Oakley City Council
May 27, 2025

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349
Fiscal Year
2025/26 Expenditure Summary By Fund
2021/22 2022/23 2023/24 2024/25 2025/26
Actual Actual Actual Projected Proposed
General Fund $ 26,306,305 $ 33,273,824 $ 26,658,996 $ 43,688,626 $ 35,929,562 Oakley Creekside Park Restoration 170,508 140,626 100,559 - - American Rescue Plan Act (ARPA) 566,119 569,833 2,339,200 6,702,270 1,516,464 Parks Landscaping Assessment (LLAD ZN 1) 1,532,619 1,540,644 1,763,008 2,383,076 3,373,799 Lighting Assessment District (LLAD ZN 2) 425,734 447,235 589,973 519,980 628,749 Agricultural Preservation - - - - -
Downtown Revitalization 180,478 196,048 161,225 170,346 198,596 Gas Tax 664,533 1,049,879 904,952 2,332,499 1,347,229
Gas Tax - RMRA SB1 1,037,164 1,104,856 799,831 2,278,754 1,486,208 Stormwater NPDES 743,845 695,506 798,996 514,013 550,702 Measure J 122,197 443,444 2,239,904 652,738 1,515,343
Police P-6 Assessment District 6,341,613 7,265,759 7,783,769 8,105,000 8,455,505 Supplemental Law Enforcement (SLEF) 160,735 165,948 188,833 185,500 185,400 OTS Police Grant 11,727 - 24,800 33,276 16,724
Officer Wellness & Mental Health Grant - - 9,205 19,575 - Sports Field Maintenance 19,606 622 25,553 22,779 32,485 Vintage Parkway (LLAD ZN 3-1) 69,758 59,430 64,230 79,008 81,206 Oakley Ranch (LLAD ZN 3-2) 29,429 29,654 33,476 31,799 40,534 Empire (LLAD ZN 3-3) 3,884 3,937 3,991 4,770 4,924
Oakley Town Center (LLAD ZN 3-4) 7,388 7,926 7,908 11,366 10,743 Oak Grove (LLAD ZN 3-5) 23,404 19,925 20,520 28,540 26,909 Laurelwood/Luna Estates (LLAD ZN 3-6) 6,140 5,944 6,216 7,769 7,244 South Forty (LLAD ZN 3-7) 8,151 8,256 12,239 9,806 9,215 Claremont (LLAD ZN 3-8) 10,602 10,520 11,861 7,679 13,179 Gateway (LLAD ZN 3-9) 22,160 19,036 21,138 18,561 26,405 Countryside-Village Green (LLAD ZN 3-10) 3,526 3,475 3,689 3,164 4,229 Country Fair-Meadow Glen (LLAD ZN 3-11) 8,888 9,367 7,701 13,924 9,176 California Sunrise (LLAD ZN 3-12) 2,791 2,800 1,908 3,653 2,417 California Visions-Laurel (LLAD ZN 3-13) 9,760 8,890 9,873 12,201 11,916 Claremont Heritage (LLAD ZN 3-14) 10,389 9,307 9,976 18,276 12,000 Country Fair-Meadow Glen II (LLAD ZN 3-15) 115,025 124,650 127,267 122,649 143,864 Sundance (LLAD ZN 3-16) 8,148 8,286 9,316 8,961 10,051
CA Jamboree-Laurel Anne (LLAD ZN 3-17) 112,777 121,706 110,783 201,595 124,593 Country Place (LLAD ZN 3-18) 43,279 46,983 51,246 46,491 54,753

350
Fiscal Year
2025/26 Expenditure Summary By Fund
2021/22 2022/23 2023/24 2024/25 2025/26
Actual Actual Actual Projected Proposed
Laurel Crest (LLAD ZN 3-19) 162,496 175,298 184,085 199,311 227,532 Marsh Creek Glen (LLAD ZN 3-20) 71,059 55,676 76,679 314,019 73,309 Quail Glen (LLAD ZN 3-21) 23,781 33,745 43,929 37,987 36,458 Cypress Grove (LLAD ZN 3-22) 312,662 423,655 436,249 315,896 299,863 South Oakley (LLAD ZN 3-23) 451,905 370,554 415,354 482,077 483,752 Stone Creek (LLAD ZN 3-24) 20,640 22,643 44,797 73,269 25,827 Magnolia(LLAD ZN 3-25) 830,035 626,645 831,288 950,179 1,827,981 Summer Lake (LLAD ZN 3-26) 479,587 397,183 554,151 581,802 398,796 General Capital Projects 2,367,946 3,330,818 3,485,237 7,325,486 27,316,295 Traffic Impact Fee 1,100,760 2,243,163 1,438,445 16,751,015 2,011,662 Park Impact Fee 159,812 832,807 637,198 5,360,220 1,561,317 Public Facilities Impact Fee 728,911 1,096,062 1,133,325 1,204,844 702,443 Fire Impact Fee* 658,536 202,374 136,023 - -
Special Community Projects - - - 4,559,836 -
2021 Refunding Assessment Bond CIP 55,090 56,010 - 825,538 16,771 2014 Refunding Assessment Bond CIP - - - 1,225,538 16,771 Main Street 1,418,839 773,992 101,466 - 370,000
Street Maintenance Rehabilitation Fund 2,558,152 162,392 2,944,813 8,828,493 2,352,931 Developer Deposits 1,330,217 1,369,542 1,286,308 1,377,446 1,308,029 Debt Service 671,670 674,622 676,888 676,905 681,480
Stormwater Citywide (CFD) 2,059 1,785 8,684 4,691 4,501 Fire Protection (CFD 2018-1) 245,945 307,144 336,790 305,605 411,695 Emerson Ranch Parks/Streetlighting (CFD-2015-1) 141,851 149,306 149,953 243,937 115,935 Emerson Ranch Neighborhood (CFD-2015-1) 136,394 180,366 119,354 239,575 110,596 Emerson Ranch Stormwater (CFD-2015-1) 254,325 299,232 356,064 354,606 319,195 Prescott Landscaping (CFD-2015-1) 17,671 17,520 22,412 22,890 20,849 Prescott Stormwater (CFD-2015-1) 32,677 8,160 9,102 28,356 8,626 Doyle Rd. Landscaping (CFD-2015-1) 1,572 1,556 1,387 1,321 623 Bella Estates Landscaping (CFD-2015-1) 1,572 1,557 1,387 1,531 661 Quicksilver Landscaping (CFD-2015-1) 2,272 2,257 1,787 823 488 7-11/Self Storage Landscaping (CFD-2015-1) 2,272 2,257 2,087 1,374 528 Aspen Place Landscaping (CFD-2015-1) 9,080 9,190 8,648 8,506 9,006 Aspen Lane Landscaping (CFD-2015-1) 8,404 9,085 8,313 14,504 11,091 Duarte Ranch Landscaping (CFD-2015-1) 73,049 73,946 70,199 70,706 75,969 Duarte Ranch Stormwater (CFD-2015-1) 20,398 23,446 26,764 24,932 21,039

351
Fiscal Year
2025/26 Expenditure Summary By Fund
2021/22 2022/23 2023/24 2024/25 2025/26
Actual Actual Actual Projected Proposed
Nature Properties Landscaping (CFD-2015-1) 4,078 4,063 3,393 5,836 1,015 Chevron Laurel & O'Hara Landscaping (CFD-2015-1) 2,275 2,259 2,189 3,185 726 Cypress Grove (CFD #1) 423,091 397,337 1,659,232 359,799 281,513 Gilbert Property Landscaping (CFD-2015-1) 332,415 526,396 348,161 575,642 368,395 Gilbert Property Stormwater (CFD-2015-1) 173,349 217,685 269,994 327,319 306,971 Contra Costa Logistics Center (CFD 2020-1) 3,500 7,500 19,864 40,657 26,992 Regional Park (CFD) 54,199 12,309 4,330 28,041 113,104
Vintner View Landscaping (CFD-2015-1) - 1,007 7 5,273 1,317 Reclamation District 799 (CFD-2022-2) - - 423,841 436,556 448,336 Brownstone Landscaping (CFD-2015-1) - - 15 655 624
Honey Creekside Landscaping (CFD-2015-1) - - - 774 649
McDonald's & Quick Quack Landscaping (CFD-2015-1) - - - 517 519 Machado Lane Landscaping (CFD-2015-1) - - - 1,832 1,243 Sellers Avenue Landscaping (CFD-2015-1) - - - 562 553
Rosewood Estates Landscaping (CFD2015-2) - - - - 789
Rosewood Estates Storm (CFD2015-2) - - - - 211
Oakley Shop Laurel Storm(CFD2015-2) - - - - 601
Summerlake North Neighborhood (CFD2022-2) - - - - 3,135 AD 2004-1 Debt Service Fund 12,505,353 932,925 922,265 1,163,996 1,330,484 AD 2006-1 Debt Service Fund 765,688 648,249 649,579 744,381 853,499 Fleet Maintenance and Replacement ISF 282,484 385,856 523,908 962,084 533,648 Facilities Maintenance and Replacement ISF 282,336 719,883 373,070 303,010 1,032,730 Technology Maintenance and Replacement ISF 134,089 212,243 661,620 792,326 996,251 Tax Increment Housing 7,243 28,718 50,539 20,000 20,000 Total Expenditure $ 68,100,417 $ 65,424,734 $ 66,363,315 $ 126,424,304 $ 102,975,451 Please Note: The total for the All Funds Summary differs from the Revenue Summary by Fund and Expenditure Summary by Fund due to transfers between funds which can be recorded as revenue to some funds and expenditures to others.

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353
Fiscal Year
2025/26 Position Allocation
Position
FTE
2025/2026
FTE
2024/2025
Change in
FTE
City Manager 1.00 1.00 -
Assistant City Manager 1.00 1.00 -
Total Division 2.00 2.00 -
City Clerk 1.00 0.85 0.15
Paralegal - 0.15 (0.15)
Deputy City Clerk - 1.00 (1.00)
Administrative Assistant 1.00 - 1.00
Office Assistant 1.00 1.00 -
Total Division 3.00 3.00 -
IT Manager 1.00 1.00 -
Total Division 1.00 1.00 -
Economic Development Analyst 1.00 1.00 -
Total Division 1.00 1.00 -
Total City Manager's Department 7.00 7.00 -
Econ
Dev.

Division
POSITION ALLOCATION SUMMARY 2025/2026
City Manager's Department
City Manager
Division
City Clerk
Division
IT
Division

354
POSITION ALLOCATION SUMMARY 2025/2026

Position
FTE
2025/2026
FTE
2024/2025
Change in
FTE
Administrative Services Director 0.40 0.40 -
Human Resources Manager 1.00 1.00 -
Administrative Technician 0.50 0.50 -
Total Division 1.90 1.90 -
Administrative Services Director 0.40 0.40 -
Finance Manager 1.00 1.00 -
Accountant 1.00 1.00 -
Payroll Specialist 1.00 1.00 -
Accounting Technician 1.00 1.00 -
Administrative Technician 0.50 0.50 -
Total Division 4.90 4.90 -
Administrative Services Director 0.20 0.20 -
Recreation Manager 1.00 1.00 -
Recreation & Events Coordinator 1.00 1.00 -
Assistant Recreation & Events Coordinator 1.00 1.00 -
Office Assistant 1.00 1.00 -
Senior Recreation Leader 1.90 0.95 0.95
Recreation Leader/Recreation Aide varies varies -
Total Division 610 515 095
Administrative Services Department
Human Resources
Division
Finance
Division
Recreation
Division
Fiscal Year
2025/26 Position Allocation
POSITION ALLOCATION SUMMARY 2025/2026
Position
FTE
2025/2026
FTE
2024/2025
Change in
FTE
Administrative Services Director 0.40 0.40 -
Human Resources Manager 1.00 1.00 -
Administrative Technician 0.50 0.50 -
Total Division 1.90 1.90 -
Administrative Services Director 0.40 0.40 -
Finance Manager 1.00 1.00 -
Accountant 1.00 1.00 -
Payroll Specialist 1.00 1.00 -
Accounting Technician 1.00 1.00 -
Administrative Technician 0.50 0.50 -
Total Division 4.90 4.90 -
Administrative Services Director 0.20 0.20 -
Recreation Manager 1.00 1.00 -
Recreation & Events Coordinator 1.00 1.00 -
Assistant Recreation & Events Coordinator 1.00 1.00 -
Office Assistant 1.00 1.00 -
Senior Recreation Leader 0.95 0.95 -
Recreation Leader/Recreation Aide varies varies -
Total Division 5.15 5.15 -
Total Administrative Services Department 11.95 11.95 -
Administrative Services Department
Human Resources
Division
Finance
Division
Recreation
Division

355
Fiscal Year
2025/26 Position Allocation
POSITION ALLOCATION SUMMARY 2025/2026

Position
FTE
2025/2026
FTE
2024/2025
Change in
FTE
Community Development Director 0.40 0.40 -
Chief Building Official 0.50 0.50 -
Senior Permit Technician 1.00 1.00 -
Permit Technician 1.00 1.00 -
Building Inspector 2.00 2.00 -
Administrative Assistant 0.40 0.40 -
Total Division 5.30 5.30 -
Community Development Director 0.40 0.40 -
Planning Manager - 1.00 (1.00)
Senior Planner 1.00 - 1.00
Associate Planner 1.00 1.00 -
Administrative Assistant 0.40 0.40 -
Total Division 2.80 2.80 -
Community Development Director 0.20 0.20 -
Chief Building Official 0.50 0.50 -
Code Enforcement Officer 1.00 1.00 -
Code Enforcement Technician 2.00 2.00 -
Administrative Assistant 0.20 0.20 -
Total Division 3.90 3.90 -
Total Community Development Department 12.00 12.00 -
Community Development Department
Building
Division
Planning
Division
Code Enforcement
Division

356
Fiscal Year
2025/26 Position Allocation
POSITION ALLOCATION SUMMARY 2025/2026

Position
FTE
2025/2026
FTE
2024/2025
Change in
FTE
Public Works Director/City Engineer 1.00 1.00 -
Engineering Manager 1.00 1.00 -
Associate Engineer - 1.00 (1.00)
Senior Civil Engineer 1.00 - 1.00
Project Manager - - -
Public Works Inspector 1.00 1.00 -
Engineering Technician - 1.00 (1.00)
Assistant Engineer 1.00 - 1.00
Administrative Supervisor 1.00 1.00 -
Administrative Assistant 0.50 0.50 -
Total Division 6.50 6.50 -
Public Works Manager 0.30 0.30 -
Facilities Maintenance Worker - 1.00 (1.00)
Public Works Maintenance Foreman 1.00 - 1.00
Custodian 2.00 2.00 -
Total Division 3.30 3.30 -
Public Works Department
Engineering
Division
Facilities
Division

357
Fiscal Year
2025/26 Position Allocation
POSITION ALLOCATION SUMMARY 2025/2026

Position
FTE
2025/2026
FTE
2024/2025
Change in
FTE
Public Works Manager 0.35 0.35 -
Public Works Foreman 1.00 1.00 -
Park Ranger 1.00 1.00 -
Public Works Maintenance Worker 5.00 5.00 -
Administrative Assistant 0.50 0.50 -
Total Division 7.85 7.85 -
Public Works Manager 0.35 0.35 -
Public Works Foreman 1.00 1.00 -
Public Works Maintenance Worker 1.00 1.00 -
Total Division 2.35 2.35 -
Total Public Works Department 20.00 20.00 -
Parks
Division
Public Works Department
Streets
Division

358
Fiscal Year
2025/26 Position Allocation
POSITION ALLOCATION SUMMARY 2025/2026

Position
FTE
2025/2026
FTE
2024/2025
Change in
FTE
Police Chief 1.00 1.00 -
Lieutenant 2.00 2.00 -
Sergeant 7.00 7.00 -
Police Officer 32.00 32.00 -
Total Division 42.00 42.00 -
Police Services Assistant 3.48 3.48 -
Property & Evidence Technician 1.00 1.00 -
Records Supervisor 1.00 1.00 -
Police Records Assistant 2.00 2.00 -
Administrative Technician 1.00 1.00 -
Total Division 8.48 8.48 -
Total Police Department 50.48 50.48 -
Police Department
Sworn
Division
Non-Sworn & Records
Division

359
Fiscal Year
2025/26 Position Allocation
POSITION ALLOCATION SUMMARY 2025/2026

Position
FTE
2025/2026
FTE
2024/2025
Change in
FTE
Mayor 1.00 1.00 -
Vice-Mayor 1.00 1.00 -
Council Member 3.00 3.00 -
Total Elected 5.00 5.00 -
City Attorney 0.25 0.25 -
Assistant City Attorney 0.25 0.25 -
Total Contract 0.50 0.50 -
Network Engineer 1.00 1.00 -
Total Contract 1.00 1.00 -
Total Elected and Contract 6.50 6.50 -
Total City Employees 102.38 101.43
Total Elected Officials 5.00 5.00 -
Total Contract 1.50 1.50 -
Grand Total 108.88 107.93

0.95 Elected Officials and Contract Employees
City Council
Elected
City Attorney
Contract
IT
Contract

0.95

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361
Fiscal Year
2025/26 Employee Benefits
Defined Benefit Retirement Plan - The City participates in the California Public Employees’ Retirement system (CalPERS) and provides the following benefit formulas, with the formula designation depending on the hire date and prior CalPERS service of the employee:

Miscellaneous Employees
• Classic Tier 1: 2.5% @ 55, highest single year, if hired before October 18, 2010 • Classic Tier 2: 2.0% @ 60, highest single year, if hired on or after October 18, 2010 • PEPRA Tier 3: 2.0% @ 62, average 3-year final compensation, if hired on or after January 1, 2013 Safety
• PEPRA 2.7% @ 57, average 3-year final compensation, all sworn personnel.

For employees that are currently active in CalPERS, the City does NOT participate in Social Security, except for the mandatory

1.45% payroll deduction for Medicare.

Health and Welfare – The City offers numerous plans including both HMO and PPO plans with the City currently providing up to $2,060 per month for family coverage (will change to $2,185 in December of 2025) or up to $1,235 for employee only coverage to be used toward the premium for health insurance coverage.

If an employee has existing group coverage, they can receive $400 as cash-in-lieu.

Dental and Vision coverage for employees and family is paid for by the City.

Medical Trust – Sworn employees receive a contribution of $450 per month toward their Medical Trust with Peace Officers Research Association of California (PORAC).

All non-sworn employees receive a contribution of $50 per pay period toward a retiree health savings plan.

362
Fiscal Year
2025/26 Employee Benefits
Deferred Compensation – 457 and 401a plans available, including a City match of employee’s contributions (up to 1% of base salary) for general staff.

Holidays – 14 scheduled holidays
Vacation – Accrual of 80 hours per year initially and incrementally increasing up to 200 hours per year after 15 years of service (accrued with each pay period).

Management Leave – 96 hours per year (for salaried employees only) Sick Leave – 96 hours per year (accrued with each pay period) Wellness Leave – 24 hours per year (accrued in January Each year for general staff) Life Insurance - If an employee’s death occurs while covered under this plan, the employee’s designated beneficiary will receive a benefit of $100,000. The City of Oakley pays for this benefit premium. Additional life insurance benefit amounts (over $100,000) are available, but premiums are paid for solely by the employee.

Long Term Disability –Insurance provides income protection in the event of a disability. The plan pays 2/3’s of the employee’s salary up to a maximum monthly benefit of $6,667. This is a City paid benefit for all general staff.

Flexible Spending Accounts – Tax deferred options for dependent care, health care, and commuter expenses are offered.

Wellness – Gym or physical fitness premiums for employee only can be reimbursed, up to $35 per month.

Tuition Reimbursement – Employees have up to $2,500 per fiscal year available to cover tuition and book costs to continue their education at an institution accredited by the Western Association of Schools and Colleges.

363
Fiscal Year
2025/26 Employee Benefits
CalPERS, 42.2%
Health/Dental/Vision,

43.8%
Deferred
Compensation/Retiree
Medical, 7.7%
Life/LTD, 0.9%
Medicare/ SUI/OASDI,

5.2%
Other, 0.2%
Employee Benefit Expenditures
CalPERS Health/Dental/Vision Deferred Compensation/Retiree Medical Life/LTD Medicare/ SUI/OASDI Other

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365
Fiscal Year
2025/26 General Fund Budget Overview
-
10,000,000
20,000,000
30,000,000
40,000,000
Actual Actual Actual Projected Proposed
2021/22 2022/23 2023/24 2024/25 2025/26

GENERAL FUND REVENUE & EXPENDITURES

EXCLUDING ONE-TIME TRANSFERS
Revenue Expeditures
The Proposed General Fund Operational Budget for Fiscal Year 2025/26 is balanced, with $33,587,540 of expected revenues and $32,614,574 of recurring expenditures. This includes on-going transfers to streets capital projects and the storm water fund that state mandate costs are no longer in line with revenues received. This transfer totals $2,364,728 and is allocated as follows:
$2,249,728 to streets and $115,000 to the storm water fund. There is a proposed transfer of funds of $2,500,000 from the capital reserve that is not considered recurring and therefore accounted for in one-time expenditures. Total proposed General Fund Expenditures, including one-time transfers to other funds is $35,929,562 and is $2,342,022 more than projected revenues intended to come from fund balance.

366
Fiscal Year
2025/26 General Fund Budget Overview
As depicted in the chart above, total General Fund revenues exceed total expenditures. With substantial contributions into capital projects in Fiscal Year 2022/23 through Fiscal Year 2025/26, expenditures were budgeted to exceed revenues, with a planned use of fund balance. As revenues continued to exceed expectations, you can see this was not the case. For Fiscal Year 2025/26, there is another planned use of fund balance for the General Fund in the amount of $2,500,000 allocated to the City Hall Remodel Project and CIP 334, 335 and 336 for Cypress and Sellers Road. As this is a one-time expenditure, it is not included in the chart above.

367
Fiscal Year
2025/26 General Fund Proposed Budget
2021/22 2022/23 2023/24 2024/25 2025/26
Actual Actual Actual Projected Proposed

REVENUES
Property Tax $ 8,270,514 $ 9,760,239 $ 10,408,265 $ 10,515,000 $ 10,979,526 Sales Tax 3,245,824 3,259,906 3,146,621 3,050,000 3,251,906 Franchise Tax 2,285,074 2,543,591 2,602,129 2,688,634 2,570,000 Other Taxes 935,807 588,389 605,684 521,000 570,000
Total Taxes 14,737,219 16,152,125 16,762,698 16,774,634 17,371,432 Interfund Charges For Services 9,544,106 11,024,124 11,571,272 12,365,142 12,847,738 Developer Fees 3,706,657 2,700,779 1,510,131 1,546,200 1,770,828 Intergovernmental Revenues 179,378 347,344 321,905 330,384 364,199 Business Licenses 189,699 100,566 327,862 125,000 125,000 Other Revenue 808,930 1,046,685 1,832,354 6,074,414 683,343 Other Financing Sources (683,526) 876,671 1,809,193 800,000 425,000 Total Revenue 28,482,464 32,248,293 34,135,416 38,015,774 33,587,540

EXPENDITURES
City Council 138,174 69,440 77,220 98,537 128,473
City Attorney 358,280 370,432 345,167 460,521 362,000
City Manager 1,379,065 1,410,097 1,693,998 1,948,670 1,921,310 Administrative Services 1,939,779 2,074,787 2,696,282 3,185,812 3,472,402 Community Development 1,866,680 1,995,583 1,886,686 2,770,910 2,917,032 Police 10,590,530 11,967,380 13,488,375 15,358,517 16,924,582 Public Works 3,943,632 5,168,229 4,637,465 5,375,895 4,792,525 Non-Departmental (1,642) 46,770 (456,521) 201,563 546,511 Land Purchases - - - - -
Transfers Out 5,621,000 9,577,974 2,290,323 14,288,200 4,864,728 Total Expenditures 25,835,498 32,680,692 26,658,996 43,688,626 35,929,562 Net Revenue (Expenditures) 2,646,966 (432,399) 7,476,421 (5,672,852) (2,342,022) Emergency Reserve* 5,167,100 8,894,792 7,820,955 9,527,075 9,784,372 Unassigned Fund Balance* 7,461,082 1,238,842 8,447,849 1,597,185 1,497,865 Fiscal Year 2024/25 & 2025/26 are based on estimates from the 10 year plan.

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369
Fiscal Year
2025/26 General Fund Revenue Analysis
General Fund revenues for Fiscal Year 2024/25 are projected to be approximately $3.8 million or 11% higher than actual revenue for Fiscal Year 2023/24. This increase is largely due to the sale of property revenue in 2024/2025 as well as interest income coming in higher than anticipated.

Fiscal Year 2025/26 revenues are projected to be $33.5 million, which is fairly flat when excluding the large sale of property in fiscal year 2024/25. This is primarily due to the increase in property tax, but an expected decrease to sales tax and franchise fees. As interest rates remain high, we are still uncertain about the current economy, therefore we have remained fairly conservative, estimating many revenues to remain flat or estimating a slight decrease to be more in line with historical actuals.

Despite the uncertainties in the economy, our General Fund remains strong and continues to see larger increases than those surrounding us in property taxes. We are also receiving significant increases in our Police Service Assessment Revenue.

While this revenue is not recorded in the general fund, it does offset our police service expenditures through our interfund charges revenue. Lastly, we have experienced significant revenue growth in investment interest. We utilize investments through pooled programs, some short-term and others more long-term, in order to earn interest on our money. In Fiscal Year 2024/25 interest has been as high at 4% which is a significant increase from the last three to five years. While we kept our budget conservative, unsure of what will happen in the economy, it still provides revenue we have not seen in the past.

370
Fiscal Year
2025/26 General Fund Major Revenue Sources
Property Tax
33%
Sales Tax
10%
Franchise Tax
8%
Other Taxes
2%
Interfund Charges For
Services
38%
Developer Fees
5%
Other Revenues
3%
Business Licenses
0%
Other Financing
Sources
1%
As can be seen in the graph below, the City’s largest projected General Fund Revenue for Fiscal Year 2025/26 are Interfund Charges and Property Taxes. These two revenue sources are projected to bring in 71% of General Fund Revenue. Combined, Sales Tax and Franchise Fees make up another 18%, Developer Fees are 5% and Other Revenues and Taxes make up the remaining 6% of the General Fund revenue projections. Each of these revenues is discussed in further detail, on the following pages.

Proposed General Fund Revenue
Fiscal Year 2025/26

371
Fiscal Year
2025/26 Interfund Charges for Service

0.00 2,000,000.00
4,000,000.00
6,000,000.00
8,000,000.00
10,000,000.00
12,000,000.00
14,000,000.00
2020/21
Actuals
2021/22
Actuals
2023/24
Actuals
2024/25
Proposed
2025/26
Proposed
Police Engineering Contractors Parks PW Maintenance Other Legal Planning Interfund Charges for Services is the largest revenue source for the City of Oakley. 38% of total Fiscal Year 2025/26 General Fund proposed revenues are made up of these cost recoveries for activities funded by impact fees, developer application fees, special taxes, assessments and other special purpose revenues. For Fiscal Year 2025/26, estimated Interfund Charges total approximately $8.6 million for Police Services, $1.1 million for Engineering Services, $1.6 million for Parks Maintenance Services, $500,000 for Public Works Maintenance, $900,000 for Contractors, and $130,090 in total for Legal, Planning and Other Services, combined. Total Interfund Charges are projected to increase just under $500,000 or 4% in Fiscal Year 2025/26 up to $12.8 million, compared to an estimated $12.3 in Fiscal Year 2024/25. This increase is largely due to an increase in Police Services related to new development.

372
Fiscal Year
2025/26 Property Taxes

0.00 1,000,000.00
2,000,000.00
3,000,000.00
4,000,000.00
5,000,000.00
6,000,000.00
2021/22
Actuals
2022/23
Actuals
2023/24
Projected
2024/25
Proposed
2025/26
Proposed

PROPERTY TAXES PROPERTY TAX IN LIEU OF VLF
The City receives two significant types of property taxes: The City’s share of the 1% Property Taxes collected by the County. and the Property Tax In Lieu Of Vehicle License Fees. Both are driven primarily by changes in assessed values. Estimates for Fiscal Year 2025/26 has an anticipated increase of 4% in the city-wide assessed values. The budget includes projected 1% Property Taxes of $5,480,243, which also includes residual property taxes from the former redevelopment agency and Property Taxes In Lieu Of Vehicle License Fees of $5,499,283. City staff considers a 4% increase to be conservative projections, as our property tax auditors have estimated a 4.5%-5.5% increase on current properties only. Anticipated new property taxes will increase these estimates further. The City utilizes the services of HdL Companies for our Property Tax projections and audits.

373
Fiscal Year
2025/26 Sales Tax
2,900,000.00 2,950,000.00 3,000,000.00 3,050,000.00 3,100,000.00 3,150,000.00 3,200,000.00 3,250,000.00 3,300,000.00 2021/22

ACTUALS
2022/23

ACTUALS
2023/24

PROJECTED
2024/25

PROPOSED
2025/26

PROPOSED
The City receives a share of sales taxes when the point of sale is located in the City. While the City does not yet have a large commercial base, business activity is expected to grow over time and these revenues will increase. For fiscal year 2025/26, the estimated Sales Tax revenues are $3,251,906, is higher than the prior year as it anticipates the Oakley Shops anchored by Safeway coming online towards the end of the calendar year. Without the addition of new businesses, sales tax would be estimated to remain flat, if not decrease slightly. With the uncertainties in the market, estimates remain conservative. The City utilizes the services of HdL Companies for our Sales Tax projections and audits.

374
Fiscal Year
2025/26 Intergovernmental Revenue
-
50,000.00
100,000.00
150,000.00
200,000.00
250,000.00
300,000.00
SA - Annual Fee Recycling Grants Motor Vehicles License Fee School Resource Officer 2020/21
Actuals
2021/22
Actuals
2023/24
Actuals
2024/25
Proposed
2025/26
Proposed
The City receives revenue from various other governmental agencies in the form of grants, motor vehicle tax, school resource officer reimbursements, recycling grants and administrative charges. Total projected Intergovernmental Revenues for Fiscal Year 2025/26 is $566,093, which is about $124,000 more than is estimated for Fiscal Year 2024/25. This increase is mostly related to the increase in reimbursement for school resources officers. In FY 2024/25 a new SRO was added to the middle schools therefore doubling what is received from the district.

375
Fiscal Year
2025/26 Franchise Fee
2,000,000.00
2,100,000.00
2,200,000.00
2,300,000.00
2,400,000.00
2,500,000.00
2,600,000.00
2,700,000.00
2,800,000.00
2020/21
Actuals
2021/22
Actuals
2023/24
Actuals
2024/25
Proposed
2025/26
Proposed
Franchise Fees
The City collects Utility Franchise Fees related to pipelines, electricity, cable, and garbage. Total budgeted Franchise Fees for Fiscal Year 2025/26 are $2,570,000, with $25,000 from pipelines, $515,000 from electricity, $350,000 from cable, and $1,680,000 from Garbage Franchise Fees. This is a decrease of approximately $120,000 as we continue to see a decrease to the cable franchise fee.

376
Fiscal Year
2025/26 Other Taxes

0.00 100,000.00
200,000.00
300,000.00
400,000.00
500,000.00
600,000.00
Transient Occupancy Taxes Business License Taxes Property Transfer Taxes 2020/21
Actuals
2021/22
Actuals
2023/24
Actuals
2024/25
Proposed
2025/26
Proposed
In addition to the above-mentioned Taxes, the City collects a Transient Occupancy (Hotel) Tax at a rate of 10%, Property Transfer Taxes, and Business License Taxes, which are all grouped into the category of “Other Taxes”. For Fiscal Year 2025/26, total Other Taxes are estimated to be approximately $575,000, which is an increase of $50,000 compared to fiscal year 2024/25.

This increase is primarily due to estimated increases in the property tax transfer revenue that has continued to increase each year.

377
Fiscal Year
2025/26 Development Fees
$-
$500,000.00
$1,000,000.00
$1,500,000.00
$2,000,000.00
$2,500,000.00
$3,000,000.00
$3,500,000.00
$4,000,000.00
2020/21
Actuals
2021/22
Actuals
2023/24
Actuals
2024/25
Proposed
2025/26
Proposed
Development Fees
Development Fees consist primarily of building permits, plan review, and administrative fees. Fiscal Year 2020-2021 was an exceptional year, with total actual Development Fees of $4,701,000, up 128% from the prior year. This large increase was due to record home sales resulting from record low interest rates and people moving from big cities to more rural communities. With higher-than-normal interest rates in more recent years development has slowed considerably. Estimated Development Fees for Fiscal Year 2025/26 total $1.7 million which is a slight increase from the prior year. The Fiscal Year 2025/26 Budget projections for Development Fees are based on the addition of approximately 180 single-family housing units.

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379
Fiscal Year
2025/26 General Fund Expenditures
Salaries & Benefits,
Services & Supplies, 55.2%

30.4%
Capital Outlay, 0.9%
Transfers Out, 13.5%
Salaries & Benefits Services & Supplies Capital Outlay Transfers Out As can be seen in the table below, total General Fund expenditures for Fiscal Year 2025/26 amount to $35,929,562 which includes $4,864,728 of Transfers Out. As mentioned throughout this budget, $2,500,000 of the Transfers Out are one-time transfers to capital projects, while the other $2.3 million is considered to be recurring transfers out for streets and storm water.

