AGENDA
REGULAR JOINT MEETING OF THE OAKLEY CITY COUNCIL/OAKLEY CITY COUNCIL
ACTING AS THE SUCCESSOR AGENCY TO THE OAKLEY REDEVELOPMENT
AGENCY/OAKLEY PUBLIC FINANCING AUTHORITY
Tuesday, October 8, 2024
6:30 PM
Oakley City Council Chambers located at 3231 Main Street, Oakley, California 94561.
Unless stated otherwise on the agenda, every item on the agenda is exempt from CEQA Guidelines Sections 15060(c), 15061(b)(3), 15273, 15378, 15301, 15323 and/or Public Resources Code Section 21065.
MISSION STATEMENT: The City of Oakley will create a resilient future that fosters and attracts a vibrant and evolving community that welcomes and values all people.
VISION STATEMENT: The City of Oakley celebrates our unique Delta lifestyle and small-town feel where we Live in a safe, dynamic community, Work together to build the future, and Play in our own backyard.
Agendas are posted in Oakley at Oakley City Hall-3231 Main Street, outside the gym at Delta Vista Middle School-4901 Frank Hengel Way and outside the Library at Freedom High School-1050 Neroly Road. Agendas are also posted on the City's Internet Website www.ci.oakley.ca.us.
A complete packet of information containing staff reports and exhibits related to each item is available for public review prior to an Oakley City Council and/or City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority meeting at Oakley City Hall, 3231 Main Street, Oakley, CA 94561. Any writings or documents provided to a majority of the Oakley City Council, Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency or Oakley Public Financing Authority regarding any item on this agenda will be made available for public inspection, during regular business hours, at the front counter in the Main Lobby of the Oakley City Hall located at 3231 Main Street, Oakley, CA 94561. Agendas may be picked up at the Oakley City Hall located at 3231 Main Street, Oakley, CA 94561 for no charge. To request information regarding placement on the City's agenda e-mail distribution list, please contact us at (925) 625-7000.
The City of Oakley provides social media options to stay connected to City Hall through Facebook, Twitter, Next Door and Instagram. Other opportunities to connect with City Hall include Envision Oakley, Oakley OnDemand on the City's website, and by emailing [email protected].
If you require special accommodation, please call the City Clerk's office at (925) 625-7000 before the meeting or contact City staff at the meeting. 1 1. OPENING MATTERS
1.1 Call to Order and Roll Call of the Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority
1.2 Pledge of Allegiance to the Flag (Alyssa F., Raine C., and Jillian D., Oakley 4- H Club)
1.3 Oakley Library and Community Center Fundraising, Contra Costa County Supervisor Diane Burgis, and Friends of the Oakley Library President, Lorena Campos, and Treasurer, Liz Fuller.
2. PUBLIC COMMENTS
3. COUNCILMEMBER COMMENTS
4. CONSENT CALENDAR
Please keep cell phones/electronic devices turned off during the meeting. Please be advised that City Council meetings are video recorded and attendees may appear on video.
Information Regarding Public Comment
Members of the public may address the Council on items of interest that are within the City's jurisdiction. In compliance with State law, the council may not take action or have discussion on any item that is not specifically listed on the agenda. Public comment on items not listed on the agenda will be heard under the Public Comments section of the agenda. Public comments on items listed on the agenda will be heard as the Mayor calls the items. In compliance with State law, the Council may not take action on an item that is not specifically listed on the agenda. If you would like to speak on any agenda item, please fill out a public speaker card available in the lobby and submit it to the City Clerk seated in the Council Chamber prior to the agenda item being called. The Mayor will call you by name to the podium to hear your comment. PUBLIC COMMENTS ARE LIMITED TO THREE (3) MINUTES. Online public comments are accepted until 5 p.m. the day of the meeting and can be submitted at https://www.ci.oakley.ca.us/online-public-comment-card/.
Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority
At this time, the public is permitted to address the Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority on non-agendized items.
Consent Calendar items are typically non-controversial in nature and are considered for approval by the Oakley City Council/ Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority with one single action. Members of the audience, Staff or the Oakley City Council/ Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority who would like an item removed from the Consent Calendar for purposes of public input may request the Mayor remove the item. The public may request to remove an item(s) to provide input by completing a public speaker card and submitting it to the City Clerk prior to the item(s) being called by the Mayor. 2 4.1 Approve Minutes from the Regular Joint City Council/City Council Acting as the Successor Agency to the Redevelopment Agency and Special Public Financing Authority Meeting held September 24, 2024 (Libby Vreonis, City Clerk)
4.2 Adopt a Resolution of the City Council of the City of Oakley Approving the Fifth Amendment to the Joint Exercise of Powers Agreement ("JEPA") for the East Contra Costa Regional Fee and Financing Authority ("ECCRFA") and Authorizing the City Manager or Designee to Sign it; and Approving and Adopting the ECCRFA Program Update Report (Kevin Rohani, P.E., Public Works Director/City Engineer)
4.3 Adopt a Resolution Authorizing the City Manager to Execute an Agreement with Canon Solutions for the Lease and Maintenance of Five New Multifunction Printers (Rob Barker, IT Manager)
4.4 Adopt a Resolution Amending the City's Proclamation Policy to Add the following Proclamations to the Approved Proclamation List (Kim Snodgrass, Deputy City Clerk)
1. Recognition of the Delta Association of REALTORS ®
2. Code Enforcement Officer Appreciation Week
3. Internal Department Recognitions
4.5 Adopt a Resolution Accepting a Grant Deed Conveying to the City of Oakley Certain Real Property Interests (Portions of 041-021-025-6, located on Neroly Road) (Derek Cole, City Attorney)
5. PRESENTATIONS
5.1 Presentation by Oakley 4-H Club (Club Leader, Heather Dutra)
5.2 Presentation of Proclamations
1) Community Planning Month (Ken Strelo, Community Development Director)
2) Code Enforcement Officer Appreciation Week (Conrad Fromme, Chief Minutes 09-24-24
Staff Report
1. Resolution
2. ECCRFFA Program Update Report
Staff Report
1. Proposed Resolution
Staff Report
1. Proposed Resolution
2. Sample Proclamations
Staff Report
1. Proposed Resolution Accepting Real Property
2. Draft Grant Deed
3 Building Official)
6. PUBLIC HEARINGS
7. REGULAR CALENDAR
7.1 Strategic Plan 27+ Update (Joshua McMurray, City Manager)
8. REPORTS
8.1 CITY MANAGER
(a) City Manager
(b) Business License Update
8.2 OAKLEY CITY COUNCIL/OAKLEY CITY COUNCIL ACTING AS THE
SUCCESSOR AGENCY TO THE OAKLEY REDEVELOPMENT AGENCY
(a) Reports from Council Liaisons to Regional Committees, Commissions and Boards AND Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency
(b) Requests for Future Agendas
9. WORK SESSIONS
10. CLOSED SESSION
10.1 CONFERENCE WITH REAL PROPERTY NEGOTIATORS Pursuant to Government Code Section 54956.8
Property: Neroly Road, Oakley, CA, APN 041-022-002
Agency Negotiator: Joshua McMurray, City Manager
Negotiating Party: Diane E. Schatz
Under Negotiation: Price and term of payment
11. ADJOURN
1. Community Planning Month Proclamation
2. Code Enforcement Officer Appreciation Week Proclamation Staff Report
1. Strategic Plan Dashboard
2. Strategic Plan 27+
(b) September 2024 New Business Licenses
4 Minutes of the Regular Joint Meeting of the Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency and Special Meeting of the Oakley Public Financing Authority held
September 24, 2024
1) OPENING MATTERS
1.1 Call to Order and Roll Call of the Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority
Mayor Anissa Williams called the meeting to order at 6:30 p.m. in the Oakley City Council Chambers located at 3231 Main Street, Oakley, California. Vice Mayor Shannon Shaw and Councilmembers Dr. George Fuller, Hugh Henderson and Aaron Meadows were also present.
1.2 Pledge of Allegiance to the Flag
Councilmember Aaron Meadows led the Pledge of Allegiance to the Flag. 2) PUBLIC COMMENTS
None.
3) COUNCILMEMBER COMMENTS
Vice Mayor Shaw and Dr. Fuller provided comments.
4) CONSENT CALENDAR
4.1 Approve Minutes from the Regular Joint City Council/City Council Acting as the Successor Agency to the Redevelopment Agency/Public Financing Authority Meeting held September 10, 2024 (Libby Vreonis, City Clerk)
4.2 Report Out of Closed Session Memo (Derek Cole, City Attorney)
4.3 Adopt a Resolution Authorizing the City Manager to Execute an Agreement for Tree Pruning and Removal Services with West Coast Arborists, Inc. for the City of Oakley for Fiscal Years 2024/25 and 2025/26 (Kevin Rohani, P.E., Public Works Director/City Engineer)
5 4.4 Annexation No. 40 (Rosewood Estates SD 8787) to the City of Oakley Community Facilities District No. 2015-2 (Parks, Streetlight, Landscape and Stormwater Services) (Kevin Rohani, P.E., Public Works Director/City Engineer)
4.5 Adopt a Resolution Updating Job Classifications and Related Disclosure Categories as set forth in Chapter 9 of Title 2 of the Oakley Municipal Code Regarding the Conflict of Interest Code (Libby Vreonis, City Clerk) Dr. Fuller requested items 4.1, 4.3 and 4.4 be pulled.
It was moved by Vice Mayor Shaw and seconded by Councilmember Henderson to approve the remainder of the Consent Calendar. Motion was unanimous and so ordered. (5-0) Item 4.1
Dr. Fuller indicated the minutes are incomplete and he will vote ‘no’.
It was moved by Councilmember Meadows and seconded by Vice Mayor Shaw to approve the minutes as submitted. AYES: Henderson, Meadows, Shaw, Williams. NOES: Fuller. (4-1) Item 4.3
Dr. Fuller inquired if a “meet and confer” was conducted with City employees about the agreement. Mr. McMurray responded. Dr. Fuller indicated that he will vote ‘no’.
It was moved by Councilmember Meadows and seconded by Vice Mayor Shaw to adopt the resolution. AYES: Henderson, Meadows, Shaw, Williams. NOES: Fuller. (4-1) Item 4.4
Dr. Fuller inquired about the location. Mr. McMurray responded.
It was moved by Dr. Fuller and seconded by Councilmember Meadows to adopt the resolution.
Motion was unanimous and so ordered. (5-0)
5) PUBLIC HEARINGS
None.
6) REGULAR CALENDAR
None.
7) REPORTS
7.1 CITY MANAGER
(a) City Manager
City Manager Joshua McMurray thanked staff for their work on the Heart of Oakley Festival. 6 (b) Report from The Oaks Apartments
The report for The Oaks Apartments was included in the agenda packet. Oke Johnson, Executive Vice President of WinnResidential, was present for questions.
Vice Mayor Shaw, Dr. Fuller, and Mayor Williams asked questions. Mr. Johnson responded. (c) E. Cypress Road Widening (Jersey Island Road to Bethel Island Road) (CIP No. 247) Update
Note: Item 7.1(d) was heard prior to item 7.1(c).
Engineering Manager Billilee Saengchalern provided an update and PowerPoint presentation.
Dr. Fuller asked questions. Ms. Saengchalern responded.
Councilmember Meadows, Vice Mayor Shaw and Mayor Williams provided comments. (d) Laurel Road Widening (O'Hara Avenue to Cloverbrook Avenue) Project (CIP No. 280) Update
Public Works Director/City Engineer Kevin Rohani provided an update.
7.2 OAKLEY CITY COUNCIL/OAKLEY CITY COUNCIL ACTING AS THE SUCCESSOR
AGENCY TO THE OAKLEY REDEVELOPMENT AGENCY
(a) Reports from Council Liaisons to Regional Committees, Commissions and Boards AND Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency
Reports were provided by Councilmember Meadows, Vice Mayor Shaw, Dr. Fuller, Councilmember Henderson and Mayor Williams.
(b) Requests for Future Agendas
None.
8) WORK SESSION
None.
9) CLOSED SESSIONS
None.
10) ADJOURN
There being no further business, the meeting was adjourned at 7:25 p.m.
Respectfully Submitted,
Libby Vreonis
City Clerk
7 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: October 8, 2024
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director/City Engineer SUBJECT: Adopt a Resolution of the City Council of the City of Oakley Approving the Fifth Amendment to the Joint Exercise of Powers Agreement ("JEPA") for the East Contra Costa Regional Fee and Financing Authority ("ECCRFFA") and Authorizing the City Manager to Sign it; and Approving and Adopting the ECCRFFA Program Update Report
Background and Analysis
In 1994, Contra Costa County and the cities of Antioch, Brentwood and Pittsburg entered into an agreement for the formation of the ECCRFFA as a joint power’s agency.
Subsequently, various amendments added Oakley as an ECCRFFA member and amended the fee and list of regional transportation projects.
The purpose of ECCRFFA is to identify, prioritize, and fund regional transportation projects and establish a uniform regional development fee for project funding. In addition, ECCRFFA sets funding goals and project implementation schedules through its strategic planning process. To date, ECCRFFA has been successful in jointly funding construction of State Route 4 (previously State Route 4 Bypass) through Oakley, Antioch and Brentwood from State Route 160 to old State Route 4 along Marsh Creek Road and Vasco Road, including the more recent interchange improvements at Sand Creek Road and Balfour Road, as well as the Mokelumne Bicycle/Pedestrian Overcrossing.
ECCRFFA has updated its project list over the years and the most recent update on the transportation project list was in 2021. ECCRFFA’s fees were last adopted in 2005 and are subject to automatic annual adjustments. The proposed action will leave ECCRFFA fees unchanged but will update the fee program to add 18 new projects that will be eligible for ECCRFFA funding.
Oakley Public Works staff have been working with ECCRFFA regarding the City of Oakley transportation priorities and many discussions have been held to garner support for Oakley projects, which has resulted in the creation of the updated ECCRFFA project list.
With a number of these projects completed, ECCRFFA member agencies now desire to include the City of Oakley’s East Cypress Road Widening (Jersey Island Road to Bethel Island Road) Project to the list of ECCRFFA fee funded transportation projects.
The inclusion of the East Cypress Road Widening (Jersey Island Road to Bethel Island Road) Project will address a major health and safety issue for residents of the far east Approved and
Forwarded to the
City Council
8 STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US County, who use East Cypress Road to access their properties; in addition, it will widen this roadway to City standards.
The City will continue to collect ECCRFFA fees from new development and forward the fees to ECCRFFA. The ECCRFFA Board will be responsible for prioritizing projects and allocating fees to fund projects in accordance with the ECCRFFA joint exercise of powers agreement and the strategic plan adopted by the Board.
Consistency with the Oakley Strategic Plan 27+
This item is consistent with the Strategic Plan 27+ Community Health and Safety, and Finance and Fiscal Responsibility goals.
Fiscal Impact
The East Cypress Road Widening (Jersey Island Road to Bethel Island Road) Project is one of the projects that will be added to the ECCRFFA fee program making it eligible for ECCRFFA funding. This action has no fiscal impact to the City.
Staff Recommendation
Staff recommends that the City Council adopt the Resolution of the City Council of the City of Oakley Approving the Fifth Amendment to the Joint Exercise of Powers Agreement ("JEPA") for the East Contra Costa Regional Fee and Financing Authority ("ECCRFFA") and Authorizing the City Manager or Designee to Sign it; and approving and adopting the ECCRFFA Program Update Report.
Attachments
1. Resolution
2. ECCRFFA Program Update Report
9 RESOLUTION NO._________
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY
APPROVING AND AUTHORIZING THE CITY MANAGER TO EXECUTE THE
FIFTH AMENDMENT TO THE JOINT EXERCISE OF POWERS AGREEMENT
FOR THE EAST CONTRA COSTA REGIONAL FEE AND FINANCING
AUTHORITY (“ECCRFFA”); AND APPROVING AND ADOPTING THE 2024
ECCRFFA PROGRAM UPDATE REPORT
WHEREAS, effective August 9, 1994 the Cities of Antioch, Brentwood and Pittsburg, together with Contra Costa County, entered into an Agreement pursuant to California Government Code Section 6500, et seq., entitled "East Contra Costa Regional Fee and Financing Authority Joint Exercise of Power Agreement" ("Agreement"), which provided for the creation of a separate Joint Powers Agency ("ECCRFFA"), to assist in the establishment of a Uniform Regional Development Fee Program and the funding and implementation of regional transportation improvement projects in East Contra Costa County;
WHEREAS, with the incorporation of the City of Oakley, effective July 1, 1999, the Parties amended the Agreement to add Oakley as an additional member of ECCRFFA, pursuant to Sections 3C and 16 of the Agreement, effective October 4, 1999;
WHEREAS, Regional Transportation Development Impact Mitigation Fees (“RTDIM”) fees are collected by all member agencies of ECCRFFA to fund regional transportation improvements;
WHEREAS, ECCRFFA’s RTDIM fees were last increased in 2005. In 2005, ECCRFFA member agencies adopted RTDIM fees to fund transportation projects on a project list, as more particularly described in the Fehr & Peers “East Contra Costa Regional Fee Program Update,” dated June 2005 (“2005 Report”). Many of the projects identified in the 2005 Report have been completed, including the State Route 4 (SR 4) Bypass, and the widening of SR 4 through Antioch and Pittsburg; WHEREAS, on July 11, 2005, by Resolution No. 75-05, the City Council approved and adopted the Second Amendment to the ECCRFFA Agreement, East Contra Costa Regional Fee Program Update and Regional Transportation Development Impact Mitigation Fees;
WHEREAS, on September 10, 2013, by Resolution No. 69-13, the City Council approved and adopted the Third Amendment to the ECCRFFA Agreement, East Contra Costa Regional Fee Program Update and Regional Transportation Development Impact Mitigation Fees;
10 WHEREAS, In 2020, ECCRFFA identified an additional regional transportation project that was eligible for funding from RTDIM fees – the Sand Creek Road Extension from SR4 to Deer Valley Road project. This project is more particularly detailed the Fehr & Peers “East Contra Costa Regional Fee and Financing Authority Fee Program Updated,” dated May 2020 (the “2020 Report”); WHEREAS, on October 8, 2020, the ECCRFFA Board of Directors adopted Resolution No. 2020/01 to make required findings, approve the 2020 Report, approve a fourth amendment to the Agreement to add the Sand Creek Extension Project to the ECCRFFA project list; and recommend that ECCRFFA member agencies consider approving the fourth amendment to the Agreement and amending their fee ordinances and resolutions to add the Sand Creek Extension Project, with no change to the RTDIM fees last approved in 2005; WHEREAS, on February 9, 2021, by Resolution No. 14-21, the City Council approved and adopted the Fourth Amendment to the ECCRFFA Agreement, East Contra Costa Regional Fee Program Update and Regional Transportation Development Impact Mitigation Fees;
WHEREAS, in 2023, ECCRFFA began the process of preparing a comprehensive update to its fee program. Eighteen new projects were evaluated for inclusion in the ECCRFFA fee program. These projects are more particularly detailed in the Fehr & Peers “East Contra Costa Regional Fee and Financing Authority Fee Program Update,” dated May 2024 (“2024 Report”);
WHEREAS, on June 13, 2024, following a noticed public hearing held in accordance with Government Code section 66016.5, the ECCRFFA Board of Directors adopted the 2024 Report and recommended that each member agency adopt the 2024 Report and amend its fee ordinance or resolution to incorporate the projects included in the 2024 Report;
WHEREAS, a Fifth Amendment to the Agreement for ECCRFFA and the East Contra Costa Regional Fee Program Update Report has been prepared to add the 18 projects identified in the 2014 Report to the list of projects that will be funded with RTDIM, which includes the City’s East Cypress Road Widening (Jersey Island Road to Bethel Island Road) Project;
WHEREAS, because all of the 18 newly identified projects are in addition to, or a reconstruction or expansion of, existing thoroughfares and bridge facilities, RTDIM fees may be imposed on new development projects within ECCRFFA’s jurisdiction to fund new development’s propositional share of the project costs; WHEREAS, pursuant to Government Code section 66001, the City Council finds:
(1) As determined in the 2024 Report, the purpose of ECCRFFA RTDIM fees is to fund new development’s share of regional transportation projects identified in the 2024 Report, which is expressed as a percentage of each project’s cost, as more particularly described in the 2024 Report;
11 (2) As determined in the 2024 Report, ECCRFFA RTDIM fee revenues will be used to fund new development’s proportional share of the cost of each transportation project identified in the 2024 Report; (3) As determined in the 2024 Report, there is a reasonable relationship between the use of revenue generated by the RTDIM fees and the type of new development projects on which those fees shall be imposed;
(4) As determined in the 2024 Report, there is a reasonable relationship between the need for each of the transportation projects listed in the 2024 Report and the types of new development within ECCRFFA’s jurisdiction on which RTDIM fees shall be imposed; and
(5) As determined and described in the 2024 Report, there is a reasonable relationship between the amount of the RTDIM fees imposed on each type of new development within ECCRFFA’s jurisdiction, and the cost of each of the transportation projects to be funded from RTDIM fee revenue;
WHEREAS, the 2024 Report continues to recommend fees for single-family and multi-family housing development projects based on the number of dwelling units included in each development project. For the reasons more particularly described in the 2024 Report, pursuant to Government Code section 66016.5, the City Council finds:
(1) Square footage is not an appropriate metric to calculate RTDIM fees imposed on single-family or multi-family residential projects within ECCRFFA’s jurisdiction;
(2) The alternative basis of calculating RTDIM fees based on the number of dwelling units in single-family and multi-family residential development projects bears a reasonable relationship between the amount of the RTDIM fee charged per dwelling unit and the burden (i.e., transportation impacts) posed by or attributable to each dwelling unit within a single-family or multi-family residential development project; and
(3) Other policies adopted by ECCRFFA, including ECCRFFA’s accessory dwelling unit policy, support smaller developments, or otherwise ensure that smaller developments are not charged disproportionate fees. Additionally, the 2024 Program Update explains the basis for each of the fees and establishes that smaller developments are not charged disproportionate fees because the RTDIM fees for single-family and multi-family residential units are proportional to the regional transportation impacts of each type of unit;
12 WHEREAS, Pursuant to Government Code section 66016.5(a)(4), because the 2024 Report would support the increase of RTDIM fees, the City Council has reviewed the assumptions of the previous 2005 and 2020 reports supporting the current RTDIM fees and has evaluated the amount of fees collected, as more particularly described in Appendix A of the 2024 Report. However, although the 2024 Report would support a fee increase, an increase is not being approved; and WHEREAS, as required by law, public notice was published and given and a hearing was held regarding the adoption of the 2024 Fee Report, and the City Council has considered all written and oral comments, testimony, and materials duly submitted regarding the matters presented.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Oakley hereby approves the Fifth Amendment to Joint Exercise of Powers Agreement for East Contra Costa Regional Fee and Financing Authority and authorizes the City Manager to execute it.
