Oakley City Council
February 14, 2023

AGENDA

REGULAR JOINT MEETING OF THE OAKLEY CITY COUNCIL/OAKLEY CITY

COUNCIL ACTING AS THE SUCCESSOR AGENCY TO THE OAKLEY

REDEVELOPMENT AGENCY/ OAKLEY PUBLIC FINANCING AUTHORITY Tuesday, February 14, 2023
6:30 PM
Oakley City Council Chambers located at 3231 Main Street, Oakley, California 94561.

Unless stated otherwise on the agenda, every item on the agenda is exempt from CEQA Guidelines Sections 15060(c), 15061(b)(3), 15273, 15378, 15301, 15323 and/or Public Resources Code Section 21065.

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

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

Agendas are posted in Oakley at Oakley City Hall-3231 Main Street, outside the gym at Delta Vista Middle School-4901 Frank Hengel Way and outside the Library at Freedom High School-1050 Neroly Road.

Agendas are also posted on the City’s Internet Website www.ci.oakley.ca.us.

A complete packet of information containing staff reports and exhibits related to each item is available for public review prior to an Oakley City Council and/or City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority meeting at Oakley City Hall, 3231 Main Street, Oakley, CA 94561. Any writings or documents provided to a majority of the Oakley City Council, Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency or Oakley Public Financing Authority regarding any item on this agenda will be made available for public inspection, during regular business hours, at the front counter in the Main Lobby of the Oakley City Hall located at 3231 Main Street, Oakley, CA 94561. Agendas may be picked up at the Oakley City Hall located at 3231 Main Street, Oakley, CA 94561 for no charge. To request information regarding placement on the City’s agenda e-mail distribution list, please contact us at (925) 625-7000.

The City of Oakley provides social media options to stay connected to City Hall through Facebook, Twitter, Next Door and Instagram. Other opportunities to connect with City Hall include Engage In Oakley, Oakley OnDemand on the City's website, and by emailing [email protected].

If you have a physically challenging condition and require special accommodations, please call the City Clerk’s office at (925) 625-7000.
1 Please keep cell phones/electronic devices turned off during the meeting. Please be advised that City Council meetings are video recorded and attendees may appear on video.

Information Regarding Public Comment
Members of the public may address the Council on items of interest that are within the City’s jurisdiction. In compliance with State law, the council may not take actionor have discussion on any item that is not specifically listed on the agenda. Public comment on items not listed on the agenda will be heard under the Public Comments section of the agenda. Public comments on items listed on the agenda will be heard as the Mayor calls the items. In compliance with State law, the Council may not take action on an item that is not specifically listed on the agenda. If you would like to speak on any agenda item, please fill out a public speaker card available in the lobby and submit it to the City Clerk seated in the Council Chamber prior to the agenda item being called. The Mayor will call you by name to the podium to hear your comment.

PUBLIC COMMENTS ARE LIMITED TO THREE (3) MINUTES. Online public comments are accepted until 5 p.m. the day of the meeting and can be submitted at
https://www.ci.oakley.ca.us/online-public-comment-card/.

1.OPENING MATTERS
Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority

1.1 Call to Order and Roll Call of the Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority

1.2 Pledge of Allegiance to the Flag (Oakley Elementary School Students, Cruz Perez, 5th Grade and Joseph Gomes 4th Grade )

1.3 Presentation of Proclamations Declaring February as Black History Month (Assemblywoman Lori Wilson and Freedom High School Black Student Union) Proclamation

2.PUBLIC COMMENTS
At this time, the public is permitted to address the Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority on non-agendized items.

3.CONSENT CALENDAR
Consent Calendar items are typically non-controversial in nature and are considered for approval by the Oakley City Council/ Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority with one single action. Members of the audience, Staff or the Oakley City Council/ Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority who would like an item removed from the Consent Calendar for 2 purposes of public input may request the Mayor remove the item. The public may request to remove an item(s) to provide input by completing a public speaker card and submitting it to the City Clerk prior to the item(s) being called by the Mayor.

3.1 Approve Minutes from the Regular Joint City Council/City Council Acting as the Successor Agency to the Redevelopment Agency/Public Financing Authority Meeting Held January 10, 2023 (Libby Vreonis, City Clerk) Minutes 1-10-23

3.2 Approve Minutes from the Regular Joint City Council/City Council Acting as the Successor Agency to the Redevelopment Agency and Special Public Financing Authority Meeting Held January 24, 2023 (Libby Vreonis, City Clerk) Minutes 01-24-23

3.3 Accept Report Out of Closed Session Memo (Derek Cole, City Attorney) Memo

3.4 Acceptance of Subdivision Improvements Associated with Shiloh Subdivision 8975 located near the southwest corner of Main Street and Simoni Ranch Road and beginning the one-year warranty period (Kevin Rohani, P.E., Public Works Director/City Engineer)
Staff Report

1. Resolution

2. Vicinity Map

3.5 City of Oakley Investment Report (2nd Quarter FY 2022/2023) (Tim Przybyla, Finance Director)
Staff Report

1. City of Oakley Investment Worksheet for the quarter ended December 31, 2022

2. PFM Investment Performance Review

3.6 City of Oakley as Successor Agency to the Oakley Redevelopment Agency Quarterly Investment Report (2nd Quarter FY 2022/23) (Tim Przybyla, Finance Director)
Staff Report

1. City of Oakley as Successor Agency to the Redevelopment Agency Investment Worksheet for the quarter ended December 31, 2022.

3.7 Consideration of a Resolution Approving the Proposal from Bellecci and Associates, Inc., and Authorizing the City Manager to Execute Amendment 3 Number 1 to the Consulting Services Agreement with Bellecci and Associates, Inc. for Construction Support Services related to the East Cypress Road Widening Project (Knightsen Avenue to Jersey Island Road) Project – Capital Improvement Project 247 (Kevin Rohani, P.E., Public Works Director/City Engineer)
Staff Report

1. Bellecci and Associates, Inc. Construction Support Services Proposal

2. Resolution

3.8 Approving the Agreement with Oakley Hills, LLC for “Stormwater Management Facility Operations and Maintenance Agreement and Right of Entry” for the DR 05-21 Wendy’s Restaurant project located on the north side of Main Street approximately 295 feet east of Bridgehead Road and authorizing the City Manager to execute the agreement (Kevin Rohani, P.E., Public Works Director/City Engineer)
Staff Report

1. Resolution

2. Stormwater Management Facility Operation and Maintenance Agreement and Right of Entry for the DR 05-21 Wendy’s Restaurant project

3.9 Consideration of a Resolution Establishing the Rate per Equivalent Runoff Unit for Fiscal Year (FY) 2023/24 and Requesting the Contra Costa County Flood Control and Water Conservation District to Adopt an Annual Parcel Assessment for Drainage Maintenance and the National Pollutant Discharge Elimination System Program (Kevin Rohani, P.E., Public Works Director/City Engineer) Staff Report

1. Resolution for ERU Establishment

2. Draft FY 2023/24 Budget

4.PUBLIC HEARINGS

5.REGULAR CALENDAR

5.1 Adopt a Resolution Amending the 2022-2023 Salary Schedule to include the addition and replacement of specific job classifications (Jeri Tejeda, Human Resources Director)
Staff Report

1. Resolution

2. 2022-2023 Salary Schedule

3. Proposed Assistant Planner Job Description

4. Proposed Associate Planner Job Description
4 5. Proposed Assistant City Manager Job Description

5.2 Introduce an Ordinance Adding Section 2.1.003 to and Amending Section

2.1.005 of the Oakley Municipal Code Concerning the Annual Selection of Mayor and Vice Mayor Following the Implementation of By-District Elections (Derek Cole, City Attorney)
Staff Report

1. Proposed Ordinance

5.3 Interview Planning Commission Applicants and Appoint Two Members to the Planning Commission (Brent Smith, Community Development Director) Staff Report

1. Ordinance No. 06-21

2. Resolution No. 122-21

3. Resolution No. 20-22

4. Draft Resolution

5. Planning Commission Applications (9 Total)

6.REPORTS

6.1 CITY MANAGER
(a) City Manager
(b) City Attorney-Summary of Legislation Concerning Social Media and the Brown Act
Staff Report

6.2 OAKLEY CITY COUNCIL/OAKLEY CITY COUNCIL ACTING AS THE

SUCCESSOR AGENCY TO THE OAKLEY REDEVELOPMENT AGENCY
(a) Reports from Council Liaisons to Regional Committees, Commissions and Boards AND Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency
(b) Requests for Future Agendas

7.WORK SESSIONS

8.CLOSED SESSION

8.1 CITY ATTORNEY PERFORMANCE EVALUATION
Pursuant to Government Code Section 54957
5 8.2 CONFERENCE WITH LEGAL COUNSEL—EXISTING LITIGATION City of Oakley v. Scelsi, Contra Costa Sup. Ct. Case No. MSN16-20 Joseph Searle et al. v. City of Oakley et al., Contra Costa Sup. Ct. Case No. MSC 21-01000
Schaefer v. BNSF Railway Company, et al., Contra Costa Sup. Ct. Case Nos.

C22-01552 and C22-01555

8.3 CONFERENCE WITH LEGAL COUNSEL—ANTICIPATED LITIGATION Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section 54956.9: (One potential case)

9.ADJOURN
6 P r o c l a m a t i o n
D e c l a r i n g F e b r u a r y a s
BLACK HISTORY MONTH 2023
WHEREAS, during Black History Month we celebrate the many achievements and contributions made by African Americans to our economic, cultural, spiritual, and political development; and
WHEREAS, Black History Month grew out of the establishment, in 1926, of Negro History Week by Carter G. Woodson and the Association for the Study of African American Life and History; and
WHEREAS, the observance of Black History Month calls our attention to the continued need to battle racism and build a society that lives up to its democratic ideals; and WHEREAS, the City of Oakley continues to work toward becoming an inclusive community in which all citizens—past, present, and future—are respected and recognized for their contributions and potential contributions to our community, the state, the country and the world; and
WHEREAS, the City of Oakley is proud to honor the history and contributions of African Americans in our community, throughout our state, and nation.

NOW, THEREFORE, BE IT RESOLVED that I, Aaron Meadows, Mayor of the City of Oakley, do hereby proclaim February as “Black History Month” in Oakley, and I encourage all citizens to celebrate our diverse heritage and culture, and continue our efforts to create a world that is more just, peaceful, and prosperous for all.

Dated: February 14, 2023
______________________
Aaron Meadows, Mayor
7 Minutes of Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority held
January 10, 2023
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
Mayor Aaron Meadows called the meeting to order at 6:31 p.m. in the Oakley City Council Chambers located at 3231 Main Street, Oakley, California. Vice Mayor Anissa Williams and Councilmembers George Fuller, Hugh Henderson and Shannon Shaw were also in attendance.

1.2 Pledge of Allegiance to the Flag (Liam Castro and Mia Moraida, 4th Grade Students at Almond Grove Elementary)
4th Grade Almond Grove Elementary School students Liam Castro and Mia Moraida led the Pledge of Allegiance to the Flag.

Mayor Meadows announced item 1.5 would be heard next.

1.3 Update from Youth Advisory Council (Lindsey Bruno, Recreation Director) Oakley Youth Advisory Councilmembers (OYAC) Estella Whittstruck, Sawyer Whitford and Addison Villeda presented a PowerPoint presentation reporting on events held during 2022 and shared upcoming events. Recreation Director Lindsey Bruno mentioned the photos provided in the presentation represent what OYAC would like to see in Oakley, i.e., a community magazine, teen center, more entertainment, outdoor areas, community art, more restaurants, and more small businesses.

Vice Mayor Williams inquired if they could create a task force to take steps toward progress on items shared.

City Manager Joshua McMurray indicated staff will take feedback and develop the framework; it may check some of the boxes on what staff is working on now, and staff will report back to the Council.

Mayor Meadows inquired how many members comprise OYAC.

Ms. Bruno confirmed there are 13 members in OYAC.

1.4 Update from California Department of Insurance (Mary Beth Bykowsky, Outreach Analyst)
Mary Beth Bykowsky, Outreach Analyst, California Department of Insurance, provided a prerecorded presentation and was available by phone for questions. The presentation included the 8 role of the Insurance Commissioner, Community Relations and Outreach Branch 2021 outreach, progress report, plan for wildfires, regulations to lower cost and increase transparency, Climate and Sustainability Branch (CA Climate Insurance Working Group), Senior Resources from CDI-Senior Gateway, and California's Low Cost Auto Insurance (state-wide coverage and rates).

Mayor Meadows revisited item 5.1 to call upon Michael Dupray for public comment. Mr. Dupray read his written comment submitted online and it was made part of the meeting record.

1.5 Proclamation Honoring Dr. Martin Luther King Jr. (Odessa LeFrancois, President of the East County NAACP)
Item 1.5 was heard prior to item 1.3.

Mayor Meadows presented the proclamation to Odessa LeFrancois, President of the East County NAACP. Ms. LeFrancois was joined by Michael Dupray. She accepted the proclamation and thanked the Council. She provided information about the organization and Dr. King. She provided a handout and announced a breakfast to be held by East County NAACP on January 16, beginning at 8:00 a.m., at Martin Luther King, Jr. Junior High School in Pittsburg to celebrate Martin Luther King, Jr. Day.
2) PUBLIC COMMENTS
Peter Zirkle, Director, Ironhouse Sanitary District (ISD), introduced himself as the new liaison for ISD. He indicated there have been many challenges with the recent storms.

Mayor Meadows requested Mr. Zirkle provide more detail regarding the challenges he mentioned.

Director Zirkle indicated the sewage system is designed to handle household waste, not deluged with rainwater so ISD has pump trucks to keep stuff out of the system. 3) CONSENT CALENDAR

3.1 Approve Minutes from the Special City Council Meeting held December 13, 2022 (Libby Vreonis, City Clerk)

3.2 Approve Minutes from the Regular Joint City Council/City Council Acting as the Successor Agency to the Redevelopment Agency/Public Financing Authority Meeting Held December 13, 2022 (Libby Vreonis, City Clerk)

3.3 Accept Report Out of Closed Session Memo (Derek Cole, City Attorney)

3.4 Fiscal Year (FY) 2022/23 Second Quarter Report on the Capital Improvement Program (Kevin Rohani, P.E., Public Works Director/City Engineer)

3.5 Appointment of City Council Standby Members for Newly Elected Councilmembers in the Event of a Declared Emergency (Libby Vreonis, City Clerk) 9 Councilmember Fuller requested clarification regarding item 3.4—if the Council is accepting the item.

Mr. McMurray confirmed the recommended action is to accept it.

No public comments were submitted.

Vice Mayor Williams requested to pull item 3.4.

It was moved by Councilmember Shaw and seconded by Councilmember Fuller to approve the remainder of the Consent Calendar. Motion was unanimous and so ordered. (5-0) Item 3.4
Vice Mayor Williams pulled the item to highlight the projects the City is working on. She requested staff provide the timeline regarding the East Cypress Road Widening project.

Public Works Director/City Engineer Kevin Rohani indicated the contract for the reconstruction of E. Cypress Road from Knightsen Avenue to Jersey Island Road has been awarded by the Council, the utility relocation of PG&E gas lines was supposed to start December 28 but due to weather it is postponed until the rain stops, and once done, actual construction will begin and will take approximately 4-6 months, providing a two-lane road widened to six lanes with curb gutter, sidewalk, underground utility and a bike lane. He indicated E. Cypress Road from Jersey Island Road to Bethel Island Road will be constructed as part of the Grand Cypress Reserve Project with construction anticipated to start in the latter part of this year. He mentioned this will complete overall E. Cypress Road from Bethel Island Road to Main Street. He shared that the City’s maintenance staff has been involved in patching the road and staff will do road repair from Knightsen Avenue to Jersey Island Road next week when the rain subsides.

Vice Mayor Williams inquired if the Holly Creek Restroom Project is near completion. She mentioned recent vandalism.

Mr. Rohani indicated it is nearly done with finishing touches being placed on the project and clean-up of vandalism; it will be open by spring.

Vice Mayor Williams mentioned the Laurel Road Extension Project (Teton Road to Sellers Avenue) and Laurel Road Widening Project (O’Hara Avenue to Cloverbrook Avenue) and asked staff to provide context regarding the amount of travel on Laurel Road and if it would require more improvement and frequency than E. Cypress Road.

Mr. Rohani indicated there is no favoritism as to which road is improved. He explained these projects involve many components, i.e., acquiring right of way and utility. He shared Laurel Road has the largest arterial with almost 20,000 trips per day; E. Cypress Road has less than 20,000 trips per day. He further explained that E. Cypress has gone through improvements by developers and projects on E. Cypress depend on developers because the City doesn’t have the right of way and there are a lot of utility relocations. He indicated the condition of the road is not lost on the radar. He shared that Laurel Road has been improved section by section; the relocation of WAPA lines took 3 years to work with utility companies, it took several years to acquire the right of way to bring a design contract forward, and E. Cypress Road will be built before Laurel Road is completed because of large WAPA poles which will take a couple of 10 years. He added that staff looks collectively at all projects in the City and must address issues of right of way, funding, and work with multiple agencies involved, i.e., the County railroad, etc.

Vice Mayor Williams commented that Enrico Cinquini Park is also listed on the update and will include additions to the park, a bocce ball court, a cornhole court, and a splashpad water feature.

Mr. Rohani mentioned it will be one of Oakley’s nicest parks funded partly by the developer and partly by park impact fees.

Vice Mayor Williams moved to accept the report.

Councilmember Fuller thanked staff for their work on E. Cypress Road to ensure safety. He indicated there is no priority of projects, there are different needs for different projects, and he appreciates what has been done and what staff is doing. He mentioned the Oakley Regional Community Park Project (CIP #176) is still being planned and does not yet have funding. He requested clarification that there has been no final approval what is going there.

Mr. Rohani mentioned Councilmember Fuller is referring to the 55-acre property located at the end of Sellers Avenue. He shared that before the holidays, a landscape architect was approved for the project who will assist the Council to bring forth a final concept plan for the project. He confirmed there is no major funding for the project, it will cost $50-$60 million to complete the project, and staff has applied for grants unsuccessfully thus far but will keep seeking funding.

He indicated this year the concept will be developed to then secure funding.

Councilmember Fuller seconded the motion accepting the report. Motion was unanimous and so ordered. (5-0)
4) PUBLIC HEARINGS
None.
5) REGULAR CALENDAR

5.1 A Resolution of the City Council of the City of Oakley Appointing the Mayor and Vice Mayor as the City Council’s Subcommittee for City Manager Employment Matters (Derek Cole, City Attorney)
City Attorney Derek Cole presented the staff report.

Councilmember Fuller commented he and Mr. Cole differ on that it has always been done. He commented that Mr. Cole mentioned here that the Mayor and Vice Mayor will meet with the City Council and receive direction on the salary after the contract or whatever is being moved forward upon, but he didn’t see in the resolution that the Mayor and Vice Mayor after each negotiation contact will return to the City Council to report which is imperative. He expressed if the ad hoc committee talks with the City Manager regarding salary and the City Manager wants to present a different salary, it should be reported back by the ad hoc committee so the City Council can hear it in closed session. He indicated if it does not happen that way, the only time the City Council has an opportunity to speak is on it is at the dais when the contract is made public where they cannot talk about performance, therefore, it is imperative that the negotiating 11 team receives direction from the City Council during closed session, negotiates with the City Manager, then returns and reports in closed session.

Mayor Meadows asked Councilmember Fuller if he is requesting to add that language.

Councilmember Fuller confirmed he is.

Councilmember Shaw commented if they go back for every discussion, it will be a lot of back and forth, however, if they meet in closed session and the City Council provide parameters and the subcommittee stays within that, there is no need to keep reporting back, but if something is proposed outside of that, she agrees.

No public comments were submitted.

Councilmember Fuller expressed his experience is that the process may be slow, it involves a lot of work, but they need to be transparent, and the Oakley City Hall family needs to be heard; they do it with unions and non-represented and it is the right way to do it.

Mr. Cole commented that it has always been the practice as long as he has been City Attorney and it should be that way. He mentioned what he is asking for is implied. He suggested for clarification he could add “or continuing” to the third “Whereas” paragraph, after the words “before commencing”.

Councilmember Fuller agreed.

Vice Mayor Williams commented she was going to ask for language to be added; parameters will help keep moving negotiations forward and if outside parameters the added language will address it.

It was moved by Councilmember Fuller and seconded by Vice Mayor Williams to approve the resolution as amended to include "or continuing" in the third “Whereas” paragraph as Mr. Cole suggested. Motion was unanimous and so ordered. (5-0)

5.2 Authorization for the City Manager to Execute the Second Amendment to a Purchase and Sale Agreement with the Yellow Roof Foundation for the sale of one additional property located at 4921Teakwood Drive (APN: 035-322-022) which will lead to the construction of 2 additional affordable housing units (Joshua McMurray, City Manager)
City Manager Joshua McMurray presented the staff report.

No public comments were submitted.

Applicant Trent Sanson, Yellow Rood Foundation, expressed gratitude for the opportunity to work with the City Council and staff.

Vice Mayor Williams inquired when construction would begin if the item were approved.

Mr. Sanson responded that pending approval of the fourth lot, they would submit for design review mid-February and package 45-60 days, construction would begin in the summer. 12 Vice Mayor Williams inquired if the property qualifies for the next housing element cycle.

Mr. McMurray confirmed it does.

It was moved by Vice Mayor Williams and seconded by Councilmember Fuller to authorize the Second Amendment. Motion was unanimous and so ordered. (5-0)

5.3 Consideration of a Resolution Approving an Agreement between Tyler Technologies and the City of Oakley for the Conversion from the Tyler Eden Enterprise Resource Planning (ERP) System to the Tyler Enterprise ERP System and Authorizing the City Manager to Execute the Agreement (Tim Przybyla, Finance Director)
Finance Director Tim Przybyla presented the staff report.

Vice Mayor Williams inquired if staff anticipates any downtime of any modules over the period of the conversion (July 2023 through March 2026).

Mr. Przybyla responded staff expects no downtime; one module will be implemented at a time.

No public comments were submitted.

It was moved by Councilmember Fuller and seconded by Councilmember Henderson to adopt the resolution. Motion was unanimous and so ordered. (5-0)

5.4 Consideration of a Resolution Approving a Professional Consulting Services Agreement between the City of Oakley and Koa Hills for Consulting Services Associated with the Conversion from the Tyler Eden ERP System to the Tyler Enterprise ERP System and Authorizing the City Manager to Execute the Contract (Tim Przybyla, Finance Director)
Finance Director Tim Przybyla presented the staff report and recommended adoption with revisions including changing the year from 2026 to 2025 on page 9 and changing the contract administrator from Kevin Rohani to Tim Przybyla, CPA, Finance Director.

Councilmember Fuller inquired how much support will be provided.

Mr. Przybyla expressed he is confident the consultant is knowledgeable and will be able to provide the assistance staff needs.

No public comments were submitted.

It was moved by Vice Mayor Williams and seconded by Councilmember Shaw to adopt the resolution as amended. Motion was unanimous and so ordered. (5-0) 6) REPORTS

6.1 CITY MANAGER
(a) City Manager
13 City Manager Joshua McMurray reported that work has been performed almost around the clock with recent storms, and overall, infrastructure has held up well. He mentioned staff is trying to keep the public informed and push out updates as needed.

Vice Mayor Williams addressed flooding of the pasture on E. Cypress that accumulated with several days of rain. She inquired if there is anything the City can help with in this area.

Mr. McMurray responded that continual flooding could shut down the roadway which causes staff great angst and concern; however, the rain is supposed to lighten up by tomorrow morning which should provide some relief and allow the area to drain; staff is monitoring it (staff during the day and Police on patrol after business hours) and keeping in contact with the County. (b) Police Department Update from Police Chief Paul Beard Chief of Police Paul Beard provided a PowerPoint presentation on the Police Department including a command staff introduction, mission of the department, where staff is from; staffing numbers, attrition since 2016, recruiting efforts, beat/patrol team structure, calls for service, challenges facing Police in Oakley and across America, daily toll of the occupation, 2022 accomplishments, LEICA 3D scanner, notable incidents of 2022, enforcement trends, current structure and growth of the department, and information regarding the flag pole they installed and dedicated last year.

Mayor Meadows inquired if the public could request a copy of the presentation.

Chief Beard confirmed it is available to the public.

Councilmember Fuller inquired about NIBRS.

Chief Beard explained it is a national database all agencies report stats to.

Councilmember Fuller commented 68% staffing of officers is not so unusual given the work officers perform. He inquired if there is an average number of staff that may be out ongoing to have an idea of the numbers needed to cover.

Chief Beard explained the past two years have been rough in regard to injuries with there being a cumulative effect of the number of years on the job for some requiring months off. He shared they have tried to have a cushion yet were close to needing emergency staffing and therefore recruiting and hiring have been ongoing.

Councilmember Fuller commented that people not are not currently as interested in police work, even in families with a long history of officers.

Chief Beard commented they need bodies but also continue to maintain high standards for hiring.

Councilmember Shaw inquired about the timing from an officer’s application being submitted, to training, to being on their own.

Chief Beard indicated about 60 days and once sworn in, it depends on their level of experience, anywhere between 7 weeks to 13 weeks before being on their own. 14 Councilmember Shaw inquired if there is a field officer and trainee with 2 bodies to a car.

Chief Beard responded that is correct; however, there are 2 officers currently in training and they are not yet operational.

Councilmember Henderson inquired if traffic collisions have increased in 2022 with taking the traffic division out.

Chief Beard responded that he feels like they were down. He mentioned staffing issues and investigations took precedent during 2022 and they will be opening up a traffic position tomorrow. He indicated the full traffic division will consist of 3 officers which he hopes to fill this year.

6.2 OAKLEY CITY COUNCIL/OAKLEY CITY COUNCIL ACTING AS THE SUCCESSOR

AGENCY TO THE OAKLEY REDEVELOPMENT AGENCY
(a) Reports from Council Liaisons to Regional Committees, Commissions and Boards AND Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency
Councilmember Fuller reported he forgot to mention one element from his last report regarding Diablo Water District. He mentioned the District is writing a multi-agency EIR regarding the Delta Conveyance Project which it is taking a point on leading.

Mayor Meadows reported he attended the Mayors Conference hosted by the City of Hercules last week where there were appointments to commissions, and he will attend the TRANSPLAN meeting Thursday.
(b) Requests for Future Agendas
Councilmember Henderson requested a work session to increase staffing of Police and look at needs of its facilities as they grow. The entire Council supported his request.

Councilmember Fuller requested an update and presentation on the SJPA/train platform. His request was supported by Councilmember Shaw.

Councilmember Fuller mentioned Supervisor Diane Burgis mentioned a partnership for the library. He requested a report from the non-profit organization and how much money is available.

Mr. McMurray responded that an update will be provided during the next Council meeting.

Vice Mayor Williams requested a procedure to address the items OYAC presented that will also be good for economic development.

Mayor Meadows inquired if the OYAC items could be aligned with other items.

Mr. McMurray mentioned they can have a work session to address economic development and OYAC items.

Mayor Meadows called a brief recess at 8:44 p.m. The Council reconvened at 8:51p.m. 15 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, and he summarized two incoming comments.

Vice Mayor Williams thanked the applicant for their work on the plans. She inquired if the recommendation to not have an exit on Brownstone would mean Brownstone gets no improvements because it does not seem that the developer would be on the hook for that.

Mr. Strelo explained Brownstone would still be a frontage for the project and would still be required to be dedicated and improved.

Vice Mayor Williams inquired if the amendment takes away any ag uses on these properties.

Mr. Strelo mentioned there may be some confusion based on newer General Plan land use titles. He explained that the residential very low is very similar to the previous single-family medium density which allows for 3.8 dwelling units per acre and would not typically be ag limited.

Councilmember Fuller requested clarification how that works.

Mr. Strelo inquired if he is referring to the blending of density with capped units.

Councilmember Fuller mentioned residents bought there because it is rural. He mentioned this may be less density, but right of it are vineyards and ag.

Mr. Strelo explained the property is currently residential very low which allows for a maximum of

2.3 dwelling units per gross acre meaning they could have 29 units. He indicated this would amend a portion, or one of the properties, resulting in 3.0 units per acre and the next higher density to what they are is what it would be amended to. He mentioned if the entire property were amended to that density, it would be 3.8 dwelling units per acre which is a lower density than Riata but is a higher density than what is permitted currently; there would be a 3.3 dwelling units per acre for Riata, 3.0 dwelling units per acre for this property if built as proposed, and the next property over would max out at 2.3 dwelling units per acre under the current General Plan so in that sense there would be some blending of density; it would be higher than what is currently allowed, but lower than what is currently allowed at Riata.

Councilmember Fuller inquired if it stays as is, how many units can be built per acre.

Mr. Strelo 2.3 units per gross acre (prior to any road dedication), or 13 acres x 2.3=29.9 units per acre.

Councilmember Fuller inquired if it goes to residential low; how many units would be allowed per acre.
16 Mr. Strelo explained it would be a maximum 3.8 dwelling units per acre; if they do the entire 10 acres as residential low, the maximum allowable units on all 13 acres would be 45 which is why the question came up regarding capping units.

Councilmember Fuller inquired if this development would have affordable housing.

Mr. Strelo responded he does not believe this project would have the allowable density to pencil as an affordable project; however, it is a market rate project.

Councilmember Fuller commented if there were fewer units, they can charge more because of larger lots, so they could get equity out of the property either way.

Mayor Meadows called for public comment.

Michael Rosalez shared he lives across the street from Riata Park, one of the busiest parks in Oakley. He mentioned Neroly Road coming into the new subdivision is a good idea and speedhumps are welcomed, but the roundabout hasn’t slowed down speed much. He commented that the park is very important with a lot of young families in the neighborhood; there are young kids at the park and kids riding scooters and bikes around the park. He mentioned he would like to see a greenway at Scabbard Way for emergency vehicle access with bollards (he provided pictures). He mentioned if Neroly is the only way only in great, but if they are going to open Scabbard look, he suggested looking again at opening Brownstone. He requested the timeline.

Marilyn Tiernan shared she has lived on Brownstone since the City incorporated. She commented there is way too much traffic going way too fast on Brownstone, she appreciates the changes that have been made and that density has decreased, but it doesn’t change the fact that Brownstone is an ag street with horses in backyards of the roads everyone drives. She mentioned she fought to get very low density through many Councils and here they are again not honoring previous Council decisions when she and her neighbors thought this was a done deal. She mentioned Brownstone received pavement and a line upgrades but is still Brownstone; here they are again years later.

Zachary Wright with Discovery Builders (applicant) thanked the City Council for its time and the public for their comments. He shared they are under contract for the 3 acres.

Councilmember Fuller expressed he appreciates that people bought for the rural atmosphere and residential very low but the Council is not going to stop people from coming into Brownstone to develop the property; if the developer is going to sell at a higher rate, the equity is still there at 29 units. He mentioned the area is a nightmare for school traffic and he can understand how people use Brownstone to get to Main Street, but putting the traffic onto Neroly is not the answer either and he is uncertain how to negate the traffic.

