Oakley City Council
January 10, 2023

The applicant scheduled a community workshop with the public that was held on December 8, 2022 from 5:00 P.M. to 6:00 P.M. at the Oakley Recreation Center.

The applicant mailed a flyer (attached) to current residents and owners for all properties located within 500 feet of the project boundaries, including those residents to the south in the City of Brentwood (per specific request by the Planning Commission).

Another comment/question brought up by the Planning Commission was whether the City could limit the maximum number of lots that could be created on the site in the event a General Plan Land Use is eventually amended, but the conceptual project is no longer pursued. Staff responded that this could be done in the same manner it was done for a project on Oakley Road where only a certain acreage of land was amended to a higher density so that when the total acreage and density is blended, the maximum number of units matched the number of units in the conceptual plan.

In the case of this project, the 9.97 acre site could be amended to redesignate 6.05 acres to RL and leave 3.92 acres as RV resulting in a maximum of 32 units to be added to the 7 units allowed on the smaller 3.04 acre RV-designated site along Brownstone Road for a total of 39 units.

Developer Hosted Community Work Shop
On December 8, 2022, the developer hosted a community workshop, per the Planning Commission’s recommendation. Approximately 10 members of the public were in attendance for the discussion and shared ideas for the conceptual project.

The developer provided copies of written comments received as well as a summary of the discussion. The following list of bullet items was provided by the developer and summarizes the main topics discussed at the meeting:
 Brownstone Road – Concerns with state of road and lack of pedestrian improvements. Statements made for no connections to Brownstone and if connection was to be made, commenters wanted the connection to be located at the far east boundary aligning with Price Lane and make a four way intersection (stop signs on all legs).
 Neroly Road – Concerns with current 500 foot dead end section of Neroly Road and the creation of a similar issue in the future if it were to be extended past the entrance to this conceptual subdivision. Statement made that people are currently using this dead end section as a drag strip.

Commenters would like to see area blocked off to avoid vehicular access to unconnected dead end section past the project entrance.  Silverspur Lane – Currently being used as cut through street between Brownstone Road and Neroly Road.
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Subject: 637 & 639 Brownstone Road Preliminary General Plan Amendment (PA 01-22) – Work Session Date: January 10, 2023

 Scabbard Way – Concerns with future connection and existing park at Sawgrass Way and Scabbard Way; mainly pedestrian interface.

Four written comments were submitted to the developer either during or before the meeting, and one of those was also sent to City Staff on the same day. One comment email came from a resident of Saddle Brook Way in the Riata Subdivision.

They were concerned about the vehicular connection to Riata and the additional traffic it would bring past the park. They proposed a solution to turn the connection into a greenspace EVA (“emergency vehicle access”) while still allowing pedestrian access. The email included a marked up site plan with notes on landscaping and sidewalks, a guardrail to block off the Neroly Road extension, and the comments related to the connection to Riata. Another resident submitted a comment asking for traffic calming on Neroly Road and another resident submitted an email to the developer and City in which they addressed the same issue of traffic calming and asked how to request speed humps on Neroly Road. The resident requesting speed humps on Neroly Road also included an aerial photo showing conceptual speed humps located just west of the Riata entrance and the conceptual project entrance off Neroly Road. A final written comment came from another resident expressing the need for another exit on Brownstone Road and that they were not certain why there were efforts to avoid Brownstone Road and instead use Neroly Road. Staff has included the four comments summarized above.

Analysis
Land Use and Potential Zoning
Requests for amendments to the underlying General Plan land use designation on a property should not be considered in a vacuum, or without consideration of not only surrounding uses or property, but their respective land use designations. The subject parcel at 9.97-acres under the RV designation would be allowed a maximum of 23 dwelling units. If designated RL, it would be allowed a maximum of 38 dwelling units.

Combined with the 3.04-acre parcel to the northwest, which will allow seven dwelling units, the entire site would allow 45 dwelling units. The applicant is requesting 39 total lots for a gross combined density of 3.0 dwelling units per gross acre, which would be six less than the potential maximum blended density would allow.

Making land use designation amendments resulting in inconsistencies with surrounding properties can create other land use conflicts in the areas of density, neighborhood character, and application of developments standards. In the case of this work session, RL would not match any of the adjacent surrounding property designations; however, the proposed conceptual site plan would provide for a residential neighborhood similar in density, layout, and lot size to the Riata Subdivision located directly to the west, which has a blended density made up of the same two land use designations (RV and RL). For the sake of comparison, Riata Subdivision has a gross density of 3.6 dwelling units per gross acre (87 units on 24 196
Subject: 637 & 639 Brownstone Road Preliminary General Plan Amendment (PA 01-22) – Work Session Date: January 10, 2023

acres). The conceptual project site plan has a gross density of 3.0 dwelling units per gross acre (39 units on 13 acres).

The conceptual plan presented to the City Council on August 10, 2021 has several differences to the one presented to the Planning Commission on November 1, 2022 and to the City Council tonight. Significant changes from the previous conceptual plan work session include no direct access to Brownstone Road, using Neroly Road as a main access, and reducing the total number of lots to reduce the density to be more consistent with the density of the adjacent subdivision. Based on the proposed conceptual site plan, the applicant took the feedback received from the City Council at the previous work session and redesigned the project accordingly. The applicant also took the feedback from the Planning Commission at its November 1, 2022 meeting and scheduled a community workshop and invited residents and property owners within 500-feet of the project boundaries.

Fiscal Impact
This project will not impact the General Fund. This is a developer-funded account. All Staff time and City of Oakley generated materials related to the processing of this application, including reproduction of physical copies and postage for public hearing notices, are charged to the account.

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

Attachments

1. Vicinity Map

2. Notice of Work Session

3. City of Oakley General Plan Land Use Map

4. Planning Commission Staff Report dated November 1, 2022 with Attachment 4

5. Planning Commission Draft Minutes from November 1, 2022

6. Applicant’s Community Workshop Flyer for December 8, 2022

7. Comments Submitted for Community Workshop on December 8, 2022

8. Applicant’s Conceptual Plans
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Vicinity Map
637 & 639 Brownstone Road Preliminary General Plan Amendment (PA 01-22) (APN: 034-170-006 and 034-170-007)
Main St.

Brownstone Rd.

Neroly Rd.

O’Hara Ave.
198
City of Oakley
3231 Main Street
Oakley, CA 94561
www.oakleyinfo.com

NOTICE OF WORK SESSION
NOTICE IS HEREBY GIVEN that on January 10, 2023 at 6:30 p.m., or as soon thereafter as the matter may be heard, the City Council of the City of Oakley will hold a Work Session at the Council Chambers located at 3231 Main Street, Oakley, CA 94561 for the purposes of considering the item as described below:

Project Name: 637 & 639 Brownstone Road Preliminary General Plan Amendment (PA 01-22).

Project Location: 637 and 639 Brownstone Road, Oakley, CA 94561. APNs: 034-170-006 and 007.

Applicant: Zachary Wright, Discovery Homes Holdings, Inc, 4021 Port Chicago Highway, Concord, CA 94520. [email protected]
Request: This is a work session on a request by Zachary Wright of Discovery Homes Holdings, Inc. (“Applicant”) to discuss the merits of a potential project to amend the General Plan Land Use Designation of an approximately 9.97-acre site from Residential Very Low (“RV”) to Residential Low (“RL”) for the purposes of applying for a Vesting Tentative Map to subdivide the entire site (apx. 13 acres) into 39 single family residential lots of minimum 8,000 square feet. The project site is located at 637 and 639 Brownstone Road and is zoned R-15 (Single-Family Residential) District. (APN: 034-170-006 and 034-170-007). This is an advisory hearing only.

How to Review: The Staff Report and its attachments will be available for public review on or before January 5, 2023 online at www.ci.oakley.ca.us/agendas-minutes-videos-archive/ by navigating to the January 10, 2023 City Council agenda and clicking the project title link.

Interested persons are invited to submit written comments prior to 5:00 P.M. the day of the hearing to Ken Strelo, Planning Manager Planner [email protected].

NOTICE IS ALSO GIVEN pursuant to Government Code Section 65009(b) that, if this matter is subsequently challenged in Court by you or others, you may be limited to raising only those issues you or someone else has raised at a Public Hearing described in this notice or in written correspondence delivered to the City of Oakley City Clerk at, or prior to, the Public Hearing. 199
City of Oakley
3231 Main Street
Oakley, CA 94561
This is a Notice of Work Session
200
UP RR
Jersey Island Rd
Delta Rd
Empire Ave
Neroly Rd
Sellers Ave
Rose Ave
Brown Rd
E Cypress Rd
UV160
MainSt
Main St
Tule Ln
Main St
Laurel Rd
W Cypress Rd
Vintage Pkwy
UV4
L vi eOakAve
E Cypress Rd
Oakley Rd
W alnut MeadowsDr
O'HaraAve
Gateway Rd
Malicoat Ave
TaylorRd
Neroly Rd
Knightsen Ave
Bethel Island Rd
SandmounBdlvd

AT & SF RR
Carpenter Rd
Brownstone Rd
Wilbur Ave
Wild Horse Rd

L E G E N D
Oakley City Limit
Oakley Sphere of Influence
Oakley Planning Area
Country Costa County Urban Limit Line
Agriculture
Agricultural Limited
Rural Residential
Residential Very Low
Residential Low
Residential Low/Medium
Residential Medium
Residential High
Residential Mobile Home
Commercial
Commercial Downtown
Commercial Recreation
Business Park
Light Industrial
Utility Energy
Public and Semi-Public
Delta Recreation
Parks and Recreation
Specific Plan
Sources: City of Oakley; Contra Costa County;
USGS National Map. Map date: March 31, 2022
Taylor Slough
Dutch Slough
Big Br e a k
San J o a qu in Ri v e r
Delta Cove
Contra Costa Canal
Contra Costa Canal
Marsh
Creek
Marsh
Creek
Summer
Lake
Land Use Diagram
Figure 2-2:
0 ½ 1
Miles
Z
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STAFF REPORT
Approved and Forwarded to the Planning Commission
DATE: November 1, 2022
TO: Joshua McMurray, City Manager
FROM: Kenneth Strelo, Planning Manager
SUBJECT: 637 & 639 Brownstone Road Preliminary General Plan Amendment (PA 01-22) – Work Session to discuss the merits of a potential project to amend the General Plan Land Use Designation of an approximately 9.97-acre site from
Residential Very Low (RV) to Residential Low (RL)
Summary
This is a work session on a request by Zachary Wright of Discovery Homes Holdings, Inc. (“Applicant”) to discuss the merits of a potential project to amend the General Plan Land Use Designation of an approximately 9.97-acre site from Residential Very Low (“RV”) to Residential Low (“RL”) for the purposes of applying for a Vesting Tentative Map to subdivide the entire site (apx. 13 acres) into 39 single family residential lots of minimum 8,000 square feet. The project site is located at 637 and 639 Brownstone Road and is zoned R-15 (Single-Family Residential) District. (APNs:
034-170-006 and 034-170-007).

