Agenda packet — Oakley City Council, March 26, 2024 (part 2 of 3)

CYPRESS ROAD IMPROVEMENTS

FINAL DESIGN SCOPE OF WORK

INTRODUCTION AND UNDERSTANDING
Mark Thomas & Company, Inc. (Mark Thomas) has prepared this additional scope of services for the East Cypress Road Lane Alignment (RR tracks to Main Street) Project (Project). Per the request from the City of Oakley (City), this scope amends the previously approved scope to provide additional tasks and modifications to several tasks described in the original agreement (Preliminary Engineering/ Feasibility Study Phase) between the City and Mark Thomas. This scope includes the Final Design Phase for the Project and includes only final, signed plans as the City intends to construct these improvements via negotiated contract change order with a contractor which will not require specifications, quantities, or engineer’s estimate. The additional scope of service documented herein includes management, survey, additional preliminary design, final design, and project documentation of non-standard design features.

Beyond the additional task, Mark Thomas also performed additional preliminary design services. The original agreement included the conceptual development of three roadway alternatives along Cypress Road within the project limits. Based upon discussions with the City, Mark Thomas prepared a total of five alternatives. The fifth alternative, the City’s preferred alternative, serves as the basis for the Final Design Phase. The City’s preferred alternative will reconfigure the westbound direction on East Cypress Road from the railroad tracks to Main Street. This alternative will construct dual left turn lanes, one through lane, and a dedicated right turn lane in the westbound direction at the Cypress Road/ Main Street intersection. Per the City's direction, the Project will implement high visibility crosswalks on all four legs of the E Cypress Road and Main Street intersection as well as a bike lane for the westbound direction.

The project will require, but is not limited to, the design and construction of new curb and gutter, utility relocation, grading modifications, pedestrian enhancements at crosswalks, installation of signage and striping, and modification of median.

SERVICES TO BE PERFORMED BY MARK THOMAS
 Project management / coordination
 Final roadway design
 Preparation of plans

SERVICES TO BE PERFORMED BY OTHERS
 Right of way acquisition
 Right of way engineering
 Traffic signal design
 Utility relocation
 Street light design and relocation
 Constructability review
 Construction inspection and testing
 Specifications

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 Temporary Water Pollution Control and Erosion Control Plans and Details  Utility Plans and Details
 Stage Construction and Traffic Handling Plan and Construction Area Signs

APPLICABLE STANDARDS
The preliminary plans and preliminary estimates will be prepared in accordance with Caltrans' regulations, policies, procedures, manuals and standards. Items A and E are not all inclusive, but are intended only to illustrate types of sources.

A. Roadway design will be in accordance with the 7th edition of the Caltrans Highway Design Manual (with updates through May 20, 2022), the 2022 Caltrans Standard Plans, the 2022 Caltrans Standard Specifications and updates, the Manual on Uniform Traffic Control Devises (MUTCD) and its California Supplement.

B. City of Oakley Standard Plans
C. Roadway plans will be prepared in conformance with the current editions of the Caltrans Drafting and Plans Manual, and the Caltrans CADD User’s Manual
D. Plans, specifications, and estimates will be prepared in conformance with the 2022 edition of the Caltrans Plans, Specifications and Estimates Guide.

E. Caltrans Local Assistance Procedures Manual
Mark Thomas will perform the additional services related to the East Cypress Road Lane Alignment (RR tracks to Main Street) Project outlined below.

TASK 1. PROJECT MANAGEMENT AND COORDINATION
Mark Thomas will continue to provide project management for the additional services described herein due to the extension of the project schedule. Additional budget for management activities consisting of administration, coordination, supervision, project controls, attending meetings, and quality assurance and control are required.

Additional budget is needed for the following tasks as a result:

Task 1.1. Project Management & Coordination
Mark Thomas will continue to provide project management and coordination through the completion of the final design for the project.

Task 1.2. Meetings
No changes to this task.

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Task 1.3. Quality Assurance & Quality Control
The Mark Thomas team will implement quality control and quality assurance procedures for design activities, perform in-house quality control reviews for each report and other task deliverables. Quality Control documentation can be submitted to the City upon request.

TASK 1 DELIVERABLES
 Monthly Progress Reports to be included with monthly invoices.  QA/QC documentation available as requested by City.

TASK 2. DATA COLLECTION
Task 2.1. Data Gathering
No changes to this task.

Task 2.2. Topographic Survey
On-site control points will be set as necessary for topographic survey task. GPS will be used to accurately locate the on-site control. Mark Thomas will conduct a topographic survey of approximately 300’ along East Cypress Road measured from the easterly travelled way of Main Street to the east side of the bridge over Marsh Creek which will include the EP, grade breaks, existing curb, gutter, and sidewalks, paint striping, stop bars, surface visible utilities and street signs. Cross sections are excluded from the creek and will be limited to the street surface. Mark Thomas will locate and dip the Storm Drain Inlets along E. Cypress Road. Any storm drain or sanitary sewer manholes within Main Street are excluded. It is assumed that an encroachment permit will not be needed as Mark Thomas will not need to impede traffic. This Topographic Survey scope is limited to one (1) day of fieldwork.

TASK 2 DELIVERABLES
 Topographic Survey in AUTOCAD
TASK 3. PRELIMINARY ENGINEERING
Task 3.1. Preliminary Geometrics
Mark Thomas will develop an additional two alternative layouts based on the City's revised direction and updated topographic base map, resulting in a total of five total alternatives. The fifth alternative is the City's preferred alternative and will serve as the basis for the Final Design Phase.

There will be no exhibit updates to the first four alternatives (Alternatives 1A, 1B, 2, and 3). The latest alternatives were sent to the City on 9/26/2023.

Task 3.2. Preliminary Project Cost Estimate
No changes to the contracted scope are anticipated. Additional cost estimating for the additional services is not required by the City.

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Task 3.3. Design Standard Decision Document
For the City’s Preferred Alternative, Mark Thomas will identify the proposed geometric features that do not meet the City of Oakley standards and Caltrans design standards described in the latest HDM by filling out the DIB 78 checklist.

Design features not meeting current HDM standards will be documented in the Design Standard Decision Document (DSDD). A total of two submittals to the City are included in this scope. Mark Thomas will submit the draft DSDD to the City. As final design progresses, additional nonstandard features may be identified. This scope includes documentation of up to four nonstandard features. If additional design exceptions are needed due to design changes initiated by the City, additional budget will be required.

TASK 3 DELIVERABLES
 Conceptual Design Exhibit for Alternative 4 (includes updates per 1 round of City comments)  Draft and Final Design Standard Decision Document
TASK 4. FEASIBILITY MEMORANDUM
Mark Thomas will include five alternatives in the Feasibility Memorandum and stipulate that the City's preferred alternative is the fifth alternative. Understanding that the City intends to provide final plans to the contractor for a contract change order, a preliminary cost estimate for Alternative 4 is excluded. There are no other changes to this task.

TASK 4 DELIVERABLES
 Draft Feasibility Memorandum
 Final Feasibility Memorandum
TASK 5. FINAL DESIGN
Mark Thomas will develop the final plans to enable the City to construct the project improvements via a negotiated contract change order with an existing City Contractor. Consultant activities will include, but are not limited to the following:

Task 5.1. Final Plans
Final construction documents will be prepared for City to provide to contractor as a negotiated contract change order.

Project design elements will be checked, conflicts resolved, and design details resolved. Detailed cross checking of various design elements will be performed and cross referenced. This task assumes no significant design changes for the preferred alternative. Design changes initiated by City comments that affect the preferred alternative will require additional budget.

Relocation and removal of utilities, streetlights, irrigation, Temporary Water Pollution Control and Erosion Control Plans and Details, Utility Plans and Details, and Stage Construction and Traffic Handling Plan and Construction Area Signs are the responsibility of the City of Oakley.

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The following design plans will be prepared and are included in this scope of service:

Sheet Count Sheet Type
1 Title Sheet
1 Layout, Demolition, and Typical Section Plan
1 Construction Details
1 Sign and Striping Plan and Details
4 Total

FINAL DELIVERABLES
 Final Plans (includes up to 1 submittal)

SCHEDULE
It is assumed the duration will be 2 months approximately depending on the City’s review time.

BASE ASSUMPTIONS/EXCLUSIONS

1. No traffic counts or analysis will be conducted for this study.

2. No geotechnical investigation will be conducted.

3. No utility field investigation or potholing will be conducted for this study.

4. Regulatory or resource agency permitting is not included.

5. Retaining wall or structural design is excluded from this scope.

6. No retrofit of the existing bridge is required.

7. Scope assumes no changes in profile of Cypress, Main Street, and the existing structures.

8. Landscape or irrigation design and plans are not included in this scope.

9. R/W acquisition support is excluded from this scope.

10. Streetlight relocation and design are excluded from this scope.

11. Utility relocation, utility agreements, utilities plan and details, and utility conflicts map are excluded from this scope.

12. Assumes a utility policy variance is not required.

13. Dry Utility (joint trench) design is not included in this scope.

14. Right of way acquisition will be handled by the City (if required).

15. Technical specifications for the work and estimates in the final design phase are excluded.

16. Construction Management/Administration is excluded from this scope.

17. All printing for bidding purposes to be provided by City.

18. Preparation of a SWPPP is excluded.

19. This scope does not include bid support, construction support, and Resident Engineer and survey files.

20. Drainage design and drainage modification plans are excluded.

21. All deliverables will be provided in Adobe PDF format unless otherwise specified.

22. All deliverables will be in electronic format and no hard copies reproductions are included in the scope.

23. Monument Preservation is not included.

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24. Boundary is not included in this scope of work.

25. A Record of Survey is not included.

26. If required, Encroachment permits will be provided at no cost to Mark Thomas.

27. No underground utility locating or geotechnical borings are included in this scope of work.

28. All access to the site will be provided.

29. Stage Construction and Traffic Handling Plan and Construction Area Signs are excluded from this scope.

30. Temporary Water Pollution Control and Erosion Control Plans and Details are excluded from this scope.

31. Project Control is the responsibility of the City of Oakley.

EXHIBIT A
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Kevin Rohani, Public Works Director SUMMARY 03/11/24
City of Oakley File No. 23-00188
3231 Main Street HIDE REALLOCATION COLUMNS BEFORE SENDING INVOICE Oakley, CA 94561 Re:

Contract Exp 06/30/24
Engineering Services: Through December 31, 2023
Original 53,264.50
Additional Services Authorization #1 9,000.00
Additional Services Final Design 26,250.00
Total Contract Amount 88,514.50
PHASE TASK ORIGINAL 11/8/2023 12/19/2023 REALLOCATED PREVIOUSLY BILLED COSTS BALANCE BILLED NO. NO. PHASE/TASK DESCRIPTION BUDGET Addt'l Svcs #1 Final Design BUDGET BILLED THIS PERIOD TO DATE REMAINING BUDGET 001 TASK 1. PROJECT MANAGEMENT
001 1.1 Project Controls and Management 5,422.00 2,500.00 7,922.00 5,146.68 2,116.86 7,263.54 658.46 92% 002 1.2 Meetings 1,910.00 1,910.00 1,209.87 338.72 1,548.59 361.41 81% 003 1.3 Quality Assurance & Quality Control 2,000.00 2,000.00 903.24 0.00 903.24 1,096.76 45% 099 OTHER DIRECT COSTS 500.00 500.00 10.82 0.00 10.82 489.18 2% SUBTOTAL PHASE 1 7,832.00 0.00 4,500.00 12,332.00 7,270.61 2,455.58 9,726.19 2,605.81 79% 002 TASK 2. DATA COLLECTION
001 2.1 Data Gathering 1,978.00 1,978.00 1,513.11 0.00 1,513.11 464.89 76% 002 2.2 Topographic Survey 9,000.00 9,000.00 8,979.25 0.00 8,979.25 20.75 100% SUBTOTAL PHASE 2 1,978.00 9,000.00 0.00 10,978.00 10,492.36 0.00 10,492.36 485.64 96% 003 TASK 3. PRELIMINARY ENGINEERING
001 3.1 Preliminiary Geometrics 17,905.00 1,130.00 19,035.00 16,919.70 2,114.76 19,034.46 0.54 100% 002 3.2 Preliminary Project Cost Estimate 8,661.50 0.00 8,661.50 5,192.24 0.00 5,192.24 3,469.26 60% 003 3.3 Design Standard Decision Document 6,620.00 6,620.00 6,615.96 0.00 6,615.96 4.04 100% SUBTOTAL PHASE 3 26,566.50 0.00 7,750.00 34,316.50 28,727.90 2,114.76 30,842.66 3,473.84 90% 004 TASK 4. FEASIBILITY MEMORANDUM
001 4.1 Feasibility Memorandum 11,888.00 11,888.00 8,009.34 0.00 8,009.34 3,878.66 67% SUBTOTAL PHASE 4 11,888.00 0.00 0.00 11,888.00 8,009.34 0.00 8,009.34 3,878.66 67% 005 TASK 5. FINAL DESIGN
001 5.1 Final Plans 14,000.00 14,000.00 0.00 798.86 798.86 13,201.14 6% SUBTOTAL PHASE 5 0.00 0.00 14,000.00 14,000.00 0.00 798.86 798.86 13,201.14 6% 900 UNALLOCATED CONTINGENCY
001 Unauthorized Contingency 5,000.00 5,000.00 0.00 0.00 0.00 5,000.00 0% SUBTOTAL PHASE 900 5,000.00 0.00 0.00 5,000.00 0.00 0.00 0.00 5,000.00 0% GRAND TOTAL SERVICES 53,264.50 9,000.00 26,250.00 88,514.50 54,500.21 5,369.20 59,869.41 28,645.09 68% CIP 301 East Cypress Road Lane Alignment Analysis
(RR tracks to Main Street) Capital Improvement Project
#301

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CONSULTING SERVICES AGREEMENT BETWEEN THE CITY
OF OAKLEY AND MARK THOMAS & COMPANY, INC. FOR

ENGINEERING DESIGN SERVICES ASSOCIATED WITH EAST

CYPRESS ROAD LANE ALIGNMENT ANALYSIS (RAILROAD

TRACKS TO MAIN STREET) CAPITAL IMPROVEMENT
PROJECT NUMBER 301
THIS AGREEMENT for consulting services is entered into by and between the City of Oakley, a municipal corporation in the State of California (hereinafter referred to as “City”) and MARK THOMAS & COMPANY, INC. (hereinafter referred to as “Consultant”), collectively sometimes referred to hereinafter as the “Parties”, as of JULY 11, 2023 (the “Effective Date”).

Section 1. SERVICES. Subject to the terms and conditions set forth in this Agreement, Consultant shall provide to City the services described in the Scope of Work or proposal letter attached hereto and incorporated herein as Exhibit A at the time and place and in the manner specified therein. In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit A, the Agreement shall prevail.

1.1 Term of Services. The term of this Agreement shall begin on the Effective Date and shall end on JUNE 30, 2024, the date of completion specified in Exhibit A, and Consultant shall complete the work described in Exhibit A prior to that date, unless the term of the Agreement is otherwise terminated or extended, as provided for in Section 8. The time provided to Consultant to complete the services required by this Agreement shall not affect the City’s right to terminate the Agreement, as provided for in Section 8. Should this Agreement be amended to include additional tasks as contemplated in Section 1, the term of services shall be extended as mutually agreed upon by City and Consultant.

1.2 Standard of Performance. Consultant shall perform all services required pursuant to this Agreement in the manner and according to the standards observed by a competent practitioner of the profession in which Consultant is engaged in the geographical area in which Consultant practices its profession. Consultant shall prepare all work products required by this Agreement in a substantial, first-class manner and shall conform to the standards of quality normally observed by a person practicing in Consultant's profession.

1.3 Assignment of Personnel. Consultant shall assign only competent personnel to perform services pursuant to this Agreement. In the event that City, in its sole discretion, at any time during the term of this Agreement, desires the reassignment of any such persons, Consultant shall, immediately upon receiving notice from City of such desire of City, reassign such person or persons.

1.4 Time. Consultant shall devote such time to the performance of services pursuant to this Agreement as may be reasonably necessary to meet the standard of performance provided in Section 1.1 above and to satisfy Consultant’s obligations hereunder.

1.5 Public Works Requirement. Notice is hereby given that “work performed during the design and preconstruction phases of construction including, but not limited to, inspection and land Commented [SD1]: Creates an elevated and potentially
uninsurable standard of care.

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surveying work,” the services constitute a public works within the definition of Section 1720(a)(1) of the California Labor Code, requiring the payment of prevailing wages and the provisions set out in Exhibit B.

Section 2. COMPENSATION. City hereby agrees to pay Consultant a sum not to exceed FIFTYTHREE THOUSAND TWO HUNDRED SIXTY FOUR DOLLARS AND FIFTY Cents ($53,264.50), notwithstanding any contrary indications that may be contained in Consultant’s proposal, for services to be performed and reimbursable costs incurred under this Agreement. In the event of a conflict between this Agreement and Consultant’s proposal, attached as Exhibit A, regarding the amount of compensation, the Agreement shall prevail. City shall pay Consultant for services rendered pursuant to this Agreement at the time and in the manner set forth herein. The payments specified below shall be the only payments from City to Consultant for services rendered pursuant to this Agreement. Consultant shall submit all invoices to City in the manner specified herein. Except as specifically authorized by City, Consultant shall not bill City for duplicate services performed by more than one person.

Consultant and City acknowledge and agree that compensation paid by City to Consultant under this Agreement is based upon Consultant’s estimated costs of providing the services required hereunder, including salaries and benefits of employees and subcontractors of Consultant. Consequently, the parties further agree that compensation hereunder is intended to include the costs of contributions to any pensions and/or annuities to which Consultant and its employees, agents, and subcontractors may be eligible. City therefore has no responsibility for such contributions beyond compensation required under this Agreement.

2.1 Invoices. Consultant shall submit invoices, not more often than once a month during the term of this Agreement, based on the cost for services performed and reimbursable costs incurred prior to the invoice date. Invoices shall contain the following information:
 Serial identifications of progress bills; i.e., Progress Bill No. 1 for the first invoice, etc.;
 The beginning and ending dates of the billing period;  A Task Summary containing the original contract amount, the amount of prior billings, the total due this period, the balance available under the Agreement, and the percentage of completion;
 At City’s option, for each work item in each task, a copy of the applicable time entries or time sheets shall be submitted showing the name of the person doing the work, the hours spent by each person, a brief description of the work, and each reimbursable expense;
 The Consultant’s signature.

2.2 Monthly Payment. City shall make monthly payments, based on invoices received, for services satisfactorily performed, and for authorized reimbursable costs incurred. City shall have 30 days from the receipt of an invoice that complies with all of the requirements above to pay Consultant.

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2.3 Final Payment. City shall pay the last 10% of the total sum due pursuant to this Agreement within 60 days after completion of the services and submittal to City of a final invoice, if all services required have been satisfactorily performed.

2.4 Total Payment. City shall pay for the services to be rendered by Consultant pursuant to this Agreement. City shall not pay any additional sum for any expense or cost whatsoever incurred by Consultant in rendering services pursuant to this Agreement. City shall make no payment for any extra, further, or additional service pursuant to this Agreement, except as agreed to my mutual, written agreement of both the City and Consultant.

In no event shall Consultant submit any invoice for an amount in excess of the maximum amount of compensation provided above either for a task or for the entire Agreement, unless the Agreement is modified prior to the submission of such an invoice by a properly executed change order or amendment approved by the City Manager, which shall not exceed the maximum amount allowed by the Oakley Municipal Code.

2.5 Hourly Fees. Fees for work performed by Consultant shall not exceed the amounts shown on the Compensation Schedule attached hereto and incorporated herein as Exhibit A.

2.6 Reimbursable Expenses. Reimbursable expenses are specified in Exhibit A, and expenses not listed in Exhibit A are not chargeable to the City.

2.7 Payment of Taxes. Consultant is solely responsible for the payment of employment taxes incurred under this Agreement and any similar federal or state taxes.

2.8 Payment upon Termination. In the event that the City or Consultant terminates this Agreement pursuant to Section 8 of this Agreement, the City shall compensate the Consultant for all outstanding costs and reimbursable expenses incurred for work satisfactorily completed as of the date of written notice of termination. Consultant shall maintain adequate logs and timesheets in order to verify costs incurred to that date.

2.9 Authorization to Perform Services. The Consultant is not authorized to perform any services or incur any costs whatsoever under the terms of this Agreement until receipt of authorization from the Contract Administrator.

Section 3. FACILITIES AND EQUIPMENT. Except as set forth herein, Consultant shall, at its sole cost and expense, provide all facilities and equipment that may be necessary to perform the services required by this Agreement. City shall make available to Consultant only the facilities and equipment listed in this section, and only under the terms and conditions set forth herein.

City shall furnish physical facilities such as desks, filing cabinets, and conference space, as may be reasonably necessary for Consultant’s use while consulting with City employees and reviewing records and the information in possession of the City. The location, quantity, and time of furnishing those facilities shall be in the sole discretion of City. In no event shall City be obligated to furnish any facility that may involve Commented [SD2]: Added to reflect the real possibility of contract modification.

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incurring any direct expense, including but not limited to computer, long-distance telephone or other communication charges, vehicles, and reproduction facilities.

Section 4. INSURANCE REQUIREMENTS. Before beginning any work under this Agreement, Consultant, at its own cost and expense, shall procure the types and amounts of insurance listed below and in Exhibit C against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work hereunder by the Consultant and its agents, representatives, employees, and subcontractors. Consistent with the following provisions, Consultant shall provide proof satisfactory to City of such insurance that meets the requirements of this section and under forms of insurance satisfactory in all respects to the City, and that such insurance is in effect prior to commencing work under this Agreement.

Consultant shall maintain the insurance policies required by this section throughout the term of this Agreement. The cost of such insurance shall be included in the Consultant's bid. Consultant shall not allow any subcontractor to commence work on any subcontract until Consultant has obtained all insurance required herein for the subcontractor(s) and provided evidence thereof to City. Verification of the required insurance shall be submitted and made part of this Agreement prior to execution. Verification of the required insurance is attached hereto and incorporated herein as Exhibit D.

4.1 Variation. The City may approve a variation in the insurance requirements, upon a determination that the coverage, scope, limit, and form of such insurance is either not commercially available, or that the City’s interests are otherwise sufficiently protected.

4.2 Notice of Reduction in Coverage. In the event that any coverage required by this section is reduced, limited, or materially affected in any other manner, Consultant shall provide written notice to City at Consultant’s earliest possible opportunity and in no case later than five days after Consultant is notified of the change in coverage.

4.3 Remedies. In addition to any other remedies City may have if Consultant fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, City may, at its sole option, exercise any of the following remedies, which are alternatives to other remedies City may have and are not the exclusive remedy for Consultant’s breach:
 Order Consultant to stop work under this Agreement or withhold any payment that becomes due to Consultant hereunder, or both stop work and withhold any payment, until Consultant demonstrates compliance with the requirements hereof; and/or  Terminate this Agreement.

Section 5. INDEMNIFICATION AND CONSULTANT’S RESPONSIBILITIES. Consistent with California Civil Code 2782.8, Consultant shall to the fullest extent allowed by law, with respect to all Services performed in connection with this Agreement, defend with counsel acceptable to the City, and indemnify and hold the City and its officials, officers, and employees, agents, and volunteers harmless from and against any and all lossesliability for damages to the extent such damages that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant (“Claims”).Consultant will bear all loses, costs, damages, expense and liability of every kind, nature and description that arise out of, pertain to, or Formatted: Right: 0.08", Space Before: 4 pt
Commented [SD3]: Edited to be consistent with Cal Civil Code

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relate to such Claims, whether directly or indirectly (“Liability”). Such obligations to defend, hold harmless and indemnify the City shall not apply to the extent that such Liability is caused by the sole negligence, active negligence, or willful misconduct of the City or any third party.

