Oakley City Council
February 11, 2025

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, February 11, 2025
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 (Stephanie Ordonez Reyes, Gabriela Luna and Lucas Fenn, Gehringer Elementary School Students)

2. PUBLIC COMMENTS

3. COUNCILMEMBER COMMENTS

4. CONSENT CALENDAR

4.1 Approve Minutes from the Special Joint City Council and Planning Commission Meeting held January 28, 2025 (Kim Snodgrass, City Clerk) 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.

Minutes
2 4.2 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 January 28, 2025 (Kim Snodgrass, City Clerk)

4.3 Waive the Second Reading and Adopt an Ordinance Amending Oakley Municipal Code Subsection 9.1.1238.c.6 and finding the action Exempt from the California Environmental Quality Act (CEQA) (Ken Strelo, Community Development Director)

4.4 Adopt a Resolution Approving a Reimbursement Agreement between Ironhouse Sanitary District and the City of Oakley for Emergency Sanitary Sewer Repairs on East Cypress Road (Kevin Rohani, P.E., Public Works Director/City Engineer)

4.5 Adopt a Resolution Authorizing the City Manager to execute a Construction Agreement with R & R Pacific Construction, Inc. for the Construction of Capital Improvement Project (CIP) 281 - Enrico Cinquini Park Construction Project (Kevin Rohani, P.E., Public Works Director/City Engineer)

4.6 Adopt a Resolution Authorizing the City Manager to execute Amendment No. 2 to the Consulting Services Agreement with Callander Associates Landscape Architecture, Inc. to provide Construction Support Services for the Construction of Capital Improvement Project (CIP) 281 - Enrico Cinquini Park Construction Project (Kevin Rohani, P.E., Public Works Director/City Engineer)

4.7 Creating Zone 195 within the Oakley Special Police Tax Area consisting of the Live Oak Industrial Park project located at 5400 Live Oak Avenue (APN 037-100-065-4) (Kevin Rohani, P.E., Public Works Director/City Engineer)

4.8 Adopt a Resolution Adopting the 2024 Contra Costa County Local Hazard Minutes
Ordinance
Staff Report

1. Resolution

2. Reimbursement Agreement
Staff Report

1. Resolution

2. Bid Summary
Staff Report

1. Callander Associates Landscape Architecture, Inc. Construction Support Services Proposal

2. Resolution
Staff Report

1. Resolution
1A. Exhibit A to Resolution

2. Ordinance
2A. Exhibit A to Ordinance
2B. Exhibit B - Rate Schedule
3 Mitigation Plan – City of Oakley Annex (Danielle Navarro, Assistant City Manager)

4.9 City of Oakley as Successor Agency to the Oakley Redevelopment Agency Quarterly Investment Report (2nd Quarter FY 2024/25) (Jeri Tejeda, Administrative Services Director)

4.10 City of Oakley Investment Report (2nd Quarter FY 2024/2025) (Jeri Tejeda, Administrative Services Director)

5. PUBLIC HEARINGS

6. REGULAR CALENDAR

7. REPORTS

7.1 CITY MANAGER
(a) City Manager
(b) Business License Update
(c) Police Department Annual 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 (b) Requests for Future Agendas

8. WORK SESSIONS

8.1 (Continued from January 14, 2025)-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 parcel from Residential Very Low (RV) to Residential Low/Medium (RLM) (Evan Gorman, Associate Planner) Staff Report

1. Proposed Resolution

2. 2024 Contra Costa County Local Hazard Mitigation Plan – City of Oakley Annex
Staff Report

1. City of Oakley as Successor Agency to the Redevelopment Agency Investment Report for the quarter ended December 31, 2024.

Staff Report

1. City of Oakley Investment Report for the quarter ended December 31, 2024

2. FY 2025 City Investment Worksheet
(b) January 2025 New Business Licenses
(c) Police Department Annual Update
4 9. CLOSED SESSION

10. ADJOURN
Staff Report

1. Vicinity Map

2. Notice of Work Session

3. Conceptual Plan

4. Existing and Proposed Land Use Designations
5 MINUTES OF THE SPECIAL JOINT MEETING OF THE OAKLEY CITY COUNCIL AND PLANNING COMMISSION HELD JANUARY 28, 2025

1. CALL TO ORDER AND ROLL CALL
Mayor Shannon Shaw called the meeting to order at 5:30 p.m. in the Oakley City Council Chambers located at 3231 Main Street, Oakley, California 94561. Vice Mayor Hugh Henderson, Councilmembers George Fuller, Aaron Meadows and Anissa Williams were present as well as Chair Chuiko and Planning Commissioners Leonard Price, Jeanne Krieg and Jimmy Ramirez, Vice Chair Diego Verduzco was absent.

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

3. PUBLIC COMMENTS
Roman Jauregui provided a public comment.

4. WORK SESSION

4.1 City of Oakley Climate Action Plan: Goals, Targets, and Actions – Joint Work Session with the City Council and Planning Commission (Ken Strelo, Community Development Director)
Community Development Director Ken Strelo introduced Louis Spanias, Senior Sustainability Manager with Cumming Group.

Mr. Spanias made a presentation and mentioned he would collect input from Councilmembers and Planning Commissioners on the Goals, Targets and Actions of the plan regarding the topics of Governance and Leadership, Buildings and Energy, Transportation and Land Use, and Adaptation and Resilience.

Mr. Spanias responded to comments from Councilmember Fuller.

Councilmembers and Commissioners provided their input on each of the four topics.

Mr. Spanias thanked the Council and Commissioners for their time and mentioned there is still time to provide input before the internal draft is issued next month. 6 Mike Moore and Marilyn Tiernen provided public comments.

5. ADJOURN
There being no further business, the meeting was adjourned at 6:21 p.m.

Respectfully submitted.

Kim Snodgrass
City Clerk
7 MINUTES OF THE REGULAR JOINT MEETING OF THE OAKLEY CITY

COUNCIL/OAKLEY CITY COUNCIL ACTING AS THE SUCCESSOR AGENCY TO THE

OAKLEY REDEVELOPMENT AGENCY AND SPECIAL MEETING OF THE OAKLEY PUBLIC FINANCING AUTHORITY HELD JANUARY 28, 2025

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 and Special Meeting of the Oakley Public Financing Authority Mayor Shannon Shaw called the meeting to order at 6:30p.m. in the Oakley City Council Chambers located at 3231 Main Street, Oakley, California 94561.

Vice Mayor Hugh Henderson and Councilmembers George Fuller, Aaron Meadows and Anissa Williams were also present.

1.2 Pledge of Allegiance to the Flag (Nicholas Contreras, O'Hara Park Middle School Student)
Nicholas Contreras led the Pledge of Allegiance to the Flag.

1.3 Oakley Youth Advisory Council Presentation (Jeri Tejeda, Administrative Services Director)
Members of the Oakley Youth Advisory Council made a presentation.

2. PUBLIC COMMENTS - None

3. COUNCILMEMBER COMMENTS - None

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 January 14, 2025 (Kim Snodgrass, 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 Amendment No. 2 to the Consulting Services Agreement with Sanbell to Provide 8 Construction Support Services for the East Cypress Road Widening at CCWD Canal Crossing Project - Capital Improvement Project Number 310 (Kevin Rohani, P.E., Public Works Director/City Engineer)

4.4 Adopt a Resolution of the City Council of the City of Oakley to Request the Metropolitan Transportation Commission (MTC) for the Allocation of Fiscal Year (FY) 2025/26 Transportation Development Act (TDA) Article 3 Pedestrian/Bicycle Project Funding (Kevin Rohani, P.E., Public Works Director/City Engineer)

4.5 Adopt a Resolution Authorizing the Countywide Bicycle Advisory Committee for Purposes of Reviewing and Prioritizing Transportation Development Act Article 3 (TDA) Grant Applications for Fiscal Year (FY) 2025/2026 on Behalf of the City of Oakley (Kevin Rohani, P.E., Public Works Director/City Engineer)

4.6 Fiscal Year (FY) 2024/25 Second Quarter Report on the Capital Improvement Program (Kevin Rohani, P.E., Public Works Director/City Engineer)
Councilmember Fuller pulled item 4.1
Mayor Shaw pulled item 4.5.

It was moved by Councilmember Williams and seconded by Councilmember Meadows to approve the balance of the Consent Calendar. Motion was unanimous and so ordered. (5-0)
Item 4.1
Councilmember Fuller mentioned he will vote no.

It was moved by Councilmember Meadows and seconded by Vice Mayor Henderson to approve item 4.1. Ayes: Henderson, Meadows, Shaw, Williams.

Noes: Fuller (4-1)
Item 4.5
Mayor Shaw mentioned she pulled this item for a public comment.

A comment was provided by Grady Hoffman.

City Manager Joshua McMurray responded to questions from Councilmember Williams and Mayor Shaw.

It was moved by Councilmember Meadows and seconded by Councilmember Fuller to approve item 4.5. Motion was unanimous and so ordered. (5-0) 9 5. PUBLIC HEARINGS

5.1 Zoning Text Amendments – Carwash Highway Buffers (RZ 02-24) This is a City-initiated application requesting approval of a Rezoning (RZ 02-24) consisting of zoning text amendments to amend Oakley Municipal Code (“OMC”) subsection 9.1.1238.c.6, a performance standard applicable to Carwashes, by adding an exclusion to the 1,000-foot minimum buffer between carwashes when within 1,000 of a highway on/off ramp (“Project”). (Ken Strelo, Community Development Director) Community Development Director Ken Strelo presented the item.

Mr. Strelo responded to questions from Councilmember Williams and Mayor Shaw.

Mayor Shaw opened the Public Hearing; there were no public comments, so she closed the Public Hearing.

Councilmembers deliberated.

Mr. Strelo responded to questions from Councilmembers.

It was moved by Councilmember Meadows and seconded by Vice Mayor Henderson to introduce the Ordinance with a revision to limit the exclusion to the intersection of Main Street/Neroly Road/Bridgehead Road. Ayes:

Henderson, Meadows, Shaw Noes: Fuller, Williams (3-2)

6. REGULAR CALENDAR

6.1 Interview and Appoint Two Applicants to the Planning Commission for 2- Year terms Ending February 28, 2027. (Ken Strelo, Community Development Director)

Community Development Director Ken Strelo presented the item.

Councilmembers interviewed six candidates and selected their top three choices.

Councilmembers thanked all the applicants for being there.

After tallying the votes, the City Clerk announced the two Candidates moving forward would be Kerry Harvey and Yarod Oliveros.

It was moved by Councilmember Fuller and seconded by Mayor Shaw to 10 appoint Kerry Harvey and Yarod Oliveros to the Planning Commission for twoyear terms. Motion was unanimous and so ordered. (5-0)

6.2 Appeal of Hearing Officer’s Decision Regarding 61 Merganser Ct. (Kim Snodgrass, City Clerk)
Councilmember Williams recused herself.

City Clerk Kim Snodgrass presented a summary of the report.

Appellant provided their argument.

Councilmembers deliberated and asked questions of the appellant.

The appellant responded to questions from Councilmembers.

It was moved by Vice Mayor Henderson and seconded by Councilmember Meadows to uphold the administrative hearing Officer’s Decision and reduce the fine to $500. Ayes: Fuller, Henderson, Meadows, Shaw Recused: Williams. (4-0-1)

6.3 Adopt a Resolution Approving and Establishing a Citywide Governance Policy for Elected Officials (Joshua McMurray, City Manager)
City Manager Joshua McMurray presented the staff report.

Councilmembers discussed and asked questions regarding the policy.

Mr. McMurray responded to questions from Councilmembers.

It was moved by Councilmember Williams and seconded by Councilmember Fuller to approve item 6.3. Motion was unanimous and so ordered. (5-0)

7. REPORTS

7.1 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
11 Vice Mayor Henderson reported he attended two Ironhouse Sanitary District meetings, a Diablo Water District meeting and lunch at the Senior Center.

Councilmember Meadows reported he attended the CCTA Meeting.

Councilmember Williams reported she attended a conference regarding city obligations for housing inspections, receiverships and enforcements, the Delta Protection Commission meeting, Tri Delta Transit and Cal Cities Policy Committee meeting.

Mayor Shaw reported she attended the California League of Cities East Bay Board of Directors meeting, CCTA, Tri Delta Transit, Cal Cities Policy Committee, and a Crab feed for the Brentwood Dolphins.

7.2 CITY MANAGER
(a) City Manager
(b) 2024 Annual Report
City Manager Joshua McMurray mentioned the 2024 annual report is attached to the agenda.

Councilmember Fuller mentioned it was a great annual report.

8. WORK SESSION - None

9. CLOSED SESSIONS - None

10. ADJOURN
There being no further business, the meeting was adjourned at 9:19 p.m.

Respectfully submitted.

Kim Snodgrass
City Clerk
12 Ordinance No. 2-25 Page 1 of 3
ORDINANCE NO. 2-25

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF OAKLEY AMENDING OAKLEY MUNICIPAL CODE SECTION 9.1.1238.c.6 (RZ 02-24) RELATED TO

CARWASHES, AND FINDING THE ACTION EXEMPT FROM THE CALIFORNIA

ENVIRONMENTAL QUALITY ACT (CEQA)
WHEREAS, this is a City-initiated application requesting approval of a Rezoning (RZ 02-24) consisting of zoning text amendments to amend Oakley Municipal Code (“OMC”) subsection 9.1.1238.c.6, a performance standard applicable to Carwashes, by adding an exclusion to the 1,000-foot minimum buffer between carwashes when within 1,000 of a highway on/off ramp (“Project ); and
WHEREAS, on May 7, 2024, the Planning Commission held a duly noticed public hearing to consider the proposed Rezone (RZ 02-24), with inclusion of a second zoning text amendment related to Wineries, Tasting Rooms, and Processing of Agricultural Products (OMC subsection 9.1.404.c.9), received the staff report and staff presentation, received comments from the public and interested parties, and discussed the matter.

Following the public hearing, the Planning Commission adopted Planning Commission Resolution No. 9-24 recommending the City Council adopt the proposed Ordinance; and WHEREAS, on July 9, 2024, the City Council held a duly noticed public hearing to consider the proposed Ordinance, received the staff report and staff presentation, received comments from the public and interested parties, considered the recommendation of the Planning Commission and discussed the matter. At that meeting, the City Council introduced an ordinance which only included the proposed zoning text amendments related to Wineries, Tasting Rooms, and Processing of Agricultural Products (OMC subsection 9.1.404.c.9); and
WHEREAS, on August 13, 2024, the City Council unanimously adopted Ordinance No. 10-24 amending OMC subsection 9.1.404.c.9 related to Wineries, Tasting Rooms, and Processing of Agricultural Projects; and
WHEREAS, at the regular City Council Meeting held on August 13, 2024, under Item 7.2(b) Requests for Future Agendas, Councilmember Meadows requested Staff bring back the Carwash portion of the proposed ordinance for City Council reconsideration. Council member Meadows’ request was supported by Councilmember Henderson; and
WHEREAS, on or before January 17, 2025, the Notice of Public Hearing for the Project was duly noticed in the East Bay Times, a newspaper of general distribution, was posted at Oakley City Hall located at 3231 Main Street, outside the gym at Delta Vista Middle School located at 4901 Frank Hengel Way, outside the library at Freedom High School located at 1050 Neroly Road, and was mailed out to outside agencies and to parties requesting such notice; and
13 Ordinance No. 2-25 Page 2 of 3
WHEREAS, during the January 17, 2025 Public Hearing for the item, the City Council introduced the ordinance with a motion to modify the language to clarify the exception would only apply to the intersection of Main Street, Neroly Road, and Bridgehead Road; and
WHEREAS, all legal prerequisites to the adoption of the Ordinance have occurred.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF OAKLEY, CALIFORNIA, DOES HEREBY ORDAIN AS FOLLOWS:

SECTION 1. The recitals above are true and correct and are hereby adopted as findings as if fully set forth herein.

SECTION 2. Additional Findings.

A. The City Council finds the proposed ordinance is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15061(b)(3) – Common Sense Exemption in that the proposed ordinance would only establish and clarify administrative processes and would not facilitate new construction or other groundbreaking activities. There is no potential to result in either a direct physical change to the environment or a reasonably foreseeable indirect physical change to the environment. None of the circumstances described in CEQA Guidelines Section 15300.2 applies.

B. Amending OMC subsection 9.1.1238.c.6 related to carwash highway buffers would open new opportunities for development/redevelopment of this intersection without the potential impact of carwash saturation.

SECTION 3. Subsection 9.1.1238.c.6 of the Oakley Municipal Code Section 9.1.1238 titled, “Carwashes” is hereby amended, as follows:
“6) There shall be no more than one carwash located within any shopping center or contiguous commercial properties that have internally shared access. In addition, no new carwash shall be proposed within one thousand (1,000) feet of an existing carwash as measured between the shortest distance from either the perimeter of the carwash operations or parcel lines, subject to the determination by the Community Development Director. An exception to the 1,000-foot separation requirement may be considered if the proposed carwash is located within 1,000 feet of the Main Street and Highway 160 on/off ramps and is situated at the intersection of Main Street, Neroly Road, and Bridgehead Road, subject to the approval of the applicable decision-making body.”
SECTION 4. California Environmental Quality Act (CEQA).

This project is exempt from environmental analysis under the requirements of the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines section 14 Ordinance No. 2-25 Page 3 of 3
15061(b)(3), because it can be seen with certainty that the proposed amendments will not have a significant effect on the environment.

SECTION 5. Effective Date and Posting.

This ordinance shall take effect and be in force thirty (30) days from and after the date of its passage. The City Clerk shall cause the ordinance to be published within fifteen (15) days after its passage in a newspaper of general circulation, or by publishing a summary of the proposed ordinance, posting a certified copy of the proposed ordinance in the City Clerk’s Office at least five (5) days prior to the City Council meeting at which the ordinance is to be adopted, and within fifteen (15) days after its adoption, publishing a summary of the ordinance with the names of the Council Members voting for and against the ordinance.

PASSED AND ADOPTED by the City Council of the City of Oakley this 11th day of February 2025 by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

APPROVED:
__________________
Shannon Shaw, Mayor
ATTEST:
_____________________ ____ _____
Kim Snodgrass, City Clerk Date
15 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: February 11, 2025
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director/City Engineer SUBJECT: Reimbursement Agreement with Ironhouse Sanitary District related to Emergency Sanitary Sewer Repairs on East Cypress Road
Background and Analysis
The City was informed by Ironhouse Sanitary District in October 2024 that a section of the sanitary sewer line under East Cypress Road near the Marsh Creek bridge had collapsed and sewer backups on the main line and discharge into Marsh Creek was a real possibility.

Ironhouse Sanitary District requested urgent assistance from the City since the City had a contractor on-board working on the utilities of the East Cypress Road Widening Project (Knightsen Avenue to Jersey Island Road). Public Works staff were able to reposition the utility crew from the City’s project to the site of the collapsed sanitary sewer line and over a span of several nights the repairs were done to the collapsed sanitary sewer line.

During the excavation of East Cypress Road to perform the sanitary sewer repair, it was observed that another section of the sanitary sewer line had also experienced collapse and was failing. Ironhouse Sanitary District again requested assistance from the City and another round of sanitary sewer repair was successfully performed by the City’s contractor.

Ironhouse Sanitary District has been very appreciative and grateful to the City for assisting them in performing the sanitary sewer repairs and has paid the City all costs associated with this work. Staff from the City and Ironhouse Sanitary District have continued to work together and collaborate on East Cypress Road projects to ensure that the needs and requirements of both agencies are accommodated.

To formalize the work that was performed by the City on the Ironhouse Sanitary District sewer lines and cost reimbursements, the attached reimbursement agreement was crafted and approved by the Ironhouse Sanitary District Board and is included in this report for approval by the City Council.

Approved and
Forwarded to the
City Council
16 STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US The reimbursement amount includes all the construction and inspection costs for an amount of $211,664.12. Ironhouse Sanitary District has paid the City this full amount.

The above-mentioned sanitary sewer repair work has been included as a Change Order to the City’s project and its cost fully reimbursed by the Ironhouse Sanitary District.

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

Fiscal Impact
The approval of this reimbursement agreement will not impact the City’s General Fund or the City’s project budget as Ironhouse Sanitary District has paid the City for entire the work.

Staff Recommendation
Staff recommend that the City Council adopt the Resolution approving the Reimbursement Agreement with Ironhouse Sanitary District for the emergency sanitary sewer repairs on East Cypress Road and authorize the City Manager to sign the agreement.

Attachments

1. Resolution

2. Reimbursement Agreement
17 Resolution No. __-25 Page 1
RESOLUTION NO. __-25

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY

APPROVING A REIMBURSEMENT AGREEEMENT WITH IRONHOUSE

SANITARY DISTRICT RELATED TO EMERGENCY SANITARY SEWER

REPAIRS ON EAST CYPRESS ROAD
WHEREAS, The City was informed by Ironhouse Sanitary District in October 2024 that a section of the sanitary sewer line under East Cypress Road near the Marsh Creek bridge had collapsed and sewer backups on the main line and discharge into Marsh Creek was a real possibility; and
WHEREAS, Ironhouse Sanitary District requested assistance from the City since the City had a utility contractor on-board working on other parts of East Cypress Road as part of CIP 247; and
WHEREAS, City staff were able to reposition the contractor resources to make the emergency sanitary sewer repairs for Ironhouse Sanitary District which Ironhouse Sanitary District paid all the costs for an amount of $211,664.12; and WHEREAS, the City and Ironhouse Sanitary District have agreed upon a reimbursement agreement that requires Ironhouse Sanitary District to pay the City for the sanitary sewer repairs costs and been a collaborative partner; and

NOW, THEREFORE, BE IT RESOLVED AND ORDERED, by the City Council of the City of Oakley that the Reimbursement Agreement with Ironhouse Sanitary District related to the sanitary sewer repairs on East Cypress Road is approved, and the City Manager is authorized to execute said Agreement. A copy of the Agreement is attached hereto as Exhibit A.

PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on February 11th, 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTENTIONS:

APPROVED:
_______________________
Shannon Shaw, Mayor
ATTEST:
18 Resolution No. __-25 Page 2

Kim Snodgrass, City Clerk Date
19 REIMBURSEMENT AGREEMENT BETWEEN THE IRONHOUSE SANITARY

DISTRICT AND THE CITY OF OAKLEY
THIS REIMBURSEMENT AGREEMENT (“Agreement”) is made and entered into this 30th day of October 2024 by and between the Ironhouse Sanitary District, a California special district (“District”) and the City of Oakley, a California municipal corporation (“City”). District and City are sometimes individually referred to as “Party” or collectively as “Parties”.

RECITALS
A. The City’s adopted Five-Year Capital Improvement Program includes Project Number 247, the East Cypress Road Widening Project (“Project”), which will involve the widening of and construction of improvements to East Cypress Road between Jersey Island Road and Knightsen Avenue.

B. The City has retained R&R Pacific Construction (“Contractor”) to complete the construction of this project.

The District requested that the City’s contractor (R& R Pacific Construction) assist with emergency repairs to the sanitary sewer line on East Cypress Road between the railroad tracks and Main street near the Marsh Creek Bridge that failed on October 16, 2024.

A. The City agreed to direct the contractor to perform the emergency sewer repairs as requested by the District and that the District will reimburse the City costs associated with this operation that took place from October 17th to October19th and those repairs associated with other sections of pipe December 2, 3, 7, 18 and 19, 2024.

B. The purpose of this Agreement is to clarify and define the terms of the District’s reimbursement to the City.

NOW, THEREFORE, in consideration of the above-recited premises, together with the mutual covenants herein contained and attached hereto, it is agreed that:

AGREEMENT

1. Scope of Work. Parties agree that R&R Pacific Construction (“Contractor”), shall competently and efficiently perform the emergency sewer repairs as requested by the District on East Cypress Road between the railroad tracks and Main Street (Work) and that the District shall reimburse the City for all costs and expenses incurred in the Contractor’s performance of the Work.

2. Contract Value. The District’s total compensation for the Work performed under this Agreement shall not exceed $103,943.82for section 1 and an additional $107,720.30 for sections 2 and 3 to be paid as a lump sum payment for each section, with a guaranteed not to exceed price of $ 211,664.12 (“Reimbursement”), including City inspections 20 3. Reimbursement. The City shall transmit the invoice for the Work to the District for the costs associated with the Contractor’s performance of the Work. The District shall issue payment to the City within thirty (30) days of receipt of the invoice from the City.

4. Indemnification.
a. The District shall defend, indemnify and hold the City and its directors, officers, employees, partners, contractors or agents, harmless from and against any and all claims, actions, causes of actions, demands, or liabilities of whatsoever kind and nature, including judgments, interest, reasonable attorney’s fees, and all other costs, fees, expenses, and charges to the extent that such claims arise out of, were caused by, or result from any breach of the performance of this Agreement or the negligence, gross negligence, or willful misconduct of the District, its directors, officers, employees, partners, contractors or agents.
b. The City shall defend, indemnify, and hold the District and its directors, officers, employees, partners, contractors or agents, harmless from and against any and all claims, actions, causes of actions, demands, or liabilities of whatsoever kind and nature, including judgments, interest, reasonable attorneys' fees, and all other costs, fees, expenses, and charges to the extent that such claims arise out of, were caused by, or result from any breach of the performance of this Agreement or the negligence, gross negligence, or willful misconduct of the City, its directors, officers, employees, partners, contractors or agents.

5. Insurance. The City shall be required to list the District as an additional insured for all insurance policies required for the Project including but not limited to commercial general liability policy, commercial automobile liability policy, and workers compensation policy.

6. Term and Termination. The term of this Agreement shall commence when it is fully executed by the Parties and shall continue until the Work is concluded or the Agreement is terminated by either party.
a. Parties may terminate this Agreement by providing thirty (30) calendar days written notice to the other party. Thereafter, the City shall have no further obligation to complete the Work. The District shall be responsible for the payment of costs incurred by City up to and including the date of termination regardless of which party terminates this Agreement.

7. Time of Essence. Time is expressly made of the essence with respect to the performance by the City and the District of each and every obligation and condition of this Agreement.

8. Attorneys’ Fees. If any legal action is brought by either party to interpret or enforce any terms or provisions of this Agreement, each party shall pay their respective attorneys’ fees and costs. 21 9. Entire Agreement. This Agreement constitutes the entire agreement of the parties with respect to the matters set forth herein. Any amendments, modifications, or changes to this Agreement shall be in writing and signed by both parties.

10. Waivers. Waiver of a breach or default under this Agreement shall not constitute a continuing waiver or a waiver of a subsequent breach of the same or any other provision of this Agreement.

11. Severability. If any provision of this Agreement or the application of any such provision shall be held by a court of competent jurisdiction to be invalid, void or unenforceable to any extent, the remaining provisions of this Agreement and the application thereof shall remain in full force and effect and shall not be affected, impaired or invalidated.

12. Successors and Assigns. This Agreement shall be binding upon the parties hereto and their respective heirs, legal representatives, successors and assigns.

13. Jurisdiction. This Agreement shall be administered and interpreted under the laws of the State of California without regard to its choice of law rules. Jurisdiction and venue of litigation arising from this Agreement shall be in the County of Contra Costa, State of California.

14. Notices. All notices or other communications required or permitted hereunder shall be in writing, and shall be personally delivered, sent by pre-paid First Class U.S. Mail, registered or certified mail, postage prepaid, return receipt requested, or delivered or sent by email with evidence of completed transmission, and shall be deemed received upon the earlier of (i) the date of delivery to the address of the person to receive such notice if delivered personally or by messenger or overnight courier; (ii) three (3) business days after the date of posting by the United States Post Office if by mail; or (iii) when sent if given by email. Any notice, request, demand, direction, or other communication sent by email must be confirmed within forty-eight (48) hours by letter mailed or delivered. Other forms of electronic transmission such as text messages or instant messages are not acceptable manners of notice required hereunder. Notices or other communications shall be addressed as follows:

To the City:

Kevin Rohani, Public Works Director/City Engineer
3231 Main Street
Oakley, CA 94561
(925) 625-7003
To the District:

Tyson Zimmerman, Assistant General Manager
450 Walnut Meadows Drive
Oakley, CA 94561
(925) 625-2279
22 Any party may change its address for notice by written notice to the other party in the manner provided in this Section 11.

15. Interpretation. The titles to the sections of this Agreement are not a part of this Agreement and shall have no effect upon the construction or interpretation of any part of this Agreement.

As used in this Agreement, masculine, feminine or neuter gender and the singular or plural number shall each be deemed to include the others where and when the context so dictates.

The word “including” shall be construed as if followed by the words “without limitation.” This Agreement is the product of negotiations among the Parties, and it shall not be construed as if it had been prepared by one of the Parties, but rather as if all of the Parties have prepared the same. Any rule of construction to the effect that ambiguities are to be resolved against the drafting party shall not apply in interpreting this Agreement.

16. Authority. Each person executing this Agreement covenants and warrants that (i) the party on whose behalf he or she is signing is duly incorporated or otherwise established or formed and validly existing under the laws of its state of incorporation, establishment or formation, (ii) the party has and is duly qualified to do business in California, (iii) the party has full corporate, partnership, trust, association or other power and authority to enter into this Agreement and to perform all of its obligations hereunder, and (iv) each person (and all of the persons if more than one signs) signing this Agreement is duly and validly authorized to do so.

17. Counterparts. This Agreement may be executed in counterparts.

IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of the date first above written.

23 “District”
Ironhouse Sanitary District
By: ______
Jean-Marc Petit, General Manager
Date:
“CITY”
CITY OF Oakley, a municipal corporation
By:

Joshua McMurray, City Manager
Date:

Approved as to form:

By:

Derek Cole, City Attorney
Date:

Attest:

By: ____________________________________
Kim Snodgrass, City Clerk
Date: ____________________________________
24 EXHIBIT A
Emergency sewer repair detailed cost and invoice
25 26
27 28
29 30
31 32
33 34
35 36
37 38
39 40
41 42
43 44
45 46
47 48
49 50
51 52
53 54
55 56
57 58
59 60
61 62
63 64
65 66
67 68
69 70
71 72
73 74

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: February 11, 2025
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director/City Engineer SUBJECT: Adopt a Resolution Authorizing the City Manager to execute a Construction Agreement with R & R Pacific Construction, Inc. for the Construction of Capital Improvement Project (CIP) 281 - Enrico Cinquini Park Construction Project
Background and Analysis
The City’s adopted Fiscal Year (FY) 2024/25 CIP program designates funding for various infrastructure improvement projects. This is consistent with the City’s Strategic Goals to improve the quality of the City’s public infrastructure and to enhance the quality of life for our residents. One of the key projects in the City’s CIP is enhancing the park infrastructure in the community.

CIP number 281 is for the construction of a new 4.5-acre park designated as Enrico Cinquini Park that will be constructed at the northwest corner of the Rose Avenue/Carpenter Road intersection, adjacent to the new residential neighborhoods. Enrico Cinquini Park will be a very special feature packed park in Oakley that will include a Picnic Area, Shade Structure, Modern Splash Pad, Restroom, Playground, Natural Turf, and a Parking Lot.

The design team has been working on this project design over the last year and has developed the best design concept that would best suit this site and the Community’s needs, which created the final design which was completed in December 2024.

After the completion of the project design, bid documents were prepared and the project publicly advertised for bidding. On January 30, 2025, thirteen (13) total responsible bids were received for this project. Public Works staff reviewed the bids and determined that R & R Pacific Construction, Inc., was the lowest qualified and responsible bidder for the project at a cost of $5,673,851. This was a very successful bidding process for the City and one of the most competitive bids that the City has received in recent years, as eight of the thirteen bids received were below the Engineers’ Estimate.

The construction of this project is anticipated to start in spring and be completed by early 2026.

Consistency with the Oakley Strategic Plan 27+
The approval of this agreement is consistent with the Oakley Strategic Plan under the Parks and Open Space and Community Health and Safety Goals.

Approved and
Forwarded to the
City Council
75 STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US Fiscal Impact
This project is included in the FY 2024/25 CIP Budget and is funded by the Park Impact Fee Fund and a Federal Grant of $850,000.

Staff Recommendation
Staff recommend that the City Council adopt the resolution approving a construction agreement with R & R Pacific Construction, Inc., for an amount not to exceed $5,673,851, and to authorize the City Manager to execute the agreement.

Due to variables associated with construction projects, and to address unforeseen circumstances during the course of construction, staff further recommends that the City Council authorize staff to execute future change orders to the construction contract as necessary in an amount not to exceed $500,000 for work beyond what is defined in the base project bid.

Attachments
1) Resolution
2) Bid Summary
76 Resolution No. __-25 Page 1
RESOLUTION NO. __-25

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY
APPROVING AN AGREEMENT WITH R & R PACIFIC CONSTRUCTION, INC.

FOR THE CONSTRUCTION OF CAPITAL IMPROVEMENT PROJECT (CIP) NUMBER 281 – ENRICO CINQUINI PARK CONSTRUCTION PROJECT
WHEREAS, Callander Associates Landscape Architecture, Inc, prepared the plans, and specifications for CIP No. 281 – Enrico Cinquini Park Construction Project; and
WHEREAS, the plans, specifications and special provisions were publicly advertised for bidding, with the bid period closing at 2:00 P.M. on January 30th, 2025; and
WHEREAS, thirteen (13) total responsible bids were received prior to the close of the bidding process; and
WHEREAS, R & R Pacific Construction, Inc. submitted the lowest qualified responsible bid for a total cost of $5,673,851 for the work, and the bid summary is attached here as Exhibit A; and
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Oakley that the Agreement with R & R Pacific Construction, Inc. for the Enrico Cinquini Park Construction Project – CIP No. 281, for an amount not to exceed $5,673,851 is approved, and the City Manager is hereby authorized to execute the Agreement and change orders in an amount not to exceed $500,000 as necessary.

PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on the 11th of February 2025 by the following vote:

AYES:

NOES:

ABSENT:

ABSTENTIONS:

APPROVED:
_______________________
Shannon Shaw, Mayor
ATTEST:
_______
Kim Snodgrass, City Clerk Date
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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: February 11, 2025
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director/City Engineer SUBJECT: Adopt a Resolution Authorizing the City Manager to execute Amendment No. 2 to the Consulting Services Agreement with Callander Associates Landscape Architecture, Inc. to provide Construction Support Services for the Construction of Capital Improvement Project (CIP) 281 - Enrico Cinquini Park Construction Project
Background and Analysis
The City’s adopted Fiscal Year (FY) 2024/25 Capital Improvement Program (CIP) Budget designates funding for various infrastructure improvement projects. This is consistent with the City’s Strategic Goals to improve the quality of the City’s public infrastructure and to enhance the quality of life for our residents.

CIP number 281 is for the construction of a new 4.5-acre park designated as Enrico Cinquini Park that will be constructed at the northwest corner of the Rose Avenue/Carpenter Road intersection, adjacent to the new residential neighborhoods. Enrico Cinquini Park will be a very special feature packed park in Oakley that will include a Picnic Area, Shade Structure, Modern Splash Pad, Restroom, Playground, Natural Turf and Parking Lot.

On October 11, 2022, the City Council awarded a design contract to Callander Associates Landscape Architecture, Inc. for performing the design and the preparation of construction documents for the Enrico Cinquini Park Construction Project in the amount of $262,794. At the conclusion of the preliminary design, it was determined that the initial funding was not sufficient to construct this park, its associated facilities and features that include a Picnic Area, Shade Structure, Splash Pad, Restroom, Playground, Natural Turf, Landscaping and Irrigation, and Parking Lot.

On June 11, 2023, the City Council approved Amendment No. 1 in the amount of $98,258 to the contract with Callander Associates Landscape Architecture, Inc. for the final design and preparation of the bid documents for a total contract amount of $361,052. The design of the project has been completed, and the next phase is the construction of the project.

In order to ensure consistency and quality control as the project moves forward into the construction phase, staff now proposes to amend the Callander Associates Landscape Architecture, Inc. contract to include support for the construction phase of the project.

Construction Support Services are an important element in this project because of the complexity of the design and coordination work involved. The following summary has Approved and
Forwarded to the
City Council
79 STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US been prepared to better understand the distribution of the work efforts for the construction of this project.

The key components of the construction for this project are:
• Day-to-day construction inspections: The Public Works Inspector will monitor and inspect the contractor’s daily work; measure and document quantities of material used on the project and ensure compliance with the plans and specifications. • Coordination with the design team during construction: Public Works staff will work closely with the contractor, and the design team to provide responses to inquiries and questions that may arise during the project’s construction. This is an important role, especially for this project with many detailed design elements. • Construction Support Services: This work requires the project consultant to provide field survey staking, review of all shop drawings and various product submittals for the construction, provide design clarifications and information, and attend various meetings.