Vice Mayor Williams inquired if there is possibility of green space as proposed since the City promotes walkability and a pedestrian-friendly city.

Mr. Strelo explained the development needs a minimum of 2 emergency access points. He shared that he has not yet reached out to the Fire District as it has not yet been proposed.

Mayor Meadows commented they are looking at the General Plan amendment to change the zoning tonight, not the conceptual plan; if they approve the General Plan amendment, they will 17 probably bring it back for discussion. He added he appreciates the applicant listening to the Council and bringing back a less dense project. He indicated he would be in favor to approve the General Plan amendment to change the zoning tonight and later come back with a conceptual plan.

Councilmember Shaw shared she likes the idea of capping units which she brought up at the Planning Commission meeting and would want to see happen, and she likes the idea that there is gradual density. She indicated she would be open to the General Plan amendment.

Vice Mayor Williams shared she doesn’t typically love density changes; she believes she has been consistent with the way the City was outlined and how the former Council decided and they should stay as true to that as possible, but she also understands making the numbers pencil out.

Mr. Wright commented there are two frontages, Neroly and Brownstone, and they are trying to amortize that cost. He mentioned it doesn’t matter if they are 12,000 or 8,000 square foot lots; they will charge the same because buyers will buy the house, not the land. He indicated this plan meets the needs of the public and gets roads improved.

7.2 City Council Visioning and Strategic Plan Review (Joshua McMurray, City Manager)
Mayor Meadows commented he appreciates the applicant bringing this back. He explained he felt he didn’t get a voice in 2021 and believes he can also speak for Vice Mayor Williams and Councilmember Fuller in that regard. He mentioned they pushed for a Strategic Plan a year ago to include their input and agreed they would look at doing a review every 2 years in odd years.

He mentioned he wants to hear what Councilmembers Henderson and Shaw have to say; they were in the room for planning process but may have comments or additions.

City Manager Joshua McMurray commented that in early 2022, the City held a work session to go over the vision and kicked off the Strategic Plan process, they spent 4 months and $60k, and held meetings with public participation to develop a 5-year plan instead of a 2-year plan which includes 170 objectives to span all operations of the City. He mentioned there is an opportunity now for all the City Council to provide input. He also mentioned they are 9 months into the document, which was adopted April 2022, there was an update provided at the end of 2022, and 3 updates will be provided per year.

Councilmember Fuller commented Councilmember Henderson and Shaw should have priority, the rest can address particulars.

Councilmember Shaw commented she is new to the Council but participated in workshops, therefore, she feels like she has been part of it and some of her ideas are in it.

Councilmember Henderson commented he also participated in it. He mentioned it was planned when built to be a 5-year plan and layout the foundation. He expressed that the plan needs to be allowed to work and they can evaluate it in 2 years but at this point there hasn’t been enough time; they would be changing things in the middle without allowing time for completion.

Councilmember Fuller referred to Section 8.5 of the handout he provided and mentioned he is still looking for a statement like this in the mission statement. He highlighted the portion, “Contractor shall not discriminate on the basis of a person’s race, religion, color, national origin, 18 age, physical or mental handicap or disability, medical condition, marital status, sex, or sexual orientation,…”.

Councilmember Fuller commented on the Parks and Open Space goal that they need to stress they are planning to develop the area for recreational use and funding is still needed.

Councilmember Fuller commented on NGOs that they are committed to creating NGOs but they are not coming about and need more concentration on them, similar to what has been done for the entrepreneur center.

Mr. McMurray commented that it doesn’t sound like there is a desire to open the whole Strategic Plan. He indicated if there is support for any of Councilmember Fuller’s suggestions this is a good time to express support. He indicated work has been done to the mission statement and staff will seek funding for the regional park. He shared that the Strategic Plan guides the budget each year; they are not presenting something public the Council is not aware of. He mentioned there is a maintenance obligation and as they embark on planning stage of the regional park, there are many aspects that haven’t yet been discussed. He shared one idea is to privatize some of the park to cover maintenance and use. He indicated there is a lot they still need to talk about and if it is the Council’s desire to strengthen the language, the Council should provide staff that direction. Regarding NGOs, he mentioned staff can work on programs or classes for nonprofits, like the entrepreneur program. He mentioned there are things they are doing but the Council can provide direction if it wants it in the Strategic Plan or to bring forth a work session.

Vice Mayor Williams mentioned as they are working on a business-friendly economic development plan during a downturn; they need to provide resources and support and build it into the Plan how they envision the city. She mentioned it is timelier than when they first were going through this; they want to support businesses started by residents and there is some urgency competing with Brentwood that already has approved soccer fields that will create revenue for them but will pull from Oakley. She indicated she wants to see some plans in place to get real economic development and where Oakley is an attraction, a place to go.

Mayor Meadows commented staff is working on an economic development plan that should be in place late spring.

Mr. McMurray commented that the economic development work plan can include those things.

He mentioned they are working on development grants and updating the facade improvement plan. He mentioned February 28 is the date they are targeting for the plan, and it will guide the work they do daily for economic development of which ideas the consultant will obtain from the Council during interviews. He mentioned they are doing some work now for small business but can do more; it is a resource issue. He added if the Council wants to amend the Strategic Plan, staff can insert language there too.

Councilmember Shaw commented that one goal within the Strategic Plan is not more important than another and if they work on everyone’s specific ideas, they are never going to get through the goals if the focus is on perfecting the plan. She suggested staff needs to spend their time on doing things to get to these goals.

Mayor Meadows commented he is okay with the mission, the way the regional park plan is worded but they are working on an update to the regional park plan, and the NGO section the way it is worded. He mentioned there are not a lot of service organizations in Oakley which is a 19 detriment because it is tougher for the city to put on functions, and it would be a benefit if they could promote them somehow.

Councilmember Fuller provided many examples of San Francisco NGOs and how they benefit the city and community; they provide a sense of life and bring tourism.

7.3 Process for Selecting Mayor and Vice-Mayor Following Implementation of District Elections (Derek Cole, City Attorney)
City Attorney Derek Cole presented the staff report. He mentioned his intent is to bring an ordinance back after obtaining Council direction. He outlined 4 options.

Option 1: Relative Percentage
Mayor Meadows suggested they can discuss the 4 options or go by each one. He mentioned he thinks option 1 is convoluted and would not be in favor.

Councilmember Fuller indicated he wants to hear what his colleagues have to say.

Councilmember Fuller commented a tie can be settled by a coin flip and 2 elected would serve once as Mayor during the 4-year term.

Mayor Meadows commented percentages are in the staff report rather than vote count.

Councilmember Fuller commented they won’t work with the way the districts are set up.

Councilmember Shaw commented she doesn’t think percentages would work; it wouldn’t be fair.

Vice Mayor Williams commented she doesn’t like percentages.

Option 2: Random Draw
Mayor Meadows commented the second option is a random draw during a tie and he is not for it.

Vice Mayor Williams commented she is not for it. She explained that if District 2 wins the dice every time, no rotation occurs. She mentioned the way they currently rotate, essentially people were voting for it because it is based on the highest percentage of votes during the election and a random draw would not give voice to those people who voted.

Mayor Meadows commented that choice was taken away with districting.

Councilmember Shaw commented she doesn’t like a random draw.

Option 3: Nominate
Mayor Meadows mentioned this option provides that they can pick a new Mayor or Vice Mayor every year, but it could be the same people every year, so he is not in favor. 20 Councilmember Fuller commented he is thinking they would be rotating through, but two at the end get a tie; first and second if two, they will serve as Mayor one time during the four-year term.

Mayor Meadows commented as of now, they would not because it is based on vote count; Councilmember Fuller could not be Mayor unless he runs again and wins.

Councilmember Fuller commented if there is a tie between Councilmembers Shaw and Henderson and they flip a coin, one would become Vice Mayor.

Councilmember Shaw commented this would be changing it completely moving forward in 2024; it would not be an automatic rotation.

Councilmember Fuller commented if they are going by rotation, they would need a tie breaker between the 2 new Councilmembers.

Mayor Meadows commented this option would allow the Council to choose the Mayor and Vice Mayor every year and it could be the same person year after year if voted in.

Councilmember Fuller commented he sees this as random, the person selected can change.

Mayor Meadows commented it could become political and that doesn’t best serve the Council.

Councilmember Fuller agreed and commented he is not quite sure why it wouldn’t work; if he runs in the rotation scenario and is not elected, Councilmember Shaw would become Mayor.

Mayor Meadows commented that the problem is now the city has districts so the percentages are different for the number of votes for Councilmembers Shaw and Henderson; the districts have different numbers of population and District 4 could have a larger district with all the homes being built on E. Cypress.

Councilmember Fuller expressed regardless of percentages, they both entered into office at the same time and they could flip a coin.

Option 4: Rotation by District
Councilmember Henderson suggested after the first election the rotation would be built, then they could go in order of district by district so by the end of it, it would be in a total rotation; at first it would take a hybrid approach. He mentioned it makes the most sense as a newly elected cannot sit in the position of Mayor the first year.

Mr. Cole commented under this option, Anissa Williams would be Mayor in 2024, and they could implement the district rotation with District 2 or 4 in 2025, when one of the two Councilmembers from these districts would be appointed as Vice Mayor.

Councilmember Henderson clarified Councilmember Fuller would rotate into being Vice Mayor and then the new system would be implemented.

Mayor Meadows commented that Anissa Williams would be Mayor in 2024 (District 3), Shannon Shaw would be Mayor in 2025 (District 4), and Hugh Henderson would be Mayor in 2026 (District 2). He indicated they will have to figure out the rotation, but he favors rotation by district. 21 Councilmember Fuller commented that a person without a year on the Council could not sit as Mayor or Vice Mayor.

Vice Mayor Williams commented there are currently 3 at-large positions, the majority. She suggested they could implement it once they are all in districts.

Mr. Cole commented that the Council can specify Anissa Williams as Mayor and George Fuller as Vice Mayor for 2024, and in 2025, the District 2 or 4 Councilmember would be Mayor. He mentioned they have to account guaranteed seats and they may have a problem if all 3 don’t run again or don’t get re-elected, speaking of Districts 1, 3 and 5.

Vice Mayor Williams suggested they could have the Mayor and Vice Mayor as District 2 and 4 for 2025.

Councilmember Fuller commented that in 2024, Anissa Williams would be Mayor and he would be Vice Mayor, and in 2025, Districts 2 and 4 would be Mayor and Vice Mayor.

Councilmember Shaw mentioned she would like to see the Mayor be Vice Mayor for 1 year and the Vice Mayor on the Council for 1 year as it gives the Vice Mayor experience.

Mr. Cole commented if Councilmember Fuller runs in 2024 and wins, they could grandfather it to preserve him being Mayor (District 5). He indicated he will work on it and bring it back for the Council to consider.

Councilmember Fuller commented he likes the idea to grandfather it.

Mayor Meadows summarized the consensus is for option 4 and the City Attorney will work on the language for the Council’s consideration. He called for public comments.

Angela Lowrey commented. She suggested the Council think about districts, not people. 8) CLOSED SESSION
9) ADJOURN
There being no further business, the meeting was adjourned at 10:25 p.m.

Respectively Submitted,
Libby Vreonis
City Clerk
22 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 February 6, 2023
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
Mayor Aaron Meadows called the meeting to order at 6:30 p.m. in the Oakley City Council Chambers located at 3231 Main Street, Oakley, California. Vice Mayor Anissa Williams and Councilmembers George Fuller, Hugh Henderson and Shannon Shaw were also in attendance.

1.2 Pledge of Allegiance to the Flag (JROTC students)
JROTC students led the Pledge of Allegiance to the Flag.

1.3 Proclamation Recognizing January as Human Trafficking Prevention Month (Katrina Natale, Human Trafficking Task Force Director) Mayor Meadows presented the proclamation to Katrina Natale, Human Trafficking Task Force Director and Wendy Alvarez, her co-lead in the task force and with Community Violence Solutions.

Ms. Natale commented this month is a time to raise awareness and invigorate efforts to prevent human trafficking which includes Oakley. She mentioned the task force has started a relationship with Oakley to discuss how they can engage Police better and bring more awareness. She shared that the task force provides comprehensive services to victims, investigates and prosecutes human trafficking, and provides local programming to help youth protect themselves and identify potential situations. She thanked the Council.
2) PUBLIC COMMENTS
Nancy Huffaker, resident of Summerlake, thanked the Council and Public Works Department for addressing potholes.

Jennifer Solopow submitted an online comment regarding potholes on Sellers near E.

Cypress. Public Works Director/City Engineer Kevin Rohani connected with Ms.

Solopow prior to the meeting to provide her information. 23 Rebecca Mears submitted an online comment regarding types of local businesses needed, infrastructure needed to sustain growth, and the 637/639 Brownstone project. 3) CONSENT CALENDAR

3.1 Adopt a Resolution approving a side letter to the Oakley Police Officers Association Memorandum of Understanding (Jeri Tejeda, Human Resources Director)

3.2 Acceptance of work associated with the Senior Center Roof and HVAC Repair and Replacement Project – Capital Improvement Project Number 288 (Kevin Rohani, P.E., Public Works Director/City Engineer)

3.3 Adopt a Resolution Approving a Recognized Obligations Payment Schedule (ROPS) and Administrative Budget for the Fiscal Year of July 2023 through June 2024 (Tim Przybyla, Finance Director)

3.4 Adopt a Resolution adding standby pay to the approved compensation package (Jeri Tejeda, Human Resources Director)
No public comments were submitted.

It was moved by Councilmember Fuller and seconded by Councilmember Shaw to approve the Consent Calendar. Motion was unanimous and so ordered. (5-0) 4) PUBLIC HEARINGS

4.1 (Continued from October 11, 2022) Zoning Ordinance Text Amendments to Article 12 of Chapter 1 of Title 9 of the Oakley Municipal Code (“Special Land Uses”) – Adding Four Subsections to Address Drive-Through Restaurants, Carwashes, Gas Stations, and Self-Storage (RZ 04-21) (Ken Strelo, Planning Manager)
Planning Manager Ken Strelo presented the staff report and PowerPoint presentation.

City Attorney Derek Cole commented that he and staff came together after the last hearing and after letters were received to do an analysis and they found that the proposed buffer is not a common practice in other jurisdictions so they would be charting a new course with this, and as a practical matter, there are a limited number of properties (4) to which it would apply, 2 have no chance of developing, so only 2 properties would be affected by this and those are properties that developers have acquired and held for commercial purposes on a commercial corridor. He explained because there is a limited number of properties to which this buffer applies, although there is no intent, it could appear the City is targeting or spot zoning properties based on a generally applicable ordinance, and one developer raised such claim and other claims. He mentioned it has never been the City’s intent, but he also wants the Council 24 to be aware what happens if they do this; it may force the owners of these properties into litigation. He shared he is not trying to put words in their mouths, but creating buffers may create a situation that would require property owners to act now legally to protect any rights they may have. He mentioned they have the general conditional use permit process plus these additional performance standards would allow the City to address any situations involving these properties; developers would still have to apply for a conditional use permit and there would still be CEQA review. He advised it is not in the best interest of the City to enact this part. He shared his assessment is that the City would be putting the parties in a situation to litigation to protect their rights. He mentioned he believes the City already has the controls it wants through its process and with these improvements so it is his recommendation that if the Council approves the ordinance that this part be removed, but it is the decision of the Council to make.

Mr. Strelo continued his report and presentation including a summary of amendments to the ordinance.

Vice Mayor Williams mentioned 500-foot buffer language with gas stations. She inquired since an important part of the drive through has been taken out, if this language could be universal and applied to all uses, i.e., drive throughs, car washes, etc.so that none of those get oversaturated in certain areas.

Mr. Strelo indicated staff can modify the ordinance language at the Council’s direction.

Vice Mayor Williams mentioned they are all conditional use, but they have experienced it is made to appear it is difficult to deny a conditional use permit and this doesn’t provide any added protection; they were told meeting after meeting they didn’t have sufficient reasons to deny even though they did. She inquired what additional protections are being included besides conditional use permits if they remove the buffer from sensitive areas.

Mr. Cole explained that the properties along the commercial corridor have been planned commercial since the beginning of Oakley with the General Plan and Specific Plan; there will always be inherent difficulties with that area and there are other properties along a very busy road with traffic along the commercial corridor that have ben entitled.

He mentioned if the Council targets traffic for specific projects, it presents some legal issues for the City. He mentioned there are protections with the conditional use permit process such as time changes for the properties such as near a school, staggering time of operation, traffic control measures and crosswalks, staggering signals, which may or may not work for all facilities, but there may be some ways to deal with it. He added that this means there would be intention to approve the project, but if there is intention to never permit that, it is a policy choice. He mentioned he is alerting the Council to realities; this commercial corridor (Laurel) has been planned for decades; if they change what to do with that part of the City, it is likely to attract a lawsuit. He mentioned the Council can decide to move forward; the Council makes policy, and he is an advisor. 25 Vice Mayor Williams commented they all want commercial at Laurel Plaza, they just didn’t think drive throughs were compatible and the 2008 Planning Commission was very clear about that. She mentioned if they can manage through conditional use permits and the developer is not willing to meet those conditions and the Council can deny, then that makes her feel more comfortable. She added they would love commercial, but there is a difference between commercial and fast-food drive throughs.

Councilmember Fuller inquired if Adam Hofmann with Hanson Bridgett was contacted by anyone and if the letters the Council received submitted by attorneys were published with the agenda. He expressed concern regarding the public not being aware of the change.

Mr. Cole indicated Mr. Hofmann was retained as a litigator for the City for the McDonald’s/Quick Quack lawsuit and Mr. Cole is the advisor.

Councilmember Fuller commented heard Mr. Cole said during open forum that he disagreed with what the Council did and therefore he was unable to carry the lawsuit.

Mr. Cole commented that is not what he said; it is inaccurate.

Councilmember Fuller inquired if Bryan Montgomery (former City Manager of Oakley) was contacted by Cole Huber LLP regarding the lawsuit as he was a big supporter of commercial development and the McDonald’s at Laurel Plaza and Cole Huber LLP has contracted with the city in which Mr. Montgomery now works.

Mr. Cole responded “no”. He indicated Cole Huber LLP has contracted with the City of Indio, one of 10 cities his firm represents as City Attorney, and there are 20 attorneys in his firm but he does not work with that city directly nor has he spoken with Mr.

Montgomery in approximately one year. He added he is not aware that anyone at the staff level has had any contact with him or that he has reached out to staff. He expressed he believes Mr. Montgomery advocated for these things when he was here, but they have not consulted with him since.

Councilmember Fuller commented it is a law partnership and even if another attorney represents that city and develops profits, those profits are spread among the partnership.

Mr. Cole responded he is not certain why he or his firm are an issue; they share profits from all agencies they represent throughout California. He assured his advice is based on his nearly 25 years of experience as an environmental and land use attorney.

Councilmember Fuller inquired if the letters from the attorneys were attached to the agenda when published.

Mr. Strelo indicated they were not; they were part of a previous public hearing for this item.
26 Mr. Cole mentioned this is a continued hearing from last year and those letters were provided before that meeting so those letters are already part of the record.

Councilmember Fuller indicated because of those letters, a new redlined version of the ordinance has been proposed which has completely changed the ordinance and they are not being fair to the public if they are not making them aware of the letters. He indicated the Council received the letters Monday.

Councilmember Fuller requested a written opinion from the City Attorney as comments prior to 18 months ago are gone. He mentioned they can pass ordinances but can also grant variances so if they go with the original ordinance, they are not stopping any developer from coming in, the developer would need to request a variance to come in; no one is cut out of the property, they just need approval.

Mr. Strelo commented that variances are typically reserved for development regulations such as inability to meet a setback or building height so this would be unique variance for an ordinance in place within the Zoning Code. He mentioned the findings for variances are difficult to meet in most cases so he hesitates to say here that variances would be allowed.

Councilmember Fuller commented he is hearing they are denying people use of their land, but the Council would not be denying any developer to convince the Council to grant a variance. He mentioned if the Council passes the original ordinance he is being told there could be a lawsuit, but if someone wants to build in Oakley, they can discuss it with the City and go over the parameters of development. He mentioned he hasn’t heard anyone at the City deny landowners use of their land. He inquired if they are saying if they go with the original ordinance, they are denying landowners use of their land.

Mr. Cole mentioned that the parties that own the two properties realistically affected by this ordinance acquired their properties years ago based on authorizations and representations in the General Plan, Specific Plan and Zoning Code. He mentioned efforts to develop one property has been unsuccessful and they are of the opinion that only certain commercial uses such as the special uses that are part of this ordinance would be viable and they would argue if the City adopts the buffer that it renders their ability to develop (pencil out) the property impossible. He added that they would argue that the effect of the ordinance buffer would be to render the land undevelopable. He indicated the City would fight that if forced into that. He expressed that if it is the pleasure of the Council to move forward, it is the Council’s choice, but with that comes a consequence. He explained the developer has made concerted effort over the years to try and develop the property and has expressed to the City only certain uses will pencil out which include the special uses. He explained if the Council includes this buffer, there is a very high likelihood the City will have to defend it in court; he wants the Council to understand that is what happens and it is his duty to inform the Council. 27 Mayor Meadows opened the public hearing. He mentioned one comment was submitted online and the person wishes to speak. He called upon Seth Furman.

Seth Furman with Safeway presented a PowerPoint presentation regarding the property at the corner of Laurel and O'Hara and indicated they want to develop soon. He requested clarification on the noise study and alternative fuel.

Vice Mayor Williams inquired when Safeway will come in. She mentioned Oakley has been waiting 20 years and she believes Oakley is bigger than Mountain House where Safeway recently opened.

Mr. Furman explained that their stores must open in terms of long-term success in the community so he does not have the magic ball when that will happen, but it is their intent to move forward sooner than later.

Vice Mayor Williams inquired if they are looking to have only a store and gas or if they are also looking to put in retail pads.

Mr. Furman mentioned they are looking at retail but cannot yet specify if that would include a drive through because have not gotten that far in the site planning process.

Vice Mayor Williams inquired if they could make an amendment to clarify alternative fuel.

Mr. Cole commented that the ordinance says, “Any new gas station shall consider including alternative fuels, pumps, as an option to customers with alternative fuel vehicles.”
Vice Mayor Williams indicated the City is not dictating, just suggesting it be considered.

Mr. Cole mentioned “shall consider” is not mandatory, but a directive that would drive the conditional use permit process.

Mr. McMurray shared that Mountain House has approximately 29,000 in population.

Shelly Fitzgerald commented she is excited to see Safeway come; the property wouldn’t be heavily affected by the original ordinance. She mentioned one commercial corridor was poorly planned that has left one elementary school in a very precarious position.

She expressed that in looking at policies today and updating them can either prevent or allow future problems in other areas of the city. She mentioned the school is in place and there are commercial properties that chose to purchase next to an elementary school. She suggested the Council should think about future school sites, future residential areas, and commercial businesses they want incorporated into those areas with all the growth that will be happening. She shared she found that Elk Grove has provisions for these uses with 100-feet of residential uses, Santa Barbara outright banned drive-through restaurants 40 years ago but last year had to deal with a 28 grandfathered use and considered taking a conditional use permit away from a Chick-filA® because of the problems it is creating, and Brea rescinded approving a Raising Cane’s because of its proximity (within 200 feet) to an elementary school. She added many cities across the country are banning drive throughs entirely with focus on curbing emissions, reducing litter, improving pedestrian access and safety, and enhancing walkability within cities. She mentioned these ordinances are meant to protect cities and guide growth, not to single out property owners.

Mayor Meadows closed the public hearing.

Councilmember Fuller suggested they continue the item until Mr. Hofmann and the public have had an opportunity to review the letters and Mr. Hofmann has opined. He indicated Mr. Cole should recluse himself from the lawsuit as his firm also represents City of Indio where former Oakley City Manager Bryan Montgomery now works who supported the development at Laurel Plaza. He expressed he highly resents Mr. Benke indicating this is a property seizure and he is being targeted he has invited Mr. Benke to discuss affordable housing on the southwest corner. He mentioned people here want another grocery store. He mentioned if they are not going to continue the item and allow the public to view the letters, the original ordinance could pass because it doesn’t deny property rights in Oakley if a property owner meets what is required for a variance.

Vice Mayor Williams requested clarification regarding the action and next possible steps if the Council cannot yet reach consensus.

Mr. Strelo indicated the ordinance can be adopted as proposed, adopted with minor or significant changes (bring back to next meeting), or if no motion, the item would die without direction.

Vice Mayor Williams commented that car washes and gas stations have buffer language and there is no such similar language for drive throughs. She inquired if it would be a major change to add it.

Mr. Cole indicated those are in relation to saturation whereas they are talking about sensitive use so they are switching concepts but if the Council wants to look at a saturation concept, it can direct staff to draft language and bring it back.

Vice Mayor Williams commented that when she and Councilmember Higgins (former Council) first brought forth saturation, it was of concern across all uses, so she believes saturation needs to be back in and if staff is going to bring it back, include very clear and precise language to protect a more walkable, pedestrian-friendly community, including bigger buffers if near sensitive uses.

Mr. Cole mentioned if it is the pleasure of the Council to follow suit, the Council can make a motion to direct staff to continue to a date certain, perhaps the second meeting in February or first meeting in March, and staff will bring back an ordinance to address saturation of drive throughs and walkability near sensitive uses. 29 Councilmember Henderson suggested postponing the item until litigation is done. He mentioned if an ordinance is adopted now, the Council may have to do this again if the City loses in litigation.

Mr. Cole suggested they could continue the item if the Council accepts Councilmember Henderson’s premise and staff will re-notice if not continued to a date certain. He mentioned they have a court appearance date of April 17 for the McDonald’s/Quick Quack lawsuit; staff could get that result and bring it forth late spring.

Councilmember Fuller mentioned he is good with Vice Mayor Williams and Councilmember Henderson’s comments and until the lawsuit is adjudicated, he would like to direct Mr. McMurray to contact Mr. Hofmann to attend closed session or provide written opinion regarding the decisions the Council will be making.

Vice Mayor Williams inquired if a motion is made, could it be amended to include saturation and a walkability buffer if it is not continued to a date certain. She mentioned she doesn’t like not having a date certain because she does not like how long it is taking, but understands the impact to the community for the future.

Mr. Cole mentioned the Council can continue the item to a date uncertain pending the court’s decision in the McDonald’s/Quick Quack decision and when staff brings the ordinance back, saturation and walkability buffers will be included in the ordinance as Vice Mayor Williams suggested, and he or Mr. McMurray can request Mr. Hofmann to provide a opinion on the ordinance in relation to the lawsuit to the Council during a future closed session.

It was moved by Vice Mayor Williams and seconded by Councilmember Shaw to continue the item to a date uncertain and bring the ordinance back pending the court’s decision, with saturation and walkability buffer language included, and direct Mr.

Hofmann to provide an opinion regarding the ordinance in relation to the lawsuit. Motion was unanimous and so ordered. (5-0)
5) REGULAR CALENDAR

5.1 Appeal of Hearing Officer's Decision Regarding the Illegal use of Fireworks (Libby Vreonis, City Clerk / Kim Snodgrass, Deputy City Clerk) City Clerk Libby Vreonis presented the staff report.

City Attorney Derek Cole advised the Council of its scope of review. He mentioned as a procedural point, the neighbor stepped forward to accept responsibility after the hearing officer’s decision, but the Oakley Municipal Code does not provide a procedure that once a decision has been rendered that it can be reviewed again at the administrative level so it was recommended to the property owner to file an appeal to Council. He 30 mentioned this is a de novo hearing meaning that the Council can look at all the evidence, including available body cam footage, and decide.

The Council agreed to hear oral evidence.

Mr. Flores, the property owner, explained he was cited for discharging fireworks and he never discharged any fireworks; he heard fireworks from his living room and went outside through his garage and started watering his grass. He mentioned he saw his neighbor to the left of him whom borrowed a tool from him earlier that day and asked if he could put it back in his garage. He indicated the neighbor walked into his garage, the police officer pulled up, and the officer never spoke with him, he only had an exchange with his neighbor, whatever they talked about. He commented he never discharged anything and never will. He explained he went through both appeals, told the Chief and hearing officer the same thing, and the final decision was that he more likely than not did it when in fact he did not. He mentioned his neighbor is here to comment and again, he did not discharge anything, the officer did not speak with him, and no one ran into his garage; his neighbor returned a tool to his garage.

Gonzolo Chayrez commented he would like to see the body camera footage. He explained he was full of toilet water because he was fixing his toilet that busted so he went through the garage, and there were fireworks going off all down the street. He indicated the officer did come and he made a joke with the officer, “Weren’t they pretty?” to imply that was a great show and admitted he had safe and sane fireworks/sparklers for his kids and they were going to watch and didn’t light those. He mentioned he never received a letter or anything showing there was debris, his hands weren’t black, there was no lighter in his hand, so these things bother him and the fact he smelled like toilet water when the officer came up.

Mayor Meadows requested clarification who the neighbor is that is taking responsibility.

Mr. Chayrez responded he is taking responsibility, he is on the body camera footage, and he made a mistake by joking with the officer and making such statement.

Mayor Meadows inquired if either Mr. Flores or Mr. Chayrez had any further comments.

Being none, he called upon the Council for any questions.

Vice Mayor Williams requested to see the body camera video and mentioned the officer is not present this evening.

Chief of Police Paul Beard confirmed that is correct.

Vice Mayor Williams inquired if the body camera footage shows fireworks happening.

Chief Beard explained the body camera procedure and what they would see if the body camera footage is played. He indicated no fireworks are seen on the body camera footage. He mentioned the video begins with 30 seconds of silence; this is the activation 31 period, 30 seconds before the officer activates the body camera. He shared he viewed the footage and Officer Tyler Locke is the officer who responded and activated the camera when he pulled up to the property at 4799 Bayside. He mentioned that is when the dialogue begins with Officer Locke and Mr. Chayrez with Mr. Flores in the background.

Mayor Meadows requested the footage be played and it was.

Councilmember Henderson inquired if there were fireworks on the property.

Mr. Flores indicated he has no idea; he was inside and heard fireworks and came through his garage.

Councilmember Henderson inquired if there was evidence that fireworks were on the property.

Chief Beard responded that a report was not written so he can only go by the body camera footage and he does not see evidence of that.

Mr. Flores commented he would not allow fireworks on his property.

Councilmember Fuller commented he sees in the body camera footage that Mr.

Chayrez indicated the fireworks went off in the driveway that the officer found him on.

Mr. Chayrez commented he was returning tool and it was his sons that were letting off safe and sane fireworks in the street, not the driveway; they were little fireworks, no big booms coming from them. He mentioned the whole area/block shoots them off so for the officer to pinpoint a group of people is wrong in his case. He added he had just fixed a toilet and was returning a tool to the garage, but supposedly many people ran into the garage but he was the only one in it.

Councilmember Fuller asked Chief Beard if according to the ordinance, the property owner is responsible for fireworks on their property.

Chief Beard indicated the officer acted in accordance with the ordinance that the property owner is responsible for anything occurring on the property.

