Oakley City Council
May 13, 2025

DRAFT MEMORANDUM OF UNDERSTANDING
Development of a Contra Costa Resilient Shoreline Plan
through the Ocean Protection Council Senate Bill 1 Grant Program This Memorandum of Understanding for the Development of a Contra Costa Resilient Shoreline Plan through the Ocean Protection Council Senate Bill 1 Grant Program (“MOU”) is entered into and effective this _____ day of _________________, 2025 (“Effective Date”) by and among the City of Antioch (“Antioch”), Contra Costa County (“County”), City of Hercules (“Hercules”), City of Martinez (“Martinez”), City of Oakley (“Oakley”), City of Pinole (“Pinole”), City of Pittsburg (“Pittsburg”), City of San Pablo (“San Pablo”). Each of the foregoing parties to this MOU is sometimes referred to herein as a “Party,” and are sometimes collectively referred to herein together as the “Parties.” Antioch, Hercules, Martinez, Oakley, Pinole, Pittsburg, and San Pablo are sometimes referred to together herein as the “Cities,” and each individually as a “City.”
Recitals
A. In 2021, Governor Gavin Newsom signed Senate Bill 1 (“SB 1”) into law, which directs the State to provide funding to local and regional governments to develop sea level rise adaptation plans and implementation projects. In 2022, the California Air Resources Board awarded $37.5 million dollars to the California Ocean Protection Council (“OPC”) to support the implementation of SB 1. In the Budget Act of 2023, OPC received an additional $54.5 million for the continued implementation of SB 1. The State FY 24-25 Budget maintained $77 million in funding for OPC’s SB 1 Sea Level Rise Adaptation Planning Grant Program (“SB 1 Grant Program”), which aims 347

to provide funding for coastal communities to develop consistent sea level rise adaptation plans and projects to build resilience to sea level rise along the entire coast of California and the San Francisco Bay.

B. On October 7, 2023, Senate Bill 272 (“SB 272”) was approved by Governor Newsom, which requires local governments lying, in whole or in part, within the jurisdiction of the San Francisco Bay Conservation and Development Commission (“BCDC”) to develop a subregional San Francisco Bay shoreline resiliency plan on or before January 1, 2034. The subregional plan must include use of the best available science, a vulnerability assessment that includes efforts to ensure equity for at-risk communities, sea level rise adaptation strategies and recommended projects, identification of lead planning and implementation agencies, and a timeline for updates.

Local governments with subregional plans approved by BCDC will be prioritized for implementation funding. SB 272 also requires BCDC to establish guidelines for the preparation of the subregional plans on or before December 31, 2024. BCDC adopted the Regional Shoreline Adaptation Plan to comply with SB 272 requirements at its December 5, 2024, meeting.

C. In March 2024, the County submitted an application to OPC’s SB 1 Grant Program to support the preparation of the Contra Costa Resilient Shoreline Plan, a sea level rise adaptation plan to ensure the County’s compliance with SB 272. The County intends to coordinate with cities along the County’s shoreline that are vulnerable to sea level rise impacts. The County’s application included a budget allocation for Local Government Subcontractors to support the participation of these cities in the development of the Contra Costa Resilient Shoreline Plan. At OPC’s June 4, 2024, meeting, OPC approved the authorization to disburse up to $1,499,285 to Contra Costa County for the Contra Costa Resilient Shoreline Plan.
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D. The Parties wish to collaborate on the development of the Contra Costa Resilient Shoreline Plan to ensure consistency across local plans, robust engagement of all shoreline communities in the planning process, and collaborative implementation efforts. The Parties recognize that the key to success in adapting to sea level rise will be the coordination of activities across jurisdictional boundaries through collaborative development of the Contra Costa Resilient Shoreline Plan, which each Party may consider using, as it determines to be appropriate, to comply with SB 272.

E. The Parties wish to memorialize their commitments by means of this MOU.

Understandings

1. Term. The term of this MOU begins on the Effective Date, which shall occur upon execution of this MOU by all eight of the Parties, and this MOU shall remain in full force and effect until the earliest of the following events: (i) April 30, 2027, (ii) the date upon which the Parties submit all completed SB 1 grant deliverables to OPC, or (iii) the date upon which the Parties then party to the MOU execute a document jointly terminating the provisions of this MOU. An individual Party’s obligations under this MOU terminate when the Party withdraws from the MOU in accordance with Section 3.

2. Development of the Contra Costa Resilient Shoreline Plan a. Cities to Become Local Government Subcontractors. The County is the direct grantee from OPC. As such, the County is the fiscal agent for grant funds and will manage all contracts with subcontractors, including a community engagement partner subcontractor, technical subcontractor, and local government subcontractors. The County is leading the development of the Contra Costa Resilient Shoreline Plan and will, therefore, be involved in all subtasks described in the SB 1 Grant Workplan approved by OPC. A copy of that 349

approved SB 1 Grant Workplan is attached hereto as Exhibit A. \County responsibilities include but are not limited to leading the community engagement partner and technical subcontractor request for qualifications processes; developing project planning materials (e.g., Project Roadmap, Stakeholder Inventory, Community Education and Engagement Plan); providing input on the strategic update of existing vulnerability assessments; convening the Resilient Shoreline Coalition (“RSC”); consulting with stakeholders (e.g., local government subcontractors, RSC, local tribes, BCDC, Contra Costa Resilient Shoreline Committee); preparing for and conducting community workshops; providing input on the Contra Costa Resilient Shoreline Plan; and preparing materials for grant reporting. Each City agrees to participate in the subtasks for local government subcontractors described in the SB 1 Grant Workplan approved by OPC. Each City’s responsibilities described in the SB 1 Grant Workplan include but are not limited to supporting a minimum of five community workshops (e.g., identifying stakeholders to invite and assisting in organizing, promoting, and co-hosting workshops); reviewing one or more drafts of the Contra Costa Resilient Shoreline Plan to ensure compatibility with city planning requirements (e.g., general plans and climate action plans); reviewing other grant deliverables as capacity allows; attending Resilient Shoreline Coalition meetings (maximum of four per year); and ongoing coordination to evaluate progress for grant reporting. All deliverables described in the SB 1 Grant Workplan must be completed no later than April 30, 2027.
b. Single Contra Costa Resilient Shoreline Plan. Through their joint and coordinated efforts under this MOU, the Parties will collaborate to develop a single Contra Costa Resilient Shoreline Plan that, at a minimum, satisfies the requirements of the 350

SB 1 grant agreement with OPC. The Contra Costa Resilient Shoreline Plan must be drafted in a manner that preserves, and does not purport to supersede, the land use authority of each Party within that Party’s jurisdiction. Unless the Parties later agree otherwise, it is intended that the Contra Costa Resilient Shoreline Plan will be implemented by each Party within its respective jurisdiction only if that Party chooses to adopt the Contra Costa Resilient Shoreline Plan following its completion. The Parties that adopt the final Contra Costa Resilient Shoreline Plan will coordinate their implementation of the Contra Costa Resilient Shoreline Plan.

Notwithstanding anything to the contrary herein, nothing pre-commits any Party to adopting the Contra Costa Resilient Shoreline Plan.
c. Cooperation of Efforts. Each Party will designate staff who will endeavor to develop the Contra Costa Resilient Shoreline Plan and other SB 1 grant deliverables in an expeditious manner in accordance with the terms of this MOU. d. Financing. The County, as the awardee, will be the fiscal agent for all funds allocated under the SB 1 Grant Program. The funds allocated for local government subcontractors within the OPC SB 1 grant budget approved by OPC will be shared equally among the Cities. In consideration for each City’s performance of its obligations under this MOU in connection with developing the Contra Costa Resilient Shoreline Plan and other SB 1 grant deliverables, the County will reimburse each City in the amount of $6,775 once every six months during the term of this MOU. Provided, however, that a City shall not be entitled to any further reimbursement under this Section upon its withdrawal from this MOU, or upon the termination of this MOU, whichever occurs first. 351

Notwithstanding anything to the contrary herein, the total of all County payments under this Section to any City shall not exceed $27,100 during the term of this MOU.
e. Approval of the Contra Costa Resilient Shoreline Plan. The Parties agree that the Contra Costa Resilient Shoreline Plan will become effective for the unincorporated areas of Contra Costa County upon its approval and adoption by the Contra Costa County Board of Supervisors, which shall be within its sole discretion to approve. The Contra Costa Resilient Shoreline Plan will not become effective as to any City unless and until the plan is approved by that City’s City Council, which shall be within its sole discretion to approve. This agreement does not prevent any City or third party from using the Contra Costa Resilient Shoreline Plan, or any portion of it, as that City or third party determines in order to comply with SB 272.

3. Withdrawal. Any Party shall have the ability to withdraw from this MOU by providing sixty (60) days advance written notice of its intention to withdraw. Said notice shall be given to each of the other Parties.
a. A withdrawal shall not terminate, or relieve the withdrawing Party from, any express contractual obligation to another Party to this MOU or to any third party incurred or encumbered prior to the withdrawal.
b. In the event of a Party’s withdrawal, this MOU shall continue in full force and effect among the remaining Parties.
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4. CEQA. Nothing in this MOU commits any Party to undertake any future discretionary actions referenced in this MOU, including but not limited to adopting the Contra Costa Resilient Shoreline Plan. The Plan will not be adopted by any agency until the adopting party complies with the California Environmental Quality Act and the National Environmental Policy Act.

5. Books and Records. Each Party shall have access to and the right to examine any of the other Party’s pertinent books, documents, papers, or other records (including, without limitation, records contained on electronic media) relating to the performance of that Party’s obligations pursuant to this Agreement, providing that nothing in this paragraph shall be construed to operate as a waiver of any applicable privilege and provided further that nothing in this paragraph shall be construed to give any Party rights to inspect the other Party’s records in excess of the rights contained in the applicable provisions of the California Public Records Act and Contra Costa County Better Government Ordinance.

6. General Provisions
a. Authority. Each signatory of this MOU represents that they are authorized to execute this MOU on behalf of the Party for which they sign. Each Party represents that it has legal authority to enter into this MOU and to perform all of its obligations under this MOU.
b. Amendment. This MOU may be amended or modified only by a written instrument executed by each of the Parties to this MOU.
c. Jurisdiction and Venue. This MOU shall be governed by and construed in accordance with the laws of the State of California, except for its conflicts of law 353

rules. Any suit, action, or proceeding brought under the scope of this MOU shall be brought and maintained to the extent allowed by law in the County of Contra Costa, California.
d. Headings. The paragraph headings used in this MOU are intended for convenience only and shall not be used in interpreting this MOU or in determining any of the rights or obligations of the Parties to this MOU.
e. Construction and Interpretation. This MOU has been arrived at through negotiations and each Party has had a full and fair opportunity to revise the terms of this MOU. As a result, the normal rule of construction that any ambiguities are to be resolved against the drafting Party shall not apply in the construction or interpretation of this MOU.
f. Entire Agreement. This MOU constitutes the entire agreement of the Parties with respect to the subject matter of this MOU and supersedes any prior oral or written agreement, understanding, or representation relating to the subject matter of this MOU.
g. Partial Invalidity. If, after the date of execution of this MOU, any provision of this MOU is held to be illegal, invalid, or unenforceable under present or future laws effective during the term of this MOU, such provision shall be fully severable.

However, in lieu thereof, there shall be added a provision as similar in terms to such illegal, invalid, or unenforceable provision as may be possible and be legal, valid, and enforceable.
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h. Waivers. Waiver of any breach or default hereunder shall not constitute a continuing waiver or a waiver of any subsequent breach either of the same or of another provision of this MOU and forbearance to enforce one or more of the remedies provided in this MOU shall not be deemed to be a waiver of that remedy. i. Necessary Actions. Each Party agrees to execute and deliver additional documents and instruments and to take any additional actions as may be reasonably required to carry out the purposes of this MOU.
j. Compliance with Law. In performing their respective obligations under this MOU, the Parties shall comply with and conform to all applicable laws, rules, regulations, and ordinances.
k. Third Party Beneficiaries. This MOU shall not create any right or interest in any non-Party or in any member of the public as a third-party beneficiary. l. Counterparts. This MOU may be executed in one or more counterparts, each of which shall be deemed to be an original, but all of which together shall constitute but one and the same instrument.
m. Notices. All notices, requests, demands or other communications required or permitted under this MOU shall be in writing unless provided otherwise in this MOU and shall be deemed to have been duly given and received on: (i) the date of service if served personally on the Party to whom notice is to be given at the address(es) provided below, (ii) on the first day after mailing, if mailed by Federal Express, U.S. Express Mail, or other similar overnight courier service, postage prepaid, and addressed as provided below, or (iii) on the third day after mailing if 355

mailed to the Party to whom notice is to be given by first class mail, registered or certified, postage prepaid, addressed as follows:

City of Antioch
City Manager
P.O. Box 5007
Antioch, CA 94531-5007
Telephone: (925) 779-7011
Facsimile: (925) 779-7003
Contra Costa County
Director, Department of Conservation and Development
30 Muir Road
Martinez, CA 94553
Phone (925) 674-7866
City of Hercules
City Manager
111 Civic Drive
Hercules, CA 94547
Telephone: (925) XXX-XXXX
Facsimile: (925) XXX-XXXX
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City of Martinez
City Manager
525 Henrietta Street
Martinez, CA 94553
Telephone: (925) 372-3500
City of Oakley
Joshua McMurray, City Manager
3231 Main Street
Oakley, CA 94561
Telephone: (925) 625-7000
Facsimile: (925)
City of Pinole
City Manager
2131 Pear Street
Pinole, CA 94564
Telephone: (925) XXX-XXXX
Facsimile: (925) XXX-XXXX
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City of Pittsburg
City Manager
65 Civic Avenue
Pittsburg, CA 94565
Telephone: (925) XXX-XXXX
Facsimile: (925) XXX-XXXX
City of San Pablo
City Manager
1000 Gateway Avenue
San Pablo, CA 94806
Telephone: (925) XXX-XXXX
Facsimile: (925) XXX-XXXX
A courtesy copy of any notice may be given by facsimile or email, but such courtesy copy shall not be a substitute for providing notice in the manner required by this section. A Party may change its address for notices by given written notice to the other Parties in accordance with this Section at least five days before the new address becomes effective. 358

CITY OF ANTIOCH
By: ______________________________________ Date: ____________________ Name, Position
APPROVED AS TO FORM:

By: ______________________________________ Date: ____________________ Name, Position

CONTRA COSTA COUNTY
By: ______________________________________ Date: ____________________ John Kopchik, Director of
Conservation and Development
APPROVED AS TO FORM:

Thomas L. Geiger, County Counsel
By: ______________________________________ Date: ____________________ Assistant County Counsel

CITY OF HERCULES
By: ______________________________________ Date: ____________________ Name, Position
APPROVED AS TO FORM:
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By: ______________________________________ Date: ____________________ Name, Position

CITY OF MARTINEZ
By: ______________________________________ Date: ____________________ Michael Chandler, City Manager
APPROVED AS TO FORM:

By: ______________________________________ Date: ____________________ Teresa Highsmith

CITY OF OAKLEY
By: ______________________________________ Date: ____________________ Joshua McMurray, City Manager
APPROVED AS TO FORM:

By: ______________________________________ Date: ____________________ Derek Cole, City Attorney

CITY OF PINOLE
By: ______________________________________ Date: ____________________ Name, Position
APPROVED AS TO FORM:
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By: ______________________________________ Date: ____________________ Name, Position

CITY OF PITTSBURG
By: ______________________________________ Date: ____________________ Name, Position
APPROVED AS TO FORM:

By: ______________________________________ Date: ____________________ Name, Position

CITY OF SAN PABLO
By: ______________________________________ Date: ____________________ Name, Position
APPROVED AS TO FORM:

By: ______________________________________ Date: ____________________ Name, Position
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C0227101
Contra Costa County
Contra Costa Resilient Shoreline Plan
CNRA OPC WP 001 Page 1 of 10
State of California Natural Resources Agency
Ocean Protection Council
Grantee Name: Contra Costa County
Project Title: Contra Costa Resilient Shoreline Plan
Agreement Number: C0227101
Term of Agreement: Upon Approval through June 30, 2027
Project Summary:

Sea level rise is projected to accelerate over the next century. Without preparation and planning, increased sea levels will result in increased temporary and permanent inundation of the Contra Costa shoreline with no regard for jurisdictional boundaries. To address this cross-jurisdictional hazard, Contra Costa County will develop the Contra Costa Resilient Shoreline Plan (Plan) for the county’s entire shoreline inclusive of incorporated city and unincorporated county jurisdictional boundaries.

The Plan will be built upon an extensive community participatory engagement and visioning campaign and shaped by robust input from local agencies and stakeholders through the Resilient Shoreline Coalition. The Plan will include adaptation pathways and implementation actions at a more granular level than what has been developed previously through larger regional efforts, exploring natural and constructed infrastructure improvements. Other key components of the project include a strategic update to the county’s existing vulnerability assessments to align with the 2024 State of California Sea Level Rise (SLR) Guidance and the San Francisco Bay Conservation and Development Commission’s (BCDC) Regional Shoreline Adaptation Plan (RSAP) Guidelines, recommendations for potential land use planning changes, identification of partnership needs for implementation, alignment with local and regional plans, financing strategies, and metrics. The Plan will embody a community-driven vision centered on the values and priorities of environmental justice communities for the future of Contra Costa’s shoreline and chart an equitable path forward towards priority shoreline adaptation projects.

Objective:

The development of the Contra Costa Resilient Shoreline Plan will build capacity and provide a strong foundation for Contra Costa County’s efforts to proactively prepare for Docusign Envelope ID: 9FEF4542-C609-452B-9E4E-34B711567A31 362
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and respond to the impacts of sea level rise. This will be accomplished by updating existing vulnerability assessments with best available science, engaging the community throughout the plan development process to build buy-in which will support Plan implementation, and strengthening relationships among responsible agencies working together to develop the Plan for the whole Contra Costa shoreline. This will result in a Plan anchored in contributions from shoreline agencies, tribal representatives, and environmental justice communities that will be shovel-ready for Plan implementation.

This project is consistent with OPC Strategic Plan Objective 1.1 to build resiliency to sea-level rise, coastal storms, erosion, and flooding; Objective 2.1 to enhance engagement with tribes; and Objective 2.2 to enhance engagement with underserved communities.

Project Tasks and Deliverables:

Task 1: Develop Project Roadmap and Conduct Inventory
Subtask
1A:

Identify and onboard community engagement partner subconsultant(s) to help develop the Community Education and Engagement Plan, guide the development of and facilitate community workshops, provide outreach support, and inform the overall participatory community engagement process. The County, with input from Contra Costa Resilient Shoreline Coalition (RSC) members, will develop the scope of work, request for proposal/qualifications (RFP/RFQ), and selection process for community engagement partner subconsultant(s) to support the project team. The County will put out the RFP/RFQ, select the community engagement partner subcontractor(s), and contract with the community engagement partner subcontractor(s).

Deliverable: • Community Engagement Partner Subconsultant(s) Request for Proposal/Qualifications
• Contracted Community Engagement Partner Subconsultant(s) Subtask
1B:

Identify and onboard technical subconsultant(s) to perform strategic update to vulnerability assessments, participate in community workshops, and develop adaptation pathway options. The County, with input from RSC members, will develop the scope of work, RFP/RFQ, and selection process for technical subconsultant(s) to support the project team. The County will put out the RFP/RFQ, select the technical subcontractor(s), and contract with the technical subcontractor(s).

Deliverable: • Technical Subconsultant(s) Request for Proposal/Qualifications • Contracted Technical Subconsultant(s)
Subtask
1C:

Develop project roadmap and establish project team. The County will host a kickoff meeting with community engagement partner subcontractor(s) and local government subcontractors to co-develop a Docusign Envelope ID: 9FEF4542-C609-452B-9E4E-34B711567A31 363
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project roadmap that will guide the Contra Costa Resilient Shoreline Plan (Plan) project development process. Local government subcontractors are intended to include cities along the County’s shoreline with vulnerability to sea level rise impacts and may include the Cities of Antioch, Hercules, Martinez, Oakley, Pinole, Pittsburg, and San Pablo.

Deliverable: • Project Roadmap
Subtask
1D:

Perform strategic update of existing vulnerability assessments and ensure alignment with OPC and BCDC sea level rise guidelines. The technical subcontractor(s) will conduct a thorough review of existing plans and vulnerability assessments to determine additional areas of focus or information gaps to include in a strategic update to the existing vulnerability assessments. The technical subcontractor(s) will perform a strategic update to merge existing vulnerability assessments and ensure the updated vulnerability assessment aligns with the Community Visioning and Vulnerability Assessment criteria identified in OPC’s Phase 1 SLR Adaptation Criteria and BCDC’s RSAP Guidance.

Deliverable: • Updated Vulnerability Assessment reviewed by BCDC Task 2: Develop Community Shoreline Vision
Subtask
2A:

Develop shoreline agency inventory. County GIS staff will develop an inventory of land use agencies and property owners who own floodvulnerable parcels.

Deliverable • Stakeholder Inventory
Subtask
2B:

Consult and connect with local tribes along the shoreline. The County will share the Plan development process and consult with tribes about how they would like to be engaged in the Plan development process based on capacity and interest.

Deliverable • List of tribal contacts
Subtask
2C:

Convene RSC to assess stakeholder capacity. The County will invite land use agencies, property owners, and interested stakeholders identified by community engagement partner subcontractor(s) and local government subcontractors to an RSC meeting. Together, participants at the RSC meeting will create an inventory assessing each stakeholder’s level of readiness and current capacity to collaborate on and engage in sea level rise efforts. The County, in consultation with the RSC, will use the capacity inventory to define stakeholder roles and responsibilities. The RSC will develop processes and criteria to ensure local perspectives and lived experiences are centered and that community members, especially those representing environmental Docusign Envelope ID: 9FEF4542-C609-452B-9E4E-34B711567A31 364
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justice (EJ) and tribal communities, are empowered to guide the scope of the Plan development.

Deliverable: • Capacity Inventory
• Stakeholder Roles and Responsibilities Document
• Signed Agreement between the County and local government subcontractors
Subtask
2D:

Develop the Community Education and Engagement Plan. The County will work primarily with community engagement partner
subcontractor(s) and in consultation with the RSC on the Community Education and Engagement Plan. The plan will be built upon work community organizations are already doing in parts of Contra Costa County to ensure more stakeholders are informed, activated, and engaged. The County, in consultation with the RSC and project team, will identify the scale at which the community education, visioning, and resulting adaptation pathway workshops should occur, whether this be at the operational landscape unit (OLU) scale or a larger or smaller length of the shoreline. The Community Education and Engagement Plan development process will also identify additional engagement methods such as participation in existing community group meetings and asynchronous engagement activities such as surveys or selfguided exercises. This Community Education and Engagement Plan will be the comprehensive baseline plan for engagement and further tailored to identify specific existing community groups and appropriate engagement strategies to use when conducting workshops.

Deliverable • Community Education and Engagement Plan
Subtask
2E:

Determine metrics of success and community champions. The RSC will identify Key Performance Indicators that will be tracked and reported on to measure success. The RSC will invite community champions, with emphasis from those representing EJ and/or tribal communities, to participate in education and engagement workshops.

Services such as translation and childcare will be provided to ensure stakeholders are supported through the duration of the education and engagement workshop series.

Deliverable: • Key Performance Indicators
• List of community champions
Subtask 2F: Develop community education and engagement workshops. The County will consult with the RSC, community engagement partner subcontractor(s), local government subcontractor(s), and technical subcontractor(s) to develop a series of introductory, level-setting educational workshops that will increase community leaders’ understanding of sea level rise and general approaches to adaptation Docusign Envelope ID: 9FEF4542-C609-452B-9E4E-34B711567A31 365
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and resilience. The community engagement partner subcontractor(s) and technical subcontractor(s) will co-design the materials for the workshop. The community engagement partner subcontractor(s) will create a capacity building toolbox of outreach and engagement elements that will increase community members’ understanding of sea level rise and familiarity with approaches to adaptation and resilience.

Deliverable: • Workshop Curriculum (e.g. Outreach materials, meeting slides and other meeting materials)
• Capacity-building toolbox
Subtask
2G:

Conduct education and engagement workshops to establish community vision for the shoreline. The County and its community engagement partner subcontractor(s) and technical subcontractor(s) will engage communities to explore potential ways the community could adapt to sea level rise through a series of education and engagement workshops, which may include approximately seven workshop series, each consisting of 3 workshops with around 20 participants per workshop. Workshop activities could include surveys, interactive exercises, field trips, and other appropriate activities.

Through participatory engagement and consensus-building exercises, workshop participants will establish a community vision for the shoreline. Workshop participants will establish what goals, priorities, criteria, and values will be needed to achieve the shoreline vision. This goal-setting exercise will inform the adaptation pathway prioritization and selection process. Community members who participate in the workshops and provide input on the local shoreline vision, captured in workshop summary documents, will be eligible to receive a stipend for their contribution. Community engagement partner subcontractor(s) and local government subcontractors will be invited to outreach to their communities and participate in these workshops. Special consideration will be given to ensure that EJ communities’ perspectives are centered and woven into all workshop work products. Community engagement partner subcontractor(s) will be responsible for distributing stipends to community workshop participants. The technical subcontractor(s) will create community profiles that will include key takeaways from the community education and engagement workshops including goals, priorities, and values and document the community’s vision for the shoreline.

Deliverable: • Vision Workshop participant sign-in sheets • Vision Workshop Series Summary
o Document responses capturing stakeholder feedback on
local shoreline vision;
o Document how responses are incorporated or considered for incorporation into the draft local shoreline vision Docusign Envelope ID: 9FEF4542-C609-452B-9E4E-34B711567A31 366
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• Community vision for a resilient shoreline informed by local shoreline vision workshops.
• Community profiles
Task 3: Write the Contra Costa Resilient Shoreline Plan Subtask
3A:

Co-create community-preferred adaptation pathways through adaptation pathways workshop series. The County and the community engagement partner subcontractor(s), technical subcontractor(s), and local government subcontractors will involve all stakeholders through a subsequent series of adaptation pathway workshops, which may include approximately seven workshops, with around 30 community participants per workshop, focused on adaptation pathways and triggers. These workshops will provide all stakeholders space to review, provide input on, prioritize, and rank preferred potential adaptation pathways based upon criteria identified in the community education and engagement workshop series. Community members who participate in reviewing draft adaptation pathways and provide feedback on adaptation options will be eligible to receive a stipend for their contribution. Adaptation pathway workshops will be informed by technical subcontractor(s) who will design short- and long-term adaptation pathway options for stakeholders to assess based on feasibility, desirability, and the community’s established vision for the shoreline. The community engagement partner subcontractor(s) will be responsible for distributing stipends to community workshop participants to compensate them for their engagement in the workshop series.

Deliverable: • Adaptation Pathways Workshop participant sign-in sheets • Adaptation Pathways Workshop Summary
o Document responses capturing stakeholder feedback on
local adaptation pathways;
o Document how responses are incorporated or considered for incorporation into the draft pathways and Plan
• Summary of community-selected adaptation pathways
Subtask
3B:

Write the draft Plan. The County and the technical subcontractor(s) will use the priorities, criteria, community vision for the shoreline, adaptation pathways, and updated vulnerability assessments to write the draft Plan. The Plan will include the community’s preferred adaptation pathways and triggers based on feedback collected during the adaptation pathways workshop series, implementation strategies/actions, and funding mechanisms to sustain planning, partnership, and Plan implementation.

Deliverable • Draft Plan reviewed by BCDC
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Subtask
3C:

Share the draft Plan with stakeholders and identify priority projects.

The County will share the draft plan with BCDC to confirm that the draft Plan is consistent with OPC and BCDC’s guidelines. The County and RSC, in consultation with the technical subconsultant(s), will work with appropriate state and regional agencies to ensure the identified adaptation pathways and triggers are compatible with guidelines and eligible for state, regional, and federal funding to further implementation. The County will present the draft Plan to stakeholders engaged during the Plan development process through a presentation series. The presentation series will be used to confirm the community’s vision for the shoreline is accurately integrated into the Plan and that agencies are made aware of their potential role in implementing or complementing the Plan. The County, in consultation with the technical subconsultant(s) and RSC, will use the feedback to refine the set of community-selected adaptation pathways and prioritize projects based on feasibility. Factors that could affect feasibility could include community support, financial opportunity, adaptation/resilience effect, and/or land ownership. The RSC will begin to explore roles, responsibilities, and potential governance structures among existing agencies that will be needed to implement the priority projects. The County will work with the RSC to develop a framework for monitoring the implementation of the Plan. The County will facilitate conversations with the RSC to explore and define the relationship between the Plan and other local, regional, and sector-specific plans.

Deliverable: • Summary of feedback from stakeholder presentations • Plan governance and implementation framework
Subtask
3D:

Hold a Plan Review Community Workshop. The County will work with all project subcontractors to convene a series of Plan Review Workshops, which may include approximately seven workshops with around 30 community participants per workshop, to engage, ground truth, and report back to community leaders and stakeholders about the outcomes of the presentation series. The County and the project subcontractors will collect responses to the presentation series feedback to further refine the adaptation pathways and triggers and identify community priorities for next steps. Community members who participate in the workshops and provide feedback on the draft Plan will be eligible to receive a stipend. The community engagement partner subcontractor(s) will be responsible for distributing stipends to community workshop participants.

Deliverable: • Plan Review Workshop Summary
o Document responses capturing stakeholder feedback on
draft Plan;
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o Document how responses are incorporated or considered for incorporation into the draft Plan
Subtask
3E:

Prepare the final Contra Costa Resilient Shoreline Plan. The County will take the feedback received during the presentations and workshops to finalize the Plan with the assistance of the project subcontractor team, community stakeholders, and RSC. The final Plan will include a refined list of community-supported prioritized projects with funding strategies and governance structures. The County will take the revised Plan to the Contra Costa Resilient Shoreline Committee to recommend for adoption by the Contra Costa County Board of Supervisors.

Deliverable: • Final Plan
Task 4: Grant Management, Reporting, Evaluation, and Coordination Subtask
4A:

Prepare and deliver quarterly progress reports and invoices to OPC.

Deliverable: • Progress Reports
• Invoices
Subtask
4B:

Coordinate with BCDC. The County will meet and coordinate with BCDC as needed, including inviting BCDC staff to workshops and RSC meetings, sharing progress reports, and requesting BCDC staff to review draft documents including the draft Contra Costa Resilient Shoreline Plan.

Deliverable: • Coordination Meetings with BCDC; Meeting date and participant list will be documented in quarterly progress reports
Accessibility:

All public-facing products will be produced in accordance with California Department of Rehabilitation guidelines pursuant to https://dor.ca.gov/Home/WebAccessibilityToolkit.

County staff involved in grant execution and project development will oversee overall accessibility requirements and ensure all partners and subcontractors are aware of accessibility requirements. In the Request for Proposal solicitation, County staff will include language calling out the accessibility requirement and require respondents to include detail about their experience and capability to assist with producing reports and other public-facing deliverables in accordance with the California Department of Rehabilitation guidelines.

Docusign Envelope ID: 9FEF4542-C609-452B-9E4E-34B711567A31 369
C0227101
Contra Costa County
Contra Costa Resilient Shoreline Plan
CNRA OPC WP 001 Page 9 of 10
Project Timeline:
2025
Task Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1 2
3 4
2026
Task Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1 2
3 4
2027
Task Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1 2
3 4
Project Budget:

Task 1 Task 2 Task 3 Task 4 Total
Personnel $8,100 $100,125 $189,000 $40,000 $337,225
Subaward(s)* $90,350 $366,750 $687,460 - $1,144,560
Materials - $17,500 - - $17,500
Task Total $98,450 $484,375 $876,460 $40,000 $1,499,285 Agreement Total: $1,499,285
* This budget reflects $345,260 allocated to community engagement subconsultant(s), with $119,500 designated for community participation stipends ($100 per person per workshop), consistent with Tasks 2G, 3A, and 3D. This may include stipends for those engaged to attend Board of Supervisors and City Council meeting presentations on the Contra Costa Resilient Shoreline Plan.

Personnel Breakdown:

Docusign Envelope ID: 9FEF4542-C609-452B-9E4E-34B711567A31 370
C0227101
Contra Costa County
Contra Costa Resilient Shoreline Plan
CNRA OPC WP 001 Page 10 of 10
Title Maximum Hourly Rate
Principal Planner – B $428.82 (Including Fringe, 27.86%) Principal Planner – A $429.70 (Including Fringe, 27.86%) Planner III $353.66 (Including Fringe, 28.44%)
Planner II $282.74 (Including Fringe, 30.06%)
Planner I $246.02 (Including Fringe, 31.08%)
Agreement Contacts:

Grantee: Contra Costa County
Contact Name: Ryan Hernandez
Contact Number: (925) 655-2919
Contact Address: 30 Muir Road
Contact Email:

Martinez, CA 94553
[email protected]
California Natural
Resources
Ocean Protection Council
Contact Name: Megan Williams
Contact Number: (916) 653-5656
Contact Address: 715 P Street, 20th Floor
Sacramento, CA 95814
Contact Email: [email protected]
Docusign Envelope ID: 9FEF4542-C609-452B-9E4E-34B711567A31 371
RE: Contractor and Grantee Compliance with Economic Sanctions Imposed in Response to Russia’s Actions in Ukraine
Dear Grantee/Contractor,
On March 4, 2022, Governor Gavin Newsom issued Executive Order N-6-22 (EO) regarding sanctions in response to Russian aggression in Ukraine. The EO is located at https://www.gov.ca.gov/wp-content/uploads/2022/03/3.4.22-Russia-Ukraine-ExecutiveOrder.pdf.

The EO directs all agencies and departments that are subject to the Governor’s authority to take certain immediate steps, including notifying all contractors and grantees of their obligations to comply with existing economic sanctions imposed by the U.S. government in response to Russia's actions in Ukraine, as well as any sanctions imposed under state law.

This correspondence serves as a notice under the EO that as a contractor or grantee, compliance with the economic sanctions imposed in response to Russia’s actions in Ukraine is required, including with respect to, but not limited to, the federal executive orders identified in the EO and the sanctions identified on the U.S. Department of the Treasury website (https://home.treasury.gov/policy-issues/financial-sanctions/sanctions-programs-and-countryinformation/ukraine-russia-related-sanctions). Failure to comply may result in the termination of contracts or grants, as applicable.

Please note that for any agreements or grants valued at $5 million or more, a separate notification will be sent outlining additional requirements specified under the EO.

Sincerely,
Grantee/Contractor acknowledgement of receipt.

Signature Date
Name
Title
DocuSign Envelope ID: D1CB60B1-2DCF-47BC-9349-1CAF740AB831 Docusign Envelope ID: 9FEF4542-C609-452B-9E4E-34B711567A31 John Kopchik
Director, Department of Conservation and Development
372
373
374
RESOLUTION NO. -25

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY APPROVING A

MEMORANDUM OF UNDERSTANDING FOR THE DEVELOPMENT OF A CONTRA

COSTA RESILIENT SHORELINE PLAN THROUGH THE OCEAN PROTECTION COUNCIL SENATE BILL 1 GRANT PROGRAM (“MOU”) AND AUTHORIZING THE

CITY MANAGER TO EXECUTE THE MOU
WHEREAS, in March of 2024, Contra Costa County (“County”) submitted an application to the California Ocean Protection Commission (“OPC”) Senate Bill 1 Grant Program to support preparation of the Contra Costa Resilient Shoreline Plan (“Plan”); and WHEREAS, prior to the County’s application submittal, the City of Oakley provided a letter of support to the Governor’s Office of Planning and Research for the County’s application; and
WHEREAS, at OPC’s June 4, 2024, meeting, OPC approved the authorization to disburse up to $1,499,285 to Contra Costa County for the Plan; and WHEREAS, the City of Oakley has interest in participating as a Local Government Subcontractor through execution of a Memorandum of Understanding for the Development of the Plan through the Ocean Protection Council Senate Bill 1 Grant Program (the “MOU”) by and among the City of Antioch, Contra Costa County, City of Hercules, City of Martinez, City of Oakley, City of Pinole, City of Pittsburg, and City of San Pablo.

NOW, THEREFORE, BE IT RESOLVED THAT, the City Council of the City of Oakley hereby approves, and authorizes the City Manager to execute, the MOU.

PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on this 13th day of May 2025 by the following vote:

AYES:

NOES:

ABSENT:

ABSTENTION:

APPROVED:

Shannon Shaw, Mayor Date
ATTEST:

Kim Snodgrass, City Clerk Date
375

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: May 13, 2025
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director/City Engineer SUBJECT: Adoption of a Resolution to Establish Special Speed Zones for Specific City Streets
Background and Analysis
The California Vehicle Code (CVC) requires that all speed limits in excess of 25 miles per hour be established on the basis of an engineering and traffic survey conducted in accordance with procedures adopted by Caltrans if they are to be enforceable by the use of police radar. These special speed zone surveys are required to be updated every seven (7) years to continue the use of radar enforcement by police officers. New speed survey data was collected in December 2024 for preparation of the special speed zone surveys used to establish the speed limits recommended in the attached resolution.

In general, the speed limit of a roadway is set at the nearest five mile per hour interval where eighty-five percent of the vehicles travel at or below the speed, known as the 85th percentile or critical speed, the speed that 85% of vehicles drive at or below that speed. Based on the engineering survey the speed limit can be adjusted downward depending on the physical characteristics of the road, such as abrupt changes in horizontal and/or vertical alignment, and pavement width, so as to enhance its safety.

In order for speeding violations to be enforceable in court the Police Department must have current speed zone certifications on file at the courthouse.

The recommended speed limits contained in the attached resolution reflect the current traffic conditions on Sellers Avenue, Vintage Parkway, and Live Oak Avenue. The recommended speed limits include maintaining the existing posted speed limits on Sellers Avenue, Vintage Parkway, and Live Oak Avenue. Adoption of these speed limits will allow enforcement by the use of Police radar.

The recommended speed limits shown in the attached resolution are based on an analysis of the traffic survey data and engineering and traffic studies. Adoption of the attached resolution will approve the recommendations and traffic order of the City Engineer establishing the speed limits on the listed streets consistent with the California Vehicle Code and the City’s Municipal Code.

All traffic surveys used for development of the traffic order were prepared in accordance with the standards adopted by Caltrans. A copy of the surveys, along with Approved and
Forwarded to the
City Council
376

STAFF REPORT
City of Oakley | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us a copy of the approved resolution, will be maintained in the Public Works and Engineering files, with a copy in the Police Department and a copy delivered to the Contra Costa County Traffic Court.

Consistency with the Oakley Strategic Plan 27+
This action is consistent with the Oakley Strategic Plan 27+ under the Community Health and Safety goal to provide safe streets. The adopted speed limits for these roadway sections allow the Police Department’s Traffic Enforcement Team to enhance enforcement by having an approved Engineering and Traffic Survey Report to enforce the required speed limits in our roadway network.

Fiscal Impact
Additional signs will be installed as needed to increase motorist’s awareness of the speed limit and to advise about radar enforcement. The cost of any replacement necessary is included in the current Public Works operations budget.

Staff Recommendation
Staff is recommending that the City Council adopt a resolution to approve the speed zones being recommended by the City Engineer as a result of the 2025 Technical Memorandum for Engineering and Traffic Survey in the City of Oakley, California prepared by TJKM Transportation Consultants. All segments studied will remain at the current posted speed limit.

Attachments

1. Resolution

2. Technical Memorandum for Engineering and Traffic Survey 377
RESOLUTION NO. XX-25

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY ADOPTING A

TRAFFIC ORDER OF THE CITY ENGINEER ESTABLISHING SPEED LIMITS WHEREAS, in December of 2024, the City Engineer had engineering and traffic surveys conducted for purposes of establishing prima facie speed limits on specific Oakley City streets; and
WHEREAS, on April 24, 2025, a Technical Memorandum for Engineering and Traffic Survey was prepared by TJKM Transportation Consultants outlining the findings of the speed surveys and the recommendations to speed limits on certain roadway segments; and
WHEREAS, based on the Engineering and Traffic Survey report, the following listed streets and speed limits are recommended by the City Engineer.

Street___________ Limits____________
Speed Limit
__(mph)__
Study
Date_____
Sellers Avenue E. Cypress Road to Northern
Limits
35 12/10/2024
Vintage Parkway Big Break Road to Walnut
Meadows Drive
30 12/10/2024
Live Oak Avenue Neroly Road to Laurel Road 35 12/10/2024 NOW THEREFORE, the City Council of the City of Oakley hereby resolves to approve the recommendations and Traffic Order of the City Engineer as listed above.

PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on the 13th day of May 2025 by the following vote:

AYES:

NOES:

ABSENT:

ABSTENTIONS:

APPROVED:
___________________
Shannon Shaw, Mayor
378
ATTEST:
____________________ ___________________
Kim Snodgrass, City Clerk Date
379
CALIFORNIA | FLORIDA | TEXAS
Corporate Office 4305 Hacienda Drive, Suite 550, Pleasanton, CA 94588 925.463.0611 www.TJKM.com

TECHNICAL MEMORANDUM
This technical memorandum contains engineering and traffic surveys for three corridors in the City of Oakley, California. Any recommended speed limit changes, are in accordance with the State of California regulations and guidelines. CVC Section 40802 requires that Engineering and Traffic Survey (E&TS) for speed limits should be conducted at least once every seven or 14 years based on established criteria.

TJKM has been tasked to evaluate the speed study for the following roadway segments.

1. Sellers Avenue between W Cypress Road and the north end of the segment.

2. Vintage Parkway between Big Break Road and Walnut Meadows Drive.

3. Live Oak Avenue between Neroly Road and Laurel Road.

The California State Legislature sets in place the regulations for California speed limits and the California Vehicle Code (CVC) places these regulations into language used primarily for enforcement purposes. These guidelines help in establishing speed limits that are uniform throughout the state. Speed limits are established primarily for protecting the public from the behavior of reckless, unreliable, or dangerous drivers. Speed limits are generally established at or near the 85th percentile speed. The 85th percentile speed, also referred to as the critical speed, is defined as the speed at or below which 85 percent of traffic is moving in free flow conditions. Speed limits established on this basis conform to the consensus of those who drive on the roadways as to what speed is reasonable and safe under normal driving conditions. Figure 1 illustrates the various speed limit signs for different zones and roadways.

Date: April 24, 2025
To: Billilee Saengchalern, P.E., T.E.

Engineering Manager
3231 Main Street
Oakley, CA 94561
Office: 925-625-7154
Email: [email protected]
From: Nayan Amin, TE
President, TJKM
Sandeep Paparaju, TE
Senior Project Manager, TJKM
Subject: Technical Memorandum for Engineering and Traffic Survey in the City of Oakley, California.
380
2 Figure 1: Types of Speed Limits
Source: FHWA
Many factors influence drivers and their perception of the safe speed at which to operate a vehicle.

These factors should be considered as a whole because it is not practical to consider each individually.

The design and physical characteristics of the roadway place limitations on the safe operating speed of vehicles. These characteristics include:
• Roadway geometrics, shoulder condition, grade, alignment, and sight distance • Roadside development, zoning, and environment
• Parking practices
• Bicycle and pedestrian activity
• Driveway density
• Signalized or stop-controlled intersections
• Rural, residential or developed areas
381
3 Relevant California Vehicle Code Sections
Applicable California Vehicle Code (CVC) Code sections for conducting an E&TS are summarized below:

CVC SECTION 235 – BUSINESS DISTRICT: An area in which at least 50 percent of the properties are used for business for a minimum distance of 400 feet on one side or 300 feet on both sides of a highway.

CVC SECTION 515 – RESIDENCE DISTRICT: An area outside of the Business District along a highway that has a minimum of 13 separate dwelling units on one side, or 16 on both sides within a distance of a quarter mile.

CVC SECTION 627 – ENGINEERING AND TRAFFIC SURVEY: A survey of highway and traffic conditions in accordance with methods determined by the California Department of Transportation (Caltrans) for use by state and local authorities, which shall include consideration of prevailing speeds as determined by traffic engineering measurements, collision records, and highway, traffic, and roadside conditions not readily apparent to the driver. Local authorities may also consider residential district density (as defined in Section 515) and pedestrian and bicyclist safety.

CVC SECTION 22349 – MAXIMUM SPEED LIMITS: Provides that no person shall drive a vehicle upon a highway at a speed greater than 65 mph. An exception to this, as stated in CVC Section 22356, is that Caltrans may increase the speed and these increases can only be made after consultation with the California Highway Patrol (CHP) and based on an engineering and traffic survey. Even if the maximum speed is raised, certain vehicles are still not permitted to be driven over 55 mph. These are listed below:
• Motor trucks having three or more axles or any truck towing another vehicle • Passenger vehicles towing other vehicles
• School buses transporting school pupils
• Farm labor vehicles transporting passengers
• Vehicles transporting explosives
CVC SECTION 22350 – BASIC SPEED LAW: Provides that no person shall drive a vehicle upon a highway at a speed greater than is reasonable or prudent having due regard for weather, visibility, the traffic on, and the surface and width of, the highway, and in no event at a speed which endangers the safety of persons or property. In other words, a driver violates the basic speed law if he or she is driving at unsafe speeds, even if that speed is lower than the posted regulatory speed limit sign.

CVC SECTION 22351 – SPEED LAW VIOLATIONS: States that the speed of any vehicle upon a highway not in excess of the limits specified in CVC Section 22352 or established as authorized in the CVC is lawful unless clearly proved to be in violation of the Basic Speed Law. This same section also states that the speed of any vehicle upon a highway in excess of the prima facie speed limits in CVC 382
4 Section 22352 or established as authorized in the CVC is unlawful unless the defendant establishes by competent evidence that the speed in excess of said limits did not constitute a violation of the Basic Speed Law at the time, place and under the conditions then existing.

CVC SECTION 22352 – PRIMA FACIE SPEED LIMITS: Establishes prima facie speed limits for local roads and streets. The term “prima facie”, as used in the CVC, is a speed limit that applies when no other specific speed limit is posted. It is a Latin term meaning “at first face” or “at first appearance”. It is also defined as “first view” and “before investigation”. Prima facie evidence is evidence sufficient to establish fact, or to raise presumption of fact, unless rebutted. These speed limits shall be applicable unless changed as authorized in the CVC and, if so changed, only when signs have been erected giving notice thereof. It sets two speed limits covering six classes of location.

A speed limit of 15 mph applies at railroad crossings, at uncontrolled highway intersections with obstructed views, and on alleys. A speed limit of 25 mph applies on any highway other than State highways in any business or residence district, unless a different limit is established by procedures described in the CVC. The 25 mph limit also applies in school zones.

CVC SECTION 22357 (INCREASE OF LOCAL SPEED LIMITS TO 65 MPH) AND CVC SECTION 22358 (DECREASE OF LOCAL SPEED LIMITS): Authorizes local authorities to establish prima facie speed limits on streets and roads under their jurisdiction, on the basis of an engineering and traffic survey.

CVC SECTION 22358.3 (DECREASE ON NARROW STREETS) AND CVC SECTION 22358.4 (DECREASE OF LOCAL LIMITS NEAR SCHOOLS OR SENIOR CENTERS): Authorizes local agencies to reduce prima facie speed limits to 20 or 15 mph on narrow streets (with roadway width less than 25 feet), school zones, or senior centers on the basis of engineering and traffic surveys.

CVC SECTION 22358.5 – DOWNWARD SPEED ZONING: Physical conditions such as width, curvature, grade, and surface conditions, or any other condition readily apparent to a driver, in the absence of other factors, would not require special downward speed zoning.

CVC SECTION 22358.6 – ROUNDING OF SPEED LIMITS: Authorizes local agencies to round speed limits to the nearest five miles per hour of the 85th percentile speed of the free-flowing traffic. In cases where the 85th percentile speed results in rounding up to the nearest five-mile per hour increment, the local authority may round the speed limit down to the lower five-mile per hour increment. Local authorities may additionally lower the speed limit as provided by CVC Section 22358.7 and CVC Section 22358.8.

CVC SECTION 22358.7 – 5 MPH SPEED LIMIT REDUCTION: Authorizes local agencies to reduce the speed limit by an additional 5 mph if the portion of highway has been designated as a “safety corridor,” as defined in the California Manual on Uniform Traffic Control Devices (CA MUTCD), or if the portion of highway is adjacent to any land or facility that generates high concentrations of bicyclists or pedestrians, especially those from vulnerable groups such as children, senior, persons with disabilities, and the unhoused.
383
5 The procedure of rounding speed limits according to CVC Section 22358.6 and CVC Section 22358.7 is tabulated in Table 1.

Table 1: Examples of Applicability of Rounding and Speed Limit Reductions on Local Agency Roadways 85th-Percentile
Speed (mph)
Rounding to
nearest 5 mph
increment
(CVC 22358.6(a))
If rounding to
nearest is up, may
round down
(CVC 22358.6(c))
If rounding to
nearest is down,
may additionally
lower by 5 mph
(CVC 22358.6(b))
If safety corridor or
adjacent to high
concentration of
bicyclists & pedestrians,
may additionally lower
by 5 mph
(CVC 22358.7)

47.5-50.0 50 45 No 40

45.1-47.4 45 No 40 35

42.5-45.0 45 40 No 35

40.1-42.4 40 No 35 30
Source: 2014 CA MUTCD, Revision 7, Table 2B-104(CA)
Table 2: Safety Corridor Definition Requirements
Category Factors
Crash Weighting Factors to Develop One
Serious/Fatal Injury Safety Corridor
Crash weighting can be developed using fatal and serious injury crash data and other factors to prioritize safety corridors.

Suggested weighting factors are as follows:
• Crash severity: Fatal Crashes, Serious Injury Crashes • Mode: Pedestrian-bicycle related crashes,
vehicle/other
• Disadvantaged Community Status: MPO/RTPA or
locally defined disadvantaged community status based
on most current version of CalEnviroScreen
• Vulnerable Populations: Seniors (age 65 and older)
and Youth (under age 15) based on the American
Community Survey
• School proximity (within 0.25 miles) based on the
California School Campus Database
Crash Density
Each roadway segment block can be converted into ~ 0.25 mile overlapping "corridor" segments to create a consistent unit of measurement and assess the concentration of linear patterns of injuries within a define[d] distance. The highest scoring (i.e. most fatal and serious injury crashes per mile) "corridor" segments within a street needs to be identified and an
appropriate threshold set to determine safety corridor eligibility.

Maintenance
The jurisdiction can establish a review and re-evaluation frequency for safety corridors. However, such frequency need not exceed seven years.

Source: 2014 CA MUTCD, Revision 7, Table 2B-105(CA)
384
6 Table 3: Land Uses and Facilities that Generate High Concentrations of Bicyclists and/or Pedestrians Category Generator
Land Use
Employment centers
Presence of retail
Parks, multi-use trails, and recreational destinations
Schools/universities
Senior Centers
Cultural areas, entertainment space areas, or areas of community significance
Religious facilities
Health/medical facilities
Transit Factors Transit stops
Transit Oriented Developments/Transit Priority Areas
Presence of Pedestrian/Bicyclist Infrastructure
Sidewalk presence
Crosswalk presence
Bikeway presence
Nearby signalized intersections on four-way intersections Presence of micromobility devices such as bicycles or scooters Demographic Factors
Presence of vulnerable groups including children, seniors, persons with disabilities, users of personal assistive mobility devices, and the unhoused
MPO/RTPA or locally defined disadvantaged community status Presence of students (all levels)
Local Data Need identified in a safety analysis such as a road safety audit or formalized planning document such as a local road safety plan Source: 2014 CA MUTCD, Revision 7, Table 2B-106(CA)
CVC SECTION 22358.8 – RETAINMENT OF LOCAL SPEED LIMIT: Authorizes local agencies to retain an existing speed limit on a portion of highway if it was established in a previous E&TS with a speed limit certification sheet and if a registered traffic engineer has determined that no additional generalpurpose lanes have been added to the portion of highway since completion of the previous E&TS.

CVC SECTION 40802 (A)(2) – PRIMA FACIE SPEED LIMITS: Provides that prima facie speed limits established under CVC Sections 22352(b)(1), 22354, 22357, 22358, and 22358.3 may not be enforced by radar unless the speed limit has been justified by an engineering and traffic survey within the last five years. This CVC section does not apply to a local street, road or school zone.

CVC SECTION 40802 (B) – PRIMA FACIE SPEED LIMITS: For purposes of this section, a local street or road is one that is functionally classified as "local" on the "California Road System Maps," that are approved by the Federal Highway Administration and maintained by the Department of Transportation. When a street or road does not appear on the "California Road System Maps," it may 385
7 be defined as a "local street or road" if it primarily provides access to abutting residential property and meets the following three conditions:
• Roadway width of not more than 40 feet.
• Not more than one-half of a mile of uninterrupted length. Interruptions shall include official traffic control signals as defined in CVC Section 445.
• Not more than one traffic lane in each direction.
386
8 Data Collection
The speed surveys involve the use of radar guns to collect sample speeds on selected street segments.

Radar (spot speed) surveys were conducted on Tuesday, December 10, 2024 on days with fair weather, clear visibility, and dry pavement conditions. The survey locations were selected where the prevailing speeds were representative of the entire street segment. Table 4 presents the speed survey summary with existing speed limits, median speed, critical speed, 10-mile pace speed, and the percentage of vehicles observed within pace. The radar (spot speed) survey is contained in Appendix A.

TJKM collected average daily traffic (ADT) counts for all study segments on Tuesday, December 10, 2024, by conducting tube counts along the segments. The ADT counts are available in Appendix A.

TJKM obtained collision data from Statewide Integrated Traffic Records System (SWITRS) for five years from January 2019 to December 2023. Raw collision data is contained in Appendix B.

Table 4: Speed Survey Summary
No. Street Survey
Limits
Existing
Speed Limit
(mph)
No. of
Speed Data
Collected
Median
Speed
(mph)
85th Percentile
"Critical" Speed
(mph)
10-
mph
Pace
Percent
w/in
Pace
1 Sellers
Avenue
E Cypress
Road to
North End
35 142 38 42 33-42 81%
2 Vintage
Parkway
Big Break
Road to
Walnut
Meadows
Drive
30 134 33 37 28-37 79%
3 Live Oak
Avenue
Neroly
Road to
Laurel
Road
35 150 36 40 32-41 85%
387
9 Traffic Collision Data
Collisions reported at study segments were obtained from the Statewide Integrated Traffic Records System (SWITRS) database for a period of five years from January 2019 to December 2023. Collision rates are a significant factor in determining the appropriate speed limits.

Table 5 summarizes the type and the total number of collisions for all study segments. Table 6 summarizes the collision rates for the study segments in comparison with the statewide averages. 388
10 Table 5: 5-Year Collision Summary from January 2019 to December 2023 Based on five-year collision data (January 2019 to December 2023) from SWITRS Head-On Sideswipe Rear
End Broadside Hit Object Overturned Auto/Ped Other Fatal Severe Injury Other
Visible
Injury
Injury:

Complaint
of Pain
Property
Damage
Only
1 Sellers
Avenue
E Cypress Road
to North End 3 0 0 1 2 0 0 0 0 0 0 1 2 0
2 Vintage
Parkway
Big Break Road
to Walnut
Meadows Drive
0 0 0 0 0 0 0 0 0 0 0 0 0 0
3 Live Oak
Avenue
Neroly Road to
Laurel Road 3 1 0 0 2 0 0 0 0 0 1 0 2 0
Collision Severity
No. Street Survey Limits
Total No.
of
Collisions
Collision Type
389
11 Table 6: Segment Collision Rates Analysis
No. Street Survey Limits No. of
Collisions
Segment
Collision
Rate
State Average
Collision
Rate (2022)
Less than State
Average?
1 Sellers
Avenue
E Cypress Road to North
End 3 1.09 0.84 No
2 Vintage
Parkway
Big Break Road to Walnut
Meadows Drive 0 0.00 1.25 Yes
3 Live Oak
Avenue Neroly Road to Laurel Road 3 1.44 0.74 No
Bold indicates collision rates higher than Caltrans’ Statewide Average Collision rates (2022) Based on five-year collision data (January 2019 to December 2023) R = 1000000*A/(365*L*T*ADT)
R = Observed collision rate; # of acc./mil. vehicle
A = Number of collisions over study period
L = Length of the corridor
T = Total number of years over which segment accidents were collected; January 2014 to December 2023 = 10.0 years ADT = Average Daily Traffic along the study segment
390
12 Speed Limit Recommendations
The setting of speed limits requires a rational and defensible procedure to maintain the confidence of the public and legal systems. Speed limit determinations rely on the premise that a reasonable speed limit is one that conforms to the actual behavior of the majority of drivers; one will be able to select a speed limit that is both reasonable and effective by measuring drivers' speeds.

Speed limits that are set near the 85th percentile speed of free-flowing traffic are safer and produce less variance in vehicle speeds. Because of this, the 85th percentile is used to establish the upper limit of operating speeds that are considered reasonable and prudent. In addition, setting the speed limit arbitrarily low often makes violators of a disproportionate number of drivers, does not facilitate the orderly movement of traffic, and requires constant enforcement to maintain compliance.

The guidelines from the California Manual for Setting Speed Limits published by Caltrans (Rev. January 2024) were followed in this study. The speed limit recommendations are proposed for three street segments in the study based on the above discussed guidelines and speed data analysis. The speed limit for each study segment was recommended after determining the average speed, the 85th percentile speed, the pace speed, and considering other significant factors such as existing land use, roadway design characteristics and collision rates. TheError! Reference source not found. Appendix C presents the recommended speed limit certifications of the traffic survey analysis, which include prevailing speed data, collision history, traffic factors, and roadway conditions. The recommended speed limit for each street segment is also shown with a comment on the rationale for the recommendation.

Table 7: Recommended Speed Limit
No. Street Survey Limits
Existing
Speed
Limit
(mph)
85th
Percentile
Speed
(mph)
Recommended
Speed Limit
(mph)
Changes to
Existing Speed
Limit
(mph)
1 Sellers
Avenue
E Cypress Road to
North End 35 42 35 0
2 Vintage
Parkway
Big Break Road to
Walnut Meadows
Drive
30 37 30 0
3 Live Oak
Avenue
Neroly Road to Laurel
Road 35 40 35 0
For Sellers Avenue, from E Cypress Road to the northern end of the segment, the 85th percentile speed was 42 mph. According to California Vehicle Code (CVC) Section 22358.6(a), the speed limit should be rounded to the nearest 5 mph, which results in a 40 mph speed limit. However, based on CVC Section 22358.7 and considering factors such as a high collision rate, the presence of sidewalks and crosswalks 391
13 (as per CA-MUTCD, Table 2B-106), the speed limit should be further reduced by 5 mph, bringing it to 35 mph.

Vintage Parkway, between Big Break Road and Walnut Meadows Drive, has an 85th percentile speed of 37 mph. In accordance with CVC Section 22358.6(a), the speed limit should be rounded to the nearest 5 mph, resulting in a 35 mph limit. Additionally, in accordance with CVC Section 22358.7 and considering factors such as the presence of a school, sidewalk, and crosswalk (which contribute to pedestrian and bicycle activity, as per CA-MUTCD Table 2B-106), the speed limit should be further reduced by 5 mph, resulting in a recommended speed limit of 30 mph.

For Live Oak Avenue, from Neroly Road to Laurel Road, the 85th percentile speed is 40 mph. According to CVC Section 22358.6(a), the speed limit is rounded to the nearest 5 mph, resulting in a 40 mph limit.

Based on CVC Section 22358.7, considering the high collision rate, the presence of a church, sidewalk, crosswalk, (which contribute to pedestrian and bicycle activity, as per CA-MUTCD Table 2B-106), the speed limit is further reduced to 35 mph.

