AGENDA
REGULAR JOINT MEETING OF THE OAKLEY CITY COUNCIL/OAKLEY CITY COUNCIL
ACTING AS THE SUCCESSOR AGENCY TO THE OAKLEY REDEVELOPMENT AGENCY
AND SPECIAL MEETING OF THE OAKLEY PUBLIC FINANCING AUTHORITY Tuesday, September 23, 2025
6:30 PM
Oakley City Council Chambers located at 3231 Main Street, Oakley, California 94561.
Unless stated otherwise on the agenda, every item on the agenda is exempt from CEQA Guidelines Sections 15060(c), 15061(b)(3), 15273, 15378, 15301, 15323 and/or Public Resources Code Section 21065.
MISSION STATEMENT: The City of Oakley will create a resilient future that fosters and attracts a vibrant and evolving community that welcomes and values all people.
VISION STATEMENT: The City of Oakley celebrates our unique Delta lifestyle and small-town feel where we Live in a safe, dynamic community, Work together to build the future, and Play in our own backyard.
Agendas are posted in Oakley at Oakley City Hall-3231 Main Street, outside the gym at Delta Vista Middle School-4901 Frank Hengel Way and outside the Library at Freedom High School-1050 Neroly Road. Agendas are also posted on the City's Internet Website www.oakleyca.gov.
A complete packet of information containing staff reports and exhibits related to each item is available for public review prior to an Oakley City Council and/or City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority meeting at Oakley City Hall, 3231 Main Street, Oakley, CA 94561. Any writings or documents provided to a majority of the Oakley City Council, Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency or Oakley Public Financing Authority regarding any item on this agenda will be made available for public inspection, during regular business hours, in the Main Lobby of Oakley City Hall.
Agendas may be picked up at Oakley City Hall for no charge. To request information regarding placement on the City's agenda e-mail distribution list, please contact us at (925) 625-7000.
We provide social media options to stay connected to City Hall through Facebook, X, Next Door and Instagram.
If you require special accommodation, please call the City Clerk's office at (925) 625-7000 before the meeting or contact City staff at the meeting.
Please keep cell phones/electronic devices turned off during the meeting. Please be 1 1. OPENING MATTERS
1.1 Call to Order and Roll Call of the Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency and Special Meeting of the Oakley Public Financing Authority
1.2 Pledge of Allegiance to the Flag
1.3 Update on the Delta (Roger Mammon)
1.4 Update from Contra Costa County Fire Protection District (Assistant Fire Chief, Xon Burris)
1.5 Contra Costa County Advisory Council on Aging Update (Chalo Buckman)
2. PUBLIC COMMENTS
3. COUNCILMEMBER COMMENTS
4. CONSENT CALENDAR
4.1 Approve Minutes from the Regular Meeting held September 9, 2025 (Kim advised that City Council meetings are video recorded and attendees may appear on video.
Information Regarding Public Comment
Members of the public may address the Council on items of interest that are within the City's jurisdiction. In compliance with State law, the council may not take action or have discussion on any item that is not specifically listed on the agenda. Public comment on items not listed on the agenda will be heard under the Public Comments section of the agenda. Public comments on items listed on the agenda will be heard as the Mayor calls the items. In compliance with State law, the Council may not take action on an item that is not specifically listed on the agenda. If you would like to speak on any agenda item, please fill out a public speaker card available in the lobby and submit it to the City Clerk seated in the Council Chamber prior to the agenda item being called. The Mayor will call you by name to the podium to hear your comment. PUBLIC COMMENTS ARE LIMITED TO THREE (3) MINUTES. Online public comments are accepted until 5 p.m. the day of the meeting and can be submitted at https://www.oakleyca.gov/publiccomment.
At this time, the public is permitted to address the Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority on non-agendized items.
Consent Calendar items are typically non-controversial in nature and are considered for approval by the Oakley City Council/ Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority with one single action. Members of the audience, Staff or the Oakley City Council/ Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority who would like an item removed from the Consent Calendar for purposes of public input may request the Mayor remove the item. The public may request to remove an item(s) to provide input by completing a public speaker card and submitting it to the City Clerk prior to the item(s) being called by the Mayor. 2 Snodgrass, City Clerk)
4.2 Approve Minutes from the Special Meeting held September 11, 2025 (Kim Snodgrass, City Clerk)
4.3 Report out of Closed Session Memo (Derek Cole, City Attorney)
4.4 Adopt a Resolution Awarding a Construction Contract to Consolidated Engineering Inc. for the construction of Fiscal Year (FY) 2025/26 Street Repair and Resurfacing Project – Capital Improvement Project (CIP) Number 333 A (Kevin Rohani, P.E., Public Works Director/City Engineer)
4.5 Adopt a Resolution Re-Appointing Chalo Buckman to the Contra Costa County Advisory Council on Aging for a new Two-Year Term (Kim Snodgrass, City Clerk)
4.6 Adopt a Resolution Authorizing the Award of Contract to ODP Business Interiors for the Purchase and Installation of Cubicles and Office Furniture for the City Hall Remodeling Project, Capital Improvement Project (CIP) Number 329 (Kevin Rohani, P.E., Public Works Director/City Engineer)
4.7 Adopt a Resolution Approving a Contract with AXON Enterprise, Inc. for Conducted Energy Weapons (Taser), Body Worn Camera and Digital Evidence Services (Paul Beard, Chief of Police)
5. PUBLIC HEARINGS
5.1 Adopt a resolution approving a General Plan Amendment (GPA 2025-002) amending the Community Health and Safety Element of the City of Oakley General Plan with text amendments to adopt by reference, and add summary text in relation to, the 2024 Hazard Mitigation Plan – City of Oakley Annex in compliance with Assembly Bill 2140 (2006) (Ken Strelo, Community Development Director)
Minutes
Minutes
Memo
Staff Report
1. Resolution
2. Bid Summary
Staff Report
1. Application and Resume
2. Resolution
Staff Report
1. Proposal
2. Resolution
Staff Report
1. AXON Sole Source Letter
2. AXON Quote No. Q-673322-45905AS
3. Resolution
3 California Environmental Quality Act (CEQA) determination: find that the project is exempt under the “Common Sense” Exemption (14 Cal. Code Regs./CEQA Guideline 15061(b)(3)
6. REGULAR CALENDAR
6.1 Adopt two Resolutions as follows: 1) Adopt a Resolution Approving the Design-Build Agreements with Woodland Construction Builders, Inc for the Design and Construction of the New Oakley Library and Community Center and Authorizing the City Manager to Execute the Agreements; and 2) Adopt a Resolution to Establish a Library and Community Center Project Specific Sub-Committee for the Design-Build Phase of the Project (Joshua McMurray, City Manager)
6.2 Interview and Appoint Three Applicants to the Planning Commission for Four-Year Terms 10/12/2025 through 10/11/2029 (Ken Strelo, Community Development Director)
7. REPORTS
7.1 CITY MANAGER
(a) City Manager
7.2 OAKLEY CITY COUNCIL/OAKLEY CITY COUNCIL ACTING AS THE
SUCCESSOR AGENCY TO THE OAKLEY REDEVELOPMENT AGENCY
(a) Reports from Council Liaisons to Regional Committees, Commissions Staff Recommendation: 1) Receive the Staff Report, 2) Receive Questions from the Planning Commission, 3) Open the Public Hearing, 4) Receive Public Testimony, 5) Close the Public Hearing, 6) Deliberate, 7) Summarize the Deliberation 8) Adopt the Resolution
Staff Report
1. Notice of Public Hearing
2. Tracked Changes to the Oakley General Plan
3. Planning Commission Resolution No. 10-25
4. Proposed Resolution
Staff Report
1. RFP dated May 28th, 2025
2. Woodland Construction Builders, Inc and Siegal & Strain Architects RFP Response dated July 2, 2025
3. Draft Resolution to Approve the Design-Build Agreement
4. Design Build Agreement (Contract Form 544 with Exhibit A.1 and Contract Form 535)
EXHIBIT A.1
Contract Form 535
5. Draft Resolution to Approve the Library and Community Center Project Specific Sub-Committee for the Design-Build phase of the project Staff Report
1. Planning Commissioner Applications (7 Total)
2. Proposed Resolution
4 and Boards AND Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency
(b) Requests for Future Agendas
8. WORK SESSION
8.1 Provide Direction to Staff Regarding the Acknowledgement of Indigenous Land (Danielle Navarro, Assistant City Manager)
8.2 Workshop Regarding Potential Changes to the City's Rotational System for Annually Selecting the Mayor and Vice Mayor (Derek Cole, City Attorney)
9. CLOSED SESSIONS
10. ADJOURN
Memorandum
Staff Report
1. Current Text of Oakley Municipal Code 2.1.003
2. Staff Report, January 10, 2023
5 MINUTES OF THE REGULAR JOINT MEETING OF THE OAKLEY CITY
COUNCIL/OAKLEY CITY COUNCIL ACTING AS THE SUCCESSOR AGENCY TO THE OAKLEY REDEVELOPMENT AGENCY HELD SEPTEMBER 9, 2025
1. OPENING MATTERS
1.1 Call to Order and Roll Call of the Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority
Mayor Shannon Shaw called the meeting to order at 6:30 p.m. Vice Mayor Hugh Henderson and Councilmembers George Fuller, Aaron Meadows and Anissa Williams were also present.
1.2 Pledge of Allegiance to the Flag (Jamison White, Laurel Elementary School Student)
Jamison White led the Pledge of Allegiance to the Flag.
1.3 Contra Costa Water District Update (Director, Connstance Holdaway) Contra Costa Water District Director Connstance Holdaway provided an update.
1.4 Contra Costa Animal Services Update (Director, Ben Winkleback) Contra Costa Animal Services Director Ben Winkleblack provided an update.
1.5 Proclamation Honoring the 80th Anniversary of the Ironhouse Sanitary District (ISD Representative and ISD Board Member)
Mayor Shaw read and presented a proclamation Honoring the 80th Anniversary of the Ironhouse Sanitary District to Board Vice President Angela Lowrey.
1.6 Proclamation Recognizing September as National Preparedness Month (Danielle Navarro, Assistant City Manager)
Mayor Shaw read and presented a proclamation recognizing September as National Preparedness Month to Assistant City Manager Danielle Navarro.
2. PUBLIC COMMENTS
A Public Comment was received from Melanie Rosalez which will be entered into the public record.
6 3. COUNCILMEMBER COMMENTS
Comments were provided by Councilmember Fuller and Councilmember Meadows.
4. CONSENT CALENDAR
4.1 Approve Minutes from the Regular Joint City Council/City Council Acting as the Successor Agency to the Redevelopment Agency/ Public Financing Authority Meeting held August 12, 2025 (Kim Snodgrass, City Clerk)
4.2 Report out of Closed Session Memo (Derek Cole, City Attorney)
4.3 Adopt a Resolution Designating Mayor Shannon Shaw as Voting Delegate and Councilmember Anissa Williams as an Alternate Voting Delegate at the League of California Cities Annual Conference and Expo October 8-10, 2025, at the Long Beach Convention Center. (Kim Snodgrass, City Clerk)
4.4 Adopt a Resolution Authorizing the City Manager to Execute a Consulting Services Agreement with NCE to Provide Engineering Design Services for Capital Improvement Project (CIP) Number 333 B - Fiscal Year 2025/26 Street Repair and Resurfacing Project (Kevin Rohani, P.E., Public Works Director/City Engineer)
4.5 Adopt two Resolutions Approving a Subdivision Improvement Agreement and Final Map for Rosewood Estates Subdivision 8787 located at the northwest corner of Laurel Road and Rose Avenue (Kevin Rohani, P.E., Public Works Director/City Engineer)
4.6 Adopt a Resolution Amending the Fiscal Year 2025/26 Budget to Include the Cost of a Replacement Motorcycle (Jeri Tejeda, Administrative Services Director)
Councilmember Fuller pulled item 4.1.
It was moved by Councilmember Meadows and seconded by Councilmember Williams to approve the remainder of the Consent Calendar. Motion was unanimous and so ordered (5-0)
Item 4.1
Councilmember Fuller mentioned he will vote no.
7 It was moved by Councilmember Williams and seconded by Councilmember Meadows to approve item 4.1. Ayes: Henderson, Meadows, Shaw, Williams Noes:
Fuller (4-1)
5. PUBLIC HEARINGS
5.1 Adopt a Resolution Amending the Master Fee Schedule to add Carry Concealed Weapons Permits (Logan Cartwright, Administrative Lieutenant)
Administrative Lieutenant Logan Cartwright presented the report.
Councilmember Fuller asked a question; Lt. Cartwright addressed it.
Mayor Shaw opened the Public Hearing.
There were no public comments, so she closed the Public Hearing.
It was moved by Councilmember Meadows and seconded by Vice Mayor Henderson to approve item 5.1. Motion was unanimous and so ordered (5-0)
6. REGULAR CALENDAR
6.1 Appeal of City Manager's Decision Regarding Property Located on Oakley Road Known as APN 052-051-015 (Kim Snodgrass, City Clerk) City Clerk Kim Snodgrass presented the report.
Councilmember Fuller asked a question of the City Attorney; City Attorney Derek Cole addressed the question.
Councilmember Williams asked a question; City Manager Joshua McMurray addressed the question.
It was moved by Councilmember Meadows and seconded by Councilmember Williams to uphold the City Manager’s decision to record a Notice of Violation against the property. Motion was unanimous and so ordered (5-0)
7. REPORTS
7.1 CITY MANAGER
(a) City Manager
City Manager Joshua McMurray reported Movies on Main Street will take place this Saturday, and the Heart of Oakley Festival is scheduled for September 20th. He 8 announced the application period for the Planning Commission will close on September 11th. In addition, he addressed concerns about poaching in Marsh Creek, noting that the City has received comments on the issue over the last year and, in response, California Fish and Wildlife has provided new signs that staff will be posting. He acknowledged Engineering Manager Billilee Saengchalern for receiving the Manager of the Year award through the American Public Works Association and he mentioned that last Friday staff participated in a Kick Ball Tournament. (b) Business License Update
7.2 OAKLEY CITY COUNCIL/OAKLEY CITY COUNCIL ACTING AS THE
SUCCESSOR AGENCY TO THE OAKLEY REDEVELOPMENT AGENCY
(a) Reports from Council Liaisons to Regional Committees, Commissions and Boards AND Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency
Councilmember Fuller reported he attended Hot August Nights at Studio 55.
Vice Mayor Henderson reported he attended the East County Habitat Conservancy meeting, the Iron House Sanitary District Board of Directors meeting, Hot August Nights and Friday Night Bites.
Councilmember Meadows reported he attended the Delta Association of Realtors’ elected officials’ reception and an Ad-Hoc committee meeting for MCE.
Councilmember Williams reported she attended the California Civil Leadership Institute, a Tri Delta Transit meeting and the Mayor’s Conference.
Mayor Shaw reported she met with Lori Wilson on multiple occasions for a meeting at Tri Delta Transit, a tour of the Oaks Apartments and discussions on redistricting and transportation. She attended a Tri Delta Transit meeting, the Oakley Youth Bike Rodeo, the D-Bat Ribbon Cutting, the Brownstone Garden Sunset Tour, the 100th anniversary of St. Anthony’s Church and Friday Night Bites. She also attended the Chamber Mixer, the Delta Association of Realtors’ reception, the East Bay Block Party, and a concert at Skipolini’s. In addition, she met with Senator Cabaldon’s office and attended the Justice for Seniors fundraiser, the Contra Costa Mayor’s Conference, and an EBRCS meeting.
(c) Requests for Future Agendas
Mayor Shaw requested a worksession regarding the Mayoral Rotation.
Councilmember Meadows supported the request.
9 8. WORK SESSIONS
8.1 Provide Direction to Staff Regarding the Scheduling of the City Council Reorganization Meeting (Danielle Navarro, Assistant City Manager) Assistant City Manager Danielle Navarro presented the report.
Councilmember Meadows and Williams, Mayor Shaw and Vice Mayor Henderson stated they prefer option 3.
Councilmember Fuller mentioned his preference is to keep as is and move the reorganization to the end of the meeting.
9. CLOSED SESSION
None
10. ADJOURN
There being no further business, the meeting was adjourned at 7:56 pm 10 MINUTES OF THE SPECIAL MEETING OF THE OAKLEY CITY COUNCIL HELD SEPTEMBER 11, 2025
1. CALL TO ORDER AND ROLL CALL
Mayor Shannon Shaw called the meeting to order at 4:00 p.m. Vice Mayor Hugh Henderson and Councilmembers George Fuller, Aaron Meadows and Anissa Williams were also present.
2. PLEDGE OF ALLEGIANCE TO THE FLAG
Mayor Shaw led the Pledge of Allegiance to the Flag.
3. PUBLIC COMMENTS
None
4. CLOSED SESSION
4.1 PUBLIC EMPLOYEE PERFORMANCE EVALUATION Pursuant to
Government Code Section 54954.5(e)
Title: City Manager
Mayor Shaw announced the Closed Session item and mentioned the meeting will adjourn after the Closed Session
5. ADJOURN
There being no further business, the meeting was adjourned at 4:08 p.m.
Respectfully submitted.
Kim Snodgrass
City Clerk
11 MEMORANDUM
City of Oakley | 3231 Main Street, Oakley, CA 94561 1
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
Date: September 15, 2025
To: Mayor and City Councilmembers
From: Derek P. Cole, City Attorney
CC: Joshua McMurray, City Manager
Subject: Closed Session Report-Out Memo
For Consideration at the City Council Meeting of September 23, 2025 Background and Analysis
The City Council considered the following closed session item during its special meeting held September 11, 2025:
PUBLIC EMPLOYEE PERFORMANCE EVALUATION
Pursuant to Government Code Section 54954.5(e)
Title: City Manager
An evaluation was provided. There was no reportable action.
Fiscal Impact
None.
Recommendation
Receive and file this report.
Attachments
None.
12 STAFF REPORT
1 City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us DATE: September 23, 2025
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director & City Engineer SUBJECT: Adopt a Resolution Awarding a Construction Contract to Consolidated Engineering Inc. for the construction of Fiscal Year (FY) 2025/26 Street Repair and Resurfacing Project – Capital Improvement Project (CIP) Number 333 A
The City’s adopted FY 2025/26 Capital Improvement Program Budget designates funding for various infrastructure repair and replacement projects. This is consistent with the City’s goals to improve the quality of the City’s public infrastructure and to enhance the quality of life for our residents.
Each year the pavement conditions change due to wear and tear, and the streets must routinely undergo preventative maintenance to ensure their functionality. The City uses this annual project to perform rehabilitative and preventative maintenance on the public street network through a series of dig-outs, crack sealing, slurry sealing, pavement overlays and removal and replacement of the asphalt surface on streets where it has failed. The project will be completed with the placement of new striping and pavement markings.
CIP 333 A will include street repair and resurfacing in two subdivisions, California Dawn (off of West Cypress Road) and California Jamboree (off of Laurel Road). This project builds upon the street resurfacing efforts undertaken in recent years. Collectively, these improvements will not only enhance the quality of the City street infrastructure but also contribute to a better quality of life for Oakley residents.
After the completion of the project design and public bidding, on September 11, 2025, a total of eight (8) bids were received and Consolidated Engineering Inc. submitted the lowest responsible bid for the project at a total cost of $1,058,460.00. This was a very competitive bidding process and the City received a very favorable bid for this project.
The construction of CIP 333 A is anticipated to take place during the fall months, weather permitting.
Consistency with the Oakley Strategic Plan 27+
The approval of this agreement is consistent with the Oakley Strategic Plan under the Community Health and Safety Goal to provide safe streets in Oakley.
Approved and
Forwarded to the
City Council
13 STAFF REPORT
City of Oakley | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us Fiscal Impact
This item was included in the FY 2025/26 budget with a total budget of $2,600,000 for CIP 333 A Construction and CIP 333 B Design. This project is funded by Street Maintenance and Rehab Fund (235) and Gas Tax RMRA funds (141). To date $195,507.25 is encumbered and $11,015.33 is paid or pending payment. No additional funding is needed at this time to fund this contract.
Staff Recommendation
Staff recommend that the City Council adopt the resolution approving the construction agreement with Consolidated Engineering Inc. for an amount not to exceed $1,058.460.00 and authorize the City Manager to execute the agreement.
Additionally, due to variables associated with construction projects, and to address unforeseen circumstances during construction; staff further recommends that the City Council authorize staff to execute future change orders to the construction contract as necessary in an amount not to exceed $150,000 for work beyond what is defined in the base project bid.
Attachments
1) Resolution
2) Bid Summary
14 Resolution No. XX-25 Page 1 of 1
RESOLUTION NO. XX-25
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY APPROVING AN AGREEMENT WITH CONSOLIDATED ENGINEERING INC. FOR THE CONSTRUCTION OF CAPITAL IMPROVEMENT PROJECT NO. 333 A – FISCAL YEAR (FY) 2025/26 STREET REPAIR AND RESURFACING PROJECT WHEREAS, Pavement Engineering, Inc., prepared the plans, specifications, and estimates for CIP No. 333 -A – FY 2025/26 Street Repair and Resurfacing Project; and WHEREAS, the plans, specifications and special provisions were publicly advertised for bidding with the bid period closing at 2:00 P.M. on September 11, 2025; and WHEREAS, eight (8) total bids were received prior to the close of the bidding process; and
WHEREAS, Consolidated Engineering Inc. submitted the lowest responsible bid for a total cost of $1,058,460.00 for the work, and the bid summary is attached as Exhibit A; and
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Oakley that the Agreement with Consolidated Engineering Inc. for the FY 2025/26 Street Repair and Resurfacing Project – CIP 333 A, for an amount not to exceed $1,058,460 is approved, and the City Manager is hereby authorized to execute the Agreement and change orders in an amount not to exceed $150,000 as necessary.
PASSED AND ADOPTED by the City Council of the City of Oakley this 23rd day of September 2025 by the following vote:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
APPROVED:
__________________
Shannon Shaw, Mayor
ATTEST:
_____ ___
Kim Snodgrass, City Clerk Date
15 16
STAFF REPORT
481
City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
DATE: September 23, 2025
TO: Joshua McMurray, City Manager
FROM: Kim Snodgrass, City Clerk
SUBJECT: Adopt a Resolution Re-Appointing Chalo Buckman to the Contra Costa County Advisory Council on Aging for a New Two-Year Term Background and Analysis
The Contra Costa County Advisory Council on Aging (ACOA) is appointed by the Board of Supervisors to advise them on all matters associated with the planning, development and administration of programs relating to older adults, in accordance with the Older Americans Act. The ACOA is staffed by representatives of the Contra Costa County Area Agency on Aging (AAA).
The ACOA acts as an advisory body to the Board of Supervisors in the development and implementation of the County's Area Plan by the Department of Aging and Adult Services.
The Council consists of representatives of the target population and the general public, including older low-income and military persons; at least one-half of the membership must be made up of actual consumers of services under the Area Plan.
The Advisory Council meets monthly on the third Wednesday of each month at the Contra Costa County Administration Building Boardroom, 500 Ellinwood Way, Pleasant Hill, California.
On January 14, 2025, Chalo Buckman was appointed by the City Council to fill a vacancy on the Contra Costa County Advisory Council on Aging. Her current term is set to expire on September 30, 2025. Ms. Buckman was the sole candidate to apply during the last recruitment cycle and seeks reappointment. The Advisory Council does not require an open recruitment when a member seeks reappointment, so staff recommends moving forward with the process of reappointing Ms. Buckman to a new two-year term.
Consistency with the Oakley Strategic Plan 27+
The proposed action is consistent with The City’s Community and Collaborative Partnerships Goal.
Fiscal Impact
None.
Approved and
Forwarded to the
City Council
17 STAFF REPORT
4882-2285-8658.1 2
CITY HALL | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
Staff Recommendation
Staff recommends the City Council adopt a resolution re-appointing Chalo Buckman to the Contra Costa County Advisory Council on Aging for a new two-year term, effective October 1, 2025, and concluding on September 30, 2027.
Attachments
1. Application and Resume
2. Proposed Resolution
18 19
8. What do you feel are the most pressing matters for the Advisory Council? _Affordable housing for older adults and disabled person. Mental health has gotten worse especially after covid. We need to encourage our seniors to get out there more like going to senior centers so they can see and meet their peers and perhaps join activities and of course provide them with the means to get there. Transportation can be better, especially in unincorporated areas. Another is homelessness, I often drive to 4 20
21 Resolution No. XX-25 Page 1 of 1
RESOLUTION NO. XX-25
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY REAPPOINTING CHALO BUCKMAN TO THE CONTRA COSTA COUNTY ADVISORY COUNCIL ON AGING FOR A NEW TWO-YEAR TERM EFFECTIVE OCTOBER 1, 2025 AND CONCLUDING ON SEPTEMBER 30, 2027
BE IT RESOLVED by the City Council of the City of Oakley that Chalo Buckman is hereby re-appointed to the Contra Costa County Advisory Council on Aging for a new two-year term effective October 1, 2025 and concluding on September 30, 2027.
PASSED AND ADOPTED by the City Council of the City of Oakley this 23rd day of September 2025 by the following vote:
AYES:
NOES:
ABSTENTION:
ABSENT:
APPROVED:
__________________
Shannon Shaw, Mayor
ATTEST:
_____________________ __________________
Kim Snodgrass, City Clerk Date
22 STAFF REPORT
1 City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us DATE: September 23, 2025
TO: Joshua McMurray, City Manager
FROM: Kevin Rohani, P.E., Public Works Director / City Engineer SUBJECT: Adopt a Resolution Authorizing the Award of Contract to ODP Business Interiors for the Purchase and Installation of Cubicles and Office Furniture for the City Hall Remodeling Project, Capital Improvement Project (CIP) Number 329
Background and Analysis
The City Hall Remodeling Project, CIP 329 is a continuation of the remodeling and expansion work that had taken place at the Police Department and City Hall in prior years. The continued growth of the Oakley Police Department requires further facility expansion to provide a functional and efficient workspace for the Police Department staff and their operations.
On July 8, 2025, the City Council awarded a design contract to Perkins, Williams & Cotterill Architects, Inc. for Architectural Design Services for the City Hall Remodeling Project, CIP 329. The scope of this project involves the conversion of the open courtyard between City Hall and the Police Department to an enclosed space for use by the Police Department, the interior remodeling of the Police Department to accommodate the expansion of the records and evidence section, a new report writing room, new office spaces, new armory, and the remodeling of the front Police Department reception area. In addition, the office areas in City Hall currently used by Community Development and the Public Works Departments need new carpet, paint, cubicles and office furniture to replace what has been in place since the original construction of City Hall many years ago and have exceeded their lifecycle.
The majority of the office layout at City Hall is comprised of packaged cubicles and paneled workstations. The cubicle configurations are perfect for facilities that need basic workspaces in a cost-effective fashion with the flexibility to change the layouts as facility operation needs change. The new cubicles and furniture will be the same style as the one that was installed on the administrative side of City Hall in 2024.
Staff have been working with the project design architect over the past several months to prepare preliminary plans for the project and have been working on the various design details, which will continue into next year. The bidding phase of the project is anticipated to take place in the spring of 2026, followed by construction.
Approved and
Forwarded to the
City Council
23 STAFF REPORT
City of Oakley | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us Concurrently staff have been working with ODP Business Interiors on the design of new cubicles and office furniture for the Community Development and Public Works Departments. Staff were able to secure a cost proposal in the amount of $344,387.24 from ODP Business Interiors for this project. The proposed furniture is priced per the City’s cooperative agreement, Omnia Partners Region 4 Contract #240112, including piggy-backable bid pricing. This is a very competitive price, especially in the current climate of economic uncertainty and tariffs that have had an impact on the cost of all phases of construction projects.
The replacement of the cubicles, office furniture, and the new carpet and paint will take place during the last 2 weeks of this year when City Hall is closed. This timeline was selected to minimize any work disruptions to the staff and services they provide for the public. ODP Business Interiors is the original office furniture vendor for the City of Oakley and is the most familiar with the City Hall buildings, office configurations, and changes that have been made since 2007.
The manufacturing and assembly of the new cubicles and furniture will take approximately 8 weeks to complete and will be ready for delivery and installation by the end of December. The contract for new carpets and paint are already in place and are ready to start on December 19th, when the City Hall closure begins, and will continue until January 5th when City Hall reopens to the public.
Consistency with the Oakley Strategic Plan 27+
This item is consistent with the Strategic Plan 27+ Community Health and Safety goals under Community Health and Safety Goal.
Fiscal Impact
This item was included in the FY 2025/26 budget with a total budget of $1,500,000.
This project is funded by General Capital Projects Fund. To date $308,480.36 is encumbered and $1,191,519.64 is available in the project budget. No additional funding is needed at this time to fund the contract.
Staff Recommendation
Staff recommend that the City Council adopt the resolution approving the proposal with ODP Business Interiors for the purchase and installation of cubicles, workstations, and furniture in the amount of $344,387.24 associated with the City Hall Remodeling Project, CIP 329.
24 STAFF REPORT
City of Oakley | 3231 Main Street, Oakley, CA 94561 3
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us Attachments
1. ODP Business Interiors Proposal
2. Resolution
25 Quote #: 651097
Date: 9/15/2025
MaƩ Phillips
209.456.6285 maƩ[email protected]
CITY HALL REMODELING PROJECT, CIP#329
SOLD TO: SHIP TO:
CITY OF OAKLEY CITY OF OAKLEY
3231 MAIN ST
PUBLIC WORKS DIRECTOR/CITY
ENGINEER
OAKLEY CA 94561
KEVIN ROHANI
925-625-7003 NOTES:
Pricing in this proposal is based on current market condiƟons and may change due to tariff adjustments or government fees. Any increases before order invoice could adjust the final pricing.
OMNIA REGION CONTRACT 240112
LINE QTY PRODUCT UNIT SELL EXT SELL
11 DESIGN $0.00 $0.00
COMPLIMENTARY DESIGN (STD RATE $90/HR)
21 NOTE $0.00 $0.00
PRELIMINARY BILL OF MATERIALS
Subtotal $0.00
26 LINE QTY PRODUCT UNIT SELL EXT SELL
AREA A CABINETRY
42 65K143636CUH2LL $953.11 $1,906.22
ALTERNA,14DX36WX36H,CABINET,UPPER,FLAT TOP,DOUBLE
DOORS,TFL
PULL
LOCK
HINGE TYPE
DOOR/FRONT TFL COLOR
CHASSIS TFL COLOR
56_501
X
STD
PT
PT
FACET,PLATINUM METALLIC
NON-LOCKING
CONCEALED HINGE
PORTICO
PORTICO
51 65K7204CFMLL $74.42 $74.42
ALTERNA,72WX4H,TOE KICK,TFL
CHASSIS TFL COLOR
MODIFIED WIDTH
PT
X
PORTICO
NO MODIFIED WIDTH
62 65K193635CBH2LL $759.12 $1,518.24
ALTERNA,18DX36WX35H,CABINET,BASE,HINGED DOUBLE DOORS,TFL PULL
LOCK
HINGE TYPE
SHELF OPTION
DOOR/FRONT TFL COLOR
CHASSIS TFL COLOR
56_501
X
STD
A1
PT
PT
FACET,PLATINUM METALLIC
NON-LOCKING
CONCEALED HINGE
ONE ADJUSTABLE SHELF
PORTICO
PORTICO
71 65K1972WSRL $277.35 $277.35
ALTERNA,19DX72W,SURFACE,LAMINATE
RIM PROFILE
FINISHED EDGE
SURFACE LAMINATE PRICE GROUP
LAMINATE COLOR
VINYL RIM COLOR
MODIFIED WIDTH
P
X
STD
PT
PT
X
1/8" (3MM) VINYL RIM
STANDARD .5MM EDGE
STANDARD GROUP 1
PORTICO
PORTICO
NO MODIFIED WIDTH
AREA A CABINETRY Subtotal $3,776.23
27 LINE QTY PRODUCT UNIT SELL EXT SELL
AREA B CABINETRY
91 65K140636CUFLL $98.73 $98.73
ALTERNA,13DX6WX36H,FILLER PANEL,FLAT TOP,UPPER CAB,TFL
CHASSIS TFL COLOR
MODIFIED WIDTH
PT
X
PORTICO
NO MODIFIED WIDTH
10 3 65K141236CUOLL $301.66 $904.98
ALTERNA,14DX12WX36H,CABINET,UPPER,FLAT TOP,OPEN,TFL
SHELF OPTION
CHASSIS TFL COLOR
A2
PT
TWO ADJUSTABLE SHELVES
PORTICO
11 1 65K141836CUH1LLL $594.39 $594.39
ALTERNA,14DX18WX36H,CABINET,UPPER,FLAT,SINGLE DOOR,LEFT,TFL PULL
LOCK
HINGE TYPE
DOOR/FRONT TFL COLOR
CHASSIS TFL COLOR
56_501
X
STD
PT
PT
FACET,PLATINUM METALLIC
NON-LOCKING
CONCEALED HINGE
PORTICO
PORTICO
12 1 65K3004CFMLL $46.64 $46.64
ALTERNA,30WX4H,TOE KICK,TFL
CHASSIS TFL COLOR
MODIFIED WIDTH
PT
X
PORTICO
NO MODIFIED WIDTH
13 1 65K9004CFMLL $86.33 $86.33
ALTERNA,90WX4H,TOE KICK,TFL
CHASSIS TFL COLOR
MODIFIED WIDTH
PT
X
PORTICO
NO MODIFIED WIDTH
14 3 65K143636CUH2LL $953.11 $2,859.33
ALTERNA,14DX36WX36H,CABINET,UPPER,FLAT TOP,DOUBLE
DOORS,TFL
PULL
LOCK
HINGE TYPE
DOOR/FRONT TFL COLOR
CHASSIS TFL COLOR
56_501
X
STD
PT
PT
FACET,PLATINUM METALLIC
NON-LOCKING
CONCEALED HINGE
PORTICO
PORTICO
15 1 65K241835BCD4LL $1,101.96 $1,101.96
ALTERNA,24DX18WX35H,CABINET,BASE,FOUR DRAWERS,TFL
PULL
LOCK
DOOR/FRONT TFL COLOR
CHASSIS TFL COLOR
56_501
X
PT
PT
FACET,PLATINUM METALLIC
NON LOCKING
PORTICO
PORTICO
28 LINE QTY PRODUCT UNIT SELL EXT SELL
16 3 65K243635CBH2LL $840.48 $2,521.44
ALTERNA,24DX36WX35H,CABINET,BASE,HINGED DOUBLE DOORS,TFL PULL
LOCK
HINGE TYPE
SHELF OPTION
DOOR/FRONT TFL COLOR
CHASSIS TFL COLOR
56_501
X
STD
A1
PT
PT
FACET,PLATINUM METALLIC
NON-LOCKING
CONCEALED HINGE
ONE ADJUSTABLE SHELF
PORTICO
PORTICO
17 1 65K2454WSRL $312.58 $312.58
ALTERNA,24DX54W,SURFACE,LAMINATE
RIM PROFILE
FINISHED EDGE
SURFACE LAMINATE PRICE GROUP
LAMINATE COLOR
VINYL RIM COLOR
MODIFIED WIDTH
P
X
STD
PT
PT
X
1/8" (3MM) VINYL RIM
STANDARD .5MM EDGE
STANDARD GROUP 1
PORTICO
PORTICO
NO MODIFIED WIDTH
18 1 65K2472WSRL $361.70 $361.70
ALTERNA,24DX72W,SURFACE,LAMINATE
RIM PROFILE
FINISHED EDGE
SURFACE LAMINATE PRICE GROUP
LAMINATE COLOR
VINYL RIM COLOR
MODIFIED WIDTH
P
X
STD
PT
PT
X
1/8" (3MM) VINYL RIM
STANDARD .5MM EDGE
STANDARD GROUP 1
PORTICO
PORTICO
NO MODIFIED WIDTH
AREA B CABINETRY Subtotal $8,888.08
29 LINE QTY PRODUCT UNIT SELL EXT SELL
AREA C CABINETRY
20 1 65K141236CUH1LLL $505.58 $505.58
ALTERNA,14DX12WX36H,CABINET,UPPER,FLAT,SINGLE DOOR,LEFT,TFL PULL
LOCK
HINGE TYPE
DOOR/FRONT TFL COLOR
CHASSIS TFL COLOR
56_501
X
STD
PT
PT
FACET,PLATINUM METALLIC
NON-LOCKING
CONCEALED HINGE
PORTICO
PORTICO
21 1 65K141236CUH1RLL $505.58 $505.58
ALTERNA,14DX12WX36H,CABINET,UPPER,FLAT,SINGLE
DOOR,RIGHT,TFL
PULL
LOCK
HINGE TYPE
DOOR/FRONT TFL COLOR
CHASSIS TFL COLOR
56_501
X
STD
PT
PT
FACET,PLATINUM METALLIC
NON-LOCKING
CONCEALED HINGE
PORTICO
PORTICO
22 1 65K143036CUH2LL $855.37 $855.37
ALTERNA,14DX30WX36H,CABINET,UPPER,FLAT TOP,DOUBLE
DOORS,TFL
PULL
LOCK
HINGE TYPE
DOOR/FRONT TFL COLOR
CHASSIS TFL COLOR
56_501
X
STD
PT
PT
FACET,PLATINUM METALLIC
NON-LOCKING
CONCEALED HINGE
PORTICO
PORTICO
23 1 65K5404CFMLL $65.49 $65.49
ALTERNA,54WX4H,TOE KICK,TFL
CHASSIS TFL COLOR
MODIFIED WIDTH
PT
X
PORTICO
NO MODIFIED WIDTH
24 1 65K241235CBH1LLL $603.32 $603.32
ALTERNA,24DX12WX35H,CABINET,BASE,HINGED SINGLE
DOOR,LEFT,TFL
PULL
LOCK
HINGE TYPE
SHELF OPTION
DOOR/FRONT TFL COLOR
CHASSIS TFL COLOR
56_501
X
STD
A1
PT
PT
FACET,PLATINUM METALLIC
NON-LOCKING
CONCEALED HINGE
ONE ADJUSTABLE SHELF
PORTICO
PORTICO
30 LINE QTY PRODUCT UNIT SELL EXT SELL
25 1 65K241235CBH1RLL $603.32 $603.32
ALTERNA,24DX12WX35H,CABINET,BASE,HINGED SINGLE DR,RIGHT,TFL PULL
LOCK
HINGE TYPE
SHELF OPTION
DOOR/FRONT TFL COLOR
CHASSIS TFL COLOR
56_501
X
STD
A1
PT
PT
FACET,PLATINUM METALLIC
NON-LOCKING
CONCEALED HINGE
ONE ADJUSTABLE SHELF
PORTICO
PORTICO
26 1 65K243035CBH2LL $804.76 $804.76
ALTERNA,24DX30WX35H,CABINET,BASE,HINGED DOUBLE DOORS,TFL PULL
LOCK
HINGE TYPE
SHELF OPTION
DOOR/FRONT TFL COLOR
CHASSIS TFL COLOR
56_501
X
STD
A1
PT
PT
FACET,PLATINUM METALLIC
NON-LOCKING
CONCEALED HINGE
ONE ADJUSTABLE SHELF
PORTICO
PORTICO
27 1 65K2454WSRL $312.58 $312.58
ALTERNA,24DX54W,SURFACE,LAMINATE
RIM PROFILE
FINISHED EDGE
SURFACE LAMINATE PRICE GROUP
LAMINATE COLOR
VINYL RIM COLOR
MODIFIED WIDTH
P
X
STD
PT
PT
X
1/8" (3MM) VINYL RIM
STANDARD .5MM EDGE
STANDARD GROUP 1
PORTICO
PORTICO
NO MODIFIED WIDTH
AREA C CABINETRY Subtotal $4,256.00
31 LINE QTY PRODUCT UNIT SELL EXT SELL
AREA D CABINETRY
29 2 65K143636CUH2LL $953.11 $1,906.22
ALTERNA,14DX36WX36H,CABINET,UPPER,FLAT TOP,DOUBLE
DOORS,TFL
PULL
LOCK
HINGE TYPE
DOOR/FRONT TFL COLOR
CHASSIS TFL COLOR
56_501
X
STD
PT
PT
FACET,PLATINUM METALLIC
NON-LOCKING
CONCEALED HINGE
PORTICO
PORTICO
30 1 65K7204CFMLL $74.42 $74.42
ALTERNA,72WX4H,TOE KICK,TFL
CHASSIS TFL COLOR
MODIFIED WIDTH
PT
X
PORTICO
NO MODIFIED WIDTH
31 2 65K193635CBH2LL $759.12 $1,518.24
ALTERNA,18DX36WX35H,CABINET,BASE,HINGED DOUBLE DOORS,TFL PULL
LOCK
HINGE TYPE
SHELF OPTION
DOOR/FRONT TFL COLOR
CHASSIS TFL COLOR
56_501
X
STD
A1
PT
PT
FACET,PLATINUM METALLIC
NON-LOCKING
CONCEALED HINGE
ONE ADJUSTABLE SHELF
PORTICO
PORTICO
32 1 65K1972WSRL $277.35 $277.35
ALTERNA,19DX72W,SURFACE,LAMINATE
RIM PROFILE
FINISHED EDGE
SURFACE LAMINATE PRICE GROUP
LAMINATE COLOR
VINYL RIM COLOR
MODIFIED WIDTH
P
X
STD
PT
PT
X
1/8" (3MM) VINYL RIM
STANDARD .5MM EDGE
STANDARD GROUP 1
PORTICO
PORTICO
NO MODIFIED WIDTH
AREA D CABINETRY Subtotal $3,776.23
32 LINE QTY PRODUCT UNIT SELL EXT SELL
AREA E CABINETRY
34 1 65K143624WHH2LL $610.77 $610.77
ALTERNA,14DX36WX24H,CABINET,WALL HANGING,DOUBLE
DOORS,TFL
PULL
LOCK
HINGE TYPE
SHELF OPTION
DOOR/FRONT TFL COLOR
CHASSIS TFL COLOR
56_501
X
STD
A1
PT
PT
FACET,PLATINUM METALLIC
NON-LOCKING
CONCEALED HINGE
ONE ADJUSTABLE SHELF
PORTICO
PORTICO
35 1 65K143636CUH2LL $953.11 $953.11
ALTERNA,14DX36WX36H,CABINET,UPPER,FLAT TOP,DOUBLE
DOORS,TFL
PULL
LOCK
HINGE TYPE
DOOR/FRONT TFL COLOR
CHASSIS TFL COLOR
56_501
X
STD
PT
PT
FACET,PLATINUM METALLIC
NON-LOCKING
CONCEALED HINGE
PORTICO
PORTICO
36 1 65K1436WSRL $162.24 $162.24
ALTERNA,14DX36W,SURFACE,LAMINATE
RIM PROFILE
FINISHED EDGE
SURFACE LAMINATE PRICE GROUP
LAMINATE COLOR
VINYL RIM COLOR
MODIFIED WIDTH
P
X
STD
PT
PT
X
1/8" (3MM) VINYL RIM
STANDARD .5MM EDGE
STANDARD GROUP 1
PORTICO
PORTICO
NO MODIFIED WIDTH
AREA E CABINETRY Subtotal $1,726.12
CONF RM #1
38 12 2670-2 $903.50 $10,842.00
GLOBAL ACCORD, High Back, Knee-Tilter, Std Fixed Arms, Std Polished Aluminum Base, Std 2" Dual Wheel Carpet Casters, GLOBAL SEATING USA
TexƟle {10|04}
Grade 03 TexƟle {GR}
CANTER EPU
Frame Finish {20}
Caster Type or Glide Type {60}
Seat Foam Type {80}
Packing Type {75}
Commercial or GSA Offering
~03
~GPM3
CP62
AL
C1
SF
ST
~STD
Grade 03
Graded In Grade 03
CANTER EPU, CP62 BASALT
F-(STD) Aluminum Frame ALU
C-2" Black Caster for Carpeted Surfaces
M-Regular Foam
M-(STD) RTA Code in Pricebook per Model
Commercial Furniture Offering
CONF RM #1 Subtotal $10,842.00
33 LINE QTY PRODUCT UNIT SELL EXT SELL
CONF RM #2
40 2 H15923R $252.00 $504.00
FLAGSHIP B/F MOBILE PED 22H X15W X 22-7/8D/R PULL
.L
$(P2)
.T1
Standard Random Key Lock
P2 Paint Opts
PlaƟnum Metallic
41 2 H519495 $15.61 $31.22
10500 SERIES DBL-RAIL HANGING FILE RACK
42 2 HF80 $21.57 $43.14
FOLLOWER BLOCK
43 2 HIWMM $392.22 $784.44
IGNITION 2 TASK MID-BACK
.Y1
.A
.H
.IM
$(1)
.DAPR
01 .BL
.SB
.T
Synchro-Tilt W Seat Slider
Height and Width Adj. Arm
Hard Caster
4-Way Black
Grade 1 Uph
Dapper
Charcoal
Black Adjustable Lumbar
Standard Base
Black
44 3 HMBPOST $309.89 $929.67
POST LEG BASE 4/PK
.G
$(P2)
.T1
Glide
P2 Paint Opts
PlaƟnum Metallic
45 3 HMT2448G $299.88 $899.64
HUDDLE 24X48 TABLE TOP W/EDGEBAND
.N
$(L2STD)
.LPT1
.DP
No Grommets
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
CONF RM #2 Subtotal $3,192.11
34 LINE QTY PRODUCT UNIT SELL EXT SELL
MISC EXTRA ELECTRICAL
46 1 HECPP $121.18 $121.18
POWER POLE W/O RECEPTACLES 6FT 6H 2IN X 2IN
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
47 6 HH871236 $85.42 $512.52
ELECTRICAL POWER HARNESS 36W 3-1 & 2-2 SYSTEMS
48 4 HH871502 $18.45 $73.80
DUPLEX RECEPTACLE CIRCUIT 2 3-1 & 2-2 SYSTEMS
.TI Titanium
49 4 HH871504 $18.45 $73.80
DUPLEX RECEPTACLE CIRCUIT 4 3-1 & 2-2 SYSTEMS
.TI Titanium
50 1 HH871912 $99.04 $99.04
CEILING IN-FEED CABLE 144IN LONG
51 1 HH879072 $95.35 $95.35
BASE IN-FEED CABLE BASE 3-1 & 2-2 SYSTEMS
MISC EXTRA ELECTRICAL Subtotal $975.69
35 LINE QTY PRODUCT UNIT SELL EXT SELL
NEW TALL STORAGE
52 20 H9185R $1,426.49 $28,529.80
FLAGSHIP 36W 5-DR R PULL LATERAL 64-1/4H 18D WO/POSTSHELF .X
$(P2)
.T1
OMT Core to Order Key Alike
P2 Paint Opts
PlaƟnum Metallic
53 4 H9195R $1,649.47 $6,597.88
FLAGSHIP 42W 5-DR R PULL LATERAL 64-1/4H 18D WO/POSTSHELF .X
$(P2)
.T1
OMT Core to Order Key Alike
P2 Paint Opts
PlaƟnum Metallic
54 4 HFSC183664R $958.28 $3,833.12
FLAGSHIP STG CAB 64 1/4HX36WX18D R PULLS&4 ADJ SHLF
.X
$(P2)
.T1
OMT Core to Order Key Alike
P2 Paint Opts
PlaƟnum Metallic
NEW TALL STORAGE Subtotal $38,960.80
NEW TALL STORAGE #1
55 6 HF23C $36.89 $221.34
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X110E 110E
NEW TALL STORAGE #1 Subtotal $221.34
NEW TALL STORAGE #2
56 3 HF23C $36.89 $110.67
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X111E 111E
NEW TALL STORAGE #2 Subtotal $110.67
NEW TALL STORAGE #3
57 5 HF23C $36.89 $184.45
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X112E 112E
NEW TALL STORAGE #3 Subtotal $184.45
36 LINE QTY PRODUCT UNIT SELL EXT SELL
NEW TALL STORAGE #4
58 6 HF23C $36.89 $221.34
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X113E 113E
NEW TALL STORAGE #4 Subtotal $221.34
NEW TALL STORAGE #5
59 4 HF23C $36.89 $147.56
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X114E 114E
NEW TALL STORAGE #5 Subtotal $147.56
NEW TALL STORAGE #6
60 4 HF23C $36.89 $147.56
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X131E 131E
NEW TALL STORAGE #6 Subtotal $147.56
37 LINE QTY PRODUCT UNIT SELL EXT SELL
PLANNING
61 7 H19723R $309.89 $2,169.23
FLAGSHIP SERIES PEDESTAL R PULL FREESTANDING B/B
.X
$(P2)
.T1
OMT Core to Order Key Alike
P2 Paint Opts
PlaƟnum Metallic
62 2 H19730R $332.88 $665.76
FLAGSHIP SERIES PEDESTAL R PULL FREESTANDING B/B
.X
$(P2)
.T1
OMT Core to Order Key Alike
P2 Paint Opts
PlaƟnum Metallic
63 2 H19830R $332.88 $665.76
FLAGSHIP SERIES PEDESTAL R PULL FREESTANDING F/F
.X
$(P2)
.T1
OMT Core to Order Key Alike
P2 Paint Opts
PlaƟnum Metallic
64 11 H519495 $15.61 $171.71
10500 SERIES DBL-RAIL HANGING FILE RACK
65 7 H9180R $662.34 $4,636.38
FLAGSHIP 36W 2-DRW R PULL LATERAL FLAGSHIP 36W 28H 18D
.X
$(P2)
.T1
OMT Core to Order Key Alike
P2 Paint Opts
PlaƟnum Metallic
66 1 H9185R $1,426.49 $1,426.49
FLAGSHIP 36W 5-DR R PULL LATERAL 64-1/4H 18D WO/POSTSHELF .X
$(P2)
.T1
OMT Core to Order Key Alike
P2 Paint Opts
PlaƟnum Metallic
67 17 HCTL241L $22.99 $390.83
LEFT-HAND CANTILEVER 24 IN D
$(P2)
.T1
Select P2 Paint
PlaƟnum Metallic
38 LINE QTY PRODUCT UNIT SELL EXT SELL
68 15 HCTL241R $22.99 $344.85
RIGHT-HAND CANTILEVER 24 IN D
$(P2)
.T1
Select P2 Paint
PlaƟnum Metallic
69 1 HCTL242 $38.88 $38.88
24D CANTILEVER ONE PAIR
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
70 2 HCWR2448PT $181.62 $363.24
ACCELERATE RECTANGLE WKSFC TEE SPAN 24D X 48W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
71 2 HCWR2472PT $232.42 $464.84
ACCELERATE RECTANGLE WKSFC TEE SPAN 24D X 72W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
72 10 HEC65PLN $63.85 $638.50
65H L CONNECTOR POST
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
73 13 HEC65PTN $61.58 $800.54
65H T CONNECTOR POST
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
74 1 HEC65PXN $59.31 $59.31
65H X CONNECTOR POST
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
39 LINE QTY PRODUCT UNIT SELL EXT SELL
75 2 HECPP $121.18 $242.36
POWER POLE W/O RECEPTACLES 6FT 6H 2IN X 2IN
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
76 10 HECS1 $6.81 $68.10
SINGLE CONNECTOR STRAP
77 6 HECSL $6.81 $40.86
L CONNECTOR STRAP
78 11 HECST $9.93 $109.23
T CONNECTOR STRAP
79 6 HECVH30P $37.18 $223.08
VARIABLE HEIGHT CONNECTOR KIT 30H
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
80 19 HEFEC65P $31.22 $593.18
PANEL FINISHED END COVERS 65H
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
81 4 HEOHRTA1524FD $193.82 $775.28
15H X 13D X 24W FLIPPER DOOR OVERHEAD
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
82 9 HEOHRTA1548FD $222.20 $1,999.80
15H X 13D X 48W FLIPPER DOOR OVERHEAD
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
40 LINE QTY PRODUCT UNIT SELL EXT SELL
83 6 HES3024G $266.76 $1,600.56
GLASS STACKER 30H X 24W
$(P2)
.T1
.Q
P2 Paint Opts
PlaƟnum Metallic
Clear
84 19 HETC24 $23.55 $447.45
PANEL TOP CAP 24W
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
85 3 HETC30 $26.39 $79.17
PANEL TOP CAP 30W
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
86 11 HETC36 $32.07 $352.77
PANEL TOP CAP 36W
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
87 2 HETC42 $32.92 $65.84
PANEL TOP CAP 42W
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
88 14 HETC48 $35.19 $492.66
PANEL TOP CAP 48W
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
89 8 HETC60 $42.28 $338.24
PANEL TOP CAP 60W
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
90 3 HETC72 $49.66 $148.98
PANEL TOP CAP 72W
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
41 LINE QTY PRODUCT UNIT SELL EXT SELL
91 6 HETP3524FP $142.46 $854.76
TACKABLE PANEL W/O TC 35H X 24W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
92 2 HETP3542FP $162.89 $325.78
TACKABLE PANEL W/O TC 35H X 42W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
93 2 HETP3548FP $170.55 $341.10
TACKABLE PANEL W/O TC 35H X 48W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
94 2 HETP6524DP $257.68 $515.36
TACKABLETOP TIER GLASS PANEL W/O TC 65H X 24W
$(B)
.SPIN
02 $(P2)
.T1
.Q
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
Clear
95 11 HETP6524FP $177.08 $1,947.88
TACKABLE PANEL W/O TC 65H X 24W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
42 LINE QTY PRODUCT UNIT SELL EXT SELL
96 1 HETP6530DP $266.19 $266.19
TACKABLE TOP TIER GLASS PANEL W/O TC 65H X 30W
$(B)
.SPIN
02 $(P2)
.T1
.Q
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
Clear
97 2 HETP6530FP $187.01 $374.02
TACKABLE PANEL W/O TC 65H X 30W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
98 2 HETP6536DP $281.51 $563.02
TACKABLE TOP TIER GLASS PANEL W/O TC 65H X 36W
$(B)
.SPIN
02 $(P2)
.T1
.Q
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
Clear
99 9 HETP6536FP $200.64 $1,805.76
TACKABLE PANEL W/O TC 65H X 36W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
100 12 HETP6548FP $228.45 $2,741.40
TACKABLE PANEL W/O TC 65H X 48W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
43 LINE QTY PRODUCT UNIT SELL EXT SELL
101 4 HETP6560DP $330.32 $1,321.28
TACKABLE TOP TIER GLASS PANEL W/O TC 65H X 60W
$(B)
.SPIN
02 $(P2)
.T1
.Q
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
Clear
102 4 HETP6560FP $244.05 $976.20
TACKABLE PANEL W/O TC 65H X 60W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
103 3 HETP6572FP $318.41 $955.23
TACKABLE PANEL W/O TC 65H X 72W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
104 11 HF80 $21.57 $237.27
FOLLOWER BLOCK
105 1 HFMSC182830RWB $633.91 $633.91
MODULAR STORAGE CABINET 18D X 28H X 30W
.X
.G
$(P2)
.T1
OMT Core to Order Key Alike
Glide
P2 Paint Opts
PlaƟnum Metallic
106 1 HFSC183664R $958.28 $958.28
FLAGSHIP STG CAB 64 1/4HX36WX18D R PULLS&4 ADJ SHLF
.X
$(P2)
.T1
OMT Core to Order Key Alike
P2 Paint Opts
PlaƟnum Metallic
44 LINE QTY PRODUCT UNIT SELL EXT SELL
107 2 HH871124 $54.49 $108.98
ELECTRICAL PASS-THRU CABLE 25-1/2W 3-1 & 2-2 SYSTEMS
108 1 HH871148 $57.04 $57.04
ELECTRICAL PASS-THRU CABLE 48W 3-1 & 2-2 SYSTEMS
109 3 HH871224 $85.42 $256.26
ELECTRICAL POWER HARNESS 24W 3-1 & 2-2 SYSTEMS
110 1 HH871236 $85.42 $85.42
ELECTRICAL POWER HARNESS 36W 3-1 & 2-2 SYSTEMS
111 2 HH871242 $89.96 $179.92
ELECTRICAL POWER HARNESS 42W 3-1 & 2-2 SYSTEMS
112 11 HH871248 $89.96 $989.56
ELECTRICAL POWER HARNESS 48W 3-1 & 2-2 SYSTEMS
113 4 HH871260 $89.96 $359.84
ELECTRICAL POWER HARNESS 60W 3-1 & 2-2 SYSTEMS
114 3 HH871272 $89.96 $269.88
ELECTRICAL POWER HARNESS PANELS - W/DUPLEX CAPACITY
45 LINE QTY PRODUCT UNIT SELL EXT SELL
115 30 HH871502 $18.45 $553.50
DUPLEX RECEPTACLE CIRCUIT 2 3-1 & 2-2 SYSTEMS
.TI Titanium
116 28 HH871504 $18.45 $516.60
DUPLEX RECEPTACLE CIRCUIT 4 3-1 & 2-2 SYSTEMS
.TI Titanium
117 2 HH871912 $99.04 $198.08
CEILING IN-FEED CABLE 144IN LONG
118 1 HH879072 $95.35 $95.35
BASE IN-FEED CABLE BASE 3-1 & 2-2 SYSTEMS
119 5 HHATB2S3LT $803.30 $4,016.50
2 STAGE 3 LEG T FOOT
$(P2)
.PR6
.X
.MEM
P2 Paint Opts
Silver
Standard Glide
Memory Preset
120 2 HHATCC584622L $265.62 $531.24
58X46X22X22 CORNER COVE LH
$(L2STD)
.LPT1
.DP
.G1
T1
.P
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
1 Grommet - Centered
PlaƟnum
Black
121 4 HHATCC584622R $265.62 $1,062.48
58X46X22X22 CORNER COVE RH
$(L2STD)
.LPT1
.DP
.G1
T1
.P
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
1 Grommet - Centered
PlaƟnum
Black
46 LINE QTY PRODUCT UNIT SELL EXT SELL
122 1 HHATCC704622L $329.76 $329.76
70X46X22X22 CORNER COVE LH
$(L2STD)
.LPT1
.DP
.G1
T1
.P
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
1 Grommet - Centered
PlaƟnum
Black
123 1 HHATCC704628L $348.77 $348.77
70X46X28X28 CORNER COVE LH
$(L2STD)
.LPT1
.DP
.G1
T1
.P
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
1 Grommet - Centered
PlaƟnum
Black
124 1 HHATCC704628R $348.77 $348.77
70X46X28X28 CORNER COVE RH
$(L2STD)
.LPT1
.DP
.G1
T1
.P
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
1 Grommet - Centered
PlaƟnum
Black
125 4 HHATM3S3LT $1,084.81 $4,339.24
MAX 3 STAGE 3 LEG T FOOT
$(P2)
.PR6
.X
.MEM
P2 Paint Opts
Silver
Standard Glide
Memory Preset
126 9 HHN831124 $26.96 $242.64
FLAT BRACKET 24D
.S Charcoal
47 LINE QTY PRODUCT UNIT SELL EXT SELL
127 9 HIWMM $392.22 $3,529.98
IGNITION 2 TASK MID-BACK
.Y1
.A
.H
.IM
$(1)
.DAPR
01 .BL
.SB
.T
Synchro-Tilt W Seat Slider
Height and Width Adj. Arm
Hard Caster
4-Way Black
Grade 1 Uph
Dapper
Charcoal
Black Adjustable Lumbar
Standard Base
Black
128 13 HLED17AS $169.42 $2,202.46
17IN LED LIGHT W/ POWER SUPPLY (SINGLE)
129 13 HLEDOSA $37.46 $486.98
UNDERCABOCCUPANCYSENSORW/1 ENDTOEND CONNECTOR
130 9 HPD2PNBRK2R $50.23 $452.07
BRACKET RIGHT
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
131 21 HSCKTPS $9.36 $196.56
STRAIGHT CONNECTOR KIT
.X No OpƟon
132 6 HWR2436P $145.30 $871.80
SYSTEMS RECTANGULAR WORKSURFACE EDGEBAND 24D X 36W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
48 LINE QTY PRODUCT UNIT SELL EXT SELL
133 4 HWR2448P $168.85 $675.40
SYSTEMS RECTANGULAR WORKSURFACE EDGEBAND 24D X 48W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
134 7 HWR2472P $219.65 $1,537.55
SYSTEMS RECTANGULAR WORKSURFACE EDGEBAND 24D X 72W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
135 2 HWR3042P $171.97 $343.94
SYSTEMS RECTANGULAR WORKSURFACE EDGEBAND 30D X 42W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
136 2 HWR3048P $181.62 $363.24
SYSTEMS RECTANGULAR WORKSURFACE EDGEBAND 30D X 48W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
137 18 HWSB2 $21.57 $388.26
WORKSURFACE BRACKET KIT
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
PLANNING Subtotal $61,169.39
PLANNING #1
138 3 HF23C $36.89 $110.67
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X101E 101E
PLANNING #1 Subtotal $110.67
49 LINE QTY PRODUCT UNIT SELL EXT SELL
PLANNING #2
139 4 HF23C $36.89 $147.56
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X102E 102E
PLANNING #2 Subtotal $147.56
PLANNING #3
140 3 HF23C $36.89 $110.67
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X103E 103E
PLANNING #3 Subtotal $110.67
PLANNING #4
141 3 HF23C $36.89 $110.67
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X104E 104E
PLANNING #4 Subtotal $110.67
PLANNING #5
142 4 HF23C $36.89 $147.56
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X105E 105E
PLANNING #5 Subtotal $147.56
PLANNING #6
143 4 HF23C $36.89 $147.56
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X106E 106E
PLANNING #6 Subtotal $147.56
PLANNING #7
144 7 HF23C $36.89 $258.23
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X107E 107E
PLANNING #7 Subtotal $258.23
50 LINE QTY PRODUCT UNIT SELL EXT SELL
PLANNING #8
145 3 HF23C $36.89 $110.67
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X108E 108E
PLANNING #8 Subtotal $110.67
PLANNING #9
146 3 HF23C $36.89 $110.67
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X109E 109E
PLANNING #9 Subtotal $110.67
51 LINE QTY PRODUCT UNIT SELL EXT SELL
PRIVATE OFFICES
147 4 AC-SET-BLK $216.00 $864.00
Black MagneƟc Pen Holder, 6 MagneƟc Pucks, MagneƟc Eraser 148 4 CRATE FEE WALL $213.33 $853.32
Wall Mounted Markerboard Crate Fee, Net Fee Per Unit, Quikship Not Applicable
149 4 VI-4836-GL-M $1,024.53 $4,098.12
Wall Mount VITA, 48X36, Landscape, MagneƟc 4mm Premium Lowiron Glass, Gloss Finish, Frameless, Integrated Wall Mount, Z-Strips included
Glass Finishes
CRATE FEE WALL
WHT
CRATE FEE
White Glass
Add Crate Fee For Wall Markerboards
150 5 HF23S $35.84 $179.20
CONTAIN SATIN REMOVABLE LOCK CORE KIT
.X128E 128E
151 5 HF23S $35.84 $179.20
CONTAIN SATIN REMOVABLE LOCK CORE KIT
.X129E 129E
152 5 HF23S $35.84 $179.20
CONTAIN SATIN REMOVABLE LOCK CORE KIT
.X127E 127E
153 5 HF23S $35.84 $179.20
CONTAIN SATIN REMOVABLE LOCK CORE KIT
.X130E 130E
154 5 HF23S $35.84 $179.20
CONTAIN SATIN REMOVABLE LOCK CORE KIT
.X126E 126E
52 LINE QTY PRODUCT UNIT SELL EXT SELL
155 5 HHATB2S2LT $467.39 $2,336.95
2 STAGE 2 LEG RECTANGLE T FOOT
$(P2)
.PR6
.X
.MEM
P2 Paint Opts
Silver
Standard Glide
Memory Preset
156 5 HHATW2448CT $156.65 $783.25
48W X 24D RECT WORKSURFACE C/T BASE
$(L2STD)
.LPT1
.DP
.G1
T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
1 Grommet - Centered
PlaƟnum
157 5 HJTRGH24 $29.23 $146.15
24 CABLE MANAGEMENT TRAY - BLACK ONLY
.P Black
158 4 HNL1530BK4 $499.91 $1,999.64
30X14-1/4X52-3/4 BOOKCASE 4-SHELF
.G
DP
$(L2STD)
.LPT1
$(L2STD)
.LPT1
Smooth Flat
PorƟco Teak
Grd L2 Standard Laminates
PorƟco Teak
Grd L2 Standard Laminates
PorƟco Teak
159 1 HNL233028PLF $657.77 $657.77
30WX23-1/8DX28-1/2H LATERAL FILE PEDESTAL
.E
.P
$(L2STD)
.LPT1
$(L2STD)
.LPT1
Loop/SaƟn
Black
Grd L2 Standard Laminates
PorƟco Teak
Grd L2 Standard Laminates
PorƟco Teak
160 5 HNL233028PSC $541.38 $2,706.90
30WX23-1/8DX28-1/2H STORAGE CABINET PEDESTAL
.E
.X
$(L2STD)
.LPT1
$(L2STD)
.LPT1
Loop/SaƟn
No Grommet
Grd L2 Standard Laminates
PorƟco Teak
Grd L2 Standard Laminates
PorƟco Teak
53 LINE QTY PRODUCT UNIT SELL EXT SELL
161 4 HNL233028PSL $824.11 $3,296.44
30WX23-1/8DX28-1/2H SHELF/BOX/BOX/LAT FILE PED
.E
.P
$(L2STD)
.LPT1
$(L2STD)
.LPT1
Loop/SaƟn
Black
Grd L2 Standard Laminates
PorƟco Teak
Grd L2 Standard Laminates
PorƟco Teak
162 1 HNL233028PSL $824.11 $824.11
30WX23-1/8DX28-1/2H SHELF/BOX/BOX/LAT FILE PED
.E
.X
$(L2STD)
.LPT1
$(L2STD)
.LPT1
Loop/SaƟn
No Grommet
Grd L2 Standard Laminates
PorƟco Teak
Grd L2 Standard Laminates
PorƟco Teak
163 4 HNL233628PLF $719.76 $2,879.04
36WX23-1/8DX28-1/2H LATERAL FILE PEDESTAL
.E
.X
$(L2STD)
.LPT1
$(L2STD)
.LPT1
Loop/SaƟn
No Grommet
Grd L2 Standard Laminates
PorƟco Teak
Grd L2 Standard Laminates
PorƟco Teak
164 1 HNL3672LPBB $1,402.05 $1,402.05
72X36X29-1/2 LF PED DESK BOW TOP BKFT MOD
.G
DP
.E
.T1
$(L2STD)
.LPT1
$(L2STD)
.LPT1
$(L2STD)
.LPT1
Smooth Flat
PorƟco Teak
Loop/SaƟn
PlaƟnum
Grd L2 Standard Laminates
PorƟco Teak
Grd L2 Standard Laminates
PorƟco Teak
Grd L2 Standard Laminates
PorƟco Teak
54 LINE QTY PRODUCT UNIT SELL EXT SELL
165 4 HNL3672RPBB $1,402.05 $5,608.20
72X36X29-1/2 RT PED DESK BOW TOP BKFT MOD
.G
DP
.E
.T1
$(L2STD)
.LPT1
$(L2STD)
.LPT1
$(L2STD)
.LPT1
Smooth Flat
PorƟco Teak
Loop/SaƟn
PlaƟnum
Grd L2 Standard Laminates
PorƟco Teak
Grd L2 Standard Laminates
PorƟco Teak
Grd L2 Standard Laminates
PorƟco Teak
166 1 HNLEP2428L $140.92 $140.92
1-1/8WX23-1/8DX28-1/2H END PANEL FOR 24D LEFT
.X
$(L2STD)
.LPT1
No Grommet
Grd L2 Standard Laminates
PorƟco Teak
167 4 HNLEP2428R $140.92 $563.68
1-1/8WX23-1/8DX28-1/2H END PANEL FOR 24D RIGHT
.X
$(L2STD)
.LPT1
No Grommet
Grd L2 Standard Laminates
PorƟco Teak
168 1 HNLMP5428 $165.45 $165.45
54W X 27-7/8H MODESTY / BACK PANEL
.P
$(L2STD)
.LPT1
Black
Grd L2 Standard Laminates
PorƟco Teak
169 4 HNLMP6028 $170.80 $683.20
60W X 27-7/8H MODESTY / BACK PANEL
.P
$(L2STD)
.LPT1
Black
Grd L2 Standard Laminates
PorƟco Teak
170 4 HNLMP6628 $188.19 $752.76
66W X 27-7/8H MODESTY / BACK PANEL
.P
$(L2STD)
.LPT1
Black
Grd L2 Standard Laminates
PorƟco Teak
55 LINE QTY PRODUCT UNIT SELL EXT SELL
171 1 HNLMP7228 $198.89 $198.89
72W X 27-7/8H MODESTY / BACK PANEL
.P
$(L2STD)
.LPT1
Black
Grd L2 Standard Laminates
PorƟco Teak
172 1 HNLRC2454 $206.92 $206.92
54W X 24D RECTANGLE WORKSURFACE
.G
DP
.T1
$(L2STD)
.LPT1
Smooth Flat
PorƟco Teak
PlaƟnum
Grd L2 Standard Laminates
PorƟco Teak
173 4 HNLRC2460 $225.20 $900.80
60W X 24D RECTANGLE WORKSURFACE
.G
DP
.T1
$(L2STD)
.LPT1
Smooth Flat
PorƟco Teak
PlaƟnum
Grd L2 Standard Laminates
PorƟco Teak
174 4 HNLRC2466 $241.70 $966.80
66W X 24D RECTANGLE WORKSURFACE
.G
DP
.T1
$(L2STD)
.LPT1
Smooth Flat
PorƟco Teak
PlaƟnum
Grd L2 Standard Laminates
PorƟco Teak
175 1 HNLRC2472 $251.07 $251.07
72W X 24D RECTANGLE WORKSURFACE
.G
DP
.T1
$(L2STD)
.LPT1
Smooth Flat
PorƟco Teak
PlaƟnum
Grd L2 Standard Laminates
PorƟco Teak
176 5 HUSLMOD1348 $196.95 $984.75
LAMINATE MODESTY 13H X 48W
$(L2STD)
.LPT1
.DP
.P
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
Black
56 LINE QTY PRODUCT UNIT SELL EXT SELL
177 1 HWWT3748F $375.49 $375.49
FABRIC TILE 37.5H X 48W
$(B)
.SPIN
02 .S
Grd B Fabric
Spin
Alabaster
Charcoal
178 5 K56TMHDRSTBK $63.51 $317.55
JOYA,HEADREST,BLACK
179 5 K56TMUFA $696.10 $3,480.50
JOYA,TASK,MESH BACK,UPH SEAT
FRAME AND BACK MESH COLOR
SEAT UPHOLSTERY GRADE
SEAT UPHOLSTERY PATTERN COLO
ARM TYPE
SYNCHRO CONTROL
BASE COLOR/TYPE
CASTER
BBSTD
1 11611
2D
S4LSL
462
C46
BLACK FRAME,BLACK STD MESH
GRADE 1
CALI BOULDER
2D ARMS
SYNCHRO,FOUR LOCK,SLIDER
CINDER PLASTIC
BLACK HARD DUAL WHEEL
180 10 N51GFA $770.53 $7,705.30