Staff Recommendation
This is an advisory hearing only. There is no process to approve a project as a result of this work session. The Planning Commission may act in an advisory role to the City Council. Staff will include the Planning Commission’s consensus direction and minutes from this meeting to the City Council at a future work session.

Preliminary General Plan Amendment Process
The process of amending the City of Oakley 2020 General Plan (“General Plan”) is subject to California Government Code (“GC”) Sections 65350 – 65362, which apply to the preparation, adoption and amending of general plans and general plan elements. GC Section 65351 is written as follows:
“During the preparation or amendment of the general plan, the [City] shall provide opportunities for the involvement of citizens, California Native 202
Subject: 637 & 639 Brownstone Road Preliminary General Plan Amendment (PA 01-22) – Work Session Date: November 1, 2022

American Indian tribes, public agencies, public utility companies, and civic, education, and other community groups, through public hearings and any other means the planning agency deems appropriate.”
The application process for a General Plan Land Use Amendment can come with significant costs when factoring in Staff time involved in preparing documents, conducting analysis, holding non-public and public meetings, hiring consultants for technical and environmental studies and documents, and consulting with outside agencies. Since a General Plan Land Use Amendment is a legislative and discretionary action that sets the tone for all other land use decisions on a property, Staff encourages potential applicants to first file a Preliminary General Plan Amendment, or “PGPA”.

The purpose of the PGPA is to allow Staff to provide a brief description of the proposed amendment and provide a concept of the project as submitted by the applicant to the Planning Commission and City Council. The applicant is provided a chance to present the request, further describe the concept, and provide insight behind the request. Requiring a conceptual design, helps to prevent requests for land use amendments for the sole purpose of increasing allowable density and therefore property value.

Background and Project Description
Previous Work Session and Concept
These same two parcels were the subject of a previous Preliminary General Plan Amendment (PA 04-21) heard by the City Council as a work session item on August 10, 2021. That preliminary request also showed a land use designation amendment on only the larger of the two parcels, except where the current application conceptualizes a change from Residential Very Low (RV) to Residential Low (RL), the former conceptualized the same parcel changing to Residential Low/Medium (RLM). The main difference between RL and RLM is the former allows a maximum of 3.8 dwelling units per gross acre, and the latter allows a maximum of 5.5 dwelling units per gross acres, resulting in a difference of 1.7 dwelling units per gross acre and at 9.97 acres, a potential difference of 17 homes. The previous conceptual site plan combined the two parcels (apx. 13 acres) into 58 single-family residential lots, resulting in an average density of 4.46 dwelling units per acre. The current conceptual site plan combines the two parcels into 39 single-family residential lots, resulting in a combined density of 3.0 dwelling units per gross acre. Under the current General Plan Land Use Designations of RV, the maximum allowable number of lots on 13 acres would be 30 units.

Feedback from the City Council during the work session can be referenced in the attached City Council Minutes dated August 10, 2021. To summarize, the Council received comments from members of the public, and a short presentation from the applicant. After public comments and hearing from the applicant, the Council asked 203
Subject: 637 & 639 Brownstone Road Preliminary General Plan Amendment (PA 01-22) – Work Session Date: November 1, 2022

questions of the applicant and made comments to Staff related to existing traffic on Brownstone Road and the conceptual design not taking advantage of the nearby signalized Neroly Road (to O’Hara Avenue) to connect to the southern portion of the project. There were also comments related to the transition of density to neighboring parcels (some of which are still agricultural), and a desire to see the developer acquire the lot in the northwest portion of the site.

Land Use Designation (Existing and Proposed)
• Existing: Residential Very Low (“RV”) - The RV designation provides for traditional, large-lot single-family residential development, which maintains the low density typical of a large-lot suburban development. Primary land uses include detached single-family homes and accessory structures. Public and semi-public uses and similar and compatible uses are also allowed. • Proposed (for 9.97-acre parcel only): Residential Low (“RL”) - The RL designation provides for moderate density, single-family residential development. These neighborhoods will more closely resemble a typical suburban development with spacious yards and little resemblance to a rural neighborhood. Primary permitted land uses include detached single-family homes and accessory structures. Public and semi-public uses and similar and compatible uses are also allowed.

Existing Entitlements
There are no existing entitlements associated with 637 & 639 Brownstone Road.

Site Conditions and Surrounding Land Uses
The project site is made up of two parcels of approximately 13 acres. The parcels include a frontage of approximately 610 feet along Brownstone Road, a western property line shared with Riata Subdivision in Oakley, and a southern property line shared with a single family residential subdivision located in Brentwood. A vineyard with a single residence shares the parcel’s eastern property line.

Properties within Oakley’s land use control lie to the north, east, and west of the subject parcel. Developed and undeveloped properties that surround the parcel are all designated RV in the General Plan. Riata Subdivision also includes RL designated land further toward O’Hara Avenue. The nearest RLM designated parcel is over 400 feet to the east. The nearest undeveloped RL parcel is over 850 feet to the east. Nearly all nearby properties designated RV in the General Plan are zoned R-15 District, or AL (Limited Agriculture) District, as is the subject property. Riata Subdivision is zoned P-1 (Planned Unit Development) District. The RLM and RL designated properties to the east are zoned R-6 District and R-10 District, respectively.
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Subject: 637 & 639 Brownstone Road Preliminary General Plan Amendment(PA 01-22) –Work Session Date: November 1, 2022

Project Description
The applicant redesigned
the concept based on the
feedback from the previous
work session and submitted
a new application with the
Planning Division.

Conceptual plans for this
work session include a
master plotting plan with 39
lots consisting of 22 singlestory homes and 17 twostory homes. Home sizes range between 2,071 and 3,085 square feet of livable area. Lots are described as meeting an 8,000 square foot minimum size and meeting the development standards of the R-7 (Single Family Residential) District. The site plan is similar in design and lot size as the adjacent Riata Subdivision to the west.

Access to the site would
be from Neroly Road to
the south or through the
existing Riata
Subdivision to the west
through Scabbard Way,
which was planned to
continue to the east onto
this site (See inset).

There is no direct access
onto Brownstone Road.

The conceptual plan
does not show any
continuation further to
the properties located to
the east, but Neroly Road would be another option to gain access to those properties in the future.

Analysis
Land Use and Potential Zoning
Requests for amendments to the underlying General Plan land use designation on a property should not be considered in a vacuum, or without consideration of not only surrounding uses or property, but their respective land use designations. The subject parcel at 9.97-acres and designated RV would be allowed a maximum of 23 dwelling units. If designated RL, it would be allowed a maximum of 38 dwelling units. 205
Subject: 637 & 639 Brownstone Road Preliminary General Plan Amendment (PA 01-22) – Work Session Date: November 1, 2022

Combined with the 3.04-acre parcel to the northwest, the applicant is requesting 39 total lots for a gross combined density of 3.0 dwelling units per gross acre.

Making land use designation amendments resulting in inconsistencies with surrounding properties can create other land use conflicts in the areas of density, neighborhood character, and application of developments standards. In the case of this work session, RL would not match any of the adjacent surrounding property designations; however, the proposed conceptual site plan would provide for a residential neighborhood similar in density, layout, and lot size to the Riata Subdivision located directly to the west. For the sake of comparison, Riata Subdivision has a gross density of 3.6 dwelling units per gross acre (87 units on 24 acres). The conceptual project site plan has a gross density of 3.0 dwelling units per gross acre (39 units on 13 acres).

The conceptual plan presented to the City Council on August 10, 2021 and the one presented to the Planning Commission tonight have several differences. Significant changes from the previous conceptual plan session include no direct access to Brownstone Road, using Neroly Road as a main access, and reducing the total number of lots to reduce the density to be more consistent with the density of the adjacent subdivision. Based on the proposed conceptual site plan, the applicant took the feedback received from the City Council at the previous work session and redesigned the project accordingly.

Fiscal Impact
This project will not impact the General Fund. This is a developer-funded account. All Staff time and City of Oakley generated materials related to the processing of this application, including reproduction of physical copies and postage for public hearing notices, are charged to the account.

Recommendation
Staff recommends the Planning Commission provide the applicant and Staff with feedback regarding the Preliminary General Plan Amendment.

Attachments

1. Vicinity Map

2. Notice of Work Session

3. City of Oakley General Plan Land Use Map

4. City Council Minutes from August 10, 2021 (Excerpt of Related Item)

5. Applicant’s Conceptual Plans
206
Minutes of the 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 held
August 10, 2021
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/Oakley Public Financing Authority
Vice 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. Councilmembers George Fuller, Aaron Meadows and Anissa Williams were also present. Vice Mayor Pope announced Mayor Sue Higgins was under the weather and therefore absent.