At the conclusion of the construction work, an as-built document for the project will also be prepared for the City by the design team.

Callander Associates Landscape Architecture, Inc. will be assigned the task of providing Construction Support Services and additional design services for this project along with their sub-consultants, as outlined in the attached proposal and scope of work. Staff recommend approval of Amendment No. 2 to the Callander Associates Landscape Architecture, Inc. contract to provide Construction Support Services for an additional amount of $73,736 for a total not-to-exceed contract amount of $434,788.

Consistency with the Oakley Strategic Plan 27+
This item is consistent with the Strategic Plan 27+ Community Health and Safety and Park and Open Space Goals.

Fiscal Impact
Approval of this resolution will accept the proposal and authorize the City Manager to execute Amendment No. 2 to the agreement with Callander Associates Landscape Architecture, Inc. contract for an additional $73,736 for Construction Support Services, for a total contract not to exceed $434,788. This is already funded in the FY 2024/25 Budget using Park Impact Fees.

Staff Recommendation
Staff recommend that the City Council adopt the resolution approving the proposal with Callander Associates Landscape Architecture, Inc. and amend the agreement to provide Construction Support Services associated with the Enrico Cinquini Park 80 STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 3
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US Construction Project – CIP 281 and authorize the City Manager to amend the consulting agreement.

Attachments

1. Callander Associates Landscape Architecture, Inc. Construction Support Services Proposal

2. Resolution
81 www.callanderassociates.com

BURLINGAME GOLD RIVER RENO SAN JOSE
1633 Bayshore Highway,
Suite 133
12150 Tributary Point Drive,
Suite 140
275 Hill St,
Suite 260
2025 Gateway Place,
Suite 285
Burlingame, CA 94010 Gold River, CA 95670 Reno, NV 89501 San Jose, CA 95110 650.375.1313 916.985.4366 775.787.2828 408.275.0565
Recreate
Educate
Live+Work
Connect
Sustain January 28, 2025
ADDITIONAL SERVICES AUTHORIZATION #2
TO: Mr. Kevin Rohani
Public Works Director
City of Oakley, Public Works Department
3231 Main Street, Oakley, CA 94561
925-625-7003
[email protected]

RE: ENRICO CINQUINI PARK / grading re-design, bidding and construction support services During the bid package design phase, Freyer & Laureta (F&L) was requested to regrade the western and southern edges of the park to conform to planned grades for the future Subdivision #8760 and the street improvements along Goldenleaf Lane by P/A Design Road Services, Inc. (P/A). Having resolved the differing datums between the two project areas, extensive coordination was required to remove a proposed grading wall and balance the site.

In addition, I understand the City would like assistance with the bidding and construction support phase for Enrico Cinquini Park. Our understanding is that the City, in conjunction with Dutchover & Associates, will take the lead on construction management. The City will pay for special inspections and testing, and the design team, including CALA and our subconsultants, will provide the City with support during the bid and construction period on an ‘as-requested’ basis.

The following additional services will be provided on this project in accordance with our agreement dated October 11, 2022 and are considered an amendment thereto:

5.2 GRADING RE-DESIGN, BIDDING & CONSTRUCTION SUPPORT SCOPE We assume the City will have primary responsibility for construction management and inspection. On an as-requested basis, CALA and its team can be available to assist with tasks including: responses to RFI’s, submittal reviews, preparation of record drawings, and other services as requested by the City.

5.2.1 Grading Coordination & Redesign: Coordinate with P/A Design and revise the Grading Plan, focusing on the western and southern portions of the site, to align with the planned pad elevations for the subdivision lots adjacent to park in efforts to eliminate the retaining wall. In addition, revise the Grading Plan to accommodate the surface improvements along future Goldenleaf Lane.
 Provide exhibit to show the elevation differences P/A’s plans and F&L’s plans for future improvements.
 Participate in 3 coordination meetings.
 Redesign and issue revised bid package.

5.2.2 Pre-Bid Meeting: No services provided.

5.2.3 Respond to Bid Period RFIs: Answer bidder questions and respond to RFIs as warranted. 82 Additional Services Authorization #2
RE: ENRICO CINQUINI PARK / bidding and construction support services January 28, 2025

22046_ASA#2_BidConstSupport.doc
© copyrighted 2025 Callander Associates
Landscape Architecture, Inc.

5.2.4 Prepare Bid Period Addenda: Prepare bid period addenda as required to clarify the contract documents.

5.2.5 Pre-Construction Meeting: No services provided.

5.2.6 Construction Progress Meetings: No services provided.

5.2.7 Respond to RFIs: Review and provide responses to RFIs during construction.

5.2.8 Construction Submittal Review: Review submittals for conformance with the contract documents as identified in the technical specifications.

5.2.9 Prepare Contract Change Orders: As warranted, prepare revisions to the contract documents.

5.2.10 Substantial Completion/Punch List: No services provided.

5.2.11 Record Documents: Prepare record documents based on contractor’s redlined plan mark-ups.

Compensation
CALA Freyer &
Laureta

SEC TOTAL

5.2.1 Grading Coordination Redesign (hourly) $0 $17,567 $0 $17,567

5.2.2 – 5.2.11 Bidding & Construction Support (hourly) $26,576 $23,846 $3,300 $53,722 Reimbursables (allowance) $2,447 $0 $0 $2,447
Subtotals $29,023 $41,413 $3,300 $73,736
Total Compensation .................................................................................................... $73,736 Schedule
Callander Associates will proceed to commence the above services upon receipt of a signed copy of this authorization or City’s standard form of amendment.

Signatures
Callander Associates Landscape
Architecture, Inc.

Agreed and authorized to proceed for:

City of Oakley
1/28/25

Dave Rubin ASLA, QSD
Principal | Landscape Architect CA #5329
Signature date
Name & Title
Attachments: Standard Schedule of Compensation dated 2025 83 Additional Services Authorization #2
RE: ENRICO CINQUINI PARK / bidding and construction support services January 28, 2025

22046_ASA#2_BidConstSupport.doc
© copyrighted 2025 Callander Associates
Landscape Architecture, Inc.

Task matrix dated January 28, 2025
“RE: ENRICO CINQUINI PARK/Proposal for Additional Design Services No. 2”, provided by Freyer & Laureta, Inc., dated January 28, 2025.

Proposal of Services, provided by Sacramento Engineering Consultants (SEC), dated November 19, 2024.

Notice: Landscape architects are licensed by the State of California.

Terms and conditions are subject to change after ninety days. 84 www.callanderassociates.com

BURLINGAME GOLD RIVER RENO SAN JOSE
1633 Bayshore Highway,
Suite 133
12150 Tributary Point Drive,
Suite 140
275 Hill St,
Suite 260
2025 Gateway Place,
Suite 285
Burlingame, CA 94010 Gold River, CA 95670 Reno, NV 89501 San Jose, CA 95110 650.375.1313 916.985.4366 775.787.2828 408.275.0565
Recreate
Educate
Live+Work
Connect
Sustain
Standard Schedule of Compensation 2025 San Jose & Burlingame

GENERAL
The following list of fees and reimbursable expense items shall be used in the provision of services described in the agreement. These amounts shall be adjusted in January, upon issuance of an updated Standard Schedule of Compensation:

Hourly Rates
Reimbursable Expenses Rates
Expenses cost + 15%
printing and reproductions, postage and
delivery, mileage, travel expenses (hotel /
food), testing and outside services, and other
project related expenses
Communications and Insurance Surcharge 2.5% of total fees Subconsultant Administration 10% of Subconsultant Costs

PAYMENTS
Payments are due within ten days after monthly billing. Callander Associates reserves the right to suspend services for non-payment if payment is not received within a period of 60 days after invoice date. Additionally invoices 60 days past due are subject to a 1.5% per month interest charge. Retainer amounts, if indicated, are due upon signing the agreement and shall be applied to the final invoice for the project.

Principal $258 /hour
Senior Associate $234 /hour
Associate $223 /hour
Arborist/Construction Manager $196 /hour
Senior Project Manager $202 /hour
Project Manager 1 $193 /hour
Project Manager 2 $183 /hour
Job Captain $169 /hour
Designer 1 $159 /hour
Designer 2 $144 /hour
Assistant Designer $129 /hour
Accounting $195 /hour
Senior Project Administrator $148 /hour
Project Administrator $132 /hour
85 Task Matrix
ENRICO CINQUINI PARK - ASA #2
01/28/2025
Freyer & Laureta SEC
@ $258 @ $169 @ $144 @ $196 Civil Electrical
Phase Description hrs $'s hrs $'s hrs $'s hrs $'s hrs $'s $'s $'s

5.2 Grading, Bid & Const Support (hourly)

5.2.1 grading coordination & redesign - - $ - - $ - - $ - - $ - - $ 15,970.00 $ - $

5.2.2 pre-bid meeting - - $ - - $ - - $ - - $ - - $ - $ - $

5.2.3 bid period RFIs 1.0 258.00 $ 8.0 1,352.00 $ 8.0 1,152.00 $ 4.0 784.00 $ 21.0 3,546.00 $ 2,189.00 $ - $

5.2.4 bid period addenda 1.0 258.00 $ 8.0 1,352.00 $ 12.0 1,728.00 $ 8.0 1,568.00 $ 29.0 4,906.00 $ 3,621.00 $ 1,000.00 $

5.2.5 pre-construction meeting - - $ - - $ - - $ - - $ - - $ - $ - $

5.2.6 construction progress meetings - - $ - - $ - - $ - - $ - - $ - $ - $

5.2.7 respond to RFIs 2.0 516.00 $ 8.0 1,352.00 $ - - $ 24.0 4,704.00 $ 34.0 6,572.00 $ 4,967.00 $ - $

5.2.8 submittal review 2.0 516.00 $ 8.0 1,352.00 $ - - $ 24.0 4,704.00 $ 34.0 6,572.00 $ 8,148.00 $ 2,000.00 $

5.2.9 contract change orders 2.0 516.00 $ 4.0 676.00 $ 8.0 1,152.00 $ 4.0 784.00 $ 18.0 3,128.00 $ - $ - $

5.2.10 substantial completion/punch list - - $ - - $ - - $ - - $ - - $ - $ - $

5.2.11 record documents 1.0 258.00 $ 2.0 338.00 $ 6.0 864.00 $ 2.0 392.00 $ 11.0 1,852.00 $ 2,753.00 $ - $ SUBTOTAL 5.2 9.0 2,322.00 $ 38.0 6,422.00 $ 34.0 4,896.00 $ 66.0 12,936.00 $ 147.0 26,576.00 $ 37,648.00 $ 3,000.00 $ Subconsultant Administration 10% 3,764.80 $ 300.00 $
hrs CALA Freyer & Laureta SEC

5.2.1 0.00 - $ 17,567.00 $ $ -

5.2.2-5.2.11 147.00 26,576.00 $ 23,846.00 $ $ 3,300.00
$ 2,447.00
147.00 29,023.00 $ 41,413.00 $ 3,300.00 $
Callander Associates' Personnel and Rates
Construction Man.

CA Fees
Principal Job Captain Designer 2
Grading, Bid & Const Support (hourly)
Grading Coordination Redesign
Reimbursables (allowance)

TOTAL COMPENSATION
22046_ASA#2_FEE© copyrighted 2023 Callander Associates Landscape Architecture, Inc.

86 Headquarters North Bay Office East Bay Office South Bay Office 150 Executive Park Blvd, Ste 4200 505 San Marin Dr, Ste A220 1101 Marina Village Pkwy, Ste 104 20863 Stevens Creek Blvd, Ste 400 San Francisco, CA 94134 Novato, CA 94945 Alameda, CA 94501 Cupertino, CA 95014 (415) 534-7070 (415) 534-7070 (510) 937-2310 (408) 516-1090 1 January 28, 2025
Dave Rubin ASLA, QSD
Principal, Landscape Architect CA #5329
Callander Associates Landscape Architecture, Inc.
2025 Gateway Place, Suite 285 San Jose, CA 95110
408-275-0565
[email protected]
RE: ENRICO CINQUINI PARK/Proposal for Additional Design Services No. 2 Dear Dave,
Freyer & Laureta, Inc. (F&L) is pleased to provide this scope and fee proposal for additional design, bid and construction support services for the Enrico Cinquini Park Project.

During the bid package design phase, F&L was requested to regrade the western and southern edges of the park to conform to planned grades for the future Subdivision #8760 and the street improvements along Goldenleaf Lane by P/A Design Road Services, Inc. (P/A). Having resolved the differing datums between the two project areas, extensive coordination was required to remove a proposed grading wall and balance the site.

The following additional services will be provided on this project in accordance with our agreement dated October 11, 2022, and are considered an amendment thereto:

Scope of Services
Task 1: Grading Coordination and Redesign
F&L coordinated with P/A and revised the Grading Plan, focusing on the western and southern portions of the site, to align with the planned pad elevations for the subdivision lots adjacent to park in efforts to eliminate the retaining wall. In addition, F&L revised the Grading Plan to accommodate the surface improvements along future Goldenleaf Lane. Work included the following:
• Provide exhibit to show the elevation differences between P/A & F&L. future improvements.
• Participate in (3) coordination meetings.
• Redesign and issue revised bid package .

Task 2: Bid Support
Bid Support consists of the following:
• Prepare responses to bid RFI’s.
• Prepare bid addenda (up to 2).
87 FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers. 2 Task 3: Engineering Services During Construction
Construction support services will be provided to assist the City in obtaining construction work that is in substantial conformance to the contract documents. Our construction services will consist of the following:
• Interpretation of contract documents, review of extra work requests, review of shop drawings and other contractor submittals, review and respond to requests for information/clarifications.
• Transfer Contractor As-Builts into AutoCAD drawings to Record Drawings for City archiving.

Construction is anticipated to be completed in Late 2025.

Proposed Fee Schedule
Please refer to Table 1 (attached) for the detailed fee breakdown for these design services. A summary follows below. All work will be on a time and materials (T&M) basis, not to be exceeded without authorization.

Project Fees
Tasks Fee
Task 1. Grading Coordination and Redesign $15,970
Task 2. Bid Support $5,810
Task 3. Engineering Services During Construction $15,870 Total $37,650
Thank you again for the opportunity of submitting this proposal to you. We look forward to working with you on another successful project. If you have any questions, please feel free to call us.

Very truly yours,
Richard J. Laureta, P.E., President Lorraine F. Htoo, P.E., Vice President FREYER & LAURETA, INC.

Attachment: Fee Estimate
88 TABLE 1
FEE ESTIMATE:

PREPARED FOR:

PREPARED BY:

Task Hours
Principal Associate
Principal
Staff
Engineer IV
Admin
Staff
Total Cost
per Task
Task 1: Grading Coordination and Redesign
Exhibit Datum Elevation Difference 2 6 $1,568
Coordination Meetings (3) 3 $741
Redesign to Reissue Bid Set 2 8 60 4 $13,662
Task Subtotal: 2 13 66 4 $15,970
Task 2: Bid Support
Prepare responses to Bid RFIs 1 2 8 $2,189
Prepare Bid Addenda 1 2 16 $3,621
Task Subtotal: 2 4 24 0 $5,810
Task 3: Engineering Services During Construction
Shop Drawings and Construction Submittals Review 4 40 $8,148 Review and Respond to RFIs 1 6 18 $4,967
Record Drawings Preparation 1 14 $2,753
Task Subtotal: 1 11 72 0 $15,870
FEE ESTIMATE TOTAL: $37,650
F&L Hourly Rates $263 $247 $179 $105
Notes:

1. Not all staff positions are listed. Other staff positions may be utilized and will be billed at hourly rates according to F&L's 2024 Rate Schedule. The Not to Exceed Budget will remain the same.

2. Breakdown by task is for estimating purposes only. Level of effort between tasks may vary.

3. Total and Subtotals are rounded to nearest $10.

ENRICO CINQUINI PARK IMPROVEMENTS
ADDITIONAL SERVICES NO. 2 - BID PACKAGE AND BID AND

CONSTRUCTION SUPPORT SERVICES
CAPITAL IMPROVEMENT PROJECT NO. 281
FREYER & LAURETA, INC.

CALLANDER ASSOCIATES, INC.

Last Printed: 1/28/2025 FREYER LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 89 November 19, 2024
Mr. Davis Rubin
Callander Associates
1633 Bayshore Highway, Suite 133
Burlingame, CA 94010
[email protected]
650-375-1313
We are pleased to confirm Oakley CIP NO 281 Enrico Cinquini Park Northwest corner of Rose Avenue/Carpenter Road SEC 22716 construction administration scope as follows:

Services include:

Submittal review
Response to RFIs, contractor questions, change orders
As built drawings from contractor mark ups
Services exclude:

Any scope and services not noted above
Creation of Punch lists
We are pleased to quote the above scope as follows:

Electrical engineering...........$3,000
Indicate acceptance of this proposal by signature below.

SIGNED
Rickert Henriksen
ME (M29,816), EE (E10,629)
FPE (FP01,497), LEED AP
President _____________________________

90 RESOLUTION NO.___-25

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY

AUTHORIZING THE CITY MANAGER TO EXECUTE AMENDMENT NUMBER 2 TO THE CONSULTING SERVICES AGREEMENT WITH CALLANDER
ASSOCIATES LANDSCAPE ARCHITECTURE, INC. FOR CONSTRUCTION SUPPORT SERVICES FOR ENRICO CINQUINI PARK PROJECT – CAPITAL IMPROVEMENT PROJECT NUMBER 281
WHEREAS, as part of the Fiscal Year 2024/25 Budget, the City of Oakley approved a 5-Year Capital improvement Program (CIP); and WHEREAS, Callander Associates Landscape Architecture, Inc, was awarded the design contract by City Council on October 11, 2022 in the amount of $262,794; and
WHEREAS, City Council on June 11, 2023 approved Amendment number 1 to the contract with Callander Associates Landscape Architecture, Inc, in amount of $98,258 for additional design services for a total not-to-exceed contract amount of $361,052.; and
WHEREAS, the construction of CIP 281 is a multifaceted project, and in order to ensure consistency and quality control as the project moves forward into the construction phase with its many components, Construction Support Services are needed from Callander Associates Landscape Architecture, Inc.; and WHEREAS, as requested by the City, Callander Associates Landscape Architecture, Inc. has submitted a proposal to provide Construction Support Services for Enrico Cinquini Park Construction Project - CIP 281 for an additional amount of $73,736 for a total not-to-exceed contract amount of $434,788; and NOW, THEREFORE, BE IT RESOLVED AND ORDERED, that the City Council of the City of Oakley hereby approves the proposal from Callander Associates Landscape Architecture, Inc. for providing Construction Support Services for Enrico Cinquini Park Construction Project - CIP 281, for an additional amount of $73,736, for a total not-to-exceed contract amount of $434,788 in the form attached hereto as Exhibit A, and authorizing the City Manager to execute Amendment number 2 to the consulting agreement.

PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on the 11th of February 2025 by the following vote:

AYES:

NOES:

ABSENT:

ABSTENTIONS:

91 APPROVED:

______________________
Shannon Shaw, Mayor
ATTEST:
_____________________ ______________________
Kim Snodgrass, City Clerk Date
92 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: February 11, 2025
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director/City Engineer SUBJECT: Creating Zone 195 within the Oakley Special Police Tax Area consisting of the Live Oak Industrial Park project located at 5400 Live Oak Avenue (APN 037-100-065-4)
Background and Analysis
On June 11, 2024, the City Planning Commission approved a tentative map with certain Conditions of Approval for the proposed Live Oak Industrial Park project (the “Project”). The Project is designated as Light Industrial (LI) in the Oakley 2020 General Plan and zoned Light Industrial (LI) on the City of Oakley Zoning Map. The Project is currently comprised of APN 037-100-065-4, which is expected to contain eight 8,000- square-foot warehouse buildings on a total of four parcels at build-out.

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

Beginning May 2016, the City established its own police department and no longer contracts with the Sheriff’s office to provide public safety. In order to ensure that revenue grows at a rate sufficient to cover the cost of providing police services, City Council approved Resolution No. 113-16 on July 12, 2016, that allows for an adjustment in the annual tax per parcel by the increase in the Consumer Price Index for all Urban Consumers for the San Francisco-Oakland-Bay Area to become effective July 1, 2016.

Adoption of the attached resolution and introduction of the attached ordinance will set an election date for March 18, 2025, which shall be conducted by the City Clerk via a mail ballot election. The vote will then be ratified at the March 25, 2025, regular City Council meeting, and the ordinance will take effect at that time assuming a favorable vote.

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

Approved and
Forwarded to the
City Council
93 STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US Fiscal Impact
There will be no financial impact to the City's General Fund. The applicant has funded all costs associated with the annexation of Zone 195 to the Oakley Special Police Tax Area. The Fiscal Year 2024-25 special tax rate for light industrial parcels is $1,995.96/parcel (Fiscal Year 2024-25 rates). The project is anticipated to consist of eight 8,000-square-foot industrial buildings on a total of four parcels at build-out.

Therefore, the successful creation of the Zone is expected to provide up to $7,983.84 (in Fiscal Year 2024-25 dollars) in revenue annually at build-out. The taxes can be collected on the property tax rolls commencing in Fiscal Year 2025-26.

Staff Recommendation
The Conditions of Approval for the Live Oak Industrial Park project located at 5400 Live Oak Avenue (APN 037-100-065-4) require the property owner to mitigate their financial impact on the police services budget. Adoption of this resolution and ordinance will set an election to be held on March 18, 2025. The election will then be ratified at the March 25, 2025 regular City Council meeting. Staff recommends that the City Council:

1. Adopt the Resolution creating Zone 195 within the Oakley Special Police Tax Area consisting of the Live Oak Industrial Park project located at 5400 Live Oak Avenue (APN 037-100-065-4); and

2. Introduce the Ordinance Establishing a Special Tax for Police Protection.

Attachments

1. Resolution Creating Oakley Special Police Tax Zone 195

1. Exhibit A - Diagram

2. Ordinance Establishing a Special Tax

1. Exhibit A – Diagram

2. Exhibit B – Schedule for Police Service Tax
94 CITY OF OAKLEY
RESOLUTION NO. ___-25
A RESOLUTION CREATING OAKLEY SPECIAL POLICE TAX AREA ZONE 195

WITHIN THE OAKLEY SPECIAL POLICE TAX AREA FOR THE LIVE OAK INDUSTRIAL PARK PROJECT LOCATED AT 5400 LIVE OAK AVENUE (APN 037-100-065-4)
WHEREAS, it is the intention of the City Council to create Oakley Special Police Tax Area Zone 195 (Zone 195) within the Oakley Special Police Tax Area and authorize an election; and
WHEREAS, it is the intention of the City Council to adopt an ordinance establishing a special tax for police services within Zone 195; and
WHEREAS, the City recognizes the need for increased police protection services within Zone 195 and the difficulty of funding the current or increased level of police services with revenues now available; and
WHEREAS, it is the intention of the City Council to direct the City Clerk to conduct the election required by Government Code Section 53978, to be conducted by mail ballot pursuant to Elections Code Section 4108 and to be held on the earliest date permitted by law; and
WHEREAS, the property located at 5400 Live Oak Avenue known as Live Oak Industrial Park (the “Project”) is designated as Light Industrial (LI) in the Oakley 2020 General Plan and zoned Light Industrial (LI) on the City of Oakley Zoning Map. The Project is currently comprised of APN 037-100-065-4, which is expected to contain eight 8,000-square-foot warehouse buildings on a total of four parcels at build-out. The Conditions of Approval for the Project require the Developer to mitigate the financial impact that their project has on the City’s police services budget. The City of Oakley previously formed the Oakley Special Police Tax Area that authorizes the levy of an annual special tax on parcels to mitigate their financial impact to the City’s police services budget. The property owner for the Project has requested the City assist with annexing the Project into the Oakley Special Police Tax Area to satisfy their Conditions of Approval. The initial annual special tax rate for light industrial parcels is $1,995.96/parcel (Fiscal Year 2024-25 rates) per the rate schedule that was adopted by the City Council on July 12, 2016, by Resolution No. 113-16; and WHEREAS, this Resolution is adopted pursuant to Government Code section 53978; and
WHEREAS, under Government Code section 53978 and for the purposes of this Resolution, a "voter" entitled to vote on the creation of Zone 195 is a person who owns real property within Zone 195 at the time Ordinance No. __-25 is adopted, as shown on 95 the last equalized assessment roll prepared by the Contra Costa County Assessor's Office.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Oakley hereby finds and determines as follows:

1. All of the City of Oakley shall be considered as the Oakley Special Police Tax Area.

2. That portion of the City of Oakley shown on the plats titled Exhibit "A" is established as Zone 195 of the Oakley Special Police Tax Area.

3. That Ordinance No. __-25 introduced this date is to be presented for approval of the voters of Zone 195 by a mail ballot election, to be held on March 18, 2025. The ballot proposition shall read as follows:
"Shall Ordinance No. __-25 of the City Council of the City of Oakley be approved so as to authorize a special tax on property located in Zone 195 of the Oakley Special Police Tax Area to maintain the present level of police protection service and provide additional funding for increased police protection service? The initial annual special tax rate for County use code 53 (Light Industrial) is $1,995.96 per parcel and $498.99 per vacant parcel per the current Fiscal Year 2024-25 rate schedule."

4. The City Clerk is directed to take all steps necessary to conduct the election required by this order. Said election shall be conducted by mailed ballot pursuant to Elections Code Section 4000 and shall be held on a date other than the same date as a statewide direct primary election or statewide general election as specified above.

5. Zone 195 of the Oakley Special Police Tax Area shall not be created, and the tax authorized in Ordinance No. __-25 shall not be imposed if the Ordinance is not approved by two-thirds of the voters participating in the election called in Ordinance No. __-25.

PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on February 11, 2025, by the following vote:

AYES:

NOES:

ABSTENTION:

ABSENT:
96 APPROVED:
___________________
Shannon Shaw, Mayor
ATTEST:
_____________________ ___________________
Kim Snodgrass, City Clerk Date
97 APN
037-100-065-4
Main St
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EXHIBIT A - BOUNDARY MAP
CITY OF OAKLEY SPECIAL POLICE TAX AREA (P-6) ZONE 195

CITY OF OAKLEY

COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA
SHEET 1 OF 1
±
0 500
Feet

LIVE OAK INDUSTRIAL PARK
Legend
Zone 195 Boundary
Parcel Lines
98 CITY OF OAKLEY
ORDINANCE NO. __-25

AN ORDINANCE OF THE CITY OF OAKLEY ESTABLISHING OAKLEY SPECIAL POLICE TAX AREA ZONE 195 WITHIN THE OAKLEY SPECIAL POLICE TAX

AREA FOR A SPECIAL TAX FOR POLICE PROTECTION SERVICES FOR THE LIVE OAK INDUSTRIAL PARK PROJECT LOCATED AT 5400 LIVE OAK AVENUE (APN 037-100-065-4)
The Voters of the City of Oakley do ordain as follows:

Section 1. Purpose, Intent and Authority.

It is the purpose and intent of this Ordinance to authorize the levy of a special tax on real property that is within Oakley Special Police Tax Area Zone 195 of the Oakley Special Police Tax Area as shown on the Exhibit A map attached hereto in order to provide funding for police protection to serve the property and persons within said Zone.

This Tax is a special tax within the meaning of Section 4 of Article XIIlA of the California Constitution. Because the burden of this tax falls upon property, this tax also is a property tax, but this tax is not determined according to nor in any manner based upon the value of property; this tax is levied on a parcel and use of property basis.

Insofar as not inconsistent with this Ordinance or with legislation authorizing special taxes and insofar as applicable to a property tax that is not based on value, such provisions of the California Revenue and Taxation Code and of Article XIII of the California Constitution as relate to ad valorem property taxes are intended to apply to the collection and administration of this tax (Section 4 of this Ordinance), as authorized by law.

The revenues raised by this tax are to be used solely for the purposes of obtaining, furnishing, operating, and maintaining police protection equipment or apparatus, for paying the salaries and benefits of police protection personnel, and for such other police protection service expenses as are deemed necessary for the benefit of the residents of Zone 195.

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

Section 2. Definitions.

The following definitions shall apply throughout this Ordinance.

A. "Constant first year dollars" shall mean an actual dollar amount which, in years subsequent to the first fiscal year the tax is levied, shall have the same purchasing price 99 as the base amount in first fiscal year dollars as measured by the actual cost of services for the City of Oakley's cost of obtaining police services. The base amount shall be the amount of tax per parcel as specified in Section 3.A herein. The adjustments from actual to constant dollars shall be made by use of the actual cost of services, as specified in Section 3.B herein.

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

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

D. Oakley Special Police Tax Area Zone 195 (hereinafter called "Zone") means that portion of the incorporated area of the City of Oakley located within the boundaries as shown on the map Exhibit A hereto.

E. "Parcel" means the land and any improvements thereon, designated by an assessor's parcel map and parcel number and carried on the secured property tax roll of Contra Costa County. For the purposes of this Ordinance, parcel does not include any land or improvements outside the boundaries of Zone 195, nor any land or improvements owned by any governmental entity.

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

Section 3. Amount and Level of Taxes.

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

A. For First Fiscal Year:

The tax per year for the first fiscal year (July 1, 2024 through June 30, 2025) shall be the amount of Tax Per Parcel for a Property Use Code Category as set forth on Exhibit B hereto. If any new development, including new residential units, is completed prior to the tax being effective for the first fiscal year, the owner of the Parcel, as shown on the latest assessment roll, shall pay the tax for the remainder of such fiscal year on a pro-rated basis to the City, no later than receipt of Certificate of Occupancy or final building permit inspection.
100
B. For Subsequent Fiscal Year:

The tax rates shown in Exhibit B shall be automatically adjusted on July 1 of each year, beginning on July 1, 2025, by the increase in the Consumer Price Index for all Urban Consumers for the San Francisco-Oakland Bay Area and applying that rate to the prior year amounts for each property use code category. However, the City Council reserves the right to itself the opportunity to adjust the rate in the following year if the CPI adjustment is insufficient to reimburse the City for the costs of providing levels of police services as approved by the City Council.

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

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

Section 4. Collection and Administration.

A. Taxes as Liens Against the Property.

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

B. Collection.

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

C. Costs of Administration by County.

The reasonable costs incurred by the County officers collecting and administering this tax shall be deducted from the collected taxes. 101
Section 5. Severability Clause.

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

Section 6. Effective Date and Posting.

This Ordinance shall take effect immediately upon its confirmation by two-thirds of the voters voting within the Zone in an election to be held on March 18, 2025, so that taxes shall first be collected hereunder for the tax year beginning July 1, 2025. If not confirmed by two-thirds of the voters participating in the election, this Ordinance and the tax approved herein shall not become effective.

The foregoing ordinance was adopted with the reading waived at a regular meeting of the Oakley City Council on March 25, 2025, by the following vote:

AYES:

NOES:

ABSTENTION:

ABSENT:

APPROVED:
___________________
Shannon Shaw, Mayor
ATTEST:
______________________ ___________________
Kim Snodgrass, City Clerk Date
102
APN
037-100-065-4
Main St
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EXHIBIT A - BOUNDARY MAP
CITY OF OAKLEY SPECIAL POLICE TAX AREA (P-6) ZONE 195

CITY OF OAKLEY

COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA
SHEET 1 OF 1
±
0 500
Feet

LIVE OAK INDUSTRIAL PARK
Legend
Zone 195 Boundary
Parcel Lines
103

PROPERTY USE

CODE CATEGORY DESCRIPTION
FY23/24 TAX

PER PARCEL
FY24/25 TAX

PER PARCEL
11 Single Family Residence – 1res., 1 site $1,282.30 $1,330.64 12 Single Family Residence – 1 res., 2 or more sites $1,282.30 $1,330.64 13 Single Family Residence – 2 res., on 1 or more sites $2,051.68 $2,129.02 14 Single Family Residence – other than single fam. Land $1,282.30 $1,330.64 15 Misc. Improvements – 1 site $1,282.30 $1,330.64
16 Misc. Improvements – 2 or more sites $1,282.30 $1,330.64 17 Vacant – 1 site $641.15 $665.32
18 Vacant – 2 or more sites $641.15 $665.32
19 Single Family Residence – Det. W/common area $1,282.30 $1,330.64 20 Vacant – Multiple $641.15 $665.32
21 Duplex $2,051.68 $2,129.02
22 Triplex $3,077.52 $3,193.54
23 Fourplex $4,103.36 $4,258.05
24 Combinations $1,282.30 $1,330.64
25 Apartments (5 –12 Units) $5,129.20 $5,322.56
26 Apartments (13 – 24 Units) $13,335.92 $13,838.66
27 Apartments (25 – 59 Units) $25,646.00 $26,612.80
28 Apartments (60+ units) $61,550.40 $63,870.72
29 Attached PUDs: Cluster Homes, Condos, etc. $1,282.30 $1,330.64 30 Vacant – Commercial $641.15 $665.32
31 Commercial Stores – Not Supermarkets $2,564.60 $2,661.28 32 Small Grocery Stores – (7-11, etc.) $3,846.90 $3,991.92 33 Office Buildings $2,564.60 $2,661.28
34 Medical, Dental $2,564.60 $2,661.28
35 Service Stations, Car Wash $2,564.60 $2,661.28
36 Garages $2,564.60 $2,661.28
37 Community Facilities (Recreational, etc.) $5,129.20 $5,322.56 38 Golf Courses $2,564.60 $2,661.28
39 Bowling Alleys $1,282.30 $1,330.64
40 Boat Harbors $3,205.75 $3,326.60
41 Supermarkets – (not shopping centers) $3,846.90 $3,991.92 42 Shopping Centers $5,129.20 $5,322.56
43 Financial Buildings – (Ins., Title, Banks, S&L) $1,282.30 $1,330.64 44 Motels, Hotels & Mobile Home Parks $6,411.50 $6,653.20 45 Theaters $2,885.18 $2,993.94
46 Drive-in Restaurants $1,923.45 $1,995.96
47 Restaurants $1,923.45 $1,995.96
48 Multiple & Commercial $1,923.45 $1,995.96
49 New Car Agencies $1,923.45 $1,995.96
50 Vacant Land (not part of Ind. Park or P. & D.) $480.86 $498.99 51 Industrial Park $3,846.90 $3,991.92
52 Research & Development $1,923.45 $1,995.96
53 Light Industrial $1,923.45 $1,995.96
54 Heavy Industrial $1,923.45 $1,995.96
55 Mini Warehouses (public storage) $3,846.90 $3,991.92 56 Misc. Improvements $3,846.90 $3,991.92
61 Rural, Res., Improvement 1A-10A $961.73 $997.98
62 Rural, w/or w/o structure 1A-10A $961.73 $997.98
70 Convalescent Hospitals / Rest Homes $1,923.45 $1,995.96 73 Hospitals $1,923.45 $1,995.96
74 Cemeteries / Mortuaries $1,923.45 $1,995.96
75 Fraternal & Service Organizations $1,923.45 $1,995.96 76 Retirement Housing Complex $6,411.50 $6,653.20
78 Parks & Playgrounds $3,846.90 $3,991.92
85 Public & Private Parking $1,923.45 $1,995.96
87 Common Area $1,923.45 $1,995.96
88 Mobile Homes $961.73 $997.98
89 Other (split parcels in different tax code areas) $961.73 $997.98 99 Homeowner's Association Owned Common Areas $769.38 $798.38

CALCULATION OF COST OF LIVING INCREASE
Percent increase from FY 2023-24 in the San Francisco-Oakland-Bay Area Consumer Price 3.77% Index for all Urban Consumers.

CITY OF OAKLEY SCHEDULE FOR POLICE SERVICE TAX
FOR FISCAL YEAR 2024/2025
The tax rates shown in this schedule shall be automatically adjusted on July 1 of each year, beginning on July 1, 2016 by the increase in the Consumer Price Index for all Urban Consumers for the San Francisco-Oakland-Bay Area and applying that rate to the prior year amounts for each property use code category. However, the City Council reserves the right to itself the opportunity to adjust the rate in the following year if the CPI adjustment is insufficient to reimburse the City for the costs of providing levels of police services as approved by the City Council.

6/19/2024 104

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: February 11, 2025
TO: Joshua McMurray, City Manager
FROM: Danielle Navarro, Assistant City Manager
SUBJECT: Adopt a Resolution Adopting the 2024 Contra Costa County Local Hazard Mitigation Plan – City of Oakley Annex
Background and Analysis
Throughout 2024, Staff worked with Contra Costa County and other local jurisdictions to update the 2018 Contra Costa County Local Hazard Mitigation Plan (LHMP) in accordance with 44 CFR § 201.6(a)(4) which allows for local governments to work together to create a multi-jurisdictional plan. The purpose of the LHMP is to establish a partnership, pool resources and create a uniform hazard mitigation strategy that can be consistently applied throughout the County and ensure eligibility for specified grant funding sources to make the County more disaster-ready and resilient. The City of Oakley did not participate in the 2018 LHMP.