380
Fiscal Year
2025/26 General Fund Expenditures
Non Departmental 2% City Council 1% City Attorney 1%
City Manager 5%
Administrative Services
10%
Community Development
8%
Police 47%
Public Works 13%
Transfers Out 13%
Salaries and Benefits remain consistent with prior year budgets and account for 55% and Services and Supplies account for 30% of General Fund Budget expenditures.

As depicted in the chart below, the Police Department Budget makes up 47% and Public Works makes up about 13% of the General Fund Budget. Transfers Out make up 13% of Proposed General Fund Expenditure. Each of the remaining departmental budgets is under 10% of the budget by comparison.

Expenditure detail by department can be seen on the department detail pages.

381
Fiscal Year
2025/26 General Fund Expenditures
Department
Salaries &
Benefits
Services &
Supplies Capital Outlay Transfers Out Total
Animal Control 546,510 546,510
City Council 52,737 75,736 128,473
City Attorney - 362,000 - 362,000
City Manager 742,250 352,562 1,094,812
City Clerk 386,171 123,476 2,500 512,147
Economic Development 173,412 133,839 7,100 314,351
Finance 802,195 394,814 1,500 1,198,509
Human Resources 387,101 251,858 2,000 640,959
Recreation 759,088 873,845 1,632,934
Building Permit 791,885 404,012 3,284 1,199,181
Planning 484,653 463,004 947,658
Code Enforcement 542,324 190,480 37,389 770,193
Police 11,096,606 5,619,975 208,000 16,924,582
Engineering 1,252,182 1,300,808 8,760 2,561,749
Facilities* - - - -
Public Works (Streets) 340,521 371,911 37,760 750,192
Parks 1,004,934 469,889 5,760 1,480,583
Non Departmental 1,004,720 (1,004,719) - 1
Transfers Out - - - 4,864,728 4,864,728
Total 19,820,780 10,930,000 314,053 4,864,728 35,929,562

55.2% 30.4% 0.9% 13.5% 100.0%
* all expenditures have been moved to an internal service fund in FY 2025/26

382
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383
Fiscal Year
2025/26 City Council Department Detail
The Council is the legislative body of the City, in essence the City’s “Board of Directors.” The Council establishes the City’s laws and policies and provides direction to the City Manager to implement them.

Department Divisions
City Council – The Council is the legislative body of the City, in essence the City’s “Board of Directors.” The Council establishes the City’s laws and policies and provides directions to the City Manager to implement them.

Department Costs and Revenue
The City Council’s costs are funded entirely by the General Fund.

Proposed Department and Personnel Changes
There are no proposed changes

384
Fiscal Year
2025/26 City Council Department Detail
2021/22 2022/23 2023/24 2024/25 2025/26
City Council Actual Actual Actual Projected Proposed
Personnel Services $ 30,400 $ 30,197 $ 30,374 $ 43,134 $ 52,737 Services 97,623 38,506 46,070 53,403 56,765
Supplies 483 736 776 2,000 2,000
Capital Outlay - - - - 16,971
Total City Council $ 128,506 $ 69,440 $ 77,220 $ 98,537 $ 128,473 Total City Council $ 128,506 $ 69,440 $ 77,220 $ 98,537 $ 128,473

385
Fiscal Year
2025/26 City Attorney Department Organizational Chart
City Attorney

C O N T R A C T
Assistant City Attorney

C O N T R A C T
Paralegal
. 1 5 F T E
2025-2026

386
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387
Fiscal Year
2025/26 City Attorney Department Detail
The City Attorney works closely with the City Manager and his staff to carry out the Council’s goals. The City Attorney directs and manages the work of the City Attorney’s Office. The City Attorney’s Office provides legal services, advice, and representation to the Mayor, City Council, City Manager, and City departments.

Department Divisions
City Attorney – The City Attorney’s Office represents the City’s interest in lawsuits filed against or on behalf of the City, its officers, employees, and agencies in administrative venues, before boards and commissions, and in the state and federal court system. The City Attorney’s Office assists in the investigations of claims for damages filed against the City and defends the City’s interests when necessary. The City Attorney’s Office similarly provides legal advice in the areas of land use, personnel, elections, conflicts of interest, and economic development, among others. Services include drafting and reviewing contracts, ordinances, resolutions, and other documents, as well as legal research. The City Attorney also provides counsel to and attends meetings of the City Council, and special committees (as required).

Department Costs and Revenue
The City Attorney’s costs shown in the General Fund are part of the City Administration. A portion of the department costs are expected to be recovered through inter-fund charges to development services and redevelopment-related funds.

Proposed Department and Personnel Changes
The City Clerk’s time is no longer split for paralegal services under the City Attorney’s budget.

388
Fiscal Year
2025/26 City Attorney Department Detail
2021/22 2022/23 2023/24 2024/25 2025/26
City Attorney Actual Actual Actual Projected Proposed
Personnel Services $ 66,621 $ 34,416 $ 35,248 $ 34,792 $ - Services 291,659 336,016 309,919 425,729 362,000
Supplies - - - - -
Capital Outlay - - - - -
Total City Attorney $ 358,280 $ 370,432 $ 345,167 $ 460,521 $ 362,000 Total City Attorney $ 358,280 $ 370,432 $ 345,167 $ 460,521 $ 362,000

389
Fiscal Year
2025/26 City Manager Department Organizational Chart

390
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391
Fiscal Year
2025/26 City Manager Department Detail
Under the policy direction of the City Council, and through the implementation of the Council’s policies and legislative actions, the City Manager is responsible for ensuring that the City Council is provided with information and recommendations to effectively evaluate and establish policies. The City Manager’s Office also provides administrative support to the City Council in their legislative role within the organization and its activities with other agencies and organizations.

The City Manager’s Office administers Community Outreach and engagement activities and provides public information support to all City departments and programs under the direction of the Assistant City Manager. Community Outreach aims to increase residents’ awareness of the City’s ongoing efforts to make Oakley a desirable place to live by communicating with residents and business owners via multiple communication channels that include capitalizing on the City’s own communications tools, promoting the City’s efforts through press releases to local print media, and face to face through public information workshops and at events.

Department Divisions
City Manager – The City Manager’s Office is responsible for the administration and oversight of all municipal operations, including Successor Agency activities and excluding City Attorney services. Programs, services, and activities include:
coordinating organizational programs, developing and general managing of operating and capital budgets, conducting fiscal planning, selecting personnel, managing the Information Technology Manager and contracted Information Technology services (hardware, software, and technology infrastructure that supports the City’s operations), disseminating public information, emergency management, encouraging civic engagement and community participation, implementing key initiatives, providing oversight of the City’s Strategic Plan 2022-2027 (SP 27+), and facilitating the implementation of the City’s short and long-term economic development strategies.

City Clerk – The City Clerk’s Office coordinates the distribution of meetings packets for the City Council, the City Council Acting as the Successor Agency to the Redevelopment Agency and Public Financing Authority, records the proceedings of those meetings and processes approved documents such as resolutions, ordinances, minutes and contracts; maintains the City Seal; coordinates municipal elections; advertises and coordinates City Council appointments; maintains and protects the official records of the City; coordinates the records management program; maintains the Municipal Code; administers the Fair Political Practices Commission’s regulations; maintains Statements of Economic Interest and Campaign Disclosure Statements

392
Fiscal Year
2025/26 City Manager Department Detail
submitted by public officials and Staff; processes claims against the City; receives and opens sealed bids for public projects; and provides passport acceptance agent and notary services.

Information Technology – The Information Technology (IT) Division is responsible for the hardware, software, and technology infrastructure that supports the City’s operations at its four sites, City Hall, the Public Works Operations Building, the Recreation Center and the Entrepreneur Center. IT provides technology support services citywide for all City staff, including, but not limited to: data information systems, network infrastructure, cybersecurity, phone system and other communication systems (e.g., mobile devices, radios, email, digital signs, etc.), audio/visual equipment, body-worn cameras, printing and duplication, workflow and document management, physical access control systems. IT does not oversee video surveillance systems. The division also provides strategic planning consulting related to managing and maintaining the City’s IT infrastructure, including parks technology. As shown in the tables below, in FY 2024/25 the IT Division funding was moved to an internal service fund.

Economic Development – The Economic Development goals and objectives as outlined in the City’s General Plan include:
retain and strengthen existing businesses and expand Oakley’s economic base; establish a diverse and balanced local economy; remove or reduce constraints to economic development; and facilitate new business opportunities and new investment in the community.

Department Costs and Revenue
Costs for the City Manager’s Department are primarily funded by the general fund with the remainder recovered through direct charges and overhead costs. The Economic Development budget represents an investment of taxes and general fund resources in activities to retain and expand existing Oakley businesses as well as marketing activities and materials to attract new investment and businesses to the City in order to generate additional sales, property, and transient occupancy-related tax revenue. Lease funds are also collected from tenants and used for the operation of the Oakley Entrepreneur Center.

Proposed Department and Personnel Changes
There are no proposed changes for fiscal year 2025/26.

393
Fiscal Year
2025/26 City Manager Department Detail
2021/22 2022/23 2023/24 2024/25 2025/26
City Manager Actual Actual Actual Projected Proposed
Personnel Services $ 412,308 $ 428,629 $ 667,713 $ 685,802 $ 742,250 Services 209,598 219,589 275,290 421,977 350,562
Supplies - - 2 4,533 2,000
Capital Outlay - - 360 1,467 -
Total City Manager $ 621,906 $ 648,218 $ 943,365 $ 1,113,779 $ 1,094,812 2021/22 2022/23 2023/24 2024/25 2025/26
Information Technology Actual Actual Actual Projected Proposed Personnel Services $ - $ - $ 70,510 $ - $ -
Services 372,644 423,211 219,822 - -
Supplies 349 614 702 - -
Capital Outlay 112,452 133,988 148,431 - -
Total Information Tech. $ 485,445 $ 557,814 $ 439,465 $ - $ - 2021/22 2022/23 2023/24 2024/25 2025/26
Economic Development Actual Actual Actual Projected Proposed Personnel Services $ 121,948 $ 125,302 $ 149,527 $ 163,795 $ 173,412 Services 73,226 114,495 100,045 150,340 133,839
Supplies 1,270 2,325 2,013 7,100 7,100
Capital Outlay - - - -
Total Economic Dev. $ 196,444 $ 242,122 $ 251,585 $ 321,235 $ 314,351 2021/22 2022/23 2023/24 2024/25 2025/26
City Clerk Actual Actual Actual Projected Proposed
Personnel Services $ 320,932 $ 419,411 $ 401,173 $ 395,246 $ 386,171 Services 57,334 97,817 97,421 115,811 123,476
Supplies 764 2,528 454 2,600 2,500
Capital Outlay - - - -
Total City Clerk $ 379,030 $ 519,757 $ 499,048 $ 513,657 $ 512,147 Total City Manager $ 1,682,824 $ 1,967,910 $ 2,133,463 $ 1,948,670 $ 1,921,310

394
Fiscal Year
2025/26 City Manager Department Detail

395
Fiscal Year
2025/26 City Manager Department Detail
City Manager Objectives Fiscal Year 2025/26 A B C D E F 
 


 

City Manager Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Increase in social media followers
Number of social media engagements
Percentage of staff that feel supported by City leadership City Clerk Objectives Fiscal Year 2025/26 A B C D E F




Goals
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Connect and promote the County and NGOs resources available to assist vulnerable populations B 1,112 FB
1,116 IG
8 Twitter
299 Linked In
553 FB
1,321 IG
21 X*
167 Linked In
693 FB
1,023 IG
1,850 X****
166 Linked In
B 156,986 FB
22,007 IG
507 Twitter
279 Linked In
227,283 FB
37,926 IG
X**
248 Linked In
344,066 FB
49,474 IG
X****
426 Linked In
F
Actively uphold Oakley's Governance Guidelines & Protocols Policy.

Increase Oakley's communication through outward-facing media, social media platforms, and website Consider creating new partnerships that will involve community participation Seek to supplement existing funding sources with State and Federal grants for special projects Reinforce Team Oakley
100% *** 100%
Coordinate updates from local agencies with City Council Engage in Department Cross Training
Accept and Process Passport Applications, Expand Number of Passport Appointments Available, M-Th Process meeting agenda packets and minutes for City Council and Planning Commission Meetings ****As of 2024, X no longer provides analytics for free accounts; the reported number in FY 2024/25 and forward will be the number of total followers * Twitter is now X
**X was updating it's analytical tool during the reporting period and data was not available for the period ***Feedback gathered every two years

396
Fiscal Year
2025/26 City Manager Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization City Clerk Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Number of Updates to Council
Number of Systems for Cross Training
Number of Passports Processed
Number of City Council Meetings
Number of Planning Commission Meetings
Information Technology Objectives Fiscal Year 2025/26 A B C D E F 

Information Technology Performance Indicators* FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Bid vendor contract for new website design
Improve website accessibility by providing alt tags on 100% of photos with implementation of the updated website
Employee satisfaction with IT services
Ensure that 95% of the City’s desktops and laptops have been in service less than six years
Work towards a two-hour minimum response time to helpdesk tickets * Information Technology services were fully contracted prior to FY 2023/24 so performance indicators will began in FY 2024/2025. **Survey to be conducted in July 2025
Economic Development Objectives Fiscal Year 2025/26 A B C D E F 


Pursue an economic development strategic plan, including a strategic business outreach plan F 4 6 6 4
8 13 11
Goals
D 6
D 400 778 614 1100
D 32 24 24 24
Goals
F
9 Modernize the website to be more user friendly, transparent, functional, and reflective of the City's vision D 1 6 12
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
D
D
100% Website
launched
2/12/25
Complete
**
F Average first
response time
decreased from

13.3hrs in FY
23/24 to 3hrs in
24/25
F
Strategically plan and pursue commerce that meets the new service demands of local residents Showcase local businesses through active engagement and outreach Complete

397
Fiscal Year
2025/26 City Manager Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Economic Development Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Percent of businesses that feel that the quality of services provided to businesses by the City exceeds or greatly exceeds their expectations *
Actions undertaken to connect with potential private sector investors and public-private collaborations kick-started.

Local Business Expansion Workshops
*According to the business survey conducted in April 2025 N/A N/A*
72 % (Excellent
or Good) *
Goals
A
A 300 380 375
A 15 9 9

398
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399
Fiscal Year
2025/26 Administrative Services Department Organizational Chart

400
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401
Fiscal Year
2025/26 Administrative Services Department Detail
The Administrative Services Department serves as a citywide support department for internal and external customers. The department will continuously strive to improve efficiency, remain current with guidelines, best practices, and legal requirements, and proactively work to build a transparent, trustworthy department. The department strives to create a workforce of forwardthinking employees who are customer focused and committed to excellence each day. Honesty and integrity will always be at the forefront and will guide us as we create a safe and welcoming environment for all employees and citizens of the City of Oakley.

Department Divisions
Finance – The Finance Division provides support services citywide, with the goal of intelligent and prudent financial management. Department activities include Treasury and Debt Management; Accounting for Payroll; Accounts Payable; General Ledger; Capital Projects and Grant Accounting; Financial Reporting, Budget Development and Management; LongTerm Planning; Purchasing; Billing and Collections; Business License Administration; and Risk Management.

Human Resources – The Human Resources Division serves as a citywide support division in employer-employee relations, recruitment and selection, classification and compensation, worker’s compensation management, benefits administration and workforce training and development. The staff are motivated and enthusiastic about contributing to the City, enhancing its quality of service, and providing a welcoming and inclusive environment for all.

Recreation – Recreation focuses on creating community through people, parks and programs. The Recreation Division provides diverse and innovative programming, offering programs and activities to citizens of all ages throughout the year. The programs promote physical health and wellness, improve community image and community pride, and provide opportunities for children, adults, and seniors in Oakley. The Recreation Division works in partnership with community organizations, non-profit organizations, and commercial businesses to ensure quality recreation services for Oakley residents.

Department Costs and Revenue
Costs for the Administrative Services Department are primarily funded by the general fund with the remainder recovered through direct charges and overhead costs. The recreation division is also funded through general fund, but also creates revenue based on facility and park rentals and class and program fees

402
Fiscal Year
2025/26 Administrative Services Department Detail
Proposed Department and Personnel Changes
In fiscal year 2024/25, the recreation division began programming for our senior community. The fiscal year 2025/26 budget includes funding for employees who will staff Studio 55 each day as well as staff to provide lunch services.

403
Fiscal Year
2025/26 Administrative Services Department Detail
2021/22 2022/23 2023/24 2024/25 2025/26
Human Resources Actual Actual Actual Projected Proposed Personnel Services $ 413,313 $ 391,613 $ 506,980 $ 366,740 $ 387,101 Services 257,863 222,947 184,022 218,089 218,358
Supplies 5,959 3,128 2,396 35,900 33,500
Capital Outlay 16,299 - 719 2,000 2,000
Total Human Resources $ 693,434 $ 617,688 $ 694,118 $ 622,729 $ 640,959 2021/22 2022/23 2023/24 2024/25 2025/26
Finance Actual Actual Actual Projected Proposed
Personnel Services $ 623,305 $ 705,977 $ 722,850 $ 777,301 $ 802,195 Services 177,595 215,704 244,210 348,931 392,814
Supplies - - - 3,200 2,000
Capital Outlay - - 923 1,500 1,500
Total Finance $ 800,900 $ 921,681 $ 967,983 $ 1,130,932 $ 1,198,509 2021/22 2022/23 2023/24 2024/25 2025/26
Recreation Actual Actual Actual Projected Proposed
Personnel Services $ 428,797 $ 498,073 $ 552,207 $ 703,325 $ 759,088 Services 174,225 219,056 278,392 383,867 463,530
Supplies 116,064 195,481 203,582 189,508 410,315
Capital Outlay - - 155,451 -
Total Recreation $ 719,086 $ 912,609 $ 1,034,181 $ 1,432,151 $ 1,632,934 Total Administative Services $ 2,213,420 $ 2,451,979 $ 2,696,282 $ 3,185,812 $ 3,472,402

404
Fiscal Year
2025/26 Administrative Services Department Detail

405
Fiscal Year
2025/26 Administrative Services Department Detail
Finance Objectives Fiscal Year 2025/26 A B C D E F
     
     
  
 
 
Finance Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Number of agenda items presented by Finance to the City Council** Number of printed payroll checks**
Number of automatically deposited payroll checks**
Number of issued or renewed business licenses*
Percentage of Vendors Paid within 30 days of invoice
Clean Audit Opinion for Fiscal Year Financial Statements Received the CSMFO Excellence Award for Budgets
Received the GFOA ACFR Award for the previous fiscal year * This is no longer a Function of the Finance Division
** Updated performance indicators to better align with division Human Resources Objectives Fiscal Year 2025/26 A B C D E F 
 
 


A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Complete the full integration of the ERP system across all City modules by the end of FY2026.

Utilize the new ERP software to transition Capital Asset records from Excel into the system Implement the online vendor portal to enable electronic communication and streamlined interactions with vendors.

Continue developing standardized procedure manuals to promote consistency and improve operational efficiency E, F 33 20
Provide ongoing training for the Finance team and departments to ensure compliance with current regulations Goals
E, F 24 20
Yes Yes
E Yes Yes Yes Yes
E, F 2,304 2,737
A 1,318 1,710
E,F 90% 90%
E,F Yes
Review all HR policy to bring in compliance with current practices, guidelines and legal requirements Proactively work to reduce work place injuries
Continue the implementation of the ERP software conversion E Yes Yes
Continue to actively recruit qualified candidates to enhance Team Oakley Work to build a transparent, trusting environment where all employees feel safe Yes Yes Yes

406
Fiscal Year
2025/26 Administrative Services Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Human Resources Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Number of full duty work hours lost related to worker's compensation claims Average number of days from interview to hire date-Full Time Sworn Personnel Average number of days from interview to hire date - Full Time Non-Sworn Personnel Percent of Performance Evaluations Completed timely
Number of annual wellness events offered to employees
Recreation Objectives Fiscal Year 2025/26 A B C D E F

  
 
 
Recreation Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Sports Field Rentals
Picnic Area Rentals
Indoor Facility Rentals
Social Media Following (Instagram)
Number of Program Participants
Number of Classes Offered

A, C, D

A, C, D
- 1,956 2,681
100 142 144 161
7,484 4,795
F 59 58
Goals
E
F 34 42
F 94% 94%
109 97
Offer at least 8 different subjects of instructed classes in Studio 55 Exceed 3,750 sports field rentals
Evaluate and develop Studio 55 programs and procedures
Goals
C, D 1,990
F 10 21
Exceed 105 rentals in the Oakley Recreation building
C 6 40 56 109
C 1,018 1,461 1,814 2,452
2,778 2,853 3,333
C 126 125

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2025/26 Community Development Department Organizational Chart

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409
Fiscal Year
2025/26 Community Development Department Detail
The Community Development Department consists of three divisions: Building, Code Enforcement, and Planning. As a whole, the Department is responsible for implementing City Council policies related to planning, zoning, code enforcement, building and housing. The department promotes the community’s quality of life and economic vitality through land use planning; protection of public health and safety related to development, elimination of blight, development of affordable housing, and oversees the building and development of residential and non-residential projects, ensuring that these projects meet established requirements related to public health and safety. The Community Development Department manages the City’s Building Permit Center, which coordinates and streamlines the development review and permitting process among various departments and outside agencies, thereby facilitating economic development and excellent customer service. The Department also facilitates review and issuance of Business Licenses and Home Business Permits.

Department Divisions
Building – The Building Division is responsible for the administration and enforcement of building codes (California Building, Plumbing, Mechanical Codes, the National Electrical Code, and the International Property Maintenance Code). The Building Division provides minimum standards to safeguard public health and welfare, and property, by regulating and controlling the design of structures through plan review, construction of structures through field inspection to monitor quality of materials, use and occupancy, location and maintenance of all buildings and structures within the City of Oakley.

Code Enforcement – The Code Enforcement Division is responsible for ensuring all residential and commercial properties abide by municipal codes applicable to the health, safety, and quality of life for Oakley residents and business owners. This is achieved primarily by managing the property maintenance program and the Residential Rental Inspection Program. These requirements are met through pro-active on-site inspections, responding to citizen complaints, and educating the public through in-house developed community awareness programs.

Planning – The Planning Division provides land use, current and long-range planning, and environmental services. The Division is responsible for the implementation of policy pertaining to orderly development and balanced, quality growth in the City of Oakley and keeping up to date with new state laws and mandates related to housing and land use. Over the years, the Division has focused their efforts on streamlining the development process. The Division continues to focus on programs that assist the City in economic development and planned growth. Specifically, the Division is continually processing residential, commercial, and light industrial project applications to help facilitate the goals of the City’s General Plan and Strategic Plan 27+.

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Fiscal Year
2025/26 Community Development Department Detail
Department Costs and Revenue
Costs are primarily from the General Fund and related to long range planning current projects and building inspection and code enforcement related expenditures. Revenues are comprised of building permit, plan check, inspection, building and code enforcement citations, Residential Rental Inspection Program fees, and code enforcement re-inspection fees. Those projects related to private development are funded 100% by the developer.

Proposed Department and Personnel Changes
There are no proposed changes for fiscal year 2025/26.

411
Fiscal Year
2025/26 Community Development Department Detail
2021/22 2022/23 2023/24 2024/25 2025/26
Building Actual Actual Actual Projected Proposed
Personnel Services $ 461,506 $ 501,966 $ 522,897 $ 773,554 $ 791,885 Services 505,275 378,154 295,460 354,577 396,412
Supplies 5,548 3,348 5,276 7,000 7,600
Capital Outlay - - - 1,500 3,284
Total Building $ 972,329 $ 883,468 $ 823,633 $ 1,136,631 $ 1,199,181 2021/22 2022/23 2023/24 2024/25 2025/26
Planning Actual Actual Actual Projected Proposed
Personnel Services $ 361,060 $ 545,590 $ 488,639 $ 474,537 $ 484,653 Services 294,653 260,585 247,388 490,020 457,004
Supplies 45 37 74 300 6,000
Capital Outlay - - - - -
Total Planning $ 655,757 $ 806,212 $ 736,101 $ 964,857 $ 947,658 2021/22 2022/23 2023/24 2024/25 2025/26
Code Enforcement Actual Actual Actual Projected Proposed Personnel Services $ 205,445 $ 260,983 $ 295,563 $ 515,967 $ 542,324 Services 29,024 38,794 28,040 143,455 184,980
Supplies 4,125 6,127 3,348 4,500 5,500
Capital Outlay - - - 5,500 37,389
Total Code Enforcement $ 238,594 $ 305,904 $ 326,952 $ 669,422 $ 770,193 Total Community Develop. $ 1,866,680 $ 1,995,583 $ 1,886,686 $ 2,770,910 $ 2,917,032

412
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2025/26 Community Development Department Detail

413
Fiscal Year
2025/26 Community Development Department Detail
Building Objectives Fiscal Year 2025/26 A B C D E F

 
 
 
 
 
Building Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25* Total Number of Building Permits Issued
Total Number of Single-Family Dwelling Permits Issued
Planning Objectives Fiscal Year 2025/26 A B C D E F

  
 
Planning Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25* Home Business Permits Processed
Planning projects presented to City Council and Planning Commission Code Enforcement Objectives Fiscal Year 2025/26 A B C D E F 

 
Provide superior responsiveness for Inspection Requests.

A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Develop uniform process for Building and Code Enforcement to respond to substandard housing complaints Develop a workplan to create and adopt a Climate Action Plan Improve electronic permit processes to improve efficiencies, optimize customer experiences.

Increase outreach and education efforts for Disabled Accessibility (CASp Program) Increase education and enforcement of the new California Building Standards Code to protect public safety Goals
A, B 2,051 1791 1,410
A, B 268 136 94 85
2,163
Implement the 6th Cycle Oakley Housing Element (2023-2031) and facilitate the development of Affordable Housing Improve outreach & education efforts for Business License and Home Based Business Permitting Provide superior responsiveness for Plan Reviews
Goals
A 78 93 93 72
A, D, E 21 34 45 19
Develop uniform process for Building and Code Enforcement to respond to substandard housing complaints Improve the Residential Rental Property Inspection Program compliance rate Continue to work with MDRR to ensure compliance with State Requirements for Recycling, Solid & Organic Waste Building Objectives Fiscal Year 2025/26 A B C D E F

 
 
 
 
 
Building Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25* Total Number of Building Permits Issued
Total Number of Single-Family Dwelling Permits Issued
Planning Objectives Fiscal Year 2025/26 A B C D E F

  
 
Planning Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25* Home Business Permits Processed
Planning projects presented to City Council and Planning Commission Code Enforcement Objectives Fiscal Year 2025/26 A B C D E F 

 
Provide superior responsiveness for Inspection Requests.

A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Develop uniform process for Building and Code Enforcement to respond to substandard housing complaints Develop a workplan to create and adopt a Climate Action Plan Improve electronic permit processes to improve efficiencies, optimize customer experiences.

Increase outreach and education efforts for Disabled Accessibility (CASp Program) Increase education and enforcement of the new California Building Standards Code to protect public safety Goals
A, B 2,051 1791 1,410
A, B 268 136 94 85
2,163
Implement the 6th Cycle Oakley Housing Element (2023-2031) and facilitate the development of Affordable Housing Improve outreach & education efforts for Business License and Home Based Business Permitting Provide superior responsiveness for Plan Reviews
Goals
A 78 93 93 72
A, D, E 21 34 45 19
Develop uniform process for Building and Code Enforcement to respond to substandard housing complaints Improve the Residential Rental Property Inspection Program compliance rate Continue to work with MDRR to ensure compliance with State Requirements for Recycling, Solid & Organic Waste

414
Fiscal Year
2025/26 Community Development Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Code Enforcement Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25* Residential Rental Inspection Program (RRIP) Registrations Total Code Enforcement Cases Opened
Total Property Maintenance Cases
Code Enforcement Action that led to Building Permits being Issued Cases addressing lack of Garbage Service
Cases addressing Illegal Fireworks
* Through 4/8/2025
Goals
A, B 1,206 1,288 1,516
A, B 2,568 2,436 2,982
A, B 691 522 731
A, B 40 36 90
B 17 45 24
B 46 1 6
2,373
1,507
40 397
15 9

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2025/26 Police Department Organizational Chart

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417

Fiscal Year
2025/26 Police Department Detail
The Oakley Police Department exists to enforce the various laws impacting the quality of life for our residents and business owners. Additionally, the Oakley Police Department strives to protect others from harm, maintain peace and restore order, keep an upper hand over the criminal element, safeguard City interests and build community relations. The Oakley Police Department maintains the functions of: Administration, Patrol, Investigations, Canine Patrol Team, Traffic Enforcement, Special Enforcement, School Resource Officer, Records, and Property and Evidence Management. The Oakley Police Department strives to remain current with standards via training. The Oakley Police Department is committed to serving the community of Oakley and keeping our core values of Honor, Courage, and Pride at the forefront of everything we do.

Department Divisions
Sworn – The sworn members of the Oakley Police Department perform the traditional uniformed police patrol roles, as well as the investigative roles that are required to move criminal cases through the criminal justice system. Our traffic officers are committed to keeping our roadways safe via education and enforcement efforts. The officers assigned to the Special Services Team are tasked with staying on top of quality-of-life issues and our School Resource Officers provide law-enforcement services to our middle and high school students.

Non-Sworn – The non-sworn members of the Oakley Police Department act as the vitally needed support elements required in a police department. Our Records crew processes public records requests, subpoenas, tracks statistics and provides customer service in our front lobby. Our Police Services Assistants act as a force multiplier by taking lower-level reports, processing & maintaining evidence, taking care of our fleet needs and making sure sexually based crime offenders are properly registered and monitored.

418

Fiscal Year
2025/26 Police Department Detail
Department Costs and Revenue
Costs for the Oakley Police Department are primarily funded by the general fund. Some operating costs of the Oakley Police Department are offset via the collection of P-6 special tax, a special revenue that was created for the purpose of funding police services. The collection of P-6 special taxes goes into a special revenue fund and then transferred into the general fund to help fund Police Services.

Proposed Department and Personnel Changes
For the 2025/26 FY the Oakley Police Department will strive to recruit qualified candidates with the goal of being to fully staff the Department with 42 sworn officers. A fully staffed Department fits the desire of the City Council to make sure we provide the best and most effective police services possible. In Fiscal Year 2025/26 we will hire a temporary third lieutenant positions leaving a sergeant position unfilled while we plan for upcoming retirements in the department. It is anticipated this short-term change will be approximately 6-9 months.

419
Fiscal Year
2025/26 Police Department Detail
2021/22 2022/23 2023/24 2024/25 2025/26
Police Sworn Actual Actual Actual Projected Proposed
Personnel Services $ 7,456,931 $ 8,246,125 $ 9,310,124 $ 8,918,233 $ 10,218,668 Services 2,766,290 3,276,167 3,567,570 4,366,384 4,923,617 Supplies 272,784 289,409 340,792 434,500 419,300
Capital Outlay 94,525 155,679 229,890 22,792 208,000
Total Police $ 10,590,530 $ 11,967,380 $ 13,448,375 $ 13,741,908 $ 15,769,585 2021/22 2022/23 2023/24 2024/25 2025/26
Police Non-Sworn Actual Actual Actual Projected Proposed Personnel Services $ - $ - $ - $ 1,616,609 $ 877,938
Services - - - - 277,058
Supplies - - - - -
Capital Outlay - - - - -
Total Police $ - $ - $ - $ 1,616,609 $ 1,154,996
Total Police $ 10,590,530 $ 11,967,380 $ 13,448,375 $ 15,358,517 $ 16,924,582

420

Fiscal Year
2025/26 Police Department Detail

421
Fiscal Year
2025/26 Police Department Detail
Sworn Objectives Fiscal Year 2025/26 A B C D E F
 
 
 
   
 

   
Sworn Performance Indicators 2022 2023 2024 2025
Homicide
Rape
Robbery
Assault
Burglary
Larceny
Motor Vehicle Theft
Written Reports
Arrests
Investigate the feasibility of bolstering our "electronic net" of surveillance cameras with our service vendors A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Ensure new employees are receiving the proper amount of OPD core course training Encourage community events involving the police department in non police related environments Exercise the skills of our newly appointed in-house instructors, which will save funding over the long run Successfully see academy recruits become trained police officers Maintain the Traffic Enforcement Unit and direct those officers to focus on traffic collision prone locations Embrace the SRO relationship with the OUESD and develop workable strategies for that community Goals
B 2 2 -
B 9 4 8
B 171 241 220
B 10 23 11
B 330 333 286
B 71 89 46
B 115 147 122
B 453 460 462
B 2,748 2,682 2,612

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Fiscal Year
2025/26 Police Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Non-Sworn Objectives Fiscal Year 2025/26 A B C D E F


 

Non-Sworn Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Number of PRA's processed
Number of sex/arson/gang registrants processed/tracked
Number of callouts to scenes in the field
Number of stolen vehicles recovered
Number of cases presented to the District Attorney's Office Find suitable off-site storage solutions for aged evidence Purge evidence that is no longer required to be retained Make sure non-sworn drone pilots receive adequate on-going training Make sure Records Staff has the resources they need to adequately and accurately track statistics Goals
1,862
B 87
B
B 15
B 42
B 425

423
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2025/26 Public Works Department Organizational Chart

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Fiscal Year
2025/26 Public Works Department Detail
The mission of the Public Works Department is to steward Oakley’s infrastructure and provide street, drainage, traffic signal, facility, parks, and landscape maintenance through a combination of internal staff and outside contractors. The Department also administers design, construction inspection, and contract management for Capital Improvement Projects within the City. The Department also implements the City’s Clean Water Program to ensure compliance with current NPDES requirements and permits; processes the plan reviews and inspects private development project grading and infrastructure improvements for compliance with City standards.

