Safe Streets Sub-Goal
We will preserve and secure the City of
Oakley with safe streets that are welcoming
to motorists, cyclists, and pedestrians.
Safe Streets Objectives
• Create an Emergency Disaster & Response
Plan including resiliency resources.
◦ Develop a Communication Plan for
emergency responders, Public Works, the
public, and other key stakeholders.
◦ Provide and reinforce public and staff training
through regular community meetings.
◦ Ensure resiliency to power outages
(traffic controls, cellular and broadband
backup, generators).
◦ Implement training, communicate broadly,
and seek grants for implementation.
◦ Modernize the Oakley Emergency
Operations Center (EOC).
• Address streets and main arteries vulnerable
to fire, flood, and traffic hazards with
improving infrastructure and evacuation
plans to provide for safe passage for people
including emergency responders.
◦ East Cypress Corridor Specific Plan Area
◦ Main Street – improve areas to their full
right-of-way
◦ Complete Laurel Road, including
widening to its full width, and the
extension and over-crossing over the
railroad track to Sellers Avenue
• Explore improving lighting for safety.
• Align police resources with City’s growth.
◦ Develop and implement a staffing plan to
scale police personnel to City’s growing
safety needs.
◦ Streamline and civilianize where
appropriate (i.e., admin, budget/finance,
records, property, fleet management, etc.).
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City of Oakley 13 Strategic Plan 2022–2027+
◦ Improve and invest in technology.
–Map accident scenes to open roads quicker.
–Research red light cameras to supplement
sworn enforcement officers.
–Create a larger “cyber shield” over the
City via a robust camera program.
◦ Establish strong neighborhood watch
programs, including National Night
Out, and maintain close communication
between the neighborhoods, the City
Council, Oakley Police, and City Hall.
◦ Collaborate with neighboring agencies
to maximize efficiencies with shared
resources (e.g., equipment).
◦ Expand the Citizen Emergency Response
Training (CERT) program.
◦ Dedicate traffic enforcement team to
improve traffic safety.
• Prioritize road improvements and provide
robust enforcement to manage traffic, given
accidents are the #1 safety challenge.
◦ Consider road improvements such as
delineators for areas where speed is an issue.
◦ Implement traffic-calming policy and
update to new practices for increased
traffic as Oakley grows.
• Promote Safe Pedestrian and Bike Routes.
◦ Collaborate with School Districts to apply
for State and Federal grants to create safer
and more accessible connectivity.
◦ Improve trail connectivity to provide
pedestrians and cyclists safe passage.
Safe and Healthy Neighborhoods
+ Community Resources Sub-Goal
We will offer a high quality of life by
partnering with residents and businesses to
promote and maintain a safe and healthy
living and work environment with community
resources to serve our diverse community.
Safe and Healthy Neighborhoods
+ Community Resources
Objectives
• Rejuvenate our downtown and residential
and business developments to discourage
blight through beautification and
development of standards for commercial
code enforcement.
• Promote community service opportunities
to build the community and beautify Oakley.
• Implement Phase 2 of the Recreation Center.
• Connect and promote the County and
Non-Governmental Organizations (NGOs)
resources available to assist our vulnerable
populations (e.g., unhoused persons,
people seeking mental health assistance,
Veterans services).
◦ Educate and promote use of 211 for
essential community services.
◦ Initiate and partner with other agencies to
create regional support to provide services
to help unhoused persons.
Oakley will maintain close communication between the
neighborhoods the City Council, Oakley Police, and City Hall to manage traffic.
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City of Oakley 14 Strategic Plan 2022–2027+
Parks and Open Space Goal
The City of Oakley will capitalize on our greatest Delta asset where our residents, businesses, and visitors can recreate and relax.
Parks and Public Areas Sub-Goal
We will upgrade and maintain our City parks
and open spaces to be a focal point that
encourages community use and civic pride.
Parks and Public Areas Objectives
• Upgrade and develop parks and open space
for diverse interests and expanded underserved areas to reinvigorate “play” in Oakley. ◦ Envision a Downtown Park to attract
people downtown (e.g., new park parallel
to the railroad tracks with a museum and
bocce ball courts).