1.2 Pledge of Allegiance to the Flag (Mayor Higgins)
Vice Mayor Pope led the Pledge of Allegiance to the Flag.

1.3 Introduction of Police Canine Harkon and Handler Tyler Radcliffe (Dean Capelletti, Chief of Police)
Chief of Police Dean Capelletti introduced Officer Radcliff and Police Canine Harkon.

Vice Mayor Pope welcomed them and commented he looks forward to many years of faithful service.

1.4 Introduction of newly promoted Police Sergeants Brian Foreman and Kevin Morris (Dean Capelletti, Chief of Police)
Chief of Police Dean Capelletti introduced newly promoted Police Sergeants Brian Foreman and Kevin Morris.
2) PUBLIC COMMENTS
Vice Mayor Pope discussed how to make a public comment and professional decorum for meetings..

Paul Seger commented as a public citizen. He mentioned there have been unusual circumstances over the past year, lessons have been learned, and new technologies created.

He mentioned he finds it unacceptable that the City is mandating attendance in person for public comments and he would appreciate if at least one person could take a stand and offer public comments by phone or other method. He commented he doesn’t understand how taxpayer dollars are not enough to give residents an opportunity to comment from home or in the Chambers, especially with new strains of COVID. He mentioned he knows other districts in the 207
see horse corrals and the applicant is proposing to put 59-61 units where before it was 34. He mentioned he would be open to a transition or some presentation about how this will be a jewel to the City, but he didn’t hear it tonight and is not interested in entertaining it. He added that the approved map is now at a lower density so they are stuck with it but he doesn’t want flag lots in the future.

Councilmember Fuller agreed with Vice Mayor Pope. He shared there are open places there with horses and vineyards. He shared coming from Southern California, in places like Cerritos and Chino, high density come in and they complain about smell and flies, etc. He mentioned people are currently there for the acreage. He commented he does not know how that will continue to go, but this pushes it too much.

Mr. Strelo commented that it sounds like the Council is not interested in a General Plan amendment on this site.

7.2 637 Brownstone Road Preliminary General Plan Amendment (PA 04-21) – Work Session to discuss the merits of a potential project to amend the General Plan Land Use Designation of an approximately 9.97-acre site from Single Family Residential, Low Density (“SL”) to Single Family Residential, High Density (“SH”) (Ken Strelo, Principal Planner)
Mr. Strelo presented the staff report. He mentioned since the application was submitted, the applicant would be interested in purchasing the missing puzzle piece so the development would include that piece.

Councilmember Meadows inquired about the medium density.

Mr. Strelo responded single-family medium density is 3.8, low is 3.3 and 3.5 is high.

Public comments were submitted by Leonard Price, Warren Ganda, James and Lisa Drummond, Celine Damonte, Rebecca Mears, Jeff Robinson and Lucy Wetzel.

Leonard Price submitted written comment expressing concern regarding changing zoning to high density with small roads and limited parking. He explained traffic is already bad on Brownstone with a 40 mph speed limit and high school students walking on the side of the road to stay away from cars. He mentioned this type of housing does not fit into the neighborhood and is not the kind of development Oakley needs.

Warren Ganda submitted written comment asking the Council to consider how the proposed development may impact water with the current drought, electricity with PG&E requesting limited usage, traffic and safety, unsustainable growth, rental usage, and property taxes. He requested the Council deny the application to rezone to higher density and deny the permit to build until resources to support the growth are sustainable.

James and Lisa Drummond submitted written comment expressing concern regarding the proposed amendment for high density and requested the Council consider keeping the current zoning plan and any subdivision consistent with the existing neighborhood. They also expressed concern regarding traffic and safety.

Celine Damonte submitted written comment expressing concern regarding resources and sustainability of growth in Oakley, including water and power for both old and new homes. She 208
encouraged the City to consider working with homeowners for drought-resistant landscaping and solar. She requested the Council consider having enough resources in the City for existing residents before considering adding neighborhoods and if this project is considered, to have it remain lower density as fewer homes is better for everyone.

Rebecca Mears submitted written comment expressing opposition to the project because the road infrastructure cannot handle it. She explained the speed limit was raised at objection by neighbors, there is nowhere to widen the road, there is no signal at Brownstone and O’Hara or Main and Brownstone, there are no sidewalks, the road is already super dangerous where children and other residents travel by foot and the stop sign is frequently ran. She mentioned there is already so much being built and the City’s roads and resources cannot handle the additional homes and traffic. She encouraged more businesses and stores to help the City grow, not packing in houses, gas stations and storage units.

Jeff Robinson submitted written comment expressing concern regarding the proposed high density as Brownstone already has issues with traffic, speeding and pedestrian safety. He mentioned he and neighbors have been addressing these concerns with the City for years and increasing homes will exasperate the problem. He mentioned he is not opposed to the builder providing homes in Oakley, but it can be accomplished with the allotment of 40 single family homes.

Lucy Wetzel submitted written comment advising to keep Oakley an agricultural city with wineries and restaurants and not overcrowd it with houses, especially when more schools, stores and restaurants are needed.

Vice Mayor Pope called upon Marilyn Tiernan to speak.

Marilyn Teirnan commented she has lived on Brownstone Road for 35 years where they have built a house, barn and pool and have spent a lot of money on their property. She indicated she knows development is expected but didn’t anticipate high density. She shared her neighbors are involved but couldn’t make it and thought they could call in. She mentioned they received notice on the 5th from Discovery Builders in an envelope with City of Oakley letterhead, but many neighbors didn’t receive notice, including a neighbor who owns 3 homes on the road. She mentioned the ecosystem in Oakley is of concern. She commented that Brownstone has problems with traffic and there have been promises for road improvements; she could care less about pothole because they might slow people down, but what concerns her is there are children walking and baby buggies going up and down that road, and with more traffic, it will be disastrous. She mentioned higher density will reduce property values. She mentioned they have a large property and have gone without cable, city water, and sewer forever and are fine with that, but won’t be fine with higher density development. She commented the developer is pushing his way through. She encouraged the Council to look at the plethora of issues this is going to cause.

Jeff Robison commented he lives on Brownstone and moved there because it was country before the subdivision across the street. He mentioned traffic is unbearable and even putting 40 houses on that lot would in his opinion, add another 120 cars with traffic going in and out. He mentioned he can’t get out of his driveway now without almost getting hit. He shared he has spoken with spoke with Mr. Rohani and the former Police Chief and has pictures on his phone of people nearly dying from the traffic in front of his house. He mentioned he is passionate about this and has tried everything he can to get traffic to slow down and has almost given up on it. He shared his neighbors want to live in the country and have a little space, but with this 209
development, space would be condensed tremendously. He asked the Council how many houses can be provided water in the near future with the drought and to consider more houses on this property would be hindering the problem, not helping. He commented he doesn’t mind people making money and shared he is a quasi-developer himself; people should be able to make money and properties are very expensive. He shared the 3-acre property adjacent to this went from asking $600k to $1.3 million. He condensing housing creates issues with traffic, parking and RV parking.

The applicant, Michael Ghiorso with Discovery Builders, commented he understands the concerns mentioned and mentioned they are developing it with the types of homes they offer which creates value for everyone in the area, including the houses surrounding it. He shared they are trying to provide amenities, but the infrastructure is very expensive and at the south end of the lot they would lose 60 feet. He mentioned the same for the Brownstone infrastructure; by increasing the road and creating a better roadway, with more families, maybe there would be less racing and other issues as it would send bigger message. He mentioned everyone makes money in their careers and they are faced with tremendous increases of costs of supplies to build homes and the timing to get it all plays into the value. He mentioned Oakley is in growth mode; there are families who want to live in the area and these houses can accommodate families with quality features, amenities, and backyards to meet needs of everyone. He commented that by increasing the size of lots, it increases the home price substantially and then it may become unaffordable, therefore, if the Council wants families to stay in Oakley, there needs to be an opportunity to buy a house at a price that makes sense. He shared they are trying to build communities that are appealing and reasonable. He mentioned with larger lot sizes there is more landscape to maintain and they are hearing from buyers that they don’t want big lots to landscape and maintain every weekend. He explained they are trying to take that vision into focus for everyone; they are not trying to take from people, but to give to people and provide growth. He mentioned there is longevity of living in the area and young people want that opportunity also. He expressed he believes they deliver good square footage range and amenities. He shared he doesn’t understand how the homes would decrease value as they increase the value of the community as a whole. He commented that many communities are fighting for the opportunity to keep people in their community; i.e., Solano County, and they are trying to produce something that makes sense for everyone.

Councilmember Meadows inquired about their pro forma price point per house.

Mr. Ghiorso responded the homes will range from the $700ks to $1 million.

Councilmember Meadows inquired if they looked at single-family medium density in that area.

Mr. Ghiorso responded that they looked at it, but when they perform a cost calculation for infrastructure; it is difficult to build an affordable home; if the price jumps up, they may not have enough buyers in that range.

Councilmember Meadows inquired if they can sell a million dollar home there.

Mr. Ghiorso responded there are many million dollar homes out there, but they will have a lower cost option.

Councilmember Meadows inquired why there is no connection to Neroly Road which will funnel all of the traffic to Brownstone.
210
Mr. Ghiorso responded they are extending the road to the property line.

Councilmember Meadows inquired if they are extending it, but not connecting it.

Mr. Ghiorso confirmed they are extending the road.

Councilmember Meadows commented that all traffic funnels back to Brownstone.

Mr. Ghiorso acknowledged that and explained they will widen Brownstone.

Councilmember Meadows commented that the proposed map would mean all traffic is dumping onto Brownstone because the project does not connect to Neroly Road.

Mr. Ghiorso responded that is correct. He mentioned there is a detention basin which drains back toward the development already there and at the corner of Neroly Road; they put a C3 detention basin to deal with it.