The County Base Plan was approved by the Federal Emergency Management Agency (FEMA) and the California Office of Emergency Services (CalOES) on September 23, 2024. Staff received, addressed, and returned their first-round comments. Adoption of Oakley’s Annex by the City Council demonstrates the City’s commitment to the hazard mitigation goals and actions outlined in the LHMP. Adoption legitimizes the plan and authorizes responsible agencies to perform their responsibilities. Without adoption, Oakley will have not completed the mitigation planning process and will not be eligible for consideration for project grants under FEMA’s Hazard Mitigation Assistance programs, including the Hazard Mitigation Grant Program, Building Resilient Infrastructure and Communities Program and the Flood Mitigation Assistance Program. Adoption of the Annex does not guarantee the City will be awarded grants.

City of Oakley stakeholders and the public were given multiple opportunities to be involved and provide feedback throughout the planning process: a public survey, County in-person and virtual public meetings, as well as City meetings, and other public engagement activities to encourage the review of the LHMP draft during the public comment period. The public meetings allowed the County and City to introduce the Plan update, identify additional hazards of concern that should be included, if any, and to provide input for the various mitigation measures intended to eliminate or reduce the negative impact to those hazards. Language translation assistance in Spanish was available in all of the County’s public meetings. The public survey (available in English, Spanish, Tagalog, Traditional Chinese, and Simplified Chinese) asked community representatives and members of the public to rate each of the hazards in terms of perceived risk and to rate “mitigation importance” for each of the identified hazards in the Plan. The information gathered from this survey was used to inform the hazard risk prioritization process, and to ensure the LHMP adequately Approved and
Forwarded to the
City Council
105
City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us addressed the public’s concerns and priorities. A total of 68 respondents that lived in Oakley and 21 that worked in Oakley participated in the survey. Volume 1 (Planning Area-wide Elements) of the attached City of Oakley Annex provides details and supporting documentation of the City’s extensive public outreach efforts to invite the review of and feedback on the City of Oakly Annex.

Post-adoption, the LHMP requires annual maintenance (including meetings with the steering committee and plan participants) and every five years, the mitigation plan needs to be reviewed and updated, as circumstances may change (e.g., disasters, effects of climate change, increased areas of development within hazard-prone areas, or other impacts from changing population and demographics). All these affect the risk profile, and changes in staff and local leadership may also change the mitigation strategy and priorities.

Consistency with the Oakley Strategic Plan 27+
Adoption of the City of Oakley Annex to the 2024 Contra Costa County Local Hazard Mitigation Plan is consistent with the City of Oakley Strategic Plan 27+ Community Health and Safety Goal.

Fiscal Impact
There is no fiscal impact to adopt the City of Oakley’s Annex. Not adopting the Annex makes the City ineligible for consideration for project grants under FEMA’s Hazard Mitigation Assistance programs, including the Hazard Mitigation Grant Program, Building Resilient Infrastructure and Communities Program and the Flood Mitigation Assistance Program.

Staff Recommendation
Adopt the proposed resolution adopting the 2024 Contra Costa County Local Hazard Mitigation Plan – City of Oakley Annex.

Attachments

1. Proposed Resolution

2. 2024 Contra Costa County Local Hazard Mitigation Plan – City of Oakley Annex
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Resolution No. XX-25 Page 1 of 1
RESOLUTION NO. X-25

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY ADOPTING THE 2024 CONTRA COSTA COUNTY LOCAL HAZARD MITIGATION PLAN – CITY OF OAKLEY ANNEX ….

WHEREAS, throughout 2024, Staff worked with Contra Costa County and other local jurisdictions to update the 2018 Contra Costa County Local Hazard Mitigation Plan (LHMP) in accordance with 44 CFR § 201.6(a)(4) which allows for local governments to work together to create a multi-jurisdictional plan; and WHEREAS, the 2024 Contra Costa County Local Hazard Mitigation Plan – City of Oakley Annex (Annex) identifies mitigation goals and actions to reduce or eliminate long-term risk to people and property in the City of Oakley from the impacts of future hazards and disasters; and
WHEREAS, adoption of the 2024 Contra Costa County Local Hazard Mitigation Plan – City of Oakley Annex by the City of Oakley City Council demonstrates the City’s commitment to the hazard mitigation goals and actions outlined in the Annex.

BE IT RESOLVED by the City Council of the City of Oakley that the City of Oakley adopts the 2024 Contra Costa County Local Hazard Mitigation Plan – City of Oakley Annex; while content related to Oakley may require revisions to meet the plan approval requirements, changes occurring after adoption will not require the City of Oakley to re-adopt any further iterations of the plan. Subsequent plan updates following the approval period for this plan will require separate adoption resolutions.

PASSED, APPROVED AND ADOPTED this 11th day of February 2025 by the following vote.

AYES:

NOES:

ABSTENTION:

ABSENT:

APPROVED:
___________________
Shannon Shaw, Mayor
ATTEST:
____________________ ________
Kim Snodgrass, City Clerk Date
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City of
Oakley
Annex
2024 Hazard
Mitigation
Plan
Contra Costa County,
California
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Table of Contents i

TABLE OF CONTENTS

1. Introduction ..................................................................................................................................1

2. Local Planning Team ...................................................................................................................1

3. Jurisdiction Profile.......................................................................................................................1

3.1. Population .............................................................................................................................1

3.1.1. Underserved Population................................................................................................2

3.2. Brief History...........................................................................................................................3

3.3. Governing Body Format ........................................................................................................3

4. Development Trends....................................................................................................................3

4.1. Changes in Priority................................................................................................................5

5. Capability Assessment................................................................................................................5

5.1. Planning and Regulatory Capabilities ...................................................................................5

5.2. Administrative and Technical Capabilities...........................................................................10

5.3. Financial Resources............................................................................................................12

5.4. Education and Outreach Capabilities..................................................................................14

6. Hazard Mitigation Plan Integration...........................................................................................15

6.1. Past Plan Integration...........................................................................................................15

6.2. Potential Future Integration.................................................................................................15

7. Significant Hazard Past Events ................................................................................................16

8. National Flood Insurance Program ..........................................................................................17

8.1. Floodplain Manager ............................................................................................................17

8.2. Participation Activities .........................................................................................................17

8.2.1. Substantial Damage ....................................................................................................17

8.2.2. Substantial Improvement.............................................................................................17

8.3. Repetitive Loss and Severe Repetitive Loss Properties .....................................................18

9. Hazard Vulnerability and Impact Assessment ........................................................................18

9.1. FEMA National Risk Index ..................................................................................................24

9.1.1. Expected Annual Loss.................................................................................................25

9.1.2. Social Vulnerability ......................................................................................................26

9.1.3. Community Resilience.................................................................................................26

9.1.4. Annualized Frequency.................................................................................................27

10. Hazard Risk Ranking ............................................................................................................27

11. Mitigation Actions .................................................................................................................30 Appendix A. Hazard Maps ..........................................................................................................40 Appendix B. Stakeholder and Public Engagement ..................................................................45 Appendix C. Hazard Risk Assessment methodology ..............................................................68 109
2024 Hazard Mitigation Plan
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City of Oakley Annex ii
Appendix D. Hazard Risk Ranking Details................................................................................76 Appendix E. Plan Adoption ........................................................................................................96 110
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Oakley Annex 1

1. INTRODUCTION
This Annex details the hazard mitigation elements specific to the City of Oakley, a participating jurisdiction to the 2024 Contra Costa County Hazard Mitigation Plan update. This Annex is not intended to be a standalone document but supplements the information contained in Volume 1 (Planning Area-wide Elements). Therefore, all sections of Volume 1 (Planning Area-wide Elements) including the planning process, mitigation goals and objectives, hazard identification and risk assessment, mitigation strategy, and plan maintenance apply to and were met by the City of Oakley. This Annex provides additional information specific to the City, with a focus on providing additional details on the hazard risk assessment and mitigation strategy (i.e., mitigation actions) for this community.

2. LOCAL PLANNING TEAM
The City of Oakley Local Planning Team was comprised of the members listed on Table 1.

Table 1. City of Oakley Local Planning Team Members
Name Title Department
Joshua McMurray City Manager City of Oakley City Manager’s Office
Danielle Navarro Assistant City Manager City of Oakley City Manager’s Office
Ken Strelo Community Development Director City of Oakley Community Development Department
Kevin Rohani Public Works Director/City
Engineer
City of Oakley Public Works and
Engineering Department
Troy Faulk Recreation Manager City of Oakley Recreation Division

3. JURISDICTION PROFILE
The City of Oakley is one of California’s youngest cities. Residents enjoy a charming area with an abundant housing supply, quality schools, and a friendly atmosphere that truly makes Oakley, “A Place for Families in the Heart of the Delta.”
The City is bordered on the west by California State Route 160, the City of Antioch to the west, the City of Brentwood to the south, and Bethel Island to the east. The Sacramento-San Joaquin Delta forms the northern boundary while Mount Diablo dominates the southwestern skyline. The landscape of gently rolling fields, orchards, and vineyards gives a glimpse of Oakley’s agricultural past. From a quiet Delta farming town, Oakley has blossomed into a growing community of landscaped parks, abundant recreational opportunities, shopping centers, and planned business and commercial development.

Oakley’s residents enjoy a progressive community that is rich in history, supports strong family values, and offers a high quality of life.

3.1. Population
The City of Oakley had a population of 44,688 as of July 1, 2022. Between 2010 and 2020, the population increased by approximately 22.4% and another increase of 3.1% occurred between 2020 and 2022.

Table 2 shows the City of Oakley’s population distribution between 2010 and 2022.1 1 United States Census Bureau. (2022). Quick Facts: City of Oakley. Retrieved from https://www.census.gov/quickfacts/fact/table/oakleycitycalifornia/. 111
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Table 2. Population Estimates
Jurisdiction 2010 2020 2022 Population Change
(2010 – 2022)
City of Oakley 35,432 43,357 44,688 26.1%

3.1.1. Underserved Population
The 2023 California State Hazard Mitigation Plan identifies the Centers for Disease Control and Prevention (CDC) Social Vulnerability Index (SVI) as the most appropriate and authoritative dataset to identify areas where efforts can be prioritized to ensure equitable outcomes from mitigation planning and actions.

CDC’s SVI combines 16 social factors, within four (4) themes (i.e., socioeconomic status, household characteristics, racial and ethnic minority status, and housing type and transportation), to identify areas of social vulnerability. Table 3 outlines the SVI information for the City of Oakley.

Note: ArcGIS mapping analysis was performed utilizing Census Tract data by overlaying Census Tracts with the City of Oakley planning area boundary. The information outlined in this section includes data from the Census Tracts that intersect the jurisdiction.

Table 3. Social Vulnerability Index (2020)
Theme Social Factors Population Percent
Socioeconomic
Status
People below 150% poverty estimate 9,103 21.0%
Unemployed
(Civilian 16 years old and older) 2,003 4.6%
Housing Cost Burden 4,599 10.6%
No High School Diploma 4,707 10.9%
No Health Insurance 1,792 4.1%
Household
Characteristics
65 years old and older 6,924 16.0%
17 years and younger 18,577 42.8%
Civilian with a Disability 8,476 19.5%
Single-Parent Household 854 2.0%
English Language Proficiency 2,679 6.2%
Racial and Ethnic
Minority Status
• Hispanic or Latino (of any race)
• Black or African American
• Asian
• American Indian or Alaska Native
• Native Hawaiian or Pacific Islander
• Two or More Races
• Other Races
38,613 89.1%
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Theme Social Factors Population Percent
Housing Type and
Transportation
Multi-Unit Structures 829 1.9%
Mobile Homes 1,074 2.5%
Crowding 1,017 2.3%
No Vehicle 668 1.5%
Group Quarters 220 0.5%

3.2. Brief History
In 1887, James O’Hara purchased the area from the government for $5 an acre. The area of Oakley was primarily engaged in farming with grapes, almonds, and apricots dominating the agricultural landscape.

Growth has been well ordered to maintain Oakley’s small-town character while strongly encouraging the development of new industries to employ the growing local workforce. The City of Oakley was incorporated in 1999.

3.3. Governing Body Format
The City of Oakley has a City Council/City Manager form of government. Policy making and legislative authority is vested in a five (5) member City Council. The City Council is elected at large on a nonpartisan basis and serves staggered four (4) year terms. In December of each year, the City Council conducts a reorganization of the Council at which time the Mayor and Vice Mayor are appointed for one (1) year terms. The City Manager is appointed by the City Council and is the Chief Executive Officer of the Municipal Corporation.

The City Council presides over and adopts the City’s annual budget and financial affairs; appoints commissions and committees; and hires and supervises the City Manager. City Council members are responsible for service to the citizens, businesses, and policies of the City. The City Manager advises the City Council, supervises personnel and all City departments; enforces ordinances and programs approved by City Council; and oversees day-to-day City government operations.

4. DEVELOPMENT TRENDS
California Law requires counties and cities to prepare and adopt a General Pan, a comprehensive longrange plan to guide community development. The General Plan must contain seven (7) state-mandated elements – land use, housing, circulation, safety, open space, conservation, and noise – and may contain additional elements as a jurisdiction sees fit. Additionally, the General Plan must comprise an integrated and internally consistent set of goals, policies, and implementation measures. The City of Oakley adopted its General Plan under this law and has updated it several times over the years, including most recently in March 2023.

The Bay Area is the fifth largest metropolitan area in the nation and has seen a steady increase in population since 1990, except for a dip during the Great Recession that began in 2008. Many cities in the region have experienced significant growth in jobs and population. While these trends have led to a corresponding increase in demand for housing across the region, the regional production of housing has not kept pace with job and population growth.

Table 4 summarizes development trends in the performance period since development of the previous hazard mitigation plan and expected future development trends. 113
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Table 4. Recent and Expected Development Trends
Criteria Response
Has your jurisdiction annexed any
land since the development of the
previous Hazard Mitigation Plan?
No
If yes, give the estimated area
annexed and estimated number of
parcels or structures.

N/A
Is your jurisdiction expected to annex
any areas during the performance
period of this Plan?
No
Has your jurisdiction had any major
changes in development over the
past five (5) years that have occurred
in hazard prone areas?
No
If yes, please briefly describe. N/A
Are any areas targeted for
development or major redevelopment
in the next five (5) years that will
occur in hazard prone areas?
Yes
If yes, please briefly describe.
• East Cypress Corridor Specific Plan Area (Planning Area 2 “Summer Lake North”): Start of construction of 824 dwelling units located in the 409-acre Summer Lake North portion of the East Cypress Corridor Specific Plan. The project is generally located at the northeast corner of East Cypress Road and Bethel Island Road.
• Burroughs Subdivision: Start of construction on a residential subdivision consisting of 208 dwelling units on a 43.24-acre site located on the north side of East Cypress Road just east of Jersey Island Road.
• Machado Lane Subdivision (Riverine): Start of construction on a residential subdivision consisting of 76 dwelling units on a

20.11-acre site located at the southwest corner of East Cypress Road and Machado Lane.
• Sellers Avenue Subdivision: Start of construction on a residential subdivision consisting of 74 dwelling units on a

20.42-acre site located at 5911 Sellers Avenue.
• Bridgehead Industrial Project: Project application in early stages. Potential for start of development of 3.1 million square foot industrial project on a project site totaling 164 acres located generally north of Main Street, east of Bridgehead Road, and west of Big Break Road.
• Various infill projects in downtown Oakley, generally located south of the railroad tracks, east of Vintage Parkway, north of Marsh Way, and west of 2nd Street.

Portions of these areas are in known hazard areas. Development will mitigate or avoid hazard areas.
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Criteria Response
Please provide the number of permits
for each hazard area or provide a
qualitative description of where
development has occurred.
• Special Flood Hazard Areas: 0
• Landslide: 0
• High Liquefaction Areas: 0
• Dam Failure Inundation Area: 0
• Wildfire Risk Areas: 0

4.1. Changes in Priority
The City of Oakley did not participate in the previous iteration of the Contra Costa County Hazard Mitigation Plan; therefore, a change in priority for the City includes ensuring participation in hazard mitigation initiatives and implementation of this Hazard Mitigation Plan throughout other City planning mechanism. Additionally, a more concerted effort on achieving equitable outcomes for all communities, including underserved communities and socially vulnerable populations, has been implemented in the mitigation actions identified for this Plan.

5. CAPABILITY ASSESSMENT
Federal regulations require hazard mitigation plans to identify goals for reducing long-term vulnerabilities to the identified hazards in the planning area (Section 201.6(c)(3)(i)). A critical step in the development of specific hazard mitigation actions and projects is assessing existing authorities, policies, programs, and resources and capabilities to use or modify local tools to reduce losses and vulnerability from profiled hazards.

A capability assessment was conducted for the City of Oakley and participating jurisdictions’ authorities, policies, programs, and resources. Goals and mitigation actions were developed using input from this assessment. Information regarding the City’s implementation of and continued participation in the National Flood Insurance Program (NFIP) can be found in Section 8 of this Annex.

The Local Planning Team assessed the City’s capabilities that can contribute to the reduction of longterm vulnerabilities to hazards. The capabilities include the following categories:
• Planning and Regulatory Capabilities
• Administrative and Technical Capabilities
• Financial Capabilities
• Education and Outreach Capabilities
Additionally, ways to expand on and improve these existing policies and programs to integrate hazard mitigation into the day-to-day activities and programs of the City were considered.

5.1. Planning and Regulatory Capabilities
These include local ordinances, policies, and laws to manage growth and development (e.g., land use plans, capital improvement plans, transportation plans, emergency preparedness and response plans, building codes, and zoning ordinances). The City of Oakley will adopt the approved 2024 Contra Costa County Hazard Mitigation Plan into the City’s General Plan Safety Element for AB 2140 compliance.

Table 5 contains a list of legal and regulatory capabilities. The description section of each Planning and Regulatory Capability includes a paragraph on expansion, implementation, and improvement. 115
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Table 5. Planning and Regulatory Capabilities
City Code, Title 6: Public Works Regulations
Includes: Drainage, Sewers, Grading, Geologic Hazard Abatement Districts, Stormwater Management, Floodplain Management
Title 6 contains Codes used in the establishment and regulation of Public Works within the City. The Codes relevant to this Hazard Mitigation Plan primarily concern stormwater abatement and earthquake hazards. These Codes set forth “geologic hazard abatement districts” per the State of California’s Public Resources Code (PRC) Division 17 26500-26654.

Expansion, Implementation, and Improvement: The hazard identification and risk analysis in this Hazard Mitigation Plan should be used to inform emergency preparedness programs and reducing risk by mitigation actions supports emergency preparedness goals. Expand Title 6 to include Emergency Preparedness Codes.

Floodplain management should follow the latest guidance from FEMA. This Hazard Mitigation Plan addresses flood hazard mitigation measures which should be aligned with floodplain management administration.

Lead
Department
City of Oakley Public Works and
Engineering Department
Hazards
Addressed
Climate Change, Earthquake,
Flood, Severe Weather
City Code, Title 7: Building and Housing Regulations
Includes: Building Code, Electric Code, Mechanical Code, Housing Code, Fire Code, Community Preservation, House Moving, Repair and Reconstruction Standards
City Building Regulations (incorporates by reference and is based upon the 2022 California Building Code, 2022 California Residential Code, 2022 California Green Building Standards Code, and 2022 California Existing Building Code [all codified in California Code of Regulations, Title 24]); adopted November 17, 2022.

Expansion, Implementation, and Improvement: The Building and Housing Code will be reviewed based on developing trends in identified hazards and mitigation measures that can make them more effective at preventing losses. They will be updated to comply with the latest International and State building codes.

Floodplain management should follow the latest guidance from FEMA. This Hazard Mitigation Plan addresses flood hazard mitigation measures which should be aligned with floodplain management administration.

Lead
Department City of Oakley Building Division Hazards Addressed Climate Change, Drought,
Earthquake, Flood, Severe
Weather, Wildfire
City Code, Title 8: Subdivisions
Title 8 provides subdivision regulations for the city. The subdivision code addresses the development of groups of residences and commercial property. It describes requirements for transportation, water, and wastewater services. It sets limits on residential property density. The Planning Commission is designated as the Advisory Agency with respect to subdivisions. The City of Oakley uses Contra Costa County’s Subdivision Code by reference.

Expansion, Implementation, and Improvement: Subdivision Code should be modified and updated to support changes in land use development. It should be implemented to require adequate infrastructure to support residential area populations
Lead
Department City of Oakley Planning Division Hazards Addressed Climate Change, Drought,
Earthquake, Flood, Severe
Weather, Wildfire
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City Code, Title 9: Land Use and Regulations
Title 9 includes zoning regulations which are adopted to protect and promote public health, safety, peace, comfort, convenience, prosperity, and general welfare of the public. The Title shall consist of a zoning map designating certain districts and a set of regulations controlling the uses of land, the density of population, the uses and locations of structures, the height and bulk of structures, the open spaces about structures, the areas, and dimensions of sites, and requiring the provision of off-street parking and off-street loading facilities in the districts.

Expansion, Implementation, and Improvement: The Land Use and Regulations Code should be modified and updated to support changes in land use development. It should be implemented to require adequate infrastructure to support residential area populations. The City has a long range planning project for a comprehensive zoning ordinance update which is expected to kick off within the next two (2) years.

Lead
Department City of Oakley Planning Division Hazards Addressed Climate Change, Drought,
Earthquake, Flood, Severe
Weather, Wildfire
City General Plan
Includes: Land Use, Circulation, Housing, Open Space, Safety, Noise, Economic, Hazardous Waste, Growth The City’s General Plan, adopted in January 2022, carries forward the long-term vision of reinforcing the City's unique small-town character, preserving its history and scenic beauty, and protecting the community's outstanding quality of life. It includes 10 chapters:
• Chapter 1: Introduction
• Chapter 2: Land Use
• Chapter 3: Circulation
• Chapter 4: Growth Management
• Chapter 5:Economic Development
• Chapter 6:Open Space and Conservation
• Chapter 7:Parks
• Chapter 8:Community Health and Safety
• Chapter 9:Noise
• Chapter 10:Housing
The purpose of the General Plan is to express the broad goals and policies, and specific implementation measures, which will guide decisions on future growth, development, and the conservation of resources.

Expansion, Implementation, and Improvement: Chapter 8 (Community Health and Safety) includes a section titled, “Public Protection and Disaster Planning” which mentions the Contra Costa County Hazard Mitigation Plan and how it identifies risks associated with various types of hazards and disasters at the regional and local scale. This chapter includes climate adaptation strategies that are consistent with the County Hazard Mitigation Plan. Specifically, Programs 8.4.G and 8.4.H require Oakley to participate in countywide efforts to update the County Hazard Mitigation Plan, and following updates to the Plan, to review and update the Oakley General Plan and Emergency Operations Plan, as necessary, to ensure each document addresses the requirements of State law and reflects current information related to the City’s potential exposure to hazards.

Programs 8.5.B and 8.5.I also relate to the County Hazard Mitigation Plan.

Lead
Department City of Oakley Planning Division Hazards Addressed Climate Change, Drought,
Earthquake, Flood, Severe
Weather, Wildfire
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County Climate Action Plan
The Contra Costa County Climate Action Plan (CAP), adopted in December 2015, is the County’s strategic approach to reduce greenhouse gas (GHG) emissions from sources throughout the unincorporated area. The CAP reflects the County’s programs and actions to decrease energy use, improve energy efficiency, develop renewable energy, reduce vehicle miles traveled, increase multi-modal travel options, expand green infrastructure, reduce waste, and improve the efficiency of government operations. The City is in the process of developing its own CAP.

Expansion, Implementation, and Improvement: The CAP will be updated in parallel with the General Plan.

The General Plan will provide the long-term resiliency framework of goals and policies, and the CAP will provide strategic implementation programs to show how the County will reduce GHG emissions in support of the State’s adopted reduction targets for 2030 and 2050, reducing GHG emissions 40 percent below 1990 levels by 2030, with consideration of the State’s long-term goal to reduce GHG emissions to 80 percent below 1990 levels by 2050.

Lead
Department
Contra Costa County Department
of Conservation and Development
Hazards
Addressed
Climate Change, Drought, Flood,
Sea Level Rise, Severe Weather,
Wildfire
Contra Costa Hazardous Materials Plan / Hazardous Material Business Plan Addresses the storage, use, and emergency planning for hazardous materials and extremely hazardous substances in the community and businesses.

Expansion, Implementation, and Improvement: This Hazard Mitigation Plan will support mitigation measures compatible with the County Hazardous Materials Plan to reduce potential hazardous materials releases.

Lead
Department
Contra Costa Health Services,
Hazardous Materials Program
Office; Contra Costa County Fire
Protection District
Hazards
Addressed Hazardous Materials Incidents
Emergency Operations Plan
The Emergency Operations Plan (EOP) outlines how the City, its government, stakeholder agencies, communitybased organizations (CBO), business community, and residents – coordinate their response to major emergencies and disasters. The EOP identifies operational strategies and plans for managing inherently complex and potentially catastrophic events. This Plan is regularly updated by staff and approved by the City Council.

Expansion, Implementation, and Improvement: This Hazard Mitigation Plan will be used as an essential tool to update the City EOP in 2024. California Office of Emergency Services (Cal OES) requires that EOPs describe applicable hazards as part of the Plan. The latest Hazard Mitigation Plan hazards descriptions will be included.

Mitigation actions that are preparedness and response in nature will be analyzed for applicability for inclusion in the description of EOP processes and procedures.

Lead
Department
City of Oakley City Manager’s
Office
Hazards
Addressed
Climate Change, Dam and Levee
Failure, Drought, Earthquake,
Flood, Landslide, Sea Level Rise,
Severe Weather, Tsunami,
Wildfire
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Capital Improvement Plan
The Capital Improvement Plan (CIP) provides broad direction for development of City facilities and infrastructure. It describes a strategy to maintain adequate support for the City’s communities and commerce. It addresses transportation, utilities, essential City facilities, and provides flexibility to respond to other projects or issues as they arise.

Expansion, Implementation, and Improvement: The CIP should include mitigation measures that will be funded by the City such as improvements to stormwater collection systems, elevation of roadways at risk for flooding and strengthening of structures. The CIP program works on collectively improving the City’s infrastructure to minimize possibility of flooding related problems.

Lead
Department
City of Oakley Public Works and
Engineering Department
Hazards
Addressed
Climate Change, Dam and Levee
Failure, Drought, Earthquake,
Flood, Landslide, Sea Level Rise,
Severe Weather, Tsunami,
Wildfire
Continuity of Operations Plan
The City of Oakley Public Works and Engineering Department, and Police Department, in collaboration with City Manager’s Office, will work on development of the Continuity of Operations Plan.

Expansion, Implementation, and Improvement: This Hazard Mitigation Plan will be used as an essential tool to develop the City’s Continuity of Operations Plan.

Lead
Department
City of Oakley Public Works and
Engineering Department, City of
Oakley Police Department
Hazards
Addressed
Climate Change, Dam and Levee
Failure, Drought, Earthquake,
Flood, Landslide, Sea Level Rise,
Severe Weather, Tsunami,
Wildfire
Stormwater Management Program
The Stormwater Management Program (SMP) is responsible for ensuring that the City complies with its municipal stormwater National Pollutant Discharge Elimination System (NPDES) permits. The NPDES Program is mandated by the Federal Clean Water Act and administered in California by the State Water Resources Control Board and the Regional Water Quality Control Boards on behalf of the U.S. Environmental Protection Agency. City Code, Chapter 11 addresses stormwater.

Expansion, Implementation, and Improvement: Mitigation actions in this Hazard Mitigation Plan can inform updates and revisions to the SMP. Watershed protection processes are a useful source of information for developing mitigation activities. This Hazard Mitigation Plan should be aligned with the Program.

Lead
Department
City of Oakley Public Works and
Engineering Department
Hazards
Addressed Flood
Alameda and Contra Costa County Regional Wildfire Prevention Plan The Contra Costa Resource Conservation District (CCRCD) and the Alameda City Resource Conservation District (ACRCD) worked jointly with funding from the Coastal Conservancy to develop a Regional Priority Plan (RPP) for Contra Costa and Alameda counties. The goal of the RPP process was to identify regional natural resource concerns that could be exacerbated by catastrophic wildfire and develop projects or other methods to remedy those issues ahead of the next wildfire event. The planning process started in November 2020 and completed in September 2022.

Expansion, Implementation, and Improvement: This Hazard Mitigation Plan and Regional Wildfire Prevention Plan should be aligned where mitigation actions in this Hazard Mitigation Plan support the goals of the Regional Wildfire Prevention Plan. The wildfire analysis in this Hazard Mitigation Plan can inform updates and revisions to the Wildfire Prevention Plan.

Lead
Department
Contra Costa County Fire
Protection District
Hazards
Addressed Wildfire
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Contra Costa County Community Wildfire Protection Plan
The Contra Costa County Wildfire Protection Plan (CWPP), updated in 2019, provides an analysis of wildfire hazards and risk in the wildland urban interface (WUI) in Contra Costa County. The Plan follows the standards for CWPPs established by the Federal Healthy Forest Restoration Act.

Expansion, Implementation, and Improvement: This Hazard Mitigation Plan and County Community Wildfire Protection Plan should be aligned where mitigation actions support the goals of the CWPP. The wildfire analysis in this Hazard Mitigation Plan can inform updates and revisions to the CWPP.

Lead
Department
Contra Costa County Fire
Protection District
Hazards
Addressed Wildfire

5.2. Administrative and Technical Capabilities
The administrative and technical capabilities include community (i.e., public and private) staff and their skills and tools, which can be used for mitigation planning and implementation. This capability includes engineers, planners, emergency managers, GIS analysts, building inspectors, grant writers, and floodplain managers. Small communities may rely on other government entities, such as counties or special districts, for resources. These capabilities may be used to support mitigation activities. Table 6 lists administrative and technical capabilities.

Table 6. Administrative and Technical Capabilities
Planners, Engineers, Building Officials, and Code Enforcement The planners, engineers, building officials, and code enforcement personnel issue building permits, review plans for new construction and improvements; conduct plan checks; work with architects, engineers, designers, and building owners during pre-construction; inspect all phases of residential and commercial/industrial construction for compliance; enforce municipal code violations.

Expansion and Improvement: Provide opportunities for continued education to Community Development staff to maintain state of the art knowledge of new code and regulatory requirements.

Department City of Oakley Building Division; City of Oakley Planning Division Planners, Engineers, Analysts, and General Staff
The planners, engineers, analysts, and general staff plan future City land use; develop and implement the General Plan, land use regulations through zoning and subdivision codes, and environmental review of development; administer the Community Development Block Grant Program (CDBG), conduct Code Compliance Program with the Building Division; conduct conditional use permits, variances, land subdivision, California Environmental Quality Act (CEQA) review, public hearings, noise permits, and zoning information.

Expansion and Improvement: Provide opportunities for continued education to Maintenance staff to maintain state-of-the-art knowledge of new code and regulatory requirements.

Department City of Oakley Public Works and Engineering Department; City of Oakley Planning Division 120
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Director, Assistant Director, Superintendent, Supervisor, Engineers, Analysts, General Staff Directors, assistant directors, superintendents, supervisors, engineers, analysts, and general staff oversee public and private improvements in the public right of way; develop and implement the Capital Improvement Program by providing staff support to the City relative to City streets, sanitary sewer, storm drains, water system facilities, traffic signals, park, and recreational facilities; maintain and upgrade public infrastructure; provide services related to traffic issues; monitors the street lighting system maintained by the City and PG&E; keeps and maintains record drawings of City owned infrastructure; conducts traffic committee meetings with the Police Department; and provides engineering support to other City departments and divisions within the Public Works Department.

Expansion and Improvement: Provide opportunities for continued education to Public Works staff to maintain state of the art knowledge of new code and regulatory requirements.

Department City of Oakley Public Works and Engineering Department City Manager’s Office
The City Manager’s Office oversees the coordinated response and recovery from major emergencies and disasters; develops, administers and coordinates the emergency planning preparedness program in conformity with local, State, and Federal requirements; develops emergency management and hazard mitigation plans; provides training to City staff in emergency planning and preparedness; develops, maintains, and coordinates the City Emergency Operations Center (EOC); provides businesses and residents with emergency planning and preparedness material to help reduce the loss of life and property resulting from a disaster; coordinates with City, County, State, and Federal counterparts; prepares emergency management grants; and coordinate the efforts of volunteer organizations.

Expansion and Improvement: Provide training to EOC staff, and other key personnel to better prepare for potential hazards and take action to report them.

Department City of Oakley City Manager’s Office
City Manager’s Office, Police Department, and East County – Community Emergency Response Team
Provides free disaster preparedness and Community Emergency Response Team (CERT) training to residents and businesses in the City; provides an organizing framework and support to neighborhood CERT teams, which may volunteer in the event of a serious earthquake or other major disaster. General Education for people and businesses.

Expansion and Improvement: East County CERT is no longer active. Reactivate CERT in East County and include mitigation activities that enhance public awareness of hazards, advertise CERT and contribute to individual/family preparedness.

Department City of Oakley City Manager’s Office, City of Oakley Police Department; East County CERT Floodplain Administrator
As a member of the NFIP, the Floodplain Administrator is responsible for collaborating with stakeholders to ensure the Floodplain Management Ordinance is followed within the City. The City Engineer is the Floodplain Administrator within the City of Oakley.

Expansion and Improvement: Continue to manage the City’s NFIP participation. Support the development of mitigation activities consistent with the best practices for floodplain management.

Department City of Oakley Public Works and Engineering Department 121
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Public Information Officer
The Public Information Officer (PIO) provides public and media information regarding the City’s disaster response, mitigation, and recovery efforts.

Expansion and Improvement: Continue to use PIO to promote awareness of this Hazard Mitigation Plan and activities associated with individual mitigation projects as they are implemented.

Department City of Oakley City Manager’s Office
Information Technology and Geographic Information System Information technology (IT) and Geographic Information Systems (GIS) provide the technical resources and support necessary to operate all of the applications relating to the City's information resources; respond to the service needs to all departments based on Citywide priorities as established by the City Manager; responsible for the training and effective use of all City technology computer hardware, software, and peripherals; provide internal coordination of technology efforts Citywide including substantial interface with all technology vendors to assure cost-effective, secure, and reliable technologies compatible with the long-range needs of the City; provide high-quality spatial data to City departments.

Expansion and Improvement: Acquire and conduct training for GIS technicians on the latest versions of ArcGIS.

Department City of Oakley Public Works and Engineering Department, City of Oakley City Manager’s Office (Information Technology Division)
Risk Management
Risk Management provides services to assist City departments in managing their risk of injury to employees, City property, and the public at large; purchase insurance for City departments and act in an advisory capacity with respect to workers' compensation, public liability, City property, and City contracts.

Expansion and Improvement: Continue to have the Risk Manager provide input to support the analysis of potential losses due to hazards. Update this Hazard Mitigation Plan based on current insurance values.

Department City of Oakley Administrative Services Department County Flood Control and Water Conservation District
The Contra Costa County Flood Control and Water Conservation District serves an advisory capacity to the Engineering Division and the Planning Commission relative to drainage and flood control problems.

Department Contra Costa County Flood Control and Water Conservation District

5.3. Financial Resources
Table 7 contains a list of financial capabilities available to the City. These financial resources may be used to support mitigation activities based on procedures for each resource.

Table 7. Financial Resources
General Fund
The General Fund funds operations and specific projects.

Expansion and Improvement: Hazard mitigation projects may be considered during the annual budgeting process for funding from the General Fund.

Administrator City of Oakley Administrative Services Department 122
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City Council Administered Special Funds
Most special revenue funds were established to mitigate the impact of projects approved in certain areas of the City and most funds have been intended for uses that will benefit the quality of life for the communities in which the project is approved and special revenue funds originated.

Expansion and Improvement: Focus Administered Special Funds on projects that provide mitigation to natural hazards.

Administrator City of Oakley City Council
National Pollutant Discharge Elimination System
The National Pollutant Discharge Elimination System (NPDES) is a joint effort of the Engineering and Public Works Department through the Contra Costa County Clean Water Program. Since 1993, the City has worked with Contra Costa County Flood Control and Water Conservation District, and 15 other cities within the County to meet federal mandates for minimizing pollutants in stormwater runoff. This revenue is used to fund its prorated share of the Clean Water Program’s staffing, overhead costs, and local level activities necessary to comply with the joint Municipal Regional Permit (MRP) provisions.