Public Works Department Divisions
Engineering – Engineering staff will supply technical services to assist with various City activities, ranging from design and construction of public works projects, to addressing requests and questions raised by the general public and officials. Also, Engineering staff, in collaboration with the City Planning and Economic Development Team, review and process various private development projects, from residential subdivisions to commercial building projects.

Facilities – The City currently owns and manages multiple facilities, and the maintenance and operations of these facilities are under the Public Works Department to better align the service needs with maintenance resources that are available and managed by the Public Works Department.

Parks – The City currently maintains 38 public parks. The City supplements the Oakley Union Elementary School District financially for the maintenance of their fields and the City maintains two playgrounds at Vintage Parkway School and O’Hara Park Middle School. In addition, the City maintains thousands of square feet of public right of way landscaping, street median landscaping, and public trail corridors. The City’s park and landscape maintenance staff, and outside maintenance contract resources provide landscape maintenance services for the City. The Parks Division staff work diligently every day to provide the best quality of maintenance services for the City’s Parks and Landscaped medians and pathways.

Streets – Routine maintenance is necessary to keep the City’s road network operating in a safe and efficient manner. This includes pavement maintenance activities such as pothole patching, crack sealing, shoulder repair, signing and striping repair and replacement, and keeping the roadways free of obstructions via street sweeping and debris cleanup. As a supplement to the regular patrols of the maintenance staff, public works staff will field and investigate citizen requests to determine corrective action for conditions that may not be known or readily apparent. Since surface treatment projects like pavement overlays or

426

Fiscal Year
2025/26 Public Works Department Detail
slurry seals tend to be extensive in nature, they are recognized as a Capital Improvement, and not included in this maintenance element. The City uses on call maintenance service contractors to supplement City maintenance staff in performing various large maintenance services (i.e., pavement repair and patching, curb, gutter and sidewalk repair, striping, guard rail repair, etc.) The City’s maintenance staff will utilize these contract services to supplement in-house resources to better provide maintenance services for the community in a proactive way.

The overall goal of the above referenced programs is to improve and enhance the quality of all City infrastructure, and in turn, the quality of life for the residents of Oakley.

Department Costs and Revenue
The Public Works budget relies on funds from a variety of sources, many of which restrict expenditures to specific categories.

Gas Tax, Senate Bill (SB) No. 1 Transportation, Measure J which are all restricted in one way or another to street maintenance and safety.

Storm Water Utility Assessments, Streetlight Assessments, and Park Assessments, some which are citywide while others are specific to an assessment zone.

Impact fees which include Traffic Impact Fees, Park Impact Fees, and Public Facilities Impact Fee which are spent on capital project specific to the impact fee.

Numerous Lighting and Landscape Assessments help to fund the cost of lighting and landscaping within each specific zone.

Numerous Community Facilities District Assessments help to fund the cost of lighting, landscaping, and parks within each specific zone.

Proposed Department and Personnel Changes
The Department has formed a cohesive team that serves the needs of the community infrastructure. As the City continues to grow and more residents move to Oakley, so is the increased need for services that the Public Works Department provides for the community. The addition of new residential subdivisions and infrastructure that come under the maintenance of the Public

427
Fiscal Year
2025/26 Public Works Department Detail
Works Department, necessitate increased staffing to be able to provide maintenance services and to continue to have public infrastructure that is maintained to high standards.

The FY 2025/26 budget includes the addition of a Senior Civil Engineer as well as a Project Manager. Only one of these positions will be filled, replacing the existing Associate Engineer position, so the number of staff remains the same.

428

Fiscal Year
2025/26 Public Works Department Detail
2021/22 2022/23 2023/24 2024/25 2025/26
Engineering Actual Actual Actual Projected Proposed
Personnel Services $ 966,844 $ 1,001,812 $ 1,037,263 $ 1,132,877 $ 1,252,182 Services 761,104 1,242,479 1,052,908 1,300,899 1,289,308 Supplies 7,924 7,975 7,325 10,400 11,500
Capital Outlay 15,677 2,211 16,049 8,760 8,760
Total Engineering $ 1,751,548 $ 2,254,478 $ 2,113,545 $ 2,452,936 $ 2,561,749 2021/22 2022/23 2023/24 2024/25 2025/26
Streets Actual Actual Actual Projected Proposed
Personnel Services $ 233,366 $ 245,930 $ 242,343 $ 326,356 $ 340,521 Services 284,342 195,141 292,992 303,425 361,911
Supplies 7,694 7,627 12,539 11,000 10,000
Capital Outlay 78,744 415,404 24,500 90,966 37,760
Total Streets $ 604,146 $ 864,102 $ 572,374 $ 731,747 $ 750,192 2021/22 2022/23 2023/24 2024/25 2025/26
Facilities Actual Actual Actual Projected Proposed
Personnel Services $ 105,497 $ 177,308 $ 245,733 $ 358,919 $ - Services 166,624 308,597 357,578 504,931 -
Supplies 55 26,634 41,885 41,250 -
Capital Outlay - - 42,380 5,760 -
Total Facilities $ 272,176 $ 512,539 $ 687,576 $ 910,860 $ - 2021/22 2022/23 2023/24 2024/25 2025/26
Parks Actual Actual Actual Projected Proposed
Personnel Services $ 637,444 $ 695,702 $ 901,838 $ 982,912 $ 1,004,934 Services 647,568 808,107 217,373 252,080 427,889
Supplies 30,751 33,302 36,299 39,600 42,000
Capital Outlay 108,460 5,760 5,760
Total Parks $ 1,315,762 $ 1,537,110 $ 1,263,970 $ 1,280,352 $ 1,480,583 Total Public Works $ 3,943,632 $ 5,168,229 $ 4,637,465 $ 5,375,895 $ 4,792,525

429
Fiscal Year
2025/26 Public Works Department Detail

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Fiscal Year
2025/26 Public Works Department Detail

431
Fiscal Year
2025/26 Public Works Department Detail
Engineering Objectives Fiscal Year 2025/26 A B C D E F
 
 
  
 
   
  
 
Engineering Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Number of traffic calming requests processed
Number of encroachment permits processed
Number of transportation permits processed
Number of CIP projects completed
Number of Electric Vehicle Charging Stations
Total kWh used by Electric Vehicle Chargers
F 2 3 10 19
F 1,455 2,350 10,522 14,551
D 165 153 306 250
B 7 14 17 6
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Complete construction of East Cypress Road Widening (Knightsen Avenue to Jersey Island Road) Project CIP # 247 Complete construction of Laurel Road Widening (Cloverbrook Avenue to O'Hara Avenue) Project CIP # 280 Complete the design of East Cypress Road Widening at CCWD Canal Crossing Project CIP # 310 Start the design of East Cypress Road Widening (Jersey Island Road to Bethel Island Road) Project CIP # 302 2 3
D 165 153 257 294
Complete construction of Irrigation Well Installation at City's Freedom Basin Project CIP # 265 Complete construction of Delta Pointe Plaza
Goals
B 5
Complete construction of Safeway Shopping Center Project 3

432
Fiscal Year
2025/26 Public Works Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Facilities Objectives Fiscal Year 2025/26 A B C D E F

 


Facilities Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Number of facility service requests processed
Parks Objectives Fiscal Year 2025/26 A B C D E F
  
 
Develop Park Interpretive Programs 
Complete construction of Enrico Cinquini Park Project CIP # 281  Parks Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Number of acres of City parks, open space, and landscaped zones maintained Number of park service requests received and processed
Number of Trees Planted
Number of Trees Pruned
C 400 425 550 84
C 800 647 1,396 1,974
224 293 493
C 30 60 1,046 1,823
Complete a Tree Inventory utilizing our internal GIS
Maintain and Enhance the City’s Park Infrastructure
Goals
C 217
486 451
Create a cohesive Facility Team for all custodial and facility maintenance services Goals
Create tracking system for compliance with County and State regulations and permits Proactively maintain facility equipment and systems to reduce equipment failures and downtime and extending Facility Asset Lifespans
Participate in training for the new Tyler software for Public Works Facility Work Order Processes

433
Fiscal Year
2025/26 Public Works Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Streets Fiscal Year 2025/26 A B C D E F

Performed remediation of lifted sidewalk to eliminate trip and fall hazard within 24 hours  Streets Performance Indicators FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Total number of street miles swept
Total number of storm water inlets inspected
Number of miles of street resurfaced
Number of street light malfunction service requests processed Square Feet of Sidewalk replaced
Number of New Street Lights installed
B 3,550 4,735 4,374 4,179
B 30 23 79 107
B 2 2 7 -
B 222 177 273 326
6,263
B 2,703 4,329 4,329 4,436
Goals
B 6,132 6,066 5,651
Removal of debris from Right-of Way within 24 hours of reporting

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435
Fiscal Year
2025/26 Animal Control Detail
The City contracts with Contra Costa County for Animal Control Services.

Department Divisions
Animal Control – Animal Control services patrol the City’s streets and respond to public health and safety calls concerning animals in the City. The County Animal Services Department provides the service and access to its animal shelter facility in Martinez.

Department Costs and Revenue
The Costs are funded entirely by General Fund Revenues. All Staffing is provided by the County, and we are charged at an annual per capita rate.

Proposed Department and Personnel Changes
Animal Control expenditures are reported in the non-departmental financial tables.

436
Fiscal Year
2025/26 Non-Departmental Detail
All non-departmental costs are part of the overall costs for the City and not related to one specific department. These costs are allocated to each department based on the department’s share of salary expenses. The budget includes central services, supplies, and utilities as well as the general fund contingency per policy.

Department Divisions
There are no divisions in this unit.

Department Costs and Revenue
The objectives related to the non-departmental budget are to monitor and manage citywide costs. The budget is managed by the City Manager and Administrative Services Director.

Proposed Department and Personnel Changes
There are no changes proposed for FY 2025/26.

437
Fiscal Year
2025/26 Non-Departmental Detail
2021/22 2022/23 2023/24 2024/25 2025/26
Non-Departmental Actual Actual Actual Projected Proposed Personnel Services $ 574,448 $ 826,692 $ 696,458 $ 1,013,922 $ 1,004,720 Animal Control $ 288,310 $ 341,873 $ 394,020 $ 491,325 $ 546,510 Services (1,501,899) (1,861,757) (1,619,365) (1,375,603) (1,040,719) Supplies 70,547 56,216 56,393 38,000 36,000
Capital Outlay - - 15,973 33,919 -
Transfers Out 5,710,000 10,380,000 2,290,323 14,288,200 4,864,728 Total Non-Departmental $ 5,141,406 $ 9,743,024 $ 1,833,802 $ 14,489,763 $ 5,411,239 Total Non-Departmental $ 5,141,406 $ 9,743,024 $ 1,833,802 $ 14,489,763 $ 5,411,239 Note: Animal Control converted in FY25-26 into Non-departmental Budget

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439
Fiscal Year
2025/26 Transfers
To Fund 235 Street Maintenance Reserves to cover street maintenance projects 2,249,728 To Fund 145 Stormwater NPDES to cover operational deficit 115,000 To Fund 201 General Capital Projects to cover CIP projects 1,500,000 To Fund 201 General Capital Projects to cover CIP projects 1,000,000 $ 4,864,728
2021/22 2022/23 2023/24 2024/25 2025/26
Actual Actual Actual Projected Proposed
Operating Transfers 5,621,000 9,577,974 2,290,323 14,288,200 4,864,728 Total Expenditures $ 5,621,000 $ 9,577,974 $ 2,290,323 $ 14,288,200 $ 4,864,728 Total Operating Transfers $ 5,621,000 $ 9,577,974 $ 2,290,323 $ 14,288,200 $ 4,864,728 Staff proposes the following transfers from the General Fund to Other Funds in Fiscal Year 2025/26.

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441

Fiscal Year
2025/26 Capital Outlay and Land Acquisitions
2021/22 2022/23 2023/24 2024/25 2025/26
Actual Actual Actual Projected Proposed
Captal Outlay/Land Acquisitions - - - -
Total Expenditures $ - $ - $ - $ - $ -
Total Capital Outlay/Land
Acquisitions $ - $ - $ - $ - $ -
There are no appropriations anticipated for Fiscal Year 2025/26.

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2025/26
Special Revenue Funds
Creekside Park Restoration Grant
Fund - 115 2021/22 2022/23 2023/24 2024/25 2025/26
Oakley Creekside Park Restoration Actual Actual Actual Projected Proposed Grants Revenue $ 129,030 $ 175,107 $ 107,555 $ - $ -
Interest - - - - -
Total Revenues $ 129,030 $ 175,107 $ 107,555 $ - $ -
Personnel Services $ - $ -
Services 170,508 140,626 100,559 - -
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 170,508 $ 140,626 $ 100,559 $ - $ - This grant from the Delta Conservancy has the purpose of developing plans to restore 775 linear feet of Marsh Creek to provide habitat for native fish and wildlife. Various partners will be participating in the analysis including American Rivers, Inc., Contra Costa Flood District, and the adjacent property owner/developer.

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445
Fiscal Year
2025/26
Special Revenue Funds
American Rescue Plan Act Grant
Fund - 120 2021/22 2022/23 2023/24 2024/25 2025/26
American Rescue Plan (ARPA) Actual Actual Actual Projected Proposed Grants Revenue $ 677,196 $ 548,430 $ 2,339,200 $ 6,702,038 $ 5,790,330 Interest 9,086 193,238 436,163 - -
Reimbursements-Grants - 21,402 - - -
Total Revenues $ 686,282 $ 763,069 $ 2,775,363 $ 6,702,038 $ 5,790,330 Personnel Services $ - $ - $ - $ - $ -
Services 307,446 406,787 1,769,886 177,757 10,000
Supplies 28,953 - - - -
Capital Outlay 52,531 163,045 569,313 6,524,513 1,006,464 Operating Transfers 177,190 - 500,000
Total Expenditures $ 566,119 $ 569,833 $ 2,339,200 $ 6,702,270 $ 1,516,464 The American Rescue Plan Act of 2021 (ARPA) is a $1.9 trillion Coronavirus rescue package designed to facilitate the United States’ recovery from the devastating economic and health effects of the COVID-19 pandemic. The nearly $2 trillion price tag makes this economic rescue legislation one of the most expensive in U.S. history.

The City of Oakley received $10,177,190 of ARPA funding. As a result of legislation referred to as the Final Rule, the City of Oakley was allowed to claim $10 million of those funds as an economic loss and that $10 million can be used to provide government services. The remaining $177,190 was claimed by the City as a partial-reimbursement for special COVID-19 sick leave that the City’s General Fund paid out to employees during the Pandemic.

The grant requires that all ARPA funding be spent by December 31, 2026 and must be allocated no later than December 31, 2024. The allocation deadline falls within this budget year.

Revenue in the table below is from Deferred Revenue and not additional revenue expected in the fund.

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447
Fiscal Year
2025/26
Special Revenue Funds
Downtown Revitalization Fund
Fund - 138 2021/22 2022/23 2023/24 2024/25 2025/26
Downtown Revitalization Actual Actual Actual Projected Proposed Rents & Concessions Revenue $ 182,946 $ 118,010 $ 194,902 $ 161,768 $ 175,121 Interest 2,207 4,076 17,356 2,000 2,000
Lease Revenue&Interest 28,152 149,167 59,159 - -
Operating Transfers 75,000 - - - -
Total Revenues $ 288,305 $ 271,253 $ 271,417 $ 163,768 $ 177,121 Personnel Services $ - $ - $ - $ - $ -
Services 180,478 196,048 161,060 170,346 195,295
Supplies - - 165 - -
Capital Outlay - - - - -
Operating Transfers - - - - 3,301
Total Expenditures $ 180,478 $ 196,048 $ 161,225 $ 170,346 $ 198,596 The City has developed an economic development revolving loan program. This fund was created so that the funding of the program, and ultimately the accounting for its activities, can be tracked and reported on separately. Uses for loans will be made as approved by the City Council, pursuant to the program parameters. Several years ago, the City received the transfer from the Oakley Redevelopment Successor Agency, the properties designated for “government use” and for “future development.” In order to track the rents and services related to these properties they are included in this fund and the name of the fund was changed from Economic Development Revolving Loan Program to Downtown Revitalization Fund to more accurately describe the activities tracked in this fund. In more recent years some of the rental properties have been sold and therefore, you will see a reduction in activity in this fund.

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449
Fiscal Year
2025/26
Special Revenue Funds
Sports Field Maintenance
Fund - 168 2021/22 2022/23 2023/24 2024/25 2025/26
Sports Field Maintenance Actual Actual Actual Projected Proposed Rents & Concessions $ 57,660 $ 46,350 $ 54,974 $ 50,000 $ 50,000 Interest 342 4,491 9,795 - -
Unrealized Gain/(Losses) - - 2,180 - -
Total Revenues $ 58,002 $ 50,841 $ 66,949 $ 50,000 $ 50,000 Personnel Services $ 19,606 $ 622 $ - $ - $ -
Services - - 25,553 22,779 32,485
Supplies - - -
Capital Outlay - - -
Operating Transfers - - -
Total Expenditures $ 19,606 $ 622 $ 25,553 $ 22,779 $ 32,485 The Sports Field Maintenance Fund is a special fund established first in fiscal year 2014/15. Recognizing that organized sports field usage results in the need for more intensive upkeep and maintenance, the fund is used to account separately for the collection of fees from the ball field rentals (revenue) and expenditure of funds for an on-going maintenance program of the facilities. The funds are used for annual field renovation costs, equipment repair and replacement, supplies, and for the cost associated with staff time including contracts.

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451
Fiscal Year
2025/26
Special Revenue Funds
Storm Water Fund
Fund - 145 2021/22 2022/23 2023/24 2024/25 2025/26
Storm Water Program Actual Actual Actual Projected Proposed Stormwater (NPDES) $ 510,455 $ 527,545 $ 560,663 $ 588,200 $ 588,200 Interest 232 16 240 - -
Unrealized Gain/(Losses) (2,145) 2,116 - - -
Miscellaneous Revenue 420 1,440 - - -
Operating Transfers - - 219,373 127,638 145,939
Total Revenues $ 508,962 $ 531,118 $ 780,276 $ 715,838 $ 734,139 Personnel Services $ - $ - $ - $ - $ -
Services 414,263 441,251 798,353 513,263 550,702
Supplies 222,066 253,782 643 750 -
Capital Outlay 107,516 473 - - -
Operating Transfers - - - - -
Total Expenditures $ 743,845 $ 695,506 $ 798,996 $ 514,013 $ 550,702 The City accounts for its storm water program activities in a separate fund. The City has an agreement with Contra Costa Flood Control and Water Conservations District to receive funding for the National Pollutant Discharge Elimination System Program and Drainage System Maintenance activities. The City also has assessments specific to storm water that creates revenue each year. With storm water mandates continuing to increase without a revenue source to fund these mandates, staff has proposed a transfer from the general fund this fiscal year to help fund rising expenditures.

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453
Fiscal Year
2025/26
Special Revenue Funds
Developer Deposits Fund
Fund - 301 2021/22 2022/23 2023/24 2024/25 2025/26
Developer Deposit Actual Actual Actual Projected Proposed Developer Fees $ 1,330,150 $ 1,369,542 $ 1,286,308 $ 1,377,446 $ 1,308,029 Interest - - -
Total Revenues $ 1,330,150 $ 1,369,542 $ 1,286,308 $ 1,377,446 $ 1,308,029 Personnel Services $ - $ - $ - $ - $ -
Services 1,330,217 1,369,542 1,286,308 1,377,446 1,308,029 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 1,330,217 $ 1,369,542 $ 1,286,308 $ 1,377,446 $ 1,308,029 The City has a separate fund to account for developer deposits and related development application processing costs. The revenues are earned only as work is performed, and costs are incurred. All deposits that are unused in the application review processes are returned to the applicant when the review is completed.

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455
Fiscal Year
2025/26
Special Revenue Funds
Special Community Projects
Fund - 220 2021/22 2022/23 2023/24 2024/25 2025/26
Special Community Projects Actual Actual Actual Projected Proposed Operating Transfers $ - $ - $ - $ 4,559,836 $ -
Interest - - - - -
Reimbursements-Grants - - - - -
Total Revenues $ - $ - $ - $ 4,559,836 $ -
Personnel Services $ - $ - $ - $ - $ -
Services - - - 852,528 -
Supplies - - - - -
Capital Outlay - - - 3,707,308 -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ - $ 4,559,836 $ -
This fund was established in FY 2024/25 as a means to continue to track special community project funding that was originally tracked utilizing the American Rescue Plan Act Grant (ARPA). As ARPA has been 100% allocated this fund will continue to provide the reader with the allocation and updates on these special projects.

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457

Fiscal Year
2025/26
Special Revenue Funds
Road Maintenance Funds
Gas Tax Fund: Gas Tax is used to account for the City’s share of local gas tax revenues and congestion management funds received from the State. These revenues are for research, planning, construction, improvement, maintenance, and operation of public streets and highways (and their related public facilities for non-motorized traffic), including the mitigation of their environmental effects, the payment for property taken or damaged for such purposes, and the administrative costs necessarily incurred in the foregoing purposes. The City uses them for local roadway maintenance, roadway projects, and to subsidize the Street Lighting Fund when required.

Road Maintenance and Rehabilitation Fund: Road Maintenance and Rehabilitation is used to account for the City’s share of SB1 revenues received from the State. These revenues are an ongoing revenue source for the purpose of addressing deferred maintenance on the local streets and roads. The City uses them for local roadway maintenance and rehabilitation projects.

Measure J Fund: Measure J is used to account for the City’s share of the voter-approved 1/2% sales tax for transportation projects. Measure J was passed by the voters as a successor tax to Measure C. Both are restricted to the same uses as Gas Tax revenues but can also be applied to transit improvement and operations, growth management planning and compliance, pedestrian and bicycle trail construction/maintenance/operations, parking facility development, and transportation efficiency program development and operations (ridesharing, etc.). The City uses its Measure J tax revenues for local roadway maintenance and roadway projects.

Street Maintenance and Rehabilitation Fund: This was first established as a reserve fund with an intent to establish funding for ongoing routine maintenance. It was a place to save funds for more significant future maintenance projects, and to be a reserve for funding unexpected projects or higher than planned project costs on critical maintenance projects. In Fiscal Year 2021/22, it was determined that the reserve fund was not working as intended as the need to use the funds on current projects was prioritized over the need to save for the future. The fund was renamed to rehabilitation with an emphasis on expending the necessary dollars to maintain and rehabilitate city streets as needed each year. The City has made a commitment to contribute at least $2 million per year, with an annual increase of 4%, to maintain its streets on a prioritized basis. Details of funding allocations can be found in the capital improvement plan.

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459
Fiscal Year
2025/26
Special Revenue Funds
Road Maintenance Funds
Fund - 140 2021/22 2022/23 2023/24 2024/25 2025/26
Gas Tax Actual Actual Actual Projected Proposed
Grants Revenue $ 1,019,326 $ 1,125,864 $ 1,226,331 $ 1,186,107 $ 1,209,708 Interest 2,844 34,577 52,421 15,000 15,000
Unrealized Gain/(Losses) (31,259) 4,972 18,672 - -
Miscellaneous Revenue 7,460 15,359 8,394 - -
Reimbursements-Grants 25,300 - - - -
Total Revenues $ 1,023,670 $ 1,180,772 $ 1,305,818 $ 1,201,107 $ 1,224,708 Personnel Services $ - $ - $ - $ - $ -
Services 317,354 377,839 692,711 843,275 865,826
Supplies 217,068 348,191 - - -
Capital Outlay - 301,561 27,188 1,370,139 281,403
Operating Transfers 130,111 22,288 185,053 119,085 200,000 Total Expenditures $ 664,533 $ 1,049,879 $ 904,952 $ 2,332,499 $ 1,347,229 Fund - 141 2021/22 2022/23 2023/24 2024/25 2025/26
Road Maint. & Rehab (RMRA) Actual Actual Actual Projected Proposed Grants Revenue $ 861,619 $ 981,836 $ 1,137,403 $ 1,124,561 $ 1,199,966 Interest 2,319 3,220 $ 46,938 10,000 10,000
Unrealized Gain/(Losses) - - (3,842) - -
Total Revenues $ 863,938 $ 985,055 $ 1,180,499 $ 1,134,561 $ 1,209,966 Personnel Services $ - $ - $ - $ - $ -
Services 3,768 3,731 8,073 2,563 2,666
Supplies - - - - -
Capital Outlay 1,033,396 1,101,125 791,758 2,276,191 1,483,542 Operating Transfers - - - - -
Total Expenditures $ 1,037,164 $ 1,104,856 $ 799,831 $ 2,278,754 $ 1,486,208

460
Fiscal Year
2025/26
Special Revenue Funds
Road Maintenance Funds
Fund - 148 2021/22 2022/23 2023/24 2024/25 2025/26
Measure J Actual Actual Actual Projected Proposed
Measure J Sales Tax $ 733,912 $ 833,010 $ 770,081 $ 770,000 $ 770,000 Interest 2,579 30,142 32,882 10,000 2,500
Unrealized Gain/(Losses) (29,500) 7,277 22,216 -
Grant Reimbursement - - 198,722 -
Total Revenues $ 706,991 $ 870,429 $ 1,023,901 $ 780,000 $ 772,500 Personnel Services $ - $ - $ - $ - $ -
Services 120,447 143,947 127,969 119,847 142,930
Supplies - - - - -
Capital Outlay 1,750 299,497 2,111,935 532,891 1,372,413 Operating Transfers - - - - -
Total Expenditures $ 122,197 $ 443,444 $ 2,239,904 $ 652,738 $ 1,515,343 Fund - 235 2021/22 2022/23 2023/24 2024/25 2025/26
Street Maintenance & Rehab Actual Actual Actual Projected Proposed Operating Transfers $ 4,000,000 $ 2,000,000 $ - $ 6,603,364 $ 2,249,728 Developer Contribution - - - - -
Total Revenues $ 4,000,000 $ 2,000,000 $ - $ 6,603,364 $ 2,249,728 Personnel Services $ - $ - $ - $ - $ -
Services - - - - -
Supplies - - - - -
Capital Outlay 2,558,152 162,392 2,944,813 8,828,493 2,352,931 Operating Transfers - - - -
Total Expenditures $ 2,558,152 $ 162,392 $ 2,944,813 $ 8,828,493 $ 2,352,931

461
Fiscal Year
2025/26
Special Revenue Funds
Police Services Funds
The City has several funds that are specific to police services and can only be spent on items directly related to police services.

P-6 Police Services: The largest of these funds is the police services special tax assessment, also known as P-6, and is collected in order to fund police services for the city. A map of tax zones is included here for your reference.

Supplemental Law Enforcement Services: In1996 legislation adopted AB 3229 which is funding to local governments for front-line law enforcement activities. These grant funds supplement funding currently available for public safety including personnel, equipment, and programs.

Office of Traffic Safety Grant: When awarded an Office of Traffic Safety police grant is used as a one-time grant to fund traffic safety programs such as DUI checkpoints. Depending on the grant year, it can also be used to fund equipment as well as bike and pedestrian safety. This grant is not received every year.

Officer Wellness and Mental Health Grant: This is one time money received to be used on officer wellness and mental health.

It is accounted for in a separate fund to ensure funding is being accounted for correctly.

462

Fiscal Year
2025/26
Special Revenue Funds
Police Services Funds

463
Fiscal Year
2025/26
Special Revenue Funds
Police Services Funds
Fund - 150 2021/22 2022/23 2023/24 2024/25 2025/26
P-6 Police Services Actual Actual Actual Projected Proposed Assessments $ 6,345,919 $ 7,271,116 $ 7,732,158 $ 8,090,000 $ 8,440,505 Interest 573 15,467 33,770 15,000 15,000
Unrealized Gain/(Losses) - - 17,841 - -
Total Revenues $ 6,346,492 $ 7,286,584 $ 7,783,769 $ 8,105,000 $ 8,455,505 Personnel Services $ - $ - $ - $ - $ -
Services 6,341,613 7,265,759 7,783,769 8,105,000 8,455,505 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 6,341,613 $ 7,265,759 $ 7,783,769 $ 8,105,000 $ 8,455,505 Fund - 151 2021/22 2022/23 2023/24 2024/25 2025/26
Supplemental Law Enforcement Actual Actual Actual Projected Proposed Grants Revenue $ 161,285 $ 165,271 $ 186,159 $ 185,000 $ 185,000 Interest 62 846 2,024 500 400
Unrealized Gain/(Losses) - - 650 - -
Total Revenues $ 161,347 $ 166,117 $ 188,833 $ 185,500 $ 185,400 Personnel Services $ - $ - $ - $ - $ -
Services 160,735 165,948 188,833 185,500 185,400
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 160,735 $ 165,948 $ 188,833 $ 185,500 $ 185,400

464
Fiscal Year
2025/26
Special Revenue Funds
Police Services Funds
Fund - 152 2021/22 2022/23 2023/24 2024/25 2025/26
OTS GRANT Actual Actual Actual Projected Proposed
Grants Revenue $ 12,578 $ - $ - $ 33,276 $ 16,724
Interest - - - - -
Total Revenues $ 12,578 $ - $ - $ 33,276 $ 16,724
Personnel Services $ 11,727 $ - $ - $ 30,876 $ 16,724
Services - - - - -
Supplies - - - 2,400 -
Capital Outlay - - 24,800 - -
Operating Transfers - - - - -
Total Expenditures $ 11,727 $ - $ 24,800 $ 33,276 $ 16,724 Fund - 154 2021/22 2022/23 2023/24 2024/25 2025/26
Officer Wellness Grant Actual Actual Actual Projected Proposed Grants Revenue $ - $ - $ 8,425 $ 19,575 $ -
Interest - - 887 - -
Unrealized Gain/(Losses) - - 345 - -
Total Revenues $ - $ - $ 9,657 $ 19,575 $ -
Personnel Services $ - $ - $ - $ - $ -
Services - - 9,205 19,575 -
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ 9,205 $ 19,575 $ -

465
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
The City has Lighting and Landscaping District within 3 zones:

Zone 1 – Fund 132 Community Parks: This zone is citywide and is used to maintain the larger City parks of more than 3 acres.

It is funded primarily by assessments.

Zone 2 – Fund 133 Street Lighting: This zone provides street lighting for the entire City. It is funded primarily by assessments but does not generate sufficient revenues to be self-supporting. The Gas Tax Fund has been and is expected to continue to subsidize its operations. The subsidy continues to fluctuate and is anticipated to increase to $200,000 for this fiscal year.

Zone 3 – Funds 170-195 Neighborhood Parks (made up of 26 sub-zones): This zone maintains the City’s smaller neighborhood parks. Each sub-zone generally represents a park or neighborhood with several parks and/or roadways. landscaping. Each sub-zone is funded by assessments. Several Park Zones do not have sufficient revenues to fully fund their Capital Asset Lifecycle Replacement Reserves per City Policy. The Capital Asset Lifecycle Replacement Program establishes reserves necessary to ensure funds for asset replacements and remediation projects are available when needed. These reserves are used primarily to pay for longer- term replacement or remediation activities, periodic tree pruning and streetscape replacements. Nineteen of the City’s twenty-six zones were formed by the County prior to incorporation, and most do not have sufficient annual revenues to both operate and fund an appropriate contribution to their replacement reserves. While no existing critical need is going unaddressed at present, staff continues to work to find ways to ensure these long-term future needs are met. Below are a series of tables showing the revenues and expenditures for each fund.