Vice Mayor Williams mentioned the report indicates the officer saw smoke, saw several people running in, and saw discharge. She mentioned it is hard to tell from the video that all took place so she is wondering how they know it actually came from there. She mentioned from the footage, Mr. Gonzolo mentioned that he is done with it so it does seem like it happened there.

Mr. Chayrez mentioned he made a mistake by saying it but even the officer said they could light those off.
32 Vice Mayor Williams clarified that it sounded like the officer referred to “big ones” and Mr. Chayrez responded to him that they were “all done with those, there are no more, but we do have the safe and sane”. She asked Mr. Flores if he was watering the lawn but didn’t see anything.

Mr. Flores indicated he went out with a hose so if something were brewing he could at least put it out.

Vice Mayor Williams shared that her house caught on fire because of fireworks, they made this ordinance, and they have to put their foot down somewhere.

Mr. Flores mentioned the City has in previous years sent citations to different people on their street and they have never been prosecuted because there was insufficient evidence. He commented that he can see how it all looks but he only went outside after hearing the fireworks from inside and thought maybe he could put out something if it is near his roof.

Vice Mayor Williams indicated she understand his position and the neighbor is taking responsibility is great because in the footage it sounds like he is taking responsibility and that is something they can work out between themselves, but because fireworks are an issue, they must send citations and have them enforced.

Councilmember Shaw commented that on the body camera footage, the officer pulled up to Mr. Flores’ house. She expressed concern that if the same happened at her house, she would be out there to find out why they are there. She expressed her other concern is that during the first appeal hearing, he denied a violation occurred period, then during the second appeal he denied being the responsible party, and the letter was sent by Mr. Chayrez and he didn’t take responsibility but just said he didn’t see Mr.

Flores shooting them off, so she is seeing a lot of shifting.

Mr. Flores commented he always has denied not doing it.

Councilmember Shaw commented it is optics; she sees smoke in the body camera footage and she is married to a law enforcement officer and knows how body camera video and delay works. She indicated she also has to trust the officer who says he saw remnants not in the street but in the driveway, and that the driveway is his residence, the optics don’t look great.

Mr. Flores mentioned during the first two hearings with the Chief and hearing officer, they never mentioned there were remnants in his driveway.

Councilmember Shaw explained they have to go by the evidence they were given and she is reading that the officer saw smoke and remnants in the driveway and saw several juveniles taking the spent firework shells and running into the garage while the property owner was watering the front lawn.
33 Mr. Flores commented there were no spent shells, no one ran into his garage, he asked who ran into his garage and they were unable to identify them, and he asked where was the debris they found and they were unable to tell him where it was found.

Councilmember Shaw read that an adult male admitted to hosting a firework show and his statement was recorded on the body camera footage.

Mr. Flores mentioned the officer didn’t voluntarily speak with him so he didn’t feel the need to have contact with the officer since he didn’t do anything, but if the officer were to have approached him, he would have engaged with him.

Councilmember Shaw mentioned the officer doesn’t know who owns the home; he is talking to the person who approached him.

Mr. Flores indicated he wishes the officer would have done more of an inspection and asked those questions. He explained it was brief; the officer was in the street and this had nothing to do with him.

Councilmember Shaw mentioned she would like to talk with the officer.

A public comment was submitted by Paul Olsson. He was called upon by the Mayor but he was not present.

Councilmember Fuller commented he believes the elements of the allegation have been met and moved for the finding to be sustained and the citation upheld.

It was seconded by Councilmember Henderson. Motion was unanimous and so ordered. (5-0)
6) REPORTS

6.1 CITY MANAGER
(a) City Manager
City Manager Joshua McMurray mentioned he will defer his time to the work session.

6.2 OAKLEY CITY COUNCIL/OAKLEY CITY COUNCIL ACTING AS THE

SUCCESSOR AGENCY TO THE OAKLEY REDEVELOPMENT AGENCY
(a) Reports from Council Liaisons to Regional Committees, Commissions and Boards AND Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency
Councilmember Fuller reported he attended the NAACP breakfast and the NAACP was pleased the City of Oakley recognized Martin Luther King, Jr. Day for the first time in 34 Oakley. He expressed concern regarding remarks made by Antioch Mayor Lamar Thorpe regarding controls placed on their Police.

Vice Mayor Williams reported she was appointed to the CalCities’ Environmental Quality Policy Committee to review bills, regulatory proposals and policy statements, and there are 3-4 meetings per year. She shared information regarding the legislative process: the regular season is 2023-2024, odd years for every session, and bills that die in odd years can be reintroduced in even years which is important for local control. She mentioned the 2023 advocacy priorities are to protect and expand investments, prevent and reduce homelessness, and increase supply of affordable housing while protecting local control.

She mentioned there is an ask for $3 billion to address both housing and homelessness and a request to reimburse cities $1 billion for unfunded mandates, recycling being one of those. She also reported as the Board Chair for Tri-Delta Transit, she attended MCE Regional Network Management’s Business Review, a forum to address how 27 agencies across the East Bay can work together to make a seamless connection and they are trying to put a Board together; Tri-Delta Transit and other agencies of their size have some trepidation because they don’t have a lot of skin in the game; it involves larger transit agencies who can take away from smaller, more rural areas so they will see if those concerns are heard. She mentioned Tri-Delta Transit meets tomorrow.

Councilmember Shaw reported she attended the retirement recognition for Ken Crockett with Diablo Water District for his 38 years of service on the Board. She mentioned she also attended the TRANSPLAN meeting as they needed a quorum and the Planning Commission had not yet assigned a new member which has now happened so she will not be attending future TRANSPLAN meetings. She reported she attended the Ironhouse Sanitary Board meeting and they had a great presentation about the impacts of recent storms on the sanitation system and storm water and how very little waste made because of their efforts that was good for the environment. She shared she was told the impacts to Oakley was minimal compared to Bethel Island so it was good to hear Oakley didn’t cause a lot of issues. She also reported she attended the CalCities’ New Mayors and Councilmembers Academy, she learned a lot, and came back with questions for the City Manager and City Attorney. She shared that she completed onboarding with Tri-Delta Transit today as its Director and she looks forward to serving Oakley in the position and its next meeting will be held tomorrow.

Councilmember Henderson reported he also attended the CalCities’ New Mayors and Councilmembers Academy and it was good training.

Mayor Meadows reported he attended the CCTA meeting and not much was on the agenda.
(b) Requests for Future Agendas
Councilmember Fuller requested the mutual aid agreement between Antioch and Oakley Police address protection for Oakley Police Officers responding to calls in Antioch. He also requested to prioritize switching the dispatch call center from the 35 County to City of Brentwood. Mr. McMurray indicated the items could be addressed during the future staffing work session.

Mayor Meadows requested quarterly updates on all pending litigation beginning in February. Councilmember Fuller supported it.

Councilmember Shaw requested an update regarding AB 922 on social media and the Brown Act to provide clarification and additional training. It was supported by Vice Mayor Williams. Mayor Meadows requested the update be provided February 14.

Vice Mayor Williams requested a small business roundtable to bring together businesses, initiate networking, and hear what the business community needs in the absence of the Chamber, in addition to what the City is already doing. She suggested Councilmember Fuller may want to do a NGO roundtable. Councilmember Fuller supported it and suggested with NGOs it may involve formation education.

Mayor Meadows called for a brief recess. The Council reconvened. 7) WORK SESSION

7.1 Work Session – Library Initial Feasibility Analysis (Joshua McMurray, City Manager)
City Manager Joshua McMurray presented the staff report. Patrick O'Keefe with Management Partners provided a PowerPoint presentation.

Mr. O'Keefe provided an analysis overview, a public/private partnership example of the County’s Bay Point library project, comparison limits, information regarding the Oakley site area, a proposed public space development program, a proposed private development program, and three examples of using a public/private partnership approach (O’Hara/Acme-low density, O’Hara/Acme-medium density, and O’Hara/Acmehigh density with use of the Civic Center site), gap financing and recommendations.

Public Comments
Jimmy Ramirez shared he was raised in Oakley and the first library he visited became the Sheriff's substation on O'Hara. He mentioned he was frustrated when he attended Freedom High School because there was little space to study and when he went studied for college it was in between stacks at Barnes & Nobles, not at the library. He mentioned now he is a writer and researcher and there is not a place to do that in Oakley, but he can in Brentwood. He mentioned it is something to consider that Brentwood has four times the number of materials as Oakley. He expressed that in the legacy of Oakley it is important to remember that the Women’s Club had the first library in Oakley for Contra Costa County.
36 Nancy Huffaker shared she was a teacher in Oakley for mostly young children and it is a disservice to children to have such a small area to learn to read and enjoy literature.

She mentioned she now teaches ESL and Oakley needs more space to accommodate computers, Wi-Fi for citizenship applications, jobs, and meeting space for community groups. She expressed hope that the Council will consider one of the options to improve the library in the Oakley community.

Liz Fuller, Treasurer and Membership Coordinator for Friends of the Oakley Library, thanked the City for ARPA grant funds to provide library programs. She shared feedback and mentioned a common question they receive is if Oakley has a library. She shared that everyone agrees Oakley needs a new library and new residents are supportive of a new library. She shared that on December 31, the Freedom High School basin was full due to rain/storms, yet the library parking lot was full as 160 people were in attendance for their New Year’s event which included kids watching a marionette program, crafts, and a balloon drop. She mentioned they held the event on the high school side of the library that was too small, but when school is in session, they can’t host such events. She mentioned it feels like the library might happen this time and she is available to help however she can.

Andrea Freyler shared that she and her mother went to the Sheriff’s substation library.

She mentioned libraries bring ideas and people together. She explained she would take her children to the Walnut Creek library because the Oakley library wasn’t big enough and they were also able to go shopping, eat, and play in the park; it is the library that gets people there. She shared her nieces live in Oakley but visit the Brentwood library because they shop, eat and play in the park; it is the library that gets them there. She expressed hope that Oakley will have its own library. She mentioned both literacy rates property values increase in cities with thriving libraries. She thanked the Council for investing in Oakley’s future.

Lorena Campos, President of Friends of the Oakley Library, commented that the library is important as a resource center to enrich the community and bring people together and she wants future generations to have this. She indicated the most pressing need is for Oakley to have its own library resource center as the current library has only 3,000 square feet of space inside Freedom High School, limited resources and programs, and they have leaned on generous donations of other locations such as the Oakley Tavern and Black Bear Diner for meetings. She added that more space would allow the library to enhance its collections and events.

Joy Stephenson Kick, a Friends of the Oakley Library volunteer, submitted an online comment. She mentioned she is responsible for the Friends’ Book Sales that funds programs and due to lack of adequate space and visibility, they are unable to generate as much income as the Friends of the Brentwood Library ($70 compared to $1500). She expressed hope that Oakley will build a stand-alone library to display quality books to readers and so they may provide even more support to the community. 37 Judy Alcala submitted an online comment indicating Oakley needs to project images of a city, the library is important and needs to shine, it has outgrown its location, and to remember it is all about location.

Celeste Mucio submitted an online comment expressing frustration how long Oakley has been without a genuine community library space. She expressed she would like the project to come to fruition this time.

Mayor Meadows welcomed the County library staff to comment.

Alison McKee, County Librarian, provided information regarding the Bay Point Public/Private Partnership project mentioning that the developer will fund at least $4.2 million for the construction of the shell of the library but the library will need an additional $12 million in contributions. She mentioned they still need information from the developer where the shell ends and when they need to begin contributing funds. She explained she shared that because she doesn’t want the City to think $4.2 million is a reasonable amount to spend on a new library. She provided an update on the Library Foundation of Contra Costa, a 501(c)(3) non-profit; they received their certificate of incorporation, 5-member Board, and bylaws. She introduced Nicole Gamur, President of the Library Foundation of Contra Costa, to provide additional information.

Nicole Gamur commented that public libraries build communities and opportunities. She explained the intent of the Library Foundation of Contra Costa is to advance the Contra Costa Library’s mission to bring people and ideas together and bridge resource, opportunity and equity gaps within its 26 branches and service areas by seeking public and private funding to: 10 enhance collections, programming and resources, 2) to build and furnish new libraries and revitalize libraries, and 3) to obtain new technologies to provide additional programs for youth, adults and seniors. She mentioned in this effort, they will work closely with library administration and existing library support groups such as the Friends of the Oakley Library to set priorities and meet these objectives.

Regarding the status of the Foundation, she mentioned the Foundation was incorporated in November as a California public benefit corporation, last Thursday the foundation bylaws and conflict of interest policy were adopted, and a 5-member Board of Directors was elected. She shared they will have their first meeting in or around February. She mentioned they are operating under the fiscal sponsorship of the nonprofit Contra Costa organization called EdFund West. She mentioned they are currently working on the application for 501(c)(30 status and it could take several months for review by the IRS once submitted.

Councilmember Fuller requested clarification if the Foundation has received 501(c)(3) status.

Nicole confirmed they have not yet received the status.

Councilmember Fuller inquired how constricted they are on density. 38 Mr. McMurray explained that the Downtown Specific Plan allows 24 dwelling units per acre under option 1, 64 dwelling units per acre for option 2, and 130 dwelling units per acre for option 3. He indicated that staff can explore a higher level of density to bridge the gap to get a library if the Council should provide such direction. He mentioned he heard last April to be creative and staff is trying to do that. He shared they have some reserve funds, ARPA funds, and they have engaged a firm to relook at the service facilities fee as the last time was two decades ago.

Councilmember Fuller commented they are in a position where they could go beyond 130 units but not be constricted and in the process with the Downtown Specific Plan they could bring density down and transfer it into a building that would be more profitable on O’Hara.

Mr. McMurray mentioned they need to amend the Downtown Specific Plan if they will be increasing density. He commented that direction for staff was to bring a work session forth which staff held with the Planning Commission and will hold with the Council soon to provide analysis to give a starting point to explore. He mentioned the amount for a library in Oakley may be higher than in Bay Point but staff needs direction to determine that and to hire additional consultants to understand what they need and how to achieve it.

Councilmember Fuller inquired if there is an estimate how much it would cost to get a library in operation and to maintain it.

Mr. McMurray commented that they haven’t put pen to paper on the operations but something they cannot do right now is add hours to the current library because of it is constrained by size; a larger library allows them to expand hours. He asked Alison McKee to confirm that cost.

Ms. McKee mentioned there is a complex calculation to determine expansion of hours based on a variety of factors such as size of the facility, how many floors the facility has, etc., and the amount goes up every year.

Mayor Meadows inquired what Brentwood’s cost is for the current fiscal year.

Ms. McKee mentioned she doesn’t know offhand but they are paying for 12 extra hours at a cost of approximately $150-$200k. She indicated she can get exact costs and provide the information to Mr. McMurray tomorrow.

Councilmember Fuller inquired if it would be possible to bring in more services maybe with County support.

Mr. McMurray explained the library partners with other services that the County provides and East Contra Costa County lacks services so this could provide a framework to provide other services. He mentioned if they explore demolition of the Senior Center which is also used by the Veterans, they will need to have space. He 39 mentioned this space could provide potential to partner with the County and other groups.

Councilmember Fuller inquired if the City doesn’t get financing for the regional park property if it could be declared surplus property and transfer proceeds of the sale of the regional park into the library.

Mr. McMurray indicated more research is needed, but he doesn’t believe it is deed restricted; however, they have a MOU stating how the property would be developed, but potentially there could be a path forward keeping in mind they would be required to go through proper disposal of that property.

Vice Mayor Williams commented that the plan works for her, she would like to push the limits of density, and it is a product needed and lacking in Oakley. She mentioned the location is great for grocery and transportation, so it makes sense. She inquired if the firm the City has engaged could begin searching for grants.

Mr. McMurray confirmed it can and state representation can also start looking at funding.

Vice Mayor Williams commented it is an aggressive timeline and she likes it. She inquired if they all agree today how long it would take to happen.

Mr. McMurray mentioned the request for proposals would be to bring on additional consultants and it could take several months of analysis to present to the Council. He mentioned if everything lines up, economics work, there is community support, and developers are on board (they have already expressed interest), staff could bring back more information this year. He mentioned he would stop there with commitment as this deserves a serious level of attention and if they are committing, he wants to make sure they can deliver.

Councilmember Shaw mentioned she is all for exploring density, but residents in the surrounding neighborhood may have a hard time swallowing putting it there without a library. She expressed she is not a fan of partial build if the housing goes in and there is no library.

Mayor Meadows commented at a high level, the City needs to determine what the facility needs are for City staff at build out. He mentioned he is in favor of housing on the O'Hara site and the library on this site. He questioned if the size is enough. He expressed he is in favor of increased density on that site and he would support a third floor of housing for 195 units which exceeds the 50-foot height limit which he would also support exceeding that height limit. He mentioned if they can add density, it adds more funds to what they can build and requires less out of any funding source from the City.

Councilmember Henderson agreed with comments made and suggested they move forward and get more detail.
40 Mayor Meadows commented that building housing there helps the City fund the library and it brings density to the Downtown to make it a viable Downtown where people can live, walk and patronize businesses.

Vice Mayor Williams concurred with Councilmember Shaw that she is not in favor of partial build. She indicated the library should occur before housing. She mentioned the presentation indicated even if they go up to 4 floors, they do not exceed density.

Mr. McMurray commented potentially and once they have an architect on board, they will have a better idea.

Vice Mayor Williams agreed with Mayor Meadows to regarding the size of the library; it needs to be as big as Brentwood’s and then add on Seniors and Veterans.

Councilmember Fuller agreed with everyone. He mentioned he sees no reason to constrict density on O’Hara, he likes option 3 and it provides 15,000 feet and room to expand out. He mentioned these will be small units which is important for the community to know that it meets 25% of affordable housing, the community will get equitable distribution of affordable housing, and there are no added taxes. He expressed concern regarding going to a bond for traffic funds for E. Cypress and they are getting thin with the regional park and library as they take maintenance and funds.

He mentioned the library is functional for everyone and he would rather see the money go into the library than other areas.

Mayor Meadows inquired how big of a building the Civic Center site could accommodate.

Mr. McMurray indicated it could accommodate 25,000 square feet the last time they looked.

Mr. Rohani added that is with 2 stories; a 3rd story would add square footage.

Mayor Meadows summarized that Council is supportive of a denser site at O’Hara and a library at the Civic Center site.
8) CLOSED SESSIONS
Mayor Meadows announced the closed session items.

8.1 CITY ATTORNEY PERFORMANCE EVALUATION
Pursuant to Government Code Section 54957

8.2 CONFERENCE WITH REAL PROPERTY NEGOTIATORS Pursuant to Government Code Section 54956.8
Property: 204 2nd Street, Oakley, CA, APN 035-132-002
41 Agency Negotiator: Joshua McMurray, City Manager
Negotiating Party: Juli Del Barba Favalora
Under Negotiation: Price and term of payment
9) ADJOURN
There being no further business, the meeting was adjourned at 10:45 p.m.

Respectively Submitted,
Libby Vreonis
City Clerk
42 Date: January 25, 2023
To: Mayor and Members of City Council
From: Derek P. Cole, City Attorney
Cc: Joshua McMurray, City Manager
Subject: Closed Session Report-Out Memo
FOR CONSIDERATION AT THE CITY COUNCIL MEETING OF FEBRUARY 14, 2023 Background and Analysis
The City Council considered the following closed session items during its regular meeting held January 24, 2023:

CITY ATTORNEY PERFORMANCE EVALUATION
Pursuant to Government Code Section 54957
Direction was provided to staff and there was no reportable action.

CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Pursuant to Government Code Section 54956.8
Property: 204 2nd Street, Oakley, CA, APN 035-132-002
Negotiating Party: Juli Del Barba Favalora
Under Negotiation: Price and term of payment
Direction was provided to staff and there was no reportable action.

Fiscal Impact
None.

Recommendation
Receive and file this report.

Attachments
None.

MEMORANDUM
Office of the City Attorney
43 STAFF REPORT
Approved and Forwarded to the City Council
DATE: February 14, 2023
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director/City Engineer SUBJECT: Acceptance of Subdivision Improvements Associated with Shiloh Subdivision 8975 located near the southwest corner of Main Street and Simoni Ranch Road and beginning the one-year warranty period Background and Analysis
On November 12, 2019, the City Council adopted Resolution 127-19 approving Shiloh Final Map Subdivision 8975, to subdivide the 9.3 acres site consisting of one parcel (APN 034-250-011) into 69-single family unit residential subdivision. The subdivision is located near the southwest corner of Main Street and Simoni Ranch Road.

This subdivision includes the construction of the frontage improvements along Main Street such as roadway pavement widening, street lights, storm drain, sidewalk, curb, gutter, and landscaping. The in-tract improvements are privately owned and maintained by the Homeowner’s Association (HOA). The frontage improvements including the landscaping and bioretention areas will be maintained by the HOA.

The Developer, KB Home South Bay, Inc., has since completed all the required subdivision improvements for Shiloh Subdivision 8975 and the Developer has requested that the City accept the improvements as complete. The Public Works and Engineering staff has completed the final inspection of all subdivision improvements and has found them to be in substantial compliance with the approved plans.

Acceptance of the improvements will begin a one-year warranty period, and at the end of that time, the developer will be required to repair any defective improvements covered by the warranty. A warranty bond in the amount of 10% of the total cost of the improvements will be on file following acceptance to ensure that the Developer completes any necessary warranty repairs.

Consistency with the Oakley Strategic Plan 27+
This item is consistent with the Strategic Plan 2022-2027+ for Community Health and Safety Goal.
44 Fiscal Impact
Upon acceptance of the improvements, the City will be obligated to maintain the subdivision improvements not maintained by the HOA such as public streetlights and street sweeping along the project frontage. Preventative street maintenance for public roadways is currently funded using Gas Tax and Stormwater Utility Assessments.

Public storm drains and lighting are funded through the Community Facilities District.

Maintenance of private subdivision improvements will be funded by the HOA.

Staff Recommendation
Staff recommends that the City Council adopt the Resolution accepting the subdivision improvements associated with Subdivision 8975 and to begin the oneyear warranty period.

Attachments
1) Resolution
2) Shiloh SD 8975 Vicinity Map
45 Resolution No. __-23 Page 1
RESOLUTION NO. __-23

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY,

ACCEPTING THE SUBDIVISION IMPROVEMENTS ASSOCIATED WITH THE SHILOH SUBDIVISION 8975 AND BEGINNING THE ONE-YEAR WARRANTY

PERIOD FOR THE SUBDIVISION IMPROVEMENTS
WHEREAS, on November 12, 2019, the City Council adopted Resolution 127-19 approving Shiloh Final Map Subdivision 8975, to subdivide the 9.3 acres site consisting of one parcel (APN 034-250-011) into 69-single family unit residential subdivision. The subdivision is located near the southwest corner of Main Street and Simoni Ranch Road; and,
WHEREAS, this subdivision includes the construction of the frontage improvements along Main Street such as roadway pavement widening, street lights, storm drain, sidewalk, curb, gutter, and landscaping. The in-tract improvements will be privately owned and maintained by the Homeowner’s Association (HOA). The frontage improvements such as curb, gutter, sidewalk, landscaping, sound walls, and bioretention areas will also be maintained by the HOA; and,
WHEREAS, the Developer, KB Home South Bay, Inc., has since completed all the required improvements for Subdivision 8975 and the Developer has requested that the City accept the improvements as complete. The Public Works and Engineering staff has completed the final inspection of all subdivision improvements and has found them to be in substantial compliance with the approved plans. Acceptance of the improvements will begin a one-year warranty period, and at the end of that time, the developer will be required to repair any defective construction. A warranty bond in the amount of 10% of the total cost of the improvements will be on file following acceptance to ensure that the Developer completes any necessary warranty repairs; and,
NOW THEREFORE, the City Council of the City of Oakley hereby resolves as follows:
a) The Subdivision Improvements associated with Subdivision 8975 have been accepted as complete and the areas designated for private use such as Parcels A (Council Way, Nix Way, Pipa Lane, Vanek Drive), Parcel B (Vanek Drive, Rios Way), Parcel C (Pipa Lane, Rios Way), and Parcel D (Huffaker Drive, Nix Way) and Parcels E, F, G, H, I, J, K, L, M, and N will be owned and maintained by the HOA; and,
b) Accept the dedication for Main Street, for roadway purposes. Frontage improvements such as curb, gutter, sidewalk, landscaping, soundwalls, and bioretention areas will be maintained by the HOA; and, 46 Resolution No. __-23 Page 2
c) In accordance with the City Clerk’s Statement on the Subdivision 8975 Final Map, the roads, avenues, drives, or easements and right of way dedications shown on the map as dedicated to public use are accepted; and,
d) The one-year warranty period required by the agreement for Subdivision Improvements has begun as of the date of adoption of this resolution and that KB Home South Bay, Inc., shall repair any defective subdivision improvements associated with Subdivision 8975, as identified by City personnel, so long as the defective improvements are identified within one-year of the date of adoption of this resolution.

PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on the 14th of February 2023 by the following vote:

AYES:

NOES:

ABSENT:

ABSTENTIONS:

APPROVED:

_______________________
ATTEST: Aaron Meadows, Mayor
_____________________ _______________________
Libby Vreonis, City Clerk Date
47 48

STAFF REPORT
DATE: February 14, 2022
TO: Joshua McMurray, Interim City Manager
FROM: Tim Przybyla, Finance Director
SUBJECT: City of Oakley Quarterly Investment Report (2nd Quarter FY 2022/23) Background and Analysis
California law and the City’s Investment Policy require the City’s fiscal officer to submit a quarterly investment report to the City Council at the end of each quarter. The report should contain information on all securities held and include a statement denoting the ability of the local agency to meet its expenditure requirements for the next six months.

Economy Update
The relentless high Inflation continues to be the focus of the markets, impacting personal consumption by deteriorating savings and balance sheets and increasing credit card balances. At this point, no one knows whether the US will lead to a recession or, if so, how significant the recession could be. However, the City of Oakley continues monitoring these changes closely to prepare for a downturn in the near future.

Consistency with the Oakley Strategic Plan 27+
This agenda item is consistent with the Strategic Plan 27+ goal for the City of Oakley to leverage its financial resources for the long-term benefit of our residents and businesses while maintaining sufficient reserves to provide stability and ensure a successful future.

Fiscal Impact
City resources are organized and accounted for on a fund basis with some of those funds being restricted for specified uses and others that are unrestricted. For investment purposes, however, the funds are invested as a pool. The Investment 49 Report for the Period Ending December 31, 2022, attached shows a combined pool balance of $94,064,387.46 In addition, the pool had combined 2nd Quarter accrued interest earnings of $306,347.93 compared to only $231,931.73 at the end of the 1st Quarter. Interest for the period reflects the rising rates currently being offered on safe investments, including LAIF’s short-term investments, CAMP short-term investments and the various types of investments that are being made through PFM, with terms of up to five years. Because CAMP is currently earning a higher rate than LAIF, the City moved $25,000,000 from LAIF into CAMP on December 12th and then deposited another $10,000,000 of revenue into CAMP on December 23rd, for a total of $35,000,000. That $35,000,000 earned $71,688.65 during the month of December, with a monthly yield of 4.30%, compared to LAIF’s rate of 2.07%. Although $35,71,688.65 of CAMP investments are included in the “Managed Investments” section of the Investments Worksheet, only the balance of $108,922.68 reported therein is managed by PFM. No management fees are paid for the CAMP investments that are not managed by PFM and we will revise the worksheet to report the managed and unmanaged CAMP balances separately for the next quarterly report.

Currently, with interest rates rising and the volatility of the markets, our investments (other than CAMP) will continue to show unrealized market losses. However, it is important to realize that those losses are on paper, and no losses will be “realized” if the investments are held to maturity. We will continue to earn the stated rate of interest at cost on the investments that we have purchased, which can be seen in the PFM investment report and averaged 1.35% for the quarter ended December 31, 2022.

The City is in compliance with the adopted investment policy and able to meet its expenditure requirements for the next six months.

Staff Recommendation
Staff recommends the City Council accept the investment report for the 2nd Quarter of Fiscal Year 2022/23.

Attachments
1) City of Oakley Investment Worksheet for the quarter ended December 31, 2022 2) PFM Investment Performance Review
50 51
Investment Performance Review
For the Quarter Ended December 31, 2022
Client Management Team PFM Asset Management LLC
Wale Kajopaiye, Senior Managing ConsultantAllison Kaune, Senior AnalystRachael Miller, Client Consultant 213 Market Street
Harrisburg, PA 17101-2141
717-232-2723
1 California Street Ste. 1000
San Francisco, CA 94111-5411
415-393-7270
NOT FDIC INSURED : NO BANK GUARANTEE : MAY LOSE VALUE
For Institutional Investor or Investment Professional Use Only - This material is not for inspection by, distribution to, or quotation to the general public City of Oakley
52 © PFM Asset Management LLC pfmam.com |
• Market Update• Account Summary• Portfolio Review
53 © PFM Asset Management LLC pfmam.com |
Market Update
54 PFM Asset Management LLC
For the Quarter Ended March 31, 2022
Market Update
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
The Year in Review
Beginning in March, the Fed hiked rates by 425 basis points in 2022 • The 2-year treasury yield rose just
370 bps through 2022
Consumer spending remained resilient despite price pressures and extended credit levelsEnergy prices surged due to uncertainty, geopolitical conflict (war in Ukraine), and storage challenges2022 saw an uncommon phenomenon of both stocks and bonds posting negative
returns
-19.4%
-13.0%
-5.3%

1.5%

6.7%
-20%-15%-10%
-5%
0%5%
10%
S&P 500 Barclays
U.S. Bond
Aggregate
1-5 Year
Gov/Corp A
or Better
Cash Crude Oil
2022 Asset Class Returns
Source: Bloomberg, as of 12/31/2022.

For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC pfmam.com |

CITY OF OAKLEY
1 55
PFM Asset Management LLC
For the Quarter Ended March 31, 2022
Market Update
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Current Market Themes
▸ The U.S. economy is characterized by:
▹ High inflation that shows signs of slowing▹ Continued strong labor market▹ Potentially declining health of U.S. household finances▹ Expectations for a modest yet broad economic downturn ▸ The Federal Reserve is expected to wrap up their normalization process
▹ Slowing pace of rate hikes▹ Fed projecting short-term fed funds rate to reach 5.00% to 5.25% by yearend, with markets expecting rate cuts in the second half of 2023▹ Fed officials reaffirm that restoring price stability is the utmost priority, despite risks of overtightening
▸ Volatile markets potentially calming
▹ Treasury yields in the belly of the curve (3-7 years) ended the quarter slightly lower, while shorter and longer maturities ended higher ▹ Yield curve inversion has deepened further since last quarter▹ While still elevated, volatility and liquidity challenges have begun subsiding For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC pfmam.com |

CITY OF OAKLEY
2 56
For the Quarter Ended March 31, 2022
Market Update
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Source: Bloomberg, as of 12/31/2022.

