Agenda packet — Oakley City Council, May 23, 2023

AGENDA

REGULAR JOINT MEETING OF THE OAKLEY CITY COUNCIL/OAKLEY CITY

COUNCIL ACTING AS THE SUCCESSOR AGENCY TO THE OAKLEY

REDEVELOPMENT AGENCY AND SPECIAL MEETING OF THE OAKLEY

PUBLIC FINANCING AUTHORITY
Tuesday, May 23, 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 1 Clerk’s office at (925) 625-7000.

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

1.3 Train Platform Update (Tamika Smith, San Joaquin Regional Rail Commission, Director of Rail Services)

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 2 Agency/Oakley Public Financing Authority who would like an item removed from the Consent Calendar for 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 May 9, 2023 (Libby Vreonis, City Clerk)
Minutes 05-09-23

3.2 Acceptance of work associated with Capital Improvement Project Number 275 - Fiscal Year 2022/23 Curb, Gutter, & Sidewalk Repair and Replacement Project (Kevin Rohani, P.E., Public Works Director/City Engineer) Staff Report

1. Resolution

2. Notice of Completion

3.3 Acceptance of work associated with Capital Improvement Project Number 276 – Fiscal Year 2022/23 Street Restriping Project (Kevin Rohani, P.E., Public Works Director/City Engineer)
Staff Report

1. Resolution

2. Notice of Completion

4.PUBLIC HEARINGS

4.1 Consideration of a Resolution Establishing a Master Fee Schedule and Updating Certain City Fees and Refuse Fees (Tim Przybyla, Finance Director) Suggested Action: Staff Recommendation: 1) Receive the Staff Report, 2) Receive Questions from the City Council, 3) Open the Public Hearing, 4) Receive Public Testimony, 5) Close the Public Hearing, 6) Deliberate, 7) Summarize the Deliberation 8) Adopt the Resolution
Staff Report

1. Resolution

2. Master Fee Schedule

3. Letter from MDRR Requesting an RRI Adjustment

5.REGULAR CALENDAR

5.1 Strategic Plan SP 27+ Update (Joshua McMurray, City Manager) Staff Report

1. Strategic Plan Update Spreadsheet
3 2. Strategic Plan 27+

6.REPORTS

6.1 CITY MANAGER
(a) City Manager

6.2 OAKLEY CITY COUNCIL/OAKLEY CITY COUNCIL ACTING AS THE

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

7.WORK SESSIONS

8.CLOSED SESSION

8.1 PUBLIC EMPLOYEE PERFORMANCE EVALUATION
Pursuant to Government Code Section 54954.5(e)
Title: City Manager

8.2 CONFERENCE WITH LABOR NEGOTIATORS
Agency designated representatives: Mayor Meadows, Vice Mayor Williams, City Attorney Cole
Unrepresented employee: City Manager

9.ADJOURN
4 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
May 9, 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 94561. Vice Mayor Anissa Williams and Councilmembers George Fuller and Hugh Henderson were also present. Mayor Meadows announced Councilmember Shannon Shaw was absent.

1.2 Pledge of Allegiance to the Flag (Dominic Leonor, 5th Grade Gehringer Elementary School Student)
Dominic Leonor led the Pledge of Allegiance to the Flag.

1.3 Presentation of Proclamations 1. Building Safety Month (Brent Smith, Community Development Director) 2. Public Works Week (Kevin Rohani, Public Works Director/City Engineer) 3. National Police Week (Paul Beard, Chief of Police) Mayor Meadows presented proclamations to Brent Smith, Community Development Director, Kevin Rohani, Public Works Director/City Engineer, and Paul Beard, Chief of Police. Chief Beard was joined by officers Sergeant Foreman, Officers Burton and Navarette and Lieutenant Roberts. Chief Beard mentioned Sergeant Roberts will be attending National Police Week in Washington, D.C. along with his son, a Sherriff with the Contra Costa County Sherriff’s Office, and he shared events that will occur in recognition of officers, fallen officers, and their families.

1.4 Update from Oakley Library Manager Lisa Cano-Loomis Oakley Library Manager Lisa Cano-Loomis provided a Canva presentation focused on digital resources (newspapers) available through the Library in response to Councilmember Fuller's request during the previous meeting.

Councilmember Fuller thanked Ms. Cano-Loomis.

Ms. Cano-Loomis mentioned the Library is recognizing Free Comic Book Days all week, May 8- 13 at the Library. She shared someone from Oakley won the bookmark design contest for this event. She announced there will be a virtual author talk on Thursday. 2) PUBLIC COMMENTS
Bud Chaddock thanked Oakley Police officers. He mentioned there is an amazing amount of action taken on their behalf to control drug issues and guns and they are getting a good grip on 5 it which he commended them for doing. He expressed that he loves that Oakley Police posts its achievements on social media; it keeps everyone abreast of what is going on, but he saw in one photo 3 baggies of pot buds and a ghost gun. He mentioned his friend who is familiar with 3-D printers says they have never done so good selling this stuff; it has gone off the charts with people making this stuff. He commended Oakley Police for getting it off the street. He discussed the proposed pot cultivation in Oakley and mentioned the City is going to need a lot of extra resources. He shared areas in Oakland and San Francisco have people getting raided and people held hostage. He inquired what the City is going to do about those issues and how it will keep the load off officers. He mentioned there are other sources for revenue and the location is too close to the school. He added that it will place an unneeded burden on officers who are already working to keep our streets safe and this will only increase crime. 3) CONSENT CALENDAR

3.1 Approve Minutes from the Regular Joint City Council/City Council Acting as the Successor Agency to the Redevelopment Agency and Special Public Financing Authority Meeting Held April 25, 2023 (Libby Vreonis, City Clerk)

3.2 Accept Report Out of Closed Session Memo (Derek P. Cole, City Attorney)

3.3 City of Oakley Investment Report (3rd Quarter FY 2022/23) (Tim Przybyla, Finance Director)

3.4 City of Oakley as Successor Agency to the Oakley Redevelopment Agency Quarterly Investment Report (3rd Quarter FY 2022/23) (Tim Przybyla, Finance Director)

3.5 Two Resolutions Initiating the Fiscal Year 2023-24 Oakley Street Lighting and Landscape Assessment District No. 1 proceedings; initiating the process and declaring the intention to levy and collect assessments, and setting June 13, 2023, as the date for the Public Hearing (Kevin Rohani, P.E., Public Works Director/City Engineer)

3.6 City of Oakley General Plan Annual Progress Report Calendar Year 2022 (Ken Strelo, Planning Manager)

3.7 Consideration of a Resolution Amending 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 to Add Tyler’s Managed Detection and Response Service and Authorizing the City Manager to Execute the Amendment to the Agreement (Tim Przybyla, Finance Director)
It was moved by Councilmember Fuller and seconded by Councilmember Henderson to approve the Consent Calendar. Motion was unanimous and so ordered. (4-0) 4) PUBLIC HEARINGS

4.1 City of Oakley 2023-2031 Housing Element (Optional Amendments) (Ken Strelo, Planning Manager)
6 Planning Manager Ken Strelo presented the staff report and provided a PowerPoint presentation.

Councilmember Fuller inquired since the rezoning is already on the Housing Element, if it automatically converts or comes back.

Mr. Strelo responded that it will come back. He explained the properties with the existing AHO overlay from the previous Housing Element would still need to come back either way to have the rezone done. He mentioned if HCD finds that the affordable housing overlay is insufficient those properties would need to be rezoned at the base zoning level.

Councilmember Fuller commented that in other words, it would be entirely open again to rezoning if they decide rezoning needs to be done.

Mr. Strelo confirmed that is correct.

Mayor Meadows opened the public hearing and called for public comments. There being none, he closed the public hearing.

Councilmember Fuller mentioned it is not staff’s responsibility, but if the state keeps sending this back there is a chance that things don’t go exactly as planned and it makes him nervous and bothers him to do that. He mentioned he will vote in favor, but he is hesitant about the constant changes they have to deal with.

Mayor Meadows mentioned it is not staff as Councilmember Fuller mentioned but rather the state.

It was moved by Councilmember Henderson and seconded by Vice Mayor Williams to adopt the resolution. Motion was unanimous and so ordered. (4-0)
5) REGULAR CALENDAR

5.1 Update on the Oakley Senior Center including a Resolution that would Approve the Third Amendment to the Lease Agreement between the City and the Oakley Senior Citizens (Joshua McMurray, City Manager)
City Manager Joshua McMurray presented the staff report.

Donna Baker, First Vice President of the Oakley Senior Center commented that recently someone asked if their doors were going to close, and she said unequivocally “absolutely not” and she doesn’t believe the Council will let that happen either because they believe there should be a senior center for Oakley. She mentioned they are one of the few senior centers in the Bay Area and possibly the state that is independent of the city for which they serve. She indicated they are working very hard to up their financial status and have many more things planned, all in the proposal. She expressed that she understands the building will probably be torn down in the next 4 years and hopefully the seniors will be part of a new building with the Oakley Veterans whom they currently share the property with and possibly the Library. She mentioned she would appreciate acceptance of all the amendments Mr. McMurray has worked so hard on for the Seniors. She shared that she understands $20k is limited support and hopes 7 that they only have to tap into it when needed so they are not going to try and take advantage.

She asked the Board members to stand, members of the senior citizens to stand, and audience members who believe Oakley should have a senior center. She mentioned she wrote both documents but she had the help of everyone.

Scott Creamer apologized for not being here last month. He mentioned he is a Board member and volunteer at the Senior Center. He shared that they offer much to the community at through the Senior Center, not only for seniors; it is where self-defense class, country dance class, exercise class, hot lunches, and sewing are offered, and they have food give aways to anyone who comes in the door. He also mentioned they offer bingo, safe driving classes, monthly potluck lunches and more, and he encourages everyone to come on down. He thanked the Council for its support now and in the future.

Diane Merritt shared she is a Board member. She commented that she is happy to see the Council is interested in seeing the Senior Center thrive. She shared they have been working on several successful fundraisers and business establishments are contributing food and gift cards to support the Senior Center. She thanked the Council for its support. She shared that the Senior Center supports not just seniors but anyone needing assistance with food.

Mayor Meadows announced one public comment was received online and will be made part of the meeting record. It was submitted by Candy Hogan.

Allan Perry submitted a written comment in support of the Senior Center and did not wish to speak.

Vice Mayor Williams commented that the City pays for a grant writer and she thinks it is a flat fee. She inquired if there is any way to leverage the grant writer to help the Seniors if it doesn’t incur additional cost to the City.

Mr. McMurray commented that he does not see an issue with that and can speak with the grant writer to start searching for grants they may be eligible for.

Vice Mayor Williams commented that she was excited to see the Senior’s spaghetti dinner fundraiser as profitable as it was. She inquired if there will be an opportunity for them to use the Recreation Center for future events.

Mr. McMurray responded that the Recreation Center can be used by the Seniors, they have 3 future events already scheduled at the Recreation Center, and the City is working with them to waive the fees and for the deposit to be kept for all of the events.

Vice Mayor Williams commented that the City has big plans for the Library, Senior Center, and Veterans. She inquired what the plan is for temporary housing for Seniors and Veterans as there are really important services they are providing all of the time.

Mr. McMurray commented that he doesn’t have an answer at this time. He explained that staff is in a phase of that project where it is going to hire a few more consultants on board to validate its initial assumptions and once validated, and there is a plan and path forward, staff will work on a temporary house for them until a permanent facility is constructed. 8 Vice Mayor Williams shared that she attended the Elected Women's Luncheon and got people from the County and people from Choice in Aging galvanized behind the Seniors so the Seniors should start getting calls from those folks.

It was moved by Vice Mayor Williams and seconded by Councilmember Henderson to adopt the resolution.

Councilmember Fuller requested clarification if something was added or changed.

Mr. McMurray explained the item for approval is the third amendment to the lease agreement; the other items he is committing to work with the grant writer, space for the Seniors if they should need to be relocated, and to use the Recreation Center for larger events, but these other items are not part of the motion.

Motion was unanimous and so ordered. (4-0)
6) REPORTS

6.1 CITY MANAGER
(a) City Manager
City Manager Joshua McMurray reported that the City has hired Danielle Navarro as the Assistant City Manager who has over 20 years of municipal experience and mentioned she will add value to the services the City offers to the community. He thanked the Council for allowing organizational changes to occur to change the position from Assistant to the City Manager to Assistant City Manager. He announced that the Taste of Oakley has been canceled due to not enough registrants, Oakley’s Got Talent will be held May 20th at the Recreation Center, the Memorial Day Remembrance Ceremony will be held May 27th at the Civic Center Park Amphitheatre, the City of Oakley will host the Contra Costa Mayors’ Conference on June 1st, Friday Night Bites paired with a summer concert by Locked and Loaded will be held at Civic Center Plaza June 2nd, the Retro Summer Block Party and movie in the park, Honey I Shrunk the Kids, will be held at Civic Center Plaza June 3rd, and Summerfest will be held July 1st beginning at 10am in Downtown Oakley.

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 Henderson reported he attended the Diablo Water District meeting on April 26, the swearing in of Oakley’s newest Police Officer on May 1, and Friday Night Bites and first concert on May 5 which had nice attendance even though the rain tried to slow it down a bit.

Vice Mayor Williams reported she attended the Tri-Delta Transit meeting where an update from the CEO was provided regarding Transit Worker Appreciation Day; Tri-Delta and some its partners offered free fairs that day which resulted in a 28% increase in ridership in the Tri-Delta region alone, so they have asked them to look at possible supplementation. She mentioned there is a concerning trend happening as there have been 27 incidents of bus windows that 9 have been shot by a BB gun; there have been no incidents in Oakley; the bulk of incidents have been in Pittsburg, Antioch and Brentwood. She mentioned Police are aware and it can impact our residents because drivers are getting PTSD so they are having some issues with staffing drivers. She added that they are coming up with different solutions to provide protection and this is the first week since November that there has been no incident. She also reported Antioch has a crisis response team and there was a transitional housing ribbon-cutting that just happened so there is an opportunity to get people off the street. She also reported she attended the local Elected Women’s Luncheon and got support for various things and discussed E. Cypress Road and the Seniors so hopefully they will start to get some galvanization from other officials.

Mayor Meadows welcomed Assistant City Manager Danielle Navarro. He reported he attended the Mayors Conference last week and the City of Oakley will be hosting the Mayors Conference June 1st with the business meeting in the Council Chambers followed by the business dinner at Skipolini’s. He also reported he attended the swearing in ceremony for the 38th of 40 approved Police Officers and he attended Friday Night Bites which was a good event; it was lighter attended than other events due to weather.

City Manager Joshua McMurray requested a brief pause to get the City Attorney back on the phone. City Attorney Derek Cole attended the meeting remotely via teleconference. (b) Requests for Future Agendas
Councilmember Fuller commented he was going to request correction to the 4/11/23 minutes during the last meeting but thought it would be better to review the transcript and unfortunately could not get one through the City so he made his own. He provided a handout of the revisions requested. He began to discuss the revisions.

Mayor Meadows inquired if there is a request for a future agenda item.

Councilmember Fuller commented that he wants to bring the 4/11/23 minutes back for reconsideration and he wants his support for Vice Mayor Williams’ future agenda item from 4/11/23 to be included.

Mayor Meadows inquired if that was picked up by staff.

City Manager Joshua McMurray confirmed it has been added to the list for future agenda items.

Councilmember Fuller commented he would also like to include in his comments that he was saying it was not speculation. He commented that he would like to move to reconsider his vote for agenda item 3.3 on the 4/25/23 agenda, the minutes for 4/11/23.

City Manager Joshua McMurray commented that there is a process that may be helpful for the entire Council to hear and understand.

City Attorney Derek Cole explained that a motion to reconsider must be made at the same meeting at which the motion occurred; generally once the meeting is over they cannot bring it back for reconsideration; however, the caveat is that the Council can vote to suspend the rule of parliamentary procedure and could take a second vote to consider whether to reconsider, and if the second vote is in the affirmative, staff would schedule it for the following meeting. To summarize, he mentioned there would be three steps:
10 1. The Council could vote to suspend the rule of parliamentary procedure which requires 2/3 vote; 3 Councilmembers would need to affirm tonight, and, if affirmed; then

2. A motion to reconsider can be made which requires a majority; 3 Councilmembers would need to affirm; and

3. If affirmed, staff would place it on the next agenda for a vote.

It was moved by Councilmember Fuller to suspend the rule of parliamentary procedure to allow for reconsideration of the 4/11/23 minutes.

The motion died for lack of a second.
7) WORK SESSIONS

7.1 General Overview of City?s General Fund Budget and Capital Improvement Program (CIP) for Fiscal Year 2023-2024 (Tim Przybyla, Finance Director and Kevin Rohani, P.E., Public Works Director/City Engineer)
Finance Director Tim Przybyla presented the staff report and provided a PowerPoint presentation.

Councilmember Fuller inquired about the City’s total revenue that will come to the treasury.

Mr. Przybyla commented that he doesn’t know yet, but he will have a figure on June 13 when he brings the entire budget to present to the Council.

Councilmember Henderson commented that they did really well on assessed valuation last year. He inquired what they are expecting for the future.

Mr. Przybyla commented that they are projecting a 6% increase over last year for the current fiscal year; they believe this is a realistic conservative projection for property tax.

