAS, consistent with the above authority, and in response to conditions and evidence of which it has become aware through the workshops and meetings described above, the City Council desires to adopt a moratorium on the permitting of the Special Land Uses within city limits to allow for evaluation of whether the existing City regulation concerning such uses are sufficient to protect the public health, safety, and welfare, and to ensure adequate compatibility of such uses and their surrounding land uses, particularly on sensitive land uses such as residential neighborhoods and schools; and WHEREAS, for the reasons more fully described within, the City Council determines, by at least a four-fifths (4/5) vote, that this urgency ordinance is a matter of City-wide importance, is a reasonable and necessary measure designed for the immediate preservation and protection of the public health, safety, or welfare of the community; and is in accordance with the public purposes and provisions of applicable State and local laws and requirements.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF OAKLEY DOES ORDAIN AS FOLLOWS:
SECTION 1. MORATORIUM FINDINGS.
A. Currently, the City regulates the Special Land Uses only generally, and the OMC does not provide for the focused, specific, and tailored regulation of such uses necessary to address the land use compatibility issues the City Council has identified through its efforts to date to study this subject.
B. Without the imposition of a temporary moratorium on the Special Land Uses, the City may be required to process applications for such development even though its existing regulations require updating based on study and analysis that results in recommendations of new standards and best practices for such uses.
C. There is a current and immediate threat to the public health, safety, and 136
Ordinance No. __-
22
welfare of the City and its residents, thereby necessitating the immediate enactment of this urgency moratorium, in that the approval of any permits for the Special Land Uses in the City would be required to be processed under the City’s existing rules and procedures, which are general in nature, and do not provide for the specific regulations and performance measures that have been identified through the City’s study of the regulation of such land uses to date.
D. The adoption of this urgency moratorium is necessary to protect the City and its residents, businesses, and visitors from the potential impacts of incompatible land use and environmental impacts, particularly as concerns sensitive to residential and school uses, under current City regulations.
E. Imposition of the moratorium will allow the City sufficient time to conclude the preparation of a comprehensive ordinance for the regulation of the Special Land Uses moving forward. The absence of this urgency measure would create a serious threat to the orderly and effective implementation of any amendments to the OMC which may be adopted by the City Council as a result of studying this subject in that the approval of the Special Land Uses under the existing City rules and procedures may be in conflict with or frustrate the contemplated updates and revisions to the OMC.
SECTION 2. IMPOSITION OF MORATORIUM.
For so long as this Ordinance is in effect, including through any extension, the City shall not receive, accept, process, or approve any application for any conditional use permit concerning any Special Land Use, as identified above, whether alone in scope or in combination with other uses either as part of a larger site or as a component of a mixeduse project.
SECTION 3. CEQA FINDING.
The City Council determines that the provisions of this ordinance are exempt from the California Environmental Quality Act (“CEQA”) because the instant ordinance involves continuing administrative activities and thus is not a project, as CEQA defines, pursuant to Section 15378(b)(2) of the CEQA Guidelines. To the extent the adoption of this Ordinance constitutes a project, the City Council finds pursuant to CEQA Guideline Section 15061(b)(3) that the project is exempt from environmental review because it can be seen with certainty that the adoption of this urgency ordinance would not have any significant impact on the environment.
SECTION 4. REPORT.
The City Manager, or designee, is authorized and directed to prepare the report required by paragraph (d) of California Government Code Section 65858 describing the measures 137
Ordinance No. __-
22
taken to alleviate the condition which led to adoption of this Ordinance for presentation to the City Council no later than ten days prior to the expiration of this Ordinance.
SECTION 5. EFFECTIVE DATE; FOUR-FIFTHS VOTE REQUIRED.
This Ordinance shall become effective immediately upon adoption if adopted by at least a four-fifths (4/5) vote of the total members of the City Council and shall be in effect for forty-five (45) days from the date of adoption, unless extended by the City Council as provided in California Government Code Section 65858.
SECTION 6. PUBLICATION.
The City Clerk shall certify to the passage of this Ordinance and shall cause this Ordinance or a summary thereof to be printed once within fifteen (15) days after its adoption in a newspaper of general circulation, published and circulated in the City of Oakley.
PASSED, APPROVED, AND ADOPTED this 8th day of November 2022 by the following vote:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
APPROVED:
Randy Pope, Mayor
ATTEST:
____________________________ _________________
Libby Vreonis, City Clerk Date
138
STAFF REPORT
Approved and Forwarded to the City Council
DATE: November 8, 2022
TO: Mayor and Members of the City Council
FROM: Derek P. Cole, City Attorney
SUBJECT: Process for Review of City Manager Compensation Background
During my tenure as City Attorney, which began in 2010, the City Council has recognized that the Mayor and Vice Mayor act as a subcommittee of the Council for purposes of considering any adjustments to the City Manager’s compensation. This was the practice communicated to me by my predecessor, and it has been the practice that I have coordinated whenever the issue of compensation was considered.
The origin of this practice is a 2008 City Council resolution, a copy of which is attached.
By its terms, this resolution was only related to the City Manager’s review during that calendar year. To my knowledge, there were no similar resolutions for 2009 or any year thereafter. But the uncodified practice since that year has been to follow the subcommittee structure.
At a recent City Council meeting, councilmembers requested that the process for considering City Manager compensation issues be brought to the full Council for discussion and direction.
Discussion
Staff and I would appreciate receiving direction from the City Council on this subject.
One option would be to continue the existing practice of having the Mayor and Vice Mayor serve as a subcommittee concerning City Manager compensation issues. If that would be the pleasure of the Council, then I would prepare a similar resolution to the attached resolution for 2023 and any additional years the Council may specify.
Another option would be to keep the Council subcommittee structure, but to appoint different members than the Mayor and Vice Mayor. The Council also need not utilize a subcommittee for the negotiations. It may also appoint one of its members to serve as a negotiator on its behalf.
Attachments
1. City Council Resolution 115-08
139
140