With respect to third party claims against the Consultant, the Consultant waives any and all rights of any type of express or implied indemnity against the indemnitees.

However, notwithstanding the foregoing, in accordance with California Civil Code Section 1668, nothing in this Agreement shall be construed to exempt the City from its own fraud, willful injury to the person or property of another, or violation of law. In addition, and notwithstanding the foregoing, to the extent this Agreement is a “construction contract” as defined by California Civil Code section 2783, as may be amended from time to time, such duties of Consultant to indemnify shall not apply when to do so would be prohibited by California Civil Code Section 2782.

Section 6. STATUS OF CONSULTANT.

6.1 Independent Contractor. At all times during the term of this Agreement, Consultant shall be an independent contractor and shall not be an employee of City. City shall have the right to control Consultant only insofar as the results of Consultant's services rendered pursuant to this Agreement and assignment of personnel pursuant to Subparagraph 1.3; however, otherwise City shall not have the right to control the means by which Consultant accomplishes services rendered pursuant to this Agreement. Notwithstanding any other City, state, or federal policy, rule, regulation, law, or ordinance to the contrary, Consultant and any of its employees, agents, and subcontractors providing services under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any and all claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in the California Public Employees Retirement System (PERS) as an employee of City and entitlement to any contribution to be paid by City for employer contributions and/or employee contributions for PERS benefits.

6.2 Consultant, Not Agent. Except as City may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent.

Consultant shall have no authority, express or implied, pursuant to this Agreement to bind City to any obligation whatsoever.

Section 7. LEGAL REQUIREMENTS.

7.1 Governing Law. The laws of the State of California shall govern this Agreement.

7.2 Compliance with Applicable Laws. Consultant and any subcontractors shall comply with all laws applicable to the performance of the work hereunder, including but not limited to, the California Building Code, the Americans with Disabilities Act, and any copyright, patent or trademark law. Consultant’s failure to comply with any law(s) or regulation(s) applicable to the performance of the work hereunder shall constitute a breach of contract.

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7.3 Other Governmental Regulations. To the extent that this Agreement may be funded by fiscal assistance from another governmental entity, Consultant and any subcontractors shall comply with all applicable rules and regulations to which City is bound by the terms of such fiscal assistance program.

7.4 Licenses and Permits. Consultant represents and warrants to City that Consultant and its employees, agents, and any subcontractors have all licenses, permits, qualifications, and approvals of whatsoever nature that are legally required to practice their respective professions. Consultant represents and warrants to City that Consultant and its employees, agents, any subcontractors shall, at their sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals that are legally required to practice their respective professions. In addition to the foregoing, Consultant and any subcontractors shall obtain and maintain during the term of this Agreement valid business licenses from City.

7.5 Nondiscrimination and Equal Opportunity. Consultant shall not discriminate, on the basis of a person’s race, religion, color, national origin, age, physical or mental handicap or disability, medical condition, marital status, sex, or sexual orientation, against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Consultant under this Agreement.

Consultant shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, contracting, and the provision of any services that are the subject of this Agreement.

Consultant shall include the provisions of this Subsection in any subcontract approved by the Contract Administrator of this Agreement.

Section 8. TERMINATION AND MODIFICATION.

8.1 Termination. City may cancel this Agreement at any time and without cause upon 7 days written notification to Consultant.

Consultant may cancel this Agreement upon 30 days written notice to City and shall include in such notice the reasons for cancellation.

In the event of termination, Consultant shall be entitled to compensation for services performed to the effective date of termination; City, however, may condition payment of such compensation upon Consultant delivering to City any or all documents, photographs, computer software, video and audio tapes, and other materials provided to Consultant or prepared by or for Consultant or the City in connection with this Agreement.

8.2 Extension. City may, in its sole and exclusive discretion, extend the end date of this Agreement beyond that provided for in Subsection 1.1. This Agreement may be extended Commented [SD4]: We ask for reasonable notice ahead of
termination for convenience.

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at the option of the City. Should City decide to exercise its option to extend this Agreement, City shall provide written notice to Consultant at least sixty (60) days prior to the end date of this Agreement. Any such extension shall require a written amendment to this Agreement, as provided for herein. Consultant understands and agrees that, if City grants such an extension, City shall have no obligation to provide Consultant with compensation beyond the maximum amount provided for in this Agreement, unless City agrees to do so by written amendment to this Agreement. Similarly, Consultant understands and agrees that, City shall have no obligation to reimburse Consultant for any otherwise reimbursable expenses incurred during the extension period, unless City agrees to do so by written amendment to this Agreement.

8.3 Amendments. The parties may amend this Agreement only by a writing signed by all the parties.

8.4 Assignment and Subcontracting. City and Consultant recognize and agree that this Agreement contemplates personal performance by Consultant and is based upon a determination of Consultant’s unique personal competence, experience, and specialized personal knowledge. Moreover, a substantial inducement to City for entering into this Agreement was and is the professional reputation and competence of Consultant.

Consultant may not assign this Agreement or any interest therein without the prior written approval of the Contract Administrator. Consultant shall not subcontract any portion of the performance contemplated and provided for herein, other than to the subcontractors noted in the proposal, without prior written approval of the Contract Administrator.

8.5 Survival. All obligations arising prior to the termination of this Agreement and all provisions of this Agreement allocating liability between City and Consultant shall survive the termination of this Agreement.

8.6 Options upon Breach by Consultant. If Consultant materially breaches any of the terms of this Agreement, and after the City has given Consultant reasonable opportunity to correct the source of the breach, City’s remedies shall include, but not be limited to the following:

8.6.1 Immediately terminate the Agreement;

8.6.2 Retain the plans, specifications, drawings, reports, design documents, and any other work product prepared by Consultant pursuant to this Agreement;

8.6.3 Retain a different consultant to complete the work described in Exhibit A not finished by Consultant; or

8.6.4 Charge Consultant the difference between the cost to complete the work described in Exhibit A that is unfinished at the time of breach and the amount that City would have paid Consultant pursuant to Section 2 of this Agreement if Consultant had completed the work.

Commented [SD5]: We request the opportunity to correct any issues that would lead to termination for cause.

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City of Oakley and Mark Thomas & Company, Inc.–– Design Services for East Cypress Rd Alignment Project - CIP 301
Section 9. KEEPING AND STATUS OF RECORDS.

9.1 Records Created as Part of Consultant’s Performance. All reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that Consultant prepares or obtains pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of the City. Consultant hereby agrees to deliver those documents to the City upon termination of the Agreement. It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepared specifically for the City and are not necessarily suitable for any future or other use. City and Consultant agree that, until final approval by City, all data, plans, specifications, reports and other documents are confidential and will not be released to third parties without prior written consent of both parties.

9.2 Consultant’s Books and Records. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services or expenditures and disbursements charged to the City under this Agreement for a minimum of three (3) years, or for any longer period required by law, from the date of final payment to the Consultant to this Agreement.

9.3 Inspection and Audit of Records. Any records or documents that Section 9.2 of this Agreement requires Consultant to maintain shall be made available for inspection, audit, and/or copying at any time during regular business hours, upon oral or written request of the City. Under California Government Code Section 8546.7, if the amount of public funds expended under this Agreement exceeds TEN THOUSAND DOLLARS ($10,000.00), the Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of the City, for a period of three (3) years after final payment under the Agreement.

Section 10 MISCELLANEOUS PROVISIONS.

10.1 Attorneys’ Fees. If a party to this Agreement brings any action, including an action for declaratory relief, to enforce or interpret the provision of this Agreement, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which that party may be entitled. The court may set such fees in the same action or in a separate action brought for that purpose.

10.210.1 Venue. In the event that either party brings any action against the other under this Agreement, the parties agree that trial of such action shall be vested exclusively in the state courts of California in the County of Contra Costa or in the United States District Court for the Northern District of California.

10.310.2 Severability. If a court of competent jurisdiction finds or rules that any provision of this Agreement is invalid, void, or unenforceable, the provisions of this Agreement not so Commented [SD6]: We believe that prevailing party provisions result in additional incentive to litigate disputes and attorneys are the only winners with these provisions, which is why attorneys include them in agreements.

Secondly, these types of provisions are likely uninsurable.

EXHIBIT D
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City of Oakley and Mark Thomas & Company, Inc.–– Design Services for East Cypress Rd Alignment Project - CIP 301
adjudged shall remain in full force and effect. The invalidity in whole or in part of any provision of this Agreement shall not void or affect the validity of any other provision of this Agreement.

10.410.3 No Implied Waiver of Breach. The waiver of any breach of a specific provision of this Agreement does not constitute a waiver of any other breach of that term or any other term of this Agreement.

10.510.4 Successors and Assigns. The provisions of this Agreement shall inure to the benefit of and shall apply to and bind the successors and assigns of the parties.

10.610.5 Use of Recycled Products. Consultant shall prepare and submit all reports, written studies and other printed material on recycled paper to the extent it is available at equal or less cost than virgin paper.

10.710.6 Conflict of Interest. Consultant may serve other clients, but none whose activities within the corporate limits of City or whose business, regardless of location, would place Consultant in a “conflict of interest,” as that term is defined in the Political Reform Act, codified at California Government Code Section 81000 et seq.

Consultant shall not employ any City official in the work performed pursuant to this Agreement. No officer or employee of City shall have any financial interest in this Agreement that would violate California Government Code Sections 1090 et seq.

Consultant hereby warrants that it is not now, nor has it been in the previous twelve (12) months, an employee, agent, appointee, or official of the City. If Consultant was an employee, agent, appointee, or official of the City in the previous twelve months, Consultant warrants that it did not participate in any manner in the forming of this Agreement.

Consultant understands that, if this Agreement is made in violation of Government Code §1090 et.seq., the entire Agreement is void and Consultant will not be entitled to any compensation for services performed pursuant to this Agreement, including reimbursement of expenses, and Consultant will be required to reimburse the City for any sums paid to the Consultant. Consultant understands that, in addition to the foregoing, it may be subject to criminal prosecution for a violation of Government Code § 1090 and, if applicable, will be disqualified from holding public office in the State of California.

10.810.7 Solicitation. Consultant agrees not to solicit business at any meeting, focus group, or interview related to this Agreement, either orally or through any written materials.

10.910.8 Contract Administration. This Agreement shall be administered by Kevin Rohani, P.E., Public Works Director/City Engineer ("Contract Administrator"). All correspondence shall be directed to or through the Contract Administrator or his or her designee.

10.1010.9 Notices.

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City of Oakley and Mark Thomas & Company, Inc.–– Design Services for East Cypress Rd Alignment Project - CIP 301
Seal and Signature of Registered Professional with
report/design responsibility.

Any written notice to Consultant shall be sent to:

Mark Thomas & Company, Inc.

Attn: Sasha Dansky
2121 N. California Blvd. Suite 260
Walnut Creek, CA 94596
Any written notice to City shall be sent to:

City of Oakley
Attn: Kevin Rohani, Public Works Director/City Engineer 3231 Main Street
Oakley, CA 94561

10.1110.10 Professional Seal. Where applicable in the determination of the Contract Administrator, the first page of a technical report, first page of design specifications, and each page of construction drawings shall be stamped/sealed and signed by the licensed professional responsible for the report/design preparation. The stamp/seal shall be in block entitled “Seal and Signature of Registered Professional with report/design responsibility,” as in the following example.

10.1210.11 Integration. This Agreement, including the Scope of Work and Compensation Schedule, Provisions Required for Public Works Contracts, Insurance Requirements, and Verification of Required Insurance, attached hereto and incorporated herein as Exhibit A, B, C and D respectively, represents the entire and integrated agreement between City and Consultant and supersedes all prior negotiations, representations, or agreements, either written or oral.