BE IT FURTHER RESOLVED that the City Council of the City of Oakley hereby approves and adopts the 2024 Update.
BE IT FURTHER RESOLVED that the City Council of Oakley finds that the foregoing actions are not projects under the California Environmental Quality Act (“CEQA”) Guidelines section 15378(b)(4), because these actions concern a government funding mechanism that does not involve any commitment to any specific project that may result in a potentially significant physical impact on the environment. Further the actions are exempt under CEQA Guidelines Section 15061(b)(3) because it can be seen with certainty these actions will not have any significant effect on the environment.
PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on the 8th of October 2024 by the following vote:
AYES:
NOES:
ABSTENTION:
ABSENT:
APPROVED:
__________________________
Anissa Williams, Mayor
ATTEST:
______________________ _________________
Libby Vreonis, City Clerk Date
13 Final Report
East Contra Costa
Regional Fee
Program Update
Prepared for:
East Contra Costa Regional Fee &
Financing Authority
June 2024
1001-1655.03
14 Table of Contents
1. Introduction............................................................................................................................. 1 Background .................................................................................................................................................................................... 1 Purpose ............................................................................................................................................................................................ 1 Study Area ....................................................................................................................................................................................... 2 Study Process ................................................................................................................................................................................. 2 Organization of the Report ...................................................................................................................................................... 2
2. Program Information and Project List.................................................................................. 4
3. Growth Projections ................................................................................................................. 9 Dwelling Unit Equivalent Factors .........................................................................................................................................10 Projected Growth in East County .........................................................................................................................................11
4. Nexus Analysis and Fee Calculations................................................................................... 13 Existing Deficiencies ..................................................................................................................................................................13 Proportional Cost Allocation .................................................................................................................................................13 Projects in Existing Program ..........................................................................................................................................13 Proposed New Projects ...................................................................................................................................................14 Fee Calculations and Application ........................................................................................................................................19
5. Summary of Required Program Elements .......................................................................... 21 Fundamental Nexus Requirements .....................................................................................................................................21 Additional Elements ..................................................................................................................................................................22
Appendix A: 2024 Program Assessment…………………………………………………………………25 15 List of Figures
Figure 1: ECCRFFA Area and Projects .......................................................................................................................................... 3 List of Tables
Table 1: Current ECCRFFA Fees (as of January 2024) ............................................................................................................ 4 Table 2: ECCRFFA Project List, Existing and Proposed ......................................................................................................... 5 Table 3: Projected Land Use in East County ............................................................................................................................. 9 Table 4: East County Growth Projections Summary ........................................................................................................... 10 Table 5: DUE Conversion Factors ............................................................................................................................................... 11 Table 6: Forecasted Growth in East Contra Costa County (2023 to 2040) ................................................................ 12 Table 7: Projects and Fee Contribution Amounts................................................................................................................ 15 Table 8: New Maximum Fee Calculations ............................................................................................................................... 20 16 Final Report
East Contra Costa Regional Fee Program Update
June 2024
1 1. Introduction
Background
The East Contra Costa Regional Fee and Financing Authority (ECCRFFA or the Authority) is a regional planning agency charged with funding regional transportation improvement projects in eastern Contra Costa County with revenue from the Authority’s regional transportation demand impact mitigation (RTDIM) fees. The Authority's jurisdiction includes the eastern portion of the County, including unincorporated areas and the Cities of Antioch, Brentwood, Oakley, and Pittsburg. The Authority’s boundaries are shown in Figure 1.
The Authority first implemented a transportation development impact fee program in 1994. The fee was calculated to reflect new development’s proportional share of the cost of various regional transportation improvements, such as the State Route (SR) 4 Bypass and the widening of SR 4 through Pittsburg and Antioch. The Authority conducted an update of the fee program in 2001 to help fund an expanded list of regional transportation improvements. In the summer of 2005, the Authority completed a comprehensive update of its RTDIM fee program. In June 2005, the ECCRFFA Board approved the East Contra Costa Regional Fee Program Update Final Report (the “2005 Report”) prepared by Fehr & Peers, and each of the five member jurisdictions adopted an updated set of fees pursuant to that report.
Since that time, the fees have been adjusted annually to reflect changes in construction costs. Beginning in 2008-2009, a fee rebate program was established in response to the economic downturn. The fee rebate has been reduced over time, but the Authority has continued to implement a 15% fee rebate since January 1, 2017. Periodic program assessments have been completed and documented over the past several years to evaluate the progress of the program in funding and delivering projects on the project list. In 2020, the program was updated to include a project that would involve the extension of Sand Creek Road westward to a new intersection with Deer Valley Road in Antioch (documented in a report called East Contra Costa Regional Fee Program Update Final Report dated October 2020 and referred to here as the ”2020 Report”).
Purpose
Since the current project list was defined in the 2005 nexus study and updated in 2020, the member agencies have conducted planning work and defined investment priorities to accommodate the ongoing population and employment growth that continues to occur in East County. The purpose of this report is to evaluate the addition of 18 projects to the ECCRFFA program that have been provided by the member agencies as being recommended through recent East County planning processes, and to determine new development’s proportional share of the cost of these additional projects. 17 Final Report
East Contra Costa Regional Fee Program Update
June 2024
2 Study Area
As shown on Figure 1, ECCRFFA’s jurisdiction area includes certain unincorporated areas of eastern Contra Costa County, as well as the Cities of Antioch, Brentwood, Oakley, and Pittsburg.
Study Process
This study was developed under the direction of ECCRFFA staff and with input from staff from each of the member agencies. This study follows the same technical methods and procedures as were used in the 2005 and 2020 Reports. The intent is to maintain the existing structure of the ECCRFFA program; therefore, those prior reports remain the best source of detailed information about the nexus analysis for the existing program. The focus of this current analysis is to determine new development’s proportional share of the cost of the proposed additional 18 projects, as well as to incorporate updated cost information regarding all the projects on the current ECCRFFA project list.
Organization of the Report
After this introductory section, the report contains four additional sections:
• Section 2 – Program Information and Project List describes the background of the fee program, the current fee amounts, and the list of projects proposed to be included in the program. • Section 3 – Growth Projections documents the amount of growth anticipated in East County through the planning horizon that would be subject to the fee. • Section 4 – Nexus Analysis and Fee Calculations describes the results of the nexus analysis for the new projects and calculates the fee amounts using the updated information presented in the report.
• Section 5 – Summary of Required Program Elements describes how the information in this report satisfies the requirements of the Mitigation Fee Act (AB 1600). 18 Black Diamond
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W Leland Rd
Byron Road
Balfour Rd Brentwood Blvd
Sand Creek Rd
Laurel Rd
Main St
E Cypress Rd
Byron-Bethany Rd
Walnut Blvd
Wilbur Ave
Byron Hwy
Marsh Creek Rd
Balfour Rd
Lone Tree Way
Avila Rd
Deer Valley R d
Willow
Pass Rd
8 14
23 22
5 13
9 15
21 27
20 17
18 8
2 16
16 3
6 12 19
4 24
1 26
7 11
10 28
29 24B
30 31
34 33
32 35
36 37
38 39
40 41
42 43
44 46
Figure 1
1001-1655.03_1_ECCRFFAprojects
Other Projects Not Mapped (Location Not De ned)
East County Express Bus (Jurisdiction: Tri-Delta Transit) Brentwood Intermodal: Co-sponsored, supported, and/or
partially funded by CCTA. (Jurisdiction: Brentwood)
Project Type Project Type
Freeway Improvements Completed Project
Arterial Improvements
Regional Transit Improvements
East Contra Costa County
Fee Boundary
Planned Project
Proposed Project
25 42
19 Final Report
East Contra Costa Regional Fee Program Update
June 2024
4 2. Program Information and
Project List
The existing ECCRFFA program authorizes ECCRFFA’s member agencies to charge RTDIM fees on new development within ECCRFFA’s jurisdiction. The current schedule of ECCRFFA fees is shown in Table 1.
The existing ECCRFFA program generates RTDIM fee revenue that can be used to fund new development’s proportional share of any of the 27 transportation improvement projects listed in the 2020 Report. Those projects include freeway and regional transit improvements as well as projects along major arterial roadways that connect different parts of the East County region. See Figure 1 for a map of the project locations, and Table 2 contains a description of each project along with its current status and estimated cost.
For those projects that have been completed, the cost shown on Table 2 reflects the actual cost of that project at completion. For projects yet to be completed, the cost shown on Table 2 reflects the estimated cost to complete the project. In many cases, these estimates were drawn from the 2020 Report and indexed to current dollars by applying an annual construction cost index, consistent with the process used to index the ECCRFFA fee amounts each year. In a few cases, the project sponsors were able to provide a more recent cost estimate, which was incorporated into Table 2.
Table 1: Current ECCRFFA Fees (as of January 2024)
Land Use Category Unit Fee per Unit ECCRFFA Fee
Rebate
Fee Less ECCRFFA Fee
Rebate
Single-Family DU $28,313 15% $24,066
Multi-Family DU $17,380 15% $14,773
Commercial Sq. Ft. $2.35 $2.35
Office Sq. Ft. $2.04 $2.04
Industrial Sq. Ft. $2.04 $2.04
Other Peak Hour Trip $28,313 $28,313
Notes: DU = Dwelling Unit. For projects that do not fit in one of the general land use categories above, the fee is assessed on the basis of the number of peak hour vehicle trips estimated to be generated by that project.
Source: Contra Costa County.
20 Final Report
East Contra Costa Regional Fee Program Update
June 2024
5 Table 2: ECCRFFA Project List, Existing and Proposed
# Project Description/Project Limits Sponsor Total Cost ($ Million) Status
Existing Program, Freeway Improvements
1 SR 4 Freeway widening Railroad Avenue to Loveridge Road, widen to 8 lanes CCTA $ 101.0 Completed
Loveridge interchange CCTA $ 157.8 Completed
Loveridge to Bypass (8 lanes to
Hillcrest, 6 lanes to Bypass) CCTA $ 374.7 Completed
Hillcrest interchange expansion CCTA $ 10.0 Completed
2 SR 4 Bypass Segment 1
Phase 1, 6 lanes to Laurel,
interchanges at Laurel Rd and Lone
Tree
Bypass Authority $ 113.7 Completed
Phase 2, SR 160 interchange Bypass Authority $ 50.1 Completed Laurel interchange, phase 2 Bypass Authority $ 1.0 Completed 3 SR 4 Bypass Segment 2 Phase 1, 2 lanes Bypass Authority $ 33.3 Completed Phase 2, 4 lanes, Sand Creek Road to
Balfour Road Bypass Authority $ 16.0 Completed
Widen to 6 lanes, Laurel Road to
Sand Creek Road Bypass Authority $ 39.9
Sand Creek interchange and 4 lanes,
Laurel to Sand Creek Bypass Authority $ 43.8 Completed
4 SR 4 Bypass Segment 3 Balfour to Marsh Creek (2 lanes) plus Marsh Creek east-west connector Bypass Authority $ 77.8 Completed Marsh Creek to Vasco, 2 lanes Bypass Authority $ 12.6 Completed Segment 3, widen to 4 lanes, and
Balfour interchange Phase 2 Bypass Authority $ 81.1
Balfour interchange Phase 1 Bypass Authority $ 58.0 Completed Marsh Creek interchange Bypass Authority $ 51.2
Vasco interchange Bypass Authority $ 42.7
Existing Program, Arterial Improvements
5 Laurel Road extension SR4 Bypass to Empire, 6 lanes Bypass Authority $ 22.6 Completed 6 SR 239/84 Connector Vasco Road – Byron Highway
Connector1 CCTA $ 161.0
Environmental
Phase in
Progress
7 SR 239 Corridor study and preliminary
design (no construction costs) CCTA $ 101.0
Environmental
Phase in
Progress
21 Final Report
East Contra Costa Regional Fee Program Update
June 2024
6 Table 2: ECCRFFA Project List, Existing and Proposed
# Project Description/Project Limits Sponsor Total Cost ($ Million) Status
8 SR 4 (Main St or
Brentwood Blvd)
widening
Close gaps and create consistent
four-lane arterial between Fifth
Street and Delta Road in Oakley, and
between Chestnut Street and Balfour
Road in south Brentwood
Oakley,
Brentwood $ 24.5 Partially
Completed
9 Balfour Road widening Deer Valley to Brentwood city limits, widen to 4 lanes County $ 14.2
10 Marsh Creek
Road/Deer Valley Road
Safety Enhancements
Marsh Creek: Walnut Boulevard to
Clayton City Limits; Deer Valley:
Balfour Road to Marsh Creek Road
County $ 29.3
11 Route 84/Vasco Road Widen to 4 lanes to County line County $ 317.0 12 Pittsburg-Antioch
Highway
Widen to 4 lanes, Auto Center Drive
to Loveridge
Antioch,
Pittsburg $ 55.9
13 Ninth and Tenth Streets Couplet improvements, A St to L St Antioch $ 9.6 14 California Avenue Widen to 4 lanes, Railroad to
Loveridge Pittsburg $ 6.6 Partially Completed
15 Willow Pass Road Widen to 4 lanes, Range to Loftus
and Bailey to city limits
Pittsburg,
County $ 14.7
16 James Donlon Blvd
Extension (formerly
Buchanan Bypass)
or Buchanan Road
Improvements
New 2- to 4-lane arterial, Somersville
to Kirker Pass Road
Improve traffic flow between
Railroad Avenue and Somersville
Road
Pittsburg $ 115.6
Design in
Progress (for
James Donlon
Blvd Extension)
17 West Tregallas/Fitzuren Widen to 4 lanes, Lone Tree to Buchanan Antioch $ 53.3
18 West Leland Road
or Evora Road
Extend as a 4-lane arterial, Santa
Teresa Drive to Avila Road2 Pittsburg
$ 33.4
Willow Pass Rd (BP) to Willow Pass
Rd (Concord), widen to 4 lanes County
19 Wilbur Avenue Widen to 4 lanes, Minaker Drive to
SR 160 Antioch, County $ 42.7
20 Neroly Road Widen to 4 lanes, Oakley Rd to Laurel
Rd Oakley $ 10.6
21 Deer Valley Road Widen to 4 lanes, Sand Creek Road
to Balfour Road Antioch, County $ 31.2
22 Walnut Boulevard Widen to 4 lanes, Brentwood city
limits to SR 4 Bypass County $ 29.5
22 Final Report
East Contra Costa Regional Fee Program Update
June 2024
7 Table 2: ECCRFFA Project List, Existing and Proposed
# Project Description/Project Limits Sponsor Total Cost ($ Million) Status
23 John Muir Parkway New Roadway between Balfour Road
and Fairview Avenue Brentwood $ 17.7
ECCRFFA
commitment
completed
24 Byron Highway Safety Improvements between Delta
Road and SR 4 County $ 20.0
27 Sand Creek Road Extension of 4-lane roadway between
SR 4 and Deer Valley Road Antioch $ 38.2
Existing Program, Regional Transit Projects
25 East County Express
Bus
Planning and design of regional
rapid bus program
Tri-Delta Transit $ 9.1
26 Commuter Rail eBART extension to Antioch CCTA $ 513.0 Completed Proposed Projects for Updated Program
24B Byron Highway
Extension
Extend road between Delta Road and
Rock Slough Bridge Oakley $ 26.6
28 Empire Avenue
Widening and Rail
Crossing
Construct four-lane arterial and
railroad overcrossing, between
Wicklow Way and Neroly Road
Oakley $ 45.5
29 Laurel Road Extension
Extend Laurel Road as a four-lane
arterial from Teton Road to Sellers
Avenue
Oakley $ 42.0
30 Kirker Pass Road Truck
Climbing Lane
Construct a southbound truck
climbing lane along Kirker Pass Road County $ 38.6
31 Camino Diablo Safety
Improvements
Safety improvements between Vasco
Road and Byron Highway County, CCTA $ 7.4
32 Slatten Ranch Road
Extension, South
Segment
New 4-lane roadway from Wicklow
Street to Wild Horse Road Antioch $ 28.0
33 Slatten Ranch Road
Extension, North
Segment
New 4-lane roadway from Wild
Horse Road to existing terminus at
the Antioch BART station
Antioch $ 17.3
34 Viera Avenue Extension New 2-lane roadway from Oakley Road to Slatten Ranch Road Antioch $ 10.9
35 Standard Oil Avenue
New 2-lane road from Delta Fair
Boulevard to James Donlon
Boulevard
Pittsburg $ 16.6
36 Loveridge Road
Improvements
Widened sidewalks and improved
bicycle facilities between SR 4 and
Pittsburg-Antioch Highway
Pittsburg $ 3.0
23 Final Report
East Contra Costa Regional Fee Program Update
June 2024
8 Table 2: ECCRFFA Project List, Existing and Proposed
# Project Description/Project Limits Sponsor Total Cost ($ Million) Status
37 Bailey Road
Improvements
Between Southern City Limits and
West Leland Road, add turn lanes,
sidewalks, and intersection upgrades
Pittsburg $ 62.1
38 Lone Tree Way Rail
Crossing
Union Pacific undercrossing widened
from Fairview Avenue to Gann Street Brentwood $ 32.8
39 SR-4 Operational
Improvement Project
Improve operations along SR 4
between 0.3 miles west of the SR
4/SR 242 interchange to the Bailey
Road interchange.
