Oakley City Council
September 12, 2023

AGENDA

REGULAR JOINT MEETING OF THE OAKLEY CITY COUNCIL/OAKLEY CITY

COUNCIL ACTING AS THE SUCCESSOR AGENCY TO THE OAKLEY

REDEVELOPMENT AGENCY/OAKLEY PUBLIC FINANCING AUTHORITY
Tuesday, September 12, 2023
6:30 PM
Oakley City Council Chambers located at 3231 Main Street, Oakley, California 94561.

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

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

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

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

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

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

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

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

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

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

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

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

1.2 Pledge of Allegiance to the Flag (Parker Holder, Laurel Elementary School Student)

1.3 Update from Diablo Water District General Manager Dan Muelrath

1.4 Update from Nonprofits Awarded American Rescue Plan Act (ARPA) State and Local Fiscal Recovery Grant Funds (a) Joey Ogo, Director/CFO, Be Exceptional (b) Janette Kennedy, Executive Director, Development and External Relations, Loaves and Fishes of Contra Costa (c) Robin Ryder, Founder/President No Paws Left Behind Kitty Rescue (d) Marivel Mendoza, Co-Founder & Executive Director, Hijas del Campo
2 1.5 Presentation-Oakley Chamber of Commerce (Oleksii Chuiko)

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

3.CONSENT CALENDAR
Consent Calendar items are typically non-controversial in nature and are considered for approval by the Oakley City Council/ Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority with one single action. Members of the audience, Staff or the Oakley City Council/ Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority who would like an item removed from the Consent Calendar for 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 August 8, 2023 (Libby Vreonis, City Clerk) Minutes 08-08-23

3.2 Approve Minutes from the Special City Council Meeting held August 22, 2023 (Libby Vreonis, City Clerk)
Minutes 08-22-23

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

3.4 Ratify Election: Adopt Ordinance No. 4-23 Authorizing the Levy of a Special Tax on Parcels of Land within Tax Area Zone 188 within the Oakley Special Police Tax Area for Police Protection Services for the Honey Creekside project (Subdivision 9579) located at 463 and 560 Honey Lane (APNs 033-030-028 and 033-030-032) (Kevin Rohani, P.E., Public Works Director/City Engineer) Staff Report

1. Signed Ballot

2. Ordinance
2a. Exhibit A
2b. Exhibit B

3.5 Acceptance of Work Associated with the Sheriff Annex Building Demolition Project – Capital Improvement Project Number 271 (Kevin Rohani, P.E., Public Works Director/City Engineer)
3 Staff Report

1. Resolution

2. Notice of Completion

3.6 Review and Adoption of 2023 Economic Development Work Plan (Harumi Murata, Economic Development Analyst)
Staff Report

1. 2023 Oakley Economic Development Work Plan

2. 2023 Oakley Economic Development Work Plan with track changes

3. Draft Resolution

3.7 Approval of Response to Civil Grand Jury Report No. 2306, “Affordable Housing: ‘A Plan Without a Home’” (Joshua McMurray, City Manager) Staff Report

1. Contra Costa Civil Grand Jury Report 2306

2. Draft Response from the City of Oakley

3.8 Annexation No. 35 (Honey Creekside SD 9579) to the City of Oakley Community Facilities District No. 2015-2 (Parks, Streetlight, Landscape and Stormwater Services) (Kevin Rohani, Public Works Director/City Engineer) Staff Report

1. Unanimous Approval Form

2. Resolution

3. Amended Boundary Map

4. Amendment to Notice of Special Tax Lien

3.9 Annexation No. 9 (Elm Lane Apartments) to the City of Oakley Community Facilities District No. 2018-1 (Fire Protection Services) (Kevin Rohani, P.E., Public Works Director/City Engineer)
Staff Report

1. Unanimous Approval Form

2. Resolution

3. Amended Boundary Map

4. Amendment to Notice of Special Tax Lien

3.10 Annexation No. 36 (McDonald’s at Laurel Plaza) to the City of Oakley Community Facilities District No. 2015-2 (Parks, Streetlight, Landscape and Stormwater Services) (Kevin Rohani, P.E., Public Works Director/City Engineer) Staff Report

1. Unanimous Approval Form

2. Resolution

3. Amended Boundary Map
4 4. Amendment to Notice of Special Tax Lien

4.PUBLIC HEARINGS

4.1 Adoption of the State of California Density Bonus Law (SDBL) - Repeal Local Density Bonus Regulations (Oakley Municipal Code Section 9.1.412) and Replace with Adoption of the State Density Bonus Law by Reference (RZ 03-23) (Ken Strelo, Planning Manager)
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) Waive the First Reading and Introduce the Ordinance
CEQA Determination: The proposed ordinance is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15061(b)(3) – Common Sense Exemption in that the proposed ordinance would only establish and clarify administrative processes and would not facilitate new construction or other groundbreaking activities. There is no potential to result in either a direct physical change to the environment or a reasonably foreseeable indirect physical change to the environment. None of the circumstances described in CEQA Guidelines Section 15300.2 applies.

Staff Report

1. Legislative History Summary (2019-2023)

2. Summary of Pending 2023-2024 Legislation

3. Planning Commission Resolution No. 12-23

4. Proposed Ordinance

4.2 Grand Cypress Preserve Development Agreements Master Amendment (DA 01-23) – Continued from August 8, 2023 (Ken Strelo, Planning Manager) Suggested Action: Staff Recommendation: 1) Receive the Staff Report, 2) Receive Questions from the City Council, 3) Open the Public Hearing, 4) Receive Comments from the Applicant, 5) Receive Public Testimony, 6) Close the Public Hearing, 7) Deliberate, 8) Summarize the Deliberation 9) Waive the First Reading and Introduce the Ordinance
CEQA Determination: Recommend the City Council find that the project is within the scope of the East Cypress Corridor Specific Plan Revised Final Environmental Impact Report (SCH No. 2004092011) certified by the City Council through adoption of Resolution No. 46-09 on March 10, 2009
Staff Report

1. Vicinity Map

2. Notice of Public Hearing (For Original Public Hearing Date of August 8, 2023)

3. Planning Commission Resolution 11-23

4. Grand Cypress Preserve Development Agreements Master Amendment

5. Proposed Ordinance
5 5.REGULAR CALENDAR

5.1 Oakley Union Elementary School District Freestanding Electronic Reader Boards (SP 03-23) – Consideration of a proposed Sign Permit to replace multiple letterboard marquee static freestanding signs along various elementary and middle school frontages with double-sided freestanding electronic reader boards (Ken Strelo, Planning Manager) Suggested Action: CEQA Determination: The project is categorically exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15301 – Existing Facilities of the State of California CEQA Guidelines. Section 15301 of the State CEQA Guidelines exempts projects when the proposed project involves negligible or no expansion of use beyond that existing at the time of the lead agency’s determination.

Staff Report

1. Vicinity Map

2. Applicant's Plans

3. Proposed Resolution

5.2 Adopt a Resolution to Establish an Affordable Housing Ad-Hoc Advisory Committee (Joshua McMurray, City Manager)
Staff Report

1. Draft Resolution

6.REPORTS

6.1 CITY MANAGER
(a) City Manager
(b) August Business License Report

1. August Business License Report

6.2 OAKLEY CITY COUNCIL/OAKLEY CITY COUNCIL ACTING AS THE

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

7.WORK SESSIONS
6 8.CLOSED SESSION

8.1 CONFERENCE WITH LEGAL COUNSEL-ANTICIPATED

LITIGATION-SIGNIFICANT EXPOSURE TO LITIGATION
Pursuant to Government Code Section 54956.9(d)(2). One potential case.

9.ADJOURN
7 Minutes of the Regular Joint Meeting of the Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority
held August 8, 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. Vice Mayor Anissa Williams and Councilmembers Dr. George Fuller, Hugh Henderson and Shannon Shaw were also present.

1.2 Pledge of Allegiance to the Flag
Councilmember Henderson led the Pledge of Allegiance to the Flag.

1.3 Update from Contra Costa Advisory Council on Aging (Michael Rigsby) Michael Rigsby, Contra Costa Advisory Council on Aging, provided an update.

Vice Mayor Williams asked him to share specifically what the organization has done for Oakley Seniors.

Mr. Rigsby explained lack of transportation and housing have been major issues, but he is not certain that they have made progress in these areas with price increasing.

Vice Mayor Williams inquired how connected the Advisory Council is with Tri-Delta. She mentioned seniors attend their Board meetings.

Mr. Rigsby did not have that information.
8 1.4 Native American Presentation (Wyatt Moore, East Bay Regional Parks District)
Wyatt Moore with East Bay Regional Parks District provided a presentation.

1.5 Update from Nonprofits Awarded American Rescue Plan Act (ARPA) State and Local Fiscal Recovery Fund Grants (a) Liz Fuller, Treasurer/Membership Chair, Friends of the Oakley Library and Lorena Campos, President, Friends of the Oakley Library (b) Cyler Craig, Pastor, Oakley Church (AKA Revive Church)
Liz Fuller, Treasurer/Membership Chair and Lorena Campos, President, both with the Friends of the Oakley Library, provided information to the City Council how ARPA grant funds have been utilized. They also thanked Assemblymember Lori Wilson for her contribution.

Vice Mayor Williams inquired if they could still offer programs if there were no grant.

Ms. Campos shared that funding from donations and book sales have been down since the pandemic and the Library wouldn't have been able to do as many programs or have the quality of programs without the grant. Ms. Fuller added that the Library has jumped in to have programs
Vice Mayor Williams inquired if the numbers provided are over the previous year or an average of years because of the pandemic.

Ms. Fuller responded she didn’t, but probably should have; programming before the pandemic was way down and these are high numbers, but they have had a good year.

Dr. Fuller thanked them for the work they have done with the grant funding as well as the human element they bring to provide a cohesive package to bring the community together with events and support. He expressed that the future library will be a focal point for all in the community and they being recipients of the Non-profit of the Year Award was amply earned.

Mayor Meadows thanked them for their work and thanked Assemblymember Lori Wilson for naming the Friends of the Oakley Library as the Non-profit of the Year Award recipient for Assembly District 11.

Pastor Cyler Craig, Oakley Church (formerly Revive Church) provided information to the City Council how ARPA grant funds have been utilized.

Councilmember Shaw shared that she attended the event, the turnout was great, and she thanked them for putting it on.
9 Vice Mayor Williams commented that ARPA funds are one-time funds, and this is a great event that made a big difference. She inquired about their plan to continue the event.

Pastor Craig mentioned they will continue to do outreach, grow their congregation, grow contributions, and grow their giving back program.

Vice Mayor Williams thanked them for being a good partner. 2) PUBLIC COMMENTS
Michael Dupray provided an online public comment that was made part of the meeting record. He also read it into the record. Mr. Dupray’s comments and the following comments were made in relation to apartments on Carol Lane:

Patti Tompkin commented she has lived at The Oaks for 14 years, there is no security, there are two broken doors that don’t lock and no rails, she doesn’t think there are fire guidelines as residents can’t get downstairs when the elevator doesn’t work, she waited 45 minutes in a stairwell during a fire, she has been waiting since April for a door replacement that the fire marshal kicked in, they have roaches, and she wants safety for seniors.

Bettie Rumsey commented on lack of railings on the side of sidewalks, sharing that several seniors have fallen and broken hips and dislocated shoulders. She mentioned when rent is a few days late, eviction notices are issued, and people can’t afford to go elsewhere. She shared they have issues with drugs, prostitution, kids disrespecting elders, and management wants tenants to take pictures and do their work. She shared many have health conditions and her health condition has worsened since living there.

Jackie Rider commented that she is a 6-year resident, she moved out of building 59 because it is a roach hotel, and she moved to building 67 because she understood it has different owners/investors. She invited the Council to the building to smell it. She mentioned there are 3 maintenance workers for 500 units and tenants shouldn’t suffer because they are understaffed. She shared that she had to buy an air conditioning unit and wait for someone to hook it up to her phone (Bluetooth) and when she walked outside, it disconnected, so she has no way to turn it off. She commented that maintenance makes promises and doesn’t come through, they need bars in the bathtub, there are no rails on ramps to walk up to the building and she fell, management no longer accepts money orders for rent payments even though they don’t bounce, leaving them only two options to pay rent, and management’s bookkeeper makes errors.

Gloria Kehler commented that she has been in The Oaks (building 67) for 1 ½ years, she is a smoker and smokes outside; however, she lives next door to someone who smokes inside and someone across the hall that smokes pot, and she has complained of it and nothing has been done; the whole building is that way; smoke hits you at door and no one is getting 3-day notices or knocks on the door to request it stop. She mentioned 10 management raised rent 9% when there has been only an 8% social security increase.

She also mentioned management doesn’t have enough people, so no one shows up.

Harold Tidwell commented that he has lived 10 years in building 59 and it is too bad that they have to come to City Hall to complain about living conditions and the Council should do something to fix it.

Josephine Basulto commented that she lives in building 53, it is a bad building, it has roaches that were sprayed but it didn’t work, and bombs were used but it barely did anything to the roaches. She mentioned she went in to take them out and had an asthma attack and management will only bomb again which doesn’t do anything. She mentioned her grandkids cry because they are afraid roaches will get on them. She shared that there is no security, homeless people wash themselves in the washrooms, her grandkids are cursed at, and she has made 5-6 maintenance requests since September of last year that are still pending. She mentioned management removed her dishwasher and there were roaches underneath and they just stuck another one in. She shared both she and her grandchild are on asthma medication.

Patricia James commented on behalf of her dad in building 59. She mentioned it took him 3 months to get rails in his shower which happened because she went every single day and complained. She mentioned the management does not take care of the residents and many people don’t have someone to advocate for them. She shared that the stairs are filthy--they are black because they have not been cleaned, the elevator smells, and floors are not mopped. She mentioned she is glad they are coming together as a group to stand up as something needs to be done and she wants to help support them.

Bonnie McCord commented that she is the roach lady, has been locked out and has had to live in different apartments, there have been two floods, thousands of roaches, and she had a bag full of roaches. She explained one year ago, management had someone treat her apartment and she was told by the exterminator that the roaches came from next door and her neighbor refused to let them in to treat, then there were no treatments as of August of last year, so she was living with roaches, she complained, and nothing was done. She shared that she began to get sick; the bombs affected her lungs, and her doctor told her she cannot have the bombs so management stopped bombing. She mentioned the exterminators recently came and the same exterminator as last year told her it’s not her fault, the roaches are coming from elsewhere. She shared that the roaches were in her dishwasher, stove, freezer, and refrigerator so she called elder abuse who spoke with management. She mentioned management said they offered her a place to stay but they did not, so she stayed with neighbors, and management locked her out of her apartment while cleaning when she only needed to get her clothes. She mentioned she had to sanitize everything she owned and rent a storeroom to keep it in.

The following public comment was non-related to previous comments:

Marivel Mendoza commented that she is a first-generation Mexican American woman who lives here, micro-assaults are one of three types of micro-aggressions which are 11 conscious, deliberate, and derogatory. She mentioned white supremacy and a Board of Supervisors meeting where people didn’t think it exists because they are thinking of overt actions, i.e., racial slurs, swastikas and hate crimes. She added there are things more socially acceptable, things not called out that go with a pass, kind of like microaggressions, i.e., color-blindness, virtuous victim narratives, what about me mentality, denial of white privilege, or denial of racism. She explained she moved into her house before Covid and has lived in the neighborhood peacefully, her neighbor is quiet and her family is lovely, but the neighbors that moved in next door to them are horrible and racist. She explained they have called Police and they tried to do the right thing by asking them if they have tried to talk to the neighbors, but there are only so many neighborly things that you can do for people who have committed to be hateful. She commented that some will denounce what is happening but there must be something that happens in the City of Oakley because it is not fair that her neighbor has been in her home for over 20 years and is nervous to go outside and to see social media posts from the hateful neighbor. She expressed that Oakley has no room for that and there are a lot of people that do not stand for it.
3) CONSENT CALENDAR

3.1 Approve Minutes from the Regular Joint City Council/City Council Acting as the Successor Agency to the Redevelopment Agency/Public Financing Authority Meeting Held July 11, 2023 (Libby Vreonis, City Clerk)

3.2 Approve Minutes from the Special City Council Meeting held July 19, 2023 (Libby Vreonis, City Clerk)

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

3.4 Waive the Second Reading and Adopt Ordinance No. 7-23 Amending an existing P-1 (Planned Unit Development) District for the Project Know as Sellers Avenue Subdivision 9614 (RZ 01-22) APN 033-150-013 (Ken Strelo, Planning Manager)

3.5 City of Oakley Quarterly Investment Report (4th Quarter FY 2022/23) (Jeri Tejeda, HR Director)

3.6 City of Oakley as Successor Agency to the Oakley Redevelopment Agency Quarterly Investment Report (4th Quarter FY 2022/23) (Jeri Tejeda, HR Director)

3.7 Consideration of a Resolution Authorizing the Purchase of a 2023 Ford F550 4WD Diesel Super Duty for $107,957.64 from Big Valley Ford Lincoln of Stockton (Kevin Rohani, P.E., Public Works Director/City Engineer)

3.8 Agreement with Mark Thomas & Co. Inc. for Engineering Design Services associated with Bridgehead Road Widening (Railroad Tracks to Main Street) 12 Capital Improvement Project Number 300 (Kevin Rohani, P.E., Public Works Director/City Engineer)

3.9 Resolution of the City Council of the City of Oakley Renewing the City of Oakley Military Equipment Policy as Enacted in Chapter 39 of Title 4 of the Oakley Municipal Code (Derek P. Cole, City Attorney)

3.10 Designating Vice Mayor Anissa Williams as Voting Delegate and Councilmember Shannon Shaw as an Alternate Voting Delegate for League of California Cities Annual Conference September 20-22, 2023, and Directing the City Clerk to complete and forward the voting delegate form to the League of California Cities (Libby Vreonis, City Clerk) Items 3.1, 3.4 and 3.10 were pulled by Dr. Fuller for discussion and item 3.2 was pulled by Vice Mayor Williams for discussion.

It was moved by Councilmember Shaw and seconded by Councilmember Henderson to approve the remainder of the Consent Calendar. Motion was unanimous and so ordered. (5-0)
Item 3.1
Dr. Fuller requested to change “2020” to “2021” in the fireworks discussion within the minutes.

Vice Mayor Williams commented the whole conversation has been taken out of context and she wants to correct the record as she has had multiple conversations with Chief Beard that he said anecdotally that “this felt like a very bad year”, not saying it was worse than 2021, but he experienced that both in Oakley and at his home, so he wanted to step up enforcement. She mentioned when she and Councilmember Shaw were asking questions about it, it was not because they were disputing, but rather agreeing with Chief Beard. She asked Chief Beard if that is how he took it and he confirmed that he did.

Councilmember Shaw commented that her understanding is that changes to the minutes would be reviewed by staff and brought back to the Council as a general practice rather than making changes on the fly.

It was moved by Dr. Fuller and seconded by Councilmember Henderson to approve the minutes with the change from “2020” to “2021” in the section addressing the fireworks update. AYES: Fuller, Henderson, Meadows. NOES: Shaw, Williams. (3-2) Item 3.2
Vice Mayor Williams asked the City Clerk and City Manager if the City received any comments regarding the female Councilmembers bullying any of the participants. 13 City Manager Joshua McMurray responded that the City did not receive any comments.

Vice Mayor Williams commented that in checking social media, she did not receive any such comments either, but as a point of procedure, she inquired if there would be any notation in the minutes if that occurred during the meeting.

City Clerk Libby Vreonis responded that it would have been briefly noted.

Councilmember Shaw inquired if the consultants reported being cut off, interrupted, and disturbed by any Councilmembers.

City Manager Joshua McMurray responded that he does not recall hearing any such comments.

Councilmember Shaw requested confirmation that the meeting was to listen to the community, but also for the Council to talk with the consultants, look at the plans because they had not seen them before that night, and point out things they liked or disliked about the two potential plans.

City Manager Joshua McMurray responded that the meeting was an opportunity for the public and Council to view and comment on the two alternatives that were presented.

Dr. Fuller recalled that the Council broke from the dais at that point and there was discussion between the public and consultants; there was no recording, minutes, or action taken. He mentioned they were not in session during such time, but when the meeting reconvened, minutes were taken again.

It was moved by Dr. Fuller and seconded by Councilmember Shaw to approve the minutes as presented. Motion was unanimous and so ordered. (5-0) Item 3.4
Dr. Fuller announced he would abstain and left the room.

It was moved by Vice Mayor Williams and seconded by Councilmember Shaw to waive the second reading and adopt the ordinance. AYES: Henderson, Meadows, Shaw, Williams. ABSTENTION: Fuller. (4-0-1)
Item 3.10
Dr. Fuller commented he will vote no for three reasons: 1) The League of California Cities has let Oakley down for decades, most recently with its endorsement of AB 1657, and if Oakley doesn’t seat anyone at the General Assembly and others do the same, then there may be no quorum and they can find some other way to govern, 2) Vice Mayor Williams and Councilmember Shaw serve on the Tri-Delta Transit Board and vote on the budget and are very active in its policies which he sees as a conflict of interest and in his mind he 14 has seen instances that both have favored transit over City so he doesn’t want to send somebody up that is not going to focus on the City, and 3) both Vice Mayor Williams and Councilmember Shaw have shown support for AB 1657 and what ABAG, BAHFA and MTC are doing. He mentioned he does not want to see Oakley as a supporter in the General Assembly in the advertisements where a vote is taken.

Councilmember Shaw commented she is assigned by the City Council to sit on the TriDelta Transit Board, that she approved things way before she was on the City Council, and is told she voted for it and supported it because she went to the ribbon cutting which she was a Planning Commissioner when she did; she doesn’t think that has anything to do with the CalCities’ delegate and then to say she supports this bill which she was not provided the proper information on at the last meeting to give a complete analysis for herself and not just hearing how someone else reads between the lines on it is not a fair assessment. She indicated the Council came to an agreement that they all support local control and that they would look into it further and that is what the minutes reflect. She commented that she is tired of false accusations. She mentioned he (Fuller) can say what he says online but now that he has brought it up here she can address it; they are blatant lies, he continues to attack and make false statements, and what he just said was completely false; she did not say that she supported the bill and if he does not trust the people on the Council to do the Council’s will and vote on something that they all agree on, then maybe that is his issue, not her nor Vice Mayor Williams’ issue.

Vice Mayor Williams commented that for clarity on what a voting delegate and alternate voting delegate do as she has attended CalCities’ meetings before, there are certain things that are prepared as a city and they reflect the City’s will, just like when the Council is elected, they are supposed to represent their constituents’ will. She mentioned she can disagree with the majority of Council; however, her job is to echo what the Council is saying; she must hear all the things said, use her good judgment, and take into consideration she has been elected by the people to do their bidding which is exactly what a CalCities’ delegate is, and to say if enough people just don’t vote is a pipedream and if he (Fuller) can show her anytime in history when people have not voted there has been change, she will eat her words. She mentioned that is just taking an inactive step and she believes she has been elected to take active steps and support the people. She mentioned he (Fuller) has levied accusations on public record today about how being on Tri-Delta Transit that they (she and Councilmember Shaw) have demonstrated conflicts of interest; just like every other accusation that has ever been levied by him, there is actually no proof, no standing, and yes, she and Councilmember Shaw are very passionate about transit because as they saw a whole group of seniors, there is a community that relies on transit so they are super passionate about it. She expressed that they want the community to be able to experience the best quality of life and transit can enable that, but never once has there been a conflict of interest; she was elected by the people of Oakley to serve on the City Council and she was selected by her peers to serve on Tri-Delta Transit; there is a difference in whom she is reporting to, so unfounded accusations need to stop because never once has any one of them been correct. 15 It was moved by Vice Mayor Williams and seconded by Councilmember Henderson to designate Vice Mayor Williams as Voting Delegate and Councilmember Shaw as Alternate Voting Delegate for the League of California Cities Annual Conference Business Meeting to be held September 22, 2023. AYES: Henderson, Meadows, Shaw, Williams.

NOES: Fuller. (4-1)
4) PUBLIC HEARINGS

4.1 Grand Cypress Preserve Development Agreements Master Amendment (DA 01-23) (Ken Strelo, Planning Manager)
Mayor Meadows announced the item will be continued to the next regular meeting to be held September 12, 2023. He mentioned the public hearing will be open September 12, 2023. He called for public comments. Online public comments were submitted by Ed Aparis from PG&E and Barbara and Richard Du Mont; both were made part of the meeting record.
5) REGULAR CALENDAR

5.1 Appeal of Administrative Hearing Officer's Decision, 20 W. Bolton Road, Oakley, California (Libby Vreonis, City Clerk)
City Attorney Derek Cole recused himself. Andy Pinasco with Neumiller & Beardslee provided legal representation for the City.

City Clerk Libby Vreonis presented the staff report.

Appellant, Pamela (Elowsky) Massoni, commented that Code Enforcement stated to her that so long as she was in communication with them regarding their progress, she would not receive these citations. She mentioned they applied for a permit to dismantle the storage addition, motorcycle shed and carport and were denied, and the citations kept accumulating so she dismantled them anyway.

Mayor Meadows inquired if she had dismantled some of this already, which Appellant confirmed she had dismantled the storage addition to the main house, motorcycle shed and carport; they were all screwed together.

Mayor Meadows inquired when she dismantled them, and Appellant responded it began in January and went through the middle of April.

Vice Mayor Williams inquired if citations can only be appealed at the $1300 amount or if they can be appealed when $300 and $700 citations are issued, and Mrs. Vreonis responded that every citation may be appealed by the person receiving the citation by submitting a written appeal to the City Clerk’s Office within 10 days of receiving the citation.
16 Vice Mayor Williams inquired if there was any communication regarding the earlier citations, and Mrs. Vreonis responded that there were no written requests for appeal submitted for earlier citations.

Vice Mayor Williams inquired why Appellant did not appeal earlier citations, and Appellant responded it was because she was in contact with Code Enforcement who stated to her that if she kept them up to date as to what was going on, because they had a septic issue that was not leaching, that she (Code Enforcement) would not give her citations.

Vice Mayor Williams inquired if the Code Enforcement Officer is here and Mrs. Vreonis responded that the Code Enforcement Officer is not present; however, Community Development Director Brent Smith is available for any questions.

Vice Mayor Williams inquired if that would have been the process if Code Enforcement and Appellant were in communication so that it wouldn’t get to this escalation point and Community Development Director Brent Smith responded that for all code enforcement cases, staff strives for voluntary compliance, and they will go to almost no ends to get that. He explained that the first contact with someone is a courtesy to let them know that work done without a permit requires a permit, assuming the person did not know. He mentioned that messaging typically informs the person to stay in contact with them (Code Enforcement), Building will typically let them know if they have obtained the permit and provide 10 days for them to comply. He assured the Council that here, the communication was not positive, not progressive, and gave no indication to staff that the case would be resolved; staff was left no choice, and they do everything they can to allow someone to stay in their house and avoid substandard living conditions, and they have reached this point and will continue to work productively toward resolution. He mentioned if they just stayed in communication, after a year with no permits is inadequate and provided no evidence of resolution.

Vice Mayor Williams inquired what the ballpark estimate would be if Appellant would have obtained the permits, and Mr. Smith responded he doesn’t have the information in front of him, but it can be provided; a good rule of thumb is 1-3% of a project cost.

Appellant commented that she requested on several occasions to meet with someone to discuss what was needed to accomplish these tasks because on the phone she gets nervous and forgets and can’t remember anything, so she wanted to sit down with someone to go over these things because she unfamiliar with it and was never given the opportunity nor acknowledged that she made the request.

Vice Mayor Williams inquired if Appellant had a licensed contractor doing the work and Appellant confirmed she did. Vice Mayor Williams commented that is his job to do.

Mayor Meadows commented that some of this is licensed contractor work, and some isn’t.
17 Dr. Fuller inquired if Appellant is saying she paid the $130 and $700 series of citations and Appellant confirmed she is not. He inquired why the Council is only considering the last 4 citations.

Appellant commented that she had taken them down; they (Code Enforcement) gave her the citation without inspecting it because she hadn’t pulled the permit, but she had requested the permit which was denied because they (Building) said it was unsafe.

Dr. Fuller inquired if she is saying now that she will pay the fines and Appellant replied, “Will I? If I absolutely have to. Can I? At the moment, no.” Dr. Fuller commented that when he went through the staff report he understood that all fines would be considered but before him now are five highlighted items. He inquired when deciding if the Council should only consider the five highlighted items, and why they are not looking at the others.

Mrs. Vreonis explained that the staff report mentions Appellant is contesting all fines; however, the matter before the Council is Appellant’s appeal of the administrative hearing officer’s decision which addresses fines in the amount of $5,330.

Mayor Meadows inquired if she only appealed those amounts.

Mrs. Vreonis confirmed that is correct; she only appealed those amounts, the earlier rounds of citations in the amounts of $130 (AC-21-000534) and $700 (AC-22-000179) were not appealed.

Dr. Fuller inquired if the earlier citations should be set aside for consideration since they have not been appealed and the only thing the Council is adjudicating is the five highlighted citations which Mrs. Vreonis confirmed is correct.

Vice Mayor Williams inquired if a payment plan is possible if the Council decides to uphold the administrative hearing officer’s decision and City Manager Joshua McMurray responded that it can be at the pleasure of the Council with direction given to staff regarding time.

Vice Mayor Williams commented that Appellant stated that each of the buildings had been removed as of April. She inquired if staff had any follow-up since then to see if it is satisfactory because if the Council decides to uphold it, additional citations could be issued, and Mr. McMurray responded that the Community Development Director is stating that staff would need to be invited onto the property; the property is not visible from the street as it is fenced.

Mayor Meadows commented that he assumed citations in the amounts of $130 and $700 that were not appealed have not been paid and Appellant confirmed they have not. He inquired if a lien has been placed on the property and Mr. Smith explained for resolution, they would typically inspect the property to confirm if the structures were taken down and 18 this would be after the fact. Mr. Smith suggested legal counsel weigh in because the earlier citations have not been paid and the time for appeal has passed. Mr. Smith indicated a City inspector can inspect to confirm if the structures have been taken down if the property owner can contact staff and schedule.

Councilmember Shaw inquired if Appellant has contacted staff since taking the structures down and Appellant indicated she has been a little stressed, she has severe ADHD, she forgets a lot, and she has been trying to work to save money and pay her fines.

Councilmember Shaw inquired if Appellant has attempted to pay any of the existing fines starting in June 2021 or called the City to make payment arrangements and Appellant responded she has not, she was unaware she could make payment arrangements, sometimes Code Enforcement told her she could disregard them so she was uncertain which citations she was to pay, and she was uncertain in the administrative citation appeal hearing which violations she was being fined.

Dr. Fuller commented that the fines not appealed total $3,320 and the total amount appealed is $5,330. He inquired how much latitude the Council has in its decision because he is wondering if the Council can uphold the fine but hold it in abeyance and if Appellant pays the reminder of the fines and brings the property up to satisfactory code that they dismiss the remainder, and if she doesn’t, she is responsible for the whole amount.

Andy Pinasco, legal counsel, commented that it is his understanding that on the basis of penalties, it has been the practice of this Council that they can formulate reduced penalties based on a balance of equities and it is entirely in the authority of the Council to do so and provide direction to staff to execute through liens or agreement without waiving any compliance with the law; compliance with the law is not within jurisdiction, but what is within jurisdiction is the penalty . He explained the hearing officer is unable to do that because the hearing officer is limited to his authority through the administrative process.