Exhibit A Scope of Services and Compensation Schedule
Exhibit B Provisions Required for Public Works Contracts Exhibit C Insurance Requirements
Exhibit D Verification of Required Insurance

10.1310.12 Counterparts. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement.

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City of Oakley and Mark Thomas & Company, Inc.–– Design Services for East Cypress Rd Alignment Project - CIP 301

10.1410.13 Authorized Signature. Each person and party signing this Agreement warrants that he/she has the authority to execute this Agreement on behalf of the principal and that the party will be bound by such signature.

The parties have executed this Agreement as of the Effective Date.

CITY CONSULTANT
City of Oakley, a municipal corporation Mark Thomas & Company, Inc., a California Corporation
in the State of California
By: By:

Joshua McMurray, City Manager Signature
By:

Attest: Name, Title
Libby Vreonis, City Clerk
Approved as to Form:

Derek P. Cole, City Attorney

EXHIBIT D
181

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: March 26, 2024
TO: Joshua McMurray, City Manager
FROM: Derek Cole, City Attorney
SUBJECT: Resolution of the City Council of Oakley Terminating the Existence of a Local Emergency Related to the City’s Sustaining of a Cyberattack on February 22, 2024
Background and Analysis
The City sustained a ransomware cyberattack on February 22, 2024. The City Manager declared a local emergency due to the cyberattack on February 23, 2024.

The City Council ratified and extended the declaration of the local emergency during its meeting held February 27, 2024. The City Manager reported on the status of the local emergency during the City Council s regular meeting held March 12, 2024, indicating staff s recommendation is to terminate the local emergency. A resolution is brought forth for the Council s consideration on March 26, 2024 as formal action to terminate the local emergency.

Consistency with the Oakley Strategic Plan 27+
The proposed action is consistent with The City’s Sustainable Organization Goal.

Fiscal Impact
The fiscal impact associated with cyberattack was responsive to the event.

Staff Recommendation
The City Council is requested to adopt the Resolution of the City Council of Oakley Terminating the Existence of a Local Emergency Related to the City’s Sustaining of a Cyberattack on February 22, 2024.

Attachments

1. Proposed Resolution Terminating Local Emergency
Approved and
Forwarded to the
City Council
182
Resolution No. XX-24 Page 1 of 1
RESOLUTION NO. XX-24

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY TERMINATING

THE EXISTENCE OF A LOCAL EMERGENCY
WHEREAS, California Government Code section 8630 empowers the City Council to proclaim the existence or threatened existence of a local emergency when the City is affected or likely to be affected by a public calamity; and WHEREAS, on February 22, 2024, the City suffered a cyber-attack, which crippled access to its City servers, electronic data, and institutional technology resources; and WHEREAS, on February 23, 2024, the City Manager declared the existence of a local emergency due to the February 22, 2024 cyber-attack; and WHEREAS, the impacts concerning the cyber-attack continued to be experienced such that the City continued to sustain acts that may have created conditions of danger or extreme peril to the safety of persons or property within the limits of the City; and WHEREAS, the impacts associated with the cyber-attacks were likely to be beyond the control of the services, personnel, equipment, and facilities of the City; and WHEREAS, the declared local emergency was ratified by the Oakley City Council on February 27, 2024 by Resolution No. 24-24; and
WHEREAS, the aforementioned condition of danger or extreme peril has been abated and impacts associated with the cyber-attack are now within the control of the services, personnel, equipment and facilities of the City; and
NOW, THEREFORE, BE IT RESOLVED AND ORDERED, that the City Council of the City of Oakley does hereby terminate the existence of a local emergency.

PASSED AND ADOPTED by the City Council of the City of Oakley this 26th day of March, 2024 by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

APPROVED:

___________________
ATTEST: Anissa Williams, Mayor
_____________________ __________________
Libby Vreonis, City Clerk Date
183

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: March 26, 2024
TO: Joshua McMurray, City Manager
FROM: Danielle Navarro, Assistant City Manager
SUBJECT: Adopt a Resolution Authorizing the City Manager to Amend the Agreement with Townsend Public Affairs, Inc. to Include Legislative Advocacy Services
Background and Analysis
In September 2023, the City Council adopted a resolution authorizing the City Manager to enter into a contract with Townsend Public Affairs, Inc. for grant writing and submission services, grant administration, and post-grant services. Townsend Public Affairs, Inc has taken an active role in providing these services to the City for the contract term, which ends on August 31, 2024.

With Townsend’s assistance and Assemblymember Wilson’s advocacy, $2,000,000 was earmarked in the State budget for the City’s East Cypress Road Widening project.

Townsend also guided the City in securing $850,000 in federal funds put forward by Congressman DeSaulnier for the rehabilitation of Enrico Cinquini Park. In addition, Townsend assisted the City in securing $45,000 in Transportation Development Act funds from the Metropolitan Transportation Commission for the installation of a Pedestrian Crossing Light System on Live Oak Road and O’Hara Avenue at Delta De Anza Trail Crossing.

The City has several major unfunded or incompletely funded infrastructure projects, including a new library and community center, the future phases of the East Cypress Road Widening project, and the 55-acre regional park. Staff has been satisfied with the services provided by Townsend Public Affairs, Inc. to date and would like to amend the agreement by $7,500 (to a new not-to-exceed amount of $67,500) to add legislative advocacy services for assistance with statewide bond proposals, housing and land use issues, and transportation infrastructure funding measures to name a few.

Townsend Public Affairs, Inc.’s business model is a fixed monthly fee contract over one calendar year; there are no limits on the number of grants and other funding measures they will pursue, lobby, and help administer for the City. The amended scope of the services is included as an attachment to the contract included with this staff report.

Consistency with the Oakley Strategic Plan 27+
This item is consistent with following Oakley Strategic Plan 27+ goals: Community Health and Safety, Parks and Open Space, Finance and Fiscal Responsibility, and Sustainable Approved and
Forwarded to the
City Council
184

STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.CA.US Organization. Working with an experienced firm will continue to augment City staff’s ability to seek out and be more competitive for grant funding.

Fiscal Impact
The proposed amendment for $7,500 would increase the total not-to-exceed amount to $67,500 for the remainder of the agreement term (through August 31, 2024). The additional $7,500 is available in the General Fund contingency account approved in the FY 2023-2024 annual budget.

Staff Recommendation
Staff recommends the Council adopt the proposed resolution authorizing the City Manager to amend the agreement with Townsend Public Affairs, Inc. to Include legislative advocacy services and increase the agreement by $7,500 for a new total not-to-exceed amount of $67,500 for the remaining contract term.

Attachments

1. Proposed Resolution
Exhibit A – Townsend Public Affairs, Inc. Contract Amendment No. 1 185
Resolution No. XX-23 Page 1 of 1
RESOLUTION NO. XX-24

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

THE CITY MANAGER TO EXECUTE AN AMENDMENT TO THE AGREEMENT WITH TOWNSEND PUBLIC AFFAIRS, INC. TO INCLUDE LEGISLATIVE ADVOCACY

SERVICES
WHEREAS, the City desires to include legislative advocacy services to the existing agreement for grant services provided to the City by Townsend Public Affairs, Inc. to support City services; and
WHEREAS, the additional cost to include legislative advocacy services through the remaining term of the agreement ending August 31, 2024 is $7,500 for a new total notto-exceed amount of $67,500; and NOW, THEREFORE, BE IT RESOLVED AND ORDERED, that the City Council of the City of Oakley does hereby authorize the City Manager to execute an amendment to the Agreement with Townsend Public Affairs, Inc., attached as Exhibit A to the resolution for on-call grant writing and legislative advocacy services.

PASSED AND ADOPTED by the City Council of the City of Oakley this 26th day of March, 2024 by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

APPROVED:

_______________________
ATTEST: Anissa Williams, Mayor
______ _____
Libby Vreonis, City Clerk Date
186
AMENDMENT NO. 1 TO THE AGREEMENT BETWEEN THE
CITY OF OAKLEY AND TOWNSEND PUBLIC AFFAIRS, INC.

FOR CONSULTANT SERVICES ASSOCIATED WITH GRANT

WRITING AND LEGISLATIVE ADVOCACY
THIS AGREEMENT for consulting services is entered into by and between the City of Oakley, a municipal corporation in the State of California (hereinafter referred to as “City”) and Townsend Public Affairs, Inc. (hereinafter referred to as “Consultant”), collectively sometimes referred to hereinafter as the “Parties”, as of April 1, 2024 (the “Effective Date”).

RECITALS
A. On September 1, 2023, City and Consultant executed an Agreement for on-call consulting services related to grant writing services (hereinafter referred to as the “Agreement”); and,
B. City and Consultant now desire that the following additional amendment be made to the Consultant services: include legislative advocacy services and increase to the not-to-exceed contract amount from $60,000 to $67,500 for FY 2023/24 as described in the attached Scope of Services and Fees; and,
C. Except as provided herein, all other terms and provisions of the Agreement shall remain in full force and effect.

AGREEMENT
IN WITNESS WHEREOF, the City of Oakley, a municipal corporation in the State of California, has authorized the execution of this Amendment in duplicate by its City Manager, Approved to as Form by the City Attorney and attested by its City Clerk as of the 1st day of April 2024, and the parties have caused this Amendment to be executed in duplicate.

CITY CONSULTANT
City of Oakley, a municipal corporation Townsend Public Affairs, Inc., a State of California California corporation
By: ____________________________ By: _____________________________ Joshua McMurray, City Manager Christopher Townsend, President ATTEST: APPROVED AS TO FORM:
_______________________________ ________________________________ Libby Vreonis, City Clerk Derek P. Cole, City Attorney

EXHIBIT A
187
EXHIBIT A TO AMENDMENT NO. 1 TO THE AGREEMENT
BETWEEN THE CITY OF OAKLEY AND TOWNSEND PUBLIC AFFAIRS, INC.

FOR CONSULTANT SERVICES ASSOCIATED WITH GRANT WRITING

AND LEGISLATIVE ADVOCACY

SCOPE OF SERVICES AND COMPENSATION SCHEDULE
188
Legislative Advocacy and Grant Writing Services | City of Oakley Page 1 TPA will utilize the following strategic and comprehensive approach to provide state legislative advocacy services to the City:
 Conduct Detailed Orientation: TPA utilizes a comprehensive onboarding process that includes extensive meetings with various relevant members of City leadership and key City departments to help develop a strategic plan that is carefully tailored to satisfy the needs of the City and is designed for maximum success in the current political climate and funding environment.
 Develop Legislative Strategy: Utilizing the information gathered during the onboarding process, TPA will coordinate with the City to develop an official legislative platform and strategy that represents the City’s priorities in Sacramento. This blueprint will be shared with key stakeholders in the State Legislature and Governor’s Administration.  Implement the Legislative Strategy: TPA will advocate for the City’s legislative agenda utilizing the following methods:
o Build and Strengthen Relevant Relationships: TPA has cultivated a network of valuable relationships that will be leveraged to promote the City’s legislative agenda. o Leverage Relationships for Strategic Advocacy Plan: TPA will engage various techniques to leverage our network of key relationships on behalf of the City:
 Schedule meetings for the City to discuss relevant legislation  Prepare all briefing materials and talking points for the City  Brief legislative offices and stakeholders on the City’s legislative agenda  Follow-up on meetings to ensure commitments and deliverables are being met o Coordinate Advocacy Trips: TPA will work with the City to coordinate advocacy trips to Sacramento to meet with the City’s legislative delegation, as well as legislators that serve on committees relevant to the City’s agenda. Furthermore, whenever possible, TPA will also schedule site visits by legislators to the City. o Track Legislation: TPA will identify, analyze, and monitor all bill introductions and amendments relevant to the City’s legislative platform and assess their potential impact on the City.
o Craft Testimony and Position Letters: TPA will prepare and submit written and verbal testimony regarding legislation relevant to the City. TPA will also draft and deliver position letters to legislators and key officials on specific bill language. o Draft Bill Language: TPA will draft language and amendments for relevant legislation, as required to protect and promote the City’s agenda.
o State Budget Funding Opportunities: In an effort to maximize state funding, TPA will work with the City to identify projects and other funding priorities that may be suitable for funding through the State Budget. TPA will coordinate with the City to develop supporting materials for the budget request. TPA will also work with members of the City’s state legislative delegation, along with the Assembly and Senate Budget Committees, to gain support for the inclusion of the City’s project in the final State Budget approved by the Legislature.