Rates Remain Sensitive to Fed and Inflation
The 2-year
Treasury is
commonly used
to gauge market
reactions and
near-term policy
expectations

3.75%4.00%4.25%4.50%4.75%5.00%
Oct-22 Nov-22 Dec-22 Jan-23
Hundreds
2-Year US Treasury Yield
October 13th CPI
Consumer prices rise more than expected, catalyzing uncertainty; +17 bps November 10th CPI
The first tangible sign that inflation is slowing; -24 bps November 3rd
Hawkish stance from the FOMC regarding higher rates; +10 bps November 30th
Powell confirms that upcoming rate hikes will be smaller; -16 bps For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC pfmam.com |

CITY OF OAKLEY
3 57
PFM Asset Management LLC
For the Quarter Ended March 31, 2022
Market Update
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Inflation Now Trending Lower
Source: Bloomberg, as of December 2022.

Lower energy
and goods
prices help to
offset increases
in wage-driven
services costs
Dec-22

6.5%
-2%
0%2%4%6%8%
10%
Jun-20 Sep-20 Dec-20 Mar-21 Jun-21 Sep-21 Dec-21 Mar-22 Jun-22 Sep-22 Consumer Prices (CPI)
Top-Line Contributions and Year-over-Year Reading
Services (Ex Food & Energy) Goods (Ex Food & Energy) FoodEnergy Headline YoY% Bloomberg Forecasts
Q1‘23
Q2‘23
Q3‘23
Dec-22
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC pfmam.com |

CITY OF OAKLEY
4 58
PFM Asset Management LLC
For the Quarter Ended March 31, 2022
Market Update
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Source: Federal Reserve and Bloomberg. Individual dots represent each Fed members’ judgement of the midpoint of the appropriate target range for the federal funds rate at each year-end.

Fed’s “Dot Plot” Suggests Expectations for a Drawn Out Normalization of Policy 0%1%2%3%4%5%6%
Fed Participants’ Assessments of ‘Appropriate’ Monetary Policy Dec-22 FOMC ProjectionsDec-22 Median
Dec 2023 Dec 2024 Dec 2025 Longer Term
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC pfmam.com |

CITY OF OAKLEY
5 59
For the Quarter Ended March 31, 2022
Market Update
What Could the Fed’s Pivot Look Like?
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
+25
+50
+75 +75 +75 +75
+50
+25 +25
-25 -25 -25
0%1%
2%
3%4%5%6%
-50-25
0 255075
100
Jan-22 May-22 Jul-22 Nov-22 Feb-23 May-23 Jul-23 Nov-23 Jan-24 Basis Point Change
FOMC Meeting Dates
Changes to the Target Fed Funds Rate
Actual Market Expectation FF Mid-Point (right axis)
Source: Bloomberg WIRP Interest Rate Probability as of 1/9/2023.

For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC pfmam.com |

CITY OF OAKLEY
6 60
PFM Asset Management LLC
For the Quarter Ended March 31, 2022
Market Update
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Recession Gauge Flashing Yellow, but GDP Expected to Grow by End of Year Labor
market
Consumer
Retail sales
Manufacturing
Inverted
yield curve
Recession Risk
Rate hike cycle
Inflation

1.1%

0.1%
-0.6%

0.0%

0.9%

1.5%

1.8%
-2.0%-1.5%
-1.0%-0.5%

0.0%0.5%1.0%1.5%2.0%2.5%
Q4 '22 Q1 '23 Q2 '23 Q3 '23 Q4 '23 Q1 '24 Q2 '24
U.S. GDP Forecasts
Annualized Rate
Range Median of Forecasts
Source: Bloomberg, Economist Forecasts. Recession risk based on most recent economic data as of 1/9/2023.

Housing
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC pfmam.com |

CITY OF OAKLEY
7 61
PFM Asset Management LLC
For the Quarter Ended June 30, 2022
Market Update
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Yield Curve Inversion Deepens
4Q2022
12/31/22
3Q2022
09/30/22
QoQ
Change
3-month 4.34% 3.25% +1.10%
1-year 4.69% 3.93% +0.75%2-year 4.43% 4.28% +0.15%3-year 4.22% 4.29% -0.06%5-year 4.00% 4.09% -0.09% 10-year 3.87% 3.83% +0.05%30-year 3.96% 3.78% +0.19% 0.0%

1.0%2.0%3.0%4.0%5.0%
3 M
1 Y
2 Y
3 Y
4 Y
5 Y
10 Y
30 Y
Maturity
U.S. Treasury Yield Curve
December 31, 2022September 30, 2022December 31, 2021
Source: Bloomberg, as of December 2022.

Treasury yield in the belly of the
curve ended the quarter slightly
lower, while shorter and longer
maturities ended higher
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC pfmam.com |

CITY OF OAKLEY
8 62
PFM Asset Management LLC
For the Quarter Ended March 31, 2022
California Affiliated Risk Management Authorities CLIENT NAME Market Update For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Higher Yields Can Offset Some of the Price Depreciation Woes Source: ICE BofAML Indices via Bloomberg, as of 12/31/2022. PFMAM Calculations. Income return represents the yield of the benchmark index, as of the end of the prior calendar year, respective to the year of performance shown.

4.34%

4.75%

4.22%

4.00% 3.97%

3.87%

2.5%3.0%

3.5%4.0%4.5%5.0%5.5%
Yield
U.S. Treasury Yield Curve
December 31, 2022September 30, 2022
3mo 2yr 5yr 7yr 10yr
2023
Starting Yield:

4.33%
-8%-6%
-4%-2%
0%2%4%6%8%
10%
2000
2002
2004
2006
2008
2010
2012
2014
2016
2018
2020
2022
Annual Price & Income Returns
1-5 Year Treasury Index
Income Return Price Return Total Return
City of Oakley
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC pfmam.com |
9 63
PFM Asset Management LLC
For the Quarter Ended March 31, 2022
Market Update
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Sector Yield Spreads
Source: ICE BofAML 1-10 year Indices via Bloomberg, MarketAxess and PFMAM as of 12/31/2022. Spreads on ABS and MBS are option-adjusted spreads of 0-10 year indices based on weighted average life; spreads on agencies are relative to comparable maturity Treasuries. CMBS is Commercial Mortgage-Backed Securities.

0.0%0.4%0.8%1.2%1.6%
Sep-21 Dec-21 Mar-22 Jun-22 Sep-22 Dec-22
Corporate Notes A-AAA Yield Spreads
-0.3%-0.2%-0.1%

0.0%0.1%0.2%0.3%0.4%0.5%0.6%
Dec-21 Mar-22 Jun-22 Sep-22 Dec-22
Federal Agency Yield Spreads
Bullet Callable

0.0%0.5%1.0%1.5%2.0%
Sep-21 Dec-21 Mar-22 Jun-22 Sep-22 Dec-22
Mortgage-Backed Securities Yield Spreads
Agency MBS AAA CMBS Index

0.0%0.4%0.8%1.2%1.6%2.0%
Sep-21 Dec-21 Mar-22 Jun-22 Sep-22 Dec-22
Asset-Backed Securities AAA Yield Spreads
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC pfmam.com |

CITY OF OAKLEY
10 64
PFM Asset Management LLC
For the Quarter Ended March 31, 2022
California Affiliated Risk Management Authorities CLIENT NAME Market Update For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Source: ICE BofAML Indices. ABS indices are 0-5 year, based on weighted average life. As of 12/31/2022.Right Chart: Generic US Treasury securities via Bloomberg, change in yield from 9/30/2022 to 12/31/2022.

Fixed-Income Markets in Q4 2022

0.95%

0.87%

0.78%

1.73%

2.18%

0.0%0.5%1.0%1.5%2.0%2.5%
U.S. Treasury
Agency
ABS
Corp A-AAA
Corp BBB
1-5 Year Indices Quarterly Returns

1.10%

0.85%

0.15%
-0.09%

0.05%
-0.20%

0.00%0.20%0.40%0.60%0.80%1.00%1.20%
3-Month 6-Month 2-Year 5-Year 10-Year
Change in U.S. Treasury Yield
September 30, 2022 – December 31, 2022
City of Oakley
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC pfmam.com | 11
65 PFM Asset Management LLC
For the Quarter Ended March 31, 2022
Market Update
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Fixed-Income Sector Commentary – 4Q 2022
▸ U.S. Treasury yields settled into a wide range after
surging for the first three quarters of the year. Theresult of more stable yields was generally positivereturns for the quarter. ▸ Federal agency bullet spreads finally broke single
digits and climbed to the widest levels in the past 12months for certain maturities. Callable structures wereattractive early in the quarter as new issues came tomarket at wide levels on the heels of historically highbond volatility. ▸ Supranational issuance fell notably short of
expectations in Q4 limiting new investmentopportunities. Liquidity was better than that of federalagencies, which provided some ability to swap intoother sectors which were more attractive. ▸ Investment-Grade Corporate yield spreads
fluctuated in Q4 underscoring the historic levels ofvolatility experienced throughout the year. Afterreaching post-pandemic wides in late October, creditspreads reversed, ending the quarter modestly tighter.The sector generated strong excess returns in Q4 andbuoyed portfolio returns relative to benchmarks. ▸ Asset-Backed yield spreads lagged the narrowing
move in the corporate sector for much of Q4 butrallied into year end, ending the quarter only modestlywider than where they began. ABS and IG corporatespreads diverged markedly in November, growing tothe widest margin since 2020 and leading to a yearend rally which brought performance just shy ofmatched-duration U.S. Treasuries. ▸ Mortgage-Backed Securities reversed course in Q4
after the dreadful negative returns for the first threequarters of 2022. Although still negative for the year,excess returns on MBS were near top-of-classamongst investment-grade options in Q4. ▸ Taxable Municipal issuance remained
underwhelming as deals were heavily oversubscribed,dragging spreads lower, while secondary inventory atattractive levels was sparse. ▸ The short-term credit (commercial paper and CDs)
yield curve was notably steep throughout the quarteras the market priced the expectation for further Fedrate increases. The aggressive pace of those ratehikes created valuable opportunities in floating-ratesecurities.

CITY OF OAKLEY
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC pfmam.com | 12
66 PFM Asset Management LLC
For the Quarter Ended March 31, 2022
Market Update
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC | pfmam.com
Fixed-Income Sector Outlook – 1Q 2023
Negative Slightly Negative Neutral Slightly Positive Current outlook Outlook one quarter ago Positive Sector Our Investment Preferences

C O M M E R C I A L P A P E R
/ C D

T R E A S U R I E S
T-Bill
T-Note

F E D E R A L A G E N C I E S
Bullets
Callables

S U P R A N A T I O N A L S

C O R P O R A T E S
Financials
Industrials

S E C U R I T I Z E D
Asset-Backed
Agency Mortgage-Backed
Agency CMBS

M U N I C I P A L S
For the Quarter Ended December 31, 2022
Market Update
© PFM Asset Management LLC pfmam.com |

CITY OF OAKLEY
13 67
© PFM Asset Management LLC pfmam.com |
Account Summary
68 © PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Account Summary
|
Account Summary

1. Yield at market, yield on cost, and portfolio duration only include investments held within the separately managed account(s), excludes balances invested in overnight funds.

The current 7-day yield is the net change, exclusive of capital changes and income other than investment income, in the value of a hypothetical fund account with a balance of one share over the seven-day base period including the statement date, expressed as a percentage of the value of one share (normally $1.00 per share) at the beginning of the seven-day period. This resulting net change in account value is then annualized by multiplying it by 365 and dividing the result by 7. The yields quoted should not be considered a representation of the yield of the fund in the future, since the yield is not fixed.

2. City of Oakley - City of Oakley - 6111-01
Portfolio Values December 31, 2022CAMP Managed Account $28,022,273 CAMP Pool $108,923
Amortized Cost $29,741,900
Market Value $28,022,273
Accrued Interest $66,191
Cash $0
Analytics¹ December 31, 2022

4.46%1.35%

2.16 Yield at Market
Yield on Cost
Portfolio DurationCAMP Pool 7-Day Yield

4.50%
15 69
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Account Summary
|

0.4%

12.7%

86.9%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%
Joint Powers Authority - $108,923
Corporate - $3,576,654
U.S. Treasury - $24,511,810
Portfolio Allocation Sector Limit for Analysis*
Sector Allocation Analytics
For informational/analytical purposes only and is not provided for compliance assurance. Includes accrued interest.*Sector Limit for Analysis is as derived from our interpretation of your most recent Investment Policy as provided. 16 70
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Compliance
|
Note: Pre- and post-trade compliance for the account(s) managed by PFM Asset Management is provided via Bloomberg Asset and Investment Management ("AIM").

Certificate of Compliance
During the reporting period for the quarter ended December 31, 2022, the account(s) managed by PFM Asset Management("PFMAM") were in compliance with the applicable investment policy and guidelines as furnished to PFMAM.

Acknowledged : PFM Asset Management LLC
17 71
© PFM Asset Management LLC pfmam.com |
Portfolio Review:

CAMP-CITY OF OAKLEY
72 © PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Portfolio Snapshot
|
Total market value includes accrued interest and balances invested in CAMP, as of December 31, 2022.Yield and duration calculations exclude balances invested in CAMP.The portfolio’s benchmark is the ICE BofAML 1-5 Year U.S. Treasury Index. Source: Bloomberg.

An average of each security’s credit rating was assigned a numeric value and adjusted for its relative weighting in the portfolio.

1. Portfolio Snapshot - CAMP-CITY OF OAKLEY¹
Credit Quality - S&P
22%
26% 24% 23%
5% 5%
35%
27%
22%
11%
0%
10%20%30%40%
0-1 Yr 1-2 Yrs 2-3 Yrs 3-4 Yrs 4-5 Yrs
Portfolio Benchmark
Duration Distribution
U.S. Treasury | 87%Corporate | 13%Joint Powers Authority | <1% Sector Allocation
AAAm | <1%AA+ | 89%AA | 2%AA- | 1%A+ | 3%A | 2%A- | 2%
Portfolio Statistics
Portfolio Effective Duration 2.16 years
Benchmark Effective Duration 2.48 yearsPortfolio Credit Quality AA Yield At Market 4.46%
Yield At Cost 1.35%
Total Market Value $28,197,386.32
Managed Account Sub-Total $28,022,272.51Pool $108,922.68 Accrued Interest $66,191.13
19 73
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Portfolio Characteristics
|
$0.0$6.0
$12.0$18.0$24.0$30.0
Millions
December 2022
$0.0$6.0
$12.0$18.0$24.0$30.0
Millions
September 2022
$0.0$6.0
$12.0$18.0$24.0$30.0
Millions
June 2022
$0.0$6.0
$12.0$18.0$24.0$30.0
Millions
March 2022
Sector Allocation Review - CAMP-CITY OF OAKLEY
U.S. Treasury Corporate Joint Powers Authority
Market values, excluding accrued interest. Only includes fixed-income securities held within the separately managed account(s) and LGIPs managed by PFMAM. Detail may not add to total due to rounding.

Security Type Mar-22 % of Total Jun-22 % of Total Sep-22 % of Total Dec-22 % of Total U.S. Treasury $25.6 87.9% $25.2 87.2% $24.7 87.2% $24.5 87.0%Corporate $3.3 11.3% $3.6 12.6% $3.5 12.5% $3.6 12.6%Joint Powers Authority $0.2 0.8% $0.0 0.2% $0.1 0.3% $0.1 0.4%Total $29.1 100.0% $28.8 100.0% $28.3 100.0% $28.1 100.0% 20 74
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Portfolio Activity
|
Portfolio Activity - CAMP-CITY OF OAKLEY
Net Activity by Sector
($ millions)
U.S. TreasuryU.S. Treasury
($0.4) ($0.3) ($0.2) ($0.1) $0.0
Based on total proceeds (principal and accrued interest) of buys, sells, maturities, and principal paydowns. Detail may not add to total due to rounding.

Sector Net ActivityU.S. Treasury ($378,984)Total Net Activity ($378,984) Sales/Maturities Purchases
21 75
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Portfolio Performance
|

1. Interest earned calculated as the ending accrued interest less beginning accrued interest, plus net interest activity.2. Returns are presented on a periodic basis.3. The portfolio’s benchmark is the ICE BofAML 1-5 Year U.S. Treasury Index. Source: Bloomberg. -4.0%-3.0%-2.0%-1.0%

0.0%1.0%
Return
Portfolio Benchmark Net of Fees
Portfolio Performance
Market Value Basis Earnings 4Q2022 3Q2022 2Q2022 1Q2022Interest Earned¹ $69,382 $66,091 $69,578 $45,267Change in Market Value $195,492 ($626,447) ($296,020) ($789,856) Total Dollar Return $263,893 ($560,611) ($226,517) ($744,740) Total Return²Portfolio 0.94% -1.94% -0.78% -3.24%Benchmark³ 0.95% -2.28% -0.81% -3.16%Basis Point Fee 0.02% 0.02% 0.02% 0.02%Net of Fee Return 0.91% -1.96% -0.80% -3.26% 4Q2022 3Q2022 2Q2022 1Q2022
22 76
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Portfolio Performance
|

1. Interest earned calculated as the ending accrued interest less beginning accrued interest, plus net interest activity.2. Realized gains / (losses) are shown on an amortized cost basis.

Accrual Basis Earnings - CAMP-CITY OF OAKLEY
Accrual Basis EarningsInterest Earned¹Realized Gains / (Losses)²Change in Amortized CostTotal Earnings 1Q2022
$45,116- ($3,523)$41,593
2Q2022
$69,502
($3,291)
$14,769
$80,980
3Q2022
$65,836
($18,656)
$29,519
$76,699
4Q2022
$68,401- $33,874
$102,275
23 77
© PFM Asset Management LLC pfmam.com |
Portfolio Holdings and Transactions
78 © PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Portfolio Summary
|
Ratings shown are calculated by assigning a numeral value to each security rating, then calculating a weighted average rating for each security type / issuer category using all available security ratings,excluding Not-Rated (NR) ratings. For security type / issuer categories where a rating from the applicable NRSRO is not available, a rating of NR is assigned. Includes accrued interest and excludes balancesinvested in overnight funds.

Issuer Diversification
Security Type / Issuer Market Value (%) S&P / Moody's / FitchU.S. Treasury 87.3% UNITED STATES TREASURY 87.3% AA / Aaa / AAA
Corporate 12.7%
3M COMPANY 0.7% A / A / NR
AMAZON.COM INC 2.4% AA / A / AAAPPLE INC 1.3% AA / Aaa / NR BANK OF AMERICA CO 0.7% A / A / AABRISTOL-MYERS SQUIBB CO 0.7% A / A / NRBURLINGTON NORTHERN SANTA FE 0.7% AA / A / NR COMCAST CORP 0.7% A / A / AGOOGLE INC 1.0% AA / Aa / NRJP MORGAN CHASE & CO 0.7% A / A / AAMASTERCARD INC 0.8% A / Aa / NRSTATE STREET CORPORATION 1.4% A / A / AATARGET CORP 0.7% A / A / ATOYOTA MOTOR CORP 0.7% A / A / A Total 100.0%
25 79
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Portfolio Composition
|
Issuer Distribution
As of December 31, 2022
Issuer Market Value ($) % of PortfolioUNITED STATES TREASURY 24,468,052 86.97 % AMAZON.COM INC 668,898 2.37 %
STATE STREET CORPORATION 403,769 1.43 %
APPLE INC 368,442 1.31 %
GOOGLE INC 275,757 0.98 %MASTERCARD INC 212,787 0.76 %TOYOTA MOTOR CORP 207,200 0.74 %BANK OF AMERICA CO 204,239 0.73 %TARGET CORP 204,087 0.73 %JP MORGAN CHASE & CO 204,024 0.73 %3M COMPANY 203,390 0.72 %BRISTOL-MYERS SQUIBB CO 201,996 0.72 %BURLINGTON NORTHERN SANTA FE 201,925 0.72 %COMCAST CORP 197,708 0.70 %CAMP POOL 108,923 0.39 % Grand Total 28,131,195 100.00 %
26 80
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Portfolio Holdings
|
Managed Account Detail of Securities Held
Security Type/DescriptionDated Date/Coupon/Maturity CUSIP Par S&P
Rating
Moody's
Rating
Settle
Date
Original
Cost
Trade
Date
YTM
at Cost
Accrued
Interest
Market
Value
Amortized
Cost
U.S. Treasury
US TREASURY NOTESDTD 03/31/2021 0.125% 03/31/2023
91282CBU4 1,700,000.00 AA+ Aaa 10/13/2021 10/14/2021 1,697,011.72 0.25 542.93 1,699,501.02 1,682,203.04 US TREASURY NOTESDTD 09/30/2021 0.250% 09/30/2023
91282CDA6 2,500,000.00 AA+ Aaa 10/13/2021 10/14/2021 2,494,726.56 0.36 1,596.84 2,497,996.68 2,417,968.75 US TREASURY N/B NOTESDTD 12/31/2021 0.750% 12/31/2023
91282CDR9 2,025,000.00 AA+ Aaa 3/14/2022 3/16/2022 1,987,822.27 1.80 41.95 2,004,339.40 1,946,847.56 US TREASURY NOTESDTD 03/31/2017 2.125% 03/31/2024
912828W71 2,400,000.00 AA+ Aaa 10/13/2021 10/14/2021 2,495,156.25 0.50 13,030.22 2,448,160.28 2,324,625.12 US TREASURY N/B NOTESDTD 09/15/2021 0.375% 09/15/2024
91282CCX7 2,500,000.00 AA+ Aaa 10/13/2021 10/14/2021 2,482,617.19 0.62 2,796.96 2,489,850.52 2,329,297.00 US TREASURY N/B NOTESDTD 11/15/2021 0.750% 11/15/2024
91282CDH1 2,050,000.00 AA+ Aaa 3/14/2022 3/16/2022 1,984,496.09 1.99 1,996.20 2,004,046.49 1,913,546.88 US TREASURY NOTESDTD 03/31/2020 0.500% 03/31/2025
912828ZF0 1,425,000.00 AA+ Aaa 10/13/2021 10/14/2021 1,413,087.89 0.75 1,820.40 1,417,272.21 1,308,328.13 US TREASURY NOTESDTD 05/31/2020 0.250% 05/31/2025
912828ZT0 1,000,000.00 AA+ Aaa 3/14/2022 3/16/2022 944,687.50 2.04 219.78 958,421.24 907,187.50 US TREASURY NOTESDTD 09/30/2020 0.250% 09/30/2025
91282CAM3 2,320,000.00 AA+ Aaa 10/13/2021 10/14/2021 2,264,265.63 0.87 1,481.87 2,281,367.26 2,082,562.38 US TREASURY NOTESDTD 01/31/2021 0.375% 01/31/2026
91282CBH3 1,490,000.00 AA+ Aaa 5/2/2022 5/3/2022 1,352,349.61 3.00 2,338.25 1,376,782.81 1,325,168.75 US TREASURY N/B NOTESDTD 03/31/2021 0.750% 03/31/2026
91282CBT7 1,835,000.00 AA+ Aaa 10/13/2021 10/14/2021 1,816,721.68 0.98 3,516.24 1,821,703.62 1,644,618.75 US TREASURY N/B NOTESDTD 05/31/2021 0.750% 05/31/2026
91282CCF6 930,000.00 AA+ Aaa 6/6/2022 6/7/2022 850,732.03 3.04 613.19 862,071.60 829,298.48 US TREASURY N/B NOTESDTD 09/30/2021 0.875% 09/30/2026
91282CCZ2 2,510,000.00 AA+ Aaa 10/13/2021 10/14/2021 2,487,939.45 1.06 5,611.30 2,493,345.02 2,228,409.38 US TREASURY N/B NOTESDTD 04/30/2020 0.500% 04/30/2027
912828ZN3 835,000.00 AA+ Aaa 8/3/2022 8/4/2022 744,813.48 2.96 715.06 752,633.12 718,752.30 27 81
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Portfolio Holdings
|
Security Type/DescriptionDated Date/Coupon/Maturity CUSIP Par S&P
Rating
Moody's
Rating
Settle
Date
Original
Cost
Trade
Date
YTM
at Cost
Accrued
Interest
Market
Value
Amortized
Cost
U.S. Treasury
US TREASURY NOTESDTD 08/15/2017 2.250% 08/15/2027
9128282R0 875,000.00 AA+ Aaa 9/6/2022 9/7/2022 826,567.38 3.48 7,436.31 829,683.40 809,238.33 Security Type Sub-Total 26,395,000.00 25,842,994.73 1.28 43,757.50 25,937,174.67 24,468,052.35 Joint Powers Authority
CAMP Pool 108,922.68 AAAm NR 108,922.68 0.00 108,922.68 108,922.68Security Type Sub-Total 108,922.68 108,922.68 0.00 108,922.68 108,922.68 Corporate
AMAZON.COM INC CORPORATE
NOTESDTD 05/12/2021 0.450% 05/12/2024
023135BW5 300,000.00 AA A1 3/14/2022 3/16/2022 290,007.00 2.04 183.75 293,697.31 283,014.30 TOYOTA MOTOR CREDIT CORP CORPNOTESDTD 02/13/2020 1.800% 02/13/2025 89236TGT6 220,000.00 A+ A1 10/13/2021 10/15/2021 225,425.20 1.04 1,518.00 223,450.37 207,200.40 3M COMPANY (CALLABLE) CORPNOTESDTD 08/26/2019 2.000% 02/14/2025 88579YBH3 215,000.00 A+ A1 10/13/2021 10/15/2021 222,221.85 0.97 1,636.39 219,526.59 203,389.79 MASTERCARD INC CORP NOTES(CALLABLE)DTD 12/03/2019 2.000% 03/03/2025 57636QAN4 225,000.00 A+ Aa3 3/14/2022 3/16/2022 222,387.75 2.41 1,475.00 223,089.66 212,786.78 BURLINGTN NORTH SANTA FE CORPNOTES (CALDTD 03/09/2015 3.000% 04/01/2025 12189LAV3 210,000.00 AA- A3 10/13/2021 10/15/2021 223,351.80 1.12 1,575.00 218,313.60 201,924.66 AMAZON.COM INC CORPORATE
NOTESDTD 04/13/2022 3.000% 04/13/2025
023135CE4 400,000.00 AA A1 4/11/2022 4/13/2022 399,364.00 3.06 2,600.00 399,516.62 385,884.00

APPLE INC (CALLABLE) CORP NOTES
DTD 05/11/2020 1.125% 05/11/2025
037833DT4 400,000.00 AA+ Aaa 10/13/2021 10/15/2021 401,944.00 0.99 625.00 401,268.03 368,441.60 COMCAST CORP (CALLABLE)CORPORATE NOTESDTD 05/27/2015 3.375% 08/15/2025 20030NBN0 205,000.00 A- A3 10/13/2021 10/15/2021 221,514.80 1.22 2,613.75 215,921.48 197,707.95 28 82
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Portfolio Holdings
|
Security Type/DescriptionDated Date/Coupon/Maturity CUSIP Par S&P
Rating
Moody's
Rating
Settle
Date
Original
Cost
Trade
Date
YTM
at Cost
Accrued
Interest
Market
Value
Amortized
Cost
Corporate
BRISTOL-MYERS SQUIBB COCORPORATE NOTESDTD 11/13/2020 0.750% 11/13/2025 110122DN5 225,000.00 A+ A2 3/14/2022 3/16/2022 210,096.00 2.66 225.00 213,337.45 201,995.55 BANK OF AMERICA CORP(CALLABLE) CORPORATDTD 02/13/2020 2.015% 02/13/2026 06051GHY8 220,000.00 A- A2 10/13/2021 10/15/2021 225,106.20 1.46 1,699.32 223,247.49 204,238.98 STATE STREET CORP NOTES(CALLABLE)DTD 10/29/2020 2.901% 03/30/2026 857477BM4 210,000.00 A A1 10/13/2021 10/15/2021 222,541.20 1.51 1,539.95 218,138.86 199,509.24 STATE STREET CORP NOTES(CALLABLE)DTD 10/29/2020 2.901% 03/30/2026 857477BM4 215,000.00 A A1 3/14/2022 3/16/2022 215,483.75 2.84 1,576.61 215,356.93 204,259.46 JPMORGAN CHASE & CO (CALLABLE)DTD 04/15/2020 2.083% 04/22/2026 46647PBK1 220,000.00 A- A1 10/13/2021 10/15/2021 225,416.40 1.52 878.33 223,549.11 204,023.82

ALPHABET INC CORP NOTES
(CALLABLE)DTD 08/09/2016 1.998% 08/15/2026
02079KAC1 300,000.00 AA+ Aa2 3/14/2022 3/16/2022 294,777.00 2.42 2,264.40 295,719.28 275,756.70 TARGET CORP CORP NOTES(CALLABLE)DTD 01/24/2022 1.950% 01/15/2027 87612EBM7 200,000.00 A A2 3/14/2022 3/16/2022 194,764.00 2.53 1,798.34 195,626.78 181,410.60 TARGET CORP CORP NOTES(CALLABLE)DTD 01/24/2022 1.950% 01/15/2027 87612EBM7 25,000.00 A A2 1/19/2022 1/24/2022 24,957.50 1.99 224.79 24,965.50 22,676.33 Security Type Sub-Total 3,790,000.00 3,819,358.45 1.89 22,433.63 3,804,725.06 3,554,220.16 Managed Account Sub Total 30,185,000.00 29,662,353.18 66,191.13 28,022,272.51Securities Sub TotalAccrued Interest $30,293,922.68 $29,771,275.86 $66,191.13 $28,131,195.19 $66,191.13
29,741,899.73
$29,850,822.41

1.35 1.35%
Total Investments $28,197,386.32
29 83
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Portfolio Activity
|
Quarterly Portfolio Transactions
Trade
Date
Settle
Date Par ($) CUSIP
Maturity
Date
Transact
Coupon Amount ($)
Yield
at Market
Realized
Security Description G/L (BV)
INTEREST10/1/2022 10/1/2022 210,000.00 12189LAV3 BURLINGTN NORTH SANTA FE CORP NOTES (CAL 3.00% 4/1/2025 3,150.0010/13/2022 10/13/2022 400,000.00 023135CE4 AMAZON.COM INC CORPORATE NOTES 3.00% 4/13/2025 6,000.0010/22/2022 10/22/2022 220,000.00 46647PBK1 JPMORGAN CHASE & CO (CALLABLE) 2.08% 4/22/2026 2,291.3010/31/2022 10/31/2022 835,000.00 912828ZN3 US TREASURY N/B NOTES 0.50% 4/30/2027 2,087.5011/11/2022 11/11/2022 400,000.00 037833DT4 APPLE INC (CALLABLE) CORP NOTES 1.12% 5/11/2025 2,250.0011/12/2022 11/12/2022 300,000.00 023135BW5 AMAZON.COM INC CORPORATE NOTES 0.45% 5/12/2024 675.0011/13/2022 11/13/2022 225,000.00 110122DN5 BRISTOL-MYERS SQUIBB CO CORPORATE NOTES 0.75% 11/13/2025 843.7511/15/2022 11/15/2022 2,050,000.00 91282CDH1 US TREASURY N/B NOTES 0.75% 11/15/2024 7,687.5011/30/2022 11/30/2022 1,000,000.00 912828ZT0 US TREASURY NOTES 0.25% 5/31/2025 1,250.0011/30/2022 11/30/2022 930,000.00 91282CCF6 US TREASURY N/B NOTES 0.75% 5/31/2026 3,487.5012/31/2022 12/31/2022 2,025,000.00 91282CDR9 US TREASURY N/B NOTES 0.75% 12/31/2023 7,593.75 Total INTEREST 8,595,000.00 37,316.30 0.00
MATURITY12/31/2022 12/31/2022 375,000.00 912828N30 US TREASURY NOTES 2.12% 12/31/2022 378,984.38 Total MATURITY 375,000.00 378,984.38 0.00
30 84
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Appendix
|
Important Disclosures
This material is for general information purposes only and is not intended to provide specific advice or a specific recommendation, as it was prepared without regard to any specific objectives or financial circumstances.Investment advisory services are provided by PFM Asset Management LLC ("PFMAM"), an investment adviser registered with the U.S. Securities and Exchange Commission and a subsidiary of U.S. Bancorp Asset Management, Inc. ("USBAM"). USBAM is a subsidiary of U.S. Bank National Association ("U.S. Bank"). U.S. Bankis a separate entity and subsidiary of U.S. Bancorp. U.S. Bank is not responsible for and does not guarantee the products, services or performance of PFMAM. The information contained is not an offer to purchase or sell any securities. Additional applicable regulatory information is available upon request.PFMAM professionals have exercised reasonable professional care in the preparation of this performance report. Information in this report is obtained from sourcesexternal to PFMAM and is generally believed to be reliable and available to the public; however, we cannot guarantee its accuracy, completeness or suitability. We rely on the client's custodian for security holdings and market values. Transaction dates reported by the custodian may differ from money manager statements. While efforts are made to ensure the data contained herein is accurate and complete, we disclaim all responsibility for any errors that may occur. References to particular issuers arefor illustrative purposes only and are not intended to be recommendations or advice regarding such issuers. Fixed income manager and index characteristics are gathered from external sources. When average credit quality is not available, it is estimated by taking the market value weights of individual credit tiers on the portion ofthe strategy rated by a NRSRO.It is not possible to invest directly in an index. The index returns shown throughout this material do not represent the results of actual trading of investor assets.