Expansion and Improvement: Where permissible, funding may be considered during the annual budgeting process for funding mitigation projects.

Administrator City of Oakley Public Works and Engineering Department Community Development Block Grant
The Community Development Block Grant (CDBG) Program provides funding for eligible senior activities such as in-home care, art classes, counseling, and home-delivered meals. The United States Department of Housing and Urban Development (HUD) also provides Disaster Recovery Assistance in the form of flexible grants to help cities, counties, and states recover from Presidentially Declared Disasters, especially in low income areas, subject to the availability of supplemental appropriations.

Expansion and Improvement: Where applicable, CDBG should be used to fund mitigation projects that enhance the resiliency of low income and underserved communities.

Administrator United States Department of Housing and Urban Development, City of Oakley Community Development Department
Hazard Mitigation Grant Program
The Hazard Mitigation Grant Program (HMPG) provides support for post-disaster mitigation plans and projects.

Expansion and Improvement: Train staff on notice of intent (NOI) procedures and track opportunities on the Cal OES mitigation website to initiate applications for grant funding.

Administrator Federal Emergency Management Agency, City of Oakley Community Development Department
Building Resilient Infrastructure and Communities
Building Resilient Infrastructure and Communities (BRIC) provides support for pre-disaster mitigation plans and projects.

Expansion and Improvement: Train staff on notice of intent (NOI) procedures and track opportunities on the Cal OES mitigation website to initiate applications for grant funding.

Administrator Federal Emergency Management Agency, City of Oakley Community Development Department
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Flood Mitigation Assistance Grant Program
The Flood Mitigation Assistance (FMA) Grant Program mitigates structures and infrastructure with repetitive losses.

Expansion and Improvement: Train staff on notice of intent (NOI) procedures and track opportunities on the California OES mitigation website to initiate applications for grant funding.

Administrator Federal Emergency Management Agency, City of Oakley Community Development Department

5.4. Education and Outreach Capabilities
Table 8 lists the City's financial and public outreach capabilities. These capabilities include fire safety programs, hazard awareness campaigns, public information, and communications offices. Education and outreach capabilities can be used to inform the public about current and potential mitigation activities.

Table 8. Education and Outreach Resources
City Emergency/Disaster Readiness Website
https://www.ci.oakley.ca.us/community/emergency-services/ https://www.ci.oakley.ca.us/departments/code-enforcement/important-phone-numbers-and-links/ https://www.ci.oakley.ca.us/departments/police/helpful-materials/ The City’s website has educational material on numerous programs, including making an emergency plan, stocking supplies, staying informed, and getting involved in community preparedness programs.

Expansion and Improvement: Provide links to the City and County websites. Post material on social media accounts that provide a link to the appropriate FEMA website page.

Lead Organization City of Oakley City Manager’s Office
City Social Media Accounts
Facebook: https://www.facebook.com/CityofOakley/
X (formerly Twitter): https://twitter.com/cityofoakley/ NextDoor: https://nextdoor.com/agency-detail/ca/oakley/city-of-oakley/ The City uses its social media accounts to post information to collect input on updating this Hazard Mitigation Plan. These social media accounts can have links to other City webpages that provide details on mitigation projects and activities. They can also provide information and links to County, State and Federal emergency preparedness sites that provide information on individual and family preparedness.

Expansion and Improvement: Develop a comprehensive program to utilize social media to reach out to communities in the City to provide information on mitigation activities. Conduct an annual survey to solicit input.

Provide information and conduct the survey in English and Spanish.

Lead Organization City of Oakley City Manager’s Office
County Public Safety and Emergency Information
https://www.contracosta.ca.gov/5435/Public-Safety-Emergency-Info Provides resources and links for public safety and emergency information in Contra Costa County.

Expansion and Improvement: Provide additional links to other organizations such as FEMA and PG&E.

Lead Organization Contra Costa County Office of Emergency Services 124
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County Community Emergency Response Team Coalition
The CERT Program is a 20-hour all risk, all hazard training offered by the County’s Fire Department. This valuable course is designed to help you protect yourself, your family, your neighbors, and your neighborhood before, during, and after an emergency.

Expansion and Improvement: Conduct coordinated training and exercises with all County CERTs to improve interoperability.

Lead Organization Contra Costa County Cities Citizen Corps Community Warning System
The Community Warning System (CWS) can alert residents and businesses within Contra Costa County that are impacted by or are in danger of being impacted by an emergency. The CWS message will include basic information about the incident and what specific protective actions (e.g., shelter in place, lockdown, evacuate, avoid the area) are necessary for life safety and health.

Expansion and Improvement: Coordinate community evacuation drills using the CWS to implement the exercise. Conduct post exercise information fairs at evacuation collection points.

Lead Organization Contra Costa County Office of the Sheriff

6. HAZARD MITIGATION PLAN INTEGRATION
The information on hazards, risk, vulnerability, and mitigation contained in this Hazard Mitigation Plan is based on the best available data at the time of the Plan update. Plan integration consists of the incorporation of hazard mitigation into other relevant planning mechanisms (e.g., general planning and capital improvement planning). It includes the integration of natural hazard information and mitigation policies, principles, and actions into local planning mechanisms and vice versa. Additionally, plan integration is achieved though the involvement of key staff and community officials in collaborative hazard mitigation planning. This section describes the City’s process for integrating information from this Hazard Mitigation Plan into other planning mechanisms.

6.1. Past Plan Integration
The City of Oakley did not participate in the previous reiteration of the Contra Costa County Hazard Mitigation Plan. However, Chapter 8 (Community Health and Safety) in the City’s General Plan includes a section titled, “Public Protection and Disaster Planning” which mentions how the Contra Costa County Hazard Mitigation Plan identifies risks associated with various types of hazards and disasters at the regional and local scale. Additionally, Chapter 8 includes climate adaptation strategies that are consistent with the County’s Hazard Mitigation Plan. Specifically, Programs 8.4.G and 8.4.H require the City of Oakley to participate in Countywide efforts to update this Hazard Mitigation Plan, and following updates to this Plan, to review and update the City’s General Plan and Emergency Operations Plan, as necessary.

Programs 8.5.B and 8.5.I also relate to the County’s Hazard Mitigation Plan.

6.2. Potential Future Integration
As the Hazard Mitigation Plan is implemented, the City of Oakley will use information from the Plan as the best available science and data on hazards. The capability assessment presented in Section 5 of this Annex identifies codes, plans, and programs that provide opportunities for integration. The Citywide and local action plans developed for this Hazard Mitigation Plan are related to plan integration. The capability assessment identified plans and programs, listed in Table 9, that do not currently integrate goals and recommendations of this Plan but provide opportunities to do so in the future. 125
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Table 9. Potential Future Integration
Planning Initiative Description
City Code
Mitigation actions and the hazard risk assessment in this Hazard Mitigation Plan can inform updates and revisions to the City Code. • Public Works Regulations Code (Title 6) will use the hazard identification and risk analysis in this Hazard Mitigation Plan to inform the City’s emergency preparedness programs and reducing risk by mitigation actions supports emergency preparedness goals. Expand Title 6 to include Emergency Preparedness Codes. Additionally, this Hazard Mitigation Plan should be aligned with floodplain management administration.
• Building and Housing Regulations Code (Title 7) will be reviewed based on developing trends in identified hazards and mitigation measures that can make them more effective at preventing losses. They will be updated to comply with the latest International and State building codes. • Subdivisions (Title 8) and Land Use and Regulations (Title 9) codes will be modified and updated to support changes in land use development and require adequate infrastructure to support residential area populations.

City General Plan
The Hazard Mitigation Plan will be utilized to identify new information that was not available during the previous revision of the City’s General Plan, relating to hazards (i.e., flood and fire), and climate adaptation and resiliency strategies.

Subdivision Ordinance
The Subdivision Ordinance restricts development in hazard areas. Portions of this Hazard Mitigation Plan with the associated mapping will be considered for inclusion into the next update of Subdivision Ordinance.

Emergency Operations Plan
This Hazard Mitigation Plan will remain an essential tool to update the City Emergency Operations Plan (EOP). The latest Hazard Mitigation Plan hazards descriptions will be included. Mitigation actions that are preparedness and response in nature will be analyzed for applicability and for inclusion in the description of EOP processes and procedures.

Capital Improvement Plan
The City will continue to ensure consistency between this Hazard Mitigation Plan and future updates of the Capital Improvement Plan. The Hazard Mitigation Plan may identify new possible funding sources for capital improvement projects and may result in modifications to proposed projects based on results of the risk assessment.

City Climate Action Plan The City is in the process of developing a City Climate Action Plan (CAP). The City will integrate the CAP with this Hazard Mitigation Plan.

The City’s Local Planning Team will identify all relevant planning initiatives that are scheduled to be updated in the next year and during the annual update process of the Hazard Mitigation Plan. Additionally, opportunities to integrate key elements of the Hazard Mitigation Plan, specifically any relevant strategies, into the planning initiatives will be identified by the Local Planning Team. Mitigation actions were identified to promote plan integration in future revisions of this Plan.

7. SIGNIFICANT HAZARD PAST EVENTS
A complete risk assessment, including past incidents, for each identified hazard of concern can be found in Volume 1 (Planning Area-wide Elements) of this Plan. 126
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8. NATIONAL FLOOD INSURANCE PROGRAM
The City of Oakley is a member of the National Flood Insurance Program (NFIP) but has chosen to not participate in the NFIP’s Community Rating System (CRS). The City’s NFIP participation information is listed in Table 10.

Table 10. NFIP Participation Information
CID Community
Name
NFIP
Participation
Date
Current
Effective
FIRM Date
CRS Entry
Date
CRS
Current
Effective
Date
CRS
Class
060766 City of Oakley 11/1/1974 3/21/2017 N/A N/A N/A

8.1. Floodplain Manager
As an NFIP participating jurisdiction, the City of Oakley has a designated Floodplain Manager that is charged with enforcing floodplain regulations, routinely monitoring the floodplains, and providing community assistance such as encouraging owners to maintain flood insurance. The City’s Floodplain Manager information is listed in Table 11.

Table 11. Floodplain Manager
Jurisdiction Department Name Title Phone Number
City of Oakley Public Works Kevin Rohani City Engineer (925) 625-7003

8.2. Participation Activities
The City of Oakley NFIP participation activities over the last five (5) years include the following:
• Provides the following services – permit review, GIS, inspections, and engineering capability. • The City educates private owners and other stakeholders about the importance of flood insurance through public outreach events, workshops, and/or seminars. • Enforces local floodplain regulations and monitors compliance. • Floodplain management regulations meet or exceed FEMA or State minimum requirements.

8.2.1. Substantial Damage
Substantial damage means damage of any origin sustained by a structure sufficiently extensive that the cost of restoring the structure to its before damaged condition would equal or exceed 50% of the market value of the structure before the damage occurred. (Municipal Code Title 6, Chapter 12 – Floodplain Management)

8.2.2. Substantial Improvement
Substantial improvement means any reconstruction, rehabilitation, addition, or other improvement of a structure, the cost of which equals or exceeds 50% of the market value of the structure before the “start of construction” of the improvement. This term includes structures which have incurred substantial damage, regardless of the actual repair work performed.

The percentage figure must be added to any successive building permits that may be issued or have been issued within a contiguous 10-year span. Substantial improvement is considered to occur when the first alteration of any wall, ceiling, floor, or other structural part of the building commences, whether or 127
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not that alteration affects the external dimensions of the structure. The term does not, however, include either:
• Any project for improvement of a structure, not required because of flood damage, that is necessary to comply with existing state or local health, sanitary, or safety code specifications that are the minimum necessary to assure safe living conditions. • Any alteration of a historic structure, if the alteration will not preclude the structure’s continued designation as a historic structure. (Municipal Code Title 6, Chapter 12 – Floodplain Management)

8.3. Repetitive Loss and Severe Repetitive Loss Properties The Federal Emergency Management Agency (FEMA) defines a Repetitive Loss property as an NFIP insured structure with two (2) or more claims of more than $1,000 each within any rolling 10-year period, since 1978.2
A Severe Repetitive Loss property is defined by FEMA as any NFIP insured structure for which either of the following is true when at least two (2) of the claims are within 10 years of each other (claims made within 10 days will be counted as one (1) claim):3
• That has incurred flood related damage for which four (4) or more separate claims payments have been made, with the amount of each claim (including buildings and contents payments) exceeding $5,000, and with the cumulative amount of such claims exceeding $20,000. • For which at least two (2) separate claims payments (building payments only) have been made under such coverage, with the cumulative amount of such claims exceeding the market value of the building.

Repetitive loss records from the City of Oakley are listed in Table 12.

Table 12. Repetitive Loss Properties
Jurisdiction Repetitive Loss
Properties
Severe Repetitive
Loss Properties Mitigated Properties
City of Oakley 0 0 0

9. HAZARD VULNERABILITY AND IMPACT ASSESSMENT
Exposure and vulnerability to certain hazards affect the entire County and others are geographically defined. Although the entire County may be vulnerable to these hazards, their impacts may vary based on existing community conditions (e.g., underserved, or functional access needs populations may be more susceptible based on certain conditions, vulnerabilities, or needs).

The Local Planning Team identified unique vulnerabilities and impacts to the following natural hazards, based on the hazards profiled in Volume 1 (Planning Area-wide Elements). • Dam and Levee Failure
2 Federal Emergency Management Agency. (2020). Repetitive Loss Structure. Retrieved from https://www.fema.gov/node/405233. 3 Federal Emergency Management Agency, National Flood Insurance Program. (2022). Flood Insurance Manual:

Risk Rating 2.0: Equity in Action Edition. Retrieved from https://www.fema.gov/sites/default/files/documents/fema_nfip-flood-insurance-full-manual_102022.pdf. 128
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• Earthquake
• Flood (riverine/creek, urban/flash flood)
• Sea Level Rise
• Severe Weather (heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, tornado)
It was determined that the planning area did not have unique vulnerabilities and impacts to the following natural hazards; rather, its vulnerability and impacts are consistent with those experienced throughout the County.
• Climate Change
• Drought
• Landslide
• Tsunami
• Wildfire
Note: Severe weather and flooding are profiled as the two (2) hazards. However, in an effort to have a more thorough risk assessment, the sub hazards (i.e., heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, tornado, riverine/creek flooding, and urban/flash flooding) were ranked individually. The hazard risk assessment methodology can be found in Appendix C of this Annex.

Table 13 provides information on several key vulnerabilities and impacts for the City of Oakley and only addresses the hazards that are relevant and unique to the jurisdiction. A complete risk assessment for each identified hazard of concern is in Volume 1 (Planning Area-wide Elements) of this Plan. Hazard mapping can be found in Appendix A of this Annex.

Table 13. Hazard Vulnerability and Impact Assessment
Hazards Vulnerabilities and Impacts
Climate Change
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to climate change; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County.

Dam and Levee Failure
Oakley has secondary dry levees within four (4) existing residential communities and two (2) planned residential communities, but if the County's perimeter levees fail, especially at East Cypress Road and Bethel Island Road, it would impact the City's infrastructure and evacuation routes.

The underserved population in these communities with limited access to transportation, communication challenges (e.g. limited access to modern technology, language barrier), or lack of resources to prepare for or respond to flooding are uniquely vulnerable in the event of dam levee failure.

Drought
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to droughts; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County. 129
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Hazards Vulnerabilities and Impacts
Earthquake
The Vintage Parkway neighborhood (1,200 homes) has two (2) entrances/exits, but one (1) has a railroad crossing and the other has a bridge over a railroad.

The East Cypress Road community (over 5,000 homes existing and planned) is accessed via two (2) main roads that each have at-grade railroad crossings (East Cypress Road just east of Main Street, and Sellers Avenue, approximately three-quarters of a mile south of East Cypress Road) that could be impacted, as well as other portions of the street that are two (2) lanes.

In addition to the 1,200 homes within the Vintage Parkway community, there is one (1) public elementary school (Vintage Parkway Elementary – Oakley Union Elementary School District, K-5), a regional park (Big Break Regional Park), a semi-functioning marina (Big Break Marina), and a waterfront steel shipment business. All of these could potentially be affected if an earthquake causes the bridge to fail and/or inability to cross the at-grade railroad tracks.

In addition to the 5,000 planned homes, the East Cypress Road Community is adjacent to existing residences and businesses within unincorporated Contra Costa County. It also includes two (2) elementary schools (Ironhouse Elementary and Summer Lake Elementary – Oakley Union Elementary School District, K-5) and one (1) middle school (Delta Vista Middle School – Oakley Union Elementary School District, 6-8), and potential for additional school(s) within future developments.

Additionally, the Bridgehead Road community has a railroad bridge that could be impacted by a catastrophic earthquake.

The elderly and individuals with access and functional needs living in these communities are uniquely vulnerable during an earthquake. These individuals may face greater challenges in evacuating, securing their homes, or accessing emergency services due to mobility limitations, reliance on medical equipment, or the need for specialized assistance.

Flood
(urban/flash flood, riverine/creek)
With severe flooding, Marsh Creek could overflow and impact a number of residential neighborhoods (e.g., Parkland, Creekside, Marsh Glen). These neighborhoods have a population that includes the elderly and individuals with access and functional needs. The elderly, especially those with access and functional needs, may have physical limitations that make it harder to evacuate in the event of an emergency, such as flooding. Additionally, the elderly may have limited access to social connections and community support that can assist in preparing for and responding to emergency situations, evacuation, improving home resiliency, managing medical needs, and locating support services.

Landslide
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to landslides; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County. 130
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Hazards Vulnerabilities and Impacts
Sea Level Rise
The City has a shoreline along the tide influenced Delta. The General Plan identifies and addresses sea level rise and associated concerns for 12-inch, 24- inch, 36-inch, and 83-inch sea level rise scenarios. In the 83-inch scenario, most of the land north of the existing BNSF Railroad tracks would experience some level of inundation. This area includes light industrial businesses, marinas, single-family homes, and four (4) existing elementary and middle schools. This scenario would also have the potential to breach FEMA certified levees protecting the Summer Lake South development in the East Cypress Corridor.

Underserved communities due to income levels as identified in the City of Oakley Housing Element are not within these inundated areas.

Severe Weather
(heavy rainfall, severe
thunderstorms, strong
winds/damaging winds, heat
wave/extreme heat, tornado)
Compared to the central and west Contra Costa County, the City Oakley has extreme heat during the summer months which can uniquely impact seniors and residents with access and functional needs who do not have air conditioning and cannot access a local cooling center. Furthermore, heat wave/extreme heat events can cause power outages which can affect those that are electrically dependent. Additionally, individuals with chronic illnesses may be taking medication that can reduce their body’s ability to maintain safe internal temperatures. This population includes those with long term or permanent health conditions that can be exacerbated by heat wave/extreme heat conditions (e.g., cardiovascular disease, respiratory conditions).

Tsunami
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to tsunamis; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County.

Wildfire
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to wildfires; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County.

Active Shooter Incidents
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to active shooter incidents; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County.

Cybersecurity Threats
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to cybersecurity threats; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County.

Hazardous Materials
Incidents
A train derailment would adversely impact the City, specifically with regard to hazardous materials.

Terrorism (Weapons of
Mass Destruction)
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to terrorism; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County.

Utility Interruptions A levee breach or roadway washout could impact underground utilities along Bridgehead Road.

The City evaluated whether vulnerability and impact in hazard prone areas had increased, decreased, or remained the same for each natural hazard identified in this Hazard Mitigation Plan. Climate change, changes in population, infrastructure expansion, and economic shifts that can affect vulnerability were considered. For example, if planned development is in an identified hazard areas or is not built to the updated building codes, it may increase the community’s vulnerability to future hazards and disasters.

On the other hand, if development occurred with mitigation practices in place, the vulnerability may have remained the same or decreased. Additionally, shifting demographics (e.g., underserved population) were taken into consideration.
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Table 14 outlines if climate change has increased or decreased the City’s vulnerability (i.e., exposure) and impact to each natural hazard over the past five (5) years, and the effect of climate change in the future probability of occurrence and impacts from each natural hazard.

Table 14. Climate Change Current and Future Vulnerability and Impact Hazard Vulnerability and Impact
Current Vulnerability and Impact
Climate Change Increased
Dam and Levee Failure Remained the Same
Drought Increased
Earthquake Remained the Same
Flood (urban/flash flood, riverine/creek) Remained the Same Landslide Remained the Same
Sea Level Rise Remained the Same
Severe Weather (heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, tornado) Increased Tsunami Remained the Same
Wildfire Remained the Same
Future Vulnerability and Impact
Climate Change Increased
Dam and Levee Failure No Change is Anticipated
Drought Increase
Earthquake No Change is Anticipated
Flood (urban/flash flood, riverine/creek) No Change is Anticipated Landslide No Change is Anticipated
Sea Level Rise Increase
Severe Weather (heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, tornado) Increase Tsunami No Change is Anticipated
Wildfire No Change is Anticipated
Table 15 outlines if changes in population within the City over the past five (5) years have increased or decreased the vulnerability (i.e., exposure) and impact to these natural hazards, and the anticipated effects changes in population may have on the future probability of occurrence and impacts from these natural hazards.

Table 15. Changes in Population Current and Future Vulnerability and Impact Hazard Vulnerability and Impact
Current Vulnerability and Impact
Climate Change Remained the Same
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Hazard Vulnerability and Impact
Dam and Levee Failure Remained the Same
Drought Remained the Same
Earthquake Remained the Same
Flood (urban/flash flood, riverine/creek) Remained the Same Landslide Remained the Same
Sea Level Rise Remained the Same
Severe Weather (heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, tornado) Remained the Same Tsunami Remained the Same
Wildfire Remained the Same
Future Vulnerability and Impact
Climate Change No Change is Anticipated
Dam and Levee Failure No Change is Anticipated
Drought No Change is Anticipated
Earthquake No Change is Anticipated
Flood (urban/flash flood, riverine/creek) No Change is Anticipated Landslide No Change is Anticipated
Sea Level Rise No Change is Anticipated
Severe Weather (heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, tornado) Increase Tsunami No Change is Anticipated
Wildfire No Change is Anticipated
Table 16 outlines if development over the past five (5) years has increased or decreased the jurisdiction’s vulnerability (i.e., exposure) and impact to these natural hazards, and the anticipated effects changes in development may have on the future probability of occurrence and impacts from these natural hazards.

Table 16. Changes in Development Current and Future Vulnerability and Impact Hazard Vulnerability and Impact
Current Vulnerability and Impact
Climate Change Remained the Same
Dam and Levee Failure Remained the Same
Drought Remained the Same
Earthquake Remained the Same
Flood (urban/flash flood, riverine/creek) Remained the Same Landslide Remained the Same
Sea Level Rise Remained the Same
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Hazard Vulnerability and Impact
Severe Weather (heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, tornado) Remained the Same Tsunami Remained the Same
Wildfire Remained the Same
Future Vulnerability and Impact
Climate Change No Change is Anticipated
Dam and Levee Failure No Change is Anticipated
Drought No Change is Anticipated
Earthquake Increase
Flood (urban/flash flood, riverine/creek) No Change is Anticipated Landslide No Change is Anticipated
Sea Level Rise No Change is Anticipated
Severe Weather (heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, tornado) No Change is Anticipated Tsunami No Change is Anticipated
Wildfire No Change is Anticipated
See Table 4 for anticipated future major assets that may be exposed or vulnerable to any of the natural hazards identified in this Hazard Mitigation Plan. Any new assets (e.g., new construction in hazard prone areas) will be constructed to adhere to the latest building codes and standards, and mitigation to protect them from identified and anticipated hazards, especially those that are expected to increase due to climate change. However, existing buildings and other critical facilities and infrastructure that are not built to the latest codes and standards could be vulnerable in areas prone to the hazards listed in this Plan.

Refer to Appendix C and Appendix D of this Annex for the hazard risk assessment methodology and jurisdiction specific details, which includes the vulnerability and impacts to population and life safety, underserved/equity, property damage, future development, and climate change.

9.1. FEMA National Risk Index
In the National Risk Index (NRI), risk is defined as the potential for negative impacts as a result of a natural hazard. The Risk Index is based on three (3) components – a natural hazards component (Expected Annual Loss), a consequence enhancing component (Social Vulnerability), and a consequence reduction component (Community Resilience). Using these components, the composite and hazard type Risk Index values are calculated for each community (county and Census Tract). Risk Index values form an absolute basis for measuring Risk within the NRI and are used to generate Risk Index percentiles and ratings across communities.4 Table 17 illustrates the Risk Index rating and score for the City of Oakley.
4 Federal Emergency Management Agency. (2023). Determining Risk. Retrieved from https://hazards.fema.gov/nri/determining-risk.
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Note: ArcGIS mapping analysis was performed utilizing Census Tract data by overlaying Census Tracts with the City of Oakley planning area boundary. The information outlined in this section includes data from the Census Tracts that intersect the jurisdiction.

Table 17. Risk Index Score (FEMA National Risk Index)
Jurisdiction Rating Score
City of Oakley Very High 80.7
Risk Index scores are calculated using an equation that combines scores for Expected Annual Loss due to natural hazards, Social Vulnerability and Community Resilience (Expected Annual Loss x Social Vulnerability / Community Resilience = Risk Index).

9.1.1. Expected Annual Loss
The FEMA NRI Expected Annual Loss (EAL), the natural hazards component of the NRI, represents the average economic loss in dollars resulting from natural hazards each year. It is calculated for each hazard type and quantifies loss for relevant consequence types – buildings, people, and agriculture. The EAL score and rating represent a community's relative level of expected losses each year when compared to all other communities at the same level. Since the score is associated to a community’s risk; the higher EAL score results in a higher Risk Index score.5 Table 18 illustrates each hazard EAL for the City of Oakley.

Table 18. Expected Annual Loss (FEMA National Risk Index) Hazard Population
Equivalence
Building
Value
Agriculture
Value
Total
Expected
Annual
Loss
Expected
Annual
Loss
Score
Rating
Coastal Flooding
(Sea Level Rise) $0 $0 n/a $0 0.0
No
Expected
Annual
Losses
Drought n/a n/a $426,670 $426,670 77.7 Relatively
High
Earthquake $311,303 $1.0 Million n/a $1.3 Million 94.5 Relatively High
Hail
(Severe Weather) $59 $219 $57 $335 30.4 Relatively
Low
Heat Wave
(Severe Weather) $14,435 $2 $912 $15,350 62.2 Relatively High
Landslide $29 $167 n/a $196 28.9 Relatively
Low
Riverine Flooding
(Flood) $42,234 $45,554 $16,670 $104,458 51.8 Relatively Moderate
Strong Winds
(Severe Weather) $76 $26 $3 $105 6.1 Very Low
Tornado
(Severe Weather) $1,983 $4,555 $10 $6,548 19.1 Very Low 5 Federal Emergency Management Agency. (2023). Expected Annual Loss. Retrieved from https://hazards.fema.gov/nri/expected-annual-loss.
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Hazard Population
Equivalence
Building
Value
Agriculture
Value
Total
Expected
Annual
Loss
Expected
Annual
Loss
Score
Rating
Tsunami $0 $0 n/a $0 0.0
No
Expected
Annual
Losses
Wildfire $49 $1,694 $0 $1,743 27.6 Relatively
Low
Expected annual loss scores are calculated utilizing an equation that combines values for exposure, annualized frequency, and historic loss ratios (Expected Annual Loss = Exposure x Annualized Frequency x Historic Loss Ratio).

An EAL score and rating is calculated independently for each consequence type (i.e., buildings, population, and agriculture) for each county and Census Tract. The population EAL is measured in fatalities and injuries while the building and agriculture values are measured in dollars. However, for consistency in the unit of measurement, the population EAL was monetized into population equivalence using a value of statistical life (VSL) approach where each fatality or 10 injuries is treated as $11.6 Million of economic loss.

9.1.2. Social Vulnerability
Social vulnerability, the consequence enhancing risk component of the NRI, measures the susceptibility of social groups to the adverse impacts of natural hazards, including disproportionate death, injury, loss, or disruption of livelihood. The Social Vulnerability score and rating represent the relative level of a community’s social vulnerability compared to all other communities at the same level. A higher Social Vulnerability score results in a higher Risk Index score.6 Table 19 illustrates the Social Vulnerability rating and score for City of Oakley.

Table 19. Social Vulnerability (FEMA National Risk Index) Jurisdiction Rating Score
City of Oakley Relatively Moderate 43.8
Social Vulnerability is measured using the Social Vulnerability Index (SoVI) published by the University of South Carolina’s Hazards and Vulnerability Research Institute (HVRI).

9.1.3. Community Resilience
Community resilience, the consequence reduction risk component, measures the ability of a community to prepare for anticipated natural hazards, adapt to changing conditions, and withstand and recover rapidly from disruptions. The Community Resilience score and rating represent the relative level of a community’s resilience compared to all other communities at the same level. Since the score is inversely proportional to a community’s risk; the higher Community Resilience score results in a lower Risk Index score.7 Table 20 illustrates the Community Resilience rating and score for the City of Oakley. 6 Federal Emergency Management Agency. (2023). Social Vulnerability. Retrieved from https://hazards.fema.gov/nri/social-vulnerability. 7 Federal Emergency Management Agency. (2023). Community Resilience. Retrieved from https://hazards.fema.gov/nri/community-resilience.
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Table 20. Community Resilience (FEMA National Risk Index) Jurisdiction Rating Score
City of Oakley Relatively High 66.4
Community Resilience is measured using the Baseline Resilience Indicators for Communities (HVRI BRIC) published by the University of South Carolina's Hazards and Vulnerability Research Institute (HVRI).

9.1.4. Annualized Frequency
Annualized frequency is defined as the expected frequency or probability of a hazard occurrence per year. It is a natural hazard incidence factor for Expected Annual Loss, the natural hazards component of the National Risk Index. A higher annualized frequency value results in higher Expected Annual Loss and Risk Index scores. The annualized frequency is derived from either the number of recorded hazard occurrences each year over a given period or the modeled probability of a hazard occurrence each year (e.g., earthquake).8 Table 21 outlines the annualized frequency for each hazard, based on FEMA NRI data, for the City of Oakley.

Table 21. Hazard Annualized Frequency (FEMA National Risk Index) Hazard Period of Record Events on Record Annualized Frequency Coastal Flooding
(Sea Level Rise) Various datasets n/a 0.0 events per year Drought 22 years 1,358 61.7 events per year
Earthquake 2021 dataset n/a 0.010% chance per year
Hail
(Severe Weather) 34 years 2 0.0 events per year
Heat Wave
(Severe Weather) 16 years 30 1.8 events per year
Landslide 12 years 0 0.0 events per year
Riverine Flooding
(Flood) 24 years 31 1.1 events per year
Strong Winds
(Severe Weather) 34 years 2 0.0 events per year
Tornado
(Severe Weather) 72 years 0 0.0 events per year
Tsunami 222 years 0 0.0 events per year
Wildfire 2021 dataset n/a 0.0% events per year

10. HAZARD RISK RANKING
Table 22 presents the local hazard ranking for the City of Oakley of all hazards of concern listed in Volume 1 (Planning Area-wide Elements) of this Plan. This ranking summarizes how hazards vary for this jurisdiction. As described in detail in Volume 1 (Planning Area-wide Elements) and Appendix C of this Annex, the ranking process involves an assessment of the likelihood of occurrence for each hazard, along with its potential impacts on people, property, and the economy. For further details on how the probability, extent, vulnerability, and impact factors in Table 22 were calculated, please refer to Appendix D of this Annex.
8 Federal Emergency Management Agency. (2023). Annualized Frequency. Retrieved from https://hazards.fema.gov/nri/annualized-frequency.
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It is important to note that the sub hazards for severe weather hazards (i.e., heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, and tornado) and flood hazards (i.e., riverine/creek flooding and urban/flash flooding) were individually ranked in the hazard risk ranking; however, flood and severe weather are each considered as the main hazard throughout this Annex and Volume 1 (Planning Area-wide Elements).

Table 22. Hazard Risk Ranking
Hazard Event Probability
Factor
Sum of
Weighted
Extent
Factors
Sum of
Weighted
Vulnerability
Factors
Sum of
Weighted
Impact
Factors
Consequence
Score
Total Risk Score
(Probability x
Consequence)
Earthquake 2 18 17 36 71 68
Flood
(Riverine/Creek) 2 18 12 29 59 58
Dam and Levee
Failure 2 18 11 29 58 57
Heavy Rainfall
(Severe Weather) 3 9 14 15 38 56
Flood
(Urban/Flash Flood) 2 15 12 29 56 55
Strong Winds/
Damaging Winds
(Severe Weather)
3 9 11 16 36 54
Severe Thunderstorm
(Severe Weather) 3 6 16 14 36 54
Wildfire 2 15 11 27 53 53
Utility Interruptions 3 9 7 18 34 51
Heat Wave/Extreme
Heat 3 9 10 15 34 51
Drought 2 18 12 20 50 50
Hazardous Materials
Incidents 2 15 11 19 45 46
Sea Level Rise 2 12 6 20 38 40
Climate Change 2 9 12 15 36 38
Cybersecurity
Threats 2 12 7 13 32 34
Active Shooter
Incidents 2 9 5 15 29 32
Terrorism
(Weapons of Mass
Destruction)
1 18 11 27 56 31
Landslide 1 6 9 21 36 21
Tornado
(Severe Weather) 1 6 6 14 26 16
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Hazard Event Probability
Factor
Sum of
Weighted
Extent
Factors
Sum of
Weighted
Vulnerability
Factors
Sum of
Weighted
Impact
Factors
Consequence
Score
Total Risk Score
(Probability x
Consequence)
Tsunami 1 6 5 13 24 15
Consequence: Sum of all weighted factors.

Extent: Sum of the weighted Extent factors.

Vulnerability: Sum of the weighted Vulnerability factors.

Impact: Sum of the weighted Impact factors.

Total Risk Score* = Probability x Consequence
* Normalized to 100
Total Risk Score Legend
Classification Probability
Factor Extent Vulnerability Impact ConsequenceScore
Total Risk
Score
Low (L) 1 0 – 6 0 – 6 0 – 12 0 – 24 0 – 24
Medium (M) 2 7 – 12 7 – 12 13 – 26 25 – 50 25 – 54
High (H) 3 13 – 18 13 – 18 27 – 39 51 – 75 55 and above The legend—specifically the assignment of low, medium, and high—provides an additional means to qualitatively assess the probability factor, sum of weighted factors, and the total risk scores for each hazard. The Consequence Score represents the sum of the Extent, Vulnerability, and Impact Factors. The Total Risk Score is a measure of Probability and Consequence.
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11. MITIGATION ACTIONS
This section includes the mitigation actions that were developed to address identified risks and vulnerabilities to hazards identified in this Plan. This Plan serves only to recommend mitigation measures based on the potential for risk reduction and available funding. Implementation of mitigation actions is dependent on risk reduction priorities, feasibility, and available funding. It is also dependent on the cooperation and support of the jurisdiction and/or department responsible for each action item.

The City of Oakley agreed upon eight (8) mitigation actions that apply to the jurisdiction’s properties where they have jurisdictional responsibility and authority. The City did not participate in the previous reiteration of the Contra Costa County Hazard Mitigation Plan; therefore, all mitigation actions are new.

A summary of the City’s mitigation actions status is listed in Table 23.

Table 23. City of Oakley Mitigation Actions Summary
Status Mitigation Action Total
Ongoing 0
In Progress/In Work 0
Not Started 0
Delayed/Deferred 0
New 8
TOTAL 8
Completed 0
Deleted/No Longer Needed 0
Mitigation Actions per Hazard
Climate Change 6 Landslide N/A
Dam and Levee Failure 5 Sea Level Rise 4
Drought 2 Severe Weather 8
Earthquake 4 Tsunami N/A
Flood 7 Wildfire 5
Other Hazard of Concern: Hazardous Materials Incidents (4), Utility Interruptions (3), Active Shooter Incidents (1), Terrorism
Note: As stated in the hazard vulnerability and impact assessment in Section 9 and the hazard risk ranking in Section 10 of this Annex, landslides and tsunamis are not considered a priority hazard for the City. As a result, mitigation measures for these hazards will not be pursued at this time.

These shared actions, some of which address all hazards, help to meet the following requirements:
• Does the Plan identify and analyze a comprehensive range of specific mitigation actions and projects for each jurisdiction being considered to reduce the effects of hazards, with emphasis on new and existing buildings and infrastructure?
• Does the Plan include one (1) or more action(s) per jurisdiction for each hazard identified within the risk assessment?
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Mitigation
Action
Build a new library and community center facility, which will serve as the primary Emergency Operations Center (EOC), space for Veterans, seniors and children, and serve as a warming/cooling center and possible shelter.