SCOPE OF SERVICES
189

SCOPE OF SERVICES
Legislative Advocacy and Grant Writing Services | City of Oakley Page 2  Provide Progress Reports: TPA will confer regularly with the City on our activities. TPA will provide timely electronic reports on the status of all legislative activity, such as bill language, amendments, and committee analyses. In addition to written reports, TPA will be available to the City for conference calls, in-person briefings, and meetings.  Prepare and File Lobbying Disclosure Reports: TPA will prepare and file, on behalf of the City, all applicable state lobbying disclosure reports.

TPA will utilize the following strategic and comprehensive approach to provide grant writing services to the City:
 Craft Strategic Funding Plan: Utilizing the information gathered during the onboarding process, TPA will coordinate with the City to develop a proactive and comprehensive strategic funding plan that serves the needs of the City’s priorities. The plan will do more than simply identify City projects; it will outline and prioritize multiple funding options for each project and develop a specific plan of work tailored for each project. It will also identify key “strings attached” to help assess the cost/benefit ratio for each grant opportunity.  Identify, Research, and Monitor Grant Funding Opportunities: TPA will utilize list-serve subscription programs, funding workshops, agency canvassing, and other networking tactics to ensure every potential opportunity is identified and reviewed for relevance with the City’s projects. TPA will then share these opportunities with the City for further assessment and determination if a grant application is warranted. The City will also receive a grant matrix of funding programs that is updated regularly as new opportunities arise.  Community Outreach: TPA will assist the City with community outreach required for grant applications by ensuring the City is aware of specific requirements, helping develop materials that capture all elements required by the grant, and compiling the outreach data for inclusion in the application.
 Grant Application Development and Submittal: TPA will develop, draft, submit, and follow up on each City grant application through the following process:
o Establishment of Clear Accountabilities: TPA will coordinate with the City to ensure the assignment of responsibilities and tasks are made clear so that confusion and inefficiency are avoided, and the City is burdened as little as possible while TPA pursues a grant opportunity.
o Provide Overview of Full Application Requirements: For each grant application, TPA will provide the City with a detailed overview of the requirements for the grant program and corresponding application to ensure that the program is a strong fit for the City’s project. This will include:
 Application timeline
 Eligible project types
 Funding availability and award maximums and minimums
 List of application components, including proposal questions and any required attachments
190

SCOPE OF SERVICES
Legislative Advocacy and Grant Writing Services | City of Oakley Page 3 o Assemble Project Background and Details: TPA will conduct a detailed informational interview with City staff most involved with each project in order to gain a full understanding of the project background and scope details necessary for developing the grant proposal and addressing all application questions. o Coordinate Technical Project Details: For technical application components such as site plans, detailed cost estimates, project timelines, engineering plans, and costbenefit analyses, TPA will coordinate with City staff to compile all necessary attachments and ensure consistency across all elements of the application. o Draft Written Proposal: TPA will fully draft all narrative components of the application and, when applicable, will indicate where additional input or project detail from the City could be provided during the proposal review process.
o Incorporate Feedback to Finalize Proposal: Well ahead of the application deadline, TPA will provide the City with a full draft for review and feedback. TPA will incorporate any additional details or revisions provided during this process to finalize the grant application and will obtain City approval for the final version of the application prior to submission.
o Submit Completed Application: TPA will ensure that applications are submitted prior to the deadline, whether the submission is electronic or through hard copies, in accordance with submission instructions for each individual program. For hard copy submissions, TPA will print and package applications according to submission instructions and will ship applications through a reliable carrier service such as FedEx in order to provide the City with tracking and delivery confirmation for the application.

TPA will also obtain a receipt for proof of submission and provide the City with a final copy of all submitted application documents.
o Funding Advocacy: Throughout the grant application process TPA will leverage relationships with relevant officials and program officers in various state and federal funding agencies to ensure that City grant applications are aligned with the goals of the specific grant program and that the applications are well-crafted and wellpositioned for funding.  Post-Grant Submittal Advocacy: TPA will frequently contact legislators and agency officials to follow up on the status of a grant application and promote its need and urgency. This will include drafting letters of support after grant submissions and distributing them to legislators for their consideration. In addition, TPA will work with legislators to reach out to individual granting agencies to provide background on City’s projects and convey their support for those projects.
 Post-Award Grant Administration and Compliance: TPA will also assist, as needed, with post-award administration and compliance for all grant applications submitted by TPA on behalf of the City. This assistance will include interacting with granting agencies on behalf of the City, providing support for the drafting and submission of required reports and evaluations, and other tasks related to the successful monitoring of and compliance with the program requirements.
191

SCOPE OF SERVICES
Legislative Advocacy and Grant Writing Services | City of Oakley Page 4  Post-Award Services—Above and Beyond Advocacy: TPA has a track record of success with post-award grant administration and retention. TPA has worked on behalf of clients who, due to unforeseen circumstances, have needed to request an extension of the grant performance period to accomplish project deliverables. TPA is prepared to engage in the legislative process and work with legislators to get bills passed that would allow for the City to retain its grant funding after the performance period would have otherwise ended. Additionally, TPA is prepared to work directly with the City and agencies to secure scope of work changes to already awarded projects to ensure the City will not have to return any hard-won grant funding.
 Comprehensive Follow-Up on Unsuccessful Applications: Despite all best efforts, some grant applications are not selected for funding. In those instances where grant applications are unsuccessful, TPA will work with the relevant state and federal funding agencies to set up in-person or telephone debriefing sessions to discuss the grant applications and how to best revise the grant applications for the next funding round to ensure success.  Provide Monthly Progress Reports: TPA will confer regularly with the City on our activities.

TPA will provide timely electronic monthly reports on the status of all funding activity, such as current funding opportunities, current applications, submitted applications, and post-grant submittal advocacy. In addition to written reports, TPA will be available to the City for conference calls, in-person briefings, and meetings.
192
Legislative Advocacy and Grant Writing Services | City of Oakley Page 5 ALL-INCLUSIVE RETAINER:

DESCRIPTION OF SERVICES MONTHLY FEE
State Legislative Advocacy and Grant Writing Services $6,500* State Legislative Advocacy
 Conduct Detailed Orientation Included
 Develop Legislative Strategy Included
 Implement the Legislative Strategy Included
 Build and Strengthen Relevant Relationships Included
 Leverage Relationships for Strategic Advocacy Plan Included  Coordinate Advocacy Trips Included
 Track Legislation Included
 Craft Testimony and Position Letters Included
 Draft Bill Language Included
 State Budget Funding Opportunities Included
 Provide Progress Reports Included
 Prepare and File Lobbying Disclosure Reports Included Grant Writing
 Craft Strategic Funding Plan Included
 Identify, Research, and Monitor Grant Funding Opportunities Included  Grant Application Development and Submittal Included
 Establishment of Clear Accountabilities Included
 Provide Overview of Full Applications Requirements Included  Assemble Project Background and Details Included
 Coordinate Technical Project Details Included
 Draft Written Proposal Included
 Incorporate Feedback to Finalize Proposal Included
 Submit Completed Application Included
 Funding Advocacy Included
 Post-Grant Submittal Advocacy Included
 Post-Award Grant Administration and Compliance Included  Post-Award Services—Above and Beyond Advocacy Included  Comprehensive Follow-Up on Unsuccessful Applications Included *The monthly fee includes all reasonable business and travel expenses.

FEE SCHEDULE
193

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: March 26, 2024
TO: City Council
FROM: Joshua McMurray, City Manager
SUBJECT: Strategic Plan 27+ Update
Background and Analysis
Since its incorporation, the City of Oakley has developed and operated under the direction of a Strategic Plan. A Strategic Plan guides governing bodies in making complex decisions, such as resource allocation, and sets the organization’s priorities and a path forward. It does this through a clear and compelling mission and vision and thoughtful, community-oriented values, goals, and objectives. Strategic Plans are a best practice in municipal organizations as they allow leadership to take a step back from day-to-day challenges and look at the big picture.

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

With the plan encompassing a five-year period, some of the objectives have been completed while others are in various stages of work and there are some that we have not started to work on. The Council received updates in November 2022 and May 2023 on the Strategic Plan.

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

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

Attachments

1. Strategic Plan Update Spreadsheet

2. Strategic Plan 27+
Approved and
Forwarded to the
City Council
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 23-24
A1 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Strategically plan and pursue commerce
that meets the new service demands of
local residents and attracts customers as a
destination (e.g., grocery store, retail,
entertainment, and light industrial near
Amazon and on west end).

CDD
ED
Efforts continue to move forward with a strong
focus on nurturing the small business community
and fostering an ecosystem that supports growth
including: Mercantile building projects, Delta
Pointe Plaza in the Downtown, Bridgehead
Industrial Project; and the new the Logistics
Center.

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

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

CDD
ED
This is a continuous endeavor. With our 2023
Economic Development Work Plan, we refined our
strategy to draw businesses that expand our
revenue sources beyond property tax,
incorporating sales and business taxes, while also
generating job opportunities for our community
through collaborations with local agencies and
partnerships.

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

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

CDD
ED
This is a continuous endeavor. Our 2023
Economic Development Work Plan outlines
streamlined, actionable strategies to attract
businesses, specifically focusing on expanding
outreach by emphasizing the development of
marina and recreational sectors.

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

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

A5 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Provide affordable housing sites that meet
our legislated Regional Housing Needs
Allocation (RHNA).

CDD The City is planning to pursue a Rezone rather
than an overlay to accommodate RHNA; however,
the latest information is that HCD may be open to
overlays on commercial sites. Staff will seek
expertise to assist in how to proceed and
complete the rezone prior to January 31, 2026.

Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A6 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

CDD The City Council decided at its January 23, 2024
meeting that the current Downtown Specific Plan
does not need to be updated at this time.

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

Encourage quality, sustainable growth--
housing with business and requisite road
infrastructure and sidewalks to support
pedestrian and bicyclist movement
CDD
PW
The City Council decided at its January 23, 2024
meeting that the current Downtown Specific Plan
does not need to be updated at this time.

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

Leverage the train platform that will offer
better access for Downtown programming
ED
CDD
PW
City infrastructure for the train platform will be
complete in Fall 2024. Construction of the train
platform should be complete by Fall 2025 to
attract and promote downtown development.

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

Create better streetscapes that can
promote traffic calming
PW The construction of recent Downtown
Infrastructure Improvements have enhanced the
Downtown complementing the Downtown Specific
Plan
A10 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

Consider funding elements of the Downtown
Specific Plan with American Rescue Plan
Act (ARPA) monies
CDD
ED
Staff presented the DSP to the City Council in
January 2024. There was no consensus to
proactively open the DSP at this time.

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

Revitalize and draw people downtown to
live, work, and play
CDD
ED
Staff presented the DSP to the City Council in
January 2024. There was no consensus to
proactively open the DSP at this time. Staff will
still continue to implement the spirit of the sub
objective.

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

Revitalize and draw people downtown to
live, work, and play
Develop an expanded
downtown with additional
buildings and mixed use.

CDD Staff presented the DSP to the City Council in
January 2024. There was no consensus to
proactively open the DSP at this time. In the spirit
of the sub objective, Planning is processing Delta
Pointe, a commercial/residential mixed use project
in the Core Area of the DSP.
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Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A13 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

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

ED
CDD
PW
Staff presented the DSP to the City Council in
January 2024. There was no consensus to
proactively open the DSP at this time.

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

Revitalize and draw people downtown to
live, work, and play
Develop or sell City-owned
properties based on community
benefit.

CMO Staff presented the DSP to the City Council in
January 2024. There was no consensus to
proactively open the DSP at this time. City has
transferred ownership of a commercially zoned
downtown property to a private developer currently
in the design phase of the building project (Delta
Pointe) aiming to maximize the community
benefits.

