INTER-AGENCY AGREEMENT FOR TEMPORARY POLICE OFFICER SERVICES Effective on _____________, 2024, the City of _______________, a municipal corporation ("CITY"), and the City of Antioch (“Antioch”), a municipal corporation ("Antioch”), enter into this Inter-Agency Agreement for Temporary Police Officer Services (“Agreement”) and hereby agree as follows:
1. Purpose. Antioch has vacant Police Officer positions and needs these services on a temporary basis. CITY is willing to provide temporary Police Officer services.
2. Services by CITY. CITY agrees to provide Police Officer(s) to perform the following services under the following terms:
a. CITY agrees to provide Police Officer(s) to perform police services for the Antioch Police Department Field Services Division, intended to impact criminal activity, violent crimes, other related unlawful acts in Antioch, and reduce the fear of crime and enhance the quality of life.
b. Police Officer(s) will remain an employee of CITY, and CITY shall have the authority and responsibility to supervise and discipline the CITY Police Officer as needed. Antioch may report any concerns about CITY personnel performing services under this Agreement to CITY for CITY to handle.
c. CITY shall have absolute control in determining and executing the appropriate strategies, tactics, means and methodologies employed in enforcing related laws, ordinances, and regulations in Antioch, including selecting the officer to be utilized for this purpose, determining the qualifications of that officer, CITY and Antioch shall mutually agree on the geographical areas and particular locations (whether commercial or residential) where enforcement activities will be focused.
Antioch will propose the particular hours and days of the week when prevention measures will be undertaken. CITY has the option of sending the requested numbers of officers or not.
d. CITY shall provide all equipment for the Police Officer, including but not limited to a car, police radio, and firearm.
e. Police Officer shall identify as a CITY Police Officer. f. After termination of this Agreement, if the Police Officer’s testimony is needed or there is a reasonable follow-up question for the Police Officer, then CITY agrees to provide such services at no additional cost.
3. Term of the Agreement. The term of this Agreement shall commence on the effective date and not exceed 4 months. Either party may terminate this Agreement upon 30 days written notice. Either party may suspend the services immediately if determined to be in the best interests of that party. The rights and obligations of Section 6 "Indemnification" shall survive any such termination.
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4. Payment for Services.
Antioch agrees to pay CITY for Police Officer services at $200 per hour, which includes all labor, benefits, overhead, and equipment costs. Police Officer will be devoted to the prevention of incidents and other related enforcement. Antioch will reimburse CITY the officer(s) time actually spent on such enforcement and any related time needed for documentation, travel, and other requirements due to enforcement actions.
a. CITY shall invoice Antioch not more than twice monthly and Antioch shall pay CITY no more than 30 days after receipt of the invoice. Invoices shall be pro-rated for time that the CITY Police Officer spends if called back to CITY to provide services for CITY. Invoices will include the officer’s name(s), fate(s) worked, and hours worked. b. Payment for services under this Agreement shall not exceed $100,000 c. The CITY Police Officer shall complete and submit timesheets to CITY but shall indicate on the timesheets or other documentation when providing services to Antioch.
5. Ownership of Materials. Any and all documents, including draft documents where completed documents are unavailable, or materials prepared or caused to be prepared by CITY Police Officer under this Agreement shall be the property of CITY.
6. Indemnification.
a. Antioch agrees to defend, indemnify, and hold harmless CITY, its officers, agents, and employees against any and all loss, damage, liability, expense, claims or demands, arising from Antioch’s negligent acts under this Agreement. b. CITY agrees to defend, indemnify, and hold harmless Antioch, its officers, agents, and employees against any and all loss, damage, liability, expense, claims or demands, arising from CITY’s negligent acts under this Agreement. c. Any claims involving the services under this Agreement or the Police Officer assigned to provide services under this Agreement shall immediately be brought to the attention of the City Manager and City Attorney of both Parties and the joint risk pool for both Parties, the Municipal Pooling Authority, shall be notified.
7. Independent Status.
a. Nothing herein shall be construed to imply that the Police Officer or any CITY employee providing services under this Agreement is an Antioch employee. b. CITY is solely responsible for all matters relating to the payment of its 1081
employees including but not limited to the Police Officer, including payment of all wages; compliance with social security, withholding tax and all other laws and regulations governing such matters; provision and payment of all employee benefits, including but not limited to workers compensation insurance, health insurance, life insurance, and retirement. In the event that Police Officer or anyone providing services under this Agreement is determined by a court of competent jurisdiction or the California Public Employees Retirement System (“PERS”) to be eligible for enrollment in PERS as an employee of Antioch, CITY shall indemnify, defend, and hold harmless Antioch for the payment of any employee and/or employer contributions for PERS benefits on behalf of CITY or its employees, agents, subconsultants or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of Antioch.
8. Amendments. The parties may agree to amend this Agreement in writing.
9. Assignment and Subcontracting. A substantial inducement to Antioch for entering into this Agreement was, and is, the reputation and competence of CITY and the identified Police Officer. Accordingly, this Agreement cannot be assigned nor subcontracted.
10. Waiver. The waiver by either Party of a breach by the other of any provision of this Agreement shall not constitute a continuing waiver or a waiver of any subsequent breach of either the same or a different provision of this Agreement.
11. No Third-Party Rights. The Parties do not intend to create rights in, or to grant remedies to, any third party as a beneficiary of this Agreement or of any duty, covenant, obligation, or undertaking established herein.
12. Severability. Should any part of this Agreement be declared by a final decision by a court or tribunal of competent jurisdiction to be unconstitutional, invalid, or beyond the authority of either party to enter into or carry out, such decision shall not affect the validity of the remainder of this Agreement, which shall continue in full force and effect, provided that the remainder of this Agreement, absent the unexcised portion, can be reasonably interpreted to give effect to the intentions of the Parties.
13.Compliance with Laws. In the performance of this Agreement, the Parties shall abide by and conform to any and all applicable laws of the United States, the State of California, and City ordinances. CITY warrants that all services done under this Agreement will comply with all applicable safety rules, laws, statutes and practices, including but not limited to Cal/OSHA regulations.
14. Controlling Law and Venue. This Agreement and all matters relating to it shall be governed by the laws of the State of California, and venue for any legal action arising from or relating to this Agreement will be in the Superior Court of Contra Costa County, and no other place.
15. Whole Agreement. This Agreement constitutes the entire understanding and agreement of the parties. This Agreement integrates all of the terms and conditions mentioned herein or incidental hereto and supersedes all negotiations or previous 1082
agreements between the Parties with respect to all or any part of the subject matter hereof.
16. Multiple Copies of Agreement. Multiple copies of this Agreement may be executed.
17.Notices. Any notice required to be given to CITY and Antioch will be sufficient if delivered in writing as designated below, or to such other addresses as either Party may respectively designate by written notice to the other:
CITY: City of CITY
City Manager
CITY City Hall
ADDRESS
CITY, CA XXXXX
Antioch: City of Antioch
City Manager
Antioch City Hall
200 H Street
Antioch, CA 94509
IN WITNESS WHEREOF, the City Managers for the City of CITY and City of Antioch have executed this Agreement and are authorized to do so.
CITY OF CITY CITY OF ANTIOCH
By _____________________________ By ________________________ NAME, City Manager Bessie Scott, City Manager
Approved as to Form: Approved as to Form:
By _____________________________ By _________________________ NAME, City Attorney Thomas Smith, City Attorney
1083
Resolution No. XX-25 Page 1 of 1
4902-3998-5421.1
RESOLUTION NO. XX-25
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY AUTHORIZING
THE EXECUTION OF AN INTER-AGENCY AGREEMENT FOR TEMPORARY
POLICE OFFICER SERVICES FOR THE CITY OF ANTIOCH POLICE DEPARTMENT WHEREAS, the City of Oakley and the City of Antioch have agreed to the terms and conditions by which Oakley Policy Department officers will provide services to the City of Antioch Police Department.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Oakley authorizes the City Council authorizes the City Manager to execute the Inter-Agency Agreement for Temporary Police Officer Services attached as Exhibit A to this Resolution.
PASSED AND ADOPTED by the City Council of the City of Oakley this 14th day of January 2025 by the following vote:
AYES:
NOES:
ABSTENTION:
ABSENT:
APPROVED:
__________________
Shannon Shaw, Mayor
ATTEST:
_____________________ _________________
Kim Snodgrass, City Clerk Date
1084
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: January 14, 2024
TO: City Council
FROM: Joshua McMurray, City Manager
SUBJECT: Strategic Plan Review
Background and Summary
The Oakley strategic Plan 27+ document was approved by the City Council in April of 2022. Since that time, Staff has been working to implement the goals and objectives of the plan. With the plan encompassing a five-year period plus, 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. We last gave an update on the status of the plan at the October 8, 2024 City Council meeting.