◦ Envision, develop, and fund Oakley’s 55-
Acre Regional Park and seek grant funding
that will compete at the State level.
–Envision Oakley as the front door
of the Delta and one of California’s
natural wonders.
–Include trail and waterway access to
attract outdoor sporting such as hiking,
kayaking, boating, and recreational
and sports fishing that would serve as
an amenity to draw homeowners and
sporting events alike.
◦ Create and maintain sporting fields (bocce,
baseball/softball, soccer, equestrian arena)
and provide shade, bathrooms, and
lighting services.
Programs and Recreation Sub-Goal
We will serve our diverse people, parks, and
programs by providing inclusive activities and
access to engage the City’s family and friends
in science, culture, sports, and creativity.
Programs and Recreation Objectives
• Upgrade parks and open space to be
accessible and attract the many interests
of our diverse residents and visitors and
provide access for all.
◦ Celebrate and promote our local history
through educational and enrichment
opportunities and consider work with
historical society.
◦ Complete Phase 2 of Oakley’s Recreation
Center to encourage indoor sports, Camp
Room, and Teen Room for classes.
◦ Continue to offer special events and
streamline the process for community
groups to host events that create a sense
of Oakley community and showcase the
importance of families, youth, seniors,
and Veterans.
◦ Promote Oakley’s events and recreation
and differentiate our offerings from
adjacent cities.
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City of Oakley 15 Strategic Plan 2022
–2027+
We envision Oakley as the
front door of the Delta
and one of California’s
natural wonders.
OAKLEY
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City of Oakley 16 Strategic Plan 2022–2027+
Community and Collaborative Partnerships Goal
The City of Oakley will build strong community and collaborative partnerships to be mutually beneficial and cocreate shared goals.
Community Outreach and
Engagement Sub-Goal
We will engage and partner with our
residents and businesses in meaningful
and relevant dialogue to realize our shared
vision and values.
Community Outreach and
Engagement Objectives
• Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.
◦ Encourage community neighborhood
involvement, such as cleanup walks, that
reinforce healthy lifestyles and shared goals
with Oakley Police, Council, and City Hall.
◦ Create interactive face-to-face dialog as
a supplement to one-sided social media
communication where full participation
cannot be facilitated due to Brown Act
limitations.
–Promote City Council/Community
meetings through social media to
inform about agendas where public can
participate in person.
◦ Celebrate Oakley in demonstrating and
communicating our achievements in
accomplishing SP27+, community events,
and activities that unite us (e.g., Heart of
Oakley, Harvest Festival, Christmas Tree
Lighting, Summerfest Celebration, etc.).
◦ Actively uphold Oakley’s Governance
Guidelines & Protocols Policy to
encourage productive partnerships,
positive communication, and achievement
of short- and long-term goals.
• Increase Oakley’s communication through
outward-facing media, social media
platforms, and website.
◦ Promote City Council agendas and
decisions via social media with updates on
economic activity, business growth, and
community events.
◦ Communicate how Oakley is living its core
values and meeting its stated mission and
vision (e.g., newspapers, electronic boards,
website, newsletter, social media).
◦ Modernize website to be user friendly,
transparent, functional, and reflective of
the City’s vision.
• Communicate and uphold the City’s
information systems to reinforce
transparency and access to build trust.
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City of Oakley 17 Strategic Plan 2022–2027+
Collaborative Partnerships Sub-Goal
We will foster and maintain strong
relationships with our public-private
partnerships to mutually benefit our
shared goals.
Collaborative Partnerships
Objectives
• Consider creating new partnerships that will
involve community participation (e.g., Park
and Arts Commission).
• Establish, align, and maintain partnerships
with local Special Districts, Agencies, NGOs,
and Commerce to realize our responsibilities
to deliver on the General Plan and Specific
Plan and where goals mutually align and
meet quarterly.
◦ Diablo Water District
–Develop collaborative efficiencies to serve
our shared constituents.
◦ Ironhouse Sanitary District
–Consider opportunities for water reuse
(e.g., recycled and industrial water).