CCTA $ 177.0
Environmental
Phase in
Progress
40 SR-4 Integrated
Corridor Management
East County share (i.e., one-half the
total cost) of Countywide SR-4 ICM
development.
CCTA $ 10.0
Concept of
Operations in
Progress
41 High-Capacity Transit
from Antioch BART to
Brentwood
Express bus along SR 4 between
Antioch and Brentwood CCTA $ 14.1
42 Brentwood Intermodal
Park and ride lot south of the Lone
Tree Way/SR-4 interchange, adjacent
to a future BART station
Brentwood $ 11.6
43 Sellers Avenue Safety
Improvements
Upgrade Sellers Avenue to current
design standards between Delta
Road and Chestnut Road, and
between Main Canal and Marsh
Creek Road
County $ 27.2
44 East Cypress Rd
Improvement
Construction of East Cypress Road as
a 4-lane arterial on a new alignment
between Jersey Island Rd and Bethel
Island Rd, with the existing East
Cypress Rd alignment preserved for
local access
Oakley $20.0
SUM $ 3,526.0
Notes:
1. In the 2005 Report, the description of project #6 was “Armstrong Road Extension, 2 lanes (formerly Byron Airport Road).
Since the 2005 Report was completed, further environmental and preliminary design work has been conducted on this project and the SR 239/84 Connector has now been named the “Vasco Road – Byron Highway Connector”, so for clarity and to reflect current conditions that is the terminology that is now being used for Project #6.
2. In the 2005 Report, the description of project #18 was to “Extend West Leland Road from San Marco to Avila Road”. Since the 2005 Report was completed, a portion of the West Leland Road extension has been constructed and West Leland now terminates at Santa Teresa Drive. Therefore, for clarity and to reflect current conditions, the description of project #18 is now shown as Extend West Leland from Santa Teresa Drive to Avila Road.
Source: ECCRFFA, CCTA, Contra Costa County, Cities of Antioch, Brentwood, Oakley, and Pittsburg. 24 Final Report
East Contra Costa Regional Fee Program Update
June 2024
9 3. Growth Projections
An important element of every fee calculation is the estimate of future growth in the fee area. As part of this update, the current land use files available from the Contra Costa Transportation Authority (CCTA) travel demand model were reviewed. These files contain projections of the amount of residential and employment growth that is anticipated to occur in East County. CCTA completed an update of the travel model and developed a new set of land use files that reflect the totals from the Association of Bay Area Governments (ABAG) Projections 2017 publication, which is the most current set of regional growth projections available for the CCTA travel model.
The first step in the process was to identify which of the model’s traffic analysis zones (TAZs) are within ECCRFFA’s jurisdiction. The ECCRFFA jurisdictional boundary was available as a GIS file and was overlaid with the CCTA TAZ structure to identify the TAZs that are located within ECCRFFA’s jurisdiction. For those TAZs that are only partially within ECCRFFA’s jurisdiction, the TAZ was included in the calculation only if more than 50% of the TAZ land area was within ECCRFFA’s jurisdiction.
The next step was to tabulate the total amount of households and employment in the ECCRFFA TAZs, as shown in Table 3. The year 2023 is used as the baseline and the year 2040 is the horizon year. The employment categories shown are those that have historically been used in prior nexus studies for the ECCRFFA program and are used here for consistency with the existing fee program. Table 4 shows a summary of these growth projections for East County.
Table 3: Projected Land Use in East County
Jurisdiction
Year 20231 Year 2040
Employment Residential Units Employment Residential Units Service Retail Other Single
Family
Multifamily Service Retail Other Single
Family
Multifamily
Antioch 6,285 8,135 8,431 28,534 7,791 7,587 9,923 10,280 31,808 10,425 Brentwood 2,271 2,949 3,239 16,236 1,981 2,901 3,321 3,833 20,037 2,555 Oakley 1,244 1,416 2,004 10,861 2,277 1,944 1,762 2,494 13,411 3,836 Pittsburg 4,490 4,650 7,563 15,230 7,717 5,952 5,660 8,129 18,953 11,557 Unincorporated
East County 1,548 3,140 5,409 16,252 3,640 2,798 3,643 4,815 18,657 4,685 Total East
County 15,838 20,290 26,646 87,113 23,406 21,182 24,309 29,551 102,866 33,058 1 2023 land use was derived by a linear interpolation between the 2020 and 2040 land use data provided by CCTA in March 2019.
Note: Relationship between land use categories in the model and the fee program were assumed to be: Retail=Commercial; Service=Office; and Other=Industrial, Manufacturing, Agriculture and other land use categories included in the CCTA model.
Source: ECCRFFA, CCTA, Fehr & Peers.
25 Final Report
East Contra Costa Regional Fee Program Update
June 2024
10 Table 4: East County Growth Projections Summary
Land Use Type 2023 Base Year 2040 Projection Growth Percentage Growth Population 358,182 421,603 63,421 18%
Residential Units 110,519 135,924 25,405 23%
Employment 62,774 75,042 12,268 20%
Service Population1 420,956 496,645 75,689 18%
1: Service population is defined as the sum of residents and employees.
Source: ECCRFFA, CCTA, Fehr & Peers
Dwelling Unit Equivalent Factors
It is common in many fee programs to convert the projected growth into a standard unit of measurement called the dwelling unit equivalent (DUE), in order to account for the fact that different types of development have different travel characteristics. The factors used to convert the future land use numbers into DUEs are shown in Table 5. These factors have been developed following the same structure established in the 2005 and 2020 Reports; the values in each column have been updated to reflect the most current data available. These DUE conversion factors involve the following elements: land usespecific PM peak hour trip rates from ITE Trip Generation, 11th Edition; estimates of the percent new trips from SANDAG Brief Guide of Vehicular Traffic Generation Rates (2002); and average trip lengths from the 2012 California Household Travel Survey for census tracts within ECCRFFA’s jurisdiction. 26 Final Report
East Contra Costa Regional Fee Program Update
June 2024
11 Table 5: DUE Conversion Factors
Land Use
Category Unit PM Peak Trip Rate1 % New Trips2
Average Trip
Length
(miles)3
PM Peak VMT
per Unit4 DUE per Unit5
Housing
Single Family a Dwelling Unit 0.94 100 7.8 7.3 1.00
Multi-Family b Dwelling Unit 0.51 100 7.8 4.0 0.54
Employment
Commercial c 1,000 square
feet 3.40 45 6.0 9.1 1.25
Office d 1,000 square
feet 1.44 75 13.8 14.9 2.03
Industrial e 1,000 square
feet 0.65 80 13.8 7.2 0.98
1. The average PM peak hour (between 4 and 6 PM) trip rate was taken from the ITE Trip Generation Manual, 11th Edition, for the following land use codes:
a. Single Family Detached - Code 210
b. Multifamily Housing (Low Rise) - Code 220
c. Shopping Center - Code 820
d. General Office - Code 710
e. General Light Industrial - Code 110
2. Taken from the SANDAG Brief Guide of Vehicular Traffic Generation Rates, April 2002.
3. Average trip lengths for the East County area as derived from 2012 California Household Travel Survey Data. For single family and multifamily housing, used travel survey data for all home-based trip purposes. For commercial uses, used data for home-based shopping purpose. For office and industrial uses, used data for all work-related trips.
4. Calculated as: PM Peak Trip Rate * % New Trips * Average Trip Length.
5. DUE per Unit is calculated by normalizing the PM Peak VMT for each category such that the single-family residential category is assigned a DUE of 1.00. This is accomplished by dividing the PM Peak VMT for each category by the PM Peak VMT of the single-family residential category. So, for example, the DUE per Unit for the Multi-family category is calculated as 4.0 / 7.3 = 0.54.
Source: ECCRFFA, Fehr & Peers.
Projected Growth in East County
Forecasted growth in East Contra Costa County is shown in Table 6 in absolute numbers of new jobs and residential units, and then those numbers are converted to DUEs. The total number of new DUEs projected in the 17 years from 2023 to 2040 is 27,935. As a point of comparison, in the 2005 Report the amount of growth projected over the 20-year period from 2005 to 2025 was approximately 42,000 DUEs.
This result is an indication that the East County area is moving closer to a build-out condition, as the amount of future growth begins to moderate.
27 Final Report
East Contra Costa Regional Fee Program Update
June 2024
12 Table 6: Forecasted Growth in East Contra Costa County (2023 to 2040) Jurisdiction
Estimated Growth (2023 to 2040) Estimated Growth in DUEs (2023 to 2040) Total
DUEs
Employment Residential Units Employment DUEs Residential DUEs Retail Service Other Single
Family
Multifamily4 Office1 Commercial2 Industrial3 Single
Family
Multifamily4
Antioch 1,302 1,788 1,849 3,274 2,634 811 999 724 3,274 1,429 7,237 Brentwood 630 372 594 3,801 574 393 208 232 3,801 311 4,945 Oakley 700 346 490 2,550 1,559 436 193 192 2,550 846 4,217 Pittsburg 1,462 1,010 566 3,723 3,840 911 564 221 3,723 2,083 7,503 Unincorporated
East County 1,250 503 0 2,405 1,045 779 281 0 2,405 567 4,032 Total East
County 5,344 4,019 3,499 15,753 9,652 3,330 2,246 1,369 15,753 5,237 27,935 Relationship between land use categories in the model and the fee program were assumed to be: Retail=Commercial; Service=Office; and Other=Industrial, Manufacturing, Agriculture and other land use categories included in the CCTA model.
1. Office DUE conversion assumes 275 square feet per employee and a DUE per thousand square feet of 2.03. DUE = EMP *
0.275 * 2.03
2. Commercial DUE conversion assumes 500 square feet per employee and a DUE per thousand square feet of 1.25. DUE = EMP * 0.500 * 1.25
3. Industrial DUE conversion assumes 400 square feet per employee and a DUE per thousand square feet of 0.98. DUE = EMP * 0.400 * 0.98
4. The multifamily units were multiplied by a DUE of 0.54.
Source: ECCRFFA, Fehr & Peers.
28 Final Report
East Contra Costa Regional Fee Program Update
June 2024
13 4. Nexus Analysis and
Fee Calculations
Existing Deficiencies
One of the key functions of a fee program is to charge fees to new development in order to fund new development’s proportional share of transportation improvements needed to serve the demand and impacts generated by that new development. The purpose of an impact fee is not to correct existing deficiencies, which should be funded through other revenue sources. Therefore, in order to add the 18 proposed projects to the program, it is necessary to determine whether there are existing deficiencies in the roadway network that may be related to or affected by those proposed projects.
The East County Action Plan for Routes of Regional Significance report (the most recent version was prepared in 2023 and is available at https://ccta.net/wp-content/uploads/2023/03/Draft-East-CountyAction-Plan_03-13-23.pdf) has been used to identify potential deficiencies across the facilities affected by the proposed new projects. This report designates routes of regional significance throughout East Contra Costa County and sets performance measures, or Regional Transportation Objectives (RTOs), for each one.
Of the 18 proposed additional projects, 13 are located on a roadway identified as a Route of Regional Significance. Based on the RTO values presented for each facility in the report, only one of these facilities, State Route 4 (SR-4), does not currently meet its RTO. More specifically, for the RTO called Buffer Index, which measures the variability in travel time, the target was set at 0.5 and the observed value for SR-4 in the eastbound direction during the PM peak was measured at 0.75, thus exceeding the target. Proposed projects #39 and #40 are located along SR-4, and an existing deficiency reduction of 50% was applied to these projects’ cost before including them in the fee calculations.
Proportional Cost Allocation
As described previously, the purpose of this study is to evaluate the incorporation of the proposed 18 new projects into the ECCRFFA fee program. As such, the focus here is on defining the proportion of the costs of these projects that could be included in the program. No changes are being made to the cost proportions included in the program for any of the projects that are already part of the existing ECCRFFA fee program. Table 7 includes the total cost of each project, as well as the portion of that cost that is considered eligible for inclusion in the fee program, sometimes referred to as the “nexus percentage”.
Projects in Existing Program
For all of the projects currently in the existing ECCRFFA program, the nexus percentages have been taken directly from the 2005 and 2020 Reports. For most projects, the nexus percentage is 100% based on the conclusions from the 2005 Report. There are a few exceptions, as follows:
29 Final Report
East Contra Costa Regional Fee Program Update
June 2024
14 • Projects that address existing deficiencies (Project #16 Buchanan Bypass/James Donlon Blvd Extension): The cost share attributed to new traffic is included in the fee program. In the case of Project #16, that percentage was determined to be 68% in the 2005 Report. • Projects that involve transit or safety enhancements (Project #10 Marsh Creek/Deer Valley Rd safety enhancements, #24 Byron Highway safety enhancements, #25 East County Express Bus):
The cost share proportional to new development’s share of total future population is included in the fee program. At the time of the 2005 Report, that value was 33%. • Projects that are designed to serve both local access to adjacent development areas and regional travel demand (Project #27 Sand Creek Road extension): The Sand Creek Road extension would be a four-lane road that will serve as local access for the planned development areas in southern Antioch located on either side of Sand Creek Road, and would also fill a gap in east-west connectivity for regional travel needs between Antioch, Brentwood, and surrounding communities. The cost of constructing the project elements needed to serve local access are excluded from the fee program, and the remaining project costs that are regional in nature are included. In the case of Project #27, the regional project elements included the center median and one lane of travel in either direction, while the local portion included all other cost elements (one lane in either direction, retaining walls, landscaping, most grading and utilities); the regional percentage was determined to be 31% in the 2020 Report.
Proposed New Projects
For the proposed new projects, the nexus percentages have been determined based on similar considerations as were applied to the existing projects. • Projects that address existing deficiencies (Project #39 SR-4 Operational Improvement Project, and #40 SR-4 Integrated Corridor Management): As described above, these projects have been identified as being located on a facility with an existing deficiency and have been assigned a percentage of 50%.
• Projects that involve transit or safety enhancements (Project #31 Camino Diablo safety improvements, #36 Loveridge Road improvements, #41 High-capacity Transit from Antioch to Brentwood, #42 Brentwood Intermodal, and #43 Sellers Avenue safety improvements): The cost share proportional to new development’s share of total future population is included in the fee program. Because these projects are being newly added to the program, the share of total future population must be calculated based on current data about existing population and projections of future growth. Per the 2023-2040 growth projections shown in Table 4, that value is 18%. • Projects that are designed to serve both local access to adjacent development areas and regional travel demand (Project #24B Byron Highway extension, #28 Empire Avenue widening and rail crossing, #29 Laurel Road extension, #32 Slatten Ranch Road extension (South segment), #33 Slatten Ranch Road extension (North segment), and #34 Viera Avenue extension): The projects listed here are similar to Project #27, Sand Creek Road extension, in that these projects propose to construct a four-lane roadway that will provide local access to adjacent planned development areas and would also serve regional travel between East County communities. The cost of 30 Final Report
East Contra Costa Regional Fee Program Update
June 2024
15 constructing the project elements needed to serve local access needs should be excluded from the fee program, and the remaining project costs that are regional in nature should be included.
These projects do not have sufficiently detailed cost estimates to identify the precise costs of each element and separate them between local and regional components; however, the basic elements of these projects are anticipated to be very similar to the elements of Project #27, Sand Creek Road extension, in that the project elements that serve regional needs will include a center median and one lane of travel in either direction, while the project elements that serve local needs will be one travel lane in either direction, retaining walls, landscaping, most grading and utilities.
Therefore, the regional nexus percentage of 31% determined in the 2020 Report for Project #27, Sand Creek Road extension, has been applied here.
• All other new projects (Project #30 Kirker Pass and South Hess Road, #35 Standard Oil Avenue, #37 Bailey Road, #38 Lone Tree Way, #44 East Cypress Road): The nexus percentage for these projects was determined by applying the CCTA travel demand model for the year 2040 and using a “select link” procedure to track the usage of each facility by travelers making regional trips in East County. A “regional” trip is defined as a trip that begins and/or ends within East County and that crosses at least one jurisdictional boundary. For instance, a trip between Oakley and Pittsburg, or a trip between Antioch and Walnut Creek, or a trip between Brentwood and Livermore, are all examples of “regional” trips. The percentage of regional trips is different for each of these five project locations but is always greater than 80%, which indicates that these facilities are primarily used for regional travel.