Conclusion
The speed survey was conducted and recommended speed limits based on California Vehicle Code and California Manual on Uniform Traffic Control Devices (CA MUTCD). Following are the recommended speed limits for the three study segments – • Sellers Avenue – 35 mph
• Vintage Parkway – 30 mph
• Live Oak Avenue – 35 mph
392
14 APPENDIX A: AVERAGE DAILY TRAFFIC COUNTS AND RADAR (SPOT

SPEED) SURVEY SHEETS
393
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_001
#1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 00:00 0 12 2 0 0 0 0 0 0 0 0 0 0 14 0 4 0 0 0 0 0 0 0 0 0 0 0 4 0 16 2 0 0 0 0 0 0 0 0 0 0 18 01:00 0 5 0 0 0 0 0 0 0 0 0 0 0 5 0 5 2 0 0 0 0 0 0 0 0 0 0 7 0 10 2 0 0 0 0 0 0 0 0 0 0 12 02:00 0 5 0 0 0 0 0 0 0 0 0 0 0 5 0 10 0 0 0 0 0 0 0 0 0 0 0 10 0 15 0 0 0 0 0 0 0 0 0 0 0 15 03:00 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 10 0 0 1 0 0 0 0 0 0 0 0 11 0 11 0 0 1 0 0 0 0 0 0 0 0 12 04:00 0 2 1 0 0 0 0 0 0 0 0 0 0 3 0 50 7 0 1 0 0 0 1 0 0 0 0 59 0 52 8 0 1 0 0 0 1 0 0 0 0 62 05:00 0 4 0 0 1 0 0 0 0 0 0 0 0 5 0 67 15 0 1 0 0 0 0 0 0 0 0 83 0 71 15 0 2 0 0 0 0 0 0 0 0 88 06:00 0 16 2 2 0 0 0 0 0 0 0 0 0 20 0 77 8 1 1 0 0 0 0 0 0 0 0 87 0 93 10 3 1 0 0 0 0 0 0 0 0 107 07:00 0 24 8 2 0 2 0 2 1 0 0 0 0 39 1 130 19 2 1 0 0 0 0 0 0 0 0 153 1 154 27 4 1 2 0 2 1 0 0 0 0 192 08:00 0 76 13 1 2 0 0 0 0 0 0 0 0 92 0 106 13 0 0 0 0 0 0 0 0 0 0 119 0 182 26 1 2 0 0 0 0 0 0 0 0 211 09:00 0 51 7 0 2 0 0 1 0 0 0 0 0 61 0 82 6 0 1 1 0 1 0 0 0 0 0 91 0 133 13 0 3 1 0 2 0 0 0 0 0 152 10:00 0 52 4 0 0 1 0 0 0 0 0 0 0 57 0 67 8 0 0 1 0 0 0 0 0 0 0 76 0 119 12 0 0 2 0 0 0 0 0 0 0 133 11:00 0 55 11 0 4 2 0 0 0 0 0 0 0 72 0 71 9 0 1 1 0 0 0 0 0 0 0 82 0 126 20 0 5 3 0 0 0 0 0 0 0 154 12:00 0 56 9 0 0 0 0 0 0 0 0 0 0 65 0 72 16 0 2 2 0 0 0 0 0 0 0 92 0 128 25 0 2 2 0 0 0 0 0 0 0 157 13:00 0 74 17 0 1 0 0 0 0 0 0 0 0 92 0 84 15 2 1 0 0 3 1 0 0 0 0 106 0 158 32 2 2 0 0 3 1 0 0 0 0 198 14:00 0 61 12 0 1 0 0 0 0 0 0 0 0 74 0 78 8 1 1 0 0 0 0 0 0 0 0 88 0 139 20 1 2 0 0 0 0 0 0 0 0 162 15:00 0 95 19 0 1 0 0 0 1 0 0 0 0 116 0 104 11 1 0 0 0 0 0 0 0 0 0 116 0 199 30 1 1 0 0 0 1 0 0 0 0 232 16:00 0 111 18 0 3 0 0 0 0 0 0 0 0 132 0 101 14 2 3 0 0 0 0 0 0 0 0 120 0 212 32 2 6 0 0 0 0 0 0 0 0 252 17:00 1 156 22 0 0 0 0 0 0 0 0 0 0 179 0 86 10 0 0 0 0 0 1 0 0 0 0 97 1 242 32 0 0 0 0 0 1 0 0 0 0 276 18:00 0 128 12 0 1 0 0 0 0 0 0 0 0 141 0 63 6 0 0 0 0 0 0 0 0 0 0 69 0 191 18 0 1 0 0 0 0 0 0 0 0 210 19:00 0 84 5 0 1 0 0 0 0 0 0 0 0 90 0 42 3 0 0 0 0 0 0 0 0 0 0 45 0 126 8 0 1 0 0 0 0 0 0 0 0 135 20:00 0 75 6 0 0 0 0 0 0 0 0 0 0 81 0 32 3 0 0 0 0 0 0 0 0 0 0 35 0 107 9 0 0 0 0 0 0 0 0 0 0 116 21:00 0 56 3 0 1 0 0 0 0 0 0 0 0 60 0 24 2 0 1 0 0 0 0 0 0 0 0 27 0 80 5 0 2 0 0 0 0 0 0 0 0 87 22:00 0 35 3 0 0 0 0 0 0 0 0 0 0 38 0 14 2 0 0 0 0 0 0 0 0 0 0 16 0 49 5 0 0 0 0 0 0 0 0 0 0 54 23:00 0 14 0 0 0 0 0 0 0 0 0 0 0 14 0 12 1 0 0 0 0 0 0 0 0 0 0 13 0 26 1 0 0 0 0 0 0 0 0 0 0 27 Totals 1 1,248 174 5 18 5 0 3 2 0 0 0 0 1,456 1 1,391 178 9 15 5 0 4 3 0 0 0 0 1,606 2 2,639 352 14 33 10 0 7 5 0 0 0 0 3,062 % of Totals 0% 86% 12% 0% 1% 0% 0% 0% 100% 0% 87% 11% 1% 1% 0% 0% 0% 100% 0% 86% 11% 0% 1% 0% 0% 0% 100% 00:00 - 12:00 0 303 48 5 9 5 0 3 1 0 0 0 0 374 1 679 87 3 7 3 0 1 1 0 0 0 0 782 1 982 135 8 16 8 0 4 2 0 0 0 0 1156 % 0% 21% 3% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 26% 0% 42% 5% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 49% 0% 32% 4% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 38% Peak Hour 00:00 08:15 08:00 06:30 11:00 06:30 00:00 06:45 06:30 00:00 00:00 00:00 00:00 08:15 06:30 07:15 07:00 06:45 04:15 11:15 00:00 08:30 03:30 00:00 00:00 00:00 00:00 07:15 06:30 07:30 07:30 06:45 11:15 11:15 00:00 06:45 03:30 00:00 00:00 00:00 00:00 07:30 Peak Volume 0 78 13 4 4 2 0 2 1 0 0 0 0 94 1 145 19 3 2 3 0 1 1 0 0 0 0 166 1 201 29 7 6 5 0 2 1 0 0 0 0 233 12:00 - 24:00 1 945 126 0 9 0 0 0 1 0 0 0 0 1082 0 712 91 6 8 2 0 3 2 0 0 0 0 824 1 1657 217 6 17 2 0 3 3 0 0 0 0 1906 % 0% 65% 9% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 74% 0% 44% 6% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 51% 0% 54% 7% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 62% Peak Hour 16:15 17:00 16:15 12:00 16:00 12:00 12:00 12:00 14:15 12:00 12:00 12:00 12:00 17:00 12:00 15:15 12:15 12:30 16:00 12:00 12:00 12:30 12:30 12:00 12:00 12:00 12:00 16:00 16:15 17:00 16:15 12:30 16:00 12:00 12:00 12:30 12:30 12:00 12:00 12:00 12:00 17:00 Peak Volume 1 156 23 0 3 0 0 0 1 0 0 0 0 179 0 106 18 2 3 2 0 3 1 0 0 0 0 120 1 242 37 2 6 2 0 3 1 0 0 0 0 276 07:00 - 09:00 0 100 21 3 2 2 0 2 1 0 0 0 0 131 1 236 32 2 1 0 0 0 0 0 0 0 0 272 1 336 53 5 3 2 0 2 1 0 0 0 0 403 % 0% 7% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 9% 0% 15% 2% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 17% 0% 11% 2% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 13% Peak Hour 07:00 08:00 08:00 07:00 07:45 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:00 08:00 07:00 07:15 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:15 07:00 07:30 07:30 07:00 07:45 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:30 Peak Volume 0 76 13 2 2 2 0 2 1 0 0 0 0 92 1 145 19 2 1 0 0 0 0 0 0 0 0 166 1 201 29 4 2 2 0 2 1 0 0 0 0 233 16:00 - 18:00 1 267 40 0 3 0 0 0 0 0 0 0 0 311 0 187 24 2 3 0 0 0 1 0 0 0 0 217 1 454 64 2 6 0 0 0 1 0 0 0 0 528 % 0% 18% 3% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 21% 0% 12% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 14% 0% 15% 2% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 17% Peak Hour 16:15 17:00 16:15 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:00 17:00 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:30 16:00 16:00 16:00 16:00 16:00 16:15 17:00 16:15 16:00 16:00 16:00 16:00 16:00 16:30 16:00 16:00 16:00 16:00 17:00 Peak Volume 1 156 23 0 3 0 0 0 0 0 0 0 0 179 0 101 14 2 3 0 0 0 1 0 0 0 0 120 1 242 37 2 6 0 0 0 1 0 0 0 0 276 Prepared by National Data & Surveying Services

CLASSIFICATION
Sellers Ave Bet E Cypress Rd & Golden State Pkwy/Riverrock Dr 12/10/2024
Time NORTHBOUND Total SOUTHBOUND Total TOTALS Total

HOURLY BREAKDOWN FHWA

CLASSIFICATION DEFINITIONS
#1 Motorcycles #2 Passenger Cars #3 2-Axle, 4-Tire Single Unit #4 Buses #5 2-Axle, 6-Tire Single Units #6 3-Axle Single Units

STATISTICS
#7 >=4-Axle Single Units
#8 <=4-Axle Single Trailers #9 5-Axle Single Trailers #10 >=6-Axle Single Trailers #11 <=5-Axle Multi-Trailers #12 6-Axle Multi-Trailers #13 >=7-Axle Multi-Trailers 394
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_001
#1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 Prepared by National Data & Surveying Services

CLASSIFICATION
Sellers Ave Bet E Cypress Rd & Golden State Pkwy/Riverrock Dr 12/10/2024
Time NORTHBOUND Total SOUTHBOUND Total TOTALS Total
00:00 0 4 1 0 0 0 0 0 0 0 0 0 0 5 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 5 1 0 0 0 0 0 0 0 0 0 0 6 00:15 0 2 0 0 0 0 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 2 00:30 0 4 1 0 0 0 0 0 0 0 0 0 0 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 1 0 0 0 0 0 0 0 0 0 0 5 00:45 0 2 0 0 0 0 0 0 0 0 0 0 0 2 0 3 0 0 0 0 0 0 0 0 0 0 0 3 0 5 0 0 0 0 0 0 0 0 0 0 0 5 01:00 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 4 0 0 0 0 0 0 0 0 0 0 0 4 0 5 0 0 0 0 0 0 0 0 0 0 0 5 01:15 0 3 0 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0 3 01:30 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 2 0 0 2 0 0 0 0 0 0 0 0 0 0 2 01:45 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 2 0 0 0 0 0 0 0 0 0 0 0 2 02:00 0 3 0 0 0 0 0 0 0 0 0 0 0 3 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 4 0 0 0 0 0 0 0 0 0 0 0 4 02:15 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 1 02:30 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 6 0 6 0 0 0 0 0 0 0 0 0 0 0 6 02:45 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 3 0 0 0 0 0 0 0 0 0 0 0 3 0 4 0 0 0 0 0 0 0 0 0 0 0 4 03:00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0 3 0 3 0 0 0 0 0 0 0 0 0 0 0 3 03:15 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 0 0 1 0 0 0 0 0 0 0 0 3 0 2 0 0 1 0 0 0 0 0 0 0 0 3 03:30 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 2 0 0 0 0 0 0 0 0 0 0 0 2 0 3 0 0 0 0 0 0 0 0 0 0 0 3 03:45 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0 3 0 3 0 0 0 0 0 0 0 0 0 0 0 3 04:00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7 4 0 0 0 0 0 0 0 0 0 0 11 0 7 4 0 0 0 0 0 0 0 0 0 0 11 04:15 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 10 0 0 0 0 0 0 1 0 0 0 0 11 0 11 0 0 0 0 0 0 1 0 0 0 0 12 04:30 0 0 1 0 0 0 0 0 0 0 0 0 0 1 0 14 1 0 1 0 0 0 0 0 0 0 0 16 0 14 2 0 1 0 0 0 0 0 0 0 0 17 04:45 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 19 2 0 0 0 0 0 0 0 0 0 0 21 0 20 2 0 0 0 0 0 0 0 0 0 0 22 05:00 0 1 0 0 1 0 0 0 0 0 0 0 0 2 0 13 3 0 1 0 0 0 0 0 0 0 0 17 0 14 3 0 2 0 0 0 0 0 0 0 0 19 05:15 0 3 0 0 0 0 0 0 0 0 0 0 0 3 0 15 3 0 0 0 0 0 0 0 0 0 0 18 0 18 3 0 0 0 0 0 0 0 0 0 0 21 05:30 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 19 3 0 0 0 0 0 0 0 0 0 0 22 0 19 3 0 0 0 0 0 0 0 0 0 0 22 05:45 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 20 6 0 0 0 0 0 0 0 0 0 0 26 0 20 6 0 0 0 0 0 0 0 0 0 0 26 06:00 0 2 0 0 0 0 0 0 0 0 0 0 0 2 0 23 1 0 1 0 0 0 0 0 0 0 0 25 0 25 1 0 1 0 0 0 0 0 0 0 0 27 06:15 0 3 0 0 0 0 0 0 0 0 0 0 0 3 0 16 4 0 0 0 0 0 0 0 0 0 0 20 0 19 4 0 0 0 0 0 0 0 0 0 0 23 06:30 0 4 1 0 0 0 0 0 0 0 0 0 0 5 0 21 0 0 0 0 0 0 0 0 0 0 0 21 0 25 1 0 0 0 0 0 0 0 0 0 0 26 06:45 0 7 1 2 0 0 0 0 0 0 0 0 0 10 0 17 3 1 0 0 0 0 0 0 0 0 0 21 0 24 4 3 0 0 0 0 0 0 0 0 0 31 07:00 0 0 2 1 0 0 0 0 0 0 0 0 0 3 0 25 4 1 1 0 0 0 0 0 0 0 0 31 0 25 6 2 1 0 0 0 0 0 0 0 0 34 07:15 0 6 2 1 0 2 0 1 1 0 0 0 0 13 1 22 3 0 0 0 0 0 0 0 0 0 0 26 1 28 5 1 0 2 0 1 1 0 0 0 0 39 07:30 0 8 3 0 0 0 0 1 0 0 0 0 0 12 0 31 3 1 0 0 0 0 0 0 0 0 0 35 0 39 6 1 0 0 0 1 0 0 0 0 0 47 07:45 0 10 1 0 0 0 0 0 0 0 0 0 0 11 0 52 9 0 0 0 0 0 0 0 0 0 0 61 0 62 10 0 0 0 0 0 0 0 0 0 0 72 08:00 0 15 3 0 0 0 0 0 0 0 0 0 0 18 0 40 4 0 0 0 0 0 0 0 0 0 0 44 0 55 7 0 0 0 0 0 0 0 0 0 0 62 08:15 0 26 3 1 0 0 0 0 0 0 0 0 0 30 0 19 3 0 0 0 0 0 0 0 0 0 0 22 0 45 6 1 0 0 0 0 0 0 0 0 0 52 08:30 0 14 3 0 2 0 0 0 0 0 0 0 0 19 0 22 2 0 0 0 0 0 0 0 0 0 0 24 0 36 5 0 2 0 0 0 0 0 0 0 0 43 08:45 0 21 4 0 0 0 0 0 0 0 0 0 0 25 0 25 4 0 0 0 0 0 0 0 0 0 0 29 0 46 8 0 0 0 0 0 0 0 0 0 0 54 09:00 0 17 2 0 0 0 0 1 0 0 0 0 0 20 0 27 1 0 0 0 0 0 0 0 0 0 0 28 0 44 3 0 0 0 0 1 0 0 0 0 0 48 09:15 0 19 1 0 0 0 0 0 0 0 0 0 0 20 0 18 2 0 0 1 0 1 0 0 0 0 0 22 0 37 3 0 0 1 0 1 0 0 0 0 0 42 09:30 0 7 1 0 1 0 0 0 0 0 0 0 0 9 0 13 1 0 0 0 0 0 0 0 0 0 0 14 0 20 2 0 1 0 0 0 0 0 0 0 0 23 09:45 0 8 3 0 1 0 0 0 0 0 0 0 0 12 0 24 2 0 1 0 0 0 0 0 0 0 0 27 0 32 5 0 2 0 0 0 0 0 0 0 0 39 10:00 0 10 1 0 0 0 0 0 0 0 0 0 0 11 0 16 2 0 0 0 0 0 0 0 0 0 0 18 0 26 3 0 0 0 0 0 0 0 0 0 0 29 10:15 0 16 1 0 0 0 0 0 0 0 0 0 0 17 0 24 2 0 0 1 0 0 0 0 0 0 0 27 0 40 3 0 0 1 0 0 0 0 0 0 0 44 10:30 0 15 1 0 0 1 0 0 0 0 0 0 0 17 0 12 2 0 0 0 0 0 0 0 0 0 0 14 0 27 3 0 0 1 0 0 0 0 0 0 0 31 10:45 0 11 1 0 0 0 0 0 0 0 0 0 0 12 0 15 2 0 0 0 0 0 0 0 0 0 0 17 0 26 3 0 0 0 0 0 0 0 0 0 0 29 11:00 0 8 2 0 0 0 0 0 0 0 0 0 0 10 0 13 3 0 0 0 0 0 0 0 0 0 0 16 0 21 5 0 0 0 0 0 0 0 0 0 0 26 11:15 0 12 2 0 0 1 0 0 0 0 0 0 0 15 0 22 5 0 0 0 0 0 0 0 0 0 0 27 0 34 7 0 0 1 0 0 0 0 0 0 0 42 11:30 0 14 2 0 2 0 0 0 0 0 0 0 0 18 0 19 0 0 0 1 0 0 0 0 0 0 0 20 0 33 2 0 2 1 0 0 0 0 0 0 0 38 11:45 0 21 5 0 2 1 0 0 0 0 0 0 0 29 0 17 1 0 1 0 0 0 0 0 0 0 0 19 0 38 6 0 3 1 0 0 0 0 0 0 0 48 15-MINUTE BREAKDOWN
395
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_001
#1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 Prepared by National Data & Surveying Services

CLASSIFICATION
Sellers Ave Bet E Cypress Rd & Golden State Pkwy/Riverrock Dr 12/10/2024
Time NORTHBOUND Total SOUTHBOUND Total TOTALS Total
12:00 0 13 1 0 0 0 0 0 0 0 0 0 0 14 0 20 2 0 1 2 0 0 0 0 0 0 0 25 0 33 3 0 1 2 0 0 0 0 0 0 0 39 12:15 0 15 2 0 0 0 0 0 0 0 0 0 0 17 0 22 5 0 0 0 0 0 0 0 0 0 0 27 0 37 7 0 0 0 0 0 0 0 0 0 0 44 12:30 0 12 3 0 0 0 0 0 0 0 0 0 0 15 0 14 3 0 0 0 0 0 0 0 0 0 0 17 0 26 6 0 0 0 0 0 0 0 0 0 0 32 12:45 0 16 3 0 0 0 0 0 0 0 0 0 0 19 0 16 6 0 1 0 0 0 0 0 0 0 0 23 0 32 9 0 1 0 0 0 0 0 0 0 0 42 13:00 0 30 4 0 1 0 0 0 0 0 0 0 0 35 0 17 4 1 0 0 0 1 0 0 0 0 0 23 0 47 8 1 1 0 0 1 0 0 0 0 0 58 13:15 0 17 2 0 0 0 0 0 0 0 0 0 0 19 0 22 4 1 1 0 0 2 1 0 0 0 0 31 0 39 6 1 1 0 0 2 1 0 0 0 0 50 13:30 0 11 6 0 0 0 0 0 0 0 0 0 0 17 0 18 4 0 0 0 0 0 0 0 0 0 0 22 0 29 10 0 0 0 0 0 0 0 0 0 0 39 13:45 0 16 5 0 0 0 0 0 0 0 0 0 0 21 0 27 3 0 0 0 0 0 0 0 0 0 0 30 0 43 8 0 0 0 0 0 0 0 0 0 0 51 14:00 0 12 4 0 0 0 0 0 0 0 0 0 0 16 0 22 4 0 0 0 0 0 0 0 0 0 0 26 0 34 8 0 0 0 0 0 0 0 0 0 0 42 14:15 0 15 2 0 0 0 0 0 0 0 0 0 0 17 0 14 1 1 1 0 0 0 0 0 0 0 0 17 0 29 3 1 1 0 0 0 0 0 0 0 0 34 14:30 0 15 2 0 0 0 0 0 0 0 0 0 0 17 0 23 1 0 0 0 0 0 0 0 0 0 0 24 0 38 3 0 0 0 0 0 0 0 0 0 0 41 14:45 0 19 4 0 1 0 0 0 0 0 0 0 0 24 0 19 2 0 0 0 0 0 0 0 0 0 0 21 0 38 6 0 1 0 0 0 0 0 0 0 0 45 15:00 0 15 6 0 1 0 0 0 1 0 0 0 0 23 0 23 1 1 0 0 0 0 0 0 0 0 0 25 0 38 7 1 1 0 0 0 1 0 0 0 0 48 15:15 0 27 4 0 0 0 0 0 0 0 0 0 0 31 0 33 4 0 0 0 0 0 0 0 0 0 0 37 0 60 8 0 0 0 0 0 0 0 0 0 0 68 15:30 0 26 5 0 0 0 0 0 0 0 0 0 0 31 0 27 4 0 0 0 0 0 0 0 0 0 0 31 0 53 9 0 0 0 0 0 0 0 0 0 0 62 15:45 0 27 4 0 0 0 0 0 0 0 0 0 0 31 0 21 2 0 0 0 0 0 0 0 0 0 0 23 0 48 6 0 0 0 0 0 0 0 0 0 0 54 16:00 0 28 5 0 0 0 0 0 0 0 0 0 0 33 0 25 1 1 0 0 0 0 0 0 0 0 0 27 0 53 6 1 0 0 0 0 0 0 0 0 0 60 16:15 0 28 5 0 0 0 0 0 0 0 0 0 0 33 0 25 4 1 0 0 0 0 0 0 0 0 0 30 0 53 9 1 0 0 0 0 0 0 0 0 0 63 16:30 0 35 3 0 1 0 0 0 0 0 0 0 0 39 0 29 5 0 2 0 0 0 0 0 0 0 0 36 0 64 8 0 3 0 0 0 0 0 0 0 0 75 16:45 0 20 5 0 2 0 0 0 0 0 0 0 0 27 0 22 4 0 1 0 0 0 0 0 0 0 0 27 0 42 9 0 3 0 0 0 0 0 0 0 0 54 17:00 1 36 10 0 0 0 0 0 0 0 0 0 0 47 0 25 1 0 0 0 0 0 0 0 0 0 0 26 1 61 11 0 0 0 0 0 0 0 0 0 0 73 17:15 0 37 2 0 0 0 0 0 0 0 0 0 0 39 0 21 2 0 0 0 0 0 1 0 0 0 0 24 0 58 4 0 0 0 0 0 1 0 0 0 0 63 17:30 0 41 6 0 0 0 0 0 0 0 0 0 0 47 0 22 4 0 0 0 0 0 0 0 0 0 0 26 0 63 10 0 0 0 0 0 0 0 0 0 0 73 17:45 0 42 4 0 0 0 0 0 0 0 0 0 0 46 0 18 3 0 0 0 0 0 0 0 0 0 0 21 0 60 7 0 0 0 0 0 0 0 0 0 0 67 18:00 0 33 5 0 0 0 0 0 0 0 0 0 0 38 0 18 2 0 0 0 0 0 0 0 0 0 0 20 0 51 7 0 0 0 0 0 0 0 0 0 0 58 18:15 0 25 2 0 0 0 0 0 0 0 0 0 0 27 0 15 1 0 0 0 0 0 0 0 0 0 0 16 0 40 3 0 0 0 0 0 0 0 0 0 0 43 18:30 0 40 2 0 0 0 0 0 0 0 0 0 0 42 0 15 1 0 0 0 0 0 0 0 0 0 0 16 0 55 3 0 0 0 0 0 0 0 0 0 0 58 18:45 0 30 3 0 1 0 0 0 0 0 0 0 0 34 0 15 2 0 0 0 0 0 0 0 0 0 0 17 0 45 5 0 1 0 0 0 0 0 0 0 0 51 19:00 0 18 1 0 0 0 0 0 0 0 0 0 0 19 0 13 0 0 0 0 0 0 0 0 0 0 0 13 0 31 1 0 0 0 0 0 0 0 0 0 0 32 19:15 0 18 2 0 0 0 0 0 0 0 0 0 0 20 0 7 2 0 0 0 0 0 0 0 0 0 0 9 0 25 4 0 0 0 0 0 0 0 0 0 0 29 19:30 0 34 1 0 0 0 0 0 0 0 0 0 0 35 0 11 0 0 0 0 0 0 0 0 0 0 0 11 0 45 1 0 0 0 0 0 0 0 0 0 0 46 19:45 0 14 1 0 1 0 0 0 0 0 0 0 0 16 0 11 1 0 0 0 0 0 0 0 0 0 0 12 0 25 2 0 1 0 0 0 0 0 0 0 0 28 20:00 0 20 1 0 0 0 0 0 0 0 0 0 0 21 0 8 0 0 0 0 0 0 0 0 0 0 0 8 0 28 1 0 0 0 0 0 0 0 0 0 0 29 20:15 0 13 1 0 0 0 0 0 0 0 0 0 0 14 0 9 1 0 0 0 0 0 0 0 0 0 0 10 0 22 2 0 0 0 0 0 0 0 0 0 0 24 20:30 0 25 2 0 0 0 0 0 0 0 0 0 0 27 0 6 2 0 0 0 0 0 0 0 0 0 0 8 0 31 4 0 0 0 0 0 0 0 0 0 0 35 20:45 0 17 2 0 0 0 0 0 0 0 0 0 0 19 0 9 0 0 0 0 0 0 0 0 0 0 0 9 0 26 2 0 0 0 0 0 0 0 0 0 0 28 21:00 0 18 0 0 0 0 0 0 0 0 0 0 0 18 0 8 0 0 0 0 0 0 0 0 0 0 0 8 0 26 0 0 0 0 0 0 0 0 0 0 0 26 21:15 0 12 3 0 0 0 0 0 0 0 0 0 0 15 0 6 2 0 0 0 0 0 0 0 0 0 0 8 0 18 5 0 0 0 0 0 0 0 0 0 0 23 21:30 0 7 0 0 0 0 0 0 0 0 0 0 0 7 0 4 0 0 0 0 0 0 0 0 0 0 0 4 0 11 0 0 0 0 0 0 0 0 0 0 0 11 21:45 0 19 0 0 1 0 0 0 0 0 0 0 0 20 0 6 0 0 1 0 0 0 0 0 0 0 0 7 0 25 0 0 2 0 0 0 0 0 0 0 0 27 22:00 0 16 1 0 0 0 0 0 0 0 0 0 0 17 0 3 1 0 0 0 0 0 0 0 0 0 0 4 0 19 2 0 0 0 0 0 0 0 0 0 0 21 22:15 0 5 2 0 0 0 0 0 0 0 0 0 0 7 0 2 0 0 0 0 0 0 0 0 0 0 0 2 0 7 2 0 0 0 0 0 0 0 0 0 0 9 22:30 0 6 0 0 0 0 0 0 0 0 0 0 0 6 0 5 0 0 0 0 0 0 0 0 0 0 0 5 0 11 0 0 0 0 0 0 0 0 0 0 0 11 22:45 0 8 0 0 0 0 0 0 0 0 0 0 0 8 0 4 1 0 0 0 0 0 0 0 0 0 0 5 0 12 1 0 0 0 0 0 0 0 0 0 0 13 23:00 0 5 0 0 0 0 0 0 0 0 0 0 0 5 0 5 0 0 0 0 0 0 0 0 0 0 0 5 0 10 0 0 0 0 0 0 0 0 0 0 0 10 23:15 0 3 0 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0 3 23:30 0 4 0 0 0 0 0 0 0 0 0 0 0 4 0 3 1 0 0 0 0 0 0 0 0 0 0 4 0 7 1 0 0 0 0 0 0 0 0 0 0 8 23:45 0 2 0 0 0 0 0 0 0 0 0 0 0 2 0 4 0 0 0 0 0 0 0 0 0 0 0 4 0 6 0 0 0 0 0 0 0 0 0 0 0 6 Totals 1 1,248 174 5 18 5 0 3 2 0 0 0 0 1,456 1 1,391 178 9 15 5 0 4 3 0 0 0 0 1,606 2 2,639 352 14 33 10 0 7 5 0 0 0 0 3,062 % of Totals 0% 86% 12% 0% 1% 0% 0% 0% 100% 0% 87% 11% 1% 1% 0% 0% 0% 100% 0% 86% 11% 0% 1% 0% 0% 0% 100% 15-MINUTE BREAKDOWN
396
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_001
5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 00:00 0 0 1 1 3 6 2 1 0 0 0 0 0 14 0 0 0 0 0 4 0 0 0 0 0 0 0 4 0 0 1 1 3 10 2 1 0 0 0 0 0 18 01:00 0 0 0 0 1 4 0 0 0 0 0 0 0 5 0 0 0 2 3 1 1 0 0 0 0 0 0 7 0 0 0 2 4 5 1 0 0 0 0 0 0 12 02:00 0 0 0 0 2 2 1 0 0 0 0 0 0 5 0 0 0 1 3 6 0 0 0 0 0 0 0 10 0 0 0 1 5 8 1 0 0 0 0 0 0 15 03:00 0 0 0 0 0 1 0 0 0 0 0 0 0 1 0 0 1 2 5 3 0 0 0 0 0 0 0 11 0 0 1 2 5 4 0 0 0 0 0 0 0 12 04:00 0 0 0 1 2 0 0 0 0 0 0 0 0 3 0 1 0 13 23 20 0 2 0 0 0 0 0 59 0 1 0 14 25 20 0 2 0 0 0 0 0 62 05:00 0 0 0 2 3 0 0 0 0 0 0 0 0 5 0 2 1 12 26 33 7 2 0 0 0 0 0 83 0 2 1 14 29 33 7 2 0 0 0 0 0 88 06:00 0 0 0 4 7 8 1 0 0 0 0 0 0 20 0 0 4 17 23 29 10 3 1 0 0 0 0 87 0 0 4 21 30 37 11 3 1 0 0 0 0 107 07:00 0 0 2 7 11 13 4 2 0 0 0 0 0 39 0 0 4 21 39 57 22 9 0 1 0 0 0 153 0 0 6 28 50 70 26 11 0 1 0 0 0 192 08:00 0 0 2 23 41 16 9 1 0 0 0 0 0 92 0 0 1 7 40 39 23 6 3 0 0 0 0 119 0 0 3 30 81 55 32 7 3 0 0 0 0 211 09:00 0 0 3 6 18 22 11 1 0 0 0 0 0 61 1 2 1 9 16 45 11 5 0 1 0 0 0 91 1 2 4 15 34 67 22 6 0 1 0 0 0 152 10:00 0 0 1 7 13 21 10 2 2 1 0 0 0 57 0 1 0 7 14 31 17 5 1 0 0 0 0 76 0 1 1 14 27 52 27 7 3 1 0 0 0 133 11:00 0 2 1 5 17 25 14 7 1 0 0 0 0 72 0 0 1 5 29 25 17 3 2 0 0 0 0 82 0 2 2 10 46 50 31 10 3 0 0 0 0 154 12:00 0 0 0 2 15 31 14 3 0 0 0 0 0 65 1 1 2 10 27 33 10 6 1 1 0 0 0 92 1 1 2 12 42 64 24 9 1 1 0 0 0 157 13:00 0 0 2 2 18 35 26 4 4 1 0 0 0 92 0 1 3 15 32 38 12 4 1 0 0 0 0 106 0 1 5 17 50 73 38 8 5 1 0 0 0 198 14:00 0 0 0 3 8 37 21 5 0 0 0 0 0 74 0 0 2 2 31 33 14 5 1 0 0 0 0 88 0 0 2 5 39 70 35 10 1 0 0 0 0 162 15:00 0 0 1 6 38 45 22 3 0 1 0 0 0 116 1 0 0 7 31 50 20 2 3 1 0 0 0 115 1 0 1 13 69 95 42 5 3 2 0 0 0 231 16:00 0 0 0 4 36 60 22 6 3 1 0 0 0 132 0 0 0 5 39 46 19 8 3 1 0 0 0 121 0 0 0 9 75 106 41 14 6 2 0 0 0 253 17:00 0 0 0 9 71 73 15 10 1 0 0 0 0 179 0 0 2 8 25 33 23 4 2 0 0 0 0 97 0 0 2 17 96 106 38 14 3 0 0 0 0 276 18:00 0 0 2 8 46 53 24 6 2 0 0 0 0 141 0 0 0 8 26 27 4 4 0 0 0 0 0 69 0 0 2 16 72 80 28 10 2 0 0 0 0 210 19:00 0 0 1 4 28 38 16 2 0 1 0 0 0 90 0 0 0 1 19 17 6 0 1 1 0 0 0 45 0 0 1 5 47 55 22 2 1 2 0 0 0 135 20:00 0 0 0 2 20 42 15 2 0 0 0 0 0 81 0 0 1 6 13 12 2 0 0 1 0 0 0 35 0 0 1 8 33 54 17 2 0 1 0 0 0 116 21:00 0 0 0 1 16 24 16 2 1 0 0 0 0 60 0 0 0 4 12 10 1 0 0 0 0 0 0 27 0 0 0 5 28 34 17 2 1 0 0 0 0 87 22:00 0 0 0 6 9 12 8 2 1 0 0 0 0 38 0 0 1 0 7 5 3 0 0 0 0 0 0 16 0 0 1 6 16 17 11 2 1 0 0 0 0 54 23:00 0 0 0 0 3 8 3 0 0 0 0 0 0 14 0 0 0 1 3 5 3 1 0 0 0 0 0 13 0 0 0 1 6 13 6 1 0 0 0 0 0 27 Totals 0 2 16 103 426 576 254 59 15 5 0 0 0 1,456 3 8 24 163 486 602 225 69 19 7 0 0 0 1,606 3 10 40 266 912 1,178 479 128 34 12 0 0 0 3,062 % of Totals 0% 1% 7% 29% 40% 17% 4% 1% 0% 100% 0% 0% 1% 10% 30% 37% 14% 4% 1% 0% 100% 0% 0% 1% 9% 30% 38% 16% 4% 1% 0% 100% 00:00 - 12:00 0 2 10 56 118 118 52 14 3 1 0 0 0 374 1 6 13 96 221 293 108 35 7 2 0 0 0 782 1 8 23 152 339 411 160 49 10 3 0 0 0 1156 % 0% 0% 1% 4% 8% 8% 4% 1% 0% 0% 0% 0% 0% 26% 0% 0% 1% 7% 15% 20% 7% 2% 0% 0% 0% 0% 0% 54% 0% 1% 2% 10% 23% 28% 11% 3% 1% 0% 0% 0% 0% 79% Peak Hour 00:00 11:00 07:15 08:00 08:00 11:30 11:15 11:15 09:45 09:45 00:00 00:00 00:00 08:15 09:00 04:15 06:15 06:15 07:45 07:15 07:15 07:15 07:30 07:00 00:00 00:00 00:00 07:15 09:00 04:15 06:30 07:30 08:00 07:30 07:15 11:15 07:30 07:00 00:00 00:00 00:00 07:30 Peak Volume 0 2 3 23 41 33 16 8 2 1 0 0 0 94 1 2 6 22 45 60 31 10 3 1 0 0 0 166 1 2 8 33 81 73 38 13 3 1 0 0 0 233 12:00 - 24:00 0 0 6 47 308 458 202 45 12 4 0 0 0 1082 2 2 11 67 265 309 117 34 12 5 0 0 0 824 2 2 17 114 573 767 319 79 24 9 0 0 0 1906 % 0% 0% 0% 3% 21% 31% 14% 3% 1% 0% 0% 0% 0% 74% 0% 0% 1% 5% 18% 21% 8% 2% 1% 0% 0% 0% 0% 57% 0% 0% 1% 8% 39% 53% 22% 5% 2% 1% 0% 0% 0% 131% Peak Hour 12:00 12:00 13:00 17:15 17:00 17:00 12:45 17:30 13:00 12:15 12:00 12:00 12:00 17:00 12:00 12:30 12:30 12:30 16:00 15:15 16:45 16:15 14:30 19:15 12:00 12:00 12:00 16:00 12:00 12:30 12:30 17:15 17:00 16:30 15:30 16:45 16:00 19:15 12:00 12:00 12:00 17:00 Peak Volume 0 0 2 10 71 73 26 13 4 1 0 0 0 179 1 2 4 15 39 51 24 10 4 2 0 0 0 121 1 2 5 19 96 107 45 18 6 3 0 0 0 276 07:00 - 09:00 0 0 4 30 52 29 13 3 0 0 0 0 0 131 0 0 5 28 79 96 45 15 3 1 0 0 0 272 0 0 9 58 131 125 58 18 3 1 0 0 0 403 % 0% 0% 0% 2% 4% 2% 1% 0% 0% 0% 0% 0% 0% 9% 0% 0% 0% 2% 5% 7% 3% 1% 0% 0% 0% 0% 0% 19% 0% 0% 1% 4% 9% 9% 4% 1% 0% 0% 0% 0% 0% 28% Peak Hour 07:00 07:00 07:15 08:00 08:00 08:00 07:45 07:00 07:00 07:00 07:00 07:00 07:00 08:00 07:00 07:00 07:00 07:00 07:45 07:15 07:15 07:15 07:30 07:00 07:00 07:00 07:00 07:15 07:00 07:00 07:00 07:30 08:00 07:30 07:15 07:15 07:30 07:00 07:00 07:00 07:00 07:30 Peak Volume 0 0 3 23 41 16 9 2 0 0 0 0 0 92 0 0 4 21 45 60 31 10 3 1 0 0 0 166 0 0 6 33 81 73 38 12 3 1 0 0 0 233 16:00 - 18:00 0 0 0 13 107 133 37 16 4 1 0 0 0 311 0 0 2 13 64 79 42 12 5 1 0 0 0 218 0 0 2 26 171 212 79 28 9 2 0 0 0 529 % 0% 0% 0% 1% 7% 9% 3% 1% 0% 0% 0% 0% 0% 21% 0% 0% 0% 1% 4% 5% 3% 1% 0% 0% 0% 0% 0% 15% 0% 0% 0% 2% 12% 15% 5% 2% 1% 0% 0% 0% 0% 36% Peak Hour 16:00 16:00 16:00 17:00 17:00 17:00 16:00 16:45 16:00 16:00 16:00 16:00 16:00 17:00 16:00 16:00 16:45 16:30 16:00 16:00 16:45 16:15 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:45 17:00 17:00 16:30 16:30 16:45 16:00 16:00 16:00 16:00 16:00 17:00 Peak Volume 0 0 0 9 71 73 22 11 3 1 0 0 0 179 0 0 2 8 39 46 24 10 3 1 0 0 0 121 0 0 2 17 96 107 42 18 6 2 0 0 0 276 Prepared by National Data & Surveying Services
SPEED
Sellers Ave Bet E Cypress Rd & Golden State Pkwy/Riverrock Dr 12/10/2024
Time

NORTHBOUND
Total

SOUTHBOUND
Total
TOTALS
Total

HOURLY BREAKDOWN STATISTICS
Direction Percentiles
15th 50th Average 85th 95th ADT
1606
TOTALS 31 36 36 42 46 3062
SOUTHBOUND 30 36 36 42 46
NORTHBOUND 31 37 37 42 46 1456
397
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_001
5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 Prepared by National Data & Surveying Services
SPEED
Sellers Ave Bet E Cypress Rd & Golden State Pkwy/Riverrock Dr 12/10/2024
Time

NORTHBOUND
Total

SOUTHBOUND
Total
TOTALS
Total
00:00 0 0 0 0 0 2 2 1 0 0 0 0 0 5 0 0 0 0 0 1 0 0 0 0 0 0 0 1 0 0 0 0 0 3 2 1 0 0 0 0 0 6 00:15 0 0 0 0 1 1 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 0 0 0 0 2 00:30 0 0 0 1 2 2 0 0 0 0 0 0 0 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 2 2 0 0 0 0 0 0 0 5 00:45 0 0 1 0 0 1 0 0 0 0 0 0 0 2 0 0 0 0 0 3 0 0 0 0 0 0 0 3 0 0 1 0 0 4 0 0 0 0 0 0 0 5 01:00 0 0 0 0 0 1 0 0 0 0 0 0 0 1 0 0 0 1 2 0 1 0 0 0 0 0 0 4 0 0 0 1 2 1 1 0 0 0 0 0 0 5 01:15 0 0 0 0 0 3 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 3 01:30 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 0 0 0 0 0 0 0 2 0 0 0 1 0 1 0 0 0 0 0 0 0 2 01:45 0 0 0 0 1 0 0 0 0 0 0 0 0 1 0 0 0 0 1 0 0 0 0 0 0 0 0 1 0 0 0 0 2 0 0 0 0 0 0 0 0 2 02:00 0 0 0 0 1 2 0 0 0 0 0 0 0 3 0 0 0 0 0 1 0 0 0 0 0 0 0 1 0 0 0 0 1 3 0 0 0 0 0 0 0 4 02:15 0 0 0 0 1 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 1 02:30 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 3 2 0 0 0 0 0 0 0 6 0 0 0 1 3 2 0 0 0 0 0 0 0 6 02:45 0 0 0 0 0 0 1 0 0 0 0 0 0 1 0 0 0 0 0 3 0 0 0 0 0 0 0 3 0 0 0 0 0 3 1 0 0 0 0 0 0 4 03:00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 2 0 0 0 0 0 0 0 0 3 0 0 0 1 2 0 0 0 0 0 0 0 0 3 03:15 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 1 0 0 0 0 0 0 0 3 0 0 0 0 2 1 0 0 0 0 0 0 0 3 03:30 0 0 0 0 0 1 0 0 0 0 0 0 0 1 0 0 1 0 0 1 0 0 0 0 0 0 0 2 0 0 1 0 0 2 0 0 0 0 0 0 0 3 03:45 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 0 3 0 0 0 1 1 1 0 0 0 0 0 0 0 3 04:00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 3 3 0 1 0 0 0 0 0 11 0 0 0 4 3 3 0 1 0 0 0 0 0 11 04:15 0 0 0 0 1 0 0 0 0 0 0 0 0 1 0 1 0 3 3 4 0 0 0 0 0 0 0 11 0 1 0 3 4 4 0 0 0 0 0 0 0 12 04:30 0 0 0 1 0 0 0 0 0 0 0 0 0 1 0 0 0 2 6 7 0 1 0 0 0 0 0 16 0 0 0 3 6 7 0 1 0 0 0 0 0 17 04:45 0 0 0 0 1 0 0 0 0 0 0 0 0 1 0 0 0 4 11 6 0 0 0 0 0 0 0 21 0 0 0 4 12 6 0 0 0 0 0 0 0 22 05:00 0 0 0 1 1 0 0 0 0 0 0 0 0 2 0 1 0 7 6 3 0 0 0 0 0 0 0 17 0 1 0 8 7 3 0 0 0 0 0 0 0 19 05:15 0 0 0 1 2 0 0 0 0 0 0 0 0 3 0 1 1 4 5 6 0 1 0 0 0 0 0 18 0 1 1 5 7 6 0 1 0 0 0 0 0 21 05:30 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 6 13 3 0 0 0 0 0 0 22 0 0 0 0 6 13 3 0 0 0 0 0 0 22 05:45 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 9 11 4 1 0 0 0 0 0 26 0 0 0 1 9 11 4 1 0 0 0 0 0 26 06:00 0 0 0 0 1 1 0 0 0 0 0 0 0 2 0 0 0 2 5 12 4 1 1 0 0 0 0 25 0 0 0 2 6 13 4 1 1 0 0 0 0 27 06:15 0 0 0 0 1 1 1 0 0 0 0 0 0 3 0 0 0 5 6 7 2 0 0 0 0 0 0 20 0 0 0 5 7 8 3 0 0 0 0 0 0 23 06:30 0 0 0 1 2 2 0 0 0 0 0 0 0 5 0 0 3 4 7 5 2 0 0 0 0 0 0 21 0 0 3 5 9 7 2 0 0 0 0 0 0 26 06:45 0 0 0 3 3 4 0 0 0 0 0 0 0 10 0 0 1 6 5 5 2 2 0 0 0 0 0 21 0 0 1 9 8 9 2 2 0 0 0 0 0 31 07:00 0 0 0 0 2 1 0 0 0 0 0 0 0 3 0 0 2 7 7 12 2 1 0 0 0 0 0 31 0 0 2 7 9 13 2 1 0 0 0 0 0 34 07:15 0 0 2 5 1 3 2 0 0 0 0 0 0 13 0 0 0 0 9 9 6 2 0 0 0 0 0 26 0 0 2 5 10 12 8 2 0 0 0 0 0 39 07:30 0 0 0 1 4 6 0 1 0 0 0 0 0 12 0 0 1 9 6 12 6 1 0 0 0 0 0 35 0 0 1 10 10 18 6 2 0 0 0 0 0 47 07:45 0 0 0 1 4 3 2 1 0 0 0 0 0 11 0 0 1 5 17 24 8 5 0 1 0 0 0 61 0 0 1 6 21 27 10 6 0 1 0 0 0 72 08:00 0 0 1 5 9 0 3 0 0 0 0 0 0 18 0 0 0 3 12 15 11 2 1 0 0 0 0 44 0 0 1 8 21 15 14 2 1 0 0 0 0 62 08:15 0 0 1 8 14 6 1 0 0 0 0 0 0 30 0 0 1 1 9 7 2 0 2 0 0 0 0 22 0 0 2 9 23 13 3 0 2 0 0 0 0 52 08:30 0 0 0 5 8 3 3 0 0 0 0 0 0 19 0 0 0 3 7 8 5 1 0 0 0 0 0 24 0 0 0 8 15 11 8 1 0 0 0 0 0 43 08:45 0 0 0 5 10 7 2 1 0 0 0 0 0 25 0 0 0 0 12 9 5 3 0 0 0 0 0 29 0 0 0 5 22 16 7 4 0 0 0 0 0 54 09:00 0 0 2 1 9 7 1 0 0 0 0 0 0 20 0 1 0 3 5 13 3 2 0 1 0 0 0 28 0 1 2 4 14 20 4 2 0 1 0 0 0 48 09:15 0 0 0 5 4 6 5 0 0 0 0 0 0 20 0 0 1 3 4 10 2 2 0 0 0 0 0 22 0 0 1 8 8 16 7 2 0 0 0 0 0 42 09:30 0 0 0 0 2 7 0 0 0 0 0 0 0 9 0 1 0 1 3 8 1 0 0 0 0 0 0 14 0 1 0 1 5 15 1 0 0 0 0 0 0 23 09:45 0 0 1 0 3 2 5 1 0 0 0 0 0 12 1 0 0 2 4 14 5 1 0 0 0 0 0 27 1 0 1 2 7 16 10 2 0 0 0 0 0 39 10:00 0 0 0 1 1 5 3 1 0 0 0 0 0 11 0 0 0 3 2 9 4 0 0 0 0 0 0 18 0 0 0 4 3 14 7 1 0 0 0 0 0 29 10:15 0 0 0 4 3 6 3 0 1 0 0 0 0 17 0 1 0 1 3 10 7 4 1 0 0 0 0 27 0 1 0 5 6 16 10 4 2 0 0 0 0 44 10:30 0 0 1 1 4 7 2 0 1 1 0 0 0 17 0 0 0 2 4 6 2 0 0 0 0 0 0 14 0 0 1 3 8 13 4 0 1 1 0 0 0 31 10:45 0 0 0 1 5 3 2 1 0 0 0 0 0 12 0 0 0 1 5 6 4 1 0 0 0 0 0 17 0 0 0 2 10 9 6 2 0 0 0 0 0 29 11:00 0 0 0 1 4 4 1 0 0 0 0 0 0 10 0 0 0 0 4 6 6 0 0 0 0 0 0 16 0 0 0 1 8 10 7 0 0 0 0 0 0 26 11:15 0 0 0 1 3 3 6 2 0 0 0 0 0 15 0 0 1 2 10 5 4 3 2 0 0 0 0 27 0 0 1 3 13 8 10 5 2 0 0 0 0 42 11:30 0 0 0 1 3 6 4 4 0 0 0 0 0 18 0 0 0 1 8 8 3 0 0 0 0 0 0 20 0 0 0 2 11 14 7 4 0 0 0 0 0 38 11:45 0 2 1 2 7 12 3 1 1 0 0 0 0 29 0 0 0 2 7 6 4 0 0 0 0 0 0 19 0 2 1 4 14 18 7 1 1 0 0 0 0 48 15-MINUTE BREAKDOWN
398
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_001
5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 Prepared by National Data & Surveying Services
SPEED
Sellers Ave Bet E Cypress Rd & Golden State Pkwy/Riverrock Dr 12/10/2024
Time

NORTHBOUND
Total

SOUTHBOUND
Total
TOTALS
Total
12:00 0 0 0 0 5 5 3 1 0 0 0 0 0 14 0 0 1 4 6 9 2 2 0 1 0 0 0 25 0 0 1 4 11 14 5 3 0 1 0 0 0 39 12:15 0 0 0 1 3 10 2 1 0 0 0 0 0 17 0 0 0 4 5 11 4 3 0 0 0 0 0 27 0 0 0 5 8 21 6 4 0 0 0 0 0 44 12:30 0 0 0 1 4 6 3 1 0 0 0 0 0 15 0 0 0 1 7 7 1 1 0 0 0 0 0 17 0 0 0 2 11 13 4 2 0 0 0 0 0 32 12:45 0 0 0 0 3 10 6 0 0 0 0 0 0 19 1 1 1 1 9 6 3 0 1 0 0 0 0 23 1 1 1 1 12 16 9 0 1 0 0 0 0 42 13:00 0 0 1 0 7 9 12 3 2 1 0 0 0 35 0 0 1 5 8 5 3 1 0 0 0 0 0 23 0 0 2 5 15 14 15 4 2 1 0 0 0 58 13:15 0 0 0 2 5 7 4 0 1 0 0 0 0 19 0 1 2 8 7 8 4 1 0 0 0 0 0 31 0 1 2 10 12 15 8 1 1 0 0 0 0 50 13:30 0 0 0 0 2 11 4 0 0 0 0 0 0 17 0 0 0 1 7 12 2 0 0 0 0 0 0 22 0 0 0 1 9 23 6 0 0 0 0 0 0 39 13:45 0 0 1 0 4 8 6 1 1 0 0 0 0 21 0 0 0 1 10 13 3 2 1 0 0 0 0 30 0 0 1 1 14 21 9 3 2 0 0 0 0 51 14:00 0 0 0 0 0 9 5 2 0 0 0 0 0 16 0 0 1 2 10 9 2 1 0 0 0 0 0 25 0 0 1 2 10 18 7 3 0 0 0 0 0 41 14:15 0 0 0 0 1 5 11 0 0 0 0 0 0 17 0 0 0 0 5 7 5 1 0 0 0 0 0 18 0 0 0 0 6 12 16 1 0 0 0 0 0 35 14:30 0 0 0 1 4 8 2 2 0 0 0 0 0 17 0 0 1 0 7 9 3 3 1 0 0 0 0 24 0 0 1 1 11 17 5 5 1 0 0 0 0 41 14:45 0 0 0 2 3 15 3 1 0 0 0 0 0 24 0 0 0 0 9 8 4 0 0 0 0 0 0 21 0 0 0 2 12 23 7 1 0 0 0 0 0 45 15:00 0 0 1 2 5 9 6 0 0 0 0 0 0 23 0 0 0 2 7 9 4 1 1 1 0 0 0 25 0 0 1 4 12 18 10 1 1 1 0 0 0 48 15:15 0 0 0 0 8 18 3 1 0 1 0 0 0 31 0 0 0 2 9 18 5 1 2 0 0 0 0 37 0 0 0 2 17 36 8 2 2 1 0 0 0 68 15:30 0 0 0 0 10 12 7 2 0 0 0 0 0 31 0 0 0 2 10 10 8 0 0 0 0 0 0 30 0 0 0 2 20 22 15 2 0 0 0 0 0 61 15:45 0 0 0 4 15 6 6 0 0 0 0 0 0 31 1 0 0 1 5 13 3 0 0 0 0 0 0 23 1 0 0 5 20 19 9 0 0 0 0 0 0 54 16:00 0 0 0 1 5 17 6 1 3 0 0 0 0 33 0 0 0 1 12 10 5 0 0 0 0 0 0 28 0 0 0 2 17 27 11 1 3 0 0 0 0 61 16:15 0 0 0 1 17 9 5 1 0 0 0 0 0 33 0 0 0 0 10 12 5 2 0 1 0 0 0 30 0 0 0 1 27 21 10 3 0 1 0 0 0 63 16:30 0 0 0 1 8 20 8 2 0 0 0 0 0 39 0 0 0 2 10 16 3 2 2 0 0 0 0 35 0 0 0 3 18 36 11 4 2 0 0 0 0 74 16:45 0 0 0 1 6 14 3 2 0 1 0 0 0 27 0 0 0 2 7 8 6 4 1 0 0 0 0 28 0 0 0 3 13 22 9 6 1 1 0 0 0 55 17:00 0 0 0 2 22 18 4 0 1 0 0 0 0 47 0 0 0 1 10 7 6 2 0 0 0 0 0 26 0 0 0 3 32 25 10 2 1 0 0 0 0 73 17:15 0 0 0 1 15 16 6 1 0 0 0 0 0 39 0 0 1 3 6 8 6 0 0 0 0 0 0 24 0 0 1 4 21 24 12 1 0 0 0 0 0 63 17:30 0 0 0 4 19 12 4 8 0 0 0 0 0 47 0 0 1 1 6 10 6 1 1 0 0 0 0 26 0 0 1 5 25 22 10 9 1 0 0 0 0 73 17:45 0 0 0 2 15 27 1 1 0 0 0 0 0 46 0 0 0 3 3 8 5 1 1 0 0 0 0 21 0 0 0 5 18 35 6 2 1 0 0 0 0 67 18:00 0 0 2 3 11 14 5 2 1 0 0 0 0 38 0 0 0 2 8 8 0 2 0 0 0 0 0 20 0 0 2 5 19 22 5 4 1 0 0 0 0 58 18:15 0 0 0 1 8 8 8 2 0 0 0 0 0 27 0 0 0 1 8 6 1 0 0 0 0 0 0 16 0 0 0 2 16 14 9 2 0 0 0 0 0 43 18:30 0 0 0 3 14 20 4 1 0 0 0 0 0 42 0 0 0 3 4 6 2 1 0 0 0 0 0 16 0 0 0 6 18 26 6 2 0 0 0 0 0 58 18:45 0 0 0 1 13 11 7 1 1 0 0 0 0 34 0 0 0 2 6 7 1 1 0 0 0 0 0 17 0 0 0 3 19 18 8 2 1 0 0 0 0 51 19:00 0 0 1 0 9 5 4 0 0 0 0 0 0 19 0 0 0 0 6 4 3 0 0 0 0 0 0 13 0 0 1 0 15 9 7 0 0 0 0 0 0 32 19:15 0 0 0 1 3 11 4 1 0 0 0 0 0 20 0 0 0 0 5 4 0 0 0 0 0 0 0 9 0 0 0 1 8 15 4 1 0 0 0 0 0 29 19:30 0 0 0 2 15 13 4 0 0 1 0 0 0 35 0 0 0 1 2 6 1 0 1 0 0 0 0 11 0 0 0 3 17 19 5 0 1 1 0 0 0 46 19:45 0 0 0 1 1 9 4 1 0 0 0 0 0 16 0 0 0 0 6 3 2 0 0 1 0 0 0 12 0 0 0 1 7 12 6 1 0 1 0 0 0 28 20:00 0 0 0 2 9 9 0 1 0 0 0 0 0 21 0 0 0 0 4 3 0 0 0 1 0 0 0 8 0 0 0 2 13 12 0 1 0 1 0 0 0 29 20:15 0 0 0 0 3 8 3 0 0 0 0 0 0 14 0 0 0 1 4 4 1 0 0 0 0 0 0 10 0 0 0 1 7 12 4 0 0 0 0 0 0 24 20:30 0 0 0 0 4 12 10 1 0 0 0 0 0 27 0 0 1 2 2 3 0 0 0 0 0 0 0 8 0 0 1 2 6 15 10 1 0 0 0 0 0 35 20:45 0 0 0 0 4 13 2 0 0 0 0 0 0 19 0 0 0 3 3 2 1 0 0 0 0 0 0 9 0 0 0 3 7 15 3 0 0 0 0 0 0 28 21:00 0 0 0 1 6 7 2 1 1 0 0 0 0 18 0 0 0 1 3 4 0 0 0 0 0 0 0 8 0 0 0 2 9 11 2 1 1 0 0 0 0 26 21:15 0 0 0 0 3 6 6 0 0 0 0 0 0 15 0 0 0 0 6 2 0 0 0 0 0 0 0 8 0 0 0 0 9 8 6 0 0 0 0 0 0 23 21:30 0 0 0 0 4 0 3 0 0 0 0 0 0 7 0 0 0 0 1 2 1 0 0 0 0 0 0 4 0 0 0 0 5 2 4 0 0 0 0 0 0 11 21:45 0 0 0 0 3 11 5 1 0 0 0 0 0 20 0 0 0 3 2 2 0 0 0 0 0 0 0 7 0 0 0 3 5 13 5 1 0 0 0 0 0 27 22:00 0 0 0 4 2 6 3 2 0 0 0 0 0 17 0 0 1 0 2 0 1 0 0 0 0 0 0 4 0 0 1 4 4 6 4 2 0 0 0 0 0 21 22:15 0 0 0 0 4 1 2 0 0 0 0 0 0 7 0 0 0 0 1 1 0 0 0 0 0 0 0 2 0 0 0 0 5 2 2 0 0 0 0 0 0 9 22:30 0 0 0 1 1 3 0 0 1 0 0 0 0 6 0 0 0 0 2 2 1 0 0 0 0 0 0 5 0 0 0 1 3 5 1 0 1 0 0 0 0 11 22:45 0 0 0 1 2 2 3 0 0 0 0 0 0 8 0 0 0 0 2 2 1 0 0 0 0 0 0 5 0 0 0 1 4 4 4 0 0 0 0 0 0 13 23:00 0 0 0 0 1 4 0 0 0 0 0 0 0 5 0 0 0 1 1 2 0 1 0 0 0 0 0 5 0 0 0 1 2 6 0 1 0 0 0 0 0 10 23:15 0 0 0 0 0 2 1 0 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 1 0 0 0 0 0 0 3 23:30 0 0 0 0 2 1 1 0 0 0 0 0 0 4 0 0 0 0 1 1 2 0 0 0 0 0 0 4 0 0 0 0 3 2 3 0 0 0 0 0 0 8 23:45 0 0 0 0 0 1 1 0 0 0 0 0 0 2 0 0 0 0 1 2 1 0 0 0 0 0 0 4 0 0 0 0 1 3 2 0 0 0 0 0 0 6 Totals 0 2 16 103 426 576 254 59 15 5 0 0 0 1,456 3 8 24 163 486 602 225 69 19 7 0 0 0 1,606 3 10 40 266 912 1,178 479 128 34 12 0 0 0 3,062 % of Totals 0% 0% 1% 7% 29% 40% 17% 4% 1% 0% 0% 0% 0% 100% 0% 0% 1% 10% 30% 37% 14% 4% 1% 0% 0% 0% 0% 100% 0% 0% 1% 9% 30% 38% 16% 4% 1% 0% 0% 0% 0% 100% 15-MINUTE BREAKDOWN
399
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_001
NB SB EB WB Total
1,456 1,606 0 0 3,062

TIME NB SB EB WB TOTAL TIME NB SB EB WB TOTAL NB SB EB WB TOTAL 00:00 51 6 12:00 14 25 39 00:00 01:00 14 4 18
00:15 20 2 12:15 17 27 44 01:00 02:00 57 12
00:30 50 5 12:30 15 17 32 02:00 03:00 5 10 15
00:45 23 5 12:45 19 23 42 03:00 04:00 1 11 12
01:00 14 5 13:00 35 23 58 04:00 05:00 3 59 62
01:15 30 3 13:15 19 31 50 05:00 06:00 5 83 88
01:30 02 2 13:30 17 22 39 06:00 07:00 20 87 107
01:45 11 2 13:45 21 30 51 07:00 08:00 39 153 192
02:00 31 4 14:00 16 26 42 08:00 09:00 92 119 211
02:15 10 1 14:15 17 17 34 09:00 10:00 61 91 152
02:30 06 6 14:30 17 24 41 10:00 11:00 57 76 133
02:45 13 4 14:45 24 21 45 11:00 12:00 72 82 154
03:00 03 3 15:00 23 25 48 12:00 13:00 65 92 157
03:15 03 3 15:15 31 37 68 13:00 14:00 92 106 198
03:30 12 3 15:30 31 31 62 14:00 15:00 74 88 162
03:45 03 3 15:45 31 23 54 15:00 16:00 116 116 232
04:00 0 11 11 16:00 33 27 60 16:00 17:00 132 120 252
04:15 1 11 12 16:15 33 30 63 17:00 18:00 179 97 276
04:30 1 16 17 16:30 39 36 75 18:00 19:00 141 69 210
04:45 1 21 22 16:45 27 27 54 19:00 20:00 90 45 135
05:00 2 17 19 17:00 47 26 73 20:00 21:00 81 35 116
05:15 3 18 21 17:15 39 24 63 21:00 22:00 60 27 87
05:30 0 22 22 17:30 47 26 73 22:00 23:00 38 16 54
05:45 0 26 26 17:45 46 21 67 23:00 00:00 14 13 27
06:00 2 25 27 18:00 38 20 58
06:15 3 20 23 18:15 27 16 43 NB SB EB WB TOTAL
06:30 5 21 26 18:30 42 16 58 00:00 to 12:00
06:45 10 21 31 18:45 34 17 51 374 782 1156
07:00 3 31 34 19:00 19 13 32 08:15 07:15 07:30
07:15 13 26 39 19:15 20 9 29 94 166 233
07:30 12 35 47 19:30 35 11 46 0.783 0.680 0.809
07:45 11 61 72 19:45 16 12 28
08:00 18 44 62 20:00 21 8 29 12:00 to 00:00
08:15 30 22 52 20:15 14 10 24 1082 824 1906
08:30 19 24 43 20:30 27 8 35 17:00 16:00 17:00
08:45 25 29 54 20:45 19 9 28 179 120 276
09:00 20 28 48 21:00 18 8 26 0.952 0.833 0.945
09:15 20 22 42 21:15 15 8 23
09:30 9 14 23 21:30 74 11 07:00 to 09:00
09:45 12 27 39 21:45 20 7 27 131 272 403
10:00 11 18 29 22:00 17 4 21 08:00 07:15 07:30
10:15 17 27 44 22:15 72 9 92 166 233
10:30 17 14 31 22:30 65 11 0.767 0.680 0.809
10:45 12 17 29 22:45 85 13
11:00 10 16 26 23:00 55 10 16:00 to 18:00
11:15 15 27 42 23:15 30 3 311 217 528
11:30 18 20 38 23:30 44 8 17:00 16:00 17:00
11:45 29 19 48 23:45 24 6 179 120 276
TOTALS 374 782 0 0 1156 TOTALS 1082 824 0 0 1906 0.952 0.833 0.945 SPLIT % 32% 68% 0% 0% 38% SPLIT % 57% 43% 0% 0% 62%
Peak Hour
Peak Volume
Peak Hour Factor
Peak Hour
Peak Volume
Peak Hour Factor
Peak Period
Volume
Volume
Peak Hour
Peak Volume
Peak Hour Factor
Peak Period
Volume
Peak Hour
Peak Volume
Peak Hour Factor
Peak Period
Volume
Prepared by National Data & Surveying Services
VOLUME
Sellers Ave Bet E Cypress Rd & Golden State Pkwy/Riverrock Dr 12/10/2024

DAILY TOTALS DAILY TOTALS
15-Minutes Interval Hourly Intervals
TIME

STATISTICS
Peak Period
0 20
40 60
80 100
120
140
160
180
200
00:0001:0002:0003:0004:0005:0006:0007:0008:0009:0010:0011:0012:0013:0014:0015:0016:0017:0018:0019:0020:0021:0022:0023:00

NB SB EB WB
400
Spot Speed Study
Prepared by: National Data & Surveying Services
Northbound & Southbound
DATE: Location:

TIME: Posted Speed: 35 MPH Clear/Dry
Speed
mph ALL Vehicles
<=10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 30
31 2
32 1
33 3
34 4
35 7
36 6
37 5
38 8
39 9
40 8
41 3
42 2
43 4
44 1
45 2
46 1
47 2
48 1
49 50
51 52
53 54
55 56
57 58
59 60
61 62
63 64
65 66
67 68
69 >=70
Class Count Range
50th
Percentile
85th
Percentile
10 MPH
Pace # in Pace
Percent in
Pace % / # Below Pace % / # Above Pace
ALL 69 31 - 48 38 mph 43 mph 34 - 43 56 81% 8% / 6 11% / 7

SPEED PARAMETERS
Sellers Ave Bet E Cypress Rd & North End
City of Oakley
Northbound Spot Speeds
14:45-15:45
12/10/2024
Project #: 24-080394-001
0 2 4 6 8 10
70 68
66 64
62 60
58 56
54 52
50 48
46 44
42 40
38 36
34 32
30 28
26 24
22 20
18 16
14 12
10 Speed - MPH
Number of Vehicles
401
Spot Speed Study
Prepared by: National Data & Surveying Services
Northbound & Southbound
DATE: Location:

TIME: Posted Speed: 35 MPH Clear/Dry
Speed
mph ALL Vehicles
<=10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 1
30 2
31 2
32 2
33 5
34 3
35 9
36 9
37 7
38 10
39 4
40 6
41 3
42 4
43 1
44 45 3
46 1
47 48 1
49 50
51 52
53 54
55 56
57 58
59 60
61 62
63 64
65 66
67 68
69 >=70
Class Count Range
50th
Percentile
85th
Percentile
10 MPH
Pace # in Pace
Percent in
Pace % / # Below Pace % / # Above Pace
ALL 73 29 - 48 37 mph 41 mph 33 - 42 60 82% 9% / 7 9% / 6

SPEED PARAMETERS
Sellers Ave Bet E Cypress Rd & North End
City of Oakley
Southbound Spot Speeds
14:45-15:45
12/10/2024
Project #: 24-080394-001
0 2 4 6 8 10 12
70 68
66 64
62 60
58 56
54 52
50 48
46 44
42 40
38 36
34 32
30 28
26 24
22 20
18 16
14 12
10 Speed - MPH
Number of Vehicles
402
Spot Speed Study
Prepared by: National Data & Surveying Services
Northbound & Southbound
DATE: Location:

TIME: Posted Speed: 35 MPH Clear/Dry
Speed
mph ALL Vehicles
<=10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 1
30 2
31 4
32 3
33 8
34 7
35 16
36 15
37 12
38 18
39 13
40 14
41 6
42 6
43 5
44 1
45 5
46 2
47 2
48 2
49 50
51 52
53 54
55 56
57 58
59 60
61 62
63 64
65 66
67 68
69 >=70
Class Count Range
50th
Percentile
85th
Percentile
10 MPH
Pace # in Pace
Percent in
Pace % / # Below Pace % / # Above Pace
ALL 142 29 - 48 38 mph 42 mph 33 - 42 115 81% 7% / 10 12% / 17

SPEED PARAMETERS
Sellers Ave Bet E Cypress Rd & North End
City of Oakley
Northbound & Southbound Spot Speeds
14:45-15:45
12/10/2024
Project #: 24-080394-001
0 5 10 15 20
70 68
66 64
62 60
58 56
54 52
50 48
46 44
42 40
38 36
34 32
30 28
26 24
22 20
18 16
14 12
10 Speed - MPH
Number of Vehicles
403
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_002
#1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 00:00 0 10 0 0 0 0 0 0 0 0 0 0 0 10 0900000000000 9 0 19 0 0 0 0 0 0 0 0 0 0 0 19 01:00 0400000000000 4 0300000000000 3 0700000000000 702:00 0610000000000 7 0400000000000 4 0 10 1 0 0 0 0 0 0 0 0 0 0 1103:00 0940100000000 14 0400000000000 4 0 13 4 0 1 0 0 0 0 0 0 0 0 1804:00 0 25 12 0 0 1 0 0 0 0 0 0 0 38 0960010000000 16 0 34 18 0 0 2 0 0 0 0 0 0 0 5405:00 0 33 22 0 1 0 0 0 0 0 0 0 0 56 0 10 4 0 0 0 0 0 0 0 0 0 0 14 0 43 26 0 1 0 0 0 0 0 0 0 0 7006:00 0 47 13 0 3 0 0 1 0 0 0 0 0 64 0 11 3 0 0 1 0 0 0 0 0 0 0 15 0 58 16 0 3 1 0 1 0 0 0 0 0 7907:00 0 76 18 1 3 0 0 1 0 0 0 0 0 99 0 109 18 0 4 0 0 0 0 0 0 0 0 131 0 185 36 1 7 0 0 1 0 0 0 0 0 23008:00 0 113 16 1 0 1 0 0 0 0 0 0 0 131 0 178 28 0 2 0 0 0 0 0 0 0 0 208 0 291 44 1 2 1 0 0 0 0 0 0 0 33909:00 1 49 21 0 3 0 0 0 0 0 0 0 0 74 0 49 16 0 4 0 0 0 0 0 0 0 0 69 1 98 37 0 7 0 0 0 0 0 0 0 0 14310:00 0 50 19 0 4 1 0 1 0 0 0 0 0 75 1 55 13 0 2 0 0 1 0 0 0 0 0 72 1 105 32 0 6 1 0 2 0 0 0 0 0 14711:00 0 51 13 0 2 0 0 0 0 0 0 0 0 66 0 59 17 0 3 0 0 0 0 0 0 0 0 79 0 110 30 0 5 0 0 0 0 0 0 0 0 14512:00 0 42 18 0 0 0 0 0 0 0 0 0 0 60 0 70 27 0 3 0 0 1 0 0 0 0 0 101 0 112 45 0 3 0 0 1 0 0 0 0 0 16113:00 0 78 18 0 1 0 0 0 0 0 0 0 0 97 0 90 17 0 1 0 0 0 0 0 0 0 0 108 0 168 35 0 2 0 0 0 0 0 0 0 0 205 14:00 0 118 20 3 2 0 0 0 0 0 0 0 0 143 0 132 32 0 2 1 0 0 0 0 0 0 0 167 0 250 52 3 4 1 0 0 0 0 0 0 0 310 15:00 0 103 29 1 1 0 0 0 0 0 0 0 0 134 0 133 28 0 3 0 0 0 0 0 0 0 0 164 0 236 57 1 4 0 0 0 0 0 0 0 0 298 16:00 0 57 22 1 0 0 0 0 0 0 0 0 0 80 0 115 45 0 6 0 0 0 0 0 0 0 0 166 0 172 67 1 6 0 0 0 0 0 0 0 0 246 17:00 1 59 19 0 1 0 0 0 0 0 0 0 0 80 1 107 27 0 6 0 0 0 0 0 0 0 0 141 2 166 46 0 7 0 0 0 0 0 0 0 0 221 18:00 0 61 11 0 0 0 0 0 0 0 0 0 0 72 0 91 15 0 3 0 0 0 0 0 0 0 0 109 0 152 26 0 3 0 0 0 0 0 0 0 0 181 19:00 0 63 11 0 0 0 0 0 0 0 0 0 0 74 0 55 17 0 1 0 0 0 0 0 0 0 0 73 0 118 28 0 1 0 0 0 0 0 0 0 0 147 20:00 0 38 15 0 0 0 0 0 0 0 0 0 0 53 1 42 12 0 0 0 0 0 0 0 0 0 0 55 1 80 27 0 0 0 0 0 0 0 0 0 0 108 21:00 0 28 4 0 0 0 0 0 0 0 0 0 0 32 0 31 5 0 0 0 0 0 0 0 0 0 0 36 0 59 9 0 0 0 0 0 0 0 0 0 0 68 22:00 0 13 0 0 1 0 0 0 0 0 0 0 0 14 0 13 5 0 1 0 0 0 0 0 0 0 0 19 0 26 5 0 2 0 0 0 0 0 0 0 0 33 23:00 0530000000000 8 0 10 1 0 0 0 0 0 0 0 0 0 0 11 0 15 4 0 0 0 0 0 0 0 0 0 0 19 Totals 2 1,138 309 7 23 3 0 3 0 0 0 0 0 1,485 3 1,389 336 0 41 3 0 2 0 0 0 0 0 1,774 5 2,527 645 7 64 6 0 5 0 0 0 0 0 3,259 % of Totals 0% 77% 21% 0% 2% 0% 0% 100% 0% 78% 19% 2% 0% 0% 100% 0% 78% 20% 0% 2% 0% 0% 100% 00:00 - 12:00 1 473 139 2 17 3 0 3 0 0 0 0 0 638 1 500 105 0 15 2 0 1 0 0 0 0 0 624 2 973 244 2 32 5 0 4 0 0 0 0 0 1262 % 0% 32% 9% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 43% 0% 28% 6% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 35% 0% 30% 7% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 39% Peak Hour 08:45 07:45 05:00 06:30 09:15 04:00 00:00 06:00 00:00 00:00 00:00 00:00 00:00 07:45 10:00 07:30 07:30 00:00 09:30 04:00 00:00 09:45 00:00 00:00 00:00 00:00 00:00 07:30 08:45 07:30 07:45 06:30 09:30 04:00 00:00 10:00 00:00 00:00 00:00 00:00 00:00 07:30 Peak Volume 1 127 22 1 4 1 0 1 0 0 0 0 0 154 1 229 31 0 6 1 0 1 0 0 0 0 0 264 1 344 51 1 9 2 0 2 0 0 0 0 0 402 12:00 - 24:00 1 665 170 5 6 0 0 0 0 0 0 0 0 847 2 889 231 0 26 1 0 1 0 0 0 0 0 1150 3 1554 401 5 32 10100000 1997 % 0% 45% 11% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 57% 0% 50% 13% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 65% 0% 48% 12% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 61% Peak Hour 16:30 14:00 15:30 13:45 14:15 12:00 12:00 12:00 12:00 12:00 12:00 12:00 12:00 14:00 17:00 14:15 14:15 12:00 16:15 14:00 12:00 12:00 12:00 12:00 12:00 12:00 12:00 14:15 17:00 14:15 16:00 13:45 16:30 14:00 12:00 12:00 12:00 12:00 12:00 12:00 12:00 14:15 Peak Volume 1 118 34 3 3 0 0 0 0 0 0 0 0 143 1 163 46 0 7 1 0 1 0 0 0 0 0 213 2 273 67 3 8 1 0 1 0 0 0 0 0 349 07:00 - 09:00 0 189 34 2 3 1 0 1 0 0 0 0 0 230 0 287 46 0 6 0 0 0 0 0 0 0 0 339 0 476 80 2 9 1 0 1 0 0 0 0 0 569 % 0% 13% 2% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 15% 0% 16% 3% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 19% 0% 15% 2% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 17% Peak Hour 07:00 07:45 07:45 07:00 07:00 07:30 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:45 07:00 07:30 07:30 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:30 07:00 07:30 07:45 07:00 07:00 07:30 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:30 Peak Volume 0 127 21 1 3 1 0 1 0 0 0 0 0 154 0 229 31 0 4 0 0 0 0 0 0 0 0 264 0 344 51 1 7 1 0 1 0 0 0 0 0 402 16:00 - 18:00 1 116 41 1 1 0 0 0 0 0 0 0 0 160 1 222 72 0 12 0 0 0 0 0 0 0 0 307 2 338 113 1 13 0 0 0 0 0 0 0 0 467 % 0% 8% 3% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 11% 0% 13% 4% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 17% 0% 10% 3% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 14% Peak Hour 16:30 16:45 16:00 16:00 16:30 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:45 17:00 16:15 16:00 16:00 16:15 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:00 17:00 16:15 16:00 16:00 16:30 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:15 Peak Volume 1 60 22 1 1 0 0 0 0 0 0 0 0 83 1 119 45 0 7 0 0 0 0 0 0 0 0 166 2 178 67 1 8 0 0 0 0 0 0 0 0 247

STATISTICS
#7 >=4-Axle Single Units
#8 <=4-Axle Single Trailers #9 5-Axle Single Trailers #10 >=6-Axle Single Trailers #11 <=5-Axle Multi-Trailers #12 6-Axle Multi-Trailers #13 >=7-Axle Multi-Trailers HOURLY BREAKDOWN FHWA CLASSIFICATION DEFINITIONS #1 Motorcycles #2 Passenger Cars #3 2-Axle, 4-Tire Single Unit #4 Buses #5 2-Axle, 6-Tire Single Units #6 3-Axle Single Units Prepared by National Data & Surveying Services

CLASSIFICATION
Vintage Pkwy Bet Rutherford Ln & Walnut Meadows Dr
12/10/2024
Time NORTHBOUND Total SOUTHBOUND Total TOTALS Total
404
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_002
#1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 Prepared by National Data & Surveying Services

CLASSIFICATION
Vintage Pkwy Bet Rutherford Ln & Walnut Meadows Dr
12/10/2024
Time NORTHBOUND Total SOUTHBOUND Total TOTALS Total
00:00 0600000000000 6 0100000000000 1 0700000000000 700:15 0200000000000 2 0300000000000 3 0500000000000 500:30 0100000000000 1 0300000000000 3 0400000000000 400:45 0100000000000 1 0200000000000 2 0300000000000 301:00 0100000000000 1 0100000000000 1 0200000000000 201:15 0100000000000 1 0000000000000 0 0100000000000 101:30 0100000000000 1 0200000000000 2 0300000000000 301:45 0100000000000 1 0000000000000 0 0100000000000 102:00 0100000000000 1 0200000000000 2 0300000000000 302:15 0200000000000 2 0000000000000 0 0200000000000 202:30 0010000000000 1 0100000000000 1 0110000000000 202:45 0300000000000 3 0100000000000 1 0400000000000 403:00 0210100000000 4 0200000000000 2 0410100000000 603:15 0200000000000 2 0000000000000 0 0200000000000 203:30 0200000000000 2 0000000000000 0 0200000000000 2 03:45 0330000000000 6 0200000000000 2 0530000000000 8
04:00 0420000000000 6 0200000000000 2 0620000000000 804:15 0650000000000 11 0120000000000 3 0770000000000 14 04:30 0710000000000 8 0240000000000 6 0950000000000 14
04:45 0840010000000 13 0400010000000 5 0 12 4 0 0 2 0 0 0 0 0 0 0 18 05:00 0530100000000 9 0100000000000 1 0630100000000 10
05:15 0750000000000 12 0200000000000 2 0950000000000 14 05:30 0 10 7 0 0 0 0 0 0 0 0 0 0 17 0310000000000 4 0 13 8 0 0 0 0 0 0 0 0 0 0 21 05:45 0 11 7 0 0 0 0 0 0 0 0 0 0 18 0430000000000 7 0 15 10 0 0 0 0 0 0 0 0 0 0 25 06:00 0 13 3 0 0 0 0 0 0 0 0 0 0 16 0210000000000 3 0 15 4 0 0 0 0 0 0 0 0 0 0 19 06:15 0640100000000 11 0300000000000 3 0940100000000 14 06:30 0 15 4 0 1 0 0 0 0 0 0 0 0 20 0220000000000 4 0 17 6 0 1 0 0 0 0 0 0 0 0 24 06:45 0 13 2 0 1 0 0 1 0 0 0 0 0 17 0400010000000 5 0 17 2 0 1 1 0 1 0 0 0 0 0 22 07:00 0 12 3 0 0 0 0 0 0 0 0 0 0 15 0 12 2 0 1 0 0 0 0 0 0 0 0 15 0 24 5 0 1 0 0 0 0 0 0 0 0 30 07:15 0 16 5 1 0 0 0 0 0 0 0 0 0 22 0 14 4 0 0 0 0 0 0 0 0 0 0 18 0 30 9 1 0 0 0 0 0 0 0 0 0 4007:30 0 17 4 0 0 0 0 0 0 0 0 0 0 21 0 31 4 0 3 0 0 0 0 0 0 0 0 38 0 48 8 0 3 0 0 0 0 0 0 0 0 5907:45 0 31 6 0 3 0 0 1 0 0 0 0 0 41 0 52 8 0 0 0 0 0 0 0 0 0 0 60 0 83 14 0 3 0 0 1 0 0 0 0 0 10108:00 0 40 4 0 0 0 0 0 0 0 0 0 0 44 0 81 14 0 0 0 0 0 0 0 0 0 0 95 0 121 18 0 0 0 0 0 0 0 0 0 0 13908:15 0 27 3 1 0 1 0 0 0 0 0 0 0 32 0 65 5 0 1 0 0 0 0 0 0 0 0 71 0 92 8 1 1 1 0 0 0 0 0 0 0 10308:30 0 29 8 0 0 0 0 0 0 0 0 0 0 37 0 18 3 0 0 0 0 0 0 0 0 0 0 21 0 47 11 0 0 0 0 0 0 0 0 0 0 5808:45 0 17 1 0 0 0 0 0 0 0 0 0 0 18 0 14 6 0 1 0 0 0 0 0 0 0 0 21 0 31 7 0 1 0 0 0 0 0 0 0 0 3909:00 0 10 3 0 1 0 0 0 0 0 0 0 0 14 0 12 2 0 0 0 0 0 0 0 0 0 0 14 0 22 5 0 1 0 0 0 0 0 0 0 0 2809:15 0 13 7 0 1 0 0 0 0 0 0 0 0 21 0 12 3 0 0 0 0 0 0 0 0 0 0 15 0 25 10 0 1 0 0 0 0 0 0 0 0 3609:30 1 12 9 0 1 0 0 0 0 0 0 0 0 23 0 14 3 0 0 0 0 0 0 0 0 0 0 17 1 26 12 0 1 0 0 0 0 0 0 0 0 4009:45 0 14 2 0 0 0 0 0 0 0 0 0 0 16 0 11 8 0 4 0 0 0 0 0 0 0 0 23 0 25 10 0 4 0 0 0 0 0 0 0 0 3910:00 0 10 4 0 2 0 0 0 0 0 0 0 0 16 0 12 5 0 0 0 0 0 0 0 0 0 0 17 0 22 9 0 2 0 0 0 0 0 0 0 0 3310:15 0 12 7 0 0 0 0 0 0 0 0 0 0 19 0 13 3 0 2 0 0 0 0 0 0 0 0 18 0 25 10 0 2 0 0 0 0 0 0 0 0 3710:30 0 14 2 0 1 0 0 0 0 0 0 0 0 17 0 10 1 0 0 0 0 1 0 0 0 0 0 12 0 24 3 0 1 0 0 1 0 0 0 0 0 2910:45 0 14 6 0 1 1 0 1 0 0 0 0 0 23 1 20 4 0 0 0 0 0 0 0 0 0 0 25 1 34 10 0 1 1 0 1 0 0 0 0 0 48 11:00 0730000000000 10 0 11 5 0 0 0 0 0 0 0 0 0 0 16 0 18 8 0 0 0 0 0 0 0 0 0 0 26 11:15 0 12 1 0 0 0 0 0 0 0 0 0 0 13 0 13 3 0 1 0 0 0 0 0 0 0 0 17 0 25 4 0 1 0 0 0 0 0 0 0 0 30 11:30 0 14 4 0 2 0 0 0 0 0 0 0 0 20 0 17 5 0 0 0 0 0 0 0 0 0 0 22 0 31 9 0 2 0 0 0 0 0 0 0 0 42 11:45 0 18 5 0 0 0 0 0 0 0 0 0 0 23 0 18 4 0 2 0 0 0 0 0 0 0 0 24 0 36 9 0 2 0 0 0 0 0 0 0 0 47 15-MINUTE BREAKDOWN
405
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_002
#1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 Prepared by National Data & Surveying Services

CLASSIFICATION
Vintage Pkwy Bet Rutherford Ln & Walnut Meadows Dr
12/10/2024
Time NORTHBOUND Total SOUTHBOUND Total TOTALS Total
12:00 0 16 5 0 0 0 0 0 0 0 0 0 0 21 0 27 9 0 0 0 0 0 0 0 0 0 0 36 0 43 14 0 0 0 0 0 0 0 0 0 0 5712:15 0 10 3 0 0 0 0 0 0 0 0 0 0 13 0 15 5 0 2 0 0 1 0 0 0 0 0 23 0 25 8 0 2 0 0 1 0 0 0 0 0 3612:30 0720000000000 9 0 19 5 0 1 0 0 0 0 0 0 0 0 25 0 26 7 0 1 0 0 0 0 0 0 0 0 3412:45 0980000000000 17 0980000000000 17 0 18 16 0 0 0 0 0 0 0 0 0 0 3413:00 0 22 5 0 1 0 0 0 0 0 0 0 0 28 0 18 5 0 1 0 0 0 0 0 0 0 0 24 0 40 10 0 2 0 0 0 0 0 0 0 0 5213:15 0 21 4 0 0 0 0 0 0 0 0 0 0 25 0 24 5 0 0 0 0 0 0 0 0 0 0 29 0 45 9 0 0 0 0 0 0 0 0 0 0 5413:30 0 16 8 0 0 0 0 0 0 0 0 0 0 24 0 29 4 0 0 0 0 0 0 0 0 0 0 33 0 45 12 0 0 0 0 0 0 0 0 0 0 5713:45 0 19 1 0 0 0 0 0 0 0 0 0 0 20 0 19 3 0 0 0 0 0 0 0 0 0 0 22 0 38 4 0 0 0 0 0 0 0 0 0 0 4214:00 0 30 6 0 0 0 0 0 0 0 0 0 0 36 0 18 3 0 1 0 0 0 0 0 0 0 0 22 0 48 9 0 1 0 0 0 0 0 0 0 0 5814:15 0 29 6 1 0 0 0 0 0 0 0 0 0 36 0 26 8 0 0 0 0 0 0 0 0 0 0 34 0 55 14 1 0 0 0 0 0 0 0 0 0 7014:30 0 26 3 2 2 0 0 0 0 0 0 0 0 33 0 57 13 0 0 0 0 0 0 0 0 0 0 70 0 83 16 2 2 0 0 0 0 0 0 0 0 10314:45 0 33 5 0 0 0 0 0 0 0 0 0 0 38 0 31 8 0 1 1 0 0 0 0 0 0 0 41 0 64 13 0 1 1 0 0 0 0 0 0 0 7915:00 0 22 6 0 1 0 0 0 0 0 0 0 0 29 0 49 17 0 2 0 0 0 0 0 0 0 0 68 0 71 23 0 3 0 0 0 0 0 0 0 0 9715:15 0 22 1 0 0 0 0 0 0 0 0 0 0 23 0 23 5 0 1 0 0 0 0 0 0 0 0 29 0 45 6 0 1 0 0 0 0 0 0 0 0 5215:30 0 36 12 1 0 0 0 0 0 0 0 0 0 49 0 29 5 0 0 0 0 0 0 0 0 0 0 34 0 65 17 1 0 0 0 0 0 0 0 0 0 83 15:45 0 23 10 0 0 0 0 0 0 0 0 0 0 33 0 32 1 0 0 0 0 0 0 0 0 0 0 33 0 55 11 0 0 0 0 0 0 0 0 0 0 66 16:00 0 13 4 1 0 0 0 0 0 0 0 0 0 18 0 25 11 0 1 0 0 0 0 0 0 0 0 37 0 38 15 1 1 0 0 0 0 0 0 0 0 55 16:15 0 17 8 0 0 0 0 0 0 0 0 0 0 25 0 31 14 0 3 0 0 0 0 0 0 0 0 48 0 48 22 0 3 0 0 0 0 0 0 0 0 73 16:30 0 15 4 0 0 0 0 0 0 0 0 0 0 19 0 34 10 0 1 0 0 0 0 0 0 0 0 45 0 49 14 0 1 0 0 0 0 0 0 0 0 64 16:45 0 12 6 0 0 0 0 0 0 0 0 0 0 18 0 25 10 0 1 0 0 0 0 0 0 0 0 36 0 37 16 0 1 0 0 0 0 0 0 0 0 54 17:00 0 15 4 0 0 0 0 0 0 0 0 0 0 19 0 29 6 0 2 0 0 0 0 0 0 0 0 37 0 44 10 0 2 0 0 0 0 0 0 0 0 56 17:15 1 17 6 0 1 0 0 0 0 0 0 0 0 25 0 26 5 0 3 0 0 0 0 0 0 0 0 34 1 43 11 0 4 0 0 0 0 0 0 0 0 59 17:30 0 16 5 0 0 0 0 0 0 0 0 0 0 21 0 24 7 0 1 0 0 0 0 0 0 0 0 32 0 40 12 0 1 0 0 0 0 0 0 0 0 53 17:45 0 11 4 0 0 0 0 0 0 0 0 0 0 15 1 28 9 0 0 0 0 0 0 0 0 0 0 38 1 39 13 0 0 0 0 0 0 0 0 0 0 53 18:00 0 20 3 0 0 0 0 0 0 0 0 0 0 23 0 25 6 0 1 0 0 0 0 0 0 0 0 32 0 45 9 0 1 0 0 0 0 0 0 0 0 55 18:15 0 14 1 0 0 0 0 0 0 0 0 0 0 15 0 26 3 0 2 0 0 0 0 0 0 0 0 31 0 40 4 0 2 0 0 0 0 0 0 0 0 46 18:30 0 11 5 0 0 0 0 0 0 0 0 0 0 16 0 22 4 0 0 0 0 0 0 0 0 0 0 26 0 33 9 0 0 0 0 0 0 0 0 0 0 42 18:45 0 16 2 0 0 0 0 0 0 0 0 0 0 18 0 18 2 0 0 0 0 0 0 0 0 0 0 20 0 34 4 0 0 0 0 0 0 0 0 0 0 38 19:00 0 15 1 0 0 0 0 0 0 0 0 0 0 16 0 14 3 0 0 0 0 0 0 0 0 0 0 17 0 29 4 0 0 0 0 0 0 0 0 0 0 33 19:15 0 17 4 0 0 0 0 0 0 0 0 0 0 21 0 13 7 0 1 0 0 0 0 0 0 0 0 21 0 30 11 0 1 0 0 0 0 0 0 0 0 4219:30 0 13 3 0 0 0 0 0 0 0 0 0 0 16 0 18 3 0 0 0 0 0 0 0 0 0 0 21 0 31 6 0 0 0 0 0 0 0 0 0 0 3719:45 0 18 3 0 0 0 0 0 0 0 0 0 0 21 0 10 4 0 0 0 0 0 0 0 0 0 0 14 0 28 7 0 0 0 0 0 0 0 0 0 0 3520:00 0740000000000 11 0 11 5 0 0 0 0 0 0 0 0 0 0 16 0 18 9 0 0 0 0 0 0 0 0 0 0 2720:15 0 12 5 0 0 0 0 0 0 0 0 0 0 17 0 15 3 0 0 0 0 0 0 0 0 0 0 18 0 27 8 0 0 0 0 0 0 0 0 0 0 3520:30 0 12 2 0 0 0 0 0 0 0 0 0 0 14 1930000000000 13 1 21 5 0 0 0 0 0 0 0 0 0 0 2720:45 0740000000000 11 0710000000000 8 0 14 5 0 0 0 0 0 0 0 0 0 0 19 21:00 0710000000000 8 0900000000000 9 0 16 1 0 0 0 0 0 0 0 0 0 0 1721:15 0810000000000 9 0210000000000 3 0 10 2 0 0 0 0 0 0 0 0 0 0 1221:30 0910000000000 10 0930000000000 12 0 18 4 0 0 0 0 0 0 0 0 0 0 2221:45 0410000000000 5 0 11 1 0 0 0 0 0 0 0 0 0 0 12 0 15 2 0 0 0 0 0 0 0 0 0 0 1722:00 0600000000000 6 0320000000000 5 0920000000000 1122:15 0300100000000 4 0500000000000 5 0800100000000 922:30 0200000000000 2 0320100000000 6 0520100000000 822:45 0200000000000 2 0210000000000 3 0410000000000 5 23:00 0010000000000 1 0100000000000 1 0110000000000 2
23:15 0110000000000 2 0210000000000 3 0320000000000 523:30 0400000000000 4 0400000000000 4 0800000000000 823:45 0010000000000 1 0300000000000 3 0310000000000 4 Totals 2 1,138 309 7 23 3 0 3 0 0 0 0 0 1,485 3 1,389 336 0 41 3 0 2 0 0 0 0 0 1,774 5 2,527 645 7 64 6 0 5 0 0 0 0 0 3,259 % of Totals 0% 77% 21% 0% 2% 0% 0% 100% 0% 78% 19% 2% 0% 0% 100% 0% 78% 20% 0% 2% 0% 0% 100% 15-MINUTE BREAKDOWN
406
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_002
5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 00:00 0235000000000 10 0134100000000 9 0369100000000 19 01:00 0040000000000 4 0300000000000 3 0340000000000 702:00 0124000000000 7 0004000000000 4 0128000000000 1103:00 0185000000000 14 0112000000000 4 0297000000000 1804:00 0 4 17 13 4 0 0 0 0 0 0 0 0 38 0174400000000 16 0 5 24 17 8 0 0 0 0 0 0 0 0 5405:00 0 4 28 21 3 0 0 0 0 0 0 0 0 56 0049100000000 14 0 4 32 30 4 0 0 0 0 0 0 0 0 7006:00 0 3 41 20 0 0 0 0 0 0 0 0 0 64 0159000000000 15 0 4 46 29 0 0 0 0 0 0 0 0 0 7907:00 1 19 49 27 2 1 0 0 0 0 0 0 0 99 1 45 60 23 2 0 0 0 0 0 0 0 0 131 2 64 109 50 4 1 0 0 0 0 0 0 0 23008:00 8 38 60 21 4 0 0 0 0 0 0 0 0 131 67 72 50 17 2 0 0 0 0 0 0 0 0 208 75 110 110 38 6 0 0 0 0 0 0 0 0 33909:00 1 11 49 11 2 0 0 0 0 0 0 0 0 74 1 12 30 21 5 0 0 0 0 0 0 0 0 69 2 23 79 32 7 0 0 0 0 0 0 0 0 14310:00 1 18 39 16 1 0 0 0 0 0 0 0 0 75 2 13 39 16 2 0 0 0 0 0 0 0 0 72 3 31 78 32 3 0 0 0 0 0 0 0 0 14711:00 2 4 43 16 0 1 0 0 0 0 0 0 0 66 1 17 34 27 0 0 0 0 0 0 0 0 0 79 3 21 77 43 0 1 0 0 0 0 0 0 0 14512:00 2 10 32 13 3 0 0 0 0 0 0 0 0 60 8 14 49 27 3 0 0 0 0 0 0 0 0 101 10 24 81 40 6 0 0 0 0 0 0 0 0 16113:00 0 13 50 33 1 0 0 0 0 0 0 0 0 97 5 22 49 30 2 0 0 0 0 0 0 0 0 108 5 35 99 63 3 0 0 0 0 0 0 0 0 20514:00 13 43 70 14 3 0 0 0 0 0 0 0 0 143 29 56 65 16 1 0 0 0 0 0 0 0 0 167 42 99 135 30 4 0 0 0 0 0 0 0 0 31015:00 6 17 75 32 4 0 0 0 0 0 0 0 0 134 32 31 64 36 1 0 0 0 0 0 0 0 0 164 38 48 139 68 5 0 0 0 0 0 0 0 0 29816:00 1 5 39 34 1 0 0 0 0 0 0 0 0 80 3 17 71 73 2 0 0 0 0 0 0 0 0 166 4 22 110 107 3 0 0 0 0 0 0 0 0 24617:00 0 7 33 38 2 0 0 0 0 0 0 0 0 80 2 21 75 38 4 1 0 0 0 0 0 0 0 141 2 28 108 76 6 1 0 0 0 0 0 0 0 22118:00 0 3 36 29 4 0 0 0 0 0 0 0 0 72 1 9 59 38 2 0 0 0 0 0 0 0 0 109 1 12 95 67 6 0 0 0 0 0 0 0 0 18119:00 0 1 36 33 4 0 0 0 0 0 0 0 0 74 0 3 34 32 3 1 0 0 0 0 0 0 0 73 0 4 70 65 7 1 0 0 0 0 0 0 0 14720:00 0 1 27 22 2 1 0 0 0 0 0 0 0 53 0 0 29 22 4 0 0 0 0 0 0 0 0 55 0 1 56 44 6 1 0 0 0 0 0 0 0 10821:00 0 0 11 17 4 0 0 0 0 0 0 0 0 32 0 2 16 15 2 1 0 0 0 0 0 0 0 36 0 2 27 32 6 1 0 0 0 0 0 0 0 6822:00 0058100000000 14 0188200000000 19 0 1 13 16 3 0 0 0 0 0 0 0 0 3323:00 0071000000000 8 0047000000000 11 0 0 11 8 0 0 0 0 0 0 0 0 0 19 Totals 35 205 764 433 45 30000000 1,485 152 342 756 478 43 30000000 1,774 187 547 1,520 911 88 60000000 3,259 % of Totals 2% 14% 51% 29% 3% 0% 100% 9% 19% 43% 27% 2% 0% 100% 6% 17% 47% 28% 3% 0% 100% 00:00 - 12:00 13 105 343 159 16 2 0 0 0 0 0 0 0 638 72 166 233 136 17 0 0 0 0 0 0 0 0 624 85 271 576 295 33 2 0 0 0 0 0 0 0 1262 % 1% 7% 23% 11% 1% 0% 0% 0% 0% 0% 0% 0% 0% 43% 5% 11% 16% 9% 1% 0% 0% 0% 0% 0% 0% 0% 0% 42% 6% 18% 39% 20% 2% 0% 0% 0% 0% 0% 0% 0% 0% 85% Peak Hour 07:30 07:45 07:45 06:30 08:15 06:45 00:00 00:00 00:00 00:00 00:00 00:00 00:00 07:45 07:30 07:30 07:30 11:15 08:45 00:00 00:00 00:00 00:00 00:00 00:00 00:00 00:00 07:30 07:30 07:30 07:30 07:00 08:45 06:45 00:00 00:00 00:00 00:00 00:00 00:00 00:00 07:30 Peak Volume 9 53 69 27 5 1 0 0 0 0 0 0 0 154 68 104 72 28 5 0 0 0 0 0 0 0 0 264 77 156 130 50 9 1 0 0 0 0 0 0 0 402 12:00 - 24:00 22 100 421 274 29 1 0 0 0 0 0 0 0 847 80 176 523 342 26 3 0 0 0 0 0 0 0 1150 102 276 944 616 55 40000000 1997 % 1% 7% 28% 18% 2% 0% 0% 0% 0% 0% 0% 0% 0% 57% 5% 12% 35% 23% 2% 0% 0% 0% 0% 0% 0% 0% 0% 77% 7% 19% 64% 41% 4% 0% 0% 0% 0% 0% 0% 0% 0% 134% Peak Hour 14:00 14:15 15:00 16:45 14:45 19:30 12:00 12:00 12:00 12:00 12:00 12:00 12:00 14:00 14:15 14:15 17:30 16:00 19:15 16:30 12:00 12:00 12:00 12:00 12:00 12:00 12:00 14:15 14:15 14:15 15:00 16:00 19:15 16:30 12:00 12:00 12:00 12:00 12:00 12:00 12:00 14:15 Peak Volume 13 46 75 41 4 1 0 0 0 0 0 0 0 143 59 65 80 73 5 1 0 0 0 0 0 0 0 213 72 111 139 107 9 1 0 0 0 0 0 0 0 349 07:00 - 09:00 9 57 109 48 6 1 0 0 0 0 0 0 0 230 68 117 110 40 4 0 0 0 0 0 0 0 0 339 77 174 219 88 10 1 0 0 0 0 0 0 0 569 % 1% 4% 7% 3% 0% 0% 0% 0% 0% 0% 0% 0% 0% 15% 5% 8% 7% 3% 0% 0% 0% 0% 0% 0% 0% 0% 0% 23% 5% 12% 15% 6% 1% 0% 0% 0% 0% 0% 0% 0% 0% 38% Peak Hour 07:30 07:45 07:45 07:00 08:00 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:45 07:30 07:30 07:30 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:30 07:30 07:30 07:30 07:00 08:00 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:30 Peak Volume 9 53 69 27 4 1 0 0 0 0 0 0 0 154 68 104 72 23 2 0 0 0 0 0 0 0 0 264 77 156 130 50 6 1 0 0 0 0 0 0 0 402 16:00 - 18:00 1 12 72 72 3 0 0 0 0 0 0 0 0 160 5 38 146 111 6 1 0 0 0 0 0 0 0 307 6 50 218 183 9 1 0 0 0 0 0 0 0 467 % 0% 1% 5% 5% 0% 0% 0% 0% 0% 0% 0% 0% 0% 11% 0% 3% 10% 7% 0% 0% 0% 0% 0% 0% 0% 0% 0% 21% 0% 3% 15% 12% 1% 0% 0% 0% 0% 0% 0% 0% 0% 31% Peak Hour 16:00 16:45 16:00 16:45 16:30 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:45 16:00 16:45 17:00 16:00 17:00 16:30 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:45 16:15 16:00 17:00 16:30 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:15 Peak Volume 1 7 39 41 2 0 0 0 0 0 0 0 0 83 3 21 75 73 4 1 0 0 0 0 0 0 0 166 4 28 112 107 6 1 0 0 0 0 0 0 0 247 Prepared by National Data & Surveying Services
SPEED
Vintage Pkwy Bet Rutherford Ln & Walnut Meadows Dr
12/10/2024
Time

NORTHBOUND
Total

SOUTHBOUND
Total
TOTALS
Total

HOURLY BREAKDOWN STATISTICS
Direction Percentiles 15th 50th Average 85th 95th ADT
1774
TOTALS 18 23 23 28 30 3259
SOUTHBOUND 17 23 22 28 30
NORTHBOUND 20 23 23 28 30 1485
407
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_002
5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 Prepared by National Data & Surveying Services
SPEED
Vintage Pkwy Bet Rutherford Ln & Walnut Meadows Dr
12/10/2024
Time

NORTHBOUND
Total

SOUTHBOUND
Total
TOTALS
Total
00:00 0033000000000 6 0100000000000 1 0133000000000 700:15 0002000000000 2 0002100000000 3 0004100000000 500:30 0100000000000 1 0021000000000 3 0121000000000 400:45 0100000000000 1 0011000000000 2 0111000000000 301:00 0010000000000 1 0100000000000 1 0110000000000 201:15 0010000000000 1 0000000000000 0 0010000000000 101:30 0010000000000 1 0200000000000 2 0210000000000 301:45 0010000000000 1 0000000000000 0 0010000000000 102:00 0001000000000 1 0002000000000 2 0003000000000 302:15 0011000000000 2 0000000000000 0 0011000000000 202:30 0100000000000 1 0001000000000 1 0101000000000 202:45 0012000000000 3 0001000000000 1 0013000000000 403:00 0112000000000 4 0101000000000 2 0213000000000 603:15 0020000000000 2 0000000000000 0 0020000000000 203:30 0011000000000 2 0000000000000 0 0011000000000 2 03:45 0042000000000 6 0011000000000 2 0053000000000 804:00 0022200000000 6 0000200000000 2 0022400000000 804:15 0244100000000 11 0021000000000 3 0265100000000 1404:30 0134000000000 8 0122100000000 6 0256100000000 1404:45 0183100000000 13 0031100000000 5 0 1 11 4 2 0 0 0 0 0 0 0 0 1805:00 0153000000000 9 0001000000000 1 0154000000000 1005:15 0172200000000 12 0002000000000 2 0174200000000 1405:30 0268100000000 17 0022000000000 4 0 2 8 10 1 0 0 0 0 0 0 0 0 2105:45 0 0 10 8 0 0 0 0 0 0 0 0 0 18 0024100000000 7 0 0 12 12 1 0 0 0 0 0 0 0 0 2506:00 0 1 10 5 0 0 0 0 0 0 0 0 0 16 0111000000000 3 0 2 11 6 0 0 0 0 0 0 0 0 0 1906:15 0173000000000 11 0012000000000 3 0185000000000 1406:30 0 1 9 10 0 0 0 0 0 0 0 0 0 20 0013000000000 4 0 1 10 13 0 0 0 0 0 0 0 0 0 2406:45 0 0 15 2 0 0 0 0 0 0 0 0 0 17 0023000000000 5 0 0 17 5 0 0 0 0 0 0 0 0 0 2207:00 0185100000000 15 0086100000000 15 0 1 16 11 2 0 0 0 0 0 0 0 0 30 07:15 0 1 10 10 1 0 0 0 0 0 0 0 0 22 0297000000000 18 0 3 19 17 1 0 0 0 0 0 0 0 0 4007:30 0 2 12 6 0 1 0 0 0 0 0 0 0 21 0 11 20 6 1 0 0 0 0 0 0 0 0 38 0 13 32 12 1 1 0 0 0 0 0 0 0 5907:45 1 15 19 6 0 0 0 0 0 0 0 0 0 41 1 32 23 4 0 0 0 0 0 0 0 0 0 60 2 47 42 10 0 0 0 0 0 0 0 0 0 10108:00 5 20 16 3 0 0 0 0 0 0 0 0 0 44 35 41 16 3 0 0 0 0 0 0 0 0 0 95 40 61 32 6 0 0 0 0 0 0 0 0 0 13908:15 3 15 11 2 1 0 0 0 0 0 0 0 0 32 32 20 13 6 0 0 0 0 0 0 0 0 0 71 35 35 24 8 1 0 0 0 0 0 0 0 0 10308:30 0 3 23 10 1 0 0 0 0 0 0 0 0 37 0875100000000 21 0 11 30 15 2 0 0 0 0 0 0 0 0 5808:45 0 0 10 6 2 0 0 0 0 0 0 0 0 18 0 3 14 3 1 0 0 0 0 0 0 0 0 21 0 3 24 9 3 0 0 0 0 0 0 0 0 3909:00 0274100000000 14 0445100000000 14 0 6 11 9 2 0 0 0 0 0 0 0 0 2809:15 1 4 15 1 0 0 0 0 0 0 0 0 0 21 0284100000000 15 1 6 23 5 1 0 0 0 0 0 0 0 0 3609:30 0 3 16 3 1 0 0 0 0 0 0 0 0 23 0087200000000 17 0 3 24 10 3 0 0 0 0 0 0 0 0 4009:45 0 2 11 3 0 0 0 0 0 0 0 0 0 16 1 6 10 5 1 0 0 0 0 0 0 0 0 23 1 8 21 8 1 0 0 0 0 0 0 0 0 3910:00 1 3 10 2 0 0 0 0 0 0 0 0 0 16 0 3 11 2 1 0 0 0 0 0 0 0 0 17 1 6 21 4 1 0 0 0 0 0 0 0 0 3310:15 0487000000000 19 0594000000000 18 0 9 17 11 0 0 0 0 0 0 0 0 0 3710:30 0 3 12 2 0 0 0 0 0 0 0 0 0 17 1145100000000 12 1 4 16 7 1 0 0 0 0 0 0 0 0 2910:45 0895100000000 23 1 4 15 5 0 0 0 0 0 0 0 0 0 25 1 12 24 10 1 0 0 0 0 0 0 0 0 48 11:00 0072010000000 10 0367000000000 16 0 3 13 9 0 1 0 0 0 0 0 0 0 2611:15 1066000000000 13 1277000000000 17 2 2 13 13 0 0 0 0 0 0 0 0 0 3011:30 1 2 12 5 0 0 0 0 0 0 0 0 0 20 0 4 10 8 0 0 0 0 0 0 0 0 0 22 1 6 22 13 0 0 0 0 0 0 0 0 0 4211:45 0 2 18 3 0 0 0 0 0 0 0 0 0 23 0 8 11 5 0 0 0 0 0 0 0 0 0 24 0 10 29 8 0 0 0 0 0 0 0 0 0 47 15-MINUTE BREAKDOWN
408
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_002
5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 Prepared by National Data & Surveying Services
SPEED
Vintage Pkwy Bet Rutherford Ln & Walnut Meadows Dr
12/10/2024
Time

NORTHBOUND
Total

SOUTHBOUND
Total
TOTALS
Total
12:00 1 7 10 2 1 0 0 0 0 0 0 0 0 21 3 4 19 8 2 0 0 0 0 0 0 0 0 36 4 11 29 10 3 0 0 0 0 0 0 0 0 5712:15 0093100000000 13 4487000000000 23 4 4 17 10 1 0 0 0 0 0 0 0 0 3612:30 0332100000000 9 0 4 16 4 1 0 0 0 0 0 0 0 0 25 0 7 19 6 2 0 0 0 0 0 0 0 0 3412:45 1 0 10 6 0 0 0 0 0 0 0 0 0 17 1268000000000 17 2 2 16 14 0 0 0 0 0 0 0 0 0 3413:00 0 4 13 10 1 0 0 0 0 0 0 0 0 28 0 1 15 8 0 0 0 0 0 0 0 0 0 24 0 5 28 18 1 0 0 0 0 0 0 0 0 5213:15 0 7 10 8 0 0 0 0 0 0 0 0 0 25 4 11 11 3 0 0 0 0 0 0 0 0 0 29 4 18 21 11 0 0 0 0 0 0 0 0 0 5413:30 0 1 16 7 0 0 0 0 0 0 0 0 0 24 1 9 14 9 0 0 0 0 0 0 0 0 0 33 1 10 30 16 0 0 0 0 0 0 0 0 0 5713:45 0 1 11 8 0 0 0 0 0 0 0 0 0 20 0 1 9 10 2 0 0 0 0 0 0 0 0 22 0 2 20 18 2 0 0 0 0 0 0 0 0 4214:00 0 4 24 6 2 0 0 0 0 0 0 0 0 36 0 7 10 5 0 0 0 0 0 0 0 0 0 22 0 11 34 11 2 0 0 0 0 0 0 0 0 5814:15 9 16 10 1 0 0 0 0 0 0 0 0 0 36 1 13 15 5 0 0 0 0 0 0 0 0 0 34 10 29 25 6 0 0 0 0 0 0 0 0 0 7014:30 3 11 17 2 0 0 0 0 0 0 0 0 0 33 25 21 21 2 1 0 0 0 0 0 0 0 0 70 28 32 38 4 1 0 0 0 0 0 0 0 0 10314:45 1 12 19 5 1 0 0 0 0 0 0 0 0 38 3 15 19 4 0 0 0 0 0 0 0 0 0 41 4 27 38 9 1 0 0 0 0 0 0 0 0 7915:00 0 7 17 5 0 0 0 0 0 0 0 0 0 29 30 16 15 7 0 0 0 0 0 0 0 0 0 68 30 23 32 12 0 0 0 0 0 0 0 0 0 9715:15 0 3 9 11 0 0 0 0 0 0 0 0 0 23 0 5 15 9 0 0 0 0 0 0 0 0 0 29 0 8 24 20 0 0 0 0 0 0 0 0 0 5215:30 6 6 25 9 3 0 0 0 0 0 0 0 0 49 0 4 17 12 1 0 0 0 0 0 0 0 0 34 6 10 42 21 4 0 0 0 0 0 0 0 0 83 15:45 0 1 24 7 1 0 0 0 0 0 0 0 0 33 2 6 17 8 0 0 0 0 0 0 0 0 0 33 2 7 41 15 1 0 0 0 0 0 0 0 0 6616:00 1 1 6 10 0 0 0 0 0 0 0 0 0 18 0 4 16 16 1 0 0 0 0 0 0 0 0 37 1 5 22 26 1 0 0 0 0 0 0 0 0 5516:15 0 2 16 7 0 0 0 0 0 0 0 0 0 25 2 5 17 24 0 0 0 0 0 0 0 0 0 48 2 7 33 31 0 0 0 0 0 0 0 0 0 7316:30 0 1 11 6 1 0 0 0 0 0 0 0 0 19 1 5 22 17 0 0 0 0 0 0 0 0 0 45 1 6 33 23 1 0 0 0 0 0 0 0 0 6416:45 0 1 6 11 0 0 0 0 0 0 0 0 0 18 0 3 16 16 1 0 0 0 0 0 0 0 0 36 0 4 22 27 1 0 0 0 0 0 0 0 0 5417:00 0 1 6 12 0 0 0 0 0 0 0 0 0 19 0 4 18 14 1 0 0 0 0 0 0 0 0 37 0 5 24 26 1 0 0 0 0 0 0 0 0 5617:15 0 2 15 7 1 0 0 0 0 0 0 0 0 25 0 7 17 8 1 1 0 0 0 0 0 0 0 34 0 9 32 15 2 1 0 0 0 0 0 0 0 5917:30 0 3 6 11 1 0 0 0 0 0 0 0 0 21 2 7 17 6 0 0 0 0 0 0 0 0 0 32 2 10 23 17 1 0 0 0 0 0 0 0 0 5317:45 0168000000000 15 0 3 23 10 2 0 0 0 0 0 0 0 0 38 0 4 29 18 2 0 0 0 0 0 0 0 0 5318:00 0 3 11 8 1 0 0 0 0 0 0 0 0 23 1 1 20 10 0 0 0 0 0 0 0 0 0 32 1 4 31 18 1 0 0 0 0 0 0 0 0 5518:15 0067200000000 15 0 3 20 8 0 0 0 0 0 0 0 0 0 31 0 3 26 15 2 0 0 0 0 0 0 0 0 4618:30 0 0 11 4 1 0 0 0 0 0 0 0 0 16 0 4 13 8 1 0 0 0 0 0 0 0 0 26 0 4 24 12 2 0 0 0 0 0 0 0 0 4218:45 0 0 8 10 0 0 0 0 0 0 0 0 0 18 0 1 6 12 1 0 0 0 0 0 0 0 0 20 0 1 14 22 1 0 0 0 0 0 0 0 0 3819:00 0078100000000 16 0178010000000 17 0 1 14 16 1 1 0 0 0 0 0 0 0 33 19:15 0 0 11 8 2 0 0 0 0 0 0 0 0 21 0 1 6 13 1 0 0 0 0 0 0 0 0 21 0 1 17 21 3 0 0 0 0 0 0 0 0 4219:30 0088000000000 16 0 1 11 7 2 0 0 0 0 0 0 0 0 21 0 1 19 15 2 0 0 0 0 0 0 0 0 3719:45 0 1 10 9 1 0 0 0 0 0 0 0 0 21 0 0 10 4 0 0 0 0 0 0 0 0 0 14 0 1 20 13 1 0 0 0 0 0 0 0 0 3520:00 0154100000000 11 0077200000000 16 0 1 12 11 3 0 0 0 0 0 0 0 0 2720:15 0 0 10 5 1 1 0 0 0 0 0 0 0 17 0 0 11 6 1 0 0 0 0 0 0 0 0 18 0 0 21 11 2 1 0 0 0 0 0 0 0 3520:30 0077000000000 14 0066100000000 13 0 0 13 13 1 0 0 0 0 0 0 0 0 2720:45 0056000000000 11 0053000000000 8 0 0 10 9 0 0 0 0 0 0 0 0 0 1921:00 0034100000000 8 0045000000000 9 0079100000000 1721:15 0044100000000 9 0020100000000 3 0064200000000 1221:30 0036100000000 10 0074100000000 12 0 0 10 10 2 0 0 0 0 0 0 0 0 2221:45 0013100000000 5 0236010000000 12 0249110000000 1722:00 0014100000000 6 0014000000000 5 0028100000000 1122:15 0022000000000 4 0032000000000 5 0054000000000 922:30 0011000000000 2 0130200000000 6 0141200000000 822:45 0011000000000 2 0012000000000 3 0023000000000 5 23:00 0010000000000 1 0001000000000 1 0011000000000 223:15 0020000000000 2 0021000000000 3 0041000000000 523:30 0031000000000 4 0004000000000 4 0035000000000 823:45 0010000000000 1 0021000000000 3 0031000000000 4 Totals 35 205 764 433 45 30000000 1,485 152 342 756 478 43 30000000 1,774 187 547 1,520 911 88 60000000 3,259 % of Totals 2% 14% 51% 29% 3% 0% 0% 0% 0% 0% 0% 0% 0% 100% 9% 19% 43% 27% 2% 0% 0% 0% 0% 0% 0% 0% 0% 100% 6% 17% 47% 28% 3% 0% 0% 0% 0% 0% 0% 0% 0% 100% 15-MINUTE BREAKDOWN
409
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_002
NB SB EB WB Total
1,485 1,774 0 0 3,259

TIME NB SB EB WB TOTAL TIME NB SB EB WB TOTAL NB SB EB WB TOTAL 00:00 61 7 12:00 21 36 57 00:00 01:00 10 9 19
00:15 23 5 12:15 13 23 36 01:00 02:00 43 7
00:30 13 4 12:30 9 25 34 02:00 03:00 74 11
00:45 12 3 12:45 17 17 34 03:00 04:00 14 4 18
01:00 11 2 13:00 28 24 52 04:00 05:00 38 16 54
01:15 10 1 13:15 25 29 54 05:00 06:00 56 14 70
01:30 12 3 13:30 24 33 57 06:00 07:00 64 15 79
01:45 10 1 13:45 20 22 42 07:00 08:00 99 131 230
02:00 12 3 14:00 36 22 58 08:00 09:00 131 208 339
02:15 20 2 14:15 36 34 70 09:00 10:00 74 69 143
02:30 11 2 14:30 33 70 103 10:00 11:00 75 72 147
02:45 31 4 14:45 38 41 79 11:00 12:00 66 79 145
03:00 42 6 15:00 29 68 97 12:00 13:00 60 101 161
03:15 20 2 15:15 23 29 52 13:00 14:00 97 108 205
03:30 20 2 15:30 49 34 83 14:00 15:00 143 167 310
03:45 62 8 15:45 33 33 66 15:00 16:00 134 164 298
04:00 62 8 16:00 18 37 55 16:00 17:00 80 166 246
04:15 11 3 14 16:15 25 48 73 17:00 18:00 80 141 221
04:30 86 14 16:30 19 45 64 18:00 19:00 72 109 181
04:45 13 5 18 16:45 18 36 54 19:00 20:00 74 73 147
05:00 91 10 17:00 19 37 56 20:00 21:00 53 55 108
05:15 12 2 14 17:15 25 34 59 21:00 22:00 32 36 68
05:30 17 4 21 17:30 21 32 53 22:00 23:00 14 19 33
05:45 18 7 25 17:45 15 38 53 23:00 00:00 8 11 19
06:00 16 3 19 18:00 23 32 55
06:15 11 3 14 18:15 15 31 46 NB SB EB WB TOTAL
06:30 20 4 24 18:30 16 26 42 00:00 to 12:00
06:45 17 5 22 18:45 18 20 38 638 624 1262
07:00 15 15 30 19:00 16 17 33 07:45 07:30 07:30
07:15 22 18 40 19:15 21 21 42 154 264 402
07:30 21 38 59 19:30 16 21 37 0.875 0.695 0.723
07:45 41 60 101 19:45 21 14 35
08:00 44 95 139 20:00 11 16 27 12:00 to 00:00
08:15 32 71 103 20:15 17 18 35 847 1150 1997
08:30 37 21 58 20:30 14 13 27 14:00 14:15 14:15
08:45 18 21 39 20:45 11 8 19 143 213 349
09:00 14 14 28 21:00 89 17 0.941 0.761 0.847
09:15 21 15 36 21:15 93 12
09:30 23 17 40 21:30 10 12 22 07:00 to 09:00
09:45 16 23 39 21:45 5 12 17 230 339 569
10:00 16 17 33 22:00 65 11 07:45 07:30 07:30
10:15 19 18 37 22:15 45 9 154 264 402
10:30 17 12 29 22:30 26 8 0.875 0.695 0.723
10:45 23 25 48 22:45 23 5
11:00 10 16 26 23:00 11 2 16:00 to 18:00
11:15 13 17 30 23:15 23 5 160 307 467
11:30 20 22 42 23:30 44 8 16:45 16:00 16:15
11:45 23 24 47 23:45 13 4 83 166 247
TOTALS 638 624 0 0 1262 TOTALS 847 1150 0 0 1997 0.830 0.865 0.846 SPLIT % 51% 49% 0% 0% 39% SPLIT % 42% 58% 0% 0% 61%
Volume
Prepared by National Data & Surveying Services
VOLUME
Vintage Pkwy Bet Rutherford Ln & Walnut Meadows Dr
12/10/2024

DAILY TOTALS DAILY TOTALS
15-Minutes Interval Hourly Intervals
TIME

STATISTICS
Peak Period
Volume
Peak Hour
Peak Volume
Peak Hour Factor
Peak Period
Volume
Peak Hour
Peak Volume
Peak Hour Factor
Peak Period
Peak Hour
Peak Volume
Peak Hour Factor
Peak Hour
Peak Volume
Peak Hour Factor
Peak Period
Volume
0 50
100
150
200
250
00:0001:0002:0003:0004:0005:0006:0007:0008:0009:0010:0011:0012:0013:0014:0015:0016:0017:0018:0019:0020:0021:0022:0023:00

NB SB EB WB
410
Spot Speed Study
Prepared by: National Data & Surveying Services
Eastbound & Westbound
DATE: Location:

TIME: Posted Speed: 30 MPH Clear/Dry
Speed
mph ALL Vehicles
<=10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 1
28 3
29 4
30 2
31 5
32 6
33 2
34 8
35 7
36 10
37 12
38 3
39 2
40 1
41 2
42 1
43 1
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
Class Count Range
50th
Percentile
85th
Percentile
10 MPH
Pace # in Pace
Percent in
Pace % / # Below Pace % / # Above Pace
ALL 70 27 - 43 35 mph 37 mph 28 - 37 59 84% 1% / 1 15% / 10

SPEED PARAMETERS
Vintage Pkwy Bet Walnut Meadows Dr & Big Break Rd
City of Oakley
Eastbound Spot Speeds
13:35-14:35
12/10/2024
Project #: 24-080394-002
0 2 4 6 8 10 12 14
70 68
66 64
62 60
58 56
54 52
50 48
46 44
42 40
38 36
34 32
30 28
26 24
22 20
18 16
14 12
10 Speed - MPH
Number of Vehicles
411
Spot Speed Study
Prepared by: National Data & Surveying Services
Eastbound & Westbound
DATE: Location:

TIME: Posted Speed: 30 MPH Clear/Dry
Speed
mph ALL Vehicles
<=10
11 12
13 14
15 16
17 18
19 20
21 22
23 24 2
25 4
26 2
27 5
28 6
29 6
30 8
31 4
32 1
33 6
34 5
35 5
36 2
37 4
38 3
39 1
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
Class Count Range
50th
Percentile
85th
Percentile
10 MPH
Pace # in Pace
Percent in
Pace % / # Below Pace % / # Above Pace
ALL 64 24 - 39 30 mph 36 mph 26 - 35 48 75% 9% / 6 16% / 10

SPEED PARAMETERS
Vintage Pkwy Bet Walnut Meadows Dr & Big Break Rd
City of Oakley
Westbound Spot Speeds
13:35-14:35
12/10/2024
Project #: 24-080394-002
0 2 4 6 8 10
70 68
66 64
62 60
58 56
54 52
50 48
46 44
42 40
38 36
34 32
30 28
26 24
22 20
18 16
14 12
10 Speed - MPH
Number of Vehicles
412
Spot Speed Study
Prepared by: National Data & Surveying Services
Eastbound & Westbound
DATE: Location:

TIME: Posted Speed: 30 MPH Clear/Dry
Speed
mph ALL Vehicles
<=10
11 12
13 14
15 16
17 18
19 20
21 22
23 24 2
25 4
26 2
27 6
28 9
29 10
30 10
31 9
32 7
33 8
34 13
35 12
36 12
37 16
38 6
39 3
40 1
41 2
42 1
43 1
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
Class Count Range
50th
Percentile
85th
Percentile
10 MPH
Pace # in Pace
Percent in
Pace % / # Below Pace % / # Above Pace
ALL 134 24 - 43 33 mph 37 mph 28 - 37 106 79% 10% / 14 11% / 14

SPEED PARAMETERS
Vintage Pkwy Bet Walnut Meadows Dr & Big Break Rd
City of Oakley
Eastbound & Westbound Spot Speeds
13:35-14:35
12/10/2024
Project #: 24-080394-002
0 5 10 15 20
70 68
66 64
62 60
58 56
54 52
50 48
46 44
42 40
38 36
34 32
30 28
26 24
22 20
18 16
14 12
10 Speed - MPH
Number of Vehicles
413
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_003
#1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 00:00 0 11 0 0 0 0 0 0 0 0 0 0 0 11 0 12 2 0 0 0 0 0 0 0 0 0 0 14 0 23 2 0 0 0 0 0 0 0 0 0 0 25 01:00 0410000000000 5 0 16 1 0 0 0 0 0 0 0 0 0 0 17 0 20 2 0 0 0 0 0 0 0 0 0 0 2202:00 0 10 4 0 0 0 0 0 0 0 0 0 0 14 0 11 0 0 0 0 0 0 0 0 0 0 0 11 0 21 4 0 0 0 0 0 0 0 0 0 0 2503:00 0 17 8 0 0 0 0 0 0 0 0 0 0 25 0510000000000 6 0 22 9 0 0 0 0 0 0 0 0 0 0 3104:00 1 68 32 0 3 0 0 0 0 0 0 0 0 104 0 16 3 0 0 0 0 0 0 0 0 0 0 19 1 84 35 0 3 0 0 0 0 0 0 0 0 12305:00 0 80 40 0 5 0 0 0 0 0 0 0 0 125 0 26 11 0 4 0 0 0 0 0 0 0 0 41 0 106 51 0 9 0 0 0 0 0 0 0 0 16606:00 0 140 36 0 4 0 0 0 0 0 0 0 0 180 0 54 9 0 0 1 0 0 0 0 0 0 0 64 0 194 45 0 4 1 0 0 0 0 0 0 0 24407:00 0 243 45 3 1 0 0 1 0 0 0 0 0 293 0 78 26 0 0 0 0 1 1 0 0 0 0 106 0 321 71 3 1 0 0 2 1 0 0 0 0 39908:00 0 303 71 1 10 0 0 1 0 0 0 0 0 386 0 153 41 0 1 0 0 0 0 0 0 0 0 195 0 456 112 1 11 0 0 1 0 0 0 0 0 58109:00 0 173 51 1 3 1 0 1 0 0 0 0 0 230 0 82 31 1 1 0 0 0 0 0 0 0 0 115 0 255 82 2 4 1 0 1 0 0 0 0 0 34510:00 0 148 31 0 4 0 0 0 0 0 0 0 0 183 0 97 32 0 4 1 0 0 1 0 0 0 0 135 0 245 63 0 8 1 0 0 1 0 0 0 0 31811:00 0 149 43 0 7 1 0 0 0 0 0 0 0 200 0 116 42 0 2 0 0 0 0 0 0 0 0 160 0 265 85 0 9 1 0 0 0 0 0 0 0 36012:00 0 156 49 0 5 1 0 0 0 0 0 0 0 211 0 109 34 0 3 0 0 0 0 0 0 0 0 146 0 265 83 0 8 1 0 0 0 0 0 0 0 35713:00 3 150 40 1 5 0 0 1 0 0 0 0 0 200 1 116 34 0 1 1 0 0 1 0 0 0 0 154 4 266 74 1 6 1 0 1 1 0 0 0 0 354 14:00 1 174 51 0 3 0 0 0 0 0 0 0 0 229 0 129 45 0 2 1 0 1 0 0 0 0 0 178 1 303 96 0 5 1 0 1 0 0 0 0 0 407 15:00 0 241 46 2 5 0 0 0 0 0 0 0 0 294 0 177 52 2 5 0 0 0 0 0 0 0 0 236 0 418 98 4 10 0 0 0 0 0 0 0 0 530 16:00 2 180 54 0 4 0 0 0 0 0 0 0 0 240 1 166 37 1 6 0 0 0 0 0 0 0 0 211 3 346 91 1 10 0 0 0 0 0 0 0 0 451 17:00 0 201 45 0 2 1 0 1 0 0 0 0 0 250 0 165 23 0 3 2 0 0 0 0 0 0 0 193 0 366 68 0 5 3 0 1 0 0 0 0 0 443 18:00 0 124 25 1 1 0 0 0 0 0 0 0 0 151 0 125 30 0 7 0 0 0 0 0 0 0 0 162 0 249 55 1 8 0 0 0 0 0 0 0 0 313 19:00 0 91 26 0 0 0 0 0 0 0 0 0 0 117 0 91 24 0 3 0 0 0 0 0 0 0 0 118 0 182 50 0 3 0 0 0 0 0 0 0 0 235 20:00 0 93 9 0 1 0 0 0 0 0 0 0 0 103 0 80 16 0 0 0 0 0 0 0 0 0 0 96 0 173 25 0 1 0 0 0 0 0 0 0 0 199 21:00 0 42 7 0 0 0 0 0 0 0 0 0 0 49 0 58 6 0 0 0 0 0 0 0 0 0 0 64 0 100 13 0 0 0 0 0 0 0 0 0 0 113 22:00 0 21 2 0 0 0 0 0 0 0 0 0 0 23 0 39 7 0 0 0 0 0 0 0 0 0 0 46 0 60 9 0 0 0 0 0 0 0 0 0 0 69 23:00 0 16 1 0 0 0 0 0 0 0 0 0 0 17 0 23 3 0 0 0 0 0 0 0 0 0 0 26 0 39 4 0 0 0 0 0 0 0 0 0 0 43 Totals 7 2,835 717 9 63 4 0 5 0 0 0 0 0 3,640 2 1,944 510 4 42 6 0 2 3 0 0 0 0 2,513 9 4,779 1,227 13 105 10 0 7 3 0 0 0 0 6,153 % of Totals 0% 78% 20% 0% 2% 0% 0% 100% 0% 77% 20% 0% 2% 0% 0% 0% 100% 0% 78% 20% 0% 2% 0% 0% 0% 100% 00:00 - 12:00 1 1346 362 5 37 20300000 1756 0 666 199 1 12 2 0 1 2 0 0 0 0 883 1 2012 561 6 49 40420000 2639 % 0% 37% 10% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 48% 0% 27% 8% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 35% 0% 33% 9% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 43% Peak Hour 04:00 07:45 08:00 06:45 08:15 11:45 00:00 07:15 00:00 00:00 00:00 00:00 00:00 07:45 00:00 07:45 11:15 08:15 05:00 05:45 00:00 06:30 07:00 00:00 00:00 00:00 00:00 07:45 04:00 07:45 08:00 06:45 08:15 09:15 00:00 07:15 07:00 00:00 00:00 00:00 00:00 07:45 Peak Volume 1 326 71 3 11 2 0 2 0 0 0 0 0 405 0 160 45 1 4 1 0 1 1 0 0 0 0 203 1 486 112 3 12 2 0 3 1 0 0 0 0 608 12:00 - 24:00 6 1489 355 4 26 20200000 1884 2 1278 311 3 30 40110000 1630 8 2767 666 7 56 60310000 3514 % 0% 41% 10% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 52% 0% 51% 12% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 65% 0% 45% 11% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 57% Peak Hour 13:00 15:00 15:30 15:00 15:30 12:00 12:00 12:45 12:00 12:00 12:00 12:00 12:00 15:15 12:30 16:30 14:30 15:15 16:15 13:15 12:00 13:15 12:45 12:00 12:00 12:00 12:00 15:00 13:00 15:00 14:45 15:15 15:30 16:30 12:00 13:15 12:45 12:00 12:00 12:00 12:00 15:00 Peak Volume 3 241 58 2 7 1 0 1 0 0 0 0 0 296 1 181 61 3 8 2 0 1 1 0 0 0 0 236 4 418 102 5 13 3 0 2 1 0 0 0 0 530 07:00 - 09:00 0 546 116 4 11 0 0 2 0 0 0 0 0 679 0 231 67 0 1 0 0 1 1 0 0 0 0 301 0 777 183 4 12 0 0 3 1 0 0 0 0 980 % 0% 15% 3% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 19% 0% 9% 3% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 12% 0% 13% 3% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 16% Peak Hour 07:00 07:45 08:00 07:00 08:00 07:00 07:00 07:15 07:00 07:00 07:00 07:00 07:00 07:45 07:00 07:45 07:45 07:00 07:30 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:00 07:45 07:00 07:45 08:00 07:00 08:00 07:00 07:00 07:15 07:00 07:00 07:00 07:00 07:00 07:45 Peak Volume 0 326 71 3 10 0 0 2 0 0 0 0 0 405 0 160 41 0 1 0 0 1 1 0 0 0 0 203 0 486 112 3 11 0 0 3 1 0 0 0 0 608 16:00 - 18:00 2 381 99 0 6 1 0 1 0 0 0 0 0 490 1 331 60 1 9 2 0 0 0 0 0 0 0 404 3 712 159 1 15 3 0 1 0 0 0 0 0 894 % 0% 10% 3% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 13% 0% 13% 2% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 16% 0% 12% 3% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 15% Peak Hour 16:00 17:00 16:45 16:00 16:00 16:30 16:00 16:15 16:00 16:00 16:00 16:00 16:00 16:45 16:00 16:30 16:00 16:00 16:15 16:30 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:30 16:00 16:45 16:00 16:00 16:15 16:30 16:00 16:15 16:00 16:00 16:00 16:00 16:00 16:30 Peak Volume 2 201 58 0 4 1 0 1 0 0 0 0 0 263 1 181 37 1 8 2 0 0 0 0 0 0 0 222 3 375 91 1 12 3 0 1 0 0 0 0 0 479