A15 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

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

CMO
PW
FIN
CDD
PD
REC
Staff presented the DSP to the City Council in
January 2024. There was no consensus to
proactively open the DSP at this time. City
Council held a separate work session on potential
library options and in February 2024 established a
City Council library project subcommittee. Staff
continues to work toward solutions for a new City
library. DSP may be updated at that time. PD
staffed the new Special Services Team (SST) in
July 2023. SST is focusing on quality of life issues
in the downtown area.

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

Revitalize and draw people downtown to
live, work, and play
Research rezoning of River
Oaks Crossing
CDD This site is not in the DSP and now has an official application for the Bridgehead Industrial Project,
which includes a Rezone to P-1 District.) Staff
presented the DSP to the City Council in January
2024. There was no consensus to pro-actively
open the DSP at this time. Staff will monitor
projects and propose amendments as applicable,
such as for a future library, or until the City
Council directs Staff otherwise.
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Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A17 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Develop a vital Shoreline Plan to attract
both people and commerce to our
waterfront.

CDD
ED
The master planning of the Oakley Regional Park
is complete. Staff will pursue grant opportunities to
implement the Master Plan in future years.

A18 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Develop a vital Shoreline Plan to attract
both people and commerce to our
waterfront.

Expand marina zoning: restaurants,
recreational access, fishing tournaments, 55-
acre park
CDD
ED
Complete
A19 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Develop a vital Shoreline Plan to attract
both people and commerce to our
waterfront.

Determine viable economic uses of the
Oakley shoreline and visit other cities to see
how they attracted visitors as a destination
(e.g., new Science Center)
CDD
ED
Economic Development partners with fishing
tournament organizations to attract visitors.

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

ED
CDD
PW
Planning is complete. The infrastructure projects
are estimated to be complete by 2027.

A21 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

CDD Staff continues to facilitate monthly meetings
where the Planning Commission reviews projects
and receives informational updates from City Staff
and Outside Agencies
A22 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

Update zoning to promote single and
multi-family housing, mixed use, light
industry, and commercial opportunities
and remaining residential opportunities.

Ensure that zoning considers potential
conflicts with adjacent properties that are
not compatible.

CDD The City continues to adapt to changing State
housing laws and has a certified Housing Element
in place.

A23 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

Enforce codes consistently in all districts
to create consistent standard to code
enforcement by using a combination of
reactive and proactive code enforcement
CDD Ongoing
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Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A24 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

Enforce codes consistently in all districts
to create consistent standard to code
enforcement by using a combination of
reactive and proactive code enforcement
Maintain code enforcement
officers and provide proper
training
CDD Currently staffed with (1) Code Enforcement
Officer, and (2) Code Enforcement Technicians.

Staff attends CACEO training as needed,
A25 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

Encourage objective decision-making
versus subjective decision-making for
application approvals to meet Oakley’s
vision and economic goals by focusing on
formal plan and study outcomes
CDD Staff continues to rely on the General Plan and
Zoning Ordinance to ensure uniformity,
consistency and equity when making decisions.

A26 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

Require developer fees for proper
infrastructure (e.g., roads and parks) to
support development and growth.

CDD
PW
Staff continues to assess the appropriate 'Impact
Fees' based on the Development's Use, Size and
Impact. Impact Fees are paid with the Permit
Fees, prior to Permit Issuance.

A27 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

Communicate and build consensus through
the results of the special studies that are
commissioned to provide for the feasibility of
projects and engage the public at the
beginning of all projects to ensure project
delivery is not stunted or stopped without
defining success from all stakeholders.

CDD
PW
Oakley is currently using more tools such as
Engage Oakley to receive public input on special
projects, which is then forwarded to the City
Council for consideration during work sessions.

A28 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Enhance Environmental Stewardship ED
CDD
PW
The City evaluates opportunities for additional
environmental enhancement projects.

A29 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Enhance Environmental Stewardship Collaborate with the water and sewer special districts to maximize the
distribution and use of recycled water
CDD
PW
Staff continues to stay engaged with ISD and
DWD to review projects and to encourage the
districts to install recycled water infrastructure.

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

CDD
PW
City Hall Solar Roof project is complete. Staff
explores green energy grant opportunities.
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Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A31 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Enhance Environmental Stewardship Explore and report on green energy opportunities.

Solar at City facilities PW City Hall Solar Roof project is complete.

A32 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Enhance Environmental Stewardship Explore and report on green energy opportunities.

Expansion of City's EV
Charging Program
PW The City has constructed and instilled EV charging
stations at the Civic Center and at the new
downtown parking lots.

A33 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Enhance Environmental Stewardship Remove the allowance for non-drought tolerant landscaping.

CDD Completed in September 2022
A34 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Enhance Environmental Stewardship Ensure new residential construction meets adopted standards for energy efficiency,
including solar and power storage.

CDD Staff continues to perform comprehensive plan
reviews for all Residential and Commercial
Projects, which includes reviews for compliance
with the currently adopted California Energy and
Green Building Codes.

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

CDD
PW
The Climate Action Plan will begin in spring 2024
and is expected to be adopted by 2025.

A36 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Complete a comprehensive update of the
City’s Zoning Code.

CDD Target completion date by end of 2025
A37 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Complete a comprehensive update of the
City’s Zoning Code.

Ensure consistency with current and future
vision for Oakley and the recently updated
Oakley General Plan.

CDD Target completion date by end of 2025
A38 Community and
Economic
Development Goal
BusinessFriendlyResearch other “like cities” to develop a Strategic Business Outreach Plan.

ED With the introduction on our new ED Work Plan,
we've streamlined growth strategies and
conducted research on like cities to identify
success practices and taylor our approach.
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Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A39 Community and
Economic
Development Goal
BusinessFriendlyResearch other “like cities” to develop a Strategic Business Outreach Plan.

Conduct a Stimulate Oakley Business
analysis for Oakley and compare to
adjacent cities for differentiators and
opportunities.

ED With the introduction on our new ED Work Plan,
we've streamlined growth strategies and
conducted research on like cities to identify
success practices and taylor our approach.

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

Develop a Business Vision for Oakley that
will attract and retain high-quality, diverse
commerce through incentives for
businesses including small businesses.

ED With the introduction on our new ED Work Plan,
we've streamlined growth strategies and
conducted research on like cities to identify
success practices and taylor our approach.

A41 Community and
Economic
Development Goal
BusinessFriendlyResearch other “like cities” to develop a Strategic Business Outreach Plan.

Develop a Property Utilization Plan on Cityowned properties to maximize the City’s potential return on investment
ED Ongoing
A42 Community and
Economic
Development Goal
BusinessFriendlyBolster and support existing businesses through the use of financial and funding
incentives such as business low-interest
loans, grant funding, ARPA funding, and
promote “buy local” incentives.

ED This is an ongoing effort. In 2023, launched Small
Business Recovery Grant Program and Retail and
Light Industrial Improvement Grant Program.

A43 Community and
Economic
Development Goal
BusinessFriendlyShowcase businesses through active
engagement and outreach (e.g., social
media, storefronts images, local business
newsletter with coupon book included)
ED
REC
Ongoing
A44 Community and
Economic
Development Goal
BusinessFriendlyContinue to streamline business license fee/permits
FIN
PW
CDD
Ongoing effort that will be optimized with the new
Tyler Munis Platform, with a expected completion
of Summer 2025.

A45 Community and
Economic
Development Goal
BusinessFriendlyBeautify Oakley’s streetscapes, parks, and business facades to attract and retain
businesses and their customers
PW Complete
A46 Community and
Economic
Development Goal
Local
Employment
Capitalize on Logistics Center and
strategize with developers and surrounding
property owners to create job opportunities.

CDD
ED
Bridgehead Industrial Project was submitted in
late 2023 and is currently being processed by the
Planning Division.
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Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A47 Community and
Economic
Development Goal
Local
Employment
Create employer-employee partnerships to
reduce State’s regulations on vehicle miles
traveled (VMT) and complement our
existing housing (Logistics Center
development).

CDD
ED
Ongoing
B1 Community Health
and Safety
Safe Streets Create an Emergency Disaster & Response
Plan including resiliency resources.

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

Develop a Communication Plan for
emergency responders, Public Works, the
public, and other key stakeholders.

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

Provide and reinforce public and staff
training through regular community
meetings.

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

Ensure resiliency to power outages
(traffic controls, cellular and broadband
backup, generators).

PW The installation of emergency generators at City
Hall and Recreation center has been completed.

B5 Community Health
and Safety
Safe Streets Create an Emergency Disaster & Response
Plan including resiliency resources.

Implement training, communicate broadly,
and seek grants for implementation
CMO Ongoing
B6 Community Health
and Safety
Safe Streets Create an Emergency Disaster & Response
Plan including resiliency resources.

Modernize the Oakley Emergency
Operations Center (EOC).

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

PD
PW
CMO
PD has been more visible in this area creating
safer and more manageable traffic flows. Areaspecific updates are included with the subobjectives below.
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Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
B8 Community Health
and Safety
Safe Streets Address streets and main arteries
vulnerable to fire, flood, and traffic hazards
with improving infrastructure and evacuation
plans to provide for safe passage for people
including emergency responders.

East Cypress Corridor Specific Plan Area PW East Cypress Road corridor infrastructure improvement projects are currently underway and
anticipated to be completed by 2027 in response
to the emergency access and health and safety of
the public in far East Oakley.

B9 Community Health
and Safety
Safe Streets Address streets and main arteries
vulnerable to fire, flood, and traffic hazards
with improving infrastructure and evacuation
plans to provide for safe passage for people
including emergency responders.

Main Street – improve areas to their full
right-of-way
PW Complete
B10 Community Health
and Safety
Safe Streets Address streets and main arteries
vulnerable to fire, flood, and traffic hazards
with improving infrastructure and evacuation
plans to provide for safe passage for people
including emergency responders.

Complete Laurel Road, including
widening to its full width, and the
extension and over-crossing over the
railroad track to Sellers Avenue
PW Ongoing
B11 Community Health
and Safety
Safe Streets Explore improving lighting for safety PW We make improvements where we can, based on projects and community need.

B12 Community Health
and Safety
Safe Streets Align police resources with City’s growth. PD PD staffing is currently sitting at 40 sworn people.

Traffic/Investigation Units are full and we started
the SST.

B13 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Develop and implement a staffing plan to scale police personnel to City’s growing
safety needs.

PD
HR
PD staffing is currently sitting at 40 sworn people.

The "overhiring" of officers is still permissible and
we are seeking qualified candidates.
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Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
B14 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Streamline and civilianize where appropriate (i.e., admin, budget/finance,
records, property, fleet management, etc.).

PD
HR
We now have a full time "Fleet PSA" who tends to
all matters regarding fleet maintenance. We have
a patrol PSA who takes low level cold reports and
we are in the process of hiring a second patrol
PSA.

B15 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Improve and invest in technology. PD We have signed off on an extended 5 year contract with Flock Safety for ALPR services. The
ALPR cameras are an effective force multiplier.

B16 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Improve and invest in technology. Map accident scenes to open roads quicker
PD The LEICA continues to be used as a force
multiplier and it is now linked with our drones. We
trained an additional 8 officers on its use.

B17 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Improve and invest in technology. Research red light cameras to supplement sworn enforcement
officers.

PD Ongoing
B18 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Improve and invest in technology. Create a larger “cyber shield” over the City via a robust
camera program
PD Ongoing
B19 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Establish strong neighborhood watch programs, including National Night
Out, and maintain close communication
between the neighborhoods, the City
Council, Oakley Police, and City Hall
PD We continue to offer advice on neighborhood
watch programs and we continue to expand our
social interactions with the community.

B20 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Collaborate with neighboring agencies to maximize efficiencies with shared
resources (e.g., equipment).

PD OPD continues to share traffic enforcement/
VSET/SWAT resources with/from other agencies.

B21 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Expand the Citizen Emergency Response Training (CERT) program.

PD Timing on starting up the CERT Program is still
not known.
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Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
B22 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Dedicate traffic enforcement team to improve traffic safety
PD The Traffic Unit now has three officers and a
dedicated sergeant.