Table 7: Projects and Fee Contribution Amounts
# Project Description/ Project Limits Sponsor Total Cost ($ Million)
% Eligible for
Future Fee
Contribution
Future
Potential Fee
Contribution
($ million)
Existing Program, Freeway Improvements
1 SR 4 Freeway
widening
Railroad Avenue to Loveridge
Road, widen to 8 lanes CCTA $ 101.0
Loveridge interchange CCTA $ 157.8
Loveridge to Bypass (8 lanes
to Hillcrest, 6 lanes to Bypass) CCTA $ 374.7
Hillcrest interchange
expansion CCTA $ 10.0
2 SR 4 Bypass Segment
1 Phase 1, 6 lanes to Laurel,
interchanges at Laurel Rd and
Lone Tree
Bypass
Authority $ 113.7
Phase 2, SR 160 interchange Bypass
Authority $ 50.1
Laurel interchange, phase 2 Bypass
Authority $ 1.0
3 SR 4 Bypass Segment
2 Phase 1, 2 lanes Bypass Authority $ 33.3
31 Final Report
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16 # Project Description/ Project Limits Sponsor Total Cost ($ Million)
% Eligible for
Future Fee
Contribution
Future
Potential Fee
Contribution
($ million)
Phase 2, 4 lanes, Sand Creek
Road to Balfour Road
Bypass
Authority $ 16.0
Widen to 6 lanes, Laurel Road
to Sand Creek Road
Bypass
Authority $ 39.9 100% $ 39.9
Sand Creek interchange and 4
lanes, Laurel to Sand Creek
Bypass
Authority $ 43.8
4 SR 4 Bypass Segment
3 Balfour to Marsh Creek (2
lanes) plus Marsh Creek eastwest connector
Bypass
Authority $ 77.8
Marsh Creek to Vasco, 2 lanes Bypass
Authority $ 12.6
Segment 3, widen to 4 lanes,
and Balfour interchange
Phase 2
Bypass
Authority $ 81.1 100% $ 81.1
Balfour interchange Phase 1 Bypass
Authority $ 58.0
Marsh Creek interchange Bypass
Authority $ 51.2 100% $ 51.2
Vasco interchange Bypass
Authority $ 42.7 100% $ 42.7
Existing Program, Arterial Improvements
5 Laurel Road
extension SR4 Bypass to Empire, 6 lanes Bypass Authority $ 22.6 6 SR 239/84 Connector Vasco Road – Byron Highway
Connector CCTA $ 161.0 100% $ 161.0
7 SR 239
Corridor study and
preliminary design (no
construction costs)
CCTA $ 101.0 100% $ 101.0
8 SR 4 (Main St or
Brentwood Blvd)
widening
Close gaps and create
consistent four-lane arterial
between Fifth Street and
Delta Road in Oakley, and
between Chestnut Street and
Balfour Road in south
Brentwood
Oakley,
Brentwood $ 24.5 100% $ 24.5
9 Balfour Road
widening
Deer Valley to Brentwood city
limits, widen to 4 lanes County $ 14.2 100% $ 14.2
10 Marsh Creek
Road/Deer Valley
Road Safety
Enhancements
Marsh Creek: Walnut
Boulevard to Clayton City
Limits; Deer Valley: Balfour
Road to Marsh Creek Road
County $ 29.3 33% $ 9.7
32 Final Report
East Contra Costa Regional Fee Program Update
June 2024
17 # Project Description/ Project Limits Sponsor Total Cost ($ Million)
% Eligible for
Future Fee
Contribution
Future
Potential Fee
Contribution
($ million)
11 Route 84/Vasco Road Widen to 4 lanes to County
line County $ 317.0 100% $ 317.0
12 Pittsburg-Antioch
Highway
Widen to 4 lanes, Auto
Center Drive to Loveridge
Antioch,
Pittsburg $ 55.9 100% $ 55.9
13 Ninth and Tenth
Streets
Couplet improvements, A St
to L St Antioch $ 9.6 100% $ 9.6
14 California Avenue Widen to 4 lanes, Railroad to
Loveridge Pittsburg $ 6.6 100% $ 6.6
15 Willow Pass Road Widen to 4 lanes, Range to
Loftus and Bailey to city limits
Pittsburg,
County $ 14.7 100% $ 14.7
16 James Donlon Blvd
Extension (formerly
Buchanan Bypass)
or Buchanan Road
Improvements
New 2- to 4-lane arterial,
Somersville to Kirker Pass
Road
Improve traffic flow between
Railroad Avenue and
Somersville Road
Pittsburg $ 115.6 68% $ 78.6
17 West
Tregallas/Fitzuren
Widen to 4 lanes, Lone Tree
to Buchanan Antioch $ 53.3 100% $ 53.3
18 West Leland Road
or Evora Road
Extend as a 4-lane arterial,
Santa Teresa Drive to Avila
Road
Pittsburg
$ 33.4 100% $ 33.4
Willow Pass Rd (BP) to Willow
Pass Rd (Concord), widen to
4 lanes
County
19 Wilbur Avenue Widen to 4 lanes, Minaker
Drive to SR 160
Antioch,
County $ 42.7 100% $ 42.7
20 Neroly Road Widen to 4 lanes, Oakley Rd
to Laurel Rd Oakley $ 10.6 100% $ 10.6
21 Deer Valley Road Widen to 4 lanes, Sand Creek
Road to Balfour Road
Antioch,
County $ 31.2 100% $ 31.2
22 Walnut Boulevard Widen to 4 lanes, Brentwood
city limits to SR 4 Bypass County $ 29.5 100% $ 29.5
23 John Muir Parkway
New Roadway between
Balfour Road and Fairview
Avenue
Brentwood $ 17.7
24 Byron Highway Safety Improvements
between Delta Road and SR 4 County $ 20.0 33% $ 6.7
27 Sand Creek Road
Extension of 4-lane roadway
between SR 4 and Deer
Valley Road
Antioch $ 38.1 31% $ 11.8
33 Final Report
East Contra Costa Regional Fee Program Update
June 2024
18 # Project Description/ Project Limits Sponsor Total Cost ($ Million)
% Eligible for
Future Fee
Contribution
Future
Potential Fee
Contribution
($ million)
Existing Program, Regional Transit Projects
25 East County Express
Bus
Planning and design of
regional rapid bus program
Tri-Delta
Transit $ 9.1 33% $ 3.0
26 Commuter Rail eBART extension to Antioch CCTA $ 513.0 Proposed Projects for Updated Program
24B Byron Highway
Extension
Extend road between Delta
Road and Rock Slough Bridge Oakley $ 26.6 31% $ 8.3
28 Empire Avenue
Widening and Rail
Crossing
Construct four-lane arterial
and railroad overcrossing,
between Wicklow Way and
Neroly Road
Oakley $ 45.5 31% $ 14.1
29 Laurel Road
Extension
Extend Laurel Road as a fourlane arterial from Teton Road to Sellers Avenue
Oakley $ 42.0 31% $ 13.0
30 Kirker Pass Road
Truck Climbing Lane
Construct a southbound
truck climbing lane along
Kirker Pass Road
County $ 38.6 96% $ 37.1
31 Camino Diablo Safety
Improvements
Safety improvements
between Vasco Road and
Byron Highway
County,
CCTA $ 7.4 18% $ 1.3
32 Slatten Ranch Road
Extension, South
Segment
New 4-lane roadway from
Wicklow Street to Wild Horse
Road
Antioch $ 28.0 31% $ 8.7
33 Slatten Ranch Road
Extension, North
Segment
New 4-lane roadway from
Wild Horse Road to existing
terminus at the Antioch BART
station
Antioch $ 17.3 31% $ 5.4
34 Viera Avenue
Extension
New 2-lane roadway from
Oakley Road to Slatten Ranch
Road
Antioch $ 10.9 31% $ 3.4
35 Standard Oil Avenue
New 2-lane road from Delta
Fair Boulevard to James
Donlon Boulevard
Pittsburg $ 16.6 100% $ 16.6
36 Loveridge Road
Improvements
Widened sidewalks and
improved bicycle facilities
between SR 4 and PittsburgAntioch Highway
Pittsburg $ 3.0 18% $ 0.5
37 Bailey Road
Improvements
Between Southern City Limits
and West Leland Road, add
turn lanes, sidewalks, and
intersection upgrades
Pittsburg $ 62.1 97% $ 60.2
34 Final Report
East Contra Costa Regional Fee Program Update
June 2024
19 # Project Description/ Project Limits Sponsor Total Cost ($ Million)
% Eligible for
Future Fee
Contribution
Future
Potential Fee
Contribution
($ million)
38 Lone Tree Way Rail
Crossing
Union Pacific undercrossing
widened from Fairview
Avenue to Gann Street
Brentwood $ 32.8 82% $ 26.9
39 SR-4 Operational
Improvement Project
Improve operations along SR
4 between 0.3 miles west of
the SR 4/SR 242 interchange
to the Bailey Road
interchange.
CCTA $ 177.0 50% $ 88.5
40 SR-4 Integrated
Corridor
Management
East County share (i.e., onehalf the total cost) of
Countywide SR-4 ICM
development.
CCTA $ 10.0 50% $ 5.0
41 High-Capacity Transit
from Antioch BART
to Brentwood
Express bus along SR 4
between Antioch and
Brentwood
CCTA $ 14.1 18% $ 2.5
42 Brentwood
Intermodal
Park and ride lot south of the
Lone Tree Way/SR-4
interchange, adjacent to a
future BART station
Brentwood $ 11.6 18% $ 2.1
43 Sellers Avenue Safety
Improvements
Upgrade Sellers Avenue to
current design standards
between Delta Road and
Chestnut Road, and between
Main Canal and Marsh Creek
Road
County $ 27.2 18% $ 4.9
44 East Cypress Rd
Improvement
Construction of East Cypress
Road as a 4-lane arterial
along a new alignment
between Jersey Island Rd and
Bethel Island Rd, with the
existing East Cypress Rd
alignment preserved for local
access
Oakley $20.0 96% $ 19.3
SUM $ 3,526.0 $ 1,547,8
Notes: Projects shown in italics have been completed, so no future fee contributions are anticipated.
Source: ECCRFFA.
Fee Calculations and Application
Table 8 displays the calculated maximum impact fees based on this nexus analysis. These fees have been calculated based on the complete list of projects as shown in Table 7. The total potential future fee contribution toward all the projects shown in Table 7 ($1,547,8 million) has been divided by the total 35 Final Report
East Contra Costa Regional Fee Program Update
June 2024
20 number of future Dwelling Unit Equivalents (DUEs) expected in East County as shown in Table 6 (27,935 DUEs), to calculate the resulting maximum fee per DUE of $55,406. These calculations represent new development’s proportional share of the cost of both the existing ECCRFFA projects that are yet to be completed and the proposed new projects, as determined by this study.
The new maximum fees shown here are substantially higher than the current ECCRFFA fees as were shown in Table 1. This outcome is similar to prior ECCRFFA nexus studies, in that the ECCRFFA Board has typically chosen to impose fees at a level lower than the maximum fees calculated through a nexus analysis. The ECCRFFA program has not generally been intended to serve as the sole source of funding for the projects within the program, but rather as one of several funding sources that can be combined to deliver projects.
The ECCRFFA Board periodically prepares and adopts a strategic transportation improvement plan that defines the priorities for expenditure of ECCRFFA funds over the upcoming five-year period. This strategic plan takes into account other sources of funds that may become available for each project. One potential source of funds for some projects is the local transportation impact fee established by the local agency; in some cases, elements of a project listed in Table 2 may also appear in a local agency’s fee program. If such a project becomes a priority for ECCRFFA funds as reflected in the ECCRFFA strategic transportation improvement plan, then there is coordination between ECCRFFA and the local agency to ensure that the two programs are being applied in a complementary fashion, which may necessitate adjustments to the local fee program.
Table 8: New Maximum Fee Calculations
Land Use Category New Maximum Fee
Single-Family Residential (dwelling unit) $55,406
Multi-Family Residential (dwelling unit) $30,061
Commercial (square foot) $69.1
Office (square foot) $112.6
Industrial (square foot) $54.2
Other (per peak hour trip) $55,406
Source: Fehr & Peers.
36 Final Report
East Contra Costa Regional Fee Program Update
June 2024
21 5. Summary of Required
Program Elements
This report has provided a detailed discussion of the elements of the East Contra Costa Regional Transportation Impact Fee program and explained the analytical techniques used to develop this nexus study. The report addresses the following fee program elements required by the Mitigation Fee Act (Government Code Section 66000 et seq), as summarized below.
Fundamental Nexus Requirements
Section 66001 contains several fundamental requirements that an agency must document when establishing or imposing an impact fee.
1. Identifying the purpose of the fee
The ECCRFFA program is established for the purpose of supporting regional public infrastructure improvements and facilities needed to mitigate the traffic-related impacts of new development in eastern Contra Costa County.
2. Identifying how the fee will be used and the facilities to be funded through the fee The fee is used to help fund capital improvement projects that will accommodate future transportation needs throughout the ECCRFFA area. Table 2 identifies the projects eligible to be funded through the fee.
3. Determining a reasonable relationship between the fee’s use and the type of development on which the fee is imposed
As described in this report, different types of development generate traffic with different characteristics.
The calculations presented in Table 5 account for these characteristics by calculating the travel-related characteristics of different land use types. These considerations account for the differential impacts on the transportation system generated by different development types.
4. Determining a reasonable relationship between the need for the public facility and the type of development on which the fee is imposed
The need for the facilities listed in Table 2 has been established through local and regional planning processes prepared by the Contra Costa Transportation Authority and the ECCRFFA member agencies. 37 Final Report
East Contra Costa Regional Fee Program Update
June 2024
22 5. Determining a reasonable relationship between the amount of the fee and the cost of the public facility (or portion of facility) attributable to new development Section 4 of this report describes the calculations applied to determine the cost of the public facility that is attributable to new development in the ECCRFFA area, accounting for the effects of existing deficiencies. Thus, a reasonable effort has been made to quantitatively establish the relationship between the fees charged in the ECCRFFA program and the costs of public improvements attributable to new development within eastern Contra Costa County.
Additional Elements
Due to recent changes in state legislation, Section 66016.5 now defines several additional elements beyond the fundamental nexus requirements that have historically been part of the Mitigation Fee Act.
These additional elements include the following:
• If a nexus study supports the increase of an existing fee, review the assumptions of the nexus study supporting the original fee and evaluate the amount of fees collected under the original fee.
As expected, the proposal to add 18 new projects to the program does result in an increased maximum fee calculated through this nexus analysis process. However, the intent is not to impose an increased fee, but rather to modify and update the list of capital improvement projects that would be considered eligible to receive ECCRFFA funds. As described in Section 1 of this report, the ECCRFFA program has been in place for many years and has been updated several times, most recently in 2020. All of the updates have maintained the same program structure as was initially established, and assumptions about future growth and future capital improvements have been updated each time using the most current data available. Further, ECCRFFA periodically conducts a “program assessment” to review the fee program’s assumptions and evaluate its progress. The most recent program assessment was just recently completed and is attached as an appendix to this report. The assessment concluded that the program structure has remained stable, the estimated costs of the projects in the program have remained in line with expectations, and the growth projections used in the fee calculations continue to be reasonable. The total amount of fees collected through the ECCRFFA program from inception are approximately $491 million.
• Calculate a fee imposed on a housing development project proportionately to the square footage of proposed units of the development, or explain why that would not be an appropriate metric for calculating fees.
The ECCRFFA fees on housing developments have always been calculated based on the type of unit, with one fee level for single-family units and a different (lower) fee level for multi-family units. This has been a common practice for most fee programs around the state for many years. 38 Final Report
East Contra Costa Regional Fee Program Update
June 2024
23 In the case of ECCRFFA, this practice aligns with the methods used by the member agencies in calculating their own local transportation impact fees, which are also imposed based on the type of unit. (All of the ECCRFFA member agencies except the City of Antioch have local fee programs to fund local transportation improvements, which are charged in addition to the ECCRFFA fees.) In addition, this practice aligns with the data that is readily available about the transportation impacts of housing developments; industry-standard reference documents about the trip generation rates, trip lengths, and pass-by/diverted trip characteristics of new development projects present that data either for all types of housing units combined or for a few different types of housing units, and do not typically present that data based on the unit size. Examples of data sources routinely used to support fee calculations include the ITE Trip Generation Manual, the ITE Trip Generation Handbook, the SANDAG Brief Guide of Vehicular Traffic Generation Rates, and the California Household Travel Survey.
The Mitigation Fee Act requires that there be a demonstrated relationship between the fee being charged to a new development and the level of demand that development places on public facilities and services. As described previously, the calculations presented in Table 5 account for these characteristics by calculating the travel-related characteristics of different land use types.
These considerations account for the differential impacts on the transportation system generated by different development types. There is no available reference document that directly links trip generation rates to the square footage of a housing unit. Given the lack of readily available reference data about how the size of a housing unit might be related to the demand that unit would place on the transportation system, some agencies in California have undertaken statistical analyses to attempt to better understand that relationship.
Several of these recent statistical analyses have found limited information available from which to derive conclusions. The analyses cite some sources of information that link trip generation rates to the number of people living in a housing unit, although those sources often present values that are averaged over large geographic areas and the results can differ substantially; for example, some analyses cite the 2017 National Household Travel Survey which indicates that a 4-person household in California generates 12.6 daily trips, while others cite a 2012 national report on Travel Demand Forecasting: Parameters and Techniques that indicates a 4-person household generates 16.1 daily trips. These analyses then estimate the relationship between the number of people living in a house and the square footage of the house using US Census data, and then combine those factors to estimate trip generation rates by house size.
An alternative approach has been taken in Western Riverside County, where an analysis was done based on actual trip generation rates and house size data collected from residential neighborhoods throughout that region. This locally-specific analysis found that single-family house size explained approximately one-half of the variation in trip generation rates, while the other half of the variation was related to other economic and demographic factors such as household income, number of residents with jobs, number of school-age children in the household, number of vehicles owned by the residents, and other factors. In addition, the 39 Final Report
East Contra Costa Regional Fee Program Update
June 2024
24 relationship between single-family house size and trip generation rates was found to hold only for houses up to 2,500 square feet; for larger houses, the statistical relationship was much less strong.
No statistically significant relationship was found for multi-family developments.
In light of the lack of consistent and available sources of data to support conclusions about how housing units of varying sizes affect the transportation system, ECCRFFA has determined that square footage is not currently an appropriate metric to use in calculating fees on residential developments, nor is there substantial evidence that the current method of calculating fees is disproportionate to a residential development’s effects on the transportation system.
Finally, the ECCRFFA Board has adopted a policy related to setting fees for Accessory Dwelling Units (ADUs), which are relatively small units located on a parcel already occupied by a primary dwelling unit. Per the policy (https://www.eccrffa.org/wp-content/uploads/2024/05/ECCRFFAPolicy-for-Accessory-Dwelling-Units-ADUs.pdf), ADUs are either exempt from ECCRFFA fees or are charged a reduced fee, depending on the size of the unit. Notwithstanding the lack of data on the relationship between housing unit size and effects on the transportation system, discussed above, this ECCRFFA policy is consistent with state ADU law. This ECCRFFA policy supports smaller developments and, in conjunction with a fee structure that is not disproportionate to a residential development’s effect on the transportation system, ensures smaller developments are not charged disproportionate fees.
• In large jurisdictions, adopt a capital improvement plan as a part of the nexus study.
For this purpose, a large jurisdiction is defined as a county with a population of at least 250,000 and all the cities within that county, so the ECCRFFA area would meet the definition of a large jurisdiction.
ECCRFFA does not function as a direct project sponsor, but instead provides funds to the agencies that deliver capital improvement projects in eastern Contra Costa County. ECCRFFA regularly prepares and updates a strategic transportation improvement plan that describes the planned expenditure of ECCRFFA funds on specific projects over the coming five-year period (the current ECCRFFA strategic transportation improvement plan can be found at https://www.eccrffa.org/documents/). In addition, all of the ECCRFFA member agencies and project sponsors regularly prepare their own capital improvement plans to guide the expenditure of funds on capital improvements within their jurisdictions. For a particular project to receive ECCRFFA funds, that project must be reflected in the ECCRFFA strategic transportation improvement plan and must also be included in the project sponsor’s capital improvement plan. 40 Final Report
East Contra Costa Regional Fee Program Update
June 2024
25 Appendix A: 2024 Program Assessment
41 100 Pringle Avenue | Suite 600 | Walnut Creek, CA 94596 | (925) 930-7100 | Fax (925) 933-7090 www.fehrandpeers.com
Memorandum
Date: May 8, 2024
To: Dale Dennis, Program Manager, East Contra Costa Regional Fee & Financing Authority From: Julie Morgan and Bruno Lertora, Fehr & Peers
Subject: Assessment of the East Contra Costa Regional Transportation Impact Fee Program 1001-1655.03
Background
The East Contra Costa Regional Fee & Financing Authority (ECCRFFA) oversees a regional development impact fee program that generates funds to support the construction of capital improvements to the regional transportation system in eastern Contra Costa County. In the summer of 2005, the ECCRFFA Board approved a comprehensive nexus study called the East Contra Costa Regional Fee Program Update Final Report, referred to here as the ”2005 Report”.
All ECCRFFA member jurisdictions adopted an updated set of fees pursuant to that report.
Since that time, the fees have been adjusted annually to reflect changes in construction costs.