Councilmember Williams commented she has heard a couple of different things: 1) affordable housing, but million dollar homes are not affordable, and if a buyer pays that much, they want a bigger lot size, and 2) she is all for higher density if it provides a benefit to the community as is affordable, but $700k-$1 million dollar homes are not affordable and traffic is horrible on that road. She expressed she doesn’t understand how the road can be widened.

Mr. Ghiorso commented on the back end of the community there is a possibility to have an outlet onto Neroly they can look at.

Councilmember Fuller commented he has the same objection here as with the other project in that the development is coming into high density right in the middle of single-family low density and there is no consideration of medium density. He mentioned high density is being proposed into a rural area of people who already have land and want to take care of it; if high density is brought right in the middle, it changes the whole flavor of the area in his mind.

Vice Mayor Pope commented that Councilmember Meadows brought up a good issue, He mentioned Neroly Road is signalized and better suited to handle traffic for any project approved here. He mentioned home owners would have to drive to Riata Park to Silver Spur to connect.

He shared he has the same comment as before; this is jumping from low to high density with no transition. He inquired what Brentwood’s plan is; it looks like low or very low; it is separated by Neroly, but still part of the neighborhood. He mentioned if they were able to get the remainder parcel, otherwise they will have agricultural uses on both sides; there is no transition. He commented that the purpose of zoning is to reduce adjacent uses and development will help, but it is piecemeal; part of the road is developed; it is already like that on Brownstone. He responded to the comment about drought landscaping and power in California and the developer must meet those requirements in California before houses are built. He mentioned this would be changing the existing condition since the City incorporated and he doesn’t see a strong argument for it, rather he sees a lot of argument against it and wouldn’t be in favor of entertaining it.
211
8) CLOSED SESSION
Vice Mayor Randy Pope announced the Closed Session item.

8.1 PUBLIC EMPLOYEE APPOINTMENT
Title: City Manager
There was no report out of Closed Session.
9) ADJOURN
There being no further business, the meeting was adjourned at 10:40 p.m.

Respectively Submitted,
Libby Vreonis
City Clerk
212
[DRAFT]
Minutes of the Oakley Planning Commission Meeting
held November 1, 2022
1) OPENING MATTERS

1.1 Call to Order and Roll Call of the Oakley Planning Commission Chair Shannon Shaw called the meeting to order at 6:30 p.m. in the Oakley City Council Chambers located at 3231 Main Street, Oakley, California. Commissioners Diego Verduzco, Leonard Price and Hugh Henderson were also in attendance. Chair Shaw announced Vice Chair Oleksii Chuiko was absent.

1.2 Pledge of Allegiance to the Flag
Commissioner Verduzco led the Pledge of Allegiance to the Flag. 2) PUBLIC COMMENTS
None.
3) CONSENT CALENDAR

3.1 Approve Minutes from the Planning Commission Meeting held September 6, 2022 (Libby Vreonis, City Clerk)
No public comments were submitted.

It was moved by Commissioner Verduzco and seconded by Commissioner Henderson to approve the minutes as presented. Motion was unanimous and so ordered. (4-0) 4) PUBLIC HEARINGS
None.
5) REGULAR CALENDAR
None.
6) REPORTS

6.1 Reports from Staff Members
Planning Manager Ken Strelo reported that City staff and its’ consultants have been I contact with HCD regarding the City’s Housing Element Update and have been assigned a member to review the Update; staff looks forward to setting up a meeting with that member to review any comments and staff will provide future reports on that process. 213

6.2 OAKLEY PLANNING COMMISSION
(a) Reports from Commission Members
None.
(b) Requests for Future Agendas
None.
7) WORK SESSIONS

7.1 637 and 639 Brownstone Preliminary General Plan Amendment (PA 01-22)-Work Session to discuss the merits of a potential project to amend the General Plan Land Use Designation of an approximately 9.97-acre site from Residential Very Low (RV) to Residential Low (RL) (Ken Strelo, Planning Manager) Planning Manager Ken Strelo presented the staff report and PowerPoint presentation.

Applicant Zachary Wright of Discovery Homes Holdings, Inc. commented that they took comments previously provided by the City Council and reduced the number of singlefamily residential lots within the subdivision from 58 to 39 as well as creating access to Neroly Road rather than Brownstone Road.

Online public comments were submitted by James and Lisa Drummond, Sinziana Todor and Shelly Fitzgerald.

James and Lisa Drummond expressed concern regarding increased traffic on their street, one of two entrances into the proposed subdivision, as well as traffic impact on the safety of children using the neighborhood park as passing by the park will be the most obvious path for accessing the new subdivision.

Sinziana Todor requested the amendment not be approved because the General Plan should not be changed for a builder because they cannot meet their bottom line, the staff report does not address state law which can lead to higher (up to 50% more) density, SB 9 and SB 10 laws could be applied in the future and increase density, and analysis for the regional impact of this subdivision needs to be considered since it is close to Brentwood’s border.

Shelly Fitzgerald requested the amendment not be approved because the General Plan should not be changed every time a developer wants to increase their profits--the developer can make it work with the current General Plan, this area of Oakley retains the small town character they have all been saying they want to maintain, the staff report does not address state law which can lead to higher (up to 50% more) density, SB 9 and SB 10 laws could be applied in the future and increase density, and analysis for the regional impact of this subdivision needs to be considered since it is close to Brentwood’s border. She suggested they consider implications of development on a larger and long-term basis, state identity goals clearly and uphold those goals.

James Drummond read his written comments into the record. 214
Jennie Verduzco provided expressed concern regarding access to the neighborhood that is already impacted by cut through traffic to and from Freedom High School and the existing traffic on Neroly Road. She suggested providing access to both Neroly Road and Brownstone Road.

Paul Seger suggested the existing neighborhood embrace the new neighbors as they will also be using the neighborhood park. He mentioned the Planning Commission has ability to request staff to research and provide more information. He commented on the 2010-2011 Citywide Residential Rezoning and that the City rezoned over 800 properties and many people were not made aware of the zoning changes regarding their properties. He suggested the Planning Commission ask staff about how many other properties were not rezoned properly. He mentioned on the 2010/2011 rezone, APN’s ending in -07 and -06 which are 637 and 639 Brownstone and were rezoned to singlefamily very low which is inconsistent with the matrix in the back of the land use section of the General Plan for R-15 and 8,000 square foot lots and it would not be a taking if they put it back to R-20 or R-40. He explained the rezoning moved agricultural properties to higher density which eliminates 4-H and equestrian activities. He suggested the Planning Commission also look at what businesses are in the area as income may be impacted.

Marilyn Tiernan shared she has lived on Brownstone for 37 years and it is not a thoroughfare; it is a community where people go for daily walks, ride bikes and children walk to and from school. She requested the Planning Commission consider how the community can thrive after housing development is depleted by having livestock, community gardens, etc. that will assist with maintaining the wholesomeness of the community. She also asked the Planning Commission to consider what will pull families and seniors to live and stay in Oakley long-term such as economic vitality, safe communities, schools, activities, access to shopping, wildlife, etc. and to think about what will keep the people in Oakley throughout the day and on weekends so that Oakley gets the highest dollar per head and it stays in Oakley; something that housing alone will not do. She explained in the post-pandemic market, families are looking for larger lots with yards where their children can play safely outdoors, and housing should be community and eco-friendly. She mentioned “less crowded, less crime”. She commented that developers do not live in the community and have been allowed to overbuild without infrastructure then take the money and run; however, the Planning Commission has the responsibility to ensure the physical and economic health of this community and allowing tract homes does neither.

Commissioner Price shared he has lived on Brownstone for 45 years and last year when this came before the City Council the roads on Brownstone were discussed; the roads are 8 foot across and vehicles travel all over the roads while kids walking to and from Freedom High School are also on the roads. He commented this development fits in better with the Riata neighborhood regarding size and the development will provide sidewalks on the side extending past Riata. He mentioned trying to get onto Brownstone from a driveway in this development with 40mph traffic would be suicidal. He expressed this is the best option that has been presented thus far with lot sizes larger than Riata and homes that are a better fit. He mentioned homes will continue to built in Oakley where there is space because Oakley needs the homes and they will continue to look at what is best for neighborhoods.
215
Commissioner Henderson inquired if the applicant has had any outreach to the surrounding neighborhoods.

The applicant indicted they have not had any additional outreach; they took the comments provided at the City Council meeting last year and dramatically changed the plan to accommodate those comments.

Commissioner Henderson inquired if there is any plan for outreach.

The applicant indicated that this is the first step but that is their plan when they get to the point of the General Plan.

Commissioner Henderson commented he thinks outreach is something that needs to be done for that area.

Chair Shaw expressed she would like to see outreach done before it goes to the City Council. She inquired if the applicant has acquired the adjacent lot.

The applicant responded that they have the other 3-acre piece under contract.

Chair Shaw asked staff to confirm if this is approved, if there is a way to limit it to the 39 proposed lots.

Mr. Strelo explained that is possible and would depend on how much acreage would be redesignated to a higher density so that the density is blended between the two properties so that the maximum number of units is 39 or whatever number is desired.

Chair Shaw requested that be put into the notes to the City Council when they consider this item.

Commissioner Verduzco inquired why no access to Brownstone was considered.

The applicant explained access to Brownstone was eliminated based on comments from the City Council and public and knowing that it is such an impacted road. He shared that they still will be providing improvements (sidewalk, curb, gutter and roadway) on Brownstone even though there will be no access onto Brownstone.

Chair Shaw thanked the applicant for hearing the concerns regarding density and access onto Brownstone expressed at the City Council meeting last year and for the changes that they have made to accommodate those concerns. She expressed she wants to see outreach done with the surrounding neighborhoods and limit the number of units.

Mr. Strelo expressed staff is clear that she would like to have a cap on the number of units to be built once the densities are blended between the proposed development and additional 3-acre parcel acquired.