Mayor Meadows commented that it is aggressive this year; the resale of homes is almost nonexistent; new home sales are slow, which are the driving force behind an increase, unless there is still some lag with buildings coming online with the Logistics Center. He mentioned he believes they heard last week at the Mayors’ Conference that the County is using 4%.

Mr. Przybyla commented that he discussed all of this with the consultant, and he is still comfortable with the 6% projection; the consultant mentioned there is an automatic 2% increase and they are not dealing with what is being built this fiscal year; it is based on assessment that is an increase from the prior fiscal year, so he thinks they are in good standing with that projection but he will look at it closer as the Mayor doesn’t seem comfortable with that figure.

Mayor Meadows commented it is a good point because it is coming in from last year. He explained that 1st and 2nd quarter sales were okay, but they fell off in the 3rd and 4th quarters.

Mr. Przybyla agreed and continued his presentation. (Police Over Hiring slide) 11 Public Works Director/City Engineer Kevin Rohani joined the PowerPoint presentation to discuss current and upcoming street and park projects.

Vice Mayor Williams mentioned there is no design done for the Bridgehead Road Widening project. She inquired if staff can include bus access/complete streets. She mentioned there is tons of infrastructure money available, this is a direct path for Tri-Delta on Main Street, and it would also provide public transit access for Amazon workers. She inquired if staff can start working on more public transit/access.

Mr. Rohani explained any project Oakley or other Bay Area city designs has the complete streets program which includes pedestrian, vehicle, bike, and public transit and this project will start the conversation. He mentioned this widening project will lay the groundwork to work with future vendors south of the Amazon campus when they develop and even on E. Cypress Road will have complete streets.

Vice Mayor Williams shared that she saw cool stuff in Washington D.C., i.e., taking 2-lane streets and putting in a center island for public transit so she wants the City to think about the different ways people get around when looking at projects, and she knows Amazon has reached out a lot to Tri-Delta to try and figure out a route for the buses. She expressed she would like to have public transit become more at the forefront, especially on Main Street areas.

Mr. Rohani commented that they have reconstructed the intersection at Main and Bridgehead in conjunction with the Oakley Logistics Center project; they re-did the frontage along Bridgehead with their project, so the missing piece is the project they are proposing, from the railroad track to Main Street.

Councilmember Fuller inquired if staff will adjudicate the budget from the CIP when it comes back so there will be two separate approval processes.

Mr. McMurray confirmed that is correct; staff will continue that process. 8) CLOSED SESSION
None.
9) ADJOURN
There being no further business, the meeting was adjourned at 8:00 p.m.

Respectively Submitted,
Libby Vreonis
City Clerk
12 DATE: May 23, 2023
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director/City Engineer SUBJECT: Acceptance of work associated with Capital Improvement Project Number 275 - Fiscal Year 2022/23 Curb, Gutter, & Sidewalk Repair and Replacement Project
Background and Analysis
The City’s adopted FY 2022/23 Capital Improvement Program Budget designates funding for various infrastructure repair and replacement projects. This is consistent with the City of Oakley’s Strategic Plan (Community Health & Safety) goals to improve the quality of the City’s public infrastructure and to enhance the quality of life for our residents.

The City uses this annual project to perform the repair and replacement of damaged/ uplifted sidewalks or curb and gutter throughout the City of Oakley, to eliminate trip and fall hazards, and to provide safe sidewalks for pedestrians in the community. Tree roots are a major cause of sidewalk uplifts, and this project targeted some of the worst areas in the City where the tree roots have damaged the concrete beyond any temporary repairs. The successful completion of this project is a major step forward in keeping the public sidewalks in the community in good condition and enhances the quality of life for the residents.

The City Council had approved a 50-50 concrete cost share program to help property owners with cases of damaged and uplifted sidewalks. This program has made the replacement of damaged curb, gutter and sidewalks as simplified as possible for property owners as the City is responsible for the design and management of the construction of the project. At the end of the project, the property owners pay half the actual cost of the construction for the damaged concrete along their property, instead of being responsible for the whole cost of the design and construction.

The residents who participated in the program received a great value, and the project helped reduce the City and property owner’s exposure to liability resulting from trip and fall incidents.

STAFF REPORT
Approved and Forwarded to the City Council
13 Consistency with the Oakley Strategic Plan 27+
This item is consistent with the Strategic Plan 27+ Community Health and Safety goals.

Fiscal Impact
The contract with Mercoza Inc. was successfully completed on time for an amount of $128,777 which is under the authorized budget of $150,000.

Staff Recommendation
Staff recommends that the City Council Adopt the Resolution accepting CIP Project No. 275 – FY 2022/23 Curb, Gutter, & Sidewalk Repair and Reconstruction Project as constructed by Mercoza Inc., to be complete, and to direct the City Clerk to file a Notice of Completion for the project with the County Recorder.

Attachments

1. Resolution

2. Notice of Completion
14 Resolution No. XX-23 Page 1 of 1
RESOLUTION NO. XX-23

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY ACCEPTING AS COMPLETE THE WORK PERFORMED BY MERCOZA INC., FOR THE CONSTRUCTION OF CAPITAL IMPROVEMENT PROJECT NUMBER 275 – FISCAL YEAR 2022/23 CURB, GUTTER, & SIDEWALK REPAIR AND RECONSTRUCTION

PROJECT
WHEREAS, City staff, prepared plans, special provisions, and cost estimates related to CIP Project No. 275 – FY 2022/23 Curb, Gutter, & Sidewalk Repair and Reconstruction Project; and
WHEREAS, on November 8, 2022, by adopting Resolution Number 125-22 the City Council awarded a construction contract to Mercoza Inc., for the construction of CIP No. 275 – FY 2022/23 Curb, Gutter, & Sidewalk Repair and Reconstruction Project; and WHEREAS, Mercoza Inc., has satisfied the contractual requirements necessary for the acceptance of CIP No. 275 to be deemed complete.

NOW, THEREFORE, BE IT RESOLVED AND ORDERED, by the City Council of the City of Oakley that CIP Project No. 275 – FY 2022/23 Curb, Gutter, & Sidewalk Repair and Reconstruction Project is hereby accepted as complete.

BE IT FURTHER RESOLVED AND ORDERED, that the City Clerk is hereby directed to file a Notice of Completion for CIP No. 275 with the County Recorder.

PASSED AND ADOPTED by the City Council of the City of Oakley this 23rd day of May 2023 by the following vote:

AYES:

NOES:

ABSENT:

ABSTENTIONS:

APPROVED:
___________________
Aaron Meadows, Mayor
ATTEST:
____________________ ___________________
Libby Vreonis, City Clerk Date
15 WHEN RECORDED MAIL TO:

City Clerk
City Of Oakley
3231 Main Street
Oakley, CA 94561
RECORDING REQUESTED BY:

City Of Oakley
3231 Main Street
Oakley, CA 94561
SPACE ABOVE THIS LINE RESERVED FOR RECORDER’S USE

NOTICE OF COMPLETION
Fiscal Year (FY) 2022/23 Curb, Gutter, & Sidewalk Repair & Replacement Project – Capital Improvement Project Number 275
NOTICE IS HEREBY GIVEN THAT:

The CITY OF OAKLEY, a political subdivision of the State of California, did, on November 8, 2022, enter into an agreement with Mercoza Inc., for the construction of Capital Improvement Program Project Number 275 – FY 2022/23 Curb, Gutter, & Sidewalk Repair & Replacement Project located on various streets located within the City of Oakley limits.

The Owner’s nature of interest or estate in the property described below is in fee.

The work described in the contract documents was to furnish all material, labor, and equipment necessary to complete FY 2022/23 Curb, Gutter, & Sidewalk Repair & Replacement Project – CIP 275.

On May 23, 2023 said contract, as a whole was completed and the work was accepted by the City Council of the City of Oakley.
______________________________________________________________________

VERIFICATION
I have read the foregoing NOTICE OF COMPLETION and know the contents thereof; the same is true of my knowledge. I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct, and that this declaration was executed this 23rd day of May 2023 at Oakley, California.

Date: ______________ By:

Libby Vreonis, City Clerk
City of Oakley, California

PURSUANT TO GOVERNMENT
CODE §6103 NO FEE IS REQUIRED

FOR THE RECORDATION OF THIS

DOCUMENT
16 STAFF REPORT
Approved and Forwarded to the City Council
DATE: May 23, 2023
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director/City Engineer SUBJECT: Acceptance of work associated with Capital Improvement Project Number 276 – Fiscal Year 2022/23 Street Restriping Project Background and Analysis
The City’s adopted Fiscal Year (FY) 2022/23 Capital Improvement Program (CIP) Budget designates funding for various infrastructure improvement projects. This is consistent with the City’s goals to improve the quality of the City’s public infrastructure and to enhance the quality of life for our residents.

The City’s CIP Project No. 276 included the restriping of various City streets to help maintain visible stripes and delineations that are marked for usage by motorists and pedestrians. The work performed under this project focuses on the streets that are not in the plan for resurfacing in the next two years, and need the striping for lane delineation (centerline, edge line, crosswalk, pavement marking, etc.) to provide safer streets for the community.

This project was successfully completed by Centerline Striping Company, Inc. who provided enhanced markings at crosswalks for pedestrians in addition to centerline and edge line markings that enhanced the safety for the travelers on Oakley’s City streets.

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

Fiscal Impact
This project was completed on time and within the budget for a total of $40,850.00.

Staff Recommendation
Staff recommends that the City Council Adopt the Resolution accepting CIP No. 276– FY 2022/23 Street Restriping Project as constructed by Centerline Striping Company, 17 Inc. to be complete, and to direct the City Clerk to file a Notice of Completion for the project with the County Recorder.

Attachments
1) Resolution
2) Notice of Completion
18 Resolution No. __-23 Page 1
RESOLUTION NO. __-23

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY ACCEPTING AS COMPLETE THE WORK PERFORMED BY CENTERLINE STRIPING COMPANY, INC.

FOR THE CONSTRUCTION OF CAPITAL IMPROVEMENT PROJECT NUMBER 276 – FISCAL YEAR 2022/23 STREET RESTRIPING PROJECT
WHEREAS, City staff, prepared plans, special provisions, and cost estimates related to CIP No. 276 – Fiscal Year (FY) 2022/23 Street Restriping Project; and WHEREAS, on December 13, 2022, by adopting Resolution No. 137-22, the City Council awarded a construction contract to Centerline Striping Company, Inc. for the construction of CIP No. 276 – FY 2022/23 Street Restriping Project; and WHEREAS, Centerline Striping Company, Inc. has satisfied the contractual requirements necessary for the acceptance of CIP No. 276 as complete.

NOW, THEREFORE, BE IT RESOLVED AND ORDERED, by the City Council of the City of Oakley that CIP Project No. 276 – FY 2022/23 Street Restriping Project is hereby accepted as complete.

BE IT FURTHER RESOLVED AND ORDERED that the City Clerk is hereby directed to file a Notice of Completion for CIP No. 276 with the County Recorder. The Notice of Completion is hereby attached as Exhibit A.

PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on the 23rd of May 2023 by the following vote:

AYES:

NOES:

ABSENT:

ABSTENTIONS:

APPROVED:
_______________________
Aaron Meadows, Mayor
ATTEST:
______
Libby Vreonis, City Clerk Date
19 WHEN RECORDED MAIL TO:

City Clerk
City Of Oakley
3231 Main Street
Oakley, Ca 94561
RECORDING REQUESTED BY:

City Of Oakley
3231 Main Street
Oakley, CA 94561
SPACE ABOVE THIS LINE RESERVED FOR RECORDER’S USE

NOTICE OF COMPLETION
Capital Improvement Project Number 276 – Fiscal Year 2022/23 Street Restriping Project
NOTICE IS HEREBY GIVEN THAT:

The CITY OF OAKLEY, a political subdivision of the State of California, located at 3231 Main Street Oakley, California 94561, did, on December 13, 2022, enter into an agreement with Centerline Striping Company, Inc. for construction of Capital Improvement Project Number 276 – Fiscal Year (FY) 2022/23 Street Restriping Project located on the streets of: Main Street, Laurel Road and Empire Avenue in Oakley, California 94561.

The Owner’s nature of interest or estate in the property described below is in fee.

The work described in the contract documents was to furnish all material, labor, and equipment necessary to complete the CIP No. 276 – FY 2022/23 Street Restriping Project on the streets of: Main Street, Laurel Road and Empire Avenue in Oakley, California 94561.

On May 23, 2023, said contract, as a whole was completed and the work was accepted by the City Council of the City of Oakley.

I hereby certify under penalty of perjury that the facts set forth in the foregoing Notice of Completion are true and correct.

Executed at Oakley, Contra Costa County, State of California, on May 23, 2023.

PURSUANT TO GOVERNMENT
CODE §6103 NO FEE IS REQUIRED

FOR THE RECORDATION OF THIS

DOCUMENT
20 Date: ______________ By:

Libby Vreonis, City Clerk
City of Oakley, California

VERIFICATION
I have read the foregoing NOTICE OF COMPLETION and know the contents thereof; the same is true of my knowledge. I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct and that this declaration was executed this 23rd day of May 2023 at Oakley, California.

Date: ______________ By:

Libby Vreonis, City Clerk
City of Oakley, California
21 STAFF REPORT
Approved and Forwarded to the City Council
DATE: May 23, 2023
TO: Joshua McMurray, City Manager
FROM: Tim Przybyla, Finance Director
SUBJECT: Consideration of a Resolution Establishing a Master Fee Schedule and Updating Certain City Fees and Refuse Fees Background Information and Analysis
Per the City’s Statement of Financial Policies, a review and update of the City’s Fees is to be performed on a bi-annual basis, to recover the full cost of services, except when the City Council determines that a subsidy from the General Fund in in the public interest. City staff completed a cost of service study in keeping with this policy.

Like prior studies, the fees are a result of the calculation of the cost of providing services offered by the Planning Division, the Public Works/Engineering Department, the Administrative divisions and departments and the Police Department. With few exceptions, new full cost recovery is recommended for fees the City charges and deposits collected for the listed services. A copy of the proposed Master Fee Schedule update, showing the changes and additions of certain fees and deposits is attached to this report. The proposed changes include the following:
 Planning Department Services
o Variances Section:
 Replace Variances name with Planning Commission/City
Council Review.
 Add a line for Zoning Administrator Review, with a fee of $649.
o Conditional Use Permits:
 Replace Conditional Use Permit name with Planning
Commission/City Council Review.
 Replace Zoning Administrator Fees name with Zoning
Administrator Review.
22 o Development Plans/Design Reviews:
 Replace Zoning Administrative Review Repaint/Re- façade name with Zoning Administrator Review – Minor (Building Additions, Re-Facades, and Re-Paints).
 Replace Zoning Administrator Review - All Others name with Zoning Administrator Review – Major (All Others).
o Subdivisions:
 Replace Major Subdivisions name with Tentative Map for 5 or More Lots (Major Subdivision).
 Replace Parcel Maps name with Tentative Parcel Map for Less than 5 Lots (Minor Subdivision).
o Other Fees:
 Zoning Verification Letter fee increased from $50 to
$274.31.
 Public Works Services:
o Small Encroachment Permit Category:
 The Site Access Permit fee decreased from $227 to $215. o Large Encroachment Permit Category:
 Large Permit>$10,000; the Time and Material Deposit
amount is updated from Based on Estimate plus Bond to
Based on Estimate plus Bond (see plan check and
inspection rates below).
o Other Encroachment
 Utility Company or District Project Fee updated to only a fixed fee of $445.
 Work Done Without Permits fixed fee increased from
$455 to $1,000.
 No inspection Notification for Permitted Work fixed fee increased from $455 to $1,000.
o Temporary Road Closures/Construction/Special Events:
 Not for Profit Applicant fixed fee increased from $57 to $60.
o Public Improvement Plan Review:
 Plan Review from $10,000 to $25,000; the Time and
Material Deposit amount decreased from $4,000 to
$500.
o Public Improvement Inspection:
 Added Public Improvement Inspection from $10,000 to
$50,000 with the Time and Material Deposit amount of
$2,000 plus 6.5% if improvements.
23  Mt. Diablo Resource Recovery/Sanitation and Refuse Fees:
 A 5.31 Refuse Rate Index adjustment, discussed in
further detail, below.

Legal Requirements
State law contains a number of provisions which affect a City’s establishing and updating City fees. They can be summarized generally as follows: a City may set fees to recover the full cost of providing services, but fees cannot be levied in excess of the cost of service or for general revenue purposes. A cost of service study may be used as the basis to calculate and set fees to recover the full cost of providing services; and to make findings that the fees reflect a reasonable estimate of the cost of providing the applicable services.

As for the process of adopting fees, State law requires that changes to the City’s fees be presented to the City Council at a public hearing; and that there be two publications of the meeting notice, so that advance notice is provided to any party that requests to be notified of any proposed fee adjustments, and that the full package of the proposal is made available to the public no less than 10 days prior to the Hearing. In addition, approved changes to City fees may take effect no less than 60 days after approval.

Staff has met the publishing and noticing requirements for the proposed changes herein, and Staff is recommending that any changes approved pursuant to this item, with the exception of refuse rates, become effective on Saturday, July 22, 2023, which is 60 days from the date of this meeting. The refuse rates, which are discussed below, only require 30 days of notice from the refuse services provider and if approved will become effective on July 1, 2023.