STATISTICS
#7 >=4-Axle Single Units
#8 <=4-Axle Single Trailers #9 5-Axle Single Trailers #10 >=6-Axle Single Trailers #11 <=5-Axle Multi-Trailers #12 6-Axle Multi-Trailers #13 >=7-Axle Multi-Trailers HOURLY BREAKDOWN FHWA CLASSIFICATION DEFINITIONS #1 Motorcycles #2 Passenger Cars #3 2-Axle, 4-Tire Single Unit #4 Buses #5 2-Axle, 6-Tire Single Units #6 3-Axle Single Units Prepared by National Data & Surveying Services

CLASSIFICATION
Live Oak Ave Bet Laurel Rd & Live Oak Ave/Neroly Rd
12/10/2024
Time EASTBOUND Total WESTBOUND Total TOTALS Total
414
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_003
#1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 Prepared by National Data & Surveying Services

CLASSIFICATION
Live Oak Ave Bet Laurel Rd & Live Oak Ave/Neroly Rd
12/10/2024
Time EASTBOUND Total WESTBOUND Total TOTALS Total
00:00 0700000000000 7 0220000000000 4 0920000000000 1100:15 0000000000000 0 0200000000000 2 0200000000000 200:30 0100000000000 1 0400000000000 4 0500000000000 500:45 0300000000000 3 0400000000000 4 0700000000000 701:00 0010000000000 1 0300000000000 3 0310000000000 401:15 0100000000000 1 0510000000000 6 0610000000000 701:30 0100000000000 1 0400000000000 4 0500000000000 501:45 0200000000000 2 0400000000000 4 0600000000000 602:00 0200000000000 2 0400000000000 4 0600000000000 602:15 0300000000000 3 0200000000000 2 0500000000000 502:30 0220000000000 4 0100000000000 1 0320000000000 502:45 0320000000000 5 0400000000000 4 0720000000000 903:00 0000000000000 0 0000000000000 0 0000000000000 003:15 0410000000000 5 0000000000000 0 0410000000000 503:30 0530000000000 8 0300000000000 3 0830000000000 11 03:45 0840000000000 12 0210000000000 3 0 10 5 0 0 0 0 0 0 0 0 0 0 15 04:00 0840000000000 12 0010000000000 1 0850000000000 13 04:15 0970200000000 18 0400000000000 4 0 13 7 0 2 0 0 0 0 0 0 0 0 22 04:30 0 17 8 0 0 0 0 0 0 0 0 0 0 25 0910000000000 10 0 26 9 0 0 0 0 0 0 0 0 0 0 35 04:45 1 34 13 0 1 0 0 0 0 0 0 0 0 49 0310000000000 4 1 37 14 0 1 0 0 0 0 0 0 0 0 53 05:00 0 28 12 0 2 0 0 0 0 0 0 0 0 42 0510000000000 6 0 33 13 0 2 0 0 0 0 0 0 0 0 48 05:15 0 19 13 0 2 0 0 0 0 0 0 0 0 34 0330100000000 7 0 22 16 0 3 0 0 0 0 0 0 0 0 41 05:30 0 13 9 0 0 0 0 0 0 0 0 0 0 22 0910100000000 11 0 22 10 0 1 0 0 0 0 0 0 0 0 33 05:45 0 20 6 0 1 0 0 0 0 0 0 0 0 27 0960200000000 17 0 29 12 0 3 0 0 0 0 0 0 0 0 44 06:00 0 28 10 0 0 0 0 0 0 0 0 0 0 38 0910000000000 10 0 37 11 0 0 0 0 0 0 0 0 0 0 48 06:15 0 32 6 0 2 0 0 0 0 0 0 0 0 40 0720000000000 9 0 39 8 0 2 0 0 0 0 0 0 0 0 49 06:30 0 37 9 0 0 0 0 0 0 0 0 0 0 46 0 16 1 0 0 1 0 0 0 0 0 0 0 18 0 53 10 0 0 1 0 0 0 0 0 0 0 64 06:45 0 43 11 0 2 0 0 0 0 0 0 0 0 56 0 22 5 0 0 0 0 0 0 0 0 0 0 27 0 65 16 0 2 0 0 0 0 0 0 0 0 83 07:00 0 42 7 0 0 0 0 0 0 0 0 0 0 49 0970000000000 16 0 51 14 0 0 0 0 0 0 0 0 0 0 65 07:15 0 44 11 2 0 0 0 0 0 0 0 0 0 57 0 14 7 0 0 0 0 1 0 0 0 0 0 22 0 58 18 2 0 0 0 1 0 0 0 0 0 7907:30 0 63 10 1 0 0 0 0 0 0 0 0 0 74 0 18 3 0 0 0 0 0 0 0 0 0 0 21 0 81 13 1 0 0 0 0 0 0 0 0 0 9507:45 0 94 17 0 1 0 0 1 0 0 0 0 0 113 0 37 9 0 0 0 0 0 1 0 0 0 0 47 0 131 26 0 1 0 0 1 1 0 0 0 0 16008:00 0 80 21 0 1 0 0 1 0 0 0 0 0 103 0 39 9 0 0 0 0 0 0 0 0 0 0 48 0 119 30 0 1 0 0 1 0 0 0 0 0 15108:15 0 78 16 1 4 0 0 0 0 0 0 0 0 99 0 54 12 0 1 0 0 0 0 0 0 0 0 67 0 132 28 1 5 0 0 0 0 0 0 0 0 16608:30 0 74 14 0 2 0 0 0 0 0 0 0 0 90 0 30 11 0 0 0 0 0 0 0 0 0 0 41 0 104 25 0 2 0 0 0 0 0 0 0 0 13108:45 0 71 20 0 3 0 0 0 0 0 0 0 0 94 0 30 9 0 0 0 0 0 0 0 0 0 0 39 0 101 29 0 3 0 0 0 0 0 0 0 0 13309:00 0 56 12 1 2 0 0 0 0 0 0 0 0 71 0 14 12 1 0 0 0 0 0 0 0 0 0 27 0 70 24 2 2 0 0 0 0 0 0 0 0 9809:15 0 37 15 0 0 1 0 0 0 0 0 0 0 53 0 15 9 0 0 0 0 0 0 0 0 0 0 24 0 52 24 0 0 1 0 0 0 0 0 0 0 7709:30 0 40 13 0 1 0 0 1 0 0 0 0 0 55 0 23 7 0 0 0 0 0 0 0 0 0 0 30 0 63 20 0 1 0 0 1 0 0 0 0 0 8509:45 0 40 11 0 0 0 0 0 0 0 0 0 0 51 0 30 3 0 1 0 0 0 0 0 0 0 0 34 0 70 14 0 1 0 0 0 0 0 0 0 0 8510:00 0 40 14 0 0 0 0 0 0 0 0 0 0 54 0 31 9 0 0 1 0 0 0 0 0 0 0 41 0 71 23 0 0 1 0 0 0 0 0 0 0 9510:15 0 39 4 0 2 0 0 0 0 0 0 0 0 45 0 23 7 0 0 0 0 0 1 0 0 0 0 31 0 62 11 0 2 0 0 0 1 0 0 0 0 7610:30 0 30 9 0 1 0 0 0 0 0 0 0 0 40 0 21 10 0 3 0 0 0 0 0 0 0 0 34 0 51 19 0 4 0 0 0 0 0 0 0 0 7410:45 0 39 4 0 1 0 0 0 0 0 0 0 0 44 0 22 6 0 1 0 0 0 0 0 0 0 0 29 0 61 10 0 2 0 0 0 0 0 0 0 0 73 11:00 0 46 10 0 3 0 0 0 0 0 0 0 0 59 0 36 6 0 0 0 0 0 0 0 0 0 0 42 0 82 16 0 3 0 0 0 0 0 0 0 0 101 11:15 0 31 9 0 1 0 0 0 0 0 0 0 0 41 0 29 9 0 0 0 0 0 0 0 0 0 0 38 0 60 18 0 1 0 0 0 0 0 0 0 0 79 11:30 0 34 14 0 2 0 0 0 0 0 0 0 0 50 0 29 13 0 1 0 0 0 0 0 0 0 0 43 0 63 27 0 3 0 0 0 0 0 0 0 0 93 11:45 0 38 10 0 1 1 0 0 0 0 0 0 0 50 0 22 14 0 1 0 0 0 0 0 0 0 0 37 0 60 24 0 2 1 0 0 0 0 0 0 0 87 15-MINUTE BREAKDOWN
415
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_003
#1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 Prepared by National Data & Surveying Services

CLASSIFICATION
Live Oak Ave Bet Laurel Rd & Live Oak Ave/Neroly Rd
12/10/2024
Time EASTBOUND Total WESTBOUND Total TOTALS Total
12:00 0 36 11 0 2 0 0 0 0 0 0 0 0 49 0 20 9 0 0 0 0 0 0 0 0 0 0 29 0 56 20 0 2 0 0 0 0 0 0 0 0 7812:15 0 43 14 0 2 0 0 0 0 0 0 0 0 59 0 23 7 0 1 0 0 0 0 0 0 0 0 31 0 66 21 0 3 0 0 0 0 0 0 0 0 9012:30 0 37 14 0 0 1 0 0 0 0 0 0 0 52 0 21 10 0 0 0 0 0 0 0 0 0 0 31 0 58 24 0 0 1 0 0 0 0 0 0 0 8312:45 0 40 10 0 1 0 0 0 0 0 0 0 0 51 0 45 8 0 2 0 0 0 0 0 0 0 0 55 0 85 18 0 3 0 0 0 0 0 0 0 0 10613:00 0 39 14 0 2 0 0 0 0 0 0 0 0 55 0 32 6 0 1 0 0 0 0 0 0 0 0 39 0 71 20 0 3 0 0 0 0 0 0 0 0 9413:15 2 34 9 0 2 0 0 0 0 0 0 0 0 47 1 31 13 0 0 1 0 0 0 0 0 0 0 46 3 65 22 0 2 1 0 0 0 0 0 0 0 9313:30 0 38 8 1 1 0 0 1 0 0 0 0 0 49 0 27 7 0 0 0 0 0 1 0 0 0 0 35 0 65 15 1 1 0 0 1 1 0 0 0 0 8413:45 1 39 9 0 0 0 0 0 0 0 0 0 0 49 0 26 8 0 0 0 0 0 0 0 0 0 0 34 1 65 17 0 0 0 0 0 0 0 0 0 0 8314:00 0 36 16 0 0 0 0 0 0 0 0 0 0 52 0 34 8 0 0 1 0 1 0 0 0 0 0 44 0 70 24 0 0 1 0 1 0 0 0 0 0 9614:15 0 38 12 0 0 0 0 0 0 0 0 0 0 50 0 31 10 0 0 0 0 0 0 0 0 0 0 41 0 69 22 0 0 0 0 0 0 0 0 0 0 9114:30 1 62 9 0 2 0 0 0 0 0 0 0 0 74 0 32 13 0 1 0 0 0 0 0 0 0 0 46 1 94 22 0 3 0 0 0 0 0 0 0 0 12014:45 0 38 14 0 1 0 0 0 0 0 0 0 0 53 0 32 14 0 1 0 0 0 0 0 0 0 0 47 0 70 28 0 2 0 0 0 0 0 0 0 0 10015:00 0 59 2 0 0 0 0 0 0 0 0 0 0 61 0 52 23 0 2 0 0 0 0 0 0 0 0 77 0 111 25 0 2 0 0 0 0 0 0 0 0 13815:15 0 53 6 1 0 0 0 0 0 0 0 0 0 60 0 44 11 1 1 0 0 0 0 0 0 0 0 57 0 97 17 2 1 0 0 0 0 0 0 0 0 11715:30 0 75 24 0 3 0 0 0 0 0 0 0 0 102 0 43 8 1 1 0 0 0 0 0 0 0 0 53 0 118 32 1 4 0 0 0 0 0 0 0 0 155 15:45 0 54 14 1 2 0 0 0 0 0 0 0 0 71 0 38 10 0 1 0 0 0 0 0 0 0 0 49 0 92 24 1 3 0 0 0 0 0 0 0 0 120 16:00 0 49 13 0 1 0 0 0 0 0 0 0 0 63 0 42 9 1 1 0 0 0 0 0 0 0 0 53 0 91 22 1 2 0 0 0 0 0 0 0 0 116 16:15 0 42 7 0 1 0 0 0 0 0 0 0 0 50 0 40 7 0 3 0 0 0 0 0 0 0 0 50 0 82 14 0 4 0 0 0 0 0 0 0 0 100 16:30 0 48 12 0 1 0 0 0 0 0 0 0 0 61 0 39 15 0 1 0 0 0 0 0 0 0 0 55 0 87 27 0 2 0 0 0 0 0 0 0 0 116 16:45 2 41 22 0 1 0 0 0 0 0 0 0 0 66 1 45 6 0 1 0 0 0 0 0 0 0 0 53 3 86 28 0 2 0 0 0 0 0 0 0 0 119 17:00 0 53 15 0 1 0 0 1 0 0 0 0 0 70 0 48 6 0 3 1 0 0 0 0 0 0 0 58 0 101 21 0 4 1 0 1 0 0 0 0 0 128 17:15 0 51 8 0 0 1 0 0 0 0 0 0 0 60 0 49 6 0 0 1 0 0 0 0 0 0 0 56 0 100 14 0 0 2 0 0 0 0 0 0 0 116 17:30 0 53 13 0 1 0 0 0 0 0 0 0 0 67 0 35 6 0 0 0 0 0 0 0 0 0 0 41 0 88 19 0 1 0 0 0 0 0 0 0 0 108 17:45 0 44 9 0 0 0 0 0 0 0 0 0 0 53 0 33 5 0 0 0 0 0 0 0 0 0 0 38 0 77 14 0 0 0 0 0 0 0 0 0 0 91 18:00 0 46 7 0 0 0 0 0 0 0 0 0 0 53 0 28 6 0 3 0 0 0 0 0 0 0 0 37 0 74 13 0 3 0 0 0 0 0 0 0 0 90 18:15 0 26 5 1 0 0 0 0 0 0 0 0 0 32 0 39 7 0 2 0 0 0 0 0 0 0 0 48 0 65 12 1 2 0 0 0 0 0 0 0 0 80 18:30 0 30 8 0 1 0 0 0 0 0 0 0 0 39 0 30 5 0 2 0 0 0 0 0 0 0 0 37 0 60 13 0 3 0 0 0 0 0 0 0 0 76 18:45 0 22 5 0 0 0 0 0 0 0 0 0 0 27 0 28 12 0 0 0 0 0 0 0 0 0 0 40 0 50 17 0 0 0 0 0 0 0 0 0 0 67 19:00 0 25 10 0 0 0 0 0 0 0 0 0 0 35 0 25 5 0 0 0 0 0 0 0 0 0 0 30 0 50 15 0 0 0 0 0 0 0 0 0 0 65 19:15 0 19 9 0 0 0 0 0 0 0 0 0 0 28 0 27 3 0 1 0 0 0 0 0 0 0 0 31 0 46 12 0 1 0 0 0 0 0 0 0 0 5919:30 0 22 4 0 0 0 0 0 0 0 0 0 0 26 0 18 6 0 1 0 0 0 0 0 0 0 0 25 0 40 10 0 1 0 0 0 0 0 0 0 0 5119:45 0 25 3 0 0 0 0 0 0 0 0 0 0 28 0 21 10 0 1 0 0 0 0 0 0 0 0 32 0 46 13 0 1 0 0 0 0 0 0 0 0 6020:00 0 34 4 0 0 0 0 0 0 0 0 0 0 38 0 17 2 0 0 0 0 0 0 0 0 0 0 19 0 51 6 0 0 0 0 0 0 0 0 0 0 5720:15 0 24 2 0 0 0 0 0 0 0 0 0 0 26 0 24 7 0 0 0 0 0 0 0 0 0 0 31 0 48 9 0 0 0 0 0 0 0 0 0 0 5720:30 0 18 2 0 1 0 0 0 0 0 0 0 0 21 0 21 4 0 0 0 0 0 0 0 0 0 0 25 0 39 6 0 1 0 0 0 0 0 0 0 0 4620:45 0 17 1 0 0 0 0 0 0 0 0 0 0 18 0 18 3 0 0 0 0 0 0 0 0 0 0 21 0 35 4 0 0 0 0 0 0 0 0 0 0 3921:00 0 13 3 0 0 0 0 0 0 0 0 0 0 16 0 19 2 0 0 0 0 0 0 0 0 0 0 21 0 32 5 0 0 0 0 0 0 0 0 0 0 3721:15 0 12 1 0 0 0 0 0 0 0 0 0 0 13 0 10 0 0 0 0 0 0 0 0 0 0 0 10 0 22 1 0 0 0 0 0 0 0 0 0 0 2321:30 0920000000000 11 0 17 2 0 0 0 0 0 0 0 0 0 0 19 0 26 4 0 0 0 0 0 0 0 0 0 0 3021:45 0810000000000 9 0 12 2 0 0 0 0 0 0 0 0 0 0 14 0 20 3 0 0 0 0 0 0 0 0 0 0 2322:00 0300000000000 3 0 13 3 0 0 0 0 0 0 0 0 0 0 16 0 16 3 0 0 0 0 0 0 0 0 0 0 1922:15 0610000000000 7 0630000000000 9 0 12 4 0 0 0 0 0 0 0 0 0 0 1622:30 0810000000000 9 0810000000000 9 0 16 2 0 0 0 0 0 0 0 0 0 0 1822:45 0400000000000 4 0 12 0 0 0 0 0 0 0 0 0 0 0 12 0 16 0 0 0 0 0 0 0 0 0 0 0 16 23:00 0400000000000 4 0810000000000 9 0 12 1 0 0 0 0 0 0 0 0 0 0 1323:15 0300000000000 3 0510000000000 6 0810000000000 923:30 0400000000000 4 0710000000000 8 0 11 1 0 0 0 0 0 0 0 0 0 0 1223:45 0510000000000 6 0300000000000 3 0810000000000 9 Totals 7 2,835 717 9 63 4 0 5 0 0 0 0 0 3,640 2 1,944 510 4 42 6 0 2 3 0 0 0 0 2,513 9 4,779 1,227 13 105 10 0 7 3 0 0 0 0 6,153 % of Totals 0% 78% 20% 0% 2% 0% 0% 100% 0% 77% 20% 0% 2% 0% 0% 0% 100% 0% 78% 20% 0% 2% 0% 0% 0% 100% 15-MINUTE BREAKDOWN
416
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_003
5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 00:00 0001253000000 11 0000353300000 14 0 0 0 1 5 10 6 3 0 0 0 0 0 25 01:00 0000311000000 5 0 0 0 2 1 10 2 1 1 0 0 0 0 17 0 0 0 2 4 11 3 1 1 0 0 0 0 2202:00 0000553100000 14 0000251300000 11 0 0 0 0 7 10 4 4 0 0 0 0 0 2503:00 0001986100000 25 0001022100000 6 0 0 0 2 9 10 8 2 0 0 0 0 0 3104:00 0 0 1 14 35 34 17 3 0 0 0 0 0 104 0006642100000 19 0 0 1 20 41 38 19 4 0 0 0 0 0 12305:00 0 0 1 5 29 53 31 5 1 0 0 0 0 125 0 0 0 2 10 15 10 3 1 0 0 0 0 41 0 0 1 7 39 68 41 8 2 0 0 0 0 16606:00 0 2 2 13 75 60 28 0 0 0 0 0 0 180 0 0 2 10 19 21 7 4 1 0 0 0 0 64 0 2 4 23 94 81 35 4 1 0 0 0 0 24407:00 0 1 1 11 72 132 69 6 1 0 0 0 0 293 1 2 6 15 22 28 28 4 0 0 0 0 0 106 1 3 7 26 94 160 97 10 1 0 0 0 0 39908:00 0 0 2 11 127 171 68 5 2 0 0 0 0 386 0 0 2 24 73 70 19 3 4 0 0 0 0 195 0 0 4 35 200 241 87 8 6 0 0 0 0 58109:00 0 0 0 9 73 93 45 9 1 0 0 0 0 230 0 2 0 10 25 50 22 5 1 0 0 0 0 115 0 2 0 19 98 143 67 14 2 0 0 0 0 34510:00 0 0 1 11 56 73 39 3 0 0 0 0 0 183 0 1 1 12 31 45 35 7 3 0 0 0 0 135 0 1 2 23 87 118 74 10 3 0 0 0 0 31811:00 0 2 5 12 63 66 43 9 0 0 0 0 0 200 0 0 0 6 53 55 35 7 4 0 0 0 0 160 0 2 5 18 116 121 78 16 4 0 0 0 0 36012:00 0 0 1 8 52 100 47 3 0 0 0 0 0 211 0 0 0 12 43 53 26 9 3 0 0 0 0 146 0 0 1 20 95 153 73 12 3 0 0 0 0 35713:00 0 0 4 16 52 77 37 14 0 0 0 0 0 200 0 0 1 10 51 55 32 4 1 0 0 0 0 154 0 0 5 26 103 132 69 18 1 0 0 0 0 35414:00 0 0 3 19 61 88 48 8 2 0 0 0 0 229 0 0 5 14 51 59 39 9 1 0 0 0 0 178 0 0 8 33 112 147 87 17 3 0 0 0 0 40715:00 0 3 3 11 97 117 55 5 3 0 0 0 0 294 0 1 7 32 65 70 51 9 1 0 0 0 0 236 0 4 10 43 162 187 106 14 4 0 0 0 0 53016:00 0 0 0 11 67 94 56 11 1 0 0 0 0 240 0 1 2 28 69 58 42 10 1 0 0 0 0 211 0 1 2 39 136 152 98 21 2 0 0 0 0 45117:00 0 0 3 16 89 96 41 5 0 0 0 0 0 250 0 0 4 30 57 62 35 4 1 0 0 0 0 193 0 0 7 46 146 158 76 9 1 0 0 0 0 44318:00 0 0 0 9 45 75 16 5 1 0 0 0 0 151 0 2 1 12 54 55 32 5 1 0 0 0 0 162 0 2 1 21 99 130 48 10 2 0 0 0 0 31319:00 0 0 0 8 40 41 23 4 1 0 0 0 0 117 0 0 1 8 28 45 30 6 0 0 0 0 0 118 0 0 1 16 68 86 53 10 1 0 0 0 0 23520:00 0 1 2 2 31 46 18 3 0 0 0 0 0 103 0 0 0 6 38 37 11 3 1 0 0 0 0 96 0 1 2 8 69 83 29 6 1 0 0 0 0 19921:00 0 0 1 5 15 16 10 2 0 0 0 0 0 49 0 0 0 1 22 26 12 3 0 0 0 0 0 64 0 0 1 6 37 42 22 5 0 0 0 0 0 11322:00 0 0 0 0 5 10 5 3 0 0 0 0 0 23 0 0 0 4 11 15 13 2 1 0 0 0 0 46 0 0 0 4 16 25 18 5 1 0 0 0 0 6923:00 0000746000000 17 0005756300000 26 0 0 0 5 14 9 12 3 0 0 0 0 0 43 Totals 0 9 30 193 1,110 1,465 715 105 13 0000 3,640 1 9 32 250 741 850 495 109 26 0000 2,513 1 18 62 443 1,851 2,315 1,210 214 39 0000 6,153 % of Totals 0% 1% 5% 30% 40% 20% 3% 0% 100% 0% 0% 1% 10% 29% 34% 20% 4% 1% 100% 0% 0% 1% 7% 30% 38% 20% 3% 1% 100% 00:00 - 12:00 0 5 13 88 549 701 353 42 5 0 0 0 0 1756 1 5 11 88 245 310 166 42 15 0 0 0 0 883 1 10 24 176 794 1011 519 84 20 0000 2639 % 0% 0% 0% 2% 15% 19% 10% 1% 0% 0% 0% 0% 0% 48% 0% 0% 0% 2% 7% 9% 5% 1% 0% 0% 0% 0% 0% 24% 0% 0% 1% 5% 22% 28% 14% 2% 1% 0% 0% 0% 0% 73% Peak Hour 00:00 05:45 10:45 04:15 08:00 07:45 07:45 09:00 07:45 00:00 00:00 00:00 00:00 07:45 07:00 09:30 07:15 07:30 08:00 07:45 09:45 11:15 07:45 00:00 00:00 00:00 00:00 07:45 07:00 07:00 07:15 07:30 08:00 07:45 07:30 11:00 07:45 00:00 00:00 00:00 00:00 07:45 Peak Volume 0 2 5 16 127 183 75 9 2 0 0 0 0 405 1 3 8 24 73 71 35 9 4 0 0 0 0 203 1 3 9 39 200 254 106 16 6 0 0 0 0 608 12:00 - 24:00 0 4 17 105 561 764 362 63 8 0 0 0 0 1884 0 4 21 162 496 540 329 67 11 0000 1630 0 8 38 267 1057 1304 691 130 19 0000 3514 % 0% 0% 0% 3% 15% 21% 10% 2% 0% 0% 0% 0% 0% 52% 0% 0% 1% 4% 14% 15% 9% 2% 0% 0% 0% 0% 0% 45% 0% 0% 1% 7% 29% 36% 19% 4% 1% 0% 0% 0% 0% 97% Peak Hour 12:00 14:15 14:15 14:45 14:45 15:15 15:30 13:15 15:00 12:00 12:00 12:00 12:00 15:15 12:00 18:00 14:30 16:30 16:30 15:00 14:45 16:15 12:00 12:00 12:00 12:00 12:00 15:00 12:00 14:15 14:15 16:30 14:45 15:15 15:30 16:00 13:45 12:00 12:00 12:00 12:00 15:00 Peak Volume 0 3 6 20 103 129 65 15 3 0 0 0 0 296 0 2 8 36 70 70 56 11 3 0 0 0 0 236 0 4 13 49 169 197 110 21 4 0 0 0 0 530 07:00 - 09:00 0 1 3 22 199 303 137 11 3 0 0 0 0 679 1 2 8 39 95 98 47 7 4 0 0 0 0 301 1 3 11 61 294 401 184 18 7 0 0 0 0 980 % 0% 0% 0% 1% 5% 8% 4% 0% 0% 0% 0% 0% 0% 19% 0% 0% 0% 1% 3% 3% 1% 0% 0% 0% 0% 0% 0% 8% 0% 0% 0% 2% 8% 11% 5% 0% 0% 0% 0% 0% 0% 27% Peak Hour 07:00 07:00 07:30 07:30 08:00 07:45 07:45 07:15 07:45 07:00 07:00 07:00 07:00 07:45 07:00 07:00 07:15 07:30 08:00 07:45 07:30 07:00 07:45 07:00 07:00 07:00 07:00 07:45 07:00 07:00 07:15 07:30 08:00 07:45 07:30 07:00 07:45 07:00 07:00 07:00 07:00 07:45 Peak Volume 0 1 3 15 127 183 75 8 2 0 0 0 0 405 1 2 8 24 73 71 32 4 4 0 0 0 0 203 1 3 9 39 200 254 106 10 6 0 0 0 0 608 16:00 - 18:00 0 0 3 27 156 190 97 16 1 0 0 0 0 490 0 1 6 58 126 120 77 14 2 0 0 0 0 404 0 1 9 85 282 310 174 30 3 0 0 0 0 894 % 0% 0% 0% 1% 4% 5% 3% 0% 0% 0% 0% 0% 0% 13% 0% 0% 0% 2% 3% 3% 2% 0% 0% 0% 0% 0% 0% 11% 0% 0% 0% 2% 8% 9% 5% 1% 0% 0% 0% 0% 0% 25% Peak Hour 16:00 16:00 16:45 17:00 17:00 16:30 16:15 16:00 16:00 16:00 16:00 16:00 16:00 16:45 16:00 16:00 16:15 16:30 16:30 16:45 16:00 16:15 16:00 16:00 16:00 16:00 16:00 16:30 16:00 16:00 16:45 16:30 16:45 16:45 16:00 16:00 16:00 16:00 16:00 16:00 16:00 16:30 Peak Volume 0 0 3 16 89 101 58 11 1 0 0 0 0 263 0 1 5 36 70 63 42 11 1 0 0 0 0 222 0 1 7 49 150 164 98 21 2 0 0 0 0 479 EASTBOUND 31 37 37 42 45 3640
2513
TOTALS 31 37 36 42 45 6153
WESTBOUND 31 36 36 43 45

HOURLY BREAKDOWN STATISTICS
Direction Percentiles 15th 50th Average 85th 95th ADT
Prepared by National Data & Surveying Services
SPEED
Live Oak Ave Bet Laurel Rd & Live Oak Ave/Neroly Rd
12/10/2024
Time

EASTBOUND
Total

WESTBOUND
Total
TOTALS
Total
417
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_003
5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 Prepared by National Data & Surveying Services
SPEED
Live Oak Ave Bet Laurel Rd & Live Oak Ave/Neroly Rd
12/10/2024
Time

EASTBOUND
Total

WESTBOUND
Total
TOTALS
Total
00:00 0000142000000 7 0000111100000 4 0000253100000 1100:15 0000000000000 0 0000110000000 2 0000110000000 200:30 0000001000000 1 0000002200000 4 0000003200000 500:45 0001110000000 3 0000130000000 4 0001240000000 701:00 0000100000000 1 0000030000000 3 0000130000000 401:15 0000100000000 1 0000050100000 6 0000150100000 701:30 0000001000000 1 0002101000000 4 0002102000000 501:45 0000110000000 2 0000021010000 4 0000131010000 602:00 0000020000000 2 0000110200000 4 0000130200000 602:15 0000111000000 3 0000001100000 2 0000112100000 502:30 0000211000000 4 0000010000000 1 0000221000000 502:45 0000211100000 5 0000130000000 4 0000341100000 903:00 0000000000000 0 0000000000000 0 0000000000000 003:15 0000203000000 5 0000000000000 0 0000203000000 503:30 0001321100000 8 0001001100000 3 0002322200000 11 03:45 0000462000000 12 0000021000000 3 0000483000000 1504:00 0000273000000 12 0000010000000 1 0000283000000 1304:15 0003282300000 18 0002110000000 4 0005392300000 2204:30 0 0 0 4 11 8 2 0 0 0 0 0 0 25 0003402100000 10 0 0 0 7 15 8 4 1 0 0 0 0 0 3504:45 0 0 1 7 20 11 10 0 0 0 0 0 0 49 0001120000000 4 0 0 1 8 21 13 10 0 0 0 0 0 0 5305:00 0 0 0 2 10 19 10 1 0 0 0 0 0 42 0001221000000 6 0 0 0 3 12 21 11 1 0 0 0 0 0 4805:15 0 0 1 2 7 12 11 1 0 0 0 0 0 34 0000133000000 7 0 0 1 2 8 15 14 1 0 0 0 0 0 4105:30 0 0 0 0 5 10 6 0 1 0 0 0 0 22 0001323110000 11 0 0 0 1 8 12 9 1 2 0 0 0 0 3305:45 0 0 0 1 7 12 4 3 0 0 0 0 0 27 0000483200000 17 0 0 0 1 11 20 7 5 0 0 0 0 0 4406:00 0 0 0 0 17 16 5 0 0 0 0 0 0 38 0002520100000 10 0 0 0 2 22 18 5 1 0 0 0 0 0 4806:15 0 1 2 5 13 14 5 0 0 0 0 0 0 40 0001231200000 9 0 1 2 6 15 17 6 2 0 0 0 0 0 4906:30 0 1 0 4 21 16 4 0 0 0 0 0 0 46 0004590000000 18 0 1 0 8 26 25 4 0 0 0 0 0 0 6406:45 0 0 0 4 24 14 14 0 0 0 0 0 0 56 0023776110000 27 0 0 2 7 31 21 20 1 1 0 0 0 0 8307:00 0 0 0 0 14 22 12 1 0 0 0 0 0 49 0000473200000 16 0 0 0 0 18 29 15 3 0 0 0 0 0 65 07:15 0 0 0 2 12 27 16 0 0 0 0 0 0 57 0035463100000 22 0 0 3 7 16 33 19 1 0 0 0 0 0 7907:30 0 0 0 2 21 29 18 3 1 0 0 0 0 74 0 0 0 4 3 3 10 1 0 0 0 0 0 21 0 0 0 6 24 32 28 4 1 0 0 0 0 9507:45 0 1 1 7 25 54 23 2 0 0 0 0 0 113 1 2 3 6 11 12 12 0 0 0 0 0 0 47 1 3 4 13 36 66 35 2 0 0 0 0 0 16008:00 0 0 0 2 38 48 12 3 0 0 0 0 0 103 0 0 2 7 11 23 4 0 1 0 0 0 0 48 0 0 2 9 49 71 16 3 1 0 0 0 0 15108:15 0 0 2 4 25 47 21 0 0 0 0 0 0 99 0 0 0 7 34 18 6 1 1 0 0 0 0 67 0 0 2 11 59 65 27 1 1 0 0 0 0 16608:30 0 0 0 1 34 34 19 0 2 0 0 0 0 90 0 0 0 3 12 18 4 2 2 0 0 0 0 41 0 0 0 4 46 52 23 2 4 0 0 0 0 13108:45 0 0 0 4 30 42 16 2 0 0 0 0 0 94 0 0 0 7 16 11 5 0 0 0 0 0 0 39 0 0 0 11 46 53 21 2 0 0 0 0 0 13309:00 0 0 0 3 14 32 18 4 0 0 0 0 0 71 0 0 0 3 7 10 4 2 1 0 0 0 0 27 0 0 0 6 21 42 22 6 1 0 0 0 0 9809:15 0 0 0 2 19 24 8 0 0 0 0 0 0 53 0003884100000 24 0 0 0 5 27 32 12 1 0 0 0 0 0 7709:30 0 0 0 2 21 21 9 2 0 0 0 0 0 55 0 0 0 2 6 14 7 1 0 0 0 0 0 30 0 0 0 4 27 35 16 3 0 0 0 0 0 8509:45 0 0 0 2 19 16 10 3 1 0 0 0 0 51 0 2 0 2 4 18 7 1 0 0 0 0 0 34 0 2 0 4 23 34 17 4 1 0 0 0 0 8510:00 0 0 1 2 16 18 16 1 0 0 0 0 0 54 0 0 1 3 8 16 12 1 0 0 0 0 0 41 0 0 2 5 24 34 28 2 0 0 0 0 0 9510:15 0 0 0 5 9 22 8 1 0 0 0 0 0 45 0 1 0 1 9 11 8 1 0 0 0 0 0 31 0 1 0 6 18 33 16 2 0 0 0 0 0 7610:30 0 0 0 2 13 16 8 1 0 0 0 0 0 40 0 0 0 4 8 10 8 3 1 0 0 0 0 34 0 0 0 6 21 26 16 4 1 0 0 0 0 7410:45 0 0 0 2 18 17 7 0 0 0 0 0 0 44 0004687220000 29 0 0 0 6 24 25 14 2 2 0 0 0 0 73 11:00 0 2 3 2 17 21 10 4 0 0 0 0 0 59 0 0 0 2 12 16 10 2 0 0 0 0 0 42 0 2 3 4 29 37 20 6 0 0 0 0 0 10111:15 0 0 1 0 13 18 9 0 0 0 0 0 0 41 0 0 0 1 16 13 6 1 1 0 0 0 0 38 0 0 1 1 29 31 15 1 1 0 0 0 0 7911:30 0 0 1 5 17 10 14 3 0 0 0 0 0 50 0 0 0 3 14 12 10 3 1 0 0 0 0 43 0 0 1 8 31 22 24 6 1 0 0 0 0 9311:45 0 0 0 5 16 17 10 2 0 0 0 0 0 50 0 0 0 0 11 14 9 1 2 0 0 0 0 37 0 0 0 5 27 31 19 3 2 0 0 0 0 87 15-MINUTE BREAKDOWN
418
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_003
5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 5 15 20 25 30 35 40 45 50 55 60 65 70 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 15 20 25 30 35 40 45 50 55 60 65 70 99 Prepared by National Data & Surveying Services
SPEED
Live Oak Ave Bet Laurel Rd & Live Oak Ave/Neroly Rd
12/10/2024
Time

EASTBOUND
Total

WESTBOUND
Total
TOTALS
Total
12:00 0 0 1 3 13 13 18 1 0 0 0 0 0 49 0001798400000 29 0 0 1 4 20 22 26 5 0 0 0 0 0 7812:15 0 0 0 2 14 34 8 1 0 0 0 0 0 59 0 0 0 0 10 14 5 1 1 0 0 0 0 31 0 0 0 2 24 48 13 2 1 0 0 0 0 9012:30 0 0 0 1 7 36 8 0 0 0 0 0 0 52 0 0 0 2 5 16 6 1 1 0 0 0 0 31 0 0 0 3 12 52 14 1 1 0 0 0 0 8312:45 0 0 0 2 18 17 13 1 0 0 0 0 0 51 0 0 0 9 21 14 7 3 1 0 0 0 0 55 0 0 0 11 39 31 20 4 1 0 0 0 0 10613:00 0 0 0 2 17 21 13 2 0 0 0 0 0 55 0 0 1 0 16 16 5 1 0 0 0 0 0 39 0 0 1 2 33 37 18 3 0 0 0 0 0 9413:15 0 0 1 6 16 14 4 6 0 0 0 0 0 47 0 0 0 3 14 18 10 1 0 0 0 0 0 46 0 0 1 9 30 32 14 7 0 0 0 0 0 9313:30 0 0 1 6 12 16 11 3 0 0 0 0 0 49 0 0 0 1 14 8 10 2 0 0 0 0 0 35 0 0 1 7 26 24 21 5 0 0 0 0 0 8413:45 0 0 2 2 7 26 9 3 0 0 0 0 0 49 0 0 0 6 7 13 7 0 1 0 0 0 0 34 0 0 2 8 14 39 16 3 1 0 0 0 0 8314:00 0 0 0 2 11 20 15 3 1 0 0 0 0 52 0 0 1 4 13 17 8 1 0 0 0 0 0 44 0 0 1 6 24 37 23 4 1 0 0 0 0 9614:15 0 0 2 2 8 26 10 1 1 0 0 0 0 50 0 0 1 2 7 16 10 5 0 0 0 0 0 41 0 0 3 4 15 42 20 6 1 0 0 0 0 9114:30 0 0 0 2 17 31 20 4 0 0 0 0 0 74 0 0 2 5 16 14 6 2 1 0 0 0 0 46 0 0 2 7 33 45 26 6 1 0 0 0 0 12014:45 0 0 1 13 25 11 3 0 0 0 0 0 0 53 0 0 1 3 15 12 15 1 0 0 0 0 0 47 0 0 2 16 40 23 18 1 0 0 0 0 0 10015:00 0 3 3 2 28 17 7 0 1 0 0 0 0 61 0 1 3 16 22 21 12 1 1 0 0 0 0 77 0 4 6 18 50 38 19 1 2 0 0 0 0 13815:15 0 0 0 2 21 27 10 0 0 0 0 0 0 60 0 0 2 4 15 19 14 3 0 0 0 0 0 57 0 0 2 6 36 46 24 3 0 0 0 0 0 11715:30 0 0 0 3 29 45 22 2 1 0 0 0 0 102 0 0 1 5 14 15 15 3 0 0 0 0 0 53 0 0 1 8 43 60 37 5 1 0 0 0 0 155 15:45 0 0 0 4 19 28 16 3 1 0 0 0 0 71 0 0 1 7 14 15 10 2 0 0 0 0 0 49 0 0 1 11 33 43 26 5 1 0 0 0 0 12016:00 0 0 0 3 17 29 10 4 0 0 0 0 0 63 0 1 1 4 14 19 12 2 0 0 0 0 0 53 0 1 1 7 31 48 22 6 0 0 0 0 0 11616:15 0 0 0 2 13 16 17 1 1 0 0 0 0 50 0 0 0 8 16 17 8 1 0 0 0 0 0 50 0 0 0 10 29 33 25 2 1 0 0 0 0 10016:30 0 0 0 4 19 24 12 2 0 0 0 0 0 61 0 0 1 8 19 9 13 4 1 0 0 0 0 55 0 0 1 12 38 33 25 6 1 0 0 0 0 11616:45 0 0 0 2 18 25 17 4 0 0 0 0 0 66 0 0 0 8 20 13 9 3 0 0 0 0 0 53 0 0 0 10 38 38 26 7 0 0 0 0 0 11917:00 0 0 1 4 15 35 12 3 0 0 0 0 0 70 0 0 4 8 14 23 6 3 0 0 0 0 0 58 0 0 5 12 29 58 18 6 0 0 0 0 0 12817:15 0 0 0 3 27 17 11 2 0 0 0 0 0 60 0 0 0 12 17 15 12 0 0 0 0 0 0 56 0 0 0 15 44 32 23 2 0 0 0 0 0 11617:30 0 0 2 5 26 24 10 0 0 0 0 0 0 67 0 0 0 5 13 12 9 1 1 0 0 0 0 41 0 0 2 10 39 36 19 1 1 0 0 0 0 10817:45 0 0 0 4 21 20 8 0 0 0 0 0 0 53 0 0 0 5 13 12 8 0 0 0 0 0 0 38 0 0 0 9 34 32 16 0 0 0 0 0 0 9118:00 0 0 0 5 17 24 4 3 0 0 0 0 0 53 0 0 0 3 13 13 5 2 1 0 0 0 0 37 0 0 0 8 30 37 9 5 1 0 0 0 0 9018:15 0 0 0 2 9 16 4 1 0 0 0 0 0 32 0 0 0 7 15 9 14 3 0 0 0 0 0 48 0 0 0 9 24 25 18 4 0 0 0 0 0 8018:30 0 0 0 2 10 19 6 1 1 0 0 0 0 39 0 0 0 1 11 20 5 0 0 0 0 0 0 37 0 0 0 3 21 39 11 1 1 0 0 0 0 7618:45 0 0 0 0 9 16 2 0 0 0 0 0 0 27 0 2 1 1 15 13 8 0 0 0 0 0 0 40 0 2 1 1 24 29 10 0 0 0 0 0 0 6719:00 0 0 0 2 12 13 7 1 0 0 0 0 0 35 0 0 1 3 7 12 4 3 0 0 0 0 0 30 0 0 1 5 19 25 11 4 0 0 0 0 0 65 19:15 0 0 0 5 6 13 3 1 0 0 0 0 0 28 0 0 0 1 7 11 11 1 0 0 0 0 0 31 0 0 0 6 13 24 14 2 0 0 0 0 0 5919:30 0 0 0 1 11 10 4 0 0 0 0 0 0 26 0002787100000 25 0 0 0 3 18 18 11 1 0 0 0 0 0 5119:45 0 0 0 0 11 5 9 2 1 0 0 0 0 28 0 0 0 2 7 14 8 1 0 0 0 0 0 32 0 0 0 2 18 19 17 3 1 0 0 0 0 6020:00 0 1 0 1 14 14 8 0 0 0 0 0 0 38 0002871100000 19 0 1 0 3 22 21 9 1 0 0 0 0 0 5720:15 0 0 1 0 7 13 4 1 0 0 0 0 0 26 0 0 0 3 15 9 4 0 0 0 0 0 0 31 0 0 1 3 22 22 8 1 0 0 0 0 0 5720:30 0 0 1 0 5 10 3 2 0 0 0 0 0 21 0 0 0 0 8 11 3 2 1 0 0 0 0 25 0 0 1 0 13 21 6 4 1 0 0 0 0 4620:45 0001593000000 18 0 0 0 1 7 10 3 0 0 0 0 0 0 21 0 0 0 2 12 19 6 0 0 0 0 0 0 3921:00 0013453000000 16 0 0 0 1 10 5 4 1 0 0 0 0 0 21 0 0 1 4 14 10 7 1 0 0 0 0 0 3721:15 0001641100000 13 0000153100000 10 0001794200000 2321:30 0001343000000 11 0000774100000 19 0 0 0 1 10 11 7 1 0 0 0 0 0 3021:45 0000233100000 9 0000491000000 14 0 0 0 0 6 12 4 1 0 0 0 0 0 2322:00 0000021000000 3 0002464000000 16 0002485000000 1922:15 0000232000000 7 0002033100000 9 0002265100000 1622:30 0000142200000 9 0000142110000 9 0000284310000 1822:45 0000210100000 4 0000624000000 12 0000834100000 16 23:00 0000220000000 4 0002331000000 9 0002551000000 1323:15 0000111000000 3 0000212100000 6 0000323100000 923:30 0000112000000 4 0003111200000 8 0003223200000 1223:45 0000303000000 6 0000102000000 3 0000405000000 9 Totals 0 9 30 193 1,110 1,465 715 105 13 0000 3,640 1 9 32 250 741 850 495 109 26 0000 2,513 1 18 62 443 1,851 2,315 1,210 214 39 0000 6,153 % of Totals 0% 0% 1% 5% 30% 40% 20% 3% 0% 0% 0% 0% 0% 100% 0% 0% 1% 10% 29% 34% 20% 4% 1% 0% 0% 0% 0% 100% 0% 0% 1% 7% 30% 38% 20% 3% 1% 0% 0% 0% 0% 100% 15-MINUTE BREAKDOWN
419
Day: Tuesday City: Oakley
Date: Project #: CA24_080393_003
NB SB EB WB Total
0 0 3,640 2,513 6,153

TIME NB SB EB WB TOTAL TIME NB SB EB WB TOTAL NB SB EB WB TOTAL 00:00 74 11 12:00 49 29 78 00:00 01:00 11 14 25
00:15 02 2 12:15 59 31 90 01:00 02:00 5 17 22
00:30 14 5 12:30 52 31 83 02:00 03:00 14 11 25
00:45 34 7 12:45 51 55 106 03:00 04:00 25 6 31
01:00 13 4 13:00 55 39 94 04:00 05:00 104 19 123
01:15 16 7 13:15 47 46 93 05:00 06:00 125 41 166
01:30 14 5 13:30 49 35 84 06:00 07:00 180 64 244
01:45 24 6 13:45 49 34 83 07:00 08:00 293 106 399
02:00 24 6 14:00 52 44 96 08:00 09:00 386 195 581
02:15 32 5 14:15 50 41 91 09:00 10:00 230 115 345
02:30 41 5 14:30 74 46 120 10:00 11:00 183 135 318
02:45 54 9 14:45 53 47 100 11:00 12:00 200 160 360
03:00 00 0 15:00 61 77 138 12:00 13:00 211 146 357
03:15 50 5 15:15 60 57 117 13:00 14:00 200 154 354
03:30 83 11 15:30 102 53 155 14:00 15:00 229 178 407
03:45 12 3 15 15:45 71 49 120 15:00 16:00 294 236 530
04:00 12 1 13 16:00 63 53 116 16:00 17:00 240 211 451
04:15 18 4 22 16:15 50 50 100 17:00 18:00 250 193 443
04:30 25 10 35 16:30 61 55 116 18:00 19:00 151 162 313
04:45 49 4 53 16:45 66 53 119 19:00 20:00 117 118 235
05:00 42 6 48 17:00 70 58 128 20:00 21:00 103 96 199
05:15 34 7 41 17:15 60 56 116 21:00 22:00 49 64 113
05:30 22 11 33 17:30 67 41 108 22:00 23:00 23 46 69
05:45 27 17 44 17:45 53 38 91 23:00 00:00 17 26 43
06:00 38 10 48 18:00 53 37 90
06:15 40 9 49 18:15 32 48 80 NB SB EB WB TOTAL
06:30 46 18 64 18:30 39 37 76 00:00 to 12:00
06:45 56 27 83 18:45 27 40 67 1756 883 2639
07:00 49 16 65 19:00 35 30 65 07:45 07:45 07:45
07:15 57 22 79 19:15 28 31 59 405 203 608
07:30 74 21 95 19:30 26 25 51 0.896 0.757 0.916
07:45 113 47 160 19:45 28 32 60
08:00 103 48 151 20:00 38 19 57 12:00 to 00:00
08:15 99 67 166 20:15 26 31 57 1884 1630 3514
08:30 90 41 131 20:30 21 25 46 15:15 15:00 15:00
08:45 94 39 133 20:45 18 21 39 296 236 530
09:00 71 27 98 21:00 16 21 37 0.725 0.766 0.855
09:15 53 24 77 21:15 13 10 23
09:30 55 30 85 21:30 11 19 30 07:00 to 09:00
09:45 51 34 85 21:45 9 14 23 679 301 980
10:00 54 41 95 22:00 3 16 19 07:45 07:45 07:45
10:15 45 31 76 22:15 79 16 405 203 608
10:30 40 34 74 22:30 99 18 0.896 0.757 0.916
10:45 44 29 73 22:45 4 12 16
11:00 59 42 101 23:00 49 13 16:00 to 18:00
11:15 41 38 79 23:15 36 9 490 404 894
11:30 50 43 93 23:30 48 12 16:45 16:30 16:30
11:45 50 37 87 23:45 63 9 263 222 479
TOTALS 0 0 1756 883 2639 TOTALS 0 0 1884 1630 3514 0.939 0.957 0.936 SPLIT % 0% 0% 67% 33% 43% SPLIT % 0% 0% 54% 46% 57%
Volume
Prepared by National Data & Surveying Services
VOLUME
Live Oak Ave Bet Laurel Rd & Live Oak Ave/Neroly Rd
12/10/2024

DAILY TOTALS DAILY TOTALS
15-Minutes Interval Hourly Intervals
TIME

STATISTICS
Peak Period
Volume
Peak Hour
Peak Volume
Peak Hour Factor
Peak Period
Volume
Peak Hour
Peak Volume
Peak Hour Factor
Peak Period
Peak Hour
Peak Volume
Peak Hour Factor
Peak Hour
Peak Volume
Peak Hour Factor
Peak Period
Volume
0 50
100
150
200
250
300
350
400
450
00:0001:0002:0003:0004:0005:0006:0007:0008:0009:0010:0011:0012:0013:0014:0015:0016:0017:0018:0019:0020:0021:0022:0023:00

NB SB EB WB
420
Spot Speed Study
Prepared by: National Data & Surveying Services
Eastbound & Westbound
DATE: Location:

TIME: Posted Speed: 35 MPH Clear/Dry
Speed
mph ALL Vehicles
<=10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28 1
29 30 2
31 4
32 2
33 8
34 9
35 10
36 9
37 11
38 6
39 4
40 5
41 5
42 2
43 44 1
45 46 1
47 48
49 50
51 52
53 54
55 56
57 58
59 60
61 62
63 64
65 66
67 68
69 >=70
Class Count Range
50th
Percentile
85th
Percentile
10 MPH
Pace # in Pace
Percent in
Pace % / # Below Pace % / # Above Pace
ALL 80 28 - 46 36 mph 40 mph 32 - 41 69 86% 8% / 7 5% / 4

SPEED PARAMETERS
Live Oak Ave Bet Laurel Rd & Live Oak Ave/Neroly Rd
City of Oakley
Eastbound Spot Speeds
12:25-13:25
12/10/2024
Project #: 24-080394-003
0 2 4 6 8 10 12
70 68
66 64
62 60
58 56
54 52
50 48
46 44
42 40
38 36
34 32
30 28
26 24
22 20
18 16
14 12
10 Speed - MPH
Number of Vehicles
421
Spot Speed Study
Prepared by: National Data & Surveying Services
Eastbound & Westbound
DATE: Location:

TIME: Posted Speed: 35 MPH Clear/Dry
Speed
mph ALL Vehicles
<=10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28 1
29 1
30 1
31 1
32 4
33 3
34 7
35 9
36 6
37 10
38 4
39 7
40 6
41 3
42 2
43 1
44 1
45 46 1
47 1
48 1
49 50
51 52
53 54
55 56
57 58
59 60
61 62
63 64
65 66
67 68
69 >=70
Class Count Range
50th
Percentile
85th
Percentile
10 MPH
Pace # in Pace
Percent in
Pace % / # Below Pace % / # Above Pace
ALL 70 28 - 48 37 mph 40 mph 32 - 41 59 84% 5% / 4 10% / 7

SPEED PARAMETERS
Live Oak Ave Bet Laurel Rd & Live Oak Ave/Neroly Rd
City of Oakley
Westbound Spot Speeds
12:25-13:25
12/10/2024
Project #: 24-080394-003
0 2 4 6 8 10 12
70 68
66 64
62 60
58 56
54 52
50 48
46 44
42 40
38 36
34 32
30 28
26 24
22 20
18 16
14 12
10 Speed - MPH
Number of Vehicles
422
Spot Speed Study
Prepared by: National Data & Surveying Services
Eastbound & Westbound
DATE: Location:

TIME: Posted Speed: 35 MPH Clear/Dry
Speed
mph ALL Vehicles
<=10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28 2
29 1
30 3
31 5
32 6
33 11
34 16
35 19
36 15
37 21
38 10
39 11
40 11
41 8
42 4
43 1
44 2
45 46 2
47 1
48 1
49 50
51 52
53 54
55 56
57 58
59 60
61 62
63 64
65 66
67 68
69 >=70
Class Count Range
50th
Percentile
85th
Percentile
10 MPH
Pace # in Pace
Percent in
Pace % / # Below Pace % / # Above Pace
ALL 150 28 - 48 36 mph 40 mph 32 - 41 128 85% 7% / 11 8% / 11

SPEED PARAMETERS
Live Oak Ave Bet Laurel Rd & Live Oak Ave/Neroly Rd
City of Oakley
Eastbound & Westbound Spot Speeds
12:25-13:25
12/10/2024
Project #: 24-080394-003
0 5 10 15 20 25
70 68
66 64
62 60
58 56
54 52
50 48
46 44
42 40
38 36
34 32
30 28
26 24
22 20
18 16
14 12
10 Speed - MPH
Number of Vehicles
423
15 APPENDIX B: COLLISION DATA
424
Crash Data
CASE_ID ACCIDENT_YEAR PROC_DATE JURIS COLLISION_DATE COLLISION_TIME OFFICER_ID REPORTING_DISTRICT DAY_OF_WEEK CHP_SHIFT POPULATION CNTY_CITY_LOC SPECIAL_COND BEAT_TYPE CHP_BEAT_TYPE CITY_DIVISION_LAPD CHP_BEAT_CLASS BEAT_NUMBER PRIMARY_RD SECONDARY_RD DISTANCE DIRECTION INTERSECTION WEATHER_1 WEATHER_2 STATE_HWY_IND CALTRANS_COUNTY CALTRANS_DISTRICT STATE_ROUTE ROUTE_SUFFIX POSTMILE_PREFIX POSTMILE LOCATION_TYPE RAMP_INTERSECTION SIDE_OF_HWY TOW_AWAY COLLISION_SEVERITY NUMBER_KILLED NUMBER_INJURED PARTY_COUNT PRIMARY_COLL_FACTOR PCF_CODE_OF_VIOL PCF_VIOL_CATEGORY PCF_VIOLATION PCF_VIOL_SUBSECTION HIT_AND_RUN TYPE_OF_COLLISION MVIW PED_ACTION ROAD_SURFACE ROAD_COND_1 ROAD_COND_2 LIGHTING CONTROL_DEVICE CHP_ROAD_TYPE PEDESTRIAN_ACCIDENT BICYCLE_ACCIDENT MOTORCYCLE_ACCIDENT TRUCK_ACCIDENT NOT_PRIVATE_PROPERTY ALCOHOL_INVOLVED STWD_VEHTYPE_AT_FAULT CHP_VEHTYPE_AT_FAULT COUNT_SEVERE_INJ COUNT_VISIBLE_INJ COUNT_COMPLAINT_PAIN COUNT_PED_KILLED COUNT_PED_INJURED COUNT_BICYCLIST_KILLED COUNT_BICYCLIST_INJURED COUNT_MC_KILLED COUNT_MC_INJURED PRIMARY_RAMP SECONDARY_RAMP LATITUDE LONGITUDE COUNTY 8895449 2019 08/14/2019 700 07/01/2019 1949 OA029 1 5 3 734 0 0 0 0 51 LIVE OAK AV NEROLY RD 0 Y A - N Y 2 0 2 2 A - 1 23152 A N D C A A H - A D 0 Y Y A 1 1 1 0 0 0 0 0 0 0 - - CONTRA COSTA9028580 2020 03/10/2020 700 01/02/2020 1444 OA029 4 5 3 734 0 0 0 0 LIVE OAK AV NEROLY RD 0 Y A - N Y 4 0 1 3 A - 3 22350 N D C A A H - A D 0 Y A 1 0 0 1 0 0 0 0 0 0 - - CONTRA COSTA9041713 2020 02/26/2020 700 01/24/2020 1902 OA33 5 5 3 734 0 0 0 0 EAST CYPRESS RD SELLERS AV 0 Y A - N Y 4 0 1 2 A - 12 21453 A N D C A A H - C A 0 Y A 1 0 0 1 0 0 0 0 0 0 - - CONTRA COSTA9288538 2021 09/10/2021 700 06/16/2021 1406 OA030 2252 3 5 3 734 0 0 0 0 52 CYPRESS RD SELLERS AV 164 W N A - N Y 3 0 1 2 A - 4 21703 N C C A A H - A A 0 Y Y C 2 0 1 0 0 0 0 0 0 1 - - CONTRA COSTA9378249 2021 01/13/2022 700 12/23/2021 1729 13 4 5 3 734 0 0 0 0 LIVE OAK AV NEROLY RD 0 Y A - N 4 0 1 2 A - 5 21651 A N A C A A H - D A 0 Y A 1 0 0 1 0 0 0 0 0 0 - - 37.98329163 -121.7415924 CONTRA COSTA9582940 2023 07/06/2023 700 05/10/2023 800 54 2252 3 5 3 734 0 0 0 0 52 CYPRESS RD SELLERS AV 0 Y A - N Y 4 0 1 3 A - 12 21453 A N D C A A H - A A 0 Y A 1 0 0 1 0 0 0 0 0 0 - - 37.99069977 -121.6774673 CONTRA COSTA TJKM
425
16 APPENDIX C: SPEED CERTIFICATES
426
427
428
429

STAFF REPORT
1 City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
DATE: May 13, 2025
TO: Hon. Mayor and Members of the City Council
FROM: Derek Cole, City Attorney
SUBJECT: Fourth Amendment to Employment Agreement
Between the City of Oakley and Joshua McMurray
Background and Analysis
The City and City Manager Joshua McMurray entered into an Employment Agreement effective November 10, 2021. (Mr. McMurray had served as Interim City Manager since May 2021.) The Employment Agreement has been amended three times. The First Amendment increased the City Manager salary to $277,750. The Second Amendment provides for automatic, two-year extensions of the Agreement on July 1 of each year, unless the City Council elects not to provide for renewal by June 1. A Third Amendment to the Employment Agreement increased salary to $291,375 and allowed for an additional three months of severance, allocated one month at a time upon a favorable annual evaluation, beginning last year.

A fourth amendment is proposed to Employment Agreement that would increase the City Manager’s salary to $311,772. This would effectively be a 7% increase from his current salary and be effective July 1, 2025.

The proposed amendment also clarifies the process by which the City Manager performance evaluations shall occur. It provides the evaluation process shall take place in two meetings, unless the Council directs otherwise. Each year, the evaluation shall consist of a self-evaluation and Council evaluation. In odd years, the City Manager shall additionally receive reviews from City staff that report directly to the City Manager (i.e., a “360 review”).

In addition, as the attached resolution recognizes, because the City Manager received a favorable annual evaluation this year, he will receive one additional month of severance—for a total of 10 months.

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

Fiscal Impact
The total fiscal impact for a 7% pay increase is $25,375 annually which includes salary and benefits. The increase is included as part of the fiscal year 2025/26 budget and therefore does not require a budget amendment.

Approved and
Forwarded to the
City Council
430

STAFF REPORT
4908-7408-9535.1City of Oakley | 3231 Main Street, Oakley, CA 94561 2 O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
Staff Recommendation
The City Council may adopt the Resolution Approving the Fourth Amendment to the Employment Agreement Between the City of Oakley and Joshua McMurray.

Attachments

1. Resolution Approving Fourth Amendment to Employment Agreement

2. Fourth Amendment to Employment Agreement
431
Resolution No. XX-25 4900-8883-6927.1 Page 1 of 1
RESOLUTION NO. XX-25

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY AUTHORIZING THE EXECUTION OF THE FOURTH AMENDMENT TO THE CITY MANAGER’S

EMPLOYMENT AGREEMENT
WHEREAS, the City entered into an Employment Agreement (“Agreement”) with the City Manager effective November 10, 2021; the Agreement has been amended three times.