Third-party providers maintain the indices shown and calculate the index levels and performance shown or discussed. Index returns do not reflect payment of any salescharges or fees an investor would pay to purchase the securities they represent. The imposition of these fees and charges would cause investment performance to belower than the performance shown.The views expressed within this material constitute the perspective and judgment of PFMAM at the time of distribution and are subject to change. Any forecast,projection, or prediction of the market, the economy, economic trends, and equity or fixed-income markets are based upon certain assumptions and current opinion asof the date of issue and are also subject to change. Some, but not all assumptions are noted in the report. Assumptions may or may not be proven correct as actualevents occur, and results may depend on events outside of your or our control. Changes in assumptions may have a material effect on results. Opinions and datapresented are not necessarily indicative of future events or expected performance.For more information regarding PFMAM's services or entities, please visit www.pfmam.com.© 2022 PFM Asset Management LLC. Further distribution is not permitted without prior written consent. 31 85
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Appendix
|
Important Disclosures
This information is for institutional investor use only, not for further distribution to retail investors, and does not represent an offer to sell or a solicitation of an offer to buyor sell any fund or other security. Investors should consider the Trust's investment objectives, risks, charges, and expenses before investing in the Trust. This and otherinformation about the Trust is available in the Trust's current Information Sheet, which should be read carefully before investing. A copy of the Trust's information Statement may be available by calling 1-800-729-7665 or is available on the Trust's website at www.camponline.com. While the Trust seeks to maintain a stable net asset value of $1.00 per share, it is possible to lose money investing in the Trust. An investment in the Trust is not insured or guaranteed by the Federal DepositInsurance Corporation or any other government agency. Shares of the Trust are distributed by PFM Fund Distributors, Inc., member Financial Industry Regulatory Authority (FINRA) (www.finra.org) and Securities Investor Protection Corporation (SIPC) (www.sipc.org). PFM Fund Distributors, Inc. is an affiliate of PFM Asset Management LLC.

Market values that include accrued interest are derived from closing bid prices as of the last business day of the month as supplied by Refinitiv, Bloomberg, or Telerate. Where prices are not available from generally recognized sources, the securities are priced using a yield-based matrix system to arrive at an estimatedmarket value.

In accordance with generally accepted accounting principles, information is presented on a trade date basis; forward settling purchases are included in the monthly balances, and forward settling sales are excluded.

Performance is presented in accordance with the CFA Institute's Global Investment Performance Standards (GIPS). Unless otherwise noted, performance is showngross of fees. Quarterly returns are presented on an unannualized basis. Returns for periods greater than one year are presented on an annualized basis. Past performance is not indicative of future returns.

Bank of America/Merrill Lynch Indices provided by Bloomberg Financial Markets.Money market fund/cash balances are included in performance and duration computations.Standard & Poor's is the source of the credit ratings. Distribution of credit rating is exclusive of money market fund/LGIP holdings.Callable securities in the portfolio are included in the maturity distribution analysis to their stated maturity date, although, they may be called prior to maturity.MBS maturities are represented by expected average life. 32 86
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Appendix
|
Glossary
Accrued Interest: Interest that is due on a bond or other fixed income security since the last interest payment was made.Agencies: Federal agency securities and/or Government-sponsored enterprises.Amortized Cost: The original cost of the principal of the security is adjusted for the amount of the periodic reduction of any discount or premium from the purchase date until the date of the report. Discount or premium with respect to short-term securities (those with less than one year to maturity at time of issuance) is amortized on a straight line basis. Such discount or premium with respect to longer-term securities is amortized using the constant yield basis.

Asset-Backed Security: A financial instrument collateralized by an underlying pool of assets – usually ones that generate a cash flow from debt, such as loans, leases, credit card balances, and receivables.

Bankers’ Acceptance: A draft or bill or exchange accepted by a bank or trust company. The accepting institution guarantees payment of the bill as well as the insurer.Commercial Paper: An unsecured obligation issued by a corporation or bank to finance its short-term credit needs, such as accounts receivable and inventory.Contribution to Total Return: The weight of each individual security multiplied by its return, then summed for each sector to determine how much each sector addedor subtracted from the overall portfolio performance.Effective Duration: A measure of the sensitivity of a security’s price to a change in interest rates, stated in years.Effective Yield: The total yield an investor receives in relation to the nominal yield or coupon of a bond. Effective yield takes into account the power of compoundingon investment returns, while nominal yield does not.FDIC: Federal Deposit Insurance Corporation. A federal agency that insures bank deposits to a specified amount.Interest Rate: Interest per year divided by principal amount and expressed as a percentage.Market Value: The value that would be received or paid for an investment in an orderly transaction between market participants at the measurement date.Maturity: The date upon which the principal or stated value of an investment becomes due and payable.Negotiable Certificates of Deposit: A CD with a very large denomination, usually $1 million or more, that can be traded in secondary markets.Par Value: The nominal dollar face amount of a security.Pass-through Security: A security representing pooled debt obligations that passes income from debtors to its shareholders. The most common type is themortgage-backed security. 33 87
© PFM Asset Management LLC pfmam.com
City of Oakley
For the Quarter Ended December 31, 2022
Appendix
|
Glossary
Repurchase Agreements: A holder of securities sells these securities to an investor with an agreement to repurchase them at a fixed price on a fixed date.Settle Date: The date on which the transaction is settled and monies/securities are exchanged. If the settle date of the transaction (i.e., coupon payments andmaturity proceeds) occurs on a non-business day, the funds are exchanged on the next business day.Supranational: A multinational union or association in which member countries cede authority and sovereignty on at least some internal matters to the group, whosedecisions are binding on its members.Trade Date: The date on which the transaction occurred; however, the final consummation of the security transaction and payment has not yet taken place.Unsettled Trade: A trade which has been executed; however, the final consummation of the security transaction and payment has not yet taken place.U.S. Treasury: The department of the U.S. government that issues Treasury securities.Yield: The rate of return based on the current market value, the annual interest receipts, maturity value, and the time period remaining until maturity, stated as a percentage on an annualized basis.

YTM at Cost: The yield to maturity at cost is the expected rate of return based on the original cost, the annual interest receipts, maturity value, and the time periodfrom purchase date to maturity, stated as a percentage on an annualized basis.YTM at Market: The yield to maturity at market is the rate of return based on the current market value, the annual interest receipts, maturity value, and the timeperiod remaining until maturity, stated as a percentage on an annualized basis. 34 88

STAFF REPORT
DATE: February 14, 2022
TO: Joshua McMurray, Interim City Manager
FROM: Tim Przybyla, Finance Director
SUBJECT: City of Oakley as Successor Agency to the Oakley Redevelopment Agency – Quarterly Investment Report (2nd Quarter FY 2022/23) Background and Analysis
California law and the City’s Investment Policy require the Agency’s fiscal officer to submit a quarterly investment report to the Agency’s governing board. The report should contain information on all securities held and include a statement denoting the ability of the local agency to meet its expenditure requirements for the next six months.

Fiscal Impact
The Investment Report for the Period Ending December 31, 2022, attached shows a balance of $5,127.19 in cash for operations before the City receives the next distribution from the Department of Finance requested with the ROPS. To increase annual cash flow savings of refunding bonds, cash reserves were applied to bond insurance with Build America Mutual (BAM). The Reserve Requirements are satisfied in face amounts of $571,000 for 2015 Bonds and $1,827,318.76 for 2018 Bonds.

The Agency is in compliance with the City’s annually adopted investment policy. The tax revenues distributed to the Agency is sufficient to make the Agency’s enforceable obligation payments as approved by the Department of Finance.

Staff Recommendation
Staff recommends the City Council, as the Board of the Successor Agency, accept the investment report for the 2nd Quarter of Fiscal Year 2022/23. 89 Attachments

1. City of Oakley as Successor Agency to the Redevelopment Agency Investment Worksheet for the quarter ended December 31, 2022.
90 91

STAFF REPORT
Approved and Forwarded to the City Council
Date: February 14, 2023
To: Joshua McMurray, City Manager
From: Kevin Rohani, P.E., Public Works Director/City Engineer Subject: Consideration of a Resolution Approving the Proposal from Bellecci and Associates, Inc., and Authorizing the City Manager to Execute Amendment Number 1 to the Consulting Services Agreement with Bellecci and Associates, Inc. for Construction Support Services related to the East Cypress Road Widening Project (Knightsen Avenue to Jersey Island Road) Project – Capital Improvement Project 247 Background and Analysis
The City’s adopted FY 2022/23 Capital Improvement Program (CIP) Budget designates funding for various infrastructure repair and replacement projects. This is consistent with the City’s goals to improve the quality of the City’s public infrastructure and to enhance the quality of life for the community residents.

E. Cypress Road is a major arterial street in Oakley and a key component of the City’s transportation network, in addition to being the only direct connection from the E.

Cypress Corridor to Main Street. The improvements and widening of E. Cypress Road are a priority for the City of Oakley.

On September 14, 2021, the City Council awarded a design contract to Bellecci and Associates, Inc. for the design and the preparation of construction documents related to this project. The scope of this project design was to complete the widening of E.

Cypress Road from Knightsen Avenue to Jersey Island Road. This work will involve the widening of E. Cypress Road to a 6-lane divided roadway, the addition of a traffic signal at the intersection of E. Cypress Road and Broadway Avenue, new curb, gutter, sidewalks, bicycle lanes, and the construction of a new median, landscaping, irrigation, and streetlights. The design of the project has been completed and the construction phase of this project is underway.

Construction Support Services are an important element in this high-profile project because of the complexity of the design and coordination work involved. The following summary has been prepared in order to better understand the distribution of the work efforts for the construction of this project.
92 The key components of the construction for this project are:
• Day-to-day construction inspections: The City Engineering Inspector will monitor and inspect the contractor’s daily work; measure and document quantities of material used on the project and ensure compliance with the plans and specifications. • Coordination with the design team during construction: City Engineering staff will work closely with the contractor, businesses, and the design team to provide responses to inquiries and questions that may arise during the course of the project’s construction.
• Construction Support Services: This work requires the project consultant to review all shop drawings and various product submittals for the construction, provide design clarifications and information, and attend various meetings.

In order to ensure consistency and quality control as the project moves forward into the construction phase, staff now proposes to amend the Bellecci and Associates, Inc. contract to include support for the construction phase of the project from this firm.

Bellecci and Associates, Inc. will be assigned the task of providing Construction Support Services for this project along with their sub-consultants for an amount not to exceed $53,811, as outlined in the attached proposal and scope of work. Staff recommends incorporating these proposed services into the existing design contract by way of amendment to said contract.

Consistency with the Oakley Strategic Plan 27+
This item is consistent with the Strategic Plan 27+ Community Health and Safety goals.

Fiscal Impact
Approval of this resolution will accept the proposal and authorize the City Manager to execute Amendment Number 1 to the agreement with Bellecci and Associates, Inc. for a cost not to exceed $53,811.00. The funding of this contract amendment will be from the Traffic Impact Fee (TIF) Fund.

Staff Recommendation
Staff recommends that the City Council adopt the resolution approving the proposal from Bellecci and Associates, Inc. and authorizing the City Manager to execute Amendment Number 1 to the Consulting Services Agreement with Bellecci and Associates, Inc. for Construction Support Services related to the E. Cypress Road Widening (Knightsen Avenue to Jersey Island Road) Project - CIP 247.

Attachments
1) Bellecci and Associates, Inc. Construction Support Services Proposal 2) Resolution
93 Civil Engineering Land Surveying
Construction Management

CONCORD
2290 Diamond Blvd. Suite 100
Concord, CA 94520-5744
Tel. 925.685.4569

PLEASANTON
7077 Koll Center Parkway, Suite 210
Pleasanton, CA 94566
Tel. 925.681.4885
November 18, 2022

VIA EMAIL
Mr. Jason Kabalin, PE
Capital Projects Engineer
City of Oakley
Email: [email protected]
Regarding: East Cypress Road Project CIP 247
Additional Service Request for Engineering Support during construction Dear Jason,
We are writing to you regarding the City of Oakley’s East Cypress Road Project CIP 247 to request additional services budget for continued engineering support during construction.

As discussed earlier, we have used the funds allocated in Task 6.2 – Engineering support during construction (level 1) to provide continued engineering services to City of Oakley and attend additional meetings with Diablo Water District, provide more coordination with PG&E gas and distribution staff, coordinate PG&E design revisions into the plans, submit revised conform plans to address additional comments from Diablo Water District, and provided additional revisions as requested by City. In addition, our subconsultant Gates and Associates, Inc. has also provided revised plans to address plan revisions to address DWD comments after 100% submittal.

We look forward to continuing to support the City staff during construction and assist the City in reviewing submittals, responding RFI’s, attending meetings with PG&E Gas Distribution and Gas Transmission in the field, attending meetings with Calpine and pre-construction meetings that are scheduled in November and December. We will continue to track any changes with the plans that may arise due to potential revisions based on field conditions. We also understand that the downstream project at the East Cypress Road and Knighten Intersection (CBG plans) may or may not happen before ECR CIP 247 project. We anticipate there will some additional plan revisions associated with this work.

We estimated the fees for the proposed services in the attached budget spreadsheet for the amount anticipated for continued support to City of Oakley on this project.

We greatly appreciate your time in considering the additional budget request for this project. Please feel free to contact me at 925.685.4569 with any questions or comments on our proposal.

Sincerely,

Daniel Leary, PE PTOE QSD
94 Exhibit B

COST PROPOSAL
Mark Ups ODCs Total
Project
Manager Principal Sr. Civil Engineer
Prof.

Enigneer I
Design
Engineer
Asst.

Engineer Geotech. Traffic Enigneer
Landscape
Architect Corrosion
AA DL Cal Eng KDA Gates JDH
$190 $206 $170 $170 $135 $125 LS Fee LS Fee LS Fee LS Fee 1 12 12 $2,280 $2,280
2 2.1 Attend Pre-Construction meeting 3 3 $405 $50 $455

2.2 Attend two meetings with PG&E Gas Trans & Distr. Folks 3 3 6 $975 $100 $1,075

2.3 Attend meeting with Calpine 3 3 $405 $50 $455

2.4 Six (6) additional site visits 6 12 18 $2,760 $300 $3,060

2.5 Ten (10) MS teams conference calls 5 8 13 $2,030 $2,030 3 RFI Review

3.1 Review and Respond to Minor RFI's (Assume 15) 4 8 11 23 $3,153 $3,153

3.2 Review and Respond to RFI's with Plan Revisions (Assume 10) 4 20 40 64 $8,460 $8,460 4 Submittal Reviews

4.1 Review Submittals (Assume 40) 15 31 46 $5,931 $1,500 $6,000 $1,500 $900 $15,831

4.2 Review Re-submittals (Assume 10) 5 8 13 $1,613 $1,613

4.3 Review Staking Calculations 1 8 12 21 $2,770 $0 $2,770 5 5.1 Punch walk + Review final redlined mark ups and prepare asbuilts 4 4 16 24 $3,300 $600 $60 $50 $4,010

5.2 Final Irrigation and Planting System Checkout + Corrosion Checkout 0 $0 $800 $1,500 $230 $2,530 6 6.1 Plan Revisions 2 16 24 42 $5,540 $0 $5,540

6.2 Additional Geotechnical Support 0 $0 $500 $50 $550
41 0 0 0 105 141 287 $39,621 $500 $1,500 $7,400 $3,000 $1,240 $550 $53,811 1 Distribution of Hours may vary during the performance of the work Notes:

Total Fee
Project Management
Construction Support
Record Drawings
Design Related Construction Support
Basic Service Subtotal
Task
# Task Description Total Hours
Total Labor
Costs
10% Sub
Mark Up
Other
Direct
Costs
City of Oakley 11/18/2021
Proposal for: East Cypress Road between Knightsen Ave and west side of Jersey Island Road (CIP Project) Tasks Labor
1/1
95 Resolution No. XX-23 Page 1 of 1
RESOLUTION NO. XX-23

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY APPROVING THE PROPOSAL FROM BELLECCI AND ASSOCIATES, INC. AND AUTHORIZING THE CITY MANAGER TO EXECUTE AMENDMENT NUMBER 1 TO THE
CONSULTING SERVICES AGREEMENT WITH BELLECCI AND ASSOCIATES INC.

FOR CONSTRUCTION SUPPORT SERVICES FOR THE EAST CYPRESS ROAD WIDENING (KNIGHTSEN AVENUE TO JERSEY ISLAND ROAD) PROJECT – CAPITAL IMPROVEMENT NUMBER 247
WHEREAS, as part of the Fiscal Year 2022/23 Budget, the City of Oakley approved a 5-Year Capital improvement Program (CIP); and
WHEREAS, Bellecci and Associates Inc., was awarded the design contract by City Council on September 14, 2021; and
WHEREAS, the construction of CIP 247 is a multifaceted process, and in order to ensure consistency and quality control as the project moves forward into the construction phase with its many components, Construction Support Services are needed from Bellecci and Associates, Inc. as well; and
WHEREAS, as requested by the City, Bellecci and Associates, Inc. has submitted a proposal to provide Construction Support Services for E. Cypress Road Widening (Knightsen Avenue to Jersey Island Road) Project - CIP 247 for an amount not to exceed $53,811; and NOW, THEREFORE, BE IT RESOLVED AND ORDERED, that the City Council of the City of Oakley hereby approves the proposal from Bellecci and Associates, Inc. for providing Construction Support Services for E. Cypress Road Widening (Knightsen Avenue to Jersey Island Road) Project - CIP 247, for an amount not to exceed $53,811, in the form attached hereto as Exhibit A, and authorizing the City Manager to execute Amendment Number 1 to the original design agreement.

PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on the 14th of February 2023 by the following vote:

AYES:

NOES:

ABSENT:

ABSTENTIONS:

APPROVED:

___________________
ATTEST: Aaron Meadows, Mayor
____________________ __________________
Libby Vreonis, City Clerk Date
96 STAFF REPORT
Approved and Forwarded to the City Council
DATE: February 14, 2023
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director/ City Engineer SUBJECT: Approving the Agreement with Oakley Hills, LLC for “Stormwater Management Facility Operations and Maintenance Agreement and Right of Entry” for the DR 05-21 Wendy’s Restaurant project located on the north side of Main Street approximately 295 feet east of Bridgehead Road and authorizing the City Manager to execute the agreement Background and Analysis
The installation of the Permanent Stormwater Pollution Prevention Measures (BMP’s) for the DR 05-21 Wendy’s Restaurant project will be constructed with the improvements associated with the project. The City’s Stormwater Management and Discharge Control Ordinance requires proper operation and maintenance of the permanent BMP’s by the respective property owners. The “Stormwater Management Facility Operation and Maintenance Agreement and Right of Entry” memorializes the owner’s maintenance, operations and inspection obligation under the City’s Ordinance and the approved plans.

Under the Contra Costa Countywide National Pollutant Discharge Elimination System (NPDES) Municipal Stormwater Permit, projects “deemed complete” after February 15, 2005 are to comply with the provisions of the Permit. The City adopted an Ordinance, as required by the Permit, to enable this activity within the City of Oakley. A requirement of the permit is that each property implement stormwater treatment devices, fund the perpetual maintenance of those devices, and enter into an agreement with the City stating that the property owner will maintain the devices, grant a right of entry to City staff for inspections, and agree to pay the cost of City inspections.

Consistency with the Oakley Strategic Plan 27+
This item is consistent with the Strategic Plan 2022-2027+ for Community Health and Safety Goal.

Fiscal Impact
There is no fiscal impact associated with the agreement since all inspection, operations, and maintenance costs are the responsibility of the property owners. 97 Staff Recommendation
Staff recommends that the City Council adopt the resolution approving the “Stormwater Management Facility Operations and Maintenance Agreement and Right of Entry” for the DR 05-21 Wendy’s Restaurant project and authorize the City Manager to sign the agreement on behalf of the City.

Attachments
1) Resolution
2) “Stormwater Management Facility Operation and Maintenance Agreement and Right of Entry” for the DR 05-21 Wendy’s Restaurant project 98 Resolution No. __-23 Page 1
RESOLUTION NO. __-23

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY,

CALIFORNIA, APPROVING THE AGREEMENT WITH OAKLEY HILLS, LLC (APN 037-040-021) FOR “STORMWATER MANAGEMENT FACILITY
OPERATIONS AND MAINTENANCE AGREEMENT AND RIGHT OF ENTRY” FOR THE WENDY’S RESTAURANT PROJECT LOCATED ON THE NORTH SIDE OF MAIN STREET APPROXIMATELY 295 FEET EAST OF BRIDGEHEAD

ROAD AND AUTHORIZING THE CITY MANAGER TO EXECUTE THE

AGREEMENT
WHEREAS, the City of Oakley’s Stormwater Management and Discharge Control Ordinance requires proper operation and maintenance of the Permanent Stormwater Pollution Prevention Measures installed for the Wendy’s Restaurant project; and
WHEREAS, the “Stormwater Management Facility Operations and Maintenance Agreement and Right of Entry” memorializes the owner’s maintenance, operations, and inspection obligations under the City’s Ordinance and the approved plans; and
WHEREAS, the installation of the Permanent Stormwater Pollution Prevention Measures for the Wendy’s Restaurant project will be consistent with the approved improvements plans; and
WHEREAS, Oakley Hills, LLC, the current owner of the parcel described in Exhibit A, desires to execute the “STORMWATER MANAGEMENT AND FACILITY OPERATIONS AND MAINTENANCE AGREEMENT AND RIGHT OF ENTRY”; and
NOW, THEREFORE, BE IT RESOLVED AND ORDERED, that the City Council of the City of Oakley does hereby approve the “STORMWATER

MANAGEMENT FACILITY OPERATIONS AND MAINTENANCE AGREEMENT AND RIGHT OF ENTRY” for the Wendy’s Restaurant project in the form attached hereto as Exhibit A and authorizes the City Manager to execute the agreement.

PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on the 14th of February 2023 by the following vote:

AYES:

NOES:

ABSENT:

ABSTENTIONS:
99 Resolution No. __-23 Page 2
APPROVED:

_______________________
ATTEST: Aaron Meadows, Mayor
______
Libby Vreonis, City Clerk Date
100
 
5HFRUGLQJ5HTXHVWHG%\
 
&,7<2)2$./(<   
5HWXUQWR
 &,7<2)2$./(<
&LW\&OHUN
0DLQ6WUHHW
2DNOH\&$


BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB  'RFXPHQW7LWOH
&,7<2)2$./(<

&29(1$175811,1*:,7+7+(/$1'
67250:$7(50$1$*(0(17)$&,/,7<23(5$7,216
$1'0$,17(1$1&($*5((0(17$1'5,*+72)(175<

6LQJOH3DUFHO

352-(&7
Wendy's Restaurant &83 '5
2:1(561$0(6
2DNOH\+LOOV//&
$66(6625
63$5&(/180%(5

101
102
103
104
105
106
107
108

STAFF REPORT
Approved and Forwarded to the City Council
DATE: February 14, 2023
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director/City Engineer SUBJECT: Consideration of a Resolution Establishing the Rate per Equivalent Runoff Unit for Fiscal Year (FY) 2023/24 and Requesting the Contra Costa County Flood Control and Water Conservation District to Adopt an Annual Parcel Assessment for Drainage Maintenance and the National Pollutant Discharge Elimination System Program Background and Analysis
The City of Oakley joined the Contra Costa Clean Water Program in March of 2000 to implement its National Pollutant Discharge Elimination System Program as required by the Federal Water Pollution Control Act. To fund the City’s participation in the program, the Contra Costa County Flood Control and Water Conservation District was authorized by Assembly Bill 2768 to impose an annual assessment on behalf of member cities. The annual assessment is based on an Equivalent Runoff Unit (ERU) which is defined as the service charge rating assigned to each parcel based on its land use.

Prior to incorporation, the County collected $16.20 per ERU in the Oakley area. The estimated level of effort and corresponding budget for Oakley’s first two years as a member of the Clean Water Program required that the rate per ERU be increased to $20.65. That rate allowed the City to achieve the minimum requirements of the 5-Year National Pollutant Discharge Elimination System (NPDES) Permit that was in effect at that time. In FY 2003/04, anticipating a change in the permit requirements and an increased level of effort, the rate was raised to $25.00 per ERU.

In early 2004, the Countywide permits were amended to include new development and re-development requirements that were very stringent and time intensive. Since that time, the required monitoring, reporting, and administration efforts have become more burdensome and the permit fees charged by the Regional Water Quality Control Board have increased. The most recent permit, referred to as the Municipal Regional Permit, or MRP is even more restrictive. To cover these costs, the rate was raised to $28.00 per ERU in FY 2004/05; and to the maximum rate of $30.00 in FY 2005/06. When the Stormwater Utility Areas were established by the legislation, maximum rates were established for each participating agency. Oakley’s maximum rate is $30.00 per ERU 109
and can only be increased by a vote pursuant to Proposition 218. This results in a total budget estimate for FY 2023/24 of approximately $515,400.

In FY 2004/05, the City added a part-time Stormwater Coordinator to manage the program. In 2011, the duties of the Stormwater Coordinator were shifted to the incumbent Senior Engineer who performed this work with assistance from a consultant. In 2019, the duties of the Stormwater Coordinator were shifted to the Principal Engineer. This operation plan is proposed to remain unchanged for FY 2023/24.

The core activities of the program include drainage facility maintenance, street sweeping, and monitoring and reporting on the stormwater components of the City’s new development, industrial and commercial inspection, municipal maintenance, public education, and illicit discharge activities. The City is also continuing to implement the new permit provisions by tracking and monitoring all stormwater control features associated with new development and conducting public outreach activities that complement the countywide effort through presentations to the local schools and other mediums such as the Oakleaf Newsletter and during our annual Public Works event.

The City pays nearly $75,000 to the Countywide program annually for their activities, which include extensive public education, coordination of the annual report, representation to the regional boards and other stakeholder groups, negotiation of permit requirements, and other administrative activities. Oakley’s Stormwater Coordinator sits on the management committee that establishes the Countywide program budget, and a concerted effort has been made to keep the costs to a minimum. Staff has prepared a draft line item budget for the City’s cleanwater activities that is attached to this report for reference, and will be included in the annual City FY 2023/24 budget process. The budget may be modified as part of the Citywide budget hearings and approval but provides a logical nexus and justification for the proposed rate.

The agreement between the City and the Contra Costa County Flood Control and Water Conservation District (District) requires that the City determine the rate per ERU annually prior to May 1st of each year. The District has requested that the City submit certified resolutions in April so that they can schedule the item for a specific Contra Costa County Board of Supervisors hearing.

Consistency with the Oakley Strategic Plan 27+
This item is consistent with the Strategic Plan 27+ Finance and Fiscal responsibility Goal.

Fiscal Impact
Adoption of the resolution will authorize the Contra Costa County Flood Control and Water Conservation District to collect approximately $515,400 from the property tax rolls on Oakley’s behalf to fund program costs. Funds are disbursed from the District to the City as outlined in the Program agreement.
110
Staff Recommendation
Staff recommends that the City Council adopt the Resolution Establishing the Rate per Equivalent Runoff Unit for FY 2023/24 and Requesting the Contra Costa County Flood Control and Water Conservation District to Adopt an Annual Parcel Assessment for Drainage Maintenance and the NPDES Program.

Attachments
1) Resolution for ERU Establishment
2) Draft FY 2023/24 Budget
111
Resolution No. __-23 Page 1
RESOLUTION NO. __-23

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY

ESTABLISHING THE RATE PER EQUIVALENT RUNOFF UNIT FOR FISCAL YEAR (FY) 2023/24 AND REQUESTING THE CONTRA COSTA COUNTY

FLOOD CONTROL AND WATER CONSERVATION DISTRICT ADOPT AN

ANNUAL PARCEL ASSESSMENT FOR DRAINAGE MAINTENANCE AND

THE NATIONAL POLLUTANT DISCHARGE ELIMINATION SYSTEM

PROGRAM
WHEREAS, under Federal Water Pollution Control Act, prescribed discharges of stormwater require a permit from the appropriate California regional water quality board under the National Pollutant Discharge Elimination System (NPDES) program; and
WHEREAS, the City of Oakley (City) did apply for, and did receive, an NPDES permit which requires the implementation of selected Best Management Practices to minimize or eliminate pollutants from entering storm waters; and WHEREAS, it is the intent of the City to utilize funds received from its Stormwater Utility Area (SUA) for implementation of the NPDES program and drainage maintenance activities; and
WHEREAS, at the request of the City, the Contra Costa County Flood Control & Water Conservation District (District) has completed the process for formation of an SUA, including the adoption of the Stormwater Utility Assessment Drainage Ordinance No. 93-47; and
WHEREAS, The SUA and Program Group Costs Payment agreement between City and District requires that the City annually, by May 1st, determine the rate to be assessed to a single Equivalent Runoff Unit (ERU) for the forthcoming fiscal year.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Oakley does determine that the rate to be assigned to a single ERU for FY 2023/24 shall be set at $30.00.