On March 22, 2022, the City Council provided authority by way of resolution for the incorporation of the timing and implementation of solid waste related fees into the annual City Master Fee Schedule process as is customary with all other City fees and allowing the City Manager the authority to ministerially review and approve customary annual RRI adjustments providing said adjustment request is equal to, or less than the annual index calculation as provided for within the Agreement. City Council will still separately, and as a stand-alone action, consider base rate applications and adjustments every four or five years. This is the first year that the Master Fee Schedule update will include the Mt. Diablo Resource Recovery (MDRR) rates pertaining to customers within the City of Oakley, which rates include a 5.31% Refuse Rate Index (RRI) adjustment. Pursuant to our Franchise Agreement with MDRR, residential rates may be adjusted annually by the RRI, and RRI increases over 5.0% require City Council approval. The requested 5.31% RRI adjustment equates to an increase of $2.50 per month for a 32-gallon residential customer and is slightly lower than the Consumer Price Index (CPI) of 5.49% for the same period. The requested increase reflects the current inflationary circumstances of the economy and the resulting effect 24 on the cost of goods and services. Staff has reviewed the calculations and supporting documentation that MDRR has provided and found the request to be valid and justified.

Consistency with the Oakley Strategic Plan 27+
The approval of this resolution is consistent with the SP 27+ Finance and Fiscal Responsibility Goal to leverage the City’s financial resources for the long-term benefit of our residents and businesses.

Fiscal Impact
The fiscal impact of the recommended action is not expected to be significant overall.

The recommendations generally include minor increases to the existing fee levels.

Recommendation
Staff recommends the City Council adopt the resolution establishing the City’s Master Fee Schedule and incorporating the proposed changes in City fees to become effective July 22, 2023 and approving the Refuse Rate Index adjustments for Mt.Diablo Resource Recovery to become effective on July 1, 2023.

Attachments

1. Resolution

2. Master Fee Schedule

3. Letter from MDRR Requesting an RRI Adjustment
25 RESOLUTION NO. __-23

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY

ADOPTING A MASTER FEE SCHEDULE
WHEREAS, the City Council of the City of Oakley has the authority to establish fees for City services; and
WHEREAS, the City finds it necessary to recover the costs of providing certain City services and said fees do not exceed the reasonable costs of providing the services for which fees are imposed; and
WHEREAS, the consolidation of all City fees will assist the public, as well as City staff in readily locating fees and to continue governmental transparency; and WHEREAS, the proposed Master Fee Schedule will supersede any previously adopted or established fee for specified City services; and WHEREAS, the Master Fee Schedule will be evaluated each year to ensure that services are provided while consideration is taken into account in regards to cost recover for services provided by the City; and
WHEREAS, public comment has been received on the compilation of existing fees into a Master Fee Schedule (Exhibit “A”) and proposed fee modifications contained within the Master Fee Schedule; and
WHEREAS, the City Council has granted authority for MDRR to adjust annual residential refuse, recycling, and organics collection rates per the Refuse Rate Index (RRI); and
WHEREAS, the City Council has granted authority for the City Manager to incorporate the timing and implementation of solid waste related fees into the annual City Master Fee Schedule process and to ministerially review and approve customary annual RRI adjustments provided said adjustment request is equal to, or less than the annual index calculation as provided for within the Agreement between MDRR and the City of Oakley; and
WHEREAS, RRI increases over 5.0% require City Council approval and the requested RRI adjustment equates to 5.31%.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF OAKLEY DOES HEREBY FIND, PROCLAIM, ORDER AND RESOLVE AS FOLLOWS:
26 Section 1. The foregoing recitals are true and correct, and the City Council so finds and determines.

Section 2. That the fees shown in Exhibit “A” are hereby adopted and supersede any previously established fee for the identified City services.

Section 3. The City fees shown in Exhibit “A” shall become effective June 22, 2023.

Section 4. The MDRR fees shown in Exhibit “A” shall become effective July 1, 2023, after a 30-day notice has been provided by MDRR to their customers.

The foregoing resolution was introduced at a regular meeting of the City Council of the City of Oakley held on the 23rd day of May 2023 and adopted by the following vote:

AYES:

NOES:

ABSTENTION:

ABSENT:

APPROVED:____________________________
Aaron Meadows, MAYOR
ATTEST:
____________________________________
Libby Vreonis, CITY CLERK
27 Master Fee Schedule
Effective July 22, 2023
28 GENERAL ADMINISTRATIVE SERVICES FIXED FEE TIME & MATERIAL DEPOSIT ADDITIONAL FEE OR DEPOSIT COMMENT Passport Photos $15.00
Passport Execution Fee $35.00
Copying (8 1/2 x 11) $.40 1st page$.25 thereafter
Copying (8 1/2 x 14) $.65 1st page$.50 thereafter
Copying (11 x 17 or color copies) $1.00 1st page$.75 thereafter Promotional Items Cost + 10%
Return Check Fee $25/$35 $25 for 1st, $35 for Subsequent Zoning/Subdivision Map Time and Materials Charge
General Plan Copy Time and Materials Charge
Subpoena Services $24 per hour plus $.10 per page
Subpoena Witness Fees $275.00 Per Day plus current IRS rate per mile of travel Research & Information Services Based on Staff Estimate Time and Materials Charge Administrative Hearing Time and Materials Charge
Administrative Penalty Citation $100.00 For 1st citation in 1 year; $200 and $500 for subsequent citations in 1 year Copy of Meeting on Flash Drive, CD, or DVD Varies, fee is cost of recording media only Recreation Class Cancellation Fee $38 maximum or class fee if cancelled within 2 weeks of the first class Filing Fee for Notice of Intent to Circulate an Initiative Petition $200.00 Deposit is refunded to the filer if, within one year of the date of filing the notice of intent, the elections official certifies the sufficiency of the petition.

Business License Annual Fee $100.00
$100 plus $10 per full time equivalent employee (pro-rated by quarter for new licenses)
CASP Annual Fee $4.00 Per SB 1186
Transfer of License or Location $10.00
Lost License/Duplicate License $10.00
EV Vehicle Charging Fee $.30/kwh

SPECIAL PERMITS & LICENSES FIXED FEE TIME & MATERIAL DEPOSIT ADDITIONAL FEE OR DEPOSIT COMMENT Adult Business Permits $1,704.00 Time and Materials Charge Massage Parlor Permits $1,196.00 Time and Materials Charge Masseuse Permits $364.00 Ability to charge are subject to limits by State Law.

Bingo Licenses
New $50.00
Renewal $10.00
Public Dance Licenses $406.00
Sound Amplification Permit $406.00
Taxicab Owner Permit $316.00
Taxicab Driver Permit $316.00
Tobacco License $458.18 Per License (Resolution 03-19)

Page 2 of 12 ends

29 PLANNING DEPARTMENT SERVICES FIXED FEE TIME & MATERIAL DEPOSIT ADDITIONAL FEE OR DEPOSIT COMMENT VARIANCES:

Planning Commission/City Council Review $2,900.00 Time and Materials Charge Zoning Administrator Review $649.00
CONDITIONAL USE PERMITS:

Planning Commission/City Council Review $3,500.00 Time and Materials Charge Zoning Administrator Review $649.00
SIGN PERMITS:

Administrative Approval $81.00
Planning Commission Approval $1,500.00 Time and Materials Charge DEVELOPMENT PLANS/DESIGN REVIEWS:

ZoningAdministrator Review – Minor (Building Additions, Re-Facades, and Re-Paints) $162.00 ZoningAdministrator Review – Major (All Others) $1,215.00 Planning Commission/City Council Review - Minor (ZA referrals, significant painting/facades) $2,400.00 Time and Materials Charge Planning Commission/City Council Review - Major (Tent. Map- Homes, New Commercial/Industrial Construction) $4,000.00 Time and Materials Charge SUBDIVISIONS:

Tentative Map for 5 or More Lots (Major Subdivision) $12,000.00 Plus $100 per lot/unit over 50 Tentative Parcel Map for Less than 5 Lots (Minor Subdivision) $5,500.00 Time and Materials Charge Reversion to Acreage $1,900.00 Time and Materials Charge Condo/Conversion tentative map $7,000.00 Plus $100 per lot/unit REZONINGS:

Rezoning $6,500.00 Time and Materials Charge
GENERAL & SPECIFIC PLANS:

Preliminary Review ("Merit" Review for Applicant) $2,000.00 Time and Materials Charge Formal General Plan and Specific Plan Submittal $10,000.00 Time and Materials Charge APPEALS:

Applicant appeal $1,500.00 Time and Materials Charge
Neighbor/Non-Applicant Appeal $109.00
PERMIT EXTENSIONS:

Administrative $162.00
Public hearing $1,000.00 Time and materials charge
TREES:

Application to Destroy, Cut Down or Remove Protected Tree $450.00 Per tree; only charged if not part of a project Appeal of Decision to Destroy, Cut Down or Remove Protected Tree $140.00 Per tree Damage to Protected Tree (Penalty) Per OMC
OTHER FEES:

Zoning Verification Letter $274.31
Additional HCP Application Review Fee (for applicable projects) $700.00 Time and Materials Charge Firearm Sales License and Renewals $219.00
Home Occupation Permit $109.00
Short Term Rental Permit $129.00
Vendor Permit and Renewal $129.00
DEVELOPMENT AGREEMENTS:

Preliminary Review ("Merit" Review for Applicant) $500.00 Completion of Review $3,000.00 Time and Materials Charge Construction and Debris Plan Fees (Solid Waste Diversion) $41.00 Residential Density Bonus Review $1,400.00 Time and Materials Charge

Page 3 of 12 ends

30 PUBLIC WORKS SERVICES FIXED FEE TIME & MATERIAL DEPOSIT ADDITIONAL FEE OR DEPOSIT COMMENT ENCROACHMENT PERMIT REVIEW & INSPECTIONS:

SMALL ENCROACHMENT PERMIT CATEGORY All fees include inspection and current USA fee General Encroachment Permit (Curb, Sidewalk, Driveway) $370.00 Tree Removal $215.00
Debris Box/Storage Container $215.00
Site Access Permit $215.00

LARGE ENCROACHMENT PERMIT CATEGORY
Large Permit <= $10,000 $1,480.00
Large Permit > $10,000 Based on Estimate + Bond (see plan check and inspection rates below)
Time and Materials Charge

OTHER ENCROACHMENT
Utility Company or District Project $445.00 Time and Materials Charge Work Done Without Permits $1,000.00 Plus double inspection and permit fees No Inspection Notification for Permitted Work $1,000.00 Plus inspection fees MISCELLANEOUS ROAD PERMIT APPLICATIONS:

House Move Review $613.00
House Move Inspection $230.00
Extra Legal Load $16.00 $16 set by State; or $100/yr + $100 security deposit Road Closure Permit, Ext / Mod (Major Construction Projects) $3,135.00 TEMPORARY ROAD CLOSURES/CONSTRUCTION/SPECIAL EVENTS:

Not For Profit Applicant $60.00
For Profit Applicant $799.00
SUBDIVISION MONUMENT CHECKING:
1 - 2 Monuments $575.00
3 - 5 Monuments $690.00
6 - 9 Monuments $800.00
10 or more new monuments $915.00 Plus $66 per monument over 10 Error Resolution / Discussion $1,850.00 Time and Materials Charge MAP CHECKING:

Final Map $6,500.00 Time and Materials Charge Plus $60 per lot Parcel Map $3,000.00 Time and Materials Charge Plus $60 per lot Base Map Revision $60.00 Per Lot
Certificate of Correction Review $1,500.00 Time and Materials Charge Amended Map Revision $1,500.00 Time and Materials Charge Plus $60 per lot ROAD VACATIONS:

Map Exists $2,302.00 Time and Materials Charge
No Map Exists $2,302.00 Time and Materials Charge
ROAD MISCELLANEOUS:

Road Name Change-Public Road $1,790.00 Plus $265 for 1 intersection & $64 each additional intersection Address Change/Private Road Name Change $1,790.00
PUBLIC IMPROVEMENT PLAN REVIEW:

Plan Review
$10,000 - 25,000 $500.00 Plus 8% of improvements
$25,001 - $50,000 $6,000.00 Plus 6% of improvements
$50,001 or more $7,500.00 Plus 2% of improvements over $50,000 Landscaping Plan Review (Parks Department) $2,000.00 Plus 2% of improvements Commercial Site Plan Review $7,500.00 Plus 2% of improvements C.3 Compliance Review $4,200.00 Time and Materials Charge Bridges or Major Structures $15,000.00 Plus 6% of improvements

Page 4 of 12 ends

31 PUBLIC WORKS SERVICES FIXED FEE TIME & MATERIAL DEPOSIT ADDITIONAL FEE OR DEPOSIT COMMENT RELATED REVIEW:

Drainage Review (no improvement plans) $2,400.00 Time and Materials Charge Condition of Approval Compliance Check (no improvement plans) $2,000.00 Time and Materials Charge Certificate of Compliance $2,475.00 Time and Materials Charge Lot line adjustment $3,900.00 Time and Materials Charge PUBLIC IMPROVEMENT INSPECTION:
$10,000 - $50,000 $2,000.00 Time and Materials Charge Plus 6.5% of improvements $50,001 - 100,000 $6,000.00 Time and Materials Charge Plus 6.5% of improvements $100,001 or more $15,000.00 Time and Materials Charge Plus 4.5% of improvements over $100,000 Commercial Site Plan Inspection $6,500.00 Time and Materials Charge Plus 8% of improvements Bridges or Major Structures $14,000.00 Time and Materials Charge Plus 7% of improvements Landscaping (Parks Department) $3,500.00 Time and Materials Charge Plus 8% of improvements FLOODPLAIN MANAGEMENT PROGRAM:

Flood Zone Determination - Office Review $80.00 Per lot, $402 max for adjacent lots Flood Zone Determination - Field Visit Review $432.00 Plus $67/lot, $734 max for adjacent lots Floodplain Management Compliance $48.00 Per Parcel
Floodplain Permit Application $2,000.00 Time and Materials Charge Floodplain Base Map Revision $56.00 Per Lot
Floodplain Map Amendments $2,000.00 Time and Materials Charge GRADING:

Plan review:
$100,000 or less $3,000.00 Time and Materials Charge Plus 3% of improvement value $100,001 or more $4,000.00 Time and Materials Charge Plus 1% of amount over $100,000 Inspection:
$100,000 or less $5,000.00 Plus 5% of improvement value $100,001 or more $6,000.00 Time and Materials Charge Plus 4% of amount over $100,000 Stock Pile Permit $3,000.00 Time and Materials Charge

Page 5 of 12 ends

32 POLICE SERVICES FIXED FEE TIME & MATERIAL DEPOSIT ADDITIONAL FEE OR DEPOSIT COMMENT Abandoned Vehicle No Charge
ABC Permit Letter $50.00
Accident Report - Property Damage Only $12.00
Accident Report - Injury (1-20/20+ / Extensive) $12.00
Photos to CD $25.00
Booking Fee $564.00
Citation Sign-Off
Vehicle Inspection – Resident No Charge
Vehicle Inspection – Non-resident $38.98
Clearance Letter:

Fee for Resident $15.00
Fee for Non-Resident $42.00
Concealed Weapons Fee:

Initial Fee (Plus State Fingerprinting Processing Fee) $450.00 Plus Current DOJ Fees Renewal Fee (Plus State Fingerprinting Processing Fee) $75.00 Plus Current DOJ Fees Crime Reports $12.00
DUI Emergency Response Cost Recovery Actual cost for staff, equipment, lab work.

False Alarm Response (more than 2 in 30 days) $100.00 After 2 alarms in 30 days Livescan Applicant Fingerprinting $21.00 Plus Current DOJ Fees Gun Storage Services pursuant to Court Order:

Administrative Processing Fee Per Incident $12.00
Storage Fee (per month or any fraction thereof) per Gun $5.00 Parties and Nuisances – Subsequent Calls for Service Hourly Charge; $415 minimum Review of Local Criminal History $44.00
Rotational Tow Application Fees $350.00
Special Event Permit –No ABC Liquor License Letter Required $411.00 Special Event – Non-Profit Organization (with or without ABC letter) $411.00 Second Hand Dealer License/Pawns $165.00 Plus Current DOJ Fees Solicitor/Peddler Permits $245.00
Subpoena Duces Tecum (Per EC 1563) $24 per hour plus $.10 per page Per EC 1563 Production of Documents Only $15.00
Appearance Request (officer/records) $275.00
Vehicle Abatement $492.00
Vehicle Repossession Fee (VIN Verification charge individuals only) $70.00 Stored Vehicle Release – Recovered Stolen Vehicle No Charge Stored Vehicle Release $100

Page 6 of 12 ends

33 OTHER INSPECTION FEES FIXED FEE TIME & MATERIAL DEPOSIT ADDITIONAL FEE OR DEPOSIT COMMENT Inspections Outside of Normal Business Hours $69.25 Per Hour (Minimum of 2 Hours) RE-Inspection Fees Assessed Under Provisions of Section 305.8 $69.25 Per Hour Inspections for Which no Fee is Specifically Indicated $69.25 Per Hour Additional Plan Review Required by Changes, Additions & Revisions to Plans $78.50 Per Hour For Use Outside Consultants for Plan Checking & Inspections or Both Time and Materials Charge Energy Compliance Fees
25% of the Building Fee Applicable to all Structures with Heaters or any Conditioned Space
Access Compliance Fees
25% of the Building Fee Applicable on all Buildings Except Residential Use Buildings with Fewer Than four (4) Dwelling Units

ADDITIONAL FEE OR DEPOSIT COMMENT
The work listed in this supplement shall be valued based on the gross square footage of the work, or where noted, as a lump sum. Where actual costs are higher, those costs shall be used for the valuation.