WHEREAS, the City and City Manager desire to enter into a Fourth Amendment to the City Manager’s Employment Agreement to provide that the City Manager’s salary shall increase to $311,772.300 beginning July 1, 2025.

WHEREAS, the City Council desires to clarify the process by which it conducts annual performance evaluations of the City Manager and desires to amend the Employment Agreement for this purpose.

WHEREAS, because the City Manager received a favorable evaluation during his annual 2025 performance review, he is entitled per Section 6.A of the Employment Agreement (as revised in the Third Amendment to such Agreement) to receive one additional month of severance, for a total of ten months, beginning on July 1, 2025.

WHEREAS, before approving the referenced salary increase, the City Council received an oral report regarding the fiscal impact of the proposed amendments to the Employment Agreement per Government Code § 54953(c)(3).

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Oakley authorizes the Mayor to execute the Fourth Amendment to the Employment Agreement Between the City of Oakley and Joshua McMurray, in the form as attached as Exhibit A to this Resolution.

BE IT FURTHER RESOLVED that the City Manager’s right to one additional month of severance, as provided in Section 6.A of the Agreement, is hereby recognized.

PASSED AND ADOPTED by the City Council of the City of Oakley this 13th day of May 2025 by the following vote:

AYES:

NOES:

ABSTENTION:

ABSENT: APPROVED:

___________________
ATTEST: Shannon Shaw, Mayor

_____________________ ___________________
Kim Snodgrass, City Clerk Date
432

FOURTH AMENDMENT TO EMPLOYMENT AGREEMENT
BETWEEN THE CITY OF OAKLEY AND JOSHUA McMURRAY
This Fourth Amendment (“Fourth Amendment”) to the Employment Agreement between the City of Oakley and Joshua McMurray (“Manager”), dated November 10, 2021 (“Employment Agreement”), is entered into and effective on July 1, 2025. The Employment Agreement shall be amended as set forth below. All other terms of the Employment Agreement (and its previous amendments) not amended shall remain the same as stated.

1. Section 7.A to the Employment Agreement is amended to read as follows (amendments shown in bold text):
“Manager’s annual base salary shall be Three-Hundred Eleven Thousand, Seventy Hundred Seventy Two Dollars ($311,772.00) payable in equal installments at the same time and in the same manner as other employees of the City are paid. The salary shall be subject to withholding.”

2. Section 7.B to the Employment Agreement is amended to read as follows (amendments shown in bold text):
“At least annually the City, by the City Council, and Manager may set mutually-agreedupon objectives for each year under this Agreement. These objectives shall coincide with the City Council’s completion of a public employee performance evaluation of the City Manager in April of each year, the Council shall discuss the results of the evaluation with Manager (‘Annual Evaluation’)
The Annual Evaluation shall be conducted as follows. Each year, the Annual Evaluation shall consist of a self-evaluation by the City Manager and evaluation by the City Council. In odd years, the City Manager shall also receive evaluations from City staff that report directly to the City Manager (i.e., a ‘360 evaluation’).

Except when a majority of the City Council directs otherwise, the Annual Evaluation shall occur in no more than two meetings. In the first meeting, the City Council shall receive and discuss the results of the evaluation material. In the second meeting, the City Council shall provide the evaluation to the City Manager and such other direction as the City Council may provide.”
[SIGNATURES ON NEXT PAGE]
433
So agreed.

Joshua McMurray Shannon Shaw
City Manager Mayor
Approved as to Form:

Derek P. Cole
City Attorney
434

STAFF REPORT
City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
DATE: May 13, 2025
TO: Joshua McMurray, City Manager
FROM: Kim Snodgrass, City Clerk
SUBJECT: Adopt a Resolution for the Appointment of a Replacement City Council Standby Member in the Event of a Declared Emergency
Background and Analysis
Pursuant to Sections 8635-8641 of Article 15, Chapter 7, Division 1, Title 2 of the California Government Code, the City Council may appoint standby members in the event they are unavailable during a state of emergency. A Councilmember is deemed “unavailable” if “either killed, missing, or so seriously injured as to be unable to attend meetings and otherwise perform his duties.” (GC §8636)
On March 27, 2018, the Oakley City Council adopted Ordinance No. 04-18 to allow for the appointment of standby City Councilmembers in accordance with GC §8636.

In accordance with Oakley Municipal Code Section 2.5.018(a), “Standby members must have prior experience having served on an agency board, commission or council.” In addition, the qualifications of a standby member should be carefully examined, the standby member must consent, and consideration should be given to places of residence and work “so that for each office for which standby officers are appointed there shall be the greatest probability of survivorship.” (GC §8639) A standby member may be a resident or officer of another agency.

A standby member is required to take the oath of office, is appointed at will of the City Council, and may be removed by the City Council at any time with or without cause. (GC §8640) A standby member must be informed of the duties of a Councilmember, be provided a copy of Article 15, keep informed of the business of the City Council to fill the position competently, immediately report for duty during a state of emergency and fill the position when the Councilmember is unavailable during a state of emergency. The standby member serves until the regular Councilmember becomes available or the appointment of a new regular Councilmember. (GC §8641)
Councilmember Fuller has requested to replace his current standby member Jacob Miner with Edgar Flores.

Consistency with the Oakley Strategic Plan 27+
The proposed resolution is consistent with the Strategic Plan 27+’s Community and Collaborative Partnerships Goal.

Approved and
Forwarded to the
City Council
435
City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
Fiscal Impact
None
Staff Recommendation
Staff recommends the City Council adopt a resolution confirming that Jacob Miner is being replaced by Edgar Flores as standby member for Councilmember Fuller and to direct the City Clerk to administer the oath of office to Edgar Flores. Pursuant to Ordinance 04-18, standby members accept the appointment upon taking the oath of office.

Attachments

1. Resolution
436
Resolution No. XX-25 Page 1 of 1
RESOLUTION NO. XX-25

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY APPOINTING

A REPLACEMENT STANDBY MEMBER TO THE OAKLEY CITY COUNCIL IN THE

EVENT OF A DECLARED EMERGENCY
WHEREAS, at the meeting of March 27, 2018, the Oakley City Council adopted Ordinance No. 04-18 which allows for the City Council to appoint standby members in the event of a declared emergency; and
WHEREAS, standby members were appointed for newly elected Councilmembers Meadows, Williams and Fuller through the City Council’s adoption of Resolution 02-21 on January 12, 2021; and
WHEREAS, January 12, 2021, Councilmember Fuller replaced Paul Seger with Jacob Minor as his standby member as approved through Resolution 02-21; and WHEREAS, Councilmember Fuller now requests to replace Jacob Minor, approved through Resolution 39-21 with Edgar Flores as his standby member.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Oakley that Jacob Minor is no longer the standby member for Councilmember Fuller and Edgar Flores is appointed as standby member for Councilmember Fuller to serve in the event of a declared emergency as a City Councilmember when the designated elected City Councilmember is “unavailable” as defined in Government Code Section 8636:

PASSED AND ADOPTED by the City Council of the City of Oakley this 13th day of May 2025 by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

APPROVED:
____________________
Shannon Shaw, Mayor
ATTEST:
_____________________ __________________
Kim Snodgrass, City Clerk Date
437

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: May 13, 2025
TO: Joshua McMurray, City Manager
FROM: Jeri Tejeda, Administrative Services Director
SUBJECT: Consideration to Adopt a Resolution approving an amendment to the personnel rules adding benefits to general staff and approving a onetime bonus for all full-time and regular part-time staff.

Background and Analysis
In the year 2000, the City Council adopted Personnel Ordinance #17-00 and in 2001, the employee handbook was created and updated again in 2004. In 2008 a complete review was done, and the Personnel Manual was created and adopted. The Personnel Manual was updated in 2012, 2016 and 2017 with slight modifications and in February 2023 the Personnel Rules were adopted. Ther rules were updated again in February 2024 with slight modifications in order to comply with new laws that were passed.

Before you tonight is a request to increase certain benefits for full-time, general staff effective July 1, 2025. Staff believe in order to stay competitive in the recruitment and retention market, enhancing our benefits to encourage a better work/life balance is important. While attrition is a natural part of employment, we want to do everything we can to keep our most valued assets, our employees.

There have been minor updates to the policy that does not change the intent of the policy. More significant changes that should be noted are listed below:

Section 19.1 Work Week-Removes the modified 9/80 schedule and adds a regular 9/80 schedule as the normal work schedule. This change has staff off every other Friday instead of the first and third Fridays. This also eliminates the need to pay overtime when there is a 5th Friday in the month.

Section 19.5 Time Keeping – With our new EERP system, the way we complete timecards has changed slightly. Staff have updated the policy to reflect these changes.

Section 22.1 Authorized Holidays – Adds Juneteenth as a recognized City Holiday. It also updates how staff will account for recognized holidays on their timecard.

Previously holidays were paid for 8 hours per holiday and staff supplemented with accrual time depending on their scheduled hours. The change will allow holidays to be covered without the need to use accruals, based on each employee’s scheduled hours.

Approved and
Forwarded to the
City Council
438

STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US Section 25.16 Wellness Leave – This will add 24 hours of wellness leave to all regular and probationary full-time general staff in January of each year. This leave can be utilized for whatever employees choose, but it cannot be cashed out or rolled over. It must be used in the year it has been received and if not used it will be lost, including at separation. These hours will be accrued on January 1st each year and will be pro-rated based on the hire date.

In addition to the policy changes noted above, we are recommending a one-time bonus, in the amount of $1,500, to all full-time and regular part-time staff who were hired before April 1, 2025. This is a discretionary one-time bonus and will be paid in FY 2025/26.

The City has gone through many changes over the last two years and these changes will continue into the upcoming fiscal year. To name a few complete EERP Software Conversion, complex capital projects, a reorganization of departments and divisions to create room for succession planning, and a complete update to our website. This bonus is recognition for all of the additional work that has been done and will be done.

Consistency with the Oakley Strategic Plan 27+
This item is consistent with our strategic plan, sustainable organization goal. There are several objects within this goal concerning the need for proper staffing and aligning the City to be competitive within the market.

Fiscal Impact
The updates to the policy do not have a fiscal impact other than production hours. The fiscal impact for the one-time discretionary bonus is approximately $160,000 and will be included as part of the FY 2025/26 budget if approved tonight.

Staff Recommendation
Staff recommends the City Council adopt a Resolution approving an amendment to the personnel rules adding benefits to general staff and approving a one-time bonus for all full-time and regular part-time staff.

Attachments

1. Resolution

2. Personnel Rules
439
Resolution No. XX-25 Page 1 of 2
RESOLUTION NO. XX-25

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY APPROVING AN

AMENDMENT TO THE PERSONNEL RULES ADDING BENEFITS TO GENERAL

STAFF AND APPROVING A ONE-TIME BONUS FOR ALL FULL-TIME AND REGULAR

PART-TIME STAFF
WHEREAS, in 2000 the City Council adopted a personnel ordinance #17-00 and created a personnel handbook in 2001, and
WHEREAS, in 2004 the handbook was updated and in 2008 a personnel manual was created and adopted, and
WHEREAS, the personnel manual was modified with slight changes in 2012, 2016 and 2017, and
WHEREAS, the current personnel rules were adopted in February of 2023, and WHEREAS, updates made to the law in 2024 requiring slight changes to our current rules; and
WHEREAS, ensuring we remain competitive in the recruitment and retention market, staff is asking for additional benefits to full-time general staff; and WHEREAS, a one-time discretionary bonus for all full-time and regular part-time staff hired before April 1, 2025 is requested as recognition for staff’s work, BE IT RESOLVED that the City Council of the City of Oakley hereby approves the following:

The Personnel Rules for the City of Oakley, attached as Exhibit A, effective July 1, 2025.

The one-time discretionary bonus for all full-time and regular part time staff hired before April 1, 2025 in the amount of $1,500 for each employee, to be paid on July 18, 2025. 440
Resolution No. XX-25 Page 2 of 2
PASSED AND ADOPTED by the City Council of the City of Oakley this 13th day of May 2025 by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

APPROVED:
__
Shannon Shaw, Mayor
ATTEST:

Kim Snodgrass, City Clerk Date
441
City of Oakley
Table of Content
1 PURPOSE ________________________________________________________________________________ 9

1.1 Mission, Vision, and Values ____________________________________________________________ 9

1.2 Personnel Policy ____________________________________________________________________ 10

1.3 Equal Employment Opportunity _______________________________________________________ 10

1.4 Powers of the City Manager __________________________________________________________ 11

1.5 Management Rights _________________________________________________________________ 12

1.6 Department Rules and Regulations ____________________________________________________ 13

1.7 Application of Personnel Rules ________________________________________________________ 13

1.8 Adoption of Personnel Rules __________________________________________________________ 13

1.9 Amendment and Revision of Personnel Rules ____________________________________________ 13

1.10 Conflict of Personnel Rules ___________________________________________________________ 13

1.11 Rights of Management_______________________________________________________________ 14

1.12 Violation of Personnel Rules __________________________________________________________ 14 2 DEFINITION OF TERMS _______________________________________________________ 14

2.1 Actual hours worked ________________________________________________________________ 14

2.2 Advancement ______________________________________________________________________ 14

2.3 Allocation _________________________________________________________________________ 14

2.4 Applicant__________________________________________________________________________ 14

2.5 Appointing Authority ________________________________________________________________ 14

2.6 Appointment_______________________________________________________________________ 15

2.7 At-will ____________________________________________________________________________ 15

2.8 Base Pay __________________________________________________________________________ 15

2.9 Candidate _________________________________________________________________________ 15

2.10 Certification _______________________________________________________________________ 15

2.11 City_______________________________________________________________________________ 15

2.12 Class or Classification ________________________________________________________________ 15

2.13 Classification Plan___________________________________________________________________ 15

2.14 Compensation______________________________________________________________________ 15

2.15 Compensatory time off ______________________________________________________________ 15

2.16 Competitive Examination ____________________________________________________________ 15

2.17 Continuous Service__________________________________________________________________ 16

2.18 Days ______________________________________________________________________________ 16

2.19 Demotion _________________________________________________________________________ 16

2.20 Department________________________________________________________________________ 16

2.21 Department Director ________________________________________________________________ 16 442
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2.22 Dismissal __________________________________________________________________________ 16

2.23 Domestic Partner ___________________________________________________________________ 16

2.24 Elected Official _____________________________________________________________________ 16

2.25 Eligible Candidate___________________________________________________________________ 16

2.26 Employment Date___________________________________________________________________ 16

2.27 Employment List____________________________________________________________________ 16

2.28 Employment Status _________________________________________________________________ 16

2.29 Examination _______________________________________________________________________ 16

2.30 Executive Management ______________________________________________________________ 16

2.31 FLSA ______________________________________________________________________________ 17

2.32 FLSA Exempt _______________________________________________________________________ 17

2.33 FLSA Non-Exempt ___________________________________________________________________ 17

2.34 Full-Time Employees ________________________________________________________________ 17

2.35 Layoff_____________________________________________________________________________ 17

2.36 Leave _____________________________________________________________________________ 17

2.37 Limited Service _____________________________________________________________________ 17

2.38 Overtime Work_____________________________________________________________________ 17

2.39 Part-Time Employee_________________________________________________________________ 17

2.40 Pay Range _________________________________________________________________________ 17

2.41 Permanent Appointment or Permanent Status ___________________________________________ 18

2.42 Position ___________________________________________________________________________ 18

2.43 Probationary Appointment ___________________________________________________________ 18

2.44 Probationary Period_________________________________________________________________ 18

2.45 Promotional Appointment____________________________________________________________ 18

2.46 Reclassification _____________________________________________________________________ 18

2.47 Re-employment ____________________________________________________________________ 18

2.48 Regular Day Off (RDO) _______________________________________________________________ 18

2.49 Rehire ____________________________________________________________________________ 18

2.50 Reinstatement _____________________________________________________________________ 18

2.51 Resignation ________________________________________________________________________ 19

2.52 Retirement ________________________________________________________________________ 19

2.53 Seasonal Employees_________________________________________________________________ 19

2.54 Selection Procedure _________________________________________________________________ 19

2.55 Separation_________________________________________________________________________ 19

2.56 Step Advancement __________________________________________________________________ 19 443
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2.57 Suspension ________________________________________________________________________ 19

2.58 Termination _______________________________________________________________________ 19

2.59 Transfer ___________________________________________________________________________ 19

2.60 Vacancy ___________________________________________________________________________ 19

2.61 Y-Rated ___________________________________________________________________________ 19 3 POSITION CLASSIFICATION ____________________________________________________ 20

3.1 Classification Plan___________________________________________________________________ 20

3.2 Positions __________________________________________________________________________ 21

3.3 Emergency or Temporary Positions ____________________________________________________ 21

3.4 Classification Review ________________________________________________________________ 22 4 COMPENSATION PLAN _______________________________________________________ 22

4.1 Compensation Plan Establishment _____________________________________________________ 22

4.2 Compensation Plan Administration ____________________________________________________ 23

4.3 Paycheck __________________________________________________________________________ 25

4.4 Errors in Compensation ______________________________________________________________ 26 5 BENEFITS ________________________________________________________________ 26 6 RECRUITMENT, APPLICATIONS AND APPLICANTS _____________________________________ 26

6.1 Recruitment _______________________________________________________________________ 27

6.2 Applications _______________________________________________________________________ 27

6.3 Disqualification of Applicants _________________________________________________________ 28

6.4 Notice of Rejection__________________________________________________________________ 28

6.5 Incomplete or Late Applications _______________________________________________________ 28 7 EXAMINATIONS____________________________________________________________ 29

7.1 Responsibility ______________________________________________________________________ 29

7.2 Need for Examinations_______________________________________________________________ 29

7.3 Rating ____________________________________________________________________________ 29

7.4 Notification of Examination Results ____________________________________________________ 29 8 ESTABLISHMENT AND THE USE OF EMPLOYMENT LISTS_________________________________ 30

8.1 Types of Lists_______________________________________________________________________ 30

8.2 Use of Employment Lists _____________________________________________________________ 30

8.3 Eligibility for Promotional Examinations ________________________________________________ 31

8.4 Availability of Candidates ____________________________________________________________ 31

8.5 Removal of Names from Employment, Reinstatement or Re-employment Lists ________________ 31

8.6 Flexible Staffing ____________________________________________________________________ 31 444
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9 APPOINTMENTS ___________________________________________________________ 31

9.1 General Requirements for Appointment ________________________________________________ 32

9.2 Applicable Pay Upon Employment _____________________________________________________ 33 10 TYPES OF APPOINTMENTS ____________________________________________________ 33

10.1 Management Employees _____________________________________________________________ 33

10.2 Probationary Employees _____________________________________________________________ 33

10.3 Regular Employees__________________________________________________________________ 33

10.4 Part-Time Employees ________________________________________________________________ 34

10.5 Limited Service, Seasonal Appointments ________________________________________________ 34

10.6 Promotion_________________________________________________________________________ 34

10.7 Transfer ___________________________________________________________________________ 35

10.8 Voluntary Transfers _________________________________________________________________ 36

10.9 Qualified Disabled Employees_________________________________________________________ 37

10.10 Demotion _________________________________________________________________________ 37

10.11 Reclassification _____________________________________________________________________ 38

10.12 Acting or Interim Position ____________________________________________________________ 39

10.13 Emergency Appointments ____________________________________________________________ 40 11 PROBATIONARY PERIOD______________________________________________________ 40

11.1 Probationary Status _________________________________________________________________ 40

11.2 Extension of Probation_______________________________________________________________ 40

11.3 Rejection from Probation ____________________________________________________________ 41 12 OUTSIDE EMPLOYMENT AND USE OF CITY PROPERTY __________________________________ 41

12.1 Prohibited Activity __________________________________________________________________ 41

12.2 Outside Employment ________________________________________________________________ 41

12.3 Authorization of Outside Employment__________________________________________________ 42

12.4 Violations and Penalties _____________________________________________________________ 42

12.5 Annual Approval Required____________________________________________________________ 42

12.6 Changes in Outside Employment Status_________________________________________________ 43

12.7 Revocation or Suspension of Outside Employment Authorization ___________________________ 43 13 PERFORMANCE EVALUATIONS__________________________________________________ 43

13.1 Frequency _________________________________________________________________________ 43 14 EMPLOYEE CONDUCT ________________________________________________________ 44

14.1 Appearance Standards_______________________________________________________________ 44

14.2 Off-Duty Social and Recreation Activities________________________________________________ 46

14.3 Smoking___________________________________________________________________________ 46 445
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15 DISCIPLINARY ACTION _______________________________________________________ 46

15.1 Authority to Discipline _______________________________________________________________ 46

15.2 Grounds for Disciplinary Action _______________________________________________________ 47

15.3 Types of Discipline __________________________________________________________________ 49

15.4 Procedures for Disciplinary Action _____________________________________________________ 50 16 DISCIPLINARY APPEALS PROCESS ________________________________________________ 51

16.1 Right to Respond - “Skelly” Process ____________________________________________________ 51

16.2 Right of Appeal _____________________________________________________________________ 52

16.3 Appeal Hearing _____________________________________________________________________ 53

16.4 Scheduling the Hearing ______________________________________________________________ 53

16.5 Conduct of Hearing__________________________________________________________________ 53

16.6 Failure of Employee to Appear at the Hearing____________________________________________ 53

16.7 Representation_____________________________________________________________________ 53

16.8 Advisory Findings of the Hearing Officer ________________________________________________ 53

16.9 Decision by the City Manager _________________________________________________________ 54

16.10 No Retaliation______________________________________________________________________ 54

16.11 Reimbursement ____________________________________________________________________ 54 17 GRIEVANCE PROCEDURE______________________________________________________ 54

17.1 Definition of “Grievance” ____________________________________________________________ 54

17.2 Eligibility to File a Grievance __________________________________________________________ 55

17.3 Exclusion from the Grievance Procedure ________________________________________________ 55

17.4 Procedure _________________________________________________________________________ 55

17.5 Reporting Time Limitation ____________________________________________________________ 55

17.6 Informal Resolution Procedure ________________________________________________________ 55

17.7 Formal Grievance Procedure __________________________________________________________ 56 18 SEPARATION, RESIGNATION, LAYOFF AND REEMPLOYMENT _____________________________ 58

18.1 Separations ________________________________________________________________________ 58

18.2 Retirement ________________________________________________________________________ 59

18.3 Termination-Disciplinary _____________________________________________________________ 59

18.4 Release from Probation and At-Will Employees __________________________________________ 59

18.5 Job Abandonment __________________________________________________________________ 59

18.6 Layoff_____________________________________________________________________________ 59

18.7 Layoff List Preparation Procedure______________________________________________________ 60 19 WORK WEEK AND ATTENDANCE ________________________________________________ 60

19.1 Work Week ________________________________________________________________________ 60 446
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19.2 Attendance ________________________________________________________________________ 61

19.3 Excessive Tardiness, Absenteeism and Abuse of Leave_____________________________________ 62

19.4 Meals and Rest Periods ______________________________________________________________ 62

19.5 Timekeeping _______________________________________________________________________ 63

19.6 Overtime __________________________________________________________________________ 64

19.7 Paid Overtime and Compensatory Time Off______________________________________________ 65

19.8 Police-FLSA Section 207 (k) ___________________________________________________________ 65 20 Management LEAVE ________________________________________________________ 66

20.1 Management Leave-Management Employees____________________________________________ 66 21 VACATION _______________________________________________________________ 66

21.1 Maximum Accruals__________________________________________________________________ 67

21.2 Part-Time Employee Vacation Accrual __________________________________________________ 67

21.3 Maximum Accruals Part-Time Employees _______________________________________________ 67

21.4 Use of Vacation_____________________________________________________________________ 68

21.5 Effect of Sick Leave On Vacation Leave__________________________________________________ 68

21.6 Vacation Pay-Out Upon Termination ___________________________________________________ 68

21.7 Eligibility to Earn Vacation____________________________________________________________ 69

21.8 Vacation Buyback ___________________________________________________________________ 69

21.9 Hardship Request ___________________________________________________________________ 69 22 HOLIDAYS _______________________________________________________________ 70

22.1 Authorized Holidays _________________________________________________________________ 70

22.2 Work Performed on Holidays _________________________________________________________ 71

22.3 Holidays Falling During Vacation_______________________________________________________ 72 23 SICK LEAVE _______________________________________________________________ 72

23.1 Certification _______________________________________________________________________ 72

23.2 Prohibited Activity __________________________________________________________________ 73

23.3 Eligibility __________________________________________________________________________ 73

23.4 Accrual____________________________________________________________________________ 73

23.5 Accumulation ______________________________________________________________________ 74

23.6 Use_______________________________________________________________________________ 74

23.7 Abuse of Sick Leave _________________________________________________________________ 75

23.8 Use of Sick Leave toward Retirement___________________________________________________ 76

23.9 Sick Leave at Separation _____________________________________________________________ 76

23.10 Sick Leave at Retirement _____________________________________________________________ 77

23.11 Integration of Benefits _______________________________________________________________ 77 447
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23.12 Catastrophic Leave __________________________________________________________________ 77 24 LEAVES OF ABSENCE WITHOUT PAY ______________________________________________ 78

24.1 Authorization for Leave of Absence Without Pay _________________________________________ 78

24.2 Return from Authorized Leave of Absence Without Pay____________________________________ 78

24.3 Status of Employee on Authorized Leave of Absence Without Pay ___________________________ 79

24.4 Unauthorized Leave of Absence _______________________________________________________ 79 25 OTHER LEAVES OF ABSENCE ___________________________________________________ 80

25.1 Administrative Leave ________________________________________________________________ 80

25.2 Bereavement Leave _________________________________________________________________ 80

25.3 Family and Medical Leave (FMLA/CFRA) ________________________________________________ 81

25.4 Jury Duty __________________________________________________________________________ 81

25.5 Military Family Leave ________________________________________________________________ 81

25.6 Military Leave ______________________________________________________________________ 81

25.7 Military Spouse Leave _______________________________________________________________ 82

25.8 Paid Family Leave (PFL) ______________________________________________________________ 82

25.9 Pregnancy Disability Leave (PDL) ______________________________________________________ 82

25.10 School Activity Leave ________________________________________________________________ 82

25.11 Voting Leave _______________________________________________________________________ 82

25.12 Witness Leave______________________________________________________________________ 83

25.13 Leave Rights for Victims of Crime and Abuse_____________________________________________ 83

25.14 Crime Victim or Family Member Victim Rights Proceeding Leave ____________________________ 84

25.15 Reproductive Loss Leave _____________________________________________________________ 85

25.16 Wellness Accrual HoursLeave _________________________________________________________ 85 26 EMPLOYEE TRAINING AND EDUCATION PROGRAMS ___________________________________ 86

26.1 Training and Development ___________________________________________________________ 86

26.2 Education and Tuition Reimbursement _________________________________________________ 86 27 NEPOTISM POLICY __________________________________________________________ 87

27.1 Marital Status and Immediate Family___________________________________________________ 87

27.2 Marriage of Co-Employees ___________________________________________________________ 87 28 HARASSMENT AND DISCRIMINATION PREVENTION ___________________________________ 88

28.1 Covered Individuals and Scope of Policy ________________________________________________ 88

28.2 Quid Pro Quo Harassment ____________________________________________________________ 90

28.3 Retaliation_________________________________________________________________________ 90

28.4 Guidelines for Identifying Harassment __________________________________________________ 91

28.5 Complaint Procedure ________________________________________________________________ 91 Formatted: Font: 11 pt, Bold, Check spelling and
grammar, Ligatures: None
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28.6 Proactive Approach _________________________________________________________________ 92

28.7 No Retaliation______________________________________________________________________ 93

28.8 Option to Report to Outside Administrative Agencies _____________________________________ 93

28.9 Confidentiality _____________________________________________________________________ 93

28.10 Responsibilities_____________________________________________________________________ 93 29 Investigation Guidelines for Sexual Harassment and Discrimination Complaints ________________ 95

29.1 Investigation Procedure______________________________________________________________ 95

29.2 Treat All Complaints Seriously and Act Promptly _________________________________________ 95

29.3 Neutral Investigator _________________________________________________________________ 95

29.4 Conduct of Investigator ______________________________________________________________ 95

29.5 Confidentiality Of Investigation _______________________________________________________ 95

29.6 Detailed Interview With Complainant __________________________________________________ 96

29.7 Interview the Accused Employee and Other Employees____________________________________ 96

29.8 Analysis of Investigation _____________________________________________________________ 96

29.9 Documentation Of Sexual Harassment__________________________________________________ 96 30 MISCELLANEOUS ___________________________________________________________ 96

30.1 Effective and Approval_______________________________________________________________ 96

30.2 Public Employees as Disaster Service Workers ___________________________________________ 97

30.3 City Records, Contracts and Requests for Information _____________________________________ 97

30.4 Employee Remote Access ____________________________________________________________ 97

30.5 Exempt Employee___________________________________________________________________ 98

30.6 Personnel Records __________________________________________________________________ 98 449
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1 PURPOSE
To establish a uniform procedure for dealing with personnel matters, the personnel system set forth in these Rules and Regulations (hereinafter “Rules”) is hereby adopted. These Rules supersede any prior rules and regulations and may be changed only upon approval of the City Council.

Where an applicable memorandum of understanding between the City and a recognized employee organization contains provisions that are inconsistent with any of these Rules, the language contained in the Memorandum of Understanding shall govern.

The City Council authorizes the City Manager to implement administrative policies in accordance with the Administrative Regulation Policy, adopted by resolution, which shall be supplemental to these Rules.

These Rules may be amended from time to time. However, to be effective, the amendment must be in writing and approved by resolution of the City Council.

Whenever such amendments affect the wages, hours or other terms or conditions of employment, they shall be subject to the meet and confer process as required by law.

In the event of an emergency, any part or all of these Rules may be suspended by order of the City Manager and such suspension shall remain in effect until the City Manager’s order is withdrawn.

1.1 Mission, Vision, and Values
Mission
The City of Oakey will create a resilient future that fosters and attracts a vibrant and evolving community that welcomes and values all people.

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

Core Values
Our values guide us on a PATH to where we want to Live, Work, and Play in the heart of the Delta.

Promote fair and equitable stewardship for the welfare of our diverse individuals that comprise our inclusive community.
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Advocate a professional and family-friendly environment where Council, Staff, and the Public can envision and realize the City’s future together with a recognition of our shared commitments and opportunities.

Transparency is how we will create accountable partnerships to cultivate communication and collaboration to engage our thriving community.

Honesty and integrity are the foundation for building trust and fostering teamwork to live our mission and vision.

1.2 Personnel Policy
In accepting employment with the City each employee agrees to be governed by and to comply with ordinances, these Rules, the Administrative Policies, the rules, regulations, and directives of the department in which employed, and the memorandum of understanding in effect between the City and the appropriate employee organization, should one exist. Each employee is required to sign a statement of receipt acknowledging that they have received a copy or has been provided access to these Rules and understands that they are responsible for reading and becoming familiar with the contents and any revision of these Rules.

1.3 Equal Employment Opportunity
It is the policy of the City of Oakley to provide equal opportunity in employment for all persons to prohibit discrimination. This policy of equal employment opportunity applies to and must be an integral part of every aspect of personnel policy and practice in the employment, development, advancement, and treatment of employees to the extent permitted by law. • This Equal Employment Opportunity policy applies to all applicants, officers, volunteers, and employees without exception.
• The City shall not discriminate against qualified employees or applicants for employment on the basis of actual or perceived race (including traits historically associated with race, e.g. hair texture and protective hairstyles), color, religion, gender, gender identity, gender expression, national origin, ancestry, citizenship, age, marital status, physical disability, mental disability, medical condition, sexual orientation, reproductive health decisions, or any other basis protected by law, or on the basis of a perception that an individual is associated with a person who has, or is perceived to have, any of these characteristics.
• The City shall afford equal employment opportunity to all qualified applicants or employees with respect to compensation and all 451
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terms and conditions of employment, including hiring, training, promotion, transfer, discipline, and termination.
• Employees who believe they have experienced denial of equal employment opportunity or discrimination are encouraged to report this experience immediately to their supervisor or the Human Resources DirectorAdministrative Services Director. The City shall promptly investigate the report in accordance with Section 28 Harassment and Discrimination Prevention.

1.4 Powers of the City Manager
The City Manager is the chief administrative officer and the head of the administrative branch of the City Government. Whenever the term "City Manager" is used in these Rules, it shall include the City Manager, or any person designated by the City Manager to carry out any function required by these Rules. When any officer or employee other than the City Manager is assigned a duty or responsibility under these Rules, such assignment is subject to the direction and control of the City Manager, and the City Manager shall have the right to perform such duty or responsibility or to assign it to any other officer or employee.

Subject to Section 2.2.114 of the Oakley Municipal Code, the City Manager has the power and authority to:
• Establish, when not in conflict with these Rules, such other policies, procedures, rules, and regulations necessary for the control and supervision of the affairs of the City.
• Appoint and remove all Department Directors, officers, and employees of the City, except those officers appointed by the Council.
• Transfer, promote, demote, reemploy, reinstate, discipline, layoff, reduce in salary, suspend, or dismiss City employees, except for those officers appointed by the City Council.

The City Manager shall interpret, apply, administer, and enforce the provisions of these Rules, any ordinances or resolutions relating to personnel matters, the employer-employee relations resolution, the memoranda of understanding, and any other pertinent regulations, directives and policies which relate to the City's personnel system.

The City Manager may delegate to the Human Resources
DirectorAdministrative Services Director any of the powers and duties conferred under these or other City rules, regulations, resolutions, or ordinances. The Human Resources DirectorAdministrative Services Director, or designee, shall be responsible for the administration of these Personnel Rules.
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1.5 Management Rights
The City of Oakley retains the exclusive right, except as expressly stated herein, to operate and direct the affairs of the departments of City government and all the various aspects including, but not limited to:
• The right to direct the work force.
• To plan, direct and control all operations and services of the City. • To determine the methods, means, organization and schedule by which such operations and services are to be conducted. • To assign and transfer employees within the various departments. • To hire, promote, suspend, demote, discharge, reprimand and evaluate employees.
• To relieve employees from duty due to lack of work or other legitimate reasons set forth in the Rules.
• To change or eliminate existing methods, equipment, or facilities to maintain or increase the efficiency of governmental operations. • To exercise complete control and discretion over its organization and the technology of performing its work.

These Management Rights also included but are not limited to the following:
• To determine the mission of its departments, commissions, and boards and to determine issues of policy.
• To set standards of service to be offered to the public. • To exercise control and discretion over its own organization and operations.
• To determine methods of financing.
• To determine the methods, means, number and kind of personnel by which its operations are to be conducted, including the right to contract or subcontract work or City functions and to determine workloads and staffing patterns.
• To prescribe qualifications for employment, selection procedures and standards, job classifications, and to reclassify employees in accordance with applicable resolutions, rules, and ordinances of the City.
• To administer the City’s personnel system; to reclassify positions; to amend the compensation plan and to add or delete positions or classes.
• To issue reasonable employee performance standards and to require compliance therewith.
• To maintain order, efficiency and safety in its facilities and operations.
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Nothing herein shall be deemed a waiver or surrender of any management prerogative.

1.6 Department Rules and Regulations
Department Directors may develop, implement, and revise as necessary any departmental policies, procedures, rules, and regulations pertaining to unique operational requirements and their effect upon departmental personnel as needed for the full performance of duties and responsibilities and which are not contrary to these Rules.

All departmental policies, procedures, rules, or regulations must be approved by the City Manager.

1.7 Application of Personnel Rules
The provisions of these Rules shall apply to all officers, positions, and employees within the City, except the following positions and except as otherwise indicated within a specific provision of these Rules:
• Elected officials.
• Members of appointed boards, commissions, and committees. • Persons engaged under contract to render professional, scientific, technical, or expert services for a definite period.
• Volunteer personnel who receive no regular compensation from the City.
• Where a particular rule or article expressly states it does not apply to certain employees and/or positions or applies only to certain employees and/or positions.

1.8 Adoption of Personnel Rules
The Personnel Rules shall be established by resolution adopted by the City Council.

1.9 Amendment and Revision of Personnel Rules
Proposed amendments to, or revisions of the Personnel Rules shall be submitted to the City Council in writing by the Human Resources DirectorAdministrative Services Director after approval of the City Manager.

1.10 Conflict of Personnel Rules
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If one or more provisions of these Rules contradict provisions included in a memorandum of understanding currently in effect between the City and a formally recognized employee organization, the terms of the memorandum of understanding shall prevail. If there is a conflict between these Rules and a federal or state law, that law prevails. If there is a conflict between these Rules and an administrative regulation, these Rules prevail.

1.11 Rights of Management
The adoption of these Rules shall not be deemed a waiver or surrender of any management prerogative in relation to the organization or the necessity of any department or position.

1.12 Violation of Personnel Rules
Each employee is responsible for knowledge of and compliance with these Rules and any amendments hereto. Violation of the provisions of these Rules shall be grounds for disciplinary action, up to and including dismissal.
2 DEFINITION OF TERMS
All words and terms used in these Rules and in any other resolution, ordinance, or administrative procedures dealing with personnel policies or procedures shall be defined as they are normally and generally defined in the field of personnel administration. For convenience, however, the words and terms most commonly used are defined as follows:

2.1 Actual hours worked
All hours in which the employee actually performed work and does not include any paid or unpaid leave time, such as, but not limited to vacation and sick leave.

2.2 Advancement
A pay increase of one or more steps within the limits of the pay range established for a class.

2.3 Allocation
The official assignment of an individual position to its appropriate class in accordance with the duties performed and the authority and responsibilities exercised.

2.4 Applicant
Any person who has completed an application for a position.

2.5 Appointing Authority
The City Manager is designated as having the power to make appointments to any position to be filled.
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2.6 Appointment
Employment of a person in a position.

2.7 At-will
The employee serves at the pleasure of the City Manager, who retains the authority to terminate any such employee at any time with or without cause. An “at-will” employee has no right of appeal of discipline or termination.

2.8 Base Pay
The pay range and step established in the Compensation Plan, exclusive of any overtime, shift-differential, incentive or other excludable pay an employee may receive.

2.9 Candidate
Any person who has been accepted for participation in an examination.

2.10 Certification
The submittal to an appointing authority of a list consisting of candidates that have received and passed an initial interview for an appropriate recruitment effort.

2.11 City
The City of Oakley, California. Also includes the Successor Agency to the Oakley Redevelopment Agency, the Oakley Public Financing Authority, and any other governing body in which the City Council of the City of Oakley serves as the majority membership of the governing board.

2.12 Class or Classification
A group of positions sufficiently and substantially similar in duties, authority, responsibilities, and minimum qualifications for employment to permit combining them under a single title and the application of common standards of selection and compensation.

2.13 Classification Plan
The designation by resolution of the City Council of a title for each classification together with the specifications for each classification as prepared and maintained by the Human Resources DirectorAdministrative Services Director.

2.14 Compensation
The salary or wage allowances, and all other forms of valuable consideration earned by or paid to any employee by reason of said service in any position excluding any allowances authorized and incurred as incidents to employment.

2.15 Compensatory time off
Paid time off from work in lieu of overtime pay.

2.16 Competitive Examination
One or more selection procedures used to assess the relative qualifications of a group of applicants or candidates.
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2.17 Continuous Service
Employment without interruption, including approved leaves of absence to serve in the armed forces of the United States, as provided by Section 395 of the Military and Veterans Code, as amended.

2.18 Days
Calendar days unless otherwise noted.

2.19 Demotion
The voluntary or involuntary movement of an employee from one class to another class having a lower maximum rate of pay, for disciplinary or other reasons.

2.20 Department
An organizational unit with responsibility for carrying out a function under the supervision of a Department Director.

2.21 Department Director
The director of an established office or department having supervision of such department and office. Department Directors or other management employees that report directly to the City Manager serve “at-will.”

2.22 Dismissal
The involuntary separation of an employee from City service.

2.23 Domestic Partner
“Domestic partner” as defined in the California Family Code.

2.24 Elected Official
A person who is elected by the citizens to collectively decide on policy issues for the agency. This includes anyone appointed to fill a vacancy in a City elected office.

2.25 Eligible Candidate
A person who has earned a place on an employment list established by competitive examination.

2.26 Employment Date
For retirement, sick leave and other benefit purposes, the effective date of an employee’s initial appointment to a full-time or part-time position.

2.27 Employment List
A list of names of persons who may be considered for employment with the City under specific conditions. Such lists may be designated as either a re-employment, reinstatement, promotion, or open employment list.

2.28 Employment Status
The type of an employee’s appointment, such as regular, probationary, or limitedservice.

2.29 Examination
The selection procedures used to measure the knowledge, skills and abilities of the persons applying for a position.

2.30 Executive Management
The group of employees comprised of the City Manager, City Attorney, Assistant City Manager, and all Department Directors.
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2.31 FLSA
The Fair Labor Standards Act.

2.32 FLSA Exempt
All employees who meet one or more of the duties test exemptions from overtime under the FLSA (e.g., executive, administrative, professional) and who are paid on a salary basis. FLSA exempt employees are not eligible for overtime compensation.

2.33 FLSA Non-Exempt
Employees who are eligible for FLSA overtime compensation.

2.34 Full-Time Employees
Generally, a full-time employee works a 40-hour workweek (1.0 FTE).

Should a full-time employee work an extended schedule of less than 40 hours per week, the employees leave accruals and City contributions towards benefits are pro-rated so as to be proportional with the percentage of full-time hours that they perform.

2.35 Layoff
The termination of an employee from City service for reasons of economy, efficiency, reorganization, or other non-disciplinary reason.

2.36 Leave
Absence, with or without pay, by an employee from work.

2.37 Limited Service
Those types of positions which do not provide full-time employment throughout a fiscal year. The kinds of positions assigned to the Limited Service include temporary, part-time, student, and seasonal positions.

Appointment to such positions is noncompetitive and incumbents do not acquire status in the class to which assigned by virtue of such employment. Limited-service positions are “at-will” and may be terminated with or without cause and without right of appeal.

2.38 Overtime Work
All actual hours worked by a non-exempt employee in excess of forty (40) hours in the employee’s designated workweek, except as otherwise designated by an applicable memorandum of understanding, as otherwise designated for employees on an approved flexible work schedule, or as designated under the FLSA.

2.39 Part-Time Employee
Employees that work an average of 20 hours per week or less. Part-time employees accrue sick leave consistent with statutory requirements but are otherwise ineligible for City benefits, unless otherwise specified in these Rules. Part-time employees may include those employees working more or less than 1,000 hours per year as well as seasonal or limitedservice appointments. Part-time employees are considered at-will and may be terminated at any time with or without cause and without right of appeal.

2.40 Pay Range
A series of base salary steps to which a class may be assigned. 458
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2.41 Permanent Appointment or Permanent Status
The type of status granted an employee who has successfully completed an official probationary period for a particular class and in a regular position.

2.42 Position
A combination of duties and responsibilities assigned to a single employee and performed on either a full-time or part-time basis. A position may be occupied or vacant.

2.43 Probationary Appointment
The initial appointment of an employee into a position that begins a probationary period.

2.44 Probationary Period
The final stage of the recruitment, examination, and selection process where a new or promoted employee is required to demonstrate a meets standards or better performance of the position’s duties. During this period, the employee is at-will and may be dismissed from the probationary appointment at any time without cause and without right of appeal or hearing.

2.45 Promotional Appointment
The advancement of an employee from a position in one classification to a position in another classification having a higher maximum salary range.

2.46 Reclassification
The permanent reassignment of a position to another classification due to the material change of the job duties of a position.

2.47 Re-employment
The reappointment of a former employee (from a layoff re-employment list) who had a permanent appointment with the City at the time of layoff.

2.48 Regular Day Off (RDO)
The scheduled day off (the first and third Fridays) following eight nine-hour days and one eight-hour day in a two-week period, stemming from the modified 9/80 work schedule.

2.49 Rehire
The reappointment of a former employee who does not have reemployment or reinstatement rights at the time of returning to the payroll.

2.50 Reinstatement
The probationary appointment of an employee after the employee who resigned in good standing from a permanent regular position or the return of an employee from a non-disciplinary demotion to a position which the employee held not more than one year previously. In either case reinstatement must occur not more than one (1) year from the date of separation. Such reinstatement may be done without further competitive examination.
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2.51 Resignation
The voluntary separation of an employee from City employment. Notice of resignation shall be final and may only be rescinded with approval of the City Manager.

2.52 Retirement
The voluntary separation and concurrent retirement of a full-time employee after becoming eligible for retirement benefits.

2.53 Seasonal Employees
Employees that work less than nine months in a given year whose job is temporary and only necessary for a short-term period. Seasonal employees accrue sick leave consistent with statutory requirements but are otherwise ineligible for City benefits. Seasonal employees are at-will and may be terminated at any time with or without cause and without right of appeal.

2.54 Selection Procedure
The process by which employment decisions are made, including but not limited to application screening, written tests, oral interviews, performance tests, background investigations, assessments of physical or mental condition, and probation periods.

2.55 Separation
The voluntary or involuntary termination of employment from City service.

Separation may include death, dismissal, layoff, resignation, retirement, or work completion.

2.56 Step Advancement
The merit-based increase of an employee’s salary to a higher salary level within the established salary step range for the employee’s classification.

2.57 Suspension
The temporary separation without pay imposed for disciplinary purposes.

2.58 Termination
Involuntary separation of an employee from City service.

2.59 Transfer
The reassignment of an employee from one position to another position in the same classification or another classification having the same maximum salary range, involving the performance of essentially similar duties, and requiring substantially the same minimum qualifications.

2.60 Vacancy
A duly created position for which budget has been allocated, but which is not occupied.

2.61 Y-Rated
Employee’s current salary exceeds the top step of the salary range for their position and is frozen without increases until the Y-rated salary falls within the salary range for the position classification. 460
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3 POSITION CLASSIFICATION

3.1 Classification Plan
The City Council, upon recommendation of the City Manager, shall create and adjust classes of positions in the City service. These classes shall be known as the “Classification Plan.”
Implementation of the Classification Plan
The Human Resources DirectorAdministrative Services Director, in consultation with the City Manager and Department Directors, shall recommend a Classification Plan for all classifications which includes but is not limited to the following for each classification:
• The classification titles.
• A description of typical duties and responsibilities. • A statement of the desirable training, experience, and other qualifications of applicants for the classification.
• Whether the classification or any of its duties are safety sensitive.
• Whether the classification is FLSA exempt.

The Human Resources DirectorAdministrative Services Director shall ensure that all positions within the same classification are substantially similar with respect to duties, authority, decisionmaking, character of work, and schedules of compensation.

Interpretation of Class Specifications
The class specifications are descriptive and explanatory and not restrictive. They are intended to indicate the kinds of positions allocated to the various classes and should not be construed as limiting the assignment of duties and responsibilities to any position. The use of a particular expression or an illustration as to duties should not be interpreted to exclude others not mentioned that are of similar kind of level of responsibility. The specification for each class should be considered in its entirety and in relation to other classes in the Classification Plan. Consideration should be given to the general duties, specific tasks, responsibilities, qualifications desired, and relation to other positions, as affording together a picture of the kind of employment the class is designed to embrace.
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Periodic Updates
From time to time the Human Resources DirectorAdministrative Services Director shall review the Classification Plan to ensure that it is accurate and make amendments to reclassify, add positions or classifications, or make other changes as necessary or appropriate.

Adoption by City Council
The Classification Plan shall become effective only upon adoption by resolution of the City Council. Upon adoption, the Classification Plan shall take immediate effect unless otherwise specified.

Amendments
The classification or position descriptions may be removed or amended from time to time by City Council action when deemed in the best interest of City services. In addition, new classification or position descriptions may be added to the City’s Classification Plan.

If new positions are added to City services, such positions shall be allocated to an appropriate class by the Human Resources DirectorAdministrative Services Director.

3.2 Positions
In accordance with these Rules, any position may be assigned, reallocated, or transferred to a different class by the City Manager and affected Department Director, whenever there is a need of such action because of change in duties or responsibilities of the position. All positions shall be included in the same class if:
• They are sufficiently similar in respect to duties and responsibilities so that the same descriptive title may be used.
• Substantially the same requirements as to education, experience, knowledge, and ability are required of incumbents.
• Substantially the same tests of capacities and fitness may be used in choosing qualified appointees.
• The same pay range or salary rate applies.

3.3 Emergency or Temporary Positions
Whenever, in the judgment of the Human Resources
DirectorAdministrative Services Director in consultation with the City Manager, it is necessary for a department to employ a person or persons on an emergency or temporary basis in a type of position for which there is no classification provided in the Classification Plan, then the Human 462
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Resources DirectorAdministrative Services Director, in consultation with the Department Director and City Manager, may authorize such positions and shall fix the amount of compensation, and may determine the minimum qualifications for such additional employees.

If budget is not allocated for the emergency or temporary position, the position must be taken to City Council for the allocation of funds.

3.4 Classification Review
Review of the classification of a position may occur in the following circumstances:
• One or more new positions are under consideration for possible establishment.
• Due to a change in organization or methods, a major change of the duties or responsibilities of an existing position is made which may require the reallocation of such position.
• A new class is created to which a position may more appropriately be allocated.
• Due to the removal of a position or combination of an existing position or class, an amendment to the Classification Plan is required.

Whenever a position is reclassified or reallocated, the existing position is to be deleted and a new position created in the class to which the position is to be assigned.
4 COMPENSATION PLAN

4.1 Compensation Plan Establishment
The City of Oakley is committed to maintaining fiscal integrity and high standards of accountability to the public in the expenditure of funds provided by taxpayers. The City establishes its compensation system in accordance with the principles of public accountability.

The Human Resources DirectorAdministrative Services Director shall prepare a Compensation Plan that includes the following:
• The salary ranges for all, showing each steps’ rate of pay. • A designation of the position as full-time, part time or seasonal. • A designation of the position as paid on an hourly or salary basis.
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These rules do not preclude the creation of separate management pay plans that, if adopted by the City Council, must be administered in accordance with the procedures adopted for such plan(s) by the City Council.

On a periodic basis, the Human Resources DirectorAdministrative Services Director may survey benchmark classifications. Survey results shall be considered as one of the pieces of information used as a guideline in establishing or modifying compensation for a particular position or classification.

The Human Resources DirectorAdministrative Services Director shall also determine whether any modifications are necessary due to recruitment and retention issues, changes to positions or classifications, including changes to exempt or non-exempt status, resulting from a periodic review of the Classification Plan.

The Human Resources DirectorAdministrative Services Director shall submit any modifications of the Compensation Plan to the City Manager for recommendation to City Council for adoption.

The City has established the following comparative cities for the purpose of establishing a market median:

Antioch, Brentwood, Martinez, Pittsburg, Pleasant Hill, San Ramon and Tracy

4.2 Compensation Plan Administration
The authorized pay ranges for the respective classes of positions with such amendments as may be adopted by the City Council from time to time by resolution shall be applied as follows:

Increases Within the Pay Range
Normally, and as a general rule, upon progress and productivity, employees shall be considered for a step advancement according to the following general plan:
• Steps: The letters A, B, C, D, E, etc. respectively, denote the various salary steps in the pay range.
• Step A: Step “A” shall typically be paid upon initial employment into a five (5) step pay range. Appointments at any step greater than A requires an explanation and support as to why the higher step is recommended and requires authorization from the City Manager. 464
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• Step Advances: At the completion of the applicable probationary period of employment, employees appointed at Step A are eligible for a step increase. All step advances will be effective on the first pay period following the first twelve (12) months of employment, unless probation is extended for any reason. Additional step advances will be on an annual basis thereafter until the attainment of the final Step.
o All step advances shall be based on a meets standards performance as shown from the evaluation by the
employee’s Supervisor. Denial of step increases shall be based on documented performance evaluations.
o In rare circumstances, increases of more than one step for superior performance may be provided upon
recommendation by the Department Director and
approval of the City Manager.
• Step at Promotion: When employees are promoted, they shall normally receive the first step in the salary range for their new position. However, if such step results in a salary increase of less than five percent (5%), they shall receive a minimum five percent (5%) increase, provided that in no event shall the new salary exceed the final step in the promoted class. The City Manager may authorize an appointment to a position at any higher salary step in the pay range should the circumstance of the promotion warrant it.

Special Salary Adjustments: Notwithstanding anything in these Rules to the contrary, in order to correct gross inequities or to reward outstanding achievement and performance, the City Manager may, upon recommendation of the Department Director and the Human Resources DirectorAdministrative Services Director, adjust the salary step of an incumbent of a particular position to any step within the pay range for the class to which the position is allocated.
• At the discretion of the City Manager, employees who exhibit innovation and exceptional performance, going above and beyond normal job expectations, may be awarded a one-time lump sum merit award at any time. This award is not to exceed 10% of the employee’s annual base pay. Award requests will be submitted with written qualifications as to the significance of the award along with details of how this award meets the requirements. Any award recommended that exceeds 10% must be approved by the City Council.
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Step Advancement Dates: Step advancement dates shall be established as of the effective date of the most recent step advancement, promotion or reinstatement into City service, or the effective date of a special salary adjustment as provided in Section 4.2 of these Rules. All step advances shall be effective the first day of the pay period following the step advancement date.

Applicable Salary Rates Following Pay Range Increases and Decreases
• Same Relative Step: Where a pay range for a given class is revised upward, the incumbents of positions in classes affected shall have their existing salary adjusted to the same relative step in the new pay range (Step B to Step B, Step C to Step C, etc.) and their next step advancement date shall not be changed.
• Retention of Salary and “Y” Rates: When a pay range is adjusted downward, incumbents may, on approval of the City Manager, be assigned a Y-rate designation to hold the
employee at the current salary rate, without increases, until such time as the salary range for the new classification is the same or exceeds the amount of the Y-rating. Any such Y-rate shall be indicated by a “Y” following the salary each time it appears on personnel records or transactions. Said Y-rate shall be canceled on vacancy of the position.
• Pay Range Change on Step Advancement Date: In the event that a pay range change becomes effective on an employee’s step advancement date, the employee shall first receive any within-range adjustment to which entitled and then receive the corresponding step adjustment.
• Pay Range Change on Date of Promotion: In the event that a pay range change becomes effective on the date an employee is promoted to a higher class, the employee shall first receive any corresponding step adjustment to which entitled in the lower class, and then the next higher step promotional adjustment as provided in Section 10.6 of these Rules.

4.3 Paycheck
Paychecks will be distributed on a bi-weekly basis on the normally scheduled pay date unless otherwise notified. Direct Deposit is preferred and pay stubs will be made available electronically utilizing the payroll software. For anyone not utilizing direct deposit, paychecks will be 466
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available for pick up in the Finance department on payday. If payday falls on a day that Finance is closed, it will be the employee’s responsibility to arrange pickup on the following business day.

4.4 Errors in Compensation
Each employee shall review each paycheck to ensure the employee was paid correctly. If the employee believes an error or irregularity has occurred, the employee must immediately call it to the attention of the employee’s supervisor who shall in turn notify the Finance DirectorFinance Manager. The City shall document all errors in compensation and the affected employees shall sign an acknowledgement for any corrections made.

In the event of any underpayment of which the City becomes aware, the employee shall receive any amount due as soon as possible, but no later than the next regular paycheck.

In the event an employee receives an overpayment by the City, the employee shall reimburse the City for the total overpayment and the City may obtain reimbursement by payroll deduction(s). Typically, such repayment shall occur over a schedule equal to the amount of time over which the overpayment occurred but may be extended with approval of the City Manager. All repayments must be discussed and agreed upon by the employee and the Human Resources DirectorAdministrative Services Director.
5 BENEFITS
All benefits are paid in accordance with the most current compensation and benefits resolution.
6 RECRUITMENT, APPLICATIONS AND APPLICANTS
It is the policy of the City of Oakley to recruit and select the most qualified individuals for positions within the City. Recruitment and selection shall be conducted in a manner that will ensure open competition, provide equal employment opportunity, and prohibit discrimination or favoritism because of race (including traits historically associated with race, e.g. hair texture and protective hairstyles), color, religion, gender, gender identity, gender expression, national origin, ancestry, citizenship, age, marital status, physical disability, mental disability, medical condition, sexual orientation, reproductive health decisions, or any other basis protected by law, or on the basis of a perception that an individual is associated with a person who has, or is perceived to have, any of these characteristics.
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In the process of recruitment, selection, and retention, the City may consider various employment incentives. At the discretion of the City Manager, up to two (2) weeks of vacation and sick leave may be provided upon appointment to new employees who enter the City with prior local government experience. In no case, however, shall the city offer or authorize loans for real property to potential or existing City employees.

6.1 Recruitment
Positions to be filled shall be publicized by distributing announcements to those City divisions, surrounding government entities or other publications or advertising sources as deemed advisable and appropriate within the discretion of the Human Resources DirectorAdministrative Services Director and in consultation with the affected Department Director(s). The Human Resources Department shall prepare an official bulletin announcing any proposed examination. The notice shall be posted on the City’s webpage for job opportunities. The notice shall be posted for at least ten (10) days prior to the closing date for receipt of applications. The notice may be posted for less time for a promotional only recruitment. The examination announcement shall contain all information of importance for consideration by potential applicants, including whether the examination is to be promotional only, open, both promotional and open, or continuously open.

When the City seeks only promotional candidates, distributions will be limited to internal sources. Additionally, when distribution of a job announcement would detrimentally delay the filling of a position the City, in its sole discretion, may opt to fill the position temporarily from immediately available sources. At the City Manager’s discretion, an employment list may be maintained and may be utilized to fill vacant positions. Eligible persons would be those who meet minimum qualifications and originally applied through a competitive process and were deemed suitable candidates during the competitive process. The eligibility list will expire after twelve (12) months.

6.2 Applications
Official application forms shall be available on the City’s Human Resources webpage for job opportunities. Applications shall be made using the City’s online platform. All applications must be submitted on or before the filing deadline stated in the job announcement.

When necessary to meet continued requirements for filling positions due to nonavailability of applicants for a classification or position or due to an increased vacancy rate or due to increased City needs, the closing date 468
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for any selection process may be indefinite and applicants may be tested continuously in such manner and at such times and places as may be provided by the City.

6.3 Disqualification of Applicants
The Human Resources DirectorAdministrative Services Director may disqualify any applicant either before or after examination for any of the following causes:
• The applicant did not properly complete the application. • The application indicates on its face that the applicant does not possess the minimum qualifications for the position.
• The applicant is unable to perform the essential functions of the position sought, with or without reasonable accommodations. • The applicant is currently using illegal drugs.
• The applicant has been convicted of a crime that may have an adverse impact on the applicant’s ability to perform the job for which the applicant is applying.
• The applicant is not legally permitted to work within the United States.
• The applicant has made false statement of any material fact or practiced or attempted to practice deception or fraud in making application for employment.
• For any material cause which in the judgment of the Human Resources DirectorAdministrative Services Director would render the applicant unsuitable for the position, including a prior resignation from City service, termination from City service, or significant disciplinary action.

6.4 Notice of Rejection
The Human Resources Department shall email a notice of any rejection to the email address provided by the applicant on the application.

6.5 Incomplete or Late Applications
Applications received after the announced final date for filing may be accepted by the Human Resources DirectorAdministrative Services Director. Acceptance in this case will be based on a reasonable explanation being given by the applicant which is satisfactory to the Human Resources DirectorAdministrative Services Director. Such acceptance is expected to be rare and must take place prior to any scheduled examination for the class in question.
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7 EXAMINATIONS

7.1 Responsibility
The Human Resources DirectorAdministrative Services Director, in consultation with the Department Director, will determine the manner and methods, and by whom examinations shall be given. All examinations and background checks will be job-related and consistent with a business necessity.

Examinations shall be competitive and may consist of written tests, oral tests, performance tests, evaluations of prior training and performance, experience and education, interviews, style assessments, file review, or any combination thereof. The Human Resources DirectorAdministrative Services Director shall be responsible for the selection of material and types of exams to be provided.

7.2 Need for Examinations
The Human Resources DirectorAdministrative Services Director shall schedule examinations as necessary. If there is a vacancy or one is anticipated, or if a provisional appointment is made, an examination will be conducted as soon as practicable to establish or supplement an employment list.

The content of any test or examinations will be kept confidential prior to the administration of the exam.

7.3 Rating
In all examinations, the minimum grade or standing for which eligibility may be earned shall be based upon all factors in the examination, including educational requirements, experience, and other qualifying elements as shown in the application of the candidate or other verified information. At the discretion of the Human Resources
DirectorAdministrative Services Director, failure in one part of the examination may be grounds for declaring the applicant as failing in the entire examination, or as disqualified for subsequent parts of an examination.

7.4 Notification of Examination Results
Every applicant taking part in the examination process shall be given written notice of the results via the email provided on the application. Any claim of error in rating or grading, must be submitted to the Human Resources DirectorAdministrative Services Director no later than ten (10) 470
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days after the effective date of the eligibility list, to be considered for correction. Applicants shall be provided timely access to all information reasonably necessary to determine if an error in rating or grading has occurred.

However, applicants may be prohibited from inspecting examination papers if review of such materials is prohibited by the consulting agency that prepared the examination. Applicants cannot have access to the rating sheets of the individual raters, but upon request may have access to a composite description of the rating sheets. Corrections of errors in grading shall be made within the discretion of the Human Resources DirectorAdministrative Services Director. Applicants have no further right of appeal of examination results.
8 ESTABLISHMENT AND THE USE OF EMPLOYMENT LISTS

8.1 Types of Lists
The following types of employment lists shall be established by examinations with the type of employment list to be established determined by the Human Resources DirectorAdministrative Services Director.

Promotional Employment List
If there are less than three (3) applicants on a promotional eligibility list, the Human Resources DirectorAdministrative Services Director, in consultation with the Department Director, may declare the list invalid and announce a new recruitment and examination period. In the alternative, the Human Resources DirectorAdministrative Services Director may make a temporary appointment until eligible candidates can be certified after appropriate examination.

Open Employment List
If less than five (5) names of qualified applicants are available for a new appointment, the Human Resources DirectorAdministrative Services Director may declare the list invalid and announce a new recruitment and examination period.

8.2 Use of Employment Lists
Employment lists shall be valid and in effect for a period of one (1) year.

An eligibility list may be extended upon the recommendation of the Human Resources DirectorAdministrative Services Director and by action of the 471
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City Manager for additional six-month periods, but in no event shall a list remain in effect for more than two (2) years.

8.3 Eligibility for Promotional Examinations
All candidates for promotion must currently be employed in a full-time or part-time position with the City and must possess the minimum qualifications as set forth in the specifications of the class to which the promotion is sought.

8.4 Availability of Candidates
It shall be the responsibility of candidates to notify the Human Resources Department of any change of address or other change affecting availability for appointment. The Human Resources Department may circulate employment lists or use other methods to determine the availability of candidates and may indicate the conditions under which appointment may be offered. Candidates who decline to be considered or indicate unwillingness to accept employment under the offered conditions will be deemed to not be further considered for that position.

8.5 Removal of Names from Employment, Reinstatement or Reemployment Lists The Human Resources DirectorAdministrative Services Director may remove the name of any eligible candidate from an employment list for any of the following reasons:
• The candidate requests the removal in writing.
• The candidate fails to respond to a written offer of employment within five (5) business days of electronic notification. • A subsequent report of a character investigation is unsatisfactory. • Removal from a promotional list is automatic upon separation from the City. If the separated employee is on an open list, approval from the City Manager must be sought to remain on the open list.

8.6 Flexible Staffing
The City reserves the right to conduct an open or internal recruitment to fill a vacancy or to fill a vacancy by promotion or transfer of an employee with the approval of the City Manager.
9 APPOINTMENTS
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The City Manager or designee shall make an appointment by extending a conditional offer of appointment to an applicant. If the applicant accepts the offer of appointment, the appointment shall be deemed completed, subject to successful completion of any required pre-employment medical examination(s) or assessments. If the applicant does not accept the offer of appointment within the time period designated by the City Manager or designee, the offer shall expire and the offer of appointment shall be deemed declined by the applicant.