Action Number OA-1
Year Initiated /
Anticipated Year
of Initiation
2024 Prioritization Score 40/40
Goal(s) / Objective(s) Addressed Goals: 1, 2, 3, 4, 5 Hazard(s) Mitigated Climate Change, Earthquake, Flood, Severe
Weather, Wildfire, Hazardous Materials Incidents,
Utility Interruptions, Active Shooter Incidents,
Terrorism
Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) High
Lead Agency / Organization City of Oakley Public Works and Engineering Department
Supporting Agency
/ Organization
(If applicable)
Contra Costa County Office of Emergency
Services
Additional Participating
Jurisdictions (If applicable) N/A
Project Duration Short Term Estimated Cost High
Potential Funding Source Local Budgeted Funds, HMGP,
BRIC, FMA, Other
If Other, you must
identify a funding source. County Funds are anticipated Please provide further
detail on Potential
Funding Source.

General Fund, Impact Fees
Implementation Priority High Integration Ideas
(Optional)
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Mitigation
Action
Bridgehead Road Reconstruction from Wilbur to Main Street - construction of a new overcrossing over railroad and associated roadway widening on both sides of overcrossing.

Action Number OA-2
Year Initiated /
Anticipated Year
of Initiation
2024 Prioritization Score 40/40
Goal(s) / Objective(s) Addressed Goals: 1, 2, 3, 4, 5 Hazard(s) Mitigated Flood, Severe Weather, Hazardous Materials Incident
Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) High
Lead Agency / Organization City of Oakley Public Works and Engineering Department
Supporting Agency
/ Organization
(If applicable)
BNSF Railway
Additional Participating
Jurisdictions (If applicable) N/A
Project Duration Short Term Estimated Cost High
Potential Funding Source Local Budgeted Funds, HMGP,
BRIC
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.

Local Funds (Impact Fee Funds)
Implementation Priority High Integration Ideas
(Optional)
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Mitigation
Action Ensure new levees and pump stations are built to FEMA guidelines, in conjunction with the Reclamation Districts.

Action Number OA-3
Year Initiated /
Anticipated Year
of Initiation
2025 Prioritization Score 40/40
Goal(s) / Objective(s) Addressed Goals: 1, 2, 3, 4, 5 Hazard(s) Mitigated Climate Change, Dam and Levee Failure, Flood, Sea Level Rise, Severe Weather
Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) High
Lead Agency / Organization City of Oakley Public Works and Engineering Department
Supporting Agency
/ Organization
(If applicable)
Reclamation District No. 799
Additional Participating
Jurisdictions (If applicable) Contra Costa Water District, Federal Emergency Management Agency Project Duration Ongoing Estimated Cost High
Potential Funding Source Private/Non-Profit Funds
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.

Developer Fees/Funds
Implementation Priority High Integration Ideas
(Optional)
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Mitigation
Action
Implement a public outreach campaign to inform the public on severe weather (e.g., strong winds, heavy rainfall) and severe winter weather preparedness, evacuation routes, sandbags, and road closures.

Action Number OA-4
Year Initiated /
Anticipated Year
of Initiation
2024 Prioritization Score 40/40
Goal(s) / Objective(s) Addressed Goals: 1, 2, 3, 4, 5 Hazard(s) Mitigated Climate Change, Dam and Levee Failure, Flood,
Sea Level Rise, Severe Weather, Utility
Interruptions
Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) High
Lead Agency / Organization City of Oakley City Manager’s Office
Supporting Agency
/ Organization
(If applicable)
N/A
Additional Participating
Jurisdictions (If applicable) N/A
Project Duration
(Select one) Ongoing Estimated Cost(Select one) Low
Potential Funding Source Local Budgeted Funds
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.

General Fund (Staff Time)
Implementation Priority High Integration Ideas
(Optional)
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Mitigation
Action
Cypress Road Widening from Bethel Island Road to Jersey Island Road. Bring construction of the roadway to City standards including undergrounding utilities and storm infrastructure construction.

Action Number OA-5
Year Initiated /
Anticipated Year
of Initiation
2024 Prioritization Score 40/40
Goal(s) / Objective(s) Addressed Goals: 1, 2, 3, 4, 5 Hazard(s) Mitigated Climate Change, Dam and Levee Failure,
Earthquake, Flood, Sea Level Rise, Severe
Weather, Wildfire, Hazardous Materials Incidents,
Utility Interruptions
Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) High
Lead Agency / Organization City of Oakley Public Works and Engineering Department
Supporting Agency
/ Organization
(If applicable)
Contra Costa Water District
Additional Participating
Jurisdictions (If applicable) N/A
Project Duration Ongoing Estimated Cost High
Potential Funding Source Local Budgeted Funds, HMGP,
BRIC, Other
If Other, you must
identify a funding source.

State budget earmark for community project
funding
Please provide further
detail on Potential
Funding Source.

Local Funds (Impact Funds)
Implementation Priority High Integration Ideas
(Optional)
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Mitigation
Action
Upsize (extend and widen) Laurel Road from Teton to Sellers Avenue over railroad tracks to provide a grade separated evacuation route, add new signaled intersection Sellers.

Action Number OA-6
Year Initiated /
Anticipated Year
of Initiation
2024 Prioritization Score 40/40
Goal(s) / Objective(s) Addressed Goals: 1, 2, 3, 4, 5
Objectives: Hazard(s) Mitigated
Climate Change, Dam and Levee Failure,
Earthquake, Flood, Severe Weather, Wildfire,
Hazardous Materials Incidents
Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) High
Lead Agency / Organization City of Oakley Public Works and Engineering Department
Supporting Agency
/ Organization
(If applicable)
N/A
Additional Participating
Jurisdictions (If applicable) N/A
Project Duration Long Term Estimated Cost High
Potential Funding Source Local Budgeted Funds, HMGP,
BRIC
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.

Local Funds (Impact Funds)
Implementation Priority High Integration Ideas
(Optional)
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Mitigation
Action
Implement a public outreach campaign to inform the public on the City's cooling station/warming centers during extreme temperature events; expand other cooling station and warming center locations under certain conditions.

Action Number OA-7
Year Initiated /
Anticipated Year
of Initiation
2024 Prioritization Score 39/40
Goal(s) / Objective(s) Addressed Goals: 1, 5 Hazard(s) Mitigated Drought, Severe Weather, Wildfire Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) High
Lead Agency / Organization City of Oakley City Manager’s Office
Supporting Agency
/ Organization
(If applicable)
Contra Costa County Office of Emergency
Services
Additional Participating
Jurisdictions (If applicable) N/A
Project Duration Ongoing Estimated Cost Low
Potential Funding Source Local Budgeted Funds
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.

General Fund (Staff Time)
Implementation Priority High Integration Ideas
(Optional)
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Mitigation
Action
Actively participate in the Hazard Mitigation Plan maintenance protocols outlined in Volume 1 of the Contra Costa County Hazard Mitigation Plan.

Action Number OA-8
Year Initiated /
Anticipated Year
of Initiation
2024 Prioritization Score 40/40
Goal(s) / Objective(s) Addressed Goals: 1, 2, 3, 4, 5 Hazard(s) Mitigated Climate Change, Dam and Levee Failure,
Drought, Earthquake, Flood, Sea Level Rise,
Severe Weather, Wildfire
Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) Low
Lead Agency / Organization City of Oakley Planning Division Supporting Agency
/ Organization
(If applicable)
N/A
Additional Participating
Jurisdictions (If applicable) N/A
Project Duration Ongoing Estimated Cost Low
Potential Funding Source Local Budgeted Funds
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.

General Fund (Staff Time)
Implementation Priority High Integration Ideas
(Optional)
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APPENDIX A. HAZARD MAPS
The following hazards were mapped for the City of Oakley – floods, landslides, sea level rise, and wildfires.
• Figure 1 illustrates the City of Oakley Special Flood Hazard Area (SFHZ), including each Flood Zone, and the 500-year floodplain. Flood Insurance Rate Maps (FIRMs) show the flood zones, floodplain boundaries, and Base Floor Elevation (BFE) and are used for floodplain management, flood insurance ratings, and to determine flood insurance requirements. FIRMs show areas with a 1% chance of flooding each year, commonly known as the 100-year floodplains, and are illustrated as the SFHA.9 The 500-year floodplains show areas with a 0.2% chance of flooding each year.
• Figure 2 illustrates landslide susceptibility in the City. Landslide susceptibility maps describe the relative likelihood of future land sliding based solely on the intrinsic properties of a location or site.

There are three (3) site factors that most determine susceptibility – prior failure, rock or soil strength, and steepness of slope.10
• Figure 3 illustrates four (4) sea level rise scenarios between 12-inches (1 foot) and 83-inches (6.9 feet) of maximum inundation depth during a likely 100-year storm. The figure does not reflect protection provided by levee and other improvements constructed after the East Contra Costa County Adapting to Rising Tides dataset was collected.11 • Figure 4 illustrates the California Fire Hazard Severity Zones (FHSZ) in the State Responsibility Area (SRA) within the City.
9 Federal Emergency Management Agency. (2017). Flood Insurance Study: Contra Costa County, California and Incorporated Areas. Retrieved from https://www.contracosta.ca.gov/DocumentCenter/View/77626/Volumes-IV?bidId=. 10 California Department of Conservation. (n.d.). Landslides. Retrieved from https://www.conservation.ca.gov/cgs/landslides. 11 City of Oakley. (2022). City of Oakley General Plan. Retrieved from https://b0b2eb52.rocketcdn.me/wpcontent/uploads/2022/07/Oakley-General-Plan_Adopted-2022-01-11.pdf. 150
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Figure 1. Special Flood Hazard Area
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Figure 2. Landslide Susceptibility
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Figure 3. Sea Level Rise (1 Foot, 2 Feet, 3 Feet, and 6.9 Feet) 153
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Figure 4. Fire Hazard Severity Zones
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APPENDIX B. STAKEHOLDER AND PUBLIC ENGAGEMENT
The mitigation planning process promotes awareness of hazard risks and continues the conversation about the community’s safety and resilience. A hazard mitigation plan generates additional community support when it accurately reflects the values and priorities of the community which will lead to successfully implementing the mitigation actions and projects identified in this Plan.

Federal regulations for mitigation plan approval require that stakeholders and the general public are given opportunities to be involved in the plan’s development and update process. Input from community members can strengthen the content and outcomes of the hazard mitigation plan. Furthermore, the Plan must state continued public engagement as the Plan is carried out during its lifetime. A public outreach strategy outlines what the community intends to achieve throughout the outreach efforts. Additionally, it identifies who to involve in the process, and how and when to effectively engage the community. Contra Costa County and the City of Oakley worked together to ensure that the stakeholder and public engagement was meaningful and productive. Refer to Volume 1 (Planning Area-wide Elements) for further information on how stakeholders and the general public were given opportunities to be involved throughout the planning process. However, every plan participant employed a slightly tailored engagement strategy that suits the community’s demographics, including the underserved population, and needs in addition to the lead jurisdiction’s engagement strategy.

City of Oakley stakeholders and the public were given a number of opportunities to be involved throughout the planning process. Opportunities were provided via a public survey, in person and virtual public meetings, and public engagement activities to review the Plan draft (i.e., public comment period). The public meetings allowed the County to introduce the Plan update, identify additional hazards of concern that should be included, if any, and to provide input for the various mitigation measures intended to eliminate or reduce the negative impact to those hazards. Language translation assistance in Spanish was available in all public meetings. The public survey asked community representatives and members of the public to rate each of the hazards in terms of perceived risk. Furthermore, they were asked to rate “mitigation importance” for each of the identified hazards in the Plan. The information gathered from this survey was used to inform the hazard risk prioritization process, and to ensure the Plan adequately addressed the public’s concerns and priorities. The survey was available in English, Spanish, Tagalog, Traditional Chinese, and Simplified Chinese. A total of 68 respondents that lived in the City and 21 that worked in the City participated in the survey. Please refer to Volume 1 (Planning Area-wide Elements) for further information and supporting documentation of the public meetings and public survey.

How Public Input was Incorporated into the Plan
Information and feedback gained through the public survey, public meetings, and public comment period provided valuable data to validate and confirm the risk assessment findings and potential mitigation strategies. Specifically, feedback from the public offered during the public meetings offered greater insights into the public’s concerns regarding specific hazards and their impacts. The public also offered specific initiatives they felt would create greater resiliency for the City and its residents.

Survey results helped validate the hazards included in the Plan, the hazard ranking process, and areas where the County and jurisdictions could further improve outreach and education efforts. Open-ended responses, specifically regarding their experience with damages from past hazards, helped to validate hazard-specific impact data in Chapter 4 (Hazard Identification and Risk Assessment) of Volume 1 (Planning Area-wide Elements). These, and related findings, helped the County and City Core Planning Teams determine meaningful mitigation projects.
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After the public comment period ended, three (3) public feedback forms were received for the City of Oakley Annex. The Local Planning Team reviewed the comments and will implement mitigation and preparedness efforts moving forward, if deemed appropriate. However, in order to keep the Plan current after it is approved, the City will ensure that the public continues to be involved in the Plan and how it is carried out. Refer to Section B.2 of this Annex for further details on continued public engagement.

B.1. Public Comment Period
Once the draft Plan was completed, the public was given an opportunity to review and provide comments on the County Hazard Mitigation Plan, including the City of Oakley’s Annex, prior to submitting the Plan to the State and FEMA. The countywide public comment period began on April 22, 2024, and went on through May 31, 2024. Prior to the public comment period, the Contra Costa County Core Planning Team conducted a strategy meeting with all plan participants (i.e., City of Oakley) that served as a brainstorming session and helped determine the public outreach goals and proper outreach methods for the public comment period. Subsequently, the City of Oakley Core Planning Team developed a public outreach strategy that meets the City’s unique needs of the community to engage stakeholders and the public during the public comment period. The City ensured equitable outreach by targeting Contra Costa County’s vulnerable communities, including the younger (under 18 years old) and elderly (over 65 years old) population, individuals with limited English proficiency, and those with access and functional needs (i.e., deaf and hard of hearing).

The City of Oakley Local Planning Team coordinated with its stakeholders to ensure that the public had an opportunity to learn about the Plan, mitigation actions planned for their community, and ways to get involved in the planning process. Outreach to the Oakley community involved a combination of in person, printed, and digital media starting on April 22, 2024, through the end of the public comment period on May 31, 2024. To ensure equitable outreach a calendar was created to strategize and map all events.

Public Comment Outreach Calendar
April 2024
Date Tuesday, April 23rd
Event Name Oakley City Council Meeting
Location
Oakley City Council Chambers
3231 Main Street
Oakley, CA 94561
Outreach Method Presenting to Governing Body
Outreach Purpose Inform, Involve
Targeted Population Citywide, Age (Elderly), Access and Functional Needs (Deaf or Hard of Hearing) Accommodations Provided After Hours, Virtual Option
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May 2024
Date Saturday, May 4th Tuesday, May 7th
Event Name City of Oakley 25th Anniversary Event Oakley Planning Commission Meeting Location
Civic Center Plaza
3231 Main Street
Oakley, CA 94561
Oakley City Council Chambers
3231 Main Street
Oakley, CA 94561
Outreach Method Community Event Presenting to Governing Body Outreach Purpose Inform, Involve Inform, Involve
Targeted Population Citywide, Age (Elderly and Younger), Access and Functional Needs
Citywide, Age (Elderly), Access and
Functional Needs (Deaf or Hard of
Hearing)
Accommodations Provided Weekend Event, In Person Outreach After Hours, Virtual Option Date Tuesday, May 14th Tuesday, May 28th
Event Name Oakley City Council Meeting Oakley City Council Meeting Location
Oakley City Council Chambers
3231 Main Street
Oakley, CA 94561
Oakley City Council Chambers
3231 Main Street
Oakley, CA 94561
Outreach Method Presenting to Governing Body Presenting to Governing Body Outreach Purpose Inform, Involve Inform, Involve
Targeted Population
Citywide, Age (Elderly), Access and
Functional Needs (Deaf or Hard of
Hearing)
Citywide, Age (Elderly), Access and
Functional Needs (Deaf or Hard of
Hearing)
Accommodations Provided After Hours, Virtual Option After Hours, Virtual Option 157
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April 23, 2024 – Oakley City Council Meeting
The City Council Meeting was held in person with a virtual option, after hours (6:30 PM) on a weekday.

The Meeting was open to the general public. During the meeting, the City Manager announced the importance of the Contra Costa County Hazard Mitigation Plan and the City of Oakley’s Annex.

Emphasized that the Plan is an effort to make the County and City more disaster ready and resilient to the impacts of natural, human-caused, and technological hazards. Furthermore, invited residents to review and provide feedback on the Plan and Annex, and advised where residents can access the documents and feedback form (e.g., City’s webpage, social media). Throughout the Meeting, a narrative slide with a QR code (to access the Plan and feedback form) was being displayed, in English and Spanish, in the scrolling PowerPoint which home viewers could also see in the livestream and later on YouTube, and for people who are deaf or hard of hearing. 158
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May 4, 2024 – City of Oakley 25th Anniversary Event
The City of Oakley 25th Anniversary event took place on a Saturday. This event was for all families, neighborhood groups, businesses, and organizations to come together and celebrate the City. The City hosted a table with information on the Contra Costa County Hazard Mitigation Plan, including the City’s Annex, and opportunities to review and provide feedback on the Plan. The table included a flyer, in English and Spanish, with a QR code to access the Plan and further information on providing feedback. 159
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May 7, 2024 – Oakley Planning Commission Meeting
The City Planning Commission Meeting was held in person with a virtual option, after hours (6:30 PM) on a weekday. The Meeting was open to the general public. During the meeting, the Community Development Director announced the importance of the Contra Costa County Hazard Mitigation Plan and the City of Oakley’s Annex. Emphasized that the Plan is an effort to make the County and City more disaster ready and resilient to the impacts of natural, human-caused, and technological hazards.

Furthermore, invited residents to review and provide feedback on the Plan and Annex, and advised where residents can access the documents and feedback form (e.g., City’s webpage, social media). Throughout the Meeting, a narrative slide with a QR code (to access the Plan and feedback form) was being displayed, in English and Spanish, in the scrolling PowerPoint which home viewers could also see in the livestream and later on YouTube, and for people who are deaf or hard of hearing. 160
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May 14, 2024 – Oakley City Council Meeting
The City Council Meeting was held in person with a virtual option, after hours (6:30 PM) on a weekday.

The Meeting was open to the general public. As a follow-up to the April 23rd City Council Meeting, the City Manager spoke about the importance of the Contra Costa County Hazard Mitigation Plan and the City of Oakley’s Annex. Emphasized that the Plan is an effort to make the County and City more disaster ready and resilient to the impacts of natural, human-caused, and technological hazards. Furthermore, invited residents to review and provide feedback on the Plan and Annex, and advised where residents can access the Plan and feedback form (e.g., City’s webpage, social media). Throughout the Meeting, a narrative slide with a QR code (to access the Plan and feedback form) was being displayed, in English and Spanish, in the scrolling PowerPoint which home viewers could also see in the livestream and later on YouTube, and for people who are deaf or hard of hearing. 161
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May 28, 2024 – Oakley City Council Meeting (Partnership with Contra Costa Water District) The City Council Meeting was held in person with a virtual option, after hours (6:30 PM) on a weekday.

The Meeting was open to the general public. Contra Costa Water District’s Vice President spoke about the District’s hazard mitigation efforts within Oakley, the Contra Costa County Hazard Mitigation Plan, and the District’s Annex. Emphasized that the Plan is an effort to make the County, City, and District more disaster ready and resilient to the impacts of natural, human-caused, and technological hazards.

Furthermore, invited residents to review and provide feedback on the Plan and annexes, and advised where residents can access the documents and feedback form (e.g., City’s webpage, social media).

Throughout the Meeting, a narrative slide with a QR code (to access the Plan and feedback form) was being displayed, in English and Spanish, in the scrolling PowerPoint which home viewers could also see in the livestream and later on YouTube, and for people who are deaf or hard of hearing. There were approximately 10 seniors from the Oakley Senior Center and the Oaks Apartments senior building in attendance (in person) during the Meeting.
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Printed Materials
The City created a flyer (Figure B-1) specifically for the public comment period. The flyer contained information, in English and Spanish, on how to participate in the planning process by reviewing and providing feedback on the Plan. Materials were distributed at public meetings and outreach events and were placed inside public and private facilities. Having the materials available in both languages allowed more of the community to receive information about the Hazard Mitigation Plan, ways to comment, and how to prepare for disasters. Printed materials are especially helpful to communities with limited English proficiency, and deaf and hard of hearing as the materials include a visual component.

Figure B-1. Flyer (English and Spanish)
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The flyer was displayed throughout the following locations within the City between April 23, 2024, through May 31, 2024.
• City Council Meeting Lobby (in front of the City Council Chambers): Allowed visibility during three (3) public meetings (other than the City Council and Planning Commission meetings). The meetings included – City of Oakley Military Equipment Annual Report Community Meeting (May 16, 2024), City of Oakley Scoping Meeting for the Bridgehead Industrial Project Subsequent Environmental Impact Report (May 20, 2024), City of Oakley Scoping Meeting for the East Cypress Corridor Specific Plan Subsequent Environmental Impact Report (May 29, 2024).

Additionally, anyone coming into City Hall for other public meetings, to use the bathrooms, and for passport appointments.
• City of Oakley Recreation Center (April 23, 2024).
• Oakley Senior Center (April 23, 2024).
• Oakley Library (inside Freedom High School) notice stand for parents, teachers, students, and library patrons (May 14, 2024).
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Additionally, the flyer was distributed via e-mail, with talking points, to the following senior and affordable housing communities and asked that it be posted on the community bulletin board(s) and newsletters. • Carol Lane Apartments which include 509 affordable units for families and seniors (May 9, 2024). • Courtyards at Cypress Grove which include 95 affordable units for families (May 13, 2024). • Twin Oaks Senior Apartments which include 129 affordable units for seniors (May 13, 2024). • Anton Viridian (Elm Lane Apartments) (May 13, 2024)
• Summer Creek Apartments which include 79 affordable units for seniors (May 15, 2024). 165
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Evey Thursday in the month of May 2024, the Oakley Outreach e-newsletter was distributed to approximately 3,752 recipients which includes seniors, parents, school district and special district employees, non-profits, and anyone else who is subscribed. Every e-newsletter included the flyer. 167
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City Electronic Message Board
The City of Oakley had a slide on the City’s outdoor electronic message board (between May 7, 2024, through May 31, 2024) at the Civic Center Plaza on Main Street inviting review and feedback on the Plan.

The Board is visible to all drivers, bikers, and sidewalk travelers headed east on Main Street and anyone entering or exiting the City Hall parking lot.
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City Website
Information on the Contra Costa County Hazard Mitigation Plan and the City of Oakley Annex, and announcements providing opportunity to comment was posted in the News and Announcements section of the City’s website. The website served as a central place which allowed all residents, stakeholders, and partners in the City of Oakley to review and provide feedback on the Plan, and thus promoted more public comment.
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Social Media Posts
Public comment period announcements were disseminated through the City’s Facebook, Instagram, and Nextdoor from April 22, 2024, through May 31, 2024, in English and Spanish. Throughout the public comment period, the City posted a total of 15 posts which reached (total number of people who saw the post) a total of 7,276 on Facebook and Instagram (over 11,000 followers) and over 20,000 members through Nextdoor.
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Stakeholder Engagement
Due to the size of the Plan (the Base Plan and 40 annexes), some stakeholders would receive the same invitation a significant amount of times. For a more productive outreach and to avoid overwhelming stakeholders, Contra Costa County sent a single invitation to all the countywide stakeholders via e-mail.

However, each plan participant was required to cross-reference the countywide list and identify the stakeholders that applied specifically to their jurisdiction. Not only did this help ensure that a comprehensive list was compiled as part of the stakeholder engagement, but it assisted each plan participant identify any additional stakeholders that may have not been on the list. Table 27 outlines the stakeholders the City of Oakley identified and provided an opportunity to review and provide feedback on the draft Plan and Annex, via the countywide stakeholders e-mail.

Table 24. City of Oakley Specific Stakeholders List
Local and Regional Agencies
Bay Area Air Quality Management District Contra Costa County Mosquito and Vector Control District
Cal OES Contra Costa County Office of Communication and Media
CalFire Contra Costa County Office of Education
California Department of Parks and Recreation Contra Costa County Office of Restorative Equity and Social Justice
California Department of Social Services Contra Costa County Office of the Sheriff California Department of Transportation (Caltrans) Contra Costa County Probation California Department of Water Resources Contra Costa County Risk Management California Highway Patrol Contra Costa County Transportation Authority California State Lands Commission Contra Costa County Treasurer-Tax Collector Capitol Corridor Joint Powers Authority Contra Costa County Veteran Services Office Contra Costa County Administrator’s Office Contra Costa County Volunteer Organizations Aiding in Disaster
Contra Costa County Animal Services Department Contra Costa Regional Medical Center Contra Costa County Auditor – Controller Contra Costa Water District Contra Costa County Clerk-Recorder East Bay Regional Park District Contra Costa County Department of Public Works Metropolitan Transportation Commission Contra Costa County District Attorney’s Office National Weather Service Contra Costa County Employment & Human Services
Department State Water Resources Control Board
Contra Costa County Health Services Tri Delta Transit
Contra Costa County Library
Agencies that have the Authority to Regulate Development Contra Costa County Department of Conservation
Development Contra Costa Local Agency Formation Commission 175
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Neighboring Communities
City of Antioch Reclamation District No. 800 (Byron Tract) Byron-Bethany Irrigation District
Nonprofit Organizations
American Red Cross Futures Explored
California Autism Foundation Independent Living Resources – Solano and Contra Costa Counties
California Resiliency Alliance Inter-Tribal Council of California Care Parent Network La Familia Counseling
CARESTAR Foundation Loaves and Fishes – Contra Costa County CocoKids Meals on Wheels
Community Awareness and Emergency Response Monument Crisis Center Contra Costa County Crisis Center – 211 Regional Center of the East Bay Contra Costa County Crisis Center – Hope Solutions Society of St. Vincent de Paul of Contra Costa County Interfaith Council of Contra Costa County United Way Bay Area Down Syndrome Connection of the Bay Area VistAbility
Businesses, Academia, and Other Private Organizations
Amtrak Shell Oil Company
BNSF Railway Valero Energy Corporation
Pacific Gas & Electric
Refer to Volume 1 (Planning Area-wide Elements) for a full list of the countywide stakeholders.

Additionally, the City of Oakley identified Ironhouse Sanitary District (plan participant), Reclamation District No. 799 (plan participant), Reclamation District No. 2025 (plan participant), Adventure Therapy Foundation, Be Exceptional, Newberry’s BLOCK, No Paws Left Behind Kitty Rescue, Oakley Church, East Contra Costa Historical Society, Friends of the Oakley Library, Hijas del Campo, Immigration Institute of the Bay Area, We Get It Foundation, Liberty Union High School District, Oakley Union Elementary School District, and Antioch Unified School District as additional stakeholders and provided an opportunity to review and provide feedback on the draft Plan. 176
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B.2. Continued Public Engagement
To ensure continued public engagement, Contra Costa County and the City of Oakley will ensure the Plan is available in the County’s Hazard Mitigation Plan webpage after it has been approved to allow the public an opportunity to provide continual feedback and input. As future needs and concerns arise, or if the public would like to provide feedback regarding the latest version of the Plan and the City’s Annex, the public is invited to use the comment form, which is provided on the website, to provide comments.

County Hazard Mitigation Webpage: contracosta.ca.gov/6415/Local-Hazard-Mitigation-Plan Comment Form: survey.alchemer.com/s3/7792090/CommentFormContraCostaCountyHMP The City of Oakley will continue to work with Contra Costa County and stakeholders to ensure that the public has an opportunity to learn about the Plan, mitigation actions planned for their communities, and ways to get involved. Hazard mitigation will be a part of the City’s community outreach strategy to include, but not limited to, public meetings, community events, social media, and public surveys throughout the year. Furthermore, the City of Oakley will continue to ensure equitable outreach by working with other departments, non-profits, and agencies that work with underserved communities throughout the County. 177
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APPENDIX C. HAZARD RISK ASSESSMENT METHODOLOGY
As part of the Contra Costa County Office of Emergency Services (OES), the risk assessment identifies the natural, human-caused, and technological hazards that have potential impacts on all or portions of the County. Hazard identification, historical occurrences, and risk modeling (where applicable and available for specific hazards) information was collected from multiple sources including, but not limited to:
• Environmental Systems Research Institute (Esri)
• Federal Emergency Management Agency (FEMA)
• National Centers for Environmental Information (NCEI) • National Weather Services (NWS)
• United States Geological Survey (USGS)
• Local repositories
This information was analyzed to assess the risk and vulnerability of people, property, the environment, and the jurisdiction’s essential operations from these hazards. Furthermore, a risk ranking was performed for the hazards of concern described in this Plan. The risk ranking is an important step in developing an action plan, as it allows jurisdictions to compare the risk factors from one hazard to another. That comparison provides critical information to use in selecting hazard mitigation actions and their priorities.

This process is not only intended to help focus actions on the hazards with the highest ranking, but also to ensure that jurisdictions are aware of the hazards that ranked low yet still pose significant risk.

In order to provide an informed and comprehensive ranking of the hazards addressed in this Plan, a number of factors were considered: probability, extent, vulnerability, and impact. The sum of all the weighted factors for the extent, vulnerability, and impact categories was combined into a final consequence score. Probability multiplied by consequence resulted in a total risk score for each hazard.

These results were determined by following a data driven quantitative assessment, reviewing, and ranking local knowledge from local subject matter experts, and developing other risk elements by the Core Planning Team based on the data collected. These elements were then aggregated to inform the analysis.

At the fundamental level, consequence is an assessment of the potential impact(s) if the hazard incident actually occurs. In this assessment, the consequence of an event (or the impact) will be interdependent on the following factors:
• Vulnerabilities (i.e., social, physical, and community conditions) • Capabilities and capacities
• Mitigation
Extent + Vulnerability + Impact = Consequence
Consequence x Probability = Total Risk Score
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• Characteristics of the hazard event (i.e., magnitude, scale) The frequency/probability of the hazard is not included in assessing the consequence because without the event, there is no consequence or impact.

C.1. Probability of Occurrence
The probability of occurrence of a hazard is indicated by a probability factor based on the likelihood of annual occurrence. Numerical probability factors were assigned as follows.

Table 25 outlines the probability of occurrence factors used in the risk assessment calculations for this Plan. A significant hazard event is defined as any hazard occurrence that directly or indirectly damages structures or infrastructure, impedes normal business operations, and/or is likely to cause serious or fatal injuries.

Table 25. Probability of Occurrence
Probability Description Probability
Factor
High Significant hazard event is likely to occur annually. 3 Medium Significant hazard event is likely to occur within 25 years. 2 Low Significant hazard event is likely to occur within 100 years. 1 Unlikely There is little to no probability of significant occurrence, or the recurrence interval is greater than every 100 years. 0
The assessment of hazard frequency is generally based on past hazard events in the area and professional judgment of local subject matter experts.

C.2. Extent Factors
Extent was assessed in two (2) categories – extent/intensity potential and catastrophic probability of the hazard. Numerical extent factors were assigned as follows.

C.2.1. Extent/Intensity Factor
Extent is defined as the range of anticipated intensities of the identified hazards. This category is most commonly expressed using various scientific scales (e.g., Saffir-Simpson, Enhanced Fujita, Modified Mercalli). Extent/Intensity Factors are hazard-specific and are detailed in each hazard profile. Table 26 outlines the extent/intensity factors used in the risk assessment calculations for this Plan.

Table 26. Extent/Intensity Factor
Probability Description Extent
Factor
High Historical and/or probabilistic models/studies for this hazard indicate the possibility of a high-intensity incident. 3
Medium Historical and/or probabilistic models/studies for this hazard indicate the possibility of a medium-intensity incident. 2
Low Historical and/or probabilistic models/studies for this hazard indicate the possibility of a low-intensity incident. 1
Unlikely Historical and/or probabilistic models/studies for this hazard indicate the possibility of little to no intensity. 0
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C.2.2. Catastrophic Factor
The probability that a hazard could be catastrophic. Catastrophes are defined as significant incidents that cause sudden and great harm or destruction. Table 27 outlines the catastrophic factors used in the risk assessment calculations for this Plan.

Table 27. Catastrophic Factor
Probability Description Extent
Factor
High Catastrophic hazard event is likely to occur at least once in 10 years. 3 Medium Catastrophic hazard event is likely to occur at least once between 11 and 50 years. 2
Low Catastrophic hazard event is likely to occur at least once in 51 or more years.
1 No Impact Virtually no probability that this hazard could be catastrophic. 0 Each category was assigned a weighting factor to reflect its significance, consistent with this typically used for measuring the benefits of hazard mitigation actions – a weighting factor of three (3) was assigned for Extent/Intensity and its potential for Catastrophe.

C.3. Vulnerability Factors
Vulnerabilities were assessed in three (3) categories – population exposure, property exposure, and exposure based on changes in development. Numerical vulnerability factors were assigned as follows.

C.3.1. Population Exposure Factor
Population exposure values were assigned based on the percentage of the total population exposed to the hazard event. Table 28 outlines the population exposure factors used in the risk assessment calculations for this Plan.

Table 28. Population Exposure Factor
Probability Description Vulnerability
Factor
High 30% or more of the population is exposed to the hazard. 3 Medium 15% to 29% of the population is exposed to the hazard. 2 Low 14% or less of the population is exposed to the hazard. 1 No Vulnerability None of the population is exposed to the hazard. 0 C.3.2. Property Exposure Factor
Property exposure values were assigned based on the percentage of the total property value exposed to the hazard event. Table 29 outlines the property exposure factors used in the risk assessment calculations for this Plan.
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Table 29. Property Exposure Factor
Probability Description Vulnerability
Factor
High 25% or more of the total assessed property value is exposed to the hazard. 3
Medium 10% to 24% of the total assessed property value is exposed to a hazard. 2
Low 9% or less of the total assessed property value is exposed to a hazard. 1
No Vulnerability None of the total assessed property value is exposed to a hazard. 0 C.3.3. Changes in Development
Changes in development in the past five (5) years have increased or decreased the community’s vulnerability/exposure to the hazard. Table 30 outlines the changes in development factors used in the risk assessment calculations for this Plan.

Table 30. Changes in Development Factor
Probability Description Vulnerability
Factor
High Changes in development have increased the vulnerability/exposure of the community to the hazard by 10% or more. 3
Medium Changes in development have increased the vulnerability/exposure of the community to the hazard between 5% and 9%. 2
Low Changes in development have increased the vulnerability/exposure of the community to the hazard by 4% or less. 1
No Vulnerability Changes in development had no effect and/or have decreased the vulnerability/exposure of the community to the hazard. 0 Each category was assigned a weighting factor to reflect the significance, consistent with those typically used for measuring the benefits of hazard mitigation actions – a weighting factor of three (3) was assigned for Population Exposure, and a weighting factor of one (1) was assigned for Property Exposed and Changes in Development.

C.4. Impact Factors
Hazard impacts were assessed in eight (8) categories – population and life/safety, underserved/equity, property damages, economic, environmental, essential operations, future development, and climate change. Numerical impact factors were assigned as follows.

C.4.1. Population and Life Safety Factor
Population and life safety values were assigned based on the best available data (historical and probabilistic) for people vulnerable to the hazard event and whether the affected population is likely to experience adverse impacts from the hazard incident. Table 31 outlines the population and life safety factors used in the risk assessment calculations for this Plan. 181
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Table 31. Population and Life Safety Factor
Probability Description Impact
Factor
High Populations exposed to this hazard are likely to experience significant adverse impacts, such as fatalities and severe injuries. 3 Medium Populations exposed to this hazard are likely to experience some adverse impacts, such as injuries requiring acute medical care. 2 Low Populations exposed to this hazard are likely to experience minimal adverse impacts, such as ambulatory injuries. 1
No Impact Populations exposed to this hazard are not likely to experience significant adverse impacts. 0
C.4.2. Underserved/Equity Factor
Underserved/equity values were assigned based on the best available data for underserved populations vulnerable to the hazard event and whether the affected population is likely to experience adverse/disproportionate impacts from the hazard incident resulting in greater disparity in equity. Table 32 outlines the underserved/equity factors used in the risk assessment calculations for this Plan.