Residential Addition $ 94.80 Sq. Ft.

Residential Remodel (to existing floor area) By Value
Residential Use Conversion from Garage By Value
Sun room with 60% glazing, cabanas, other similar structures if conditioned space and Integrated with main Structure $18.65 Sq. Ft.

Patio Cover By Value
Deck $13.56 Sq.Ft.

Deck - With Cover By Value
Retaining Wall By Value
Freestanding Fence By Value
Portable Doughboy Pools or Portable Spa (Electrical Only) $156.16 Includes Applicable City Fees Portable Doughboy Pools or Portable Spa With Gazebo or Decking By Value Remodel or Tenant Improvement Work in Commercial Buildings By Value Re-Roofing-Single Family or Duplex $178.80 Includes Applicable City Fees Commercial Building Re-Roof By Value
Pre Fabricated Home on Permanent Foundation (Use minimum Electrical, Mechanical, and Plumbing Inspection Fees) By Value Moved Building By Value
$1,000,001.00 and UP $5,608.75 for the first $1,000,000.00 plus $3.65 for each additional $1,000.00 or fraction thereof $25,001.00 to $50,000.00 $391.25 for the first $25,000.00 plus $10.10 for each additional $1,000.00 or fraction thereof, to and including $50,000.00 $50,001.00 to $100,000.00 $643.75 for the first $50,000.00 plus $7.00 for each additional $1,000.00 or fraction thereof, to and including $100,000.00 $100,000.00 to $500,000.00 $993.75 for the first $100,000.00 plus $5.60 for each additional $1,000.00 or fraction thereof, to and including $500,000.00 $500,001.00 to $1,000,000.00 $3,233.75 for the first $500,000.00 plus $4.75 for each additional $1,000.00 or fraction thereof, to and including $1,000,000.00

BUILDING VALUATION DATA SUPPLEMENT

SCHEDULE OF CONSTRUCTION PERMIT FEES
$1.00 to $2,000.00 $69.25

TOTAL VALUATION FEE

BUILDING FEES
$2,001.00 to $25,000.00 $69.25 for the first $2,000.00 plus $14.00 for each additional $1,000.00 or fraction thereof, to and including $25,000.000

Page 7 of 12 ends

34 ELECTRICAL INSPECTION FEES ADDITIONAL FEE OR DEPOSIT COMMENT New Dwelling 15% of the Building Permit Fee
Addition or Alteration to Dwelling Unit 20% of the Building Permit Fee, $69.25 minimum New Commercial Building 25% of the Building Permit Fee, $69.25 minimum Shell Building 25% of the Building Permit Fee, $69.25 minimum Commercial Alterations & Tenant Improvements 20% of the Building Permit Fee, $69.25 minimum Electrical Permit $69.25 minimum. See * note.

MECHANICAL INSPECTION FEES ADDITIONAL FEE OR DEPOSIT COMMENT New Dwelling 10% of the Building Permit Fee
Addition or Alteration to Dwelling Unit 15% of the Building Permit Fee, $69.25 minimum New Commercial Building 15% of the Building Permit Fee, $69.25 minimum Shell Building 15% of the Building Permit Fee, $69.25 minimum Commercial Alterations & Tenant Improvements 10% of the Building Permit Fee, $69.25 minimum Mechanical Permit $69 25 minimum. See * note below

PLUMBING INSPECTION FEES ADDITIONAL FEE OR DEPOSIT COMMENT New Dwelling 15% of the Building Permit Fee
Addition or Alteration to Dwelling Unit 20% of the Building Permit Fee, $69.25 minimum New Commercial Building 20% of the Building Permit Fee, $69.25 minimum Shell Building 20% of the Building Permit Fee, $69.25 minimum Commercial Alterations & Tenant Improvements 15% of the Building Permit Fee, $69.25 minimum Plumbing Permit $69 25 minimum. See * note below

MISCELLANEOUS FEES FIXED FEE ADDITIONAL FEE OR DEPOSIT COMMENT Re inspections (When return trips to the site by an inspector are necessary) $69.25 Per Hour Owner-requested inspection of an existing building $69.25/$207.75 Per Hour with a 1 Hour Minimum. If Overtime is required the rate shall be $207.75 per hour with a 1 Hour Minimum
Inspection for Change of Occupancy $80.00 Per Hour with a 1 Hour Minimum Investigation of work without permit. When a Stop Work Notice is issued for work being performed without permits or performed beyond the scope of existing permits, a special investigation and inspection shall be made before permits may be issued for such work.

An investigation fee shall be charged equal to two times the amount of all permits fees required by this ordinance, with a minimum of $125.00. The fee is additive to the permit fees. This provision shall not apply to emergency work when it can be proven to the satisfaction of Building Official that such work was urgently necessary, that it was not practical to obtain a permit before the work was commenced, and that a permit was applied for as soon as practical.
* A plumbing permit is required for all plumbing work regulated by the Plumbing Code. Fees for work not included in Items 1-5 above shall be calculated using Building Fees and based on the contract amount of the plumbing work. Where such plumbing work is performed in conjunction a building permit, the fee may be added to that permit, and a separate plumbing permit is not required. *A mechanical permit is required for all mechanical work regulated by the Mechanical Code. Fees for work not included in Items 1-5 above shall be calculated using Building Fees and based on the contract amount of the mechanical work. Where such mechanical work is performed in conjunction a building permit, the fee may be added to that permit, and a separate mechanical permit is not required. *An electrical permit is required for all electrical work regulated by the Electrical Code. Fees for work not included in items 1-5 above shall be calculated using Building Fees and based on the contract amount of the electrical work. Where such electrical work is performed in conjunction with a building permit, the fee may be added to that permit, and a separate electrical permit is required.

Page 8 of 12 ends

35 PERMIT PROCESSING AND ISSUANCE PROGRAM FIXED FEE ADDITIONAL FEE OR DEPOSIT COMMENT Plan Review-Applicable when plans are required beyond a plot or site plan. 65% of Building Permit Fee Permit Review and Processing
Applicable when review for compliance can be determined through a plot or site plan, or references to a master plan previously reviewed and approved by the department.
25% of Building Permit Fee. (Subsequent houses also). $78.50 per hour minimum.

Additional Processing
Applicable when additional plan review is required due to: 1) incomplete or unacceptable follow-through by applicant on deficiencies found in the initial plan review; 2) significant revisions submitted after plan review is well underway; or 3) revisions submitted during construction to reflect field changes. $78.50 Per Hour Plan Scanning:
8 1/2 x 11 $0.13 Per Sheet
11 x 17 to 12 x 18 $0.25 Per Sheet
17 x 22 to 18 x 24 $0.81 Per Sheet
24 x 34 to 24 x 36 $1.62 Per Sheet
36 x 44 to 36 x 48 $2.97 Per Sheet
Large Format Scanning $0.27 Per Square Foot

CONSTRUCTION INSPECTION PROGRAM ADDITIONAL FEE OR DEPOSIT COMMENT Building Permit The Building Permit fee shall be as set forth in the Fee Schedule (Table No. 1-A) Energy Compliance
25% of Building Permit or processing fees. Applicable on all structures with heated or air conditioned space.

Accessibility
25% of Building Permit or processing fees. Applicable on all building permits except residential use buildings with fewer than 4 dwelling units.

State of California Earthquake Assessment Fee
Residential: .10 per each $1,000 building Valuation
Commercial: .21 per each $1,000 building Valuation
ADMINISTRATION AND OVERHEAD COSTS; ACTUAL COSTS
Actual costs include the City's administrative and overhead costs.

Section 2: VALUATION
The valuation to be used in computing Construction Permit Fees shall be the total valuation of all construction work for which the permit is issued, as well as all finish work, painting, roofing, mechanical, electrical, plumbing, beating, air conditioning, elevators, fire extinguishing systems, and any other permanently installed equipment.

For industrial facilities, the value of process equipment and heavy machinery supported by the structure or by its own foundation shall be included. Contractor overhead and profit shall be included.

The valuation of grading, retaining walls, paving and other site work, and any demolition work, shall be included unless such work was included in other permits issued by the Building Inspection Department.

The valuation data is used to establish consistent criteria for calculating permit fees, and the calculated total valuation does not necessarily reflect actual costs. The County Assessor does not rely on these costs, but performs independent assessments of the permitted work.

City of Oakley administrative and overhead costs are equal to 27% of all Construction Permit Fees. The City's administrative and overhead costs shall be included in the total amount charged for all Building Inspection Department services in a manner prescribed by the Building Inspection Department.

The determination of value or valuation under any provisions of the City Building Code shall be made by the Building Official. The total valuation to be used with the Fee Schedule shall be determined using the Building Valuation Data contained in the Building Standards magazine, published by the International Conference of Building Officials, Whittier, California. The data in the March-April issue of each year shall be used for the ensuing fiscal year. Work not listed in the Building Valuation Data shall be valued per the Building Valuation Data Supplement.

Page 9 of 12 ends

36 CODE ENFORCEMENT FIXED FEE ADDITIONAL FEE OR DEPOSIT COMMENT Annual Rental Registration & Inspection fee $108.00
Fee for property not inhabited by tenants or vacant and not listed for rent on January 1st of each calendar year will be prorated on a monthly basis Re-Inspection Fee $112.00
Non Compliance for Failure to Register & Pay Fee/Code Enforcement Violations:

First Citation $100.00
Second Citation $200.00
Third Citation $500.00
Administrative Penalty Citation for Building and Safety Codes First Citation $130.00
Second Violation of the Same Ordinance Within One Year $700.00 Each Additional Violation of the Same Year Within One Year of First $1,300.00 Rental Property Owners failing to register and pay the annual fee by January 31st of the calendar year or within 30 days of renting the property will be issued an Administrative Citation.

Administrative Citations are in addition to the Rental Registration and Inspection Fee and any other citations issued for Building and/or Code Enforcement violations.

Page 10 of 12 ends

37 User Groups:

Group 1: Oakley Resident and Oakley Based Non Profits
Group 2: Non-Resident and Non-Oakley Based Non Profits
Group 3: Community Partner
Group 4: Private Business, Group or Organizations
FACILITIES GROUP 1 GROUP 2 GROUP 3 GROUP 4
Sports Area $7.00 per hour $17.00 per hour As Outlined in Individual Agreement $40.00 per hour Creekside and Nunn Wilson Park Group Picnic Areas (up to 100 people) $100.00 per day $125.00 per day As Outlined in Individual Agreement $200.00 per day Crockett and Summer Lake Park Group Picnic Areas (under 50 people) $75.00 per day $100.00 per day As Outlined in Individual Agreement $150.00 per day FACILITIES GROUP 1 GROUP 2 GROUP 3 GROUP 4
or less people Monday -Thursday

$55.00 per day $75.00 per day As Outlined in Individual Agreement $100.00 per day Recreation Center Great Room Add on Kitchen to full room rental or side A for $100
M-Th $150.00 per day
F-Su $225.00 per day
M-TH $175.00 per day
F-Su $250.00 per day
As Outlined in Individual Agreement
M-TH $225.00 per day
F-Su $300.00 per day

or side A for $100
M-Th $75.00 per day
$ p y
F-Su $135.00 per day
As Outlined in Individual Agreement
$ p y
F-Su $150.00 per day
Temporary Use Permit $100 application fee + $500 deposit Special Event/Road Closure Permit (if required) $50 application fee* Park Rental Fee $250 per day
Recreation Center Deposit $250, insurance required on all rentals. *Large events and events serving alcohol will require $500 deposit and security

CIVIC CENTER PARK STAGE & AMPITHEATER

RECREATION CENTER FEES
Kitchen Available Monday - Friday for $50 per hour

PICNIC AREA AND SPORTS FIELDS

PARKS & RECREATION
A $150 damage deposit is due at the time of application to reserve any park or sports area. *Additional fees may apply based on the nature of your event

Page 11 of 12 ends

38 RESIDENTIAL CUSTOMERS MONTHLY FEE
32 Gallon Trash Service $49.64
64 Gallon Trash Service $69.42
96 Gallon Trash Service $78.76
32 Gallon Senior-Low Income Trash Service $42.14
Additional Recycling Container $15.59
Additional Green Waste Container $15.59

RESIDENTIAL CUSTOMERS FEE COMMERCIAL CUSTOMERS FEE
Account reinstatement Fee $20.00 Account reinstatement Fee $75.00 Go-Back Service Fee $35.00 Go-Back Service Fee $35.00
Same Day Service Fee $55.00 Same Day Service Fee
Admin Fee (Payment w/live Rep) $2.00 Cart Service (per cart) $40.00 Overloaded/Contaminated Container Bin Service (per bin) $115.00 1) First offense - Phone call - Admin Fee (Payment w/live Rep) $2.00 2) Second offense - Phone call and warning letter - Overloaded/Contaminated Container 3) Third offense - Letter and fee $50.00 1) First offense - Phone call - 2) Second offense - Phone call and warning letter -
3) Third offense - Letter and fee -
a) Cart Fee $75.00
b) Bin Fee $150.00
MT. DIABLO RESOURCE RECOVERY /SANITATION AND REFUSE FEES

MISCELLANEOUS FEES AND CHARGES

Page 12 of 12 ends

39 40
41 DATE: May 23, 2023
TO: City Council
FROM: Joshua McMurray, City Manager
SUBJECT: Strategic Plan SP 27+ Update
______________________________________________________________________ Background and Analysis
Since its incorporation, the City of Oakley has developed and operated under the direction of a Strategic Plan. A Strategic Plan guides governing bodies in making complex decisions, such as resource allocation, and sets the organization’s priorities and a path forward. Through a clear and compelling mission and vision and thoughtful, community-oriented values, goals, and objectives, it does this. Strategic Plans are a best practice in municipal organizations as they allow leadership to take a step back from day-to-day challenges and look at the big picture.

The City Council adopted the current Strategic Plan 27+ in April of 2022 and the Staff have been working since that time to implement the goals and objectives of the plan.

With the plan encompassing a five-year period, some of the objectives have been completed while others are in various stages of work and there are some that we have not started to work on.

Fiscal Impact
There is no fiscal impact associated with this update to the City Council.

Staff Recommendation
Staff recommends that the City Council accept the Strategic Plan SP 27+ Update.

Attachments

1. Strategic Plan Update Spreadsheet

2. Strategic Plan 27+

STAFF REPORT
Approved and Forwarded to the City Council
42 Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead FY 22‐23 A1
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Strategically plan and pursue commerce that meets
the new service demands of local residents and
attracts customers as a destination (e.g., grocery
store, retail, entertainment, and light industrial
near Amazon and on west end).

CDDED
BrentHarumi
This is an ongoing effort. A strong effort to ensure a quality mix of tenants in the new mercantile building has taken place over the last several months.

A2
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Strategically plan and pursue commerce that meets
the new service demands of local residents and
attracts customers as a destination (e.g., grocery
store, retail, entertainment, and light industrial
near Amazon and on west end).

Attract businesses that create alternative revenue
sources to property tax through sales and business
taxes and employ our residents.

CDDED
BrentHarumi
This is an ongoing effort. The pending update to the City's Economic Development Workplan will help guide Staff in the future.

A3
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Strategically plan and pursue commerce that meets
the new service demands of local residents and
attracts customers as a destination (e.g., grocery
store, retail, entertainment, and light industrial
near Amazon and on west end).

Seek, in conjunction with the community,
sustainable economic opportunities to attract
businesses and create jobs, while being sensitive to
the types of businesses the community needs and
wants.

CDDED
BrentHarumi
This is an ongoing effort. The pending update to the City's Economic Development Workplan will help guide Staff in the future.

A4
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Strategically plan and pursue commerce that meets
the new service demands of local residents and
attracts customers as a destination (e.g., grocery
store, retail, entertainment, and light industrial
near Amazon and on west end).

Prioritize planning by targeting new
businesses that align with Oakley’s vision.

CDDED
BrentHarumi
This is an ongoing effort. The pending update to the City's Economic Development Workplan will help guide Staff in the future.

A5
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Provide affordable housing sites that meet our
legislated Regional Housing Needs Allocation
(RHNA). CDD Ken
Staff is ready to move forward to begin the process for an Affordable Housing Overlay or a Rezone based on HCD direction.

A6
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future. CDD Ken
Action 1.8 of the 2023‐2031 Housing Element speaks to "Amendments to the Downtown Specific Plan" with a timeframe of December 2024. This objective could go hand in hand with those efforts.

A7
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.

Encourage quality, sustainable growth‐‐ housing
with business and requisite road infrastructure and
sidewalks to support pedestrian and bicyclist
movement
CDDPW
BrentKevin
This effort is ongoing and we seek to enhance road, bicycle & pedestrian access with each project, when feasible.

A8
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.

Leverage the train platform that will offer
better access for Downtown programming

EDCDDPW
HarumiBrentKevin
Staff continues to monitor the progress of the platform and is mindful of its opportunities when planning development projects.

A9
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.

Create better streetscapes that can
promote traffic calming PW Kevin PW is focusing on improving physical infrastructure.

A10
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.

Consider funding elements of the Downtown
Specific Plan with American Rescue Plan Act (ARPA)
monies
CDDED
BrentHarumi
There are currently downtown‐focused projects In progress utilizing ARPA monies.