BE IT FURTHER RESOLVED that the City Council does hereby request the District to adopt SUA levies based on said amount.

PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on the 14th day of February 2023 by the following vote:
112
Resolution No. __-23 Page 2
AYES:

NOES:

ABSENT:

ABSTENTIONS:

APPROVED:

_______________________
ATTEST: Aaron Meadows, Mayor
______
Libby Vreonis, City Clerk Date
113
Oakley Clean Water Program Budget
Fiscal Year 2023/24
Task
Number
Task Title FY 2023/24
Proposed
Description/Comments
1 New Development and Construction Controls $ 2,000.00 Funds costs related to new development and construction activities
2 Public Education and Outreach $ 2,000.00 Funds costs related to public education and outreach activities; includes newsletter publication
3 Municipal Maintenance $ 2,000.00 Funds costs related to municipal maintenance activities 4 Industrial and Commercial Inspections $ 2,000.00 Funds costs related to the inspection of industrial and commercial businesses for water quality compliance
5 Illicit Discharge Control $ 2,000.00 Funds costs related to identification and clean-up of illicit discharges
6 Monitoring $ 1,000.00 No special water quality monitoring activities have been identified at this time for this year.
7 Special Studies $ 2,000.00 No special studies other than those related to the anticipated new permit have been identified at this time for this year. 8 Watershed Management $ 4,000.00 Anticipates a contribution to the watershed organization 9 Permit Fees $ 15,000.00 Annual RWQCB permit fees
11 Agency Administration $ 1,000.00 Costs for attending mandatory meetings and workshops and program related conferences and training.
12 Group Costs $ 70,000.00 Oakley share of the overall CCWP costs including assessment levying
13 New Permit Implementation $ 5,000.00 Special studies and consultant assistance related to new permit requirements
14 Street Sweeping $ 280,000.00 Annual street sweeping contract 15 Drainage Maintenance $ 53,000.00 Funds eligible drainage maintenance activities such as catch basin cleaning
16 Total Staff Costs $ 37,200.00 Staffing costs necessary to implement the goals of the stormwater management plan.
17 Overhead $ 37,200.00 Offsets overhead costs to the PW&E Division Total Project Costs $ 515,400.00
Estimated FY 2023/24 ERU's 17,180
Proposed FY 2023/24 Fee Rate $ 30.00
114
DATE: February 23, 2023
TO: Joshua McMurray, City Manager
FROM: Jeri Tejeda, Human Resources Director
SUBJECT: Adopt a Resolution Amending the 2022-2023 Salary Schedule to include the addition and replacement of specific job classifications. ______________________________________________________________________ Background and Analysis
As the City continues to grow and evolve, so do the needs of each department. In most cases, these department needs are managed and presented through the budget process on an annual basis. From time to time, positions become vacant early on in the year, and waiting for the budget process is not an option as we need to fill these vacancies as quickly as possible.

Our Planning Technician position became vacant in January of 2023. Our Community Development Director has evaluated the needs of the department and determined with the continued growth and number of projects, the needs of the department will require staff that is experienced in processing and reviewing complex development projects.

With a small Planning Division, it is important that we optimize each position and by elevating the previous Planning Technician position into an Assistant or Associate Planner will help us to hire staff with relevant experience and a higher technical skillset.

In order to attract the most qualified candidate, we are asking for council to approve two additional positions, with the understanding we will only fill one of them. Staff is asking to replace the Planning Technician position with an Assistant Planner and is also asking for the position of Associate Planner to be added to the job classification list and salary schedule. This will allow staff to recruit for the most qualified candidate and fill only one position based on qualifications.

The annual additional cost in increasing this classification is anticipated to be between $32,045 and $50,550 depending on the position hired. We do not anticipate the need for

STAFF REPORT
Approved and Forwarded to the City Council
115
a budget amendment for the current 2022-2023 budget as we will have salary savings for the vacant position until we are able to recruit but do anticipate an increase to salary and benefits in the 2023-2024 budget and beyond.

We also have a long-term vacancy in our Assistant to the City Manager position. This position has been vacant since August of 2022. We have attempted to fill this position but have been unsuccessful in finding a candidate to fit the various roles needed for the position.

As we continue to look for ways to ensure we are prudent with public funds, but also deliver on our strategic plan and goals set forth by Council, we have determined a position at a higher level is what is needed. To better meet the needs of this growing City it has been determined that an Assistant City Manager position would benefit the City and the City Manager’s Office. It is envisioned that the new Assistant City Manager would serve as the City’s Public Information Officer which includes responsibility over Police Department related items, responsible for the City’s social media, assume the emergency management functions for the City, and special projects including the Library and assistance with Economic Development related tasks. All of these tasks require a high level of technical ability and experience, which is why Staff is requesting to replace the Assistant to the City Manager with an Assistant City Manager and updating our classifications and salary schedule accordingly.

The annual additional cost in increasing this classification is anticipated to be approximately $71,925. We do not anticipate the need for a budget amendment for the current 2022-2023 budget due to salary savings from the vacant position, but do anticipate an increase to salary and benefits in the 2023-2024 budget and beyond.

Although the position comes at a much higher cost, the City’s return on investment will be realized by additional capacity in the City Manager’s Office which also provides support to all the departments within the City.

Staff would also like to request to add Recreational Leader to our Part-Time salary schedule as well as have it remain on the seasonal schedule. This will allow for some of our staff to remain on board throughout the year without the requirement to separate employment as a seasonal employee. We will continue to have recreation leaders that work for a few short months during our busy summertime programs but will allow for some to remain on staff throughout the year to assist in our ever growing events calendar.

There is no additional cost associated with adding this position to the part-time salary schedule. It will however allow for the employee to earn a small amount of vacation each year consistent with our other part-time positions.

Lastly, staff has removed the Street Maintenance Foreman (Y-Rate) salary from the schedule as the incumbent has retired and the y-rated rate is no longer necessary. 116
Consistency with the Oakley Strategic Plan 27+
This item is consistent with our strategic plan, sustainable organization goal. There are several objections within this goal concerning the needs of proper staffing and aligning the City to be competitive within the market.

Fiscal Impact
The current request will not affect the Fiscal Year 2022-2023 budget as there is salary savings from vacant positions.

In the Fiscal Year’s to follow, the recommended classifications are expected to cost an additional $122,475 per year and will be part of the recommended budget moving forward, starting with Fiscal Year 2023-2024.

Staff Recommendation
Adopt a Resolution Amending the 2022-2023 Salary Schedule to include the addition and replacement of specific job classifications.

Attachments

1. Resolution

2. 2022-2023 Salary Schedule

3. Proposed Assistant Planner Job Description

4. Proposed Associate Planner Job Description

5. Proposed Assistant City Manager Job Description
117

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY AMENDING THE 2022-2023 EMPLOYEE SALARY SCHEDULE ADDING NEW JOB

CLASSIFICATIONS AND REPLACING EXISTING JOB CLASSIFICATIONS WHEREAS, the City Council adopted a Compensation Policy on June 25, 2001 establishing the City of Oakley’s policy regarding employee compensation in conformance to City Ordinance 17-00; and
WHEREAS, the Compensation Policy was amended on June 24, 2008 and on June 13, 2017; and
WHEREAS, on June 14, 2022 Council approved a new compensation and benefit package moving from merit increase to a step system for compensation; and WHEREAS, to improve the operational efficiency of the City, it is desired to establish some new full-time employee classifications and to revise others; and WHEREAS, to increase efficiencies and attract the most qualified candidates, staff feels the requested positions are most appropriate; and NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Oakley hereby approves the following:

The Employee Position Classifications and Salary Ranges as identified in Attachments 2 through 5 that is attached hereto, which now includes the addition of a full time Assistant Planner or Associate Planner, the removal of a full time Planning Technician and the reclassification of the full time Assistant to the City Manager with an Assistant City Manager position. It also includes the addition of the Recreation Leader as a part-time position which is in addition to the Seasonal Recreation Leader.

Lastly, the removal of the Streets Maintenance Foreman (y-Rate) from the salary schedule as the incumbent has retired.

It is also noted that only one position is to be filled in the Assistant Planner/Associate Planner series and will be determined by the qualifications of the applicant.

The foregoing resolution was introduced at a regular meeting of the Council of the City of Oakley held on the 14th day of February 2023 by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:
118
APPROVED:

Aaron Meadows, Mayor
ATTEST:

Libby Vreonis, City Clerk Date
119
Position Unit Hourly/Salary Frequency Step AA Step A Step B Step C Step D Step E Step F Accounting Assistant UNREP H Hourly $ 28.82 $ 30.26 $ 31.78 $ 33.37 $ 35.03 Bi-Weekly $ 2,305.78 $ 2,421.07 $ 2,542.12 $ 2,669.23 $ 2,802.69 Monthly $ 4,995.86 $ 5,245.65 $ 5,507.94 $ 5,783.33 $ 6,072.50 Annually $ 59,950.32 $ 62,947.84 $ 66,095.23 $ 69,399.99 $ 72,869.99 Accounting Manager UNREP S Hourly $ 59.06 $ 62.02 $ 65.12 $ 68.37 $ 71.79 Bi-Weekly $ 4,725.14 $ 4,961.40 $ 5,209.47 $ 5,469.94 $ 5,743.44 Monthly $ 10,237.80 $ 10,749.69 $ 11,287.17 $ 11,851.53 $ 12,444.11 Annually $ 122,853.60 $ 128,996.28 $ 135,446.09 $ 142,218.40 $ 149,329.32 Administrative Assistant UNREP H Hourly $ 28.82 $ 30.26 $ 31.78 $ 33.37 $ 35.03 Bi-Weekly $ 2,305.78 $ 2,421.07 $ 2,542.12 $ 2,669.23 $ 2,802.69 Monthly $ 4,995.86 $ 5,245.65 $ 5,507.94 $ 5,783.33 $ 6,072.50 Annually $ 59,950.32 $ 62,947.84 $ 66,095.23 $ 69,399.99 $ 72,869.99 Administrative Specialist UNREP H Hourly $ 31.99 $ 33.59 $ 35.27 $ 37.03 $ 38.88 Bi-Weekly $ 2,559.26 $ 2,687.22 $ 2,821.58 $ 2,962.66 $ 3,110.79 Monthly $ 5,545.06 $ 5,822.31 $ 6,113.43 $ 6,419.10 $ 6,740.06 Annually $ 66,540.72 $ 69,867.76 $ 73,361.14 $ 77,029.20 $ 80,880.66 Administrative Specialist (Y-RATE) UNREP H Hourly $ 44.16 Bi-Weekly $ - $ - $ - $ - $ 3,532.80
Monthly $ - $ - $ - $ - $ 7,654.40
Annually $ - $ - $ - $ - $ 91,852.80
Assistant City Manager UNREP S Hourly $ 92.56 $ 97.19 $ 102.05 $ 107.15 $ 112.51 Bi-Weekly $ 7,404.72 $ 7,774.95 $ 8,163.70 $ 8,571.88 $ 9,000.48 Monthly $ 16,043.55 $ 16,845.73 $ 17,688.01 $ 18,572.41 $ 19,501.04 Annually $ 192,522.60 $ 202,148.73 $ 212,256.17 $ 222,868.97 $ 234,012.42 Assistant to the City Manager UNREP S Hourly $ 60.37 $ 63.39 $ 66.56 $ 69.88 $ 73.38 Bi-Weekly $ 4,829.45 $ 5,070.92 $ 5,324.46 $ 5,590.69 $ 5,870.22 Monthly $ 10,463.80 $ 10,986.99 $ 11,536.34 $ 12,113.16 $ 12,718.81 Annually $ 125,565.60 $ 131,843.88 $ 138,436.07 $ 145,357.88 $ 152,625.77 Assistant Planner UNREP H Hourly $ 39.75 $ 41.74 $ 43.83 $ 46.02 $ 48.32 Bi-Weekly $ 3,180.06 $ 3,339.06 $ 3,506.02 $ 3,681.32 $ 3,865.38 Monthly $ 6,890.13 $ 7,234.64 $ 7,596.37 $ 7,976.19 $ 8,375.00 Annually $ 82,681.56 $ 86,815.64 $ 91,156.42 $ 95,714.24 $ 100,499.95 Associate Planner UNREP S Hourly $ 46.87 $ 49.21 $ 51.67 $ 54.26 $ 56.97 Bi-Weekly $ 3,749.63 $ 3,937.11 $ 4,133.96 $ 4,340.66 $ 4,557.69 Monthly $ 8,124.19 $ 8,530.40 $ 8,956.92 $ 9,404.77 $ 9,875.00 Annually $ 97,490.28 $ 102,364.79 $ 107,483.03 $ 112,857.19 $ 118,500.04 Building Inspector I UNREP H Hourly $ 37.61 $ 39.49 $ 41.47 $ 43.54 $ 45.72 Bi-Weekly $ 3,008.90 $ 3,159.35 $ 3,317.32 $ 3,483.18 $ 3,657.34 Monthly $ 6,519.29 $ 6,845.25 $ 7,187.52 $ 7,546.89 $ 7,924.24 Annually $ 78,231.48 $ 82,143.05 $ 86,250.21 $ 90,562.72 $ 95,090.85 Building Inspector I (Y-RATE) UNREP H Hourly $ 47.43 $ 50.17 Bi-Weekly $ - $ - $ - $ 3,794.40 $ 4,013.60
Monthly $ - $ - $ - $ 8,221.20 $ 8,696.13
Annually $ - $ - $ - $ 98,654.40 $ 104,353.60
City of Oakley
Master Salary Schedule
All Positions
Effective February 14, 2023
120
Position Unit Hourly/Salary Frequency Step AA Step A Step B Step C Step D Step E Step F City of Oakley
Master Salary Schedule
All Positions
Effective February 14, 2023
Building Inspector II w/Combo Cert UNREP H Hourly $ 41.37 $ 43.44 $ 45.61 $ 47.89 $ 50.29 Bi-Weekly $ 3,309.79 $ 3,475.28 $ 3,649.05 $ 3,831.50 $ 4,023.08 Monthly $ 7,171.22 $ 7,529.78 $ 7,906.27 $ 8,301.58 $ 8,716.66 Annually $ 86,054.64 $ 90,357.37 $ 94,875.24 $ 99,619.00 $ 104,599.95 Capital Projects Engineer UNREP S Hourly $ 54.10 $ 56.81 $ 59.65 $ 62.63 $ 65.76 Bi-Weekly $ 4,328.22 $ 4,544.64 $ 4,771.87 $ 5,010.46 $ 5,260.98 Monthly $ 9,377.82 $ 9,846.71 $ 10,339.05 $ 10,856.00 $ 11,398.80 Annually $ 112,533.84 $ 118,160.53 $ 124,068.56 $ 130,271.99 $ 136,785.59 City Clerk/Paralegal UNREP S Hourly $ 63.50 $ 66.68 $ 70.01 $ 73.51 $ 77.19 Bi-Weekly $ 5,080.19 $ 5,334.20 $ 5,600.91 $ 5,880.96 $ 6,175.01 Monthly $ 11,007.09 $ 11,557.44 $ 12,135.31 $ 12,742.08 $ 13,379.18 Annually $ 132,085.02 $ 138,689.27 $ 145,623.73 $ 152,904.92 $ 160,550.17 City Manager Contract S Hourly $ 120.19
Bi-Weekly $ 9,615.38
Monthly $ 20,833.33
Annually $ 250,000.00
Code Enforcement Technician I UNREP H Hourly $ 31.34 $ 32.91 $ 34.56 $ 36.28 $ 38.10 Bi-Weekly $ 2,507.42 $ 2,632.79 $ 2,764.43 $ 2,902.65 $ 3,047.78 Monthly $ 5,432.74 $ 5,704.38 $ 5,989.60 $ 6,289.08 $ 6,603.53 Annually $ 65,192.88 $ 68,452.52 $ 71,875.15 $ 75,468.91 $ 79,242.35 Code Enforcement Technician II UNREP H Hourly $ 34.48 $ 36.20 $ 38.01 $ 39.91 $ 41.91 Bi-Weekly $ 2,758.16 $ 2,896.07 $ 3,040.87 $ 3,192.91 $ 3,352.56 Monthly $ 5,976.01 $ 6,274.81 $ 6,588.55 $ 6,917.98 $ 7,263.88 Annually $ 71,712.12 $ 75,297.73 $ 79,062.61 $ 83,015.74 $ 87,166.53 Code Enforcement Officer I UNREP H Hourly $ 37.61 $ 39.49 $ 41.47 $ 43.54 $ 45.72 Bi-Weekly $ 3,008.90 $ 3,159.35 $ 3,317.32 $ 3,483.18 $ 3,657.34 Monthly $ 6,519.29 $ 6,845.25 $ 7,187.52 $ 7,546.89 $ 7,924.24 Annually $ 78,231.48 $ 82,143.05 $ 86,250.21 $ 90,562.72 $ 95,090.85 Code Enforcement Officer II UNREP H Hourly $ 41.37 $ 43.44 $ 45.61 $ 47.89 $ 50.29 Bi-Weekly $ 3,309.79 $ 3,475.28 $ 3,649.05 $ 3,831.50 $ 4,023.08 Monthly $ 7,171.22 $ 7,529.78 $ 7,906.27 $ 8,301.58 $ 8,716.66 Annually $ 86,054.64 $ 90,357.37 $ 94,875.24 $ 99,619.00 $ 104,599.95 Community Development Director UNREP S Hourly $ 85.96 $ 90.26 $ 94.77 $ 99.51 $ 104.48 Bi-Weekly $ 6,876.71 $ 7,220.54 $ 7,581.57 $ 7,960.65 $ 8,358.68 Monthly $ 14,899.53 $ 15,644.51 $ 16,426.73 $ 17,248.07 $ 18,110.47 Annually $ 178,794.36 $ 187,734.08 $ 197,120.78 $ 206,976.82 $ 217,325.66 Custodian UNREP H Hourly $ 26.38 $ 27.69 $ 29.08 $ 30.53 $ 32.06 Bi-Weekly $ 2,110.05 $ 2,215.55 $ 2,326.33 $ 2,442.64 $ 2,564.78 Monthly $ 4,571.77 $ 4,800.36 $ 5,040.38 $ 5,292.40 $ 5,557.02 Annually $ 54,861.24 $ 57,604.30 $ 60,484.52 $ 63,508.74 $ 66,684.18 Deputy City Clerk UNREP H Hourly $ 33.06 $ 34.72 $ 36.45 $ 38.27 $ 40.19 Bi-Weekly $ 2,645.05 $ 2,777.31 $ 2,916.17 $ 3,061.98 $ 3,215.08 Monthly $ 5,730.95 $ 6,017.50 $ 6,318.37 $ 6,634.29 $ 6,966.01 Annually $ 68,771.40 $ 72,209.97 $ 75,820.47 $ 79,611.49 $ 83,592.07 121
Position Unit Hourly/Salary Frequency Step AA Step A Step B Step C Step D Step E Step F City of Oakley
Master Salary Schedule
All Positions
Effective February 14, 2023
Economic Development Analyst UNREP S Hourly $ 49.77 $ 52.26 $ 54.88 $ 57.62 $ 60.50 Bi-Weekly $ 3,981.90 $ 4,181.00 $ 4,390.04 $ 4,609.55 $ 4,840.02 Monthly $ 8,627.45 $ 9,058.82 $ 9,511.76 $ 9,987.35 $ 10,486.72 Annually $ 103,529.40 $ 108,705.87 $ 114,141.16 $ 119,848.22 $ 125,840.63 Engineering Technician UNREP H Hourly $ 36.02 $ 37.82 $ 39.71 $ 41.69 $ 43.78 Bi-Weekly $ 2,881.23 $ 3,025.29 $ 3,176.56 $ 3,335.39 $ 3,502.16 Monthly $ 6,242.67 $ 6,554.80 $ 6,882.54 $ 7,226.67 $ 7,588.00 Annually $ 74,912.04 $ 78,657.64 $ 82,590.52 $ 86,720.05 $ 91,056.05 Facilities Maintenance Worker UNREP H Hourly $ 30.98 $ 32.53 $ 34.16 $ 35.86 $ 37.66 Bi-Weekly $ 2,478.45 $ 2,602.37 $ 2,732.49 $ 2,869.11 $ 3,012.57 Monthly $ 5,369.97 $ 5,638.47 $ 5,920.39 $ 6,216.41 $ 6,527.23 Annually $ 64,439.64 $ 67,661.62 $ 71,044.70 $ 74,596.94 $ 78,326.79 Finance Director UNREP S Hourly $ 80.73 $ 84.77 $ 89.01 $ 93.46 $ 98.13 Bi-Weekly $ 6,458.47 $ 6,781.39 $ 7,120.46 $ 7,476.49 $ 7,850.31 Monthly $ 13,993.35 $ 14,693.02 $ 15,427.67 $ 16,199.05 $ 17,009.00 Annually $ 167,920.20 $ 176,316.21 $ 185,132.02 $ 194,388.62 $ 204,108.05 Human Resources Director UNREP S Hourly $ 80.40 $ 84.42 $ 88.64 $ 93.07 $ 97.72 Bi-Weekly $ 6,431.79 $ 6,753.38 $ 7,091.05 $ 7,445.60 $ 7,817.88 Monthly $ 13,935.54 $ 14,632.32 $ 15,363.93 $ 16,132.13 $ 16,938.74 Annually $ 167,226.48 $ 175,587.80 $ 184,367.19 $ 193,585.55 $ 203,264.83 Human Resources Technician UNREP H Hourly $ 33.29 $ 34.96 $ 36.70 $ 38.54 $ 40.47 Bi-Weekly $ 2,663.28 $ 2,796.44 $ 2,936.27 $ 3,083.08 $ 3,237.23 Monthly $ 5,770.44 $ 6,058.96 $ 6,361.91 $ 6,680.01 $ 7,014.01 Annually $ 69,245.28 $ 72,707.54 $ 76,342.92 $ 80,160.07 $ 84,168.07 Office Assistant UNREP H Hourly $ 21.53 $ 22.61 $ 23.74 $ 24.93 $ 26.17 Bi-Weekly $ 1,722.68 $ 1,808.82 $ 1,899.26 $ 1,994.22 $ 2,093.93 Monthly $ 3,732.48 $ 3,919.10 $ 4,115.06 $ 4,320.81 $ 4,536.85 Annually $ 44,789.76 $ 47,029.25 $ 49,380.71 $ 51,849.75 $ 54,442.23 Parks & Landscape Maintenance Division Manager UNREP S Hourly $ 59.51 $ 62.48 $ 65.61 $ 68.89 $ 72.33 Bi-Weekly $ 4,760.72 $ 4,998.76 $ 5,248.70 $ 5,511.13 $ 5,786.69 Monthly $ 10,314.90 $ 10,830.65 $ 11,372.18 $ 11,940.79 $ 12,537.83 Annually $ 123,778.80 $ 129,967.74 $ 136,466.13 $ 143,289.43 $ 150,453.91 Parks & Landscape Maintenance Foreman UNREP H Hourly $ 33.93 $ 35.62 $ 37.40 $ 39.27 $ 41.24 Bi-Weekly $ 2,714.05 $ 2,849.75 $ 2,992.24 $ 3,141.85 $ 3,298.94 Monthly $ 5,880.44 $ 6,174.46 $ 6,483.19 $ 6,807.34 $ 7,147.71 Annually $ 70,565.28 $ 74,093.54 $ 77,798.22 $ 81,688.13 $ 85,772.54 Parks & Landscape Maintenance Worker UNREP H Hourly $ 31.42 $ 32.99 $ 34.64 $ 36.37 $ 38.19 Bi-Weekly $ 2,513.29 $ 2,638.96 $ 2,770.91 $ 2,909.45 $ 3,054.92 Monthly $ 5,445.47 $ 5,717.74 $ 6,003.63 $ 6,303.81 $ 6,619.00 Annually $ 65,345.64 $ 68,612.92 $ 72,043.57 $ 75,645.75 $ 79,428.03 Parks & Landscape Maintenance Tree Worker UNREP H Hourly $ 31.42 $ 32.99 $ 34.64 $ 36.37 $ 38.19 Bi-Weekly $ 2,513.29 $ 2,638.96 $ 2,770.91 $ 2,909.45 $ 3,054.92 Monthly $ 5,445.47 $ 5,717.74 $ 6,003.63 $ 6,303.81 $ 6,619.00 Annually $ 65,345.64 $ 68,612.92 $ 72,043.57 $ 75,645.75 $ 79,428.03 122
Position Unit Hourly/Salary Frequency Step AA Step A Step B Step C Step D Step E Step F City of Oakley
Master Salary Schedule
All Positions
Effective February 14, 2023
Park Ranger UNREP H Hourly $ 37.61 $ 39.49 $ 41.47 $ 43.54 $ 45.72 Bi-Weekly $ 3,008.90 $ 3,159.35 $ 3,317.32 $ 3,483.18 $ 3,657.34 Monthly $ 6,519.29 $ 6,845.25 $ 7,187.52 $ 7,546.89 $ 7,924.24 Annually $ 78,231.48 $ 82,143.05 $ 86,250.21 $ 90,562.72 $ 95,090.85 Permit Technician I UNREP H Hourly $ 28.70 $ 30.14 $ 31.64 $ 33.23 $ 34.89 Bi-Weekly $ 2,296.23 $ 2,411.04 $ 2,531.60 $ 2,658.18 $ 2,791.08 Monthly $ 4,975.17 $ 5,223.93 $ 5,485.12 $ 5,759.38 $ 6,047.35 Annually $ 59,702.04 $ 62,687.14 $ 65,821.50 $ 69,112.57 $ 72,568.20 Permit Technician II UNREP H Hourly $ 31.57 $ 33.15 $ 34.81 $ 36.55 $ 38.38 Bi-Weekly $ 2,525.85 $ 2,652.14 $ 2,784.75 $ 2,923.99 $ 3,070.19 Monthly $ 5,472.68 $ 5,746.31 $ 6,033.63 $ 6,335.31 $ 6,652.08 Annually $ 65,672.16 $ 68,955.77 $ 72,403.56 $ 76,023.73 $ 79,824.92 Permit Technician II (Y-RATE) UNREP H Hourly $ 42.65
Bi-Weekly $ - $ - $ - $ - $ 3,412.00
Monthly $ - $ - $ - $ - $ 7,392.67
Annually $ - $ - $ - $ - $ 88,712.00
Planning Manager UNREP S Hourly $ 70.15 $ 73.66 $ 77.34 $ 81.21 $ 85.27 Bi-Weekly $ 5,611.84 $ 5,892.43 $ 6,187.06 $ 6,496.41 $ 6,821.23 Monthly $ 12,158.99 $ 12,766.94 $ 13,405.29 $ 14,075.55 $ 14,779.33 Annually $ 145,907.88 $ 153,203.27 $ 160,863.44 $ 168,906.61 $ 177,351.94 Planning Technician UNREP H Hourly $ 32.69 $ 34.33 $ 36.04 $ 37.85 $ 39.74 Bi-Weekly $ 2,615.43 $ 2,746.20 $ 2,883.51 $ 3,027.69 $ 3,179.07 Monthly $ 5,666.77 $ 5,950.11 $ 6,247.61 $ 6,559.99 $ 6,887.99 Annually $ 68,001.24 $ 71,401.30 $ 74,971.37 $ 78,719.94 $ 82,655.93 Police Chief Contract S Hourly $ 106.44
Bi-Weekly $ 8,515.38
Monthly $ 18,450.00
Annually $ 221,400.00
Police Lieutenant UNREP S Hourly $ 72.77 $ 76.41 $ 80.23 $ 84.24 $ 88.45 $ 92.88 Bi-Weekly $ 5,821.60 $ 6,112.68 $ 6,418.31 $ 6,739.23 $ 7,076.19 $ 7,430.00 Monthly $ 12,613.47 $ 13,244.14 $ 13,906.35 $ 14,601.66 $ 15,331.75 $ 16,098.33 Annually $ 151,361.60 $ 158,929.68 $ 166,876.16 $ 175,219.97 $ 183,980.97 $ 193,180.02 Police Officer OPOA H Hourly 48.23 $ 50.64 $ 53.17 $ 55.83 $ 58.62 $ 61.55 $ 64.63 Bi-Weekly $ 3,858.13 $ 4,051.04 $ 4,253.59 $ 4,466.27 $ 4,689.59 $ 4,924.06 $ 5,170.27 Monthly $ 8,359.29 $ 8,777.25 $ 9,216.12 $ 9,676.92 $ 10,160.77 $ 10,668.81 $ 11,202.25 Annually $ 100,311.47 $ 105,327.04 $ 110,593.39 $ 116,123.06 $ 121,929.21 $ 128,025.68 $ 134,426.96 Police Records Assistant UNREP H Hourly $ 27.36 $ 28.72 $ 30.16 $ 31.67 $ 33.25 Bi-Weekly $ 2,188.51 $ 2,297.93 $ 2,412.83 $ 2,533.47 $ 2,660.15 Monthly $ 4,741.77 $ 4,978.86 $ 5,227.80 $ 5,489.19 $ 5,763.65 Annually $ 56,901.24 $ 59,746.30 $ 62,733.62 $ 65,870.30 $ 69,163.81 Police Records Supervisor UNREP S Hourly $ 39.84 $ 41.83 $ 43.92 $ 46.12 $ 48.42 Bi-Weekly $ 3,186.88 $ 3,346.22 $ 3,513.54 $ 3,689.21 $ 3,873.67 Monthly $ 6,904.91 $ 7,250.15 $ 7,612.66 $ 7,993.29 $ 8,392.96 Annually $ 82,858.88 $ 87,001.82 $ 91,351.92 $ 95,919.51 $ 100,715.49 123
Position Unit Hourly/Salary Frequency Step AA Step A Step B Step C Step D Step E Step F City of Oakley
Master Salary Schedule
All Positions
Effective February 14, 2023
Police Sergeant OPOA H Hourly $ 60.64 $ 63.67 $ 66.86 $ 70.20 $ 73.71 $ 77.39 Bi-Weekly $ 4,851.28 $ 5,093.84 $ 5,348.54 $ 5,615.96 $ 5,896.76 $ 6,191.60 Monthly $ 10,511.11 $ 11,036.66 $ 11,588.50 $ 12,167.92 $ 12,776.32 $ 13,415.13 Annually $ 126,133.28 $ 132,439.94 $ 139,061.94 $ 146,015.04 $ 153,315.79 $ 160,981.58 Police Services Assistant UNREP H Hourly $ 30.66 $ 32.19 $ 33.80 $ 35.49 $ 37.26 Bi-Weekly $ 2,452.54 $ 2,575.17 $ 2,703.93 $ 2,839.12 $ 2,981.08 Monthly $ 5,313.84 $ 5,579.53 $ 5,858.51 $ 6,151.43 $ 6,459.01 Annually $ 63,766.08 $ 66,954.38 $ 70,302.10 $ 73,817.21 $ 77,508.07 Principal Engineer UNREP S Hourly $ 66.84 $ 70.18 $ 73.69 $ 77.37 $ 81.24 Bi-Weekly $ 5,346.90 $ 5,614.24 $ 5,894.95 $ 6,189.70 $ 6,499.18 Monthly $ 11,584.94 $ 12,164.19 $ 12,772.40 $ 13,411.02 $ 14,081.57 Annually $ 139,019.28 $ 145,970.24 $ 153,268.76 $ 160,932.19 $ 168,978.80 Property & Evidence Technician UNREP S Hourly $ 33.08 $ 34.73 $ 36.47 $ 38.29 $ 40.20 Bi-Weekly $ 2,646.08 $ 2,778.38 $ 2,917.30 $ 3,063.17 $ 3,216.32 Monthly $ 5,733.17 $ 6,019.83 $ 6,320.82 $ 6,636.86 $ 6,968.70 Annually $ 68,798.04 $ 72,237.94 $ 75,849.84 $ 79,642.33 $ 83,624.45 Public Works Director/City Engineer UNREP S Hourly $ 83.55 $ 87.72 $ 92.11 $ 96.71 $ 101.55 Bi-Weekly $ 6,683.62 $ 7,017.80 $ 7,368.69 $ 7,737.13 $ 8,123.98 Monthly $ 14,481.18 $ 15,205.24 $ 15,965.50 $ 16,763.78 $ 17,601.96 Annually $ 173,774.16 $ 182,462.87 $ 191,586.01 $ 201,165.31 $ 211,223.58 Public Works Inspector UNREP H Hourly $ 41.40 $ 43.47 $ 45.64 $ 47.92 $ 50.32 Bi-Weekly $ 3,311.87 $ 3,477.46 $ 3,651.34 $ 3,833.90 $ 4,025.60 Monthly $ 7,175.72 $ 7,534.51 $ 7,911.23 $ 8,306.79 $ 8,722.13 Annually $ 86,108.64 $ 90,414.07 $ 94,934.78 $ 99,681.51 $ 104,665.59 Public Works Maintenance Worker UNREP H Hourly $ 31.42 $ 32.99 $ 34.64 $ 36.37 $ 38.19 Bi-Weekly $ 2,513.29 $ 2,638.96 $ 2,770.91 $ 2,909.45 $ 3,054.92 Monthly $ 5,445.47 $ 5,717.74 $ 6,003.63 $ 6,303.81 $ 6,619.00 Annually $ 65,345.64 $ 68,612.92 $ 72,043.57 $ 75,645.75 $ 79,428.03 Recreation & Events Coordinator UNREP H Hourly $ 31.88 $ 33.47 $ 35.14 $ 36.90 $ 38.75 Bi-Weekly $ 2,550.12 $ 2,677.63 $ 2,811.51 $ 2,952.08 $ 3,099.69 Monthly $ 5,525.26 $ 5,801.52 $ 6,091.60 $ 6,396.18 $ 6,715.99 Annually $ 66,303.12 $ 69,618.28 $ 73,099.19 $ 76,754.15 $ 80,591.86 Recreation Director UNREP S Hourly $ 71.82 $ 75.41 $ 79.18 $ 83.14 $ 87.30 Bi-Weekly $ 5,745.56 $ 6,032.84 $ 6,334.48 $ 6,651.21 $ 6,983.77 Monthly $ 12,448.72 $ 13,071.16 $ 13,724.71 $ 14,410.95 $ 15,131.50 Annually $ 149,384.64 $ 156,853.87 $ 164,696.57 $ 172,931.39 $ 181,577.96 Senior Accounting Technician UNREP H Hourly $ 37.75 $ 39.63 $ 41.61 $ 43.70 $ 45.88 Bi-Weekly $ 3,019.67 $ 3,170.65 $ 3,329.18 $ 3,495.64 $ 3,670.42 Monthly $ 6,542.61 $ 6,869.74 $ 7,213.23 $ 7,573.89 $ 7,952.58 Annually $ 78,511.32 $ 82,436.89 $ 86,558.73 $ 90,886.67 $ 95,431.00 Streets Maintenance Foreman UNREP H Hourly $ 34.98 $ 36.73 $ 38.57 $ 40.50 $ 42.52 Bi-Weekly $ 2,798.61 $ 2,938.54 $ 3,085.47 $ 3,239.74 $ 3,401.73 Monthly $ 6,063.66 $ 6,366.84 $ 6,685.19 $ 7,019.44 $ 7,370.42 Annually $ 72,763.92 $ 76,402.12 $ 80,222.22 $ 84,233.33 $ 88,445.00 Streets Maintenance Foreman (Y-RATE) UNREP H Hourly $ 51.07 Bi-Weekly $ - $ - $ - $ - $ 4,085.59
Monthly $ - $ - $ - $ - $ 8,852.12
124
Position Unit Hourly/Salary Frequency Step AA Step A Step B Step C Step D Step E Step F City of Oakley
Master Salary Schedule
All Positions
Effective February 14, 2023
Annually $ - $ - $ - $ - $ 106,225.44
125
Position Unit Hourly/Salary Frequency Step AA Step A Step B Step C Step D Step E Step F City of Oakley
Master Salary Schedule
All Positions
Effective February 14, 2023
City Council Member Elected Monthly $ 456.75
Administrative Assistant Part Time H Hourly $ 28.82 $ 35.03 Human Resources Assistant Part Time H Hourly $ 30.26 $ 36.79 Police Records Assistant Part Time H Hourly $ 27.36 $ 33.25 Police Service Assistant Part Time H Hourly $ 30.66 $ 37.26 Recreation Leader Part Time H Hourly $ 17.36 $ 21.11
Sports Field Laborer Part Time H Hourly $ 22.44 $ 27.28 Parks & Landscaping Maintenance Worker Seasonal H Hourly $ 31.42 $ 38.19 Recreation Aide Seasonal H Hourly $ 15.78 $ 19.19
Recreation Leader Seasonal H Hourly $ 17.36 $ 21.11
126
FLSA Designation: Non-Exempt
Classification: Regular Full-Time Employee
Effective Date: February 2023