Table 32. Underserved/Equity Factor
Probability Description Impact
Factor
High
Underserved populations exposed to the hazard are likely to experience significant adverse/disproportionate impacts, such as fatalities and severe injuries.
3 Medium
Underserved populations exposed to the hazard are likely to experience some adverse/disproportionate impacts, such as injuries requiring acute medical care.
2 Low
Underserved populations exposed to the hazard are likely to experience minimal adverse/disproportionate impacts, such as ambulatory injuries.
1 No Impact Underserved populations exposed to the hazard are not likely to experience significant adverse/disproportionate impacts. 0 C.4.3. Property Damage Factor
Property damage values were assigned based on the expected total property damage incurred from a hazard incident. It is important to note that values represent estimates of the loss from a major incident based on historical data or probabilistic models/studies. Table 33 outlines the property damage factors used in the risk assessment calculations for this Plan.

Table 33. Property Damage Factor
Probability Description Impact
Factor
High
More than $5 Million in property damages is expected from a single major hazard event, or damages are expected to occur to 15% or more of the property value within the jurisdiction.
3 Medium
More than $500,000 but less than $5 Million in property damages is expected from a single major hazard event, or damages are expected to occur to more than 5% but less than 15% of the property value within the jurisdiction.
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Probability Description Impact
Factor
Low
Less than $500,000 in property damages is expected from a single major hazard event or less than 5% of the property value within the jurisdiction.
1 No Impact Little to no property damage is expected from a single major hazard event. 0
C.4.4. Economic Factor
An estimation of the impact, expressed in terms of dollars, on the local economy is based on a loss of business revenue, crops, worker wages, and local tax revenues or on the impact on the local gross domestic product (GDP). Table 34 outlines the economic factors used in the risk assessment calculations for this Plan.

Table 34. Economic Factor
Probability Description Impact
Factor
High Where the total economic impact is likely to be greater than $10 Million. 3
Medium Total economic impact is likely to be greater than $500,000, but less than or equal to $10 Million. 2
Low Total economic impact is not likely to be greater than $100,000. 1 No Impact Virtually no significant economic impact. 0
C.4.5. Environmental Factor
An estimate of the environmental impact from a major hazard event requiring outside resources and support; and/or repair, clean-up, restoration, and/or preservation work. Table 35 outlines the environmental factors used in the risk assessment calculations for this Plan.

Table 35. Environmental Factor
Probability Description Impact
Factor
High
Environmental impact from a single major hazard event is likely to be significant, requiring extensive outside resources and support; and/or repair, clean-up, restoration, and/or preservation work. 3 Medium
Environmental impact from a single major hazard event is likely to be localized, requiring some outside resources and support; and/or repair, clean-up, restoration, or preservation work.
2 Low
Environmental impact from a single major hazard event is likely to be minimal, requiring little to no outside resources and support, and/or minimal repair, clean-up, restoration, or preservation work. 1 No Impact No environmental impacts from a single major hazard event are likely. 0
C.4.6. Essential Operations Factors
The essential operations factor is the impact on the ability of the jurisdiction to meet the essential day-today operational demands and needs of the community after a single major hazard event. Table 36 outlines the essential operations factors used in the risk assessment calculations for this Plan. 183
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Table 36. Essential Operations Factor
Probability Description Impact
Factor
High
Impact greater than 72 hours on the ability of the jurisdiction to meet the essential day-to-day operational demands and needs of the community from a single major hazard event.
3 Medium
Impact between 24 and 72 hours on the ability of the jurisdiction to meet the essential day-to-day operational demands and needs of the community from a single major hazard event.
2 Low
Impact less than 24 hours on the ability of the jurisdiction to meet the essential day-to-day operational demands and needs of the community from a single major hazard event.
1 No Impact
No impact on the ability of the jurisdiction to meet the essential dayto-day operational demands and needs of the community from a single major hazard event.
0 C.4.7. Future Development Factor
The future development factor is the potential that future development will have on increasing or decreasing the impact/consequence of the hazard. Table 37 outlines the future development factors used in the risk assessment calculations for this Plan.

Table 37. Future Development Factor
Probability Description Impact
Factor
High Future development trends will significantly increase the impact/consequence of this hazard. 3
Medium Future development trends will increase the impact/consequence of this hazard, but not significantly. 2
Low Future development trends will minimally increase
impact/consequence of this hazard. 1
No Impact
Future development trends will not increase the impact/consequence of the hazard, and/or may even decrease the impact/consequence of this hazard.
0 C.4.8. Climate Change Factor
The potential that climate change will increase the risk of the hazard (i.e., type, location, and range of anticipated intensities of the hazard and impacts). Table 38 outlines the climate change factors used in the risk assessment calculations for this Plan.

Table 38. Climate Change Factor
Probability Description Impact
Factor
High Climate Change trends will significantly increase the risk of this hazard and its impacts. 3
Medium Climate Change trends will increase the risk of this hazard and its impacts, but not significantly. 2
Low Climate Change trends will minimally increase the risk of this hazard and its impacts. 1
No Impact Climate change trends will not increase the risk of the hazard and its impacts. 0
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Each category was assigned a weighting factor to reflect its significance, consistent with those typically used for measuring the benefits of hazard mitigation actions – a weighting factor of three (3) was assigned for Population and Life Safety, and Underserved/Equity, and a weighting factor of two (2) was assigned for Property Damage. A weighting factor of one (1) was assigned for Economic, Environmental, Essential Operations, Future Development, and Climate Change.
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APPENDIX D. HAZARD RISK RANKING DETAILS
D.1. Probability of Occurrence
Hazard Event Probability of Occurrence Probability
Factor
Weighted
Factor
Climate Change Medium Significant hazard event is likely to occur within 25 years. 2 N/A Dam and Levee Failure Medium Significant hazard event is likely to occur within 25 years. 2 N/A Drought Medium Significant hazard event is likely to occur within 25 years. 2 N/A Earthquake Medium Significant hazard event is likely to occur within 25 years. 2 N/A Flood
(Riverine/Creek) Medium Significant hazard event is likely to occur within 25 years. 2 N/A Flood
(Urban/Flash Flood) Medium Significant hazard event is likely to occur within 25 years. 2 N/A Heat Wave/Extreme Heat
(Severe Weather) High Significant hazard event is likely to occur annually. 3 N/A Heavy Rainfall
(Severe Weather) High Significant hazard event is likely to occur annually. 3 N/A Landslide Low Significant hazard event is likely to occur within 100 years. 1 N/A Sea Level Rise Medium Significant hazard event is likely to occur within 25 years. 2 N/A Severe Thunderstorm
(Severe Weather) High Significant hazard event is likely to occur annually. 3 N/A Strong Winds/ Damaging Winds
(Severe Weather) High Significant hazard event is likely to occur annually. 3 N/A Tornado
(Severe Weather) Low Significant hazard event is likely to occur within 100 years. 1 N/A Tsunami Low Significant hazard event is likely to occur within 100 years. 1 N/A Wildfire Medium Significant hazard event is likely to occur within 25 years. 2 N/A Active Shooter Incidents Medium Significant hazard event is likely to occur within 25 years. 2 N/A Cybersecurity Threats Medium Significant hazard event is likely to occur within 25 years. 2 N/A Hazardous Materials Incidents Medium Significant hazard event is likely to occur within 25 years. 2 N/A 186
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Hazard Event Probability of Occurrence Probability
Factor
Weighted
Factor
Terrorism
(Weapons of Mass Destruction) Low Significant hazard event is likely to occur within 100 years. 1 N/A Utility Interruptions High Significant hazard event is likely to occur annually. 3 N/A D.2. Extent Factors
Hazard Event Extent Factor Extent Extent
Factor
Weighted
Factor
Climate Change
Extent/Intensity Medium
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a medium-intensity
incident.
2 6
Catastrophic Low Catastrophic hazard event is likely to occur at least once in 51 or more years. 1 3
Dam and Levee Failure
Extent/Intensity High
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a high-intensity
incident.
3 9
Catastrophic High Catastrophic hazard event is likely to occur at least once in 10 years. 3 9
Drought
Extent/Intensity High
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a high-intensity
incident.
3 9
Catastrophic High Catastrophic hazard event is likely to occur at least once in 10 years. 3 9
Earthquake
Extent/Intensity High
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a high-intensity
incident.
3 9
Catastrophic High Catastrophic hazard event is likely to occur at least once in 10 years. 3 9
Flood
(Riverine/Creek)
Extent/Intensity High
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a high-intensity
incident.
3 9
Catastrophic High Catastrophic hazard event is likely to occur at least once in 10 years. 3 9
Flood
(Urban/Flash Flood)
Extent/Intensity High
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a high-intensity
incident.
3 9
Catastrophic Medium Catastrophic hazard event is likely to occur at least once between 11 and 50 years. 2 6
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Hazard Event Extent Factor Extent Extent
Factor
Weighted
Factor
Heat Wave/Extreme Heat
(Severe Weather)
Extent/Intensity Medium
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a medium-intensity
incident.
2 6
Catastrophic Low Catastrophic hazard event is likely to occur at least once in 51 or more years.
1 3
Heavy Rainfall
(Severe Weather)
Extent/Intensity Medium
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a medium-intensity
incident.
2 6
Catastrophic Low Catastrophic hazard event is likely to occur at least once in 51 or more years. 1 3
Landslide
Extent/Intensity Low
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a low-intensity
incident.
1 3
Catastrophic Low Catastrophic hazard event is likely to occur at least once in 51 or more years. 1 3
Sea Level Rise
Extent/Intensity Medium
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a medium-intensity
incident.
2 6
Catastrophic Medium Catastrophic hazard event is likely to occur at least once between 11 and 50 years. 2 6
Severe Thunderstorm
(Severe Weather)
Extent/Intensity Low
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a low-intensity
incident.
1 3
Catastrophic Low Catastrophic hazard event is likely to occur at least once in 51 or more years. 1 3
Strong Winds/ Damaging Winds
(Severe Weather)
Extent/Intensity Medium
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a medium-intensity
incident.
2 6
Catastrophic Low Catastrophic hazard event is likely to occur at least once in 51 or more years. 1 3
Tornado
(Severe Weather)
Extent/Intensity Low
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a low-intensity
incident.
1 3
Catastrophic Low Catastrophic hazard event is likely to occur at least once in 51 or more years. 1 3
Tsunami
Extent/Intensity Low
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a low-intensity
incident.
1 3
Catastrophic Low Catastrophic hazard event is likely to occur at least once in 51 or more years. 1 3
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Hazard Event Extent Factor Extent Extent
Factor
Weighted
Factor
Wildfire
Extent/Intensity High
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a high-intensity
incident.
3 9
Catastrophic Medium Catastrophic hazard event is likely to occur at least once between 11 and 50 years.
2 6
Active Shooter Incidents
Extent/Intensity Medium
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a medium-intensity
incident.
2 6
Catastrophic Low Catastrophic hazard event is likely to occur at least once in 51 or more years. 1 3
Cybersecurity Threats
Extent/Intensity Medium
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a medium-intensity
incident.
2 6
Catastrophic Medium Catastrophic hazard event is likely to occur at least once between 11 and 50 years. 2 6
Hazardous Materials Incidents
Extent/Intensity High
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a high-intensity
incident.
3 9
Catastrophic Medium Catastrophic hazard event is likely to occur at least once between 11 and 50 years. 2 6
Terrorism
(Weapons of Mass Destruction)
Extent/Intensity High
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a high-intensity
incident.
3 9
Catastrophic High Catastrophic hazard event is likely to occur at least once in 10 years. 3 9
Utility Interruptions
Extent/Intensity Medium
Historical and/or probabilistic models/studies for this hazard indicate the possibility of a medium-intensity
incident.
2 6
Catastrophic Low Catastrophic hazard event is likely to occur at least once in 51 or more years. 1 3
D.3. Vulnerability Factors
Hazard Event Vulnerability Factor Vulnerability Vulnerability Factor
Weighted
Factor
Climate Change
Population Exposure High 30% or more of the population (including underserved population) is exposed to the hazard. 3 9
Property Exposure Low 9% or less of the total assessed property value is exposed to the hazard. 1 2
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Hazard Event Vulnerability Factor Vulnerability Vulnerability Factor
Weighted
Factor
Changes in
Development Low
Changes in development have minimally increased
the vulnerability of the community to the hazard by
4% or less.
1 1
Dam and Levee Failure
Population Exposure Medium 15% to 29% of the population (including underserved population) is exposed to the hazard. 2 6
Property Exposure Medium 10% to 24% of the total assessed property value is exposed to the hazard. 2 4
Changes in
Development Low
Changes in development have minimally increased
the vulnerability of the community to the hazard by
4% or less.
1 1
Drought
Population Exposure High 30% or more of the population (including underserved population) is exposed to the hazard. 3 9
Property Exposure Low 9% or less of the total assessed property value is exposed to the hazard. 1 2
Changes in
Development Low
Changes in development have minimally increased
the vulnerability of the community to the hazard by
4% or less.
1 1
Earthquake
Population Exposure High 30% or more of the population (including underserved population) is exposed to the hazard. 3 9
Property Exposure High 25% of the total assessed property is exposed to the hazard. 3 6
Changes in
Development Medium
The changes in development have increased the
vulnerability of the community to the hazard
between 5% and 9%.
2 2
Flood
(Riverine/Creek)
Population Exposure Medium 15% to 29% of the population (including underserved population) is exposed to the hazard. 2 6
Property Exposure Medium 10% to 24% of the total assessed property value is exposed to the hazard. 2 4
Changes in
Development Medium
The changes in development have increased the
vulnerability of the community to the hazard
between 5% and 9%.
2 2
Flood
(Urban/Flash Flood)
Population Exposure Medium 15% to 29% of the population (including underserved population) is exposed to the hazard. 2 6
Property Exposure Medium 10% to 24% of the total assessed property value is exposed to the hazard. 2 4
Changes in
Development Medium
The changes in development have increased the
vulnerability of the community to the hazard
between 5% and 9%.
2 2
Heat Wave/Extreme Heat
(Severe Weather) Population Exposure High 30% or more of the population (including underserved population) is exposed to the hazard. 3 9
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Hazard Event Vulnerability Factor Vulnerability Vulnerability Factor
Weighted
Factor
Property Exposure No Vulnerability None of the total assessed property value is exposed to the hazard. 0 0
Changes in
Development Low
Changes in development have minimally increased
the vulnerability of the community to the hazard by
4% or less.
1 1
Heavy Rainfall
(Severe Weather)
Population Exposure High 30% or more of the population (including underserved population) is exposed to the hazard. 3 9
Property Exposure Medium 10 to 14% of the total assessed property is exposed to the hazard. 2 4
Changes in
Development Low
Changes in development have minimally increased
the vulnerability of the community to the hazard by
4% or less.
1 1
Landslide
Population Exposure Low 14% or less of the population (including underserved population) is exposed to the hazard. 1 3
Property Exposure Low 9% or less of the total assessed property value is exposed to the hazard. 1 2
Changes in
Development Low
Changes in development have minimally increased
the vulnerability of the community to the hazard by
4% or less.
1 1
Sea Level Rise
Population Exposure Low 14% or less of the population (including underserved population) is exposed to the hazard. 1 3
Property Exposure Low 9% or less of the total assessed property value is exposed to the hazard. 1 2
Changes in
Development Low
Changes in development have minimally increased
the vulnerability of the community to the hazard by
4% or less.
1 1
Severe Thunderstorm
(Severe Weather)
Population Exposure High 30% or more of the population (including underserved population) is exposed to the hazard. 3 9
Property Exposure High 25% of the total assessed property is exposed to the hazard. 3 6
Changes in
Development Low
Changes in development have minimally increased
the vulnerability of the community to the hazard by
4% or less.
1 1
Strong Winds/ Damaging Winds
(Severe Weather)
Population Exposure Medium 15% to 29% of the population (including underserved population) is exposed to the hazard. 2 6
Property Exposure Medium 10% to 24% of the total assessed property value is exposed to the hazard. 2 4
Changes in
Development Low
Changes in development have minimally increased
the vulnerability of the community to the hazard by
4% or less.
1 1
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Hazard Event Vulnerability Factor Vulnerability Vulnerability Factor
Weighted
Factor
Tornado
(Severe Weather)
Population Exposure Low 15% to 29% of the population (including underserved population) is exposed to the hazard. 1 3
Property Exposure Low 10% to 24% of the total assessed property value is exposed to the hazard. 1 2
Changes in
Development Low
Changes in development have minimally increased
the vulnerability of the community to the hazard by
4% or less.
1 1
Tsunami
Population Exposure Low 15% to 29% of the population (including underserved population) is exposed to the hazard. 1 3
Property Exposure Low 10% to 24% of the total assessed property value is exposed to the hazard. 1 2
Changes in
Development No Vulnerability
Changes in development had no effect and/or have
decreased the vulnerability/exposure of the
community to the hazard.
0 0
Wildfire
Population Exposure Medium 15% to 29% of the population (including underserved population) is exposed to the hazard. 2 6
Property Exposure Medium 10% to 24% of the total assessed property value is exposed to the hazard. 2 4
Changes in
Development Low
Changes in development have minimally increased
the vulnerability of the community to the hazard by
4% or less.
1 1
Active Shooter Incidents
Population Exposure Low 14% or less of the population (including underserved population) is exposed to the hazard. 1 3
Property Exposure Low 9% or less of the total assessed property value is exposed to the hazard. 1 2
Changes in
Development No Vulnerability
Changes in development had no effect and/or
decreased the vulnerability of the community to the
hazard.
0 0
Cybersecurity Threats
Population Exposure Medium 15% to 29% of the population (including underserved population) is exposed to the hazard. 2 6
Property Exposure No Vulnerability None of the total assessed property value is exposed to the hazard. 0 0
Changes in
Development Low
Changes in development have minimally increased
the vulnerability of the community to the hazard by
4% or less.
1 1
Hazardous Materials Incidents
Population Exposure Medium 15% to 29% of the population (including underserved population) is exposed to the hazard. 2 6
Property Exposure Medium 10% to 24% of the total assessed property value is exposed to the hazard. 2 4
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Hazard Event Vulnerability Factor Vulnerability Vulnerability Factor
Weighted
Factor
Changes in
Development Low
Changes in development have minimally increased
the vulnerability of the community to the hazard by
4% or less.
1 1
Terrorism
(Weapons of Mass Destruction)
Population Exposure Medium 15% to 29% of the population (including underserved population) is exposed to the hazard. 2 6
Property Exposure Medium 10% to 24% of the total assessed property value is exposed to the hazard. 2 4
Changes in
Development Low
Changes in development have minimally increased
the vulnerability of the community to the hazard by
4% or less.
1 1
Utility Interruptions
Population Exposure Medium 15% to 29% of the population (including underserved population) is exposed to the hazard. 2 6
Property Exposure No Vulnerability None of the total assessed property value is exposed to the hazard. 0 0
Changes in
Development Low
Changes in development have minimally increased
the vulnerability of the community to the hazard by
4% or less.
1 1
D.4. Impact Factors
Hazard Event Impact Factor Impact Impact
Factor
Weighted
Factor
Climate Change
Population and Life
Safety Low
Populations exposed to this hazard are likely to
experience minimal adverse impacts, such as ambulatory
injuries.
1 3
Underserved/Equity Low
Underserved populations exposed to the hazard are likely to experience minimal adverse/disproportionate impacts, such as ambulatory injuries.
1 3
Property Damage Low
Less than $500,000 in property damages is expected
from a single major hazard event or less than 5% of the property value within the jurisdiction.
1 2
Economic Low Total economic impact is not likely to be greater than $100,000. 1 1
Environmental Low
Environmental impact from a single major hazard event is likely to be minimal, requiring little to no outside resources and support, and/or minimal repair, clean-up, restoration, or preservation work.
1 1
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Hazard Event Impact Factor Impact Impact
Factor
Weighted
Factor
Essential Operations Low
Impact less than 24 hours on the ability of the jurisdiction to meet the essential day-to-day operational demands
and needs of the community from a single major hazard
event.
1 1
Future Development Low Future development trends will minimally increase impact/consequence of this hazard. 1 1
Climate Change High Climate Change trends will significantly increase the risk of this hazard and its impacts. 3 3
Dam and Levee Failure
Population and Life
Safety Medium
Populations exposed to this hazard are likely to
experience some adverse impacts, such as injuries
requiring acute medical care.
2 6
Underserved/Equity Medium
Underserved populations exposed to the hazard are likely to experience some adverse/disproportionate impacts,
such as injuries requiring acute medical care.
2 6
Property Damage High
More than $5 Million in property damages is expected
from a single major hazard event, or damages are
expected to occur to 15% or more of the property value
within the jurisdiction.
3 6
Economic Medium Total economic impact is likely to be greater than $500,000, but less than or equal to $10 Million. 2 2
Environmental Medium
Environmental impact from a single major hazard event is likely to be localized, requiring some outside resources and support; and/or repair, clean-up, restoration, or
preservation work.
2 2
Essential Operations High
Impact greater than 72 hours on the ability of the
jurisdiction to meet the essential day-to-day operational demands and needs of the community from a single major
hazard event.
3 3
Future Development Medium Future development trends will increase the impact/consequence of this hazard, but not significantly. 2 2 Climate Change Medium Climate Change trends will increase the risk of this hazard and its impacts, but not significantly. 2 2
Drought
Population and Life
Safety Low
Populations exposed to this hazard are likely to
experience minimal adverse impacts, such as ambulatory
injuries.
1 3
Underserved/Equity Medium
Underserved populations exposed to the hazard are likely to experience some adverse/disproportionate impacts,
such as injuries requiring acute medical care.
2 6
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Hazard Event Impact Factor Impact Impact
Factor
Weighted
Factor
Property Damage Low
Less than $500,000 in property damages is expected
from a single major hazard event or less than 5% of the property value within the jurisdiction.
1 2
Economic Medium Total economic impact is likely to be greater than $500,000, but less than or equal to $10 Million. 2 2
Environmental Low
Environmental impact from a single major hazard event is likely to be minimal, requiring little to no outside resources and support, and/or minimal repair, clean-up, restoration, or preservation work.
1 1
Essential Operations Low
Impact less than 24 hours on the ability of the jurisdiction to meet the essential day-to-day operational demands
and needs of the community from a single major hazard
event.
1 1
Future Development Medium Future development trends will increase the impact/consequence of this hazard, but not significantly. 2 2 Climate Change High Climate Change trends will significantly increase the risk of this hazard and its impacts. 3 3
Earthquake
Population and Life
Safety High
Populations exposed to this hazard are likely to
experience significant adverse impacts, such as fatalities and severe injuries.
3 9
Underserved/Equity High
Underserved populations exposed to the hazard are likely to experience significant adverse/disproportionate
impacts, such as fatalities and severe injuries.
3 9
Property Damage High
More than $5 Million in property damages is expected
from a single major hazard event, or damages are
expected to occur to 15% or more of the property value
within the jurisdiction.
3 6
Economic High Where the total economic impact is likely to be greater than $10 Million. 3 3
Environmental High
Environmental impact from a single major hazard event is likely to be significant, requiring extensive outside
resources and support; and/or repair, clean-up,
restoration, and/or preservation work.
3 3
Essential Operations High
Impact greater than 72 hours on the ability of the
jurisdiction to meet the essential day-to-day operational demands and needs of the community from a single major
hazard event.
3 3
Future Development High Future development trends will significantly increase the impact/consequence of this hazard. 3 3
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Hazard Event Impact Factor Impact Impact
Factor
Weighted
Factor
Climate Change No Impact Climate change trends will not increase the risk of the hazard and its impacts. 0 0
Flood
(Riverine/Creek)
Population and Life
Safety Medium
Populations exposed to this hazard are likely to
experience some adverse impacts, such as injuries
requiring acute medical care.
2 6
Underserved/Equity Medium
Underserved populations exposed to the hazard are likely to experience some adverse/disproportionate impacts,
such as injuries requiring acute medical care.
2 6
Property Damage High
More than $5 Million in property damages is expected
from a single major hazard event, or damages are
expected to occur to 15% or more of the property value
within the jurisdiction.
3 6
Economic Medium Total economic impact is likely to be greater than $500,000, but less than or equal to $10 Million. 2 2
Environmental Medium
Environmental impact from a single major hazard event is likely to be localized, requiring some outside resources and support; and/or repair, clean-up, restoration, or
preservation work.
2 2
Essential Operations Medium
Impact between 24 and 72 hours on the ability of the
jurisdiction to meet the essential day-to-day operational demands and needs of the community from a single major
hazard event.
2 2
Future Development Medium Future development trends will increase the impact/consequence of this hazard, but not significantly. 2 2 Climate Change High Climate Change trends will significantly increase the risk of this hazard and its impacts. 3 3
Flood
(Urban/Flash Flood)
Population and Life
Safety Medium
Populations exposed to this hazard are likely to
experience some adverse impacts, such as injuries
requiring acute medical care.
2 6
Underserved/Equity Medium
Underserved populations exposed to the hazard are likely to experience some adverse/disproportionate impacts,
such as injuries requiring acute medical care.
2 6
Property Damage High
More than $5 Million in property damages is expected
from a single major hazard event, or damages are
expected to occur to 15% or more of the property value
within the jurisdiction.
3 6
Economic Medium Total economic impact is likely to be greater than $500,000, but less than or equal to $10 Million. 2 2
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Hazard Event Impact Factor Impact Impact
Factor
Weighted
Factor
Environmental Medium
Environmental impact from a single major hazard event is likely to be localized, requiring some outside resources and support; and/or repair, clean-up, restoration, or
preservation work.
2 2
Essential Operations Medium
Impact between 24 and 72 hours on the ability of the
jurisdiction to meet the essential day-to-day operational demands and needs of the community from a single major
hazard event.
2 2
Future Development Medium Future development trends will increase the impact/consequence of this hazard, but not significantly. 2 2 Climate Change High Climate Change trends will significantly increase the risk of this hazard and its impacts. 3 3
Heat Wave/Extreme Heat
(Severe Weather)
Population and Life
Safety Low
Populations exposed to this hazard are likely to
experience minimal adverse impacts, such as ambulatory
injuries.
1 3
Underserved/Equity Medium
Underserved populations exposed to the hazard are likely to experience some adverse/disproportionate impacts,
such as injuries requiring acute medical care.
2 6
Property Damage No Impact Little to no property damage is expected from a single major hazard event. 0 0
Economic Low Total economic impact is not likely to be greater than $100,000. 1 1
Environmental No Impact No environmental impacts from a single major hazard event are likely. 0 0
Essential Operations Low
Impact less than 24 hours on the ability of the jurisdiction to meet the essential day-to-day operational demands
and needs of the community from a single major hazard
event.
1 1
Future Development Low Future development trends will minimally increase impact/consequence of this hazard. 1 1
Climate Change High Climate Change trends will significantly increase the risk of this hazard and its impacts. 3 3
Heavy Rainfall
(Severe Weather)
Population and Life
Safety Low
Populations exposed to this hazard are likely to
experience minimal adverse impacts, such as ambulatory
injuries.
1 3
Underserved/Equity Low
Underserved populations exposed to the hazard are likely to experience minimal adverse/disproportionate impacts, such as ambulatory injuries.
1 3
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Hazard Event Impact Factor Impact Impact
Factor
Weighted
Factor
Property Damage Low
Less than $500,000 in property damages is expected
from a single major hazard event or less than 5% of the property value within the jurisdiction.
1 2
Economic Low Total economic impact is not likely to be greater than $100,000. 1 1
Environmental Low
Environmental impact from a single major hazard event is likely to be minimal, requiring little to no outside resources and support, and/or minimal repair, clean-up, restoration, or preservation work.
1 1
Essential Operations Low
Impact less than 24 hours on the ability of the jurisdiction to meet the essential day-to-day operational demands
and needs of the community from a single major hazard
event.
1 1
Future Development Low Future development trends will minimally increase impact/consequence of this hazard. 1 1
Climate Change High Climate Change trends will significantly increase the risk of this hazard and its impacts. 3 3
Landslide
Population and Life
Safety Medium
Populations exposed to this hazard are likely to
experience some adverse impacts, such as injuries
requiring acute medical care.
2 6
Underserved/Equity Medium
Underserved populations exposed to the hazard are likely to experience some adverse/disproportionate impacts,
such as injuries requiring acute medical care.
2 6
Property Damage Low
Less than $500,000 in property damages is expected
from a single major hazard event or less than 5% of the property value within the jurisdiction.
1 2
Economic Low Total economic impact is not likely to be greater than $100,000. 1 1
Environmental Medium
Environmental impact from a single major hazard event is likely to be localized, requiring some outside resources and support; and/or repair, clean-up, restoration, or
preservation work.
2 2
Essential Operations Low
Impact less than 24 hours on the ability of the jurisdiction to meet the essential day-to-day operational demands
and needs of the community from a single major hazard
event.
1 1
Future Development Low Future development trends will minimally increase impact/consequence of this hazard. 1 1
Climate Change Medium Climate Change trends will increase the risk of this hazard and its impacts, but not significantly. 2 2
198
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Oakley Annex 89
Hazard Event Impact Factor Impact Impact
Factor
Weighted
Factor
Sea Level Rise
Population and Life
Safety Low
Populations exposed to this hazard are likely to
experience minimal adverse impacts, such as ambulatory
injuries.
1 3
Underserved/Equity Low
Underserved populations exposed to the hazard are likely to experience minimal adverse/disproportionate impacts, such as ambulatory injuries.
1 3
Property Damage Medium
More than $500,000 but less than $5 Million in property damages is expected from a single major hazard event, or damages are expected to occur to more than 5% but less
than 15% of the property value within the jurisdiction. 2 4
Economic Medium Total economic impact is likely to be greater than $500,000, but less than or equal to $10 Million. 2 2
Environmental Low
Environmental impact from a single major hazard event is likely to be minimal, requiring little to no outside resources and support, and/or minimal repair, clean-up, restoration, or preservation work.
1 1
Essential Operations Low
Impact less than 24 hours on the ability of the jurisdiction to meet the essential day-to-day operational demands
and needs of the community from a single major hazard
event.
1 1
Future Development Medium Future development trends will increase the impact/consequence of this hazard, but not significantly. 2 2 Climate Change High Climate Change trends will significantly increase the risk of this hazard and its impacts. 3 3
Severe Thunderstorm
(Severe Weather)
Population and Life
Safety Low
Populations exposed to this hazard are likely to
experience minimal adverse impacts, such as ambulatory
injuries.
1 3
Underserved/Equity Low
Underserved populations exposed to the hazard are likely to experience minimal adverse/disproportionate impacts, such as ambulatory injuries.
1 3
Property Damage Low
Less than $500,000 in property damages is expected
from a single major hazard event or less than 5% of the property value within the jurisdiction.
1 2
Economic Low Total economic impact is not likely to be greater than $100,000. 1 1
Environmental Low
Environmental impact from a single major hazard event is likely to be minimal, requiring little to no outside resources and support, and/or minimal repair, clean-up, restoration, or preservation work.
1 1
199
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Oakley Annex 90
Hazard Event Impact Factor Impact Impact
Factor
Weighted
Factor
Essential Operations Low
Impact less than 24 hours on the ability of the jurisdiction to meet the essential day-to-day operational demands
and needs of the community from a single major hazard
event.
1 1
Future Development Low Future development trends will minimally increase impact/consequence of this hazard. 1 1
Climate Change Medium Climate Change trends will increase the risk of this hazard and its impacts, but not significantly. 2 2
Strong Winds/ Damaging Winds
(Severe Weather)
Population and Life
Safety Low
Populations exposed to this hazard are likely to
experience minimal adverse impacts, such as ambulatory
injuries.
1 3
Underserved/Equity Low
Underserved populations exposed to the hazard are likely to experience minimal adverse/disproportionate impacts, such as ambulatory injuries.
1 3
Property Damage Medium
More than $500,000 but less than $5 Million in property damages is expected from a single major hazard event, or damages are expected to occur to more than 5% but less
than 15% of the property value within the jurisdiction. 2 4
Economic Low Total economic impact is not likely to be greater than $100,000. 1 1
Environmental Low
Environmental impact from a single major hazard event is likely to be minimal, requiring little to no outside resources and support, and/or minimal repair, clean-up, restoration, or preservation work.
1 1
Essential Operations Low
Impact less than 24 hours on the ability of the jurisdiction to meet the essential day-to-day operational demands
and needs of the community from a single major hazard
event.
1 1
Future Development Low Future development trends will minimally increase impact/consequence of this hazard. 1 1
Climate Change Medium Climate Change trends will increase the risk of this hazard and its impacts, but not significantly. 2 2
Tornado
(Severe Weather)
Population and Life
Safety Low
Populations exposed to this hazard are likely to
experience minimal adverse impacts, such as ambulatory
injuries.
1 3
Underserved/Equity Low
Underserved populations exposed to the hazard are likely to experience minimal adverse/disproportionate impacts, such as ambulatory injuries.
1 3
200
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Oakley Annex 91
Hazard Event Impact Factor Impact Impact
Factor
Weighted
Factor
Property Damage Low
Less than $500,000 in property damages is expected
from a single major hazard event or less than 5% of the property value within the jurisdiction.
1 2
Economic Low Total economic impact is not likely to be greater than $100,000. 1 1
Environmental Low
Environmental impact from a single major hazard event is likely to be minimal, requiring little to no outside resources and support, and/or minimal repair, clean-up, restoration, or preservation work.
1 1
Essential Operations Low
Impact less than 24 hours on the ability of the jurisdiction to meet the essential day-to-day operational demands
and needs of the community from a single major hazard
event.
1 1
Future Development Low Future development trends will minimally increase impact/consequence of this hazard. 1 1
Climate Change Medium Climate Change trends will increase the risk of this hazard and its impacts, but not significantly. 2 2
Tsunami
Population and Life
Safety Low
Populations exposed to this hazard are likely to
experience minimal adverse impacts, such as ambulatory
injuries.
1 3
Underserved/Equity Low
Underserved populations exposed to the hazard are likely to experience minimal adverse/disproportionate impacts, such as ambulatory injuries.
1 3
Property Damage Low
Less than $500,000 in property damages is expected
from a single major hazard event or less than 5% of the property value within the jurisdiction.
1 2
Economic Low Total economic impact is not likely to be greater than $100,000. 1 1
Environmental Low
Environmental impact from a single major hazard event is likely to be minimal, requiring little to no outside resources and support, and/or minimal repair, clean-up, restoration, or preservation work.
1 1
Essential Operations Low
Impact less than 24 hours on the ability of the jurisdiction to meet the essential day-to-day operational demands
and needs of the community from a single major hazard
event.
1 1
Future Development Low Future development trends will minimally increase impact/consequence of this hazard. 1 1
Climate Change Low Climate Change trends will minimally increase the risk of this hazard and its impacts. 1 1
201
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Oakley Annex 92
Hazard Event Impact Factor Impact Impact
Factor
Weighted
Factor
Wildfire
Population and Life
Safety Medium
Populations exposed to this hazard are likely to
experience some adverse impacts, such as injuries
requiring acute medical care.
2 6
Underserved/Equity Medium
Underserved populations exposed to the hazard are likely to experience some adverse/disproportionate impacts,
such as injuries requiring acute medical care.
2 6
Property Damage Medium
More than $500,000 but less than $5 Million in property damages is expected from a single major hazard event, or damages are expected to occur to more than 5% but less
than 15% of the property value within the jurisdiction. 2 4
Economic Medium Total economic impact is likely to be greater than $500,000, but less than or equal to $10 Million. 2 2
Environmental Medium
Environmental impact from a single major hazard event is likely to be localized, requiring some outside resources and support; and/or repair, clean-up, restoration, or
preservation work.
2 2
Essential Operations Medium
Impact between 24 and 72 hours on the ability of the
jurisdiction to meet the essential day-to-day operational demands and needs of the community from a single major
hazard event.
2 2
Future Development Medium Future development trends will increase the impact/consequence of this hazard, but not significantly. 2 2 Climate Change High Climate Change trends will significantly increase the risk of this hazard and its impacts. 3 3
Active Shooter Incidents
Population and Life
Safety Medium
Populations exposed to this hazard are likely to
experience some adverse impacts, such as injuries
requiring acute medical care.
2 6
Underserved/Equity Low
Underserved populations exposed to the hazard are likely to experience minimal adverse/disproportionate impacts, such as ambulatory injuries.
1 3
Property Damage Low
Less than $500,000 in property damages is expected
from a single major hazard event or less than 5% of the property value within the jurisdiction.
1 2
Economic Low Total economic impact is not likely to be greater than $100,000. 1 1
Environmental No Impact No environmental impacts from a single major hazard event are likely. 0 0
202
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Oakley Annex 93
Hazard Event Impact Factor Impact Impact
Factor
Weighted
Factor
Essential Operations Medium
Impact between 24 and 72 hours on the ability of the
jurisdiction to meet the essential day-to-day operational demands and needs of the community from a single major
hazard event.
2 2
Future Development Low Future development trends will minimally increase impact/consequence of this hazard. 1 1
Climate Change No Impact Climate change trends will not increase the risk of the hazard and its impacts. 0 0
Cybersecurity Threats
Population and Life
Safety Low
Populations exposed to this hazard are likely to
experience minimal adverse impacts, such as ambulatory
injuries.
1 3
Underserved/Equity Low
Underserved populations exposed to the hazard are likely to experience minimal adverse/disproportionate impacts, such as ambulatory injuries.
1 3
Property Damage Low
Less than $500,000 in property damages is expected
from a single major hazard event or less than 5% of the property value within the jurisdiction.
1 2
Economic Medium Total economic impact is likely to be greater than $500,000, but less than or equal to $10 Million. 2 2
Environmental No Impact No environmental impacts from a single major hazard event are likely. 0 0
Essential Operations Medium
Impact between 24 and 72 hours on the ability of the
jurisdiction to meet the essential day-to-day operational demands and needs of the community from a single major
hazard event.
2 2
Future Development Low Future development trends will minimally increase impact/consequence of this hazard. 1 1
Climate Change No Impact Climate change trends will not increase the risk of the hazard and its impacts. 0 0
Hazardous Materials Incidents
Population and Life
Safety Low
Populations exposed to this hazard are likely to
experience minimal adverse impacts, such as ambulatory
injuries.
1 3
Underserved/Equity Low
Underserved populations exposed to the hazard are likely to experience minimal adverse/disproportionate impacts, such as ambulatory injuries.
1 3
Property Damage Low
Less than $500,000 in property damages is expected
from a single major hazard event or less than 5% of the property value within the jurisdiction.
1 2
Economic Medium Total economic impact is likely to be greater than $500,000, but less than or equal to $10 Million. 2 2
203
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Oakley Annex 94
Hazard Event Impact Factor Impact Impact
Factor
Weighted
Factor
Environmental No Impact No environmental impacts from a single major hazard event are likely. 0 0
Essential Operations Medium
Impact between 24 and 72 hours on the ability of the
jurisdiction to meet the essential day-to-day operational demands and needs of the community from a single major
hazard event.
2 2
Future Development Low Future development trends will minimally increase impact/consequence of this hazard. 1 1
Climate Change No Impact Climate change trends will not increase the risk of the hazard and its impacts. 0 0
Terrorism
(Weapons of Mass Destruction)
Population and Life
Safety High
Populations exposed to this hazard are likely to
experience significant adverse impacts, such as fatalities and severe injuries.
3 9
Underserved/Equity Low
Underserved populations exposed to the hazard are likely to experience minimal adverse/disproportionate impacts, such as ambulatory injuries.
1 3
Property Damage High
More than $5 Million in property damages is expected
from a single major hazard event, or damages are
expected to occur to 15% or more of the property value
within the jurisdiction.
3 6
Economic High Where the total economic impact is likely to be greater than $10 Million. 3 3
Environmental Medium
Environmental impact from a single major hazard event is likely to be localized, requiring some outside resources and support; and/or repair, clean-up, restoration, or
preservation work.
2 2
Essential Operations High
Impact greater than 72 hours on the ability of the
jurisdiction to meet the essential day-to-day operational demands and needs of the community from a single major
hazard event.
3 3
Future Development Low Future development trends will minimally increase impact/consequence of this hazard. 1 1
Climate Change No Impact Climate change trends will not increase the risk of the hazard and its impacts. 0 0
Utility Interruptions
Population and Life
Safety Medium
Populations exposed to this hazard are likely to
experience some adverse impacts, such as injuries
requiring acute medical care.
2 6
Underserved/Equity Medium
Underserved populations exposed to the hazard are likely to experience some adverse/disproportionate impacts,
such as injuries requiring acute medical care.
2 6
204
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Oakley Annex 95
Hazard Event Impact Factor Impact Impact
Factor
Weighted
Factor
Property Damage No Impact Little to no property damage is expected from a single major hazard event. 0 0
Economic Medium Total economic impact is likely to be greater than $500,000, but less than or equal to $10 Million. 2 2
Environmental No Impact No environmental impacts from a single major hazard event are likely. 0 0
Essential Operations Medium
Impact between 24 and 72 hours on the ability of the
jurisdiction to meet the essential day-to-day operational demands and needs of the community from a single major
hazard event.
2 2
Future Development No Impact
Future development trends will not increase the
impact/consequence of the hazard, and/or may even
decrease the impact/consequence of this hazard.
0 0
Climate Change Medium Climate Change trends will increase the risk of this hazard and its impacts, but not significantly. 2 2
205
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Oakley Annex 96
APPENDIX E. PLAN ADOPTION
[Placeholder for adoption documentation after State and FEMA Approval] 206

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: February 11, 2025
TO: Joshua McMurray, City Manager
FROM: Jeri Tejeda, Administrative Service Director
SUBJECT: City of Oakley as Successor Agency to the Oakley Redevelopment Agency – Quarterly Investment Report (2nd Quarter FY 24/25) Background and Analysis
California law and the City’s Investment Policy require the Agency’s fiscal officer to submit a quarterly investment report to the Agency’s governing board. The report should contain information on all securities held and include a statement denoting the ability of the local agency to meet its expenditure requirements for the next six months.