A11
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.

Revitalize and draw people downtown to
live, work, and play
CDDED
BrentHarumi
This is an ongoing effort. Staff continues to meet with prospective developers looking to locate in proximity to the OLC.

A12
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.

Revitalize and draw people downtown to
live, work, and play
Develop an expanded downtown
with additional buildings and mixed
use. CDD Brent
"Amendments to the DSP" will likely result in increased population, addressing the "live". The desire is for that to positively affect the commercial scene, which will increase jobs in the Downtown. 43 Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead FY 22‐23A13 Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.

Revitalize and draw people downtown to
live, work, and play
Consider a park, including
programming specific to Economic
Development, from north 2nd Street
to Rose Ave

EDCDDPW
HarumiBrentKevin
The Downtown Infrastructure Improvement project is underway and will include new Gateway Plaza near 2nd Street.

A14
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.

Revitalize and draw people downtown to
live, work, and play
Develop or sell City‐owned
properties based on community
benefit. CMO Josh 204 2nd Street property ‐ closed escrow on May 1, 2023 A15
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.

Revitalize and draw people downtown to
live, work, and play
Consider relocating the co‐hosted
City/ High School Library to a
downtown location that can be a
unifying location for Seniors, Youth,
Veterans, and possible satellite
location for County services.

CMOPWFINCDDPDREC
JoshKevinTimBrentChiefLindsey
City is actively working on a new Downtown library project that has the potential to include a mixed income residential component along with space for community groups. PD pays more attention to homeless and quality of life issues in the downtown area. PD is preparing to start up the Police Special Services Unit, which will, in part, focus on the downtown area.

A16
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.

Revitalize and draw people downtown to
live, work, and play
Research rezoning of River Oaks
Crossing CDD Ken
Work has not started. Staff is trying to time this item with the library project, which will require amendments to the Downtown Specific Plan.

A17
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.

Develop a vital Shoreline Plan to attract both
people and commerce to our waterfront.

CDDED
HarumiBrent Ongoing effort, work on a tourism focused program has kicked of in 2023.

A18
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.

Develop a vital Shoreline Plan to attract both
people and commerce to our waterfront.

Expand marina zoning: restaurants,
recreational access, fishing
tournaments, 55‐acre park
CDDED
HarumiBrent
Zoning Text Amendments approved in 2022 to allow for more flexibility on our shoreline.

A19
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to reflect
and envision the City’s future.

Develop a vital Shoreline Plan to attract both
people and commerce to our waterfront.

Determine viable economic uses of
the Oakley shoreline and visit other
cities to see how they attracted
visitors as a destination (e.g., new
Science Center)
CDDED
HarumiBrent
Zoning Text Amendments approved in 2022 to allow for more flexibility on our shoreline.

A20
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Plan and develop Cypress Corridor holistically with
improvements and commerce to service new
development to ease downtown traffic (e.g.,
grocery, restaurants).

EDCDDPW
HarumiBrentKevin
The new Infrastructure Improvement project on East Cypress Road will include sidewalks, bike lanes, street lights in addition to widening of the roadway.

A21
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Reinforce Planning Commission to understand
Oakley’s vision and encourage public engagement: CDD Brent Staff continues to facilitate monthly meetings where the Planning Commission reviews projects and receives informational updates from City Staff and Outside Agencies
A28
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth Enhance Environmental Stewardship

EDCDDPW
HarumiBrentKevin
City Hall Solar Roof project will be completed which is the first solar roof project on public facilities in Oakley
44 Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead FY 22‐23A29 Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth Enhance Environmental Stewardship
Collaborate with the water and sewer
special districts to maximize the
distribution and use of recycled water
CDDPW
BrentKevin
Staff continues to stay engaged with ISD and DWD to review projects and to have dialogue on collaborative efforts for water efficient developments.

Recently, Staff worked cooperatively on the new DWD Corporation Yard and Emergency Operations Center.

A30
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth Enhance Environmental Stewardship
Explore and report on green energy
opportunities.

CDDPW
BrentKevin
Staff continues to have dialogue with MCE to identify viable opportunitiesfor Green Energy.

A31
Community and
Economic Development
Goal
Strategic and
Thoughtful Growth Enhance Environmental Stewardship Solar at City facilities PW Kevin The Solar Panels are being installed on City Hall roofs and will be operational by Summer 2023.

A32
Community and
Economic Development
Goal
Strategic and
Thoughtful Growth Enhance Environmental Stewardship
Expansion of City's EV Charging
Program PW Kevin
After the recent installation of EV charging stations in downtown parking lots, the next site that will receive EV charging stations is the Recreation Center.

A33
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth Enhance Environmental Stewardship
Remove the allowance for non‐drought tolerant
landscaping. CDD Brent Completed in September 22
A34
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth Enhance Environmental Stewardship
Ensure new residential construction meets adopted
standards for energy efficiency, including solar and
power storage. CDD Brent
Staff continues to perform comprehensive plan reviews for all Residential and Commercial Projects, which includes reviews for compliance with the currently adopted California Energy and Green Building Codes.

A35
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth Enhance Environmental Stewardship
Implement energy, air quality, and greenhouse gas
emissions goals within the Oakley General Plan,
including the adoption and implementation of a
Climate Action Plan by 2025 that complies with
State greenhouse gas reduction targets.

CDDPW
BrentKevin
Staff has budgeted funds to develop and implement a Climate Action Plan.

Oakley General plan requires it to be done by 2025.

A36
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Complete a comprehensive update of the City’s
Zoning Code. CDD Brent Target completion date by end of 2025.

A37
Community and
Economic DevelopmentGoal
Strategic and
Thoughtful Growth
Complete a comprehensive update of the City’s
Zoning Code.

Ensure consistency with current and future vision
for Oakley and the recently updated Oakley General
Plan. CDD Brent Target completion date by end of 2025.

A39
Community and
Economic DevelopmentGoal Business‐Friendly
Research other “like cities” to develop a Strategic
Business Outreach Plan. ED Harumi
Waiting for the completion of our Economic Development Workplan Update (initiated Winter 2022).

A40
Community and
Economic Development
Goal Business‐Friendly
Research other “like cities” to develop a Strategic
Business Outreach Plan.

Conduct a Stimulate Oakley Business analysis for
Oakley and compare to adjacent cities for
differentiators and opportunities. ED Harumi
Yiftee Gift card Program launched and was very successful in 2022. Small Business Grant Program being developed and will be ready in 2023.

A41
Community and
Economic DevelopmentGoal Business‐Friendly
Research other “like cities” to develop a Strategic
Business Outreach Plan.

Develop a Business Vision for Oakley that will
attract and retain high‐quality, diverse commerce
through incentives for businesses including small
businesses. ED Harumi
Waiting for the completion of our Economic Development Workplan Update (initiated Winter 2022).

A42
Community and
Economic DevelopmentGoal Business‐Friendly
Research other “like cities” to develop a Strategic
Business Outreach Plan.

Develop a Property Utilization Plan on City‐owned
properties to maximize the City’s potential return
on investment ED Harumi 204 2nd Street disposed of on 5/1/2023. 45 Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead FY 22‐23A43 Community and
Economic DevelopmentGoal Business‐Friendly
Bolster and support existing businesses through the
use of financial and funding incentives such as
business low‐interest loans, grant funding, ARPA
funding, and promote “buy local” incentives. ED Harumi
Yiftee Gift card Program launched and was very successful in 2022. Small Business Grant Program being developed and will be ready in 2023.

A44
Community and
Economic DevelopmentGoal Business‐Friendly
Showcase businesses through active
engagement and outreach (e.g., social
media, storefronts images, local business
newsletter with coupon book included)
EDREC
HarumiLindsey
Staff have continued to offer the Shop Oakley Coupon book and have begun highlighting them on social media on Shop Oakley Saturdays. For Taste of Oakley the event as expanded to be one week of deals that ended in the in person event. While the in person event was cancelled the week of deals and participating businesses are actively being promoted on social media.

A45
Community and
Economic DevelopmentGoal Business‐Friendly
Continue to streamline business license
fee/permits

FINPWCDD
TimKevinBrent
Ongoing effort that will be optimized with the new Tyler Munis Platform, with a expected completion of Summer 2025.

A46
Community and
Economic DevelopmentGoal Local Employment
Beautify Oakley’s streetscapes, parks, and business
facades to attract and retain businesses and their
customers PW Kevin
The construction of the new Downtown Infrastructure improvements make major enhancement to the downtown streetscape
A47
Community and
Economic DevelopmentGoal Local Employment
Capitalize on Logistics Center and strategize with
developers and surrounding property owners to
create job opportunities.

CDDED
BrentHarumi
Staff continues to have productive dialogue with interested Developers, that have expressed desire for 'Light Industrial' and 'Research & Development' Type Uses, near the CCLC.

A48
Community and
Economic DevelopmentGoal Local Employment
Create employer‐employee partnerships to reduce
State’s regulations on vehicle miles traveled (VMT)
and complement our existing housing (Logistics
Center development).

CDDED
BrentHarumi Ongoing effort.

B1
Community Health and
Safety Safe Streets
Create an Emergency Disaster & Response Plan
including resiliency resources. PD Chief
Ongoing effort. Now that we have an Assistant City Manger, the emergency management function of the City shifts to that role.

B2
Community Health and
Safety Safe Streets
Create an Emergency Disaster & Response Plan
including resiliency resources.

Develop a Communication Plan for emergency
responders, Public Works, the public, and other key
stakeholders. PD Chief
Ongoing effort. Now that we have an Assistant City Manger, the emergency management function of the City shifts to that role.

B3
Community Health and
Safety Safe Streets
Create an Emergency Disaster & Response Plan
including resiliency resources.

Provide and reinforce public and staff training
through regular community meetings. PD Chief
Ongoing effort. Now that we have an Assistant City Manger, the emergency management function of the City shifts to that role.

B4
Community Health and
Safety Safe Streets
Create an Emergency Disaster & Response Plan
including resiliency resources.

Ensure resiliency to power outages
(traffic controls, cellular and broadband
backup, generators). PW Kevin
The installation of emergency generators for both facilities will be completed by end of 2023
B5
Community Health and
Safety Safe Streets
Create an Emergency Disaster & Response Plan
including resiliency resources.

Implement training, communicate broadly,
and seek grants for implementation PD Chief
Ongoing effort. Now that we have an Assistant City Manger, the emergency management function of the City shifts to that role.

B6
Community Health and
Safety Safe Streets
Create an Emergency Disaster & Response Plan
including resiliency resources.

Modernize the Oakley Emergency
Operations Center (EOC). PD Chief
Ongoing effort. Now that we have an Assistant City Manger, the emergency management function of the City shifts to that role.

B7
Community Health and
Safety Safe Streets
Address streets and main arteries vulnerable to
fire, flood, and traffic hazards with improving
infrastructure and evacuation plans to provide for
safe passage for people including emergency
responders.

PDPWCMO
ChiefKevin Josh
Ongoing effort. We have secured MOU's with property owner, RD 2025 and RD 799 for the East Cypress evacuation route. The City is also constructing the Burroughs property frontage improvements along with the improvements needed to widen the canal crossing and the roadway improvements from Jersey Island Road to Bethel Island Road. y p , g 46 Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead FY 22‐23B8 Community Health and
Safety Safe Streets Explore improving lighting for safety PW Kevin We make improvements where we can, based on projects and community need.

B9
Community Health and
Safety Safe Streets Align police resources with City’s growth. PD Chief PD staffing is currently sitting at 38 sworn bodies. We have made huge growth and we are able to conduct Traffic operations now and our Investigations Unit is far more productive and efficient than ever before.

B10
Community Health and
Safety Safe Streets Align police resources with City’s growth.

Develop and implement a staffing plan to
scale police personnel to City’s growing
safety needs.

PDHR
ChiefJeri
In concert with HR, Finance and the City Council we are on track to "overhire" officers to compensate for the officers who are off on 4850 time. We have a waiting list for our employ for the first time in our history and our 39th and 40th sworn officers are identified and are set to be sworn in with us in just a few weeks.

B11
Community Health and
Safety Safe Streets Align police resources with City’s growth.

Streamline and civilianize where
appropriate (i.e., admin, budget/finance,
records, property, fleet management, etc.).

PDHR
ChiefJeri
We are seeking to assign more responsibilities to our non sworn staff, especially in the area of Fleet, to free up sworn officers and better serve the organization of the City of Oakley.

B12
Community Health and
Safety Safe Streets Align police resources with City’s growth. Improve and invest in technology. PD Chief We looked at going to Brentwood PD for dispatch services, but it was cost prohibitive.

B13
Community Health and
Safety Safe Streets Align police resources with City’s growth. Improve and invest in technology.

Map accident scenes to open roads
quicker PD Chief
LEICA Scanner has been used several times and it has been beneficial, saving man hours and salary costs.

B14
Community Health and
Safety Safe Streets Align police resources with City’s growth. Improve and invest in technology.

Research red light cameras to
supplement sworn enforcement
officers. PD Chief
Red light camera program has its place, and benefits, in the law enforcement industry. Cost issues are the most obvious concerns, but also the monitoring of the data, identification of the offenders, mechanism of enforcement and court testimony have to be considered in an all B15
Community Health and
Safety Safe Streets Align police resources with City’s growth. Improve and invest in technology.

Create a larger “cyber shield” over
the City via a robust camera program PD Chief Additional locations have been identified for ALPR's‐ requires budgeting.

B16
Community Health and
Safety Safe Streets Align police resources with City’s growth.

Establish strong neighborhood watch
programs, including National Night
Out, and maintain close communication
between the neighborhoods, the City
Council, Oakley Police, and City Hall PD Chief
We have a neighborhood watch advisor (Jurkiewicz) and we have held a few meetings. We participate in National Night Out and we have increased our social media presence which provides the Oakley community with transparency and updates on things happening in their neighborhoods.

B17
Community Health and
Safety Safe Streets Align police resources with City’s growth.

Collaborate with neighboring agencies
to maximize efficiencies with shared
resources (e.g., equipment). PD Chief
OPD continues to share traffic enforcement/VSET/SWAT resources with/from other agencies.

B18
Community Health and
Safety Safe Streets Align police resources with City’s growth.

Expand the Citizen Emergency Response
Training (CERT) program. PD Chief
I have had discussions with citizens interested in CERT. Program needs a kick start.

B19
Community Health and
Safety Safe Streets Align police resources with City’s growth.

Dedicate traffic enforcement team to
improve traffic safety PD Chief
Traffic enforcement team is up and running. We will add our third officer to it this calendar year.

B20
Community Health and
Safety Safe Streets
Prioritize road improvements and provide robust
enforcement to manage traffic, given accidents are
the #1 safety challenge. PD Chief
Traffic enforcement team is up and running. We will add our third officer to it this calendar year. Traffic officers focus on areas of concern where the majority of collisions occur.
47 Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead FY 22‐23B21 Community Health and
Safety Safe Streets
Prioritize road improvements and provide robust
enforcement to manage traffic, given accidents are
the #1 safety challenge.

Consider road improvements such as
delineators for areas where speed is an issue.

PDPW
ChiefKevin
This is always monitored and has already been implemented at some intersections.

B22
Community Health and
Safety Safe Streets
Prioritize road improvements and provide robust
enforcement to manage traffic, given accidents are
the #1 safety challenge.

Implement traffic‐calming policy and
update to new practices for increased
traffic as Oakley grows.

PDPW
ChiefKevin
During FY 2023/24 Traffic Calming measures have been implemented on Teakwood Drive and Chianti Drive.

B23
Community Health and
Safety Safe Streets Promote Safe Pedestrian and Bike Routes. PD Chief A bike rodeo is being considered.

B24
Community Health and
Safety Safe Streets Promote Safe Pedestrian and Bike Routes.

Collaborate with School Districts to apply
for State and Federal grants to create safer and
more accessible connectivity PD Chief
Grants are monitored for there feasibility. The PD has routine contact with school administration staff.

B25
Community Health and
Safety Safe Streets Promote Safe Pedestrian and Bike Routes.

Improve trail connectivity to provide
pedestrians and cyclists safe passage. PW Kevin This is an ongoing effort as new projects get implemented.

B26
Community Health and
Safety
Safe and Healthy
Neighborhoods
Rejuvenate our downtown and residential and
business developments to discourage blight
through beautification and development of
standards for commercial code enforcement
CDDED
BrentHarumi
Standards need to be finalized and presented to the City Council for consideration.

B27
Community Health and
Safety
Safe and Healthy
Neighborhoods
Promote community service opportunities to build
the community and beautify Oakley ALL
This effort is ongoing and is the responsibility of each Department within City Hall. We are currently trying to partner with Freedom High School to provide internships for high school students.

B28
Community Health and
Safety
Safe and Healthy
Neighborhoods Implement Phase 2 of the Recreation Center

FINPWREC
TimKevinLindsey
We will work with our new grant writers to seek grant funding opportunities for this project.

B29
Community Health and
Safety
Safe and Healthy
Neighborhoods
Connect and promote the County and
Non‐Governmental Organizations (NGOs)resources available to assist our vulnerable populations (e.g., unhoused persons, peopleseeking mental health assistance, Veterans services).

CDDRECPDCMO
BrentLindseyChiefJosh
The Recreation Department list's additional service phone numbers insidethe annual Recreation Guide as well as updating various pages of the website to reflect updated contact information for local organizations. This change has been implemented in two guides since the goal was established.