TIZELLE,GUEST,ARMS,WOOD
UPHOLSTERY GRADE
PRIMARY UPH PATTERN COLOR
FINISH
1 11611
PT
GRADE 1
CALI BOULDER
PORTICO
PRIVATE OFFICES Subtotal $47,046.02
57 LINE QTY PRODUCT UNIT SELL EXT SELL
PUBLIC WORKS
181 9 H19723R $309.89 $2,789.01
FLAGSHIP SERIES PEDESTAL R PULL FREESTANDING B/B
.X
$(P2)
.T1
OMT Core to Order Key Alike
P2 Paint Opts
PlaƟnum Metallic
182 2 H19730R $332.88 $665.76
FLAGSHIP SERIES PEDESTAL R PULL FREESTANDING B/B
.X
$(P2)
.T1
OMT Core to Order Key Alike
P2 Paint Opts
PlaƟnum Metallic
183 8 H19823R $309.89 $2,479.12
FLAGSHIP SERIES PEDESTAL R PULL FREESTANDING F/F
.X
$(P2)
.T1
OMT Core to Order Key Alike
P2 Paint Opts
PlaƟnum Metallic
184 19 H519495 $15.61 $296.59
10500 SERIES DBL-RAIL HANGING FILE RACK
185 3 H9180R $662.34 $1,987.02
FLAGSHIP 36W 2-DRW R PULL LATERAL FLAGSHIP 36W 28H 18D
.X
$(P2)
.T1
OMT Core to Order Key Alike
P2 Paint Opts
PlaƟnum Metallic
186 1 HCT29SX $305.82 $305.82
ARRANGE SEATED HEIGHT X-BASE FOR 24-30IN SRFC
$(P2)
.PR8
P2 Paint Opts
Silver Texture
187 12 HCTL241L $22.99 $275.88
LEFT-HAND CANTILEVER 24 IN D
$(P2)
.T1
Select P2 Paint
PlaƟnum Metallic
58 LINE QTY PRODUCT UNIT SELL EXT SELL
188 14 HCTL241R $22.99 $321.86
RIGHT-HAND CANTILEVER 24 IN D
$(P2)
.T1
Select P2 Paint
PlaƟnum Metallic
189 3 HCTL242 $38.88 $116.64
24D CANTILEVER ONE PAIR
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
190 1 HCTRND24 $204.02 $204.02
ARRANGE TABLE 24IN ROUND TOP
.N
$(L2STD)
.LPT1
.DP
No Grommet
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
191 1 HCWR2436PT $157.50 $157.50
ACCELERATE RECTANGLE WKSFC TEE SPAN 24D X 36W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
192 1 HEC35PLN $42.57 $42.57
35H L CONNECTOR POST
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
193 1 HEC35PSN $40.58 $40.58
35H EXTENDED STRAIGHT CONNECTOR POST S
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
194 1 HEC35PTN $40.58 $40.58
35H T CONNECTOR POST
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
59 LINE QTY PRODUCT UNIT SELL EXT SELL
195 12 HEC65PLN $63.85 $766.20
65H L CONNECTOR POST
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
196 10 HEC65PLN $63.85 $638.50
65H L CONNECTOR POST
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
197 3 HEC65PTN $61.58 $184.74
65H T CONNECTOR POST
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
198 3 HEC65PTN $61.58 $184.74
65H T CONNECTOR POST
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
199 2 HECPP $121.18 $242.36
POWER POLE W/O RECEPTACLES 6FT 6H 2IN X 2IN
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
200 13 HECS1 $6.81 $88.53
SINGLE CONNECTOR STRAP
201 22 HECSL $6.81 $149.82
L CONNECTOR STRAP
202 2 HECSS $9.93 $19.86
EXTENDED STRAIGHT CONNECTOR STRAP S
60 LINE QTY PRODUCT UNIT SELL EXT SELL
203 1 HECST $9.93 $9.93
T CONNECTOR STRAP
204 1 HECVH22P $31.78 $31.78
VARIABLE HEIGHT CONNECTOR KIT 22.5H
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
205 8 HECVH30P $37.18 $297.44
VARIABLE HEIGHT CONNECTOR KIT 30H
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
206 2 HECVH30P $37.18 $74.36
VARIABLE HEIGHT CONNECTOR KIT 30H
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
207 1 HEFEC35P $25.26 $25.26
PANEL FINISHED END COVERS 35H
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
208 1 HEFEC42P $26.96 $26.96
PANEL FINISHED END COVERS 42.5H
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
209 6 HEFEC65P $31.22 $187.32
PANEL FINISHED END COVERS 65H
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
210 7 HEFEC65P $31.22 $218.54
PANEL FINISHED END COVERS 65H
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
61 LINE QTY PRODUCT UNIT SELL EXT SELL
211 1 HEFTAC $154.95 $154.95
ACCELERATE STABILITY FOOT
$(P2)
.T1
Select P2 Paint
PlaƟnum Metallic
212 2 HEOHRTA1536FD $205.18 $410.36
15H X 13D X 36W FLIPPER DOOR OVERHEAD
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
213 7 HEOHRTA1548FD $222.20 $1,555.40
15H X 13D X 48W FLIPPER DOOR OVERHEAD
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
214 2 HES3024G $266.76 $533.52
GLASS STACKER 30H X 24W
$(P2)
.T1
.Q
P2 Paint Opts
PlaƟnum Metallic
Clear
215 5 HES3036G $310.46 $1,552.30
GLASS STACKER 30H X 36W
$(P2)
.T1
.Q
P2 Paint Opts
PlaƟnum Metallic
Clear
216 1 HES3048G $368.07 $368.07
GLASS STACKER 30H X 48W
$(P2)
.T1
.Q
P2 Paint Opts
PlaƟnum Metallic
Clear
217 15 HETC24 $23.55 $353.25
PANEL TOP CAP 24W
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
218 4 HETC30 $26.39 $105.56
PANEL TOP CAP 30W
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
62 LINE QTY PRODUCT UNIT SELL EXT SELL
219 18 HETC36 $32.07 $577.26
PANEL TOP CAP 36W
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
220 3 HETC42 $32.92 $98.76
PANEL TOP CAP 42W
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
221 31 HETC48 $35.19 $1,090.89
PANEL TOP CAP 48W
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
222 7 HETC60 $42.28 $295.96
PANEL TOP CAP 60W
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
223 5 HETC72 $49.66 $248.30
PANEL TOP CAP 72W
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
224 2 HETP3524FP $142.46 $284.92
TACKABLE PANEL W/O TC 35H X 24W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
225 1 HETP3530FP $148.99 $148.99
TACKABLE PANEL W/O TC 35H X 30W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
63 LINE QTY PRODUCT UNIT SELL EXT SELL
226 10 HETP3536FP $158.35 $1,583.50
TACKABLE PANEL W/O TC 35H X 36W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
227 1 HETP3542FP $162.89 $162.89
TACKABLE PANEL W/O TC 35H X 42W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
228 7 HETP3548FP $170.55 $1,193.85
TACKABLE PANEL W/O TC 35H X 48W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
229 4 HETP3572FP $248.03 $992.12
TACKABLE PANEL W/O TC 35H X 72W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
230 1 HETP4236FP $163.46 $163.46
TACKABLE PANEL W/O TC 42.5H X 36W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
64 LINE QTY PRODUCT UNIT SELL EXT SELL
231 13 HETP6524FP $177.08 $2,302.04
TACKABLE PANEL W/O TC 65H X 24W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
232 3 HETP6530FP $187.01 $561.03
TACKABLE PANEL W/O TC 65H X 30W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
233 7 HETP6536FP $200.64 $1,404.48
TACKABLE PANEL W/O TC 65H X 36W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
234 2 HETP6542FP $217.38 $434.76
TACKABLE PANEL W/O TC 65H X 42W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
235 24 HETP6548FP $228.45 $5,482.80
TACKABLE PANEL W/O TC 65H X 48W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
65 LINE QTY PRODUCT UNIT SELL EXT SELL
236 7 HETP6560FP $244.05 $1,708.35
TACKABLE PANEL W/O TC 65H X 60W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
237 1 HETP6572FP $318.41 $318.41
TACKABLE PANEL W/O TC 65H X 72W
$(B)
.SPIN
02 $(P2)
.T1
Grd B Fabric
Spin
Alabaster
P2 Paint Opts
PlaƟnum Metallic
238 2 HEVHF30P $37.18 $74.36
IN-LINE VARIABLE HEIGHT FINISHING KIT 30H
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
239 19 HF80 $21.57 $409.83
FOLLOWER BLOCK
240 4 HFMSC182830RWB $633.91 $2,535.64
MODULAR STORAGE CABINET 18D X 28H X 30W
.X
.G
$(P2)
.T1
OMT Core to Order Key Alike
Glide
P2 Paint Opts
PlaƟnum Metallic
241 1 HH871124 $54.49 $54.49
ELECTRICAL PASS-THRU CABLE 25-1/2W 3-1 & 2-2 SYSTEMS
242 2 HH871148 $57.04 $114.08
ELECTRICAL PASS-THRU CABLE 48W 3-1 & 2-2 SYSTEMS
66 LINE QTY PRODUCT UNIT SELL EXT SELL
243 1 HH871224 $85.42 $85.42
ELECTRICAL POWER HARNESS 24W 3-1 & 2-2 SYSTEMS
244 2 HH871230 $85.42 $170.84
ELECTRICAL POWER HARNESS 30W 3-1 & 2-2 SYSTEMS
245 12 HH871236 $85.42 $1,025.04
ELECTRICAL POWER HARNESS 36W 3-1 & 2-2 SYSTEMS
246 2 HH871242 $89.96 $179.92
ELECTRICAL POWER HARNESS 42W 3-1 & 2-2 SYSTEMS
247 20 HH871248 $89.96 $1,799.20
ELECTRICAL POWER HARNESS 48W 3-1 & 2-2 SYSTEMS
248 4 HH871260 $89.96 $359.84
ELECTRICAL POWER HARNESS 60W 3-1 & 2-2 SYSTEMS
249 4 HH871272 $89.96 $359.84
ELECTRICAL POWER HARNESS PANELS - W/DUPLEX CAPACITY
250 34 HH871502 $18.45 $627.30
DUPLEX RECEPTACLE CIRCUIT 2 3-1 & 2-2 SYSTEMS
.TI Titanium
67 LINE QTY PRODUCT UNIT SELL EXT SELL
251 35 HH871504 $18.45 $645.75
DUPLEX RECEPTACLE CIRCUIT 4 3-1 & 2-2 SYSTEMS
.TI Titanium
252 2 HH871912 $99.04 $198.08
CEILING IN-FEED CABLE 144IN LONG
253 4 HH879072 $95.35 $381.40
BASE IN-FEED CABLE BASE 3-1 & 2-2 SYSTEMS
254 6 HHATB2S3LT $803.30 $4,819.80
2 STAGE 3 LEG T FOOT
$(P2)
.PR6
.X
.MEM
P2 Paint Opts
Silver
Standard Glide
Memory Preset
255 3 HHATB2S3LT $803.30 $2,409.90
2 STAGE 3 LEG T FOOT
$(P2)
.PR6
.X
.MEM
P2 Paint Opts
Silver
Standard Glide
Memory Preset
256 1 HHATCC584622L $265.62 $265.62
58X46X22X22 CORNER COVE LH
$(L2STD)
.LPT1
.DP
.G1
T1
.P
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
1 Grommet - Centered
PlaƟnum
Black
68 LINE QTY PRODUCT UNIT SELL EXT SELL
257 2 HHATCC584622R $265.62 $531.24
58X46X22X22 CORNER COVE RH
$(L2STD)
.LPT1
.DP
.G1
T1
.P
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
1 Grommet - Centered
PlaƟnum
Black
258 3 HHATCC704622L $329.76 $989.28
70X46X22X22 CORNER COVE LH
$(L2STD)
.LPT1
.DP
.G1
T1
.P
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
1 Grommet - Centered
PlaƟnum
Black
259 3 HHATCC704622R $329.76 $989.28
70X46X22X22 CORNER COVE RH
$(L2STD)
.LPT1
.DP
.G1
T1
.P
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
1 Grommet - Centered
PlaƟnum
Black
260 1 HHN831124 $26.96 $26.96
FLAT BRACKET 24D
.S Charcoal
261 1 HHN831130 $26.96 $26.96
FLAT BRACKET 30D
.S Charcoal
69 LINE QTY PRODUCT UNIT SELL EXT SELL
262 10 HIWMM $392.22 $3,922.20
IGNITION 2 TASK MID-BACK
.Y1
.A
.H
.IM
$(1)
.DAPR
01 .BL
.SB
.T
Synchro-Tilt W Seat Slider
Height and Width Adj. Arm
Hard Caster
4-Way Black
Grade 1 Uph
Dapper
Charcoal
Black Adjustable Lumbar
Standard Base
Black
263 9 HLED17AS $169.42 $1,524.78
17IN LED LIGHT W/ POWER SUPPLY (SINGLE)
264 9 HLEDOSA $37.46 $337.14
UNDERCABOCCUPANCYSENSORW/1 ENDTOEND CONNECTOR
265 1 HLSLZ5SC60 $66.45 $66.45
48W EXTERNAL STIFFENER
.P Black
266 2 HLSLZ5SC72 $74.92 $149.84
60W EXTERNAL STIFFENER
.P Black
267 2 HMN2 $319.14 $638.28
MOTIVATE NEST/STACK CHAIR-FLEX BCK-UPH SEAT
.N
.H
.PS
.ON
$(1)
.DAPR
01 .CBK
No Arm
Hard
PlasƟc Shell
Onyx
Grade 1 Uph
Dapper
Charcoal
Charblack
70 LINE QTY PRODUCT UNIT SELL EXT SELL
268 2 HPCW1 $84.85 $169.70
COUNTERWEIGHT-FREESTANDING PEDESTAL
269 1 HRVCLG30 $97.34 $97.34
ABOUND 29H X 30D ABOUND UNIVERSAL SUPPORT LEG
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
270 39 HSCKTPS $9.36 $365.04
STRAIGHT CONNECTOR KIT
.X No OpƟon
271 1 HSDSL29 $303.57 $303.57
ABODE SHARED LEG
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
272 1 HUSLMOD1354 $231.00 $231.00
LAMINATE MODESTY 13H X 54W
$(L2STD)
.LPT1
.DP
.P
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
Black
273 1 HWR2424P $127.70 $127.70
SYSTEMS RECT WORKSURFACE EDGEBAND 24D X 24W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
274 1 HWR2430P $133.09 $133.09
SYSTEMS RECTANGULAR WORKSURFACE EDGEBAND 24D X 30W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
71 LINE QTY PRODUCT UNIT SELL EXT SELL
275 4 HWR2436P $145.30 $581.20
SYSTEMS RECTANGULAR WORKSURFACE EDGEBAND 24D X 36W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
276 10 HWR2448P $168.85 $1,688.50
SYSTEMS RECTANGULAR WORKSURFACE EDGEBAND 24D X 48W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
277 1 HWR2460P $199.50 $199.50
SYSTEMS RECTANGULAR WORKSURFACE EDGEBAND 24D X 60W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
278 2 HWR2472P $219.65 $439.30
SYSTEMS RECTANGULAR WORKSURFACE EDGEBAND 24D X 72W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
279 1 HWR3042P $171.97 $171.97
SYSTEMS RECTANGULAR WORKSURFACE EDGEBAND 30D X 42W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
280 1 HWR3048P $181.62 $181.62
SYSTEMS RECTANGULAR WORKSURFACE EDGEBAND 30D X 48W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
72 LINE QTY PRODUCT UNIT SELL EXT SELL
281 1 HWR3054P $195.81 $195.81
SYSTEMS RECTANGULAR WORKSURFACE EDGEBAND 30D X 54W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
282 1 HWR3060P $216.53 $216.53
SYSTEMS RECTANGULAR WORKSURFACE EDGEBAND 30D X 60W
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
283 1 HWR3084P $330.61 $330.61
30 IN D X 84 IN W RECTANGULAR WS - EDGEBAND
$(L2STD)
.LPT1
.DP
.T1
Grd L2 Standard Laminates
PorƟco Teak
PorƟco Teak
PlaƟnum
284 16 HWSB2 $21.57 $345.12
WORKSURFACE BRACKET KIT
$(P2)
.T1
P2 Paint Opts
PlaƟnum Metallic
PUBLIC WORKS Subtotal $68,451.83
PUBLIC WORKS #1
285 3 HF23C $36.89 $110.67
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X115E 115E
PUBLIC WORKS #1 Subtotal $110.67
PUBLIC WORKS #2
286 3 HF23C $36.89 $110.67
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X116E 116E
PUBLIC WORKS #2 Subtotal $110.67
73 LINE QTY PRODUCT UNIT SELL EXT SELL
PUBLIC WORKS #3
287 5 HF23C $36.89 $184.45
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X117E 117E
PUBLIC WORKS #3 Subtotal $184.45
PUBLIC WORKS #4
288 4 HF23C $36.89 $147.56
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X118E 118E
PUBLIC WORKS #4 Subtotal $147.56
PUBLIC WORKS #5
289 3 HF23C $36.89 $110.67
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X119E 119E
PUBLIC WORKS #5 Subtotal $110.67
PUBLIC WORKS #6
290 3 HF23C $36.89 $110.67
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X120E 120E
PUBLIC WORKS #6 Subtotal $110.67
PUBLIC WORKS #7
291 3 HF23C $36.89 $110.67
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X121E 121E
PUBLIC WORKS #7 Subtotal $110.67
PUBLIC WORKS #8
292 3 HF23C $36.89 $110.67
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X122E 122E
PUBLIC WORKS #8 Subtotal $110.67
74 LINE QTY PRODUCT UNIT SELL EXT SELL
PUBLIC WORKS #9
293 3 HF23C $36.89 $110.67
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X123E 123E
PUBLIC WORKS #9 Subtotal $110.67
PUBLIC WORKS: PRINT STATION
294 3 HF23C $36.89 $110.67
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X125E 125E
PUBLIC WORKS: PRINT STATION Subtotal $110.67
PUBLIC WORKS: TRAFFIC CONTROL
295 2 HF23C $36.89 $73.78
LOCK CORE REPLACEMENT KIT BRUSHED CHROME
.X124E 124E
PUBLIC WORKS: TRAFFIC CONTROL Subtotal $73.78
ZINSTALL
297 1 PHASE 1 - INSTALL $8,857.00 $8,857.00
ADMIN AREA CABINETS
AREAS A,B,C,D AND E UPPER/LOWER
CABINETS
298 1 PHAS 2 INSTALL $8,571.43 $8,571.43
TEAR DOWN OF EXISTING FURNITURE
REMOVE EXISTING CUBICLES, FILE CABINETS,
AND DESKS IN PRIVATE OFFICES.
CLIEN TO PROVIDE DUMPSTERS OR DISPOSE
OF THE FURNITURE
299 1 PHASE 3- INSTALL $36,429.00 $36,429.00
RECEIVE,DELIVER AND INSTALL DURING NORMAL BUSINESS HOURS
PREVAILING WAGE QUOTE
ZINSTALL Subtotal $53,857.43
75 LINE QTY PRODUCT UNIT SELL EXT SELL
ZTARIFF
296 1 TARIFF $6,181.66 $6,181.66
HON MANUF FEES APPLIED
ZTARIFF Subtotal $6,181.66
76 LINE QTY PRODUCT UNIT SELL EXT SELL
Subtotal $316,677.92
ESTIMATED SALES TAX * WILL
BILL ACTUAL
$27,709.32
GRAND TOTAL
$344,387.24
~Ordering Notes~
* Deposit may be due at Ɵme of order
* The applicable tax will be applied at the Ɵme of invoicing * Pricing in this proposal is based on current market condiƟons and may change due to tariff adjustments or government fees. Any increases before order invoicing could adjust the final pricing. * EsƟmated leadƟme is subject to the manufactures producƟon / shipping schedules * This proposal contains Special Order items that are Not Returnable * Once an order is placed, cancellaƟons are Not Allowed
77 LINE QTY PRODUCT UNIT SELL EXT SELL
TERMS AND CONDITIONS OF PURCHASE
(FURNITURE - ODP BUSINESS SOLUTIONS WORKSPACE INTERIORS)
1.ODP Business SoluƟons, LLC (“ODP Business SoluƟons”) shall make commercially reasonable efforts to install all products as quickly as possible.
However, any delivery and/or installaƟon dates quoted to Customer are approximate, and ODP Business SoluƟons obligaƟon shall be only to deliver and/or install the products within a reasonable Ɵme. Also, due to certain factory shipment schedules, it is possible that ODP Business SoluƟons will be able to deliver and install porƟons of the job in phases. Customer will be invoiced for the items as they are delivered and payment will be due as set forth in SecƟon 3 below
Jobsite Services. Electric current, light, heat, trash disposal faciliƟes, hoisƟng and/or elevator service, and adequate faciliƟes for off-loading, staging, moving, and handling of the Furnishings will be furnished without charge to ODP Business SoluƟons. Customer acknowledges that if the installed Furnishings require electrical hook-ups, outlets, wiring, or other similar services, at Customer’s elecƟon, ODP Business SoluƟons may provide such services through licensed subcontractors at an addiƟonal fee or Customer shall be responsible for engaging appropriate licensed professionals.
13. 2.All prices are firm for thirty (30) days from date of proposal. Permits are the responsibility of the Customer unless expressly provided in the Proposal.
14. 3.Payment terms are net twenty (20) days from date of invoice, unless otherwise agreed to and as documented on the order or quote. Customer will be invoiced for items when delivery and installaƟon (if applicable) is complete, and any punch issues are less than 10% of the value of the enƟre order. In no event shall payment be withheld for delivered products and services. Customer shall pay 90% of the invoice and may withhold 10% unƟl compleƟon of the job. The balance is payable immediately aŌer any outstanding issues are resolved.
If Customer is unwilling or unable to accept delivery or installaƟon of the products according to the specified schedule, the products will be stored at Customer's expense. Customer shall pay a warehouse charge payable monthly. Any double handling of a product will be charged at our normal hourly rate.
15. ODP Business SoluƟons makes no warranƟes, expressed or implied, as to merchantability or as the suitability of the products for any parƟcular purpose, except those made by the manufacturer of the products. Any claim must be made to ODP Business SoluƟons in wriƟng within five (5) days aŌer delivery or installaƟon of the products and if no claim is so received by ODP Business SoluƟons it will be conclusively presumed that Customer has accepted and that the products are as represented.
16. 4.All orders are subject to credit approval.
5.ODP Business SoluƟons requires a minimum deposit equaling 50% on all orders over $20,000. Said deposit will be applied to Customer's account unƟl such product is delivered and invoiced. Each invoice, less its proporƟonate share of the deposit, will be due and payable as set forth in SecƟon 4 above.
All products and materials are subject to applicable taxes, as well as any applicable inbound freight and fabricaƟon charges.
No liability shall accrue against ODP Business SoluƟons as a result of breach of terms and condiƟons caused by any strike, act of God, lockout, accident, or delay beyond its control.
6. 17.
7.An order is not cancelable once in producƟon. “Quick ships” and fabric orders are not cancelable. ODP Business SoluƟons retains, and Customer hereby grants to ODP Business SoluƟons, a security interest in the products to secure the purchase price therefore. The products shall remain personal property regardless of being fixed to any real property. If Customer defaults in the payment of the purchase price when due, ODP Business SoluƟons shall have all rights and remedies granted by the Uniform Commercial Code. A finance charge of 2% per month (annual percentage rate 24%) will be charged on all past due balances. Customer shall pay all collecƟon costs, including aƩorneys fee, in the event any claim is referred to a collecƟon agency or aƩorney.
18. 8.Any quotaƟon for special order products or materials shall be approved by an authorized Customer representaƟve for correct product number, fabric, specificaƟons and quanƟƟes. Any services rendered to Customer to change or modify the specificaƟon and layout before or during installaƟon will be charged to Customer at prevailing rates. If such changes or modificaƟons result in addiƟonal products, parts, materials or labor, they will be billed to Customer at prevailing rates.
9.Delivery and installaƟon services are conducted during normal business hours of 8:00 a.m. to 5:00 p.m., Monday through Friday. If services are requested outside of normal business hours, if special handling or equipment is required, if moving of products other than delivered is required, or if there are any unusual condiƟon not made known to ODP Business SoluƟons at the Ɵme of sale, extra labor charges at prevailing rates may apply.
Products shipped directly to Customer shall be the responsibility of Customer except if agreed in wriƟng that ODP Business SoluƟons will provide delivery and installaƟon services. The receiving Customer is responsible to inspect products and file any necessary freight claims with freight provider.
19. If during installaƟon, addiƟonal products are necessary or required to complete the job, such addiƟonal products and labor will be charged to Customer at prevailing rates.
10. 20.Manufacturer warranƟes apply for parts only. Labor is not included.
21.All items set forth in the quotaƟon are non-returnable.
IN NO EVENT SHALL EITHER PARTY BE LIABLE FOR CONSEQUENTIAL,
SPECIAL, INDIRECT OR INCIDENTAL DAMAGES, WHETHER IN AN ACTION
BASED ON CONTRACT, TORT (INCLUDING NEGLIGENCE) OR ANY OTHER
LEGAL THEORY, EVEN IF THE PARTY HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES.
22. 11.Floors shall be smooth, level and free from debris.
CondiƟon of Jobsite - Customer agrees to have premises available on the requested date of installaƟon and for a reasonable Ɵme thereaŌer for installaƟon during the regular business day. Customer's job site shall be clean, clear, and free of debris prior to installaƟon. Delivery and installaƟon encumbrances which necessitate addiƟonal labor will result in extra charges. If installaƟon is to be placed over carpeƟng, Ɵles, or other floor covering, Customer hereby assures ODP Business SoluƟons that all such coverings will be completed prior to Ɵme installaƟon is scheduled. The job site shall be free of interference from all trades in the work areas, and if the job site is not free of such trade interference, the delivery and installaƟon shall not proceed unƟl such interference has been eliminated, or other arrangements are agreed to in wriƟng. ODP Business SoluƟons shall be held harmless and shall not assume liability for job delay due to failure to meet any of the preceding condiƟons.
12. Each party shall indemnify and hold harmless the other party from and against any and all third-party claims, demands, acƟons, suits, losses, liabiliƟes, damages and all related costs and expenses, including without limitaƟon reasonable aƩorneys’ fees due to, arising from or relaƟng to the negligent, willful or reckless act or omission of the indemnifying party.
23. These terms and condiƟons shall be governed by the law of the State of Florida, without regard to conflict of laws principles.
24. Customer PO:
Customer: Title: Customer's Signature:
Date: Print Name:
78 Resolution No. XX-25 Page 1 of 1
RESOLUTION NO. XX-25
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY APPROVING
AN AGREEMENT WITH ODP BUSINESS INTERIORS FOR THE PURCHASE AND
INSTALLATION OF CUBICLES AND OFFICE FURNITURE FOR THE CITY HALL REMODELING PROJECT, CAPITAL IMPROVEMENT PROJECT (CIP) NUMBER 329 WHEREAS, the existing cubicles and office furniture in the Community Development and Public Works Department have exceeded their lifecycle and are in need of replacement; and
WHEREAS, this work is part of the larger City Hall remodeling project that will take place in 2026; and due to the timing and to minimize disruption to staff and the services that they provide, this work is scheduled to take place during the end of year City Hall closure; and
WHEREAS, staff worked with ODP Business Interiors to secure a cost proposal for the replacement of cubicles and office furniture; and
WHEREAS, ODP Business Interiors submitted a very cost competitive proposal for a total cost of $344,387.24 for the work, as shown in Exhibit A; and WHEREAS, the proposed furniture is priced per the City’s cooperative agreement, Omnia Partners Region 4 Contract #240112, including piggy backable bid pricing.
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Oakley that the Agreement with ODP Business Interiors for the City Hall Remodeling project – CIP 329, for an amount not to exceed $344,387.24 is approved, and the City Manager is hereby authorized to execute said Agreement.
PASSED AND ADOPTED by the City Council of the City of Oakley this 23 rd day of
September 2025 by the following vote:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
APPROVED:
__________________
Shannon Shaw, Mayor
ATTEST:
____________________ __
Kim Snodgrass, City Clerk Date
79 STAFF REPORT
1 City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
DATE: September 23, 2025
TO: Joshua McMurray, City Manager
FROM: Paul Beard, Chief of Police
SUBJECT: New Contract with Axon Enterprise, Inc., for Conducted Energy Weapons (Taser), Body Worn Camera and Digital Evidence Services Background and Analysis
In December of 2020 the City of Oakley entered into a five-year contract with Axon Enterprise, Inc. for Conducted Energy Weapons (Taser), Body Worn Camera and Digital Evidence Services. That contract is approaching its end of life and we are seeking to extend our relationship with Axon Enterprise, Inc. with another contract.
Advances in technology has significantly changed the landscape of law enforcement. The expectation of video footage and less lethal options of force has forced law enforcement to evolve. Community members demand transparency from their law enforcement agencies and believe that the availability of video footage fulfills that need. Additionally, the public expects law enforcement to address a combative subject by utilizing the least amount of force with the least amount of physical injury. Body Worn Cameras (BWC) and Conducted Energy Weapons have met these demands and become an industry standard in modern policing. For the past five years the Oakley Police Department has successfully utilized Body Worn Cameras and Conducted Energy Weapons and our operation is more efficient and safer as a result.
The implementation of Body Worn Cameras has shown that communities perceive a higher level of service and legitimacy with their police department. There is a perceived openness between officers and the community when Body Worn Cameras are used during contacts. With the availability of video footage, community members feel there is accountability and increased professionalism.
Additionally, Body Worn Cameras increase the quality of investigations by providing objective and reliable evidence. This type of evidence is increasingly being used by district attorneys for quicker convictions and jurors expect some type of digital evidence.
In this current day and age it is considered odd for a police department to not use Body Worn Camera technology.
Body Worn Cameras also have a significant impact in resolving officer involved incidents and complaints by providing a clearer picture of events. The video footage eliminates speculation and third-party accounts of events. A more accurate and unbiased account Approved and
Forwarded to the
City Council
80 STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
of each person’s actions can be used to educate the community and the courts on what actually occurred. This can reduce lawsuits and unwarranted complaints against the department. Over the past few years the Oakley Police Department has experienced positive results from Body Worn Camera usage.
Conducted Energy Weapons provide an officer with a less lethal option when dealing with an unarmed combative subject. Prior to the advent of Conducted Energy Weapons officers were using either blunt force weapons and or their hands/feet to subdue a combative subject. This often led to injuries to both the officer(s) and the combative subject. Under the right situations Conducted Energy Weapons have drastically reduced major injuries caused by dealing with unarmed combative subjects.
With the growth of the Oakley Police Department over the past three years AXON Enterprise, Inc. provided us with a quote for forty-four (44) Taser 10’s, which are Conducted Energy Weapons and upgrades from what the officers of the Oakley Police Department currently deploy with, which are Taser 7’s. The Taser 10’s have a maximum range of 45 feet, compared to the maximum range of 25 feet for the Taser 7’s.
This quote would provide every sworn officer with their own Conducted Energy Weapon.
The quote does not include pricing for new Body Worn Cameras because the Body Worn Cameras used by our officers were recently upgraded under the old contract. The quote does however, provided for the data storage and digital evidence services that are related to our current Body Worn Cameras. The digital evidence services are essential to maintaining the chain of custody for evidentiary purposes.
Additionally, AXON Enterprises, Inc. has become the industry standard for both Body Worn Camera and Conducted Energy Weapons technology. Finally, AXON has a secure, web-based Digital Evidence Management System that allows for an electronic evidence exchange process between the Oakley Police Department and the Contra Costa County District Attorney’s office. The system also allows for the Department to send and redact evidence seamlessly and without additional cost.
Lastly, AXON Enterprises Inc. provides a five-year program for the Body Worn Cameras that allows for unlimited storage, Body Worn Camera replacement every two years and replacement of broken/defective equipment. This allows the Department to stay contemporary with the body camera technology and eliminates the need to find additional funding for new cameras in two to five years. AXON Enterprises, Inc. will provide training cartridges, training suit(s), and training certification vouchers as part of this quote. 81 STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 3
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
Consistency with the Oakley Strategic Plan 27+
This item is consistent with the Strategic Plan 27+ Community Health and Safety goals under Community Health and Safety Goal.
Fiscal Impact
Funding for the equipment will be provided through the Police Department budget in the General Fund in the amount of $116,286.09 for year 2025, the first of the five-year contract. Years 2026 – 2029 would cost $117,094.21 dollars annually, which would be appropriated in the Police Department budget each year.
Staff Recommendation
1. Waive the competitive bid requirements per Oakley Municipal Code Section
3.6.010 (a) (2).
2. Staff recommends that Council authorize the City Manager to execute an agreement with AXON Enterprise, Inc. for the purchase of conducted energy weapons, and for the use of AXON Enterprise, Inc. Body Worn Cameras and Digital Evidence System.
Attachments
1. AXON Sole Source Letter
2. AXON Quote No. Q-673322-45905AS
3. Resolution
82 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 1 9/1/2025
To: Oakley Police Department
Re: Sole Source Letter for Axon Enterprise, Inc.’s TASER Energy Weapons, Axon brand products, and Axon Evidence (Evidence.com) Data Management Solutions A sole source justification exists because the following goods and services required to satisfy the agency’s needs are only manufactured and available for purchase from Axon Enterprise. Axon is also the sole distributor and retailer of all TASER brand products for the agency identified in this letter.
TASER Energy Weapon Descriptions
TASER 10 Energy Weapon
• Multi-shot energy weapon
• Detachable magazine holding 10 TASER 10 Cartridges
• 45-foot (13.7-meter) range
• High-efficiency flashlight
• Green LASER sight
• Central Information Display (CID): Displays mission critical data such as remaining battery energy, burst time, and cartridge status.
• Weapon logs
• TASER Weapons Dock connected to Axon Evidence (Evidence.com) services • Onboard self-diagnostic and system status monitoring and reporting • Real-time clock updated when the battery pack is plugged into the TASER Weapons Dock
• Ambidextrous selector switch
• Can be configured by the agency to alert Axon camera systems • The trigger activates a single cycle (approximately five seconds). Holding the trigger down will continue the discharge beyond the standard cycle (unless configured by the agency to stop at five seconds). The energy weapon cycle can be stopped by placing the safety switch in the down (SAFE) position.
• Compatible with TASER 10 Cartridges only
TASER 7 Energy Weapon
• Multiple-shot energy weapon
• High-efficiency flashlight
• Close Quarter and Standoff cartridges
• Green LASER and dual red LASERs that adjust for cartridge angle • Arc switch enables drive-stun with or without a TASER 7 Cartridge installed • Central Information Display (CID): Displays mission critical data such as remaining battery energy, burst time, and cartridge status.
• Weapon logs
83 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 2 • TASER Weapons Dock connected to Axon Evidence (Evidence.com) services • Onboard self-diagnostic and system status monitoring and reporting • Real-time clock updated when the battery pack is plugged into the TASER Weapons Dock
• Ambidextrous safety switch
• Can be configured by the agency to alert Axon camera systems • The trigger activates a single cycle (approximately five seconds). Holding the trigger down will continue the discharge beyond the standard cycle (unless configured by the agency to stop at five seconds). The energy weapon cycle can be stopped by placing the safety switch in the down (SAFE) position.
• Compatible with TASER 7 Cartridges only
TASER 7 CQ Energy Weapon
• Multiple-shot energy weapon for agencies that deploy energy weapons mostly at close quarters (CQ)
• High-efficiency flashlight
• Close Quarter cartridges
• Arc switch enables drive-stun with or without a TASER 7 Cartridge installed • Central Information Display (CID): Displays mission critical data such as remaining battery energy, burst time, and cartridge status.
• Weapon logs
• TASER Weapons Dock connected to Axon Evidence (Evidence.com) services • Onboard self-diagnostic and system status monitoring and reporting • Real-time clock updated when the battery pack is plugged into the TASER Weapons Dock
• Ambidextrous safety switch
• Can be configured by the agency to alert Axon camera systems • The trigger activates a single cycle (approximately five seconds). Holding the trigger down will continue the discharge beyond the standard cycle (unless configured by the agency to stop at five seconds). The energy weapon cycle can be stopped by placing the safety switch in the down (SAFE) position.
• Compatible with 12-degree TASER 7 Cartridges only
X2 Energy Weapon
• Multiple-shot energy weapon
• High efficiency flashlight
• Static dual LASERs (used for target acquisition)
• ARC switch enables drive-stun with or without a Smart Cartridge installed • Central Information Display (CID): Displays mission-critical data such as remaining battery energy, burst time, operating mode, and user menu to change settings and view data on a yellow-on-black display
• The Trilogy log system records information from a variety of sensors into three data logs: Event log, Pulse log, and Engineering log. Data can be downloaded using a universal serial bus (USB) data interface module connected to a personal computer (PC). Data may be transferred to Evidence.com services. • Real-time clock with back-up battery
• Onboard self-diagnostic and system status monitoring and reporting • Ambidextrous safety switch
84 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 3 • Capable of audio/video recording with optional TASER CAM HD recorder • The trigger activates a single cycle (approximately five seconds). Holding the trigger down will continue the discharge beyond the standard cycle (except when used with an APPM or TASER CAM HD AS). The energy weapon cycle can be stopped by placing the safety switch in the down (SAFE) position
• Compatible with TASER Smart Cartridges only
X26P Energy Weapon
• High efficiency flashlight
• Red LASER (used for target acquisition)
• Central Information Display (CID): Displays data such as calculated remaining energy, burst time, and notifications
• The Trilogy log system records information from a variety of sensors into three data logs: Event log, Pulse log, and Engineering log. Data can be downloaded using a universal serial bus (USB) data interface module connected to a personal computer (PC). Data may be transferred to Evidence.com services. • Real-time clock with back-up battery
• Onboard self-diagnostic and system status monitoring and reporting • Ambidextrous safety switch
• Capable of audio/video recording with optional TASER CAM HD recorder • The trigger activates a single cycle (approximately five seconds). Holding the trigger down will continue the discharge beyond the standard cycle (except when used with an APPM or TASER CAM HD AS). The energy weapon cycle can be stopped by placing the safety switch in the down (SAFE) position.
• Compatible with TASER standard series cartridges
Axon Signal Performance Power Magazine (SPPM)
• Battery pack for the X2 and X26P conducted energy weapons • Shifting the safety switch from the down (SAFE) to the up (ARMED) positions sends a signal from the SPPM. Upon processing the signal, an Axon system equipped with Axon Signal technology transitions from the BUFFERING to EVENT mode. Axon Signal technology only works with Axon cameras.
TASER Brand Energy Weapon Model Numbers
1. Energy Weapons:
TASER 10 Models: 100390, 100391
• TASER 7 Models: 20008, 20009, 20010, and 20011
• TASER 7 CQ Models 20213, 20214
• TASER X2 Models: 22002 and 22003
• TASER X26P Models: 11002 and 11003
2. Optional Extended Warranties for Energy Weapons:
• TASER 7 – 4-year extended warranty, item number 20040 • X2 – 4-year extended warranty, item number 22014
• X26P – 2-year extended warranty, item number 11008
• X26P – 4-year extended warranty, item number 11004
3. TASER 7 Cartridges (compatible with the TASER 7; required for this Energy Weapon to 85 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 4 function in the probe deployment mode)
• Standoff cartridge, 3.5 degrees, Model 22175
• Close Quarter cartridge, 12 degrees, Model 22176
• Hook and Loop Training (HALT) cartridge, 3.5 degrees, Model 22177 • Hook and Loop Training (HALT) cartridge, 12 degrees, Model 22178 • Inert cartridge, 3.5 degrees, Model 22179
• Inert cartridge, 12 degrees, Model 22181
4. TASER 10 Magazines
• TASER 10 live duty magazine (black), item number 100393 • TASER 10 Hook and Loop Training (HALT) magazine (blue), item number 100394 • TASER 10 live training magazine (purple), item number 100395 • TASER 10 inert training magazine (red), item number 100396
5. TASER 10 Cartridges (compatible with the TASER 10, required for this energy weapon to function in the probe deployment mode)
• TASER 10 live cartridge, item number 100399
• TASER 10 HALT cartridge, item number 10400
• TASER 10 inert cartridge, item number 100401
6. TASER standard cartridges (compatible with the X26P; required for this energy weapon to function in the probe deployment mode):
• 15-foot Model: 22188
• 21-foot Model: 22189
• 21-foot non-conductive Model: 44205
• 25-foot Model: 22190
7. TASER Smart cartridges (compatible with the X2; required for this energy weapon to function in the probe deployment mode):
• 15-foot Model: 22184
• 25-foot Model: 22185
• 25-foot inert simulation Model: 22155
• 25-foot non-conductive Model: 22157
8. Battery Packs for TASER 7 and TASER 10 energy weapons:
• Tactical battery pack Model 22018
• Compact battery pack Model 22019
• Non-Rechargeable battery pack Model 22020
• Disconnect battery pack Model 20027
9. TASER CAM HD recorder Model: 26810 (full HD video and audio) and TASER CAM HD with AS (automatic shut-down feature) Model: 26820. The TASER CAM HD is compatible with both the X26P and X2 energy weapons.
• TASER CAM HD replacement battery Model: 26764
• TASER CAM HD Download Kit Model: 26762
• TASER CAM HD optional 4-year extended warranty, item number 26763
10. Battery Packs for X26P and X2 Energy Weapons:
• Performance Power Magazine (PPM) Model: 22010
86 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 5 • Tactical Performance Power Magazine (TPPM) Model: 22012 • Automatic Shut-Down Performance Power Magazine (APPM) Model: 22011 • eXtended Performance Power Magazine (XPPM) Model: 11010 • eXtended Automatic Shut-Down Performance Power Magazine (XAPPM) Model:
11015
• Axon Signal Performance Power Magazine (SPPM) Model: 70116
11. TASER Weapons Dock, used with TASER 7 and TASER 10 battery packs:
• TASER Weapons Dock Core and Multi-bay Module: 74200
• TASER Weapons Dock Core and Single-bay Module: 74201
TASER Weapons Dock Single Bay Dataport: 74208
12. TASER Dataport Download Kits:
• Dataport Download Kit for the X2 and X26P Model: 22013
13. TASER Blast Door Repair Kit Model 44019 and TASER Blast Door Replenishment Kit Model 44023
14. Energy Weapon Holsters:
• Right-hand TASER 10 holster by Safariland Model: 100611 • Left-hand TASER 10 holster by Safariland Model: 100613 • Right-hand TASER 10 holster by Blade-Tech Model: 100614 • Left-hand TASER 10 holster by Blade-Tech Model: 100615 • Right-hand TASER 10 holster by BLACKHAWK Model: 100616 • Left-hand TASER 10 holster by BLACKHAWK Model: 100617 • Ambidextrous TASER 10 holster by So-Tech Model: 100621 • Right-hand TASER 7 holster by Safariland Model: 20063 • Left-hand TASER 7 holster by Safariland Model: 20068
• Right-hand TASER 7 holster with cartridge carrier by Safariland Model: 20160 • Left-hand TASER 7 holster by with cartridge carrier by Safariland Model: 20161 • Right-hand X2 holster by BLACKHAWK Model: 22501
• Left-hand X2 holster by BLACKHAWK Model: 22504
• Right-hand X26P holster by BLACKHAWK Model: 11501
• Left-hand X26P holster by BLACKHAWK Model: 11504
15. Enhanced HALT Suit Model: 100623
16. TASER Simulation Suit II Model 44550
17. TASER 7 conductive target Model: 80087
18. Blue X26P Demonstrator/LASER Pointer Model: 11023
87 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 6 Axon Digital Evidence Solution Description
Axon Body 4 Video Camera (DVR)
• Improved, 160-degree field of view
• Upgraded sensor provides sharper, more detailed images • Full-shift battery, even when using Axon Respond real-time services • Bi-directional communications with Watch Me button allowing support teams to view wearer’s footage. (Requires Axon Respond)
• Real-time support allows wearer to view user locations on live maps, receive alerts, and view live streams. (Requires Axon Respond location services) • Faster recharging
• Optional point-of-view (Flex POV) camera module
• Thirteen-hour battery
• Up to 120-second buffering period to record footage before pressing the record button
• Simplified registration
Axon Body 3 Video Camera (DVR)
• Improved video quality with reduced motion blur and better low-light performance • Multi-mic audio—four built-in microphones
• Wireless upload option
• Gunshot detection and alerts
• Streaming audio and video capability
• “Find my camera” feature
• Verbal transcription with Axon Records
• End-to-end encryption
• Twelve-hour battery
• Up to 120-second buffering period to record footage before pressing record button Axon Flex 2 Video Camera
• Video playback on mobile devices in the field via Bluetooth pairing • Retina Low Light capability sensitive to less than 0.1 lux • Audio tones to alert user of usage
• Low SD, high SD, low HD, and high HD resolution (customizable by the agency) • Up to 120-second buffering period to record footage before pressing record button • Multiple mounting options using magnetic attachment: head, collar, shoulder, helmet, ball cap, car dash, and Oakley sunglass mounts available • 120-degree diagonal field of view camera lens, 102-degree horizontal field of view, and 55-degree vertical field of view
Axon Flex 2 Controller
• 12+ hours of battery operation per shift (even in recording mode) • LED lights to show current battery level and operating mode • Haptic notification available
• Tactical beveled button design for use in pocket
• Compatible with Axon Signal technology
88 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 7 Axon Air System
• Purpose-built solution for law enforcement UAV programs • Supported applications on iOS and Android
• Automated tracking of pilot, aircraft, and flight logs • Unlimited Storage of UAV data in Axon Evidence (Evidence.com) • In application ingestion of data in Axon Evidence (Evidence.com) • Axon Respond integration for live streaming and situational awareness Axon Body 2 Video Camera
• Video playback on mobile devices in the field via Bluetooth pairing • Retina Low Light capability sensitive to less than 1 lux • Audio tones and haptic (vibration) notification to alert user of usage • Audio mute during event option
• Wi-Fi capability
• High, medium, and low quality recording available (customizable by the agency) • Up to 2-minute buffering period to record footage before pressing record button • Multiple mounting options using holster attachment: shirt, vest, belt, and dash mounts available
• 12+ hours of battery operation per shift (even in recording mode) • LED lights to show current battery level and operating mode • 143-degree lens
• Includes Axon Signal technology
Axon Fleet 3 Camera
• High-definition Dual-View Camera with panoramic field of view, 12x zoom, and AI processing for automatic license plate reader (ALPR)
• High-definition Interior Camera with infrared illumination for back seat view in complete darkness
• Wireless Mic and Charging Base for capturing audio when outside of vehicle • Fleet Hub with connectivity, global navigation satellite system (GNSS), secure solidstate storage, and Signal inputs • Automatic transition from Buffering to Event mode with configurable Signals • Video Recall records last 24 hours of each camera in case camera not activated for an event
• Intuitive mobile data terminal app, Axon Dashboard, for controlling system, reviewing video, quick tagging, and more
• Ability to efficiently categorize, play back and share all video and audio alongside other digital files on Evidence.com
• Multi-cam playback, for reviewing up to four videos, including body-worn and in-car footage, at the same time
• Fully integrated with Evidence.com services and Axon devices • Automatic time synchronization with all Axon Fleet and other Axon on-officer cameras allows for multi-camera playback on Evidence.com. • Prioritized upload to Evidence.com of critical event videos via 4G/LTE • Wireless alerts from the TASER CEW Signal Performance Power Magazine (SPPM) and Signal Side Arm (SSA).
• Best-in-class install times, wireless updates and quick remote troubleshooting • Optional Axon Respond live stream, alerts, and location updates for situational 89 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 8 awareness
• Optional Axon ALPR hotlist alerts, plate read retention, and investigative search Axon Fleet 2 Camera
• Fully integrated with Axon Evidence services and Axon devices • Automatic time synchronization with other Axon Fleet and Axon on-officer cameras allows for multi-camera playback on Axon Evidence.
• Immediate upload to Axon Evidence of critical event videos via 4G/LTE • Wireless alerts from the TASER energy weapon Signal Performance Power Magazine (SPPM).
• Automatic transition from BUFFERING to EVENT mode in an emergency vehicle equipped with the Axon Signal Unit
• Decentralized system architecture without a central digital video recorder (DVR). • Cameras that function independently and communicate wirelessly with the computer in the vehicle (MDT, MDC, MDU) for reviewing, tagging and uploading video. • Wireless record alert based on Bluetooth communication from Axon Signal Vehicle when a configured input is enabled (e.g. emergency light, siren, weapon rack, etc.). • Receives alerts from Axon Signal Sidearm.
• Plug-And-Play design allowing for cameras to be easily replaced and upgraded. • Ability for an unlimited number of agency vehicles recording in the same vicinity with an Axon Fleet system to be automatically associated with one another when reviewing video in the video management platform. This feature is also supported across body cameras.
Axon Signal Unit (ASU)
• Communications device that can be installed in emergency vehicles. • With emergency vehicle light bar activation, or other activation triggers, the Axon Signal Unit sends a signal. Upon processing the signal, an Axon system equipped with Axon Signal technology transitions from the BUFFERING to EVENT mode.
Axon Signal Performance Power Magazine (SPPM)
• Battery pack for the TASER X2 and X26P conducted electrical weapons • Shifting the safety switch from the down (SAFE) to the up (ARMED) positions sends a signal from the SPPM. Upon processing the signal, an Axon system equipped with Axon Signal technology transitions from the BUFFERING to EVENT mode. Axon Signal technology only works with Axon cameras.
Axon Signal Sidearm Sensor
• Can be installed on common duty holsters
• Drawing a service handgun from the holster sends a signal from the Axon Signal Sidearm sensor. Upon processing the signal, an Axon system equipped with Axon Signal technology transitions from the BUFFERING to EVENT mode.
Axon Interview Solution
• High-definition cameras and microphones for interview rooms • Covert or overt camera installations
• Touch-screen user interface
• Motion-based activation
• Up to 7-minute pre- and post-event buffering period
90 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 9 • Full hardware and software integration
• Upload to Axon Evidence services
• Interview room files can be managed under the same case umbrella as files from Axon on-officer cameras and Axon Fleet cameras; i.e., Axon video of an arrest and interview room video are managed as part of the same case in Axon Evidence • Dual integration of on-officer camera and interview room camera with Axon Evidence digital evidence solution
Axon Signal Technology
• Sends a broadcast of status that compatible devices recognize when certain status changes are detected
• Only compatible with TASER and Axon products
Axon Dock
• Automated docking station uploads to Axon Evidence services through Internet connection
• No computer necessary for secure upload to Axon Evidence • Charges and uploads simultaneously
• The Axon Dock is tested and certified by TUV Rheinland to be in compliance with UL 60950-1: 2007 R10.14 and CAN/ CSA-C22.2 N0.60950-l-07+Al:2011+A2:2014 Information Technology Equipment safety standards.
Axon Evidence Data Management System
• Software as a Service (SaaS) delivery model that allows agencies to manage and share digital evidence without local storage infrastructure or software needed • SaaS model reduces security and administration by local IT staff: no local installation required
• Automatic, timely security upgrades and enhancements deployed to application without the need for any local IT staff involvement
• Securely share digital evidence with other agencies or prosecutors without creating copies or requiring the data to leave your agency’s domain of control • Controlled access to evidence based on pre-defined roles and permissions and predefined individuals • Password authentication includes customizable security parameters: customizable password complexity, IP-based access restrictions, and multi-factor authentication support
• Automated category-based evidence retention policies assists with efficient database management
• Ability to recover deleted evidence within seven days of deletion • Stores and supports all major digital file types: .mpeg, .doc, .pdf, .jpeg, etc. • Requires NO proprietary file formats
• Ability to upload files directly from the computer to Axon Evidence via an Internet browser
• Data Security: Robust Transport Layer Security (TLS) implementation for data in transit and 256-bit AES encryption for data in storage
• Security Testing: Independent security firms perform in-depth security and penetration testing
• Reliability: Fault- and disaster-tolerant infrastructure in at least 4 redundant data centers in both the East and West regions of the United States 91 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 10 • Chain-of-Custody: Audit logs automatically track all system and user activity. These logs cannot be edited or deleted, even by account administrators and IT staff • Protection: With no on-site application, critical evidence stored in Axon Evidence is protected from local malware that may penetrate agency infrastructure • Stability: Axon Enterprise is a publicly traded company with stable finances and funding, reducing concerns of loss of application support or commercial viability • Application and data protected by a CJIS and ISO 27001 compliant information security program
• Dedicated information security department that protects Axon Evidence and data with security monitoring, centralized event log analysis and correlation, advanced threat and intrusion protection, and incident response capabilities • Redact videos easily within the system, create tags, markers and clips, search 7 fields in addition to 5 category-based fields, create cases for multiple evidence files Axon Evidence for Prosecutors
• All the benefits of the standard Axon Evidence services • Ability to share information during the discovery process • Standard licenses available for free to prosecutors working with agencies already using Axon Evidence services
• Unlimited storage for data collected by Axon cameras and Axon Capture Attorney Premier
• All the benefits Axon Evidence for Prosecutors
• Purpose-built user interface optimizes evidence management, review functionalities, and case relevant information
• Unlimited AI transcription of playable video and audio files • Native image and PDF redaction software
• Ability to natively play a wide variety of 3rd party video codecs (CCTV) and extract file into an MP4
• Ability to obtain evidence directly from members of the community via secure web link
• Unlimited storage and data collected and shared by Axon partner agencies via Axon Evidence (Evidence.com)
• Available unlimited 3rd party data source storage plan • Pro Licenses – all users have access to pro license features, including the Redaction Studio, Transcription Assistant, and Multi-Cam, and Reporting functionalities • Transcription is Unlimited and automatic (i.e. all videos ingested into Attorney Premier are automatically transcribed)
• Discovery module designed to optimize all aspects of discovery management Axon Capture Application
• Free app for iOS and Android mobile devices
• Allows users to capture videos, audio recordings, and photos and upload these files to their Axon Evidence account from the field
• Allows adding metadata to these files, such as: Category, Title, Case ID, and GPS data
Axon Commander Services
• On-premises data management platform
92 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 11 • Chain of custody reports with extensive audit trail
• Automated workflows, access control, storage, and retention • Compatible with multiple file formats
Axon View Application
• Free app for iOS and Android mobile devices
• Allows user to view the camera feed from a paired Axon Body, Axon Body 2, Axon Flex, or Axon Flex 2 camera in real-time
• Allows for playback of videos stored on a paired Axon Body, Axon Body 2, Axon Flex, or Axon Flex 2 system
• Allows adding meta-data to videos, such as: Category, Title, Case ID, and GPS data Axon Records
• Continuously improving automated report writing by leveraging AI and ML on officer recorded video, photo, and audio from BWC, In-Car, Mobile App (Axon Capture), or other digital media
• Collaborative report writing through instantly synced workspaces allowing officers to delegate information gathering on scene
• Instant access to records allowing detectives to begin their investigation and records clerks to update information exchanges on things like missing people or stolen property as soon as possible
• Complete leveraging of Axon Evidence sharing to allow fast, efficient, digital, and secure sharing of records and cases to DAs and Prosecutors • Robust API and SDK allows data to be easily ingested and pushed out to other systems—preventing data silos
• Deep integration with Axon Evidence putting video at the heart of the record and automating the process of tagging and categorizing digital evidence stored in Axon Evidence
• Automatic association of digital evidence to the record and incident through Axon Evidence integration
• In context search of master indexes (people, vehicles, locations, charges)— promoting efficient report writing through prefilling of existing data which promotes clean and deduped data in the system
• Quick views for users to track calls for service and reports in draft, ready for review, kicked back for further information, or submitted to Records for archiving. • Federal and State IBRS fields are captured and validated—ensuring the officer knows what fields to fill and what information needs to be captured • Intuitive validation ensures officers know what information to submit without being burdened by understanding the mapping of NIBRS to state or local crime codes • Ability to create custom forms and add custom fields to incident reports—allowing your agency to gather the information you find valuable • Software as a Service (SaaS) delivery model that allows agencies to write, manage, and share digital incident reports without local storage infrastructure or software needed
• SaaS model reduces security and administration by local IT staff: no local installation required
• Automatic, timely security upgrades and enhancements deployed to application without the need for any local IT staff involvement
• Securely share records and cases with other agencies or prosecutors without 93 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 12 creating copies or requiring the data to leave your agency’s domain of control • Controlled access based on pre-defined users, groups, and permissions • Password authentication includes customizable security parameters: customizable password complexity, IP-based access restrictions, and multi-factor authentication support
• Security Testing: Independent security firms perform in-depth security and penetration testing
• Reliability: Fault- and disaster-tolerant infrastructure in at least 4 redundant data centers in both the East and West regions of the United States • Chain-of-Custody: Audit logs automatically track all system and user activity. These logs cannot be edited or deleted, even by account administrators and IT staff Axon Standards
• Internal affairs and professional standards reporting • Customizable information display, including custom forms • Customizable workflows and user groups
• Automated alerts
• Compatible with digital documents, photos, and videos • Connection with Transcription (beta)
• Shared Index with evidence.com and Records
• Data Warehouse allowing custom summary reports and integration into 3rd party analytic tools.