He mentioned this is the tail end of the administrative process, this is the final stop, and this is where the Council, as the policy makers of the City, is hearing these issues de novo, meaning “everything”, and that is why the Council is receiving all this information.

Dr. Fuller commented that Appellant would be responsible for fines in the amount of $3,320 and she would be required in a reasonable amount of time to make sure all the codes are satisfactorily met, and if she does this, the Council will dismiss the $5,330; however, if she does not, she will be responsible for the entire amount.

Mayor Meadows clarified that is Dr. Fuller’s proposal and Dr. Fuller stated that is his proposal.

Mayor Meadows inquired if they could discuss the status of the property right now and Mr.

Pinasco advised they could discuss.
19 Mayor Meadows asked Appellant if anyone is living in the property, if there is power and if the septic tank was removed, and Appellant responded that her dog is living there, there is no power and the septic tank was removed because they had planned to go to City sewage but it cost $163,000 so she had to retract that idea: her contractor left with her savings, and she has been struggling.

Councilmember Henderson proposed the Council uphold the administrative hearing officer’s decision and establish a 6-month payment plan.

Mayor Meadows requested clarification if he is proposing six monthly payments or to defer the payments for 6 months and Councilmember Henderson clarified it is a payment plan to have $5,330 paid off within 6 months. Mayor Meadows commented that would be $888 each month for 6 months. Ms. Massoni suggested she could work it off.

Dr. Fuller amended the proposal that the execution of the payment agreement for $5,330 (citations AC-23-00004 and AC-23-000006) be held in abeyance for 12 months to allow Appellant to pay $3,320 on the prior citations and to bring the property up to suitable expectations, and if not Appellant will be responsible for the whole amount, but if she does, the $5,330 will be dismissed.

Mr. Pinasco explained that if the maker of the motion would like to change his motion to accept the amendment that is a friendly amendment and it can go forward as one motion, but if not, then there are two competing motions.

Councilmember Henderson commented that he is not changing his motion.

Mayor Meadows asked Councilmember Henderson if he would be willing to change his motion to accept an amendment from 6 months to 12 months and Councilmember Henderson confirmed he would. Mayor Meadows commented that the payment would be $444-$445 each month and Appellant commented that she can do that. Vice Mayor Williams seconded the motion.

Mr. Pinasco advised that there is a motion and a second, if there is no second on the second motion then the Council can vote on the first motion; if there is a second on the second motion then the second motion gets voted on first so if there is no second, the motion dies for lack of a second.

Mayor Meadows inquired if there is a second on Dr. Fuller’s motion. There being none, the motion died.

Mr. Pinasco requested clarification that the motion is to affirm the administrative hearing officer’s decision and create a 12-month payment plan for full payment and they do not have to be equal payments for all the fines with the condition that the property be brought into compliance. Councilmember Henderson confirmed that is correct. 20 Dr. Fuller inquired if it is the $8,200 figure that they are voting on, and Mr. Pinasco confirmed that is correct. Mayor Meadows commented that is incorrect and Dr. Fuller confirmed it is for $5,330.

Mr. Pinasco requested clarification on the motion if the 12-month payment plan is to satisfy the total amount owing and Councilmember Henderson confirmed it is for $5,330 and the other citations he does not believe should be on the table tonight because this is regarding the appeal. Mr. Pinasco commented that the remainder would be subject to jurisdiction and means staff would use to collect.

Councilmember Shaw commented that she wants to make sure that an appointment will be scheduled for staff to inspect and confirm the structures have been removed.

Appellant requested clarification if it is for the items she has removed and the container which Councilmember Shaw confirmed is correct. Councilmember Shaw added that she still wants Appellant to work with staff to get it inspected and have those things done to ensure they are safe; she doesn’t want to wait 12 months for it to be inspected.

AYES: Henderson, Meadows, Shaw, Williams. NOES: Fuller. (4-1) Mayor Meadows called for a break at 8:32 p.m. The City Council reconvened at 8:43 p.m.

5.2 Review and Adoption of 2023 Economic Development Work Plan (Harumi Murata, Economic Development Analyst)
Economic Development Analyst Harumi Murata presented the staff report and introduced consultant Vicki Doll, Principal of Chabin Concepts, who presented a PowerPoint presentation.

Vice Mayor Williams inquired about the work plan and if a property needs to be shovel ready to get a developer to take it to the next step, and if she would weigh that and the marketing plan as the heaviest items. Ms. Doll confirmed she would because the City does not want to market if they don’t have anywhere to put them.

Vice Mayor Williams mentioned the City does not own all the properties where these potential sites have been identified, so she would like to know what work is being done to discuss this with the landowners, what is the City’ responsibility, and how they can help get that moving. Ms. Doll suggested the City speak with the landowners and ask if they have plans for the site and if they are interested in developing it. City Manager Joshua McMurray agreed and indicated staff is talking with property owners throughout the year.

Vice Mayor Williams mentioned she would guess property owners would want to see the potential of their properties and if the City can help market it, it would seem like a win-win for everyone. Mr. McMurray indicated there would have to be a willing property owner and willing business to locate to Oakley and staff try to match those interests. Ms. Doll emphasized that a willing property owner is key and even if all of the infrastructure is not 21 in place, if the City has a plan and knows the type of industry it wants, it reduces a lot of risk for those looking; it doesn’t have to be move-in ready but get as close as possible.

Mayor Meadows commented on and requested revisions within the Plan on the following:
 Page 2, Part B, Competitive Analysis, Assets: “Oakley has miles of waterfront that could support a range of development opportunities”. He mentioned Oakley has miles of waterfront but most of it is restricted or already developed; the only areas he sees as being developed or redeveloped are the 3 marinas and 55-acre park site.
 Page 2, Part B, Competitive Analysis, Challenges: “95% of working population leave the city for employment”. He commented that he does not see this as a challenge, but rather an opportunity if Oakley had jobs for the population. Ms. Doll agreed and mentioned it can be a challenge, but they also documented it as an opportunity within one of the appendices. He reiterated he does not think that is a challenge.
 Page 2, Part B, Competitive Analysis, Challenges:”Senior population growing (age 60+)”. He mentioned it is probably true everywhere. Ms. Doll mentioned the key is that the workforce is getting slim. He mentioned that is not what the graphs say later, and he thinks Oakley may be better off than other places and he does not see it as a challenge.
 Page 4, Target Industry Rationale, last bullet, “Seller” (include “s”).  Page 10, Location One Information System. He mentioned predominant users/sites are on the East Coast and the one located in California seemed large.

He inquired if there are better ways they could be marketing the properties and if this is something they really could use. Ms. Doll explained the City would not necessarily need to use it right away but it would be something they could use if they want to promote site proposals it would be a good tool to use.  Page 14, Market Access and Transportation Infrastructure, “Several freight and passenger airports are located within less than two-hour drive”. He mentioned he believes it is 5 airports: Sacramento, San Jose, San Francisco, Oakland and Stockton. He added there are also Buchannan and Byron airports; Byron might be utilized for freight.
 Page 15, “Median age (34 years)…” He mentioned it goes back to his comment made previously.
 Page 15, “Training Resources”. He suggested paragraph be completely rewritten to reflect Contra Costa College, Diablo Valley College in Pleasant Hill and Los Medanos College in Pittsburg (Brentwood and San Ramon are its satellite campuses).
 Page 16, Challenges, “The share of Oakley’s population with higher education degrees…” He mentioned Oakley could pull from surrounding areas for higher education workforce if needed. Also, “95% of Oakley’s working population leaves the city for employment.” (see previous comment).
 Page 17, Real Estate and Infrastructure, Sites and Buildings, “There is land available in Oakley that is suitable for near-term development-small and large agriculture parcels-but nothing is ready for the market…” He commented Oakley 22 does not really have land that is zoned agriculture so that should be deleted but Oakley does have land with grapevines so it would have commercial or lightindustrial.  Page 18, Challenges, “Climate change-rising ocean level will lift groundwater…”.

He commented that Diablo Water District is worried about the water table lowering so here there is some conflict.
 Page 20, Quality of Place, Housing, “…price of homes for sale and rent are increasing dramatically”. He mentioned they are not increasing dramatically; they were increasing but have been flat; “drastically” should be taken out.  Page 21, Challenges, “There are no emergency housing shelters in Oakley”. He commented that it is true, but he does not see how it is a challenge with economic development. Ms. Doll explained that in looking at the quality of place, if it would be a place people would be attracted to and feel safe living, to attract and keep workers. He asked if an emergency housing shelter would do that and Ms. Doll explained it is indicative. He mentioned they met with a company a couple of weeks ago interested in coming to Oakley and that wasn’t their concern.

Dr. Fuller commented on and requested revisions within the Plan on the following:
 Pages 4, 21, “Park”. He requested a footnote on each that these are previous designs and the City is in the process of reworking those designs.  Page 6, Agricultural Technology. He mentioned he likes the idea of moving into agriculture to the east and north. He shared a tractor shop wanted to come in so there are people thinking about it. He mentioned areas such as Sacramento, Stockton, Modesto and Merced have agriculture and Oakley has it nearby and he would like to tap into it.
 Page 18, “The conventional structure is that cities operate water and wastewater services although services provide by private companies or through a utility district, like in Oakley, are seen in parts of the country.” He inquired if she recommends a single-source structure. Ms. Doll explained that she doesn’t think she can make that recommendation; however, what they recommend overall is reducing risk.

Dr. Fuller requested an opportunity to read through the rewrite and have a comparison to the original when it is completed.

Vice Mayor Williams requested clarification regarding the next step since the action is to review and adopt. Mr. McMurray indicated the revisions can be made and brought back at a future Council meeting.

No action was taken by the City Council. Staff was directed to bring the item back for the Council’s consideration when revisions have been made, including tracked changes. 23 5.3 Adopt a Resolution Authorizing the City Manager or Mayor to Sign and Send Letters of Support or Opposition to Legislation (Danielle Navarro, Assistant City Manager)
Assistant City Manager Danielle Navarro presented the staff report.

Vice Mayor Williams commented that the Council does not always agree with CalCities and although CalCities promotes local control, unfortunately, it sometimes supports items that erode that local control. She expressed concern if the Council is using CalCities as the guidepost, but she is uncertain what the workaround is.

Mayor Meadows inquired if the additions Mrs. Navarro included would cover that if it follows Oakley policy and Mrs. Navarro confirmed they would.

Vice Mayor Williams inquired if anything they would be sending a letter for would have had some prior discussion. She mentioned she wants to streamline the process and provide letters, but she has concerns about a blanket statement. She mentioned having staff notify the Council when a letter is going to be sent may get in to Brown Act violations if they are discussing it and then what is the point of having a policy.

Dr. Fuller commented that things are moving very rapidly not only in ABAG, MTC and BAHFA, but in other areas and the system is slow to respond so he can see the need for a mechanism to speed things up. He mentioned he is gun shy, having worked with the former City Manager who said he had authority to sign the letters based on a comment made at the dais 15 years prior. He added he didn’t trust him and neither did the community in his perception and he doesn’t want that to come back but he does want a way to speed it up. He shared that he thought about a process where the City Manager or Mayor writes a letter and unless there are any objections the letter will be brought to the dais, but he considered that could be deemed a meeting and the public doesn’t get a chance to be involved so he is not certain what the solution is. He commented that in his opinion they do not use special meetings enough and find too many reasons not to meet as some on the dais may find it inconvenient, but he finds that matters lag and if there are three Councilmembers who are willing to meet and provide direction, they could have letters move forward faster. He also commented he is opposed to providing carte blanche to the City Manager or Mayor.

Mayor Meadows commented that he agrees the process needs to be faster, but he doesn’t have a solution. He mentioned some of what comes out of CalCities is okay, and other things are detrimental to Oakley and some of the other agencies. He commented that Oakley is part of CalCities and some that have sat up on the dais previously have questioned membership; he doesn’t know what the City pays for it or gets for it. Dr. Fuller mentioned it is around $7k per year. Mayor Meadows mentioned he is okay with the policy and if there is an issue, they could rescind the policy.

Councilmember Henderson commented that the other situation that could happen is that the City Manager or Mayor could draft the letter to present at the next meeting or call for a 24 special meeting. He mentioned this process would get it started so he thinks the policy is a good tool, but there will be circumstances where once the letter is drafted it will need Council approval. Dr. Fuller agreed.

Vice Mayor Williams inquired if that would be possible.

Mr. McMurray responded he thinks it would be possible in most circumstances, but they might miss an opportunity with timing; they try to do the best they can but have missed a lot of opportunities and missing some rather than a lot is the better of two options. He suggested staff could add a bullet point to include Councilmember Henderson’s suggestion; if there is uncertainty from either the City Manager or Mayor, they could schedule the item for the next regular meeting if within time constraint or schedule a special meeting if they could have a quorum.

Vice Mayor Williams commented that their current process is one of the Councilmembers brings up most of the letters so they would be able to throw their weight around with a more streamlined process. She supported working in safeguards if there are letters in question that they could escalate it.

Councilmember Shaw agreed it is not perfect as written now, but something needs to happen to get their voices out there so she would support it and trusts that they understand their position on most things such as they support local control, and they can always rescind the policy if needed. She mentioned he would like to discuss it again next year and see if any revisions need to be made. She supported it with a provision that if there is any grey area it be brought for discussion at the next regular meeting or special meeting if needed.

Dr. Fuller requested a provision that addresses holding a special meeting if needed and mentioned if the Council adopts a philosophy of being more flexible for special meetings, he believes it will work well.

Councilmember Shaw commented that reference keeps being made that some are opposed to special meetings, but she is not aware that they have had a special meeting during her time on the Council nor has she been asked to have one and it is not something she is opposed to; she has made herself available anytime when she has been asked by the City.

It was moved by Vice Mayor Williams and seconded by Councilmember Shaw to adopt the resolution with amendments proposed by Councilmember Henderson. Motion was unanimous and so ordered. (5-0)
25 5.4 Adopt a Resolution (1) Declaring as exempt surplus property the real property located at 3080 Main Street (APN 037-200-011); (2) Authorizing the City Manager to Execute a Purchase and Sale Agreement with Kent A. Ipsen concerning this property; and (3) Finding the declaration of surplus property and authorization for sale are categorically exempt under the class 12 exemption of the California Environmental Quality Act (Joshua McMurray, City Manager)
City Manager Joshua McMurray presented the staff report.

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

6.1 CITY MANAGER
(a) City Manager
City Manager Joshua McMurray reported on E. Cypress Road from Knightsen Avenue east to Bethel Island Road. He mentioned work is scheduled to begin in the next few weeks for the signalized intersection at Knightsen Avenue and East Cypress Road and staff is in the process of wrapping up the inclusion for the Burroughs property which the City is a partial owner, through the Central Valley Project handled by the Reclamation District. He explained that will happen in the next few months and then the City can begin work around October on the frontage improvements to widen E. Cypress Road from Knightsen Avenue to the canal section west of Jersey Island Road and the work will take approximately one year. He also reported in relation to the Library, that the former substation on O’Hara Avenue has been fully demolished, the site should be cleaned by the end of the week, and the County can now deed the property to the City. He added that the City has already begun work with Urban Field Studio, its’ consultant, on the secondary analysis to justify initial assumptions and they expect to bring something before the Council in October or November. He announced the Fishing Derby on Saturday, August 12, 8am-11am, at the Oakley-Antioch Pier, the Movie in the Plaza on August 26 beginning at 4pm with games and activities and the movie starting at dusk, and the Friday Night Bites and concert on September 1 beginning at 5pm. (b) City Council Compensation
City Attorney Derek Cole presented the staff report.

Vice Mayor Williams inquired if there will be a definition to address “substantive” regarding attendance to receive the additional $150 per committee they are appointed to as currently there is no repercussion for not attending. 26 Mr. Cole mentioned he will include language to address it as some committees may be more robust than others and he would want to distinguish that and he will bring it forward for Council review.

Vice Mayor Williams pointed out that the increase would not take effect until the next election. She mentioned she has not seen “Council pay” in the budget, this would substantially increase that cost for good reason, the Council has been supportive of staff pay increases, the Council makes big decisions, and she would like to attract people who will take it seriously; $1,275 is not a career path but compensates a person for the effort that residents expect. She inquired if this increase would be something that they would see in the budget.

Mr. McMurray explained the City already has a budget item set up for the City Council that includes salaries. He recommended the Council propose the amount and before bringing it back, staff can run the numbers to confirm if the budget can absorb the cost, although off the cuff, he believes the City can absorb the number being discussed.

Councilmember Shaw provided amounts it would cost for childcare during meetings for someone on the Council (on high end $580) and she would not want to exclude anyone from any group from participating so while initially she thought the proposed number was a big jump, the workload has increased, there were only three candidates on the ballot (one write-in) in the 2022 election, and she thinks this could attract different groups of people. She shared that she works full-time with flexibility to attend meetings and events; however, not everyone has that flexibility, and this increase may allow someone to work part-time and serve on the Council or allow someone to serve on the Council who may need to pay for childcare. She mentioned she considered an amount less than this, but it doesn’t take effect until the next election, they have time to work it into the budget, and it provides compensation for time spent at meetings, events, work put in to prepare for meetings, and gas. She also mentioned that this compensation will still be on the lower end compared to surrounding cities which she understands given Oakley’s population, but they are putting in great effort and they are likely only getting paid pennies for the amount they collectively do.

Dr. Fuller mentioned this bill came out of Emeryville where a Councilmember left for an income around $150-200k/year and people thought she would have stayed if the Council salary was greater. He mentioned he found it insulting that CalCities is saying they can’t find good people to run because salaries are insufficient. He shared that he is against it and doesn’t see the need for raises for Councilmembers; he would do this job for free and a lot of other people who are dedicated servants would do the same.

Councilmember Shaw commented that she thinks the five of them are in position that they can, and she is not saying they are not qualified to do the job; they are, and doing it every day; however, there are qualified people that can do this job that may not be in the same financial position. She mentioned it is not about attracting more qualified people, just attracting more people that want to do good for our city. She added that she is not saying that pay will provide more qualified candidates; they had three candidates in the last 27 election who were all qualified. She mentioned the increase would give someone the opportunity and ability to serve, i.e., have childcare that they would not otherwise have while they do their civic duty. She commented that she believes their pay is less than the Director of Ironhouse Sanitary District and within $10 of Clayton. She mentioned their City’s population and their obligation to residents have increased since the last increase in 2014 and all five of them do a good job of making themselves available to residents.

Vice Mayor Williams mentioned anyone can waive it if they wish to serve out of the goodness of their heart and in looking at the current Council and those who ran, the residents’ average age of 34 is not represented because those are the moms and the workers. She commented that 95% of people commute outside of Oakley, and voices are not being heard because people have to come to a Council meeting to be heard and that is not being representative, and she feels that they are excluding an entire segment of population that wants to get involved to do good for our community but cannot so they either complain on social media or send emails that they hope get answered. She mentioned they could open a room and provide childcare for elected but it would likely cost more than this increase.

Mr. Cole advised they do not have to vote tonight; this is to provide staff direction. He mentioned he will bring something back in the fall with $1,275 stipend and $150 for committees and define what is required to receive it, and the Council can scale back from there if it chooses.

Dr. Fuller commented that they have not heard from Councilmember Henderson or Mayor Meadows, and he doesn’t want to have staff continue if three of them might vote against it. He expressed that he doesn’t see Council pay as a priority and they are spending more time on this than he would prefer.

Councilmember Henderson commented that he wants to see options include $800 and $1,000, explaining that 4-6 hours prior to meetings is usually spent to read and prepare for meeting and at a wage of $20-$25/hour that would be around $800-$1,000. He mentioned they need to do something but doesn’t think that they need to go all the way to the top.

Councilmember Shaw commented that the $1,275 she mentioned did not include any extra for additional meetings and that amount could account for those. She expressed that she is fine with having some options but is not a fan of additional pay for committees, commissions and boards since the Mayor assigns those and they can change each year.

She suggested the Council look at how much time it puts in for the benefit of the future Council because this is not for the current Council.
28 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
Dr. Fuller reported he attended Sensory Playtime at the Oakley Library, a program offered through ARPA grant funds, and saw the need for larger library space for children with ADHD and autism to be able to focus on the activities without distraction. He also reported attending the convocation for the Liberty Union High School District. He mentioned he watched the 83-minute ABAG Housing Committee report and Berkeley Mayor Jesse Arreguin discussed regional discretion and a regional bond to bring forward in November 2024 and AB 1487 which must have passed earlier. He mentioned AB 1657 is out of committee in its original form in the Senate and waiting to go on the floor on August 14; he believes it will be passed before September 1. He mentioned SB 555 is in the Assembly which gives the State more control with a housing authority which Glazer and Frazier voted for. He mentioned they want to make it a regional bond issue which means they will vote like they did on BART; all ABAG population centers will vote on $20 billion more in bonds for regional development of housing and places that have greater RHNA requirements are talking about the need for it to be an equitable distribution, meaning they will fund it, but it will be in a manner of what they want and where they want to make it a regional style of government. He mentioned it will be out of the housing committee and fully underway by December 2023, with a campaign to get it passed by November 2024. He added that as soon as AB 1657 is out of the legislature, it is ready to go, and they will start on their March 2024 bid for $20 billion in bonds and looking for more State control of how it goes. He added that ABAG, BAHFA and MTC are pushing it and CalCities is behind it as well. He mentioned ABAG is talking about a unified voice, and it would support new construction and preservation which is what Berkeley wants and he sees that as highly discriminatory, not in my backyard, and would move it out to an equitable situation that people would vote for because it sounds nice, and he thinks they will have their work cut out for them. He mentioned BAHFA is hosting workshops toward the middle and end of August if anyone would like to hear what this is about.

Mayor Meadows mentioned he thinks it is Plan Bay Area 2050 referenced in the Economic Development Plan.

Councilmember Henderson reported he attended the park workshop, the Senior Center fundraiser at the Rec Center, Diablo Water District, Movie in the Park, National Night Out, and Friday Night Bites.

Vice Mayor Williams reported she was invited to celebrate the Dream Team in Antioch but couldn’t attend. She explained that the group meets to play basketball a couple times each week and the lead person teaches life skills to boys. She explained she met with the lead person for the program, and he is exploring how to bridge services to Oakley as he has received a number of inquiries from Oakley residents regarding the program. She 29 mentioned she directed him to funding resources and is mentioning it here because she thinks it would be a great program for Oakley. She reported she attended a CalCities meeting where ABAG and MTC provided a presentation on Bay Area Plan 2050 and they shared that road shows would be coming to cities to explain their plans for housing and transportation. She mentioned she would like to know the dates and locations of the roadshows. She also mentioned the regional approach to unhoused and to keep in mind although the numbers of unhoused on the streets in Oakley may seem low, there are people unseen who live in their cars that are working two jobs but can’t afford an apartment, for example. She mentioned there was some misinformation online regarding the Tri-Delta Park and Ride. She explained that ECCTA purchased land for the Oakley Park and Ride lot in 2008, she confirmed with City Manager Joshua McMurray that it was not a City sale, in 2008, an environmental study was completed and construction plans were completed, in 2009, Tri-Delta received a large grant from the federal government to purchase the land, in 2008-2009 the funding could only be spent on the land acquisition and it was, and it took until 2019 to secure additional funding to build. She mentioned Covid happened before any building could happen. She explained potentially what could have happened if Tri-Delta would have taken those funds to purchase the land, they would have had to turn it into some sort of operations station without funding to construct or they would have owed the federal government the $545k they spent on that and that money would have come from Oakley taxpayers; at least when it was federal funds, it was distributed across the nation. She mentioned approval of the Oakley Park and Ride lot was brought to the City Council on April 26, 2011, and just because someone sits on a board and promotes transit doesn’t mean that they have voting power before they became a Councilmember.

Councilmember Shaw reported she attended the Ironhouse Sanitary District meeting, the Planning Commission meeting virtually, the 55-acre park community meeting, as an appointee to Tri-Delta she took a tour where Tri-Delta buses are made, she attended the Yellow Roof Foundation groundbreaking, the Tri-Delta Transit Board meeting, the CalCities’ East Bay Division meeting (she wants to talk to Sam to get the most out of it; the speakers were brief and they didn’t get a lot of time for Q&A), a virtual Education Workforce Housing forum, the Elected Women’s Luncheon, she was invited to provide a welcome message and be a speaker for the Commission for Women and Girls’ Commission Appointment workshop, she attended Senator Glazer’s Women Making Herstory celebrating Janet Frazier/Network of Care, Friday Night Bites, and met with Claire Alaura from Senator Glazer’s Office to discuss E. Cypress and other matters in Oakley.

Mayor Meadows reported he also attended the LUHSD convocation and briefly spoke, National Night Out (3 locations), the Yellow Roof Foundation groundbreaking, and the Mayors Conference last Thursday where he sat with the three mayors from East Contra Costa County and his statement in relation to BAHFA was that if the bond measure passes, to send us money for jobs, not housing. He mentioned although he cannot speak for the other East County Mayors, it appeared they were all in agreement with his statement. He mentioned it is his son Anthony’s last meeting as he is going to school in two weeks and thanked him for attending meetings over the past 8-9 months. He 30 mentioned San Francisco has issued 186 building permits this calendar year and its RHNA requirements are 82,000 units to be built by 2031; they’re just not doing it and those areas need to step it up.
(b) Requests for Future Agendas
Councilmember Henderson requested a team building workshop for the Council. Vice Mayor Williams seconded.

Councilmember Henderson requested a social media policy for the Council.

Councilmember Shaw seconded. Dr. Fuller commented they tried that once and it cost $20k.

Dr. Fuller requested a series of training sessions regarding AB 1657 and related topics.

Mayor Meadows seconded. Dr. Fuller requested staff include materials he provided to Mr.

McMurray previously. Mr. McMurray suggested one workshop until staff has direction and mentioned all materials will be distributed at the time the agenda packet is distributed. Dr.

Fuller suggested everyone study information on the topics, available at www.abag.ca.gov . Vice Mayor Williams requested someone to perform a policy analysis and Mr. McMurray confirmed that would be staff.

Vice Mayor Williams requested to receive a schedule on upcoming updates to the Council from commissions, committees, and boards, as well as school superintendents. Mr.

McMurray offered to provide the information.

Vice Mayor Williams requested neighboring jurisdictions meet to have a regional committee approach on items. Mr. McMurray explained that Mayors and City Managers in far East County previously held quarterly meetings years ago and he can look into doing that again. Mayor Meadows seconded.

Vice Mayor Williams requested a presentation by the Dream Team. Mr. McMurray requested the information be provided to him so he may first facilitate more information.

Mayor Meadows requested an ad hoc committee be formed for senior housing at Carol Lane to address things under the City’s control, i.e., code enforcement, and if the project operates like it is supposed to. Vice Mayor Williams and Councilmember Shaw seconded. 7) WORK SESSIONS
None.
31 8) CLOSED SESSION
Mayor Meadows mentioned the next regular meeting will be held September 12, 2023, beginning at 6:30pm in the Oakley City Council Chambers. He announced the closed session items.

8.1 CONFERENCE WITH LEGAL COUNSEL-ANTICIPATED LITIGATIONINITIATION OF LITIGATION Pursuant to Government Code Section 54956.9(d)(2). One potential case.

8.2 CONFERENCE WITH REAL PROPERTY NEGOTIATORS Pursuant to Government Code Section 54956.8
Property: 3570 Main Street, Oakley, CA, APN 037-160-025 Agency Negotiator: Joshua McMurray, City Manager
Negotiating Party: Juli Del Barba Favalora
Under Negotiation: Price and term of payment
9) ADJOURN
There being no further business, the meeting was adjourned at 10:55 p.m.

Respectively Submitted,
Libby Vreonis
City Clerk
32 Minutes of the Special Meeting of the Oakley City Council held August 22, 2023

1.CALL TO ORDER AND ROLL CALL
Mayor Aaron Meadows called the special meeting to order at 6:30 p.m. in the Oakley City Council Chambers located at 3231 Main Street, Oakley, California. Vice Mayor Anissa Williams and Councilmembers Dr. George Fuller, Hugh Henderson and Shannon Shaw were also present.

2.PLEDGE OF ALLEGIANCE TO THE FLAG
Mayor Meadows led the Pledge of Allegiance to the Flag.

3.PUBLIC COMMENTS
Mayor Meadows announced three public comments were submitted online and made part of the meeting record.*

4.REGULAR CALENDAR

4.1 Adopt a Resolution approving the re-organization of the City including the amendment to the Salary Schedule for Fiscal Year 2023/2024, authorizing the addition and removal of specific job classifications, and a budget amendment to appropriate funds to specified salary accounts (Jeri Tejeda, Human Resources Director)
Ms. Tejeda presented the staff report. She mentioned Dr. Fuller requested staff look into language on the job descriptions regarding reasonable accommodation which staff did and revised the language with advice from legal counsel.

Vice Mayor Williams shared that the email autoreply indicates for new businesses that business licenses are taking 4-6 weeks for approval. She inquired if the shift of business licenses from Finance to Community Development will accelerate processing.

Ms. Tejeda explained that the autoreply is intended for renewals and hundreds of business licenses renew at the same time which is difficult for a ½ time person to 33 process, so 4-6 weeks is the time to process payment and mail licenses. She mentioned she believes this shift will help with the process as well as new software the City is implementing so that business license renewal can eventually be processed online.

Dr. Fuller inquired which law firm provided the revised language on the job descriptions regarding reasonable accommodation and Ms. Tejeda responded it is Liebert, Cassidy, Whitmore.

No public comments were submitted.

Dr. Fuller commented that he is touched that the language was revised, and it shows what can be done. He shared that there is an upcoming conference at the University of Hawaii at Manoa, Center on Disability Studies, where the theme is “Beyond Compliance to Acceptance” and this is similar. He also commented that Mr. Rohani has done something similar with playground equipment. He mentioned it bothered him when he used to hear, “we are lean and mean”, and when he talked with the City Manager at that time, Mr. Montgomery, he was told that the City didn’t have job descriptions so they can move employees around which upset him because he has worked in public service all but one year in his adult life. He acknowledged the work of Mr. McMurray, Ms. Tejeda, and others to bring this to fruition; there are job descriptions, standards, and it brings the team together.

It was moved by Vice Mayor Williams and seconded by Dr. Fuller to adopt the resolution with the proposed revised language regarding reasonable accommodation. Motion was unanimous and so ordered. (5-0)

5.ADJOURN
There being no further business, the meeting was adjourned at 6:54 p.m.

Respectively Submitted,
Libby Vreonis
City Clerk
* Two online public comments were received prior to 5:00 p.m. pursuant to Oakley City Council Resolution 120-11.
34 MEMORANDUM

City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us Date: August 9, 2023
To: Mayor and City Councilmembers
From: Derek P. Cole, City Attorney
CC: Joshua McMurray, City Manager
Subject: Closed Session Report-Out Memo
For Consideration at the City Council Meeting of September 12, 2023 Background and Analysis
The City Council considered the following closed session items during its regular meeting held August 8, 2023:

CONFERENCE WITH LEGAL COUNSEL-ANTICIPATED LITIGATIONINITIATION OF LITIGATION Pursuant to Government Code Section 54956.9(d)(2). One potential case.

CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Pursuant to Government Code Section 54956.8
Property: 3570 Main Street, Oakley, CA, APN 037-160-025 Agency Negotiator: Joshua McMurray, City Manager
Negotiating Party: Juli Del Barba Favalora
Under Negotiation: Price and term of payment
Direction was provided to staff. There was no reportable action.

Fiscal Impact
None.

Recommendation
Receive and file this report.

Attachments
None.
35 STAFF REPORT
1 City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us DATE: September 12, 2023
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director/City Engineer SUBJECT: Ratify Election: Adopt Ordinance No. 4-23 Authorizing the Levy of a Special Tax on Parcels of Land within Tax Area Zone 188 within the Oakley Special Police Tax Area for Police Protection Services for the Honey Creekside project (Subdivision 9579) located at 463 and 560 Honey Lane (APNs 033-030-028 and 033-030-032)
Background and Analysis
On April 26, 2022, the City Council approved a vesting tentative map with certain Conditions of Approval for the proposed Honey Creekside project (Subdivision 9579) (the “Project”). The Project is designated as Single Family Residential in the Oakley 2020 General Plan and zoned R-6 (Single Family Residential) on the City of Oakley Zoning Map. The Project is currently comprised of APNs 033-030-028 and 033-030- 032, which is expected to be subdivided into 57 single-family residential units at buildout.

The Conditions of Approval for the Project require the property owner to mitigate the financial impact that their project has on the City’s police services budget. The City of Oakley previously formed the Oakley Special Police Tax Area District that authorizes the levy of an annual special tax on parcels to mitigate their financial impact to the City’s police services budget. The property owner for the Project has requested the City assist with annexing the project into the Oakley Special Police Tax Area to satisfy their Conditions of Approval.

On June 13, 2023, the City Council introduced Ordinance No.4-23 which would authorize a special tax for police services within Zone 188 subject to property owner voter approval. On August 15, 2023, the City Clerk conducted the property owner election. There was one (1) ballot issued to the property owner representing Honey Creekside. The City Clerk tabulated the property owner ballot and the property owner was in favor of annexing into the Oakley Special Police Tax Area as Zone 188.

Consistency with the Oakley Strategic Plan 27+
This item is consistent with the Strategic Plan 27+ Park and Open Space and Finance and Fiscal Responsibility section goals.

Approved and
Forwarded to the
City Council
36 STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US Fiscal Impact
There will be no financial impact to the City's General Fund. The applicant has funded all costs associated with the annexation of Zone 188 to the Oakley Special Police Tax Area. The FY 2023-24 special tax rate for Single Family Residence (1 res., 1 site) parcel is $1,282.30/parcel (FY 2023-24 rates). Therefore, successful creation of the Zone is expected to provide up to $73,091.10 (in FY 2023-24 dollars) in revenue annually at build-out. The taxes can be collected on the property tax rolls commencing in FY 2024-25.

Staff Recommendation
Staff recommends that the City Council ratify the election and adopt Ordinance No. 4-23 authorizing the levy of a special tax on parcels of land within Tax Area Zone 188 within the Oakley Special Police Tax Area for Police Protection Services for the Honey Creekside project (Subdivision 9579) located at 463 and 560 Honey Lane (APNs 033- 030-028 and 033-030-032).

Attachments

1. One (1) Signed Ballot

2. Ordinance No. 4-23
a. Exhibit A – Boundary Map for Police Tax Area Zone 188 b. Exhibit B – Tax Rate Schedule for Fiscal Year 2023-24 37 38
Ordinance No. 4-23 Page 1 of 4
ORDINANCE NO. 4-23

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF OAKLEY
ESTABLISHING OAKLEY SPECIAL POLICE TAX AREA ZONE 188 WITHIN THE

OAKLEY SPECIAL POLICE TAX AREA FOR A SPECIAL TAX FOR POLICE

PROTECTION SERVICES FOR THE HONEY CREEKSIDE PROJECT (SUBDIVISION 9579) LOCATED AT 463 AND 560 HONEY LANE (APNs 033-030-028 and 033-030- 032)
The Voters of the City of Oakley do ordain as follows:

Section 1. Purpose, Intent and Authority.

It is the purpose and intent of this Ordinance to authorize the levy of a special tax on real property that is within Oakley Special Police Tax Area Zone 188 of the Oakley Special Police Tax Area as shown on the Exhibit A map attached hereto in order to provide funding for police protection to serve the property and persons within said Zone.

This Tax is a special tax within the meaning of Section 4 of the Article XIIlA of the California Constitution. Because the burden of this tax falls upon property, this tax also is a property tax, but this tax is not determined according to nor in any manner based upon the value of property; this tax is levied on a parcel and use of property basis. Insofar as not inconsistent with this Ordinance or with legislation authorizing special taxes and insofar as applicable to a property tax that is not based on value, such provisions of the California Revenue and Taxation Code and of Article XIII of the California Constitution as relate to ad valorem property taxes are intended to apply to the collection and administration of this tax (Section 4 of this Ordinance), as authorized by law.

The revenues raised by this tax are to be used solely for the purposes of obtaining, furnishing, operating, and maintaining police protection equipment or apparatus, for paying the salaries and benefits of police protection personnel, and for such other police protection service expenses as are deemed necessary for the benefit of the residents of Zone 188.

This Ordinance is enacted pursuant to the authority of Government Code Section 53978.

Section 2. Definitions.

The following definitions shall apply throughout this Ordinance.

A. "Constant first year dollars" shall mean an actual dollar amount which, in years subsequent to the first fiscal year the tax is levied, shall have the same purchasing price as the base amount in first fiscal year dollars as measured by the actual cost of services for the City of Oakley's cost of obtaining police services. The base amount shall be the 39 Ordinance No. 4-23 Page 2 of 4
amount of tax per parcel as specified in Section 3.A herein. The adjustments from actual to constant dollars shall be made by use of the actual cost of services, as specified in Section 3.B herein.

B. "Fiscal year" means the period of July 1 through the following June 30.

C. "Oakley Special Police Tax Area" includes all properties within the jurisdictional limits of the City of Oakley.

D. Oakley Special Police Tax Area Zone 188 (hereinafter called "Zone") means that portion of the incorporated area of the City of Oakley located within the boundaries as shown on the map Exhibit A hereto.

E. "Parcel" means the land and any improvements thereon, designated by an assessor's parcel map and parcel number and carried on the secured property tax roll of Contra Costa County. For the purposes of this Ordinance, parcel does not include any land or improvements outside the boundaries of Zone 188, nor any land or improvements owned by any governmental entity.

F. Pursuant to Government Code §53978, "voter" means a person owning real property within the Zone at the time this Ordinance was adopted, as shown on the last equalized assessment role prepared by the Contra Costa County Assessor's Office.

Section 3. Amount and Level of Taxes.

The tax per year on each parcel in the Zone shall not exceed the amount applicable to the parcel, as specified below.

A. For First Fiscal Year:

The tax per year for the first fiscal year (July 1, 2023 through June 30, 2024) shall be the amount of Tax Per Parcel for a Property Use Code Category as set forth on Exhibit B hereto. If any new development, including new residential units, is completed prior to the tax being effective for the first fiscal year, the owner of the Parcel, as shown on the latest assessment roll, shall pay the tax for the remainder of such fiscal year on a prorated basis to the City, no later than receipt of Certificate of Occupancy or final building permit inspection.
40 Ordinance No. 4-23 Page 3 of 4
B. For Subsequent Fiscal Year:

The tax rates shown in Exhibit B shall be automatically adjusted on July 1 of each year, beginning on July 1, 2024 by the increase in the Consumer Price Index for all Urban Consumers for the San Francisco-Oakland Bay Area and applying that rate to the prior year amounts for each property use code category. However, the City Council reserves the right to itself the opportunity to adjust the rate in the following year if the CPI adjustment is insufficient to reimburse the City for the costs of providing levels of police services as approved by the City Council.

In no event shall the tax per parcel for any fiscal year be less than the amount established for the previous fiscal year.

C. The taxes levied on each parcel pursuant to this Article shall be a charge upon the parcel and shall be due and collectible as set forth in Section 4, below.

Section 4. Collection and Administration.

A. Taxes as Liens Against the Property.

The amount of taxes for each parcel each year shall constitute a lien on such property, in accordance with Revenue and Taxation Code Section 2187, and shall have the same effect as an ad valorem real property tax lien until fully paid.

B. Collection.

The taxes on each parcel shall be billed on the secured roll tax bills for ad valorem property taxes and are to be collected in the same manner in which the County of Contra Costa collects secured roll ad valorem property taxes. Insofar as feasible and insofar as not inconsistent with this Ordinance, the times and procedure regarding exceptions, due dates, installment payments, corrections, cancellations, refunds, late payments, penalties, liens, and collections for secured roll ad valorem property taxes shall be applicable to the collection of this tax. Notwithstanding anything to the contrary in the foregoing, as to this tax:
i) The secured roll tax bills shall be the only notices required for this tax, and ii) The homeowners and veterans exemptions shall not be applicable because such exemptions are determined by dollar amount of value.

C. Costs of Administration by County.

The reasonable costs incurred by the County officers collecting and administering this tax shall be deducted from the collected taxes.
41 Ordinance No. 4-23 Page 4 of 4
Section 5. Severability Clause.

If any article, section, subsection, sentence, phrase or clause of this Ordinance is for any reason held to be invalid, such decision shall not affect the validity of the remaining portion of this Ordinance. The voters of the Zone hereby declare that they would have adopted the remainder of this Ordinance, including each article, section, subsection, sentenced phrase or clause, irrespective of the invalidity of any other article, section, subsection, sentence, phrase or clause.

Section 6. Effective Date and Posting.

This Ordinance shall take effect immediately upon its confirmation by two-thirds of the voters voting within the Zone in an election held on August 15, 2023 so that taxes shall first be collected hereunder for the tax year beginning July 1, 2024. If not confirmed by two-thirds of the voters participating in the election, this Ordinance and the tax approved herein shall not become effective.

PASSED AND ADOPTED by the City Council of the City of Oakley this 12th day of September 2023, by the following vote:

AYES:

NOES:

ABSTENTION:

ABSENT:

APPROVED:
___________________
Aaron Meadows, Mayor
ATTEST:
____________________ ___________________
Libby Vreonis, City Clerk Date
42 APN
033-030-028
APN
033-030-032
Marsh Creek
Cre
e
k
sid
e
Wa
y
Ramos Ranch Road

EXHIBIT A - BOUNDARY MAP
CITY OF OAKLEY SPECIAL POLICE TAX AREA (P-6) ZONE 188

CITY OF OAKLEY

COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA
SHEET 1 OF 1
0 ±
500
Feet
HONEY CREEKSIDE (SUBDIVISION 9579)
Legend
Zone 188 Boundary
Parcel Lines
43 PROPERTY USE

CODE CATEGORY DESCRIPTION
FY22/23 TAX

PER PARCEL
FY23/24 TAX

PER PARCEL
11 Single Family Residence – 1res., 1 site $1,230.73 $1,282.30 12 Single Family Residence – 1 res., 2 or more sites $1,230.73 $1,282.30 13 Single Family Residence – 2 res., on 1 or more sites $1,969.17 $2,051.68 14 Single Family Residence – other than single fam. Land $1,230.73 $1,282.30 15 Misc. Improvements – 1 site $1,230.73 $1,282.30
16 Misc. Improvements – 2 or more sites $1,230.73 $1,282.30 17 Vacant – 1 site $615.37 $641.15
18 Vacant – 2 or more sites $615.37 $641.15
19 Single Family Residence – Det. W/common area $1,230.73 $1,282.30 20 Vacant – Multiple $615.37 $641.15
21 Duplex $1,969.17 $2,051.68
22 Triplex $2,953.75 $3,077.52
23 Fourplex $3,938.34 $4,103.36
24 Combinations $1,230.73 $1,282.30
25 Apartments (5 –12 Units) $4,922.92 $5,129.20
26 Apartments (13 – 24 Units) $12,799.59 $13,335.92
27 Apartments (25 – 59 Units) $24,614.60 $25,646.00
28 Apartments (60+ units) $59,075.04 $61,550.40
29 Attached PUDs: Cluster Homes, Condos, etc. $1,230.73 $1,282.30 30 Vacant – Commercial $615.37 $641.15
31 Commercial Stores – Not Supermarkets $2,461.46 $2,564.60 32 Small Grocery Stores – (7-11, etc.) $3,692.19 $3,846.90 33 Office Buildings $2,461.46 $2,564.60
34 Medical, Dental $2,461.46 $2,564.60
35 Service Stations, Car Wash $2,461.46 $2,564.60
36 Garages $2,461.46 $2,564.60
37 Community Facilities (Recreational, etc.) $4,922.92 $5,129.20 38 Golf Courses $2,461.46 $2,564.60
39 Bowling Alleys $1,230.73 $1,282.30
40 Boat Harbors $3,076.83 $3,205.75
41 Supermarkets – (not shopping centers) $3,692.19 $3,846.90 42 Shopping Centers $4,922.92 $5,129.20
43 Financial Buildings – (Ins., Title, Banks, S&L) $1,230.73 $1,282.30 44 Motels, Hotels & Mobile Home Parks $6,153.65 $6,411.50 45 Theaters $2,769.14 $2,885.18
46 Drive-in Restaurants $1,846.10 $1,923.45
47 Restaurants $1,846.10 $1,923.45
48 Multiple & Commercial $1,846.10 $1,923.45
49 New Car Agencies $1,846.10 $1,923.45
50 Vacant Land (not part of Ind. Park or P. & D.) $461.52 $480.86 51 Industrial Park $3,692.19 $3,846.90
52 Research & Development $1,846.10 $1,923.45
53 Light Industrial $1,846.10 $1,923.45
54 Heavy Industrial $1,846.10 $1,923.45
55 Mini Warehouses (public storage) $3,692.19 $3,846.90 56 Misc. Improvements $3,692.19 $3,846.90
61 Rural, Res., Improvement 1A-10A $923.05 $961.73
62 Rural, w/or w/o structure 1A-10A $923.05 $961.73
70 Convalescent Hospitals / Rest Homes $1,846.10 $1,923.45 73 Hospitals $1,846.10 $1,923.45
74 Cemeteries / Mortuaries $1,846.10 $1,923.45
75 Fraternal & Service Organizations $1,846.10 $1,923.45 76 Retirement Housing Complex $6,153.65 $6,411.50
78 Parks & Playgrounds $3,692.19 $3,846.90
85 Public & Private Parking $1,846.10 $1,923.45
87 Common Area $1,846.10 $1,923.45
88 Mobile Homes $923.05 $961.73
89 Other (split parcels in different tax code areas) $923.05 $961.73 99 Homeowner's Association Owned Common Areas $738.44 $769.38

CALCULATION OF COST OF LIVING INCREASE
Percent increase from FY 2022-23 in the San Francisco-Oakland-Bay Area Consumer Price 4.19% Index for all Urban Consumers.

CITY OF OAKLEY SCHEDULE FOR POLICE SERVICE TAX
FOR FISCAL YEAR 2023/2024
The tax rates shown in this schedule shall be automatically adjusted on July 1 of each year, beginning on July 1, 2016 by the increase in the Consumer Price Index for all Urban Consumers for the San Francisco-Oakland-Bay Area and applying that rate to the prior year amounts for each property use code category. However, the City Council reserves the right to itself the opportunity to adjust the rate in the following year if the CPI adjustment is insufficient to reimburse the City for the costs of providing levels of police services as approved by the City Council.

5/25/2023
44 STAFF REPORT

City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us DATE: September 12, 2023
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director/City Engineer SUBJECT: Acceptance of work associated with the Sheriff Annex Building Demolition Project – Capital Improvement Project Number 271 Background and Analysis
The City’s adopted Fiscal Year (FY) 2023/24 Capital Improvement Program (CIP) budget designates funding for various infrastructure improvement projects. This is consistent with the City’s Strategic Goals to improve the quality of the City’s public infrastructure and to enhance the quality of life for our residents.

The Contra Costa County Sheriff Department had an annex building located at 210 O’Hara Avenue that had serviced the Oakley area. This facility had been vacated for several years and was no longer in operation. The project was to demolish the old building, level the property and remove all the old debris.

On April 11, 2023, the City Council awarded a contract to Campanella Corporation for the demolition of the Sheriff Annex Building, and the work has now been completed successfully.

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

Fiscal Impact
The authorized budget for the construction of this project was $400,000. This project was completed under the authorized budget in the amount of $90,000. In addition to the authorized budget, the County will be reimbursing the City approximately 50% of the demolition costs, per an agreement that was executed between the City and the County in 2022.

Pursuant to the contract documents, 5% of the accrued costs were withheld from the amount paid to the contractor. These funds are called “retention” and are held until the end of the project to ensure that the contractor completes the project in a timely manner. Approval of this item will authorize the release of the retention payment to the contractor. The retention was already budgeted as part of the contractor and change order approvals, so there is no additional fiscal impact associated with this action.

Approved and
Forwarded to the
City Council
45 STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US Staff Recommendation
Staff recommends that the City Council adopt the resolution accepting Capital Improvement Project Number 271 – Sheriff Annex Demolition Project as demolished by Campanella Corporation 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
46 Resolution No. XX-23 Page 1 of 1
RESOLUTION NO. XX-23

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY ACCEPTING

THE WORK AS COMPLETE BY CAMPANELLA CORPORATION FOR CAPITAL IMPROVEMENT PROJECT NUMBER 271 – SHERIFF ANNEX BUILDING

DEMOLITION PROJECT
WHEREAS, on April 11, 2023, by adopting Resolution No. 42-23 the City Council awarded a construction contract to Campanella Corporation for the construction of the Sheriff Annex Building Demolition Project – CIP No. 271; and WHEREAS, Campanella Corporation has satisfied the contractual requirements necessary for the acceptance of the Sheriff Annex Building Demolition Project to be deemed complete in the final amount of $90,000.00.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Oakley that the Sheriff Annex Building Demolition Project – CIP No. 271 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 the Sheriff Annex Building Demolition Project – CIP No. 271 with the County Recorder.

PASSED AND ADOPTED by the City Council of the City of Oakley this 12th day of September 2023 by the following vote:

AYES:

NOES:

ABSENT:

ABSTENTIONS:

APPROVED:
___________________
Aaron Meadows, Mayor
ATTEST:
_______
Libby Vreonis, City Clerk Date
47 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 271 – Sheriff Annex Building Demolition Project
NOTICE IS HEREBY GIVEN THAT:

The CITY OF OAKLEY, a political subdivision of the State of California, did, on April 11, 2023, enter into an agreement with Campanella Corporation for the construction of Capital Improvement Project (CIP) Number 271 – Sheriff Annex Building Demolition Project, with work located at 210 O’Hara Avenue, Oakley, CA. 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 CIP Number 271 – Sheriff Annex Building Demolition Project.

On September 12, 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 12th day of September 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
48 STAFF REPORT

City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us DATE: September 12, 2023
TO: Joshua McMurray, City Manager
FROM: Harumi Murata, Economic Development Analyst
SUBJECT: Review and Adoption of 2023 Economic Development Work Plan Background and Analysis
In July 2022, the City Council directed staff to revise the Economic Development Work Plan initially drafted in 2016. To aid in this endeavor, we partnered with Chabin Concepts, Inc., and they assisted in the redevelopment of the Work Plan, ensuring it incorporated current economic trends, competitive analyses, and vital insights from stakeholders, alongside learnings from the previous Work Session in March 2023.

This revised comprehensive 2023 Economic Development Work Plan articulates detailed strategies that focus on fostering sustained economic growth and diversification by optimally utilizing community resources. It is positioned toward priming Oakley as a top-tier destination for new business prospects and investments.

It also encapsulates our commitment to fostering new business possibilities, refining our marketing approach, and designating particular tasks in line with each objective.

The attached 2023 Economic Development Work Plan, now reflecting feedback from the Council members, continues to advance our mission of fostering robust economic growth in Oakley. A track change version has been attached to identify the incorporated amendments.

Consistency with the Oakley Strategic Plan 27+
This agenda item aligns with the principles of Strategic and Thoughtful Growth under the Community and Economic Development goals as it proposes to strategically plan and thoughtfully align our residential, commercial, and industrial growth to meet our short- and long-term vision.

Fiscal Impact
This Economic Development Work Plan Update project was allocated $50,000 of ARPA funds. The goals and action items in the Updated Work Plan will have their own budgetary impact and will be accounted for in the upcoming Economic Development budget.

Staff Recommendation
Staff recommends that the City Council adopt the City of Oakley 2023 Economic Development Work Plan.

Approved and
Forwarded to the
City Council
49 STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US Attachments

1. 2023 Oakley Economic Development Work Plan

2. 2023 Oakley Economic Development Work Plan with track changes

3. Draft Resolution
50 Economic Development
Work Plan 2023-2026
51 City of Oakley 2023 Economic Development Work Plan Table of Contents Table of Contents
I. Introduction......................................................................................................................... 1 A. Goals ............................................................................................................................ 1 B. Competitive Analysis..................................................................................................... 2 C. Target Industries ........................................................................................................... 3 D. Oakley’s Value Proposition............................................................................................ 7 II. Work Plan ........................................................................................................................... 8 A. Objectives..................................................................................................................... 8 B. Work Plan Tasks ........................................................................................................... 8 C. Launch Plan.................................................................................................................12 III. Gap Analysis......................................................................................................................13 A. Market Access and Transportation Infrastructure .........................................................14 B. Workforce, Education and Training .............................................................................15 C. Real Estate and Infrastructure......................................................................................17 D. Quality of Place............................................................................................................20 E. Economic Development Operations ............................................................................22 IV. Appendix............................................................................................................................24 52 City of Oakley 2023 Economic Development Work Plan Page 1 I. Introduction
The City of Oakley has been working from its 2016-17 Work Plan which outlines goals and priorities for the community’s economic development. Following the 2019 COVID pandemic and subsequent economic shifts, city leadership determined it was time to update the work plan. The intent of the updated work plan is to recommend implementation actions that the city should take to achieve and boost long-term economic growth, promote economic diversification, and leverage its assets.

The consulting team of Chabin Concepts, DSG Advisors, and Urban Scenarios visited the City of Oakley to document the city’s ability to deliver on the customary site selection factors considered when businesses search for a new location. Findings of this work are detailed in the Gap Analysis section and are the basis of the work plan. The work plan is focused on guiding the city economic development staff to prepare for an demonstrate to corporate decision-makers that the City of Oakley understands and can deliver on the location and
workforce needs associated with the industries targeted for business attraction.

A. Goals
The economic development work plan adheres to the city’s goals as stated in the 2022-2027+ Strategic Plan. The strategies and action items are intended to enhance the city’s economic development competitiveness and contribute to reaching the following goals.

1. Community and Economic Development: inspire and encourage community and economic development through strategic and thoughtful growth, a business-friendly environment, and local employment opportunities.

2. Community Health and Safety: protect the public and prioritize safe streets, healthy neighborhoods, and robust community resources.

3. Parks and Open Space: capitalize on the Delta, where residents, businesses, and visitors can recreate and relax.

4. Community and Collaborative Partnerships: build strong community and collaborative partnerships to be mutually beneficial and co-create shared goals.

5. Finance and Fiscal Responsibility: leverage financial resources for the long-term benefit of residents and businesses while maintaining sufficient reserves to provide stability and ensure a successful future.

6. Sustainable Organization: create a vibrant municipal workforce that reflects commitment to an inclusive and equitable community and can meet the mission today while striving for the envisioned future tomorrow.

VISION: The City of Oakley celebrates
our unique Delta lifestyle and smalltown feel where we live in a safe dynamic community, work together to
build the future, and play in our own
backyard.
53 City of Oakley 2023 Economic Development Work Plan Page 2 B. Competitive Analysis
The Chabin Team conducted an analysis of Oakley’s community assets to identify economic development opportunities, real estate parcels and industry investment targets. The analysis considered customary site selection factors businesses study when searching for a new location. The matrix below presents a summary of findings which are the basis for the target industry recommendations and a revised work plan. A more detailed discussion of the Competitive Analysis is included in Section III Gap Analysis. ASSETS  Location on highways, interstates, and access to freight and passenger air and port services  Growing talent pipeline and employers can draw 1.2 million workers in just 30-mile radii  Good workforce training resources in the region
 Growth of median household income is on par with county, better than cities in region  Low crime rate and favorable cost of living when compared to county and region  Oakley has miles of waterfront for recreation and a 55-acre site that could support a range of business development opportunities
 Entrepreneur Center
 Efforts are underway to establish a chamber of commerce  Professional and service-oriented economic development staff

CHALLENGES
 Limited market-ready sites or buildings for industrial or commercial uses  Economy is heavily weighted to service and retail; economic development actions need to focus on diversifying the economy
 Educational attainment is lower than other cities in the region, low performance in English and math in the high school
 Senior population (age 60+) is growing at a much faster rate than the incoming talent pipeline (under age 19) which could indicate a future workforce shortage; fortunately Oakley employers can draw from a workforce of 1.2 million in a 30-mile radii  Planning is underway; a concrete plan for waterfront development must be a priority

OPPORTUNITIES
 There is high demand in the region for small to medium sized light industrial sites and buildings. Land zoned industrial in Oakley could accommodate an estimated 700,000 square feet of light industrial building space and several hundred traded-sector jobs  Agreement on industry targets among educators, economic development organizations, and city government would guide stakeholders in moving the city forward  Amtrak station will increase traffic and enhance the sense of importance of downtown  Entrepreneur Center could spur entrepreneurs to invest in downtown development  Waterfront development of recreation will improve the city’s quality of life, attract visitors, and generate sales tax revenue
 Industrial development of the waterfront will draw business to the community and create local jobs
 Regional organizations can help expand the economic development capacity in the city 54 City of Oakley 2023 Economic Development Work Plan Page 3 C. Target Industries
The consulting team weighed community assets against our experience with economic development and corporate investment trends at local, regional, national, and global levels. The target industries listed here are seen by the consulting team as aligning with Oakley’s development assets, training initiatives supported by Contra Costa Community College, Contra Costa County’s Department of Conservation and Development specified industry targets, and private sector investment trends in the region.

By focusing on the attraction of industries that align with community assets, Oakley can realize several benefits including:
• New job-creating investments in the city of
Oakley
• Diversified Oakley economy with higherpaying, traded sector jobs • Expanded capacity and marketing
opportunities with target industries
aligned with county and regional
economic and workforce development
partner organizations
• Increased presence and awareness in
the region as a place to expand into a
nearby, more-affordable location
• Reduced commute time for much of the
Oakley workforce that is currently
leaving the city for jobs
The remainder of this section presents a brief description of each target sector and Oakley’s value proposition for meeting sector needs.

Clean Tech
Ag Tech
Advanced Manufacturing
Business Services
Recreation
55 City of Oakley 2023 Economic Development Work Plan Page 4 Target Industry Recreation—specifically boating, fishing and fishing tournaments Rationale  Leverages and makes good economic use of one of the city’s greatest asset, the waterfront
 Attracting anglers and spectators can help draw attention to the city as place to do business (expanding the reach into other target industries)  Bass fishing is considered a top freshwater sport and California is one of the top three states contributing to the national economic impact  Fishing tournaments attract and engage all age groups and skill levels  If Oakley can keep anglers and spectators in the city for the duration of the tournament (for lodging, dining, supplies, etc.) the economic impact to the city and local businesses could be substantial
 Once developed, the planned 55-acre Oakley Regional Park at Sellers Avenue (pictured below) may be sufficient to hold small- to medium-sized tournaments but more research would need to be conducted
Figure 1. 2019 rendering of Oakley Regional Park; master plan is currently being updated 56 City of Oakley 2023 Economic Development Work Plan Page 5 Target Industry Business and Technical Services—includes operations providing back-office support functions, inbound call centers, small data centers, and specialized product fulfillment that support regional, national, and global markets.

Rationale  The recommended development area and surrounding environment on Oakley’s west side is conducive to attractive office park development, offering views of greenery and surrounding terrain
 Oakley’s location offers easy access to clientele throughout the East Bay  Occupations are a good match for the existing workforce  Sixty-five percent of the workers in the 30-mile labor shed area are in occupations that support this industry sector e.g., business and finance, IT, architecture, engineering, healthcare, sales and related (ESRI labor profile) Target Industry Advanced Manufacturing—refers to the use of innovative technology to improve products or processes. Advanced manufacturing industries constantly integrate new technologies into their products and processes.

Rationale  Occupations are a good match for the existing workforce  Supports existing manufacturing and advanced manufacturing operations in Contra Costa County and the East Bay region
 Development of the recommended light industrial district on Oakley’s west side is perfectly suited to this type of operation (Figure 7) Figure 2. Examples of
attractive business park
settings
57 City of Oakley 2023 Economic Development Work Plan Page 6 Target Industry Agricultural Technology (AgTech)—encompasses ag-related manufacturing, processing, and services, including horticulture and aquaculture. AgTech companies use technology or provide services to improve yield, efficiency, and profitability e.g., robotics, temp or moisture sensors, aerial imaging.

Rationale  Development and adoption of new agricultural technology is rapidly evolving, and California and the greater Bay Area is the center of innovation  The changing regulatory environment, higher operating costs, foreign and domestic competition, and shifts in market demands opens opportunities for communities able to meet market and cost demands
 Once developed, the recommended light industrial district on Oakley’s west side is perfectly suited to these types of operation (Figure 7)  Commercial and industrial services including machine shops, equipment repair, metal fabrication, engineering firms, vehicle repair, and light manufacturing support the needs of both local and outside markets
Target Industry Clean Technology (CleanTech)—is the term used to describe companies involved in energy, water, transportation, agriculture, and manufacturing using technology and processes to improve the long-term health of the environment. This can include a broad range of industry sectors including recycling, renewable energy, information technology, green transportation, electric motors, green chemistry, lighting, grey water, etc.

Rationale  Could support existing employers in the region many of whom are already using some type of advanced technologies
 Cleantech jobs are among the fastest growing in the nation  Development of the recommended light industrial sites is perfectly suited to this type of operation
 A broad array of occupations are involved in cleantech, from highly degreed professionals to skilled trades—civil and process engineers, technicians, solar panel installers, IT, and lower skilled manufacturing and logistics workers  Industrial development on the waterfront could be attractive to these users; operations can cover the spectrum from small entrepreneurial firms to large multi-national corporations requiring a range of site and building sizes and configurations
58 City of Oakley 2023 Economic Development Work Plan Page 7 D. Oakley’s Value Proposition
Value Propositions are statements that convey benefits or solutions the community offers to businesses and specific industries. An effective value proposition answers the question “why should my business locate in Oakley?” Your responses to this question must be accompanied by fact-based proof points which will entice the audience to learn more.

Messages and proof points will be different for different audiences—local businesses, prospects, brokers, developers, media, workers—have different interests and priorities. Below are several potential value propositions and proof points for the City of Oakley’s target industries.

The Appendix contains a guide to creating an effective Key Message Platform.

Sample Value Propositions for the City of Oakley
 Companies in the City of Oakley are in the heart of the East Bay Area and can easily reach major metro markets.
 Oakley employers count on highly productive workers and world-class training programs.  Oakley has a large out-commuting workforce that is looking for local employment.  Lower operational costs give you a greater return on your investment in Oakley.  Oakley’s [named] business park is the premier location for [industry] employers.  Oakley’s access to waterfront areas for recreation and sport is the best in the region.