The applicant inquired if the Planning Commission is satisfied with the 8,000 square foot minimum lot size if they do not go smaller than that.
216
Chair Shaw indicated she appreciates that the lots are larger than what was previously presented but this is something that the City Council started, and she does not want to see the density increased.

Chair Shaw inquired if staff has sufficient direction.

By nod, staff confirmed it has sufficient direction.
8) ADJOURN
There being no further business, the meeting was adjourned at 7:07 p.m.

Respectively Submitted,
Libby Vreonis
City Clerk
217
Dear Resident,
You are cordially invited to participate at a community workshop on December 8th from 5 PM to 6 PM at the Oakley Recreation Center in Studio 1 (located at 1250 O’Hara Avenue) to discuss a proposed 39-unit residential infill project on a 13-acre parcel located between Brownstone Road and Neroly Road east of the existing Riata subdivision. The project is proposing 8,000 sq-ft lots with a mixture of single story and two-story homes.

The Project’s primary access will be off Neroly Road with a secondary access connecting to the existing access point into the Riata subdivision. Traffic calming will be integrated into the design of the connection to the Riata subdivision to minimize traffic and encourage traffic to Neroly Road. The project won’t assess Brownstone Road. However, the project will improve Brownstone Road along the property boundary. If you are unable to join and have questions or comments regarding the project, please contact Zachary Wright at [email protected] 218
From: TIMOTHY NIELSEN
To: Zachary Wright; [email protected]
Cc: [email protected]; [email protected]
Subject: Rose Lane Comments
Date: Sunday, December 11, 2022 2:47:24 PM
Attachments: Rose Lane Comments.pdf
Good afternoon Zachary,
I am following-up on the meeting you hosted for the neighbors adjacent to your Rose Lane project on Thursday evening. As discussed, I am concerned about the vehicular connection to Riata and the additional traffic that will bring past the neighborhood park. This is one of the busiest parks in Oakley, especially at evening peak hours, given the team practices that take place in the park several nights each week. It is also heavily used by children in the neighborhood and our community already has issues with motorists speeding through to use Silverspur as a cut-through between Neroly and Brownstone, despite the presence of the "round-a-bout".

A simple solution would be to turn the connection point between the two neighborhoods (see the attached map) into a greenspace with an EVA with bollards to accommodate emergency access, while still allowing pedestrian access to the neighborhood park in Riata. I have several other more minor design concerns that I have addressed on the attached development plan.

Jim and Mike, my neighbors who were also in attendance and back up to the project site, are copied here so that they can weigh in as well.

Thank you for your presentation and for soliciting input.

Tim Nielsen
606 Saddle Brook Way
219
220
221
From: Derick White
To: Zachary Wright
Cc: [email protected]; [email protected]
Subject: Oakley Development end of Neroly
Date: Wednesday, December 7, 2022 5:23:38 PM
Hello,
I live at 401, Silverspur Ln, Oakley. I’m not sure if I’ll be able to make the meeting, but how do we request speed bumps added on Neroly on both directions? This part of Neroly is already used as a drag street for illegal speedsters and people come around the corners really fast. Now that more drivers will be frequenting the neighborhood they should be installed for safety.

See attached photo for better explanation.
222
Thank you,
Derick White
223
From: Kathie Moe
To: Zachary Wright
Subject: Missed the Meeting regarding 1250 O"Hara Avenue Date: Saturday, December 3, 2022 3:28:26 PM
HiThanks for reaching out with your letter. We just opened the mail today.

My husband and I would just like to say we think there needs to be an additional exit to Brownstone Road. We aren't certain why efforts are being made to avoid Brownstone and redirect to Neroly.

Thanks for you Consideration--
Kathie Moe
2832 Hawthorn Court
Brentwood, CA 94513
224
City of Oakley
Planning Division
AUG 4, 2022

RECEIVED
225

PRELIMINARY SITE EXHIBIT
ROSE LANE - SUBDIVISION 9612

CITY OF OAKLEY, CONTRA COSTA COUNTY, CA
SCALE= NTS AUG. 01, 2022 F:\rose lane site plan landscape study 7 29 22dwg.dwg, Model, 8/1/2022 4:03:56 PM, ebaluyut, DWG To PDF.pc3 226
227

ROSE LANE - LOT STUDY OAKLEY, CA

DISCOVERYDESIGN
GROUP JULY 11, 2022 TYPICAL MINIMUM LOT SETBACKS ZONING R-7 1 SINGLE STORY SINGLE STORY TWO STORY 14 35.9%
9 23.1%
8 20.5% 45' 2,071 SF 2,665 SF 2,980 SF
2 3 STONEWOOD COUNT PERCENT PLAN# 100.0% GRAND TOTAL HOMES: 39 TOTAL PERCENT: DISTRIBUTION TABLE 60' 69'-5" PHEASANT MEADOWS PHEASANT MEADOWS TWO STORY 3,085 SF 4 PHEASANT MEADOWS 57' 8 20.5%
228

STAFF REPORT
DATE: January 10, 2023
TO: City Council
FROM: Joshua McMurray, City Manager
SUBJECT: Work Session – City Council Visioning and Strategic Plan Review Background
In January of 2021, the City Council held a work session to discuss their vision for Oakley. That works session was one of the first steps used in the development of the Oakley Strategic Plan 27+. With the two new City Councilmembers now seated, this is an opportunity to revisit this topic of both the vision for Oakley and to bring forward the Strategic Plan for review.

Recommendation
Staff recommends the City Council provide direction to Staff on their vision for Oakley and discuss the current Strategic Plan 27+.

Attachments:

1. Oakley Strategic Plan 27+
229

PLAY WORK LIVE
City of Oakley

STRATEGIC
PLAN
2022—2027+
Adopted April 2022
230
Oakley has a vision for its future: Action. For the 5-year Strategic Plan 2027+ (SP27+), the City engaged many diverse community voices to explore who we are, who we want to be, and where we want to go. This process resulted in a clear mission, inspiring vision, redefined values, and a path forward. Now, more than ever, we recognize and celebrate the history, uniqueness, and future potential of our Delta city.

This time in the City’s history is filled with excitement, growth, and so much possibility. SP27+ provides us with a long-term framework to provide exceptional service to residents and businesses while capitalizing on the shoreline to enhance the overall quality of the area for both visitors and businesses, investing in people and technological advances for organizational sustainability, and leveraging recent successes, like the Logistics Center, that can provide regional jobs and associated economic activity and investment. The SP27+ gives us focus and keeps our priorities centered around what matters most to our engaged residents, businesses, and partners.

As one community oriented around action, we collectively set our sights on strategic and thoughtful growth, safe and healthy neighborhoods, vibrant open spaces, collaborative engaged partnerships, and a sustainable organization that will benefit current and future residents and businesses. These goals will be realized through our collective values, to set our PATH forward: Promoting fair and equitable stewardship of our community, Advocating for a collaborative environment, demonstrating Transparency for accountability, and leading with Honesty and integrity. Together we can cultivate an inclusive and vibrant City where we live in a safe community, work together, and play in our backyard.

We look forward to working with you as we take action toward creating a resilient future that fosters and attracts a vibrant and evolving community that welcomes and values all people.

Randy Pope Joshua McMurray
Mayor City Manager
Mayor Randy Pope
Joshua McMurray
Contents
Oakley’s History...........................................................................2 Mission, Vision, and Values .....................................................4 Goals and Priority Objectives .................................................6 Community and Economic Development Goal...............8 Community Health & Safety Goal..................................... 12 Parks and Open Space Goal................................................. 14 Finance and Fiscal Responsibility Goal ............................ 18 Sustainable Organization Goal ........................................... 20 Team Oakley: Partnering for Success................................ 22 231
City of Oakley 2 Strategic Plan 2022–2027+ City of Oakley 3 Strategic Plan 2022–2027+ 1860 1870 1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 2030 1860
Farmers settled in the
Oakley area
1889
Almond Growers
Association of East Contra
Costa County formed
1913
First library established
Oakley Women’s Club founded
1900
Santa Fe Railroad first train
1898
First Postmaster appointed
1915
Vineyards developed
1924
Fire struck
Oakley, burning
most of the
businesses in
town
1945
Oakley Sanitary District formed
1947
Oakley Observer established
1949
Oakley Observer renamed East Contra Costa Observer
1928
Levee break north of town
flooded 2.5 sq. miles
1950
First shopping center
Chamber of Commerce founded
2009
First Harvest Festival
2020
Contra Costa Logistics
Center broke ground
2022
General Plan
updated and
Strategic Plan
adopted
2010–2021
~2,600 new single
family homes
constructed
2012
First all-abilities playground
2014
Oakley Veterens
Memorial opened
2016
City Police department formed
2019
Recreation Center opened
1986
Miwok skeletons found
in Big Break area
1996
Freedom High School opened
1999
The City of Oakley
incorporated
1930
Fire struck downtown
1955
Water treatment plant
opened
1905
Oakley Hotel built
First annual Oakley Jack Rabbit Bar-b-que
1860 1870 1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 2030 1860
Farmers settled in the
Oakley area
1889
Almond Growers
Association of East Contra
Costa County formed
1913
First library established
Oakley Women’s Club founded
1900
Santa Fe Railroad first train
1898
First Postmaster appointed
1915
Vineyards developed
1924
Fire struck
Oakley, burning
most of the
businesses in
town
1945
Oakley Sanitary District formed
1947
Oakley Observer established
1949
Oakley Observer renamed East Contra Costa Observer
1928
Levee break north of town
flooded 2.5 sq. miles
1950
First shopping center
Chamber of Commerce founded
2009
First Harvest Festival
2020
Contra Costa Logistics
Center broke ground
2022
General Plan
updated and
Strategic Plan
adopted
2010–2021
~2,600 new single
family homes
constructed
2012
First all-abilities playground
2014
Oakley Veterens
Memorial opened
2016
City Police department formed
2019
Recreation Center opened
1986
Miwok skeletons found
in Big Break area
1996
Freedom High School opened
1999
The City of Oakley
incorporated
1930
Fire struck downtown
1955
Water treatment plant
opened
1905
Oakley Hotel built
First annual Oakley Jack Rabbit Bar-b-que
Oakley’s History
Officially incorporated on July 1,
1999, Oakley is the 11th newest city
in California. Oakley is one of the last
pioneer communities established inland from
California’s great coastal centers. Located
beyond the extensive San Francisco Bay, the
area was historically known as a railroad town
along the Santa Fe railroad line and became
San Francisco’s easternmost frontier for
agricultural production in the 1960s.