Beginning in 2008-2009, a fee rebate program was established in response to the economic downturn. The fee rebate has been reduced over time, but the Authority has continued to implement a 15% fee rebate since January 1, 2017. The latest update of the project list was approved in October 2020, and was documented in a report called East Contra Costa Regional Fee Program Update Final Report referred to here as the ”2020 Report”.
Periodic program assessments have been conducted and documented over the years, the most recent being completed in 2017, to evaluate the progress of the program in funding and delivering projects on the project list. This memorandum is a new program assessment, building upon the most recent assessment from 2017 and incorporating current information to the extent available.
Capital Projects and Delivery Status
The current ECCRFFA program includes a list of 27 capital projects that are eligible for funding through fee revenues. Table 1 presents the list of capital projects, the estimated cost of each project, and its current status. For those projects that are completed or under construction, the 42 Dale Dennis
May 8, 2024
total project cost shown in the table is the actual cost for that project. For those projects yet to be constructed, the total cost shown is based on the cost estimate presented in the 2020 Report, plus a cost escalation factor of 0.375 to bring the 2020 cost estimates up to year 2023 dollars.
Assessment:
• Significant progress has been made in delivering the capital projects on the list. Several major projects have been completed and others are in various stages of being designed, constructed, or closed out.
• Per the information provided, ECCRFFA is still committed to delivering the program of projects identified in the 2020 Report.
• The actual costs of the capital projects on the list have generally remained relatively consistent with the cost estimates presented in the 2005 Report. At the time of the 2005 Report, the total aggregate cost of the full list of capital projects was $1.69 billion. The construction cost escalation factor between 2005 and 2023 is 1.004; applying that factor to the total cost from 2005 equates to $3.39 billion in 2023 dollars. The current estimate of project costs shown in Table 1 (excluding project #27, which was not part of the 2005 Report) is $2.9 billion; it is logical that this value would be lower than the fully escalated cost, because some of the projects were completed years ago and the costs of those projects shown in Table 1 have been fixed at their actual values and have not been escalated to current dollars.
Development Patterns and Fee Expectations
Both the 2005 Report and the 2020 Report addressed a 21-year planning period, from 2005 to 2025 and from 2020 to 2040, respectively. These reports included projections of future population and employment growth throughout the East County area for that planning period, which were used in calculating an appropriate fee per unit of new development. Table 2 shows a comparison between these projections. As seen on this table, the 2020-2040 projected employment growth in East County is around 30 percent of what was projected in 2005, while the projected residential growth is very similar in both cases. Table 2 also presents an updated growth projection between 2023 and 2040 that results from interpolating the 2020 Report projections to the current year.
Table 3 shows the fee amounts that are currently levied on new development in East County.
Applying the current fee amounts to the updated growth projections, and accounting for the ongoing 15% fee discount that is being applied, results in an estimate of total fee revenue over the 2023-2040 time period of about $533 million (in current year dollars). For reference, Table 3 also shows the total fee revenues that have been collected from the inception of the program through 2023, at about $491 million.
43 Dale Dennis
May 8, 2024
Assessment:
• The 2005 Report estimated fee revenue of $406.5 million (in 2005 dollars) over the 21- year planning horizon of that study, or an average of approximately $19 million per year.
The updated projections from 2023 to 2040 indicate revenues of approximately $29 million (in current dollars) annually going forward.
Program Funding Status
The fee revenues generated by the ECCRFFA program are one of several funding sources that are used to support regional transportation improvements. The 2005 Report included a discussion of the broader funding picture for the full ECCRFFA program; this included known and anticipated revenues from the fee program, the countywide sales tax program (at that time, Measure C and Measure J), regional fund sources such as RM2, state sources such as the STIP, and other funding programs. The conclusion of the 2005 Report was that the majority of the project funding had been identified, but there remained a shortfall of approximately $390 million (in 2005 dollars).
The 2017 program assessment concluded that the program’s shortfall was approximately $552 million (in 2017 dollars).
Table 4 provides an updated picture of the funding status of the projects included in the ECCRFFA program. The table includes an accounting of fee revenues already collected and those anticipated, known funding that has already been used to support or is committed to specific projects, and funds that are available for programming through the Measure J Strategic Plan Update. Taken together, the program is now anticipated to have a shortfall of approximately $601 million (in current dollars). Converting that number to 2005 dollars would result in a shortfall estimate of $300 million, indicating that the overall program shortfall has decreased in real terms compared to the original calculation of $390 million in 2005.
Assessment:
• Fee revenue collections have been strong during periods of relatively high economic activity, and the region has successfully attracted funding from other sources. In constant dollars, the program shortfall has declined compared with what was predicted in the 2005 Report.
Conclusions
This memo has presented a basic assessment of the status of the ECCRFFA program. Based on the information presented here, the program has been tracking well compared to the expectations from the 2005 and 2020 Reports. Substantial progress has been made on project delivery and the region remains committed to the list of capital projects. The region has successfully attracted funds from other sources for many of its projects. 44 Dale Dennis
May 8, 2024
Table 1: ECCRFFA Project List
Number Project Description/Project
Limits
Jurisdiction Total
Cost ($
million)
Potential or
Actual Fee
Contribution
($ million)
Status
1 SR 4 Freeway
widening
Railroad Avenue to
Loveridge Road, widen to
8 lanes
CCTA $101.0 $2.0 Completed
Loveridge interchange CCTA $157.8 Completed
Loveridge to Bypass (8
lanes to Hillcrest, 6 lanes
to Bypass)
CCTA $374.7 Completed
Hillcrest interchange
expansion CCTA $10.0 Completed
2 SR 4 Bypass
Segment 1
Phase 1, 6 lanes to Laurel,
interchanges at Laurel Rd
and Lone Tree
Bypass Authority $113.7 $88.7 Completed
Phase 2, SR 160
interchange Bypass Authority $50.1 $0.2 Completed
Laurel interchange, phase
2 Bypass Authority $1.0 $1.0 Completed
3 SR 4 Bypass
Segment 2 Phase 1, 2 lanes Bypass Authority $33.3 $33.3 Completed
Phase 2, 4 lanes, Sand
Creek Road to Balfour
Road
Bypass Authority $16.0 Completed
Widen to 6 lanes, Laurel
Road to Sand Creek Road Bypass Authority $39.9 $39.9
Sand Creek interchange
and 4 lanes, Laurel to
Sand Creek
Bypass Authority $43.8 $5.8 Completed
4 SR 4 Bypass
Segment 3
Balfour to Marsh Creek (2
lanes) plus Marsh Creek
east-west connector
Bypass Authority $77.8 $77.8 Completed
Marsh Creek to Vasco, 2
lanes Bypass Authority $12.6 $12.6 Completed
Segment 3, widen to 4
lanes, and Balfour
interchange Phase 2
Bypass Authority $81.1 $81.1
Balfour interchange Phase
1 Bypass Authority $58.0 $28.0 Completed
Marsh Creek interchange Bypass Authority $51.2 $51.2
Vasco interchange Bypass Authority $42.7 $42.7
45 Dale Dennis
May 8, 2024
5 Laurel Road
extension
SR4 Bypass to Empire, 6
lanes Bypass Authority $22.6 $22.6 Completed
6 SR 239/84
Connector
Armstrong Road
extension, 2 lanes
(formerly Byron Airport
Road)
County $161.0 $161.0
Environmental
Phase in
Progress
7 SR 239
Corridor study and
preliminary design (no
construction costs)
County $101.0 $101.0
Environmental
Phase in
Progress
8 SR 4 (Main St or
Brentwood Blvd)
widening
Vintage Pkwy in Oakley to
Marsh Creek bridge in
Brentwood and from
Chestnut Street to Balfour
Road in south Brentwood,
4 lanes
Oakley,
Brentwood $24.5 $24.5 Partially
Completed
9 Balfour Road
widening
Deer Valley to Brentwood
city limits, widen to 4
lanes
County $14.2 $14.2
10 Marsh Creek
Road/Deer Valley
Road Safety
Enhancements
Marsh Creek: Walnut
Boulevard to Clayton;
Deer Valley: Balfour Road
to Marsh Creek Road
County $29.3 $9.7
11 Route 84/Vasco
Road
Widen to 4 lanes to
County line County $317.0 $317.0
Northern Parallel Arterials
12 Pittsburg-Antioch
Highway
Widen to 4 lanes,
Somersville to Loveridge
Antioch,
Pittsburg $55.9 $55.9
13 Ninth and Tenth
Streets
Couplet improvements, A
St to L St Antioch $9.6 $9.6
14 California Avenue Widen to 4 lanes, Railroad
to Loveridge Pittsburg $6.6 $6.6 Partially Completed
15 Willow Pass Road
Widen to 4 lanes, Range
to Loftus and Bailey to
city limits
Pittsburg,
County $14.7 $14.7
Southern Parallel Arterials
16 James Donlon Blvd
Extension (formerly
Buchanan Bypass)
New 4-lane arterial
(perhaps 2 lanes,
depending on study
results)
Pittsburg
$115.6 $78.6
Design in
Progress (for
James Donlon
Blvd Extension)
or Buchanan Road Widen to 4 lanes, Railroad
to Somersville Pittsburg
17 West
Tregallas/Fitzuren
Widen to 4 lanes, Lone
Tree to Buchanan Antioch $53.3 $53.3
46 Dale Dennis
May 8, 2024
18 West Leland Road Extend, San Marco to
Avila Road (Concord) Pittsburg
$33.4 $33.4
or Evora Road
Widen to 4 lanes, Willow
Pass (BP) to Willow Pass
(Concord)
County
Regional Arterial Projects
19 Wilbur Avenue Widen to 4 lanes, Minaker
Drive to SR 160 Antioch, County $42.7 $42.7
20 Neroly Road Widen to 4 lanes, Oakley
Rd to Laurel Rd Oakley $10.6 $10.6
21 Deer Valley Road Widen to 4 lanes, Antioch
city limits to Balfour Road County $31.2 $31.2
22 Walnut Boulevard
Widen to 4 lanes,
Brentwood city limits to
SR 4 Bypass
County $29.5 $29.5
23 John Muir Parkway
New Roadway between
Balfour Road and Fairview
Avenue
Brentwood $17.7 $3.6
ECCRFFA
commitment
completed
24 Byron Highway
Safety Improvements
between Delta Road and
SR 4
County $20.0 $6.7
27 Sand Creek Road
Extension of 4-lane
roadway between SR 4
and Deer Valley Road
Antioch $38.1 $11.8
Regional Transit Projects
25 East County Express
Bus Tri-Delta Transit $9.1 $3.0
26 Commuter Rail CCTA $513.0 $38.0 Completed
TOTAL $2,935.3 $1,543.5
Table 2: East County Growth Projections
Growth Projections
from 2005-2025
(from 2005 Report)
Growth Projections
from 2020-2040
(from 2020 Report)
Updated Projections from
2023-2040
New Households 29,293 29,889 25,406
New Jobs 50,971 15,132 12,862
47 Dale Dennis
May 8, 2024
Table 3: ECCRFFA Fee Revenues
ECCRFFA Fee Schedule (2024)
Single-Family Residential (per DU, accounting for 15% fee rebate)
$24,066
Multi-Family Residential (per DU, accounting for 15% fee rebate)
$14,773
Commercial (per SF) $2.35
Office (per SF) $2.04
Industrial (per SF) $2.04
Anticipated Fee Revenues ($ million)
Total Estimated ECCRFFA Revenue at Full Fees, 2023-2040 $624.7 Fee Revenues Foregone Due to 15% Discount, 2023-2040 $92.1 Total Future Fee Revenues Anticipated, 2023-2040 $532.6 ECCRFFA Fees Collected, Inception – 2023 $491.0
Total Fee Revenues, Inception through 2040 $1,023.6
48 Dale Dennis
May 8, 2024
Table 4: ECCRFFA Program Funding Considerations
Program Funding Sources ($ million)
Total Program Cost $2,935.3
Total Future Fee Revenues Anticipated, 2023-2040 $532.6 Fees Already Collected, Inception through 2023 $491.0
Measure J Funds - 2022 Strategic Plan Update
(James Donlon Extension - $7.3M)
$7.3
Other Known Funds (see below) $1,303.6
Total Funding $2,334.5
Total Surplus/Deficit ($600.8)
Other Known Funds for Specific Projects ($ million)
Railroad Avenue Interchange $101.0
Loveridge Road Interchange $157.8
SR 4, Somersville to SR4 Bypass $374.7
eBART Extension to Hillcrest Avenue $475.0
SR160/SR4 Connectors $49.9
SR 4 Bypass Segments 1 and 3 $25.0
Sand Creek Interchange and Widening from Laurel to Sand Creek Road $49.2
Balfour Road Interchange and Widening from Sand Creek to Balfour $46.0
Future RM3 funds: Byron Airport Connector ($10M) and Vasco Road Improvements ($15M) $25.0
TOTAL $1,303.6
49 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: October 8, 2024
TO: Joshua McMurray, City Manager
FROM: Robert Barker, Information Technology Manager
SUBJECT: Adopt a Resolution Authorizing the City Manager to Execute an Agreement with Canon Solutions for the Lease and Maintenance of Five New Multifunction Printers
Background and Analysis
The City currently owns 29 printers made by nine different manufacturers. Most of these printers are desktop units primarily in operation for reasons of privacy and security; certain sensitive documentation cannot be printed to a shared printer in case it is accidentally viewed by someone who is unauthorized to do so. Maintaining and supplying this large and varied fleet of printers is administratively difficult and time consuming. Desktop printers are typically far more expensive to run and are much less efficient than larger multifunction copiers.
The City’s larger Multifunction Printers (MFPs) are owned by the City and have reached or are reaching end-of-life. These copier/scanner/printer combination units have begun to incur large repair costs and cause significant frustration and delay to employees when they are forced to regularly call for service.
The City currently has no way of tracking printer usage, or accurately recharging departments for their portion of shared printer usage. Due to lack of tracking, it is currently impossible to identify when staff are accidentally misusing expensive color printing when black and white would suffice. Despite the use of large numbers of desktop printers, the City is also still vulnerable to the possibility of sensitive information being seen by unauthorized individuals at copiers. All of these issues would be resolved by the implementation of a modern print management system that would allow staff to release their prints using their ID cards.
There is currently no mobile or remote printing functionality available to staff. In an increasingly mobile world, all information collected via cellphone or tablet must be manually transferred to a desktop computer before it can be printed. This functionality would also be met via a print management software solution.
During initial scheduled meetings with department heads, it was brought to the IT Manager’s attention that printing was one of the biggest problems that staff were encountering from an IT perspective. The IT Manager worked with four different Approved and
Forwarded to the
City Council
50 STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us providers, Canon, Caltronics, Global Office Inc. and Ricoh to assess whether the City’s needs would be better met via a lease agreement, which includes maintenance, service and pricing for supplies. It was determined that a lease agreement would represent a more efficient and cost-effective way of handling our printing infrastructure. Leased multifunction copier units, coupled with a fit-forpurpose print management software solution would allow for the City to do away with the large majority of expensive desktop units, to centrally manage most printing costs and to have all supplies, service and maintenance taken care of by one company within the costs of the lease. At the end of the lease, the City can opt to release brand new printers via Canon, or shop around with other vendors to see if better pricing exists.
To purchase replacement copier units outright and purchase a suitable print management solution to ensure security, privacy and provide administrative functions would cost approximately $75,000 and leave the City with responsibility to source additional maintenance and service contracts. Canon Solutions America has provided a quote for the lease of equipment at a cost of approximately $70,380 over five years, which includes: five multifunction color copier units; all maintenance, service and supplies for the units; and a print management software solution.
Contracting with Canon Solutions America makes administration more efficient under one vendor, and maintenance and service technicians are employed directly by Canon to work on Canon equipment.
Consistency with the Oakley Strategic Plan 27+
The analysis and implementation of technology improvements is consistent with both the Oakley Strategic Plan 27+ Community Health and Safety, Finance and Fiscal Responsibility and Sustainable Organization goals.
Fiscal Impact
The proposed contract with Canon Solutions America, utilizing Omnia Partners’ joint purchasing agreement, is for $1,173 per month plus taxes over a five-year term. This is approximately $4,620 less than purchasing the units outright, while also reducing administrative overhead in the form of staff time. The cost for the initial year is included in the FY 2024/2025 budget.
Staff Recommendation
Staff recommends the City Council adopt the proposed resolution authorizing the City Manager to execute an agreement with Canon Solutions America for the lease and maintenance of five new copiers.
51 STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 3
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us Attachments
1. Proposed Resolution
52 Resolution No. XX-24 Page 1 of 1
RESOLUTION NO. X-24
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY AUTHORIZING
THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH CANON SOLUTIONS
FOR THE LEASE AND MAINTENANCE OF FIVE NEW MULTIFUNCTION PRINTERS WHEREAS, the City currently owns 29 printers made by nine different manufacturers and maintaining and supplying this large and varied a fleet of printers is administratively difficult and time consuming and desktop printers are typically far more expensive to run and are much less efficient than larger multifunction copiers; and WHEREAS, the City’s larger Multifunction Printers (MFPs) are owned by the City and have reached or are reaching end-of-life and these copier/scanner/printer combination units have begun to incur large repair costs, and cause significant frustration and delay to employees when they are forced to regularly call for service; and WHEREAS, the City currently has no way of tracking printer usage cost by department for their portion of shared printer/copier usage and sensitive information printed before an employee can get to the printer may be seen by others, which would be resolved by the implementation of a modern print management system using staff’s ID cards and mobile or remote printing functionality.
BE IT RESOLVED by the City Council of the City of Oakley that the City Manager is authorized to execute an agreement with Canon Solutions for the lease and maintenance of five new Multifunction Printers is hereby approved.
PASSED, APPROVED AND ADOPTED this 8th day of October 2024 by the following vote.
AYES:
NOES:
ABSTENTION:
ABSENT:
APPROVED:
___________________
Anissa Williams, Mayor
ATTEST:
____________________ ________
Libby Vreonis, City Clerk Date
53 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: October 8, 2024
TO: Joshua McMurray, City Manager
FROM: Kim Snodgrass, Deputy City Clerk
SUBJECT: Adopt a Resolution Amending the City’s Proclamation Policy to add 1) Recognition of the Delta Association of REALTORS®, 2) Code Enforcement Appreciation Week 3) Internal Department Recognitions to the Approved Proclamation List.
Background and Analysis
On August 9, 2022, the Oakley City Council approved a proclamation policy. In accordance with the policy, the Mayor, without formal action of the City Council, may issue proclamations on behalf of the City Council that adhere to the policy and are on a pre-approved list adopted by the City Council. Proclamations not on the list may be submitted and brought forth to the City Council for consideration. Recognition of the Delta Association of REALTORS® and Code Enforcement Appreciation Week are not on the pre-approved list; therefore, approval is requested. In addition, staff recommends adding language in order to present proclamations to other internal departments that may not already be on the pre-approved list.
Consistency with the Oakley Strategic Plan 27+
Council engagement with community partners is consistent with the Community and Collaborative Partnerships Goal in the Oakley Strategic Plan 27+.
Fiscal Impact
None.
Staff Recommendation
Staff recommends that the City Council review the requested proclamations and either approve or deny.
Attachments
1. Proposed Resolution
2. Sample Proclamations
Approved and
Forwarded to the
City Council
54 Resolution No. XX-24 Page 1 of 1
RESOLUTION NO. XX-24
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY AMENDING THE CITY’S APPROVED PROCLAMATION LIST
BE IT RESOLVED by the City Council of the City of Oakley that the City’s Approved Proclamation List is hereby Amended to add 1) Recognition of the Delta Association of REALTORS®, 2) Code Enforcement Officer Appreciation Week, and 3) Internal Department Recognitions.