B30
Community Health and
Safety
Safe and Healthy
Neighborhoods
Connect and promote the County and
Non‐Governmental Organizations (NGOs)
resources available to assist our vulnerable
populations (e.g., unhoused persons, peopleseeking mental health assistance, Veterans services).

Educate and promote use of 211 for
essential community services.

RECCMO
LindseyJosh
The Youth Advisory Council partnered with NAMI Contra Costa County to offer two opportunities for Ending the Silence, a virtual workshop to end the stigma of talking about mental health. It was also an opportunity for youth to become Youth Mental Health Ambassadors.

B31
Community Health and
Safety
Safe and Healthy
Neighborhoods
Connect and promote the County and
Non‐Governmental Organizations (NGOs)
resources available to assist our vulnerable
populations (e.g., unhoused persons, peopleseeking mental health assistance, Veterans services).

Initiate and partner with other agencies to
create regional support to provide services
to help unhoused persons CMO Josh
The County is rolling out a Comprehensive Plan to Address Homelessness.

The County also funded the A3 initiative. A3 is Contra Costa County's innovative approach to provide timely and appropriate mental and behavioral health crisis services to anyone, anywhere, at anytime in the county.
48 Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead FY 22‐23C1 Parks and Open Space Parks and Public
Areas
Upgrade and develop parks and open space for
diverse interests and expanded underserved areas
to reinvigorate “play” in Oakley.

PWCDDREC
KevinBrentLindsey
This is an ongoing effort that involves public input thru workshops, surveys and additional opportunities for the public to convey their expressed tastes and preferences.

C2 Parks and Open Space
Parks and Public
Areas
Upgrade and develop parks and open space for
diverse interests and expanded underserved areas
to reinvigorate “play” in Oakley.

Envision a Downtown Park to attract
people downtown (e.g., new park parallel
to the railroad tracks with a museum and
bocce ball courts).

PWCDDREC
KevinBrent
Lindsey
This is an ongoing effort and will be implemented as funding sources get secured
C3 Parks and Open Space
Parks and Public
Areas
Upgrade and develop parks and open space for
diverse interests and expanded underserved areas
to reinvigorate “play” in Oakley.

Envision, develop, and fund Oakley’s 55‐
Acre Regional Park and seek grant funding
that will compete at the State level.

PWCMOFIN
KevinJoshTim
The Master Planning process is underway and will be completed by end of 2023
C4 Parks and Open Space
Parks and Public
Areas
Upgrade and develop parks and open space for
diverse interests and expanded underserved areas
to reinvigorate “play” in Oakley.

Envision, develop, and fund Oakley’s 55‐Acre
Regional Park and seek grant funding that will
compete at the State level.

Include trail and waterway access to
attract outdoor sporting such as
hiking, kayaking, boating, and
recreational and sports fishing that
would serve as an amenity to draw
homeowners and sporting events
alike. PW Kevin
The Master Planning process is underway and will be completed by end of 2023
C5 Parks and Open Space
Parks and Public
Areas
Upgrade and develop parks and open space for
diverse interests and expanded underserved areas
to reinvigorate “play” in Oakley.

Create and maintain sporting fields (bocce,
baseball/softball, soccer, equestrian arena) and
provide shade, bathrooms, and lighting services. PW Kevin Staff is working on creation of a new Oakley Park and Trail map that will be published by end of 2023
C6 Parks and Open Space
Programs andRecreation
Upgrade parks and open space to be accessible and
attract the many interests of our diverse residents
and visitors and provide access for all. PW Kevin This is an ongoing effort C7 Parks and Open Space
Programs andRecreation
Upgrade parks and open space to be accessible and
attract the many interests of our diverse residents
and visitors and provide access for all.

Celebrate and promote our local history through
educational and enrichment opportunities and
consider work with historical society
RECED
LindseyHarumi
Staff coordinated with the ECCHS to have a booth at special events, displayed the banners that were funded through ARPA at the Recreation Center and now at City Hall.

C8 Parks and Open Space
Programs andRecreation
Upgrade parks and open space to be accessible and
attract the many interests of our diverse residents
and visitors and provide access for all.

Complete Phase 2 of Oakley’s Recreation Center to
encourage indoor sports, Camp Room, and Teen
Room for classes

FINPWREC
TimKevinLindsey
C9 Parks and Open Space
Programs andRecreation
Upgrade parks and open space to be accessible and
attract the many interests of our diverse residents
and visitors and provide access for all.

Continue to offer special events and streamline the
process for community groups to host events that
create a sense of Oakley community and showcase
the importance of families, youth, seniors, and
Veterans

RECPWCDD
LindseyKevinBrent
The Recreation Division has continued to offer our annual events, expanding our Movies in the Plazas to Block Parties, and our Rock the Chalk into Art in the Park. The events will also expand this year to include Juneteenth.
49 Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead FY 22‐23C10 Parks and Open Space Programs andRecreation
Upgrade parks and open space to be accessible and
attract the many interests of our diverse residents
and visitors and provide access for all.

Promote Oakley’s events and recreation and
differentiate our offerings from adjacent cities REC Lindsey The Recreation Division has continued to offer our annual events, expanding our Movies in the Plazas to Block Parties, Harvest Festival into Oaktober and our Rock the Chalk into Art in the Park. The events will also expand this year to include Juneteenth. Plans are underway to add an unique art component and unique participatory opportunity to Heart of Oakley.

D1
Community and
CollaborativePartnerships
Community
Outreach andEngagement
Focus on establishing community trust and public‐
private partnerships through positive dialog and
tangible outcomes. ALL Ongoing effort.

D2
Community and
CollaborativePartnerships
Community
Outreach andEngagement
Focus on establishing community trust and public‐
private partnerships through positive dialog and
tangible outcomes.

Encourage community neighborhood involvement,
such as cleanup walks, that reinforce healthy
lifestyles and shared goals with Oakley Police,
Council, and City Hall. PD + Others Chief
Staff partnered with MDRR and hosted a community drop off day at City Hall.

D3
Community and
CollaborativePartnerships
CommunityOutreach andEngagement
Focus on establishing community trust and public‐
private partnerships through positive dialog and
tangible outcomes.

Create interactive face‐to‐face dialog as a
supplement to one‐sided social media
communication where full participation cannot be
facilitated due to Brown Act limitations. CMO Josh
CM's Office to institute a Neighborhood Committee in 2023 to help with various issues in the City.

D4
Community and
CollaborativePartnerships
Community
Outreach andEngagement
Focus on establishing community trust and public‐
private partnerships through positive dialog and
tangible outcomes.

Promote City Council/Communitymeetings through social media to inform about agendas where public
can participate in person. CMO Josh Ongoing task.

D5
Community and
CollaborativePartnerships
CommunityOutreach andEngagement
Focus on establishing community trust and public‐
private partnerships through positive dialog and
tangible outcomes.

Celebrate Oakley in demonstrating and
communicating our achievements in accomplishing
SP27+, community events, and activities that unite
us (e.g., Heart of Oakley, Harvest Festival,
Christmas Tree Lighting, Summerfest Celebration,
etc.). ALL Ongoing
D6
Community and
CollaborativePartnerships
CommunityOutreach andEngagement
Focus on establishing community trust and public‐
private partnerships through positive dialog and
tangible outcomes.

Actively uphold Oakley’s Governance Guidelines &
Protocols Policy to encourage productive
partnerships, positive communication, and
achievement of short‐ and long‐term goals. ALL Ongoing
D7
Community and
CollaborativePartnerships
Community
Outreach andEngagement
Increase Oakley’s communication through outward‐
facing media, social media platforms, and website.

RECCMO
LindseyJosh
Staff have continued to increase social media positing, as well as website postings. Some examples include biweekly social media posts drawing attention to current planning projects, police activity, events and more.

D8
Community and
CollaborativePartnerships
CommunityOutreach andEngagement
Increase Oakley’s communication through outward‐
facing media, social media platforms, and website.

Promote City Council agendas and decisions via
social media with updates on economic activity,
business growth, and community events CMO Josh
Ongoing. Staff intends to start promoting new businesses through ribbon cuttings and social media posts.
50 Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead FY 22‐23D9 Community and
CollaborativePartnerships
Community
Outreach andEngagement
Increase Oakley’s communication through outward‐
facing media, social media platforms, and website.

Communicate how Oakley is living its core values
and meeting its stated mission and vision (e.g.,
newspapers, electronic boards, website, newsletter,
social media).

CMOALL Josh This is an ongoing effort.

D10
Community and
CollaborativePartnerships
CommunityOutreach andEngagement
Increase Oakley’s communication through outward‐
facing media, social media platforms, and website.

Modernize website to be user friendly, transparent,
functional, and reflective of the City’s vision.

RECCMO
LindseyJosh
The website RFP will be released this summer and will seek a vendor to overhaul the City's website, the Opportunity Oakley website and create a new Police Department website.

D11
Community and
CollaborativePartnerships
CommunityOutreach andEngagement
Communicate and uphold the City’s information
systems to reinforce transparency and access to
build trust.

CCFINCMOALL Ongoing
D12
Community and
CollaborativePartnerships
CollaborativePartnerships
Consider creating new partnerships that will
involve community participation (e.g., Park and
Arts Commission). CMO Josh
CM's Office to institute a Neighborhood Committee in 2023 to help with various issues in the City.

D13
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly CMO Josh
Effort to stay in touch and communicate with the Agencies and Districts we do business with is ongoing.

D14
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly Diablo Water District CMO Josh Effort to stay in touch and communicate with the Agencies and Districts we do business with is ongoing.

D15
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly Diablo Water District Develop collaborative efficiencies to
serve our shared constituents CMO Josh
Effort to stay in touch and communicate with the Agencies and Districts we do business with is ongoing.

D16
Community and
Collaborative
Partnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly Ironhouse Sanitary District CMO Josh Effort to stay in touch and communicate with the Agencies and Districts we do business with is ongoing.

D17
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly Ironhouse Sanitary District Consider opportunities for water
reuse (e.g., recycled and industrial
water). CMO Josh
Effort to stay in touch and communicate with the Agencies and Districts we do business with is ongoing.

D18
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly Mt. Diablo Resource and Recovery (MDRR) CMO Josh Effort to stay in touch and communicate with the Agencies and Districts we do business with is ongoing.

D19
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly CONFIRE CMO Josh Effort to stay in touch and communicate with the Agencies and Districts we do business with is ongoing.
51 Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead FY 22‐23D20 Community and
CollaborativePartnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly School District CMO Josh Effort to stay in touch and communicate with the Agencies and Districts we do business with is ongoing.

D21
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly School District Explore joint‐use opportunities to
optimally partner with elementary
and high school (e.g., satellite
classrooms and recreation, library). CMO Josh
Staff is currently working with the OUESD to develop a new joint use facility agreement. The City also signed an MOU with the LUHSD to ensure they could hold the Freedom High Junior Prom at the Oakley Recreation Center on May 6, 2023.

D22
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly School District Re‐visit agreements with shared
facilities and public access CMO Josh
Staff is currently working with the OUESD to develop a new joint use facility agreement.

D23
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly County/Region/State CMO Josh The CM meets monthly with the General Manager's of the water and sewer districts. We have maintained communication with the CCCFPD since the consolidation with ECCFPD.

D24
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly County/Region/State Encourage collaboration for public
safety and enforcement particularly
where there is multi‐jurisdictional
responsibility (e.g., fire, road access,
school sites).

CMOPD
JoshChief This effort is ongoing as we continue to enhance our delivery of services.

D25
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly County/Region/State Discuss Regional Park interests. CMO Josh City maintains a positive working relationship with the EBRPD.

D26
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly County/Region/State Invite key electeds, Board
representatives, and others to speak
at Council meetings for outside
updates and perspective. CC Libby
The City Council gets regular updates from executives who represent the various special districts and agencies in which we work and partner with.

D27
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly NGOs CMO Josh See updates below. 52 Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead FY 22‐23D28 Community and
CollaborativePartnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly NGOs
Partner with Rotary, Friends of
Oakley, Kiwanis, Oakley Delta Lions
Club, Oakley Seniors Club, Veterans
of Oakley, Masonic Lodge and
Concordant Bodies, Friends of the
Oakley Library CMO Josh
Staff released a request for proposals earlier this year for the alcohol services at specific City events as a fundraising opportunity for local nonprofits. Staff received a total of 6 proposals which is a dramatic increase over the one received in 2022. Staff is also working to bring updates forward in the summer regarding the many non‐profit grant awards we issued in the Summer of 2022.

D29
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly NGOs Consider creating a Sister City ED Harumi We have explored the idea and had preliminary discussions with the Japanese consulate in San Francisco.

D30
Community and
CollaborativePartnerships
CollaborativePartnerships
Establish, align, and maintain partnerships with
local Special Districts, Agencies, NGOs, and
Commerce to realize our responsibilities to deliver
on the General Plan and Specific Plan and where
goals mutually align and meet quarterly NGOs
Consider expanding outreach to
NGOs beyond our region CMO Josh Task not started yet
E1
Finance and Fiscal
Responsibility N/A
Communicate on financial updates
including financial health, priorities, and
unexpected expenditures. FIN Tim
We started by reporting earlier to the City Council regarding our estimated results of FY 21/22. We have improved the investment report, with PFM.

E2
Finance and Fiscal
Responsibility N/A
Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.

Provide training related to community
facility districts to educate the public
regarding the various types of
assessments, which are not all taxes
FINPW
KevinTim Item to be presented at a future City Council meeting.

E3
Finance and Fiscal
Responsibility N/A
Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.

Educate Executive Leadership and Council
on annual budget through communication,
reporting, and training to create better
partnership on fiscal strategies. FIN Tim
We started by reporting earlier to the City Council regarding our estimated results of FY 21/22. We have improved the investment report, with PFM.

We will strive to make further improvements in the Mid‐Year Budget Review and additional quarterly reporting. Extra focus will be placed on monitoring revenue projections and the potential impacts of a recession, next year.
53 Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead FY 22‐23E4 Finance and Fiscal
Responsibility N/A
Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.

Educate the community on large, planned
revenue expenditures and how surplus
monies will be invested or retained for long‐term
“rainy day” funds (budget process). FIN Tim
The 30% Reserve Policy has been put in place and given recognition through the budget process. When the City's Standard & Poors rating was improved, that we publicized as well.

E5
Finance and Fiscal
Responsibility N/A
Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.

Partner with Special Districts and
agencies to realize economies of scale
and efficiencies. PW Kevin
Engineering Team works with neighboring agencies to take advantage of bidding opportunities on similar public projects.

E6
Finance and Fiscal
Responsibility N/A
Determine how the City will leverage its strong
financial position with development revenues and
ARPA Covid Relief money ($10M). ALL Tim
This has been an ongoing effort with various allocations being brought to the City Council. The allocations have addressed many areas that impact how the City provides services.

E7
Finance and Fiscal
Responsibility N/A
Determine how the City will leverage its strong
financial position with development revenues and
ARPA Covid Relief money ($10M).

Consider input by the community on how
funds should be prioritized.

FINCMO Tim
We considered input from the Community for several of the ARPA allocations.

E8
Finance and Fiscal
Responsibility N/A
Determine how the City will leverage its strong
financial position with development revenues and
ARPA Covid Relief money ($10M).

Implement technology upgrades to
improve transparency and public access to
City documents and remote transactions. FIN Tim
We have an agreement and statement of work from Tyler Munis for our new Enterprise Resource Planning system to consider and to move forward with. Implementation is likely to begin in July of 2023.

E9
Finance and Fiscal
Responsibility N/A
Determine how the City will leverage its strong
financial position with development revenues and
ARPA Covid Relief money ($10M).

Make the most needed improvements
to streets, utilizing development’s
improvements, funds from the sale of
property, and other financing sources to
make improvements to the East Cypress
traffic flow situation, etc. CMO Josh
We have made the East Cypress Road improvements a high priority and are working within our capacity and with development partners to ensure the improvements are constructed in a timely manner.

E10
Finance and Fiscal
Responsibility N/A
Determine how the City will leverage its strong
financial position with development revenues and
ARPA Covid Relief money ($10M).

Complete a feasibility study pertaining
to broadband services and free Wi‐Fi
throughout the City ED Harumi
We have hired a consultant to assist us with the RFP. That work will start in 2023.

E11
Finance and Fiscal
Responsibility N/A
Determine how the City will leverage its strong
financial position with development revenues and
ARPA Covid Relief money ($10M).

Provide one free session of City‐run
summer camp to Oakley residents. REC Lindsey
The Recreation Division offered one free week of camp in summer 2022 and received approval to offer the program again in 2023. The community continues to take advantage of this opportunity.

E12
Finance and Fiscal
Responsibility N/A
Develop a sustainable financial plan that will
identify opportunities for less dependency on
property taxes while maintaining the quality of life
that residents and businesses expect.

CDDED
BrentHarumi
Business retention and expansion efforts are currently being reviewed with our Economic Development Workplan update.

E13
Finance and Fiscal
Responsibility N/A
Develop a sustainable financial plan that will
identify opportunities for less dependency on
property taxes while maintaining the quality of life
that residents and businesses expect.

Attract more businesses (commercial and
industrial) to increase Oakley’s per‐capita
Sales and Use Tax revenues. ED Harumi
Business retention and expansion efforts are currently being reviewed with our Economic Development Workplan update.