◦ Mt. Diablo Resource and Recovery (MDRR)
◦ CONFIRE
◦ School District
–Explore joint-use opportunities to
optimally partner with elementary and
high school (e.g., satellite classrooms and
recreation, library).
–Re-visit agreements with shared facilities
and public access.
◦ County/Region/State
–Encourage collaboration for public safety
and enforcement particularly where there
is multi-jurisdictional responsibility (e.g.,
fire, road access, school sites).
–Discuss Regional Park interests.
–Invite key electeds, Board representatives,
and others to speak at Council meetings
for outside updates and perspective.
◦ NGOs
–Partner with Rotary, Friends of Oakley,
Kiwanis, Oakley Delta Lions Club,
Oakley Seniors Club, Veterans of Oakley,
Masonic Lodge and Concordant Bodies,
Friends of the Oakley Library.
–Consider creating a Sister City.
–Consider expanding outreach to NGOs
beyond our region.
We will celebrate Oakley with community events and
activities that unite us.
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City of Oakley 18 Strategic Plan 2022–2027+
Finance and Fiscal Responsibility Goal
The City of Oakley will leverage its financial resources for the long-term benefit of our residents and businesses while maintaining sufficient reserves to provide stability and ensure a successful future.
Finance and Fiscal Responsibility
Objectives
• Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.
◦ Provide training related to community
facility districts to educate the public
regarding the various types of
assessments, which are not all taxes.
◦ Educate Executive Leadership and Council
on annual budget through communication,
reporting, and training to create better
partnership on fiscal strategies.
◦ Educate the community on large, planned
revenue expenditures and how surplus
monies will be invested or retained for longterm “rainy day” funds (budget process). ◦ Partner with Special Districts and
agencies to realize economies of scale
and efficiencies.
• Determine how the City will leverage its strong
financial position with development revenues
and ARPA Covid Relief money ($10M).
◦ Consider input by the community on how
funds should be prioritized.
◦ Implement technology upgrades to
improve transparency and public access to
City documents and remote transactions.
◦ Make the most needed improvements
to streets, utilizing development’s
improvements, funds from the sale of
property, and other financing sources to
make improvements to the East Cypress
traffic flow situation, etc.
◦ Complete a feasibility study pertaining
to broadband services and free Wi-Fi
throughout the City.
◦ Provide one free session of City-run
summer camp to Oakley residents.
• Develop a sustainable financial plan that will
identify opportunities for less dependency on
property taxes while maintaining the quality
of life that residents and businesses expect.
◦ Attract more businesses (commercial and
industrial) to increase Oakley’s per-capita
Sales and Use Tax revenues.
◦ Seek to supplement existing funding
sources with State and Federal grants for
special projects.
◦ Consider the implementation of
an EIFD (enhanced infrastructure
financing district) to make infrastructure
improvements that will attract businesses
and generate revenue.
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City of Oakley 19 Strategic Plan 2022–2027+
• Align infrastructure spending and long-term
growth so we can plan beyond two years to
improve streets and parks and provide for
long-term maintenance.
◦ Create an internal services fund for
facilities maintenance and improvements.
◦ Establish a minimum baseline for General
Fund contributions for street maintenance
and improvements and include a growth
factor in the recurring operating transfers
budget each year.
• Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:
◦ Service for public-business license
applications/other applications
◦ Financial modeling and finance/budget
balancing
◦ Public safety and roads
◦ Customer-Friendly access to the City’s
financial reporting information and to
allow easier transactions without the need
for customers to come to City Hall
◦ Infrastructure and asset management
• Develop a Financial Strategy and
Reporting Policy
◦ Continue to receive third party
professional acknowledgment of our City’s
financial practices:
–Continue to present, apply for, and
receive the Government Finance Officers’
Association Award on the City’s Annual
Comprehensive Financial Report.
–Continue to apply for and receive
the California Society of Municipal
Financial Officers’ Operating Budget
Excellence Award.
◦ Continue to update the Budget
Strategies and Financial Policies in the
City’s annual budgets.
◦ Consider how to include performance audits
in the City’s budget to provide accountability
for performance and compliance.
◦ Maintain 10-year budget forecast to be
updated with each annual budget.