However, an offer of an appointment to a City position and acceptance of that appointment does not create a contract of employment between the City and appointee. City employment is not held by contract, but rather is governed by these Rules and Council resolutions.

9.1 General Requirements for Appointment
Pre-Employment Screenings
As part of the pre-employment procedure, applicants may be required to supply references and submit to a thorough background investigation, including LiveScan fingerprinting. Safety employees shall be subject to investigation in accordance with Department of Justice and Police Officer Standards and Training requirements. In the case of employees handling money or other valuables in the course of their duties, a credit check may be done in accordance with applicable law.

All offers of employment shall be contingent upon the appointee passing appropriate medical and psychological examination and testing to determine whether the candidate can perform the essential functions of the job, with or without reasonable accommodation. Such pre-employment screenings may also include screening for illegal drug use. If the examination reveals that the candidate cannot perform the essential functions of the job, with or without reasonable accommodation, or that the person uses illegal drugs, the person may be disqualified from consideration for employment.

If a candidate is disqualified from appointment to a position for failing to meet the medical and psychological standards for the job class, the candidate may file a written request to review the disqualification. Such request must be submitted to the Human Resources
DirectorAdministrative Services Director no later than five (5) working days after the date of the notification or disqualification. The candidate may submit medical evidence supporting a claim that they should not have been disqualified. Submittals shall be accepted for a period of fifteen (15) days, commencing with the date of notification of disqualification. In case of a genuine dispute, the City may require the candidate to be examined by a physician or medical evaluator of the City’s choice. Any such examination shall be paid for by the City. The City shall make the final 473
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determination based on this examination. If the disqualification is upheld, the candidate has no further right of appeal of the City’s determination.

9.2 Applicable Pay Upon Employment
Those appointed to a position shall be paid the designated rate of pay or salary for that class as provided on the approved salary schedule. 10 TYPES OF APPOINTMENTS

10.1 Management Employees
Management employees, including Department Directors and other designated positions with significant responsibilities and that report to the City Manager are “at-will” and can be terminated with or without cause and without the right of appeal. Management Employees are paid on a salary basis and are exempt from overtime provisions pursuant to FLSA guidelines.

10.2 Probationary Employees
Probationary employees are those persons who, through the examination or promotional process, have been appointed to an authorized position but who have not completed their required probationary period. Except as noted below, probationary employees are considered “at-will” and can be released from employment during the probationary period with or without cause and without the right of appeal.

An employee who is in a probationary period solely because of a promotion, is subject to the provisions relating to “Status of Employee Following Promotion” in Section 10.6 below.

10.3 Regular Employees
Regular employees are those persons who have been appointed to an authorized full-time position and who have successfully completed their probationary period. An employee appointed to a regular full-time position shall earn regular status in a classification only if the employee successfully completes the applicable probationary period. Regular employees include those working forty (40) hours per week on a consistent basis. In rare instances, regular employees may also include an employee working a reduced or modified scheduled for a set period of time and only when approved by the City Manager.
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10.4 Part-Time Employees
Part-time employees are those persons who have been appointed to a position working less than forty (40) hours per week. Part-time employees are considered “at-will” employees and may be terminated with or without cause and without the right of appeal. Part-time employees are not subject to receive benefits unless otherwise stated within these Rules.

Part-Time employees will not be eligible for a salary adjustment except as provided in a Council approved compensation resolution.

However, Department Directors may make recommendation to the City Manager for salary adjustments at an earlier date if circumstances warrant such adjustment.

10.5 Limited Service, Seasonal Appointments
Limited-Service and Seasonal employees are those persons who have been appointed to a limited-service position as defined in these Rules.

Limited-Service positions include but are not limited to temporary, limited term part-time, intermittent, student, intern, emergency and seasonal.

Limited-service and seasonal are considered “at-will” employees and may be terminated with or without cause and without the right of appeal and have no property interest in their employment with the City.

Limited-service employees will not be eligible for a salary adjustment except as provided in a Council approved compensation resolution.

However, Department Directors may make recommendation to the City Manager for salary adjustments at an earlier date if circumstances warrant such adjustment.

10.6 Promotion
The appointment of any employee to a position in a class which has a higher maximum salary than the employee’s present position constitutes a promotion. Such an appointment will be made at the recommendation of the Department Director and the approval of the City Manager. If this promotion will create an expenditure, not allocated for in the department budget, the request along with the budget adjustment will be brought before the City Council.

Promotions will typically be made after an internal or external recruitment process or filled off an established recruitment listing. With approval of the City Manager, in some cases, a promotion of an employee may be done without the recruitment process if it is deemed the City has a highly 475
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qualified candidate on staff and filling the position immediately is in the best interest of the City.

Applicable Pay Following Promotion
In the case of the promotion of any employee, such employee shall be entitled to receive the rate of compensation in the entrance step of the pay range for the class to which the employee has been promoted. In cases of promotion where the pay range overlaps, the employee shall be placed at such step in the pay range of the higher class as to provide at least five percent (5%) more basic salary than the employee receives in the lower class. Provided, however, that the application of this provision does not exceed the highest salary step in the authorized pay range for the higher class. The City Manager may authorize an appointment to a position at any higher salary step in the pay range upon the recommendation by the Department Director, as outlined in Section 9.2.

Effective on the date of the promotion, a new salary evaluation date shall be established for purposes of eligibility for consideration for future salary step advances within the pay range of the higher class. In the event the promotion occurs on the employee’s salary evaluation date, such employee shall first receive any within-range increase to which the employee is otherwise entitled in the lower class, and then the promotional salary adjustment as provided above.

Status of Employee Following Promotion
When a promoted employee (excluding at-will employees) successfully completes the probationary period for a class the employee gains permanent status in the new class and gives up permanent status in the former class.

Any employee who does not successfully complete the probationary period in the promoted class, may return to the position and status held prior to promotion providing there is a vacancy, unless the reason for rejecting the employee during the probationary period from a position to which promoted would have been sufficient to cause dismissal from the former position as well. If no vacancy exists, the employee will be placed number one on the re-employment list.

10.7 Transfer
A Department Director may, in consultation with the Human Resource DirectorAdministrative Services Director and the City Manager, at any time and for any reason, transfer an employee from one position to another 476
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position in the same or comparable classification with the same or comparable qualifications and without loss of compensation.

If such transfer involves a change from one department to another, both Department Directors should be consulted before the action shall be considered effective.

Whenever possible, an employee being considered for a transfer shall be notified within a reasonable period in advance of the effective date of such contemplated transfer and the wishes with respect to this action shall be considered to whatever extent practicable, consistent with the interest of efficient operations of the departments concerned.

Applicable Pay Rates Following Transfer
In the case of the transfer of any employee from one position to another in the same class or to another class to which the same pay range is applicable, the employee shall remain at the same salary step and shall retain the salary same evaluation date. If the salary range is slightly different the employee will be placed in the step closest to their current salary without lowering their current salary.

Status of Employee Following Transfer
A transfer of a permanent employee from a position in one class to another class having related duties and responsibilities and the same maximum salary shall be made only upon written approval of the Human Resources DirectorAdministrative Services Director that the employee possesses the qualifications for employment in the new class.

In such case, no further competitive examination is required, and the employee shall assume permanent status in the class to which assigned.

However, an employee currently serving a probationary period shall not be transferred to a position in another class for which an employment list exists, unless directed by the Human Resources DirectorAdministrative Services Director. In such case, the employee shall start a new probationary period effective on the date of the transfer.

10.8 Voluntary Transfers
Employees who desire a transfer may submit a request for voluntary transfer to their Department Director for consideration. Collectively, the Department Director, Human Resources DirectorAdministrative Services Director and City Manager may deny the transfer request at their sole discretion. If an employee voluntarily transfers to another position in the same or comparable classification and is not successful, the employee 477
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may, at the collective discretion of the Department Director, Human Resources DirectorAdministrative Services Director and City Manager, return to a former position if that position is vacant. The employee’s salary evaluation date shall remain the same as it was before the transfer and the salary range will go back to the range of the previous position, even if that means lowering the salary.

10.9 Qualified Disabled Employees
The City may initiate a transfer of a qualified disabled employee to another position as a reasonable accommodation for the employee’s disability.

Such transfers may have priority over any candidates on an existing eligibility list.

10.10 Demotion
An employee may be demoted at their request, as a result of reduction in force, for disciplinary reasons, or for other cause. In all cases, the Department Directors concerned, in consultation with the Human Resources DirectorAdministrative Services Director and City Manager, shall approve or deny the demotion and notify the employee in writing.

A demoted employee shall be required to serve a probationary period in the lower classification unless the lower classification is in the same class series, or the employee previously completed probation in the lower classification. In the event the demoted employee does not pass probation, the employee shall be terminated from employment without the right of appeal. The effective date of a demotion shall establish a new salary evaluation date.

An employee may request a voluntary demotion to a lower classification in which the employee meets the minimum qualifications. The request shall be in writing and submitted to the City Manager for consideration. The City Manager may approve or deny the demotion request at their sole discretion. If approved, the employee shall sign an acknowledgement of voluntary demotion and reduction of salary and benefits.

If an employee voluntarily demotes to another position in the same or comparable classification, the employee’s salary evaluation date shall remain the same as it was prior to the demotion.

Applicable Pay Following Demotion
An employee who is demoted to a class in the City service with a lower maximum salary shall be assigned to a salary step in the lower pay range according to the following rules:
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Disciplinary Demotion
If a disciplinary demotion, any designated step in the lower pay range which is at least one (1) step less than the dollar amount received in the pay range for the class from which demoted. A new salary evaluation date shall be established as of the effective date of demotion.

Non-Disciplinary Demotion
If a non-disciplinary demotion, pay should be the salary step in the pay range for the lower class which the employee would have received had the employee’s service in the class from which demoted been continuous in said lower class. The employee’s previous salary evaluation date shall be retained.

Status of Employee Following Demotion
If the demotion involves an employee with permanent status, then the demoted employee shall assume permanent status in the class to which demoted and give up permanent status in the class from which demoted only if the findings of the Human Resources DirectorAdministrative Services Director are that the employee meets the qualifications of the class to which demoted, and (if required under the provisions above), upon completion of a new probationary period. If the employee does not have permanent status in the higher class, the employee shall serve a new probationary period in the demoted position.

10.11 Reclassification
An employee may be reclassified without competitive exam if the Human Resources DirectorAdministrative Services Director determines the employee has met the minimum qualifications of the new classification and has performed the duties of the reclassified position for a considerable length of time. Reclassification shall not be used for the purpose of avoiding competitive selection processes.

The employee’s salary evaluation date shall not change as a result of the reclassification. When a position is reclassified from one existing class to another existing or new class under Section 3.4. of these Rules, the following shall apply to the incumbent:

Applicable Pay Following Reclassification
If a position is reclassified to a class having the same maximum salary, the salary and the salary evaluation date of the incumbent shall not change. If a position is reclassified to a class which has a higher maximum 479
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salary, the salary shall be adjusted in accordance with Sections 4.2 and

10.6 of these Rules. If a position is reclassified to a class with a lower pay range, the salary of the incumbent shall not change.

Status of Incumbents in Reclassified Positions
Whenever reclassification occurs, an employee occupying the position may be retained in the position after it has been reclassified without further competitive examination, provided that the Human Resources DirectorAdministrative Services Director in consultation with the Department Director, finds that:
• The reclassification results from an official recognition of a change in duties and responsibilities which has already occurred. • The addition of duties and responsibilities (justifying allocation to a different classification) was not the result of planned management action.
• The performance of the duties and responsibilities of the incumbent has been satisfactory.
• The incumbent possesses the knowledge, skills, and abilities of the qualifications of the different class.
• The incumbent has permanent status in the class to which the position was formerly allocated.

10.12 Acting or Interim Position
Employees directed to work in a vacant higher level regular position may receive a temporary salary increase to the beginning of the salary range of the higher position or at least a five percent (5 %) temporary pay increase, whichever is greater, when it is expected the employee will serve in the higher-level position in excess of twenty (20) workdays. If the interim appointment is initially not expected to exceed twenty (20) workdays but does in fact exceed twenty (20) workdays, the employee will be paid retroactively back to the first day in the higher position. For the purpose of these Rules, a vacant position is defined as an authorized regular position that is unoccupied due to attrition or due to the incumbent being on an extended leave of absence. The City Manager must approve these requests and may only approve such request upon certification that the assigned employee meets the minimum training and experience guidelines for the position. Employees assigned to an acting or interim role, will be expected to perform the full scope of duties as outlined in the job description of the higher-level position.
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10.13 Emergency Appointments
To meet the immediate requirements of an emergency condition, such as major fire, flood, earthquake, or other public calamity that threatens public life or property, the City Manager may employ such persons as may be needed for the duration of the emergency without regard to the personnel ordinance, these Rules, or other rules and regulations affecting appointments. Such employees serve at the will of the City Manager and may be dismissed with or without cause and without any right of appeal. 11 PROBATIONARY PERIOD

11.1 Probationary Status
Any full-time employee shall be placed on probation for a period of twelve (12) months unless otherwise specified in a Memoranda of Understanding or other Council approved resolution. This section excludes at-will employees which includes those who report directly to the City Manager, part-time employees, and seasonal employees.

The probationary period for all promoted employees shall be six (6) months.

The probationary period shall be considered a part of the recruitment, examination and selection process and shall not include the time served under any limited service or provisional appointment but shall date from the time of appointment to a regular position after certification. This continuation of the testing process is intended to allow the City to determine if the employee can successfully perform the job duties and is a good fit for the organization.

Leaves of absence or assignment out of the class totaling more than thirty (30) calendar days, for any reason, shall not be counted toward completion of the probationary period.

An employee will remain on probation until the City takes formal, written action to remove the probationary employee from the probationary status.

This will include a completed performance evaluation as well as a written memo informing the employee of the successful completion of probation.

11.2 Extension of Probation
With the approval of the City Manager and upon written notice to the probationer, the probationary period may be extended up to six (6) months for any new appointment or promotion should it be deemed necessary to 481
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further evaluate performance before making a regular appointment to the position.

11.3 Rejection from Probation
During the probation period, the employee may be rejected by the Department Director in consultation with the Human Resources DirectorAdministrative Services Director and City Manager, at any time with or without cause and without right of appeal, hearing, or grievance procedure. No justification or cause need be provided to a probationary employee rejected from probation.

Any promoted full time employee, who is rejected during the probationary period, may be reinstated to a position in the classification from which promoted if a vacancy in such classification exists, unless there is just cause for the release from probation.
12 OUTSIDE EMPLOYMENT AND USE OF CITY PROPERTY

12.1 Prohibited Activity
Full-time employees are expected to devote full time to assigned duties as a City employee. An employee shall not engage in any employment, activity or enterprise which is inconsistent, incompatible or in conflict with City job duties, functions, or responsibilities, nor shall an employee engage in any outside activity which will directly or indirectly contribute to the lessening of the effectiveness as a City employee. No employee shall engage in any type of activity relating to an employee organization during such time an employee is on duty, except as expressly provided in these Rules, Memorandum of Understanding, or by law.

12.2 Outside Employment
Employees may not engage in any employment or activities that create a conflict of interest, is unethical, or otherwise interferes with their City employment.

A City employee shall not perform any work, service, or consultation for compensation outside of City employment where any part of the efforts will be subject to approval by any officer, employee, board, or commission of the City of Oakley, unless approved in the manner prescribed by these Rules.

All employees occupying positions, who hold or wish to hold jobs outside their normal City employment must make a request to engage in outside 482
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employment and submit the request to the City Manager or designee.

Outside employment shall not be permitted if it conflicts in any manner with the employee’s duties and responsibilities with the City or is prohibited by law.

In deciding as to whether an activity creates a conflict or ethical question, the City Manager or designee shall consider, among other pertinent factors, whether the activity involves:
• Receipt or acceptance by the employee of any money or other consideration from anyone other than the City for the performance of an act that the employee would be required or expected to render in the regular course of City employment.
• The performance of an act or work which may later be directly or indirectly subject to the control, inspection, review, audit or enforcement by such employee or other City employees.
• Conditions or factors which might, directly or indirectly, lessen the efficiency of the employee in regular City employment or conditions in which there is a substantial danger of injury or illness to the employee.
• The use for private gain or advantage of City time, facilities, equipment and supplies, prestige, influence, or information obtained through one’s City office or employment. No City-owned facilities, equipment, or supplies, including autos, trucks, instruments, tools, supplies, machines, badges, identification cards, or other items which are the property of the City shall be used by an employee for personal or non-City business reasons.
• The solicitation of future employment with a business or individual doing business with the City over which the employee has some control or influence in the course of performing official duties.

12.3 Authorization of Outside Employment
Notice of authorization of outside employment shall be in writing, utilizing the Request for Outside Employment Form (see Human Resources), with a copy placed in the employee’s personnel file. Denial of authorization of outside employment determination may be subject to the Grievance Procedure as set forth in Section 17 of these Rules.

12.4 Violations and Penalties
Any violation of these provisions regarding outside employment shall constitute grounds for disciplinary action up to and including termination.

12.5 Annual Approval Required
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An employee must submit the Request for Outside Employment form annually to the City Manager for approval.

12.6 Changes in Outside Employment Status
The employee must promptly report in writing to the City Manager any of the following changes that may occur during the year of authorized outside employment.
• Outside employment ends.
• Any changes to work hours, locations, or types of duties.

12.7 Revocation or Suspension of Outside Employment Authorization Any outside employment authorization may be revoked or suspended during the year under the following circumstances:
• The employee’s work performance declines.
• An employee’s conduct or outside employment conflicts with the conditions of the outside work authorization or is incompatible with the employee’s work for the City.
13 PERFORMANCE EVALUATIONS
Performance evaluations are communication tools used to provide constructive feedback on work performance, professional relationships, goals, and expectations. Evaluation periods are also times for employees to notify their supervisors of any problems, concerns or suggestion that would help improve the City, the work environment, or the employee’s job performance. Any immediate concerns should be addressed as they arise and not wait for the annual evaluation.

Evaluations should be completed for all full time and part-time employees regardless of the number of hours worked. Seasonal employees are excluded from performance evaluations.

13.1 Frequency
Department Directors or their designees shall make a report of performance of each employee after completion of a probationary period and annually thereafter.
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Unless changed in accordance with these Rules, these evaluation dates shall constitute the employee’s salary evaluation date for purposes of eligibility for a salary step increase.

Salary step increases will occur in the pay period following the employee’s hire or promotion date. The employee shall continue to receive performance evaluations on said date even after the employee has reached the top of the applicable salary range. In addition, a performance evaluation may be prepared at any other time at the discretion of the employee’s supervisor.

Employees hired before July 1, 2021, will receive their annual evaluation in June of each year and will be eligible for a salary step increase the first pay period in July of each year.

The employee shall receive a copy of the performance evaluation and shall have an opportunity to discuss said evaluation with the employee’s supervisor. The employee may also submit written comments or rebuttal to the evaluation which shall be part of the complete document to be placed in the employee’s personnel file.
14 EMPLOYEE CONDUCT
In order to accomplish the City’s mission, vision and core values as defined in Section 1.1 of these Rules, employees must take pride in their work, personally ensure all members of the public are being served efficiently and courteously and present themselves in such a way to make the City proud. Accordingly, the highest standards of professional conduct are considered essential for all employees of the City. City employees must be committed to the core values of the City at all times.

14.1 Appearance Standards
These dress code appearance standards are designed to promote the City’s legitimate and non-discriminatory goals to promote workplace safety and serve the community with a professional image.

Personal Appearance
The City expects employees to dress appropriately for the jobs they are performing and level of public contact they may have. The following dress code regulations shall apply to all City employees. If an employee has questions about how these standards apply to them, the matter should be immediately raised with their supervisor for consideration and determination:
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• All clothing and footwear must be neat, clean, in good repair, and appropriate for the work environment and functions performed. • Typical dress is business like professional attire (e.g., no jeans or sweats, no sweatshirts, shorts or tank tops, no flip flops, etc.). • Prescribed uniforms and safety equipment must be worn. • Good personal hygiene is required.
• Dress must be professionally appropriate to the work setting, particularly if the employee has contact with the public at work (e.g., appropriate length, not too loose, too tight, etc.).
• Clothing should have minimal or incidental graphics, branding, or logos. Any graphics, branding, or logos displayed prominently on the pants, chest, sleeves, face covering or back is prohibited, unless it is a City-provided garment with a City logo.

For positions that work most of their day outside in the elements, the dress code may be modified during extreme weather conditions with the approval of the City Manager (e.g., short may be allowed during summer months, etc.).

Casual Days
• In recognition of the desire to have a weekly casual day, the City has established a casual dress day on Fridays and the Thursday prior to the RDO. Employees must adhere to all of the personal appearance policies and should exercise good judgement and common sense when dressing casually and take into consideration any meetings that might require a professional dress. Casual attire should not include sweats or shorts. Jeans, t-shirts, or sweatshirts with City logo are considered casual attire. At the City Manager’s sole discretion, Casual Days can be eliminated or modified at any time.
• From time to time the City Manager may allow for themed days that will allow for employees to dress in a specific theme. It is expected dress remains appropriate and safe for the work performed but may allow for things other than the City logo to appear on articles of clothing.

Tattoos
Employees are expected to project a professional appearance while at work and must abide by the standards below. If an employee has questions about how these standards apply to them, the matter should be immediately raised with their supervisor for consideration and determination.
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• No tattoos are allowed anywhere on the head, face, or neck. • Any visible tattoos shall not be obscene, sexually explicit, discriminatory to sex, race, religion, or national origin, extremist, and/or gang related.

Piercings
Employees are expected to project a professional appearance while at work and not endanger themselves or others with excessive body piercings. If an employee has questions about how these standards apply to them, the matter should be immediately raised with their supervisor for consideration and determination.
• No objects, articles, jewelry, or ornamentation of any kind shall be attached to or through the skin if visible on any body part including the tongue or any part of the mouth, except that of reasonably sized pierced earrings may be worn in the nose or ear lobe.
• Any non-conforming piercing shall be removed, covered with a bandage, or replaced with a clear, plastic spacer.

14.2 Off-Duty Social and Recreation Activities
The City may sponsor social or recreational activities for its employees.

Employee attendance at the social activities is voluntary and is not considered work-related. Neither the City nor its insurer will be liable for the payment of worker’s compensation benefits for any injury that arises out of an employee’s voluntary participation in any off-duty recreation, social or athletic activity that is not part of the employee’s work-related duties.

14.3 Smoking
The City is a smoke free environment including vaping and any other form of tobacco products. In accordance with California State Labor Code 6404.5, tobacco products of any kind will not be used while operating a City vehicle.
15 DISCIPLINARY ACTION

15.1 Authority to Discipline
Employees who hold non-probationary appointments, and are not at-will, shall not be disciplined without good cause. At-will and probationary 487
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employees are subject to dismissal without cause and without the right of appeal. For purposes of this section, disciplinary action shall be defined to include one or more of the following: oral reprimands, written reprimands, suspensions, demotions, reductions in pay, and dismissal. Oral and written reprimands may be initiated at the supervisor level. Disciplinary action more serious than a written reprimand must be initiated at the Department Director level in consultation with the Human Resources DirectorAdministrative Services Director and the City Manager. The Human Resources DirectorAdministrative Services Director shall be notified of any contemplated disciplinary action prior to the time it is taken, provided that in emergency situations or other instances when prior notification is not practicable, the Human Resources
DirectorAdministrative Services Director may be notified as soon as possible subsequent to the time the action is taken.

15.2 Grounds for Disciplinary Action
Good cause for disciplinary action exists not only when there has been an improper act or omission by an employee in the employee’s official capacity, but when any conduct by an employee brings discredit to the City, affects the employee’s ability to perform their duties, causes other employees not to be able to perform their duties, or involves any improper use of the employee’s position for personal advantage or the advantage of others. The type of disciplinary action shall depend on the seriousness of the offense and the relevant employment history of the employee. Causes for disciplinary action against an employee may include, but shall not be limited to, the following:
• Any action that brings discredit to the City or is a direct hindrance to the effective performance of City functions.
• Being under the influence of an intoxicating beverage or nonprescriptions narcotic or drug while on duty or the failure to notify a supervisor, in writing, when the employee is taking prescription medication that can impair judgment or performance.
• Conduct unbecoming of an employee of the City.
• Conviction of any felony or misdemeanor in State or Federal court which is reasonably related to the individual’s position with the City. • Discourteous or non-cooperative treatment of the public, City elected officials, employees or volunteers.
• Dishonesty or immorality on the job, including making any false representation or statement or making any omission of a material fact.
• Improper political activity as defined by California law, Government Code Sections 3201-3209 that governs improper conduct related to elections and political activity.
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• Willful violation of safety, endangering self or others, or failure to follow adopted safety practices or failure to properly used required personal protective gear and equipment.
• Engaging in outside employment without authorization. • Engaging in unlawful discrimination or unlawful sexual harassment in violation of the City’s policy and State and Federal law. • Excessive tardiness or absenteeism.
• Failure to obtain and maintain a current license or certificate as a condition of employment.
• Failure to report to work, remain on duty or return to duty after a requested leave of absence has been disapproved, revoked, or cancelled.
• Fraud of any kind; falsification of any City application, medical history record, invoice, paperwork, timesheet, investigative questionnaire, or any other City document.
• Improper or unauthorized use or misuse of City equipment or supplies, or damage to or negligence in the care and handling of City property.
• Inattention, inefficiency, incompetence, carelessness, or inexcusable negligence in the performance of duties.
• Insubordination or failure or refusal to comply with a lawful order or to accept a reasonable and proper assignment from an authorized supervisor.
• Misuse or misappropriation of City property or funds; carelessness or negligence with the monies or other property of the City; appropriating to the employee’s own use any property of the city, or loaning, selling, or giving away such property without legal authorization.
• Neglect of job duties.
• Offensive or obscene language in public, or towards the public, City elected official, City employee or volunteer.
• Reporting for duty or being on duty under the influence of any intoxicant or absenting oneself from duty or rendering oneself unfit to perform fully one’s duties for reasons attributable to or produced by intoxicants.
• Taking for personal use, from any person, a fee, gift, or other valuable thing is given in the expectation of receiving favored treatment.
• Violation of the City’s or departments confidentiality policies, or disclosure of confidential City information to any unauthorized person or entity.
• Violation of any provisions of these Rules, official City policies and workplace conduct rules, and departmental policies, rules, procedures, and regulations.
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This list is not to be considered all-inclusive as there may be other circumstances which employees may be disciplined for, up to and including termination.

15.3 Types of Discipline
Any authorized supervisory employee may propose disciplinary action for cause against an employee under their supervision in accordance with the procedures outlined in these Rules. In general, the City shall adhere to the principles of progressive discipline, but the City has the right to initiate disciplinary proceedings at any level up to and including termination where the circumstances warrant doing so.

Oral Reprimand - Verbally notifies the employee that their performance or behavior must be improved. Oral warnings are generally given by supervisors when counseling has failed to produce the desired changes.

The warning defines the areas in which improvement is required, sets up goals leading to this improvement, and informs the employee that failure to improve will result in more serious action. Although the supervisor makes a note of the content of the warning and sends a confirming memo to the employee, no record is placed in the employee’s permanent personnel file unless subsequent action is necessary. Supervisors will keep the oral reprimand in their file and utilize during the evaluation period as deemed necessary by the supervisor. Oral reprimands are not subject to the disciplinary appeal procedure set forth in these Rules.

Written Reprimand - Official notification to the employee that there is cause for dissatisfaction with the employee’s services and that further disciplinary measures may be taken if said cause is not corrected. Written reprimands should be given in consultation with the Human Resources DirectorAdministrative Services Director. The supervisor shall provide a copy of the written reprimand to the employee as well as review the violation and the reasons for the reprimand. An acknowledgement of receipt will be requested, and the employee has the right to respond in writing within seven (7) days of the notification. Written reprimands shall be made a part of the employee’s official personnel record along with any response received by the employee and may be considered as pertinent evidence or information in any hearing. Written reprimands are not subject to the disciplinary appeal procedure set forth in these Rules.

Suspension without pay – The City Manager may suspend an employee for cause without pay, for up to thirty (30) calendar days per disciplinary occurrence. Suspension is considered unpaid leave; therefore, an employee will not accrue sick, vacation, wellness, insurance, retirement, etc. Documents related to the suspension shall become part of the employee’s personnel file when the suspension is final and documented in 490
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the performance evaluation. Suspension is subject to the disciplinary appeals procedure set forth in the Rules.

Reduction in Step within range as a disciplinary measure - Is the withdrawal of step advancements granted for merit, efficiency, and length of service. Reduction in pay shall become effective on the effective date of the disciplinary action. Reduction may be made on a permanent or temporary basis. Reductions of pay are subject to the disciplinary appeal procedure set forth in these Rules.

Disciplinary Demotion - Shall be a reduction in classification to a classification having a lower maximum salary with reduction in salary as provided in Section 10.10 of these Rules. Demotion without consent may be made to the classification having the lowest maximum salary in the classification series or a classification series comparable to that within which the employee’s position is located. Demotion may be made on a permanent or temporary basis. Demotions are subject to the disciplinary appeal procedure set forth in these Rules.

Dismissal – Regular employees shall be terminated for cause after appropriate disciplinary proceedings have been followed. If necessary, an employee may be removed from services immediately and placed on paid leave pending the completion on an investigation and disciplinary determinations. The City Manager may terminate the employment of any at-will employee, at any time, with or without cause and without affording the employee a right to appeal. At-will employees are not subject to the disciplinary procedures as outlined in these Rules. Dismissals are subject to the disciplinary appeal procedure set forth in these Rules.

15.4 Procedures for Disciplinary Action
The courts have established minimum procedural protections (due process) which public employers must provide to public employees who are subject to significant disciplinary action. These procedural protections apply to any public employee, who through the state or local agency laws, has acquired a right to be disciplined or terminated only for “good” or “just” cause. The City of Oakley will follow applicable legal requirements when taking disciplinary action.

These procedures apply to regular employees who are subject to dismissal, suspension, disciplinary demotion, or reduction in pay for disciplinary purposes. They do not apply to management employees, probationary, part-time, temporary, seasonal, or other at-will employees.

These employees may be disciplined or separated at-will, with or without cause, and without the disciplinary procedures listed below. 491
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Investigation
If appropriate, the Department Director of the employee, or another impartial third party, shall conduct an investigation into the misconduct and shall prepare a report of the findings and submit the report to the Human Resources DirectorAdministrative Services Director. The City Attorney shall be advised of any investigation and shall provide direction to the person who is conducting the investigation.

Notice of Proposed Disciplinary Action
Written notice of the proposed Disciplinary Action to be imposed shall be served on a regular employee personally or sent to their address of record by Certified Mail not less than seven (7) working days prior to the date of the proposed action. If served by Certified Mail, such notice shall be effective and constitute receipt by the employee upon deposit in the United States Post Office.

Such formal notice shall include:
• A statement of the nature of the Disciplinary Action to be taken. • A statement of the causes, therefore.
• A statement of the act(s) or omission(s) upon which the causes are based.
• A copy of the materials upon which the Disciplinary Action is based. • A statement informing the employee of their right to respond to the intended discipline within seven (7) days from the date of the notice, either by requesting a Skelly conference, or by providing a written response, or both.
• A statement informing the employee of their right to have a representative of their choice present at all meetings related to the discipline, including the Skelly conference.
• Notice to the employee that failure to respond by the time specified constitutes a waiver of the right to respond prior to final discipline being imposed.
16 DISCIPLINARY APPEALS PROCESS

16.1 Right to Respond - “Skelly” Process
Any regular employee shall have the right to respond, either orally or in writing, to the authority (most likely the Department Director) imposing Disciplinary Action and have the response considered prior to any final decision being made with respect to the proposed discipline. 492
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Such a response must be made within seven (7) working days after receipt of the written notice of the proposed Disciplinary Action. Failure to respond within such period constitutes a waiver of the right to respond.

However, failure to respond shall not affect the employee’s right to appeal the Disciplinary Action as provided in these Rules.

After reviewing the employee’s response, if any, the Department Director imposing discipline shall formally notify within seven (7) working days the employee in writing of their decision to dismiss, modify or impose the proposed discipline. If the Department Director determines to impose discipline, a final “Notice of Discipline” shall be served on the employee.

The final notice of discipline shall contain the following:
• The level of discipline, if any, to be imposed and the effective date of the discipline.
• The specific charges upon which the discipline is based. • A summary of the facts that show that the elements of each charge at issue in the intended discipline are met.
• A copy of all materials upon which discipline is based. • A reference to the employee’s appeal right and deadline to appeal.

The specified discipline, if any, may be imposed when the “Notice of Discipline” is received by the employee. The final notice must be sent by a mail method that verifies delivery to the last known address of the employee, email to the last known email of the employee or delivered to the employee in person. If the notice is not deliverable because the employee has moved without notifying the City or the employee refuses to accept delivery, the effective date of discipline will be the date the post office or delivery service attempted delivery.

16.2 Right of Appeal
Any regular employee shall have the right of appeal for any disciplinary action, except for counseling, oral, and written reprimands.

Reclassifications, layoffs, demotions as a substitute for layoffs, changes in status due to employee’s loss of a required license or certificate, pay increases or denial of pay increases are “non-disciplinary” actions, and, as such, are not subject to appeal but may be addressed through the City’s grievance procedure as outlined in these Rules.

An appeal must be filed in writing with the Human Resources DirectorAdministrative Services Director within seven (7) working days of the date of service of the “Notice of Discipline”. Failure to file an appeal within such period constitutes a waiver of the right of appeal and notice that the employee has accepted the recommended discipline. Filing a notice of appeal shall not stay the imposition of discipline. 493
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16.3 Appeal Hearing
Due process requires that a permanent, for cause employee receive a post-disciplinary evidentiary appeal hearing before a nonbiased hearing officer or body. The City Manager will designate the hearing officer. The City will follow applicable legal requirements when an appeal hearing is requested.

16.4 Scheduling the Hearing
If the employee files a notice of appeal, an evidentiary hearing shall be arranged for by the Human Resources DirectorAdministrative Services Director and in consultation with the City Attorney. Typically, the hearing officer shall be a non-affected Department Director. The hearing shall be scheduled on a mutually agreeable date, taking into account the availability of the parties and witnesses. The hearing will commence as expeditiously as it can be arranged, but no later than sixty (60) working days after receipt of the request for appeal. The parties can mutually agree to waive this timeline.

16.5 Conduct of Hearing
The hearing officer shall, in the hearing officer’s good judgment, determine the procedures under which the hearing will be conducted. Such procedures shall provide “due process” and comply with the provisions of these Rules. Both the City and the employee may call witnesses and present evidence that they deem necessary and appropriate. The hearing shall be closed to the public.

16.6 Failure of Employee to Appear at the Hearing
Failure of the employee to appear at the hearing shall be deemed a withdrawal of their appeal and a waiver of the right to appeal.

16.7 Representation
The employee may represent themselves at the hearing or be represented by counsel or another representative of their choice.

16.8 Advisory Findings of the Hearing Officer
The findings of the hearing officer shall be rendered within twenty (20) working days of the hearing, or within a reasonable time thereafter, and shall be advisory only to the City Manager. Nothing in these procedures 494
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shall be construed as to bind the City or the City Manager to any findings of the hearing officer.

16.9 Decision by the City Manager
The City Manager may hold an additional meeting with the employee to discuss the advisory findings or may proceed on the record from the hearing. The City Manager shall render a written decision within twenty (20) working days after receiving the advisory findings of the hearing officer. The City Manager’s decision shall be final, conclusive, and binding on all parties. A copy of such decision shall be forwarded to the appellant.

16.10 No Retaliation
Retaliation or penalty against an employee requesting and participating in the appeal process will not be allowed nor will it be tolerated.

16.11 Reimbursement
If disciplinary action is subsequently revoked or modified by the City Manager, the employee is entitled to reimbursement for loss of pay, if applicable. Reimbursement is limited to the period between the date of initial action and the date of final decision after appeal. No reimbursement will be made for any period during which the employee was not ready and able to perform the duties of their position.
17 GRIEVANCE PROCEDURE
The City is dedicated to positive employer/employee relations and will strive to maintain good working conditions, competitive wages and benefits, open communication, and employee involvement.

Communication is expected to follow the chain of command and an employee should bring all concerns regarding their job or working environment to their immediate supervisor. If the immediate supervisor is unable to resolve the concern, or is part of the concern, the employee should go to their Department Director. If the Department Director is unable to resolve the concern, the employee should seek assistance from the Human Resources DirectorAdministrative Services Director, City Manager or City Attorney.

This procedure is intended to ensure that every reasonable effort will be made to resolve problems as near as possible to the point of origin.

17.1 Definition of “Grievance”
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Subject to the exclusions listed in these Rules, a grievance is defined as any dispute involving the interpretation, application, or alleged violation of a specific express term of these Rules.

17.2 Eligibility to File a Grievance
Only full-time employees in regular non-probationary appointments who are adversely affected by an act or omission of the City are eligible to file a grievance.

17.3 Exclusion from the Grievance Procedure
The following matters are excluded from the definition of a “grievance”:
• Requests for changes in wages, hours, or working conditions. • The content of employee evaluations or performance reviews, except those that result in a loss of benefits to the employee. • Challenges to reclassification, layoff, transfer, denial of reinstatement.
• Challenges to examinations or appointment to positions. • Challenges to this grievance procedure.
• Disciplinary Actions.

17.4 Procedure
In almost every circumstance an employee should follow the “chain of command” as outlined in Section 17 of these Rules; however, if for good cause an employee feels uncomfortable about reporting a matter of concern to their immediate supervisor, Department Director, the Human Resources DirectorAdministrative Services Director, or City Manager, then the employee
should report directly to the City Attorney.

17.5 Reporting Time Limitation
An employee who wishes to initiate the grievance process must bring the grievance to the attention of their Department Director within ten (10) calendar days after the employee knew, or reasonably should have known, of the circumstances which form the basis for the grievance.

Failure to do so will waive the employee’s right to pursue the grievance.

17.6 Informal Resolution Procedure
To initiate informal discussions of a grievance, the employee shall provide the Department Director with a written description of the circumstances 496
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causing the grievance within the time set forth in Section 17.5 and must indicate in the written description that the matter is being pursued as a grievance as outlined in these Rules. Within ten (10) calendar days after the receipt of the grievance, the Department Director and the employee shall discuss the grievance and attempt to identify a resolution of the perceived problem. Within ten (10) calendar days after the meeting, the Department Director shall provide the employee with a written memorandum of the meeting, stating the resolution identified, if any.

Employees must complete the informal resolution process prior to submitting a formal grievance.

17.7 Formal Grievance Procedure
If the employee and Department Director are unable to resolve the grievance by the informal resolution procedure, the employee may request a formal resolution of the grievance.

Written Grievance
A written grievance shall be submitted within ten (10) calendar days of the completion of the informal resolution process to the Human Resources DirectorAdministrative Services Director, with a copy to the employee’s Department Director. The grievance shall contain the following information:
• A description of the specific grounds of the grievance, including names, dates, and places necessary for a complete understanding of the grievance.
• A listing of the provisions of City Rules, ordinances, policies, and procedures which are alleged to have been violated.
• A list of all persons who are witnesses or who are involved. • A listing of the reasons why the Department Director’s proposed resolution of the problem is unacceptable.
• A listing of specific actions requested of the City, which will remedy the grievance.

Grievance Meeting
The Human Resources DirectorAdministrative Services Director shall meet within ten (10) calendar days with the employee and the Department Director, separately or together, at their discretion, to resolve the subject of the grievance. The Human Resources DirectorAdministrative Services Director shall issue a written decision concerning the grievance within ten (10) calendar days from the date of the last meeting with either the employee, Department Director, or both.
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Appeal Process
The employee may submit a written appeal to the City Manager if the Human Resources DirectorAdministrative Services Director’s decision does not resolve the grievance to the employee’s satisfaction. The employee appeal must be presented within ten (10) calendar days after receipt of the formal grievance decision. The appeal shall include the subject of the grievance and all supporting documents. If the City Manager is the supervisor involved in the informal grievance resolution procedure, then the City Attorney shall hear the appeal. If no appeal has been submitted within ten (10) calendar days from the date of receiving the formal decision, the Human Resources DirectorAdministrative Services Director’s formal decision shall be considered as final.

City Manager Decision
Upon receipt of an appeal of a formal grievance, the City Manager, or designee, shall discuss the grievance with the employee, the supervisor or Department Director, and any other involved parties, if any. The City Manager, or designee, shall render a formal decision in writing to the employee within ten (10) calendar days after receipt of the appeal. Such a decision shall be considered final.

Timelines
Failure of the City to comply with the time limits of the grievance procedures allows the employee to appeal to the next level of review.

Failure of the employee to comply with the time limits of the grievance procedure constitutes a settlement and resolution of the grievance on the basis of the last disposition. The parties may extend time limits by mutual written agreement in advance of a deadline.

Representation
The employee shall be entitled to one representative at the grievance meeting. The employee and the employee’s representative may be allowed to use a reasonable amount of work time for the actual meetings involved in the grievance process, this does not include preparation time.

No Retaliation
Employees shall not be penalized or retaliated against in any way for using the grievance procedures or testifying as a witness in a grievance proceeding.
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18 SEPARATION, RESIGNATION, LAYOFF AND REEMPLOYMENT
The following are recognized as formal types of separation from City Services:

Probationary Release
Release of Part-Time, Temporary or Seasonal Employee
Resignation
Retirement
Job Abandonment
Layoff
Non-Disciplinary Separation
Disciplinary Separation

18.1 Separations
All employees who separate from City service must:
• Return all City property to the Human Resources
DirectorAdministrative Services Director or the immediate supervisor prior to receiving the final paycheck.
• Clear any existing financial obligations with the City. • If applicable, file a Form 700 leaving office statement with the City Clerk.

In addition, employees who resign or retire shall adhere to the following procedures before they will be deemed to have separated in good standing:
• Submit a written notification stating the intent to resign or retire and the proposed effective date to their immediate supervisor. • Provide a minimum notice of two weeks. The City encourages employees who become aware of their pending separation from the City to let the Human Resources DirectorAdministrative Services Director know as far in advance as possible. Failure to provide reasonable notice shall be noted in the personnel file and may be cause for denying future employment by the City.

Notice is final and irrevocable when given and may not be rescinded without the approval of the City Manager.

Use of accrued leave may not be used to extend employment beyond the last day worked without advance written approval of the City Manager.

Non-Disciplinary separations due to the inability to accommodate after the reasonable accommodation and interactive process is concluded will be given a written notes of the reasons for separation, the evidence 499
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supporting the decision to separate for non-disciplinary reasons and an opportunity to respond before the separation takes effect.

18.2 Retirement
Retirement from City services shall be subject to the terms and conditions of the City’s contract with the California Public Employees’ Retirement System (CalPERS), and consistent with Federal and State law.

An Employee planning to retire from the City shall provide a written notice to the Department Director and the Human Resources
DirectorAdministrative Services Director. Such notice should be provided, whenever possible, at least sixty (60) calendar days prior to the effective date of retirement.

Notice is final and irrevocable when given and may not be rescinded without the approval of the City Manager.

18.3 Termination-Disciplinary
An employee may be terminated based on disciplinary action pursuant to these Rules.

18.4 Release from Probation and At-Will Employees
Probationary employees will be released pursuant to the provisions in these Rules.

At-Will employees will be released pursuant to the provisions in these Rules.

18.5 Job Abandonment
Separation of an employee who is absent without notification or authorization for twenty-four (24) consecutive scheduled work hours or more, in accordance with Section 19.2 of these Rules.

18.6 Layoff
Should the City Manager determine that reductions in force are necessary due to lack of work, reorganization, or for financial reasons, layoffs may be directed. In the event of layoffs, the City shall provide affected employees with as much notice as possible.

The decision to lay off an employee is not subject to any right of appeal or grievance.
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18.7 Layoff List Preparation Procedure
When a position within a classification is removed, the following general procedure shall be followed:
• Seasonal or part time employees will be released before an employee in the same classification with probationary or permanent status.
19 WORK WEEK AND ATTENDANCE
Department Directors shall assign daily hours of work (or shifts) for employees within departments, as required to meet operational requirements. The Department Director may recommend changes to an employee’s work period, week, or hours to meet the requirements of the City. Changes shall be recommended to the Human Resources DirectorAdministrative Services Director and approved by the City Manager.

Any foreseeable absence or deviation from regular working hours desired by an employee shall be cleared in advance through the employee’s supervisor, and such absences shall be noted on the employee’s time sheet.

19.1 Work Week
The City operates under a modified 9/80 work schedule. City office hours will be based on the needs of the City in general and will be set by the City Manager. As a modified 9/80 schedule, City Hall will be closed on the first and third Fridays each month. Modified 9/80 schedules (nine hours Monday through Thursday, eight hours alternate Friday, and alternate Fridays closed) shall be Friday halfway through the workday through the following Friday halfway through the workday. These designated work weeks may be changed only as a result of major changes in operations, payroll procedures or as otherwise necessary in order to deliver services as efficiently and economically as possible. Any deviations from this work schedule must be approved in writing by the City Manager and must be included in the employee’s personnel file.

On rare occasions and when it creates efficiencies within the Department, the City Manager may designate an alternative schedule. These schedules may include a 9/80 work schedule, 5/8 work schedule or a 4/10 work schedule.

Any alternative schedule other than the modified 9/80, must be requested in writing to the Department Director. If the Department Director agrees the requested schedule is in the best interest of the department, they will 501
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present it to the City Manager for approval. Requests will be on a case-bycase basis and the City Manager reserves the right to rescind approval of the alternative schedule with at least a ten (10) day written notice. Any approved alternative schedule shall be on file in the employee’s personnel file.

19.2 Attendance
Employees are expected to report to work as scheduled, on time, and prepared to start work. Employees are also expected to remain at work for their entire work schedule, except when required to leave on authorized City business or some other authorized leave. All departments shall keep daily attendance records of employees, which shall be reported on the employee’s timesheet.

Employees who anticipate an absence from all or a portion of their regular work schedule and wish to request a form of accrued leave time or unpaid leave time should follow the procedures provided in these Rules for the particular type of leave that they are requesting.

Employees who are unexpectedly unable to report for work as scheduled on any particular day must call their immediate supervisor no later than their scheduled time to begin work for that day, or as otherwise required by the Department. If the employee’s immediate supervisor is not available, then the employee must notify the Department Director or designee. Employees shall inform their supervisor of the expected duration of any late arrival or absence. Employees who call later than their scheduled time to begin work for their assigned shift shall be deemed to have an unauthorized tardy or absence in violation of this attendance policy. Abuse or misrepresentation of any form of accrued or paid or unpaid leave time will be grounds for discipline.

An employee who is absent from work without notification or authorization for twenty-four (24) consecutive work hours or more will be considered to have abandoned their employment with the City, which will be treated as an automatic resignation effective as of the last day an employee worked.

In this case the City will provide notice to the employee to their last known telephone number, last known email address or last known address. If, within ten (10) days of said notice, the employee can show good cause for the failure to return to duty, the Human Resources DirectorAdministrative Services Director, in their discretion may, with approval of the City Manager, reverse the resignation. In the event that an employee’s absence is deemed an “automatic resignation” in accordance with this Rule, the employee shall have the same right to appeal afforded to employees who are terminated for cause under these Rules. However, an 502
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employee’s absence without notification or authorization for twenty-four (24) hours or more shall be deemed just cause for termination.

19.3 Excessive Tardiness, Absenteeism and Abuse of Leave Excessive tardiness occurs when an overtime-eligible employee who, without authorization, is late to work or late to return from breaks more than three times during any 30-day period. Excessive absenteeism occurs when the number of unapproved absences for reasons that are not permitted by state or federal law, exceeds three days in any three-month period. Excessive tardiness or absenteeism may be grounds for discipline, up to and including termination. Abuse of, or misrepresentation of any form of accrued or unpaid leave time may be grounds for discipline, up to and including termination.

19.4 Meals and Rest Periods
Meal Periods
Employees shall receive a sixty (60) minute meal period that shall not be compensated, with the exception of safety personnel such as police officers or safety staff such as police service assistants. During the meal period, the employee shall be relieved of duties. If the employee is authorized in advance and performs work during the meal period, the employee shall be compensated for such time. A thirty (30) minute lunch period may be considered by the Department Director but must be requested in writing by the employee and will only be approved if such a schedule will not impair the efficiency and effectiveness of the department.

The Department Director may rescind approval of the thirty-minute lunch period with at least ten (10) working days written notice to the employee.

Police Department staff may not always be able to be relieved of duty during meal periods. At the discretion of the Chief of Police, meal periods required by these rules, may be waived should an employee’s duties require them to work through the meal period.

Rest Periods
Employees shall have a fifteen (15) minute rest period for each half of their shift, as scheduled by the supervisor. The rest period may be interrupted or cancelled if necessary to complete work and shall be compensated time. The rest periods shall not be combined or used to shorten the workday.
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Lactation Breaks
Any employee who wishes to express breast milk for an infant child during scheduled work hours will receive additional unpaid time beyond the compensated rest period provided in these Rules. Those desiring to take a lactation break must schedule breaks with the department supervisor.

Approved lactation breaks will not be interrupted, except in emergency circumstances.

The City will make all reasonable efforts to accommodate employees by providing an appropriate, private location to express milk. The City will attempt to find a location in close proximity to the employee’s work area and the location will be other than a bathroom. Employees occupying such private areas shall either secure the door or otherwise make it clear to others through signage that the area is occupied and should not be disturbed.

Any employee storing expressed milk in any authorized refrigerated area within the City shall clearly label it as such. No expressed milk shall be stored at the City beyond the employee’s workday.

19.5 Timekeeping
All employees must sign and accurately record all hours worked and any leave taken on their timesheets. Employees must immediately report any errors on a timesheet that has already been submitted to their supervisor.

All employees are responsible for the accurate and timely submission of timesheets as well as any other supporting documented required to accurately report time. Timesheets should accurately reflect actual timetotal hours worked and should be completed daily, when possible.

Timesheets should only be altered or adjusted by the employee. If there are discrepancies with the employee’s timesheet as submitted, Department Directors or designee shall discuss with the employee and upon agreement of both parties, the employee shall alter the timesheet.

In the event the employee is unable to complete their timecard due to absence, Department Directors should report the employee’s hours worked on their behalf and have the employee approve at the earliest date upon return. If discrepancies exist, they will be corrected on the first payroll following the employee’s return.

Timesheets are due the Monday following the completion of a pay period no later than 10:00am. Timesheets are required to be electronically approved by the employee as well as the Department Director or designee.
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Hours are to be recorded in quarter (1/4) hours and rounded down at the six-minute mark and up at the 7-minute mark. For example, 8:06 AM will be recorded as 8:00 AM on the timesheet and 8:07 AM will be recorded as 8:15 AM on the timesheet. Rounding does not relieve an employee from the responsibility of completing their scheduled number of hours for each day.

Exempt employees may be required to use accrued leave time for partial day absences of four (4) hours or more. However, exempt employees are generally expected to work their entire schedule each day, and the City Manager may require exempt employees to use accrued leave for partial day absences of less than four (4) hours. With prior approval of the City Manager, exempt employees may make up time off on other days and not need to use accruals.

Intentional inaccuracies or falsifications of any kind of the submitted timesheet will result in disciplinary action, up to and including termination.

19.6 Overtime
Recording hours worked as well as any leave time taken by an employee is necessary to provide an accurate basis for preparing paychecks, monitoring leave accruals, and assuring compliance with all Federal and State laws.

All hours worked in excess of forty (40) hours in the work week will be paid in accordance with FLSA. Overtime must be approved in writing by an employee’s supervisor in advance. Overtime worked without prior permission will result in disciplinary action.

Employees in positions designed as overtime eligible will receive additional compensation, either in cash or compensatory time off, in a work week during which they work more than forty (40) hours.

Work weeks will not be altered to avoid paying overtime, but employees may request an alternative schedule in advance with approval from their supervisor.

In accordance with FLSA, only actual hours worked will be used to calculate hours. Time paid, but not worked such as sick leave, vacation, holiday, wWellness, or compensatory time off, does not count towards the calculation of hours worked.

Overtime pay for work on employee’s scheduled day off will be based on actual hours worked in excess of 40 hours in the work week. 505
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Should a full-time, non-exempt employee work a City event on a weekend that includes Holiday pay in the same work week, the employee will be paid at time and a half for all hours worked at the event. Holiday pay will be the only hours type that is included as hours worked for this purpose and only applies if the employee is required to work the event. These events include things such as Summer Fest and the Heart of Oakley.

Any hours spent traveling to out of town training or for training outside of an employee’s normal work schedule should be applied in accordance with the City’s Travel Policy.

19.7 Paid Overtime and Compensatory Time Off
Compensation for overtime hours worked will be at a rate of one and a half (1.5) times the employee’s regular rate of pay in either cash or compensatory time off.

The form of compensation shall be at the option of the employee, provided however, that no employee shall accrue more than forty (40) hours of unused compensatory time off. Accrual of compensatory time off shall be at the rate of one and a half (1.5) hours of compensatory time off for each overtime hour worked or fraction thereof. An employee who has accrued the maximum allowed balance of compensatory time off shall be paid cash for all overtime hours worked until the balance is below the maximum. All compensatory time off will be cashed out at separation in accordance with the FLSA.

Compensatory time off is intended to be taken as soon as it is mutually convenient following the date on which it is earned. Time off should be requested in advance, similar to vacation, and must be approved prior to taking. Time off should be requested in writingin Time and Attendance to the supervisor with at least five (5) days’ notice.

Should an employee receive a promotion or reclassification to an exempt position, all compensatory time off will be paid on the last day of employment in the non-exempt position. Payments will be made at the regular rate of pay for the non-exempt position.

19.8 Police-FLSA Section 207 (k)
The work period for sworn non-exempt employees, consistent with the 7(k) exemption of the Fair Labor Standards Act, is one hundred seventyone (171) hours per 28-day work period. The workweek is not necessarily the same as the calendar week. The workweek for all sworn, non-exempt police officers begin at 12:00 AM Sunday and ends at 11:59 PM Saturday. 506
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20 Management LEAVE

20.1 Management Leave-Management Employees
In lieu of the payment of overtime, exempt employees are granted ninetysix hours (96) of management leave on January 1st of each calendar year.

Management leave will be prorated for management employees who are hired or promoted into a management position during the year. The proration will be 8 hours per month including the month in which the employee is hired or promoted.

All ninety-six (96) hours of management leave should be used during the calendar year in which it was earned. Up to forty (40) hours of unused leave will be allowed to carry over to the next calendar year.

On rare occasions and with the approval of the City Manager, more than forty (40) hours management leave may be carried over to the next calendar year, subject to a maximum accrual limit of one hundred sixty (160) hours. Such a request must be made in writing on or before December 15th of each year. Failure to request a carry over by December 15th will limit an employee to the standard forty (40) hour carryover limit.

Any accrued management leave that would exceed the carryover or maximum accrual limits of this provision are lost.

If leave was previously approved to be taken in December and the City cancels that leave for any reason, the amount approved will be carried over to the next year notwithstanding the above limits.

Managment leave can only be cashed out upon separation of employment and will be paid at the employee’s base pay.
21 VACATION
Unless otherwise specified in a Memorandum of Understanding or Council approved resolution, each full-time employee shall accrue vacation on a bi-weekly basis at the following rate for continuous service performed in pay status as follows:
0 to 36 months of service: 80 hours per year (3.06 per pay period) 36 to 84 months of service: 120 hours per year (4.62 per pay period) 84 to 168 months of service: 160 hours per year (6.15 per pay period) 168 or more months of service: 200 hours per year (7.69 per pay period) 507
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The increase in rate of vacation accruals is effective on the next pay period following the anniversary of the employee’s hire date.

21.1 Maximum Accruals
The City provides vacation leave to encourage employees to take time away from work on a regular basis. For this reason, employees may earn and accumulate vacation leave up to a maximum of two and one-half (2.5) times the amount of the annual accrual of that employee. 0 to 36 months of service: 200 hours maximum
36 to 84 months of service: 300 hours maximum
84 to 168 months of service: 400 hours maximum
168 or more months of service: 500 hours maximum
Maximum Accrual Buy Back
Any hours accrued above the maximum as of the paycheck that includes December 1st of each year will be paid to the employee on the second paycheck in December.

21.2 Part-Time Employee Vacation Accrual
Part-Time employees working more than one thousand five hundred (1,500) hours per year will be eligible for a pro-rated accrual based on their full-time equivalent percentage.

Part-Time employees working under one thousand (1,000) hours per year will be eligible for up to thirty-eight (38) hours of vacation accrual per year.

This excludes any seasonal, or temporary positions.

Accruals will occur bi-weekly in the amount of 1.46 hours per pay period.

21.3 Maximum Accruals Part-Time Employees
Regardless of the number of hours worked per year, vacation accrual hours will cap at two (2) times the annual accrual, i.e. seventy-six (76) hours.

There will be no cash out provision, except as required by law at separation, for part time vacation accruals. Any hours that would accrue 508
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above the seventy-six (76) hour maximum will be lost. Accruals will not continue until the accrual bank is below the maximum.

21.4 Use of Vacation
There is no waiting period before an employee can request to take accrued vacation. Vacation hours cannot be used in the pay period within which they are earned. Employees may only schedule time off for vacation hours that have already been accrued.

Email Time and Attendance requests to the employee’s immediate supervisor should be submitted for approval of vacation time off. The amount of time taken at any one time shall be determined by the Department Director with regard for the needs of the City.

21.5 Effect of Sick Leave On Vacation Leave
In the event an employee becomes ill during a vacation period, such time shall not be charged as vacation leave if the following conditions are met:

Employee Sick Leave Requirements
The employee complies with the same notice requirements as required when the employee is not on leave, including notice to the employee’s supervisor no later than the start of the employee’s regular work shift. If the employee becomes ill after the start of the work shift, then the employee must promptly provide notice on the same day the illness begins. In the event an employee is unable due to injury or illness to provide prior notice or same-day notice, the employee must provide notice as soon as possible. Sick leave shall only be granted for those days on which notice is given.

Return to work requirements
The employee, upon return to work, submits a doctor’s certificate for each day the employee was absent from work.

21.6 Vacation Pay-Out Upon Termination
A regular or probationary employee whose employment with the City terminates shall be paid for that part of vacation accumulations that remains unused at the time of termination. Payment for unused vacation shall be made at the base rate of pay in effect for such employees at time of termination.
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Unless otherwise provided by State Law, when termination is caused by the death of the employee, said pay for unused vacation shall be paid to the beneficiary the employee has designated. Such designation shall be in writing, signed by the employee and filed with the Human Resources Department. In the event an employee has not designated a beneficiary, the payment shall be made to the estate of the employee.

21.7 Eligibility to Earn Vacation
An employee will accrue vacation while in a paid leave status. Vacation accruals will be pro-rated based on the number of hours being reported on the timesheet. Any employee in an unpaid leave status will not accrue vacation unless approved in advance by the City Manager.

21.8 Vacation Buyback
Employees are eligible to exchange up to forty (40) hours of accrued vacation for a lump sum payment at the employee’s current base rate twice each fiscal year as follows:
• The lump sum payment will occur on the second pay period in March and October of each year.
• The employee must have three (3) consecutive years of full-time services with the City.
• The employee must have taken at least eighty (80) hours of vacation, compensatory time off or managment leave in the twelve (12) months preceding the buyback request.
• The employee’s accrual bank cannot fall below one hundred twenty (120) hours.

21.9 Hardship Request
If an employee eligible for vacation accrual experiences a financial hardship due to unforeseen circumstances, the employee may submit a request to the Human Resources DirectorAdministrative Services Director to receive cash payment of accrued vacation. Examples of qualifying events may include unexpected legal expenses, medical expenses not covered by other means, or any unforeseen situation that would necessitate a hardship request.

The Human Resources DirectorAdministrative Services Director will ensure that the request meets the requirements and that the requested vacation accrual hours are available prior to seeking City Manager approval. The City will make a determination within five (5) business days of the hardship request.
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Hardship payouts will only be considered on leave balances above one hundred twenty (120) hours. At no time should a payout cause a leave balance to fall below one hundred twenty (120) hours.
22 HOLIDAYS

22.1 Authorized Holidays
Every full-time probationary and regular employee shall be entitled to the following paid holidays each calendar year and such other days as may be designated by action of the City Council:

New Year’s Day
Martin Luther King Day
President’s Day
Memorial Day
Juneteenth Day
Independence Day
Labor Day
Veteran’s Day
Thanksgiving Day
Day After Thanksgiving
Christmas Eve Day
Christmas Day
New Year’s Eve Day
Floating Holidays (2)
Generally, if a holiday falls on a Saturday, the City will observe the holiday on the preceding Friday. If the holiday falls on a Sunday, the City will observe the holiday on the following Monday. If the preceding Friday or succeeding Monday is also a holiday, the holiday will be observed on the next preceding or succeeding workday, as determined by the City.

If the holiday falls on the employee’s regularly scheduled day off, the employee’s day off is moved to the next closest workday within the same work week with supervisor approval.

An employee wishing to observe a holiday particular to the employee’s national origin, culture, or religion may do so with prior approval of the Department Director. The time off shall be charged to vacation, floating holiday, wellness, compensatory time off or management leave.

The City provides regular and probationary full-time employees with eight (8) hours of pay for the observed holidays listed in Section 22.1. If a fulltime employee is working an alternative work schedule, including the modified 9/80, the employee must use vacation, compensatory time off, 511
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floating holiday or management leave to make up the difference in the eight (8) hour holiday and their normal scheduled hours. With the approval of the Department Director, the employee may work to make up the difference in hours. Employees assigned to a 9/80 schedule shall receive nine (9) hours of pay for each holiday that falls on any day, but Friday and all Friday holidays will be paid at eight (8) hours. Employees assigned to a 5/8 schedule shall receive eight (8) hours of pay. Employees assigned to a 4/10 schedule shall receive ten (10) hours of pay.Employees will receive normally scheduled hours for the holidays in Section 22.1 (i.e. if you are scheduled to work a 9/80 schedule you will receive 9 hours of Holiday Pay.). Holiday time does not count as hours worked for the purpose of calculating overtime unless outlined separately in these Rules.

Part-time employees working more than one thousand five hundred (1,500) hours per year will receive holiday pay at a pro-rated number of hours based on FTE percentage.

All regular and probationary full-time employees receive two (2) eight (8) hour floating holidays on January 1st each year. Floating holiday time off requires advanced approval of the employees’ supervisor.

Part-time employees working more than one thousand five hundred (1,500) hours per year will receive floating holidays at a pro-rated number of hours based on FTE percentage.

Newly hired or promoted employees will receive floating holidays based on the calendar year quarter in which they are hired.

January-March 16 hours
April-June 12 hours
July-September 8 hours
October-December 4 hours
Floating holidays must be used in the calendar year in which they are earned and will not carry forward. Any unused floating holiday hours at December 31st each year, will be lost.

Any unused floating holidays at the time of separation will be paid to the employee at the employees’ base pay at the time of their separation.

22.2 Work Performed on Holidays
Employees are expected to observe all City designated holidays unless job demands require an employee to work. A regular and probationary full-time employee scheduled to work on a holiday shall be paid straight 512
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time for actual hours worked and in addition will be paid eight (8) normal scheduled hours of holiday pay.