• Workflow analytics to provide SLA on throughputs
• Integration with the TASER 7 energy weapon for automatically pulling firing logs (alpha)
• Available as an option for Axon Records
• Automatically bundled with Officer Safety Plan 7+
Axon Professional Services
• Dedicated implementation team
• Project management and deployment best practices aid
• Training and train-the-trainer sessions
• Integration services with other systems
Axon Auto-Transcribe
• Transcribes audio to text, producing a time-synchronized transcript of incidents • Allows searches for keywords (e.g., names, and addresses) • Embedded time stamps when critical details were said and events occurred • Produce transcripts in substantially less time than with manual methods • Pull direct quotes and witness statements directly into reports Axon Support Engineer:
• Dedicated Axon Regional/Resident Support Engineer Services • Quarterly onsite visits
• Solution and Process Guidance custom to your agency
• White-Glove RMA and TAP (if applicable) Service for devices • Monthly Product Usage Analysis
• Resident Support Engineer also includes onsite product maintenance, 94 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 13 troubleshooting, and beta testing assistance
Axon Respond for Dispatch (CAD)
• Integration with Axon Respond for Devices (Axon Body 3) for location and/or live streaming in CAD.
• Integration with TASER 7 CEW devices for enhanced situational awareness. • Native ESRI based mapping with ability to connect to ESRI online communities and your agency’s local ArcGIS data.
• SaaS model reduces security and administration by local IT staff: no local installation • Robust API and SDK allows data to be easily ingested and pushed out to other systems -- preventing data silos.
• Complete leveraging of Axon Evidence (evidence.com) sharing to allow fast, efficient, digital and secure sharing of data to DAs and Prosecutors. • Future versions/enhancements included with minimal down time and no need to purchase an upgrade to the latest version.
• Native integration with Axon Records.
• Reliability: Fault – and disaster – tolerant infrastructure in at least four redundant data centers in both the East and West regions of the United States. • Security Testing: Independent security firms perform in depth security and penetration testing.
• Automatic, timely security upgrades and enhancements deployed to application without the need for any local IT staff involvement.
Axon Investigate
• Video analysis software
• Compatible with video from cell phones, on-officer cameras, in-car camera systems, social media, and other sources
• Oriented to investigators and prosecutors
• Integration with Axon Evidence services
• Automatically identify video file codecs, formats, hash values, and other metadata • Automatically determine the required codec necessary to play a wide variety of video formats
• Play forwards/backwards and fast forward through almost any video file • Scrub forwards/backwards through almost any video file • Mark and auto export an unlimited number of tagged video frames • Create subclips from any readable media
• Batch transcode files to standard file formats (including uncompressed, lossless h.264, wmv, and more)
• Add filters to transcode workflow (including resize, deinterlace, pad, crop, blur, concatenate, etc.)
• Provide enhancement capabilities, such as stabilization, brightness adjustments, and frame averaging
• Produce dynamic frame analysis spreadsheets to xml documents • Validate results compared with hexadecimal analysis tools • Build and share workflows with other users
• Transcode files directly to Avid Media Composer projects • Identify duplicate files in any folder based on md5 hash 95 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 14 • Produce detailed written reports via interactive PDF with embedded video and image content within iNPUT-ACE
• Extract I-frames
• Decimate
• Canvas Editor (picture-in-picture)
• Add raw FFmpeg arguments
• Perform four types of macroblock analysis
o 4x4 prediction removed
o 8x8 prediction removed
o Color coded block types
o Quantization parameter evaluation
• Offered iNPUT-ACE Software (from Axon Enterprise)
• Variable frame rate (VFR) lightboard designed to accurately calculate time and vehicle speed from any video surveillance camera. This feature is designed to eliminate common errors that might occur during calculations based on frame rate. • Camera match overlay tool that provides margin of error reports based on scanner, calibration, and resolution accuracy (e.g., a margin of error of +0.5 feet) for data collected from footage.
Axon Justice
• Productivity tool for prosecutors and defense attorneys • Streamlined evidence management
• Unlimited Auto-Transcribe for audio and video
• Discovery workflows, fully integrated with Axon Evidence services • Axon Evidence conversion and playback tools for third-party video, including bodyworn, in-car, interview room, and CCTV video • Chain of custody reports with extensive audit trail
• Free sharing with partners
• Customer-defined data retention policies
Axon Customer Support
• Online and email-based support available 24/7
• Human phone-based support available Monday–Friday 7:00 AM–5:00 PM MST; support is located in Scottsdale, AZ, USA
• Library of webinars available 24/7
• Remote-location troubleshooting
Axon Brand Model Numbers
1. Axon Body 4 Cameras:
• Axon Body 4 Camera Model: 100147
• Axon Body 4 Flex POV Module Model: 100200
96 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 15
2. Axon Body 3 Camera Model: 73202
3. Axon Flex 2 Cameras:
• Axon Flex 2 Camera (online) Model: 11528
• Axon Flex 2 Camera (offline) Model: 11529
4. Axon Flex 2 Controller Model: 11532
5. Axon Flex 2 USB Sync Cable Model: 11534
6. Axon Flex 2 Coiled Cable, Straight to Right Angle, 48″ (1.2 m)
7. Axon Flex 2 Camera Mounts:
• Oakley Flak Jacket Kit Model: 11544
• Collar Mount Model: 11545
• Oakley Clip Model: 11554
• Epaulette Mount Model: 11546
• Ballcap Mount Model: 11547
• Ballistic Vest Mount Model: 11555
8. Universal Helmet Mount Model: 11548
9. Axon Air System with Axon Evidence (Evidence.com) 5-Year License Model: 12332
10. Axon Body 2 Camera Model: 74001
11. Axon Flex 2 Controller and Axon Body 2 Camera Mounts:
• Z-Bracket, Men’s, Axon RapidLock Model: 74018
• Z-Bracket, Women’s Axon RapidLock Model: 74019
• Magnet, Flexible, Axon RapidLock Model: 74020
• Magnet, Outerwear, Axon RapidLock Model: 74021
• Small Pocket, 4″ (10.1 cm), Axon RapidLock Model: 74022 • Large Pocket, 6″ (15.2 cm), Axon RapidLock Model: 74023 • MOLLE Mount, Single, Axon RapidLock Model: 11507
• MOLLE Mount, Double, Axon RapidLock Model: 11508
• Belt Clip Mount, Axon RapidLock Model: 11509
12. Axon Fleet Camera
• Axon Fleet 2 Front Camera: 71079
• Axon Fleet 2 Front Camera Mount: 71080
• Axon Fleet 2 Rear Camera: 71081
• Axon Fleet 2 Rear Camera Controller: 71082
• Axon Fleet 2 Rear Camera Controller Mount: 71083
• Axon Fleet Battery System: 74024
• Axon Fleet Bluetooth Dongle: 74027
• Axon Fleet 3 Dual View Camera: 72000
• Axon Fleet 3 Interior Camera: 72037
• Axon Fleet Hub: 72010
13. Axon Signal Unit Model: 70112
97 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 16
14. Axon Dock Models:
• Axon Body 3 Dock – 8-Bay Model AX1026
• Axon Body 3 Dock – 1-Bay Model AX1027
• Power cord for Axon Body 3 6-Bay and Axon Body 2 6-Bay and 1-Bay Docks Model:
71019
• Axon Dock – Individual Bay and Core for Axon Flex 2
• Axon Dock – 6-Bay and Core for Axon Flex 2
• Individual Bay for Axon Flex 2 Model: 11538
• Core (compatible with all Individual Bays and 6-Bays) Model: 70027 • Wall Mount Bracket Assembly for Axon Dock: 70033
• Axon Dock – Individual Bay and Core for Axon Body 2 and Axon Fleet Model 74009 • Axon Dock – 6-Bay and Core for Axon Body 2 and Axon Fleet Model 74008 • Individual Bay for Axon Body 2 and Axon Fleet Model: 74011 • Axon Signal Performance Power Magazine (SPPM) Model: 70116 Axon Brand Model Numbers
1. Axon Body 3 Camera Model: 73202
2. Axon Flex 2 Cameras:
• Axon Flex 2 Camera (online) Model: 11528
• Axon Flex 2 Camera (offline) Model: 11529
3. Axon Flex 2 Controller Model: 11532
4. Axon Flex 2 USB Sync Cable Model: 11534
5. Axon Flex 2 Coiled Cable, Straight to Right Angle, 48″ (1.2 m)
6. Axon Flex 2 Camera Mounts:
• Oakley Flak Jacket Kit Model: 11544
• Collar Mount Model: 11545
• Oakley Clip Model: 11554
• Epaulette Mount Model: 11546
• Ballcap Mount Model: 11547
• Ballistic Vest Mount Model: 11555
• Universal Helmet Mount Model: 11548
7. Axon Body 2 Camera Model: 74001
8. Axon Body 2 Camera Mounts:
• Axon RapidLock Velcro Mount Model: 74054
9. Axon Flex 2 Controller and Axon Body 2 Camera Mounts:
• Z-Bracket, Men’s, Axon RapidLock Model: 74018
98 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 17 • Z-Bracket, Women’s Axon RapidLock Model: 74019
• Magnet, Flexible, Axon RapidLock Model: 74020
• Magnet, Outerwear, Axon RapidLock Model: 74021
• Small Pocket, 4″ (10.1 cm), Axon RapidLock Model: 74022 • Large Pocket, 6″ (15.2 cm), Axon RapidLock Model: 74023 • MOLLE Mount, Single, Axon RapidLock Model: 11507
• MOLLE Mount, Double, Axon RapidLock Model: 11508
• Belt Clip Mount, Axon RapidLock Model: 11509
10. Axon Air System with Axon Evidence (Evidence.com) 5-Year License Model: 12332
11. Axon Fleet 2 Camera
• Axon Fleet 2 Front Camera: 71079
• Axon Fleet 2 Front Camera Mount: 71080
• Axon Fleet 2 Rear Camera: 71081
• Axon Fleet 2 Rear Camera Controller: 71082
• Axon Fleet 2 Rear Camera Controller Mount: 71083
• Axon Fleet Battery System: 74024
• Axon Fleet Bluetooth Dongle: 74027
12. Axon Signal Unit Model: 70112
13. Axon Dock Models:
• Axon Dock – Individual Bay and Core for Axon Flex 2
• Axon Dock – 6-Bay and Core for Axon Flex 2
• Individual Bay for Axon Flex 2 Model: 11538
• Core (compatible with all Individual Bays and 6-Bays) Model: 70027 • Wall Mount Bracket Assembly for Axon Dock: 70033
• Axon Dock – Individual Bay and Core for Axon Body 2 and Axon Fleet Model 74009 • Axon Dock – 6-Bay and Core for Axon Body 2 and Axon Fleet Model 74008 • Individual Bay for Axon Body 2 and Axon Fleet Model: 74011 • Axon Dock – 1-Bay for Axon Body 3 Model: 71104
• Axon Dock – 8-Bay for Axon Body 3 Model: 74210
• Axon Dock – Individual Bay for Axon Body 4 Model: 100201 • Axon Dock – Multi-Bay for Axon Body 4 Model: 100206
TASER 7 Warranties
1. Tactical Battery Pack Model 20041
2. TASER 7 Dock and Core Warranty Model: 20042
3. TASER 7 Single Bay Dock and Core Warranty Model: 20047 Axon Product Packages
1. Officer Safety Plan: Includes an X2 or X26P energy weapon, Axon camera and Dock upgrade, and Evidence.com license and storage. See your Sales Representative for further details and Model numbers.
99 Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 18
2. Officer Safety Plan 7: Includes a TASER 7 energy weapon, Axon Body 3 camera, Axon Dock, Axon Camera and Dock upgrade, Axon Evidence (Evidence.com) licenses and storage, Axon Respond, and Axon Records Core.
3. Officer Safety Plan 7 Plus: Includes a TASER 7 energy weapon, Axon Body 3 camera, Axon Evidence (Evidence.com) licenses and storage, Axon Records Core, Axon Respond +, Axon Auto-Tagging Services, Axon Performance, Axon Citizen for Communities, Axon Redaction Assistant, and Axon Signal Sidearm.
4. Officer Safety Plan 7 Plus Premium: Includes a TASER 7 energy weapon, Axon Body 3 camera, Axon Evidence (Evidence.com) licenses and storage, Axon Records Core, Axon Respond +, Axon Auto-Tagging Services, Axon Performance, Axon Citizen for Communities, Axon Redaction Assistant, Axon Signal Sidearm, Axon Auto-Transcribe, Axon VR Training, and unlimited first-party and unlimited third-party storage.
5. TASER 7 Basic: Pays for TASER 7 program in installments over 5 years including access to Axon Evidence services for energy weapon program management.
6. TASER 7 Certification: Pays for TASER 7 program in installments over 5 years including access to Evidence.com for energy weapon program management, annual training cartridges, unlimited duty cartridges and online training content.
7. TASER Certification Add-On: Allows the agency to pay an annual fee to receive an annual allotment of training cartridges, unlimited duty cartridges and online training content.
8. TASER 7 Certification with Virtual Reality (VR): Pays for the TASER 7 program in installments over 5 years including access to Evidence.com for energy weapon program management, annual training cartridges, unlimited duty cartridges, online training content, and VR training.
9. TASER 60: Pays for X2 and X26P energy weapons and Spare Products in installments over 5 years.
10. Unlimited Cartridge Plan: Allows the agency to pay an annual fee to receive annual training cartridges, unlimited duty cartridges and unlimited batteries for the X2 and X26P.
11. TASER 60 Unlimited: Pays for X2 and X26P energy weapons and Spare Products in installments over 5 years and receive unlimited cartridges and batteries.
12. TASER 7 Close Quarters Dock Plan: Pays for TASER 7 Close Quarters Plan over a 5- year period in installments including access to Evidence.com for energy weapon program management, rechargeable batteries, annual cartridge shipments, unlimited duty cartridges, and access to online training.
13. Officer Safety Plan 10: Includes a TASER 10 energy weapon, the TASER 10 certification bundle, Axon body camera with Technology Assurance Plan (TAP),1 Axon Evidence (Evidence.com), unlimited body camera and Axon Capture storage, Command Staff Pro license (1 per 100), Axon Signal Sidearm, Axon Standards, and Axon Respond.
14. Officer Safety Plan 10 Plus: Includes a TASER 10 energy weapon, the TASER 10 1 Axon Body 3 or Axon Body 4 & Axon Dock (for cameras) hardware purchased separately.
Includes two Axon camera upgrades and one camera dock upgrade, which apply to 5-year contracts only.
100
Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 19 certification bundle, Axon body camera with Technology Assurance Plan (TAP),1 Axon Evidence (Evidence.com), unlimited body camera and Axon Capture storage, Command Staff Pro license (1 per 100), Axon Signal Sidearm, Axon Standards, Axon Respond, Axon Respond+, Axon Performance, Axon Community Request, Axon Investigate, Redaction Assistant, auto-tagging with implementation, channel services (3), third-party video storage (100 GB), third-party video playback, and Axon Records.
15. Officer Safety Plan 10 Premium: Includes a TASER 10 energy weapon, the TASER 10 certification bundle, Axon body camera with Technology Assurance Plan (TAP),1 Axon Evidence (Evidence.com), unlimited body camera and Axon Capture storage, Command Staff Pro license (1 per 100), Axon Signal Sidearm, Axon Standards, Axon Respond, Axon Respond+, Axon Performance, Axon Community Request, Axon Investigate, Redaction Assistant, auto-tagging with implementation, channel services (unlimited), third-party video storage (100 GB), third-party video playback, Axon Records, Axon VR training, Axon Auto-Transcribe, and My90 by Axon.
16. TASER 10 Basic: Pays for the TASER 10 program in installments over 5 years including access to Axon Evidence services for energy weapon program management.
17. TASER 10 Certification: Pays for TASER 10 program in installments over 5 years including access to Evidence.com for energy weapon program management, annual training cartridges, unlimited duty cartridges and online training content.
18. TASER 10 Certification with Virtual Reality (VR): Pays for the TASER 10 program in installments over 5 years including access to Evidence.com for energy weapon program management, annual training cartridges, unlimited duty cartridges, online training content, and VR training.
19. Axon Core: Pays for the TASER 7 CQ, TASER Dock, weapon Axon Evidence license, training and duty cartridges, Axon Body 3 camera, Professional Axon Evidence license, unlimited storage, camera hardware upgrade every 2.5 years, Axon Respond, Axon Signal Sidearm, , and auto tagging.
20. Axon Core+: Pays for the TASER 7 energy weapon, TASER Dock, weapon Axon Evidence license, training and duty cartridges, Axon Body 3 camera, Professional Axon Evidence license, unlimited storage, camera hardware upgrade every 2.5 years, Axon Respond, Axon Signal Sidearm, , and auto tagging.
21. Corrections Officer Safety Plan: Includes a TASER 7 energy weapon, Axon Body 3 Camera, Axon Dock, Axon Camera and Dock Upgrade, Axon Evidence Licenses and unlimited Axon storage.
22. Corrections Post OSP: Includes one TASER 7 energy weapon for every two licenses, one Axon Body 3 Camera for every two licenses, Axon Dock, Axon Camera and Dock Upgrade, Axon Evidence Licenses and unlimited Axon storage for each license. 101
Axon Enterprise, Inc. Energy Weapon and Axon System Sole Source Letter Version 48.0 Page 20
SOLE AUTHORIZED DISTRIBUTOR FOR
AXON BRAND CAMERAS AND TASER
BRAND ENERGY WEAPON PRODUCTS
SOLE AUTHORIZED REPAIR FACILITY
FOR AXON BRAND CAMERAS AND
TASER BRAND ENERGY WEAPON
PRODUCTS
Axon Enterprise, Inc.
17800 N. 85th Street, Scottsdale, AZ 85255
Phone: 800-978-2737
Fax: 480-991-0791
Axon Enterprise, Inc.
17800 N. 85th Street, Scottsdale, AZ 85255
Phone: 800-978-2737
Fax: 480-991-0791
Please contact your local Axon sales representative or call us at 1-800-978-2737 with any questions.
Sincerely,
Josh Isner
President
Axon Enterprise, Inc.
Non-Axon trademarks are property of their respective owners.
The Delta Logo, the Axon + Delta Logo, Axon, Axon Fleet, Axon Respond, Axon Citizen, Axon Evidence, Axon Flex, Axon Interview, Axon Records, Axon Respond, X2, X26P, TASER 7, TASER 10, TASER, and the Lightning Bolt in Circle Logo are trademarks of Axon Enterprise, Inc., some of which are registered in the US and other countries. For more information, visit www.axon.com/legal. All rights reserved. © 2023 Axon Enterprise, Inc. 102
Q-673322-45905AS
Issued: 09/05/2025
Quote Expiration: 08/31/2025
Estimated Contract Start Date: 12/01/2025
Account Number: 478901
Payment Terms:
Mode of Delivery: UPS-GND
Credit/Debit Amount: $0.00
SHIP TO BILL TO SALES REPRESENTATIVE PRIMARY CONTACT
Oakley Police Dept. - CA
3231 Main St
Oakley,
CA
94561-3147
USA
Oakley Police Dept. - CA
3231 Main St
Oakley
CA
94561-3147
USA
Email:
Adam Smith
Phone: 602-751-1798
Email: [email protected]
Fax: (480) 463-2201
Robert Roberts
Phone: 925 625-8825
Email: [email protected]
Fax:
Quote Summary Discount Summary
Program Length 60 Months Average Savings Per Year $47,343.48 TOTAL COST $563,151.46
ESTIMATED TOTAL W/ TAX $584,138.20 TOTAL SAVINGS $236,717.39 Axon Enterprise, Inc.
17800 N 85th St
Scottsdale, Arizona 85255
United States
VAT: 86-0741227
Domestic:(800) 978-2737
International: +1.800.978.2737
103
Payment Summary
Date Subtotal Tax Total
Nov 2025 $111,989.18 $4,192.03 $116,181.21
Nov 2026 $112,790.57 $4,198.70 $116,989.27
Nov 2027 $112,790.57 $4,198.70 $116,989.27
Nov 2028 $112,790.57 $4,198.70 $116,989.27
Nov 2029 $112,790.57 $4,198.61 $116,989.18
Total $563,151.46 $20,986.74 $584,138.20
104
Quote Unbundled Price: $799,898.10
Quote List Price: $673,364.70
Quote Subtotal: $563,151.46
Pricing
All deliverables are detailed in Delivery Schedules section lower in proposal Item Description Qty Term Unbundled List Price Net Price Subtotal Tax Total Program
100553 TRANSFER CREDIT - SOFTWARE AND SERVICES 1 $1.00 ($10,008.09) ($10,008.09) $0.00 ($10,008.09) 100552 TRANSFER CREDIT - GOODS 1 $1.00 ($1.25) ($1.25) ($0.11) ($1.36) M00031 BUNDLE - OFFICER SAFETY PLAN 10 44 60 $275.18 $227.49 $209.29 $552,525.60 $20,743.35 $573,268.95 BWCamMBDTAP Body Worn Camera Multi-Bay Dock TAP Bundle 1 60 $73.05 $62.52 $57.52 $3,451.20 $243.50 $3,694.70 A la Carte Hardware
H00002 AB4 Multi Bay Dock Bundle 7 $1,638.90 $0.00 $0.00 $0.00 $0.00 H00001 AB4 Camera Bundle 44 $899.00 $0.00 $0.00 $0.00 $0.00 A la Carte Software
BasicLicense Basic License Bundle 8 60 $16.27 $16.25 $7,800.00 $0.00 $7,800.00 A la Carte Services
101208 AXON TASER 10 - 2 DAY INSTRUCTOR COURSE - INSIDE SALES 1 $2,700.00 $2,484.00 $2,484.00 $0.00 $2,484.00
20379 AXON VR - PSO - FULL INSTALLATION - INSIDE SALES 1 $7,500.00 $6,900.00 $6,900.00 $0.00 $6,900.00 Total $563,151.46 $20,986.74 $584,138.20
Delivery Schedule
Hardware
Bundle Item Description QTY Shipping Location Estimated Delivery Date AB4 Camera Bundle 100147 AXON BODY 4 - CAMERA - NA US FIRST RESPONDER BLK RAPIDLOCK 1 1 11/01/2025
AB4 Camera Bundle 100147 AXON BODY 4 - CAMERA - NA US FIRST RESPONDER BLK RAPIDLOCK 44 1 11/01/2025
AB4 Camera Bundle 100466 AXON BODY 4 - CABLE - USB-C TO USB-C 49 1 11/01/2025 AB4 Camera Bundle 100775 AXON BODY 4 - MAGNETIC DISCONNECT CABLE 49 1 11/01/2025 AB4 Camera Bundle 74028 AXON BODY - MOUNT - WING CLIP RAPIDLOCK 49 1 11/01/2025 AB4 Multi Bay Dock Bundle 100206 AXON BODY 4 - 8 BAY DOCK 7 1 11/01/2025 AB4 Multi Bay Dock Bundle 70033 AXON - DOCK WALL MOUNT - BRACKET ASSY 7 1 11/01/2025 AB4 Multi Bay Dock Bundle 71019 AXON BODY - DOCK POWERCORD - NORTH AMERICA 7 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 100126 AXON VR - TACTICAL BAG 1 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 100390 AXON TASER 10 - HANDLE - YELLOW CLASS 3R 1 2 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 100390 AXON TASER 10 - HANDLE - YELLOW CLASS 3R 44 2 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 100394 AXON TASER 10 - MAGAZINE - HALT TRAINING BLUE 4 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 100396 AXON TASER 10 - MAGAZINE - INERT RED 1 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 100399 AXON TASER 10 - CARTRIDGE - LIVE 660 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 100400 AXON TASER 10 - CARTRIDGE - HALT 310 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 100401 AXON TASER 10 - CARTRIDGE - INERT 20 1 11/01/2025 105
Hardware
Bundle Item Description QTY Shipping Location Estimated Delivery Date BUNDLE - OFFICER SAFETY PLAN 10 100591 AXON TASER - CLEANING KIT 1 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 100611 AXON TASER 10 - SAFARILAND HOLSTER - RH 4 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 100613 AXON TASER 10 - SAFARILAND HOLSTER - LH 40 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 100623 ENHANCED HOOK-AND-LOOP TRAINING (HALT) SUIT (V2) 1 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 100681 AXON SIGNAL - SIDEARM SENSOR ONLY 44 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 100748 AXON VR - CONTROLLER - TASER 10 1 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 101122 AXON VR - HOLSTER - T10 SAFARILAND GRAY - RH 1 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 101455 AXON TASER 10 - REPLACEMENT TOOL KIT - INTERPOSER BUCKET 1 1 11/01/2025
BUNDLE - OFFICER SAFETY PLAN 10 101456 AXON TASER 10 - REPLACEMENT INTERPOSER BUCKET 1 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 20018 AXON TASER - BATTERY PACK - TACTICAL 1 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 20018 AXON TASER - BATTERY PACK - TACTICAL 44 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 20018 AXON TASER - BATTERY PACK - TACTICAL 9 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 70033 AXON - DOCK WALL MOUNT - BRACKET ASSY 1 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 71019 AXON BODY - DOCK POWERCORD - NORTH AMERICA 1 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 71044 AXON SIGNAL - BATTERY - CR2430 SINGLE PACK 88 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 74200 AXON TASER - DOCK - SIX BAY PLUS CORE 1 1 11/01/2025 BUNDLE - OFFICER SAFETY PLAN 10 80087 AXON TASER - TARGET - CONDUCTIVE PROFESSIONAL RUGGEDIZED 1 1 11/01/2025
BUNDLE - OFFICER SAFETY PLAN 10 80090 AXON TASER - TARGET FRAME - PROFESSIONAL 27.5 IN X 75 IN 1 1 11/01/2025
BUNDLE - OFFICER SAFETY PLAN 10 100400 AXON TASER 10 - CARTRIDGE - HALT 220 1 11/01/2026 BUNDLE - OFFICER SAFETY PLAN 10 100400 AXON TASER 10 - CARTRIDGE - HALT 220 1 11/01/2027 Body Worn Camera Multi-Bay Dock TAP Bundle 73689 AXON BODY - TAP REFRESH 1 - DOCK MULTI BAY 1 1 05/01/2028 BUNDLE - OFFICER SAFETY PLAN 10 101012 AXON VR - TAP REFRESH 1 - CONTROLLER 1 1 05/01/2028 BUNDLE - OFFICER SAFETY PLAN 10 20373 AXON VR - TAP REFRESH 1 - HEADSET 1 1 05/01/2028 BUNDLE - OFFICER SAFETY PLAN 10 73309 AXON BODY - TAP REFRESH 1 - CAMERA 45 1 05/01/2028 BUNDLE - OFFICER SAFETY PLAN 10 73689 AXON BODY - TAP REFRESH 1 - DOCK MULTI BAY 6 1 05/01/2028 BUNDLE - OFFICER SAFETY PLAN 10 100400 AXON TASER 10 - CARTRIDGE - HALT 220 1 11/01/2028 BUNDLE - OFFICER SAFETY PLAN 10 100400 AXON TASER 10 - CARTRIDGE - HALT 220 1 11/01/2029 Body Worn Camera Multi-Bay Dock TAP Bundle 73688 AXON BODY - TAP REFRESH 2 - DOCK MULTI BAY 1 1 11/01/2030 BUNDLE - OFFICER SAFETY PLAN 10 73310 AXON BODY - TAP REFRESH 2 - CAMERA 45 1 11/01/2030 BUNDLE - OFFICER SAFETY PLAN 10 73688 AXON BODY - TAP REFRESH 2 - DOCK MULTI BAY 6 1 11/01/2030 Software
Bundle Item Description QTY Estimated Start Date Estimated End Date Basic License Bundle 73683 AXON EVIDENCE - STORAGE - 10GB A LA CARTE 8 12/01/2025 11/30/2030 Basic License Bundle 73840 AXON EVIDENCE - ECOM LICENSE - BASIC 8 12/01/2025 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 101180 AXON TASER - DATA SCIENCE PROGRAM 44 12/01/2025 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 101703 AXON VR - USER ACCESS - TASER SKILLS 44 12/01/2025 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 20248 AXON TASER - EVIDENCE.COM LICENSE 1 12/01/2025 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 20248 AXON TASER - EVIDENCE.COM LICENSE 44 12/01/2025 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 73447 AXON FUSUS - LICENSE - PLUS USER 44 12/01/2025 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 73449 AXON BODY - LICENSE - DEVICE CONNECTIVITY 44 12/01/2025 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 73638 AXON STANDARDS - LICENSE 44 12/01/2025 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 73683 AXON EVIDENCE - STORAGE - 10GB A LA CARTE 440 12/01/2025 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 73686 AXON EVIDENCE - STORAGE - UNLIMITED (AXON DEVICE) 44 12/01/2025 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 73746 AXON EVIDENCE - ECOM LICENSE - PRO 44 12/01/2025 11/30/2030 106
Services
Bundle Item Description QTY
BUNDLE - OFFICER SAFETY PLAN 10 100751 AXON TASER 10 - REPLACEMENT ACCESS PROGRAM - DUTY CARTRIDGE 44 BUNDLE - OFFICER SAFETY PLAN 10 101193 AXON TASER - ON DEMAND CERTIFICATION 44 A la Carte 101208 AXON TASER 10 - 2 DAY INSTRUCTOR COURSE - INSIDE SALES 1 A la Carte 20379 AXON VR - PSO - FULL INSTALLATION - INSIDE SALES 1 Warranties
Bundle Item Description QTY Estimated Start Date Estimated End Date Body Worn Camera Multi-Bay Dock TAP Bundle 80465 AXON BODY - TAP WARRANTY - MULTI BAY DOCK 1 11/01/2026 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 100704 AXON TASER 10 - EXT WARRANTY - HANDLE 44 11/01/2026 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 100704 AXON TASER 10 - EXT WARRANTY - HANDLE 1 11/01/2026 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 101007 AXON VR - EXT WARRANTY - CONTROLLER 1 11/01/2026 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 80374 AXON TASER - EXT WARRANTY - BATTERY PACK T7/T10 9 11/01/2026 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 80374 AXON TASER - EXT WARRANTY - BATTERY PACK T7/T10 44 11/01/2026 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 80374 AXON TASER - EXT WARRANTY - BATTERY PACK T7/T10 1 11/01/2026 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 80396 AXON TASER - EXT WARRANTY - DOCK SIX BAY T7/T10 1 11/01/2026 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 80464 AXON BODY - TAP WARRANTY - CAMERA 44 11/01/2026 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 80464 AXON BODY - TAP WARRANTY - CAMERA 1 11/01/2026 11/30/2030 BUNDLE - OFFICER SAFETY PLAN 10 80465 AXON BODY - TAP WARRANTY - MULTI BAY DOCK 6 11/01/2026 11/30/2030 107
Shipping Locations
Location Number Street City State Zip Country
1 3231 Main St Oakley CA 94561-3147 USA
2 3231 Main St Oakley CA 94561-3147 USA
2 3231 Main St Oakley CA 94561-3147 USA
Payment Details
Nov 2025
Invoice Plan Item Description Qty Subtotal Tax Total
Transfer Credits 100552 TRANSFER CREDIT - GOODS 1 ($1.25) ($0.11) ($1.36) Transfer Credits 100553 TRANSFER CREDIT - SOFTWARE AND SERVICES 1 ($10,008.09) $0.00 ($10,008.09) Upfront Hardware and PSO 101208 AXON TASER 10 - 2 DAY INSTRUCTOR COURSE - INSIDE SALES 1 $2,484.00 $0.00 $2,484.00 Upfront Hardware and PSO 20379 AXON VR - PSO - FULL INSTALLATION - INSIDE SALES 1 $6,900.00 $0.00 $6,900.00 Upfront Hardware and PSO H00001 AB4 Camera Bundle 44 $0.00 $0.00 $0.00 Upfront Hardware and PSO H00002 AB4 Multi Bay Dock Bundle 7 $0.00 $0.00 $0.00 Year 1 BasicLicense Basic License Bundle 8 $1,558.05 $0.00 $1,558.05 Year 1 BWCamMBDTAP Body Worn Camera Multi-Bay Dock TAP Bundle 1 $689.38 $48.64 $738.02 Year 1 M00031 BUNDLE - OFFICER SAFETY PLAN 10 44 $110,367.09 $4,143.50 $114,510.59 Total $111,989.18 $4,192.03 $116,181.21
Dec 2025
Invoice Plan Item Description Qty Subtotal Tax Total
Invoice Upon Fulfillment M00031 BUNDLE - OFFICER SAFETY PLAN 10 44 $0.00 $0.00 $0.00 Total $0.00 $0.00 $0.00
Nov 2026
Invoice Plan Item Description Qty Subtotal Tax Total
Year 2 BasicLicense Basic License Bundle 8 $1,560.49 $0.00 $1,560.49 Year 2 BWCamMBDTAP Body Worn Camera Multi-Bay Dock TAP Bundle 1 $690.45 $48.72 $739.17 Year 2 M00031 BUNDLE - OFFICER SAFETY PLAN 10 44 $110,539.63 $4,149.98 $114,689.61 Total $112,790.57 $4,198.70 $116,989.27
Nov 2027
Invoice Plan Item Description Qty Subtotal Tax Total
Year 3 BasicLicense Basic License Bundle 8 $1,560.49 $0.00 $1,560.49 Year 3 BWCamMBDTAP Body Worn Camera Multi-Bay Dock TAP Bundle 1 $690.45 $48.72 $739.17 Year 3 M00031 BUNDLE - OFFICER SAFETY PLAN 10 44 $110,539.63 $4,149.98 $114,689.61 Total $112,790.57 $4,198.70 $116,989.27
Nov 2028
Invoice Plan Item Description Qty Subtotal Tax Total
Year 4 BasicLicense Basic License Bundle 8 $1,560.49 $0.00 $1,560.49 Year 4 BWCamMBDTAP Body Worn Camera Multi-Bay Dock TAP Bundle 1 $690.45 $48.72 $739.17 108
Nov 2028
Invoice Plan Item Description Qty Subtotal Tax Total
Year 4 M00031 BUNDLE - OFFICER SAFETY PLAN 10 44 $110,539.63 $4,149.98 $114,689.61 Total $112,790.57 $4,198.70 $116,989.27
Nov 2029
Invoice Plan Item Description Qty Subtotal Tax Total
Year 5 BasicLicense Basic License Bundle 8 $1,560.49 $0.00 $1,560.49 Year 5 BWCamMBDTAP Body Worn Camera Multi-Bay Dock TAP Bundle 1 $690.45 $48.70 $739.15 Year 5 M00031 BUNDLE - OFFICER SAFETY PLAN 10 44 $110,539.63 $4,149.91 $114,689.54 Total $112,790.57 $4,198.61 $116,989.18
109
Tax is estimated based on rates applicable at date of quote and subject to change at time of invoicing. If a tax exemption certificate should be applied, please submit prior to invoicing.
Standard Terms and Conditions
Axon Enterprise Inc. Sales Terms and Conditions
Axon Master Services and Purchasing Agreement:
This Quote is limited to and conditional upon your acceptance of the provisions set forth herein and Axon’s Master Services and Purchasing Agreement (posted at https://www.axon.com/sales-terms-and-conditions), as well as the attached Statement of Work (SOW) for Axon Fleet and/or Axon Interview Room purchase, if applicable. In the event you and Axon have entered into a prior agreement to govern all future purchases, that agreement shall govern to the extent it includes the products and services being purchased and does not conflict with the Axon Customer Experience Improvement Program Appendix as described below.
ACEIP:
The Axon Customer Experience Improvement Program Appendix, which includes the sharing of de-identified segments of Agency Content with Axon to develop new products and improve your product experience (posted at www.axon.com/legal/sales-terms-and-conditions), is incorporated herein by reference. By signing below, you agree to the terms of the Axon Customer Experience Improvement Program.
Acceptance of Terms:
Any purchase order issued in response to this Quote is subject solely to the above referenced terms and conditions. By signing below, you represent that you are lawfully able to enter into contracts. If you are signing on behalf of an entity (including but not limited to the company, municipality, or government agency for whom you work), you represent to Axon that you have legal authority to bind that entity. If you do not have this authority, please do not sign this Quote.
Exceptions to Standard Terms and Conditions
110
Agency has existing contract(s) originated via Quote(s):
Q-277178, Q-297608, Q-302079, Q-309434, Q-402437, Q-470841, Q-513458, Q-526007 Agency is terminating those contracts effective 12/1/2025 Any changes in this date will result in modification of the program value which may result in additional fees or credits due to or from Axon.
The parties agree that Axon is applying a Net Transfer Credit of -$10,009.34 Any credits contained in this quote are contingent upon payment in full of the following amounts:
Q-309434 - INUS302675 - 12/2/2024 - $93,161.70
100% discounted body-worn camera and docking station hardware contained in this quote reflects a TAP replacement for hardware purchased under existing quotes aforementioned above. All TAP obligations from this contract will be considered fulfilled upon execution of this quote. \s1\ \d1\
Signature Date Signed
9/5/2025
111
112
Resolution No. XX-25 Page 1 of 1
RESOLUTION NO. XX-25
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH AXON ENTERPRISE, INC.
FOR THE PURCHASE OF BODY-WORN CAMERAS, TASERS, AND USE OF THE DIGITAL EVIDENCE SYSTEM FOR THE OAKLEY POLICE DEPARTMENT.
BE IT RESOLVED by the City Council of the City of Oakley that the City Manager is hereby authorized and directed to sign on behalf of the City a certain Agreement with Axon Enterprise, Inc. for the purchase of 44 Conducted Energy Weapons, including digital evidence storage for Body Worn Cameras; with payments spread out over five years; and, an exact copy of said Agreement is attached hereto.
BE IT FURTHER RESOLVED that the City Council appropriates funds from the General Fund’s Fund Balance and authorizes the use of these appropriated funds required to complete the terms of the Agreement.
PASSED AND ADOPTED by the City Council of the City of Oakley this 23rd day of September 2025 by the following vote:
AYES:
NOES:
ABSTENTION:
ABSENT:
APPROVED:
__________________
Shannon Shaw, Mayor
ATTEST:
_________________
Kim Snodgrass, City Clerk Date
113
STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
DATE: September 23, 2025
TO: Joshua McMurray, City Manager
FROM: Ken Strelo, Community Development Director
SUBJECT: General Plan Amendment in Compliance with AB 2140 (GPA 2025-002) - Adopt a resolution approving a General Plan Amendment (GPA 2025- 002) amending the Community Health and Safety Element of the City of Oakley General Plan with text amendments to adopt by reference, and add summary text in relation to, the 2024 Hazard Mitigation Plan – City of Oakley Annex in compliance with Assembly Bill 2140 (2006) Summary
This is a City-initiated request for a General Plan Amendment (GPA 2025-002) to amend the Community Health and Safety Element of the City of Oakley (“City”) General Plan (“General Plan”) with text amendments to adopt by reference, and add summary text in relation to, the 2024 Hazard Mitigation Plan - City of Oakley Annex in compliance with Assembly Bill 2140 (2006) (“Project”). If adopted, this action would constitute the first amendment to the Safety Element of the General Plan in 2025.
Background and Discussion
LOCAL HAZARD MITIGATION PLAN
Throughout 2024, City Staff worked with Contra Costa County and other local jurisdictions to update the 2018 Contra Costa County Local Hazard Mitigation Plan (“County LHMP”) in accordance with 44 CFR section 201.6(a)(4) which allows for local governments to work together to create a multi-jurisdictional plan. Each respective city created their own LHMP to be included in the County LHMP as separate annexes.
The City of Oakley Annex (“Annex”) was led by the Assistant City Manager with the assistance and cooperation of several Department Heads, Division Managers and Staff, as well as review and input from County Staff. The Annex identifies mitigation goals and actions to reduce or eliminate long-term risk to people and property in the City of Oakley from the impacts of future hazards and disasters. On February 11, 2025, the City Council unanimously adopted Resolution No. 21-25 adopting the 2024 Contra Costa County Local Hazard Mitigation Plan – City of Oakley Annex.
AB 2140
In 2006, the Legislature passed California Assembly Bill No. 2140 (AB 2140), allowing California counties and cities to be considered for additional state costshare funding on eligible Public Assistance projects if they adopt their FEMAApproved and Forwarded to the
City Council
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STAFF REPORT
C 2 ITY HALL | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
approved Local Hazard Mitigation Plan (LHMP) into the Community Health and Safety Element of their General Plan. AB 2140 is not a requirement; it is an optional state incentive to help counties and cities become more resilient to natural hazards.
Amending the Community Health and Safety Element of the General Plan with text amendments to incorporate the 2024 City of Oakley Annex by reference and adding summary text relating to the Oakley Annex will bring the City into compliance with AB 2140, allowing Oakley to be considered for additional funding on eligible Public Assistance projects.
The California Disaster Assistance Act (“CDAA”) authorizes the California Governor’s Office of Emergency Services (CalOES) to provide state financial assistance to local governments for disaster-related costs related to disaster events and certain emergency activities undertaken in response to a state of emergency proclaimed by the Governor. The amount of assistance is capped at 75% of the total recovery costs. Compliance with AB 2140 would allow CalOES to provide financial assistance on a portion or all the remaining 25% of the recovery costs (i.e. the local share costs).
City of Oakley General Plan
On January 11, 2022, the City Council adopted the City of Oakley General Plan Focused General Plan Update (“General Plan”). The Community Health and Safety Element, Chapter 8, of the General Plan (hereinafter referred to as “Element”) includes discussion on “Public Protection and Disaster Planning.” Specifically, the Element mentions how disaster planning is conducted at countywide, multi-county, or regional levels. It also includes mention of the Contra Costa LHMP and how the Element incorporates local programs to reduce the exposure of the community to unreasonable risks associated with hazards addressed in the LHMP. Staff is proposing this section be updated to reflect summarized text and adopt by reference the adopted 2024 Oakley Annex into the City of Oakley General Plan. A tracked changes version of these text amendments is included as Attachment 2 to this Staff Report. An active hyperlink and full URL is included in the text being added to the General Plan to help direct readers to the Oakley Annex document.
Planning Commission Recommendation
On August 8, 2025, the City of Oakley Planning Commission adopted Planning Commission Resolution No. 10-25, recommending the City Council adopt a resolution approving this General Plan Amendment. The vote was 4 ayes, 0 noes, 0 abstentions, and 1 absent. A copy of Planning Commission Resolution No 10-25 is attached to this Staff Report as Attachment 3 for reference. 115
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C 3 ITY HALL | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
Analysis
The 2024 Oakley Annex has already been adopted by the City Council. This action only results in a net-positive for the City of Oakley. This is a minor text amendment to the General Plan resulting in potentially significant cost savings to the City and by extension, Oakley residents, in the event of a disaster requiring recovery efforts.
Compliance with AB 2140 would mean General Funds or reserve funds that may otherwise be required for local-share costs for disaster recovery could be retained should CalOES cover a portion or all the local-share costs.
Since the 2024 Oakley Annex will be adopted into the General Plan by reference in its entirety, there is no need to modify or add additional goals, policies or programs to the Element. Also, state law allows local jurisdictions to amend each of their respective General Plan elements up to four times per year. This will be the first amendment to the Community Health and Safety Element for year 2025. There are no other planned amendments to this Element for this year, and Staff is not concerned that this amendment will jeopardize future unforeseen amendment requirements that could arise.
California Environmental Quality Act
The proposed text amendment is exempt from CEQA, pursuant to CEQA Guidelines section 15061(b)(3), because it can be seen with certainty that a text amendment to the General Plan adopting the 2024 Oakley LHMP by reference and adding summary text does not have the potential for causing a significant effect on the environment.
Consistency with the Oakley Strategic Plan 27+
Amending the General Plan to incorporate the 2024 Oakley Annex by reference; thereby, bringing the City into compliance with the optional AB 2140 and making the City eligible to receive additional disaster relief funds is consistent with the Finance and Fiscal Responsibility Goal of the City of Oakley Strategic Plan 2022-2027+.
Fiscal Impact
There is no fiscal impact associated with this General Plan Amendment request aside from one-time costs related to Staff time and materials to prepare this report, which are covered by the General Fund. Potential future fiscal impacts could only result in a net-positive to the City’s General Fund or reserve funds through further eligibility for additional state disaster relief funds.
Staff Recommendation
Staff recommends the City Council adopt a resolution approving a General Plan Amendment (GPA 2025-002) amending the Community Health and Safety Element 116
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C 4 ITY HALL | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
of the City of Oakley General Plan with text amendments to adopt by reference, and add summary text in relation to, the 2024 Hazard Mitigation Plan - City of Oakley Annex in compliance with Assembly Bill 2140 (2006) and finding the action exempt from CEQA pursuant to CEQA Guidelines Section 15061(b)(3).
Attachments
1. Notice of Public Hearing
2. Tracked Changes to the Oakley General Plan
3. Planning Commission Resolution No. 10-25
4. Proposed Resolution
Available Online or in the City Clerk’s Reading File
• 2024 Hazard Mitigation Plan – City of Oakley Annex:
www.oakleyca.gov/LHMP (PDF)
• City of Oakley General Plan, adopted January 11, 2022 www.oakleyca.gov/GeneralPlan (PDF)
117
NOTICE OF PUBLIC HEARING
Notice is hereby given that on September 23, 2025 at 6:30 p.m., or as soon thereafter as the matter may be heard, the City Council of the City of Oakley will hold a Public Hearing at the Council Chambers located at 3231 Main Street, Oakley, CA 94561 for the purposes of considering an application as described below:
Project Name: General Plan Amendment in Compliance with AB 2140 (GPA 2025-002) Project Location: Citywide
Applicant: City of Oakley, 3231 Main Street, Oakley, CA 94561 Request: This is a City-initiated request for a General Plan Amendment (GPA 2025-002) to amend the Community Health and Safety Element of the City of Oakley (“City”) General Plan (“General Plan”) with text amendments to adopt by reference, and add summary text in relation to, the 2024 Hazard Mitigation Plan - City of Oakley Annex in compliance with Assembly Bill 2140 (2006) (“Project”). If adopted, this action would constitute the first amendment to the Safety Element of the General Plan in 2025.
How to Review: The Staff Report and its attachments will be available for public review, on or before September 18, 2025 at City Hall, 3231 Main Street, Oakley, CA 94561 or online at https://www.oakleyca.gov/129/Agendas-Minutes by navigating to the September 23, 2025 City Council agenda and clicking the project title link. Interested persons are invited to submit written comments prior to and may testify at the public hearing. Written comments may be submitted to Ken Strelo, Community Development Director at the City of Oakley, 3231 Main Street, Oakley, CA 94561 or by email to [email protected].
NOTICE IS ALSO GIVEN pursuant to Government Code Section 65009(b) that, if this matter is subsequently challenged in Court by you or others, you may be limited to raising only those issues you or someone else has raised at a Public Hearing described in this notice or in written correspondence delivered to the City of Oakley City Clerk at, or prior to, the Public Hearing. 118
Oakley General Plan Amendment (GPA 2025-002)
Text Amendment to the Community Health and Safety Element of the Oakley General Plan Adopting by Reference and Adding Summary Text in Relation to the 2024 Hazard Mitigation Plan – City of Oakley Annex in Compliance with Assembly Bill 2140
Pages 8-17 and 8-18 of the Oakley General Plan includes a section within the Community Health and Safety Element, titled “Public Protection and Disaster Planning.” That section is proposed to be amended as follows where underlined text is to be added and strikethrough text is to be deleted.
Public Protection and Disaster Planning
Hospitals, ambulance companies, and fire districts provide medical emergency services. Considerable thought and planning have gone into efforts to improve responses to day-today emergencies and planning for a general disaster response capability.
Identification of streets, house numbers, and townhouse and apartment units is a major factor hampering emergency medical response. Design of multi-story buildings rarely includes elevators or stairways that can accommodate gurneys. In the event of a disaster, many people could be affected.
A variety of State, regional, and local agencies are responsible for disaster planning, as well as for providing coordination and relief services in the event of a natural disaster. These agencies include: the Federal Emergency Management Agency (FEMA), California Office of Emergency Services; the Department of Water Resources Division of Flood Management; the Contra Costa County Office of Emergency Services; the Contra Costa County Sheriff’s Office; the East Contra Costa Fire Protection District; the City of Oakley Emergency Management Organization; and the Oakley Police Department.
Generally, disaster planning is conducted at a countywide, multi-county, or regional level, with comprehensive programs established to protect persons from natural or human-caused disasters. The Local Hazard Mitigation Plan (LHMP) for the City of Oakley planning area was developed in accordance with the Disaster Mitigation Act of 2000 (DMA 2000) and followed FEMA’s Local Hazard Mitigation Plan guidance. The LHMP incorporates a process where hazards are identified and profiled, the people and facilities at risk are analyzed, and mitigation actions are developed to reduce or eliminate hazard risk. The implementation of these mitigation actions, which include both short and long-term strategies, involve planning, policy changes, programs, projects, and other activities. Oakley’s LHMP was adopted by the Oakley City Council on February 11, 2025, through Resolution No. 21-25. It is adopted, by reference, into this Community Health and Safety 119
Element of the Oakley General Plan and is available on the City of Oakley website at: www.oakleyca.gov/LHMP (PDF). The Oakley LHMP is also included as an annex to the Contra Costa County 2024 Hazard Mitigation Plan. Contra Costa County, through the Contra Costa County Local Hazard Mitigation Plan (LHMP) identifies risks associated with various types of hazards and disasters at the regional and local scale. The LHMP identifies the extent to which critical facilities, infrastructure, the population, and/or buildings in Oakley estimated to be affected under a range of hazards-related scenarios, including dam failure, earthquake, 10- year/100-year/500-year flood, landslide, and wildfire), has identified various hazards and identifies approaches for local governments to consider to address programs to address disaster planning and public protection. This Community Health and Safety Element incorporates local programs to reduce the exposure of the community to unreasonable risks associated with hazards addressed in the LHMP.
Recognizing the City’s responsibility to protect life and property, the City has adopted an Emergency Operations Plan that provides detailed operational and recovery actions the City will take in the event of natural hazards, such as earthquakes, floods, levee breaks, wildland fires, and extreme weather, and technological/man-made hazards, including hazardous materials release, major vehicle accident, train accident, airplane crash, civil disturbance, and terrorism. 120
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Resolution No. XX-25 1 of 3 September 23, 2025
RESOLUTION NO. XX-25
A RESOLUTION OF THE CITY OF OAKLEY CITY COUNCIL APPROVING A GENERAL PLAN AMENDMENT (GPA 2025-002) AMENDING THE COMMUNITY
HEALTH AND SAFETY ELEMENT OF THE CITY OF OAKLEY GENERAL PLAN
WITH TEXT AMENDMENTS TO ADOPT BY REFERENCE, AND ADD SUMMARY TEXT IN RELATION TO, THE 2024 HAZARD MITIGATION PLAN - CITY OF OAKLEY ANNEX IN COMPLIANCE WITH ASSEMBLY BILL 2140 (2006) AND FINDING THE
ACTION EXEMPT FROM CEQA PURSUANT TO CEQA GUIDELINES SECTION 15061(B)(3)
WHEREAS, on July 1, 1999, the incorporation of the City of Oakley took effect; and
WHEREAS, on July 1, 1999, the City Council adopted Resolution No. 03-99, adopting the Contra Costa County General Plan for the Oakley Area as its general plan; and
WHEREAS, on December 16, 2002, the City Council adopted Resolution No. 76- 02, adopting the Oakley 2020 General Plan; and
WHEREAS, since the 2002 adoption of the 2020 General Plan, the City has amended the General Plan from time to time, including changes to the Land Use Map and updates to individual General Plan elements to meet requirements of state law; and WHEREAS, this is a City-initiated request for a General Plan Amendment (GPA 2025-002) to amend the Community Health and Safety Element of the City of Oakley (“City”) General Plan (“General Plan”) with text amendments to adopt by reference, and add summary text in relation to, the 2024 Hazard Mitigation Plan - City of Oakley Annex in compliance with Assembly Bill 2140 (2006) (“Project”). If adopted, this action would constitute the first amendment to the Safety Element of the General Plan in 2025; and WHEREAS, the 2024 Hazard Mitigation Plan - City of Oakley Annex hereinafter may be referred to as “2024 Oakley Annex,” which is the City’s Local Hazard Mitigation Plan (“LHMP”); and
WHEREAS, throughout 2024, City Staff worked with Contra Costa County and other local jurisdictions to update the 2018 Contra Costa County Local Hazard Mitigation Plan (“County LHMP”) in accordance with 44 CFR section 201.6(a)(4) which allows for local governments to work together to create a multi-jurisdictional plan. Each respective city created their own LHMP to be included in the County LHMP as separate annexes; and
WHEREAS, on February 11, 2025, the City Council unanimously adopted Resolution No. 21-25 adopting the 2024 Contra Costa County Local Hazard Mitigation Plan – City of Oakley Annex.
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Resolution No. XX-25 2 of 3 September 23, 2025
WHEREAS, in 2006, the Legislature passed California Assembly Bill No. 2140 (AB 2140), allowing California counties and cities to be considered for additional state costshare funding on eligible Public Assistance projects if they adopt their FEMA-approved Local Hazard Mitigation Plan (LHMP) into the Community Health and Safety Element of their General Plan; and
WHEREAS, amending the Community Health and Safety Element of the General Plan with text amendments to incorporate the 2024 Oakley Annex by reference and adding summary text relating to the 2024 Oakley Annex will bring the City into compliance with AB 2140, allowing Oakley to be considered for additional funding on eligible Public Assistance projects; and
WHEREAS, on August 5, 2025, the Planning Commission held a duly noticed public hearing at which it received a report from City Staff, oral and written testimony from the public, and deliberated on the project. At the conclusion of its deliberations, the Planning Commission took a vote and adopted Planning Commission Resolution No. 10- 25, recommending the City Council adopt a resolution approving the project; and WHEREAS, on or before September 12, 2025, the Notice of Public Hearing for the project was posted at Oakley City Hall located at 3231 Main Street, outside the gym at Delta Vista Middle School located at 4901 Frank Hengel Way, and outside the library at Freedom High School located at 1050 Neroly Road. The notice was also mailed out to outside agencies, and to parties requesting such notice. In addition, the notice was published in the East County Times newspaper; and
WHEREAS, on September 23, 2025, the City Council opened the public hearing at which it received a report from City Staff, oral and written testimony from the public, and deliberated on the project. At the conclusion of its deliberations, the City Council took a vote and adopted this resolution approving the project; and WHEREAS, these Findings are based on the City’s General Plan, the 2024 Hazard Mitigation Plan - City of Oakley Annex, AB 2140 (2006), and the information submitted to the City Council at its September 23, 2025 meeting, both written and oral, as reflected in the minutes of such meetings, together with the documents contained in the file for this project (GPA 2025-002) (hereafter the “Record”).
NOW, THEREFORE, on the basis of the above findings of fact and the entire Record, the City Council makes the following findings in relation to a General Plan Amendment (GPA 2025-002) for text amendments to the Community Health and Safety Element of the City of Oakley General Plan, made a part of this record as an attachment to the project Staff in support of the recommended approvals:
1. The proposed project conforms to the provisions and standards of the General Plan in that the proposed amendment is internally consistent with all other provisions of the General Plan and does not conflict with any of the previously adopted Goals, Policies, and Programs of the General Plan, unless otherwise modified as a result of this update; and
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Resolution No. XX-25 3 of 3 September 23, 2025
2. The proposed project is necessary to implement the goals and objectives of the General Plan in that the current version of the General Plan was adopted prior to the City Council adoption of the 2024 Oakley Annex. The text speaks about working with the County on a Local Hazard Mitigation Plan. These amendments are necessary to bring the General Plan up to date now that the County and City have both adopted their respective Hazard Mitigation Plans; and
3. The proposed Amendment will not be detrimental to the public interest, convenience, and general welfare of the City in that the amendment facilitates updates to the General Plan that make the City eligible to receive additional disaster relief funds in compliance with AB 2140 (2006); and
4. The proposed project will not cause environmental damage in that the proposed text amendment is exempt from CEQA, pursuant to CEQA Guidelines section 15061(b)(3), because it can be seen with certainty that a text amendment to the General Plan adopting the 2024 Oakley LHMP by reference and adding summary text does not have the potential for causing a significant effect on the environment.
BE IT FURTHER RESOLVED THAT, on the basis of the foregoing Findings and the entire Record, the City Council hereby adopts this resolution approving a General Plan Amendment (GPA 2025-002) amending the Community Health and Safety Element of the City of Oakley General Plan with text amendments to adopt by reference, and add summary text in relation to, the 2024 Hazard Mitigation Plan - City of Oakley Annex in compliance with Assembly Bill 2140 (2006) and finding the action exempt from CEQA pursuant to CEQA Guidelines Section 15061(b)(3).
PASSED AND ADOPTED by the City Council of the City of Oakley this 23rd day of September 2025 by the following vote:
AYES:
NOES:
ABSTENSION:
ABSENT:
APPROVED:
Shanno Shaw, Mayor
ATTEST:
Kim Snodgrass, City Clerk Date
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STAFF REPORT
1 City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
DATE: September 23, 2025
TO: City Council
FROM: Joshua McMurray, City Manager
SUBJECT: Adopt two Resolutions as follows: 1) Adopt a Resolution Approving the Design-Build Agreements with Woodland Construction Builders, Inc for the Design and Construction of the New Oakley Library and Community Center and Authorizing the City Manager to Execute the Agreements; and 2) Adopt a Resolution to Establish a Library and Community Center Project Specific Sub-Committee for the Design-Build Phase of the Project Background and Analysis
Design-Build Agreement
The City has been working towards delivering a new Library and Community Center to the community for over two decades. The current 3,000 sq. ft library is housed within the Freedom High School library on campus, and as the community has grown over the years, the temporary library homes is no longer adequate to serve almost 50,000 Oakley residents. Over the past three plus years, the City worked with the County to deed to the City half of the O’Hara block bound by O'Hara Avenue to the west, Acme Street to the north, 2nd Street to the east and Ruby Street to the south. The City has hired multiple consultants to site plan, explore feasibility of both a library and community center as well as potential housing on the O’Hara block, assist with Request for Proposal (RFP) documents and assist with the interview and selection of a Design-Build team. In addition to that work, Staff would like to acknowledge the tremendous effort made by the Friends of the Oakley Library group with their fundraising campaign that started in 2024 and has continued into 2025. They have raised approximately $1 million dollars which will be added to the $10.5 million dollars that was allocated to Capital Improvement Program Project #318 as part of the FY24/25 budget. That means that although the desire of the City Council was to see an approximately 28,000 square foot facility, we will more than likely get a facility that is approximately 11,500 square feet but will be designed in a way that it can be added onto in future phasing as funding becomes available.
When we last discussed concepts with the City Council in November 2023, we intended to pursue a Public Private Partnership (P3) model, which in this case would allow a developer to provide the City a public facility as part of a private development project. The private development project centered around housing on the O’Hara block with the new library and community center on the Civic Center campus. Although our initial analysis was promising, as the City went through the RFP process, it became evident there was no interest from potential proposers in combining the two aspects of project. For background, the City split the RFP process into two phases, with assistance from Baker Approved and
Forwarded to the
City Council
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2 City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
Tilly; the first satisfied the Surplus Land Act requirements and we did not receive any proposals in response to that request. The second release of the RFP, which is attached to this report , was released on May 28th with formal responses due on July 2nd. We held a mandatory pre-proposal meeting on June 11th, where approximately 50 people representing architecture and construction firms attended. We received two proposals, one from a team of Pankow Builders and Knoll & Tam Architects and one from Woodland Construction Builders, Inc. and Siegle & Strain Architects. The two proposals did not include a P3 delivery model, did not include any proposal for housing on the O’Hara block and solely focused on the development of a new Library and Community Center on the Civic Center campus. Staff proceeded with the review of the RFPs and that review included the City Manager, Assistant City Manager, Public Works Director, Community Development Director and members from Baker Tilly. After the RFPs were reviewed, we held in-person interviews of both teams on July 30th. After the interviews, Staff and Baker Tilly convened to discuss and ultimately the team of Woodland Construction Builders, Inc. and Siegle & Strain Architects were chosen. They were chosen for two main reasons, the first being the size of the both firms being on the smaller side, which aligns well with our Team and structure along with the thought that we will get the most for our money utilizing smaller firms, and the second being the fact that this same team designed and constructed our Recreation Center, which came in on time and budget.