◦ Establish a 30% General Fund Reserve
Policy to protect the City’s operations
from a sudden drop in property tax and
development-related revenues.
◦ Establish a formal policy for the restrictions
on and allowed uses of funds in the 30%
General Fund Reserve Policy.
◦ Consider separating out the Capital
Improvement Project (CIP) budget from
the general operational budget.
–Itemize individual project line items for
Council consideration in addition to
aggregated projects.
◦ Align Strategic Plan Goals and Objectives
into the annual budget document,
including performance measures.
Oakley will leverage financial resources for the longterm benefit of our residents and businesses. 623
City of Oakley 20 Strategic Plan 2022–2027+
Sustainable Organization Goal
The City of Oakley will create a vibrant municipal workforce that reflects our commitment to an inclusive and equitable community and can meet our mission today while striving for our envisioned future tomorrow.
Sustainable Organization
Objectives
• Create a Recruitment and Retention Plan
that will hire and retain staff to serve Oakley’s
growing demands and sustain the level of
service our residents and businesses expect.
◦ Create a competitive compensation
package that is sustainable to attract and
retain our greatest assets – our people.
◦ Provide appropriate training and
professional development to keep up with
regulatory requirements and skill sets to
maintain the City.
◦ Properly staff our Police Department to
best protect and serve Oakley.
◦ Address staffing limitations by hiring,
contracting, or prioritizing programs, projects,
and initiatives to scale appropriately.
◦ Base the City’s performance on execution
of SP27+ and other major initiatives.
◦ Encourage employee wellness by creating
a safe and healthy work environment,
an Employee Assistance Program (EAP),
regular employee appreciation events
and team building, and the employee
wellness program.
◦ Rebuild and re-energize staff by
surveying all employees to understand
what would make Oakley a great place to
work (e.g., work life balance, work from
home schedule).
Oakley will encourage employee wellness by creating a
safe and healthy work environment.
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City of Oakley 21 Strategic Plan 2022–2027+
• Identify and invest in resources to execute
the City’s responsibilities.
◦ Invest in Electric Vehicle fleet, which would
require downtown charging stations.
◦ Upgrade IT services to include new
computer systems and more efficient
IT response to computer and technical
issues to ensure projects can be
delivered efficiently.
◦ Consider fulfilling staffing and hiring
needs based on comprehensive Staffing
Plan as aligned with SP27+ and other
major initiatives.
–Grant writer to identify State and Federal
grants to support Oakley.
–Parks & Recreation staff to keep
up with demands of new parks and
recreational programming.
–Public Works staff to keep up with demands
of new housing, parks and infrastructure
development and maintenance.
–Police to keep up with growing safety needs.
–Other needs as determined.
• Create a City-wide Succession Plan that
anticipates retirement, attrition, and
promotions, and provides opportunity for
development and growth, to build a wellrounded team that is prepared to serve the City now and well into its future.
• Reinforce a safe and healthy work
environment to protect our employees and
minimize compensation claims.
• Establish trust in City Hall.
◦ Reinforce the investment of our revitalized
staff and Council and create measurable
partnerships among the trio of Council,
staff, and the community to deliver on
Oakley’s co-created SP27+.
◦ In order to recruit and retain staff,
Oakley must improve its public-private
partnership and live its established values
to attract residents, businesses, and
employees alike.
Oakley will create accountable partnerships among the trio of City Council, staff, and the community to deliver on this co-created Strategic Plan.
◦ Reinforce Team Oakley: Council, staff, and
the public by celebrating successes and
communicating obstacles for full transparency
to create a learning environment.
◦ Inspire and encourage Oakley staff to
be visible and work with the community
at large.
◦ Acknowledge roles and responsibilities
per the City’s Governance Guidelines &
Protocols Policy Framework to guide the
execution of the Strategic Plan.