Fiscal Impact
The Investment Report for the Period Ending December 31, 2024, attached shows a balance of $25,574.23 in cash for operations before the City receives the next distribution from the Department of Finance requested with the ROPS. To increase annual cash flow savings of refunding bonds, cash reserves were applied to bond insurance with Build America Mutual (BAM). The Reserve Requirements are satisfied in face amounts of $571,000.00 for 2015 Bonds and $1,827,318.76 for 2018 Bonds.

The Agency is in compliance with the City’s annually adopted investment policy. The tax revenues distributed to the Agency is sufficient to make the Agency’s enforceable obligation payments as approved by the Department of Finance.

Staff Recommendation
Staff recommends the City Council, as the Board of the Successor Agency, accept the investment report for the 2nd Quarter of Fiscal Year 24/25.

Attachments

1. City of Oakley as Successor Agency to the Redevelopment Agency Investment Report for the quarter ended December 31, 2024.

Approved and
Forwarded to the
City Council
207
.

Type* Name of Institution Rate Maturity*** Cost Amount Market Value Investments in Wells Fargo Bank Account
Successor Agency Checking 0.740% N/A $ 25,574.23 $ 25,574.23 Total Investments Other than Bond Proceeds 25,574.23 25,574.23 Investments with US Bank Trust (bond proceeds): **
20015 A&B Tax Allocation Refunding Bonds - -
2018 Tax Allocation Refunding Bonds - -
Total Investments of Bond Proceeds - -
Total Agency Investments $ 25,574.23 $ 25,574.23
* Type of investment as described in Authorized Investments section of the City's adopted Investment Policy

1. U.S Government Securities 5. Bankers Acceptance 9. Money market funds

2. U.S. Government Agency Securities 6. Commercial Paper 10. Repurchase agreements

3. Local Agency Investment Fund 7. Medium term notes 11. CalTRUST Short Term Account

4. Certificates of Deposit 8. Mutual funds 12. Overnight Sweep ** Investment of bond proceeds is governed by each bond's Trust Agreement. Reserve Requirements are satisfied by BAM surety policy in face amounts equal to $571,000 for 2015 Bonds and $1,827,318.76 for 2018 Bonds. *** All Successor Agency accounts have same day or next day liquidity Approved by Jeri Tejeda Date
Adminstrative Services Director
City of Oakley as Successor Agency to the
Oakley Redevelopment Agency
Quarterly Investment Report
For the Quarter Ended December 31, 2024
The City of Oakley, as Successor Agency to the Oakley Redevelopment Agency, is in compliance with the City’s annually adopted investment policy.
01/31/25
208

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: February 11, 2025
TO: Joshua McMurray, City Manager
FROM: Jeri Tejeda, Administrative Service Director
SUBJECT: City of Oakley Quarterly Investment Report (2nd Quarter FY 24/25) Background and Analysis
California law and the City’s Investment Policy require the City’s fiscal officer to submit a quarterly investment report to the City Council at the end of each quarter. The report should contain information on all securities held and include a statement denoting the ability of the local agency to meet its expenditure requirements for the next six months.

Consistency with the Oakley Strategic Plan 27+
This agenda item is consistent with the Strategic Plan 27+ goal for the City of Oakley to 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.

Fiscal Impact
City resources are organized and accounted for on a fund basis with some of those funds being restricted for specified uses and others that are unrestricted. For investment purposes, however, the funds are invested as a pool. The Investment Report for the Period Ending December 31, 2024, attached shows a combined pool balance of $113,598,823.75. In the first quarter, the pool accrued interest earnings totaling $518,305.26, an increase from $500,750.41 at the close of the previous quarter. This interest reflects the favorable rates currently available on secure investments, including LAIF’s short-term investments and diversified investments made through PFM, with terms extending up to five years.

Our investments continue to yield interest at the purchase cost rate, averaging 2.94% for the quarter ended December 31, 2024, as detailed in the PFM investment report.

The City is in compliance with the adopted investment policy and able to meet its expenditure requirements for the next six months.

Staff Recommendation
Staff recommends the City Council accept the investment report for the 2nd Quarter of Fiscal Year 2024-2025.

Approved and
Forwarded to the
City Council
209

STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US Attachments

1. City of Oakley Investment Report for the quarter ended December 31, 2024

2. FY 2025 City Investment Worksheet
210
Investment Performance Review
For the Quarter Ended December 31, 2024
Client Management Team PFM Asset Management A division of U.S. Bancorp Asset Management, Inc Allison Kaune, Senior Analyst
Rachael Miller, Client Consultant
213 Market Street
Harrisburg, PA 17101-2141
717-232-2723
1 California Street Ste. 1000
San Francisco, CA 94111-5411
415-393-7270
NOT FDIC INSURED : NO BANK GUARANTEE : MAY LOSE VALUE
For Institutional Investor or Investment Professional Use Only - This material is not for inspection by, distribution to, or quotation to the general public City of Oakley
211
Market Summary
PFM Asset Management | pfmam.com
1 212
For the Quarter Ended December 31, 2024
QUARTERLY MARKET SUMMARY Fixed Income Management
Summary
► The fourth quarter of 2024 was characterized by an increase in yields and volatility as investors digested the potential impact of the new administration’s policy proposals. Areas of focus include taxes, tariffs, immigration, and deregulation, which the market generally expects could result in more growth, larger budget deficits and higher inflation.
► The labor market continues to move into balance as layoffs remain contained and the pace of job creation remains steady. This trend continues to support the consumer and fuel economic growth. Inflation moved sideways during the quarter, and as a result the Federal Reserve (Fed) views the risks to its dual mandate – stable prices and full employment – as being “roughly in balance.” ► The Fed cut the overnight rate by 25 basis points (bps) (0.25%) at both its November and December meetings to bring the new target range to 4.25% - 4.50%.

The Fed’s updated “dot plot” implied only 50 bps of rate cuts in 2025, down from previous projections indicating a full percentage point of rate cuts in 2025. This revision, plus some pointed commentary from Fed officials, has resulted in the market generally expecting the Fed to pause rate cuts for some time. ► While sentiment remained positive in Q4 and continued to support risk asset valuations, the Fed’s “higher for longer” narrative towards the end of the quarter caused Treasury yields beyond one year to rise while equity markets sold off from all-time highs. The NASDAQ still ended the quarter up 6.4% and the S&P 500 Index ended 2.4% higher, while the Dow Jones Industrial Average eked out a small 0.9% gain. For calendar year 2024, the S&P 500 returned 25%, driven in large part by the “Magnificent Seven,” which returned 67%.

Economic Snapshot
► U.S. inflation readings remained ‘sticky’ during the quarter and did not show progress in moving towards the Fed’s 2% target. Shelter and housing components of inflation, which had been running higher than most other segments of the underlying data, began to move lower during the quarter. Core CPI remained at 3.3% annualized year-over-year during the quarter while headline CPI increased to 2.7% after ending Q3 at 2.4%.
► U.S. real gross domestic product (GDP) growth continued its upward trajectory in Q3, with final estimates showing growth of 3.1%. Personal consumption remained exceptionally strong and grew at the fastest pace in 18 months. ► The U.S. labor market continued to show strength with 511,000 jobs added in Q4 compared to 477,000 in Q3. Additionally, the unemployment rate ended the quarter at 4.1%, which is 0.4% higher than the calendar year low of 3.7%, but still near historic lows. Layoff rates continue to remain near multi-year lows and jobless claims also remain below their long-term averages while the pace of wage growth has stabilized.

Interest Rates
► U.S. Treasury yields moved higher in response to policy proposals that are generally expected to be inflationary. Additionally, the Fed continued with rate cuts cutting a total of 100 bps in 2024. While the Fed cut rates at both November and December meetings, guidance pointed towards fewer cuts occurring at a slower pace than previously anticipated.
► Both fiscal and monetary expectations steepened the Treasury curve, with the yield on the 2-, 5-, and 10-year Treasuries ending the quarter at 4.24%, 4.38%, and

4.57%. This represents increases of 60, 82, and 79 bps, respectively. The 3-month Treasury, heavily influenced by the Fed, moved 30 bps lower, ending the quarter at 4.31%.
► As a result of higher yields, U.S. Treasury indexes generated negative total returns for the quarter. The ICE BofA 2-, 5-, and 10-year U.S. Treasury indices returned -0.20%, -2.72%, and -5.22% for the quarter, while the shorter-duration ICE BofA 3-month U.S. Treasury index returned 1.16%.

Sector Performance
► Strong investor demand pushed spreads tighter across most investment grade sectors throughout Q4, resulting in firmly positive excess returns on corporates and asset-backed securities.
► Federal agency & supranational spreads remained low and range bound throughout Q4. These sectors produced muted excess returns as issuance was light and incremental income is minimal.
► Investment-grade (IG) corporates posted another strong relative quarter as robust investor demand continued while issuance slowed into year-end. Yield spreads tightened further toward multi-year tights. Lower-quality and longer-duration issuers generated stronger excess returns in Q4. Financial issuers led most other industries across much of the yield curve.
► Asset-backed securities (ABS) spreads are tighter than their historical average while underlying technicals remain strong. Cross-sector spreads have shifted notably, as ABS spreads tightened substantially through year-end and now trade through corporates. As a result, ABS was a top performer in Q4. ► Mortgage-backed securities (MBS) were hurt by rising rates and heightened volatility. After an exceptionally strong Q3, agency MBS underperformed Treasuries in Q4. On the other hand, well-structured Agency commercial MBS (CMBS) performed better and saw positive excess returns.
► Short-term credit (commercial paper and negotiable bank CDs) yields fell in response to the Fed rate cuts, but the money market yield curve steepened on prospects for “higher for longer.” Yield spreads also widened over the quarter by 10-15 bps across most of the money market curve.

PFM Asset Management is a division of U.S. Bancorp Asset Management, Inc. | For Institutional Investor or Investment Professional Use Only This material is not for inspection by, distribution to, or quotation to the general public. 2 213
For the Quarter Ended December 31, 2024
QUARTERLY MARKET SUMMARY Fixed Income Management
Labor Market
Economic Snapshot
Sep '24 Dec '23

3.0%
GDP Personal Consumption (QoQ SAAR) 2024Q3 3.7% 2.5%
Retail Sales (YoY) Nov'24 3.8% 2.0% 5.5%
ISM Manufacturing Survey (month) Dec'24 49.3 47.2 47.1
Existing Home Sales SAAR (month) Nov'24 4.15 mil. 3.83 mil. 3.88 mil.

Inflation/Prices
Personal Consumption Expenditures (YoY) Nov'24 2.4% 2.1% 2.7% Consumer Price Index (YoY) Nov'24 2.7% 2.4% 3.4%
Consumer Price Index Core (YoY) Nov'24 3.3% 3.3% 3.9%
Crude Oil Futures (WTI, per barrel) Dec 31 $71.72 $68.17 $71.65 Gold Futures (oz.) Dec 31 $2,641 $2,636 $2,072
Latest
200K
0 600K
400K
800K
1,000K

1.0%

0.0%

2.0%

3.0%

4.0%

5.0%
Dec '21 Jun '22 Dec '22 Jun '23 Dec '23 Jun '24 Dec '24 Unemployment Rate (left) vs. Change in Non-farm Payrolls (right) Change In Non-Farm Payrolls Unemployment Rate
6%
8%
4%
2%
0%
-2%
Sep '21 Mar '22 Sep '22 Mar '23 Sep '23 Mar '24 Sep '24 Real GDP (QoQ)
10%
9%
8%
7%
6%
5%
4%
3%
2%
1%
0%
Dec '21 Jun '22 Dec '22 Jun '23 Dec '23 Jun '24
Consumer Price Index
CPI (YoY) Core CPI (YoY)
2 2
Unemployment Rate Dec'24 4.1% 4.1% 3.8%
Change In Non-Farm Payrolls Dec'24 256,000 255,000 290,000 Average Hourly Earnings (YoY) Dec'24 3.9% 3.9% 4.3%
Personal Income (YoY) Nov'24 5.3% 5.1% 5.2%
Initial Jobless Claims (week) 1/4/25 201,000 225,000 198,000 Growth
Real GDP (QoQ SAAR) 2024Q3 3.1%
1 4.4%
1 2.8%

1. Data as of Second Quarter 2024.

2. Data as of Third Quarter 2023.

Note: YoY = year-over-year, QoQ = quarter-over-quarter, SAAR = seasonally adjusted annual rate, WTI = West Texas Intermediate crude oil.

Source: Bloomberg.

PFM Asset Management is a division of U.S. Bancorp Asset Management, Inc. | For Institutional Investor or Investment Professional Use Only This material is not for inspection by, distribution to, or quotation to the general public. 3 214
For the Quarter Ended December 31, 2024
QUARTERLY MARKET SUMMARY Fixed Income Management
Source: Bloomberg.

Interest Rate Overview
U.S. Treasury Note Yields U.S. Treasury Yield Curve
U.S. Treasury Yields Yield Curves as of December 31, 2024 0%
1%
2%
3%
4%
5%
6%
3-yr2-yr1-yr3-mo
5-yr7-yr10-yr20-yr30-yr
Yield
Maturity
December 31, 2024 September 30, 2024 December 31, 2023
6%
5%
4%
3%
2%
1%
0% 3-yr
2-yr1-yr3-mo
7-yr50
-yr
10-yr25-yr30-yr
Yield
Maturity
U.S. Treasury Federal Agency Corporates, A Rated

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%
12/31/23 3/31/24 6/30/24 9/30/24 12/31/24
Yield
2-Year 5-Year 10-Year
Maturity Dec '24 Sep '24
Change over
Quarter
Dec '23
Change over
Year
3-Month 4.32% 4.63% (0.31%) 5.34% (1.02%)
1-Year 4.15% 4.01% 0.14% 4.77% (0.62%)
2-Year 4.24% 3.64% 0.60% 4.25% (0.01%)
5-Year 4.38% 3.56% 0.82% 3.85% 0.53%
10-Year 4.57% 3.78% 0.79% 3.88% 0.69%
30-Year 4.78% 4.12% 0.66% 4.03% 0.75%
PFM Asset Management is a division of U.S. Bancorp Asset Management, Inc. | For Institutional Investor or Investment Professional Use Only This material is not for inspection by, distribution to, or quotation to the general public. 4 215
For the Quarter Ended December 31, 2024
QUARTERLY MARKET SUMMARY Fixed Income Management
December 31, 2024 Duration Yield 3 Month 1 Year 3 Years 1-3 Year Indices
U.S. Treasury 1.81 4.26% (0.06%) 4.08% 1.49%
Federal Agency 1.57 4.28% 0.25% 4.31% 1.67%
U.S. Corporates, A-AAA rated 1.78 4.74% 0.11% 5.14% 2.24% Agency MBS (0 to 3 years) 1.98 4.80% (0.07%) 4.33% 1.25% Taxable Municipals 1.85 4.57% 0.11% 4.80% 2.01%
1-5 Year Indices
U.S. Treasury 2.54 4.30% (0.77%) 3.41% 0.73%
Federal Agency 2.00 4.28% (0.13%) 3.98% 1.05%
U.S. Corporates, A-AAA rated 2.48 4.84% (0.47%) 4.81% 1.54% Agency MBS (0 to 5 years) 3.47 4.97% (0.87%) 3.84% 0.39% Taxable Municipals 2.49 4.63% (0.41%) 4.07% 1.26%
Master Indices (Maturities 1 Year or Greater)
U.S. Treasury 6.04 4.47% (3.34%) 0.51% (3.10%)
Federal Agency 3.42 4.41% (1.21%) 3.19% (0.21%)
U.S. Corporates, A-AAA rated 6.59 5.18% (3.13%) 2.06% (2.32%) Agency MBS (0 to 30 years) 5.67 5.28% (3.18%) 1.33% (2.13%) Taxable Municipals 8.79 5.41% (4.32%) 0.26% (4.65%)
Returns for periods greater than one year are annualized.

Source: ICE BofA Indices.

As of 12/31/2024 Returns for Periods ended 12/31/2024
ICE BofA Index Returns
PFM Asset Management is a division of U.S. Bancorp Asset Management, Inc. | For Institutional Investor or Investment Professional Use Only This material is not for inspection by, distribution to, or quotation to the general public. 5 216
For the Quarter Ended December 31, 2024
QUARTERLY MARKET SUMMARY Fixed Income Management
Disclosures
The views expressed within this material constitute the perspective and judgment of U.S. Bancorp Asset Management, Inc. at the time of distribution and are subject to change. Any forecast, projection, or prediction of the market, the economy, economic trends, and equity or fixed-income markets are based upon current opinion as of the date of issue and are also subject to change. Opinions and data presented are not necessarily indicative of future events or expected performance. Information contained herein is based on data obtained from recognized statistical services, issuer reports or communications, or other sources, believed to be reliable. No representation is made as to its accuracy or completeness.

PFM Asset Management serves clients in the public sector and is a division of U.S. Bancorp Asset Management, Inc., which is the legal entity providing investment advisory services. U.S. Bancorp Asset Management, Inc. is a registered investment adviser, a direct subsidiary of U.S. Bank N.A. and an indirect subsidiary of U.S.

Bancorp. U.S. Bank N.A. is not responsible for and does not guarantee the products, services, or performance of U.S. Bancorp Asset Management, Inc.

NOT FDIC INSURED : NO BANK GUARANTEE : MAY LOSE VALUE
Further distribution is not permitted without prior written consent.

PFM Asset Management is a division of U.S. Bancorp Asset Management, Inc. | For Institutional Investor or Investment Professional Use Only This material is not for inspection by, distribution to, or quotation to the general public. 6 217
PFM Asset Management | pfmam.com
Portfolio Review:

CITY OF OAKLEY
7 218
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended December 31, 2024
Compliance
Note: Pre- and post-trade compliance for the account(s) managed by PFM Asset Management is provided via Bloomberg Financial LP Asset and Investment Management ("AIM").

Certificate of Compliance
During the reporting period for the quarter ended December 31, 2024, the account(s) managed by PFM Asset Management("PFMAM") were in compliance with the applicable investment policy and guidelines as furnished to PFMAM.

Acknowledged : PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc. 8 219
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended December 31, 2024
Account Summary
Account Summary

1. Yield at market, yield on cost, and portfolio duration only include investments held within the separately managed account(s), excludes balances invested in overnight funds.

The current 7-day yield is the net change, exclusive of capital changes and income other than investment income, in the value of a hypothetical fund account with a balance of one share over the seven-day base period including the statement date, expressed as a percentage of the value of one share (normally $1.00 per share) at the beginning of the seven-day period. This resulting net change in account value is then annualized by multiplying it by 365 and dividing the result by 7. The yields quoted should not be considered a representation of the yield of the fund in the future, since the yield is not fixed.

2. City of Oakley - City of Oakley - 6111-01
Portfolio Values December 31, 2024CAMP Managed Account $30,838,617 CAMP Pool $45,828
Amortized Cost $31,309,696
Market Value $30,838,617
Accrued Interest $192,940
Cash $0
Analytics¹ December 31, 2024Yield at Market 4.47%
Yield on Cost 2.94%Portfolio Duration 2.31
CAMP Pool7-Day Yield 4.65%
9 220
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended December 31, 2024
Account Summary
Account Summary
CAMP Managed Account $31,031,557
CAMP Pool $45,828Total Program $31,077,385
Consolidated Summary
Sector Allocation

0.1% 1.4%

5.3% 6.4% 8.6%

24.5%

7.5%

16.2%

30.0%

0.0% 0.0% 0.0%
$0$2$4
$6$8
$10$12
Millions
Under
30 days
31 to 60
days
61 to 90
days
91 to
180 days
181 days
to 1 year
1 to 2 years
2 to 3 years
3 to 4 years
4 to 5 years
5 to 7 years
7 to 10
years
Over 10
years
Maturity Distribution
(Weighted Average Maturity: 929 Days)

1. Account summary and sector allocation include market values, accrued interest, and overnight balances. Maturity distribution includes market values and excludes accrued interest and overnight balances U.S. Treasury | 87%Corporate | 13%Joint Powers Authority | <1% 10 221
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended December 31, 2024
Portfolio Snapshot
Total market value includes accrued interest and balances invested in CAMP, as of December 31, 2024.

Yield and duration calculations exclude balances invested in CAMP.The portfolio’s benchmark is currently the 0-5 Year U.S Treasury Index. Prior to 03/31/24 it was the 1-5 year Treasury Index. Source: Bloomberg Financial LP.An average of each security’s credit rating was assigned a numeric value and adjusted for its relative weighting in the portfolio.

1. Portfolio Snapshot¹
Credit Quality - S&P
25% 23%
10%
27%
16%
25%
28%
20% 19%
8%
0%5%
10%15%20%25%30%
0-1 Yr 1-2 Yrs 2-3 Yrs 3-4 Yrs 4-5 Yrs
Portfolio Benchmark
Duration Distribution
U.S. Treasury | 87%Corporate | 13%Joint Powers Authority | <1% Sector Allocation
AAAm | <1%AA+ | 89%AA | 1%AA- | 1%A+ | 2%A | 3%A- | 2%
BBB+ | 1%
Portfolio Statistics
Portfolio Effective Duration 2.31 years
Benchmark Effective Duration 2.04 yearsPortfolio Credit Quality AA Yield At Market 4.47%
Yield At Cost 2.94%
Total Market Value $31,077,384.69
Managed Account Sub-Total $30,838,616.71Pool $45,827.77 Accrued Interest $192,940.21
11 222
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended December 31, 2024
Portfolio Characteristics
$0.0$6.4
$12.8$19.2$25.6$32.0
Millions
December 2024
$0.0$6.4
$12.8$19.2$25.6$32.0
Millions
September 2024
$0.0$6.4
$12.8$19.2$25.6$32.0
Millions
June 2024
$0.0$6.4
$12.8$19.2$25.6$32.0
Millions
March 2024
Sector Allocation Review
U.S. Treasury Corporate Joint Powers Authority
Market values, excluding accrued interest. Only includes fixed-income securities held within the separately managed account(s) and LGIPs managed by PFMAM. Detail may not add to total due to rounding.

Security Type Mar-24 % of Total Jun-24 % of Total Sep-24 % of Total Dec-24 % of Total U.S. Treasury $22.7 82.3% $26.2 86.9% $25.9 83.3% $26.9 87.1%Corporate $4.1 15.1% $3.9 12.8% $3.9 12.6% $3.9 12.7%Joint Powers Authority $0.7 2.6% $0.1 0.3% $1.3 4.1% $0.0 0.2%Total $27.5 100.0% $30.2 100.0% $31.1 100.0% $30.9 100.0% 12 223
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended December 31, 2024
Portfolio Activity
Portfolio Activity
Net Activity by Sector
($ millions)
U.S. TreasuryU.S. Treasury
($4.0) ($2.0) $0.0 $2.0 $4.0
Based on total proceeds (principal and accrued interest) of buys, sells, maturities, and principal paydowns. Detail may not add to total due to rounding.

Sector Net ActivityU.S. Treasury $1,330,179Total Net Activity $1,330,179 Sales/Maturities Purchases
13 224
City of Oakley
For the Quarter Ended December 31, 2024
Portfolio Performance
Return
Portfolio Performance
Portfolio Benchmark

1. The lesser of 10 years or since inception is shown. Since inception returns for periods one year or less are not shown. Performance inception date is December 31, 2021.

2. Interest earned calculated as the ending accrued interest less beginning accrued interest, plus net interest activity.

3. Returns for periods one year or less are presented on a periodic basis. Returns for periods greater than one year are presented on an annualized basis.

4. The portfolio’s benchmark is currently the 0-5 Year U.S Treasury Index. Prior to 03/31/24 it was the 1-5 year Treasury Index. Source: Bloomberg Financial LP.

PFM Asset Management | pfmam.com
Market Value Basis Earnings 3 Months 1 Year 3 Years 5 Years Since Inception¹ Interest Earned² $186,935 $640,963 $1,280,431 - $1,280,431 Change in Market Value ($296,610) $628,122 $21,765 - $21,765 Total Dollar Return ($109,675) $1,269,085 $1,302,196 - $1,302,196 Total Return³
Portfolio -0.35% 4.24% 1.17% - 1.17%
Benchmark⁴ -0.37% 3.81% 1.39% - 1.39%
-1.0%

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%
3 Months 1 Year 3 Years 5 Years Since Inception
14 225
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended December 31, 2024
Portfolio Performance

1. The lesser of 10 years or since inception is shown. Performance inception date is December 31, 2021.2. Interest earned calculated as the ending accrued interest less beginning accrued interest, plus net interest activity.3. Realized gains / (losses) are shown on an amortized cost basis.

Accrual Basis Earnings
Accrual Basis EarningsInterest Earned²Realized Gains / (Losses)³Change in Amortized CostTotal Earnings 3 Months
$186,935- $37,617
$224,551
1 Year
$640,963
($4,366)
$152,168$788,765
3 Years
$1,280,431
($26,313)
$369,054
$1,623,171
5 Year---- Since Inception¹ $1,280,431 ($26,313) $369,054 $1,623,171 15 226
Portfolio Holdings and Transactions
PFM Asset Management | pfmam.com
16 227
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended December 31, 2024
Portfolio Holdings
Managed Account Detail of Securities Held
Security Type/DescriptionDated Date/Coupon/Maturity CUSIP Par S&P
Rating
Moody's
Rating
Settle
Date
Original
Cost
Trade
Date
YTM
at Cost
Accrued
Interest
Market
Value
Amortized
Cost
U.S. Treasury
US TREASURY N/BDTD 03/31/2020 0.500% 03/31/2025
912828ZF0 1,425,000.00 AA+ Aaa 10/13/2021 10/14/2021 1,413,087.89 0.75 1,820.40 1,424,161.25 1,412,253.38 US TREASURY N/BDTD 06/01/2020 0.250% 05/31/2025
912828ZT0 1,000,000.00 AA+ Aaa 3/14/2022 3/16/2022 944,687.50 2.04 219.78 992,920.76 983,773.00 US TREASURY N/BDTD 09/30/2020 0.250% 09/30/2025
91282CAM3 2,320,000.00 AA+ Aaa 10/13/2021 10/14/2021 2,264,265.63 0.87 1,481.87 2,309,523.32 2,252,557.60 US TREASURY N/BDTD 02/01/2021 0.375% 01/31/2026
91282CBH3 1,490,000.00 AA+ Aaa 5/2/2022 5/3/2022 1,352,349.61 3.00 2,338.25 1,450,283.49 1,429,643.08 US TREASURY N/BDTD 03/31/2021 0.750% 03/31/2026
91282CBT7 1,835,000.00 AA+ Aaa 10/13/2021 10/14/2021 1,816,721.68 0.98 3,516.24 1,829,905.86 1,757,586.86 US TREASURY N/BDTD 06/01/2021 0.750% 05/31/2026
91282CCF6 930,000.00 AA+ Aaa 6/6/2022 6/7/2022 850,732.03 3.04 613.19 901,923.66 885,716.19 US TREASURY N/BDTD 09/30/2021 0.875% 09/30/2026
91282CCZ2 2,510,000.00 AA+ Aaa 10/13/2021 10/14/2021 2,487,939.45 1.06 5,611.30 2,502,244.72 2,368,518.83 US TREASURY N/BDTD 04/30/2020 0.500% 04/30/2027
912828ZN3 835,000.00 AA+ Aaa 8/3/2022 8/4/2022 744,813.48 2.96 715.06 790,740.83 765,851.98 US TREASURY N/BDTD 08/15/2017 2.250% 08/15/2027
9128282R0 875,000.00 AA+ Aaa 9/6/2022 9/7/2022 826,567.38 3.48 7,436.31 849,319.70 831,626.25 US TREASURY N/BDTD 01/31/2023 3.500% 01/31/2028
91282CGH8 1,000,000.00 AA+ Aaa 3/1/2024 3/5/2024 969,921.88 4.34 14,646.74 976,287.40 976,953.00 US TREASURY N/BDTD 05/01/2023 3.500% 04/30/2028
91282CHA2 1,000,000.00 AA+ Aaa 2/22/2024 2/26/2024 966,484.38 4.39 5,994.48 973,297.39 974,648.00 US TREASURY N/BDTD 07/31/2023 4.125% 07/31/2028
91282CHQ7 1,000,000.00 AA+ Aaa 2/15/2024 2/16/2024 995,039.06 4.25 17,262.23 996,014.78 992,969.00 US TREASURY N/BDTD 10/31/2023 4.875% 10/31/2028
91282CJF9 1,000,000.00 AA+ Aaa 2/22/2024 2/26/2024 1,021,953.13 4.35 8,349.45 1,018,296.43 1,017,852.00 US TREASURY N/BDTD 11/16/1998 5.250% 11/15/2028
912810FF0 1,000,000.00 AA+ Aaa 4/2/2024 4/3/2024 1,036,093.75 4.38 6,816.30 1,030,252.85 1,031,367.00 US TREASURY N/BDTD 01/02/2024 3.750% 12/31/2028
91282CJR3 1,000,000.00 AA+ Aaa 4/2/2024 4/3/2024 972,304.69 4.40 103.59 976,278.78 977,422.00 17 228
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended December 31, 2024
Portfolio Holdings
Security Type/DescriptionDated Date/Coupon/Maturity CUSIP Par S&P
Rating
Moody's
Rating
Settle
Date
Original
Cost
Trade
Date
YTM
at Cost
Accrued
Interest
Market
Value
Amortized
Cost
U.S. Treasury
US TREASURY N/BDTD 01/31/2024 4.000% 01/31/2029
91282CJW2 1,000,000.00 AA+ Aaa 2/15/2024 2/16/2024 990,585.94 4.21 16,739.13 992,112.29 986,172.00 US TREASURY N/BDTD 02/29/2024 4.250% 02/28/2029
91282CKD2 1,000,000.00 AA+ Aaa 3/1/2024 3/5/2024 999,492.19 4.26 14,440.61 999,569.68 995,195.00 US TREASURY N/BDTD 04/01/2024 4.125% 03/31/2029
91282CKG5 1,000,000.00 AA+ Aaa 4/2/2024 4/3/2024 988,632.81 4.38 10,539.15 990,184.87 990,039.00 US TREASURY N/BDTD 04/30/2024 4.625% 04/30/2029
91282CKP5 450,000.00 AA+ Aaa 5/9/2024 5/13/2024 453,058.59 4.47 3,564.57 452,702.93 454,253.85 US TREASURY N/BDTD 07/31/2024 4.000% 07/31/2029
91282CLC3 745,000.00 AA+ Aaa 8/1/2024 8/2/2024 749,627.15 3.86 12,470.65 749,278.87 733,097.14 US TREASURY N/BDTD 09/03/2024 3.625% 08/31/2029
91282CLK5 750,000.00 AA+ Aaa 9/5/2024 9/6/2024 752,314.45 3.56 9,237.74 752,178.45 726,093.75 US TREASURY N/BDTD 10/31/2024 4.125% 10/31/2029
91282CLR0 3,400,000.00 AA+ Aaa 11/14/2024 11/15/2024 3,374,367.19 4.30 24,020.72 3,374,981.51 3,360,420.60 Security Type Sub-Total 27,565,000.00 26,971,039.86 3.05 167,937.76 27,332,459.82 26,904,009.51 Joint Powers Authority
CAMP Pool 45,827.77 AAAm NR 45,827.77 0.00 45,827.77 45,827.77 Security Type Sub-Total 45,827.77 45,827.77 0.00 45,827.77 45,827.77 Corporate
TOYOTA MOTOR CREDIT CORPDTD 02/13/2020 1.800% 02/13/2025 89236TGT6 220,000.00 A+ A1 10/13/2021 10/15/2021 225,425.20 1.04 1,518.00 220,190.20 219,247.16 3M COMPANY (CALLABLE)DTD 08/26/2019 2.000% 02/14/2025
88579YBH3 215,000.00 BBB+ A3 10/13/2021 10/15/2021 222,221.85 0.97 1,636.39 215,080.31 214,273.95 MASTERCARD INC (CALLABLE)DTD 12/03/2019 2.000% 03/03/2025 57636QAN4 225,000.00 A+ Aa3 3/14/2022 3/16/2022 222,387.75 2.41 1,475.00 224,848.21 224,011.13 BURLINGTN NORTH SANTA FE(CALLABLE)DTD 03/09/2015 3.000% 04/01/2025 12189LAV3 210,000.00 AA- A2 10/13/2021 10/15/2021 223,351.80 1.12 1,575.00 210,000.00 209,161.68 18 229
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended December 31, 2024
Portfolio Holdings
Security Type/DescriptionDated Date/Coupon/Maturity CUSIP Par S&P
Rating
Moody's
Rating
Settle
Date
Original
Cost
Trade
Date
YTM
at Cost
Accrued
Interest
Market
Value
Amortized
Cost
Corporate
AMAZON.COM INC
DTD 04/13/2022 3.000% 04/13/2025
023135CE4 400,000.00 AA A1 4/11/2022 4/13/2022 399,364.00 3.06 2,600.00 399,939.93 398,391.20