Sample Proof Points
 Nearly 20,000 skilled workers commuting out of Oakley are looking for local employment  Access to workforce and training resources including drone training and Los Medanos College’s Process Technology (PTEC) certification programs where students can receive certification on advanced manufacturing skills in as little as 18 months  Within [miles or minutes] of wine industry and ag growers and processers in East Bay and the Central Valley
 Operational costs X% lower than surrounding communities  Easy proximity to centers of innovation including UC Davis  XX acres of waterfront property
59 City of Oakley 2023 Economic Development Work Plan Page 8 II. Work Plan
The 2023 Work Plan is an update of 2016-2017 Economic Development Work Plan and identifies specific actions that the City should take to achieve and boost long-term economic growth and economic diversification, by leveraging community assets.

A. Objectives

1. Prepare the City of Oakley to be a competitive location for the attraction of new business opportunities and investment in the community

2. Promote and facilitate new business opportunities and new investments in the community

3. Update the marketing program

4. Provide tools and resources to help existing Oakley businesses grow and succeed

5. Improve the look and feel of the City while maintaining its small-town character B. Work Plan Tasks
Objective 1—Prepare the City of Oakley to be a competitive location for the attraction of new business opportunities and investment in the community
• Prepare acreage for the market that can support manufacturing, industrial services, offices, and related activities that will create high paying jobs and help diversify the local economy. Prioritize development of a light industrial park on 40+ acres located south of Main Street and east of Highway 160. This would include conducting an infrastructure needs assessment and plan for services such as electric, gas, water, wastewater, fiber optics, and roadways. • Stay engaged with regional economic development efforts to ensure the city’s needs and plans are represented in discussion of planning efforts and funding allocations (e.g., Plan Bay Area 2050, Northern Waterfront Economic Development Initiative, East Bay EDA projects, Contra Costa Economic Partnership).
• Stay involved with Resilient East Bay Industrial Land Use Analysis (currently underway) and the East Bay Industrial Land Use Toolkit to support Oakley’s efforts to attract small to mid-sized businesses in the manufacturing, goods movement, and biomedical/life sciences sectors. • To regain fishing tournament(s), (1) reach out to the sponsoring groups to learn what they require in a location (facility size, marina and other services, lodging rooms and dining places that will accommodate the expected number of anglers and spectators); (2) complete the Oakley Regional Park Master Plan; (3) make upgrades to the waterfront areas; (4) begin the work to fulfill the location requirements of sponsoring groups (5) start marketing. 60 City of Oakley 2023 Economic Development Work Plan Page 9 Objective 2—Facilitate new business opportunities and new investments in the community • Assist new and expanding businesses through the development and permit process by acting as the liaison and coordinating with other city and county departments and agencies (building, planning, public works, code enforcement, etc.).
• Solidify working relations with regional partners to expand city’s economic development capacity; share city’s plans, messages, value propositions with others who are conducting marketing and outreach to important audiences (businesses, site selectors, brokers, developers, etc.). • Actively support the Northern Waterfront Economic Development Initiative Strategic Action Plan.

This is a small step in creating a value proposition for identified target industries e.g., clean tech, biotech, advanced ag and manufacturing, transportation tech. • Continue outreach to and further develop relationships with the regional broker community; as a primary audience for the city’s economic development marketing and messaging, include them on all print and electronic campaigns; make quarterly phone or personal contact. • Support and assist current efforts to establish an Oakley Chamber of Commerce.

Objective 3—Create a comprehensive marketing program
• Adopt a budget for economic development efforts that will adequately support the goals. • Select target industries, document Oakley’s value proposition for each sector (see the Key Message Platform guide in the Appendix) and continue to update. • Prepare economic development marketing materials that will serve as centerpiece to Request for Proposals (RFP) and other inquiries from prospective corporate investors (see Site Proposal Guide in the Appendix).
• Include market access advantages in messaging to companies and organizations considering investment in new or expanding facilities. Create map(s) for print and website that visually show Oakley’s access to highways, airports, port facilities, and major markets. • Establish a stand-alone economic development website to aid in driving traffic and delivering complete and unambiguous messaging on the advantages of Oakley for new investment (see content recommendations in the Appendix).
• Document Oakley’s development costs and permitting process. Partner with building, planning, public works, code enforcement and other relevant departments and partner agencies to prepare simple materials that demonstrate the streamlined permitting process, rates and connection fees charged by the city and other agencies. Use flowcharts, other graphics, spreadsheets and testimonials from businesses and developers that prove to the market that Oakley truly is a ‘Business Friendly Community.’ Samples are provided in the Appendix. • Longer-term, explore the regional competitive landscape for infrastructure costs (rates and connection fees for water, wastewater), permitting fees and approval times, and land costs for targeted investments to illustrate how Oakley compares with area communities. If and when Oakley rate data do not compare favorably, identify where there are advantages—faster timeline, better 61 City of Oakley 2023 Economic Development Work Plan Page 10 quality water, state-of-the art facilities, etc. Don’t hide the bad news, address it and incorporate advantages into key messages (sample included in the Site Proposal Guide in the Appendix). • Document local and regional workforce training resources, particularly those programs that support target industries. Incorporate information into messaging, marketing materials and website. • Be alert to emerging factors that put Oakley at a competitive disadvantage and look for ways to improve the community’s standing.
• Implement a system for maintaining an inventory of sites and buildings for commercial and industrial development that details infrastructure, development status, and costs. The Chabin Team recommends Location One Information System (LOIS) software platform. LOIS is a high quality and affordable website platform known for ease of use, attractive graphics, and support for branding customization.
• Expand Oakley's engagement with TeamCalifornia and the state's GoBiz organizations to better understand how location selection projects are identified and channeled to local areas and be prepared to respond to requests for information.
• Continually add new content to the city’s Story Map. Use it as a long-term visionary communications tool to promote the City’s vision, priorities, investment opportunities, and progress towards a competitive economic development environment.

Figure 3. Sample online property inventory from Location One Information System (LOIS) 62 City of Oakley 2023 Economic Development Work Plan Page 11 Objective 4—Provide tools and resources to help existing Oakley businesses grow and succeed
• Keep abreast of the technical training offered by the colleges and high schools in the district. • Work closely with workforce and education partners to make joint visits to Oakley employers. • Continue to support and promote the Oakley Entrepreneur Incubator space. • Keep downtown businesses informed of the progress of Amtrak station and assist them to be prepared to take advantage e.g., collaborative messaging and marketing efforts, business directory, information kiosk.

Objective 5—Improve the look and feel of the city while maintaining its small-town character • Continue efforts to improve appearance and amenities throughout the city. • Continue working on downtown revitalization and establishing services around the Amtrak station for workers and residents.
• Continue working with partner organizations and landowners to clean up, make improvements to waterfront properties, and plan for future uses.

Figure 4. Investment in community amenities and revitalization support economic development and encourage private sector investment.
63 City of Oakley 2023 Economic Development Work Plan Page 12 C. Launch Plan
The Action Plan includes several tasks—short-term, long-term, one-time and ongoing activities. The launch schedule below is meant to provide the city with some direction on where to start. 0-30 Days
 Present plan to council
 Prepare an internal department budget to support economic development goals and activities
 Meet with partner organizations to present the plan and garner participation  Contact property owners to determine the feasibility of developing a business park 31-60 Days
 Meet with city departments and partner agencies to begin documenting the development process
 Begin regular outreach to broker and development community  Begin collaborative employer visits
61-90 Days
 Incorporate Appendix B (website review and recommendations) in the pending RFP for new economic development website
 Identify properties for online inventory and subscribe to LOIS software platform  Begin documenting value proposition and proof points
 Reach out to TeamCalifornia and GoBiz and begin regular engagement with these organizations
64 City of Oakley 2023 Economic Development Work Plan Page 13 III. Gap Analysis
Business investment decisions are driven by considerations that reach far beyond properties. Business location selection comes only after carefully analyzing factors that are important to a company's near-term and long-term strategic interests.

Economic development best practices today acknowledge the complexities and work to ease the decision process by being prepared to show that the community is ready for corporate investment. The graphic below illustrates the variety of metrics considered during site selection. Collectively these factors can support or deny that a particular community is right for corporate investment.

The Chabin Team
documented the City of
Oakley’s local assets
and strengths on which
investment attraction
can be based. As
presented in this
section, our findings
are the basis of the
recommended target
industries, value
propositions, and
economic development
strategies. Strategies
are focused on preparing for and demonstrating to corporate decision-makers that the City of Oakley understands the strategic and tactical needs associated with the industries targeted for business attraction.

This Gap Analysis presents a discussion of what a competitive community offers to businesses and how Oakley compares to that ideal. The discussion includes assets the city can leverage, and the readiness gaps the Chabin Team believes need to be addressed to improve Oakley’s economic development competitiveness.

These findings are based on a review of information gathered from interviews, personal observations, data research, and materials collected during the consulting team’s community visit and form the basis of the resulting recommendations. Data sources and other details are included in the Appendix. 65 City of Oakley 2023 Economic Development Work Plan Page 14 A. Market Access and
Transportation Infrastructure
The efficient movement of goods and people relies on a network of highways and arterial roads that connect sites to workers, customers, and vendors.

Oakley’s Competitive Position
• City is located at the intersection of state highways 160 (north/south) and 4 (east/west)
• The Main Street/Highway 160 interchange averages
37,000 daily vehicle trips and 4,850 daily truck trips
• 20 miles to Interstate 680 via State Highway 4
• 30 miles to Interstate 5 North via State Highway 160
• 30 miles to Interstate 5 South via State Highway 160
• Five freight and passenger airports are located within less than two-hour drive
Tactical Recommendations
• Include these market access advantages in your
messaging to prospects
• Create map(s) for print and website that visually show Oakley’s access to highways and major markets (Figure 1) Competitive communities
offer:

Highway access to and from
business parks, sites, and
employment centers that include
at least two routes for trucks and
employee vehicles
Access routes that are free of
potential traffic flow impediments
e.g., weight-limited bridges, low
clearances, rail crossings, areas
of traffic congestion, time-of-day
restrictions
A commercial airport within a 60-
to 90-minute drive
Rail cargo service and ocean
ports as necessary
Pedestrian-friendly downtown,
commercial and retail centers;
local roadways that connect
residents and visitors to
amenities and recreational
opportunities
Figure 5. Sample maps displaying community
location within a region, state, or nation
66 City of Oakley 2023 Economic Development Work Plan Page 15 B. Workforce, Education
and Training
In today’s market, the primary business location factor is the availability and quality of workers. Location investigations start by verifying that a sufficient labor supply exists and that there is a pipeline of workers so businesses will be able to attract the talent they need now and in the future.

Workforce
• Median age (34 years) in Oakley is younger than Contra Costa County (39 years), and comparison cities of Antioch (36), Brentwood (40), and Benicia (46)
• Unlike comparison cities and many other cities across the nation, in Oakley there is a slight (2.7%) five-year growth in Talent Pipeline (0-19 years) and Prime Workers (20-39 years)
• Fortunately, Oakley employers can draw from a labor
force of 1.2 million in 30-mile radii
• Contra Costa County is historically a union community Training Resources
• The Contra Costa Community College District includes
three colleges and two centers all within 40 miles of
Oakley. The Brentwood Center, just five miles from Oakley city center, offers AA and AS degrees, certifications and occupational training in fields including computer science, business, biology, and physical sciences. • Between the three campuses a broad range of training programs are offered that align with local employers. Los Medanos College offers Process Technology (PTEC) certification where students learn advanced manufacturing skills through a certification program that can take as little as 18 months. Companies hiring Operations Technicians with PTEC certificates include refineries, chemical companies, local and regional water districts, food, wine and beer companies, and advanced manufacturing companies
• Mechanisms for maintaining effective outreach to the business community are reported to be in place e.g., 1) recent introduction of the Handshake platform joinhandshake.com to assist with job and employee search; 2) college maintains an outreach liaison to guide companies in how to engage students and instructors; 3) college staff development is guided by private sector skills requirements
Competitive communities
offer:

A supply of workers with
industry-specific skills and a
strong work ethic
Available sources of new
workers, e.g., population growth,
balanced age distribution,
graduates from two- or four-year
colleges, certificate training
programs
An education system adept at
producing workers with skills that
are aligned with industry needs
and the needs of a rapidly
changing global economy
Local wages and fringe benefits
structure reasonable for the
region
History of positive labormanagement relations
Amenities that attract and retain
talent
67 City of Oakley 2023 Economic Development Work Plan Page 16 • Drone training has been approved at Los Medanos Campus which uses Buchanan and Byron airfields
Challenges
• The share of Oakley’s population with higher education degrees is unimpressive (18.6%), fortunately employers are able to draw workers from throughout the county which reports 42% of the population over the age of 25 has a bachelor, graduate, or doctorate degree • Employment in Oakley is heavily weighted to service and retail jobs (Figure 6) • Contra Costa College District – the contract education program that originally focused on technology sectors only success is with construction sector.

Tactical Recommendations
• Keep abreast of the technical training offered by the colleges in the district • Work closely with the college/business outreach liaison and make joint visits to Oakley employers • Include the training resources in the industry value propositions and prospect proposals Figure 6. Distribution of Oakley's employment.

Source: 2022 Data Axle (ESRI Business Summary)
68 City of Oakley 2023 Economic Development Work Plan Page 17 C. Real Estate and Infrastructure
Companies prefer sites or buildings that are shovel- or move-inready; sites that are supported by modern infrastructure with the capacity to accommodate current and future business needs.

Getting properties market-ready can be a long-term endeavor.

As communities work on preparing market-ready real estate, they should prioritize those properties that can be made ready with the least input. Have a plan to address any gaps in infrastructure and demonstrate a willingness to invest in required upgrades to expand and keep systems secure.

Sites and Buildings
• Very limited on market-ready sites and buildings to
support diversifying the economy away from service and
retail focus
• There is high demand in the region for small to medium size light industrial parks
• The planned Amtrak station on Main Street offers Oakley an opportunity to continue developing downtown
Downtown
• Slated to open in first quarter 2025, the Amtrak San
Joaquin station will connect Oakley to the Bay Area,
Sacramento and Bakersfield. The station will have 275
parking stalls, a plaza and bistro and additional amenities to help create a transit hub in central downtown Oakley Water
• Diablo Water District serves the City of Oakley.
• Surface water is purchased from Contra Costa Water
District and Diablo Water District pulls water from three wells; all water is treated at Diablo’s treatment facility and distributed throughout the system; water is blended with groundwater to maintain quality and reliability across the system • Treatment system is being upgraded to ensure quality and reliability as demand grows; hard water issues which are common in the region are being addressed; distribution pressure is maintained through elevated storage tanks
Competitive communities
offer:

Identified priority sites, detailed
profiles, maps, aerials, photos
Business or industrial park
settings or ready-to-go sites of
one to 100 acres that are served
with all utilities and properly
zoned
Available buildings for diverse
uses and adequate parking; spec
buildings or plan
Controls in place to prevent
undesired development nearby
Reliable and detailed information
on the development process,
timing, and costs
Land in and around the city for
residential construction that will
support population growth
Reliable, modern, redundant,
secure services at a reasonable
cost
Services with capacity sufficient
to meet and exceed the
industry’s near-term needs
Broadband telecom serving sites
and buildings that can meet
significant data transfer
requirements
69 City of Oakley 2023 Economic Development Work Plan Page 18 Wastewater System
• Ironhouse Sanitary District provides the city’s wastewater system. Appears to meet current community needs and capacity expansion and discharge quality challenges are being addressed to stay ahead of growth trends
Electric Power
• Electric power is provided by Pacific Gas & Electric (PG&E) Challenges
• Diablo Water District is aware of, monitors, and plans for the expected effects of climate change.

Two seemingly conflicting stressors are impacting water supply and quality—drought and rising sea levels. Extreme drought conditions, frequency and intensity are expected to increase due to rising temperatures and greater precipitation variability. At the same time the more-slowly emerging threat of sea levels rising presents a risk of flooding and levee failure around the Delta which will cause major property damage and water quality issues1
• There is discussion but no solid plan for developing the waterfront • Appears to be limited downtown properties to support entrepreneurial development Tactical Recommendations
• The conventional structure is that cities operate water and wastewater services although services provided by private companies or through a utility district, like in Oakley, are seen in some parts of the country. Risk mitigation is the foremost consideration when companies are looking for a location to invest and create jobs. This is especially important when dealing with receiving and possibly expanding water/sewer services, building codes, zoning, road infrastructure, taxation, etc.

Competitive communities ensure the user experience is seamless and hassle free—the definition of a “business friendly” community. Whether water/sewer services are under Oakley control, or remain as they are, the goal is to meet customer expectations. • Focus on preparing 40 acres for a business park that will support light industrial development and be attractive to businesses thereby diversifying the local economy and creating higher-paying jobs.

Build out of the 40 acres could accommodate more than 700,000 square feet of light industrial building space (Figure 8).
• Continue to work on building a secure and fast fiber optic network in Oakley’s business and residential neighborhoods. Connectivity is a critical element to a business’ location decision. The popularity of remote working increases the importance communities should be placing on building the network to deliver optimal services.
• Stay involved to ensure the city’s needs and plans are represented in regional economic development efforts and that the city has access to tools and future funding resources, e.g., Plan 1 Sources: Delta Stewardship Council. June 2021. Delta Adapts: Creating a Climate Resilient Future and Diablo Water District. June 2021. Water Shortage Contingency Plan. 70 City of Oakley 2023 Economic Development Work Plan Page 19 Bay Area 2050, Northern Waterfront Economic Development Initiative, East Bay EDA projects, Contra Costa Economic Partnership, etc.
• Stay involved and leverage the currently underway Resilient East Bay Industrial Land Use Analysis and the East Bay Industrial Land Use Toolkit to support Oakley’s efforts to attract small to mid-sized businesses in the manufacturing, goods movement, and biomedical/life sciences sectors • Have documentation from city departments and partner agencies of infrastructure costs (rates and connection fees for water, wastewater, etc.) and permitting process to be able to communicate Oakley’s competitive position
• Prepare and maintain an inventory of sites for new commercial and industrial development with details on the infrastructure and development status and costs; LOIS is recommended for features, ease of use, and cost
• Continue making downtown streetscape and revitalization improvements in preparation for the Amtrak station and additional traffic

50K SF buildings
Figure 8. Sample layout for the
subject properties which shows
potential for job-creating industry
development. The northern most area
depicts six industrial flex buildings of
115,000 square feet each, a total of
690,000 square feet (as approved in
the 2008 master plan. Below that are
buildings ranging from 22,000 to
110,000 square feet. Depending on
the industries and specific uses,
these types of business parks could
accommodate thousands of new jobs
over time.

Figure 8. Areas recommended for
commercial and light industrial
development are +/-40 acres at Main
Street and East of Highway 160.
71 City of Oakley 2023 Economic Development Work Plan Page 20 D. Quality of Place
Quality of place investment helps employers attract and retain skilled workers and professionals. Achieving and maintaining a quality community requires continued engagement and ongoing investment in infrastructure and cultural amenities.

Oakley’s Competitive Position
Demographics
• Five-year average annual growth rate of the median
household income in Oakley (5%) is on par with the
County (5.9%) and better than the comparison cities
(about 4%)
• Cost of living index is lower than countywide
• Share of population living below poverty (7%) is lower than countywide and Antioch, higher than Brentwood or
Benicia
• Oakley is a safer community than comparison cities. 2021 annual property crimes were 14 per 1,000 population; violent crime rate was 1.5 per 1,000 population • Five-year average annual population growth (1.8%) is slightly better than County (1.2%) • The median household income growth rate (5%) is on par with County (5.9%), better than comparable cities in the region (about 4%)
Housing2
• Most of the people living in Oakley commute to other areas for employment; home values in Oakley are much more
affordable relative to the rest of the Bay Area but the price of homes for sale and rent are increasing
Education3
• Excellent graduation rate in Oakley’s one high school, 98% in the 2022 academic year
• About 62% enroll in some postsecondary schooling
• Academic performance in English and Math are low
2 City of Oakley 2023-2031 Housing Element Update adopted March 28, 2023 3 California Department of Education, School Dashboard
Competitive communities
offer:

Investments that support the
safety, health, and welfare of its
citizens
Housing options for a mix of
incomes
Lifestyle, cultural, and
recreational amenities that make
it a desirable place to live
Ongoing monitoring of metrics
that measure Quality of Place
e.g., cost of living index, crime
rates, graduation rates, housing
(supply, diversity, affordability)
72 City of Oakley 2023 Economic Development Work Plan Page 21 Land Use Planning
• The General Plan addresses the need for continued support for industrial development including land available for manufacturing jobs
• Downtown development efforts are a great start at enhancing Oakley’s identity (e.g., train station project)
Challenges
• Community appearance in several
privately-owned areas beyond the
downtown needs improving e.g.,
waterfront access, marinas,
waterfront property
• Unbalanced focus on retail and
high-cost housing while neglecting
non-retail jobs, worker-affordable housing and diverse housing options • 91% of the housing units are single family homes; there are few worker-affordable housing units or rentals, the rental vacancy rate was just 1% at the time the housing element was prepared Tactical Recommendations
• Support efforts to improve appearance and amenities throughout the city • Continue working on downtown and establishing services around the Amtrak station for workers and residents
• Move forward quickly with a concrete
plan for waterfront development, 55-acre
Oakley Regional Park, and continue
working with partner organizations and
landowners to clean up, make
improvements to waterfront properties,
and plan for future uses
Figure 9. 2019 drawing of the proposed Oakley
Regional Park; park master plan is currently being
updated
73 City of Oakley 2023 Economic Development Work Plan Page 22 E. Economic Development
Operations
A community’s economic development success depends on
leadership’s support, including an agreed upon vision for the future, goals, and sufficient financial and human resources to implement an adopted program.

Oakley’s Competitive Position
• Professional, approachable and service-oriented city staff • Convergence on industry targets among educators,
economic development organizations, and city
government
Challenges
• Limited staff and financial resources for implementing a strong proactive marketing, business attraction, and
business retention program
• The city’s economic development work plan lacks a
specific budget for marketing and program implementation • Community actions on economic development are not
aligned with job-creating trends in the region nor with attracting businesses that will diversify the local economy e.g., manufacturing, professional services, research and development
Tactical Recommendations
• Support and assist current efforts to establish an Oakley Chamber of Commerce
• Ensure a sufficient budget is available to support
economic development goals and activities
• Establish a standalone website focused on economic
development
• Prepare necessary economic development marketing and
prospect response pieces to support business
development efforts (much of this can be accomplished
through a LOIS subscription)
Competitive communities
offer:

Community-wide consensus on
vision and goals and support for
economic growth demonstrated
by assistance, entrepreneurial
programs, financing, business
retention programs
The ability to convey understanding of industry needs–real estate, infrastructure, workforce
skills–with value propositions
supported with proof points
The ability to demonstrate a clear
and reasonable development
path and operating costs
Willingness to be forthcoming
about real, perceived, natural, or
man-made risks and hazards
e.g., earthquakes, tornados,
hurricanes, toxic waste, major
weather events that can close
transportation routes for
extended periods
A community profile with an
overview of the history,
composition of the economy,
demographics, shopping
amenities for workers and
residents, recreation assets
Ability to quickly compile and
deliver a professional and
accurate proposal package that
is delivered electronically and
available for print
Market-ready property profiles,
labor shed map, commute
patterns, directory of local
employers, testimonials
74 City of Oakley 2023 Economic Development Work Plan Page 23 • Solidify working relations with regional partners to expand city’s economic development capacity; share city’s plans, messages, value propositions with others who are conducting marketing and outreach to important audiences (businesses, site selectors, brokers, developers, etc.) • Actively support the North Waterfront Strategic Plan, this is a small step in creating a value proposition for identified target industries e.g., clean tech, biotech, advanced ag and manufacturing, transportation tech
A competitive community budgets sufficient funds for economic development operations and activities. Guidelines:

Total
Operations
$8 to $10 per capita (rural communities)
$15 per capita (urban communities)
Marketing
Budget
$50,000 – minimum, communities up to 25,000 population
$2.50 per capita – communities with up to 100,000 population $3.00 per capita – communities with 100,000+ population 75 City of Oakley 2023 Economic Development Work Plan Page 24 IV. Appendix
A. Economic Scan, ESRI reports
B. Economic Development Website Review and Recommendations C. Proposal package
D. LOIS product information
E. Key Message Platform
76 Appendix A
77 SITE SELECTION COMPARISON FACTORS Oakley County of
Contra Costa
Antioch
(Contra Costa)
Brentwood
(Contra Costa)
Benicia
(Solano Co.)
Stockton
(SanJq.) Source

POPULATION
Population (2010) 33,496 1,024,809 99,717 46,283 26,959 287,377 Census, 2010 ACS 5-Yr Estimates, DP05 Population (2015) 38,243 1,096,068 107,501 55,490 27,657 299,722 Census, 2015 ACS 5-Yr Estimates, DP05 Population (2020) 41,656 1,161,413 111,468 63,013 28,158 311,103 Census, 2020 ACS 5-Yr Estimates, DP05 Population (2021) 40,669 1,133,247 110,730 60,446 28,088 306,283 Census, 2021 ACS 5-Yr Estimates, DP05 10-Year Average Annual Growth Rate (2010-2020) 2.4% 1.3% 1.2% 3.6% 0.4% 0.8% 5-Year Average Annual Growth Rate (2015-2020) 1.8% 1.2% 0.7% 2.7% 0.4% 0.8% 1-Year Average Annual Growth Rate (2020-2021) -2.4% -2.4% -0.7% -4.1% -0.2% -1.5% Median Age (2021) 34 39 36 40 46 33 Census, 2021 ACS 5-Yr Estimates, DP05

LABOR FORCE PARTICIPATION
Civilian noninstitutionalized pop (19-64 y/o) 25,404 689,829 68,881 35,990 16,135 180,324 Census, 2020 ACS 5-Year Estimates; DP03 In the labor force 19,923 546,834 53,243 28,723 13,247 131,794 Census, 2020 ACS 5-Year Estimates; DP04 Not in the labor force 5,481 142,995 15,638 7,267 2,888 48,530 Census, 2020 ACS 5-Year Estimates; DP05 Labor Force Participation Rate 61% 59% 62% 57% 57% 58%

UNEMPLOYMENT RATE
Employed 19,600 542,400 50,100 28,900 13,800 132,100 Calif. EDD, 2021 Annual Average as of March 25, 2022 Unemployed 1,400 34,500 4,600 1,800 700 13,300 Calif. EDD, 2021 Annual Average as of March 25, 2022 Unemployment Rate 7.4% 6.4% 9.2% 6.3% 5.2% 10.0% Calif. EDD, 2021 Annual Average as of March 25, 2022 INCOME
2015 Median Household Income $82,885 $80,185 $64,329 $92,589 $88,394 $44,797 Census, 2010 ACS 5-Yr Estimates; Table DP03 2020 Median Household Income $103,552 $103,997 $80,234 $113,298 $106,989 $58,393 Census, 2020 ACS 5-Yr Estimates; Table DP03 2021 Median Household Income $109,806 $93,712 $82,244 $125,152 $118,433 $63,916 Census, 2020 ACS 5-Yr Estimates; Table DP03 5-Year Average Annual Growth Rate (2015-2020) 5.0% 5.9% 4.9% 4.5% 4.2% 6.1% 1-Year Average Annual Growth Rate (2020-2021) 6.0% -9.9% 2.5% 10.5% 10.7% 9.5%

WEALTH / POVERTY
Cost of Living Index (2022) 159.8 174.9 149.8 172.9 158.3 115.6 bestplaces.net; as of Dec 5, 2022 Percent of Population Living Below Poverty (2022) 7.1% 8.2% 12.7% 5.7% 6.8% 16.8% Census, 2020 ACS 5-Yr Estimates; Table DP03 Age Dependency Ratio1 60.2 62.6 58.8 70.0 65.3 64.8 Census, 2020 ACS 5-Year Estimates; Table S0101 Old-Age Dependency Ratio1 15.1 25.7 18.6 25.1 31.6 20.1 Census, 2020 ACS 5-Year Estimates; Table S0101 Child Dependency Ratio1 45.1 36.9 40.2 44.9 33.7 44.7 Census, 2020 ACS 5-Year Estimates; Table S0101

COST OF LIVING INDEX
Cost of Living (point in time) 159.8 174.9 149.8 172.9 158.3 115.6 bestplaces.net; as of Dec 5, 2022 Grocery 108.4 111.2 108.0 109.6 110.2 103.9
Health 121.1 121.1 121.1 121.1 112.3 100.7
Housing 248.3 302.2 214.6 287.1 261.7 133.7
Utilities 106.7 98.6 106.7 106.7 106.0 108.9
Transportation 140.9 134.2 142.0 145.1 120.7 115.5
78 SITE SELECTION COMPARISON FACTORS Oakley County of
Contra Costa
Antioch
(Contra Costa)
Brentwood
(Contra Costa)
Benicia
(Solano Co.)
Stockton
(SanJq.) Source

EDUCATIONAL ATTAINMENT
Population 25+ y/o 24,452 777,519 71,682 39,300 20,467 188,818 Census, 2020 ACS 5-Yr Estimates; Table S1501 Less than High School 13.1% 10.7% 13.1% 7.1% 3.5% 23.6% High School/GED 27.2% 17.6% 27.3% 20.1% 17.5% 27.9%
Some College 30.5% 21.8% 29.4% 29.5% 24.7% 21.7%
Associate degree 10.7% 8.3% 9.2% 11.5% 10.9% 9.1%
Bachelor degree 13.2% 26.1% 14.7% 22.7% 27.9% 12.1%
Graduate or Doctorate 5.4% 15.6% 6.3% 9.3% 15.5% 5.6%
Bachelor, Graduate, Doctorate 18.6% 41.7% 21.0% 32.0% 43.4% 17.7%

REAL ESTATE COSTS
Median Home price Q32022 $886,250 $595,000 $520,000 Calif. Association of Realtors; 3Q2022 County data Minimum Qualifying Income $205,600 $138,000 $120,800
Housing Affordability Index Q32021 3 31 30 29
Housing Affordability Index Q32022 3 25 42 37
CRIME
Violent Crimes reported 59 4,001 728 200 51 3,838 Calif. Dept. of Justice, Office of the Attorney General 2021 Property Crimes reported 573 22,571 2,219 1,455 446 8,429 Calif. Dept. of Justice, Office of the Attorney General. 2021 Violent Crimes reported (per 1,000 population) 1.5 3.5 6.6 3.3 1.8 12.5 Calif. Dept. of Justice, Office of the Attorney General. 2021 Property Crimes reported (per 1,000 population) 14.1 19.9 20.0 24.1 15.9 27.5 Calif. Dept. of Justice, Office of the Attorney General. 2021 INDUSTRY BY EMPLOYMENT SIZE 4
Total Number of Establishments 24,822 7,267 12,226 Census; 2020 County Business Patterns ; Table CB2000CBP 0 to 5 employees 14,061 3,666 6,277
5 to 9 employees 4,439 1,366 2,292
10 to 19 employees 2,984 1,035 1,663
20 to 49 employees 2,136 761 1,215
50 to 99 employees 687 260 457
100 to 249 employees 378 124 249
250 to 499 employees 86 39 44
500 to 999 employees 31 10 20
1,000 or more employees 40 12 18
79 SITE SELECTION COMPARISON FACTORS Oakley County of
Contra Costa
Antioch
(Contra Costa)
Brentwood
(Contra Costa)
Benicia
(Solano Co.)
Stockton
(SanJq.) Source