Regardless of hours worked per year, part-time employees scheduled to work on a holiday shall be paid straight time for actual hours worked and in addition will be paid holiday pay for the number of actual hours worked, not to exceed eight (8) hoursnormal scheduled hours of holiday pay. If work hours on a holiday exceeds the forty (40) hours in a work week, hours worked will be paid in accordance with FLSA.

22.3 Holidays Falling During Vacation
When a day designated and observed by the City as a holiday occurs on a day on which an employee is taking vacation, such employee shall not be charged as using vacation for that day. The employee’s compensation for that day shall be holiday pay and the employee shall not be paid or charged for vacation., except for the additional hour(s) for those employees on an alternative work schedule.
23 SICK LEAVE
Sick leave shall be requested only in cases of actual employee or dependent sickness or disability, medical, dental or vision treatment, or as authorized in Section 23.6 of these Rules. The employee requesting sick leave shall, whenever possible, notify their supervisor or Department Director prior to the start of the employee’s regular work shift. Where the need for sick leave is foreseeable, such as for pre-scheduled appointments, leave shall be requested with at least one (1) business day advance notice. Where the need for leave is not foreseeable and the employee is unable due to illness, injury, or other exigent circumstances to provide notice prior to the start of their work shift, the employee must provide notice as soon as practicable.

Sick leave with pay shall not be allowed unless the employee has met and complied with the provisions of these Rules and their Department Director has approved such use. Accrued and unused sick leave shall not be paid out when the employee separates from City employment except as provided in Section

23.9 and Section 23.10 of these Rules. Abuse of the sick leave benefit, as described in these Rules, is grounds for disciplinary action, up to and including termination.

23.1 Certification
The Department Director may request, in their discretion, that the employee produce a certificate issued by a licensed physician or other satisfactory proof of illness before granting sick leave beyond 40 hours or 513
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the equivalent of 5 regular workdays, whichever is greater, in a calendar year.. The Department Director may also direct an employee to attend a physical examination by a City-retained licensed physician, at City expense, to ascertain whether the employee is fit to perform the duties of the position.

23.2 Prohibited Activity
Any employee who is absent from work on a leave as provided in Section 23 of these Rules or who is absent after requesting such leave shall not engage in work or other activities at any time which would conflict with the inability to report for work and to perform the duties assigned.

23.3 Eligibility
Regular and probationary employees shall be eligible to accrue sick leave upon commencement of City employment. There is no waiting period to utilize sick leave accruals, however, sick leave hours cannot be used within the pay period in which they were earned.

Part time employees working more than one thousand five hundred (1,500) in a fiscal year will accrue sick leave at a pro-rated number of hours based on their FTE percentage.

Part time employees working less than one thousand (1,000) hours in a fiscal year or Seasonal employees will accrue sick leave consistent with the Healthy Workplace Families Act. Any leave accrued under the law cannot be used until reaching the 90th day of employment. Sick leave hours cannot be used within the pay period in which they are earned.

For all employees, sick leave may under no circumstance be used before it is actually accrued.

23.4 Accrual
For Full time employees, sick leave shall be accrued at the rate of 3.69 hours per pay period that an employee has worked regularly scheduled hours or has been on an authorized paid leave.

For Part time employees working more than 1,500 hours in a fiscal year, sick leave shall be accrued on a pro-rata basis depending on the average expected hours per week. In no case should the number of hours exceed

3.69 hours in a pay period.
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For Part time employees working less than 1,000 in a fiscal year and for seasonal employees, sick leave will accrue at a rate of .034 for every hour worked.

Sick leave will continue to accrue during any paid leave of absence and will be pro-rated based on the number of hours being paid. During all unpaid leaves of absence, including FMLA, sick leave accruals will cease until the employee returns to a paid status, unless otherwise required by law.

23.5 Accumulation
All full-time employees may accrue a maximum of one thousand (1,000) hours of sick leave.

Part-time employees working more than one thousand five hundred (1,500) hours per fiscal year may accrue a pro-rated maximum number of hours proportional to their FTE percentage, but never more than one thousand (1,000) hours.

Part-time employees working less than one thousand (1,000) hours per fiscal year and seasonal employees may accrue a maximum of eighty (80) hours of sick leave.

Once the accrual maximum is reached, the employee will no longer accrue hours until the accrual balance has fallen below the maximum.

23.6 Use
Sick leave may be requested and used as approved by the Department Director or Human Resources DirectorAdministrative Services Director.

Pay for approved sick leave shall be authorized until the employee’s accumulated sick leave hours have been exhausted and at such time the employee shall receive no further pay for sick leave.

Sick leave can be used for the following purposes:
• Diagnosis, care or treatment of an existing health condition or preventative care for an employee or any of the following of the employee’s family members:
• Child of any age or dependency status
• Parent or parent in-law
• Spouse or registered domestic partner
• Grandparent
• Grandchildren
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• Sibling
• Another person designated by the employee prior to or at the time the employee requests paid sick days (provided that an employee may not designate more than one person in this manner in a twelve (12) month period and only one-half of the sick leave accrued annually may be used for this
purpose).
• For an employee who is a victim of domestic violence, sexual assault or stalking to obtain a temporary restraining order or other court assistance to help ensure the health, safety or welfare of the employee or their child or to obtain medical attention or psychological counseling services from a shelter, program or crisis center or participate in safety planning or other actions to increase safety.

23.7 Abuse of Sick Leave
The City of Oakley provides a generous amount of sick leave hours and encourages employees to use these hours wisely and maintain a comfortable number of hours available for unforeseen situations. The City considers the abuse of sick leave as a serious offense and evidence substantiating use of sick leave for willful injury, gross negligence, intemperance, or any instances of misrepresentation will result in disciplinary action, up to and including termination from employment.

Other examples of abuse of sick leave include the following:
• Failure to notify supervisor of medical absence.
• Failure to provide physician's verification when required. • Fraudulent physician verification.
• Use of sick leave for that which it was not intended or provided. • Continued pattern of maintaining zero or near zero leave balances or seeking approval of leave without pay because sick leave accrual has been exhausted.
• Pattern of abuse, for example, the routine use before and after holidays before and after weekends or regular days off; after pay days; of any one specific day; following overtime worked; frequent use of half days; and any routine use of any combination of the above.

Proof of Illness or Injury will be required in the following circumstances:
• An absence lasting five (5) or more days.
• Frequent use of sick leave accruals.
• When a pattern of sick leave has been identified.
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• When a supervisor has reason to believe that sick leave is being abused.
• When an employee is released to return to work after an extended absence.

The employee may be required to submit a statement or certification for a licensed physician, dentist or optometrist stating the employee is or was incapacitated and unable to perform their normal duties. The statement or certification must include a date of when the employee can return to work with or without restrictions, listed restrictions should there be any and a date of when restrictions will be lifted, if known.

If the employee has a qualifying disability under the Americans with Disabilities Act (ADA) or the Fair Employment and Housing Act (“FEHA”), the City will engage in the interactive process in accordance with the Interactive Process Policy.

The City of Oakley maintains minimum staffing levels, and excessive absenteeism creates a negative impact on the workplace by disrupting work schedules, increasing overtime costs, leaving projects incomplete, decreasing organizational efficiency, moving additional work upon others, and creating an overall negative morale within the organization.

23.8 Use of Sick Leave toward Retirement
An employee may not use sick leave to extend a retirement (either disability or service retirement) or separation date, unless specifically provided for in an applicable Memorandum of Understanding, or as required by law.

23.9 Sick Leave at Separation
• Full Time employees hired on or before June 30,2022
Sick leave is forfeited and not cashed out upon separation unless an employee has completed ten (10) years or more with the City at the date of separation.

If ten years of service are met, fifty percent (50%) of the value of accrued sick leave or 360 hours, whichever is less, will be paid to the employee at separation as follows:

Payment can be taken as a lump sum cash payment
or deposited into the employees deferred
compensation account (as allowed under the terms
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and conditions of the plan and Internal Revenue
Service regulations).
• Full Time employees hired on or after July 1, 2022
Sick leave is forfeited and not cashed out upon separation • If an employee separates from employment and subsequently rehired within one year from the date of separation, previously accrued and unused sick leave shall be reinstated subject to the accrual and use limits of this policy. Unused sick leave accruals for which the employee received a cash payment shall not be reinstated.

23.10 Sick Leave at Retirement
Sick leave is forfeited and not cashed out upon retirement unless an employee has completed ten (10) years or more with the City at the date of retirement. This applies to full time employees only.

If years of service are met, one hundred percent (100%) of the value of accrued sick leave will be paid to the employee at retirement as follows:

Payment can be taken as a lump sum cash payment or deposited into the employee’s deferred compensation account (as allowed under the terms and conditions of the plan and the Internal Revenue Service regulations) or used as a payment to CalPERS to buy service credits.

Only fifty percent (50%) of the accrued sick leave can be allocated to CalPERS to buy service credits.

23.11 Integration of Benefits
If an employee is on approved illness or injury leave and is receiving State Disability Insurance (SDI) or temporary Disability payments (including Workers’ Compensation payments), the employee may choose to supplement these payments utilizing accruals to continue to receive a full paycheck. To exercise this option, the employee shall provide a claims history showing payment amounts as well as dates paid by SDI, Worker’s Compensation, or temporary disability so that the City can ensure the supplemented hours are correctly applied.

23.12 Catastrophic Leave
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An employee may be eligible to receive donations of up to four hundred and eighty (480) hours of accruals to be used towards sick leave associated with a catastrophic leave. Hours can only be donated if the employee has exhausted all allowable leave banks.

Catastrophic illness or injury is defined as a critical medical condition that is terminal, a long-term major physical impairment or disability to the employee or an immediate family member. The definition of immediate family member and the usage of sick leave shall be defined as self, spouse, child or parent or anyone in the employee’s direct care. This program will be administered in accordance with the City’s Catastrophic Leave and Accrual Donation Administrative Policy.
24 LEAVES OF ABSENCE WITHOUT PAY

24.1 Authorization for Leave of Absence Without Pay
At the sole discretion of the City Manager, an employee may be granted a leave of absence without pay. Any leave without pay will be based on the operational needs and best interest of the City. Employees’ must make a written request using the Leave Without Pay form and must seek approval of the City Manager prior to the leave being taken.

Leave without pay may not be requested until the employee has utilized all applicable leave hours in the employee’s accrual leave bank.

Any employee in an unpaid status may no longer receive benefits including accruals, medical, dental, vision, retirement, etc. Any continuation of benefits will be at the City Manager’s discretion.

The decision of the City Manager shall be final and is not subject to grievance or appeal.

The City may fill the position with a temporary employee during the term of the leave of absence or undertake any other appropriate measures to address workload needs.

24.2 Return from Authorized Leave of Absence Without Pay When an employee intends to return from an authorized leave of absence without pay, extending beyond thirty (30) days, the employee shall contact the Human Resources DirectorAdministrative Services Director as soon as possible but not less than three (3) working days prior to the planned day of return. Upon an employee’s notification that the employee intends to return after a leave of absence without pay, the City shall make reasonable effort to do so. Failure of an employee to abide by this 519
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notification procedure or to report for work promptly at the date of leave expiration shall be grounds for discipline up to and including termination.

Employees returning from leave because of illness or disability must first submit to the Human Resources DirectorAdministrative Services Director a release to work from a physician that satisfactorily certifies the employee can perform the essential functions of the position to which they desire to return, with or without accommodation. Further, the employee may be subject to an examination by a City retained licensed physician, at City expense, to ascertain whether the employee is fit to perform the duties of the position.

24.3 Status of Employee on Authorized Leave of Absence Without Pay Break in Service
Authorized leaves of absence without pay shall not be construed as a break in service, and rights accrued at the time the leave is granted shall be retained by the employee. However, vacation credits, sick leave credits, holidays, health benefits, and retirement benefits, increases in salary, and other similar benefits shall not accrue to a person granted such leave during the period of absence unless otherwise expressly provided for in a Council-approved action. Employees in such status may be required to pay for all fringe benefits, such as health plan premiums, during the period of their leave without pay.

Employee Return to Work
An employee returning after an authorized leave of absence without pay shall retain the same status and shall be placed at the same salary step in the pay range currently in effect for the class as the employee received when the authorized leave of absence without pay commenced. Time spent on such leave without pay shall not count toward service within the pay range and the employee’s salary anniversary date shall be set forward a period of time equal to the employee’s total absence as adjusted to the beginning of the closest pay period.

24.4 Unauthorized Leave of Absence
Whenever an employee is absent from work during a regular shift without permission or without advanced notification to their supervisor, or without sufficient accrued leave to cover the absence, it shall be reported as an unauthorized leave of absence.
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Such unauthorized absence shall be considered as unpaid time off and the amount equal to the time the employee was absent without pay will be deducted from the employee’s pay to the extent allowable by law.

Without extenuating circumstances, an unauthorized leave of absence is grounds for termination.

Employees not returning from an authorized leave of absence when agreed upon, will be considered as unauthorized leave.
25 OTHER LEAVES OF ABSENCE

25.1 Administrative Leave
The City, in its discretion, may place an employee on administrative leave with or without pay. Employees on such leave shall be available and are subject to the City’s instructions during their normal working hours.

25.2 Bereavement Leave
The City shall grant leaves of absence with pay when a member of the employee’s or employee’s spouse or domestic partner’s immediate family dies. “Immediate family” is defined as a spouse or a child, parent, sibling, grandparent, grandchild, domestic partner, or parent-in-law as defined in Government Code Section 12945.2. The City, in its discretion, may request documentation of the death of the family member. If requested, the employee shall provide documentation of the death within thirty (30) days of the first day of leave. Examples of such documentation include a death certificate, published obituary, or written verification of death, burial, or memorial services from a religious institution, a governmental agency, or a funeral home or similar entity.

Upon the death of a family member, an employee may take up to five days of bereavement leave. The days need not be consecutive but must be completed within three months of the date of death. Up to three (3) working days of leave shall be with pay if the death occurred within the State of California, and up to five (5) days if the death is outside of the State.

Additional time off in excess of the time stated above, may be taken by an employee with prior approval of their immediate supervisor. Additional time off is not paid and the employee must use accruals to account for the time off. Sick leave may be used to supplement bereavement leave. If the employee does not have accrual hours to utilize, the employee must request a Leave Without Pay in accordance with Section 24.1 of these Rules to extend bereavement leave beyond five (5) days. 521
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25.3 Family and Medical Leave (FMLA/CFRA)
In accordance with federal and state laws and regulations, the City shall provide family and medical leave, which is unpaid leave, to eligible employees. “Family and Medical Leave” under this Rule refers to leave pursuant to the Family and Medical Leave Act of 1993 (“FMLA”) and the California Family Rights Act (“CFRA”). Employees with any questions or requests for information about family and medical leave should consult the Human Resources Department and the City’s FMLA/CFRA administrative policy.

25.4 Jury Duty
All full-time employees and part-time employees regardless of the number of hours worked, who are required to report for jury duty shall be granted leave for such purpose, upon presentation of the jury notice to the Department Director. Said employees shall receive full pay for their normally scheduled work hours for the time served on a jury, provided the employee remits to the City all fees as soon as received by the employee for such duties.

Compensation for mileage or subsistence allowances shall not be considered as a fee and shall be retained by the employee.

Employees are expected to report to work before and after any jury service if jury service begins after the start of your normal shift or ends before the end of your normal shift. Jury service means physically reporting to the court to serve on a jury and does not include being instructed to call for status updates.

25.5 Military Family Leave
In accordance with the Family and Medical Leave Act (FMLA), eligible employees may use their twelve (12) weeks of FMLA leave for any "qualifying exigency" arising out of a family member's active military duty.

Eligible employees are also permitted to take up to twenty-six (26) weeks of leave in a single twelve (12) month period to care for a family member who sustains a serious illness or injury while on active military duty.

25.6 Military Leave
Military Leave With Pay, shall be granted in accordance Federal and State law. An employee entitled to military leave shall give their Department Director an opportunity, within the limits of military regulations, to determine when such leave shall be taken. Prior to taking such leave, an 522
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employee shall present a copy of the military orders to the Department Director. The Department Director shall promptly advise the Human Resources DirectorAdministrative Services Director of such military orders. The employee’s work schedule may be temporarily changed by the Department Director to accommodate the leave and department workloads, in accordance with applicable law. Benefits shall continue to accrue to the employee to the extent required by law. Employees on military leave shall be granted promotional opportunities and reinstatement after return from military leave in accordance with applicable law.

25.7 Military Spouse Leave
In accordance with California Military & Veterans Code Section 395.10, eligible spouses and domestic partners of active members of the military are entitled to up to ten (10) days of unpaid leave when their spouse or domestic partner, who is in active military service, is on qualified leave.

25.8 Paid Family Leave (PFL)
Employees who are covered by State Disability Insurance (SDI) are eligible for Paid Family Leave (PFL) benefits while taking care of family member(s). These benefits are paid by the State Employment Development Department.

25.9 Pregnancy Disability Leave (PDL)
Any employee who is disabled because of pregnancy, childbirth, or a related medical condition may be entitled to pregnancy disability leave (PDL). The rules for PDL are contained in the City’s Pregnancy Disability Leave Administrative Policy

25.10 School Activity Leave
Employees who are parents, guardians, or grandparents of a child in kindergarten through grade 12 may take up to forty (40) hours per year, not to exceed eight (8) hours per month, to participate in the child’s school activities. The employee shall use accrued vacation, management leave, floating holiday, wellness or compensatory time for this leave. Prior notice of the need for this leave shall be given to the supervisor. If accrued vacation or compensatory time off have been exhausted, the employee must request and receive approval for leave without pay in accordance with Section 24.1 of these Rules.

25.11 Voting Leave
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Time off with pay to vote in any general, direct primary or presidential primary election shall be granted as provided by state law. If an employee does not have sufficient time to vote outside of their working hours, they may take time off to vote at the beginning or end of the shift, whichever provides the freest time to vote. Employees shall give their supervisors at least two (2) working days’ prior notice of the need to take such time off.

Only the first two (2) hours of time taken to vote shall be paid leave.

25.12 Witness Leave
An employee who is subpoenaed to appear in court in a matter regarding an event or transaction which they perceived or investigated in the course of employment with the City, shall be allowed to do so without loss of compensation, unless it is the employee’s own lawsuit.

An employee subpoenaed to appear in court in a matter unrelated to their official capacity, or who is appearing in court in a matter initiated by the employee, shall be permitted time off without pay, or if the employee chooses, to use accrued vacation, management leave, floating holiday, or compensatory time for this purpose.

The employee may be required to present the subpoena to their Department Director.

25.13 Leave Rights for Victims of Crime and Abuse
Pursuant to Labor Code Sections 230 and 230.1, the City provides certain leave rights an employee who is a victim of crime or abuse. For purposes of this provision, “a victim of crime or abuse” means an employee who is a victim of stalking, domestic, violence, or sexual assault, who is a victim of a crime that caused physical injury or mental injury and a threat of physical injury, or whose immediate family member is deceased as a direct result of a crime.

Eligible employees may take time off for any of the following purposes:
• To seek relief, such as a temporary restraining order, or other assistance to help safeguard the “health, safety, or welfare” of the employee or their child.
• To seek medical attention for injuries caused by crime or abuse. • To obtain services from a domestic violence shelter, program, rape crisis center, or victim services organization as a result of crime or abuse.
• To obtain psychological counseling or mental health services related to an experience of crime or abuse.
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• To participate in safety planning and take other actions to increase safety from future crime or abuse, including temporary or permanent relocation.

An employee must provide reasonable advance notice to the Human Resources DirectorAdministrative Services Director, whenever possible, and provide written certification of their status as a victim of crime or abuse. If advance notice is not feasible, the employee must provide certification within a reasonable time after the absence. The written certification will be kept confidential to the extent allowed by law, and can include any of the following:
• A police report indicating that the employee is a victim of crime or abuse.
• A court order protecting or separating the employee from the perpetrator of the crime or abuse, or other documentation from the court or the prosecuting attorney that the employee has appeared in court.
• Documentation from a medical professional, domestic violence counselor, sexual assault counselor, victim advocate, health care provider, or counselor that the employee is (or was, as applicable) undergoing treatment or receiving service for physical or mental injuries or abuse.
• Any other form of documentation that reasonably verifies that the crime or abuse occurred, including but not limited to, a written signed statement certifying that the absence is (or was) for a purpose authorized under Labor Code Section 230(c) or Section 230.1.

The leave is unpaid unless the employee is eligible for and elects to use sick leave in accordance with Section 23.6 of these Rules.

25.14 Crime Victim or Family Member Victim Rights Proceeding Leave Any employee who is a victim of a crime listed in Labor Code Section230.5(a)(2)(A), may take leave from work to appear in court to be heard at any proceeding in which the right of the victim is at issue if the employee provides the employer reasonable advance notice. If advance notice is not feasible, the employee must provide the City, within a reasonable time after the leave is taken the following:
• Certification from a police report, a district attorney or court, or from a health care provider or victim advocate, that the employee was a victim of any of the crimes listed in Labor Code Section 230.5(a)(2)(A).
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An employee who is a spouse, parent, child, sibling, or guardian of such a crime victim is also a victim who is entitled to this leave if the above notice or certification requirements are met.

The leave is unpaid unless the employee elects to utilize vacation, management leave, floating holiday, wellness, or compensatory time off.

25.15 Reproductive Loss Leave
In accordance with SB 848, Government code 12945.7, the city shall provide Reproductive loss leave, which is unpaid leave, to eligible employees. The City shall grant leaves of absence without pay when an employee experiences a Reproductive Loss event.

A “Reproductive Loss Event” is defined as a day or for a multiple- day event, the final day of a failed adoption, failed surrogacy, miscarriage, stillbirth, or an unsuccessful assisted reproduction. “Assisted reproduction does not include any pregnancy achieved through sexual intercourse.” Upon a reproductive loss event, an employee may take up to five (5) days of unpaid leave. The days may be intermittent but must be completed within three months of the reproductive loss event. Employees may choose to use other types of leave entitlement for which the reproductive loss event qualifies under state or federal law. In such a case, the reproductive loss leave must be completed within three months after the end date of the other type of leave.

In the event more than one reproductive loss event occurs in a 12-month period, the City is only obligated to provide up to 20 unpaid days within a 12-month period pursuant to the terms of the law.

Reproductive loss leave shall be unpaid, but the employee may use wellness, vacation, management leave, accrued and available sick leave, or compensatory time off to receive pay during the leave.

25.16 Wellness Leave
The City provides regular and probationary full-time general staff employees with 24 hours of wellness leave on January 1st of each year.

There is no waiting period before an employee can request to take accrued wellness leave. Wellness leave must be used in the year provided and cannot be rolled over or cashed out for any reason, including separation. Wellness leave requires advanced approval of the employee’s Formatted: Heading 2
Formatted: Superscript
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supervisor. Wellness hours can be used for sickness, vacations, mental health, daycare, school activities, or any personal use.

New hires or promoted employees will receive wellness leave based on the calendar year quarter in which they are hired.

January- March 24 hours
April – June 18 hours
July- September 12 hours
October- December 6 hours
26 EMPLOYEE TRAINING AND EDUCATION PROGRAMS

26.1 Training and Development
The City encourages all employees to seek additional training and development of their job skills and knowledge. When possible, the City is committed to providing periodic training to assist employees in developing their professional skills and knowledge.

Any out-of-town travel requirements should be completed in accordance with the City’s Travel Policy.

The City encourages participation in professional organizations that will enhance the employee’s job-related skills, abilities, and knowledge.

Membership or certificates should be approved in advance by the Department Director or the City Manager. Approved memberships or certificates may be paid directly by the City or will be reimbursed upon submittal of satisfactory evidence of payment.

26.2 Education and Tuition Reimbursement
Employees are encouraged to further their education by taking accredited courses which satisfy any of the following criteria:
• Related to the employee’s present position with the City. • Related to the employee’s potential development with the City. • Part of a program leading to a degree related to the employee’s present position or potential for development.

An employee who participates in an educational program may be reimbursed for courses taken on the employee’s own time and at the 527
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employee’s expense in accordance with the City’s Tuition Reimbursement Policy and Procedure.

The City reserves the right to amend, modify or terminate the program at any time. All employees will be notified in writing if such changes occur, and all commitments made up to the time of the change will be honored by the City.
27 NEPOTISM POLICY
This policy prohibits the hire or promotion of individuals who are related by blood, marriage, or adoption to a member of the City Council, to a member of the Planning Commission, the City Manager, the City Attorney, or any person exercising appointing authority, or would have or are likely to have in the future any supervisory authority over such individuals. This prohibition includes the following relationships: spouse, domestic partner, children, step-children, parent, step-parent, grandparent, grandchild, brother, sister, half-brother, half-sister, aunt, uncle, niece, nephew, first cousin, parent-in-law, daughter-in-law, son-inlaw, brother-in-law and sister-in-law.

27.1 Marital Status and Immediate Family
It is the City’s policy not to discriminate against employees based on marital status. The City retains the right to:
• Refuse to place one spouse or immediate family member under the direct or indirect supervision of the other spouse or immediate family member in that the placement has the potential for creating an adverse impact on supervision, safety, security, morale, or potential conflicts of interest.
• Refuse to place spouses or immediate family members in the same department, division, or facility in that it has the potential for creating an adverse impact on supervision, safety, security, morale, or potential conflicts of interest.

27.2 Marriage of Co-Employees
If employees marry or become domestic partners, or an employment relationship listed above is created by any other means, the City shall make reasonable efforts to assign job duties to minimize problems of supervision, safety, security, morale, or potential conflicts of interest.

Should reasonable efforts to assign job duties to minimize such problems fail, one of the following must occur:
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• The City Manager or designee will attempt to arrange a transfer to a similar position in another department, division, or facility for the employee with the later hire date. There can be no guarantee that the new position will be within the same classification or at the same pay level, OR
• One of the employees must be separated from City employment if a transfer or demotion is not available. If one of the employees does not voluntarily resign, the City will separate employment with the employee with the later hire date.

Neither the transfer of an employee nor the separation from service of an employee or any other decision implemented pursuant to this policy shall be subject to any administrative appeal or grievance procedures. 28 HARASSMENT AND DISCRIMINATION PREVENTION
The City of Oakley strives to provide a professional work environment where all employees can work together comfortably and productively, free from harassment, discrimination, and retaliation on the basis of one’s membership in a protected class. The City is committed to providing a workplace free of sexual harassment. The City’s policy has been and remains more all-encompassing than the law requires. The City’s policy rests on the fundamental precept that each individual treats all others with respect, dignity, and professionalism.

Deviation from that fundamental precept will not be tolerated. Whether or not the individual means to offend or believed their comments or conduct was welcome is not significant. The City’s workplace is not limited to the City’s facilities, but may also include client and vendor facilities, as well as anywhere a City business-related function is taking place.

The City is responsible for taking all reasonable steps to prevent harassment, discrimination, and retaliation. It is also the policy of the City to provide a procedure for investigating alleged harassment, discrimination and/or retaliation in violation of this Policy. Any retaliation against a person for filing a complaint or participating in the complaint investigation or resolution process is prohibited.

Individuals found to be retaliating in violation of this Policy will be subject to appropriate disciplinary action. For investigation guidelines for the informal and formal process for resolving sexual harassment and/or discrimination complaints see Section 29 of these Rules.

28.1 Covered Individuals and Scope of Policy
This Policy protects employees regardless of rank or title, elected or appointed officials, applicants, volunteers, and interns (including unpaid interns). Supervisors, coworkers and third parties are prohibited from engaging in harassment, retaliation, or any other behavior which violates this policy. Employees have an obligation to comply with this Harassment 529
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and Discrimination policy. Failure to do so may result in disciplinary action up to and including termination.

This Policy applies to all terms and conditions of employment, internships, and volunteer opportunities, including but not limited to selection, hiring, placement, promotion, disciplinary action, layoff, recall, transfer, leave of absence, compensation, and training.

Definitions
• Protected Classification: This Policy prohibits harassment and discrimination based on an individual’s protected classification. “Protected classification” includes: race/color, national origin/ancestry, sex (including gender, gender identity, and gender expression), religious creed (including all aspects of religious belief, observance, and practice, including religious dress and grooming), age, mental or physical disability, veteran status, medical condition, marital status or status as a registered domestic partner, sexual orientation, citizenship status (including a driver’s license issued to undocumented persons), pregnancy (including, medical conditions related to pregnancy or childbirth, and breastfeeding, or medical conditions related to breastfeeding), reproductive health decisions, and any other consideration made unlawful by federal, state, or local law. • Discrimination: This Policy prohibits treating covered individuals differently because of the individual’s protected classification, actual or perceived; because the individual associates with a person who is a member of a protected classification, actual or perceived; or because the individual participates in a protected activity as defined in this Policy.

Harassment Prohibited harassment includes, but is not limited to, unwelcome conduct undertaken because of a covered individual’s actual or perceived protected classification, such as:
• Verbal harassment – epithets, derogatory comments, or slurs.

Examples: Speech such as name calling, belittling, epithets, derogatory comments or slurs; sexually explicit or degrading words to describe an individual, race, ethnicity, etc.; sexually oriented jokes and stories; comments about an employee’s anatomy and/or dress, including physical features, gender identification, sexually oriented noises or remarks; questions about a person’s sexual practices; use of patronizing terms or remarks, verbal abuse, graphic verbal commentaries about the body.
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• Physical harassment – assault, impeding or blocking movement, or any physical interference with normal work or movement.

Examples: Assault, touching, pinching, patting, grabbing, brushing against, or poking another employee’s body; hazing or initiation that involves a sexual component; requiring an employee to wear sexually suggestive clothing; or making explicit or implied job threats or promises in return for submission to physical acts. • Visual harassment - derogatory posters, cartoons, or drawings.

Examples: Displaying derogatory pictures, writings, cartoons, emails, drawings, or objects related to a protected classification; obscene letters or invitations; staring at an employee’s anatomy, leering, sexually oriented gestures, mooning, or unwanted love letters or notes.
• Sexual favors – unwanted sexual advances which condition an employment benefit (or withhold a detriment) upon an exchange of sexual favors.

While it is impossible to define every action or all words that could be interpreted as harassment, the examples listed above, along with the state definition of harassment, are not meant to be a complete list of objectionable behavior nor do they always constitute harassment. Harassment on the basis of sex need not be motivated by sexual desire in order to constitute unlawful harassment.

28.2 Quid Pro Quo Harassment
Under state and federal law, unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment when:
• Submission to such conduct is made either explicitly or implicitly a term or condition of an individual’s appointment.
• Submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individuals.
• Such conduct has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile, or offensive working environment.

28.3 Retaliation
Retaliation occurs when adverse conduct is taken against a covered individual because of the individual’s protected activity as defined in this 531
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Policy. "Adverse conduct" may include but is not limited to disciplinary action, counseling, taking sides because an individual has reported harassment or discrimination; spreading rumors about a complainant or about someone who supports or assists the complainant; shunning or avoiding an individual who reports harassment or discrimination; or making real or implied threats of intimidation to prevent or deter an individual from reporting harassment or discrimination.

28.4 Guidelines for Identifying Harassment
Harassment includes any conduct which would be unwelcome or unwanted to an individual of the recipient’s same protected classification.

The following guidelines to determine if conduct is unwelcome or unwanted should be followed:
• It is no defense that the recipient “appears” to have consented to the conduct at issue by failing to protest about the conduct. A recipient may not protest for many legitimate reasons, including the need to avoid being insubordinate or to avoid being ostracized or subjected to retaliation.
• Simply because no one has complained about a joke, gesture, picture, physical contact, or comment does not mean that the conduct is welcome. Harassment can evolve over time. Small, isolated incidents might be tolerated up to a point. The fact that no one has yet complained does not preclude someone from complaining if the conduct is repeated in the future.
• Even visual, verbal, or physical conduct between two people who appear to welcome the conduct can constitute harassment of a third person who witnesses the conduct or learns about the conduct later.

Conduct can constitute harassment even if it is not explicitly or specifically directed at a particular individual.
• Conduct can constitute harassment even if the individual has no intention to harass. Even well-intentioned conduct can violate this Policy if the conduct is directed at, or implicates a protected classification, and if an individual would find it offensive (e.g., gifts, over-attention, endearing nicknames, hugs).

28.5 Complaint Procedure
Report and Investigation of Complaint
If an individual believes that any City employee, vendor, client, or other business contact has harassed them, then the individual should immediately report the incident to their supervisor or Department Director, orally or in writing. If the immediate supervisor or Department Director is involved in the reported conduct tor, for some other reason, the individual 532
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feels uncomfortable about reporting to that supervisor or Department Director, the individual should then report directly to the City Manager. If the individual feels uncomfortable about reporting to the City Manager, then the individual should report directly to the Human Resources Division. If the individual feels uncomfortable about reporting to the Human Resources Department, then the individual should report directly to City Attorney. Employees are not required to follow the chain of command.

Any employee, who sees or learns of conduct that may constitute harassment under this policy, shall immediately advise their Department Director of the incident and actions taken. The Department Director shall immediately report the incident and actions taken to the Human Resources DirectorAdministrative Services Director.

Upon receiving notification of a harassment complaint, the Human Resources DirectorAdministrative Services Director will complete and/or delegate the following steps.
• Authorize and supervise the investigation of the complaint and/or investigate the complaint. The investigation will usually include interviews with
o The complainant.
o The accused.
o Other persons who have relevant knowledge
concerning the allegations in the complaint.
• Review the factual information gathered through the investigation to determine whether the alleged conduct violates the Policy considering all factual information, the totality of the circumstances, including the nature of the conduct, and the context in which the alleged incidents occurred.
• Report a summary of the determination as to whether this Policy has been violated to appropriate persons. If discipline or sanctions are imposed, the level of discipline or sanctions will not be communicated to the complainant.
• If conduct in violation of this Policy occurred, take, or recommend to the appointing authority prompt and effective remedial action.

The remedial action will be commensurate with the severity of the offense.
• Take reasonable steps to protect the complainant from further harassment, discrimination, or retaliation.

28.6 Proactive Approach
The City takes a proactive approach to potential violations of this Policy and will investigate if its supervisory or management employees become 533
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aware that harassment, discrimination, or retaliation may be occurring, regardless of whether the recipient or third party reports a potential violation.

28.7 No Retaliation
The City will not retaliate, nor will it tolerate retaliation, against individuals who complain in good faith about harassment in the workplace. The City will investigate any such report and will take whatever corrective action is deemed necessary, including disciplining, and dismissing from employment any individual who is found to have violated these prohibitions against harassment and/or retaliation. All employees and supervisors have a duty to cooperate in the City’s investigation of alleged harassment and/or alleged retaliation. Failure to cooperate or deliberately providing false information during an investigation shall be grounds for disciplinary action, including termination.

28.8 Option to Report to Outside Administrative Agencies An individual has the option to report harassment, discrimination, or retaliation to the U.S. Equal Employment Opportunity Commission (EEOC) or the California Civil Rights Department (CRD). These administrative agencies offer legal remedies and a complaint process. The nearest offices are listed on the Internet, or employees can check posters that are located on City bulletin boards for office locations and telephone numbers.

28.9 Confidentiality
Every effort will be made to assure the confidentiality of complaints made under this Policy to the greatest extent allowed by law. Complete confidentiality cannot occur, however, due to the need to fully investigate and the duty to take effective remedial action. An employee who is interviewed during the course of an investigation is prohibited from attempting to influence any potential witness while the investigation is ongoing. An employee may discuss their interview with a designated representative. The City will not disclose a completed investigation report except as it deems necessary to support a disciplinary action, to take remedial action, to defend itself in adversarial proceedings, or to comply with the law or court order.

28.10 Responsibilities
Each non-manager or non-supervisor is responsible for:
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• Treating all individuals in the workplace or on worksites with respect and consideration.
• Modeling behavior that conforms to this Policy.
• Participating in periodic training.
• Cooperating with the City’s investigations by responding fully and truthfully to all questions posed during the investigation. • Taking no actions to influence any potential witness while the investigation is ongoing.
• Reporting any act, they believe in good faith constitutes harassment, discrimination, or retaliation as defined in this Policy, to their immediate supervisor, or department head, or City Manager.

In addition to the responsibilities listed above, each manager and supervisor is responsible for:
• Informing employees of this Policy.
• Taking all steps necessary to prevent harassment, discrimination and, retaliation from occurring, including monitoring the work environment and taking immediate appropriate action to stop potential violations, such as removing inappropriate pictures or correcting inappropriate language.
• Receiving complaints in a fair and serious manner, and documenting steps taken to resolve complaints.
• Following up with those who have complained to ensure that the behavior has stopped and that there are no reprisals.
• Informing those who complain of harassment or discrimination of their options to contact the EEOC or CRD regarding alleged Policy violations.
• Assisting, advising, or consulting with employees and the City Manager regarding this Policy.
• Assisting in the investigation of complaints involving employee(s) in their departments and, when appropriate, if the complaint is substantiated, recommending appropriate corrective or disciplinary action in accordance with these Policies, up to and including termination.
• Implementing appropriate disciplinary and remedial actions. • Reporting potential violations of this Policy of which they become aware to the City Manager, regardless of whether a complaint has been submitted.
• Participating in periodic training and scheduling employees for training.
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29 Investigation Guidelines for Sexual Harassment and
Discrimination Complaints

29.1 Investigation Procedure
Any investigation of sexual harassment or discrimination allegations shall be conducted in accordance with the section 28 of these Rules.

29.2 Treat All Complaints Seriously and Act Promptly
Even if a complaining employee insists that they want nothing done about the complaint, the City has an obligation to investigate any allegation of sexual harassment or discrimination promptly and thoroughly. All necessary steps must be taken to ensure that if the conduct has occurred, it does not continue.

For example: Separate the employees by changing shifts or assignments; order the accused to have no contact with the complaining party; and/or depending on the seriousness of the allegations, place the accused employee on paid administrative leave pending the outcome of the investigation.

29.3 Neutral Investigator
All investigations need to be objective, fair and thorough. It is important that the individual chosen to do the investigation is unbiased when conducting the investigation.

29.4 Conduct of Investigator
All complaints of sexual harassment and discrimination will be treated seriously and promptly investigated.

29.5 Confidentiality Of Investigation
The City will make every effort to assure the confidentiality of complaints made under this policy to the greatest extent allowed by law. However, complete confidentiality may not be possible because of the City’s need to investigate the complaint and provide the subject of the complaint their due process rights, which include providing the subject of the investigation a copy of the complaint after the initial investigatory interview, if requested.

The City expressly prohibits an employee who is interviewed during the course of an investigation from attempting to influence other employees, 536
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including employees who may have witnessed the underlying conduct at issue, while the investigation is open and ongoing.

An employee may discuss their interview with a designated representative from the employee’s employee organization and/or the employee’s legal representative. The City will not disclose a completed investigation report except as it deems necessary to support a disciplinary action, to take remedial action, to defend itself in adversarial proceedings, or to comply with the law or court order.

29.6 Detailed Interview With Complainant
The investigator will interview the complaining employee. The complaining employee may be asked specific questions in order to obtain detailed information about the allegations.

29.7 Interview the Accused Employee and Other Employees The investigator should interview the accused employee and all witnesses with relevant information. All interviews should be documented in detail and/or recorded.

29.8 Analysis of Investigation
In analyzing the evidence from the investigation, the investigator should keep in mind that the objective is to determine whether there has been a policy violation.

29.9 Documentation Of Sexual Harassment
Since personnel files can be purged, the Personnel Officer shall keep a separate file on all sexual harassment and discrimination complaints that are filed or raised by or against any individual. Such complaints would be available for purposes of corroboration or to find potential patterns of misconduct that would tend to verify the veracity of any future complaints, for notice, and for progressive discipline.
30 MISCELLANEOUS

30.1 Effective and Approval
These rules and regulations shall only become effective when the City Council adopt them. Upon adoption they shall supersede any and all Citywide and/or departmental personnel management policies, rules, 537
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regulations, and procedures previously adopted, except those adopted by order of a department director which are not in conflict with these Rules.

Any and all provisions contained in a Memorandum of Understanding (MOU) in effect at the time of adoption of these Rules, and which may be in conflict with the provisions of these Rules, shall remain in effect and supersede these Rules until such time as the conflicting provisions of the MOU may be modified, through the meet and confer process, to conform to these Rules. No existing MOU shall be modified, and no new MOU shall be entered into, which would establish provisions that would be in conflict with these Rules unless expressly identified by the City Manager and recommended to the City Council for review and approval.

30.2 Public Employees as Disaster Service Workers
Government Code Section 3100 et seq. declares public employees as disaster service workers and requires employees to report to work (and if not possible, then to the next closest public employer) following the effects of natural, manmade, or war caused emergencies. The City shall establish and maintain a method, or methods, of informing employees of their disaster service worker status. Employees who fail, without good cause, to honor their obligations as disaster service workers shall be subject to disciplinary action up to and including termination.

30.3 City Records, Contracts and Requests for Information All official City records and files are considered property of the City. Some records are considered confidential and will not be released. A request for information that is not part of an employee’s routine job responsibilities or duties should be referred to the employees’ Department Director.

All media requests should be referred to the City Manager or designee, specifically authorized by the City Manager to handle public information.

No employee, except those specifically designated, should accept service on behalf of the City of any legal documents pertaining to work-related cases. Any such documents received should be immediately turned over to the City Clerk.

Employees shall not respond to any subpoenas, requests for deposition or other legal requests for information regarding City business. Any such request shall be reported to the Department Director, City Manager and City Attorney immediately.

30.4 Employee Remote Access
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Unless approved in advance by the City Manager, non-exempt employees may not have remote access to City equipment, resources, or emails. To be in compliance with FLSA any remote access for non-exempt employees will be on a case-by-case basis and will be the responsibility of the employee and the Department Director to ensure timecards are completed accurately and include any time spent working remotely.

30.5 Exempt Employee
FLSA exempt personnel are hired with the understanding that they are responsible for accomplishing the duties outlined for their assigned position or job, and not for a certain number of hours each day. The focal point is the job to be done, not the number of hours worked. However:
• Exempt positions are designed with an “at least 40-hour” workweek in mind. The necessity to perform consistent work for a substantial number of hours over 40 per workweek should be examined so that exempt employees are utilizing their time wisely.
• Exempt employees, including Department Directors are generally expected to be available to perform their job duties during normal business hours, however, completing the work assigned for an exempt position will, from time to time, require extra work to be performed outside of normal business hours or on the weekends. • Recognizing the varying demands placed on an exempt employee’s time, and in recognition of exempt employees spending
substantially more than a typical workweek in accomplishing the job, the City allows exempt employees to take limited periods off without using accrued vacation or sick leave, subject to the approval of the City Manager. Typically, an exempt employee will have a deduction from their accruals to equal the amount of time absent from work that reduces the employee’s normal workday, similar to non-exempt employees. Subject to the approval of the City Manager, for an exempt employee, absences of less than four (4) hours, are not to be charged to leave accruals, if at least 80 hours total have been worked otherwise during the timesheet reporting period (this would include a holiday day). See Section

19.5 for absences in excess of four (4) hours.
• Neither flexible work hours nor administrative leaves constitute additional compensation to exempt employees on an hour-for-hour basis for hours worked in excess of 40-hours per week.

Accordingly, exempt employees do not accrue a balance of compensatory leave hours.

30.6 Personnel Records
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The Human Resources Department maintains personnel records for all employees.

Personnel records are considered property of the City and confidential information in a personnel file will not be revealed to outside sources except as required by law or with the consent of the employee and the City Manager.

Personnel Files
The City shall maintain an official personnel file for each of its employees.

Personnel files contain such personnel records as may be deemed necessary for the administration of labor and employment relations in the City. Personnel files shall be made available to employees for inspection within a reasonable time after an employee’s written request and without loss of pay, provided that employees shall make arrangements with their supervisor if the inspection occurs on duty.

The City may preclude inspection of certain information in accordance with the law, such as background and other pre-employment information and materials relating to confidential investigations.

The City shall maintain separate files for injury reports, confidential medical records, grievances, discrimination complaints and other matters in accordance with applicable laws.

Employee Name, Classification Title, Department, Status, Salary Range, Salary, Benefits, Date of Hire and Separation date are all considered public record and will be disclosed if requested.

Outside Inquiries on Employees
All inquiries concerning information about employees from outside sources should be directed to Human Resources. No employee is authorized to provide a job reference for a current or former employee.

When former or current sworn employees are seeking employment in other agencies there may be a background investigation. In these instances, the Police Chief or designee will cooperate with the background investigation and may respond to such request on behalf of the City.

Rules Do Not Create Employment Contract
These Rules do not create a “contract” of employment between the City and any employee. Public employment is statutory, not contractual. 540
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Severability
If any part of these Rules is determined to be unconstitutional or illegal, such part shall be severed from these rules and the remaining Rules shall be given full force and effect. The City shall comply with changes in state and federal law and shall amend these Rules as necessary for consistency. The term “City” as used in these rules refers to the City of Oakley. Responsibilities and rights of the City under these rules are exercised by the City Manager and may be delegated at the City Manager’s discretion.
541

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: May 13, 2025
TO: Joshua McMurray, City Manager
FROM: Jeri Tejeda, Administrative Services Director
SUBJECT: Public Hearing and Reporting on Vacancies, and Recruitment and Retention Efforts in response to Assembly Bill 2561 Background and Analysis
In response to Assembly Bill 2561 (AB 2561), signed into law on September 22, 2024, the City of Oakley presents this report in compliance with new transparency requirements related to staffing vacancies. AB 2561 mandates that public agencies hold at least one public hearing each fiscal year before the adoption of their budgets to report on vacancy levels, evaluate hiring and retention efforts and allow for participation by recognized bargaining groups. This report includes data for the calendar year 2024 as well as the current staffing status as of May 1, 2025.

AB 2561 amended the Meyers-Milias-Brown Act by adding Government Code Section 3502.3, which requires local public agencies to enhance transparency and accountability in public sector staffing. The purpose of AB 2561 is to address growing concerns over staffing shortages in public agencies. To mitigate these impacts, the law requires agencies to report the following:

1. Present the status of vacancies and recruitment and retention efforts.

As of May 1, 2025, the City has 101.50 full-time equivalent (FTE) budgeted positions, with 39 FTE’s represented by a recognized bargaining unit. The City’s current overall vacancy rate, as of May 1. 2025, is 2%, which is considered low.

The following table summarizes the City’s Vacancy Rate by Employee Group as of May 1, 2025.

Employee Group FTE’s in
Budget
Vacancies Vacancy
Rate
Department Directors(unrepresented) 7 0 0%
OPOA (Sworn PD) 39 1 2.6%
General Staff (unrepresented) 55.5 1 1.8%
City Overall 101.5 2 2%
Approved and
Forwarded to the
City Council
542

STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us In calendar year 2024, the City filled 15 full time equivalent positions and promoted 6 employees. The City also hired 21 seasonal employees to staff the summer recreation programs and city events throughout the year.

While our vacancy rate is low, we have found it difficult to fill vacant engineering positions. We have changed pay and classifications several times over the last 12 months in an attempt to attract qualified individuals.

This is an ongoing effort, and we will continue to look for ways to fill this position.

Over the last three and a half years the City implemented several initiatives designed to improve employee satisfaction, promote longevity, and enhance growth. These efforts include:
 Approval of a five-year labor agreement with the OPOA as well as a resolution of salary and benefits for all unrepresented groups  Implemented a step system that increases pay by 5% each year until the top step is achieved, making our salary schedule in line with most local agencies.
 Re-organized City Departments to create more opportunities for future growth.
 Created a longevity incentive for general staff where none existed previously.
 Continued to encourage prioritizing a work/life balance for all staff.

2. Identify any policies or practices that may hinder hiring or retention.

Staff have reviewed our policies and practices and have not found anything hindering our hiring or retention at this time.

Staff will continue to make this a priority and will inform the City Council should anything be identified.

3. Provide recognized bargaining groups with an opportunity to present during the public hearing.
543

STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 3
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us The OPOA is the only recognized bargaining group. They have been provided with a notice of public hearing providing an opportunity to present as required by AB 2561.

4. If any bargaining group vacancy rate reaches or exceeds 20% of authorized positions, provide additional data upon request, including applicant volume, hiring timelines, and efforts to improve compensation, benefits and working conditions.

The City of Oakley does not have a bargaining group that meets or exceeds a 20% vacancy rate, therefore additional reporting is not required.

Consistency with the Oakley Strategic Plan 27+
This item is consistent with our Oakley Strategic Plan 27+ sustainable organization goals as keeping our policies current are imperative to transparency and trust within the organization.

Fiscal Impact
There is no fiscal impact to receiving and filing this report.

Staff Recommendation
Staff recommends the City Council receive this report. No action is needed.

Attachments

1. AB 2561 FY 2024/25 Presentation
544
AB 2561
Staff Reports
545
What is AB2561?
Requires Public Agencies to present at a public hearing once per fiscal year. Information must include the following:
• Vacancies
• Recruitment
• Retention Efforts
546
Vacancies
Employee Group FTE’s in Budget Vacancies Vacancy Rate
Department Directors (Unrepresented) 7 0 0%
OPOA (Sworn PD) 39 1 2.6%
General Staff (Unrepresented) 55.5 1 1.8%
City Overall 101.5 2 2%
City’s Vacancy Rate by Employee Group as of May 1,2025
547
Recruitment
RECRUITMENT PROCESS:
• Recruitment Approval-Ensure
Budget
• Recruitment Posting
• Application Review
• Oral In-Person, Panel Interviews
• Contingent Offer/Background
• Final Offer/ Orientation
36%
14%
50%

SOURCE OF HIRE
Full Time Promoted Seasonal
548
Retention
• Approval of a five-year labor agreement
• Implemented step system that
increases by 5% each year, until top
step is achieved. In line with most
cities.
• Re-organized City Departments to
create opportunities for future growth.
• Longevity Incentive for general staff
• Encourage prioritizing work/life balance
for all staff
Retention
Recruitment
Strategies
Benefit
Package
Work- Life
Balance
Employee
Recognition
Positive Work
Culture
Career
Development
549
Questions
550

STAFF REPORT

City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
DATE: May 13, 2025
TO: City Council
FROM: Joshua McMurray, City Manager
SUBJECT: Adopt a Resolution Authorizing the City Manager to Execute the First Amendment to the lease Agreement between the City of Oakley and the Oakley Community Garden
Background and Summary
The City has been leasing the community garden space at Creekside Park to the Oakey Community Garden group for the past 10 years. The current lease expired on March 31, 2025. The Oakley Community Garden has approximately 26 garden plots that can be leased and currently there are about 18 plots being used (three of those are not being actively used). The plots are available for members of the Oakley Community Garden group as well as community members of Oakley. The group approached the City earlier this year and expressed their desire to extend the lease agreement with the City. Community gardens offer a wide range of benefits, including environmental, social, and health advantages. They improve access to fresh, healthy food, enhance community building, and promote physical and mental well-being. Staff is supportive of the extension and is recommending a 10-year extension with no modifications to the existing terms outside of the length of the lease.

Consistency with the Oakley Strategic Plan 27+
The actions included in this item are consistent with the following goals and objectives:

Community and Collaborative Partnerships Goal
 Collaborative Partnerships Sub-Goal: We will foster and maintain strong relationships with our public-private partnerships to mutually benefit our shared goals.

Fiscal Impact
The Oakley Community Garden will still pay the lease of $12 a year or $1 a month in addition to the $250 a year for the well water. Staff does plan on switching the water connection to a potable water source in the future and if there are changes to the annual cost of that water, Staff will bring the item back to the City Council at that time to discuss.

Approved and
Forwarded to the
City Council
551

STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
Staff Recommendation
It is recommended that the City Council approve the proposed lease extension agreement between the City of Oakley and the Oakley Community Garden for the use of the community garden space at Creekside Park located at 3900 Creekside Way and authorize the City Manager to execute the agreement on behalf of the City.

Attachments

1. Draft Resolution

2. Lease Agreement dated March 14, 2015

3. Proposed First Amendment to the Lease Agreement
552
RESOLUTION NO. XX-25

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY

APPROVING THE FIRST AMENDMENT TO THE LEASE AGREEMENT BY AND

BETWEEN THE CITY OF OAKLEY AND THE OAKLEY COMMUNITY GARDEN

FOR USE OF THE COMMUNITY GARDEN AT CREEKSIDE PARK LOCATED AT 3900 CREEKSIDE WAY
BE IT RESOLVED that the Oakley City Council hereby approves the First Amendment to the Lease Agreement for use of the community garden at Creekside park located at 3900 Creekside Way, by and between the City of Oakley and the Oakley Community Garden, a true copy of which is attached hereto as Exhibit A.

The foregoing resolution was introduced at a regular meeting of the Oakley City held on the 13th day of May 2025, by Councilmember _________________, who moved its adoption, which motion being duly seconded by Councilmember _______________, was upon voice vote carried and the resolution adopted by the following vote:

AYES:

NOES:

ABSTENTION:

ABSENT:

APPROVED:
__________________________
Shannon Shaw, Mayor Date
ATTEST:
__________________________ _
Kim Snodgrass, City Clerk Date
553

LEASE AGREEMENT
City of Oakley/Slow Food Delta Diablo and Oakley Community Garden A portion of Creekside Park located at 3900 Creekside Way, Oakley, CA THIS LEASE AGREEMENT is entered into this L,ay of )Atv>d1._ , 2015 by and between the City of Oakley, a municipal corporation ("CITY") and Slow Food Delta Diablo, a Ca!ifornia nonprofit organization, acting as fiscal sponsor to Oakley Community Garden (collectively "LESSEE").

Recitals
A. CITY owns Creekside Park located at 3900 Creekside, Oakley, California, a portion of which was formerly a BMX track area and the CITY has deemed this area surplus to the CITY's immediate needs (hereinafter called "the Site" or "the Property").

B. LESSEE is currently leasing CITY property called the "Moura Property." C. LESSEE desires to develop and conduct community garden activities on the subject site.

0. CITY is willing to make the site available to LESSEE upon various terms and conditions.

Now, therefore, the parties agree as follows:

1. PROPERTY TO BE LEASED: The property which is the subject of this Lease is generally depicted on the attached Exhibit "A", being a portion of Creekside Park located at 3900 Creekside Way, Oakley, California. The portion of the Property designated for LESSEE's use is limited to the area identified on Exhibit "A".

2. LEASE TERM; DEFAULT: The term of this Lease is 10 years, commencing on April 1, 2015 and terminating on March 31, 2025. If at any time the property is not being maintained to the CITY's satisfaction, or if LESSEE abandons its activities on the Property or fails to pay the rental rate and cost of water, the CITY shall provide a written notice of default. If the default is not cured within sixty (50) days, the CITY may terminate the lease.

Any extension of this Lease shall be subject to the sole discretion of CITY, which makes no representation that the Property will be available for LESSEE's continued operations following the termination date, the parties understanding that other governmental priorities for the Property may develop. CITY is under no obligation to provide relocation assistance in any form or amount.

3. RENTAL RATE AND COST OF WATER: Rent shall be the sum of twelve dollars ($12) per year, payable prior to the commencement date established herein and payable by April 1st of each subsequent year of the lease term. Payable with the rental rate prior to the commencement date shall be two hundred and fifty dollars ($250) to help cover the annual cost of the well water. LESSEE understands that the usage and overall cost of the provision of well water will be 554
reviewed within one (1) year of operations and an evaluation be conducted to determine if an adjusted cost of water rate is warranted (cost being eligible for increase or decrease). Any adjustment would be subject to City Council's approval.

4. CITY'S RESPONSIBILITIES: The CITY agrees to the following as terms of this lease:
a. Clean up, grade, add soil amendments (if provided by LESSEE) and till the site. b. Coordinate access to the Park well and installation of the irrigation piping and hose bibs (provided by LESSEE).
c. Remove existing BMX signage.
d. Coordinate the installation of a site sign supplied by the LESSEE and approved by the CITY's Planning Division.
e. Allow two picnic tables (Eagle Scout Project), tool shed, small greenhouse, compost bins, row covers and bulletin board (locations to be approved by the CITY's Parks and Landscape Manager.
f. Coordinate the location of a small number of beehives, with conditions approved by the CITY's Parks and Landscape Manager. (A condition to be included is the request that beehives be removed if they become a nuisance concern to other Park patrons). g. To the termination of the LESSEE's existing lease ofthe Moura Property effective May 1, 2015.

5. LESSEE'S RESPONSIBILITIES: LESSEE agrees to the following as terms of this lease:
a. To the termination of the LESSEE's existing lease of the Moura Property effective May 1, 2015.
b. Prior to May 1, 2015, dispose of palettes and any other LESSEE-placed materials at the Moura Property.
c. Leave Moura Property in good condition so that CITY can re-grade the site. d. Continue to tend and harvest plants at the Moura Property through April 30, 2015. e. Discontinue any new planting at Moura Property.
f. Maintain and keep in good repair the garden site at Creekside Park which shall include regular maintenance, weeding and debris clean up. Any mud or debris from the garden operations left in the restrooms or parking lot is LESSEE's responsibility to clean. g. Use of the Property is limited to establishing community garden plots, which shall be available to members of the general public and Oakley community pursuant to reasonable rules and regulations which LESSEE may adopt subject to the CITY's 555
approval. Any cultivation of cannabis/marijuana or any crop/product prohibited or regulated by federal law is strictly prohibited, violation of which shall result in the immediate termination of this Lease. LESSEE is under an affirmative duty to patrol plots of community members to ensure compliance with this prohibition. h. Not sublet the Property without CITY's written approval. In the event of any unapproved subletting or assignment, this Lease shall be voidable by the CITY. i. Make no alterations to the Property without consent of the Parks and Landscape Manager.
j. Maintain at all times during the term of this Lease, at its cost and expense, satisfactory liability and property damage insurance in amount of at least $1,000,000. The CITY shall be named additional insured under such policy. LESSEE shall defend, hold harmless, and indemnify the CITY, its officers, agents and employees from any claim, damage or liability associated with its use and/or operations on the property. LESSEE shall notify CITY at least ten (10) days prior to the cancellation or expiration of such insurance policy.
k. Provide to CITY executed copies of each individual gardener's signed Code of Conduct and Liability Waiver release.

I. Not permit any public nuisance or violation of law, ordinance or regulation to occur on the property.
m. Keep the subject property free from any and all liens or security arising from its operations and use of the property.
n. Comply with all governmental regulations regarding operations on the property. o. Be responsible for any possessory interest tax which may be levied by Contra Costa County, as well as payment of any and all other taxes, liens or assessments which may be attributable to its operations.
p. Not vacate or abandon the property. As stated herein, if the Property takes on the appearance of being abandoned or unkempt, the CITY shall notify LESSEE of his/her determination and upon LESSEE's failure to cure, CITY may thereafter declare this Lease to be cancelled and of no further force or effect.
q. Upon termination, LESSEE shall return the property to CITY in a vacant, clean and presentable condition. If LESSEE violates this provision, the CITY may, without liability to LESSEE, remove and/or destroy any such property and may recover from LESSEE any and all costs of cleanup.
556

6. VIOLATIONS: Any violation of the terms and conditions of this Agreement shall be justification for the termination of this Lease.

7. RIGHT TO ENTER: CITY is hereby granted the right to enter the property and to inspect same from time to time to determine compliance with this Lease. If the property is secured, CITY shall be granted access at reasonable times.

8. NOTICES: Any notice, demand or communication from one party to the other shall be deemed to have been properly given if delivered by personal service upon, or by mailing the same, postage fully prepaid thereon, and addressed as follows:

To CITY:

To LESSEE:

City of Oakley c/o City Manager
3231 Main Street
Oakley, CA 94561
Slow Food Delta Diablo c/o Shelley Somersett
3 Oak Knoll Loop
Walnut Creek, CA. 94696
An emergency telephone number and email address for LESSEE shall be:

Shawn Horrocks (925) 354-1783
Email: [email protected]

9. NO RELOCATION BENEFITS: There shall be no relocation benefits, nor compensation for any improvements, interference with business or any other claim for reimbursement or damage upon the termination of this Lease or CITY's unwillingness to extend it.

CITY OF OAKLEY, a municipal corporation Slow Food Delta Diablo, a non-profit ATTEST: //?
By: ;~~
Lib~onis, City Clerk
APPROVED AS TO FORM:

By: /4,uY4w. R. <L7tt!d;;;:_
William R. Galstan, Special Counsel
557

6. VIOLATIONS: Any violation of the terms and conditions of this Agreement shall be justification for the termination of this Lease.

7. RIGHT TO ENTER: CITY is hereby granted the right to enter the property and to inspect same from time to time to determine compliance with this Lease. If the property is secured, CITY shall be granted access at reasonable times.

8. NOTICES: Any notice, demand or communication from one party to the other shall be deemed to have been properly given if delivered by personal service upon, or by mailing the same, postage fully prepaid thereon, and addressed as follows:

To CITY:

To LESSEE:

City of Oakley c/o City Manager
3231 Main Street
Oakley, CA 94561
Slow Food Delta Diablo c/o Shelley Somersett
3 Oak Knoll Loop
Walnut Creek, CA. 94696
An emergency telephone number and email address for LESSEE shall be:

Shawn Horrocks {925) 354-1783
Email: [email protected]

9. NO RELOCATION BENEFITS: There shall be no relocation benefits, nor compensation for any improvements, interference with business or any other claim for reimbursement or damage upon the termination of this Lease or CITY's unwillingness to extend it.

CITY OF OAKLEY, a municipal corporation Slow Food Delta Diablo, a non-profit ATTEST:

APPROVED AS TO FORM:

By:b,~R.G~
William R. Galstan, Special Counsel ~1t=r ti- ... J
ti n APR 1 3 2015
r::y-_____ -- 558

FIRST AMENDMENT TO THE LEASE AGREEMENT
THIS FIRST AMENDMENT TO THE LEASE AGREEMENT ("First
Amendment") is made and entered into as of the 1st day of April 2025 ("Effective Date") by and between the City of Oakley, California, a public agency (hereafter "CITY"), on the one hand, and the Oakley Community Garden, (hereafter collectively referred to as "Lessee"), on the other hand. CITY and SENIORS are hereafter collectively referred to as the "Parties."

RECITALS
A. On March 14, 2015 the Parties entered into a Lease Agreement ("Agreement") to lease certain land and improvements located at Creekside Park, 3900 Creekside Way for the purpose of operating a community garden; and, B. The Oakley Community Garden has discussed with the City a desire to extend the lease for the use of the garden.

NOW, THEREFORE, for good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, CITY and LESSEE hereby agree as follows:

1. Except as provided herein, the terms used in this Amendment shall have the same meaning as the same terms have in the Agreement.

2. The Agreement is hereby amended as follows:
a. The following Language will replace Section 2:

2. Term.

The term of this Lease is 10 years, commencing on April 1, 2025 and terminating on March 31, 2035. If at any time the property is not being maintained to the CITY's satisfaction, or if LESSEE abandons its activities on the Property or fails to pay the rental rate and cost of water, the CITY shall provide a written notice of default. If the default is not cured within sixty (60) days, the CITY may terminate the lease.

Any extension of this Lease shall be subject to the sole discretion of CITY, which makes no representation that the Property will be available for LESSEE's continued operations following the termination date, the parties understanding that other governmental priorities for the Property may develop. CITY is under no obligation to provide relocation assistance in any form or amount.

3. Except as provided herein, all other terms and provisions of the Agreement shall remain in full force and effect.
559
IN WITNESS WHEREOF, the City Council has authorized the execution of this Fourth Amendment by its City Manager and attestation by its City Clerk, and Seniors has caused this Amendment to be executed, both as of the Effective Date first set forth above.