466
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds

467

Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds

468
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds

469

Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 132 2021/22 2022/23 2023/24 2024/25 2025/26
Zone 1- Community Parks Actual Actual Actual Projected Proposed Assessments $ 1,953,804 $ 2,157,227 $ 2,328,722 $ 2,382,252 $ 2,485,865 Interest 7,860 95,724 194,294 19,750 20,000
Unrealized Gain/(Losses) (86,585) 11,101 46,289 - -
Miscellaneous Revenue 3,125 2,750 2,500 - 2,250
Reimbursements-Grants 125 - - - -
Total Revenues $ 1,878,328 $ 2,266,802 $ 2,571,805 $ 2,402,002 $ 2,508,115 Services $ 1,352,619 $ 1,131,783 $ 1,510,570 $ 1,980,307 $ 2,106,928 Supplies - - - - -
Capital Outlay - 228,861 42,438 162,769 966,771
Operating Transfers 180,000 180,000 210,000 240,000 300,100 Total Expenditures $ 1,532,619 $ 1,540,644 $ 1,763,008 $ 2,383,076 $ 3,373,799

470
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 133 2021/22 2022/23 2023/24 2024/25 2025/26
Zone 2- Street Lighting Actual Actual Actual Projected Proposed Assessments $ 336,275 $ 369,032 $ 392,976 $ 399,995 $ 415,896 Interest 3,200 6,306 8,184 900 1,000
Unrealized Gain/(Losses) (43,852) 38,735 3,761 - -
Operating Transfers 130,111 22,288 185,053 119,085 200,000 Total Revenues $ 425,734 $ 436,360 $ 589,973 $ 519,980 $ 616,896 Services $ 425,734 $ 447,235 $ 588,083 $ 519,980 $ 628,749 Supplies - - - - -
Capital Outlay - - 1,890 - -
Operating Transfers - - - - -
Total Expenditures $ 425,734 $ 447,235 $ 589,973 $ 519,980 $ 628,749

471

Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 170 2021/22 2022/23 2023/24 2024/25 2025/26
Vintage Parkway Actual Actual Actual Projected Proposed Assessments $ 73,714 $ 73,772 $ 73,772 $ 73,772 $ 73,772 Interest 388 4,529 8,915 500 500
Unrealized Gain/(Losses) (4,203) 662 2,224 - -
Operating Transfers 5,000 5,000 5,000 5,000 5,000
Total Revenues $ 74,898 $ 83,963 $ 89,910 $ 79,272 $ 79,272 Services $ 69,758 $ 59,430 $ 64,230 $ 79,008 $ 81,206
Supplies - -
Capital Outlay - -
Operating Transfers - -
Total Expenditures $ 69,758 $ 59,430 $ 64,230 $ 79,008 $ 81,206

472
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 171 2021/22 2022/23 2023/24 2024/25 2025/26
Oakley Ranch Actual Actual Actual Projected Proposed
Assessments $ 26,446 $ 26,446 $ 26,446 $ 26,446 $ 26,446 Interest 54 514 679 100 100
Unrealized Gain/(Losses) (578) 184 299 - -
Operating Transfers - - - 6,500
Total Revenues $ 25,922 $ 27,143 $ 27,424 $ 26,546 $ 33,046 Services $ 29,429 $ 29,654 $ 33,476 $ 31,799 $ 40,534
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 29,429 $ 29,654 $ 33,476 $ 31,799 $ 40,534

473

Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 172 2021/22 2022/23 2023/24 2024/25 2025/26
Empire Actual Actual Actual Projected Proposed
Assessments $ 4,534 $ 4,534 $ 4,534 $ 4,534 $ 4,534
Interest 168 1,832 3,460 200 200
Unrealized Gain/(Losses) (1,818) 412 911 - -
Operating Transfers - - - - -
Total Revenues $ 2,884 $ 6,778 $ 8,905 $ 4,734 $ 4,734
Services $ 3,884 $ 3,937 $ 3,991 $ 4,770 $ 4,924
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 3,884 $ 3,937 $ 3,991 $ 4,770 $ 4,924

474

Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 173 2021/22 2022/23 2023/24 2024/25 2025/26
Oakley Town Center Actual Actual Actual Projected Proposed Assessments $ 10,935 $ 10,935 $ 10,935 $ 10,935 $ 10,935 Interest 162 1,814 3,501 600 600
Unrealized Gain/(Losses) (1,757) 355 895 - -
Operating Transfers - - - - -
Total Revenues $ 9,340 $ 13,104 $ 15,331 $ 11,535 $ 11,535 Services $ 7,388 $ 7,926 $ 7,908 $ 11,366 $ 10,743
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 7,388 $ 7,926 $ 7,908 $ 11,366 $ 10,743

475
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 174 2021/22 2022/23 2023/24 2024/25 2025/26
Oak Grove Actual Actual Actual Projected Proposed
Assessments $ 28,405 $ 28,405 $ 28,405 $ 28,405 $ 28,405 Interest 167 1,937 3,852 200 200
Unrealized Gain/(Losses) (1,810) 293 948 - -
Operating Transfers - - - - -
Total Revenues $ 26,762 $ 30,635 $ 33,205 $ 28,605 $ 28,605 Services $ 23,404 $ 19,925 $ 20,520 $ 28,540 $ 26,909
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 23,404 $ 19,925 $ 20,520 $ 28,540 $ 26,909

476
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 175 2021/22 2022/23 2023/24 2024/25 2025/26
Laurel Wood /Luna Estates Actual Actual Actual Projected Proposed Assessments $ 7,668 $ 7,668 $ 7,668 $ 7,668 $ 7,668
Interest 192 2,114 4,020 200 200
Unrealized Gain/(Losses) (2,076) 449 1,049 - -
Operating Transfers - - - - -
Total Revenues $ 5,784 $ 10,232 $ 12,737 $ 7,868 $ 7,868 Services $ 6,140 $ 5,944 $ 6,216 $ 7,769 $ 7,244
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 6,140 $ 5,944 $ 6,216 $ 7,769 $ 7,244

477

Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 176 2021/22 2022/23 2023/24 2024/25 2025/26
South Forty Actual Actual Actual Projected Proposed
Assessments $ 9,805 $ 9,805 $ 9,805 $ 9,805 $ 9,805
Interest 101 1,122 2,049 100 100
Unrealized Gain/(Losses) (1,099) 230 580 - -
Operating Transfers - - - - -
Total Revenues $ 8,807 $ 11,158 $ 12,434 $ 9,905 $ 9,905 Services $ 8,151 $ 8,256 $ 12,239 $ 9,806 $ 9,215
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 8,151 $ 8,256 $ 12,239 $ 9,806 $ 9,215

478
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 177 2021/22 2022/23 2023/24 2024/25 2025/26
Claremont Actual Actual Actual Projected Proposed
Assessments $ 7,628 $ 7,628 $ 7,628 $ 7,628 $ 7,628
Interest 21 175 177 100 100
Unrealized Gain/(Losses) (220) 93 108 - -
Operating Transfers - - - - 2,700
Total Revenues $ 7,429 $ 7,896 $ 7,913 $ 7,728 $ 10,428 Services $ 10,602 $ 10,520 $ 11,861 $ 7,679 $ 13,179
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 10,602 $ 10,520 $ 11,861 $ 7,679 $ 13,179

479
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 178 2021/22 2022/23 2023/24 2024/25 2025/26
Gateway Actual Actual Actual Projected Proposed
Assessments $ 18,360 $ 18,360 $ 18,360 $ 18,360 $ 18,360 Interest 360 3,883 7,245 250 250
Unrealized Gain/(Losses) (3,891) 908 1,950 - -
Operating Transfers - - - -
Total Revenues $ 14,829 $ 23,151 $ 27,555 $ 18,610 $ 18,610 Services $ 22,160 $ 19,036 $ 21,138 $ 18,561 $ 26,405
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 22,160 $ 19,036 $ 21,138 $ 18,561 $ 26,405

480
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 179 2021/22 2022/23 2023/24 2024/25 2025/26
Countryside-Village Green Actual Actual Actual Projected Proposed Assessments $ 2,625 $ 2,625 $ 2,625 $ 2,625 $ 2,625
Interest 53 558 1,006 250 250
Unrealized Gain/(Losses) (570) 145 283 - -
Operating Transfers - - - - -
Total Revenues $ 2,108 $ 3,328 $ 3,914 $ 2,875 $ 2,875
Services $ 3,526 $ 3,475 $ 3,689 $ 3,164 $ 4,229
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 3,526 $ 3,475 $ 3,689 $ 3,164 $ 4,229

481
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 180 2021/22 2022/23 2023/24 2024/25 2025/26
Country Fair Meadow Glen Actual Actual Actual Projected Proposed Assessments $ 5,423 $ 5,423 $ 5,423 $ 5,423 $ 5,423
Interest 2 4 55 50 50
Unrealized Gain/(Losses) (15) 8 (11) - -
Operating Transfers - 4,000 5,831 3,500 7,500
Total Revenues $ 5,410 $ 9,435 $ 11,299 $ 8,973 $ 12,973 Services $ 8,877 $ 9,305 $ 7,701 $ 13,924 $ 9,176
Supplies - - - - -
Capital Outlay - - - - -
Other Financing Uses 11 62 - - -
Total Expenditures $ 8,888 $ 9,367 $ 7,701 $ 13,924 $ 9,176

482
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 181 2021/22 2022/23 2023/24 2024/25 2025/26
California Sunrise Actual Actual Actual Projected Proposed Assessments $ 3,502 $ 3,502 $ 3,502 $ 3,502 $ 3,502
Interest 150 1,639 3,118 200 200
Unrealized Gain/(Losses) (1,622) 364 810 - -
Operating Transfers - - - - -
Total Revenues $ 2,030 $ 5,505 $ 7,430 $ 3,702 $ 3,702
Services $ 2,791 $ 2,800 $ 1,908 $ 3,653 $ 2,417
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 2,791 $ 2,800 $ 1,908 $ 3,653 $ 2,417

483
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 182 2021/22 2022/23 2023/24 2024/25 2025/26
California Sunrise Actual Actual Actual Projected Proposed Assessments $ 12,000 $ 12,000 $ 12,000 $ 12,000 $ 12,000 Interest 319 3,513 6,683 250 250
Unrealized Gain/(Losses) (3,451) 747 1,745 - -
Operating Transfers - - - - -
Total Revenues $ 8,867 $ 16,260 $ 20,428 $ 12,250 $ 12,250 Services $ 9,760 $ 8,890 $ 9,873 $ 12,201 $ 11,916
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 9,760 $ 8,890 $ 9,873 $ 12,201 $ 11,916

484
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 183 2021/22 2022/23 2023/24 2024/25 2025/26
Claremont Heritage Actual Actual Actual Projected Proposed Assessments $ 18,240 $ 18,240 $ 18,240 $ 18,240 $ 18,240 Interest 452 5,062 9,798 300 300
Unrealized Gain/(Losses) (4,903) 992 2,495 - -
Operating Transfers - - - - -
Total Revenues $ 13,789 $ 24,295 $ 30,533 $ 18,540 $ 18,540 Services $ 10,389 $ 9,307 $ 9,976 $ 18,276 $ 12,000
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 10,389 $ 9,307 $ 9,976 $ 18,276 $ 12,000

485
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 184 2021/22 2022/23 2023/24 2024/25 2025/26
Country Fair Meadow Glen II Actual Actual Actual Projected Proposed Assessments $ 122,682 $ 122,682 $ 122,613 $ 122,613 $ 122,682 Interest 414 4,600 8,180 300 300
Unrealized Gain/(Losses) (4,495) 984 2,333 - -
Operating Transfers - - - - -
Total Revenues $ 118,601 $ 128,266 $ 133,126 $ 122,913 $ 122,982 Services $ 115,025 $ 124,650 $ 127,267 $ 122,649 $ 143,864 Supplies - -
Capital Outlay - -
Operating Transfers - -
Total Expenditures $ 115,025 $ 124,650 $ 127,267 $ 122,649 $ 143,864

486
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 185 2021/22 2022/23 2023/24 2024/25 2025/26
Sundance Actual Actual Actual Projected Proposed
Assessments $ 8,910 $ 8,910 $ 8,910 $ 8,910 $ 8,910
Interest 27 311 558 100 100
Unrealized Gain/(Losses) (294) 52 162 - -
Operating Transfers - - - - -
Total Revenues $ 8,643 $ 9,273 $ 9,630 $ 9,010 $ 9,010
Services $ 8,148 $ 8,286 $ 9,316 $ 8,961 $ 10,051
Supplies - -
Capital Outlay - -
Operating Transfers - -
Total Expenditures $ 8,148 $ 8,286 $ 9,316 $ 8,961 $ 10,051

487

Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 186 2021/22 2022/23 2023/24 2024/25 2025/26
CA Jamboree-Laurel Anne Actual Actual Actual Projected Proposed Assessments $ 87,684 $ 87,684 $ 87,684 $ 87,684 $ 87,684 Interest 842 9,054 16,798 500 500
Unrealized Gain/(Losses) (9,148) 2,258 4,465 - -
Operating Transfers 30,000 30,000 30,000 30,000 30,000
Total Revenues $ 109,378 $ 128,996 $ 138,948 $ 118,184 $ 118,184 Services $ 112,777 $ 121,706 $ 110,783 $ 201,595 $ 124,593 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 112,777 $ 121,706 $ 110,783 $ 201,595 $ 124,593

488
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 187 2021/22 2022/23 2023/24 2024/25 2025/26
Country Place Actual Actual Actual Projected Proposed
Assessments $ 23,400 $ 23,400 $ 23,400 $ 23,400 $ 23,400 Interest - - - - -
Unrealized Gain/(Losses) - - - - -
Operating Transfers 20,000 20,000 40,000 51,500 73,400
Total Revenues $ 43,400 $ 43,400 $ 63,400 $ 74,900 $ 96,800 Services $ 42,998 $ 45,341 $ 48,274 $ 46,491 $ 54,753
Supplies - - - - -
Capital Outlay - - - - -
Other Financing Uses 281 1,642 2,972 - -
Total Expenditures $ 43,279 $ 46,983 $ 51,246 $ 46,491 $ 54,753

489
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 188 2021/22 2022/23 2023/24 2024/25 2025/26
Laurel Crest Actual Actual Actual Projected Proposed
Assessments $ 87,600 $ 87,600 $ 87,600 $ 87,600 $ 87,600 Interest 225 2,085 3,536 200 200
Unrealized Gain/(Losses) (2,442) 812 1,078 - -
Operating Transfers 70,000 70,000 90,000 120,000 120,000 Total Revenues $ 155,384 $ 160,497 $ 182,214 $ 207,800 $ 207,800 Services $ 162,496 $ 175,298 $ 184,085 $ 199,311 $ 227,532 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 162,496 $ 175,298 $ 184,085 $ 199,311 $ 227,532

490

Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 189 2021/22 2022/23 2023/24 2024/25 2025/26
Marsh Creek Glen Actual Actual Actual Projected Proposed Assessments $ 103,323 $ 108,685 $ 114,451 $ 117,158 $ 120,309 Interest 800 9,319 18,839 350 350
Unrealized Gain/(Losses) (8,770) 1,349 4,552 - -
Operating Transfers - - - - -
Total Revenues $ 95,352 $ 119,353 $ 137,842 $ 117,508 $ 120,659 Services $ 71,059 $ 55,676 $ 76,679 $ 114,019 $ 73,309
Supplies - - - -
Capital Outlay - - - 200,000 -
Operating Transfers - - - - -
Total Expenditures $ 71,059 $ 55,676 $ 76,679 $ 314,019 $ 73,309

491
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 190 2021/22 2022/23 2023/24 2024/25 2025/26
Quail Glen Actual Actual Actual Projected Proposed
Assessments $ 33,524 $ 35,265 $ 37,135 $ 38,014 $ 39,037 Interest 223 2,609 4,471 500 500
Unrealized Gain/(Losses) (2,435) 395 1,416 - -
Operating Transfers - - - -
Total Revenues $ 31,312 $ 38,269 $ 43,022 $ 38,514 $ 39,537 Services $ 23,781 $ 33,745 $ 43,929 $ 37,987 $ 36,458
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 23,781 $ 33,745 $ 43,929 $ 37,987 $ 36,458

492

Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 191 2021/22 2022/23 2023/24 2024/25 2025/26
Cypress Grove Actual Actual Actual Projected Proposed
Assessments $ 295,137 $ 310,462 $ 326,930 $ 334,664 $ 343,664 Interest 1,341 12,643 21,518 1,000 1,000
Unrealized Gain/(Losses) (14,511) 5,426 6,182 - -
Operating Transfers 10,000 10,000 10,000 10,000 10,000
Total Revenues $ 291,967 $ 338,531 $ 364,630 $ 345,664 $ 354,664 Services $ 312,662 $ 423,655 $ 319,966 $ 315,896 $ 299,863 Supplies - - - - -
Capital Outlay - - 116,283 - -
Operating Transfers - - - - -
Total Expenditures $ 312,662 $ 423,655 $ 436,249 $ 315,896 $ 299,863

493
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 192 2021/22 2022/23 2023/24 2024/25 2025/26
South Oakley Actual Actual Actual Projected Proposed
Assessments $ 426,870 $ 461,868 $ 498,895 $ 510,706 $ 530,864 Interest 907 10,847 22,742 300 300
Unrealized Gain/(Losses) (9,830) 1,011 5,258 - -
Operating Transfers 10,000 10,000 10,000 10,000 10,000
Total Revenues $ 427,947 $ 483,726 $ 536,895 $ 521,006 $ 541,164 Services $ 451,905 $ 370,554 $ 415,354 $ 482,077 $ 483,752 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 451,905 $ 370,554 $ 415,354 $ 482,077 $ 483,752

494
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 193 2021/22 2022/23 2023/24 2024/25 2025/26
Stone Creek Actual Actual Actual Projected Proposed
Assessments $ 64,391 $ 70,833 $ 77,916 $ 85,707 $ 89,993 Interest 761 9,174 18,648 300 300
Unrealized Gain/(Losses) (8,329) 1,140 4,460 - -
Operating Transfers - - - - -
Total Revenues $ 56,823 $ 81,147 $ 101,024 $ 86,007 $ 90,293 Services $ 20,640 $ 22,643 $ 44,797 $ 73,269 $ 25,827
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 20,640 $ 22,643 $ 44,797 $ 73,269 $ 25,827

495
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 194 2021/22 2022/23 2023/24 2024/25 2025/26
Magnolia Park Actual Actual Actual Projected Proposed
Assessments $ 833,047 $ 916,357 $ 984,314 $ 1,007,610 $ 1,032,538 Interest 4,050 48,454 98,177 2,000 2,000
Unrealized Gain/(Losses) (43,705) 5,284 23,912 0 -
Operating Transfers 10,000 10,000 10,000 10,000 10,000
Total Revenues $ 803,392 $ 980,095 $ 1,116,403 $ 1,019,610 $ 1,044,538 Services $ 830,035 $ 626,645 $ 719,421 $ 950,179 $ 627,981 Supplies - - - - -
Capital Outlay - - 111,867 - 1,200,000
Operating Transfers - - - -
Total Expenditures $ 830,035 $ 626,645 $ 831,288 $ 950,179 $ 1,827,981

496
Fiscal Year
2025/26
Special Revenue Funds
Lighting and Landscaping District Funds
Fund - 195 2021/22 2022/23 2023/24 2024/25 2025/26
Summer Lake Actual Actual Actual Projected Proposed
Assessments $ 482,056 $ 530,255 $ 583,285 $ 612,450 $ 643,076 Interest 2,301 27,705 54,570 2,000 2,000
Unrealized Gain/(Losses) (24,948) 2,990 13,988 - -
Operating Transfers 25,000 25,000 25,000 25,000 25,000
Total Revenues $ 484,409 $ 585,949 $ 676,844 $ 639,450 $ 670,076 Services $ 479,587 $ 397,183 $ 554,151 $ 581,802 $ 398,796 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 479,587 $ 397,183 $ 554,151 $ 581,802 $ 398,796

497
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
The City has several Community Facilities Districts:

CFD #1 – Fund 420 Cypress Grove: In October 2005, the City formed CFD #1 (Cypress Grove) to account for drainage maintenance activities in this new development. This was the first such district formed in the City and serves as a model for future developments. These activities are funded entirely by assessments to property owners.

Community Facilities District # 2015-1 – Funds 405-407 Emerson Ranch: The City of Oakley formed Community Facilities District No. 2015-1 (Emerson Ranch Maintenance) (“CFD”) on January 13, 2015. The City of Oakley has a separate fund to account for the CFD revenues and expenditures. Each year the City levies a special tax on parcels within the CFD to augment their financial impact to the City’s services budget for regional, community and neighborhood parks, street lighting, neighborhood landscaping and stormwater services. In FY 2020/2021, these districts were split into individual funds to better track revenues and expenditures.

Community Facilities District # 2015-2 – Fund 403-441: The City of Oakley formed Community Facilities District No. 2015-2 (Parks, Street Light, Landscape and Stormwater Services) (“CFD”) on January 12, 2016. Each year the City levies a special tax on parcels within the CFD to augment their financial impact to the City’s services budget for regional, community and neighborhood parks, street lighting, neighborhood landscaping and stormwater services. In FY 2020-2021 this district was split into individual funds to better track revenues and expenditures. Each year, we continue to form new district zones within the 2015-2 District as development continues.

Community Facilities District # 2018-1 – Fund 404 Fire Protection: The City of Oakley formed Community Facilities District No. 2018-1 (Fire Protection) (“CFD”) in September of 2018. The City of Oakley has a separate fund to account for the CFD revenues and expenditures. Each year the City levies a special tax on parcels within the CFD to augment financial impacts. All revenues received, excluding administrative costs, are paid to the fire district to offset fire protection expenses.

Community Facilities District # 2020-1 – Fund 427 Contra Costa Logistics Center: The City of Oakley formed Community Facilities District No. 2020-1 in June of 2020. The CFD was created to provide a financing mechanism to fund police protection services and the maintenance, including servicing, repair, and replacement of City infrastructure such as community parks, streetlighting, localized landscaping, and stormwater facilities. The CFD was formed with parcels encompassing the planned Contra Costa Logistics Center located north of Main Street and East of Bridgehead Road as the boundaries of the CFD.

498

Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Community Facilities District # 2022-2 – Summer Lake North Fund 433 & 442: The City of Oakley formed Community Facilities District No 2022-2 in November of 2022. The CFD was created to provide a financing mechanism to fund the maintenance, including servicing, repair, and replacement of City infrastructure such as regional parks, community parks, neighborhood parks, streetlighting, landscaping, neighborhood parks, and stormwater facilities, and Reclamation District 799 (“RD 799”) infrastructure such as levees, drainage pump stations, and other storm drainage improvements. The CFD was formed with the Summer Lake North development, located north of East Cypress Road, east of Bethel Island Road, and south and west of Sandmound Boulevard, as the boundaries of the CFD. All revenues received, excluding administrative costs, are paid to the reclamation district.

499
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds

500
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 420 2021/22 2022/23 2023/24 2024/25 2025/26
CFD#1 Cypress Grove Actual Actual Actual Projected Proposed Assessments $ 338,006 $ 344,769 $ 351,670 $ 358,702 $ 365,876 Interest 4,788 51,535 66,842 5,000 5,000
Unrealized Gain/(Losses) (51,846) 12,348 31,897 - -
Contributions 6,366 - - - -
Operating Transfers 25,501 - - - -
Total Revenues $ 322,815 $ 408,652 $ 450,410 $ 363,702 $ 370,876 Services $ 75,539 $ 87,175 $ 217,775 $ 335,933 $ 264,147 Supplies 134,370 120,003 24,844 13,000 6,500
Capital Outlay 213,182 190,159 1,253,620 - -
Operating Transfers - - 162,994 10,866 10,866
Total Expenditures $ 423,091 $ 397,337 $ 1,659,232 $ 359,799 $ 281,513

501
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 427 2021/22 2022/23 2023/24 2024/25 2025/26
CC Logistic Center (CFD 2020-1) Actual Actual Actual Projected Proposed Assessments $ 22,333 $ 38,429 $ 41,402 $ 42,645 $ 43,924 Interest 30 749 2,279 - -
Operating Transfers - - 312 - -
Total Revenues $ 22,363 $ 39,178 $ 43,994 $ 42,645 $ 43,924 Services $ 3,500 $ 7,500 $ 19,864 $ 40,657 $ 26,992
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 3,500 $ 7,500 $ 19,864 $ 40,657 $ 26,992

502
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 428 2021/22 2022/23 2023/24 2024/25 2025/26
Regional Park Fund Actual Actual Actual Projected Proposed Assessments $ 261,437 $ 312,564 $ 358,150 $ 368,901 $ 399,174 Rents and Concessions 23,200 22,650 23,400 - -
Operating Transfers - - - - -
Total Revenues $ 284,637 $ 335,214 $ 381,550 $ 368,901 $ 399,174 Services $ 7,699 $ 4,894 $ 4,330 $ 2,136 $ 13,104
Supplies - - -
Capital Outlay 46,500 7,415 - 25,905 100,000
Operating Transfers - - -
Total Expenditures $ 54,199 $ 12,309 $ 4,330 $ 28,041 $ 113,104

503
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 403 2021/22 2022/23 2023/24 2024/25 2025/26
CFD- Stormwater(Citywide) Actual Actual Actual Projected Proposed Assessments $ 9,653 $ 13,790 $ 17,768 $ 30,361 $ 34,930 Interest 18 375 1,203 - -
Operating Transfers - - 129 - -
Total Revenues $ 9,671 $ 14,165 $ 19,101 $ 30,361 $ 34,930 Services $ 2,059 $ 1,785 $ 1,657 $ 2,847 $ 2,657
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - 7,027 1,844 1,844
Total Expenditures $ 2,059 $ 1,785 $ 8,684 $ 4,691 $ 4,501

504
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 404 2021/22 2022/23 2023/24 2024/25 2025/26
CFD- Fire Protection Actual Actual Actual Projected Proposed Assessments $ 245,944 $ 305,536 $ 335,085 $ 305,605 $ 411,695 Interest 71 1,576 594 - -
Operating Transfers - - 1,111 - -
Total Revenues $ 246,015 $ 307,112 $ 336,790 $ 305,605 $ 411,695 Services $ 245,945 $ 307,144 $ 336,790 $ 305,605 $ 411,695 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 245,945 $ 307,144 $ 336,790 $ 305,605 $ 411,695

505
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 405 2021/22 2022/23 2023/24 2024/25 2025/26
Emerson Ranch Prks/light Actual Actual Actual Projected Proposed Assessments $ 191,119 $ 225,095 $ 249,357 $ 256,837 $ 267,621 Interest 1,349 16,128 32,651 500 500
Operating Transfers - - 7,775 - -
Total Revenues $ 192,468 $ 241,223 $ 289,782 $ 257,337 $ 268,121 Services $ 141,851 $ 149,306 $ 149,953 $ 243,937 $ 115,935 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 141,851 $ 149,306 $ 149,953 $ 243,937 $ 115,935

506
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 406 2021/22 2022/23 2023/24 2024/25 2025/26
Emerson Ranch Neighborhood Actual Actual Actual Projected Proposed Assessments $ 183,334 $ 215,926 $ 239,200 $ 246,376 $ 253,767 Interest 1,150 13,642 27,463 500 500
Operating Transfers - - 6,529 - -
Total Revenues $ 184,484 $ 229,568 $ 273,191 $ 246,876 $ 254,267 Services $ 136,394 $ 180,366 $ 119,354 $ 239,575 $ 110,596 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 136,394 $ 180,366 $ 119,354 $ 239,575 $ 110,596

507
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 407 2021/22 2022/23 2023/24 2024/25 2025/26
Emerson Ranch Storm Actual Actual Actual Projected Proposed Assessments $ 266,864 $ 314,306 $ 348,184 $ 358,627 $ 386,584 Interest 1,737 19,966 35,369 1,000 1,000
Operating Transfers - - 10,617 - -
Total Revenues $ 268,601 $ 334,271 $ 394,170 $ 359,627 $ 387,584 Services $ 254,325 $ 258,947 $ 330,942 $ 347,129 $ 311,718 Supplies - - - - -
Capital Outlay - 40,285 200 - -
Operating Transfers - - 24,922 7,477 7,477
Total Expenditures $ 254,325 $ 299,232 $ 356,064 $ 354,606 $ 319,195

508
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 408 2021/22 2022/23 2023/24 2024/25 2025/26
ZN1-Prescott-Nbhd Prk & LD Actual Actual Actual Projected Proposed Assessments $ 20,345 $ 21,362 $ 22,430 $ 23,103 $ 23,796 Interest 59 708 1,331 100 -
Operating Transfers - - 367 - -
Total Revenues $ 20,404 $ 22,070 $ 24,128 $ 23,203 $ 23,796 Services $ 17,671 $ 17,520 $ 22,412 $ 22,890 $ 20,849
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 17,671 $ 17,520 $ 22,412 $ 22,890 $ 20,849

509
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 409 2021/22 2022/23 2023/24 2024/25 2025/26
ZN1-Prescott-Stormwater Actual Actual Actual Projected Proposed Assessments $ 25,299 $ 23,978 $ 24,316 $ 28,731 $ 29,593 Interest 135 1,659 3,752 100 100
Operating Transfers - - 752 - -
Total Revenues $ 25,433 $ 25,637 $ 28,820 $ 28,831 $ 29,693 Services $ 7,176 $ 8,160 $ 3,273 $ 27,467 $ 7,737
Supplies - - - - -
Capital Outlay - - 199 - -
Operating Transfers 25,501 - 5,631 889 889
Total Expenditures $ 32,677 $ 8,160 $ 9,102 $ 28,356 $ 8,626

510
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 410 2021/22 2022/23 2023/24 2024/25 2025/26
ZN2-Doyle RD Actual Actual Actual Projected Proposed
Assessments $ 922 $ 969 $ 1,305 $ 1,336 $ 1,373
Interest 2 10 1 - -
Operating Transfers - - 6 - -
Total Revenues $ 924 $ 979 $ 1,312 $ 1,336 $ 1,373
Services $ 1,572 $ 1,556 $ 1,387 $ 1,321 $ 623
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 1,572 $ 1,556 $ 1,387 $ 1,321 $ 623

511
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 411 2021/22 2022/23 2023/24 2024/25 2025/26
ZN3-Bella States Actual Actual Actual Projected Proposed Assessments $ 1,048 $ 1,429 $ 1,501 $ 1,546 $ 1,592
Interest - - - - -
Operating Transfers - - - - -
Total Revenues $ 1,048 $ 1,429 $ 1,501 $ 1,546 $ 1,592
Services $ 1,572 $ 1,557 $ 1,387 $ 1,531 $ 661
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 1,572 $ 1,557 $ 1,387 $ 1,531 $ 661

512
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 412 2021/22 2022/23 2023/24 2024/25 2025/26
ZN4-Quicksilver Actual Actual Actual Projected Proposed Assessments $ 1,047 $ 1,099 $ 1,154 $ 1,189 $ 1,225
Interest 2 2 - - -
Operating Transfers - - - - -
Total Revenues $ 1,049 $ 1,101 $ 1,154 $ 1,189 $ 1,225
Services $ 2,272 $ 2,257 $ 1,787 $ 823 $ 488
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 2,272 $ 2,257 $ 1,787 $ 823 $ 488

513
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 413 2021/22 2022/23 2023/24 2024/25 2025/26
ZN5-7 Eleven/Self Storage Actual Actual Actual Projected Proposed Assessments $ 1,272 $ 1,335 $ 1,402 $ 1,444 $ 1,487
Interest 4 26 11 - -
Operating Transfers - - 16 - -
Total Revenues $ 1,275 $ 1,361 $ 1,429 $ 1,444 $ 1,487
Services $ 2,272 $ 2,257 $ 2,087 $ 1,374 $ 528
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 2,272 $ 2,257 $ 2,087 $ 1,374 $ 528

514
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 414 2021/22 2022/23 2023/24 2024/25 2025/26
ZN6-Aspen Place Actual Actual Actual Projected Proposed Assessments $ 7,422 $ 7,793 $ 8,183 $ 8,428 $ 8,681
Interest 22 214 351 214 214
Operating Transfers - - 112 - -
Total Revenues $ 7,444 $ 8,007 $ 8,646 $ 8,642 $ 8,895
Services $ 9,080 $ 9,190 $ 8,648 $ 8,506 $ 9,006
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 9,080 $ 9,190 $ 8,648 $ 8,506 $ 9,006

515
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 415 2021/22 2022/23 2023/24 2024/25 2025/26
ZN7-Aspen Lane Actual Actual Actual Projected Proposed
Assessments $ 12,320 $ 12,936 $ 13,583 $ 13,991 $ 14,410 Interest 53 646 1,350 646 -
Operating Transfers - - 307 - -
Total Revenues $ 12,373 $ 13,582 $ 15,240 $ 14,637 $ 14,410 Services $ 8,404 $ 9,085 $ 8,313 $ 14,504 $ 11,091
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 8,404 $ 9,085 $ 8,313 $ 14,504 $ 11,091

516
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 416 2021/22 2022/23 2023/24 2024/25 2025/26
ZN8-Duarte Ranch Nbhd Prk Actual Actual Actual Projected Proposed Assessments $ 62,640 $ 65,772 $ 69,060 $ 71,133 $ 73,267 Interest 116 1,073 1,705 100 100
Operating Transfers - - 582 - -
Total Revenues $ 62,756 $ 66,845 $ 71,347 $ 71,233 $ 73,367 Services $ 73,049 $ 73,946 $ 70,199 $ 70,706 $ 75,969
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 73,049 $ 73,946 $ 70,199 $ 70,706 $ 75,969

517
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 417 2021/22 2022/23 2023/24 2024/25 2025/26
ZN8-Duarte Ranch Storm Actual Actual Actual Projected Proposed Assessments $ 22,054 $ 23,158 $ 24,458 $ 25,047 $ 25,798 Interest 168 1,827 5,056 100 100
Operating Transfers - - 898 -
Total Revenues $ 22,222 $ 24,985 $ 30,412 $ 25,147 $ 25,898 Services $ 20,398 $ 23,446 $ 19,295 $ 22,440 $ 18,546
Supplies - - - - -
Capital Outlay - - 199 - -
Operating Transfers - - 7,270 2,493 2,493
Total Expenditures $ 20,398 $ 23,446 $ 26,764 $ 24,932 $ 21,039

518
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 418 2021/22 2022/23 2023/24 2024/25 2025/26
ZN10-Narture Properties Actual Actual Actual Projected Proposed Assessments $ 5,095 $ 5,349 $ 5,617 $ 5,785 $ 5,959
Interest 22 265 540 265 265
Operating Transfers - - 127 - -
Total Revenues $ 5,117 $ 5,614 $ 6,283 $ 6,050 $ 6,224
Services $ 4,078 $ 4,063 $ 3,393 $ 5,836 $ 1,015
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 4,078 $ 4,063 $ 3,393 $ 5,836 $ 1,015

519
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 419 2021/22 2022/23 2023/24 2024/25 2025/26
ZN12-Chevron Laurel/O'Hara Actual Actual Actual Projected Proposed Assessments $ 2,878 $ 3,021 $ 3,173 $ 3,268 $ 3,366
Interest 13 152 303 - -
Operating Transfers - - 74 - -
Total Revenues $ 2,890 $ 3,174 $ 3,550 $ 3,268 $ 3,366
Services $ 2,275 $ 2,259 $ 2,189 $ 3,185 $ 726
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 2,275 $ 2,259 $ 2,189 $ 3,185 $ 726

520
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 421 2021/22 2022/23 2023/24 2024/25 2025/26
ZN14-Gilbert Property Nbhd Actual Actual Actual Projected Proposed Assessments $ 434,529 $ 549,558 $ 575,586 $ 592,860 $ 688,999 Interest 804 9,236 22,953 500 500
Operating Transfers - - 3,444 - -
Total Revenues $ 435,333 $ 558,794 $ 601,982 $ 593,360 $ 689,499 Services $ 332,415 $ 526,396 $ 348,161 $ 575,642 $ 368,395 Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ 332,415 $ 526,396 $ 348,161 $ 575,642 $ 368,395

521

Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 422 2021/22 2022/23 2023/24 2024/25 2025/26
ZN14-Gilbert Property Storm Actual Actual Actual Projected Proposed Assessments $ 241,889 $ 306,214 $ 320,719 $ 330,350 $ 383,921 Interest 314 4,966 9,159 100 100
Operating Transfers - - 2,427 - -
Total Revenues $ 242,204 $ 311,180 $ 332,304 $ 330,450 $ 384,021 Services $ 173,349 $ 217,685 $ 258,167 $ 323,250 $ 302,902 Supplies - - - - -
Capital Outlay - - 299 - -
Operating Transfers - - 11,528 4,069 4,069
Total Expenditures $ 173,349 $ 217,685 $ 269,994 $ 327,319 $ 306,971

522
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 430 2021/22 2022/23 2023/24 2024/25 2025/26
ZN29-Vintner View Actual Actual Actual Projected Proposed Assessments $ - $ 4,876 $ 5,119 $ 5,273 $ 5,434
Interest - 47 233 - -
Operating Transfers - (49) 5 - -
Total Revenues $ - $ 4,873 $ 5,357 $ 5,273 $ 5,434
Services $ - $ 1,007 $ 7 $ 5,273 $ 1,317
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ 1,007 $ 7 $ 5,273 $ 1,317

523
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 433 2021/22 2022/23 2023/24 2024/25 2025/26
Reclamation District-799 Actual Actual Actual Projected Proposed Assessments $ - $ - $ 423,841 $ 436,556 $ 448,336
Interest - -
Operating Transfers - -
Total Revenues $ - $ - $ 423,841 $ 436,556 $ 448,336
Services $ - $ - $ 423,841 $ 436,556 $ 448,336
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ 423,841 $ 436,556 $ 448,336

524
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 434 2021/22 2022/23 2023/24 2024/25 2025/26
ZN31-Brownstone Actual Actual Actual Projected Proposed Assessments $ - $ - $ 10,579 $ 10,896 $ 11,223
Interest - - 164 - -
Operating Transfers - - (45) - -
Total Revenues $ - $ - $ 10,697 $ 10,896 $ 11,223
Services $ - $ - $ 15 $ 655 $ 624
Supplies - - -
Capital Outlay - - -
Operating Transfers - - -
Total Expenditures $ - $ - $ 15 $ 655 $ 624

525
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
.