ESTABLISHMENTS BY NAICS
Total Number of Establishments 24,822 7,267 12,226 Census; 2020 County Business Patterns ; Table CB2000CBP Ag, Mining, Utilities 68 39 86
Construction 2,586 741 1,207
Manufacturing 497 242 531
Wholesale Trade 900 297 593
Retail Trade 2,391 1,012 1,615
Transportation & Warehousing 541 277 1,054
Information 499 103 136
Finance & Insurance 1,763 361 569
Real Estate 1,595 413 615
Services (professional, scientific, technical) 3,776 591 865 Services (management, admin, support) 1,690 449 700
Services (education) 470 99 140
Services (health care, social assistance) 3,359 1,004 1,540 Services (arts, entertainment, recreation) 446 104 140
Services (accommodation, food services) 2,125 792 1,239 Other Services & Unclassified 2,116 743 1,196
Public Administration n/a n/a n/a

OCCUPATIONS
Civilian Population 16+ y/o 563,813 209,436 319,808 Census, 2020 ACS 5-Year Estimates; Table S2401 Management, Business, Finance 115,691 29,105 38,431
Computer, Engineering, Science 47,364 10,261 13,098
Education, Legal, Arts, Media 64,827 18,187 26,524
Healthcare practionioners & technical 29,134 13,098 16,243 Healthcare support 18,965 9,530 12,937
Protective services 11,372 7,099 7,852
Food prep and serving 26,887 12,201 16,847
Building & grounds maintenance 23,501 7,505 12,230
Personal care & service 17,510 5,840 8,464
Sales & office 116,344 45,984 65,390
Farming, Fishing, Forestry 1,738 1,900 11,137
Construction, Extraction 26,964 13,824 21,172
Installation, Maintenance, Repair 13,952 7,452 11,823
Production, Transportation, Material moving 49,564 27,450 57,660 80 SITE SELECTION COMPARISON FACTORS Oakley County of
Contra Costa
Antioch
(Contra Costa)
Brentwood
(Contra Costa)
Benicia
(Solano Co.)
Stockton
(SanJq.) Source
(1) Age Dependency Ratio: every 100 working age people (18 to 64 y/o), financially support the municipal and social services of X age-depended people (young and old). The higher the ratio, the greater demand or burden on the working age population to support (3) Measures the ability of a typical resident to purchase an existing home. The base of 100 represents an area where the median income is sufficient to qualify for a median priced home. Index greater than 100 indicates an area where homes are affordable; less than 100 indicates less affordability and where median incomes are not high enough to purchase a median valued home. (4) Data is available at county level only; see additional tab for size of businesses by industry 81 U.S. Census, 2020 ACS 5-Yr Estimates; S0101

TALENT PIPELINE
2017 2018 2019 2020 2021
Average Annual
Growth Rate
Talent Pipeline 0-19 y/o 12,658 13,416 13,702 12,878 13,120 0.73% Prime Workers 20-39 y/o 10,818 10,529 10,770 11,371 11,876 1.96% Experienced Workers 40-59 y/o 11,169 11,010 10,897 10,768 11,058 -0.20% Retiring Soon 60-74 y/o 4,000 4,492 4,900 5,561 5,822 9.11% 2017 2018 2019 2020 2021
Talent Pipeline 0-19 y/o 288,035 287,715 287,724 286,676 287,715 -0.02% Prime Workers 20-39 y/o 284,541 287,075 287,824 288,628 287,075 0.18% Experienced Workers 40-59 y/o 319,698 319,475 321,059 320,968 319,475 -0.01% Retiring Soon 60-74 y/o 163,378 168,737 172,994 176,254 168,737 0.66% 2017 2018 2019 2020 2021
Talent Pipeline 0-19 y/o 31,749 31,445 30,571 29,846 30,699 -0.66% Prime Workers 20-39 y/o 30,011 29,762 30,416 30,770 31,253 0.83% Experienced Workers 40-59 y/o 30,098 29,906 30,002 29,520 30,205 0.07% Retiring Soon 60-74 y/o 13,582 14,286 14,919 16,071 17,583 5.89% 2017 2018 2019 2020 2021
Talent Pipeline 0-19 y/o 17,313 17,538 18,035 18,508 18,889 1.82% Prime Workers 20-39 y/o 13,013 12,838 12,953 12,349 12,511 -0.77% Experienced Workers 40-59 y/o 17,004 17,615 18,223 19,400 19,904 3.41% Retiring Soon 60-74 y/o 7,746 8,419 8,470 8,169 8,196 1.16% 2017 2018 2019 2020 2021
Talent Pipeline 0-19 y/o 6,477 6,416 6,188 6,227 6,316 -0.50% Prime Workers 20-39 y/o 5,613 5,294 5,302 5,295 5,352 -0.93% Experienced Workers 40-59 y/o 8,548 8,620 8,655 8,381 7,829 -1.68% Retiring Soon 60-74 y/o 5,695 5,830 5,996 6,203 5,816 0.42% 2017 2018 2019 2020 2021
Talent Pipeline 0-19 y/o 94,905 94,763 95,268 96,343 98,491 0.76% Prime Workers 20-39 y/o 87,294 87,764 88,118 89,266 91,611 0.99% Experienced Workers 40-59 y/o 70,922 71,339 71,602 71,224 73,068 0.61% Retiring Soon 60-74 y/o 36,658 37,765 38,924 38,615 39,543 1.57% Stockton
City of Oakley
Contra Costa County
Antioch
Brentwood
Benicia
82 0-19 y/o 20-39 y/o 40-59 y/o 60-74 y/o
City of Oakley Talent Pipeline
2017 2018 2019 2020 2021
0-19 y/o 20-39 y/o 40-59 y/o 60-74 y/o
Contra Costa County Talent Pipeline
2017 2018 2019 2020 2021
0-19 y/o 20-39 y/o 40-59 y/o 60-74 y/o
Antioch Talent Pipeline
2017 2018 2019 2020 2021
0-19 y/o 20-39 y/o 40-59 y/o 60-74 y/o
Brentwood Talent Pipeline
2017 2018 2019 2020 2021
0-19 y/o 20-39 y/o 40-59 y/o 60-74 y/o
Benicia Talent Pipeline
2017 2018 2019 2020 2021
0-19 y/o 20-39 y/o 40-59 y/o 60-74 y/o
Stockton Talent Pipeline
2017 2018 2019 2020 2021
83 Civilian Labor Force Profile
Oakley, California Prepared by Esri
Ring: 10 mile radius Latitude: 37.99638
Longitude: -121.71304
2022 Labor Force
Age Group Population Employed Unemployed
Unemployment
Rate
Labor Force
Participation Rate
EmploymentPopulation Ratio
16+ 226,330 126,160 8,149 6.1% 59.3% 56
16-24 33,617 16,210 2,131 11.6% 54.6% 48
25-54 118,888 85,973 4,900 5.4% 76.4% 72
55-64 34,354 19,300 918 4.5% 58.9% 56
65+ 39,471 4,676 201 4.1% 12.4% 12
Economic Dependency Ratio
Total 129.9
Child (<16) 50.7
Working-Age (16-64) 51.6
Senior (65+) 27.6
Industry Employed Percent US Percent Location Quotient
Total 126,160 100.0% 100.0% -
Agriculture/Forestry/Fishing 821 0.7% 1.2% 0.58
Mining/Quarrying/Oil & Gas 105 0.1% 0.4% 0.25
Construction 12,748 10.1% 7.1% 1.42
Manufacturing 7,660 6.1% 9.6% 0.64
Wholesale Trade 2,573 2.0% 2.5% 0.80
Retail Trade 13,780 10.9% 10.8% 1.01
Transportation/Warehousing 8,159 6.5% 5.5% 1.18
Utilities 1,290 1.0% 0.8% 1.25
Information 2,899 2.3% 1.9% 1.21
Finance/Insurance 6,334 5.0% 4.8% 1.04
Real Estate/Rental/Leasing 2,647 2.1% 2.0% 1.05
Professional/Scientific/Tech 8,477 6.7% 8.0% 0.84
Management of Companies 91 0.1% 0.1% 1.00
Admin/Support/Waste Management 6,712 5.3% 3.8% 1.39
Educational Services 8,812 7.0% 9.0% 0.78
Health Care/Social Assistance 20,927 16.6% 14.5% 1.14
Arts/Entertainment/Recreation 2,022 1.6% 1.8% 0.89
Accommodation/Food Services 7,887 6.3% 6.5% 0.97
Other Services (Excluding Public) 5,850 4.6% 4.7% 0.98
Public Administration 6,367 5.0% 4.9% 1.02
Data Note: Location Quotients compare the industry/occupation share of a local area's employment relative to that same share nationally. A value lower/greater than 1 indicates that the local area is less/more specialized in that industry or occupation category than the US as a whole.

Explore the Esri Labor Force Learn Lesson for more information on how to use and interpret the estimates in this report.

Source: Esri forecasts for 2022 and 2027.

May 04, 2023
©2023 Esri Page 1 of 6
84 Civilian Labor Force Profile
Oakley, California Prepared by Esri
Ring: 10 mile radius Latitude: 37.99638
Longitude: -121.71304
Occupation Employed Percent US Percent Location Quotient Total 126,160 100.0% 100.0% -
White Collar 73,516 58.3% 61.8% 0.94
Management 13,050 10.3% 11.5% 0.90
Business/Financial 8,199 6.5% 6.0% 1.08
Computer/Mathematical 4,084 3.2% 3.7% 0.86
Architecture/Engineering 1,834 1.5% 1.9% 0.79
Life/Physical/Social Sciences 940 0.7% 1.0% 0.70
Community/Social Service 2,297 1.8% 1.9% 0.95
Legal 781 0.6% 1.1% 0.55
Education/Training/Library 5,706 4.5% 5.9% 0.76
Arts/Design/Entertainment 1,607 1.3% 2.0% 0.65
Healthcare Practitioner
1 0.3% 1.8% 0.17
7,584 6.0% 6.5% 0.92
Sales and Sales Related 12,292 9.7% 9.2% 1.05
Office/Administrative Support 15,142 12.0% 11.1% 1.08
Blue Collar 28,653 22.7% 22.3% 1.02
Farming/Fishing/Forestry 464 0.4% 0.6% 0.67
Construction/Extraction 9,149 7.3% 5.2% 1.40
Installation/Maintenance/Repair 4,263 3.4% 3.0% 1.13
Production 4,977 3.9% 5.4% 0.72
Transportation/Material Moving 9,800 7.8% 8.1% 0.96
Services 23,989 19.0% 15.9% 1.19
Healthcare Support 6,338 5.0% 3.4% 1.47
Protective Service 3,574 2.8% 2.0% 1.40
Food Preparation/Serving 5,955 4.7% 5.0% 0.94
Building Maintenance 5,434 4.3% 3.6% 1.19
Personal Care/Service 2,688 2.1% 1.9% 1.11
Data Note: Location Quotients compare the industry/occupation share of a local area's employment relative to that same share nationally. A value lower/greater than 1 indicates that the local area is less/more specialized in that industry or occupation category than the US as a whole.

Explore the Esri Labor Force Learn Lesson for more information on how to use and interpret the estimates in this report.

Source: Esri forecasts for 2022 and 2027.

May 04, 2023
©2023 Esri Page 2 of 6
85 Civilian Labor Force Profile
Oakley, California Prepared by Esri
Ring: 20 mile radius Latitude: 37.99638
Longitude: -121.71304
2022 Labor Force
Age Group Population Employed Unemployed
Unemployment
Rate
Labor Force
Participation Rate
EmploymentPopulation Ratio
16+ 624,525 357,967 19,503 5.2% 60.4% 57
16-24 84,451 40,602 5,003 11.0% 54.0% 48
25-54 318,076 237,596 11,335 4.6% 78.3% 75
55-64 99,479 60,754 2,571 4.1% 63.7% 61
65+ 122,520 19,015 595 3.0% 16.0% 16
Economic Dependency Ratio
Total 120.9
Child (<16) 46.7
Working-Age (16-64) 45.4
Senior (65+) 28.9
Industry Employed Percent US Percent Location Quotient
Total 357,967 100.0% 100.0% -
Agriculture/Forestry/Fishing 2,390 0.7% 1.2% 0.58
Mining/Quarrying/Oil & Gas 409 0.1% 0.4% 0.25
Construction 28,498 8.0% 7.1% 1.13
Manufacturing 22,908 6.4% 9.6% 0.67
Wholesale Trade 8,042 2.2% 2.5% 0.88
Retail Trade 35,935 10.0% 10.8% 0.93
Transportation/Warehousing 19,329 5.4% 5.5% 0.98
Utilities 3,365 0.9% 0.8% 1.12
Information 9,326 2.6% 1.9% 1.37
Finance/Insurance 22,462 6.3% 4.8% 1.31
Real Estate/Rental/Leasing 9,541 2.7% 2.0% 1.35
Professional/Scientific/Tech 41,351 11.6% 8.0% 1.45
Management of Companies 353 0.1% 0.1% 1.00
Admin/Support/Waste Management 17,386 4.9% 3.8% 1.29
Educational Services 25,875 7.2% 9.0% 0.80
Health Care/Social Assistance 52,566 14.7% 14.5% 1.01
Arts/Entertainment/Recreation 6,146 1.7% 1.8% 0.94
Accommodation/Food Services 20,022 5.6% 6.5% 0.86
Other Services (Excluding Public) 15,818 4.4% 4.7% 0.94 Public Administration 16,247 4.5% 4.9% 0.92
Data Note: Location Quotients compare the industry/occupation share of a local area's employment relative to that same share nationally. A value lower/greater than 1 indicates that the local area is less/more specialized in that industry or occupation category than the US as a whole.

Explore the Esri Labor Force Learn Lesson for more information on how to use and interpret the estimates in this report.

Source: Esri forecasts for 2022 and 2027.

May 04, 2023
©2023 Esri Page 3 of 6
86 Civilian Labor Force Profile
Oakley, California Prepared by Esri
Ring: 20 mile radius Latitude: 37.99638
Longitude: -121.71304
Occupation Employed Percent US Percent Location Quotient Total 357,967 100.0% 100.0% -
White Collar 239,825 67.0% 61.8% 1.08
Management 49,542 13.8% 11.5% 1.20
Business/Financial 29,037 8.1% 6.0% 1.35
Computer/Mathematical 19,750 5.5% 3.7% 1.49
Architecture/Engineering 7,559 2.1% 1.9% 1.11
Life/Physical/Social Sciences 4,570 1.3% 1.0% 1.30
Community/Social Service 6,139 1.7% 1.9% 0.89
Legal 4,045 1.1% 1.1% 1.00
Education/Training/Library 17,327 4.8% 5.9% 0.81
Arts/Design/Entertainment 6,625 1.9% 2.0% 0.95
Healthcare Practitioner
1 0.3% 1.8% 0.17
22,344 6.2% 6.5% 0.95
Sales and Sales Related 34,383 9.6% 9.2% 1.04
Office/Administrative Support 38,504 10.8% 11.1% 0.97
Blue Collar 63,298 17.7% 22.3% 0.79
Farming/Fishing/Forestry 1,535 0.4% 0.6% 0.67
Construction/Extraction 19,337 5.4% 5.2% 1.04
Installation/Maintenance/Repair 9,430 2.6% 3.0% 0.87
Production 10,128 2.8% 5.4% 0.52
Transportation/Material Moving 22,868 6.4% 8.1% 0.79
Services 54,844 15.3% 15.9% 0.96
Healthcare Support 12,303 3.4% 3.4% 1.00
Protective Service 7,304 2.0% 2.0% 1.00
Food Preparation/Serving 14,917 4.2% 5.0% 0.84
Building Maintenance 13,642 3.8% 3.6% 1.06
Personal Care/Service 6,678 1.9% 1.9% 1.00
Data Note: Location Quotients compare the industry/occupation share of a local area's employment relative to that same share nationally. A value lower/greater than 1 indicates that the local area is less/more specialized in that industry or occupation category than the US as a whole.

Explore the Esri Labor Force Learn Lesson for more information on how to use and interpret the estimates in this report.

Source: Esri forecasts for 2022 and 2027.

May 04, 2023
©2023 Esri Page 4 of 6
87 Civilian Labor Force Profile
Oakley, California Prepared by Esri
Ring: 30 mile radius Latitude: 37.99638
Longitude: -121.71304
2022 Labor Force
Age Group Population Employed Unemployed
Unemployment
Rate
Labor Force
Participation Rate
EmploymentPopulation Ratio
16+ 1,950,984 1,098,011 57,939 5.0% 59.2% 56
16-24 270,749 125,269 16,240 11.5% 52.3% 46
25-54 972,080 719,772 32,286 4.3% 77.4% 74
55-64 313,113 190,087 7,275 3.7% 63.0% 61
65+ 395,043 62,883 2,138 3.3% 16.5% 16
Economic Dependency Ratio
Total 122.4
Child (<16) 46.6
Working-Age (16-64) 45.5
Senior (65+) 30.2
Industry Employed Percent US Percent Location Quotient
Total 1,098,011 100.0% 100.0% -
Agriculture/Forestry/Fishing 15,220 1.4% 1.2% 1.17
Mining/Quarrying/Oil & Gas 1,052 0.1% 0.4% 0.25
Construction 82,604 7.5% 7.1% 1.06
Manufacturing 82,869 7.5% 9.6% 0.78
Wholesale Trade 27,656 2.5% 2.5% 1.00
Retail Trade 109,667 10.0% 10.8% 0.93
Transportation/Warehousing 69,015 6.3% 5.5% 1.15
Utilities 10,711 1.0% 0.8% 1.25
Information 26,654 2.4% 1.9% 1.26
Finance/Insurance 55,949 5.1% 4.8% 1.06
Real Estate/Rental/Leasing 24,153 2.2% 2.0% 1.10
Professional/Scientific/Tech 121,945 11.1% 8.0% 1.39
Management of Companies 859 0.1% 0.1% 1.00
Admin/Support/Waste Management 47,579 4.3% 3.8% 1.13
Educational Services 84,652 7.7% 9.0% 0.86
Health Care/Social Assistance 153,147 13.9% 14.5% 0.96
Arts/Entertainment/Recreation 18,450 1.7% 1.8% 0.94
Accommodation/Food Services 60,671 5.5% 6.5% 0.85
Other Services (Excluding Public) 47,415 4.3% 4.7% 0.91 Public Administration 57,744 5.3% 4.9% 1.08
Data Note: Location Quotients compare the industry/occupation share of a local area's employment relative to that same share nationally. A value lower/greater than 1 indicates that the local area is less/more specialized in that industry or occupation category than the US as a whole.

Explore the Esri Labor Force Learn Lesson for more information on how to use and interpret the estimates in this report.

Source: Esri forecasts for 2022 and 2027.

May 04, 2023
©2023 Esri Page 5 of 6
88 Civilian Labor Force Profile
Oakley, California Prepared by Esri
Ring: 30 mile radius Latitude: 37.99638
Longitude: -121.71304
Occupation Employed Percent US Percent Location Quotient Total 1,098,011 100.0% 100.0% -
White Collar 712,199 64.9% 61.8% 1.05
Management 146,189 13.3% 11.5% 1.16
Business/Financial 78,173 7.1% 6.0% 1.18
Computer/Mathematical 55,900 5.1% 3.7% 1.38
Architecture/Engineering 24,794 2.3% 1.9% 1.21
Life/Physical/Social Sciences 15,354 1.4% 1.0% 1.40
Community/Social Service 19,403 1.8% 1.9% 0.95
Legal 12,388 1.1% 1.1% 1.00
Education/Training/Library 55,289 5.0% 5.9% 0.85
Arts/Design/Entertainment 20,311 1.8% 2.0% 0.90
Healthcare Practitioner
1 0.3% 1.8% 0.17
66,889 6.1% 6.5% 0.94
Sales and Sales Related 99,506 9.1% 9.2% 0.99
Office/Administrative Support 118,003 10.7% 11.1% 0.96
Blue Collar 222,541 20.3% 22.3% 0.91
Farming/Fishing/Forestry 11,465 1.0% 0.6% 1.67
Construction/Extraction 57,452 5.2% 5.2% 1.00
Installation/Maintenance/Repair 28,091 2.6% 3.0% 0.87
Production 38,818 3.5% 5.4% 0.65
Transportation/Material Moving 86,715 7.9% 8.1% 0.98
Services 163,271 14.9% 15.9% 0.94
Healthcare Support 38,653 3.5% 3.4% 1.03
Protective Service 23,377 2.1% 2.0% 1.05
Food Preparation/Serving 45,615 4.2% 5.0% 0.84
Building Maintenance 34,852 3.2% 3.6% 0.89
Personal Care/Service 20,774 1.9% 1.9% 1.00
Data Note: Location Quotients compare the industry/occupation share of a local area's employment relative to that same share nationally. A value lower/greater than 1 indicates that the local area is less/more specialized in that industry or occupation category than the US as a whole.

Explore the Esri Labor Force Learn Lesson for more information on how to use and interpret the estimates in this report.

Source: Esri forecasts for 2022 and 2027.

May 04, 2023
©2023 Esri Page 6 of 6
89 Appendix B
90 Appendix B – Oakley Economic Development Website

EXISTING WEBSITE FINDINGS AND RECOMMENDATIONS
Home Page Good key messaging on development land, pro-development community, streamlined permi�ng, housing, etc. Several of the key messages contain proof points. Add to each via quick stats or links to addi�onal pages that provide more detail on demographics, permi�ng process, maps of development
areas, etc.

COVID Resources
Size Up
Entrepreneur Center
Oakley Restaurants
VIB Program
These are data and tools for your internal audience−exis�ng business−vs. your external audience−new businesses, brokers, and site selectors. Consider combining these pages under “Local Business Resources” or similar iden�fier. Add a sec�on for messaging and informa�on dedicated to the external
audience. Recommenda�ons on this new sec�on are provided below under “Opportunity Oakley.”
Business Roadmap This is a repeat of the e.d. home page, not necessary. Replace with menu item and link to “Opportunity Oakley,” i.e., data and messaging directed to your external audience.

OPPORTUNITY OAKLEY RECOMMENDATIONS
Exis�ng Content Several of the links are not working, some info is dated, and the search and comparison tool does not appear to be ac�ve.

Recommended new content Add pages and content that are talking specifically to audiences outside of Oakley – site selectors, brokers,
developers, corporate real estate execu�ves, and businesses Loca�on Add state and regional maps to orient audience to the city’s loca�on within the U.S. and the state.

Demographics Popula�on and growth rate, popula�on by age, median age, median household income, educa�onal atainment.

Subscribing to eImpact will make data collec�on, presenta�on, and upda�ng much easier. eImpact is a data visualiza�on dashboard for economic development, workforce, and
industry. Economic data and so�ware professionals collect, customize, and regularly update your data. The dashboard is branded to your design and embedded on your website.
91 EXISTING WEBSITE FINDINGS AND RECOMMENDATIONS
Workforce Some of this can be accomplished through the eImpact tool.  Map showing labor market draw
 Labor market demographics
 Star�ng and median wages for occupa�ons related to
target industries
 Discussion of skills, hiring and training programs and state and local incen�ves and assistance resources
Educa�on  Special programs and partnerships with higher educa�on  Career technical educa�on, school to work and other
ini�a�ves
 The more basic K-12 educaton info can be via link to the Quality of Place webpage (see below)
Higher Educa�on  Loca�on and links to community colleges, universi�es  Enrollment and gradua�on rates
 Industry partnerships and ini�a�ves
Industry Helpful to those conduc�ng a site search is a profile of the economic base and business community. This can be done via eImpact or using a simple dashboard or matrix that
incorporates your target industry value proposi�ons and presents:
 Industries by sector and by employment
 Occupa�ons found locally, par�cularly those relevant to your target audiences
 Lis�ng of top employers (by sector, employment, how long in the area)
 News of expansions, new loca�ons, downsize, closures; and employer tes�monials
92 EXISTING WEBSITE FINDINGS AND RECOMMENDATIONS
Proper�es Switch the city’s online property database to LOIS. It is very affordable and doubles as a good marke�ng partnership.Focus on lis�ng the priority industrial and commercial sites. Use the site profile template provided by LOIS to collect and promote the site, including:
 Map of the loca�on, highway access, surrounding uses
 Site details: size, dimensions, zoning, neighboring uses, ingress/egress, roadways, u�lity services, asking price or lease rate, contact informa�on
 Building details: size, dimensions, interior photos, interior drawings, ceiling height, bay doors, other features, zoning, previous uses, approved uses, neighboring uses,
ingress/egress, parking, storage, u�lity services, price (sale or lease), terms, contact informa�on
 Photographs (aerial and site)
Transporta�on  Major highways mapped
 Mileage/drive �me access to major markets
 Loca�on of nearest freight rail, ports, passenger air service, freight air service, truck terminals, community bus and passenger train service
Regulatory Environment  Informa�on on permi�ng process, graphic or flowchart  Permi�ng and development fees (rate, basis, contact info)  Air quality permits, fees, atainment status
 Other regulatory informa�on or permits
Cost Informa�on on local and state taxes and fees
 List and brief descrip�on of development fees
 State and local tax profile (income, property, sales, use, u�lity, inventory, telecom, etc.)
 State level personal and corporate income tax rates
Incen�ves Federal, state, and local programs related to development, property acquisi�on, u�li�es, workforce hiring and training, financing, taxes. For each, include:
 Descrip�on, links to programs, contact informa�on
 Type (waiver, deferral, subsidy) and formula (rate, basis) Eligibility criteria
 Case studies that describe the benefit and savings (cost and �me) local companies have received
93 EXISTING WEBSITE FINDINGS AND RECOMMENDATIONS
U�li�es For each u�lity serving the commercial and industrial proper�es, include name and contact informa�on for people who can discuss:
 Rates, rate history, discounts, incen�ves
 Availability and reliability of service, outage history, capacity, recent and planned improvements
 Territory map, transmission/distribu�on map, substa�ons Quality of Place Arts, culture, and recrea�on informa�on may be available via links to the regional chambers or visitors’ sites. Local quality of place data is:
 Educa�on: public and private K-12 schools, average
enrollment, gradua�on rates, teacher-student ra�os, etc.  Climate: typical high/low temps, precipita�on, eleva�on, humidity
 Safety: local crime stats may be available but FBI stats will enable you to compare Oakley with other areas
 Cost: compara�ve cost of living from third party source (e.g., www.bestplaces.net)
 Housing: costs of purchase and rentals, availability, affordability index
 Healthcare: hospitals, number of beds, doctors per 1,000 popula�on, special�es, senior care facili�es, childcare 94 Appendix C
95 Proposal Guide
Site Selection Proposal Guidebook and References
Chabin Concepts, Inc. | www.chabinconcepts.com
96 Page  1
Proposal Guide
Site Selection Proposal Guidebook and References
Introduction
This Proposal Guidebook has been developed to identify and illustrate key elements of a competitive site proposal. Below is a comprehensive outline of an ideal proposal, detailed by section the purpose and desired contents to address each element of a proposal.

Subsequent sections of this guide go into more depth on each proposal element and offers:
 Desired information for the specific proposal element.  Typical information received to address the proposal element.  Comments as to why the presented example is a good example.  What could be added or changed to enhance the example.

The directions presented here are used to exemplify the top percentile of quality. Some of the proposal elements may not be requested in a Request for Information (RFI).

Keep in mind that every industry and every project may place a different importance on various elements and request information in a different order or detail. You may not be asked to submit information for all sections discussed here, or more specific information for each project may be requested by the client.

The priorities and information depend on the needs of the company. This guidebook has been developed to cover a comprehensive proposal approach.

Key Sections
of a Site
Proposal are
• • •

1. Cover Letter – an
executive summary of
the proposal

2. Community Orientation –
where you are and why
the community is the
right place for the
proposed project

3. Workforce – is ready to
meet the client’s needs

4. Property – community
has “shovel-ready”
property suitable for the
proposed project

5. Costs – comprehensive
presentation of state and
local fees, wages, and
other costs

6. Development Incentives
– show how the
community actively
supports industry
97 Page  2
Elements of an Ideal Community Proposal
Corporate real estate executives and site location consultants are trained to make quick assessments of communities. The typical site selection process can start with looking at dozens of communities and often in a short amount of time. These professionals evaluate communities on the highest standards and demand the most from local economic development professionals and governments. Because of their experience with hundreds of communities, they can evaluate and eliminate locations very quickly often based on information included in the initial proposal—or information not included.

Proposal Tab / Category Purpose Contents
Cover Letter – Executive Summary of the Proposal
Include a Table of Contents
Project Understanding Demonstrate that you have
listened and understand what
client’s needs are
Overview of what you know about the project
and the client’s prioritized decision factors
Sales Points Demonstrate that community
is a competitive location for
the project.

Match assets and available resources to the
prioritized siting factors
Action Items Reinforce your interest in the
project by demonstrating you
see the community as a team
member on the project
State what you will do to follow up or what you
need from them to provide additional information
Identify the team members involved and include
contact information
Community Orientation – community is the right place for the proposed project Location Eliminate possible confusion as
to where the community is
located
Describe the location of the community within
the country, state, and region; add map graphics
Local maps detailed to show community influence
area
Always include a detailed street map in packaged
proposals
Community Overview Provide a “take-away” sketch
of the community
Demonstrate the community
has a clear direction
Answer the question, “Who are
you?”
Community description including a brief history,
basic demographics, etc.

Statement on the goals of the community, the
types of investments being sought and why
An overview of the organizations and programs
(e.g., job retention, attraction) that support
economic development.

Quality of Life Demonstrate that some people
like the community
Describe parks, recreational opportunities,
shopping, culture, etc.