Since the Design-Build team has been selected, City Staff has been working with Woodland Construction Builders, Inc. on a formal agreement so that we can move forward with Phase 1 of the project. It should be noted that the project will be split into three distinct phases as follows: Phase 1 is Validation and will develop a concept design, Phase 2 is detailed design through permitting, and Phase 3 is construction. The attached standard agreement provides the broad outline of the terms and conditions of the design-build of the project. The Agreement does not yet include the full detailed schedule of the Guaranteed Maximum Price (GMP) which will come as the design further comes along and will be brought back to the Council for consideration at the appropriate time. Each phase after Phase 1 will require a contract amendment, which will need approval by the City Council. For Phase 1, the agreement includes all preliminary work and design services with a full description found in Exhibit A.1 of Form 544.
City Council Sub-committee
Similar to prior project specific sub-committee assignments, Staff is requesting the City Council establish a project specific sub-committee that will focus on this next phase of work with the Design-Build team. This would involve aspects of the public outreach component as well as initial concept design of the new facility. The sub-committee would help update the Council periodically at a regularly scheduled City Council meeting.
Contrary to local standing committees, project specific subcommittees are not subject to the Brown Act because they are of limited duration, have a very specific scope and meet infrequently.
Consistency with the Oakley Strategic Plan 27+
This item is consistent with the following Goals of the Strategic Plan 27+ as follows:
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CITY HALL | 3231 Main Street, Oakley, CA 94561 3
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
1. Community and Economic Development Goal. Specifically, under the Strategic and Thoughtful Growth Objective: Consider relocating the cohosted City/ High School Library to a downtown location that can be a unifying location for Seniors, Youth, Veterans, and possible satellite location for County services.
2. Community and Collaborative Partnerships goal.
Fiscal Impact
The Fiscal Impact for this item has been broken out as follows:
1. This initial phase of the work outlined in Exhibit A.1 is to not exceed $251,140.
Funding has been allocated through Capital Improvement Program Project #318.
2. There is no fiscal impact associated with establishing a project specific City Council Sub-Committee for the Design-Build phase of the project.
Staff Recommendation
Staff recommends the City Council take the following two actions:
1. Adopt the Resolution approving the Design-Build Agreement with Woodland Construction Builders, Inc. and authorizing the City Manager to execute the Agreement.
2. Approve the Resolution establishing the Library and Community Center Project Specific Sub-Committee for the Design-Build phase of the project and appoint no more than two Councilmembers to the sub-committee.
Attachments
1. RFP dated May 28th, 2025
2. Woodland Construction Builders, Inc and Siegal & Strain Architects RFP Response dated July 2, 2025
3. Draft Resolution to Approve the Design-Build Agreement
4. Design Build Agreement (Contract Form 544 with Exhibit A.1 and Contract Form 535)
5. Draft Resolution to Approve the Library and Community Center Project Specific Sub-Committee for the Design-Build phase of the project 129
CITY OF OAKLEY
REQUEST FOR PROPOSALS
TO DESIGN AND CONSTRUCT A LIBRARY UNDER A PUBLIC PRIVATE PARTNERSHIP Date of Publication: May 28, 2025
VIRTUAL PRE-PROPOSAL MEETING (MANDATORY):
June 11, 2025 at 10:00 AM, PDT
PROPOSALS DUE: July 2, 2025 BY 5:00PM PDT
Electronically Submitted to the City Manager
Attention: Joshua McMurray
Oakley City Hall
3231 Main Street
Oakley, CA 94561
[email protected]
Questions regarding this solicitation should be directed to Pete Gonda, [email protected] 130
City of Oakley, page 2
Table of Contents
Oakley City Hall ................................................................................................................................... 1 A. Invitation........................................................................................................................................ 3 B. Project Background and Description.............................................................................................. 3 Figure 1 – O’Hara Block and Parcels .................................................................................................. 4 Figure 2 – Diablo Water District Infrastructure Locations................................................................. 5 Figure 3 – Ironhouse Sanitary District Infrastructure Locations........................................................ 5 Figure 4 – City Hall Site – Parcel 035090076...................................................................................... 6 C. Pre-Proposal Meeting (Mandatory) ............................................................................................... 8 D. Tentative Timeline ......................................................................................................................... 8 E. Proposal Content ........................................................................................................................... 9 F. Proposal Submittal Instructions................................................................................................... 11 G. Evaluation of Submitted Proposals.............................................................................................. 12 H. Approval Process.......................................................................................................................... 12 I. Agreement and Other Required Documents ............................................................................... 12 J. Disclaimers and Reserved Rights.................................................................................................. 13 K. Contact Person............................................................................................................................. 13 L. Deadline for Submittal of Proposals............................................................................................. 13 M. Confidentiality of Documents ...................................................................................................... 14 Attachments
A - Initial Feasibility Analysis, page 15
B - Additional Feasibility Analysis, page 37
C - Oakley Downtown Specific Plan, page 81
D - Contra Costa County Library Design Standards, page 182 131
City of Oakley, page 3
A. Invitation
The City of Oakley is seeking proposals to design and construct a new library and community center on city-owned property under a public private partnership (P3) that could include a mixed-income residential component.
This is a unique opportunity to help the City realize its vision of developing a combination of public amenities and housing on two non-contiguous City-owned properties, one of which has been declared surplus property under the Surplus Land Act.
A request for proposals was issued in February 2025 that included a notice of availability for housing development which did not generate interest from “interested parties” (affordable housing developers). Having fulfilled the noticing requirements under the Surplus Land Act, the City is reissuing the solicitation to provide other parties an opportunity to submit proposals.
While the City desires to contract with one team to develop both parcels, it will consider more than one developer to ensure maximum public benefit, including the development of workforce and affordable housing. Additionally, the City is interested in proposals that include best value project delivery methods that could streamline construction and reduce overall project costs.
B. Project Background and Description
The City’s current library occupies 3,000 square feet (SF) of Freedom High School. The facility is too small for a community the size of Oakley and expansion at the existing site is not feasible.
The library is operated by the Contra Costa County Library system.
Over the last several years, the City has evaluated multiple options for funding the construction of a new library, including a tax measure in 2016 that did not receive the two thirds support required. The City then looked to other means to develop a library that did not require tax measures for financing. This led to the idea of selling two City-owned parcels in a downtown block (O’Hara block – see Figure 1) to a developer to construct both a library and a mixedincome residential project as a single development in a public private partnership model.
One of the parcels in the O’Hara block is the former site of a 2,500 square foot older building that housed the City’s senior center (Parcel 02). The City recently demolished the building and has relocated senior programming to the Oakley Recreation Center at 1250 O'Hara Avenue. In addition, there is a desire for space for seniors, veterans and other community non-profit organizations for which there are no current facilities. These public uses are termed the “community center” space for ease of description.
The other half of the block (Parcel 03) was previously owned by Contra Costa County (“County”) and was conveyed to and accepted by the City on January 14, 2025 to allow consolidation of the entire block. The County’s existing building on this site has been demolished. However, the County owns a telecommunications facility on the parcel that cannot be moved and has an easement that must be preserved for access.
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City of Oakley, page 4
Figure 1 – O’Hara Block and Parcels
Two utility districts, the Diablo Water District and Ironhouse Sanitary District, have infrastructure that runs to the property, as follows:
• Diablo Water District has a 6” Asbestos Cement Pipe on the north and south sides of the O’Hara block, a 10” Asbestos Cement Pipe on the west side, and a 6” PVC line on the east side (see Figure 2)
• Ironhouse Sanitary District has two laterals for both parcels, located and marked with survey nails on Second Street, with the disconnection of the laterals in the public right of way at the survey nails (see Figure 3)
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City of Oakley, page 5
Figure 2 – Diablo Water District Infrastructure Locations Figure 3 – Ironhouse Sanitary District Infrastructure Locations Initial Analysis
An initial feasibility study was conducted in 2022 to evaluate the development of a mixed-use project consisting of the library and community center and a mixed-income residential project as a single development on the downtown block on O’Hara Avenue. The study envisioned a public private partnership whereby a single developer would construct both the public and private facilities in one building, and the land payment for the private residential project would be used to pay a portion of the costs to construct the public library and community center. 134
City of Oakley, page 6
The initial analysis also examined the feasibility of separating the public and private projects into separate projects and constructing a 9,000 SF library on an underutilized parcel next to City Hall and allowing the O’Hara block to be developed more intensely for residential only (see Figure 4 – City Hall Site).
Figure 4 – City Hall Site – Parcel 035090076
Parcel 035090076, adjacent to City Hall and outlined in red available for Community Center The City Council considered these alternative approaches and opted to pursue the utilization of two sites with the residential project land payment offsetting a portion of the public facilities cost. A subsequent study considered the most appropriate types of development to support the highest residual land value. This analysis indicated that single family housing on the O’Hara site would be most attractive for development. Since that analysis was completed, the current path under the requirements of the SLA necessitates an affordable housing component, thus indicating a mixed-use multifamily development is more likely the highest-and-best-use for the property.
In November 2023, the City Council directed staff to pursue options to include a library up to 28,000 SF at a potential cost of $28 million, with a window of time to research funding options.
At present, a current funding estimate between $11.5 million and $13.5 million will dictate the size of the project, i.e., a maximum site of 13,500 SF to be located adjacent to City Hall, with an approximate 10,000 SF library and an approximate 3,500 SF community center.
The Downtown Specific Plan (DSP) allows up to 24 dwelling units per acre (du/ac) for multifamily units. The City will consider amending the DSP to support greater density than what is currently allowed. Development proposals to identify and account for the time and expense of any revisions to the underlying zoning and entitlements, notably the California Environmental Quality Act (CEQA).
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City of Oakley, page 7
In addition to being located downtown, both parcels are proximate to a planned multi-modal train station platform for the Amtrak San Joaquins service creating a transit-oriented development (TOD) opportunity.
Public and Private Facilities
Through this request for proposals (RFP), the City desires to evaluate submittals for constructing residential mixed income housing units on the City-owned O’Hara block and a public library and community center, potentially with a housing component, on the City-owned site adjacent to City Hall.
Constructing residential units on the City-owned O’Hara block requires that the City declare the site as surplus real property under the Surplus Land Act (SLA), which includes the filing of a Notice of Availability (NOA) to make the property available first to “interested parties” (affordable housing developers), among other requirements, before proposals from other parties can be considered.
In accordance with the SLA requirements, the NOA was issued on February 27 (along with this RFP), with no interested parties submitting a Notice of Interest. Having met the SLA noticing requirements with no interest expressed by interested parties, the City is reissuing the RFP to provide other parties an opportunity to submit proposals.
Depending on a number of factors, the City may sell the O’Hara site as part of the public-private partnership or it may seek a ground lease or similar arrangement to retain property ownership.
The City will retain full ownership of land on the Civic Center campus, and anticipates entering into a pro-rated ground lease for any private development components beyond a public library and community center.
Contra Costa County Input
Contra Costa County, the operator of the City library, has developed library design standards that may impact the project (see Attachment D). As such, input from County stakeholders on the design of the new library will be an important component of the project.
Property Information
Jurisdiction Name: Oakley
Jurisdiction Type: City
Site Address/Intersection: 1. 220 O’Hara Avenue
2. 215 2nd Street
Five-Digit ZIP Code: 94561
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City of Oakley, page 8
County: Contra Costa
Assessor’s Parcel Nos. 1. 035-131-003
2. 035-131-002
Current General Plan
Designation:
Downtown Commercial
Current Zoning Designation: SP-4
Current Maximum Density
Allowed (units/acre):
24 units per acre with Conditional Use Permit
Parcel Size: .62 acres each
Existing Use/Vacancy: 220 O’Hara is vacant; 215 2
nd street is anticipated to become
vacant in the summer of 2025
C. Pre-Proposal Meeting (Mandatory)
A mandatory pre-proposal meeting will be held on June 11, 2025 at 10:00 am via a Zoom video conference. Prospective proposers shall attend this meeting to be considered.
Zoom Information: Mandatory pre-proposal meeting link
Meeting ID: 827 0829 0629
Passcode: 686458
D. Tentative Timeline
The tentative RFP timeline is provided for the convenience of prospective proposers and is subject to change. Any such change will be stated in an addendum to this RFP. The tentative RFP timeline is as follows:
Action Date Time
Request for Proposals Released May 28, 2025 N/A
Mandatory Pre-proposal Meeting June 11 10:00 AM, PDT
Deadline for Proposer Questions June 18 5:00 PM PDT
City Response to Proposer Questions June 25 N/A
Proposals Due July 2 5:00 PM PDT
Evaluate Proposals July 3 to July 16 N/A
Negotiations with Top-rated Proposer(s) July 17 to August 13 N/A City Council Consideration Late-August N/A
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City of Oakley, page 9
E. Proposal Content
A complete and concise response will enable the City’s selection team to identify the most qualified development teams. Proposers must demonstrate their project concept, design and supporting financing plan necessary to successfully design and develop the proposed project(s).
Proposers should follow the format described below.
1. Cover Letter. The cover letter shall include the name, address, and telephone number of the principal person the City may contact regarding the proposal. Additionally, the cover letter must include the signature(s) of the company officer(s) empowered to bind the firm, with the title of each (e.g., president, vice president, general partner), and the acknowledgment of the receipt of any addenda, by number, if issued for this Request for Proposals.
2. Table of Contents. The table of contents should be clear and complete indicating section headers and pages.
3. Project Concept. Proposers shall provide a description of their approach to the proposed development, including project delivery method. At this time, drawings, renderings, or other visual representations are not required, but may provide the selection team with additional information on which to base its selection. The concept submission should include, without limitation, a proposed land transaction—ground lease, sale-leaseback, etc., projections for total building area, number of units, building height, building amenities, etc.
For any mixed-income housing development, the submission should include projections for number and size of units; targeted income limits (for affordable or workforce housing); percentage of affordable units with applicable income limitations, workforce, or market-rate units. Proposals shall describe how the proposed concept benefits the City of Oakley and its residents, and if appropriate, Contra Costa County and the greater East Bay area.
The proposal shall also include any additional uses beyond the library and community center, and how those uses compliment or conflict with those community assets. If any proposal includes senior housing with licensed acuities, the Developer will need to provide tangible commitments from an operating partner, licensed in the appropriate jurisdictions, prior to initiating construction.
4. Firm(s) Qualifications and Experience. This section should include a description of the proposer’s organization, including names of principals, number of employees, longevity, client base, references for similar projects, areas of specialization and expertise, and any other pertinent information that may assist proposal evaluators to form an opinion about the stability and financial strength of the organization.
If a development team with more than one participating firm is proposed, each participating firm’s qualifications and experience must be included.
5. Proposed Development Team Qualifications and Experience. This section should identify and describe each team member’s experience, qualifications, and role in the Project. Provide an 138
City of Oakley, page 10
organization chart of the team members and lead project manager. Include any relevant qualifications of the project manager (individual responsible for day-to-day management of the project) and prior experience working with the proposed project team. Provide onepage or less resumés of key personnel including their experience with similar projects in the past 10 years.
The key personnel identified shall be dedicated to the project for its entire duration. The City, at its discretion, may allow substitutions in the event an employee leaves the firm or is otherwise unable to perform job duties. Include a summary of each sub-consultant including their qualifications, experience, and technical capabilities necessary to fulfill their respective portion of the Project. Describe how each sub-consultant will be managed and utilized.
It is desired that consulting teams will present qualifications and have relevant experience with library and / or public facilities design, multi-family residential design, private development proforma analysis, and public facilities financing. The depth of such qualifications and experience will be a significant factor in evaluating prospective proposers.
Provide at least three references for whom the proposer has performed similar services of similar scope within the past five years. Include the organization name and address, the name and email and telephone number of a contact person, and a brief description of each referenced project.
6. Developer Responsibilities. This section must include a statement on the proposer’s willingness to comply with the mandatory developer responsibilities and requirements enumerated herein, and provide a description of how each responsibility/requirement will be fulfilled.
The selected Developer or Development Team will be expected to engage in good faith negotiations with the City of Oakley for purchase, sale, or lease of the O’Hara site and development of the City Hall site. The Developer shall direct all development activities including, without limitation, project planning, entitlements, design, permitting, construction and turnover activities. The Developer shall secure all necessary financing above the City’s contribution, including assuming any financial, construction, and development completion guarantees. The Developer shall, in coordination with the City, provide the necessary exhibits for any public engagement activities, and affect all required permits and approvals. The Developer shall regularly report to the City and other stakeholders (Contra Costa County, County Library System, etc.) on the progress of the development(s).
7. Proposed Financing Plan. Proposers shall provide their approach to the purchase-and-sale or lease of the O’Hara site and development of the City Hall site. Proposers shall further identify all planned sources of financing for the development(s), including any public funding sources—federal, state or local (including state tax credits), and time required to obtain such financing. The selected firm(s) will be required to demonstrate proof of funding and 139
City of Oakley, page 11
sufficient resources to accommodate any required project guarantees prior to initiating construction.
8. Proposed Project Schedule. Proposers shall provide a reasonable timeline from selection through project turnover and close-out. A simple schedule with milestones and durations will be sufficient, and a Critical Path Method (CPM) with Gantt chart is not required at this time. At a minimum, activities should include land negotiation, the full process for obtaining any entitlements, stakeholder approvals, design, fundraising, construction and turnover. If phased turnovers are planned, identify milestones and scope of work for each phase.
9. Disclosure(s). Provide a complete disclosure of any prior or ongoing incidents as to which it is alleged that the Proposer has defaulted or failed to perform, and which has led to an agreement being terminated prior to adequate project completion. Identify the parties involved and the circumstances of the default or termination. Also, describe any civil or criminal litigation or investigation pending which involves the Proposer or in which the Proposer has been judged guilty or liable.
If the business or person submitting this proposal has been debarred, suspended or otherwise lawfully precluded from participating in any public procurement activity, including being disapproved as a subcontractor with any Federal, state or local government, or if any such preclusion from participation from any public procurement activity is currently pending, the Proposer shall fully explain the circumstances relating to the preclusion or proposed preclusion in the proposal. The Proposer shall include a letter with its proposal setting forth the name and address of the governmental entity, the effective date of this suspension or debarment, the duration of the suspension or debarment, and the relevant circumstances relating to the suspension or debarment. If suspension or debarment is currently pending, a detailed description of all relevant circumstances including the details enumerated above shall be provided.
If none of these issues are applicable to the Proposer, provide a statement that no disclosures are needed.
F. Proposal Submittal Instructions
Submittals shall not exceed 30 pages, including any appendices, using a minimum font size of
11. Proposers shall submit one high quality digital proposal by the due date and time. Late proposals will not be considered. Incomplete proposals may be deemed non-responsive and removed from consideration.
Proposals must be submitted as email attachments to Joshua McMurray, City Manager, via email at [email protected].
The email subject line should read: OAKLEY LIBRARY DEVELOPMENT PROPOSAL. Links to proposals and additional documents will not be opened. File size is limited to 100MB. 140
City of Oakley, page 12
All questions and communications during the solicitation period should be sent directly via email to Pete Gonda at [email protected]. No other communications or contact with City officials or staff should take place during the selection process. Such contact could result in proposal disqualification.
G. Evaluation of Submitted Proposals
Proposals will be evaluated by a committee of City employees facilitated by Baker Tilly. Points will be assigned based on the proposer’s qualifications, effectiveness and efficiency in supporting each item being rated.
Criteria Possible Points
1. Firm and team qualifications, including
personnel, experience, and technical ability for
this type of project
40 2. Project understanding and approach, work
plan, and schedule
30 3 Financing Plan 30
Total Possible Points 100
After the City’s evaluation committee reviews all submitted written proposals, the top ranked consultant teams may be invited for presentations and/or interviews. Additional information may be required and will be defined at that time.
Following presentations and/or interviews, the evaluation committee will again rank the consultants, and the most qualified consultant team will be identified, based on the best overall ranking of the committee members. Contract negotiations will then begin with the highestranked proposer. If negotiations with the highest-ranked consultant are not successful, in consideration of either the scope or cost, the second-ranked team will be invited to negotiate, and so on.
H. Approval Process
The City Manager will recommend to the Oakley City Council the highest-ranked proposer who successfully negotiated an agreement. The City Council’s acceptance of the proposal will be evidenced by approval of a resolution authorizing the City Manager to execute the agreement.
I. Agreement and Other Required Documents
The selected Proposer will be required to enter into an agreement or agreements with the City, the terms and conditions of which will be determined during the negotiation phase of the solicitation process.
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City of Oakley, page 13
J. Disclaimers and Reserved Rights
This RFP does not commit the City to approve an agreement or to pay any costs incurred in the preparation of a proposal in response to this RFP.
The City reserves the right to accept or reject any or all proposals received, to negotiate with qualified proposers or to cancel the RFP at any time.
The City may require proposer to submit additional data or information the City deems necessary to substantiate the costs presented by the proposer. The City may also require proposer to revise one or more elements of its proposal in accordance with contract negotiations.
The City reserves the right to evaluate proposals for a period of ninety days before deciding which proposal, if any, to accept.
K. Contact Person
This solicitation process is being coordinated by a consultant on behalf of the City. Inquiries relating to this RFP and its scope should be directed to: [email protected].
All questions related to the RFP process or the project itself shall be addressed directly to the contact listed above. Contact with City employees during the proposal process is prohibited without prior written consent of the contact person listed above, to ensure that all proposers have equal access to background information. Proposers who directly contact City employees risk elimination of their proposals from consideration. Responses to questions from responding firms will be sent to all firms on the consultant list.
The deadline for proposer questions is June 18 at 5:00 PM PDT.
L. Deadline for Submittal of Proposals
Proposers shall submit their RFP response via email to the contacts below prior to the time and date set for receiving proposals as stated on the cover page of this RFP or any modifying addenda. Proposers may provide their submittal in PDF format. Proposals should be included as an email attachment. No links will be opened. File size is limited to 100MB.
Email subject to be phrased OAKLEY LIBRARY DEVELOPMENT PROPOSAL and emailed to:
Joshua McMurray, City Manager
City of Oakley
[email protected]
To be considered, RFP responses must be received by 5:00 PM PDT, July 2. Late proposals will not be considered. All written work products shall include Microsoft Word and/or PDF files with high-resolution graphics.
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City of Oakley, page 14
M. Confidentiality of Documents
All proposals shall be deemed public documents at the time of agreement approval to the successful proposer. This RFP is intended to be worded in a manner so as not to elicit proprietary information. If proprietary information is submitted as part of the proposal, such information shall be clearly labeled "Proprietary" and accompanied by a request that the information be returned by the City to the Proposer. If proposals contain proprietary information, then proprietary paragraphs and/or other data should be clearly marked as noted above.
The information on the pages of the proposal identified as proprietary will be used only for the evaluation of the proposal, but proposer understands that disclosure may be required under the California Public Records Act or other Federal, State, and local law, as determined by the City.
Note that wholesale use of headers/footers bearing designations such as “confidential”, “proprietary”, or “trade secret” on all or nearly all of a proposal is not acceptable, and may be deemed by the City as a waiver of any exemption claim. Any proposal that includes a blanket statement or limitation which would prohibit or limit public inspection may be considered nonresponsive and may be rejected. Budget information is generally not considered proprietary information. The identification of exempt information must be specific. The City assumes no responsibility for disclosure or use of unmarked data for any purposes. 143
1730 MADISON ROAD • CINCINNATI, OH 45206 • 513 861 5400 • FAX 513 861 3480 MANAGEMENTPARTNERS.COM 2107 NORTH FIRST STREET, SUITE 470 • SAN JOSE, CALIFORNIA 95131 • 408 437 5400 • FAX 408 453 6191
To: Mr. Joshua McMurray, City Manager, City of Oakley
From: Andy Belknap, Senior Vice President
Patrick O’Keeffe, Special Advisor
Pete Gonda, Senior Manager
Subject: Summary of Background Materials Reviewed and Initial Feasibility Analysis for Oakley Library Mixed-Use Project
Date: August 22, 2022
Management Partners was engaged by the City of Oakley to assist in determining the feasibility of constructing a new library as a unifying location for seniors, youth, and veterans, and a potential satellite location for County services. To further these goals, the City recently entered into a cooperative agreement with Contra Costa County to share the cost of demolishing a vacant Sheriff’s Office substation adjacent to City-owned property that could pave the way for a downtown community library and other potential uses. The agreement includes a provision to transfer ownership of the building from the County to Oakley if library funding is secured by the City by July 30, 2024. Together, the parcels comprise a 1.2- acre site that could possibly support a library, senior center, and veteran’s hall (jointly referred to as a community center).
The concept being evaluated is the feasibility of creating a public/private partnership (PPP) with a private developer for a mixed-use development of private residential and public community center. The private development would contribute all or a portion of the cost of constructing the public community center space.
The following summarizes the background materials evaluated and provides an initial analysis of the feasibility of constructing a mixed-use project on the joint City/County parcels on the block bounded by O’Hara, East Acme, Second, and East Ruby streets. If the results of this preliminary analysis prove attractive to the City Council and staff, it could be followed by a more detailed study by a consultant team with architectural and economic expertise to develop the concept further. In this eventuality, it would be appropriate for the City to issue a request for proposals (RFP) to select a consultant team (which is the next phase in Management Partners’ scope of services).
Executive Summary
ATTACHMENT A - Initial Feasibility Analysis
144
This memorandum discusses the basic structure and approach to a PPP approach for a new library and other public improvements on the 1.2-acre O’Hara/Acme site, with the public amenities to be supported to the maximum extent possible by private residential development. The major limiting factors for a successful project at this location are the relatively small size of the parcel and limited potential for residential density. It does appear a subset of PPP approaches are feasible.
The memorandum presents several potential approaches, including the development parameters and economics at a high level. We examine a similar nearby project, the Oakley project as currently envisioned, and three potential alternative approaches, including one project that uses an adjacent property to reduce the need for overall public funding.
Finally, we outline our conclusions and the next steps should City leaders wish to proceed further with the concept. Below are some important high-level results from our analysis.
1. It is potentially feasible to sell the O’Hara/Acme site for a mixed-use public private partnership development that would combine private residential with a public community center. The entire block will be needed to make the project feasible, as there is not enough space on just the County parcel to accommodate all the public uses and the private residential uses. Additional analysis by design and economic experts will be required to further test the concept.
2. A private residential development will generate only a portion of the funding required for the public community center, necessitating additional public funds.
3. The size of the community center is the most important factor to determine feasibility. Additional analysis by an architect is needed to identify the appropriate size and cost of the center within the financial resources available.
4. The second most important feasibility factor is the density of the residential project. More units equal more funding for the public space.
5. The amount of affordable housing required negatively impacts the private funds that can be generated for the public community center. The 25% affordable housing requirement under the Surplus Land Act is assumed as the maximum to be required by the City.
6. There are sufficient positive results from the preliminary analysis to justify going further with the issuance of an RFP for a design and economic consulting team to further test the concept.
The following detailed analysis includes the following topics:
• Background materials reviewed,
• Examples of public private partnerships (PPP),
• Summary of the County Bay Point residential and library PPP, • Development parameters and constraints for the Oakley project, • Initial feasibility analysis for Oakley project with three different scenarios, • Other sources of financing,
• Property ownership structures, and
• Conclusion.
Background Materials Reviewed
The following documents were reviewed for this analysis:
• Cooperative Agreement with Contra Costa County for Demolition and Purchase of the County parcel,
• Parcel map and assessors’ information for the County parcel and adjacent City Senior Center parcel,
• Contra Costa County Library Partnerships material,
• January 2016 Staff Report regarding Ballot Measure K, • Downtown Specific Plan,
145
• Zoning Ordinance,
• Noll & Tam library concept drawings,
• California Surplus Land Act,
• City Five-Year Capital Improvement Program (CIP), and • City Annual Comprehensive Financial Report (ACFR).
Examples of Public/Private Partnerships
Public/private partnerships (PPP) take many forms, but the examples offered here illustrate the idea of a private developer providing public facilities as part of a private development project. Mixing public and private projects into one development adds complexity in both the initial development and on-going operations for both the private and public partners, which lessens their appeal to the development community.
From a public entity perspective, the ideal PPP results in a private development covering the cost of the public facilities, but most PPP projects involve public financing assistance to cover a portion of the public facilities cost. Public financing may include publicly owned land cost write down, tax exempt financing for residential development or infrastructure, contribution or waiver of development impact fees, or community facilities district tax and bond financing.
The PPP approach is also used to describe private construction of public buildings through the designbuild process. Attachment A has a table of resources that describe many PPP forms and provides examples. Most of the examples are major infrastructure or public buildings projects that are not directly applicable to Oakley’s objective for a privately financed community center. However, there is one nearby project that is on point with the Oakley mixed-use project. It is summarized in the following section and described in more detail in Attachment A.
Bay Point Orbisonia Mixed-Use Project
A summary of Bay Point Orbisonia Mixed-Use Project is provided below. • Contra Costa County owned parcel of 7.6 acres total; the first phase released for development is
3.3 acres.
• The first phase (Phase A) consists of 150 residential units and a 21,000 square foot library. • All residential units are affordable, requiring tax credit financing for economic feasibility. • The County land will be sold to a developer for approximately $6 million. The payment consists of the developer’s obligation to construct and convey back to County the library space at a cost to the developer of $4.2 million, plus a $1.8 million loan from the County to the developer to be repaid from residual income from the project over time. • The private design and construction of the public library space is a form of the design-build PPP method.
• Parking for the library is separate from the residential parking, consisting of low-cost surface parking surrounding the site.
While the Bay Point project illustrates how a private development can provide the funding for a public library, there are a few important differences from the Oakley project, as noted below. • The Phase A site area is approximately three times the size of the combined Oakley parcels, allowing a greater number of residential units.
• The allowed residential density is 65 units per acre which is 2.7 times the allowed density in the Oakley Downtown Specific Plan.
• The residential development will be financed with low-interest public tax credit financing. 146
• The agreed upon construction cost of the library is approximately $200 per square foot ($4.2 million) versus the $600 per square foot assumed for the Oakley library to be financed by Measure K ($12 million).
Initial Feasibility Analysis of the Oakley Project
Mixed-Use Development Concept
The proposal to be tested by the analysis is whether a public/private partnership can be utilized to construct a new community center (library, senior center, and veteran’s hall) as part of a mixed-use project that includes multi-family residential, a portion of which must be affordable to lower income households pursuant to state law. The concept includes creating enough income from a private residential development project to fund all or a portion of the public community center improvements.
Based on discussions with staff, the following elements in Table 1 would ideally be included in a new community center, with the size of these uses set forth in Alternative A. As the community center uses have a greater construction cost and require more parking than the residential units, a smaller sized community center is also analyzed in Alternative B. Possible County satellite services space is not included in this initial analysis but can be included in a more detailed analysis by the next consulting team.
Table 1. Community Center Program
Element Existing Space
New
Alternative A
New
Alternative B Notes
Library
3,000 square feet
(sf) 25,000 sf 15,000 sf 20,000 proposed for ballot K
Senior
Center 2,500 sf 5,000 sf 2,500 sf Replace to expand site Veterans
Hall 0 5,000 sf 2,500 sf New facility
Totals 5,500 sf 35,000 sf 20,000 sf 15,000 to 30,000 increase There are several elements be considered in such a partnership including site area, state and City regulations, property sale, project ownership, mixed private and public financing, and site planning. These elements are discussed in the following sections and development examples.
Property Parameters
The property under consideration consists of two parcels that are together an entire downtown block as shown in Figure 1. One parcel is currently owned by the County and will be sold to the City pursuant to the adopted City/County Cooperative Agreement. The other parcel is the City-owned Senior Center parcel. Each parcel is 27,000 square feet, and the combined parcels create a 1.2-acre site (54,000 square feet). The County parcel alone is not sufficient in size to accommodate a 20,000 to 35,000 square foot community center, its required parking, and private residential development. This analysis assumes the entire block for the site area with the construction of new replacement senior center space to allow the existing senior center parcel to be combined with the County parcel. 147
Figure 1. Site Area O’Hara/Acme Block
Private Development Parameters
Limitations on the amount of private development allowed is a function of both the City’s land use regulations (Downtown Specific Plan) and the state law governing sale (or lease) of public property to a private developer (Surplus Land Act). These limitations are important to the PPP approach, as a greater amount of private development allowed equals a greater amount of private revenues generated to assist with the cost of constructing the public community center improvements.
City Regulations
The parcel is within the Downtown Support Area which is a subarea of the Downtown Specific Plan. This is considered a transitional area between the Downtown Core sub area and the lower density residential areas. The residential density limit for this sub area is 24 units per acre with a Conditional Use Permit.
The Plan provides that: “Residential density shall be determined on a case-by-case basis as part of the Conditional Use Permit (CUP) process; the distribution shall be as indicated on the Subarea Map.” The legend on the subarea map states: “Higher Density Residential Recommended in Some Areas”.
The most significant constraint on development is the residential density limitation of 24 units per acre per the Downtown Specific Plan. For a full block site of 1.2 acres only 30 units are possible. This is a low density for a downtown site near a transit station. For a PPP to work, the amount of private development space needs to exceed the public space, which cannot occur at this density limit.
The next significant development limitation is the required parking. The residential parking requirement of one space per unit (one and two-bedroom units) is reasonable; but the commercial space requirement that applies to the community center space of three to four spaces for each 1,000 square feet of commercial space generates a large parking requirement that limits revenue producing residential space.
Surplus Land Act (SLA)
The creation of a mixed-use PPP development will require the sale or long-term lease of all or a portion of the property to a private developer. This transaction will be subject to the state SLA which requires the 148
City to declare the property surplus before it can be disposed of. The property must be made available for purchase first to affordable housing developers for a specified length of time, with requirements to negotiate with interested parties. The offering of the property must be made through a Notice of Availability (NOA) sent to the state for distribution to its list of affordable housing developers. The City may supplement this list with its own developers who may be interested in the PPP opportunity.
The SLA also limits the City on the conditions it can place on the development, and the conditions must be reviewed by the State Department of Housing and Community Development (HCD) prior to the initiation of negotiations with a developer. Subject to the review of these SLA requirements by the City Attorney, it is recommended the City consult first with HCD on the acceptability of the community center/mixed-use PPP structure and conditions to be incorporated in the NOA, prior to the City taking any action to declare the property surplus, and prior to the City issuing an RFP for further design and economic consultant services. If the state determines a community center cannot be a condition of the property sale, then the options for this PPP concept will be limited.
In addition to the state limitation on conditions that can be attached to an NOA, the SLA requires a minimum of 25% affordable units in a residential development proposed for surplus property, affordable to lower income households (60% of area median income). The lower restricted rents of affordable units reduce the value of the project and the amount of financing that can be supported.
Often cities sell their land for below market value or provide housing fund subsidies to offset the loss of income from the affordable units to make the project financially viable and to attract lenders and investors for financing.
In this PPP scenario the City is attempting to maximize the amount of funds the private development will generate to assist with the cost of the public community center space. The greater percentage of affordable units in the development, the less revenue the private development will generate for the public space. The state’s 25% SLA requirement is a given, but no additional affordable units are assumed in this analysis to maximize the private revenue for the public space.
Mixed-Use Oakley PPP Development Examples
Following are three examples of how a PPP could finance a portion of the cost of constructing new community center facilities as part of a mixed-income rental residential project. The first example follows existing City development regulations for low density residential. The second illustrates how changes in density limits and parking standards and the size of the community center affects the project economics.
The third example includes an analysis of the site next to City Hall as part of the development program.
Each example includes a table with the development assumptions as well as a table demonstrating how much revenue could be anticipated from a private development to assist with the cost of constructing the public community center improvements.
Example 1. Low Density Development Under Current Regulations with Large Community Center 149
Development Parameters
Table 2 shows the development parameters for this example, including the number of residential units and size of the community center. The number of residential units conforms to the Specific Plan at 24 units per acre, and the community center is larger than the Measure K library and adds the senior center and veteran’s space. The 1.2-acre site area consists of the two City/County parcels, which comprise the entire O’Hara/Acme block.
Table 2. Current Regulations Development Parameters for a Mixed-Use Development *sf = square feet; DU = dwelling units
Item SF/DU* Parking Notes
Residential Program 30 Units Total 30 spaces Assumes all units 1 and 2 bedrooms; 24 DU/acre
Market Rate 22 units
Affordable 8 units 25% per Surplus Land Act (SLA)
Community Center
Program
35,000 sf Total 105
spaces
3/1,000 sf 2nd floor commercial standard
Library 25,000 sf
Senior Center 5,000 sf
Veterans Hall 5,000 sf
Height Limit 50 feet
Site Area 54,000 sf 1.24 acres
Area Required for
Parking
43,900 sf 135
spaces
@ 325 sf/space; Allows community center
ground floor lobby
The largest design driver in this development scenario is the size of the community center and the 105 spaces of parking required. Parking required for both the residential and the community center occupies approximately 80% of the ground floor area. The community center and residential occupy the second and third floors respectively, on top of a podium above the parking. The podium design keeps the cost of the parking, which is a major cost factor, to a minimum. These three uses can be accommodated within the 50-foot height limitation. The small footprint of the residential portion could allow some third-floor open space.
It should be noted that the grand airy design of the community center space as depicted by the Noll & Tam drawings for Measure K (see Attachment B), with approximate 20- to 30-foot ceiling heights, is likely not achievable with residential units above the community center space. It is possible to have a 15-foot ceiling for the garage space, 20-foot height for the community center space and 15-foot height for the residential space within the 50-foot Downtown Specific Plan height limits. A portion of the remaining ground floor space not used for parking could include a lobby for the library and either the senior or veterans uses. This alternative may require a vertical subdivision of the parcel or long-term lease of the 150
community center space as well as a reciprocal easement agreement for the community center parking. (See discussion in section entitled, Mixed-Use Development and Ownership Structures – O’Hara Site.) Economic Calculations
Table 3 illustrates the amount of revenue the private residential development might create to support the community center costs.
Table 3. Economics for a Mixed-Use Development with Current Regulations Item SF/DU* Amount Notes
Development Cost Low Density 30 Units
Development Cost - Residential $430 sf $9,589,000 $375 SF Const. + 15 % profit $55 SF
Development Cost – Comm.
Center
$600 sf $21,000,000 Per Measure K assumption; 35k sf
Land Cost $0 $0
Land value contributed to
community center cost
Total Development Cost $30,589,000
Development Income - Residential
Market Rate Units – 15 (1br) 750 sf/$2,363 $425,250 Unit size/mo. rent & annual income Market Rate Units – 7 (2br) 950 sf/$2,660 $223,440 Unit size/mo. rent & annual income Affordable Units – 8 (1br) @ 60%
AMI
550 sf/$1,715 $164,640 Unit size/mo. rent & annual income Gross Income $813,330 Rents based on survey of area apts.
Less Operating Expenses @ 30% $243,999
Equals Net Operating Income $569,331
Divided by Capitalization Rate 5% For Bay Area apartments Equals Project Value $11,386,000 Rounded
Residual Value $1,797,000 To fund community center cost Community Center Financing
Development Cost – Community
Center
$600 sf $21,000,000 Per Measure K assumption; 35,000
sf
Less PPP Residual Value $1,797,000
Equals Initial Financing Gap $19,203,000
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Item SF/DU* Amount Notes
Less Existing CIP Development
Fees
$2,300,000
Equals Net Financing Gap $16,903,000
*sf = square feet; DU = dwelling units
Under this current regulation’s scenario, the residential project could generate approximately $1.8 million in residual value, which would normally be used for a land payment. The City could use this instead to pay for a portion of the cost of the community center. Since this is a small portion of the community center costs, additional City funds would be necessary. Existing capital improvement funds from Facility Development Impact fees could be used. The CIP has $2.3 million in uncommitted Public Facility Impact fee funds that are assumed to be allocated in each of the scenarios. Other sources of public funds are discussed in a following section. The goal to have the private development pay for most of the public facilities cost under this scenario is hampered by the low density of residential allowed, and the higher amount of public space to be supported.
Example 2. Medium Density Development – Smaller Community Center Development Parameters
Under this scenario the residential density is doubled to 48 units per acre allowing 60 units (which requires an amendment to the Specific Plan). The community center is reduced to a total of 20,000 square feet, which includes library, senior center and veterans uses and assumes sharing of some spaces.
This reduced size of the community center allows a design solution similar to the Bay Point project with a two-story community center on a separate parcel (instead of a vertical subdivision or long-term lease).
The Bay Point Phase A ground floor plan in Attachment A illustrates how the Oakley community center can be located adjacent to the parking rather than above it. Parking for the community center is assumed at 3.5/1,000 reflecting a blend of the different parking standards for ground floor (4/1,000) verses second floor (3/1,000) commercial and would require a reciprocal easement agreement with the residential parcel for parking rights. The smaller community center space allows parking to be allocated to the additional residential units within a single ground floor parking level. Table 4 shows the assumptions.
Table 4. Mixed-Use Development - Medium Residential Density Development Parameters Item SF/DU* Parking Notes
Residential Program 60 Units Total 60 spaces Assumes all units 1and2 Bedrooms; 48 DU/Acre
Market Rate 44 units
Affordable 16 units 25% per Surplus Land Act (SLA)
Community Center
Program
20,000 sf Total 70 spaces 3.5/1,000 sf blended commercial standard Library 15,000 sf
Senior Center 2,500 sf
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Item SF/DU* Parking Notes
Veterans Hall 2,500 sf
Height Limit 50 Feet
Site Area 54,000 sf 1.24 acres
Area Required for Parking 42,250 sf 130
spaces
@ 325 SF/Space; Allows setbacks for pkg
area
*sf = square feet; DU = dwelling units
This alternative could be a total of three floors with 15-foot ground floor parking and two residential floors above (12 feet each) and fit within the 50-foot height limitation. The community center portion of the project could be two stories with moderately high ceilings for both floors (15- to 20-feet each)
Economic Calculations
Table 5 illustrates the amount of revenue the private residential development might create to support the community center costs with the adjusted development assumptions.
Table 5. Economics for a Mixed-Use Development with Medium Residential Density Item SF/DU* Amount Notes
Development Cost Medium Density 60 units
Development Cost - Residential $430 sf $19,178,000 $375 sf const. + 15 % profit $55 sf Development Cost – Community
Center
$600 sf $12,000,000 Per Measure K assumption
Land Cost $0 $0
Land value contributed to
community center cost
Total Development Cost $31,178,000
Development Income - Residential
Market Rate Units – 30 (1 br) 750 sf /$2,363 $850,500 Unit size/mo. rent & annual income
Market Rate Units – 14 (2 br) 950 sf/$2,660 $446,880 Unit size/mo. rent & annual income
Affordable Units – 16 (1br) @ 60%
AMI
550 sf/$1,715 $329,280 Unit size/mo. rent & annual
income
Gross Income $1,626,660
Less Operating Expenses @ 30% $487,998
Equals Net Operating Income $1,138,662
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Item SF/DU* Amount Notes
Divided by Capitalization Rate 5% For Bay Area apartments Equals Project Value $22,773,240
Residual Value $3,595,000 To fund community center cost Community Center Financing
Development Cost – Community
Center
$600 sf $12,000,000 Per Measure F assumption
Less PPP Residual Value $3,595,000
Equals Initial Financing Gap $8,405,000
Less Existing CIP Development
Fees
$2,300,000
Equals Net Financing Gap $6,105,000
*sf = square feet; DU = dwelling units
Under this scenario the residual value to contribute to the community center cost (instead of a land payment) doubles to $3.6 million. The lower cost of the community center has an even greater influence on narrowing the financing gap, which drops by $11 million from the first example. The lower gap looks more feasible to close with additional public financing discussed in the “Other Sources of Public Financing” section.
Example 3. City Hall Norcross Vacant Parcel and O’Hara/Acme Parcel Development Parameters
Under this scenario the parcel next to City Hall that was contemplated for a public library for Measure K (near Norcross Lane) is included for the PPP along with the O’Hara/Acme block. (See Figure 2.) The following assumptions are made for this example:
• A single-story community center of 25,000 square feet located on the Norcross parcel, consisting of the 20,000 square foot library assumed for Measure K, plus space for the senior and veterans uses at 2,500 square feet each.
• The public space is parked at 70% of required parking and the balance is shared with City Hall parking.
• O’Hara/Acme parcel is a private residential development only, no public uses. • Higher density residential of 133 units per acre on the O’Hara/Acme parcel based on amount of ground floor parking possible.
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Figure 2. Additional Norcross Lane City Hall Parcel # 076 Table 6. City Hall Norcross & O’Hara/Acme Two Sites Development Parameters – Higher Density Item SF/DU* Parking Notes
Residential Program 160 Units
Total
160
spaces
Assumes all units 1&2 Bedrooms; 133
DU/acre
Market Rate 120 units
Affordable 40 units 25% per Surplus Land Act (SLA)
Community Center
Program
25,000 SF
Total
62 spaces 88 required, 26 shared w/ City Hall Pkg.
Library 20,000 sf
Senior Center 2,500 sf
Veterans Hall 2,500 sf
Height Limit 50 Feet
Site Area – O’Hara 54,000 sf 1.24 acres
Site Area - Norcross 42,500 sf .995 acre
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Item SF/DU* Parking Notes
Area Required for Parking
O’Hara
52,000 sf 160
spaces
@ 325 SF/Space; under podium O’Hara
site
Area Required for Parking
Norcross
20,150 sf 62 spaces Surface parking and shared City Hall Parking
*sf = square feet; DU = dwelling units
The advantages of partnering on two sites from a design standpoint include:
• Community center building area and parking are more visible to the public and access is easier. • Locating the community center adjacent to City Hall allows shared surface public parking and creates a contiguous and cohesive Civic Center complex. • Land ownership structure is simpler: City sells O’Hara site to the developer and retains ownership of Norcross parcel. No reciprocal parking easement, vertical subdivision, air rights, or long-term lease are needed for the community center.
• The City has the option of a design-build arrangement with the residential developer for the community center, or the traditional public design/bid process independent of the developer. • If the community center is constructed as a two-story structure it would allow for potential future expansion. The smaller footprint would also allow the parking requirement to be met on-site instead of sharing with City Hall parking.
• Residential density can be significantly increased on the O’Hara parcel to yield substantially more residual value for funding the community center (as shown in Table 7 below). • The residential project is built on a podium above ground floor parking, with three levels of residential that fits within the 50-foot height limitation.
Economic Calculations
Table 7. Norcross and O’Hara/Acme Two Sites Higher Density - Economics Item SF/DU* Amount Notes
Development Cost Higher Density 160 Units
Development Cost - Residential $430 sf $50,740,000 $375 SF Const. + 15 % profit $55 SF Development Cost –
Community Center $600 sf $15,000,000 Per Measure K; 25k sf Land Cost $0 $0
Land value to fund community center
cost
Total Development Cost $65,740,000
Development Income -
Residential
Market Rate Units – 90 (1br) 750 sf/$2,363 $2,551,500 Unit size/mo. rent and annual income
156
Item SF/DU* Amount Notes
Market Rate Units – 30 (2br) 950 sf/$2,660 $957,600 Unit size/mo. rent and annual income
Affordable Units – 40 (1br) @
60% AMI 550 sf/$1,715 $823,200
Unit size/mo. rent and annual
income
Gross Income $4,332,300
Less Operating Expenses @
30%
$1,229,690
Equals Net Operating Income $3,032,000
Divided by Capitalization Rate 5% For Bay Area apartments Equals Project Value $60,652,000
Residual Value $9,912,000 To fund community center cost Community Center Financing
Development Cost –
Community Center $600 sf $15,000,000 25,000 sf center
Less PPP Residual Value $9,912,000
Equals Initial Financing Gap $5,088,000
Less Existing CIP Development
Fees
$2,300,000
Equals Net Financing Gap $ 2,788,000 Or no gap with a 20K Community Center
*sf = square feet; DU = dwelling units
This scenario yields the greatest private residual value contribution to fund public community center facilities. It also yields the greatest number of affordable units to assist with compliance for the City’s regional housing goal. Although the residential density is more than development densities currently allowed, the development still fits within the existing height limits, and takes advantage of the proximity to the train platform as a transit-oriented development.
Separating the public and private uses will simplify the financing for both, but still offers the option to have the community center constructed by the private developer through a designbuild method if City leaders desire. The public facilities financing gap can be addressed with different approaches discussed in the section below entitled, “Other Sources of Public Financing”.
157
Other Sources of Public Financing
For all scenarios there is a financing gap that will need to be closed with public funding. In addition to the $2.3 million of existing unallocated public facilities fees assumed for all scenarios, there are other potential funds to be explored in the next phase of this analysis as described below. • Future Public Facilities Impact Funds. The facilities development impact fee is $3,839 per single family unit. There are 5,000 single family units that have been approved but have not yet paid their impact fees. This is a potential source of revenue to close the financing gap. These funds could be accessed by delaying moving forward with the project until the funds have been collected or could be accessed in the near term through internal borrowing from general fund reserves to be repaid by the facilities fees as they are collected. Per the Capital Improvement Program (CIP) budget it is anticipated that $1.875 million will be collected over the next five years (equal to 488 units). It is also possible this fee could be increased by adding the community center to the list of future facility needs and adjusting the fee upward to cover the additional cost.
This may require an updated nexus study and the increase would be applicable only to new community service demands from the new units.
• Other CIP funds. The City might consider allocating a portion of the American Rescue Plan Act (ARPA) federal funds it has received, although there are many competitive proposals that exceed the funds available.
• Debt Financing. Per the City’s ACFR, there is approximately $8.5 million in previously issued lease revenue bonds to refinance prior certificates of participation and fund the construction of the new City Hall. If there is sufficient flexibility in the General Fund to pay debt service, a similar mechanism could be used to close the financing gap.
Under Example 3, the larger residential project with a value of approximately $60 million would generate $600,000 in new property tax revenues to all taxing entities. The City’s share of this 1% tax is 8% or $48,000 in annual revenues. Table 8 shows the amount of annual debt service that might be needed to support a debt issuance sufficient to meet the financing gap after community facilities fees are applied. City leaders should explore whether future facility impact fees could be used for debt service, prepay the debt, or be accumulated in a debt service fund for years when General Fund revenues dip due to recession or other financial setbacks. • Enhanced Infrastructure Financing District (EIFD). This mechanism would be difficult to implement and is mentioned as a remote possibility. An EIFD could be created for the downtown area to collect future property tax increments above the existing tax levels. This revenue stream could help support debt service on debt financing. To generate any meaningful annual revenues, the consent of the County would be required to participate with its share of the tax revenues (11%). It is possible the County might be interested in assisting with a library facility in a EIFD with a limited duration since they will operate the library.
Although school districts take the majority share of the property taxes, the existence of five different school districts in Oakley make it impractical to include them in an EIFD. The City’s 8% share of property taxes combined with the County’s 11% would be 19% of any new property taxes. If the EIFD area included the O’Hara block, and the higher density development with a $60 million value were developed, the City could realize annual property tax revenues of $48,000 and the County $66,000, for a combined $114,000 that could support approximately $2.2 million in 158
debt financing (30-year term at 3% interest). The County’s potential interest could be assessed if this mechanism is of interest to City leaders.
The community facilities financing gap and potential offsets for the three scenarios are summarized in Table 8.
Table 8. Funding Examples for Financing Gap
Examples Funding Gap Future Fees* Debt** Debt Service*** Example 1. O’Hara Low Density $
16,903,000
$
1,8750,000
$
15,028,000 $ 766,717
Example 2. O’Hara Medium
Density $ 6,105,000
$
1,8750,000 $ 4,230,000 $ 215,811
Example 3. O’Hara Higher
Density and Norcross Parcel $ 2,788,000
$
1,8750,000 $ 913,000 $ 46,581
*Five years facilities fees
**Tax exempt financing
*** 3% rate, 30-year term, annual payment
Mixed-Use Ownership and Development Structures – O’Hara/Acme Site It will be necessary to sell the O’Hara/Acme site to a developer for the residential development. For Examples 1 and 2, where the private development and the public community center share the same site, the community center space would need to be developed and owned under some type of long-term control of the City. This could be accomplished through a vertical subdivision of the parcel or long-term (e.g., 99 years) lease arrangement with the residential developer.
A vertically mixed-use project (Example 1) will require a long-term relationship between the City and the Developer for operations and maintenance. An operating agreement will be needed to identify areas of responsibility for items such as leaks, drainage, parking controls, noise abatement, elevator and utility shaft easements etc. Vertically mixed-use and mixed ownership projects can and are accomplished, but they are complex to finance and operate long term.
Another consideration is the design and construction of the development. One contactor constructing both the public and private portions of the project on one block is the most efficient for Examples 1 and 2. It does, however, require that the City create a set of design specifications for the public space to identify what the private developer is responsible for delivering.
Conclusion
The following are the major points to highlight from the analysis:
159
• The economics of a PPP do not fully fund the public improvements but are close enough under certain scenarios to warrant a more detailed analysis by a team of design and economic consultants, if the City is willing to consider higher density development, dedication of the public facilities fees, and some form of debt financing.
• There are many design variables that affect project cost and project desirability. There are many potential iterations of development size and financing that can be undertaken by a team of experts with City guidance.
• A large variable in the feasibility is the size and design quality of the community center. A more modest design than that provided by Noll & Tamm could reduce the square foot cost from $600 per square foot. For example, reducing the cost to $500 per square foot for a 20,000 square foot community center would reduce the funding gap by $2 million. Accepting a smaller facility now with a potential for future expansion will also substantially reduce the financing gap. • Utilizing two sites (O’Hara and Norcross) reduces project construction and the complexity of ongoing operations and allows the maximum private revenues to support the public facilities, provided the City is willing to support higher density. This alternative also concentrates the library, senior center, and veteran’s hall adjacent to City Hall for a combined civic center.
Next Steps
Management Partners recommends the following to move from this preliminary analysis phase to a more detailed analysis.
1. Review SLA requirements with the City Attorney for concurrence on interpretation of the SLA.
2. Conduct a first review with City Council based on conclusions from the initial analysis. Test the parameters for development, parcels to be included, and public financing methods.
3. Test development and financing scenarios with County staff.
4. Develop a draft Notice of Availability (NOA) with the conditions for a mixed-use PPP development. Review NOA with HCD for agreement that the City can proceed with an NOA with the public community center requirements as part of the development conditions.
5. If HCD supports the mixed-use/PPP conditions, draft an RFP for a team of architectural and financial consultants to further refine the development and financing parameters to be included in an NOA. Consider City Council approval of the RFP before it is distributed.
6. Review the consulting team’s detailed analysis with the City Council for further action. 160
Attachment A – Oakley Library Project and
Examples of Public Private Partnerships
Contra Costa County Bay Point Orbisonia
This example is the most directly comparable to the objectives of the Oakley Library project since it is of the same scale and involves private development creating income to fund a public building (as opposed to infrastructure).
Master Development Agreement Terms
The site is a prime developable location at 530-625 South Broadway Avenue near the Bay Point BART Station adjacent to Pittsburg. The County-owned parcel is a total of 7.6 acres divided into two sites/phases A and B, and was offered pursuant to a Request for Qualifications in 2017.
Development assumptions for the Orbisonia Heights site include:
• Phase A: 150 affordable multi-family residential units, a 20,900 square foot library, and parking for 189 vehicles.
• Phase B will include: 40,000 square feet of commercial space with frontage on Bailey Road or within a plaza, plus 195 multi-family residential units based on a density of 65 dwelling units per acre, as designated by the Specific Plan (with a minimum of 40 dwelling units per acre).
Residential off-street parking of 1.3 to 1.5 spaces per dwelling unit is required for the site. Commercial parking of 3.3 parking spaces per 1,000 square feet of net rentable area is also required. The parking standards are lower than typical County developments due to the proximity to transit.
Building height requirements allow four stories over parking or a maximum of six stories up to a height of 65 feet. A minimum of 15% of new housing should be affordable to very low income- (6%) and moderateincome households (9%) based on Redevelopment Agency requirements. The developer may also request that the County consider issuing Private Activity Bonds for a multiple-family rental project. 161
Site Area – 7.6 Acres
May 2022 Disposition and Development Agreement (DDA) Terms: Phase A The Phase A project includes 150 affordable multi-family residential units, and a County-owned library of approximately 21,000 square feet. The County will sell 3.3 acres of the property (143,750 square feet) to developer Pacific West Properties. The land cost to the developer is approximately $6 million, consisting of the developer’s obligation to construct the $4.2 million two-story library at no cost to the County and a $1,796,875 loan to the developer in “seller carryback financing” which will be made by the County.
The land loan terms include 3% interest and annual payments to be 50% of residual receipts (excess income over expenses, if any). The site area, net of the 11,300 square foot library parcel to be conveyed back to the County equals 132,450 square feet. When divided into the $6 million equivalent land cost it equals $45 per square foot land value. Almost all the units will qualify as either extremely low income at 30% of area median income (AMI), very low at 50% AMI, or low at 60% to 80% AMI. The DDA provides for low-income tax credit financing to finance the majority of the development, requiring an allocation of tax credits from the state.
The developer has agreed to construct the library improvements, at a cost to the developer of not less than $4,200,000 ($210 per square foot), using plans and specifications (design development plans) approved by the County, and then conveys the library parcel and improvements to County at no cost. The library parking ratio is 3/1,000 requiring 63 spaces, which are provided on-street on two of the four streets surrounding the parcel and are not part of the residential garage. The parcel conveyance may not be subject to the Surplus Land Act as it is exempt due to the use being 100% affordable units (Section 103 (b) (3) (A)). The developer was selected using an RFQ/RFP process established by the County. 162
Phase A Ground Floor Plan
Library and Residential Elevation
Two Story Library with Residential Above
Resources for Public Private Partnership (PPP) Examples Table 9 has resources for PPP projects that illustrate several different types of partnerships to fund various public improvements, primarily infrastructure projects such as streets/utilities, water delivery or large-scale public buildings. Many examples illustrate how public financing is used, as well as private construction of public facilities through various forms of design-build. The examples are not directly comparable to the Oakley project, but certain financing and construction approaches are useful to consider.
163
Table 9. Resources for Public Private Partnerships
Agency / Date Description Website / Link
DOT/FTA (2018) Basic information on PPP and TOD, with
links to specific transit projects that
include profiles about funding sources,
delivery methods, private partners,
consultants, etc.
https://www.transit.dot.gov/funding/fundingfinance-resources/private-sectorparticipation/private-sector-participation-and NMBL Strategies
(2022)
“5 examples of PPP in implementation”
Includes reference links to other PPPrelated articles
https://www.nmblstrategies.com/blog/5-examplesof-public-private-partnerships-in-implementation National League of
Cities (undated
but recent)
Article on PPP with examples and
reference links “Public private partners a
solution to aging infrastructure”
https://www.nlc.org/article/2020/09/01/publicprivate-partners-a-solution-to-aging-infrastructure/ Bay Area
Council
Economic
Institute (2018)
“PPP in California”
This is a 60-page document on specific PPP
examples in California (past five years, in
development, planned, etc.). Each
example includes brief descriptions on
project background, procurement and
financing, key innovations, and results.
Includes chapter on procurement and
financing innovations
https://www.dropbox.com/s/mqvfdlzozil0zdy/Bay
%20Area%20Council%20PPPinCalifornia.pdf?dl
=0
League of
California Cities
(2021)
Good overall resource/reference on PPP https://www.dropbox.com/s/nv2099s9dakpffl/Lea gue%20CA%20Cities%20Public-PrivatePa.pdf?dl=0
164
Attachment B – Noll & Tam Measure K Library Interior Perspective 165
Oakley Library and O’Hara Residential
Projects Design and Economic Study
“Library and Housing Study”
City Council Meeting
November 14, 2023
ATTACHMENT B - Additional Feasibility Analysis
166
Build a Library at
the City Hall Parcel
Build housing to
help fund the
library on the
O’Hara Block
City Goal: Build a library
167
The need for a new Library
2012 - Friends of the Oakley Library form a New Library subcommittee to pursue a new location and funding for a downtown stand-alone library. 2015 - The New Oakley Library and Community Learning Center Committee present a new measure to create a new Library and Learning Center in downtown Oakley.
June 2016 - Ballot Measure K fails to get 66% of votes needed for a new Library and Community Learning Center in downtown Oakley.
May 31, 2019 - The City of Oakley celebrates 20 years of Cityhood. The Oakley Library is still located in its shared space at Freedom High School.
November 2019 - City of Oakley looks to convert the sheriff's substation at East Ruby Street into a library for Oakley.
May 2022 - The City of Oakley and Contra Costa County agree to share the cost of demolishing the sheriff's substation. Under the agreement, Oakley and the county would split the estimated $400,000 demolition costs. The city would then have 36 months to secure funding to pay for capital costs and some operational costs for a new library. If successful, the county, which approved the demolition last fall, would then deed the property to the city, McMurray said. If the city fails in securing funding, though, it would be responsible for the entire demolition costs.
https://www.oakleylibrary.org/new_library_faq_s
168
Library
169
Design Priorities
The Library should be sized
to be within our means to
pay for it.
The Library should add to
the quality of downtown.
Amenities desired
1. Children’s section for young children and a
separate section for teens
2. Senior space and veterans space
3. Space for City administration
4. Space for ancillary County services
5. Shared use with an Emergency Operations
Center
6. Dedicated offices to lease to elected
officials
170
How much does it
cost to build a
library?
The development costs of a
single-story library building are
about $1000 per square foot
including construction costs, soft
costs and fixtures, furnishings,
and equipment (FF&E).
Pleasant Hill Library
Size: 23,900 sf
Cost: $1400 per square foot (very high quality)
Total: $33.6 million
Built in 2022
171
Mountain House Library & Town Hall
Size: 54,000 sf (21,000 sf Library)
Cost: $575 per sf
Total: $31 million
Built in 2020 - Opened 2021 172
South Berkeley Library
Size: 8,500 sf
Cost: $765 per sf
Total: $6.5 million
Built in 2013 173
San Francisco Bayview Library
Size: 9,000 sf
Cost: $1,500 per sf
Total: $13.5 million
Built in 2013
174
West Berkeley Library
Size: 9,500 sf
Cost: $830 per sf
Total: $7.9 million
Built in 2013
175
Option 1: One-story 24,800 SF building. In this
version some of spaces could be shared with
other users (seniors, veterans, emergency
operations).
Costs estimate: $24.8 million.
Option 2: We also considered a larger library
layout designed to open on to the park. This
included City offices, a senior center, and a
veteran’s hall.
176
Housing Options
at the O’Hara Site
177
178
Single Family Detached: Clustered + Duets Site Test
“8-Pack Product”
● Small lot module to allow two
clusters + edge units
● 2 Parking Spaces per unit -
enclosed
● 2 story construction - detached
● Shared driveways to increase yield
● Minimal curb cuts
The Elements at Sterling Meadows - Elk Grove
179
“Duet Product”
● Units separated by 6”
● 1 Parking Space per unit - enclosed
● 2 story construction
● 3 bedroom
Casa Grande Homes - DeNova
Single Family Detached: Clustered + Duets Site Test
180
181
Attached: Townhomes Site Test
“Townhomes”
Compact urban townhomes are ideal for
small families or starter homes.