Fund - 435 2021/22 2022/23 2023/24 2024/25 2025/26
ZN32-Honey Creekside Actual Actual Actual Projected Proposed Assessments $ - $ - $ - $ 16,952 $ 11,641
Interest - - - - -
Operating Transfers - - - - -
Total Revenues $ - $ - $ - $ 16,952 $ 11,641
Services $ - $ - $ - $ 774 $ 649
Supplies - - - -
Capital Outlay - - - -
Operating Transfers - - - -
Total Expenditures $ - $ - $ - $ 774 $ 649

526
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 436 2021/22 2022/23 2023/24 2024/25 2025/26
ZN33-McDonalds&QuickQuack Actual Actual Actual Projected Proposed Assessments $ - $ - $ - $ 3,780 $ 3,894
Interest - - - - -
Operating Transfers - - - - -
Total Revenues $ - $ - $ - $ 3,780 $ 3,894
Services $ - $ - $ - $ 517 $ 519
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ - $ 517 $ 519

527
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 437 2021/22 2022/23 2023/24 2024/25 2025/26
ZN34-Machado Lane Actual Actual Actual Projected Proposed Assessments $ - $ - $ - $ 71,227 $ 48,909
Interest - - - - -
Operating Transfers - - - - -
Total Revenues $ - $ - $ - $ 71,227 $ 48,909
Services $ - $ - $ - $ 1,832 $ 1,243
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ - $ 1,832 $ 1,243

528
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 438 2021/22 2022/23 2023/24 2024/25 2025/26
ZN35-Sellers Avenue Actual Actual Actual Projected Proposed Assessments $ - $ - $ - $ 6,143 $ 6,327
Interest - - - - -
Operating Transfers - - - - -
Total Revenues $ - $ - $ - $ 6,143 $ 6,327
Services $ - $ - $ - $ 562 $ 553
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ - $ 562 $ 553

529
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 439 2021/22 2022/23 2023/24 2024/25 2025/26
ZN36-Rosewood Estates Nbhd Actual Actual Actual Projected Proposed Assessments $ - $ - $ - $ - $ 29,113
Interest - - - - -
Operating Transfers - - - - -
Total Revenues $ - $ - $ - $ - $ 29,113
Services $ - $ - $ - $ - $ 789
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ - $ - $ 789

530
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 440 2021/22 2022/23 2023/24 2024/25 2025/26
ZN36-Rosewood Estates Storm Actual Actual Actual Projected Proposed Assessments $ - $ - $ - $ - 17,857
Interest - - - - -
Operating Transfers - - - - -
Total Revenues $ - $ - $ - $ - $ 17,857
Services $ - $ - $ - $ - $ 211
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ - $ - $ 211

531
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 441 2021/22 2022/23 2023/24 2024/25 2025/26
ZN37-Oakley Shop Laurel Storm Actual Actual Actual Projected Proposed Assessments $ - $ - $ - $ - $ 13,001
Interest - - - -
Operating Transfers - - - - -
Total Revenues $ - $ - $ - $ - $ 13,001
Services $ - $ - $ - $ - $ 601
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ - $ - $ 601

532
Fiscal Year
2025/26
Special Revenue Funds
Community Facilities District Funds
Fund - 442 2021/22 2022/23 2023/24 2024/25 2025/26
Summer Lake N.(CFD 2022-2) Actual Actual Actual Projected Proposed Assessments $ - $ - $ - $ - $ 311,088
Interest - - - -
Operating Transfers - - - - -
Total Revenues $ - $ - $ - $ - $ 311,088
Services $ - $ - $ - $ - $ 3,135
Supplies - - - - -
Capital Outlay - - - - -
Operating Transfers - - - - -
Total Expenditures $ - $ - $ - $ - $ 3,135

533
Fiscal Year
2025/26 Debt Service Fund
Debt Listing
Remainnig Debt Service
Fiscal Year
2025-26
2026-27
2027-28
2028-29
2029-30
Other Years
Totals
Interest Total Debt Service
$ 5,175,000 $ 1,331,581 $ 6,506,581
395,000 280,169 675,169
405,000 267,825 672,825
2016 Lease Revenue Bonds Recreation Center $10,025,000
$ 7,210,000 $ 2,663,494 $ 9,873,494
420,000 251,625 671,625
435,000 236,925 671,925
$ 380,000 $ 295,369 $ 675,369
Principal
Debt Service Funds are where we account for the principal, interest, and administrative costs associated with the City’s debt.

The Finance Division ensures the City complies with financial reporting requirements and interfaces with contracted administrators, trustees, bond counsel, rating agencies and others in meeting the agency’s bond covenants. The City contracts with NBS Financial as its dissemination agent and U.S. Bank as the trustee and fiscal agent.

The City currently has one debt outstanding:
• On December 1, 2016, the Oakley Public Financing Authority issued the 2016 Lease Revenue Bonds in the principal amount of $10,025,000 to: (i) refinance the outstanding 2006 Certificates of Participation together with related lease payment obligations, (ii) obtain additional funds to finance the construction of a community center and related facilities (the “2016 Project”), (iii) pay the premium of a debt service reserve policy for the Bonds and (iv) pay the costs of issuing the Bonds, including the premium for the Policy. Principal is payable annually and the interest is payable semi-annually through 2041. The 2006 Certificates of Participation were called on January 14, 2017.

534
Fiscal Year
2025/26 Debt Service Fund
Fund - 351 2021/22 2022/23 2023/24 2024/25 2025/26
2016 Lease Revenue Bonds Actual Actual Actual Projected Proposed Operating Transfers $ 671,370 $ 666,769 $ 676,779 $ 676,905 $ 675,369 Interest 704 419 10,906 - -
Unrealized Gain/(Losses) - (4,398) 795 - -
Total Revenues $ 672,074 $ 662,790 $ 688,479 $ 676,905 $ 675,369 Principal $ 315,000 $ 330,000 $ 345,000 $ 360,000 $ 380,000 Interest 349,369 336,769 323,569 309,769 295,369
Adminsitration 7,301 7,853 8,319 7,136 6,111
Capital Projects - - - - -
Total Expenditures $ 671,670 $ 674,622 $ 676,888 $ 676,905 $ 681,480 Total Debt Service $ 671,670 $ 674,622 $ 676,888 $ 676,905 $ 681,480

535
Fiscal Year
2025/26 Internal Service Funds
The City’s Internal Service Funds are used to establish reserves for equipment replacement, vehicle maintenance and replacement, and for capital facilities maintenance and replacement.

Fleet Internal Service Fund – Fund 701: Charges departments for their share of the costs related to the maintenance and replacement of their respective vehicles. In the fiscal year 2025/26 budget expenditures include the replacement and upfitting of four vehicles. These include one patrol vehicles, one police admin vehicle, and one maintenance vehicle and one public works admin vehicle.

Capital Facilities Maintenance and Replacement Fund – Fund 702: depends on transfers from the General Fund to maintain and replace any facility needs. This has typically been budgeted for in the Capital Improvement Plan. In fiscal year 2025/26 this change to an internal service fund. Departments are now charged for their share of the related costs and beginning in this fiscal year replacements costs will be calculated and included in future budgets.

Technology Internal Service Fund – Fund 703: Charges departments for their share of the costs related to the maintenance, replacement, and services for all IT functions. All expenditures for IT have been moved to fund 703 including employee expenses, both in-house and contract. Many of these expenditures were moved out of department budgets and non-departmental budgets in order to better account for all IT related expenditures in a single place.

536
Fiscal Year
2025/26 Internal Service Funds
Fund - 701 2021/22 2022/23 2023/24 2024/25 2025/26
Fleet Internal Sevice Actual Actual Actual Projected Proposed Internal Service Charges- Fleet $ 346,081 $ 361,779 $ 682,176 $ 750,704 $ 911,583 Interest 1,848 18,872 40,082 10,000 10,000
Unrealized Gain/(Losses) (20,028) 5,739 7,793 - -
Sale of Equipment 16,205 2,020 - -
Contributions - 231,922 319,538 - -
Miscllaneous revenue - - - - -
Operating Transfers - - - - -
Total Revenues $ 344,106 $ 620,332 $ 1,049,590 $ 760,704 $ 921,583 Personnel Services $ 1,973 $ 32,433 $ 78,066 $ 86,278 $ 91,547 Services 31,426 131,672 172,567 175,534 177,501
Supplies - 14,054 15,098 25,000 30,000
Capital Outlay 249,084 207,697 258,177 675,272 234,600
Total Fleet $ 282,484 $ 385,856 $ 523,908 $ 962,084 $ 533,648

537

Fiscal Year
2025/26 Internal Service Funds
Fund - 702 2021/22 2022/23 2023/24 2024/25 2025/26
Facilities Internal Sevice Actual Actual Actual Projected Proposed Internal Service Charges- Fleet $ - $ - $ - $ - $ 1,000,092 Interest 793 14,244 23,922 1,000 -
Unrealized Gain/(Losses) (9,323) (1,635) 7,805 - -
Operating Transfers 475,000 600,000 - - -
Total Revenues $ 466,469 $ 612,609 $ 31,727 $ 1,000 $ 1,000,092 Personnel Services $ - $ - $ - $ - 390,759
Services 784 776 3,203 534 596,460
Supplies - - - - 39,750
Capital Outlay 245,436 466,908 369,867 302,476 5,760
Total Facilities $ 246,220 $ 467,684 $ 373,070 $ 303,010 $ 1,032,730

538
Fiscal Year
2025/26 Internal Service Funds
Fund - 703 2021/22 2022/23 2023/24 2024/25 2025/26
Technology Internal Sevice Actual Actual Actual Projected Proposed Internal Service Charges- IT $ - $ - $ - $ 771,350 $ 976,432 Interest 269 4,108 12,850 500 -
Unrealized Gain/(Losses) (2,922) (605) 1,396 - -
Contributions 210,089 352,447 154,339 - -
Operating Transfers 160,000 206,000 190,000 - -
Total Revenues $ 367,436 $ 561,950 $ 358,584 $ 771,850 $ 976,432 Personnel Services $ - $ - $ 70,510 $ 182,984 $ 183,170 Services - - 219,822 331,558 309,211
Supplies - - 702 4,100 8,600
Capital Outlay 173,384 101,935 370,585 273,684 495,270
Total Technology $ 173,384 $ 101,935 $ 661,620 $ 792,326 $ 996,251 Total Internal Service $ 702,088 $ 955,475 $ 1,558,598 $ 2,057,420 $ 2,562,629

539
Fiscal Year
2025/26 Agency Funds
The Agency Funds included below contain the principal, interest, and administrative costs associated with debt issued by City Assessment Districts. All of these costs are supported by special assessments. Neither the faith and credit nor the general taxing power of the City of Oakley have been pledged to the payment of the Bonds. They are secured only by the assessments and therefore do not rely on the City’s General Fund. 2004-1 Assessment District Bond: Originally issued to acquire infrastructure in the Cypress Grove and Live Oak Ranch areas of the City. In 2012 the 2004 bonds were refunded by the refunding revenue bond series 2012 in the principal amount of $14,775,000. In 2021 the bonds were refunded by refunding revenue bond series 2021 in the principal amount of $10,496,000. The 2021 Bonds are secured only by revenues received as payment of assessments levied against property within district 2004-1.
2006-1 Assessment District Bond: Originally issued to acquire infrastructure in the Magnolia Park and Riata areas of the City. In 2014 the 2006 bonds were refunded by the refunding revenue bond series 2014 in the principal amount of $9,070,000. The 2014 Bonds are secured only by revenues received as payment of assessments levied against property within district 2006-1.

540
Fiscal Year
2025/26 Agency Funds
Debt Listing
Remaining Debt Service
Fiscal Year Principal Interest Total Debt Service
2025-26
2026-27
2027-28
2028-29
2029-30
Other Years
Totals
$ 3,894,939
$ 7,623,000 $ 767,028 $ 8,390,028
$ 3,664,000 $ 230,939
803,000 92,412 895,412
824,000 77,036 901,036
2004-1 Assessment District Debt
791,000 107,475
Cypress Grove/Live Oak $10,496,000
778,000 122,302 900,302
$ 763,000 $ 136,864 $ 899,864
898,475
Fund - 621 2021/22 2022/23 2023/24 2024/25 2025/26
2004-1 Assessment District Debt Actual Actual Actual Projected Proposed Special Assessments $ 1,189,803 $ 1,194,391 $ 1,192,037 $ 1,123,125 $ 1,197,270 Interest 2,838 29,942 60,884 - -
Unrealized Gain/(Losses) (23,433) 1,930 12,475 - -
Bond Sale 10,496,000 - - - -
Total Revenues $ 11,665,209 $ 1,226,263 $ 1,265,395 $ 1,123,125 $ 1,197,270 Principal $ 689,000 $ 700,000 $ 733,000 $ 751,000 $ 763,000 Interest 138,528 201,293 165,195 151,172 136,864
Adminsitration 22,322 31,631 24,070 30,343 30,620
Operating Transfers 92,444 - - 231,481 400,000
Bond Premium 145,552 - - - -
Bond Redemption 11,417,507 - - - -
Total Expenditures $ 12,505,353 $ 932,925 $ 922,265 $ 1,163,996 $ 1,330,484

541
Fiscal Year
2025/26 Agency Funds
Debt Listing
Remaining Debt Service
Fiscal Year Principal Interest Total Debt Service
2025-26
2026-27
2027-28
2028-29
2029-30
Other Years
Totals $ 5,740,000 $ 1,801,069 $ 7,541,069
2006-1 Assessment District Debt
$ 3,700,000 $ 683,750 $ 4,383,750
415,000 212,725 627,725
430,000 195,750 625,750
400,000 236,600 636,600
405,000 225,025 630,025
Magnolia Park/Riata $9,070,000
390,000 $ 247,219 $ 637,219
Fund - 622 2021/22 2022/23 2023/24 2024/25 2025/26
2006-1 Assessment District Debt Actual Actual Actual Projected Proposed Special Assessments $ 759,160 $ 761,164 $ 762,672 $ 744,381 $ 758,855 Interest 1,304 25,111 46,797 - -
Unrealized Gain/(Losses) (13,268) 1,492 7,035 - -
Total Revenues $ 747,196 $ 787,768 $ 816,505 $ 744,381 $ 758,855 Principal $ 330,000 $ 345,000 $ 360,000 $ 375,000 $ 390,000 Interest 298,275 286,875 274,088 259,838 247,219
Adminsitration 13,990 16,374 15,492 16,268 16,280
Operating Transfers 123,423 - - 93,275 200,000
Total Expenditures $ 765,688 $ 648,249 $ 649,579 $ 744,381 $ 853,499

542
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543
Fiscal Year
2025/26 Successor Agency Housing Fund
The City is the Successor Housing Agency to the now dissolved Oakley Redevelopment Agency and the City Successor Housing Assets Fund is used to account for all related City Housing activity.

Funding is provided by the repayment of housing loans. Most housing loans are repayable from affordable housing developers when the project’s rents meet certain hard thresholds and produce what are called “residual receipts” (amounts more than the thresholds). The City has one project which currently is forwarding residual receipts payments in accordance with its loan. A portion of the receipts are retained in the Successor Housing Assets Fund, and a portion is deposited in the Successor Agency to the Oakley Redevelopment Agency’s Operating Fund, each receiving a share in proportion to their contribution to the original amount loaned. Program costs are currently limited to staff and internal administrative support costs for the program. Proceeds in any year that are not utilized for program costs are used to pay prior Redevelopment Agency obligations for Impact Fees on affordable housing projects.

The Traffic Impact Fees Fund, Park Impact Fees Fund, and Public Facilities Impact Fees Fund agreed to accept deferred payment of impact fees by the former Redevelopment Agency to assist with the Courtyards at Cypress Grove affordable housing project. Although no cash was advanced, these obligations were recorded as advances to the former Redevelopment Agency. The City’s Successor Agency Housing Asset Special Revenue Fund, as Housing Successor to the former Redevelopment Agency’s housing activities, assumed the obligation to repay the advances, which will be repaid from future loan collections. The advances bear interest in the City’s annual pooled investment rate.

544
Fiscal Year
2025/26 Successor Agency Housing Fund
Fund - 767 2021/22 2022/23 2023/24 2024/25 2025/26
Successor Housing Assets Actual Actual Actual Projected Proposed Interest 25,972 $ 13,502 37,458 - -
Unrealized Gain/(Losses) (75,237) 75,237 - - -
Loan Repayment-Principal 96,041 1,819 6,069 10,000 10,000 Total Revenues $ 46,776 $ 90,558 $ 43,526 $ 10,000 $ 10,000 Services $ 2,902 $ 3,233 $ 3,419 $ - $ -
Interest 4,341 25,485 47,120 20,000 20,000
Total Expenditures $ 7,243 $ 28,718 $ 50,539 $ 20,000 $ 20,000

545
Fiscal Year
2025/26 Five Year Capital Improvement Program (CIP)
The Capital Budget and Five-Year Capital Improvement Program (CIP) is a major public infrastructure and planning tool for the City of Oakley. The CIP serves as a statement of the City's policies and financial abilities to manage the development of the community. The creation of a five- year CIP provides a systematic plan for providing infrastructure improvements within a prioritized framework and a general schedule for projects to proceed. Projects identified in the CIP meet the City’s General Plan.

The first year reflects the adopted budget for the upcoming fiscal year (FY) and includes revenue and expenditure detail by project, whereas the Operating Budget only includes total revenues and expenditures by fund. The remaining four years represent a schedule and estimate of future capital needs that may be funded, given projected revenues and priorities. There are several benefits for developing and adopting a Capital Improvement Program. Not only does CIP become a management tool for the City Council and City staff; a CIP also provides valuable information to the citizens, developers, and businesses who are interested in the development of the community.

The CIP document will assist in leveraging available resources through the timing of projects, and the coordination of City projects with improvements constructed by other entities. Despite the many benefits of a CIP, it is important to highlight the fact that this is a planning document only. Changes can occur for many reasons. Revenues can fluctuate as a result of changing economic conditions or shifts in City policy. Private economic decisions can also affect the timing, scale, and location of capital projects.

The City of Oakley’s CIP reflects the Strategic Goals of the City Council and is a critical investment tool for the community to help promote the economic vitality and viability for the City of Oakley. The focus of the proposed CIP for Fiscal Year 2025/26 through Fiscal Year 2029/30 is to maintain the core infrastructure of the City of Oakley utilizing the most cost effective and creative approach. The CIP continues to prioritize and build new infrastructure for the community, which will enhance the quality of life for residents.

In preparation of the CIP for Fiscal Year 2025/26, a comprehensive review of prospective projects was performed. The CIP for Fiscal Year 2025/26 is divided into specific projects to address unique needs for each component of the City’s infrastructure system (i.e., Streets, Parks & Facilities). This approach provides funding for infrastructure maintenance, construction of new improvements, and the long-range goals for protecting the quality of the public infrastructure system in the City of Oakley.

546
Fiscal Year
2025/26 Five Year Capital Improvement Program (CIP)
The funding for CIP projects is generally from the following sources: Measure J Sales Tax, Gas Tax, Development Traffic Impact Fees, Development Park Impact Fees, Federal & State Grants, Assessment District Funds, and the City’s General Fund. The revenues from Development Traffic Impact Fees and Development Park Impact Fees are dependent upon the private development activity and regional economic growth.

The CIP for Fiscal Year 2025/26 conservatively budgets a portion of these funding sources to account for unforeseen downturns in the regional economic and development activity. There is a direct relationship between CIP project construction, economic development, and the vitality of the community. New residents want to come and live in a community that is vibrant and provides a wide range of amenities (i.e., new Recreation Center, Library, etc.). Commercial developers also look to build in communities that thrive and provide amenities for today’s lifestyle. The construction of CIP projects helps to enhance amenities and the quality of life for the community residents, which in turn makes Oakley a desired community.

The summary on the following page shows total capital project expenditures by fund. For further details, please refer to the Fiscal Year 2025/26 Capital Budget and Five-Year Capital Improvement Plan (CIP), attached to this Operating Budget document, beginning on page CIP-1.

In the summary provided below you can find total proposed capital project expenditures for Fiscal Year 2025/26 is $38,774,486. You can see from the chart that the City has invested a significant amount into infrastructure over the past five years with a significant focus on streets and roadways. Most capital projects require more than one year to complete and therefore any money allocated to a project and not spent in the year will be carried forward into subsequent fiscal years until the project is complete.

547
Fiscal Year
2025/26 Five Year Capital Improvement Program (CIP)
Fund # Fund Name 2021/22 2022/23 2023/24 2024/25 2025/26 Actual Actual Actual Projected Proposed
132 Parks Landscaping Assessment Zone 1 0 228,861 41,634 162,769 966,771 140 Gas Tax HUTA 0 301,561 27,189 1,370,139 281,403
141 Gas Tax RMRA 1,033,396 1,101,125 791,758 2,276,191 1,483,542 148 Measure J 1,750 299,497 2,111,935 532,891 1,372,413 194 Magnolia Park (Zone 3-25) 0 0 111,867 0 1,200,000
201 General Capital Projects 2,358,522 3,321,491 3,476,926 7,319,078 27,309,630 202 Traffic Impact Fee 858,159 2,119,308 1,300,369 16,526,167 1,870,712 204 Park Impact Fee 69,439 796,521 624,782 5,328,147 1,533,542 206 Public Facilities Impact Fee 0 408,431 440,120 500,000 0 221 2012 Bond Benefit 55,090 56,010 0 825,538 16,771
222 2024 Bond Benefit 0 0 0 1,225,538 16,771
231 Main Street Fund 1,418,839 773,992 101,466 0 370,000 235 Street Maintenance & Rehab 2,558,152 162,392 2,944,813 8,828,493 2,352,931 351 2016 Debt Service 0 0 0 0 0
407 Emerson Ranch Storm Water (CFD 2015-1) 0 40,285 200 0 0 420 Cypress Grove CFD NO. 1 $213,182 $190,159 $1,253,620 $0 $0 702 Facilities Fund 245,436 466,908 369,867 302,476 0
Total $8,811,965 $10,266,542 $13,596,545 $45,197,426 $38,774,486

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549
Fiscal Year
2025/26 Contracts Analysis
Contractor Services
Contra Costa County Sheriff Dispatch $802,872 General Fund – Taxes $802,872 Forensics and Other Support Services $55,000 Annual State COPS Grant (Supplemental Law Enforcement Services Funds) $55,000 Total Contract $857,872
County Animal Services Animal Control $546,100 General Fund-Taxes $546,100 Townsend Public Affairs Grant writing & Legislative Advocacy $78,000 General Fund-Taxes $78,000 Sable Computers Inc DBA KIS Information Services $170,500 Internal Service Charges $170,500 Dutchover & Associates, Inc. SFR Landscape Inspections $30,000 General Fund - Permit Fees $30,000 TRB & Associates Plan Check $10,000 General Fund – Permit Fees $10,000 DC Electric Signal Maintenance $78,000 Gas Tax $78,000
Street Light Maintenance $25,000 Assessment Districts $25,000 Total Contract $103,000
TerraCare Landscape Co. Parks and Landscaping Maintenance $1,800,000 Landscape Assessments $1,800,000 Universal Site Service Park Maintenance Services $235,000 Landscape Assessments $235,000 KB Security Cameras and Video Surveillance $146,724 General Fund Taxes $31,860 Landscape Assessments $114,864
Total Contract $146,724
Alexander Greenwood Group Economic Development $7,500 General Fund-Taxes $7,500 Cole Huber LLP Legal Services $300,000 General Fund Taxes $275,000 Capital Projects and/or Other Funds $25,000
Total Contract $300,000
Municipal Pooling Authority of Northern California Insurance and Claims Administration $1,978,025 General Fund Taxes 65% $1,285,716 Cost Recoveries 35% $692,309
Total Contract $1,978,025
HMH Engineers Development Plan Check Services $200,000 Development $200,000 Dutchover & Associates, Inc. Landscape Architectural Services $150,000 Development $150,000 Geonsyntec Stormwater Services $88,900 Development and Stormwater Fund $88,900 TJKM, Inc. Traffic Engineering Services $75,000 Development $75,000 Consor, Inc. Development Project Inspection Services $250,000 Development and Capital Improvement Funds $250,000 BSK Associates, Inc. Materials Testing Services $75,000 Development and Capital Improvement Funds $75,000 CAPRA Environmental Weed and Brush Maintenance $60,000 Stormwater Fund $60,000 Funding Summary

550
Fiscal Year
2025/26 Contracts Analysis
Contractor Services
Pacific Display Downtown Tree Lighting Maintenance $40,000 Citywide Community Parks Fund $40,000 Dillon Electric Electrical Maintenance $50,000 Development and Capital Improvement Funds $50,000 Waterworks Industries, Inc. Lake and Pump Station Maintenance Service $140,000 Landscape Assessments & Community Facilities Districts $140,000 Strike Doors LLC Door and Gate Service $50,000 General Fund Taxes $50,000 Quality Locksmith Key and Lock Service $20,000 General Fund Taxes $20,000 Advanced Elevator Solutions Elevator Inspections, Serivce, Testing $6,000 General Fund Taxes $6,000 WCA, Inc. Tree trimming removals stump grinding $100,000 Landscape Assessments $100,000 SCA - Contract Sweeping Services, Inc. Stormwater Maintenance $290,000 Stormwater Fund $288,750 Jet Mulch, Inc. Park and Landscape Maintenance Service $150,000 Landscape Assessments $150,000 Geosynctec StormWater NPDES Program Services Consultant $148,900 Development and Stormwater Fund $148,900 Blue Star Pest Solutions Monthly Pest Control Services $20,000 General Fund $20,000 Funding Summary

551
Fiscal Year
2025/26
Ten-Year Plan
General Fund
The Ten-Year Plan is the City’s tool for evaluating our success in ensuring service sustainability. It is organized by revenue type and function; and includes an indication of the general character of the revenues and expenditures shown as either recurring or onetime in nature.

For purposes of the Ten-Year Plan, if a revenue class is likely to be recurring for a period of 5 years or more, we treat it as recurring. This includes certain development-related fees that can be, as current times prove, less predictable. For instance, building permit revenue will always exist, but it is more sensitive to economic changes than property taxes. In accordance with the City’s Financial Policies, the Plan is based on what we believe are reasonable, conservative assumptions.

Since the Plan includes both general purpose and special purpose (assigned) revenues, it is important to reiterate that while the City may fund eligible programs with both restricted and unrestricted funds, its policy is to apply restricted funds to such programs first, followed by general purpose revenues if necessary.

Overall, the Plan is intended to help us see where we are succeeding in achieving service sustainability and where we must improve, and it should be reviewed with this goal in mind. In particular, loans, transfers, and subsidies are shown separately and should be examined to determine and consider why they are necessary or desirable, if they should continue over the long-term, or whether these funds are better allocated to higher priorities.

The Plan included on the following pages confirms that from a service sustainability perspective, the Preliminary Budget is structurally balanced, and it provides a look forward at how, with discipline, it can remain that way.

Since the transition to an in-house police department in 2016, it has been a priority of the council to continue to grow our public safety department. With that the Plan includes the addition of police officer classifications throughout the ten years to meet this expectation.

The General Fund reserve balance remains healthy, and in compliance with the City’s reserve policy of at least 30% of expenditures. The Plan shows its balance remains stable over the ten-year period. However, as can be seen in the table provided, the fund balance decreases each year while the reserve balance increases as expenditures increase.

552
Fiscal Year
2025/26
Ten-Year Plan
General Fund
0 10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 FY 33-34 FY 34-35

TOTAL GENERAL FUND REVENUE TOTAL GENERAL FUND EXPENDITURES ESTIMATED AVAILABLE FUND BALANCE Lastly it is useful to remind ourselves, this is a plan for the future, and it must be weighed with the competing needs for the present. Staff have tried to balance the needs of the present, remain conservative in our approach to the future and plan for realistic future growth that comes with a growing City.

553
Fiscal Year
2025/26
Ten-Year Plan
General Fund
The City of Oakley Fiscal Year 2025/26 Operating Budget has been prepared to ensure that recurring revenues remain in excess of recurring expenditures. The chart above and the table following show that the general fund revenues are projected to exceed general fund expenditures in all years. The estimated available fund balance represents the excess fund balance after the 30% reserve is accounted for. The total net operating budget for the fiscal year, including one-time transfers, is -$2,342,022. This is due to the one-time transfer of available fund balance to the capital projects.

The Ten-Year projections in the tables below include the following assumptions:
• General Fund Revenue is projected to increase by 4% in all years with the exception of Property Tax which is assumed at between 4.5 and 5.5% beginning in the year 2026/27.
• Building Revenue projections are based on the percentage of increase estimated in new construction permits being pulled year over year.
 Assumed new construction permits for revenue purposes are as follows:
2025/26 – 180 new construction permits
2025/26 – 2027/28 – 150 new construction permits
2028/29 – 2030/33 – 175 new construction permits
2033/34 – 2034/35 – 150 new construction permits
• Personnel expenditures are based on the cost of living and step increases approved in FY 2022/23 through FY 2026/27.

In the years following fiscal year 2026/27 a 4% increase has been assumed with the following exceptions:
 Police Salary Expenditures include the addition of one new police officer in every other year beginning in fiscal year 2026/27.
 Facilities Maintenance Salary Expenditures include the addition of two new maintenance positions in fiscal year 2027/28 in anticipation of a new library building that will require additional maintenance staff.  A one-time expense is included for a temporary Police Lieutenant Position as we plan for upcoming retirements.