School infrastructure, student performance, local
technical schools, colleges and universities
Testimonials Demonstrate that the
community has had past
successes
Describe past community economic development
successes
Include testimonials from local companies
98 Page  3
Proposal Tab / Category Purpose Contents
Workforce – is ready to meet client’s needs
Labor Market Demonstrate that workforce
will meet client’s needs
Establish an accurate
dimension to the labor market
Provide labor shed map and demographics
Tables and graphs describing the local labor
market including commuting patterns (in and out)
and underemployment (if present)
Reflect the multiplicity of labor markets including
those for low-skilled and higher skilled workers
Occupations and Wages Demonstrate community can
supply workers
Provide entry-level, experienced, and average
wages for critical occupations
Give examples of local companies employing
these occupations
Employment Base Provide an understanding of
the community’s economic
base
Directory of local employers including:
− products or services provided
− workforce size
− length of time company has been in the
community
− recent expansion or downsizing
Training Resources Demonstrate the community
actively supports workforce
development
Describe training programs and resources
available for job retention, new and expanding
industry
Include physical resources (e.g., schools,
incubator space) and programs (e.g., workforce
development)
Testimonials Demonstrate that training is
not a new concept within the
community
Describe past community training successes
Include testimonials related to both attraction
and retention
Property – community has “shovel ready” property suitable for the project Overview Provide clear orientation as to
development opportunities
within the community
Maps showing the location of development areas
in the community (e.g., commercial, industrial)
Show relative size and location withing the
community, region
Proposed Property Orient client to the location
and characteristics of
property(s) deemed most
appropriate for the proposed
project
Detailed information about properties deemed
most suitable for the proposed project; should
include:
− maps and aerial photos that show the location,
size, and dimensions of the property along with
master plan concepts
− zoning designations and development
covenants
− descriptions of surrounding land uses and the
nature of other operations in the area
99 Page  4
Proposal Tab / Category Purpose Contents
Roads Show that property has
suitable access for the
proposed operation
Maps showing the property relative to major
roadways
Descriptions of roads and major highways serving
the property
Rail Infrastructure and
Service
Demonstrate that the railroad
and the community have
consulted regarding rail service
Maps showing the rail network within the
community
Descriptions of rail infrastructure to the site
including plan for how rail will be brought to the
designated property and surrounding properties if
not already present
Identify any at-grade rail crossings and level of
improvement found at each crossing
Description, estimated cost and timing for on-site
and off-site improvements (if required)
Description of rail service provider and frequency
of service that will likely be available at
designated site
Electric Power Demonstrate property is ready
for development
Map showing the location of lines and line sizes
Description of service providers and rate
schedules proposed for the client operation
Estimated utility bill based on client’s proposed
usage (or example based on similar operations,
industry, etc.)
Illustrate availability/feasibility of dual feed to the site
Natural Gas Demonstrate property is ready
for development
Map showing the location of lines and line sizes
Provide description of service providers and rate
schedules proposed for the client operation
Provide estimated utility bill based on client’s
proposed usage
Water Demonstrate property and
community are ready for
development
Map showing the location of lines and line sizes
Describe service provider, system capacity and
current system utilization
Estimated utility bills for the client operation and
the rate schedules used in calculating bills
Estimated connection/impact fees related to
service
Water quality reports (a summary report is
sufficient with the ability to follow-up with more
detailed information)
100
Page  5
Proposal Tab / Category Purpose Contents
Wastewater Demonstrate property and
community are ready for
development
Map showing the location of lines and line sizes,
location of lift stations that handle effluent from
site
Describe service provider, system capacity and
current system utilization
Estimated utility bills for the client operation and
the rate schedules used in calculating bills
Segregate surcharges that may apply to high
strength effluent
Estimated connection/impact fees related to
service
Copy of sewer ordinance
Telecommunications Demonstrate property is ready
for development
Description of service options, infrastructure
Development Schedule Demonstrate the community
has developed a clear process
for project implementation
Provide an overview of the process for securing
building permits including timing
Provide time estimates for anticipated
infrastructure improvements (if required) such as
road and utility extensions
Development Resources Leverage community resources
to make properties more
appealing
Itemize resources that will support development
of site including studies that have been
completed on the sites or in the site area (e.g.,
geo-technical surveys environmental studies,
traffic surveys, archeological assessments)
Describe building practices common to the site
area (e.g., pilings, spread footings)
Taxes and Fees
State Taxes Establish general extent of tax
liability the client can expect
Tax rates, basis, responsible agency, contacts
Local Tax Establish general extent of tax
liability the client can expect
Provide documents that describe local taxes
including tax schedules
An estimated tax bill based on the client’s
proposed investment
Development Fees Establish general extent of
liability the client can expect
Describe rate and basis for fees
Specify one-time and annual fees
Development Incentives - community actively supports industry State and Local Programs Demonstrate working
knowledge of programs
Describe programs, criteria, benefits, estimated
savings
Testimonials
Examples of savings
Other Project Support Demonstrate community is
“pro-business” oriented
Outline approach to fast track permitting and
assistance programs
101
Page  6

1. Proposal Cover Letter
The cover letter is an opportunity to right away show the client that you understand the needs of their project. Make sure that your community’s specific selling points are highlighted in the text, starting with those most important to the client. Show the client that your community has solutions to each of their key location concerns. Think of it as an executive summary of the proposal, or a teaser that urges the reader on into the body of proposal.

Too often cover letters are generic templates that repeat a few interesting statistics or fast facts about a community. Having seen hundreds of such letters, consultants know very quickly whether the letter is specific to the project. A one-paragraph custom letter, even though it squanders an opportunity to summarize the key messages of the proposal, shows a greater level of sincerity than a generic, multi-page, form letter.

A strong cover letter should briefly:
 outline each section of the proposal
 highlight relevant attributes of the community
 match the attributes with the client’s key location requirements  provide contact information for the point of contact
 state that you will follow-up with a phone call during a specific time  discuss what actions the organization will take in the meantime to prepare for your community/site visit, and eventually a corporate location or expansion in the area 102
Page  7

2. Community Orientation
It is possible that many other individuals in the
company will see all or only part of your proposal,
not just a site location consultant or your lead
contact at the company. Use the Community
Orientation section to eliminate any possible
confusion about your community’s location,
demographics, culture, assets.

Location
Where is the community is located within the
nation, state, and region? This is most easily done
with map graphics—multiple maps or map insets
that show your community’s global, national,
state, and regional market. (Figure 1). Always
include a detailed street map in packaged
proposals and onsite visits.

Community Overview
Assume that the reader knows very little about
your area. Craft the community overview in such
a way that they will have a picture of the
community and know what makes it tick. This can
be done in a few paragraphs or several pages and
should differentiate your community from
neighboring regions, some that may be more wellknown.
 Use short paragraphs and bullet points.
 Balance narratives with statistics, charts, graphics, and photos.  Show the community in a positive light, objectively and with facts.  Paint a picture of the community, e.g., small town, urban, historic, rustic, diverse, blue collar; what you are known for, landmarks, current or historic events; distinct terrain or views.  Give a little history and basic demographics.
 Show that the community has a clear direction and economic development goals and the type of investment it is seeking.
 Touch on available community services and amenities such as schools, hospital, housing, airports, and recreation opportunities.

Figure 1. Orient readers to community's location within the nation, state, and region.
103
Page  8
Quality of Life
Quality of life is a very broad term, and its definition can be subjective because people value different environments and activities. And, keep in mind, that nearly every community is a “great place to live and/or raise a family.” You want to prove that your community is a great place which will help the company attract and retain workers. Do this by focusing on certain factors that most everyone can agree defines quality of life—a safe environment, good schools, and access to housing and basic amenities. Factually define these quality-of-life factors and then go beyond to paint an appealing picture of life and work in the community.  Stay away from unqualified adjectives, e.g., wonderful, best, quaint, attractive etc.  Directly confront any negative perceptions about the area with a balance of photos, charts (facts), and testimonials. For example, use crime statistics to show security and that (hopefully) crime is on the decline and discuss special programs in place. Speak to the community’s history and ability to plan, respond, and mitigate natural and weather-related hazards e.g., earthquake, tornado, floods, hurricanes, forest fires, ice, snow, closures (highways, airport, port, schools).  Show the variety of neighborhoods and housing options with map and photos.  Include stats on the affordability and availability of housing for all wage levels.  Describe educational opportunities and excellence e.g., K-12 school system, technical schools, colleges and universities in the region, enrollment levels, and student performance.  Discuss how people spend their personal time. In photos and broad terms (not a laundry list), describe parks, recreation, shopping, arts, entertainment, special community events, etc.  This section is a good opportunity to splash some color in the document. 104
Page  9

3. Workforce and Labor Market
Before drilling down into a wage analysis, your client first wants to know that a sufficient labor market exists so that they will be able to recruit the trained workers they need. With a mix of data, graphics, and descriptive text provide sufficient information that proves there is a workforce that meets the needs of your client.
 Describe the size and growth rate of the population and the workforce in your labor shed.  Include graphics of the unemployment and participation rates over time.  Along with stats and narrative, include a map of the labor shed that orients your client to the commute patterns and shows from where and how far your workers are willing to travel for employment (Figure 2). It is best to differentiate between the higher and lower skilled labor markets. It is more common to see longer commutes or a larger labor shed for higher paying occupations.

Figure 2. Sample labor
shed and commute map.
105
Page  10
Occupations and Wages
This section is where you begin to put a price on the identified pool of talent. Labor costs or wages will almost always be a company’s largest operational cost, the more specific the data you deliver, the more assurance the company will have about being profitable in your community. A chart or spreadsheet is the most efficient way to present this data. Speak directly to the needs of your client by tailoring the list of occupations to their operations.
 Information from the federal or state Department of Labor can easily be downloaded and customized.  Work with your local economic development and workforce development partners to provide local data including examples of local companies employing these occupations.  Compare local wages to communities that may be competing for workers or that you know the client is also considering.
 Include the number currently employed and wages for entry level and experienced for each relevant occupation.
 Discuss any mandated benefits.
 Locally gathered wage and benefits data that augments state and federal statistics and testimonials from employers means the company does not need to make as many assumptions or guesses about the labor market. When good data replaces assumptions, your community is perceived to be less of a risk.

Figure 3. Sample spreadsheet that presents occupations, compares wages, and defines the savings your community offers employers.

Occupation Title
Employed in
Labor Shed
Starting Salary
Community A
Median Salary
Community A
Median Salary
Community X
Savings
Community A
General and Operations Managers 1,318 $ 58,970 $ 103,587 $ 152,582 32.1% Marketing Managers 51 $ 59,795 $ 105,676 $ 182,230 42.0% Sales Managers 201 $ 49,127 $ 96,611 $ 162,641 40.6%
Administrative Services Managers 239 $ 59,075 $ 75,612 $ 114,305 33.9% Computer and Information Systems Managers 68 $ 86,881 $ 102,543 $ 175,477 41.6% Financial Managers 306 $ 69,347 $ 101,711 $ 180,537 43.7% Industrial Production Managers 70 $ 59,040 $ 79,566 $ 135,000 41.1% Transportation, Storage, and Distribution Managers 32 $ 55,795 $ 80,874 $ 121,068 33.2% Human Resources Managers 54 $ 75,649 $ 104,915 $ 152,836 31.4% Construction Managers 201 $ 68,743 $ 104,540 $ 133,246 21.5% Architectural and Engineering Managers 137 $ 96,885 $ 129,291 $ 175,234 26.2% Food Service Managers 354 $ 40,526 $ 45,436 $ 62,085 26.8% Lodging Managers 30 $ 38,229 $ 46,278 $ 70,633 34.5%
Medical and Health Services Managers 214 $ 75,774 $ 105,331 $ 148,628 29.1% 106
Page  11
Employment Base
Understanding the current make up of a region’s workforce is paramount in making a good site selection decision. Companies generally do not want to be trailblazers—being the first in their industry to come into a region. This can mean they need to set up training systems from scratch, relocate managers and employees for positions that requires industry experience. The best response to this section is one that gives the prospect assurances that a baseline understanding of their industry culture exists in the region.  Don’t try to fake it. If the industry or similar employers are not present in the region, do not claim they are. Instead, you may want to show examples of complementary employers and transferrable skill sets, how quickly and effectively you have been able to set up special training programs, fill unique positions, etc.
 Provide a list of the major employers, including their product or service, total number of employees, the year established in the community, and union affiliation (if any).  Don’t stop at major employers, include employers in the region that are in same industry. Maybe include a brief company bio and testimonial.
 A discussion of recent expansions, downsizings, or closures can add depth to statistical data.  Plot where these employers are on a community map.

Training Resources
Access to a trained workforce is critical to company’s long-term success and profitability. Demonstrate that you have the training infrastructure in place to sustain a sufficient and well-trained workforce. Describe:
 the region’s work ethic
 the specific training programs for the occupations or job descriptions appropriate to the company’s operation, vocational schools, community college programs, etc.  local primary, secondary, higher education systems’ ability to product graduates with the right skill sets
 how the education infrastructure has been effective in meeting the training needs of local employers; use testimonials and case studies
107
Page  12

4. Proposed Properties
Property Overview
Start this section off with a summary or introduction to all the sites you are proposing but don’t throw your audience into a sea of real estate flyers. Having multiple sites can be an advantage, but make sure the information is organized and serves to orient your client.  A simple matrix can be a good way to present the properties and summary information and present all the critical site information on one or two pages allowing the client to easily compare.  Accompany the matrix with a map showing the location of each property and identifies highways, airport, rail, utility lines, schools, business and industrial parks, other major employers, and retail centers with employee amenities (Figure 4).
 Include a local street map from AAA or the Chamber of Commerce and identify the properties and other places of interest.

Site A Site B Site C Site D Site E Site F
Location (address, business
park)
Airport
Site cost $ /acre
Size 53 acres
Topography Flat
Access road(s) Lassen Road
Nearest Interstate or fourlane highwayLess than 1 mile from I-X
Current zoning Industrial
Electric service, cost Energy Inc
$ /kWh
Water service, cost Water Company
$ /month
Wastewater service, cost Municipal
$ /month
Property tax $
Permits required Building
Mechanical
Electrical
Plumbing
Site Development
Site Erosion
Estimated permit fees $
Available incentives Fee deferral
Figure 5. Sample property summary matrix Figure 4. Sample map that orients client to location of proposed properties.
108
Page  13
Sites
When proposing undeveloped sites, more information is better, provide:
 a discussion of the area, city’s vision, master planning done or in process  a more comprehensive site profile
 photos of the site and aerials taken from different perspectives that encompass the city, neighborhood, entire business park, nearby business parks or developments  concepts showing how the client’s development could be oriented on the site (Figure 6)  diagrams of future nearby developments
Buildings
If real estate demands are for an existing building,
 provide a profile of the available building(s) with all building and site specifications, current condition
 plot the buildings on a map and note surrounding assets and amenities  include both exterior and interior photos, an aerial of the neighborhood  floor plans, architectural plans
Figure 6. Sample development concept
109
Page  14
Utilities
Utility criteria and its importance to the final location decision varies from project to project. Even without project details, having a summary of utility providers and rates helps clarify the process.  Include all the utility providers’ contact information.  When given the project specifications, rather than just providing a single monthly or annual cost figure, work with utility providers to present a sample bill. Include the assumptions you made to calculate the usage and cost.
 Provide different rate programs e.g., standard, summer and winter, economic development rates.  Provide service maps, indicate distance to sites, and address cost and timing of expanding service to sites.
 Have utility providers discuss their service to the proposed sites e.g., capacity, demand, reliability, recent or plans to upgrade, etc.

Development Process and Schedule
The permitting process is the most common wild card in the development process. Every additional day of permitting time is potentially a day of lost revenue and market share. This is a risk. Often communities will describe their permitting process as fast-tracked. But far too often are reluctant to commit to any timeframe because of the many variables in the process and project unknowns. Alleviate concerns of both the prospect and the community by attempting to address the unknowns about the permitting process.  Provide a flowchart of a typical development process including a start to finish timeline. Figure 7 is a simple diagram. Some communities have much more complex diagrams.  Include a list of departments and contact information that will be review building plans.  Give an estimated timeline (range of dates, minimum, maximum, or average number of days) for each department to review and return comments.
 List the state agencies that are required to review and approve the plans.  Offer a pre-submittal review meeting between the architects, engineers and permitting reps.  Let them know the number of sets of plans required with applications.  List and describe any associated permitting fees, impact fees, or development fees, when they are due, and the criteria for any incentives to waive or defer fees.

Development Resources
If an RFP includes unique or specific project requirements (i.e., rail and/or port access, large acreage, etc.), that demand a specialized site, submit detailed property profiles and information that are relevant to the site and the project. This will help alleviate some of the concerns about the site viability and sends the message that you are prepared for their development. Some of the information to send may be:
 copies of any available Phase I environmental report
 soil reports, traffic studies, engineering drawing, etc. 110
Page  15
Figure 7. Example of a simple permitting process flowchart. 111
Page  16

5. Taxes, Fees, Incentives
Your client wants to know what individual taxes, millages, fees, and mandated benefits are levied. Don’t be tempted to provide too much information. Pages of tax information is not helpful but to the other extreme, a simple list of taxes levied and the rate with no associated basis is not helpful either. Provide:
 the rate and basis for city, county, district, parks and recreation, schools, public safety, sales and use, corporate income, personal income, franchise, inventory, unemployment, transportation, gas, utility, and workers’ comp
 local property tax rate, what properties are taxed, and how the property value is calculated  the regulatory agencies and contact information for each  an estimated tax bill based on the project’s proposed investment would be an ideal addition State Tax Profile
Tax Basis Rate Agency
Corporate Income
Franchise Tax
Sales and Use Tax
Unemployment Insurance
Workers' Compensation
Personal Income Tax
Disability Insurance
Finished Goods, Raw
Material, Inventory Tax
Mineral Severance Tax
Inheritance Tax
Employment Training Tax
Sources:

Local Tax Profile
Tax Basis Rate Agency
Property
Utility
Transportation
Business License
Transient Occupancy
Business License
Telecommunications
Sources:

Figure 8. Sample matrix for presenting tax information
112
Page  17
Development Fees
Development fees go by many names: impact, public service, capital improvement, connection, hook up, or tie-in fees, etc. Let your client know early in the process all the fees that your area has and to what extent they are relevant to the project. Learning about hidden fees and extra costs late in the process can severely damage any trust you have established with the prospect and site selector. Use a spreadsheet to provide:
 the fee, rate, basis
 when it is levied and how often (one-time, annual)
 the administering or regulatory agency and contact information Development Incentives
Incentives do not win projects on their own merit, but they can help tip the scales in your favor when a few finalist communities are still under consideration. A laundry list of possible state and local incentives is not enough information. Provide enough detail so that your client will have a good idea of the programs you have, if they are relevant to them, and if they might be eligible.  Describe the program in plain English (not statutory language), include criteria for using the incentive, how it benefits company, savings (time or money), any claw backs, and contact information for the administering agency.
 It is OK to include a full list of possible incentives, but as an introduction highlight those that you consider to be most relevant and accessible to your client.  Include an example (based on the RFP information) of the time or money that company could save.  Include testimonials from companies that have used and benefited from the incentive.

Figure 9. Sample spreadsheet to present incentive savings 113
Appendix D
114
Corral Site and
Building Proposals
Lasso is a location data collection software for
communities and corporate location decision makers.

Lasso automates the RFI process by reeling in
responses from site and community stakeholders in a
structure ready for site selection analysis.
www.lassoedapp.com 115
The Need for Speed
Location Data Collection is
Cloudy, Cluttered, and Monotonous
• No Visibility – No method exists for all economic development and site selection stakeholders - Global IPAs, EDOs at the State, Regional, and Local levels, Utilities and Rail providers - to honor sensitive communication protocols between organizations and with the location decision-maker. • No Consistency – There are varying data standards from country to country and between those sending the RFIs.
• No Memory – The same location data is submitted by local EDOs again, and again, and again with each RFI they respond to, which reduces economic development capacity, most notably in economically distressed areas. 1162 Fast Data Round Up
Collect Location Data and
Collaborate to Compete for Projects
Location Decision-Makers Communities
Collect Collaborate Compete
1173
4 Meet Lasso
118
Lasso Features
Collect Data Globally
EDOs and IPAs in
every country are
provided with RFI
submission capability
View All Properties on a Map
and by Data per Property
Location Decision Makers
outfitted to assess properties
submitted for their project
Location data collection consistency
launches the path to data analytics
Boost Economic
Development Capacity
EDOs and IPAs submit
RFI data once and
Lasso recalls forever
1195
Data Warehouse Structure
LocationOne Information System - LOIS - is a property database that provides the backbone for Lasso. LOIS provides a web marketing service for economic development organizations. Economic development orgs license LOIS to implement a searchable property database on their organization’s website to showcase their available sites and buildings.

The website, locationone.com, provides a comprehensive viewport into these marketed properties.
1206
The LASSO SUBSCRIBER
is the PROJECT OWNER
• Location Decision-Makers
• Corporate Economic Development
and Real Estate Professionals
• Site Selection Consultants
• Tenant Rep Real Estate Brokers
• Utility and Rail Economic
Development Professionals
• USA State and
Regional Economic
Development Orgs
• Global Investment
Promotion Agencies
• Local EDOs and
IPAs
• Site and Building
Representatives
The DELEGATE
is the Local Rep
The Corral
7 Location Decision-Makers Communities
The DELEGATOR
is the Lead EDO
121
Location Decision Makers
are Lasso Subscribers
The Project Owners
• Corporate Economic Development
and Real Estate Professionals
• Site Selection Consultants
• Tenant Rep Real Estate Brokers
• Utility and Rail Economic
Development Professionals
8 122
Choose from RFI Templates
1239
Send RFIs to Participants
124 10
Communities
Submit Properties
The Participants
Delegators
• USA State and Regional Economic
Development Orgs - EDOs
• Global Investment Promotion
Agencies - IPAs
Delegates
• Local EDOs and IPAs
• Site and Building Representatives
11 125
Receive an Invitation
12 You’ve
Got
Mail
126
Review RFI Questions
13 Choose to Participate or Decline
127
Add Properties
128 14
Delegate
15 States and Regions can delegate to local
EDOs and site representatives
129
Collaborate
16 Respond to the RFI as a Team
130
Submit Confidentially to
Project Owner
17 A Direct and Confidential Pathway
131
Recall Answers for Next Time
18 Increasing Economic Development Capacity
132
The Results
Communities
Location Decision Makers
19 RFI Submitted
Property Data Collected
133
Ready for Data Analytics
20 Location
Decision Makers
are Lasso
Subscribers

1. Map - View all properties on a map.

2. Data - Review RFI data submitted per
property.

3. Export - Export data, per property, to
Excel.

4. Ready for Analytics - Export data for all
properties to an Excel workbook in a
format ready for data analytics.

5. Site Selection Analytic Integration -
Import property data into Site Shepherd,
an analytic platform to screen, score,
financially assess, and deliver location
recommendations.
134
5 Subscriber Accounts
32 Subscribing Users
16 Projects Administered
360 Properties Submitted
463 EDO Participants
19 New Features Implemented
Traction
2014 to 2020 Autumn 2021 Summer 2022
• Needs
Analysis
• Customer
Journey
Mapping
• Prototyping
• Software
Dev
• Field Testing
• User
Feedback
Product
Launch
Researched and Incubated.

Launched and Serving Subscribers.
21 135
Collect Property Data PAID
Location Decision Makers License Lasso
Subscription pricing by the volume of RFIs per year
• Subscription tiers
• Traveler
• Expedition
• Enterprise
• System RFI templates included
• Custom RFI templates available for purchase
FREE
22 Communities
Submit
Properties
Location Decision Makers are Lasso Subscribers
Collaborate to
Compete for Projects
136
Let’s Talk About Lasso
23 SUSAN DONKERS
Vice President of Strategic
Development
Global Location
Strategies
[email protected]
202-957-4291 mobile

LISA FRANKLIN
Lead Economic
Development
Manager
Evergy
[email protected]
816-225-5976 mobile
137
Your Site Selection
Adventure Starts Here
Lasso is a proud ally of Site Selection Tech
Gear and Guides for Groundbreakers
www.lassoedapp.com
SiteSelectionTech.com
138
Appendix E
139
Crafting Your Key Messages
Key messages—or Value Proposi�ons—and proof points will guide your sales and marke�ng efforts with clear and consistent communica�ons with your various audiences.

Key Messages Inform. They are meant to convey benefits or solu�ons the community can offer; they should en�ce the audience to want to find out more.

Proof Points Differen�ate. They are fact-based statements that prove the key message and demonstrate how you differ from your compe��on.

Using Key Messages and Proof Points
 Key messages should be used in all communica�ons—print materials, adver�sing, social media, and conversa�ons
 The message and proof points will be different for different audiences—local businesses, prospects, brokers, developers, media, workers—have different interests and priori�es  Proof points should be from your own experience or knowledge of the facts; should be concise, not long speeches, they are meant to capture your audience’s aten�on and curiosity  Have your messages and proof points top-of-mind; consider cra�ing responses to these ques�ons  Where is Oakley?
 Why should I move my business to Oakley?
 What does Oakley have to offer different from
other Bay Area ci�es?
 I’ve got young kids; why should I want to raise
my family in Oakley?
 Isn’t it really expensive in the Bay Area?
 Isn’t Oakley just like all other Bay
Area ci�es—expensive, lots of traffic, crime, all
tech jobs?
 California is too expensive for business; why
should I expand my business to Oakley instead
of somewhere out of state?
A value proposi�on is your
promise of performance and
value to your customer, and
Is meaningful to business and
relevant to the industry
Addresses a pressing concern or
specific issue
Easy to understand, clear and
concise
Believable and credible
Truly differen�ate you from your
compe��on
Conveys solu�ons
Is supported with fact-based proof
points, drawn from the most-current
data available
140
Message: Location
VALUE

PROPOSITION
Companies in the City of Oakley are in heart of the East Bay Area and can easily reach major metro markets.

Sample
Proof Points
 Major metro markets of [CITY 1], [CITY 2], and [CITY 3] are within XX miles  Addi�onal metro markets are a day’s drive e.g., [CITY 1], [CITY 2], [CITY 3]  Interna�onal airports are within XX miles and XX local or municipal airports are nearby
 California’s major ports—[PORT 1], [PORT 2], [PORT 3]—are within XX miles  Highways XX, XX, XX traverse the city
Suppor�ng
Materials
 Regional map showing loca�on and access to selected markets in miles and minutes or hours, drive �me; showing transporta�on routes  List of Ports, Airports, and Logis�cs companies
 Case studies of companies in area because of loca�on and market access Figure 1. Sample graphics depicting
a community's market location and
transportation routes
141
Message: Workforce
VALUE

PROPOSITION
Sample 1: Companies located in CITY rely on highly produc�ve workers and world-class training programs and facili�es.

Sample 2: CITY has a large out-commu�ng workforce that is looking for local employment.

Sample
Proof Points
 Excellent K-12 school system evidenced by a XX% gradua�on rate, XX% matricula�on rate, internship programs for both students and teachers, and strong industry partnerships
 # of community colleges and XX students within XX miles  # of four-year state colleges and universi�es and nearly XX students  Award-winning career and technical educa�on (CTE) courses at the high schools and community college pathway programs
 partnership with XX and XX; name the programs
 XX turnover rate of local employers in similar industry Suppor�ng
Materials
 Tes�monials from local employers
 Case studies regarding employees, training programs, schools (describe the programs, facili�es, and appren�ceships, who uses them, how many are enrolled, where graduates find employment)
 CTE course informa�on, average enrollment, graduates and cer�fica�ons Message: Cost
VALUE

PROPOSITION
Lower opera�onal costs give you a greater return on your investment in CITY.

Sample
Proof Points
 X acres of shovel-ready industrial sites priced at approximately $X per acre, X% below CITY 1, CITY 2
 Opera�ng costs are X% below CITY 1, CITY 2
 Median housing cost is $X—X% below nearby ci�es—which means your employees can be homeowners
 Cost of living compared to compe�tor or source ci�es
Suppor�ng
Materials
 Opera�ng cost comparison report
 Es�mated power costs for different scenarios, users
 Wages for specific industry’s key occupa�ons
 Housing developments, price point, affordability index, owner-occupied stats 142
Message: Industrial Opportunity
VALUE

PROPOSITION
CITY’S [named] business park offers [industry] a master planned business park with fully served sites that can accommodate 20,000 to 100,000 square foot buildings.

Sample
Proof Points
 Electric power provided by X; rates are X; evidence of reliable delivery  Stats on the CITY water system showing evidence of capacity to support industrial, commercial, and residen�al growth… stats on excess capacity… statement of recent or planned improvements to the system ensure con�nued water quality and system reliability
 Stats on the CITY’s wastewater treatment system showing evidence of excess capacity to service growth and the ability to expand capacity in the future as needs increase
 Discussion of interchange or roadway improvements
Suppor�ng
Materials
 Photos and aerials of business park
 List of current tenants
 Zoning maps and approved uses
 Es�mated power costs for different scenarios, users
 Development scenarios, cost es�mates, fees and permi�ng �meline 143
Economic Development
Work Plan 2023-2026
Style Definition: List Para2
144
City of Oakley 2023 Economic Development Work Plan Table of Contents Table of Contents
I. Introduction......................................................................................................................... 1 A. Goals ........................................................................................................... 1 B. Competitive Analysis ....................................................................................... 2 C. Target Industries........................................................................................... 43 D. Oakley’s Value Proposition ............................................................................. 87 II. Work Plan ..........................................................................................................................98 A. Objectives ................................................................................................... 98 B. Work Plan Tasks........................................................................................... 98 C. Launch Plan ............................................................................................ 1312 III. Gap Analysis..................................................................................................................1413 A. Market Access and Transportation Infrastructure ............................................ 1514 B. Workforce, Education and Training.............................................................. 1615 C. Real Estate and Infrastructure..................................................................... 1817 D. Quality of Place........................................................................................ 2120 E. Economic Development Operations ............................................................ 2422 IV. Appendix........................................................................................................................2624 145
City of Oakley 2023 Economic Development Work Plan Page 1 I. Introduction
The City of Oakley has been working from its 2016-17 Work Plan which outlines goals and priorities for the community’s economic development. Following the 2019 COVID pandemic and subsequent economic shifts, city leadership determined it was time to update the work plan. The intent of the updated work plan is to recommend implementation actions that the city should take to achieve and boost long-term economic growth, promote economic diversification, and leverage its assets.

The consulting team of Chabin Concepts, DSG Advisors, and Urban Scenarios visited the City of Oakley to document the city’s ability to deliver on the customary site selection factors considered when businesses search for a new location. Findings of this work are detailed in the Gap Analysis section and are the basis of the work plan. The work plan is focused on guiding the city economic development staff to prepare for an demonstrate to corporate decision-makers that the City of Oakley understands and can deliver on the location and
workforce needs associated with the industries targeted for business attraction.

A. Goals
The economic development work plan adheres to the city’s goals as stated in the 2022-2027+ Strategic Plan. The strategies and action items are intended to enhance the city’s economic development competitiveness and contribute to reaching the following goals.

1. Community and Economic Development: inspire and encourage community and economic development through strategic and thoughtful growth, a business-friendly environment, and local employment opportunities.

2. Community Health and Safety: protect the public and prioritize safe streets, healthy neighborhoods, and robust community resources.

3. Parks and Open Space: capitalize on the Delta, where residents, businesses, and visitors can recreate and relax.

4. Community and Collaborative Partnerships: build strong community and collaborative partnerships to be mutually beneficial and co-create shared goals.

5. Finance and Fiscal Responsibility: leverage financial resources for the long-term benefit of residents and businesses while maintaining sufficient reserves to provide stability and ensure a successful future.

6. Sustainable Organization: create a vibrant municipal workforce that reflects commitment to an inclusive and equitable community and can meet the mission today while striving for the envisioned future tomorrow.