● Mix of 1 and 2 space parking
allocation
● 3 story construction - attached
● 4 rows of townhomes
● Guest Parking on Street
Triad East - Livermore
182
183
Attached: Garden Apartment Test
“3-story tuck under”
● 1, 2, & 3 bedroom Flats
● Mix of 1 and 2 space parking
allocation - mostly tuck under
● 3 story construction - attached
● 4 buildings
● Guest Parking on Street
Triad East - Livermore
184
185
186
187
Attached: 4 stories over Podium
“Podium apartments”
● Studio, 1, 2, & 3 bedroom Flats
● 1.3 spaces / unit
● 4 story housing over 2 story podium
● 1 building
● Guest Parking on Street
Ave Vista Apartments - 460 Grand Ave., Oakland
188
189
190
Site Tests Yield
22 units
1750 net sf/unit
average
48 units
1143 net sf/unit
average
64-84 units
936 net sf/unit
average
128 units
900 net sf/unit
average
191
Potential Revenues from
Residential Site
192
Residual Land Value Analysis
● Residual Land Value Analysis - potential developer land payment based on revenue, cost, and return assumptions
● Development Prototypes - Four (4) product types identified through the site yield analysis
● State Surplus Lands Act Requirement - Minimum of 25% of housing for low income households
● Data Sources - Developer Interviews; Other Projects; City Fee Schedule; Standard Profit Margin
193
Total Development Cost per Unit
Single Family
Detached
Project Cost
$421,900/unit
Townhomes
Project Cost
$391,200/unit
Garden
Apartments*
Project Cost
$398,500 -
$315,300/unit
Podium
Apartments
Project Cost
$543,300/unit
*Garden costs reflect both onsite parking option and partially street parked option. 194
Per Unit Residual Land Value
Single Family
Detached
Townhomes Garden
Apartments*
Podium
Apartments
Value $531,600 $388,700 $349,200 $353,200
Development
Costs + Profit
$485,200 $449,900 $362,600 $624,700
RLV $46,400 -$61,200 -$13,400 -$271,500
*Garden Apartments reflect the higher density, partially street-parked option. 195 Results of Land Value Analysis
Most product types are infeasible under current conditions ● Recent increases in construction, current market prices, robust development impact fees, and the requirement for 25% affordability result in a negative residual land value for most products
● Negative residual land value means these development types are infeasible unless there are changes in pricing or costs
Single Family Detached Development is most promising
● Under current conditions, only Single Family Detached product would be expected to command positive residual land values; i.e. developers would be willing to pay for the land
196
Single Family Detached - Base Case and Premium
Scenario Base Pricing
($600,000/unit)
Premium Pricing
($650,000/unit)
Net Sales
Revenue
$11,695,400 $12,464,300
Costs + Profit $10,674,800 $10,674,800
Residual Land
Value
$1,020,700 $1,789,600
Base Case: $360/ sq. ft. sale price
Premium Case: 7.5% increase to
$387/sq. ft. sale price
197
Maximum Residual Land Value
● Site Yield Analysis maximized residential yield for a broad range of product types ● Base land value for Single Family Detached Development estimated at $1 million ● With improved pricing (more optimistic view of downtown premium/ changing conditions), land value estimate increases to $1.8 million ● As with all land sale opportunities, actual willingness of developers to pay for land will not be known until placed on market/ terms negotiated ● For library financial planning purposes, a maximum of a $2 million land value is recommended at this time
Maximum Residual Land Value = ~$2,000,000
198
Approach to Disposition
If City does move forward with site disposition, it is recommended that it offers developers flexibility in terms of allowable residential product types:
● Maximize number of potentially interested developers
● Allow developers to considers shifts in the market, construction costs, and interest rates over time, and to play to their strengths 199
Library Funding Options
200
Option 1: One-story 24,800 SF building. In this
version some of spaces could be shared with
other users (seniors, veterans, emergency
operations).
Costs estimate: $24.8 million.
Option 2: We also considered a larger library
layout designed to open on to the park. This
included City offices, a senior center, and a
veteran’s hall.
201
Funds available for the library
$X Donations (Friends of Oakley Library)?
$X Other sources of revenue (grants)?
$4,000,000 Potential City Revenue
$500,000 City Public Facilities Fees
$2,500,00 ARPA Funds
$2,000,000 Residual land value from
O’Hara site
Goal: $25M
Reduced
Goal: $10M
$9M
$9M
202
Community
Library
Square
Footage Population
Square
Footage per
Capita
1 Lafayette 34,930 26,521 1.32
2 Clayton 15,500 12,192 1.27
3 Kensington 5,094 5,077 1.00
4 Pinole 17,098 19,318 0.89
5 Orinda 17,136 19,806 0.87
6 Hercules 21,500 25,601 0.84
7 Walnut Creek/YV 55,202 69,825 0.79
8 San Pablo 22,387 31,124 0.72
9 Pleasant Hill 24,000 34,903 0.69
10 Moraga 10,913 17,692 0.62
11 El Sobrante 7,474 12,669 0.59
12 San Ramon/
Dougherty 33,138 75,839 0.44
Community
Library
Square
Footage Population
Square
Footage per
Capita
13 Crockett 1,238 3,094 0.40
14 Danville 17,000 44,650 0.38
15 Brentwood 20,721 63,800 0.32
16 El Cerrito 6,400 25,601 0.25
Oakley 9,000 42,129 0.21
17 Martinez 6,792 38,290 0.18
18 Bay Point 3,825 23,896 0.16
Oakley 6,000 42,129 0.14
19 Pittsburg 9,196 76,416 0.12
20 Antioch/Prewett 12,500 111,535 0.11
21 Rodeo 864 8,679 0.10
22 Concord 11,300 129,688 0.09
23 Oakley 3000 42,129 0.07
Contra Costa County Square Footage per Capita per Library 203
204
205
206
How should it look and feel?
207
How should it look and feel?
208
City Council Questions
1. What do you like to see in the Library design?
2. What do you think about other funding sources for
the Library?
3. Should we consider the potential for O’Hara with
100% affordable housing?
209
Adopted March 2010, Revised September 2017
Prepared by the City of Oakley
with assistance from
Bottomley Design & Planning
DOWNTOWN SPECIFIC PLAN
ATTACHMENT C
210
TABLE OF CONTENTS
1. PLAN BACKGROUND & OVERVIEW . . . . . . .1
Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3The Vision for Downtown . . . . . . . . . . . . . . . . . . . . 4Downtown Conditions . . . . . . . . . . . . . . . . . . . . . . . 6Policy Background. . . . . . . . . . . . . . . . . . . . . . . . . . 9The Downtown Planning Process . . . . . . . . . . . . . 11Revitalization Goals. . . . . . . . . . . . . . . . . . . . . . . . 12Progress Since Speci fi c Plan Adoption . . . . . . . . . 15
Downtown Projects Summary . . . . . . . . . . . . . . . 15Speci fi c Plan Requirements . . . . . . . . . . . . . . . . . 17 Plan Purpose and Content . . . . . . . . . . . . . . . . . . 17
2. LAND USE &
REVITALIZATION STRATEGY . . . . . . . . . . . .19
Revitalization Objectives . . . . . . . . . . . . . . . . . . . . 20Development Guidelines . . . . . . . . . . . . . . . . . . . . 23Historic Preservation . . . . . . . . . . . . . . . . . . . . . . . 23Redevelopment Opportunity Sites. . . . . . . . . . . . . 24Interim Revitalization Plan. . . . . . . . . . . . . . . . . . . 27
3. CAPITAL IMPROVEMENTS . . . . . . . . . . . . . .29
Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30Proposed Projects . . . . . . . . . . . . . . . . . . . . . . . . . 30Downtown Oakley Transit Center . . . . . . . . . . . . . 30Main Street Frontage and Streetscape . . . . . . . . . 32East Main Street Widening and Streetscape . . . . 39Downtown Side Street Improvements . . . . . . . . . . 39Building Facade Improvements. . . . . . . . . . . . . . . 39City Directional Signs . . . . . . . . . . . . . . . . . . . . . . 43
4. INFRASTRUCTURE &
PUBLIC SERVICES . . . . . . . . . . . . . . . . . . . . .47 Utilities and Infrastructure . . . . . . . . . . . . . . . . . . . 48Public Services . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
5. IMPLEMENTATION. . . . . . . . . . . . . . . . . . . . . .51 Implementation of the Speci
fi c Plan . . . . . . . . . . . 52
Street Plan Lines . . . . . . . . . . . . . . . . . . . . . . . . . . 52Downtown Parking. . . . . . . . . . . . . . . . . . . . . . . . . 54Capital Projects Funding . . . . . . . . . . . . . . . . . . . . 56Site Redevelopment Projects . . . . . . . . . . . . . . . . 58Administration of the Speci fi c Plan . . . . . . . . . . . . 59
Speci
fi c Plan Consistency . . . . . . . . . . . . . . . . . . . 59 Speci
fi c Plan Amendment . . . . . . . . . . . . . . . . . . . 60 Vacant Sites and Buildings . . . . . . . . . . . . . . . . . . 60
6. DEVELOPMENT STANDARDS &
DESIGN GUIDELINES . . . . . . . . . . . . . . . . . . .61 Development Standards . . . . . . . . . . . . . . . . . . . . . . 63 Downtown Core Area. . . . . . . . . . . . . . . . . . . . . . . 63Downtown Support Area . . . . . . . . . . . . . . . . . 67Residential/Commercial Conversion Opportunity Area. . . . . . . . . . . . . . . . . . . . . . . 71 Design Guidelines. . . . . . . . . . . . . . . . . . . . . . . . . . . 72 Commercial Development . . . . . . . . . . . . . . . . . . . 72Multi-Unit Residential. . . . . . . . . . . . . . . . . . . . . . . 79Parking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82Site Improvements and Landscaping . . . . . . . . . . 83Signs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
7. APPENDIX. . . . . . . . . . . . . . . . . . . . . . . . . . . . .89 Land Use De
fi nitions . . . . . . . . . . . . . . . . . . . . . . . 90 Downtown Core Area - Uses Permitted. . . . . . . . . 94Downtown Support Area - Uses Permitted . . . . . . 95Residential/Commercial Conversion Opportunity Area - Uses Permitted . . . . . . . . . 96 211
LIST OF FIGURES
Context Map . . . . . . . . . . . . . . . . . . . . . . . . . . . 2View West along Main Street . . . . . . . . . . . . . . 5Downtown Development Concept Plan . . . . . . 7Downtown Conditions. . . . . . . . . . . . . . . . . . . . 8Current General Plan Map . . . . . . . . . . . . . . . 10Revitalization Projects . . . . . . . . . . . . . . . . . . 14Downtown Specifi c Plan Subarea Map . . . . . 22Redevelopment Opportunity Sites . . . . . . . . . 25Proposed Downtown Transit Center . . . . . . . 31Main Street - Existing Conditions . . . . . . . . . 33Typical Streetscape Improvements . . . . . . . . 35Main Street Design Concept . . . . . . . . . . . . . 36Typical Bulb-Out . . . . . . . . . . . . . . . . . . . . . . . 37Structural Soil Details . . . . . . . . . . . . . . . . . . . 37Street Furnishing Examples . . . . . . . . . . . . . . 38East Main Street Design Concept . . . . . . . . . 40Parking Courts . . . . . . . . . . . . . . . . . . . . . . . . 41Facade Improvements Key Map. . . . . . . . . . . 44Facade Improvements . . . . . . . . . . . . . . . . . . 45 Figure 1.1 Figure 1.2Figure 1.3Figure 1.4Figure 1.5Figure 1.6Figure 2.1Figure 2.2Figure 3.1Figure 3.2Figure 3.3Figure 3.7Figure 3.4Figure 3.5Figure 3.6Figure 3.8Figure 3.9Figure 3.10Figure 3.11 Figure 5.1Figure 5.2Figure 5.3Figure 6.1Figure 6.2
Current Zoning Designations . . . . . . . . . . . . . 53Proposed Zoning . . . . . . . . . . . . . . . . . . . . . . 55Downtown Parking Facilities. . . . . . . . . . . . . . 57Downtown Specifi c Plan Subarea Map . . . . . 62Storefront Design Elements . . . . . . . . . . . . . . 74 212
213
1 PLAN BACKGROUND & OVERVIEW
214
Bethel
Island
Antioch
Brentwood
Cypress Corridor
Expansion Area
Cypress CorridorExpansion Area
Cypress Corridor Area
South Oakley Area
Northwest
Oakley Area
Downtown Specific Plan Area
San Joaquin River / Delta
Highway 4
BNSF Railroad
Neroly Rd
Live Oak Ave
Empire Ave
O'Hara Ave Highway 4
West Cypress Rd East Cypress Rd
Carpenter Rd Neroly Rd
Big Break
Contra Costa
Canal
Highway 4Bypass
Highway 4/Main Street
Highway 4/Main Street
Figure 1.1 2
215 Context Map
1 - Plan Background & Overview Context Oakley was founded as an agricultural community and it remains crisscrossed by vineyards, rolling orchards, and country lanes. The San Joaquin Delta borders the community on the north, and small local marinas off er boating access to the Sacramento River and San Francisco Bay. Mount Diablo provides a dramatic backdrop on the west. These rural and natural features are key aspects of Oakley’s community character and identity. Over the last 20 years, however, Oakley has experienced dramatic growth, as housing prices in the inner Bay Area push those in search of aff ordable housing further from the region’s population and employment centers. Oakley is located along State Highway 4, one of Contra Costa County’s major east-west circulation routes and an urban growth corridor that includes the cities of Pittsburg, Antioch and Brentwood (refer to the Context Map for further detail). This corridor is one of the fastest growing areas in the Bay Area and in the State of California. Between 1990 and 2000, Oakley’s population increased by approximately 40%, from 18,000 to 25,000. In response to the increasing population and the desire for local control of growth and development decisions, Oakley incorporated as a City in 1999. The Oakley 2020 General Plan (2002) estimates community buildout, including potential expansion areas, between 50,000 and 70,000.Downtown Oakley straddles an older at-grade portion of Highway 4, which was relinquished to the City and is known locally as Main Street, and abuts the still-active Burlington Northern Santa Fe (BNSF) rail line. Historically, the highway and the railroad served local agriculture, and over the years both have had a strong impact on Downtown’s businesses and patterns of development. In its heyday in the early 1900’s, Downtown was a small yet bustling commercial center, with storefront shops, a local cinema, and a central role in the life of the surrounding community. However, Downtown’s role diminished as farms were replaced by residential subdivisions and outlying suburban shopping centers. Commercial centers in competing locations have taken market share, and heavy truck-and throughtraffi c levels have made the district inhospitable to the pedestrianoriented storefront businesses that characterize a thriving downtown commercial area.
Buildings and street frontages in Oakley do not create an attractive downtown today.
Narrow walks and heavy truck traffi c deter pedestrian activity on Main Street in Oakley. 3 216
Oakley Downtown Specifi c Plan
Regional growth projections for Oakley and adjacent communities indicated that Highway 4 would not adequately serve development anticipated in coming decades. As a result, a Highway 4 Bypass planned by Caltrans and local communities was constructed in 2008. The Bypass is a 4-lane limited access highway aligned along Oakley’s westerly border with Antioch and Brentwood. It shifts highway access closer to growth areas in these three cities. However, signifi -cant new development is anticipated east of Downtown Oakley as well over the next 20 years, at Bethel Island and along the Cypress Road corridor, with accompanying auto and construction-related truck traffi c on Main Street. In fact, even with the Highway 4 Bypass in place, Main Street through-traffi c is projected to increase to levels requiring widening from two to four lanes through Downtown.In response to the need for downtown reinvestment and the challenges posed by through-traffi c, the community began downtown revitalization planning in the early 90’s while an unincorporated part of Contra Costa County. The County adopted the Old Town Oakley Specifi c Plan in 1996. Following incorporation, the community revisited major recommendations from this earlier eff ort as part of the Oakley Downtown Design & Development Plan process. The Vision for Downtown As Oakley has grown away from Downtown, the community’s desire for it to be the City’s social and symbolic heart has increased. To become this kind of district once again, Downtown needs to benefi t from Oakley’s growth and development rather than suff er from it, as it has in the past. Through-traffi c, construction-related trucks, and competition from local shopping centers and mini-malls have all taken a toll on the viability of Downtown businesses. A concerted revitalization eff ort is needed to eff ectively tap the City’s growth, particularly Downtown’s central location relative to future development areas and recreational destinations. Unwavering local desire for a vibrant downtown is an important indicator of the district’s potential.Oakley residents envision a downtown that has many of old Oakley’s characteristics, but also provides a more innovative image for their community: Specialty shops, restaurants, cafes, civic facilities, and infi ll housing that make Downtown a lively place that is a destination throughout the day and into the evening. Safe street crossings, street Wide sidewalks and slow traffi c in downtown Santa
Cruz encourage pedestrian activity.
Recent development in Walnut Creek is shaped to create a pedestrian oriented commercial district. 4 217
View West along Main Street
Figure 1.2 5
218
Oakley Downtown Speci
fi c Plan
trees, pedestrian-oriented street lights, and furnishings will encourage residents to make Downtown an important part of daily life. Thriving storefront businesses, a bustling sidewalk environment, and attractive new and renovated buildings will be signs of community prosperity and pride. These concepts are depicted by the Main Street Illustration (Figure 1.2).As illustrated by the Downtown Development Concept Plan, redevelopment of existing properties and new development on vacant sites would create the critical mass of destinations needed to draw residents and visitors to the district. Continuous storefronts along Main Street could create a core of up to 150,000 square feet of fi rst fl oor commercial space. Infi ll housing on upper fl oors, adjacent frontages, and the Vintage Parkway Site could provide up to 500 dwelling units. Attractive streets, public spaces, and civic facilities would encourage residents and visitors to leave their cars behind and walk to destinations throughout the district.Downtown ConditionsThe Downtown Specifi c Plan area encompasses approximately 80 acres, formerly within the boundaries of the Oakley Redevelopment Area Planned Unit District (RDA PUD). The northern boundary is the BNSF railroad right-of-way, extending from just east of Miguel Drive/Gardenia Avenue on the west to the Contra Costa Canal on the east. The southern boundary tracks Main Street-fronting properties in a saw tooth fashion, with a segment extending along Ruby Street between Norcross Lane on the west and Fourth Street on the east. These boundaries are depicted by the Downtown Conditions Map. Downtown has the land and the location to support a substantial increase in development. However, it needs basic improvements to create the kind of environment that attracts new private sector investment. For example, curbs and sidewalks need to be installed along the northerly frontage of Main Street. Existing buildings and properties need maintenance or major renovation to refl ect the increase in property values that has occurred throughout the City of Oakley as a whole. Vacant sites should be developed to consolidate Downtown as a viable commercial area.
The Downtown Specifi c Plan focuses on the properties along the Main Street frontage, which is approximately 4,800 feet in length. As indicated by the Downtown Conditions map on the following page, there are two basic subareas: the “Downtown Core,” located between Vintage Parkway and Fourth Street; and “East Main Street,” extending from Fourth to the Contra Costa Canal. Development in both areas range from traditional, older storefront commercial buildings to small-scale highway commercial developments; light industrial- and auto service-related structures are concentrated along East Main Street. Vestiges of the old Downtown district remain from Oakley’s heyday, most notably the Oakley Hotel and storefront commercial buildings along the southerly frontage of Main east of Third Street. In general, however, highway-oriented commercial development has replaced storefront buildings. There is little continuity in the current development pattern, with buildings and parking lots alternating from property to property along the frontage. There are a number of highly-visible vacant properties within the Downtown Specifi c Plan area as well, totaling approximately 30 acres, or almost 40% of the area. These vacant properties negatively refl ect on the area, but provide “opportunity sites” for new development; these are described in more detail in Chapter 2. Vacant properties, buildings in poor condition, and long segments of window frontage without curbing, sidewalks or streetscape amenities of any kind present an image of disinvestment. There are a variety of reasons for these conditions, including a general lack of attention to the area by Contra Costa County in the decades prior to the City’s incorporation. However, the single most important factor cited is uncertainty over the ultimate confi guration of a widened Highway 4. Property owners, business owners, and potential property buyers have been reluctant to invest without knowing which properties will be aff ected and to what extent.In addition to Main Street, there are several other notable streets within the Downtown Specifi c Plan area. Acme and Ruby Streets run parallel to Main Street. Acme contains a mix of commercial and residential properties; on Main Street, a number of properties with frontage buildings have access and parking on Acme. Ruby is the boundary between Downtown and neighborhood areas to the south. It has a mix of owner-occupied and rental residential properties that is transitional in character. 6 219
Downtown Development Concept Plan
7 Figure 1.3
220
Norcross Ln
Main Street/Highway 4
Acme St Hall St
O'Hara Av
Second St
Contra Costa Canal
Third St
Fourth St
Fifth St
Del Antico Ave
Rose AveO'Neil Ct
Ruby St
Star St
Home St
Duarte Ave
Vintage Pkwy
Downtown SpecificPlan Boundary
Mixed Commercial/Residential
Centro
Mart
Oakley Plaza
Residential
Future City Hall and
New Commercial
Vacant
Vacant
Vacant Mixed Commercial Frontage
Commercial
Mixed Commercial Frontage
Single Family
Residential Vacant
Single Family
Residential
Oakley
Elementary
School
Post
Office
"The Bend"
Downtown Core
East Main Street
To Inner
Bay Area
To Brentwood,
Bethel Island
Miguel Dr
Main Street/Highway 4
Gardenia Ave
Seventh St
8 Figure 1.4
221 Downtown Conditions
1 - Plan Background & Overview
Frontage conditions on the north side of Main Street in the Downtown Core (above) are similar to those in the East Main Street area (below). Curbs, gutters, sidewalks, lighting, and pedestrian amenities are needed in both areas.
The north-south cross streets between Norcross and Second provide secondary access to Main Street buildings, and primary access to the district from growing residential areas to the south. O’Hara is a major north-south connector street to the Downtown Core. Rose Avenue is a major connector to the East Main Street area.Policy BackgroundUntil 2002, Oakley relied on the land use and circulation policies of Contra Costa County, principally the Contra Costa County General Plan (1991), the County-prepared The Oakley Redevelopment Area Planned Unit District (RDA PUD; 1999), and The Oakley Old Town Specifi c Plan (1996). The Downtown Specifi c Plan builds on both the RDA PUD and the Oakley Old Town Specifi c Plan, incorporating a number of their recommendations for development, capital improvements, and most importantly the conceptual approach for widening Highway 4.Oakley 2020 General Plan In 2002 the Oakley 2020 General Plan was adopted. It contains a number of policies focused directly on downtown improvement and revitalization. In fact, the fi rst land use issue noted by the General Plan is: “A ‘downtown theme’ or Community Focal Point is needed to help develop a sense of place for the City.” As the General Plan notes, “The Downtown is in need of rehabilitation before it can be the true heart of the community and this eff ort is already underway.” Downtown-related General Plan Land Use Element policies include:• Policy 2.8.1: The City should place substantial emphasis on the improvement of the downtown area.
• Policy 2.8.2: The downtown area should be developed at a pedestrian scale, with adequate sidewalks, street crossings, and pedestrian resources. • Policy 2.8.3: Street trees should be incorporated in the downtown area to shade the sidewalks and to provide a physical separation between the street and the pedestrian sidewalks. 9 222
Downtown
Specific
Plan Area
Single Family High Parks & RecreationPublic & Semi-PublicLight IndustrialCommercial DowntownMulti-Family Low 10 Current General Plan Map
Figure 1.5
223
1 - Plan Background & Overview The Downtown Planning Process The Downtown Specifi c Plan (and the preceding Downtown Revi- talization Strategy) both were developed under the direction of the Downtown Task Force (DTF), comprised of local community mem- bers and City offi cials. Four DTF-hosted public workshop meetings were held in 2000 and 2001 to review downtown revitalization issues and initial recommendations. These were followed in 2002 and 2003 with review meetings and public hearings related to revitalization- related projects. A summary of the process is provided below: • Workshop #1 - January 18, 2000 - An initial background review addressed existing Strategy Area conditions, general Strategy goals, and the basic policies of the Old Town Oakley Specifi c Plan and its three Highway 4 widening/realignment alternatives. Group discussion revealed strong support for improving the appearance of the area, creating a “walking downtown,” encouraging new commercial development. • Workshop #2 - April 12, 2000 - Two revitalization strategy sketch plans, illustrating diff erent Main Street development approaches for the Bypass and the Widen-in-Place Highway 4 alignment options, were presented and evaluated by participants. The bypass/realignment and strategy option was generally preferred, with concerns regarding the cost relative to the widen-in-place option. • Workshop #3 - July 26, 2000 - After initial review and background discussion, the Task Force agreed to recommend to the City Council that the Redevelopment Agency establish a facade improvement program, acquire a vacant 6.5 acre site, and fund additional engineering study of the alignment options. • Downtown Revitalization Tour - November 18, 2000 - Task Force and City offi cials toured revitalizing downtowns in other cities. Participants observed conditions and discussed design and development eff orts as they relate to downtown Oakley. Cities visited included Suisun, Pleasant Hill, and Pleasanton. • Workshop #4 - March 15, 2001 - Engineering and right-of-way studies and cost estimates for alignment alternatives were presented for review. A one-way couplet plan, with Acme one way • Policy 2.8.4: In the downtown area, off -street parking should be discrete and in the rear setback where possible.
• Implementation Program 2.8.C: The City will develop a series of design guidelines, ordinances or regulations to describe architectural expectations, permissible signage, and appropriate land uses in the downtown area.
The Land Use Element also includes policies for a (CD) Commercial Downtown land use designation that encourages mixed use development. Initial development standards are a maximum site coverage of 70%; maximum building height of 50 feet; and a maximum fl oor area ratio (FAR) of 1.0Specifi c downtown-related Economic Development Element policies include:• Implementation Program 5.1.L: Downtown and Main Street Realignment Properties: The City of Oakley Downtown Specifi c Plan will guide development activities within the Oakley downtown. Properties in the downtown area along Highway 4/Main Street are envisioned for on-going economic development purposes, including specialty retail and commercial uses. Underutilized properties are recognized as providing substantial opportunity for redevelopment and intensifi cation of commercial operations where appropriate site development standards are met, and when the new or expanded uses can be shown to be compatible with adjoining residential uses.
Streetscape improvements can be used to help achieve a unique and desired character for downtown development. Development eff orts in the downtown should individually and collectively reinforce the image of the downtown as a destination location for residents and visitors to the City.Land use areas designated by the General Plan and illustrated on the Current General Plan Map include “Commercial Downtown” (CD) for the majority of the Downtown Core, “Light Industry” (LI) for the northerly frontage of East Main Street, and “Multiple Family Residential, Low Density” (ML) and “Single Family Residential-High Density” (SH) for adjacent areas to the south. 11 224
Oakley Downtown Speci
fi c Plan
• Task Force Review Meeting - November 4, 2003 - The Task Force reviewed and endorsed the strategy and design recommendations for the Facade Improvement Program, and recommended expansion of Main Street streetscape project area east to Fourth Street. • Workshop #6 - October 2, 2005 - Joint workshop with the City Council and Planning Commission to discuss the Draft Downtown Design & Development Plan and provide direction to staffand consultants. • Workshop #7 - June 16, 2008 - The Planning Commission reviewed the Design Guidelines and Uses sections of the Draft Downtown Design & Development Plan. Direction was given on several items for staff to review. • Downtown Public Forum - June 30, 2008 - The public was invited to an outreach meeting regarding the Downtown Specifi c Plan. Over sixty people attended the meeting, which culminated into an exercise regarding potential uses for the Downtown’s three proposed zoning areas.
Revitalization GoalsOakley’s citizens have yearned for a downtown that serves the needs of local residents, provides a focus for community events and activities, and symbolizes community aspirations. The rural character and natural features of Oakley are key elements of the community’s identity that should also be expressed through Downtown development. However, the most important ingredient is a vibrant commercial district that attracts a broad cross section of local residents.Achieving the community vision for Downtown requires that the City pursue several eff orts simultaneously. There are three basic goals: 1. Improve Main Street’s Overall Appearance - In order to create the downtown envisioned, the appearance of Main Street must be improved; these eff orts are essential for attracting patrons and new investment. There are two basic elements, the building frontage and the streetscape. The City intends to work with local merchants and property owners to upgrade frontage buildings through Facade Improvement Program (FIP). The development The Downtown Task Force during its tour of downtown commercial districts. 12 eastbound and Main one way westbound was also included for evaluation. Development economics issues for the alternatives were also reviewed and discussed. The Task Force and a strong majority of participants recommended that the City Council endorse the bypass/realignment and related revitalization strategy. • City Council Hearing/Review - April 9, 2001 - Council reviewed the Highway 4 alignment alternatives and endorsed implementation of the bypass/realignment concept and revitalization strategy elements. • Task Force Review/Workshop - August 23, 2001 - The Task Force reviewed the development concept and developer Request for Qualifi cations (RFQ) for the Civic Center site. Council subsequently authorized the RFQ and selected the site developer. • Council Hearing/Review - March 24, 2003 - The Council reviewed initial options for street width and parking confi guration on Main Street – i.e., angle parking, parallel parking – initial designs for City Gateway signs, and strategy for the Facade Improvement Program. Street and sign design revisions were recommended. • Downtown Property Owners Meeting - August 20, 2003 -
Property owners reviewed and endorsed the strategy and design recommendations for the Facade Improvement Program and for streetscape improvements. 225
1 - Plan Background & Overview on the City Hall site and new development on other Main Street properties will create an attractive, consistent building frontage over time. The development standards and design guidelines contained in Chapter 6, are intended to raise the quality standard for new construction and building renovations. Basic streetscape improvements will include consistent side- walks, street trees, pedestrian-oriented lighting, and utility under grounding; these eff orts are described in more detail in Chapter 3. 2. Enhance the Pedestrian Environment - The pedestrian en- vironment consists of building frontages and the street space in between. Enhancing it requires improving pedestrian safety and pedestrian amenities, as well as aesthetic improvements to buildings and the streetscape in general. To support a pedestrian-oriented district, highly visible crosswalks, corner curb bulbouts, street furnishings, and sidewalk-directed lighting should be installed throughout Downtown. Given Caltrans highway design standards, some of these improvements may have to wait until the Highway 4 is constructed, and Main Street is vacated by the State and released to the City of Oakley. However, a number may qualify for design exceptions and/or special consideration consistent with Caltrans’ “context sensitive design” policies for urban highways. Chapter 3 describes a recommended street improvement plan and a program for implementation given Caltrans-and budget-related considerations.
3. Promote Higher Density Infi ll Development - Infi ll development will support Downtown’s businesses and capitalize upon the pedestrian-oriented environment created. Multi-story development is strongly recommended. Within the Downtown Core area, this development would consist of storefront commercial with residential or offi ce space above. Given housing costs, Downtown Oakley is a good location for multi-unit residential development, provided design and management standards are high. Depending upon the City’s resources, it is recommended that residential-over-retail projects be promoted aggressively.
One story buildings and surface parking in Oakley
13 226
Gardenia Ave
Norcross Ln
Main Street
Vintage Pkwy
Acme St
Hall St
Second St
Third St
Fourth St
Fifth St
Del Antico Ave
Seventh St
O'Neil Ct
Ruby St
Star St
Duarte Ave Home St
1 2
3 4 4
5 6
7 8
8 77
10 7
7 7
Contra
Costa
Canal
O'hara Ave
Rose Ave Downtown Core
9 9 East Main Street
1 Downtown Transit Center2 Develop the Civic Center/Main Street site3 Install Main Street streetscape and pedestrian improvements4 Install side street streetscape and pedestrian improvements5 Improve East Main Street6 Provide additional parking in the Downtown Core 7 Develop key opportunity sites8 Facade improvement program9 Create Downtown Gateways 10 Extend Hall Street north of Main Street
14 Figure 1.6
227 Revitalization Projects
1 - Plan Background & Overview Progress Since Specifi c Plan Adoption The City of Oakley Downtown Specifi c Plan falls within a designated Priority Development Area (PDA) in Oakley and strongly supports the Plan Bay Area transportation objectives to promote and encourage pedestrian-friendly, attractive mixed-use and transit-oriented devel- opment. The City of Oakley has taken a proactive role in developing the Downtown PDA in a number of ways. In 2010, the City adopted the Downtown Specifi c Plan to further development activities in the Downtown PDA. In addition, the City purchased approximately 7 acres of prime commercial land, across from City Hall in the down- town, to facilitate the development of three new retail/commercial buildings, a public plaza, parking lot, and public improvements to Main Street. Private investment has been made through the renovation of an existing retail strip mall by ACE Hardware and the construction of a new Grocery Outlet store. The City is extending these development eff orts to the east by rebuilding infrastructure including Main Street improvements and the future Downtown Transit Center. All of these eff orts align with the goals and objectives of Plan Bay Area. The development of a train platform and park and ride lot would further the goals of the City and the Downtown PDA by making available transportation choices that currently do not exist in eastern Contra Costa County, which will take cars off the road. Furthermore, the development of a train platform and a park and ride lot would align with the goals and objectives of SB 375 by encouraging development in the Downtown which is predicated on being walkable and bikeable, close to public transit, jobs, schools, shopping, parks, recreation and other amenities.Downtown Projects Summary Two kinds of projects are needed to create a vibrant and attractive downtown commercial district: 1) Streetscape and related capital improvement projects to project an attractive city image, enhance pedestrian activity, and separate local and through traffi c, and; 2) new development on opportunity sites.
Two newer buildings in the Downtown area include 3330 Main Street across from the Civic Center (top), and 3631 Main Street, along East Main Street (bottom). 15 228
Oakley Downtown Specifi c Plan
Center, with a City Hall, outdoor amphitheater, and/park, and a mix of retail and offi ce development. One potential development site to the west remains, and additional Main Street frontage improvements remain to be completed.
3. Main Street Streetscape/Pedestrian Improvements – Frontage curbs, gutter, and walks will be constructed where they do not exist. Street trees, pedestrian-oriented street lights, and enhanced pedestrian street crossings have been installed per the Downtown Oakley Streetscape Concept (2015) between Vintage Parkway and Norcross Avenue. Main Street improvements were also constructed from Norcross Avenue to Second Street (along the southerly frontage) and from Norcross Avenue to Fifth Street (on the northerly frontage) in 2017. Future improvements should be extended to the Downtown Core Area boundary west of Vintage Parkway, and east along the southerly frontage to Fourth Street.
4. Downtown Side Street Improvements - Install street trees, pedestrian-oriented street lights, and enhanced pedestrian street crossings between Main Street and Acme Street along Hall Street, O’Hara Avenue, 2nd Street, and 3rd Streets.
5. East Main Street Streetscape - Frontage street trees, street lights, and sidewalks will be installed as part of new development along the northerly frontage.
6. Public Parking - Develop additional parking within the Downtown core area, mixing on-street and off -street (surface lot parking) approaches as feasible.
7. Develop Opportunity Sites - Assist property owners and prospective developers to develop key opportunity sites within the Plan Area, consistent with the community’s vision. Vacant and underutilized land could accommodate over 150,000 square feet of new commercial development.
8. Facade Improvement Program - Assist property and business owners to upgrade the appearance of buildings along the Main Street frontage.
The “Revitalization Projects” diagram (Figure 1.6) indicates the major projects proposed and/or underway within the Downtown Specifi c Plan area. These projects are summarized below and described in more detail in subsequent chapters.1. Downtown Transit Center - A new TriDelta Transit park-andride facility and San Joaquin Joint Powers Authority (SJJPA) railroad platform located between O’Hara Avenue and 2nd Street has been analyzed in a PDA Planning Study conducted by Perkins + Will. The facility consists of the construction of 300 surface parking spaces, to be distributed in two parking lots, to support multi-modal park, ride, and transit activities. The parking lots will also serve train riders though a train platform. The parking lots will be connected via a pedestrian greenway. The study indicated the economic benefi ts to the Downtown in both residential and commercial growth.
2. Complete the Civic Center/Downtown “Catalyst” Project – The formerly vacant 6.5 acre site located along Main Street adjacent to Norcross Avenue has been developed as the City’s Civic Residential over commercial development adjacent to sidewalks is recommended. 16 229
1 - Plan Background & Overview Specifi c Plan Requirements The Downtown Specifi c Plan was developed to address future de- velopment patterns in the Plan Area. Under California Government Code Sections 65450 through 65457, a specifi c plan may be used to implement a general plan and its policies and programs. Specifi c Plans must be consistent with the application elements of the jurisdiction’s general plan. California Government Code Section 65451(a) defi nes content re- quirements for Specifi c Plans, including text and diagrams. Specifi c Plans shall address:1. The distribution, location, and extent of the land uses, including open space, within the area covered by the plan.
2. The proposed distribution, location, extent, and intensity of major components of public and private transportation, sewage, water, drainage, solid waste disposal, energy, and other essential facilities proposed to be located within the area covered by the plan and needed to support the land uses described in the plan.
3. Standards and criteria by which development will proceed, and standards for the conservation, development, and utilization of natural resources, where applicable.
4. A program of implementation measures including regulations, programs, public projects, and fi nancing measures necessary to carry out paragraphs (1), (2), and (3).
California Government Code Section 65454 also states that no specifi c plan may be adopted or amended unless the proposed plan or amendment is consistent with the general plan. The Downtown Specifi c Plan was prepared pursuant to State Law and complies with all requirements.Plan Purpose and ContentThe Downtown Specifi c Plan implements Oakley 2020 General Plan policies for Downtown. It compiles Revitalization Strategy recommendations, clarifi es revitalization objectives, and defi nes the programs and capital improvements the City will pursue in coming years to realize the community’s vision for Downtown. The Downtown Specifi c Plan contains six chapters:• Chapter 1 - Plan Background & Objectives – summarizes the context, vision and major revitalization-related projects proposed. • Chapter 2 - Land Use & Revitalization Strategy – describes the planned pattern of land use, development, and challenges and opportunities for promoting significant new private sector investment in downtown.
• Chapter 3 - Capital Improvements – describes physical improvements recommended for Downtown’s streets and buildings, with schematic streetscape design illustrations.
• Chapter 4 - Infrastructure & Public Services – discusses the existing and proposed utilities and public services within the Downtown Specifi c Plan area. • Chapter 5 - Implementation – lists proposed projects, costs, potential funding sources, and describes the administration application of the plan. • Chapter 6 - Development Standards & Design Guidelines– are detailed policies for land use, building form, and site improvements that will be applied as part of the City’s development application and review process.
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2 LAND USE & REVITALIZATION STRATEGY
232
Oakley Downtown Speci
fi c Plan
Revitalization ObjectivesFive basic objectives are recommended to pursue Downtown’s revitalization, consistent with the goals listed in Chapter 1. The objectives are not listed in order of priority. However, Main Street improvements are strongly recommended as a catalyst to create an initial revitalization impact. These objectives are further described below.• Implement a Main Street Improvement Project• Promote Property Renovation and Redevelopment• Oakley Downtown Transit Center• Focus Pedestrian-Oriented Development Downtown• Concentrate Storefront Retail within the Downtown Core Implement a Main Street Improvement ProjectThe lack of curbs, sidewalks, street trees, street lights, and other basic amenities on Main Street detracts from Downtown’s image and impairs its ability to attract investment. Streetscape improvements should be installed as soon as they can be funded. As described in Chapter 3 - Capital Improvements, there are two common conditions that need to be addressed: 1) frontages without curbs, gutters, and sidewalks, and; 2) frontages that have curbs, gutters, and narrow sidewalks, but no streetscape amenities. The fi rst condition is typical of the entire northerly frontage except for the section between O’Hara and Second Street; it also occurs along the southerly frontage west of Norcross Lane. The second condition exists primarily along the remaining southerly frontage. In some instances – such as the Oakley Plaza site – street improvements have been coordinated with the development of adjacent properties. However, incremental, property-by-property installation will not be suffi cient to provide the near term revitalization boost that Downtown needs. The City should commit to a signifi cant portion of the needed streetscape improvements in order to support and “kick start” transformation of the district.
In addition to Main Street capital improvements, a consistent property line/ROW for East Main Street must be established to support renovation and re-development of properties there as well. This will help to create a cohesive and attractive corridor throughout the Downtown Specifi c Plan area. Promote Property Renovation and Redevelopment The run down appearance of buildings and properties along Main Street has been a community concern for years.
To realize the vision
for Downtown, changes in building types and building orientations will be required, implying substantial amounts of new investment. Some of these changes may be prompted by capital improvement projects. For example, parcels on the north side of Main Street would be aff ected by the proposed Main Street Improvement Project; existing frontage parking areas would be eliminated to construct curbs, gutters and sidewalks, and new driveways and on-site lots may need to be developed. The City’s facade improvement program will provide a welcome dose of new investment for some of Downtown’s existing properties. However, even with facade and streetscape improvements, a number of properties are unlikely to contribute to the pedestrian-oriented downtown envisioned. In these cases, the City should aggressively pursue eff orts to redevelop properties. The entire north frontage of Main Street should be a focus for redevelopment eff orts, as noted in later sections of this chapter.Oakley Downtown Transit Center A new TriDelta Transit park-and-ride facility and San Joaquin Joint Powers Authority (JPA) railroad station platform will have a benefi -cial eff ect on the character and economy of Downtown. Convenient access to commuter rail services is likely to increase land values in the immediate vicinity, and support modest-scaled residential development with complementary ground fl oor commercial/retail uses. Reconfi guration of roadways and properties as needed for the facility will improve circulation and the developability of properties, further promoting economic development.The Transit Center is a major capital improvement that will require years of eff ort in terms of grant applications and other funding mechanisms to supplement the City’s fi nancial resources. City staff will be 20 233
2 - Land Use and Revitalization Strategy
Storefront development should be concentrated in the Downtown Core. pursuing available avenues for funding and convincing the JPA that a new platform in Oakley is a sound proposition worthy of support and assistance. Because the project involves acquisition and/or coordination with privately-owned properties, it may be possible for the City to accomplish elements of the Transit Center through coordination with private sector development projects, and opportunities to pursue joint development must be explored. Extension of Hall Street north across Main Street is an important element of implementing the Oakley Downtown Transit Center. As depicted in Figure 1.3, it would provide access to the proposed TriDelta Transit park-and-ride lot and complete a drop-off loop for the San Joaquin JPA railroad station platform, connecting along the railroad frontage to O’Hara Avenue. It would also help to defi ne a new gateway development site between the two streets. The extension would be a “calm” two-lane roadway, with frontage walks and enhanced pedestrian crossings at Main Street.Focus Pedestrian-Oriented Development Downtown According to market assessments conducted in recent years, Downtown Oakley has the potential to successfully develop specialty retail, restaurants, and infi ll housing. It has access to existing and proposed business centers, direct proximity to one of the City’s upscale residential areas, and a high degree of visibility along Main Street.For Downtown to thrive, however, its pedestrian-oriented commercial niche must be encouraged. It is essential that Downtown be the fi rst priority for higher density, pedestrian-oriented development and supporting services. Competing concentrations of storefront-type commercial development and amenity-oriented pedestrian environments should be limited elsewhere within the City, unless they are part of a pedestrian-oriented development proposal, coordinated with a major transit center or “new town” planned development.Similarly, the specialty types of businesses appropriate for the area should be actively encouraged to locate within the Downtown Core, rather than in other commercially-zoned portions of the City. This eff ort may require modifi cation to land use and zoning regulations for other portions of the City, as well as adherence to the downtownoriented development standards and guidelines contained in Chapter 6- Development Standards & Design Guidelines.
In addition to new commercial development, new public facilities are recommended that support a pedestrian-oriented downtown and are appropriate for the heart of the City. An Amphitheater has already been developed as part of the Civic Center, but additional needed new facilities include a Community Center with special facilities for teens and a Community Library. These facilities should be considered for incorporation in various redevelopment opportunity sites located throughout the Downtown Specifi c Plan area. Public parking sites should be established for interim surface parking and long term parking structure if needed.Concentrate Storefront Development within the Downtown CoreTo create a pedestrian-oriented commercial district, contiguous storefront buildings should be concentrated within a walkable area, one that is small enough for a patron to park once and visit a variety of destinations. In the US, a fi ve-minute walk, or approximately 1,300 linear feet, is often cited as the maximum walking distance. In Downtown Oakley, this core commercial area should be concentrated 21 234
0' 100' 200' 400'
Downtown Core AreaDowntown Support Area
First Floor Retail / Active Office Uses Required on Main StreetMixed Use Residential over Retail EncouragedMinimal Setback and Parking Requirements Mixed Commercial / Service UsesHigher Density Residential Recommended in Some AreasHeight Step-down Residential adjacent toSingle Family Residential DSP-DC
DSP-DS
Residential Commercial ConversionOpportunity Area
DSP-RCCO
Area Recommended for Residential Infill
Main Street/Highway 4
Norcross Ln
Acme St
Hall St
O'Hara Ave
Second St
Third St
Fourth St
FifthStF
Del Antico Ave
Seventh St
Rose AveO'Neil Ct
Ruby St
Star St
Home St
Duarte Ave
Vintage Pkwy
Vintage Parkway Site
Miguel Drive
Main Street/Highway 4
Entertainment / RetailMixed Use
BNSF Railroad 1,320 LF / 1/4 mi. Walking Distance
2,300 LF ±
Contra
Costa
Canal
Gardenia Ave
DSP-DC
DSP-RCCO
DSP-DS
DSP-DS
22 Figure 2.1
235 Downtown Specifi c Plan Subarea Map
2 - Land Use and Revitalization Strategy The Downtown Core is planned as a walkable, high amenity area with specialty-oriented fi rst fl oor businesses. Downtown Support Areas will contain businesses that do not compete with the Core, and focus less on amenity-oriented forms of development. The Downtown Core Area requires pedestrian-oriented development; the Downtown Support Area encourages but does not require it. Both land use designations encourage mixed-use development. In addi- tion, as noted by the Plan Areas map, the “Vintage Parkway Site” is a special case with its own land use and development policies. The R/CCO Area allows for renovation of existing residential structures and sites for commercial uses, provided the neighborhood scale and character of the area is preserved. Historic Preservation In 2004 the City of Oakley began the process of establishing a Historic Preservation Ordinance for the City. This eff ort grew out of the goals and policies set forth under the General Plan. Stated below are the relevant goals and policies from the Oakley General Plan:• Goal 6.5 - Encourage preservation and enhancement of selected historic structures and features within the community.
• Policy 6.5.1 - Promote the compatibility of new development located adjacent to existing structures of historic signifi cance with the architecture and site development of the historic structure. • Policy 6.5.2 - Respect the character of the building and its setting during the remodeling and renovation of facades of historic buildings.
• Policy 6.5.3 - Encourage the use of the State Historic Building Code for historic buildings and other structures that contribute to the City’s historic character. Use fl exibility when applying zoning regulations to historic sites and buildings. • Policy 6.5.4 - Recognize the value of Oakley’s historic resources as an economic development tool.
• Policy 6.5.5 - Ensure that the integrity of historic structures and the parcels on which they are located are preserved through the implementation of applicable design, building and fi re codes. between Vintage Parkway on the west and Fourth Street on the east. This area is 2,200 linear feet from end to end, 1,100 feet from the ends to the center. As illustrated by the Development Concept Plan, storefront development should be concentrated along Main Street, with “support commercial” development and infi ll housing in adjacent areas.East of Fourth Street, Main Street is essentially one-sided, with older storefront buildings along the southerly frontage and vacant property and light industrial businesses on the north. There is the potential for signifi cant improvement in this area, and the Downtown Specifi c Plan contains related land use and capital improvement recommendations. Given the land constraints, however, it will be a challenge to shape it into a typical two-sided main street confi guration. The standards and guidelines in Chapter 6 support a distinction between the two areas in terms of land use and site development.Development GuidelinesThe Oakley 2020 General Plan Land Use Element contains policies for a (CD) Commercial Downtown land use designation that encourages mixed use development. Initial general plan development standards are a maximum site coverage of 70%; maximum building height of 50 feet; and a maximum fl oor area ratio (FAR) of 1.0. These basic standards are incorporated in the Downtown Specifi c Plan, with qualifying policies for special conditions and areas as needed.The type, distribution, and extent of land uses within the Downtown Specifi c Plan subarea refl ect the goals and objectives listed in Chapters 1 and 2. The Downtown Specifi c Plan Subarea Map includes three basic land use subareas: 1. The “Downtown Core Area (DCA),” extending along the frontage of Main Street from Vintage Parkway to Second Street; 2. The “Downtown Support Area (DSA),” which borders the DCA on the north, south, east and west, and;
3. The “Residential/Commercial Conversion Opportunity (R/ CCO) Area,” which extends south from the Downtown Support area to Home Street, between Del Antico Avenue on the east and Norcross on the west.
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with the vision for Downtown, with surface parking located along the street frontage. And substantial land areas within the Downtown core are vacant; up to 40%, as noted previously. Vacant and underutilized properties are anticipated to be developed and/or redeveloped with new commercial space. Mixed-use is strongly encouraged, with residential or offi ce space above fi rst fl oor commercial businesses, where appropriate. Properties recommended for redevelopment within the Downtown Core Area total approximately 28 acres, and would catalyze revitalization of the entire Downtown area. At an average FAR of 0.35, they could accommodate approximately 426,000 square feet of new and or renovated building space. For example, the city-owned block bounded by O’Hara Avenue, 2nd Street, Acme Street and East Ruby Street could accommodate up to 100 net new residential units and/or 50,000-60,000 square feet of new commercial/retail development.At the general plan maximum FAR of 1.0, these sites could actually accommodate approximately 1.2 million square feet of commercial/retail space. An FAR of 0.35 generally implies one story buildings with surface parking; an FAR of 1.0 implies buildings of two stories or minimal parking requirements. A realistic development goal is somewhere in between.As the Redevelopment Opportunity Sites diagram illustrates, there are three types of opportunity sites, “Near Term,” “Long Term,” and “Infi ll.” These are listed below and described in more detail in following sections.Near Term Opportunity SitesNear term opportunity sites include the Civic Center site, Oakley Plaza frontage, properties along “East Main Street” be/tween Second Street and the Contra Costa Canal, and the Oakley Plaza site. 1. City Hall Site – This property is located at the southwest corner of Main Street and Norcross Lane. It totals approximately 6.9 acres, and accommodates a new City Hall, outdoor amphitheater/park, and commercial development. The fi rst phase of the City Hall offi ce development was completed in 2005; the remaining portion of City Hall was completed in 2007. The site adjacent to the west is also considered a development opportunity. It is currently occupied by a local car sales business. Ideally, the two • Policy 6.5.6 - Work with property owners to preserve historic features within the community.
Preservation of historic structures within the City provides a connection to the City’s past and establishes a standard in which to enhance and develop new buildings, especially those within the Downtown Specifi c Plan area. Several buildings, listed below, have been identifi ed through the Old Oakley Specifi c Plan EIR as either eligible for the California Register or the National Register of Historic Places.Buildings eligible for the California Register include:• 2920 Main Street• 2974 Main Street• 3385 Main StreetThe building eligible for the National Register of Historic Places is:• 3663-3687 Main StreetA potential historic district was also identifi ed by the EIR and includes 21 historic resources, including 3663-3687 Main Street. This area would include historic resources along Main, O’Hara, Second, Third, and Acme Streets. This area has not yet been established.Design standards and guidelines within the Downtown Specifi c Plan elicit the use of quality materials that will enhance the overall look and feel of area. They build upon the community’s positive attributes and create a downtown destination for the City while helping to preserve existing structures.The Downtown Specifi c Plan further addresses the historic resources identifi ed within the area. Specifi cally it evaluates any impact the proposed changes contained in the Downtown Specifi c Plan may have on any of the area’s historic resources and if necessary proposes mitigation measures.
Redevelopment Opportunity SitesMost of Downtown’s properties are likely or appropriate for re-development. Many are underutilized in terms of building space relative to land value. A number are developed in ways that are not consistent 24 237
Vintage Pkwy
Norcross Ln
Main St
Acme St
Hall St
O'Hara Ave
Second St
Third St
Fourth St
Fifth St
Del Antico Ave
Seventh St
Rose Ave
O'Neil Ct
Ruby St
Star St
Home St
Duarte Ave
Deer Park Rd
1 6
24 8 5
3 7
7 3
7 Contra
Costa
Canal
7 Gardenia Ave
Near Term Opportunity Sites1 - City Hall Site - 6.9 ac2 - Oakley Plaza Frontage - 2.2 ac +/-3 - East Main Street - 4 ac +/-4 - Oakley Plaza Site - 3.6 ac +/-Long Term Opportunity Sites5 - Main Street Triangle - .5 ac +/-6 - Vintage Parkway Site - 10.7 acInfill Development Sites7 - South Side - Norcross to Contra Costa Canal8 - North Side - Norcross to O'HaraPotential Residential/Commercial Area 25 Figure 2.2
238 Redevelopment Opportunity Sites
Oakley Downtown Speci
fi c Plan
Long Term Opportunity Sites These sites will be aff ected by the Main Street improvements and/or the Downtown Transit Center.
5. Main Street Triangle – The site will be created by the future development of the Transit Center. At approximately 0.5 acres, the site will be used as a public plaza/park and a turnaround for drop-off /pick-up by the transit center.
6. Vintage Parkway Site – Given its 10.7 acre size, this site has the potential for signifi cant development that would support the downtown revitalization eff ort. Given market conditions, townhouse and/or multiunit residential is most likely, and would provide a built-in population to patronize downtown businesses and add the street activity that will help to attract other visitors. Existing building space on the site totals approximately 20,000 square feet, mostly residential cottages and outbuildings. At an average density of 20 units per acre the property could yield up to 214 dwelling units, perhaps including commercial space along Main Street as well.
Infi ll Development SitesInfi ll sites are located along both sides of Main Street, in the center of the Downtown Core. Existing land use ranges from small offi ces, shops, and eateries to residential cottages. Properties on the south side of Main Street are generally larger, however a number are developed with surface parking lots along the frontage. However, parcels are relatively small in acreage, with depths around 100 feet. The variety of existing ownerships and parcel confi gurations are also a challenge.These properties are all in need of signifi cant renovation and/or re-development to create a storefront commercial district. The City should assist with assembly and redevelopment of these properties as opportunities arise. Improvement of the street frontage as part of Main Street improvement project will change the current relationship between buildings, parking, and site access; e.g., new curbs, gutters, and sidewalks will make head-in parking directly from the roadway impossible. New curb cuts, driveways, and parking areas will be needed. The new street improvements could help to facilitate new development. sites would combine to create an attractive gateway to Downtown from the west.
2. Oakley Plaza Frontage – This highly-visible site is located directly across from the City Hall site adjacent to Vintage Parkway and totals approximately 2.2 acres. Previous development included the CentroMart grocery store, surface parking, a small open-air Mexican restaurant, and Round Table Pizza. This site has been redeveloped per the Specifi c Plan as an attractive Main Street commercial frontage, with outdoor dining spaces, a recirculating water fountain, public art, benches and other amenities, and a pedestrian-oriented mid-block crossing to City Hall.
3. East Main Street – The north frontage of Main Street from Second Street east consists of vacant parcels and buildings that need signifi cant physical upgrades. This area totals approximately 4 acres, of which approximately 1.3 are owned by the BNSF railroad. The City should work with the railroad to encourage disposition of this property for commercial development consistent with the objectives of the Downtown Specifi c Plan. A storefront building is to include the transit facilities and retail with drop-off zones along the transit plaza.Existing businesses in this area are an important part of the City’s tax base and provide a range of commercial off erings. However, the appearance of buildings and sites have been a community concern for years. This is a highly-visible frontage for residents and travelers using Main Street en route to Brentwood and Bethel Island, and it currently detracts from the City’s eff orts to improve its image and attract investment. A key issue therefore is establishing a plan line that will accommodate future widening of the street consistent with Caltrans standards.
4. Oakley Plaza – Previous building space on the site totaled approximately 20,000 square feet. Redevelopment per the Specifi c Plan features an expansion in fl oor area and includes new tenants, including Ace Hardware as the center’s anchor. Current parking and east-west through-access will likely need to be modifi ed to accommodate the proposed Downtown Oakley Transit Center and roadway connections west to the Vintage Parkway Site, see below. 26 239
2 - Land Use and Revitalization Strategy
include capital improvements, property improvements, and some of the development projects noted previously. 1. Incremental Streetscape and Building Improvements – Incremental sidewalk and streetscape improvements should be installed in conjunction with major building renovations and/or new development as it occurs. Chapter 3 provides detailed recommendations for these improvements as part of the Downtown Specifi c Plan’s overall streetscape design concept. As shown on the Interim Revitalization Plan, as much of the street improvements should be constructed as feasible given funding opportunities. Chapter 3 also describes recommended phasing scenarios to provide consistency in the streetscape appearance.The City’s facade improvement program should be funded and promoted aggressively. It is a relatively low cost way to improve the appearance of Downtown, and an excellent mechanism to encourage community involvement in the revitalization process. Chapter 3 describes priority buildings for the facade improvement program. In general, the City should focus its eff orts on sites that are the most visible and need the most improvement.
As indicated by the Interim Revitalization Plan, a signifi cant land area will be created between these properties and the Downtown Transit Center. This area could accommodate shared parking lots to serve frontage businesses, but City participation will likely be needed to facilitate this outcome. With a signifi cant change in grade existing behind the frontage, this area lends itself to mixed use development, possibly with underground parking; i.e., excavation requirements would be signifi cantly less.Residential/Commercial Conversion Opportunity AreaAs Oakley grows and commercial activity and investment is attracted to the downtown area, demand for small-scale, “non-Main Street” offi ce and commercial space is likely to increase. Attorneys, mortgage brokers and designers, and some types of artisan crafts and other low-impact commercial ventures gravitate to downtown areas, but often fi nd rents on prime commercial frontages prohibitive. Some could be home occupations. The City of Oakley would like to accommodate these types of businesses, and the Downtown Specifi c Plan recommends that the area south of the Downtown Core bounded by Acme and Home Streets, and Norcross Lane and Del Antico Avenue be considered a “Residential/Commercial Conversion Opportunity Area.”This 15-block area currently contains a mix of bungalows and scattered commercial buildings, a number of which need improved maintenance or signifi cant renovation. A benefi t of allowing conversion would be supporting investment in existing properties and structures. The intent would not be to change the area’s character, but to preserve it while supporting growth of a vibrant downtown commercial district. The underlying architectural character of the area should be conserved; e.g., existing buildings should be renovated, not demolished; mature trees should be preserved, and; commercial activities should not create parking demand that impacts adjacent residents. Ideally, this area would remain primarily residential, with a mix of offi ces and commercial businesses in residential buildings.Interim Revitalization PlanThere are four basic eff orts that would make a signifi cant improvement in Downtown and should be pursued in the meantime. These Improving the sidewalk environment will encourage sidewalk-oriented businesses. 27 240
Oakley Downtown Specifi c Plan
As part of these interim improvements, the City should consider relocating the existing 60kv power lines that extend along Main Street’s southerly frontage west of O’Hara Avenue. The poles that support these lines constrain the location of frontage buildings, sidewalks, parking and driveways, and the overhead lines limit the size of the street trees that can be planted. Generally, the best location for these lines would be along the rear of frontage properties where they have the least impact on buildings and streets.
2. Redevelop East Main Street Sites – Given their appearance and visibility, the properties along the northerly frontage of Main Street east of Second Street are the highest priority for redevelopment. As noted previously, the blighted appearance of these gateway properties is a negative for Downtown and the City as a whole. Consistent with recommendations of the Downtown Task Force, this frontage should be developed with “support commercial” uses that augment but do not compete with Downtown Core businesses. Establishing a curb line consistent with future widening requirements is a pre-requisite to development. Chapter 3 contains preliminary recommendations for curb line and frontage improvements in the area.
3. Promote Parcel Assembly and Mixed Use Development in the Core – Small properties and multiple ownerships along Main Street make mixed-use development diffi cult. The City should work with local land owners and developers to assemble properties for infi ll residential over commercial development. Given plans for street improvements and the Downtown Transit Center, the north frontage is a logical place to start. Many structures are older, small, and in poor condition. Existing cottages could be replaced by new, upper fl oor units.
4. Adopt and Apply Development Standards and Design Guidelines – The City’s policies and standards for renovations and new development need to promote the types of buildings, site improvements, and parking confi gurations that support a pedestrian-oriented commercial district. Current conditions in many locations – parking lots in front of buildings and along sidewalks, entrances on the sides of buildings rather than on the front facade – deter the type of pedestrian movement that is essential for a successful storefront commercial district.
Buildings must be located adjacent to the frontage, with attractive display windows, entrances, awnings, and other architectural features abutting the sidewalk. In the Core area, buildings should form a contiguous streetwall with parking behind. In adjacent areas, parking areas and driveways should be unobtrusive and located between buildings rather than behind only when required by parcel conditions. Land use should be programmed so that pedestrian-oriented commercial space is concentrated in the Core. Chapter 6 contains development standards and guidelines that will be applied to new development as part of adoption of the Downtown Specifi c Plan. 28 241
3 CAPITAL IMPROVEMENTS
242
Oakley Downtown Speci
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BackgroundRedevelopment eff orts in Downtown Oakley center on Main Street (formerly Highway 4), a street that provides signifi cant opportunities for reinvestment and plays a major role in the local transportation network. Main Street is the principal east-west arterial for the surrounding area and for the City, and it extends through the center of the Specifi c Plan Area. Within Downtown, Main Street is a two-lane roadway, with one lane in each direction and a shared center turn lane. East and west of Downtown the roadway is four-lanes in width. Two intersections are signalized, Main Street/Vintage Parkway and Main Street/O’Hara Avenue, both 3-way intersections. Vintage Parkway is a collector street that extends north over the BNSF rail line to more recently developed residential areas. It is the only street in the immediate area of Downtown that provides access across the rail line. O’Hara Avenue is a collector street that extends south to newly developed residential areas and continues to the City of Brentwood. Norcross Lane is another important north-south local street, providing access south to residential areas and local schools. As noted in the preceding chapters, most of the Downtown Specifi c Plan’s proposed capital improvements are related to through-traffi c and streetscape conditions. These projects are described in more detail in this chapter. Infrastructure and public services related projects are described in Chapter 4.Proposed ProjectsCapital and design-related improvement projects focus on improving the overall image of Downtown, enhancing it as a pedestrian-oriented commercial district, accommodating through and truck traffi c, and improving pedestrian safety. Six discrete capital and/or design improvement projects are recommended:1. Downtown Oakley Transit Center2. Main Street Frontage and Streetscape3. East Main Street Widening and Streetscape4. Downtown Side Street Improvements
5. Building Facade Improvements6. City Gateway SignsThese projects are listed in order of magnitude, though not necessarily in order of importance. Though they are interrelated, each could be undertaken separately. Some projects make sense to implement together, such as subsurface infrastructure and streetscape improvements along Main Street. These projects are described and illustrated in the sections that follow.Downtown Oakley Transit Center The Transit Center would be focused on new San Joaquin Joint Power Authorities (SJJPA) train station platform located north of Main Street between 2nd Street and O’Hara Avenue, as shown in the concept diagram on the following page. The facility would provide connecting TriDelta Transit bus service to the train station as well as Park & Ride lot. Routes in Oakley and surrounding communities would be adjusted to better serve on-going transportation infrastructure investments in the area, including the eBART extension to Hillcrest Avenue. The station platform is strategically located near “the bend” on Main Street, adjacent to a new Main Street Plaza that could be used for civic events and markets. This location is highly visible and publicly accessible, and will serve as a catalyst for extending the character of Main Street eastward to 2nd Street and beyond. The location is within a 5 minute walking radius of City Hall, Civic Center Park and Main Street restaurants, and makes use of a number of vacant and underutilized properties north of Main Street between Norcross Lane and O’Hara Avenue. Approximately 300 surface parking spaces would be provided to support Park & Ride activities as well as future train riders, many of which could be used to support plaza activities held on the weekends and evenings.New roadways and other related improvements likely needed to provide local access and circulation include:• One-way transit/drop-off loop adjacent to the rail platform.• Signalization of the Norcross Lane at Main Street intersection to facilitate peak traffi c fl ows into and out of the Park & Ride lots 30 243
Downtown Transit Center Concept
Figure 3.1
View of platform and new infi ll development (top) and view north across Main Street (bottom).