In January of 2023, after the 2022 election, a work session was held where the City Council (which consisted of two new councilmembers elected in the November 2022 election) discussed their vision for Oakley and the current Strategic Plan. At that time, no direction was given to change or amend the plan. Direction was given to Staff to bring the Strategic Plan back on odd years following an election, which is the intent of this item.
Staff is looking for direction to keep working on the plan as adopted or to make changes to the plan.
Staff Recommendation
Staff recommends the City Council provide discuss the current Strategic Plan 27+ and provide direction to Staff.
Attachments
Oakley Strategic Plan 27+
Approved and
Forwarded to the
City Council
1085
PLAY WORK LIVE
City of Oakley
STRATEGIC
PLAN
2022—2027+
Adopted April 2022
1086
Oakley has a vision for its future: Action. For the 5-year Strategic Plan 2027+ (SP27+), the City engaged many diverse community voices to explore who we are, who we want to be, and where we want to go. This process resulted in a clear mission, inspiring vision, redefined values, and a path forward. Now, more than ever, we recognize and celebrate the history, uniqueness, and future potential of our Delta city.
This time in the City’s history is filled with excitement, growth, and so much possibility. SP27+ provides us with a long-term framework to provide exceptional service to residents and businesses while capitalizing on the shoreline to enhance the overall quality of the area for both visitors and businesses, investing in people and technological advances for organizational sustainability, and leveraging recent successes, like the Logistics Center, that can provide regional jobs and associated economic activity and investment. The SP27+ gives us focus and keeps our priorities centered around what matters most to our engaged residents, businesses, and partners.
As one community oriented around action, we collectively set our sights on strategic and thoughtful growth, safe and healthy neighborhoods, vibrant open spaces, collaborative engaged partnerships, and a sustainable organization that will benefit current and future residents and businesses. These goals will be realized through our collective values, to set our PATH forward: Promoting fair and equitable stewardship of our community, Advocating for a collaborative environment, demonstrating Transparency for accountability, and leading with Honesty and integrity. Together we can cultivate an inclusive and vibrant City where we live in a safe community, work together, and play in our backyard.
We look forward to working with you as we take action toward creating a resilient future that fosters and attracts a vibrant and evolving community that welcomes and values all people.
Randy Pope Joshua McMurray
Mayor City Manager
Mayor Randy Pope
Joshua McMurray
Contents
Oakley’s History...........................................................................2 Mission, Vision, and Values .....................................................4 Goals and Priority Objectives .................................................6 Community and Economic Development Goal...............8 Community Health & Safety Goal..................................... 12 Parks and Open Space Goal................................................. 14 Finance and Fiscal Responsibility Goal ............................ 18 Sustainable Organization Goal ........................................... 20 Team Oakley: Partnering for Success................................ 22 1087
City of Oakley 2 Strategic Plan 2022–2027+ City of Oakley 3 Strategic Plan 2022–2027+ 1860 1870 1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 2030 1860
Farmers settled in the
Oakley area
1889
Almond Growers
Association of East Contra
Costa County formed
1913
First library established
Oakley Women’s Club founded
1900
Santa Fe Railroad first train
1898
First Postmaster appointed
1915
Vineyards developed
1924
Fire struck
Oakley, burning
most of the
businesses in
town
1945
Oakley Sanitary District formed
1947
Oakley Observer established
1949
Oakley Observer renamed East Contra Costa Observer
1928
Levee break north of town
flooded 2.5 sq. miles
1950
First shopping center
Chamber of Commerce founded
2009
First Harvest Festival
2020
Contra Costa Logistics
Center broke ground
2022
General Plan
updated and
Strategic Plan
adopted
2010–2021
~2,600 new single
family homes
constructed
2012
First all-abilities playground
2014
Oakley Veterens
Memorial opened
2016
City Police department formed
2019
Recreation Center opened
1986
Miwok skeletons found
in Big Break area
1996
Freedom High School opened
1999
The City of Oakley
incorporated
1930
Fire struck downtown
1955
Water treatment plant
opened
1905
Oakley Hotel built
First annual Oakley Jack Rabbit Bar-b-que
1860 1870 1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 2030 1860
Farmers settled in the
Oakley area
1889
Almond Growers
Association of East Contra
Costa County formed
1913
First library established
Oakley Women’s Club founded
1900
Santa Fe Railroad first train
1898
First Postmaster appointed
1915
Vineyards developed
1924
Fire struck
Oakley, burning
most of the
businesses in
town
1945
Oakley Sanitary District formed
1947
Oakley Observer established
1949
Oakley Observer renamed East Contra Costa Observer
1928
Levee break north of town
flooded 2.5 sq. miles
1950
First shopping center
Chamber of Commerce founded
2009
First Harvest Festival
2020
Contra Costa Logistics
Center broke ground
2022
General Plan
updated and
Strategic Plan
adopted
2010–2021
~2,600 new single
family homes
constructed
2012
First all-abilities playground
2014
Oakley Veterens
Memorial opened
2016
City Police department formed
2019
Recreation Center opened
1986
Miwok skeletons found
in Big Break area
1996
Freedom High School opened
1999
The City of Oakley
incorporated
1930
Fire struck downtown
1955
Water treatment plant
opened
1905
Oakley Hotel built
First annual Oakley Jack Rabbit Bar-b-que
Oakley’s History
Officially incorporated on July 1,
1999, Oakley is the 11th newest city
in California. Oakley is one of the last
pioneer communities established inland from
California’s great coastal centers. Located
beyond the extensive San Francisco Bay, the
area was historically known as a railroad town
along the Santa Fe railroad line and became
San Francisco’s easternmost frontier for
agricultural production in the 1960s.
Early landholders in the 1860s, including Fred
Babbe, Andrew Walker, Samuel Sellers, James
O’Hara, Edward Emerson, and Benjamin F.
Porter, all grew vegetables, fruits, and grains
for the San Francisco Market.
From the early 1900s through the 1960s,
Oakley was a very self-sufficient town as
it supported an automotive and farm
equipment dealership, a hotel, four schools,
several grocery stores, movie theaters,
restaurants, and bars. The Atchison, Topeka,
and Santa Fe railroad – also known as one
of the larger railroads in the United States in
the 1900s – stopped in Oakley morning and
night, allowing easy transport to Stockton for
more expanded shopping opportunities and
cultural enrichment. Transformation of Oakley
from an exclusively agricultural community
to a bedroom community supporting an
industrial waterfront caused community
changes in the late 1950s.
In 1898, a native of Ohio and Civil War
veteran Randolph Marsh bought 12 acres
in the northwest quarter of Section 25 of
eastern Contra Costa that became Oakley
Township, and the streets, Main, Acme,
Ruby, Star, and Home, so christened by
Marsh, recall his name today. During the
same period, Mary O’Hara, wife of Oakley
pioneer James O’Hara, became the first
president of the Ladies Improvement Club,
which was later known as Oakley Women’s
Club, established one of the first free
libraries in Contra Costa County.
Today, Oakley has blossomed into a
growing suburban community
of planned business and commercial
development, landscaped parks, shopping
centers, and abundant leisure opportunities,
including excellent fishing and recreational
boating opportunities along the Delta.
1088
City of Oakley 4 Strategic Plan 2022–2027+ City of Oakley 5 Strategic Plan 2022–2027+ Mission, Vision, and Values
As part of the SP27+ community process, the City’s Mission, Vision, and Values reflect our mission to grow with purposeful intent while embracing our diverse and vibrant communities who choose to build their lives and livelihoods in Oakley’s Delta heartland. In recognition that the City is under new leadership and that our community has almost doubled in size, the City is committed to a PATH forward to create a better Oakley today while anticipating who Oakley is becoming. Although the City is still young we are advancing to meet the planned growth that was set almost 25 years ago. The SP27+ revisits what is important to the diverse communities and recalibrates the City’s collective priorities while not losing sight of what binds us together through our core values. We encourage every citizen, business, and visitor to support our Mission, enliven our Vision, and promote our Core Values to realize a City where anyone can choose to Live, Work, and Play.
Mission
The City of Oakley will create a resilient
future that fosters and attracts a
vibrant and evolving community that
welcomes and values all people.
Vision
The City of Oakley celebrates our
unique Delta lifestyle and small-town
feel where we Live in a safe dynamic
community, Work together to build the
future, and Play in our own backyard.
Core Values
Our values guide us on a PATH to where we want to Live, Work, and Play in the heart of the Delta.
Promote fair and equitable stewardship for the welfare of our diverse individuals that comprise our inclusive community.
Advocate a professional and family-friendly environment where Council, Staff, and the Public can envision and realize the City’s future together with a recognition of our shared commitments and opportunities.
Transparency is how we will create accountable partnerships to cultivate communication and collaboration to engage our thriving community.
Honesty and integrity are the foundation for building trust and fostering teamwork to live our mission and vision.
Our values
guide us on a
PATH to where
we want to
Live, Work,
and Play in the
heart of the
Delta.