ASSISTANT PLANNER
Assistant Planner
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.

SUMMARY DESCRIPTION
Under general supervision of the Planning Manager, performs a variety of professional level duties and responsibilities in support of the City’s current and advanced planning functions including research and analysis for residential and commercial development projects, environmental review and preparation of environmental documents, and research and preparation of general plan amendments and zoning ordinance amendments for presentation to the Planning Commission and City Council; and provides information and assistance to applicants, developers, consultants, the general public and outside agencies and organizations regarding City codes, policies, standards and processes related to planning related matters.

IDENTIFYING CHARACTERISTICS
Work activities involve the responsibility for assignments in the fields of current or advanced planning or environmental analysis that require the application of fundamental planning principles. Assignments are generally limited in scope and with the design and procedural framework established by higher-level employees.

However, as experience is acquired, assignments become more varied and are performed with greater independence. Incumbents are expected to become familiar with the and competent in a range of routine planning functions encountered by a developing City. This class is distinguished from the Associate Planner in that the latter is expected to function with a higher degree of independence on a range of planning assignments and is assigned more complex project management responsibilities.

ESSENTIAL DUTIES
The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or may be required to perform additional or different 127
FLSA Designation: Non-Exempt
Classification: Regular Full-Time Employee
Effective Date: February 2023

ASSISTANT PLANNER
duties from those set forth below to address department needs and changing department practices.
 Develops graphic design for public informational brochures including researching and compiling information and determining design layouts.  Researches, compiles, and analyzes information for drafting reviewing City ordinances.
 Recommends the use of land for residential, commercial, industrial and community uses; participates in the review, development, revision, and maintenance of general plan elements, plans zoning ordinances and other policies and procedures.
 Reviews and processes various plans and applications for subdivision and commercial developments.
 Collects and evaluates information related to the applications process and determines conformity with laws, regulations, policies and procedures  Recommends approval, or alternative approaches and conducts project site checks and field inspections.
 Conducts environmental review and processing of environmental documents in accordance with CEQA.
 Plan checks building and engineering plans for adherence to approved projects.
 Prepares final resolutions, ordinances, environmental notices, plan approvals and file cleanup after project completing.
 Monitors conditions of approval after project completion for compliance.  Provides front counter and phone support; provides information and assistance to developers, property owners, the public, other departments and outside agencies regarding laws, regulations, standards, policies and procedures related to the submission of plans, processing of applications and implementation requirements; investigates and responds to complaints of zoning code violations.
 Performs a wide range of duties in support of the Planning Commission, organizes meetings and work sessions, prepares public hearing notices ensuring timely notification of appropriate parties, prepares and presents staff reports and other presentations for the City Council, Planning Commission and community groups.
128
FLSA Designation: Non-Exempt
Classification: Regular Full-Time Employee
Effective Date: February 2023

ASSISTANT PLANNER
 Performs technical review and monitors land use and development applications, including following up on building permits, plan checks and listing fees.
 Coordinates project review with in-house departments and outside agencies ensuring that plans and applications receive appropriate approvals.

QUALIFICATIONS
The following generally describes the knowledge and ability required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.

Knowledge of:
 Principles and practices of technical and legal issues of urban and regional planning, zoning, urban economics, demographics, and environmental planning and program management.
 Geographic, socio-economic, transportation, political, and other elements related to city planning.
 Site planning and architectural design principles.
 General concepts of architecture, landscaping, grading, drainage, and traffic and transportation engineering as they relate to the process of urban planning.  Operational characteristics, services, and activities of a comprehensive environmental planning program.
 Applicable Federal, State, and local laws, rules, regulations, ordinances, and organizational policies and procedures relevant to assigned area of responsibility.
 Researching and reporting methods, techniques, and procedures.  Recent developments, current literature, and sources of information related to planning, zoning, and environmental review.
 Modern office practices, methods, and computer equipment and applications related to the work.
 Principles of advanced mathematics and their application to planning work. 129
FLSA Designation: Non-Exempt
Classification: Regular Full-Time Employee
Effective Date: February 2023

ASSISTANT PLANNER
 Methods and techniques of effective technical report preparation and presentation.
 English usage, grammar, spelling, vocabulary, and punctuation.  Techniques for effectively representing the City in contacts with governmental agencies, community groups, various business, professional, educational and regulatory organizations, and with property owners, developers, contractors, and the public.
 Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.

Ability to:
 Learn and interpret planning and zoning programs to the general public; identify and respond to issues and concerns of the public, City Council, and other boards and commissions.
 Read plans and specifications and make effective site visits.  Assess, monitor, and report environmental impact on and of various City programs and services.
 Learn to analyze site design, terrain constraints, land use compatibility, utilities, and other urban services.
 Conduct routine research projects, evaluate alternatives, and make sound recommendations.
 Interpret, apply, explain, and ensure compliance with applicable Federal, State, and local laws, rules, regulations, policies, and procedures.  Read and understand technical drawings and specifications.  Perform mathematical and planning computations with precision.  Establish and maintain a variety of filing, record-keeping, and tracking systems.
 Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner; organize own work, set priorities, and meet critical time deadlines.
 Operate office equipment and computer applications related to the work such as GIS.
 Effectively communicate in person, over the telephone, and in writing.  Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
130
FLSA Designation: Non-Exempt
Classification: Regular Full-Time Employee
Effective Date: February 2023

ASSISTANT PLANNER
 Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

EDUCATION AND EXPERIENCE GUIDELINES
Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Education/Training: A bachelor’s degree from an accredited college or university with major course work in urban or regional planning, architecture, or related field.

Experience: One year of responsible, professional or paraprofessional urban or regional planning and zoning experience. Work in a municipality is highly desirable.

License or Certificate: Possess, or have the ability to obtain, a valid driver’s license by the time of appointment.

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions.

Environment: Employees work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. On occasion, employees may travel to different sites and may work outside in weather conditions. Incumbents may be required to work extended hours including evenings and weekends.

Physical: Must possess mobility to work in a standard office setting and use standard office equipment, including a computer, to operate a motor vehicle and to visit various City and meeting locations; This is primarily a sedentary office classification although standing and walking between work areas may be required.

Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this 131
FLSA Designation: Non-Exempt
Classification: Regular Full-Time Employee
Effective Date: February 2023

ASSISTANT PLANNER
classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects up to 25 pounds.

Vision: See in the normal visual range with or without correction.

Hearing: Hear in the normal audio range with or without correction.

EMPLOYEE ACKNOWLEDGEMENT AND ACCEPTANCE
I acknowledge I have received and read my job description and understand and accept the responsibilities, qualifications, physical demands, and work environment this position requires.

Employee’s Name (print) Employee’s Signature Date
Supervisor Name (print) Supervisor’s signature Date
132
FLSA Designation: Exempt
Classification: Regular Full-Time Employee
Effective Date: February 2023

ASSOCIATE PLANNER
Associate Planner
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.

SUMMARY DESCRIPTION
Under general direction of the Planning Manager, performs a variety of professional level duties and responsibilities in support of the City’s current and advanced planning functions including research and analysis for residential and commercial development projects, environmental review and preparation of environmental documents, and research and preparation of general plan amendments and zoning ordinance amendments for presentation to the Planning Commission and City Council; and provides information and assistance to applicants, developers, consultants, the general public and outside agencies and organizations regarding City codes, policies, standards and processes related to planning related matters.

IDENTIFYING CHARACTERISTICS
Employees within this class are distinguished from the Assistant Planner by the performance of the full range of duties as assigned, working independently, and exercising judgement and initiative. Employees at this level receive only occasional instruction or assistance as new or unusual situations arise and are fully aware of the operating procedures and policies of the work unit. The incumbent may supervise the work of lower-level technical and clerical staff.

ESSENTIAL DUTIES
The following duties are typical for this classification. Incumbents may not perform all of the listed duties and may be required to perform additional or different duties from those set forth below to address department needs and changing department practices.
133
FLSA Designation: Exempt
Classification: Regular Full-Time Employee
Effective Date: February 2023

ASSOCIATE PLANNER
 Serves as a project manager on application projects, including analyzing and evaluation site and architectural plans, performing technical review and making recommendations, ensuring plans and applications receive appropriate signatures, coordination in-house review with contractors, administering contracts and giving approval for payment on projects.  Plans, organizes, and conducts research studies; maintains, updates, and analysis demographic and other data required for community planning; prepares reports and analysis regarding land use, zoning, urban design, population trends, transportation, community needs, housing, and environmental issues.
 Manges consultant contracts including determining scope of work and budgets, tracking budgets and approving contract payments.  Recommends the use of land for residential, commercial, industrial, and community uses; participates in the review, development, revision, and maintenance of general plan elements, plans, zoning ordinances, and other policies and procedures.
 Reviews and processes various plans and applications for subdivision and commercial developments; collects and evaluates information related to the application process and determines conformity with laws, regulations, policies, and procedures; recommends approval, or alternative approaches; conducts project site checks and field inspections.
 Coordinates the development review process; communicates and coordinates with other City departments, developers, and outside agencies throughout the development process to create the best possible development.
 Conducts environmental review and processing of environmental documents in accordance with CEQA.
 Plan checks building and engineering plans for adherence to approved projects.
 Prepares staff reports, final resolutions, ordinances, environmental notices, plan approvals, and file cleanup after project completion; monitors conditions of approval after project completion for compliance.  Provides front counter and phone support; provides information and assistance to developers, property owners, the public, other departments, and outside agencies regarding laws, regulations, standards, policies, and procedures related to the submission of plans, processing of applications, 134
FLSA Designation: Exempt
Classification: Regular Full-Time Employee
Effective Date: February 2023

ASSOCIATE PLANNER
And implementation requirements; investigates and responds to complaints of zoning code violations.
 Performs a wide range of duties in support of the Planning Commission as well as the City Council and other boards and commissions; coordinates preparation of meeting agendas for various commissions, boards, and community groups including reviewing draft materials and preparing comments; organizes meetings and work sessions; prepares public hearing notices ensuring timely notification of appropriate parties; prepares and presents staff reports and other presentations for the City Council, Planning Commission, and other commissions, boards, and community groups.
 May plan, prioritize, assign, supervise and review the work of assigned staff; train staff, evaluate employee performance, counsel employees and effectively recommend initial disciplinary action; assists in selection and promotion process.

QUALIFICATIONS
The following generally describes the knowledge and ability required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.

Knowledge of:
 Modern principles and practices of technical and legal issues of urban and regional planning, zoning, urban economics, demographics, and environmental planning and program management.
 Geographic, socio-economic, transportation, political, and other elements related to city planning.
 Comprehensive plans and current planning processes and the development process.
 Site planning and architectural design principles.
 General concepts of architecture, landscaping, grading, drainage, and traffic and transportation engineering as they relate to the process of urban planning.  Operational characteristics, services, and activities of a comprehensive environmental planning program.
135
FLSA Designation: Exempt
Classification: Regular Full-Time Employee
Effective Date: February 2023

ASSOCIATE PLANNER
 Applicable Federal, State, and local laws, rules, regulations, ordinances, and organizational policies and procedures relevant to assigned area of responsibility.
 Project management and contract administration principles and techniques.  Researching and reporting methods, techniques, and procedures.  Recent developments, current literature, and sources of information related to planning, zoning, and environmental review.
 Modern office practices, methods, and computer equipment and applications related to the work.
 Practices of researching planning and land use issues, evaluating alternatives, making sound recommendations, and preparing and presenting effective staff reports.
 Principles of advanced mathematics and their application to planning work.  Methods and techniques of effective technical report preparation and presentation.
 English usage, grammar, spelling, vocabulary, and punctuation.  Techniques for effectively representing the City in contacts with governmental agencies, community groups, various business, professional, educational, and regulatory organizations, and with property owners, developers, contractors, and the public.
 Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.

Ability to:
 Interpret planning and zoning programs to the general public; identify and respond to issues and concerns of the public, City Council, and other boards and commissions.
 Read plans and specifications and make effective site visits.  Assess, monitor, and report environmental impact on and of various City programs and services.
 Analyze site design, terrain constraints, land use compatibility, utilities, and other urban services.
 Conduct routine research projects, evaluate alternatives, and make sound recommendations.
 Interpret, apply, explain, and ensure compliance with applicable Federal, State, and local laws, rules, regulations, policies, and procedures. 136
FLSA Designation: Exempt
Classification: Regular Full-Time Employee
Effective Date: February 2023

ASSOCIATE PLANNER
 Read and understand technical drawings and specifications.  Perform mathematical and planning computations with precision.  Effectively represent the department and the City in meetings with governmental agencies, community groups, and various business, professional, and regulatory organizations, and individuals.  Coordinate assigned activities with other City departments and agencies as required.
 Direct the work of contract consultants.
 Prepare and present clear, concise, and logical written and oral reports, correspondence, policies, procedures, and other written materials.  Establish and maintain a variety of filing, record-keeping, and tracking systems.
 Make sound, independent decisions within established policy and procedural guidelines.
 Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner; organize own work, set priorities, and meet critical time deadlines.
 Operate office equipment and computer applications related to the work.  Effectively communicate in person, over the telephone, and in writing.  Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
 Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

EDUCATION AND EXPERIENCE GUIDELINES
Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Education/Training: A bachelor’s degree from an accredited college or university with major course work in urban or regional planning, architecture, or related field.

Experience: Two years of responsible, professional urban or regional planning and zoning experience in a local government at a level comparable to an Assistant Planner.
137
FLSA Designation: Exempt
Classification: Regular Full-Time Employee
Effective Date: February 2023

ASSOCIATE PLANNER
License or Certificate: Possess, or have the ability to obtain, a valid driver’s license by the time of appointment.

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions.

Environment: Employees work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. On occasion, employees may travel to different sites and may work outside in weather conditions. Incumbents may be required to work extended hours including evenings and weekends.

Physical: Must possess mobility to work in a standard office setting and use standard office equipment, including a computer, to operate a motor vehicle and to visit various City and meeting locations; This is primarily a sedentary office classification although standing and walking between work areas may be required.

Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects up to 25 pounds.

Vision: See in the normal visual range with or without correction.

Hearing: Hear in the normal audio range with or without correction. 138
FLSA Designation: Exempt
Classification: At-Will Full-Time Employee
Effective Date: February 2023

ASSISTANT CITY MANAGER
Assistant City Manager
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.

SUMMARY DESCRIPTION
Under general administrative direction of the City Manager, assists the City Manager in coordinating and directing the activities and operations of all City departments.

Oversees and directs assigned programs and functions of the City and other areas as assigned; performs responsible and complex administrative work including to direct or conduct special projects; coordinates events with other City officials, departments, outside agencies, organizations, and the public. Provides highly responsible and complex staff support to the City Manager and serves as acting City Manager in their absence.

IDENTIFYING CHARACTERISTICS
This executive management classification oversees, directs, and participates in all activities of the City’s operations, including short- and long-term planning, as well as development and administration of City-wide policies, procedures, and services.

This class also may manage assigned departments and divisions based on need and provides assistance to the City Manager in a variety of administrative, coordinative, analytical, and liaison capacities. Successful performance of the work requires knowledge of public policy, City functions and activities, including the role of the City Council, and the ability to develop, oversee, and implement projects and programs in a variety of areas. Responsibilities include coordinating the activities of the City and assigned departments with those of other departments and outside agencies and managing and overseeing the complex and varied functions of the City.

The incumbent is accountable for accomplishing City-wide planning and operational goals and objectives, and for furthering City goals and objectives within general policy guidelines. A person appointed to this position is an “at-will” employee and serves at the pleasure of the City Manager.

ESSENTIAL DUTIES
139
FLSA Designation: Exempt
Classification: At-Will Full-Time Employee
Effective Date: February 2023

ASSISTANT CITY MANAGER
The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or may be required to perform additional or different duties from those set forth below to address department needs and changing department practices.
 Assumes full management responsibility for assigned functions, services, and activities of the City; assists the City Manager in coordinating and directing the activities and operations of all City departments.
 Manages the development and implementation of goals, objectives, and priorities for each assigned service area; recommends and administers policies and procedures.
 Establishes, within City policy, appropriate service and staffing levels for assigned functions; monitors and evaluate the efficiency and effectiveness of service delivery methods and procedures; allocates resources accordingly.  Assesses and monitors workload, administrative and support systems, and internal reporting relationships for assigned areas of responsibility; identifies opportunities for improvement; direct and implement changes.  Plans, directs, and coordinates, through management level staff, the work plan for assigned functions; assigns projects and programmatic areas of responsibility; provides direction and supervision on key projects; reviews and evaluates work methods and procedures; meets with key staff to identify and resolve problems.
 Selects, trains, motivates, and evaluates assigned personnel; provides or coordinates staff training; works with employees to correct deficiencies; implements discipline and termination procedures.
 Oversees and participates in the development and administration of the budget for assigned functional areas; approves the forecast of funds needed for staffing, equipment, materials, and supplies; approves expenditures and implement budgetary adjustments as appropriate and necessary.  Participates in the preparation, coordination, and presentation of the City's annual budget, capital improvement budget, and internal fiscal control measures; participates in the development and presentation of financial forecasts and historical information including reviewing expenditures and revenues.
 Participates in the development of City goals, objectives, policies, and priorities; incorporates community input into goals and objectives for the City 140
FLSA Designation: Exempt
Classification: At-Will Full-Time Employee
Effective Date: February 2023

ASSISTANT CITY MANAGER
for the City Manager’s and City Council's approval; develops new policies in consultation with the City Manager; confers with Department Directors and employees regarding significant policy and procedural changes.  Coordinates assigned activities with other City departments and divisions and with outside agencies.
 Coordinates and participates in providing responsible staff assistance and professional analysis and advice to the City Manager, City Council, and other City boards and commissions as assigned; attends City Council meetings and other public meetings to assist or represent the City Manager.  Supervises and/or conducts studies, surveys, and the collection of information on difficult operational and administrative problems; analyzes findings and prepare reports of practical solutions for review.
 Serves as a resource for department personnel, City staff, other organizations and the public; coordinates pertinent information, resources and work teams necessary to support a positive and productive environment.  Serves as acting City Manager as required; oversees City operations in the City Manager’s absence; provides assistance to the City Council.  Serves as the City’s Public Information Officer and is responsible for the City’s social media.
 Serves as the lead for the City’s Emergency Management program.  Performs related duties as required.

QUALIFICATIONS
The following generally describes the knowledge and ability required to enter the job in order to successfully perform the assigned duties.

Knowledge of:
 Administrative principles and practices, including goal setting, program development, implementation, and evaluation, and project management.  Principles and practices of employee supervision, including work planning, assignment review and evaluation, discipline, and the training of staff in work procedures.
141
FLSA Designation: Exempt
Classification: At-Will Full-Time Employee
Effective Date: February 2023

ASSISTANT CITY MANAGER
 Organization and management practices as applied to the development, analysis, and evaluation of programs, policies, and operational needs of the assigned area of responsibility.
 Principles and practices of leadership, strategic plan development, budget administration, and contract management.
 Principles, practices, and procedures of public administration in a municipal setting.
 Functions, authority, responsibilities, and limitations of an elected City Council.
 Functions, services, and funding sources of a municipal government.  Current social, political, and economic trends affecting City government and service provision.
 Technical, legal, financial, and public relations issues associated with the management of City programs.
 Methods and techniques of developing technical and administrative reports, business correspondence, and presentations.
 Research and reporting methods, techniques, and procedures.  Federal, State, and local laws, rules, regulations, and ordinances relevant to assigned areas of responsibility.
 Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.  The structure and content of the English language, including the meaning and spelling of words, rules of composition, and grammar.
 Modern equipment and communication tools used for business functions and program, project, and task coordination.
 Social media platforms and other media sources to provide the public with information.
 Computers and software programs (e.g., Microsoft software packages) to conduct, compile, and/or generate documentation.

Ability to:
 Develop and implement goals, objectives, practices, policies, procedures, work standards, and internal controls for the City and assigned program areas.  Provide administrative and professional leadership and direction to all departments of the City.
142
FLSA Designation: Exempt
Classification: At-Will Full-Time Employee
Effective Date: February 2023

ASSISTANT CITY MANAGER
 Prepare and administer large and complex budgets; allocate limited resources in a cost-effective manner.
 Plan, organize, direct, and coordinate the work of management, professional, and technical personnel; delegate authority and responsibility.  Select and supervise staff, provide training and development opportunities, ensure work is performed effectively, and evaluate performance in an objective and positive manner.
 Effectively administer special projects with contractual agreements and ensure compliance with contractual obligations.
 Prepare clear and concise reports, correspondence, policies, procedures, and other written materials.
 Conduct complex research projects, evaluate alternatives, make sound recommendations, and prepare effective technical staff reports.  Understand, interpret, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.  Effectively represent the department and the City in meetings with individuals; governmental agencies; community groups; various business, professional, and regulatory organizations.
 Learn and understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities.  Effectively use computer systems, software applications, and modern business equipment to perform a variety of work tasks.
 Communicate clearly and concisely, both orally and in writing, using appropriate English grammar and syntax.
 Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
 Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

EDUCATION AND EXPERIENCE GUIDELINES
Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Education/Training: A bachelor’s degree from an accredited college or university with major course public administration, or related field. 143
FLSA Designation: Exempt
Classification: At-Will Full-Time Employee
Effective Date: February 2023

ASSISTANT CITY MANAGER
Experience: Five (5) years of increasingly responsible experience in municipal administrative work, including three (3) years of management experience.

License or Certificate: Possess, or have the ability to obtain, a valid driver’s license by the time of appointment.

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions.

Environment: Employees work primarily in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. Incumbents may be required to work extended hours including evenings and weekends and may be required to travel outside City boundaries to attend meetings and trainings.

Physical: Must possess mobility to work in a standard office setting and use standard office equipment, including a computer, to operate a motor vehicle and to visit various City and meeting locations; This is primarily a sedentary office classification although standing and walking between work areas may be required.

Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects up to 25 pounds.

Vision: See in the normal visual range with or without correction.

Hearing: Hear in the normal audio range with or without correction.

EMPLOYEE ACKNOWLEDGEMENT AND ACCEPTANCE
144
FLSA Designation: Exempt
Classification: At-Will Full-Time Employee
Effective Date: February 2023

ASSISTANT CITY MANAGER
I acknowledge I have received and read my job description and understand and accept the responsibilities, qualifications, physical demands, and work environment this position requires.

Employee’s Name (print) Employee’s Signature Date
Supervisor Name (print) Supervisor’s signature Date
145

STAFF REPORT
Approved and Forwarded to the City Council
DATE: February 14, 2023
TO: Joshua McMurray, City Manager
FROM: Derek P. Cole, City Attorney
SUBJECT: An Ordinance of the City Council of the City of Oakley Adding Section

2.1.003 to and Amending Section 2.1.005 of the Oakley Municipal Code Concerning the Annual Selection of Mayor and Vice Mayor Following the Implementation of By-District Elections
Background and Introduction
At its regular meeting on January 10, 2023, the City Council held a workshop to consider the process for appointing the Mayor and Vice Mayor following the recent conversion to by-district elections. The Council considered a number of options for how to annually select its leadership positions and, after discussion, directed the City Attorney to return with an ordinance implementing a rotation system based on City Council districts.

Analysis
Consistent with the direction given during the January 10 meeting, the proposed ordinance would create a system by which the Mayor and Vice Mayor are annually appointed based on the number of their City Council districts. The Ordinance would provide as follows:
• In general. The ordinance would require that except in specified cases (to be discussed), the Mayor and Vice Mayor will annually be selected based on a rotation schedule determined by the number of their council districts. (Proposed § 2.1.003(a)-(b).)
• Implementation. The transition to the new selection system would begin in calendar year 2025. The draft ordinance maintains the current selection process through 2024 and has language providing for the sunset of this process immediately after the 2024 General Election. (Proposed § 2.1.003(g); Amended § 2.1.005(j).)
• Establishment of rotation schedule. The rotation for Mayor and Vice Mayor will count backwards, from five down to one. The Vice-Mayor will be selected from the Council district numbered immediately below the Mayor’s 146
district number. Thus, if the Mayor is selected from Council District Four, the Vice Mayor will be from Council District Three; and if the Mayor is selected from Council District Two, the Vice Mayor will be from Council District One. When the Mayor is selected from Council District One, the ordinance will restart the count-down by providing the Vice Mayor shall be selected from Council District Five. (Proposed § 2.1.003(d).)
• Which district goes first as Mayor? The proposed ordinance has somewhat cumbersome, but necessary, language for determining which Council district will be the first to serve as Mayor in 2025. The lengthy text in proposed paragraph (c) of Section 2.1.003 attempts to deal with the contingencies related to the experience of the councilmembers who will serve in 2025. The paragraph is intended to ensure that the Mayor that year will have at least one full year of service on the Council. At this time, of course, it is not known who will be serving in each of the Council districts. Three districts will be up for election in 2024. And theoretically, any council district could become vacant if a Councilmember leaves office for any reason. (I make no assumptions that this will actually occur; I note only that in drafting, this is a hypothetical situation that must be addressed.)
To address the contingencies as best as possible in light of current knowledge, the ordinance would offer the Mayor position first to District Five, then to District Four, next to District Two, next to District Three, and finally to District One. A district would be selected if the Councilmember has at least one full year of service on the Council.
• Exceptions. The ordinance provides exceptions to the use of the rotation system. First, proposed paragraph (e) of Section 2.1.003 would carry over the exceptions the Municipal Code currently provides. These would allow a majority of the Council to decline an appointment if a member is under investigation, has demonstrated intemperate or rude behavior, has a record of excessive absenteeism, and for other specified reasons. Second, the paragraph would preclude a person from serving as Mayor if she or he has less than a full year of service on the Council. This would address the situation in which a person is first elected and, immediately after election, his or her district is next in the rotation for Mayor.