Early landholders in the 1860s, including Fred
Babbe, Andrew Walker, Samuel Sellers, James
O’Hara, Edward Emerson, and Benjamin F.

Porter, all grew vegetables, fruits, and grains
for the San Francisco Market.

From the early 1900s through the 1960s,
Oakley was a very self-sufficient town as
it supported an automotive and farm
equipment dealership, a hotel, four schools,
several grocery stores, movie theaters,
restaurants, and bars. The Atchison, Topeka,
and Santa Fe railroad – also known as one
of the larger railroads in the United States in
the 1900s – stopped in Oakley morning and
night, allowing easy transport to Stockton for
more expanded shopping opportunities and
cultural enrichment. Transformation of Oakley
from an exclusively agricultural community
to a bedroom community supporting an
industrial waterfront caused community
changes in the late 1950s.

In 1898, a native of Ohio and Civil War
veteran Randolph Marsh bought 12 acres
in the northwest quarter of Section 25 of
eastern Contra Costa that became Oakley
Township, and the streets, Main, Acme,
Ruby, Star, and Home, so christened by
Marsh, recall his name today. During the
same period, Mary O’Hara, wife of Oakley
pioneer James O’Hara, became the first
president of the Ladies Improvement Club,
which was later known as Oakley Women’s
Club, established one of the first free
libraries in Contra Costa County.

Today, Oakley has blossomed into a
growing suburban community
of planned business and commercial
development, landscaped parks, shopping
centers, and abundant leisure opportunities,
including excellent fishing and recreational
boating opportunities along the Delta.
232
City of Oakley 4 Strategic Plan 2022–2027+ City of Oakley 5 Strategic Plan 2022–2027+ Mission, Vision, and Values
As part of the SP27+ community process, the City’s Mission, Vision, and Values reflect our mission to grow with purposeful intent while embracing our diverse and vibrant communities who choose to build their lives and livelihoods in Oakley’s Delta heartland. In recognition that the City is under new leadership and that our community has almost doubled in size, the City is committed to a PATH forward to create a better Oakley today while anticipating who Oakley is becoming. Although the City is still young we are advancing to meet the planned growth that was set almost 25 years ago. The SP27+ revisits what is important to the diverse communities and recalibrates the City’s collective priorities while not losing sight of what binds us together through our core values. We encourage every citizen, business, and visitor to support our Mission, enliven our Vision, and promote our Core Values to realize a City where anyone can choose to Live, Work, and Play.

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

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

Core Values
Our values guide us on a PATH to where we want to Live, Work, and Play in the heart of the Delta.

Promote fair and equitable stewardship for the welfare of our diverse individuals that comprise our inclusive community.

Advocate a professional and family-friendly environment where Council, Staff, and the Public can envision and realize the City’s future together with a recognition of our shared commitments and opportunities.

Transparency is how we will create accountable partnerships to cultivate communication and collaboration to engage our thriving community.

Honesty and integrity are the foundation for building trust and fostering teamwork to live our mission and vision.

Our values
guide us on a
PATH to where
we want to
Live, Work,
and Play in the
heart of the
Delta.

OAKLEY
233
City of Oakley 6 Strategic Plan 2022–2027+ City of Oakley 7 Strategic Plan 2022–2027+ Goals and Priority Objectives
Throughout the SP27+ process, it was broadly acknowledged that the City is growing fast since its incorporation in 1999. With the population doubling in almost 2 decades the City is well positioned to design its future and take advantage of its home-town position on the edge of the Delta. With input from more than 400 community members, it is recognized that Oakley is converging from a rural farm town to a central location that can provide and serve local and regional jobs while providing a safe and vibrant community. More than 69 percent of the community said that Oakley was a good to excellent place to live based on its access to schools and regional jobs, its safe hometown feel, and abundant parks and active community events. But with rapid growth also comes challenges and the community participation helped to steer the SP27+ in the direction of addressing key stressors in order to keep us on the path where Oakley residents, businesses, and visitors can Live, Work, and Play in the heart of the Delta. Primarily participants asked for the City to create more access to shopping, groceries, and jobs while balancing housing with infrastructure demands to manage traffic congestion and public safety.

The SP27+ Goals and Priority Objectives were developed with no implication of hierarchy of importance and outlined in the following sections. It also should be recognized that some goals will be launched in tandem and some may not be launched for years to come based on shifting circumstances and priorities. What is critical is that the City has a vision and plan that allows Council and Staff to weigh priorities and measure them purposefully while respecting investments made for both short- and long-term gains. The joint commitment of the Council and Staff is to move the City’s goals forward and achieve alignment based on purposeful communication to partner for informed decision-making to advance progress.

The City’s goals, illustrated below, will be accomplished through priority objectives that will be measured, evaluated, and prioritized though the annual budgeting process to realize and advance the City’s potential.

Community
and Economic
Development
Community
Health
and Safety
Parks and
Open Space
Community
and Collaborative
Partnerships
Finance and
Fiscal
Responsibility
Sustainable
Organization
Strategic and
Thoughtful
Growth
Business-Friendly
Environment
Local Jobs
Safe Streets
Healthy
Neighborhoods
and Community
Resources
Parks and
Public Areas
Programs and
Recreation
Community
Outreach and
Engagement
Collaborative
Partnerships
Oakley’s Goals
234
City of Oakley 8 Strategic Plan 2022–2027+ City of Oakley 9 Strategic Plan 2022–2027+ Community and Economic Development Goal
The City of Oakley will inspire and encourage Community & Economic Development through strategic and thoughtful growth, a business-friendly environment, and local employment opportunities. ◦ 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.
◦ Prioritize planning by targeting new
businesses that align with Oakley’s vision.
• Provide affordable housing sites that meet
our legislated Regional Housing Needs
Allocation (RHNA).
• Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.
◦ Encourage quality, sustainable growth--
housing with business and requisite road
infrastructure and sidewalks to support
pedestrian and bicyclist movement.
◦ Leverage the train platform that will offer
better access for Downtown programming.
◦ Create better streetscapes that can
promote traffic calming.
◦ Consider funding elements of the
Downtown Specific Plan with American
Rescue Plan Act (ARPA) monies.
◦ Revitalize and draw people downtown to
live, work, and play.
–Develop an expanded downtown with
additional buildings and mixed use.
–Consider a park, including programming
specific to Economic Development, from
north 2nd Street to Rose Ave.
–Develop or sell City-owned properties
based on community benefit.
–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.
–Research rezoning of River Oaks Crossing
• 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.
◦ 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).
• Plan and develop Cypress Corridor holistically
with improvements and commerce to service
new development to ease downtown traffic
(e.g., grocery, restaurants).
• Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:
◦ 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.
◦ Enforce codes consistently in all districts
to create consistent standard to code
enforcement by using a combination of
reactive and proactive code enforcement.
–Maintain code enforcement officers and
provide proper training.
◦ 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.
◦ Require developer fees for proper
infrastructure (e.g., roads and parks) to
support development and growth.
◦ Communicate and build consensus through
the results of the special studies that are
Strategic and Thoughtful Growth
Sub-goal
We will strategically plan and thoughtfully
align our residential, commercial, and
industrial growth to meet our short- and
long-term vision.

Strategic and Thoughtful Growth
Objectives
• 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.
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.
• Enhance Environmental Stewardship
◦ Collaborate with the water and sewer
special districts to maximize the
distribution and use of recycled water.
◦ Explore and report on green energy
opportunities.
–Solar at City facilities
–Expansion of City’s EV Charging Program
The City of Oakley will strategically plan and
thoughtfully align the town’s residential, commercial,
and industrial growth to meet both its short- and longterm goals.

The City of Oakley’s business-friendly environment will attract residential, commercial, and industrial partners to revitalize Oakley where people will come to Live,
Work, and Play.
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City of Oakley 10 Strategic Plan 2022
–2027+ City of Oakley 11 Strategic Plan 2022–2027+
◦ Remove the allowance for non-drought
tolerant landscaping.
◦ Ensure new residential construction meets
adopted standards for energy efficiency,
including solar and power storage.
◦ 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.
• 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.

Business-Friendly Environment
Sub-Goal
Our business-friendly environment will
attract residential, commercial, and
industrial partners to revitalize Oakley where
people will come to Live, Work, and Play.

Business-Friendly Environment
Objectives • 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.
◦ Develop a Business Vision for Oakley
that will attract and retain high-quality,
diverse commerce through incentives for
businesses including small businesses.
◦ Develop a Property Utilization Plan on
City-owned properties to maximize the
City’s potential return on investment.
• 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.
• Showcase businesses through active
engagement and outreach (e.g., social
media, storefronts images, local business
newsletter with coupon book included).
• Continue to streamline business license
fee/permits.
• Beautify Oakley’s streetscapes, parks, and
business facades to attract and retain
businesses and their customers.

Local Employment Opportunities
Sub-Goal
We will partner with and attract businesses
that can employ our regional workforce to
invest in local talent and expertise.

Local Employment Opportunities
Objectives • Capitalize on Logistics Center and strategize with developers and surrounding property
owners to create job opportunities.
• Create employer-employee partnerships to
reduce State’s regulations on vehicle miles
traveled (VMT) and complement our existing
housing (Logistics Center development).