Source: City of Oakley
31 244
Oakley Downtown Speci
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and provide protected pedestrian crossings at 700 foot intervals along the corridor. • Modifi cation of the traffi c signal at the O’Hara Avenue at Main Street to accommodate a southbound-only north intersection leg. The intersection design would need to accommodate the turning radius of transit vehicles. • Provision of an eastbound left-turn only lane on Main Street at the one-way transit loop entrance opposite 2nd Street. 2nd Street is one-way southbound at this location, and signalization or other traffi c control is not expected to be needed. • Through-route west to Vintage Parkway.In addition to physical changes, the following policy adjustments should be considered:• Exempting downtown intersections from the peak hour LOS D policy for vehicles.
• Reducing parking requirements for new development.It is expected that as station, Park & Ride, and development plans are fi nalized, additional transportation analysis may be necessary to determine turn pocket lengths, traffi c signal adjustments, crosswalk placement, and other circulation elements.Frontage street trees, lighting, and landscaped median islands will be incorporated, consistent with objectives to improve the overall appearance of Downtown. Cross streets will provide access to parking areas and pedestrian crossings and they should be treated as highly visible entrances to the Downtown Core. A frontage planting strip with street trees is recommended to buff er pedestrians on frontage sidewalks from through traffi c. Bike lanes, downtown theme street lighting, and corner bulbouts where feasible are recommended. Consistent with the Downtown Specifi c Plan’s development standards, frontage development will provide attractive low walls, fences, and shrub plantings to screen adjacent parking lots.
Main Street Frontage and StreetscapeCurb, gutters and sidewalks are missing through much of Downtown, and there are no existing pedestrian amenities. Street lighting consists of standard “cobra-head” highway fi xtures. Power lines run along both frontages, with a high voltage 60kv line on the south of the southern frontage. Building setbacks are inconsistent and create a haphazard appearance, with some buildings abutting sidewalks while others have off -street parking areas directly in front. Right-of-way widths vary as well. For example, the ROW is approximately 90 feet between Vintage Parkway and Hall Street, and narrows to 60 feet between Hall and Second. Frontage improvements have been present on both sides of the wide portion of the street, but were only built in 2017 on the north side of the narrow portion of the street. Excess frontage paving along the north side is used for headin parking. There are no curb cuts to control vehicular movements to and from the roadway, making the safety of access to north side properties less than optimal. The ROW is also approximately 60 feet along East Main Street. The north side frontage lacks improvements, with direct access to properties, head-in parking, and conditions generally similar to those between Vintage and Hall. Street improvements are intended to help establish an attractive and memorable Downtown character, and to support retail businesses, cafes, and restaurants that will create a vibrant street life. Consistent sidewalks will provide opportunities for pedestrian activity, outdoor seating, street furnishings and other amenities. Pedestrian-scale lighting will increase pedestrian safety and give the street a warmer, more inviting character. Street trees and benches will create a comfortable community shopping environment.These frontage improvements will dramatically aff ect the appearance of Downtown Oakley and its ability to attract new investment. While some of the improvements will need to be installed. Interim and long-term design improvements are described below. Interim improvements focus on the pedestrian environment while long-term improvements address traffi c, circulation and parking. 32 245
Figure 3.2
Main Street - Existing Conditions
Illustrations by Gates & Associates
33 246
Oakley Downtown Speci
fi c Plan
Interim Streetscape ImprovementsCurbs, gutters, and sidewalks should be constructed where they do not exist today, as illustrated by the Interim Revitalization Plan (located in Chapter 2). Where possible, easements and/or dedications should be established to allow existing sidewalks on the south side of Main Street to be widened from 8 feet to 12 feet. Some properties are vacant or have building setbacks that could allow for sidewalk widening. Other properties have frontage parking lots that could be modifi ed slightly.Low voltage power and other utility lines should be undergrounded, and street trees and pedestrian-oriented street lights should be installed along both frontages; high voltage power lines on the north side of the street will remain. Corner bulb-outs should be constructed at Hall Street, O’Hara Avenue, and Second Street. The 2017 Main Street Downtown Improvements project addresses several of the recommended streetscape improvements, which are described in more detail below and illustrated by the Typical Streetscape Improvements fi gure on the following page.• Consistent Road Width - A street plan line should be established to create a consistent right-of-way widths of 70 and 82 feet, as depicted by the streetscape concept drawings on the following pages. This will allow for the construction of new curbs, gutters, sidewalks, curbside parking and sidewalk amenities. The roadway should be striped for 14- and 15-foot travel lanes, 9- to 14-foot median islands with left turn pockets, and parallel and angled parking on the south side of the street. The narrow portion of the street between Hall Street and 2nd Street contains buildings that encroach upon this area, and it should remain as it is until initiation of Transit Center-related improvements and development, when these buildings would have to be removed. • Consistent Curb, Gutters, and Sidewalks - New curb, gutters, and sidewalks should be constructed along the entire north side of Main Street to refl ect those now installed in front of the Civic Center Site frontage. New sidewalks should be a minimum width of 12 feet. Existing sidewalks on the south side of Main Street should be renovated and widened to 12 feet as possible. This will eliminate the patchwork of paving that currently exists, creating a clean and visually unifi ed streetscape.
The 12 foot sidewalk should have two functional zones; a 4 foot furnishing/amenity zone, and an 8 foot clear pedestrian zone. The furnished zone buff ers pedestrians from the adjacent roadway, and provides an area for street trees, signal poles, utility poles, street lights, hydrants, signs, parking meters, and driveway aprons. The pedestrian zone provides a walking space removed from vehicle traffi c and free of obstructions. In some instances it may be appropriate to locate benches along the back of the sidewalk, however, provided a minimum 6 foot clear pedestrian corridor can be maintained. • Corner Bulb-Outs - Corner bulb-outs should be constructed at all intersections as traffi c engineering determinations allow. This will shorten pedestrian crossing distances and create space for streetscape amenities. Bulb-outs should extend approximately 6 feet beyond the curb on parallel parking frontages. The fi nal confi guration of bulb-outs could vary according to the desired parking layout; i.e., angle parking could allow for larger corner bulb-outs. • Street Trees - Street trees should be planted at approximately 50 feet on center along both sides of the street. Tree spacing should be adjusted as necessary to avoid existing utility poles and other fi xed elements, and aligned with curbside parking stalls. Tree well cutouts should be a minimum 4 feet by 4 feet with uncoated cast iron grates. All grates within the sidewalk should be fl ush with the level of the surrounding sidewalk surface, and be located within the furnishings zone. The tree species should be deciduous to provide shade in summer and sun in winter, with a broad canopy and deep, non-invasive roots. Trees should be located a minimum of 20 feet from streetlights, and selected and located for adequate clearance from power lines to avoid unsightly “topping” and pruning. • Structural Soil - It is strongly recommended that structural soil be used for all street tree plantings. (See the planting detail for recommended structural soil locations.) Structural soil is an air-entrained mixture of quality aggregate and “soil” formulated to support various pavement types, while allowing voids for air exchange, water movement, organic matter, and root growth. Structural soil installed under paving allows tree roots to grow out of the tree well and under adjacent sidewalk without causing the pavement to heave or buckle. This greatly increases the 34 247
Typical Streetscape Improvements
Figure 3.3 35
248
long-term health of the tree while ensuring that sidewalk surfaces remain even.
• Street Lights - New pedestrian-scale lighting should be installed along both sides of Main Street. Fixtures should be located at approximately 100 feet on center to provide consistent illumination. Light location should be coordinated with street tree planting to ensure that fi xture illumination is not blocked by trees; a 20 feet clearance is recommended. Pedestrian-oriented light fi xtures should be mounted at approximately 12 feet above sidewalk grade; beneath the tree canopy.
Long Term Street ImprovementsA number of streetscape features would be installed as part of the interim improvements for Main Street. These include a 62 foot curbto-curb street width, new curbs and gutters, 12 foot sidewalks, corner bulb-outs, street trees, and pedestrian-scale street lights. Gateways at the east and west entrance to the Downtown Core will highlight the area as a unique alternative to outlying shopping centers.
Main Street Design Concept
Figure 3.7
Illustration by Gates & Associates
Four long term street design alternatives for improving Main Street were evaluated : 1) angle street parking on both sides; 2) parallel parking with a broad median island; 3) parallel parking with bike lanes and a narrow median island, and; 4) angle parking and parallel parking alternating from block to block.Option 2, “Parallel Parking with Median,” was selected by the City for implementation. The street will have one 14 foot travel lane in each direction, an 18 foot landscaped center median, and 11 foot left turn lanes. Curbside parallel parking stalls 8 feet in width will be located along both sides of the street. At intersection, the medians will accommodate pedestrian crosswalk refuges approximately 7 feet in width. Graphic illustrations depicting the Main Street improvements and proposed street design approach are provided in the following pages.The City of Oakley Parks and Recreation Master Plan (2002) designates both Main Street and O’Hara Avenue as “Proposed Local Bike Routes”. As noted by the Master Plan, these would be Class II or Class III facilities, where bicyclists share the roadway with motorists. 36 249
Structural Soil Details
Figure 3.4 Figure 3.5
Typical Bulb-Out 37
250
Street Furnishing Examples
Figure 3.6
Note: The furnishings depicted above are examples only. Actual furnishings will be determined at a later date and reviewed and approved by the Planning Commission and City Council prior to installation. 38 251
3 - Capital Improvements
Class II routes have special bike lane striping. Class II routes have special signs, road markings, and a wider travel lane, with bicyclists sharing the lane with motorists. With 14 foot travel lanes in each direction, the recommended street design could accommodate a Class II bike route with a shared right-of-way, or “sharrow”, confi guration that provides almost as much as cycling surface as a Class II bike lane.East Main Street Widening and Streetscape The viability of commercial property along the northerly frontage is an important objective, and access must not be overly restricted by the improvements. However, driveway entrances to properties should align with existing cross streets on the south. A frontage planting strip with street trees is recommended to buff er pedestrians from through traffi c on the north side of the street. Corner curb bulbouts and downtown theme street lighting are also recommended. Consistent with the Downtown Specifi c Plan’s development standards, frontage development will provide attractive low fencing and shrub plantings to screen adjacent parking lots.If future studies indicate that four lanes are not required and that a three-lane cross section could be adequate, excess curb-to-curb area should be considered for bike lanes and/or a widened median with pedestrian crossing refuges.Downtown Side Street ImprovementsThere are fi ve side streets within the Downtown Core: Norcross Lane, Hall Street, O’Hara Avenue, Second Street, and Third Street. Each serves a somewhat diff erent function, and improvements are recommended accordingly. In addition, Acme Street parallels Main Street between Norcross and Third Street, providing access to parking areas and additional commercial properties.Norcross Lane and O’Hara Avenue both are planned to connect north through existing properties to access parking areas for new commercial development and the Downtown Transit Center. Hall Street and Second Street both will terminate at Main Street. Selected downtown theme streetscape improvements are recommended for all of these streets, including lighting at intersections, corner bulbouts, enhanced crosswalks and street trees.Angle parking should be retained along the westerly frontage of Second Street between Main and Acme, and should be established along the westerly frontage of Hall Street as well. As illustrated by the Parking Courts sketch, large bulbouts, shade trees, and additional street lights and thematic signage should be installed to identify these streets as parking courts.Building Facade ImprovementsThe City’s facade improvement program should be implemented to address three basic property conditions. As illustrated by the Facade Improvements Key Map, these are:1. Storefront Commercial Facades - Facade improvements are recommended for existing storefront commercial-type buildings This broad median in Downtown Mountain View creates
an attractive, memorable streetscape. It is similar in width to the recommended design for Main Street. 39 252
Curbs, gutters, sidewalks and medians are being added along East Main Street.
East Main Street Design Concept
Figure 3.8
Illustrations by Gates & Associates
40 253
3 - Capital Improvements
Figure 3.9
Parking Courts
that have architectural characteristics that contribute to Oakley’s traditional community character. Most of these buildings are located east of Second Street, outside the Downtown Core.
2. Buildings to be Removed for the Main Street Improvements -These buildings will eventually be removed and therefore should not be considered for major building renovation. The program should assist only with relatively minor surface improvements, as needed to maintain an attractive appearance for these buildings and downtown overall. This category includes the north frontage of Main Street between O’Hara Avenue and Main Street.
3. Paint-Up/Fix-Up Only - These buildings are not storefront buildings that contribute to pedestrian-oriented frontage. However, the facade improvement program should assist with relatively minor surface improvements as needed to maintain an attractive appearance for these buildings and downtown overall. Most of these buildings are located on “Infi ll” sites, with redevelopment recommended.
The properties indicated as Storefront Commercial Facades should be the focus of the City’s facade improvement program. Renovation of these properties, combined with new development on Opportunity Sites, will dramatically improve the physical character and image of Downtown. The sketches on the following pages illustrate recommended facade improvements for these properties. The sketch for Building #10, 3300 Main Street is illustrated as part of the Interim Revitalization Plan in Chapter 2 on page, 29. Existing conditions and recommended improvements are described below.According to the Historic Resources section of the Oakley Old Town Specifi c Plan Draft EIR (1996), building #2, the Oakley Hotel, appears eligible for the State of California Historic Register. Buildings #1, 4, 5, and 6 appear eligible as contributing to an historic district that appears eligible.1. 3547 Main Street Condition - Original storefront doors and windows removed. Glazing fi lled with wood panels. Brick facade attractive and intact. 41 254
Oakley Downtown Specifi c Plan
Recommended Improvements - New casement/storefront windows; new/restored clerestory/transom window; new tile-clad base/bulkhead wall beneath storefront windows.
2. 3563-3587 Main Street
Condition - Concrete plaster surface; upper fl oor windows dilapidated, panes fi lled with plywood; original storefront windows replaced with singleRecommended Improvements - New upper fl oor windows; restore storefront glazing, add tile base; install awnings with tenant signage; install new transom windows or add architectural detailing in panel above storefronts.
3. 3631 Main Street
Condition - Concrete plaster surface; original deco windows intact.Recommended Improvements - Add parapet to screen roof appurtenances; add decorative tile to parapet panel; add new awnings to accent building bays; consider downlights between bays.
4. 3639 Main Street
Condition - Stucco facade worn; minimal surface detail; original doors and storefront windows removed.Recommended Improvements - Re-stucco facade; add cornice and accent tile to existing parapet; re-construct storefront with center entrance, display windows, and tile bulkhead; add new awning with tenant signage.
5. 3641-47 Main Street
Condition - Concrete plaster surface; original storefronts and transom windows removed; Recommended Improvements - Restore storefront glazing, add tile base; install awnings with tenant signage; install new transom windows or add architectural detailing in panel above storefronts.
6. 3659 Main Street
Condition - Western batten board parapet/false front; original wood storefront/windows replaced with brick surfacing; large projecting sign.Recommended Improvements - Provide new parapet trim/cornice and frame; paint facade; install new storefront display windows, door, and wood or tile bulkhead/base. Restore neon projecting sign (paint, tubes, etc) or install building mounted sign on parapet.
7. 3671 Main Street
Condition - Concrete plaster surface; storefront and main building entrance removed/fi lled. Recommended Improvements - Re-stucco facade; add cornice and accent tile to existing parapet; re-construct storefront with center entrance, display windows, and tile bulkhead; add new awning with tenant signs.
8. 3683 Main Street
Condition - Corrugated metal western false front parapet; small window and main entrance; projecting sign without ornamental bracket.Recommended Improvements - Install new facade surfacing, corrugated metal or other; create storefront building base, masonry, metal or other; install new larger display windows, tenant sign(s); enhance/expand main entrance.
9. 3695 Main Street
Condition - Stucco facade worn; minimal surface detail; original doors and storefront windows removed.Recommended Improvements - Re-stucco facade; add cornice and accent tile to existing parapet; re-construct storefront with center entrance, display windows, and tile bulkhead; add new awning with tenant signage. 42 255
3 - Capital Improvements 10. 3300 Main Street Condition - Brick facade; metal canopy, display windows clut- tered with signage; large building mounted sign panel; minimal sidewalk/pedestrian space at entrance. Recommended Improvements - Upgrade canopy with architec- tural elements, consider sign mounting. Remove signs from dis- play windows. Consider adding parapet/sign for visibility; expand frontage sidewalk/pedestrian area.
City Directional SignsCity directional signs are recommended to be located at major intersections and adjacent to the City line on City entrance streets. They should have a graphics theme that relates to the Civic Center landmark/information sign, and be easily diff erentiated from commercial, highway, recreational, and other signs in the area. Directional signs should have lettering and graphics style that relates to the informational signs and is easy to see from the adjacent roadways. 43 256
Facade Improvements Key Map
Figure 3.10 44
257
Facade Improvements
Figure 3.11 45
258
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259
INFRASTRUCTURE & PUBLIC SERVICES
260
4 48 Oakley Downtown Speci
fi c Plan
The Downtown Specifi c Plan area is located within current City of Oakley boundaries and is supported by city infrastructure and public services. Changes to land uses and densities within the Downtown Specifi c Plan area may result in improvements to the existing infrastructure and public services systems for the City. The Downtown Specifi c Plan area is generally bounded by the BNSF Railway to the north, Ruby Street to the south, Miguel Drive to the west, and the Contra Costa Canal to the east. Demand assumptions are based on the General Plan build-out scenario for the Downtown Specifi c Plan area. The fi ndings of the analysis are summarized below.Utilities and InfrastructureWater Services - Diablo Water District (DWD) provides water service throughout the Specifi c Plan Area. The City of Oakley is with-in the Diablo Water District Sphere of Infl uence (DWDSOI), there-fore all current and future water needs will be provided by DWD1 . Downtown Oakley receives its water from a reservoir along the Contra Costa Canal. The existing water supply is anticipated to support future development throughout the Downtown Specifi c Plan area, however minor improvements to the distribution system may be required.Wastewater Services - Ironhouse Sanitary District (ISD) provides wastewater service to the Downtown Specifi c Plan area and throughout the City of Oakley. A treatment facility is located north of Highway 4 near Walnut Meadows Drive in Oakley. Major underground trunk lines run under Second Street and West Ruby Street. Auxiliary lines run beneath east/west streets within the Plan Area and feed into the major trunk lines2 .
A new sanitary sewer system is needed north of Main Street for those properties along the new Highway 4 alignment. Existing sewer systems throughout the Plan Area should be replaced with an upsized system to meet future demands in the Downtown Specifi c 1 City of Oakley. Oakley 2020 General Plan, 4.0 Growth Management Element. 2002.2 City of Oakley, Old Town Oakley Specifi c Plan, 4 Public Infrastructure. 1996. 3 City of Oakley, Old Town Oakley Specifi c Plan, 4 Public Infrastructure. 1996.
Plan area. Sewer upgrades assume a building layout of four major developments per block with four service points per block.Storm Drainage - Storm drainage facilities within City limits were developed and constructed by the City and the Contra Costa County Flood Control and Water Conservation District (CFCWCD). The City of Oakley is responsible for maintaining the storm drainage system within city boundaries. Downtown is within Drainage Area 29D, which encompasses approximately 237 acres. Runoff from this area is directed to and contained by the San Joaquin Delta at Big Break3 .
Existing major lines are adequate to convey runoff water from the Downtown Specifi c Plan area. Surface drainage patterns must continue to be designed to funnel stormwater into existing catch basins. Supplemental inlets and minor drain lines necessary to convey local drainage to the major systems are assumed to be included in future new commercial development and associated parking areas. Electricity, Natural Gas and Telecommunications - Dry utility services are provided throughout the City. Gas and electricity are provided by Pacifi c Gas & Electric (PG&E), while several local area companies provide telecommunication services. Existing natural gas and electricity systems are adequate and do not need to be upgraded to meet future demands as redevelopment occurs. Developers and property owners will be required to coordinate with the appropriate service providers to provide electrical, natural gas and telecommunications services to their developments and properties.Existing utility and overhead lines associated with electrical, telephone, and cable service should be removed and replaced with underground facilities. However, the existing 60kv lines located along the southerly frontage of Main Street are too costly to underground and are planned to remain. All new utility lines should be placed underground.Street Improvements - Pavement conditions on Norcross Lane, Acme Street, Ruby Street, O’Hara Avenue, Home Street, Second Street, Third Street, and Forth Street are currently in fair condition. 261
49 4 - Infrastructure & Public Services However, once the streets are opened for sewer upgrades and un- dergrounding, paving on these streets should be rehabilitated. Two options may be considered: a) replacing existing pavement with new pavement conforming to existing curb and gutter, or; b) a pavement overlay conforming to existing curb and gutter. Pave- ment overlays are recommended as a fi rst phase improvement, with reconstruction recommended as needed over the long term. Existing curbs, gutters and sidewalks are in good condition and do not need to be upgraded. Public Services Fire Protection and Emergency Services - The City of Oakley, along with several other Contra Costa County communities and unincorporated areas are served by the East Contra Costa Fire Protection District. The District provides service to structural, wild land, vehicle, and miscellaneous exterior fi res; vehicle accidents involving disentanglement and extrication; medical emergencies and hazardous materials incidents. Station 93, located at Acme Street and Second Street, provides fi re protection services to the Downtown Specifi c Plan as well as the rest of Oakley.Roadway confi guration changes to Main Street shall accommodate fi re and emergency vehicles. New traffi c signals shall also have Opticom signal attachments in order for emergency response vehicles to control the signals at the intersections. All redeveloped and new buildings within the Downtown Specifi c Plan area will be equipped with automatic sprinklers pursuant to NFPA 13 requirements.Police Services - In conjunction with the Oakley Police Department, the Contra Costa County Sheriff s Offi ce provides police services within the City limits. The Oakley Police Department is located in the Downtown Specifi c Plan area at City Hall, 3231 Main Street. A substation for the Contra Costa Sheriff ’s Offi ce is also located within the Downtown Specifi c Plan Area, at 210 O’Hara Avenue. 262
263
5 IMPLEMENTATION
264
Oakley Downtown Speci
fi c Plan
EIR Certi
fi cation - A Program EIR, as authorized by Section 15168 of the California Environmental Quality Act (CEQA) guidelines, to assess and address the environmental impacts of the Downtown Specifi c Plan, shall be prepared to meet CEQA requirements.The following three zoning districts will be created and are illustrated on the Proposed Zoning graphic:1. Downtown Specifi c Plan-Downtown Core Area (DSP-DC) – The DSP-DC zoning district applies to the area that extends along the frontage of Main Street from Vintage Parkway to Second Street. The DSP-DC area is a walkable, high amenity area with specialty-oriented fi rst fl oor businesses.
2. Downtown Specifi c Plan-Downtown Support Area (DSPDS)– The DSP-DS zoning district borders the DSP-DC area to the north and south, east and west. Business within the DSP-DS area should complement with those businesses in the DSP-DC area. Development with the DSP-DC area will also encourage pedestrian-oriented businesses through mixed-use development.
3. Downtown Specifi c Plan-Residential/Commercial Conversion Opportunity Area (DSP-R/CCO) – The DSP-R/CCO area extends south from the DSP-DS area to Home Street, between Del Antico Avenue on the east and Norcross Lane on the west.
This area allows for renovation of existing residential structures and sites for commercial uses, keeping with the existing scale and character of the current community. The proposed Downtown Zoning designations, along with the City’s current Zoning designations, are illustrated on the following pages.
Street Plan LinesThe Downtown Specifi c Plan proposes the following right-of-wayrelated projects:1. Establishing consistent right-of-way lines and street improvements along Main Street between Vintage Parkway and Second Street;
2. Constructing extensions of Norcross Avenue and O’Hara Avenue north of Main Street, and;
This chapter describes the policy actions, capital improvement and program-related costs, and funding approaches needed to implement the Downtown Specifi c Plan. Policy-related actions include adopting the Downtown Specifi c Plan. Administrative procedures for guidelines-related review and approval of projects will also be required. Capital improvements-related actions include establishing public/private fi nancing mechanisms for streetscape and infrastructurerelated improvements. The City will assume the lead role in terms of initiating capital improvement projects, pursuing the additional state and federal grant sources needed and facilitating new development through assistance with parcel assembly and other fi nancial incentives.Implementation of the Specifi c PlanThis section outlines key implementation steps that should be followed by the City of Oakley to execute the Downtown Specifi c Plan. These include:• Certifying the Downtown Specifi c Plan Program Environmental Impact Report (EIR).
• Adopting Zoning Code Amendment to establish new zoning districts that implements the Downtown Specifi c Plan.• Rezone Downtown Specifi c Plan area.• Administering the Downtown Specifi c Plan, including review and approval of projects in accordance with the intent and provision of the Downtown Specifi c Plan, as described in the following sections.
Speci
fi c Plan Approval - Once this occurs, the Downtown Specifi c Plan will be the primary regulatory tool for the area, containing development regulations, design criteria, and use allowances. There are some discrepancies between the specifi c land uses and development standards of the Downtown Specifi c Plan and those of the RDA PUD. Implementation of the Downtown Specifi c Plan will supersede the RDA PUD. Current zoning for the area is illustrated on the Current Zoning and Land Use Designation graphic contained in this chapter. 52 265
Downtown Specific Plan
General CommercialLight IndustrialPublic and Semi-PublicParks and RecreationPlanned DevelopmentResidential (min 6,000sf lot area) SP-4
C
LI
PR
P-1
R-6
P
Current Zoning Designations
53 Figure 5.1
266 Current Zoning Designations
Oakley Downtown Speci
fi c Plan
north frontage of Main Street and the proposed Downtown Transit Center. Shared parking in this location would allow new Main Street frontage development to proceed without the need for on-site parking and/or frontage driveways and curb cuts to be provided on a parcel-by-parcel basis. These parking areas could be established by reciprocal parking easements and/or acquisition and improvement by the City.Another focus for new parking is the fi re station site located along the west frontage of Second Street between Acme and Ruby Streets. This site is recommended for acquisition for public parking, with the fi re station relocated to a site comparable in terms of access and emergency service requirements. Additional curbside parking will be provided along Main Street when it is reconfi gured. New on-street parking could include approximately 110 spaces along Main Street and 33 spaces along new connecting north-south street segments north of Main Street; see the “Downtown Parking Facilities” diagram. Surface lots north of Main Street would provide approximately 190 spaces. The current fi re station site could provide approximately 65 surface parking spaces, or approximately 210 spaces in a 3-level structure. Although this site is not in the Downtown Core Area, it is immediately adjacent and would provide parking within a short walking distance of businesses in the Core’s east end. Existing and proposed parking includes the following:• Existing On-Street Public Parking Spaces 100• Additional Planned Public Parking Spaces 525-670*• Total Future Public Parking Spaces 625-770* *Total with structure parking
At a shared parking ratio of 3 spaces per 1,000 square feet of commercial space, total planned surface parking could support a total of up to 208,000 square feet (626/3 x 1,000).Parking In-Lieu Fee ProgramThe City should activate its parking in-lieu fee program, fi rst established in conjunction with adoption of the Old Town Specifi c Plan in 1996. As part of the program, the City can waive on-site parking requirements for new retail commercial development and major building renovations or expansions. Instead, applicants pay an in3. Improving Main Street along the northerly frontage, between Second Street and the Contra Costa Canal. Additionally, pedestrian crossings and reconfi gured curb returns at intersections are proposed at specifi c locations on Main Street/the realigned Highway 4 to make pedestrian movement safer and more inviting. In order to provide for coordinated capital improvements and devel- opment of the area, plan lines for these new and modifi ed streets and intersections must be adopted. Downtown Parking Parking Facilities Existing public parking within the Downtown Core Area consists of approximately 100 non-marked curbside parking spaces located along Norcross Lane, Hall Street, O’Hara Avenue, Second Street north of Acme Street, and the north frontage of Acme Street. There are no existing off -street public parking lots in the area. Private off -street parking is limited by small parcel sizes and relatively high building coverages, particularly in the blocks south of Main Street. Parcels north of Main Street have signifi cant undeveloped, vacant areas along the BNSF railroad line. Though current levels of on- and off -street parking are relatively low, the lack of opportunities for ac- cessible shared parking will be a deterrent to new development in the area. Basic parameters for creation of new shared public parking facilities are: 1. Parking facilities should be located within a one block walk of Main Street; 2. Parking facilities should not detract from the pedestrian-oriented character desired for the area, and; 3. Parking facilities should be sited on lands that otherwise are likely to remain underutilized. As described in the “Revitalization Projects” section of the specifi c plan, a principal focus for shared parking is the area between the 54 267
Downtown Specific PlanDowntown Core Area (DSP-DC)
Downtown Specific PlanDowntown Support Area (DSP-DS)
DSP-DC
DSP-DS
Downtown Specific PlanResidential Commercial Conversion Opportunity Area (DSP-R/CCO) DSPR/CCO
Downtown Zoning Designations
Norcross Ln
Acme St
Hall St
O'Hara Ave
Second St
Third St
Fourth St
Fifth StF
Del Antico Ave
Seventh St
Rose AveO'Neil Ct
Ruby St
Star St
Home St
Duarte Ave
Vintage Pkwy
Miguel Drive
Main Street/Highway 4
BNSF Railroad
Contra
Costa
Canal
Gardenia Ave
DSP-DC
DSP-RCCO
DSP-DS
DSP-DS
55 Figure 5.2
268 Proposed Zoning
Oakley Downtown Speci
fi c Plan
an architectural form or features that contribute to the “Main Street” character desired for Downtown. Parking District Boundaries The Downtown Parking District boundaries are the same as those established for the Downtown Core Area. As depicted by the “Downtown Parking District Boundaries” map, the northerly boundary is the proposed shared parking area for new commercial development and the Downtown Transit Center; the southerly boundary is formed by Main Street, Acme Street, and a portion of Ruby Street; the east boundary is Third Street, and; the west boundary is the extent of storefront commercial development along Main Street. Capital Projects FundingThough funding is planned to come from a variety of grant sources, Projects 1 through 4 will still need to be incorporated in the Oakley’s fi ve-year Capital Improvement Program (CIP) and managed by the City’s Engineering Department. Grant FundingAs noted above, the City alone will not be able to fund all proposed downtown projects. However, there are a range of grant programsavailable for the kinds of transportation and urban livability projects proposed by the Downtown Specifi c Plan. In the coming years the Community Development and Engineering departments will work together to apply for grant funds needed to implement the projects. Potential grant program/funding sources include the following:• Metropolitan Transportation District (MTC) Transportation for Livable Communities Program (TLC): This program provides funds for capital improvements, planning assistance, and community outreach. • Federal Transportation Enhancements Authorization (TEA21): This program typically funds bicycle and pedestrian transportation projects. lieu fee for the required parking, with fees dedicated to acquisition, construction, and/or maintenance of shared public parking facilities. This program allows the City to work together with Downtown’s many small property-owners to provide the parking needed to support new development. Northern California cities that have similar in-lieu programs in place include Concord, Walnut Creek, Brentwood, Mill Valley, Mountain View, Palo Alto, and Berkeley. As part of adoption and implementation of this specifi c plan, the City of Oakley establishes a “Downtown Parking Overlay District,” within which properties may elect to participate in the in-lieu fee program; see next section, Downtown Parking District Boundaries. Parking in-lieu fees would be dedicated toward development of the shared off -street public parking facilities described above, and would be collected prior to or in conjunction with application for a building permit. Fees would be based on the real cost for providing required parking spaces, including land and construction, and would be updated by the City of Oakley on a regular basis to stay current. Costs would incorporate allowances for landscaping, lighting, ornamental fences and other amenities appropriate for a parking area in a pedestrian-oriented commercial district. The cost for providing one surface parking space, excluding land, is currently estimated at $5,000. The cost for providing one structure parking space, excluding land, is $25,000. (The specifi c plan does not anticipate the need for structure parking in the near term, however, as noted above, most of the proposed surface parking areas could be redeveloped for structure parking in the future if justifi ed by demand.)At its discretion, the City of Oakley may waive or reduce the in-lieu fee parking requirements for an initial period of time to encourage new investment and development. As noted previously, there is not currently a parking shortage in Downtown, and new investment is a higher priority for the near term. Also at its discretion, the City may designate some properties as “parking exempt.” This approach could be applied in cases in which, a) an applicant proposes to change an existing building use to a new use that has higher parking requirements, b) the existing site does not have land area available for parking or parking expansion, and/or, c) the existing building has 56 269
Norcross Ln
Acme St
Hall St
O'Hara Ave
Second St
Third St
Ruby St
Vintage Pkwy
BNSF Railroad
Main Street
New Main Street Curbside Parking: 110
Existing Side Street Curbside Parking: 100
Total Existing On-Street (Public) Parking Spaces: 100Total Additional Planned Parking Spaces: 525-670Future Total Parking Spaces: 625z-770 Civic Center Site
Potential Public Lots and On-Street Parking: (+/-)300
Potential Public Lot or Structure:- 65 space lot- 210 space 3 level structure Downtown Parking District Boundary
Downtown Parking Facilities
Figure 5.3 57
270
Oakley Downtown Speci
fi c Plan
improvements. Capital improvements could also piggy-back on basic road maintenance projects funded by the State Gas Tax. Exactions should be required from new development for directly-related capital improvements such as frontage curbs, walks, and streetscape amenities.PrioritiesProjects that have multiple benefi ts – such as traffi c calming and enhanced pedestrian access – are generally the most likely to receive grant funding. Projects that have the biggest visual impact and do the most to encourage new investment are most eff ective for promoting downtown revitalization. Therefore, the top priorities are street-related projects that improve the appearance of Main Street, establish the perimeter for new development projects along the northerly frontage, and improve pedestrian safety and comfort. These are:1. Main Street-Vintage to Second2. East Main Street-Second to Fourth3. East Main Street-Fourth to RoseSecond level priorities are those projects that require signifi cant coordination with other entities, and/or are geared to longer term development and funding time frames. These are: 4. Train Station5. Downtown Side StreetsSite Redevelopment ProjectsIn addition to participation in the funding of capital improvements, the City will facilitate new development in the Downtown Specifi c Plan area. Agency eff orts are important in order to encourage developments that meet the City’s objectives but also ensure that it meets the objectives of the entities that provide grant funding is more likely if it is linked to complementary new development.Similar to recommendations for capital improvement projects, there are two levels of priority for property redevelopment. The fi rst priority is for those projects that are highly-visible and could proceed in the • FTA Livable Communities/TEA-21 Earmark: This program
funds transit station area improvements that promote pedestrian access, public safety, and station area activity. • Transportation Development Act, Article 3: This program funds alternative transportation projects, with an emphasis on bicycle and pedestrian circulation. • Transportation Fund for Clean Air (BAAQMD): This program is administered by the Bay Area Air Quality Management District (BAAQMD), and focuses on bicycle circulation as an alternative to vehicular use; pedestrian improvements are not funded by this program. • Transportation Fund for Clean Air (CMA): This program is administered by the Contra Costa Transportation Authority (CCTA).
Unlike the BAAQMD program, however, the CCTA program does fund streetscape improvements that facilitate pedestrian access to transit. • Community Development Block Grant (CDBG) Program:
This US Department of Housing and Urban Development (HUD) program provides annual grants to States. States in turn award grants to local governments to carry out a range of developmentrelated activities and eff orts, based on State-defi ned priorities and criteria. CDBG-funded projects must benefi t low- and moderate-income populations and/or prevent or eliminate blight, and must incorporate citizen participation.
Local FundingA number of the grants require that improvements be coupled with transit planning eff orts and/or a local funding “match.” Many, however, require a strong transit component, and links from Downtown Oakley to future BART and/or other fi xed rail systems are speculative. Bus service provided by Delta Transit will be the only transit mode serving downtown for the foreseeable future. Given match requirements and the uncertainties generally associated with grants, City-based funding approaches will need to be maximized. Options include development fees to fund improvements that benefi t new development. For example, traffi c impact fees could be used to assist the funding of traffi c calming and pedestrian safety 58 271
5 - Implementation such as setbacks, height limits, and parking. Next, an applicant should review the Design Guidelines for information related to the specifi c type of building planned, as well as proposed landscaping, sign design, and lighting. Once applicants are acquainted with the Guidelines, two steps are recommended:
1. The applicant should submit a Pre-Application (PA) City staff for review. The Concept Plan may consist of diagrammatic sketches and tracings suffi cient to communicate the applicant’s basic intentions. Concept Plans shall be to-scale and must be at a minimum indicate building heights, entrances, basic site layout,parking supply and confi guration, access to on-site parking, and off -site building relationships. A Pre-Application does not constitute a formal application. City staff will review and comment on the PA prior to the applicant submitting a formal DPA, during which time the applicant shall meet and confer with City staff about refi nements to the PA.
2. Depending upon results of the Pre-Application Review, applicants may elect to continue refi ning plans with City staff , or proceed to prepare and submit a DPA and start the formal application process. Plan refi nement with City staff is strongly recommended as a means to work out inconsistencies with the Downtown Specifi c Plan prior to submitting a DPA.
Specifi c Plan ConsistencyIt is the intent of this document that any development application, use permit, or other use entitlement shall be consistent with the Downtown Specifi c Plan, as well as the applicable provisions of the Oakley General Plan and zoning regulations.Any future Downtown Specifi c Plan changes (both minor and major amendments) found to be inconsistent with the Oakley General Plan would require the adoption of a General Plan Amendment. Any regulation, condition, or portion of the Downtown Specifi c Plan held invalid by a California or Federal court shall be deemed a separate, distinct, and independent provision; but shall not aff ect the validity of the remaining parts of the Downtown Specifi c Plan. near term because land is currently vacant. As noted in Chapter 2, these sites are:1. City Hall Site (Phase I completed 2005; Phase 2 completed 2007; Phase 3 pending)
2. CentroMart Frontage (Now Grocery Outlet, completed)3. East Main Street Sites 4. Infi ll Sites With respect to Oakley Plaza, the City will work with the owners to explore early actions to develop the property consistent with the Downtown Specifi c Plan; e.g., redeveloping additional commercial space along the Main Street frontage adjacent to CentroMart. Similarly, the City will work with the BNSF Railroad to establish ROW and gain developable property along the northerly frontage of Main Street east of Second Street.Administration of the Specifi c PlanA major goal for this planning process is to revive Oakley’s Downtown and once again establish this area as a destination for the community and its visitors. The following responsibilities, mechanisms, and procedures will be necessary to review, monitor, coordinate, and integrate the development with the Downtown Specifi c Plan area. Development Application and Review ProcessAll development within the Downtown Specifi c Plan area requires a Development Plan Application (DPA). Compliance with the Downtown Specifi c Plan’s policies, standards, and guidelines is a condition of approval of a DPA. Before project planning and design begins, applicants are urged to meet with Community Development staff to clarify how the Plan’s design and development guidelines apply to the property and/or proposed project, and to review items that must be submitted for a complete Planned Development application. An applicant should fi rst identify which downtown subarea the property is located within, and refer to the applicable section in the Plan’s Development Standards for information on preferred land uses and other development program-related guidelines. These address items 59 272
Oakley Downtown Specifi c Plan
use permit is not required for such a change in use. Vacant buildings shall be demolished and sites cleared and improved as noted above, provided the building is not deemed a “contributing” building site under the Oakley Historic Preservation Ordinance.
Specifi c Plan AmendmentDuring the Oakley City Council’s review and approval of development applications, minor deviations from the Downtown Specifi c Plan that do not require an amendment to the plan may be allowed, provided that the project is consistent with the stated intent of the Downtown Specifi c Plan and the Oakley General Plan.If a project applicant proposes a development that is not in line with the development standards or design guidelines contained in the Downtown Specifi c Plan, the City may approve a variance. A variance may only be approved if the required fi ndings are met as provided for in the Zoning Code and does not substantively diff er from the intent of the Downtown Specifi c Plan.A developer, property owner, or the City may also request more substantive amendments to the Downtown Specifi c Plan. Any and all Downtown Specifi c Plan amendments shall be processed in accordance with City Ordinances, and presented in a public hearing prior to City Council action on the proposal. The Downtown Specifi c Plan amendment process is similar to the process to amend the General Plan. Therefore, major Amendments may require an accompanying General Plan Amendment and Zoning Code revision. All amendments are subject to CEQA and shall be reviewed for potential environmental eff ects. If it is determined that additional environmental impacts beyond those identifi ed in the Downtown Specifi c Plan EIR will occur, additional environmental documentation may be required.Vacant Sites and BuildingsVacant, unimproved sites and buildings should not be permitted within the Downtown Specifi c Plan area for periods exceeding six months, unless such sites and/or buildings are actively for sale. Formal listing with a real estate broker, for-sale signs, and/or other similar criteria shall be met to indicate that property is for sale. Vacant sites should be improved with interim landscaping subject to approval by the Community Development Director. The applicant shall submit interim landscape and/or other improvement plans for lots that will remain vacant beyond a six month period for review and approval by the Community Development Department. A conditional 60 273
6 DEVELOPMENT STANDARDS & DESIGN GUIDELINES
274
0' 100' 200' 400'
Downtown Core AreaDowntown Support Area
First Floor Retail / Active Office Uses Required on Main StreetMixed Use Residential over Retail EncouragedMinimal Setback and Parking Requirements Mixed Commercial / Service UsesHigher Density Residential Recommended in Some AreasHeight Step-down Residential adjacent toSingle Family Residential DSP-DC
DSP-DS
Residential Commercial ConversionOpportunity Area
DSP-RCCO
Area Recommended for Residential Infill
Main Street/Highway 4
Norcross Ln
Acme St
Hall St
O'Hara Ave
Second St
Third St
Fourth St
FifthStF
Del Antico Ave
Seventh St
Rose AveO'Neil Ct
Ruby St
Star St
Home St
Duarte Ave
Vintage Pkwy
Vintage Parkway Site
Miguel Drive
Main Street/Highway 4
Entertainment / RetailMixed Use
BNSF Railroad 1,320 LF / 1/4 mi. Walking Distance
2,300 LF ±
Contra
Costa
Canal
Gardenia Ave
DSP-DC
DSP-RCCO
DSP-DS
DSP-DS
62 Figure 6.1
275 Downtown Specifi c Plan Subarea Map
6 - Development Standards & Design Guidelines Development standards and design guidelines shape new invest- ment to fulfi ll Oakley’s desire for an attractive, pedestrian-oriented downtown. Development guidelines address aspects of development that are essential for achieving the goals of the Downtown Specifi c Plan. They are detailed recommendations for land use, building height, setbacks, and parking. Development standards are organized according to the “Downtown Core”, “Downtown Support”, and Resi- dential/Commercial Conversion Opportunity (R/CCO) area. Design guidelines address more subjective aspects of development, such as building form, architectural detailing, and site landscaping. Guidelines are organized by type of development – e.g., commer- cial or residential. They are listed according to their level of detail; for example, design guidelines for building massing are fi rst, design guidelines for paint colors are last. The use of the words “shall” and “will” indicate mandatory items while “should” means that an action is required unless the intent is secured through other means. Words such as “encouraged” and “may” are advisory, but should be addressed and incorporated to the maximum extent possible.To use the guidelines, applicants should:1. Find the property in question on the Downtown Specifi c Plan subarea map on the facing page, and refer to the standards for the subarea in which the property is located.
2. Refer to the guidelines for the type of development planned, site landscaping, and signs.
Development StandardsThe Oakley 2020 General Plan Land Use Element contains policies for a (CD) Commercial Downtown land use designation that encourages mixed use development. Initial general plan development standards are a maximum site coverage of 70%; maximum building height of 50 feet; and a maximum fl oor area ratio (FAR) of 1.0. These basic standards are incorporated in the Downtown Specifi c Plan, with qualifying policies for special conditions and areas as needed.The type, distribution, and extent of land uses within the Downtown Specifi c Plan area refl ect the goals and objectives listed in Chapters 1 and 2. The Downtown Plan Areas map is based on Chapter 2’s Revitalization Strategy Map, with three basic land use subareas: 1) the “Downtown Core,” extending along the frontage of Main Street from Vintage Parkway to Second Street; 2) “Downtown Support,” which borders the Downtown Core on the north, south, east and west, and; 3) the “R/CCO Area,” which extends south from the Downtown Support area to Home Street, between Del Antico Avenue on the east and Norcross on the west.The Downtown Core is planned as a walkable, high amenity area with specialty-oriented fi rst fl oor businesses. Downtown Support Areas contain businesses that do not compete with the Core, with somewhat less amenity-oriented forms of development. The Downtown Core Area requires pedestrian-oriented development; the Downtown Support Area encourages but does not require it. Both land use designations encourage mixed-use development. As noted by the Plan Areas map, the “Vintage Parkway Site” is a special case with its own land use and development policies. The R/CCO Area allows for renovation of existing residential structures and sites for commercial uses, provided the neighborhood scale and character of the area is preserved.Downtown Core AreaA. LAND USE - Multi-story buildings are encouraged and shall incorporate active fi rst fl oor uses. If a use is not listed below, it may still be consistent with the Downtown Specifi c Plan objectives as 63 276
Oakley Downtown Specifi c Plan
determined by the Community Development Director, given the site context and/or the specifi cs of the development proposal.
Preferred Ground Floor Uses1. Retail sales - storefront-scale commercial space is strongly encouraged; at least 60% of the gross square footage should generate sales tax revenue.
2. Eating and drinking establishments3. Nighttime entertainment uses4. Performing arts theaters and cultural facilities5. Public and quasi-public or institutional uses - that create high levels of pedestrian activity.
6. Hotels7. Mixed use - is strongly encouraged, with offi ce or residential above the Downtown Core uses listed above.
8. Personal services9. Recreation, commercial/indoor10. Parking Facilities11. Emergency shelters - as defi ned by Senate Bill (SB) 2, located on the Civic Center property.Upper Floor Uses12. Offi ce - administrative, business, medical, and professional13. Residential - at densities determined on a case by case basis, but a maximum density of 35 units/acre.
14. Studios, photographers, and artists15. Instructional Schools 16. Ground fl oor uses - as listed above and as appropriate B. DEVELOPMENT INTENSITY – Maximum FAR should be 1.0.
C. BUILDING HEIGHT – as measured from adjacent sidewalk to base of parapet or eave line of pitched roof should be as follows:1. Maximum building height - Four fl oors and/or 50 feet.
2. Maximum height exceptions – subject to City review:
Special architectural features such as towers and turrets are recommended and will be considered for height exceptions.
Pitched roofs may exceed height limits if gable
or other non-shed roof types are used.
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6 - Development Standards & Design Guidelines
a. Above subsurface parking – Building may exceed the
maximum height by 5 feet; subsurface structures should extend no higher than 5 feet above fi nished grade. However, at-grade fi rst fl oor commercial space should be provided along the Main Street frontage. b. Pitched roofs – may exceed height limits provided they are gable or other non-shed roofs.
c. Special architectural features – such as towers, turrets, atriums, ornamental parapets may exceed height limits. However, these features may comprise no more than 1/3 of the overall length of the building façade(s). d. Rooftop Structures - such as elevator and mechanical equipment enclosures or roof deck trellises and gazebos. These may exceed the height limit by 10 feet, provided they are screened by a parapet or a pitched roof.
3. Minimum building height – should be 20 feet to create welldefi ned street spaces.
D. BUILDING ORIENTATION - All Downtown Core sites shall provide buildings that abut and parallel adjacent streets. Every such New commercial buildings shall have street-facing main entrances. The building above was re-oriented from the adjacent parking lot to Main Street through the use of a raised porch entryway. building and tenant space shall provide its main entrance directly on a public street.
E. FRONT SETBACKS - Front setbacks shall be zero (0) feet. The fi rst and second fl oors of all buildings shall be built-to and parallel with street front property lines. For corner sites and properties that extend through an entire block - i.e., from street to street - front setback requirements apply to all street frontages. 1. Corner buildings – The corner may be “cut back” up to 6 feet along side frontages to create a diagonal at the ground level and/or at upper levels.
2. Special architectural features – bay windows, turrets, decorative roofs, and miscellaneous entry features not parallel to street frontages:a. May occupy – up to 50% of street façade width;b. May project – up to 3 feet over property lines, and must be no less than 12 feet above the highest point in the sidewalk over which they project. 65 278
Oakley Downtown Specifi c Plan
a. Non-residential - minimum 3 stalls per 1,000 square feet.
Curbside on-street parking will be counted toward parking requirements. b. Residential - minimum 1 stall per unit (1 or 2 bedroom); another .5 space for each additional bedroom above 2 bedrooms for multifamily projects; or an additional space for 3 bedrooms for any single units. c. In-lieu fees - The City may consider waiving on-site parking requirements for new commercial development in the Downtown Core area for up to fi ve years. After this initial period, instead of providing parking directly applicants may pay an in-lieu fee for the required parking, with fees dedicated to acquisition and construction of shared public parking facilities.
2. Location of surface lots - shall be to the side or rear of buildings, not in front. Broad expanses of parking are not consistent with the character desired for the Downtown Core, and width of parking areas between frontage buildings shall not exceed 80 feet.
3. Parking lot frontages - shall be screened with an attractive low fence or wall that relates to the materials of the principal F. SIDE SETBACKS
1. Minimum – shall be zero (0) feet. If a building is setback from a side property line, at least 4 feet should be provided for an access passage.
2. Maximum – shall be 15 feet; in general, side setbacks of up to 15 feet should only be used to accommodate access driveways to parking areas and EVA’s.
G. REAR SETBACKS – as measured from abutting properties.
1. Minimum – shall be 10 feet. 2. Parcels adjacent to public parking lots and driveways – minimum shall be 5 feet.
H. SITE ACCESS
1. Pedestrian access - Every building and tenant space shall provide a main entrance directly to the adjacent frontage sidewalk.
2. Driveways/curb cuts - shall be minimized. Shared parking lots and driveways are encouraged to reduce the need for curb cuts along street frontages.a. Maximum number - shall be 1 two-way curb cut or 2 one-way curb cuts per building.
b. Maximum width - shall be 12 feet for a one-way driveway and 24 feet for a two-way driveway.
c. Driveway setbacks - shall be a minimum of 5 feet from adjacent properties.
3. Service areas and access drives - will be centralized and shared wherever possible and accessed from side or rear parking areas. Service areas, including dumpsters and similar facilities, shall be screened by architectural walls, fencing, and/or planting as appropriate and per the recommendations of the City of Oakley Commercial Design Guidelines.
I. PARKING
1. Minimum requirements - Shared or “blended” parking
standards are recommended to encourage higher density development in the Downtown Core.
Building corners may be cut back to accent a corner entrance. 66 279
6 - Development Standards & Design Guidelines
Parking lot frontages should be screened from adjacent
streets with an attractive low wall or fence.
Parking areas shall be planted with shade trees at a minimum ratio of one tree per four parking stalls. The “orchard” arrangement shown above creates an even tree canopy.
building; walls or fences should be a minimum of 32 inches and a maximum of 42 inches in height.
4. Parking areas shall be planted - with shade trees at a minimum ratio of 1 tree for every 4 parking stalls; higher ratios are recommended. Trees should be evenly distributed in an “orchard” or other planting arrangement to provide even shade throughout the area.
J. LANDSCAPING AND SCREENING
1. Sidewalks and street trees - a sidewalk minimum width of 12 feet shall be provided along all street frontages. Shade trees shall be planted at curbside approximately 50 feet on center. Street lights shall be installed at approximately 100 feet on center
2. Trash and service equipment - including satellite receiving dishes shall be located away from street(s) and enclosed or screened by landscaping, fencing or other architectural means.
Downtown Support Area A. LAND USE - A mix of commercial and infi ll residential development is encouraged, consistent with the preferred distribution indicated on the Downtown Specifi c Plan Subarea map. If a use is not listed below, it may still be appropriate if consistent with the Downtown Specifi c Plan objectives as determined by the Community Development Director given the site context and/or the specifi cs of the development proposal. 1. Personal services2. Printing and publishing3. Recreation, commercial/indoor4. Specialty food retail5. Specialty goods retail6. Offi ces - administrative, business, medical and professional7. Eating and drinking establishments8. Studios, photographers and artists 67 280
Oakley Downtown Specifi c Plan
9. Wholesale-certifi ed recycler10. Nighttime entertainment uses
11. Movie theatres
12. Parking facilities13. Public and quasi-public or institutional uses14. Quality goods and services15. Residential - density shall be determined on a case-by-case basis as part of the Conditional Use Permit (CUP) process; the distribution shall be as indicated on the Subarea Map.a. Railroad frontages: Due to noise and vibration associated with the adjacent BNSF railroad line, residential development should not be permitted along the north Main Street frontage east of Second Street.
16. Child care facilities17. Instructional schools18. Vibration sensitive uses - such as certain types of repair shops and computer-related technologies are not recommended for properties abutting the BNSF railroad.
19. Special condition: Vintage Parkway site – This is a special development opportunity site. Given the right land use mix and urban design approach, it has the potential to provide a major boost to Downtown’s revitalization. Development scenarios for the site must have strong physical and economic relationships to the Core. Scenarios that would be considered include:a. Residential - Given noise and vibration issues, residential maybe considered only if located 150 feet or more from the BNSF rail line. Densities shall be considered on a case-by-case basis, but a maximum density of 16.7 units/acre. b. Entertainment retail - cinemas and associated shops and restaurants.
c. Mixed use - horizontal or vertical, combining offi ce with entertainment retail and/or other Downtown Support uses as appropriate.
B. DEVELOPMENT INTENSITY - Maximum FAR should be 1.0
The appearance of Downtown buildings and street frontages need to be signifi cantly improved. Auto services will not remain part of Downtown Oakley’s land use mix.
Structured parking is provided on the second and third
fl oors of this Walnut Creek commercial development.
68 281
6 - Development Standards & Design Guidelines C. BUILDING HEIGHT – shall be measured from sidewalk to base of parapet or leave line of pitched roof should be as follows: 1. Maximum building height - Four fl oors and/or 50 feet; build- ing height should step down adjacent to existing residentially developed properties, as noted under 5, below. 2. Exceptions – subject to City review: a. Above subsurface parking – Buildings may exceed the maximum height by 5 feet; subsurface structures should extend no higher than 5 feet above fi nished grade. b. Pitched roofs – may exceed height limits provided they are gable or other non-shed roofs. Single pitch roofs may be excepted if architecturally designed. c. Special architectural features – such as towers, turrets, building entry volumes, or ornamental portions or para- pet walls. These portions should comprise no more than 1/3 of the overall length of the building façade(s). d. Rooftop structures – such as elevator and mechanical equipment enclosures, or roof deck trellises and gazebos; these may exceed the height limit by 10 feet, provided they are screened by a parapet or a pitched roof.
3. Minimum building height – shall be 20 feet to create a welldefi ned street space.4. Accessory buildings – shall be 12 feet in height if setback 12 feet or more from side and rear property lines; they shall be a maximum of 8 feet in height if located closer than 12 feet to side or rear property lines.
5. Adjacent to single family areas - Building height shall step down adjacent to existing single family residential development and/or properties designated by the City for single family residential development. Third and fourth fl oors shall be a minimum of 35 feet from single family properties.
D. BUILDING ORIENTATION - The main entrance to all buildings shall be located on the front building façade or a fronting building corner.1. Minimum frontage - for all buildings shall be 1/3 the length of the parcel frontage.
2. Relationship to frontage - a minimum of 2/3 of the front building façade shall be parallel to the street right-of-way.3. Garage doors and service bays - shall be located on the rear or side of buildings, not on the front.
E. FRONT SETBACK
1. Minimum - shall be zero (0) feet from the back of walk along Main Street.
2. Maximum - for landscaping related residential use shall be 10 feet along Main Street and 20 feet along side streets. Parking may be permitted between buildings and the street frontage.
3. Single family residential setback shall be 15 feet minimum on streets other than Main Street
F. SIDE SETBACKS
1. Minimum – shall be 10 feet, or 5 feet minimum for single family residential on streets other than Main Street
G. REAR SETBACKS – as measured from abutting properties.
1. North side Main Street – minimum shall be zero (0) feet.
2. South side Main Street – minimum shall be 15 feet for buildings up to two stories. a. Third and fourth stories – shall be setback a minimum of 35 feet from the rear property line if abutting residentially-developed or planned properties.
3. Parcels adjacent to public parking lots and driveways – minimum should be 5 feet.4. Single family residential setback shall be 10 feet minimum on streets other than Main Street
H. SITE ACCESS
1. Pedestrian access - in the form of a walkway shall be provided from the Main Street sidewalk directly to the main building entrance; i.e., pedestrian access to building entrances should not require walking across a parking lot.
2. Driveways/curb cuts
69 282
Oakley Downtown Specifi c Plan
a. Maximum number - shall be 1 two-way curb cut or 2
one-way curb cuts per building.
b. Maximum width - shall be 12 feet for a one-way driveway and 24 feet for a two-way driveway.
c. Driveway setbacks - shall be a minimum of 5 feet from adjacent properties.
3. Service access - shall be from side or rear parking areas.
I. PARKING
1. Minimum requirements - Reduced parking requirements are recommended to encourage higher density development adjacent to the Downtown Core.a. Non-residential - 4 stalls per 1,000 square feet for fi rst fl oor space; 3 stalls per 1,000 square feet for upper fl oor space. b. Residential - minimum 1 stall per unit (1 or 2 bedroom); another .5 space for each additional bedroom above 2 bedrooms for multifamily projects; or an additional space for 3 bedrooms for any single units.
2. Location of surface lots - will be to the side or rear of buildings, not in front. Broad expanses of parking are not consistent with the character desired for Main Street, and width of parking areas/distance between frontage buildings shall not exceed 180 feet.
3. Parking lot frontages - shall be screened with an attractive low fence or wall that relates to the materials of the principal building; walls or fences should be a minimum of 32 inches and a maximum of 42 inches in height.
4. Parking areas should be planted - with shade trees at a minimum ratio of 1 tree for every 4 parking stalls. Trees should be evenly distributed in an “orchard” or other planting arrangement to provide even shade throughout the area.
J. LANDSCAPING AND SCREENING
1. Main Street - north side sidewalk/street trees - A front sidewalk/setback a minimum 12 feet wide should be provided.
A curbside planting strip a minimum of 4 feet wide shall be established, with shade trees.
Building entrances shall be located on the front
building façade or a fronting building corner.
Street trees shall be included along all street frontages. 70 283
6 - Development Standards & Design Guidelines 2. Acme, Ruby, and other streets - Shade trees shall be in- stalled curbside at approximately 30 feet on center. Street lights should be installed at approximately 120 feet on center. Parking pockets, with curbside tree planters located between parking stalls, are recommended for larger scale projects. 3. Trash and service equipment - Including satellite receiving dishes shall be located away from street(s) and enclosed or screened by landscaping, fencing or other architectural means. Residential/Commercial Conversion Opportunity Area A. LAND USE - Commercial uses occupy buildings according to the objectives of the R/CCO designation, subject to case-by-case City review. Ideally, the R/CCO subarea would remain primarily residential, with a mix of some offi ces and commercial businesses in renovated residential buildings. The underlying architectural character of the area should be conserved; i.e., existing buildings should be renovated, not demolished; mature trees should be preserved, and; commercial activities should not create parking demand that impact adjacent residents. Current height limits and other related development regulations shall apply. Possible businesses may include:1. Small scale retail - gifts, crafts, and other materials consistent with RCCO objectives2. Eating and drinking establishments3. Offi ces - administrative, business, medical and professional4. Residential - Single family and Multi-unit lots - a maximum density of 16.7 units/acre.
5. Studios: photographers and artists6. Bed & Breakfast facilities B. BUILDING ADDITIONS - Building additions and/or other renovations are anticipated in order to accommodate new commercial uses. The forms and materials e.g., siding, windows, roofs should match or complement those of the existing building.
Existing buildings should upgrade with fresh paint and material refurbishment as appropriate. Floors may need to be upgraded structurally to accommodate commercial equipment, and applicants should address this issue as part of the City review process.
C. SETBACKS
1. Front Setback shall be 15 feet minimum2. Side Setback shall be 5 feet minimum3. Corner Side Setback shall be 10 feet minimum
4. Rear Setback shall be 10 feet minimum
D. SITE ACCESS
1. Pedestrian access - Every building and tenant space should retain a main entrance directly to the adjacent frontage sidewalk. If access ramps are required they must meet ADAstandards and should be located at side entrances to existing buildings so that existing front porches may be retained.
2. Driveways/curb cuts - should be minimized. Shared parking areas and driveways are encouraged to reduce the need for curb cuts along street frontages.a. Maximum number - shall be 1 curb cut per building.b. Maximum width - shall be 12 feet.c. Driveway and parking area setbacks - Widened and/or new driveways shall be a minimum of 5 feet from adjacent properties. Rear or sideyard parking areas shall be a minimum of 8 feet from adjacent properties. No parking areas other than existing driveways shall be located closer to frontage streets than the existing building; i.e., front yards shall not be converted to parking areas.
3. Service areas - shall be accessed from existing driveways only. Service areas, including dumpsters and similar facilities, shall be screened by attractive architectural fencing, and/or planting as appropriate.
E. PARKING
71 284
Oakley Downtown Specifi c Plan
1. All commercial uses - minimum 3 stalls per 1,000 square feet. Curbside on-street parking should be counted toward parking requirements.