B23 Community Health
and Safety
Safe Streets Prioritize road improvements and provide
robust enforcement to manage traffic, given
accidents are the #1 safety challenge.

PD The Traffic Unit now has three officers and a
dedicated sergeant. The Traffic Unit participates in
a traffic enforcement task force and they develop
areas of interest for directed enforcement based
on the needs of the City.

B24 Community Health
and Safety
Safe Streets Prioritize road improvements and provide
robust enforcement to manage traffic, given
accidents are the #1 safety challenge.

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

PD
PW
This is always monitored and has already been
implemented at some intersections.

B25 Community Health
and Safety
Safe Streets Prioritize road improvements and provide
robust enforcement to manage traffic, given
accidents are the #1 safety challenge.

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

PD
PW
Ongoing
B26 Community Health
and Safety
Safe Streets Promote Safe Pedestrian and Bike Routes. PD The Traffic Sergeant has applied for an Office of Traffic Safety (OTS) grant. These grants include
programs directed at bike/pedestrian safety.

B27 Community Health
and Safety
Safe Streets Promote Safe Pedestrian and Bike Routes. Collaborate with School Districts to apply for State and Federal grants to create safer and
more accessible connectivity
PD The PD remains in constant contact with school
administrators. Transit safety is discussed.

B28 Community Health
and Safety
Safe Streets Promote Safe Pedestrian and Bike Routes. Improve trail connectivity to provide pedestrians and cyclists safe passage.

PW This is an ongoing effort as new projects get
implemented.

B29 Community Health
and Safety
Safe and
Healthy
Neighborhoods
Rejuvenate our downtown and residential
and business developments to discourage
blight through beautification and
development of standards for commercial
code enforcement
CDD
ED
The downtown public infrastructure has been
rejuvenated all downtown infrastructure will be
completed by summer 2024.

B30 Community Health
and Safety
Safe and
Healthy
Neighborhoods
Promote community service opportunities to
build the community and beautify Oakley
ALL Ongoing
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In Progress/In Process/Ongoing
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B31 Community Health
and Safety
Safe and
Healthy
Neighborhoods
Implement Phase 2 of the Recreation
Center
FIN
PW
REC
Staff will work with our grant writers to seek grant
funding opportunities for this project.

B32 Community Health
and Safety
Safe and
Healthy
Neighborhoods
Connect and promote the County and
Non-Governmental Organizations (NGOs)
resources available to assist our vulnerable
populations (e.g., unhoused persons,
people seeking mental health assistance,
Veterans services).

CDD
REC
PD
CMO
PD SST has been instrumental in getting
unhoused persons off of the streets of Oakley and
into environments more conducive to their needs.

B33 Community Health
and Safety
Safe and
Healthy
Neighborhoods
Connect and promote the County and
Non-Governmental Organizations (NGOs)
resources available to assist our vulnerable
populations (e.g., unhoused persons,
people seeking mental health assistance,
Veterans services).

Educate and promote use of 211 for
essential community services.

REC
CMO
Ongoing
B34 Community Health
and Safety
Safe and
Healthy
Neighborhoods
Connect and promote the County and
Non-Governmental Organizations (NGOs)
resources available to assist our vulnerable
populations (e.g., unhoused persons,
people seeking mental health assistance,
Veterans services).

Initiate and partner with other agencies to
create regional support to provide services
to help unhoused persons
CMO Contra Costa county rolled out A3 Crisis
Response, and initiative that provides timely and
appropriate mental and behavioral health crisis
services to anyone, anywhere, at anytime in the
county.

C1 Parks and Open
Space
Parks and
Public Areas
Upgrade and develop parks and open
space for diverse interests and expanded
underserved areas to reinvigorate “play” in
Oakley.

PW
CDD
REC
The City maintains 40 (and growing) public parks
at the highest standards.

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

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

PW
CDD
REC
The site of the prospective park is owned by
private owners and any changes will be contingent
upon their development plans.
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In Progress/In Process/Ongoing
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C3 Parks and Open
Space
Parks and
Public Areas
Upgrade and develop parks and open
space for diverse interests and expanded
underserved areas to reinvigorate “play” in
Oakley.

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

PW
CMO
FIN
The Master Planning process is underway and will
be completed by summer 2024
C4 Parks and Open
Space
Parks and
Public Areas
Upgrade and develop parks and open
space for diverse interests and expanded
underserved areas to reinvigorate “play” in
Oakley.

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

Envision Oakley as the front
door of the Delta and one of
California's natural wonders.

ALL Marketing efforts are ongoing
C5 Parks and Open
Space
Parks and
Public Areas
Upgrade and develop parks and open
space for diverse interests and expanded
underserved areas to reinvigorate “play” in
Oakley.

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

Include trail and waterway
access to attract outdoor
sporting such as hiking,
kayaking, boating, and
recreational and sports fishing
that would serve as an amenity
to draw homeowners and
sporting events alike.

PW The Master Planning of the Oakley Regional Park
is complete and staff is pursuing grant
opportunities to implement the Master Plan.

C6 Parks and Open
Space
Parks and
Public Areas
Upgrade and develop parks and open
space for diverse interests and expanded
underserved areas to reinvigorate “play” in
Oakley.

Create and maintain sporting fields (bocce,
baseball/softball, soccer, equestrian arena)
and provide shade, bathrooms, and lighting
services.

PW Complete
C7 Parks and Open
Space
Programs and
Recreation
Upgrade parks and open space to be
accessible and attract the many interests of
our diverse residents and visitors and
provide access for all.

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

Celebrate and promote our local history
through educational and enrichment
opportunities and consider work with
historical society
REC
ED
Ongoing
C9 Parks and Open
Space
Programs and
Recreation
Upgrade parks and open space to be
accessible and attract the many interests of
our diverse residents and visitors and
provide access for all.

Complete Phase 2 of Oakley’s Recreation
Center to encourage indoor sports, Camp
Room, and Teen Room for classes
FIN
PW
REC
Dependent on funding being secured
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C10 Parks and Open
Space
Programs and
Recreation
Upgrade parks and open space to be
accessible and attract the many interests of
our diverse residents and visitors and
provide access for all.

Continue to offer special events and
streamline the process for community
groups to host events that create a sense of
Oakley community and showcase the
importance of families, youth, seniors, and
Veterans
REC
PW
CDD
Ongoing
C11 Parks and Open
Space
Programs and
Recreation
Upgrade parks and open space to be
accessible and attract the many interests of
our diverse residents and visitors and
provide access for all.

Promote Oakley’s events and recreation
and differentiate our offerings from adjacent
cities
REC Ongoing
D1 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.

ALL Ongoing
D2 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.

Encourage community neighborhood
involvement, such as cleanup walks, that
reinforce healthy lifestyles and shared goals
with Oakley Police, Council, and City Hall.

PD + Others The City recently partnered with the Rotary Club of Oakley, the Oakley Union Elementary School
District and the County Office of Education to
install several Free Little Libraries around the City.

We also partnered with the Rotary Club of Oakley
and the Oakley Union Elementary School to host a
Girls Empowerment Day for Delta Vista and
O"Hara park students.

D3 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.

Create interactive face-to-face dialog as a
supplement to one-sided social media
communication where full participation
cannot be facilitated due to Brown Act
limitations.

CMO CM's Office to institute a Neighborhood
Committee in 2024 to help with various issues in
the City.

D4 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.

Create interactive face-to-face dialog as a
supplement to one-sided social media
communication where full participation
cannot be facilitated due to Brown Act
limitations.

Promote City
Council/Community meetings
through social media to inform
about agendas where public
can participate in person.

CMO The PIO posts all City Council & Planning
Commission agendas on the City's social media
and includes notices in the Oakley Outreach
newsletter.
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D5 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.

Celebrate Oakley in demonstrating and
communicating our achievements in
accomplishing SP27+, community events,
and activities that unite us (e.g., Heart of
Oakley, Harvest Festival, Christmas Tree
Lighting, Summerfest Celebration, etc.).

ALL Ongoing
D6 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.

Actively uphold Oakley’s Governance
Guidelines & Protocols Policy to encourage
productive partnerships, positive
communication, and achievement of shortand long-term goals.

ALL Ongoing; the City Council held a governance
workshop in February 2024
D7 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Increase Oakley’s communication through
outward-facing media, social media
platforms, and website.

REC
CMO
Recreation staff and the PIO regularly post on the
Recreation and City's social media, update the
City's website, and utilize Constant Contact
campaigns and the Oakley Outreach e-news to
provide information to the community.

D8 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Increase Oakley’s communication through
outward-facing media, social media
platforms, and website.

Promote City Council agendas and
decisions via social media with updates on
economic activity, business growth, and
community events
CMO Ongoing; the PIO includes a City Council debrief
in each Oakley Outreach e-newsletter, and
promotes business workshops and community
events on the City's website and social media.

D9 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Increase Oakley’s communication through
outward-facing media, social media
platforms, and website.

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

CMO
ALL
Ongoing; the City published a 2023 annual report
in January 2024
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D10 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Increase Oakley’s communication through
outward-facing media, social media
platforms, and website.

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

REC
CMO
The release of the website RFP was postponed
with the August 2023 reorganization of the City's
departments and subsequent hiring of a new IT
Manager in the first quarter of calendar year 2024;
the website RFP will be released by Summer 2024
D11 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Communicate and uphold the City’s
information systems to reinforce
transparency and access to build trust.

CC
FIN
CMO
ALL
Ongoing
D12 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Consider creating new partnerships that will
involve community participation (e.g., Park
and Arts Commission).

CMO CM's Office to institute a Neighborhood
Committee in 2024 to help with various issues in
the City.

D13 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
CMO Efforts to stay in touch and communicate with the
Agencies and Districts we do business with are
ongoing. The PIO established a weekly email
request that includes the school, water, and
sanitary districts for community information to
include in the Oakley Outreach e-newsletters.

D14 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
Diablo Water District CMO Efforts to stay in touch and communicate with the Agencies and Districts we do business with are
ongoing. The PIO established a weekly email
request that includes the school, water, and
sanitary districts for community information to
include in the Oakley Outreach e-newsletters.

D15 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
Diablo Water District Develop collaborative
efficiencies to serve our shared
constituents
CMO Efforts to stay in touch and communicate with the
Agencies and Districts we do business with are
ongoing. The PIO established a weekly email
request that includes the school, water, and
sanitary districts for community information to
include in the Oakley Outreach e-newsletters.
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In Progress/In Process/Ongoing
Future/Not Yet Begun
D16 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
Ironhouse Sanitary District CMO Efforts to stay in touch and communicate with the Agencies and Districts we do business with are
ongoing. The PIO established a weekly email
request that includes the school, water, and
sanitary districts for community information to
include in the Oakley Outreach e-newsletters.

D17 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
Ironhouse Sanitary District Consider opportunities for water reuse (e.g., recycled and
industrial water).

CMO Staff continues to stay engaged with ISD to review
projects and to encourage the district to install
recycled water infrastructure.

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

D19 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
CONFIRE CMO Efforts to stay in touch and communicate with the Agencies and Districts we do business with are
ongoing.

D20 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
School District CMO Efforts to stay in touch and communicate with the Agencies and Districts we do business with are
ongoing. The PIO established a weekly email
request that includes the school, water, and
sanitary districts for community information to
include in the Oakley Outreach e-newsletters.
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D21 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
School District Explore joint-use opportunities
to optimally partner with
elementary and high school
(e.g., satellite classrooms and
recreation, library).

CMO Staff is currently working with the OUESD to
develop a new joint use facility agreement.

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

D23 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
County/Region/State CMO The CM meets monthly with the General Manager's of the water and sewer districts as well
as quarterly with the other 3 Delta-centered cities
and the County. The City has maintained
communication with the CCCFPD.