PASSED AND ADOPTED by the City Council of the City of Oakley this 8th day of October 2024 by the following vote:
AYES:
NOES:
ABSTENTION:
ABSENT:
APPROVED:
___________________
Anissa Williams, Mayor
ATTEST:
____________________ __________________
Libby Vreonis, City Clerk Date
55 56
PROCLAMATION
Code Enforcement Officer Week
WHEREAS, Code Enforcement Officers provide for the safety, health and welfare of the citizens in this community through the enforcement of building, zoning, housing, animal control, fire safety, environmental and other codes and ordinances; and WHEREAS, Code Enforcement Officers are responsible for improving neighborhoods and the quality of lives of the residents in the community; and WHEREAS, every day, assisted by support and program staff, they attempt to provide quality customer service to the public for the betterment of the community; and WHEREAS, too many times their efforts go unnoticed, even after code compliance has been accomplished due to their efforts and expertise; and
WHEREAS, Code Enforcement Officers are dedicated, well trained, and highly responsible individuals who take their jobs seriously and are proud of their department and the local government within which they serve; and
WHEREAS, the California Association of Code Enforcement has declared the second week of October be set aside by local government to honor and recognize their Code Enforcement Officers.
NOW, THEREFORE, BE IT RESOLVED that we, the Oakley City Council do hereby proclaim the week of October 6-12th as Code Enforcement Officer Week in the City of Oakley. 57 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: October 8, 2024
TO: Joshua McMurray, City Manager
FROM: Derek Cole, City Attorney
SUBJECT: Resolution of the City Council of Oakley Accepting a Grant Deed Conveying to the City of Oakley Certain Real Property Interests (portions of 041-021-025-6, located on Neroly Road)
Background and Analysis
A property owner who owns property on Neroly Road near the boundaries of the Cities of Oakley and Antioch has offered to convey as gift two parcels of real property. The proposed action would authorize the City s receipt of one of the parcels. A further action to accept the second parcel is likely to be presented to the City Council at a meeting in December of this year.
Consistency with the Oakley Strategic Plan 27+
The proposed action is consistent with The City’s Sustainable Organization Goal.
Fiscal Impact
There is not significant fiscal impact to the City associated with its acceptance of the real property.
Staff Recommendation
The City Council is requested to adopt the Resolution of the City Council of Oakley Accepting a Grant Deed Conveying to the City of Oakley Certain Real Property Interests
Attachments
1. Proposed Resolution Accepting Real Property
2. Draft Grant Deed
Approved and
Forwarded to the
City Council
58 Resolution No. XX-24
4896-1267-8634.1
RESOLUTION NO. XX-24
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY ACCEPTING A
GRANT DEED CONVEYING TO THE CITY OF OAKLEY CERTAIN REAL PROPERTY INTERESTS (APN 041-021-025-6)
WHEREAS, California Government Code Section 27281 provides that deeds or grants conveying an interest in fee or easement upon real estate to a political corporation or governmental agency for public purposes shall not be accepted for recordation without the consent of the grantee evidenced by its resolution of acceptance; and, WHEREAS, certain real property interests have been presented to the City of Oakley (hereinafter "City") for acceptance; and,
WHEREAS, the real property interests are set forth in a grant deed, attached hereto as Exhibit "A" and incorporated herein by this reference (hereinafter "Deed"); and, WHEREAS, Exhibit "A" also sets forth the names of the grantor(s) of the real property interests as well as the location of the real property interests; and WHEREAS, the owner(s) of the real property interest described in Exhibit "A" have offered to convey to the City the real property interests therein; and WHEREAS, the City Council of the City of Oakley does hereby find and determine that it is in the best interests of the City to accept the Deed.
NOW THEREFORE, BE IT RESOLVED by the City Council of the City of Oakley hereby finds and directs as follows:
1. The foregoing recitals are true and correct.
2. The Deed, which is described in Exhibit "A," is hereby accepted by the City Council.
3. The City Manager is hereby authorized to sign the Certificate of Acceptance for said property in the form attached to this Resolution.
4. The City Clerk is hereby authorized and directed to cause the Deed to be recorded in the Office of the County Recorder for the County of Contra Costa.
59 Resolution No. XX-24
4896-1267-8634.1
PASSED AND ADOPTED by the City Council of the City of Oakley this 8th day of October 2024 by the following vote:
AYES:
NOES:
ABSTENTION:
ABSENT:
APPROVED:
___________________
Anissa Williams, Mayor
ATTEST:
___________________ ___________________
Libby Vreonis, City Clerk Date
60 Resolution No. XX-24
4896-1267-8634.1
CERTIFICATE OF ACCEPTANCE
This is to certify that the interest in the real property conveyed by the grant deed dated [insert] from Kenneth P. Graunstadt, Trustee of the Kenneth P. Graunstadt 2007 Trust, to The City of Oakley, a municipal corporation, is hereby accepted by the undersigned officer on behalf of the City of Oakley, a municipal corporation, pursuant to authority conferred by Resolution No. XX-24 of the City Council of the City of Oakley, adopted on October 8, 2024, and the City of Oakley consents to recordation thereof by its duly authorized officer.
Dated: By:
Joshua McMurray
City Manager
61 Resolution No. XX-24
4896-1267-8634.1
EXHIBIT A
62 63
64 65
Proclamation
Community Planning Month
WHEREAS, change is constant and affects all cities, towns, suburbs, counties, boroughs, townships, rural areas, and other places; and
WHEREAS, community planning and plans can help manage this change in a way that provides better choices for how people work and live; and
WHEREAS, community planning provides an opportunity for all residents to be meaningfully involved in making choices that determine the future of their community; and WHEREAS, the full benefits of planning requires public officials and citizens who understand, support, and demand excellence in planning and plan implementation; and WHEREAS, the month of October is designated as National Community Planning Month throughout the United States of America and its territories, and
WHEREAS, The American Planning Association endorses National Community Planning Month as an opportunity to highlight how planning is essential to recovery and how planners can lead communities to equitable, resilient, and long-lasting recovery; and WHEREAS, the celebration of National Community Planning Month gives us the opportunity to publicly recognize the participation and dedication of the members of planning commissions and other citizen planners who have contributed their time and expertise to the improvement of the City of Oakley; and
WHEREAS, we recognize the many valuable contributions made by professional community and regional planners of the City of Oakley and extend our heartfelt thanks for the continued commitment to public service by these professionals.
NOW, THEREFORE, BE IT RESOLVED that we, the Oakley City Council do hereby proclaim the month of October as Community Planning Month in the City of Oakley in conjunction with the celebration of National Community Planning Month.
October 8, 2024
_________________________
Anissa Williams, Mayor
66 PROCLAMATION
CODE ENFORCEMENT OFFICER APPRECIATION WEEK
WHEREAS, Code Enforcement Officers provide for the safety, health and welfare of the citizens in this community through the enforcement of building, zoning, housing, animal control, fire safety, environmental and other codes and ordinances; and
WHEREAS, Code Enforcement Officers are responsible for improving neighborhoods and the quality of lives of the residents in the community; and
WHEREAS, every day, assisted by support and program staff, they attempt to provide quality customer service to the public for the betterment of the community; and WHEREAS, too many times their efforts go unnoticed, even after code compliance has been accomplished due to their efforts and expertise; and
WHEREAS, Code Enforcement Officers are dedicated, well trained, and highly responsible individuals who take their jobs seriously and are proud of their department and the local government within which they serve; and
WHEREAS, the California Association of Code Enforcement has declared the second week of October be set aside by local government to honor and recognize their Code Enforcement Officers.
NOW, THEREFORE, BE IT RESOLVED, that we, the Oakley City Council, do hereby proclaim the second week of October 2024 as Code Enforcement Officer Appreciation Week in the City of Oakley.
October 8, 2024
__________________
Anissa Williams, Mayor
67 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: October 8, 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, May 2023, and March 2024 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 Dashboard
2. Strategic Plan 27+
Approved and
Forwarded to the
City Council
68 Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
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 progress with planned
outreach initiatives directed at the brokerage
community. This has contributed to a 3% increase
in business retailers within the downtown strategic
planned area between Q1. The newly opened
Mercantile building has an 83% occupancy rate
and retail vacancies across the city remain low.
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. As part of our
2023 Economic Development Work Plan, which
outlines streamlined actionable strategies, we
participated in various ED events and regional
meetings during the Q1 period and engaged with
potential partners. We continue to attend regional
events to target industries that generate job
growth, including ag, tech and biotech.
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.
CDD
ED
This is a continuous endeavor. Through our 2023
Economic Development Work Plan, in
collaboration with fishing tournament teams and
Big Break Marina, we continue to promote
recreational attractions. Our outreach efforts also
focus on attracting standalone restaurants and
prominent retailors to further develop Main Street.
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
1 69
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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
beginning in early 2025.
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 Downtown infrastructure for the train platform
was completed in FY 23-24. Construction of the
train platform is anticipated to start in spring 2025
and should be complete by the end of 2025.
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 the 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
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.
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
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.
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 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. Delta
Pointe project was approved. City awaits
construction.
2 70
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color 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
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. Per the
April 2024 City Council direction, staff will
continue to evaluate the Downtown for a park site.
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 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. The
Delta Pointe project was approved and is awaiting
construction.
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
The downtown area has new parking lots with
electric vehicle chargers and work on the
construction of the new train platform is
beginning.
The Friends of the Oakley Library, City staff and
library/community center stakeholders are actively
looking for grants and donations to fund a larger
library and community center with space for
community organizations.
PD/SST continues to focus on quality of life
issues and are made mindful of the changes
coming to the downtown area. The SST is aware
of the key issues like vandalism and
homelessness that will need to be focused on.
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 The Bridgehead Industrial Project application is
currently undergoing a CEQA analysis (EIR). The
project application includes a rezoning of the
River Oaks Crossing Specific Plan to P-1
(Planned Unit Development) District.
3 71
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color 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
There is no update or current funding for a whole
Shoreline Plan. The County has received grant
funding for a Countywide Shoreline Plan;
however, that plan will focus on sea-level rise.
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
Complete
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 Planning Division will be initiating the
Housing Element Rezone and amendment to the
Affordable Housing Overlay District this fiscal
year.
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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Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color 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 The Code Enforcement Officer and one Code
Enforcement Technician will attend off-site
CACEO training later this calendar year. The
other Code Enforcement Technician will attend
virtual training later this calendar year.
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
We use tools such as Engage (Envision) 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.
5 73
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A30 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Enhance Environmental Stewardship Explore and report on green energy opportunities.
CDD
PW
The City Hall Solar Roof project was completed in
FY 23-24. Staff explores green energy grant
opportunities. The City's Climate Action Plan is
underway with a target date of 2025 for adoption.
Opportunities may come from that Plan.
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 The City Hall Solar Roof project was completed in FY 23-24.
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 installed 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 Complete
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 is underway.
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
6 74
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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 Economic
Development Work Plan, we've streamlined
growth strategies and conducted research on like
cities to identify success practices and tailor our
approach.
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 Economic
Development Work Plan, we've streamlined
growth strategies and conducted research on like
cities to identify success practices and tailor our
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 Economic
Development Work Plan, we've streamlined
growth strategies and conducted research on like
cities to identify success practices and tailor 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 With the introduction on our new Economic
Development Work Plan, we've identified specific
areas and the properties have been declared
surplus.
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 Launched and closed the 1st & 2nd Small Biz
Grant Program and initiated 3rd cohort in Sep
2024. The Facade Improvement Program has
awarded grants to seven businesses and
continues to support nine applicants with
architectural consultations and permit assistance.
A variety of potential financial options were
presented to the Council.
7 75
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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
The 2024 Coupon Book was published. We are
actively engaging with small businesses through
our Recreation social media platforms, promoting
our programs and local events through all our
social media platforms, and advertising financial
assistance opportunities in partnership with the
Chamber of Commerce.
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
The Bridgehead Industrial Project application is
currently undergoing a CEQA analysis (EIR). The
project application includes a rezoning of the
River Oaks Crossing Specific Plan to P-1
(Planned Unit Development) District.
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.
CMO 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.
CMO Ongoing
8 76
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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 Trainings will be scheduled in 2025 after the
adoption of the updated Emergency Operations
Plan.
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 was completed in FY
23-24.
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 continues to keep a close eye on this issue.
The Special Operations sergeant is involved with
the communication chain regarding the
development of widening E. Cypress Road and
communicates key information to officers.
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
9 77
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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 The Right of Way acquisition process is underway
while grant funding options are being explored for
the extension of Laurel Road to Sellers Avenue
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 is now allotted a total of 42 sworn officers.
Traffic/Investigation Units remain fully staffed.
SST is staffed 50% and we are adding a junior
high SRO when we get enough staff on board.
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 up to 42 sworn
people. The "overhiring" of officers is still
permissible and we are seeking qualified
candidates.
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
Complete
B15 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Improve and invest in technology. PD In addition to maintaining ALPR contracts, we are working towards securing MOUs with Homeland
Security Investigations and the Secret Service
which will allow us to gain access to additional
technology based forensic services.
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 Complete
10 78
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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 At this point, systems seem cost prohibitive and
we are seeing a trend of agencies moving away
from this technology due to cost issues, impacts
on staff work loads and prosecution standards.
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 PD continues to maintain service contracts with
FLOCK and Vigilant for ALPR services and we
have taken measures to have more live video
feeds transmitted into the PD work spaces.
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 PD continues to engage in neighborhood watch
consultations, we roll out a robust National Night
Out program and we enjoy a healthy social media
presence/interaction 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 PD continues to share resources with neighboring
agencies, primarily in the form of traffic
(COCOMO), drone operators and 3D scanner
technology.
B21 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Expand the Citizen Emergency Response Training (CERT) program.
PD PD identified a person in the community who was
willing to be the lead in a CERT program. The
B22 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Dedicate traffic enforcement team to improve traffic safety
PD The PD Traffic Unit remains fully staffed with
three officers and a 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. Recently the
Traffic Unit set high water marks for numbers of
enforcement actions taken on a monthly basis.
11 79
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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
Ongoing
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 Ongoing application of the OTS grant.
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 Ongoing
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
Complete
B30 Community Health
and Safety
Safe and
Healthy
Neighborhoods
Promote community service opportunities to
build the community and beautify Oakley
ALL Ongoing
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.
12 80
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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
Ongoing effort by PD as it relates to homeless
issues.
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 Continue to bring awareness to the Countywide
effort to support and promote the A3 crisis
response.
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 37 (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.
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 of the Oakley Regional Park
is complete and staff is pursuing grant
opportunities to implement the Master Plan.
13 81
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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 Economic Development marketing efforts are
ongoing and staff and the City's grant consultants
continue to look for grant funds to develop the 55-
acre park.
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
14 82
Strategic Plan 2022-2027+ Objectives Dashboard
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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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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 We have continued to partner with non-profits at all of our City events. We have partnered with the
Rotary Club of Oakley to host another 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 The creation of a Neighborhood Committee was
postponed due to the restart of the City's
Leadership Academy and the creation of the City
Council Senior-Specific Subcommittee.
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 in the weekly electronic newsletter, and
includes City and community meetings and
events notices in the Oakley Outreach newsletter,
the City's electronic message board(s).
15 83
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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
D7 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Increase Oakley’s communication through
outward-facing media, social media
platforms, and website.
REC
CMO
Election updates were posted regularly during the
candidate filing period and Recreation staff and
the PIO regularly post events, classes, and public
information on all of the City's social media
platforms, utilize Constant Contact campaigns
and the Oakley Outreach e-news, and created a
new City YouTube channel.
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 will publish a 2024 annual
report in January 2025.
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Strategic Plan 2022-2027+ Objectives Dashboard
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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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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 City awarded a contract for a new website
and is currently in the design phase with an
estimated completion of February 2025.
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 City staff meets with seniors and the two-member
City Council subcommittee as part of the Senior
Specific-subcommittee; the Oakley Youth
Advisory Council continues to hold public
meetings and host events; and the Oakley Library
& Community Center Stakeholders subcommittee
meets monthly.
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 continues to send out a weekly
email request that includes the school, water, and
sanitary districts for community information to
include in the Oakley Outreach e-newsletters.
17 85
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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 continues to send out 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 continues to send out a weekly
email request that includes the school, water, and
sanitary districts for community information to
include in the Oakley Outreach e-newsletters.
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 continues to send out a weekly
email request that includes the school, water, and
sanitary districts for community information to
include in the Oakley Outreach e-newsletters. The
City hosted ISD's Fats, Oil & Grease workshop in
the summer (2024).
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.
18 86
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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 Staff works with Mt. Diablo Resource Recover to advertise events and conduct resident outreach.
The City hosts monthly mulch and composting
giveaways in partnership with MDRR.
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 The PIO includes ConFire's new PIO in the
weekly requests for information for the Oakley
Outreach e-newsletter. A ConFire update was
provided to the City Council on August 13. The
City Council and staff were invited to the E.
Cypress station's new engine event in October
2024.
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 Ongoing
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 successfully developed a new joint use
facility agreement with OUESD for the schooladjacent parks that was approved by the City Council and School Board.
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 successfully developed a new joint use
facility agreement with OUESD for the schooladjacent parks that was approved by the City Council and School Board.
19 87
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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 Assistant City Manager attends monthly MultiAgency 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. City staff continues to
work with the County to develop the Countywide
Local Hazard Mitigation Plan, which once
adopted, opens the City up to federal grant
funding for infrastructure improvements.
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 Regional
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. Tri-Delta Transit provided an update
to the City Council on July 9. ConFire provided an
update to the City Council on August 13,
20 88
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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 Staff partnered with the Friends of the Oakley Library, the Rotary Club of Oakley, the Contra
Costa County Library team, Supervisor Burgis'
team, the Veterans of Oakley, and the Oakley
Senior Citizens with two Councilmembers as part
of the Library & Community Center subcommittee.
The Assistant City Manager created a brochure
for the Oakley Senior Citizens. The City Manager
and Assistant Manager discussed NGO capacity
building with the East Contra Costa STRONG
Collaborative Fund.
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 partnered with the Friends of the Oakley
Library, the Rotary Club of Oakley, the Veterans
of Oakley, and the Oakley Senior Citizens with
two Councilmembers as part of the Library &
Community Center subcommittee. The PIO posts
Lions Club events on the City Hall marquee when
submitted.
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
NGOs Consider creating a Sister City ED This is an ongoing effort 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
21 89
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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 this during the budget presentation in June and will
update again in February with a mid year review.
Staff will continue to provide updates 2 times per
year as well as any updates as needed if things
change significantly.
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
This is provided each fiscal year.
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 Education will continue to be an ongoing
process. Our new ERP software will be used in
the 2026 budget period and will require additional
training and education.
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 Completed - This was provided as part of the
budget presentation for fiscal year 2024/25
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 The Engineering Team collaborates with
neighboring cities on project biddings. The IT
Division utilizes the California Multiple Award
Schedules program and other agencies' approved
procurement programs to streamline the
procurement process.
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 We have through Dec 2026 to spend the
allocated funding. An ARPA update will be
provided with the Mid-Year Budget.
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Strategic Plan 2022-2027+ Objectives Dashboard
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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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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
Complete
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 went live on our new EERP software as of
July of 2024 for Financials and on track to go live
in 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 Complete
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
Safeway has been approved and is beginning
construction.