OAKLEY
1089
City of Oakley 6 Strategic Plan 2022–2027+ City of Oakley 7 Strategic Plan 2022–2027+ Goals and Priority Objectives
Throughout the SP27+ process, it was broadly acknowledged that the City is growing fast since its incorporation in 1999. With the population doubling in almost 2 decades the City is well positioned to design its future and take advantage of its home-town position on the edge of the Delta. With input from more than 400 community members, it is recognized that Oakley is converging from a rural farm town to a central location that can provide and serve local and regional jobs while providing a safe and vibrant community. More than 69 percent of the community said that Oakley was a good to excellent place to live based on its access to schools and regional jobs, its safe hometown feel, and abundant parks and active community events. But with rapid growth also comes challenges and the community participation helped to steer the SP27+ in the direction of addressing key stressors in order to keep us on the path where Oakley residents, businesses, and visitors can Live, Work, and Play in the heart of the Delta. Primarily participants asked for the City to create more access to shopping, groceries, and jobs while balancing housing with infrastructure demands to manage traffic congestion and public safety.
The SP27+ Goals and Priority Objectives were developed with no implication of hierarchy of importance and outlined in the following sections. It also should be recognized that some goals will be launched in tandem and some may not be launched for years to come based on shifting circumstances and priorities. What is critical is that the City has a vision and plan that allows Council and Staff to weigh priorities and measure them purposefully while respecting investments made for both short- and long-term gains. The joint commitment of the Council and Staff is to move the City’s goals forward and achieve alignment based on purposeful communication to partner for informed decision-making to advance progress.
The City’s goals, illustrated below, will be accomplished through priority objectives that will be measured, evaluated, and prioritized though the annual budgeting process to realize and advance the City’s potential.
Community
and Economic
Development
Community
Health
and Safety
Parks and
Open Space
Community
and Collaborative
Partnerships
Finance and
Fiscal
Responsibility
Sustainable
Organization
Strategic and
Thoughtful
Growth
Business-Friendly
Environment
Local Jobs
Safe Streets
Healthy
Neighborhoods
and Community
Resources
Parks and
Public Areas
Programs and
Recreation
Community
Outreach and
Engagement
Collaborative
Partnerships
Oakley’s Goals
1090
City of Oakley 8 Strategic Plan 2022–2027+ City of Oakley 9 Strategic Plan 2022–2027+ Community and Economic Development Goal
The City of Oakley will inspire and encourage Community & Economic Development through strategic and thoughtful growth, a business-friendly environment, and local employment opportunities. ◦ Seek, in conjunction with the community,
sustainable economic opportunities to
attract businesses and create jobs, while
being sensitive to the types of businesses
the community needs and wants.
◦ Prioritize planning by targeting new
businesses that align with Oakley’s vision.
• Provide affordable housing sites that meet
our legislated Regional Housing Needs
Allocation (RHNA).
• Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.
◦ Encourage quality, sustainable growth--
housing with business and requisite road
infrastructure and sidewalks to support
pedestrian and bicyclist movement.
◦ Leverage the train platform that will offer
better access for Downtown programming.
◦ Create better streetscapes that can
promote traffic calming.
◦ Consider funding elements of the
Downtown Specific Plan with American
Rescue Plan Act (ARPA) monies.
◦ Revitalize and draw people downtown to
live, work, and play.
–Develop an expanded downtown with
additional buildings and mixed use.
–Consider a park, including programming
specific to Economic Development, from
north 2nd Street to Rose Ave.
–Develop or sell City-owned properties
based on community benefit.
–Consider relocating the co-hosted City/
High School Library to a downtown
location that can be a unifying location
for Seniors, Youth, Veterans, and possible
satellite location for County services.
–Research rezoning of River Oaks Crossing
• Develop a vital Shoreline Plan to attract both
people and commerce to our waterfront.
◦ Expand marina zoning: restaurants,
recreational access, fishing tournaments,
55-acre park.
◦ Determine viable economic uses of the
Oakley shoreline and visit other cities
to see how they attracted visitors as a
destination (e.g., new Science Center).
• Plan and develop Cypress Corridor holistically
with improvements and commerce to service
new development to ease downtown traffic
(e.g., grocery, restaurants).
• Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:
◦ Update zoning to promote single and
multi-family housing, mixed use, light
industry, and commercial opportunities
and remaining residential opportunities.
Ensure that zoning considers potential
conflicts with adjacent properties that are
not compatible.
◦ Enforce codes consistently in all districts
to create consistent standard to code
enforcement by using a combination of
reactive and proactive code enforcement.
–Maintain code enforcement officers and
provide proper training.
◦ Encourage objective decision-making
versus subjective decision-making for
application approvals to meet Oakley’s
vision and economic goals by focusing on
formal plan and study outcomes.
◦ Require developer fees for proper
infrastructure (e.g., roads and parks) to
support development and growth.
◦ Communicate and build consensus through
the results of the special studies that are
Strategic and Thoughtful Growth
Sub-goal
We will strategically plan and thoughtfully
align our residential, commercial, and
industrial growth to meet our short- and
long-term vision.
Strategic and Thoughtful Growth
Objectives
• Strategically plan and pursue commerce
that meets the new service demands of
local residents and attracts customers as
a destination (e.g., grocery store, retail,
entertainment, and light industrial near
Amazon and on west end).
◦ Attract businesses that create
alternative revenue sources to property
tax through sales and business taxes
and employ our residents.
commissioned to provide for the feasibility
of projects and engage the public at the
beginning of all projects to ensure project
delivery is not stunted or stopped without
defining success from all stakeholders.
• Enhance Environmental Stewardship
◦ Collaborate with the water and sewer
special districts to maximize the
distribution and use of recycled water.
◦ Explore and report on green energy
opportunities.
–Solar at City facilities
–Expansion of City’s EV Charging Program
The City of Oakley will strategically plan and
thoughtfully align the town’s residential, commercial,
and industrial growth to meet both its short- and longterm goals.
The City of Oakley’s business-friendly environment will attract residential, commercial, and industrial partners to revitalize Oakley where people will come to Live,
Work, and Play.
1091
City of Oakley 10 Strategic Plan 2022
–2027+ City of Oakley 11 Strategic Plan 2022–2027+
◦ Remove the allowance for non-drought
tolerant landscaping.
◦ Ensure new residential construction meets
adopted standards for energy efficiency,
including solar and power storage.
◦ Implement energy, air quality, and
greenhouse gas emissions goals within
the Oakley General Plan, including the
adoption and implementation of a Climate
Action Plan by 2025 that complies with
State greenhouse gas reduction targets.
• Complete a comprehensive update of the
City’s Zoning Code. ◦ Ensure consistency with current and future vision for Oakley and the recently updated
Oakley General Plan.
Business-Friendly Environment
Sub-Goal
Our business-friendly environment will
attract residential, commercial, and
industrial partners to revitalize Oakley where
people will come to Live, Work, and Play.
Business-Friendly Environment
Objectives • Research other “like cities” to develop a
Strategic Business Outreach Plan. ◦ Conduct a Stimulate Oakley Business analysis for Oakley and compare to adjacent
cities for differentiators and opportunities.
◦ Develop a Business Vision for Oakley
that will attract and retain high-quality,
diverse commerce through incentives for
businesses including small businesses.
◦ Develop a Property Utilization Plan on
City-owned properties to maximize the
City’s potential return on investment.
• Bolster and support existing businesses
through the use of financial and funding
incentives such as business low-interest
loans, grant funding, ARPA funding, and
promote “buy local” incentives.
• Showcase businesses through active
engagement and outreach (e.g., social
media, storefronts images, local business
newsletter with coupon book included).
• Continue to streamline business license
fee/permits.
• Beautify Oakley’s streetscapes, parks, and
business facades to attract and retain
businesses and their customers.
Local Employment Opportunities
Sub-Goal
We will partner with and attract businesses
that can employ our regional workforce to
invest in local talent and expertise.
Local Employment Opportunities
Objectives • Capitalize on Logistics Center and strategize with developers and surrounding property
owners to create job opportunities.
• Create employer-employee partnerships to
reduce State’s regulations on vehicle miles
traveled (VMT) and complement our existing
housing (Logistics Center development).
Oakley will partner with and attract businesses that can employ our regional workforce to invest in local talent.
OAKLEYWe will partner with
and attract businesses
that can employ our
regional workforce
to invest in
local talent and
expertise.
1092
City of Oakley 12 Strategic Plan 2022–2027+ City of Oakley 13 Strategic Plan 2022–2027+ Oakley will preserve and secure safe streets that are
welcoming to motorists, cyclists, and pedestrians.
Community Health & Safety Goal
The City of Oakley will protect our public and prioritize safe streets, healthy neighborhoods, and robust community resources to benefit our most valued assets — our people.
Safe Streets Sub-Goal
We will preserve and secure the City of
Oakley with safe streets that are welcoming
to motorists, cyclists, and pedestrians.