E14
Finance and Fiscal
Responsibility N/A
Develop a sustainable financial plan that will
identify opportunities for less dependency on
property taxes while maintaining the quality of life
that residents and businesses expect.

Seek to supplement existing funding
sources with State and Federal grants for
special projects
CMOALL Josh
We have hired a new grant writing and lobbyist firm to assist with this effort.
54 Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead FY 22‐23E15 Finance and Fiscal
Responsibility N/A
Develop a sustainable financial plan that will
identify opportunities for less dependency on
property taxes while maintaining the quality of life
that residents and businesses expect.

Consider the implementation of
an EIFD (enhanced infrastructure
financing district) to make infrastructure
improvements that will attract businesses
and generate revenue
FINCMO
TimKevin
As we continue discussions with consultants regarding the potential development of a library and of commercial and/or housing developments, we will see if an EIFD might be an option to consider. It has not seemed to be the best option to date, though.

E16
Finance and Fiscal
Responsibility N/A
Align infrastructure spending and long‐term growth
so we can plan beyond two years to improve
streets and parks and provide for long‐term
maintenance PW Kevin This is an on‐going effort
E17
Finance and Fiscal
Responsibility N/A
Align infrastructure spending and long‐term growth
so we can plan beyond two years to improve
streets and parks and provide for long‐term
maintenance
Create an internal services fund for
facilities maintenance and improvements. FIN Tim Finance will work with Public Works/Engineering to make this happen.

E18
Finance and Fiscal
Responsibility N/A
Align infrastructure spending and long‐term growth
so we can plan beyond two years to improve
streets and parks and provide for long‐term
maintenance
Establish a minimum baseline for General
Fund contributions for street maintenance
and improvements and include a growth
factor in the recurring operating transfers
budget each year. FIN Tim Started with the FY 22/23 Budget.

E19
Finance and Fiscal
Responsibility N/A
Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:

FINALL Tim
While some new software programs have been added, most progress in this area will take place with the Enterprise Resource Planning conversion, which is expected to being in July of 2023.

E20
Finance and Fiscal
Responsibility N/A
Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:

Service for public‐business license
applications/other applications FIN Tim Same as above.

E21
Finance and Fiscal
Responsibility N/A
Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:

Financial modeling and finance/budget
balancing FIN Tim
Most progress in this area will take place with the ERP conversion, which is expected to being in July of 2023.

E22
Finance and Fiscal
Responsibility N/A
Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve: Public safety and roads
PDPW
ChiefKevin
Efforts are being made across the board to increase traffic enforcement, road design, City projects, etc….

E23
Finance and Fiscal
Responsibility N/A
Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:

Customer‐Friendly access to the City’s
financial reporting information and to
allow easier transactions without the need
for customers to come to City Hall
FINALL Tim
Most progress in this area will take place with the ERP conversion, which is expected to being in July of 2023.

E24
Finance and Fiscal
Responsibility N/A
Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve: Infrastructure and asset management PWFIN
KevinTim
Most progress in this area will take place with the ERP conversion, which is expected to being in July of 2023.

E25
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy FIN Tim Complete
E26
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Continue to receive third party
professional acknowledgment of our City’s
financial practices: FIN Tim Ongoing
55 Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead FY 22‐23E27 Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Continue to receive third party
professional acknowledgment of our City’s
financial practices:

Continue to present, apply for, and
receive the Government Finance
Officers’ Association Award on the
City’s Annual Comprehensive
Financial Report FIN Tim
The City received the GFOA ACFR Award for FY 20/21 and submitted its FY 21/22 ACFR for award but has not received the results of that submittal, yet. We will also submit our FY 22/23 financial statements for consideration of award after the fiscal year and audit of the financial statements have been completed.

E28
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Continue to receive third party
professional acknowledgment of our City’s
financial practices:

Continue to apply for and receive
the California Society of Municipal
Financial Officers’ Operating Budget
Excellence Award. FIN Tim
The City of Oakley received the CSMFO Budget Award for FY 22/23 and the FY 23/24 Budget will be presented to the City Council for approval on June 13th and submitted for award within 60 days of the fiscal year end. It should be mentioned that because of the City's sound financial policies and practices, Oakley has been recognized by the State Auditor as being ranked among the top three fiscally‐safe cities in the State of California.

E29
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Continue to update the Budget
Strategies and Financial Policies in the
City’s annual budgets. FIN Tim This is reviewed annually.

E30
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Consider how to include performance audits in the
City’s budget to provide accountability for
performance and compliance FIN Tim
We did implement performance measures into the FY 22/23 Budget for the first time. This will be refined in future budgets, as well.

E31
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Maintain 10‐year budget forecast to be
updated with each annual budget FIN Tim
and 2023/2024, the latter of which has been presented to the City Council in the Budget Work Session and will be included in the
E32
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Establish a 30% General Fund Reserve
Policy to protect the City’s operations
from a sudden drop in property tax and
development‐related revenues FIN Tim Complete
E33
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Establish a formal policy for the restrictions
on and allowed uses of funds in the 30%
General Fund Reserve Policy FIN Tim
It is likely that this will be completed in conjunction with the FY 24/25 Budget.

E34
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Consider separating out the Capital
Improvement Project (CIP) budget from
the general operational budget. FIN Tim Completed with the FY 22/23 Budget.

E35
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Consider separating out the Capital
Improvement Project (CIP) budget from
the general operational budget.

Itemize individual project line items
for Council consideration in addition
to aggregated projects. FIN Tim Completed with the FY 22/23 Budget.

E36
Finance and Fiscal
Responsibility N/A
Develop a Financial Strategy and
Reporting Policy
Align Strategic Plan Goals and Objectives
into the annual budget document,
including performance measures FIN Tim
Completed with the FY 22/23 Budget. Will be reviewed and improved on annually.

F1
SustainableOrganization N/A
Create a Recruitment and Retention Plan that will
hire and retain staff to serve Oakley’s growing
demands and sustain the level of service our
residents and businesses expect. HR Jeri We are constantly looking to improve on our process.

F2
SustainableOrganization N/A
Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of service
our residents and businesses expect.

Create a competitive compensation
package that is sustainable to attract and
retain our greatest assets – our people. HR Jeri Completed with the adoption of the FY 22/23 Budget.

F3
SustainableOrganization N/A
Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of service
our residents and businesses expect.

Provide appropriate training and
professional development to keep up with
regulatory requirements and skill sets to
maintain the City ALL ALL Effort to ensure training for all employees is ongoing.

F4
SustainableOrganization N/A
Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of service
our residents and businesses expect.

Properly staff our Police Department to
best protect and serve Oakley.

HRPD
JeriChief
PD staffing is now effectively full. We have determined it to be feasible and meaningful to possibly overhire officers and add officers in the next fiscal year.
56 Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead FY 22‐23F5 SustainableOrganization N/A
Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of service
our residents and businesses expect.

Address staffing limitations by hiring,
contracting, or prioritizing programs, projects, and
initiatives to scale appropriately. ALL CMO
We continue to look at the needs of the community and the services we need to deliver on. Staffing and scaling appropriately is all tied to our budget and available resources.

F6
SustainableOrganization N/A
Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of service
our residents and businesses expect.

Base the City’s performance on execution
of SP27+ and other major initiatives. ALL CMO Ongoing effort F7
SustainableOrganization N/A
Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of service
our residents and businesses expect.

Encourage employee wellness by creating a safe
and healthy work environment, an Employee
Assistance Program (EAP), regular employee
appreciation events and team building, and the
employee wellness program. HR Jeri
Hired Psych Law for PD and continue to offer EAP for all others. Had our wellness fair with almost 50 participants. Continue monthly wellness events, continue employee welcoming and appreciation events F8
SustainableOrganization N/A
Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of service
our residents and businesses expect.

Rebuild and re‐energize staff by surveying all
employees to understand what would make Oakley
a great place to work (e.g., work life balance, work
from home schedule). HR Jeri
Strategic plan had an employee portion of the survey. Did OPEN Enrollment survey, Employee Forum questions etc. We will also be reaching out this year for input on job descriptions‐with evaluations, we will review job descriptions to ensure they are accurate.

F9
SustainableOrganization N/A
Identify and invest in resources to execute
the City’s responsibilities. ALL Josh
We continue to look at the needs of the community and the services we need to deliver on. Staffing and scaling appropriately is all tied to our budget and available resources.

F10
SustainableOrganization N/A
Identify and invest in resources to execute
the City’s responsibilities.

Invest in Electric Vehicle fleet, which would
require downtown charging stations.

FINPWPD
TimKevinChief
We will monitor availability of incentives and seek grant funding related to Electric Vehicles and related infrastructure for charging Electric Fleet vehicles.

F11
SustainableOrganization N/A
Identify and invest in resources to execute
the City’s responsibilities.

Upgrade IT services to include new
computer systems and more efficient
IT response to computer and technical
issues to ensure projects can be
delivered efficiently FIN
Previously Tim.

CurrentlyDanielle
During Fiscal Year 2022/2023, the management of IT services was moved to the City Manager's Office and are to be handled by the new Assistance City Manager.

F12
SustainableOrganization N/A
Identify and invest in resources to execute
the City’s responsibilities.

Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives. HR Jeri
Once job description questionnaires are complete, we will do a look at the future needs of the entire City.

F13
SustainableOrganization N/A
Identify and invest in resources to execute
the City’s responsibilities.

Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.

Grant writer to identify State and
Federal grants to support Oakley CMO Josh
We have hired a new grant writing and lobbyist firm to assist with this effort.
57 Strategic Plan 2022‐2027+ Objectives
## Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s) Assigned Lead FY 22‐23F14 SustainableOrganization N/A
Identify and invest in resources to execute
the City’s responsibilities.

Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.

Parks & Recreation staff to keep up
with demands of new parks and
recreational programming
PWREC
KevinLindsey
The Recreation Division has increased independent instructor led classes, as well as seeking event vendors and partners to provide some of the services typically staffed by employees to free up employees.

F15
SustainableOrganization N/A
Identify and invest in resources to execute
the City’s responsibilities.

Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.

Public Works staff to keep up with
demands of new housing, parks and
infrastructure development and
maintenance. PW Kevin This is an on‐going effort
F16
SustainableOrganization N/A
Identify and invest in resources to execute
the City’s responsibilities.

Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.

Police to keep up with growing safety
needs PD Chief
PD staffing is now effectively full. We have determined it to be feasible and meaningful to possibly overhire officers and add officers in the next fiscal year.

F17
Sustainable
Organization N/A
Identify and invest in resources to execute
the City’s responsibilities.

Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives. Other needs as determined ALL ALL Effort is also covered under other goals.

F18
SustainableOrganization N/A
Create a City‐wide Succession Plan that anticipates
retirement, attrition, and promotions, and provides
opportunity for development and growth, to build a
well‐rounded team that is prepared to serve the
City now and well into its future.

HRALL Jeri
Once job description questionnaires are complete, we will do a look at the future needs of the entire City.

F19
SustainableOrganization N/A
Reinforce a safe and healthy work
environment to protect our employees andminimize compensation claims.

HRPD
JeriChief
An area for a small gym has been identified and created. This will allow officers to work on their overall fitness.

F21
SustainableOrganization N/A Establish trust in City Hall.

Reinforce the investment of our revitalized
staff and Council and create measurable
partnerships among the trio of Council,
staff, and the community to deliver on
Oakley’s co‐created SP27+. CMO Josh Ongoing effort
F22
SustainableOrganization N/A Establish trust in City Hall.

In order to recruit and retain staff,
Oakley must improve its public‐private
partnership and live its established values
to attract residents, businesses, and
employees alike. ALL ALL Ongoing effort
F23
SustainableOrganization N/A Establish trust in City Hall.

Reinforce Team Oakley: Council, staff, and the
public by celebrating successes and communicating
obstacles for full transparency to create a learning
environment. ALL ALL Ongoing effort
F24
Sustainable
Organization N/A Establish trust in City Hall.

Inspire and encourage Oakley staff to
be visible and work with the community
at large. ALL ALL Ongoing effort
F25
Sustainable
Organization N/A Establish trust in City Hall.

Acknowledge roles and responsibilities
per the City’s Governance Guidelines &
Protocols Policy Framework to guide the
execution of the Strategic Plan. ALL ALL Ongoing effort 58 PLAY WORK LIVE
City of Oakley

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

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

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

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

Randy Pope Joshua McMurray
Mayor City Manager
Mayor Randy Pope
Joshua McMurray
Contents
Oakley’s History...........................................................................2 Mission, Vision, and Values .....................................................4 Goals and Priority Objectives .................................................6 Community and Economic Development Goal...............8 Community Health & Safety Goal..................................... 12 Parks and Open Space Goal................................................. 14 Finance and Fiscal Responsibility Goal ............................ 18 Sustainable Organization Goal ........................................... 20 Team Oakley: Partnering for Success................................ 22 60 City of Oakley 2 Strategic Plan 2022–2027+ City of Oakley 3 Strategic Plan 2022–2027+ 1860 1870 1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 2030 1860
Farmers settled in the
Oakley area
1889
Almond Growers
Association of East Contra
Costa County formed
1913
First library established
Oakley Women’s Club founded
1900
Santa Fe Railroad first train
1898
First Postmaster appointed
1915
Vineyards developed
1924
Fire struck
Oakley, burning
most of the
businesses in
town
1945
Oakley Sanitary District formed
1947
Oakley Observer established
1949
Oakley Observer renamed East Contra Costa Observer
1928
Levee break north of town
flooded 2.5 sq. miles
1950
First shopping center
Chamber of Commerce founded
2009
First Harvest Festival
2020
Contra Costa Logistics
Center broke ground
2022
General Plan
updated and
Strategic Plan
adopted
2010–2021
~2,600 new single
family homes
constructed
2012
First all-abilities playground
2014
Oakley Veterens
Memorial opened
2016
City Police department formed
2019
Recreation Center opened
1986
Miwok skeletons found
in Big Break area
1996
Freedom High School opened
1999
The City of Oakley
incorporated
1930
Fire struck downtown
1955
Water treatment plant
opened
1905
Oakley Hotel built
First annual Oakley Jack Rabbit Bar-b-que
1860 1870 1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 2030 1860
Farmers settled in the
Oakley area
1889
Almond Growers
Association of East Contra
Costa County formed
1913
First library established
Oakley Women’s Club founded
1900
Santa Fe Railroad first train
1898
First Postmaster appointed
1915
Vineyards developed
1924
Fire struck
Oakley, burning
most of the
businesses in
town
1945
Oakley Sanitary District formed
1947
Oakley Observer established
1949
Oakley Observer renamed East Contra Costa Observer
1928
Levee break north of town
flooded 2.5 sq. miles
1950
First shopping center
Chamber of Commerce founded
2009
First Harvest Festival
2020
Contra Costa Logistics
Center broke ground
2022
General Plan
updated and
Strategic Plan
adopted
2010–2021
~2,600 new single
family homes
constructed
2012
First all-abilities playground
2014
Oakley Veterens
Memorial opened
2016
City Police department formed
2019
Recreation Center opened
1986
Miwok skeletons found
in Big Break area
1996
Freedom High School opened
1999
The City of Oakley
incorporated
1930
Fire struck downtown
1955
Water treatment plant
opened
1905
Oakley Hotel built
First annual Oakley Jack Rabbit Bar-b-que
Oakley’s History
Officially incorporated on July 1,
1999, Oakley is the 11th newest city
in California. Oakley is one of the last
pioneer communities established inland from
California’s great coastal centers. Located
beyond the extensive San Francisco Bay, the
area was historically known as a railroad town
along the Santa Fe railroad line and became
San Francisco’s easternmost frontier for
agricultural production in the 1960s.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Community
and Economic
Development
Community
Health
and Safety
Parks and
Open Space
Community
and Collaborative
Partnerships
Finance and
Fiscal
Responsibility
Sustainable
Organization
Strategic and
Thoughtful
Growth
Business-Friendly
Environment
Local Jobs
Safe Streets
Healthy
Neighborhoods
and Community
Resources
Parks and
Public Areas
Programs and
Recreation
Community
Outreach and
Engagement
Collaborative
Partnerships
Oakley’s Goals
63 City of Oakley 8 Strategic Plan 2022–2027+ City of Oakley 9 Strategic Plan 2022–2027+ Community and Economic Development Goal
The City of Oakley will inspire and encourage Community & Economic Development through strategic and thoughtful growth, a business-friendly environment, and local employment opportunities. ◦ Seek, in conjunction with the community,
sustainable economic opportunities to
attract businesses and create jobs, while
being sensitive to the types of businesses
the community needs and wants.
◦ Prioritize planning by targeting new
businesses that align with Oakley’s vision.
• Provide affordable housing sites that meet
our legislated Regional Housing Needs
Allocation (RHNA).
• Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.
◦ Encourage quality, sustainable growth--
housing with business and requisite road
infrastructure and sidewalks to support
pedestrian and bicyclist movement.
◦ Leverage the train platform that will offer
better access for Downtown programming.
◦ Create better streetscapes that can
promote traffic calming.
◦ Consider funding elements of the
Downtown Specific Plan with American
Rescue Plan Act (ARPA) monies.
◦ Revitalize and draw people downtown to
live, work, and play.
–Develop an expanded downtown with
additional buildings and mixed use.
–Consider a park, including programming
specific to Economic Development, from
north 2nd Street to Rose Ave.
–Develop or sell City-owned properties
based on community benefit.
–Consider relocating the co-hosted City/
High School Library to a downtown
location that can be a unifying location
for Seniors, Youth, Veterans, and possible
satellite location for County services.
–Research rezoning of River Oaks Crossing
• Develop a vital Shoreline Plan to attract both
people and commerce to our waterfront.
◦ Expand marina zoning: restaurants,
recreational access, fishing tournaments,
55-acre park.
◦ Determine viable economic uses of the
Oakley shoreline and visit other cities
to see how they attracted visitors as a
destination (e.g., new Science Center).
• Plan and develop Cypress Corridor holistically
with improvements and commerce to service
new development to ease downtown traffic
(e.g., grocery, restaurants).
• Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:
◦ Update zoning to promote single and
multi-family housing, mixed use, light
industry, and commercial opportunities
and remaining residential opportunities.