554
Fiscal Year
2025/26
Ten-Year Plan
General Fund
• Other operating expenditures have been assumed to have a 4% increase year over year with the following exceptions:
 Facilities Maintenance Operating expenditures include increases in repairs, maintenance, and contract hours in anticipation of a new library building.
• Street Maintenance has a general fund transfer in fiscal year 2024/25 of $2,249,728 with a 4% increase assumed each year.
• A one-time allocation of available fund balance from Capital Reserves in the amount of $2,500,000 has been allocated to capital projects.
• A transfer of $115,000 from general fund to storm water is proposed for the current year with a 15% increase assumed each year in the ten-year projections.
• One-time expenditures for the addition of Police Vehicles plus up-fitting costs are included in the years that new officers are planned.

555
Fiscal Year
2025/26
Ten-Year Plan
General Fund
FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 FY 33-34 Estimated Projected Projected Projected Projected Projected Projected Projected Projected Projected TOTAL GENERAL FUND REVENUE 38,015,774 33,587,540 34,936,491 36,387,876 38,196,933 39,844,385 41,437,660 43,153,604 44,945,475 46,530,292 TOTAL SALARY EXPENDITURES 18,070,414 18,447,562 19,177,044 20,244,680 21,238,088 22,088,222 23,162,754 24,089,937 25,252,217 26,263,048 TOTAL RECURRING EXPENDITURES 11,195,302 11,802,284 12,357,454 13,052,549 13,803,854 14,325,637 14,929,034 15,494,609 16,145,980 16,758,969 TOTAL OPERATING TRANSFERS 14,491,200 2,364,728 2,471,967 2,585,393 2,705,539 2,832,999 2,968,444 3,112,626 3,266,391 3,430,696 TOTAL GENERAL FUND EXPENDITURES 43,756,916 32,614,574 34,006,465 35,882,622 37,747,481 39,246,858 41,060,232 42,697,172 44,664,588 46,452,713 TOTAL ONE-TIME EXPENDITURES - 3,314,988 100,000 - 120,000 - 120,000 - 120,000 - NET GENERAL OPERATING REVENUES (EXPENDITURES) (5,741,142) (2,342,022) 830,026 505,254 329,452 597,526 257,429 456,432 160,887 77,579 ESTIMATED BEGINNING UNDESIGNATED FUND BALANCE 17,165,402 11,124,259 11,282,237 12,112,264 12,617,518 12,946,970 13,544,496 13,801,925 14,258,358 14,419,245 NET GENERAL OPERATING REVENUES (EXPENDITURES) (5,741,142) (2,342,022) 830,026 505,254 329,452 597,526 257,429 456,432 160,887 77,579 TRANSFER FROM RESERVE FOR CAPITAL PROJECTS (300,000) 2,500,000 ESTIMATED ENDING UNDESIGNATED FUND BALANCE 11,124,259 11,282,237 12,112,264 12,617,518 12,946,970 13,544,496 13,801,925 14,258,358 14,419,245 14,496,823 30% RESERVE (9,527,075) (9,784,372) (10,201,940) (10,764,787) (11,324,244) (11,774,058) (12,318,070) (12,809,151) (13,399,376) (13,935,814) ESTIMATED AVAILABLE FUND BALANCE 1,597,185 1,497,865 1,910,324 1,852,731 1,622,726 1,770,439 1,483,856 1,449,206 1,019,868 561,010

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557
Fiscal Year
2025/26
Ten-Year Plan
General Fund

2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Projected Proposed Estimated Estimated Estimated Estimated Estimated Estimated Estimated Estimated PROPERTY TAXES 5,270,000 5,480,243 5,729,594 6,044,722 6,377,181 6,727,926 7,030,683 7,347,064 7,677,682 8,023,177 PROPERTY TAX IN LEU OF VLF 5,245,000 5,499,283 5,741,251 6,051,279 6,378,048 6,722,463 7,024,974 7,341,097 7,671,447 8,016,662 SALES AND USE TAXES 3,050,000 3,251,906 3,463,280 3,560,252 3,659,939 3,762,417 3,912,914 4,069,430 4,232,208 4,401,496 ST MOTOR VEH IN LIEU TAX 46,000 55,000 57,200 59,488 61,868 64,342 66,916 69,593 72,376 75,271 TRANSIENT OCCUPANCY TAX (10%) 250,000 250,000 260,000 270,400 281,216 292,465 304,163 316,330 328,983 342,142 PROPERTY TRANSFER TAX 150,000 200,000 208,000 216,320 224,973 233,972 243,331 253,064 263,186 273,714 FRANCHISE 2,688,634 2,570,000 2,647,100 2,726,513 2,808,308 2,892,558 2,979,334 3,068,714 3,160,776 3,255,599 BUSINESS LICENSES 125,000 125,000 130,000 135,200 140,608 146,232 152,082 158,165 164,491 171,071 TRAFFIC FINES 75,000 65,000 67,600 70,304 73,116 76,041 79,082 82,246 85,536 88,957 INTEREST INCOME 800,000 425,000 442,000 459,680 478,067 497,190 517,077 537,761 559,271 581,642 SUBTOTAL GENERAL PURPOSE 17,699,634 17,921,432 18,746,025 19,594,157 20,483,324 21,415,605 22,310,556 23,243,463 24,215,955 25,229,731

FEE/REIMBURSEMENT REVENUE
BUILDING PERMITS/PLAN CHECK/RENTAL INSPECTIONS 1,060,300 1,290,300 1,290,300 1,290,300 1,505,350 1,505,350 1,505,350 1,505,350 1,505,350 1,290,300 ENGINEERING FEES 24,400 24,000 24,960 25,958 26,997 28,077 29,200 30,368 31,582 32,846 PLANNING FEES 23,500 28,500 29,640 30,826 32,059 33,341 34,675 36,062 37,504 39,004 LAW ENFORCEMENT FEES 140,050 207,644 215,950 224,588 233,571 242,914 252,631 262,736 273,245 284,175 RECREATIONS FEES 237,640 259,000 269,360 280,134 291,340 302,993 315,113 327,718 340,826 354,459 CITY ADMINISTRATION FEES 438,000 428,028 428,028 428,028 499,366 499,366 499,366 499,366 499,366 428,028 CITY ADMINISTRATION FEES FROM SA 250,000 250,000 150,000 100,000 50,000 50,000 - - - - INTERFUND COST RECOVERY (OPERATIONS) 4,082,446 4,223,330 4,392,263 4,567,954 4,750,672 4,940,699 5,138,327 5,343,860 5,557,614 5,779,919 INTERFUND POLICE SERVICES-P6 7,814,279 8,134,548 8,541,275 8,968,339 9,416,756 9,887,594 10,381,974 10,901,072 11,446,126 12,018,432 INTERFUND POLICE SERVICES-Logistics 283,417 305,460 314,624 324,063 333,784 343,798 354,112 364,735 375,677 386,948 INTERFUND POLICE SERVICES-151 185,000 184,400 189,932 195,630 201,499 207,544 213,770 220,183 226,789 233,592 INTERFUND COST RECOVERY (GRANT REIMB) 80,384 114,199 118,767 123,518 128,458 133,597 138,941 144,498 150,278 156,289 OTHER MISC FEES/CHARGES 389,447 216,699 225,367 234,382 243,757 253,507 263,647 274,193 285,161 296,568 SUBTOTAL FEE/REIMBURSEMENT REVENUE 15,008,863 15,666,108 16,190,466 16,793,719 17,713,609 18,428,779 19,127,104 19,910,141 20,729,519 21,300,560 TOTAL GENERAL OPERATING REVENUE 32,708,497 33,587,540 34,936,491 36,387,876 38,196,933 39,844,385 41,437,660 43,153,604 44,945,475 46,530,292

ONE TIME REVENUE - - - - - - - - - -
PROCEEDS FROM PROPERTY SALES 5,307,277 - - - - - - - - -

OPERATING TRANSFERS - - - - - - - - - -
TOTAL SOURCE OF FUNDS 5,307,277 - - - - - - - - -
TOTAL GENERAL FUND REVENUE 38,015,774 33,587,540 34,936,491 36,387,876 38,196,933 39,844,385 41,437,660 43,153,604 44,945,475 46,530,292

DEPARTMENT SALARIES
Animal Control - - - - - - - - - -
City Council 43,134 52,737 55,374 58,143 61,050 64,102 67,307 70,673 74,206 77,917 City Manager 685,802 739,071 761,243 791,693 823,361 856,295 890,547 926,169 963,215 1,001,744 Information Technology* - - - - - - - - -
Economic Development 163,795 171,823 176,978 184,057 191,419 199,076 207,039 215,320 223,933 232,891 City Clerk 395,246 381,403 392,845 408,559 424,901 441,897 459,573 477,956 497,074 516,957 Elections - - - - - - - - - -
City Attorney 34,792 - - - - - - - - -
Human Resources 350,640 371,137 382,271 397,562 413,464 430,003 447,203 465,091 483,694 503,042 Finance 777,301 795,202 819,058 851,821 885,893 921,329 958,182 996,510 1,036,370 1,077,825 Recreation 519,741 548,635 565,094 587,698 611,206 635,654 661,081 687,524 715,025 743,626 Building 773,554 781,714 805,165 837,372 870,867 905,702 941,930 979,607 1,018,791 1,059,543 Planning 474,537 480,839 495,264 515,075 535,678 557,105 579,389 602,565 626,668 651,734 Code Enforcement 515,967 537,238 553,355 575,490 598,509 622,449 647,347 673,241 700,171 728,178 Public Safety 10,534,842 11,020,323 11,525,932 11,986,970 12,649,489 13,155,468 13,872,048 14,426,930 15,201,984 15,810,063 Engineering 1,132,877 1,242,646 1,279,925 1,331,122 1,384,367 1,439,742 1,497,331 1,557,224 1,619,513 1,684,294 Streets 326,356 336,786 346,890 360,765 375,196 390,204 405,812 422,044 438,926 456,483 Facilities 358,919 - - 300,000 312,000 324,480 337,459 350,958 364,996 379,596 Parks 982,912 988,008 1,017,649 1,058,355 1,100,689 1,144,716 1,190,505 1,238,125 1,287,650 1,339,156 TOTAL DEPARTMENT SALARIES 18,070,414 18,447,562 19,177,044 20,244,680 21,238,088 22,088,222 23,162,754 24,089,937 25,252,217 26,263,048 *ISF - Exp moved to department operationg budgets
558
Fiscal Year
2025/26
Ten-Year Plan
General Fund

2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Projected Proposed Estimated Estimated Estimated Estimated Estimated Estimated Estimated Estimated

OTHER OPERATING EXPENDITURES
Animal Control 491,325 546,510 568,370 591,105 614,749 639,339 664,913 691,509 719,170 747,937 City Council 55,403 75,222 78,231 81,361 84,615 88,000 91,520 95,180 98,988 102,947 City Manager 427,977 347,038 360,920 375,356 390,371 405,985 422,225 439,114 456,678 474,946 Information Technology* - - - - - - - - - -
Economic Development 157,440 139,587 145,171 150,978 157,017 163,298 169,829 176,623 183,688 191,035 City Clerk 91,411 123,094 128,017 163,138 169,664 176,450 183,508 190,849 198,483 206,422 Elections 27,000 - 28,080 - 29,203 - 30,371 - 31,586 -
City Attorney 425,729 362,000 376,480 391,539 407,201 423,489 440,428 458,045 476,367 495,422 Human Resources 272,089 262,886 273,401 284,338 295,711 307,539 319,841 332,635 345,940 359,778 Finance 353,631 389,893 405,489 421,708 638,576 664,119 690,684 718,312 747,044 776,926 Recreation 756,326 1,050,517 1,147,538 1,193,440 1,241,177 1,290,824 1,342,457 1,396,156 1,452,002 1,510,082 Building 313,077 401,548 417,610 434,314 451,687 469,754 488,544 508,086 528,410 549,546 Planning 490,320 459,234 477,604 496,708 516,576 537,239 558,729 581,078 604,321 628,494 Code Enforcement 153,455 223,896 232,852 242,166 251,853 261,927 272,404 283,300 294,632 306,417 Public Safety 4,823,676 5,369,075 5,583,838 5,807,191 6,039,479 6,281,058 6,532,300 6,793,592 7,065,336 7,347,950 Engineering 1,381,309 1,299,706 1,351,694 1,405,762 1,461,992 1,520,472 1,581,291 1,644,542 1,710,324 1,778,737 Streets 405,391 400,188 416,196 432,844 450,158 468,164 486,890 506,366 526,621 547,686 Facilities 544,888 - - 200,000 208,000 216,320 224,973 233,972 243,331 253,064 Parks 307,564 351,888 365,963 380,602 395,826 411,659 428,125 445,250 463,060 481,583 TOTAL OTHER OPERATING EXPENDITURES 11,478,011 11,802,283 12,357,454 13,052,549 13,803,854 14,325,637 14,929,034 15,494,609 16,145,980 16,758,969 *ISF - Exp moved to department operationg budgets

NON-DEPARTMENTAL EXPEDITURES
Other Non-Departmental Expenses 2,314,619 2,425,345 2,522,359 2,623,253 2,728,183 2,837,311 2,950,803 3,068,835 3,191,589 3,319,252 Recurring Transfer to Streets - - - - - - - - - -
Interim Needs/Contingency 293,992 619,048 680,129 717,652 754,950 784,937 821,205 853,943 893,292 929,054 Amount charged to Departments (2,891,320) (3,044,392) (3,202,488) (3,340,906) (3,483,133) (3,622,248) (3,772,008) (3,922,779) (4,084,880) (4,248,306) TOTAL NON-DEPARTMENTAL EXPENDITURES (282,710) 1 - - - - - - - - TOTAL RECURRING EXPENDITURES 29,265,716 30,249,846 31,534,498 33,297,229 35,041,942 36,413,859 38,091,788 39,584,546 41,398,197 43,022,017 NET OPERATING REVENUES (EXPENDITURES) 8,750,058 3,337,694 3,401,993 3,090,648 3,154,991 3,430,526 3,345,873 3,569,058 3,547,278 3,508,275

ONE-TIME EXPENDITURES
Land Purchases - - - - - - - - - -
Encumbrance Roll over -
One Time Salary Bonus 158,925
Vehicles for New Police Officers - 200,000 100,000 - 120,000 - 120,000 - 120,000 - Vehicles one time in Fleet ISF 234,600
Technology Equipment one time in Tech ISF 221,463
One Time Expense Senior Improvements 153,000 -
One Time Expense TRB 50,000 -
Operating Transfers Storm Water 100,000 115,000 132,250 152,088 174,901 201,136 231,306 266,002 305,902 351,788 Operating Transfers ONE TIME-Budget CIP 331, 334,335,336 2,500,000 Operating Transfers ONE TIME-Mid Year CIP 247 5,000,000 - Operating Transfers ONE TIME-Mid Year CIP 318 3,000,000 - Operating Transfers ONE TIME-CIP 318 4,000,000 -
Operating Transfers 2,188,200 2,249,728 2,339,717 2,433,306 2,530,638 2,631,864 2,737,138 2,846,624 2,960,489 3,078,908 - - - - - - - - -
TOTAL ONE-TIME EXPENDITURES 14,491,200 5,679,716 2,571,967 2,585,393 2,825,539 2,832,999 3,088,444 3,112,626 3,386,391 3,430,696 NET SOURCES (USES) OF FUNDS (5,741,142) (2,342,022) 830,026 505,254 329,452 597,526 257,429 456,432 160,887 77,579 559

Fiscal Year
2025/26 Appropriations Limit
Under California Law, the City of Oakley annually calculates its “Appropriation Limit”, which is the level of expenditures that can be funded using tax dollars. This calculation has its origin in Proposition 4, commonly known as the Gann Initiative; thus, this calculation is sometimes referred to as the Gann Limit.

Proposition 4 was passed by California voters in November 1979 and places limits on the amount of tax revenue which can be spent by governmental entities on an annual basis. Prop 4 became effective in fiscal year 1980/81 and used fiscal year 1978/79 revenues as the base for the calculation. The calculations were further refined by the passage of Proposition 111 in June of 1990. The base year revenues are increased annually by a factor that combines the governmental entity’s population growth rate and the increase in the California per capita personal income. Cities may choose to use their population growth rate or their county’s population growth rate. For fiscal year 2025/26, the City elected to use the City’s growth rate and has calculated the appropriation limit to be $17,927,039.

The following types of revenues received by the City of Oakley have been deemed to be from tax proceeds and therefore included in the appropriation limit calculation:

Property Tax Sales & Use Tax Business License Tax
Motor Vehicle In-Lieu Transient Occupancy Tax
The following types of revenues received by the City of Oakley have been deemed not to be from tax proceeds as they fall within the exclusions of the appropriations limits:

Gasoline Tax Impact Fees Local Transportation Funds
Charges for Services SB 90 Mandate Reimbursement
Due to the pass-through nature of many city revenues, there was concern that revenues would be included in both the City’s and the State’s calculation. California Government Code Section 7903 requires that if State funds are provided to cities with no restrictions on their expenditures, the city includes these funds in their calculation. If the State specifies use of the funds, they are included in the State’s calculation.

560

Fiscal Year
2025/26 Appropriations Limit
$16,626,248
City Population in January 2024 46,218
City Population in January 2025 46,826
Percentage Increase in Population - City of Oakley 1.32% Percentage Increase - Contra Costa County 0.00%
California Per Capita Personal Income 6.44%
Factor to be applied to prior year
(1+ Population Factor) x (1 + Per Capita Factor) 1.07823720 17,927,039
$ (15,172,344)
$ 2,754,695
Appropriation Subject to Limit (FY 2025-2026):

Amount Under Limit

CITY OF OAKLEY

APPROPRIATIONS LIMIT CALCULATION
FOR FISCAL YEAR 2025-2026
Beginning Limit (FY 2024-2025):

Appropriation Limit (FY 2025-2026):

561

Fiscal Year
Glossary of Budget Terminology 2025/26
Deficit: An excess of expenditures over revenues (resources).

Department: An organizational unit comprised of divisions or functions. It is the basic unit of service responsibility encompassing a broad mandate of related activities.

Expenditure: The actual payment for goods and services.

Fiscal Year (FY): The period designed by the City for the beginning and ending of financial transactions. The City of Oakley fiscal year begins July 1st and ends June 30th of the following year.

Full-Time Equivalent (FTE): The amount of time a regular full or part-time position has been budgeted for in terms of the amount of time an employee works in a year.

Gas Tax: Administered by the State Board of Equalization, this is an 18-cent per gallon tax on fuel used to propel a motor vehicle or aircraft. Use of the revenue is for research, planning, construction, improvement, maintenance and operation of public streets and highways or public mass transit.

General Fund: The fund used to account for all financial resources except those required to be accounted for in another fund.

General Fund Taxes: This is the term in the Budget to describe the City’s use of general-purpose tax revenue, including primarily: Property Taxes, Property Taxes in lieu of VLF, and Sales Tax.

General Plan: A policy document that serves as a guideline for future development. California State law requires each city to adopt a General Plan.

Infrastructure: Facilities on which the continuance and growth of the community depend on such roads, water lines, sewers, public buildings, etc.

Internal Service Fund (ISF): Internal service funds account for the financing of goods and services provided by one department to another department on a cost-reimbursement basis. In Oakley, we have ISF’s that serve as sinking funds for the future replacement of vehicles and equipment, and for repairs and replacements for facilities. In each case, the costs are supported by charges to departmental operating budgets.

562

Fiscal Year
Glossary of Budget Terminology 2025/26
Lighting and Landscaping District: The City has established a separate District to manage and fund the maintenance of the City’s Public Landscaping, Community Parks, Street Lighting, and Neighborhood Parks. Each activity is accounted for in a separate fund and budgets are established yearly as part of the District’s activities. Detailed breakdowns of estimated revenues and expenditures are provided in a required engineer’s report. Costs are funded by landscape assessments levied in each zone, and as necessary, subsidies or loans from other eligible funds.

Measure J: In 2004, voters approved Measure J, extending a previously approved Countywide ½ cent sales tax measure for transportation related purposes. The original Measure (Measure C) included a provision that 18% of the funds are returned to local agencies based on an allocation relative population and relative maintained street miles. Expenditures are restricted to the same uses as Gas Tax but may also be applied to transit improvement and operation, growth management planning and compliance, pedestrian and bicycle trail construction, maintenance and operation parking facility development and transportation efficiency program development and operation (ridesharing, etc.). Measure J continues to be subject to Measure C’s growth management component and funds may not be used to replace developer obligations that would otherwise not be publicly funded under jurisdiction policy. Measure J runs until March 2034.

Motor Vehicle License Fee: A State vehicle license fee imposed on motorists for the privilege of operating a motor vehicle on the public highways.

Police Services Tax: A voter approved special tax levied by the City and collected at the same time and in the same manner as property taxes that is used exclusively for Public Safety.

Property Tax: Property Tax is imposed on real property (land and permanently attached improvements) and tangible personal property located within the City. Proposition thirteen set the basic property tax at one percent of the assessed value of the property, and then limited the assessed value to the cash value at acquisition plus inflation, at no more than 2% per year.

Property Tax in Lieu of VLF: In the early 1990’s the State levied a local tax on vehicles, in the form of a 2% Motor Vehicle License Fee (see above). The then Governor successfully lobbied the legislature and passed a law allowing a temporary discount on the fee if the State could afford it. A provision of that law was that the State backfill the lost revenue to the local agencies that resulted (since it was a local tax being reduced). Since then, the State has permanently lowered the Fee, and permanently backfilled it by shifting additional property taxes from their control to each local agency. This separate revenue is referred to as Property Taxes in Lieu of Vehicle License Fees (VLF).

563
Fiscal Year
Glossary of Budget Terminology 2025/26
Reserved Fund Balance: Accounts used to record a portion of the fund balance as legally segregated for a specific use or not available for appropriation.

Resolution: A special order of the City Council, requiring a majority vote, which has a lower legal standing than an ordinance.

Revenue: Income received by the City.

Road Maintenance and Repair: Senate Bill 1, also known as the Road Repair and Accountability Act of 2017, increases transportation funding and instituted much-needed reforms. SB 1 provides the first significant, stable, and on-going increase in state transportation funding in more than two decades. To receive SB1 funding, the City must contribute annual maintenance of effort from a different funding source such as the General Fund.

Salaries and Benefits: A budget category, which generally accounts for full-time and temporary employees, overtime, and all employee benefits, such as medical, dental and pension costs.

Successor Agency: With the dissolution of the Oakley Redevelopment Agency on February 1, 2012, the City elected to become the Successor Agency to the Redevelopment Agency, responsible for preserving and administering its non-housing related assets, paying and ensuring performance of its obligations, and for complying with the new law that requires the unimpeded winding down of the prior Redevelopment Agency’s affairs.

Successor Housing Agency: With the dissolution of the Oakley Redevelopment Agency on February 1, 2012, the City elected to become the Successor Housing Agency, accepting the prior Redevelopment Agency’s housing related assets and related housing responsibilities.

Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit.

Transient Occupancy Tax (TOT): A 10% tax imposed on travelers who stay in temporary lodging facilities within the City. Also referred to as a Hotel/Motel Tax.

Unassigned Balances: The City established a policy in fiscal year 2012-2013 that in its special purpose funds, it would budget not only anticipated revenues but also projected remaining available fund balances. The unassigned balance amount budgeted in any fund is the amount of available funds (revenues and available fund balances) that have not yet been assigned a specific current year purpose.

564

Fiscal Year
Glossary of Budget Terminology 2025/26

LIST OF ACRONYMS AND ABBREAVIATIONS
ARPA – American Rescue Plan Act
CAR – California Association of Realtors
CDBG –Community Development Block Grant
CIP – Capital Improvement Project
CM – City Manager
CNG – Compressed Natural Gas
COPS – Community Oriented Policing Services
CSMFO – California Society of Municipal Finance Officers DIF – Development Impact Fees
DOJ – Department of Justice
DWR – Department of Water Resources
EDC – Economic Development Corporation
FAACT – Future Advocates for Agriculture Concerned about Tomorrow FB - Facebook
FTE – Full Time Equivalent
FY – Fiscal Year
GFOA – Government Finance Officers Association HMI – Housing Market Index

565
Fiscal Year
Glossary of Budget Terminology 2025/26
IG - Instagram
MOU – Memorandum of Understanding
MDRR- Mt. Diablo Resource Recovery
OH Fees – Overhead Fees
O & M – Operational and Maintenance Expense
PD – Police Department
PEPRA – Public Employee’s Pension Reform Act PERS – Public Employees Retirement System PFA – Public Financing Authority
PPA – Power Purchase Agreement
PW – Public Works
RDA – Redevelopment Agency
RR – Railroad
RSTP – Regional Surface Transportation Program
SA –Successor Agency
SCADA – Supervisory Control and Data Acquisition
SD – Storm Drainage
SIG – Signals
SLESF – Supplemental Law Enforcement Services funds
SOI – Sphere of Influence

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Fiscal Year
Glossary of Budget Terminology 2025/26
SRF – State Revolving Fund
SRO – School Resource Officer
STR – Streets
SWOT – Strengths, Weaknesses, Opportunities and Threat
TDA –Transportation Development Account
TCR – Traffic Congestion Relief

567
Fiscal Year
2025/26 Resolution – Operating Budget

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PROPOSED ANNUAL

CAPITAL BUDGET
AND
5-YEAR CAPITAL IMPROVEMENT PROGRAM
For Fiscal Years (FY) 2025/26 to 2029/30
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CIP-2
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CAPITAL IMPROVEMENT PROGRAM
The Capital Improvement Program (CIP) is a major public infrastructure and planning tool for the City of Oakley. The CIP serves as a statement of the City's policies and financial abilities to manage the development of the community. The creation of a five- year CIP provides a systematic plan for providing infrastructure improvements within a prioritized framework and a general schedule for projects to proceed. The Projects identified in the CIP meet the City’s General Plan and adhere to the Strategic Plan 27+. The first year reflects the adopted budget for the upcoming Fiscal Year (FY). The remaining four years represent a schedule and estimate of future capital needs that may be funded, given projected revenues and priorities.

There are several benefits for developing and adopting a Capital Improvement Program. Not only does CIP become a management tool for the City Council and City staff; CIP also provides valuable information to the citizens, developers, and businesses who are interested in the development of the community. The CIP document will assist in leveraging available resources through the timing of projects, and the coordination of City projects with improvements constructed by other entities.

Despite the many benefits of a CIP, it is important to highlight the fact that this is a planning document. Changes can occur for many reasons. Revenues can fluctuate because of changing economic conditions or shifts in City policy. Private economic decisions can also affect the timing, scale, and location of capital projects. The City of Oakley’s CIP reflects the Strategic Goals of the City Council and is a critical investment tool for the community to help promote economic vitality and viability for the City of Oakley.

The focus of the proposed CIP for FY 2025/26 through FY 2029/30 is to maintain the core infrastructure of the City of Oakley by utilizing the most cost effective and creative approach. The CIP continues to prioritize and build new infrastructure for the community, which will enhance the quality of life for residents.

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The CIP for FY 2025/26 is divided into specific projects to address unique needs for each component of the City’s infrastructure system (e.g., Streets, Parks & Facilities). This approach provides funding for infrastructure maintenance, construction of new improvements, and long-range goals for protecting the quality of the public infrastructure system in the City of Oakley. The funding for CIP projects is generally from the following sources: Measure J Sales Tax, Gas Tax, Development Traffic Impact Fees, Development Park Impact Fees, Federal & State Grants, Assessment District Funds, and the City’s General Fund. The revenues from Development Traffic Impact Fees and Development Park Impact Fees are dependent upon the private development activity and regional economic growth. The CIP for FY 2025/26 conservatively budgets a portion of these funding sources to account for unforeseen downturns in the regional economic and development activity.

There is a direct relationship between CIP project construction, economic development, and the vitality of the community.

New residents want to come and live in a community that is vibrant and provides a wide range of amenities (e.g., Recreation Center, Library, etc.). Commercial developers also look to build communities that thrive and provide amenities for today’s lifestyle. The construction of CIP projects helps to enhance amenities and the quality of life for the community residents, which in turn makes Oakley a desired community for private development. The increase in the level of private development activity will provide opportunities for the City to undertake projects with various infrastructure improvements to complement the private development projects.

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Proposed CIP Projects for FY 2025/26
Project #176, Oakley Regional Park Project – This project transforms a 55-acre site located at the north end of Sellers Avenue that was given to the City as part of the development agreements with the Emerson and Gilbert Ranch projects.

This 55-acre site was the site of an abandoned dairy farm that has been closed for decades. This project will construct a regional park at this site that will be a destination point for the Oakley community. A team of staff, consultants, and a Council sub-committee began the process of concept planning for this site in 2016. As a result of this work, a concept plan was developed and approved by the City Council. During 2019, there were further discussions with the community to solicit input as the concept plan was refined and adopted by the City Council to reflect the needs of the community and strategic goals of the City Council. This project will be a multi-phase project that will be designed and constructed over the coming years and would potentially cost over $100,000,000 to construct all of its components.

Funding for this project will be provided by a combination of grants and other funds over several years or decades.

The first phase of this project was the demolition and removal of the abandoned and unsafe structures, which was completed in 2019. The City applied for two rounds of funding for this project from the State Proposition 68 State of California Grant in 2019 and 2021 and unfortunately was not awarded the grant. Staff will continue to explore other grant funding for this project to design and construct this project. During FY 2023/24 a new Master Planning study was performed to solicit input from the community and various stakeholders on the features that are desired at this park and to ensure consistency with the new Oakley Strategic Plan 27+. This new master Plan was adopted by City Council in Spring 2024 and will be used in future grant funding applications. The funding of the preliminary project design and site clean-up was allocated in FY 2016/17, and no additional funding is requested in the FY 2025/26 budget.

Project #186, West Cypress Road Bridge at Contra Costa Canal Reconstruction Project - The existing West Cypress Road Bridge that crosses the Contra Costa Canal is structurally deficient according to the Caltrans inspections. It will need to be reconstructed to bring it to modern structural standards. The City of Oakley does not have a designated funding source for replacing the City’s bridges and relies upon State grant programs such as the Highway Bridge Replacement and Rehabilitation Program (HBRRP) for major bridge improvement projects. Staff will apply for this grant once the application cycles are presented. The funding of the preliminary project design was allocated in FY 2016/17, and no additional funding is requested in the FY 2025/26 budget.

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Project #189, Piper Lane Drainage Channel Trash Capture Device Project - The Piper Lane drainage channel is one of the major drainage outfalls from the City of Oakley to the Delta in which the City is responsible for its maintenance and operation. This is an open channel that flows freely to the Delta and based on the permit issued by the San Francisco Regional Water Quality Control Board (SFRWQCB), it cannot convey trash to the open waters of the Delta. Historically, a large amount of trash and debris were transported to the Delta through this channel. This project will construct a new trash capture device at the upstream end of the channel near Vintage Parkway. The trash capture device will stop trash from flowing into the Delta and, as a result, puts the City in compliance with the SFRWQCB permit. The preliminary design of this project is completed, and staff will look for grant funding for the final design and construction of this project. The initial funding of this project was allocated in FY 2022/23, and no additional funding is requested in the FY 2025/26 budget.

Project #211, Main Street/Rose Avenue Intersection Improvement Project – Main Street and Rose Avenue have operated as a stop sign controlled intersection over the past several decades. This mode of operation is not sustainable for the long term, especially with the added traffic volumes on Main Street and the expansion of the Ironhouse Sanitary District (ISD) and Diablo Water District maintenance facility near this site. City staff have been discussing this intersection improvement project with the new management staff of ISD to explore opportunities that both agencies can collaborate to improve this intersection. As part of the collaborative work, ISD will contribute $50K towards the start of the design work to improve the intersection of Main Street and Rose Avenue and install a traffic signal at this intersection. After the completion of the design, the details of the final project will be identified along with construction cost estimates that will be budgeted in the FY 2026/27 budget. Total Budget - $200,000 ($200,000 Main Street Fund) Project #231, Sellers Avenue (Riverrock Drive to CCWD Canal Crossing) Widening and Improvement Project – Sellers Avenue is a 2-lane road that was constructed by Contra Costa County decades ago. The section of Sellers Avenue from East Cypress Road to the north end of the road at the gate to the future Oakley Regional Park is destined to be widened to 4 lanes with curb and gutter, sidewalks, landscaped medians, bike lanes, and street lighting. Presently, the section of Sellers Avenue from East Cypress Road to Riverrock Drive has been widened and improved by the developers of the Emerson and Gilbert Ranch projects. This project will widen and improve the remaining section of Sellers Avenue from CIP-6
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the intersection at Riverrock Drive to the gate of the future Oakley Regional Park. The above referenced developers paid the City the cost for curb and gutter, sidewalk, and one lane of roadway. The City will pay the remaining construction costs for the second lane and medians for this project. The timing of design and construction of this project will be in coordination with the Oakley Regional Park Project CIP # 176, when that project funding is secured. The funding for this project will be allocated in the CIP budget in future years.

Project #247, East Cypress Road Widening (Knightsen Avenue to Contra Costa Water District CCWD Canal) Project - This project will widen and fully reconstruct East Cypress Road from Knightsen Avenue to the Conta Costa Water District Canal. East Cypress Road is the only major roadway that carries traffic from far east Oakley, Bethel Island, and parts of the County to Main Street and beyond. The growth and development of the far east County region has necessitated various infrastructure improvements to East Cypress Road to accommodate the traffic demand on this roadway, which has been a health and safety concern for many years. This City capital project will reconstruct East Cypress Road from Knightsen Avenue to CCWD Canal to 6 lanes, along with new curb, gutter, sidewalks, bicycle lanes, traffic signals, streetlights, storm drain system and medians. The construction of this project is currently underway and anticipated to be completed by fall 2025. The funding for this project was allocated in FY 2021/22 budget and FY 2022/23 budget, and no additional funding is requested in the FY 2025/26 budget.