Safe Streets Objectives
• Create an Emergency Disaster & Response
Plan including resiliency resources.
◦ Develop a Communication Plan for
emergency responders, Public Works, the
public, and other key stakeholders.
◦ Provide and reinforce public and staff training
through regular community meetings.
◦ Ensure resiliency to power outages
(traffic controls, cellular and broadband
backup, generators).
◦ Implement training, communicate broadly,
and seek grants for implementation.
◦ Modernize the Oakley Emergency
Operations Center (EOC).
• Address streets and main arteries vulnerable
to fire, flood, and traffic hazards with
improving infrastructure and evacuation
plans to provide for safe passage for people
including emergency responders.
◦ East Cypress Corridor Specific Plan Area
◦ Main Street – improve areas to their full
right-of-way
◦ Complete Laurel Road, including
widening to its full width, and the
extension and over-crossing over the
railroad track to Sellers Avenue
• Explore improving lighting for safety.
• Align police resources with City’s growth.
◦ Develop and implement a staffing plan to
scale police personnel to City’s growing
safety needs.
◦ Streamline and civilianize where
appropriate (i.e., admin, budget/finance,
records, property, fleet management, etc.).
◦ Improve and invest in technology.
–Map accident scenes to open roads quicker.
–Research red light cameras to supplement
sworn enforcement officers.
–Create a larger “cyber shield” over the
City via a robust camera program.
◦ Establish strong neighborhood watch
programs, including National Night
Out, and maintain close communication
between the neighborhoods, the City
Council, Oakley Police, and City Hall.
◦ Collaborate with neighboring agencies
to maximize efficiencies with shared
resources (e.g., equipment).
◦ Expand the Citizen Emergency Response
Training (CERT) program.
◦ Dedicate traffic enforcement team to
improve traffic safety.
• Prioritize road improvements and provide
robust enforcement to manage traffic, given
accidents are the #1 safety challenge.
◦ Consider road improvements such as
delineators for areas where speed is an issue.
◦ Implement traffic-calming policy and
update to new practices for increased
traffic as Oakley grows.
• Promote Safe Pedestrian and Bike Routes.
◦ Collaborate with School Districts to apply
for State and Federal grants to create safer
and more accessible connectivity.
◦ Improve trail connectivity to provide
pedestrians and cyclists safe passage.
Safe and Healthy Neighborhoods
+ Community Resources Sub-Goal
We will offer a high quality of life by
partnering with residents and businesses to
promote and maintain a safe and healthy
living and work environment with community
resources to serve our diverse community.
Safe and Healthy Neighborhoods
+ Community Resources
Objectives
• Rejuvenate our downtown and residential
and business developments to discourage
blight through beautification and
development of standards for commercial
code enforcement.
• Promote community service opportunities
to build the community and beautify Oakley.
• Implement Phase 2 of the Recreation Center.
• Connect and promote the County and
Non-Governmental Organizations (NGOs)
resources available to assist our vulnerable
populations (e.g., unhoused persons,
people seeking mental health assistance,
Veterans services).
◦ Educate and promote use of 211 for
essential community services.
◦ Initiate and partner with other agencies to
create regional support to provide services
to help unhoused persons.
Oakley will maintain close communication between the
neighborhoods the City Council, Oakley Police, and City Hall to manage traffic.
1093
City of Oakley 14 Strategic Plan 2022
–2027+ City of Oakley 15 Strategic Plan 2022–2027+
Parks and Open Space Goal
The City of Oakley will capitalize on our greatest Delta asset where our residents, businesses, and visitors can recreate and relax.
Parks and Public Areas Sub-Goal
We will upgrade and maintain our City parks
and open spaces to be a focal point that
encourages community use and civic pride.
Parks and Public Areas Objectives • Upgrade and develop parks and open space for diverse interests and expanded underserved areas to reinvigorate “play” in Oakley. ◦ Envision a Downtown Park to attract people downtown (e.g., new park parallel
to the railroad tracks with a museum and
bocce ball courts).
◦ Envision, develop, and fund Oakley’s 55-
Acre Regional Park and seek grant funding
that will compete at the State level. –Envision Oakley as the front door of the Delta and one of California’s
natural wonders.
–Include trail and waterway access to
attract outdoor sporting such as hiking,
kayaking, boating, and recreational
and sports fishing that would serve as
an amenity to draw homeowners and
sporting events alike.
◦ Create and maintain sporting fields (bocce,
baseball/softball, soccer, equestrian arena)
and provide shade, bathrooms, and
lighting services.
Programs and Recreation Sub-Goal
We will serve our diverse people, parks, and
programs by providing inclusive activities and
access to engage the City’s family and friends
in science, culture, sports, and creativity.
Programs and Recreation Objectives • Upgrade parks and open space to be accessible and attract the many interests
of our diverse residents and visitors and
provide access for all. ◦ Celebrate and promote our local history through educational and enrichment
opportunities and consider work with
historical society.
◦ Complete Phase 2 of Oakley’s Recreation
Center to encourage indoor sports, Camp
Room, and Teen Room for classes.
◦ Continue to offer special events and
streamline the process for community
groups to host events that create a sense
of Oakley community and showcase the
importance of families, youth, seniors,
and Veterans.
◦ Promote Oakley’s events and recreation
and differentiate our offerings from
adjacent cities.
We envision Oakley as the
front door of the Delta
and one of California’s
natural wonders.
OAKLEY
1094
City of Oakley 16 Strategic Plan 2022–2027+ City of Oakley 17 Strategic Plan 2022–2027+ Community and Collaborative Partnerships Goal
The City of Oakley will build strong community and collaborative partnerships to be mutually beneficial and cocreate shared goals.
Community Outreach and
Engagement Sub-Goal
We will engage and partner with our
residents and businesses in meaningful
and relevant dialogue to realize our shared
vision and values.
Community Outreach and
Engagement Objectives
• Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.
◦ Encourage community neighborhood
involvement, such as cleanup walks, that
reinforce healthy lifestyles and shared goals
with Oakley Police, Council, and City Hall.
◦ Create interactive face-to-face dialog as
a supplement to one-sided social media
communication where full participation
cannot be facilitated due to Brown Act
limitations.
–Promote City Council/Community
meetings through social media to
inform about agendas where public can
participate in person.
◦ Celebrate Oakley in demonstrating and
communicating our achievements in
accomplishing SP27+, community events,
and activities that unite us (e.g., Heart of
Oakley, Harvest Festival, Christmas Tree
Lighting, Summerfest Celebration, etc.).
◦ Actively uphold Oakley’s Governance
Guidelines & Protocols Policy to
encourage productive partnerships,
positive communication, and achievement
of short- and long-term goals.
• Increase Oakley’s communication through
outward-facing media, social media
platforms, and website.
◦ Promote City Council agendas and
decisions via social media with updates on
economic activity, business growth, and
community events.
◦ Communicate how Oakley is living its core
values and meeting its stated mission and
vision (e.g., newspapers, electronic boards,
website, newsletter, social media).
◦ Modernize website to be user friendly,
transparent, functional, and reflective of
the City’s vision.
• Communicate and uphold the City’s
information systems to reinforce
transparency and access to build trust.
Collaborative Partnerships Sub-Goal
We will foster and maintain strong
relationships with our public-private
partnerships to mutually benefit our
shared goals.
Collaborative Partnerships
Objectives
• Consider creating new partnerships that will
involve community participation (e.g., Park
and Arts Commission).
• Establish, align, and maintain partnerships
with local Special Districts, Agencies, NGOs,
and Commerce to realize our responsibilities
to deliver on the General Plan and Specific
Plan and where goals mutually align and
meet quarterly.
◦ Diablo Water District
–Develop collaborative efficiencies to serve
our shared constituents.
◦ Ironhouse Sanitary District
–Consider opportunities for water reuse
(e.g., recycled and industrial water).
◦ Mt. Diablo Resource and Recovery (MDRR)
◦ CONFIRE
◦ School District
–Explore joint-use opportunities to
optimally partner with elementary and
high school (e.g., satellite classrooms and
recreation, library).
–Re-visit agreements with shared facilities
and public access.
◦ County/Region/State
–Encourage collaboration for public safety
and enforcement particularly where there
is multi-jurisdictional responsibility (e.g.,
fire, road access, school sites).
–Discuss Regional Park interests.
–Invite key electeds, Board representatives,
and others to speak at Council meetings
for outside updates and perspective.
◦ NGOs
–Partner with Rotary, Friends of Oakley,
Kiwanis, Oakley Delta Lions Club,
Oakley Seniors Club, Veterans of Oakley,
Masonic Lodge and Concordant Bodies,
Friends of the Oakley Library.
–Consider creating a Sister City.
–Consider expanding outreach to NGOs
beyond our region.
We will celebrate Oakley with community events and
activities that unite us.