VISION: The City of Oakley celebrates
our unique Delta lifestyle and smalltown feel where we live in a safe dynamic community, work together to
build the future, and play in our own
backyard.
146
City of Oakley 2023 Economic Development Work Plan Page 2 B. Competitive Analysis
The Chabin Team conducted an analysis of Oakley’s community assets to identify economic development opportunities, real estate parcels and industry investment targets. The analysis considered customary site selection factors businesses study when searching for a new location. The matrix below presents a summary of findings which are the basis for the target industry recommendations and a revised work plan. A more detailed discussion of the Competitive Analysis is included in Section III Gap Analysis. ASSETS ▪ Location on highways, interstates, and access to freight and passenger air and port services ▪ Growing talent pipeline and employers can draw 1.2 million workers in just 30-mile radii ▪ Good workforce training resources in the region
▪ Growth of median household income is on par with county, better than cities in region ▪ Low crime rate and favorable cost of living when compared to county and region ▪ Oakley has miles of waterfront for recreation and a 55-acre site that could support a range of business development opportunities
▪ Entrepreneur Center
▪ Efforts are underway to establish a chamber of commerce ▪ Professional and service-oriented economic development staff

CHALLENGES
▪ Limited market-ready sites or buildings for industrial or commercial uses ▪ 95% of working population leave the city of employment ▪ Economy is heavily weighted to service and retail; economic development actions need to focus on diversifying the economy
▪ Educational attainment is lower than other cities in the region, low performance in English and math in the high school
▪ Senior population growing (age 60+) is growing at a much faster rate than the incoming talent pipeline (under age 19) which could indicate a future workforce shortage; fortunately Oakley employers can draw from a workforce of 1.2 million in a 30-mile radii ▪ Planning is underway; a concrete plan for waterfront development must be a priority 147
City of Oakley 2023 Economic Development Work Plan Page 3 OPPORTUNITIES ▪ There is high demand in the region for small to medium sized light industrial sites and buildings. Land zoned industrial in Oakley could accommodate an estimated 700,000 square feet of light industrial building space and several hundred traded-sector jobs ▪ Agreement on industry targets among educators, economic development organizations, and city government would guide stakeholders in moving the city forward ▪ Amtrak station will increase traffic and enhance the sense of importance of downtown ▪ Entrepreneur Center could spur entrepreneurs to invest in downtown development ▪ Waterfront development of recreation will improve the city’s quality of life, attract visitors, and generate sales tax revenue
▪ Industrial development of the waterfront will draw business to the community and create local jobs
▪ Regional organizations can help expand the economic development capacity in the city 148
City of Oakley 2023 Economic Development Work Plan Page 4 C. Target Industries
The consulting team weighed community assets against our experience with economic development and corporate investment trends at local, regional, national, and global levels. The target industries listed here are seen by the consulting team as aligning with Oakley’s development assets, training initiatives supported by Contra Costa Community College, Contra Costa County’s Department of Conservation and Development specified industry targets, and private sector investment trends in the region.

By focusing on the attraction of industries that align with community assets, Oakley can realize several benefits including:
• New job-creating investments in the city of
Oakley
• Diversified Oakley economy with higherpaying, traded sector jobs • Expanded capacity and marketing
opportunities with target industries
aligned with county and regional
economic and workforce development
partner organizations
• Increased presence and awareness in
the region as a place to expand into a
nearby, more-affordable location
• Reduced commute time for much of the
Oakley workforce that is currently
leaving the city for jobs
The remainder of this section presents a brief description of each target sector and Oakley’s value proposition for meeting sector needs.

Clean Tech
Ag Tech
Advanced Manufacturing
Business Services
Recreation
149
City of Oakley 2023 Economic Development Work Plan Page 5 Target Industry Recreation—specifically boating, fishing and fishing tournaments Rationale  Leverages and makes good economic use of one of the city’s greatest asset, the waterfront
 Attracting anglers and spectators can help draw attention to the city as place to do business (expanding the reach into other target industries)  Bass fishing is considered a top freshwater sport and California is one of the top three states contributing to the national economic impact  Fishing tournaments attract and engage all age groups and skill levels  If Oakley can keep anglers and spectators in the city for the duration of the tournament (for lodging, dining, supplies, etc.) the economic impact to the city and local businesses could be substantial
 Once developed, the planned 55-acre Oakley Regional Park at Sellers Avenue (pictured below) may be sufficient to hold small- to medium-sized tournaments but more research would need to be conducted
Figure 1. 2019 rendering of Oakley Regional Park; master plan is currently being updated 150
City of Oakley 2023 Economic Development Work Plan Page 6 Target Industry Business and Technical Services—includes operations providing back-office support functions, inbound call centers, small data centers, and specialized product fulfillment that support regional, national, and global markets.

Rationale  The recommended development area and surrounding environment on Oakley’s west side is conducive to attractive office park development, offering views of greenery and surrounding terrain
 Oakley’s location offers easy access to clientele throughout the East Bay  Occupations are a good match for the existing workforce  Sixty-five percent of the workers in the 30-mile labor shed area are in occupations that support this industry sector e.g., business and finance, IT, architecture, engineering, healthcare, sales and related (ESRI labor profile) Target Industry Advanced Manufacturing—refers to the use of innovative technology to improve products or processes. Advanced manufacturing industries constantly integrate new technologies into their products and processes.

Rationale  Occupations are a good match for the existing workforce  Supports existing manufacturing and advanced manufacturing operations in Contra Costa County and the East Bay region
 Development of the recommended light industrial district on Oakley’s west side is perfectly suited to this type of operation (Figure 8Figure 7) Figure 2. Examples of
attractive business park
settings
151
City of Oakley 2023 Economic Development Work Plan Page 7 Target Industry Agricultural Technology (AgTech)—encompasses ag-related manufacturing, processing, and services, including horticulture and aquaculture. AgTech companies use technology or provide services to improve yield, efficiency, and profitability e.g., robotics, temp or moisture sensors, aerial imaging.

Rationale  Development and adoption of new agricultural technology is rapidly evolving, and California and the greater Bay Area is the center of innovation  The changing regulatory environment, higher operating costs, foreign and domestic competition, and shifts in market demands opens opportunities for communities able to meet market and cost demands
 Once developed, the recommended light industrial district on Oakley’s west side is perfectly suited to these types of operation (Figure 8Figure 7)  Commercial and industrial services including machine shops, equipment repair, metal fabrication, engineering firms, vehicle repair, and light manufacturing support the needs of both local and outside markets
Target Industry Clean Technology (CleanTech)—is the term used to describe companies involved in energy, water, transportation, agriculture, and manufacturing using technology and processes to improve the long-term health of the environment. This can include a broad range of industry sectors including recycling, renewable energy, information technology, green transportation, electric motors, green chemistry, lighting, grey water, etc.

Rationale  Could support existing employers in the region many of whom are already using some type of advanced technologies
 Cleantech jobs are among the fastest growing in the nation  Development of the recommended light industrial sites is perfectly suited to this type of operation
 A broad array of occupations are involved in cleantech, from highly degreed professionals to skilled trades—civil and process engineers, technicians, solar panel installers, IT, and lower skilled manufacturing and logistics workers  Industrial development on the waterfront could be attractive to these users; operations can cover the spectrum from small entrepreneurial firms to large multi-national corporations requiring a range of site and building sizes and configurations
152
City of Oakley 2023 Economic Development Work Plan Page 8 D. Oakley’s Value Proposition
Value Propositions are statements that convey benefits or solutions the community offers to businesses and specific industries. An effective value proposition answers the question “why should my business locate in Oakley?” Your responses to this question must be accompanied by fact-based proof points which will entice the audience to learn more.

Messages and proof points will be different for different audiences—local businesses, prospects, brokers, developers, media, workers—have different interests and priorities. Below are several potential value propositions and proof points for the City of Oakley’s target industries.

The Appendix contains a guide to creating an effective Key Message Platform.

Sample Value Propositions for the City of Oakley
 Companies in the City of Oakley are in the heart of the East Bay Area and can easily reach major metro markets.
 Oakley employers count on highly productive workers and world-class training programs.  Oakley has a large out-commuting workforce that is looking for local employment.  Lower operational costs give you a greater return on your investment in Oakley.  Oakley’s [named] business park is the premier location for [industry] employers.  Oakley’s access to waterfront areas for recreation and sport is the best in the region.

Sample Proof Points
 Nearly 20,000 skilled workers commuting out of Oakley are looking for local employment  Access to workforce and training resources including drone training and Los Medanos College’s Process Technology (PTEC) certification programs where students can receive certification on advanced manufacturing skills in as little as 18 months  Within [miles or minutes] of wine industry and ag growers and processers in East Bay and the Central Valley
 Operational costs X% lower than surrounding communities  Easy proximity to centers of innovation including UC Davis  XX acres of waterfront property
153
City of Oakley 2023 Economic Development Work Plan Page 9 II. Work Plan
The 2023 Work Plan is an update of 2016-2017 Economic Development Work Plan and identifies specific actions that the City should take to achieve and boost long-term economic growth and economic diversification, by leveraging community assets.

A. Objectives

1. Prepare the City of Oakley to be a competitive location for the attraction of new business opportunities and investment in the community

2. Promote and facilitate new business opportunities and new investments in the community

3. Update the marketing program

4. Provide tools and resources to help existing Oakley businesses grow and succeed

5. Improve the look and feel of the City while maintaining its small-town character B. Work Plan Tasks
Objective 1—Prepare the City of Oakley to be a competitive location for the attraction of new business opportunities and investment in the community
• Prepare acreage for the market that can support manufacturing, industrial services, offices, and related activities that will create high paying jobs and help diversify the local economy. Prioritize development of a light industrial park on 40+ acres located south of Main Street and east of Highway 160. This would include conducting an infrastructure needs assessment and plan for services such as electric, gas, water, wastewater, fiber optics, and roadways. • Stay engaged with regional economic development efforts to ensure the city’s needs and plans are represented in discussion of planning efforts and funding allocations (e.g., Plan Bay Area 2050, Northern Waterfront Economic Development Initiative, East Bay EDA projects, Contra Costa Economic Partnership).
• Stay involved with Resilient East Bay Industrial Land Use Analysis (currently underway) and the East Bay Industrial Land Use Toolkit to support Oakley’s efforts to attract small to mid-sized businesses in the manufacturing, goods movement, and biomedical/life sciences sectors. • To regain fishing tournament(s), (1) reach out to the sponsoring groups to learn what they require in a location (facility size, marina and other services, lodging rooms and dining places that will accommodate the expected number of anglers and spectators); (2) complete the Oakley Regional Park Master Plan; (3) make upgrades to the waterfront areas; (4) begin the work to fulfill the location requirements of sponsoring groups (5) start marketing. 154
City of Oakley 2023 Economic Development Work Plan Page 10 Objective 2—Facilitate new business opportunities and new investments in the community • Assist new and expanding businesses through the development and permit process by acting as the liaison and coordinating with other city and county departments and agencies (building, planning, public works, code enforcement, etc.).
• Solidify working relations with regional partners to expand city’s economic development capacity; share city’s plans, messages, value propositions with others who are conducting marketing and outreach to important audiences (businesses, site selectors, brokers, developers, etc.). • Actively support the Northern Waterfront Economic Development Initiative Strategic Action Plan.

This is a small step in creating a value proposition for identified target industries e.g., clean tech, biotech, advanced ag and manufacturing, transportation tech. • Continue outreach to and further develop relationships with the regional broker community; as a primary audience for the city’s economic development marketing and messaging, include them on all print and electronic campaigns; make quarterly phone or personal contact. • Support and assist current efforts to establish an Oakley Chamber of Commerce.

Objective 3—Create a comprehensive marketing program
• Adopt a budget for economic development efforts that will adequately support the goals. • Select target industries, document Oakley’s value proposition for each sector (see the Key Message Platform guide in the Appendix) and continue to update. • Prepare economic development marketing materials that will serve as centerpiece to Request for Proposals (RFP) and other inquiries from prospective corporate investors (see Site Proposal Guide in the Appendix).
• Include market access advantages in messaging to companies and organizations considering investment in new or expanding facilities. Create map(s) for print and website that visually show Oakley’s access to highways, airports, port facilities, and major markets. • Establish a stand-alone economic development website to aid in driving traffic and delivering complete and unambiguous messaging on the advantages of Oakley for new investment (see content recommendations in the Appendix).
• Document Oakley’s development costs and permitting process. Partner with building, planning, public works, code enforcement and other relevant departments and partner agencies to prepare simple materials that demonstrate the streamlined permitting process, rates and connection fees charged by the city and other agencies. Use flowcharts, other graphics, spreadsheets and testimonials from businesses and developers that prove to the market that Oakley truly is a ‘Business Friendly Community.’ Samples are provided in the Appendix. • Longer-term, explore the regional competitive landscape for infrastructure costs (rates and connection fees for water, wastewater), permitting fees and approval times, and land costs for targeted investments to illustrate how Oakley compares with area communities. If and when Oakley rate data do not compare favorably, identify where there are advantages—faster timeline, better 155
City of Oakley 2023 Economic Development Work Plan Page 11 quality water, state-of-the art facilities, etc. Don’t hide the bad news, address it and incorporate advantages into key messages (sample included in the Site Proposal Guide in the Appendix). • Document local and regional workforce training resources, particularly those programs that support target industries. Incorporate information into messaging, marketing materials and website. • Be alert to emerging factors that put Oakley at a competitive disadvantage and look for ways to improve the community’s standing.
• Implement a system for maintaining an inventory of sites and buildings for commercial and industrial development that details infrastructure, development status, and costs. The Chabin Team recommends Location One Information System (LOIS) software platform. LOIS is a high quality and affordable website platform known for ease of use, attractive graphics, and support for branding customization.
• Expand Oakley's engagement with TeamCalifornia and the state's GoBiz organizations to better understand how location selection projects are identified and channeled to local areas and be prepared to respond to requests for information.
• Continually add new content to the city’s Story Map. Use it as a long-term visionary communications tool to promote the City’s vision, priorities, investment opportunities, and progress towards a competitive economic development environment.

Figure 3. Sample online property inventory from Location One Information System (LOIS) 156
City of Oakley 2023 Economic Development Work Plan Page 12 Objective 4—Provide tools and resources to help existing Oakley businesses grow and succeed
• Keep abreast of the technical training offered by the colleges and high schools in the district. • Work closely with workforce and education partners to make joint visits to Oakley employers. • Continue to support and promote the Oakley Entrepreneur Incubator space. • Keep downtown businesses informed of the progress of Amtrak station and assist them to be prepared to take advantage e.g., collaborative messaging and marketing efforts, business directory, information kiosk.

Objective 5—Improve the look and feel of the city while maintaining its small-town character • Continue efforts to improve appearance and amenities throughout the city. • Continue working on downtown revitalization and establishing services around the Amtrak station for workers and residents.
• Continue working with partner organizations and landowners to clean up, make improvements to waterfront properties, and plan for future uses.

Figure 4. Investment in community amenities and revitalization support economic development and encourage private sector investment.
157
City of Oakley 2023 Economic Development Work Plan Page 13 C. Launch Plan
The Action Plan includes several tasks—short-term, long-term, one-time and ongoing activities. The launch schedule below is meant to provide the city with some direction on where to start. 0-30 Days
❑ Present plan to council
❑ Prepare an internal department budget to support economic development goals and activities
❑ Meet with partner organizations to present the plan and garner participation ❑ Contact property owners to determine the feasibility of developing a business park 31-60 Days
❑ Meet with city departments and partner agencies to begin documenting the development process
❑ Begin regular outreach to broker and development community ❑ Begin collaborative employer visits
61-90 Days
❑ Incorporate Appendix B (website review and recommendations) in the pending RFP for new economic development website
❑ Identify properties for online inventory and subscribe to LOIS software platform ❑ Begin documenting value proposition and proof points
❑ Reach out to TeamCalifornia and GoBiz and begin regular engagement with these organizations
158
City of Oakley 2023 Economic Development Work Plan Page 14 III. Gap Analysis
Business investment decisions are driven by considerations that reach far beyond properties. Business location selection comes only after carefully analyzing factors that are important to a company's near-term and long-term strategic interests.

Economic development best practices today acknowledge the complexities and work to ease the decision process by being prepared to show that the community is ready for corporate investment. The graphic below illustrates the variety of metrics considered during site selection. Collectively these factors can support or deny that a particular community is right for corporate investment.

The Chabin Team
documented the City of
Oakley’s local assets
and strengths on which
investment attraction
can be based. As
presented in this
section, our findings
are the basis of the
recommended target
industries, value
propositions, and
economic development
strategies. Strategies
are focused on preparing for and demonstrating to corporate decision-makers that the City of Oakley understands the strategic and tactical needs associated with the industries targeted for business attraction.

This Gap Analysis presents a discussion of what a competitive community offers to businesses and how Oakley compares to that ideal. The discussion includes assets the city can leverage, and the readiness gaps the Chabin Team believes need to be addressed to improve Oakley’s economic development competitiveness.

These findings are based on a review of information gathered from interviews, personal observations, data research, and materials collected during the consulting team’s community visit and form the basis of the resulting recommendations. Data sources and other details are included in the Appendix. 159
City of Oakley 2023 Economic Development Work Plan Page 15 A. Market Access and
Transportation Infrastructure
The efficient movement of goods and people relies on a network of highways and arterial roads that connect sites to workers, customers, and vendors.

Oakley’s Competitive Position
• City is located at the intersection of state highways 160 (north/south) and 4 (east/west)
• The Main Street/Highway 160 interchange averages
37,000 daily vehicle trips and 4,850 daily truck trips
• 20 miles to Interstate 680 via State Highway 4
• 30 miles to Interstate 5 North via State Highway 160
• 30 miles to Interstate 5 South via State Highway 160
• Five freight and passenger airports are located within less than two-hour drive
Tactical Recommendations
• Include these market access advantages in your
messaging to prospects
• Create map(s) for print and website that visually show Oakley’s access to highways and major markets (Figure
5Figure 1)
Competitive communities
offer:

Highway access to and from
business parks, sites, and
employment centers that include
at least two routes for trucks and
employee vehicles
Access routes that are free of
potential traffic flow impediments
e.g., weight-limited bridges, low
clearances, rail crossings, areas
of traffic congestion, time-of-day
restrictions
A commercial airport within a 60-
to 90-minute drive
Rail cargo service and ocean
ports as necessary
Pedestrian-friendly downtown,
commercial and retail centers;
local roadways that connect
residents and visitors to
amenities and recreational
opportunities
160
City of Oakley 2023 Economic Development Work Plan Page 16 B. Workforce, Education
and Training
In today’s market, the primary business location factor is the availability and quality of workers. Location investigations start by verifying that a sufficient labor supply exists and that there is a pipeline of workers so businesses will be able to attract the talent they need now and in the future.

Workforce
• Median age (34 years) in Oakley is younger than Contra Costa County (39 years), and comparison cities of Antioch (36), Brentwood (40), and Benicia (46) • Unlike comparison cities and many other cities across the nation, in Oakley there is a slight (2.7%) five-year growth in Talent Pipeline (0-19 years) and Prime Workers (20-39 years) • Fortunately, Oakley employers can draw from a labor force of 1.2 million in 30-mile radii • Contra Costa County is historically a union community Training Resources
• Contra Costa Community College District operates three campuses in the county with 41,000 students enrolled during the 2020-21 academic year; San Pablo (main campus), Diablo Valley College in San Ramon, and Los Medanos College (LMC) in Brentwood which is just 10 miles from Oakley
Competitive communities
offer:

A supply of workers with
industry-specific skills and a
strong work ethic
Available sources of new
workers, e.g., population growth,
balanced age distribution,
graduates from two- or four-year
colleges, certificate training
programs
An education system adept at
producing workers with skills that
are aligned with industry needs
and the needs of a rapidly
changing global economy
Local wages and fringe benefits
structure reasonable for the
region
History of positive labormanagement relations
Amenities that attract and retain
talent
Figure 5. Sample maps displaying community
location within a region, state, or nation
161
City of Oakley 2023 Economic Development Work Plan Page 17 • The Contra Costa Community College District includes three colleges and two centers all within 40 miles of Oakley. The Brentwood Center, just five miles from Oakley city center, offers AA and AS degrees, certifications and occupational training in fields including computer science, business, biology, and physical sciences.
• Between the three campuses a broad range of training programs are offered that align with local employers. Los Medanos College offers Process Technology (PTEC) certification where students learn advanced manufacturing skills through a certification program that can take as little as 18 months. Companies hiring Operations Technicians with PTEC certificates include refineries, chemical companies, local and regional water districts, food, wine and beer companies, and advanced manufacturing companies
• Mechanisms for maintaining effective outreach to the business community are reported to be in place e.g., 1) recent introduction of the Handshake platform joinhandshake.com to assist with job and employee search; 2) college maintains an outreach liaison to guide companies in how to engage students and instructors; 3) college staff development is guided by private sector skills requirements
• Drone training has been approved at Los Medanos Campus which uses Buchanan and Byron airfields
Challenges
• The share of Oakley’s population with higher education degrees is unimpressive (18.6%), fortunately employers are able to draw workers from throughout the county which reports 42% of the population over the age of 25 has a bachelor, graduate, or doctorate degree and does not compare well to countywide (41.7%) and comparison cities in the region (21% to 40%) • 95% of Oakley’s working population leaves the city for employment • Employment in Oakley is heavily weighted to service and retail jobs (Figure 6Figure 2) • Contra Costa College District – the contract education program that originally focused on technology sectors only success is with construction sector.

Tactical Recommendations
• Keep abreast of the technical training offered by the colleges in the district • Work closely with the college/business outreach liaison and make joint visits to Oakley employers • Include the training resources in the industry value propositions and prospect proposals 162
City of Oakley 2023 Economic Development Work Plan Page 18 Figure 6. Distribution of Oakley's employment.

Source: 2022 Data Axle (ESRI Business Summary)
163
City of Oakley 2023 Economic Development Work Plan Page 19 C. Real Estate and Infrastructure
Companies prefer sites or buildings that are shovel- or move-inready; sites that are supported by modern infrastructure with the capacity to accommodate current and future business needs.

Getting properties market-ready can be a long-term endeavor.

As communities work on preparing market-ready real estate, they should prioritize those properties that can be made ready with the least input. Have a plan to address any gaps in infrastructure and demonstrate a willingness to invest in required upgrades to expand and keep systems secure.

Sites and Buildings
• Very limited on market-ready sites and buildings to
support diversifying the economy away from service and
retail focus
• There is high demand in the region for small to medium size light industrial parks
• There is land available in Oakley that is suitable for nearterm development–small and large agriculture parcels–but nothing is ready for the market (Figure 7)
• The planned Amtrak station on Main Street offers Oakley an opportunity to continue developing downtown
Downtown
• Slated to open in first quarter 2025, the Amtrak San
Joaquin station will connect Oakley to the Bay Area,
Sacramento and Bakersfield. The station will have 275
parking stalls, a plaza and bistro and additional amenities to help create a transit hub in central downtown Oakley Water
• Diablo Water District serves the City of Oakley.
• Surface water is purchased from Contra Costa Water
District and Diablo Water District pulls water from three wells; all water is treated at Diablo’s treatment facility and distributed throughout the system; water is blended with groundwater to maintain quality and reliability across the system
• Treatment system is being upgraded to ensure quality and reliability as demand grows; hard water issues which are common in the region are being addressed; distribution pressure is maintained through elevated storage tanks
Competitive communities
offer:

Identified priority sites, detailed
profiles, maps, aerials, photos
Business or industrial park
settings or ready-to-go sites of
one to 100 acres that are served
with all utilities and properly
zoned
Available buildings for diverse
uses and adequate parking; spec
buildings or plan
Controls in place to prevent
undesired development nearby
Reliable and detailed information
on the development process,
timing, and costs
Land in and around the city for
residential construction that will
support population growth
Reliable, modern, redundant,
secure services at a reasonable
cost
Services with capacity sufficient
to meet and exceed the
industry’s near-term needs
Broadband telecom serving sites
and buildings that can meet
significant data transfer
requirements
164
City of Oakley 2023 Economic Development Work Plan Page 20 Wastewater System
• Ironhouse Sanitary District provides the city’s wastewater system. Appears to meet current community needs and capacity expansion and discharge quality challenges are being addressed to stay ahead of growth trends
Electric Power
• Electric power is provided by Pacific Gas & Electric (PG&E) Challenges
• Climate change–rising ocean level will lift groundwater and push contaminants around; Diablo Water District is aware of the need for investments to protect quality and reliability. • Diablo Water District is aware of, monitors, and plans for the expected effects of climate change.

Two seemingly conflicting stressors are impacting water supply and quality—drought and rising sea levels. Extreme drought conditions, frequency and intensity are expected to increase due to rising temperatures and greater precipitation variability. At the same time the more-slowly emerging threat of sea levels rising presents a risk of flooding and levee failure around the Delta which will cause major property damage and water quality issues1
• There is discussion but no solid plan for developing the waterfront • Appears to be limited downtown properties to support entrepreneurial development Tactical Recommendations
• The conventional structure is that cities operate water and wastewater services although services provided by private companies or through a utility district, like in Oakley, are seen in some parts of the country. Risk mitigation is the foremost consideration when companies are looking for a location to invest and create jobs. This is especially important when dealing with receiving and possibly expanding water/sewer services, building codes, zoning, road infrastructure, taxation, etc.

Competitive communities ensure the user experience is seamless and hassle free—the definition of a “business friendly” community. Whether water/sewer services are under Oakley control, or remain as they are, the goal is to meet customer expectations. • Focus on preparing 40 acres for a business park that will support light industrial development and be attractive to businesses thereby diversifying the local economy and creating higher-paying jobs.

Build out of the 40 acres could accommodate more than 700,000 square feet of light industrial building space (Figure 8).
• Continue to work on building a secure and fast fiber optic network in Oakley’s business and residential neighborhoods. Connectivity is a critical element to a business’ location decision. The 1 Sources: Delta Stewardship Council. June 2021. Delta Adapts: Creating a Climate Resilient Future and Diablo Water District. June 2021. Water Shortage Contingency Plan. 165
City of Oakley 2023 Economic Development Work Plan Page 21 popularity of remote working increases the importance communities should be placing on building the network to deliver optimal services.
• Stay involved to ensure the city’s needs and plans are represented in regional economic development efforts and that the city has access to tools and future funding resources, e.g., Plan Bay Area 2050, Northern Waterfront Economic Development Initiative, East Bay EDA projects, Contra Costa Economic Partnership, etc.
• Stay involved and leverage the currently underway Resilient East Bay Industrial Land Use Analysis and the East Bay Industrial Land Use Toolkit to support Oakley’s efforts to attract small to mid-sized businesses in the manufacturing, goods movement, and biomedical/life sciences sectors • Have documentation from city departments and partner agencies of infrastructure costs (rates and connection fees for water, wastewater, etc.) and permitting process to be able to communicate Oakley’s competitive position
• Prepare and maintain an inventory of sites for new commercial and industrial development with details on the infrastructure and development status and costs; LOIS is recommended for features, ease of use, and cost
• Continue making downtown streetscape and revitalization improvements in preparation for the Amtrak station and additional traffic
50K SF buildings
Figure 8. Sample layout for
the subject properties
which shows potential for
job-creating industry
development. The northern
most area depicts six
industrial flex buildings of
115,000 square feet each,
a total of 690,000 square
feet (as approved in the
2008 master plan. Below
that are buildings ranging
from 22,000 to 110,000
square feet. Depending on
Figure 87. Areas
recommended for
commercial and light
industrial development
are +/-40 acres at Main
Street and East of
Highway 160.
166
City of Oakley 2023 Economic Development Work Plan Page 22 D. Quality of Place
Quality of place investment helps employers attract and retain skilled workers and professionals. Achieving and maintaining a quality community requires continued engagement and ongoing investment in infrastructure and cultural amenities.

Oakley’s Competitive Position
Demographics
• Five-year average annual growth rate of the median
household income in Oakley (5%) is on par with the
County (5.9%) and better than the comparison cities
(about 4%)
• Cost of living index is lower than countywide
• Share of population living below poverty (7%) is lower than countywide and Antioch, higher than Brentwood or
Benicia
• Oakley is a safer community than comparison cities. 2021 annual property crimes were 14 per 1,000 population; violent crime rate was 1.5 per 1,000 population • Five-year average annual population growth (1.8%) is slightly better than County (1.2%) • The median household income growth rate (5%) is on par with County (5.9%), better than comparable cities in the region (about 4%)
Housing2
• Most of the people living in Oakley commute to other areas for employment; home values in Oakley are much more
affordable relative to the rest of the Bay Area but the price of homes for sale and rent are increasing dramatically
Education3
• Excellent graduation rate in Oakley’s one high school, 98% in the 2022 academic year
• About 62% enroll in some postsecondary schooling
• Academic performance in English and Math are low
2 City of Oakley 2023-2031 Housing Element Update adopted March 28, 2023 3 California Department of Education, School Dashboard
Competitive communities
offer:

Investments that support the
safety, health, and welfare of its
citizens
Housing options for a mix of
incomes
Lifestyle, cultural, and
recreational amenities that make
it a desirable place to live
Ongoing monitoring of metrics
that measure Quality of Place
e.g., cost of living index, crime
rates, graduation rates, housing
(supply, diversity, affordability)
167
City of Oakley 2023 Economic Development Work Plan Page 23 Land Use Planning
• The General Plan addresses the need for continued support for industrial development including land available for manufacturing jobs
• Downtown development efforts are a great start at enhancing Oakley’s identity (e.g., train station project)
Challenges
• Community appearance in several
privately-owned areas beyond the
downtown needs improving e.g.,
waterfront access, marinas,
waterfront property
• Unbalanced focus on retail and
high-cost housing while neglecting
non-retail jobs, worker-affordable housing and diverse housing options • 91% of the housing units are single family homes; there are few worker-affordable housing units or rentals, the rental vacancy rate was just 1% at the time the housing element was prepared • There are no emergency housing shelters in Oakley4
Tactical Recommendations
• Support efforts to improve appearance and amenities throughout the city • Continue working on downtown and establishing services around the Amtrak station for workers and residents
4 Source: City of Oakley 2023-2031 Housing Element Update adopted March 28, 2023 168
City of Oakley 2023 Economic Development Work Plan Page 24 • Move forward quickly with a concrete
plan for waterfront development, 55-acre
Oakley Regional Park, and continue
working with partner organizations and
landowners to clean up, make
improvements to waterfront properties,
and plan for future uses
Figure 9. Proposed Oakley Regional Park2019 drawing
of the proposed Oakley Regional Park; park master
plan is currently being updated
169
City of Oakley 2023 Economic Development Work Plan Page 25 E. Economic Development
Operations
A community’s economic development success depends on
leadership’s support, including an agreed upon vision for the future, goals, and sufficient financial and human resources to implement an adopted program.