23 91
Strategic Plan 2022-2027+ Objectives Dashboard
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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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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 an ongoing effort, as outlined in our 2023
Work Plan. The City is consistently reaching out
and cultivating the relations with brokers,
corporations, and developers to boost sales tax
revenue and create jobs. We will be conducting
further research to develop sustainable financial
plans and explore additional options.
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 This is the approach used on all project
programming.
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.
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 Complete
24 92
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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 The software conversion began in Sept 2024 with
an anticipated go live of March 2025 in time for
the 2025/2026 renewal period.
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 We just went live on our new software for
financials in July of 2024. In the coming months
we will be able to utilize the software for financial
reporting.
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
Ongoing effort by PD
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
We just went live on our new software for
financials in July of 2024. In the coming months
we will be able to utilize the software for financial
reporting.
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
Asset Management will be part of the software
conversion. This is not scheduled until the end of
Fiscal year 2025 and beginning of FY 2026
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
25 93
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color 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 of Oakley received the GFOA ACFR
award in FY 2022/2023 and will apply for the
2023/2024 fiscal year in December 2024.
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
FIN The City of Oakley applied for the CSMFO Budget
Award for FY 2024/2025 Budget.
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
measures 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
26 94
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
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 Ongoing
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 Ongoing
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
Ongoing recruitment is occurring. We have our
first recruit in the academy (7/24).
27 95
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color 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 continually look for
ways to keep staff morale high. The Assistant City
Manager meets regularly with 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 Ongoing
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
28 96
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
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 implemented cybersecurity measures
that are ongoing, has installed a new firewall and
SAN, and continues to utilize the helpdesk
ticketing system. The IT Division is in the process
of converting the City's telephone and internet
service to a new provider.
F12 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.
Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.
HR Succession Planning and training will be an
ongoing process that we continue to strive for.
F13 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.
Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.
Grant writer to identify State
and Federal grants to support
Oakley
CMO The City utilizes a contract grant writer and
lobbyist.
F14 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.
Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.
Parks & Recreation staff to
keep up with demands of new
parks and recreational
programming
PW
REC
We continue to look for ways to grow our
recreational offerings to the community.
F15 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.
Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.
Public Works staff to keep up
with demands of new housing,
parks and infrastructure
development and maintenance.
PW Ongoing
F16 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.
Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.
Police to keep up with growing
safety needs
PD The police recruit position is complete. We have
one recruit in the academy and we have two
candidates going through a background process
to see if they would be suitable for the next
academy (7/24).
F17 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.
Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.
Other needs as determined ALL Ongoing, Staffing levels always varry but we are running below a 3% vacancy rate.
29 97
Strategic Plan 2022-2027+ Objectives Dashboard
2024 Update
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 24-25 (1st Quarter)
Objectives Status Color Key:
Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
F18 Sustainable
Organization
N/A Create a City-wide Succession Plan that
anticipates retirement, attrition, and
promotions, and provides opportunity for
development and growth, to build a wellrounded team that is prepared to serve the City now and well into its future.
HR
ALL
The reorganization completed in August 2023
was the first steps in creating this. We are now
set up as Dept/Divisions with Directors and
managers that will allow for succession planning.
Succession Planning and training will be an
ongoing process that we continue to strive for.
F19 Sustainable
Organization
N/A Reinforce a safe and healthy work
environment to protect our employees and
minimize compensation claims.
HR
PD
We are always looking for ways to promote
employee wellness. We work hard to have a
monthly event that employees can participate in.
F20 Sustainable
Organization
N/A Establish trust in City Hall. Reinforce the investment of our revitalized staff and Council and create measurable
partnerships among the trio of Council, staff,
and the community to deliver on Oakley’s cocreated SP27+.
CMO Ongoing
F21 Sustainable
Organization
N/A Establish trust in City Hall. In order to recruit and retain staff, Oakley must improve its public-private
partnership and live its established values to
attract residents, businesses, and
employees alike.
ALL Ongoing
F22 Sustainable
Organization
N/A Establish trust in City Hall. Reinforce Team Oakley: Council, staff, and the public by celebrating successes and
communicating obstacles for full
transparency to create a learning
environment.
ALL Ongoing
F23 Sustainable
Organization
N/A Establish trust in City Hall. Inspire and encourage Oakley staff to be visible and work with the community
at large.
ALL Ongoing
F24 Sustainable
Organization
N/A Establish trust in City Hall. Acknowledge roles and responsibilities per the City’s Governance Guidelines &
Protocols Policy Framework to guide the
execution of the Strategic Plan.
ALL Ongoing
30 98
PLAY WORK LIVE
City of Oakley
STRATEGIC
PLAN
2022—2027+
Adopted April 2022
99 Contents
Oakley’s History...........................................................................2 Mission, Vision, and Values .....................................................4 Goals and Priority Objectives .................................................6 Community and Economic Development Goal...............8 Community Health & Safety Goal..................................... 12 Parks and Open Space Goal................................................. 14 Finance and Fiscal Responsibility Goal ............................ 18 Sustainable Organization Goal ........................................... 20 Team Oakley: Partnering for Success................................ 22 100
Oakley has a vision for its future: Action. For the 5-year Strategic Plan 2027+ (SP27+), the City engaged many diverse community voices to explore who we are, who we want to be, and where we want to go. This process resulted in a clear mission, inspiring vision, redefined values, and a path forward. Now, more than ever, we recognize and celebrate the history, uniqueness, and future potential of our Delta city.
This time in the City’s history is filled with excitement, growth, and so much possibility. SP27+ provides us with a long-term framework to provide exceptional service to residents and businesses while capitalizing on the shoreline to enhance the overall quality of the area for both visitors and businesses, investing in people and technological advances for organizational sustainability, and leveraging recent successes, like the Logistics Center, that can provide regional jobs and associated economic activity and investment. The SP27+ gives us focus and keeps our priorities centered around what matters most to our engaged residents, businesses, and partners.
As one community oriented around action, we collectively set our sights on strategic and thoughtful growth, safe and healthy neighborhoods, vibrant open spaces, collaborative engaged partnerships, and a sustainable organization that will benefit current and future residents and businesses. These goals will be realized through our collective values, to set our PATH forward: Promoting fair and equitable stewardship of our community, Advocating for a collaborative environment, demonstrating Transparency for accountability, and leading with Honesty and integrity. Together we can cultivate an inclusive and vibrant City where we live in a safe community, work together, and play in our backyard.
We look forward to working with you as we take action toward creating a resilient future that fosters and attracts a vibrant and evolving community that welcomes and values all people.
Randy Pope Joshua McMurray
Mayor City Manager
Mayor Randy Pope
Joshua McMurray
101
City of Oakley 2 Strategic Plan 2022–2027+
1860 1870 1880 1890 1900 1910 1920
1860
Farmers settled in the
Oakley area
1889
Almond Growers
Association of East Contra
Costa County formed
1913
First library established
Oakley Women’s Club founded
1900
Santa Fe Railroad first train
1898
First Postmaster appointed
1915
Vineyards developed
1924
Fire struck
Oakley, burning
most of the
businesses in
town
1905
Oakley Hotel built
First annual Oakley Jack Rabbit Bar-b-que
Oakley’s History
Officially incorporated on July 1,
1999, Oakley is the 11th newest city
in California. Oakley is one of the last
pioneer communities established inland from
California’s great coastal centers. Located
beyond the extensive San Francisco Bay, the
area was historically known as a railroad town
along the Santa Fe railroad line and became
San Francisco’s easternmost frontier for
agricultural production in the 1960s.
Early landholders in the 1860s, including Fred
Babbe, Andrew Walker, Samuel Sellers, James
O’Hara, Edward Emerson, and Benjamin F.
Porter, all grew vegetables, fruits, and grains
for the San Francisco Market.
102
City of Oakley 3 Strategic Plan 2022–2027+
1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 2030
1945
Oakley Sanitary District formed
1947
Oakley Observer established
1949
Oakley Observer renamed East Contra Costa Observer
1928
Levee break north of town
flooded 2.5 sq. miles
1950
First shopping center
Chamber of Commerce founded
2009
First Harvest Festival
2020
Contra Costa Logistics
Center broke ground
2022
General Plan
updated and
Strategic Plan
adopted
2010–2021
~2,600 new single
family homes
constructed
2012
First all-abilities playground
2014
Oakley Veterens
Memorial opened
2016
City Police department formed
2019
Recreation Center opened
1986
Miwok skeletons found
in Big Break area
1996
Freedom High School opened
1999
The City of Oakley
incorporated
1930
Fire struck downtown
1955
Water treatment plant
opened
From the early 1900s through the 1960s,
Oakley was a very self-sufficient town as
it supported an automotive and farm
equipment dealership, a hotel, four schools,
several grocery stores, movie theaters,
restaurants, and bars. The Atchison, Topeka,
and Santa Fe railroad – also known as one
of the larger railroads in the United States in
the 1900s – stopped in Oakley morning and
night, allowing easy transport to Stockton for
more expanded shopping opportunities and
cultural enrichment. Transformation of Oakley
from an exclusively agricultural community
to a bedroom community supporting an
industrial waterfront caused community
changes in the late 1950s.
In 1898, a native of Ohio and Civil War
veteran Randolph Marsh bought 12 acres
in the northwest quarter of Section 25 of
eastern Contra Costa that became Oakley
Township, and the streets, Main, Acme,
Ruby, Star, and Home, so christened by
Marsh, recall his name today. During the
same period, Mary O’Hara, wife of Oakley
pioneer James O’Hara, became the first
president of the Ladies Improvement Club,
which was later known as Oakley Women’s
Club, established one of the first free
libraries in Contra Costa County.
Today, Oakley has blossomed into a
growing suburban community
of planned business and commercial
development, landscaped parks, shopping
centers, and abundant leisure opportunities,
including excellent fishing and recreational
boating opportunities along the Delta.
103
City of Oakley 4 Strategic Plan 2022–2027+
Mission, Vision, and Values
As part of the SP27+ community process, the City’s Mission, Vision, and Values reflect our mission to grow with purposeful intent while embracing our diverse and vibrant communities who choose to build their lives and livelihoods in Oakley’s Delta heartland. In recognition that the City is under new leadership and that our community has almost doubled in size, the City is committed to a PATH forward to create a better Oakley today while anticipating who Oakley is becoming. Although the City is still young we are advancing to meet the planned growth that was set almost 25 years ago. The SP27+ revisits what is important to the diverse communities and recalibrates the City’s collective priorities while not losing sight of what binds us together through our core values. We encourage every citizen, business, and visitor to support our Mission, enliven our Vision, and promote our Core Values to realize a City where anyone can choose to Live, Work, and Play.
Mission
The City of Oakley will create a resilient
future that fosters and attracts a
vibrant and evolving community that
welcomes and values all people.
Vision
The City of Oakley celebrates our
unique Delta lifestyle and small-town
feel where we Live in a safe dynamic
community, Work together to build the
future, and Play in our own backyard.
104
City of Oakley 5 Strategic Plan 2022–2027+
Core Values
Our values guide us on a PATH to where we want to Live, Work, and Play in the heart of the Delta.
Promote fair and equitable stewardship for the welfare of our diverse individuals that comprise our inclusive community.
Advocate a professional and family-friendly environment where Council, Staff, and the Public can envision and realize the City’s future together with a recognition of our shared commitments and opportunities.
Transparency is how we will create accountable partnerships to cultivate communication and collaboration to engage our thriving community.
Honesty and integrity are the foundation for building trust and fostering teamwork to live our mission and vision.
Our values
guide us on a
PATH to where
we want to
Live, Work,
and Play in the
heart of the
Delta.
OAKLEY
105
City of Oakley 6 Strategic Plan 2022–2027+
Goals and Priority Objectives
Throughout the SP27+ process, it was broadly acknowledged that the City is growing fast since its incorporation in 1999. With the population doubling in almost 2 decades the City is well positioned to design its future and take advantage of its home-town position on the edge of the Delta. With input from more than 400 community members, it is recognized that Oakley is converging from a rural farm town to a central location that can provide and serve local and regional jobs while providing a safe and vibrant community. More than 69 percent of the community said that Oakley was a good to excellent place to live based on its access to schools and regional jobs, its safe hometown feel, and abundant parks and active community events. But with rapid growth also comes challenges and the community participation helped to steer the SP27+ in the direction of addressing key stressors in order to keep us on the path where Oakley residents, businesses, and visitors can Live, Work, and Play in the heart of the Delta. Primarily participants asked for the City to create more access to shopping, groceries, and jobs while balancing housing with infrastructure demands to manage traffic congestion and public safety.
The SP27+ Goals and Priority Objectives were developed with no implication of hierarchy of importance and outlined in the following sections. It also should be recognized that some goals will be launched in tandem and some may not be launched for years to come based on shifting circumstances and priorities. What is critical is that the City has a vision and plan that allows Council and Staff to weigh priorities and measure them purposefully while respecting investments made for both short- and long-term gains. The joint commitment of the Council and Staff is to move the City’s goals forward and achieve alignment based on purposeful communication to partner for informed decision-making to advance progress. 106
City of Oakley 7 Strategic Plan 2022–2027+
The City’s goals, illustrated below, will be accomplished through priority objectives that will be measured, evaluated, and prioritized though the annual budgeting process to realize and advance the City’s potential.
Community
and Economic
Development
Community
Health
and Safety
Parks and
Open Space
Community
and Collaborative
Partnerships
Finance and
Fiscal
Responsibility
Sustainable
Organization
Strategic and
Thoughtful
Growth
Business-Friendly
Environment
Local Jobs
Safe Streets
Healthy
Neighborhoods
and Community
Resources
Parks and
Public Areas
Programs and
Recreation
Community
Outreach and
Engagement
Collaborative
Partnerships
Oakley’s Goals
107
City of Oakley 8 Strategic Plan 2022–2027+
Community and Economic Development Goal
The City of Oakley will inspire and encourage Community & Economic Development through strategic and thoughtful growth, a business-friendly environment, and local employment opportunities. ◦ Seek, in conjunction with the community,
sustainable economic opportunities to
attract businesses and create jobs, while
being sensitive to the types of businesses
the community needs and wants.
◦ Prioritize planning by targeting new
businesses that align with Oakley’s vision.
• Provide affordable housing sites that meet
our legislated Regional Housing Needs
Allocation (RHNA).
• Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.
◦ Encourage quality, sustainable growth--
housing with business and requisite road
infrastructure and sidewalks to support
pedestrian and bicyclist movement.
◦ Leverage the train platform that will offer
better access for Downtown programming.
◦ Create better streetscapes that can
promote traffic calming.
Strategic and Thoughtful Growth
Sub-goal
We will strategically plan and thoughtfully
align our residential, commercial, and
industrial growth to meet our short- and
long-term vision.
Strategic and Thoughtful Growth
Objectives
• Strategically plan and pursue commerce
that meets the new service demands of
local residents and attracts customers as
a destination (e.g., grocery store, retail,
entertainment, and light industrial near
Amazon and on west end).
◦ Attract businesses that create
alternative revenue sources to property
tax through sales and business taxes
and employ our residents. The City of Oakley will strategically plan and thoughtfully align the town’s residential, commercial,
and industrial growth to meet both its short- and longterm goals. 108
City of Oakley 9 Strategic Plan 2022–2027+
◦ Consider funding elements of the
Downtown Specific Plan with American
Rescue Plan Act (ARPA) monies.
◦ Revitalize and draw people downtown to
live, work, and play.
–Develop an expanded downtown with
additional buildings and mixed use.
–Consider a park, including programming
specific to Economic Development, from
north 2nd Street to Rose Ave.
–Develop or sell City-owned properties
based on community benefit.
–Consider relocating the co-hosted City/
High School Library to a downtown
location that can be a unifying location
for Seniors, Youth, Veterans, and possible
satellite location for County services.
–Research rezoning of River Oaks Crossing
• Develop a vital Shoreline Plan to attract both
people and commerce to our waterfront.
◦ Expand marina zoning: restaurants,
recreational access, fishing tournaments,
55-acre park.
◦ Determine viable economic uses of the
Oakley shoreline and visit other cities
to see how they attracted visitors as a
destination (e.g., new Science Center).
• Plan and develop Cypress Corridor holistically
with improvements and commerce to service
new development to ease downtown traffic
(e.g., grocery, restaurants).
• Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:
◦ Update zoning to promote single and
multi-family housing, mixed use, light
industry, and commercial opportunities
and remaining residential opportunities.
Ensure that zoning considers potential
conflicts with adjacent properties that are
not compatible.
◦ Enforce codes consistently in all districts
to create consistent standard to code
enforcement by using a combination of
reactive and proactive code enforcement.
–Maintain code enforcement officers and
provide proper training.
◦ Encourage objective decision-making
versus subjective decision-making for
application approvals to meet Oakley’s
vision and economic goals by focusing on
formal plan and study outcomes.
◦ Require developer fees for proper
infrastructure (e.g., roads and parks) to
support development and growth.
◦ Communicate and build consensus through
the results of the special studies that are
commissioned to provide for the feasibility
of projects and engage the public at the
beginning of all projects to ensure project
delivery is not stunted or stopped without
defining success from all stakeholders.
• Enhance Environmental Stewardship
◦ Collaborate with the water and sewer
special districts to maximize the
distribution and use of recycled water.
◦ Explore and report on green energy
opportunities.
–Solar at City facilities
–Expansion of City’s EV Charging Program
The City of Oakley’s business-friendly environment will attract residential, commercial, and industrial partners to revitalize Oakley where people will come to Live,
Work, and Play.
109
City of Oakley 10 Strategic Plan 2022–2027+
◦ Remove the allowance for non-drought
tolerant landscaping.
◦ Ensure new residential construction meets
adopted standards for energy efficiency,
including solar and power storage.
◦ Implement energy, air quality, and
greenhouse gas emissions goals within
the Oakley General Plan, including the
adoption and implementation of a Climate
Action Plan by 2025 that complies with
State greenhouse gas reduction targets.
• Complete a comprehensive update of the
City’s Zoning Code.
◦ Ensure consistency with current and future
vision for Oakley and the recently updated
Oakley General Plan.
Business-Friendly Environment
Sub-Goal
Our business-friendly environment will
attract residential, commercial, and
industrial partners to revitalize Oakley where
people will come to Live, Work, and Play.
Business-Friendly Environment
Objectives
• Research other “like cities” to develop a
Strategic Business Outreach Plan.
◦ Conduct a Stimulate Oakley Business
analysis for Oakley and compare to adjacent
cities for differentiators and opportunities.
◦ Develop a Business Vision for Oakley
that will attract and retain high-quality,
diverse commerce through incentives for
businesses including small businesses.
◦ Develop a Property Utilization Plan on
City-owned properties to maximize the
City’s potential return on investment.
• Bolster and support existing businesses
through the use of financial and funding
incentives such as business low-interest
loans, grant funding, ARPA funding, and
promote “buy local” incentives.
• Showcase businesses through active
engagement and outreach (e.g., social
media, storefronts images, local business
newsletter with coupon book included).
• Continue to streamline business license
fee/permits.
• Beautify Oakley’s streetscapes, parks, and
business facades to attract and retain
businesses and their customers.
Local Employment Opportunities
Sub-Goal
We will partner with and attract businesses
that can employ our regional workforce to
invest in local talent and expertise.
Local Employment Opportunities
Objectives
• Capitalize on Logistics Center and strategize
with developers and surrounding property
owners to create job opportunities.