1095
City of Oakley 18 Strategic Plan 2022–2027+ City of Oakley 19 Strategic Plan 2022–2027+ Finance and Fiscal Responsibility Goal
The City of Oakley will leverage its financial resources for the long-term benefit of our residents and businesses while maintaining sufficient reserves to provide stability and ensure a successful future.
Finance and Fiscal Responsibility
Objectives
• Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.
◦ Provide training related to community
facility districts to educate the public
regarding the various types of
assessments, which are not all taxes.
◦ Educate Executive Leadership and Council
on annual budget through communication,
reporting, and training to create better
partnership on fiscal strategies.
◦ Educate the community on large, planned
revenue expenditures and how surplus
monies will be invested or retained for longterm “rainy day” funds (budget process). ◦ Partner with Special Districts and
agencies to realize economies of scale
and efficiencies.
• Determine how the City will leverage its strong
financial position with development revenues
and ARPA Covid Relief money ($10M).
◦ Consider input by the community on how
funds should be prioritized.
◦ Implement technology upgrades to
improve transparency and public access to
City documents and remote transactions.
◦ Make the most needed improvements
to streets, utilizing development’s
improvements, funds from the sale of
property, and other financing sources to
make improvements to the East Cypress
traffic flow situation, etc.
◦ Complete a feasibility study pertaining
to broadband services and free Wi-Fi
throughout the City.
◦ Provide one free session of City-run
summer camp to Oakley residents.
• Develop a sustainable financial plan that will
identify opportunities for less dependency on
property taxes while maintaining the quality
of life that residents and businesses expect.
◦ Attract more businesses (commercial and
industrial) to increase Oakley’s per-capita
Sales and Use Tax revenues.
◦ Seek to supplement existing funding
sources with State and Federal grants for
special projects.
◦ Consider the implementation of
an EIFD (enhanced infrastructure
financing district) to make infrastructure
improvements that will attract businesses
and generate revenue.
• Align infrastructure spending and long-term
growth so we can plan beyond two years to
improve streets and parks and provide for
long-term maintenance.
◦ Create an internal services fund for
facilities maintenance and improvements.
◦ Establish a minimum baseline for General
Fund contributions for street maintenance
and improvements and include a growth
factor in the recurring operating transfers
budget each year.
• Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:
◦ Service for public-business license
applications/other applications
◦ Financial modeling and finance/budget
balancing
◦ Public safety and roads
◦ Customer-Friendly access to the City’s
financial reporting information and to
allow easier transactions without the need
for customers to come to City Hall
◦ Infrastructure and asset management
• Develop a Financial Strategy and
Reporting Policy
◦ Continue to receive third party
professional acknowledgment of our City’s
financial practices:
–Continue to present, apply for, and
receive the Government Finance Officers’
Association Award on the City’s Annual
Comprehensive Financial Report.
–Continue to apply for and receive
the California Society of Municipal
Financial Officers’ Operating Budget
Excellence Award.
◦ Continue to update the Budget
Strategies and Financial Policies in the
City’s annual budgets.
◦ Consider how to include performance audits
in the City’s budget to provide accountability
for performance and compliance.
◦ Maintain 10-year budget forecast to be
updated with each annual budget.
◦ Establish a 30% General Fund Reserve
Policy to protect the City’s operations
from a sudden drop in property tax and
development-related revenues.
◦ Establish a formal policy for the restrictions
on and allowed uses of funds in the 30%
General Fund Reserve Policy.
◦ Consider separating out the Capital
Improvement Project (CIP) budget from
the general operational budget.
–Itemize individual project line items for
Council consideration in addition to
aggregated projects.
◦ Align Strategic Plan Goals and Objectives
into the annual budget document,
including performance measures.
Oakley will leverage financial resources for the longterm benefit of our residents and businesses. 1096
City of Oakley 20 Strategic Plan 2022–2027+ City of Oakley 21 Strategic Plan 2022–2027+ Sustainable Organization Goal
The City of Oakley will create a vibrant municipal workforce that reflects our commitment to an inclusive and equitable community and can meet our mission today while striving for our envisioned future tomorrow.
Sustainable Organization
Objectives
• Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of
service our residents and businesses expect.
◦ Create a competitive compensation
package that is sustainable to attract and
retain our greatest assets – our people.
◦ Provide appropriate training and
professional development to keep up with
regulatory requirements and skill sets to
maintain the City.
◦ Properly staff our Police Department to
best protect and serve Oakley.
◦ Address staffing limitations by hiring,
contracting, or prioritizing programs, projects,
and initiatives to scale appropriately.
◦ Base the City’s performance on execution
of SP27+ and other major initiatives.
◦ Encourage employee wellness by creating
a safe and healthy work environment,
an Employee Assistance Program (EAP),
regular employee appreciation events
and team building, and the employee
wellness program.
◦ Rebuild and re-energize staff by
surveying all employees to understand
what would make Oakley a great place to
work (e.g., work life balance, work from
home schedule).
• Identify and invest in resources to execute
the City’s responsibilities.
◦ Invest in Electric Vehicle fleet, which would
require downtown charging stations.
◦ Upgrade IT services to include new
computer systems and more efficient
IT response to computer and technical
issues to ensure projects can be
delivered efficiently.
◦ Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.
–Grant writer to identify State and Federal
grants to support Oakley.
–Parks & Recreation staff to keep
up with demands of new parks and
recreational programming.
–Public Works staff to keep up with demands
of new housing, parks and infrastructure
development and maintenance.
–Police to keep up with growing safety needs.
–Other needs as determined.
• Create a City-wide Succession Plan that
anticipates retirement, attrition, and
promotions, and provides opportunity for
development and growth, to build a wellrounded team that is prepared to serve the City now and well into its future.
• Reinforce a safe and healthy work
environment to protect our employees and
minimize compensation claims.
• Establish trust in City Hall.
◦ Reinforce the investment of our revitalized
staff and Council and create measurable
partnerships among the trio of Council,
staff, and the community to deliver on
Oakley’s co-created SP27+.
◦ In order to recruit and retain staff,
Oakley must improve its public-private
partnership and live its established values
to attract residents, businesses, and
employees alike.
Oakley will create accountable partnerships among the trio of City Council, staff, and the community to deliver on this co-created Strategic Plan.
◦ Reinforce Team Oakley: Council, staff, and
the public by celebrating successes and
communicating obstacles for full transparency
to create a learning environment.
◦ Inspire and encourage Oakley staff to
be visible and work with the community
at large.
◦ Acknowledge roles and responsibilities
per the City’s Governance Guidelines &
Protocols Policy Framework to guide the
execution of the Strategic Plan.
Oakley will encourage employee wellness by creating a
safe and healthy work environment.
1097
City of Oakley 22 Strategic Plan 2022–2027+ City of Oakley 23 Strategic Plan 2022–2027+ Team Oakley: Partnering for Success
The City of Oakley recognizes that the implementation of the SP27+ is incumbent on the strength of our partnership with the Council and community of residents, businesses, and stakeholders that benefit from the City’s success. Our strategic planning process included outreach to more than 400 community members and stakeholders that actively responded to a survey of questions and attendance at 4 public meetings to co-create the City’s new mission, vision, values, and priority objectives. With our unique new leadership of both Council and staff alike, along with a new community that has doubled since our City’s incorporation less than 25 years ago, together we re-envisioned who Oakley is becoming. We are thankful to all of those who participated to help co-design our shared future as we implement key goals that will meet our desires for today and for future generations to come.
City Council Members
Randy Pope, Mayor
Aaron Meadows, Vice Mayor
Anissa Williams
George Fuller
Sue Higgins
Stakeholders-Partners
Jeff Quimby, Contra Costa Water District
Tyson Zimmerman, Angela Lowrey, Dawn
Morrow, Ironhouse Sanitary District
Jeffrey Palmquist, Oakley Union Elementary
School District Superintendent
City Staff
Joshua McMurray, City Manager
Tim Przybyla, Finance Director
Kevin Rohani, Public Works Director
Paul Beard, Police Chief
Jeri Tejeda, Human Resources Director
Brent Smith, Community Development Director
Libby Vreonis, City Clerk
Lindsey Bruno, Recreation Director
Felicia Escover, Assistant to the City Manager
Strategic Planning Consultants
Ellen Cross, Strategy Driver, Inc.
Maria Pascoal, GEI Consultants The Oakley City Council formally accepted the final Strategic Plan 2022-2027+. 1098
OAKLEYThank you for helping Oakley co-create
a resilient future and a vibrant and
evolving community that welcomes and
values all people.