APPLE INC (CALLABLE)
DTD 05/11/2020 1.125% 05/11/2025
037833DT4 400,000.00 AA+ Aaa 10/13/2021 10/15/2021 401,944.00 0.99 625.00 400,154.78 395,232.00 COMCAST CORP (CALLABLE)DTD 05/27/2015 3.375% 08/15/2025 20030NBN0 205,000.00 A- A3 10/13/2021 10/15/2021 221,514.80 1.22 2,613.75 206,715.49 203,246.43 BRISTOL-MYERS SQUIBB CO(CALLABLE)DTD 11/13/2020 0.750% 11/13/2025 110122DN5 225,000.00 A A2 3/14/2022 3/16/2022 210,096.00 2.66 225.00 221,469.21 217,962.23 BANK OF AMERICA CORP(CALLABLE)DTD 02/13/2020 2.015% 02/13/2026 06051GHY8 220,000.00 A- A1 10/13/2021 10/15/2021 225,106.20 1.46 1,699.32 220,179.02 219,266.96 STATE STREET CORP (CALLABLE)DTD 10/29/2020 2.901% 03/30/2026 857477BM4 210,000.00 A Aa3 10/13/2021 10/15/2021 222,541.20 1.51 1,539.95 210,896.52 208,950.00 STATE STREET CORP (CALLABLE)DTD 10/29/2020 2.901% 03/30/2026 857477BM4 215,000.00 A Aa3 3/14/2022 3/16/2022 215,483.75 2.84 1,576.61 215,039.35 213,925.00 JPMORGAN CHASE & CO(CALLABLE)DTD 04/22/2020 2.083% 04/22/2026 46647PBK1 220,000.00 A A1 10/13/2021 10/15/2021 225,416.40 1.52 878.33 220,474.52 218,107.34

ALPHABET INC (CALLABLE)
DTD 08/09/2016 1.998% 08/15/2026
02079KAC1 300,000.00 AA+ Aa2 3/14/2022 3/16/2022 294,777.00 2.42 2,264.40 298,080.41 288,823.20 TARGET CORP (CALLABLE)DTD 01/24/2022 1.950% 01/15/2027
87612EBM7 25,000.00 A A2 1/19/2022 1/24/2022 24,957.50 1.99 224.79 24,982.58 23,781.75 TARGET CORP (CALLABLE)DTD 01/24/2022 1.950% 01/15/2027
87612EBM7 200,000.00 A A2 3/14/2022 3/16/2022 194,764.00 2.53 1,798.33 197,789.98 190,254.00 BANK OF AMERICA CORP(CALLABLE)DTD 10/21/2016 3.248% 10/21/2027 06051GGA1 225,000.00 A- A1 1/3/2023 1/5/2023 210,411.00 4.78 1,421.00 216,462.98 216,830.03 19 230
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended December 31, 2024
Portfolio Holdings
Security Type/DescriptionDated Date/Coupon/Maturity CUSIP Par S&P
Rating
Moody's
Rating
Settle
Date
Original
Cost
Trade
Date
YTM
at Cost
Accrued
Interest
Market
Value
Amortized
Cost
Corporate
TEXAS INSTRUMENTS INC(CALLABLE)DTD 11/03/2017 2.900% 11/03/2027 882508BC7 285,000.00 A+ Aa3 1/3/2023 1/5/2023 267,880.05 4.29 1,331.58 274,932.92 273,143.14 Security Type Sub-Total 4,000,000.00 4,007,642.50 2.20 25,002.45 3,977,236.41 3,934,607.20 Managed Account Sub Total 31,565,000.00 30,978,682.36 192,940.21 30,838,616.71Securities Sub TotalAccrued Interest $31,610,827.77 $31,024,510.13 $192,940.21 $30,884,444.48 $192,940.21
31,309,696.23
$31,355,524.00

2.94 2.94%
Total Investments $31,077,384.69
20 231
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended December 31, 2024
Portfolio Activity
Quarterly Portfolio Transactions
Trade
Date
Settle
Date Par ($) CUSIP
Maturity
Date
Transact
Coupon Amount ($)
Yield
at Market
Realized
Security Description G/L (BV)
BUY11/14/2024 11/15/2024 3,400,000.00 91282CLR0 US TREASURY N/B 4.12% 10/31/2029 3,380,178.65 4.30% Total BUY 3,400,000.00 3,380,178.65 0.00
INTEREST10/1/2024 10/1/2024 12189LAV3 BURLINGTN NORTH SANTA FE (CALLABLE) 3.00% 4/1/2025 3,150.0010/13/2024 10/13/2024 023135CE4 AMAZON.COM INC 3.00% 4/13/2025 6,000.0010/21/2024 10/21/2024 06051GGA1 BANK OF AMERICA CORP (CALLABLE) 3.24% 10/21/2027 3,654.0010/22/2024 10/22/2024 46647PBK1 JPMORGAN CHASE & CO (CALLABLE) 2.08% 4/22/2026 2,291.3010/31/2024 10/31/2024 91282CKP5 US TREASURY N/B 4.62% 4/30/2029 10,406.2510/31/2024 10/31/2024 91282CJF9 US TREASURY N/B 4.87% 10/31/2028 24,375.0010/31/2024 10/31/2024 912828ZN3 US TREASURY N/B 0.50% 4/30/2027 2,087.5010/31/2024 10/31/2024 91282CHA2 US TREASURY N/B 3.50% 4/30/2028 17,500.0011/3/2024 11/3/2024 882508BC7 TEXAS INSTRUMENTS INC (CALLABLE) 2.90% 11/3/2027 4,132.5011/11/2024 11/11/2024 037833DT4 APPLE INC (CALLABLE) 1.12% 5/11/2025 2,250.0011/13/2024 11/13/2024 110122DN5 BRISTOL-MYERS SQUIBB CO (CALLABLE) 0.75% 11/13/2025 843.7511/15/2024 11/15/2024 912810FF0 US TREASURY N/B 5.25% 11/15/2028 26,250.0011/15/2024 11/15/2024 91282CDH1 US TREASURY N/B 0.75% 11/15/2024 7,687.5011/30/2024 11/30/2024 912828ZT0 US TREASURY N/B 0.25% 5/31/2025 1,250.00 21 232
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended December 31, 2024
Portfolio Activity
Quarterly Portfolio Transactions
Trade
Date
Settle
Date Par ($) CUSIP
Maturity
Date
Transact
Coupon Amount ($)
Yield
at Market
Realized
Security Description G/L (BV)
INTEREST11/30/2024 11/30/2024 91282CCF6 US TREASURY N/B 0.75% 5/31/2026 3,487.5012/31/2024 12/31/2024 91282CJR3 US TREASURY N/B 3.75% 12/31/2028 18,750.00 Total INTEREST 0.00 134,115.30 0.00
MATURITY11/15/2024 11/15/2024 2,050,000.00 91282CDH1 US TREASURY N/B 0.75% 11/15/2024 2,050,000.00 Total MATURITY 2,050,000.00 2,050,000.00 0.00
22 233
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended December 31, 2024
Appendix
Important Disclosures
This material is for general information purposes only and is not intended to provide specific advice or a specific recommendation, as it was prepared without regard to any specific objectives or financial circumstances.PFMAM professionals have exercised reasonable professional care in the preparation of this performance report. Information in this report is obtained from sourcesexternal to PFMAM and is generally believed to be reliable and available to the public; however, we cannot guarantee its accuracy, completeness or suitability. We rely on the client's custodian for security holdings and market values. Transaction dates reported by the custodian may differ from money manager statements.While efforts are made to ensure the data contained herein is accurate and complete, we disclaim all responsibility for any errors that may occur. References toparticular issuers are for illustrative purposes only and are not intended to be recommendations or advice regarding such issuers. Fixed income manager and indexcharacteristics are gathered from external sources. When average credit quality is not available, it is estimated by taking the market value weights of individual credit tiers on the portion of the strategy rated by a NRSRO.It is not possible to invest directly in an index. The index returns shown throughout this material do not represent the results of actual trading of investor assets.

Third-party providers maintain the indices shown and calculate the index levels and performance shown or discussed. Index returns do not reflect payment of anysales charges or fees an investor would pay to purchase the securities they represent. The imposition of these fees and charges would cause investmentperformance to be lower than the performance shown.The views expressed within this material constitute the perspective and judgment of PFMAM at the time of distribution and are subject to change. Any forecast,projection, or prediction of the market, the economy, economic trends, and equity or fixed-income markets are based upon certain assumptions and current opinionas of the date of issue and are also subject to change. Some, but not all assumptions are noted in the report. Assumptions may or may not be proven correct asactual events occur, and results may depend on events outside of your or our control. Changes in assumptions may have a material effect on results. Opinions anddata presented are not necessarily indicative of future events or expected performance.PFM Asset Management serves clients in the public sector and is a division of U.S. Bancorp Asset Management, Inc., which is the legal entity providing investmentadvisory services. U.S. Bancorp Asset Management, Inc. is a registered investment adviser, a direct subsidiary of U.S. Bank N.A. and an indirect subsidiary of U.S.

Bancorp. U.S. Bank N.A. is not responsible for and does not guarantee the products, services, or performance of U.S. Bancorp Asset Management, Inc. Theinformation contained is not an offer to purchase or sell any securities. Additional applicable regulatory information is available upon request.For more information regarding PFMAM's services or entities, please visit www.pfmam.com.Further distribution is not permitted without prior written consent. 23 234
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended December 31, 2024
Appendix
Important Disclosures
This information is for institutional investor use only, not for further distribution to retail investors, and does not represent an offer to sell or a solicitation of an offer tobuy or sell any fund or other security. Investors should consider the Trust’s investment objectives, risks, charges and expenses before investing in the Trust. Thisand other information about the Trust is available in the Trust’s current Information Statement, which should be read carefully before investing. A copy of the Trust’sInformation Statement may be obtained by calling 1-800-729-7665 or is available on the Trust’s website at www.camponline.com. While the Cash Reserve Portfolioseeks to maintain a stable net asset value of $1.00 per share and the CAMP Term Portfolio seeks to achieve a net asset value of $1.00 per share at the statedmaturity, it is possible to lose money investing in the Trust. An investment in the Trust is not insured or guaranteed by the Federal Deposit Insurance Corporation orany other government agency. Shares of the Trust are distributed by U.S. Bancorp Investments, Inc., member FINRA (www.finra.org) and SIPC (www.sipc.org). PFM Asset Management is a division of U.S. Bancorp Asset Management, Inc., which serves as administrator and investment adviser to the Trust. U.S. Bancorp Asset Management, Inc. is a direct subsidiary of U.S. Bank N.A. and an indirect subsidiary of U.S. Bancorp. U.S. Bancorp Investments, Inc. is a subsidiary of U.S. Bancorpand affiliate of U.S. Bank N.A.Generally, PFMAM’s market prices are derived from closing bid prices as of the last business day of the month as supplied by ICE Data Services. There may bedifferences in the values shown for investments due to accrued but uncollected income and the use of differing valuation sources and methods. Non-negotiable FDIC-insured bank certificates of deposit are priced at par. Although PFMAM believes the prices to be reliable, the values of the securities may not represent the prices at which the securities could have been bought or sold. Explanation of the valuation methods for a registered investment company or local governmentinvestment program is contained in the appropriate fund offering documentation or information statement.

In accordance with generally accepted accounting principles, information is presented on a trade date basis; forward settling purchases are included in the monthly balances, and forward settling sales are excluded.

Performance is presented in accordance with the CFA Institute's Global Investment Performance Standards (GIPS). Unless otherwise noted, performance is shown gross of fees. Quarterly returns are presented on an unannualized basis. Returns for periods greater than one year are presented on an annualized basis. Past performance is not indicative of future returns.

ICE Bank of America Indices provided by Bloomberg Financial Markets.Money market fund/cash balances are included in performance and duration computations.Standard & Poor's is the source of the credit ratings. Distribution of credit rating is exclusive of money market fund/LGIP holdings.Callable securities in the portfolio are included in the maturity distribution analysis to their stated maturity date, although, they may be called prior to maturity.MBS maturities are represented by expected average life. 24 235
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended December 31, 2024
Appendix
Glossary
Accrued Interest: Interest that is due on a bond or other fixed income security since the last interest payment was made.Agencies: Federal agency securities and/or Government-sponsored enterprises.Amortized Cost: The original cost of the principal of the security is adjusted for the amount of the periodic reduction of any discount or premium from the purchase date until the date of the report. Discount or premium with respect to short-term securities (those with less than one year to maturity at time of issuance) is amortized on a straight line basis. Such discount or premium with respect to longer-term securities is amortized using the constant yield basis.

Asset-Backed Security: A financial instrument collateralized by an underlying pool of assets – usually ones that generate a cash flow from debt, such as loans, leases, credit card balances, and receivables.

Bankers’ Acceptance: A draft or bill or exchange accepted by a bank or trust company. The accepting institution guarantees payment of the bill as well as the insurer.Commercial Paper: An unsecured obligation issued by a corporation or bank to finance its short-term credit needs, such as accounts receivable and inventory.Contribution to Total Return: The weight of each individual security multiplied by its return, then summed for each sector to determine how much each sector addedor subtracted from the overall portfolio performance.Effective Duration: A measure of the sensitivity of a security’s price to a change in interest rates, stated in years.Effective Yield: The total yield an investor receives in relation to the nominal yield or coupon of a bond. Effective yield takes into account the power of compoundingon investment returns, while nominal yield does not.FDIC: Federal Deposit Insurance Corporation. A federal agency that insures bank deposits to a specified amount.Interest Rate: Interest per year divided by principal amount and expressed as a percentage.Market Value: The value that would be received or paid for an investment in an orderly transaction between market participants at the measurement date.Maturity: The date upon which the principal or stated value of an investment becomes due and payable.Negotiable Certificates of Deposit: A CD with a very large denomination, usually $1 million or more, that can be traded in secondary markets.Par Value: The nominal dollar face amount of a security.Pass-through Security: A security representing pooled debt obligations that passes income from debtors to its shareholders. The most common type is themortgage-backed security. 25 236
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended December 31, 2024
Appendix
Glossary
Repurchase Agreements: A holder of securities sells these securities to an investor with an agreement to repurchase them at a fixed price on a fixed date.Settle Date: The date on which the transaction is settled and monies/securities are exchanged. If the settle date of the transaction (i.e., coupon payments andmaturity proceeds) occurs on a non-business day, the funds are exchanged on the next business day.Supranational: A multinational union or association in which member countries cede authority and sovereignty on at least some internal matters to the group, whosedecisions are binding on its members.Trade Date: The date on which the transaction occurred; however, the final consummation of the security transaction and payment has not yet taken place.Unsettled Trade: A trade which has been executed; however, the final consummation of the security transaction and payment has not yet taken place.U.S. Treasury: The department of the U.S. government that issues Treasury securities.Yield: The rate of return based on the current market value, the annual interest receipts, maturity value, and the time period remaining until maturity, stated as a percentage on an annualized basis.

YTM at Cost: The yield to maturity at cost is the expected rate of return based on the original cost, the annual interest receipts, maturity value, and the time periodfrom purchase date to maturity, stated as a percentage on an annualized basis.YTM at Market: The yield to maturity at market is the rate of return based on the current market value, the annual interest receipts, maturity value, and the timeperiod remaining until maturity, stated as a percentage on an annualized basis. 26 237
Type* Name of Institution Rate Maturity**** Cost Amount Market Value** Investments in Wells Fargo Bank Account
- Commercial Checking Acct Public Funds 0.000% 12/31/204 $ 18,798,916.59 $ 18,798,916.59 Investments with Wells Fargo Investment Advisors:
9 Institutional Money Market 0.198% N/A 1,926,644.14 1,926,644.14 Investments with State of California:
3 Local Agency Investment Fund (LAIF)-City 4.620% N/A 10,085,728.33 10,081,915.77 Investments with CalTRUST
11 Short-Term Investment Account-City 0.400% N/A 304,444.67 304,444.67 Investments with CAMP
13 Short-Term Investment Account-City 4.65.% N/A 50,918,499.83 50,918,499.83 Total Investments Other than Bond Proceeds 82,034,233.56 82,030,421.00 Investments with Wells Fargo Trust (bond proceeds): *** 2021 Refunding Revenue Bonds
9 Government Money Market
Wells Fargo Advantage Gov MM Svc 1.400% N/A 151,607.14 151,607.14 2014 Refunding Revenue Bonds
9 Government Money Market
Wells Fargo Advantage Gov MM Svc 1.400% N/A 388,472.38 388,472.38 Investments with USBank Trust (bond proceeds): ***
2016 Lease Revenue Bonds
9 Government Money Market
USBank - First American Government Obligation 0.000% N/A 0.54 0.54 Total Investments of Bond Proceeds 540,080.06 540,080.06 Managed Investments with PFM (Detail Attached)
CAMP POOL See Detail 45,827.77 45,827.77
Managed Investments See Detail 30,978,682.36 30,838,616.71 Total Managed Investments 31,024,510.13 30,884,444.48
Total All City Investments $ 113,598,823.75 $ 113,454,945.54 Accrued Interest of Investments other than Bond Proceeds:

Wells Fargo Investment Advisors 3,821.70
Local Agency Investment Fund 117,299.70
CalTRUST 1,195.91
PFM (Asset Management& CAMP) 395,987.95
Accrued Interest as of 12/31/24 $ 518,305.26
* Type of investment as described in Authorized Investments section of the City's adopted Investment Policy

1. U.S Government Securities 5. Bankers Acceptance 9. Money market funds

2. U.S. Government Agency Securities 6. Commercial Paper 10. Repurchase agreements

3. Local Agency Investment Fund 7. Medium term notes 11. CalTRUST Short Term Account

4. Certificates of Deposit 8. Mutual funds 12. Overnight Sweep

13. CAMP Joint Powers Authority
** Market Valuation for LAIF was obtained at https://www.treasurer.ca.gov/pmia-laif/mktvalue/2024/202412.pdf Market value for all other investments was obtained from FT Interactive Data. As the City holds its investments to maturity, market value fluctuations are not significant.
*** Investment of bond proceeds is governed by each bond's Trust Agreement. All of the amounts with Wells Fargo Trust are debt service reserve funds. Investment income remains with the individual bond accounts. **** With the exception of CDs and managed investments, except for the CAMP POOL, all accounts have same day or next-day liquidity Approved by Jeri Tejeda Date
Admoinsitrsative Service Director
Quarterly Investment Report
For the Quarter Ended December 31, 2024
The City of Oakley is in compliance with the City’s annually adopted investment policy and is able to meet its operating expenditure requirements for the next six months.
01/31/25
238
Business Name Primary Contact Email Address Primary Address Phone # Full Primary Address Active Licenses

CALIFORNIA FINGERPRINTING

SERVICES
[email protected] (925) 323-6313 3739 MAIN ST
OAKLEY CA 94561-5780

BUSINESS LICENSE
CARPENTER PROPERTIES LLC [email protected] (510) 517-4634 4660 LIVE OAK AVE OAKLEY CA 94561-3923

HOME BASED BUSINESS LICENSE
CHANTEL MARIE SKINCARE [email protected] (925) 752-3820 3460 MAIN ST OAKLEY CA 94561

BUSINESS LICENSE

CLEAN CHOICE HOUSE CLEANING

SERVICES
[email protected] (925) 699-5518 410 WOODMONT PL OAKLEY CA 94561-2501

HOME BASED BUSINESS LICENSE
EAST BAY PERMANENT JEWELRY [email protected] (925) 565-2490 857 CHIANTI WAY OAKLEY CA 94561-2328

HOME BASED BUSINESS LICENSE
JAO DOG TRAINING & BOARDING [email protected] (831) 251-5429 1315 MAIN ST OAKLEY CA 94561

BUSINESS LICENSE
KNEAD IT BREAD LLC [email protected] (925) 204-0429 15 DOBSON CT OAKLEY CA 94561-2774

HOME BASED BUSINESS LICENSE
MAINEY DETAILS [email protected] (925) 529-0624 200 YELLOW ROSE CIR OAKLEY CA 94561

HOME BASED BUSINESS LICENSE
MED-PROJECT CA, LLC [email protected] (703) 597-0043 2555 MAIN ST OAKLEY CA 94561

BUSINESS LICENSE
MELISSA SAUNDERS REALTY [email protected] (925) 832-9538 916 PENDLETON CT OAKLEY CA 94561

HOME BASED BUSINESS LICENSE
OHMS ELECTRIC [email protected] (925) 259-2029 2611 MANRESA SHORE LN OAKLEY CA 94561

HOME BASED BUSINESS LICENSE
OMOMO.INK [email protected] (650) 208-8233 353 PARKFIELD WAY OAKLEY CA 94561

HOME BASED BUSINESS LICENSE
PHOENIX CUSTOM DESIGNS [email protected] (630) 631-2871 217 SHADY OAK DR OAKLEY CA 94561

HOME BASED BUSINESS LICENSE
POINT PLACE AUTO SALES [email protected] (925) 701-1229 5600 MAIN ST STE C OAKLEY CA 94561

BUSINESS LICENSE
TASHA RAY [email protected] (408) 204-7752 5491 PIPER LN OAKLEY CA 94561-3122

HOME BASED BUSINESS LICENSE
WET CREATIONS POOLS & SPAS INC [email protected] M
(925) 566-4505 4798 CARRINGTON DR
OAKLEY CA 94561-4128

HOME BASED BUSINESS LICENSE
16 239
Oakley Police Department
Annual Update- 2024
February 11, 2025
240
• Chief Paul Beard- 35 years CCCSO/Oakley PD
• Department Head, overall responsibility for the operation of the Police Department
• Lieutenant Robert Roberts- 30 years CCCSO/Oakley PD
• Operations Commander, responsible for all field related matters
• Lieutenant Logan Cartwright- 23 years CCCSO/Oakley PD • Support Services Commander, responsible for
administrative matters and Records Staff
Command Staff Responsibilities
241

MISSION OF THE PD
•Enforce the law
•Protect others from harm
•Keep peace and restore order
•Maintain the upper hand on the criminal
element
•Safeguard City interests
•Build community relations
242

WHO ARE YOUR NEW POLICE
OFFICERS??

OFFICER TODD SORRELL OAKLEY PD-CORINTH, TX PD

OFFICER GABRIEL GANZ PITTSBURG PD

OFFICER MALIKH DUNBAR ALBANY PD

OFFICER ALICIA MARTINEZ PITTSBURG PD
243

STAFFING LEVELS
•The Oakley Police Department is allotted 42
sworn positions from the Chief down to the
most junior officer
•We currently have 39 sworn officers
•We have 2 recruits in the academy
•We have 1 officer on leave due to injury
244
STAFFING NUMBERS cont.

For reference during the 2022 annual
report presentation we only had 25
people to do the operational work of
37 people for an operational sworn
work force size of only:
68%
245
STAFFING NUMBERS cont.

If everything goes well, within a few
weeks we will have 41 healthy officers
to do the operational work of 42 sworn
officers.

The community of Oakley IS WINNING!
246
STAFFING NUMBERS cont.
2022
LOTS OF WORK 2025

TO RECRUIT,

HIRE, TRAIN &
RETAIN!!!
247
STAFFING LEVELS cont.

ATTRITION DURING 2024
• TWO OFFICERS- MEDICAL RETIREMENTS
• ONE OFFICER- SERVICE RETIREMENT
ANTICIPATED ATTRITION FOR 2025
• ONE RETIREMENT IS ANTICIPATED THIS YEAR
248

BEAT/PATROL TEAM STRUCTURE
•We have three patrol beats
•Beat 1 covers the West portion of the City
•Beat 2 covers the East portion of the City
•Beat 3 covers the Central portion of the City
•Each beat is aligned to have a fairly even number of
calls for service
249

CALLS FOR SERVICE
We categorize our calls for service by what priority they are.

Calls for service January 1, 2024 through December 31, 2024:
• PRIORITY 1- A call that is an emergency in nature or an in progress crime (2,220 calls) +8%
• PRIORITY 2- A call of urgent nature (3,352 calls) +18% • PRIORITY 3- A non-urgent call/cold reports (14,096 calls) -7% • TOTAL CALLS FOR SERVICE 19,668
250
CALLS FOR SERVICE cont.

FOR REFERENCE HERE ARE THE TOTAL NUMBERS OF
CALLS FOR SERVICE FOR THE PAST FOUR YEARS:
• 2021 27,036
• 2022 25,003 -8% TOTAL CALLS
• 2023 20,048 -20% TOTAL CALLS
• 2024 19,668 -2% TOTAL CALLS
251

KEY STATISTICS
2023 2024
MURDER 2 0 -100%
RAPE 4 8 +100%
D.V. 94 108 +15%
ADW 24 15 -37%
ROBBERY 23 11 -52%
PETTY THEFT 159 100 -37%
COMM. BURG 32 22 -30%
252
KEY STATISTICS cont.
2023 2024
RES. BURG 27 10 -63%
AUTO BURG 48 54 +13%
VEH. THEFT 147 122 -17%
TC PROP 145 123 -15%
TC INJURY 42 53 +26%
TC FATAL 3 1 -66%
DUI 57 49 -14%
253
KEY STATISTICS cont.

TOTALS OF KEY STATISTICS:
2023 807
2024 676
254

TRAFFIC ENFORCEMENT

TRAFFIC CITATIONS
WRITTEN IN 2024:
2,038

TRAFFIC CITATIONS

WRITTEN BY TRAFFIC
UNIT:
1,882
255
TRAFFIC ENFORCEMENT CONT.

TRAFFIC CITATIONS
WRITTEN IN 2023:
561

INCREASE OF TRAFFIC

CITATION

PRODUCTIVITY FROM
2023 - 2024
263%
256
TRAFFIC ENFORCEMENT CONT.

ACTUAL NUMBER OF REPORTED COLLISIONS:
2023 2024
190 177
257

FIREARM RECOVERIES
OAKLEY POLICE OFFICERS SEIZED 36

SEPARATE FIREARMS DURING

CRIMINAL INVESTIGATIONS NETTING
34 ARRESTS DURING 2024.
258

FIREARM RECOVERIES

OFFICER WILLIAMS
9 FIREARMS WITH 9 ARRESTS

OFFICER HERNANDEZ
6 FIREARMS WITH 6 ARRESTS

OFFICER JOHNSON
5 FIREARMS WITH 8 ARRESTS
259

TOTAL ARRESTS

OAKLEY POLICE OFFICERS MADE A
TOTAL OF 462 ARRESTS IN 2024. THE

DEPARTMENT WAS LEAD BY OFFICER
WILLIAMS WITH 73 ARRESTS AND
OFFICER HERNANDEZ WITH 71
ARRESTS.
260

STOLEN VEHICLE RECOVERIES

THE OAKLEY POLICE DEPARTMENT
RECOVERED A TOTAL OF 125 STOLEN
VEHICLES IN 2024. 74 OF THOSE
VEHICLES WERE UNOCCUPIED AND 51

RECOVERED VEHICLES WERE
ASSOCIATED WITH ARRESTS.
261
STOLEN VEHICLE RECOVERIES CONT.

The CHP developed the 10851 Awards Program to
recognize the superior efforts made by CHP and
allied law enforcement personnel who have met
specified criteria toward the reduction of stolen
vehicle crimes. The CHP, in conjunction with the
California State Automobile Association,
presented an estimated 2,009 awards in 1995 to
the more than 170 allied agencies participating in
the 10851 Awards Program.
262
STOLEN VEHICLE RECOVERIES CONT.
263

INVESTIGATIONS

A YEAR OF LEARNING AND PROFESSIONAL

DEVELOPMENT
• TWO OUT OF STATE EXTRADITIONS
• ICAC OPERATION
• SEVERAL SPECIAL PARTNERSHIPS/AGREEMENTS IN PLACE
264
INVESTIGATIONS CONT.

EXTRADITIONS
• DETECTIVES FILED A CASE AGAINST AN IDAHO RESIDENT FOR A COLD

CASE RAPE CASE
• OUR DETECTIVES EXTRADITED THE SUSPECT BACK TO

CALIFORNIA
• DETECTIVES FILED A CASE AGAINST A SUSPECT FOR CHILD

MOLESTATION CHARGES
• OUR DETECTIVES EXTRADITED THE SUSPECT BACK TO

CALIFORNIA FROM NEVADA
265
INVESTIGATIONS CONT.

INTERNET CRIMES AGAINST CHILDREN (ICAC)
• ICAC MISSION- IDENTIFY, APPREHEND & PROSECUTE INTERNET SEXUAL

PREDATORS
• WE HOSTED A FOUR DAY OPERATION THAT INCLUDED THE DA’s

OFFICE, FBI, HIS, USSS & LOCAL AGENCIES
• 11 ARRESTS WERE MADE
• 3 OF THOSE ARRESTS INVOLVED PEOPLE WHO WERE IN
“POSITIONS OF TRUST”
266
INVESTIGATIONS CONT.

SPECIAL PARTNERSHIPS/AGREEMENTS
• IN 2024 WE ESTABLISHED PARTNERSHIPS & AGREEMENTS WITH THE

FOLLOWING AGENCIES
• BUREAU OF ALCOHOL, TOBACCO & FIREARMS
• FIREARM EVIDENCE DATABASE
• UNITED STATES SECRET SERVICE
• ELECTRONIC DEVICE EVIDENCE EXTRACTION SUPPORT
• TRANSPORTATION SECURITY ADMINISTRATION
• EXTRADITIONS
267
INVESTIGATIONS CONT.

SPECIAL PARTNERSHIPS/AGREEMENTS
• HOMELAND SECURITY INVESTIGATIONS
• CHILD EXPLOITATION
• CYBER CRIME
• FINANCIAL CRIME
• HUMAN SMUGGLING
• HUMAN TRAFFICKING
268
2024 ACCOMPLISHMENTS
• Changed our badges and color scheme
to help celebrate the 25th anniversary of
Oakley becoming a City
• Hired three sworn officers
• Hired a total of three recruits to go
through the academy
• Identified in-house instructors to teach
critical and mandatory skills
• Defensive tactics
• Arrest & Control
• Active Shooter
• First Aid/CPR
• Sergeant Morris became
our first SLI graduate
• Officer Radcliffe was sworn
in as a Deputy US Marshal
• PSA Jurkiewicz is recognized
as a subject matter expert
on laws related to Sex
Registrants
• Officers Burton & Horn are
recognized as Basic
Academy Instructors
269
2024 TRAINING
• Officers were sent away to 55 courses
• Officers completed 18 in-house courses
• Officers took 175 California Peace Officer
Standards and Training (POST) courses:

Driving Use of Force
Defensive Tactics CPR/First Aid
Firearms
270

ENFORCEMENT TRENDS

IN THE OPERATIONS DIVISION WE ARE SEEING A CONTINUED

TREND OF THE FOLLOWING TYPES OF ARRESTS
• STOLEN VEHICLE ARRESTS
• PROACTIVE TRAFFIC ENFORCEMENT
• TRAFFIC PURSUITS
• ARRESTS/RECOVERIES OF ILLEGAL

WEAPONS
271
PROPOSITION 36
“HOMELESSNESS, DRUG ADDICTION & THEFT REDUCTION ACT”
• PASSED BY VOTERS WITH AN OVERWHELMING
68% MAJORITY VOTE
• ADDS NEW CRIMES TO THE PENAL CODE
• DESIGNED TO “FIX” THE ISSUES WITH PROP. 47
(2014), WHICH WEAKENED LAWS, WHICH LEAD TO

WEAKENED PROSECUTION STANDARDS
272
PROPOSITION 36 CONT.
• INCREASES PUNISHMENT FOR SOME DRUG &

THEFT RELATED CRIMES
• CREATES TREATMENT-FOCUSED SENTENCING FOR

SOME DRUG RELATED CRIMES
• PROVIDES AN OPPORTUNITY TO SEEK MURDER

CHARGES AGAINST PEOPLE WHO SELL/PROVIDE

ILLEGAL DRUGS TO OTHERS
273
PROPOSITION 36 CONT.
• RETURNS SOME CRIMES BACK TO THE
CLASSIFICATION OF ‘FELONY’ THAT HAD BEEN
RECLASSIFIED AS MISDEMEANORS UNDER PROP.
47 • THEFTS OF LESS THAN $950 IF THE SUSPECT HAS

TWO OR MORE PREVIOUS CONVICTIONS FOR

SHOPLIFTING, BURGLARY OR CARJACKING
274
PROPOSITION 36 CONT.
• LENGTHENS SOME FELONY SENTENCES
• PROP 36 ALLOWS FOR FELONY SENTENCING, UP
TO 3 YEARS, FOR THEFTS OR DAMAGE OF

PROPERTY IF THREE OR MORE PEOPLE

COMMITTED THE CRIME TOGETHER
275
PROPOSITION 36 CONT.
• REQUIRES SOME FELONIES BE SERVED IN PRISON
• PROP 36 ALLOWS FOR LENGTHENED SENTENCING

FOR THE SELLING OF FENTANYL, HEROIN,

COCAINE & METHAMPHETAMINE, AND THE

SENTENCES HAVE TO BE DONE IN PRISON

DEPENDING ON THE AMOUNT OF DRUGS SOLD
276
CHALLENGES FOR 2024

FENTANYL ISSUES

STOLEN VEHICLE ENFORCEMENT

SIDESHOW MITIGATION

HOMELESS POPULATION ISSUES

PURSUIT MANAGEMENT
277
QUESTIONS OR FEEDBACK?

CHIEF OF POLICE

PAUL BEARD
[email protected]
278

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: February 11, 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
279

STAFF REPORT
CITY HALL 2 | 3231 Main Street, Oakley, CA 94561
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.
280

STAFF REPORT
CITY HALL 3 | 3231 Main Street, Oakley, CA 94561
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, there 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 housing.

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 PLAN
The applicant submitted a conceptual plan (See Figure 2) which helps to visualize how a project under the proposed designation may look. The plan shows 60 singlefamily 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. 281

STAFF REPORT
CITY HALL 4 | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US Figure 2 – Conceptual Plan

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 on to the City Council. The 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 comments and stated that they did not support the increased density proposed as part of this application. This item was originally scheduled to go before the Council on January 14, 2025, but was continued to February 11, 2025, at the request of the applicant.
282

STAFF REPORT
CITY HALL 5 | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US Assessment
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. Figure 3 illustrates the existing and proposed land use designations in context with existing surrounding land use designations.

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.
283

STAFF REPORT
CITY HALL 6 | 3231 Main Street, Oakley, CA 94561
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.

Requested City Council Feedback
This is an advisory hearing only. There is no process to approve a project through this work session. The City Council is requested to provide feedback to the applicant on the Preliminary General Plan Amendment. Examples of such feedback may include, but not be limited to, comments on the preliminary land use designation proposed, thoughts on the conceptual plan attached to the Staff Report, and whether there is interest in considering an application for the requested project.

Attachments

1. Vicinity Map

2. Notice of Work Session

3. Conceptual Plan

4. Existing and Proposed Land Use Designations
284
Vicinity Map
Cedarwood Estates Preliminary General Plan Amendment (PA 03-24) Oakley, CA 94561 APNs: 041-030-032, and -033, and -041
285
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.

Staff Note: Work Session continued to date certain (February 11, 2025) by City Council on January 14, 2025.
286
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'
287
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
288
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
289
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'
290
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
291
Existing Proposed
292