2. Location of surface parking areas - shall be to the side or rear of buildings, space permitting, not in front.
F. LANDSCAPING AND SCREENING
1. Sidewalks and street trees - A sidewalk with a minimum width of 8 feet shall be provided along all street frontages. Shade trees shall be planted at curbside approximately 30 feet on center; a minimum of 2 street trees shall be provided and/or retained per property.
2. Trash and service equipment - including satellite receiving dishes shall be located away from street(s) and adjacent properties, and enclosed or screened by landscaping, fencing or other architectural means.
3. Parking areas shall be planted - with shade trees at a minimum ratio of 1 tree for every 3 parking stalls. Trees should be evenly distributed in an “orchard” or other planting arrangement to provide even shade through out the area and to screen parking areas from adjacent properties.
Design GuidelinesCommercial DevelopmentDescription - Commercial buildings should abut street frontages. Building entrances shall be located on the front building façade or a fronting building corner. Buildings should incorporate breaks in building mass that refl ect the parcel sizes typical of Downtown Oakley. Entrance drives and main building entrances should be highlighted by taller architectural forms that accommodate building-mounted signs. Windows should be located in recessed openings and/or window groupings or bays. A. BUILDING MASSING - The basic form of a building is created by its three-dimensional characteristics, or massing. Diff erent combinations of building mass should be used to compose building form. For example, masses may be singular -- such as a tall or projecting mass in the center of a building to mark a main entrance -- or varied to refl ect the forms of adjacent development. Attention to massing is particularly important for freestanding buildings anticipated in the Downtown Support Area; this is less important in the Downtown Core, where a consistent “streetwall” of buildings is desired. To promote a traditional scale of building, building mass and/or façade composition should vary in modules of 50 feet or less for smaller-scale buildings, and 100 feet or less for larger-scale buildings (e.g., offi ces, big box retail). This module may be created in a number of ways: changes in roof line and window groupings, projecting or recessing wall surfaces, and/or the placement of piers and columns.1. Ground-level façade - Façade building bays and/or storefronts should be approximately 25 feet in width. Buildings with a longer frontage should have a vertical architectural feature - column, pier, etc. - approximately every 25 to 30 feet to refl ect the structural bay spacing. The smallest feasible spacing of doors, windows, piers, and other features is recommended.
Trash enclosures should refl ect the materials of the principal building. 72 285
6 - Development Standards & Design Guidelines 2. Special architectural features - such as gables, turrets, tow- ers, and loggias should be used to accent buildings at major street corners, at the terminus of a street corridor, lane, or pedestrian way, at driveway entrances, and/or at other highly-visible building locations.
B. FAÇADE COMPOSITION - Every building should have a defi ned base, a clear pattern of openings and surface features, a recognizable entry, and an interesting roofl ine.
1. Building base - This may be as simple as a small projection of the wall surface and/or a diff erent material or color, such as a tile panel for a storefront building. It may be created by a heavier or thicker design treatment of the entire ground fl oor for a building of two or more fl oors, or by a setback of the upper fl oors.
2. Pattern of windows, doors, and surface features - Windows, doors, wall panels, pilasters, building bays, and storefronts should be based on a module derived from the building’s structural bay spacing. Features based on this module should be carried across windowless walls to relieve blank, uninteresting surfaces.Door and window openings should be aligned and composed vertically to create an interesting and attractive façade. In general, fi rst-fl oor window openings should be larger, with upper-fl oor window openings smaller and somewhat diff erent, yet complementary, in form.
3. Side and rear building façades - should have a level of trim and fi nish compatible with the front façade, particularly if they are visible from streets, adjacent parking areas, or residential buildings.
4. Blank wall areas - Surface relief should be provided consistent with the ground-level façade, building massing, and façade composition guidelines. Decorative vines, trellises, architectural murals, and/or other surface enhancements should also be considered.
5. Building entrances - should be prominent and easy to identify:
a. Main building entrances - should be easily identifi able. At least one of the following treatments is recommended:i. The entrance is marked by a taller mass above, such as a tower, and/or within a volume that protrudes or is recessed from the rest of the building surface; ii. The entrance is located in the center of the façade, as part of a symmetrical overall composition;
iii. The entrance is accented by architectural elements, such as columns, overhanging roofs, awnings, and ornamental light fi xtures; Door and window openings should be aligned and composed vertically. In general, fi rst fl oor windows should be larger than upper fl oor windows. 73 286
iv. The entrance is marked or accented by a change in
the roofl ine or change in the roof type.
b. Corner buildings - should provide prominent corner entrances for shops or lobbies and other activity-generating uses; this includes building corners adjacent to parking lot entrance drives.
C. STOREFRONTS - should be like small buildings with their own base, roofl ine, and pattern of window and door openings.
1. Base - a panel of tile or other special material is recommended below display windows. Materials other than wood recommended for walls in Section D, below, are generally suitable.
Base materials should be the same or “heavier”materials visually than walls above. Ceramic tile is recommended as a storefront base. Dark tile with light stucco is an eff ective combination. Diff erent colors and sizes of tile may be used for decorative eff ect.
2. Display windows - Large pane windows encompassing a
minimum of 66% of the storefront surface area are required. Where privacy is desired for restaurants, professional services, etc., windows should be divided into smaller panes.
3. Transom windows - are horizontal panels of glass above the storefront and/or between the fi rst and second fl oors. They are a common element of traditional “main street” buildings, and are recommended for all new and renovated storefronts. Transom windows can be good locations for neon, paintedwindow, and other relatively non-obtrusive types of signs.
4. Recessed entries - are recommended as another traditional element of the storefront. Recommended treatments include:a. Special paving materials - such as ceramic tile;b. Ornamental ceilings - such as coff ering; and,c. Decorative light fi xtures.
5. Doors - are the part of a storefront that patrons invariably touch and feel. They should be attractive and match the materials, design and character of display window framing. “Narrow line” aluminum frame doors are not allowed.
6. Ornamental/architectural lighting - is recommended for all storefronts.
Storefront Design Elements
Figure 6.2 74
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6 - Development Standards & Design Guidelines D. WALL SURFACE MATERIALS - The palette of wall materi- als should be kept to a minimum, preferably a maximum of two materials (e.g., stucco and tile, brick and concrete). Using similar materials as attractive adjacent or nearby buildings helps strengthen district character. If the building mass and pattern of windows and doors is complex, simple wall surfaces are prefer- able (e.g., stucco); if the building volume and the pattern of wall openings are simple, additional wall texture and articulation should be employed (e.g., bricks or blocks, rusticated stucco, ornamental relief). Pilasters, columns, and cornices should be used to add visual interest and pedestrian scale. Consistent with the traditional storefront environment desired for downtown Oakley, modernist glass and steel buildings are not recommended. However, such buildings and materials may be considered if they adhere to other guidelines as appropriate. 1. Wood shingles, clapboard, and batten board - All wood wall and trim surfaces should be painted. Natural and/or stained wood surfaces are appropriate for less developed, more rural areas, not Downtown.
2. Stucco - both stucco and/or painted stucco may be used in order to reduce maintenance; elastomeric type coatings should be used for painted surfaces. Stucco surfaces should be smooth to prevent the collection of dirt and surface pollutants, and the deterioration of painted surfaces.
3. Precast concrete - Options in form work, pigments, and aggregates should be explored to create rich surfaces. Ceramic tile, stone and other accent materials are recommended for decorative eff ect.
4. Ceramic tile -may be used as an accent material. 5. Note on parapet and cornice cap fl ashings: Sheet metal parapet cap fl ashings shall be painted to match wall or trim color. Select minimum gauge of 26 to avoid “oil canning” distortion in the metal.
6. Not appropriate:
a. Plywood siding - e.g., T-150
Built-up cornices, sills, and other ornamental features should be used to add pedestrian scale and interest to simple wall surfaces.
Highlighting building bays with pilasters adds
interest to a simple building form.
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Oakley Downtown Specifi c Plan
Corner buildings should provide prominent corner entrances. b. Concrete block - unless used for side or rear elevations not visible from adjacent streets or buildings. In such instances, decorative split-face block should be used.
E. WINDOWS - are an important element of building composition and an indicator of building quality.1. Window-to-wall proportion - In general, upper stories should have a window-to-wall area proportion (typically 30 - 50%) that is smaller than that of ground-fl oor spaces and/or storefronts.
2. Window openings - should generally be vertical (i.e., higher than wide) in orientation, or square; if square, window panes should be square or vertical in shape. Strongly horizontal ribbon” or “wraparound” offi ce windows are not consistent with the character desired for Downtown Oakley.
3. Window inset - Glass should be inset a minimum of 2 inches from the exterior wall or window frame surface to add relief to the wall surface; this is especially important for stucco buildings.
4. Shaped frames and sills - should be used to enhance openings and add additional relief. They should be proportional to the glass area framed; e.g., a larger window should have thicker framing members.
5. Mullions and muntins - are recommended to create subdivided window openings and multi-pane windows. ”Snap-in” grilles or muntins shall not be used. Multi-pane windows are especially recommended for highly visible locations such as the main building entrance, fi rst fl oor windows, and projecting building masses.
6. Glazing - Clear glazing is strongly recommended. Refl ective glazing shall not be used. If tinted glazing is used, the tint should be kept as light as possible; green, grey, and blue are recommended.
7. Replacement/renovation - Wood windows shall be replaced with wood windows of the same operating type (e.g., doublehung, casement, etc.; vinyl-covered wood windows are available for lower maintenance). If aluminum replacement windows or doors are used, they should be:
Non-traditional building forms can be
appropriate if guidelines are followed.
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6 - Development Standards & Design Guidelines a. Same operating type and orientation - as the original windows (e.g., do not replace a double hung window with a horizontal sliding window). b. Factory painted - or fl uorocoated to match the original; color anodized is also acceptable. c. Similar in size - and thickness to the original frame and mullions. F. ROOF DESIGN - Roofs should match the principal building in terms of style, detailing and materials. They should contribute ex- pressive and interesting forms that add to the overall character of the Downtown and are attractive when viewed from surrounding areas. Gable, hip, or other multi-slope roofs are generally recom- mended for freestanding buildings in the Support Commercial Subarea. Parapet roofs are generally recommended for contigu- ous storefront buildings in the Downtown Core. Combinations of slope and parapet roofs may also be appropriate. Experimental, severe, and/or other non-traditional roofl ines generally should not be used.
This storefront entrance is highlighted by a canopy,
transom windows, and recessed doorway. Recessed entries are recommended for storefront commercial buildings. 77 290
Oakley Downtown Speci
fi c Plan
1. Roofs and roofl ines - should provide visual interest and should complement the overall façade composition. Peaked, gable-end roofs are generally recommended. However, fl at roofs are acceptable, if a strong, attractively detailed cornice and/or parapet wall is provided. a. Parapet walls - are recommended for the Downtown Core; they should have a distinct shape or profi le, e.g., a peak, arc, or raised center. b. “Commercial mansards” - i.e., wraparound roofi ng panels that do not enclose a habitable fl oor, should not be used.
c. Accent elements - such as cut-out openings, grilles and latticework, reliefs, or ornamental medallions are recommended. d. Mechanical equipment - on rooftops shall be screened, preferably behind a section of pitched or parapet roof. Latticework, louvered panels, and other architectural treatments that are compatible with the building’s architecture may also be appropriate. Elevator cores visible on the building exterior should not appear added on and should be incorporated into the architectural composition of the façade.
2. Roof slopes - shall be between 30° and 60°. 3. Roofs coverage - roofs should extend across a minimum of 75% of offi ce and residential building frontages to ensure the roof contributes signifi cantly to the character of the building.
4. Roof ridges - should be aligned to be parallel and/or perpendicular to the street frontage. 5. Roof eaves and overhangs - are recommended for buildings in the Support Commercial Area. Overhangs should be a minimum of 2 feet, with additional articulation in the form of support struts, gutter fascia, and/or exposed beams/rafter ends.
6. Minimum depth - of sloped roofs should be 30 feet for twoslope roof segments, and 15 feet for one-slope false/screen roofs.
7. Fascia panels - should be substantial in dimension and generally proportional to roof size.8. Materials:
a. Metal seam roofi ng - should be anodized, fl uorocoated or painted. Copper and lead roofs should be natural or oxidized. b. Clay, ceramic or concrete tile - is recommended for
decorative roof shapes, such as parapets, domes, and turrets. c. Tar and gravel, composition, or elastomeric roofs -
should be screened by parapets or false-front sections of sloping roofs. d. Asphalt or wood shingles - are recommended only for
residential buildings. However, some small-scale retail or offi ce buildings may have a residential appearance, and in such cases asphalt or wood shingles may be appropriate.
G. PORCHES, BALCONIES, LOGGIAS, AWNINGS, TRELLISES,
CANOPIES, AND ACCESSORIES
1. Open porches and balconies - encourage outdoor activity and are recommended for residential development as well as offi ces and hotels. Porches and balconies should have attractively-designed bulkhead walls or balustrade/picket railings.
2. Loggias - Large and/or shared balcony areas should be designed as loggia/arcades, with attractive columns and other framing members.
3. Awnings - are recommended for retail buildings to protect pedestrians from summer heat and winter rain. Awnings located above display windows and below transom windows and/or building sign panel or parapet cornice. They should be a colorful fabric mounted over a metal structural frame that is attractive in design. Backlit awnings that function primarily as signs should not be used. Attractively-designed metal awnings are recommended as well.
4. Trellises and canopies - Materials, colors, and form should be derived from the building architecture. Canopies should provide brackets, structural struts, and/or other forms of detailing to refl ect individual storefronts and/or building bays.
5. Height and projection - Balconies, trellises, canopies and awnings should be a minimum of 8 feet above the sidewalk, 78 291
6 - Development Standards & Design Guidelines and project no more than 7 feet out from the building wall. A minimum of 3 feet clearance should be maintained between awning/canopies and the curbline. 6. Location - of trellises, canopies and awnings should be above retail display windows and below the storefront cornice, sign panel, and transom window. Multiple awnings provide more visual interest than long continuous awnings, and individual awnings are recommended for each storefront or building bay. Awnings should not obscure piers, pilasters, transom windows or other notable architectural façade elements.
7. Accessories - Ornamental brackets and poles add visual interest. Hanging fl ower or plant baskets suspended from ornamental brackets of metal or wood are recommended for storefronts.
H. COLOR - There are no specifi c color requirements except that color should be appropriate for a particular building style. Color for trim, awnings, and other accessories should accent and contrast wall color; for example, neutral or light wall colors combined with darker, saturated hues for awnings and trim. 1. Bright colors - should be used sparingly and shall not be used as a building’s main color. Typical applications are fabric awnings, banners, window frames, or special architectural details. A restrained use of bright colors allows display windows and merchandise to catch the eye and stand out in the visual fi eld.
Custom awnings, canopies, hanging fl ower baskets and other accessories add pedestrian scale and visual interest
2. Related secondary color(s) - can be used to give additional emphasis to architectural features such as building bases, columns, cornices, capitals, and trim bands.
3. Earth tones - should generally not be used alone; e.g. tan or brown wall surfaces combined with tan or brown trim. In general, earth tone wall colors should be combined with white or color trim.
Multi-Unit ResidentialA. GENERAL BUILDING DESIGN - In general, multi-unit buildings should express the individual units within them. Architectural fea tures such as peaked roofs, built-in decks, and porches and stoops are strongly encouraged to enhance residential character. Build ings should be compatible in form with single-family houses, yet have a high-quality, urban residential character. Building materials and de sign should be long-lasting in order to support a downtown enviro nment that holds its value over time.1. Architectural features - that add human scale, such as porches, balconies, trellises and bay win dows, are recom mended.
Features that relieve fl atness of façades, such as re cessed windows with authentic muntins, architectur e al trim with sub stan tial depth and detail, window box es, dormers, entry porches, etc., are recom mended. 79 292
Oakley Downtown Specifi c Plan
2. Façade module - Building façades should be de signed to express each vertical mod ule of units. Long façades should be divided into shorter seg ments a maximum of 50 feet in width. In projects with frontag es of over 100 feet, mod ules should be defi ned by features such as a deep notch between the modules; variation of archi tec tural elements (e.g., window color, roof shape, window shape, stoop detail, rail ing type); and/or the color of individual modules.
B. BUILDING ENTRANCES
1. Stoops and/or open porches - should be provided at regular inter vals. The stoops should be wide enough for people to sit on and to make entries inviting. Open porches should have attractive bulk heads or balus trade railings and a roof that comple ments the pitch and mate rials of the main roof.
2. Stairs - should be boxed and framed by attractive stepped bulkhead walls or bal ustrade railings. Bullnose treads are rec om mended. Open or “fl oat ing” exterior stairs should not be used.
3. Ornamental lighting - of porches and walks to highlight entrances and add security is encouraged.4. Freestanding landscape elements - such as trellis es, arbors, spaces and/or accent the entry sequence are encouraged.
C. COMMON OPEN SPACE - Recreation areas should contain
both landscape/garden areas and hardscape areas that encourage social interaction.
D. BUILDING MATERIALS - Building ma terials shall be high-quality, long-lasting, and dura ble. Examples include stucco or clapboard for siding; tile or asphalt shingles for roofs.
E. WINDOWS - are an important element of façade compo sition and an indicator of over all building quality.1. Composition - All windows within a building, large or small, should be relat ed in operating type, pro portions, or trim. Unifying architectural ele ments should be used, such as common sill or head er lines.
2. Framing and window inset - Built-up sills and trim should be used to frame open ings. Glass should be inset a mini mum of Architectural features that add human scale and provide usable outdoor space, such as balconies, loggias, and trellises, are recommended.
Multi-unit residential buildings should be designed
to express individual units within them.
80 293
6 - Development Standards & Design Guidelines
Infi ll residential should be compatible in form with single family homes, yet create an urban residential environment. 81 294
Oakley Downtown Specifi c Plan
3” from the exterior wall and/or frame surface to add relief to the wall surface; this is especially important for stucco buildings.
3. Special windows - such as bays or dor mers should be used to add interest and a domestic character to the façade.
F. OUTBUILDINGS
1. General - Outbuildings should have architectural features -surface materials, trim, fenes tration, roof materials, and color- derived from the main build ing.
2. Freestanding garages - should be unob trusive, preferably located at the rear of properties to mini mize visual impact. a. Single-car garage doors - are strong ly recom mended, with windows, surface panels, and other forms of architectural detailing to reduce their impact and scale. b. A maximum of fi ve garage doors - may be lined up
consec utively; a space of 5 feet should be provid ed between each garage or group of doors.
ParkingA. LOCATION - The visual impact of parking areas and the space allotted to them should be minimized throughout the Downtown Specifi c Plan area.
1. Commercial and other non-residential development - Parking areas shall be located to the rear or side of commercial buildings, not between buildings and the street frontage. Subsurface/below grade parking is strongly recommended where feasible.
2. Multi-unit residential development - Subsurface/below grade parking is strongly recommended for all residential development in the Downtown Specifi c Plan area.
B. LANDSCAPING IN SURFACE PARKING LOTS - should utilize a signifi cant amount of site area and should be designed as an integral feature of the overall site development plan.
Non-typical planting approaches, such as the arbor
shown above, should be used to landscape parking lots,
especially where space for landscaping is scarce.
This combination of brick piers and open fencing complements the principal building and screens the adjacent parking lot. 82 295
6 - Development Standards & Design Guidelines 1. Parking areas shall be planted - with shade trees at a mini- mum ratio of 1 tree for every 4 parking stalls; higher ratios of trees to parking stalls are desirable. 2. “Orchard” tree arrangement - In general, shade trees should be distributed evenly throughout parking lots to provide shade, enhance visual appearance, particularly as seen from adjacent streets, and screen views from nearby buildings. An “orchard” arrangement–i.e., regularly spaced grid–of trees is encouraged. Trees planted toward the rear of parking stalls create a grid rather than rows. This arrangement provides more even distribution of vegetation and shade throughout the parking area. 3. Other non-typical planting approaches - could utilize trellises, columns, walls, and/or arbors with vines, hedgerows, wind rows, or other elements that reduce the scale and visual im- pact of parking areas. These elements should be consistent in design and materials with principal building(s) and other site features, and complementary with parking area lighting.
4. The perimeter of parking areas – adjacent to streets and sidewalks shall be screened with an attractive low wall,fence, or line of piers a minimum of 32 inches and a maximum of 48 inches in height. (See “Site Improvements andLandscaping” for design of walls and fences.)
5. Along the BNSF railroad - “Wind row” plantings of poplars or other dense columnar trees are recommended along parking lots and rear property lines to defi ne the Downtown areavisually and screen the railroad.
6. Trash and service equipment – shall be located behind buildings and enclosed or screened by landscaping, fencing or other architectural means.
Site Improvements and LandscapingA. PAVING MATERIALS - recommended for pedestrian surfaces are listed following; all paving materials must meet ADA andState of California Title 24 requirements. In general, a maximum of two materials should be combined in a single application:1. Stone - such as slate or granite.
2. Brick pavers.3. Concrete unit pavers.4. Poured-in-place concrete - with any of the following treatments: integral pigment color; special aggregate; special scoring pattern; ornamental insets, such as tile; patternstamped. Concrete walks should be tinted to reduce glare.
B. WALLS, FENCES, AND PIERS - should be used to defi ne public and private boundaries and/or spaces and to screen parkingareas.1. Design - Walls, fences, and piers should be designed to refl ect the architectural style and materials of the principal building(s).a. Along commercial frontages - Where fences are used, fences should be low and/or open to maintain an opencharacter and retain visibility. Fences should have railsor pickets to enhance visibility of commercial frontagesand character desired for the Downtown Core area.Maximum height for wall and fence panels shall be 42inches. Minimum height shall be 32 inches. b. A combination of thick and thin structural elements - should be used, with thicker elements for supports and/or panel divisions. Fence posts and/or support columnsmay be built up with additional trim, cornices, and/ormoldings for this purpose. c. Walls and piers - should have a base and coping.d. Piers - A row of freestanding piers can be eff ective as an open screen between parking areas and streets orwalks. A continuous chain or open metal fence betweenpiers can be an attractive device for creating a strongerseparation.
2. Materials - should be the same as or compatible with those of the principal building(s). Support post or pier materialsmay diff er from fence materials; e.g., metal fence panelscombined with masonry piers.a. Fences - Recommended materials are wrought iron, cast iron, and welded steel for commercial applications. Metalfences may be mounted on a low masonry wall, and/orspan between masonry piers. Wood fences should be 83 296
Oakley Downtown Specifi c Plan
substantial in design and painted, preferably a light color, to refl ect the high level of visibility and fi nish appropriate for Downtown.
b. Walls and piers - Recommended materials are stone,
precast concrete, stucco-faced concrete or brick. Stoneand masonry materials should be designed to have astructural appearance. c. Rustic wood fences - are recommended only along residential or designated residential property lines.d. Not recommended - Chain link fences and unfi nished or unsurfaced concrete block walls. Block walls shouldbe coated with cement stucco or similar surface. Splitface block walls may be appropriate along side or rearproperty.
3. Service areas and access drives - should be centralized and screened wherever possible. Service area facilities, includingdumpsters and other refuse enclosures, should be screenedby attractive architectural walls, fences, and/or planting asappropriate. Walls are recommended for areas in proximityto pedestrian activity.
C. FOUNTAINS - ornamental pools and other water features are recommended in hardscape open spaces to provide cooling inhot weather. The design and materials should be related to theprincipal building(s) and/or palette of on-site furnishings.
D. PLANT MATERIALS
1. Along Main Street - Deciduous shade trees should be the predominant large plant material used. They should be usedas street trees and located adjacent to buildings and withinparking areas to provide shade in summer and allow sunin winter. Species should be selected that have an openbranching habit and minimal litter and/or other maintenanceissues.
2. Parking lots - In addition to shade trees, parking lots should have a simple palette of plant species.
3. Flowering/seasonal color plants - are recommended to highlight special locations, such as main building entrances and entrance walks.
Fountains are recommended for hardscape open space areas.
Street trees may be installed between parking stalls if subsurface utility conditions permit. Above, University Avenue in Palo Alto 84 297
6 - Development Standards & Design Guidelines a. Flowering shrubs and trees - should be used where they can be most appreciated, adjacent to walks and open space areas, or as a frame for building entrances, stairs, and walks. b. Flowers with annual or seasonal color - are recommend- ed to highlight special locations, such as courtyards, building entrances, or access drives. 4. Evergreen shrubs and trees - should be used as a screen- ing device along rear property lines (not directly adjacent to residences), around mechanical appurtenances, and to obscure grillwork and fencing associated with subsurface parking garages. E. SURFACE GRADING - should be minimized to maintain a traditional character of development throughout Downtown. The following guidelines are strongly recommended: 1. Sheet drainage - is recommended from buildings to parking areas and perimeter roadways.
2. Cross slopes should not exceed 2% - for walk areas. Slopes for paved areas should be minimized.
3. Mounding earth - or “berming” is not recommended. Terracing should be used as an alternative to or in combination with sloped earth areas.
4. Accessibility standards - New development should comply with rules and regulations associated with the federal ADA,and with the California State Accessibility Standards (Title24).
Signs A. DESIGN OBJECTIVES - Signs should be more than a way to relay information. They should enhance and project the character of the Downtown Oakley’s buildings and businesses.1. Building mounted signs - are strongly encouraged. Signs should be mounted on functional aspects of the building;e.g., a tower may be provided primarily for the purpose ofraising signage for visibility, but it should enclose a useable volume, like an atrium. Lower-level signs should be provided for pedestrians.
2. Proportional to building size - Signs should be clear and easy to read but visually subordinate to buildings. WhileOakley’s sign ordinance standards may permit larger wallsigns, it is recommended that the sum total of buildingmounted signs used to identify an individual use not exceedone square foot for each linear foot of business frontage.
3. Framed by architectural features - Windows are often good for small neon signs, but larger signs should be mounted onrecessed wall areas and other architectural features. Wallmounted signs should not crowd surrounding architecturaldetails, such as windows, pilasters, or trim.
4. Illuminated signs - Internally-illuminated “can” signs look and often are mass-produced, creating a generic appearance; they are not allowed. By contrast, neon signs areusually custom made to suit an individual business land lenda sense of character and energy to a retail environment.Non-neon custom-lit signs are also recommended. Neon andother illuminated signs should be subject to additional designreview.
5. Pole-mounted signs - should be removed and replaced by architectural signs. Pole-mounted signs typically includecanned signs, often with designs based on a national marketing image. As described under B.4, below, these signsshould be replaced by monument/architectural signs that refl ect the form and materials of the principal building. This willhelp signs to communicate the City’s design goals and thecharacter of local businesses. Architectural lighting shouldbe provided at the base of signs as appropriate.
B. RECOMMENDED SIGN TYPES
1. Flush-mounted or painted wall signs.2. Projecting signs - provided signs are no less than 8 feet above a pedestrian right of way.
3. Awning and canopy signs - Letters and graphics are limited to front-facing surfaces.
4. Free-standing signs - New pole-mounted signs, canned signs and/or other forms of freestanding signs except for 85 298
Oakley Downtown Specifi c Plan
monument or architectural signs should not be permitted. Existing pole signs should be removed and replaced by architectural signs. a. Monument signs - are defi ned as having a structural base and cap which appears to be as much an architectural feature as a sign. Monument signs should have thesame and/or complementary materials and details as theprincipal building. b. Architectural/landmark monument signs - may be considered for large, multiple tenant buildings or complexes, provided the sign contains identifi cation for tenants andno additional freestanding signs are located along frontages.
5. Window signs - to a maximum of 20% of each window area, provided the signs convey only the business name or logo,are understated and attractive in terms of graphic design andmaterials (e.g., gilded letters). Bold designs oriented to autosand bright, “day-glow” colors should not be used.
6. Other Sign Types
a. Directory signs or kiosks - are recommended for private arcades or buildings and should be located in publiclyaccessible courts, access ways, or passages. b. Portable signs - such as menu boards for restaurants, are subject to City review for design and placement.Maximum one per business.
C. ARCHITECTURAL COMPATIBILITY - A building’s architectural style and proportions should guide the design of signs. Building mounted signs should be located on wall areas or architectural features specifi cally designed for them; these may includerecessed wall areas, towers, turrets, or parapets. Free-standingsigns should be designed as architectural landmarks that express the design qualities of the building(s) they represent.
D. DESIGN RECOMMENDATIONS:
1. Flush-mounted and painted wall signs should align with major architectural elements, such as doors and windows.Ornamental elements, such as moldings, pilasters, arches,transom windows, roof eaves, and/or cornice lines should beused as a frame.
Sign panels should align with architectural features
such as building entrances, pilasters, etc.
Signs should be located on prominent building
forms. Pole-mounted signs are discouraged.
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6 - Development Standards & Design Guidelines but should not dominate; ancillary information may be located on the valance (front vertical portion). d. Location of message on canopies - Signs on canopies should be in the form of letters or signboards integratedwith the canopy fascia.
4. Figurative signs - shaped to refl ect a particular object (e.g., a key, a coff ee cup) are encouraged. These may be wallmounted or projecting, but should refl ect guidelines for thespecifi c type of sign as listed above.
5. Architectural signs - should generally refl ect the form and materials of the principal building(s). However, uniquesculptural signs may be considered provided they refl ect thematerials and/or architectural forms of Downtown.
6. Banner signs - Banner signs should be located above the ground fl oor, project a maximum of 4 feet, and be a minimum of 6 feet in length to appear as and/or be an extensionof building pilasters. Ornamental mounting brackets shouldbe provided at the top and bottom of banners; i.e., bannersshould not swing freely in the wind. Banner signs shouldhave a high level of graphic design and be made of sturdyfabric (e.g., woven canvas or nylon) or metal. Plastic banners should not be used.
7. Not appropriate:
a. “Canned” signs - are internally illuminated plastic panels in a sheet metal box enclosure. Canned signs use a
2. Projecting signs
a. Proportion - Projecting signs with vertically-oriented messages should be slender in appearance, with a proportion of at least 3:1, height to width. Projecting signswith horizontally-oriented messages may be rectangularor square in proportion. Signs located below an awningor canopy as a hanging “blade” sign should also be slender, proportioned roughly 3:1 width to height. b. Structural support - should be an attractive complement to the overall design of the sign and/or building. Ornamental metal is recommended. Wooden supports are appropriate if designed to complement the sign; undetailed,standard-size lumber should not be used.
3. Awning and canopy signs:
a. Length - Awnings should refl ect building bays/storefronts and should not extend more than 50 linear feet without abreak. b. Color - combinations for awning or canopy signs should contrast for legibility. Bands of color are appropriate forawnings; more complex patterns or textures should generally not be used. c. Location of messages on awnings - Awnings are primarily for shade and secondarily a location for information.
Lettering may appear on the sloped or curved portion,
A variety of sign types are appropriate, including projecting “blade” signs (left), wall-mounted signs (center), and canopy-mounted signs (right). 87 300
Oakley Downtown Specifi c Plan
limited range of colors and lettering types, and tend to have no relationship to the architectural character of the building. b. Illuminated “balloon” awning signs - are typical for commercial strip development and should not be used.
E. SIGN MATERIALS - Recommendations are:
1. Signboards - of wood or metal, with painted or engraved letters, or mounted letters of wood or metal.2. Silhouette or fi gurative signs - three-dimensional letters, symbols, and/or ornamental fi gures made of wood or metal.
3. Custom neon - exterior-mounted on a sign panel or metal support frame, enclosure, or parapet, or interior-mounted behind transom or display windows.
4. Fabric awnings - such as canvas or nylon, with painted or applied lettering; plastic or metal awnings should not be used.
5. Not appropriate - highly-refl ective materials or foils.
F. SIGN LIGHTING - Recommendations are:
1. Backlit - with lighting inside and behind freestanding lettering and/or fi gurative elements; this does not accommodate illuminated awning signs.
2. Top or bottom lit - with single or multiple spotlights.3. See lighting guidelines - for recommendations on lamp color.
G. SIGN MAINTENANCE - Because signs are meant to be seen, maintenance is especially important.1. Paint - Signs should be retained in good condition, with touch-up or repainting as needed. Peeling paint should be replaced promptly.
2. Repair - Damaged signs and poles should be repaired
promptly.
3. Illumination - Bulbs and fi xtures should be replaced promptly if they burn out or are broken.
4. Awnings - Awnings that are dirty, damaged, and/or faded should be repaired or replaced promptly.
5. Temporary signs - Temporary signs should be limited to painted-window signs or building-mounted banner signs, and should not be displayed for more than 30 days. Temporary signs should be attractive in appearance - e.g., should not employ “day-glow” colors or other visually aggressive materials or images - and should be limited to on-half the sign area permitted for permanent signs. 88 301
A
APPENDIX
302
Oakley Downtown Speci
fi c Plan
Land Use Defi nitionsAssembly use – shall mean a land use that includes regular gatherings where fi fty or more persons assemble as a group to participate in, listen to or view an event, such as a class, meeting, theatre performance or other cultural event, art activity, or worship service. An assembly use does not include a use where persons commonly arrive and leave at varying times, such as when shopping or dining.Bed and Breakfast facilities – a bed and breakfast inn must meet the following criteria:
1. The building or structure is designed for residential occupancy.
2. No separate cooking facilities for guests are provided.3. No more than one daily meal, breakfast, is served to guests.4. No more than one (1) guest room has an external entryway.5. No guest may occupy accommodations in the inn for more than fourteen (14) days in any three (3) month period.
Child care facility – shall mean any child care facility, including a preschool, other than a family day care home, which provides nonmedical care to children under eighteen (18) years of age in need of personal services, supervision, or assistance essential for sustaining the activities of daily living or for the protection of the individual on less than a 24-hour basis.Downtown Specifi c Plan – Downtown Core Area (DSP-DC) – the Downtown Core area is to develop the Oakley Old Core area as a, walkable, high amenity retail, commercial and restaurant district focused on Main Street and anchored by Civic Center Plaza. This area shall be developed to off er a variety of quality shops and restaurants that provide a range of specialty/discretionary retail and service goods. The intent of this district is to promote and encourage the effi cient use and development of storefront activities through the preservation/restoration of existing structures whenever possible. Passive uses, such as residential and offi ce, are also encouraged above the fi rst fl oor.
Downtown Specifi c Plan – Downtown Support Area (DSP-DS) – to provide an area that through its uses supports and builds upon the existing development found in the DSP-DC area, but does not directly compete with those uses. Uses within the DSP-DS are intended to provide the surrounding community with uses needed for everyday activities. Residential and offi ce uses are permitted along the ground fl oor within this area. The DSP-DS will surround the DSP-DC; therefore compatibility of design between the two areas will help strengthen the visual context of the Downtown District.Downtown Specifi c Plan – Residential/Commercial Conversion Opportunity Area (DSP-RCCO) – to encourage the potential redevelopment and revitalization of the historic downtown residential neighborhood. Renovation of residential properties for passive retail (those uses that have minimal foot traffi c and do not require large delivery of items) and professional offi ce uses will be permitted, as long as certain restrictions are met and the neighborhood scale and character of the area is preserved.Eating and drinking establishment – Business serving prepared or cooked meals or beverages.
1. Food shop – Establishment engaged in the sale of primarily ready-to-eat food and beverage items. Includes, but not limited to, cookie and candy store, ice cream/frozen yogurt, retailbakery, coff ee/tea cafe, and donut or sandwich shop.
2. Restaurant, full-service – Establishment at which meals are cooked on the premises, and at which an employee takesmenu orders from and serves meals to diners who are seatedat a table, booth, or counter, either inside or outside a building. This classifi cation includes cafeterias where food itemsare displayed and selected by diners from a counter or serving line from which they carry their meals to a table or boothfor on-site consumption.
3. Restaurant, self-service – Establishment at which meals are cooked on the premises and at which customers place andreceive menu orders at a window or counter either inside oroutside a building and take the food for consumption on or offthe site. 90 303
Appendix 4. Restaurant, Take-out – Establishment at which meals are cooked on the premises and from which menu orders are picked up by customers for consumption primarily off the premises. An establishment at which over 20 percent of the gross fl oor area is devoted to on-site dining is classifi ed as self-service restaurant.
5. Restaurant with drive-in service – Restaurant providing service to customers by an employee while the diner remains in the automobile.
6. Restaurant with full alcoholic service – Restaurant serving alcoholic beverages in addition to beer and wine.
7. Restaurant with outdoor dining – Establishment in which food and beverages are prepared within the restaurant building, but which off ers patrons tables and seating immediately outside of the building for consumption of food or beverages.
8. Restaurant or tavern with live entertainment – Establishment off ering live entertainment.9. Tavern – Establishment such as a cocktail lounge or bar, at which alcoholic beverages, including beer and wine, are served for on-site consumption. Any sale of food is incidental to beverage service.
10. Beer Tap Room – Accessory to a brewery, such that: a) the brewery produces no more than 15,000 barrels of beer per year; b) the tap room does not exceed 50% of the gross square footage of the building or tenant space where the brewery is located. The tap room may provide restaurant service, sale of food is incidental to restaurant service.
11. Wine Bar/Tasting Room – Wine bar: establishment in which wine is the primary beverage served, for on-site consumption. Wine tasting room: establishment at which a wine producer off ers their wine for tasting and/or purchase. This may be at the site of production or in a separate location. Sale of food at either a wine bar or wine tasting room is incidental to wine sales.
12. Hazardous waste facility – shall mean a site, including all contiguous land and structures, used for the treatment, transfer, storage, resource recovery, or recycling of hazardous waste, as defi ned in California Health and Safety Code Sec- tion 25117. Hotel – shall mean a building or part of it containing six (6) or more internally accessible guest rooms designed, intended to be used, or used by six (6) or more persons, to be occupied by transients. Instructional schools – shall mean instruction received for personal and professional enrichment. Examples of private instruction include but are not limited to, academic tutoring, language instruction, music, dance, martial arts, computer training, and driver’s training. Motel – shall mean detached or attached dwelling units comprised of individual sleeping units, that are externally accessible, for the accom- modation transient guests. Movie theatre – shall mean a venue, usually a building, for viewing motion pictures, typically fi rst run theatres. Multi-family dwelling – means a detached building designed as two or more structurally joined dwelling units and occupied by two (2) or more families living independently of each other with separate en- trances and including apartments, town-homes, and condominiums. Multi-family residential districts – to provide a designated area for multi-family residential development varying in scale and density. Multi-family residential uses may be used as a transitional use be- tween higher density residential and commercial uses and low density residential uses. Nighttime entertainment uses – shall include dance halls, disco- thèques, nightclubs, private clubs, and other similar evening-oriented entertainment activities, which are not limited to non-amplifi ed live en- tertainment, including restaurants and bars, which present such activi- ties. Offi ce, general business – shall mean a space within which man- agement level administrative services for fi rms and institutions is pro- vided; or within which services to individuals, fi rms, or other entities is provided. Examples of a general business offi ce use include but are not limited to offi ces within which the following services are provided: real estate, insurance, property management, title companies, invest- ment, personnel, travel, and similar services, and including business 91 304
Oakley Downtown Speci
fi c Plan
offi ces of public utilities or other activities when the service rendered is a service that is customarily associated with offi ce services.
Offi ce, medical – shall mean offi ces of doctors, dentists, chiropractors, physical therapists, acupuncturists, optometrists and other similar health related occupations, where patients visit on a daily basis.
Parking facilities – is a parking facility not designed and used to serve the parking needs of a use occupying the same lot or site as the parking facility.Personal services – includes establishments, which provide nonmedical services of a retail character to patrons, which may involve the sale of goods associated with the service being provided. These establishments include beauty or barber shops, shoe repair shops, self-service laundries, tanning salons, tailoring establishments, interior decorating, clothing rental, portrait photography and diet and weight reduction centers.Printing and publishing – shall mean facilities, which assist in reproduction of materials for commercial and private uses, including for not limited to printing of architectural and engineering plans.Recreation, commercial/indoor – includes such uses as a skating rink, bowling alley, paint ball, children’s playland, health club, fi tness centers and other similar indoor uses.Single-family dwelling – means detached building designated as one dwelling unit and/or occupied exclusively by one (1) family.Single-family residential districts – to allow a designated area for single family residential strict development designed to provide as much compatibility as possible with nearby zoning and maintain the residential character of the district providing a suitable environment for family living on potentially smaller lots, which help maintain the aff ordability and still provide individual privacy, open space, and facilities. The City of Oakley Residential Design Guidelines (See Appendix A of the Zoning Ordinance) should also be referred to as they contain additional information regarding mandatory and suggestive guidelines for residentially zoned areas.Small-scale retail – retail services that occupy less than 2,500 square feet (any use above 2,500 square feet would require a special use permit), which provide low-volume foot traffi c and include but are not limited to gifts, crafts, hobbies, and other similar materials.Public and quasi-public or institutional uses – shall promote and encourage a suitable environment devoted to government buildings and facilities, community buildings and uses, libraries, museums, public, semi-public, and private elementary schools, high schools, public school districts facilities, fi re houses, post offi ces, police stations, utility facilities, transit stations, parking lots and structures, and other such uses directly or indirectly serving the general public.Quality goods and services – shall mean services that include the following, and similar uses: small crafts; specialty furniture; clothing/ shoe stores; stereo/video or computers; cameras/photography; bicycle shops; outdoor/sports clothing/supplies/goods; toys/games; cards/gifts; jewelry; watches/clocks; beauty/cosmetics; plants/fl owers; musical instruments; repair and maintenance of consumer products.Specialty food retail – shall mean retail businesses whose primary activities include sales of confectionery, nuts (packaged), coff ee and tea (packaged), dairy products, gourmet foods, and spices. Retailers who are also chocolate manufacturers, bread and bakery product manufacturers, meat markets and fruit are specifi cally excluded from this category.Specialty goods retail – shall mean retail stores which have at least 60% of gross square footage generating sales tax and includes the following and similar specialty goods uses: cooking supplies/culinary; general house wares; decorator/arts and design centers including fl oor and wall coverings); specialty hardware; antique stores; party supplies; stationery/books/magazines.Studios; photographers and artists – shall mean spaces where free-lance or independently owned photographers and artists may create and conduct work.Use, temporary – shall mean the use of land or premises or a building thereon for a limited period of time, such as an outdoor sales event where merchandise is displayed entirely on site and lasts no longer than six (6) days every six (6) months, and does not change the character of the site, premises, or uses therein. 92 305
Appendix Wholesale-certifi ed recycler – A collection facility is for the deposit or drop-off of recyclable materials. Such a facility does not do process- ing except limited bailing, and sorting of materials other than glass.
1. Small collection facility – is a facility that occupies an area of no more than fi ve hundred (500) square feet and that accepts by donation, redemption, or purchase beverage containers with California Redemption Value, metals, paper, and other recyclable materials, except for motor oil and other hazardous materials. Acceptable recyclable materials are delivered to the site by the general public; and, such a facility does not accept materials from commercial vehicles. A small collection facility performs minimal reparation of recyclable material prior to transfer to a processing facility. Preparation may include baling, can fl attening, or like methods use to reduce the mass of recyclables to facilitate effi cient transport of materials. 93 306
Oakley Downtown Specifi c Plan
Primary UseAssembly uses CUPBeer tap room PDwelling units - multifamily, maximum density of 45 units/acre1 CUP Dwelling units - single family replacement/reconstruction PEating and drinking establishments PFood shop PRestaurant, full-service PRestaurant, self-service PRestaurant, take-out PRestaurant with full alcoholic service CUPRestaurant with outdoor dining PRestaurant or tavern with live entertainment CUPTavern CUPHotel PInstructional schools, including but not limited to: music; dance; martial arts; cosmetology PNighttime entertainment uses Offi ce, general1,2 P
Offi ce, medical1,2 PParking facilities CUPPersonal services PPublic and quasi-public or institutional uses PQuality goods and services PRecreation, commercial/indoor CUPSidewalk cafe/outdoor dining PSpecialty food retail PSpecialty goods retail PStudios; photographers and artists PWine bar/tasting room PSimilar uses and other retail businesses or service establishments determined by the Community Development Director to meet the spirit and intent of the goals and policies of the Specifi c Plan for the area.
P
Any land use that requires operating hours after midnight CUPAdditional uses permitted with a conditional use permit which may be deemed by the decision making body approving the conditional use permit to meet the spirit and intent of the goals and policies of this Specifi c Plan.
CUP
1. Uses permitted on non-ground fl oor levels only.2. Offi ce use permitted on ground fl oor in buildings over 10,000 square feet that create at least 7 FTE (full time equivalent) jobs,with the approval of a CUP (P) Permitted Use(CUP) Conditionally Permitted Use
Downtown Core Area - Uses Permitted
94 307
Appendix Downtown Support Area - Uses Permitted Primary Use Assembly uses CUPBeer tap room PChild care facilities CUPDwelling units*- multi-family up to 24 du/ac CUPDwelling units - single-family replacement/reconstruction PDwelling units*- new single-family on infi ll lot CUPEating and drinking establishments PFood shop PRestaurant, full-service PRestaurant, self-service PRestaurant, take-out PRestaurant with drive-in service CUPRestaurant with full alcoholic service CUPRestaurant with outdoor dining PRestaurant or tavern with live entertainment CUPTavern CUPHotel - including Bed & Breakfast facilities PInstructional schools, including but not limited to: music; dance; martial arts; cosmetology. PMovie theatres CUPNighttime entertainment uses CUPOffi ce, general P Offi ce, medical PParking facilities CUPPersonal services PPrinting and publishing PPublic and quasi-public or institutional uses PQuality goods and services PRecreation, commercial/indoor CUPSpecialty food retail PSpecialty goods retail PStudios; photographers and artists PWholesale-certifi ed recycler (where located inside a building or fully screened from public view by a solid wall or fence) - small collection facility CUP
Wine bar/tasting room PSimilar uses and other retail businesses or service establishments determined by the Community Development Director to meet the spirit and intent of the goals and policies of the Specifi c Plan for the area.
P
Any land use that requires operating hours after midnight CUPAdditional uses permitted with a conditional use permit which may be deemed by the decision making body approving the conditional use permit to meet the spirit and intent of the goals and policies of this Specifi c Plan.
CUP
*No residential uses allowed north of Main Street east of Second Street due to railroad noise.(P) Permitted Use(CUP) Conditionally Permitted Use 95 308
Oakley Downtown Specifi c Plan
Residential/Commercial Conversion Opportunity Area - Uses Permitted Primary UseBed & Breakfast facilities* CUPDwelling units*- multi-family up to 16.7 du/ac CUPDwelling units*- single family PEating and drinking establishments CUPFood shop CUPRestaurant, self-service CUPRestaurant, take-out CUPRestaurant with outdoor dining CUPOffi ce, general POffi ce, medical PParking facilities CUPSmall scale retail PStudios; photographers and artists PSimilar uses and other retail businesses or service establishments determined by the Community Development Director to meet the spirit and intent of the goals and policies of the Specifi c Plan for the area.
P
Additional uses permitted with a conditional use permit which may be deemed by the decision making body approving the conditional use permit to meet the spirit and intent of the goals and policies of this Specifi c Plan.
CUP
*No residential uses allowed north of Main Street east of Second Street due to railroad noise.(P) Permitted Use(CUP) Conditionally Permitted Use 96 309
Oakley City Council
Sue Higgins, MayorRandy Pope, Vice MayorKevin Romick, CouncilmemberDoug Hardcastle, CouncilmemberClaire Alaura, CouncilmemberPat Anderson, Former CouncilmemberJim Frazier, Former CouncilmemberBruce Connelley, Former CouncilmemberCarol Rios, Former CouncilmemberDowntown Revitalization Task ForceTinker Vanek, ChairPat AndersonPatricia Williams AndersonJames AzeltineRonnie BarrowSue BarrowJoan BrennanStan GozziTim HaleyGarry HojanLaurie LufranoDavid McIntyreJennie McIntyreGail MendozaGladys MercerWilliam Morgan, Jr.Nino PompeiPeter PosinGina RozenskiDarrylyn ShattingEd Vinecour City of Oakley StaffBryan Montgomery, City ManagerJoshua McMurray, Planning ManagerKenneth Strelo, Principal PlannerMichael Oliver, Former City ManagerRebecca Willis, Former Community Development DirectorJason Vogan, Former City EngineerBarbara Mason, Former Redevelopment/Economic Development DirectorEllen Bonneville, Former Redevelopment DirectorConsultantsBottomley Associates Urban Design & City PlanningTerence BottomleyGina ChavezLifan ZhangJulie ConradKyo TochikuraKelly Correll BrownKim CourtneyClaire VlachHarrison EngineeringRandell HarrisonCory Belden
ACKNOWLEDGEMENTS
310
LIBRARY DESIGN
STANDARDS
CONTRA COSTA COUNTY LIBRARY
06 AUGUST 2024
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ATTACHMENT D
311
NOLL & TAM ARCHITECTS CONTRA COSTA COUNTY LIBRARY STANDARDS 01
CONTENTS
Executive Summary 02
1. Design Standards - General 03
Building Size & Configuration 03
Parking 03
Safety & Security 03
Acoustics 03
Electrical Power & Lighting 04
Views 04
Finish Materials 04
Sustainability Goals 04
Accessibility Goals 05
Signage 05
Public Art 05
2. Public Spaces 06
Adult Reading Areas 06
Stacks 06
Children’s Spaces 06
Teen Spaces 07
Staff Service Points 07
Group Study Rooms 08
Large Meeting/Multi-Purpose Rooms 08
Public Computers 08
Restrooms 08
Outdoor Spaces 08
3. Staff Spaces & Library Operations 09
Staff & Shipping/Receiving Entry. 09
Book Return. 09
Book Processing. 10
Staff Workroom 10
Staff Support Spaces 10
Janitorial 10
4. Furniture 11
Mix of Furniture Types 11
Minimum Standards for Warranties 11
Replacement Schedule Guidelines 11
Furniture Location. 11
Power Access 11
Fabrics & Finishes 11
5. Shelving 12
Manufacturer Type 12
Fixed Wall Shelving 12
Mobile Shelving 12
Children’s (see Children’s Spaces) 12
Display 12
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312
NOLL & TAM ARCHITECTS CONTRA COSTA COUNTY LIBRARY STANDARDS 02 JUNE 18, 2024
CONTRA COSTA LIBRARY DESIGN STANDARDS
EXECUTIVE SUMMARY
This document is designed to provide guidance and general standards to cities and towns whose libraries are a branch of the Contra Costa County Library (the “Library”). The aim is to provide clarity regarding minimum standards of quality and durability for library buildings as well as standards for consistency across the Library system. These standards will help library staff provide superior service and reduce the number of required replacements of furniture and finishes over time—a prudent, cost-effective strategy as well as a sustainable approach.
Libraries are some of the hardest-working buildings in our communities, open to all ages, abilities, and backgrounds.
The Library’s goal is to provide equitable, high-quality service to all patrons, and these design standards will help to make library buildings safer, cleaner, and ultimately more welcoming for all. Once built, library facilities often remain in service for many years before updates are made, so making effective design choices that will last long-term is key.
These guidelines are divided into a number of categories, highlighting furniture and shelving as particular topics but also addressing staff work areas, lighting, acoustics, and access.
Each community and building has unique challenges that will require our partner cities and towns, designers, and architects to continue the dialogue with the Library as project work progresses. Our shared goal is to create an inspiring building for the public that will operate effectively and efficiently as a facility and last for decades to come.
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313
NOLL & TAM ARCHITECTS CONTRA COSTA COUNTY LIBRARY STANDARDS 03
1. GENERAL DESIGN STANDARDS
Building Size & Configuration
• Single-story building layouts are strongly
preferred by the Library, allowing for better staff
efficiency, visibility and ease of operation.
Parking
• Provide bike and scooter parking in compliance
with local ordinance. Consult City officials and
library staff on location and number of bike
racks.
• Provide car parking in compliance with local
ordinance. Parking areas should include
dedicated, free parking for library patrons and
staff within one block of the library. If paid
metered parking is necessary, include some free,
short-term spots for quick library visits, and
free spots for library staff adjacent to the library
facility.
Safety & Security
• One public entrance is recommended to control
access to the building.
• Visibility for patrons and staff should be
prioritized. This can be achieved by maximizing
sightlines throughout (using open, connected
spaces and glass), and by minimizing hidden
corners.
• A clear path of travel is required to meet all ADA
guidelines.
• Provide a security alarm system for the building.
• Provide security cameras (indoor and outdoor),
and discuss their locations with library staff.
• Refer to 2. Public Spaces—Staff Service Points
for additional information.
Acoustics
• Meeting rooms. It is important to create
acoustic separation between meeting rooms
and larger library spaces. Attention should
be paid to creating walls that extend beyond
the ceiling to the underside of the structure
and to sound gasketing at doors. In addition,
sound attenuation can be achieved through
a combination of acoustic ceilings and wall
finishes. For example, an acoustic ceiling tile
used in combination with fabric-wrapped wall
panels is an effective way to create better
meeting room acoustics.
• Open library reading rooms. Each library
reading room should be designed with acoustics
in mind and considered on a case-by-case
basis, depending on the design of the building.
Acoustically sound library reading rooms can
be achieved through a combination of acoustic
ceiling treatments, acoustic wall paneling,
and the use of carpeting. It is also important
to create acoustic separation between loud
library spaces and quiet ones. An example of a
loud space might be the circulation/checkout
area, whereas a quiet space might be the quiet
reading room or periodicals area.
• Children’s/teen spaces. Because it is not
expected or desired that children’s and teen
spaces remain quiet, it is recommended that
these spaces be acoustically separated from the
quieter spaces in the library (such as the adult
spaces or quiet reading rooms). Separation can
be achieved through a building layout with no
direct adjacency to quiet spaces, by using a
wall as a space divider (with glass for visibility),
and through the use of acoustic ceiling and wall
treatments, carpeting, and soft furnishings.
DRAFT
Image of Danville Library reading area
314
NOLL & TAM ARCHITECTS CONTRA COSTA COUNTY LIBRARY STANDARDS 04 Electrical Power & Lighting
• Electrical and data access. It is important that
electrical and data access is abundant, through
the use of in-floor raceway systems and/or
floor outlets, as well as wall outlets. Electrical
arrangements should allow for flexibility and
rearrangement of layout. Data should be
accessible at all desktop computers and staff
workstations.
1. Libraries should include exterior wifi access
points. Access points should, at a minimum,
cover any outdoor seating areas.
• Power requirements. It is recommended that
each reader table in the adult and teen spaces
have an in-surface power module. It is also
recommended that at least 50% of the lounge
seating in these areas have direct access to
power (via a wall or floor outlet or mobile power
module). Providing power access mounted in
tables or lounge areas in children’s areas is not
recommended except at computer stations.
• Backup power. Back up power needs should be
discussed with the project team along with the
City on a case-by-case basis. For example, if the
library is to act as a cooling or resiliency center,
a generator may be required.
• Lighting at shelving. Lighting at shelving should
be glare-free and uniform. Lighting should run
across rather than parallel to the stacks, so
that book faces (rather than the tops of the
stacks) are illuminated. It is recommended that
lighting not be attached to the shelving so that
flexibility can be maintained should shelving
configurations change in the future.
• For general lighting in main library areas,
provide linear pendant indirect/direct lighting.
In back-of-house areas, provide recessed can
fixtures. All lights should be LED.
Views
• Views out on to green space should be
prioritized as much as possible. However, certain
areas such as the staff and children’s areas
should be taken into special consideration as
views into the library from outside passerby
may be unwanted. Explore options for operable
windows in coordination with security needs and
mechanical systems.
Finish Materials
• Interior materials should be selected for
longevity.
1. Tiled carpet should be used instead of
broadloom/rolled goods. Carpet should be of
high quality and patterned in darker tones
for high durability. Carpet should be nylon
fiber and solution dyed. All carpet tile should
be approved for commercial use.
2. Avoid using small tiles in restrooms, in
order to minimize grout. Choose dark grout
colors, especially for floors. Use porcelain tile
on floors, and ceramic or porcelain tile on
walls. Full-height wall tile is preferred, but at
minimum, tile walls up to 4 feet.
3. Materials in areas that are within the reachrange of patrons and that can be touched (the “touch zone”) should be durable and/
or easy to repair. For example, fabricwrapped wall panels below 8 feet in height might need to be bleach cleanable for
maintenance, whereas panels above this
height may not need to be.
• Exterior building materials
1. Architects should design a library building
as a long-term civic investment, using
high-quality, durable, low-maintenance
materials. When selecting materials, consider
maintenance and graffiti removal.
2. Building materials should be thoughtfully
selected to enhance the civic nature of the
building and to fit within the community.
Sustainability Goals
• Sustainability is an important value that the
Library wants to promote. Architects should
work within sustainability requirements provided
by the municipality and look to exceed those
requirements wherever possible. Look for
opportunities to incorporate public education
into the use of sustainable features.
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315
NOLL & TAM ARCHITECTS CONTRA COSTA COUNTY LIBRARY STANDARDS 05 Accessibility Goals
• The Library should strive to go above and
beyond building code and meet Universal
design and accessibility standards. Universal
design is defined as “a concept in which
products and environments are designed to
be usable by all people, to the greatest extent
possible, without the need for adaption or
specialized design.” In the design and selection
of every element, patrons of all ages, shapes,
sizes, and abilities should be considered.
Signage
• Exterior signage
1. Contra Costa County should be
acknowledged on building signage. At a
minimum, the county logo or county seal
should be incorporated in any monument
sign, or on the building.
2. Changeable vinyl signage indicating library
hours should be provided on glass at the
building entry.
3. A distinct sign mounted on the building
should clearly mark the location of the book
return.
4. Provide clearly marked information for
delivery people to contact staff when the
building is closed.
• Interior building signage
1. Directional signage. Provide wayfinding
signage throughout larger branch libraries to
demarcate self-service checkout, restrooms,
etc. Signage indicating large program areas
or rooms such as children’s or teen areas
should be determined on a case-by-case
basis. Such signage would be in addition to
signage required by ADA.
2. Code-required signage. Provide all signs
required to meet ADA standards, exiting, fire
codes, etc.
3. Collection signage. Signage at stacks should
be flexible and easily changeable by library
staff, using standard (not specialty) fonts.
Mount collection signage on shelves rather
than walls. For example, large fixed wall
signage calling out “Fiction” will limit the
library’s ability to reconfigure shelving in the
future.
4. Community information boards should
be included in library projects to
facilitate community collaboration and
communication.
5. Placement of donor signs and installations
must be reviewed with library staff to ensure
they are located appropriately. These
interventions are long-term and permanent
and may impact future flexibility.
Public Art
• Public art displayed in both permanent and
temporary exhibitions is a natural fit and
welcome in libraries but should be thoughtfully
selected.
• Art should be carefully selected to last over
time. Large murals and installations must be
vetted with library staff to ensure they are
suitable for their spaces and are placed in zones
where they will be safe from damage.
• Temporary changing art galleries and tackable
areas for children’s art must be coordinated with
library staff. Often these are left unmaintained if
such coordination does not occur.
Public art installation at Walnut Creek Library
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NOLL & TAM ARCHITECTS CONTRA COSTA COUNTY LIBRARY STANDARDS 06
2. PUBLIC SPACES
Adult Reading Areas
• Where square footage allows, create a “quiet
reading” area for adults who want to retreat
from noise/activity. These areas should be
acoustically separated and should not contain
library supplied PCs.
Stacks
• Provide clearances between runs of shelving
that at minimum meet ADA requirements.
Provide more generous spacing where square
footage allows.
• Refer to Shelving and Electrical Power &
Lighting for additional guidance.
Children’s Spaces
• It is recommended that shelving heights in
children’s spaces remain at 60 inches or under.
Picture-book shelving especially should not
exceed 48 inches.
• Table and chair heights should best serve
the patrons who use them the most. It is
recommended that two to three different seat
and chair heights be provided to accommodate
children of all ages and sizes. Refer to the chart
below for age-based average table and chair
heights.
• All upholstery in children’s spaces should be
bleach cleanable and/or wipeable.
• Where space allows, include seating wide
enough to accommodate a child and a caregiver,
such as a small loveseat or sofa.
• Avoid:
1. Sharp corners
2. Climbing structures
3. Toylike seating that can be thrown
4. Stainless steel surfaces
Age Category Age (Approx.) Table Height Chair Seat Height Toddler 1-4 Years 13"–17"
33 cm–43 cm
6"–9"
15 cm–23 cm
Preschool 3-6 Years 18"–19"
46 cm–48 cm
10"–11"
25 cm–28 cm
School Age 6-13+ Years 20"–30"
50 cm–76 cm
12"–18"
30 cm–46 cm
Image of San Pablo Library children’s area
Age-based average table and chair heights. DRAFT
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NOLL & TAM ARCHITECTS CONTRA COSTA COUNTY LIBRARY STANDARDS 07 • Manipulatives. Where space allows in the
children’s area, it is recommended to include
manipulatives. Manipulative play refers to
learning with movement and problem solving
through interaction with physical objects.
Manipulatives can be as small and simple
as panels on the ends of book stacks or as
large and involved as custom-built structures
that children can occupy. Library staff can
recommend preferred and vetted vendors.
• Computers. Check with library staff to determine
computer needs specific to the children’s area.
Teen Spaces
• The teen space should be easily identifiable
as its own space so that other patrons do not
occupy the area. This can be achieved through
physical separation (wall and door), clear
signage, and/or different finishes and furniture. It
must be easily visible from the staff service desk.
• The teen space should be physically and
stylistically separate from the children’s space.
The style of the space may be playful and fresh,
but it should not appear childlike and ideally is
not immediately adjacent to the children’s area.
• Furniture in the teen space should be easily
reconfigurable and movable by the teens
themselves. Offer a wider variety of seating
arrangements for various sizes of groups and
activities.
• It is recommended to provide a mix of lounge
seating and tables with chairs.
• When selecting furniture and finishes, assume
that teens will put their feet up on tables and
chairs.
Staff Service Points
• Ensure there is adequate space at public service
desks so two staff can navigate around each
other. It is recommended that the desk have at
least 3 feet, 6 inches of clear space behind it.
In instances where the service point serves as
a full-time workstation, each station should be
a minimum of 4 feet wide. In instances where
the service point is only a touchdown station,
the width can be less. It is recommended that
service points be 2 feet, 6 inches deep to create
a comfortable distance between staff and
patrons. Anything wider than that will create
ergonomic issues for staff.
• The public service desk should be positioned so
that staff will have a wall behind them, with two
ways to exit from behind the desk. Exits can be
swinging gates or open aisles.
1. If a full-height wall behind the service desk
is not feasible, provide a minimum 3-foothigh barrier such as a bookcase behind the desk. The goal is to create a barrier for staff
so they are not approached from behind by
the public.
• All workstations at circulation desks should have
sit/stand capabilities for ergonomics.
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NOLL & TAM ARCHITECTS CONTRA COSTA COUNTY LIBRARY STANDARDS 08 Group Study Rooms
• Provide glass at the front of group study rooms
so that staff can see inside. Provide a system for
exterior locking of the rooms.
Large Meeting/Multipurpose Rooms
• Meetings spaces available after library open
hours must also have bathrooms that the public
can use.