1099
City of Oakley
3231 Main Street, Oakley, CA 94561
(925) 625-7000
https://www.ci.oakley.ca.us/
1100
Business Name Primary Contact Email Address Primary Address Phone # Full Primary Address Active Licenses C&C PARTY RENTALS [email protected] (925) 565-6428 4890 OAK FOREST AVE OAKLEY CA 94561-2027
HOME BASED BUSINESS LICENSE
JV CONSTRUCTION [email protected] (925) 783-0048 1844 FAIRHAVEN WAY OAKLEY CA 94561-3073
HOME BASED BUSINESS LICENSE
MELISSA ROSSI (925) 852-3502 1120 DEERPARK RD
OAKLEY CA 94561-3154
HOME BASED BUSINESS LICENSE
TINYSTO [email protected] (925) 390-8221 3837 HARVEST CIR OAKLEY CA 94561-4313
HOME BASED BUSINESS LICENSE
4 1101
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: January 14, 2025
TO: Joshua McMurray, City Manager
FROM: Evan Gorman, Associate Planner
SUBJECT: Cedarwood Estates Preliminary General Plan Amendment (PA 03-24) - Work Session to discuss the merits of a potential project to amend the General Plan Land Use Designation of an approximately 14.41-acre site from Residential Very Low (RV) to Residential Low/Medium (RLM) Summary
This is a work session on a request by Louis Parsons of Discovery Builders, Inc. (“Applicant”) to discuss the merits of a potential project to amend the General Plan Land Use Designation of an approximately 14.41-acre site from Residential Very Low (“RV”) to Residential Low/Medium (“RLM”). The intended purpose is to facilitate a Tentative Map application to subdivide the site into 60 single-family lots ranging between 6,120 square feet and 10,197 square feet (“Project”). The conceptual project also includes three additional parcels for drainage facilities. The project site is located at 4192 Live Oak Avenue and 2300 Knox Lane and is zoned R-12 (SingleFamily Residential) District. APN’s: 041-030-032, and -033, and -041.
Figure 1 – Project Site
Approved and
Forwarded to the
City Council
1102
STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US Preliminary General Plan Amendment Process
The process of amending the City of Oakley 2020 General Plan ("General Plan") is subject to California Government Code ("GC") Sections 65350 - 65362, which apply to the preparation, adoption and amending of general plans and general plan elements.
GC Section 65351 is written as follows:
"During the preparation or amendment of the general plan, the [City] shall provide opportunities for the involvement of citizens, California Native American Indian tribes, public agencies, public utility companies, and civic, education, and other community groups, through public hearings and any other means the planning agency deems appropriate."
The application process for a General Plan Land Use Amendment can come with significant costs when factoring in the Staff time involved in preparing documents, conducting analysis, holding non-public and public meetings, hiring consultants for technical and environmental studies and documents, and consulting with outside agencies. Since a General Plan Land Use Amendment is a legislative and discretionary action that sets the tone for all other land use decisions on a property, Staff encourages potential applicants to first file a Preliminary General Plan Amendment, or "PGPA." The purpose of the PGPA is to allow Staff to provide a brief description of the proposed amendment and provide a concept of the project, as submitted by the applicant, to the City Council and Planning Commission. The applicant is provided a chance to present the request, further describe the concept, and provide additional insight on the background of the request.
EXISTING GENERAL PLAN AND ZONING DESIGNATION
• The General Plan Land Use Designation for the project site is Residential Very Low (“RV”) - The Residential Very Low designation allows for large-lot single-family residential development, which maintains the low density typical of a large-lot suburban development. The density permitted by the General Plan is 1.0-2.3 dwelling units per gross acre which would permit 15-34 units under this designation.
• The site is zoned R-12 (Single-Family Residential) District. The R-12 District has a minimum lot size of 12,000 square feet.
PROPOSED LAND USE DESIGNATION
• The General Plan Land Use Designation proposed by the applicant is Residential Low/Medium (RLM) – This designation provides for moderately dense singlefamily residential development that is consistent with suburban uses. The density permitted by the General Plan is 3.8-5.5 dwelling units per gross acre which would permit 55-80 units under this designation.
1103
STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 3
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US
PROJECT SITE
The project site comprises three separate residential parcels ranging in size from just over 4.6 acres to just under 5.2 acres. Two of the parcels, north of Knox Lane, contain existing homes while the parcel south of Knox Lane is vacant. Adjacent to the project site, along the south side of Knox Lane, are four one-acre parcels and one half-acre parcel. Two of these five adjacent parcels are zoned R-15, two are zoned Agricultural Limited, and the half acre parcel is zoned R-12 like the project site. To the north and east, the area is zoned for a Planned Unit Development (P-1), with 18 single-family homes along the northern boundary of the project site. These homes are set on medium-sized lots, with most between 7,000 and 8,000 square feet. Across Michelle Lane to the east, the lots are similar in size. To the west, across Live Oak Avenue, the parcels are larger and zoned R-15. In terms of land use, the properties to the north and east are designated for low/medium density housing, while those to the south and west, including the project site, are designated for very low-density residential use.
PREVIOUS APPLICATIONS
This project site was associated with a 34-lot Vesting Tentative Map known as “Cedarwood Subdivision 9088” from the same developer, which was approved in 2010 but has since expired. Discovery Builders, Inc., submitted a separate preliminary general plan amendment in 2021 with a 73-lot conceptual plan which was generally not well-received by the City Council at the time and subsequently did not move forward.
CONCEPTUAL PLANS
The applicant submitted conceptual plans which help to visualize how a project under the proposed designation may look. The plan shows 60 single-family lots, 20 units below the maximum allowed by the proposed general plan land use designation, ranging from between 6,120 square feet and 10,197 square feet. The conceptual plan includes three additional parcels for drainage facilities. The density of this plan is 4.16 dwelling units per gross acre. It is important to note that this plan is preliminary, and it lacks the same amount of information as a tentative map and development plan application would, including the lot dimensions, right of way widths, and landscaping. They should be used for illustrative purposes only and to get a sense of what a project under the proposed designation may look like.
PLANNING COMMISSION PUBLIC HEARING
On October 1, 2024, a work session on this item was held by the Planning Commission at their regularly scheduled meeting. The role of the Planning Commission was to receive the Staff Report from Staff, in addition to public testimony from the applicant, the public, and any interested parties. The Commission’s role was also to provide feedback on the preliminary proposal, which would then be passed onto the City Council. The 1104
STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 4
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US Commission generally expressed that they did not see a particular community benefit from increasing the potential density in this area of the City. One Commissioner expressed that the developer may be able to achieve additional value through use of the State ADU legislation along with larger lots than those proposed. Three adjacent property owners provided public comment and stated that they did not support the increased density proposed as part of this application.
Figure 2 – Conceptual Layout
Analysis
When evaluating amendments to the General Plan's land use designations, it’s important to conduct a comparative review of the land uses and designations of adjacent properties. A change to the RLM designation would allow for a maximum gross density of 5.5 dwelling units per acre, potentially accommodating up to 80 dwelling units. In this case, while the RLM designation would match properties to the north and east, it would replace 15 acres of RV designation, possibly encouraging future requests for density increases on remaining RV properties to the south.
Attachment 3 illustrates the existing and proposed land use designations in context.
As development progresses and land use designations change to facilitate that development, pressure increases on nearby vacant properties to develop or request similar or higher density amendments. This pattern of density increases through land use amendments may result in an undesirable development pattern, where each new amendment creates adjacent parcels that may seek higher density. It is crucial 1105
STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 5
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US to consider the broader implications of such amendments on surrounding properties and their potential to set precedents for other areas, potentially leading to more amendment requests.
Figure 3 – Existing and Proposed General Plan Land Use Designations Table 1 – General Plan Land Use Designations and Density Ranges Land Use Designation Minimum Density
on project site (units)
Maximum Density
on project site (units)
Residential Very Low (RV)(Existing)
(1.0-2.3 du/ac) 15 Units 34 Units
Residential Low (RL) (Included for
Reference) (2.3-3.8 du/ac) 34 Units 55 Units
Residential Low/Medium
(RLM)(Proposed) (3.8-5.5 du/ac) 55 Units 80 Units
Consistency with the Oakley Strategic Plan 27+
Holding an advisory work session is consistent with the goals in the section of the Oakley Strategic Plan 27+ entitled, “Community and Economic Development Goal”.
Reviewing applications for compliance with Oakley’s development standards ensures thoughtful growth.
1106
STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 6
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US Fiscal Impact
There is no fiscal impact. This is a developer funded account. All Staff time and City of Oakley generated materials are charged to the account.
Staff Recommendation
This is an advisory hearing only. There is no process to approve a project because of this work session. The City Council may act in an advisory role to the applicant on whether there is interest in considering an application for the requested project. If the Council shows favorable interest in the preliminary application, it may advise the applicant to submit, and direct Staff to process, a General Plan Amendment application. Directing staff to process a General Plan Amendment application would not guarantee Staff support or City Council approval of the project.