Oakley’s Competitive Position
• Professional, approachable and service-oriented city staff • Convergence on industry targets among educators,
economic development organizations, and city
government
Challenges
• Limited staff and financial resources for implementing a strong proactive marketing, business attraction, and
business retention program
• The city’s economic development work plan lacks a
specific budget for marketing and program implementation • Community actions on economic development are not
aligned with job-creating trends in the region nor with attracting businesses that will diversify the local economy e.g., manufacturing, professional services, research and development
Tactical Recommendations
• Support and assist current efforts to establish an Oakley Chamber of Commerce
• Ensure a sufficient budget is available to support
economic development goals and activities
• Establish a standalone website focused on economic
development
• Prepare necessary economic development marketing and
prospect response pieces to support business
development efforts (much of this can be accomplished
through a LOIS subscription)
Competitive communities
offer:

Community-wide consensus on
vision and goals and support for
economic growth demonstrated
by assistance, entrepreneurial
programs, financing, business
retention programs
The ability to convey understanding of industry needs–real estate, infrastructure, workforce
skills–with value propositions
supported with proof points
The ability to demonstrate a clear
and reasonable development
path and operating costs
Willingness to be forthcoming
about real, perceived, natural, or
man-made risks and hazards
e.g., earthquakes, tornados,
hurricanes, toxic waste, major
weather events that can close
transportation routes for
extended periods
A community profile with an
overview of the history,
composition of the economy,
demographics, shopping
amenities for workers and
residents, recreation assets
Ability to quickly compile and
deliver a professional and
accurate proposal package that
is delivered electronically and
available for print
Market-ready property profiles,
labor shed map, commute
patterns, directory of local
employers, testimonials
170
City of Oakley 2023 Economic Development Work Plan Page 26 • Solidify working relations with regional partners to expand city’s economic development capacity; share city’s plans, messages, value propositions with others who are conducting marketing and outreach to important audiences (businesses, site selectors, brokers, developers, etc.) • Actively support the North Waterfront Strategic Plan, this is a small step in creating a value proposition for identified target industries e.g., clean tech, biotech, advanced ag and manufacturing, transportation tech
A competitive community budgets sufficient funds for economic development operations and activities. Guidelines:

Total
Operations
$8 to $10 per capita (rural communities)
$15 per capita (urban communities)
Marketing
Budget
$50,000 – minimum, communities up to 25,000 population
$2.50 per capita – communities with up to 100,000 population $3.00 per capita – communities with 100,000+ population 171
City of Oakley 2023 Economic Development Work Plan Page 27 IV. Appendix
A. Economic Scan, ESRI reports
B. Economic Development Website Review and Recommendations C. Proposal package
D. LOIS product information
E. Key Message Platform
172
Resolution No. XX-23 Page 1 of 1
RESOLUTION NO. XX-23

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY ADOPTING THE 2023 ECONOMIC DEVELOPMENT WORK PLAN DRAFTED BY CHABIN CONCEPTS, INC.

BE IT RESOLVED that the City Council of the City of Oakley reviewed and adopted the 2023 Economic Development Work Plan prepared by Chabin Concepts, Inc.

PASSED AND ADOPTED by the City Council of the City of Oakley this 12th day of September 2023 by the following vote:

AYES:

NOES:

ABSTENTION:

ABSENT:

APPROVED:

Aaron Meadows, Mayor
ATTEST:
___
Libby Vreonis, City Clerk Date
173

STAFF REPORT

City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us DATE: August 21, 2023
TO: City Council
FROM: Joshua McMurray, City Manager
SUBJECT: Approval of Response to Civil Grand Jury Report No. 2306, Affordable Housing, “A Plan Without a Home”
Background and Analysis
The California Constitution established civil grand juries in each county. The California Code includes provisions on the formation of civil grand juries and their powers and duties. With respect to public agencies, civil grand juries are authorized to “investigate and report upon the operations, accounts, and records of the officers, departments, functions, and the method or system of performing the duties of any such city or joint powers agency and make such recommendations as it may deem proper and fit” (California Penal Code section 925a). The Penal Code also stipulates that a written response will be provided by the city or joint powers agency within 90 days after the civil grand jury submits a report.

The Contra Costa County civil Grandy Jury recently issued Civil Grand Jury Report No. 2306, Affordable Housing, “A Plan Without a Home” that requires a response from the City of Oakley.

Staff has prepared the attached response.

Consistency with the Oakley Strategic Plan 27+
These responses are consistent with the Strategic Plan 27+ Community and Economic Development goal.

Fiscal Impact
Costs include staff time to review and prepare the response to the Grand Jury Report.

Staff Recommendation
Approve the draft response to the Grand Jury Report and authorize the City Manager to send the response to the Civil Grand Jury.

Attachments

1. Contra Costa Civil Grand Jury Report 2306

2. Draft Response from the City of Oakley
Approved and
Forwarded to the
City Council
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Aaron Meadows
Mayor
Anissa Williams
Vice Mayor
Dr. George Fuller
Councilmember
Shannon Shaw
Councilmember
Hugh Henderson
Councilmember
City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US September 13, 2023
Contra Costa County Civil Grand Jury
P.O. Box 431
Martinez, CA 94553
Also via email to [email protected]
RE: City of Oakley’s Response to Grand Jury Report No. 2306 “Affordable Housing: ‘A Plan Without a Home’”
Dear Foreperson Roberts,
Pursuant to California Penal Code Section 933.05, this letter responds to your letter dated June 22, 2023, requesting that the City of Oakley submit its response to the findings and recommendations included in Grand Jury Report No. 2306, “Affordable Housing: ‘A Plan Without a Home’.” The City Council reviewed and authorized this response at its September 12, 2023 City Council meeting.

Grand Jury Findings and City Responses
F1. Within existing city or County infrastructure there is no clear owner who is responsive for achieving RHNA permitting targets.

City response: Partially Disagree. We partially disagree with Finding 1 because while a single entity is responsible for reporting on RHNA permitting targets, jurisdictions do not develop housing projects. State Housing Law only requires that jurisdictions plan to address barriers to development, accommodate all types of housing based on the RHNA allocations, and report their progress towards RHNA.

F2. City and County officials see no direct path to meet state-mandated regional housing (RHNA) targets.

City response: Partially Disagree. We partially disagree with Finding 2 because while City and County officials recognize the challenges ahead, our Housing Element identifies a clear path to accommodate the RHNA targets and we are actively exploring and implementing strategies to work towards meeting state-mandated regional housing (RHNA) targets. 221
City of Oakley | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us F3. There are currently no measurable penalties if a city or a County does not achieve RHNA targets in an approved housing element plan.

City response: Partially Disagree. We partially disagree with Finding 3 because while there are no legal or financial penalties if the cities and County do not achieve their RHNA targets, there are penalties for not accommodating RHNA in a Housing Element and the consequences for not issuing adequate permits can be considered punitive.

F4. Data published by ABAG shows that Contra Costa County and most of its cities have missed their current RHNA targets for very low- and low-income housing allocations. The allocation requirements continue to increase (16x for very low-income and 4x for low-income residents).

City response: Partially Disagree. It is true that many cities and the County as a whole missed their RHNA targets for very low and low-income housing, and that RHNA Allocation for very low- and low-income housing has continued to increase. However, the increase in RHNA allocation is not to the extent mentioned in this report. RHNA numbers from the past 3 cycles hgfdsa
indicate that the current (6th) cycle has had the largest increase of 2.5x from the previous cycle in very low- and low-income housing requirements.

Cycle Very Low %
permitted
Low %
permitted
1999 - 2006 6,481 44% 3,741 48%
2007 - 2014 6,512 21% 4,325 24%
2015 - 2020 5,264 16% 3,086 55%
2023 - 2031 13,346 n/a 7,685 n/a
F5. Many obstacles hinder the development of AH at the local level, specifically for very low- and low-income housing, including:
a. Limited availability of land;
b. Restrictive zoning policies specific to AH development; c. Limited developer interest to bring projects forward; d. Limited available funding;
e. Lack of community support;
222
City of Oakley | 3231 Main Street, Oakley, CA 94561 3
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us f. NIMBY opposition & city council response to NIMBY opposition.

City response: Partially Disagree. The City partially disagrees with this finding. The City of Oakley does not have restrictive zoning policies specific to AH development.

F6. Zoning changes are generally addressed only when a project is presented for development. Zoning obstacles include:
a. Housing element plans that offer poor land choices for AH development;
b. Restrictive height and high-density zoning policies; c. Lack of inclusionary housing ordinance(s) in many cities.

City response: Partially Disagree. The City of Oakley has relied upon the Affordable Housing Overlay (AHO) zoning process to identify viable properties that are central to transportation, services, and amenities that can be developed for Affordable Housing. In past Housing Element cycles, HCD has been supportive of Oakley’s AHO. Oakley’s AHO has been referred to as a successful tool for AH in a 2019 Terner Center Case Study.

F7. Penalties directed at cities and the County (financial, loss of control over local planning) are tied to not meeting state deadlines for Housing Element plan approval.

City response: Partially Disagree. We agree that there are penalties that are directly related to not meeting statutory deadline of the Housing Element. Builder’s Remedy, where individuals may apply for a building permit on land that is not designated for housing, is one such penalty that is directly linked to meeting state deadlines for Housing Elements.

F8. Builder’s Remedy and SB35 projects do not address ingrained local obstacles identified in this report that prevent the completion of approved AH projects.

City response: Disagree. Builder’s remedy and SB35 are not intended to address local obstacles. Instead, they are intended to provide a streamlined development process for jurisdictions that have fallen out of compliance with State Housing Law (Builder’s Remedy) or where housing production does not meet the RHNA targets (SB35). The Housing Element and its associated programs are intended to address potential local constraints to housing development. Builder’s Remedy also does not guarantee a good housing project; it simply expedites the review process to eliminate local discretion.
223
City of Oakley | 3231 Main Street, Oakley, CA 94561 4
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us A variety of factors, such as market conditions, capital costs, financing, supply chain disruptions, and labor market conditions, may affect the construction and completion of approved affordable housing projects.

These factors are rarely associated with local obstacles and are beyond a jurisdiction’s purview.

F9. When local Redevelopment Agencies (RDA’s) were discontinued by the state in 2012, the County and cities did not address the loss of funding for affordable housing or find alternative funding to support affordable housing projects until voters passed Measure X in November 2020. Projects that target very low- and low-income residents were particularly impacted.

City response: Partially Disagree. While the County and cities did not create or find new sources of funds for affordable housing after the State discontinued 452 RDAs, State law limits local jurisdictions’ ability to create new funding sources. Voters need to approve virtually all new funding or financing mechanisms to generate the revenues or funds needed to preserve existing affordable housing and construct or finance new affordable housing. The Board of Supervisors and Town/City Councils cannot, for example, float bonds any longer without voter approval.

F10. Measure X housing funds are not fully dedicated to building AH for very low- and low-income residents.

City response: Agree.

F11. Local funding provided by bonds like Measure X Housing Fund is a critical component of a developer’s overall ability to raise funds for an AH development.

City response: Disagree. While local funding provided by bonds like Measure X Housing Fund in Contra Costa County can be a beneficial component, it is not a critical factor in a developer's overall ability to raise funds for an affordable housing (AH) development. Developers often require multiple sources of funding, or “stacking” strategies available to them, including federal and state grants, tax credits, private investments, and partnerships with nonprofit organizations.

F12. Cities that proactively engage citizens, address zoning obstacles, make reasonable zoning concessions, work collaboratively with developers, provide local funding support, and are united in 224
City of Oakley | 3231 Main Street, Oakley, CA 94561 5
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us addressing NIMBY opposition, have been successful in attracting AH projects.

City response: Partially Disagree. The City of Oakley has proactively engaged citizens, addressed zoning obstacles, identified viable sites for affordable housing, makes reasonable zoning concessions, works collaboratively with developers, provides local funding support, and is united in addressing NIMBY opposition, and still has difficulty attracting enough very low- and very-low affordable housing units to satisfy the RHNA.

F13. The latest RHNA targets for cities and unincorporated Contra Costa County show a significant increase in the number of units that are expected to be permitted for very low- and low-income housing.

City response: Agree.

Grand Jury Recommendations and City Responses
R1. Each city and the County should consider assigning a staff position with clear leadership, ownership and accountability to achieve allocated RHNA targets. The individual in this position would be responsible for establishing and promoting an operational plan to achieve the RHNA goals set forth in the housing element plan.

City response: The recommendation has been implemented.

California’s Housing Element Law acknowledges that local governments must adopt plans and regulatory systems that provide opportunities for (and do not unduly constrain) housing development. Cities and Counties are not responsible for the development and construction of housing to achieve the allocated RHNA targets. Instead, they are responsible for the effective implementation of their housing elements and associated programs to address any existing constraints to housing and for tracking and reporting the jurisdiction’s progress toward achieving their RHNA. The Community Development Department is assigned with the responsibility of the above tasks.

R2. Each city and the County should report AH progress and lack of progress using data across all four measured income groups.

Special attention should be paid to tracking the housing needs of residents categorized as very low- and low-income. Cities and the County should communicate their progress, biannually, against RHNA targets at council and supervisor meetings.
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City of Oakley | 3231 Main Street, Oakley, CA 94561 6
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us City response: This recommendation has been implemented. The City completes an annual housing report that is submitted to HCD.

R3. Each city and the County should consider creating a dedicated AH commission comprised of a multi-disciplinary team of diverse citizens and led by a current, nonelected, city expert in planning.

Each commission would be charged with providing a community voice in the process and helping to identify and address obstacles that hinder the development of affordable housing projects in their community.

City response: The recommendation will not be implemented. While we do not intend to pursue the recommended dedicated AH commission, we value the underlying principle of community engagement and recognize the importance of community input in the decision-making process. We will continue to explore alternative strategies that promote transparency, inclusivity, and community-driven solutions for affordable housing development in our city and County.

We remain committed to finding the most effective and sustainable approaches to address affordable housing challenges, working in collaboration with stakeholders and community members to achieve our shared goals.

R4. Each city and the County should consider reviewing existing processes and identifying changes that would address or resolve the specific obstacles identified in this report that hinder achieving RHNA allocation targets for very low- and low-income housing in their community.

City response: The recommendation has been implemented.

Comprehensive Process Review: As required by State Law, jurisdictions have reviewed existing processes and identified programs to address any potential constraints to development through the Housing Element’s Constraints and Zoning Analysis Section.

R5. Each city and the County should consider developing a public dashboard to report progress against RHNA targets.

City response: The recommendation has been implemented. Each jurisdiction (city council or board of supervisors) must prepare an annual progress report (APR) on the jurisdiction’s status and progress in implementing its housing element using forms and definitions adopted by 226
City of Oakley | 3231 Main Street, Oakley, CA 94561 7
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us the California Department of Housing and Community Development (HCD). (Government Code Section 65400.) Each jurisdiction’s APR must be submitted to HCD and the Governor’s Office of Planning and Research (OPR) by April 1 of each year (covering the previous calendar year (CY)).

HCD compiles and showcases all APRs through their interactive digital data dashboard with downloadable data sets.

R6. Each city and the County should consider, in their individual Housing Element plans, putting forth land zoned “suitable for residential use,” without development obstacles, and located strategically close to existing services, for AH purposes.

City response: The recommendation has been implemented. This recommendation has been implemented in previous Housing Cycles by utilizing an Affordable Housing Overlay.

R7. Each city and the County should consider reviewing their zoning policies to identify restrictive zoning policies unique to their jurisdiction that impede AH projects and consider making zoning changes in light that review that will support AH in their community.

City response: The recommendation has been implemented. This recommendation has been implemented as the City has updated its Density Bonus Ordinance numerous times in the past and is in the process of updating it again with a completion date of November 2023.

R8. Cities should consider adopting an inclusionary housing ordinance as part of their standard development policy by the end of 2023 (if not already in place).

City response: The recommendation requires further analysis. The City of Oakley has many already entitled residential units (over 4,700 units) for an inclusionary housing ordinance to be an effective solution in the future.

R9. Each city and the County should consider how to prioritize the implementation of housing projects that promote development of very low- and low-income housing.

City response: This recommendation has been implemented. For example, the City has provided important density bonuses for very lowand low-income housing projects and has contributed resources to projects as well in the past.
227
City of Oakley | 3231 Main Street, Oakley, CA 94561 8
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us R10. Each city and the County should consider prioritizing Measure X funding requests that support projects that address RHNA targets for very low- and low-income residents. Each city and County should consider reporting regularly to their residents on the use of Measure X funds for such purposes.

City response: The recommendation requires further analysis.

Measure X funds are dispersed into several areas besides Affordable Housing, and it remains to be seen if sufficient funds will make it to the cities in the County that can help with Affordable Housing Projects. The use of Measure X funds for housing are currently being reported by the County here: https://www.contracosta.ca.gov/8530/Measure-X Sincerely,
Joshua McMurray
City Manager
Enclosures:

CC: Aaron Meadows, Mayor
Anissa Williams, Vice mayor
Dr. George Fuller, Councilmember
Shannon Shaw, Councilmember
Hugh Henderson, Councilmember
Derek Cole, City Attorney
Danielle Navarro, Assistant City Manager
Brent Smith, Community Development Director
228

STAFF REPORT

City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us DATE: September 12, 2023
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director/City Engineer SUBJECT: Annexation No. 35 (Honey Creekside SD 9579) to the City of Oakley Community Facilities District No. 2015-2 (Parks, Streetlight, Landscape and Stormwater Services)
Background and Analysis
On April 26, 2022, the City Council approved a vesting tentative map with certain Conditions of Approval for the proposed Honey Creekside project (Subdivision 9579) (the “Project”). The Project is designated as Single Family Residential in the Oakley 2020 General Plan and zoned R-6 (Single Family Residential) on the City of Oakley Zoning Map. The Project is currently comprised of APNs 033-030-028-6 and 033-030- 032-8, which is expected to be subdivided into 57 single-family residential units at build-out.

The Conditions of Approval for the Honey Creekside project require the property owner to mitigate their project’s financial impact on the City’s parks, streetlighting, landscape and stormwater service budgets. On January 12, 2016, the Oakley City Council formed City of Oakley Community Facilities District No. 2015-2 (Parks, Streetlight, Landscape and Stormwater Services) (“CFD No. 2015-2”). CFD No. 2015-2 authorizes the annual levy of a special tax on parcels located within CFD No. 2015-2 to mitigate their financial impact to the City’s parks, streetlighting, landscape and stormwater service budgets. The property owner for Brownstone has requested the City assist them with the annexation of their development into CFD No. 2015-2 to satisfy their conditions of approval.

Prior to tonight’s City Council meeting, the property owner for Honey Creekside executed the attached Unanimous Approval Form. This form constitutes unanimous approval and a unanimous vote by the property owner in favor of annexing their property to CFD No. 2015-2 including the subsequent annual levy of special taxes to mitigate their project’s financial impact on the City’s parks, streetlighting, landscape and stormwater service budgets.

Consistency with the Oakley Strategic Plan 27+
This item is consistent with the Strategic Plan 27+ Park and Open Space and Finance and Fiscal Responsibility section goals.

Approved and
Forwarded to the
City Council
229

STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US Fiscal Impact
There will be no financial impact to the City's General Fund. The applicant has funded all costs associated with the annexation of their project to CFD No. 2015-2. The FY 2023-24 special tax rates per single-family parcel are as follows:

Therefore, successful annexation of the Honey Creekside project into CFD 2015-2 could provide up to $46,286 (in FY 2023-24 dollars) in revenue annually when all units are constructed. The taxes will be collected on the property tax rolls commencing in FY 2024-25.

Staff Recommendation
The conditions of approval for Honey Creekside (SD 9579) require the property owner to mitigate their project’s financial impact on the City’s parks, streetlighting, landscape and stormwater service budgets. Staff recommends that the City Council:

1. Adopt a Resolution Approving the Annexation (Annexation No. 35) of Property Located in the Future Annexation Area of the City of Oakley Community Facilities District No. 2015-2 (Parks, Streetlight, Landscape and Stormwater Services)
Staff recommends that the City Council adopt the Resolution Approving the Annexation (Annexation No. 35) of Property Located in the Future Annexation Area of the City of Oakley Community Facilities District No. 2015-2 (Parks, Streetlight, Landscape and Stormwater Services).

Attachments

1. Unanimous Approval of Annexation to a Community Facilities District and Related Matters - City of Oakley Community Facilities District No. 2015-2 (Parks, Streetlight, Landscape and Stormwater Services)
a. Exhibit A: Description of Services
b. Exhibit B: Cost Estimate; and
FY 2023-24 Maximum Special Tax Rates per Single-Family Parcel Special Tax Maximum Annual
Component Special Tax Rates
Regional Park Maintenance Tax $165.16
Community Parks Maintenance Tax $364.74
Streetlighting Maintenance Tax $72.01
Neighborhood Parks & Landscape Maintenance Tax $182.56
Stormwater/Water Quality Maintenance Tax $27.56
Total $812.03
230

STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 3
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US c. Exhibit C: Supplement to the Rate and Method of Apportionment of Special Tax – Tax Zone No. 32.

2. Resolution Approving the Annexation (Annexation No. 35) of Property Located in the Future Annexation Area of the City of Oakley Community Facilities District No. 2015-2 (Parks, Streetlight, Landscape and Stormwater Services);

3. Map – Annexation No. 35 to City of Oakley Community Facilities District No. 2015-2 (Parks, Streetlight, Landscape and Stormwater Services); and

4. Amendment No. 35 to Notice of Special Tax Lien - City of Oakley Community Facilities District No. 2015-2 (Parks, Streetlight, Landscape and Stormwater Services). 231
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RESOLUTION NO.

RESOLUTION APPROVING THE ANNEXATION (ANNEXATION NO. 35) OF

PROPERTY LOCATED IN THE FUTURE ANNEXATION AREA OF

CITY OF OAKLEY
Community Facilities District No. 2015-2
(Parks, Streetlight, Landscape and Stormwater Services) RESOLVED by the City Council (the “Council”) of the City of Oakley (the “City”), County of Contra Costa, State of California, that:

WHEREAS, this Council has adopted a resolution entitled “Resolution of Formation of Community Facilities District” (the “Resolution of Formation”), ordering the formation of the (i) the “City of Oakley Community Facilities District No. 2015-2 (Parks, Streetlight, Landscape and Stormwater Services)” (the “CFD”) and (ii) the "City of Oakley Community Facilities District No. 2015-2 (Parks, Streetlight, Landscape and Stormwater Services) (Future Annexation Area)," authorizing the levy of a special tax on property within the CFD, and preliminarily establishing an appropriations limit for the CFD, all pursuant to Chapter 2.5 of Part 1 of Division 2 of Title 5, commencing with Section 53311, of the California Government Code (the “Act”).

WHEREAS, under the Resolution of Formation and a resolution calling special election heretofore adopted by this Council, the propositions of the levy of the special tax and the establishment of the appropriations limit were submitted to the qualified electors of the CFD as required by the Act.

WHEREAS, on January 12, 2016, a special election was held among the landowner voters within the CFD, wherein such propositions were approved by the twothirds vote required by the Act, as confirmed by resolution of this Council.

WHEREAS, on January 19, 2016, a notice of special tax lien (the “Notice of Special Tax Lien”) was recorded with the Contra Costa County Recorder’s office, thereby giving notice that the lien to secure payment of the Special Tax was imposed on the land in the CFD.

WHEREAS, the owner (the “Property Owner”) of Assessor’s Parcel Numbers 033- 030-028-6 and 033-030-032-8 located within the Future Annexation Area (the “Property”) has agreed to mitigate certain impacts of the proposed development of the Property by paying for certain services financed by the CFD.

WHEREAS, pursuant to the Act, the Property Owner has executed a Unanimous Approval constituting a unanimous approval and unanimous vote by the Property Owner in favor of the annexation of the Property to the CFD and the levy of the Special Tax. 248
2 NOW, THEREFORE, BE IT RESOLVED AND ORDERED, as follows:

1. Recitals. The foregoing recitals are all true and correct.

2. Approval of Annexation. The City Council hereby determines that Assessor’s Parcel Numbers 033-030-028-6 and 033-030-032-8 are annexed into Tax Zone No. 32 of the CFD.

3. Amendment to Notice of Special Tax Lien. The City Council hereby directs the Clerk of the City Council to record an Amendment to Notice of Special Tax Lien, evidencing that Assessor’s Parcel Numbers 033-030-028-6 and 033-030-032-8 are added to the CFD.

4. Boundaries Described. The revised boundaries of the CFD including Assessor’s Parcel Numbers 033-030-028-6 and 033-030-032-8 are described in an amended boundary map, which this City Council hereby directs the City Clerk to record with the Contra Costa County Recorder’s office.

5. General Authority; Ratification of Previous Actions. The officers of the City are hereby authorized and directed, jointly and severally, to do any and all things and to execute and deliver any and all documents which they may deem necessary or advisable in order to consummate the transactions described herein or to otherwise effectuate the purposes of this resolution. Any actions previously taken by such officers that are consistent with the purposes of this resolution are hereby ratified and confirmed.

6. Effective Date. This Resolution shall take effect upon its adoption.

PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on September 12, 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTENTIONS:

APPROVED:

Aaron Meadows, Mayor
ATTEST:

Libby Vreonis, City Clerk Date
249

CITY OF OAKLEY

CONTRA COSTA COUNTY, STATE OF CALIFORNIA

FILED IN THE OFFICE OF THE CITY CLERK OF THE CITY OF OAKLEY THIS _______ DAY OF ______________, 2023.
_______________________________

LIBBY VREONIS, CITY CLERK

CITY OF OAKLEY

CONTRA COSTA COUNTY

STATE OF CALIFORNIA

I HEREBY CERTIFY THAT THE WITHIN MAP SHOWING ANNEXATION No. 35 TO CITY OF OAKLEY COMMUNITY FACILITIES DISTRICT No. 2015-2 (PARKS, STREETLIGHTS, LANDSCAPE MAINTENANCE AND STORMWATER),

CITY OF OAKLEY, CONTRA COSTA COUNTY, STATE OF CALIFORNIA,

WAS APPROVED BY THE CITY COUNCIL OF THE CITY OF OAKLEY, AT A REGULAR MEETING THEREOF, HELD ON THE _______ DAY OF
_______________, 2023, BY ITS RESOLUTION No. _______________.

FILED THIS _______ DAY OF ________________, 2023, AT THE HOUR OF __________ __.M IN BOOK _______ OF MAPS OF ASSESSMENT AND COMMUNITY FACILITIES DISTRICTS AT PAGE _______, DOCUMENT No. _______________ IN THE OFFICE OF THE COUNTY RECORDER IN CONTRA COSTA COUNTY, STATE OF CALIFORNIA.
_______________________________

LIBBY VREONIS, CITY CLERK

CITY OF OAKLEY

CONTRA COSTA COUNTY

STATE OF CALIFORNIA
SHEET 1 OF 2

THIS ANNEXATION MAP ANNEXES TERRITORY TO CITY OF OAKLEY COMMUNITY FACILITIES DISTRICT No. 2015-2 (PARKS,

STREETLIGHTS, LANDSCAPE MAINTENANCE AND STORMWATER),

CITY OF OAKLEY, CONTRA COSTA COUNTY, STATE OF CALIFORNIA,

FILED IN THE OFFICE OF THE COUNTY RECORDER OF CONTRA
COSTA COUNTY, STATE OF CALIFORNIA, ON THE 9TH DAY OF
NOVEMBER, 2015 IN BOOK 85 OF MAPS OF ASSESSMENT AND
COMMUNITY FACILITIES DISTRICT AT PAGE 20.

NOTE:
_______________________________

COUNTY RECORDER

CONTRA COSTA COUNTY

STATE OF CALIFORNIA
Legend
CFD No. 2015-2 Boundary
Oakley City Limits/CFD No. 2015-2 Future Annexation Area Parcel Lines 0 2,500 5,000
Feet
±
ANNEXATION NO. 35 - TAX ZONE NO. 32
SEE SHEET 2
ANNEXATION MAP No. 35 TO
CITY OF OAKLEY COMMUNITY FACILITIES DISTRICT No. 2015-2 (PARKS, STREETLIGHTS, LANDSCAPE MAINTENANCE AND STORMWATER) ASSESSOR PARCELS WITHIN BOUNDARY: FOR PARTICULARS OF

LINES AND DIMENSIONS OF PARCELS, REFERENCE IS MADE TO
ASSESSOR'S PARCEL NOS. 033-030-028-6 AND 033-030-032-8. 250
±
SHEET 2 OF 2
Honey Lane
S
alv
a
d
o
r
L
a
n
e
APN
033-030-032-8
Marsh Creek
APN
033-030-028-6
0 100 200
Feet
Legend
CFD No. 2015-2 Annexation Area No. 35
City of Oakley Boundary
Parcel Lines
Annexation No. 35 - Tax Zone No. 32
(Honey Creekside SD 9579)
ANNEXATION MAP No. 35 TO
CITY OF OAKLEY COMMUNITY FACILITIES DISTRICT No. 2015-2

CITY OF OAKLEY

CONTRA COSTA COUNTY, STATE OF CALIFORNIA
(PARKS, STREETLIGHTS, LANDSCAPE MAINTENANCE AND STORMWATER) 251

RECORDING REQUESTED BY AND
AFTER RECORDATION RETURN TO:

City Clerk
City of Oakley
City Hall
3231 Main Street
Oakley, California 94561
AMENDMENT NO. 35 TO

NOTICE OF SPECIAL TAX LIEN

CITY OF OAKLEY
Community Facilities District No. 2015-2
(Parks, Streetlight, Landscape and Stormwater Services) Annexation No. 35 - Tax Zone No. 32
(Honey Creekside SD 9579)
Pursuant to the requirements of Section 3117.5 of the Streets and Highways Code of California and the Mello-Roos Community Facilities Act of 1982, as amended, section 53311, et seq., of the California Government Code (the “Act”), the undersigned City Clerk of the City of Oakley (the “City”), County of Contra Costa, State of California, hereby gives notice that a lien to secure payment of a special tax, which the City is authorized to levy, is hereby imposed on the property described herein. The special tax secured by this lien is authorized to be levied for the purpose of paying for certain municipal services set forth in that certain Notice of Special Tax Lien heretofore recorded in the Office of the County Recorder of the County of Contra Costa, State of California on January 19, 2016, as Document No. 20160009045, to which reference is hereby made and the provisions of which are hereby incorporated by this reference.

This Amendment No. 35 to Notice of Special Tax Lien amends the Notice of Special Tax Lien to add to the territory of the City of Oakley Community Facilities District No. 2015-2 (Parks, Streetlight, Landscape and Stormwater Services) (the “CFD”). The territory included in the existing CFD is set forth in the map of the CFD heretofore recorded as Document No. 15-234174 in the Office of the County Recorder of the County of Contra Costa, State of California on November 9, 2015, in Book 85 at Page 20 of Maps of Assessment and Community Facilities Districts, to which reference is hereby made. The territory to be added is set forth in that certain “Annexation Map No. 35 to Community Facilities District No. 2015-2 (Parks, Streetlight, Landscape and Stormwater Services), County of Contra Costa, State of California,” heretofore recorded at ________ on _______________, 2023, in Book _____ at Page _____ of Maps of Assessment and Community Facilities Districts in the office of the County Recorder of the County of Contra Costa, State of California.

The rate, method of apportionment, and manner of collection of the authorized special tax, as supplemented with respect to the annexation of the territory described herein to the CFD, is set forth in Exhibit B hereto and hereby made a part hereof. The lien of the special tax is a continuing lien which shall secure the annual levy of the special tax and which shall continue in force and effect until the special tax obligation is permanently satisfied and canceled in 252
2 accordance with law or until the special tax ceases to be levied and a notice of cessation of special tax is recorded in accordance with Government Code Section 53330.5.

Notice is further given that upon the recording of this notice in the office of the county recorder, the obligation to pay the special tax levy shall become a lien upon all nonexempt real property with in the territory to be added to the CFD in accordance with Section 3115.5 of the Streets and Highways Code.

The assessor’s tax parcel(s) numbers of all parcels or any portion thereof which are included in this Amendment No. 35 to Notice of Special Tax Lien, together with the name(s) of the owner(s) thereof, as they appear on the latest secured assessment roll as of the date of recording hereof or as are otherwise known to the City are as set forth in Exhibit A hereto and hereby made a part hereof.

For further information concerning the current and estimated future tax liability of owners or purchasers of real property subject to this special tax lien, interested persons should contact the Finance Director of the City of Oakley, City Hall, 3231 Main Street, Oakley, California 94561, telephone number (925) 625-7000.

Dated: As of _____________, 2023
By:

Libby Vreonis, City Clerk,
City of Oakley
253
Exhibit A