Oakley will partner with and attract businesses that can employ our regional workforce to invest in local talent.

OAKLEYWe will partner with
and attract businesses
that can employ our
regional workforce
to invest in
local talent and
expertise.
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City of Oakley 12 Strategic Plan 2022–2027+ City of Oakley 13 Strategic Plan 2022–2027+ Oakley will preserve and secure safe streets that are
welcoming to motorists, cyclists, and pedestrians.

Community Health & Safety Goal
The City of Oakley will protect our public and prioritize safe streets, healthy neighborhoods, and robust community resources to benefit our most valued assets — our people.

Safe Streets Sub-Goal
We will preserve and secure the City of
Oakley with safe streets that are welcoming
to motorists, cyclists, and pedestrians.

Safe Streets Objectives
• Create an Emergency Disaster & Response
Plan including resiliency resources.
◦ Develop a Communication Plan for
emergency responders, Public Works, the
public, and other key stakeholders.
◦ Provide and reinforce public and staff training
through regular community meetings.
◦ Ensure resiliency to power outages
(traffic controls, cellular and broadband
backup, generators).
◦ Implement training, communicate broadly,
and seek grants for implementation.
◦ Modernize the Oakley Emergency
Operations Center (EOC).
• 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.
◦ East Cypress Corridor Specific Plan Area
◦ Main Street – improve areas to their full
right-of-way
◦ Complete Laurel Road, including
widening to its full width, and the
extension and over-crossing over the
railroad track to Sellers Avenue
• Explore improving lighting for safety.
• Align police resources with City’s growth.
◦ Develop and implement a staffing plan to
scale police personnel to City’s growing
safety needs.
◦ Streamline and civilianize where
appropriate (i.e., admin, budget/finance,
records, property, fleet management, etc.).
◦ Improve and invest in technology.
–Map accident scenes to open roads quicker.
–Research red light cameras to supplement
sworn enforcement officers.
–Create a larger “cyber shield” over the
City via a robust camera program.
◦ Establish strong neighborhood watch
programs, including National Night
Out, and maintain close communication
between the neighborhoods, the City
Council, Oakley Police, and City Hall.
◦ Collaborate with neighboring agencies
to maximize efficiencies with shared
resources (e.g., equipment).
◦ Expand the Citizen Emergency Response
Training (CERT) program.
◦ Dedicate traffic enforcement team to
improve traffic safety.
• 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.
◦ Implement traffic-calming policy and
update to new practices for increased
traffic as Oakley grows.
• Promote Safe Pedestrian and Bike Routes.
◦ Collaborate with School Districts to apply
for State and Federal grants to create safer
and more accessible connectivity.
◦ Improve trail connectivity to provide
pedestrians and cyclists safe passage.

Safe and Healthy Neighborhoods
+ Community Resources Sub-Goal
We will offer a high quality of life by
partnering with residents and businesses to
promote and maintain a safe and healthy
living and work environment with community
resources to serve our diverse community.

Safe and Healthy Neighborhoods
+ Community Resources
Objectives
• Rejuvenate our downtown and residential
and business developments to discourage
blight through beautification and
development of standards for commercial
code enforcement.
• Promote community service opportunities
to build the community and beautify Oakley.
• Implement Phase 2 of the Recreation Center.
• 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.
◦ Initiate and partner with other agencies to
create regional support to provide services
to help unhoused persons.

Oakley will maintain close communication between the
neighborhoods the City Council, Oakley Police, and City Hall to manage traffic.
237
City of Oakley 14 Strategic Plan 2022
–2027+ City of Oakley 15 Strategic Plan 2022–2027+
Parks and Open Space Goal
The City of Oakley will capitalize on our greatest Delta asset where our residents, businesses, and visitors can recreate and relax.

Parks and Public Areas Sub-Goal
We will upgrade and maintain our City parks
and open spaces to be a focal point that
encourages community use and civic pride.

Parks and Public Areas Objectives • 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).
◦ Envision, develop, and fund Oakley’s 55-
Acre Regional Park and seek grant funding
that will compete at the State level. –Envision Oakley as the front door of the Delta and one of California’s
natural wonders.
–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.
◦ Create and maintain sporting fields (bocce,
baseball/softball, soccer, equestrian arena)
and provide shade, bathrooms, and
lighting services.

Programs and Recreation Sub-Goal
We will serve our diverse people, parks, and
programs by providing inclusive activities and
access to engage the City’s family and friends
in science, culture, sports, and creativity.

Programs and Recreation Objectives • 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.
◦ Complete Phase 2 of Oakley’s Recreation
Center to encourage indoor sports, Camp
Room, and Teen Room for classes.
◦ 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.
◦ Promote Oakley’s events and recreation
and differentiate our offerings from
adjacent cities.

We envision Oakley as the
front door of the Delta
and one of California’s
natural wonders.

OAKLEY
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City of Oakley 16 Strategic Plan 2022–2027+ City of Oakley 17 Strategic Plan 2022–2027+ Community and Collaborative Partnerships Goal
The City of Oakley will build strong community and collaborative partnerships to be mutually beneficial and cocreate shared goals.

Community Outreach and
Engagement Sub-Goal
We will engage and partner with our
residents and businesses in meaningful
and relevant dialogue to realize our shared
vision and values.

Community Outreach and
Engagement Objectives
• 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.
◦ 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.
–Promote City Council/Community
meetings through social media to
inform about agendas where public can
participate in person.
◦ 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.).
◦ Actively uphold Oakley’s Governance
Guidelines & Protocols Policy to
encourage productive partnerships,
positive communication, and achievement
of short- and long-term goals.
• 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.
◦ Communicate how Oakley is living its core
values and meeting its stated mission and
vision (e.g., newspapers, electronic boards,
website, newsletter, social media).
◦ Modernize website to be user friendly,
transparent, functional, and reflective of
the City’s vision.
• Communicate and uphold the City’s
information systems to reinforce
transparency and access to build trust.

Collaborative Partnerships Sub-Goal
We will foster and maintain strong
relationships with our public-private
partnerships to mutually benefit our
shared goals.

Collaborative Partnerships
Objectives
• Consider creating new partnerships that will
involve community participation (e.g., Park
and Arts Commission).
• 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.
◦ Ironhouse Sanitary District
–Consider opportunities for water reuse
(e.g., recycled and industrial water).
◦ Mt. Diablo Resource and Recovery (MDRR)
◦ CONFIRE
◦ School District
–Explore joint-use opportunities to
optimally partner with elementary and
high school (e.g., satellite classrooms and
recreation, library).
–Re-visit agreements with shared facilities
and public access.
◦ County/Region/State
–Encourage collaboration for public safety
and enforcement particularly where there
is multi-jurisdictional responsibility (e.g.,
fire, road access, school sites).
–Discuss Regional Park interests.
–Invite key electeds, Board representatives,
and others to speak at Council meetings
for outside updates and perspective.
◦ 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.
–Consider creating a Sister City.
–Consider expanding outreach to NGOs
beyond our region.

We will celebrate Oakley with community events and
activities that unite us.
239
City of Oakley 18 Strategic Plan 2022–2027+ City of Oakley 19 Strategic Plan 2022–2027+ Finance and Fiscal Responsibility Goal
The City of Oakley will leverage its financial resources for the long-term benefit of our residents and businesses while maintaining sufficient reserves to provide stability and ensure a successful future.

Finance and Fiscal Responsibility
Objectives
• 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.
◦ Educate Executive Leadership and Council
on annual budget through communication,
reporting, and training to create better
partnership on fiscal strategies.
◦ Educate the community on large, planned
revenue expenditures and how surplus
monies will be invested or retained for longterm “rainy day” funds (budget process). ◦ Partner with Special Districts and
agencies to realize economies of scale
and efficiencies.
• 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.
◦ Implement technology upgrades to
improve transparency and public access to
City documents and remote transactions.
◦ 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.
◦ Complete a feasibility study pertaining
to broadband services and free Wi-Fi
throughout the City.
◦ Provide one free session of City-run
summer camp to Oakley residents.
• 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.
◦ Seek to supplement existing funding
sources with State and Federal grants for
special projects.
◦ Consider the implementation of
an EIFD (enhanced infrastructure
financing district) to make infrastructure
improvements that will attract businesses
and generate revenue.
• 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.
◦ 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.
• Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:
◦ Service for public-business license
applications/other applications
◦ Financial modeling and finance/budget
balancing
◦ Public safety and roads
◦ 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
◦ Infrastructure and asset management
• 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.
–Continue to apply for and receive
the California Society of Municipal
Financial Officers’ Operating Budget
Excellence Award.
◦ Continue to update the Budget
Strategies and Financial Policies in the
City’s annual budgets.
◦ Consider how to include performance audits
in the City’s budget to provide accountability
for performance and compliance.
◦ Maintain 10-year budget forecast to be
updated with each annual budget.
◦ Establish a 30% General Fund Reserve
Policy to protect the City’s operations
from a sudden drop in property tax and
development-related revenues.
◦ Establish a formal policy for the restrictions
on and allowed uses of funds in the 30%
General Fund Reserve 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.
◦ Align Strategic Plan Goals and Objectives
into the annual budget document,
including performance measures.

Oakley will leverage financial resources for the longterm benefit of our residents and businesses. 240
City of Oakley 20 Strategic Plan 2022–2027+ City of Oakley 21 Strategic Plan 2022–2027+ Sustainable Organization Goal
The City of Oakley will create a vibrant municipal workforce that reflects our commitment to an inclusive and equitable community and can meet our mission today while striving for our envisioned future tomorrow.