• Provide adequate storage for tables and chairs
in a storeroom adjacent to the meeting room.
• Chairs must be lightweight, easily movable and
stackable by staff. Include dollies for ease in
moving chairs.
• Provide tables with wheels that fold and nest for
storage.
Public Computers
• Public computer stations should be located near
the public service desk in open areas within full
view of staff rather than enclosed in a computer
lab. Laptops can be used by patrons in enclosed
rooms.
• It is recommended that each public computer
station have a minimum width of 3 feet, 6
inches. Dividers between stations can be used
to create a sense of privacy. Dividers should be
lower than full height so that staff can easily see
patrons. All surfaces including dividers should
be wipeable
• Desktop computers are needed in each branch
even if laptop checkout is available. Desktop
computers are easier for older adults to use.
• ADA-accessible computer station(s) should be
provided, typically at a motorized sit/stand table
directly adjacent to the other computer stations.
Restrooms
• Provide a separate restroom for staff-only use in
the staff area.
• Consider a single stall public restroom for all
genders.
• Provide waste bins that are separate from the
paper towel dispenser unit. Wall-mounted waste
receptacles are not of adequate size and will
overflow.
• Locate paper towel dispensers adjacent to the
sink rather than on an opposite wall to minimize
water dripping onto the floor.
• Specify a folding stepstool at one lavatory to
allow for children’s handwashing. Provide family
restrooms in the children’s areas of all mid-size
and larger branches.
Outdoor Spaces
• Where space allows, it is recommended to
provide outdoor space for patrons that is
controlled, i.e., easily monitored and/or fully
secured (fenced).
• Provide shade in outdoor areas.
• Outdoor furniture
1. Furniture must be attached or heavily
weighted if not in a controlled/lockable
space.
2. Provide a mix of seating most suitable
for the space and its programming. For
example, picnic tables are great for outdoor
art classes whereas lounge seating is good
for adult and senior reading.
3. Provide furniture for children where
appropriate.
4. Provide for ADA accessibility.
5. Consider operations: Will chairs need to be
brought into the library by staff at night?
6. Cushions are not advised on outdoor
furniture.
DRAFT
Image of El Sobrante Library public computers
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NOLL & TAM ARCHITECTS CONTRA COSTA COUNTY LIBRARY STANDARDS 09
3. STAFF SPACES & LIBRARY OPERATIONS
Staff Entry & Shipping/Receiving Area
• All shipping and receiving areas should be easily
accessible by trucks and have an accessible
path for hand trucks. Additionally, a doorbell or
other system should be provided to alert library
staff when deliveries are made.
• The staff entry and shipping/receiving area
should be separate from the public entry.
• Provide dedicated space for receiving deliveries
and preparing outgoing shipments.
• Receiving area must be easily accessible to
trucks.
• Areas should be well lit and placed to provide
safe entry and exit after hours.
• Areas should be able to accommodate a large
number of book bins and carts. Library staff
should provide space needs for this.
Book Return
• Locate the book return to allow books to drop
into the building.
• Provide in-wall exterior returns that are adjacent
or easily accessible to parking.
• Do not use free-standing exterior book returns.
• The Contra Costa County Library does not use
AMH (automatic materials handling) systems.
• Ensure that in-wall returns have adequate
space on the staff side for a large, standardsized bin to be placed below the book chute (an ergonomic issue). Consult with library staff to
ensure that enough space is provided for the
book return area. Ensure that bookdrops are
lockable.
An example of adequate clearance not being provided
for a bin below the book drop. A cushion was placed
on the floor to receive the dropped books, which must
be collected up by staff (an ergonomic issue).
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NOLL & TAM ARCHITECTS CONTRA COSTA COUNTY LIBRARY STANDARDS 10 Book Processing
• Provide adequate space and equipment for
book processing in staff areas. This may entail
space for book carts, a large worktable, chairs,
and shelving.
Staff Workroom
• Provide sit/stand workstations
• Provide bulletin board space for staff at office
areas.
• Storage. Work with library staff to determine
staff storage needs.
• Private Offices. The Library Manager should
have a private office. At minimum, provide sit/
stand workstations, storage, and guest seating.
Consult with library staff about specific needs.
• Private Meeting Spaces. Staff will need a
private, enclosed space to take online meetings.
This space should seat 1-4 people, depending
on space available, and should be equipped with
power, data and adequate ventilation.
Staff Support Spaces
• Staff Lounge
1. Staff kitchenette should include countertops,
cabinetry, refrigerator, microwave, sink,
general storage, bulletin board space, and
adequate space for recycling center.
2. Staff break room should include a table and
chairs as well as comfortable lounge seating
where space allows.
• Provide a private locker for each staff member.
• Staff restroom. See 2. Public Spaces—
Restrooms.
• Provide a wellness/lactation room for staff. This
room should include a lounge chair and ottoman
or a recliner chair, a mini fridge, a side table, and
electrical outlet access.
Janitorial
• Provide designated storage space for janitorial
supplies (supplies cannot be stored in
mechanical/electrical rooms). Janitorial spaces
should include a mop sink and shelving, and
walls should be finished in FRP (fiberglassreinforced paneling). • Public programs that require food service need
to comply with current Health Department
requirements for preparing and cleaning up
food.
Image of Lafayette Library staff breakroom
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321
NOLL & TAM ARCHITECTS CONTRA COSTA COUNTY LIBRARY STANDARDS 11
4. FURNITURE
Furniture Types
• Provide a mix of furniture types throughout
the library.
• Lounge furniture
1. Avoid furniture that allows patrons to lie down,
such as sofas and long benches.
2. Avoid throw pillows or loose cushions.
3. Provide a mix of styles for a variety of ages,
abilities, and sizes. Provide some lounge
furniture with arms to support an upright
seated position for older patrons. Chairs
should have a minimum weight limit of 300
lbs.
• Tables
1. Reader tables should be mainly 2- and
4-person tables.
2. It is recommended that at least 30 inches of
width be provided for each seat at the table to
maintain comfortable personal space distances
between patrons.
3. Provide sit to stand tables as needed for ADA
access.
• Chairs
1. A mix of armchairs (30%) and armless chairs
(70%) is recommended to support varying
sizes and abilities of patrons. Chairs should be
ergonomically comfortable to accommodate
long periods of work or study. Chairs should be
lightweight and easy for patrons to move.
2. Reader chairs refer to non-lounge chairs that
are generally paired with tables. They are fixed
in height and do not have casters. Generally,
they are wood.
3. Computer chairs refer to non-lounge chairs
that sit at tables with computers. They may
have height adjustability and be on casters.
Minimum Standards for Warranties
• All furniture specified should come with a
minimum 10-year warranty.
Replacement Schedule
• Furniture should be replaced on an as-needed
basis depending on how heavily it is used, how
and where it is used, and cleaning protocol.
• In general, upholstered pieces that have a resilient
textile with a backing, that are cleaned properly,
and that are not exposed to food or drink regularly
should be replaced or assessed for replacement
after 10 years.
• Tables and chairs, especially wooden ones, can
last a lifetime if cared for properly and serviced
when broken. It is important to be diligent about
warranties and non-obsolescence clauses when
selecting furniture pieces, especially those that will
be used for a lifetime.
Furniture Location
• Furniture should be movable by staff
where possible.
Power Access
• It is recommended that every reader table in the
adult and teen areas have an in-surface power
module. It is also recommended that at least 50%
of the lounge seating in these areas have direct
access to power (via wall or floor outlet or mobile
power module).
Fabrics & Finishes
• Cleaning guidelines
1. Specify bleach-cleanable fabrics whenever
possible, even if staff does not clean furniture
with bleach, because patrons may bring and
use bleach wipes. Light colored fabrics should
not be used.
2. Specify a moisture-barrier backing for woven
fabrics whenever possible.
• Non-woven fabrics (e.g., silicone, polyurethane,
vinyl) are recommended for surfaces that patrons
will sit on or touch frequently. Woven fabrics may
be incorporated in less touched areas, such as on
chair backs, or as accents.
• Durability
1. Fabrics that meet a minimum of 100,000
double rubs in the Wyzenbeek abrasion test
are recommended.
2. Non-woven fabrics should meet all current
requirements for hydraulic testing according
to ISO 1419 or ASTM D3690, to avoid
delamination.
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322
NOLL & TAM ARCHITECTS CONTRA COSTA COUNTY LIBRARY STANDARDS 12
5. SHELVING
Heights
• Shelving heights should coordinate with
accessible reach ranges and eye levels for the
age group they serve.
• Shelving should not interfere with staff visibility
and sightlines.
• Shelving height guidelines:
1. Adult and YA Collections: 5 shelves, 66” high
2. Juvenile Collections: 5 shelves, 54” high
3. Early Literacy Collections: 3 shelves, 42” high
Manufacturers
• Library staff can recommend preferred and
vetted vendors.
Fixed Wall Shelving
• Fixed wall shelving should not exceed 6 shelves
high and should be anchored to the wall to meet
seismic standards.
• The lowest shelf should not be used for books
except in children’s and teen areas. If it is
necessary to place books on lower shelves in
adult areas, use sloped base shelving that is
higher off the floor and angled outward for
easier access.
Mobile Shelving
• Limit the width of each mobile shelving unit to
2 ranges where possible, otherwise shelving may
be too heavy for staff to move.
• Mobile shelving heights must not exceed
59 inches, per code requirements.
• Lower-shelf guidelines for mobile shelving are
the same as for fixed shelving (see Fixed Wall
Shelving in this section).
• Finish guidelines. For metal shelving, choose
from manufacturers’ standard colors (no custom
colors).
Children’s Shelving
• See 2. Public Spaces—Children’s Spaces.
Display Shelving
• Display shelving should be mobile and allow
for books to face outward. Locate some display
shelving near the library entrance.
Examples of mobile display shelving.
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323
QUALIFICATIONS FOR
DESIGN-BUILD SERVICES
OAKLEY LIBRARY &
COMMUNITY CENTER
CITY OF OAKLEY
JULY 2, 2025
324
July 2, 2025
Joshua McMurray, City Manager
Oakley City Hall
3231 Main Street
Oakley, CA 94561
[email protected]
Re: Qualifications for Design-Build Services for the New Oakley Library and Community Center Dear Mr. McMurray and Selection Committee Members:
Oakley’s Library and Community Center project represents an opportunity to create a landmark community gathering place in the heart of the City that will serve generations of families as Oakley continues to grow. As a priority project for the City, a new public building on the east end of the Civic Center opening onto Civic Center Park has the power to transform this underutilized site into a dynamic hub for community life in downtown Oakley. As one of California’s youngest and fastest growing municipalities, Oakley’s prioritization of this project supports its mission to grow purposefully and thoughtfully while serving the public in a friendly, efficient, and responsive manner. This library and community center are central to the City of Oakley’s PATH forward.
A Proven Partnership for Oakley’s Next Community Investment Woodland Construction Builders, Inc. (WCBI) and Siegel & Strain Architects (S&S) are honored to reunite our proven partnership from the Oakley Recreation Center to propose for this new project. The library and community center at Civic Center Park will be another cornerstone in Oakley’s remarkable transformation from a quiet Delta farming town to a thriving community that truly embodies being “A Place for Families in the Heart of the Delta.” The successful completion of the recreation facility in 2019 is a testament to what can be achieved when vision meets execution with an exceptional and determined client.
Our collaboration demonstrated our shared commitment to delivering quality on time and within budget while creating spaces that strengthen community bonds. The Oakley Recreation Center showcased our ability to seamlessly coordinate design intent with construction expertise and work collaboratively with the City, resulting in a facility that exceeded expectations for aesthetic appeal, operational efficiency and budget management. The collaborative nature of this project built trust, respect and understanding between our two firms, setting the foundation for a great design-build partnership that can get the library and community center project built with the funds you have available.
Our Team’s Expertise
Woodland Construction Builders, Inc. has served California’s Central Valley for over 40 years, building a reputation on creating spaces deeply rooted in their communities. As a family-owned company, WCBI understands that true value comes from buildings that feel like home—welcoming, comfortable, durable, and built to serve effectively for generations. WCBI shares Oakley’s commitment to regional design that honors local character while meeting practical needs, ensuring efficient, cost-effective delivery without breaking municipal budgets.
Siegel & Strain Architects brings four decades of experience designing community-centered spaces with a fundamental belief that great projects are tied to place and tuned to climate. S&S’s extensive library and community center experience—including completed projects in Yountville, Portola Valley, and Brisbane, and current projects in Berkeley, San Mateo, Santa Rosa, and Novato—demonstrates the firm’s understanding of how these facilities serve as cultural anchors. We understand that libraries are more than repositories of books; they are welcoming places where families feel comfortable, children discover wonder, and residents connect across generations. S&S’s expertise ensures your facility will be a source of community pride while remaining affordable through resilient design that minimizes operational costs.
325
In addition, we are prepared to connect the City with financial and grant advisors to help close the gap between the library funding you have in hand and the library of your dreams. We’ve included these advisors in the Team Organization Chart on Page 15 and would be happy to provide contact information upon request.
Together, WBCI and S&S provide the City a tested and experienced local team ready to roll up our sleeves and work with you to align programming needs with budget expectations and flesh out a financing and phasing plan for this important community facility. This qualifications package outlines our progressive design-build approach.
Our Commitment to Oakley
Our combined expertise and past successful collaboration with the City positions the WBCI|S&S team to create another landmark that honors Oakley’s Delta heritage while embracing its dynamic future—a space where residents feel deep pride and belonging. Most importantly, our proven ability to deliver exceptional community spaces at affordable prices ensures outstanding value while creating a gathering place that embodies Oakley’s identity as a city that fosters a vibrant, evolving community that welcomes and values all people.
Per the RFP, we have no issues to disclose. We acknowledge receipt of Addendum #1. We look forward to discussing how our proven partnership with one another and with Oakley can deliver another successful project that will make Oakley residents proud and provide exceptional value for their investment.
Please feel free to reach out with any questions or for additional information.
Respectfully submitted,
Curtis Basore
CFO & Project Manager
Woodland Construction Builders Inc.
PO Box 289
Salida, CA 95368
[email protected]
209.402.5538 cell
Susi Marzuola, AIA, LEED AP BD+C
Principal & President/CFO
Siegel & Strain Architects
6201 Doyle Street, Suite B
Emeryville, CA 94608
[email protected]
510.547.8092 x 105
PO Box 289 Salida, CA 95368 209.545.1987 office www.woodlandconstruction.net 326
SECTION A
PROJECT UNDERSTANDING
SECTION B
FIRM QUALIFICATIONS
SECTION C
PROJECT PLAN
SECTION D
QUALIFICATIONS OF TEAM
TABLE OF CONTENTS
4 5
9 14
Portola Valley Town Center
327
SECTION A - PROJECT UNDERSTANDING
WOODLAND CONSTRUCTION | SIEGEL & STRAIN ARCHITECTS 4
PROJECT UNDERSTANDING
The City seeks to design and construct a new Library and Community Center within Oakley’s Civic Center east of City Hall, bordering Norcross Lane. This site is ideal for a library, continuing a proven land use pattern that has enriched communities throughout the Bay Area—from Marin County Civic Center to Richmond Civic Center, South San Francisco Civic Campus, and Livermore Civic Center. Positioning the library within the Civic Center will create powerful synergy with City Hall, Civic Center Park, and Downtown, delivering complementary programming for residents of all ages while energizing the heart of the city with another significant public building. The site offers additional strategic advantages: it’s city-owned, zoned for community use, and provides shared parking opportunities that maximize efficiency with existing municipal facilities.
Project Scale and Financial Framework
Library sizing has been a point of discussion for City Council and officials over several years. While the City and Contra Costa County Library envision a 28,000 sf facility, available funding will ultimately determine the initial construction phase.
The RFP indicates $11.5M in confirmed funding, with an additional $1M-$2M potentially available from O’Hara site residual land value and/or other sources. At estimated construction costs of $650-$1,000/sf (including construction, soft costs, and furnishing), this budget supports an initial phase ranging from 10,000 sf to as much as 20,000 sf.
Comprehensive Programming Vision
The new Oakley Library and Community Center will serve all demographics—children, teens, families, seniors, and veterans —for multiple uses including as cooling and refuge spaces during extreme weather. Essential program elements include:
• Core Library Services – materials collection, service desks, reading areas, collaborative meeting and study spaces, library staff work areas, computers, print services, and WiFi • Dedicated Youth Spaces – separate children’s and teen sections with age-appropriate programming areas • Community Programming – flexible multiuse rooms for library and community events and activities • Building Infrastructure – restrooms, janitorial services, mechanical/electrical systems, server room, and perhaps automated materials handling
• Community Partners – dedicated spaces for seniors, veterans, and community-serving nonprofits • Municipal Integration – city offices, services, and emergency operations support Our Collaborative Approach
As outlined in our approach, we recommend launching the design-build process with a comprehensive collaborative planning task that brings together the City, essential stakeholders—Contra Costa County Library, Friends of the Oakley Library, the local Veterans group, and other community partners—and our design-build team. This strategic task will refine project parameters and building spatial requirements while developing realistic cost projections based on need, the Downtown Specific Plan, other planning, zoning and design regulations, site conditions, desired architectural character, and best value related to construction, building systems, materials, finishes and furnishings. The outcome will be a comprehensive conceptual design with built-in phasing that ensures the City can move forward confidently within an established library project that serves Oakley’s evolving needs today at a price you can afford while establishing a foundation for future expansion.
Yountville Community Center and Library
328
SECTION B - FIRM QUALIFICATIONS
5 OAKLEY LIBRARY & COMMUNITY CENTER
WHY THIS TEAM?
A TEAM TAILORED FOR THE OAKLEY LIBRARY AND COMMUNITY CENTER Woodland Construction Builders, Inc. (WCBI) in association with Siegel & Strain Architects (S&S) is pleased to present our qualifications for the Design-Build Delivery of the Oakley Library and Community Center. We are inspired by your resolve to deliver a library and community space to the Oakley community, and we believe we are uniquely qualified to design and build your library at the best value for the project. Our intention is to partner with you and your critical stakeholders to create a facility that meets your program goals and exceeds the community’s expectation while proudly showcasing a community asset that is long overdue.
Given our experience and demonstrated commitment on similar public projects, WCBI and S&S are excited to join forces.
We have independently built our organizations on commitments to our clients and their communities, and to improving the environment through appropriate cost-effective solutions. Both firms have long histories of delivering top-quality services and projects, on time and on budget. Our approaches are founded on integrating owners deep into the design and construction process, so that you receive responsive service and can make informed decisions confidently. We enjoy great collaborative efforts with clients, key client groups and stakeholders, design consultants, subcontractors, regulatory agencies, and neighbors. We look forward to a close interdisciplinary collaboration of brainstorming, designing and refining a design proposal with the City of Oakley and Baker Tilly.
The WCBI | S&S team places strong emphasis on developing the most appropriate design and construction methods during the preconstruction phase, so we can identify and integrate cost-saving measures and provide the best value for our clients.
As a team, we enjoy testing creative “both/and” solutions, evaluating different design scenarios and building systems, and assessing how to achieve top performance and efficiency for the lowest cost and best value. Our goal is to deliver a new library and community center on budget and on schedule, aligned within your expectations for quality and experience. Our process relies on timely communications, design iterations, and resolution of design, construction and post-construction warranty issues to ensure complete customer satisfaction.
In the spirit of collaboration, we look forward to sharing our ideas and design-build approach with you and, above all, providing you with a positive experience in the collaboration, design, construction, and commissioning of the new Oakley Library and Community Center. You will undoubtedly receive strong qualifications from several teams. What makes the WCBI | S&S team exceptional is our track record of working on the Oakley Recreation Center together.
Brisbane Public Library
CLIENT COLLABORATION & ADVANTAGES
OF DESIGN-BUILD
Early collaboration between WCBI, S&S, and the City of
Oakley aligns goals, budgets and timelines. This teamwork results in more than the sum of the individual partners through iterative design, analyses of benefits and trade-offs, and investigating synergistic opportunities. It helps identify challenges, improve constructability, and find cost effective solutions, building trust and reducing disputes.
Integral to this partnership is early design input from the City, Contra Costa County Library, Friends of Oakley Library and other community stakeholder representatives. Transformative community projects like the Oakley Library and Community Center are built on the backbone of authentic engagement, deep listening, a synthesis of expressed aspirations and a true understanding of people and place. This type of
close collaboration leads to better buildings and stronger communities.
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SECTION B - FIRM QUALIFICATIONS
WOODLAND CONSTRUCTION | SIEGEL & STRAIN ARCHITECTS 6
DESIGNING FOR COMMUNITY THROUGH ENGAGEMENT
Community projects are investments in community values. Siegel & Strain’s civic projects are collaborative efforts that build consensus and embody community aspirations, resulting in libraries, community centers, and city halls that people cherish and make their own. Over the years our best work has emerged from close partnerships, listening and observing, and open dialogue with clients and stakeholders through intentional outreach and engagement with library, city offices and community centers for Yountville, Portola Valley, Brisbane, Berkeley and Oakley. Without preconceived ideas, we identify common ground, probe shared values, and articulate aspirational yet achievable project goals that inform the design and construction of meaningful public resources.
We design through the perspectives of clients and users to ensure the resulting spaces exceed expectations as beautiful, functional places that are rooted in community. With that in mind, we bring the following engagement principles to our design thinking:
• Good participation processes create better designs and beloved places. • Successful engagement means reaching the right people in the right ways at the right time. • Our outreach methods, like our architectural design solutions, are uniquely tailored to each client, community, and project.
• Clarity on project goals, design drivers and project parameters, such as budget and schedule, are central to engagement conversations.
Oakley’s PATH Forward Framework—promoting fair and equitable stewardship of our community; advocating for a professional and family-friendly environment; transparency in accountability, communication and collaboration; honesty and integrity in building trust—provides an excellent foundation for the Library and Community Center project, ensuring your mission of creating a resilient future while supporting your unique Delta lifestyle and small-town character within a safe, dynamic community. Combined with ongoing direction from the City and Contra Costa County Library, guidance from the Downtown Specific Plan and Contra Costa County Library Standards, and drawing from our engagement toolkit, we will implement an efficient and effective engagement process that builds on your completed efforts and the expressed desires.
We will partner with you, your library stakeholders and user groups as we explore cost-effective solutions that embody community aspirations, meet functional needs, and embody resiliency.
Boys & Girls Club of San Leandro Berkeley Hillel
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SECTION B - FIRM QUALIFICATIONS
7 OAKLEY LIBRARY & COMMUNITY CENTER
PROJECT MANAGEMENT
Siegel & Strain Architects has extensive experience managing multidisciplinary design and engineering teams for complex, multiple stakeholder projects for cities throughout Northern California; public agencies including the NPS and the EBRPD; and many nonprofit organizations. Project principals each have 20 to 40 years of experience. S&S project managers and architects have 10 to 30 years of experience in the field developing designs, coordinating consultants, directing staff, managing schedules, and supporting the construction process. S&S has successfully completed design-build projects and has DBIA trained staff ready to lead the process.
Woodland Construction Builders, Inc. has a full construction management team, including project management, site supervision, and administration, focused on your project to ensure the smoothest flow of construction, and minimize or eliminate problems and changes during the construction process. WCBI uses industry standard tools and methods to facilitate estimates, project management, scheduling, and budget management to achieve the best possible performance.
WCBI will advise the City about any issues that might impact the contract price, schedule or material matters in a timely manner to allow the City to make informed decisions on how to address such issues.
Brisbane Public Library
Tidewater Boating Center
Partnership and Communication—A successful project requires a strong partnership between the City, WCBI, and S&S. We will establish a close working and trusting relationship with the City’s team that includes critical and appropriate stakeholders – staff at the City of Oakley, CCC Library, the Friends of Oakley Library, and other stakeholders in the community who will be brought into the process at the right time.
We will define roles, responsibilities, communications and decision-making protocols at the start of the project. The process will involve all parties in ongoing clear communication about design, trade-offs, deliverables and schedule.
The design process will start with a review of the project’s opportunities and constraints, project goals, budget, and schedule. As design and construction progress, we will conduct weekly project management coordination meetings with the designated project manager for the City. We look forward to building on our successful collaboration and open communication on the Oakley Recreation Center.
Schedule—We will establish an overall project schedule at the outset of the process that incorporates design milestones, permitting and regulatory reviews, construction cost estimating, bid, construction and closeout. The schedule will factor in City and stakeholder feedback, consensus and project approvals, including time for client review throughout the entire design and construction process.
We track progress on a weekly basis and format meeting minutes to identify deliverables, decision due dates and responsible parties. 331
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Yountville Community Center and Library
Brisbane Public Library
LIBRARY & COMMUNITY PROJECT EXPERIENCE
All of our library, community center, and community-serving projects involve getting to know the communities that use them, the towns and counties that build them and the library systems that operate them. As community living rooms and resource centers—a place to meet your neighbors, do your homework, use a computer, get information, practice a craft or just relax with a good book—the success of a library is directly related to how well it serves its patrons and embodies local values.
Understanding the community is critical and central to our approach.
S&S works primarily with public sector, nonprofit and education clients. Our civic projects are collaborative community-wide efforts that build on work done to date. We have an extensive toolkit developed over time that fits all manner of participation at every phase of the process. Working with you, we will design an appropriate public engagement process that asks the right questions at the right time and shares design and construction advancement in ways that connect with your community and meets them where they are.
WCBI has a proven track record constructing public-serving buildings including medical offices, restaurants, retail establishments, and offices. These budget—and schedule— driven owners return to WCBI because of their commitment to meeting clients’ goal without sacrificing durable, high-quality construction.
COST CONSCIOUS DESIGN & CONSTRUCTION
Given our practice sectors, our team has decades of experience delivering successful and meaningful public-serving projects within restricted budgets.
We understand that the City needs a library and community center that exceeds the current budget. In S&S’s 35+ years of work with public agencies and non-profit organizations, we’ve honed our approach to designing to a limited budget with strategies such as right-sizing, creating flexible multi-use spaces, and developing simple yet elegant designs and comfortable spaces that do more with less. This means focusing limited resources on creating a library project that has a presence, is durable and iconic, functional and beautiful, and is value aligned. We bring a master planning approach to these projects to define what you can afford today and how to plan for future growth.
WCBI works to control costs through tracking and managing the cost throughout the process. During the design process, adjustments are made collaboratively and transparently with the participation of the City and S&S. WCBI has a deep stable of regular subcontractors that allow us to achieve multiple subcontractor bids for the best project value. WCBI’s strong relationships with these subcontractors help to determine any recent pricing volatility due to inflation, escalation, or market conditions that might inform design decisions. This process results in successful projects with few to no change orders.
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DESIGN APPROACH
OUR DESIGN PRINCIPLES
• Design spaces that our clients love and that fulfill their program and goals; • Foster a collaborative design process, connecting design, building users and the wider community; • Develop site specific designs with a strong sense of place—for Oakley Library and Community Center this means a thoughtfulness to its relationship to City Hall and Civic Center Park and incorporation of the Design Guidelines in the Downtown Specific Plan;
• Apply a sustainable design ethic that starts with a passive first approach that does not add to first costs but reduces operational costs and improves occupant comfort and City resilience.
Library Design—Relies on the success of the community’s support combined with the Design-Build team’s facilitation and focus. While we pride ourselves on our ability to design memorable community buildings that evoke a sense of place and set new standards for sustainable design, we realize that a project’s ultimate success is determined by how well we respond to your specific library needs—organizational, financial, social, functional and technical—and that our work supports your own efforts to serve the population of Oakley. Because of this, our project approach puts great emphasis on the WCBI | S&S team collaborating with the City, Library, Friends of the Library and critical stakeholders in making sound decisions in the preliminary design phase, using funds prudently, and creating a library and community space that embodies your library service model and performs exceptionally well for many years. Our recent success in library design taught us the following lessons:
• Make it functional and flexible. Develop a preliminary design for the 28,000 sf library the City needs with a phased implementation approach to meet the current budget.
• Embed traditions and tell a story within the design to honor the community and create a building they will embrace. • Create a well-organized plan to accommodate all of the varied spaces, collection and user groups. • Design spaces to do double and triple duty—a wider hall can be both a circulation corridor and a space to sit, browse, and display art.
• Make the library work for the library staff—with ample storage, sightlines that make it easy to supervise, and a well-designed work room.
• Plan the connections through spaces so they are easily reconfigured by using movable furnishings, displays, and shelving for new uses over the life of the building.
• Connect outdoor space and associated adjacent indoor space. • Create a great design and construction narrative for the library, one that captures the community’s imagination and reflects their values.
Berkeley Hillel
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10 OAKLEY LIBRARY & COMMUNITY CENTER
Core Oakley Library Team (COLT)—Following our successful model from the Oakley Recreation Center and other communityserving public projects, we will establish a small project leadership group that meets regularly to keep the project on track. This team will include project directors and managers from the City, the Design-Build Team, and the City’s consultant project management team.
Comprehensive Engagement Plan—Working with COLT, we will identify whom to engage, how to engage them, and when. This plan will address:
• Input from Contra Costa County Library, Oakley Library Staff, Friends of Oakley Library, local veterans groups,
community-serving organizations, and the broader community • Coordination with Building, Planning, Fire, and Police Departments
• Communication with neighbors, neighborhood and business associations, and the school district
• Review and approval processes with City Council, governing Workshop to garner feedback from community kids bodies, and reviewing agencies Pop-up at community events
COMMUNITY ENGAGEMENT AND PROCESS FACILITATION
As part of our Project Verification effort, we will work with Oakley’s Library and Community Center leadership to outline a comprehensive engagement and review process for the project.
Key strategies that inform our approach include:
• Information Exchanges—Creating opportunities for participants to share their needs, aspirations, and local knowledge while we establish realistic expectations regarding project parameters including budget, code requirements, program elements, and schedule.
• Collaboration and Analysis—Facilitating collaborative sessions to develop and evaluate ideas against identified project goals, building trust while arriving at a preferred design approach that serves the community’s vision. • Feedback Loops—Establishing ongoing communication channels and regular updates to keep participants informed of project development, with structured input opportunities that are critical for keeping the project on track, especially during early design phases.With input with the project’s leadership, we would establish a pattern of information exchange and reviews that could include the following components:
Tailored Engagement Tools—We have developed a robust
participation toolkit adapted for both virtual and in-person communication. Our tools include one-on-one interviews, focus group sessions, community design charrettes, online and app-based surveys, pop-up events, site tours, analysis mapping, and project presentations.
Working with COLT during initial onboarding, we will customize an engagement program that best suits this project’s parameters, requirements, and vision.
Strategic Approval Mapping — We will map out the complete approval process to ensure our engagement efforts feed directly into and support City Council, Contra Costa Library County Commission, and Planning Department work sessions and reviews, positioning the project for both political and regulatory success.
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UC Berkeley Dwight Childcare Center
PROGRESSIVE DESIGN-BUILD APPROACH
Woodland Construction Builders Inc. (WCBI) in association with Siegel & Strain Architects (S&S) proposes to deliver the New Oakley Library and Community Center within a progressive design-build model. This approach provides cost stability and an opportunity for the City and its residents to contribute significantly to set the project direction. We would welcome the opportunity to refine and adjust the delivery method to meet City needs and contracting requirements. Our process is notable for the following:
• WCBI’s leadership tracking and managing the full budget and schedule for design and construction. • Leverages WCBI’s strong relationships with their subcontractor partners while providing competitive bids. • S&S’s proven design management, including client communications and coordination of consultants. • Cost stability, as represented in a Targeted Maximum Price (TMP) in early design followed by a Guaranteed Fixed Price.
• A logical and transparent process for reconciliation of the City’s budget with project goals, delivered along with clear graphics and narrative documentation of the results.
Verification Phase—Minimizes unknowns and integrate solutions so we can arrive at a reliable budget and project scope early in the project.
• Goal Setting—We would begin by setting clear and realistic goals with you for this project. • Programming—We will work with the City, Contra Costa County Library, and a library programmer to define a program for the full library, ranking priority needs and potential overlapping uses to aid in development of a phased build-out. We will look at this in the context of City community services provided at other sites to better understand what can be accommodated at other sites.
• Community Engagement—We will work with the City to define the community engagement strategy that best aligns with the project needs.
• Budget Confirmation—The budget will define the first phase of build-out and must be aligned with program and current market conditions to ensure the Owner, Builder and Designer are starting on the same page. • Financing Support—We will assist the City in putting together a financial team including a financial analyst like Economic & Planning Systems, Inc. and a grant advisor like California Connections to determine the most viable path forward to help close the gap between your budget and your dream library. • Phasing Plan—Long-term phasing plan for the full library build-out. • Schedule—We will develop a schedule that can serve as a roadmap to project completion. • Existing Conditions Analysis—We will collect and review existing documents, produce topographic and boundary surveys, and perform geotechnical investigations.
• Permitting and Entitlements—We will establish the procedures, costs, schedule, and submittal requirements to secure approval for the project.
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Oakley Civic Center Park Oakley City Hall
Preliminary Design Phase—We will develop a community-informed conceptual design for the full, 28,000 sf library that takes future growth into consideration. The first phase of library construction will be advanced to a design development level. The design process will be executed in partnership with Woodland Construction Builders, Inc. incorporating cost, supply chain considerations, schedule, and constructability. The outcome of this process will be a Basis of Design (BOD) document that includes the Owner’s requirements and the team’s approach to meeting them. The BOD will incorporate both drawings and technical narrative developed by specialty consultants and engineers working with Siegel & Strain Architects, the Designer of Record.
Budgetary Schedule of Values and Target Maximum Price (TMP)—Based on the BOD and preliminary design, the team will develop a Budgetary Schedule of Values for the Construction Phase, and associated Target Maximum Price (TMP) to deliver the first phase build-out of the Oakley Library and Community Center. The TMP will include execution of design completion and construction and it will incorporate pricing from trade subcontractors and the services of architects, designers and engineers.
Design Completion & Construction Phase—During design completion, the team will advance documentation and acquire planning and building permit approvals. Technical design of Mechanical, Electrical, Plumbing (MEP) and Life Safety systems will be by trade subcontractors with peer review by the BOD designers. There will be frequent reviews with the City to ensure that the vision for the Library continues to meet the City’s expectations. At the completion of the design phase, a final guaranteed fixed price Schedule of Values will be assembled reflecting the completed design. This guaranteed fixed price Schedule of Values will be balanced against the budgetary Target Maximum Price established earlier in the process.
Upon City approval of the finalized Schedule of Values and scope of work for the construction phase, and issuance of permits, construction will commence.
Construction and close-out will be led by WCBI with ongoing review and input from S&S and continued peer review by BOD designers.
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PROJECT SCHEDULE
Below, we have provided estimated durations for the Oakley Library and Community Center. These timeframes are based on our current understanding without the benefit of review with the City and will be refined as the project becomes more clearly defined. Variables that might impact the ranges provided include phasing approach, community engagement strategy, and entitlements process. Our estimates align with the sequence of tasks outlined in our Project Approach, and we will provide more precise milestone dates as the project progresses.
Verification Phase
Goal & Programming
Community Engagement Strategy
Budget & Schedule
Existing Conditions Analysis
Preliminary Design Phase
Design of entire site for full build-out to conceptual level Design of Phase 1 build-out to design development level Construction Cost Etimating
Community Engagement Implementation
Basis of Design
Budgetary Schedule of Values Phase
Design and Contracts Completion
Planning approvals
Final Design
Final Schedule of Values and Guaranteed Fixed Price
Permitting
Construction and Close Out
TOTAL
2-3 months
4-6 months
1 month
6-10 months
12 months
25 to 32 months
Berkeley Hillel
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DESIGN-BUILDER
WOODLAND CONSTRUCTION BUILDERS, INC
Curtis Basore, CFO & Design Phase Project Manager
Brandon Basore, Construction Phase Project Manager
Luke Chipponeri, Lead Estimator
Justin Crescenti, Superintendent
SPECIALTY LIBRARY
CONSULTANTS
(As Needed)
LIBRARY PROGRAMMING
JK Sweeney & Associates
FURNISHINGS & FIXTURES
Karin Payson architecture + design
DESIGN CONSULTANTS
CIVIL ENGINEER
Full Design
LANDSCAPE ARCHITECT
Full Design
STRUCTURAL ENGINEER
Full Design
MECHANICAL, PLUMBING, ELECTRICAL,
FIRE, LIFE SAFETY ENGINEERS
Preliminary Design & BOD
GEOTECHNICAL ENGINEER
Full Design
SUBCONTRACTORS & SUPPLIERS
HVAC
Design Completion
PLUMBING
Design Completion
ELECTRICAL
Design Completion
FIRE PROTECTION
Design Completion
CITY MANAGER PROJECT MANAGER
CONTRA COSTA COUNTY LIBRARY
FRIENDS OF OAKLEY LIBRARY
OAKLEY COMMUNITY STAKEHOLDERS
TEAM ORGANIZATION CHART
FINANCIAL ANALYST
Economic & Planning Systems
Teifi on Rice-Evans
GRANTS ADVISOR
California Consulting, Inc
Steve Samuelian
DESIGNER OF RECORD
SIEGEL & STRAIN ARCHITECTS
Susi Marzuola, Principal
Michael Hayden, Project Manager
Colin Searles, Project Architect
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15 OAKLEY LIBRARY & COMMUNITY CENTER
WOODLAND CONSTRUCTION BUILDERS, INC.
DESIGN-BUILD GENERAL CONTRACTOR
Woodland Construction Builders, Inc. is a family-owned General Contracting company, serving California’s Central Valley and San Francisco Bay Area region since 1979. For over 45 years, Woodland Construction Builders has been providing General Contracting services in multiple industry segments, including site development, retail, pharmacy, medical, dental, restaurant & food services, professional offices, industrial, tenant improvements, and building restorations.
From planning to completion, Woodland Construction Builders has the expertise and experience to get the job done right the first time. We’ve built our reputation on providing superior quality and service to our customers for over three decades.
We will coordinate with architects, designers, contractors, sub-contractors, and all associated government entities, to provide an efficient, cost-effective, hassle-free construction project.
RELEVANT PROJECT EXPERIENCE
Oakley Recreation Center - Oakley, CA
The Oakley Recreation Center represented a major investment by the city to meet the rapidly increasing needs of the community for places to gather and congregate. The building includes a large 4,152 sf dividable community room, a 1,117 sf commerical kitchen, recreation offices, and an outdoor patio. The site also includes large gathering areas and an athletic field.
Container Graphics Corporation Design-Build Project - Modesto, CA This Turnkey Design-Build project consisted of renovating an existing industrial building to repurpose it as a 20,000 sf corrugate materials manufacturing plant and professional offices for Container Graphics Corporation’s West Coast division. It consisted of developing a 12,000 sf manufacturing facility, as well as 8,000 sf of offices and staff facilities, as well as making some Civil/Site improvements.
Blackwater Engineering - Modesto, CA
Ground up construction and site work of a 7,500 sf, two-story professional office building.
This office houses a wastewater engineering firm, and takes on a modern style with ACM exterior paneling and blue tinted storefront.
Legacy Athletic Center - Ripon, CA
Ground-up construction and site work of a 25,000 sf, two-story luxury gym. The center’s design features draw from the high-end fitness centers in LA or SF Bay Area, blending a feel of modern design with ultra-high-end luxury finishes.
Oakdale Veterinary Group - Oakdale, CA
Ground-up construction and site work of an ultra-high-end veterinary hospital. The building is 13,000 sf, with the exterior imitating California’s high-end Napa wineries and the interior housing a full-blown modern medical facility.
Ripon Family Physicians - Ripon, CA
Ground-up construction and site work for a 10,000 sf medical office. This project involved constructing the brand-new medical office for Ripon’s largest medical facility, along with two additional suites to be built or leased out in the future.
Oakley Recreation Center
Oakdale Veterinary Clinic
Blackwater Engineering
LOCATION: 4524 Salida Boulevard,
Salida, CA 95368
PHONE: 209.545.1987
CONTACT PERSON: Curtis Basore, CFO/PM
LICENSE: #375135
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PHOTOS: DAVID WAKELY
OAKLEY RECREATION CENTER
OAKLEY, CALIFORNIA
Designed for a variety of community events and recreation activities, the new one-story multi-use building includes a large 4,152 sf dividable community room with a performance stage, a 1,117 sf commercial kitchen and food storage area, recreation offices and conference space, restrooms, storage, mechanical and electrical spaces, and an outdoor patio. With a capacity of up to 800 people, the Recreation Center provides the space that was greatly needed for events that unite this fast-growing community.
The design creates a well-used and well-loved center that is an iconic marker on the street. A protected plaza on the north side provides a place to gather.
Indoor spaces lead directly to outdoor spaces for the many events the center hosts for the multi-generational community. The parking area is carefully landscaped with pedestrian pathways to the Center and adjacent playing fields.
CONSTRUCTION: The Oakley Recreation Center blended integral construction assemblies of concrete, rough framing, and steel with refined finishes of standing seam barrel roofing, perforated prefinished aluminum panels, custom built-in cabinetry, automatic roller shades, and Nichiha fiber cement siding. The City was highly involved and integrated with our team with aligned goals of producing a building with durable and sustainable finishes selected by the design team to persevere through the years with a modern, timeless look. This gathering place of the community features an automatic accordion door in the multipurpose room to segment the spaces as needed for events. Additionally the site hosts a new ballpark, sustainable landscaping, and fencing to define and outline the exterior spaces.
TEAM
Curtis Basore, WCBI Project Manager
Wayne Flora, WCBI Lead Superintendent
Luke Chipponeri, WCBI Project Engineer
Susi Marzuola, S&S Principal
Michael Hayden, S&S Project Manager
CLIENT
City of Oakley
COST
$7.8 million
SIZE
9,500 sf on 6.5-acre site
STATUS
Completed 2019
SUSTAINABILITY FEATURES
- Sunscreens and window shading
- High-efficiency MEP systems
- FSC wood
- Low carbon building materials
- Healthy building materials low formaldehyde,
and VOC
AWARDS AND CERTIFICATIONS
- American Public Works Association-National
Public Works Project Award for Small Cities/
Rural Communities
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LEGACY ATHLETIC CENTER
RIPON, CALIFORNIA
This 25,000 sf, two-story luxury gym’s design draws from high-end fitness centers in LA and San Francisco, blending modern design with ultra-highend luxury finishes. The fitness center houses two large open gym floors, an astro-turf area, and a unique room for pilates, yoga, boxing and group cycling. The gym also emphasizes recovery with a state-of-the-art sauna, steam room and recovery room. Outdoor facilities include pickleball, basketball and a 2,000 sf patio event center. The owners utilized furnishing from a variety of unique sources, including wall features composed of Himalayan salt blocks and the fitness equipment built in Italy.
CONSTRUCTION: The client had an existing facility in Manteca with a lease that was terminating in less a year from the groundbreaking of the new facility, with hundreds of active members engaged in the atmosphere and community. The new center sought to blend premium equipment with modern aesthetics without sacrificing timeline and staying on budget. A solar array with battery backup and electric vehicle chargers were required by the local jurisdiction prior to allowing occupancy. Many finishes were not fully selected until several months into construction. WCBI played a key role in facilitating client interaction with various suppliers and updating construction costs following formal selection and integrating new subcontractors into our existing schedule without sacrificing time or quality. At one point the elevator was not quite ready for use and the equipment was coming and could not be delayed as time was of the essence. WCBI coordinated removing and reinstalling upper windows in collaboration with our client, subcontractors, our team, and third party vendors speaking to our collaborative nature and flexibility in providing effective solutions to time-sensitive matters.
TEAM
Luke Chipponeri, WCBI Project Manager
Brandon Basore, WCBI Superintendent
Jim Carr, WCBI Superintendent
Daniel Salazar, WCBI Associate Superintendent
CLIENT
Legacy Athletic Center, Michelle Petlansky
STATUS
Completed Oct. 2024
SIZE
25,300 sf on 2-acre site
SUSTAINABILITY FEATURES
- Photovoltaic system with battery backup
- EV chargers
- MWELO compliant landscaping system
- Title 24 compliant mechanical & lighting
systems
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CURTIS BASORE
CFO & DESIGN PHASE PROJECT MANAGER
Curtis Basore graduated from Cal Poly in 1993 with an engineering degree, and successfully led teams of engineers to complete multiple large-scale projects in the biotech and food/beverage industries for Johnson & Johnson, Chiron Corporation, and E&J Gallo Winery. Curtis joined Woodland Construction in 2005, bringing his project management experience, and a proactive problemsolving approach. Curtis quickly adapted to the construction industry and has since developed and streamlined our estimating and project management systems, and provides strong leadership skills throughout the organization. Curtis has personally acted as Construction Superintendent for multiple ground-up retail projects, and has acted as Estimator and Project Manager for many additional ground-up Walgreens projects, Tractor Supply Co. projects, multiple medical offices, dental offices, professional offices, and food/beverage projects, and industrial construction projects over the past 20 years.
SELECT PROJECT EXPERIENCE
Oakley Recreation Center, Oakley, CA
Design of a new 9,500 sf community recreation center for the City of Oakley, which includes a large flexible multi-purpose room, performance stage, kitchen, administrative offices and meeting spaces. Site improvements include outdoor gathering spaces and athletic fields.
Container Graphics Corporation Design-Build Project, Modesto, CA This Turnkey Design-Build project consisted of renovating an existing industrial building to repurpose it as a 20,000 sf corrugate materials manufacturing plant and professional offices for Container Graphics Corporation’s West Coast division. It consisted of developing a 12,000 sf manufacturing facility, as well as 8,000 sf of offices and staff facilities, as well as making some Civil/Site improvements.
Oakdale Veterinary Group, Oakdale, CA
Ground-up construction and site work of an ultra-high-end veterinary hospital. The building is 13,000 sf, with the exterior imitating California’s high-end Napa wineries and the interior housing a full-blown modern medical facility.
Blackwater Engineering, Modesto, CA
Ground-up construction and site work of a 7,500 sf, two-story professional office building.
This office houses a wastewater engineering firm, and takes on a modern style with ACM exterior paneling and blue tinted storefront.
Escalon Presbyterian Church, Escalon, CA
WCBI has performed many projects at this church complex over the last several years. The first of which was their new Centennial Hall building which is a multipurpose building for their community hosting a large banquet area, restrooms, stained concrete floors, and full kitchen system. Various value engineering alternatives were explored and selected including light fixtures and door hardware for cost savings while continuing to have the design features honored. A new entry lobby was constructed at the existing sanctuary creating a gathering place before entering the sanctuary for services.
Retail/Corporate projects:
- 6 ground-up Walgreens projects
- 3 Tractor Supply Company projects
- Multiple fueling stations with retail shops/restaurants - 4 Mister Car Wash facilities
- Multiple Starbucks restaurants
- Walgreens Take Care clinics
TOTAL YEARS EXPERIENCE: 32
YEARS WITH FIRM: 19
Registration
CA State FE Engineering Certification
(XE099859)
Education
Bachelor of Science, Electrical Engineering,
California Polytechnic State University,
San Luis Obispo
Professional & Civic Affiliations
Member IEEE & Tau Alpha Pi Honor Society
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19 OAKLEY LIBRARY & COMMUNITY CENTER
BRANDON BASORE
CONSTRUCTION PHASE PROJECT MANAGER
Brandon began working for Woodland Construction part-time while earning a Bachelors of Science degree from Cal Poly in Business Administration, and has performed various functions over the past 10+ years including hands-on construction, estimating, project management, and site supervision. Before transitioning to a project management role, Brandon has personally managed the on-site construction supervision of 12 projects with Woodland, including the ground-up Escalon Presbyterian multipurpose facility, Turlock Yosemite Farm Credit Administration Building, a Union 76 fueling station and Starbucks, and a Mister Car Wash. Over the last several years, Brandon has had the lead role in managing the ground-up construction of over a dozen projects, including a Mister Car Wash facility, multiple Starbucks, a Circle K fueling station and other commercial and industrial projects in this range.
SELECT PROJECT EXPERIENCE
Legacy Athletic Center, Ripon, CA
Ground-up construction and site work of a 25,000 sf, two-story luxury gym. The center’s design features draw from the high-end fitness centers in LA or SF Bay Area, blending a feel of modern design with ultra-high-end luxury finishes.
Blackwater Engineering, Modesto, CA
Ground-up construction and site work of a 7,500 sf, two-story professional office building.
This office houses a wastewater engineering firm, and takes on a modern style with ACM exterior paneling and blue tinted storefront.
Oakdale Veterinary Group, Oakdale, CA
Ground-up construction and site work of an ultra-high-end veterinary hospital. The building is 13,000 sf, with the exterior imitating California’s high-end Napa wineries and the interior housing a full-blown modern medical facility.
Ripon Christian Classrooms, Ripon, CA
New construction project at the back of an existing campus that needed to be completed within six months from breaking ground. There was an existing PG&E electrical line running underground through the site. Because of this complexity, we coordinated early and often with the utility vendor to mitigate any down time through the disconnect and reconnecting process. The building consisted of new restrooms, classrooms with acoustic sound boards for noise mitigation, and a storage room to house supplies. Additionally, modifications to perimeter fencing, concrete, and landscaping were implemented to provide a seamless addition of a new building that was incorporated in such fashion that it appeared it was always there. This was accomplished through matching the roofing, paint, windows, doors and exterior finishes of the existing campus and coordinating with the clients.
Escalon Presbyterian Church, Escalon, CA
WCBI has performed many projects at this church complex over the last several years. The first of which was their new Centennial Hall building which is a multipurpose building for their community hosting a large banquet area, restrooms, stained concrete floors, and full kitchen system. Various value engineering alternatives were explored and selected including light fixtures and door hardware for cost savings while continuing to have the design features honored. A new entry lobby was constructed at the existing sanctuary creating a gathering place before entering the sanctuary for services.
TOTAL YEARS EXPERIENCE: 13
YEARS WITH FIRM: 13
Education
Bachelor of Science, Business Administration,
California Polytechnic State University,
San Luis Obispo, CA
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LUKE CHIPPONERI
LEAD ESTIMATOR
Luke joined Woodland Construction in 2015, and manages the Bidding and Estimating functions, as well as multiple project administration tasks. He earned his Bachelor’s of Science degree in Biology with the Concentration in Molecular, and Microbial Biology from CSU Stanislaus in May of 2020 while working full time at Woodland Construction. Luke also has acted as Project Manager on several projects ranging from retail to medical, and assists with various project management functions throughout the organization.
SELECT PROJECT EXPERIENCE
Oakley Recreation Center, Oakley, CA
Design of a new 9,500 sf community recreation center for the City of Oakley, which includes a large flexible multi-purpose room, performance stage, kitchen, administrative offices and meeting spaces. Site improvements include outdoor gathering spaces and athletic fields.
Legacy Athletic Center, Ripon, CA
Ground-up construction and site work of a 25,000 sf, two-story luxury gym. The center’s design features draw from the high-end fitness centers in LA or SF Bay Area, blending a feel of modern design with ultra-high-end luxury finishes.
Ripon Family Physicians, Ripon, CA
Ground-up construction and site work for a 10,000 sf medical office. This project involved constructing the brand-new medical office for Ripon’s largest medical facility, along with two additional suites to be built or leased out in the future.
Golden Valley Health Centers, Manteca, CA
Tenant improvement with dental and optical departments and parking lot improvements. 11,000 sf improvement including full dental chairs and cabinetry coordination with third party vendor, concrete moisture mitigation system, acoustical systems, and fast-track schedule.
Weekly reporting and conference calls with client and design team, reporting summary of meeting minutes, and updated schedules tracking timeline.
Sierra West Airlines Offices, Oakdale, CA
Tenant improvement consisting of converting a cold shell building of 9,000 sf into a commercial office with luxury vinyl flooring, restrooms, exposed ceilings, interior storefront assemblies and custom millwork. Worked with clients through finish selection and compiled cost adjustments as required.
Tri Counties Bank Tenant Improvements, Modesto, CA
Project involved over 2000 sf of demolition of existing interior walls and finishes, adding a break room, installing cubicles, and suspended circular light gage metal suspended ceiling feature and glass walled conference room. Project was integral into the mechanical system of the larger parent building requiring coordination among the vendors, end user, and commercial leasing agent to provide conditioned space.
TOTAL YEARS EXPERIENCE: 10
YEARS WITH FIRM: 10
Education
Bachelor of Science, Microbiology,
California State University, Stanislaus,
Turlock, CA
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21 OAKLEY LIBRARY & COMMUNITY CENTER
JUSTIN CRESCENTI
SUPERINTENDENT
Justin began working for Woodland Construction in 2017, learning the process while performing hands-on tasks for a few years. In 2020, he ran his first project as a construction superintendent, a ground-up retail building in Modesto. Since then, he has supervised over 15 additional construction projects, and has become Woodland’s lead superintendent.
SELECT PROJECT EXPERIENCE
Ripon Family Physicians, Ripon, CA
Ground-up construction and site work for a 10,000 sf medical office. This project involved constructing the brand-new medical office for Ripon’s largest medical facility, along with two additional suites to be built or leased out in the future.
California Urgent Care, Modesto, CA
Ground-up medical facility with custom casework, stone countertops, and Geolam suspended ceiling features. The exterior facade was designed to blend with the adjacent building style while maintaining modern finishes. This project involved coordinating and installing utility stubs for future connections to another 10,000 sf facility down the line. As such many utilities were upsized with the first phase of construction and coordinated to stub onto the future parcel for connection later. Additionally, this project bid several times and went through several redesigns to bring the project within budget for the client while still maintaining the core values of the project.
Retail/Corporate projects:
- Multiple fueling stations with retail shops/restaurants - 3 Mister Car Wash facilities
- 1 Tractor Supply Company project
- Multiple Starbucks restaurants
TOTAL YEARS EXPERIENCE: 8
YEARS WITH FIRM: 8
Education
Associate of Science, Business
Modesto Junior College, Modesto, CA
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WOODLAND CONSTRUCTION | SIEGEL & STRAIN ARCHITECTS 22
SIEGEL & STRAIN ARCHITECTS
DESIGNER OF RECORD
Siegel & Strain Architects is an innovative design firm recognized nationally for civic, institutional and sustainable projects. Our deep sustainable design knowledge is evidenced by award-winning projects demonstrating a wide variety of ecological building practices and construction types. We employ a research and program-driven approach and a highly collaborative and participatory process in our work, methods that are well suited for crafting a community-wide vision and concept for projects. Sustainable design is woven throughout our design process. As a result our buildings and related site and landscape improvements are responsive to their natural and built context, climate, and use.
Our civic projects are varied – city halls, libraries, community centers, visitor centers, fire and police stations, emergency operation centers, and schools, many of which are historic, all of which are green. Our services range from master planning and design of new facilities to adaptive re-use of existing buildings to rehabilitation of historic buildings.
RELEVANT PROJECT EXPERIENCE
Brisbane Public Library, Brisbane, CA
Design and construction of a new 7,600 sf library located in the heart of the City’s commercial district. The project includes flexible community spaces, maker space, an outdoor patio, and a showcase of sustainable water reuse practices.
Yountville Town Center & Library, Yountville, CA
Master planning and design of a new facility with a branch library, multi-purpose room, teen center, meeting and program spaces. Emissions-reducing strategies include optimization of daylighting, natural ventilation, photovoltaic array, and ground-sourced heat pump.
Portola Valley Town Center, Portola Valley, CA
Master planning through a public participatory process, workshops focusing on the program, opportunities and constraints, and sustainable design goals on this 11-acre parcel in 22,000 sf of new buildings including a Library, Town Hall, and Community Hall.
Oakley Recreation Center, Oakley, CA
Design of a new 9,500 sf community recreation center for the City of Oakley, which includes a large flexible multi-purpose room, performance stage, kitchen, administrative offices and meeting spaces. Site improvements include outdoor gathering spaces and athletic fields.
City of Berkeley Martin Luther King Jr. Youth Services Center, Berkeley, CA Renovation and addition of a 1950s building that hosts the City’s after school and summer programs for teens and young adults. The project includes electrification and envelope upgrades to align with the City’s Green Building Codes as well as an immediate occupancy seismic upgrade to serve as a resiliency center.
Boys & Girls Clubs of San Leandro, San Leandro, CA
Renovation of existing 1960s building. Interiors were modernized with all new technology, healthful building materials, high-efficiency building systems, optimized daylighting and natural ventilation. Continued phased implementation of solar system, teen cafe addition, and office renovations that could not fit within the initial project budget.
On-call Contracts:
- City of Alameda, since June 2025
- City of Berkeley, since Feb. 2019
- City of Brisbane, since April 2022
- Mendocino County Libraries, since Jan. 2025
- Sonoma County Libraries, since May 2023
Brisbane Public Library
Portola Valley Town Center
Martin Luther King Jr. Youth Services Center
LOCATION: 6201 Doyle Street, Suite B
Emeryville, CA 94608
PHONE: 510.547.8092 x 105
CONTACT PERSON: Susi Marzuola
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23 OAKLEY LIBRARY & COMMUNITY CENTER
PHOTOS: CÉSAR RUBIO
BRISBANE PUBLIC LIBRARY
BRISBANE, CALIFORNIA
The newly completed 7,360 SF Brisbane Library is located in the heart of the City’s commercial district. The building is imagined to be both unique in its connection to the outdoors and San Bruno Mountain, while simultaneously fitting in well with the scale and proportions of the streetscape. The Brisbane community knew what they wanted in their new library: a place of belonging and connection, where they could be alone in public, yet still have chance encounters with neighbors old and new. They asked that the building both fit in and stand out, have a civic presence, and offer welcoming spaces to be indoors and out.
NATURALLY DAYLIT INTERIORS: The interior spaces are thoughtfully designed to bathe in natural daylight, offering a welcoming environment that functions as the community’s central gathering space.
ADAPTABLE TO COMMUNITY NEEDS: Whether it’s finding a cozy spot to enjoy a book or engaging in learning and social interactions, the library’s versatile layout caters to evolving technological trends and the ever changing needs of the community.
FLEXIBLE USE OF SPACE: The flexible community room serves as a part of the library during regular hours and can be repurposed to serve the City’s needs during off-hours. This multipurpose space can be partitioned into smaller program areas or expanded internally and onto the outdoor patios, creating a larger area for gatherings and events.
TEAM
Susi Marzuola, S&S Principal
Karen Richards, S&S Project Manager
Karin Payson a+d, Associate Architect
CLIENT
City of Brisbane
COST
$6.5 million
SIZE
7,630 sf on 0.3-acre site
STATUS
Completed April 2021
SUSTAINABILITY FEATURES
- 63% interior and exterior water reduction
- All electric building, photovoltaic ready
- Energy Use Intensity of 29 kBtu/sf-yr
- 76% of regularly occupied spaces are daylit
- High performance building envelope
- Healthy materials with high-recycled content
AWARDS AND CERTIFICATIONS
- LEED Silver Equivalent
- AIA SF 2022 People’s Choice Award
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WOODLAND CONSTRUCTION | SIEGEL & STRAIN ARCHITECTS 24
PHOTOS: CÉSAR RUBIO
PORTOLA VALLEY TOWN CENTER
PORTOLA VALLEY, CALIFORNIA
The Portola Valley Town Center, in the foothills of the Santa Cruz Mountains, weaves together oak woodlands, playing fields and new buildings into a civic center designed around the town’s bucolic goals: compliment the natural beauty of the landscape in the most sustainable way possible. The design and placement of the buildings meet the functional needs of the town while respecting the landscape and the town’s simple elegant aesthetic. This mutual respect, between the built and the un-built, the formal and the informal, is central to the ideals of the Town and helped shape the design.
CONNECTION TO NATURE: The building complex is tucked between a redwood grove, an old walnut orchard, and a newly restored creek that symbolically and literally completes the connection between the town, the new town plaza, and nature. The site plan reflects the community’s commitment to open space in all its forms and creates a variety of flexible outdoor spaces.
COMMUNITY ENGAGEMENT: The community was very involved throughout the design process and raised 80% of the funding through private donations.
The inclusive and open design process-based on truly reflecting the residents’ input and exemplifying the best stewardship ideals of the town was central to the success of the project.
CREATION OF A COMMUNITY HUB: By combining the various
programmatic elements – sports fields and native landscape with community hall, library, and town administrative offices, the design provides a venue for all the public activities of the Town. This combination is emblematic of the way the Town functions and allowed us to reduce the buildings’ footprint by 20%.
TEAM
Susi Marzuola, S&S Principal
Michael Hayden, S&S Project Manager
Goring & Straja, Associate Architect
CLIENT
Town of Portola Valley
COST
$13.3 million
SIZE
22,000 sf on 11-acre site
STATUS
Completed 2008
SUSTAINABILITY FEATURES
- Salvaged materials and reclaimed lumber
- Low carbon building materials
- Sunscreens and natural daylighting
- Natural ventilation
- Photovoltaic system
AWARDS AND CERTIFICATIONS
- LEED Platinum
- AIA COTE Top Ten Green Projects Award
- AIA CC Merit Award & Savings by Design
Honor Award
- Acterra Sustainable Built Environment
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25 OAKLEY LIBRARY & COMMUNITY CENTER
PHOTOS: DAVID WAKELY
YOUNTVILLE COMMUNITY CENTER & LIBRARY
YOUNTVILLE, CALIFORNIA
In 1998 the Town of Yountville embarked on a master planning process that envisioned a new sustainably designed center located in the middle of town where Yountville residents could meet, learn, play and celebrate. Through intensive community participation the project was completed in 2009, and has since become the heart of a vibrant community. The new center creates a focal point and serves as a shared living room for the community. Trails, sidewalks, and bike paths weave through the center providing connections to surrounding neighborhoods and main street activities. The new building houses a branch library, multi-purpose room, meeting rooms, and program spaces.
COMMUNITY CONNECTION: The new building is set back from the street to create a Town Square framed on either side by the existing Community Hall and Post Office. The new Town Square is designed as both a civic venue for gatherings and a place for chance encounters with friends and neighbors.
Interior rooms are connected by sliding doors so spaces can be contracted and expanded as needed.
CONTEXTUAL DESIGN: Building materials were selected and detailed to minimize life-cycle impacts and to blend with the rural architectural character.
Buildings are clad in durable and highly recycled materials such as prefinished cement-fiber shingles and standing-seam metal roof. Porches and entrances are constructed with regionally harvested western red cedar.
TEAM
Susi Marzuola, S&S Principal
CLIENT
Town of Yountville
COST
$9.6 million
SIZE
21,000 sf on 2.5-acre site
STATUS
Completed Nov. 2009
SUSTAINABILITY FEATURES
- Ground source heating and cooling system
- Predicted energy use reduction of 50%
- Low-carbon building materials
- Efficient lighting and daylighting
- Innovative water-conserving landscape
AWARDS AND CERTIFICATIONS
- LEED Platinum Equivalent
- AIA SF Energy & Sustainability Citation Award
- AIA EB Architecture Citation Award
- CA Woodworks Green Building Design Award
- AIA CA Savings by Design Award of Honor
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