CITY OF OAKLEY OAKLEY SENIOR CITIZENS
_____________________________ ____________________
Joshua McMurray, City Manager Lonni Cronin, Co-coordinator Oakley Community Garden
Attest
By: ________________________
Kim Snodgrass, City Clerk
APPROVED AS TO FORM:

By: ________________________
Derek Cole, City Attorney
560

STAFF REPORT

City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
DATE: May 13, 2025
TO: City Council
FROM: Joshua McMurray, City Manager
SUBJECT: Adopt a Resolution Authorizing the City Manager to Execute a lease Agreement between the City of Oakley and Restore the Delta for the use of 3330 Main Street Suite B
Background and Summary
The City has available space at 3330 Main Street, Suite B. That space has been vacant for some time and more recently the City has had discussions with the Oakley Chamber of Commerce about potentially occupying that space to expand that groups efforts and visibility here in the city. Currently, the Chamber is not able to lease the space from the city but we are hopeful that changes in the future. For the time being, the city does not have a use for the space and we were approached by Roger Mammon with Restore the Delta about potentially using the space for a field office. The office would be open to the public and would offer residents and those visiting the office information about the Delta, the efforts being made by the Restore the Delta group in addition to information related to the State Delta Conveyance Project.

The lease allows Restore the Delta use of the space. Although not specifically defined at the moment, the intent is for the space to be open to the public a few days a month. With Oakley being adjacent to the Delta, and with the oppose position to the Delta Conveyance Project the City Council took a few years back, this seems to be a great use of the space in the interim and will highlight and bring more visibility to the Delta with a location in the heart of Oakley’s downtown.

Consistency with the Oakley Strategic Plan 27+
The actions included in this item are consistent with the following goals and objectives:

Community and Collaborative Partnerships Goal
 Collaborative Partnerships Sub-Goal: We will foster and maintain strong relationships with our public-private partnerships to mutually benefit our shared goals.

Approved and
Forwarded to the
City Council
561

STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
Fiscal Impact
Restore the Delta will pay $1 a month for use of the space. They will have to provide the City with proof of insurance as well.

Staff Recommendation
It is recommended that the City Council approve the proposed lease agreement between the City of Oakley and Restore the Delta for the use of 3330 Main Street, Suite B.

Attachments

1. Draft Resolution

2. Proposed Lease Agreement
562
4918-4019-0527.1
RESOLUTION NO._________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY

AUTHORIZING THE EXECUTION OF THE LEASE AGREEMENT BETWEEN THE CITY OF OAKLEY AND RESTORE THE DELTA FOR 3330 MAIN

STREET, SUITE B
WHEREAS, the City of Oakley owns the real property located at 3330 Main Street (“Property”); and
WHEREAS, Restore the Delta, a California nonprofit corporation, desires to lease Suite B of the Property for purposes related to its nonprofit business; and WHEREAS, the City may lease City-owned property under the authority granted by Government Code section 37350 and other applicable law.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Oakley authorizes the City Council authorizes the City Manager to execute the Lease as attached as Exhibit A to this Resolution.

BE IT FURTHER RESOLVED that the City Council finds that the approval of the Agreement is not subject to the California Environmental Quality Act (“CEQA”) because it can be seen to a certainty the City’s acceptance of the proposed property will not have an environmental impact and that the “Common Sense” exemption of CEQA is appropriate.

The foregoing resolution was adopted at a regular meeting of the City Council of the City of Oakley held on the 13th day of May, 2025 by Councilmember _________________, who moved its adoption, which motion being duly seconded by Councilmember _______________, was upon voice vote carried and the resolution adopted by the following vote:

AYES:

NOES:

ABSTENTION:

ABSENT:

APPROVED:
__________________________
Shannon Shaw, Mayor
ATTEST:
______________________________________
Kim Snodgrass, City Clerk Date
563
1 LEASE AGREEMENT

1. PARTIES: This lease (“Lease”) is made between the City of Oakley, a California Municipal Corporation ("Landlord"), and Restore the Delta, a California nonprofit corporation ("Tenant"), who agree on the terms and conditions contained in this Lease. Landlord hereby represents and warrants to Tenant that Landlord is the legal owner with sole title to the Property (as defined below) and has the right to enter into this Lease without consent or approval from any other parties. In the event of a breach of the foregoing representation and warranty, Tenant shall have the right to terminate this Lease with immediate effect and Landlord shall indemnify, defend (with counsel reasonably approved by Tenant) and hold harmless Tenant and its employees, contractors, agents, and volunteers from any and all claims, actions, losses, damages and/or liability arising out of said breach.

2. PREMISES LEASED: Landlord leases to Tenant and Tenant leases from Landlord the property described as 3330 Main Street, Suite B, Oakley California.

3. TERM: The Lease’s initial term (“Initial Term”) shall commence on June 1, 2025 (“Commencement Date”) and end on December 31, 2025 (“Ending Date”). Provided Tenant is in compliance with this lease, Landlord, through its City Manager, may extend the lease for extended terms of up to six months, at Landlord’s sole discretion, in which case the Ending Date shall be extended to the end of the extended term. Notwithstanding the foregoing, this Lease shall terminate sooner than the Ending Date should the Property be sold, conveyed, acquired, or transferred to any party other than Landlord. Upon the sale, acquisition, conveyance, or transfer of the Property to any other property, the Lease shall be deemed to have terminated on the effective date of the sale, acquisition, conveyance, or transfer and Tenant shall on that date have no further right to possession or use of the Property.

4. RENT: Tenant shall pay to Landlord $1 per month. Tenant shall not have a right to receive any pro-rated return of this payment should the Lease terminate sooner than the Ending Date, as provided in Paragraph 3.

5. RETURN OF PREMISES: The Tenant agrees that it will, upon the termination of this Lease, return the Premises in a good condition and repair as the Premises now is or shall hereafter be put, reasonable wear and tear expected.

6. TAXES: Landlord shall pay all real property taxes, and general and special assessments levied and assessed against the Premises.

7. USE: Tenant shall occupy and use the Premises during the term hereof for the purposes of Tenant’s nonprofit business.

8. ALTERATIONS: Tenant shall not make any structural or exterior improvements or alterations to the Premises without Landlord's consent. Any such alterations shall remain on and be surrendered with the Premises on expiration or termination of the Lease.

9. INDEMNIFICATION: Except as provided below in Paragraph 24, and to the fullest extent permitted by law, Tenant agrees to indemnify, hold harmless, protect and defend Landlord and Landlord’s successors, heirs, and assigns from any and all claims, causes of action, liability, losses, costs, and damages, for the foreseeable or unforeseeable, arising out of or related 564
2 to any act, omission, or negligence of Tenant or Tenant’s agents, employees, representatives or contractors, or arising from or related to Tenant’s use of activities related to this Agreement The provisions of this section shall survive the termination, cancellation or expiration of this Agreement

10. LANDLORD’S ACCESS TO PREMISES: Landlord and its authorized representatives shall have the right to enter the Premises at all reasonable times for any of the following purposes:

A. To determine whether the Premises are in good condition; and, B. To do any necessary maintenance and to make any restoration to the Premises that Landlord has the right or obligation to perform; and
C. To serve, post, or keep posted any notices required by law; and, D. To post "for sale" signs at any time during the term, to post "for rent" or "for Lease" signs during the last three (3) months of the term; and, E. To show the Premises to prospective brokers, agents, buyers, tenants, lenders or persons interested in an exchange, at any time during the term.

Landlord shall conduct its activities on the Premises as allowed in this paragraph in a manner that will cause the least possible inconvenience, annoyance, or disturbance to Tenant.

11. NOTICES: Any notice, demand, request, consent, approval, or communication that either party desires or is required to give to the other party or any other person shall be in writing and either served personally or sent by United States mail, postage prepaid, certified or registered, return receipt requested. Any notice, demand, request, consent, approval, or communication that either party desires or is required to give to the other party shall be addressed to the other party at the address set forth below. Either party may change its address by notifying the other party of the change of address. Notices shall be deemed delivered and effective upon the earlier of (i) actual receipt or (ii) the date of delivery or refusal of the addressee to accept delivery if such notice is sent by or United States mail, postage prepaid, certified or registered, return receipt requested.

Landlord's address: City of Oakley
Attn: Joshua McMurray, City Manager
3231 Main Street
Oakley, CA 94561
Tenant's address: Restore the Delta
Attn: Roger Mammon, Secretary
2616 Pacific Ave #4296
Stockton, CA 95202

12. INCORPORATION OF PRIOR AGREEMENT: This Lease contains all of the agreements of the parties hereto with respect to any matter covered or mentioned in this 565
3 Lease, and no prior agreement or understanding pertaining to any such matter shall be effective for any purpose.

13. WAIVERS: No waiver by either party of any provisions of this Lease shall be deemed to be a waiver of any other provision hereof or of any subsequent breach by either party of the same or any other provisions.

14. AMENDMENTS: No provision of this Lease may be amended or added to except by an agreement in writing signed by the parties hereto or their respective successor in interest, expressing by its terms an intention to modify this Lease.

15. SUCCESSORS: This Lease shall inure to the benefit of and be binding upon the heirs, executors, administrators, successors, and assigns of the parties hereto.

16. SEVERABILITY: If any word, phrase, clause, sentence, paragraph, section, article, part or portion of this Lease is or shall be invalid for any reason, the same shall be deemed severable from the remainder hereof and shall in no way affect or impair the validity of this Lease or any other portion thereof.

17. TIME OF ESSENCE: Time is of the essence of each provision of this Lease which specifies a time within which performance is to occur. In the absence of any specific time for performance, performance may be made within a reasonable time.

18. QUIET ENJOYMENT: Subject to the provisions of this Lease and conditioned upon performance of all the provisions to be performed by Tenant hereunder, Landlord shall secure to Tenant during the Lease term the quiet and peaceful possession of the Premises and all right and privilege appertaining thereto.

19. CONSENT: Whenever consent or approval of either party is required that party shall not unreasonably withhold, condition or delay such consent or approval.

20. EXHIBITS: All exhibits referred to are attached to this Lease and incorporated by reference.

21. LAW: This Lease shall be construed and interpreted in accordance with the laws of the State of California.

22. VENUE: The parties acknowledge and agree that this Lease was entered into and intended to be performed in Contra Costa County, California. The parties agree that the venue for any action or claim brought by any party to this Lease will be the Superior Court of California, County of Contra Costa. Each party hereby waives any law, statute (including but not limited to Code of Civil Procedure section 394), or rule of court that would allow them to request or demand a change of venue. If any third party brings an action or claim concerning this Lease, the parties hereto agree to use their best efforts to obtain a change of venue to the Superior Court of California, County of Contra Costa.

23. ATTORNEYS' FEES: If any legal action is instituted to enforce or declare any party's rights hereunder, the prevailing party in that action shall be entitled to recover its reasonable attorney fees.
566
4 24. HAZARDOUS SUBSTANCES:

A. Landlord hereby represents and warrants that, to the best of Landlord’s knowledge, information and belief: (i) the Premises and the property on which the Premises forms a part of have not been exposed to Hazardous Substances and are presently free of all Hazardous Substances; (ii) neither the Landlord nor any of the other current tenants, if any, on the property of which the Premises forms a part is in violation or subject to an existing, pending or threatened investigation by any governmental authority under any applicable federal, state or local law, regulation, ordinance or other legislation pertaining to air, water, or soil quality or the handling, transportation, storage, treatment, usage or disposal of Hazardous Substances; (iii) any handling, transportation, storage, treatment or use of toxic or Hazardous Substances to date has been in compliance with applicable laws; and (iv) no reportable use has occurred on the Premises and the property on which the Premises forms a part of to date, and the soil, groundwater and vapor on or under the Premises and the property on which the Premises forms a part of is free of Hazardous Substances as of the Commencement Date.

B. Landlord shall indemnify, protect, defend (with counsel reasonably approved by Tenant) and hold Tenant, its agents and employees and the Premises, harmless from and against any and all losses and/or damages, liabilities, judgments, costs, claims, expenses, penalties, including attorneys’ and consultant’s fees, arising out of or involving the existence of any Hazardous Substances located in, about or under the Premises and the property on which the Premises forms a part of: (i) prior to the Commencement Date of this Lease; and (ii) not caused by Tenant during the term, including any extended terms. Additionally, the issuance of an order by any governmental authority directing the Landlord or any of Landlord’s other tenants or licensees on the property of which the Premises forms a part to cease and desist any illegal action in connection with a Hazardous Substance, or to remediate a contaminated condition caused by the Landlord or any person acting under Landlord’s direct control and authority is a breach of this Contract, and Landlord shall be responsible for all costs and expenses of complying with such order, including any and all expenses imposed on or incurred by Tenant in connection with or in response to such order. Landlord’s obligations under this paragraph shall include, but shall not be limited to, the effects of any contamination or injury to person, property or the environment created or suffered by Tenant, and the cost of investigation, removal, remediation, restoration and/or abatement thereof. Landlord’s obligations under this provision shall survive the expiration or early termination of this Lease. No termination, cancellation or release agreement entered into by Tenant and Landlord shall release Landlord from its obligations under this Lease with regard to Hazardous Substances unless specifically agreed to by Tenant in writing.

C. For the purposes of this paragraph, the following definitions shall apply:
(1) “Hazardous Substance,” as used in this Lease, shall mean any product, substance or waste whose presence, use, manufacture, disposal, transportation, or release, either by itself or in combination with other materials expected to be on the Premises and the property on which the Premises forms a part of, is either (i) potentially injurious to the public health, safety or welfare, the environment or the Premises and the property on which the Premises forms a part of; (ii) regulated or monitored by any governmental authority; or (iii) a basis for potential liability of Landlord or Tenant under any applicable statute or common law theory. 567
5 (2) “Reportable use” shall mean (i) the installation or use of any above- or below-ground storage tank; (ii) the generation, possession, storage, use, transportation or disposal of a Hazardous Substance that requires a permit from, or with respect to which a report, notice, registration or business plan is required to be filed with any governmental authority and/or (iii) the presence at the Premises and the property on which the Premises forms a part of a Hazardous Substance with respect to which any Applicable Requirements requires that a notice be given to persons entering or occupying the Premises and the property on which the Premises forms a part of or neighboring properties.
(3) The term “applicable requirements” shall be deemed to refer to all applicable laws, covenants or restrictions of record, building codes, regulations and ordinances.

25. CONDITION OF PREMISES: Landlord shall deliver the Premises to Tenant clean and free of debris on the Commencement.

26. INTERPRETATIONS: As this Lease was jointly prepared by both parties, the language in all parts of this Lease shall be construed, in all cases, according to its fair meaning, and not for or against either party hereto.

27. INSURANCE: Tenant shall provide Landlord proof of insurance with coverage limits to the satisfaction of the Administrative Services Director.

28. AUTHORIZED SIGNATORS: Both parties to this Lease represent that the signators executing this document are fully authorized to enter into this agreement. This Lease may be executed in counterparts.

CITY OF OAKLEY RESTORE THE DELTA
_______________________________________ By:____________________________________ Joshua McMurray, City Manager Roger Mammon, Secretary
Approved as to form:

Derek P . Cole, City Attorney
568

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: May 13, 2025
TO: City Council
FROM: Joshua McMurray, City Manager
SUBJECT: Strategic Plan 27+ Update
Background and Analysis
Since its incorporation, the City of Oakley has developed and operated under the direction of a Strategic Plan. A Strategic Plan guides governing bodies in making complex decisions, such as resource allocation, and sets the organization’s priorities and a path forward. It does this through a clear and compelling mission and vision and thoughtful, community-oriented values, goals, and objectives. Strategic Plans are a best practice in municipal organizations as they allow leadership to take a step back from day-to-day challenges and look at the big picture.

The City Council adopted the current Strategic Plan 27+ in April of 2022 and Staff has been working since that time to implement the goals and objectives of the plan. With the plan encompassing a five-year period, some of the objectives have been completed while others are in various stages of work and there are some that we have not started to work on. The Council received updates in November 2022, May 2023, March 2024 and October 2024 on the Strategic Plan. Since the October 2024 update, Staff has started two goals/objectives that were previously identified as future/not yet begun, completed one that was marked as future/not yet begun, and completed six that were previously in process/ongoing.

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

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

Attachments

1. Strategic Plan Dashboard

2. Strategic Plan 27+
Approved and
Forwarded to the
City Council
569
Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
A1 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Strategically plan and pursue commerce that
meets the new service demands of local
residents and attracts customers as a
destination (e.g., grocery store, retail,
entertainment, and light industrial near
Amazon and on west end).

CDD
ED
Efforts continute to advance through strategic
outreach to brokers, developers, and prospective
tenants. Despite economic uncertainty, the City is
experiencing growing interest from businesses,
particularly in downtown and key commercial
corridors. Attraction momentum also continues
on Laurel and commercial projects.

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

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

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

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

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

CDD
ED
This is a continuous endeavor. As part of our
2023 Economic Development Work Plan, which
outlines streamlined actionable strategies, we
participated in various ED events and regional
meetings during the Q1 period and engaged with
potential partners. We continue to attend regional
events to target industries that generate job
growth, including ag, tech and biotech.

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

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

CDD
ED
Efforts continute to advance through strategic
outreach to brokers, developers, and prospective
tenants. Despite economic uncertainty, the City is
experiencing growing interest from businesses,
particularly in downtown and key commercial
corridors. Attraction momentum also continues
on Laurel and commercial projects.

Objectives Status Color Key:

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

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A5 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Provide affordable housing sites that meet
our legislated Regional Housing Needs
Allocation (RHNA).

CDD The City will pursue a combination of Rezoning
along with partial use of existing AHO sites that
will still satisfy HCD's requirements for meeting
RHNA. Work to begin with consultant in FY 24-
25 (3rd Quarter).

A6 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

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

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

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

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

Leverage the train platform that will offer.
better access for Downtown programming
ED
CDD
PW
The train platform project design has been
completed by AMTRAK and the project will go to
bidding phase in the coming months; construction
is anticipated to start by fall 2025.

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

Create better streetscapes that can
promote traffic calming.

PW This work has been completed as part of the
overall Downtown improvements.

A10 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

Consider funding elements of the Downtown
Specific Plan with American Rescue Plan
Act (ARPA) monies.

CDD
ED
ARPA monies have been fully dedicated.

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

Revitalize and draw people downtown to
live, work, and play.

CDD
ED
The Delta Pointe Project was approved and
began plan check for construction.
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A12 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

Revitalize and draw people downtown to
live, work, and play.

Develop an expanded
downtown with additional
buildings and mixed use.

CDD The Delta Pointe Project was approved and
began plan check for construction.

A13 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

Revitalize and draw people downtown to
live, work, and play.

Consider a park, including
programming specific to
Economic Development, from
north 2nd Street to Rose Ave.

ED
CDD
PW
Per the April 2024 City Council direction, staff will
continue to evaluate the Downtown for a park
site.

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

Revitalize and draw people downtown to
live, work, and play.

Develop or sell City-owned
properties based on community
benefit.

CMO The Delta Pointe Project was approved and
began plan check for construction.

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

Revitalize and draw people downtown to
live, work, and play.

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

CMO
PW
FIN
CDD
PD
REC
The City and Friends of the Oakley Library have
allocated/raised approximately $12.5M for a new
Library and Community Center. The City
Manager's Office prepared and issued a Notice
of Availability and Request for Proposals for the
new Library and Community Center Project.

PD/SST continues to focus on quality of life
issues and are made mindful of the changes
coming to the downtown area, such as the train
platform. The SST is aware of the key issues like
vandalism and homelessness that will need to be
focused on.

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

Revitalize and draw people downtown to
live, work, and play
Research rezoning of River
Oaks Crossing
CDD The Bridgehead Industrial Project application is
currently undergoing a CEQA analysis (EIR).

The project application includes a rezoning of the
River Oaks Crossing Specific Plan to P-1
(Planned Unit Development) District.
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

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

CDD
ED
The City partners with the County and MTC
ABAG for a 2-year technical assistant project
targeting Northern Waterfront cities to develop an
inventory of industrial land, infastructure Capacity
Analysis, web-ready ED roadmap, and tool and
template impemenation kit.

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

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

Determine viable economic uses of the
Oakley shoreline and visit other cities to see
how they attracted visitors as a destination
(e.g., new Science Center)
CDD
ED
Complete
A20 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Plan and develop Cypress Corridor
holistically with improvements and
commerce to service new development to
ease downtown traffic (e.g., grocery,
restaurants).

ED
CDD
PW
The construction of East Cypress Road
improvements is underway and anticipated to be
completed by end of 2026
A21 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

CDD Staff continues to facilitate monthly meetings
where the Planning Commission reviews projects
and receives informational updates from City
staff and outside agencies.

A22 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

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

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

CDD The Planning Division will be initiating the
Housing Element Rezone and amendment to the
Affordable Housing Overlay District this fiscal
year. New Planning Commissioners attend
Planning Commissioner's Academy upon
appointment.
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A23 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

Enforce codes consistently in all districts to
create consistent standard to code
enforcement by using a combination of
reactive and proactive code enforcement
CDD Ongoing. New Planning Commissioners attend
Planning Commissioner's Academy upon
appointment.

A24 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

Enforce codes consistently in all districts to
create consistent standard to code
enforcement by using a combination of
reactive and proactive code enforcement
Maintain code enforcement
officers and provide proper
training
CDD The Code Enforcement Officer and Technicians
continue to attend training each year to keep
Staff's knowledge and skills up to date.

A25 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

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

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

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

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

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

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

CDD
PW
The City uses tools such as Envision Oakley to
receive public input on special projects, which is
then forwarded to the City Council for
consideration during work sessions.

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

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A29 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Enhance Environmental Stewardship Collaborate with the water and sewer special districts to maximize the
distribution and use of recycled water
CDD
PW
Staff continues to stay engaged with Ironhouse
Sanitary District (ISD) and Diablo Water District
to review projects and to encourage the districts
to install recycled water infrastructure. Staff
meets with and is building relationships with new
ISD Staff.

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

CDD
PW
The City's Climate Action Plan is scheduled for
Planning Commission and City Council public
hearings to consider recommendation of adoption
and adoption, respectively, in FY 24-25 Q4.

A31 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Enhance Environmental Stewardship Explore and report on green energy opportunities.

Solar at City facilities PW The City Hall Solar Roof project was completed in FY 23-24.

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

Expansion of City's EV
Charging Program
PW The City has constructed all EV charging stations
that have been planned and more EV Charging
stations will be constructed when the new Library
gets constructed.

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

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

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

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A35 Community and
Economic
Development Goal
Strategic and
Thoughtful
Growth
Enhance Environmental Stewardship Implement energy, air quality, and greenhouse gas emissions goals within the
Oakley General Plan, including the adoption
and implementation of a Climate Action Plan
by 2025 that complies with State greenhouse
gas reduction targets.

CDD
PW
The Climate Action Plan is underway.

Anticipated adoption in May 2025.

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

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

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

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

ED Complete
A39 Community and
Economic
Development Goal
BusinessFriendlyResearch other “like cities” to develop a Strategic Business Outreach Plan.

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

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

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

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

Develop a Property Utilization Plan on Cityowned properties to maximize the City’s potential return on investment
ED Complete
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Strategic Plan 2022-2027+ Objectives Dashboard
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A42 Community and
Economic
Development Goal
BusinessFriendlyBolster and support existing businesses through the use of financial and funding
incentives such as business low-interest
loans, grant funding, ARPA funding, and
promote “buy local” incentives.

ED Launched and closed the 1st and 2nd Small
Business Grant Program and initiated the 3rd
cohort in September 2024. The Facade
Improvement Program has awarded grants to 7
businesses and continues to support 9 applicants
with architectural consultations and permit
assistance. A variety of potential financial options
were presented to the Council.

A43 Community and
Economic
Development Goal
BusinessFriendlyShowcase businesses through active
engagement and outreach (e.g., social
media, storefronts images, local business
newsletter with coupon book included)
ED
REC
The 2025 Coupon Book was published. We are
actively engaging with small businesses through
our Recreation social media platforms, promoting
our programs and local events through all our
social media platforms, and advertising financial
assistance opportunities in partnership with the
Chamber of Commerce.

A44 Community and
Economic
Development Goal
BusinessFriendlyContinue to streamline business license fee/permits
FIN
PW
CDD
Ongoing effort that will be optimized with the new
Tyler Munis Platform, with an expected
completion of Summer 2025. Go-Live for
Permitting and Licensing anticipated in
October/November 2025.

A45 Community and
Economic
Development Goal
BusinessFriendlyBeautify Oakley’s streetscapes, parks, and business facades to attract and retain
businesses and their customers
PW Complete
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A46 Community and
Economic
Development Goal
Local
Employment
Capitalize on Logistics Center and strategize
with developers and surrounding property
owners to create job opportunities.

CDD
ED
The Bridgehead Industrial project application is
currently undergoing a CEQA analysis (EIR).

The Draft EIR is expected to be made available
for public comments in FY 24-25 Q4 with
entitlements hearings following in FY 25-26 Q1.

The project application includes a rezoning of the
River Oaks Crossing Specific Plan to P-1
(Planned Unit Development) District. In addition,
the approved Towne Place Suite hotel project
(located north of Wedny's and Dutch Bros.)
received an extension to their entitlements in FY
24-25 Q3.

A47 Community and
Economic
Development Goal
Local
Employment
Create employer-employee partnerships to
reduce State’s regulations on vehicle miles
traveled (VMT) and complement our existing
housing (Logistics Center development).

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

CMO The 1st Draft of the 2025 Emergency Operations
Plan is complete and being reviewed by
stakeholders.

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

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

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

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

CMO Staff trainings will be scheduled mid-2025 after
the adoption of the updated Emergency
Operations Plan; the City's Emergency
Operations Coordinator attends quarterly City
Emergency Management meetings coordinated
by the County Office of Emergency Services.
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
B4 Community Health
and Safety
Safe Streets Create an Emergency Disaster & Response
Plan including resiliency resources.

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

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

Implement training, communicate broadly,
and seek grants for implementation
CMO Trainings will be scheduled mid-2025 after the
adoption of the updated Emergency Operations
Plan; the City's legislative advocacy and grants
consultant is actively looking for emergency
preparedness funding.

B6 Community Health
and Safety
Safe Streets Create an Emergency Disaster & Response
Plan including resiliency resources.

Modernize the Oakley Emergency
Operations Center (EOC).

CMO The City's City's legislative advocacy and grants
consultant is actively looking for funding to
modernize the Emergency Operations Center.

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

PD
PW
CMO
PD continues to keep a close eye on this issue.

The Special Operations sergeant is involved with
the communication chain regarding the
development of widening E. Cypress Road and
communicates key information to officers.

B8 Community Health
and Safety
Safe Streets Address streets and main arteries
vulnerable to fire, flood, and traffic hazards
with improving infrastructure and evacuation
plans to provide for safe passage for people
including emergency responders.

East Cypress Corridor Specific Plan Area PW East Cypress Road corridor infrastructure improvement projects are currently underway and
anticipated to be completed by the end of 2026 in
response to the emergency access and health
and safety of the public in far East Oakley.

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

Main Street – improve areas to their full
right-of-way
PW Complete
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
B10 Community Health
and Safety
Safe Streets Address streets and main arteries
vulnerable to fire, flood, and traffic hazards
with improving infrastructure and evacuation
plans to provide for safe passage for people
including emergency responders.

Complete Laurel Road, including
widening to its full width, and the
extension and over-crossing over the
railroad track to Sellers Avenue
PW The Right of Way acquisition process is
underway while grant funding options will be
explored for the extension of Laurel Road to
Sellers Avenue in coming years.

B11 Community Health
and Safety
Safe Streets Explore improving lighting for safety PW the City makes improvements where we can based on projects and community need.

B12 Community Health
and Safety
Safe Streets Align police resources with City’s growth. PD PD has 2 recruits in the academy.

Traffic/Investigations remain fully staffed. SST
staffing has been realigned to only two officers so
it is now 100% staffed. A Junior High School
SRO is now actively working in the schools.

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

PD
HR
PD is still authorized for 42 sworn members. PD
currently has 38 healthy sworn officers working, 1
officer on a long term injury and 2 recruits in the
academy.

B14 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Streamline and civilianize where appropriate (i.e., admin, budget/finance,
records, property, fleet management, etc.).

PD
HR
Complete
B15 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Improve and invest in technology. PD PD now has active MOUs with HSI and USSS giving us access to specialized investigative
resources.

B16 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Improve and invest in technology. Map accident scenes to open roads quicker
PD Complete
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
B17 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Improve and invest in technology. Research red light cameras to supplement sworn enforcement
officers.

PD PD will not be pursuing further red light camera
endeavors- this component is complete.

B18 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Improve and invest in technology. Create a larger “cyber shield” over the City via a robust
camera program
PD PD continues to maintain service contracts with
FLOCK and Vigilant for ALPR services and we
have taken measures to have more live video
feeds transmitted into the PD work spaces.

B19 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Establish strong neighborhood watch programs, including National Night
Out, and maintain close communication
between the neighborhoods, the City
Council, Oakley Police, and City Hall
PD PD continues to engage in neighborhood watch
consultations, maintain a robust National Night
Out program, and enjoys a healthy social media
presence/interaction with the community.

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

PD PD continues to share resources with
neighboring agencies, primarily in the form of
traffic (COCOMO), drone operators and 3D
scanner technology. PD is currently in an MOU
with Antioch PD to provide intermittent
specialized proactive patrols via our SST.

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

PD PD determined the person who was interested in
restarting CERT is no longer interested. PD is
seeking other interested members.

B22 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Dedicate traffic enforcement team to improve traffic safety
PD The PD Traffic Unit remains fully staffed with 3
officers and 1 sergeant. In 2024 the Traffic Unit
increased citations by 263% over 2023.

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

PD The PD Traffic Unit remains fully staffed with 3
officers and 1 sergeant. In 2024 the Traffic Unit
increased citations by 263% over 2023, which
contributed to a 7% decrease in the total number
of traffic collisions.
12 581
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
B24 Community Health
and Safety
Safe Streets Prioritize road improvements and provide
robust enforcement to manage traffic, given
accidents are the #1 safety challenge.

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

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

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

PD
PW
Ongoing
B26 Community Health
and Safety
Safe Streets Promote Safe Pedestrian and Bike Routes. PD Ongoing B27 Community Health
and Safety
Safe Streets Promote Safe Pedestrian and Bike Routes. Collaborate with School Districts to apply for State and Federal grants to create safer and
more accessible connectivity
PD Ongoing
B28 Community Health
and Safety
Safe Streets Promote Safe Pedestrian and Bike Routes. Improve trail connectivity to provide pedestrians and cyclists safe passage.

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

B29 Community Health
and Safety
Safe and
Healthy
Neighborhoods
Rejuvenate our downtown and residential
and business developments to discourage
blight through beautification and
development of standards for commercial
code enforcement
CDD
ED
Complete
B30 Community Health
and Safety
Safe and
Healthy
Neighborhoods
Promote community service opportunities to
build the community and beautify Oakley
ALL The City held its first annual Day of Service on
April 12, 2025.

B31 Community Health
and Safety
Safe and
Healthy
Neighborhoods
Implement Phase 2 of the Recreation Center FIN
PW
REC
Staff will work with our grant writers to seek grant
funding opportunities for this project.
13 582
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
B32 Community Health
and Safety
Safe and
Healthy
Neighborhoods
Connect and promote the County and
Non-Governmental Organizations (NGOs)
resources available to assist our vulnerable
populations (e.g., unhoused persons, people
seeking mental health assistance, Veterans
services).

CDD
REC
PD
CMO
Ongoing effort by PD as it relates to homeless
issues.

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

Educate and promote use of 211 for
essential community services.

REC
CMO
Ongoing social media posts; Staff invited the
CSN/I&R Supervisor for the Contra Costa Crisis
Center, which runs the County's 211 services to
make a 4th quarter presentation at a City Council
meeting on services.

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

Initiate and partner with other agencies to
create regional support to provide services
to help unhoused persons
CMO Continue to bring awareness to the Countywide
effort to support and promote the A3 crisis
response.

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

PW
CDD
REC
The City maintains 38 (and growing) public parks
at the highest standards.

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

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

PW
CDD
REC
The site of the prospective park is owned by
private owners and any changes will be
contingent upon their development plans.

C3 Parks and Open
Space
Parks and Public
Areas
Upgrade and develop parks and open space
for diverse interests and expanded
underserved areas to reinvigorate “play” in
Oakley.

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

PW
CMO
FIN
The Master Planning of the Oakley Regional
Park is complete and staff is pursuing grant
opportunities to implement the Master Plan.
14 583
Strategic Plan 2022-2027+ Objectives Dashboard
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
C4 Parks and Open
Space
Parks and Public
Areas
Upgrade and develop parks and open space
for diverse interests and expanded
underserved areas to reinvigorate “play” in
Oakley.

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

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

ALL Economic Development marketing efforts are
ongoing and staff and the City's grant consultants
continue to look for grant funds to develop the 55-
acre park.

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

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

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

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

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

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

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

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

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

Complete Phase 2 of Oakley’s Recreation
Center to encourage indoor sports, Camp
Room, and Teen Room for classes
FIN
PW
REC
Dependent on funding being secured
15 584
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
C10 Parks and Open
Space
Programs and
Recreation
Upgrade parks and open space to be
accessible and attract the many interests of
our diverse residents and visitors and
provide access for all.

Continue to offer special events and
streamline the process for community
groups to host events that create a sense of
Oakley community and showcase the
importance of families, youth, seniors, and
Veterans
REC
PW
CDD
Staff continues to look for new ways to engage
the community through special events.

C11 Parks and Open
Space
Programs and
Recreation
Upgrade parks and open space to be
accessible and attract the many interests of
our diverse residents and visitors and
provide access for all.

Promote Oakley’s events and recreation and
differentiate our offerings from adjacent
cities
REC Staff continues to look for events that makes
Oakley unique.

D1 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.

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

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

PD + Others The City held its first annual Day of Service on April 12, 2025. The City also shares Friends of
Marsh Creek cleanup events in the e-newsletter,
continues to invite community non-profits to all
City events and hosts preschool and elementary
school visits to the PD and Council Chambers.

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

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

CMO The City Manager has held two monthly
Neighborhood Committee meetings.

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

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

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

CMO The PIO posts all City Council and Planning
Commission agendas on the City's social media
and in the weekly electronic newsletter, and
includes City and community meetings and
events notices in the Oakley Outreach newsletter
and the City's electronic message board(s).
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Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
D5 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.

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

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

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

ALL Ongoing
D7 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Increase Oakley’s communication through
outward-facing media, social media
platforms, and website.

REC
CMO
Recreation staff and the PIO regularly post
events, classes, and public information on all of
the City's social media platforms and YouTube
channel, utilize Constant Contact campaigns and
the Oakley Outreach e-news. The City launched
a new website on February 12, 2025.

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

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

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

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

CMO
ALL
Ongoing; the City published its second annual
report in January 2025.
17 586
Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
D10 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Increase Oakley’s communication through
outward-facing media, social media
platforms, and website.

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

REC
CMO
Complete; the new website went live in February
2025.

D11 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Communicate and uphold the City’s
information systems to reinforce
transparency and access to build trust.

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

CMO The City Manager has held 2 monthly
Neighborhood Committee meetings. The City will
offer the Leadership Academy in Fall 2025.

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

D14 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
Diablo Water District CMO Efforts to stay in touch and communicate with the Agencies and Districts we do business with are
ongoing. The PIO continues to send out a weekly
email request that includes the school, water, and
sanitary districts for community information to
include in the Oakley Outreach e-newsletters.
18 587
Strategic Plan 2022-2027+ Objectives Dashboard
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

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

D16 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
Ironhouse Sanitary District CMO Efforts to stay in touch and communicate with the Agencies and Districts we do business with are
ongoing. The PIO continues to send out a weekly
email request that includes the school, water, and
sanitary districts for community information to
include in the Oakley Outreach e-newsletters.

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

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

D18 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
Mt. Diablo Resource and Recovery (MDRR) CMO Staff works with Mt. Diablo Resource Recovery to advertise events and conduct resident
outreach. The City Council held a work session
with Mt. Diablo Resource Recovery in February
2025.
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Strategic Plan 2022-2027+ Objectives Dashboard
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
D19 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
CONFIRE CMO The PIO includes ConFire's PIO in the weekly requests for information for the Oakley Outreach
e-newsletter. A ConFire update was provided to
the City Council on August 13, 2024. The City
Council and staff were invited to the E. Cypress
station's new engine event in October 2024.

D20 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
School District CMO Ongoing
D21 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
School District Explore joint-use opportunities
to optimally partner with
elementary and high school
(e.g., satellite classrooms and
recreation, library).

CMO Complete
D22 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
School District Re-visit agreements with shared
facilities and public access
CMO Complete
20 589
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
D23 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
County/Region/State CMO The CM meets monthly with the General Manager's of the water and sewer districts as
well as quarterly with the other 3 Delta-centered
cities and the County. The City has maintained
communication with the CCCFPD.

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

CMO
PD
The Assistant City Manager attends monthly
Multi-Agency Coordination Meetings facilitated by
the County Office of Emergency Services for all
cities, special districts, and other agencies within
the County as well as the quarterly City
Emergency Management meetings. City staff
finalized the Countywide Local Hazard Mitigation
Plan, which was adopted by the City Council and
approved by FEMA in April 2025.

D25 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
County/Region/State Discuss Regional Park
interests.

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

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

CC The City Council gets regular updates from
executives who represent the various special
districts and agencies in which we work and
partner with. Assemblywoman Wilson held a AD
11 Day in Council Chambers on April 25, 2025
21 590
Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
D27 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
NGOs CMO Staff partnered with the Friends of the Oakley Library, the Rotary Club of Oakley, the Contra
Costa County Library team, Supervisor Burgis'
team, the Veterans of Oakley, and the Oakley
Senior Citizens with two Councilmembers as part
of the Library & Community Center
subcommittee. The Assistant City Manager
created a brochure for the Oakley Senior
Citizens. The City Manager and Assistant
Manager discussed NGO capacity building with
the East Contra Costa STRONG Collaborative
Fund.

D28 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
NGOs Partner with Rotary, Friends of
Oakley, Kiwanis, Oakley Delta
Lions Club, Oakley Seniors
Club, Veterans of Oakley,
Masonic Lodge and Concordant
Bodies, Friends of the Oakley
Library
CMO Staff partnered with the Friends of the Oakley
Library, the Rotary Club of Oakley, the Veterans
of Oakley, and the Oakley Senior Citizens with
two Councilmembers as part of the Library &
Community Center subcommittee. The PIO posts
Lions Club events on the City Hall marquee when
submitted.

D29 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
NGOs Consider creating a Sister City ED This is an ongoing effort. 22 591
Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

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

FIN This is an ongoing effort. Staff presented the this during the budget presentation in June and will
update again in February with a mid year review.

Staff will continue to provide updates 2 times per
year as well as any updates as needed if things
change significantly.

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

Provide training related to community
facility districts to educate the public
regarding the various types of
assessments, which are not all taxes
FIN
PW
This is provided each fiscal year.

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

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

FIN Budget education is ongoing. The FY 2025/26
budget will be completed using our new financial
software. Staff implemened a budget retreat on
April 15, 2025 which made the budget process
more of a collaboration between staff and
council.

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

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

FIN Complete
23 592
Strategic Plan 2022-2027+ Objectives Dashboard
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
E5 Finance and Fiscal
Responsibility
N/A Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.

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

PW The Public Works Team collaborates with
neighboring cities on project biddings and
construction work.

E6 Finance and Fiscal
Responsibility
N/A Determine how the City will leverage its
strong financial position with development
revenues and ARPA Covid Relief money
($10M).

FIN ARPA funding has been fully allocated and will
be spent in advance of the December 2026
deadline.

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

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

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

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

FIN The City went live on the new EERP software as
of July of 2024 for Financials and went live in
January of 2025 for HR/Payroll. The new
functionality of the software will help us to
improve transparency and public access.

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

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

CMO East Cypress Road corridor infrastructure
improvement projects are currently underway and
with ECCRFA funding secured by Staff for Phase
3, the project is anticipated to be completed by
2026 in response to the emergency access and
health and safety of the public in far East Oakley.

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

Complete a feasibility study pertaining
to broadband services and free Wi-Fi
throughout the City
ED Ongoing
24 593
Strategic Plan 2022-2027+ Objectives Dashboard
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
E11 Finance and Fiscal
Responsibility
N/A Determine how the City will leverage its
strong financial position with development
revenues and ARPA Covid Relief money
($10M).

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

REC Complete
E12 Finance and Fiscal
Responsibility
N/A Develop a sustainable financial plan that will
identify opportunities for less dependency on
property taxes while maintaining the quality
of life that residents and businesses expect.

CDD
ED
Safeway and other pads within the shopping
center are under construction and users have
been idenitifed. Construction has also started on
the Gas Station and Convenience Store on the
Emerson commercial site.

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

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

ED This is an ongoing effort, as outlined in the 2023
ED Work Plan. The City is consistently reaching
out and cultivating the relations with brokers,
corporations, and developers to boost sales tax
revenue and create jobs. We will be conducting
further research to develop sustainable financial
plans and explore additional options.

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

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

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

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

E16 Finance and Fiscal
Responsibility
N/A Align infrastructure spending and long-term
growth so we can plan beyond two years to
improve streets and parks and provide for
long-term maintenance
PW Complete
25 594
Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
E17 Finance and Fiscal
Responsibility
N/A Align infrastructure spending and long-term
growth so we can plan beyond two years to
improve streets and parks and provide for
long-term maintenance
Create an internal services fund for
facilities maintenance and improvements.

FIN This is in process for the FY 2025/26 budget
cycle.

E18 Finance and Fiscal
Responsibility
N/A Align infrastructure spending and long-term
growth so we can plan beyond two years to
improve streets and parks and provide for
long-term maintenance
Establish a minimum baseline for General
Fund contributions for street maintenance
and improvements and include a growth
factor in the recurring operating transfers
budget each year.

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

FIN
ALL
See responses to subobjectives below.

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

Service for public-business license
applications/other applications
FIN Community Development is in the process of
implementing new software for planning and
licensing. When this is implemeneted in October
2025, the public will be able to access business
licensing online.

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

Financial modeling and finance/budget
balancing
FIN Staff continues to learn the new EERP software
and continues to provide updates as they are
available.

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

Public safety and roads PD
PW
Ongoing
E23 Finance and Fiscal
Responsibility
N/A Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:

Customer-Friendly access to the City’s
financial reporting information and to
allow easier transactions without the need
for customers to come to City Hall
FIN
ALL
Staff continues to learn the new EERP software
and continues to provide updates as they are
available.
26 595
Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
E24 Finance and Fiscal
Responsibility
N/A Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:

Infrastructure and asset management PW
FIN
Asset Management will be part of the software
conversion. This is not scheduled until the end of
Fiscal year 2025 and beginning of FY 2026
E25 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
FIN Complete
E26 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Continue to receive third party
professional acknowledgment of our City’s
financial practices:

FIN Ongoing
E27 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Continue to receive third party
professional acknowledgment of our City’s
financial practices:

Continue to present, apply for,
and receive the Government
Finance Officers’ Association
Award on the City’s Annual
Comprehensive Financial
Report
FIN The City of Oakley received the GFOA ACFR
award in FY 2023/2024 and will apply for the
2024/2025 fiscal year in December 2025.

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

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

FIN The City of Oakley received for the CSMFO
Budget Award for FY 2024/2025 Budget. and will
apply again for the FY 2025/26 Budget.

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

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

E30 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Consider how to include performance audits
in the City’s budget to provide accountability
for performance and compliance
FIN Staff continues to refine the performance
measures in the annual budget.
27 596
Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
E31 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Maintain 10-year budget forecast to be
updated with each annual budget
FIN Staff continues to look to the future with every
financial obligation that is considered. The 10
year plan is reviewed anytime an ongoing cost is
recommended to ensure our future remains
fiscally sound. The 10 year plan is presented
each year to the City Council with the annual
budget.

E32 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Establish a 30% General Fund Reserve
Policy to protect the City’s operations
from a sudden drop in property tax and
development-related revenues
FIN Complete
E33 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Establish a formal policy for the restrictions
on and allowed uses of funds in the 30%
General Fund Reserve Policy
FIN Staff will bring a formal policy in FY 2025/26
E34 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Consider separating out the Capital
Improvement Project (CIP) budget from
the general operational budget.

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

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

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

HR Ongoing
28 597
Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
F2 Sustainable
Organization
N/A Create a Recruitment and Retention Plan
that will hire and retain staff to serve
Oakley’s growing demands and sustain the
level of service our residents and
businesses expect.

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

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

Provide appropriate training and
professional development to keep up with
regulatory requirements and skill sets to
maintain the City
ALL Ongoing
F4 Sustainable
Organization
N/A Create a Recruitment and Retention Plan
that will hire and retain staff to serve
Oakley’s growing demands and sustain the
level of service our residents and
businesses expect.

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

HR
PD
Ongoing
F5 Sustainable
Organization
N/A Create a Recruitment and Retention Plan
that will hire and retain staff to serve
Oakley’s growing demands and sustain the
level of service our residents and
businesses expect.

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

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

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

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

ALL Ongoing
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Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
F7 Sustainable
Organization
N/A Create a Recruitment and Retention Plan
that will hire and retain staff to serve
Oakley’s growing demands and sustain the
level of service our residents and
businesses expect.

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

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

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

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

HR This is an ongoing effort to continually look for
ways to keep staff morale high. The City
Manager's Office surveyed staff in March 2025
and will address responses throughout the year.

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

ALL Ongoing
F10 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.

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

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

Upgrade IT services to include new
computer systems and more efficient
IT response to computer and technical
issues to ensure projects can be
delivered efficiently
CMO The City implemented cybersecurity measures
that are ongoing, has installed a new firewall and
SAN, and continues to utilize the helpdesk
ticketing system. The IT Division converted the
City's telephone and internet service to a new
provider and executed a citywide copier lease.

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

Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.

HR Succession Planning and training will be an
ongoing process that we continue to strive for.
30 599
Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
F13 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.

Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.

Grant writer to identify State and
Federal grants to support
Oakley
CMO The City utilizes a contract grant writer and
lobbyist.

F14 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.

Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.

Parks & Recreation staff to
keep up with demands of new
parks and recreational
programming
PW
REC
Staff continues to look for ways to grow our
recreational offerings to the community. The new
Studio 55 aging services kicked off on May 1,
2025.

F15 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.

Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.

Public Works staff to keep up
with demands of new housing,
parks and infrastructure
development and maintenance.

PW Ongoing
F16 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.

Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.

Police to keep up with growing
safety needs
PD PD is actively recruiting and seeking qualified
candidates. PD currently has 2 recruits in the
basic academy.

F17 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.

Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.

Other needs as determined ALL Ongoing, Staffing levels always varry but the City is running at a 2% vacancy rate.
31 600
Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
F18 Sustainable
Organization
N/A Create a City-wide Succession Plan that
anticipates retirement, attrition, and
promotions, and provides opportunity for
development and growth, to build a wellrounded team that is prepared to serve the City now and well into its future.

HR
ALL
Succession Planning and training will be an
ongoing process that the City continues to strive
for.

F19 Sustainable
Organization
N/A Reinforce a safe and healthy work
environment to protect our employees and
minimize compensation claims.

HR
PD
Staff is always looking for ways to promote
employee wellness. HR works hard to have a
monthly event that employees can participate in.

F20 Sustainable
Organization
N/A Establish trust in City Hall. Reinforce the investment of our revitalized staff and Council and create measurable
partnerships among the trio of Council, staff,
and the community to deliver on Oakley’s cocreated SP27+.

CMO Ongoing; the City's Leadership Team cooked and
served breakfast to the Day of Service volunteers
and the Public Works team managed the
volunteers at the project sites.

F21 Sustainable
Organization
N/A Establish trust in City Hall. In order to recruit and retain staff, Oakley must improve its public-private
partnership and live its established values to
attract residents, businesses, and
employees alike.

ALL Ongoing
F22 Sustainable
Organization
N/A Establish trust in City Hall. Reinforce Team Oakley: Council, staff, and the public by celebrating successes and
communicating obstacles for full
transparency to create a learning
environment.

ALL Ongoing
F23 Sustainable
Organization
N/A Establish trust in City Hall. Inspire and encourage Oakley staff to be visible and work with the community
at large.

ALL Ongoing
32 601
Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives Assigned Dept(s)
FY 24-25 (Through 3rd Quarter)
Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
F24 Sustainable
Organization
N/A Establish trust in City Hall. Acknowledge roles and responsibilities per the City’s Governance Guidelines &
Protocols Policy Framework to guide the
execution of the Strategic Plan.

ALL Ongoing
33 602

PLAY WORK LIVE
City of Oakley

STRATEGIC
PLAN
2022—2027+
Adopted April 2022
603
Contents
Oakley’s History...........................................................................2 Mission, Vision, and Values .....................................................4 Goals and Priority Objectives .................................................6 Community and Economic Development Goal...............8 Community Health & Safety Goal..................................... 12 Parks and Open Space Goal................................................. 14 Finance and Fiscal Responsibility Goal ............................ 18 Sustainable Organization Goal ........................................... 20 Team Oakley: Partnering for Success................................ 22 604
Oakley has a vision for its future: Action. For the 5-year Strategic Plan 2027+ (SP27+), the City engaged many diverse community voices to explore who we are, who we want to be, and where we want to go. This process resulted in a clear mission, inspiring vision, redefined values, and a path forward. Now, more than ever, we recognize and celebrate the history, uniqueness, and future potential of our Delta city.

This time in the City’s history is filled with excitement, growth, and so much possibility. SP27+ provides us with a long-term framework to provide exceptional service to residents and businesses while capitalizing on the shoreline to enhance the overall quality of the area for both visitors and businesses, investing in people and technological advances for organizational sustainability, and leveraging recent successes, like the Logistics Center, that can provide regional jobs and associated economic activity and investment. The SP27+ gives us focus and keeps our priorities centered around what matters most to our engaged residents, businesses, and partners.

As one community oriented around action, we collectively set our sights on strategic and thoughtful growth, safe and healthy neighborhoods, vibrant open spaces, collaborative engaged partnerships, and a sustainable organization that will benefit current and future residents and businesses. These goals will be realized through our collective values, to set our PATH forward: Promoting fair and equitable stewardship of our community, Advocating for a collaborative environment, demonstrating Transparency for accountability, and leading with Honesty and integrity. Together we can cultivate an inclusive and vibrant City where we live in a safe community, work together, and play in our backyard.

We look forward to working with you as we take action toward creating a resilient future that fosters and attracts a vibrant and evolving community that welcomes and values all people.

Randy Pope Joshua McMurray
Mayor City Manager
Mayor Randy Pope
Joshua McMurray
605
City of Oakley 2 Strategic Plan 2022–2027+
1860 1870 1880 1890 1900 1910 1920
1860
Farmers settled in the
Oakley area
1889
Almond Growers
Association of East Contra
Costa County formed
1913
First library established
Oakley Women’s Club founded
1900
Santa Fe Railroad first train
1898
First Postmaster appointed
1915
Vineyards developed
1924
Fire struck
Oakley, burning
most of the
businesses in
town
1905
Oakley Hotel built
First annual Oakley Jack Rabbit Bar-b-que
Oakley’s History
Officially incorporated on July 1,
1999, Oakley is the 11th newest city
in California. Oakley is one of the last
pioneer communities established inland from
California’s great coastal centers. Located
beyond the extensive San Francisco Bay, the
area was historically known as a railroad town
along the Santa Fe railroad line and became
San Francisco’s easternmost frontier for
agricultural production in the 1960s.

Early landholders in the 1860s, including Fred
Babbe, Andrew Walker, Samuel Sellers, James
O’Hara, Edward Emerson, and Benjamin F.

Porter, all grew vegetables, fruits, and grains
for the San Francisco Market.
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City of Oakley 3 Strategic Plan 2022–2027+
1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 2030
1945
Oakley Sanitary District formed
1947
Oakley Observer established
1949
Oakley Observer renamed East Contra Costa Observer
1928
Levee break north of town
flooded 2.5 sq. miles
1950
First shopping center
Chamber of Commerce founded
2009
First Harvest Festival
2020
Contra Costa Logistics
Center broke ground
2022
General Plan
updated and
Strategic Plan
adopted
2010–2021
~2,600 new single
family homes
constructed
2012
First all-abilities playground
2014
Oakley Veterens
Memorial opened
2016
City Police department formed
2019
Recreation Center opened
1986
Miwok skeletons found
in Big Break area
1996
Freedom High School opened
1999
The City of Oakley
incorporated
1930
Fire struck downtown
1955
Water treatment plant
opened
From the early 1900s through the 1960s,
Oakley was a very self-sufficient town as
it supported an automotive and farm
equipment dealership, a hotel, four schools,
several grocery stores, movie theaters,
restaurants, and bars. The Atchison, Topeka,
and Santa Fe railroad – also known as one
of the larger railroads in the United States in
the 1900s – stopped in Oakley morning and
night, allowing easy transport to Stockton for
more expanded shopping opportunities and
cultural enrichment. Transformation of Oakley
from an exclusively agricultural community
to a bedroom community supporting an
industrial waterfront caused community
changes in the late 1950s.

In 1898, a native of Ohio and Civil War
veteran Randolph Marsh bought 12 acres
in the northwest quarter of Section 25 of
eastern Contra Costa that became Oakley
Township, and the streets, Main, Acme,
Ruby, Star, and Home, so christened by
Marsh, recall his name today. During the
same period, Mary O’Hara, wife of Oakley
pioneer James O’Hara, became the first
president of the Ladies Improvement Club,
which was later known as Oakley Women’s
Club, established one of the first free
libraries in Contra Costa County.

Today, Oakley has blossomed into a
growing suburban community
of planned business and commercial
development, landscaped parks, shopping
centers, and abundant leisure opportunities,
including excellent fishing and recreational
boating opportunities along the Delta.
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City of Oakley 4 Strategic Plan 2022–2027+
Mission, Vision, and Values
As part of the SP27+ community process, the City’s Mission, Vision, and Values reflect our mission to grow with purposeful intent while embracing our diverse and vibrant communities who choose to build their lives and livelihoods in Oakley’s Delta heartland. In recognition that the City is under new leadership and that our community has almost doubled in size, the City is committed to a PATH forward to create a better Oakley today while anticipating who Oakley is becoming. Although the City is still young we are advancing to meet the planned growth that was set almost 25 years ago. The SP27+ revisits what is important to the diverse communities and recalibrates the City’s collective priorities while not losing sight of what binds us together through our core values. We encourage every citizen, business, and visitor to support our Mission, enliven our Vision, and promote our Core Values to realize a City where anyone can choose to Live, Work, and Play.

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

Vision
The City of Oakley celebrates our
unique Delta lifestyle and small-town
feel where we Live in a safe dynamic
community, Work together to build the
future, and Play in our own backyard.
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City of Oakley 5 Strategic Plan 2022–2027+
Core Values
Our values guide us on a PATH to where we want to Live, Work, and Play in the heart of the Delta.

Promote fair and equitable stewardship for the welfare of our diverse individuals that comprise our inclusive community.

Advocate a professional and family-friendly environment where Council, Staff, and the Public can envision and realize the City’s future together with a recognition of our shared commitments and opportunities.

Transparency is how we will create accountable partnerships to cultivate communication and collaboration to engage our thriving community.

Honesty and integrity are the foundation for building trust and fostering teamwork to live our mission and vision.

Our values
guide us on a
PATH to where
we want to
Live, Work,
and Play in the
heart of the
Delta.

OAKLEY
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City of Oakley 6 Strategic Plan 2022–2027+
Goals and Priority Objectives
Throughout the SP27+ process, it was broadly acknowledged that the City is growing fast since its incorporation in 1999. With the population doubling in almost 2 decades the City is well positioned to design its future and take advantage of its home-town position on the edge of the Delta. With input from more than 400 community members, it is recognized that Oakley is converging from a rural farm town to a central location that can provide and serve local and regional jobs while providing a safe and vibrant community. More than 69 percent of the community said that Oakley was a good to excellent place to live based on its access to schools and regional jobs, its safe hometown feel, and abundant parks and active community events. But with rapid growth also comes challenges and the community participation helped to steer the SP27+ in the direction of addressing key stressors in order to keep us on the path where Oakley residents, businesses, and visitors can Live, Work, and Play in the heart of the Delta. Primarily participants asked for the City to create more access to shopping, groceries, and jobs while balancing housing with infrastructure demands to manage traffic congestion and public safety.

The SP27+ Goals and Priority Objectives were developed with no implication of hierarchy of importance and outlined in the following sections. It also should be recognized that some goals will be launched in tandem and some may not be launched for years to come based on shifting circumstances and priorities. What is critical is that the City has a vision and plan that allows Council and Staff to weigh priorities and measure them purposefully while respecting investments made for both short- and long-term gains. The joint commitment of the Council and Staff is to move the City’s goals forward and achieve alignment based on purposeful communication to partner for informed decision-making to advance progress. 610
City of Oakley 7 Strategic Plan 2022–2027+
The City’s goals, illustrated below, will be accomplished through priority objectives that will be measured, evaluated, and prioritized though the annual budgeting process to realize and advance the City’s potential.

Community
and Economic
Development
Community
Health
and Safety
Parks and
Open Space
Community
and Collaborative
Partnerships
Finance and
Fiscal
Responsibility
Sustainable
Organization
Strategic and
Thoughtful
Growth
Business-Friendly
Environment
Local Jobs
Safe Streets
Healthy
Neighborhoods
and Community
Resources
Parks and
Public Areas
Programs and
Recreation
Community
Outreach and
Engagement
Collaborative
Partnerships
Oakley’s Goals
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City of Oakley 8 Strategic Plan 2022–2027+
Community and Economic Development Goal
The City of Oakley will inspire and encourage Community & Economic Development through strategic and thoughtful growth, a business-friendly environment, and local employment opportunities. ◦ Seek, in conjunction with the community,
sustainable economic opportunities to
attract businesses and create jobs, while
being sensitive to the types of businesses
the community needs and wants.
◦ Prioritize planning by targeting new
businesses that align with Oakley’s vision.
• Provide affordable housing sites that meet
our legislated Regional Housing Needs
Allocation (RHNA).
• Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.
◦ Encourage quality, sustainable growth--
housing with business and requisite road
infrastructure and sidewalks to support
pedestrian and bicyclist movement.
◦ Leverage the train platform that will offer
better access for Downtown programming.
◦ Create better streetscapes that can
promote traffic calming.

Strategic and Thoughtful Growth
Sub-goal
We will strategically plan and thoughtfully
align our residential, commercial, and
industrial growth to meet our short- and
long-term vision.

Strategic and Thoughtful Growth
Objectives
• Strategically plan and pursue commerce
that meets the new service demands of
local residents and attracts customers as
a destination (e.g., grocery store, retail,
entertainment, and light industrial near
Amazon and on west end).
◦ Attract businesses that create
alternative revenue sources to property
tax through sales and business taxes
and employ our residents. The City of Oakley will strategically plan and thoughtfully align the town’s residential, commercial,
and industrial growth to meet both its short- and longterm goals. 612
City of Oakley 9 Strategic Plan 2022–2027+
◦ Consider funding elements of the
Downtown Specific Plan with American
Rescue Plan Act (ARPA) monies.
◦ Revitalize and draw people downtown to
live, work, and play.
–Develop an expanded downtown with
additional buildings and mixed use.
–Consider a park, including programming
specific to Economic Development, from
north 2nd Street to Rose Ave.
–Develop or sell City-owned properties
based on community benefit.
–Consider relocating the co-hosted City/
High School Library to a downtown
location that can be a unifying location
for Seniors, Youth, Veterans, and possible
satellite location for County services.
–Research rezoning of River Oaks Crossing
• Develop a vital Shoreline Plan to attract both
people and commerce to our waterfront.
◦ Expand marina zoning: restaurants,
recreational access, fishing tournaments,
55-acre park.
◦ Determine viable economic uses of the
Oakley shoreline and visit other cities
to see how they attracted visitors as a
destination (e.g., new Science Center).
• Plan and develop Cypress Corridor holistically
with improvements and commerce to service
new development to ease downtown traffic
(e.g., grocery, restaurants).
• Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:
◦ Update zoning to promote single and
multi-family housing, mixed use, light
industry, and commercial opportunities
and remaining residential opportunities.

Ensure that zoning considers potential
conflicts with adjacent properties that are
not compatible.
◦ Enforce codes consistently in all districts
to create consistent standard to code
enforcement by using a combination of
reactive and proactive code enforcement.
–Maintain code enforcement officers and
provide proper training.
◦ Encourage objective decision-making
versus subjective decision-making for
application approvals to meet Oakley’s
vision and economic goals by focusing on
formal plan and study outcomes.
◦ Require developer fees for proper
infrastructure (e.g., roads and parks) to
support development and growth.
◦ Communicate and build consensus through
the results of the special studies that are
commissioned to provide for the feasibility
of projects and engage the public at the
beginning of all projects to ensure project
delivery is not stunted or stopped without
defining success from all stakeholders.
• Enhance Environmental Stewardship
◦ Collaborate with the water and sewer
special districts to maximize the
distribution and use of recycled water.
◦ Explore and report on green energy
opportunities.
–Solar at City facilities
–Expansion of City’s EV Charging Program
The City of Oakley’s business-friendly environment will attract residential, commercial, and industrial partners to revitalize Oakley where people will come to Live,
Work, and Play.
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City of Oakley 10 Strategic Plan 2022–2027+
◦ Remove the allowance for non-drought
tolerant landscaping.
◦ Ensure new residential construction meets
adopted standards for energy efficiency,
including solar and power storage.
◦ Implement energy, air quality, and
greenhouse gas emissions goals within
the Oakley General Plan, including the
adoption and implementation of a Climate
Action Plan by 2025 that complies with
State greenhouse gas reduction targets.
• Complete a comprehensive update of the
City’s Zoning Code.
◦ Ensure consistency with current and future
vision for Oakley and the recently updated
Oakley General Plan.

Business-Friendly Environment
Sub-Goal
Our business-friendly environment will
attract residential, commercial, and
industrial partners to revitalize Oakley where
people will come to Live, Work, and Play.

Business-Friendly Environment
Objectives
• Research other “like cities” to develop a
Strategic Business Outreach Plan.
◦ Conduct a Stimulate Oakley Business
analysis for Oakley and compare to adjacent
cities for differentiators and opportunities.
◦ Develop a Business Vision for Oakley
that will attract and retain high-quality,
diverse commerce through incentives for
businesses including small businesses.
◦ Develop a Property Utilization Plan on
City-owned properties to maximize the
City’s potential return on investment.
• Bolster and support existing businesses
through the use of financial and funding
incentives such as business low-interest
loans, grant funding, ARPA funding, and
promote “buy local” incentives.
• Showcase businesses through active
engagement and outreach (e.g., social
media, storefronts images, local business
newsletter with coupon book included).
• Continue to streamline business license
fee/permits.
• Beautify Oakley’s streetscapes, parks, and
business facades to attract and retain
businesses and their customers.

Local Employment Opportunities
Sub-Goal
We will partner with and attract businesses
that can employ our regional workforce to
invest in local talent and expertise.

Local Employment Opportunities
Objectives
• Capitalize on Logistics Center and strategize
with developers and surrounding property
owners to create job opportunities.
• Create employer-employee partnerships to
reduce State’s regulations on vehicle miles
traveled (VMT) and complement our existing
housing (Logistics Center development).

Oakley will partner with and attract businesses that can employ our regional workforce to invest in local talent. 614
City of Oakley 11 Strategic Plan 2022
–2027+
OAKLEYWe will partner with
and attract businesses
that can employ our
regional workforce
to invest in
local talent and
expertise.
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City of Oakley 12 Strategic Plan 2022–2027+
Oakley will preserve and secure safe streets that are
welcoming to motorists, cyclists, and pedestrians.

Community Health & Safety Goal
The City of Oakley will protect our public and prioritize safe streets, healthy neighborhoods, and robust community resources to benefit our most valued assets — our people.