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

CMO
PD
The Police Chief and Assistant City Manager
attend monthly Multi-Agency Coordination
Meetings facilitated by the County Office of
Emergency Services for all cities, special districts,
and other agencies within the County as well as
the quarterly City Emergency Management
meetings.
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In Progress/In Process/Ongoing
Future/Not Yet Begun
D25 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
County/Region/State Discuss Regional Park
interests.

CMO The PIO includes periodic updates from the
EBRPD and activities at Big Break Reegional
Shoreline on social media and in the Oakley
Outreach e-news.

D26 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
County/Region/State Invite key electeds, Board
representatives, and others to
speak at Council meetings for
outside updates and
perspective.

CC The City Council gets regular updates from
executives who represent the various special
districts and agencies in which we work and
partner with.

D27 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
NGOs CMO The City awarded ARPA grants to local non-profits benefitting the Oakley community in 2022 and
received written and oral reports from those nonprofits throughout the fiscal year.

D28 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
NGOs Partner with Rotary, Friends of
Oakley, Kiwanis, Oakley Delta
Lions Club, Oakley Seniors
Club, Veterans of Oakley,
Masonic Lodge and Concordant
Bodies, Friends of the Oakley
Library
CMO Staff released a request for proposals earlier this year for the alcohol services at specific City
events as a fundraising opportunity for local
nonprofits.

D29 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
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In Progress/In Process/Ongoing
Future/Not Yet Begun
D30 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
NGOs Consider expanding outreach to
NGOs beyond our region
CMO Task not started yet
E1 Finance and Fiscal
Responsibility
N/A Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.

FIN This is an ongoing effort. Staff presented the Midyear budget at the first meeting in Feburary and will continue to provide updates as needed.

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

Provide training related to community
facility districts to educate the public
regarding the various types of
assessments, which are not all taxes
FIN
PW
Annual formal reports regarding the Community
Facilities Districts are prepared and provided to
the Council and public.

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

Educate Executive Leadership and Council
on annual budget through communication,
reporting, and training to create better
partnership on fiscal strategies.

FIN Budget has been at the forefront for staff this year.

We started in early December reviewing mid-year
and we have held a Budget Kickoff Training with
the leadership team as well as other staff who are
key in the budget process. Forms have been
created to better track the needs of each
department and guidelines and budget templates
will be used to help each department through the
process.

E4 Finance and Fiscal
Responsibility
N/A Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.

Educate the community on large, planned
revenue expenditures and how surplus
monies will be invested or retained for longterm “rainy day” funds (budget process).

FIN The Leadership team is currently going through an
exercise to help determine the risks and needs of
the City when it comes to reserves. This exercise
will help us to explain why our rainy day funds are
necessary.

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

Partner with Special Districts and
agencies to realize economies of scale
and efficiencies.

PW Engineering Team works with neighboring
agencies to take advantage of bidding
opportunities on similar public projects.
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E6 Finance and Fiscal
Responsibility
N/A Determine how the City will leverage its
strong financial position with development
revenues and ARPA Covid Relief money
($10M).

FIN ARPA has been 100% allocated. A large amount
of the funding will fund technology upgrades,
small business grants and facade improvements
as well as funds allocated to the library project.

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

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

FIN
CMO
This was completed last fiscal year
E8 Finance and Fiscal
Responsibility
N/A Determine how the City will leverage its
strong financial position with development
revenues and ARPA Covid Relief money
($10M).

Implement technology upgrades to
improve transparency and public access to
City documents and remote transactions.

FIN We are on track to go live on our new EERP
software in July of 2024 for Financials and
January of 2025 for HR/Payroll. The new
functionality of the software will help us to improve
transparency and public access.

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

Make the most needed improvements
to streets, utilizing development’s
improvements, funds from the sale of
property, and other financing sources to
make improvements to the East Cypress
traffic flow situation, etc.

CMO East Cypress Road corridor infrastructure
improvement projects are currently underway and
anticipated to be completed by 2027 in response
to the emergency access and health and safety of
the public in far East Oakley.

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

Complete a feasibility study pertaining
to broadband services and free Wi-Fi
throughout the City
ED Ongoing
E11 Finance and Fiscal
Responsibility
N/A Determine how the City will leverage its
strong financial position with development
revenues and ARPA Covid Relief money
($10M).

Provide one free session of City-run
summer camp to Oakley residents.

REC We will be able to offer a week of free camp in this summer to several residents and it will complete
the amount allocated from ARPA to the
Recreation Division.
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Complete
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E12 Finance and Fiscal
Responsibility
N/A Develop a sustainable financial plan that will
identify opportunities for less dependency
on property taxes while maintaining the
quality of life that residents and businesses
expect.

CDD
ED
The City recently adopted a new Economic
Development Workplan, and Staff is in the
process of implementing it. In addition to that, the
City's ongoing attraction efforts continue to pay off
as we have several exciting commercial and
industrial projects (Safeway and Bridgehead
Industrial) that have positive potential sales tax
implications.

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

Attract more businesses (commercial and
industrial) to increase Oakley’s per-capita
Sales and Use Tax revenues.

ED This is a continuous endeavor - with our 2023
Economic Development Work Plan, refined our
strategy to draw businesses that expand our
revenue sources beyond property tax,
incorporating sales and business taxes, while also
generating job opportunities for our community
through collaborations with local agencies and
partnerships.

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

Seek to supplement existing funding
sources with State and Federal grants for
special projects
CMO
ALL
The City utilizes a contract grant writer and
lobbyist.

E15 Finance and Fiscal
Responsibility
N/A Develop a sustainable financial plan that will
identify opportunities for less dependency
on property taxes while maintaining the
quality of life that residents and businesses
expect.

Consider the implementation of
an EIFD (enhanced infrastructure
financing district) to make infrastructure
improvements that will attract businesses
and generate revenue
FIN
CMO
The City is still exploring options.

E16 Finance and Fiscal
Responsibility
N/A Align infrastructure spending and long-term
growth so we can plan beyond two years to
improve streets and parks and provide for
long-term maintenance
PW Ongoing
E17 Finance and Fiscal
Responsibility
N/A Align infrastructure spending and long-term
growth so we can plan beyond two years to
improve streets and parks and provide for
long-term maintenance
Create an internal services fund for
facilities maintenance and improvements.

FIN This is still in process and will likely not happen until July of 2025.
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Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
E18 Finance and Fiscal
Responsibility
N/A Align infrastructure spending and long-term
growth so we can plan beyond two years to
improve streets and parks and provide for
long-term maintenance
Establish a minimum baseline for General
Fund contributions for street maintenance
and improvements and include a growth
factor in the recurring operating transfers
budget each year.

FIN This baseline was assigned in Fiscal year 2023
and we will continue to utilize this in future years.

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

FIN
ALL
See responses to subobjectives below.

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

Service for public-business license
applications/other applications
FIN This will be part of our new software and is
anticipated to be available by the end of fiscal
year 2025.

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

Financial modeling and finance/budget
balancing
FIN This will be made possible when we go live on our
new financial software this coming year.

E22 Finance and Fiscal
Responsibility
N/A Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:

Public safety and roads PD
PW
PD is using cameras to monitor high risk
intersections more than before.

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

Customer-Friendly access to the City’s
financial reporting information and to
allow easier transactions without the need
for customers to come to City Hall
FIN
ALL
This will be made possible when we go live on our
new financial software this coming year.

E24 Finance and Fiscal
Responsibility
N/A Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:

Infrastructure and asset management PW
FIN
This will be made possible when we go live on our
new financial software this coming year.

E25 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
FIN Complete
E26 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Continue to receive third party
professional acknowledgment of our City’s
financial practices:

FIN Ongoing
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Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
E27 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Continue to receive third party
professional acknowledgment of our City’s
financial practices:

Continue to present, apply for,
and receive the Government
Finance Officers’ Association
Award on the City’s Annual
Comprehensive Financial
Report
FIN The City recieved the GFOA ACFR Award in FY
2021/2022 and has submitted the application for
FY 2022/2023 and are awaiting the results.

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

Continue to apply for and
receive the California Society of
Municipal Financial Officers’
Operating Budget Excellence
Award.

FIN The City of Oakely recevied the CSMFO Budget
Award for FY 2023/2024 Budget and staff will
submit an application for the 2024/2025 Budget
when it is completed.

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

FIN Staff will continue to review these annually and
suggest changes when they are needed.

E30 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Consider how to include performance audits
in the City’s budget to provide accountability
for performance and compliance
FIN Staff continues to refine the performance
mearsures in the annual budget.

E31 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Maintain 10-year budget forecast to be
updated with each annual budget
FIN Staff continues to look to the future with every
financial obligation that is considered. The 10
year plan is reviewed anytime an ongoing cost is
recommended to ensure our future remains
fiscally sound. The 10 year plan is presented each
year to the City Council with the annual budget.

E32 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Establish a 30% General Fund Reserve
Policy to protect the City’s operations
from a sudden drop in property tax and
development-related revenues
FIN Complete
E33 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Establish a formal policy for the restrictions
on and allowed uses of funds in the 30%
General Fund Reserve Policy
FIN Ongoing
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Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
E34 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Consider separating out the Capital
Improvement Project (CIP) budget from
the general operational budget.

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

Itemize individual project line
items for Council consideration
in addition to aggregated
projects.

FIN Complete
E36 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Align Strategic Plan Goals and Objectives
into the annual budget document, including
performance measures
FIN Complete
F1 Sustainable
Organization
N/A Create a Recruitment and Retention Plan
that will hire and retain staff to serve
Oakley’s growing demands and sustain the
level of service our residents and
businesses expect.

HR We are constantly looking to improve on our
process.

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

Create a competitive compensation
package that is sustainable to attract and
retain our greatest assets – our people.

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

Provide appropriate training and
professional development to keep up with
regulatory requirements and skill sets to
maintain the City
ALL PD has increased its frequency of training (84
sessions in 2023). Other staff continues to attend
and host appropriate training.

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

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

HR
PD
Considerations are being made to create a police
recruit position.
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Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
F5 Sustainable
Organization
N/A Create a Recruitment and Retention Plan
that will hire and retain staff to serve
Oakley’s growing demands and sustain the
level of service our residents and
businesses expect.

Address staffing limitations by hiring,
contracting, or prioritizing programs,
projects, and initiatives to scale
appropriately.

ALL We continue to look at the needs of the
community and the services we need to deliver
on. Staffing and scaling appropriately is all tied to
our budget and available resources.

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

Base the City’s performance on execution of
SP27+ and other major initiatives.

ALL Ongoing
F7 Sustainable
Organization
N/A Create a Recruitment and Retention Plan
that will hire and retain staff to serve
Oakley’s growing demands and sustain the
level of service our residents and
businesses expect.

Encourage employee wellness by creating a
safe and healthy work environment, an
Employee Assistance Program (EAP),
regular employee appreciation events and
team building, and the employee wellness
program.

HR Staff continues to seek out wellness events for the
team and encourages participation. The HR team
along with our Events Committee continues to
look for ways to team build and provide
appreciation events to show staff they are valued
and important to the success of the City.

F8 Sustainable
Organization
N/A Create a Recruitment and Retention Plan
that will hire and retain staff to serve
Oakley’s growing demands and sustain the
level of service our residents and
businesses expect.

Rebuild and re-energize staff by surveying
all employees to understand what would
make Oakley a great place to work (e.g.,
work life balance, work from home
schedule).

HR This is an ongoing effort to continuely look for
ways to keep staff morale high. The Assistant City
Manager restarted the Communications
Committee, which provides feedback from all
departments on employee's interests in training,
City information, and activities.

F9 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.

ALL We continue to look at the needs of the
community and the services we need to deliver
on. Staffing and scaling appropriately is all tied to
our budget and available resources.
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Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
F10 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.

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

FIN
PW
PD
Ongoing
F11 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.

Upgrade IT services to include new
computer systems and more efficient
IT response to computer and technical
issues to ensure projects can be
delivered efficiently
CMO The City's IT MSP implemented a helpdesk
ticketing system in the first quarter of the fiscal
year to better manage help requests from staff.

The City hired a new in-house IT Manager in
February 2024, who, with the Assistant City
Manager, will create an Information Technology
Plan.

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