Ensure that zoning considers potential
conflicts with adjacent properties that are
not compatible.
◦ Enforce codes consistently in all districts
to create consistent standard to code
enforcement by using a combination of
reactive and proactive code enforcement.
–Maintain code enforcement officers and
provide proper training.
◦ Encourage objective decision-making
versus subjective decision-making for
application approvals to meet Oakley’s
vision and economic goals by focusing on
formal plan and study outcomes.
◦ Require developer fees for proper
infrastructure (e.g., roads and parks) to
support development and growth.
◦ Communicate and build consensus through
the results of the special studies that are
Strategic and Thoughtful Growth
Sub-goal
We will strategically plan and thoughtfully
align our residential, commercial, and
industrial growth to meet our short- and
long-term vision.

Strategic and Thoughtful Growth
Objectives
• Strategically plan and pursue commerce
that meets the new service demands of
local residents and attracts customers as
a destination (e.g., grocery store, retail,
entertainment, and light industrial near
Amazon and on west end).
◦ Attract businesses that create
alternative revenue sources to property
tax through sales and business taxes
and employ our residents.
commissioned to provide for the feasibility
of projects and engage the public at the
beginning of all projects to ensure project
delivery is not stunted or stopped without
defining success from all stakeholders.
• Enhance Environmental Stewardship
◦ Collaborate with the water and sewer
special districts to maximize the
distribution and use of recycled water.
◦ Explore and report on green energy
opportunities.
–Solar at City facilities
–Expansion of City’s EV Charging Program
The City of Oakley will strategically plan and
thoughtfully align the town’s residential, commercial,
and industrial growth to meet both its short- and longterm goals.

The City of Oakley’s business-friendly environment will attract residential, commercial, and industrial partners to revitalize Oakley where people will come to Live,
Work, and Play.
64 City of Oakley 10 Strategic Plan 2022
–2027+ City of Oakley 11 Strategic Plan 2022–2027+
◦ Remove the allowance for non-drought
tolerant landscaping.
◦ Ensure new residential construction meets
adopted standards for energy efficiency,
including solar and power storage.
◦ Implement energy, air quality, and
greenhouse gas emissions goals within
the Oakley General Plan, including the
adoption and implementation of a Climate
Action Plan by 2025 that complies with
State greenhouse gas reduction targets.
• Complete a comprehensive update of the
City’s Zoning Code. ◦ Ensure consistency with current and future vision for Oakley and the recently updated
Oakley General Plan.

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

Business-Friendly Environment
Objectives • Research other “like cities” to develop a
Strategic Business Outreach Plan. ◦ Conduct a Stimulate Oakley Business analysis for Oakley and compare to adjacent
cities for differentiators and opportunities.
◦ Develop a Business Vision for Oakley
that will attract and retain high-quality,
diverse commerce through incentives for
businesses including small businesses.
◦ Develop a Property Utilization Plan on
City-owned properties to maximize the
City’s potential return on investment.
• Bolster and support existing businesses
through the use of financial and funding
incentives such as business low-interest
loans, grant funding, ARPA funding, and
promote “buy local” incentives.
• Showcase businesses through active
engagement and outreach (e.g., social
media, storefronts images, local business
newsletter with coupon book included).
• Continue to streamline business license
fee/permits.
• Beautify Oakley’s streetscapes, parks, and
business facades to attract and retain
businesses and their customers.

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

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

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

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

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

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

Safe Streets Objectives
• Create an Emergency Disaster & Response
Plan including resiliency resources.
◦ Develop a Communication Plan for
emergency responders, Public Works, the
public, and other key stakeholders.
◦ Provide and reinforce public and staff training
through regular community meetings.
◦ Ensure resiliency to power outages
(traffic controls, cellular and broadband
backup, generators).
◦ Implement training, communicate broadly,
and seek grants for implementation.
◦ Modernize the Oakley Emergency
Operations Center (EOC).
• Address streets and main arteries vulnerable
to fire, flood, and traffic hazards with
improving infrastructure and evacuation
plans to provide for safe passage for people
including emergency responders.
◦ East Cypress Corridor Specific Plan Area
◦ Main Street – improve areas to their full
right-of-way
◦ Complete Laurel Road, including
widening to its full width, and the
extension and over-crossing over the
railroad track to Sellers Avenue
• Explore improving lighting for safety.
• Align police resources with City’s growth.
◦ Develop and implement a staffing plan to
scale police personnel to City’s growing
safety needs.
◦ Streamline and civilianize where
appropriate (i.e., admin, budget/finance,
records, property, fleet management, etc.).
◦ Improve and invest in technology.
–Map accident scenes to open roads quicker.
–Research red light cameras to supplement
sworn enforcement officers.
–Create a larger “cyber shield” over the
City via a robust camera program.
◦ Establish strong neighborhood watch
programs, including National Night
Out, and maintain close communication
between the neighborhoods, the City
Council, Oakley Police, and City Hall.
◦ Collaborate with neighboring agencies
to maximize efficiencies with shared
resources (e.g., equipment).
◦ Expand the Citizen Emergency Response
Training (CERT) program.
◦ Dedicate traffic enforcement team to
improve traffic safety.
• Prioritize road improvements and provide
robust enforcement to manage traffic, given
accidents are the #1 safety challenge.
◦ Consider road improvements such as
delineators for areas where speed is an issue.
◦ Implement traffic-calming policy and
update to new practices for increased
traffic as Oakley grows.
• Promote Safe Pedestrian and Bike Routes.
◦ Collaborate with School Districts to apply
for State and Federal grants to create safer
and more accessible connectivity.
◦ Improve trail connectivity to provide
pedestrians and cyclists safe passage.

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

Safe and Healthy Neighborhoods
+ Community Resources
Objectives
• Rejuvenate our downtown and residential
and business developments to discourage
blight through beautification and
development of standards for commercial
code enforcement.
• Promote community service opportunities
to build the community and beautify Oakley.
• Implement Phase 2 of the Recreation Center.
• Connect and promote the County and
Non-Governmental Organizations (NGOs)
resources available to assist our vulnerable
populations (e.g., unhoused persons,
people seeking mental health assistance,
Veterans services).
◦ Educate and promote use of 211 for
essential community services.
◦ Initiate and partner with other agencies to
create regional support to provide services
to help unhoused persons.

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

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

Parks and Public Areas Objectives • Upgrade and develop parks and open space for diverse interests and expanded underserved areas to reinvigorate “play” in Oakley. ◦ Envision a Downtown Park to attract people downtown (e.g., new park parallel
to the railroad tracks with a museum and
bocce ball courts).
◦ Envision, develop, and fund Oakley’s 55-
Acre Regional Park and seek grant funding
that will compete at the State level. –Envision Oakley as the front door of the Delta and one of California’s
natural wonders.
–Include trail and waterway access to
attract outdoor sporting such as hiking,
kayaking, boating, and recreational
and sports fishing that would serve as
an amenity to draw homeowners and
sporting events alike.
◦ Create and maintain sporting fields (bocce,
baseball/softball, soccer, equestrian arena)
and provide shade, bathrooms, and
lighting services.

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

Programs and Recreation Objectives • Upgrade parks and open space to be accessible and attract the many interests
of our diverse residents and visitors and
provide access for all. ◦ Celebrate and promote our local history through educational and enrichment
opportunities and consider work with
historical society.
◦ Complete Phase 2 of Oakley’s Recreation
Center to encourage indoor sports, Camp
Room, and Teen Room for classes.
◦ Continue to offer special events and
streamline the process for community
groups to host events that create a sense
of Oakley community and showcase the
importance of families, youth, seniors,
and Veterans.
◦ Promote Oakley’s events and recreation
and differentiate our offerings from
adjacent cities.

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

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

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

Community Outreach and
Engagement Objectives
• Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.
◦ Encourage community neighborhood
involvement, such as cleanup walks, that
reinforce healthy lifestyles and shared goals
with Oakley Police, Council, and City Hall.
◦ Create interactive face-to-face dialog as
a supplement to one-sided social media
communication where full participation
cannot be facilitated due to Brown Act
limitations.
–Promote City Council/Community
meetings through social media to
inform about agendas where public can
participate in person.
◦ Celebrate Oakley in demonstrating and
communicating our achievements in
accomplishing SP27+, community events,
and activities that unite us (e.g., Heart of
Oakley, Harvest Festival, Christmas Tree
Lighting, Summerfest Celebration, etc.).
◦ Actively uphold Oakley’s Governance
Guidelines & Protocols Policy to
encourage productive partnerships,
positive communication, and achievement
of short- and long-term goals.
• Increase Oakley’s communication through
outward-facing media, social media
platforms, and website.
◦ Promote City Council agendas and
decisions via social media with updates on
economic activity, business growth, and
community events.
◦ Communicate how Oakley is living its core
values and meeting its stated mission and
vision (e.g., newspapers, electronic boards,
website, newsletter, social media).
◦ Modernize website to be user friendly,
transparent, functional, and reflective of
the City’s vision.
• Communicate and uphold the City’s
information systems to reinforce
transparency and access to build trust.

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

Collaborative Partnerships
Objectives
• Consider creating new partnerships that will
involve community participation (e.g., Park
and Arts Commission).
• Establish, align, and maintain partnerships
with local Special Districts, Agencies, NGOs,
and Commerce to realize our responsibilities
to deliver on the General Plan and Specific
Plan and where goals mutually align and
meet quarterly.
◦ Diablo Water District
–Develop collaborative efficiencies to serve
our shared constituents.
◦ Ironhouse Sanitary District
–Consider opportunities for water reuse
(e.g., recycled and industrial water).
◦ Mt. Diablo Resource and Recovery (MDRR)
◦ CONFIRE
◦ School District
–Explore joint-use opportunities to
optimally partner with elementary and
high school (e.g., satellite classrooms and
recreation, library).
–Re-visit agreements with shared facilities
and public access.
◦ County/Region/State
–Encourage collaboration for public safety
and enforcement particularly where there
is multi-jurisdictional responsibility (e.g.,
fire, road access, school sites).
–Discuss Regional Park interests.
–Invite key electeds, Board representatives,
and others to speak at Council meetings
for outside updates and perspective.
◦ NGOs
–Partner with Rotary, Friends of Oakley,
Kiwanis, Oakley Delta Lions Club,
Oakley Seniors Club, Veterans of Oakley,
Masonic Lodge and Concordant Bodies,
Friends of the Oakley Library.
–Consider creating a Sister City.
–Consider expanding outreach to NGOs
beyond our region.

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

Finance and Fiscal Responsibility
Objectives
• Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.
◦ Provide training related to community
facility districts to educate the public
regarding the various types of
assessments, which are not all taxes.
◦ Educate Executive Leadership and Council
on annual budget through communication,
reporting, and training to create better
partnership on fiscal strategies.
◦ Educate the community on large, planned
revenue expenditures and how surplus
monies will be invested or retained for longterm “rainy day” funds (budget process). ◦ Partner with Special Districts and
agencies to realize economies of scale
and efficiencies.
• Determine how the City will leverage its strong
financial position with development revenues
and ARPA Covid Relief money ($10M).
◦ Consider input by the community on how
funds should be prioritized.
◦ Implement technology upgrades to
improve transparency and public access to
City documents and remote transactions.
◦ Make the most needed improvements
to streets, utilizing development’s
improvements, funds from the sale of
property, and other financing sources to
make improvements to the East Cypress
traffic flow situation, etc.
◦ Complete a feasibility study pertaining
to broadband services and free Wi-Fi
throughout the City.
◦ Provide one free session of City-run
summer camp to Oakley residents.
• Develop a sustainable financial plan that will
identify opportunities for less dependency on
property taxes while maintaining the quality
of life that residents and businesses expect.
◦ Attract more businesses (commercial and
industrial) to increase Oakley’s per-capita
Sales and Use Tax revenues.
◦ Seek to supplement existing funding
sources with State and Federal grants for
special projects.
◦ Consider the implementation of
an EIFD (enhanced infrastructure
financing district) to make infrastructure
improvements that will attract businesses
and generate revenue.
• Align infrastructure spending and long-term
growth so we can plan beyond two years to
improve streets and parks and provide for
long-term maintenance.
◦ Create an internal services fund for
facilities maintenance and improvements.
◦ Establish a minimum baseline for General
Fund contributions for street maintenance
and improvements and include a growth
factor in the recurring operating transfers
budget each year.
• Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:
◦ Service for public-business license
applications/other applications
◦ Financial modeling and finance/budget
balancing
◦ Public safety and roads
◦ Customer-Friendly access to the City’s
financial reporting information and to
allow easier transactions without the need
for customers to come to City Hall
◦ Infrastructure and asset management
• Develop a Financial Strategy and
Reporting Policy
◦ Continue to receive third party
professional acknowledgment of our City’s
financial practices:
–Continue to present, apply for, and
receive the Government Finance Officers’
Association Award on the City’s Annual
Comprehensive Financial Report.
–Continue to apply for and receive
the California Society of Municipal
Financial Officers’ Operating Budget
Excellence Award.
◦ Continue to update the Budget
Strategies and Financial Policies in the
City’s annual budgets.
◦ Consider how to include performance audits
in the City’s budget to provide accountability
for performance and compliance.
◦ Maintain 10-year budget forecast to be
updated with each annual budget.
◦ Establish a 30% General Fund Reserve
Policy to protect the City’s operations
from a sudden drop in property tax and
development-related revenues.
◦ Establish a formal policy for the restrictions
on and allowed uses of funds in the 30%
General Fund Reserve Policy.
◦ Consider separating out the Capital
Improvement Project (CIP) budget from
the general operational budget.
–Itemize individual project line items for
Council consideration in addition to
aggregated projects.
◦ Align Strategic Plan Goals and Objectives
into the annual budget document,
including performance measures.

Oakley will leverage financial resources for the longterm benefit of our residents and businesses. 69 City of Oakley 20 Strategic Plan 2022–2027+ City of Oakley 21 Strategic Plan 2022–2027+ Sustainable Organization Goal
The City of Oakley will create a vibrant municipal workforce that reflects our commitment to an inclusive and equitable community and can meet our mission today while striving for our envisioned future tomorrow.

Sustainable Organization
Objectives
• Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of
service our residents and businesses expect.
◦ Create a competitive compensation
package that is sustainable to attract and
retain our greatest assets – our people.
◦ Provide appropriate training and
professional development to keep up with
regulatory requirements and skill sets to
maintain the City.
◦ Properly staff our Police Department to
best protect and serve Oakley.
◦ Address staffing limitations by hiring,
contracting, or prioritizing programs, projects,
and initiatives to scale appropriately.
◦ Base the City’s performance on execution
of SP27+ and other major initiatives.
◦ Encourage employee wellness by creating
a safe and healthy work environment,
an Employee Assistance Program (EAP),
regular employee appreciation events
and team building, and the employee
wellness program.
◦ Rebuild and re-energize staff by
surveying all employees to understand
what would make Oakley a great place to
work (e.g., work life balance, work from
home schedule).
• Identify and invest in resources to execute
the City’s responsibilities.
◦ Invest in Electric Vehicle fleet, which would
require downtown charging stations.
◦ Upgrade IT services to include new
computer systems and more efficient
IT response to computer and technical
issues to ensure projects can be
delivered efficiently.
◦ Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.
–Grant writer to identify State and Federal
grants to support Oakley.
–Parks & Recreation staff to keep
up with demands of new parks and
recreational programming.
–Public Works staff to keep up with demands
of new housing, parks and infrastructure
development and maintenance.
–Police to keep up with growing safety needs.
–Other needs as determined.
• Create a City-wide Succession Plan that
anticipates retirement, attrition, and
promotions, and provides opportunity for
development and growth, to build a wellrounded team that is prepared to serve the City now and well into its future.
• Reinforce a safe and healthy work
environment to protect our employees and
minimize compensation claims.
• Establish trust in City Hall.
◦ Reinforce the investment of our revitalized
staff and Council and create measurable
partnerships among the trio of Council,
staff, and the community to deliver on
Oakley’s co-created SP27+.
◦ In order to recruit and retain staff,
Oakley must improve its public-private
partnership and live its established values
to attract residents, businesses, and
employees alike.

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

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

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

Maria Pascoal, GEI Consultants The Oakley City Council formally accepted the final Strategic Plan 2022-2027+. 71 OAKLEYThank you for helping Oakley co-create
a resilient future and a vibrant and
evolving community that welcomes and
values all people.
72 City of Oakley
3231 Main Street, Oakley, CA 94561
(925) 625-7000
https://www.ci.oakley.ca.us/
73

Oakley City CouncilMay 23, 2023

Oakley City Council
May 23, 2023