• Create employer-employee partnerships to
reduce State’s regulations on vehicle miles
traveled (VMT) and complement our existing
housing (Logistics Center development).
Oakley will partner with and attract businesses that can employ our regional workforce to invest in local talent. 110
City of Oakley 11 Strategic Plan 2022
–2027+
OAKLEYWe will partner with
and attract businesses
that can employ our
regional workforce
to invest in
local talent and
expertise.
111
City of Oakley 12 Strategic Plan 2022–2027+
Oakley will preserve and secure safe streets that are
welcoming to motorists, cyclists, and pedestrians.
Community Health & Safety Goal
The City of Oakley will protect our public and prioritize safe streets, healthy neighborhoods, and robust community resources to benefit our most valued assets — our people.
Safe Streets Sub-Goal
We will preserve and secure the City of
Oakley with safe streets that are welcoming
to motorists, cyclists, and pedestrians.
Safe Streets Objectives
• Create an Emergency Disaster & Response
Plan including resiliency resources.
◦ Develop a Communication Plan for
emergency responders, Public Works, the
public, and other key stakeholders.
◦ Provide and reinforce public and staff training
through regular community meetings.
◦ Ensure resiliency to power outages
(traffic controls, cellular and broadband
backup, generators).
◦ Implement training, communicate broadly,
and seek grants for implementation.
◦ Modernize the Oakley Emergency
Operations Center (EOC).
• Address streets and main arteries vulnerable
to fire, flood, and traffic hazards with
improving infrastructure and evacuation
plans to provide for safe passage for people
including emergency responders.
◦ East Cypress Corridor Specific Plan Area
◦ Main Street – improve areas to their full
right-of-way
◦ Complete Laurel Road, including
widening to its full width, and the
extension and over-crossing over the
railroad track to Sellers Avenue
• Explore improving lighting for safety.
• Align police resources with City’s growth.
◦ Develop and implement a staffing plan to
scale police personnel to City’s growing
safety needs.
◦ Streamline and civilianize where
appropriate (i.e., admin, budget/finance,
records, property, fleet management, etc.).
112
City of Oakley 13 Strategic Plan 2022–2027+
◦ Improve and invest in technology.
–Map accident scenes to open roads quicker.
–Research red light cameras to supplement
sworn enforcement officers.
–Create a larger “cyber shield” over the
City via a robust camera program.
◦ Establish strong neighborhood watch
programs, including National Night
Out, and maintain close communication
between the neighborhoods, the City
Council, Oakley Police, and City Hall.
◦ Collaborate with neighboring agencies
to maximize efficiencies with shared
resources (e.g., equipment).
◦ Expand the Citizen Emergency Response
Training (CERT) program.
◦ Dedicate traffic enforcement team to
improve traffic safety.
• Prioritize road improvements and provide
robust enforcement to manage traffic, given
accidents are the #1 safety challenge.
◦ Consider road improvements such as
delineators for areas where speed is an issue.
◦ Implement traffic-calming policy and
update to new practices for increased
traffic as Oakley grows.
• Promote Safe Pedestrian and Bike Routes.
◦ Collaborate with School Districts to apply
for State and Federal grants to create safer
and more accessible connectivity.
◦ Improve trail connectivity to provide
pedestrians and cyclists safe passage.
Safe and Healthy Neighborhoods
+ Community Resources Sub-Goal
We will offer a high quality of life by
partnering with residents and businesses to
promote and maintain a safe and healthy
living and work environment with community
resources to serve our diverse community.
Safe and Healthy Neighborhoods
+ Community Resources
Objectives
• Rejuvenate our downtown and residential
and business developments to discourage
blight through beautification and
development of standards for commercial
code enforcement.
• Promote community service opportunities
to build the community and beautify Oakley.
• Implement Phase 2 of the Recreation Center.
• Connect and promote the County and
Non-Governmental Organizations (NGOs)
resources available to assist our vulnerable
populations (e.g., unhoused persons,
people seeking mental health assistance,
Veterans services).
◦ Educate and promote use of 211 for
essential community services.
◦ Initiate and partner with other agencies to
create regional support to provide services
to help unhoused persons.
Oakley will maintain close communication between the
neighborhoods the City Council, Oakley Police, and City Hall to manage traffic.
113
City of Oakley 14 Strategic Plan 2022–2027+
Parks and Open Space Goal
The City of Oakley will capitalize on our greatest Delta asset where our residents, businesses, and visitors can recreate and relax.
Parks and Public Areas Sub-Goal
We will upgrade and maintain our City parks
and open spaces to be a focal point that
encourages community use and civic pride.
Parks and Public Areas Objectives
• Upgrade and develop parks and open space
for diverse interests and expanded underserved areas to reinvigorate “play” in Oakley. ◦ Envision a Downtown Park to attract
people downtown (e.g., new park parallel
to the railroad tracks with a museum and
bocce ball courts).
◦ Envision, develop, and fund Oakley’s 55-
Acre Regional Park and seek grant funding
that will compete at the State level.
–Envision Oakley as the front door
of the Delta and one of California’s
natural wonders.
–Include trail and waterway access to
attract outdoor sporting such as hiking,
kayaking, boating, and recreational
and sports fishing that would serve as
an amenity to draw homeowners and
sporting events alike.
◦ Create and maintain sporting fields (bocce,
baseball/softball, soccer, equestrian arena)
and provide shade, bathrooms, and
lighting services.
Programs and Recreation Sub-Goal
We will serve our diverse people, parks, and
programs by providing inclusive activities and
access to engage the City’s family and friends
in science, culture, sports, and creativity.
Programs and Recreation Objectives
• Upgrade parks and open space to be
accessible and attract the many interests
of our diverse residents and visitors and
provide access for all.
◦ Celebrate and promote our local history
through educational and enrichment
opportunities and consider work with
historical society.
◦ Complete Phase 2 of Oakley’s Recreation
Center to encourage indoor sports, Camp
Room, and Teen Room for classes.
◦ Continue to offer special events and
streamline the process for community
groups to host events that create a sense
of Oakley community and showcase the
importance of families, youth, seniors,
and Veterans.
◦ Promote Oakley’s events and recreation
and differentiate our offerings from
adjacent cities.
114
City of Oakley 15 Strategic Plan 2022
–2027+
We envision Oakley as the
front door of the Delta
and one of California’s
natural wonders.
OAKLEY
115
City of Oakley 16 Strategic Plan 2022–2027+
Community and Collaborative Partnerships Goal
The City of Oakley will build strong community and collaborative partnerships to be mutually beneficial and cocreate shared goals.
Community Outreach and
Engagement Sub-Goal
We will engage and partner with our
residents and businesses in meaningful
and relevant dialogue to realize our shared
vision and values.
Community Outreach and
Engagement Objectives
• Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.
◦ Encourage community neighborhood
involvement, such as cleanup walks, that
reinforce healthy lifestyles and shared goals
with Oakley Police, Council, and City Hall.
◦ Create interactive face-to-face dialog as
a supplement to one-sided social media
communication where full participation
cannot be facilitated due to Brown Act
limitations.
–Promote City Council/Community
meetings through social media to
inform about agendas where public can
participate in person.
◦ Celebrate Oakley in demonstrating and
communicating our achievements in
accomplishing SP27+, community events,
and activities that unite us (e.g., Heart of
Oakley, Harvest Festival, Christmas Tree
Lighting, Summerfest Celebration, etc.).
◦ Actively uphold Oakley’s Governance
Guidelines & Protocols Policy to
encourage productive partnerships,
positive communication, and achievement
of short- and long-term goals.
• Increase Oakley’s communication through
outward-facing media, social media
platforms, and website.
◦ Promote City Council agendas and
decisions via social media with updates on
economic activity, business growth, and
community events.
◦ Communicate how Oakley is living its core
values and meeting its stated mission and
vision (e.g., newspapers, electronic boards,
website, newsletter, social media).
◦ Modernize website to be user friendly,
transparent, functional, and reflective of
the City’s vision.
• Communicate and uphold the City’s
information systems to reinforce
transparency and access to build trust.
116
City of Oakley 17 Strategic Plan 2022–2027+
Collaborative Partnerships Sub-Goal
We will foster and maintain strong
relationships with our public-private
partnerships to mutually benefit our
shared goals.
Collaborative Partnerships
Objectives
• Consider creating new partnerships that will
involve community participation (e.g., Park
and Arts Commission).
• Establish, align, and maintain partnerships
with local Special Districts, Agencies, NGOs,
and Commerce to realize our responsibilities
to deliver on the General Plan and Specific
Plan and where goals mutually align and
meet quarterly.
◦ Diablo Water District
–Develop collaborative efficiencies to serve
our shared constituents.
◦ Ironhouse Sanitary District
–Consider opportunities for water reuse
(e.g., recycled and industrial water).
◦ Mt. Diablo Resource and Recovery (MDRR)
◦ CONFIRE
◦ School District
–Explore joint-use opportunities to
optimally partner with elementary and
high school (e.g., satellite classrooms and
recreation, library).
–Re-visit agreements with shared facilities
and public access.
◦ County/Region/State
–Encourage collaboration for public safety
and enforcement particularly where there
is multi-jurisdictional responsibility (e.g.,
fire, road access, school sites).
–Discuss Regional Park interests.
–Invite key electeds, Board representatives,
and others to speak at Council meetings
for outside updates and perspective.
◦ NGOs
–Partner with Rotary, Friends of Oakley,
Kiwanis, Oakley Delta Lions Club,
Oakley Seniors Club, Veterans of Oakley,
Masonic Lodge and Concordant Bodies,
Friends of the Oakley Library.
–Consider creating a Sister City.
–Consider expanding outreach to NGOs
beyond our region.
We will celebrate Oakley with community events and
activities that unite us.
117
City of Oakley 18 Strategic Plan 2022–2027+
Finance and Fiscal Responsibility Goal
The City of Oakley will leverage its financial resources for the long-term benefit of our residents and businesses while maintaining sufficient reserves to provide stability and ensure a successful future.
Finance and Fiscal Responsibility
Objectives
• Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.
◦ Provide training related to community
facility districts to educate the public
regarding the various types of
assessments, which are not all taxes.
◦ Educate Executive Leadership and Council
on annual budget through communication,
reporting, and training to create better
partnership on fiscal strategies.
◦ Educate the community on large, planned
revenue expenditures and how surplus
monies will be invested or retained for longterm “rainy day” funds (budget process). ◦ Partner with Special Districts and
agencies to realize economies of scale
and efficiencies.
• Determine how the City will leverage its strong
financial position with development revenues
and ARPA Covid Relief money ($10M).
◦ Consider input by the community on how
funds should be prioritized.
◦ Implement technology upgrades to
improve transparency and public access to
City documents and remote transactions.
◦ Make the most needed improvements
to streets, utilizing development’s
improvements, funds from the sale of
property, and other financing sources to
make improvements to the East Cypress
traffic flow situation, etc.
◦ Complete a feasibility study pertaining
to broadband services and free Wi-Fi
throughout the City.
◦ Provide one free session of City-run
summer camp to Oakley residents.
• Develop a sustainable financial plan that will
identify opportunities for less dependency on
property taxes while maintaining the quality
of life that residents and businesses expect.
◦ Attract more businesses (commercial and
industrial) to increase Oakley’s per-capita
Sales and Use Tax revenues.
◦ Seek to supplement existing funding
sources with State and Federal grants for
special projects.
◦ Consider the implementation of
an EIFD (enhanced infrastructure
financing district) to make infrastructure
improvements that will attract businesses
and generate revenue.
118
City of Oakley 19 Strategic Plan 2022–2027+
• Align infrastructure spending and long-term
growth so we can plan beyond two years to
improve streets and parks and provide for
long-term maintenance.
◦ Create an internal services fund for
facilities maintenance and improvements.
◦ Establish a minimum baseline for General
Fund contributions for street maintenance
and improvements and include a growth
factor in the recurring operating transfers
budget each year.
• Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:
◦ Service for public-business license
applications/other applications
◦ Financial modeling and finance/budget
balancing
◦ Public safety and roads
◦ Customer-Friendly access to the City’s
financial reporting information and to
allow easier transactions without the need
for customers to come to City Hall
◦ Infrastructure and asset management
• Develop a Financial Strategy and
Reporting Policy
◦ Continue to receive third party
professional acknowledgment of our City’s
financial practices:
–Continue to present, apply for, and
receive the Government Finance Officers’
Association Award on the City’s Annual
Comprehensive Financial Report.
–Continue to apply for and receive
the California Society of Municipal
Financial Officers’ Operating Budget
Excellence Award.
◦ Continue to update the Budget
Strategies and Financial Policies in the
City’s annual budgets.
◦ Consider how to include performance audits
in the City’s budget to provide accountability
for performance and compliance.
◦ Maintain 10-year budget forecast to be
updated with each annual budget.
◦ Establish a 30% General Fund Reserve
Policy to protect the City’s operations
from a sudden drop in property tax and
development-related revenues.
◦ Establish a formal policy for the restrictions
on and allowed uses of funds in the 30%
General Fund Reserve Policy.
◦ Consider separating out the Capital
Improvement Project (CIP) budget from
the general operational budget.
–Itemize individual project line items for
Council consideration in addition to
aggregated projects.
◦ Align Strategic Plan Goals and Objectives
into the annual budget document,
including performance measures.
Oakley will leverage financial resources for the longterm benefit of our residents and businesses. 119
City of Oakley 20 Strategic Plan 2022–2027+
Sustainable Organization Goal
The City of Oakley will create a vibrant municipal workforce that reflects our commitment to an inclusive and equitable community and can meet our mission today while striving for our envisioned future tomorrow.
Sustainable Organization
Objectives
• Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of
service our residents and businesses expect.
◦ Create a competitive compensation
package that is sustainable to attract and
retain our greatest assets – our people.
◦ Provide appropriate training and
professional development to keep up with
regulatory requirements and skill sets to
maintain the City.
◦ Properly staff our Police Department to
best protect and serve Oakley.
◦ Address staffing limitations by hiring,
contracting, or prioritizing programs, projects,
and initiatives to scale appropriately.
◦ Base the City’s performance on execution
of SP27+ and other major initiatives.
◦ Encourage employee wellness by creating
a safe and healthy work environment,
an Employee Assistance Program (EAP),
regular employee appreciation events
and team building, and the employee
wellness program.
◦ Rebuild and re-energize staff by
surveying all employees to understand
what would make Oakley a great place to
work (e.g., work life balance, work from
home schedule).
Oakley will encourage employee wellness by creating a
safe and healthy work environment.
120
City of Oakley 21 Strategic Plan 2022–2027+
• Identify and invest in resources to execute
the City’s responsibilities.
◦ Invest in Electric Vehicle fleet, which would
require downtown charging stations.
◦ Upgrade IT services to include new
computer systems and more efficient
IT response to computer and technical
issues to ensure projects can be
delivered efficiently.
◦ Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.
–Grant writer to identify State and Federal
grants to support Oakley.
–Parks & Recreation staff to keep
up with demands of new parks and
recreational programming.
–Public Works staff to keep up with demands
of new housing, parks and infrastructure
development and maintenance.
–Police to keep up with growing safety needs.
–Other needs as determined.
• Create a City-wide Succession Plan that
anticipates retirement, attrition, and
promotions, and provides opportunity for
development and growth, to build a wellrounded team that is prepared to serve the City now and well into its future.
• Reinforce a safe and healthy work
environment to protect our employees and
minimize compensation claims.
• Establish trust in City Hall.
◦ Reinforce the investment of our revitalized
staff and Council and create measurable
partnerships among the trio of Council,
staff, and the community to deliver on
Oakley’s co-created SP27+.
◦ In order to recruit and retain staff,
Oakley must improve its public-private
partnership and live its established values
to attract residents, businesses, and
employees alike.
Oakley will create accountable partnerships among the trio of City Council, staff, and the community to deliver on this co-created Strategic Plan.
◦ Reinforce Team Oakley: Council, staff, and
the public by celebrating successes and
communicating obstacles for full transparency
to create a learning environment.
◦ Inspire and encourage Oakley staff to
be visible and work with the community
at large.
◦ Acknowledge roles and responsibilities
per the City’s Governance Guidelines &
Protocols Policy Framework to guide the
execution of the Strategic Plan.
121
City of Oakley 22 Strategic Plan 2022–2027+
Team Oakley: Partnering for Success
The City of Oakley recognizes that the implementation of the SP27+ is incumbent on the strength of our partnership with the Council and community of residents, businesses, and stakeholders that benefit from the City’s success. Our strategic planning process included outreach to more than 400 community members and stakeholders that actively responded to a survey of questions and attendance at 4 public meetings to co-create the City’s new mission, vision, values, and priority objectives. With our unique new leadership of both Council and staff alike, along with a new community that has doubled since our City’s incorporation less than 25 years ago, together we re-envisioned who Oakley is becoming. We are thankful to all of those who participated to help co-design our shared future as we implement key goals that will meet our desires for today and for future generations to come.
City Council Members
Randy Pope, Mayor
Aaron Meadows, Vice Mayor
Anissa Williams
George Fuller
Sue Higgins
Stakeholders-Partners
Jeff Quimby, Contra Costa Water District
Tyson Zimmerman, Angela Lowrey, Dawn
Morrow, Ironhouse Sanitary District
Jeffrey Palmquist, Oakley Union Elementary
School District Superintendent
City Staff
Joshua McMurray, City Manager
Tim Przybyla, Finance Director
Kevin Rohani, Public Works Director
Paul Beard, Police Chief
Jeri Tejeda, Human Resources Director
Brent Smith, Community Development Director
Libby Vreonis, City Clerk
Lindsey Bruno, Recreation Director
Felicia Escover, Assistant to the City Manager
Strategic Planning Consultants
Ellen Cross, Strategy Driver, Inc.
Maria Pascoal, GEI Consultants
122
OAKLEYThank you for helping Oakley co-create
a resilient future and a vibrant and
evolving community that welcomes and
values all people.
123
City of Oakley
3231 Main Street, Oakley, CA 94561
(925) 625-7000
https://www.ci.oakley.ca.us/
124
Business Name Primary Contact Email Address Primary Address Phone # Full Primary Address Active Licenses ALICE RODRIGUEZ DESIGN [email protected] (650) 281-7177 228 CAPUTO CIR OAKLEY CA 94561
HOME BASED BUSINESS LICENSE
ALYSSA SOARES [email protected] 3460 MAIN ST STE 111
OAKLEY CA 94561
BUSINESS LICENSE
ECLIPSE AWNING WORKZ (925) 446-7082 60 LAURITZEN LN
OAKLEY CA 94561
BUSINESS LICENSE
GABRIELLE MARTINEZ-DOMANTAY [email protected] (925) 421-6778 3460 MAIN ST STE 111
OAKLEY CA 94561
BUSINESS LICENSE
JASMINE HERNANDEZ [email protected] (925) 642-1777 4700 MAIN ST #B
OAKLEY CA 94561
BUSINESS LICENSE
OAKLEY HEATING AND AIR LLC [email protected] (925) 695-5310 400 NORCROSS LN OAKLEY CA 94561
HOME BASED BUSINESS LICENSE
SKYLINK TECH [email protected] (916) 425-5028 74 PEONY CT OAKLEY CA 94561
HOME BASED BUSINESS LICENSE
SWEET RI TREAT [email protected] 5685 MAIN ST
OAKLEY CA 94561
BUSINESS LICENSE
TWIN PINES PLUMBING [email protected] (925) 250-1920 1820 GATEWAY DR OAKLEY CA 94561-2600
HOME BASED BUSINESS LICENSE
9 125