Sustainable Organization
Objectives
• 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.
◦ Provide appropriate training and
professional development to keep up with
regulatory requirements and skill sets to
maintain the City.
◦ Properly staff our Police Department to
best protect and serve Oakley.
◦ Address staffing limitations by hiring,
contracting, or prioritizing programs, projects,
and initiatives to scale appropriately.
◦ Base the City’s performance on execution
of SP27+ and other major initiatives.
◦ 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.
◦ 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).
• Identify and invest in resources to execute
the City’s responsibilities.
◦ Invest in Electric Vehicle fleet, which would
require downtown charging stations.
◦ 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.
◦ Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.
–Grant writer to identify State and Federal
grants to support Oakley.
–Parks & Recreation staff to keep
up with demands of new parks and
recreational programming.
–Public Works staff to keep up with demands
of new housing, parks and infrastructure
development and maintenance.
–Police to keep up with growing safety needs.
–Other needs as determined.
• Create a City-wide Succession Plan that
anticipates retirement, attrition, and
promotions, and provides opportunity for
development and growth, to build a wellrounded team that is prepared to serve the City now and well into its future.
• Reinforce a safe and healthy work
environment to protect our employees and
minimize compensation claims.
• 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+.
◦ 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.

Oakley will create accountable partnerships among the trio of City Council, staff, and the community to deliver on this co-created Strategic Plan.
◦ Reinforce Team Oakley: Council, staff, and
the public by celebrating successes and
communicating obstacles for full transparency
to create a learning environment.
◦ Inspire and encourage Oakley staff to
be visible and work with the community
at large.
◦ Acknowledge roles and responsibilities
per the City’s Governance Guidelines &
Protocols Policy Framework to guide the
execution of the Strategic Plan.

Oakley will encourage employee wellness by creating a
safe and healthy work environment.
241
City of Oakley 22 Strategic Plan 2022
–2027+ City of Oakley 23 Strategic Plan 2022–2027+
Team Oakley: Partnering for Success
The City of Oakley recognizes that the implementation of the SP27+ is incumbent on the strength of our partnership with the Council and community of residents, businesses, and stakeholders that benefit from the City’s success. Our strategic planning process included outreach to more than 400 community members and stakeholders that actively responded to a survey of questions and attendance at 4 public meetings to co-create the City’s new mission, vision, values, and priority objectives. With our unique new leadership of both Council and staff alike, along with a new community that has doubled since our City’s incorporation less than 25 years ago, together we re-envisioned who Oakley is becoming. We are thankful to all of those who participated to help co-design our shared future as we implement key goals that will meet our desires for today and for future generations to come.

City Council Members
Randy Pope, Mayor
Aaron Meadows, Vice Mayor
Anissa Williams
George Fuller
Sue Higgins
Stakeholders-Partners
Jeff Quimby, Contra Costa Water District
Tyson Zimmerman, Angela Lowrey, Dawn
Morrow, Ironhouse Sanitary District
Jeffrey Palmquist, Oakley Union Elementary
School District Superintendent
City Staff
Joshua McMurray, City Manager
Tim Przybyla, Finance Director
Kevin Rohani, Public Works Director
Paul Beard, Police Chief
Jeri Tejeda, Human Resources Director
Brent Smith, Community Development Director
Libby Vreonis, City Clerk
Lindsey Bruno, Recreation Director
Felicia Escover, Assistant to the City Manager
Strategic Planning Consultants
Ellen Cross, Strategy Driver, Inc.

Maria Pascoal, GEI Consultants The Oakley City Council formally accepted the final Strategic Plan 2022-2027+. 242
OAKLEYThank you for helping Oakley co-create
a resilient future and a vibrant and
evolving community that welcomes and
values all people.
243
City of Oakley
3231 Main Street, Oakley, CA 94561
(925) 625-7000
https://www.ci.oakley.ca.us/
244

STAFF REPORT
Approved and Forwarded to the City Council
DATE: January 10, 2023
TO: Joshua McMurray, City Manager
FROM: Derek P. Cole, City Attorney
SUBJECT: Process for Selecting Mayor and Vice-Mayor Following Implementation of District Elections
Background and Introduction
In 2021, the City switched from at-large to by-district elections for city councilmembers.

Two council seats (Districts 2 and 4) were elected by district during the 2022 General Election. The three remaining seats (Districts 1, 3, and 5) will be selected by district in the next General Election in 2024.

The switch to district elections necessitates a change in the way the Mayor and ViceMayor are selected. Currently, the general standard for selecting both positions is that the Vice-Mayor serves as the Mayor during the following year. The Vice Mayor is the person who (1) has the most experience serving on the City Council, and (2) who has not previously served as Vice Mayor. In cases in which two members have equal continuous service, the Oakley Municipal Code provides a tie-breaker: the Vice Mayor is the member who received the most votes at the last election.

Because of the City’s recent transition to district elections, this process for breaking ties as to the Vice-Mayor (and, thus, the following year’s Mayor) is no longer workable.

This is for two reasons. First, it is doubtful that each council district will have an equal, or substantially similar, number of voters in each election. For instance, one district could have 5,000 votes cast for its councilmembers, while another district may have 4,000 votes. The councilmember in the district with the higher votes cast will inherently have a vote-count advantage over the member from the other district.

Second, and relatedly, one district may have fewer candidates than in other districts.

As an example, if one district had two candidates, and assuming 5,000 votes cast, a candidate could win with 2,501 votes. But if there are three candidates in another district, a candidate—who would only need to win by plurality—could win with 1,667 votes (again, assuming 5,000 total votes cast). Accordingly, councilmembers in districts in which fewer candidates run will often have an advantage over other members.
245
Because of these systemic problems under the current ordinance (the relevant provisions of which are attached at the end of this staff report), Staff proposes that the Council give direction concerning alternative means of selecting the Vice Mayor (and, thus, the following year’s Mayor).

Analysis
Staff has researched how several other cities handle the issues of tie-breakers for selection of Mayoral and Vice-Mayoral positions. Many cities continue to use the highest-vote method for breaking ties, which for the reasons above, does not seem optimal. Based on Staff’s review, other options for selecting the Vice-Mayor (and the following year’s Mayor) include:

1. Using percentage instead of vote count. Because of the inherent variation in the vote count for districts, the Council could consider using percentage as a tie-breaker. For instance, in a two-candidate district in which 4,000 votes are cast, a candidate who receives 2,500 votes wins 62.5% of the vote. In contrast, a candidate who receives 2,505 votes in a district in which 5,000 votes are cast would receive a greater number of votes, but a lower percentage, 50.001%. In a district-election system, the percentages by which candidates win may be viewed as a better measure of relative strength.

A problem would arise when the number of candidates differs between districts.

In a two-candidate race, the winning candidate will always receive more than 50% of the vote. But in races in which a greater number of candidates run, candidates would only need to win by plurality. It is thus possible that candidates could win with 34% (three candidates), 26% (four candidates), or 21% (five candidates) of the vote.

One potential solution to this problem is to measure the relative difference between only the top two candidates in each district. For example, in a district in which there are three candidates, and 4,000 votes cast, assume the top vote getter receives 2,100 votes and the second place candidate receives 1,800 votes. In this situation, the 100 votes for the third place candidate would be excluded, and the top vote getter would be deemed to have received 53.8% of the vote (2,100 divided by 3,900). If the other Vice-Mayoral candidate ran in a two-candidate district, an applies-to-apples comparison could (arguably) be made.

2. Random selection. Instead of considering relative strength of electoral victories (by vote count or percentage), a random form of selection could be used to break the tie. This could include the drawing of cards, rolling of dice, drawing of lots, or some other method.

3. Discontinue rotation system. Several cities do not have any rotation system for selecting their mayors and vice-mayors. In these cities, candidates may serve in either position without regard to prior service or relative strength of outcomes in previous elections. All councilmembers are eligible each year to serve in 246
either position and they may serve continuous terms with the consent of their fellow councilmembers. The selections for each position are made through the usual motion process.

4. Rotation by district. A rotation system based on district number could also be used. This is probably the simplest system. It would involve each district’s councilmember serving one year every five years. A drawback is that because councilmembers serve for four-year terms, a councilmember could be excluded from serving as Mayor during his or her term. For instance, if the District One councilmember takes office the year following that district serving as Mayor, he or she will not be able to serve as Mayor during his or her term.

Conclusion
Staff will appreciate receiving direction on how the City Council would like to select the Vice Mayor going forward. Once such direction is received, the City Attorney will prepare an ordinance consistent with the direction given. 247

ATTACHMENT
Excerpts from Oakley Municipal Code § 2.1.005
“e. The City Clerk shall establish and keep a "rotation schedule" regarding the City Council members. The member with the most continuous time of service on the Council who has not previously served as Vice Mayor and is not selected Mayor will be selected as Vice Mayor. If two or more members have equal time of continuous service, the member who received the highest number of votes at his/her election shall be selected. The other members with equal time of continuous service will have their rank on the rotation schedule determined by the number of votes that they received at their election, with the member having the higher number of votes receiving higher ranking.
f. When the Mayor completes his/her service as Mayor, he/she shall revert to the bottom of the rotation schedule.
g. If a member was appointed to the City Council, he/she shall be placed at the bottom of the rotation schedule when appointed, and shall continue up the rotation schedule thereafter in the same manner as the other members. h. If a member voluntarily declines appointment as either Mayor or Vice Mayor, he/she shall then rotate to the bottom of the schedule. i. The City Council may decline to appoint a member to serve as Mayor or as Vice Mayor if a majority of the City Council determines that the person has experienced or exhibited any of the following:
1) A violation of law or City policy, or has been or is being investigated for a violation of law or of policy;
2) Intemperate, rude or disparaging remarks or conduct toward the public, staff or City Council;
3) Lack of leadership or communications skills;
4) Excessive absenteeism as a Council member;
5) Any other conduct that would be considered to be unprofessional or unbecoming of the position of Mayor or Vice Mayor;
6) Determination that the person does not have the available time to assume the additional duties of Mayor or Vice Mayor.”
248