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City of Oakley 22 Strategic Plan 2022–2027+
Team Oakley: Partnering for Success
The City of Oakley recognizes that the implementation of the SP27+ is incumbent on the strength of our partnership with the Council and community of residents, businesses, and stakeholders that benefit from the City’s success. Our strategic planning process included outreach to more than 400 community members and stakeholders that actively responded to a survey of questions and attendance at 4 public meetings to co-create the City’s new mission, vision, values, and priority objectives. With our unique new leadership of both Council and staff alike, along with a new community that has doubled since our City’s incorporation less than 25 years ago, together we re-envisioned who Oakley is becoming. We are thankful to all of those who participated to help co-design our shared future as we implement key goals that will meet our desires for today and for future generations to come.
City Council Members
Randy Pope, Mayor
Aaron Meadows, Vice Mayor
Anissa Williams
George Fuller
Sue Higgins
Stakeholders-Partners
Jeff Quimby, Contra Costa Water District
Tyson Zimmerman, Angela Lowrey, Dawn
Morrow, Ironhouse Sanitary District
Jeffrey Palmquist, Oakley Union Elementary
School District Superintendent
City Staff
Joshua McMurray, City Manager
Tim Przybyla, Finance Director
Kevin Rohani, Public Works Director
Paul Beard, Police Chief
Jeri Tejeda, Human Resources Director
Brent Smith, Community Development Director
Libby Vreonis, City Clerk
Lindsey Bruno, Recreation Director
Felicia Escover, Assistant to the City Manager
Strategic Planning Consultants
Ellen Cross, Strategy Driver, Inc.
Maria Pascoal, GEI Consultants
626
OAKLEYThank you for helping Oakley co-create
a resilient future and a vibrant and
evolving community that welcomes and
values all people.
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City of Oakley
3231 Main Street, Oakley, CA 94561
(925) 625-7000
https://www.ci.oakley.ca.us/
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April 2025 New In-Town Business Licenses
Full Name Primary Contact Email Address Full Primary Address Active Licenses BRUJA BOTANICA [email protected] 101 FRANCISCO VILLA DR OAKLEY CA 94561-5715
HOME BASED BUSINESS LICENSE
DELTA SQUARE DANCERS OF EAST
CONTRA COSTA
[email protected] 1174 FETZER LN
OAKLEY CA 94561-6004
HOME BASED BUSINESS LICENSE
THE AUTOHAUS [email protected] 1189 MAIN STREET STE 101 OAKLEY CA 94561
BUSINESS LICENSE
EAST COUNTY NURSERY LLC [email protected];
[email protected];
[email protected]
1716 PECAN LN
OAKLEY CA 94561-1617
HOME BASED BUSINESS LICENSE
CARAWAY INDUSTRIES LLC [email protected] 1759 PARK PLACE DR OAKLEY CA 94561
HOME BASED BUSINESS LICENSE
THE DIRTY PIRATE [email protected] 19 TIPTON CT OAKLEY CA 94561
HOME BASED BUSINESS LICENSE
BOUNCEOMATIC JUMPER RENTALS 310 MCCLELLAND WAY
OAKLEY CA 94561
HOME BASED BUSINESS LICENSE
MATTSDOGHOUSE.COM [email protected] 413 LEDRO WAY
OAKLEY CA 94561
HOME BASED BUSINESS LICENSE
LENA'S ONE STOP SHOTS [email protected] 4604 BAYSIDE WAY OAKLEY CA 94561-3210
HOME BASED BUSINESS LICENSE
LITTLE TOWN BAKES [email protected] 4635 WENTE CT OAKLEY CA 94561-1851
HOME BASED BUSINESS LICENSE
AIN'T MISBEHAVIN' [email protected] 5415 LAKESPRING DR OAKLEY CA 94561-3146
BUSINESS LICENSE
ERIKA HERNANDEZ [email protected] 5685 MAIN ST
OAKLEY CA 94561
BUSINESS LICENSE
MCMACKIN CONSTRUCTION 912 RIOS WAY
OAKLEY CA 94561
HOME BASED BUSINESS LICENSE
MARTHA'S CLEANING 99 DOUGLAS RD
OAKLEY CA 94561-2719
HOME BASED BUSINESS LICENSE
CHIPOTLE MEXICAN GRILL #5401 [email protected]; [email protected]
990 LAUREL ROAD STE 1E
OAKLEY CA 94561
BUSINESS LICENSE
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