Project #252, Downtown Storm Drain (AREA 29D) Improvement Project – The Contra Costa County Flood Control District years ago had established drainage zones through the County for storm drain detention and treatment. These zones included large detention basins (i.e. Freedom Basin, Teakwood Basin, Del Antico Basin, etc.) and a network of underground pipe systems to convey the storm water runoff from the City's streets to these basins. All parts of the storm drain system in this zone have been constructed over the past few decades, with the exception of the section of pipe from the north side of Main Street, just east of Miguel Drive to the edge of the railroad tracks and south of Main Street to Fuschia Way. This project will design and construct this section of storm drainpipe which will complete all the improvements in this zone. As part of this project a new curb, gutter, and sidewalk will be constructed along Main Street from Vintage Parkway to Gardenia Avenue and enhance the development opportunities in this section of Downtown Oakley. The preliminary design of this project is completed, and final design and construction will begin once funding is secured. The initial funding for the project was allocated in the FY 2021/22 budget; and construction of this project will be funded in future years.

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Project #263, O'Hara Avenue / Carpenter Road Intersection Improvement Project – The construction of Carpenter Road from Rose Avenue to Cinnamon Ridge Drive as part of a private subdivision development project has opened this important east/west roadway corridor for the community. This section of Carpenter Road will increase traffic flows at the intersection of O’Hara Avenue and Carpenter Road. This project will improve the traffic operations at this intersection by constructing protected left turn lanes on Carpenter Road on both the westbound and eastbound approaches to O’Hara Avenue. Additional improvements include the installation of a video detection system and reconfiguration of the striping at this intersection. The construction of this project is anticipated to start by summer 2025 and be completed by summer 2026. The initial funding for this project was allocated in the FY 2021/22 and FY 2022/23 budget. As part of the FY 2025/26 budget, $100,000 from Measure J Fund will be added to the project budget for its construction.

Project #268, Main Street / Delta Road Intersection Signalization Project – This project will install a traffic signal and widen and improve the Main Street / Delta Road intersection. This intersection is identified as having a new traffic signal per the City’s Traffic Impact Fee program. With the growth of the far east Oakley region and additional traffic that use Delta Road for access to Main Street, a new traffic signal will improve safety and traffic circulation at this intersection.

The preliminary design of this project was started in FY 2021/22 to develop the plan and identify the right-of -way that is needed for this project. The final design and any right-of-way acquisition needs for this project will take place during FY 2025/26. The initial funding of this project was allocated in FY 2021/22. As part of the FY 2025/26 budget, $200,000 from Gas Tax RMRA Fund will be added to the project budget for final design.

Project #269, Main Street / Brownstone Road Intersection Signalization Project – This project will install a traffic signal and improve the Main Street / Brownstone Road intersection. This intersection is identified as having a new traffic signal per the City’s Traffic Impact Fee program. With the increase in traffic volumes at this location, a signal will improve safety and traffic circulation. The preliminary design of this project was started in FY 2021/22 to develop the plan and identify the right-of-way that is needed for this project. The final design and right-of-way acquisition for this project will get underway in future years once progress is made on the right-of-way acquisition and funding gets allocated for this project. The initial funding of this project was allocated in FY 2021/22, and no additional funding is requested in the FY 2025/26 budget.

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Project #273, Laurel Road Extension Project (Teton Road to Sellers Avenue) - This Project will extend Laurel Road from Teton Road to Sellers Avenue providing an alternate and much needed secondary route to the East Cypress Road region of Oakley. Currently, the only way in and out of far east Oakley is via Main Street to East Cypress Road. This current route along East Cypress Road passes by an elementary and middle school and crosses the Burlington Northern Santa Fe (BNSF) railroad tracks. Extending Laurel Road from Teton Road to Sellers Avenue will provide a secondary access route out of the East Cypress Road corridor. This project will construct a new bridge over the BNSF railroad tracks, retaining walls, new 4-lane roadway with curb, gutter, sidewalks, medians, bicycle lanes, and new traffic signals at the intersection of Laurel Road with Teton Road and Sellers Avenue. The preliminary design for the layout of the new roadway has been completed and appraisals prepared for the right-of-way acquisition needed for this project. Staff will be performing the final design and working on the right-of-way acquisition for this project during FY 2025/26. In addition, staff are pursuing grant funding opportunities for the construction of this that is estimated to cost over $40M. The initial funding of this project was allocated in the FY 2021/22 and FY 2022/23 budget. As part of the FY 2025/26 budget, $300,000 from Gas Tax RMRA Fund will be added to the project budget for final design.

Project #280, Laurel Road Widening Project (O'Hara Avenue to Cloverbrook Avenue) - Laurel Road from O'Hara Avenue to Cloverbrook Avenue is the last section of Laurel Road that needs to be widened and improved to City standards.

Laurel Road is a major Arterial Road and the City's designated truck route with a direct connection to Highway 4. This section of Laurel Road has not been widened or improved due to the lack of right-of-way. Staff has been working with the property owners over the past several years to obtain the necessary right-of-way for this roadway widening, which will also require major utility relocation of the Western Area Power Administration (WAPA) utility poles. The good work by staff resulted in reaching a resolution with property owners in 2023 to secure the right-of-way needed for this project.

This project will install curb, gutter, sidewalk, median and streetlights along Laurel Road and O’Hara Avenue, and will install a new traffic signal on Laurel Road at the entrance to the new Safeway shopping center. The construction of this project is currently underway and anticipated to be completed by fall 2025. The construction of this project will also complement the new Safeway shopping center that is being constructed on the northeast corner of the Laurel Road/O’Hara Avenue intersection. The funding for this project was allocated in FY 2024/25 budget and no additional funding is requested in the FY 2025/26 budget.

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Project #281, Enrico Cinquini Park Construction Project – The developer of the Stonewood Subdivision, a collection of 262 lots, was conditioned to construct a new park (Enrico Cinquini Park) at the intersection of Rose Avenue and Carpenter Road. The developer’s obligation of $2.1M was not sufficient to construct this park and its associated facilities and features, which include a parking lot. The City will design and construct this park utilizing the Park Impact Fee obligation of the developer, as well as supplementing it with additional City Park Impact fees. This park will be one of the most attractive and desired parks in Oakley and will feature a picnic area, shade structure, splash pad, ADA accessible restroom, playground, natural turf, and a parking lot. In 2023, with the support of Congressman DeSaulnier, the City was to receive a Federal grant in the amount of $850,000 for this project that would supplement the local project budget.

However, with the changes at the Federal levels in 2025, the timing to receive this funding is unknown at this time. This project was designed and in February 2025 the construction contract was awarded by the City Council and project construction is anticipated to start in summer 2025 and be completed by summer 2026. The initial funding of this project was allocated in the FY 2023/24 budget. As part of the FY 2025/26 budget, $1,500,000 from the Park Impact Fee Fund will be added to the project construction budget.

Project #283, Laurel Road Bridge Widening over Marsh Creek Project – Laurel Road at the Marsh Creek Bridge is currently a 2-lane roadway that needs expansion and widening to 4 lanes with sidewalks and bicycle lanes to tie into the future Laurel Road Extension Project at Teton Road. This project will complement the Laurel Road Extension Project (Teton Road to Sellers Avenue) CIP 273, provide improved access for Laurel Road, and accommodate future traffic volumes from the developments along the East Cypress Road Corridor. This project will be funded and designed when the Laurel Road Extension Project (Teton Road to Sellers Avenue) moves forward, and its funding is secured. The initial funding of this project was allocated in the FY 2022/23 budget, and no additional funding is requested in the FY 2025/26 budget.

Project #302, East Cypress Road Widening (Jersey Island Road to Bethel Island Road) Project - This project will widen and fully reconstruct East Cypress Road from Jersey Island Road to Bethel Island Road. This is the last phase of the overall East Cypress Road improvements that have been under construction since 2023. The new East Cypress Road from Jersey Island Road to Bethel Island Road will be a 4-lane roadway with curb, gutter, sidewalk, bicycle lane, streetlight, median, traffic signal, landscaping and storm drain system. This project will complement the adjacent East Cypress Road CIP-9
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widening projects, CIP 247 and CIP 310 that are currently under construction. The design of this project has been underway and after the bidding process the construction is anticipated to start in summer 2025 and be completed by end of 2026. This project is the most expensive capital project that the City has ever undertaken, and securing funding was a major challenge. With the great work of the Public Works staff over a nearly two-year period, a $21M grant was secured from East Contra Costa Regional Fee and Financing Authority which was critical in the realization of this project for the Oakley community. Total budget requested for FY 2025/26 - $24,703,000 ($23,703,000 General Capital Fund and $1,000,000 Measure J Fund)
Project #306, Marsh Creek Glenn Park Renovation Project - The existing playground equipment and surfacing at Marsh Creek Glenn Park is the original infrastructure at this park, which was constructed 20 years ago. The equipment and surface are both in need of replacement, as maintaining this playground equipment and surfacing is not practical and financially viable. This project will replace and significantly expand the playground footprint to allow for larger, more inclusive play structures, including the potential addition of swings. The new playground will prioritize ADA accessibility and all-abilities play, with a goal of exceeding current industry standards. The project will also upgrade the irrigation system at this park and replace the half basketball court with a Pickleball court that is in high demand. The concept planning for this park was performed in 2023 and the final design of this project will get underway in FY 2025/26; and the construction will be funded in FY 2026/27. The initial funding of this project was allocated in the FY 2023/24 budget, and no additional funding is requested in the FY 2025/26 budget.

Project #310, East Cypress Road Widening at Contra Costa Water District (CCWD) Canal Crossing Project – The CCWD has undertaken the process of replacing their open canal in Oakley for the past few years. This project began at the canal crossing near Main Street and has extended eastwards behind the Cypress Grove, Emerson Ranch, Delaney Park, and Burroughs subdivisions up to East Cypress Road. In 2023, CCWD undergrounded the remainder of this open canal from East Cypress Road in a southerly direction to its connection point at Rock Slough. The only remaining open section of the CCWD canal is at its intersection with East Cypress Road and Jersey Island Road. This open canal needs to be undergrounded to accommodate the construction of East Cypress Road. The City has been collaborating with CCWD in all phases of the canal undergrounding project and at East Cypress Road, the City will take the lead on undergrounding the canal and construction of the new roadway infrastructure and utilities with CCWD reimbursing the City $2.2M CIP-10
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towards the undergrounding of their canal at East Cypress Road after its construction. The CIP 310 project is divided into 2 phases. The first phase is the CCWD canal undergrounding project, which its construction contract was awarded in December 2024 and will span to the fall of 2026. The second phase is for the construction of the new East Cypress Road and Jersey Island Road intersection with very complex utility components. The second phase of this project will be constructed in conjunction with CIP 247 which is constructing the new East Cypress Road Knightsen Avenue to Jersey Island Road and anticipated to have this project completed by the end of 2026. The funding of this project was allocated in FY 2023/24 and FY 2024/25 budget. As part of the FY 2025/26 budget, $1,500,000 from the Traffic Impact Fund will be added to the project budget for its construction.

Project #315, Magnolia Park Playground Resurfacing and Retrofitting Project - The Magnolia Park Playground currently has a combination of Poured-In-Place (PIP) rubber surfacing and Engineered Wood Fiber (EWF), both of which have reached the end of their useful life. Over the years, many patches and repairs have been made to the PIP surface, but the system is no longer holding up effectively. PIP, while initially a good product, has proven harder to maintain over time compared to properly installed rubber tile surfacing. Rubber tiles are significantly more durable, easier to maintain, and more resistant to vandalism and abuse. This project will replace all existing playground surfacing with new rubber playground tiles manufactured by SofSurfaces, a company known for industry-leading quality, durability, and warranty support. Their tile system comes with a 20-year full warranty, with all warranty repairs performed by SofSurfaces' own trained staff at no cost to the City. Transitioning to a full tile system will also eliminate the need for Engineered Wood Fiber, bringing the playground into full compliance with ADA accessibility standards. This change will greatly reduce ongoing maintenance costs. Alongside the resurfacing, the existing playground will be retrofitted to enhance both usability and accessibility prioritizing ADA and all-abilities upgrades. The step pods, which have consistently posed maintenance challenges with their chain connections, will be removed or replaced. This project will help extend the useful life of the playground by blending existing viable features with new play elements. Total budget requested for FY 2025/26 - $600,000 ($600,000 LLAD).

Project #316, Main Street Widening North of Laurel Road to Heartwood Subdivision Project - Main Street is a major arterial street in Oakley and a direct connection to Laurel Road. The section of Main Street north of Laurel Road is still one lane and cannot accommodate the increased traffic demands on this roadway. This project will perform the design for the CIP-11
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widening of Main Street from the existing widened section at Heartwood Subdivision to Laurel Road. This design will identify the Right of Way needs for this roadway widening and will be used to establish the construction cost and budget of this project in future years. Total budget requested for FY 2025/26 - $200,000 ($200,000 Traffic Impact Fee Fund).

Project #317, Novarina Park Playground Expansion and Resurfacing Project - The playground surfacing at Novarina Park consists of Poured-In-Place (PIP) rubber, which has reached the end of its useful life. Numerous repairs have been made, and further deterioration is ongoing. Continuing to patch the PIP surfacing risks compromising its safety and impact attenuation properties. This project will replace the existing surfacing with rubber playground tiles, taking advantage of their high durability, ease of maintenance, and industry-leading lifetime warranty. In addition to the safety and maintenance benefits, this project will allow for the removal of the deteriorating sand pit/dino-dig area. Although popular, the sand pit is causing significant abrasion damage to the adjacent rubber surfacing and poses sanitation challenges. Its removal will free up additional space for new play equipment to enhance this park. Total budget requested for FY 2025/26 - $600,000 ($600,000 LLAD).

Project #318, Oakley Library & Community Center Project – Oakley is a growing community, and its population has nearly doubled since incorporation with growth continuing as new housing is added. The residents of Oakley deserve library services and a community facility that serves the existing and growing community. The lack of a modern and functional Oakley Library and Community Center has been a topic of many discussions with the City Council and community residents in recent years, as the small section of the High School Library that is provided as a community library is not large enough to provide the wide range of services that the community desires. The City has committed $10.5M for this project. This level of funding would allow for an 11,500 to 13,500 sq. ft. facility. The funding of this project was allocated in the FY 2024/25 budget, and no additional funding is requested in the FY 2025/26 budget.

Project #320, O’Hara Avenue Widening Project (600’ south of Laurel Road to 300’ south of Grapevine Lane) – This project will widen the east side of O’Hara Avenue to close the gap between the section of O’Hara Avenue that was improved and widened as part of CIP 280 to near the intersection of Grapevine Lane. With this widening project, O’Hara Avenue will have 2 lanes in a northbound direction from Carpenter Road to Laurel Road and will eliminate the bottleneck that has created traffic congestion on northbound O’Hara Avenue, which was highlighted especially during school morning CIP-12
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and afternoon drop-off, and pick-up times. This project will be designed during FY 2025/26 and constructed during FY 2026/27. The funding of this project design was allocated in the FY 2024/25 budget, and no additional funding is requested in the FY 2025/26 budget.

Project #321, FY 2025/26 Curb, Gutter, and Sidewalk Repair & Reconstruction Project - This project will repair and replace damaged and broken concrete curb, gutter, and sidewalks throughout the City. The construction of this project will eliminate trip and fall accidents caused by sidewalks uplifted by tree root overgrowth and provide safe paths of travel for pedestrians. This project works in coordination with the 50-50 cost share program that helps the property owners address concrete sidewalk uplifts in a collaborative approach, with the City administering and managing the entire project from start to finish, and property owners pay half the cost of the concrete sidewalk repairs and replacement along the frontage of their properties. Total budget requested FY 2025/26 - $150,000 ($150,000 Gas Tax Fund RMRA) Project #322, FY 2025/26 Traffic Calming Project – Traffic operations in the community have become one of the major issues that the Police and Public Works Departments handle on a regular basis. This project provides funding for the placement of traffic calming features in accordance with the neighborhood traffic calming policy. Various traffic calming requests are evaluated by staff from the Police and Public Works Departments and are addressed in collaboration with the residents based on priority, and the order they are received. Total budget requested for FY 2025/26 - $50,000 ($50,000 Gas Tax Fund HUTA)
Project #323, FY 2025/26 ADA Implementation Plan Project - The Transition Plan details a program that will bring the City’s programs, procedures, practices, facilities, sidewalks, and curb ramps into compliance under the American Disabilities Act (ADA). The City of Oakley is required to prepare and implement an ADA Transition Plan to adhere to the legal requirements related to the U.S. Department of Justice. The City’s ADA Transition Plan was prepared and adopted by the City Council which identified over $100M of improvements needed to fully implement all components of this ADA Transition plan. The recommendations for this plan will be implemented over the coming years based on the allocated funding. Total budget requested for FY 2025/26 - $50,000 ($50,000 Gas Tax Fund HUTA) CIP-13
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Project #324, FY 2025/26 Traffic Signal Modernization Project – Traffic operations and public safety have become one of the more important issues for the community. Public Works staff are continually working to improve the traffic operations on City streets. This project is a part of the on-going work to upgrade the traffic signals with new components to operate better and be able to work in coordination with other traffic signals. This involves both internal parts of the traffic signal system, electronics and signal heads and detection systems. Total budget requested for FY 2025/26 - $100,000 ($100,000 Measure J Fund)
Project #325, Main Street - Smart Signals Project – The Countywide Smart Signals Project in Oakley is a Contra Costa Transportation Authority led project as a part of their Contra Costa Countywide Smart Signals Project to upgrade traffic signal system and communication systems on major arterial corridors throughout its 19 cities and unincorporated communities. The overall project will improve 328 intersections within Contra Costa County located along major arterial streets and designated as Routes of Regional Significance. The City of Oakley portion of the project will upgrade 12 signals along Main Street. This project will provide an interconnected Advanced Traffic Management System (ATMS) with the ability to monitor traffic conditions in real-time, safely, and efficiently manage incidents, and share information between agencies and the public. The upgraded traffic signals combined with advanced detection systems will benefit pedestrians and transit commuters by improving safety, reducing the wait times at intersections, and improving total travel time for all modes while making transit and pedestrian options a more viable transportation alternative. The estimated cost of this project in Oakley is $1,475,730 and the majority of funding is provided from the Metropolitan Transportation Commission’s One Bay Area Cycle 3 (OBAG 3). The estimated amount of local match fund for Oakley is

11.47% in amount of $169,234. The implementation of this project with takes place over the next 2 years. Total budget requested for FY 2025/26 - $170,000 ($170,000 Main Street Fund) Project #326, Main Street Phase 1 Green Infrastructure Project – The City of Oakley has to undertake projects to comply with the Municipal Regional Stormwater permit. All municipalities under this permit are required to implement drainage projects to treat urban stormwater runoff goals in the regional permit. As part of this overall goal, the City of Oakley is required to treat 2.55 acres of existing pervious pavement by June 2027. There are sections of Main Street, Laurel Road, and Simoni Ranch Road that have been selected as sites for such treatment projects, which will span several years to complete. For FY 2025/26, a section on Main Street at East Cypress Road intersection will be the first such project in CIP-14
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Oakley. Total budget requested for FY 2025/26 - $500,000 ($500,000 Gas Tax RMRA Fund) Project #327, Norcross Lane Pedestrian Safety Improvement Project – This project will improve safety at Oakley Elementary School which teaches 5,059 students. The improvements include the installation of a bulb-out at a pedestrian crossing in one location on Norcross Lane. Currently, it is difficult for pedestrians to make cautious crossings due to poor visibility to the school when Norcross Lane allows cars to park on both sides of the street. Adding a bulb-out will aid with visibility for crosswalk users to navigate the area safely. Flashing Beacons with signage will be installed to clearly state the location of the pedestrian crossing. Additional improvements will include modifying the bus drop off zone and the school parking lot curb and sidewalk to mitigate tripping hazards and unwarranted pedestrian crossings. These improvements will also follow Americans with Disabilities Act (ADA) Standards for Accessible Design to support Oakley residents with visual, hearing, or manual impairments. Total budget requested for FY 2025/26 - $60,000 ($60,000 Measure J Fund)
Project #328, Recreation Center Baseball Field Renovation Project – The existing Baseball Field at the Recreation Center is currently a fully sodded, multi-use grass area with no dedicated baseball infrastructure such as base pegs, a pitching rubber, or a home plate. While the field includes dugouts and a backstop, it was originally intended for T-ball, training activities, and general recreation department use, such as water-based activities and informal community events. This project will transition the field into a formal, reservable community baseball field that meets Little League standards. The field is not currently flat, and both the infield and shallow outfield grass areas will require significant grading work to ensure proper drainage and playability. The overall field will be reshaped to create a new, fully skinned infield using a proper baseball infield mix, similar to other public ballfields in the City's park system. Base pegs, a pitching rubber, and a home plate will be installed, and all dimensions will be measured and constructed to accommodate Little League play.

The project will also modify the existing irrigation system to support the new field configuration. Total budget requested for FY 2025/26 - $250,000 ($250,000 LLAD)
Project #329, City Hall Remodeling Project – This project will construct the facility improvements at City Hall that were deemed necessary in the Facility Assessment study performed in spring 2025. The improvements include: remodeling of the Police Department reception area, expansion of Police Department Evidence and Records office spaces and creating CIP-15
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additional Police report writing office spaces, constructing a new Police conference and meeting room at City Hall with private doorways and secure access from Police Department, constructing new office spaces for the City Attorney and Economic Development Analyst, reconfiguring the space on the east side of City Hall to make room for the Community Development Director and Planning staff to move next to the Public Works Department. This project will also replace the carpets, paint the walls and install new cubicles to match the similar work that was performed at City Hall in 2024. Total budget requested for FY 2025/26 - $1,500,000 ($1,500,000 General Capital Project Fund) Project #331, Freedom Basin Restroom Construction Project – Freedom Basin has lacked a permanent restroom facility for years, despite heavy use by youth sports leagues and City programs. Currently, leagues rely on renting portable restrooms, which have led to numerous operational issues, including vandalism, accidents, and unsanitary conditions.

This project will construct a permanent, vandal-resistant restroom facility consisting of a precast concrete building. The restroom will feature four to six individual stalls (split evenly between men's and women’s sides) to prevent congregation and discourage inappropriate behavior. Security measures will include automated door locking systems, a key fob access system, and exterior security cameras covering all sides of the building. The new restroom will connect to Freedom High School’s water and sewer infrastructure, providing potable water access to the park for the first time. A drinking fountain will be installed on the exterior of the building to further support park users. Total budget requested for FY 2025/26 - $700,000 ($700,000 LLAD Fund)
Project #333, FY 2025/26 Street Repair and Resurfacing Project – This project will repair the base and surface failures, as well as resurface the City’s streets as a part of a comprehensive program to maintain the roadways for the community.

Street repair and resurfacing is critical in keeping the quality of the City’s street infrastructure in good condition and preventing costly reconstruction due to the lack of proper rehabilitation and maintenance. This project will include a number of surface and base treatments to best utilize the funding available throughout neighborhoods in Oakley. This project will be designed during FY 2025/26 and constructed during FY 2026/27. Total budget requested for FY 2025/26 - $2,600,000 ($300,000 Gas Tax Fund RMRA and $2,300,000 Street Maintenance & Rehabilitation Fund) Project #334, East Cypress Road widening from 800’ east of Rubens Way to Machado Lane Project – This project will widen the median and roadway on the south side of East Cypress Road. The north side of East Cypress Road within the CIP-16
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project limits was constructed as part of the Emerson Ranch Development project. Meritage Homes is constructing a new residential subdivision on the south side of East Cypress Road and as part of their project they will construct new curb, gutter, sidewalks, bicycle lanes, and 1 lane of roadway as part of their project conditions of approval. To fully complete the roadway improvements, Meritage Homes has agreed to widen the medians and reconstruct the full pavement section for the other 1 lane on the south side of East Cypress Road. This roadway improvement would have to be done by the City at a future date and with the work performed by Meritage Homes as part of their development project, it will eliminate future traffic disruptions on East Cypress Road; in addition to the economy of scale in building all the roadway improvements together. The City will reimburse Meritage Homes after the construction of their project. Total budget requested for FY 2025/26 - $550,000 ($550,000 General Capital Projects Fund) Project #335, Sellers Avenue reconstruction from Railroad Tracks to Delta Road Project – This project reconstructs Sellers Avenue using Full-Depth Reclamation (FDR) process. FDR is a pavement rehabilitation technique where the entire existing asphalt pavement and a portion of the underlying base material are pulverized and blended in-place, creating a stabilized base for a new asphalt surface. Sellers Avenue was originally constructed decades ago by the County and has been in need of repairs and resurfacing in recent years with the additional traffic that is on this roadway from the East Cypress Corridor. Meritage Homes is constructing the new Sellers Subdivision on the west side of Sellers Avenue. The City staff and Meritage Homes have collaborated on the best ways to improve Sellers Avenue and FDR was determined as the best option to be performed by Meritage Homes. The City will reimburse Meritage Homes costs associated with this roadway reconstruction work. Total budget requested for FY 2025/26 - $810,000 ($810,000 General Capital Projects Fund)
Project #336, Sellers Avenue reconstruction from East Cypress Road to Railroad Tracks Project – This project reconstructs Sellers Avenue using Full-Depth Reclamation (FDR) process similar to CIP 335. Sellers Avenue was originally constructed decades ago by the County and has been in need of repairs and resurfacing in recent years with the additional traffic that is on this roadway from the East Cypress Corridor. Meritage Homes has agreed to perform this roadway reconstruction to take advantage of the economy of scale and one continuous operation. The City will reimburse Meritage Homes for the costs associated with the City’s portion of this project. Total budget requested for FY 2025/26 - $690,000 ($690,000 General Capital Projects Fund)
CIP-17
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CIP-18
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CIP-19
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Completed Projects in FY 2024/25

PROJECT LOCATIONS
CIP-20
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A. Irrigation Well Installation at the City’s Freedom Basin Project
Irrigation Well Installation at the City’s Freedom Basin Project This project installed a new irrigation well at Freedom Basin. This new well will provide the City with an independent, stable, and continuous source of water to irrigate the large field that is used by an assortment of leagues for sporting activities. The existing well used to irrigate the field owned and operated by the Liberty Union High School District, and due to its continuous breakdowns, this well is not a reliable source to provide the massive amount of irrigation water needed for this field.

B. FY 2024/25 Curb, Gutter, and Sidewalk Repair and
Reconstruction Project
FY 2024/25 Curb, Gutter, and Sidewalk Repair and Reconstruction Project
This project will coordinate with the responsible property owners to repair and reconstruct damaged and broken concrete curb, gutter, and sidewalks throughout the City. The construction of this project will eliminate trip and fall accidents caused by sidewalk and curbs uplifted by tree root growth and provide safe paths of travel for the community. This project works in coordination with the 50-50 cost share program that helps the property owners address concrete sidewalks and curb and gutter uplifts.

CIP-21
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C. FY 2024/25 Traffic Calming Project
FY 2024/25 Traffic Calming Project
The traffic operations in the community have become one of the major issues that the Police and Public Works Departments handle on a regular basis. This project provided funding for the placement of traffic calming features in accordance with the neighborhood traffic calming policy. Various traffic calming requests are evaluated by staff from the Police and Public Works Departments and are addressed in collaboration with the residents based on priority, and the order they are received.

D. FY 2024/25 ADA Implementation Project
FY 2024/25 ADA Implementation Project
The ADA Transition Plan details a program that will bring the City’s programs, procedures, practices, facilities, sidewalks, and curb ramps into compliance under the American Disabilities Act (ADA). The City of Oakley is required to prepare and implement an ADA Transition Plan to adhere to the legal requirements related to the U.S. Department of Justice. The City’s ADA Transition Plan was prepared and adopted by the City Council which identified over $100M of improvements needed to fully implement all components of this ADA Transition plan. The recommendations of this plan will be implemented over the coming years based on the allocated funding
CIP-22
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E. Civic Center Amphitheater Sound System Project
Civic Center Amphitheater Sound System Project
This project included the installation of a professional grade sound system at the Amphitheater inside of the Civic Center Plaza to be used for special events and concerts. Guests at recent events have shared the feedback that the current sound system is inadequate and that they have trouble hearing the sound, diminishing their experience. This new system has remedied those problems and provide consistent sound quality at all events throughout the year.

F. Public Works Operations Building Remodeling Project
Public Works Operations Building Remodeling Project
The Public Works Operation Building used to be the site of the former ACE Hardware Store and since the purchase of the property by the City has not had any major improvements related to the office spaces in the building, and with the growth of the Public Works Department and increased demands for services from the
community, this project will remodel the inside of the building to make a better functional work space for the staff and operations.

CIP-23
593
Project Title: Oakley Regional Park Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City Engineer
Project Type: Park Construction Project Number: 176
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Community Park Fund $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax $ -
Developer $ -
Grant (see comments) $ -
2012 Bond Benefit $ -
Stormwater Fund $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will design and construct a Regional Park at the north end of Sellers Avenue.

This project transforms a 55-acre site at the north end of Sellers Avenue that was given to the City as part of the development agreements with the Emerson and Gilbert Ranch development projects. This 55-acre site had a number of older structures related to a dairy farm that had been closed for decades. The first phase of this project was to demolish the old and abandoned structures, which were a safety concern, and to clean up the site. This task was accomplished in the summer of 2019. In March of 2021, the City applied for a State Proposition 68 grant to fund the first phase of this project and unfortunately did not qualify for the grant. The construction of the Oakley Regional Park will span several years as funding is secured through a combination of State Grants and local funds. A new park Master Plan was prepared and approved by City Council in 2024 and will be used to pursue grant funding for the project.

PROJECT FINANCING DETAILS
CIP-24
594
Project Title: W. Cypress Road Bridge at Contra Costa Canal Reconstruction Proj. Project Proponent: Public Works and Engineering Project Category: Bridge Project Manager: City Engineer Project Type: Bridge Reconstruction Project Number: 186 Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax $ -
Developer $ -
Grant (see comments) $ -
Other (see comments) $ -
Stormwater Fund $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will reconstruct the West Cypress Road bridge across the Contra Costa Canal The existing West Cypress Road Bridge that crosses the Contra Costa Canal is structurally deficient according to the latest Caltrans inspections. It will need to be reconstructed in order to continue to be safe and remain in service. The City of Oakley does not have a designated funding source for repairing, maintaining, and improving the City’s bridges, and relies upon State grant programs for major bridge improvement projects. The City will be looking for grant funding for this project from both State and Federal sources and Staff will apply for the Highway Bridge Replacement and Rehabilitation (HBRR) grant for this project.

PROJECT FINANCING DETAILS
CIP-25
595
Project Title: Piper Lane drainage channel Trash Capture Device Project Project Proponent: Public Works and Engineering Project Category: Storm Drain Project Manager: City Engineer Project Type: Drainage Improvement Project Number: 189
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax $ -
Developer $ -
Grant (see comments) $ -
ARPA $ -
Stormwater Fund $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will construct a Trash Capture Device at this major drainage channel.

The Piper Lane drainage channel is one of the major drainage outfalls from the City of Oakley to the Delta in which the City is responsible for its maintenance and operation. This is an open channel that flows freely to the Delta and based on the new permit issued by San Francisco Regional Water Quality Control Board (SFRWQCB), it cannot convey trash to the open waters of the Delta. Historically, a large amount of trash and debris were transported to the Delta through this channel. This project will construct a new trash capture device at the upstream end of the channel near Vintage Parkway. The trash capture device will stop trash from flowing into the Delta and, as a result, puts the City in compliance with the SFRWQCB permit.

PROJECT FINANCING DETAILS
CIP-26
596
Project Title: Main Street/Rose Avenue Intersection Improvement Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvement Project Number: 211
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ 200,000 $ 200,000
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ 200,000 $ - $ - $ - $ - $ 200,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
General Capital Fund $ -
Public Facilities $ -
Park Impact Fee $ -
Main Street Fund $ 200,000 * $ 200,000
Measure J $ -
Gas Tax $ -
Grant $ -
2012 Bond Benefit $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 200,000 $ - $ - $ - $ - $ 200,000
Comments: * $50,000 is a reimbursement from ISD
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will construct signalization and the reconfiguration of the Main Street/Rose Avenue Intersection Growth of the community necessitates improving the streets that will be needed to accommodate the increase in traffic volumes. Main Street and Rose Avenue has operated as a stop sign controlled intersection which is not sustainable for the long term, and therefore a traffic signal is needed at this location. City staff have been discussing this intersection improvement project with management of Ironhouse Sanitary District (ISD) to explore opportunities that this project could address. The City needs better traffic flows at this intersection and ISD needs access from their prospective development site to Main Street. The design of this project would start during FY 2025/26 as part of the collaborative efforts between the City and ISD.