Whenever an exception is made, the ordinance would authorize a majority of the Council to appoint a Mayor or Vice Mayor to serve for the following year. But the ordinance is also clear that such appointment shall not affect the rotation schedule in the following and future years.

Recommendation
The City Attorney recommends that the City Council consider whether to introduce and waive the first reading of the proposed ordinance.
147
Consistency with the Oakley Strategic Plan 27+
The proposed ordinance would further the Sustainable Organization of the Oakley Strategic Plan 27+.

Attachments

1. Proposed Ordinance
148

ORDINANCE NO.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF OAKLEY
ADDING SECTION 2.1.003 TO AND AMENDING SECTION 2.1.005 OF

THE OAKLEY MUNICIPAL CODE CONCERNING THE ANNUAL

SELECTION OF MAYOR AND VICE MAYOR FOLLOWING THE

IMPLEMENTATION OF BY-DISTRICT ELECTIONS
THE CITY COUNCIL OF THE CITY OF OAKLEY DOES ORDAIN AS FOLLOWS:

SECTION 1. Upon the effective date of this Ordinance, Oakley Municipal Code 2.1.003 shall be added to read as follows:

2.1.003 Appointment of Mayor and Vice Mayor Following Implementation of ByDistrict City Council Elections. a. Each year during the month of December, the City Council shall appoint one of its members as Mayor and one of its members as Vice Mayor for the following calendar year. b. Except as provided in paragraph (e) of this Section, the Mayor and Vice Mayor shall be selected based on the number of the City Council district from which each was elected in their immediately preceding City Council elections. The Mayor and Vice Mayor shall be selected based on the rotation schedule stated in paragraphs (c) and (d) of this Section. c. For calendar year 2025, the rotation schedule for selection of Mayor and Vice Mayor shall commence as follows:
1) If the City Council member elected to represent City Council District Five has served for at least the preceding 365 days on the City Council, then the Mayor for that calendar year shall be selected from Council District Five, and the Vice Mayor for that calendar year shall be selected from City Council District Four; or 2) If the member elected to represent City Council District Five has not served at least the preceding 365 days on the City Council, and the member elected to represent City Council District Four has served for at least the preceding 365 days on the City Council, then the Mayor for that calendar year shall be selected from Council District Four, and the Vice Mayor shall be selected from City Council District Three; or 3) If the members elected to represent City Council Districts Four and Five have not served at least the preceding 365 days on the City Council, and the member elected to represent City Council District Two has served for at least the preceding 365 days on the City Council, then the Mayor for that calendar year shall be selected from Council District Two, and the Vice Mayor shall be selected from City Council District One; or 4) If the members elected to represent City Council Districts Two, Four, and Five have not served at least the preceding 365 days on the City Council, and the member elected to represent City Council District Three has served for at least the preceding 365 days on the City Council, then the Mayor for that calendar year shall be selected from 149

Council District Three, and the Vice Mayor shall be selected from City Council District Two.
5) If the members elected to represent City Council Districts Two, Three, Four, and Five have not served at least the preceding 365 days on the City Council, then the Mayor for that calendar year shall be selected from Council District One, and the Vice Mayor shall be selected from City Council District Five. d. For calendar year 2026, and each calendar year thereafter, the Mayor for the calendar year shall be the councilmember who served as the Vice Mayor during the preceding calendar year; and the Vice Mayor for the calendar year shall be selected from the district number that is the next lower-numbered district below the number of district from which the Mayor is selected, except that if the Mayor is selected from City Council District One, the next lower-numbered district shall be deemed to be City Council District Five.
e. A member shall not serve as Mayor if he or she has not previously served on the City Council for at least 365 days preceding the date of selection. In addition, the City Council may decline to appoint a member as Mayor or Vice Mayor if a majority of the City Council determines any of the following circumstances exist:
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.
f. Should a member be ineligible under paragraph (e) to serve as Mayor, or should a majority of the City Council decline to appoint a member as Mayor or Vice Mayor for any of the reasons stated in paragraph (e), or should the member serving as Mayor or Vice Mayor resign his or her service as Mayor or Vice Mayor during his or her term, the City Council shall by majority vote select another member to fill the position for the calendar year or remainder of that year. The appointment of any member under this paragraph shall not affect, alter, or reset the mayoral and vice-mayoral rotation schedule for future calendar years, as provided in paragraph (d). g. The provisions of this Section shall take effect on December 1, 2024, on which date and thereafter, this Section shall supersede and replace the provisions of Section 2.1.005 of this Code. 150

SECTION 2. Upon the effective date of this Ordinance, Oakley Municipal Code 2.1.005 shall be amended to read as follows:

2.1.005 Appointment of Mayor and Vice Mayor through Calendar Year 2024. a. Each year during the month of December, the City Council shall appoint one of its members as Mayor. The member selected to be Mayor typically will be the member who is serving as Vice Mayor, unless the Vice Mayor is unavailable to be appointed as Mayor due to failure to be reelected, insufficient time to dedicate to the office, or other reasons. b. Each year during the month of December, the City Council shall appoint one of its members as Vice Mayor. The person selected as Vice Mayor shall have been a member of the Council for at least one year prior to the appointment as Vice Mayor. c. Neither the Mayor nor the Vice Mayor serves a term of office, but rather serves in those capacities at the pleasure of the majority of the City Council. d. It is the intent of this section to establish a rotation process so that each Council member shall have the opportunity to become either Vice Mayor or Mayor, or both. 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;
151

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.
j. This section shall remain effective through November 30, 2024, and thereafter shall be of no further effect due to the operative date of section 2.1.003 of this Code.

SECTION 3. CEQA.

The City Council finds that this Ordinance is not subject to the California Environmental Quality Act (“CEQA”) pursuant to Section 15060(c)(3) (the activity is not a project as defined in Section 15378) of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly or indirectly.

SECTION 4. SEVERABILITY.

The City Council of the City of Oakley hereby declares that should any section, paragraph, sentence, phrase, term or word of this Ordinance be declared for any reason to be invalid, it is the intent of the City Council that it would have adopted all other portions of this Ordinance independent of the elimination herefrom of any such portion as may be declared invalid. If any section, subdivision, paragraph, sentence, clause or phrase of this Ordinance is for any reason held to be invalid or unconstitutional, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have passed this Ordinance, and each section, subdivision, paragraph, sentence, clause and phrase thereof, irrespective of the fact that any one (or more) section, subdivision, paragraph, sentence, clause or phrase had been declared invalid or unconstitutional.

SECTION 5. EFFECTIVE DATE.

This Ordinance shall become effective thirty (30) days after adoption.

SECTION 6. PUBLICATION.

The City Clerk shall certify to the passage of this Ordinance and shall cause this Ordinance or a summary thereof to be printed once within fifteen (15) days after its adoption in a newspaper of general circulation, published and circulated in the City of Oakley.

THE FOREGOING ORDINANCE was introduced with the reading waived at a regular meeting of the City Council of the City of Oakley on the 14th day of February, 2023. The Ordinance was adopted with the second reading waived at a regular meeting of the City Council of the City of Oakley on the 28th day of February, 2023, and ordered passed to print by the following vote, to wit:
152

AYES:

NOES:

ABSTENTIONS:

ABSENT:

APPROVED:
____________________________________________
Aaron Meadows, Mayor
ATTEST:
___________________________ _________________
Libby Vreonis, City Clerk Date
153

STAFF REPORT
Approved and Forwarded to the City Council
DATE: February 14, 2023
TO: Joshua McMurray, City Manager
FROM: Brent Smith, Community Development Director
SUBJECT: Interview Planning Commission Applicants and Appoint 2 Members to the Planning Commission
Background and Recommendation
At the July 13, 2021, City Council Meeting, the City Council adopted Ordinance No. 06-21, which amended and updated the Municipal Code establishing the 5 Member Planning Commission. On October 12, 2021, the City Council conducted interviews, and the City Council ranked the applicants and selected 5 members to serve on the Planning Commission. One member of the Planning Commission resigned from their 4-year appointment on January 5, 2022, and at the January 25, 2022, City Council Meeting, the City Council directed Staff to change the initial term limits for Planning Commissioner Shannon Shaw from 2-years to 4-years. At the February 8, 2022 City Council Meeting, the City Council directed Staff to readvertise for the one open Planning Commission seat and on March 8, 2022, the City Council appointed Hugh Henderson to a 2-year term.

On May 3, 2022, the Planning Commission held its first meeting. On December 2, 2022, the Contra Costa County Recorder Certified Election Results from the November 8, 2022, Election, and with that Planning Commissioners Shannon Shaw and Hugh Henderson were elected to the City Council by their respective districts. This development created 2 openings, one 2-year term, and one 4-year term on the Planning Commission that need to be filled to have a 5 Member Commission.

Staff solicited applications during the period from January 5, 2023, to January 27, 2023. A total of 9 applications were received and have been attached to this report.

Staff will ask the City Council to conduct interviews of the 9 applicants, rank the 9 applicants using a forced ranking, and then appoint 2 of the applicants to serve on the Planning Commission, one candidate for a 2-year term, and one applicant for a 4-year term. Staff recommends making the 2-year and 4-year appointments based on the City Council rankings, with the 4-year appointment going to the applicant with the higher ranking. The following applications are in the order they were received. 154
Planning Commission Appointments
February 14, 2023

Applicant Name and Interview Order
Jeanne Krieg
Micah Langley
Adam Sterud
Garfield Samuels
Laura Medina
Dan O’Leary
William Swenson
Jimmy Ramirez
Mary Zirkle
Consistency with the Oakley Strategic Plan 27+
This agenda item is consistent with the Strategic Plan 27+’s Community and Collaborative Partnerships Goal, and specifically supports the Sub-Goal of Community Outreach and Engagement by increasing our communication and engaging our residents.

Recommendation
Staff recommends the City Council interview the applicants and select and appoint the 2 Applicants to the Planning Commission. Staff recommends the attached Resolution also be approved, which formally appoints the Planning Commissioners.

Attachments

1. Ordinance No. 06-21

2. Resolution No. 122-21

3. Resolution No. 20-22

4. Draft Resolution

5. Planning Commission Applications (9 Total)
155
156
157
158
159
160
161
162
163
164
165
Resolution No. XX-23 Page 1 of 2
RESOLUTION NO.XX-23

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY APPOINTING

TWO MEMBERS TO THE OAKLEY PLANNING COMMISSION
WHEREAS, on July 13, 2021, the City Council of the City of Oakley adopted Ordinance No. 06-21, which amended provisions of Chapters 3 and 4 of Title 2 of the Oakley Municipal Code concerning the Oakley Planning Commission; and WHEREAS, the City solicited applicants for the Planning Commission through a formal application process. The period ran from August 13, 2021 to September 10, 2021. The City received a total of 13 applications; and
WHEREAS, on October 12, 2021, the City Council conducted interviews for the Planning Commission; and
WHEREAS, on October 12, 2021, the City Council ranked the applicants and selected 5 members to serve on the Planning Commission; and
WHEREAS, after the 5 members were appointed, Planning Commissioner Edward J.

Cire resigned from the Planning Commission on January 5, 2022. City Staff sought direction from the City Council at their January 25, 2022 City Council meeting; and WHEREAS, that direction was to bring back a Resolution that would formally appoint the sixth-place applicant to the Planning Commission and to also change the initial term limits for Planning Commissioner Shannon Shaw from 2-years to 4-years; and WHEREAS, at the February 8, 2022 City Council meeting, the City Council directed City Staff to re-advertise for the open Planning Commission seat and to bring that back to the City Council at the March 8, 2022 meeting. The City Council also gave direction to change the initial term limits for Planning Commissioner Shannon Shaw from 2-years to 4-years; and
WHEREAS, the City solicited applicants for the Planning Commission through a formal application process. The period ran from February 14, 2022 to February 25, 2022. The City received a total of 2 applications; and
WHEREAS, on March 8, 2022, the City Council ranked the applicants and selected 1 member, Hugh Henderson, to serve on the Planning Commission; and WHEREAS, on December 2, 2022, the Contra Costa County Recorder certified the Election Results from November 8, 2022, confirming Planning Commissioners Shannon 166
Resolution No. XX-23 Page 2 of 2
Shaw, and Hugh Henderson were elected to the City Council and resigned from the Planning Commission; and
WHEREAS, after the 2 members resigned from the Planning Commission, City Staff sought direction from the City Council at their December 13, 2022 City Council meeting; and
WHEREAS, that direction was to re-advertise for the two open Planning Commission seats and to bring back to the City Council at the February 14, 2023 meeting, applicants to be interviewed by the City Council; and
WHEREAS, the City solicited applicants for the Planning Commission through a formal application process. The period ran from January 5, 2023, to January 27, 2023. The City received a total of 9 applications; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Oakley hereby appoints the following individuals, with the following terms, to the Planning Commission of the City of Oakley:
 Name – 2-year term
 Name – 4-year term
AND, BE IT FURTHER RESOLVED, that the City Council of Oakley hereby authorizes City Staff to provide the above-appointed individuals instruction, training materials and assistance prior to the beginning of their term.

PASSED AND ADOPTED by the City Council of the City of Oakley this 14th day of February by the following vote:

AYES:

NOES:

ABSTENTION:

ABSENT:

APPROVED:
___________________
Aaron Meadows, Mayor
ATTEST:
____ ___________________
Libby Vreonis, City Clerk Date
167

APPLICATION FOR APPOINTMENT BY THE OAKLEY CITY
COUNCIL FOR PLANNING COMMISSIONER*
Please provide a written or typed response for each item below (Either type or clearly print your responses). Please use no more than 200 words per item. Please attach additional pages as needed.

Name: __Jeanne Krieg_____________________________________________ Home Address: __3029 Frandoras Circle, Oakley CA 94561_____________________

Mailing Address: _______________________________________________ (if different)
_______________________________________________
Home Phone: ____ (925) 323-2315 (cell)____________________________________ Work Phone: _______n/a________________________________________ E-Mail: [email protected]________________________________ 168

1. Briefly explain your interest in serving on the Planning Commission.

My husband and I moved to Oakley as newlyweds in 1982. We learned to navigate home ownership in Oakley, raised our two children in Oakley, and now look forward to enjoying our retirement in Oakley. I am interested in serving on the Planning Commission so I can use my background in transit and public policy to make a positive contribution to the community that has allowed our family to grow and thrive in a family-friendly, safe, and inclusive environment. I strongly supported the initiative to incorporate the city and have watched our city grow from a population of less than 10,000 to today’s nearly 45,000. Now that I am retiring and have the time to contribute, I look forward to being a part of the process as our city continues to grow and thrive.

2. Please describe your educational, work and other experience(s) which would make you qualified for the position as Planning Commissioner.

Education:

I hold both a Bachelor of Science degree in Business Administration and an MBA from CSU Sacramento.

Work Experience:

On February 3, 2023, I will be retiring from my position of Chief Executive Officer for the Eastern Contra Costa Transit Authority, also known as Tri Delta Transit. I worked for Tri Delta Transit for 32 years, 28 of them as the CEO. Prior to my career at Tri Delta Transit, I held positions in energy conservation planning at PGandE and in sales and marketing.

Other Experiences:

I served 3 terms (9 years) on the American Public Transportation Association Executive Committee and am currently serving as vice-chair for the Transportation Research Board’s Transit Cooperative Research Program Oversight and Project Selection Commission and will begin a 3-year term as chair in July 2023. These positions include analyzing national and international trends in land use planning, particularly as it relates to transportation. 169

3. Please describe the professional preparation or expertise that you would bring to this position, if any.

My experience as the CEO of Tri Delta Transit has included:
• Overseeing construction projects,
• Complying with various environmental regulations,
• Planning bus routes, bus stop amenities, and other services in Eastern Contra Costa County while considering local ordinances and requirements,
• Working with the Metropolitan Transportation Commission to implement their various regulations and requirements,
• Investigating and implementing new technology for buses, communication, and safety and security,
• Working with CalTrans on a signal priority system, and • Developing bus turnout and bus stop standards that includes analysis of intersections and traffic flow.

Through my decades of participation in the American Public Transportation Association, the California Transit Association, the Transit Cooperative Research Program, and other industry organizations as well as working with other transit agencies and industry experts throughout the world, I've accumulated extensive knowledge and background with regard to urban planning, particularly as it affects transit, mobility, and equity.

4. What do you believe is the most important role of a Planning Commissioner? The most important role of a Planning Commissioner is to inform and make recommendations to the City Council on matters pertaining to zoning and land use. To be successful in this role, each Planning Commissioner must:
• Keep informed about best practices in city planning and zoning. • Become educated on zoning, use permits, land-use regulations/requirements, environmental requirements, Oakley’s Capital Improvement Plan, and other appropriate regulations/plans.
• Be prepared to make decisions regarding:
o zoning changes and amendments,
o design review,
o development agreements
o parcel maps, and
o General Plan changes, amendments, and adoption.
170

5. What do you hope to accomplish in your role as a planning commissioner, if selected?
I want to contribute to the quality of life for all Oakley residents. I have a natural curiosity about how things work and how/why decisions are made. I plan to use this opportunity to learn as much as I can about the city planning process while communicating my top priorities: safety, adequate pedestrian and bicycle access, and consideration of alternative transportation options.

In a larger sense, I want to accomplish helping Oakley grow in a thoughtful manner.

6. Having been a resident of Oakley, what do you see as the strengths of the community? Conversely, what are its weaknesses?
Strengths:

Even though the population of Oakley has increased significantly in the 40+ years I have been a resident, the city has maintained the small-town character that motivated us to adopt Oakley as our home. The amenities, made possible by the growth, that have been added have improved the quality of life for all residents. Everything from the first traffic signal that was installed in the 80s to the extensive network of parks and varied community services offered today gives residents a sense of community pride.

Weaknesses:

Oakley's weakness is that the population is growing faster than the infrastructure. For example, we have locations where the roads are too narrow for the amount of traffic, residences still on septic systems because the sanitary sewer system hasn't expanded into older neighborhoods, and too many areas where sidewalks are non-existent. I recognize that there are local, regional, state, environmental, and federal regulations/requirements that contribute to some of the difficulties.

7. Are you currently serving as an appointed or elected member of any local or regional governmental agency that includes any portion of Oakley City limits within its jurisdictional territory?
NO
171

8. Have you previously served on any board or commission for Oakley or any other governmental agency?
NO

9. Are you or have you been involved in any local, civic or community groups? I was a member of the Antioch Rotary Club for 30 years. I was active on the Antioch Chamber of Commerce and served on the Board of Directors for one term. When our children were young, I volunteered for the Boy Scouts, Girl Scouts, East County Soccer League, and the East County Little League serving in various capacities.

Additional relevant comments:

In my role as CEO at Tri Delta Transit, I reported to an 11-member Board of Directors that conscientiously followed the Brown Act for all meetings. I was required to file an annual Fair Political Practices Commission Statement of Economic Interest (Form 700) and attend ethics training every two years.

Date: January 13, 2023
Please return this application no later than 5:00p.m. on Friday, January 27, 2023, by email to: [email protected] or by mail to:

City of Oakley
Office of the City Clerk
3231 Main Street
Oakley, CA 94561
*All information contained in this application is public data and will be made available for public review and copying for anyone requesting it, and may be posted on the website of the City of Oakley. All information in this application will be provided to the Oakley City Council in a public forum and will be reviewed in public. It will therefore be part of the public record. Although you are not legally required to provide any of the information requested in this application, the information may be used to determine your suitability for appointment to the committee.
172

APPLICATION FOR APPOINTMENT BY THE OAKLEY CITY
COUNCIL FOR PLANNING COMMISSIONER*
Please provide a written or typed response for each item below (Either type or clearly print your responses). Please use no more than 200 words per item. Please attach additional pages as needed.

Name: Micah Langley__________________________________
Home Address: 641 Brinwood Way______________________________ Oakley, CA 94561_______________________________
Mailing Address: N/A___________________________________________ (if different)
N/A___________________________________________
Home Phone: 850-586-6047____________________________________ Work Phone: 925-532-5865____________________________________ E-Mail: [email protected]______________________ 173

1. Briefly explain your interest in serving on the Planning Commission.

I have lived in Oakley since 2016 and I am constantly amazed by the growth of this community. It seems like something is always changing, growing, and expanding. I have really started to feel like a part of the community, and I want to give back. I feel as though I can contribute using my experience as both a veteran of Naval Aviation and my work in manufacturing process development for medical devices. I have a wide range of experience dealing with governmental agencies and navigation through their rules and regulations. I truly feel like I can be an excellent contributor to the Planning Commission in helping to shape this community. I want to ensure that it is set up for success as it continues to grow into the future while also retaining all the charm that has drawn people here.

2. Please describe your educational, work and other experience(s) which would make you qualified for the position as Planning Commissioner.

I am meticulous and extremely detail oriented. I have a Bachelor of Science in Mechanical Engineering and a Master of Science in Systems Engineering, focusing on system of systems. I am a former Naval Aviator and currently work in the medical device manufacturing field. These fields both operate in highly regulated environments where synthesizing data, finding and applying regulations, and achieving the optimal outcome is of the utmost importance. I currently work in a global role, needing to understand differing regulations on a local, state, and federal level. My daily interactions involve groups across the company and touch other industries. To be successful I must navigate all the interests of all the functions against regulations and best practices, and it is something that I have been able to do at a high level. I believe all these factors combine to make me an ideal candidate for Planning Commissioner.

3. Please describe the professional preparation or expertise that you would bring to this position, if any.

My career over the last nearly seven years has been focused on developing manufacturing processes, starting from concept all the way through installation, execution, and product launch. The manufacturing process for medical devices is highly regulated across multiple agencies. Successful execution of this role in manufacturing is absolutely critical in order to meet the requirements of government agencies to ensure that the devices are safe and effective. Through understanding and navigating through these regulations I have gained experience in quickly learning and synthesizing new information, balancing all input, and recommending the best path forward for senior 174

leadership. I believe my background along with these experiences will enable me to quickly become a valuable, contributing member of the Planning Commission.

4. What do you believe is the most important role of a Planning Commissioner? I believe the most important role is in the name; planning. Proactively managing the future growth of the community as well as the development is incredibly important and is something that I can think that I can contribute to in a meaningful way. Proper, considerate planning will help to address fundamental issues like where to focus community growth, how we address housing needs as we see shifts in the larger bay area, and how we can be good stewards of community money when it comes to infrastructure costs and the development of essential services.

5. What do you hope to accomplish in your role as a planning commissioner, if selected?
My hope in applying for this role is to help connect people to the community. I have lived here since 2016 after my time in the military. I never thought I would settle like I have, and I deeply enjoy this community. We are growing rapidly, and I would like to contribute how I can. As other people start to move here, I think I can help improve the quality of life by stewarding a strong, well-balanced economic development plan as part of the Planning Commission. We need to balance development to draw in employers while providing a community where people want to live. It is essential to provide both choices and alternative to employers and employees, promoting new employment opportunities and developing economic well-being.

6. Having been a resident of Oakley, what do you see as the strengths of the community? Conversely, what are its weaknesses?
As a resident of Oakley, I think the strength of the community is rooted in the small town feel with modern convenience. It feels like an oasis in the bay area, a place to rest and relax away from the hectic feeling as you head further into the bay. There is a noticeable increase in people and development as people start to shift to new locations in an effort to balance their work and home lives. This drives towards one of the weaknesses. The increase in development in the area has the potential to change the look and feel of the community to something completely different than what probably drew most of us to this area. We have a significantly smaller land area than the surrounding communities and we must carefully balance development and community planning to ensure we keep the essence of Oakley intact. I want the community to grow 175

and modernize and provide others what it has provided me. I also want to ensure that we don’t change Oakley to the point where it is unrecognizable.

7. Are you currently serving as an appointed or elected member of any local or regional governmental agency that includes any portion of Oakley City limits within its jurisdictional territory?
No, I am not.

8. Have you previously served on any board or commission for Oakley or any other governmental agency?
No, I have not.

9. Are you or have you been involved in any local, civic or community groups? I am currently a member of the Delta Vista Middle School Site Council. I have been looking for an opportunity to become more involved in the community and came across this posting. Much of my adult life has been spent moving around with the military, never being able to establish any ties to the community. I thought that it would always be that way but once I settled in Oakley after the military, I realized that this is a place that I want to settle in long-term and contribute my time and experience. I feel like this is the perfect opportunity for me to give back to the community.

Additional relevant comments:

N/A
Date: 19 Jan 2023______________________
Please return this application no later than 5:00p.m. on Friday, January 27, 2023, by email to: [email protected] or by mail to:

City of Oakley
Office of the City Clerk
3231 Main Street
Oakley, CA 94561
176

*All information contained in this application is public data and will be made available for public review and copying for anyone requesting it, and may be posted on the website of the City of Oakley. All information in this application will be provided to the Oakley City Council in a public forum and will be reviewed in public. It will therefore be part of the public record. Although you are not legally required to provide any of the information requested in this application, the information may be used to determine your suitability for appointment to the committee.
177

APPLICATION FOR APPOINTMENT BY THE OAKLEY CITY
COUNCIL FOR PLANNING COMMISSIONER*
Please provide a written or typed response for each item below (Either type or clearly print your responses). Please use no more than 200 words per item. Please attach additional pages as needed.

Name: Adam Neil Sterud
Home Address: 153 Little Ranch Cir
Oakley, CA 94561
Mailing Address: _______________________________________________ (if different)
_______________________________________________
Home Phone: N/A
Work Phone: (925) 325-2860
E-Mail: [email protected]

1. Briefly explain your interest in serving on the Planning Commission.

As a 10-year+ resident of the City of Oakley, I’ve long desired to take a greater role in the politics and development process in my community.

178

2. Please describe your educational, work and other experience(s) which would make you qualified for the position as Planning Commissioner.

I’ve served a 5-year apprenticeship program with The United Association of Plumbers and Steamfitters at Local 342. During my career, I’ve been fortunate enough to work underground pipeline projects (within the City of Oakley), commercial projects, and spent years in the various Bay Area refineries. I’m also a licensed real estate agent and have sold multiple types of properties within city limits. Construction, development, zoning, and compliance are all subjects that I encounter daily in my current professional life.

3. Please describe the professional preparation or expertise that you would bring to this position, if any.

I currently use Word, DropBox, Outlook, and other programs found in Microsoft Office.

Being computer literate combined with the desire to learn new tools required by the position is paramount to the success of any undertaking.

4. What do you believe is the most important role of a Planning Commissioner? I believe the most important role of a Planning Commissioner is ensuring compliance and maintaining transparency between all parties involved in any part of the planning and development process.

179

5. What do you hope to accomplish in your role as a planning commissioner, if selected?
I hope to serve my community and elected officials to the best of my ability, to not only fulfill but to exceed at all of the duties and obligations of my position; and lastly to confirm the decision that was made to appoint me to this position.

6. Having been a resident of Oakley, what do you see as the strengths of the community? Conversely, what are its weaknesses?
The main strength of the City of Oakley is the sense of community within it. Community participation at city sponsored events appears to be at an all time high. I would say that we do have a few weaknesses in our city. I believe code enforcement could be more stringent; this could motivate greater pride in home ownership. Homeowners may be less motivated to maintain their homes exterior if neighboring rental properties are substandard in their appearance, code enforcement can help solve this. I also believe there is a lack of outdoor dining and retail shopping within the city.

7. Are you currently serving as an appointed or elected member of any local or regional governmental agency that includes any portion of Oakley City limits within its jurisdictional territory?
No.

180

8. Have you previously served on any board or commission for Oakley or any other governmental agency?
No.

9. Are you or have you been involved in any local, civic or community groups? I am currently an elected officer in my local union. As the elected Recording Secretary, it is my responsibility to maintain an accurate account of all business that is conducted at union meetings. I also sit on the Trial Board, Scholarship Committee, and am the Chairman of the Bylaws Committee.

Additional relevant comments:

In the positions that I currently serve, I strictly adhere to governing languages. Terms such as ‘shall’ and ‘must’ should never be confused with words like ‘may’ or ‘can’.

As far as my personal life is concerned: I am a married man, a father, and a member of Renewed Life Church on Live Oak Road. I enjoy exercising, going to farmer’s markets, and anything else that I can do outdoors with my family.

Thank you for your consideration.

Date: January 22, 2023

181
Please return this application no later than 5:00p.m. on Friday, January 27, 2023, by e-mail to:
[email protected] or by mail to:

City of Oakley
Office of the City Clerk
3231 Main Street
Oakley, CA 94561
*All information contained in this application is public data and will be made available for public review and copying for anyone requesting it, and may be posted on the website of the City of Oakley. All information in this application will be provided to the Oakley City Council in a public forum and will be reviewed in public. It will therefore be part of the public record. Although you are not legally required to provide any of the information requested in this application, the information may be used to determine your suitability for appointment to the committee.

182
183
184
185
186
187
188
189
190
191
192

APPLICATION FOR APPOINTMENT BY THE OAKLEY CITY
COUNCIL FOR PLANNING COMMISSIONER*
Please provide a written or typed response for each item below (Either type or clearly print your responses). Please use no more than 200 words per item. Please attach additional pages as needed.

Name: Dan O'Leary
Home Address: 4775 Duarte Ave
Oakley Ca 94561
Mailing Address: _______________________________________________ (if different)
Home Phone: 925-628-1369
Work Phone: 925-778-0331
E-Mail: [email protected]

193

1. Briefly explain your interest in serving on the Planning Commission.

I see the Planning seat as an opportunity to learn more about the process' and practice's of our local city and system's. I hope that I may gain some knowledge and experience, and perhaps, be a voice for those who are unable to attend and participate.

2. Please describe your educational, work and other experience(s) which would make you qualified for the position as Planning Commissioner.

My years in the automotive industry have taught me to always think a number of steps ahead, and to anticipate challenges and setbacks. These practices have helped me develop the ability to adapt and improvise while working.

3. Please describe the professional preparation or expertise that you would bring to this position, if any.

My experience in inventory management has allowed me to cultivate abilities for, organization, time management, maximizing the usefulness of space, and to create and implement effective procedures and practices.

194

4. What do you believe is the most important role of a Planning Commissioner? To strike a balance between achieving the vision that has become Oakley, and and maintaining the peaceful and neighborly community that has drawn our current residents here.

5. What do you hope to accomplish in your role as a planning commissioner, if selected?
To broaden my horizons, expand my knowledge. To bring a unique insight, while working with like minded people.

6. Having been a resident of Oakley, what do you see as the strengths of the community? Conversely, what are its weaknesses?
Our greatest strength is our small size and ability for measured growth. Once gone, those can never be regained. Some would say our shortcomings are the speed and direction at which we have currently grown, bringing congestion and a loss of our peaceful small town security.