Attachments
1. Vicinity Map
2. Notice of Work Session
3. Conceptual Plan
4. Existing and Proposed Land Use Designations
1107
Vicinity Map
Cedarwood Estates Preliminary General Plan Amendment (PA 03-24) Oakley, CA 94561 APNs: 041-030-032, and -033, and -041
1108
NOTICE OF WORK SESSION
Notice is hereby given that on January 14, 2025 at 6:30 p.m., or as soon thereafter as the matter may be heard, the City Council of the City of Oakley will hold a Work Session at the Council Chambers located at 3231 Main Street, Oakley, CA 94561 for the purposes of considering the item as described below:
Project Name: Cedarwood Estates Preliminary General Plan Amendment (PA 03-24) Project Location: 4192 Live Oak Avenue and 2300 Knox Lane, Oakley, CA 94561 Applicant: Louis Parsons, Discovery Builders, Inc., 3240 Stone Valley Road W. Suite 2, Alamo, CA 94507 [email protected]
Request: This is a work session on a request by Louis Parsons of Discovery Builders, Inc. (“Applicant”) to discuss the merits of a potential project to amend the General Plan Land Use Designation of an approximately 14.14-acre site from Residential Very Low (“RV”) to Residential Low/Medium (“RLM”). The intended purpose is to facilitate a Tentative Map application to subdivide the site into 60 single-family lots ranging from between 6,120 square feet and 10,197 square feet (“Project”). The proposed project includes three additional parcels for drainage facilities. The project site is located at 4192 Live Oak Avenue and 2300 Knox Lane and is zoned R-12 (Single-Family Residential) District. APN’s: 041-030-032, and -033, and -041. This item is to be an advisory hearing only.
How to Review: The Staff Report and its attachments will be available for public review, on or before January 9, 2025 at City Hall, 3231 Main Street, Oakley, CA 94561 or online at www.ci.oakley.ca.us/agendas-minutes-videos-archive/ by navigating to the January 14, 2025 City Council agenda and clicking the project title link. (Note: City Hall is closed on the 1st and 3rd Fridays of each month). Interested persons are invited to submit written comments prior to and may testify at the public hearing. Written comments may be submitted to Evan Gorman, Associate Planner at the City of Oakley, 3231 Main Street, Oakley, CA 94561 or by email to [email protected].
NOTICE IS ALSO GIVEN pursuant to Government Code Section 65009(b) that, if this matter is subsequently challenged in Court by you or others, you may be limited to raising only those issues you or someone else has raised at a Public Hearing described in this notice or in written correspondence delivered to the City of Oakley City Clerk at, or prior to, the Public Hearing. 1109
817 Arnold Drive, Ste. 50
Martinez, CA 94553
Ph: (925) 476-8499
www.apexce.net
NO. REVISIONS NO BY DATE JV
STAFF
JV
DESIGN:
DRAWN:CHECKED:PROJECT #: 20003
PUBLIC WORKS
DEPARTMENT
3639 Main Street, Oakley, CA 94561
Ph: (925) 625-7000 · FAX: (925) 625-9194
www.ci.oakley.ca.us C A L I F O R N I A
"CEDARWOOD ESTATES" - SUB # 9690 - VESTING TENTATIVE MAP - 07-30-2024
VICINITY MAP
NOT TO SCALE
BASIS OF BEARINGS
BENCHMARK
OWNER/DEVELOPER
ENGEO2010 CROW CANYON PLACE, SUITE 250
SAN RAMON, CA 94583
(925) 866-9000
SOILS ENGINEER
CIVIL ENGINEERAPEX CIVIL ENGINEERING & LAND SURVEYING
817 ARNOLD DRIVE, SUITE 50
MARTINEZ, CA 94553
(925) 476-8499
MSLA LANDSCAPE ARCHITECTURE
306 CANYON FALLS DRIVE
FOLSOM, CA 95630
(916) 989-3372
LANDSCAPE ARCHITECT:
DESCRIPTION
23 SHEET No.
1 TITLE SHEET
SHEET INDEX
5 TOPOGRAPHIC SURVEY & DEMOLITION PLANSECTIONS & DETAILSPRELIMINARY C.3 STORM WATER CONTROL PLAN FORECAST LAND INVESTMENT, LLC.
3240 STONE VALLEY ROAD WEST, SUITE 2
ALAMO, CA 94507
(925) 682-6419
FACILITIES
GENERAL
ABBREVIATIONS LEGEND
4 PRELIMINARY GRADING, DRAINAGE & UTILITY PLAN
LIVE OAK AVENUE
MICHELLE LANE
KNOX LANE
ARTHUR LANE
KNOX COURT
WALDEN WAY
CHICORY DRIVE
CHICORY
DRIVE
56' ROW
56' ROW
56' ROW
56' ROW
56' ROW
60' ROW
79.5' ROW 66' ROW
PHASING NOTE:
57 58 59 60
51 50 49
43 36
32 24 25
16 1718
19 20
11 12 13 14
PARCEL 'B'
PARCEL 'A'
1110
817 Arnold Drive, Ste. 50
Martinez, CA 94553
Ph: (925) 476-8499
www.apexce.net
NO. REVISIONS NO BY DATE JV
STAFF
JV
DESIGN:
DRAWN:CHECKED:PROJECT #: 20003
PUBLIC WORKS
DEPARTMENT
3639 Main Street, Oakley, CA 94561
Ph: (925) 625-7000 · FAX: (925) 625-9194
www.ci.oakley.ca.us C A L I F O R N I A
GENERAL DEMOLITION NOTES:
DEMOLITION KEY LEGEND
LIVE OAK AVENUE
MICHELLE LANE
KNOX LANE
CHICORY
DRIVE
CHERRY
WAY
1111
817 Arnold Drive, Ste. 50
Martinez, CA 94553
Ph: (925) 476-8499
www.apexce.net
NO. REVISIONS NO BY DATE JV
STAFF
JV
DESIGN:
DRAWN:CHECKED:PROJECT #: 20003
PUBLIC WORKS
DEPARTMENT
3639 Main Street, Oakley, CA 94561
Ph: (925) 625-7000 · FAX: (925) 625-9194
www.ci.oakley.ca.us C A L I F O R N I A
TYPICAL 56' STREET ROW
KNOX LANE, KNOX COURT, WALDEN WAY, ARTHUR LANE, CHICORY DRIVE
NOT TO SCALE
KNOX LANE
SECTION B-B
(STA 1+22 - 8+75)
NOT TO SCALE
HALF SECTION OF 79.5' STREET R/W
LIVE OAK AVENUE
SECTION A-A
NOT TO SCALE
SECTION D-D
NOT TO SCALE
SECTION E-E
NOT TO SCALE
SECTION F-F
NOT TO SCALE
SECTION H-H
NOT TO SCALE
SECTION I-I
NOT TO SCALE
BIO-RETENTION AREA
TYPICAL DETAIL
NOT TO SCALE
SECTION J-J
NOT TO SCALE
SECTION K-K
NOT TO SCALE
SECTION L-L
NOT TO SCALE
SECTION M-M
NOT TO SCALE
SECTION N-N
NOT TO SCALE
HALF SECTION OF 60' STREET R/W
MICHELLE LANE
SECTION C-C
NOT TO SCALE
SECTION G-G
NOT TO SCALE
1112
817 Arnold Drive, Ste. 50
Martinez, CA 94553
Ph: (925) 476-8499
www.apexce.net
NO. REVISIONS NO BY DATE JV
STAFF
JV
DESIGN:
DRAWN:CHECKED:PROJECT #: 20003
PUBLIC WORKS
DEPARTMENT
3639 Main Street, Oakley, CA 94561
Ph: (925) 625-7000 · FAX: (925) 625-9194
www.ci.oakley.ca.us C A L I F O R N I A
STRUCTURE # GRATE/RIM
ELEVATION
FLOW LINE
ELEVATION
SSMH-1 8" FL 63.30 IN
EX.8" FL 63.30± OUT
SS SUMMARY
RIM 70.56
SSMH-3 8" FL 65.30 INSSMH-4 8" FL 65.94 OUT
8" FL 65.05 OUT
SSMH-2 8" FL 64.52 IN
8" FL 64.27 OUT
SSMH-5 8" FL 66.69 INSSMH-6 8" FL 67.31 OUT
8" FL 66.44 THRU
SSMH-7 8" FL 68.70 INSSMH-8 8" FL 69.32 OUT
8" FL 68.45 OUT
EX. SSMH 8" FL 65.66 INSSMH-9 8" FL 66.79 THRU
EX.8" FL 65.66± OUT
SSMH-10 8" FL 67.49 THRUSSMH-11 8" FL 68.50 INSSMH-12 8" FL 70.69 OUT 8" FL 68.25 THRU
SSMH-13 8" FL 70.50 IN
8" FL 70.25 OUT
SSMH-14 8" FL 71.53 OUTSSMH-15 8" FL 71.00 THRUSSMH-16 8" FL 71.90 OUT RIM 72.45RIM 70.56 RIM 74.58RIM 71.06 RIM 71.80RIM 74.38RIM 72.20RIM 73.71RIM 72.05RIM 72.34RIM 72.76RIM 72.34RIM 75.46RIM 73.85RIM 76.32RIM 77.83 SSMH-1
SSMH-3 SSMH-2
SSMH-4
SSMH-5
SSMH-6
SSMH-7
SSMH-8
EX.SSMH
SSMH-9
SSMH-12 SSMH-11 SSMH-10
SSMH-14 SSMH-13
SSMH-15
SSMH-16
CB-1
CB-2
CB-3
SDMH-1
CB-5 CB-4 SDMH-2
CB-6 SDMH-3
CB-7 CB-8
CB-9
CB-10
SDMH-4
SDMH-5
SDMH-6
SDMH-7
SDMH-8
SDMH-9
CB-11 EX.SDMH
CB-12
CB-13
SDMH-10
CB-14
EX.CB
CB-15
STRUCTURE # GRATE/RIM
ELEVATION
FLOW LINE
ELEVATION
SD SUMMARY
CB-1 G 67.83 EX.18" FL 65.04 OUTCB-2 TC 70.73 12" FL 67.11 IN 18" FL 67.11 THRU
CB-3 TC 70.73 12" FL 67.21 OUT
SDMH-1 RIM 70.90 18" FL 67.34 THRUSDMH-2 RIM 72.41 15" FL 67.83 IN CB-4 TC 72.31 15" FL 67.96 THRUCB-5 TC 72.39 15" FL 68.25 OUTCB-6 TC 72.27 15"/18" FL 68.31 THRU SDMH-3 RIM 72.06 15" FL 68.65 THRU
CB-7 TC 71.73 12"/15" FL 68.75 THRUCB-8 TC 71.73 12" FL 68.85 THRU 18" FL 65.29 INEX.24" FL 65.29± OUT
SDMH-4 RIM 76.50
CB-9 G 69.50 18" FL 66.21 OUT
SDMH-5 RIM 76.50 18" FL 65.40 THRUSDMH-6 RIM 76.30 18" FL 65.59 THRUSDMH-7 RIM 75.05 18" FL 65.75 THRUSDMH-8 RIM 72.20 18" FL 66.29 THRUSDMH-9 RIM 72.39 18" FL 66.75 THRU CB-10 G 70.60 18" FL 66.84 OUT
12" FL 65.66 INEX.18" FL 65.66± OUT
EX.SDMH RIM 74.22
CB-11 G 69.73 12" FL 66.20 OUTCB-12 12" FL 68.96 THRUCB-13 12" FL 69.06 OUT SDMH-10 RIM 74.37 12" FL 69.32 THRU
CB-14 12" FL 70.67 OUT
EX.CB 12" FL 68.28 IN
EX.15" FL 68.28± OUT
TC 71.48
CB-13 G 71.53 12" FL 68.34 OUT
TC 72.07TC 72.07
18" FL 67.83 THRU
TC 74.85
57 58 59 60
51 50 49
43 36
32 24 25
16 1718
19 20
11 12 13 14
PARCEL 'B'
BR-2
BR-3
BR-1
PARCEL 'A'
1113
817 Arnold Drive, Ste. 50
Martinez, CA 94553
Ph: (925) 476-8499
www.apexce.net
NO. REVISIONS NO BY DATE JV
STAFF
JV
DESIGN:
DRAWN:CHECKED:PROJECT #: 20003
PUBLIC WORKS
DEPARTMENT
3639 Main Street, Oakley, CA 94561
Ph: (925) 625-7000 · FAX: (925) 625-9194
www.ci.oakley.ca.us C A L I F O R N I A
C.3 COMPLIANCE
BIO-RETENTION AREA SUMMARY ABBREVIATIONS
DMA
AREA
(SF)
DMA
RUNOFF
FACTOR
DMA AREA
x
RUNOFF FACTOR
IMP
SIZING
FACTOR
DMA
NAME
REQUIRED
IMP AREA
(SF)
PROPOSED
IMP AREA
(SF)
IMP
AREA
NAME
MINIMUM
AREA
(SF)
R2 1.0 0.04
BR-2 1.0 0.04 2,212 4,151 4,163
1,591
L2 87,096 0.1 8,710 0.04R1 1.0 0.04
BR-1 1.0 0.04 10,156 10,260 L1 149,556 0.1 0.04
C2/P2
R3 1.0 0.04
BR-3 1.0 0.04 211 428 435
169
L3 11,979 0.1 1,198 0.04
C3/P3 5,267C1/P1
39,776
348
55,291
5,267
PROJECT NAME/NUMBERPROJECT LOCATIONNAME OF DEVELOPERPROJECT WATERSHED "CEDARWOOD ESTATES" - SUB # 9690FORECAST LAND INVESTMENTS, LLCEAST COUNTY DELTA DRAINAGES13.96 ACRES (608,176 SF)
PROJECT TYPE ANDDESCRIPTION
TOTAL PROJECT SITE
AREA (ACRES)
TOTAL NEW IMPERVIOUS
SURFACE AREA (SQ. FT.)
TOTAL REPLACED IMPERVIOUS
SURFACE AREA
TOTAL PRE-PROJECTIMPERVIOUS SURFACE AREATOTAL POST-PROJECTIMPERVIOUS SURFACE AREA 4192 LIVE OAK AVENUE
OAKLEY, CA
PROJECT DATA FORM
60 LOTS (SINGLE FAMILY RESIDENTIAL)
+ 3 PARCELS332,069 SF31,411 SF31,411 SF363,480 SF
RUNOFF REDUCTIONMEASURES SELECTED
1. DISPERSE RUNOFF TO
VEGETATED AREA
2. PERVIOUS PAVEMENT
(PAVERS)
3. CISTERNS OR RAIN BARRELS
4. BIO-RETENTION FACILITY
OR FLOW-THROUGH PLANTER
BMP TRIBUTARY BOUNDARY:DRAINAGE MANAGEMENT AREAS (DMA):
LANDSCAPE AREA
NEW IMPERVIOUS AREA
(ROOFTOP)
C.3 STORM WATER CONTROL LEGEND
BIO-RETENTION AREA
NEW IMPERVIOUS AREA
(PAVEMENT/CONCRETE)
SELF-TREATING
LANDSCAPE AREA
14.63 ACRES (637,129 SF) TOTAL AREA OF LAND DISTURBED (ACRES) 50% RULEPROJECT DENSITYHMP COMPLIANCEAPPLICABLE SPECIAL PROJECT
CATEGORIESPERCENT LID AND NON LIDTREATMENT
N/A4.3 UNITS/ACN/A100% LIDN/A
ST
L
P / C
THE PROJECT WILL DRAIN TO THREE BIO-RETENTION AREAS(BR-1, BR-2, AND BR-3). FROM THESE BMPs, THE OVERFLOW
STORM DRAIN SYSTEM WILL TIE IN TO THE EXISTING STORM
DRAIN SYSTEMS TO THE NORTH AND EAST.
THE PROJECT PROPOSES GREATER THAN 1 ACRE OF NEWIMPERVIOUS SURFACES, HOWEVER SINCE THE STORM DRAIN
SYSTEM IS FULLY ENGINEERED AND DRAINS TO A LINED
CHANNEL OUT TO THE TIDALLY INFLUENCED WATER WAYOF BIG BREAK,THE PROJECT IS THEREFORE EXEMPT FROM HAVING TO SATISFY THE HYDROMODIFICATION (HM)REQUIREMENTS OF THE CONTRA COSTA COUNTY CLEANWATER PROGRAM.AS A RESULT, THE BIO-RETENTION AREAS ARE DESIGNEDFOR TREATMENT ONLY, USING THE 4% METHOD.
UNTREATED AREA
LIVE OAK AVENUE
MICHELLE LANE
CHICORY
DRIVE
4,229 4,229
48 39,776
113,167125,785
55,291
598
4,5275,031
14,956
113,167125,785
R1
R1R1
R1
R1 R1 R1 R1
R1
R1 R1
R1
R1
R1 R1
UT
BR-1
BR-2
R1
R1
R1 R1 R1
R1
R1
R1 R1
R1
R1
R1 R1 R1
R1
R1
R1
R1
R1
R1 R1 R1 R1
R2 R2 R2 R2
R2 R2 R2 R2 R2 R2 R2 R2
R3
R3
R2
R2
R2
R2
R2
R2
R2
R1
BR-3
P2
P3 C3
C3
C2
C2 C2 C2 C2 C2 C2 C2
C2 C2 C2 C2
C2
C2
C2
C2
C2
C2
C2
C1
C1
C1
C1
C1
C1
C1
C1 C1 C1
C1
C1
C1
C1
C1
C1
C1
C1
C1
C1
C1
C1
C1
C1
C1
C1
C1
C1
C1
C1
C1 C1 C1 C1
C1
C1
C1
C1
C1
P2
P2
P1
P2
P2
P1
P1
P1
P1
P1
P1
P4 P4
ST-1 ST-1
BR-1
UT
R
1114
Existing Proposed
1115