PROJECT FINANCING DETAILS
CIP-27
597
Project Title: Sellers Avenue Improvements and Widening Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvement Project Number: 231
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
General Capital Fund $ -
Public Facilities $ -
Park Impact Fee $ -
Main Street Fund $ -
Measure J $ -
Gas Tax $ -
Developer Contribution $ -
2012 Bond Benefit $ -
Downtown Revitalization
Fund $ -
Stormwater Fund $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will construct the section of Sellers Avenue from the intersection at Riverrock Drive, to the gate at the Oakley Regional Park site.

Sellers Avenue is a 2 lane road that was constructed by Contra Costa County decades ago. The section of Sellers Avenue from East Cypress Road to the north end of the road at the gate to the future Oakley Regional Park is destined to be widened to 4 lanes with curb, and gutter, sidewalks, landscaped medians, bike lanes, and street lighting. The section of Sellers Avenue from East Cypress Road to Riverrock Drive has been widened by the developers of the Emerson and Gilbert Ranch projects. This project will widen and improve the remaining section of Sellers Avenue from the intersection at Riverrock Drive to the gate to the future Oakley Regional Park. The above referenced developers will pay the City the cost for curb and gutter, sidewalk, and one lane of roadway along frontage of their respective projects.

The City will pay the remaining construction costs for the second lane and medians for this project.

PROJECT FINANCING DETAILS
CIP-28
598
Project Title: East Cypress Road Widening (Knightsen Ave to CCWD Canal) Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvement Project Number: 247
Project Priority: High In Successor Agency Area: No
Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
General Capital Fund $ -
Public Facilities $ -
Park Impact Fee $ -
Main Street Fund $ -
Measure J $ -
Gas Tax $ -
Grant $ -
2012 Bond Benefit $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will install a signal at the intersection of East Cypress Road and Knightsen Avenue in addition to widening and improving this intersection and East Cypress Road J I l d R d The growth and development of new subdivision projects along the East Cypress Road corridor has necessitated various infrastructure improvements to accommodate the increased traffic volumes on this road. This project will widen and improve East Cypress Road from east of Knightsen Avenue to the Contra Costa Canal. The improvements will include curb and gutter, sidewalks, bicycle lanes, traffic signal, and street lights. This project is currently under construction.

PROJECT FINANCING DETAILS
CIP-29
599
Project Title: Downtown Storm Drain (Area 29D) Improvement Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvement Project Number: 252
Project Priority: Moderate In Successor Agency Area: Yes Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
General Capital Fund $ -
Measure J $ -
Gas Tax $ -
Developer $ -
2012 Bond Benefit $ -
Stormwater Fund $ -
$ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will secure the storm drain easement, design, and construct the last section of storm drain pipe which will complete all the improvements in this zone.

The Contra Costa County Flood Control District years ago had established drainage zones thought the County for storm drain detention and treatment. These zones included large detention basins (i.e. Freedom Basin, Teakwood Basin, Del Antico Basin, etc.) and a network of underground pipe systems to convey the storm water runoff from the City's streets to these basins. All parts of the storm drain system in this zone have been constructed over past decades with the exception of the section of pipe from north side of Main Street just east of Miguel Drive to the edge of railroad tracks and south of Main Street to Fuschia Way. This project will design and construct this section of storm drainpipe which will complete all the improvements in this zone. As part of this project new curb, gutter, and sidewalk will be constructed along Main Street from Vintage Parkway to Gardenia Avenue and enhance the development opportunities in this section of Downtown Oakley.

PROJECT FINANCING DETAILS
CIP-30
600
Project Title: O'Hara Avenue / Carpenter Road Intersection Improvement Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Interscetion Improvements Project Number: 263 Project Priority: Immediate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 100,000 $ 100,000
Operating Costs $ -
TOTAL $ - $ 100,000 $ - $ - $ - $ - $ 100,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ 100,000 $ 100,000
Gas Tax $ -
Developer $ -
Grant $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 100,000 $ - $ - $ - $ - $ 100,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will improve the traffic operations at this intersection by constructing dedicated left turn lanes on Carpenter Road on either side of O’Hara Avenue, installing video detection system and reconfiguring the striping at this intersection.

The construction of Carpenter Road from Rose Avenue to Cinnamon Ridge Drive as part of a private subdivision development project has opened up this important east/west roadway corridor for the community. Once this section of Carpenter is completed it will increase traffic flows at the intersection of O’Hara Avenue and Carpenter Road. This project will improve the traffic operations at this intersection by constructing protected left turn lanes on Carpenter Road on both the westbound and eastbound approaches to O’Hara Avenue. Additional improvements include installing a video detection system and reconfiguring the striping at this intersection.

PROJECT FINANCING DETAILS
CIP-31
601
Project Title: Main Street / Delta Road Intersection Signalization Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Traffic Improvement Project Number: 268
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ 200,000 $ 200,000
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ 200,000 $ - $ - $ - $ - $ 200,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax RMRA $ 200,000 $ 200,000
Developer $ -
Grant $ -
Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 200,000 $ - $ - $ - $ - $ 200,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will install a traffic signal at Main Street / Delta Road intersection along with lane widening and intersection improvements.

This project will install traffic a signal and improve the Main Street / Delta Road intersection. This intersection is identified to have a traffic signal per the City’s Traffic Impact Fee program. With the increase in traffic volumes at this location, a signal will improve safety and traffic circulation. The preliminary design of this project was performed in FY 2022/23 and final design will be performed during FY 2025/26.

PROJECT FINANCING DETAILS
CIP-32
602
Project Title: Main Street / Brownstone Road Intersection Signalization Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Traffic Improvement Project Number: 269
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax $ -
Developer $ -
Grant $ -
Fund $ -
Stormwater Fund $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will install traffic signal at Main Street/Brownstone Road intersection.

This project will install a traffic signal and improve the Main Street / Brownstone Road intersection. This intersection is identified to have a traffic signal per the City’s Traffic Impact Fee program. With the increase in traffic volumes on Main Street, a signal will improve safety and traffic circulation at this intersection.

PROJECT FINANCING DETAILS
CIP-33
603
Project Title: Laurel Road Extension Project (Teton Road to Sellers Avenue) Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Roadway Improvement Project Number: 273
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ 300,000 $ 300,000
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ 300,000 $ - $ - $ - $ - $ 300,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax RMRA $ 300,000 $ 300,000
Developer $ -
Grant $ -
Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 300,000 $ - $ - $ - $ - $ 300,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 Roadway Construction
This Project will extend Laurel Road from Teton Road to Sellers Avenue providing an alternate and much needed secondary route to East Cypress Road. Currently, the only way in and out of eastern Oakley is via Main Street to East Cypress Road. This current route along East Cypress Road passes by an elementary and middle school and crosses the Burlington Northern Santa Fe (BNSF) railroad tracks. Traffic volumes have increased with the new housing developments along East Cypress Road. Extending Laurel Road from Teton Road to Sellers Avenue will provide much needed safety and congestion relief by directing a portion of the traffic away from the schools and providing a new bridge over the railroad tracks.

PROJECT FINANCING DETAILS
CIP-34
604
Project Title: Laurel Road Widening Project (O'Hara to Cloverbrook) Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Widening Project Number: 280
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Street Maint. & Rehab $ -
Measure J $ -
Gas Tax HUTA $ -
Street Maint. & Rehab $ -
2012 Bond Benefit $ -
2014 Bond $ -
ARPA $ -
Gas Tax RMRA $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will widen Laurel Road to City standards from O'Hara to Cloverbrook Laurel Road from O'Hara Avenue to Cloverbrook Avenue is the last section of Laurel Road that needs to be widened and improved. Laurel Road is a major Arterial road and the City's designated truck route with a direct connection to Highway 4. This section of Laurel Road has not been widened or improved due to the lack of Right of Way and is starting to deteriorate due to the large volumes of vehicles that use Laurel Road everyday. Staff worked with the property owners to obtain the necessary right of way for the widening. The construction of this project is underway and will complement the new Safeway Shopping Center that is being constructed on Laurel Road.

PROJECT FINANCING DETAILS
CIP-35
605
Project Title: Enrico Cinquini Park Construction Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City Engineer
Project Type: New Park Construction Project Number: 281 Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 1,500,000 $ 1,500,000
Operating Costs $ -
TOTAL $ - $ 1,500,000 $ - $ - $ - $ - $ 1,500,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ 1,500,000 $ 1,500,000
Street Maint. & Rehab $ -
Measure J $ -
Gas Tax HUTA $ -
Developer $ -
2012 Bond Benefit $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
Federal Grant $ -
TOTAL $ - $ 1,500,000 $ - $ - $ - $ - $ 1,500,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 Park Construction
The developer of the Stonewood Subdivision was conditioned to construct a new park (Enrico Cinquini Park) at intersection of Rose/Carpenter. The obligation of the developer is the total amount of their Park Impact Fee which would not be sufficient to construct this park and its associated facilities which include a parking lot, water feature, playground, and restroom and as result the City will design and construct this park utilizing the Park Impact Fee obligation of the developer and supplement it with additional local fund to construct a feature packed park for the community.

PROJECT FINANCING DETAILS
CIP-36
606
Project Title: Laurel Road Bridge Widening over Marsh Creek Project Project Proponent: Public Works and Engineering Project Category: Bridge Project Manager: City Engineer Project Type: Bridge Widening Project Project Number: 283 Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Street Maint. & Rehab $ -
Measure J $ -
Gas Tax HUTA $ -
Developer $ -
2012 Bond Benefit $ -
2016 Debt Service
Fund $ -
Stormwater Fund $ -
RMRA $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 Preliminary Design for bridge widening
Laurel Road at the Marsh Creek Bridge is currently a narrow 2 lane roadway that is structurally inadequate and needs to be widened and improved to tie into the future Laurel Extension at Teton Road. According to Caltrans the bridge is structurally deficient and needs to be reconstructed. This project will supplement Capital Improvement Project No. 273 and provide the additional funding to construct the bridge and accommodate the future traffic volumes from the developments along the East Cypress Road corridor and provide direct connection to Highway 4.

PROJECT FINANCING DETAILS
CIP-37
607
Project Title: E. Cypress Road Widening (Jersey Island Rd to Bethel Island Rd) Proj. Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvement Project Number: 302
Project Priority: Immediate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 24,703,000 $ 24,703,000
Operating Costs $ -
TOTAL $ - $ 24,703,000 $ - $ - $ - $ - $ 24,703,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
General Capital Fund $ 23,703,000 * $ 23,703,000
Public Facilities . $ -
ARPA $ -
Street Maintenance & Rehab $ -
Measure J $ 1,000,000 $ 1,000,000
Gas Tax $ -
Grant $ -
2012 Bond Benefit $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 24,703,000 $ - $ - $ - $ - $ 24,703,000
Comments: * $21,703,000 is a reimbursement from ECCRFFA City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will install a signal at the intersection of East Cypress Road and Knightsen Avenue in addition to widening and improving this intersection and East Cypress Road J I l d R d The growth and development of new subdivision projects along the East Cypress Road corridor has necessitated various infrastructure improvements to accommodate the increased traffic volumes on this road. This project will widen and improve East Cypress Road from Jersey Island Road to Bethel Island Road. The improvements will include curb and gutter, sidewalks, bicycle lanes, traffic signal, and a median island. The widening will complement the similar improvements that are done as part of CIP 247 and 310.

PROJECT FINANCING DETAILS
CIP-38
608
Project Title: Marsh Creek Glenn Park Renovation Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City Engineer
Project Type: Park Improvement Project Number: 306
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Park Impact Fee $ -
L&L District $ -
Public Facilities $ -
LLAD $ -
Street Maint. & Rehab $ -
Measure J $ -
Gas Tax HUTA $ -
Developer $ -
2012 Bond Benefit $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
RMRA $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 Park Renovation
The existing playground equipment and surfacing at Marsh Creek Glenn Park is the original infrastructure at this park, which was constructed 20 years ago. The equipment and surface are both in need of replacement, as maintaining this playground equipment and surfacing is not practical and financially viable. This project will replace the playground equipment and expand it to create a larger all ability and ADA accessible playground; along with placement of new rubber playground surfacing tiles. In addition the existing half basketball court will be renovated into a pickleball court.

PROJECT FINANCING DETAILS
CIP-39
609
Project Title: East Cypress Road Widening at CCWD Canal Crossing Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvement Project Number: 310
Project Priority: Immediate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 1,500,000 $ 1,500,000
Operating Costs $ -
TOTAL $ - $ 1,500,000 $ - $ - $ - $ - $ 1,500,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ 1,500,000 $ 1,500,000
General Capital Project $ -
Public Facilities $ -
LLAD $ -
Street Maint. & Rehab $ -
Measure J $ -
Gas Tax HUTA $ -
Developer $ -
2012 Bond Benefit $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
RMRA $ -
TOTAL $ - $ 1,500,000 $ - $ - $ - $ - $ 1,500,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will construct a road crossing over the CCWD Canal on East Cypress Road at Jersey Island Road CCWD has undertaken the process of replacing the open canal in Oakley from the canal crossing near Main Street and has extended eastwards behind Cypress Grove, Emerson, Delaney, and Burroughs subdivisions up to east Cypress Road. CCWD is currently working on undergrounding the remainder of this canal from East Cypress Road in a southerly direction to its connection point at Rock Slough. The existing canal crosses East Cypress Road and will have to be replaced as part of the City’s East Cypress Road widening project. The City is collaborating with CCWD in all phases of the canal undergrounding project and at the East Cypress Road, the city will take the lead on undergrounding the canal and construction of the new and widened roadway.

PROJECT FINANCING DETAILS
CIP-40
610
Project Title: Magnolia Park Playground Resurfacing and Retrofitting Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City Engineer
Project Type: Park improvement Project Number: 315
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 600,000 $ 600,000
Operating Costs $ -
TOTAL $ - $ 600,000 $ - $ - $ - $ - $ 600,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ 600,000 $ 600,000
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax HUTA $ -
Developer $ -
Grant $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 600,000 $ - $ - $ - $ - $ 600,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 Installation of new Playground Surfacing and Equipment
The Magnolia Park Playground currently has a PIP (poured in place) rubber surface. The PIP has reached the end of its useful life and needs replacement. Many patches and repairs have been made to the existing surfacing and more are needed. Future patches and repairs will increase the risk of lessening the impact attenuation properties of the existing fall surfacing. This project would replace and upgrade both the loose fill surface and PIP with rubber playground tiles that will have durability and ease of maintenance. The product comes with a lifetime warranty, which is the best in the industry and will adhere to current ADA and safety standards

PROJECT FINANCING DETAILS
CIP-41
611
Project Title: Main St. Widening North of Laurel Rd to Heartwood Sub. Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Widening Project Number: 316
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ 200,000 $ 200,000
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ 200,000 $ - $ - $ - $ - $ 200,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ 200,000 $ 200,000
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax HUTA $ -
Developer $ -
Grant $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 200,000 $ - $ - $ - $ - $ 200,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 Widening of Main Street
Main Street is a major arterial street in Oakley and a direct connection to Laurel Road. The section of Main Street north of Laurel Road is still one lane and cannot accommodate the increased traffic demands on this roadway. This project will perform the design for widening of Main Street from the existing widened section at Heartwood Subdivision to Laurel Road. This design will identify the Right of Way needs for this roadway widening and will be used to establish the construction cost and budget of this project in future years

PROJECT FINANCING DETAILS
CIP-42
612
Project Title: Novarina Park Playground Expansion and Resurfacing Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City Engineer
Project Type: Park Improvement Project Number: 317
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 600,000 $ 600,000
Operating Costs $ -
TOTAL $ - $ 600,000 $ - $ - $ - $ - $ 600,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ 600,000 $ 600,000
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax HUTA $ -
Developer $ -
Grant $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 600,000 $ - $ - $ - $ - $ 600,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 Expansion of Park Playground and Surfacing
The playground surfacing at Novarina Park consists of Poured-In-Place (PIP) rubber, which has reached the end of its useful life. Numerous repairs have been made, and further deterioration is ongoing. Continuing to patch the PIP surfacing risks compromising its safety and impact attenuation properties. This project will replace the existing surfacing with rubber playground tiles, taking advantage of their high durability, ease of maintenance, and industry-leading lifetime warranty. In addition to the safety and maintenance benefits, this project will allow for the removal of the deteriorating sand pit/dino-dig area. Although popular, the sand pit is causing significant abrasion damage to the adjacent rubber surfacing and poses sanitation challenges. Its removal will free up additional space for new play equipment to enhance this park

PROJECT FINANCING DETAILS
CIP-43
613
Project Title: Oakley Library & Community Center Project Project Proponent: Public Works and Engineering Project Category: Facility Project Manager: Assistant City Manager Project Type: New Facility Construction Project Number: 318 Project Priority: High In Successor Agency Area: Yes
Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total General Fund $ -
L&L District $ -
Public Facilities Fund $ -
Park Impact Fee $ -
Special Community Pro $ -
Measure J $ -
Stakeholder Donation $ -
Developer $ -
2012 Bond Benefit $ -
General Capital
Projects Fund $ -
Stormwater Fund $ -
ARPA $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will design and construct a new Library and Community Center in Downtown Oakley Oakley is a growing community, and its population has nearly doubled since incorporation. The residents of Oakley deserve library services and a community facility that serves the existing and growing community. Lack of a modern and functional Oakley Library and Community Center has been a topic of many discussions with the City Council and community residents in recent years as the small section of the High School Library that is provided as a community library is not large enough to provide the wide range of services that community desires.

PROJECT FINANCING DETAILS
CIP-44
614
Project Title: O’Hara Ave Widening (600’ S. of Laurel Rd to 300’ S. of Grapevine Ln) Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Widening Project Number: 320
Project Priority: High In Successor Agency Area: No
Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ -
Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Street Maint. & Rehab $ -
Measure J $ -
Gas Tax HUTA $ -
Developer $ -
2012 Bond Benefit $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
RMRA $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will widen east side O'Hara Avenue south of Laurel Road This project will continue the widening and improvements that was done on O'Hara Avenue as part of CIP 280. The widening of O'Hara Avenue to Grapevine Lane will provide a much needed 2 travel lanes in northbound O'Hara Avenue toward Laurel Road.

PROJECT FINANCING DETAILS
CIP-45
615
Project Title: FY 2025/26 Curb, Gutter and Sidewalk Repair & Reconstruction Proj. Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Concrete Repair and Replacement Project Number: 321 Project Priority: Immediate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 150,000 $ 150,000
Operating Costs $ -
TOTAL $ - $ 150,000 $ - $ - $ - $ - $ 150,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
General Capital Fund $ -
Measure J $ -
Gas Tax RMRA $ 150,000 $ 150,000
2012 Bond Benefit $ -
Grant $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 150,000 $ - $ - $ - $ - $ 150,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will repair and replace damaged curb, gutter, and sidewalks.

This project will coordinate with the responsible property owners to repair and reconstruct damaged and broken concrete curb, gutter, and sidewalks throughout the City. The construction of this project will eliminate trip and fall accidents caused by sidewalk and curbs uplifted by tree root overgrowth, and provide safe paths of travel for the community. This project works in coordination with the 50-50 cost share program that helps the property owners address concrete sidewalk and curb and gutter uplifts.

PROJECT FINANCING DETAILS
CIP-46
616
Project Title: FY 2025/26 Traffic Calming Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Traffic Calming Improvements Project Number: 322 Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 50,000 $ 50,000
Operating Costs $ -
TOTAL $ - $ 50,000 $ - $ - $ - $ - $ 50,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
2012 Bond Benefit $ -
Measure J $ -
Gas Tax HUTA $ 50,000 $ 50,000
General Capital Proj $ -
Grant $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 50,000 $ - $ - $ - $ - $ 50,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will construct traffic calming measures.

The traffic operations in the community have become one of the major issues that the Police and Public Works Departments handle on a regular basis. This project provides funding for the placement of traffic calming features in accordance with the neighborhood traffic calming policy. Various traffic calming requests are being evaluated by staff from the Police and Public Works Departments, and are addressed in collaboration with the residents based on priority, and the order they are received.

PROJECT FINANCING DETAILS
CIP-47
617
Project Title: FY 2025/26 ADA Implementation Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvement Project Number: 323
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 50,000 $ 50,000
Operating Costs $ -
TOTAL $ - $ 50,000 $ - $ - $ - $ - $ 50,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Street Maint. & Rehab $ -
Measure J $ -
Gas Tax HUTA $ 50,000 $ 50,000
Developer $ -
2012 Bond Benefit $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
RMRA $ -
TOTAL $ - $ 50,000 $ - $ - $ - $ - $ 50,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project is part of the implementation of the City of Oakley ADA Transition Plan The City of Oakley has to have an ADA Transition Plan prepared and implemented to adhere to the legal requirements related to the U.S. Department of Justice. Staff has solicited proposals from ADA specialty consultants and had selected the firm of Sally Swanson Architects, Inc. to prepare the City’s ADA Transition Plan. The preparation of this ADA Transition Plan has been completed. This implementation of this ADA plan will be phased over the future years as funding is allocated.

PROJECT FINANCING DETAILS
CIP-48
618
Project Title: FY 2025/26 Traffic Signal Modernization Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Traffic Signal Operation Improvements Project Number: 324 Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 100,000 $ 100,000
Operating Costs $ -
TOTAL $ - $ 100,000 $ - $ - $ - $ - $ 100,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ 100,000 $ 100,000
Gas Tax HUTA $ -
Developer $ -
Grant $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 100,000 $ - $ - $ - $ - $ 100,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will rehabilitate existing traffic signals.

Traffic operations and public safety have become one of the more important issues for the community. Public Works staff are continually working to improve the traffic operations on City streets. This project will replace some of the older internal components of the City's traffic signal systems which will improve the coordination of the City’s traffic signal operations.

PROJECT FINANCING DETAILS
CIP-49
619
Project Title: Main Street Smart Signals Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Traffic Signal Operation Improvements Project Number: 325 Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 170,000 $ 170,000
Operating Costs $ -
TOTAL $ - $ 170,000 $ - $ - $ - $ - $ 170,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax HUTA $ -
Main Street Fund $ 170,000 $ 170,000
Grant $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 170,000 $ - $ - $ - $ - $ 170,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will rehabilitate existing traffic signals along Main Street.

City of Oakley received a grant from Contra Costa Transportation Authority as part of countywide program to coordinate the traffic signals on major roadways and improve the traffic operations. The Traffic operations and public safety are one of the more important issues for the community. Public Works staff are continually working to improve the traffic operations on City streets.

PROJECT FINANCING DETAILS
CIP-50
620
Project Title: Main Street Phase 1 Green Infrastructure Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street infrastructure improvements Project Number: 326 Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ 100,000 $ 100,000
Environmental $ -
Right of Way $ -
Construction $ 400,000 $ 400,000
Operating Costs $ -
TOTAL $ - $ 500,000 $ - $ - $ - $ - $ 500,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax RMRA $ 500,000 $ 500,000
Developer $ -
Grant $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 500,000 $ - $ - $ - $ - $ 500,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will construct green infrastructure components The Clean Water Permit that is issued to the City by the State Regional Water Quality Control Board requires the City to construct street improvements to treat the storm runoff from the streets before discharge into the underground storm drain system and ultimately to the Bay. These improvements are the unfunded mandates that municipalities have to adhere to be in compliance with the Clean Water Permit.

PROJECT FINANCING DETAILS
CIP-51
621
Project Title: Norcross Lane Pedestrian Safety Improvements Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Safety Improvements Project Number: 327 Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 60,000 $ 60,000
Operating Costs $ -
TOTAL $ - $ 60,000 $ - $ - $ - $ - $ 60,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ 60,000 $ 60,000
Gas Tax HUTA $ -
Developer $ -
Grant $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 60,000 $ - $ - $ - $ - $ 60,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will construct pedestrian safety improvements This project will improve safety at Oakley Elementary School which teaches 5,059 students. The improvements include the installation of a bulb-out at a pedestrian crossing in one location on Norcross Lane. Currently, it is difficult for pedestrians to make cautious crossings due to poor visibility to the school when Norcross Lane allows cars to park on both sides of the street. Adding a bulb-out will aid with visibility for crosswalk users to navigate the area safely. Flashing Beacons with signage will be installed to clearly state the location of the pedestrian crossing. Additional improvements will include modifying the bus drop off zone and the school parking lot curb and sidewalk to mitigate tripping hazards and unwarranted pedestrian crossings. These improvements will also follow Americans with Disabilities Act (ADA) Standards for Accessible Design to support Oakley residents with visual, hearing, or manual impairments.

PROJECT FINANCING DETAILS
CIP-52
622
Project Title: Recreation Center Baseball Field Renovation Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City Engineer
Project Type: Park Improvements Project Number: 328
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 250,000 $ 250,000
Operating Costs $ -
TOTAL $ - $ 250,000 $ - $ - $ - $ - $ 250,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ 250,000 $ 250,000
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax HUTA $ -
Developer $ -
Grant $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 250,000 $ - $ - $ - $ - $ 250,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will install a formal infield at the baseball field The existing Baseball Field at the Recreation Center is currently a fully sodded, multi-use grass area with no dedicated baseball infrastructure such as base pegs, a pitching rubber, or a home plate. While the field includes dugouts and a backstop, it was originally intended for T-ball, training activities, and general recreation department use, such as water-based activities and informal community events. This project will transition the field into a formal, reservable community baseball field that meets Little League standards. The field is not currently flat, and both the infield and shallow outfield grass areas will require significant grading work to ensure proper drainage and playability. The overall field will be reshaped to create a new, fully skinned infield using a proper baseball infield mix, similar to other public ballfields in the City's parks system. Base pegs, a pitching rubber, and a home plate will be installed, and all dimensions will be measured and constructed to accommodate Little League play. The project will also modify the existing irrigation system to support the new field configuration.

PROJECT FINANCING DETAILS
CIP-53
623
Project Title: City Hall Remodeling Project Project Proponent: Public Works and Engineering Project Category: Facility Project Manager: City Engineer Project Type: Facility Remodeling Project Number: 329
Project Priority: Moderate In Successor Agency Area: Yes Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ 250,000 $ 250,000
Environmental $ -
Right of Way $ -
Construction $ 1,250,000 $ 1,250,000
Operating Costs $ -
TOTAL $ - $ 1,500,000 $ - $ - $ - $ - $ 1,500,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
General Capital Proj. $ 1,500,000 $ 1,500,000
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax HUTA $ -
Developer $ -
Grant $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 1,500,000 $ - $ - $ - $ - $ 1,500,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will remodel City Hall to be configure space for staff and Police Department This project will construct the facility improvements at City Hall that were deemed necessary in the Facility Assessment study performed in spring 2025. The improvements include: remodeling of the Police Department reception area, expansion of Police Department Evidence and Records office spaces and creating additional Police report writing office spaces, constructing a new Police conference and meeting room in the City Hall with private doorways and secure access from Police Department, constructing new office spaces for City Attorney and Economic Development Analyst, reconfigure the space on the east side of City Hall to make room for the Building Official, Building Inspectors, and Code Enforcement staff to move there next to the Public Works Department. This project will also replace the carpets, paint the walls and install new cubicles to match the similar work that was performed at City Hall in 2024.

PROJECT FINANCING DETAILS
CIP-54
624
Project Title: Freedom Basin Restroom Construction Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City Engineer
Project Type: Park Facility Improvements Project Number: 331 Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ 50,000 $ 50,000
Environmental $ -
Right of Way $ -
Construction $ 650,000 $ 650,000
Operating Costs . $ -
TOTAL $ - $ 700,000 $ - $ - $ - $ - $ 700,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ 700,000 $ 700,000
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax HUTA $ -
Developer $ -
Grant $ -
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 700,000 $ - $ - $ - $ - $ 700,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will construct a restroom building at Freedom Basin for use by the public during games and practices by various sporting leagues Freedom Basin has lacked a permanent restroom facility for years, despite heavy use by youth sports leagues and City programs. Currently, leagues rely on renting portable restrooms, which have led to numerous operational issues, including vandalism, accidents, and unsanitary conditions. This project will construct a permanent, vandal-resistant restroom facility consisting of a precast concrete building. The restroom will feature four to six individual stalls (split evenly between men's and women’s sides) to prevent congregation and discourage inappropriate behavior. Security measures will include automated door locking systems, a key fob access system, and exterior security cameras covering all sides of the building. The new restroom will connect to Freedom High School’s water and sewer infrastructure, providing potable water access to the park for the first time. A drinking fountain will be installed on the exterior of the building to further support park users

PROJECT FINANCING DETAILS
CIP-55
625
Project Title: FY 2025/26 Street Repair & Resurfacing Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvements Project Number: 333
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ 300,000 $ 300,000
Environmental $ -
Right of Way $ -
Construction $ 2,300,000 $ 2,300,000
Operating Costs $ -
TOTAL $ - $ 2,600,000 $ - $ - $ - $ - $ 2,600,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax RMRA $ 300,000 $ 300,000
Developer $ -
Grant $ -
Street Maintenance &
Rehab Fund $ 2,300,000 $ 2,300,000
Stormwater Fund . $ -
TOTAL $ - $ 2,600,000 $ - $ - $ - $ - $ 2,600,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will perform street repair and resurfacing This project will repair the base and surface failures, as well as resurface the City’s streets as a part of a comprehensive program to maintain the roadways for the community. Street repair and resurfacing is critical in keeping the quality of the City’s street infrastructure in good condition and prevent costly reconstruction due to the lack of proper rehabilitation and maintenance. This project will address a number of neighborhoods which need Sierra-Crete base remediation in addition to repair and resurfacing.

PROJECT FINANCING DETAILS
CIP-56
626
Project Title: E. Cypress Rd widening from 800’ E. of Rubens Wy to Machado Ln ProProject Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvements Project Number: 334
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 550,000 $ 550,000
Operating Costs $ -
TOTAL $ - $ 550,000 $ - $ - $ - $ - $ 550,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax RMRA $ -
Developer $ -
General Capital Proj $ 550,000 $ 550,000
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 550,000 $ - $ - $ - $ - $ 550,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will perform new street construction on East Cypress Road This project will widen the median and roadway on south side of East Cypress Road. The north side of East Cypress Road within the project limits was constructed as part of the Emerson Ranch Development project. Meritage Homes is constructing a new residential subdivision on the south side of East Cypress Road and as part of their project they will construct new curb, gutter, sidewalks, bicycle lanes, and 1 lane of roadway as part of their project conditions of approval. To fully complete the roadway improvements, Meritage Homes has agreed to widen the medians and reconstruct the other 1 lane on the south side of East Cypress Road. This roadway improvement would have to be done by the City at future date and with the work performed by Meritage Homes as part of their development project it will eliminate future traffic disruptions on East Cypress Road, in addition to the economy of scale in building all the roadway improvements together. The City will reimburse Maritage Homes after the construction of their project.

PROJECT FINANCING DETAILS
CIP-57
627
Project Title: Sellers Ave reconstruction from Railroad Tracks to Delta Road Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvements Project Number: 335
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 810,000 $ 810,000
Operating Costs $ -
TOTAL $ - $ 810,000 $ - $ - $ - $ - $ 810,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax RMRA $ -
Developer $ -
General Capital Proj $ 810,000 $ 810,000
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 810,000 $ - $ - $ - $ - $ 810,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will perform street reconstruction
This project reconstructs Sellers Avenue using Full-Depth Reclamation (FDR) process. FDR is a pavement rehabilitation technique where the entire existing asphalt pavement and a portion of the underlying base material are pulverized and blended in-place, creating a stabilized base for a new asphalt surface. Sellers Avenue was originally constructed decades ago by the County and has been in need of repairs and resurfacing in recent years with the additional traffic that is on this roadway from the East Cypress Corridor. Meritage Homes is constructing the new Sellers Subdivision on the west side of Sellers Avenue. The City staff and Meritage Homes have collaborated on the best ways to improve Sellers Avenue and FDR was determined as best option to be performed by Meritage Homes. The City will reimburse Meritage Homes costs associated with this roadway reconstruction work

PROJECT FINANCING DETAILS
CIP-58
628
Project Title: Sellers Ave reconstruction from E. Cypress Rd to Railroad Tracks Proj. Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvements Project Number: 336
Project Priority: Moderate In Successor Agency Area: No Project Description:

Project Justification:

Project Expenditures 24/25 25/26 26/27 27/28 28/29 29/30 Total Planning & Design $ -
Environmental $ -
Right of Way $ -
Construction $ 690,000 $ 690,000
Operating Costs $ -
TOTAL $ - $ 690,000 $ - $ - $ - $ - $ 690,000
Project Funding 24/25 25/26 26/27 27/28 28/29 29/30 Total Traffic Impact Fee $ -
L&L District $ -
Public Facilities $ -
Park Impact Fee $ -
Redevelopment $ -
Measure J $ -
Gas Tax RMRA $ -
Developer $ -
General Capital Proj $ 690,000 $ 690,000
Downtown
Revitalization Fund $ -
Stormwater Fund $ -
TOTAL $ - $ 690,000 $ - $ - $ - $ - $ 690,000
Comments:

City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2025/26 to 2029/30 This project will perform street reconstruction
This project reconstructs Sellers Avenue using Full-Depth Reclamation (FDR) process similar to CIP 335. Sellers Avenue was originally constructed decades ago by the County and has been in need of repairs and resurfacing in recent years with the additional traffic that is on this roadway from the East Cypress Corridor. Meritage Homes has agreed to perfume this roadway reconstruction to take advantage of the economy of scale and one continuous operation. The City will reimburse Meritage Homes costs associated with the City’s part of this project.

PROJECT FINANCING DETAILS
CIP-59
629
Fiscal Year
2025/26 Resolution – Capital Budget
CIP-60
630